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






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






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






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






5. Third phase of benefits management






6. 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






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






8. Pre-Program Preparations






9. 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.






10. 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






11. 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






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






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






14. Conception - design - manufacturing - service - divestment






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






16. Program Setup






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






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






19. Program Closure






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






21. 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






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






23. ___________ 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.






24. 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






25. 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






26. Fifth lifecycle phase






27. May not necessarily be interdependent or directly related






28. Third lifecycle phase






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






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






31. Second lifecycle phase






32. Delivery of Program Benefits






33. 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






34. 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.






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






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






37. 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






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






39. Management oversight of a program






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






41. Fourth lifecycle phase






42. First phase of benefits management






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






44. 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.






45. Second phase of benefits management






46. Inputs to Initiating and planning.






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






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






49. 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.






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