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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. Management oversight of a program






2. 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.






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






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






5. First phase of benefits management






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






7. May not necessarily be interdependent or directly related






8. 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.






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






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






11. 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.






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. Program Setup






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






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






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






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






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






19. Fifth lifecycle phase






20. Program Closure






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






22. 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.






23. 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






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






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






26. 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






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






28. Program Initiation






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






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






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






33. 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






34. Second phase of benefits management






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






36. 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






37. 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






38. 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.






39. 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.






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






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






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






43. ___________ 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.






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






45. Pre-Program Preparations






46. 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






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






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






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






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