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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. 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






2. Second phase of benefits management






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






4. 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






5. 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.






6. Third phase of benefits management






7. 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






8. Complies with the needs of corporate governance and also ensures that the expected benefits are realized in a predictable and coordinated manner.






9. Program Closure






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






11. 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






12. 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.






13. 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






14. Delivery of Program Benefits






15. Fourth lifecycle phase






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






17. Second lifecycle phase






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






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






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






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






22. Fifth lifecycle phase






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






24. 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.






25. Organizational structure - culture and processes.






26. ___________ 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.






27. 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






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






29. Program is ended by ________






30. 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.






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






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






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






34. 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






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






36. 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.






37. Fourth Phase of benefits management






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






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






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






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






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






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






45. Third lifecycle phase






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






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






48. Program Setup






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






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