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. ___________ 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.






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






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






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






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






6. May not necessarily be interdependent or directly related






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






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






9. First lifecycle phase






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






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






12. Third lifecycle phase






13. 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






14. 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






15. 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






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






17. 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






18. Delivery of Program Benefits






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






20. Fourth lifecycle phase






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






22. Program Closure






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






24. 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






25. 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.






26. Second phase of benefits management






27. Organizational structure - culture and processes.






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






29. 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.






30. 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.






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






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






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






34. 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






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






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






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






38. Conception - design - manufacturing - service - divestment






39. 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.






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






41. Second lifecycle phase






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






43. Management oversight of a program






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






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






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






47. 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.






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






49. 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






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