Obtain Approval and Authorization PGMP Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   During the leadership approval meeting for a new program, the CFO expresses concern that the program's benefits are not clearly quantified and may not justify the investment. The program manager has already presented the charter with high-level costs and schedule. What should the program manager do next?

   • AProceed with the vote, assuming the rest of the leadership team supports the program.
   • BExplain that benefits are always difficult to quantify and ask the CFO to trust the strategic rationale.
   • CAcknowledge the concern and offer to provide a detailed benefits breakdown in a follow-up meeting before seeking final sign-off.
   • DRevise the charter on the spot to include more detailed benefits, even if it delays the meeting.
   Reveal Solution Discussion Select an answer first
2. 7expert · hard

   A program manager is leading a program that has been approved, but the approval is conditional on the program demonstrating a positive return on investment within the first year. The program manager has initiated the program and is now in the execution phase. What should the program manager do to ensure the program meets the condition?

   • ATrack the program's benefits realization closely and report progress to leadership on a regular basis.
   • BRequest a change to the approval conditions, as the ROI is not achievable.
   • CFocus on the long-term benefits of the program and assume the ROI will be achieved.
   • DProceed with the program and address the ROI later, as it is not critical.
   Reveal Solution Discussion Select an answer first
4. 8expert · hard

   A program manager is seeking approval for a program that has significant strategic importance but also carries high risk. The leadership team is concerned about the potential for failure and is hesitant to approve the program. The program manager has presented the charter, which includes a high-level cost estimate and benefits. What should the program manager do to address the leadership's concerns and secure approval?

   • APropose a phased approach that allows the program to be evaluated at key milestones before full funding is committed.
   • BReduce the scope of the program to lower the risk, even if it means reducing the benefits.
   • CReassure the leadership that the program will succeed and ask for their trust.
   • DAsk the leadership to approve the program without any changes, as the risk is acceptable.
   Reveal Solution Discussion Select an answer first
5. 9application · medium

   A program manager has completed the program charter and is ready to seek formal authorization. The organization's governance process requires the program manager to present the charter to the steering committee and obtain their sign-off. What should the program manager do to ensure a successful authorization request?

   • APresent the charter to the program team first and then to the steering committee.
   • BEmail the charter to the steering committee and ask for their approval without a presentation.
   • CAsk the program sponsor to present the charter on behalf of the program manager.
   • DSchedule a presentation to the steering committee, clearly explaining the charter's contents and answering any questions.
   Reveal Solution Discussion Select an answer first
6. 10expert · hard

   A program manager is leading a program that requires approval from two committees: the Investment Committee and the IT Governance Board. The Investment Committee is concerned about the program's return on investment, while the IT Governance Board is concerned about the program's alignment with the enterprise architecture. The program manager has presented the charter to both groups, but neither has approved it. What should the program manager do to secure approval?

   • AAsk the program sponsor to intervene and make the decision on behalf of both committees.
   • BSchedule a joint meeting with both committees to address all concerns simultaneously and seek a unified approval.
   • CPrioritize the Investment Committee's concerns and revise the charter to emphasize financial returns, then resubmit to both.
   • DResubmit the charter unchanged, noting that both committees have had sufficient time to review it.
   Reveal Solution Discussion Select an answer first