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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Benefits Management	11%	- Ensure that the program achieves its intended benefits and value creation. - Identify, plan, and manage benefits realization.
Governance	14%	- Maintain oversight and decision-making frameworks across the program lifecycle. - Establish a governance framework including policies, procedures, and standards.
Strategic Program Management	15%	- Define the high-level road map and financial framework to set a baseline for program definition, planning, and execution. - Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor. - Define the program mission statement by evaluating the stakeholders' expectations. - Perform an initial program assessment by defining the program objectives, requirements, and risks to ensure alignment with the organization's strategic plan, objectives, priorities, vision, and mission statement.
Stakeholder Management	16%	- Identify stakeholders and analyze their expectations and interests. - Develop strategies to engage stakeholders effectively throughout the program lifecycle.
Program Life Cycle Management	44%	- Coordinate the concurrent and sequential execution of program components. - Managing the program from initiation to closure, including planning, execution, and monitoring.

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PMI Program Management Professional (PgMP) Sample Questions (Q79-Q84):

NEW QUESTION # 79
The program sponsor returns from a board of directors meeting after identifying a significant risk to the program schedule. This may impact the program's benefits realization.
What should the program manager do next?

A. Document the risk and create a mitigation plan.
B. Update the program benefits management plan and risk register.
C. Implement the mitigation plan for the identified risk.
D. Adjust the program scope to avoid the risk.

Answer: A

NEW QUESTION # 80
Gary is program manager for his organization. His current program is over budget and is slipping on the program schedule. Management has demanded a change to the program scope. What is the most likely type of change management would make to this program scope?

A. A change to reduce the program scope
B. A change to add additional funds to the program scope
C. A change to add additional time to the program schedule
D. Anything that management demands

Answer: A

Explanation:
Section: Volume B

NEW QUESTION # 81
Which one of the following is not considered one of the three components of the Iron Triangle?

A. Quality
B. Cost
C. Time
D. Scope

Answer: A

Explanation:
Section: Volume C

NEW QUESTION # 82
Marty is the project manager of the recently completed NHK Project. The project was deemed successful by the project customer and they have signed the formal acceptance documentation.
Marty has written the final project report, released the project team, and completed the lessons learned documentation. What else should Marty do in the closure of the NHK Project?

A. Summarize the project variance.
B. Close the project office.
C. Archive the project records.
D. Summarize the project risks costs.

Answer: C

NEW QUESTION # 83
An aircraft manufacturer is engaged by an airline to build a fleet of new airliners. The program charter has been approved, but the stakeholders are concerned that the delivery method of the program may not meet their expectations.
Using the program master schedule, what will the program manager incorporate to align the program with the expectations of the stakeholders?

A. Program scope statement, benefits management plan, and program financial management plan
B. Program charter, PWBS, and program scope statement
C. PWBS, benefits management plan, and program financial management plan
D. Program work breakdown structure (PWBS), program scope statement, and benefits management plan

Answer: D

Explanation:
Section: Volume D

NEW QUESTION # 84
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