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






2. Program Initiation






3. 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






4. First phase of benefits management






5. Fourth Phase of benefits management






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






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






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






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






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






11. Followed when benefits are delivered incrementally






12. 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






13. First lifecycle phase






14. 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






15. 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






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. 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.






18. 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






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






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






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






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






23. 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






24. 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.






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






26. Second lifecycle phase






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






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






29. Pre-Program Preparations






30. Also known as Executive Steering Group may issue a program mandate which defines the strategic objectives and benefits that the program is expected to deliver.






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






32. Program Setup






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






34. 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






35. 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






36. Program is ended by ________






37. Third phase of benefits management






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






39. Management oversight of a program






40. Inputs to Initiating and planning.






41. Organizational structure - culture and processes.






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. 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.






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






45. Fourth lifecycle phase






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






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






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






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






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