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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. Fourth lifecycle phase






2. Second phase of benefits management






3. May not necessarily be interdependent or directly related






4. Coordinates efforts between projects but does not directly manage the individual projects






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






6. 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






7. Followed when benefits are delivered incrementally






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






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






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






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






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. 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






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






15. First lifecycle phase






16. 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






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






18. 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.






19. 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.






20. Third phase of benefits management






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






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






23. 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






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






25. 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






26. 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.






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






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






29. 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






30. Program Closure






31. 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






32. Fifth lifecycle phase






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






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






35. 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






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






37. 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.






38. 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






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






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






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






42. Conception - design - manufacturing - service - divestment






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






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






45. 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






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






47. 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






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






49. Program Setup






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