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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 Setup






2. 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






3. 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






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






5. 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.






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






7. 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.






8. ___________ 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.






9. 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






10. 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






11. Second phase of benefits management






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






13. First lifecycle phase






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






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






16. Second lifecycle phase






17. 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






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






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






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






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






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






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






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






25. 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






26. 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.






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






28. Followed when benefits are delivered incrementally






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






30. Conception - design - manufacturing - service - divestment






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






32. Program Initiation






33. 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






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






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






36. Third lifecycle phase






37. Inputs to Initiating and planning.






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






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






40. 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






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






42. 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.






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






44. 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






45. 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






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






47. Program Closure






48. 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






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






50. First phase of benefits management