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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. 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






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






3. 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.






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






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






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






7. 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.






8. Followed when benefits are delivered incrementally






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






10. Organizational structure - culture and processes.






11. Fourth Phase of benefits management






12. Second phase of benefits management






13. 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.






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






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. Fifth lifecycle phase






17. 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






18. Conception - design - manufacturing - service - divestment






19. 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.






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






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






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






23. 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






24. Inputs to Initiating and planning.






25. Program Setup






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






27. Program Initiation






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






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






30. Program is ended by ________






31. 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






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. 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.






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






36. Pre-Program Preparations






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






38. 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






39. 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.






40. 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






41. Third lifecycle phase






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






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






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






46. May not necessarily be interdependent or directly related






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






48. Fourth lifecycle phase






49. 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






50. Third phase of benefits management