Develop Program Roadmap and Financial Framework PGMP Practice Questions (Page 2)

Questions 6–10

1. 6expert · hard

   A program manager has developed a roadmap that the executive sponsor has approved, but the sponsor has asked for a review of the roadmap's alignment with the organization's financial planning cycle. The sponsor wants to ensure that the roadmap's milestones align with budget approval dates. What should the program manager do?

   • AAdjust the roadmap milestones to align with the organization's budget cycle.
   • BAsk the sponsor to change the budget cycle to match the roadmap.
   • CKeep the roadmap as-is and note that budget alignment will be handled during planning.
   • DRemove the milestones from the roadmap to avoid misalignment.
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2. 7expert · hard

   A program manager is developing the roadmap for a program that has a fixed deadline imposed by regulatory requirements. The executive sponsor wants to see the roadmap and preliminary cost estimates, but the program manager is concerned that the deadline is unrealistic. What should the program manager do?

   • ADevelop the roadmap with a later deadline and present it as the only option.
   • BDevelop the roadmap without cost estimates to save time.
   • CDevelop the roadmap to meet the deadline and include a risk that the deadline may not be achievable.
   • DRefuse to develop the roadmap until the deadline is changed.
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4. 8application · medium

   A program manager has received conditional approval from the executive sponsor for the program roadmap. The sponsor wants to see how the roadmap will be used as a baseline for future planning. What should the program manager communicate?

   • AThe roadmap will be updated only if the program faces major issues.
   • BThe roadmap will be replaced by detailed project plans once they are developed.
   • CThe roadmap is only for initial approval and will not be used again.
   • DThe roadmap and financial framework will serve as the baseline for program definition, planning, and execution.
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5. 9expert · hard

   A program manager is prioritizing projects within a program. One project has high financial returns but low strategic alignment, while another has moderate financial returns but high nonfinancial benefits that align with the organization's mission. The funding committee wants to maximize overall value. What should the program manager recommend?

   • APrioritize the project with high nonfinancial benefits because they align with the mission.
   • BPrioritize the high financial return project because financial benefits are most important.
   • CAsk the project managers to decide based on their project's needs.
   • DRecommend a balanced approach that considers both financial and nonfinancial benefits.
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6. 10foundation · easy

   Why are nonfinancial benefits assessed in a program?

   • ATo provide a detailed breakdown of project costs
   • BTo satisfy regulatory requirements only
   • CTo justify funding and drive prioritization of projects
   • DTo replace the need for financial analysis
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