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






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






3. Program Closure






4. Conception - design - manufacturing - service - divestment






5. Program Setup






6. 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






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






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






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






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






11. First phase of benefits management






12. 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






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






14. Components can begin ____ after the program begins.






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






16. 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






17. May not necessarily be interdependent or directly related






18. 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






19. Third lifecycle phase






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






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






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






23. 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.






24. 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.






25. 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






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






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






28. Third phase of benefits management






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






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






31. 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.






32. 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






33. First lifecycle phase






34. 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.






35. Management oversight of a program






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






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






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






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






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






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






42. Fourth lifecycle phase






43. 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






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






45. Second phase of benefits management






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






47. Inputs to Initiating and planning.






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






49. 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






50. ___________ 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.