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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. 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.






2. 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






3. 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






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






5. 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






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






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






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






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






10. Program Closure






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






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






13. 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.






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






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






16. 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






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






18. May not necessarily be interdependent or directly related






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






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






21. 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.






22. Conception - design - manufacturing - service - divestment






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






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






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






26. Program is ended by ________






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






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






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






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






31. Pre-Program Preparations






32. Fifth lifecycle phase






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






34. 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






35. Fourth Phase of benefits management






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






37. 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






38. Second lifecycle phase






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






40. Fourth lifecycle phase






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






42. 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






43. 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






44. 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.






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






46. ___________ 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.






47. Second phase of benefits management






48. 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






49. Followed when benefits are delivered incrementally






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






Can you answer 50 questions in 15 minutes?



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