Certified GovCon Program Manager (CGPrM)

1. A Program Manager overseeing multiple task orders notices one project manager prioritizing technical excellence while neglecting cost targets. What is the best corrective action?
   A. Directly instruct the manager to cut expenses immediately
   B. Realign the project’s objectives to emphasize performance over cost
   C. Reinforce program-level performance balance and link goals to portfolio KPIs
   D. Request additional funding from the CO to maintain technical standards

2. In aligning program outcomes to agency mission priorities, what should a GovCon Program Manager emphasize most when briefing senior executives?
   A. Contract deliverable completion rates
   B. Mission contribution and public value impact
   C. Technical innovation adoption
   D. Labor utilization efficiency

3. A DCAA audit identifies minor inconsistencies in subcontractor timekeeping. What should the Program Manager do first?
   A. Notify the CO and suspend subcontractor activities
   B. Escalate to corporate compliance and request corrective action documentation
   C. Immediately replace the subcontractor
   D. Wait until formal audit findings are issued 

4. A Program Manager overseeing three contracts faces a funding realignment that reduces one contract’s budget but not scope. What is the most strategic response?
   A. Submit a contract modification request citing scope reduction
   B. Shift non-critical tasks to internal funding and maintain delivery
   C. Reprioritize deliverables to protect mission-critical outcomes
   D. Escalate to the COR for immediate reallocation

5. During a multi-agency initiative, conflicting reporting requirements arise. What governance mechanism should the Program Manager establish?
   A. Task Order Management Plan
   B. Memorandum of Understanding (MOU) with defined roles and metrics
   C. Inter-Agency Cost Allocation Model
   D. Project-Level Responsibility Matrix

6. In developing future leaders under the program, which approach best aligns with the CGPrM’s expectations for “managing managers”?
   A. Assign them to high-visibility client meetings
   B. Develop individualized leadership development plans with measurable goals
   C. Rotate them across contracts for exposure
   D. Allow autonomy and observe performance outcomes

7. A COR requests a detailed staffing plan outside of the approved reporting structure. What is the appropriate course of action?
   A. Provide the plan immediately to maintain transparency
   B. Clarify whether the request aligns with contractual deliverables
   C. Send the plan only after internal leadership approval
   D. Escalate to the CO citing a potential scope breach 

8. Which financial management practice is most critical for maintaining accountability across multiple task orders?
   A. Burn rate monitoring per contract
   B. Aggregated EAC tracking at program level
   C. Real-time dashboarding of project utilization only
   D. Static monthly variance analysis

9. A Program Manager identifies recurring scope creep from one agency partner. Which strategy best maintains mission alignment and program integrity?
   A. Accept small changes informally to maintain client satisfaction
   B. Directly negotiate a new SOW
   C. Engage in scope control discussions and document all changes for CO review
   D. Redirect internal funding temporarily

10. When balancing corporate and federal client expectations, what is the most effective strategy?
    A. Prioritize corporate profitability targets
    B. Balance performance to meet CPARS and margin expectations
    C. Focus on compliance to protect corporate risk
    D. Escalate competing priorities to senior executives

11. Which element most directly contributes to a strong CPARS evaluation across all categories?
    A. Cost savings through efficiency initiatives
    B. Comprehensive documentation linking performance to mission outcomes
    C. Minimal issue logs and conflict reports
    D. Reduced COR engagement to minimize scrutiny

12. A new cybersecurity compliance requirement emerges mid-contract. What should the Program Manager do?
    A. Wait for a formal modification from the CO
    B. Implement the requirement immediately to avoid audit findings
    C. Conduct a risk impact analysis and prepare cost implications for client discussion
    D. Assign IT to handle compliance independently  

13. Which of the following best demonstrates strategic capture alignment?
    A. Providing client satisfaction metrics for marketing materials
    B. Sharing operational insights with business development under procurement rules
    C. Involving program staff in proposal pricing development
    D. Reassigning the program manager to the capture team 

14. When managing inter-agency relationships, which communication approach ensures consistency without alienating stakeholders?
    A. Send uniform reports to all agencies
    B. Customize updates to each agency’s format while maintaining a unified program narrative
    C. Provide detailed updates only to the lead agency
    D. Allow each project lead to manage their agency independently.

15.  Long-term program shows solid technical results but stagnant innovation. How should the Program Manager respond?
    A. Maintain current performance to preserve compliance
    B. Introduce controlled modernization initiatives aligned with contract scope
    C. Request a new innovation-focused contract vehicle
    D. Wait for recompete to propose new approaches 

16. A Program Manager is preparing a recompetition strategy for a long-running contract. Which action best positions the program for a successful recompete?
    A. Focus solely on cost competitiveness in the proposal
    B. Document innovation initiatives and measurable mission impacts during performance
    C. Reduce communication with the client to avoid misinterpretation during the recompete
    D. Replace key personnel to refresh the team before the proposal

17. A subordinate project manager is consistently delivering on time but has poor relationships with CORs. What should the Program Manager do first?
    A. Replace the project manager immediately
    B. Provide client communication coaching and establish relationship KPIs
    C. Reassign COR communication to another staff member
    D. Ignore interpersonal issues if deliverables are met

18. During a quarterly review, corporate executives push for higher utilization even though the government client has expressed concern about burnout among staff. What should the Program Manager prioritize?
    A. Achieving utilization goals to protect program margins
    B. Aligning staffing adjustments with mission continuity and morale
    C. Requesting CO approval to increase billable hours
    D. Delegating all personnel decisions to HR

19. A Program Manager discovers overlapping task orders managed by two different CORs, creating redundant deliverables. What should the Program Manager do?
    A. Consolidate work internally and absorb the cost
    B. Seek a formal clarification from both CORs through the CO to realign scope
    C. Stop one task order until duplication is resolved
    D. Escalate immediately to corporate legal counse

20. Which behavior most reflects ethical professionalism under the CGPrM code of conduct?
    A. Sharing past proposal pricing data to strengthen client trust
    B. Declining to discuss ongoing competitions during informal client meetings
    C. Leveraging insider knowledge from subcontractors for competitive advantage
    D. Encouraging staff to share controlled information with partner firms

Answer Keys:

1. C

2. B

3. B

4. C

5. B

6. B

7. B

8. B

9. C

10. B

11. B

12. C

13. B

14. B

15. B

16. B

17. B

18. B

19. B

20. B
    

The exam is based on the Body of Knowledge, which you can find a link to in the introduction section on this page.

No. The CGPrM is designed for all professionals working under federal contracts — analysts, IT staff, communicators, designers, and more.

No prerequisites are required. The CGPrM is accessible to professionals across all disciplines in GovCon, with no specific years of experience or education required.

The CGPrM is a lifetime credential — it never expires.

You can attempt the exam 3 times per 12 months.

Yes. The CGPrM exam is remotely proctored and can be taken from any quiet location.