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. Program Setup






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






4. First lifecycle phase






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






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






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






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. 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






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






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






12. ___________ 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.






13. 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.






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






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






16. May not necessarily be interdependent or directly related






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






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






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






20. Organizational structure - culture and processes.






21. Components can begin ____ after the program begins.






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






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






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






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






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. Pre-Program Preparations






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






29. Program is ended by ________






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






31. Inputs to Initiating and planning.






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






33. Program Initiation






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






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






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






37. 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






38. 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






39. Conception - design - manufacturing - service - divestment






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






41. Second phase of benefits management






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






43. 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






44. Second lifecycle phase






45. 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






46. 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.






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






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






49. 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.






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