PgMP® Exam Prep Masterclass 2026 | 10 PDUs | 480 Questions

Navigate the five-stage PgMP application process—from submission to panel review—and learn PMI’s audit, payment, and certification steps, including 6,000 hours and 48 months in project and program management.

Renew your PgMP every three years by earning 60 PDUs and paying fees ($60 for members, $150 for nonmembers); PMP and PgMP cycles align in a single CCR.

Explore the standard for program management, fourth edition, covering the purpose, what is a program, and how portfolio, program, and project management relate to organizational strategy and business value.

A program comprises related projects coordinated to deliver benefits not achievable individually, including projects, subsidiary programs, and program activities, and adapts to organizational change.

Explore how a program comprises projects, sub-programs, and supporting activities, illustrated by a portfolio of two programs and sub portfolios organized by business units, regions, and functions.

Learn how programs are initiated to pursue new goals aligned with vision and mission, and how combining related ongoing initiatives into a single program enhances organizational benefits.

Portfolios group projects, programs, subsidiary portfolios, and other work to achieve strategic objectives; programs coordinate projects for benefits, while projects are temporary efforts to deliver a unique product or result.

Explore the definition and benefits of program management, and how a program manager coordinates related projects to optimize cost, schedule, strategy alignment, and value.

Explore how portfolio management, program management, and project management align to deliver organizational value by coordinating interdependencies, prioritizing work, and delivering program benefits and project outputs.

Align vision and mission with organizational strategy by forming portfolios that authorize programs and projects to deliver strategic objectives. Monitor programs, projects, and portfolios to realize benefits and manage change.

Explore how organizational strategy, program management, and operations interrelate, and why operations support is essential for sustaining program benefits and transitions.

Business value equals the sum of tangible assets and intangible elements like goodwill, brand recognition, reputation, and strategic alignment, enabled by portfolio, program, and project management to pursue mission-aligned strategies.

Identify the program manager's role and responsibilities, including coordinating multiple related projects, aligning with strategic objectives, stakeholder communication, resource sharing, and key competencies like leadership, negotiation, and conflict resolution.

The program sponsor provides resources and guidance to enable program success and ensures high-level attention. A steering committee may assume the sponsor role and support stakeholder engagement and organizational changes.

Understand organizational project management (OPM) as a framework linking portfolio, program, and project practices to achieve strategic objectives and sustainable benefits, guided by PMI's OPM practice guide and standard.

Clarify the definitions and relationships among projects, programs, and portfolios, and outline the program manager, sponsor, and PMO roles, plus a 15-question practice quiz.

Complete chapter one with basic definitions of program management and terminologies, and clarify the differences between project, program, portfolio, and organizational strategic objectives; preview five performance domains for PgMP exam.

Explore chapter two's five program management performance domains, their definitions, and how they interact with organizational strategy, portfolio management, and program management. Differentiate portfolio from program and program from project.

Define and apply program management performance domains, including strategic alignment, benefits management, stakeholder engagement, and governance, across the three program life cycle stages: definition, delivery, and closure.

Explore how the five program management performance domains interconnect and vary by program, and how strategic alignment, benefit management, stakeholder engagement and governance, and lifecycle management relate to program lifecycle.

Link the organizational strategy to portfolio and program management through the five performance domains, guiding project selection, funding for business cases, and end-to-end program delivery.

Define program management performance domains and their interactions, link organizational strategy with portfolio management, and distinguish portfolio, program, and project, then complete the 15-question chapter quiz to reinforce learning.

Define program management performance domains and their interactions, distinguish portfolio, program, and project, and test your knowledge with the 15-question chapter quiz before chapter three.

Align programs with organizational strategy by developing a program business case, charter, and roadmap, guided by environmental assessments and formal selection boards.

Explore how the program business case assesses investment against benefits, ensuring alignment with the organization's strategic plan, while weighing cost, risk, and the program's success criteria to charter programs.

The program charter, derived from the business case and approved by governance, authorizes the program manager, defines scope and objectives, and ties program activities to strategic benefits and metrics.

Develop a program roadmap that visually maps the program's direction over time and documents success criteria, milestones, and the relationships between activities and expected benefits.

Identify internal and external environmental influences to align stakeholders with organizational goals through program environmental assessment, using SWOT, feasibility, comparative advantage, assumption, and historical analysis.

Define and monitor a program risk management strategy to keep the program aligned. Establish initial risk assessment and risk thresholds tied to the business case, charter, and roadmap.

Explore the program strategy alignment performance domain through the program business case, charter, and roadmap, with inputs from environmental assessment and risk management strategy. Take the 15-question quiz.

Align programs with organizational strategy by understanding document relationships, then master program benefits management—identify, plan, manage, and transition benefits—as you approach chapter four.

Explore the program benefits management domain by identifying, analyzing, planning, delivering, transitioning, and sustaining benefits, and test your understanding with a chapter quiz.

define and deliver program benefits by identifying value, assessing impact, and aligning benefits with organizational goals, while monitoring interdependencies across projects to sustain realized benefits beyond the program completion.

Identify and quantify program benefits through benefits identification, metrics, and key performance indicators, aligning them with the program life cycle and the benefits register for tracking and realization.

Establish the benefits management plan and realization metrics, define KPIs, align program components with the roadmap, and govern and report benefits to stakeholders.

Coordinate benefits delivery by monitoring the organizational environment, aligning program components with the benefits realization plan, and reporting KPIs to the program management office and stakeholders.

transition program benefits to operational areas, verify integration and closure against realization criteria, and develop a transition plan to sustain the product, service, or capability.

Learn how to plan and execute benefit sustainment to ensure continued value after program completion by transitioning activities to operations, monitoring KPIs, and adapting to changes.

Chapter four covers the benefits management performance domain, including benefits identification, registering, analysis and planning, creating a benefits management plan, delivery, transition, and sustainment, plus a 15-question quiz.

Chapter four is complete; prepare to dive into stakeholder engagement in chapter five, focusing on stakeholder identification, analysis, and engagement as essential program management life cycle concepts for the exam.

Advance your PgMP exam prep by exploring the program stakeholder engagement performance domain, including program stakeholder identification, program stakeholder analysis, stakeholder engagement planning, stakeholder engagement, and program stakeholder communication.

Define the program stakeholder engagement domain, identify and analyze stakeholder needs, and manage expectation and communication to foster support and benefits realization.

Identify program stakeholders early and compile a comprehensive stakeholder register through brainstorming, leveraging expert judgment to outline roles, needs, influence, and access controls for reporting and communications.

Analyze stakeholders after identification to categorize needs, expectations, and influence from the stakeholder register, producing a prioritized list of key stakeholders. Use stakeholder maps and power–interest grids to guide engagement.

Analyze organizational culture and acceptance of change, attitudes toward the program and sponsor, engagement phases, benefit expectations, level of support or opposition, and ability to influence program outcomes.

Learn how to continuously engage stakeholders throughout the program, update the stakeholder register and engagement plan, and track issues to align benefits with strategic objectives.

Learn to actively engage program stakeholders through the life cycle, focusing on high power and influence, and craft per-stakeholder communication strategies from the stakeholder register, detailing language, format, and content.

Identify key program stakeholders, analyze their interests, plan and execute engagement, and communicate to advance the program stakeholder engagement performance domain.

Master program benefits management through identification, planning, monitoring, and sustainment, then dive into the expansive program governance domain with essential definitions.

Explore chapter six, the fourth performance domain, program governance, in this PgMP exam prep course, covering governance practices, roles, design and implementation, and finishing with a 15-question quiz.

Learn how program governance ensures strategic alignment, oversees budgets, risks, and changes through a program steering committee, governance plan, and phase gates.

Explore the program governance roles—sponsor, steering committee, PMO, program manager, and project manager—and how they collaborate to authorize charter, fund initiatives, and drive program delivery.

Aligns program governance design and implementation with strategy alignment, benefit management, and stakeholder engagement, using policies, compliance, and decision-making hierarchy to optimize delivery within host and partner organizations.

Explore the program lifecycle performance domain, focusing on the definition, delivery, transition, and sustainment stages within program governance.

Explore chapter 7 of the PgMP exam prep course as it introduces program life cycle management, the performance domain, and program activities with integration management, ending in a 15-question quiz.

Align strategic goals with program components to realize benefits and delivered value across the program life cycle's definition, delivery, and closure phases.

Explore the program definition phase, including program formulation and planning, where the business case, charter, roadmap, and management plan are developed and approved by the sponsor and steering committee.

Coordinate program delivery across component authorization, oversight, and transition to deliver benefits. Learn how component plans and program management plans integrate to align work, manage risk, and guide closure.

The program closure phase transitions benefits to the sustaining organization and formally closes the program after steering committee approval, ensuring review of benefits, knowledge transfer, and lessons learned.

Coordinate program activities and integration management across definition, delivery, and closure. Align components to program goals, optimize resources, and monitor performance.

Explore chapter 7’s program life cycle performance domain and the program activities and integration management needed for a successful program, with a 15-question quiz and chapter 8 on program-supporting activities.

Chapter 7 completes by detailing program management activities across definition, delivery, transition, and sustainment to finalize a program, with inputs and outputs for each activity, crucial for PgMP exam.