PfMP PMI Portfolio Management Professional (PfMP) Free Practice Exam Questions (2025 Updated)

You are the manager for a major industrial portfolio aiming to rebuild the vintage building in your region. Having a tight schedule, a large number of stakeholders including the public, in addition to a strict budget, you know that you will be managing the portfolio closely and that the governance board and the stakeholders would want to check on the progress and status frequently. For this you started to develop a robust Portfolio management plan. Which of the following can be used when starting this process?

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 techniques uses historical data to determine if resource requirements have been consistently underestimated?

Risks perspectives differ within the organization between executive management, operations management, portfolio management and project/program management. When it comes to Operations management, which of the following is a risk concern?

During the portfolio lifecycle, components will be authorized, initiated, executed and closed accordingly. For authorizing the portfolio, as a program manager you will use which of the Which of the following tools and techniques?

You have set a meeting with your portfolio team members as an answer to the identification and update of the organization near-term budget and plans. One of your team members asked you of the goal of what is being done. Your answer to him should be

The audit department has found out that two of the departments have conflicting standards and have asked you to analyze and compare them in order to be able to take a decision which could impact the portfolio alignment. Which analysis will you use to compare conflicting standards in different departments

As you prepare your communications management plan you realize that stakeholder requirements may change over time, and these changes then will need to be reflected in updates to the plan. As the plan defines the overall communication process not only for gathering information but also in determining recipients of it, it also:

Portfolio Reports are widely used as inputs and outputs to multiple processes throughout the Portfolio Life Cycle. Which of the following is NOT part of portfolio reports?

You are working diligently to ensure people throughout the organization realize the importance of portfolio management. To do so, you are preparing a communications strategy. When you distribute it, you will be able to show you can satisfy information requirements in order to:

When managed correctly, the balanced scorecards can change the way an organization does business. Balanced scorecards keep focus on results. As a portfolio manager, you use the balanced scorecards while developing the Portfolio Management Plan in order to

In identifying risks to then manage and control, as the portfolio manager you are consulting organizational process assets such as:

You have been assigned as the manager for a major transformation portfolio in your company. You have a new direction in sight and you need to work with the team to attain the end goal and achieve the expected strategy. You have just finalized managing the strategic change and you are expected to present the following documents:

Capability and capacity analysis are useful tools in portfolio performance management. In using this type of analysis a best practice is to:

Updates to schedules i.e. resource, funding, benefits, are results of Developing the Portfolio Performance Management Plan process. Where should these updates be recorded?

You are managing a complex portfolio with high risk levels due to emerging technological breakthroughs and a short benefit window to market your product. You know that managing risk is key to success and you are coaching your team on the same. A major risk has recently occurred and the risk owner came to you asking advise on how to report it. what would you advise her?

Even though you do not work in an industry that is heavily regulated by your government, such as in new product development, health, or safety, recently your government issued a mandate that senior management of all corporations must certify the accuracy of reported financial statements to prevent any accounting fraud. These controls are to be implemented in the next fiscal year. This obviously is not in your portfolio strategic or management plans but is an example of a(n):

You have been a successful program manager for many years in your State Department of Agriculture. During this time, you managed large programs, and some had major risks to mitigate especially in the information systems area as new software would be released that was commercially available, and you knew it would then enhance the benefits to your customers if you acquired it. You were the first in the Department to get your PfMP, and it led to a promotion to become the first portfolio manager. After a year in this position, you find managing risks and issues to be totally different because:

Assume you are the portfolio manager for your pork producing company, the market leader in your country. Over time, the industry has recovered from trichinosis as a risk. Your company has added new components to its portfolio, and many have been to demonstrate to the public that its products are safe. It implemented the Agriculture Department's and Food and Drug Administration's Hazard Analysis and Critical Control Point (HACCP) regulations and is enhancing its image as 'the other white meat'. However, now the entire industry is faced with a new epidemic known as porcine epidemic virus, which is affecting pigs in 22 different states, and profits have decreased significantly. New components now must be added to the portfolio. This situation shows:

Your organization, a leading restaurant focusing on pancakes, is seeking to expand its portfolio. It is interested in ensuring new components support: return on investment, customer satisfaction, reputation enhancement, and branding. These four areas represent: