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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. Third phase of benefits management






2. Program Setup






3. Projects related only by a shared client - technology - seller - or resources - A collection of components (i.e. projects - programs - portfolios - and other work such as maintenance and related ongoing operations) that are grouped together to facili






4. 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






5. 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






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






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






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






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






10. 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.






11. Delivery of Program Benefits






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






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






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






15. 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.






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






17. 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.






18. Program is ended by ________






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






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






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






22. 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






23. 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.






24. ___________ 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.






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






26. 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






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






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






29. 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






30. Program Initiation






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






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






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






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






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






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






37. 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.






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






39. 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






40. Organizational structure - culture and processes.






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






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






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






44. Second phase of benefits management






45. 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






46. Conception - design - manufacturing - service - divestment






47. 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






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






49. 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






50. Management oversight of a program