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






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






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






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






5. Conception - design - manufacturing - service - divestment






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






7. Fourth lifecycle phase






8. Program Initiation






9. 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






10. 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






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






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






13. Second phase of benefits management






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






15. 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






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






17. Components can begin ____ after the program begins.






18. Third lifecycle phase






19. Third phase of benefits management






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






21. First lifecycle phase






22. First phase of benefits management






23. 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.






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






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






26. 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






27. 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.






28. 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.






29. 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






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






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






32. Delivery of Program Benefits






33. 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






34. 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






35. 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.






36. Followed when benefits are delivered incrementally






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






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






39. 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






40. Inputs to Initiating and planning.






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






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






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






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






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






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






47. Fourth Phase of benefits management






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






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






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