PMI PgMP Questions - Tips To Pass Exam 2026

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PMI PgMP Exam Overview:

Certification Vendor:	Project Management Institute (PMI)
Exam Name:	Program Management Professional (PgMP) Certification Exam
Exam Number:	PgMP
Related Certifications:	Project Management Professional (PMP) Portfolio Management Professional (PfMP)
Exam Price:	Member: $800 USD; Non-Member: $1000 USD
Exam Format:	Scenario-based items, Computer-based testing (CBT), Multiple-choice questions
Certificate Validity Period:	3 years
Available Languages:	Chinese (Simplified), English
Real Exam Qty:	170 (150 scored, 20 unscored pretest items)
Passing Score:	Not publicly disclosed; performance rated as Above Target / Target / Below Target / Needs Improvement per domain
Exam Duration:	240 minutes
Recommended Training:	PMI Standard for Program Management PMI Official Training Courses
Exam Registration:	PMI Official Registration Pearson VUE Scheduling
Sample Questions:	PMI PgMP Sample Questions
Exam Way:	Computer-based testing (CBT) at authorized test centers or online proctored
Pre Condition:	1. Secondary degree: 48 months project management + 84 months program management experience (past 15 years); 2. Bachelor's degree or higher: 48 months project management + 48 months program management experience (past 15 years); 3. Must pass application panel review before exam eligibility
Official Syllabus URL:	https://www.pmi.org/certifications/program-management-pgmp

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To be eligible for the PgMP certification, candidates must have a minimum of four years of project management experience and four years of program management experience. In addition, they must have a bachelor's degree or equivalent and pass the PgMP exam. PgMP exam is a four-hour, multiple-choice test that assesses a candidate's knowledge and skills in program management. PgMP Exam covers five domains: program strategy alignment, program benefits management, program stakeholder engagement, program governance, and program lifecycle management.

PMI Program Management Professional (PgMP) Sample Questions (Q590-Q595):

NEW QUESTION # 590
A natural disaster shuts down operations for two days. The program has a major milestone that includes a timed payment of US$1 million.
Since the shutdown was not anticipated, what should the program manager do first?

A. Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.
B. Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the original milestone.
C. Collaborate with the sponsor to determine options and negotiate a new date for the milestone.
D. Implement the appropriate risk response plan and inform the stakeholders of the planned actions.

Answer: A

NEW QUESTION # 591
A program manager is managing an IT program in a company that is competing with another company. Due to sudden global volatility, a key resource is being shared by the two companies and has been very scarce. The program delivery date is approaching, and the key resource is always delayed. What should the program manager do?

A. Raise the change request for delivery delay approval and recruit alternative similar key resources.
B. Attempt to contact the other company and engage the key resource to ensure the program's delivery.
C. Build win-win cooperative relationships with the other company and maximize the program's benefits.
D. Report the shortage of the key resource to the program sponsor and record it in the program risk register.

Answer: C

Explanation:
Establishing a cooperative relationship with the competing organization enables more effective coordination and shared use of the scarce resource, helping to mitigate delays and optimize program outcomes through mutual benefit.

NEW QUESTION # 592
A program manager learns that their company's organizational strategy has changed. This change impacts one component project of a program, misaligning it with both the program objectives and the new organizational strategy. This component project, however, is already 90 percent complete.
What should the program manager do next?

A. Immediately submit a component project closure request to the program sponsor so that resources can be reallocated to strategically aligned component projects.
B. Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.
C. Update the benefits management plan to reflect the impact of the change on the program and its intended benefits.
D. Recommend that the component project manager complete work activity to deliver benefits to the organization.

Answer: B

NEW QUESTION # 593
You work as a program manager for a large construction program. Your program includes constructing hotels across the country. You collect information on the status of the program.
During comparison with the original plan you find the 200 hotels have been completed as against
275 hotels planned as of today. In which program process are you working on?

A. Monitor and Control Program Schedule
B. Monitor and Control Project Performance
C. Monitor and Control Program Scope
D. Manage Program Issues

Answer: B

NEW QUESTION # 594
A program governance board mandates that phase gate reviews must be held so each component project can be reviewed and individually authorized to proceed to the next phase. The first thing the program manager does is track and report the actual benefits realized. What should the program manager do next?

A. Gather additional stakeholders' requirements relevant to this stage.
B. Update the risk register with the identified relevant new risks.
C. Demonstrate that other stage gate requirements have been met.
D. Identify factors influencing the delivery of benefits at this stage.

Answer: D

Explanation:
After tracking and reporting actual benefits, the program manager should analyze the factors influencing benefits delivery to determine whether outcomes align with expectations and to inform decisions at the phase gate review.

NEW QUESTION # 595
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