Executing PGMP Practice Questions (Page 5)

Questions 21–25

1. 21foundation · easy

   Which of the following is a key activity in leading human resource functions during program execution?

   • ATraining, coaching, mentoring, and recognizing the team
   • BEliminating recognition programs to reduce costs
   • CFocusing exclusively on project-level performance metrics
   • DAssigning all training decisions to external consultants
   Reveal Solution Discussion Select an answer first
2. 22foundation · easy

   What is the primary purpose of deploying a governance framework and uniform standards across a program?

   • ATo increase the number of approval layers for all decisions
   • BTo eliminate the need for project-level decision-making
   • CTo ensure all projects use identical execution methods
   • DTo establish consistency and enable informed program decision-making
   Reveal Solution Discussion Select an answer first
4. 23application · medium

   A program manager wants to capture lessons learned and team experiences throughout the program to improve future performance. The program has multiple projects with different teams and locations. What should the program manager do to establish an effective feedback and reporting process?

   • ACreate a feedback form and distribute it to all team members, but do not analyze the results until the program ends.
   • BSet up a centralized repository for lessons learned and schedule regular feedback sessions with each project team.
   • CAsk each project manager to include lessons learned in their final project report only.
   • DWait until the end of the program to collect lessons learned from all project managers in a single workshop.
   Reveal Solution Discussion Select an answer first
5. 24application · medium

   A program manager is negotiating a contract with a vendor for a critical component that will enable a key benefit of the program. The vendor's initial proposal is above the budgeted amount, but the vendor offers a lower price if the program accepts a longer delivery timeline. The program's benefits realization plan shows that early delivery would generate significant revenue. What should the program manager do?

   • AWalk away from the negotiation and find a different vendor who can meet both the budget and timeline.
   • BAccept the longer timeline to stay within budget, as cost savings are the primary concern.
   • CNegotiate a contract that includes a premium for early delivery and a penalty for late delivery, balancing cost and timeline.
   • DAccept the vendor's original proposal and request additional funding from the sponsor to cover the cost.
   Reveal Solution Discussion Select an answer first
6. 25application · medium

   A program manager notices that a project manager is highly skilled but has low engagement and has expressed interest in a different role within the organization. The program manager wants to improve the project manager's commitment to the program's goals. What should the program manager do?

   • AIgnore the project manager's expressed interest and focus on the program's immediate needs.
   • BOffer the project manager a career development plan that aligns with their interests and the program's needs.
   • CProvide additional compensation to the project manager to increase their motivation.
   • DAssign the project manager to a different project within the program that better matches their interests.
   Reveal Solution Discussion Select an answer first