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Number of Questions: 170 multiple-choice questions (150 scored- 20 unscored pretest questions)
Duration: 240 minutes (4 hours)
Delivery Method: Computer-based testing (CBT) at authorized Pearson VUE centers or online proctored
Languages: English- Chinese (Simplified)
Passing Score: Not publicly disclosed by PMI (determined by psychometric analysis; typically requires 70-75% correct on scored questions- but confirm via official PMI resources)
Attempts Allowed: Up to 3 attempts within one year of application approval

Domain I - Strategic Program Alignment

- Perform an initial program exam by defining the program objectives- requirements- and risks to ensure program alignment with the organizations strategic plan- objectives- priorities- vision- and mission statement.
- Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor.
- Define the high-level road map and financial framework to set a baseline for program definition- planning- and execution.
- Define the program mission statement by evaluating the stakeholders concerns and expectations to establish program direction.
- Evaluate the programs business case to develop- validate- and assess the program objectives- priority- feasibility- readiness- and alignment with the organizations strategic plan.
- Analyze the available information about organizational and business strategies- internal and external influences- and program drivers to identify and quantify the benefits that program stakeholders expect to realize using research methods such as market analysis and high-level cost-benefit analysis to develop the preliminary program scope and define the benefits realization plan.
- Estimate the high-level financial framework and nonfinancial benefits of the program to obtain/maintain funding authorization and drive prioritization of projects within the program.
- Evaluate program objectives relative to regulatory and legal constraints- social impacts- sustainability- cultural considerations- political climate- and ethical concerns to ensure stakeholder alignment and program deliverability.
- Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs- milestone schedule- and benefits to receive authorization to initiate the program.
- Identify and evaluate integration opportunities and needs (for example- human capital and human resource requirements and skill sets- facilities- finance- assets- processes- and systems) within program activities and operational activities to align and integrate benefits within or across the organization.
- Exploit strategic opportunities for change to maximize the realization of benefits.

Domain II - Program Life Cycle Management

- Develop the program charter consisting of the program scope- assumptions- constraints- high-level risks- high-level benefits and their realization- timing- key stakeholders- outcomes- resource allocation- and other provisions that tie the program to the business case- thereby enabling strategic alignment using input from all stakeholders to initiate and design program and benefits.
- Translate strategic objectives into high-level program scope statements by negotiating with stakeholders- including sponsors/steering committee- to create a program scope description.
- Develop a program roadmap using the goals and objectives of the program- applicable historical information- and other available resources (for example- work breakdown structure (WBS)- scope statements- and benefits realization plan) to align the program with the strategy- and manage the expectations of stakeholders- including sponsors/steering committee.
- Develop a responsibility assignment matrix by identifying and assigning program roles and responsibilities to build the program management core team and differentiate between the program and project resources.
- Define standard measurement criteria- including key performance indicators- for success and review points for all constituent projects/components by analyzing stakeholder expectations and requirements across the constituent projects/components to monitor and control the program.
- Conduct program kick-off with key stakeholders by holding meetings to familiarize the organization with the program and obtain stakeholder buy-in.
- Develop a detailed program scope statement by incorporating the program vision and all internal and external objectives- goals- influences- and variables to facilitate overall planning.
- Develop program WBS to determine- plan- and assign the program tasks and deliverables.
- Establish the program management plan and schedule by integrating plans for constituent projects/components and creating plans for supporting program functions (for example- quality- risk- communication- and resources) to effectively forecast- monitor- and identify variances during program execution.
- Optimize the program management plan by identifying- reviewing- and leveling resource requirements (for example- human resources- materials- equipment- facilities- and finance) to gain efficiencies and maximize productivity/synergies among constituent projects/components.
- Define project/program management information system (PMIS) by selecting tools and processes to share knowledge- intellectual property- and documentation across constituent projects/components to maximize synergies- savings- and benefits realization per the governance framework.
- Identify and manage unresolved project-level issues by establishing a monitoring and escalation mechanism and selecting a course of action consistent with program constraints and objectives to achieve program benefits realization.
- Develop the benefits management plan including benefits integration- transition- and sustainment by defining exit criteria to ensure all administrative- commercial- and contractual obligations are met upon program completion.
- Develop key performance indicators (KPIs) by using decomposition/mapping to manage the program and implement a scope and quality management system within the program.
- Monitor human resources for program and project roles- including subcontractors- and identify opportunities to improve team motivation (for example- develop compensation- incentive- and career alignment plans) and negotiate contracts to meet and/or exceed benefits realization objectives.
- Charter and initiate constituent projects/components by assigning project managers and allocating appropriate resources to achieve program objectives.
- Establish consistency by deploying governance framework- uniform standards- resources- infrastructure- tools- and processes to enable informed program decision-making.
- Establish a communication feedback plan and reporting process to capture lessons learned and the teams experiences throughout the program.
- Lead human resource functions by training- coaching- mentoring- and recognizing the team to improve team engagement and achieve commitment to the programs goals.
- Review project managers performance in executing the project per the project plan to maximize their contribution to achieving program goals.
- Execute the appropriate program management plans (for example- quality- risk- communication- resourcing) using the tools identified in the planning phase and by auditing the results to ensure the program outcomes are aligned with the strategy and deliver anticipated benefits.
- Consolidate project and program data using predefined program plan reporting tools and methods to monitor and control the program performance and communicate to stakeholders.
- Evaluate the programs status to monitor and control the program while maintaining current program information.
- Approve closure of constituent projects/components upon completion of defined deliverables to ensure scope is compliant with the functional overview.
- Analyze variances and trends in costs- schedule- quality- and risks by comparing actual and forecast to planned values to identify corrective actions or opportunities.
- Update program plans by incorporating corrective actions to ensure program resources are employed effectively to meet program objectives and deliver program benefits.
- Manage program-level issues (for example- human resource management- financial- technology- scheduling) by identifying and selecting a course of action consistent with program scope- constraints- and objectives to achieve program benefits.
- Manage changes per the change management plan to control scope- quality- schedule- cost- contracts- risks- and rewards to achieve program benefits.
- Conduct impact exams for program changes and recommend decisions to obtain approval per the governance framework.
- Manage risk per the risk management plan to ensure benefits realization.
- Complete a program performance analysis report by comparing actual values to planned values for scope- quality- cost- schedule- and resource data to determine program performance.
- Conduct program closure within the boundaries of the governance framework.
- Execute the transition and close-out of the program and all constituent projects and/ or components (for example- perform administrative and PMIS program closure- archive program documents and lessons learned- and transfer ongoing activities to the functional organization) to transition program benefits and meet program objectives and/or ongoing operational sustainability.
- Conduct the post-review meetings by presenting the program performance reports to obtain feedback and capture lessons learned.
- Report lessons learned and best practices observed and archive to the knowledge repository to support future programs and organizational improvement.

Domain III - Benefits Management

- Develop the benefits realization plan and its measurement criteria to set the baseline for the program and communicate to stakeholders- including sponsors /steering committee.
- Identify and capture synergies and efficiencies identified throughout the program life cycle to update and communicate the benefits realization plan to stakeholders- including sponsors /steering committee.
- Develop a sustainment plan that identifies the processes- measures- metrics- and tools necessary for the management of benefits beyond the completion of the program to ensure the continued realization of intended benefits.
- Monitor the metrics (for example- by forecasting- analyzing variances- developing “what if” scenarios and simulations- and utilizing causal analysis) to take corrective actions in the program and maintain and/or potentially improve benefits realization.
- Verify that the close- transition- and integration of constituent projects /components and the program meet or exceed the benefit realization criteria to achieve the programs strategic objectives.
- Maintain benefits register and record program progress to report the benefit to stakeholders via the communications plan.
- Analyze and update the benefits realization and sustainment plans for uncertainty- risk identification- risk mitigation- and risk opportunity to determine if corrective actions are necessary and communicate to stakeholders.
- Develop a transition plan to operations to guarantee the sustainment of products and benefits delivered by the program.

Domain IV - Stakeholder Engagement

- Identify stakeholders- including sponsors/steering committee- and create the stakeholder matrix to document their position relative to the program.
- Perform stakeholder analysis through historical analysis- personal experience- interviews- knowledge base- review of formal agreements (for example- request for proposal (RFP)- request for information (RFI)- contracts)- and input from other sources to create the stakeholder engagement plan.
- Negotiate the support of stakeholders- including sponsors/steering committee- for the program while setting clear expectations and acceptance criteria (for example- KPIs) for the program benefits to achieve and maintain their alignment with the program objectives.
- Generate and maintain visibility for the program and confirm stakeholder support to achieve the programs strategic objectives.
- Define and maintain communications adapted to different stakeholders- including sponsors/steering committee- to ensure their support for the program.
- Evaluate risks identified by stakeholders- including sponsors/steering committee- and incorporate them in the program risk management plan- as necessary.
- Develop and foster relationships with stakeholders- including sponsors/steering committee- to improve communication and enhance their support for the program.


Domain V - Governance

- Develop program and project management standards and structure (governance- tools- finance- and reporting) using industry best practices and organizational standards to drive efficiency and consistency among projects and deliver program objectives.
- Select a governance framework structure including policies- procedures- and standards that conforms program practices with the organizations governance structure to deliver program objectives consistent with organizational governance requirements.
- Obtain authorization(s) and approval(s) through stage gate reviews by presenting the program status to governance authorities to proceed to the next phase of the program.
- Evaluate key performance indicators (for example- risks- financials- compliance- quality- safety- and stakeholder satisfaction) to monitor benefits throughout the program life cycle.
- Develop and/or utilize the program management information system)- and integrate different processes as needed- to manage program information and communicate status to stakeholders.
- Regularly evaluate new and existing risks that impact strategic objectives to present an updated risk management plan to the governance board for approval.
- Establish escalation policies and procedures to ensure risks are handled at the appropriate level.
- Develop and/or contribute to an information repository containing program-related lessons learned- processes- and documentation contributions to support organizational best practices.
- Identify and apply lessons learned to support and influence existing and future programs or organizational improvement.
- Monitor the business environment- program functionality requirements- and benefits realization to ensure the program remains aligned with strategic objectives.
- Develop and support the program integration management plan to ensure operational alignment with program strategic objectives.