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






2. Delivery of Program Benefits






3. 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.






4. ___________ 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.






5. Second lifecycle phase






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






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






8. 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






9. 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






10. Management oversight of a program






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






12. 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






13. May not necessarily be interdependent or directly related






14. 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.






15. Second phase of benefits management






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






17. 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.






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






19. 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






20. 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






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






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. Program is ended by ________






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






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






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






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






29. Program Setup






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. Program Closure






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






33. Followed when benefits are delivered incrementally






34. Fourth lifecycle phase






35. Organizational structure - culture and processes.






36. 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






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






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






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






40. Program Initiation






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






42. 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






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






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






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






46. 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






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






48. 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






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






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