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






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






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






4. 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






5. Pre-Program Preparations






6. Third phase of benefits management






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






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






9. Followed when benefits are delivered incrementally






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






11. First phase of benefits management






12. 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






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






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






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






16. 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






17. 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






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






19. Program Setup






20. 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.






21. 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






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






23. Program is ended by ________






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. Second phase of benefits management






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






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






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






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






30. 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






31. 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






32. Fourth lifecycle phase






33. 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






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






35. Third lifecycle phase






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






37. 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.






38. Organizational structure - culture and processes.






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






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






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






42. Delivery of Program Benefits






43. Second lifecycle phase






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






45. Inputs to Initiating and planning.






46. 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






47. 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.






48. Conception - design - manufacturing - service - divestment






49. 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






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