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






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






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






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






5. 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






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






7. Program Initiation






8. Fifth lifecycle phase






9. First phase of benefits management






10. Delivery of Program Benefits






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






12. Second phase of benefits management






13. 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






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. May not necessarily be interdependent or directly related






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






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






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






19. 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






20. 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






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






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






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






24. Program Setup






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






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






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






28. Second lifecycle phase






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






30. Management oversight of a program






31. Pre-Program Preparations






32. 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.






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






34. 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.






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






36. 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






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






38. 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






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






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






41. 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.






42. Third phase of benefits management






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






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






45. 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






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






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






48. 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






49. 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.






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