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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. 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






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






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






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






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






6. 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






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






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






9. Followed when benefits are delivered incrementally






10. First lifecycle phase






11. Fourth lifecycle phase






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






13. 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






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






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






16. 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.






17. Conception - design - manufacturing - service - divestment






18. Fourth Phase of benefits management






19. Pre-Program Preparations






20. Second phase of benefits management






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






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






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






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






25. 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






26. Inputs to Initiating and planning.






27. 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






28. Organizational structure - culture and processes.






29. 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






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






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






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






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






34. 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.






35. 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






36. Third phase of benefits management






37. 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






38. 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






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






41. 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.






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






43. 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.






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






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






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






47. 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






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






49. 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






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