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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. ___________ 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. 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.






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






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






5. _________when funding is approved or program manager is assigned.






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






7. Program Initiation






8. 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






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






10. May not necessarily be interdependent or directly related






11. Organizational structure - culture and processes.






12. Fourth Phase of benefits management






13. Components can begin ____ after the program begins.






14. Coordinates efforts between projects but does not directly manage the individual projects






15. 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.






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






17. 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.






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






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






20. 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.






21. Second lifecycle phase






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






23. 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.






24. Delivery of Program Benefits






25. 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






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






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






28. 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






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






30. First phase of benefits management






31. Third lifecycle phase






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






33. 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






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






35. 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






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






37. Third phase of benefits management






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






39. 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






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






41. 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






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






43. 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






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






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






46. Program Closure






47. 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






48. 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.






49. Conception - design - manufacturing - service - divestment






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