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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Strategic Program Management	15%	- Organizational strategy alignment 1. Portfolio and program alignment 2. Strategy definition and execution alignment
Topic 2: Stakeholder Engagement	24%	- Stakeholder engagement management 1. Stakeholder expectation alignment 2. Communication and engagement strategies - Stakeholder identification and analysis 1. Stakeholder mapping and classification
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: Benefits Management	17%	- Benefits realization and sustainment 1. Tracking and reporting benefits - Benefits identification and analysis 1. Benefits realization planning 2. Benefits metrics definition

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PMI Training PgMP Materials - Program Management Professional (PgMP) Realistic Latest Exam Vce 100% Pass

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PMI Program Management Professional (PgMP) Sample Questions (Q547-Q552):

NEW QUESTION # 547
A program manager is identifying and verifying risks as outlined in the risk management plan. The results will be recorded in which of the following?

A. Risk register
B. Risk response planning
C. Risk monitoring and control
D. Risk mitigation strategy

Answer: A

NEW QUESTION # 548
An organization wants to know if upgrading all the legacy applications deployed in a specific group of customers will prompt them to buy additional services. This upgrade will increase profitability. A program manager has been appointed to a program initiated to address this need.
How should the program manager begin this effort?

A. Develop a detailed program roadmap
B. Create a program business case
C. Engage with the sponsor to approve program charter
D. Update the program risk management register

Answer: C

Explanation:
The program should begin with formal authorization to ensure alignment with strategic objectives and to secure the authority and resources needed to proceed, which is achieved through sponsor approval of the program charter.

NEW QUESTION # 549
In the last year, all program phase gate reviews received excellent feedback and exceeded stakeholder expectations. Recently, the customer decides that there is no need to continue phase gate reviews.
What should the program manager do next?

A. Continue periodic gate reviews to maintain program effectiveness for benefits realization.
B. Ask the stakeholders what they want and proceed with their recommendations.
C. Agree with the customer and initiate change control procedures.
D. Replace program reviews with periodic communications of the program's status.

Answer: B

Explanation:
Section: Volume D

NEW QUESTION # 550
You are trying to determine if you should buy or build a solution for your program. If you build the solution it'll cost you $45,000 to create and $7,000 per month to support. A vendor reports that they can create the solution for you for $1,000 but you'll have to pay them $9,000 per month to support the solution. Should you buy or build this solution?

A. Build the solution if you'll use it longer than 25 months.
B. Build the solution if you'll use it longer than 22 months.
C. Buy the solution if you'll use it longer than 22 months.
D. Buy the solution if you'll use it longer than 24 months.

Answer: B

Explanation:
Section: Volume B

NEW QUESTION # 551
A project manager for the most significant component in a program escalated a risk to the program manager in the delivery phase. After registering and analyzing the risk, it was learned this risk will have a very negative impact on overall program alignment with the organization's strategy and is a threat to successful delivery. The program manager cannot mitigate, transfer, or avoid it. What should the program manager do?

A. Escalate the risk to upper management.
B. Adopt the Acceptance strategy.
C. Adopt the risk management strategy.
D. Escalate the risk to the program sponsor.

Answer: D

Explanation:
When a significant risk cannot be mitigated, transferred, or avoided and threatens strategic alignment and program success, it must be escalated to the program sponsor for decision-making and potential direction at the appropriate governance level.

NEW QUESTION # 552
......

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