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| Section | Weight | Objectives |
|---|
| Benefits Management | 11% | - Benefits Delivery and Transition
- 1. Transition benefits to operations
- 2. Monitor benefit realization
- Benefits Identification and Definition
- 1. Establish benefit ownership
- 2. Classify and prioritize benefits
- Benefits Sustainment
- 1. Update benefit documentation
- 2. Ensure long-term value delivery
|
| Stakeholder Management | 16% | - Stakeholder Engagement Strategy
- 1. Develop communication and engagement plans
- 2. Manage expectations and resolve conflicts
- Stakeholder Relationship Management
- 1. Ensure alignment with program goals
- 2. Build and maintain trust
- Stakeholder Identification and Analysis
- 1. Map stakeholder interests and influence
- 2. Assess stakeholder engagement level
|
| Strategic Program Management | 15% | - Benefits Realization Planning
- 1. Establish benefits measurement framework
- 2. Define and map expected benefits
- Strategic Alignment
- 1. Assess external factors impacting program strategy
- 2. Align program objectives with organizational strategy
- 3. Evaluate program alignment with business goals
|
| Program Governance | 14% | - Governance Framework Design
- 1. Establish policies and procedures
- 2. Define decision-making structures
- Performance Oversight
- 1. Ensure accountability and transparency
- 2. Review program health and progress
- Compliance and Control
- 1. Monitor adherence to standards and regulations
- 2. Oversee change management
|
| Program Life Cycle Management | 44% | - Program Initiation
- 1. Develop program charter
- 2. Identify stakeholders and governance structure
- Program Closure
- 1. Document lessons learned
- 2. Complete deliverables and transfer ownership
- 3. Formal program closure
- 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. Develop program management plan
- 3. Define scope, schedule, budget, and resources
|
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PMI Program Management Professional (PgMP) Sample Questions (Q506-Q511):
NEW QUESTION # 506
You are the program manager for your organization. Management would like to consider the present value for your program. If your program is predicted to be worth $450,000 in two years what is the present value of the program if the interest rate is six percent?
- A. $385,450
- B. $505,620
- C. $521,345
- D. $400,498
Answer: D
NEW QUESTION # 507
What is another term that can be assigned to the pre-program analysis and research to determine if a program should be initiated?
- A. Program charter creation
- B. Feasibility study creation
- C. Business case creation
- D. Program scope statement definition
Answer: B
NEW QUESTION # 508
A program is completed and the expected benefits are realized. Before executing the transition and closing of the program, what should the program manager do?
- A. Obtain approval from the program governance board to initiate program closure activities
- B. Perform administrative and program management information system (PMIS) closure activities
- C. Create a final program report
- D. Archive documents and lessons learned
Answer: D
NEW QUESTION # 509
You are the program manager for your organization. Management has asked you to create a method to track the program stakeholders' concerns, threats, and demands for communication. They would like you to map out each stakeholder or stakeholder group and identify trends within the chart to help your program communicate better. What type of a chart should you create for management?
- A. RACI chart
- B. Roles and responsibilities chart
- C. Communication matrix
- D. Stakeholder analysis chart
Answer: D
Explanation:
Section: Volume A
NEW QUESTION # 510
Which of the following can be used to help you or other project managers on future projects?
- A. Stakeholder
- B. Charter
- C. Documentation
- D. Sponsor
Answer: C
Explanation:
Section: Volume C
Explanation
NEW QUESTION # 511
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