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PMI PgMP Exam Syllabus Topics:

Section	Weight	Objectives
Program Governance	14%	- 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 - Compliance and Control 1. Oversee change management 2. Monitor adherence to standards and regulations
Benefits Management	11%	- Benefits Delivery and Transition 1. Monitor benefit realization 2. Transition benefits to operations - Benefits Identification and Definition 1. Classify and prioritize benefits 2. Establish benefit ownership - Benefits Sustainment 1. Ensure long-term value delivery 2. Update benefit documentation
Program Life Cycle Management	44%	- Program Closure 1. Complete deliverables and transfer ownership 2. Formal program closure 3. Document lessons learned - Program Execution 1. Manage program delivery and integration 2. Coordinate projects and components 3. Monitor performance and adjust plans - Program Planning 1. Plan risk, quality, and communications 2. Define scope, schedule, budget, and resources 3. Develop program management plan - Program Initiation 1. Identify stakeholders and governance structure 2. Develop program charter
Strategic Program Management	15%	- Benefits Realization Planning 1. Define and map expected benefits 2. Establish benefits measurement framework - Strategic Alignment 1. Evaluate program alignment with business goals 2. Assess external factors impacting program strategy 3. Align program objectives with organizational strategy
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

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PMI Program Management Professional (PgMP) Sample Questions (Q464-Q469):

NEW QUESTION # 464
During program execution, a program manager receives feedback from an executive sponsor that some program stakeholders may not understand the intended benefits of the program.
Which will provide the greatest value to clarify stakeholder perceptions?

A. Redistributing the program charter
B. Performing a stakeholder analysis
C. Updating the stakeholder communications requirements
D. Redistributing the benefits management plan

Answer: C

Explanation:
Section: Volume D

NEW QUESTION # 465
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?

A. Pre-program setup phase
B. Initiation of the program management team
C. Initiate program process
D. Authorization of program processes and projects

Answer: C

NEW QUESTION # 466
A sponsor decides that the business environment is unfavorable for continuation of a program.
The sponsor asks that the program be closed.
What items should be completed as part of the program's final report?

A. Final updates to the benefits register, successes and failures, and resource disposition
B. Financial and performance assessments, successes and failures, and reason(s) for program closure
C. Lessons learned, successes and failures, and financial and performance assessments
D. Knowledge transition, successes and failures, and reason(s) for program closure

Answer: C

NEW QUESTION # 467
Your program exists within a matrix structure. Your program has eight projects that all share resources from around the organization. You are concerned that some of the project team members may be over allocated and want to create a chart that will reflect the utilization of resources. What kind of chart can show the utilization of project team members used in your program?

A. Resource histogram
B. Resource network diagram
C. Resource breakdown structure
D. Pareto chart

Answer: A

NEW QUESTION # 468
You are the program manager for your organization and you're trying to determine if you buy or build a software solution for your organization. If you build the solution it'll cost you $75,000 to create and it'll cost you $12,000 per month to support. If you hire a vendor they can build the solution for $63,000 but their solution will cost you
$15,500 per month to support. How many months would you have to use your in-house solution to equate to the cost of the vendor's solution?

A. Approximately 6 months
B. Approximately 10 months
C. Approximately 3.5 months
D. You'll never be able to equate to the cost of the vendor's solution.

Answer: C

Explanation:
Section: Volume A
Explanation/Reference:

NEW QUESTION # 469
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