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






2. First lifecycle phase






3. 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.






4. 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






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






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






7. 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.






8. Organizational structure - culture and processes.






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






10. 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






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






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






13. Program Closure






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






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






16. 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






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






18. Followed when benefits are delivered incrementally






19. 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.






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






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






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






23. 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






24. 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.






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






27. Inputs to Initiating and planning.






28. Delivery of Program Benefits






29. 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






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






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






32. 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






33. 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






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






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






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






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






39. 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






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






41. First phase of benefits management






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






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






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






45. Program Initiation






46. 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






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






48. 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






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






50. Second phase of benefits management