A program manager is establishing escalation policies for a large, multi-phase program. The program has a governance structure with component project managers, a program management office (PMO), and a steering committee. A project manager has identified a risk that could delay a component project by two weeks, but the delay would not affect the overall program benefits. According to the escalation policy, where should this risk be escalated?

To the PMO, for tracking and monitoring, but the project manager retains ownership.

To the program manager, because the risk could affect the program schedule.

To the steering committee, because any schedule delay requires governance oversight.

To the program manager, who should then decide whether to escalate to the steering committee.

A program manager is reviewing the program's KPIs and notices that the financial KPI is green, but the risk KPI is red. The risk KPI is based on the number of open high-impact risks. The program manager has identified that the risk KPI is not aligned with the program's risk appetite, which allows for a certain number of high-impact risks to be actively managed. What should the program manager do?

Escalate the risk KPI to the governance board and request a change in the risk appetite.

Update the risk KPI definition to align with the program's risk appetite and communicate the change to stakeholders.

Ignore the risk KPI and focus on the financial KPI, which is green.

Change the risk KPI to green because the risks are being actively managed.

A program manager is reviewing the program's KPIs and notices that the financial KPI is green, but the quality KPI is yellow. The program is delivering benefits as planned, but there is a trend of increasing defects in one component. What should the program manager do?

Ignore the quality KPI because the financial KPI is green and the program is on track.

Escalate the quality issue to the governance board immediately.

Update the risk management plan to include the defect trend as a potential risk to program benefits.

Change the quality KPI to green because the program is still delivering benefits.

A program manager is configuring the PMIS for a program with multiple stakeholders, including the governance board, component project managers, and external vendors. The program manager needs to ensure that sensitive financial information is only accessible to authorized stakeholders. What should the program manager do?

Configure role-based access controls in the PMIS to restrict sensitive information to authorized stakeholders.

Store sensitive financial information in a separate system not accessible to other stakeholders.

Provide all stakeholders with the same level of access to the PMIS to ensure transparency.

Send sensitive financial reports via email only to the governance board.

PMIProgram Management Professional (PgMP)

Domain 5Objective 2

Monitor and Control Program Performance PGMP Practice Questions (Page 1)

Part of the Governance domain, which accounts for 14% of the PGMP exam. PMI does not publish an official question count, but from its 240-minute exam (~95–160 total, ~13–22 in this domain), expect 3–6 from this objective — we provide 20 practice questions to prepare you well beyond it. (estimate)

20questions here

4free pages

4concepts

14%of the exam

Questions 1–5

1foundation · easy
During program monitoring, a program manager wants to track the effectiveness of risk responses and the overall risk exposure. Which KPI category should be used?
Select an answer first
2application · medium
A program manager is establishing escalation policies for a large, multi-phase program. The program has a governance structure with component project managers, a program management office (PMO), and a steering committee. A project manager has identified a risk that could delay a component project by two weeks, but the delay would not affect the overall program benefits. According to the escalation policy, where should this risk be escalated?
Select an answer first
3expert · hard
A program manager is reviewing the program's KPIs and notices that the financial KPI is green, but the risk KPI is red. The risk KPI is based on the number of open high-impact risks. The program manager has identified that the risk KPI is not aligned with the program's risk appetite, which allows for a certain number of high-impact risks to be actively managed. What should the program manager do?
Select an answer first
4application · medium
A program manager is reviewing the program's KPIs and notices that the financial KPI is green, but the quality KPI is yellow. The program is delivering benefits as planned, but there is a trend of increasing defects in one component. What should the program manager do?
Select an answer first
5application · medium
A program manager is configuring the PMIS for a program with multiple stakeholders, including the governance board, component project managers, and external vendors. The program manager needs to ensure that sensitive financial information is only accessible to authorized stakeholders. What should the program manager do?
Select an answer first

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Monitor and Control Program Performance PGMP Practice Questions (Page 1)

Questions 1–5

During program monitoring, a program manager wants to track the effectiveness of risk responses and the overall risk exposure. Which KPI category should be used?

A program manager is reviewing the program's KPIs and notices that the financial KPI is green, but the quality KPI is yellow. The program is delivering benefits as planned, but there is a trend of increasing defects in one component. What should the program manager do?

Keep studying — Governance