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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. 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






2. 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.






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






4. Pre-Program Preparations






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






6. ___________ 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.






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






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






9. 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






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






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






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






13. Fourth lifecycle phase






14. Components can begin ____ after the program begins.






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






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






17. Conception - design - manufacturing - service - divestment






18. Program is ended by ________






19. 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






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






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






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






23. 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






24. 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






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






26. 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.






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






28. 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.






29. 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






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






31. Second phase of benefits management






32. Fourth Phase of benefits management






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






34. 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.






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






36. Organizational structure - culture and processes.






37. Program Closure






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






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






40. 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.






41. Fifth lifecycle phase






42. Management oversight of a program






43. Second lifecycle phase






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






45. 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






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






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






48. 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






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






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