PgMP Study Notes

1. The standard for program management 3rd edition (SPMv3) defines a program as A group of related projects,
subprograms, and program activities, managed in a coordinated way to obtain benefits not available from
managing them individually.
2. Organizational strategy establishes the foundation for program and portfolio management.
3. The role of the executive sponsor, as part of the governance board/ steering committee, is to document the
intended benefits to be delivered and to develop meaningful measures and metrics that will be used to evaluate
the progress against the program intended objectives and benefits.
4. The primary context for program management within an organization is the planning and performance against
organizational strategy.
5. Once program goals and benefits have been defined, structured plans are developed to execute individual plan.
6. The primary purpose of the program definition phase is to progressively elaborate the strategic objectives to be
addressed by the program, define the expected outcomes, and seek program approval.
7. Program activities seldom directly support individual program components as the components implement and
support their own activities.
8. While risk control is performed at the component level, the program monitors the result and ensures overall risk
management and control.
9. During organization's portfolio review process, programs are reviewed to ensure the program's business case,
charter, and the Benefit Realization Plan (BRP) reflects the current and most recent profiles of the intended
outcomes.
10. A key difference between program and project management is the strategic focus of programs.
11. The more mature an organization is in terms of program management, the more likely it is to have a formalized
selection process.
12. Program mandate: A document defining the strategic objective and benefits the program is expected to deliver
to confirm commitment of resources to the program and triggers the Initiation Phase.
13. The program is defined in terms of the expected outcomes, resources needed, and the complexity for delivering
the changes needed to implement new capabilities across the organization.
14. Environmental assessments are conducted to provide inputs that ensure the business case, program plan, and
roadmap. It also provides the right value based on the environment in which the program will be operated to
deliver the expected benefits.
15. The program management plan establishes the outline used to achieve organizational strategy and objectives
through program implementation.
16. The Vision, Mission, and Goals and Objectives are part of the Program Plan as part of Strategy Alignment.
17. The program plan, prepared in the program preparation sub-phase, is the overall documented reference by
which programs will measure its success.
18. The program plan provides authority for constituent subprograms, projects to be initiated as well as the
framework by which these program components will be managed and monitored.
19. Feasibility study is meant to clarify and define program objectives, requirements and risks.
20. Studies can support the business case by providing information such as scope, cost, environmental factors,
feasibility, political climate that may impact the program.
21. Program vision acts as a constant reminder of the objectives and intended benefits of the program.
22. Roadmap is used for effective governance by showing how components are organized within major stages or
blocks.
23. Environmental Assessment include : 1) Enterprise Environmental Factors( business environment, market,
funding, resource, industry, cultural diversity, geographic diversity, regulatory, legislative, growth, supply base,
technology, and risk) 2)Environmental Analysis( comparative advantage analysis, SWOT, Assumptions,
Feasibility Study, Historical information).
24. The ongoing management of programs includes active and continual monitoring of the business environment,
program functional requirements, and BRP to ensure strategic objectives.
25. The program plan (business case, vision, mission, goals and objectives) is an input to the definition phase. The
output is the roadmap, charter, and program management plan.
26. The program mission statement describes the purpose of the program, the philosophy and values to use during
the program, and the environments in which the program operates.
27. Before presenting opportunities to steering committee, consult with your sponsor as he will be able to tell you
what to do next.
28. The portfolio manager makes sure that projects and programs directly support business objectives.
29. Program success depends on funding and available resources.
30. The purpose of program benefit management is to focus Stakeholders (SHs) on the outcomes and benefits to be
provided by the program.
31. Benefits realized by the organization performing the program are: expanded market presence, improved
financial performance, operational efficiencies, and consistently deliver and sustain the resulting products,
services or capabilities produced.
32. The roadmap may be defined to produce incremental benefits and begin to realize ROI that may help fund the
future program benefits and outcome.
33. As incremental benefits are produced, the intended recipients should be prepared for the resulting change and
are able to sustain the incremental benefits.
34. Benefit identification: identify and qualify benefits.(check identify and quantify benefits)
35. Benefit analysis and planning: Derive & prioritize components, Derive benefits metrics, Establish benefit
realization & monitoring, Map benefits into program plan (DDEM).
36. Benefit Delivery: Monitor components, Maintain benefit register, Report benefits (MMR).
37. Benefit transition: Consolidate coordinated benefits, Transfer the ongoing responsibility (CT).
38. Benefits sustainment: Monitor performance of benefits, Ensure continued realization of benefits (ME).
39. The Benefit Realization Plan (BRP) is also used during program delivery phase to verify that benefits are being
realized as planned.

40. The BRP define each benefit and associated assumptions, and determine how each benefit will be achieved.

41. BRP defines how and when benefits will be delivered. Serves as baseline with the existing metrics and roles and
responsibilities. It is communicated to stakeholders (SHs) for metrics approval.
42. The BRP defines how the resulting benefits and capabilities will be transitioned into an operational state to
achieve benefits.
43. The program architecture defines the structure of the program components.
44. The benefit register is updated during benefit analysis and planning by mapping benefits to the program
components based on the program roadmap.
45. Tools to monitor benefits are: variance analysis, what if scenarios, simulations, and causal analysis.
46. Program progress is recorded in the benefit register in the benefit delivery phase.
47. The benefit delivery phase ensures that there is a defined set of reports or metrics reported to the PMO, program
governance board, program sponsors, and other program SHs.
48. Benefit transition may be performed following the close of an individual program component.
49. Transition may be formal activity between functions within one organization or contract-based with an entity
outside the organization.
50. In benefit sustainment, you may need to develop business case to provide additional functionality to meet
evolving requirements.
51. The primary objective of Stakeholders (SHs) engagement is to gain and maintain buy-in for the program
objectives, benefits and outcome.
52. Stakeholders (SHs) engagement concerns negotiation of objectives, agreement of sought benefits, commitment
to resources, and ongoing support throughout the program.
53. CRM is useful when identifying SHs and mapping their relationship to the program.
54. The program manager engages SHs by assessing their attitudes towards the program and change readiness.
55. Leadership skills is required to set clear SHs engagement goals for the program team to address the change the
program will bring.
56. The Stakeholders (SH) register, created through detailed SHs analysis, lists the SHs and categorize their
relationship to the program, their ability to influence the program outcome, their degree of support for the
program, and other attributes as decided by the program manager.
57. Stakeholder register is an output of both Communication Planning (to document information requirements)
and S.H identifications.
58. SHs Map visually represents the interaction of all SHs current and desired support and influence; high power
and high interest manage closely, high power and low interest keep satisfied, low power and high interest keep
informed, low power and low interest manage with minimum effort. For the SHs Map please refer to P47-
SPMv3.
59. SHs register should not be accessible to all as it may contain politically or legally sensitive information.
60. Program Sponsor is ultimately responsible for delivering program benefits.
61. Program Governance board is responsible to achieve program goals.
62. The customer can judge whether the program is successful or not.
63. Impacted competitors may be managed as SHs.
64. Brainstorming sessions among the initial program team are useful in SHs identification.
65. In SHs engagement planning, the SHs register is analyzed with consideration of the organization strategic plan,
program charter, and program business case to understand the environment in which the program will operate.
66. The SHs engagement plan provides critical information to develop the communication management plan.
67. Questions raised by SHs should be captured and published in a way that will allow multiple SHs to benefit from
the exchange.

68. To help defuse SH opposition to the program, program manager needs to utilize strong communication,
negotiation, and conflict resolution skills. For large programs with diverse SH groups, facilitated negotiation
sessions may be required.
69. The program manager must define how conflicts will be managed among SHs and should include escalation
path to ensure that stalemates do not occur.
70. Negotiation and influence skills are required in stakeholder engagement.
71. Program charter and business case (which contain risks, dependencies and benefits) will help set SHs
expectations.
72. Decision making SHs should be provided with adequate information to make the right decision at the right
time necessary to move the program forward (e.g. Dashboard, EAC, and VAC).
73. The primary metrics for SH engagement are positive contribution to the realization of program's objectives and
benefits, SH participation, and frequency and rate of communication with the program team.
74. Use an issues log to document and track SHs feedback. Impact analysis techniques should be used to
understand the urgency and probability of SHs issues and determine which issues may turn into program risks.
75. Program managers review SHs metrics regularly to identify potential risks caused by lack of participation from
SHs. Root-cause analysis is used to identify and address causes of non-participation.
76. Program Performance reporting provide SHs with information about how resources are being used to deliver
program benefits.
77. An important input to create SH engagement plan is to review formal agreements (RFI, RFP, and Contract).
78. Communication requirements facilitate the transfer of information
79. Through information distribution activity, SHs will get timely and accurate information in a useful format about
the program status. Program team will also get information about the performance of the program.
80. Effective program governance support the success of programs by: ensuring that the goals of the program
remain aligned with the strategic vision, operational capabilities, and resource commitments of the sponsoring
organization.
81. The governance model should be designed with a strong understanding of the organizational culture, hierarchy,
politics, relationships, vendors, and partners, along with internal and external alliances. Pratt_2011.
82. Component governance is achieved through the actions of program manager and team.
83. Recommended governance structure is stated in the program charter.
84. Governance decision forums focus on facilitating the adaptive realignment of program approach to enable the
delivery of intended program benefits.
85. Governance Board is composed of executive SHs who have been selected for their strategic insights, technical
knowledge, functional responsibilities, operational accountabilities, and so on.
86. In circumstances where there are more than one single program governance board (GB), systems and methods
for program governance and authority for decision making should be clearly established.
87. Governance approves the framework by which components will be measured.
88. Governance board (GB) responsibilities: 1) Vision and goal of the organization. 2) Program approval,
endorsement, and initiation (charter approval & business case approval). 3) Program funding (funding may have
limitations due to law, regulations and other limitations). 4) Establishing a program governance plan. 5)
Program success criteria, communication, and endorsement. 6) Approving program approach and plans. 7)
Program performance support (through allocation of organization resources). 8) Program reporting and control
processes. 9) Program quality standards and planning (quality is often planned at the component level, but
sometimes need to be planned at program level). 10) Monitoring program progress and need for change. 11)
Phase gate and other decision point reviews. 12) Approving component initiation or transition. 13) Program
Closure.
89. Phase-gate review assesses programs in accordance with Benefits Management Plan.
90. Vision and goals of the program is the responsibility of the program GB, alignment of the program goal with the
organization goals is the responsibility of the program manager.
91. Vision and goals provide the basis for strategic mandates that drive initiation of most programs.
92. Phase gate reviews provide an opportunity to assess whether a program is delivering benefits in accordance
with the program benefit management plan.
93. Program reviews are held in support of portfolio management or budgeting processes for the continuation of
programs as defined. Alternatively, adaptive changes to strategy to improve ability to deliver intended benefits.
94. Initiation of components is based on the business case.
95. Programs provide business value to the sponsoring organization.
96. The initiation of a program component may require additional governance structure for monitoring and
managing the component, and commitment of organizational resources for its completion.
97. Recommendation for program closure must be consistent with the organization vision and strategy.
98. PMIS enable collection, access, reporting, and analysis of information relevant to the management of programs
and projects within the portfolio.
99. Escalation approach can be part of the risk management plan.
100. Knowledge management (KM) involves knowledge collected and shared across the program, individuals and
SMEs who possess specific elements of program knowledge, and PMIS where KM and program artifacts are
stored.
101. Knowledge management (KM) includes the activities associated with timely identification, storage and delivery
of key knowledge to SHs to support decision making.
102. The governance function ensures programs are prepared for audits that are required or desired.
103. Program audits focus on program finances, management processes and practices, program quality, and program
documentation.
104. Information repository is created by the program governance function as an infrastructure to support the
organization preparedness for audit.
105. Initiation Tasks (ECO 2011) 1. Develop charter 2. Create scope description 3. Develop high-level milestone plan
4. Develop accountability matrix 5. Define standard measurement criteria 6. Conduct kick-off meeting.
106. The program typically begins when funding is approved or when program manager is assigned.
107. When the program is not authorized the decision should be recorded in the charter & stored in the lessons
learned (LL).
108. The portfolio management activity develops concept, scope framework, initial requirements, timelines,
deliverables, and acceptable cost guidelines.
109. The primary purpose of the definition phase is to elaborate the business case or strategic plan objectives and
expected program outcomes. The output is approval of program management plan.
110. Component planning and authorization involves formalizing the scope of the work to be accomplished and
identifying the deliverables that will satisfy the program goals and benefits.
111. The output of Comm. Planning is the Comm. Plan, Stakeholders Register and Comm. Requirements.
112. The program manager should translate program strategic goals into day-to-day tactical and operational
activities by creating a detailed program management plan. Communication Skill.
113. Use communication Strategy as a quick reference to ensure that appropriate message is delivered to the correct
audience and to communicate to a wide range of stakeholders.
114. The communication strategy should be updated regularly as audiences and messages change.
115. KPI is an output of program performance reporting.
116. An initial cost estimate is prepared in the program definition phase to determine the feasibility of the
organization's ability to perform the program.
117. Calculating full lifecycle cost and including sustainment cost result in total cost of ownership (TCO). TCO is a
technique to derive program cost estimates and used as a program selection criterion.
118. The type of program and the funding structure dictate the financial environment for the duration of the
program.
119. Timing and source of funding have direct impact on the program to perform.
120. Program Financial Framework coordinates funding, determines constraints, and determines how the money is
paid out.
121. If changes are identified as financial framework is prepared, the program manager should revise the business
case and involve the decision makers in its revision, revise Comm. & SHs Engagement plans.
122. The financial management plan describes the management of items such as risk reserves, cash flow problems,
inflations, currency devaluation, contract incentive and penalty clauses, etc.
123. The business case is updated when the charter is either approved or rejected.
124. In component cost estimating, it is a generally accepted practice to calculate an estimate as close to the
beginning of the work effort as possible.
125. Financial tracking and monitoring is the responsibility of the program manager with oversight by the
governance board.
126. The purpose of program initiation is to define the program, secure financing, and demonstrate how the program
will deliver the desired organizational benefits.
127. Program management plan development is an iterative activity as competing priorities, assumptions, and
constraints are resolved to address business goals, deliverables, benefits, time, and cost.
128. After business case is prepared, a high level requirement is determined.
129. As part of the program charter SHs consideration should be complemented with a draft of the program
communication management plan.
130. The program infrastructure development includes program organization and core team assignments, resource
plan development, activity definition, PMO, and PMIS.
131. A component initiation request is presented by the component manager or sponsor. Component initiation
maybe delayed or accelerated as defined by program team and its needs.
132. Performance reports contain what work has been accomplished, earned value status, remaining work, risks,
issues, and change under consideration.
133. Resource availability is a key factor to determine whether or not to conduct procurement.
134. (RFI), feasibility study, trade study and market analysis are analysis of alternatives to formulate requirements
and identify qualified sellers to support procurement.
135. Qualified seller list facilitates procurement process, it is used to issue RFP
136. Make or buy and PWBS chart aid in the program procurement management plan.
137. Address commonalities among components to best determine procurement approaches.
138. Key aspect of conducting program procurement is to set standard for components such as blanket purchase
agreement, qualified seller list, pre-negotiated contracts and formalized proposal agreement.
139. A best practice is to centralize procurement to be conducted by program team rather than to assign that
responsibility to be handled by individual components.
140. Administration and closeout of contracts is the responsibility of individual components.
141. Before closing procurement contracts, ensure that all deliverables have been satisfactorily completed, all
payments have been made, and that there are no outstanding contractual issues.
142. One way to improve quality is to set standards that are relevant to the entire program.
143. The quality management plan provides the quality assurance control that will be placed on the program and the
methods of inspection based on the program scope.
144. Within a program there are many differing quality assurance requirements.
145. If new laws and specifications are introduced, new quality control tools and techniques must be introduced.
Quality assurance audits will ensure proper updates are being performed.
146. Once the initial quality assurance specifications are determined, Quality should be continuously monitored and
analyzed.
147. Through program quality control activity, the program manager can know whether quality plans are
implemented by all projects in the program.
148. In resource planning, historical information is useful to determine the type of resources required for similar
projects and programs.
149. SOW can be used to contract necessary resources.
150. In resource prioritization and optimization, the program manager identify, document, and assign roles and
responsibilities. The output is the resource plan and resource priorities.
151. Program resource requirements identify resources required by the program. This includes roles and necessary
competencies, experience and capabilities.
152. Resource Interdependency is achieved by controlling schedule for scarce resources. Resources are released for
other programs when they are no longer necessary for the current program.
153. The program manager should ensure the PWBS accounts for timed use of scarce resource when developing
schedule.
154. Assumption analysis is a tool to identify risk.
155. Resources of risks are program components and their interactions with each other, technical complexities,
schedule and/or cost constraint, and the broader environment of the program.
156. Program risk situations, risk plans, and effectiveness of ongoing or completed risk responses should be part of
program reviews.
157. All modifications resulting from program reviews and other changes in risks should be entered in the risk
response plan.
158. Risk control involves implementing the actions and contingency plans contained in the risk response plan.
159. Organizations may have predefined approaches to risk management such as risk categories, common definition
of concepts and terms, risk statement formats, roles and responsibilities, standard templates, and authority
levels for decision making.
160. The format of the risk statement should be consistent. This allows for the comparison of risk events in the
program.
161. Initial risk assessment is an activity conducted to determine the probability of benefit delivery.
162. Risks profiles may be expressed in policy statements or revealed in actions.
163. Risk targets and risk thresholds can influence the program management plan.
164. Contingency plan is for known-unknown, management reserve is for unknown-unknown. Mitigation,
avoidance and acceptance are for Known-Known risks.
165. Five factors to consider by program team in program risk analysis are: 1) availability of information, 2)
availability of resources, 3) time and cost, 4) quality of information, and 5) control.
166. Risk monitoring is conducted to determine if program assumptions are still valid, proper risk management
procedures and policies are followed, assessed risks has changed from its prior state , and cost or schedule
contingency reserves are modified in line with the risks of the program.
167. Program Innovative Strategy is meant to reserve a budget for opportunity development and engagement of
project team and stakeholders to compensate for threats and efficiency losses.
168. Program schedule planning begins with the scope management plan and PWBS.
169. The program's delivery date and the major milestones are determined using the program roadmap and program
charter.
170. Program master schedule should include component milestones that represent an output to the program or
that share interdependency with other components.
171. The program master schedule determines the timing of individual components. Benefits should be on the
critical path.
172. The program schedule management plan identifies the agreed- upon sequence of component deliverables to
facilitate effective planning of the individual components deliverables.
173. Schedule standards for components are included in the program schedule management plan.
174. Changes in the program master schedule MIGHT require changes in the program roadmap, and changes in the
program roadmap SHOULD be reflected in the program master schedule.
175. Approval of deviations to component schedules may be necessary to realize program benefits as a result of
component performance deviation.
176. Program scope definition activity starts with the program charter, program scope statement, and the benefit
realization plan.
177. The PWBS provides an overview of the program and shows how each component contributes to the objectives
of the program.
178. When the PWBS is developed, decomposing stops at a level of control desired by the program manager,
typically the first one or two levels of the components.
179. The purpose of program scope statement is to establish the program direction and its proposed
accomplishments. It is the basis for future program decisions and articulates scope of the program.
180. PWBS formalizes scope and used to build realistic schedule and develop cost estimates. It provides the
framework for reporting tracking and controlling.
181. In scope control, when changes are accepted and approved, the program management plan and scope
statement are updated. The program manager should determine which components are affected and update the
PWBS accordingly.
182. As Benefit Realization Plan (BRP) is updated, also the roadmap should be updated.
183. Component Governance focus on control while Program Governance focus on changing strategies.
184. After Skill set inventory (what skills set each team member has) is completed, team assignments can be made.
185. Improve team motivation by developing compensation, incentive, and career alignment plans.
186. Roadmap indicates the timing of the components to be initiated.
187. The most significant change requests are those affect resource use, strategy, or plans.
188. Residual activities may be required to oversee the ongoing benefits.
189. There are three types of programs; Strategic, Compliance and Emergent program. After an emergent program is
recognized, initiating activities must be done to clarify program objectives and align the program with the
organization's strategic objectives.
190. Regardless of how the program was initiated (Strategic, Emergent, or Compliance) it is important to develop the
program definition and initiative activities, including the business case and benefit realization plan.
191. PWBS encompasses all benefits to be delivered.
192. Phase gate reviews are defined in the roadmap and their requirements are developed in the governance plan.
193. After approving the Program Management Plan, components must be authorized by the governance function.
194. Benefit register is used to measure and communicate the delivery of benefits during the program. KPIs and
thresholds are included to evaluate benefit achievement. Also, target dates, milestones are included for benefits
achievement.
195. PMO defines quality standards for the program and components.
196. Allocating resources is carried by Governance through performance support to optimize programs.
197. Program scope statement: a common understanding of the program scope.
198. Payback period is calculated as initial investment divided by annual net cash inflows.
199. Factors for the program manger to assume component governance are: the experience of the program manager,
the complexity of the program, and extend of the coordination efforts required to manage the program in the
organization.
200. Knowledge is used for decision making and as a reference.
201. The content of the Program Charter: justification, vision, strategic fit, outcomes, scope, benefit strategy,
assumptions and constraints, components, risks and issues, time scale, resources needed, and SHs
consideration.
202. The charter links the program to the business case and organizational strategic priorities, objectives and
ongoing work.
203. Contract close out report is an output of contract closure.
204. Contract payment is made in accordance with the contracts, financial infrastructure, and contract deliverables.
205. During benefit review, you can identify further benefits to the program.
206. Mission statement describes why the program is important and why it exists. It is prepared by evaluating
Stakeholders (SHs) concerns and expectations.
207. Strategic Visioning and Planning are required to align program goals with organization long term goals.
208. The business case and current goals of the organization are used to judge successful completion of the program.
209. During the program closing phase, a key activity is to review the status of the benefits with the Governance
Board.
210. Periodic health checks focus on ongoing performance and progress (against the BRP).
211. The roadmap provides a snap shot of supporting infrastructure and component plans.
212. Once the high level master schedule is determined, the dates for each component are identified. These dates are
constraints for each project team.
213. Program schedule risks should be tracked as part of risk management activity. After schedule risks are
identified, the next step is to incorporate them in the risk register.
214. During benefit delivery phase: Value Delivery and Strategy Alignment should be analyzed and assessed.
215. The program manager maintains visibility in program procurements to ensure program budget is being spent
properly. An output is performance/earned value reports.
216. Standard measurement criteria are done by analysis of SHs expectations and requirements.
217. Gate reviews assess the benefit realization plan.
218. Components are defined and configured during initiation phase.
219. Benefit register is developed based on the business case, strategic plan and other relevant program objectives.
220. Forecasts and performance reports are outputs of Program Performance Monitoring and Control.
221. SWOT is used to develop the charter and program plan.
222. Compliance programs are initiated due to legislation, regulation or contractual obligation.
223. Constraints affect schedule, cost, resource or deliverables.
224. Once the funding model is determined, then the high level financial benefits of the program can be determined.
225. Business value measurement is especially useful in measuring intangible benefits.
226. Benefit register is used to report the benefits to SHs via communication plan.
227. Analyze and update the BRP to determine if corrective actions are required.
228. The program manager needs skills in business strategy to align the program with the organization plan,
objectives, priorities, vision, and mission statement.
229. Sustainment Plan ensures the continued realization of intended benefits.
230. SH engagement can generate visibility of the program.
231. To proceed to the next phase of the program, present program status to the governance board.
232. Assumptions are key sources of risk.
233. If changes are accepted and approved, the next step is to update the scope statement and the program
management plan.
234. Analyze environmental and legislative changes during program financial monitoring & control. These changes
could create changes to the budget baseline.
235. The purpose of program performance reporting is to consolidate data on performance as to how resources are
being used to deliver benefits.
236. Status reviews is part of program performance reporting to ensure compliance with contract, cost, and schedule
baselines.
237. Program performance reports are helpful to determine if program benefits will be met.
238. EAC is a useful measure to present it at governance meeting.
239. Program Mandate and Business Case are used by organization leadership to charter and authorize programs.
240. Roadmap links between business strategy and planned work.
241. Analysis to assess the validity of the Business Case is: Comparative analysis (Sensitivity), feasibility study, SOWT
analysis, Assumption analysis, Historical information.
242. Business Case serves as the formal declaration of program value and key resources it needs.
243. Roadmap establishes the relationship between the program activities and expected benefit.
244. In Benefit management the Program Manager needs strategic visioning.
245. Analyze the potential impact on any planned changes on expected benefit.
246. KPIs are identified during benefit identification phase.
247. Five items to include in benefit sustainment plan are: risks, processes, measures, metrics, and tools.
248. Once benefit register has been prepared, next step is to review it with key SHs to develop performance
measures for each benefit.
249. Benefit register, created in benefits identification, is updated during benefit analysis & planning.
250. To have a common understanding of the program benefits, stakeholders should have the charter and the
business case.
251. To communicate the overall program direction, stakeholders should have charter and roadmap.
252. Program financial framework is a high-level plan to coordinate available funds for the program, determine
constraints, and describe how funds are to be allocated.
253. Communication Strategy should be updated whenever stakeholders and messages change during the program.
254. Program manager can best prioritize resources by managing resources at the program level and working with
project managers to balance the needs of the program.
255. If change is approved eight items need to updated; record of the rational for the change, a record of the decision
in a decision register, communication of the change to SHs, the program management plan and governance
plan, budget and funding, program structure and roles and responsibilities.
256. During program transition you need to make sure estimates of the cost to sustain the benefits are finalized prior
to transition, the GB should be consulted and lessons learned are archived.
257. Charter and roadmap are developed in the program formulation (part of the definition phase).
258. In program preparation; program management plan, initial program organization, and a governance structure
are prepared.
259. Component Planning and Authorizing formalizes the scope of the work to be accomplished by the components
and identifies the deliverables to satisfy the program goals and benefits.
260. Information is distributed to the receiving parties including the clients, sponsors, component managers.
 261. The program manager, in collaboration with the customer/sponsor, agrees and secures resources to undertake
the component transition activities. Roadmap is updated to reflect go/no- go decision.
262. Benefit Sustainment may be achieved through operations, maintenance, new projects, or other efforts.
263. The program may be cancelled due to poor performance or by changes in the business case that make the
program unnecessary.
264. Program payment schedule identifies schedule and milestone points where funding is RECEIVED by the funding
organization.
265. Program scope is typically described as expected benefits but may also be described as user stories and
experiences depending on the type of the program.
266. PWBS serves as the framework for developing the program schedule and defines the program manager's
management control points.
267. Scope changes may originate from SHs, components within the program, unidentified requirements or
architecture issues, and/or external sources.
268. Order of scope change management activities: capture requested changes, evaluate each requested change,
determine the disposition of each requested change, communicate the decision to impacted SHs, document the
change request and supporting details, authorize funding and work.
269. Lessons learned database should be updated at the completion of components and at the end of the program.
270. Assumptions analysis is part of the progressive elaboration.
271. Ownership of the program is the responsibility of the program director.
272. Rules and procedures are enterprise environmental factors.
273. The program communication management plan should address SH needs and expectations, and provide key
message in a timely fashion and in a format designed specifically for the interested party.
274. Read Code of Ethics Thoroughly. It specifies obligations of responsibility, respect, fairness, and honesty and
carries with it the obligation to comply with laws, regulations, and organizational and professional policies.

Please give especial attention to the following:

1. To obtain approval and initial validation from executive sponsor (ECO Strategic task 2) roadmap
2. The program plan provides authority for constituent subprograms, projects to be initiated as well as the
framework by which these program components will be managed and monitored.
3. What document that link program activities & benefits? Roadmap.
4. By how organizational leadership approve to initiate program (ECO Strategy task 9) Charter
5. Feasibility is used to approve or deny program proposal. The result of the feasibility study is the creation of /or
update to business case(SPMv3)
6. What document to guarantee sustainment Benefit Transition Plan
7. What will you get from benefit analysis and planning (BRP)
8. What document covers new initiative needed after closing(business case)
9. stakeholder identification techniques ?Historical information, focus groups, individual interviews or
questionnaires and surveys
10. Stakeholder gave negative comment, what should to review( Issues should be documented in the issue log,
check the SH engagement plan)
11. about ethic, program manager B has cousin and ask program manager A to publish open position, what's best to
handle( conflict of interest should be reported, tell the program manger it is unethical to post the position)
12. Referring to what, for status of high risk and budget variance??? Program Management Plan!!
13. at project level, who approve change( program manager or governance board it depends on the autonomy given
to program team)
14. at project level, who govern program governance board
15. question about strategy to motivate, is it through training, team building, ask a project manager to report to
program stakeholder( Incentive plans , ECO)
16. what document covers component on the beginning Charter
17. There is great program but experienced success and failure, what to consider in the beginning, is it about
identify funding source to reduce risk, establish financial framework with sponsoring organization as it includes
funding source. In addition to funding sources, the timing of funding has a direct impact on the program
ability to perform. SPMv3
18. project manager B not able to develop communication plan, then what to do, develop communication plan to all
projects
19. What tool for project quality, is it project audit, Pareto, fishbone audits is a tool for quality assurance, Pareto
and fishbone are for quality planning, inspection and statistical sampling for quality control plus the
seven quality tool including Pareto and fishbone
20. Program scope statement: a common understanding of the program scope.
21. During benefit delivery phase: Value Delivery and Strategy Alignment should be analyzed and assessed.
22. The program architecture is the set of components that define the program and contribute to the planned
benefits. During these tasks, rules for including or excluding the program components are defined and
interrelationship between components should be identified.
23. The best reason to change program architecture is the addition of program component.
24. Questions related to team aspirations before hiring (check HR section on PMBOK5th edition)
25. The Vision, Mission, and Goals and Objectives are part of the Program Plan as part of Strategy Alignment.
26. Feasibility study is meant to clarify and define program objectives, requirements and risks.
27. The roadmap may be defined to produce incremental benefits and begin to realize ROI that may help fund the
future program benefits and outcome.
28. As incremental benefits are produced, the intended recipients should be prepared for the resulting change and
are able to sustain the incremental benefits.
29. Benefit identification: identify and qualify benefits. (Check identify and quantify benefits CORRECT!)
30. Benefit analysis and planning: Derive & prioritize components, Derive benefits metrics, Establish benefit
realization & monitoring, Map benefits into program plan (DDEM).
31. Benefit Delivery: Monitor components, Maintain benefit register, Report benefits (MMR).
32. Benefit transition: Consolidate coordinated benefits, Transfer the ongoing responsibility (CT).
33. Benefits sustainment: Monitor performance of benefits, Ensure continued realization of benefits (ME).
34. The BRP defines how the resulting benefits and capabilities will be transitioned into an operational state to
achieve benefits.
35. Monitor the metrics by forecasting, analyzing variances, developing what- if scenarios and simulations, and
causal analysis to take corrective actions.
36. Metrics must be monitored to make sure the benefits are realized as stated in the plan and communicated to SH
in terms of BR Report.
37. Transition Plan describes how benefits will be transitioned and sustained.
38. The Stakeholders (SHs) register, created through detailed SHs analysis, lists the SHs and categorize their
relationship to the program, their ability to influence the program outcome, their degree of support for the
program, and other attributes as decided by the program manager.
39. Brainstorming sessions among the initial program team are useful in SHs identification.
40. The SHs engagement plan provides critical information to develop the communication management plan.
41. Negotiation and influence skills are required in stakeholder engagement.
42. Decision making SHs should be provided with adequate information to make the right decision at the right
time necessary to move the program forward (e.g. Dashboard, EAC, and VAC).
43. Use an issue log to document and track SHs feedback. Impact analysis techniques should be used to understand
the urgency and probability of SHs issues and determine which issues may turn into program risks.
44. Effective program governance support the success of programs by: ensuring that the goals of the program
remain aligned with the strategic vision, operational capabilities, and resource commitments of the sponsoring
organization.
45. Governance board (GB) responsibilities: 1) Vision and goal of the organization. 2) Program approval,
endorsement, and initiation (charter approval & business case approval). 3) Program funding (funding may have
limitations due to law, regulations and other limitations). 4) Establishing a program governance plan. 5)
Program success criteria, communication, and endorsement. 6) Approving program approach and plans. 7)
Program performance support (through allocation of organization resources). 8) Program reporting and control
processes. 9) Program quality standards and planning (quality is often planned at the component level, but
sometimes need to be planned at program level). 10) Monitoring program progress and need for change. 11)
Phase gate and other decision point reviews. 12) Approving component initiation or transition. 13) Program
Closure.
46. PMIS enable collection, access, reporting, and analysis of information relevant to the management of programs
and projects within the portfolio.
47. The portfolio management activity develops concept, scope framework, initial requirements, timelines,
deliverables, and acceptable cost guidelines.
48. Translate strategic objectives into high-level program scope statement by negotiating with SH to create scope
description.
49. Develop a high-level milestone plan using the goals and objective of the program, historical information, PWBS,
scope statement, BRP to align program to SH expectations.
50. Develop responsibility matrix by assigning roles and responsibilities to build the core team.
51. Define standard measurement criteria for components to monitor and control the program.
52. Conduct kick-off meeting with key SHs to familiarize the organization with the program and obtain SH buy-in.
53. Develop a detailed scope statement by incorporating program vision, internal and external objectives, goals,
influences, and variables to facilitate overall planning.
54. Develop PWBS to assign tasks and deliverables.
55. Program management plan is used to forecast, monitor and identify variances during program execution.
56. Lead human resources functions by training, coaching, mentoring and recognizing in order to improve team
engagement and achieve team commitment to the program goals.
57. Use the tools identified in the planning phase and auditing results. (Please check).
58. Approve closure of constituent projects upon completion of defined deliverables.
59. Closing the program: 1. complete program performance analysis 2. Obtain SH approval for closure 3. Execute
transition and/ or closure for all constituent plans 4. Conduct post-review meeting presenting performance
report to obtain feedback and LL 5. Report LL to support future programs and org. improvement.
60. Program Financial Framework coordinates funding, determines constraints, and determines how the money is
paid out.
61. The program infrastructure development includes program organization and core team assignments, resource
plan development, activity definition, PMO, and PMIS.
62. Performance reports contain what work has been accomplished, earned value status, remaining work, risks,
issues, and change under consideration.
63. Qualified seller list facilitates procurement process; it is used to issue RFP.
64. Before closing procurement contracts, ensure that all deliverables have been satisfactorily completed, all
payments have been made, and that there are no outstanding contractual issues.
65. Resource Interdependency is achieved by controlling schedule for scarce resources.
66. Risk control involves implementing the actions and contingency plans contained in the risk response plan.
67. Five factors to consider by program team in program risk analysis are: 1) availability of information, 2)
availability of resources, 3) time and cost, 4) quality of information, and 5) control.
68. When the PWBS is developed, decomposing stops at a level of control desired by the program manager,
typically the first one or two levels of the components.
69. The purpose of program scope statement is to establish the program direction and its proposed
accomplishments. It is the basis for future program decisions and articulates scope of the program.
70. After Skill set inventory (what skills set each team member has) is completed, team assignments can be made.
71. PMO defines quality standards for the program and components.
72. Payback period is calculated as initial investment divided by annual net cash inflows.
73. The content of the Program Charter: justification, vision, strategic fit, outcomes, scope, benefit strategy,
assumptions and constraints, components, risks and issues, time scale, resources needed, and SHs
consideration.
74. Components are defined and configured during initiation phase.
75. Sustainment Plan ensures the continued realization of intended benefits.
76. Roadmap links between business strategy and planned work.
77. Roadmap establishes the relationship between the program activities and expected benefit.
78. Program manager can best prioritize resources by managing resources at the program level and working with
project managers to balance the needs of the program.
79. If change is approved eight items need to updated; record of the rational for the change, a record of the decision
in a decision register, communication of the change to SHs, the program management plan and governance
plan, budget and funding, program structure and roles and responsibilities.
80. Component Planning and Authorization formalizes the scope of the work to be accomplished by the
components and identifies the deliverables to satisfy the program goals and benefits .Refer to SPM.
81. Information is distributed to the receiving parties including the clients, sponsors, component managers.
82. The program manager, in collaboration with the customer/sponsor, agrees and secures resources to undertake
the component transition activities. Roadmap is updated to reflect go/no- go decision.
83. Program payment schedule identifies schedule and milestone points where funding is RECEIVED by the funding
organization.
84. Order of scope change management activities: capture requested changes, evaluate each requested change,
determine the disposition of each requested change, communicate the decision to impacted SHs, document the
change request and supporting details, authorize funding and work.
85. The program communication management plan should address SH needs and expectations, and provide key
message in a timely fashion and in a format designed specifically for the interested party.
86. Read Code of Ethics Thoroughly. It specifies obligations of responsibility, respect, fairness, and honesty and
carries with it the obligation to comply with laws, regulations, and organizational and professional policies.
87. Inter-project risks, issues, and dependencies.
88. To ensure program alignment with organization objectives you need to define the program objectives,
requirements and risks.
89. To obtain initial validation, you need a roadmap.
90. Define standard measurement criteria for success for all constituent projects by analyzing SHs expectations and
requirements to monitor and control the program.(ECO2011)
91. Identify organizational benefits using research methods such as market analysis and cost-benefit analysis to
develop scope and BRP.
92. Conduct kick off meeting with Key SHs
93. Identify and manage unresolved project issues
94. Ensure all administrative commercial and contractual obligations are met upon program completion.
95. Establish consistency by deploying uniform standards.
96. Approve closure of constituent projects upon completion of defined deliverables
97. In closing the program: 1) complete program performance analysis 2) Obtain SHs approval 3) execute
transitions and/or closeout of all components 4)conduct post review meeting 5) report lessons learned.
98. Sustainment plan for management of benefits beyond the completion of the program.
99. Evaluate new and existing risks
100. We make decisions and take actions based on the best interests of society, public safety, and the environment.
101. We accept only those assignments that are consistent with our background, experience, skills, and
qualifications.
102. When we discover errors or omissions caused by others, we communicate them to the appropriate body as
soon they are discovered.
103. We report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the
conduct.
104. We as practitioners must proactively search for potential conflicts and help each other by highlighting each
others potential conflicts of interest and insisting that they be resolved.
105. High-level roadmap to obtain initial validation and approval
106. Define mission statement by evaluating SHs concerns & expectations.
107. Evaluate organization capability by consulting with org. leadership.
108. Market analysis and cost benefit analysis to develop scope and define BRP.
109. Funding is obtained by evaluating financial and non-financial benefits.
110. Define standard measurement criteria for all program components.
111. Conduct kick-off meeting with key SHs.
112. Optimize the program plan by resource leveling
113. Ensure administrative, commercial, and contractual obligations are met upon program completion.
114. Develop compensation, incentive, and career alignment plans (program) to identify opportunities to improve
team motivation.
115. Analyze BRP and Sustainment Plans for uncertainty, risk identification, risk mitigation, risk opportunity to
determine if corrective actions are necessary
116. To guarantee sustainment of benefits, develop transition plan to operations.
117. Use organizational standards in order to drive efficiency and consistency among projects and drive programs
objectives.
118. Monitor benefits by evaluating KPIs
119. Use PMIS to manage program information
120. Use information repository to support best practices
121. LL will support future program improvement.
122. Monitor the business environment, program functionality, and BRP to ensure program remains aligned with
strategic objective.
123. Integration management plan to ensure operational alignment with strategic objective.
124. Constituent projects are closed upon completion of defined deliverables
125. Corrective actions should be consistent with program scope, constraints & objectives.
126. Conduct impact assessment for program changes and recommend decision.
127. Sustainment plan for management of benefits beyond completion of the program
128. Monitor benefit realization to ensure alignment with strategic objectives
129. When developing the financial management plan, the program manager should include any component
payment schedule, operational costs, and infrastructure cost.