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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. Program Closure






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






3. First lifecycle phase






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






5. 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






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






7. First phase of benefits management






8. 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.






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






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






11. ___________ 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.






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






13. 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






14. 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






15. Management oversight of a program






16. 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.






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






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






19. 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






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






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






23. Inputs to Initiating and planning.






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






26. Third lifecycle phase






27. Fifth lifecycle phase






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






29. 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






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






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






32. 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






33. May not necessarily be interdependent or directly related






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






35. 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






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






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






38. Delivery of Program Benefits






39. 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.






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






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






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






43. Conception - design - manufacturing - service - divestment






44. 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






45. 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






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






47. 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.






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






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






50. 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