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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. 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






2. 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






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






4. 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






5. 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






6. 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.






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






8. 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






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






10. 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.






11. Management oversight of a program






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






13. Inputs to Initiating and planning.






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






15. Third lifecycle phase






16. 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






17. 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.






18. May not necessarily be interdependent or directly related






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






20. Second phase of benefits management






21. Program Initiation






22. Conception - design - manufacturing - service - divestment






23. Program Closure






24. 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.






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






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






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






28. Fourth Phase of benefits management






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






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






31. 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






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






33. Fourth lifecycle phase






34. 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






35. First lifecycle phase






36. 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.






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






38. 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






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






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






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






42. 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






43. ___________ 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.






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






45. Approval from the strategic governing board to proceed to the next program phase which is program setup - Program charter or program mandate.






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






47. 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.






48. Components can begin ____ after the program begins.






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






50. First phase of benefits management






Can you answer 50 questions in 15 minutes?



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