To achieve the professional designation of PMI Program Management Professional from the PMI, candidates must clear the PgMP Exam with the minimum cut-off score. For those who wish to pass the PMI Program Management certification exam with good percentage, please take a look at the following reference document detailing what should be included in PMI Program Management Exam preparation.
The PMI PgMP Exam Summary, Body of Knowledge (BOK), Sample Question Bank and Practice Exam provide the basis for the real PMI Program Management Professional (PgMP) exam. We have designed these resources to help you get ready to take PMI Program Management Professional (PgMP) exam. If you have made the decision to become a certified professional, we suggest you take authorized training and prepare with our online premium PMI Program Management Practice Exam to achieve the best result.
PMI PgMP Exam Summary:
|PMI Program Management Professional
|Exam Fee Member
|Exam Fee Non-member
|Number of Questions
|Above Target / Target / Below Target / Needs Improvement
|Multiple Choice Questions
|Books / Trainings
|PMI Program Management Exam Sample Questions and Answers
|PMI Program Management Professional (PgMP) Practice Test
PMI Program Management Syllabus Topics:
Domain I Strategic Program Management - 15%
|Perform an initial program assessment by defining the program objectives, requirements, and risks in order to ensure program alignment with the organization’s strategic plan, objectives, priorities, vision, and mission statement.
|Establish a high-level road map with milestones and preliminary estimates in order to obtain initial validation and approval from the executive sponsor.
|Define the high-level road map/framework in order to set a baseline for program definition, planning, and execution.
|Define the program mission statement by evaluating the stakeholders’ concerns and expectations in order to establish program direction.
|Evaluate the organization’s capability by consulting with organizational leaders in order to develop, validate, and assess the program objectives, priority, feasibility, readiness, and alignment to the organization’s strategic plan.
|Identify organizational benefits for the potential program using research methods such as market analysis and high-level cost-benefit analysis in order to develop the preliminary program scope and define benefits realization plan.
|Estimate the high level financial and nonfinancial benefits of the program in order to obtain/maintain funding authorization and drive prioritization of projects within the program.
|Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns in order to ensure stakeholder alignment and program deliverability.
|Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone schedule and benefits in order to receive authorization to initiate the program.
|Identify and evaluate integration opportunities and needs (for example, human capital and human resource requirements and skill sets, facilities, finance, assets, processes, and systems) within program activities and operational activities in order to align and integrate benefits within or across the organization.
|Exploit strategic opportunities for change in order to maximize the realization of benefits for the organization.
Knowledge specific to Domain I
Domain II Program Life Cycle - 44%
|Initiating the Program
|Develop program charter using input from all stakeholders, including sponsors, in order to initiate and design program and benefits.
|Translate strategic objectives into high-level program scope statements by negotiating with stakeholders, including sponsors, in order to create a program scope description.
|Develop a high-level milestone plan using the goals and objectives of the program, applicable historical information, and other available resources (for example, work breakdown structure (WBS), scope statements, benefits realization plan) in order to align the program with the expectations of stakeholders, including sponsors.
|Develop an accountability matrix by identifying and assigning program roles and responsibilities in order to build the core team and to differentiate between the program and project resources.
|Define standard measurement criteria for success for all constituent projects by analyzing stakeholder expectations and requirements across the constituent projects in order to monitor and control the program.
|Conduct program kick-off with key stakeholders by holding meetings in order to familiarize the organization with the program and obtain stakeholder buy-in.
|Planning the Program
|Develop a detailed program scope statement by incorporating program vision and all internal and external objectives, goals, influences, and variables in order to facilitate overall planning.
|Develop program WBS in order to determine, plan, and assign the program tasks and deliverables.
|Establish the program management plan and schedule by integrating plans for constituent projects and creating plans for supporting program functions (for example, quality, risk, communication, resources) in order to effectively forecast, monitor, and identify variances during program execution.
|Optimize the program management plan by identifying, reviewing, and leveling resource requirements (for example, human resources, materials, equipment, facilities, finance) in order to gain efficiencies and maximize productivity/synergies among constituent projects.
|Define project management information system (PMIS) by selecting tools and processes to share knowledge, intellectual property, and documentation across constituent projects in order to maximize synergies and savings in accordance with the governance model.
|Identify and manage unresolved project-level issues by establishing a monitoring and escalation mechanism and selecting a course of action consistent with program constraints and objectives in order to achieve program benefits.
|Develop the transition/integration/closure plan by defining exit criteria in order to ensure all administrative, commercial, and contractual obligations are met upon program completion.
|Develop key performance indicators (KPIs) by using decomposition/ mapping/ balanced score card (BSC) in order to implement scope and quality management system within program.
|Monitor key human resources for program and project roles, including subcontractors, and identify opportunities to improve team motivation (for example, develop compensation, incentive, and career alignment plans) and negotiate contracts in order to meet and/or exceed benefits realization objectives.
|Executing the Program
|Charter and initiate constituent projects by assigning project managers and allocating appropriate resources in order to achieve program objectives.
|Establish consistency by deploying uniform standards, resources, infrastructure, tools, and processes in order to enable informed program decision making.
|Establish a communication feedback process in order to capture lessons learned and the team’s experiences throughout the program.
|Lead human resource functions by training, coaching, mentoring, and recognizing the team in order to improve team engagement and achieve commitment to the program’s goals.
|Review project managers’ performance in executing the project in accordance with the project plan in order to maximize their contribution to achieving program goals.
|Execute the appropriate program management plans (for example, quality, risk, communication, resourcing) using the tools identified in the planning phase and by auditing the results in order to ensure the program outcomes meet stakeholder expectations and standards.
|Consolidate project and program data using predefined program plan reporting tools and methods in order to monitor and control the program performance and communicate to stakeholders.
|Evaluate the program’s status in order to monitor and control the program while maintaining current program information.
|Approve closure of constituent projects upon completion of defined deliverables in order to ensure scope is compliant with the functional overview.
|Controlling the Program
|Analyze variances and trends in costs, schedule, quality, and risks by comparing actual and forecast to planned values in order to identify corrective actions or opportunities.
|Update program plans by incorporating corrective actions to ensure program resources are employed effectively in order to meet program objectives.
|Manage program level issues (for example, human resource management, financial, technology, scheduling) by identifying and selecting a course of action consistent with program scope, constraints, and objectives in order to achieve program benefits.
|Manage changes in accordance with the change management plan in order to control scope, quality, schedule, cost, contracts, risks, and rewards.
|Conduct impact assessments for program changes and recommend decisions in order to obtain approval in accordance with the governance model.
|Manage risk in accordance with the risk management plan in order to ensure benefits realization.
|Closing the Program
|Complete a program performance analysis report by comparing final values to planned values for scope, quality, cost, schedule, and resource data in order to determine program performance.
|Obtain stakeholder approval for program closure in order to initiate close-out activities.
|Execute the transition and/or close-out of all program and constituent project plans (for example, perform administrative and PMIS program closure, archive program documents and lessons learned, and transfer ongoing activities to functional organization) in order to meet program objectives and/or ongoing operational sustainability.
|Conduct the post-review meeting by presenting the program performance report in order to obtain feedback and capture lessons learned.
|Report lessons learned and best practices observed and archive to the knowledge repository in order to support future programs and organizational improvement.
Knowledge Specific to Domain II
Domain III Benefits Management - 11%
|Develop the benefits realization plan and its measurement criteria in order to set the baseline for the program and communicate to stakeholders, including sponsors.
|Identify and capture synergies and efficiencies identified throughout the program life cycle in order to update and communicate the benefits realization plan to stakeholders, including sponsors.
|Develop a sustainment plan that identifies the processes, measures, metrics, and tools necessary for management of benefits beyond the completion of the program in order to ensure the continued realization of intended benefits.
|Monitor the metrics (for example, by forecasting, analyzing variances, developing “what if” scenarios and simulations, and utilizing causal analysis) in order to take corrective actions in the program and maintain and/or potentially improve benefits realization.
|Verify that the close, transition, and integration of constituent projects and the program meet or exceed the benefit realization criteria in order to achieve program’s strategic objectives.
|Maintain a benefit register and record program progress in order to report the benefit to stakeholders via the communications plan.
|Analyze and update the benefits realization and sustainment plans for uncertainty, risk identification, risk mitigation, and risk opportunity in order to determine if corrective actions are necessary and communicate to stakeholders.
|Develop a transition plan to operations in order to guarantee sustainment of products and benefits delivered by the program.
Knowledge Specific to Domain III
Domain IV Stakeholder Management - 16%
|Identify stakeholders, including sponsors, and create the stakeholder matrix in order to document their position relative to the program.
|Perform stakeholder analysis through historical analysis, personal experience, interviews, knowledge base, review of formal agreements (for example, request for proposal (RFP), request for information (RFI), contracts), and input from other sources in order to create the stakeholder management plan.
|Negotiate the support of stakeholders, including sponsors, for the program while setting clear expectations and acceptance criteria (for example, KPIs) for the program benefits in order to achieve and maintain their alignment to the program objectives.
|Generate and maintain visibility for the program and confirm stakeholder support in order to achieve the program’s strategic objectives.
|Define and maintain communications adapted to different stakeholders, including sponsors, in order to ensure their support for the program.
|Evaluate risks identified by stakeholders, including sponsors, and incorporate them in the program risk management plan, as necessary.
|Develop and foster relationships with stakeholders, including sponsors, in order to improve communication and enhance their support for the program.
Knowledge Specific to Domain IV
Domain V Governance - 14%
|Develop program and project management standards and structure (governance, tools, finance, and reporting) using industry best practices and organizational standards in order to drive efficiency and consistency among projects and deliver program objectives.
|Select a governance model structure including policies, procedures, and standards that conforms program practices with the organization’s governance structure in order to deliver program objectives consistent with organizational governance requirements.
|Obtain authorization(s) and approval(s) through stage gate reviews by presenting the program status to governance authorities in order to proceed to the next phase of the program.
|Evaluate key performance indicators (for example, risks, financials, compliance, quality, safety, stakeholder satisfaction) in order to monitor benefits throughout the program life cycle.
|Develop and/or utilize the program management information system), and integrate different processes as needed, in order to manage program information and communicate status to stakeholders.
|Regularly evaluate new and existing risks that impact strategic objectives in order to present an updated risk management plan to the governance board for approval.
|Establish escalation policies and procedures in order to ensure risks are handled at the appropriate level.
|Develop and/or contribute to an information repository containing program-related lessons learned, processes, and documentation contributions in order to support organizational best practices.
|Identify and apply lessons learned in order to support and influence existing and future program or organizational improvement.
|Monitor the business environment, program functionality requirements, and benefits realization in order to ensure the program remains aligned with strategic objectives.
|Develop and support the program integration management plan in order to ensure operational alignment with program strategic objectives.
Knowledge Specific to Domain V
Both PMI and veterans who’ve earned multiple certifications maintain that the best preparation for a PMI PgMP professional certification exam is practical experience, hands-on training and practice exam. This is the most effective way to gain in-depth understanding of PMI Program Management concepts. When you understand techniques, it helps you retain PMI Program Management knowledge and recall that when needed.