Program DPro Foundation (Level 1)
Sample Exam – English

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Welcome to the Program DPro Foundation (Level 1) Sample Exam.

This test is intended to allow you to practice the certification exam and get into contact with its questions. You will be able to assess your knowledge before taking the real exam.

The test is multiple choice with 75 questions. The pass mark is 65% – or 49 correct questions. There is no ‘negative’ marking so an incorrect answer does not lose you marks.

Important notes:

  • This is a practice exam - it is not valid as a Program DPro certification and it does not grant you any certificate or other document.
  • We recommend that you also take the Sample Exam at the APMG website. Questions are the same, but it will help you to get familiarized with the actual certification exam platform, format, and features.
  • At the PM4NGOs website (www.pm4ngos.org) you will find the exam guidance with instructions to take the sample exam at the APMG  website and all steps to purchase and take the real exam.

1 / 75

Effective program governance provides:

2 / 75

An integrated approach ensures that all aspects of a program are ______________ so they achieve results that are greater than the sum of their parts

3 / 75

Which program management principle focuses on gaining a detailed understanding of key stakeholder interests and responsibilities?

4 / 75

What is the purpose of a Program Organization Chart?

5 / 75

The program baseline is developed during which phase?

6 / 75

During which phase of the program lifecycle is a Monitoring and Evaluation framework established?

7 / 75

What is a Risk Register?

8 / 75

Which of the following documents is a good tool for effective stakeholder management?

9 / 75

A Government Minister may not be a member of a project team but could be an important source of policy-related information related to a program. When updating a RACI matrix, in which column should the Minister's appear?

10 / 75

Adaptive management is a skill that is used in all phases of a program lifecycle and enables a Program Manager to:

11 / 75

Which of the following is always an output of the Program Design phase?

12 / 75

What is the main difference between a project and program logical framework (logframe)?

13 / 75

Among the following scenarios, which one is the program's most sustainable outcome?

14 / 75

The Program Manager adheres to donor requirements and works with their ________ when appointing evaluators.

15 / 75

The iterative planning process that enables teams to tailor the implementation plan to be responsive to a dynamic environment is known as what?

16 / 75

Why do Program Managers need to work with Project Managers to update Risk Registers in a coordinated way?

17 / 75

To manage program closure in a comprehensive way, it is important that all issues and risks are satisfactorily:

18 / 75

Which of these options best describes a project?

19 / 75

The ______ is often delivered by an external specialist during or after a program has closed.

20 / 75

Adaptive program management is integral to high quality program performance. If programs are not modified and adapted to suit a dynamic and changing environment, they are more likely to:

21 / 75

Which of these are the main outputs of the Program Closure phase?

22 / 75

What is the Theory of Change?

23 / 75

According to the Program DPro Guide, how many phases does the Program life cycle have?

24 / 75

The Program Concept Document is a key output of the Program Identification phase. What does it describe?

25 / 75

What must a Program Manager do to effectively manage the uncertainties inherent in the life of a program?

26 / 75

What is the intention of Program DPro?

27 / 75

Building in the time to make small changes to a program or projects before significant problems arise involves what kind of management approach?

28 / 75

Which one of the following is a good example of an Internal Stakeholder?

29 / 75

To build a comprehensive overview of the program, it is important to set aside time in the Identification phase to:

30 / 75

Who should take an objective view of all program components, making connections and developing the overview needed to streamline activities and enhance performance?

31 / 75

Who is accountable for ensuring that all Closure processes are followed?

32 / 75

Who is responsible for ensuring that the Program Manager has the information and support needed to address the challenges of their leadership role?

33 / 75

Which of these terms applies to negative and external factors that could jeopardize program activities?

34 / 75

To develop a comprehensive risk management strategy, which of the following components should be included?

35 / 75

Insight and lessons learned are captured in program and project logs and shared with the program team in which of these documents?

36 / 75

Which of the following are among the essential inputs needed to successfully complete the Design phase?

37 / 75

For integration to be effective, a Program Manager must ensure that each of the six disciplines are understood and applied throughout a program’s lifecycle because:

38 / 75

During the Program Identification phase, what three things can be done to enhance the success of a program?

39 / 75

What's the goal of a Stakeholder Power/Interest Grid?

40 / 75

As a program is implemented, which of these options best describes principles for effective stakeholder management?

41 / 75

What does a Program Manager do to ensure that the scope of a program is controlled effectively throughout its lifecycle?

42 / 75

In which Phase is a well-thought out monitoring and evaluation framework developed to ensure that a program is adaptable to change?

43 / 75

Which principle ensures that program planning incorporate plans from all areas of a program?

44 / 75

The Program Manager should be aware that the implementation of one project could impact on elements of another, and take steps to manage processes, deal with issues, and readjust schedules if needed. Which principle does this example best reflect?

45 / 75

When applying the principle of comprehensiveness to building an excellent program team, it is important for the Program Manager to:

46 / 75

An entity or individual with some involvement in a program, and/or is either positively or negatively affected by it, is referred to as a:

47 / 75

Which of these is the best reflection of participatory program management?

48 / 75

If a problem statement is “a high incidence of water borne diseases in vulnerable populations", which objective statement might apply?

49 / 75

It is important to understand the difference between a cause and an effect during the Program Identification phase. A cause can be described as:

50 / 75

The Commitment Curve is primarily focused on:

51 / 75

Development agencies working in a country agree that their water and sanitation interventions will all adhere to the same global standard of providing water within a 500m walking radius. According to Bradshaw 's Classification of Needs, this decision is informed by what kind of needs?

52 / 75

What is the primary focus of the Closure phase?

53 / 75

In which directions must the Program Manager manage?

54 / 75

Which of these plans need to be reviewed and updated as outputs of the Program Implementation phase?

55 / 75

Tolerance levels exist to protect the Program Manager, reducing organizational risk by:

56 / 75

A comprehensive approach to program management involves the application of which of these principles:
1. Define the resources needed to implement projects within a program.
2. Plan for a wide range of program and project deliverables.
3. Focus on the Planning and Implementation Phase to ensure deliverables are met within the triple constraint triangle.
4. Be able to sequence resourcing for a variety of projects and program deliverables.

57 / 75

Which of the following is a clear benefit of the application of the principle of participatory program management?

58 / 75

Which of the following is an example of a Program principle?

59 / 75

Ensuring that a program is designed to include all aspects of its delivery is an example of which principle?

60 / 75

Which of these statements most reflects the intention of a Stakeholder Engagement Strategy?

61 / 75

How does a Program Manager develop high-level program estimates?

62 / 75

Which of the following tools is used as a control mechanism to enable project and program teams to reflect and evaluate the next steps in the progress of a program?

63 / 75

In the Program Planning phase, which of these steps involves engagement with key internal and external stakeholders?

64 / 75

Why is developing a Program Gantt Chart an important part of the Design process?

65 / 75

Which type of evaluation takes place after the completion of the program and explores the long-term sustainability of its interventions?

66 / 75

What program document delineates the processes and tools that will keep internal and external stakeholders informed?

67 / 75

Which of the following demonstrates the principle of Well-Governed during Program Closure?

68 / 75

The Program Manager of a well-governed program does which of the following regularly during the Planning and Implementation Phase?

69 / 75

Who would typically manage a portfolio?

70 / 75

How frequently should a Program Governance meet?

71 / 75

Program Managers are not only responsible for supply chain management at a program level, but also for ensuring that:

72 / 75

Which of the following tools is a visual illustration of how different areas of a program (overall tasks, project activities, resource requirements, and funding processes) interact?

73 / 75

Fill in the blank with the missing term: The _______ enables the Program Management Team to prioritize ways of working with people and groups that are related to a program

74 / 75

Which is one characteristic of project management?

75 / 75

After a program has closed, which of these audiences would benefit from information about its story of impact and success?
a. Internal and external stakeholders
b. Country, regional or international media outlets
c. Other agencies and I/NGOs
d. Fundraising and communications teams

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