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






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






3. Conception - design - manufacturing - service - divestment






4. 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.






5. 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






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






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






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






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






10. Fifth lifecycle phase






11. Purpose is to progressively elaborate the program charter and develop the foundation for the program by establishing an infrastructure and building a detailed "road map" that provides direction on how the program will be managed and defines its key d






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






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






14. First lifecycle phase






15. _________when funding is approved or program manager is assigned.






16. 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.






17. 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.






18. Management oversight of a program






19. Program Management focuses on achieving the benefits aligned with the ______________________.






20. Followed when benefits are delivered incrementally






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






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






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






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






26. 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






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






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






29. Third lifecycle phase






30. 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






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






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






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






34. Program is ended by ________






35. ___________ 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.






36. 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






37. Program Setup






38. Second phase of benefits management






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






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






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






42. 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.






43. 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.






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






45. 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






46. Pre-Program Preparations






47. 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.






48. 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.






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






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