Free PMI PgMP Actual Exam Questions - Question 4 Discussion
map.
To ensure program alignment with the enterprise strategic plan, the program manager should work
with which of the following?
It’s B. The PMO usually ensures the program stays aligned with the enterprise strategy by coordinating between the governance board’s directives and the program’s execution details.
Maybe A makes the most sense here since the governance board is the one setting the strategic priorities. The program manager needs to check with them to keep everything aligned.
Option B also makes sense because the PMO acts as a bridge between strategy and execution. While the governance board sets the direction, the PMO ensures that program objectives and requirements align with enterprise strategy through ongoing oversight and coordination. The program manager should collaborate closely with the PMO to keep the program roadmap in sync with organizational goals and manage any shifts in priorities. So, it’s not just about setting strategy but continuously aligning execution, which the PMO helps with.
The governance board definitely sets the strategic tone, but I’d say the PMO also plays a key role in translating that strategy into actionable steps and monitoring ongoing alignment. Since the program manager is developing the high-level road map, wouldn’t collaborating with the PMO help keep the plan practical and in sync with enterprise priorities? The change control board (C) seems too narrow since it focuses on changes, and project managers (D) handle details rather than strategic fit. Could the question be hinting more at ongoing alignment than initial strategy setting?
Not D, project managers handle specific projects, but the program manager needs to sync with the group that defines strategic priorities, which fits A, the program governance board.
I think working with the program management office (B) is actually a solid choice here. The PMO typically ensures that the program’s execution stays aligned with strategic goals by monitoring progress and providing governance support. While the governance board sets the strategy, the PMO translates that into practical steps and keeps things coordinated. So, B makes sense if you’re looking at day-to-day alignment rather than just high-level oversight.
A imo, the program governance board is the one that actually defines and oversees the strategic direction, so for aligning the program with enterprise strategy, working with them makes the most sense. The PMO supports processes but doesn’t set or enforce strategic alignment at that level. The governance board is the strategic checkpoint here, not just a support function.
Probably B, since the PMO drives alignment and provides practical guidance.
Option A, program governance board sets strategic direction.