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






2. 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.






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






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






5. Third phase of benefits management






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






7. 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






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






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






10. 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






11. Second lifecycle phase






12. Inputs to Initiating and planning.






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






14. Followed when benefits are delivered incrementally






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






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






17. Program Setup






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






19. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Multiple related projects that are initiated during the program's life cycle and are managed in a coordinated fashi






20. Components can begin ____ after the program begins.






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






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






23. Fourth Phase of benefits management






24. 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






25. 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.






26. Pre-Program Preparations






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






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






29. Second phase of benefits management






30. 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






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






32. 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






33. 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.






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






35. 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






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






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






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






39. Program Initiation






40. 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






41. 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






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






43. 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






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






45. 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






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






47. Conception - design - manufacturing - service - divestment






48. First phase of benefits management






49. 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.






50. 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