PGMP Exam Outline

Program Management Professional (PgMP)
Examination Content Outline
Project Management Institute
Program Management Professional (PgMP)

Examination Content Outline
April 2011

Published by:
Project Management Institute, Inc.

14 Campus Boulevard
Newtown Square, Pennsylvania 19073-3299 USA.
Phone: +610-356-4600
Fax: +610-356-4647
E-mail: customercare@pmi.org
Internet: www.PMI.org
2011 Project Management Institute, Inc. All rights reserved.
"PMI", the PMI logo, "PMP", the PMP logo, "PMBOK", "PgMP, Project Management Journal", "PM
Network", and the PMI Today logo are registered marks of Project Management Institute, Inc. The
Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive list
of PMI marks, contact the PMI Legal Department
TABLE OF CONTENTS
Introduction ................................................................................................................................... 1
Key Findings and Conclusions..3
Exam Content Outline................................................................................................................... 5
Domains, Tasks, and Knowledge and Skill Statements ................................................................ 6
Performance Domain I: Strategic Program Management ............................................................. 6
Performance Domain II: Program Life Cycle ............................................................................... 8
Performance Domain III: Benefits Management ........................................................................ 13
Performance Domain IV: Stakeholder Management .................................................................. 14
Performance Domain V: Governance ......................................................................................... 15
Cross-Cutting Knowledge and Skills .......................................................................................... 17
Appendix A ................................................................................................................................. 20
INTRODUCTION
The Project Management Institute (PMI) offers a professional credential for program
managers, known as the Program Management Professional (PgMP). PMIs professional
credentialing examination development processes stand apart from other project management
certification examination development practices. PMI aligns its process with certification
industry best practices, such as those found in the Standards for Educational and Psychological
Testing.
A key component of this process is that organizations wishing to offer valid and reliable
professional credentialing examinations are directed to use a role delineation study (RDS) as the
basis for the creation of the examination. This process utilizes knowledge and task driven
guidelines to assess the practitioners competence, and determine the level of salience, criticality,
and frequency of each of the knowledge, tasks, and skills required to perform to the industrywide standard in the role of a program manager.
The role delineation study ensures the validity of an examination. Validation assures the
outcome of the exam is in fact measuring and evaluating appropriately the specific knowledge
and skills required to function as a program management professional. Thus, the role delineation
study guarantees that each examination validly measures all elements of the program
management profession in terms of real settings.
PgMP credential holders can be confident that their professional credential has been
developed according to best practices of test development and based upon input from the
practitioners who establish those standards. Please see Appendix A for a detailed description of
the process.
The PgMP examination is a vital part of the activities leading to earning a professional
credential, thus it is imperative that the PgMP examination reflect accurately the practices of the
program management professional. All the questions on the examination have been written and
extensively reviewed by qualified PgMP credential holders and tracked to at least two academic
references. These questions are mapped against the PgMP Examination Content Outline to
ensure that an appropriate number of questions are in place for a valid examination.
PMI retained Professional Examination Service (PES) to develop the global PgMP
Examination Content Outline. Since 1941, Professional Examination Service (PES) has provided
a full range of assessment and advisory services to organizations across a broad range of
professions, in support of professional licensure and certification, training, and continuing
professional education. PES is dedicated to promoting the public welfare through credentialing
as a mission-driven, not-for-profit organization.
Finally, while the PgMP Examination Content Outline and the The Standard for Program
Management have commonalities, it is important to note that those involved in the study
described previously were not bound by the The Standard for Program Management. They were

PMI PgMP Examination Content Outline April 2011
1
charged with defining the role of individuals leading and directing programs, and using their
experience and pertinent resources to help in this task.
Many of the domains, tasks, knowledge, and skills outlined by the PgMP Examination
Content Outline are new, revised, or reclassified in comparison to what is found in The Standard
for Program Management. Candidates studying for the examination will certainly want to
include the current edition of the The Standard for Program Management as one of their
references, and would be well advised to read other current titles on program management.

2
KEY FINDINGS AND CONCLUSIONS

The task force developed a model that fundamentally restructured the then-existing
delineation of program management practice. Accordingly, rather than mirroring the six life
cycle domains utilized in the PMP model, the revised PgMP delineation comprises five domains
of practice, including four new overarching domains and one domain incorporating life cycle
tasks. The new framework provides a clear, concise, comprehensive, and contemporary
description of program management practice and accurately reflects the higher-level business
functions that are essential aspects of the program managers jobregardless of size of
organization, industry or business focus, and/or geographic location. The structure is organized
as follows:
Domain 1: Strategic Program Management
Identifying opportunities and benefits that achieve the organizations
strategic objectives through program implementation
Domain 2: Program Life Cycle
Activities related to:
Initiating. Defining the program and constituent projects, and obtaining

agreement from stakeholders
Planning. Defining program scope and developing the program,

including all constituent projects, and all activities that occur within the
program
Executing. Performing work necessary to achieve the programs
objectives and deliver the programs benefits
Controlling. Monitoring progress, updating program plans as required,
managing change and risk
Closing. Finalizing all program activities, including all constituent
projects, executing transition plan, archiving, obtaining approvals, and
reporting
Domain 3: Benefits Management
Defining, creating, maximizing, and sustaining the benefits provided by
programs
Domain 4: Stakeholder Management
Capturing stakeholder needs and expectations, gaining and maintaining
stakeholder support, and mitigating/channeling opposition

3
Domain 5: Governance
Establishing processes and procedures for maintaining proactive program
management oversight and decision-making support for applicable policies
and practices throughout the entire program life cycle
In addition to restructuring the domains, the task force revised existing tasks, developed new
tasks, reviewed and restructured the knowledge and skills associated with each domain, and
developed a core list of knowledge and skills applicable across all domains. The final model
contains 72 tasks and 126 knowledge and skills.

4
EXAM CONTENT OUTLINE

The following table identifies the proportion of questions from each domain that will appear
on the examination. These percentages are used to determine the number of questions related to
each domain and task that should appear on the multiple-choice format examination.
Domain/Subdomain
% of Exam
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.
14%
Governance (11 tasks)
The revised conceptual framework describing the work of program managers, including the
four overarching domains of practice which impact the Program Life Cycle domain, was
validated through this RDS. This new structure calls attention to the clear distinctions which
exist between the jobs of PMP credential holders and PgMP credential holders, especially in the
view of the critical importance to the profession of program management for the tasks associated
with the new domains of Strategic Program Management, Benefits Management, Stakeholder
Management, and Governance.

5
DOMAINS, TASKS, AND KNOWLEDGE AND SKILLS

OF PROGRAM MANAGERS
Domain I
Strategic Program Management
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.

6
Domain I
Task 11
Strategic Program Management

Exploit strategic opportunities for change in order to maximize the
realization of benefits for 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

7
Domain II
Program Life Cycle
Initiating the Program

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.

8
Domain II
Program Life Cycle
Planning the Program

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 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.

9
Domain II
Program Life Cycle
Executing the Program

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 improve 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.

10
Domain II
Program Life Cycle
Controlling the Program

Task 25
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.
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.
Closing the Program

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.

11
Domain II
Program Life Cycle

Knowledge Specific to Domain 2
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)

12
Domain III
Benefits Management
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 improve 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

Benefit optimization
Business value measurement
Decision tree analysis
Maintenance and sustainment of program benefits post
delivery
Performance and quality metrics* (II)
Program transition strategies

13
Domain IV
Stakeholder Management
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 improve communication and enhance their
support for the program.
Knowledge Specific to Domain IV

Customer relationship management

Customer satisfaction measurement
Expectation management
Public relations* (I)
Training methodologies* (II)

14
Domain V
Governance
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.

15
Domain V
Governance
Knowledge Specific to Domain V
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)

16
CROSS-CUTTING KNOWLEDGE AND SKILLS

Core Knowledge (Required in Three or More Domains):
Three or More
Domains
Core Knowledge
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)

17
Three or More
Domains
Core Knowledge
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

18
Core Skills (Required in All Domains)

All Domains
Core Skills
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

19
APPENDIX A: ROLE DELINEATION STUDY (RDS) PROCESS

Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the credential. It must be known what the individuals who lead and direct programs
actually do on the job before a content-valid test can be developed. A valid examination draws
questions from every important area of the profession and specifies that performance areas
(domains) considered more important, critical, and relevant be represented by more questions on
the examination. Defining the role of individuals leading and directing programs occurs in two
major phases: one in which individuals currently in the role define the responsibilities, and
another in which the identified responsibilities are validated on a global scale.
Beginning in 2009, PMI commissioned a global role delineation study (RDS) for the PgMP
credential. The RDS process was led by a steering committee, representing PMIs Certification
Governance structure. A project task force comprised of program managers was responsible for
the conduct of work on the project, with oversight from the steering committee. The task force
represented every geographic area of the globe and diversity in industry, job position, and
experience. Several other groups contributed to the formation and shaping of the RDS process,
including representatives from organizations that utilize program management for success,
academic representatives, and Registered Education Providers (R.E.P.s). Program managers were
also responsible for the independent reviews of the work of the task force and piloting the
information before surveying a larger sample of program managers.
Study participants, working under the direction of the Professional Education Service (PES),
reached consensus on the performance domains, a broad category of duties and responsibilities
that define the role, as well as the tasks required for competence performance and the
knowledge/skills needed to perform those tasks.
Validating the Responsibilities Identified by the Panelists

In order to ensure the validity of the study and content outline developed by the panels, a
survey requesting feedback on the panels work was sent to program management practitioners
throughout the world. Surveys were distributed globally to thousands of program managers
around the world. PMI received a robust set of responses to the survey, with participants from 79
countries and representing every major industry. This provided PMI with the statistical
significance from which to draw conclusions about the criticality for competent performance and
frequency of the tasks. Practitioners also rated the knowledge/skills on how essential they were
to their work as program managers and when they were acquired.
Developing a Plan for the Test

Based on respondent ratings, an examination blueprint, clarifying exactly how many
questions from each domain and task should be on the examination, was developed. Those
domains and tasks that were rated as most important, critical, and relevant by survey respondents
would have the most questions devoted to them on the examination.
20
Results of the study indicated that the 150 scorable questions on the test should be distributed
among the domains as shown in the following table. The remaining 20 questions will be
dispersed throughout the domains as pretest questions and will not count in the candidates
scores. The pretest items allow PMI to monitor the question performance better, prior to
including the questions in the final databank of test questions.
Domain/Subdomain
% of Exam
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.
14%
Governance (11 tasks)

21
Making project management indispensable for business results.
PMI, the PMI logo, and PgMP are registered trademarks of the Project Management Institute, Inc.

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Program Management Professional (PgMP)

Examination Content Outline

Project Management Institute

Program Management Professional (PgMP)

Project Management Institute, Inc.

2011 Project Management Institute, Inc. All rights reserved.

2011 Project Management Institute, Inc. All rights reserved.

2011 Project Management Institute, Inc. All rights reserved.

KEY FINDINGS AND CONCLUSIONS

Initiating. Defining the program and constituent projects, and obtaining

Planning. Defining program scope and developing the program,

2011 Project Management Institute, Inc. All rights reserved.

2011 Project Management Institute, Inc. All rights reserved.

EXAM CONTENT OUTLINE

Strategic Program Management (11 tasks)

Program Life Cycle (35 tasks)

III. Benefits Management (8 tasks)

IV. Stakeholder Management (7 tasks)

Governance (11 tasks)

2011 Project Management Institute, Inc. All rights reserved.

DOMAINS, TASKS, AND KNOWLEDGE AND SKILLS

Strategic Program Management

Perform an initial program assessment by defining the program

Establish a high-level road map with milestones and preliminary

Define the high-level road map/framework in order to set a baseline for

Define the program mission statement by evaluating the stakeholders

Evaluate the organizations capability by consulting with

Identify organizational benefits for the potential program using

Estimate the high level financial and nonfinancial benefits of the

Evaluate program objectives relative to regulatory and legal

Obtain organizational leadership approval for the program by

Identify and evaluate integration opportunities and needs (for example,

2011 Project Management Institute, Inc. All rights reserved.

Strategic Program Management

Knowledge specific to Domain 1

2011 Project Management Institute, Inc. All rights reserved.

Program Life Cycle

Initiating the Program

Develop program charter using input from all stakeholders, including

Translate strategic objectives into high-level program scope

Develop a high-level milestone plan using the goals and objectives of

Develop an accountability matrix by identifying and assigning program

Define standard measurement criteria for success for all constituent

Conduct program kick-off with key stakeholders by holding meetings

2011 Project Management Institute, Inc. All rights reserved.

Program Life Cycle

Planning the Program

Develop a detailed program scope statement by incorporating program

Develop program WBS in order to determine, plan, and assign the

Establish the program management plan and schedule by integrating

Optimize the program management plan by identifying, reviewing, and

Define project management information system (PMIS) by selecting

Identify and manage unresolved project-level issues by establishing a

Develop the transition/integration/closure plan by defining exit criteria

Develop key performance indicators (KPIs) by using decomposition/

2011 Project Management Institute, Inc. All rights reserved.

Program Life Cycle

Executing the Program

Charter and initiate constituent projects by assigning project