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PgMP Practice Exam — PgMP: Program Management Professional

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Exam information

I. Exam Parameters

1. Exam Language

The exam is presented in bilingual Chinese and English (original English questions on the top with Chinese translations below). No separate language proficiency certification is required.


2. Exam Duration

Total exam time: 230 minutes (3 hours and 50 minutes).


3. Exam Format & 2026 Domestic Exam Schedule

- Mainland China

 Offline written exam is the only available format. Candidates must attend the exam at officially designated test centers, with all papers provided in bilingual Chinese and English.


 Fixed exam dates for 2026: March 14, June 14, September 12, December 5.


 Chinese registration generally opens in batches 1 to 2 months before each exam. Candidates need to log on to the official website of the China International Talent Exchange Foundation to compete for test center quotas.


- International Regions, Hong Kong and Macao, Taiwan

 Online proctored exam is available (advance application and compliance with equipment requirements are mandatory). The exam content is identical to the offline written test, and test appointments are flexible on non-public holidays.


4. Total Questions & Question Types

- Total questions: 180 (including 10 unscored pretest questions).

- Number of scored questions: 175 (180 total questions minus 5 experimental questions).

- Question types: Single-choice questions, multiple-choice questions, matching questions, hot spot questions, and a small number of fill-in-the-blank questions.


5. Passing Standard

Candidates must answer at least 105 out of 175 scored questions (60% accuracy rate) to pass the exam.


6. Score Release & Domain Rating

- Score release timeline: Results for online proctored exams are released within 24 hours after completion; results for offline written exams in Mainland China are available 4 to 8 weeks later.

- Score display: Only PASS / FAIL will be shown on the final report. Meanwhile, performance across three core domains — People, Process, Business Environment — will be rated. A 3A rating is the highest level.


II. Exam Fees

Fees vary by region. The exchange rate is subject to the rate on the registration date.

1. First-time Exam

  - Mainland China: RMB 3,900 (approx. 540 US dollars)

  - International Regions, Hong Kong, Macao and Taiwan: 575 US dollars

2. Retake Exam

  - Mainland China: RMB 2,500

  - International Regions, Hong Kong, Macao and Taiwan: 375 US dollars


III. Registration Process

The whole process consists of two phases: PMI English Registration and Foundation Chinese Registration, which must be completed in sequence for candidates in Mainland China.


1. English Registration (PMI Official Website)

- Portal: Register and submit application via the PMI official website (www.pmi.org). English registration is open all year round.

- Required document: A valid 35-hour formal training certificate must be submitted.

- Eligibility Review: Standard review takes 3 to 5 working days; the period will be extended to 5 to 10 working days if selected for random audit.

- Requirement: Candidates in Mainland China can only proceed to the next step after passing PMI’s eligibility review.


2. Chinese Registration (China International Talent Exchange Foundation)

- Portal: Complete registration on the official website of the China International Talent Exchange Foundation. Registration opens in three batches, and candidates shall apply according to the batch assigned to their city.

- Payment Rule: All fees must be paid within 48 hours after eligibility approval. The application will become invalid if payment is overdue.

- Procedures: Select test center, verify personal information and complete payment.


IV. ID Requirements & Exam Room Rules

1. Admission Documents

Candidates must present the original valid ID card or passport, together with a printed hard copy of the admission ticket.


2. Exam Room Regulations

1. Electronic devices, books, self-prepared scratch paper and reference materials are prohibited in the exam room.

2. Stationery will be provided on site for the written exam.

3. All exam papers and answer sheets must be collected by invigilators after the exam. Taking any documents out of the exam room is strictly forbidden.


V. Official Contacts

Official Contact Information

- PMI Customer Service Hotline: +1-610-356-4600

- China International Talent Exchange Foundation Hotline: 400-810-2100

- PMI Official Website: www.pmi.org

- Official Registration Website of China International Talent Exchange Foundation: http://event.chinapmp.cn


Sample questions

PgMP · Q1
Question #1
Your program has 121 stakeholders that you'll need to communicate with. Your communications management plan defines how the communication should happen, what should be communicated, and the expected modality of the communications. You'll also need which one of the following as an input to the information distribution process in your program?
  • A.
    Change requests
  • B.
    Earned value management results
  • C.
    Stakeholder analysis plan
  • D.
    Performance reports

Answer: C

This question assesses knowledge of the Program Communications Management knowledge area as defined in PgMP certification standards, specifically inputs to the Information Distribution process. The scenario notes a large stakeholder pool of 121 individuals, which requires granular, stakeholder-specific guidance to execute communications effectively beyond the high-level rules defined in the communications management plan. The stakeholder analysis plan provides this required granular detail, as it documents unique communication requirements, preferences, information sensitivity constraints, and priority levels for each stakeholder or stakeholder group. Without this input, the information distribution process would lack the specificity needed to deliver the right information to the right stakeholders in the appropriate format, especially for a large and diverse stakeholder population. Option Analysis:
A. Change requests are incorrect. Change requests are formal requests to modify program scope, schedule, cost, or other baseline elements, and are an input to the Perform Integrated Change Control process, not the Information Distribution process. They are not required to guide how information is shared with stakeholders.
B. Earned value management results are incorrect. EVM results are a type of performance data that may be distributed to stakeholders as part of information distribution activities, but they are content to be shared, not an input that guides the execution of the Information Distribution process itself.
C. Stakeholder analysis plan is correct. As defined in PMI's program management standards, the stakeholder analysis plan is a formal input to the Information Distribution process. It complements the communications management plan by documenting stakeholder-specific communication needs, interest and influence levels, information access restrictions, and preferred communication formats, which are critical for tailored, compliant, and effective information sharing, especially for large stakeholder groups as outlined in the scenario.
D. Performance reports are incorrect. Performance reports are an output of program performance monitoring and controlling processes, and are a core artifact distributed to stakeholders during Information Distribution. They are not an input that guides how the Information Distribution process is executed. Key Concepts:
1. Program Information Distribution Process: This core process in the Program Communications Management knowledge area focuses on delivering timely, relevant, and accurate information to all authorized stakeholders across the program lifecycle. It requires both overarching commåunication governance and stakeholder-specific guidance to operate effectively.
2. Stakeholder Analysis Plan: A subsidiary program plan developed during stakeholder engagement planning, this document captures granular attributes of all program stakeholders including communication preferences, information access permissions, power/influence/interest levels, and engagement requirements to enable tailored communications and stakeholder engagement.
3. Inputs to Program Communications Processes: Program communications processes rely on two core categories of inputs: governance-focused plans (such as the communications management plan) that define standard communication rules, and stakeholder-specific artifacts (such as the stakeholder analysis plan) that enable customization of communications for different stakeholder groups. References:
The Standard for Program Management, Fourth Edition, Program Management Professional (PgMP) Certification Handbook
PgMP · Q2
Question #2
What is the formula to determine earned value (EV) for a program?
  • A.
    Percent complete times percent remaining in the program
  • B.
    Percent completes time the program cost estimate
  • C.
    Percent complete times the program budget at completion
  • D.
    Percent complete times the program cost of labor and materials

Answer: C

The PgMP certification tests application of program-level earned value management (EVM), a core performance management domain for program managers. Earned Value (EV) quantifies the monetary value of work actually completed by the program at a given point in time, to compare against planned progress and actual costs. The standard formula for EV at the program level is consistent with PMI's EVM principles, using the total approved, baselined program budget (Budget at Completion, BAC) as the reference value multiplied by the percentage of total program work that has been successfully completed to date. The suggested answer Option C directly matches this standard formula, as it correctly identifies the program budget at completion as the appropriate base value for the calculation, aligning with PMI's program management guidance tested in the PgMP exam. Option Analysis:
A. This option is incorrect. Multiplying percent complete by percent remaining produces a fractional percentage value with no relevance to EVM calculations, and does not quantify the monetary value of completed work required for EV. This is a nonsensical distractor with no basis in program EVM standards.
B. This option is incorrect. A program cost estimate is a preliminary, unbaselined projection of costs, not the official authorized budget used for EVM calculations. EV requires a baselined approved budget (BAC) rather than an informal or preliminary cost estimate, so this option uses the wrong base value.
C. This option is correct. Per PMI's program EVM guidance, EV is calculated as the percentage of total completed program work multiplied by the program's Budget at Completion (BAC), which is the full approved, baselined budget for all authorized program scope. This formula accurately captures the monetary value of work completed to date, which is the core definition of EV for program performance tracking.
D. This option is incorrect. Limiting the base value to only labor and materials costs excludes legitimate approved program budget components including indirect costs, program management overhead, approved component budgets for non-labor/non-material resources, and other authorized expenses included in the program BAC. This narrow base value understates the total value of completed work, so this calculation is not aligned with official EV standards. Key Concepts:
1. Program Earned Value Management (EVM): A core PgMP performance management domain that integrates program scope, schedule, and cost baselines to objectively measure program progress, identify variances, and forecast future performance, adapted from project EVM to account for cross-component program work.
2. Budget at Completion (BAC): The total approved, baselined budget for the entire program, excluding management reserve, that represents the total planned monetary value of all authorized program work, serving as the foundation for EV and other EVM metric calculations.
3. Earned Value (EV): A key EVM metric that quantifies the value of work successfully completed at a given measurement date, expressed in terms of the authorized budget assigned to that work, used to compare against planned value (PV) and actual cost (AC) to identify schedule and cost variances. References:
The Standard for Program Management - Fourth Edition, Practice Standard for Earned Value Management - Third Edition
PgMP · Q3
Question #3
Olive is the program manager for her organization. She has created a request for proposal for a large portion of her program. In this work to be procured she has set several requirements for the vendors to participate. The chief among these requirements is a vendor must have at least four licensed electricians in his team.This requirement for four licensed electricians is an example of which one of the following terms?
  • A.
    Screening system
  • B.
    Scoring model
  • C.
    Vendor analysis requirements
  • D.
    Evaluation criteria

Answer: A

This question falls under the Program Procurement Management knowledge domain of the PgMP certification, which governs processes for acquiring external goods and services to deliver program outcomes. The scenario describes a non-negotiable, minimum mandatory requirement that vendors must meet to be eligible to respond to the RFP. This type of pass/fail pre-qualification filter is explicitly classified as a screening system in PMI’s program management standards. For large program procurements like the one described, screening systems are a critical control to eliminate unqualified vendors early, reducing administrative burden, minimizing procurement risk, and ensuring the program team only spends time evaluating proposals from eligible, capable vendors. The requirement for four licensed electricians acts as this initial filter, so it aligns directly with the definition of a screening system. Option Analysis:
A. Screening system: Correct. Per PgMP and PMI’s official procurement standards, a screening system is a set of mandatory, pass/fail pre-qualification criteria used to shortlist vendors before detailed proposal evaluation begins. Any vendor that fails to meet the minimum threshold of four licensed electricians is immediately disqualified from further consideration, which matches the core function of a screening system perfectly.
B. Scoring model: Incorrect. A scoring model is a quantitative evaluation tool that assigns weighted numeric scores to multiple evaluation criteria to rank qualified vendors. The four licensed electricians requirement is a pass/fail prerequisite, not a criterion that receives a partial or weighted score, so it is not part of a scoring model.
C. Vendor analysis requirements: Incorrect. Vendor analysis is a broad, general term for the end-to-end process of assessing vendor capabilities, and "vendor analysis requirements" is not a formal, defined term in the PgMP Body of Knowledge for this specific type of pre-qualification criterion.
D. Evaluation criteria: Incorrect. Evaluation criteria are the full set of factors used to assess and rank proposals from vendors that have already passed initial screening. While some evaluation criteria may be mandatory, this requirement functions as an initial eligibility filter rather than a factor used to compare and score eligible proposals, so it is not the correct classification. Key Concepts:
1. Program Procurement Screening Systems: These are mandatory, pass/fail pre-qualification criteria applied early in the procurement lifecycle to eliminate vendors that cannot meet non-negotiable minimum requirements, reducing administrative load and procurement risk for large program initiatives.
2. Program Procurement Evaluation Criteria: These are structured, weighted factors used to assess proposals from vendors that have passed initial screening, including technical capability, cost, past performance, and resource alignment, to select the vendor that best supports program objectives.
3. Scoring Models: A quantitative vendor selection technique that assigns predefined weights to each evaluation criterion, scores vendor proposals against each criterion, and generates a total numeric score for each vendor to support objective, data-driven selection decisions for program procurements. References:
The Standard for Program Management, Fourth Edition, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition
PgMP · Q4
Question #4
You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its projects. What document is management asking you to create in this instance?
  • A.
    Requirements document
  • B.
    Project charter
  • C.
    Business case
  • D.
    Scope statement

Answer: C

As a PgMP credential holder, you are expected to understand the purpose of core program-level documents defined in the PMI Standard for Program Management. In this scenario, management requests a document that aggregates three key inputs: stakeholder concerns, perceived threats to the program, and specific objectives for the program and its constituent projects. The program business case is the correct document here, as it is developed in the early program formulation phase to capture all relevant inputs that justify program initiation, align the program with organizational strategy, and document all stakeholder concerns, identified risks (perceived threats), and intended objectives for both the overarching program and its underlying projects. This document is used by governance bodies to approve the program and ensure it addresses the stated needs of all relevant stakeholders. Option Analysis:
A. Requirements document: Incorrect. The requirements document focuses specifically on functional and non-functional requirements for program and project deliverables, rather than capturing stakeholder concerns, perceived threats, or high-level program and project objectives as requested in the scenario. Requirements documentation is developed after the program is approved, as part of scope definition, not as an initial document capturing justificatory inputs.
B. Project charter: Incorrect. First, the project charter is a project-level artifact, not a program-level document that covers the entire program and all its constituent projects. While a project charter includes high-level objectives for a single project, it does not aggregate stakeholder concerns, perceived threats, and objectives across the full program as requested. As the question specifies you are a program manager creating a document for the program and its projects, a project charter is not fit for this purpose.
C. Business case: Correct. Per the PMI Standard for Program Management, the program business case is explicitly designed to capture stakeholder concerns, identified risks (including perceived threats to program success), specific objectives for the program and its projects, and expected benefits to justify program approval and alignment with organizational strategic goals. This directly matches all requirements outlined in the scenario.
D. Scope statement: Incorrect. The program scope statement defines the boundaries, included and excluded deliverables, and acceptance criteria for the program. It does not prioritize capturing stakeholder concerns or perceived threats as core components, as those inputs are already documented in the business case prior to scope definition. The scope statement builds on objectives defined in the business case, rather than capturing those objectives alongside stakeholder concerns and threats. Key Concepts:
1. Program Business Case Purpose: The program business case is a foundational pre-approval document that integrates stakeholder inputs, risk assessments, and objective setting to justify program investment and align the program with organizational strategy, a core PgMP domain topic under Program Strategy Alignment.
2. Program vs Project Document Distinction: PgMP candidates must distinguish between program-level artifacts that span all constituent projects and project-level artifacts that apply only to a single project, to ensure appropriate documentation is developed for program-wide needs.
3. Early Program Input Integration: During program formulation, stakeholder concerns and perceived risks are documented alongside intended objectives in the business case to ensure the program is designed to address identified needs and mitigate potential threats from initiation. References:
The Standard for Program Management (4th Edition), Project Management Institute, https://www.pmi.org/pmbok-guide-standards/standards/program-management
PgMP Certification Handbook, Project Management Institute
PgMP · Q5
Question #5
You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?
  • A.
    Quality control
  • B.
    Scope verification
  • C.
    Quality assurance
  • D.
    Planning

Answer: A

The scenario describes an activity where the program team is inspecting completed program work to confirm alignment with scope, identify defects, and remediate defects before presenting deliverables to program customers for their review. This activity falls under the Program Quality Management knowledge domain, specifically the Quality Control process. Quality Control is executed prior to scope verification to ensure only conforming deliverables are presented to stakeholders for formal acceptance, which directly aligns with the details provided in the question. Option Analysis:
A. Quality control: Correct. Quality control is the process of monitoring specific program deliverables and work outputs to assess conformance to defined scope and quality standards, identify defects, and implement corrective actions for non-conforming work. The scenario explicitly references inspecting work for defects and correcting issues before customer review, which is a core activity of the quality control process.
B. Scope verification: Incorrect. Scope verification, also called Validate Scope in PMI standards, is the formal process of obtaining sign-off and acceptance of completed deliverables from program customers and stakeholders. The scenario specifies the inspection and defect correction is completed before customers inspect the work, so this activity occurs prior to scope verification, not as part of it.
C. Quality assurance: Incorrect. Quality assurance is a process-focused activity that evaluates whether the program’s quality management processes are being followed correctly to prevent defects from occurring in the first place. It does not involve hands-on inspection of completed work products for defects or correction of identified defects, which is the focus of the scenario described.
D. Planning: Incorrect. Planning processes occur at the start of the program or program phase to define scope, quality standards, and inspection protocols, not to execute inspection and defect correction of completed work as described in the scenario. Key Concepts:
1. Program Quality Control: A core process in the Program Quality Management domain that focuses on deliverable conformance, involving inspection of completed work, identification of defects, and remediation of non-conforming outputs before stakeholder acceptance.
2. Quality Assurance vs Quality Control Distinction: Quality assurance is process-oriented and proactive, focused on defect prevention via process adherence, while quality control is deliverable-oriented and reactive, focused on identifying and fixing defects in completed work.
3. Scope Verification: The formal stakeholder acceptance process for completed program deliverables, which is performed after quality control confirms deliverables meet all defined scope and quality requirements. References:
The Standard for Program Management, Fourth Edition, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, https://www.pmi.org/pmbok-guide-standards/pmbok-guide-6th-edition

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This question bank includes 713 PgMP practice questions covering single and multiple choice, each with answers and explanations.

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