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






2. Pre-Program Preparations






3. 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






4. 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






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






6. 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






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






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






9. 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.






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






11. 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.






12. 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






13. 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






14. Program Initiation






15. Fourth lifecycle phase






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






17. 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






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






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






20. 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






21. 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






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






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






24. Second phase of benefits management






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






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. Third phase of benefits management






28. First phase of benefits management






29. May not necessarily be interdependent or directly related






30. 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.






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






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






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






34. 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






35. Included the organization's knowledge bases such as best practices - lessons learned & historical information - such as completed schedules - risk data - and earned valued data.






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






37. 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.






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






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






40. 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






41. 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.






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






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






44. 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






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






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






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






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






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






50. Program is ended by ________