You are the program manager for your organization. Management would like to consider the present value for your program. If your program is predicted to be worth $450,000 in two years what is the present value of the program if the interest rate is six percent?

A. $400,498

B. $521,345

C. $505,620

D. $385,450

A program has a budget at completion of $1,250,000 and has already spent $425,000. The program is running late due to some vendor delays; the program is only 30 percent complete though it was scheduled to be 45 percent at this time. Based on this information how much more money will this program need to finish?

A. $978,445

B. $919,325

C. $991,667

D. $987,544

Your program exists within a matrix structure. Your program has eight projects that all share resources from around the organization. You are concerned that some of the project team members may be over allocated and want to create a chart that will reflect the utilization of resources. What kind of chart can show the utilization of project team members used in your program?

A. Resource network diagram

B. Resource breakdown structure

C. Resource histogram

D. Pareto chart

You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent $789,000. The program is supposed to be 35 percent complete but do to some delays you're slightly behind schedule. Based on this information, what is the schedule performance index (SPI) for this program?

A. $821,065

B. .86

C. 1.05

D. .89

You are the program manager for the HGQ Program in your organization. Your program has eight constituent projects including a small project which you've assigned to Beth a new project manager in your organization. Part of your assignment is to coach Beth on project management in your program. You are telling Beth about the five process groups of project management and how they map to the progression of the project. Which process group would you tell Beth is where she'll likely spend the bulk of the project time and the project budget?

A. Monitoring and Controlling

B. Planning

C. Executing

D. Procurement

You are the program manager for your organization and you are dealing with your program stakeholders. You are explaining to them, along with your program team, how certain activities in the program may cause delays in the schedule if the associated risk events come into play. The cost of impact of the risk events are minimal, but the schedule impacts could be bigger. The stakeholders are concerned about delaying the schedule beyond a given due date for the program. They would like you to determine if it is possible to add more labor, use a higher grade of material, or hire some consultants to ensure the risks do not occur in the program. They are not much concerned about the cost of the solution as long as the solution or identified risks do not delay the program completion. What type of risk response are your program stakeholders recommending in this situation?

A. Avoidance

B. Mitigation

C. Transference

D. Workaround

Which of the following shows the ratio between a task's budgeted and actual costs?

A. To-Complete Performance Index (TCPI)

B. Schedule Variance (SV)

C. Schedule Performance Index (SPI)

D. Cost Performance Index (CPI)

The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year. Where is this expectation documented?

A. Program quality standards

B. Customer management plan

C. Benefits management plan

D. Benefits sustainment plan

XYZ Company hires you to make its transitioning procedure more effective in meeting close-out requirements. You review XYZ's transitioning procedures to eliminate any that do not belong in the close-out phase. Which of the following procedures should you remove?

A. Managing the transition from the "As-Is" state to the "To-Be" or Target State

B. Reviewing the status of benefits with the stakeholders and program sponsor

C. Managing any required transition to operations

D. Documenting lessons learned in the organizational database

A program manager joins a team during its preparation phase.

What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?

A. Develop the program management plan based on the organization's strategic plan.

B. Write the program charter, including the program mission statement and stakeholder engagement plan.

C. Define a high-level program roadmap of milestones and schedules supported by a preliminary estimate.

D. Identify and document the anticipated program benefits in the benefits management plan.