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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 lifecycle phase






2. 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.






3. 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






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






5. 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.






6. 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






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






8. 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.






9. 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.






10. 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.






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






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






13. Program Closure






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






15. Conception - design - manufacturing - service - divestment






16. 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






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






18. Inputs to Initiating and planning.






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






20. ___________ 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.






21. Pre-Program Preparations






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






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






24. Organizational structure - culture and processes.






25. Components can begin ____ after the program begins.






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






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






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






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






31. Third phase of benefits management






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






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






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






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






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






37. 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






38. Second phase of benefits management






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






40. 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






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






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






43. Fourth Phase of benefits management






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






45. 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






46. 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






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






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






49. Program is ended by ________






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