The question specifies a situation which the test taker needs to decode and choose an appropriate answer. Choosing the correct answer requires correct decoding of the situation and making appropriate inferences. Factors influencing a test takers answer choice include theoretical knowledge of program management concepts, awareness of common program challenges and application of methods to resolve program challenges.
The challenge with these questions is the ambiguity in the answer choices. This translates to real-life program management challenges where the answer is not clearly visible or wherein there are multiple alternatives. Test takers can expect to see answer choices with multiple correct answers. Trick to picking the correct answer lies in a test taker's ability to think of the possible consequences of each answer choice in relation to the situation provided.
Programs by their inherent nature are complex when compared to projects. A decision made at one point of time could be a wrong decision made at a different point of time. The exam takes this into account and as such test takers would need to spend some time in thinking about the situation provided and envisaging the full impact of a decision made under uncertainty.
If a test taker has problems in differentiating between deliverables and coordinated management, he or she is likely to have problems with many of the program management questions. Same applied to differentiating between project management and program management. A program manager is inherently dealing with change management on an on-going basis. A project manager is inherently focused on producing deliverables within time, cost and scope.
These differences between projects, programs, operations and portfolios are tested in the exam. This is where the Program Management Standard Book published by PMI becomes essential. The book documents the need for program management and its value. In some cases, a program is not justified. It may just end up being another management layer with no real value. A program manager spends significant time in justifying the value of a program and the value of coordinated management.
The exam tests a test taker's knowledge of translating business strategy into program goal and communicating the program goal to stakeholders. The application process ensures that those who clear the eligibility requirements have performed program management in line with the value demonstrated in the program management standard.
An example of a situational question similar to one likely to appear in the exam is below:
"Robert is a Program Manager for a Merger Program. Company X and Company Y have merged together with the objective of increasing market share. The merger includes bringing systems, applications, people, policies and product lines together. Robert's program includes 10 project managers across 8 countries. Robert is in the process of estimating the overall program's budget and has asked his project managers to give him an estimate done for each of their projects. Robert notices that 3 of his project managers have done a top down estimating that are very high level while 5 of his project managers have done detailed estimates. 2 of his project managers not done any estimates and tell him that the statement of work was not clear. Which of the below actions could have avoided the situation"
Roshan Prakash is a PgMP trainer at ikompass http://www.ikompass.com. He is the principal instructional designer for the Online PgMP course for iKompass. Prakash has worked as a Program Manager for over 12 years across various industries such as Banking, Telecommunications and IT. Ikompass is a leading online training provider for PMP, PgMP, ITIL and Six Sigma courses. More information about ikompass and the online PgMP course can be found at http://www.ikompass.com.
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