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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. 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






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






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






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






5. 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.






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






7. 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






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






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






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






11. 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.






12. 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






13. Third lifecycle phase






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






15. 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.






16. 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.






17. Followed when benefits are delivered incrementally






18. Program Initiation






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






20. First phase of benefits management






21. 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






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. Fourth Phase of benefits management






24. Program Setup






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






26. 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






27. 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






28. Conception - design - manufacturing - service - divestment






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






30. _________when funding is approved or program manager is assigned.






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






32. 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






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






34. A temporary endeavor undertaken to create a unique product - service or result






35. Organizational structure - culture and processes.






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






37. Program is ended by ________






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






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






40. Program Closure






41. Second phase of benefits management






42. 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.






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






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






45. Inputs to Initiating and planning.






46. 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.






47. Management oversight of a program






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






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






50. Fourth lifecycle phase







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