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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. 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






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






3. 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






4. 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






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






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






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






8. 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






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






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






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






12. 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






13. Program Closure






14. 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






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






16. Part of the Program Initiation phase and is one of its main outputs.






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. Inputs to Initiating and planning.






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






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






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






22. 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.






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






24. Organizational structure - culture and processes.






25. Second lifecycle phase






26. 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.






27. Pre-Program Preparations






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






29. Conception - design - manufacturing - service - divestment






30. First phase of benefits management






31. Second phase of benefits management






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






33. 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






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






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






36. Fourth lifecycle phase






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






38. Program is ended by ________






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






40. Third lifecycle phase






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






42. 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






43. 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






44. Program Initiation






45. 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






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. Fourth Phase of benefits management






48. 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






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






50. First lifecycle phase