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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. ___________ when all compenents within the program have successfully produced their deliverable and have been incorporated into the final product; and that procud has been delivered or tranistioned into operations.






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






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






4. Third phase of benefits management






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






7. Third lifecycle phase






8. 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






9. 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






10. Components can begin ____ after the program begins.






11. Second lifecycle phase






12. Second phase of benefits management






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






14. Pre-Program Preparations






15. First phase of benefits management






16. Followed when benefits are delivered incrementally






17. 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






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






19. 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






20. 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






21. 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






22. 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.






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






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






25. 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






26. 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.






27. Organizational structure - culture and processes.






28. 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






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






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






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






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






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. Management oversight of a program






35. 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






36. 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.






37. 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.






38. 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






39. First lifecycle phase






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






41. Lead to shutdown of the program organization and infrastructure.






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






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






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






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






46. Program Closure






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






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






49. 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






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