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






2. Components can begin ____ after the program begins.






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






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






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






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






7. 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






8. 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






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






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






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






12. Fifth lifecycle phase






13. 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






14. 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






15. Fourth Phase of benefits management






16. Third phase of benefits management






17. 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.






18. Program Closure






19. Management oversight of a program






20. 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






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






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






23. Second phase of benefits management






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






25. 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.






26. 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.






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






28. Program Setup






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






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






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






32. 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.






33. 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.






34. 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.






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






36. 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






37. Program Initiation






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






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






40. Delivery of Program Benefits






41. 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.






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






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






44. Coordinates efforts between projects but does not directly manage the individual projects






45. Conception - design - manufacturing - service - divestment






46. Inputs to Initiating and planning.






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






48. Program is ended by ________






49. Pre-Program Preparations






50. 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