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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. 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.






2. Inputs to Initiating and planning.






3. Program Setup






4. Program Initiation






5. 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






6. Fifth lifecycle phase






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






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






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






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. Delivery of Program Benefits






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






13. ___________ when all compenents within the program have successfully produced their deliverable and have been incorporated into the final product; and that procud has been delivered or tranistioned into operations.






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






16. 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.






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






18. 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.






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






20. 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.






21. 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.






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






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






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






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






26. 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.






27. Organizational structure - culture and processes.






28. 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






29. Program Closure






30. 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






31. First lifecycle phase






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






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






34. 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






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






37. 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






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






39. 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






40. Management oversight of a program






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






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






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






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






45. 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.






46. Second lifecycle phase






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






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






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






50. 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