Test your basic knowledge |

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






2. Program Setup






3. 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.






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






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. Fourth lifecycle phase






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






8. 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.






9. Fifth lifecycle phase






10. 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






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






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






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






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






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






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






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






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






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






20. Second phase of benefits management






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






22. ___________ 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.






23. 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






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






25. Program Closure






26. 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






27. 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.






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






29. Delivery of Program Benefits






30. 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






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






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






33. Management oversight of a program






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






35. 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.






36. May not necessarily be interdependent or directly related






37. Conception - design - manufacturing - service - divestment






38. 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






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






40. Followed when benefits are delivered incrementally






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






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






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






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






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






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






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






48. First phase of benefits management






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






50. An outcome of actions and behaviors that provides utility to the Organization.