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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. 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






2. 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






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






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






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






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






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






8. Inputs to Initiating and planning.






9. 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






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






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






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






13. 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






14. First lifecycle phase






15. 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






16. Second lifecycle phase






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






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






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






20. Conception - design - manufacturing - service - divestment






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






22. Delivery of Program Benefits






23. Program Setup






24. 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






25. Management oversight of a program






26. 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






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






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






29. Pre-Program Preparations






30. 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.






31. 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






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






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






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






35. Program Closure






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






37. Third lifecycle phase






38. 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






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






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






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






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






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






44. 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






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






46. 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.






47. 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.






48. Fourth lifecycle phase






49. Fifth lifecycle phase






50. Second phase of benefits management