PMP·BUSINESS-ENV · Business Environment Domain·UnitBUSINESS-ENV · Unit 01Access: Premium
Strategy, Governance, and Change
Prepare for Strategy, Governance, and Change with PMP practice questions covering 8 topics. Part of Business Environment Domain — build your knowledge and track your progress with Got PMP.
What’s in it.
8 topics- Topic 01
Benefits Realisation Management
15 questions - Topic 02
Project Governance Structures and PMO Roles
15 questions - Topic 03
Portfolio and Program Management Context
15 questions - Topic 04
Organisational Change Management (Prosci, Kotter)
15 questions - Topic 05
Strategic Alignment and Business Value Delivery
15 questions - Topic 06
Regulatory and Legal Compliance in Projects
16 questions - Topic 07
Sustainability and ESG Considerations
15 questions - Topic 08
Vendor Management and Third-Party Governance
15 questions
Sample questions
3 of manyA few questions from this unit, with the answer and a full explanation. The complete bank is available when you start practising.
A project delivers its software on time and within budget, but six months later adoption is minimal and the expected cost savings have not materialised. What does this scenario best illustrate?
- The project manager failed to manage the schedule correctly
- Cost savings always take longer than six months to appear
- The sponsor did not approve the correct project charter
- A project can meet the triple constraint yet still fail to deliver the expected business benefitsCorrect answer
ExplanationThis scenario illustrates the fundamental distinction between delivery success (on time, on budget, within scope) and benefits realisation success. Benefits Realisation Management (BRM) recognises that delivering outputs does not automatically produce outcomes and benefits. Low adoption indicates a failure in transition planning or change management, not in project delivery itself. The PMI ECO Business Environment Domain Task 1 explicitly requires project managers to evaluate and deliver business value, not just meet the triple constraint.
An organisation manages a collection of projects, programmes, and operational activities aligned to its five-year strategy. What term best describes this collection?
- A strategic initiative
- A portfolioCorrect answer
- A value stream
- A programme
ExplanationA portfolio is a collection of projects, programmes, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Unlike a programme, the components of a portfolio do not need to be interrelated — the defining characteristic is that they are all selected and managed to advance the organisation's strategy. A programme requires related and coordinated components. A PMO is a governance and support function, not a collection of work.
A project manager's project is one of eight related projects in a transformation programme. A scope change on their project will delay two other projects. Who should the project manager escalate this issue to?
- Each affected project manager individually, to agree corrective action between themselves
- The steering committee, which must approve all inter-project changes
- The portfolio manager, who governs the full collection of organisational investments
- The programme manager, who is responsible for managing interdependencies between programme componentsCorrect answer
ExplanationWhen a change on one project creates a cascading impact on other projects within the same programme, the programme manager is the appropriate escalation point. The programme manager's primary responsibility is to manage interdependencies and integration across component projects to protect the programme's overall benefit delivery. The programme manager has the authority and visibility to assess the impact across all components and decide on the appropriate response.