PgMP get - PgMP Updated: 2024
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PgMP PgMP
I. Strategic Program Management (11 tasks) 15%
II. Program Life Cycle (35 tasks) 44%
- Initiating (6 tasks) 6%
- Planning (9 tasks) 11%
- Executing (9 tasks) 14%
- Controlling (6 tasks) 10%
- Closing (5 tasks) 3%
III. Benefits Management (8 tasks) 11%
IV. Stakeholder Management (7 tasks) 16%
V. Governance (11 tasks) 14%
Task 1
Perform an initial program assessment by defining the program objectives, requirements, and risks in order to ensure program
alignment with the organizations strategic plan, objectives, priorities, vision, and mission statement.
Task 2
Establish a high-level road map with milestones and preliminary estimates in order to obtain initial validation and approval from the executive sponsor.
Task 3
Define the high-level road map/framework in order to set a baseline for program definition, planning, and execution.
Task 4 Define the program mission statement by evaluating the stakeholders concerns and expectations in order to establish program direction.
Task 5
Evaluate the organizations capability by consulting with organizational leaders in order to develop, validate, and assess the
program objectives, priority, feasibility, readiness, and alignment to the organizations strategic plan.
Task 6
Identify organizational benefits for the potential program using research methods such as market analysis and high-level cost-benefit analysis in order to develop the preliminary program scope and define benefits realization plan.
Task 7
Estimate the high level financial and nonfinancial benefits of the program in order to obtain/maintain funding authorization and drive prioritization of projects within the program.
Task 8
Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns in order to ensure stakeholder alignment and program deliverability.
Task 9
Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone
schedule and benefits in order to receive authorization to initiate the program.
Task 10
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 in order to align and integrate benefits within or across the organization.
Knowledge specific to Domain 1
(*Indicates knowledge is found in one other domain, shown in parentheses)
Business strategy
Business/organization objectives* (V)
Economic forecasting
Feasibility analysis
Financial measurement and management techniques
Funding models
Funding processes
Intellectual property laws and guidelines
Legal and regulatory requirements
Marketing
Portfolio management
Program and constituent project charter development* (II)
Program mission and vision
Public relations* (IV)
Requirement analysis techniques
Scenario analysis
Strategic planning and analysis* (II)
System implementation models and methodologies
Trend analysis
Task 1 Develop program charter using input from all stakeholders, including
sponsors, in order to initiate and design program and benefits.
Task 2 Translate strategic objectives into high-level program scope
statements by negotiating with stakeholders, including sponsors, in
order to create a program scope description.
Task 3 Develop a high-level milestone plan using the goals and objectives of
the program, applicable historical information, and other available
resources (for example, work breakdown structure (WBS), scope
statements, benefits realization plan) in order to align the program with
the expectations of stakeholders, including sponsors.
Task 4 Develop an accountability matrix by identifying and assigning program
roles and responsibilities in order to build the core team and to
differentiate between the program and project resources.
Task 5 Define standard measurement criteria for success for all constituent
projects by analyzing stakeholder expectations and requirements
across the constituent projects in order to monitor and control the
program.
Task 6 Conduct program kick-off with key stakeholders by holding meetings
in order to familiarize the organization with the program and obtain
stakeholder buy-in.
Task 7 Develop a detailed program scope statement by incorporating program
vision and all internal and external objectives, goals, influences, and
variables in order to facilitate overall planning.
Task 8 Develop program WBS in order to determine, plan, and assign the
program tasks and deliverables.
Task 9 Establish the program management plan and schedule by integrating
plans for constituent projects and creating plans for supporting
program functions (for example, quality, risk, communication,
resources) in order to effectively forecast, monitor, and identify
variances during program execution.
Task 10 Optimize the program management plan by identifying, reviewing, and
leveling resource requirements (for example, human resources,
materials, equipment, facilities, finance) in order to gain efficiencies
and maximize productivity/synergies among constituent projects.
Task 11 Define project management information system (PMIS) by selecting
tools and processes to share knowledge, intellectual property, and
documentation across constituent projects in order to maximize
synergies and savings in accordance with the governance model.
Task 12 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 in order to achieve
program benefits.
Task 13 Develop the transition/integration/closure plan by defining exit criteria
in order to ensure all administrative, commercial, and contractual
obligations are met upon program completion.
Task 14 Develop key performance indicators (KPIs) by using decomposition/
mapping/ balanced score card (BSC) in order to implement scope and
quality management system within program.
Task 15 Monitor key human resources for program and project roles, including
subcontractors, and identify opportunities to Boost team motivation
(for example, develop compensation, incentive, and career alignment
plans) and negotiate contracts in order to meet and/or exceed benefits
realization objectives.
Task 16 Charter and initiate constituent projects by assigning project
managers and allocating appropriate resources in order to achieve
program objectives.
Task 17 Establish consistency by deploying uniform standards, resources,
infrastructure, tools, and processes in order to enable informed
program decision making.
Task 18 Establish a communication feedback process in order to capture
lessons learned and the teams experiences throughout the program.
Task 19 Lead human resource functions by training, coaching, mentoring, and
recognizing the team in order to Boost team engagement and
achieve commitment to the programs goals.
Task 20 Review project managers performance in executing the project in
accordance with the project plan in order to maximize their
contribution to achieving program goals.
Task 21 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 in order to ensure the
program outcomes meet stakeholder expectations and standards.
Task 22 Consolidate project and program data using predefined program plan
reporting tools and methods in order to monitor and control the
program performance and communicate to stakeholders.
Task 23 Evaluate the programs status in order to monitor and control the
program while maintaining current program information.
Task 24 Approve closure of constituent projects upon completion of defined
deliverables in order to ensure scope is compliant with the functional
overview.
Task 25 Analyze variances and trends in costs, schedule, quality, and risks by
comparing genuine and forecast to planned values in order to identify
corrective actions or opportunities.
Task 26 Update program plans by incorporating corrective actions to ensure
program resources are employed effectively in order to meet program
objectives.
Task 27 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 in order to achieve program benefits.
Task 28 Manage changes in accordance with the change management plan in
order to control scope, quality, schedule, cost, contracts, risks, and
rewards.
Task 29 Conduct impact assessments for program changes and recommend
decisions in order to obtain approval in accordance with the
governance model.
Task 30 Manage risk in accordance with the risk management plan in order to
ensure benefits realization.
Task 31 Complete a program performance analysis report by comparing final
values to planned values for scope, quality, cost, schedule, and
resource data in order to determine program performance.
Task 32 Obtain stakeholder approval for program closure in order to initiate
close-out activities.
Task 33 Execute the transition and/or close-out of all program and constituent
project plans (for example, perform administrative and PMIS program
closure, archive program documents and lessons learned, and transfer
ongoing activities to functional organization) in order to meet program
objectives and/or ongoing operational sustainability.
Task 34 Conduct the post-review meeting by presenting the program
performance report in order to obtain feedback and capture lessons
learned.
Task 35 Report lessons learned and best practices observed and archive to the
knowledge repository in order to support future programs and
organizational improvement
Knowledge Specific to Domain 2
(*Indicates knowledge is found in one other domain, shown in parentheses)
Benchmarking
Closeout plans, procedures, techniques and policies* (5)
Decomposition techniques (for example, work breakdown structure (WBS))
Financial closure processes* (V)
Logistics management
Performance and quality metrics* (III)
Phase gate reviews* (V)
Procurement management
Product/service development phases
Program and constituent project charter development* (I)
Program and project change requests* (V)
Program initiation plan
Program management plans
Quality control and management tools and techniques
Resource estimation (human and material)
Resource leveling techniques
Root cause analysis
Schedule management, techniques, and tools
Scope management
Service level agreements
Statistical analysis* (V)
Strategic planning and analysis* (I)
SWOT analysis
Talent evaluation
Team competency assessment techniques
Training methodologies* (IV)
Task 1 Develop the benefits realization plan and its measurement criteria in
order to set the baseline for the program and communicate to
stakeholders, including sponsors.
Task 2 Identify and capture synergies and efficiencies identified throughout
the program life cycle in order to update and communicate the
benefits realization plan to stakeholders, including sponsors.
Task 3 Develop a sustainment plan that identifies the processes, measures,
metrics, and tools necessary for management of benefits beyond the
completion of the program in order to ensure the continued realization
of intended benefits.
Task 4 Monitor the metrics (for example, by forecasting, analyzing variances,
developing “what if” scenarios and simulations, and utilizing causal
analysis) in order to take corrective actions in the program and
maintain and/or potentially Boost benefits realization.
Task 5 Verify that the close, transition, and integration of constituent projects
and the program meet or exceed the benefit realization criteria in order
to achieve programs strategic objectives.
Task 6 Maintain a benefit register and record program progress in order to
report the benefit to stakeholders via the communications plan.
Task 7 Analyze and update the benefits realization and sustainment plans for
uncertainty, risk identification, risk mitigation, and risk opportunity in
order to determine if corrective actions are necessary and
communicate to stakeholders.
Task 8 Develop a transition plan to operations in order to guarantee
sustainment of products and benefits delivered by the program.
Knowledge Specific to Domain III
(*Indicates knowledge is found in one other domain, shown in parentheses)
Benefit optimization
Business value measurement
Decision tree analysis
Maintenance and sustainment of program benefits post delivery
Performance and quality metrics* (II)
Program transition strategies
Task 1 Identify stakeholders, including sponsors, and create the stakeholder
matrix in order to document their position relative to the program.
Task 2 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 in order to create the
stakeholder management plan.
Task 3 Negotiate the support of stakeholders, including sponsors, for the
program while setting clear expectations and acceptance criteria (for
example, KPIs) for the program benefits in order to achieve and
maintain their alignment to the program objectives.
Task 4 Generate and maintain visibility for the program and confirm
stakeholder support in order to achieve the programs strategic
objectives.
Task 5 Define and maintain communications adapted to different
stakeholders, including sponsors, in order to ensure their support for
the program.
Task 6 Evaluate risks identified by stakeholders, including sponsors, and
incorporate them in the program risk management plan, as necessary.
Task 7 Develop and foster relationships with stakeholders, including
sponsors, in order to Boost communication and enhance their
support for the program.
Knowledge Specific to Domain IV
(*Indicates knowledge is found in one other domain, shown in parentheses)
Customer relationship management
Customer satisfaction measurement
Expectation management
Public relations* (I)
Training methodologies* (II)
Task 1 Develop program and project management standards and structure
(governance, tools, finance, and reporting) using industry best
practices and organizational standards in order to drive efficiency and
consistency among projects and deliver program objectives.
Task 2 Select a governance model structure including policies, procedures,
and standards that conforms program practices with the
organizations governance structure in order to deliver program
objectives consistent with organizational governance requirements.
Task 3 Obtain authorization(s) and approval(s) through stage gate reviews by
presenting the program status to governance authorities in order to
proceed to the next phase of the program.
Task 4 Evaluate key performance indicators (for example, risks, financials,
compliance, quality, safety, stakeholder satisfaction) in order to
monitor benefits throughout the program life cycle.
Task 5 Develop and/or utilize the program management information system),
and integrate different processes as needed, in order to manage
program information and communicate status to stakeholders.
Task 6 Regularly evaluate new and existing risks that impact strategic
objectives in order to present an updated risk management plan to the
governance board for approval.
Task 7 Establish escalation policies and procedures in order to ensure risks
are handled at the appropriate level.
Task 8 Develop and/or contribute to an information repository containing
program-related lessons learned, processes, and documentation
contributions in order to support organizational best practices.
Task 9 Identify and apply lessons learned in order to support and influence
existing and future program or organizational improvement.
Task 10 Monitor the business environment, program functionality
requirements, and benefits realization in order to ensure the program
remains aligned with strategic objectives.
Task 11 Develop and support the program integration management plan in
order to ensure operational alignment with program strategic
objectives.
Knowledge Specific to Domain V
(*Indicates knowledge is found in one other domain, shown in parentheses)
Archiving tools and techniques
Business/organization objectives* (I)
Closeout plans, procedures, techniques and policies* (II)
Composition and responsibilities of the program management office (PMO)
Financial closure processes* (II)
Go/no-go decision criteria
Governance models
Governance processes and procedures
Metrics definition and measurement techniques
Performance analysis and reporting techniques (for example, earned value analysis (EVA))
Phase gate reviews* (II)
Program and project change requests* (II)
Statistical analysis* (II)
Benefits measurement and analysis techniques
Brainstorming techniques
Budget processes and procedures
Business environment
Business ethics
Business models, structure, and organization
Change management
Coaching and mentoring techniques
Collaboration tools and techniques
Communication tools and techniques
Conflict resolution techniques
Contingency planning
Contract negotiation/administration
Contract types
Cost-benefit techniques
Cost management
Cultural diversity/distinctions
Data analysis/data mining
Decision-making techniques
Emotional intelligence
Human resource management
Impact assessment techniques
Industry and market knowledge
Information privacy
Knowledge management
Leadership theories and techniques
Management techniques
Motivational techniques
Negotiation strategies and techniques
Organization strategic plan and vision
Performance management techniques (for example, cost and time, performance against objectives)
Planning theory, techniques, and procedures
PMI Code of Ethics and Professional Conduct
Presentation tools and techniques
Problem-solving tools and techniques
Project Management Information Systems (PMIS)
Reporting tools and techniques
Risk analysis techniques
Risk management
Risk mitigation and opportunities strategies
Safety standards and procedures
Social responsibility
Succession planning
Sustainability and environmental issues
Team development and dynamics Active listening
Analytical thinking
Capacity planning
Communicating
Critical thinking
Customer centricity/client focus
Distilling and synthesizing requirements
Employee engagement
Executive-level presentation
Facilitation
Innovative thinking
Interpersonal interaction and relationship management
Interviewing
Leveraging opportunities
Managing expectations
Managing virtual/multicultural/remote/global teams
Maximizing resources/achieving synergies
Negotiating/persuading/influencing
Prioritizing
Problem solving
Stakeholder analysis and management
Time management
Vendor management
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Question: 330
Kelly's program is slipping on its schedule. Management is panic that the program
will be late and this will cost the organization several thousand dollars in fines and
penalties. They've asked Kelly to use a schedule duration compression technique that
will help the program finish on time. The technique that Kelly can use, however,
should not add costs to the program. What duration compression technique should
Kelly use in this instance?
A. Crash the program
B. Add lead time to the program
C. Trim the program scope
D. Fast track the program
Answer: D
Question: 331
Which of the following is described in the statement given below?
"It serves as the primary input for the Plan Program Stakeholder Management process,
as well as for the distribution of program reports and other communication."
A. Governance plan
B. Organizational chart
C. Program scope statement
D. Stakeholder register
Answer: D
Question: 332
A project manager in your program has estimated the cost of a program to be
$145,000. As the project manager's project comes close to completion, the project
manager realizes that he has still $27,876 left in his project budget. He decides to add
some additional features to the project's deliverables in an effort to use the remaining
budget. These additions will add value to the project and the project customer is likely
to enjoy these new features. This is an example of what term?
A. Gold plating
B. Value added change
C. Expert judgment by the project manager
D. Errors and omissions
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Answer: A
Question: 333
A program has a BAC of $1,750,000 and is expected to last two years. The program is
currently at the third milestone which represents 35 percent of the program work. As it
happens, this program has already spent $620,000 of the budget. Management is
concerned that the program may also be slipping on schedule because the program
should be forty percent complete by this time. Based on this information which type of
performing is present in this scenario?
A. Cost, because the program has an estimate to complete of $1,151,429.
B. Cost, because the program has a cost variance of -7,500
C. Schedule, because theprogram's planned value is only $700,000.
D. Schedule, because the program has a schedule performance index of .88.
Answer: D
Question: 334
You are the program manager for your organization. Management has asked you to
create a document that will capture the stakeholders concerns, perceived threats, and
specific objectives about the program and its projects. What document is management
asking you to create in this instance?
A. Business case
B. Scope statement
C. Requirements document
D. Project charter
Answer: B
Question: 335
You are the program manager of the NHQ Program. You are working with your
program team to ensure that the work in the program is done accurately and according
to scope. You are also reviewing the team inspection process that will need to be done
to ensure that the work is being done according to the scope. If the work is found to be
defective it will need to be corrected before the program customers can inspect the
work. What process are you completing to ensure that the work is done accordingly to
scope?
A. Planning
110
B. Scope verification
C. Quality control
D. Quality assurance
Answer: D
Question: 336
A new program is being initiated for the HNQ Organization. The program manager is
working with the business analyst and management to define several attributes of the
program. All of the following are identified during program initiation except for which
one?
A. Program benefits
B. Link to organizational strategy
C. Program scope
D. Program risk
Answer: D
Question: 337
You are the program manager for your organization and are reviewing several
proposed change requests for your program. Mary, a stakeholder, who has made a
change request is asking why it is taking you so long to review the change. You tell her
that you must perform integrated change control to review each change request. What
is integrated change control?
A. It is the review of the impact of the change on the program's triple constraints.
B. It is the review of the impact of the change on the time, cost, scope, and quality
baselines.
C. It is the review of the impact of the change on the program's Iron Triangle.
D. It is the review of the impact of the change on the program's knowledge areas.
Answer: D
Question: 338
You are the program manager for your organization. This program will last for two
years and has eight projects. The cost of your program is $4 million and there are some
risk concerns that may affect the overall cost of the program. Management is
concerned with how long it will take the program to reach the management horizon.
What is management horizon also known as?
111
A. Payback period
B. Cost-to-benefits ratio
C. Cost performance index
D. Return on investment
Answer: A
Question: 339
Mary Anne is the program manager for her organization. In her program there are six
projects. One of the projects in her program has been performing well. It is on schedule
and has no cost or schedule variances. Mary Anne has decided, however, that her
program needs to be terminated. Which one of the following is a likely reason why the
project should be terminated?
A. The program scope has changed.
B. The project scope has changed from the original intent of the project
C. The scope is not being met as planned due to scope creep.
D. The project resources are not completing their project tasks as assigned.
Answer: A
Question: 340
An organization is considering a new program. The business analyst believes that the
benefits to the organization would equate to $1,550,000 in five years. If the rate of
return for this program is six percent what is the maximum amount the organization
should invest in this program?
A. $1,158,250
B. It depends on the internal decision making process.
C. $1,550,000
D. $2,074,249
Answer: A
Question: 341
Julie is the program manager of the NHQ Program for her organization and she
believes the program is now complete. Julie is closing her program, and she's working
with her program sponsor to review the program's deliverables and benefits. Janet, the
program sponsor, is very pleased with the program and agrees that the program has
met the program scope. What should Julie and the program sponsor do next?
112
A. Sign the certificate of program closure
B. Complete the program's budget
C. Release the program's resources
D. Close the constituent projects before closing the program
Answer: A
Question: 342
You are the program manager for your organization and management has asked you to
be certain to finalize the lessons learned documentation for your program. When will
the lessons learned documentation be created?
A. Lessons learned are created at each program deliverable.
B. Lessons learned are created during the program closure.
C. Lessons learned are created during the program archive.
D. Lessons learned are in program execution.
Answer: B
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Two globally acknowledged project management titles are the Project Management Professional (PMP)® and Program Management Professional (PgMP)®. The Project Management Institute (PMI) confers both of these credentials.
If you’re starting a career in project or program management, it can be tough to decide whether to pursue PgMP vs. PMP certification. This guide explores both designations and the benefits of each. Let’s get into it.
What Is the PMP Certification?
The PMP certification validates a project manager’s leadership skills, technical aptitude and understanding of the business environment as a whole.
Earning the PMP credential gives a project manager an extra level of credibility, distinguishing them as an expert. PMPs understand the intricacies of project management and know the processes and language needed to help organizations achieve their goals.
PMP Cost
The PMP test fee is $405 for PMI members and $575 for nonmembers. If you plan to take the exam, becoming a PMI member is worthwhile. The annual membership fee is $149, or $32 for students. PMI membership saves you money on the PMP, qualifies you for discounted prices for other exams and provides access to the PMI job boards.
PMP Requirements
All prospective PMPs must have 35 hours of formal project management education, or “contact hours.” Alternatively, you may hold the Certified Associate in Project Management® designation.
You can complete formal contact hours through the following avenues.
- PMI-authorized training partners
- University or college academic courses
- Employer-sponsored programs
- Training companies
- Distance learning programs that include an end-of-course assessment
When applying for PMP certification, you must show that you accrued 35 contact hours by outlining the institutions you attended, the courses you completed and the number of qualifying hours you completed.
A four-year degree is not required to pursue PMP certification, but it does reduce professional experience requirements for PMP designation. Candidates without bachelor’s degrees must complete at least 60 months of nonconcurrent project management experience. For applicants with four-year degrees, the minimum experience requirement is 36 months.
When submitting your professional experience, you must provide PMI with a timeline of projects you led, the true title of each project, the project duration, your roles and responsibilities, the number of team members, the budget, a short description of the project’s purpose and a summary of the final project deliverables.
PMP Exam
The PMP exam reflects what project managers do in the field. Each question on the test is written and reviewed by individuals who have earned PMP certification. The test is accredited against standards set by the International Organization for Standardization 9001 and American National Standards Institute 17024.
The test consists of 180 questions, which are divided into the three domains of project management: people (42%), process (50%) and business environment (8%). Each domain is further divided into tasks, such as managing conflict, engaging stakeholders, and evaluating and delivering a project’s benefits and value. The questions are formatted as multiple choice, fill-in-the-blank, hot area, multiple response and matching.
Note that from the date you become eligible to take the PMP exam, you have one year and three opportunities to pass. All test attempts must take place in proctored settings, either online or at a testing site.
PMP Benefits
There are many benefits of PMP certification. For starters, PMPs generally earn higher salaries than their non-certified peers, according to a PMI salary survey. Across 21 countries surveyed, project managers with PMP certification earn salaries 33% higher than those without the credential, on average.
Earning certification confirms that you know how to get the job done right. Employers want a project manager who can meet deadlines and do so on budget and as efficiently as possible. PMP certification demonstrates that you can meet these expectations.
Lastly, a 2021 PMI report projects that 25 million new project managers are needed to meet the global economy’s projected demand by 2030. This increasing demand can lead to greater career and advancement opportunities, and PMP certification can help you stand out from the crowd. Furthermore, you open up new networking opportunities by becoming part of an internationally recognized group of over 1 million PMP holders.
What Is the PgMP Certification?
Unlike a project manager, who focuses on the intricacies of individual projects, a program manager oversees multiple complex projects that align with their organization’s objectives. The PgMP certification is one of the highest credentials an experienced program manager can receive from PMI.
PgMP Cost
The PgMP test costs $800 for PMI members and $1,000 for nonmembers. Like the PMP, PMI membership may be worthwhile if only for this price reduction, with the members-only perks as an added benefit. Because the PgMP application process includes a panel review of your work, you do not have to pay until the panel gives its approval.
PgMP Requirements
Like the PMP, the PgMP application process requires you to write detailed descriptions of your previous project and program management work.
PgMP candidates with four-year degrees must have at least 48 months of project management experience or PMP certification plus 48 months of nonconcurrent program management experience in the last 15 years.
Those without four-year degrees must have a minimum of 48 months of project management experience or PMP certification, plus 84 months of nonconcurrent program management experience within the last 15 years.
PgMP Exam
The PgMP’s evaluation process comprises two sections: a panel review of your program management experience and a multiple-choice exam. You must pass the panel review process before you can take the exam.
During the review process, a panel of PgMP-certified volunteers evaluates the program management summaries you wrote in your initial application. This process ensures that your experience took place under minimal supervision and meets certification standards. This process can take up to 60 days.
After the panel review, you must take a 170-question multiple-choice exam. Certification seekers are allotted four hours to complete the proctored test in a testing center.
The test is divided into five domains: program life cycle, strategic program management, benefits management, stakeholder management and governance. Most questions concern the program life cycle, which is composed of initiating, planning, executing, controlling and closing.
PgMP Benefits
Obtaining the PgMP credential means more than just gaining a new title. Program managers must demonstrate more skills than project managers, including big-picture thinking, leadership, team building and resource management. PgMP certification verifies that you excel in each of these skills, making you an attractive candidate to employers.
Which One is Right for You?
New and intermediate project managers tend to aim for PMP certification. This credential requires fewer months of project management experience, making it a good option for those who do not yet qualify for the PgMP designation.
The PgMP, on the other hand, demonstrates that your skills go beyond those of a project manager. That said, the PgMP panel review process is stringent and requires concise explanations of each program you’ve managed, so it is critical to first make sure your previous experience lives up to PgMP standards.
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From its beautifully ethereal soundtrack to fighting off Creepers, and the therapeutic feeling of mining away underground, it’s easy to see how Minecraft became one of the best PC games ever. Luckily, it’s relatively simple to buy, download, and install Minecraft through Microsoft, and you can get it for free with Game Pass, and with different versions available to buy and download, it can be hard to know where to start. We cover all of that and more in the following guide to how to get Minecraft on PC.
How to get Minecraft on PC
Downloading Minecraft on PC requires the Minecraft Launcher, which is your central hub for all Minecraft editions and games. Whether you already own the game or not, you can get the Launcher for free, select the game or edition, and purchase and install directly from there.
You can get the Minecraft Launcher from a variety of sources:
Download the Minecraft Launcher at minecraft.net
To get the Minecraft Launcher from the official Minecraft website:
- Go to Minecraft.net.
- Click on ‘Get Minecraft’ in the top right-hand corner.
- Select ‘Computer’, then choose the Deluxe or Standard editions.
- Follow the instructions to purchase and get Minecraft.
If you already own Minecraft, make sure you are logged into Minecraft.net on your Microsoft account, and scroll down after step two above. Underneath the platform options, you will see a button that says: “Download Minecraft again”. Click on this, and you’ll be taken to the get screen for existing Minecraft owners.
Download the Minecraft Launcher with Game Pass
This method requires you to be a Game Pass PC or Game Pass Ultimate subscriber. If you are, here’s how to get Minecraft on Xbox Game Pass:
- Visit the Minecraft page in the Microsoft Store.
- With membership, you can get ‘Minecraft Java and Bedrock versions for PC’, which includes the free launcher.
- Click on the get button and follow any subsequent steps which pop up (these may vary slightly depending on your device).
You can only play Minecraft on Xbox Game Pass while you have an active Game Pass subscription. If you decide to cancel your subscription at any time, you will still have access to the free launcher but will be prompted to purchase the full game.
Download Minecraft from Amazon
- Visit the Minecraft Java & Bedrock edition product page on Amazon.
- Purchase the game.
- Under ‘Your Account’ click ‘Games and Software Library’.
- Follow the instructions to get the launcher to your device. You will need to log in to or create a Microsoft account.
How to get Minecraft from the official Launcher
Once you have the Minecraft Launcher installed, you can then get any Minecraft game to your PC, including Minecraft Dungeons and Minecraft Legends.
- Log in to the Minecraft Launcher using your Microsoft account.
- Select the game you wish to get from the list on the left-hand side. If you have Game Pass, you can access all released games.
- You will see a large ‘Play’ button if the game is already installed. If not, it will instead say ‘Install’.
- Click the ‘Install’ button, and the game will install within the launcher.
The button will read ‘ Play ‘ as soon as the installation is complete.
If you do not own the game or have Game Pass, you cannot get the file but will be taken to a screen to purchase the game. Follow the instructions to purchase the game, and return to the launcher to download.
Different versions of Minecraft
There are a number of different versions of Minecraft, which might cause some confusion to those planning to play the game for the first time. Here’s an overview of the different versions you are likely to encounter:
- Minecraft: Java & Bedrock Edition: Nowadays, if you buy Minecraft on PC, you’ll get the Java and Bedrock Editions together. When you read “Minecraft Java and Bedrock edition” above, this refers to the Launcher with both games installed. The console versions are now also fully integrated into this version. You can read about their differences below.
- Bedrock Edition: This is essentially an amalgamation of Windows 10 Edition, Pocket Edition, and Legacy Console Editions. It has been designed to be an all-encompassing edition, playable on consoles and PC, with crossplay enabled between them. However, crossplay is not possible between Bedrock and Java editions.
- Java Edition: Is the original and main version of Minecraft, which has been available for over a decade. It differs from the Bedrock Edition in that it is only available to play on PC, and you’ll find that most PC Minecraft players use this version thanks to the modding capabilities and slightly different mechanics. Mojang Studios is working towards parity between Bedrock and Java editions, though.
There are also a couple of legacy versions of Minecraft outside of the Java and Bedrock versions that are now obsolete:
- Minecraft: Pocket Edition: If you originally planned to play on a mobile device, you may have heard about Minecraft: Pocket Edition. However, this is an outdated version, which has since been absorbed into Minecraft: Bedrock Edition.
- Minecraft: Windows 10 Edition: This also might sound like an option for anybody playing on PC. However, this one has also been merged with Minecraft: Bedrock Edition and is no longer available.
If you want to get Minecraft on your cell phone, there are additional steps for you to follow:
- If you use Android, you can get Minecraft Bedrock Edition from the Play Store.
- If you use an iPhone, you can purchase Minecraft Bedrock Edition directly from the Apple App Store.
Now you know how to get and install Minecraft. There’s so much more to discover. Add Minecraft mods, maps, and annual content changes, and it’s hard to get bored of the survival game. You may be interested in our guide on the best Minecraft seeds, which can be used on both Bedrock and Java editions, as well as our article on cool Minecraft builds for some inspiration for your own creations.
Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.
The Project Management Institute (PMI) administers PMI certifications to those who work or are planning to work in project management. PMI certifications are recognized around the world and qualify recipients to work in many industries.
You can choose from a variety of PMI certifications depending on your experience, skills and career goals. From entry-level professionals to senior leaders, project management professionals can pursue certification to develop their skills, gain experience and build on their expertise.
What Are PMI Certifications?
PMI certifications help project management professionals learn new skills and grow in their careers. Each certification serves its own purpose within the realm of project management. Below are descriptions of PMI certification options.
Project Management Professional (PMP)®
PMP certification shows that you are qualified to lead and direct projects as a project management professional.
PMP Certification Requirements
- A bachelor’s degree
- 36 months of project leadership
- 35 hours of project management training or CAPM® certification
or
- A high school diploma, an associate degree or equivalent coursework
- 60 months of project leadership
- 35 hours of project management training or CAPM
PMP test Cost
The exam fee is $405 for PMI members and $575 for nonmembers.
PMP Time Commitment
Time commitment varies depending on your education and experience. You should earn a degree, complete three to five years of project leadership, undergo 35 hours of project management training and study and take the certification exam. You are allowed up to 230 minutes to take the exam.
Certified Associate in Project Management (CAPM)®
This certification shows that you understand the fundamentals of project management and have the skills to manage projects in various environments.
CAPM Certification Requirements
- A secondary degree, which may be a high school diploma, an associate degree or equivalent coursework
- 23 hours of project management education or training
CAPM Cost
The test fee is $225 for PMI members or $300 for nonmembers.
CAPM Time Commitment
You have three hours to complete the exam.
Program Management Professional (PgMP)®
PgMP certification shows that you have the skills and experience to coordinate and manage multiple projects within an organization.
PgMP Certification Requirements
- A secondary degree, which could be a high school diploma, an associate degree or coursework that is globally equivalent
- 48 months of experience in project management or PMP
- 84 months of experience in program management within the past 15 years
Or
- A bachelor’s degree
- 48 months of experience in project management or PMP
- 48 months of experience in program management within the past 15 years
PgMP Cost
The test fee is $800 for PMI members or $1,000 for nonmembers.
PgMP Time Commitment
You have four hours to complete the exam.
Portfolio Management Professional (PfMP)®
This certification shows that you demonstrate the skills and knowledge to coordinate and manage one or more portfolios that align with an organization’s strategic objectives.
PfMP Certification Requirements
- A secondary degree, which can be a high school diploma, an associate degree or equivalent coursework
- 96 months of professional business experience within the past 15 years
- 84 months of experience in portfolio management
or
- A bachelor’s degree
- 96 months of professional business experience
- 48 months of experience in portfolio management
PfMP Cost
The test fee is $800 for PMI members or $1,000 for nonmembers.
PfMP Time Commitment
You have four hours to complete the exam.
PMI Professional in Business Analysis (PMI-PBA)®
This certification signifies that you have the business analysis skills needed to manage projects according to a business’s requirements.
PMI-PBA Certification Requirements
- A secondary degree such as a high school diploma, an associate degree or equivalent coursework
- 60 months of experience in business analysis
- 35 hours of education or training in business analysis
or
- A bachelor’s degree
- 36 months of experience in business analysis
- 35 hours of education or training in business analysis
PMI-PBA Cost
The test fee is $405 for PMI members and $555 for nonmembers.
PMI-PBA Time Commitment
You have four hours to complete the exam.
PMI-PBA Risk Management Professional (PMI-RMP)®
This certification signifies that you demonstrate expertise in identifying and managing risks to reach successful project outcomes.
PMI-RMP Certification Requirements
- A secondary degree like a high school diploma, an associate degree or equivalent coursework
- 36 months of experience in risk management within the past five years
- 40 hours of education or training in project risk management
or
- A bachelor’s degree
- 24 months of experience in project risk management within the past five years
- 30 hours of education or training in project risk management
PMI-RMP Cost
The test fee is $520 for PMI members and $670 for nonmembers.
PMI-RMP Time Commitment
You have 3.5 hours to complete the exam.
PMI Scheduling Professional (PMI-SP)®
This certification shows that you have the skills to develop and manage project schedules.
PMI-SP Certification Requirements
- A secondary degree such as a high school diploma, an associate degree or equivalent coursework
- 40 months of experience in project scheduling within the past five years
- 40 hours of education or training in project scheduling
or
- A bachelor’s degree
- 24 months of experience in project scheduling within the past five years
- 30 hours of education or training in project scheduling
PMI-SP Cost
The test fee is $520 for PMI members and $670 for nonmembers.
PMI-SP Time Commitment
You have 3.5 hours to complete the exam.
PMI Agile Certified Practitioner (PMI-ACP)®
This certification shows that you are knowledgeable and skilled in agile project management principles and techniques.
PMI-ACP Certification Requirements
- A secondary degree, which could include a high school diploma, an associate degree or equivalent coursework
- 12 months of experience in general project management within the past five years or a current PMP or PgMP certification
- Eight months of experience in agile project management within the past three years
- 21 hours of education or training in agile practices
PMI-ACP Cost
The test fee is $435 for PMI members and $495 for nonmembers.
PMI-ACP Time Commitment
You have three hours to complete the exam.
PMI Project Management Ready™
This entry-level certification introduces the fundamentals of project management to high school and postsecondary school students.
PMI Project Management Ready Certification Requirements
- You must be a high school or postsecondary student.
- You must be computer-literate and read at the ninth-grade level.
- You must be able to engage in training activities and take exams.
PMI Project Management Ready Cost
School and Exam Center administrators can find out more information about coursework, learning materials, pricing, practice tests and certification exams through Certiport. For individuals, the test costs $118, with optional add-ons for practice tests, training and test retakes.
PMI Renewal Costs
The cost to renew your PMI certification is $60 for PMI members and $150 for nonmembers. To maintain certification, you must also earn professional development units (PDUs). You can earn PDUs through education or by working as a project management practitioner, speaking at conferences, mentoring others or volunteering.
To renew certification, you must typically earn between 15 and 60 PDUs every three years. The costs of earning these PDUs vary and are in addition to the PMI certification renewal fees.
How to Sign Up for PMI Certifications
You can sign up for PMI certifications through the Project Management Institute’s website. Before registering, you may want to purchase a PMI membership, which gives you access to webinars, project plans, templates, free downloads, networking events and other valuable resources. Membership also provides reduced rates for your exams.
Is a PMI Certification Worth It?
For many project management professionals, earning a PMI certification is worth it. Here are some things to keep in mind as you decide if this path is right for you.
Consider Your Career
If you’re a current or prospective project management professional, you should consider earning a PMI certification. Whether you are an entry-level project manager or a seasoned professional, certification can help you take your career to the next level.
Look at Earning Potential
According to a Project Management Institute survey, professionals with PMI certifications earned salaries that were 33% higher than those who were not certified.
Build Your Resume
Once you earn a PMI certification, make sure to include it on your resume. A certification can set you apart from other candidates by demonstrating competency and success in your project management activities. Your resume should also include information showing that you know how to use resources, tools and project management methods to achieve the best results.
Expand Your Network
As you build your career, you may encounter challenges during your projects. It’s important to take time to network with other project management professionals. You may be able to consult with others in your network who can share their knowledge and ideas to help you with your projects. You may also connect with those who can benefit from your expertise and advice.
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