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






2. 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






3. Program Initiation






4. 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






5. Followed when benefits are delivered incrementally






6. Second phase of benefits management






7. Program Closure






8. May not necessarily be interdependent or directly related






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






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






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






12. 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.






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






14. First lifecycle phase






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






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






17. 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






18. 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.






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






20. 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






21. Pre-Program Preparations






22. 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.






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






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






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






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






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






28. Third phase of benefits management






29. Delivery of Program Benefits






30. 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






31. Fourth Phase of benefits management






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






33. Inputs to Initiating and planning.






34. 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.






35. 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






36. Second lifecycle phase






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






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






39. Third lifecycle phase






40. 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






41. 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






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






43. Organizational structure - culture and processes.






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






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






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






47. 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






48. Fifth lifecycle phase






49. Program Setup






50. 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.