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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Stakeholder Engagement	24%	- Stakeholder engagement management 1. Communication and engagement strategies 2. Stakeholder expectation alignment - Stakeholder identification and analysis 1. Stakeholder mapping and classification
Topic 2: Benefits Management	17%	- Benefits realization and sustainment 1. Tracking and reporting benefits - Benefits identification and analysis 1. Benefits metrics definition 2. Benefits realization planning
Topic 3: Program Life Cycle Management	44%	- Program closure 1. Transition and benefits sustainment - Program initiation and setup 1. Program planning and roadmap development 2. Program chartering and governance setup - Program delivery and execution 1. Integration and coordination of projects 2. Resource and dependency management
Topic 4: Strategic Program Management	15%	- Organizational strategy alignment 1. Strategy definition and execution alignment 2. Portfolio and program alignment

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PMI Program Management Professional (PgMP) Sample Questions (Q608-Q613):

NEW QUESTION # 608
An experienced program manager is leading an international program and is mandated to enforce published industrial standards. Several professional key stakeholders are reluctant to accept the program manager's authority. These individuals seek to usurp the program manager's authority by convincing the program sponsor to agree that their permission and approval for all program work are required. What should the program manager do first?

A. Meet with the program sponsor and stakeholders to clarify the importance of aligning with the industrial standards
B. Compromise for the good of the program due to the stakeholders' level of influence
C. Demonstrate the benefit of the program's alignment by sharing the industrial standards with all stakeholders
D. Acquire the program sponsor's support and reinforcement of the mandate for following the industrial standards

Answer: A

Explanation:
Meeting with the program sponsor and stakeholders to clarify the importance of aligning with industrial standards addresses the root cause of resistance by emphasizing compliance and benefits, helping to restore the program manager's authority through clear communication and stakeholder alignment.

NEW QUESTION # 609
You have created a control chart for a repeatable process in your program. You have discovered that the seven most recent measurements are all on the positive side of the mean in your control chart. What is this phenomenon called?

A. Rule of Seven
B. Mean Improvement
C. Rule of Improvement
D. Low-Riding Mean

Answer: A

Explanation:
Section: Volume A

NEW QUESTION # 610
A program sponsor has just hired a program manager for a critical program for an organization.
The sponsor mentions that this is a high-risk program because it requires cooperation from multiple business units and vendors. The program manager needs to pay attention to managing risks for the program. What should the program manager do?

A. Create the risk management plan early in the program definition phase and review it throughout the life cycle of the program.
B. Create the risk management plan in the planning stage phase and review it throughout the life cycle of the program.
C. Create the risk register early in the program definition phase and use it to create the program risk management plan later.
D. Create the risk management plan in the program definition phase and baseline and review it in the program delivery phase.

Answer: A

Explanation:
Developing the risk management plan early in the program definition phase and continuously reviewing it throughout the program lifecycle ensures that risks arising from cross-unit and vendor dependencies are proactively managed.

NEW QUESTION # 611
A program manager for a sustainability program that aims to reduce carbon emissions and waste generation has implemented a program-level continuous improvement process that involves engaging stakeholders, benchmarking performance, and implementing best practices. The program manager encountered some resistance and challenges from some of the key stakeholders who were reluctant to change their behaviors and processes. What should the program manager do next to address these challenges?

A. Escalate the issue to the program sponsor and request intervention
B. Provide coaching and training to the stakeholders to facilitate change
C. Negotiate incentives or penalties with the stakeholders to motivate change
D. Reassess the stakeholder analysis and communications plan to address their concerns

Answer: D

Explanation:
Reassessing the stakeholder analysis and communications plan allows the program manager to better understand stakeholders' concerns and tailor engagement approaches to address resistance effectively, improving buy-in and facilitating behavior change.

NEW QUESTION # 612
Eric is the project manager of the NQQ Project and has hired the ZAS Corporation to complete part of the project work for Eric's organization. Due to a change request the ZAS Corporation is no longer needed on the project even though they have completed nearly all of the project work. Is Eric's organization liable to pay the ZAS Corporation for the work they have completed so far on the project?

A. It depends on what the termination clause of the contract stipulates.
B. Yes, the ZAS Corporation did not choose to terminate the contract work.
C. It depends on what the outcome of a lawsuit will determine.
D. No, the ZAS Corporation did not complete all of the work.

Answer: A

NEW QUESTION # 613
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