Program

Management
Professional
PgMP©Guide
as per new Examination Content Outline (ECO):
A guide based on personal experience

Ernar Makishev, PfMP, PMP, PBA

March 25, 2024

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Changelog

v1.0 2024-02-05 Initial.

TABLE OF CONTENTS

Table of Contents
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.1 What is PgMP?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.2 Exam. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Prerequisites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4 Why did I need it?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2 Structure of the exam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.1 Domain I: Strategic program alignment . . . . . . . . . . . . . . . . . . . . . . . . 11
2.2 Domain II: Program Life Cycle Management . . . . . . . . . . . . . . . . . . . . 14
2.3 Domain III: Benefits Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
2.4 Domain IV: Stakeholder Engagement. . . . . . . . . . . . . . . . . . . . . . . . . . 21
2.5 Domain V: Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
2.6 Core Knowledge (Required in Three or More Domains). . . . . . . . . . . 23
2.7 Core Skills (Required in All Domains) . . . . . . . . . . . . . . . . . . . . . . . . . . 25
3 The Standard for Program Management . . . . . . . . . . . . . . . . . . . . . . . . . . 26
3.1 Changes from 4th edition [6] to 5th edition [7]. . . . . . . . . . . . . . . . . . 27
Reference List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

4 Business case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

><-1000

3 of 42
1 Introduction
I failed . . .

I am a looser . . .

These were my thought when i left the testing center. A

couple of minutes before that, I was looking at the screen
where a message appeared. Unfortunately, you did not pass . . . I needed this certificate
so bad. . .
the exam, etc. And there was no one to blame except for
myself.

1.1 What is PgMP?

PgMP stands for Program Management Professional. It is
a credential offered by the Project Management Institute
(PMI), similar to the Project Management Professional (PMP)
certification but focused on program management.

Program management involves coordinating multiple related

projects to achieve strategic objectives and benefits that
may not be achievable if managed individually. The PgMP
certification recognizes individuals who have demonstrated
their ability to manage complex programs effectively.

To earn the PgMP credential, candidates must meet certain I have applied an ap-
eligibility requirements, including having significant expe- plication with my set of
projects on creating a set
rience in program management and completing a formal
of technoogies on sulfur
application process. Furthermore, candidates must pass a untilization. I was a head
rigorous examination that tests their knowledge and skills in of science department
program management practices, principles, and techniques. which has were developing
a construction materials
PgMP credential holders are recognized as experts in program including sulfur
management and are valued for their ability to lead and over-
see large-scale complex initiatives that drive organizational
success.

1.2 Exam
To create the exam, PMI works with experienced program
managers and follows best practices in test development.
They ensure each exam question is relevant, has been re-
viewed by certified professionals, and aligns with an official
outline of exam content. This outline is developed with the

4 of 42
1.3 Prerequisites

help of Professional Examination Service (PES), a reputable

organization that’s been creating exams since 1941. It’s I have take exams 2 times
important to note that while the exam outline and the PMI’s and finally of a 3rd try I got
Standard for Program Management share similarities, the passing rate
exam content might include new or updated material not
found in the standard. This means those studying for the
PgMP exam should use the most current study materials and
not rely solely on the standard.

Recently1 , the exam content was reviewed to make sure 1 The exam was updated

it matches the latest edition of the Program Management on March 11th of 2024.
Simultaneously with the
Standards. However, no major changes were made to the
new standard rolling out.
job tasks analyzed, so the exam still reflects the same skills
and knowledge areas. This continuous updating ensures
the certification remains relevant and valuable for program
management professionals.

1.2.1 Exam Format and Content

• Exam Format: The PgMP exam consists of multiple-

choice questions.
• Duration: The exam duration is four hours.
• The total number of questions is 170, with 5 questions
excluded from the count2 . 2 PMI tests your reaction
on experimental questions
• Content Areas: The exam tests knowledge in domains for future use
defined by PMI, which reflect the broad array of skills
and competencies required for effective program man-
agement. These include strategic program management,
program lifecycle, benefits management, stakeholder
management, and governance.

1.3 Prerequisites
The Program Management Professional (PgMP) credential
from the Project Management Institute (PMI) is designed
for senior-level practitioners who manage multiple, complex
projects to achieve strategic and organizational results. Here
are the prerequisites for obtaining the PgMP certification (see
figure 1):

1. Educational Background 3 : Applicants must have a 3 See figure 1, node 1

secondary degree (high school diploma, associate’s

degree, or the global equivalent) or a four-year degree
(bachelor’s degree or the global equivalent).
2. Project Management Experience:

5 of 42
1.3 Prerequisites

• With a secondary degree 4 , you need a minimum 4 See figure 1, node 2.1

of four years (6,000 hours) of project management

experience.
• With a four-year degree 5 , you need a minimum of 5 See figure 1, node 2.2

four years (6,000 hours) of project management

experience.
3. Program Management Experience:
• With a secondary degree 6 , you must have at least 6 See figure 1, node 3.1

seven years (10,500 hours) of program manage-

ment experience within the last 15 consecutive
years.
• With a four-year degree 7 , you must have at least 7 See figure 1, node 3.2

four years (6,000 hours) of program management

experience within the last 15 years.
4. Training8 : Although not a prerequisite for the applica- 8 See figure 1, node 4

tion, before you take the exam, it is highly recommended

to undergo formal training in program management
to prepare for the PgMP exam. PMI offers various re-
sources and training materials, but you can also find
many third-party providers.
5. Application Process9 : You will need to complete an 9 See figure 1, node 5

application that details your project management and

program management experience. This application will
undergo a review process by PMI10 . 10 My application was
about a program on Sulfur
6. Panel Review11 : Once your application is deemed com- composites development
plete, it will be subject to a panel review where a group program. I will use it as
of program managers will assess your professional example later in this book
experience based on your work experience summaries. 11 See figure 1, node 6
It will take up to 90 days.
7. Examination 12 : After passing the panel review, you will 12 See figure 1, node 8

need to pass a multiple-choice exam that assesses your

competence in program management.
8. Continuing Certification Requirements (CCR) 13 : To 13 See figure 1, node 9

maintain your PgMP certification, you must earn 60

professional development units (PDUs) in program
management topics every three years.

The PgMP certification is aimed at those who are already

experienced in managing projects and are looking to advance
their career to the next level by managing multiple, related
projects aligned with organizational objectives. It’s important
to review the latest requirements on the PMI website or
contact them directly, as criteria can change.

6 of 42
1.3 Prerequisites

Figure 1: PgMP certification flow chart

7 of 42
1.4 Why did I need it?

1.4 Why did I need it?

Why did I need it on a first place?

As a project management consultant I was obliged to get

PgMP in order to consult companies on program manage-
ment.

However, the main reason to get PgMP is . . . money [3].

Component N Average P10 P25 P75 P90

Salary 1091 137,776 86,100 110,000 160,000 190,000
Bonus 1091 11,414 0 0 17,500 32,000
Total Comp 1091 151,786 89,100 116,500 178,000 215,800
Table 1: Summary of Compensation Data for Program Managers
in the US

Table 1 presents a statistical summary of salary, bonus, and

total compensation data for a group of 1091 individuals in
the US. Each row represents a different component of their
compensation, and the columns break down the statistics for
each component. Here’s what each column signifies:

• N: The number of individuals included in the analysis.

Here, it’s 1091 for all components, indicating that the
data for salary, bonus, and total compensation were
available for the same group of individuals.
• Average: This is the mean value for each compensation
component. It represents the total sum of all the values
in the dataset divided by the number of values. For
instance, the average salary is $137,776, the average
bonus is $11,414, and the average total compensation is
$151,786.
• P10, P25, P75, P90: These columns represent different
percentiles in the data distribution:
– P10 (10th percentile): 10% of individuals earn less
than this amount, and 90% earn more. For salary,
this value is $86,100.
– P25 (25th percentile): 25% of individuals earn
less than this amount, and 75% earn more, also
known as the first quartile. For salary, this value is
$110,000.
– P75 (75th percentile): 75% of individuals earn
less than this amount, and 25% earn more, also

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1.4 Why did I need it?

known as the third quartile. For salary, this value is

$160,000.
– P90 (90th percentile): 90% of individuals earn less
than this amount, and 10% earn more. For salary,
this value is $190,000.

The "Total Comp" row represents the total compensation

(salary + bonus) for each individual, and the statistics are
computed similarly.

This table provides a comprehensive view of how salary,

bonus, and total compensation are distributed among pro-
gram managers. It highlights not just the average compensa-
tion, which can be skewed by very high or very low values,
but also the variability and distribution of compensation
through the percentiles, giving a more complete picture of
how compensation is structured within this group.

9 of 42
2 Structure of the exam and how
it is related to the skills of
program manager
Table 11 (as well as figures 2, 3) shows the percentage of questions from each domain
you can expect on the exam. These percentages guide how many questions from each
domain and task will be included in the multiple-choice section of the exam [4].

Table 2: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

I. Strategic Program Alignment 15% 26

II. Program Life Cycle 44% 75
Management
III. Benefits Alignment 11% 19
IV. Stakeholder Engagement 16% 27
V. Governance 14% 24

Figure 2: Visual representation of a share, %

10 of 42
2.1 Domain I: Strategic program alignment

Figure 3: Visual representation of a share, number of questions

2.1 Domain I: Strategic program alignment

According to the examination content outline [4] for the PgMP exam provided by PMI, the
program manager must be proficient in the specified tasks to successfully pass the exam
by answering questions accurately.

Table 3: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

I. Strategic Program Alignment 15% 26

Table 4: Strategic program alignment

Task Description

Task 1 Perform an initial program assessment by defining the program

objectives, requirements, and risks to ensure program alignment with
the organization’s strategic plan, objectives, priorities, vision, and
mission statement.
Task 2 Establish a high-level road map with milestones and preliminary
estimates to obtain initial validation and approval from the executive
sponsor.

Continued on next page

11 of 42
2.1 Domain I: Strategic program alignment

Table 4 – continued from previous page

Task Description

Task 3 Define the high-level road map and financial framework to set a
baseline for program definition, planning, and execution.
Task 4 Define the program mission statement by evaluating the stakeholders’
concerns and expectations to establish program direction.
Task 5 Evaluate the program’s business case to develop, validate, and assess
the program objectives, priority, feasibility, readiness, and alignment
with the organization’s strategic plan.
Task 6 Analyze the available information about organizational and business
strategies, internal and external influences, and program drivers to
identify and quantify the benefits that program stakeholders expect to
realize using research methods such as market analysis and high-level
cost-benefit analysis to develop the preliminary program scope and
define the benefits realization plan.
Task 7 Estimate the high-level financial framework and nonfinancial benefits of
the program 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 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 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 to align and integrate benefits within
or across the organization.
Task 11 Exploit strategic opportunities for change to maximize the realization of
benefits.

2.1.1 Knowledge Specific to Domain I

According to the examination content outline [4] for the PgMP

exam provided by PMI, the program manager knows the
following:

1. Business Strategy For detailed explanation of

each tool and skill refer to
page 31

12 of 42
2.1 Domain I: Strategic program alignment

2. Business/Organization Objectives14 14 Also belongs to domain

section 2.5, starting on
3. Economic Forecasting page 22
4. Feasibility Analysis
5. Financial Measurement and Management Techniques
6. Funding Models
7. Funding Processes
8. Intellectual Property Laws and Guidelines
9. Legal and Regulatory Requirements
10. Marketing
11. Portfolio Management
12. Program and Constituent Project Charter Development15 15 Also belongs to domain
section 2.2, starting on
13. Program Mission and Vision page 14
14. Public Relations16 16 Also belongs to domain

15. Requirement Analysis Techniques section 2.4, starting on

page 21
16. Scenario Analysis
17. Strategic Planning and Analysis 17 17 Also belongs to domain
section 2.2, starting on
18. System Implementation Models and Methodologies page 14
19. Trend Analysis

13 of 42
2.2 Domain II: Program Life Cycle Management

2.2 Domain II: Program Life Cycle Management

According to the examination content outline [4] for the PgMP exam provided by PMI, the
program manager must be proficient in the specified tasks to successfully pass the exam
by answering questions accurately.

Table 5: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

II. Program Life Cycle 44% 75

Management

Table 6: Program Life Cycle Management - Detailed Tasks

Task Description

Task 1 Develop the program charter consisting of the program scope,

assumptions, constraints, high-level risks, high-level benefits and their
realization, timing, key stakeholders, outcomes, resource allocation,
and other provisions that tie the program to the business case, thereby
enabling strategic alignment using input from all stakeholders to initiate
and design program and benefits.
Task 2 Translate strategic objectives into high-level program scope statements
by negotiating with stakeholders, including sponsors/steering
committee, to create a program scope description.
Task 3 Develop a program roadmap using the goals and objectives of the
program, applicable historical information, and other available
resources (for example, work breakdown structure (WBS), scope
statements, and benefits realization plan) to align the program with the
strategy, and manage the expectations of stakeholders, including
sponsors/steering committee.
Task 4 Develop a responsibility assignment matrix by identifying and assigning
program roles and responsibilities to build the program management
core team and differentiate between the program and project
resources.
Task 5 Define standard measurement criteria, including key performance
indicators, for success and review points for all constituent
projects/components by analyzing stakeholder expectations and
requirements across the constituent projects/components to monitor
and control the program.

Continued on next page

14 of 42
2.2 Domain II: Program Life Cycle Management

Table 6 – continued from previous page

Task Description

Task 6 Conduct program kick-off with key stakeholders by holding meetings to

familiarize the organization with the program and obtain stakeholder
buy-in.
Task 7 Develop a detailed program scope statement by incorporating the
program vision and all internal and external objectives, goals,
influences, and variables to facilitate overall planning.
Task 8 Develop program WBS 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/components and creating plans for
supporting program functions (for example, quality, risk,
communication, and resources) 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, and finance) to gain efficiencies and
maximize productivity/synergies among constituent
projects/components.
Task 11 Define project/program management information system (PMIS) by
selecting tools and processes to share knowledge, intellectual property,
and documentation across constituent projects/components to
maximize synergies, savings, and benefits realization per the
governance framework.
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 to achieve program
benefits realization.
Task 13 Develop the benefits management plan including benefits integration,
transition, and sustainment by defining exit criteria to ensure all
administrative, commercial, and contractual obligations are met upon
program completion.
Task 14 Develop key performance indicators (KPIs) by using
decomposition/mapping to manage the program and implement a
scope and quality management system within the program.
Task 15 Monitor 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 to meet and/or exceed benefits
realization objectives.

Continued on next page

15 of 42
2.2 Domain II: Program Life Cycle Management

Table 6 – continued from previous page

Task Description

Task 16 Charter and initiate constituent projects/components by assigning

project managers and allocating appropriate resources to achieve
program objectives.
Task 17 Establish consistency by deploying governance framework, uniform
standards, resources, infrastructure, tools, and processes to enable
informed program decision-making.
Task 18 Establish a communication feedback plan and reporting process to
capture lessons learned and the team’s experiences throughout the
program.
Task 19 Lead human resource functions by training, coaching, mentoring, and
recognizing the team to improve team engagement and achieve
commitment to the program’s goals.
Task 20 Review project managers’ performance in executing the project per the
project plan 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 to ensure the program
outcomes are aligned with the strategy and deliver anticipated benefits.
Task 22 Consolidate project and program data using predefined program plan
reporting tools and methods to monitor and control the program
performance and communicate to stakeholders.
Task 23 Evaluate the program’s status to monitor and control the program while
maintaining current program information.
Task 24 Approve closure of constituent projects/components upon completion
of defined deliverables to ensure scope is compliant with the functional
overview.
Task 25 Analyze variances and trends in costs, schedule, quality, and risks by
comparing actual and forecast to planned values to identify corrective
actions or opportunities.
Task 26 Update program plans by incorporating corrective actions to ensure
program resources are employed effectively to meet program objectives
and deliver program benefits.
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 to achieve program benefits.

Continued on next page

16 of 42
2.2 Domain II: Program Life Cycle Management

Table 6 – continued from previous page

Task Description

Task 28 Manage changes per the change management plan to control scope,
quality, schedule, cost, contracts, risks, and rewards to achieve program
benefits.
Task 29 Conduct impact assessments for program changes and recommend
decisions to obtain approval per the governance framework.
Task 30 Manage risk per the risk management plan to ensure benefits
realization.
Task 31 Complete a program performance analysis report by comparing actual
values to planned values for scope, quality, cost, schedule, and
resource data to determine program performance.
Task 32 Conduct program closure within the boundaries of the governance
framework.
Task 33 Execute the transition and close-out of the program and all constituent
projects and/ or components (for example, perform administrative and
PMIS program closure, archive program documents and lessons
learned, and transfer ongoing activities to the functional organization) to
transition program benefits and meet program objectives and/or
ongoing operational sustainability.
Task 34 Conduct the post-review meetings by presenting the program
performance reports to obtain feedback and capture lessons learned.
Task 35 Report lessons learned and best practices observed and archive to the
knowledge repository to support future programs and organizational
improvement.

2.2.1 Knowledge Specific to Domain II

According to the examination content outline [4] for the PgMP

exam provided by PMI, the program manager knows the
following:

• Benchmarking For detailed explanation of

each tool and skill refer to
• Closeout plans, procedures, techniques, and policies18 page 31
• Decomposition techniques (for example, work break- 18 Also belongs to domain
down structure (WBS) section 2.5, starting on
• Financial closure processes19 page 22
19 Also belongs to domain
• Logistics management
section 2.5, starting on
• Performance and quality metrics20 page 22

• Phase gate reviews 21 20 Also belongs to domain

section 2.3, starting on
• Procurement management page 19
21 Also belongs to domain
section 2.5, starting on
17 of 42
page 22
2.2 Domain II: Program Life Cycle Management

• Product/service development phases

• Program and constituent project charter development22 22 Also belongs to domain
section 2.1, starting on
• Program and project change requests23 page 11
• Program initiation plan 23 Also belongs to domain

• Program management plans section 2.5, starting on

page 22
• 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 analysis24 24 Also belongs to domain
section 2.5, starting on
• Strategic planning and analysis25 page 22
• SWOT analysis 25 Also belongs to domain

• Talent evaluation section 2.1, starting on

page 11
• Team competency assessment techniques
• Training methodologies26 26 Also belongs to domain
section 2.4, starting on
page 21

18 of 42
2.3 Domain III: Benefits Management

2.3 Domain III: Benefits Management

According to the examination content outline [4] for the PgMP exam provided by PMI, the
program manager must be proficient in the specified tasks to successfully pass the exam
by answering questions accurately.

Table 7: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

III. Benefits Alignment 11% 19

Table 8: Benefits Realization Management Tasks

Task Description

Task 1 Develop the benefits realization plan and measurement criteria to

establish a baseline for the program and communicate with
stakeholders.
Task 2 Identify and capture synergies and efficiencies throughout the program
lifecycle to update and communicate the benefits realization plan.
Task 3 Create a sustainment plan with necessary processes, measures,
metrics, and tools for managing benefits post-program completion.
Task 4 Monitor metrics to undertake corrective actions in the program for
maintaining or improving benefits realization.
Task 5 Verify the close, transition, and integration of projects/components
meet/exceed benefit realization criteria for achieving strategic
objectives.
Task 6 Maintain benefits register and record progress to report benefits to
stakeholders through the communications plan.
Task 7 Analyze and update benefits realization and sustainment plans for risks
to determine necessary corrective actions and communicate updates.
Task 8 Develop a transition plan to operations ensuring the sustainment of
program-delivered products and benefits.

2.3.1 Knowledge Specific to Domain III

According to the examination content outline [4] for the PgMP

exam provided by PMI, the program manager knows the
following:

• Benefit optimization For detailed explanation of

each tool and skill refer to
• Business value measurement page 31

19 of 42
2.3 Domain III: Benefits Management

• Decision tree analysis

• Maintenance and sustainment of program benefits post-
delivery
• Performance and quality metrics27 27 Also belongs to domain
section 2.2,starting on
• Program transition strategies page 14

20 of 42
2.4 Domain IV: Stakeholder Engagement

2.4 Domain IV: Stakeholder Engagement

According to the examination content outline [4] for the PgMP exam provided by PMI, the
program manager must be proficient in the specified tasks to successfully pass the exam
by answering questions accurately.

Table 9: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

IV. Stakeholder Engagement 16% 27

Table 10: Stakeholder Engagement

Task Description

Task 1 Identify stakeholders, create the stakeholder matrix to document their

position relative to the program.
Task 2 Perform stakeholder analysis using various methods to create the
stakeholder engagement plan.
Task 3 Negotiate stakeholder support by setting clear expectations and
acceptance criteria for program benefits.
Task 4 Generate and maintain program visibility to confirm stakeholder
support for strategic objectives.
Task 5 Define and maintain communications tailored to different stakeholders
to ensure their support.
Task 6 Evaluate risks identified by stakeholders and incorporate them into the
program risk management plan.
Task 7 Develop and foster relationships with stakeholders to improve
communication and support for the program.

2.4.1 Knowledge Specific to Domain IV

According to the examination content outline [4] for the PgMP

exam provided by PMI, the program manager knows the
following:

• Customer relationship management For detailed explanation of

each tool and skill refer to
• Customer satisfaction measurement page 31
• Expectation management
• Public relations28 28 (Also belongs to section
2.1, starting on page 11
• Training methodologies29
29 Also belongs to domain
section 2.2, starting on
page 14
21 of 42
2.5 Domain V: Governance

2.5 Domain V: Governance

According to the examination content outline [4] for the PgMP exam provided by PMI, the
program manager must be proficient in the specified tasks to successfully pass the exam
by answering questions accurately.

Table 11: PgMP Examination Domain Weighting with Total Number of Questions

Number Domain % of Exam Total

Questions

V. Governance 14% 24

Table 12: Governance

Task Description

Task 1 Develop program and project management standards and structure

using industry and organizational standards to enhance efficiency and
consistency.
Task 2 Select a governance framework that aligns program practices with the
organization’s governance structure for consistent program delivery.
Task 3 Obtain necessary authorizations and approvals via stage gate reviews
by showcasing program status to governance authorities.
Task 4 Evaluate key performance indicators to monitor program benefits
throughout its life cycle.
Task 5 Utilize a program management information system to manage
information and communicate status to stakeholders.
Task 6 Regularly update the risk management plan with new and existing risks
for governance board approval.
Task 7 Establish escalation policies to ensure risks are managed at the
appropriate level.
Task 8 Contribute to an information repository with lessons learned,
processes, and documentation to support organizational best practices.
Task 9 Apply lessons learned to enhance existing and future programs or
organizational processes.
Task 10 Monitor the business environment and program requirements to ensure
alignment with strategic objectives.
Task 11 Develop and support the program integration management plan for
operational and strategic alignment.

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2.6 Core Knowledge (Required in Three or More Domains)

2.5.1 Knowledge Specific to Domain V

According to the examination content outline [4] for the PgMP

exam provided by PMI, the program manager knows the
following:

• Archiving tools and techniques For detailed explanation of

each tool and skill refer to
• Business/organization objectives30 page 31
• Closeout plans, procedures, techniques, and policies31 30 Also belongs to domain

• Composition and responsibilities of the program man- section 2.1, starting on

page 11
agement office (PMO)
31 Also belongs to domain
• Financial closure processes32
section 2.2, starting on
• Go/no-go decision criteria page 14

• Governance frameworks 32 Also belongs to domain

section 2.2, starting on
• Governance processes and procedures page 14
• Metrics definition and measurement techniques
• Performance analysis and reporting techniques (for
example, earned value analysis
• Phase gate reviews33 33 Also belongs to domain
section 2.2, starting on
• Program and project change requests34 page 14
• Statistical analysis35 34 Also belongs to domain
section 2.2, starting on
page 14
2.6 Core Knowledge (Required in Three or More 35 Also belongs to domain
Domains) section 2.2, starting on
page 14
• Benefits measurement and analysis techniques For detailed explanation of
• Brainstorming techniques each tool and skill refer to
page 31
• 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

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2.7 Core Skills (Required in All Domains)

• 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
• 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
• Strategic management
• Sucession planning
• Sustainability and environmental issues
• Team development and dynamics

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2.7 Core Skills (Required in All Domains)

2.7 Core Skills (Required in All Domains)

• Active listening For detailed explanation of

each tool and skill refer to
• Analytical thinking page 31
• Capacity planning
• Change management
• Communicating
• Critical thinking
• Customer-centricity/client focus
• Distilling and synthesizing requirements
• Employee engagement
• Executive-level presentation
• Facilitation
• Integration
• Innovative thinking
• Interpersonal interaction and relationship management
• Interviewing
• Leadership
• Leveraging opportunities
• Managing expectations
• Managing virtual/multicultural/remote/global teams
• Maximizing resources/achieving synergies
• Negotiating/persuading/influencing
• Prioritizing
• Problem-solving
• Stakeholder analysis and engagement
• Systems thinking
• Time management
• Vendor management

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3 The Standard for Program
Management – Fifth Edition
The Standard for Program Management [7] – Fifth Edition
(2024) serves as an essential resource for organizations aim-
ing to achieve their strategic goals through effective program
management. This guide is crucial for bridging the efforts of
interconnected projects to maximize benefits beyond their
individual outcomes.

As the latest update, the Fifth Edition is the go-to reference

for those looking to improve their program management skills.
It introduces eight key principles that underpin the behaviors
necessary for successful program management, marking a
Figure 4: Cover page of a
shift towards a principle-driven framework (figure 5). standard[7]

Figure 5: 8 Principles of Program Management

This edition also debuts a new performance domain: Collab-

oration. This addition, along with the restructured content,
makes the standard easier to navigate, comprehend, and
apply.

Published by the Project Management Institute (PMI), this

standard is a versatile tool that caters to a wide array of

26 of 42
3.1 Changes from 4th edition [6] to 5th edition [7]

organizations, regardless of the project delivery methods

they employ. It is an invaluable asset for program and project
managers, senior executives, and stakeholders alike.

Recognized by the American National Standards Institute

(ANSI), the Fifth Edition of The Standard for Program Man-
agement is designed to be in harmony with the knowledge
areas described in the PMBOK® Guide—Seventh Edition and
other PMI standards, ensuring a comprehensive and aligned
approach to project and program management.

3.1 Changes from 4th edition [6] to 5th edition [7]

In order to comprehend the alterations made to the configu-
ration and substance of The Standard for Program Manage-
ment—Fifth Edition, it is crucial to understand the objectives
of the revision committee and the development of the stan-
dard over time. Figure 6: Program management
standard 4th edition

During the revision process of the fourth edition, it became

evident that the significance of program management as a
core competency within organizations necessitated main-
taining clear distinctions between The Standard for Program
Management and other key PMI standards, such as A Guide
to the Project Management Body of Knowledge (PMBOK
Guide)[1], [2] and The Standard for Portfolio Management[5].

This presented an opportunity to build upon the transition

from process-oriented standards to principle-based stan-
dards by elaborating on and identifying the fundamental
principles of program management. The team working on
the fifth edition followed a similar trajectory as in previous
editions, concentrating on refining the principles and concepts
that underpin the standard, while ensuring coherence and
alignment with updates to other foundational standards and
relevant practice guides. Consequently, the content has been
reorganized to facilitate a more streamlined approach to
reading and utilizing the standard. Specific revisions were im-
plemented to mirror current trends in program management
across the standard.

Organizations initiate initiatives with the aim of realizing

advantages and reaching predetermined results that impact
their functioning. These initiatives encompass projects,
smaller programs, and program-related tasks that are over-
seen in a synchronized way to attain benefits that would not
be achievable by managing them separately. The accomplish-

27 of 42
3.1 Changes from 4th edition [6] to 5th edition [7]

ment of program goals is facilitated by the efforts, direction,

and supervision of the program manager, who strives to apply
program management principles within the framework of the
six program management performance areas. The combi-
nation of these principles and performance areas is crucial
for the program’s prosperity. The six program management
performance domains include:

• Strategic Alignment. Identifies program outputs and

outcomes to provide benefits aligned with organizational
strategy goals and objectives.
• Benefits Management. Defines, creates, optimizes,
delivers, and sustains the benefits provided by the
program.
• Stakeholder Engagement. Identifies and analyzes
stakeholder needs and manages expectations and
communications to foster stakeholder support.
• Governance Framework. Enables and performs program
decision-making, establishes practices to support the
program, maintains program oversight, and ensures
compliance with standards and regulations.
• Collaboration. Creates and maintains synergy across
stakeholders, both internal and external, to optimize
benefits delivery and realization.
• Life Cycle Management. Manages the program life cycle
and the phases required to facilitate program definition,
delivery, and closure.

The performance areas operate simultaneously throughout

the program’s duration. It is in these areas that both the
program manager and the program team carry out their tasks.
All programs involve some level of involvement in each of
these performance areas throughout the entire program
lifecycle (refer to Section 3.8); the level of involvement in a
specific area at any given time depends on the nature and
complexity of the program being executed. Activities within
these areas are iterative and are regularly revisited. Each area
is comprehensively explained in its corresponding section
within this standard.

28 of 42
REFERENCE LIST

Reference List
[1] Project Management Institute. A Guide to the Project Management Body
of Knowledge (PMBOK® Guide). 6th. Project Management Institute,
2017.
[2] Project Management Institute. A Guide to the Project Management Body
of Knowledge (PMBOK® Guide). 7th. Project Management Institute,
2021.
[3] Project Management Institute. Earning Power: Project Management
Salary Survey—Thirteenth Edition. https : / / periscopeiq .
com / Pmisalstaging / default3 . aspx. Available for PMI
members. Check out the interactive Salary Survey Tool at https :
/ / periscopeiq . com / Pmisalstaging / onlinetools. Project
Management Institute, 2023.
[4] Project Management Institute. PgMP Exam Content Outline. https :
/ / www . pmi . org/ - /media / pmi / documents / public / pdf /
certifications/[Link]. Accessed:
Date. Year.
[5] Project Management Institute. The Standard for Portfolio Management.
4th. Project Management Institute, 2017.
[6] Project Management Institute. The Standard for Program Management.
4th. Project Management Institute, 2011.
[7] Project Management Institute. The Standard for Program Management
– Fifth Edition. Approved by the American National Standards Insti-
tute (ANSI), closely aligns with A Guide to the Project Management
Body of Knowledge (PMBOK® Guide)—Seventh Edition and other PMI
standards. Available: https : / / www . pmi . org / pmbok - guide -
standards / foundational / program - management - 5th -
edition. Project Management Institute, 2024.

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4 Business case

30 of 42
Explanation of the Terms
The following skills, tools and techniques are included in the standard of program man-
agement, in alphabetical order:

1. Active Listening - Active listening involves fully concentrating, understanding, re-

sponding, and then remembering what is being said. It is vital in management to
ensure that team members feel heard and understood, which can lead to increased
trust and a more collaborative environment. Active listening in program management
can prevent misunderstandings and promote a clear understanding of program goals
and individual tasks.
2. Analytical Thinking - Analytical thinking refers to the ability to solve problems quickly
and effectively. It involves breaking down complex information into smaller parts
to gain a better understanding and make more informed decisions. In the context
of program management, analytical thinking helps in identifying potential program
risks, planning for uncertainties, and devising effective strategies to mitigate chal-
lenges.
3. Archiving Tools and Techniques - Archiving tools and techniques are used to collect,
preserve, and manage access to digital and physical records that are important for
the historical documentation of a program. Effective archiving helps organizations in
compliance, knowledge preservation, and ensuring that critical information is readily
available for future reference.
4. Benchmarking - Benchmarking is the process of comparing one’s business processes
and performance metrics to industry bests or best practices from other companies.
In program management, benchmarking can provide valuable insights into perfor-
mance standards, offering a pathway to improve program delivery, efficiency, and
effectiveness.
5. Benefit Optimization - Benefit optimization focuses on maximizing the advantages
a project or program can deliver to an organization and its stakeholders. It involves
strategic planning to ensure that all program outcomes align with the overall busi-
ness objectives, thereby ensuring that resources are used efficiently to generate the
highest possible value.
6. Benefits Measurement and Analysis Techniques - These techniques are used to
quantify the outcomes of programs and programs in terms of benefits to the organi-
zation. This can include financial metrics such as return on investment (ROI), as well
as non-financial metrics like customer satisfaction and employee engagement. Ef-
fective benefits measurement and analysis ensure that programs align with business
goals and deliver tangible value.
7. Brainstorming Techniques - Brainstorming techniques are collaborative methods
used to generate ideas and solutions to problems. In program management, brain-
storming sessions can help in identifying potential solutions to program challenges,
innovating new approaches, and engaging team members in the planning pro-
[Link].
8. Business Environment - The business environment encompasses all external and
internal factors that influence a company’s operations, including economic, legal,

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 technological, and social aspects. Understanding the business environment is crucial
for strategic planning and decision-making in program management.
9. Business Ethics - Business ethics involves the study of appropriate business poli-
cies and practices regarding potentially controversial subjects including corporate
governance, insider trading, bribery, discrimination, corporate social responsibility,
and fiduciary responsibilities. In program management, maintaining high ethical
standards is essential to ensure trust, transparency, and integrity in all program
activities.
10. Business Models, Structure, and Organization -This refers to the plan implemented
by a company to generate revenue and make a profit from operations. The model
includes the components of a business, the functions of the business, and the rev-
enues the business generates. Understanding the business model, its structural
organization, and how it operates within its environment is critical for effective
program alignment and delivery.
11. Business Strategy - Business Strategy refers to the set of guiding principles and long-
term objectives that help an organization gain a competitive advantage. It involves
understanding the market, determining the company’s direction, setting goals, and
outlining plans to achieve these goals, considering internal and external factors.
12. Business Value Measurement - This process involves quantifying the value that
programs and programs bring to an organization. It includes assessing financial
performance, customer satisfaction, operational efficiency, and strategic alignment.
Effective business value measurement ensures that initiatives contribute positively
to the organization’s overall success.
13. Capacity Planning - Capacity Planning is the process of determining the resources
(time, people, and materials) required to meet program demand. It involves forecast-
ing workload and resource availability to ensure that an organization can achieve its
objectives without unnecessary delay or expense.
14. Change Management - Change Management encompasses the methods and prac-
tices used to manage change within an organization. It involves preparing, sup-
porting, and helping individuals, teams, and organizations in making organizational
change. The goal is to implement new methods and systems in an orderly manner
while minimizing negative outcomes.
15. Coaching and Mentoring Techniques - These techniques are employed to develop an
organization’s personnel through guidance, support, and encouragement. Coaching
is typically short-term and task-based, while mentoring is more long-term and
relationship-oriented. Both play crucial roles in personal and professional develop-
ment.
16. Collaboration Tools and Techniques - Collaboration tools and techniques facilitate
teamwork and communication among program team members. These tools can
include software for program management, communication platforms, and method-
ologies that encourage teamwork and information sharing.
17. Communication Tools and Techniques - Effective communication is vital for pro-
gram success. Tools and techniques in this area ensure that information is properly
conveyed and understood among stakeholders. This can include meetings, emails,
program management software, and communication plans that outline who needs to

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 receive what information and when.
18. Composition and Responsibilities of the Program Management Office (PMO) - The
PMO is a centralized team within an organization that sets and maintains standards
for program management. It is responsible for overseeing program execution, pro-
viding program managers with tools, practices, and guidelines, and ensuring that
business objectives are aligned with program outcomes.
19. Conflict Resolution Techniques - Conflict resolution techniques are strategies used to
address and resolve disputes among team members or stakeholders in a construc-
tive manner. These can include negotiation, mediation, arbitration, and conciliation.
20. Contingency Planning - Contingency planning involves identifying alternative plans
of action that can be implemented to mitigate the impact of identified risks. It is a
proactive measure to ensure programs can continue smoothly despite unforeseen
events.
21. Contract Negotiation/Administration - This involves the process of negotiating terms
and conditions in contracts with vendors or partners and ensuring compliance with
the terms throughout the life of the contract. It’s critical for managing costs, risks,
and relationships with external entities.
22. Contract Types - Different types of contracts (e.g., fixed-price, time and materials,
cost-reimbursable) dictate the cost and payment agreements between parties in a
program. Understanding and selecting the appropriate contract type is vital for risk
and financial management.
23. Cost-Benefit Techniques - Cost-benefit techniques involve analyzing the financial
implications of business decisions or programs. It compares the costs of action
against the benefits that would be derived to determine the best course of action
financially.
24. Cost Management - Cost management encompasses the processes required to plan,
estimate, budget, and control costs so that the program can be completed within the
approved budget. It’s a fundamental aspect of program management, ensuring that a
program’s financial resources are used effectively.
25. Cultural Diversity/Distinctions - Cultural diversity and distinctions refer to acknowl-
edging, understanding, appreciating, and leveraging differences among people in
the workplace regarding ethnicity, culture, language, and nationality. Embracing
cultural diversity can lead to more innovative solutions and a more inclusive work
environment.
26. Customer Relationship Management (CRM) - CRM is a strategy and software system
designed to manage and improve an organization’s interactions with current and
potential customers. It uses data analysis about customers’ history with a company
to improve business relationships, specifically focusing on customer retention and
ultimately driving sales growth.
27. Customer Satisfaction Measurement - This process involves evaluating how products
or services supplied by a company meet or surpass customer expectation. Methods
include surveys, feedback forms, and direct interviews, allowing businesses to
identify areas of improvement and gauge overall satisfaction.
28. Customer-Centricity/Client Focus - A business strategy that places the customer
at the center of a company’s operations, decision-making process, and ideas. This

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 approach emphasizes the importance of creating a positive experience for the cus-
tomer, leading to increased loyalty and satisfaction.
29. Data Analysis/Data Mining - Data analysis and data mining involve examining large
datasets to uncover hidden patterns, correlations, trends, and other insights. With
the use of specialized systems and software, data mining and analysis can provide
critical business intelligence.
30. Decision Tree Analysis - A graphical representation of decisions and their possible
consequences, including chance event outcomes, resource costs, and utility. It’s
a decision support tool that uses a tree-like model of decisions and their possible
consequences.
31. Decision-Making Techniques - These techniques encompass various methodologies
used by businesses to make informed decisions. Techniques include but are not
limited to, SWOT analysis, cost-benefit analysis, and consensus decision-making.
32. Decomposition Techniques (e.g., Work Breakdown Structure - WBS) - Decomposition
techniques involve breaking down a program into smaller, more manageable parts.
The Work Breakdown Structure (WBS) is a key program deliverable that organizes the
team’s work into manageable sections.
33. Emotional Intelligence - The ability to understand, use, and manage your own emo-
tions in positive ways to relieve stress, communicate effectively, empathize with
others, overcome challenges, and defuse conflict.
34. Employee Engagement - A workplace approach resulting in the right conditions
for all members of an organization to give their best each day, committed to their
organization’s goals and values, motivated to contribute to organizational success,
with an enhanced sense of their own well-being.
35. Expectation Management - The process of setting, communicating, and managing
expectations of stakeholders in a program or business context to ensure clear under-
standing and minimize surprises.
36. Executive-Level Presentation - Skills and techniques used to deliver effective presen-
tations to executive audiences, focusing on clear, concise communication of strategic
importance, with attention to decision-makers’ interests and time constraints.
37. Facilitation - The act of making a process easier or more achievable. In business, fa-
cilitation refers to the technique of leading a group to a successful decision, solution,
or conclusion without directly contributing ideas or suggestions.
38. Feasibility Analysis - An assessment of the practicality and potential success of a
proposed program or system. It involves evaluating the economic, technical, legal,
and scheduling aspects that might affect the completion.
39. Financial Measurement and Management Techniques - Methods used to monitor
and manage an organization’s financial resources, including budgeting, financial
forecasting, variance analysis, and investment appraisal.
40. Funding Models - Strategies for generating financial resources for a program or
business. These can range from traditional models like loans and equity investments
to more modern approaches like crowdfunding.
41. Funding Processes - The steps and procedures involved in securing financial re-
sources for a program or business venture. This includes identifying potential
sources, preparing proposals, and navigating through approval and disbursement.

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42. Go/No-Go Decision Criteria - The criteria set by an organization to determine whether
a program should proceed (Go) or be terminated (No-Go) at certain points through-
out its lifecycle, based on factors such as feasibility, alignment with strategic goals,
and risk assessment.
43. Governance Frameworks - Structures, processes, and mechanisms put in place
to guide, control, and evaluate an organization’s or program’s management and
strategic direction, ensuring accountability, fairness, and transparency.
44. Governance Processes and Procedures - The formal practices that outline how
decisions are made, risks are managed, and performance is monitored within an or-
ganization or program to ensure effective and efficient use of resources, compliance
with laws and policies, and achievement of objectives.
45. Human Resource Management - The strategic approach to the effective management
of people in a company or organization such that they help their business gain a
competitive advantage. It’s designed to maximize employee performance in service
of an employer’s strategic objectives.
46. Impact Assessment Techniques - Impact assessment techniques evaluate the
potential consequences of decisions or programs on the environment, society, and
economy. These methodologies help predict and mitigate negative impacts while
enhancing positive outcomes.
47. Industry and Market Knowledge - This encompasses understanding the dynamics
of the industries and markets in which an organization operates. It includes trends,
key players, customer behaviors, regulatory changes, and competitive landscape
analysis.
48. Information Privacy - Information privacy concerns the protection of personal data
from unauthorized access, use, disclosure, or destruction. In program management,
it’s crucial for handling sensitive information related to stakeholders, employees, and
customers.
49. Innovative Thinking - Innovative thinking involves generating new ideas and solu-
tions. It’s essential for solving complex problems, enhancing products or services,
and maintaining a competitive edge in the marketplace.
50. Integration - Integration in program management involves combining all aspects of
a program—planning, execution, monitoring, and closure—to ensure that they work
together seamlessly. It’s crucial for aligning program objectives with business goals.
51. Intellectual Property Laws and Guidelines - These laws protect creations of the mind,
such as inventions, literary and artistic works, designs, and symbols. Understanding
these laws is essential for respecting and securing intellectual property rights within
programs.
52. Interpersonal Interaction and Relationship Management - This entails building and
maintaining positive relationships with team members, stakeholders, and clients.
Effective interpersonal skills are key to collaboration, conflict resolution, and suc-
cessful program outcomes.
53. Interviewing - Interviewing is a technique used to gather information, insights, or
data from individuals. It’s useful in stakeholder analysis, requirements gathering, and
resource selection processes.

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54. Knowledge Management - Knowledge management involves capturing, distributing,
and effectively using knowledge. In program management, it ensures that valuable
insights and information are shared within the team and organization.
55. Leadership Theories and Techniques - Various theories and techniques guide leaders
in effectively managing and motivating their teams. Understanding these can help
program managers lead programs toward successful completion.
56. Legal and Regulatory Requirements - These are the legal obligations and standards
that programs must adhere to. This includes compliance with local, national, and
international laws and regulations relevant to the program’s scope.
57. Leveraging Opportunities - This involves identifying and taking advantage of strategic
opportunities that can benefit the program or organization, such as technological
advancements, market gaps, or partnerships.
58. Logistics Management - Logistics management deals with the procurement, move-
ment, storage, and processing of resources. It’s crucial for ensuring that program
materials and resources are available when and where needed.
59. Maintenance and Sustainment of Program Benefits Post-Delivery - This refers to the
activities and strategies implemented to ensure that the benefits of a program or
program continue to be realized after its completion.
60. Management Techniques - Management techniques are the methods or strategies
used to plan, organize, direct, and control resources to achieve specific goals. They
include time management, risk management, and change management.
61. Marketing - Marketing involves promoting and selling products or services, including
market research and advertising. In program management, understanding marketing
can help in the successful launch and adoption of program deliverables.
62. Metrics Definition and Measurement Techniques - These are the methods used to
define and measure performance indicators for programs. They help in assessing
progress, quality, efficiency, and effectiveness.
63. Motivational Techniques - Motivational techniques are strategies used to inspire
and encourage team members to achieve program objectives. They can include
incentives, recognition programs, and personal development opportunities.
64. Negotiation Strategies and Techniques - Negotiation is a dialogue between two
or more parties aimed at reaching a consensus or resolving differences. Effective
negotiation strategies are essential for agreements on program scope, contracts, and
resource allocation.
65. Performance Analysis and Reporting Techniques - These techniques, such as Earned
Value Analysis (EVA), are used to monitor and report on the progress and perfor-
mance of a program. They provide insights into cost variances, schedule adherence,
and overall program health.
66. Performance Management Techniques - Performance management involves evalu-
ating and improving employee or team performance through feedback, objectives
setting, and performance reviews. In programs, it ensures that team members are
working efficiently towards the program goals.
67. Planning Theory, Techniques, and Procedures - This includes various methodologies
and approaches to planning programs, such as waterfall, agile, and lean. Effective
planning is crucial for setting program scope, timelines, and resource allocations.

36 of 42
68. PMI Code of Ethics and Professional Conduct - The PMI Code of Ethics and Profes-
sional Conduct outlines the ethical principles and professional behaviors expected
from program management professionals. It emphasizes responsibility, respect,
fairness, and honesty.
69. Portfolio Management - Portfolio management is the centralized management of one
or more program portfolios to achieve strategic objectives. It involves prioritizing
programs, allocating resources, and monitoring performance across the program
portfolio.
70. Presentation Tools and Techniques - These are the methods and software used to
create and deliver effective presentations. They are vital for communicating program
plans, progress, and outcomes to stakeholders.
71. Problem-Solving Tools and Techniques - Problem-solving involves identifying,
analyzing, and resolving issues. Tools and techniques include root cause analysis,
brainstorming,
72. Procurement Management - Procurement Management involves the processes
necessary to purchase or acquire products, services, or results needed from outside
the program team. It includes developing procurement strategies, conducting so-
licitations, selecting vendors, contracting, and managing procurements through the
program life cycle.
73. Product/Service Development Phases - These phases represent the lifecycle stages a
product or service goes through from conception to market release. Common phases
include ideation, research, design, development, testing, and launch. Each phase
requires distinct management strategies to ensure the product/service meets market
needs and organizational goals.
74. Program Initiation Plan - The Program Initiation Plan outlines the steps necessary to
start a program. It includes establishing the program’s governance structure, defin-
ing key roles and responsibilities, setting initial objectives and scope, and securing
the necessary resources and funding to launch the program.
75. Program Management Plans - These plans detail how a program is executed, mon-
itored, controlled, and closed. They cover various aspects such as scope, schedule,
finance, quality, resources, risk, and stakeholder engagement, ensuring the program
aligns with strategic objectives.
76. Program Mission and Vision - The program mission articulates the program’s pur-
pose, focusing on what it seeks to achieve in the short term, while the vision provides
a long-term perspective, describing what the program aspires to accomplish or
become in the future.
77. Program Transition Strategies - These strategies define how the outcomes of a
program will be transitioned into operational use, ensuring that program benefits
continue after the program is completed. It involves planning for the handover of
deliverables, knowledge transfer, and post-implementation support.
78. program Management Information Systems (PMIS) - PMIS are systems used by pro-
gram managers to organize, plan, execute, and close program activities. They include
tools for scheduling, resource allocation, financial management, communication,
documentation, and performance reporting.
79. Quality Control and Management Tools and Techniques - These tools and techniques

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 are used to monitor and control the processes involved in delivering products or
services to ensure that quality standards are met. They include statistical process
control, quality audits, and inspection techniques.
80. Reporting Tools and Techniques - Reporting tools and techniques involve the meth-
ods and systems used to collect, analyze, and present data and information about
program performance to stakeholders. They help in making informed decisions and
keeping stakeholders updated on progress.
81. Requirement Analysis Techniques - Requirement analysis techniques are methodolo-
gies used to determine the needs or conditions to meet for a new or altered product.
These techniques help in defining program scopes, such as interviews, surveys,
document analysis, and workshops.
82. Resource Estimation (human and material) - Resource estimation involves determin-
ing what resources (people, equipment, materials) and the quantities of each needed
to perform program activities. It’s a critical process in program planning to ensure
that programs are adequately resourced.
83. Resource Leveling Techniques - Resource leveling is a technique used in program
management to resolve resource conflicts by adjusting the program schedule. It
ensures that workload distribution is balanced and resources are not over-allocated.
84. Risk Analysis Techniques - Risk analysis techniques are used to identify, assess, and
prioritize risks in a program. These techniques help in understanding the potential
impacts of risks on program objectives and determining mitigation strategies.
85. Risk Management - Risk Management is the process of identifying, analyzing, and re-
sponding to program risks. It includes maximizing the probability and consequences
of positive events and minimizing the probability and consequences of adverse
events to program objectives.
86. Risk Mitigation and Opportunities Strategies - These strategies involve developing
options and actions to enhance opportunities and reduce threats to program objec-
tives. They include risk avoidance, transfer, mitigation, and acceptance.
87. Root Cause Analysis - Root Cause Analysis (RCA) is a problem-solving method used
to identify the underlying causes of problems or incidents. RCA aims to address the
root causes of problems to prevent them from recurring.
88. Safety Standards and Procedures - Safety standards and procedures are the set of
guidelines and practices designed to ensure the health and safety of individuals
involved in a program. They include regulations and policies that mitigate risks and
protect workers from harm.
89. Scenario Analysis - Scenario analysis involves creating and analyzing multiple future
states of a program to understand potential outcomes, risks, and uncertainties. It
helps in strategic planning and decision-making by preparing for different possible
scenarios.
90. Schedule Management, Techniques, and Tools - Schedule management involves
planning, developing, managing, executing, and controlling a program schedule.
Techniques and tools such as Gantt charts, critical path method (CPM), and program
management software are used to ensure program completion within the planned
time frame.

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 91. Scope Management - Scope management involves defining and controlling what is
included and excluded in a program. It ensures that the program includes all the
work required, and only the work required, to complete the program successfully.
92. Service Level Agreements (SLAs) - SLAs are formal agreements between service
providers and customers that define the level of service expected from the service
provider. SLAs cover aspects such as quality, availability, and responsibilities.
93. Social Responsibility - Social responsibility in program and program management
involves making decisions and implementing practices that are ethical, beneficial to
the community, and respectful of the environment. It encompasses corporate social
responsibility (CSR) efforts, like community outreach programs, sustainable business
practices, and ensuring that programs do not adversely affect the local community or
environment.
94. Strategic Management - Strategic management is the ongoing planning, monitoring,
analysis, and assessment of all necessities an organization needs to meet its goals
and objectives. It involves setting priorities, focusing energy and resources, strength-
ening operations, and ensuring employees and other stakeholders are working
toward common goals.
95. Strategic Planning and Analysis - This involves defining an organization’s strategy or
direction and making decisions on allocating its resources to pursue this strategy,
including its capital and people. Strategic planning and analysis involve understand-
ing the competitive environment, analyzing internal organizational capabilities, and
implementing plans to achieve strategic goals.
96. Succession Planning - Succession planning is a strategy for passing on leadership
roles, often the ownership of a company, to an employee or group of employees.
It ensures that businesses continue to run smoothly after the company’s most
important people move on to new opportunities, retire, or pass away.
97. Sustainability and Environmental Issues - This entails incorporating eco-friendly
practices and sustainability principles into program planning and execution. It fo-
cuses on meeting the needs of the present without compromising the ability of future
generations to meet their own needs, including managing resource use, reducing
pollution and waste, and protecting natural habitats.
98. SWOT Analysis - SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
is a framework used to evaluate the competitive position of an organization and to
develop strategic planning. It involves identifying internal strengths and weaknesses,
as well as opportunities and threats in the external environment.
99. Systems Thinking - Systems thinking is an approach to problem-solving that views
"problems" as parts of an overall system, rather than reacting to specific parts,
outcomes, or events. It emphasizes the interrelationships among the system’s
components rather than viewing the components in isolation.
100. Talent Evaluation - Talent evaluation involves assessing the skills, competencies,
and performance of employees. It aims to identify high-potential employees for
succession planning, understand training and development needs, and ensure the
right people are in the right roles.
101. Team Competency Assessment Techniques - These techniques assess the skills,
abilities, and competencies of team members to ensure they are aligned with the

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 program or program’s needs. It involves evaluating both individual and team capa-
bilities to identify areas for improvement or development.
102. Team Development and Dynamics - This refers to the stages a team goes through
as it develops, from forming and storming to norming, performing, and adjourning.
Understanding team dynamics is crucial for managing team interactions, fostering a
positive work environment, and enhancing team performance.
103. Time Management - Time management in program and program management in-
volves effectively planning and controlling how much time to spend on specific activi-
ties. It includes techniques and tools for planning, scheduling, task prioritization, and
monitoring program timelines to ensure timely completion.
104. Social Responsibility - Social responsibility in program and program management
involves making decisions and implementing practices that are ethical, beneficial to
the community, and respectful of the environment. It encompasses corporate social
responsibility (CSR) efforts, like community outreach programs, sustainable business
practices, and ensuring that programs do not adversely affect the local community or
environment.
105. Strategic Management - Strategic management is the ongoing planning, monitoring,
analysis, and assessment of all necessities an organization needs to meet its goals
and objectives. It involves setting priorities, focusing energy and resources, strength-
ening operations, and ensuring employees and other stakeholders are working
toward common goals.
106. Strategic Planning and Analysis - This involves defining an organization’s strategy or
direction and making decisions on allocating its resources to pursue this strategy,
including its capital and people. Strategic planning and analysis involve understand-
ing the competitive environment, analyzing internal organizational capabilities, and
implementing plans to achieve strategic goals.
107. Succession Planning - Succession planning is a strategy for passing on leadership
roles, often the ownership of a company, to an employee or group of employees.
It ensures that businesses continue to run smoothly after the company’s most
important people move on to new opportunities, retire, or pass away.
108. Sustainability and Environmental Issues - This entails incorporating eco-friendly
practices and sustainability principles into program planning and execution. It fo-
cuses on meeting the needs of the present without compromising the ability of future
generations to meet their own needs, including managing resource use, reducing
pollution and waste, and protecting natural habitats.
109. SWOT Analysis - SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
is a framework used to evaluate the competitive position of an organization and to
develop strategic planning. It involves identifying internal strengths and weaknesses,
as well as opportunities and threats in the external environment.
110. Systems Thinking - Systems thinking is an approach to problem-solving that views
"problems" as parts of an overall system, rather than reacting to specific parts,
outcomes, or events. It emphasizes the interrelationships among the system’s
components rather than viewing the components in isolation.
111. Talent Evaluation - Talent evaluation involves assessing the skills, competencies,
and performance of employees. It aims to identify high-potential employees for

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 succession planning, understand training and development needs, and ensure the
right people are in the right roles.
112. Team Competency Assessment Techniques - These techniques assess the skills,
abilities, and competencies of team members to ensure they are aligned with the
program or program’s needs. It involves evaluating both individual and team capa-
bilities to identify areas for improvement or development.
113. Team Development and Dynamics - This refers to the stages a team goes through
as it develops, from forming and storming to norming, performing, and adjourning.
Understanding team dynamics is crucial for managing team interactions, fostering a
positive work environment, and enhancing team performance.
114. Time Management - Time management in program and program management in-
volves effectively planning and controlling how much time to spend on specific activi-
ties. It includes techniques and tools for planning, scheduling, task prioritization, and
monitoring program timelines to ensure timely completion.
115. Trend Analysis - Trend analysis is the process of comparing business data over time
to identify any consistent results or trends. It can help predict future movements,
economic conditions, consumer behavior, and potential risks and opportunities.
116. Vendor Management - Vendor management involves overseeing and managing all
vendors that supply goods, services, and outsourced work. It includes selecting the
right vendors, negotiating contracts, controlling costs, ensuring service delivery, and
maintaining good relationships, ensuring that agreements and service levels are met.

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5 Acronyms
Acronyms
ECO Examination Content Outline
PMI Project Management Institute

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