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






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






4. 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.






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






6. May not necessarily be interdependent or directly related






7. 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






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






9. 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






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






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






12. 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






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






14. 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






15. Fourth Phase of benefits management






16. Third lifecycle phase






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






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






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






20. 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






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






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






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






24. 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






25. Begins when funding is approved or when the 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. Organizational structure - culture and processes.






28. 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.






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






30. 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.






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






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






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






34. Program is ended by ________






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






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






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






38. 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.






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






40. 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






41. Program Setup






42. Second lifecycle phase






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






44. 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






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






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






47. A program manager has been identified - and the key input into this phase - a program brief or charter defining high-level scope - objectives - visions and constraints has been generated.






48. Inputs to Initiating and planning.






49. Management oversight of a program






50. 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