PgMP cheat sheet

A program is a group of related projects and subsidiary programs managed in a coordinated way to obtain benefits not available from managing them individually.

A program mandate is the formal authorization from a sponsor or executive to initiate a program and links the program to strategic objectives.

A program business case documents expected benefits, costs, risks, assumptions, and strategic fit used to justify investment.

The program charter authorizes the program manager and defines high-level scope, benefits, governance, and strategic alignment.

A portfolio is a collection of programs, projects, and operations managed as a group to achieve strategic objectives.

Benefits mapping links strategic goals to expected benefits and to the components that will deliver them.

Decision rule: if a program no longer supports organizational strategy, escalate for re-scoping, re-prioritization, or closure.

Program success is measured by realized benefits and strategic outcomes, not only by project deliverables completed.

The program life cycle spans definition, delivery, and closure, with phase gates controlling transition between phases.

The program definition phase produces the charter, roadmap, benefits plan, governance structure, and management plans.

The program delivery phase coordinates components, interdependencies, benefits realization, stakeholders, and governance.

The program closure phase transitions benefits, releases resources, archives records, and captures lessons learned.

A program roadmap is a time-based view of components and benefit milestones across the program life cycle.

A phase gate is a review at a phase boundary that confirms exit criteria are met before the next phase begins.

Rolling wave planning uses detailed plans for near-term work and high-level plans for later phases.

Decision rule: do not enter delivery until the charter, roadmap, benefits plan, and governance approvals are in place.

A benefit is a measurable outcome perceived as positive by stakeholders and is realized after deliverables are used.

A benefit is not the same as a deliverable; deliverables are outputs, while benefits are outcomes.

The benefits register records each benefit, owner, metric, baseline, target, realization date, and status.

The benefits realization plan defines how, when, by whom, and against which metrics benefits will be measured.

A benefit owner is accountable for realizing and sustaining the benefit, usually in the business or operations area.

A benefits dependency map links components to benefits and to strategic objectives.

Benefits transition is the handover of realized benefits to operations or a business owner for sustainment.

Decision rule: continue a component only while its contribution to benefits remains achievable and aligned.

A stakeholder is an individual or group affected by or able to affect the program, its deliverables, or its benefits.

The stakeholder register records roles, expectations, influence, interest, and current engagement level.

The power-interest grid classifies stakeholders; high-power and high-interest stakeholders are managed closely.

The salience model prioritizes stakeholders by power, legitimacy, and urgency.

The engagement assessment matrix compares current and desired engagement: unaware, resistant, neutral, supportive, leading.

The communication plan defines tailored messages, channels, frequency, and sender for stakeholder groups.

Decision rule: stakeholders with high power and high interest require active, ongoing engagement and escalation access.

External stakeholders such as regulators, communities, and suppliers are part of program stakeholder complexity.

Program governance is the framework of decision rights, policies, processes, oversight, and accountability for the program.

The program governance board or steering committee approves the charter, phase gates, major changes, and benefit decisions.

Governance sets direction and oversight; management executes delivery within delegated authority.

A stage gate review assesses progress, benefits, risks, and readiness before authorizing the next phase.

A change control board reviews and decides changes that affect baselines, scope, benefits, or strategic alignment.

An escalation threshold is a predefined limit beyond which an issue must be raised to the governance board.

A program audit is an independent review of compliance, controls, and progress toward benefits.

Decision rule: changes affecting benefits, baselines, or strategic objectives are escalated to the governance board.