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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. 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






2. Third phase of benefits management






3. 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






4. 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.






5. 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






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






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






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






9. 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






10. Second lifecycle phase






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






12. Components can begin ____ after the program begins.






13. 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.






14. 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






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






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






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






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






19. Inputs to Initiating and planning.






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






21. 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.






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






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






24. Third lifecycle phase






25. 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






26. Followed when benefits are delivered incrementally






27. 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.






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






29. ___________ 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.






30. 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.






31. Change impact in either lifecycle can be felt in the other.






32. Program is ended by ________






33. May not necessarily be interdependent or directly related






34. 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






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






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






37. 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






38. 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






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






40. 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.






41. First lifecycle phase






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






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






44. Organizational structure - culture and processes.






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






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






47. 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






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






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






50. Management oversight of a program