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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 Setup






2. 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






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






4. 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






5. Fourth Phase of benefits management






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






7. Organizational structure - culture and processes.






8. 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






9. 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






10. Program Closure






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






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






13. 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.






14. 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






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






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






17. Delivery of Program Benefits






18. Fifth lifecycle phase






19. Program Initiation






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






21. ___________ 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.






22. 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






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






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






25. Conception - design - manufacturing - service - divestment






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






27. 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.






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






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






30. Followed when benefits are delivered incrementally






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






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






33. 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.






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






35. 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






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






37. Second lifecycle phase






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






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






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






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






42. End result and expectations - Timeline for program benefit realization - Program budget - Risks and issues - Dependencies - assumptions - constraints - Management of the program and components - Other required services - Program






43. Pre-Program Preparations






44. 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.






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






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






47. 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






48. Inputs to Initiating and planning.






49. 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






50. The centralized coordinated management of a program to achieve the program's strategic objective and benefits. It involves aligning multiple projects to achieve the program goals and allows for optimized or integrated cost - schedule - and effort.