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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. 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






2. Inputs to Initiating and planning.






3. 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






4. Program Closure






5. Delivery of Program Benefits






6. 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.






7. Followed when benefits are delivered incrementally






8. Program Setup






9. A means of achieving organizational goals and objectives that are so large scale that they cannot be achieved by single projects.






10. The centralized coordinated management of a program to achieve the program's strategic objective and benefits. It involves aligning multiple projects to achieve the program goals and allows for optimized or integrated cost - schedule - and effort.






11. Program Initiation






12. ___________ when all compenents within the program have successfully produced their deliverable and have been incorporated into the final product; and that procud has been delivered or tranistioned into operations.






13. Components can begin ____ after the program begins.






14. Organizational structure - culture and processes.






15. Third phase of benefits management






16. Understanding the strategic benefits of the program - Developing a plan to initiate the program - Defining the program objectives and their alignment with the organizational goals - Developing a high level business case demonstrating an understanding






17. Third lifecycle phase






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






19. 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.






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






21. 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.






22. 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






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






24. 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






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






26. Often the most time and cost-intensive effort of the program.






27. Second phase of benefits management






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






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






30. Management oversight of a program






31. Vision and key objectives for success criteria - Expected outcomes and benefits - Program assumptions and constraints - High-level program plan - Known risks and issues - Identifications of suitable business change managers with the ability to influe






32. Aligning the vision - mission and values - Developing an initial detailed cost and schedule plan - Conducting feasibility studies - where applicable - Establishing rules for make/buy decisions as well as those for selecting subcontractors - Develo






33. End result and expectations - Timeline for program benefit realization - Program budget - Risks and issues - Dependencies - assumptions - constraints - Management of the program and components - Other required services - Program






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






35. Early in the lifecycle the desired goals and benefits as well as the approach for managing are directed by the ________






36. 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






37. A program must have more than one to function.






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






39. Requires the establishment of processes and measures for tracking and assessing benefits throughout the program lifecycle.






40. Establishing a project governance structure to monitor and control the projects - Initiating projects in order to meet program objectives - Ensuring component deliverables meet the requirements - Analyzing the progress to plan - Identifying environme






41. Comprised of projects that focus on achieving their individual requirements.






42. One of the truest measures of an organization's intent - direction - and progress. Guides investment decisions - resource allocation - and priorities of an organization.






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






44. Fourth lifecycle phase






45. Pre-Program Preparations






46. Also known as Executive Steering Group may issue a program mandate which defines the strategic objectives and benefits that the program is expected to deliver.






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






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






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






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