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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. 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






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






4. Program is ended by ________






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






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






7. 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






8. First phase of benefits management






9. 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.






10. 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.






11. Delivery of Program Benefits






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






13. 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






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






15. May not necessarily be interdependent or directly related






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. Conception - design - manufacturing - service - divestment






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






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






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






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






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






23. Organizational structure - culture and processes.






24. 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






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






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






27. 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.






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. Program Setup






30. 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






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






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






33. 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






34. 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.






35. Third phase of benefits management






36. Second phase of benefits management






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






38. Management oversight of a program






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






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






41. Program Initiation






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






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






44. First lifecycle phase






45. Followed when benefits are delivered incrementally






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






47. 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






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






49. Fourth lifecycle phase






50. 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






Can you answer 50 questions in 15 minutes?



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