Stakeholder Relationship and Risk Management PGMP Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   During a program risk workshop, a sponsor identifies a risk that a key supplier may go out of business. The program manager assesses the probability as low but the impact on the program's critical path as very high. The sponsor is adamant that this risk be treated as a top priority. How should the program manager respond?

   • APrioritize the risk based on the combined probability and impact assessment, and document the sponsor's concern in the risk register.
   • BAgree to prioritize the risk highly, since the sponsor's perspective is a key input to prioritization.
   • CDeprioritize the risk because the probability is low, regardless of the impact.
   • DEscalate the risk to the steering committee for a final decision on prioritization.
   Reveal Solution Discussion Select an answer first
2. 7application · medium

   A program manager is new to a program and needs to quickly build trust with a skeptical steering committee. The committee has seen previous programs fail due to poor execution. What is the most effective way to build trust?

   • ADeliver early, tangible results and be transparent about challenges and progress.
   • BPromise the committee that this program will be different from previous ones.
   • CPresent a detailed program plan to show the committee that the program is well-managed.
   • DFocus on building relationships with individual committee members outside of formal meetings.
   Reveal Solution Discussion Select an answer first
4. 8foundation · easy

   When prioritizing stakeholder-identified risks for a program, which two factors are the primary basis for determining a risk's priority?

   • AUrgency and proximity
   • BProbability and impact
   • CCost and schedule
   • DDetectability and connectivity
   Reveal Solution Discussion Select an answer first
5. 9application · medium

   A program manager is communicating with a stakeholder who prefers to receive information through informal, frequent check-ins rather than formal written reports. The program manager has been sending weekly formal reports. The stakeholder has expressed dissatisfaction. What should the program manager do?

   • AAsk the stakeholder to explain why they prefer informal check-ins.
   • BSend both formal reports and informal check-ins to ensure all bases are covered.
   • CSwitch to informal, frequent check-ins as the primary communication channel.
   • DContinue with formal reports but add a brief summary at the top.
   Reveal Solution Discussion Select an answer first
6. 10application · medium

   A program manager is leading a program that is facing resistance from a stakeholder who believes the program will negatively impact their department's resources. The stakeholder has significant influence. What is the best way to cultivate this stakeholder's support?

   • AReassure the stakeholder that the resource impact will be minimal.
   • BEngage the stakeholder in a dialogue to understand their resource concerns and explore ways to minimize the impact.
   • CExplain to the stakeholder that the program's benefits will outweigh the resource impact.
   • DAsk the sponsor to mandate the stakeholder's support for the program.
   Reveal Solution Discussion Select an answer first