Session - 8 Everything about PgMP & PfMP Certifications

Everything You Should Know About
PgMP® & PfMP® Certifications
www.vcareprojectmanagement.com
vCare Project Management Session - 8
Dharam Singh

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 31st December 2023, I have contributed to the success of 483 global PgMP®s from 52 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 31st December 2023, I have contributed to the success of 132 global PfMP®s from 28 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

SESSION - 8
Exam Preparations & Recap
3

KEY TAKEAWAYS
Session 1-7 Recap Refresher
PgMP® Exam Like Questions
PfMP® Exam Like Questions
4

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

01
02
04
03
05
Credibility
Transferability
Competitive advantage
Commitment
Relevance
Provide an unbiased and reliable means to validate your domain
knowledge and professional experience. For over 50 years, PMI has
offered certification and is a globally recognized leader in the industry.
PMI certification is not tied to any one specific methodology, industry,
or region. A PMI certification can move and adapt with your career.
Be more marketable. Many certification holders achieve salary
increases, career advancement opportunities and employer recognition.
Emphasize your commitment to professional growth. By earning and
maintaining a PMI certification, you continue to develop your
knowledge, skills and abilities.
Demonstrate your relevance with certifications that are developed by
practitioners, upheld by rigorous standards, based on ongoing research
and always reflect current industry practices.
Source: PMI 6

Each program requires two corresponding
projects that share the common strategic goal
and budget of the program
Experience must be unique and
non-overlapping
All Project and Program Management Experience
must be accrued within last 15 consecutive years
Educational
Background
Project Management
Experience
Program Management
Experience
Secondary diploma
(high school diploma, associate degree
or global equivalent)
Minimum 48 months of
unique non-overlapping professional project
management experience or PMP®
unique non-overlapping professional
program management experience
Four-year degree
(bachelor’s degree, global equivalent
or higher degree)
unique non-overlapping professional project
management experience or PMP®
Bachelor’s or postgraduate degree from a
GAC accredited program
(bachelor’s or master’s degree or
global equivalent)
project management experience or PMP®
Are you eligible
for PgMP®?
Reference: PgMP® Handbook 7

Educational
Background
Professional Business
Experience
Portfolio Management
Experience
Secondary diploma (high school diploma,
associate’s degree or global equivalent)
Minimum 96 months (8 years) of
professional business experience.
Minimum 84 months (7 years) of unique
non-overlapping professional portfolio
management experience
Four-year degree (bachelor’s degree,
global equivalent or higher degree)
portfolio management experience
Bachelor’s or postgraduate degree from a
GAC accredited program (bachelor’s or
master’s degree or global equivalent)
portfolio management experience
Are you eligible
for PfMP®?
To be eligible for the PfMP certification, you
must meet certain educational and
professional experience requirements.
All portfolio management experience must
have been accrued over the last 15
consecutive years.
Reference: PfMP® Handbook 8

9
SESSION - 2
Roles,
Application Process,
Panel Review,
Global-Country Wise Stats Analysis
RECAP
https://youtu.be/TT58gY1XZ_I

Timeline & Roadmap
PgMP® & PfMP®
DATE OF
PASSING
APPROX.
60 DAYS
Application
Submission
90 DAYS
90 DAYS
Application
Completeness Review
Audit Process
10 DAYS
Credential Maintenance 3 YEARS
1 YEAR
Certification Cycle
Exam Window
Panel Review
Application Payment
Process
1 DAY
(if your application is selected)
You have 90 days to complete the
audit process
(After the successful completion of
this process, you will be able to
schedule your exam.)
(Your certification cycle begins the
day you pass the exam and are
bestowed the credential )
(You are required to earn and report
60 professional development units
- PDUs - within this 3-year cycle )
(Max 3 attempts during this 1 year)
10

PgMP® & PfMP® Credential
Credential Maintenance 3 YEARS
1 YEAR
Credential Renewal
Credential Suspension
60 PDUS
Credential Expiration
1 DAY
Occurs on the third anniversary of the day you passed
the exam if you have not fulfilled the Continuing
Certification Requirements. Until the certification is
renewed, you are unable to use the credential logo or
refer to yourself as an active credential holder.
(You are required to earn and report
60 professional development units
- PDUs - within this 3-year cycle )
You can complete the renewal process once
you have earned and reported 60 PDUs per
the requirements and submit renewal fees
Renewal
Suspension
Expiration
After Credential Expiration
Occurs at the end of your suspension period if you did
not fulfill the Continuing Certification Requirements
toward credential maintenance and renewal.
(Reapply}
11

Common Mistakes
Experience
Mismatch
Total Experience
Calculation
Choice of Words &
Rephrasing
Mentioning All Work
Experience
Application
Incompleteness
12

13
SESSION - 3
Exam Fees,
Syllabus Analysis,
Exam Format,
Books & Supporting Materials
RECAP
https://youtu.be/M4yU4gdiEXw

14
PgMP® & PfMP® - Fees and Refund Policy
Computer-Based (CBT) or Paper
Based Testing(PBT)
PMI Membership Status
Customers may request a refund within 30
days from the date of purchase provided the
customer does not schedule or take the
certification exam within that timeframe.
After the refund is processed, the application
will be closed and the eligibility period will no
longer be valid.
Re-examination CBT or PBT Credential renewal Refund Policy
If a scheduled exam is cancelled and
rescheduled outside of 30 days from the date
of purchase, up to 48 hours prior to the
scheduled testing date, there is a
rescheduling fee applied. Within 48 hours of
the scheduled testing date, all fees and the
ability to reschedule are forfeit.
Member
Non - Member
PMI Membership Status PMI Membership Status
800 655
Member
Non - Member
Member
Non - Member
USD | Euros
USD | Euros USD
1000 815
600 490
800 655
60
150

15
The PgMP® examination consists of 170 multiple-choice questions
Of the 170 questions, 20 are considered pretest questions
Pretest questions do not affect the score but are used in examinations as an
effective and legitimate way to test the validity of future examination questions
PgMP® Examination questions
150
No. of Scored
Questions
20
No. of Pretest
(Unscored)
Questions
170
Total
Examination
Questions
4 hrs
Allotted
Examination
Time

16
The PfMP® examination consists of 170 multiple-choice questions
Of the 170 questions, 20 are considered pretest questions
Pretest questions do not affect the score but are used in examinations as an
effective and legitimate way to test the validity of future examination questions
PfMP® Examination questions
150
No. of Scored
Questions
20
No. of Pretest
(Unscored)
Questions
170
Total
Examination
Questions
4 hrs
Allotted
Examination
Time

17
SESSION - 4
Skills,
Examination Content Outline,
PMI - SPM Books,
Mock Questions
RECAP
https://youtu.be/41UCiXk7NzM

Examination Content Outline (ECO)
Program Management Professional (PgMP)®
Portfolio Management Professional (PfMP)®
Defines the domains, Sub-domains, tasks, knowledge,
and skills required for a program manager
Free download from www.pmi.org
Defines the domains, Sub-domains, tasks, knowledge,
and skills required for a portfolio manager
Free download from www.pmi.org
18

19
PMI Standard for Portoflio Management Book
The Standard for Portfolio
Management Third Edition
(SPMv3)
Provides concepts and a representative portfolio life cycle
Defines the standards for portfolio management
Giving an overview of portfolio management with the roles and
responsibilities needed to make it work.
Five knowledge areas (Portfolio Strategic Management, Portfolio
Governance Management, Portfolio Performance Management, Portfolio
Communication Management, and Portfolio Risk Management)

20
PMI Standard for Program Management Book
The Standard for Program
Management Fourth Edition
(SPMv4)
Guide is a set of standard terminologies and guidelines for Program
Management.
Knowledge of this guide is necessary to understand the practical
implementation of Program Management.
Provides concepts and a representative program life cycle
Defines the standards for program management
The 4th version of this book was released in 2017.
It is principle-based, making it a powerful tool for a broad range of
organizations, regardless of project delivery approach.
Provides clear, complete, relevant information generally recognized
as good practices for most programs, most of the time.

What should you do to prepare for
your PgMP® exam?
21
Read the PgMP® handbook, PMI Code of Ethics & Professional Conduct,
PMBOK(v7) once, SPMv4 thrice and make study notes.
PgMP® Reference guide, PgMP® Challenger and PgMP® Pathfinder
written by Dharam Singh - vCare Project Management, Dr. Ginger –
read them repeatedly until you are able to correlate standards to their
interpretation.
Summarize all of the above again as key words and concepts
Create tables, relationship diagrams, sequencing, list of math formulas
so you can visualize the information for long-term memory
Take the self-assessment tests with a strict 4-hour timer.

What should you do to prepare for
your PfMP® exam?
22
Read the PfMP® handbook, PMI Code of Ethics & Professional Conduct,
PMBOK(v7) once, SPMv3 thrice and make study notes.
PfMP® Reference guide, PfMP® Challenger and PfMP® Pathfinder
written by Dharam Singh - vCare Project Management,
PfMP® Practice Test and Study guide from Dr. Ginger Levin, read them
repeatedly until you are able to correlate standards to their
interpretation.
Summarize all of the above again as key words and concepts
Create tables, relationship diagrams, sequencing, list of math formulas
so you can visualize the information for long-term memory
Take the self-assessment tests with a strict 4-hour timer.

23
SESSION - 5
Important of PMBOK 7th Edition
Exam Format
Exam Readiness
Exam Type Questions
Time Management
RECAP
https://youtu.be/iamOefYXcyg

Total 100%
24
PgMP® Examination
Which Domains to Focus Upon - Questions Split-Up
Domain Percentage of Questions
Domain 1:Strategic Program Management (11 tasks)
Domain 2:Program Life Cycle (35 tasks)
Domain 3:Benefits Management (8 tasks)
Domain 4:Stakeholder Management (7 tasks)
Domain 5:Governance (11 tasks)
15%
44%
11%
16%
14%

Total 100%
25
PfMP® Examination
Domain Percentage of Questions
Domain 1:Strategic Alignment (8 tasks)
Domain 2:Governance (5 tasks)
Domain 3:Portfolio Performance (10 tasks)
Domain 4:Portfolio Risk Management (6 tasks)
Domain 5:Communications Management (6 tasks)
25%
20%
25%
15%
15%
Which Domains to Focus Upon - Questions Split-Up

26
SESSION - 6
The Future of
Program/Portfolio Managers,
Career & Skills,
Artificial Intelligence (AI),
Opportunities
RECAP
https://youtu.be/lHT5HYLqvnU

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
27

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.
28

29
SESSION - 7
Frequently Asked Questions
RECAP
https://youtu.be/JSYJvE4d-8w

Year Wise
30
PgMP® & PfMP® Stats Analysis
PgMP® - 5,292 | PfMP® - 1,667
Source: PMI, As on 30th November 2023
vCare PgMP® - 483 | vCare PfMP® - 132

31
Global PgMP®/PfMP® Year Wise Stats Analysis
2020 to 2023
Source: PMI, As on 30th November 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
1182*
1,667
5,292
321*
Global PgMP®s Global PgMP®s
186

a. b. c. d.
32

a.
b.
c.
d.
33
Which one justifies a Program?
Shifting 2 large manufacturing units because it is too large in size
Service delivery because scope is diversified
Managing multiple projects where each project provide unique benefits
Organize an internal training program across the enterprise on ethics

a.
b.
c.
d.
34
Which one justifies a Program?
Shifting 2 large manufacturing units because it is too large in size
Service delivery because scope is diversified
Managing multiple projects where each project provide unique benefits
Organize an internal training program across the enterprise on ethics

Your organization is recently adopting portfolio structure.
How does this MOST impact across programs?
Since it is recently implemented, there is no impact
to any program
Defining Strategic goals & setting expectations in
Organizational level for all Programs
Expected approach to manage Quality in all
program deliverables
Expected approach to manage Schedule in all
a.
b.
c.
d.
35

How does this MOST impact across programs?
Since it is recently implemented, there is no impact
to any program
a.
b.
c.
d.
36

While working with ABC Constructions as program manager, you
have started a new program to build a new fly-over in one of the
busy area. During Benefit Identifications phase, you are identifying
benefits and dis-benefits from your program. What do you
understand by Dis-benefits?
Dis-benefits are the outcomes from a program which are
perceived by one or more stakeholders as non-negative.
perceived by one or more stakeholders as negative.
Identification of dis-benefits does not fall within
Program Managers scope.
perceived by one or more stakeholders as positive.
a.
b.
c.
d.
37

While working with ABC Constructions as program manager, you
have started a new program to build a new fly-over in one of the
busy area. During Benefit Identifications phase, you are identifying
benefits and dis-benefits from your program. What do you
understand by Dis-benefits?
perceived by one or more stakeholders as non-negative.
perceived by one or more stakeholders as negative.
Identification of dis-benefits does not fall within
Program Managers scope.
perceived by one or more stakeholders as positive.
a.
b.
c.
d.
38

a.
b.
c.
d.
39
You are managing a Program ABC and its nearing completion. You have
received mail from one of your key stakeholders that your program is no
longer providing benefit for the organization. How do you respond?
Enclose Program charter, business case & Benefits realization report in the
mail and advise him to compare the achieved benefits with these documents
Arrange a meeting with that stakeholder to address the issue
Document the issue in issue register
Do nothing. Forward the mail to Program sponsor let him decide

a.
b.
c.
d.
40
You are managing a Program ABC and its nearing completion. You have
received mail from one of your key stakeholders that your program is no
longer providing benefit for the organization. How do you respond?
Enclose Program charter, business case & Benefits realization report in the
mail and advise him to compare the achieved benefits with these documents
Arrange a meeting with that stakeholder to address the issue
Document the issue in issue register
Do nothing. Forward the mail to Program sponsor let him decide

a.
b.
c.
d.
41
Effective Stakeholder Engagement is the key for the success of
any Program. As an experienced Program Manager, what is the
first activity you would perform when it comes to the
Stakeholder Engagement?
Create Stakeholder Matrix
Perform Stakeholder analysis
Set expectations with Stakeholders
Define Communication protocol with stakeholders

a.
b.
c.
d.
42
Effective Stakeholder Engagement is the key for the success of
any Program. As an experienced Program Manager, what is the
first activity you would perform when it comes to the
Stakeholder Engagement?
Create Stakeholder Matrix
Perform Stakeholder analysis
Set expectations with Stakeholders
Define Communication protocol with stakeholders

You had sent Program performance report to key stakeholders. Customer
has responded back with an "Appreciation" note. Your sponsor who is also
your reporting Manager has responded back to you mentioning that he is
not happy with the Program's performance. What is the most likely
approach you would use immediately in this situation?
a.
b.
c.
d.
43
Use your Conflict Management skill and change Sponsor's perception about Program
Performance by showing the Customer's "Appreciation" note as a supporting evidence
Use your Negotiation skill and change Sponsor's perception about Program
Use your Persuasive skill and change Sponsor's perception about Program
Request a review meeting with Sponsor to review the Program Performance

You had sent Program performance report to key stakeholders. Customer
has responded back with an "Appreciation" note. Your sponsor who is also
your reporting Manager has responded back to you mentioning that he is
not happy with the Program's performance. What is the most likely
approach you would use immediately in this situation?
a.
b.
c.
d.
44
Use your Conflict Management skill and change Sponsor's perception about Program
Use your Negotiation skill and change Sponsor's perception about Program
Use your Persuasive skill and change Sponsor's perception about Program
Request a review meeting with Sponsor to review the Program Performance

The Governance & PMO office is recently established for the Program
which you are managing. During the Steering Committee meeting there is
a discussion point about which are those very important artefacts from
Program Governance point of view when the phase gate review is
performed? Your advise to the Steering Committee would be:
a.
b.
c.
d.
45
Balance score card, benefits management plan
Benefits realization report, Benefits management plan
Benefits realization report, Balance score card
Component transition request, contract documents

The Governance & PMO office is recently established for the Program
which you are managing. During the Steering Committee meeting there is
a discussion point about which are those very important artefacts from
Program Governance point of view when the phase gate review is
performed? Your advise to the Steering Committee would be:
a.
b.
c.
d.
46
Balance score card, benefits management plan
Benefits realization report, Benefits management plan
Benefits realization report, Balance score card
Component transition request, contract documents

a. b. c. d.
47

Decide how to achieve best value from resources
available within constraints
Operations management constitutes all those activities of the
organization that are ongoing and often cyclical in nature.
Operations management consists of all EXCEPT
Procedures and their assignment as roles with
lines of delegation
Successfully delivery of benefits
Mechanisms to report and escalate
a.
b.
c.
d.
48

Decide how to achieve best value from resources
available within constraints
Operations management constitutes all those activities of the
organization that are ongoing and often cyclical in nature.
Operations management consists of all EXCEPT
Procedures and their assignment as roles with
lines of delegation
Successfully delivery of benefits
Mechanisms to report and escalate
a.
b.
c.
d.
49

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 steps for implementing a process include all except
Assess the current state of the process
Assess the current list of components
a.
b.
c.
d.
50
Implement the processes
Improve the processes

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 steps for implementing a process include all except
Assess the current state of the process
Assess the current list of components
a.
b.
c.
d.
51
Implement the processes
Improve the processes

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. As part of the step, “Define the Portfolio
Management Vision and Plan”. What should the vision for portfolio management reflect
The organization's cultural values and should be meaningful
and valid to stakeholders.
The Portfolio’s value and should be meaningful and
valid to stakeholders.
The organization's key drivers and should be
meaningful and valid to stakeholders.
The Portfolio key drivers and should be meaningful
a.
b.
c.
d.
52

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. As part of the step, “Define the Portfolio
Management Vision and Plan”. What should the vision for portfolio management reflect
The organization's cultural values and should be meaningful
The Portfolio’s value and should be meaningful and
valid to stakeholders.
The organization's key drivers and should be
meaningful and valid to stakeholders.
The Portfolio key drivers and should be meaningful
a.
b.
c.
d.
53

How it MOST impacts across programs?
Since its recently implemented there is no impact to
any program
a.
b.
c.
d.
54

How it MOST impacts across programs?
Since its recently implemented there is no impact to
any program
a.
b.
c.
d.
55

Which document that formally authorizes the
portfolio manager to apply portfolio resources to
the portfolio component
Portfolio Management Plan
Portfolio Charter
Portfolio Strategic Plan
Portfolio Authorization Order
a.
b.
c.
d.
56

Which document that formally authorizes the
portfolio manager to apply portfolio resources to
the portfolio component
Portfolio Management Plan
Portfolio Charter
Portfolio Strategic Plan
Portfolio Authorization Order
a.
b.
c.
d.
57

While working as portfolio manager for HSR
portfolio, you are Identifying prioritization criteria
for your portfolio. Which one is not considered as
prioritization criteria?
Legislative
a.
b.
c.
d.
58
EVM
ROI
Strategic fit

While working as portfolio manager for HSR
portfolio, you are Identifying prioritization criteria
for your portfolio. Which one is not considered as
prioritization criteria?
Legislative
a.
b.
c.
d.
59
EVM
ROI
Strategic fit

The Governance & PMO office is recently established for the Portfolio
which you are managing. During the Portfolio Performance Review there
is a discussion point about which are those very important from Portfolio
Governance point of view when the portfolio review is performed? Your
advise to the Steering Committee would be:
Balance Score Card, Benefits Management Plan
a.
b.
c.
d.
60
Portfolio Dashboard, Benefits Management Plan
Portfolio Performance Report, Communication Management Plan
Portfolio Dashboard, Balance Score Card

The Governance & PMO office is recently established for the Portfolio
which you are managing. During the Portfolio Performance Review there
is a discussion point about which are those very important from Portfolio
Governance point of view when the portfolio review is performed? Your
advise to the Steering Committee would be:
Balance Score Card, Benefits Management Plan
a.
b.
c.
d.
61
Portfolio Dashboard, Benefits Management Plan
Portfolio Performance Report, Communication Management Plan
Portfolio Dashboard, Balance Score Card

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 62
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.

Session - 8 Everything about PgMP & PfMP Certifications

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