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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. 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






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






3. 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






4. May not necessarily be interdependent or directly related






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






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






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






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






9. Fourth Phase of benefits management






10. Program Setup






11. 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.






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






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. First phase of benefits management






15. Components can begin ____ after the program begins.






16. Management oversight of a program






17. Third phase of benefits management






18. ___________ 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.






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. 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






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






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






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






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






25. Program Initiation






26. 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






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






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






29. Program is ended by ________






30. Conception - design - manufacturing - service - divestment






31. Followed when benefits are delivered incrementally






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






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






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






35. 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






36. 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






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






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






39. Pre-Program Preparations






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






41. 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






42. First lifecycle phase






43. 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






44. 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.






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






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






47. Third lifecycle phase






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






49. 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






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