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PMI: Pgmp Program Management Professional

  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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. First phase of benefits management

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

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

4. Components can begin ____ after the program begins.

5. Third lifecycle phase

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

7. Followed when benefits are delivered incrementally

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

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

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

11. 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

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

13. 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

14. 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

15. Program is ended by ________

16. 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

17. Delivery of Program Benefits

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

19. Organizational structure - culture and processes.

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

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

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

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

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

25. Third phase of benefits management

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

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

28. Program Initiation

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

30. May not necessarily be interdependent or directly related

31. Fifth lifecycle phase

32. ___________ 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.

33. 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

34. 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.

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

36. 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.

37. Program Setup

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

39. Pre-Program Preparations

40. Program Closure

41. 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.

42. First lifecycle phase

43. 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

44. Fourth lifecycle phase

45. 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

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

47. 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

48. 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.

49. 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.

50. 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