1. The outputs of program formulation may continue to be _____________ throughout the program definition phase as business results are measured and the planned outcomes become more defined.

created

reviewed

finalized

updated

2. Portfolio managers ensure that programs and projects are _______________________ according to an organization's strategic plan for realizing desired organizational value.

investigated, prioritized, and staffed

selected, prioritized, and staffed

selected, prioritized, and implemented

selected, listed, and staffed

3. The purpose of the benefits identification phase is to ____________ the available information about organizational and business strategies, internal and external influences, and program drivers to identify and qualify the benefits that program stakeholders expect to realize.

discuss

capture

analyze

review

4. Activities that make up benefits analysis and planning include all of the following except _____________________________.

collecting the key performance indicators and associated quantitative measures required to effectively monitor the delivery of program benefits

establishing the performance baseline for the program and communicating program performance metrics to the key stakeholders

establishing the benefits management plan that will guide the work through the remainder of the program

defining and prioritizing program components and their interdependencies

5. Programs are formally evaluated, selected, and authorized based on their alignment and support to achieve the organization's strategic plan, usually as part of the organization's _________________ practices.

budgetary

governance

procedural

strategic

6. Project managers focus on the generation of the specific outputs and outcomes required by a(n) _____________________, as part of a project, a program, or a portfolio.

strategic plan

large corporation

projectized organization

Organization

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

interdependent

complicated

relevant

dependent

8. Enterprise environmental factors external to the program may influence the (all of the following except) ________________ of a program.

designation

funding

selection

management

9. The goal of the program activities during this program closure phase is to _______________.

explain if the budget exceeded planned

review the transition of any remaining program outputs and assets

determine the final dollar amount owed for scope creep

release the program resources

10. The outputs of the program cost budgeting activity include all of the following except _____________.

human resources cost basis estimates

program payment schedules

updates to the program budget baseline

component payment schedules

11. Project complexity can be characterized as ___________.

not having organizational or dynamic complexity

organizational or dynamic complexity

organizational sometimes but mostly dynamic complexity

organizational and dynamic complexity

12. During the ___________ delivery phase, _____________ components are initiated, planned, executed, transitioned, and closed, while benefits are delivered, transitioned, And sustained.

high level

project

program

portfolio

13. Program managers focus on delivering organizational benefits aligned with the organization's strategic plan through the coordinated management of ______________.

projects, subsidiary programs, and other supportive work

portfolios, subsidiary programs, and other supportive work

projects, subsidiary programs, and other supportive roles

projects, public programs, and other supportive work

14. The program charter is one of the document deliverables that will be used to measure program ____________.

success

potential liability

stability

failures

15. __________s may close when the benefits and objectives to be achieved by the _________ are no longer in alignment with the organization's strategy or when measurements against the __________'s key performance indicators reveal that the business case for the _________ is no longer viable.

project

project and program

portfolio and program

program

portfolio

16. ______________ management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. _____________ Management focuses on the efficient delivery of the outputs and outcomes required by organizations within defined constraints of time, cost, and specifications.

Portfolio

Integrative

Project

Program

17. managers apply program management principles to ensure that programs and their components are appropriately planned, controlled, and completed, and that program benefits are appropriately delivered and sustained.

Operations

Project

Program

Portfolio

18. When conducting environmental analysis for a strategic initiative and/or business case, it is important to consider those _____________ efforts may reside within or External to the organization.

consensus

challenging

continuing

competing

19. The outputs of the program reporting activity include all of the following except __________.

direct reporting stakeholders

periodic reports and presentations

reports required by program sponsors or program agreements, including formats and reporting frequency

customer feedback requests

20. Program information is distributed using a variety of methods, including all of the following except ___________.

publication articles

presentations to groups of stakeholders or program team members

electronic communications and conferencing tools

only virtual meetings

21. What is the performance domain that identifies and analyzes stakeholder needs and manages expectations and communications to foster stakeholder support?

Program Benefits Management

Program Life Cycle Management

Program Strategy Alignment

Program Governance

Program Stakeholder Engagement

22. Risk ___________ is the measure of the degree of acceptable variation around a program objective that reflects the risk appetite of the organization and program stakeholders.

level

threshold

initiative

appetite

23. OPM stands for ____________________.

organizational project management

original project management

operational project management

opportunity project management

24. Benefits transition planning activities within the program __________________ the complete transition process.

is not related to

can be part of

cannot be included with

are only one part of

25. The program ________________ serves as the primary document that is reviewed by the program steering committee to decide if the program will be authorized.

benefits management plan

charter

business case

charter and business case

26. The complexity of a program may be the result from a combination of factors that can include all of the following except ___________.

group of answer choices

definition complexity

benefits solutions complexity

governance complexity

stakeholder complexity

28. Program _______________ involves the development of the program business case, which states the overall expected benefits to be addressed by the program in support of the strategic initiatives.

implementation

inoculation

consultation

formulation

29. The ___________ management plan, which is part of the program management plan and developed during program preparation, establishes the ___________ management authorities.

risk

change

communication

resource

30. Program communications management comprises the activities necessary for the timely and appropriate (all of the following except) _________ of program information.

distribution

discussion

generation

collection

31. Any communications from customers or stakeholders regarding the program should be gathered by ___________ management, analyzed, and distributed back within the program as required.

program

functional

project

senior