Free Cheat-test Samples and Demo Questions Download
Adobe exams Adobe
Apple exams Apple
Avaya exams Avaya
Check Point exams Check Point
Cisco exams Cisco
Citrix exams Citrix
CIW exams CIW
CompTIA exams CompTIA
EC-Council exams EC-Council
EMC exams EMC
Exin exams Exin
Fortinet exams Fortinet
Hitachi exams Hitachi
HP exams HP
IBM exams IBM
Isaca exams Isaca
ISC exams ISC
Juniper exams Juniper
LPI exams LPI
McAfee exams McAfee
Microsoft exams Microsoft
Oracle exams Oracle
PMI exams PMI
Riverbed exams Riverbed
SNIA exams SAP
Sun exams SAS
Symantec exams Symantec
VMware exams VMware
All certification exams

PMI PgMP Exam -

Free PgMP Sample Questions:

Q: 1
An organization is considering a new program. The business analyst believes that the benefits to the organization would equate to $1,550,000 in five years. If the rate of return for this program is six percent what is the maximum amount the organization should invest in this program?
A. $1,550,000
B. $1,158,250
C. It depends on the internal decision making process.
D. $2,074,249
Answer: B

Q: 2
You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?
A. Planning
B. Quality assurance
C. Quality control
D. Scope verification
Answer: B

Q: 3
You are the program manager for your organization. This program will last for two years and has eight projects. The cost of your program is $4 million and there are some risk concerns that may affect the overall cost of the program. Management is concerned with how long it will take the program to reach the management horizon. What is management horizon also known as?
A. Return on investment
B. Cost-to-benefits ratio
C. Cost performance index
D. Payback period
Answer: D

Q: 4
Gary is the program manager for his organization. His current program has 432 stakeholders, some of which are external to his organization. He would like to create a chart that identifies each stakeholder's opinion of the program, influence over program decisions, their requirements and affect on program priorities, and other information. What kind of chart should Gary create in this instance?
A. Resource management chart
B. Stakeholder analysis chart
C. Resource breakdown structure
D. RACI chart
Answer: B

Q: 5
You are the program manager for your organization and are reviewing several proposed change requests for your program. Mary, a stakeholder, who has made a change request is asking why it is taking you so long to review the change. You tell her that you must perform integrated change control to review each change request. What is integrated change control?
A. It is the review of the impact of the change on the time, cost, scope, and quality baselines.
B. It is the review of the impact of the change on the program's triple constraints.
C. It is the review of the impact of the change on the program's knowledge areas.
D. It is the review of the impact of the change on the program's Iron Triangle.
Answer: C

Q: 6
A program has a BAC of $1,750,000 and is expected to last two years. The program is currently at the third milestone which represents 35 percent of the program work. As it happens, this program has already spent $620,000 of the budget. Management is concerned that the program may also be slipping on schedule because the program should be forty percent complete by this time. Based on this information which type of performing is present in this scenario?
A. Cost, because the program has an estimate to complete of $1,151,429.
B. Schedule, because the program has a schedule performance index of .88.
C. Cost, because the program has a cost variance of -7,500
D. Schedule, because the program's planned value is only $700,000.
Answer: B

Q: 7
You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its projects. What document is management asking you to create in this instance?
A. Project charter
B. Business case
C. Scope statement
D. Requirements document
Answer: C

Q: 8
You are the program manager for your organization and are working on gathering the requirements for a new solution and mission statement. There are several instances in the stakeholder pool where the stakeholders and their manager are being queried on possible requirements. You worry that the subordinates may have requirements, ideas, and suggestions to offer but they may be not submitting their thoughts because they do not want to contradict their managers. You believe you need a method to gather all requirements without the stakeholders having any fear of retribution. Which one of the following allows you to anonymously gather iterations requirements and still allow for all stakeholders to review what has been submitted in an attempt to find consensus?
A. Focus groups
B. Delphi Technique
C. Workshops
D. Web surveys
Answer: B

Q: 9
Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she's working with her program sponsor to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope.
What should Julie and the program sponsor do next?
A. Sign the certificate of program closure
B. Complete the program's budget
C. Release the program's resources
D. Close the constituent projects before closing the program
Answer: A

Q: 10
A project manager in your program has estimated the cost of a program to be $145,000. As the project manager's project comes close to completion, the project manager realizes that he has still $27,876 left in his project budget. He decides to add some additional features to the project's deliverables in an effort to use the remaining budget. These additions will add value to the project and the project customer is likely to enjoy these new features. This is an example of what term?
A. Expert judgment by the project manager
B. Errors and omissions
C. Gold plating
D. Value added change
Answer: C

Q: 11
You are the program manager for your organization and management has asked you to be certain to finalize the lessons learned documentation for your program. When will the lessons learned documentation be created?
A. Lessons learned are in program execution.
B. Lessons learned are created during the program archive.
C. Lessons learned are created at each program deliverable.
D. Lessons learned are created during the program closure.
Answer: D

Q: 12
You are the program manager for your organization. You have proposed a program that will cost $750,000 and will last for four years. Management is concerned with the cost of the program in relation to the return your program will bring. If the rate of return is six percent what is the minimum value your project should return in four years based on the investment of the program?
A. $795,000
B. $750,000
C. $750,001
D. $946,857
Answer: D

Q: 13
You are the program manager of the BHG Program. One of the projects in your program will be using new materials that are somewhat untested. You are worried that there may be delays and waste because the project team is unaware of how to accurately use these materials. You elect to send the people that will be using the new materials through training on how to complete their project work. You also allow them to purchase some of the materials to experiment on their use before the actual project work is to be done. You want to ensure that mistakes do not enter into the project. What type of action have you provided in this scenario?
A. This is an example of team development.
B. This is an example of quality assurance.
C. This is an example of a corrective action.
D. This is an example of a preventive action.
Answer: D

Q: 14
Mary Anne is the program manager for her organization. In her program there are six projects.
One of the projects in her program has been performing well. It is on schedule and has no cost or schedule variances. Mary Anne has decided, however, that her program needs to be terminated.
Which one of the following is a likely reason why the project should be terminated?
A. The project resources are not completing their project tasks as assigned.
B. The project scope has changed from the original intent of the project
C. The scope is not being met as planned due to scope creep.
D. The program scope has changed.
Answer: D

Q: 15
A new program is being initiated for the HNQ Organization. The program manager is working with the business analyst and management to define several attributes of the program. All of the following are identified during program initiation except for which one?
A. Program benefits
B. Link to organizational strategy
C. Program risk
D. Program scope
Answer: C

© 2014, All Rights Reserved