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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. Second phase of benefits management






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






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






4. Conception - design - manufacturing - service - divestment






5. Application of knowledge - tools - skills and techniques to project activities to meet project requirements






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






7. Defines program management processes - manages schedule and budget at the program level - Defines program quality standards and components - Provides document configuration management - Provides centralized support for managing changes and tracking r






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






9. First phase of benefits management






10. Fifth lifecycle phase






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






12. Status updates - audits - phase-gate reviews - change control






13. Often occurs immediately after product delivery and customer acceptance. Sometimes occurs after product transitions into an operational phase and is managed by normal operations.






14. Inputs to Initiating and planning.






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






16. Program Setup






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






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






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






20. Fourth lifecycle phase






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






23. Can happen all at once at the end or incrementally unlike projects which usually deliver only at the end.






24. Program Initiation






25. 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






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






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






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






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






30. Later in the lifecycle the project status - risks - changes - costs - issues - and other information affecting the program are reported by the ________






31. 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.






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






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






34. 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






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






36. Each one functions as a "go" or "no-go" decision point on the program as a whole. Performed to check the program performance against the planned criteria for exit from the phase that has just been completed - and to determine the readiness for procee






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






38. 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






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






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






41. 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






42. 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.






43. 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.






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






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






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






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






48. Followed when benefits are delivered incrementally






49. 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.






50. Clarifies distinctions among portfolio - program - and project management.