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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. 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






2. Third phase of benefits management






3. First phase of benefits management






4. Program Closure






5. 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






6. 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






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. Management oversight of a program






9. Program Initiation






10. 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






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






12. A temporary endeavor undertaken to create a unique product - service or result






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. 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






15. Third lifecycle phase






16. Second phase of benefits management






17. 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






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






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






20. 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






21. 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






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






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






24. First lifecycle phase






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






26. 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






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






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






29. 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.






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






31. 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






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






33. 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.






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






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. Second lifecycle phase






37. 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.






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






39. Fourth Phase of benefits management






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. 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






42. Pre-Program Preparations






43. May not necessarily be interdependent or directly related






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






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






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






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






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






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






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