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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. Organizational structure - culture and processes.






2. Followed when benefits are delivered incrementally






3. Management oversight of a program






4. Program Setup






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






6. 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.






7. 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.






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






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






10. Program Closure






11. 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






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






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






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. Program Initiation






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






17. Fifth lifecycle phase






18. 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






19. May not necessarily be interdependent or directly related






20. 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.






21. ___________ 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.






22. First lifecycle phase






23. 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






24. Second lifecycle phase






25. 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






26. Delivery of Program Benefits






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






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






29. 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.






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






31. 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.






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






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






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






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






36. 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






37. Second phase of benefits management






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






39. Conception - design - manufacturing - service - divestment






40. Inputs to Initiating and planning.






41. Program is ended by ________






42. Components can begin ____ after the program begins.






43. 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






44. 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.






45. 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.






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






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






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






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






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