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PMI: Pgmp Program Management Professional

Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. One of the truest measures of an organization's intent - direction - and progress. Guides investment decisions - resource allocation - and priorities of an organization.






2. Included the organization's knowledge bases such as best practices - lessons learned & historical information - such as completed schedules - risk data - and earned valued data.






3. Purpose is to execute a controlled close down of the program.






4. Focused on strategic alignment - investment appraisal - monitoring and controlling of opportunities and threats - benefits assessment and monitoring program outcomes.






5. Desired outcomes - Benefits analysis - which identifies and plans for their realization Strategic fit within the organization's long term goals. - Total available resources - Estimated time scale - costs - and effort required to set-up - manage and d






6. Similar to program and project domains - portfolio managemetn and program management domains interact in their ________






7. First phase of benefits management






8. Program Manager must have _________________ to deal with various stakeholders including team members - sponsors - managing directors - customers - vendors - and senior management - and other program stakeholders.






9. A common outcome or a collective capability that is delivered






10. Focuses on the analysis of the available information about organizational and business strategies - internal & external influences - program drivers - and the benefits that involved parties expected to realize.






11. Delivery of Program Benefits






12. Fifth lifecycle phase






13. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Multiple related projects that are initiated during the program's life cycle and are managed in a coordinated fashi






14. Followed when benefits are delivered incrementally






15. Goes from Program to the components during the early phases of initiating and planning - and then from the components to the program during the later phases of planning and in the executing - monitoring and controlling - and closing phases.






16. Program Closure






17. Begins when funding is approved or when the program manager is assigned.






18. Oversees the progress of the program and the delivery of the coordinated benefits from its components. Implementation is critical for the success of a program since it is difficult for an individual to manage complex programs.






19. Influence the program's success and include any or all processes related to the assets.






20. Scope definition and planning - Requirements definition - decomposition - validation and management - Benefits definition - decomposition - management - cost and realization - Activity definition and sequencing - Duration estimates - Sched






21. Purpose is to initiate the component projects and manage the development of the program benefits - which were identified during the initial phases. Ends when the planned benefits of the program are achieved - delivered and accepted or a decision is m






22. Provides the basis of the progress to program setup - the development of the program's full business case - detailed program plans - and component charters.






23. Supports program manager and provides information on schedule and budget - performance - risks - inter-component status and issues - stakeholder communications - and all other program management information.






24. The program has received the "approval in principle" from a selection committee.






25. An outcome of actions and behaviors that provides utility to the Organization.






26. The formal document that consolidates all the available information about the program.






27. First lifecycle phase






28. Coordinates efforts between projects but does not directly manage the individual projects






29. Approval from the strategic governing board to proceed to the next program phase which is program setup - Program charter or program mandate.






30. Translated by the program team from the Initiating and Planning processes.






31. Part of the Program Initiation phase and is one of its main outputs.






32. Projects related only by a shared client - technology - seller - or resources - A collection of components (i.e. projects - programs - portfolios - and other work such as maintenance and related ongoing operations) that are grouped together to facili






33. Requires the establishment of processes and measures for tracking and assessing benefits throughout the program life cycle.






34. Lead to shutdown of the program organization and infrastructure.






35. Review status of benefits with stakeholders - Disband the program organization - Disband the program team - Dismantle the infrastructure and ensure arrangements are in place for appropriate redeployment of all physical resources - Provide customer su






36. Primary objective is to develop in greater detail how a program can be structured and managed to deliver the desired outcomes that were identified in the program mandate.






37. Recommended to assist program control and management as well as to facilitate program governance.






38. Fourth lifecycle phase






39. Infrastructure (existing facilities and equipment) - Existing human resources - personnel administration (staffing/retention policies - etc.) - company work authorization systems - marketplace conditions - - stakeholder risk tolerances - political c






40. Management oversight of a program






41. Identification - monitoring and control of the inter-dependencies between the projects; Dealing with the escalated issues among the projects that compromise the program; and tracking the contribution of each project and the non-project work to the co






42. Justification - vision - strategic fit - outcomes - scope - benefit strategy - assumptions and constraints - components - risks and issues - time scale - resources needed - stakeholder considerations - program governance - and the initial high-level






43. May not necessarily be interdependent or directly related






44. A temporary endeavor undertaken to create a unique product - service or result






45. Focuses on assuring that programs and projects are selected - prioritized and staffed with respect to their alignment with organizational strategies.






46. Program Initiation






47. A program manager has been identified - and the key input into this phase - a program brief or charter defining high-level scope - objectives - visions and constraints has been generated.






48. Program Setup






49. In a portfolio the program's ____________ receive inputs from the portfolio domain.






50. Change impact in either lifecycle can be felt in the other.