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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. 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.






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






3. First phase of benefits management






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






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






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






7. Third phase of benefits management






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






9. 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






10. Program is ended by ________






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






12. 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






13. 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.






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






15. 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.






16. 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.






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






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






19. 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






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






21. 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






22. 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






23. 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






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






25. Conception - design - manufacturing - service - divestment






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






27. Second phase of benefits management






28. 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.






29. 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






30. Third lifecycle phase






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






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






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






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






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






36. Program Setup






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






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






39. 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






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






41. Delivery of Program Benefits






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






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






44. 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.






45. ___________ when all compenents within the program have successfully produced their deliverable and have been incorporated into the final product; and that procud has been delivered or tranistioned into operations.






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






47. 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






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. Fourth lifecycle phase






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