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






2. Program Initiation






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






4. Fourth lifecycle phase






5. 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






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






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






8. Organizational structure - culture and processes.






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






10. Pre-Program Preparations






11. Followed when benefits are delivered incrementally






12. 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






13. 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






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






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






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






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






18. Delivery of Program Benefits






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






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






21. 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.






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






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






24. 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






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






26. 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.






27. 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






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






29. Second phase of benefits management






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






31. 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.






32. Third phase of benefits management






33. Second lifecycle phase






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






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






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






37. Program Closure






38. Third lifecycle phase






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






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






41. 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






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






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






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






45. 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






46. 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.






47. 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






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






49. 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.






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