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PMI Program Management Professional PgMP Exam
PMI Program Management Professional PgMP Exam which is related to PMI Program Management Professional Certification. This exam validates the Candidate ability to identifying opportunities and benefits that achieve the organization's strategic objectives through program implementation, defining, creating, maximizing, and sustaining the benefits provided by programs. It also deals with the ability to Capture stakeholder needs and expectations, gain and maintain stakeholder support, and mitigating/channeling opposition, establish processes and procedures for maintaining proactive program management.
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Exam Topics
Before sitting for the PMI PgMP test, the candidates are required to develop a good comprehension of its topics. The knowledge areas that the learners need to cover during their preparation are outlined below:
- Stakeholder Management
Within this module, the candidates need to demonstrate their ability to capture the stakeholder expectations & needs, get and maintain support from the stakeholders, as well as mitigate/channel opposition.
- Strategic Program Management
Within this first topic, the examinees are expected to demonstrate their proficiency in defining the opportunities & benefits that meet the strategic objectives of an enterprise during the program implementation.
- Governance
The last section of the certification exam measures the proficiency of the learners in establishing procedures & processes to maintain the proactive oversight of program management as well as decision-making support for the relevant policies & practices across the whole program lifecycle.
- Management of Benefits
The focus of this subject area is on the skills of the applicants in determining, creating, maximizing, and maintaining the benefits delivered by programs.
- Program Lifecycle
Here the test takers need to prove their capacity to perform the following activities:
Initiating: It involves determining the program and component projects as well as gaining agreement from the stakeholders. Planning: The candidates should be capable of determining the program scope as well as developing the program, comprising all component projects and all activities that take place in the framework of the program. Implementing: The applicants should have sufficient expertise to fulfill work required to meet the objectives of the program and deliver its benefits. Controlling: It includes monitoring progress, updating program plans as needed, as well as managing change & risk. Closing: It involves finalizing all program activities, comprising all component projects, performing the transition plan, archiving, gaining approvals, and reporting.
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Exam Topics
The candidates pursuing the PMI PgMP certification need to go through five topics included in the qualifying test. These objectives and their percentage share in the exam content are elaborated below:
- Program Lifecycle (44%)
The second domain of the PMI PgMP exam comes with the following tasks: developing a program charter, translating strategic objectives, developing a top-rated milestone plan, and developing a matrix for accountability. Other subtopics covered are defining criteria for standard measurement, conducting kick-off for a program with the major stakeholders, developing a detailed statement about program scope, developing program WBS, and establishing the plan for program management. The students will also be required to undertake the additional tasks, including optimizing the plan for program management, defining PMIS (Project Management Information System), and identifying & managing unresolved issues about the project. In addition, the test takers should be capable of developing the plan for transition/closure/integration, developing KPIs, monitoring key programs for human resources, chartering and initiating constituent projects, among others.
- Benefits Management (11%)
The third subject area includes the tasks, such as developing the plan for realizing the benefits and measurement criteria; identifying and capturing synergies in addition to efficiencies; developing a plan for sustainment; monitoring metrics. Other topics are verifying that the issues, such as the closure, integration, and transition of constituent projects, satisfy or exceed the realization criteria for the benefits; maintaining a register for the benefits and recording program progress; analyzing and updating the plans for the benefits realization in addition to sustainment targeting risk identification, uncertainty, risk mitigation, as well as risk opportunity. The final task focuses on developing a plan for the transition to operations.
- Strategic Management of Projects (15%)
The initial topic focuses on various tasks, including performing an initial assessment of the program by defining its objectives, requirements, as well as risks. Other tasks include establishing a top-notch road map, defining a top-rated roadmap or framework, defining the mission statement of the program, and evaluating the capability of the organization. Some more tasks include identifying the benefits of a specific program to an organization and estimating the program’s top financial benefits as well as those that are non-financial. It also covers evaluating the program objectives based on regulatory as well as legal constraints, sustainability, social impacts, political climate, cultural considerations, and ethical concerns, among other tasks.
- Stakeholder Management (16%)
When it comes to the fourth section, the learners have to develop mastery in identifying the stakeholders (including sponsors) and creating the matrix for them; performing stakeholder analysis; negotiating stakeholder support, including that of sponsors; generating and maintaining the program’s visibility as well as confirming stakeholder support; defining and maintaining communications targeted at varied stakeholders, including sponsors. Other tasks covered include evaluating risks that the stakeholders/sponsors have identified; incorporating them in the plan for the program’s risk management & development; fostering relationships with key participants.
- Governance (14%)
The fifth part involves a number of tasks that the individuals must be proficient in. They include developing standards in addition to structure for managing the program/project; selecting a model structure for governance, including policies, standards, and procedures; obtaining authorization(s) as well as approval(s) through reviews for stage gate; evaluating KPIs; developing and/or utilizing the PMIS and integrating varied processes as required. Other tasks concern regularly evaluating new and existing risks that have an impact on the strategic objectives; establishing escalation policies & procedures; developing and/or adding to a knowledge repository that contains lessons learned related to the project as well as processes in addition to documentation. The domain also covers the skills of the individuals in identifying and applying lessons learned and monitoring the environment of the business and requirements for program functionality & benefits realization. The last task addresses developing and supporting the integration of a management plan for a particular program.
The PgMP exam issued by PMI is one of the most demanded exams that help program managers make the organization’s strategic goals successful in the long run. Passing this exam awards you the PgMP certification, that gives you an advantage in employment and promotional opportunities over your counterparts.
The PgMP certified employee is experienced enough in grouping many associated projects to achieve stellar results that could be unrealized if the projects were carried out individually.
After many years of advancement in your career as a project manager, getting certified by PgMP avails you the ability gained from experience in overseeing multiple related projects and formulating decisions that advance strategic and business goals.
PMI PgMP Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Stakeholder Engagement | 24% | - Stakeholder identification and analysis
|
| Topic 2: Benefits Management | 17% | - Benefits identification and analysis
|
| Topic 3: Program Life Cycle Management | 44% | - Program delivery and execution
|
| Topic 4: Strategic Program Management | 15% | - Organizational strategy alignment
|
PMI Program Management Professional (PgMP) Sample Questions:
Which of the following is responsible to sign off on the closure documents of a project?
- A. End user
- B. Project Manager
- C. Project team members
- D. Sponsor
Correct Answer: D 🗳️
You are the program manager for your organization.
Your program has a budget of $750,000 and is expected to last one year. The program is currently 30 percent complete and has spent $245,000. The program is supposed to be 40 percent at this time. What is the schedule performance index (SPI) for this program?
- A. Negative ten percent
- B. $225,000
- C. $300,000
- D. .75
Correct Answer: D 🗳️
A megaprogram consisting of five component projects is underway. Two of the component projects are importing critical hardware items from another country. During program delivery, the program manager learned there was a global supply chain issue for electronic hardware.
Shipments are being delayed in several countries. Which document should the program manager update?
- A. Component resource management plan
- B. Component procurement management plan
- C. Program issue register
- D. Program risk register
Correct Answer: D 🗳️
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A program is in its last year of execution. The program manager will receive a performance bonus if executive leadership and the program steering committee determine that the program is a success.
How can the program manager justify receiving a performance bonus upon program closure?
- A. Provide a report using the benefits management plan to demonstrate overall benefits realization.
- B. Update the business case analysis document indicating how each goal was attained.
- C. Conduct a customer satisfaction survey to show program success.
- D. Prepare a financial framework to show effective financial management and alignment with profit metrics.
Correct Answer: A 🗳️
A company's marketing department fails an internal compliance audit. To comply with the auditor's remediation plan, the legal department mandates that a content management system (CMS) be implemented. After initiating the program for CMS implementation, the program manager discovers that the marketing department has already preselected which CMS technology will be implemented.
What should the program manager do to ensure the success of the program?
- A. Initiate the program and begin a formal request for proposal (RFP) to validate the chosen solution and gain the confidence of the legal department
- B. Host a kick-off meeting; request preliminary requirements from the marketing department; conduct a design session; present the steering committee with a solution that meets the requirements; and meet with interested vendors
- C. Meet with the vice president of purchasing to discuss the risks associated with preselecting a solution before the requirements have been gathered
- D. Ask a senior marketing executive to act as the program sponsor and participate on the steering committee; require steering committee representation from the IT, legal, and other key departments; validate that the chosen solution meets the requirements
Correct Answer: B 🗳️
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