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






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






3. Management oversight of a program






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






5. 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






6. Program Setup






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






9. Fourth Phase of benefits management






10. Program Initiation






11. 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.






12. Conception - design - manufacturing - service - divestment






13. 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






14. 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.






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






16. Program is ended by ________






17. 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.






18. Components can begin ____ after the program begins.






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






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






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






22. 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.






23. 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






24. 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






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






26. 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






27. 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






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






29. 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.






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






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






32. 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






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






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






35. ___________ 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.






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






37. 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.






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






39. Second phase of benefits management






40. 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.






41. An outcome of actions and behaviors that provides utility to the Organization.






42. May not necessarily be interdependent or directly related






43. Pre-Program Preparations






44. First phase of benefits management






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






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






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






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






50. 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