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






2. End result and expectations - Timeline for program benefit realization - Program budget - Risks and issues - Dependencies - assumptions - constraints - Management of the program and components - Other required services - Program






3. 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






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






5. 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.






6. May not necessarily be interdependent or directly related






7. Second phase of benefits management






8. Program is ended by ________






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






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






11. Fifth lifecycle phase






12. Followed when benefits are delivered incrementally






13. 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.






14. 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






15. 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.






16. 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






17. 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.






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






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






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






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






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






23. 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.






24. 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






25. 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






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






27. Inputs to Initiating and planning.






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






29. Fourth Phase of benefits management






30. 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.






31. First lifecycle phase






32. 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.






33. 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






34. 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






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






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






37. 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.






38. Pre-Program Preparations






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






40. Organizational structure - culture and processes.






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






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






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






44. Components can begin ____ after the program begins.






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






46. 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






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






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






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






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






Can you answer 50 questions in 15 minutes?



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