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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. Begins when funding is approved or when the program manager is assigned.






2. Inputs to Initiating and planning.






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






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






5. 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.






6. 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






7. 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






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






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






10. 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.






11. 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






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






13. Program Initiation






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






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. The formal document that consolidates all the available information about the program.






17. Components can begin ____ after the program begins.






18. Program is ended by ________






19. Management oversight of a program






20. 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






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






22. Program Setup






23. 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.






24. 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.






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






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






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






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






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






30. 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






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






32. 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






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






34. Fifth lifecycle phase






35. Second lifecycle phase






36. 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.






37. 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.






38. Second phase of benefits management






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






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






41. 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






42. 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






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






44. Organizational structure - culture and processes.






45. 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






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






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






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






50. 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