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. 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






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






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






4. 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






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






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






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






8. Program Management focuses on achieving the benefits aligned with the ______________________.






9. The formal document that consolidates all the available information about the program.






10. 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.






11. 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.






12. Program is ended by ________






13. 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.






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






15. Third phase of benefits management






16. First lifecycle phase






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






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






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






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






22. Inputs to Initiating and planning.






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






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






25. 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






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






27. Conception - design - manufacturing - service - divestment






28. Program Setup






29. Program Initiation






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






31. Second phase of benefits management






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






33. 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.






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






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






36. Pre-Program Preparations






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






38. 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






39. Components can begin ____ after the program begins.






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






41. First phase of benefits management






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






43. 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.






44. Delivery of Program Benefits






45. 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






46. Organizational structure - culture and processes.






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






48. 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






49. 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






50. Third lifecycle phase