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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. 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






2. 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






3. 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.






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






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






6. 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






7. First phase of benefits management






8. 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






9. 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.






10. 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.






11. 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






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






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. May not necessarily be interdependent or directly related






15. Components can begin ____ after the program begins.






16. 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






17. Program Initiation






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






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






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






21. Program Setup






22. 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






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






24. Fifth lifecycle phase






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






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






27. Pre-Program Preparations






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






29. Program is ended by ________






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






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






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






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. A program must have more than one to function.






35. 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






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






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






38. 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.






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






40. 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






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






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






43. Inputs to Initiating and planning.






44. Second lifecycle phase






45. 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.






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






47. 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






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






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






50. 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