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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. Second phase of benefits management






2. Program Setup






3. Fourth Phase of benefits management






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






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






6. 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






7. May not necessarily be interdependent or directly related






8. 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.






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






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






11. Organizational structure - culture and processes.






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






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






14. 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






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






16. Program is ended by ________






17. Management oversight of a program






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






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






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. Fifth lifecycle phase






22. First phase of benefits management






23. 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.






24. Fourth lifecycle phase






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






26. 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.






27. 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






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






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






30. ___________ 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.






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






32. Conception - design - manufacturing - service - divestment






33. 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






34. 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.






35. 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.






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






37. 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






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






39. Third phase of benefits management






40. 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






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






42. 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






43. 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






44. 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






45. 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






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






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






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






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






50. Pre-Program Preparations