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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Stakeholder Management	16%	- Stakeholder Identification and Analysis 1. Map stakeholder interests and influence 2. Assess stakeholder engagement level - Stakeholder Relationship Management 1. Build and maintain trust 2. Ensure alignment with program goals - Stakeholder Engagement Strategy 1. Manage expectations and resolve conflicts 2. Develop communication and engagement plans
Benefits Management	11%	- Benefits Identification and Definition 1. Classify and prioritize benefits 2. Establish benefit ownership - Benefits Delivery and Transition 1. Monitor benefit realization 2. Transition benefits to operations - Benefits Sustainment 1. Ensure long-term value delivery 2. Update benefit documentation
Strategic Program Management	15%	- Strategic Alignment 1. Evaluate program alignment with business goals 2. Assess external factors impacting program strategy 3. Align program objectives with organizational strategy - Benefits Realization Planning 1. Define and map expected benefits 2. Establish benefits measurement framework
Program Life Cycle Management	44%	- Program Execution 1. Monitor performance and adjust plans 2. Coordinate projects and components 3. Manage program delivery and integration - Program Closure 1. Document lessons learned 2. Formal program closure 3. Complete deliverables and transfer ownership - Program Planning 1. Define scope, schedule, budget, and resources 2. Develop program management plan 3. Plan risk, quality, and communications - Program Initiation 1. Identify stakeholders and governance structure 2. Develop program charter
Program Governance	14%	- Compliance and Control 1. Oversee change management 2. Monitor adherence to standards and regulations - Governance Framework Design 1. Establish policies and procedures 2. Define decision-making structures - Performance Oversight 1. Review program health and progress 2. Ensure accountability and transparency

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PMI Program Management Professional (PgMP) Sample Questions (Q377-Q382):

NEW QUESTION # 377
A program has multiple components that are critical to its success and influenced by different stakeholder groups. To achieve effective stakeholder engagement, the program manager should disseminate component-related information to key stakeholders. What should the program manager do?

A. Establish the program communication management plan to develop and foster relationships with stakeholders.
B. Establish the program stakeholder engagement plan to facilitate program success.
C. Establish the program governance plan to ensure the stakeholders with high influence are included.
D. Establish the program benefits management plan that meets stakeholder requirements.

Answer: A

Explanation:
Developing the program communication management plan ensures that relevant component information is appropriately disseminated to stakeholders to support engagement and relationship building.

NEW QUESTION # 378
You are the program manager for your organization and are working on gathering the requirements for a new solution and mission statement. There are several instances in the stakeholder pool where the stakeholders and their manager are being queried on possible requirements. You worry that the subordinates may have requirements, ideas, and suggestions to offer but they may be not submitting their thoughts because they do not want to contradict their managers. You believe you need a method to gather all requirements without the stakeholders having any fear of retribution. Which one of the following allows you to anonymously gather iterations requirements and still allow for all stakeholders to review what has been submitted in an attempt to find consensus?

A. Focus groups
B. Workshops
C. Delphi Technique
D. Web surveys

Answer: C

NEW QUESTION # 379
A nonprofit organization launched a program to reduce its dependence on regularly decreasing government funding sources. This program's goal was to pay 50% of its operating expenses by selling its services to the for-profit sector. After 3 years, the goal was reached, deemed complete, and transitioned to operations. Eighteen months later, the organization discovers that its dependence on government funds has now increased to 80%, even though its operating budget has largely stayed the same. What should the program manager have done to avoid the issue of program benefits being unrealized after more than 1 year of implementation?

A. Had the operations manager follow the benefits management plan
B. Utilized schedule compression techniques to deliver value sooner
C. Developed program transition and benefits sustainment plans as part of the transition to operations
D. Worked with the operations department after the program was transitioned

Answer: C

NEW QUESTION # 380
Donna is the project manager for her organization. She is preparing a plan to manage changes to the project should changes be requested. Her change management plan defines the process for documenting, tracking, and determining if the changes should be approved or declined. What system is considered the parent of the change control system documented in Donna's plan?

A. Integrated Change Control System
B. Project Management Information System
C. Quality Management System
D. Change Control System

Answer: B

NEW QUESTION # 381
You are the program manager for your organization and are planning the roles and responsibilities in your program. You would like to create a RACI chart for the program work. What does RACI mean?

A. It isa roles and responsibilities chart that uses responsible, accountable, consult, and inform responsibilities as the chart legend.
B. It is a roles and responsibilities chart that uses responsible, action, consult, and interest responsibilities as the chart legend.
C. It is a roles and responsibilities chart that uses resource, action, contribute, inform responsibilities as the chart legend.
D. It is aroles and responsibilities chart that uses responsible, accountable, contribute, and inform responsibilities as the chart legend.

Answer: A

NEW QUESTION # 382
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