PgMP® Syllabus — Learning Objectives by Domain

Use this syllabus as your PgMP® coverage checklist. Work through each domain and practice immediately after each task set.

What’s covered

• Strategic Program Alignment (15%)
• Program Life Cycle Management (44%)
• Benefits Alignment (11%)
• Stakeholder Engagement (16%)
• Governance (14%)

Strategic Program Alignment (15%)

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Task 1 — Initial program assessment and alignment

• Define program objectives, requirements, and key risks and explicitly map them to strategic drivers (vision/mission, priorities, portfolio themes).
• Assess alignment gaps and feasibility blockers early (scope ambiguity, capacity limits, stakeholder conflicts) and recommend adjustments before investment commits.
• Produce an initial assessment summary that clarifies expected outcomes, assumptions, constraints, and the rationale for proceeding (or not).

Task 2 — High-level roadmap and sponsor validation

• Draft a high-level roadmap with milestones, dependencies, and decision points that reflects the intended benefits path.
• Create preliminary estimates (time, cost, resourcing) with stated assumptions and uncertainty ranges to support early approval decisions.
• Facilitate sponsor validation by presenting options and trade-offs, capturing feedback, and updating the roadmap baseline accordingly.

Task 3 — Financial framework baseline

• Establish a high-level financial framework (funding model, budget envelope, benefits-to-cost logic) to anchor program definition and planning.
• Define baseline milestones and investment guardrails that enable prioritization of components and staged funding decisions.
• Communicate baseline assumptions and constraints so stakeholders understand what can change (and what cannot) as the program evolves.

Task 4 — Program mission statement

• Elicit stakeholder concerns and expectations and synthesize them into a clear program mission statement and direction.
• Validate the mission statement against strategic objectives and benefits to ensure it is actionable and measurable.
• Use the mission statement to set decision principles (what to prioritize, what to stop) when conflicts or trade-offs arise.

Task 5 — Business case evaluation

• Evaluate the business case for objective clarity, priority, feasibility, and readiness, including organizational capability and change impact.
• Confirm alignment to strategy and portfolio priorities and identify the conditions required for success (dependencies, approvals, policy changes).
• Recommend whether to proceed, defer, or reshape the program based on value, risk, constraints, and delivery realism.

Task 6 — Benefits identification and preliminary scope

• Analyze organizational strategy, drivers, and internal/external influences to identify and quantify expected benefits and value hypotheses.
• Use research methods (market analysis, high-level cost-benefit reasoning) to shape preliminary program scope and boundaries.
• Define an initial benefits realization approach (benefits definition, owners, measures, and timing) that can be refined during planning.

Task 7 — Funding authorization and prioritization

• Estimate high-level financial and nonfinancial benefits (strategic, customer, operational, risk) and relate them to funding decisions.
• Establish prioritization criteria for constituent projects/components that reflect benefit contribution, dependency criticality, and risk reduction.
• Maintain funding authorization by keeping the value story current and adjusting priorities when conditions or assumptions change.

Task 8 — Constraints, ethics, and sustainability considerations

• Evaluate program objectives against legal/regulatory constraints and identify compliance or policy requirements that shape delivery options.
• Assess social, sustainability, cultural, political, and ethical considerations and determine how they impact stakeholder alignment and deliverability.
• Integrate constraint-driven decisions into roadmap and scope so trade-offs are explicit rather than discovered late.

Task 9 — Program authorization (charter presentation)

• Prepare a program charter summary that clearly states high-level costs, milestone schedule, and expected benefits for leadership review.
• Present authorization options and decision criteria (go/no-go, staged approval, funding gates) to secure leadership commitment.
• Confirm that authorization includes clear governance expectations (decision rights, reporting, and escalation paths) to support execution.

Task 10 — Integration opportunities across operations

• Identify integration opportunities and capability needs across people, facilities, finance, assets, processes, and systems.
• Assess operational impacts and readiness requirements to ensure benefits can be realized and sustained after delivery.
• Plan integration touchpoints (operational owners, transition steps, and support model) to align program work with business operations.

Task 11 — Strategic change opportunities

• Recognize strategic opportunities for change that increase benefit realization (synergies, sequencing changes, retiring legacy work).
• Evaluate opportunity value and risk and decide whether to introduce, accelerate, or expand initiatives within program constraints.
• Communicate opportunity-driven adjustments through governance to keep stakeholders aligned on updated priorities and outcomes.

Program Life Cycle Management (44%)

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Task 1 — Program charter (scope, risks, benefits, outcomes)

• Develop a program charter that ties scope, assumptions, constraints, benefits, timing, stakeholders, and outcomes to the business case.
• Validate charter inputs with stakeholders and ensure the charter enables strategic alignment and benefits design decisions.
• Establish governance-friendly traceability from charter commitments to component plans and benefits measures.

Task 2 — High-level scope via stakeholder negotiation

• Translate strategic objectives into high-level scope statements that define boundaries, inclusions/exclusions, and intent.
• Negotiate scope expectations with sponsors/steering committee and key stakeholders to reduce ambiguity and misalignment.
• Document scope agreements and decision principles to manage future change and prioritize components.

Task 3 — Program roadmap development

• Develop a roadmap that sequences projects/components using goals, historical information, and planning artifacts (WBS, scope statements, benefits plan).
• Manage stakeholder expectations by communicating milestone logic, dependencies, and the path to benefits realization.
• Update the roadmap as constraints and assumptions change while maintaining alignment to strategic objectives.

Task 4 — Responsibility assignment matrix (program core team)

• Define program roles and responsibilities and build a program management core team aligned to outcomes and governance needs.
• Differentiate program vs project resources and clarify decision rights, escalation, and accountability boundaries.
• Use a responsibility assignment matrix to reduce role ambiguity and improve coordination across components.

Task 5 — Measurement criteria and KPIs across components

• Define measurement criteria and KPIs that reflect stakeholder expectations and program success definition across projects/components.
• Establish review points and performance thresholds to monitor progress and enable timely interventions.
• Ensure metrics are comparable and consistent across components so aggregated program reporting is meaningful.

Task 6 — Program kickoff and stakeholder buy-in

• Plan and conduct a program kickoff that communicates purpose, roadmap, governance, and what is expected from stakeholders.
• Use kickoff interactions to surface constraints, risks, and dependencies early and incorporate them into planning artifacts.
• Secure and document stakeholder buy-in by confirming roles, commitment, and decision cadence.

Task 7 — Detailed program scope statement

• Develop a detailed program scope statement that incorporates vision, objectives, external/internal influences, and key variables.
• Validate scope for completeness and consistency across projects/components to reduce overlap, gaps, and rework.
• Use the scope statement to guide planning decisions and manage changes without losing strategic alignment.

Task 8 — Program work breakdown structure (WBS)

• Create a program WBS to decompose program deliverables and tasks into a manageable planning structure.
• Assign ownership for WBS elements and ensure alignment with benefits, scope boundaries, and component responsibilities.
• Use decomposition to support estimating, sequencing, resource planning, and progress tracking.

Task 9 — Integrated program management plan and schedule

• Integrate constituent project/component plans into a coherent program management plan and master schedule.
• Develop supporting function plans (quality, risk, communication, resources) to forecast, monitor, and manage variances during execution.
• Establish baselines and reporting rhythms that enable proactive program control without excessive bureaucracy.

Task 10 — Resource leveling and synergy optimization

• Identify and level resource requirements (people, materials, equipment, facilities, finance) to remove bottlenecks and reduce conflicts.
• Optimize the program plan to maximize synergies among projects/components (shared capabilities, shared platforms, reused assets).
• Evaluate trade-offs of optimization decisions (cost, schedule, risk, benefits timing) and communicate impacts to governance.

Task 11 — Define PMIS and knowledge/IP sharing

• Select PMIS tools and processes that support consistent documentation, intellectual property handling, and cross-component knowledge sharing.
• Define information workflows (status, risks, issues, decisions, change requests) so program reporting is reliable and timely.
• Use the PMIS to enable transparency and collaboration while meeting governance and compliance requirements.

Task 12 — Escalate unresolved project-level issues

• Establish a monitoring and escalation mechanism to surface unresolved project issues that threaten program benefits.
• Select courses of action consistent with program constraints and objectives (re-sequencing, scope trade-offs, resource shifts, vendor actions).
• Track escalated issues to closure and verify that corrective actions restore progress toward benefits realization.

Task 13 — Benefits management plan (integration, transition, sustainment)

• Develop a benefits management plan that covers benefits integration, transition, and sustainment beyond program completion.
• Define exit criteria that ensure administrative, commercial, and contractual obligations are satisfied before closure.
• Align benefits planning with operational owners so delivered capabilities can produce sustained outcomes.

Task 14 — KPIs via decomposition/mapping (scope and quality system)

• Use decomposition and mapping to define KPIs that connect program outputs to benefits and quality expectations.
• Implement a scope and quality management system appropriate to the program's complexity and governance demands.
• Monitor quality and scope performance trends and initiate corrective actions before benefits are compromised.

Task 15 — Human resources, motivation, and contracting

• Monitor staffing for program and project roles (including subcontractors) and identify capability gaps that threaten delivery.
• Apply motivation and retention strategies (incentives, compensation alignment, career development) to improve engagement and performance.
• Negotiate contracts and staffing agreements that support benefits realization objectives and program constraints.

Task 16 — Charter and initiate constituent projects/components

• Charter and initiate projects/components by assigning project managers, clarifying objectives, and allocating resources.
• Ensure each component has a clear contribution to program benefits and a defined interface to other components.
• Establish startup governance and reporting so component execution is visible and controllable at the program level.

Task 17 — Deploy governance framework and standards for consistency

• Deploy a governance framework and uniform standards (processes, tools, templates, reporting) to improve consistency and decision quality.
• Provide shared resources and infrastructure that reduce duplication and enable cross-component coordination.
• Use governance standards to support timely, auditable program decisions while allowing appropriate tailoring.

Task 18 — Feedback and reporting for lessons learned

• Establish a feedback and reporting process that captures lessons learned and team experiences throughout execution.
• Create mechanisms to convert feedback into decisions and improvements rather than passive documentation.
• Share lessons learned across components to improve consistency, reduce repeat issues, and strengthen delivery performance.

Task 19 — Lead HR functions (training, coaching, recognition)

• Plan training and coaching to build the skills needed for program delivery and stakeholder management.
• Mentor and recognize team members to increase engagement and commitment to program goals.
• Evaluate team health and performance signals (turnover risk, conflict, burnout) and intervene to sustain execution capability.

Task 20 — Review project manager performance

• Assess project manager performance against project plans, governance expectations, and contribution to program outcomes.
• Provide corrective guidance and support when component execution threatens dependencies or benefits timing.
• Use performance insights to improve planning quality, estimation realism, and cross-project coordination.

Task 21 — Execute program management plans and audit outcomes

• Execute program plans (quality, risk, communication, resources) using planned tools and controls appropriate to the program.
• Audit results and performance data to verify outcomes remain aligned to strategy and anticipated benefits.
• Adjust plans and controls when audits reveal gaps, emerging risks, or misalignment across projects/components.

Task 22 — Consolidate data and communicate program performance

• Consolidate component and program data using predefined reporting methods to produce consistent performance visibility.
• Communicate status to stakeholders with the right level of detail (trends, risks, decisions needed, and benefits impacts).
• Ensure reporting supports timely decision-making and does not obscure issues with overly optimistic summaries.

Task 23 — Evaluate program status and maintain current information

• Evaluate program status continuously using current data across scope, schedule, cost, quality, risks, and benefits.
• Maintain program information accuracy (plans, registers, decision logs) so governance decisions are made on trusted inputs.
• Identify early warning signals and trigger timely interventions before variances compound.

Task 24 — Approve closure of constituent projects/components

• Confirm deliverables meet defined completion criteria and align with the functional overview before approving component closure.
• Verify that closures do not create gaps in dependencies, transition readiness, or benefits integration.
• Ensure closure decisions include handoff requirements and documentation needed for program continuity and sustainment.

Task 25 — Analyze variances and trends (cost, schedule, quality, risk)

• Analyze variances and trends by comparing actual and forecasted performance to planned baselines across cost, schedule, quality, and risk.
• Identify root causes and determine corrective actions or opportunities (re-sequencing, scope trade-offs, resource shifts, risk responses).
• Communicate the implications of variance trends on benefits timing and value realization to governance and sponsors.

Task 26 — Update program plans with corrective actions

• Update program plans to incorporate corrective actions and ensure resources are employed effectively against program objectives.
• Re-baseline where appropriate through governance approval while maintaining transparency and decision traceability.
• Validate that plan updates restore a credible path to benefits realization rather than masking ongoing execution problems.

Task 27 — Manage program-level issues

• Identify program-level issues (HR, financial, technology, scheduling, vendor) and distinguish them from component-level problems.
• Select actions consistent with scope, constraints, and objectives to keep the program viable and benefits-focused.
• Escalate issues through the governance framework when authority, funding, or policy decisions are required.

Task 28 — Manage changes through change management plan

• Apply change management controls to manage scope, quality, schedule, cost, contracts, risk, and reward impacts.
• Ensure changes are assessed for benefits impact (timing, magnitude, and sustainment) before implementation decisions.
• Maintain change traceability and stakeholder communication so execution remains predictable and auditable.

Task 29 — Impact assessments and governance approval

• Conduct impact assessments for proposed changes across dependencies, benefits, resources, compliance, and risk exposure.
• Recommend decisions with clear alternatives and trade-offs to obtain timely approvals per governance requirements.
• Confirm that approved changes are reflected in plans, baselines, contracts, and communications.

Task 30 — Program risk management for benefits realization

• Execute program-level risk management aligned to benefits realization (threats and opportunities), not just component delivery.
• Ensure risk responses are owned, resourced, and tracked with triggers, contingencies, and governance visibility.
• Adjust risk strategy as the environment changes to protect the benefits timeline and sustainment outcomes.

Task 31 — Program performance analysis report

• Produce a program performance analysis report comparing actual values to planned values across scope, quality, cost, schedule, and resources.
• Interpret performance results to identify trends, leading indicators, and decision needs for sponsors and governance bodies.
• Use analysis findings to drive corrective actions and re-prioritization that protects strategic objectives and benefits.

Task 32 — Program closure within governance boundaries

• Plan and conduct program closure activities consistent with governance requirements, approvals, and audit needs.
• Confirm that closure criteria are satisfied for benefits integration, contractual obligations, and transition readiness.
• Communicate closure decisions and residual responsibilities clearly to operational owners and stakeholders.

Task 33 — Transition and close-out (archive, transfer to operations)

• Execute transition and close-out for the program and its components, including PMIS closure, archival, and transfer of ongoing activities.
• Ensure operational sustainability by defining ownership, support processes, and readiness checks for delivered capabilities.
• Validate that transition actions enable benefits sustainment and meet program objectives beyond delivery.

Task 34 — Post-review meetings and lessons learned capture

• Conduct post-review meetings and present program performance reports to obtain stakeholder feedback and confirm outcomes.
• Capture lessons learned with actionable context (what happened, why, impact, and what to do differently) rather than generic statements.
• Turn post-review insights into organizational improvements and updates to standards, tools, or governance practices.

Task 35 — Archive lessons learned and best practices

• Document and archive lessons learned and best practices in an accessible knowledge repository to support future programs.
• Tag and structure knowledge assets so they are reusable (templates, decision records, checklists, metrics baselines, risk patterns).
• Promote organizational improvement by ensuring learning is disseminated and integrated into standards and training.

Benefits Alignment (11%)

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Task 1 — Benefits realization plan and measurement baseline

• Develop a benefits realization plan with clear benefit definitions, owners, measures, and timing to establish the program baseline.
• Define measurement criteria and data sources that allow benefits tracking during and after program delivery.
• Communicate the benefits baseline to sponsors/steering committee and ensure shared expectations on how value will be verified.

Task 2 — Capture synergies and update benefits plan

• Identify synergies and efficiencies across components (shared capabilities, reduced duplication, sequencing wins) throughout the lifecycle.
• Quantify the benefits impact of synergies and update the benefits realization plan to reflect improved value scenarios.
• Communicate benefits plan updates to stakeholders and align changes with roadmap and funding decisions.

Task 3 — Benefits sustainment plan (post-program)

• Develop a sustainment plan defining processes, measures, metrics, and tools required to manage benefits beyond program completion.
• Assign operational ownership and governance for benefits sustainment so outcomes persist after the program team disbands.
• Define monitoring cadence and thresholds that trigger corrective actions when benefits degrade.

Task 4 — Benefits metrics monitoring and corrective action

• Monitor benefits metrics using forecasting and variance analysis to detect drift from expected value realization.
• Use scenario and causal analysis (what-if simulations, drivers analysis) to identify causes and select corrective actions.
• Adjust program actions (scope, sequencing, adoption work) to maintain or improve benefits realization.

Task 5 — Verify closure, transition, and integration meet benefits criteria

• Verify that component and program closure activities meet or exceed benefits realization criteria and strategic objectives.
• Confirm that transition and integration steps are complete so delivered outputs can produce intended outcomes in operations.
• Escalate gaps in benefits readiness to governance and coordinate corrective actions before final acceptance.

Task 6 — Maintain benefits register and report progress

• Maintain a benefits register that tracks benefit status, ownership, measures, dependencies, and realization progress.
• Report benefits progress via the communications plan using clear evidence and trend interpretation, not just completion status.
• Ensure benefits reporting informs prioritization, corrective actions, and decision-making at sponsor/governance levels.

Task 7 — Update benefits plans for risk and uncertainty

• Analyze uncertainty and risks (threats and opportunities) that affect benefits magnitude and timing and update plans accordingly.
• Define mitigation and opportunity actions that protect or enhance benefits and assign clear ownership and triggers.
• Communicate benefits plan changes to stakeholders and ensure program decisions reflect the updated risk-benefit picture.

Task 8 — Transition plan to operations for sustainment

• Develop a transition plan that ensures operational readiness (processes, skills, support) to sustain delivered products and benefits.
• Define acceptance, cutover, and stabilization steps so benefits are not lost during handoff.
• Validate operational ownership and measures so sustainment continues after program closure.

Stakeholder Engagement (16%)

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Task 1 — Stakeholder identification and stakeholder matrix

• Identify stakeholders (including sponsors/steering committee) and categorize their influence, interest, and impact on program outcomes.
• Create and maintain a stakeholder matrix that documents stakeholder position relative to the program and benefits.
• Use the matrix to anticipate resistance, plan engagement intensity, and prioritize communication and decision involvement.

Task 2 — Stakeholder analysis and engagement plan

• Perform stakeholder analysis using interviews, historical analysis, agreements (RFP/RFI/contracts), and organizational knowledge bases.
• Develop a stakeholder engagement plan that defines engagement strategies, responsibilities, timing, and feedback mechanisms.
• Validate the engagement plan against governance constraints and adjust based on stakeholder behavior and program phase.

Task 3 — Negotiate support and set expectations/acceptance criteria

• Negotiate stakeholder support by aligning program objectives, constraints, and the benefits story with stakeholder needs and incentives.
• Set clear expectations and acceptance criteria (including KPI-based benefit measures) to reduce ambiguity and rework.
• Maintain alignment over time by revisiting expectations when conditions change and documenting revised agreements.

Task 4 — Program visibility and confirmation of support

• Generate and maintain program visibility through appropriate reporting, demos, and stakeholder touchpoints aligned to decision cadence.
• Confirm stakeholder support by tracking engagement signals and intervening early when support weakens or conflicts emerge.
• Use visibility mechanisms to create timely decisions and reduce surprises that threaten strategic objectives.

Task 5 — Adaptive communications for different stakeholders

• Define communications tailored to stakeholder needs (executive vs operational, internal vs external) using appropriate channels and detail levels.
• Maintain communication effectiveness by validating understanding, documenting decisions, and closing feedback loops.
• Adjust communication plans as the program evolves to sustain support and manage expectations.

Task 6 — Integrate stakeholder-identified risks

• Elicit and evaluate risks identified by stakeholders and classify them by impact on benefits, compliance, reputation, and delivery feasibility.
• Incorporate relevant stakeholder-identified risks into the program risk management plan with ownership and response actions.
• Communicate risk decisions transparently to maintain trust and avoid hidden constraints that later derail execution.

Task 7 — Relationship building to strengthen support

• Develop and foster stakeholder relationships through trust-building behaviors (transparency, follow-through, empathy, proactive escalation).
• Improve communication quality by using active listening, reframing, and negotiation to handle conflicts and competing priorities.
• Sustain stakeholder support by ensuring stakeholders see progress toward outcomes and understand trade-offs and decisions.

Governance (14%)

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Task 1 — Standards and structure for efficiency and consistency

• Develop program and project management standards (governance, tools, finance, reporting) aligned to organizational standards and best practices.
• Create structures that drive consistency across projects/components while enabling appropriate tailoring.
• Use standards to improve efficiency, comparability of reporting, and delivery of program objectives.

Task 2 — Governance framework structure (policies, procedures, standards)

• Select a governance framework (policies, procedures, standards) that conforms to organizational governance requirements.
• Define decision rights, approvals, escalation thresholds, and audit artifacts needed to keep the program controllable.
• Ensure governance structure supports benefits realization and does not create unnecessary friction or delay.

Task 3 — Stage gate reviews and phase authorization

• Prepare stage gate inputs (status, performance, risks, benefits outlook) to support governance authorization decisions.
• Present program status to governance authorities and obtain approvals to proceed to the next phase.
• Respond to stage gate feedback by updating plans, priorities, or controls while maintaining transparency and traceability.

Task 4 — KPI monitoring across risks, compliance, quality, and satisfaction

• Evaluate KPIs (risks, financials, compliance, quality, safety, stakeholder satisfaction) to monitor benefits throughout the lifecycle.
• Detect leading indicators of benefits erosion and trigger governance actions before outcomes degrade materially.
• Use KPI results to drive prioritization, corrective action, and decision-making consistent with strategic objectives.

Task 5 — PMIS and process integration for program information

• Develop or utilize a PMIS to manage program information and support consistent communication of status to stakeholders.
• Integrate processes as needed (risk, change, issues, benefits tracking, reporting) so governance has a complete picture.
• Ensure information management supports confidentiality, intellectual property needs, and compliance requirements.

Task 6 — Risk plan updates for governance approval

• Evaluate new and existing risks that impact strategic objectives and benefits realization, including cross-component dependencies.
• Update the risk management plan with responses, owners, triggers, and contingency actions appropriate to program exposure.
• Present the updated risk plan to the governance board for approval and ensure decisions are communicated and implemented.

Task 7 — Escalation policies and procedures

• Establish escalation policies that define when risks/issues must move from project to program to governance levels.
• Ensure escalation procedures include required information (impact, options, recommendation) to support timely decisions.
• Reinforce escalation behavior so teams surface bad news early and protect benefits and compliance obligations.

Task 8 — Knowledge repository for organizational best practices

• Develop or contribute to a program information repository containing lessons learned, processes, and key documentation.
• Ensure repository content is structured for reuse (templates, checklists, decision logs, metrics baselines) and accessible to future teams.
• Align knowledge management practices to organizational learning goals and governance expectations.

Task 9 — Apply lessons learned to influence future programs

• Identify relevant lessons learned and best practices that can improve existing and future programs.
• Translate lessons into actionable changes (standards updates, training, governance refinements) rather than static documentation.
• Promote adoption by engaging stakeholders and demonstrating how lessons reduce risk or increase value.

Task 10 — Monitor external environment and alignment

• Monitor business environment changes and functional requirements that could affect program viability and benefits.
• Reassess alignment with strategic objectives when external conditions shift (regulatory, market, technology, organizational changes).
• Trigger governance decisions to adjust scope, priorities, or benefits targets to maintain strategic fit.

Task 11 — Program integration management plan

• Develop and maintain a program integration management plan that coordinates dependencies and interfaces across components.
• Ensure operational alignment by integrating transition, sustainment, and benefits tracking requirements into execution plans.
• Use the integration plan to manage cross-component change impacts and preserve the path to strategic objectives.

Tip: When answers look plausible, choose the one that best protects the benefits path: strategic alignment → governance clarity → integrated execution → measurable outcomes → operational sustainment.