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






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






3. 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.






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






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






6. 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






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






8. First lifecycle phase






9. Program Closure






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






11. 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






12. 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.






13. Delivery of Program Benefits






14. 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






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






16. Pre-Program Preparations






17. Organizational structure - culture and processes.






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






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






20. Components can begin ____ after the program begins.






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






22. 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






23. Program Initiation






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






25. 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






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. Influence the program's success and include any or all processes related to the assets.






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. A common outcome or a collective capability that is delivered






30. Second lifecycle phase






31. Fourth Phase of benefits management






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






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






34. Third lifecycle phase






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






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






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






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






39. Third phase of benefits management






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






41. 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






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






43. Followed when benefits are delivered incrementally






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






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






46. ___________ 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.






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






48. 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.






49. May not necessarily be interdependent or directly related






50. 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