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1) PgMP > PgMP Knowledge and Understanding > Flashcards

PgMP Knowledge and Understanding Flashcards

1
Q

5 Domains

A
  1. Strategic Program Management
  2. Program Life Cycle
  3. Benefits Management
  4. Stakeholder Management
  5. Governance
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2
Q

Strategic Program Management - identifying… and … that achieve the organization’s strategic… through program…

A

benefits and opportunities

objectives

implementation

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3
Q

Program Life Cycle activities (5)

A

Initiating

Planning

Executing

Controlling

and

Closing

IPECaC

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4
Q

Benefits Management - d…, c…, m…, and s… the benefits provided by programs

A

defining

creating

maximizing

sustaining

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5
Q

Stakeholder Management - capturing stakeholder… and…, gaining and maintaining stakeholder.., and …/… opposition

A

Capturing stakeholder needs and expectations, gaining and maintaining stakeholder support, and mitigating/channeling opposition

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6
Q

Governance - establishing … and maintaining… for proactive program management… and … support for applicable policies and practices throughout the entire program life cycle

A

Establishing processes and maintaining procedures for maintaining proactive program management oversight and decision-making support for applicable policies and practices throughout the entire program life cycle

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7
Q

An initial program assessment defines… (O,R,R)

A

objectives, requirements, and risks

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8
Q

an initial program assessment ensures program alignment with the organization’s … (sp,o,p,v, and ms)

A

strategic plan, objectives, priorities, vision and mission statement

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9
Q

a program is defined as related…, subsidiary …, and program … managed in a coordinated manner to obtain benefits not available from managing them …

A

projects

programs

activities

individually

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10
Q

programs are conducted primarily to deliver… to the… or constituents of the … organization

A

benefits

sponsor

sponsoring

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11
Q

program components: p…, s… or other related activities conduction to support a program

A

projects

subsidiary programs

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12
Q

projects are … endeavors undertaken to create a unique p.., s…, or result

A

temporary

product

service

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13
Q

5 constraints

A

cost, scope, quality

time and specifications

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14
Q

subsidiary programs

A

or ‘subprograms’ , … more

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15
Q

a portfolio is linked to…

A

strategic business objectives

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16
Q

a time-bound activity is an…

A

operation

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17
Q

when activities (components) are being managed in a coordinated way to obtain additional benefits…

A

complex operation

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18
Q

a business case is for…

A

business justification

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19
Q

the PWBS is based on …

A

deliverables

(Program Work Breakdown Structure)

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20
Q

the PWBS does not contain the description of the…, it merely breaks up the program deliverables into …

A

program packages,

smaller, more manageable units

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21
Q

in an environment where there is a great degree of uncertainty, it is good to use a …

A

rolling wave approach

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22
Q

the rolling wave approach allows a team to plan…

A

as much as possible

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23
Q

bottom-up estimates may not be possible where there are too many…

A

uncertainties about the work

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24
Q

why should the preparation of a PWBS ideally involve the teams, along with the program and project managers?

A

because it creates buy-in from the team

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25
Q

what is the usual starting point in all the planning processes on a program or project?

A

scope planning

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26
Q

the identification of benefits and costs is done during …

A

business case development

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27
Q

features needed is another word for …

A

scope

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28
Q

what is done after scope statement, distribution of work among components has been determined, and WBS created?

A

determine schedule, cost, and resource requirements

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29
Q

scope cannot and should not be baselined independent of the…

A

schedule and financial requirements

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30
Q

what is the purpose of a project WBS if you have a program WBS?

A

to break the work down into smaller deliverables that can be better managed by the project managers

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31
Q

WBS does not include … or … analysis, …, … requirements

A

make or buy analysis

or

sequencing

or

compliance requirements

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32
Q

What are the two functions of the program manager with regard to a project’s Validate Scope process?

  1. … and … about scope
  2. ensure the … produced by the projects can contribute to the creation of … for the customers of the program
A

oversight and guidance

deliverables…benefits

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33
Q

the PWBS includes all the work of the program at…

A

a high level

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34
Q

baseline represents the agreement between the… about what…

A

program and its stakeholders

program will deliver

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35
Q

what is it called when you are trying to deliver more than the program baseline?

A

gold plating

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36
Q

the baseline does not correlate … with …

A

components with benefits

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37
Q

while a baseline does not … changes, it does … them

A

prevent

manage

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38
Q

Program architecture establishes the … between .. and how they …

A

correlation

components

contribute to the benefits

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39
Q

KPIs and thresholds for measuring benefits achievement are in the … or the …

A

benefits register

benefits realization plan

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40
Q

the program governance plan may contain summarized …, the composition of the …, and schedule of the…

A

goals of the program

governance board

regular and phase gate review meetings

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41
Q

who issues the program charter?

A

the sponsor

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42
Q

are charters useful for acceptance tests?

A

nope

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43
Q

an issued charter can be utilized to establish key…, detail the high level … , and establish alignment of the program with the …

A

benefits and outcomes

constraints and assumptions

strategy of the organization

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44
Q

when a project depends on another project, what kind of dependency is the for that project?

A

external dependency

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45
Q

the management of interdependencies within a program is the responsibility of the…

A

program manager

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46
Q

a mismatch in time expecations cannot, on its own, be the basis of a …

A

procurement decision

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47
Q

a CPI of 0.8 and SPI of 1.2 means that the project is …

A

overbudget

ahead of shchedule

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48
Q

if a project is overbudget and ahead of schedule, what is the likely method of compressing the schedule?

A

crashing

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49
Q

what are the two ways to compress a schedule?

A

fast-tracking

crashing

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50
Q

what is the difference between fast-tracking and crashing

A

fast-tracking: activities performed sequentially are performed in parallel

crashing: adding resources to the project

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51
Q

who identifies risk on a program?

A

stakeholders

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52
Q

deploying additional resources from a resource pool is what risk repsonse strategy?

A

exploit

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53
Q

What are the 8 risk response strategies?

A

TEEAAMS

Transfer, Exploit, Enhance, Accept, Avoid, Mitigate, Share

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54
Q

3 phases of program activities

A

Definition Phase

Delivery Phase

Closure Phase

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55
Q

The program definition phase establishes and confirms… for the program and then develops a … for its delivery.

A

the business case

detailed plan

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56
Q

the two parts of the definition phase

A

program formulation

program planning

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57
Q

Scope Baseline is the approved version of the …, …, and its associated …

A

scope statement

WBS

WBS dictionary

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58
Q

The Project Scope Statement contains the project…, major …, …, and …

A

project scope

major deliverables

assumptions

constraints

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59
Q

The Work Breakdown Structure is a … of the total scope of work to be carried out.

A

hierarchal decomposition

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60
Q

scope, cost, and time cannot all be…

A

fixed at the same time

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61
Q

The Code of Ethics and Professional Conduct specifies obligations of …

A

responsibility

respect

fairness

honesty

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62
Q

The Code of Ethics and Professional Conduct requires that practitioners demonstrate a commitment to….

A

ethical and professional conduct

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63
Q

Programs deliver their intended benefits primarily through component … and subsidiary … that are pursued to produce outputs and outcomes.

A

component projects and subsidiary programs

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64
Q

Other program-related activities are … or … that are being conducted to …, but that are not directly tied to the subsidiary … or … sponsored or conducted by a program.

A

work processes

activities

programs

projects

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65
Q

Validate Scope determines whether…

A

the deliverables should be accepted

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66
Q

KPIs and thresholds are most likely in the…

A

benefits register

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67
Q

The primary difference between projects and programs is based on the recognition within… that the strategies for delivering benefits may need to be … as the outcomes of components are individually realized.

A

programs

optimized adaptively

68
Q

The primary value of managing an initiative as a program is based on the acknowledgment of the program manager’s readiness to …

A

adapt strategies to optimize the delivery benefits of the orgnaization

69
Q

program components may need to be pursued in an … manner

A

iterative, non-sequential

70
Q

What are the two ways that programs are generally initiated?

A

before or during

71
Q

Where does CPI come from?

A

Earned Value / Actual Cost

72
Q

Where does SPI come from?

A

Earned Value / Planned Value

73
Q

Contingency reserves are used for…

A

known unknowns

74
Q

A portfolio is a collection of …, …, …, and … managed as a group to achieve strategic objectives

A

projects

programs

subsidiary portfolios

operations

75
Q

Program management is defined as the application of …, …, and … to a program to achieve the program … and obtain … and … not available by managing the program components …

A

knowledge

skills

principles

objectives

benefits

control

individually

76
Q

Rolling wave planning is the process of project planning in … as the project proceeds and later … become clearer.

A

waves

details

77
Q

in rolling-wave planning, work to be done in the … is based on …;

also, … are set.

A

in the near term

high-level assumptions

high-level milestones

78
Q

In rolling-wave planning, as the project progresses, the …, …, and …. originally identified become more defined and reliable.

A

risks

assumptions

milestones

79
Q

Monte Carlo simulations are used to model the … of different outcomes in a process that cannot easily be predicted due to the intervention of … variables.

A

probability of different outcomes

random variables

80
Q

OPM

A

organizational project management

81
Q

Portfolio management is the … of one or more portfolios to achieve …

A

centralized management

strategic objectives

82
Q

Program management is the application of …, …, and … to a program to achieve the program objectives and to obtain … and … not available by managing program components individually.

A

knowledge, skills, and principles

benefits and control

83
Q

Program management focuses on the … and … delivery of benefits derived from the pursuit of a group of projects and other programs whose outcomes are …

A

coordinated and effective

related

84
Q

Pareto analysis is used to …

A

prioritize

85
Q

Ishikawa diagrams are used to uncover …

A

root causes

86
Q

Mind map is a technique used to …

A

organize thoughts in a systematic manner

87
Q

The Delphi technique is a … process framework based on the results of … sent to experts

A

forecasting

multiple rounds of questionaires

88
Q

workaround by definition is an …

A

unplanned response

89
Q

Through … , the program manager oversees and analyzes component … to determine the … approach for managing program components.

A

Program Management Performance Domains

interdependencies

optimal

90
Q

The relationship between program and portfolio management is …

A

collaborative

91
Q

The interactions and relationships between program managers and project managers may … over the program life cycle.

A

change

92
Q

The interactions between the program and project management functions tend to be … and …

A

iterative

cyclical

93
Q
A
94
Q

Organizations address the need for change by creating … to produce results, or change the organization, it’s products or its services.

A

strategic business initiatives

95
Q

Organizations employ program management to improve their…

A

abilities to deliver benefits.

96
Q

Secondary risks arise from the … employed to address an existing risk

A

response plans

97
Q

If work is known to be technically complex and the scope of work is unstable, then what kind of contract cannot be used?

A

Fixed Price

98
Q

With an unstable scope, what kind of contract is best?

A

cost-reimbursable with incentive

99
Q

The rule of 7 states that … calls for an investigation and process is deemed to be out of control.

A

7 consecutive points in ascending and descending sequence

100
Q

Program management enables organizations to more effectively pursue their strategic goals through the … pursuit of projects, subsidiary programs, and other program-related activities.

A

coordinated

101
Q

A program manager is the person authorized by the … to lead the team or teams responsible for achieving program …

A

performing organization

achieving program objectives

102
Q

In programs, it is recognized that the best means of delivering benefits may be …

A

uncertain

103
Q

As a consequence, programs should be managed in a way that recognizes the potential need to … strategies and plans during the course of a program to … delivery benefits.

A

adapt strategies and plans

optimize the delivery of benefits.

104
Q

The performance domains and supporting program activities discuss the …, …, and … required for managing u…, navigating c…, and implementing c… in a program environment, to optimize the delivery of program benefits.

A

principles, practices, and program management skills

uncertainty, complexity and change

105
Q

A program sponsor is an individual or a group that provies resources an suppor for the prgram and is accountable for enableing success.

A
106
Q

Program Management Performance Domains

A

Program Strategy Alignment

Program Benefits Alignment

Program Stakeholder Engagement

Program Governance

Program Life Cycle Management

107
Q

Program Strategy Alignment - identifies program output and outcomes to privde benfits aligned with the organziation’s goal and objectives

A
108
Q

Program Benefits Alignment - dfines, creates, maximized, and delivers the benefits provided by the program.

A
109
Q

Program Stakeholder Engagement - identifies and analyzes stakehodler needs and manages expectations and communciation to foster stakehodler support

A
110
Q

Program Governance - enables and performs program deicsion making, estabslihss pratices ato suppor the program, an dmaintains program oversight

A
111
Q

Porgram Life Cycle Management - manages porgram activities required to facilitate effective porgram defintion, program delivery, and prgram colsures.

A
112
Q

A program is closed when teh benefits and bojectives to ab be achieved by the program ar no longer in alignment iwth teh organization’s strategy or when measurements against the program’s key poerformanc eindicators reveal that the buisn case for the porgrma is ln no longer viable.

A
113
Q

Typical portfolio groupings of work include efforts staffed from the same resource pool, work delivered to teh same client, or work conducted in the same accounting period

A
114
Q

Kaizen

A

Kaizen involves proactively improving the organization and continuously trying to improve as an organization.

115
Q

Zero defects involve establishing what the customer … and providing it … without waste or having to … work.

A

wants

the first time

waste

repeat

116
Q

What is the time difference between portfolios and programs?

A

portfolios are not constrained by time

117
Q

How is relatedness different for programs and portfolios?

A

In a program, the work included is interdependent such that achieving the full intended benefits is dependent on the delivery of all components in the scope of the program.

In a portfolio, the work included is related ina any way seen fit.

118
Q

What are three characteristics that distinguish programs from projects?

A

Uncertainty

Managing Change

Complexity

119
Q

What are two characteristics that distinguish portfolios from programs

A

time

relatedness

120
Q

Uncertainty is especially high in the beginning of a program as …

A

the outcomes are not clear

121
Q

The expected output of project are generally more certain than those of programs…

A

at the time of their inception

122
Q

Programs require a management style that embraces … in order to address it…

A

uncertainty

more effectively

123
Q

Two categories of change for program managers

A

internal

external

124
Q

Internal change refers to changes …

A

within the program

125
Q

external changes refer to the need to … in order for it to be able to … created by the program

A

adapt the organization

exploit the benefits

126
Q

The Program Governance Board falls under what area of Program Management?

A

Program Benefits Management

127
Q

What is a matrix organization?

A

A matrix organization is defined as one in which there is dual or multiple managerial accountability and responsibility. However, the term matrix means quite different things to different people and in different industries (1)(5). In a matrix there are usually two chains of command, one along functional lines and the other along project, product, or client lines. Other chains of command such as geographic location are also possible.

128
Q

Kaizen is ___ intrusive.

A

least

129
Q

Tests at a program level quality plan are likely to include ___.

A

Integrations

130
Q

RFQ/IFB

A

Request for Quote / Invitation to Bid

131
Q

RFQ vs. RFP

A

Requests for quotes tend to be more detailed in pricing. And may include

132
Q

The Program Governance domain integrates with the ___ domain to help ensure that the program is continuously aligned with the organizational strategy and that the intended value can still be achived.

A

Benefits Management Performance

133
Q

Define the Six Sigma principles

A

(RDMAICSI)

Recognize

Define

Measure

Analyze

Improve

Control

Standardize

Integrate

134
Q

A project provides a set of ___ to a program which integrates them to create ___ which flow into the portfolio which is of ___ importance to the organization.

A

deliverables

benefits

strategic

135
Q
A
136
Q

What is smoothing?

A

Smoothing is a conflict resolution technique that tries to reduce the temperature of the conflict to buy time so that a better solution may be found. Best used if parties are coming to blows.

137
Q

Who is responsible for planning transition?

A

Program Manager

138
Q

What is the purpose of the benefits transition phase?

A

To ensure that program benefits are transitioned to operational areas and can be sustained once they are transferred.

139
Q

Is it the PMO or the Program Manager that decides the granularity of the program management plan.

A

Program Manager

140
Q

performance management and employee engagement to ensure that employee ___ is maximized

A

retention

141
Q

A project provides a set of deliverables to a program which integrates them to create benefits which flow into the porfolio which is of stragic importance to the organization.

A
142
Q

What is zero base budgeting?

A
143
Q

What are the outputs of the program definition phase?

A
144
Q

In a matrix organization the resources are owned by the ___.

A

Functions

145
Q

What is the difference between Y-Theory and X-Theory

A
146
Q
A
147
Q

Really really what is NPV compared to IRR?

A
148
Q

What is BCR?

A

Benefit Cost Ratio

149
Q

For a BCR of greater than 1, the project is expected to deliver ___

A

a positive NPV to its firm and its investors.

150
Q

NPV and IRR are better measures of benefit cost analysis as the include ___.

A

the time value of money.

151
Q

What is the hurdle rate?

A

The cost of capital.

152
Q

What are the n

A
153
Q

Who provides resources?

A

Sponsors

154
Q

the business case validates ___ and ___ feasibility

A

market and financial (or ecnomic)

155
Q

Organizations build strategy to define how their ___ will be achieved.

A

vision

156
Q

NPV vs IRR

A

NPV give a dollar value of discounted cash flows

IRR give a % return rate

157
Q

projects create ___, programs create ___

A

deliverables, benefits

158
Q

Management by exception is a style of business management that focuses on identifying and handling cases that deviate from the norm, recommended as best practice by the project management method.

A
159
Q

Portfolio Rationalization is management of a collection of Projects or Applications to optimize business spend and value returned. Project Rationalization: If a company is not canceling the bottom 20% of projects yearly, then it is not managing its project portfolio effectively.

A
160
Q

Portfolio Rationalization is management of a collection of Projects or Applications to optimize business spend and value returned. Project Rationalization: If a company is not canceling the bottom 20% of projects yearly, then it is not managing its project portfolio effectively.

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161
Q

Portfolio is a strategic grouping of components that meet specific business objectives

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162
Q

The Company is going for backward integration by deciding to insource the machinery needed for its operations.

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163
Q

3 point estimation techniques.

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164
Q

analgous, bottom up, parametric, and expert estimations

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165
Q

reporting: weighted mileston, EVM, fixed formula progress, forecast

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166
Q

3 poitn estimation technique

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167
Q
A

1) PgMP (6 decks)

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