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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. 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






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






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






4. May not necessarily be interdependent or directly related






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






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






7. End result and expectations - Timeline for program benefit realization - Program budget - Risks and issues - Dependencies - assumptions - constraints - Management of the program and components - Other required services - Program






8. Third phase of benefits management






9. 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.






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






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






12. Conception - design - manufacturing - service - divestment






13. Change impact in either lifecycle can be felt in the other.






14. Focuses on the analysis of the available information about organizational and business strategies - internal & external influences - program drivers - and the benefits that involved parties expected to realize.






15. Management oversight of a program






16. 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






17. Pre-Program Preparations






18. Program Initiation






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






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






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






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






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






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






26. Program is ended by ________






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






28. Similar to program and project domains - portfolio managemetn and program management domains interact in their ________






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






30. Followed when benefits are delivered incrementally






31. First phase of benefits management






32. Third lifecycle phase






33. 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






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






35. 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.






36. 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.






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






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






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






40. Program Closure






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






42. Program Setup






43. 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






44. 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.






45. 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.






46. Delivery of Program Benefits






47. 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.






48. Second phase of benefits management






49. 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






50. Inputs to Initiating and planning.