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PMI PfMP Exam (page: 12)
PMI Portfolio Management Professional
Updated on: 25-Dec-2025

Viewing Page 12 of 100
PfMP PDF 494 Questions

When we talk about portfolios, programs and projects, it is inevitable to mention the business value which is the sum of tangible and intangible assets of an organization, also known as the net quantifiable benefit. When it comes to business value, at which level of the organization is the delivery of Business Value optimized?

  1. Portfolio
  2. Project
  3. Program
  4. Operational

Answer(s): B



Aligning the portfolio with the strategic objectives starts by developing the Portfolio Strategic Plan. You are currently developing this plan and are looking for a document that provides you long-term direction. What are you looking for in this case?

  1. Portfolio Strategic Plan
  2. Inventory of Work
  3. Portfolio Process Assets (PPAs)
  4. Organizational strategy and objectives

Answer(s): D



Although you are the Portfolio Manager in your company, you also are the Enterprise Program Office Director, and it consumes most of your time. Your executive team has lost interest in regular portfolio review meetings, the few that are held are routine, and any proposed component receives automatic approval. The Executive Vice President for Human Resources spoke to the CEO as she noticed some people seem to be completely overloaded, they are actively looking for new opportunities, and are then leaving the company. She also pointed out that others seem to have idle time. Her comments got the CEO's attention, and you have been asked in your role as the portfolio manager to create an up-to-date list of qualified components in the portfolio. You are doing so in order to:

  1. Have an accurate understanding as to how resources are allocated
  2. Determine how best to use resource leveling on approved components
  3. Identify, categorize, score, and rank components
  4. Review the initial business cases for the components and assess their validity in terms of strategic goals

Answer(s): C



Assume you are new to your organization and you were hired specifically to help implement portfolio management in your new manufacturing company. Having worked in portfolio management for the past five years, you know it is a major culture change. It is definitely a challenge at your new company because:

  1. The organization basically has many operational activities, and only a few projects are under way
  2. The organization lacks a defined strategy
  3. The few projects that are under way are not interdependent
  4. Operational activities have continued without any major changes for years

Answer(s): B



What can you tell about the following portfolio status, having CPI weight = 80% and SPI weight = 20%

Larger image

  1. Work is not performing well and outside of range
  2. Work is not preforming well but within range
  3. Work is progressing as planned and within range
  4. Work is progressing as planned but outside range

Answer(s): C



Viewing Page 12 of 100



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