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PgMP exam Format | PgMP Course Contents | PgMP Course Outline | PgMP exam Syllabus | PgMP exam Objectives


I. Strategic Program Management (11 tasks) 15%
II. Program Life Cycle (35 tasks) 44%
- Initiating (6 tasks) 6%
- Planning (9 tasks) 11%
- Executing (9 tasks) 14%
- Controlling (6 tasks) 10%
- Closing (5 tasks) 3%
III. Benefits Management (8 tasks) 11%
IV. Stakeholder Management (7 tasks) 16%
V. Governance (11 tasks) 14%

Task 1
Perform an initial program assessment by defining the program objectives, requirements, and risks in order to ensure program alignment with the organizations strategic plan, objectives, priorities, vision, and mission statement.
Task 2
Establish a high-level road map with milestones and preliminary estimates in order to obtain initial validation and approval from the executive sponsor.

Task 3
Define the high-level road map/framework in order to set a baseline for program definition, planning, and execution. Task 4 Define the program mission statement by evaluating the stakeholders concerns and expectations in order to establish program direction.

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.

Task 6
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.

Task 7
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.

Task 8
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.

Task 9
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.

Task 10
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.

Knowledge specific to Domain 1
(*Indicates knowledge is found in one other domain, shown in parentheses)
=> Business strategy
=> Business/organization objectives* (V)
=> Economic forecasting
=> Feasibility analysis
=> Financial measurement and management techniques
=> Funding models
=> Funding processes
=> Intellectual property laws and guidelines
=> Legal and regulatory requirements
=> Marketing
=> Portfolio management
=> Program and constituent project charter development* (II)
=> Program mission and vision
=> Public relations* (IV)
=> Requirement analysis techniques
=> Scenario analysis
=> Strategic planning and analysis* (II)
=> System implementation models and methodologies
=> Trend analysis

Task 1 Develop program charter using input from all stakeholders, including sponsors, in order to initiate and design program and benefits.

Task 2 Translate strategic objectives into high-level program scope statements by negotiating with stakeholders, including sponsors, in order to create a program scope description.

Task 3 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.

Task 4 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.

Task 5 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.

Task 6 Conduct program kick-off with key stakeholders by holding meetings in order to familiarize the organization with the program and obtain stakeholder buy-in.

Task 7 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.

Task 8 Develop program WBS in order to determine, plan, and assign the program tasks and deliverables.

Task 9 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.

Task 10 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.

Task 11 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.

Task 12 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.

Task 13 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.

Task 14 Develop key performance indicators (KPIs) by using decomposition/ mapping/ balanced score card (BSC) in order to implement scope and quality management system within program.

Task 15 Monitor key human resources for program and project roles, including subcontractors, and identify opportunities to Strengthen team motivation (for example, develop compensation, incentive, and career alignment plans) and negotiate contracts in order to meet and/or exceed benefits realization objectives.

Task 16 Charter and initiate constituent projects by assigning project managers and allocating appropriate resources in order to achieve program objectives.

Task 17 Establish consistency by deploying uniform standards, resources, infrastructure, tools, and processes in order to enable informed program decision making.

Task 18 Establish a communication feedback process in order to capture lessons learned and the teams experiences throughout the program.

Task 19 Lead human resource functions by training, coaching, mentoring, and recognizing the team in order to Strengthen team engagement and achieve commitment to the programs goals.

Task 20 Review project managers performance in executing the project in accordance with the project plan in order to maximize their contribution to achieving program goals.

Task 21 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.

Task 22 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.

Task 23 Evaluate the programs status in order to monitor and control the program while maintaining current program information.

Task 24 Approve closure of constituent projects upon completion of defined deliverables in order to ensure scope is compliant with the functional overview.

Task 25 Analyze variances and trends in costs, schedule, quality, and risks by comparing real and forecast to planned values in order to identify corrective actions or opportunities.

Task 26 Update program plans by incorporating corrective actions to ensure program resources are employed effectively in order to meet program objectives.

Task 27 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.

Task 28 Manage changes in accordance with the change management plan in order to control scope, quality, schedule, cost, contracts, risks, and rewards.

Task 29 Conduct impact assessments for program changes and recommend decisions in order to obtain approval in accordance with the governance model.

Task 30 Manage risk in accordance with the risk management plan in order to ensure benefits realization.

Task 31 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.

Task 32 Obtain stakeholder approval for program closure in order to initiate close-out activities.

Task 33 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.

Task 34 Conduct the post-review meeting by presenting the program performance report in order to obtain feedback and capture lessons learned.

Task 35 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 2 (*Indicates knowledge is found in one other domain, shown in parentheses)
=> Benchmarking
=> Closeout plans, procedures, techniques and policies* (5)
=> Decomposition techniques (for example, work breakdown structure (WBS))
=> Financial closure processes* (V)
=> Logistics management
=> Performance and quality metrics* (III)
=> Phase gate reviews* (V)
=> Procurement management
=> Product/service development phases
=> Program and constituent project charter development* (I)
=> Program and project change requests* (V)
=> Program initiation plan
=> Program management plans
=> Quality control and management tools and techniques
=> Resource estimation (human and material)
=> Resource leveling techniques
=> Root cause analysis
=> Schedule management, techniques, and tools
=> Scope management
=> Service level agreements
=> Statistical analysis* (V)
=> Strategic planning and analysis* (I)
=> SWOT analysis
=> Talent evaluation
=> Team competency assessment techniques
=> Training methodologies* (IV)

Task 1 Develop the benefits realization plan and its measurement criteria in order to set the baseline for the program and communicate to stakeholders, including sponsors.

Task 2 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.

Task 3 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.

Task 4 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 Strengthen benefits realization.

Task 5 Verify that the close, transition, and integration of constituent projects and the program meet or exceed the benefit realization criteria in order to achieve programs strategic objectives.

Task 6 Maintain a benefit register and record program progress in order to report the benefit to stakeholders via the communications plan.

Task 7 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.

Task 8 Develop a transition plan to operations in order to guarantee sustainment of products and benefits delivered by the program.

Knowledge Specific to Domain III (*Indicates knowledge is found in one other domain, shown in parentheses)
=> Benefit optimization
=> Business value measurement
=> Decision tree analysis
=> Maintenance and sustainment of program benefits post delivery
=> Performance and quality metrics* (II)
=> Program transition strategies

Task 1 Identify stakeholders, including sponsors, and create the stakeholder matrix in order to document their position relative to the program.

Task 2 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.

Task 3 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.

Task 4 Generate and maintain visibility for the program and confirm stakeholder support in order to achieve the programs strategic objectives.

Task 5 Define and maintain communications adapted to different stakeholders, including sponsors, in order to ensure their support for the program.

Task 6 Evaluate risks identified by stakeholders, including sponsors, and incorporate them in the program risk management plan, as necessary.

Task 7 Develop and foster relationships with stakeholders, including sponsors, in order to Strengthen communication and enhance their support for the program.

Knowledge Specific to Domain IV
(*Indicates knowledge is found in one other domain, shown in parentheses)
=> Customer relationship management
=> Customer satisfaction measurement
=> Expectation management
=> Public relations* (I)
=> Training methodologies* (II)

Task 1 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.

Task 2 Select a governance model structure including policies, procedures, and standards that conforms program practices with the organizations governance structure in order to deliver program objectives consistent with organizational governance requirements.

Task 3 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.

Task 4 Evaluate key performance indicators (for example, risks, financials, compliance, quality, safety, stakeholder satisfaction) in order to monitor benefits throughout the program life cycle.

Task 5 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.

Task 6 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.

Task 7 Establish escalation policies and procedures in order to ensure risks are handled at the appropriate level.

Task 8 Develop and/or contribute to an information repository containing program-related lessons learned, processes, and documentation contributions in order to support organizational best practices.

Task 9 Identify and apply lessons learned in order to support and influence existing and future program or organizational improvement.

Task 10 Monitor the business environment, program functionality requirements, and benefits realization in order to ensure the program remains aligned with strategic objectives.

Task 11 Develop and support the program integration management plan in order to ensure operational alignment with program strategic objectives.


Knowledge Specific to Domain V
(*Indicates knowledge is found in one other domain, shown in parentheses)
=> Archiving tools and techniques
=> Business/organization objectives* (I)
=> Closeout plans, procedures, techniques and policies* (II)
=> Composition and responsibilities of the program management office (PMO)
=> Financial closure processes* (II)
=> Go/no-go decision criteria
=> Governance models
=> Governance processes and procedures
=> Metrics definition and measurement techniques
=> Performance analysis and reporting techniques (for example, earned value analysis (EVA))
=> Phase gate reviews* (II)
=> Program and project change requests* (II)
=> Statistical analysis* (II)

Benefits measurement and analysis techniques
=> Brainstorming techniques
=> Budget processes and procedures
=> Business environment
=> Business ethics
=> Business models, structure, and organization
=> Change management
=> Coaching and mentoring techniques
=> Collaboration tools and techniques
=> Communication tools and techniques
=> Conflict resolution techniques
=> Contingency planning
=> Contract negotiation/administration
=> Contract types
=> Cost-benefit techniques
=> Cost management
=> Cultural diversity/distinctions
=> Data analysis/data mining
=> Decision-making techniques
=> Emotional intelligence
=> Human resource management
=> Impact assessment techniques
=> Industry and market knowledge
=> Information privacy
=> Knowledge management
=> Leadership theories and techniques
=> Management techniques
=> Motivational techniques
=> Negotiation strategies and techniques
=> Organization strategic plan and vision
=> Performance management techniques (for example, cost and time, performance against objectives)
Planning theory, techniques, and procedures
=> PMI Code of Ethics and Professional Conduct
=> Presentation tools and techniques
=> Problem-solving tools and techniques
=> Project Management Information Systems (PMIS)
=> Reporting tools and techniques
=> Risk analysis techniques
=> Risk management
=> Risk mitigation and opportunities strategies
=> Safety standards and procedures
=> Social responsibility
=> Succession planning
=> Sustainability and environmental issues
=> Team development and dynamics Active listening
=> Analytical thinking
=> Capacity planning
=> Communicating
=> Critical thinking
=> Customer centricity/client focus
=> Distilling and synthesizing requirements
=> Employee engagement
=> Executive-level presentation
=> Facilitation
=> Innovative thinking
=> Interpersonal interaction and relationship management
=> Interviewing
=> Leveraging opportunities
=> Managing expectations
=> Managing virtual/multicultural/remote/global teams
=> Maximizing resources/achieving synergies
=> Negotiating/persuading/influencing
=> Prioritizing
=> Problem solving
=> Stakeholder analysis and management
=> Time management
=> Vendor management



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PMI boot camp

Annapolis knowledgeable re-boots his profession with PMP boot camp | PgMP PDF Braindumps and real Questions

Even for people that have retained jobs, the financial shakeup nationally has moved them to motion as they take steps that reinforce their long-term career possibilities.

Case in element: Jay Shanley of Annapolis, a senior program manager and supervisor of IT program managers with the federal government.

In June, he enrolled in a 4-day virtual assignment management knowledgeable (PMP) boot camp operated with the aid of EdWel classes. although the working towards became digital—as with so an awful lot in every day lifestyles during the pandemic—Shanley was impressed with the caliber of EdWel guide.

"it be a complex and complex self-discipline and my instructor helped tie all the diverse methods collectively to aid be aware how they all work collectively," Shanley recalled. "He became a master at it."

beyond understanding an array of data imperative to move the PMP exam, Shanley gained perception "about prioritizing your focal point, understanding the exam methodology and the way they ask questions—and that you just must examine each note of the question," he spoke of.

When COVID-19 caused delays in the examine's availability, EdWel prolonged Shanley's entry to practice checks, which he talked about was worthwhile.

"The databank of follow tests changed into so tough, and i should have answered close to 2,000 questions from it," he noted. "once I took the real PMP examination in July, it became convenient by using comparison."

"The classification gave me the large photograph and the databank definitely gave me the confidence that I essential to sit and take the look at various," he persisted. "I do not need handed the exam with out access to that databank of questions for the time I essential it."

even though Shanley failed to want the certification for his latest work, having the PMP designation positions him strongly for future career opportunities. He also offered assistance to anybody due to the fact that a boot camp: "hearken to (EdWel founder) Mike Welles—what he spoke of, I did, and it paid off. Take the classification, look at challenging for a week to 10 days, and then take the check. You can be competent."

Shanley's proactive approach displays a surging hobby among undertaking managers in quest of the coveted PMP certification.

assignment management is a quick-starting to be field, a trend detected with the aid of a 2017 Anderson financial group (AEG) evaluation commissioned by the task management Institute (PMI). The evaluation forecast that employers globally will see a increase of twenty-two million new jobs within the field over a ten-yr span, with practically 88 million people standard in assignment management-oriented roles with the aid of 2027.

For undertaking administration specialists, nothing opens the door to an interview and present sooner than certification, mentioned Welles. for those who are in a job or career transition, displacement can be discouraging—however can additionally characterize probability, he suggested.

"retain a positive outlook," Welles pointed out. "it's handy to believe misplaced or disjointed with the entire tumult caused by COVID-19. Let the labor market adjust and come back to you. just be ready when it does ensue—and having a PMP for your back pocket is one tremendous solution to put together."

About EdWel classes

given that 1992, the grownup-schooling and practicing enterprise has helped more than 25,000 boot camp graduates work toward PMP (task management expert) certification.

With practicing sites in well-nigh 20 U.S. cities, the trade leader's practising program is so advantageous that some college students have attained key certification within a few days of completion of its intensive boot camp route. For greater suggestions, seek advice from www.edwel.com.


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