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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. First lifecycle phase






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






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






4. 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






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. Program Closure






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






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






10. 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.






11. Third lifecycle phase






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






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






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






15. Followed when benefits are delivered incrementally






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






17. 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.






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






19. 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.






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. 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






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






23. 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






24. 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






25. Conception - design - manufacturing - service - divestment






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






27. ___________ 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.






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






29. Third phase of benefits management






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






31. Components can begin ____ after the program begins.






32. Program Setup






33. 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






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






35. 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






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






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






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






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






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






41. 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






42. _________when funding is approved or program manager is assigned.






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






44. 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.






45. Pre-Program Preparations






46. May not necessarily be interdependent or directly related






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






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






49. 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






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