Establish Governance Framework PGMP Practice Questions (Page 2)

Questions 6–10

1. 6expert · hard

   A program manager is establishing governance for a program that spans multiple business units with conflicting priorities. The organization's governance structure includes a program board with representatives from each business unit. The program manager needs to ensure that the governance framework supports decision-making that balances these conflicting priorities. What should the program manager do?

   • AAllow each business unit to prioritize its own projects without program-level coordination.
   • BLet the program manager make prioritization decisions to avoid delays from conflicting business units.
   • CUse a first-come, first-served approach to prioritize projects.
   • DEstablish a governance framework that includes a prioritization process with agreed-upon criteria, and define escalation paths for unresolved conflicts.
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2. 7expert · hard

   A program manager is preparing for a stage gate review where the program has experienced significant cost overruns. The governance board needs to decide whether to continue funding the program. The program manager must present information that supports a transparent decision. What should the program manager do?

   • APresent a revised business case that includes the cost overruns, root causes, corrective actions, and a realistic forecast of remaining costs and benefits.
   • BAsk the board for additional funding without explaining the overruns.
   • CPresent only the original business case to avoid alarming the board.
   • DRecommend terminating the program to avoid further losses.
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4. 8expert · hard

   A program manager is defining governance standards for a program that will be implemented in phases. Each phase has different resource requirements and risk profiles. The program manager needs to ensure that governance standards are consistent yet adaptable to each phase. What should the program manager do?

   • ADefine separate governance standards for each phase to address their unique needs.
   • BDefine a core set of governance standards that apply to all phases, with phase-specific criteria for stage gate reviews and reporting.
   • CWait until each phase begins to define its governance standards.
   • DUse the same governance standards for all phases without variation.
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5. 9application · medium

   A program manager is preparing for a stage gate review to obtain approval for the program's initiation phase. The governance board has asked for a presentation that justifies the program's business case and alignment with organizational strategy. What should the program manager present?

   • AA request for approval based on the program manager's judgment.
   • BA detailed project plan for the first workstream to show readiness.
   • CA list of potential risks and issues without a business case.
   • DThe program's business case, including expected benefits, costs, and alignment with strategic objectives.
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6. 10application · medium

   A global retail company is launching a program to unify its e-commerce platforms across three regions. Each regional IT department currently uses its own project management methodology, financial reporting format, and toolset. The program manager needs to establish a consistent governance approach that supports efficient decision-making and reporting to the executive steering committee. What should the program manager do first?

   • AAllow each region to continue its current practices but require them to submit monthly status reports in a common format to the program office.
   • BAdopt the most mature regional methodology as the program standard and require other regions to align to it without modification.
   • CDefine a single set of program and project management standards, including common tools, financial reporting templates, and stage-gate criteria, and mandate their use across all regions.
   • DImmediately implement a new enterprise project management tool across all regions to enforce uniform processes.
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