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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. 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.






2. 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.






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






4. 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.






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






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






7. Management oversight of a program






8. May not necessarily be interdependent or directly related






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






10. Program Setup






11. 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






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






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






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






15. Delivery of Program Benefits






16. 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






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






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






19. Program is ended by ________






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






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






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






23. 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






24. 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






25. Components can begin ____ after the program begins.






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






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






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






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






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






31. 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






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






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






34. 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






35. Conception - design - manufacturing - service - divestment






36. First phase of benefits management






37. 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






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






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






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






41. 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






42. Program Initiation






43. Organizational structure - culture and processes.






44. 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.






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






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






47. 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






48. Program Closure






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






50. 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