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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. 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.






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






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






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






5. May not necessarily be interdependent or directly related






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






7. 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.






8. Fifth lifecycle phase






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






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






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






12. Program Setup






13. 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






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






15. 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






16. Conception - design - manufacturing - service - divestment






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






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






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






20. 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






21. Organizational structure - culture and processes.






22. 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






23. 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






24. 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.






25. Third phase of benefits management






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






27. 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






28. First phase of benefits management






29. Inputs to Initiating and planning.






30. Program Closure






31. ___________ 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.






32. Components can begin ____ after the program begins.






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






34. 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






35. Management oversight of a program






36. 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






37. 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.






38. 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






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






40. Fourth Phase of benefits management






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






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






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






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






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






46. 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.






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






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






49. 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.






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







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