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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. Program is ended by ________






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






3. Fifth lifecycle phase






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






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






6. 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






7. 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






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






9. 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






10. Organizational structure - culture and processes.






11. Program Initiation






12. Components can begin ____ after the program begins.






13. 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.






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






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






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






17. 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.






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






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






20. 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






21. 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






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






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






24. 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






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






26. 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






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






28. 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.






29. First phase of benefits management






30. Program Closure






31. Program Setup






32. A common outcome or a collective capability that is delivered






33. 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.






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






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






36. Third phase of benefits management






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






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






39. First lifecycle phase






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






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






42. 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






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






44. 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.






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






46. 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.






47. Followed when benefits are delivered incrementally






48. Fourth Phase of benefits management






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






50. Inputs to Initiating and planning.