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






2. ___________ 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.






3. 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






4. Inputs to Initiating and planning.






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. First lifecycle phase






7. Program Initiation






8. Organizational structure - culture and processes.






9. Third phase of benefits management






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






11. 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.






12. 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






13. Third lifecycle phase






14. Program Closure






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






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






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






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






19. 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






20. Program is ended by ________






21. First phase of benefits management






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






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






24. Conception - design - manufacturing - service - divestment






25. 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






26. 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






27. 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.






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






29. Pre-Program Preparations






30. 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.






31. 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






32. 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






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






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






35. 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






36. Components can begin ____ after the program begins.






37. 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.






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






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






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






41. Followed when benefits are delivered incrementally






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






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






44. Program Setup






45. 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






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






47. 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






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






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






50. Management oversight of a program