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






2. 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






3. 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






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






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






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






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






8. 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






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. A program must have more than one to function.






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






12. Program Closure






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






14. Third phase of benefits management






15. Third lifecycle phase






16. Fourth lifecycle phase






17. Inputs to Initiating and planning.






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






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






20. Program is ended by ________






21. 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.






22. Second phase of benefits management






23. Organizational structure - culture and processes.






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






25. Program Manager must have _________________ to deal with various stakeholders including team members - sponsors - managing directors - customers - vendors - and senior management - and other program stakeholders.






26. 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






27. 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






28. 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






29. ___________ 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.






30. Program Setup






31. May not necessarily be interdependent or directly related






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






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






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






35. Components can begin ____ after the program begins.






36. First phase of benefits management






37. Delivery of Program Benefits






38. Fifth lifecycle phase






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






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






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






42. 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






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






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






45. First lifecycle phase






46. Second lifecycle phase






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






48. 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.






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






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