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






2. 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






3. Program Setup






4. 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.






5. 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.






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. Conception - design - manufacturing - service - divestment






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






9. 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






10. ___________ 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.






11. 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






12. Program Management focuses on achieving the benefits aligned with the ______________________.






13. 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






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






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






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






17. Program Closure






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






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






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






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






22. Pre-Program Preparations






23. Management oversight of a program






24. 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.






25. Inputs to Initiating and planning.






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






27. Fourth lifecycle phase






28. 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






29. Components can begin ____ after the program begins.






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






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






32. 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






33. First phase of benefits management






34. 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.






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






36. 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






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






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






39. Delivery of Program Benefits






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






41. 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






42. Third phase of benefits management






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






44. 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.






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






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






47. Program Initiation






48. 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






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






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