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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. 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






2. 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






3. Fifth lifecycle phase






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






5. Program Initiation






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






8. 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






9. Delivery of Program Benefits






10. Program Closure






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






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






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






14. 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






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






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






17. Components can begin ____ after the program begins.






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






19. Fourth lifecycle phase






20. 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






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






22. 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






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






24. ___________ 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.






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






26. Followed when benefits are delivered incrementally






27. May not necessarily be interdependent or directly related






28. 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.






29. First lifecycle phase






30. 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.






31. Fourth Phase of benefits management






32. 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






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






34. 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






35. Organizational structure - culture and processes.






36. 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.






37. 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






38. Program Setup






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






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






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






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






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






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






45. Inputs to Initiating and planning.






46. Second lifecycle phase






47. Conception - design - manufacturing - service - divestment






48. Management oversight of a program






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






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