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PMI PgMP Exam Syllabus Topics:

SectionWeightObjectives
Program Life Cycle Management44%- Program closure
  • 1. Transition and benefits sustainment
    - Program delivery and execution
    • 1. Integration and coordination of projects
      • 2. Resource and dependency management
        - Program initiation and setup
        • 1. Program chartering and governance setup
          • 2. Program planning and roadmap development
            Stakeholder Engagement24%- Stakeholder engagement management
            • 1. Stakeholder expectation alignment
              • 2. Communication and engagement strategies
                - Stakeholder identification and analysis
                • 1. Stakeholder mapping and classification
                  Benefits Management17%- Benefits realization and sustainment
                  • 1. Tracking and reporting benefits
                    - Benefits identification and analysis
                    • 1. Benefits realization planning
                      • 2. Benefits metrics definition
                        Strategic Program Management15%- 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 (Q222-Q227):

                            NEW QUESTION # 222
                            A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts or left the company. Several new members have joined, but have a short association with the program, which changes the board's expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process.
                            How should the program manager handle this situation?

                            Answer: C


                            NEW QUESTION # 223
                            You are the program manager for your organization. You're currently creating an accountability matrix starting with yourself, the program manager and the program sponsor. What program management process identifies the program sponsor?

                            Answer: B

                            Explanation:
                            Section: Volume A


                            NEW QUESTION # 224
                            You are the program manager for your organization. Your program has a budget of $750,000 and is expected to last one year. The program is currently 30 percent complete and has spent $245,000. The program is supposed to be 40 percent at this time. What is the schedule performance index (SPI) for this program?

                            Answer: C

                            Explanation:
                            Section: Volume A


                            NEW QUESTION # 225
                            Tom is program manager for his organization. His program is scheduled to last ten months and has a cost estimate for the program of $550,000. It is now month nine and Tom reports that he actually has a cost variance of a positive $56,000. While Tom is pleased, the new management is not. Why is a positive cost variance not necessarily good news?

                            Answer: A


                            NEW QUESTION # 226
                            A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters.
                            To ensure the realization of long-term benefits, what should the program manager use?

                            Answer: D


                            NEW QUESTION # 227
                            ......

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