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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. Fourth Phase of benefits management






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






3. Organizational structure - culture and processes.






4. A means of achieving organizational goals and objectives that are so large scale that they cannot be achieved by single projects.






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






6. May not necessarily be interdependent or directly related






7. ___________ 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.






8. Program is ended by ________






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






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






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






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






14. Fourth lifecycle phase






15. Conception - design - manufacturing - service - divestment






16. 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






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






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






19. 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






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






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






22. Third phase of benefits management






23. Management oversight of a program






24. Delivery of Program Benefits






25. Focuses on the analysis of the available information about organizational and business strategies - internal & external influences - program drivers - and the benefits that involved parties expected to realize.






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






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






28. 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.






29. 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






30. Program Initiation






31. 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






32. Inputs to Initiating and planning.






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






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






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






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






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






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






40. 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






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






42. First lifecycle phase






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






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






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






47. 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






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






50. Supports program manager and provides information on schedule and budget - performance - risks - inter-component status and issues - stakeholder communications - and all other program management information.