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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. 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






2. First lifecycle phase






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






4. 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






5. 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






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






7. 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






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






9. Program Initiation






10. Fourth Phase of benefits management






11. ___________ 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.






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






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






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






15. Third lifecycle phase






16. 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






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






18. Conception - design - manufacturing - service - divestment






19. Organizational structure - culture and processes.






20. 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.






21. 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.






22. May not necessarily be interdependent or directly related






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






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






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






26. 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.






27. Management oversight of a program






28. Program Closure






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






30. 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






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






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






33. 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






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






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






36. Inputs to Initiating and planning.






37. Program is ended by ________






38. 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






39. Program Setup






40. 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






41. 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.






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






43. Primary objective is to develop in greater detail how a program can be structured and managed to deliver the desired outcomes that were identified in the program mandate.






44. 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.






45. Included the organization's knowledge bases such as best practices - lessons learned & historical information - such as completed schedules - risk data - and earned valued data.






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






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






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






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






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