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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Program Governance	14%	- Compliance and Control 1. Oversee change management 2. Monitor adherence to standards and regulations - Governance Framework Design 1. Establish policies and procedures 2. Define decision-making structures - Performance Oversight 1. Review program health and progress 2. Ensure accountability and transparency
Strategic Program Management	15%	- Strategic Alignment 1. Align program objectives with organizational strategy 2. Evaluate program alignment with business goals 3. Assess external factors impacting program strategy - Benefits Realization Planning 1. Establish benefits measurement framework 2. Define and map expected benefits
Stakeholder Management	16%	- Stakeholder Identification and Analysis 1. Assess stakeholder engagement level 2. Map stakeholder interests and influence - Stakeholder Engagement Strategy 1. Develop communication and engagement plans 2. Manage expectations and resolve conflicts - Stakeholder Relationship Management 1. Ensure alignment with program goals 2. Build and maintain trust
Benefits Management	11%	- Benefits Sustainment 1. Update benefit documentation 2. Ensure long-term value delivery - Benefits Delivery and Transition 1. Monitor benefit realization 2. Transition benefits to operations - Benefits Identification and Definition 1. Establish benefit ownership 2. Classify and prioritize benefits
Program Life Cycle Management	44%	- Program Execution 1. Manage program delivery and integration 2. Monitor performance and adjust plans 3. Coordinate projects and components - Program Initiation 1. Develop program charter 2. Identify stakeholders and governance structure - Program Closure 1. Formal program closure 2. Document lessons learned 3. Complete deliverables and transfer ownership - Program Planning 1. Define scope, schedule, budget, and resources 2. Develop program management plan 3. Plan risk, quality, and communications

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PMI Program Management Professional (PgMP) Sample Questions (Q23-Q28):

NEW QUESTION # 23
What does RACI stand for?

A. Roles, Accountable, Confirm, Inform
B. Responsible, Account, Confirm, Inform
C. Roles, Action, Consult, Inform
D. Responsible, Accountable, Consult, Inform

Answer: D

NEW QUESTION # 24
The retail chain will be using a vendor to provide engineers for a security camera network design and implementation. Presently, the team is determining the details needed for the documentation that will help select the company to provide the services. This also includes evaluation criteria for comparing the proposals received. In what process is the team involved?

A. Plan Contracting
B. Plan Purchases and Acquisitions
C. Select Sellers
D. Request Sellers Responses

Answer: A

NEW QUESTION # 25
The Project Manager and team are planning a banking software project. They are discussing what could go differently than planned on the project. They are also trying to identify warning signs that would show that these events could be on the verge of occurring. What are these warning signs called?

A. Problem solving
B. Risks
C. Risk analysis
D. Triggers

Answer: D

NEW QUESTION # 26
The program manager defines the program objectives, requirements, and develops a high-level road map.
To ensure program alignment with the enterprise strategic plan, the program manager should work with which of the following?

A. Change control board
B. Program management office
C. Program governance board
D. Project managers on the program

Answer: C

Explanation:
Section: Volume D
Explanation/Reference:

NEW QUESTION # 27
A component shipment was delayed due to a global supply chain issue. This resulted in stretching the schedule of one component in a program, yet the program manager was still confident in delivering the program far ahead of schedule at no extra cost. Despite this, the customer wants to apply a delay penalty on the delayed component, because the contract is unclear about considering global issues as a force majeure. After alignment with internal key stakeholders, what should the program manager do next?

A. Update the program roadmap and request utilization of the contingency reserve for the penalty.
B. Work with the legal team to manifest an interpretation of the clauses that can support filing a case in court.
C. Update the program business case and request utilization of the management reserve for the penalty.
D. Negotiate with the customer to avoid the penalty in return for crashing the full program schedule.

Answer: B

Explanation:
When contractual ambiguity regarding force majeure leads to potential penalties, collaborating with the legal team enables proper interpretation of contract clauses to support the organization's position before pursuing formal dispute resolution.

NEW QUESTION # 28
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