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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. Management oversight of a program






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






3. Fifth lifecycle phase






4. 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






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






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






7. Conception - design - manufacturing - service - divestment






8. Program Setup






9. 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






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






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






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






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






14. 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






15. Program Closure






16. First lifecycle phase






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






18. 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






19. Organizational structure - culture and processes.






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






21. 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.






22. 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.






23. 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






24. 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






25. Defines program management processes - manages schedule and budget at the program level - Defines program quality standards and components - Provides document configuration management - Provides centralized support for managing changes and tracking r






26. Third phase of benefits management






27. Pre-Program Preparations






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






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






30. 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






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






32. Fourth lifecycle phase






33. Components can begin ____ after the program begins.






34. Program is ended by ________






35. 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






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






37. 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






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






39. 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.






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






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






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






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






44. 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.






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






46. Lead to shutdown of the program organization and infrastructure.






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






48. May not necessarily be interdependent or directly related






49. Delivery of Program Benefits






50. 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