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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. 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.






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






3. 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






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






5. 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.






6. 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






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






8. Third lifecycle phase






9. Fourth lifecycle phase






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






11. Second lifecycle phase






12. 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.






13. 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.






14. 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






15. 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






16. Program Setup






17. Fifth lifecycle phase






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






19. Program is ended by ________






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






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






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






23. Delivery of Program Benefits






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






25. Program Initiation






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






27. Inputs to Initiating and planning.






28. 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






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






30. Third phase of benefits management






31. 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






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






33. May not necessarily be interdependent or directly related






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






35. ___________ 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.






36. Pre-Program Preparations






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






38. 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






39. Second phase of benefits management






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






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






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






43. Fourth Phase of benefits management






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






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






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






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






48. Followed when benefits are delivered incrementally






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






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