PGMP Process Mapping First Edition

PgMP Process
Mapping
First Edition
Dharam Singh, PgMP, PMP Authored By:

vCare Project Management Dharam Singh, PgMP, PMP
www.VCareProjectManagement.com.au
Phone +61422418076 Anup Kumar, PgMP, PMP
Rajat Arora, PgMP, PMP
"PMI", the PMI logo, "PMBOK", "PgMP", "PMP", the PMP logo, and "CAPM" are marks or
registered marks of the Project Management Institute, Inc. in the United States and/or other nations
1
About The Author
Dharam Singh PMP PgMP

Managing Director
vCare Project Management Pty Ltd.
Dharam is a Project and Program Management professional with over 19 years

experience in the IT, Telco, Government, Banking and Insurance industries
He has successful track record in managing large teams in a strongly customer focused
service environment and delivering complex and multiple multi-million dollar projects.
He has conducted numerous PgMP Bootcamps around the world. So far he has trained
more than 50 PgMP aspirants. He has been teaching, coaching and mentoring aspiring
PgMPs and PMPs since 2008. He is former Certification Director for Project
Management Institute (PMI) Sydney.
He has received his PMP & PgMP certifications in the year 2004 & 2010 respectively.
2
Dharam Singh, Anup Kumar, Rajat Arora, 2012
About The Author
ANUP KUMAR S PMP PgMP
Anup has extensive experience in IT industry since 2000 in managing various

Information Technology Projects & Programs for Multi National Banks like Standard
Chartered Bank, HSBC Bank, Barclays, Western Union within India, Qatar & UK.
He managed implementing high critical applications like Anti-Money laundering,
Implement IT-Security Policies & Procedures. ISO 27001-2005 implementation,
CMMI Level 5 implementation, Develop PMO & implement PMI best practices across
the organization through PMO initiatives etc. for various banks & financial institution
across the globe.
Received PMP & PgMP certifications in the year 2010 & 2012 respectively.
3
About The Author
Rajat Arora PMP PgMP
Rajat is Graduate in Engineering , an MBA from Premier Indian Institute and

possesses good experience in IT/Telecom space since 1998. He has managed
several strategic Program/Projects across industry verticals involving multiple time
zones and cultures
He is very active in imparting knowledge & experience for Project & Program
Certifications. Received PMP & PgMP certifications in the year 2008 & 2011
respectively.
4
PgMP Framework
5
PgMP Exam Blueprint
No.
of % of No. of
Domain/ sub domain Tasks Questions Questions
I. Strategic Program
Management 11 15% 25
II. Program Life Cycle 35 44% 75
Initiating 6 6% 10
Planning 9 11% 19
Executing 9 14% 24
Controlling 6 10% 17
Closing 5 3% 5
III. Benefits Management 8 11% 19
IV. Stakeholder Management 7 16% 27
V. Governance 11 14% 246
PgMP Framework
Domain 1: Strategic Program Management (11 tasks)

- 15% 25 Questions
Identifying opportunities and benefits that achieve the
organizations strategic objectives through program
implementation
Domain2: Program Life Cycle (35 tasks) - 44% 75
Questions
Activities related to:
D2.1 Initiating (6 tasks) - 6% 10 Questions Defining
the program and constituent projects and Obtaining
agreement from Stakeholders
7
PgMP Framework
D2.2 Planning (9 tasks) - 11% - 19 Questions Defining

program scope and developing the program, including all
constituent projects, and all activities that occur within the
program
D2.3 Executing (9 tasks)- 14% 24 Questions

Performing work necessary to achieve the programs
objectives and deliver the program benefits
D2.4 Controlling (6 tasks) - 10% 17 Questions
Monitoring progress, updating program plans as required,
managing change and risk
8
PgMP Framework
D2.5 Closing (5 tasks) 3% 5 Questions Finalizing all

program activities, including all constituent projects,
executing transition plan, archiving, obtaining approvals
and reporting
Domain 3: - Benefits Management (8 tasks) 11%
19 Questions
Defining , creating, maximizing, and sustaining the
benefits provided by program
9
PgMP Framework
Domain 4: - Stakeholder Management (7 tasks) 16% 27

Questions
Capturing stakeholder needs and expectations, gaining and
maintaining stakeholders support, and mitigating /
channeling opposition
Domain 5 Governance (11 tasks) -14% 24 Questions
Establishing processes and procedures for maintaining
proactive program management oversight and decision-
making support for applicable policies and practices
throughout the entire program life cycle
10
Domain 1 : Strategic
Program Management
25 /170 Questions
11
Tasks involved in Strategic Program Management
Domain 1 Task 1
Perform an initial program assessment by defining the program
objectives, requirements and risk in order to ensure program
alignment with the organizations strategic plan, objectives,
priorities, vision and mission statement.
PROCESS - 4.1 INITIATE PROGRAM
12
(Cont)
Domain 1 Task 2
Establish a high-level road map with milestones and preliminary
estimates in order to obtain initial validation and approval from
executive sponsor.
13
(Cont)
Domain 1 Task 3
Define the High-Level Roadmap / framework in order to set a
baseline for program Definition, planning and execution.
14
(Cont)
Domain 1 Task 4
Define the Program Mission Statement by evaluating the
stakeholders concerns and expectations in order to establish
program direction.
15
(Cont)
Domain 1 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.
16
(Cont)
Domain 1 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.
17
(Cont)
Domain 1 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 .
18
(Cont)
Domain 1 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.
19
(Cont)
Domain 1 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.
20
(Cont)
Domain 1 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.
21
(Cont)
Domain 1 Task 11
Exploit strategic opportunities for change in order to maximize
the realization of benefits for the organization.
22
Domain 2 : Program Life
Cycle
Sub-Domain Initiation
10 out of 170 Questions
23
Tasks involved in Initiating the Program
Domain 2, Sub-domain 2 Task 1

Develop program charter using input from all stakeholders
including sponsors, in order to initiate and design program
and benefits.
24
Tasks involved in Initiating the Program (Cont...)

Translate strategic objectives into high-level program
scope statements by negotiating with stakeholders in
order to create a program scope description.
PROCESS - 5.1 PLAN PROGRAM SCOPE
25

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.
PROCESS - 6.1 DEVELOP PROGRAM SCHEDULE
26
Tasks involved in Initiating the Program (Cont... )

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.
PROCESS - 5.1 PLAN PROGRAM SCOPE
27

Define standard measurement criteria for success for all
constituent projects by analysing stakeholder expectations
and requirements across the constituent projects in order to
monitor and Control the program
PROCESS - 5.2 DEFINE PROGRAM GOALS AND OBJECTIVES
28

Conduct program kick-off with key stakeholders by
holding meetings in order to familiarize the organization
with the program and obtain stakeholder buy-in.
29
Domain Program Life
Cycle
Sub-Domain Planning
19 /170 Questions
30
Tasks involved in Planning the Program

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.
PROCESS 5.1 PLAN PROGRAM SCOPE
31
Tasks involved in Planning the Program (Cont...)

Develop program WBS in order to determine, plan and assign
the program tasks and deliverables.
PROCESS 5.4 DEVELOP PROGRAM WBS
32
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.
PROCESS 4.2 DEVELOP PROGRAM MANAGEMENT PLAN &
6.1 DEVELOP PROGRAM SCHEDULE
33

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.
PROCESS 4.2 DEVELOP PROGRAM MANAGEMENT PLAN
34

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.
PROCESS 4.3 DEVELOP PROGRAM INFRASTRUCTURE
35

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.
PROCESS 4.7 MANAGE PROGRAM ISSUES
36

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.
37

Develop key performance indicators (KPIs) by using
decomposition/ mapping/ balanced score card (BSC) in order
to implement scope and quality management system within
program.
PROCESS 5.5 DEVELOP PROGRAM WBS
38

Monitor key human resources, including subcontractors, and
identify opportunities to improve team motivation (for
example, develop compensation, incentive, and career
alignment plans) and negotiate Contracts in order to meet
and/or exceed benefits realization objectives.
PROCESS 4.2 DEVELOP PROGRAM RESOURCES
39
Cycle
Sub-Domain - Execution
40
Tasks Involved in Executing the Program (Cont...)

Charter and initiate constituent projects by assigning project managers
and allocating appropriate resources in order to achieve program
objectives.
PROCESS
4.4 DIRECT & MANAGE PROGRAM EXECUTION
4.5 MANAGE PROGRAM RESOURCES
15.4 APPROVE COMPONENT INITIATION
41

Establish consistency by deploying uniform standards,
resources, infrastructure, tools, and processes in order to
enable informed program decision making.
PROCESS - 5.6 MANAGE PROGRAM ARCHITECTURE
42

Establish a communication feedback process in order to
capture lessons learned and the teams experiences
throughout the program.
PROCESS - 10.1 PLAN COMMUNICATIONS
43

Lead human resource functions by training, coaching,
mentoring, and recognizing the team in order to improve
team engagement and achieve commitment to the
programs goals.
PROCESS - 4.5 MANAGE PROGRAM RESOURCES
44

Review project managers performance in executing the
project in accordance with the project plan in order to
maximize their Contribution to achieving program goals.
PROCESS - 5.7 MANAGE COMPONENT INTERFACES
45

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.
PROCESS - 4.4 DIRECT AND MANAGE PROGRAM
EXECUTION
46

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.
PRCOESS MAP - 10.2 DISTRIBUTE INFORMATION
14.3 ENGAGE PROGRAM STAKEHOLDERS
47

Evaluate the programs status in order to monitor and
Control the program while maintaining current program
information.
PROCESS - 5.7 MANAGE COMPONENT INTERFACE
48

Approve closure of constituent projects upon completion of
defined deliverables in order to ensure scope is compliant
with the functional overview.
PROCESS - 15.8 APPROVE COMPONENT TRANSITION
49
Cycle
Sub-Domain Controlling
50
Tasks involved in Controlling the Program

Analyze variances and trends in costs, schedule, quality,
and risks by comparing actual and forecast to planned
values in order to identify corrective actions or
opportunities.
PROCESS 5.8 6.2 11.5 13.5 MONITOR AND CONTROL
(Scope, Schedule, Risks, Financials)
51
Tasks Involved in Controlling the Program (Cont...)

Update program plans by incorporating corrective actions
to ensure program resources are employed effectively in
order to meet program objectives
PROCESS 5.8 MONITOR AND CONTROL PROGRAM
SCOPE
52
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
PROCESS 4.7 MANAGE PROGRAM ISSUES
53

Manage changes in accordance with the change
management plan in order to Control scope, quality,
schedule, cost, Contracts, risks, and rewards.
CHANGES
54

Conduct impact assessments for program changes and
recommend decisions in order to obtain approval in
accordance with the governance model.
CHANGES
55

Manage risk in accordance with the risk management plan
in order to ensure benefits realization.
RISKS
56
Cycle
Closing
5 /170 Questions
57
Tasks involved in Closing the Program

Complete 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.
PROCESS 4.8 CLOSE PROGRAM
58
Tasks involved in Closing the Program (Cont)

Obtain stakeholder approval for program closure in order to
initiate close-out activities.
59
Execute the transition and/or close-out of all program and constitute
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.
PROCESS 15.8 APPROVE COMPONENT TRANSITION
60

Conduct the post-review meeting by presenting the program performance
report in order to obtain feedback and capture lessons learned.
61

Report lessons learned and best practices observed and archive to the
knowledge repository in order to support future programs and
organizational improvement.
62
Domain 3 - Benefits
Management
63
Tasks involved in Benefits Management
Domain 3 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.
PROCESS - 5.2 DEFINE GOALS AND OBJECTIVES
64
Tasks involved in Benefits Management (Cont)
Domain 3 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.
PROCESS - 5.2 DEFINE GOALS AND OBJECTIVES
65
Tasks involved in Benefits Management (Cont...)
Domain 3 Task 3
Develop a sustainment (or Transition) plan that identifies the
process, 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.
66
Domain 3 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 improve benefits realization.
PROCESS 10.3 REPORT PROGRAM PERFORMANCE
67
Domain 3 Task 5
Verify that the close, transition and integration of constituent
projects and the program meet or exceed the benefits
realization criteria in order to achieve program's strategic
objectives.
PROCESS 15.5 PROVIDE GOVERNANCE OVERSIGHT
68
Domain 3 Task 6
Maintain a benefits register and record program progress in
order to report the benefits to stakeholders via the
communication plan
PROCESS 15.6 MANAGE PROGRAM BENEFITS
69
Domain 3 Task 7
Analyze and update the benefits realization and sustainment plans for
uncertainty, risk identifications, risk mitigation, and risk opportunity in
order to determine if corrective actions are necessary and communicate to
stakeholders.
PROCESS 11.2 IDENTIFY PROGRAM RISKS,

11.4 PLAN PROGRAM RISK RESPONSE
70
Domain 3 Task 8
Develop a transition plan to operations in order to guarantee
sustainment of products and benefits delivered by the
program.
71
Domain 4 : Stakeholder
Management
27 of 170 Questions
72
Tasks involved in Stakeholder Management
Domain 4 Task 1
Identify stakeholders, including sponsors, and create the
stakeholder matrix in order to document their position
relative to the program.
PROCESS 14.2 IDENTIFY PROGRAM STAKEHOLDERS
73
Tasks involved in Stakeholder Management (Cont)
Domain 4 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.
PROCESS - 14.2 PLAN PROGRAM STAKEHOLDER MANAGEMENT
74
Domain 4 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.
PROCESS 14.3 ENGAGE PROGRAM STAKEHOLDERS
75
Tasks involved in Stakeholder Management (Cont...)
Domain 4 Task 4
Generate and maintain visibility for the program and confirm
stakeholder support in order to achieve the programs
strategic objectives.
PROCESS 14.4 MANAGE PROGRAM STAKEHOLDER
EXPECTATIONS
76
Tasks involved in Stakeholder Management (Cont...)
Domain 4 Task 5
Define and maintain communications adapted to different
stakeholders, including sponsors, in order to ensure their
support for the program.
PROCESS 14.4 MANAGE PROGRAM STAKEHOLDER
EXPECTATIONS
77
Domain 4 Task 6
Evaluate risks identified by stakeholders, including sponsors
and incorporate them in the program risk management plan
as necessary
PROCESS 11.3 ANALYZE PROGRAM RISKS
78
Domain 4 Task 7
Develop and foster relationships with stakeholders, including
sponsors, in order to improve communication and enhance
their support for the program.
PROCESS 14.3 ENGAGE PROGRAM STAKEHOLDERS
79
Domain 5 - Program
Governance
27 of 170 Questions
80
Tasks involved in Program Governance
Domain 5 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.
PROCESS 15.1 PLAN AND ESTABLISH PROGRAM
GOVERNANCE STRUCTURE
81
Tasks involved in Program Governance (Cont)
Domain 5 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.
GOVERNANCE STRUCTURE
82
Domain 5 Task 3
Obtain authorization(s) and approval(s) through stage gate
reviews by presenting the program status to governance
authorities in order proceed to the next phase of the program.
83
Domain 5 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.
84
Tasks involved in Program Governance (Cont...)
Domain 5 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.
PROCESS 4.3 DEVELOP PROGRAM INFRASTRUCTURE
85
Domain 5 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
PROCESS 11.5 MONITOR AND CONTROLPROGRAM

RISKS
86
Domain 5 Task 7
Establish escalation policies and procedures in order to ensure
risks are handled at the appropriate level.

GOVERNANCE
87
Domain 5 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.
88
Domain 5 Task 9
Identify and apply lessons learned in order to support and
influence existing and future program or organizational
improvement.
PROCESS 10.2 DISTRIBUTE INFORMATION
89
Domain 5 Task 10
Monitor the business environment, program functionality
requirements, and benefits realization in order to ensure the
program remains aligned with strategic objectives
PROCES 15.5 PROVIDE GOVERNANCE OVERSIGHT
90
Domain 5 Task 11
Develop and support the program Integration management plan
in order to ensure operational alignment with program strategic
objectives.
91
COPYRIGHT NOTICE
This publication is a derivative work of Program
Management Professional (PgMP) Examination Content
Outline, which is copyrighted material of and owned by,
Project Management Institute, Inc. (PMI). Unauthorized
reproduction of this material is strictly prohibited. The
derivative work is the copyrighted material of and owned by
Dharam Singh, PgMP, PMP, Anup Kumar, PgMP,
PMP, Rajat Arora, PgMP, PMP, copyright (2012).
92
Dharam Singh, PgMP, PMP, PRINCE2, ITIL
vCare Project Management Pty Ltd, ABN 28 154 672 269
Mobile: +61 422418076,
Mail to : dharam@vcareprojectmanagement.com.au
Web: www.vcareprojectmanagement.com.au
93

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PgMP Process

Dharam Singh, PgMP, PMP Authored By:

Dharam Singh PMP PgMP

Dharam is a Project and Program Management professional with over 19 years

ANUP KUMAR S PMP PgMP

Anup has extensive experience in IT industry since 2000 in managing various

Rajat Arora PMP PgMP

Rajat is Graduate in Engineering , an MBA from Premier Indian Institute and

Domain 1: Strategic Program Management (11 tasks)

D2.2 Planning (9 tasks) - 11% - 19 Questions Defining

D2.3 Executing (9 tasks)- 14% 24 Questions

D2.5 Closing (5 tasks) 3% 5 Questions Finalizing all

Domain 4: - Stakeholder Management (7 tasks) 16% 27

PROCESS - 4.1 INITIATE PROGRAM

Domain 2, Sub-domain 2 Task 1

Domain 2, Sub-domain 2 Task 2

Domain 2, Sub-domain 2 Task 3

Domain 2, Sub-domain 2 Task 4

Domain 2, Sub-domain 2 Task 5

Domain 2, Sub-domain 2 Task 6

Domain 2, Sub-domain 2 Task 7

Domain 2, Sub-domain 2 Task 8

Domain 2, Sub-domain 2 Task 10

Domain 2, Sub-domain 2 Task 11

Domain 2, Sub-domain 2 Task 12

Domain 2, Sub-domain 2 Task 13

Domain 2, Sub-domain 2 Task 14

Domain 2, Sub-domain 2 Task 15

Domain 2, Sub-domain 2 Task 16

Domain 2, Sub-domain 2 Task 17

Domain 2, Sub-domain 2 Task 18

Domain 2, Sub-domain 2 Task 19

Domain 2, Sub-domain 2 Task 20

Domain 2, Sub-domain 2 Task 21

Domain 2, Sub-domain 2 Task 22

Domain 2, Sub-domain 2 Task 23

Domain 2, Sub-domain 2 Task 24

Domain 2, Sub-domain 2 Task 25

Domain 2, Sub-domain 2 Task 26

PROCESS 4.7 MANAGE PROGRAM ISSUES

Domain 2, Sub-domain 2 Task 28

Domain 2, Sub-domain 2 Task 29

Domain 2, Sub-domain 2 Task 30

Domain 2, Sub-domain 2 Task 31

Domain 2, Sub-domain 2 Task 32

Domain 2, Sub-domain 2 Task 34

PROCESS 4.8 CLOSE PROGRAM

Domain 2, Sub-domain 2 Task 35

PROCESS 4.8 CLOSE PROGRAM

PROCESS - 5.2 DEFINE GOALS AND OBJECTIVES

PROCESS 10.3 REPORT PROGRAM PERFORMANCE

PROCESS 11.2 IDENTIFY PROGRAM RISKS,

PROCESS 14.3 ENGAGE PROGRAM STAKEHOLDERS

PROCESS 15.5 PROVIDE GOVERNANCE OVERSIGHT

PROCESS 15.5 PROVIDE GOVERNANCE OVERSIGHT

PROCESS 4.3 DEVELOP PROGRAM INFRASTRUCTURE

PROCESS 11.5 MONITOR AND CONTROLPROGRAM

PROCESS 15.1 PLAN AND ESTABLISH PROGRAM

PROCESS 4.8 CLOSE PROGRAM

PROCESS 10.2 DISTRIBUTE INFORMATION

PROCES 15.5 PROVIDE GOVERNANCE OVERSIGHT

PROCESS 15.5 PROVIDE GOVERNANCE OVERSIGHT

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