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PfMP - Portfolio Management Professional (PfMP) - Dump Information

Vendor : PMI
Exam Code : PfMP
Exam Name : Portfolio Management Professional (PfMP)
Questions and Answers : 100 Q & A
Updated On : Click to Check Update
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PfMP Questions and Answers

PfMP.html


Question: 90


The interest, influence, and communication needs of business operational stakeholders who are looking to ensure alignment between portfolio components, while minimizing negative impact and maximizing positive benefits of all portfolio-managed changes to their business operations, relate to which type of stakeholders?

A . Internal and External Stakeholders B . External Stakeholders

C . Does not relate to stakeholders D . Internal Stakeholders


Answer: D


Question: 91


While Optimizing your portfolio, you need to present to the governance board how your components will be ranked and balanced in a quantifiable way .


How will you do this?

A . Graphical analytical methods

B . Value measurement and scoring C . Scenario Analysis

D . Weighted ranking and scoring


Answer: D


Question: 92


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? A . Change Analysis

B . Gap Analysis

C . Readiness Assessment D . Stakeholder Analysis


Answer: B

Question: 93


One of your component managers has submitted his resignation and left the company; a new program manager joins the portfolio replacing him .


Which document you use to inform the new program manager about his responsibilities in the portfolio? A . Program Business Case

B . Portfolio Roadmap

C . Portfolio Management Plan D . Portfolio Charter


Answer: C


Question: 94


Because of the ongoing and iterative nature of portfolio management, the processes in it are continually repeated as new components are added, and others are completed or terminated. Revisions are constant given complexity, risks, and the rate of change.


As you work to optimize the portfolio, it is helpful to: A . Assign components to predefined categories

B . Prepare a flowchart

C . Organize ideas from stakeholders into logical groupings D . Perform a structure analysis of roles and responsibilities


Answer: B


Question: 95


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:

A . Resource re-allocation is required B . Risk management is essential

C . The ROI of the new components must be determined

D . Portfolio rebalancing has led to the new components being in the top five priority list


Answer: B


Question: 96


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. For this you maintain a risk register. The risk register is used throughout the portfolio life cycle in order to track and manage risks. It is continually updated throughout the portfolio life cycle. As a portfolio manager, you know that the risk register includes all of the following except

A . Probability Impact Assessment B . List of potential responses

C . Updated risk categories

D . Person who Identified the risk


Answer: D


Question: 97


Managing risk is key to the success of any initiative. Risk is considered to be inherent in any activity we do in project management and at any level. Risk is part of project, program and portfolio management and has a different exposure in each and every one. Multiple risks have already been spotted in your portfolio and you are now identifying, assessing and developing risk response plans for them, in addition to monitoring and controlling them .


What are you looking for? You were finding this hard at first however you asked the help from a senior portfolio manager and he redirected you to use

A . Weighted Ranking and scoring techniques, Portfolio Component inventory, Categorization B . Weighted Ranking and scoring techniques, Quantitative & Qualitative Analysis

C . Capability & Capacity, Weighted Ranking and scoring techniques, Graphical Analytical methods, Quantitative & Qualitative Analysis

D . Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative & Qualitative Analysis


Answer: B


Question: 98


You are managing a large construction portfolio. Recently, and due to budget cuts, you have been having resources issues on multiple initiatives and has been struggling with maintaining a healthy resource allocations.


You are currently analyzing the capability and capacity for scarce machinery resources shared across three major programs in the portfolio .


What are you currently applying? A . Finite Capacity planning

B . Resource Schedules

C . Resource Management Tools D . Resource Smoothing


Answer: A


Question: 99


In preparing your communications matrix, you identified five communication areas. One is portfolio governance decisions.

A communication vehicle for these decisions is: A . E-mails

B . Scorecards

C . Internal portal D . PMO repository


Answer: C


Question: 100


You are the CIO of a real estate investment trust (REIT) that invests in apartments and condominiums in more than 50% of the states in your country. Your organization has as its goal to respond to any concerns that arise within 24 hours; for example, you want to make sure Wi-Fi sites are operational if there are any power outages, and people have soft phone service available 24/7.


You are a member of the REIT’s Portfolio Review Board, and as a member of the executive team in terms of portfolio risk management, you want to focus on:

A . Issues with product support

B . Identifying and managing liabilities C . Interaction of component risks

D . Inconsistent processes


Answer: B


PMI PfMP Exam (Portfolio Management Professional (PfMP)) Detailed Information

Your organization does the work right. But does it do the right work? As a portfolio manager, your role is essential to ensuring that the answer is “Yes.”
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 percent 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 percent 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.
Apply for PfMP Certification
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PfMP Exam Guidance
Review tips, resources and FAQs to help you prepare.
Downloads
Exam Content Outline
Handbook
Reference List
Who Should Apply?
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 is the right choice for you.
Gain and Maintain Your PfMP
First phase of evaluation is panel review
The certification exam has 170 multiple-choice questions and you have four hours to complete it.
To maintain your PfMP, you must earn 60 professional development units (PDUs) in portfolio management topics every three years.
Prerequisites
All applicants must possess a minimum of eight years of professional business experience AND
Secondary degree (high school diploma, associate’s degree or the global equivalent)
10,500 hours of portfolio management experience
Four-year degree (bachelor’s degree or the global equivalent)
6,000 hours of portfolio management experience
PORTFOLIO MANAGEMENT EXAMINATION CONTENT OUTLINE
The following table identifies the proportion of questions from each domain that will appear on the
examination. These percentages are used to determine the number of questions related to each domain
and task that should appear on the multiple-choice format examination.
Domain Percentage of Items on Exam
Strategic Alignment 25%
Governance 20%
Portfolio Performance 25%
Portfolio Risk Management 15%
Communications Management 15%
PfMP Examination Content Outline
DOMAINS AND TASKS
Domain 1: Strategic Alignment
The Strategic Alignment domain includes the continuous activities necessary for aligning portfolio
components (programs, projects, and operations) with organizational strategic objectives, goals, and
priorities. Portfolio strategic alignment also involves recommending portfolio scenarios and related
components to create an initial high level portfolio roadmap.
Tasks Strategic Alignment (25%)
Task 1 Evaluate organizational strategic goals and objectives using document
reviews, interviewing, and other information gathering techniques in order to
understand the strategic priorities.
Task 2 Identify prioritization criteria (e.g., legislative, dependencies, ROI, stakeholder
expectations, strategic fit) using information gathering and analysis
techniques in order to create a basis for decision making.
Task 3 Rank strategic priorities working with key stakeholders and using qualitative
and quantitative analyses in order to provide a guiding framework to
operationalize the organizational strategic goals and objectives.
Task 4 Identify existing and potential portfolio components by reviewing
documentation such as business plans/proposals in order to create portfolio
scenarios.
Task 5 Create portfolio scenarios (what-if analysis) by reviewing components against
prioritization criteria and using analysis techniques (e.g., options analysis,
risk analysis, SWOT analysis, financial analysis) in order to evaluate and
select viable options.
Task 6 Recommend portfolio scenario(s) and related components, based on
prioritization analysis/criteria, in order to provide governance with a rationale
for decision making.
Task 7 Determine the impact to portfolio and portfolio components due to changes in
strategic goals and objectives, in order to sustain strategic alignment.
Task 8 Create high level portfolio roadmap working with key stakeholders using
prioritization, interdependency analysis, and organizational constraints in
order to confirm and communicate the portfolio components sequencing,
dependencies, and strategic alignment.
PfMP Examination Content Outline
Domain 2: Governance
The Governance domain includes activities related to establishing the governance model, developing
the portfolio management plan, and approving the portfolio. Tasks in the Governance domain ensure
that portfolio components are authorized and processes and procedures are developed and continuously
improved.
Tasks Governance (20%)
Task 1 Define and establish a governance model including the structure (including
but not limited to steering committees, governance boards), policies, and
decision-making roles, responsibilities, rights and authorities in order to
support effective decision-making and achieve strategic goals.
Task 2 Determine portfolio management standards, protocols, rules, and best
practices, using organizational assets (such as information systems, subjectmatter
experts) and industry standards in order to establish consistent
portfolio management practices.
Task 3 Define and/or modify portfolio processes and procedures including but not
limited to benefits realization planning, information management,
performance, communication, risk management, stakeholder engagement,
resource management, and change management in order to manage the
portfolio efficiently and effectively.
Task 4 Create the portfolio management plan including, but not limited to, roles and
responsibilities, governance model, escalation procedures, risk tolerances,
and governance thresholds, change control and management, key
performance indicators, prioritization model, and communication procedures
using standards, models, and other organizational assets in order to ensure
effective and efficient portfolio management.
Task 5 Make recommendations and obtain approval regarding portfolio decisions
(e.g, components, plans, budget, roadmap) through communication with key
decision makers as defined by the governance model, in order to authorize
the execution of the portfolio.
PfMP Examination Content Outline
Domain 3: Portfolio Performance
The Portfolio Performance domain includes the activities required for managing the portfolio using
the portfolio processes as defined by the governance model; continuously monitoring and evaluating the
performance of the consolidated portfolio components in order to balance the portfolio; and reporting on
progress towards the achievement of strategic objectives.
Tasks Portfolio Performance (25%)
Task 1 Initiate the portfolio using the portfolio roadmap and supporting artifacts in
order to authorize the portfolio structure and activate the components.
Task 2 Collect and consolidate key performance metric data, as defined by portfolio
governance and using various techniques, in order to measure the health of
the portfolio.
Task 3 Monitor the portfolio performance on an ongoing basis, using reports,
conversations, dashboards, and auditing techniques in order to ensure
portfolio effectiveness and efficiency and maintain strategic alignment.
Task 4 Manage and escalate issues by communicating recommended actions to
appropriate decision makers for timely approval and implementation of
proposed solution(s).
Task 5 Manage portfolio changes using change management techniques, in order to
improve portfolio performance and maintain strategic alignment.
Task 6 Balance portfolio and prioritize portfolio components, using established
criteria and methods in order to optimize resource utilization and achieve
strategic portfolio objectives.
Task 7 Analyze and optimize the consolidated allocation/reallocation of capacity
(e.g., people, tools, materials, technology, facilities, financial) using
supply/demand management and scenario analysis techniques to ensure
portfolio efficiency and effectiveness.
Task 8 Update and refine existing portfolio road maps, using change analysis in
order to facilitate re-allocation of organizational resources to the portfolio.
Task 9 Measure the aggregated portfolio performance results against the defined
business or strategic goals and objectives in order to demonstrate progress
toward the achievement of business or strategic goals.
Task 10 Maintain records by capturing portfolio artifacts, such as approvals,
prioritizations, and other decisions, in order to ensure compliance with
organizational policies, regulatory requirements, and portfolio management
standards.
PfMP Examination Content Outline
Domain 4: Portfolio Risk Management
Portfolio Risk Management includes activities related to the balancing and management of portfolio
risk consistent with the risk appetite of the organization and facilitates decision making.
Tasks Portfolio Risk Management (15%)
Task 1 Determine acceptable level of risk for the portfolio, based on organizational
and stakeholder risk tolerances, in order to provide input to governance.
Task 2 Develop the portfolio risk management plan, using governance risk
guidelines, processes, and procedures and other organizational assets in
order to capitalize on opportunities, and respond to risks.
Task 3 Perform dependency analysis to identify and monitor risks related to the
interdependencies and intradependencies within or across portfolios in order
to support decision-making.
Task 4 Develop, monitor, and maintain portfolio-level risk register, including risks to
strategic goals and objectives, to business value, and escalated from
portfolio components, using risk management processes in order to support
decision making.
Task 5 Promote common understanding and stakeholder ownership of portfolio
risks, through communications with stakeholders, in order to facilitate risk
response.
Task 6 Provide recommendation and obtain approval for a portfolio management
reserve, based on aggregate portfolio risk exposure, in order to optimize
portfolio strategic goals and objectives.
PfMP Examination Content Outline
Domain 5: Communications Management
The Communications Management domain includes activities related to continuously
communicating with stakeholders; understanding their needs and expectations; addressing issues as they
occur; managing conflicting interests; and fostering appropriate stakeholder engagement in portfolio
decisions and activities.
Tasks Communications Management (15%)
Task 1 Analyze internal and external stakeholders using techniques such as
meetings, interviews, surveys/questionnaires, in order to identify stakeholder
expectations, interests, and influence on the success of the portfolio.
Task 2 Create the aggregate communication strategy and plan, including methods,
recipients, vehicles, timelines and frequencies in order to enable effective
communication to stakeholders.
Task 3 Engage stakeholders, through oral and written communication, to ensure
awareness, manage expectations, foster support, and build relationships and
collaboration for the success of the portfolio roadmap.
Task 4 Maintain the communication strategy and plan by evaluating current
communications capabilities, identifying gaps, and documenting
communications plan to meet stakeholder requirements.
Task 5 Prepare and/or facilitate stakeholder understanding of portfolio managementrelated
processes, procedures, and protocols using organizational assets
(e.g., information systems, training delivery methods) in order to promote
common understanding and application of the portfolio management process.
Task 6 Verify accuracy, consistency, and completeness of portfolio communication,
utilizing governance guidelines, to maintain credibility and satisfaction with
all stakeholders.
PfMP Examination Content Outline
KNOWLEDGE AND SKILLS
1. Strategic portfolio management planning
2. Strategic planning processes, tools, and techniques (e.g., SWOT analysis, gap analysis, financial
analysis)
3. Business analysis
4. Interdependency analysis
5. Investment choices (e.g., trade off analysis/market payoff/budget variability)
6. Prioritization analysis techniques
7. Procedures to identify risk tolerance
8. Organizational risk tolerance
9. Structural risk analysis (portfolio and mission)
10. Organizational structures (e.g., horizontal v. vertical, functional v. enterprise)
11. Portfolio balancing
12. Financial analysis
13. Budget planning/execution
14. Risk planning
15. Risk probability analysis
16. Execution risk analysis
17. Aggregate risk assessment and evaluation
18. Scenario planning and analysis
19. Decision-making tools and techniques
20. Roadmap development
21. Business case development and analysis (including cost/benefit)
22. Cost estimation techniques
23. Change management techniques
24. Organizational change management
25. Stakeholder analysis
26. Stakeholder engagement process
27. Stakeholder engagement techniques (e.g., elicitation, active listening, clarification)
28. Stakeholder training methods
29. Coaching and mentoring techniques
30. Communication tools and techniques
31. Audience-specific, targeted communication techniques
32. Strategic performance management tools and techniques (e.g., balanced scorecards, KPIs)
33. Portfolio, project and program management principles
34. Benefit realization planning
35. Benefits realization analysis
36. Information management systems, tools, and techniques
37. Resource contingency/reserves planning
38. Capacity/capability analysis (human, financial, material)
PfMP Examination Content Outline
39. Rebalancing methods
40. Qualitative analysis tools and techniques
41. Quantitative analysis tools and techniques
42. PMO operations
43. Process development and continuous improvement techniques
44. Authority levels and escalation procedures
45. Quality management
46. Compliance management
47. Performance management planning
48. Performance reporting (e.g., financial, status, constraints, variances, resource utilization,
benefits)
49. Performance metrics and targets
50. Value scoring and measurement analysis
51. Variance analysis
52. Resource planning
53. Resource leveling
54. Root cause analysis
55. Issue management
56. Benefits management
57. Demand management
58. Data analysis and reporting (including dashboard and graphical methods)
59. Opportunity management
60. Auditing techniques
61. Risk identification
62. Risk benchmarking analysis
63. Risk categorization
64. Risk monitoring tools and techniques
65. Quantitative and qualitative trend analysis
66. Risk reporting techniques (including graphical)
67. Presentation tools and techniques
68. Collaboration tools and techniques
69. Communication requirements analysis
70. Negotiation techniques
71. Cross-functional team building
72. Facilitation
73. Conflict resolution
74. Leadership
75. PMI Code of Ethics and Professional Conduct
PfMP Examination Content Outline
APPENDIX A: ROLE DELINEATION STUDY (RDS) PROCESS
Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the credential. It must be known what portfolio managers actually do on the job before a
content-valid test can be developed. A valid examination draws questions from every important area of
the profession and specifies that performance areas (domains) considered more important, critical, and
relevant be represented by more questions on the examination. Defining the role of portfolio manager
occurs in two major phases: one in which individuals currently in the role define the responsibilities, and
another in which the identified responsibilities are validated on a global scale.
Beginning in 2012, PMI commissioned a global role delineation study (RDS) for the PfMP
credential. The RDS process was led by a steering committee, representing PMI’s Certification
Governance structure. A project task force comprised of portfolio management professionals was
responsible for the conduct of work on the project, with oversight from the steering committee. The task
force had represented global representation and diversity in industry, job position, and experience.
Portfolio managers were also responsible for the independent reviews of the work of the task force and
piloting the information before surveying a larger sample of portfolio managers.
Study participants, working under the direction of the Professional Education Service (ProExam),
reached consensus on the performance domains, a broad category of duties and responsibilities that
define the role, as well as the tasks required for competence performance and the knowledge/skills
needed to perform those tasks.
Validating the Responsibilities Identified by the Panelists
In order to ensure the validity of the study and content outline developed by the study participants, a
survey requesting feedback on the study participant’s work was sent to portfolio management
practitioners throughout the world. Surveys were distributed globally to thousands of portfolio managers
around the world. PMI received a robust set of responses to the survey, with participants from various
countries and representing every major industry. This provided PMI with the statistical significance
from which to draw conclusions about the criticality for competent performance and frequency of the
tasks. Practitioners also rated the knowledge/skills on how essential they were to their work as portfolio
managers and when they were acquired.
Developing a Plan for the Test
Based on respondent ratings, an examination blueprint, clarifying exactly how many questions from
each domain and task should be on the examination, was developed. Those domains and tasks that were
rated as most important, critical, and relevant by survey respondents would have the most questions
devoted to them on the examination.
Results of the study indicated that the 150 scorable questions on the test should be distributed among
the domains as shown in the following table. The remaining 20 questions will be dispersed throughout
the domains as pretest questions and will not count in the candidates’ scores. The pretest items allow
PfMP Examination Content Outline
PMI to monitor the question performance better, prior to including the questions in the final databank of
test questions.
Domain Percentage of Items on Exam
Strategic Alignment 25%
Governance 20%
Portfolio Performance 25%
Portfolio Risk Management 15%
Communications Management 15%
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