Mastering Program Lifecycle Management: PgMP Exam Practice Questions 11-20
Saket Bansal
Educator ★ PgMP ★ PMP Coach ★ SAFe ★ Agile Coaching ★ Social Media Strategist
If you're preparing for the PgMP certification, you're likely aware of the importance of the Program Lifecycle Management domain. This domain focuses on translating strategic objectives into actionable plans, managing stakeholder expectations, aligning with organizational goals, and ensuring the successful delivery of program benefits.
In this article, we present another set of practice questions from the Program Lifecycle Management domain, continuing from where we left off in our previous article. If you missed the first 10 questions, you can check them out here.
These questions are designed to:
?? Challenge your understanding of program lifecycle principles.
?? Provide real-world scenarios you may encounter in program management.
?? Map tasks directly to the PgMP ECO (Exam Content Outline) for targeted learning.
?Q 11
During the program planning phase, you gained clarity about program component deliverables, resulting in the creation of several new deliverables that were not included in the roadmap prepared during the program formulation phase. You are preparing for an upcoming stakeholder review. What is the best approach to ensure stakeholders remain aligned toward the program's common goals and objectives?
A. Use the program management plan and PWBS as replacements for the roadmap to align stakeholders.
B. Present the roadmap prepared during formulation for alignment and show updated details in the WBS.
C. Update the roadmap with new components and milestones, referencing the WBS for further details.
D. Develop a separate document combining the updated roadmap and WBS for stakeholder alignment.
Q 12
A large organization has recently initiated a Digital Transformation Program to modernize core systems and improve customer experience. The approved program charter highlights the following strategic objectives: Enhance operational efficiency through automation of manual processes, improve customer satisfaction with a user-friendly digital platform and ensure compliance with updated regulatory requirements.
During the first stakeholder meeting:
As the program manager, how should you best validate the program’s high-level scope to ensure alignment with strategic objectives and stakeholder expectations?
?A. Document stakeholder inputs, prioritize automation (as it aligns with operational efficiency), and finalize the scope.
B. Negotiate with stakeholders to align priorities and collaboratively develop a high-level scope description covering all strategic objectives.
C. Focus exclusively on regulatory compliance initially to mitigate legal risks and prevent potential penalties.
D. Develop separate scope drafts for each objective and present them to the steering committee for final approval.
Q 13.
Your program aims to increase customer service levels for an e-commerce organization and consists of three component projects: Online Sales, Inventory Management, and Order Tracking.
Confusion arises over who does what:
These role conflicts are causing delays and missed deliverables.
What is the best approach to clarify roles and responsibilities across the projects?
A. Allow project managers to define working agreements for their teams to clarify responsibilities.
B. Develop a responsibility assignment matrix (RAM) to clearly outline roles and responsibilities across projects.
C. Use standard PMO templates to assign generic roles for each team and distribute them.
D. Escalate the confusion to the steering committee to resolve the role conflicts.
Q 14.
Your program includes three projects: Order Fulfillment, Customer Support, and Loyalty Program. Each project team is creating project-level KPIs to monitor their performance. To ensure alignment with program benefits and objectives, you need to guide them using the most appropriate documents.
Which documents should you use to guide the creation of KPIs?
A. Program Benefits Management Plan and Program Charters
B. Program Roadmap and Business Case
C. Benefits Management Plan and Program Governance Plan
D. Program Governance Plan and Stakeholder Engagement Plan
Q 15.
A global organization has launched a Supply Chain Optimization Program to enhance logistics efficiency and reduce costs across its operations. The approved program charter identifies three strategic objectives: reduce transportation costs, enhance vendor performance and increase inventory accuracy
During the initial stakeholder meeting to define the high-level scope and roadmap, conflicting priorities emerge:
Tensions rise as stakeholders refuse to compromise, and they look to you, the program manager, for a solution.
How should you approach this situation?
A. Acknowledge all concerns, perform a cost/benefit and feasibility analysis of the priorities, and propose a sequence that maximizes ROI.
B. Propose a follow-up meeting at the end of the week. Provide stakeholders a structured format to justify their priorities with supporting data.
C. Focus on IT infrastructure first, as advanced tracking systems will enable cost reduction and vendor improvements.
D. Actively listen to each stakeholder’s priorities, identify interdependencies, and collaboratively develop a balanced high-level scope and roadmap.
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?Q 16.
Your program to increase customer service levels for an e-commerce organization includes three component projects: Online Sales, Inventory Management, and Order Tracking. Confusion arises regarding roles between the program team, the PMO, and the project teams:
This role ambiguity is delaying progress, causing incomplete reports, and misalignment in resource utilization.
As the program manager, what is the best course of action ?
?A. Facilitate a meeting with all stakeholders and collaboratively develop a responsibility assignment matrix (RAM) to clarify roles at the program, PMO, and project levels.
B. Ask the PMO to provide a standardized roles and responsibilities document based on organizational processes.
C. Allow project managers to identify their resource needs and reporting responsibilities independently.
D. Assign a program team member to act as a liaison to the PMO to resolve role overlaps.
Q 17.
During program performance reviews, each project team is defining specific KPIs critical to their stakeholders. However, some of these KPIs need to be tracked for program-level monitoring, and two KPIs are not fully aligned with program objectives. This misalignment is causing conflict and a lack of overall program visibility.
As the program manager, what should you do to ensure? effective monitoring?
A. Insist the project teams monitor only KPIs aligned with the program benefits management and governance plan.
B. Allow project teams to use their KPIs for project-level monitoring and create a separate team to align metrics at the program level.
C. Align project-specific KPIs with program-level objectives while retaining metrics needed for project stakeholder reviews.
D. Ask project managers how they prefer to track their project KPIs and program goals.
Q 18
You have been appointed as the program manager for a newly approved Digital Transformation Program. The program has high visibility, and leadership wants to demonstrate progress quickly. However, several stakeholders are unfamiliar with the program's objectives, scope, and benefits, leading to misalignment and a lack of engagement.
As the program manager, what is the best approach to bring alignment and ensure stakeholder buy-in quickly?
A. Send a formal program announcement to communicate program objectives and the roadmap to all stakeholders.
B. Start program activities immediately, focus on achieving quick wins, and share results to build alignment.
C. Hold a program kick-off meeting with project team members and share detailed meeting minutes with other stakeholders.
D. Conduct a program kick-off meeting with key stakeholders to familiarize them with the program and build alignment.
Q 19.
You are preparing for a program kick-off meeting to align stakeholders and secure buy-in for a newly approved program. The goal is to communicate the program's purpose, scope, and expected outcomes effectively.
Which two key documents should you leverage to ensure the kick-off meeting is impactful?
A. Use the program roadmap to outline milestones and the program charter to communicate scope and objectives.
B. Present the business case to highlight program justification and the benefits management plan to show expected outcomes.
C. Leverage the program charter to provide scope clarity and a draft stakeholder communication plan to address stakeholder concerns.
D. Share the business case for strategic alignment and the high-level WBS to provide an overview of deliverables.
Q 20.
You are tasked with finalizing the program scope statement to ensure clarity and alignment with program objectives.
What key elements should be included in a well-developed program scope statement?
A. High-level program objectives, deliverable components mapped to expected benefits and change management process.
B. Detailed project schedules, resource allocation plans, and risk response strategies for program components.
C. High-level program objectives, Work decomposition into deliverable components and mapped to expected benefits
D. Stakeholder engagement plan, program governance policies, and technical details of program deliverables.
Answer Key : 11 - C, 12-B, 13-B, 14-C, 15-D, 16- A, 17- C, 18-D, 19-A, 20- C
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