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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. Delivery of Program Benefits






2. 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






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






4. 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






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






7. Inputs to Initiating and planning.






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






9. 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






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






11. 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.






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






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






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






15. 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






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






17. First phase of benefits management






18. 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.






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






20. Program is ended by ________






21. ___________ 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.






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






23. 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.






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






25. 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






26. 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






27. 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






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






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






30. Management oversight of a program






31. 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






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






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






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






35. Fourth lifecycle phase






36. Components can begin ____ after the program begins.






37. Third phase of benefits management






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






39. Second phase of benefits management






40. 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.






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






42. 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.






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






45. Program Closure






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






47. Second lifecycle phase






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






49. 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






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