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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: 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. |
| Topic 2: Strategic Program Management | 15% | - Define the high-level road map and financial framework to set a baseline for program definition, planning, and execution. - 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 program mission statement by evaluating the stakeholders' expectations. - Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor. |
| Topic 3: Benefits Management | 11% | - Identify, plan, and manage benefits realization. - Ensure that the program achieves its intended benefits and value creation. |
| Topic 4: Stakeholder Management | 16% | - Develop strategies to engage stakeholders effectively throughout the program lifecycle. - Identify stakeholders and analyze their expectations and interests. |
| Topic 5: Governance | 14% | - Establish a governance framework including policies, procedures, and standards. - Maintain oversight and decision-making frameworks across the program lifecycle. |
>> Current PMI PgMP Exam Content <<
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NEW QUESTION # 679
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?
Answer: A
NEW QUESTION # 680
A biometrics firm has a facial recognition program with multiple components and project managers. The project manager from the mobile device division escalates a vendor-related risk to the program manager. After assessing the risk, the program manager determines that this risk may impact other projects within the program. However, this risk has a low degree of impact and probability of occurring.
What should the program manager do first?
Answer: D
NEW QUESTION # 681
Who owns the program?
Answer: C
NEW QUESTION # 682
To meet growth expectations and its board's mandate, an organization drafts a new business strategy to meet future challenges and put the business on track. Key to the new strategy is upgrading the IT infrastructure and strategic direction by transitioning from an on-premise to a cloud-based computing platform that will optimize costs and offer scalability, performance, and high availability.
To appropriately plan for program success, what should the program manager do to engage stakeholders?
Answer: C
Explanation:
Section: Volume D
NEW QUESTION # 683
Gary is program manager for his organization. His current program is over budget and is slipping on the program schedule. Management has demanded a change to the program scope. What is the most likely type of change management would make to this program scope?
Answer: A
NEW QUESTION # 684
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