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






2. Fifth lifecycle phase






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






4. Third lifecycle phase






5. Pre-Program Preparations






6. 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






7. Status updates - audits - phase-gate reviews - change control






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






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






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






11. ___________ 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.






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






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






14. First phase of benefits management






15. Management oversight of a program






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






17. 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






18. Program Setup






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






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






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






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






23. Program Closure






24. Components can begin ____ after the program begins.






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






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






27. Similar to program and project domains - portfolio managemetn and program management domains interact in their ________






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






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






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






31. Third phase of benefits management






32. 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






33. Delivery of Program Benefits






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






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






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






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. Fourth lifecycle phase






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






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






41. 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






42. 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






43. 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.






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






45. 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.






46. 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






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






48. 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






49. 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.






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