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






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






3. 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






4. 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






5. 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






6. 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.






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






8. Organizational structure - culture and processes.






9. 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






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






11. First lifecycle phase






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






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






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






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






16. 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.






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






18. 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






19. 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






20. Management oversight of a program






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






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






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






24. Fifth lifecycle phase






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






26. Pre-Program Preparations






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






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






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






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






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






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






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






34. 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






35. Components can begin ____ after the program begins.






36. 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.






37. 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






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






39. Fourth lifecycle phase






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






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






42. 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






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






44. 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.






45. 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






46. Inputs to Initiating and planning.






47. 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






48. Followed when benefits are delivered incrementally






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






50. Program Closure