I

Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
gM

Lxam reparaLlon


SLudy Culde &
220 racLlce
CuesLlons & Answers




!ean Coulx, M, gM
MarLlal 8ellec, M, gM















II
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction


Sponsored by
PMGS
Tour Maine Montparnasse
33 Avenue du Maine
BP 31
Paris edex 1! "#A$% PA#IS, &!&!! "rance
'33 1 !( )1 *) !*
lebruary 2012 by !ean Coulx and MarLlal 8ellec.

All rights reserved. 1hese pages conLaln lnformaLlon abouL program managemenL maLerlal LhaL ls proLecLed
by copyrlghL laws. no parL of Lhls publlcaLlon may be reproduced, sLored ln a reLrleval sysLem, or LransmlLLed
ln any form or by any means: elecLronlc, mechanlcal, phoLocopylng, recordlng or any oLher, wlLhouL Lhe prlor
wrlLLen permlsslon of !ean Coulx and MarLlal 8ellec.

ro[ecL ManagemenL lnsLlLuLe The Standard for Program Management - Second LdlLlon, ro[ecL
ManagemenL lnsLlLuLe, lnc., 2008. CopyrlghL and all rlghLs reserved. MaLerlal from Lhls publlcaLlon has been
reproduced wlLh Lhe permlsslon of Ml.
ro[ecL ManagemenL lnsLlLuLe PgMP

Examination Content Outline, ro[ecL ManagemenL lnsLlLuLe, lnc., 2011.
CopyrlghL and all rlghLs reserved. MaLerlal from Lhls publlcaLlon has been reproduced wlLh Lhe permlsslon of
Ml.

lf you feel you have dlscovered an error when readlng Lhls sLudy gulde, please forward your remark Lo:
program.support@orange.fr




uepL legal lrance, levrler 2012.
lS8n : 978 - 2 - 7466 - 4167 - 9
rlnLed ln lrance by lu cllc, 23, lace uuguesclln, ulnAn, l8AnCL. lebruary 2012
III
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction

ontents
Preface ........................................................................................................................................... VII
Thanks and Acknowledgments ....................................................................................................... IX
Author Biographies ........................................................................................................................... X
New Examination ontent !utline ................................................................................................... "
#ationale of the Book ....................................................................................................................... "
Introduction ..................................................................................................................................... $
What is a program? ............................................................................................................................... 3
Role of the program manager ................................................................................................................ 3
The Day-to-day work of the program manager: ...................................................................................... 4
Do level skills of the program manager .................................................................................................. 4
!e level skills of the program manager .................................................................................................. 4
"ro#e$t vs. "rogram ............................................................................................................................... 4
"ortfolio vs. "rogram and "ro#e$t ........................................................................................................... %
&'ample "ra$ti$e ()estions ................................................................................................................... *
&'ample "ra$ti$e ()estions - +nswers .................................................................................................... ,
%omain I &trategic Program 'anagement ................................................................................... ""
-ntrod)$tion ........................................................................................................................................ ./
&'ample "ra$ti$e ()estions ................................................................................................................. .3
&'ample "ra$ti$e ()estions 0 +nswers ................................................................................................. .%
%omain II Program (ife )cle ...................................................................................................... "*
%omain II Program (ife )cle + &u,domain Initiating ................................................................ "-
-ntrod)$tion ........................................................................................................................................ .1
&'ample "ra$ti$e ()estions ................................................................................................................. .,
I+
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
&'ample "ra$ti$e ()estions 0 +nswers ................................................................................................. //
%omain II Program (ife )cle + &u,domain Planning ................................................................. ./
-ntrod)$tion ........................................................................................................................................ /4
&'ample "ra$ti$e ()estions ................................................................................................................. /2
&'ample "ra$ti$e ()estions - +nswers .................................................................................................. 33
%omain II Program (ife )cle + &u,domain Executing ................................................................ $.
-ntrod)$tion ........................................................................................................................................ 3/
&'ample "ra$ti$e ()estions ................................................................................................................. 34
&'ample "ra$ti$e ()estions - +nswers .................................................................................................. 32
%omain II Program (ife )cle + &u,domain ontrolling .............................................................. $0
-ntrod)$tion ........................................................................................................................................ 3,
&'ample "ra$ti$e ()estions ................................................................................................................. 4.
&'ample "ra$ti$e ()estions - +nswers .................................................................................................. 43
%omain II Program (ife )cle + &u,domain losing .................................................................... /1
-ntrod)$tion ........................................................................................................................................ 4%
&'ample "ra$ti$e ()estions ................................................................................................................. 42
&'ample "ra$ti$e ()estions - +nswers .................................................................................................. 4,
%omain III Benefits 'anagement ................................................................................................ 1"
-ntrod)$tion ........................................................................................................................................ %.
&'ample "ra$ti$e ()estions ................................................................................................................. %4
&'ample "ra$ti$e ()estions 0 +nswers ................................................................................................. %*
%omain IV &takeholder 'anagement ........................................................................................... 1-
-ntrod)$tion ........................................................................................................................................ %1
&'ample "ra$ti$e ()estions ................................................................................................................. *3
&'ample "ra$ti$e ()estions 0 +nswers ................................................................................................. */
%omain V 2o3ernance .................................................................................................................. 4/
+
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
-ntrod)$tion ........................................................................................................................................ *4
&'ample "ra$ti$e ()estions ................................................................................................................. **
&'ample "ra$ti$e ()estions - +nswers .................................................................................................. *,
Practice Test of "*5 6uestions ....................................................................................................... *"
4)idelines ........................................................................................................................................... 2.
Practice Test of "*5 6uestions 7 Answers .................................................................................... "1"
,
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
Aut-or Bio.rap-ies
Jean Gouix, PMP, PgMP
!ean [olned l8M's LelecommunlcaLlon producLs developmenL laboraLory, La Caude, lrance, ln
1968. Pe sLarLed as an lnformaLlcs englneer and moved Lo varlous managemenL poslLlons.
uurlng hls work wlLh l8M, he had Lhe opporLunlLy Lo hold several LelecommunlcaLlon pro[ecL
managemenL poslLlons, lnLernally Lo l8M, and also exLernally wlLh cusLomers such as
Mlchelln and A1&1 ln lrance and oLher Luropean counLrles. Pe also managed several
pro[ecLs wlLh banks and LelecommunlcaLlon operaLors ln Lurope and ln Lhe Mlddle LasL
before becomlng l8M Senlor pro[ecL manager. ln 2000, !ean became an lndependenL
consulLanL and professlonal Lralner ln pro[ecL and program managemenL. Pe has coached
and LaughL several hundred !unlor and Senlor pro[ecL managemenL pracLlLloners ln all
aspecLs of pro[ecL managemenL (fundamenLals, cosL and Llme, rlsks, M

exam preparaLlon, eLc.). !ean now also
Leaches program managemenL fundamenLals and prepares candldaLes for Lhe gM

examlnaLlon.
!ean has held several poslLlons as a volunLeer wlLh Ml: board member of Lhe Ml lrance-Sud chapLer, leader of Lhe
lrench 1ranslaLlon verlflcaLlon CommlLLee (lrench 1vC) for Lhe LranslaLlon of Lhe PMBOK

uide - 1hlrd LdlLlon from

Lngllsh Lo lrench, member of Lhe same commlLLee for Lhe PMBOK

uide - lourLh LdlLlon, member of Lhe Ml

Leadershlp lnsLlLuLe Advlsory Croup (LlAC) for Lhree successlve years, and ln 2007, he graduaLed from Lhe Ml
Leadershlp lnsLlLuLe MasLer Class. ln 1967, !ean recelved an englneerlng degree from Lcole Superleure d'LlecLrlclLe
(Supelec), arls, lrance. !ean recelved M

and gM

cerLlflcaLlons ln 1999 and 2010 respecLlvely.

Martial Bellec, PMP, PgMP
MarLlal [olned lrance 1elecom, Crange Labs ln 2003. Pe currenLly manages an lnnovaLlon
program ln wlrellne access neLworks, whose LoLal yearly manpower ls more Lhan 19000
worklng days. Pe supervlses several 8&u mulLldlsclpllnary pro[ecLs ln Lhe area of flber and
copper access sysLems, from concepLuallsaLlon down Lo provldlng operaLlonal supporL for
sysLems rollouL. MarLlal also provldes cusLomlzed coachlng servlces ln rogram ManagemenL
and gM

cerLlflcaLlon. revlously, MarLlal was head of Lhe ulglLal Pome neLworklng

8esearch program and pro[ecL Manager of lS1 l7 Cmega. Pe also ploneered Lhe sLandard
for convergenL dlglLal home neLworks, lLLL 1903.1. rlor Lo lrance 1elecom, MarLlal was
Lechnology manager wlLh 8enesas SemlconducLors, a MlLsublshl LlecLrlc and PlLachl Moblle
hone semlconducLor subsldlary, where he acLed as sysLem englneer for 3C plaLforms from a
core Lechnology perspecLlve. MarLlal has also managed 8&u pro[ecLs focused on saLelllLe seL
Lop box Lechnologles, uLC1 radlo, and radlo local loop sysLems wlLhln hlllps 8esearch and Sodlelec 1elecom.
Pe holds several paLenLs ln dlglLal communlcaLlons and has publlshed numerous papers for lLLL, L1Sl, and 3C. ln
2008, he was granLed Lhe Crange Labs 8esearch Award. MarLlal recelved an Lnglneerlng uegree from Lcole naLlonale
Superleure des 1elecommunlcaLlons, ln 8resL, 1987, lrance. MarLlal ls board member of Lhe Ml lrance ALlanLlc
chapLer and recelved M

and gM

cerLlflcaLlons ln 2010 and 2011 respecLlvely.
1
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
$e/ %xa0ination ontent 1utline
#ationale of t-e Boo2
Whlle golng Lhrough Lhe preparaLlon Lo pass our gM

cerLlflcaLlon, we were faced wlLh many doubLs,
quesLlons and ofLen suffered from a lack of solld and up Lo daLe maLerlal. Cf course, gM

candldaLes can
obLaln, from Lhe lnLerneL, or from professlonal Lralners, a wealLh of ouLsLandlng maLerlal, buL afLer havlng
flnally passed Lhrough Lhls long cerLlflcaLlon process, we came Lo Lhe concluslon LhaL someLhlng was mlsslng.
ln facL, when Laklng Lhe exam, we were qulLe surprlsed by Lhe facL LhaL we were noL really well prepared Lo
face mosL of Lhe quesLlons. Many of Lhem are scenarlo based, qulLe lengLhy, wlLh several valld answers. We
flnally concluded LhaL we passed Lhe exam noL only because we sLudled hard Lhe above menLloned maLerlal,
buL also answered lnsLlncLlvely" from our pasL professlonal experlence. Cur lnLlmaLe bellef ls LhaL Lhe exam
ls really abouL program managemenL, noL only from Lhe Ml

sLandards perspecLlve buL also from Lhe polnL

of vlew of pracLlcal experlence.
rogram managemenL ls very dlfferenL from pro[ecL managemenL, and much confuslon ls sLlll presenL ln
several areas, where we Leach, glve conferences, manage our programs ln our organlzaLlon, or slmply
lnformally meeL pro[ecL and program pracLlLloners, upper or execuLlve managemenL.
WlLh Lhls sLudy gulde, we would llke Lo conLrlbuLe Lo mlnlmlzlng Lhe rlsks" when Laklng Lhe exam by
exposlng candldaLes Lo quesLlons LhaL capLure boLh Lhe sLandards and Lhelr pracLlcal experlence.
As a resulL, we have developed Lhls sLudy gulde Lo help gM

candldaLes Lo prepare for Lhe new MulLlple
Cholce CuesLlonnalre (MCC) whlch becomes acLlve from early 2012. 1he MCC ls composed of 170 quesLlons
whlch are essenLlally scenarlo based, and address Lhe flve domalns deflned by Ml ln Lhe laLesL Examination
Content Outline, dated April 2011 as summarlzed ln Lhe followlng Lable:

Table 1 : The 9 (sub-) domains of the new Examination Content Outline
noLe: 1he number of quesLlons has been rounded Lo Lhe closesL lnLeger number
lor Lhe domalns/subdomalns, Lhe Examination Content Outline has ldenLlfled a LoLal of 72 Lasks and 126
knowledge and sklll sLaLemenLs whlch are consldered Lo be crlLlcal for program managers.
Domain Subdomain % of the exam Numbe of !uestions
I Strate.ic Pro.ra0 Mana.e0ent 1! 3!
4556 4&!6
Initiatin. ( 1*
plannin. 11 17
executin. 15 35
controllin. 1* 1&
closin. 3 !
III Benefits Mana.e0ent 11 17
I+ Sta2e-older Mana.e0ent 1( 3&
+ Governance 15 35
Total 1** 1&*
II Pro.ra0 8ife 9cle
3
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
ln Lhe exam, Lhe 170 quesLlons address Lhese domalns/subdomalns and relaLed Lasks.
1he auLhors of Lhls sLudy gulde have endeavoured Lo adhere Lo Lhls conLenL focus.
Te 220 !uestions of tis stud" guide a#e $een designed as follo%s&
: ! tutorial ;uestions for an introductor9 c-apter about pro.ra0 0ana.e0ent
: 5! tutorial ;uestions /-ic- are directl9 related to do0ains<subdo0ains defined in t-e PgMP

Examination Content Outline 3*11 and to The Standard for Program Management - Second
%dition 4/e call it =t-e standard> in t-is stud9 .uide6
: 1&* ;uestions /-ic- are 0ostl9 ?scenario based@ and capture t-e essence of t-e exa0A
These !uestions ha"e been ins#ied b$ ou #ofessional ex#eien%e as #o&am mana&es'
%oa%hes and tea%hes(
ln Lhe flrsL chapLer of Lhls book, a general presenLaLlon revlslLs Lhe fundamenLals of a program from boLh Lhe
standard and a pracLlcal experlence polnL of vlew. CLher book chapLers slmply follow Lhe (sub-) domalns as
descrlbed ln 1able 1, wlLh shorL summary and 3 LuLorlal quesLlons for each, followed by Lhelr answers.
1he 170 quesLlons are locaLed aL Lhe end of Lhe book and candldaLes are lnvlLed Lo aLLempL Lhem ln a slngle
4-hour sesslon, under acLual exam condlLlons. 1he 170 answers are Lhen glven afLerwards and for each of
Lhe posslble answers (1 correcL and 3 lncorrecL answers), a clear explanaLlon ls glven based on elLher Lhe
Standard for Program Management or on Lhe PgMP

Examination Content Outline, or on boLh.

We encourage you Lo read Lhe followlng PM'
(
pu$lications:
[1]. The Standard for Program Management- Second LdlLlon. ro[ecL ManagemenL lnsLlLuLe, lnc.
B3CA PMI Code of Ethics and Professional Conduct. ProDect Mana.e0ent Institute, IncA
B3CA Program Management Professional (PgMP)

Examination Content Outline. ProDect Mana.e0ent

Institute, IncA April 3*11A
B5CA The Standard for Portfolio Management - Second %dition. ProDect Mana.e0ent Institute, IncA
B!CA A Guide to t-e ProDect Mana.e0ent Bod9 of Eno/led.e (PMBO

!uide): "ourt- %dition.
ProDect Mana.e0ent Institute, IncA 3**)

1hroughouL Lhls book Lhese publlcaLlons wlll be referred Lo by Lhelr number beLween brackeLs. lor example,
[4, page 12] means The Standard for Portfolio Management - Second LdlLlon! page 12".

3
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
Introduction
F-at is a pro.ra0G
?A #o&am is a collection of proDects 0ana.ed in a coordinated /a9 to obtain benefits and
control not available fro0 0ana.in. t-e0 individuall9@ B1, section 1A3CA
A program musL contri$ute to te strategic #ision, goal, and mlsslon of Lhe performlng organlzaLlon. lL ls ofLen seen by
Lhe execuLlve managemenL as an efflclenL manner Lo lmplemenL key parLs of Lhe sLraLegy and Lransform Lhem lnLo
tactical goals.
A program fulflls lLs LacLlcal ob[ecLlves Lhanks Lo an integrated, $alanced and optimi)ed coordination approac. A
collecLlve pool of human resources, procuremenL sources, faclllLles or equlpmenL ls monlLored by means of a
cenLrallzed rogram ManagemenL lnformaLlon SysLem (PM'*). Chapel effecLs" are smooLhed by means of smarL
resource sharlng, whlle managemenL and conLrol follow te same rules and policies by means of a well esLabllshed
go#ernance sLrucLure.
A program needs a strong collecti#e #ision so LhaL lLs numerous sLakeholders all commlL Lo Lhe reallzaLlon and adopLlon
of Lhe pro[ecLed ouLcomes. Whlle program performance ls assessed by means of pre-esLabllshed meLrlcs,
communication Lowards sLakeholders ls planned and carefully Lallored Lo Lhe posslble avallable medla (ranglng from
lnLerpersonal relaLlonshlps Lhrough Lo modern lnLerneL Lools). 1hls ls Lhe mlnlmum requlremenL Lo ensure a smooLh
LranslLlon Lo operaLlons.
Speclal aLLenLlon ls pald Lo ris+s LhaL may [eopardlze Lhe LargeLed $enefits. rogram level rlsks musL be expllclLly
ldenLlfled, Lhelr lmpacLs musL be adequaLely evaluaLed and mlLlgaLed.
8ole of Lhe program manager
1he role of Lhe program manager ls noL Lo replace Lhe pro[ecL manager role, elLher enLlrely or parLly. 1he program
manager's naLural auLhorlLy wlll be galned Lhrough Lhelr senlor experlence, seLLlng up clear escalaLlon procedures whlle
addresslng whaLever lssues occur wlLh professlonallsm. When agreelng Lo ablde by 1he Pro#e$t Management %nstitute
Code of Ethi$s and Professional Condu$t [2], Lhe program manager addlLlonally commlLs Lo obllgaLlons of responslblllLy,
respecL, falrness and honesLy. As a manager, Lhelr responslblllLles are large and numerous, and a solld sLraLeglc
perspecLlve ls needed Lo accommodaLe Lhe day-Lo-day llfe of Lhe program, Lhelr moLLo ls tin+ *T,AT-G., not
TA/T'/*".
rogram managers are responslble for Lhe deflnlLlon of Lhe overall #ision and of Lhe program scope, ln coherence wlLh
Lhe strategic o$0ecti#es. 1hey have Lo deflne a comprehenslve roadmap explalnlng key program evenLs and o% and
%en Lhe lndlvldual beneflLs may conLrlbuLe Lo Lhose sLraLeglc ob[ecLlves. 1he overall program budgeL ls under Lhelr
control according to go#ernance rules, whlch wlll clearly sLaLe Lhe delegaLed level of Lhelr auLhorlLy wlLhln Lhe
program. MosL of Lhe Llme, Lhey wlll be responslble for preparlng ma[or declslons or arblLraLlons Lo be Laken by Lhe
governance board. rogram managers guaranLee LhaL changes are managed fairl" and uniforml" LhroughouL Lhe
program. ln order Lo maxlmlze program ouLcomes, Lhey always keep ln mlnd Lhe lnformal as well as clearly deflned
inter1dependencies $et%een pro0ects. rogram level rlsks and lssues are carefully reglsLered and monlLored whlle
pro[ecL level ones are lefL Lo pro[ecL Leams.
1helr prlmary goal ls Lo ensure sLakeholder saLlsfacLlon and ulLlmaLely Lo make sure LhaL $enefits are transferred to
operations ln a sustaina$le manner.
!1
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
Ho0ain III Benefits Mana.e0ent
Introduction
2um$er of !uestions in te exam: 11 = 13 !uestions ouL of a LoLal of 170 quesLlons.

Te Examination Content Outline descrlbes acLlvlLles relaLed Lo 'Benefits Management4 as:

Hefinin., creatin., 0axi0iIin., and sustainin. t-e benefits provided b9 pro.ra0s B3, pa.e 3CA
lL descrlbes 5 tas+s:
Hevelop t-e benefits realiIation plan
apture benefits opportunities t-rou.-out t-e pro.ra0 life c9cle
Hevelop a benefits sustain0ent plan
Monitor t-e 0etrics to 0aintain<i0prove benefits realiIation
Mana.e t-e proDects<pro.ra0 realiIation in order to 0axi0iIe benefits
Maintain t-e benefits re.ister and report benefits to sta2e-olders
Mana.e ris2s in relations-ip /it- benefits 0ana.e0ent, and ta2e t-e necessar9 preventive
or corrective actions
Hevelop transition plans to deliver and sustain benefits

The Standard for Program Management&
1he standard descrlbes Lhe relaLlonshlp beLween Lhe program llfe cycle and Lhe beneflLs managemenL llfe
cycle [1, page 20, secLlon 2.1.3]. lL ls lmporLanL Lo noLe LhaL acLlvlLles relaLed Lo beneflLs managemenL are
performed durlng each program llfe cycle phase. lor lnsLance:
- =Benefits identification> starts in =Pre:pro.ra0 preparations> and =Pro.ra0 initiation> p-ases,
- =Benefits anal9sis and plannin.> is part of =Pro.ra0 initiation> and of =Pro.ra0 setup> p-ases,
- =Benefits realiIation> is part of =Heliver9 of pro.ra0 benefits>,
- =Benefits transition> is part of =Pro.ra0 closure>A
1here ls no speclflc Benefit Program Management knowledge Area. AlLhough beneflLs managemenL ls a
core funcLlon of program managemenL, Lhe standard [1, page 263, secLlon 13.6] only speclfles 1 process
relaLed Lo beneflLs managemenL, whlch ls parL of Lhe Monitoring and controlling" process group, wlLh key
outputs:
Mana.e pro.ra0 benefits
o Benefits realization report
o Change requests

6igligts&
rograms are underLaken Lo creaLe B-2-7'T*. 1hls ls Lhe P,'MA,. reason Lo creaLe and manage programs.

!3
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction

7A8s&

9at is a $enefit:
1he standard deflnes Lhe word '$enefit' as:
=an opportunit9 t-at provides an advanta.e to an or.aniIation, suc- as increased profits, i0proved
operations, .ro/t-, or i0proved e0plo9ee 0orale> B1, .lossar9, pa.e 3*7CA
;o pro0ects also create $enefits:
1he answer ls clearly 'yes'. ro[ecL beneflLs are usually produced ln Lhe form of dellverables. 1hese
dellverables may be ralsed up Lo program level as ls", or aggregaLed LogeLher Lo produce a program-level
beneflL. ln mosL cases, programs are underLaken Lo produce beneflLs whlch are slgnlflcanLly larger Lhan
Lhose comlng from pro[ecLs alone [1, page 30, secLlon 2.3.1].

Are all $enefits measura$le:
1he answer should be 'yes'. Powever, lL ls someLlmes dlfflculL Lo measure cerLaln non Langlble beneflLs, such
as: company lmage, morale lmprovemenL. ln Lhese cases lnLervlews, polls, publlc oplnlon, eLc. should help Lo
provlde meLrlcs. 1here should be an efforL, ln any program, Lo deflne meLrlcs for Lhe planned beneflLs.

Are all $enefits deli#ered $efore te end of te program:
1he answer ls 'noL always'. ln mosL programs, beneflLs wlll be reallzed before Lhe end of Lhe program, buL ln
some cases, all or some beneflLs wlll only be reallzed afLer Lhe program ls concluded. lease also noLe LhaL,
ln some cases, all beneflLs may be dellvered aL Lhe same Llme (for example, for Lhe consLrucLlon of a blg
bulldlng).

9o identifies $enefits and %en:
8ecause programs are underLaken Lo provlde beneflLs Lo an organlzaLlon, planned beneflLs, aL leasL ma[or
ones, should be ldenLlfled very early ln Lhe program llfe cycle: Lhe program buslness case whlch 'puLs Lhe
program on Lrack' when lL ls accepLed, should conLaln Lhese expecLed beneflLs. 1he program mandaLe, Lhe
program charLer and Lhe program managemenL plan should Lhen be developed around Lhese ldenLlfled
beneflLs.
uurlng pre-program preparaLlons, Lhe program manager ls usually noL yeL known. 1herefore, planned
beneflLs wlll generally be ldenLlfled by oLher persons close Lo Lhe company sLraLegy (execuLlves, porLfollo
managers, sponsors, eLc.).
uurlng Lhe course of Lhe program, new opporLunlLles may appear and new beneflLs may emerge (Lx: new
cusLomer requesL, markeL change, envlronmenLal opporLunlLles, new organlzaLlons, eLc.). 1he program
manager should make every posslble efforL Lo Lransform Lhose opporLunlLles lnLo poslLlve resulLs for Lhe
performlng organlzaLlon.

!3
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
6o% do %e manage $enefits:
llrsL, beneflLs need Lo be ldenLlfled and logged ln Lhe $enefits register. 1hen, beneflLs should be !ualified.
key quesLlon: how much do Lhey conLrlbuLe Lo sLraLeglc ob[ecLlves? lL depends: very llLLle, Lo some exLenL, a
loL?
ro[ecLs LhaL conLrlbuLe Lo program beneflLs musL be ldenLlfled and Lhe responsi$ilit" for reali)ing Lhose
beneflLs musL be clearly asslgned. AddlLlonally, metrics should be deflned for each beneflL. rograms
generaLe outcomes (resulLs), and intermediate $enefits whlch conLrlbuLe Lo Lhe final expected $enefits.
Benefit models suc as $enefit mapping Lools can help Lhe program manager Lo ensure LhaL flnal beneflLs,
lnLermedlaLe beneflLs, program ouLcomes, pro[ecL dellverables, eLc. remaln saLlsfacLorlly lnLerdependenL
and 'allgned' durlng Lhe program llfe cycle. 1he $enefits reali)ation plan deLalls %en and o% planned
beneflLs wlll be achleved.
Te ma0or goal of program management is to ma+e sure tat $enefits are reali)ed as expected.
6o% do %e ma+e sure tat planned $enefits are reali)ed:
Program go#ernance provldes Lhe rlghL sLrucLure Lo Lrack Lhe beneflLs reallzaLlon over Lhe llfe of Lhe
program, Lhrough day-Lo-day program and pro[ecL managemenL acLlvlLles, phase-gaLe revlews, healLh
checks, audlLs, eLc.
1ools such as revlews and beneflLs reallzaLlon analysls help Lo manage program beneflLs.

6o% do %e measure $enefits reali)ation:
Benefits metrics help Lo undersLand Lhe exLenL of reallzed beneflLs. uevlaLlons from Lhe plan are reporLed
vla Lhe $enefits report.
ln addlLlon, lL ls of prlmary lmporLance Lo make sure LhaL beneflLs remaln allgned wlLh Lhe $usiness case
conLenL. 1hls ls also Lrue aL program closure.
9o is accounta$le for $enefits reali)ation:
Pro0ect deli#era$les conLrlbuLe Lo beneflLs. 1herefore, pro[ecL managers have Lhelr share of responslblllLy!
AddlLlonally, Lhe program manager ls responslble for maklng sure LhaL program outcomes conLrlbuLe Lo Lhe
reallzaLlon of Lhe beneflLs.
1he standard conslders LhaL Lhe sponsor ls ofLen ultimatel" responsi$le <accounta$le= for dellverlng
('LranslLlonlng') Lhe beneflLs Lo operaLlons or Lo Lhe CusLomer [1, page 233, secLlon 14.2.3.1).

!5
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
1he followlng llsL of sample quesLlons relaLed Lo 'Benefits management' wlll help you prepare for Lhe exam.
%xa0ple Practice Juestions
CuesLlon 1
.ou a#e managed a program and all planned $enefits a#e $een reali)ed %en te program ends. At te
start of te program, "ou de#eloped te $enefits reali)ation plan %ic %as te $aseline for te
management of $enefits. Te $oard %ants to ensure tat te program deli#ered te full $enefits for %ic
it %as created. At te end of te program, $enefits sould A>9A.* $e compared against tose promised
in&
a- 1he beneflLs reallzaLlon plan
b- 1he program charLer
c- 1he program buslness case
d- 1he porLfollo ob[ecLlves

CuesLlon 2
Te main purpose of a program is to reali)e $enefits tat are aligned %it a compan"?s strategic
o$0ecti#es. 'dentified $enefits ma" or ma" not $e easil" measura$le, $ut $enefits sould $e defined %it a
clear notion of impro#ement tat can $e trac+ed and anal")ed. As an example, a program $enefit for a
commercial compan" could $e identified as ?$igger profits?. 7rom te list of options, %ic one is >-A*T
clearl" stated as a $enefit:
a- lncreased markeL share
b- Lower manufacLurlng cosLs
c- lasLer producL dellvery
d- 8eLLer admlnlsLraLlve supporL

CuesLlon 3
.ou manage program @ %ic is composed of four pro0ects& A, B, / and ;. 7rom te $eginning of "our
program, "ou a#e $een extremel" sensiti#e to te fact tat program outcomes must generate $enefits
%ic are in line %it te strategic o$0ecti#es of "our compan". Te program is %ell under%a", $ut "ou
reali)e tat se#eral opportunities a#e emerged tat "our program could ta+e ad#antage of. .ou $elie#e
tat %it a fe% more resources added into te component pro0ects, more $enefits could $e generated.
.ou tin+ a$out %at "ou sould do in order to sei)e te opportunities for "our program. 9at %ill $e te
>-A*T useful action to ta+e:

!!
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
a- ?ou sLarL lnLervlewlng new people wlLh Lhe ob[ecLlve of lncreaslng Lhe slze of your pro[ecL Leams
b- ?ou Lalk Lo your sponsor abouL Lhese opporLunlLles ln order Lo have hls poslLlon
c- ?ou updaLe Lhe beneflLs reallzaLlon plan and dlsLrlbuLe lL Lo all key sLakeholders for advlce
d- ?ou ask LhaL Lhe buslness case of your program be updaLed and re-evaluaLed wlLh Lhe new opporLunlLles

CuesLlon 4
.ou manage program @ %ic is composed of four pro0ects& A, B, / and ;. 7rom te $eginning of "our
program, "ou a#e $een extremel" sensiti#e to te fact tat program outcomes must generate $enefits
%ic are in line %it te strategic o$0ecti#es of "our compan". Te program is %ell under%a", $ut "ou
reali)e tat se#eral opportunities a#e emerged tat "our program could ta+e ad#antage of. .ou $elie#e
tat %it a fe% more resources added into te component pro0ects, more $enefits could $e generated.
.ou tin+ a$out %at "ou sould do in order to sei)e te opportunities for "our program. 9at is te
'MM-;'AT- action "ou sould ta+e:
a- ?ou sLarL lnLervlewlng new people wlLh Lhe ob[ecLlve of lncreaslng Lhe slze of your pro[ecL Leams
b- ?ou Lell your sponsor LhaL your program wlll be updaLed Lo selze Lhese opporLunlLles
c- ?ou lnform key sLakeholders LhaL your program wlll lnclude Lhese opporLunlLles
d- ?ou ask LhaL Lhe buslness case of your program be updaLed and re-evaluaLed wlLh Lhe new opporLunlLles

CuesLlon 3
.ou %or+ for construction compan" AB/ for %ic "ou a#e $een managing a program o#er te last four
"ears. Te main product generated $" te program is a ospital %ic %ill $ring lots of $enefits to te
communit". According to te plan, most $enefits %ill occur onl" after te program is completed. .ou are
currentl" in te closing pase of te program. 'n order to re!uest formal closure acceptance from te
program steering committee, "ou prepare te program transition plan. Te steering committee %ants to
understand %at t"pe of guarantee %ill $e included in te transition plan in order to ma+e sure tat
$enefits %ill $e sustained %en te ospital is operational. 9at t"pe of guarantee is 2AT related to
$enefits sustainment:
a- 1he CusLomer has an approprlaLe supporL organlzaLlon for Lhe hosplLal
b- Company A8C supporL organlzaLlon ls well Lralned Lo undersLand hosplLal supporL requlremenLs
c- Company A8C supporL organlzaLlon undersLands when and how updaLes should be made Lo Lhe hosplLal
d- Company A8C program resources are properly redeployed when Lhe program ls over

!(
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
%xa0ple Practice Juestions K Ans/ers

CuesLlon 1
a- no! 1he beneflLs reallzaLlon plan descrlbes when and how planned beneflLs wlll be reallzed. b- no!
1he program charLer lLself ls based upon Lhe buslness case. 1he buslness case ls an lnpuL Lo Lhe "lnlLlaLe
program" process, and Lhe charLer ls an ouLpuL from Lhls process. c1 /orrectB -xpected $enefits are deri#ed
from te program $usiness case and must remain in line %it tat $usiness case until te end of te
program. d- no! orLfollo ob[ecLlves do noL descrlbe planned program beneflLs.
PgMP

Examination Content Outline &'(( / 8eneflLs ManagemenL - 1ask 1 and standard page 31, secLlon
2.3.1

CuesLlon 2
a- Wrong answer! 'lncreased markeL share' ls a beneflL whlch can be measured and Lracked. b- Wrong
answer! 'Lower manufacLurlng cosLs' ls a beneflL whlch can be measured and Lracked. c- Wrong answer!
'lasLer producL dellvery' ls a beneflL whlch can be measured and Lracked. d1 /orrectB ?Better
administrati#e support? does not mean tat muc. 't %ill actuall" $e difficult to trac+ and anal")e. .ou
need to $e more specific. Ater ans%ers can $e trac+ed and anal")ed.
The Standard for Program Management, Clossary page 309, secLlon 3. ueflnlLlons

CuesLlon 3
a1 /orrect ans%erB Tis is te %orst option. Muc too earl"! b- no! 1hls ls a valld acLlon. lL ls always good
Lo lnform, and geL advlce from your sponsor. c- no! 1hls ls a valld acLlon. lL ls always good Lo lnform, and geL
advlce from key sLakeholders. d- no! 1hls ls a valld acLlon. ln facL, Lhe buslness case of your program wlll
need Lo be updaLed and valldaLed wlLh Lhe new opporLunlLles, before decldlng Lo proceed or noL.
PgMP

Examination Content Outline &'(( / 8eneflLs ManagemenL - 1ask 2

CuesLlon 4
a- no! ?ou are golng Loo fasL! ?ou don'L yeL have Lhe agreemenL Lo geL new people. b- no! ?ou are golng
Loo fasL! ?ou should dlscuss lL wlLh your sponsor, buL don'L Lell Lhem yeL LhaL your program wlll be updaLed,
lL's Loo soon! c- no! 1hls ls Loo early. ?ou may lnform key sLakeholders abouL Lhe posslblllLy of lncludlng
Lhese opporLunlLles, buL lL ls only a posslblllLy. d1 /orrect ans%erB Tis is te $est action to ta+e. Te
$usiness case of "our program %ill need to $e updated and #alidated %it te ne% opportunities, $efore
deciding to proceed or not.
PgMP

Examination Content Outline &'(( / 8eneflLs ManagemenL - 1ask 2

!&
Jean Gouix and Martial Bellec, not for distribution, sale or reproduction
CuesLlon 3
a- no! 1here should be an approprlaLe cusLomer supporL organlzaLlon aL LranslLlon Llme. b- no! SupporL
sLaff musL be well Lralned aL LranslLlon Llme. c- no! SupporL sLaff musL be able Lo undersLand whaL Lhe
planned changes Lo Lhe producL are ln order Lo make sure LhaL Lhe CusLomer wlll be able Lo supporL Lhe
updaLed producL. d1 /orrect ans%erB ,edeplo"ment of program resources is not related to $enefits
sustainment.
PgMP

Examination Content Outline &'(( / 8eneflLs ManagemenL - 1ask 8 and standard page 31, secLlon
2.3.