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| Section | Weight | Objectives |
|---|
| Benefits Management | 11% | - Benefits Delivery and Transition
- 1. Transition benefits to operations
- 2. Monitor benefit realization
- Benefits Sustainment
- 1. Ensure long-term value delivery
- 2. Update benefit documentation
- Benefits Identification and Definition
- 1. Establish benefit ownership
- 2. Classify and prioritize benefits
|
| Program Life Cycle Management | 44% | - Program Closure
- 1. Document lessons learned
- 2. Formal program closure
- 3. Complete deliverables and transfer ownership
- Program Execution
- 1. Manage program delivery and integration
- 2. Monitor performance and adjust plans
- 3. Coordinate projects and components
- 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
|
| Stakeholder Management | 16% | - Stakeholder Relationship Management
- 1. Build and maintain trust
- 2. Ensure alignment with program goals
- Stakeholder Identification and Analysis
- 1. Assess stakeholder engagement level
- 2. Map stakeholder interests and influence
- Stakeholder Engagement Strategy
- 1. Develop communication and engagement plans
- 2. Manage expectations and resolve conflicts
|
| Program Governance | 14% | - Compliance and Control
- 1. Monitor adherence to standards and regulations
- 2. Oversee change management
- Governance Framework Design
- 1. Define decision-making structures
- 2. Establish policies and procedures
- Performance Oversight
- 1. Ensure accountability and transparency
- 2. Review program health and progress
|
| Strategic Program Management | 15% | - Benefits Realization Planning
- 1. Define and map expected benefits
- 2. Establish benefits measurement framework
- Strategic Alignment
- 1. Align program objectives with organizational strategy
- 2. Evaluate program alignment with business goals
- 3. Assess external factors impacting program strategy
|
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Everyone wishes to spend their career at one level. Obtaining a Program Management Professional (PgMP) PgMP certificate is the reason that many people join the PMI PgMP exam. They can be sure of earning promotions and higher pay at their current job with this credential. While attempting career growth is crucial, you can only do so after clearing the Program Management Professional (PgMP) PgMP Exam.
PMI Program Management Professional (PgMP) Sample Questions (Q186-Q191):
NEW QUESTION # 186
An R&D group director approves a major program's charter. Although the director has a high level of understanding of the program's scope, they are unsure of how the program manager can be successful in delivering the program's commitments.
What should the program manager do to align stakeholders with planning and monitoring the program's progress?
- A. Generate a supplier management plan to identify external stakeholders
- B. Develop an accountability matrix, and assign program roles and responsibilities
- C. Create a communications management plan, and establish reporting formats
- D. Establish high-level program milestones
Answer: D
NEW QUESTION # 187
A critical hardware supplier for a program is requesting a reevaluation of their supply contract due to economic uncertainties that have arisen midway through the program. The program manager has an approval threshold of a 35% increase, and the supplier is asking for a 55% decrease.
What should the program manager do?
- A. Approve the demand of the supplier.
- B. Approve 45% and ask the supplier to meet in the middle
- C. Issue a new request for proposal (RFP) for a new supplier
- D. Negotiate an agreement with the supplier
Answer: D
Explanation:
Negotiating with the supplier allows the program manager to seek a mutually acceptable solution that addresses economic uncertainties while managing program costs within approval thresholds, maintaining supplier relationships and program continuity.
NEW QUESTION # 188
A program manager is assigned to a large cross-functional program that includes five different technologies and multiple workstreams.
Some potential stakeholders have conflicting program expectations.
What should the program manager do next?
- A. Share the approved program business case with key stakeholders and conduct interviews with them.
- B. Send out satisfaction surveys and document the results in the program's stakeholder engagement plan.
- C. Update the stakeholder register to document stakeholders' positions relative to the program.
- D. Document stakeholder expectations in the program's risk register to determine their influence.
Answer: C
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. CostPlus Incentive Fee Contracts (CPIF)
- B. CostPlus Fixed Fee Contracts (CPFF)
- C. Fixed Price Incentive Fee Contracts (FPIF)
- D. Firm Fixed Price Contracts (FFP)
Answer: B
NEW QUESTION # 190
Your program has a budget at completion of $1,550,000 and is expected to last one year.
Currently your program is 45 percent complete and has spent $725,000. According to the program schedule you are actually to be fifty percent complete at this, but due to some vendor delays your program is running just a bit late. Management is concerned that your program will not be able to recoup the costs of the expenses. They've asked you to determine the cost variance for the program. What is the cost variance based on this information?
- A. -$27,500
- B. .90
- C. -$61,111
- D. -$77,500
Answer: A
NEW QUESTION # 191
......
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