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. A program must have more than one to function.






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






3. 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.






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






5. Third phase of benefits management






6. Program Closure






7. 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






8. Pre-Program Preparations






9. 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






10. 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






11. 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






12. 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






13. Conception - design - manufacturing - service - divestment






14. 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.






15. 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






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






17. 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.






18. Second lifecycle phase






19. Third lifecycle phase






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






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






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






23. 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.






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






25. Management oversight of a program






26. 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.






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






28. 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






29. 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






30. 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.






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






32. Followed when benefits are delivered incrementally






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






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






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






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






37. Inputs to Initiating and planning.






38. Fourth lifecycle phase






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






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






41. Fifth lifecycle phase






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






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






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






45. 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






46. ___________ 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.






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






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






49. 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






50. 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