PgMP® Exam Test Preparation

Test Questions, Practice Tests, and Simulated Exams

Ginger Levin, PMP, PgMP

• Publisher: Auerbach Publications
• Year: 2018
• ISBN:
  9780429018381
• Edition: 1
• Topic: Betriebswirtschaft
• Subtopic: Projektmanagement

In addition to test questions in each of the five domains and two practice tests in print and online, this all-in-one study guide also contains flashcards for learning terms. This book is current with The Standard for Program Management, Fourth Edition, and its author is the second person in the world to have earned the PgMP® certification. The online versions of the practice test simulate taking the actual exams and provide scoring as above target, target, below target, or needs improvement. Answers come with explanations and references. Questions are written to improve reading skills and teach how to select the best answer, which are key to passing the exam.

Practice Test 1

This practice test is designed to simulate PMI®’s 170-question PgMP® certification exam. You have four hours to answer all questions.

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.

1.Assume you are working to change the culture of your organization to one that views its programs and projects as strategic assets and critical to overall success. You have been working on a team to define the long-term objectives of the organization and to set forth vision and mission statements for employees that are meaningful and informative. In your efforts you and your team has agreed that one of the indicators of the organization’s risk tolerance is found in its—

a.Business case

b.Portfolio

c.Strategic plan

d.Program charter

2.Your team is located on three continents. Many team members are struggling to use the new project and portfolio management (PPM) system, and training is required. You have a PPM expert on your staff, and the PPM vendor also offers training courses. Team members work six days a week. You are to complete your program in three years and now are in year two as your program management plan was approved after six months. One of your five components has finished its deliverables and realized its benefits. Now, you should—

a.Redeploy your resources from this component to the other four in your program

b.Prepare a final report on this component to give to your program steering committee members

c.Work with your sponsor to transition this component

d.Work with your component manager to close the program

3.You are managing a program to develop a new source of energy in the extreme northern latitudes when solar power is not available. You have a core team and a Program Management Office to support you and the nine projects that are under way. However, your power company, DCE, is resource constrained. You are finding it difficult to obtain the key subject matter experts you need for this important program. You have been working diligently with your stakeholders to gain their support as you know stakeholder engagement is critical to program management. Your approach is to have effective and ongoing communications with your stakeholders. You have prepared a communications management plan for your program, and it has been approved by your sponsor and Governance Board. To complement this plan, you should prepare a(n)—

a.Stakeholder register

b.Information distribution plan

c.Communications log

d.Knowledge management plan

4.Assume your organization submitted its proposal to government agency ABS. One requirement was that the program manager be certified as a PgMP®. You were listed in the proposal as the program manager and plan to take the exam in three weeks; there is plenty of time as it is June 1, and the contract is not to be awarded until July 1. Your company is convinced it will win this opportunity, and you are working on the charter. Your company won the contract, but your PgMP test date was pushed out until August as the testing center was full in June. You should—

a.Complete the charter so the program can commence

b.Hold a kick-off meeting with your team

c.Inform your sponsor about the testing center issue

d.Inform the ABS point of contact about the testing center issue

5.You are preparing for a meeting of the program steering committee for your program. Committee Member A told you in a pre-meeting that she believes some recent issues were not in line with your benefits management plan. She also says that the level of risk in your program is unacceptable. She plans to request a change during the Committee meeting. Your best course of action is to—

a.Review your benefits register and resolve any issues

b.Update your benefits management plan and present the revised version at the Program Steering Committee meeting

c.Proceed as planned with your meeting, as other Committee members have not expressed any concerns

d.Recognize it is a role of the Committee to endorse or approve program changes

6.Assume you are on a selection committee to determine which programs and projects your organization should undertake in the next year. Resources in terms of both people and funding are major constraints. One program is for an organizational change program in which for one project in this program, its output is a new personnel information system, with an outcome a new resource management and compensation policy, which is documented in the—

a.Benefits realization plan

b.Business case

c.Program goals and objectives

d.Program management plan

7.You are excited because upon achieving your PgMP®, you have been assigned to manage a program in your motorcycle company, BCD, to design the 2025 program of vehicles to be produced. Each motorcycle is to be able to be used without helmets. Also, the motorcycles must have other safety features to make sure even in heavy traffic or inclement weather that the rider is protected, and the motorcycle must be able to trave...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Contents
• Preface
• Acknowledgments
• Online Practice Test
• About the Author
• List of Acronyms
• Introduction
• Program Strategy Alignment
• Initiating the Program/Program Formulation
• Planning the Program
• Executing the Program: Program Delivery
• Controlling/Program Performance Monitoring and Controlling
• Closing the Program
• Program Benefits Management
• Program Stakeholder Engagement
• Program Governance
• Practice Test 1
• Practice Test 2
• Appendix: Study Matrix
• References