Free PMI PgMP Actual Exam Questions - Question 3 Discussion

I get why C is popular, but I’d argue B is just as critical right after feasibility. You want to make sure the project fits with the bigger strategic picture and external market conditions before locking anything down. If the ERP doesn’t align well, risks and financials might be irrelevant. Also, vision statement (A) usually comes early but not necessarily right after feasibility. And D feels like something that happens much later once you’re confident the project makes sense strategically and risks are understood. So, can we really skip the strategic alignment step here?

Maybe B because if the program manager already confirmed feasibility, checking how strategic goals align with external factors helps ensure the project fits the bigger picture before digging into risks or finances.

C seems crucial since after confirming feasibility, spotting and documenting risks early can shape the whole implementation approach and prevent surprises later on.

Probably B since reviewing strategic goals with external factors ensures alignment beyond feasibility.

Maybe C could be the next step since identifying risks early on is key before diving into financial benefits. It makes sense to document any potential issues after feasibility but before mapping out gains.

Maybe B works better here since confirming the program fits with external factors ensures the ERP aligns with market and industry conditions, not just internal needs. That’s a solid step after feasibility.

B imo, making sure the strategy fits the external environment is key before diving deeper.

C/D? Both documenting risks and mapping financial benefits sound critical before moving forward. But I guess identifying risks (C) might come first, to know what you’re dealing with.