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






2. Program Initiation






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






4. 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.






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






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






7. Third phase of benefits management






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






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






10. Components can begin ____ after the program begins.






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






12. Delivery of Program Benefits






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






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






15. 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






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






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






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






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






20. 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.






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






22. 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






23. Program Closure






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






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






26. 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






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






28. Fifth lifecycle phase






29. 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.






30. Third lifecycle phase






31. Second phase of benefits management






32. Program Setup






33. Second lifecycle phase






34. 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






35. Organizational structure - culture and processes.






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






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






38. 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






39. 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






40. Inputs to Initiating and planning.






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






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






43. Pre-Program Preparations






44. 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.






45. 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






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






47. Management oversight of a program






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






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






50. 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