PgMP Knowledge and Understanding Flashcards
(167 cards)
1
Q
5 Domains
A
- Strategic Program Management
- Program Life Cycle
- Benefits Management
- Stakeholder Management
- Governance
2
Q
Strategic Program Management - identifying… and … that achieve the organization’s strategic… through program…
A
benefits and opportunities
objectives
implementation
3
Q
Program Life Cycle activities (5)
A
Initiating
Planning
Executing
Controlling
and
Closing
IPECaC
4
Q
Benefits Management - d…, c…, m…, and s… the benefits provided by programs
A
defining
creating
maximizing
sustaining
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
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
7
Q
An initial program assessment defines… (O,R,R)
A
objectives, requirements, and risks
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
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
10
Q
programs are conducted primarily to deliver… to the… or constituents of the … organization
A
benefits
sponsor
sponsoring
11
Q
program components: p…, s… or other related activities conduction to support a program
A
projects
subsidiary programs
12
Q
projects are … endeavors undertaken to create a unique p.., s…, or result
A
temporary
product
service
13
Q
5 constraints
A
cost, scope, quality
time and specifications
14
Q
subsidiary programs
A
or ‘subprograms’ , … more
15
Q
a portfolio is linked to…
A
strategic business objectives
16
Q
a time-bound activity is an…
A
operation
17
Q
when activities (components) are being managed in a coordinated way to obtain additional benefits…
A
complex operation
18
Q
a business case is for…
A
business justification
19
Q
the PWBS is based on …
A
deliverables
(Program Work Breakdown Structure)
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
21
Q
in an environment where there is a great degree of uncertainty, it is good to use a …
A
rolling wave approach
22
Q
the rolling wave approach allows a team to plan…
A
as much as possible
23
Q
bottom-up estimates may not be possible where there are too many…
A
uncertainties about the work
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
25
what is the usual starting point in all the planning processes on a program or project?
scope planning
26
the identification of benefits and costs is done during ...
business case development
27
features needed is another word for ...
scope
28
what is done after scope statement, distribution of work among components has been determined, and WBS created?
determine schedule, cost, and resource requirements
29
scope cannot and should not be baselined independent of the...
schedule and financial requirements
30
what is the purpose of a project WBS if you have a program WBS?
to break the work down into smaller deliverables that can be better managed by the project managers
31
WBS does not include ... or ... analysis, ..., ... requirements
make or buy analysis
or
sequencing
or
compliance requirements
32
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
oversight and guidance
deliverables...benefits
33
the PWBS includes all the work of the program at...
a high level
34
baseline represents the agreement between the... about what...
program and its stakeholders
program will deliver
35
what is it called when you are trying to deliver more than the program baseline?
gold plating
36
the baseline does not correlate ... with ...
components with benefits
37
while a baseline does not ... changes, it does ... them
prevent
manage
38
Program architecture establishes the ... between .. and how they ...
correlation
components
contribute to the benefits
39
KPIs and thresholds for measuring benefits achievement are in the ... or the ...
benefits register
benefits realization plan
40
the program governance plan may contain summarized ..., the composition of the ..., and schedule of the...
goals of the program
governance board
regular and phase gate review meetings
41
who issues the program charter?
the sponsor
42
are charters useful for acceptance tests?
nope
43
an issued charter can be utilized to establish key..., detail the high level ... , and establish alignment of the program with the ...
benefits and outcomes
constraints and assumptions
strategy of the organization
44
when a project depends on another project, what kind of dependency is the for that project?
external dependency
45
the management of interdependencies within a program is the responsibility of the...
program manager
46
a mismatch in time expecations cannot, on its own, be the basis of a ...
procurement decision
47
a CPI of 0.8 and SPI of 1.2 means that the project is ...
overbudget
ahead of shchedule
48
if a project is overbudget and ahead of schedule, what is the likely method of compressing the schedule?
crashing
49
what are the two ways to compress a schedule?
fast-tracking
crashing
50
what is the difference between fast-tracking and crashing
fast-tracking: activities performed sequentially are performed in parallel
crashing: adding resources to the project
51
who identifies risk on a program?
stakeholders
52
deploying additional resources from a resource pool is what risk repsonse strategy?
exploit
53
What are the 8 risk response strategies?
TEEAAMS
Transfer, Exploit, Enhance, Accept, Avoid, Mitigate, Share
54
3 phases of program activities
Definition Phase
Delivery Phase
Closure Phase
55
The program definition phase establishes and confirms... for the program and then develops a ... for its delivery.
the business case
detailed plan
56
the two parts of the definition phase
program formulation
program planning
57
Scope Baseline is the approved version of the ..., ..., and its associated ...
scope statement
WBS
WBS dictionary
58
The Project Scope Statement contains the project..., major ..., ..., and ...
project scope
major deliverables
assumptions
constraints
59
The Work Breakdown Structure is a ... of the total scope of work to be carried out.
hierarchal decomposition
60
scope, cost, and time cannot all be...
fixed at the same time
61
The Code of Ethics and Professional Conduct specifies obligations of ...
responsibility
respect
fairness
honesty
62
The Code of Ethics and Professional Conduct requires that practitioners demonstrate a commitment to....
ethical and professional conduct
63
Programs deliver their intended benefits primarily through component ... and subsidiary ... that are pursued to produce outputs and outcomes.
component projects and subsidiary programs
64
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.
work processes
activities
programs
projects
65
Validate Scope determines whether...
the deliverables should be accepted
66
KPIs and thresholds are most likely in the...
benefits register
67
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.
programs
optimized adaptively
68
The primary value of managing an initiative as a program is based on the acknowledgment of the program manager's readiness to ...
adapt strategies to optimize the delivery benefits of the orgnaization
69
program components may need to be pursued in an ... manner
iterative, non-sequential
70
What are the two ways that programs are generally initiated?
before or during
71
Where does CPI come from?
Earned Value / Actual Cost
72
Where does SPI come from?
Earned Value / Planned Value
73
Contingency reserves are used for...
known unknowns
74
A portfolio is a collection of ..., ..., ..., and ... managed as a group to achieve strategic objectives
projects
programs
subsidiary portfolios
operations
75
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 ...
knowledge
skills
principles
objectives
benefits
control
individually
76
Rolling wave planning is the process of project planning in ... as the project proceeds and later ... become clearer.
waves
details
77
in rolling-wave planning, work to be done in the ... is based on ...;
also, ... are set.
in the near term
high-level assumptions
high-level milestones
78
In rolling-wave planning, as the project progresses, the ..., ..., and .... originally identified become more defined and reliable.
risks
assumptions
milestones
79
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.
probability of different outcomes
random variables
80
OPM
organizational project management
81
Portfolio management is the ... of one or more portfolios to achieve ...
centralized management
strategic objectives
82
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.
knowledge, skills, and principles
benefits and control
83
Program management focuses on the ... and ... delivery of benefits derived from the pursuit of a group of projects and other programs whose outcomes are ...
coordinated and effective
related
84
Pareto analysis is used to ...
prioritize
85
Ishikawa diagrams are used to uncover ...
root causes
86
Mind map is a technique used to ...
organize thoughts in a systematic manner
87
The Delphi technique is a ... process framework based on the results of ... sent to experts
forecasting
multiple rounds of questionaires
88
workaround by definition is an ...
unplanned response
89
Through ... , the program manager oversees and analyzes component ... to determine the ... approach for managing program components.
Program Management Performance Domains
interdependencies
optimal
90
The relationship between program and portfolio management is ...
collaborative
91
The interactions and relationships between program managers and project managers may ... over the program life cycle.
change
92
The interactions between the program and project management functions tend to be ... and ...
iterative
cyclical
93
94
Organizations address the need for change by creating ... to produce results, or change the organization, it's products or its services.
strategic business initiatives
95
Organizations employ program management to improve their...
abilities to deliver benefits.
96
Secondary risks arise from the ... employed to address an existing risk
response plans
97
If work is known to be technically complex and the scope of work is unstable, then what kind of contract cannot be used?
Fixed Price
98
With an unstable scope, what kind of contract is best?
cost-reimbursable with incentive
99
The rule of 7 states that ... calls for an investigation and process is deemed to be out of control.
7 consecutive points in ascending and descending sequence
100
Program management enables organizations to more effectively pursue their strategic goals through the ... pursuit of projects, subsidiary programs, and other program-related activities.
coordinated
101
A program manager is the person authorized by the ... to lead the team or teams responsible for achieving program ...
performing organization
achieving program objectives
102
In programs, it is recognized that the best means of delivering benefits may be ...
uncertain
103
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.
adapt strategies and plans
optimize the delivery of benefits.
104
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.
principles, practices, and program management skills
uncertainty, complexity and change
105
A program sponsor is an individual or a group that provies resources an suppor for the prgram and is accountable for enableing success.
106
Program Management Performance Domains
Program Strategy Alignment
Program Benefits Alignment
Program Stakeholder Engagement
Program Governance
Program Life Cycle Management
107
Program Strategy Alignment - identifies program output and outcomes to privde benfits aligned with the organziation's goal and objectives
108
Program Benefits Alignment - dfines, creates, maximized, and delivers the benefits provided by the program.
109
Program Stakeholder Engagement - identifies and analyzes stakehodler needs and manages expectations and communciation to foster stakehodler support
110
Program Governance - enables and performs program deicsion making, estabslihss pratices ato suppor the program, an dmaintains program oversight
111
Porgram Life Cycle Management - manages porgram activities required to facilitate effective porgram defintion, program delivery, and prgram colsures.
112
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.
113
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
114
Kaizen
Kaizen involves proactively improving the organization and continuously trying to improve as an organization.
115
Zero defects involve establishing what the customer ... and providing it ... without waste or having to ... work.
wants
the first time
waste
repeat
116
What is the time difference between portfolios and programs?
portfolios are not constrained by time
117
How is relatedness different for programs and portfolios?
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
What are three characteristics that distinguish programs from projects?
Uncertainty
Managing Change
Complexity
119
What are two characteristics that distinguish portfolios from programs
time
relatedness
120
Uncertainty is especially high in the beginning of a program as ...
the outcomes are not clear
121
The expected output of project are generally more certain than those of programs...
at the time of their inception
122
Programs require a management style that embraces ... in order to address it...
uncertainty
more effectively
123
Two categories of change for program managers
internal
external
124
Internal change refers to changes ...
within the program
125
external changes refer to the need to ... in order for it to be able to ... created by the program
adapt the organization
exploit the benefits
126
The Program Governance Board falls under what area of Program Management?
Program Benefits Management
127
What is a matrix organization?
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
Kaizen is ___ intrusive.
least
129
Tests at a program level quality plan are likely to include \_\_\_.
Integrations
130
RFQ/IFB
Request for Quote / Invitation to Bid
131
RFQ vs. RFP
Requests for quotes tend to be more detailed in pricing. And may include
132
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.
Benefits Management Performance
133
Define the Six Sigma principles
(RDMAICSI)
Recognize
Define
Measure
Analyze
Improve
Control
Standardize
Integrate
134
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.
deliverables
benefits
strategic
135
136
What is smoothing?
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
Who is responsible for planning transition?
Program Manager
138
What is the purpose of the benefits transition phase?
To ensure that program benefits are transitioned to operational areas and can be sustained once they are transferred.
139
Is it the PMO or the Program Manager that decides the granularity of the program management plan.
Program Manager
140
performance management and employee engagement to ensure that employee ___ is maximized
retention
141
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.
142
What is zero base budgeting?
143
What are the outputs of the program definition phase?
144
In a matrix organization the resources are owned by the \_\_\_.
Functions
145
What is the difference between Y-Theory and X-Theory
146
147
Really really what is NPV compared to IRR?
148
What is BCR?
Benefit Cost Ratio
149
For a BCR of greater than 1, the project is expected to deliver \_\_\_
a positive NPV to its firm and its investors.
150
NPV and IRR are better measures of benefit cost analysis as the include \_\_\_.
the time value of money.
151
What is the hurdle rate?
The cost of capital.
152
What are the n
153
Who provides resources?
Sponsors
154
the business case validates ___ and ___ feasibility
market and financial (or ecnomic)
155
Organizations build strategy to define how their ___ will be achieved.
vision
156
NPV vs IRR
NPV give a dollar value of discounted cash flows
IRR give a % return rate
157
projects create \_\_\_, programs create \_\_\_
deliverables, benefits
158
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.
159
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.
160
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.
161
Portfolio is a strategic grouping of components that meet specific business objectives
162
The Company is going for backward integration by deciding to insource the machinery needed for its operations.
163
3 point estimation techniques.
164
analgous, bottom up, parametric, and expert estimations
165
reporting: weighted mileston, EVM, fixed formula progress, forecast
166
3 poitn estimation technique
167
