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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. 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.






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






3. Program Closure






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






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






6. Delivery of Program Benefits






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






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






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






10. Organizational structure - culture and processes.






11. 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.






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






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






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






16. 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.






17. 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






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






19. Management oversight of a program






20. 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






21. Fourth Phase of benefits management






22. 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






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






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






25. Program Initiation






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






27. End result and expectations - Timeline for program benefit realization - Program budget - Risks and issues - Dependencies - assumptions - constraints - Management of the program and components - Other required services - Program






28. 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






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






30. Second lifecycle phase






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






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






33. Components can begin ____ after the program begins.






34. 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






35. 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.






36. Conception - design - manufacturing - service - divestment






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






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






39. 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






40. 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






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






42. 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






43. Second phase of benefits management






44. 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






45. 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






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






47. Third lifecycle phase






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






49. Pre-Program Preparations






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