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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. 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






2. Fourth Phase of benefits management






3. 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






4. Conception - design - manufacturing - service - divestment






5. Desired outcomes - Benefits analysis - which identifies and plans for their realization Strategic fit within the organization's long term goals. - Total available resources - Estimated time scale - costs - and effort required to set-up - manage and d






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






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






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. 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.






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






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






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






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






14. 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






15. Program Initiation






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






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






18. Inputs to Initiating and planning.






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






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






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






22. 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






23. 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






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






25. Third phase of benefits management






26. Followed when benefits are delivered incrementally






27. Third lifecycle phase






28. First lifecycle phase






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






30. Management oversight of a program






31. Organizational structure - culture and processes.






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






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






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






35. Program Closure






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






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






38. 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.






39. Second phase of benefits management






40. 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






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






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






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






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






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






46. 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






47. 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






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






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. Pre-Program Preparations