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






2. 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






3. Delivery of Program Benefits






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






5. Components can begin ____ after the program begins.






6. 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






7. 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.






8. 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.






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






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






11. Third phase of benefits management






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






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






14. First lifecycle phase






15. Pre-Program Preparations






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






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






18. 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






19. 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






20. 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






21. Followed when benefits are delivered incrementally






22. 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






23. Organizational structure - culture and processes.






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






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






26. 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.






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






28. Second phase of benefits management






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






30. 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






31. Program Closure






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






33. 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.






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






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. 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






37. Fourth lifecycle phase






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






39. Inputs to Initiating and planning.






40. Purpose is to progressively elaborate the program charter and develop the foundation for the program by establishing an infrastructure and building a detailed "road map" that provides direction on how the program will be managed and defines its key d






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






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. Third lifecycle phase






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






45. 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.






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






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






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






49. 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.






50. Fifth lifecycle phase







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