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






3. 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






4. Second phase of benefits management






5. Program Setup






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






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






8. Second lifecycle phase






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






10. 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






11. Program is ended by ________






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






13. 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.






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






15. 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






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






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






18. First phase of benefits management






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






20. 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.






21. 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






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






23. 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






24. Pre-Program Preparations






25. 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






26. Third lifecycle phase






27. Fourth lifecycle phase






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






29. Delivery of Program Benefits






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






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






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






33. 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






34. 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






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






36. 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






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






38. Components can begin ____ after the program begins.






39. 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






40. 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.






41. 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.






42. 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






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






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






45. Organizational structure - culture and processes.






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






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






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






49. Third phase of benefits management






50. Program Closure