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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. 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.






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






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






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






5. 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.






6. Conception - design - manufacturing - service - divestment






7. Followed when benefits are delivered incrementally






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






9. 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






10. 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






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






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






13. ___________ 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.






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






15. 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.






16. Second phase of benefits management






17. 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.






18. Program Setup






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






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






21. Second lifecycle phase






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






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






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






26. Third phase of benefits management






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






28. Program Initiation






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






30. May not necessarily be interdependent or directly related






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






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






33. 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






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






35. 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






36. Fourth lifecycle phase






37. 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






38. 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.






39. 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.






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






41. Management oversight of a program






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






43. Program Closure






44. First phase of benefits management






45. 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






46. 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






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






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






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






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