Test your basic knowledge |

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






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






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






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






5. 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






6. 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






7. 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






8. May not necessarily be interdependent or directly related






9. 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.






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






11. Third lifecycle phase






12. 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.






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






14. Third phase of benefits management






15. 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






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






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






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






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






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. 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






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






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






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






25. First lifecycle phase






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






27. Second phase of benefits management






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






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






30. Program is ended by ________






31. 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.






32. 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






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






34. Delivery of Program Benefits






35. Fourth lifecycle phase






36. Program Setup






37. First phase of benefits management






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






39. Fifth lifecycle phase






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






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






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






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






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






45. 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






46. 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.






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






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






49. Program Initiation






50. 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.