PGMP One Stop Shop Version 1.0 (Sample Copy)

PgMP One-Stop-Shop Version_1.
0
(Based on SPM V3 & PMBoK V5)
www.pmiprojectmanagementworld.com
Contact:
Anup Kumar S, PMP, PgMP
email: s_anupkumar@yahoo.com Authored By:
Skype: anup.kumar86 Anup Kumar S, PMP, PgMP
Twitter: @anup_kumar_4878
Phone +974-33960094
"PMI", the PMI logo, "PMBOK", SPM, "PgMP", "PMP", the PMP logo, are
registered marks of the Project Management Institute, Inc. in the United States and/or other nations 1
About the Author
Anup Kumar S PMP PgMP
Anup has extensive experience in IT industry since 2000 in managing various Information Technology Projects &
Programs in Public & Private sector for Multi National Banks (i.e. Standard Chartered Bank, HSBC Bank, Barclays,
Western Union) within India, Qatar & UK.
Anup managed implementing high critical applications like Anti-Money laundering, Implement IT-Security Policies &
Procedures. ISO 27001-2005 implementation, CMMI Level 5 implementation, Develop PMO & implement PMI best
practices across the organization through PMO initiatives etc. for various banks, financial institution across the
globe.
Received PMP & PgMP certifications in the year 2010 & 2012 respectively.
Only less than 1000 Management professionals are certified PgMP across the globe hence its considered as an
Elite Management Group in the world
746th Person in the world & 36th from India to get PgMP certified
First PgMP from the state of Kerala
Authored various training materials for the benefit of PMP & PgMP certification aspirants all over the world
FIDE Internationally rated CHESS player. 2
COPYRIGHT Anup Kumar, PMP, PgMP, www.pmiprojectmanagementworld.com
Course Objective
The course objective is to provide the necessary

information & knowledge to the candidates about
all the 2 evaluation stages of the PgMP
evaluation process which are needed to obtain
the PgMP credential successfully
3
Advantages of (PgMP) Certification
Basically (PgMP) is considered to be the immediate next level to
(PMP) . For a (PMP) certified professional he /she will focus on
Program Management at the next level to choose in their career
path.
You will have the first-mover advantage by being among the first
few credential holders, which may open doors to take on more
strategic roles within your organization. Often, the next career move
for program managers is a Director or Executive equivalent
position.
4
Advantages of (PgMP) Certification (Contd)
There are around 1 Million Management

professionals who are Project
Management Professional
(PMP) certified. But only less than
2000 are Program Management
Professional (PgMP) all over the world.
This clearly shows that there is a

huge demand for Certified Program
Managers.
5
Advantages of (PgMP) Certification (Contd)
PgMP exam is considered as one of

the most toughest Management level
certification to clear as if today.
Though PMP & PgMP are based

on Psychometric analysis exam but
PgMP is considered to be more
harder than PMP exam. Hence, the PMP
success rate of those who pass the
exam is very low.
PgMP
Certified PgMP are considered to be
a part of the Elite Management
Group in the World.
6
PgMP Certification Journey.
7
PgMP Tentative Schedule
Major Activities Duration

Application preparation 2 weeks
Application completeness review 1 week
Audit (In case the Application is selected) 2 weeks
Panel Review (PMI) 1 weeks
Examination Preparation 4-6 weeks
Overall, the Certification journey will take around 10-12 weeks
8
About PgMP Panel Review

(Evaluation 1 Stage)
"PMI", the PMI logo, "PMBOK", "PgMP", "PMP", the PMP logo, and "CAPM" are marks or
About PgMP Panel Review (Evaluation 1)
PgMP Certification Pre-requisites:
Before you start preparing your PgMP application, make sure you are
satisfying the necessary pre-requisites for PgMP certification by going
through "PgMP Hand Book" at least once
NOTE: It is not a pre-requisite to have PMP certification to apply for PgMP
10
Calculating your Experience Hours:

List projects and programs separately
Do not group your Program Management with your Project
Management experience
For the Program Management experience include:
Details on at least two projects associated with the program
A primary contact is needed for each project and program
The Project experience which you have already shown in PMP
application is recommended not to be changed. The idea here is
Project & Program Management experience in hours should not
conflict with each other, instead should compliment each other..!!!
To document your Program Management experience, you
can go back upto last 15 years prior to the application date.
Enter your hours in each of the 5 Program Management domains
Program experience can include more than one program 11
The Audit
Once the payment is done
immediately, you will receive an email
notification from PMI whether your
application is selected for audit or
not.
In case selected, You need to submit:
Copies of your highest degree/diploma
Signatures from your supervisors on the
programs in your experience section
Once when you submit those docs,

PMI will take up-to 5 days to complete
audit process 12
The Panel Review

Pass or Fail
Panel consists of program manager
volunteers
They review experience based on
responses to the Program Management
Experience Summaries in the
application
They do not know your identity
If you fail, a PMI representative will
contact you to discuss your status
13
PgMP Application filling guidelines:
Your experience summary details should be written in proper
English. No charts, graphs allowed.
All your responses should be within the specified word limitation
as mentioned in the application form
Do not describe program management activities performed by
others / or in general by the team etc. PMI is interested to hear
your experience in managing the Program
Support your experience with SPM defined Program Management
best practices. Avoid using theory concepts. Show more practical
examples with qualitative & quantitative information wherever
applicable
Most of the PgMP applications will be selected for Audit. So
please be prepared that you can evidence the necessary
experience details which you have filled in the application
14
PgMP Application filling guidelines: (Continued)
Its advisable to go through SPM at-least once before

you answer the questions in your application. The
reason behind is, during Panel review stage your
application is verified by a PgMP panel review expert
members how are nominated by PMI. During this
process, they will look for whether have you managed
your program in line with the PMI best practices
outlined in Standards of Program Management (SPM)
Re-read your responses before submission to ensure
that they are correct, complete and appropriate
15
PgMP Application filling guidelines: (Continued)
To make your application filling part smooth, its highly
recommended to use our "PgMP sample application" is basically
a developed REAL TIME case study which will help you to
understand clearly the expectation of PMI Panel review.
To make an online purchase for the "PgMP Sample application &
necessary instructions" please visit the below url:
http://pmiprojectmanagementworld.com/
(Word of Caution: In case, PMI rejects the application in panel
review stage they will reimburse only less than 375 USD back to
the applicant. The remaining amount will be considered as
processing fee and will not be reimbursed. So, the applicant will
end up in time loss & cost loss in such scenario. Hence, its very
important the applicant should be very careful while preparing
the application so that there should not be any chances of
rejection in evaluation 1 stage).
16
About PgMP Credential Exam

Once when you clear the PANEL REVIEW, review stage you will have
one (1) year to take the exam with a maximum of 3 attempts
possible.
18
Purpose of Training
Provide you Provide you Provide

with the Prepare you
with the practical
knowledge for the
knowledge of hints for
needed to PgMP
Program successfully answering
Certification
Management complete questions
Examination
Methodologies the exam correctly
Save Your time

19
Tricks to know about Exam
PgMP People not able Another larger

certification is to succeed in percentage of Question are
an the exam people not written from
internationally because they succeeding in the
have not had
recognized program the exam perspective of
exam based management They do not managing
on training that have real large
Psychometric uses PMI world programs
analysis terminology experience
20
Format of the Exam:
150 are
15-minute
170 Multiple scored, 20 are
computer
4 hours Choice research
tutorial for
Questions questions and
familiarization
not scored
21
Format of the Exam:
Questions will
test knowledge,
Situational / Experience
Books, Mobiles Only Pass or
Scenario level, Practical
etc. not allowed Fail status application of
Questions
concepts &
analytical skills
22
PgMP Exam Blueprint
No. of % of No. of
Domain/ sub domain Tasks Questions Questions
I. Strategic Program Management 11 15% 25

II. Program Life Cycle 35 44% 75
Initiating 6 6% 10
Planning 9 11% 19
Executing 9 14% 24
Controlling 6 10% 17
Closing 5 3% 5
III. Benefits Management 8 11% 19
IV. Stakeholder Management 7 16% 27
V. Governance 11 14% 24
23
About Exam Results:
At the end of the four (4) hour test, you will receive your Proficiency level score only
You will know if you have PASSED or failed the exam
You will not know the percent of questions you have answered correctly
Instead you will know by domain:
Whether you were:
Proficient
Moderately Proficient
Below Proficient
Your goal is to be Proficient in all domains
If you are not Below Proficient in any domain, you have a high likelihood of passing
If you are Below Proficient in a domain, you still could pass if you can make up enough extra
points in other domains but considering the probability factor:
Focus on achieve Proficient in all five domains and you have no problems!!!
24
Study References
Best resources for PgMP exam preparation?
The Standard for Program Management V3 (Atleast 5 reading)
PMBOK V5 (Atleast 2 reading)
PgMP handbook (Atleast 1 reading)
The PgMP Examination Content Outline (ECO) (Atleast 5 reading)
PMI Code of Ethics & Professional responsibility (Atleast 1 reading)
NOTE: All the above documents are Free download for PMI members
PgMP One-Stop-Shop_Version_1.0 (Atleast 2 reading)
Other Resources on web/social media?

Watch for an online community on the PMI website
PgMP LinkedIn Groups
Visit www.pmiprojectmanagementworld.com/
Other PgMPs on LinkedIn
25
Study Tips
Read our material PgMP One Stop Shop Version 1.0 thoroughly at-least twice
Read SPM V3 & PMBoK V5
Increase the count of the read for those specific topics where you may find difficulty
Take the Practice tests from our PgMP Advance Scenario PgMP Question Bank
Do not schedule the EXAM unless you are well prepared
How to check whether are you well prepared ?
Must be able to understand SPM & PMBoK terms & concepts clearly
Can visualize the big picture of program management processes & process
interactions very clearly
Consistently getting good score in the practice tests.
Now you are ready for the exam and you can schedule the exam and prove in
the exam day YES . I am a PgMP material.!!!
Note:
Your goal is to score above 90% in the practice test
To judge yourself accurately, please do the practice test in exam like condition
26
A day before Exam
When you have one day left for the exam its not worth spending too
much time with books. You already have good understanding about
the concepts.
You have already done your best you can so its time to be relaxed
before the exam and stay away from book. So spend your time in
relaxation exercise like Yoga, breathing exercise, listening to some
pleasant music etc. whichever makes you comfortable. By doing this,
physically & mentally you are making yourself ready for the big
day...!!!
Last but not least, have a healthy dinner and good night sleep..:-)
27
Test Taking Tips
As you review your answers for the questions you have marked,
look for words such as:
Except, always, each one, never, all, none, not etc. and do
not select that answer
If you are not sure, make a guess do not leave a question
blank
Look for grammatical clues e.g. Usage of a or an
Longest answer is most likely the correct answer!
Use your experience as a program manager, the materials
you have studied from this class, and the Standard to
determine the most appropriate answer
Memorize a few basic formulas from your PMBOK
28
Test Taking Strategy:
Use your time wisely
Use your first 15 minutes tutorial time to write down formulae and make yourself
relaxed.
Organize your breaks. Don't try to finish the exam in one full sitting not recommended.
Use complete 4 hours.
Answer questions ON / ahead of time
Read each question carefully and thoroughly
Read all answers, even if you think that the first one is correct
Do not spend too much time on any one question
If you are stumped by a question, you should guess, mark it for review and move on,
Remember you have only 4 hours i.e. 240 mins and you have under 1.5 mins per
question.
If you do not know the answer, guess and review it later. There is no negative score for
wrong answers. So answer all questions.
Once all 170 questions are done, you should go back and review your marked
questions
29
Test Taking Strategy: (Contd)
Read the question, get the context, understand the direction and then
analyse the answers
While analysing the answer use ELIMINATION TECHNIQUE to
eliminate the possible wrong choices
Then use WEIGHTAGE TECHNIQUE to give some percentage
weightage to the short listed options. The option which contains
maximum weightage is most likely the right choice.
NOTE: Its not necessary the correct answer should have 100% correctness
in it. More closer answer out of the available 4 options will be most likely
the right choice.
Remember, this exam tests your attitude about your decision making in a
given situation. Most of the questions will be scenario / situation based
and the exam will be conducted based on psychometric analysis which
tests the psychology of the candidate in effectively managing large
Programs in line with PMI based best practices
30
At the Exam Site
Have 2 forms of ID: Make sure your ID matches your
Primary name!
Drivers license You will receive a calculator (on
Military ID computer screen), scratch
paper, pencil
Passport
You have 15 mins for tutorial to
National ID card
familiarize with computer and
Secondary environment. Use this
Employee ID effectively.
Credit card with Remember your session is video
signature recorded. So, please be cautious
Bank (ATM) card about it!!!
31
SPM V3 (Domains 1-5)

Random samples
1.6 Business Value
Business value is a unique concept in each organization. It is defined as

the entire value of the business; Total sum of all tangible & intangible
elements.
It also defines as entire value of business like monetary assets &
stakeholder equity etc. Depending upon the type of organization the
business value scope will be long/short term.
Business value may be created through effective management and

effective use of portfolio, program, project management and organization
will drive to meet strategic objectives as well as to obtain greater value on
their project investments.
33
1.7 Role of Program Manager
1.7.1 Program Manager Skills & Competencies:
People management
Leadership
Political
Communications
Technical Knowledge
Environmental Awareness
Strategic Visioning
Program Management
Time Management
Organizational
34
Tips for exam
Know how program links with

projects & portfolio level
Remember the top-down and
bottom-up approaches
Organizations uses portfolio,
programs, projects to deliver the
strategic initiatives
The program begins either when
funding is approved or when the
program manager is assigned
35
4.0 Program Benefits Management
Benefits
Tangible Benefits Intangible Benefits
Benefits broadly classified into tangible & intangible

Tangible benefits: Clearly Quantifiable benefits (Example: Cost gain, profits,
market share increase etc.)
Intangible benefits: Less easily Quantifiable benefits (Example: Company
reputation, good will, brand recognition, chances of repeated business etc.)
36
Sample Stakeholder Matrix
Program Interest Internal / External to

S:No: Name Role / Designation Responsibilities / Objective Positive / Negative the Organization Influence Communication Strategy
Financing the Program

Provide Program resources
Responsible for Overall program Regular Program briefing,
benefits Strategy / Meetings, Status reports, emails,
1 Victor Program Sponsor Investment decision Positive Internal Prioritization calls
Defining the direction of the Regular Program briefing,

Program Strategy / Meetings, Status reports, emails,
2 Tom Senior Manager Investment decision Positive Internal Prioritization calls
Regular Project briefing, Meetings,

3 Sandra Project Manager Deliver Project benefits Positive Internal Delivering benefits Status reports, emails, calls
Provide necessary Technology

resource to the Program,
IT Infrastructure support, maintain the IT Technology & IT
4 Harry Manager resources Positive Internal solution, support Meetings, Emails, Phone calls
Provide Program Human
5 Laurel Functional Manager resources Positive Internal Resource approvals Meetings, Emails, Phone calls
Program Phase gate briefing,
Governance Go / No-Go decision during Phase gate Meetings, Status reports, emails,
6 Henry Manager phase gate reviews Positive Internal Decisions calls
Regular Program briefing,
Provide support to program & Program Meetings, Status reports, emails,
7 Stephen PMO Manager project team Positive Internal architecture calls
Provide Program requirement &

Governmental set expectation for the overall Overall Program Meetings, Status reports, emails,
8 body Customer Program objective Positive External success or failure calls
Competing Market supply / Only emails by Senior Management

9 ABC Company Organization Not Applicable Negative External demand / Corporate Development
37
5.3 Stakeholder Engagement
Its a continuous process because the list of stakeholders,

their attitudes, opinion towards the program may change
over a period of time
"Stakeholder register" & "Stakeholder engagement plan"
should be evaluated & updated in need basis
Program manager uses communication, negotiation and
conflict resolution skills to engage stakeholders
38
5.3 Stakeholder Engagement
Case Study About Negative Stakeholders
Take an example of a Program related to Construction industry:
A Program which is going to build a new "Metro Rail" which connects major cities across
the country:
Unfortunately, the identified location for this program to construct Metro rail was within
the city limits which is a residential location where already there are many people living
in that area. So, for this program, the residents of this location may be considered to
be in the category of a "Negative stakeholder group' because they don't want such
program to get initiated in their area because of the fear of losing their property
For the Program team, its important to identify those stakeholder's impact and how they
are going to get compensated, how they will be relocated & where, when etc. with
detailed response strategies need to be carefully analyzed & gain buy-in from those
stakeholders and implement the agreed response strategies before occupying the land.
All this will be covered as part of "Stakeholder engagement plan".
"When negative impacts are unavoidable, mitigations strategies must be provided

FARILY & in a TIMELY manner". This is very important in such circumstance....
39
6.2.4 Establishing a Program Governance Plan
6.2.4.4 Planned Governance Meetings
Program governance plan should contain a

schedule of planned program related governance
meetings such as:
Phase-gate reviews
program health checks
required audits
40
6.2.6 Approving Program Approach and Plans
Program Governance board

Approves:
The Program Approach & plans
The framework by which
program components will be
managed and monitored during
the course of the program
41
6.4 Common Individual Roles Related to Program
Governance
Common roles include:

Program Sponsor
Program Governance Board members
program Manager
Project Manager
Program Team Members
42
8.1.1 Communications Planning
43
8.2 Program Financial Management
Basic Principles of Financial Management
Most members of an executive board

better understand and are more
interested in financial terms, so program
managers must speak their language
Cash flow analysis
Life cycle costing determines the
considers the total cost estimated annual costs
Profits are and benefits for a
of ownership, or
revenues minus development plus program and the
expenditures support costs, for a resulting annual cash
program flow
(in flow Vs out flow)
44
8.2.6 Program Financial Monitoring and Control
Program Budget Reconciliation:

"Reconciliation" is a common term used in the banking world.
For example:
Banking process follows "End of day Reconciliation" mechanism.
It is done by calculating the inflow & outflow transactions done by
an account holder through ATM, POS, Internet banking, and other
withdrawals & deposits done in that bank account.
After doing this exercise, an end of day balance will be generated

for that account which will clearly say what is the financial value
of that account holder at the end of the day.
This mechanism is known as "Reconciliation"
45
8.2.6 Program Financial Monitoring and Control
Program Budget Reconciliation:

In the Program management context,
Especially in a larger program, where there are more procurements involved its most likely
to have many financial milestones which contains details related to all the cost inflows &
outflows
Inflow (how much amount, when to expect, where to expect, who will pay, in what
currencies etc.)
Outflow (how much amount, when to pay, where to pay, whom to be paid, in what
currencies etc.)
In order to optimize financial benefits within the program, the Programs which are heavily
driven by cost factor, may have a fund flow strategy as follows:
Inflows: As much as possible & As early as possible

Outflows: As less as possible & As late as possible
Its very important the reconciliation to happen on ongoing basis with planned inflows &
outflows Vs respective actual inflows & outflows. A final reconciliation to happen during the
program closure.
46
8.4.1 Program Procurement Planning
Make-or-Buy Analysis
47
8.4.2 Program Procurement
Procurement Documents
48
8.5.1 Program Quality Planning
Quality management & Control tools
Matrix Diagrams: Also called: matrix, matrix chart
The matrix diagram shows the relationship between two, three or four groups of information. It also can give
information about the relationship, such as its strength, the roles played by various individuals or
measurements
49
8.9 Program Scope Management
Program Scope Statement

1. Program Objectives (SMART Rule)
2. Program Requirements
3. Program Boundaries
4. Program Deliverables
5. Program Acceptance Criteria
6. Program Assumptions & Constraints
7. Exclusions
8. Initial Defined Risks
9. Schedule Milestones
10. Fund Limitations
11. Approval Requirements
50
Advance Scenario Questions & Answers
Question 1
A component manager in your program has identified 25 risks

and the respective risk response plans in her component. Out of
this, there are 15 risks most likely to occur this month. What is
the most likely way to respond those risks?
a. Use component contingency reserves
b. Use component management reserves
c. Use Program contingency reserves
d. Use Program management reserves
52
Question 1
A component manager in your program has identified 25 risks

and the respective risk response plans in her component. Out of
this, there are 15 risks most likely to occur this month. What is
the most likely way to respond those risks?
a. Use component contingency reserves
b. Use component management reserves
c. Use Program contingency reserves
d. Use Program management reserves
Answer: a (Refer SPM V3 page 99)

For KNOWN risks, contingency reserve to be used.
Program contingency reserve is not a substitute for the component
contingency reserve.
53
Question 2
You are a Program manager and heading the tender evaluation of high financial value
procurement within program. You have received totally 20 bids for the tender which you
have published. Out of those 20 bidding companies one particular companys chairman
is your family member. What is your next course of action?
a. Not necessary to inform program governance. Continue doing a fair evaluation and
award the tender to the best bid
b. Discuss with program governance about the possible conflict of interest situation and
excuse yourself from the tender evaluation head position
c. Discuss with program governance about the possible conflict of interest situation and
seek direction
d. Not necessary to inform program governance. Continue doing the evaluation and
irrespective of the outcome of the evaluation award the tender in favor of your family
members company
54
Question 2
You are a Program manager and heading the tender evaluation of high financial value
procurement within program. You have received totally 20 bids for the tender which you
have published. Out of those 20 bidding companies one particular companys chairman
is your family member. What is your next course of action?
a. Not necessary to inform program governance. Continue doing a fair evaluation and
award the tender to the best bid
b. Discuss with program governance about the possible conflict of interest situation and
excuse yourself from the tender evaluation head position
c. Discuss with program governance about the possible conflict of interest situation and
seek direction
d. Not necessary to inform program governance. Continue doing the evaluation and
irrespective of the outcome of the evaluation award the tender in favor of your family
members company
Answer: C
Refer PMI Code of Ethics & Professional Responsibility (When it comes to Conflict of
interest scenario its very important to report the situation to the respective higher
authorities and seek direction)
55
Question 3
In your program there are 5 components. There is a need to procure IT peripherals for
all these components. What is the most likely approach you adopt to manage the
procurement?
a. Its a program level procurement hence identify 1 possible vendor who can provide
the required IT peripherals for all components
b. Its a program level procurement hence identify 5 different vendors who can provide
the required IT peripherals for all components respectively
c. Its individual component level procurement hence identify 5 different vendors who
can provide the required IT peripherals for all components respectively
d. Its individual component level procurement hence identify 5 different vendors and
request them to sign in 1 contract to provide the required IT peripherals for all
components
56
Question 3
In your program there are 5 components. There is a need to procure IT peripherals for
all these components. What is the most likely approach you adopt to manage the
procurement?
a. Its a program level procurement hence identify 1 possible vendor who can provide
the required IT peripherals for all components through 1 contract
b. Its a program level procurement hence identify 5 different vendors who can provide
the required IT peripherals for all components through 5 contracts respectively
c. Its individual component level procurement hence identify 5 different vendors who
can provide the required IT peripherals for all components respectively
d. Its individual component level procurement hence identify 5 different vendors and
request them to sign in 1 contract to provide the required IT peripherals for all
components
Answer: a
Refer SPM V3 page 89 (All procurement activities at program level should target to
optimize procurements across all components)
57
Question 4
All the below statements about program governance board is true except?
a. Program governance board ensures programs are supported by efficient processes
b. Program governance board ensures programs are supported by cohesive policies
c. Every program must report to only 1 program governance board
d. In some cases, programs may need to report to multiple program governance boards
58
Question 4
All the below statements about program governance board is true except?
a. Program governance board ensures programs are supported by efficient processes
b. Program governance board ensures programs are supported by cohesive policies
c. Every program must report to only 1 program governance board
d. In some cases, programs may need to report to multiple program governance boards
Answer: C
Refer SPM V3 page 52 (Program governance board ensures programs are supported
by efficient processes, cohesive policies. Programs may need to report to multiple
program governance boards.
59
Question 5
A negative risk which is not identified during planning stage and unfortunately,
it occurs during program execution stage and had a cost impact of 2 million
USD. In program level how do you treat such un-identified risk?
a. It should be treated as a negative risk and update Program Risk register
b. Its no longer to be treated as a RISK. Its a ISSUE. Update Program
Issue register
c. Perform risk-impact analysis
d. Create risk response plans
60
Question 5
A negative risk which is not identified during planning stage and unfortunately,
it occurs during program execution stage and had a cost impact of 2 million
USD. In program level how do you treat such un-identified risk?
a. It should be treated as a negative risk and update Program Risk register
b. Its no longer to be treated as a RISK. Its a ISSUE. Update Program
Issue register
c. Perform risk-impact analysis
d. Create risk response plans
Answer: b
Negative risks not identified and in case it occurs in the program it will be treated as an
ISSUE and should be updated in Program issue register
61
Question 6
Portfolio review board had selected 3 programs from the 10 candidate

programs. What is the next course of action?
a. Issue 3 Program mandates for all the 3 programs separately
b. Issue 1 Program mandate to cover all the 3 Programs
c. Issue 3 Program Charters for all the 3 programs separately
d. Issue 1 Program Charter to cover all the 3 Programs
62
Question 6
Portfolio review board had selected 3 programs from the 10 candidate

programs. What is the next course of action?
a. Issue 3 Program mandates for all the 3 programs separately
b. Issue 1 Program mandate to cover all the 3 Programs
c. Issue 3 Program Charters for all the 3 programs separately
d. Issue 1 Program Charter to cover all the 3 Programs
Answer: a
Refer Page no. 25 in SPM V3
A decision-making body in the form of a portfolio review board may issue a program
mandate that defines the strategic objectives and benefits a particular program is
expected to deliver
63
Question 7
Which is most accurate statement about Program stakeholder

a. Positively influences the program outcome or influenced by the program
outcome
b. Positively or negatively influences the program outcome
c. Positively or negatively influenced by the program outcome
d. Positively or negatively influences the program outcome or influenced by the
program outcome
64
Question 7
Which is most accurate statement about Program stakeholder

a. Positively influences the program outcome or influenced by the program
outcome
b. Positively or negatively influences the program outcome
c. Positively or negatively influenced by the program outcome
d. Positively or negatively influences the program outcome or influenced by the
program outcome
Answer: d
Refer Page no.45 in SPM V3
A Program stakeholder could be an individual / group / organization who can
positively or negatively influences the program outcome (or) influenced by the program
outcome
65
Question 8
Program governance team is performing an analysis to identify how a particular

component within the program can be implemented by other possible means?
What technique the Program governance team is most likely to be performing
in order to do this?
a. Assumption analysis
b. What-if analysis
c. SWOT analysis
d. Feasibility analysis
66
Question 8
Program governance team is performing an analysis to identify how a particular

component within the program can be implemented by other possible means?
What technique the Program governance team is most likely to be performing
in order to do this?
a. Assumption analysis
b. What-if analysis
c. SWOT analysis
d. Feasibility analysis
Answer: b
Refer Page no.31 in SPM V3
NOTE: What-if analysis illustrates how the programs objectives and intended
benefits could be achieved by other means
67
Question 9
Mr. Mark the program manager was tasked to implement the process
improvement initiative across the organization level. During the course of the
program, he identified few IT Development projects shares the common
objective of the program so that he decided to group those projects as a
components within his program. This type of program is an example of:
a. Strategic program
b. Emergent program
c. Compliance program
d. Standard program
68
Question 9
Mr. Mark the program manager was tasked to implement the process
improvement initiative across the organization level. During the course of the
program, he identified few IT Development projects shares the common
objective of the program so that he decided to group those projects as a
components within his program. This type of program is an example of:
a. Strategic program
b. Emergent program
c. Compliance program
d. Standard program
Answer: b
Disparate initiatives that are related to achieve a common outcome are grouped to
deliver collective set of benefits is an example of Emergent program. Refer SPM V3
page 141
69
Question 10
All the below statement are TRUE except?

a. Program Issue register helps to determine the program risks
b. Program Risk register helps to determine the program issues
c. Failure in program risk response plan may lead to program issues
d. Failure in program risk identification may lead to program issues
70
Question 10
All the below statement are TRUE except?

a. Program Issue register helps to determine the program risks
b. Program Risk register helps to determine the program issues
c. Failure in program risk response plan may lead to program issues
d. Failure in program risk identification may lead to program issues
Answer: a
Program issue register helps to identify the current issues and potential future risks
based on those issues (Reverse is not true). Also, failure to identify a Program risk /
failure in program risk response plan may likely to result as program issue
71
PgMP Exam Content Outline (ECO)

Task based process diagrams
Tasks involved in Strategic Program Management
Domain 1 Task 1
Perform an initial program assessment by defining the
program objectives, requirements and risk in order to ensure
program alignment with the organizations strategic plan,
objectives, priorities, vision and mission statement.
73
Domain 1 Task 2
Establish a high-level road map with milestones and
preliminary estimates in order to obtain initial validation and
approval from executive sponsor.
74
Domain 1 Task 3
Define the High-Level Roadmap / framework in order to set a
baseline for program Definition, planning and execution.
75
Domain 1 Task 4
Define the Program Mission Statement by evaluating the
stakeholders concerns and expectations in order to establish
program direction.
76
Domain 1 Task 5
Evaluate the organizations capability by consulting with
organizational leaders in order to develop, validate, and
assess the program objectives, priority, feasibility, readiness,
and alignment to the organizations strategic plan.
77
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About PgMP Reference materials
1) Program Management Professional (PgMP) "One-Stop-Shop Version 1.0" (Based on SPM V3 &
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-- This covers all necessary content required in all the 3 stages of the PgMP evaluation stage. Basically
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2) "Program Management Professional (PgMP) Certification Advance Scenario Questions Bank"
Contains more than 430 advanced scenario questions & Answers with explanations.
3) "Program Management Professional (PgMP) Task flow diagrams for all Domains"
Diagrammatic view of PgMP Task flow diagram for all domains from "PgMP Exam Content Outline"
4) Program Management Professional (PMP) Sample Application Form (For Evaluation 1 stage)
A developed sample application which can help as a good Case Study to create your PgMP
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79
COPYRIGHT NOTICE
This publication is a derivative work of The Standard for
Program Management and PMBOK, which are copyrighted
material of and owned by, Project Management Institute,
Inc. (PMI). Unauthorized reproduction of this material is
strictly prohibited. The derivative work is the copyrighted
material of and owned by,
PMIprojectmanagementworld.com.
80
Contact:
Anup Kumar S, PMP, PgMP
email: s_anupkumar@yahoo.com
Skype: anup.kumar86
Twitter: @anup_kumar_4878
Phone +974-33960094
81
COPYRIGHT Anup Kumar S, PMP, PgMP, www.pmiprojectmanagementworld.com

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The course objective is to provide the necessary

There are around 1 Million Management

This clearly shows that there is a

PgMP exam is considered as one of

Though PMP & PgMP are based

Major Activities Duration

Overall, the Certification journey will take around 10-12 weeks

About PgMP Panel Review

Calculating your Experience Hours:

Once when you submit those docs,

The Panel Review

Its advisable to go through SPM at-least once before

About PgMP Credential Exam

Provide you Provide you Provide

Save Your time

Tricks to know about Exam

PgMP People not able Another larger

Format of the Exam:

Format of the Exam:

I. Strategic Program Management 11 15% 25

Other Resources on web/social media?

SPM V3 (Domains 1-5)

Business value is a unique concept in each organization. It is defined as

Business value may be created through effective management and

Know how program links with

Tangible Benefits Intangible Benefits

Benefits broadly classified into tangible & intangible

Program Interest Internal / External to

Financing the Program

Defining the direction of the Regular Program briefing,

Regular Project briefing, Meetings,

Provide necessary Technology

Provide Program requirement &

Competing Market supply / Only emails by Senior Management

Its a continuous process because the list of stakeholders,

"When negative impacts are unavoidable, mitigations strategies must be provided

6.2.4.4 Planned Governance Meetings

Program governance plan should contain a

Program Governance board

Common roles include:

Basic Principles of Financial Management

Most members of an executive board

Program Budget Reconciliation:

After doing this exercise, an end of day balance will be generated

Program Budget Reconciliation:

Inflows: As much as possible & As early as possible

Program Scope Statement

Advance Scenario Questions & Answers

A component manager in your program has identified 25 risks

A component manager in your program has identified 25 risks

Answer: a (Refer SPM V3 page 99)

Portfolio review board had selected 3 programs from the 10 candidate

Portfolio review board had selected 3 programs from the 10 candidate

Which is most accurate statement about Program stakeholder

Which is most accurate statement about Program stakeholder

Program governance team is performing an analysis to identify how a particular

Program governance team is performing an analysis to identify how a particular

All the below statement are TRUE except?

All the below statement are TRUE except?

PgMP Exam Content Outline (ECO)

Certification aspirants are heavily