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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. 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






2. Inputs to Initiating and planning.






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






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






5. 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






6. 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.






7. Components can begin ____ after the program begins.






8. Management oversight of a program






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






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






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






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






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






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






15. Organizational structure - culture and processes.






16. 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.






17. Fourth lifecycle phase






18. 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.






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






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






21. 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






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






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






24. Program Initiation






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






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






27. Program Closure






28. Third lifecycle phase






29. 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.






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






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






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






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






34. 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






35. Delivery of Program Benefits






36. 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






37. Fourth Phase of benefits management






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. Program is ended by ________






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






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






42. 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.






43. 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






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






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






46. 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






47. First phase of benefits management






48. Second lifecycle phase






49. Pre-Program Preparations






50. 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