Dharam Singh, founder and CEO of Vcare Project Management, specializes in PGMP® and PFMP® certifications and has contributed significantly to global certification success, training over 100 professionals across multiple countries. The document outlines the importance of these certifications for career growth, financial benefits, and organizational effectiveness, highlighting the increasing demand for project management professionals. It includes detailed statistics, exam preparation topics, and insights on the future of program and portfolio management.

1. Everything You Should Know About
PgMP® & PfMP® Certifications
www.vcareprojectmanagement.com
vCare Project Management Session - 7
Dharam Singh

2. I am an accomplished management professional with over 27 years experience in the IT, Telecommunication, Government, Banking
and Insurance industries with a successful track record in managing large teams in a strongly customer focused service
environment and delivering complex and multiple multi-million dollar projects.
As on 5th December 2023, I have contributed to the success of 475 global PgMP®s from 51 countries. In 2022 alone, I have
contributed to the success of 74 PgMP®s, which is 12% of global PgMP®s for that year.
As on 5th December 2023, I have contributed to the success of 130 global PfMP®s from 26 countries. In 2022 alone, I have
contributed to the success of 25 PfMP®s, which is 13% of global PfMP®s for that year.
Former Board of Director, Certification Director and Company Secretary with PMI Sydney Chapter.
Winner of Global Training & Development Leadership Award, CHRO Asia, 25th World HRD Congress, Mumbai.
Delivered more than 100 PMP®, PfMP®, PgMP®, RMP®, ITIL®, PMI - ACP® and PRINCE2 training programs across various locations
in USA, Australia, New Zealand, Saudi Arabia, Oman, Dubai, India, Singapore, Canada and Malaysia.
Founder of YiPEE Yoga (Yoga in Park for Extreme Energy) and voluntarily provides Yoga services to Communities since 2011.
Dharam Singh Founder & CEO,
vCare Project Management
Leading PgMP® & PfMP® Mentor
2

3. SESSION - 7
PgMP® & PfMP® Certifications
Exam Prep - Q&A Session & Explanation
3

4. KEY TAKEAWAYS
Session - 6 Recap Refresher
PgMP® Exam Like Questions
PfMP® Exam Like Questions
Frequently Asked Questions
Upcoming Session Roadmap
4

5. SESSION - 1
PgMP® & PfMP® Certifications
Know How,
Why PMI Certifications,
Eligibility,
Organizational Benefits,
Stats Analysis
5
https://youtu.be/H3ABhU512yU
RECAP

6. 6
SESSION - 2
PgMP® & PfMP® Certifications
Roles,
Application Process,
Panel Review,
Global-Country Wise Stats Analysis
RECAP
https://youtu.be/TT58gY1XZ_I

7. 7
SESSION - 3
PgMP® & PfMP® Certifications
Exam Fees,
Syllabus Analysis,
Exam Format,
Books & Supporting Materials
RECAP
https://youtu.be/M4yU4gdiEXw

8. 8
SESSION - 4
PgMP® & PfMP® Certifications
Skills,
Examination Content Outline,
PMI - SPM Books,
Mock Questions
RECAP
https://youtu.be/41UCiXk7NzM

9. 9
SESSION - 5
PgMP® & PfMP® Certifications
Important of PMBOK 7th Edition
Exam Format
Exam Readiness
Exam Type Questions
Time Management
RECAP
https://youtu.be/41UCiXk7NzM

10. 10
SESSION - 6
PgMP® & PfMP® Certifications
The Future of
Program/Portfolio Managers,
Career & Skills,
Artificial Intelligence (AI),
Opportunities
RECAP
https://youtu.be/lHT5HYLqvnU

11. Driving &
influencing
change
Managing
critical
relationships
Building
effective
teams
Leading
without
authority
FUTURE PROGRAM/PORTFOLIO LEADER'S
NEED TO
11

12. Why to be certified ?
12
Change labels from being named an Experienced/Senior
professional to become an Expert/Master of the art
Change levels to elevate yourself to higher levels in
organizational hierarchy. Earn the birds eye view.
From “Doing the work right”, move to a phase where you start
“Doing the right work” to ensure your organizations mission and
vision are accomplished through your actions. Go from Tactical
to Strategic.
Opens doors that were earlier closed in your career and also
creates new doors for you to venture. Gain global recognition.
SKIP THE QUEUE IN PROFESSIONAL EVALUATIONS. When all
is Equal, the certified gets hired
Stand out from the crowd, Be that Differentiator
Eliminate career shocks such as retrenchments

13. Career Growth and Salary Analysis
According to PMI Earning Power Project Management Salary Survey Eleventh
Edition, The annualized salary for various project management positions in the
United States. The salary ranges are as follows:
Portfolio Manager Program Manager Project Manager III Project Manager II Project Manager I Project Management
Specialist
Project Management
Consultant
$140,000 $127,000 $115,000 $96,063 $,83,000 $84,500 $120,000
13

14. Organizational Benefits
Continuous Learning Greater Productivity Employee Engagement Cost Effective Happier Customers
14

15. Professional Benefits
Career Outlook
Career Growth
High Salary
Acquiring New Skill
Recognition
Job Prospects
Continuous Learning
Dynamic Leader
Multi-Tasking
15

16. 16
Why Project Talent Is Still in Demand
Despite disruption and uncertainty, project/program/portfolio professionals continue to have
strong opportunities to advance their careers.
The global economy needs 25 million new
project professionals by 2030.
2.3 million people will need to enter PMOE
every year.
Potential Job Opportunities for project
managers and all changemakers.

17. CERTIFICATIONS
ARE A VALUABLE
COMMODITY
A globally recognized certification
demonstrates to employers that
certificate holders have the knowledge,
experience, and education to effectively
contribute to project teams' success.
It gives credibility as an individual, reflecting your
domain and professional expertise.
Helps to stay ahead of the competition.
Shows your dedication to the profession and your
knowledge of the discipline.
Having a certification helps to have ubiquitous
language for communicating across.
17

18. Year Wise
18
PgMP® & PfMP® Stats Analysis
PgMP® - 5,209 | PfMP® - 1,608
Source: PMI, As on 5th December 2023
vCare PgMP® - 475 | vCare PfMP® - 130

19. 19
Global PgMP®/PfMP® Year Wise Stats Analysis
2020 to 2023
Source: PMI, As on 5th December 2023
2020 2021 2022 2023
0
200
400
600
800
1,000
1,200
334
432
616
154 215
12%
Global PgMP®s
from vCare, 2022
13%
Global PfMP®s
from vCare, 2022
Year - 2020 To 2023
No.
of
Certified
Professioals
PfMP®s
PgMP®s
1099*
1608
5209
262*
Global PgMP®s Global PgMP®s
186

20. PgMP® Exam Like Questions
a. b. c. d.
20

21. a.
b.
c.
d.
21
Your Program was approved by Portfolio Management Office (PMO) 3 years ago and you have 4
years remaining for the Program Completion. You are preparing the Program Status report in a
monthly basis and sending it to PMO. You believe the frequency of this report can be changed
from Monthly to Quarterly because most of your Program milestones & deliverables will be
completed once in every 3-4 months timeframe. Hence tracking the Program status by Quarterly
will be better than doing in monthly basis. What is your next course of action?
Prepare this month's report and mention in the report that the next status report will
be sent after 3 months. As a Program Manager you can decide on this frequency.
Continue sending the report in monthly basis. Decision making authority
for this will be PMO not Program Manager.
Raise a Change request with PMO to approve the change in frequency for status
reports with necessary justification.
Discuss with your Project Managers and decide the frequency for the Status
reports

22. a.
b.
c.
d.
22
Your Program was approved by Portfolio Management Office (PMO) 3 years ago and you have 4
years remaining for the Program Completion. You are preparing the Program Status report in a
monthly basis and sending it to PMO. You believe the frequency of this report can be changed
from Monthly to Quarterly because most of your Program milestones & deliverables will be
completed once in every 3-4 months timeframe. Hence tracking the Program status by Quarterly
will be better than doing in monthly basis. What is your next course of action?
Prepare this month's report and mention in the report that the next status report will
be sent after 3 months. As a Program Manager you can decide on this frequency.
Continue sending the report in monthly basis. Decision making authority
for this will be PMO not Program Manager.
Raise a Change request with PMO to approve the change in frequency for status
reports with necessary justification.
Discuss with your Project Managers and decide the frequency for the Status
reports

23. You are assigned as a program manager for HSR Network program.
In order to obtain initial validation and approval from the executive
sponsor, you have developed a high level roadmap for the program.
Which of the following would be best suited for this task?
Strategic Plan
Program Management Plan
Program Work Breakdown Structure
Benefits Management Plan
a.
b.
c.
d.
23

24. You are assigned as a program manager for HSR Network program.
In order to obtain initial validation and approval from the executive
sponsor, you have developed a high level roadmap for the program.
Which of the following would be best suited for this task?
Strategic Plan
Program Management Plan
Program Work Breakdown Structure
Benefits Management Plan
a.
b.
c.
d.
24

25. You are in the Program Formulation sub-phase and you are in the
process of establishing the program feasibility and obtaining
funding for this program. Which of the following is least useful in
estimating the costs and benefits of the program?
Return on investment (ROI)
Internal rate of return (IRR)
Earned value (EV)
Net present value (NPV)
a.
b.
c.
d.
25

26. You are in the Program Formulation sub-phase and you are in the
process of establishing the program feasibility and obtaining
funding for this program. Which of the following is least useful in
estimating the costs and benefits of the program?
Return on investment (ROI)
Internal rate of return (IRR)
Earned value (EV)
Net present value (NPV)
a.
b.
c.
d.
26

27. a.
b.
c.
d.
27
One of your colleague has been recently appointed as a Program Manager. The Program sponsor
requested you to provide him necessary guidance related to Program Management due to your
strong background in Program Management. Your colleague mentioned that he would like to
focus initially on Benefits Management and planning and start work on the Sustainment plan that
identifies the New processes, measures, metrics and tools necessary for management of
benefits. What is your advise to the colleague?
Your colleague is already ON Track and advise him to continue with his plan.
Advise your colleague to start with benefits management plan and then
come to Sustainment Plan later.
Advise your colleague to start with benefits management plan and then come to
Transition Plan and then followed by Sustainment Plan later.
Advise your colleague to start with Benefits Realization report and then come
to Sustainment Plan later.

28. a.
b.
c.
d.
28
One of your colleague has been recently appointed as a Program Manager.The Program sponsor
requested you to provide him necessary guidance related to Program Management due to your
strong background in Program Management. Your colleague mentioned that he would like to
focus initially on Benefits Management and planning and start work on the Sustainment plan that
identifies the New processes, measures, metrics and tools necessary for management of
benefits.What is your advise to the colleague?
Your colleague is already ON Track and advise him to continue with his plan.
Advise your colleague to start with benefits management plan and then
come to Sustainment Plan later.
Advise your colleague to start with benefits management plan and then come to
Transition Plan and then followed by Sustainment Plan later.
Advise your colleague to start with Benefits Realization report and then come
to Sustainment Plan later.

29. a.
b.
c.
d.
29
Benefits Management is the important part of the Program
Management. As a Program Manager, what is the last activity
expected to be performed when it comes to Benefits Management?
Benefits Management Plan
Benefits Realization Report
Benefits Sustainment Plan
Benefits Transition Plan

30. a.
b.
c.
d.
30
Benefits Management is the important part of the Program
Management. As a Program Manager, what is the last activity
expected to be performed when it comes to Benefits Management?
Benefits Management Plan
Benefits Realization Report
Benefits Sustainment Plan
Benefits Transition Plan

31. You are a Program Management Professional (PgMP)® certified
Program Manager who is managing a Program that has higher
visibility to Senior Management. This program is expected to
provide more benefits in terms of Organizational revenue. Who is
primarily responsible for delivering those Program benefits?
Program Manager
Program Sponsor
Program Team
Program Governance
a.
b.
c.
d.
31

32. You are a Program Management Professional (PgMP)® certified
Program Manager who is managing a Program that has higher
visibility to Senior Management. This program is expected to
provide more benefits in terms of Organizational revenue. Who is
primarily responsible for delivering those Program benefits?
Program Manager
Program Sponsor
Program Team
Program Governance
a.
b.
c.
d.
32

33. PfMP® Exam Like Questions
a. b. c. d.
33

34. Manage resource prioritization effectively
You are a portfolio manager of large MNC Chocolate factory, called Yumchoc.
Senior leaders of Yumchoc has recently finished Strategy meeting. During that
meeting they have revised the organizational Vision, Mission and established
Organizational strategy for next 5 years. What do you understand by
Organizational strategy? Organizational strategy is a plan that describes how
the organization's strengths and core competencies will be used to…
Manage resources effectively
Manage resource levelling effectively
Manage resource interdependency effectively
a.
b.
c.
d.
34

35. Manage resource prioritization effectively
You are a portfolio manager of large MNC Chocolate factory, called Yumchoc.
Senior leaders of Yumchoc has recently finished Strategy meeting. During that
meeting they have revised the organizational Vision, Mission and established
Organizational strategy for next 5 years. What do you understand by
Organizational strategy? Organizational strategy is a plan that describes how
the organization's strengths and core competencies will be used to…
Manage resources effectively
Manage resource levelling effectively
Manage resource interdependency effectively
a.
b.
c.
d.
35

36. Governance processes are often characterized by regular reviews
at key decision milestones / Points during the life of the project.
What do you understand by Key decision point?
Key decision point is an events or milestones,
that occur at the start of each phase
Key decision point is an events or milestones,
that occur at the end of each phase
a.
b.
c.
d.
36
Key decision point is an events or milestones,
that occur at the start and end of each phase
Key decision point is an events or milestones,
that occur at the start and end of each component

37. Governance processes are often characterized by regular reviews
at key decision milestones / Points during the life of the project.
What do you understand by Key decision point?
Key decision point is an events or milestones,
that occur at the start of each phase
Key decision point is an events or milestones,
that occur at the end of each phase
a.
b.
c.
d.
37
Key decision point is an events or milestones,
that occur at the start and end of each phase
Key decision point is an events or milestones,
that occur at the start and end of each component

38. You are working as a portfolio manager in an Australian Government Department. The department is
undergoing privatisation of the Water Services. In order to successfully transition, the department
has decided to undergo Organizational Project Management maturity assessment. As part of the
assessment, it was identified that the department must improve their project and program
management capabilities. A structured approach to implement portfolio processes may add long-term
value to the business unit or at the organization level. The first steps for implementing a process is:
Define the portfolio management vision and plan
Implement the processes
Improve the processes
Assess the current state of the process
a.
b.
c.
d.
38

39. You are working as a portfolio manager in an Australian Government Department. The department is
undergoing privatisation of the Water Services. In order to successfully transition, the department
has decided to undergo Organizational Project Management maturity assessment. As part of the
assessment, it was identified that the department must improve their project and program
management capabilities. A structured approach to implement portfolio processes may add long-term
value to the business unit or at the organization level. The first steps for implementing a process is:
Define the portfolio management vision and plan
Implement the processes
Improve the processes
Assess the current state of the process
a.
b.
c.
d.
39

40. The inputs and outputs to the portfolio management processes fall into
several categories. Many of these items are both inputs and outputs to
the same process. These inputs and outputs fall into four categories.
“Inventory of work” is part of which category?
Guiding
Supporting
Planning
Reporting
a.
b.
c.
d.
40

41. The inputs and outputs to the portfolio management processes fall into
several categories. Many of these items are both inputs and outputs to
the same process. These inputs and outputs fall into four categories.
“Inventory of work” is part of which category?
Guiding
Supporting
Planning
Reporting
a.
b.
c.
d.
41

42. While developing Portfolio Strategic Plan, which one is
not used as tools and techniques?
Portfolio component inventory
Strategic alignment analysis
Portfolio organizational structure analysis
Prioritization analysis
a.
b.
c.
d.
42

43. While developing Portfolio Strategic Plan, which one is
not used as tools and techniques?
Portfolio component inventory
Strategic alignment analysis
Prioritization analysis
a.
b.
c.
d.
43
Portfolio organizational structure analysis

44. You are a portfolio manager and developing Portfolio
management plan. What is not included in the Portfolio
management plan:
Governance model, escalation procedures, risk tolerances,
and governance thresholds
a.
b.
c.
d.
44
Governance model, prioritization model, risk tolerances,
and governance thresholds
Governance model, change control and management,
risk tolerances, and governance thresholds
Governance model, issue management, risk tolerances,
and governance thresholds

45. You are a portfolio manager and developing Portfolio
management plan. What is not included in the Portfolio
management plan:
Governance model, escalation procedures, risk tolerances,
and governance thresholds
a.
b.
c.
d.
45
Governance model, prioritization model, risk tolerances,
and governance thresholds
Governance model, change control and management,
risk tolerances, and governance thresholds
Governance model, issue management, risk tolerances,
and governance thresholds

46. 46

47. What are the most common mistakes
people make when looking for a mentor
in program management?
47

48. How can Program Managers meet
deadlines without sacrificing quality?
48

49. How do you defend your portfolio decisions
to senior management?
49

50. SESSION - 8
PgMP® & PfMP® Certifications
Exam Preparations & Recap
50

51. SESSION - 8
AGENDA
Session 1-7 Recap Refresher
PgMP Exam Like Questions
PfMP Exam Like Questions
Frequently Asked Questions
12 Jan’24
th
51

52. UPCOMING
SESSIONS
Session 8: 12 January'24
th
05:00 PM - 06:00 PM (PDT) / 06:00 PM - 07:00 PM (MDT)
07:00 PM - 08:00 PM (CDT) / 08:00 PM - 09:00 PM (EDT)
09:00 PM - 10:00 PM (BRT)
08:00 AM - 09:00 AM (SGT/MYT) / 09:00 AM - 10:00 AM (JST/KST)
09:30 AM - 10:30 AM (ACST) / 10:00 AM - 11:00 AM (AEST)
12:00 PM - 01:00 PM (NZST)
North American Time Zones
Asia Pacific / Oceania Time Zones
52

53. dharam@vcareprojectmanagement.com
+1 6502830123
Registered Address:
325 N.Saint Paul St. Suite 3100, Dallas, TX 75201, USA
www.vcareprojectmanagement.com
EIN: 35-2657414
C vCare Project Management 53
Disclaimer: PMP, PMI, PMBOK, CAPM, PgMP, PfMP, PBA, RMP, ACP, SP, DA, DASM, DASSM, ATP and OPM3
are registered marks of the Project Management Institute, Inc.