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PMI: Pgmp Program Management Professional

  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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. Program is ended by ________

2. 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.

3. 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.

4. 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

5. 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.

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

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

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

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

10. Program Initiation

11. Fourth lifecycle phase

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

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

14. ___________ 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.

15. 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

16. Fifth lifecycle phase

17. 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.

18. First lifecycle phase

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

20. Program Closure

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

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

23. 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

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

25. Pre-Program Preparations

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

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

28. Organizational structure - culture and processes.

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

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

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

32. 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

33. 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

34. Program Setup

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

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

37. Second lifecycle phase

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

39. 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.

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

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

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

43. Third lifecycle phase

44. Management oversight of a program

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

46. First phase of benefits management

47. Components can begin ____ after the program begins.

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

49. 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.

50. 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.