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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. 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






2. May not necessarily be interdependent or directly related






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






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






5. 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






6. 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.






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






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






9. 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.






10. 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






11. 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.






12. Pre-Program Preparations






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






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






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






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






17. Program Closure






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






19. Fourth lifecycle phase






20. 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






21. Program is ended by ________






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






23. Third lifecycle phase






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






25. 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






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






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






28. Fifth lifecycle phase






29. 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






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






31. 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.






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






33. 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






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






35. 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.






36. 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






37. Second phase of benefits management






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






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






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






41. Fourth Phase of benefits management






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






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






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






45. 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.






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






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






48. 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.






49. 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






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