PgMP Exam - All the Definitions and Terminologies You Need To Know

Hello guys, and in this video I'm going to show you all of the terms that you need to know for your upcoming PGMP certification. And for those of you who don't know, PGMP is the program management certification from PMI. It is the certification that you can get to once you finish your PMP. So here are all the definitions you need to know if you want to become a program manager. The first one is benefits, and what this means is that This is the gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program. Benefits management plan, the documented explanation defining the process for creating, maximizing, and sustaining the benefits provided by a program or project. Benefits analysis and planning phase, In this phase, you will establish the program benefits management plan and develop the benefits metrics and framework for monitoring and controlling both the component and the measurement of benefits within the program. Benefits delivery phase: in this phase, you will ensure that the program delivers the expected benefits as defined in the benefits management plan. Benefits identification phase. In this phase, you will analyze the available information about the organizational and business strategies, internal and external influences, and program drivers to identify and qualify the benefits that the program stakeholders are expected to realize. Benefit sustainment phase. Ongoing maintenance activities performed beyond the end of the program by receiving organizations to ensure continued generation of the improvements and outcomes delivered by the program. Benefits transition phase: program activities that ensure that benefits are transitioned to operational areas and can be sustained once they are transferred. Business case: this is a documented economic feasibility study used to establish validity of the benefits to be delivered by the program. Component: a project, subsidiary program, or other related activity conducted to support a program. Constraint: a factor that limits the options for managing a project, program, portfolio, or process. Enterprise environmental factors: these are conditions not under the immediate control of the team that can influence constrain, or direct the project, program, or portfolio. Performing organization: an enterprise whose personnel are the most directly involved in doing the work of the project or program. Phase gate: a review at the end of the phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program. Portfolio: projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolio management: the centralized management of one or more portfolios to achieve strategic objectives. Procurement management plan: this is a component of the program or project management plan that describes how a team will acquire goods and services from outside of the performing organization. Program— related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. Program activities— these are tasks and work conducted to support a program and which contribute throughout the program lifecycle. Program Benefit Management: processes that clarify the program's planned benefits and intended outcomes and processes for monitoring the program's ability to deliver against these benefits and outcomes. Program Benefit Management performance domain. So in this performance domain, you will define, create, maximize, and deliver the benefits provided by the program. Program change management: activities to plan for, monitor, control, and administer changes during the course of the program. Program charter: this is a document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and link the program to the organization's strategic objectives. Program closure phase: program activities necessary to transition program benefits to sustaining organization and formally close the program in a controlled manner. Program communication management involves all of the activities necessary for the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposal disposal of program information. Program definition phase: program activities conducted to authorize the program and develop the program roadmap required to achieve the expected results. Program delivery phase: program activities performed to produce the intended results of each component in accordance with the program management plan. Program financial framework. This is a high-level initial plan for coordinating available funding, determining constraints, and determining how funding is to be allocated. Program financial management. Activities related to identifying the program's financial sources and resources, integrating the budgets and program components, developing the overall budget of the program, and controlling cost during the program. Program governance— this is the framework, functions, and processes by which a program is monitored, managed, and supported in order to meet organizational strategic and operational goals. Program governance framework— this is the supporting structure around which the decision-making, supporting, and oversight practices are constructed, operated, and managed. Program governance performance domain: this is the performance domain that enables and performs program decision-making, establishes practices to support the program, and maintains program oversight. Program governance plan: this is a document that describes the systems and methods to be used to monitor, manage, and support support a given program and the responsibilities of specific roles for ensuring the timely and effective use of those systems and methods. Program information management— this includes all of the activities related to how the program's information assets are prepared, collected, organized, and secured. Program information management plan— this is a component of the program management plan that describes how the program's information assets will be prepared, collected, and organized. Program integration management— this includes all of the program activities conducted to identify, define, combine, unify, and coordinate multiple components within a program. Program lifecycle management— this involves managing all program activities related to program definition, program delivery, and program closure. Program lifecycle management performance domain. In this performance domain, you will manage program activities required to facilitate effective program definition, program delivery, and program closure. Program management. This is the application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control now available by managing program components individually. Program management information systems involves all of the tools used to collect, integrate, and communicate information critical for the effective management of one or more organizational programs. Program management office— this is a management structure that standardizes the program-related governance process and facilitates the sharing of resources, methodologies, tools, and techniques. Program management performance domain: complementary groups of related areas of activity or function that uniquely characterize and differentiate the activities found in one performance domain from the other within this full scope of the program management work. Program management plan: this is a document that integrates the program's subsidiary plans and establishes the management control and overall plan for integrating and managing the program's individual components. Program manager— this is a person authorized by the performing organization to lead the team or teams responsible for achieving program objectives. Program master schedule— this is an output of the schedule model and that logically links components, milestones, and high-level activities necessary to deliver program benefits. Program quality assurance— this includes all of the activities related to the periodical evaluation of overall program quality to provide confidence that the program will comply with relevant quality policies and standards. Program quality control: the monitoring of specific components or program deliverables and results to determine if they meet the quality requirements and lead to benefits realization. Program quality management: the activities of the performing organization that determine program quality policies, objectives, and responsibilities that the program will be successful. Program resource management: program activities that ensure all required resources— people, equipment, materials, etc.— are made available to the component managers to enable the delivery of the benefits of the program. Program schedule management: an activity to determine the order and timing of the components needed to produce a the program benefits, estimate the amount of time required to accomplish each one, identify significant milestones during the performance of the program, and document the outcomes of each milestone. Program risk— this is an uncertain event or condition that, if it was to occur, has a positive or a negative effect on the program. Program risk management: program activities related to actively identifying, monitoring, analyzing, accepting, mitigating, avoiding, or retiring program risks. Program risk register: this is a document in which risks are recorded together with the results of risk analysis and risk response planning. Program roadmap: A chronological representation of a program's intended direction that graphically depicts dependencies between major milestones and decision points and reflects the linkage between business strategy and the program work. Program scope management. This involves all of the activities that define, develop, monitor, control, and verify program scope. Program Stakeholder Engagement performance domain. This is the performance domain that identifies and analyzes stakeholder needs and manages their expectations and communications to foster stakeholder support. Program Strategy Alignment. This involves all of the activities associated with the integration and development of business strategies and organizational goals and objectives and the degree to which operations and performance meets stated organizational goals and objectives. Program strategy alignment performance domain: this is the performance domain that identifies program outputs and outcomes to provide benefits aligned with the organization's goals and objectives. Program steering committee: this is a group of participants representing various program-related interests with the purpose of supporting the program under its authority by providing guidance, endorsements, and approvals through the governance practice. This committee may also be referred to as the program governance board. A project— this is a temporary endeavor undertaken to create a unique product, service, or result. Project management— this is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Quality management plan. This is a component of the project or program management plan that describes how an organization's policies, procedures, and guidelines will be implemented to achieve the quality objectives. Risk management plan. This is a component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed. Schedule management plan— this is a component of the project or program management plan that establishes the criteria for developing, monitoring, and controlling the schedule. Scope management plan— this is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated. The sponsor or project sponsor is an individual or group that provides resources and support for the project, program, or portfolio and is accountable for ensuring and enabling its success. Lastly, we have stakeholder. A stakeholder is an individual, group, or organization that may affect or be affected by or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. And there you have it. These are all of the terminologies you will need to know for your upcoming PGMP exam. Now be sure to subscribe and follow us for more. Thank you so much. Thank you.