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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Program Life Cycle Management	44%	- Managing the program from initiation to closure, including planning, execution, and monitoring. - Coordinate the concurrent and sequential execution of program components.
Stakeholder Management	16%	- Identify stakeholders and analyze their expectations and interests. - Develop strategies to engage stakeholders effectively throughout the program lifecycle.
Strategic Program Management	15%	- 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. - 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.
Governance	14%	- Establish a governance framework including policies, procedures, and standards. - Maintain oversight and decision-making frameworks across the program lifecycle.
Benefits Management	11%	- Identify, plan, and manage benefits realization. - Ensure that the program achieves its intended benefits and value creation.

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PMI Program Management Professional (PgMP) Sample Questions (Q474-Q479):

NEW QUESTION # 474
A program manager learns that their company's organizational strategy has changed. This change impacts one component project of a program, misaligning it with both the program objectives and the new organizational strategy. This component project, however, is already 90 percent complete.
What should the program manager do next?

A. Update the benefits management plan to reflect the impact of the change on the program and its intended benefits.
B. Recommend that the component project manager complete work activity to deliver benefits to the organization.
C. Immediately submit a component project closure request to the program sponsor so that resources can be reallocated to strategically aligned component projects.
D. Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.

Answer: D

NEW QUESTION # 475
A program manager of a large infrastructure program that follows a predictive approach has prepared a program status report for senior management and other key stakeholders. The report contains information on the program scope, schedule, cost, quality, risks issues, and benefits.
How should the program manager present this report to the stakeholders?

A. Send the report to all stakeholders via email and ask them to respond with any questions or comments
B. Customize reports for each stakeholder group and communicate using the appropriate method
C. Schedule a meeting with all stakeholders and present the report using slides and charts
D. Publish the report on the program website and notify the stakeholders via email

Answer: B

Explanation:
Customizing reports for each stakeholder group and communicating through their preferred methods ensures the information is relevant, understandable, and effectively received, enhancing stakeholder engagement and decision-making.

NEW QUESTION # 476
A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail.
What should the program manager do next?

A. Update the program risk register to reflect a realized risk and execute the documented risk response
B. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks
C. Escalate the issue to the stakeholder's supervisor
D. Escalate the issue to the program governance board, as delays will impact the program

Answer: B

NEW QUESTION # 477
According to Standard for Program Management, Second Edition, how many knowledge areas are involved for program management?

A. 0
B. 1
C. 2
D. 3

Answer: D

NEW QUESTION # 478
The above performance report shows the earned value (EV) analysis for a program. The program director performs a high-level analysis and must present a summary narrative to the steering committee.

What do the current findings show?

A. Project A is running behind schedule and is over budget; projects B, C, and D are on schedule.
B. The overall program is performing within an acceptable level of variance.
C. Project A is running ahead of schedule and is under budget; projects B, C, and D are behind schedule.
D. Project C is running behind schedule and is over budget; projects A, B, and D are on schedule.

Answer: A

NEW QUESTION # 479
......

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