PgMP journey strategy guide

www.xprowin.com
Shailesh Gabhane
04.16.16
: Webinar :
What it takes to be a PgMP certified..!!!

PgMP Examination Preparation - SPM 2nd & 3rd Edition
www.xprowin.comwww.xprowin.com
Agenda
PgMP
Program Management
Professional
The significance of program management, Why PgMP?
How it helps in career advancement,
What is the impact on job profiles,
PgMP certification overview
PgMP Application Process Overview
How to write the experience summaries,
4/17/2016 2
Strategy to achieve certification
Learning & Exam Strategy
Live experience sharing & lessons learned
Expert guidance
Questions & Answers

 This course prepares aspirants for PgMP® certification exam and empowers Project / Program
Managers to achieve successful & predictable program & project deliveries by adopting best practices
in program management.
 This program is structured as covered in the Project Management Institute's (PMI®) Guide to the
SPM® Standard for Program Management SPM– The Third Edition.
 The PgMP credential recognizes advanced experience, skill and performance in the oversight of
multiple, related projects and their resources aligned with an organizational objective.
What is PgMP®
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 PgMP credential holders oversee the success of a program — a way to group multiple,
related projects to achieve benefits that may not be realized if the projects were
managed in a stand-alone fashion.
 As project managers advance in their careers, the experience they gain in managing
multiple, related projects and making decisions that advance strategic and business
objectives demonstrates this competence.
 As employers demand program managers who can support the strategic objectives of
the organization, PgMP credential holders will gain a distinct advantage in employment
and promotional opportunities over their peers.
What is PgMP®
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• Considerably increases your knowledge on Program Management and refine
your leadership skills
• You learn to organize and deliver more than what is expected out of you as a
Leader. Fulfill the expectations.
• Worldwide recognition and image makeover from just a manager to Leader.
• Program Managers are much better paid compared to PMs.
• PgMP is a career progression after PMP and will be valued in organizations.
https://www.linkedin.com/pulse/why-program-management-shailesh-gabhane-
m-tech-mba-pgmp-pmp--1?trk=mp-reader-card
What is your motivation to do PgMP?
4/17/2016 5

PgMP benefits
Improved lifestyle
Career
progression
Enhanced
Knowledge:
build competency
Worldwide
recognized
accreditation
Don’t be complacent ! Realize your dream !!
4/17/2016 6

Do you qualify for the PgMP…!
4/17/2016 7

PM CAREER PATH
Roles
Career Progression in Management
4/17/2016 8

PMP and PgMP: Growth in Certification, 1993-2003
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2013
PMP 1000 1900 2800 4400 6415 10086 18184 27052 40343 52443 76550 590416
0
100000
200000
300000
400000
500000
600000
700000
Credentialholders
PMP
977
1191
2013 2014
PgMP
PgMP
1993: PMP was esteemed professional
2013: PMP is a necessity. Bare essential for a “Manager”
2015: PgMP is an esteemed professional
2025: PgMP is ….
4/17/2016 9
https://www.linkedin.com/pulse/pgmp-
overview-what-next-after-10-years-
experience-shailesh?trk=pulse_spock-
articles

PgMP: Certification process
Program Management Handbook: http://www.pmi.org/Certification/Program-Management-Professional-PgMP.aspx
Application Submission
• Download application
• 90 days to complete
Application review
• Submit application
• 10 days for review by PMI
Audit process
• Pay fees
• Audit process if selected: 90
days to send audit materials
Panel review
• 4 weeks for PMI to complete
Exam
• Examination
• 1 year validity period
Credential Maintenance
• Maintain PgMP
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What is essential to pass PgMP in first attempt?
Fundamentals
Program management basics
General management concepts
Standards
SPMv3, Examination Content Outline(ECO), Change
management, PMBOKv5
Critical thinking skills
Exam strategy – question analysis and answering
strategy, reasoning skills, general process
Experience
Project and program management experience,
change management, Stakeholder engagement
experience, Decision making.
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Effective and efficient learning
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 Apply the concepts to an imaginary large scale program or to case
study.
 Transform PgMP concepts from SPM to another form (diagrams,
mind-maps, tables, data flow diagrams, imaginary models, etc)
 Prepare your own set of questions
 Share knowledge and experience with others to get a different
perspective. Discuss your management problems and understand
best practices and solutions
 Recognize new learnings
 Recognize concepts in your daily work life
 Do write on paper more than into computer/tablet
 Make notes, but refer to SPMv3

What is required
 SPMv3 – preferably hard copy
 SPMv2 (Chapter-4)
 PMI PgMP ECO – Preferably hard copy
 PMBoK v5 (selected chapters)
 Highlighter /Marker / Sketch pens
 Study Material from Xprowin Consulting
 Question banks / Answer sheets
 Other artifacts, priority lists etc.
 No need to purchase any other material
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Way to PgMP credential
4/17/2016
• Understand program management concepts, SPMv3 (PMI Standard), ECO
• Discuss with other participants, share experiences, practice questions
• Complete assignments
• Exam question analysis and effective answering techniques
Stage-1: Training (on-line) – Knowledge acquisition phase
• Complete Assignments
• Develop solid understanding with mind maps/translate text to diagrams/ other techniques
• Get deeper understanding of standard and concepts with 600+ questions
Stage-2: (off-line) knowledge consolidation phase
• Focus on most important subjects for exam
• Q&A sessions/ 1-1 discussions
Stage-3: Exam preparation (off-line)
• Learn effective strategies to perform in exam
• Take Exam
Stage-4: Exam
• Feel high on acquired knowledge and credential
Stage-5: After Exam
3
wks
2
wks
2
wks
14

Within 2 months of completing PgMP workshop
When to give the exam?
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Syllabus Outline
Introduction to
Program
Management
Organisation Vision and Mission
Business value
Organisation Strategic planning
Portfolios, Programs, Projects and
Operations
Decision making – Program or Project
Program and Project distinctions
Program Management
Program Manager skills and competencies
Program Management Office
Introduction to Exam Content Outline (ECO)
Practice questions
Workshop:
Map current engagements into portfolios,
programs, projects and operations.
Program
Management
performance
domain and life
cycle
Program Life Cycle
Program management domains
Program Strategy Alignment
Program Benefits Management
Program Stakeholder Engagement
Program Governance
Program Management – Change cycle
Practice questions
Program
Strategic
Alignment
Introduction to Program strategic alignment
Organizational strategy and program alignment
Program selection by portfolio
Program Mandate
Program formulation sub-phase – dataflow diagram
Program Business case
Program plan
Program Roadmap
Environmental assessments
Strategic alignment - ECO tasks mapping
Practice questions
Workshop: Case study: Develop business case
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Syllabus Outline… Contd..2
Program
Benefit
managemen
t
Outputs, Capability, Outcome, Benefit and dis-
benefits
Types of benefits
Benefit delivery models
Balanced scorecard
Architecting the program
Benefit management life cycle and program life
cycle
Benefit Identification phase
Identifying Data, Metrics, Indicators, KPA, KPIs
Benefit analysis and planning phase
Benefit realization plan
Benefit register
Benefit delivery phase
Benefits transition phase
Benefit Sustenance phase
Practice questions
Workshop: Develop a benefits register for current
programs and projects.
Program
Governa
nce
What is Program governance
Program Governance - Responsibilities
Typical program organisation set-up
Program Governance - plan
Change management
Issue escalation
Providing management oversight - Phase gate, health check and
other decision point reviews
Component Initiation and transition
Program Management Information Systems, KMS
Audit support
Program quality standards and planning
Governance of components
Practice questions
Workshop: Map current practices in the organisation to
The PMI governance concepts
Program
Stakeholder
engagement
Program Stakeholder engagement
Wants, needs and expectations
Stakeholder identification
Stakeholder analysis
Stakeholder engagement strategies
Stakeholder engagement planning
Stakeholder engagement
Practice questions
Workshop: Identify, Analyse your current
stakeholder analysis, strategy and
engagement plan and engagement
4/17/2016 17

Course Outline… Contd..3
Program
Integration
Review of Program Life cycle
Program Definition phase
- Program definition sub-phase
- Program Preparation sub-phase
Program Benefit delivery phase
Program closure phase
PgMP Exam
analysis
Exam analysis
Question analysis
Effective answering techniques
Program
Management
Supportive
processes
- Program Communication
- Program finance management
- Program resource management
- Program procurement management
- Program quality management
- Program scope management
- Program schedule management
- Program risk management
PgMP exam planning (1-1 meeting) Planning for exam
Question and answers sessions On-line
4/17/2016 18

How it is done
 ILVC: This is an Instructor-Led Virtual Class (Live)
 Platform: “Goto Meeting” webinar technology. App version is preferred.
 Sessions are recorded and can be accessed at any time for review
 All associated files, artifacts, knowledge share are stored on Google drive
 You are a participant!! Make it interactive
 On-line or off-line, interact with each other and share experience
 A good head-set with microphone is preferred for good audio
 In case of network issues, the instructor will connect back on alternate line or
communicate via mail
 Easy access to instructor during off-class time for additional “one-on-one”
coaching, mentoring, problem solving
4/17/2016 19

• Concepts … Concepts … Concepts
– Understand the concepts thoroughly
• Practice … Practice … Practice
– Questions from Xprowin Question Bank
– Question dumps
• Practice keeping a watch on the time because time
management is extremely important
How to prepare
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- Over 24 years of experience in various industries including Mobile, FMCG, IT, Solar Power. 16 years of experience in Project
Management training, mentoring, and coaching. Experience in implementing and setting PMO structure and evaluating
organization project management maturity (OPM3) level.
- Shailesh Gabhane, has a proven track record of training PMP/PgMP aspirants worldwide, delivering programs and projects to
the customer satisfaction through a multi-site, cross-cultural teams in a fast changing global development environment.
- With his rich expertise in customer engagement from Pre-sales, proposal preparation, critical review stage and end-to-end
product development life cycle, and clear thoughts on management, his trainees gets benefit from numerous examples leading
to building a solid foundation of management concepts.
• As a certified project (PMP) and program management professional (PgMP) from Project
Management Institute PMI USA, had trained PMP and PgMP aspirants worldwide, helping
individuals achieve PMI certification.
• With his rich expertise in customer engagement from Pre-sales, proposal preparation, critical
review stage and end-to-end product development life cycle, and clear thoughts on management,
his trainees gets benefit from numerous examples leading to building a solid foundation of
management concepts.
Shailesh Gabhane, PMP® | PgMP® | Master in Technology | Master in Business Management
4/17/2016 21

Why Xprowin
Team of highly
experienced
consultants
Extensive experience
of delivery in large
global organizations
Global delivery
Multiple delivery
options/
Customized delivery
options
Post workshop
guidance and support
till exam
Post PgMP support
for PDUs
Post workshop
support for
implementation
Comprehensive set of
management
workshops
4/17/2016 22

• PgMP Application Support: Participant will be guided/supported thoroughly for application process. We
will help you prepare this application as per PMI's requirements and will make sure that it get approved in
first attempt by panel.
• Study Material: We will provide rich study material & training handout’s which has helped our participants
in the past to clear this certification.
• Question/Answer sessions: There will be Q&A sessions focused on certification exam post completion of
training program via webinar. Participant will be provided with Question bank which will simulate actual
exam question pattern.
• Training Delivery Method: Our training delivery method have evolved over past many years, we have learnt
from experts and our own past sessions. Our delivery method, channel and processes are unlike traditional
system, we ensure participant are engaged and learning throughout.
• Our Expert Trainer: Our trainers are not only certified on training their subject areas but they are
experienced professionals having over 20 years of global management and consulting career in top-notch
enterprises & have also gone through training delivery courses such as Train the Trainer (T3) Certification.
• Post Training Support: We will provide hand-holding and support, as and when you require, till you pass
the exam. You can re-join any of our ongoing batches, post completion of your training boot camp.
• Recording of all the sessions: We provide recordings of all the sessions to candidates through a shared
drive so that you can listen to your own sessions later time.
What we can do for you
4/17/2016 23

Portfolio Board Review
Meeting
Program
Mandate
Portfolio Board issues
Program Mandate and
strategic direction
• The Program Mandate also called the
strategic directive- includes the Program
goals & objectives, benefits to be
expected from the program
• Keep in mind that because costs occurs
earlier in programs than benefits are
realized, so establishing the program’s
financial framework must occur at the
very beginning of it*
Program
Business Case
(BC)
The Program Mandate
eventually evolves into
the Business Case
The business case may be basic and
high-level or detailed and
comprehensive. Implied or explicit in
its content is the justification for the
effort required to perform the Initiate
Program process. The business case, if
provided, includes key parameters
used to assess the objectives and
constraints for the intended program.
The business case may include the
following parameters, among others,
financial analyses, benefits, market
demand and/or barriers, potential
profits, technical risk assessments, time
to market data, constraints, and the
extent to which the program satisfies
the organization’s strategic
objectives.
The BC includes the following:
• Strategic case
• Economic case
• Financial case
• Commercial case
• Management Case
• Feasibility case
• Feasibility- includes technical and
operational
Program Formulation Sub-Phase
This is a
phased
gate-
review
Governance
Board meets
and
approves/disa
pproves
charter
Sponsor is
appointed
at this time
Sponsor
appoints
the PgM
as early
as
possible
Program Plan
(PP)
Program
Roadmap
Program
Charter
This is a
phased
gate-
review
Governance
Board meets
and
approves/disa
pproves
business case
Program Preparation Sub-Phase
At this point
you’re initiating
the program
At this
point
you’re
starting to
plan the
program
After charter is approved, the program officially begins!
Program
Management
Plan (PgMP)
Governance
Board meets
and
approves/disa
pproves PMP
After PMP is approved, the
program moves to benefits
delivery!
This is a
phased
gate-
review
The PP formally expresses the
organization’s vision, mission, and
expected benefits and includes the
following:
• Program mission
• Program vision
• Program goals and objectives
(benefits
• Program success criteria
Program Definition Phase
The charter includes the following:
Program justification, Program vision
Strategic fit, Outcomes, Scope
Benefits strategy, Assumptions and
constraints, Components, Risks and
issues, Timeline, Resources needed,
stakeholder’s considerations, program
governance
The BC is used
to validate
initiationof the
program and its
ongoing validity
The roadmap is both a chronological
representation in a graphical form of a
program’s intended direction, as well as a
set of documented success criteria for each
event. It includes: description of milestones,
summary of milestones, list of dependencies
and assumptions, and benefits to be
delivered
The PP is a control
document that forms
a picture of where
the program is going
The charter is a short
document, or a snapshot of a
plan, and it also serves as a
reference of authorityfor the
program
• The PgMP integrates all subsidiary plans and
establishes controls of overall plan for
integrating and managing program’s
individual components;
• It is also a key program-level deliverable that
defines the tactical means by which the
program will be carried out
• The Program Architecture process defines
the structure of the program components
and identifies the interrelationships between
all the program components
During this sub-phase, the program
infrastructure is also developed,
which includes: program
organization and core team
assignment, resource plan
development, program management
activity definition, program PMO
and PMIS set up
To Program
Benefits
Delivery
Phase
*During this sub-phase, initial
financial framework developed
during initiation is further
elaborated and developed into the
financial management plan
The program team is
deployed at this time too!
NO-GO
decision
NO-GO
decision
NO-GO
decision

Anatomy of the Program Benefits Activities
Program Definition Program Benefits
Delivery
Program Closure
Program Benefits Management Domain
Lifecycle Phases
Program Benefits Management Interactions
Benefits Identification Benefits Analysis &
Planning
Benefits Delivery Benefits Transition Benefits Sustainment
Identify and
qualify business
Benefits- activities
include:
• Derive and
prioritize
components
• Derive
benefits
metrics
• Establish
benefits
realization
plan
and
monitoring
• Map
benefits
into program
plan
• Monitor
components
• Maintain
benefits
register
• Report
benefits
• Consolidate
coordinated
benefits
• Transfer the
ongoing
responsibility
• Monitor
performance
of benefits
• Ensure
continued
realization of
benefits
•Define the objectives
and CFS for the Program,
• Identify and quantify
business benefits,
• Develop meaningful
metrics and KPI’s to
measure the delivery of
Actual and planned
benefits,
• Establish processes for
measuring progress
against the benefits plan,
and
• Create tracking and
communications
processes to record
program progress and
report to stakeholders.
Continuous interaction with the
other performance domains
This is an iterative &
cyclicalrelationship
between these 2
activities to take
correctiveactions
The business case connects the
organizational strategy and objectives
to the program objectives and helps
identify the level of investment and
support required to achieve the
program benefits.
The Benefits Register is then
reviewed w/ key
stakeholders to develop
appropriate performance
measurement
The Benefits Register is
develop during Benefits
ID using the business
case, strategic plan, and
other objectives
The benefits
realization plan is used
during the benefits delivery
phase to verify that benefits
are being realized as
planned.
The benefits
realization plan is also used
to provide feedback to
program stakeholders and
the program governance
board to facilitate successful
benefit delivery.
The benefits realization
plan formally documents
the activities necessary
for achieving the
program’s planned
benefits.
The benefits
realization
plan is the baseline
document that
guides the delivery
of benefits during
the program’s
performance.
A benefit is an outcome
of actions and behaviors
that provide utility,
value, or a positive
change to the intended
recipient.
Program Benefits Management
establishes the program architecture
that maps how the component
projects will deliver the capabilities
and outcomes that are intended to
achieve the program benefits.
The program architecture
defines the structure of the program
components by identifying the
relationships among the components
and the rules
that govern their inclusion.
The program roadmap is the chronological
representation that depicts key dependencies between
major milestones; communicates the linkage between
the business strategy and the planned, prioritized work;
reveals and explains the gaps; and provides a high-level
view of key milestones and decision points.
The benefits register,
initiated during benefits
identification, is
updated during benefits
analysis and planning.
At
this time, program
benefits are mapped
to the program
components based on
the program roadmap.
As the benefits realization
plan is modified
to reflect changes in
program pacing, the
program roadmap is
updated as well.
Strategic Alignment and
value delivery are the 2 key
aspects that should be
analyzed during the Benefits
Delivery Phase through the
use of governance.
Benefits Transition ensures that the scope of the
transition is defined, the stakeholders in the
receiving
organizations or functions are identifiedand
participate in the planning, the program benefits
are measured and
sustainment plans are developed, and the
transition is executed.
The purpose of
Benefits
Sustainment is to
ensure that ongoing
sustainment
activities have been
transitioned to
the appropriate
entities or
subsequent
programs to steward
the ongoing post-
transition work.
The benefit report measures the
component against the benefits
realization plan. The report, which
is analyzed by the program team
and reported to the enterprise
executives, may cause the
component to be realigned,
terminated, or started early.

Question analysis
and answering
technique
4/17/2016 29

PgMP Exam
150 + 20 = 170 Questions
CBT Orientation – 15 mins
Exam – 4 hours,
Clock – hh:mm format,
counts down
Feedback, Result – 10 mins
No breaks. Clock continue to tick !!
If you wish so, you can, but at the cost of exam time
Psychometric Exam
4/17/2016 30

PgMP Question pattern - Domainwise
1. Source: ECO – 2011
4/17/2016 31

PgMP Question pattern - lengthwise
 A lengthy question normally followed by couple of shorter questions.
 Most likely over a page (one screen full) questions may have shorter choices
 Very few (2-3 ) scenarios may get repeated .
 Overall time limit should be sufficient to answer all questions
4/17/2016 32

PgMP Question pattern – Complexity and type
 Complexity factor is uniformly distributed among knowledge areas.
 Most ECO questions are in the medium complex category built around a scene and in about 3-4 lines.
Unless having good knowledge of ECO, it would be difficult to identify as an ECO question.
 There are very few direct and many simple scenario based ITTO questions are present
Q bank -1 40
ECO 30
Input Tools & Techniques and Output 30
What you do next 30
Integration questions - Change
management, Risk management, Issue
management presented through a
scenario
20
Others? 20
Question types (approx)
Simple
Straight
answer, 50
Medium (Decide
between two
options), 100
Complex (All
options), 20
Question pattern - Complexity
4/17/2016 33

PgMP Question analysis – Important points
 Questions are inter-spread. There is no sequence of domains, complexity or
lengthwise.
 If not exclusively, it is implicit that you are the “Program Manager” in the question
 There are no reference to absolute names in questions. Company names, program
names, component names are all referred by alphabets
• Company A, Program B or project X, Component manager Y, etc
 If you are lucky, you may find answer to a question in an another question
 Some questions may repeat !! Watch out !!
4/17/2016 34

PgMP – Time management and answering strategy
 You only have Four hours.
 Answer all questions.
• There is no negative marking for wrong answers. So answer all, even if you don’t
know the right answer.
 If you are not sure, make a good guess, mark an answer and review later.
 Utilise four hours completely. If you have time left after answering all
questions, use the remaining time to review answers.
4/17/2016 35

PgMP – My exam taking strategy
 You are a program manager. Thinking and speaking like a program manager will make you program manager !!
 Start answering questions one after the other.
 Read each question carefully. For each sentence in the question, acknowledge that you have
understood the meaning.
 At the end of question reading, comprehend the overall context by restating the context and requirement
 Re-state what is required to be done?
 If could not comprehend the question, go back and read again. Take time to comprehend the question.
But don’t spend too much time on a question.
 As I review answers for the questions I mark, look for absolute words such Always, each one, never, all,
none, etc. They give vital clue for answer.
 Sometimes the longest answer is the correct answer!
 Lengthy questions: Look for the information padding. So reading last sentence and then start reading
from the beginning may help.
 Used my experience as a program manager
4/17/2016 36

Answering strategy
Question Types:
1. Direct questions
2. ECO based questions
3. ITTO questions
4. Situational / Scenario based questions
5. What do you do next
6. Integrated domains questions
4/17/2016 37

Answering strategy – Direct questions
Answering Strategy: Firm understanding of all artifacts, process/activity names
Below questions take you to the right answer.
- What is the purpose?
- What are the major contents?
- When is this first created, baselined
- Who is asking for details
- What are the major inputs, Tools and techniques and outputs required to produce?
- Who drafts/owns it?
- Who approve it?
Direct questions: Question that directly seeks a process name, artifact etc from the options
Eg: Procedure to measure benefit realization metrics are documented in
A. Business case
B. Program Charter
C. Benefits Realisation Plan
D. Benefits Register
build your own
OR
Refer to the SPMv3
Appendix X5 and glossary
4/17/2016 38

Answering strategy – ECO questions
ECO questions: Questions that directly mappable to ECO. They are either
direct or presented through a scenario (of 3-4 lines)
Q1: Component A has completed, delivered associated capabilities and got approval from sponsor.
What do you do next ?
A. Perform final component performance review
B. Conduct lesson learnt sessions
C. Close all contracts associated with the program
D. Release resources
Q2: Your CEO has called you to discuss an organization initiative. His team was working on the
concept for last 6 months and now they have completed feasibility analysis. He has asked you to
lead the program. Among many, first thing on your priority list is
A. Develop program charter
B. Develop program roadmap
C. Develop program management standards and structure using industry best practices and
organizational standards
D. Perform high level resource level assessment and risk analysis
4/17/2016 39

Answering strategy – ECO questions
• It may be slightly difficult to identify and map the question to ECO directly.
• You can analyze the question with what? Where? Who
• Where you suspect that a question is directly from ECO, try separate the scenario part and
think in generic terms
• Double confirm the selection through elimination technique
ECO question answering strategy
A. Remember the ECO tasks by using of mindmap, spreadsheet, sequencing, diagrams, bubble diagrams, data
flow or any other method that works out for you.
B. PLC – initiation and closing are in sequence. Hence you can expect “what next” questions from these two
areas
C. Remember some specific words “Foster” “ Lead HR function”, which may appear as it is in questions.
D. Questions may also carry exact phrase as in ECO tasks.
E. Develop atleast 2 questions of each task.
4/17/2016 40

Answering strategy – ITTO questions
ITTO questions: Questions that seek answers in the form of Inputs, Tools & Techniques
or outputs. They can be direct or through a scenario based
Q1: Inputs to the build program infrastructure process
A. Pgmp, program charter, roadmap, organisational policies and guidelines
B. Pgmp, organisational policies and guidelines, best practices library, program roadmap
C. Pgmp, organisational policies and guidelines, PWBS, architecture baseline
D. Program charter, PWBS, organisational policies, roadmap
Q2: Your program sponsor is reviewing the budget baseline and he find that you have not considered
an important factor, while base lining the budget. Which one you would have missed?
A. Program roadmap
B. Program charter
C. Contracts
D. Component payment schedule
4/17/2016 41

Answering strategy – ITTO questions
• Direct or can be indirect through a scenario.
• Generally asks for specific or key ITTO
ITTO question answering strategy
A. Understand the ITTO and purpose of each artifact or tools
B. Write Data flow diagram using SPMv3 and cross check with SPMv2 OR review the slides
and find out improvements and defects
C. Refer SPMv3 and list Inputs, tools and techniques for all supporting processes. Key ITTO are
provided in SPMv3 in the process description
D. Practice Q-banks
E. Important ITTOs: Finance management, integration management and communication
management
4/17/2016 42

Answering strategy – Scenario based questions
Scenario questions: A situation or a scenario is presented. It provides the context in a
typical program management environment.
Q1: You have recently appointed as a manager for a new program. Your COO asks you how you
propose to report program performance to them during the course of the program. Which of the
following would be appropriate to them.
A. Report program performance against roadmap + budget baseline + benefits realised along
the timeline of the roadmap
B. Report program performance against the benefits listed in business case, since program
was approved based on the business case
C. Report program performance against program success criteria mentioned in program
charter
D. Report program performance against the approved program management plan
4/17/2016 43

Answering strategy – Scenario based questions
• Firm understanding of concepts
• Comprehend the question – Restate the context and requirement
• Get into the situation with questioning technique
• Who (is asking)
• When (which phase, context, component/program)
• Where (process/activity from/to)
• What the question is asking for?
• Use elimination technique to confirm your choice.
• Follow the process as per PMI, if not mentioned, general practice
• Practice Q papers
• Use your Program management experience
4/17/2016 44

Answering strategy – Integrated / experience based questions
These type of questions test your knowledge across domains and also work
experience. They are normally presented through a scenario you experience in a
day-to-day work environment. Observations:
• Such questions are not easy to map to a standard or ECO.
• More than 2 options looks very attractive
Q1: During informal conversation with program sponsor, one of your project manager said to sponsor
that his project is not in good shape and have problems. Sponsor told you about this problem and he is
not happy. What should you do as program manager.
A. You will talk with your project manager and told not to escalate anything without your
permission and ask him to follow escalation guidelines.
B. Establish an escalation policy in your program management plan
C. You will talk with project manager understand the problem and ask him to take corrective
action
D. You talk with the project manager and ask him to escalate any issues to you first
4/17/2016 45

Answering strategy – Integrated / experience based questions
Q2: You started a program and program is going well, however some stakeholders are worried about the
possible negative impact on their positions. What you will do as program manager?
A. Call these stakeholders and have meeting with them, explain about the program and rule out their
apprehensions
B. You will not worry because you know this is not true
C. You call all the stakeholders and explain the answers why the program is in good shape
D. You call all the stakeholders and explain about the program and rule out their apprehensions
(Concerns – fear)
Integration Questions
 Try identify the domain it belongs to
 Apply elimination technique
 Use your experience, commonsense
 Follow the management process, immediate logical steps
4/17/2016 46

Exam preparation
1. Last one week before exam:
• Take off from work, focus fully on the studies, min 12 hours a day
• Revise the important topics as in PgMP_MUST.xls
• Qbank-1. Should know the answer to all questions. Any ambiguity – get it clarified. You can
expect 40-50 similar questions
• Governance and PLC question banks.
• Understand ECO daily once and understand the way it best suites you.
1. Two days before the exam:
• Keep cool, Be nice to everyone!! Don’t get into argument with anyone !!
• Put your good effort, review quality/finance/ risk / EVM tools used from PMP standard.
• Make a list of important topics and review
• Close all your books, keep them out of your sight!!
2. One day before the exam:
• Go walk, relax, do exercise, watch movie, listen to instrumentals, and do whatever brings you
joy.
• Have a light dinner.
• Have a good sleep
4/17/2016 47

Exam preparation
1. On the day of Exam:
• Have a light and simple breakfast or meal.
• Do exercise/yoga to relax yourself.
• Carry id-proof and the appointment letter, PMI ID and eligibility IDs.
• Reach exam center 30 mins earlier.
2. While you are taking the exam
• Use orientation time (15 mins), to write down EVM and other equations, ECO etc.
• Relax, answer questions one by one
• Do not keep looking at time continuously. You can do so once in half an hour or so.
• If required, take a break, wash your face/eyes with a splash of cold water.
• If you feel stressed while answering, do simple eye exercises and and sit straight. You get new instant energy.
• Do not expect the outcome, you do your part and benefit will come to you !!
3. AFTER THE EXAM.
• Go home and be happy for whatever the result !!
• You have gained an immense knowledge, which can’t be taken away !!
4/17/2016 48

Other Resources
4/17/2016 49
Join our group on
https://www.linkedin.com/groups/6716431
Join my network on
www.linkedin.com/in/seangab
Read my article on
https://www.linkedin.com/pulse/pgmp-check-you-shailesh-gabhane-m-tech-mba-
pgmp-pmp-?trk=mp-reader-card

50
4/17/2016

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