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






3. Pre-Program Preparations






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






5. Delivery of Program Benefits






6. Organizational structure - culture and processes.






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






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






9. Fourth Phase of benefits management






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






11. Understanding the strategic benefits of the program - Developing a plan to initiate the program - Defining the program objectives and their alignment with the organizational goals - Developing a high level business case demonstrating an understanding






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






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






14. 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






15. 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






16. 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.






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






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






19. Desired outcomes - Benefits analysis - which identifies and plans for their realization Strategic fit within the organization's long term goals. - Total available resources - Estimated time scale - costs - and effort required to set-up - manage and d






20. 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






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






22. 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.






23. 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






24. Program Closure






25. 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.






26. 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






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






28. Management oversight of a program






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






30. Program Setup






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. 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






33. Followed when benefits are delivered incrementally






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






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






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






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






39. 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.






40. First phase of benefits management






41. 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.






42. 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






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






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






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






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






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






49. Third phase of benefits management






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