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. Fourth Phase of benefits management






2. Program is ended by ________






3. First phase of benefits management






4. 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






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






6. Second lifecycle phase






7. Third phase of benefits management






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






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






10. 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






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






12. 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.






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






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






15. Program Closure






16. 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






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






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






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






20. 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






21. First lifecycle phase






22. Organizational structure - culture and processes.






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






24. 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






25. 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.






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






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






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






29. May not necessarily be interdependent or directly related






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






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






32. Inputs to Initiating and planning.






33. 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






34. Components can begin ____ after the program begins.






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






36. Fifth lifecycle phase






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






38. Program Setup






39. 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






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






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






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






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






44. 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






45. 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






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






47. Delivery of Program Benefits






48. Management oversight of a program






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






50. Conception - design - manufacturing - service - divestment