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






2. 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






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






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






5. 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






6. Pre-Program Preparations






7. 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






8. First lifecycle phase






9. Program Setup






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






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






12. ___________ 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.






13. Conception - design - manufacturing - service - divestment






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






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






16. 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






17. 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.






18. Management oversight of a program






19. 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






20. Program Initiation






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






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






23. May not necessarily be interdependent or directly related






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






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






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






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






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






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






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






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. 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






33. 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






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






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






36. A program must have more than one to function.






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. 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






39. 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






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






41. Inputs to Initiating and planning.






42. Third lifecycle phase






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






44. 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.






45. Organizational structure - culture and processes.






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






47. 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






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






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






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