pmi PGMP Exam Questions

Questions for the PGMP were updated on : Dec 01 ,2025

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Question 1

A biometrics firm has a facial recognition program with multiple components and project managers.
The project manager from the mobile device division escalates a vendor-related risk to the program
manager. After assessing the risk, the program manager determines that this risk may impact other
projects within the program. However, this risk has a low degree of impact and probability of
occurring.
What should the program manager do first?

  • A. Obtain a risk reserve from the executive sponsor, and execute a contingency plan.
  • B. Communicate the risk to all project managers to manage at the component level.
  • C. Add the risk details and analysis to the program risk register.
  • D. Brainstorm with the project manager to develop an appropriate risk response.
Answer:

C

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Question 2

A program manager takes over a global program from another program manager. Upon arriving on-
site, the program manager immediately sees that stakeholders are upset, because of a lack of
updates and communications about the program.
What should the program manager do first?

  • A. Review the program governance plan and communication log.
  • B. Review the program communications management plan and stakeholder register.
  • C. Review the stakeholder engagement plan and stakeholder matrix.
  • D. Notify the executive sponsor and update the program issue log.
Answer:

B

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Question 3

A program is in its last year of execution. The program manager will receive a performance bonus if
executive leadership and the program steering committee determine that the program is a success.
How can the program manager justify receiving a performance bonus upon program closure?

  • A. Update the business case analysis document indicating how each goal was attained.
  • B. Prepare a financial framework to show effective financial management and alignment with profit metrics.
  • C. Provide a report using the benefits management plan to demonstrate overall benefits realization.
  • D. Conduct a customer satisfaction survey to show program success.
Answer:

C

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Question 4

A program manager needs to establish direction and identify the essential aspects of a program. In
addition, they must ensure that the context and framework of the program are properly defined,
assessed, and documented.
Which document will be created to support this activity?

  • A. Program resource management plan
  • B. Program management plan
  • C. Program master schedule
  • D. Program scope statement
Answer:

D

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Question 5

To create market advantage, a program sponsor requests accelerating the implementation of a new
manufacturing process that is based on a recently improved system component. The program
manager is concerned that the delivery of some program goals could be jeopardized.
What should the program manager do?

  • A. Document the concerns that program goals may be affected and present at the next program governance board review meeting for guidance and actions to be taken
  • B. Advise the program sponsor that the program will continue and follow the program management plan, unless the change control board (CCB) has approved changes to the plan
  • C. Work with the project managers of the affected components to implement fast tracking and update the resource management plan accordingly
  • D. Evaluate critical success factors and key performance indicators (KPIs) to monitor benefits throughout the program's life cycle
Answer:

A

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Question 6

The project managers for component projects A and B schedule the same resource to perform tasks
during the same timeframe, resulting in an over-allocation. The program manager reviews the
program resource management plan, determines that project A can wait until the resource becomes
available, and assigns the resource to project B.
This is an example of which of the following?

  • A. Program resource management planning
  • B. Program risk mitigation
  • C. Resource interdependency management
  • D. Project resource planning
Answer:

A

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Question 7

The project manager of project A develops a communications management plan. The project
manager of project B is new and is uncertain how to develop appropriate communications for the
company's staff.
What should the program manager do to ensure communications on the component projects are
consistent?

  • A. Request a more experienced project manager to work on project B.
  • B. Create a program communications management plan across all component projects.
  • C. Direct all projects to use project A's communications management plan as a template.
  • D. Rework the communications management plans for all projects to be consistent.
Answer:

B

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Question 8

In a transformational program, all projects are on track and delivering their objectives. However,
stakeholders are hesitant to take on the new processes because performance in the current
environment may not be representative of actual performance. Stakeholders fear that the program
will fail to provide the service required.
To assure positive performance in the current environment, the program manager should do which
of the following?

  • A. Ensure the new processes will perform better than the current processes.
  • B. Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
  • C. Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
  • D. Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.
Answer:

D

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Question 9

A program manager recognizes that a successful resource being used in project A could also be used
in project B.
What should the program manager do first to leverage the utilization of this resource?

  • A. Assign project A's resource to project B.
  • B. Reassign the resource to project B after project A ends.
  • C. Prioritize the resource to optimize their use across both projects A and B.
  • D. Mitigate risk by leveraging other resources in project A.
Answer:

B

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Question 10

After attending a technology exposition, an influential stakeholder believes that integrating a new
technology into the program will increase benefits and help shorten the schedule. The stakeholder
asks the program manager to immediately include the new technology into the program.
What should the program manager do next?

  • A. Assess the new technology and discuss the results with the program steering committee to determine next steps.
  • B. Start the change management process and submit a change request to integrate the new technology.
  • C. Inform the stakeholder that the program will not be changed until proof of concept (PoC) is completed.
  • D. Research the new technology and begin its integration during the next development cycle.
Answer:

C

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Question 11

The program manager plans to address a negative cost variance generating a red flag in the program
management status report.
What should the program manager do?

  • A. Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance.
  • B. Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction.
  • C. Work with program sponsor to compile impact analysis data to obtain additional funding for the program.
  • D. Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction.
Answer:

B

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Question 12

Based on its board's mandate, an organization drafts a new business strategy to meet future
challenges, put the business on track, and meet growth expectations. Key to this are upgrading the IT
infrastructure and strategic direction to transition the computing platform from onsite to cloud-
based, thereby optimizing costs, and providing scalability, performance and high availability.
How should the program manager use the program mission statement to engage program
stakeholders?

  • A. Publish the program mission statement and interact with operational managers and stakeholders to ensure that programs receive appropriate operational support.
  • B. Review, capture and document the organization's current state, its new strategic direction, and how the program will support its mission
  • C. Incorporate the names of key stakeholders and their respective influence, power, and authority into the program mission statement.
  • D. Update the program mission statement to address strategic business goals, and the influence of stakeholders' interests, concerns, and expectations.
Answer:

D

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Question 13

A program is midway through the program delivery phase when a key stakeholder asks if the
program is meeting its defined objectives.
How should the program manager demonstrate the program's progress?

  • A. Define the key performance indicators (KPIs) for the program's outcome.
  • B. Invite the key stakeholder to review the program charter and the program objectives.
  • C. Provide additional program performance reports to the key stakeholder.
  • D. Maintain the benefits register and provide it to the key stakeholder.
Answer:

C

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Question 14

A software deployment program for a multinational organization requires the engagement of
subcontractors. During the program planning phase, the contracts manager informs the program
manager that the primary subcontractor's agreement includes incentives that would potentially
conflict with program objectives.
What should the program manager do first?

  • A. Review the contracts, and create a program budget contingency.
  • B. Draft a change request for approval by the program steering committee.
  • C. Ask the program management office (PMO) to conduct a risk assessment.
  • D. Review the program charter, and update program objectives accordingly.
Answer:

D

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Question 15

A program manager is responsible for constructing a US$50 million building. Management suggests it
will take three years to complete. The program manager can select a design-build option to optimize
the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases
and delivery delays. If this trend continues, it could take as long as 4.5 years to complete
construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years.
What is the expected time of delivery?

  • A. 1.25 years
  • B. 1.50 years
  • C. 1.75 years
  • D. 1.00 years
Answer:

B

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