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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. 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






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






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






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






5. 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.






6. 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.






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






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






9. Second phase of benefits management






10. Projects related only by a shared client - technology - seller - or resources - A collection of components (i.e. projects - programs - portfolios - and other work such as maintenance and related ongoing operations) that are grouped together to facili






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






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






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






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






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






16. Second lifecycle phase






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






18. Components can begin ____ after the program begins.






19. 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






20. 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






21. 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






22. 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






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






24. Followed when benefits are delivered incrementally






25. Delivery of Program Benefits






26. 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






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






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






29. Program Closure






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






31. 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.






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






33. Fourth lifecycle phase






34. Program Initiation






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






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






38. May not necessarily be interdependent or directly related






39. Pre-Program Preparations






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






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






42. 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.






43. Management oversight of a program






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






45. 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






46. Fourth Phase of benefits management






47. 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






48. 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






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






50. 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.







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