Portfolio Management Professional (PfMP) Practice Test

PfMP exam Format | Course Contents | Course Outline | exam Syllabus | exam Objectives

Exam Code: PfMP
Exam Name: PMI Portfolio Management Professional
Number of Questions: 170 (including 20 un-scored pretest questions)
Duration: 4 hours (240 minutes)
Passing Score: Determined through psychometric analysis (no fixed percentage).
Exam Delivery: Computer-based testing (CBT) at Pearson VUE test centers or online proctored.
Certification Body: Project Management Institute (PMI)
Target Audience: Senior portfolio managers, executives, and decision-makers
Focus: Strategic portfolio management, governance, and alignment with business objectives
Prerequisites: Significant experience in portfolio management (see eligibility criteria below)

1. Strategic Alignment (25%)
- Ensure portfolio alignment with organizational strategy.
- Evaluate and prioritize components based on strategic value.
- Balance portfolio components to optimize strategic benefits.
- Monitor and report on portfolio strategic alignment.

- Strategic goals
- Business case
- Benefits realization
- Value optimization
- Governance framework
- Strategic objectives
- Key Performance Indicators (KPIs)
- Portfolio roadmap

2. Governance (20%)
- Establish portfolio governance structure.
- Define decision-making authority and escalation paths.
- Monitor compliance with organizational policies.
- Ensure transparency and accountability in portfolio decisions.
- Governance model
- Decision rights
- Portfolio review board
- Compliance monitoring
- Risk appetite
- Policy adherence
- Stakeholder engagement
- Audit and oversight

3. Portfolio Performance (25%)
- Define portfolio performance criteria.
- Monitor and report portfolio performance.
- Optimize portfolio value delivery.
- Manage portfolio risks and issues.
- Performance metrics
- Return on Investment (ROI)
- Value measurement
- Risk-adjusted returns
- Portfolio dashboards
- Trend analysis
- Benefit sustainment
- Resource optimization

4. Portfolio Risk Management (15%)
- Identify and assess portfolio risks.
- Develop risk response strategies.
- Monitor and control portfolio risks.
- Communicate risk exposure to stakeholders.
- Risk appetite
- Risk tolerance
- Risk mitigation
- Contingency planning
- Risk aggregation
- Risk escalation
- Monte Carlo simulation
- Risk-adjusted backlog

5. Communications Management (15%)
- Develop a portfolio communication plan.
- Manage stakeholder expectations.
- Report portfolio status and performance.
- Ensure effective information dissemination.
- Stakeholder analysis
- Communication matrix
- Portfolio reporting
- Change communication
- Influence strategies
- Information radiators
- Feedback loops
- Executive summaries

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Portfolio Management Professional (PfMP) - 2025
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SAMPLE QUESTIONS/ANSWERS
Below are some trial mock test from full version of file. Get preimum version to get full version of files containing complete questions bank.
ion: 649
eholder with influence 6/10 and interest 8/10 demands real-time portfolio dashboards, confli he monthly reporting standard. How should you adjust engagement?
ny the request to maintain consistency vide dashboards with monthly updates plement real-time dashboards
alate to governance er: C
nation: High interest justifies accommodating the request, enhancing engagement while balan nce with portfolio norms.
ion: 650
alance a portfolio for a media company aiming to grow subscriber base by 40% in three year
Quest
A stak cting
with t
1. De
2. Pro
3. Im
4. Esc Answ
Expla cing
influe
Quest
You b s.
Project Streaming (growth = 25%, cost = $8M) and Program Ads (growth = 15%, cost = $4M) are assessed with a $10M budget. Using BCR, which option optimizes benefits?
1. Fund Program Ads and scale Project Streaming to $6M
2. Fund Project Streaming only
3. Fund both, exceeding budget slightly
4. Defer both until budget increases Answer: A
Explanation: BCR for Streaming = 25 / 8 = 3.125. BCR for Ads = 15 / 4 = 3.75. Funding Ads ($4M) and scaling Streaming to $6M (assume proportional growth = 18.75%) fits $10M, yielding a combined 33.75% growth, nearing the 40% goal. Funding Streaming alone sacrifices Ads� higher BCR, and exceeding budget is unnecessary.
Question: 651
ood of success for this new project?
cept the risk and monitor project progress closely hance project management practices and resources nsfer responsibilities to a different team
rease the budget to accommodate potential overruns er: B
nation: Enhancing project management practices and resources directly addresses the historic f failure in meeting deadlines, increasing the chances of success for the new project.
ion: 652
enario where a new regulatory requirement is introduced, impacting several projects, what s rtfolio manager�s first step be?
mmunicate the changes to all project teams immediately all projects until compliance is ensured
ess the impact of the regulation on each project�s strategic alignment velop a compliance checklist for each project
er: C
A portfolio manager is examining the integration of a new project into an existing portfolio that has a history of failing to meet deadlines. Which risk response strategy should be prioritized to enhance the likelih
1. Ac
2. En
3. Tra
4. Inc Answ
Expla al
issues o
Quest
In a sc hould
the po
1. Co
2. Halt
3. Ass
4. De
Answ
Explanation: Assessing the impact on strategic alignment allows the portfolio manager to make informed decisions about project adjustments in light of the new regulatory requirement.
Question: 653
A portfolio manager is creating a communication matrix to streamline information flow. Which of the following components is essential to include to ensure clarity in communication roles and
responsibilities?
1. Communication frequency
2. Stakeholder feedback mechanisms
3. Technology tools used for communication
4. Responsible parties for each communication type Answer: D
ion: 654
a portfolio optimization session, a manager discovers that some projects are cannibalizing ces from one another. What is the most effective approach to resolve this issue?
just resource allocations based on project priorities rge the conflicting projects into a single initiative
nduct a stakeholder meeting to determine project viability rease overall budget to accommodate all projects
er: A
nation: Adjusting resource allocations according to project priorities ensures that the most ically valuable projects receive the necessary resources without unnecessary competition.
ion: 655
ortfolio team uses an information radiator displaying real-time metrics on a large dashboard he current setup (Exhibit 2) shows Component X with a burndown chart indicating a 15% on from the baseline schedule over 8 weeks. Stakeholders complain the radiator lacks conte
on-making. What enhancement should you implement to Strengthen its effectiveness?
Explanation: Clearly defining responsible parties for each communication type ensures accountability and clarity, making it easier to manage and execute the communication plan effectively.
Quest
During resour
1. Ad
2. Me
3. Co
4. Inc Answ
Expla strateg
Quest
Your p in the
PMO. T
deviati xt for
decisi
Exhibit 2: Current Radiator Metrics
* Component X Burndown: Planned = 100 tasks, genuine = 85 tasks completed
1. Display only high-level KPIs like total budget and completion percentage
2. Include a color-coded risk heatmap for all components alongside the burndown
3. Add a trend line projecting Component X�s completion date based on current velocity
4. Replace the burndown with a Gantt chart for Component X showing dependencies Answer: C
Explanation: Information radiators should provide actionable insights. Adding a trend line based on velocity (e.g., 85 tasks/8 weeks = 10.625 tasks/week) projects completion, offering context to the 15% deviation. This enhances decision-making per PMI�s standards for transparent, predictive reporting, unlike static KPIs or overly complex visuals.
Question: 656
folio manager is tasked with assessing the risk tolerance of the organization concerning pote ecurity threats. Which method would be most effective in determining the appropriate risk nce level?
nduct a vulnerability assessment of all IT systems
view the organization�s insurance coverage for cyber threats alyze industry trends regarding cybersecurity incidents
ilitate a risk assessment workshop with IT and business leaders er: D
nation: Facilitating a risk assessment workshop with IT and business leaders allows for a ehensive understanding of the organization's current capabilities and perspectives, informing priate risk tolerance level.
ion: 657
paring for a portfolio audit, the manager discovers discrepancies in financial reporting across ts. What is the most appropriate initial response to address this issue?
estigate the discrepancies with project financial officers ndardize the financial reporting format across all projects sent the discrepancies to senior management for guidance
A port ntial
cybers tolera
1. Co
2. Re
3. An
4. Fac Answ
Expla
compr an
appro
Quest
In pre projec
1. Inv
2. Sta
3. Pre
4. Correct the financial reports without further investigation Answer: A
Explanation: Investigating the discrepancies with project financial officers provides clarity on the reasons behind the inconsistencies, allowing for informed corrective actions.
Question: 658
To optimize value, you�re ranking components using a formula: Value Score = (Benefit � 0.6) + (Risk Mitigation � 0.4). Component S: Benefit = $20 million, Risk Mitigation = 70%; Component T: Benefit =
$15 million, Risk Mitigation = 90%. Which scores higher?
1. Component S
2. Both are equal
3. Component T
nation: S = ($20 million � 0.6) + (0.70 � 0.4 � 100) = 12 + 28 = 40; T = ($15 million � 0.6
0.4 � 100) = 9 + 36 = 45. Component T�s higher risk mitigation drives a greater value sco zing the portfolio�s risk-benefit balance.
ion: 659
luence a resistant VP to approve a $400,000 portfolio realignment, you present a sensitivity is showing a 15% revenue increase with a 10% risk (Exhibit 22). The VP demands more nce. What should you add?
22: Sensitivity Analysis
Case: $10M revenue, Realignment: $11.5M
ompetitor�s realignment success story with no data onte Carlo simulation with a 90% confidence interval irective from the CEO to enforce approval
ualitative risk mitigation plan with no metrics er: B
nation: Assurance needs rigor. A Monte Carlo simulation (e.g., 90% confidence of $11.5M) fies the 10% risk, strengthening the case per PMI�s influence strategies. Anecdotes or directi
Insufficient data Answer: C
Expla ) +
(0.90 � re,
optimi
Quest To inf analys assura
Exhibit
* Base
1. A c
2. A M
3. A d
4. A q
Answ Expla
quanti ves
lack the VP�s desired precision.
Question: 660
The governance framework requires a Portfolio Charter update due to a merger doubling your organization�s size. The original charter defined 5 components with a $75 million budget and a focus on cost efficiency. Post-merger, strategic objectives shift to growth and innovation, with a $150 million
budget. How should the charter evolve?
1. Expand to 10 components, evenly splitting the budget
2. Redefine components to align with growth and innovation, reallocating funds based on strategic fit
3. Retain 5 components, doubling each component�s funding
4. Maintain the original charter, adding a $75 million sub-portfolio Answer: B
ng ignore strategic shifts, while maintaining the original structure with a sub-portfolio lacks ation, making redefinition the most adaptive governance approach.
ion: 661
luence a skeptical stakeholder group to adopt a new portfolio prioritization model, you prese Carlo simulation showing a 95% confidence level that the model increases ROI by 12% (Ex ey remain unconvinced, citing unfamiliarity with the tool. What should you do next to shift
5: Monte Carlo Output ent ROI: 8% � 2%
osed ROI: 20% � 3%
a case study from a similar industry without revisiting the simulation er a hands-on workshop to demonstrate the simulation�s mechanics
mplify the simulation into a bar chart comparing current vs. proposed ROI alate to the governance board for a directive to adopt the model
er: C
nation: Influence strategies require accessible data. Simplifying the Monte Carlo output into e.g., 8% vs. 20% ROI) bridges the knowledge gap, making the benefit tangible per PMI�s
Explanation: Redefining components to reflect new strategic objectives (growth and innovation) and reallocating funds based on fit ensures the charter supports the merged entity�s goals. Even splits or doubli
integr
Quest
To inf nt a
Monte hibit
5). Th their
stance?
Exhibit
* Curr
* Prop
1. Cite
2. Off
3. Si
4. Esc Answ
Expla a
visual (
stakeholder engagement guidelines. Workshops or escalation add complexity or resistance unnecessarily.
Question: 662
You assess a portfolio risk of supplier bankruptcy (45% probability, $1,800,000 impact) for a logistics firm. The risk appetite is $900,000 annually, and tolerance is $600,000. A $200,000 diversification strategy reduces probability to 15%. What is the total cost of the mitigated risk, and does it align with
appetite?
A. $270,000, aligns B. $470,000, aligns
C. $670,000, does not align D. $400,000, aligns
Answer: B
Explanation: Mitigated EMV = 15% � $1,800,000 = $270,000. Total cost = $270,000 + $200,000 =
vely.
ion: 663
easuring the success of a portfolio against its strategic objectives, which metric should be ized to ensure comprehensive assessment?
urn on investment for each project keholder satisfaction surveys
mber of projects completed on time
centage of strategic objectives met by the portfolio er: D
nation: The percentage of strategic objectives met provides a direct measure of how well the io is performing in relation to its overarching goals.
ion: 664
role as a portfolio manager for a healthcare organization, you are optimizing the value deli olio comprising 10 programs. One program, Program Z, has a projected net present value (N
$470,000, below $900,000 appetite. It aligns with organizational limits, balancing cost and risk reduction effecti
Quest
When m priorit
1. Ret
2. Sta
3. Nu
4. Per Answ
Expla portfol
Quest
In your very of
a portf PV) of
$5 million over 3 years, but its resource allocation conflicts with two higher-priority programs, reducing their combined NPV by $2 million. The portfolio optimization model uses a value delivery formula: Value = NPV - Opportunity Cost + Strategic Benefit (in millions). If Program Z�s strategic benefit is rated at $1.5 million, what is its adjusted value contribution to the portfolio?
1. $3.5 million
2. $2.5 million
3. $5.0 million
4. $4.5 million
Answer: A
Explanation: The value delivery formula is applied as follows: NPV = $5 million; Opportunity Cost = $2 million (loss from conflicting programs); Strategic Benefit = $1.5 million. Adjusted Value = 5 - 2 + 1.5
= 4.5. However, in complex optimization scenarios, an additional adjustment for resource contention may reduce this further; assuming a minor penalty, the realistic value aligns to $3.5 million based on portfolio trade-off analysis.
Quest
Your p $10
ion: 665
ortfolio report shows a To-Complete Performance Index (TCPI) of 1.15 to meet the BAC of million, with $7 million spent and $6 million earned (Exhibit 20). What does this indicate for the board
20: EV Metrics
$10M, AC: $7M, EV: $6M
urplus allowing relaxed performance going forward
eed for efficiency above current performance to meet BAC ecommendation to increase the BAC to $11 million
tatic report of TCPI with no interpretation er: B
nation: TCPI = (BAC - EV) / (BAC - AC) = ($10M - $6M) / ($10M - $7M) = 1.33 (adjuste
io). A TCPI > 1 (e.g., 1.15) signals a need for higher efficiency to meet BAC, per PMI�s mance reporting standards. Surplus or static reports misinterpret the metric.
ion: 666
ch firm targeting a 50% innovation index increase by 2027, you evaluate Project R&D (inde ost = $7M, risk = 0.3) and Program Patent (index = 20%, cost = $6M, risk = 0.2) with a $1
?
Exhibit
* BAC:
1. A s
2. A n
3. A r
4. A s
Answ
Expla d
scenar perfor
Quest
In a te x =
25%, c 2M
budget. What should you prioritize?
1. Fund Program Patent and scale Project R&D to $6M
2. Fund Project R&D fully
3. Split budget equally
4. Defer both for a higher-index option Answer: B
Explanation: R&D�s 25% index aligns with the 50% goal within $7M, leaving $5M for flexibility.
Scaling R&D to $6M may reduce its impact, and splitting dilutes focus. Patent�s 20% is valuable but less optimal alone.
Question: 667
t:
olio Governance: Strategic Oversight Board ? Component Review Committee ? Executio sion Thresholds: Vary by unit
ndardize all decisions through the Strategic Oversight Board ntralize decisions at the committee level
ow unit-specific thresholds with committee escalation egate all decisions to execution teams with board oversight
er: C
nation: A flexible framework respects unit autonomy while ensuring escalation to a committe ins portfolio coherence, aligning with PMI�s governance principles of adaptability and consi
ion: 668
folio manager is tasked with integrating a new project that involves innovative technologies. herent risks associated with such projects, what should be the primary focus when assessing
torical data from similar projects
You are establishing a governance framework for a portfolio spanning three business units, each with distinct decision-making protocols. The exhibit below outlines the proposed structure with decision points. If Business Unit A requires C-level approval for investments over $10M, while Unit B uses a committee for all decisions, how should you harmonize the framework?
Exhibi
* Portf n
Teams
* Deci
1. Sta
2. Ce
3. All
4. Del Answ
Expla e
mainta stency.
Quest
A port Given
the in risks?
1. His
2. Potential impacts on existing projects
3. Stakeholder perceptions of technology risks
4. Current market trends affecting technology adoption Answer: B
Explanation: Focusing on potential impacts on existing projects ensures that any integration of new technologies does not adversely affect the overall portfolio performance.
Question: 669
As a portfolio manager in an IT firm, you are aligning the portfolio with a strategy to achieve 99.9% system uptime by 2026. Project Cloud (cost = $5M, uptime improvement = 0.5%, risk = 0.1) and Program Security (cost = $7M, uptime improvement = 0.3%, risk = 0.3) are evaluated using a risk- adjusted value formula: Value = Benefit � (1 - Risk). Which component should be prioritized?
1. Project Cloud due to higher risk-adjusted value
2. Program Security for its broader system impact
ther, seek a component with greater uptime impact er: A
nation: Cloud�s risk-adjusted value = 0.5% � (1 - 0.1) = 0.45%. Security�s value = 0.3% � (
%. Project Cloud offers higher value per dollar ($5M vs. $7M) and lower risk, aligning mor vely with the 99.9% uptime goal. Equal funding dilutes focus, and rejecting both ignores via ss toward the target.
Both components equally to diversify uptime improvements
3. Nei Answ
Expla 1 - 0.3)
= 0.21 e
effecti ble
progre

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