Get your PgMP® Certification on your first attempt [4th Ed]

Explore the introduction to program management, including definitions of project, program, and portfolio. Examine the PMO, program structures, performance domains, program activities, and what's new in the fourth edition.

Explore how projects, programs, and portfolios coordinate to achieve strategic objectives, manage dependencies and touchpoints, and integrate planning, risk analysis, and reporting across an organization.

Learn how project, program, and portfolio management offices standardize processes, govern methodologies, and align resources; explore supportive, controlling, and directive PMO types and their impact on projects and programs.

Explore the program structure, including the program manager, project managers, and the program management office. Understand how subsidiary programs and boundaries shape scope for each project within the program.

Explore program management as applying knowledge and skills to achieve objectives and deliver benefits, guided by governance, lifecycle management, strategy alignment, benefits management, and stakeholder engagement.

The lecture compares the fourth edition with the third edition of the standards for program management, detailing the five domain changes, revised terminology, and new and dropped program elements.

Define project, program, and portfolio; examine the program management office and portfolio management office, program structure, the five domains and activities, and the changes in the fourth edition.

introduce the program life cycle management as the core domain for defining, delivering, and closing programs, detailing domain phases, subphases, artifacts, and links to project, subsidiary, and portfolio life cycles.

Learn the program lifecycle management domain phases—definition, delivery, and closure—and how delivery repeats for each component in parallel, coordinating with stakeholders and component managers to realize integrated benefits.

Discover the program life cycle and its major artifacts, including the program business case, charter, and roadmap, and the comprehensive program management plan with subsidiary documents.

explores how program management interacts with component management, showing project initiation through closing within the program delivery phase and artifacts aligned with the program master schedule.

Explore the program life cycle management, covering definition, delivery, and closure phases, with their subphases, major activities, and measurement artifacts. Understand its relationships to project, subsidiary, and portfolio life cycles.

Align the program with organizational strategy by detailing the business case, program charter, program roadmap, enterprise environmental factors, environmental analysis, and the program risk management strategy.

Align program activities with the organization's strategic plan by linking to its goals, securing charter authorization, and mapping milestones in a program roadmap, plus environmental analyses and risk strategy.

Explore the program benefits management domain, its phases, activities, and artifacts, and learn how benefits are defined, created, maximized, and delivered throughout the program lifecycle.

Clarify the program output, outcome, and benefit, and outline the benefits management phases—identification, analysis and planning, delivery, transition, and sustainment—and how benefits are realized and measured.

Explore the major artifacts of program benefits management, including the benefits register, benefits management plan, transition plan, and benefit sustainment plan, with KPIs, milestones, and ownership for sustained realization.

Explore how to plan, transition, and sustain program benefits across the receiving organization, covering readiness, processes, training, contingency, deployment, and program lifecycle management.

Explore the program benefits management domain, its phases from identification, analysis and planning to sustainment, and artifacts like the benefits register and transition and sustainment plans.

Identify internal and external stakeholders, manage their expectations, and engage them in goal setting and program activities to maximize positive impact while minimizing negative influence.

Covering identification, analysis, planning, engagement, and communications, this domain uses interviews, focus groups, surveys, and tools like stakeholder maps and the power interest grid to engage stakeholders.

Identify program stakeholders, build the stakeholder register, analyze needs and influence with a power interest grid, and plan for stakeholder engagement and communications.

Review the major artifacts of the program's stakeholder engagement, including the stakeholder register, stakeholder map, power-interest grid, and the engagement plan.

Identify and analyze stakeholders early, plan and engage throughout the program life cycle to ensure timely communications, mitigate participation risks, and resolve issues.

Explore the program stakeholder engagement domain, including identification, analysis, planning, and communications, and examine artifacts like the stakeholder register, power interest grid, map, and engagement plan.

Explore program governance as a framework of processes, rules, and policies that guide and control program management, including change control, quality reviews, and written acceptance, aligned with Cobit guidelines.

Explore the three elements of the program governance domain—governance practices, governance roles, and governance design and implementation—and how governance participants monitor progress, authorize changes, and ensure alignment with organizational goals.

Explore major program governance artifacts, including the governance plan, roles and responsibilities, and governance design and implementation. Learn how success criteria, reporting, and health checks drive benefits realization.

Explore program governance across four domains: alignment, risk, performance, and communications, and four functions: oversight, control, integration, and decision making, plus the four steps: assess, plan, implement, improve.

Explore how program management offices tailor roles, authority, and governance to organizational culture and program complexity, including centers of excellence and external/internal management balance.

Explore how the program governance domain aligns with the program life cycle, mapping governance activities to phases, defining roles, and timing approvals for business case, charter, and governance plan.

Summarizes the program governance domain elements, practices, roles, design and implementation, major artifacts such as the governance plan and success criteria, and the differences between review, health check, and audit.

Review the 2016 PgMP exam outlines and map old initiating, planning, executing, closing groups to the new program life cycle phases—definition, benefits delivery, closure—and note the domain percentages.

Navigate the PgMP exam with proven strategies: review the demo, read all options, disqualify wrong answers, choose the best answer, and mark questions for review while practicing with mock tests.

Preview the actual exam screen with question number, body, radio answers, elapsed time, mark-for-review, and navigation, plus the calculator, review list, four-hour end, score calculation, and pass or fail.

Acquire logistics-focused strategies to pass the PMP exam on your first attempt, including application tips, exam outlines, domain question counts, 20 answer tips, and a practical study plan.