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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. Management oversight of a program






2. 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.






3. ___________ 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.






4. 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.






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






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






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






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






9. 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






10. 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






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






12. May not necessarily be interdependent or directly related






13. 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.






14. Organizational structure - culture and processes.






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






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






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






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






19. 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






20. 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






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






22. 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.






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






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






25. Conception - design - manufacturing - service - divestment






26. Program is ended by ________






27. Followed when benefits are delivered incrementally






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






29. 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






30. Fourth Phase of benefits management






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






32. Third phase of benefits management






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






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






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






36. 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.






37. 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






38. 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.






39. First phase of benefits management






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






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






43. Program Setup






44. Components can begin ____ after the program begins.






45. Second phase of benefits management






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






47. 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






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






49. 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






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