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| Section | Weight | Objectives |
|---|
| Topic 1: Benefits Management | 17% | - Benefits identification and analysis
- 1. Benefits realization planning
- 2. Benefits metrics definition
- Benefits realization and sustainment
- 1. Tracking and reporting benefits
|
| Topic 2: Strategic Program Management | 15% | - Organizational strategy alignment
- 1. Strategy definition and execution alignment
- 2. Portfolio and program alignment
|
| Topic 3: Program Life Cycle Management | 44% | - Program delivery and execution
- 1. Integration and coordination of projects
- 2. Resource and dependency management
- Program closure
- 1. Transition and benefits sustainment
- Program initiation and setup
- 1. Program chartering and governance setup
- 2. Program planning and roadmap development
|
| Topic 4: Stakeholder Engagement | 24% | - Stakeholder identification and analysis
- 1. Stakeholder mapping and classification
- Stakeholder engagement management
- 1. Stakeholder expectation alignment
- 2. Communication and engagement strategies
|
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PMI Program Management Professional (PgMP) Sample Questions (Q188-Q193):
NEW QUESTION # 188
You are the project manager for the JJY Project, which is similar to the HHG Project you managed last quarter. You would like to model the current project scope on the previous project to save time and effort.
This is an example of what kind of scope definition?
- A. Parametric scope definition
- B. Template driven
- C. Analogous estimating
- D. Organizational process assets
Answer: B
NEW QUESTION # 189
Which of the following contract types is described in the statement below?
"The seller is reimbursed for all allowable costs for performing the contract work, and receives a fixed payment calculated as a percentage for the initial estimated project costs."
- A. Fixed Price Incentive Fee Contracts (FPIF)
- B. Cost Plus Fixed Fee Contracts (CPFF)
- C. Cost Plus Incentive Fee Contracts (CPIF)
- D. Firm Fixed Price Contracts (FFP)
Answer: B
NEW QUESTION # 190
What schedule analysis simulation tool allows you, the project manager, to review possible combinations of events such as optimistic, most likely and pessimistic outcomes for your project?
- A. gert
- B. pmis
- C. Monte Carlo
- D. pert
Answer: C
Explanation:
Section: Volume B
NEW QUESTION # 191
You are the program manager for your organization that utilizes vendors from several different organizations. A vendor has submitted an invoice for the work they have completed in your program. You have reviewed the work results and agree with the vendor that their contractual obligation is complete. What should you do next in regard to the vendor's invoice?
- A. Examine the contract
- B. Finalize the performance report
- C. Complete a financial audit of the work
- D. Approve the payment request
Answer: D
Explanation:
Section: Volume A
NEW QUESTION # 192
A newly appointed program manager by the program charter has identified the stakeholders' importance and influence and there are two components managers on the program. Component manager A disputes the stakeholder has pivotal importance in their component but component manager B argues the stakeholder should only be informed in their component. What should the program manager do to address this conflict?
- A. Notify component manager B of the stakeholder's importance to the program.
- B. Talk with component managers A and B to clarify the importance of team unity.
- C. Share the program stakeholder influence/interest matrix with the program team.
- D. Meet with the program team to commit to achieving the program objectives.
Answer: C
Explanation:
Sharing the stakeholder influence and interest matrix provides a consistent, program-level view of stakeholder significance, helping align component managers on appropriate engagement strategies.
NEW QUESTION # 193
......
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