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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 - Compliance and Control 1. Monitor adherence to standards and regulations 2. Oversee change management - Performance Oversight 1. Review program health and progress 2. Ensure accountability and transparency
Stakeholder Management	16%	- Stakeholder Relationship Management 1. Ensure alignment with program goals 2. Build and maintain trust - Stakeholder Engagement Strategy 1. Manage expectations and resolve conflicts 2. Develop communication and engagement plans - Stakeholder Identification and Analysis 1. Assess stakeholder engagement level 2. Map stakeholder interests and influence
Benefits Management	11%	- Benefits Delivery and Transition 1. Transition benefits to operations 2. Monitor benefit realization - 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. Document lessons learned 2. Formal program closure 3. Complete deliverables and transfer ownership - Program Planning 1. Plan risk, quality, and communications 2. Define scope, schedule, budget, and resources 3. Develop program management plan - Program Execution 1. Coordinate projects and components 2. Monitor performance and adjust plans 3. Manage program delivery and integration - Program Initiation 1. Identify stakeholders and governance structure 2. Develop program charter
Strategic Program Management	15%	- Strategic Alignment 1. Align program objectives with organizational strategy 2. Evaluate program alignment with business goals 3. Assess external factors impacting program strategy - Benefits Realization Planning 1. Establish benefits measurement framework 2. Define and map expected benefits

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PMI Program Management Professional (PgMP) Sample Questions (Q244-Q249):

NEW QUESTION # 244
The steering committee considers a decade-long program healthy because it delivers benefits.
Several project managers have been replaced due to attrition, and the new project managers have suggested improving cost efficiency. What should the program manager do?

A. Ask the new project managers to provide details of the new ideas
B. Implement the new ideas immediately to reduce spending
C. Ask the new project managers to document new ideas for future use
D. Notify the program leadership team of the new ideas

Answer: A

Explanation:
Asking the new project managers to provide details of their ideas allows the program manager to evaluate potential improvements thoroughly before implementation, ensuring cost efficiency initiatives align with program objectives and stakeholder expectations.

NEW QUESTION # 245
A program to implement a company's new system is nearing completion and the program manager attempts to close the program. However, despite training provided to the operational staff on the new system, there is concern that the defined expected benefits will not be fully realized.
To prevent this concern in the future, which of the following should occur?

A. Identification of the risk in the program risk register and development of a plan to address the risk
B. Collaboration with the operational staff to develop the benefits sustainment plan
C. Development and execution of a benefits transition plan to prepare the operational areas
D. Communication of the new capabilities' benefits to the operational staff

Answer: C

Explanation:
Section: Volume D

NEW QUESTION # 246
Rick is a Program Manager for a large construction program. The program contains four projects. Stakeholders have requested for some changes that will change the scope of the program. Rick needs to monitor and control program scope. He is required to analyze the change request with detailed deliverables, acceptance criterion, and the work of the program. Which of the following documents will help him for this?

A. Project charter
B. Program charter
C. Program scope statement
D. Program performance report

Answer: C

NEW QUESTION # 247
A program manager is working with the project managers of a component project on change management planning. Due to the program's dynamic nature, multiple internal and external changes are expected during its life cycle. One of the project managers suggested the program manager list and plan for all the possible changes. How should the program manager respond?

A. Changes that can impact the program in the planning stage.
B. Changes that can impact the program will emerge in real time.
C. Changes that can impact the program come from its components.
D. Changes that can impact the program in the execution stage.

Answer: B

Explanation:
In a dynamic program environment, not all potential changes can be anticipated during planning, as many will arise during program execution due to evolving internal and external conditions, requiring adaptive and ongoing change management in real time.

NEW QUESTION # 248
Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations.
They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation.
What should the program manager have done first to prevent this?

A. Created a transition plan during the planning phase for the impacted operational area
B. Ensured there was a communications management plan that included the transition to operations
C. Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations
D. Added the operations manager as a key stakeholder

Answer: A

NEW QUESTION # 249
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