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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. 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.






2. 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






3. Fourth lifecycle phase






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






5. 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.






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






7. Components can begin ____ after the program begins.






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






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






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






11. First phase of benefits management






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






13. Third lifecycle phase






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






15. 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






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






17. Second lifecycle phase






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






19. 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






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






21. Management oversight of a program






22. Program Closure






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






24. 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






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. Conception - design - manufacturing - service - divestment






27. 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.






28. Organizational structure - culture and processes.






29. 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






30. 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






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






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






33. 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






34. Delivery of Program Benefits






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






36. Program is ended by ________






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






38. Third phase of benefits management






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






40. 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






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






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






43. 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






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






45. 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.






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






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






48. Program Initiation






49. First lifecycle phase






50. Fourth Phase of benefits management