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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. Fourth lifecycle phase






2. May not necessarily be interdependent or directly related






3. 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






4. 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






5. Third phase of benefits management






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






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






8. Program Setup






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






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






11. Fourth Phase of benefits management






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






13. Inputs to Initiating and planning.






14. 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






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






16. 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






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






18. 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






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






20. 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






21. Followed when benefits are delivered incrementally






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






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






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






25. Second phase of benefits management






26. 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






27. Program is ended by ________






28. 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.






29. Organizational structure - culture and processes.






30. First lifecycle phase






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






32. 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.






33. 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






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






35. ___________ 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.






36. Third lifecycle phase






37. 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






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






39. Components can begin ____ after the program begins.






40. 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.






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






42. 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.






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






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






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






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






47. 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






48. 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






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






50. Conception - design - manufacturing - service - divestment