Program Management Professional Practice Test

PgMP test Format | Course Contents | Course Outline | test Syllabus | test Objectives

Number of Questions: 170 multiple-choice questions (150 scored, 20 unscored pretest questions)
Duration: 240 minutes (4 hours)
Delivery Method: Computer-based testing (CBT) at authorized Pearson VUE centers or online proctored
Languages: English, Chinese (Simplified)
Passing Score: Not publicly disclosed by PMI (determined by psychometric analysis; typically requires 70-75% correct on scored questions, but confirm via official PMI resources)
Attempts Allowed: Up to 3 attempts within one year of application approval

Domain I - Strategic Program Alignment

- Perform an initial program assessment by defining the program objectives, requirements, and risks to ensure program alignment with the organization’s strategic plan, objectives, priorities, vision, and mission statement.
- Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor.
- Define the high-level road map and financial framework to set a baseline for program definition, planning, and execution.
- Define the program mission statement by evaluating the stakeholders’ concerns and expectations to establish program direction.
- Evaluate the program’s business case to develop, validate, and assess the program objectives, priority, feasibility, readiness, and alignment with the organization’s strategic plan.
- Analyze the available information about organizational and business strategies, internal and external influences, and program drivers to identify and quantify the benefits that program stakeholders expect to realize using research methods such as market analysis and high-level cost-benefit analysis to develop the preliminary program scope and define the benefits realization plan.
- Estimate the high-level financial framework and nonfinancial benefits of the program to obtain/maintain funding authorization and drive prioritization of projects within the program.
- Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns to ensure stakeholder alignment and program deliverability.
- Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone schedule, and benefits to receive authorization to initiate the program.
- Identify and evaluate integration opportunities and needs (for example, human capital and human resource requirements and skill sets, facilities, finance, assets, processes, and systems) within program activities and operational activities to align and integrate benefits within or across the organization.
- Exploit strategic opportunities for change to maximize the realization of benefits.

Domain II - Program Life Cycle Management

- Develop the program charter consisting of the program scope, assumptions, constraints, high-level risks, high-level benefits and their realization, timing, key stakeholders, outcomes, resource allocation, and other provisions that tie the program to the business case, thereby enabling strategic alignment using input from all stakeholders to initiate and design program and benefits.
- Translate strategic objectives into high-level program scope statements by negotiating with stakeholders, including sponsors/steering committee, to create a program scope description.
- Develop a program roadmap using the goals and objectives of the program, applicable historical information, and other available resources (for example, work breakdown structure (WBS), scope statements, and benefits realization plan) to align the program with the strategy, and manage the expectations of stakeholders, including sponsors/steering committee.
- Develop a responsibility assignment matrix by identifying and assigning program roles and responsibilities to build the program management core team and differentiate between the program and project resources.
- Define standard measurement criteria, including key performance indicators, for success and review points for all constituent projects/components by analyzing stakeholder expectations and requirements across the constituent projects/components to monitor and control the program.
- Conduct program kick-off with key stakeholders by holding meetings to familiarize the organization with the program and obtain stakeholder buy-in.
- Develop a detailed program scope statement by incorporating the program vision and all internal and external objectives, goals, influences, and variables to facilitate overall planning.
- Develop program WBS to determine, plan, and assign the program tasks and deliverables.
- Establish the program management plan and schedule by integrating plans for constituent projects/components and creating plans for supporting program functions (for example, quality, risk, communication, and resources) to effectively forecast, monitor, and identify variances during program execution.
- Optimize the program management plan by identifying, reviewing, and leveling resource requirements (for example, human resources, materials, equipment, facilities, and finance) to gain efficiencies and maximize productivity/synergies among constituent projects/components.
- Define project/program management information system (PMIS) by selecting tools and processes to share knowledge, intellectual property, and documentation across constituent projects/components to maximize synergies, savings, and benefits realization per the governance framework.
- Identify and manage unresolved project-level issues by establishing a monitoring and escalation mechanism and selecting a course of action consistent with program constraints and objectives to achieve program benefits realization.
- Develop the benefits management plan including benefits integration, transition, and sustainment by defining exit criteria to ensure all administrative, commercial, and contractual obligations are met upon program completion.
- Develop key performance indicators (KPIs) by using decomposition/mapping to manage the program and implement a scope and quality management system within the program.
- Monitor human resources for program and project roles, including subcontractors, and identify opportunities to Improve team motivation (for example, develop compensation, incentive, and career alignment plans) and negotiate contracts to meet and/or exceed benefits realization objectives.
- Charter and initiate constituent projects/components by assigning project managers and allocating appropriate resources to achieve program objectives.
- Establish consistency by deploying governance framework, uniform standards, resources, infrastructure, tools, and processes to enable informed program decision-making.
- Establish a communication feedback plan and reporting process to capture lessons learned and the team’s experiences throughout the program.
- Lead human resource functions by training, coaching, mentoring, and recognizing the team to Improve team engagement and achieve commitment to the program’s goals.
- Review project managers’ performance in executing the project per the project plan to maximize their contribution to achieving program goals.
- Execute the appropriate program management plans (for example, quality, risk, communication, resourcing) using the tools identified in the planning phase and by auditing the results to ensure the program outcomes are aligned with the strategy and deliver anticipated benefits.
- Consolidate project and program data using predefined program plan reporting tools and methods to monitor and control the program performance and communicate to stakeholders.
- Evaluate the program’s status to monitor and control the program while maintaining current program information.
- Approve closure of constituent projects/components upon completion of defined deliverables to ensure scope is compliant with the functional overview.
- Analyze variances and trends in costs, schedule, quality, and risks by comparing actual and forecast to planned values to identify corrective actions or opportunities.
- Update program plans by incorporating corrective actions to ensure program resources are employed effectively to meet program objectives and deliver program benefits.
- Manage program-level issues (for example, human resource management, financial, technology, scheduling) by identifying and selecting a course of action consistent with program scope, constraints, and objectives to achieve program benefits.
- Manage changes per the change management plan to control scope, quality, schedule, cost, contracts, risks, and rewards to achieve program benefits.
- Conduct impact assessments for program changes and recommend decisions to obtain approval per the governance framework.
- Manage risk per the risk management plan to ensure benefits realization.
- Complete a program performance analysis report by comparing actual values to planned values for scope, quality, cost, schedule, and resource data to determine program performance.
- Conduct program closure within the boundaries of the governance framework.
- Execute the transition and close-out of the program and all constituent projects and/ or components (for example, perform administrative and PMIS program closure, archive program documents and lessons learned, and transfer ongoing activities to the functional organization) to transition program benefits and meet program objectives and/or ongoing operational sustainability.
- Conduct the post-review meetings by presenting the program performance reports to obtain feedback and capture lessons learned.
- Report lessons learned and best practices observed and archive to the knowledge repository to support future programs and organizational improvement.

Domain III - Benefits Management

- Develop the benefits realization plan and its measurement criteria to set the baseline for the program and communicate to stakeholders, including sponsors /steering committee.
- Identify and capture synergies and efficiencies identified throughout the program life cycle to update and communicate the benefits realization plan to stakeholders, including sponsors /steering committee.
- Develop a sustainment plan that identifies the processes, measures, metrics, and tools necessary for the management of benefits beyond the completion of the program to ensure the continued realization of intended benefits.
- Monitor the metrics (for example, by forecasting, analyzing variances, developing “what if” scenarios and simulations, and utilizing causal analysis) to take corrective actions in the program and maintain and/or potentially Improve benefits realization.
- Verify that the close, transition, and integration of constituent projects /components and the program meet or exceed the benefit realization criteria to achieve the program’s strategic objectives.
- Maintain benefits register and record program progress to report the benefit to stakeholders via the communications plan.
- Analyze and update the benefits realization and sustainment plans for uncertainty, risk identification, risk mitigation, and risk opportunity to determine if corrective actions are necessary and communicate to stakeholders.
- Develop a transition plan to operations to guarantee the sustainment of products and benefits delivered by the program.

Domain IV - Stakeholder Engagement

- Identify stakeholders, including sponsors/steering committee, and create the stakeholder matrix to document their position relative to the program.
- Perform stakeholder analysis through historical analysis, personal experience, interviews, knowledge base, review of formal agreements (for example, request for proposal (RFP), request for information (RFI), contracts), and input from other sources to create the stakeholder engagement plan.
- Negotiate the support of stakeholders, including sponsors/steering committee, for the program while setting clear expectations and acceptance criteria (for example, KPIs) for the program benefits to achieve and maintain their alignment with the program objectives.
- Generate and maintain visibility for the program and confirm stakeholder support to achieve the program’s strategic objectives.
- Define and maintain communications adapted to different stakeholders, including sponsors/steering committee, to ensure their support for the program.
- Evaluate risks identified by stakeholders, including sponsors/steering committee, and incorporate them in the program risk management plan, as necessary.
- Develop and foster relationships with stakeholders, including sponsors/steering committee, to Improve communication and enhance their support for the program.


Domain V - Governance

- Develop program and project management standards and structure (governance, tools, finance, and reporting) using industry best practices and organizational standards to drive efficiency and consistency among projects and deliver program objectives.
- Select a governance framework structure including policies, procedures, and standards that conforms program practices with the organization’s governance structure to deliver program objectives consistent with organizational governance requirements.
- Obtain authorization(s) and approval(s) through stage gate reviews by presenting the program status to governance authorities to proceed to the next phase of the program.
- Evaluate key performance indicators (for example, risks, financials, compliance, quality, safety, and stakeholder satisfaction) to monitor benefits throughout the program life cycle.
- Develop and/or utilize the program management information system), and integrate different processes as needed, to manage program information and communicate status to stakeholders.
- Regularly evaluate new and existing risks that impact strategic objectives to present an updated risk management plan to the governance board for approval.
- Establish escalation policies and procedures to ensure risks are handled at the appropriate level.
- Develop and/or contribute to an information repository containing program-related lessons learned, processes, and documentation contributions to support organizational best practices.
- Identify and apply lessons learned to support and influence existing and future programs or organizational improvement.
- Monitor the business environment, program functionality requirements, and benefits realization to ensure the program remains aligned with strategic objectives.
- Develop and support the program integration management plan to ensure operational alignment with program strategic objectives.

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QUESTION: 330
Kelly's program is slipping on its schedule. Management is thinking that the program will be late and this will cost the organization several thousand dollars in fines and penalties. They've asked Kelly to use a schedule duration compression technique that will help the program finish on time. The technique that Kelly can use, however, should not add costs to the program. What duration compression technique should Kelly use in this instance?
1. Crash the program
2. Add lead time to the program
3. Trim the program scope
4. Fast track the program
Answer: D
QUESTION: 331
Which of the following is described in the statement given below?
"It serves as the primary input for the Plan Program Stakeholder Management process, as well as for the distribution of program reports and other communication."
1. Governance plan
2. Organizational chart
3. Program scope statement
4. Stakeholder register
Answer: D
QUESTION: 332
A project manager in your program has estimated the cost of a program to be
$145,000. As the project manager's project comes close to completion, the project manager realizes that he has still $27,876 left in his project budget. He decides to add some additional features to the project's deliverables in an effort to use the remaining budget. These additions will add value to the project and the project customer is likely to enjoy these new features. This is an example of what term?
1. Gold plating
2. Value added change
3. Expert judgment by the project manager
4. Errors and omissions
Answer: A
QUESTION: 333
A program has a BAC of $1,750,000 and is expected to last two years. The program is currently at the third milestone which represents 35 percent of the program work. As it happens, this program has already spent $620,000 of the budget. Management is concerned that the program may also be slipping on schedule because the program should be forty percent complete by this time. Based on this information which type of performing is present in this scenario?
1. Cost, because the program has an estimate to complete of $1,151,429.
2. Cost, because the program has a cost variance of -7,500
3. Schedule, because theprogram's planned value is only $700,000.
4. Schedule, because the program has a schedule performance index of .88.
Answer: D
QUESTION: 334
You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its projects. What document is management asking you to create in this instance?
1. Business case
2. Scope statement
3. Requirements document
4. Project charter
Answer: B
QUESTION: 335
You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?
1. Planning
2. Scope verification
3. Quality control
4. Quality assurance
Answer: D
QUESTION: 336
A new program is being initiated for the HNQ Organization. The program manager is working with the business analyst and management to define several attributes of the program. All of the following are identified during program initiation except for which one?
1. Program benefits
2. Link to organizational strategy
3. Program scope
4. Program risk
Answer: D
QUESTION: 337
You are the program manager for your organization and are reviewing several proposed change requests for your program. Mary, a stakeholder, who has made a change request is asking why it is taking you so long to review the change. You tell her that you must perform integrated change control to review each change request. What is integrated change control?
1. It is the review of the impact of the change on the program's triple constraints.
2. It is the review of the impact of the change on the time, cost, scope, and quality baselines.
3. It is the review of the impact of the change on the program's Iron Triangle.
4. It is the review of the impact of the change on the program's knowledge areas.
Answer: D
QUESTION: 338
You are the program manager for your organization. This program will last for two years and has eight projects. The cost of your program is $4 million and there are some risk concerns that may affect the overall cost of the program. Management is concerned with how long it will take the program to reach the management horizon. What is management horizon also known as?
1. Payback period
2. Cost-to-benefits ratio
3. Cost performance index
4. Return on investment
Answer: A
QUESTION: 339
Mary Anne is the program manager for her organization. In her program there are six projects. One of the projects in her program has been performing well. It is on schedule and has no cost or schedule variances. Mary Anne has decided, however, that her program needs to be terminated. Which one of the following is a likely reason why the project should be terminated?
1. The program scope has changed.
2. The project scope has changed from the original intent of the project
3. The scope is not being met as planned due to scope creep.
4. The project resources are not completing their project tasks as assigned.
Answer: A
QUESTION: 340
An organization is considering a new program. The business analyst believes that the benefits to the organization would equate to $1,550,000 in five years. If the rate of return for this program is six percent what is the maximum amount the organization should invest in this program?
A. $1,158,250
B. It depends on the internal decision making process. C. $1,550,000
D. $2,074,249
Answer: A
QUESTION: 341
Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she's working with her program sponsor to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope. What should Julie and the program sponsor do next?
1. Sign the certificate of program closure
2. Complete the program's budget
3. Release the program's resources
4. Close the constituent projects before closing the program
Answer: A
QUESTION: 342
You are the program manager for your organization and management has asked you to be certain to finalize the lessons learned documentation for your program. When will the lessons learned documentation be created?
1. Lessons learned are created at each program deliverable.
2. Lessons learned are created during the program closure.
3. Lessons learned are created during the program archive.
4. Lessons learned are in program execution.
Answer: B

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