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PMI: Pgmp Program Management Professional
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Subjects
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certifications
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pmi
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
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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. 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.
Program infrastructure
Program Start
Portfolio Management
Portfolio and subsequently with organizational objectives
2. 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
Portfolio
Program Closure Phase
Program
Program Life Cycle
3. 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
Program Management Responsibilities
Program Setup Phase
Delivery of Program Benefits Phase Activity
Program Life Cycle
4. Focused on strategic alignment - investment appraisal - monitoring and controlling of opportunities and threats - benefits assessment and monitoring program outcomes.
Main Program Phases Five of Five
Program Management Responsibilities
Phase-Gate Review Approach
Enterprise environmental factor
5. 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
Governance
Pre-Program Phase Activity
Process assets
Program Setup Phase
6. Comprised of projects that focus on achieving their individual requirements.
Programs
Project Management
Program
Main Program Phases Two of Five
7. Change impact in either lifecycle can be felt in the other.
Portfolio
Organizational Process Assets
Program Lifecycle relationship to Product Lifecycle
Delivery of Program Benefits Phase Activity
8. Influence the program's success and include any or all processes related to the assets.
Main Program Phases Five of Five
Program
Pre-Program Phase Activity
Organizational Process Assets
9. A means of achieving organizational goals and objectives that are so large scale that they cannot be achieved by single projects.
Program Charter
Program Shutdown
Program
Delivery of Program Benefits Phase
10. Program Closure
Main Program Phases Five of Five
Program Initiation
Program Closure Phase Activities
Program Management Plan Content
11. Often the most time and cost-intensive effort of the program.
Program Manager
Enterprise environmental factor
Integration Testing
Governance
12. Application of knowledge - tools - skills and techniques to project activities to meet project requirements
Project Management
Portfolio and subsequently with organizational objectives
Main Program Phases One of Five
Delivery of Program Benefits Phase Activity
13. 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.
Delivery of Program Benefits Phase
Program
Portfolio Components
Program Initiation Phase
14. Translated by the program team from the Initiating and Planning processes.
Pre-Program Phase Activity
Program Scope - Deliverables - budget and schedule
Steering Committee
Program Setup Phase
15. Early in the lifecycle the desired goals and benefits as well as the approach for managing are directed by the ________
Program Domain
Program Life Cycle
Programs end
Program Setup Phase
16. 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
Enterprise environmental factor
Program Setup Phase Activity
PMO
Strategic goals and benefits - funding allocations - requirements - timelines and constraints
17. Requires the establishment of processes and measures for tracking and assessing benefits throughout the program life cycle.
Strategic goals and benefits - funding allocations - requirements - timelines and constraints
Benefits Management
Benefits Transistion
Portfolio
18. May not necessarily be interdependent or directly related
Phase-Gate Review Approach
Portfolio and subsequently with organizational objectives
Portfolio Components
Program Charter Contents
19. Similar to program and project domains - portfolio managemetn and program management domains interact in their ________
Project Management
Program Closure
Main Program Phases One of Five
Process Groups
20. Coordinates efforts between projects but does not directly manage the individual projects
Program Manager
Pre-Program Preparations
Delivery of Program Benefits
Organizational Process Assets
21. 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.
Project Domain
Program Initiation Phase
Program Management
Portfolio Review Board
22. Conception - design - manufacturing - service - divestment
Product Lifecycle
Benefits Realization
Main Program Phases Two of Five
Pre-program Preparations
23. Status updates - audits - phase-gate reviews - change control
Benefits Management
Means of Governance
Benefit
Project Management
24. Program Manager must have _________________ to deal with various stakeholders including team members - sponsors - managing directors - customers - vendors - and senior management - and other program stakeholders.
Program Shutdown
Program Setup Phase
Means of Governance
Strong communication skills
25. A temporary endeavor undertaken to create a unique product - service or result
Project
Initiating and planning
Program Initiation
Main Program Phases Five of Five
26. Program is ended by ________
Project Management
Steering Committee
Delivery of Program Benefits
Project
27. In a portfolio the program's ____________ receive inputs from the portfolio domain.
Project Domain
Main Program Phases Three of Five
Initiating and planning
Means of Governance
28. Begins when funding is approved or when the program manager is assigned.
Program Start
Main Program Phases Four of Five
Main Program Phases Two of Five
Program Domain
29. One of the truest measures of an organization's intent - direction - and progress. Guides investment decisions - resource allocation - and priorities of an organization.
Portfolio
Programs
Pre-program Preparations
Benefit
30. Often occurs immediately after product delivery and customer acceptance. Sometimes occurs after product transitions into an operational phase and is managed by normal operations.
Program Shutdown
Benefits Management
Project Management
Steering Committee
31. Pre-Program Preparations
Benefits Realization
Main Program Phases One of Five
Program Closure Phase
Parallel lifecycle to Program
32. Fifth lifecycle phase
Main Program Phases Five of Five
Delivery of Program Benefits
Program Closure
Portfolio Components
33. Purpose is to execute a controlled close down of the program.
Program Initiation
Main Program Phases One of Five
Delivery of Program Benefits
Program Closure Phase
34. 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
Program Closure Phase
Program Management Responsibilities
Benefits Realization
Phase-Gate Reviews
35. Fourth Phase of benefits management
Main Program Phases Five of Five
Strategic goals and benefits - funding allocations - requirements - timelines and constraints
Benefits Transistion
Steering Committee
36. Can happen all at once at the end or incrementally unlike projects which usually deliver only at the end.
Program Approval Factor
Program Benefit Delivery
Program
Strong communication skills
37. 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
Programs end
Program Start
Program Charter Contents
Program Lifecycle relationship to Product Lifecycle
38. Second lifecycle phase
Benefits Realization
Program Charter Approval
Program Initiation
Programs
39. The program has received the "approval in principle" from a selection committee.
Program Closure
Program Setup Phase
Main Program Phases Five of Five
Main Program Phases One of Five
40. Fourth lifecycle phase
Program
Program Closure Phase
Delivery of Program Benefits
Process Groups
41. The formal document that consolidates all the available information about the program.
Program Life Cycle
Main Program Phases One of Five
Program Charter
Project
42. 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
Benefits Realization
Delivery of Program Benefits Phase
PMO
Program Setup Output
43. 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
Program Closure Phase Activity
Program Setup
Benefits Transistion
PMO
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.
Portfolio Review Board
Program
Initiating and planning
Program Governance
45. Later in the lifecycle the project status - risks - changes - costs - issues - and other information affecting the program are reported by the ________
Programs
Governance
Portfolio and subsequently with organizational objectives
Project Domain
46. ___________ 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.
Organizational Process Assets
Program Life Cycle
Programs end
Domain interaction
47. Second phase of benefits management
Program Setup Phase
Program Charter Approval
Benefits Analysis and Planning
Organizational Process Assets
48. 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
Program Closure Phase Activity
Program Closure Phase
Parallel lifecycle to Program
Phase-Gate Review
49. Followed when benefits are delivered incrementally
Portfolio Components
Parallel lifecycle to Program
Benefits Analysis and Planning
Program Initiation
50. Lead to shutdown of the program organization and infrastructure.
Program Closure Phase Activities
Program Closure
Phase-Gate Review
PMO
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