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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.
  • 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. 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

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

3. 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.

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

5. 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

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

7. Conception - design - manufacturing - service - divestment

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

9. Program Setup

10. Program Closure

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

12. Later in the lifecycle the project status - risks - changes - costs - issues - and other information affecting the program are reported by the ________

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

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

15. ___________ 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.

16. Organizational structure - culture and processes.

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

18. 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.

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

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

21. Program Initiation

22. 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

23. Third phase of benefits management

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. Third lifecycle phase

26. 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

27. First phase of benefits management

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

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

30. Fourth lifecycle phase

31. 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.

32. Inputs to Initiating and planning.

33. Pre-Program Preparations

34. Fourth Phase of benefits management

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

36. 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.

37. May not necessarily be interdependent or directly related

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

39. 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

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

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

42. 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.

43. 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

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

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

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

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

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

49. 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

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