Test your basic knowledge |

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 funding is approved or program manager is assigned.






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






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






4. 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






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






6. Fourth lifecycle phase






7. 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






8. Program is ended by ________






9. Third phase of benefits management






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






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






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






13. 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.






14. Second phase of benefits management






15. Second lifecycle phase






16. 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






17. First lifecycle phase






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






19. First phase of benefits management






20. 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.






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. 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






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






24. Organizational structure - culture and processes.






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






26. 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






27. Third lifecycle phase






28. 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






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






30. 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.






31. 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.






32. 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






33. 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.






34. 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.






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






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. Program Closure






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






39. Fifth lifecycle phase






40. Followed when benefits are delivered incrementally






41. 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






42. Management oversight of a program






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






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






45. 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.






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






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






48. 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






49. Program Initiation






50. 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