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






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






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






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






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






6. 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






7. First lifecycle phase






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






9. Inputs to Initiating and planning.






10. Organizational structure - culture and processes.






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






12. Fifth lifecycle phase






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






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






15. 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






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






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






18. 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






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






20. 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






21. 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






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






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






24. 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






25. 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






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






27. 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






28. 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






29. 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.






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






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






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






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






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






35. 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.






36. Program Initiation






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






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






39. Program is ended by ________






40. 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






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






42. 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.






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






44. First phase of benefits management






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






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






47. Followed when benefits are delivered incrementally






48. 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






49. 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.






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