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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 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.






2. Organizational structure - culture and processes.






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






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






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






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. Lead to shutdown of the program organization and infrastructure.






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






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






10. 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






11. 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.






12. 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






13. 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






14. Management oversight of a program






15. First phase of benefits management






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






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






18. Program Setup






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






20. Program is ended by ________






21. Program Closure






22. 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.






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






24. Program Initiation






25. Conception - design - manufacturing - service - divestment






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






27. 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






28. 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






29. Second phase of benefits management






30. Inputs to Initiating and planning.






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






32. 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






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






34. Pre-Program Preparations






35. Third lifecycle phase






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






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. Delivery of Program Benefits






39. Fifth lifecycle phase






40. 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






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






42. Review status of benefits with stakeholders - Disband the program organization - Disband the program team - Dismantle the infrastructure and ensure arrangements are in place for appropriate redeployment of all physical resources - Provide customer su






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






44. May not necessarily be interdependent or directly related






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






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






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






49. 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






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