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. Inputs to Initiating and planning.






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






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






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






5. Pre-Program Preparations






6. Second phase of benefits management






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






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






9. 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.






10. Program Closure






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






12. 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






13. 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






14. 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






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






16. Fifth lifecycle phase






17. Delivery of Program Benefits






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






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






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






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






23. 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






24. First phase of benefits management






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






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






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






28. 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.






29. May not necessarily be interdependent or directly related






30. Fourth lifecycle phase






31. Second lifecycle phase






32. 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






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






34. 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






35. First lifecycle phase






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






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






38. 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






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






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






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






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






43. Organizational structure - culture and processes.






44. Third lifecycle phase






45. 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






46. Management oversight of a program






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






48. Program Initiation






49. Program Setup






50. 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.