PMI PfMP Exam Sample Questions

If you’re an executive or senior-level practitioner managing a portfolio of projects and programs aligned with organizational strategy and focused on doing the right work, then the PfMP certification is the right choice for you.  The PfMP certification exam has 170 multiple-choice questions and you have four hours to complete it. In this blog post, I will provide you with 10 free PfMP exam questions that you will definitely see in the real PfMP exam.

PfMP Exam Questions

Question #1

Through the portfolio life cycle, the risk manager provided you with the below table as a result of the probability impact analysis of the identified risks. After discussions, a decision was made not to address any risk unless the risk score is higher than 0.2. Based on this information, which risk should be addressed?

1. Threat 1
2. Threat 2
3. Opportunity 1
4. Opportunity 2

Question #2

While managing a program for the banking sector spanning multiple transformational areas. A new portfolio manager comes to you seeking advice on the usefulness of ROI. You tell her that ROI is the best method to measure returns of?

1. Short Duration and High Risk
2. Long Duration and High Risk
3. Short Duration and Low Risk
4. Long Duration and Low Risk

Question #3

Managing Strategic Change is an integral part of any portfolio in order to remain aligned with the strategic objectives. Your portfolio has undergone a major strategic change and you are currently determining the volume of work required to do in order to re-align the portfolio. What are you currently using?

1. Gap Analysis
2. Change Analysis
3. Readiness Assessment
4. Stakeholder Analysis

Question #4

Your company's new CEO has set an aggressive target and informed everyone that the target needs to be met by all means in order for the company to be able to realize benefits and avoid bankruptcy. What is the best management approach that the portfolio manager should take in this case?

1. Directing
2. Advising
3. Supporting
4. Leading

Question #5

Developing the Portfolio Management Plan is a major step in a Portfolio and for a Portfolio Manager. You are currently developing this plan and having focus groups and brainstorming activities during which you are using mind-maps diagrams to organize the idea into logical groupings. Which of the below are you using?

1. Survey Technique
2. Facilitation Technique
3. Integration of Portfolio Management Plans
4. Collaboration Technique

Question #6

You are managing a portfolio linked to multiple business units and you set clear roles and responsibilities from the beginning to avoid delays and to enhance the decision-making process. An unanticipated issue occurred last week, which relates to one of your team members missing to check the market fluctuating currency. In which of the following documents should you look to know which member was responsible of this?

1. Risk Roles and Responsibilities
2. Governance Model
3. Strategic Plan
4. Risk Register

Question #7

Multiple communication methods are used by the portfolio manager in order to proactively convey messages and engage the stakeholders at the right time and in the right manner. Which tool is used to visually convey multiple messages at the same time?

1. Communication Calendar
2. Efficient Frontiers
3. Dashboards
4. Resource sheets

Question #8

You are the senior portfolio manager in your organization, and you were called by the CEO for a consultation regarding for components that you have the option to select one of them only. Component A was a suggestion from the CEO, component B was recommended by the governing body, component C was requested by the organization CFO, and component D was suggested to implement a regulatory requirement. Based on your experience, which component would you select?

1. Component A
2. Component B
3. Component C
4. Component D

Question #9

As part of the periodical strategic management cycle, the portfolio management team is revising the portfolio and re-doing the strategic management part. Currently, they are assuming and evaluating different combinations of components in order to come up with multiple approaches and take a decision on the portfolio structure. What is currently being performed?

1. Stakeholders Analysis
2. Readiness Assessment
3. Capability and Capacity Analysis
4. Scenario Analysis

Question #10

Due to market technological changes, your company got impacted and was urged to revise its portfolios. You are currently revising your portfolio to determine the required changes in the component mix. Which of the following options helps in assessing the capability of the organization to undertake the portfolio with its new strategic direction, and what is needed to be done?

1. Interdependency Analysis
2. Readiness Assessment
3. Capability and Capacity Analysis
4. Gap Analysis

PfMP exam questions answers

Answer #1

Option d. The risk score equals the probability multiplied by the impact. Therefore, threat 1 risk score is 0.015, threat 2 risk score is 0.18, opportunity 1 risks score is 0.20, and opportunity 2 risk score is 0.24. The risk with the highest risk score should be the team biggest concern, and as per the portfolio manager criteria (score<0.2), it is opportunity 2.

Answer #2

Option c. As a rule of thumb and based on numerous studies: ROI is used for investments with short duration and low risk. IRR is used for investments with long duration and low risk. For high risk investments, incremental IRR and other methods can be used.

Answer #3

Option a. A gap analysis is performed to compare the current portfolio mix and components with the new strategic direction and the “to-be” organizational vision. This is essential to properly manage strategic change. This analysis determines the gaps and changes needed in the portfolio mix in order that components may be added, changed, or terminated. Reference: SPM V3 Page 54.

Answer #4

Option a. You are not in a normal situation here; the situation is critical and the target needs to be met by all means. The CEO has put you there because he knows that you will get things done to avoid bankruptcy! For this you must use a directing management style in order to be able to realize the targets and strategic objectives; all other options are secondary in this particular scenario however used. So, you will mainly be directing in order to avoid delays and manage conflicts quickly, however, when possible, you will be using the other options. This comes as part of your role in governance. Reference: SPM V3 Page 62.

Answer #5

Option b. Facilitation techniques include focus groups and brainstorming activities. During these facilitated sessions, a mind-map diagram may be used as one type of tool to organize the ideas from stakeholders into logical groupings for consideration and incorporation into the plan. Reference: SPM V3 Page 61

Answer #6

Option b. The issue is related to accountability; the accountability is related to the roles and responsibilities defined in the governance model. Risk roles and responsibilities may not be sufficient in this case, because the accountability issue may not be related to risk. Reference: SPM V3 Page 62.

Answer #7

Option c. Dashboards are an effective way to communicate multiple messages on portfolio status and trending simultaneously. They can be part of the outputs of a PMIS system along with automated alerts. Reference: SPM V3 Page 117.

Answer #8

Option d. Without spending a lot of time on this question, the highest priority should go for the component that will fulfill a regulatory or compliance requirement.

Answer #9

Option d. Portfolio structure is part of the Portfolio Charter, and the analysis that you are doing is aimed to determine the portfolio structure for inclusion in the portfolio charter. Scenario Analysis allows the portfolio management team to draw different scenarios while developing the portfolio charter. Reference: SPM V3 Page 48.

Answer #10

Option b. A readiness assessment is performed to assess how ready the organization is to perform the steps necessary to bridge the gap between the “as-is” portfolio state and the “to-be” state. The assessment determines the if, when, what, and how of implementing the change, and points out any needs not yet addressed that are required in order to affect the change. Reference: SPM V3 Page 54.

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