Test your basic knowledge |

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. 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






2. 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






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






4. Program Closure






5. 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






6. 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.






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






8. Program is ended by ________






9. 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






10. Second lifecycle phase






11. Second phase of benefits management






12. Third phase of benefits management






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






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






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






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






17. First phase of benefits management






18. Fifth lifecycle phase






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






20. 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.






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






22. Delivery of Program Benefits






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






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






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






26. 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






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






28. 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.






29. 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.






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






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






32. Components can begin ____ after the program begins.






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






34. 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






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






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






37. 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






38. Program Setup






39. May not necessarily be interdependent or directly related






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






41. Fourth lifecycle phase






42. Fourth Phase of benefits management






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






44. 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






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






46. 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






47. 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






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






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






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