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PfMP Exam Application Development

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PfMP Certification Application Development

Table of Contents

  • What is the PfMP Certification?
  • The Process of Obtaining the PfMP Certification
  • PfMP Application Development
  • PfMP Application Sample
  • Wrapping Up

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. To earn your PfMP credential, you need to meet the experience requirements and pass both the PfMP application panel review and PfMP examination, a 170-question, multiple-choice exam.

What is the PfMP certification?

Formal portfolio management is the most effective way to implement strategic initiatives because it bridges the gap between strategy and implementation. Organizations that are effective in portfolio management had 62% of products meet or exceed expected ROI according to our 2012 Pulse of the Profession® research. Portfolio managers align projects, programs, and operations with strategic objectives, investing resources in the right work to deliver the expected value.

The Portfolio Management Professional (PfMP) signifies your advanced competency in the coordinated management of one or more portfolios to achieve strategic objectives. Organizations with mature project portfolio management practices complete 35% more of their programs successfully. They fail less often and waste less money according to our 2015 thought leadership report, Delivering on Strategy: The Power of Project Portfolio Management.

Being a portfolio manager isn't an easy job, it can be hectic for many. However, a portfolio manager doesn't necessarily require certification, but getting the PfMP can definitely get you a better paycheck. With this certification, you will be able to think about portfolios from different aspects, strengthening your overall analysis.

Taking the PfMP exam isn't going to be a piece of cake, there are certainly many things you must know before taking the exam. And here, we will be discussing everything you need to know about the PfMP certification exam. Therefore, without further ado, let's get straight into the prime discussion.

PMI or better known as Project Management Institute of the United States is an accreditation body for the PfMP certification exam. The organization is one of the leading not-for-profit professional associations, which was founded in 1969.

Before diving into further details, it is vital to start the discussion with the exam structure for the PfMP certification exam. The exam will have a total of 170 questions, and all will be multiple choice questions. Candidates are expected to complete their exam within 4 hours.

Though the exam is challenging, the more challenging part is getting your PfMP application approved from the panel, drafting the PfMP application experience summaries is not an easy thing to do, and we will discuss it later in this blog. To maintain your PfMP, you must earn 60 professional development units (PDUs) in portfolio management topics every three years.

The exam fees for members are $800, whereas when it comes to a nonmember, the exam fees go a little higher, up to $1,000. The best part about this exam is that you can take this according to your convenience. The exam is only available in person, so you need to search authorized testing centers in your city.

Who is Eligible for the PfMP Certification?

Before signing up for the exam, it is crucial to know its eligibility criteria and the prerequisites for taking a PfMP exam. Two types of candidates can qualify for taking this examination.  You can qualify for this exam if you have a secondary degree; this means that if you have a high school diploma, associate degree, or the global equivalent, then you can take this exam for PfMP certification.

However, you should possess a minimum of 96 months of professional business experience within the last 15 years. You will also need 84 months of project portfolio management experience. The second type of candidates that qualify for the exam is those with a four-year degree. This four-year degree can be a bachelor’s degree or the global equivalent. If you have a four-year degree, then the next thing you will acquire is 48 months of project portfolio management experience, in addition to the 96 months of business experience required. 

 

The Process of Obtaining the PfMP Certification

Now that you know the eligibility criteria for the exam along with the prerequisites, you need to know the whole process that you need to follow to get the certification under your name. The PfMP application process will start with filling out the application form that you will find on the official website of the Project Management Institute.

Once you have applied, it will take three to five working days for the institute to get back to you after viewing your application. Once the application is reviewed, you will be notified; this means that you can pay for the examination fees, and your application will start the panel review process, which might take up to 60 business days.

Now you will see the “Panel Review” status in your PfMP application. Once you submit the payment then your first evaluation stage will begin, and your application will undergo the "Panel Review" process. During this evaluation, a group of subject matter experts is reviewing the responses you provided to the PfMP application experience summaries of the five Portfolio management domains on the application. 

No other part of your PfMP application is being assessed at this point in time. The application process may take up to 60 days to be completed. Once you pass the Panel review, you will move to the second evaluation—the credential examination. If your application gets rejected in this Panel Review stage, then you will be getting only one opportunity to amend the application as per the panel review feedback. Remember, you can’t update the Portfolio background or goals section, you can only update the experience summary responses of your PfMP application. You will get the following message from PMI once you amend and re-submit your application.

After your application passes the panel review, you will be able to schedule your PfMP exam in specific centers, and the candidates that have passed the exams will have their names displayed on the website after a few days of giving the exams. The PfMP examination has 170 multiple choice questions, and you have 240 minutes to complete it. Check out our PfMP mock exams which I personally wrote a few days after I passed my PfMP exam from the first attempt. They are the closest in the online market to the real PfMP exam.

If you are fully ready to take on the exam, then there are a few tips that you must keep in mind to get this certification smoothly. First of all, start by reviewing the PMI certification exam content outline. The outline is available in multiple languages so that you can choose according to your preference.

Before taking the exam, thoroughly go through the exam specifications and standard for portfolio management. It is also recommended to go through an exam preparation course and high quality PfMP exam simulator, check the PfMP exam preparation course provided by Elite Minds through the link here.

 

PfMP Application Development

To attain the PfMP credential, there are two levels of evaluation that need to be cleared. The first is the panel reviewing your PfMP exam application, the initial evaluation occurs through an extensive application review during which a panel of portfolio managers will assess your professional experience based on your responses to the PfMP application experience summaries provided on the application.

You will start your  application with the attained education section, where you should fill the highest level of education you attained with all required details (name of institute, years of study…etc). Then you will move to the portfolio experience summaries section, where you should fill 48 -84 months of portfolio management experience based on your educational background.

Each portfolio should span a unique period in your application, overlapped periods will only be counted once. I recommend you stick to one or two portfolios in your application. For each portfolio, record the portfolio title, your title in the portfolio, the organization, functional reporting area, organization primary focus, number of portfolio components, portfolio budget, start and end dates, and portfolio summary (200-350 words). 

The portfolio summary is the most important part of the portfolio's experience section, you need to list the business objectives or strategic goals of the organization. Clearly state the goals of the portfolio (ex; increase revenue, improve employee morale, increase customer satisfaction…etc). The portfolio vision, timeline, budget, main components, benefits value (ex; increase revenue by 10%), and key stakeholders. The business experience section should include a record of a minimum of 96 months of professional business experience, and your portfolio management experience can overlap with the business experience.

This is the most challenging part of the PfMP exam application. After filling in the application, it will be shared with the panel reviewers for review. Experience summaries must be clear and concise. Never use answers from other candidates' applications.

Below, I am sharing with you some of the tips you should consider while filling in your PfMP application experience summaries:

  1. Your answers should be clear and concise, and you should use proper and well written English.
  2. Consider using a word processing application and spelling/grammar check functions to write/type out your responses, and then copy and paste your experience summaries into your application. Don’t fill in directly to the PMI online application.
  3. Be sure to clearly address all elements of the option you select for each experience summary. You will have two options for each exam domain.
  4. Responses that adequately address all elements of the experience summaries will likely be 300–500 words.
  5. Portfolio background information provided in the work experience section of your application will be provided to panel reviewers. You do not have to repeat the portfolio description in your responses to the portfolio experience summaries questions.

Remember to provide relevant examples from your portfolio management experience that illustrate to the panel reviewers the application of portfolio management concepts. Repetition or paraphrasing of content directly from published standards is not sufficient. Instead, provide specific examples from your personal experience as a portfolio manager.

 

PfMP Application Sample

While filling in your PfMP exam application, never use answers from other candidates' applications, and never use the answers I am providing below, use them only for understanding how the  exam application should be filled to pass the panel review.

Domain 01: Strategic Management – Option A

Identified and prioritized portfolio criteria and evaluated portfolio component priorities based on the organization strategic goals and objectives.

When I was a portfolio manager for portfolio _______, there were a lot of projects, programs, and subprograms within the organization. I was keen to use this inventory of work and consider it as a starting point of my portfolio. I started with reviewing and understanding the vision and mission behind strategic goals and objectives which my portfolio was set to realize.

I also checked the enterprise variables that have contributed to my portfolio strategic goals and objectives, and I studied the market place conditions. Following these studies and analysis, and with the key stakeholders of the portfolio, I was able to identify the portfolio common features. I also assigned key descriptors for each portfolio component for categorization and scoring purposes – mention some of your portfolio components key descriptors – I consulted the lessons learned register as part of the organizational process assets, in order to check the categories that were used with similar past portfolios, I decided to use the following categories: increased revenue, cost reduction, and regulatory, and then I assigned each component to one of these categories. I started then scoring and ranking of the portfolio components.

I understood the objectives, expected benefits, and performance, and I was able to define the portfolio based on the organizational strategic direction. After defining the criteria, descriptors, and categories, I analyzed the existing inventory of work, and recommended some additions and modifications. I recommended modifying 2 programs and 1 project in order to fit the new strategic goals and objectives, I also recommended adding 1 large program to fill in the gap with my portfolio strategy. I added two small projects for regulatory needs.

I defined various prioritization criteria to ensure strategic alignment. I then evaluated portfolio components priorities based on the strategic goals and objectives, in order to bridge the gap between the “as-is” and “to-be”.

I performed cost benefit analysis and probability analysis in order to quantifiably measure the priority of each component. I used scoring models to prioritize remaining portfolio components. In addition, I used the weighted ranking to score components of each category, using 4 criteria’s.

The criteria, descriptors, categories, and scoring models I developed earlier were used throughout the portfolio life cycle.

Domain 01: Strategic Management – Option B

Created and/or updated a portfolio roadmap based on the organization strategic goals and objectives

When I was a portfolio manager for portfolio _______, I started the definition of a simple portfolio roadmap, and then I baselined it after the portfolio charter sign off.  Due to the importance of developing a proper roadmap, I made sure it was continuously aligned with the strategic goals and objectives. I was making sure it is updated after each strategic change to the portfolio. During the development of the portfolio roadmap, I conducted an interdependency analysis in order to identify the internal and external dependencies – Here you can mention the dependencies you found between your portfolio components-. Using the cost-benefit analysis and prioritization analysis, I included the major components that bring value to my portfolio.

I outlined major milestones and deliverables of portfolio components (give examples of your portfolio). I included major programs and projects roadmaps from the portfolio components as they depicted major milestones for my portfolio and had large dependencies whether internal or external.

As part of the portfolio development process, I was keen to show the alignment of my portfolio components to the strategic goals and objectives using prioritization analysis. In order to prioritize my portfolio components, I used the prioritization model which was part of the portfolio strategic plan to build up the prioritization criteria.

I updated the roadmap continuously to validate deliveries, challenges, and risk-level changes, and I used the roadmap with the executive management in our calls and meetings to gauge performance. The roadmap was used as well to communicate the linkage between the organizational strategy and objectives and portfolio management.

Domain 02: Governance – Option A

Defined and implemented a governance framework for the portfolio and/or portfolio components.

When I was a portfolio manager for portfolio _______, my portfolio was strongly diversified with the organizational multitiered executive management and key stakeholders, in addition to the portfolio execution teams. Therefore, it was crucial for the portfolio success to have a clearly defined governance structure.

I conducted 13 meetings and focus groups with key stakeholders in order to define their roles, interests, and influence on the portfolio. I conducted additional meetings to cover all portfolio management levels. I defined roles, responsibilities, and escalation processes in order to avoid any conflict in authorities, and I did this using a RACI matrix.

I ensured the designed governance framework covers the decision-making process and escalations process at all levels, including CEO, COO, CIO, functional and operational managers. I defined success criteria , component kick off and closure criteria, in addition to communication processes.

I set up regular bi weekly and monthly governance meetings for changes to be assessed and reviewed, some of these meetings were virtual due to not having all governing bodies at the same physical location.

I set the schedule of phase gate review meetings which mandated the presence of key stakeholders including governance board members. Following this, I recommend the framework to the governance board for review and approval, and it was approved from the first time.

I made sure performance measures were taken on component level, and then it was aggregated to be presented to the governance board for decision making process and go no-go decisions.

In the governance framework, I clearly defined roles and responsibilities for specific roles like portfolio sponsors, portfolio/program/project managers, and governing bodies. I established and tailored the decision making authorities, responsibilities, and rules to manage progress based on portfolio risk.

Domain 02: Governance – Option B

Implemented and enhanced the governance aspects of the portfolio management plan in support of portfolio goals and objectives.

When I was a portfolio manager for portfolio _______, and with the strategic importance and the need to have a governance aspect per program and not per project to be able to optimize monitoring with a macro-approach, I designed 2 steering committees. The first for the management covering the aggregated details, which I scheduled twice per month. This governance level affected multiple plans: 1. Governance aspect of the communication management plan: I considered the reporting needs and communication frequency of this committee members in this plan. With dashboard reports targeting 4 baselines: expenditure to date, deviation to budget, schedule progress and delivery progress. Those reports needed to be readily available with a 24-h update window. This allowed maintaining the alignment to the primary roadmap for all milestones. 2. Governance aspect of the quality management plan: noting the scale of the portfolio and the tight schedule for multiple milestones, there were initially concerns about compromising the quality and integrity of deliveries. I added 3 milestone audits for facility management and lease administration projects, in addition to feedback audits with designed checklists at the end of each development segment phase for real estate initiatives. Reports were shared with the steering committee for phase approvals as part of the governance meetings schedule in the governance plan. 3. Governance aspect of the performance management plan: I adapted this to the needed sign offs and the number of reports that needed to be communicated. This affected the overall performance by adding an overhead on the resources and the delays from conducting audits prior to sign offs. Which I handled with performance thresholds to validate continuation as part of both steering committees approvals.

Domain 03: Portfolio Performance – Option A

Managed portfolio performance to optimize portfolio effectiveness and efficiency (may include resource utilization, revenue enhancement, expense reduction).

When I was a portfolio manager for portfolio _______, I was aware of the importance of managing portfolio performance. I started the portfolio with a meeting with the portfolio sponsor, key stakeholders and executives to be aware of the success factors to develop the key performance indicators (KPIs). This was done by conducting one meeting with the portfolio sponsor, and two workshops with key stakeholders and executives.

I then set other performance metrics by meeting with other functional departments, program and project managers, in addition to subject matter experts. Some of these KPIs were increase in portfolio revenue, return on investment, degree of strategic alignment, and consumption of resources. I made sure that the developed KPIs were aligned with the organizational strategy and goals. I followed a bottom up approach while developing the measures, by starting with component level and then aggregating up to a portfolio level.

In my portfolio, there was a clear need of developing a value measurement framework, due to the complexity of the portfolio and the large number of stakeholders. This framework was used to support governance board decision making. I then worked on standardizing the performance reports that were issued by the component managers.

Throughout the portfolio, I continuously measured and evaluated the portfolio performance against the metrics to ensure portfolio components viability. As a result, non beneficial components were terminated (give some examples).

Using scenario analysis, I constantly studied the different scenarios of resources allocations in order to find the best way. The PMIS was utilized in my portfolio in order to collect, analyze, and generate relevant reports. I was conducting continuous resources rebalancing to manage the supply and demand.

A scarce resource was needed by 2 programs at the same time, and I prioritized both programs and assigned the resource to program X which was a prerequisite to multiple projects.

I continuously monitored the portfolio component mix and used graphical charts in order to visually see the resources consumption of high importance components.

 

Domain 03: Portfolio Performance – Option B

Evaluated continuous progress toward the achievement of business or strategic goals through the measurement of portfolio value

When I was a portfolio manager for portfolio _______, and due to the importance of managing portfolio performance properly, I was keen to evaluate performance on a continuous basis in order to show the status of the portfolio to key stakeholders and governing bodies. I started the portfolio with a meeting with the portfolio sponsor, key stakeholders and executives to be aware of the success factors to develop the key performance indicators (KPIs). This was done by conducting one meeting with the portfolio sponsor, and two workshops with key stakeholders and executives. Some of these KPIs were increase in portfolio revenue, return on investment, degree of strategic alignment, and consumption of resources. I made sure that the developed KPIs were aligned with the organizational strategy and goals.

In my portfolio, there was a clear need of developing a value measurement framework, due to the complexity of the portfolio and the large number of stakeholders. This framework was used to support governance board decision making. I then worked on standardizing the performance reports that were issued by the component managers.

I constantly gathered performance data through status reports (scope, cost, time) from portfolio components, analyzed the gathered data and aggregated it using a bottom-up approach to calculate performance measures of the portfolio.

I continuously assessed and measured the risk associated with the portfolio performance measurements in order to remain aligned with the organization risk tolerance.

I used the roadmap in this process to follow up on delays and their impact on the portfolio. The major delays were due to the scarce of resources.

I continuously monitored the portfolio component mix and used graphical charts in order to visually see the resources consumption of high importance components. Following each change affecting the portfolio, I met with relevant stakeholders to assess the criteria and update it accordingly (give an example of change).

I measured the contribution of each component to the overall portfolio value and sequence the portfolio components toward the achievement of the expected value and the achievement of the strategic goals and objectives.

Domain 04: Portfolio Risk Management– Option A

Defined and/or enhanced the portfolio risk strategy, including tolerance and thresholds, based on the portfolio goals and objectives

When I was a portfolio manager for portfolio _______, I gave special attention to risk management activities due to its importance, my portfolio was having tight interdependencies between four of its major components (give examples of your portfolio components). This required developing a broad portfolio risk management plan in order to minimize negative risk events which can significantly affect the portfolio progress. The risk management plan I developed included the risk roles and responsibilities within the portfolio, the risk tolerances, and the criteria for probability and impact. I defined the frequency or performing risk management activities in order to maintain good risk status throughout the portfolio while maintaining alignment with the portfolio goals and objectives

I kick off the risk management activities by defining a portfolio risk strategy with the key objective of keeping the risk levels within acceptable range and aligned with the portfolio strategic goals and objectives. While developing the risk strategy, I kept two points in mind, minimizing the impact and probability of negative risk events, and increasing the probability or impact of positive risk events (give examples of positive and negative risk events in your portfolio). I did benchmark analysis to compare our existing performance to competitors in the market to confirm that we were on the right track.

I conducted 6 meetings with key stakeholders and the portfolio sponsor to gather information about the portfolio risks, then I added this information to the portfolio risk register which was a simple spreadsheet including the risk name, risk owner, risk trigger, and potential response plan. For each identified risk in the risk register, I consulted relevant stakeholders and subject matter experts to set the risk tolerance and plan for the risk response. After risk identification, I conducted risk analysis using a few qualitative and quantitative analysis techniques. I identified the probability and impact of each identified risk with the support of SMEs and lessons learned from past similar portfolios, and as a result, I developed the portfolio watch list which included risks with low probability and low impact for future monitoring.

Throughout the portfolio life cycle, I continuously monitored portfolio risks, and I conducted analysis related to budget availability in order to assess the changes in the portfolio and their impact on the portfolio risks. I also continuously updated the risk register to elicit the current status of each risk which supported the governance board decision making process.

Domain 04: Portfolio Risk Management– Option B

Enabled the organization to capitalize on opportunities or manage threats based on portfolio risk management processes, methods, and/or techniques

When I was a portfolio manager for portfolio _______, I gave special attention to risk management activities due to its importance, my portfolio was having tight interdependencies between four of its major components (give examples of your portfolio components). This required developing a broad portfolio risk management plan in order to minimize negative risk events which can significantly affect the portfolio progress. The risk management plan I developed included the risk roles and responsibilities within the portfolio, the risk tolerances, and the criteria for probability and impact. I defined the frequency or performing risk management activities in order to maintain good risk status throughout the portfolio while maintaining alignment with the portfolio goals and objectives

I kick off the risk management activities by defining a portfolio risk strategy with the key objective of keeping the risk levels within acceptable range and aligned with the portfolio strategic goals and objectives. While developing the risk strategy, I kept two points in mind, minimizing the impact and probability of negative risk events, and increasing the probability or impact of positive risk events (give examples of positive and negative risk events in your portfolio). I did benchmark analysis to compare our existing performance to competitors in the market to confirm that we were on the right track. I also performed market research analysis as one of the key stakeholders claimed that a competitor has a better product than ours, and then I assured the stakeholder that we are building a top of line product.

I continuously monitored portfolio risks, and I conducted analysis related to budget availability and performance variability in order to assess the changes in the portfolio and their impact on the portfolio risks. 

I kept on updating the risk register throughout the portfolio life cycle by removing obstacle risks and adding new ones. For each added risk, I used Tornado diagrams to assess and determine the risk impact on the portfolio and updated the risk register with the findings.

I conducted a Monte Carlo simulation on several occasions in order to help visualize the portfolio impact of a risk and have forecasted numbers of risks impact on my portfolio. This was a great support to for the portfolio goals and objectives.

Domain 05: Portfolio Communication Management– Option A

Developed and/or updated a portfolio communications strategy to support effective decision making and achievement of portfolio goals and objectives

When I was a portfolio manager for portfolio _______, the portfolio was initiated with an initial communication strategy but encountered an abrupt turn 2 months later due to Covid-19. I initially forecasted a 4-month temporary strategy, but then needed to update the initial one knowing that the situation was becoming permanent. Following are the major updates I recommended on the communication strategy: Added the virtual deficit as a communication risk because we had site workers that are by majority live-communicators and needed live interactions and follow-ups. I added the risk under the communication category in the risk register and mitigated this by daily senior auditing after working hours and by allowing the workers to subscribe for data bundles for free to cover the needed daily video calls where both parties could visualize the issue.

 I updated the decision-making paths to minimize the interactions as part of the virtual meetings. For instance, the steering committee was designed to incorporate department managers, finance manager, budget manager and credit manager, along with the PMs. This entailed an issue with remote interactions as live communications came easier by nature. I decomposed the steering committee into levels where each level took care of the related decision. For example, decisions related to budget directly passed by budget manager and credit manager only for electronic paraphing, and then was electronically signed-off by the finance manager without the need to include except the related PM if needed. I recommended an enterprise grid subscription to Slack to cover the video-conferencing need and the ease to have it on all mobile phones, including sharing the necessary reports and having the needed access policies. I lowered the escalation thresholds of all changes by 15% to cater for the communication overhead. This gave a higher autonomy for decision-making at the cost of increasing risk. But was accepted as it was still.

Domain 05: Portfolio Communication Management– Option B

Engaged stakeholders to set and manage expectations and influence the success of the portfolio

When I was a portfolio manager for portfolio _______, and due to the importance of managing the portfolio communications effectively, I was keen to satisfy the key stakeholders information needs in order to maintain an informed decision-making framework throughout the portfolio life cycle. Due to the complexity of my portfolio, and the large number of stakeholders, I had to manage key stakeholders from executive groups, subject matter experts, portfolio components teams, customers, and external stakeholders.

I kicked off the communication activities by studying the inventory of work we had in order to understand the scope of the communication needs of the portfolio, I also analyzed the portfolio roadmap in order to find the dependencies and communication needs of these dependencies. I conducted one-to-one meetings with the portfolio sponsor and key stakeholders.

I maintained a transparent communication strategy throughout the portfolio life cycle in order to ensure that stakeholders are informed of the actual portfolio status and progress which enhanced my credibility in the organization.

I conducted brainstorming sessions, used expert judgement, analyzed organizational documents, and used the support of the portfolio management office (PMO) in order to identify portfolio key stakeholders. (Examples: Sponsor, governing bodies, component managers and teams, customers, and suppliers. I then conducted five one to one meetings in order to identify additional stakeholder groups within the portfolio. After the identification, I analyzed the stakeholders and developed a power influence grid in order to develop the strategy through which I engaged stakeholders throughout the portfolio life cycle in order to ensure their participation and maintain their support.

During the portfolio, I realized that the stakeholders have variable communication needs and interests and I continuously engaged them to ensure their communication needs were met and to capture changes in their communication requirements. Throughout the portfolio life cycle, I made sure to update the stakeholder register as a result of terminating components, adding components, or modifying them.

Some of the stakeholders had conflicting requirements, and I was working with them to resolve these conflicts. Also, there was few negative stakeholders who I worked with the sponsor to change their negative opinions and resistance.

Conclusion

In order to succeed in the portfolio manager role, the portfolio manager should adhere to the competences depicted by the PMI Talent Triangle® (i.e., technical project management skills, leadership capabilities, and strategic and business management expertise), be able to form and lead expert teams, and have expertise in strategic management, systems thinking, methods and techniques, stakeholder engagement, risk management, and organizational change management.

All in all, the PfMP certification exam is an exam that can help you in a lot of different ways. Though the exam might seem a little costly initially, it is worth the investment as you will have a broader perspective while taking the exam. We know that writing the PfMP exam application is not an easy thing to do, and therefore, we have dedicated an expert from our team to support you in drafting your exam application, and you can request this service from our Fiverr profile through the link here, or you can send us an email through info@eliteminds.co.

If you are curious to know more about the PfMP certification exam, I highly recommend you check out this blog. Feel free to have a look at our PfMP exam preparation workshop, and watch the first three sections before you make up your mind, you can access it through the link here. Also, do not hesitate to reach us out through info@eliteminds.co whenever you have a question about the PfMP exam preparation journey.

PMBOK®, PfMP®, and PMI® have registered trademarks of the Project Management Institute, Inc.

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