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. A common outcome or a collective capability that is delivered






2. 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






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






4. 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.






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






6. 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.






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






8. 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






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






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






11. Third phase of benefits management






12. ___________ 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.






13. 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






14. 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






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






16. Delivery of Program Benefits






17. Third lifecycle phase






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






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






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






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






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






24. Organizational structure - culture and processes.






25. Management oversight of a program






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






27. 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.






28. Program Closure






29. Pre-Program Preparations






30. Components can begin ____ after the program begins.






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






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






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






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






35. 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.






36. Fourth Phase of benefits management






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






38. 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.






39. Fourth lifecycle phase






40. First lifecycle phase






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






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






43. 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






44. 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.






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






46. 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.






47. 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






48. Program Setup






49. Fifth lifecycle phase






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