PgMP journey strategy guide

www.xprowin.comShailesh 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

PgMPProgram 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,

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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?

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https://www.linkedin.com/pulse/why-program-management-shailesh-gabhane-m-tech-mba-pgmp-pmp--1?trk=mp-reader-card



PgMP benefits

Improved lifestyle

Career progression

Enhanced Knowledge:

build competency

Worldwide recognized

accreditation

Don’t be complacent ! Realize your dream !!

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Do you qualify for the PgMP…!

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PM CAREER PATH

Roles

Career Progression in Management

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PMP and PgMP: Growth in Certification, 1993-2003

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2013

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100000

200000

300000

400000

500000

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PMP

9771191

2013 2014

PgMP

PgMP1993: PMP was esteemed professional

2013: PMP is a necessity. Bare essential for a “Manager”

2015: PgMP is an esteemed professional

2025: PgMP is ….

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https://www.linkedin.com/pulse/pgmp-

overview-what-next-after-10-years-

experience-shailesh?trk=pulse_spock-

articles

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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http://www.pmi.org/Certification/Program-Management-Professional-PgMP.aspx



What is essential to pass PgMP in first attempt?

FundamentalsProgram management basicsGeneral management concepts

StandardsSPMv3, Examination Content Outline(ECO), Change management, PMBOKv5

Critical thinking skillsExam strategy – question analysis and answering strategy, reasoning skills, general process

ExperienceProject 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

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• 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 credentialStage-5: After Exam

3wks

2wks

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..2Program

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

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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

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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

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• 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

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Why Xprowin

Team of highly experienced consultants

Extensive experience of delivery in large

global organizationsGlobal 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

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• 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

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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 strategicobjectives.

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 PgMas early as possible

Program Plan (PP)

Program Roadmap

Program Charter


review


and approves/disa

pproves business case

Program Preparation Sub-PhaseAt 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)


and approves/disapproves PMP

After PMP is approved, the program moves to benefits

delivery!


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 visionStrategic fit, Outcomes, ScopeBenefits strategy, Assumptions and constraints, Components, Risks and issues, Timeline, Resources needed, stakeholder’s considerations, program governance

The BC is used to validate

initiation of 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 authority for 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-GOdecision

NO-GOdecision

NO-GOdecision

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 businessBenefits- activities include:

• Derive andprioritizecomponents• Derive benefitsmetrics• Establishbenefitsrealization planand monitoring• Map benefitsinto programplan

• Monitorcomponents• Maintainbenefits register• Report benefits

• Consolidatecoordinatedbenefits• Transfer theongoingresponsibility

• Monitorperformanceof benefits• Ensurecontinuedrealization ofbenefits

•Define the objectives and CFS for the Program,• Identify and quantify business benefits,• Develop meaningful metrics and KPI’s to measure the delivery ofActual and planned benefits,• Establish processes for measuring progress against the benefits plan, and• Create tracking and communications processes to record program progress andreport to stakeholders.

Continuous interaction with the other performance domains

This is an iterative & cyclical relationship

between these 2 activities to take

corrective actions

The business case connects theorganizational strategy and objectives to the program objectives and helps identify the level of investment andsupport 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 benefitsrealization plan is used

during the benefits delivery phase to verify that benefits

are being realized as planned.

The benefitsrealization plan is also used

to provide feedback to program stakeholders and the program governance

board to facilitate successfulbenefit 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 intendedrecipient.

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 architecturedefines the structure of the program components by identifying the relationships among the components and the rulesthat 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.

Atthis 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

receivingorganizations or functions are identified and

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 tothe 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.

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Question analysis

and answering

technique

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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

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PgMP Question pattern - Domainwise

1. Source: ECO – 2011

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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

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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

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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 !!

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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.

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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

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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

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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 CharterC. Benefits Realisation Plan

D. Benefits Register

build your ownOR

Refer to the SPMv3 Appendix X5 and glossary

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Answering strategy – ECO questionsECO 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

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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.

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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

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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

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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

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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

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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

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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

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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

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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 !!

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Other Resources

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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

https://www.linkedin.com/groups/6716431

http://www.linkedin.com/in/seangab

https://www.linkedin.com/pulse/pgmp-check-you-shailesh-gabhane-m-tech-mba-pgmp-pmp-?trk=mp-reader-card



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4/17/2016

PgMP journey strategy guide

Leadership & Management

Transcript of PgMP journey strategy guide