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PMI: Pgmp Program Management Professional

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

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

3. 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

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

5. 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

6. Followed when benefits are delivered incrementally

7. Components can begin ____ after the program begins.

8. The program has received the "approval in principle" from a selection committee.

9. Fifth lifecycle phase

10. Inputs to Initiating and planning.

11. Fourth lifecycle phase

12. 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.

13. Third lifecycle phase

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

15. Conception - design - manufacturing - service - divestment

16. 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

17. Second lifecycle phase

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

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

20. First lifecycle phase

21. Delivery of Program Benefits

22. 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

23. Program Closure

24. Second phase of benefits management

25. 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

26. 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

27. Program Setup

28. Third phase of benefits management

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

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

31. 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.

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

33. 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

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

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

36. Program is ended by ________

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

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

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

40. 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.

41. Program Initiation

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

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

44. 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.

45. Management oversight of a program

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

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

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

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

50. 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