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| Certification Vendor: | Project Management Institute (PMI) |
|---|---|
| Exam Name: | Portfolio Management Professional (PfMP) Certification Exam |
| Exam Number: | PfMP |
| Exam Duration: | 240 minutes |
| Passing Score: | Not publicly disclosed |
| Available Languages: | English |
| Real Exam Qty: | 170 |
| Certificate Validity Period: | 3 years |
| Related Certifications: | Project Management Professional (PMP) Program Management Professional (PgMP) |
| Exam Format: | Scenario-based, Computer-based testing, Multiple-choice |
| Exam Price: | $640 (PMI members), $800 (non-members) |
| Recommended Training: | PMI Standard for Portfolio Management |
| Exam Registration: | PMI Official Registration |
| Sample Questions: | PMI PfMP Sample Questions |
| Exam Way: | Computer-based testing (on-site at Pearson VUE centers or online proctored) |
| Pre Condition: | Set A: High school diploma + 96 months business experience + 84 months portfolio management experience; Set B: Bachelor's degree + 96 months business experience + 48 months portfolio management experience; Set C: GAC-accredited bachelor's + 96 months business experience + 36 months portfolio management experience |
| Official Syllabus URL: | https://www.pmi.org/certifications/portfolio-management-pfmp |
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PMI PfMP Certification Exam is designed to test the candidate's knowledge and skills in various areas of portfolio management, including strategic alignment, governance, risk management, resource management, and performance management. PfMP Exam consists of 170 multiple-choice questions and must be completed within four hours.
NEW QUESTION # 687
A senior executive stakeholder complains to the governance board that the executive's chief of staff is not kept informed of the status of the overall portfolio. The governance board passes this information to the portfolio manager, whose next step should be to:
Answer: C
NEW QUESTION # 688
You are managing a portfolio for your company and are trying to balance the tasks that will be done internally based on the availability and the ones that will be outsourced. Managing supply and demand is a recurring activity in the portfolio life cycle and results in changes in resource utilization and resource efficiency. Which of the following are considered inputs to the Manage Supply and Demand process?
Answer: C
Explanation:
According to theStandard for Portfolio Management(PMI), theManage Supply and Demandprocess is part of thePortfolio Resource Managementknowledge area. Its primary goal is to synchronize the availability of resources (supply) with the requirements of the portfolio components (demand) to ensure optimal utilization and efficiency.
To effectively balance internal tasks and outsourced work, the Portfolio Manager requires the following specific inputs:
Portfolio (Input):This provides the master list of all authorized components (projects and programs). It includes the attributes of these components, such as their priority and high-level resource requirements, which are essential for deciding which tasks get the limited internal "supply." Portfolio Management Plan (Input):This contains theResource Management Plan, which defines the "how-to" for resource allocation, the criteria for outsourcing (make-or-buy decisions), and the thresholds for resource utilization.
Portfolio Reports (Input):These provide high-level, aggregated data on the performance and resource health of the entire portfolio. They help the manager see "the big picture" regarding where bottlenecks are occurring across the organization.
Portfolio Components Reports (Input):These are granular reports coming directly from the individual project and program managers. They provide detailed data on actual resource consumption, remaining work, and specific skill gaps. You cannot manage supply and demand without knowing the specific, real-time "demand" signals coming from the components.
Why other options are incorrect:
A and B (Portfolio Process Assets):While PPAs (templates, software) are usedduringthe process, theStandardspecifically identifies the data-driven reports (Portfolio ReportsandComponent Reports) as the critical inputs for the decision-making required to balance supply and demand.
D (Missing Component Reports):Without thePortfolio Component Reports, the Portfolio Manager lacks the bottom-up data necessary to understand the specific resource needs of each project, making it impossible to accurately balance tasks against internal availability.
In summary,Option Cprovides the necessary mix of top-down strategic planning (PMP), organized work lists (Portfolio), and both aggregate and granular performance data (Reports) required to manage the complex flow of resources.
NEW QUESTION # 689
By setting up portfolio categories and using a pair-wise comparison approach to rank components, as the portfolio manager, you feel that you are finally setting up and getting people to follow standard portfolio practices. Since portfolio management still is relatively new, progress is under way. As some components are added, and others are not continued, you are making sure if a component is terminated that it does not have dependencies with others in the portfolio.
You need to then:
Answer: C
NEW QUESTION # 690
You are developing a portfolio risk management plan. Which inputs do you need? (Choose two.)
Answer: A,B
NEW QUESTION # 691
In a portfolio you have a continuous interaction between the portfolio and its components. The approach is top down when it comes to offering guidelines and approaches and becomes bottom up when the components report status and progress to the portfolio. What is the relation between the portfolio and portfolio components when it comes to defining the performance measures and targets (metrics)?
Answer: B
NEW QUESTION # 692
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