PgMP – Governance – Foundation-level

Question 1 of 20

1. Question

What is the primary purpose of a benefits register in the context of program governance?

To document all contracts signed during the program

To track and report progress in delivering planned benefits against those actually realized

To replace the program management plan during program closure

To list all program stakeholders and their level of influence over the program

Question 2 of 20

2. Question

A component manager contacts the program sponsor directly to obtain approval for a change request, bypassing the program manager. What should the program manager do?

Immediately remove the component manager from the program

Explain to the component manager the escalation protocols and communication channels established through the governance framework

Accept the situation because the sponsor outranks the program manager in the hierarchy

Escalate the situation directly to the CEO without informing the PSC

Question 3 of 20

3. Question

A program sponsor suggests that periodic status reports are no longer necessary because the program is performing well. What is the correct response from the program manager?

Accept the sponsor's suggestion and discontinue the status reports

Explain that periodic reporting is an essential component of governance and must continue regardless of program performance

Reduce the frequency of reports to once per quarter as a compromise

Delegate the reporting responsibility to a component manager to reduce workload

Question 4 of 20

4. Question

Which of the following documents is least likely to be updated as a direct result of a successful phase-gate review approval?

The program management plan

The risk register

The job descriptions of individual project team members

The benefits realization plan

Question 5 of 20

5. Question

A program is strategically aligned with organizational objectives at launch. During execution,
the organizational strategy changes significantly. What should the program manager do?

Continue the program per the original plan; strategic changes do not affect programs already in progress

Monitor the business environment and report to the governance authority if the program is no longer strategically aligned

Immediately close the program without consulting governance bodies

Request an emergency budget increase to adapt to the new strategy without notifying the PSC

Question 6 of 20

6. Question

Which of the following are key functions of program governance?

Executing the day-to-day technical activities of program components

Decision making, oversight, control, and integration

Developing detailed work breakdown structures for each project

Leading all contract negotiations with external vendors on behalf of the program

Question 7 of 20

7. Question

What is the main difference between an internal audit and an external audit in the context of program governance?

Internal audits focus on costs while external audits focus on risks

Internal audits are conducted by resources from within the organization; external audits are performed by an independent third party

Internal audits are mandatory while external audits are always optional

There is no meaningful difference; both use identical objectives and methods

Question 8 of 20

8. Question

A program manager receives a verbal change request from the CEO during a meeting. What should they do according to program governance?

Implement the change immediately because it comes from the CEO

Formally log the change request, perform an impact analysis, and submit it for PSC approval

Ignore the request until the CEO formally submits it to the sponsor in writing

Delegate the request to a component manager for immediate implementation

Question 9 of 20

9. Question

What role does the Program Management Information System (PMIS) play in program governance?

It replaces the need for periodic status reports

It facilitates the management, storage, and communication of program information to stakeholders

It is used exclusively by the finance department to track costs

It eliminates the need for phase-gate reviews

Question 10 of 20

10. Question

Which of the following statements about lessons learned is correct from a program governance perspective?

Lessons learned are only documented at the end of the program

Lessons learned are archived in a knowledge repository and can be used to improve future programs

Lessons learned are confidential and must not be shared with other teams in the organization

Lessons learned are the sole responsibility of individual component managers

Question 11 of 20

11. Question

A program manager wants to understand what criteria are used for go/no-go decisions within the program. Where should they look for this information?

In the stakeholder register

In the program governance framework

In the communications management plan

In the lessons learned repository

Question 12 of 20

12. Question

Which of the following best describes the role of a Program Management Office (PgMO) in program governance?

To execute the technical activities of program components

To provide standards, processes, and governance support to program managers

To approve changes to the program budget on behalf of the sponsor

To lead contract negotiations with external vendors

Question 13 of 20

13. Question

Why is it important for a program to have clear escalation policies and procedures?

To ensure the program manager is never held accountable for issues that arise

To guarantee that issues and risks are handled at the appropriate level of authority

To reduce the number of steering committee meetings required

To eliminate the need for a risk register

Question 14 of 20

14. Question

A program manager has identified a major risk that exceeds the program’s tolerance threshold. According to governance best practices, what should they do?

Manage the risk independently without informing the PSC to avoid creating panic

Ignore the risk if it has not yet materialized

Escalate the risk to the appropriate governance authority in line with established escalation policies

Transfer the risk to an external vendor

Question 15 of 20

15. Question

What type of information is typically assessed during a phase-gate review?

The personal satisfaction of the program manager

Strategic alignment, benefits delivery, risks, and financial performance

The technical competencies of individual team members

The number of meetings held during that phase

Question 16 of 20

16. Question

Who typically holds the final authority to approve or reject a program’s passage to the next phase during a phase-gate review?

The program manager

The component manager

The Program Steering Committee (PSC)

The sponsor of the project

Question 17 of 20

17. Question

What does a phase-gate review represent in the context of program governance?

An informal meeting between the program manager and the team to assess progress

A formal decision point at which the governance authority approves or rejects continuation of the program

A monthly budget review conducted by the finance department

An external audit performed by a third party

Question 18 of 20

18. Question

A program manager has just completed the first phase of a program. What is the next step according to governance best practices?

Inform the team that they can move on to the next phase immediately

Organize a phase-gate review with the PSC to obtain formal approval to proceed

Update the program management plan and continue execution

Request additional funding for the next phase from the finance department

Question 19 of 20

19. Question

Which of the following documents defines the rules, responsibilities, and processes through which a program is directed and controlled?

The benefits management plan

The program charter

The program governance framework

The risk register

Question 20 of 20

20. Question

What is the primary purpose of program governance according to PMI’s Standard for Program Management?

To manage the program budget on behalf of the program manager

To develop the detailed program risk management plan

To replace the program sponsor in making all operational decisions

To ensure the program is directed, overseen, and controlled to deliver the expected benefits

PgMP – Governance – Foundation-level

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