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Struggling to bridge the gap between PMP study materials and the Recommended Material Poster Legend

PMP Pre-Exam Poster actual exam? You're not alone. Other study sources I've used and found useful for the exam What the different colour mean

This guide cuts through the noise and condenses the material into the exact structure and flow of the PMI Examination Content Outline PDF: Please look at this before your exam. It Things highlighted in black mean important concepts to remember
exaplains how the exam is actually structured
exam itself. Things highlighted in red mean I remember getting a question on this in the exam.
by lyfe_is_good Processes Explained with Ricardo Vargas: Youtube video and process map poster
The Exam Tips section, is more around mindset and also covers scenarios I've seen in the exam.
I personally found it difficult to use what I learnt through Udemy and study guides, in the way the
information was structured in the exam. This pre-exam poster is a map, tailored to mirror the exam's Third3Rock PMP Exam Prep Study Notes: Full PMP study material. Very well put together and
unique structure, mindset and task-based scoring. concepts explained in an easy to understand way.

Disclaimer: David McLachlan's Agile and Waterfall PMP Exam Questions and Answers: Youtube videos
IS THIS GUIDE RIGHT FOR YOU?
This guide is a student-made compilation of information from various sources for the
Project Management Professional (PMP) exam. While I've aimed for accuracy, there may PMAspirant Process Group and Knowledge Area Mapping Game: Great game for knowledge area and
If you are new to PMP, this guide might not be suitable for your needs. However, if you are on the cusp process group mapping
be errors. Use it as a study tool, but do your own research and critical thinking. I can't be
held responsible for any consequences of using this guide. If you find errors, please let
of taking the exam or are revisiting your study material after an unsuccessful attempt, this guide is
me know. designed with you in mind. PMI Study Hall: Best exam like practice questions (slightly harder than real exam)

Exam Tips 1 People

TASK 1 TASK 2 TASK 3 TASK 4 TASK 5 TASK 6 TASK 7 TASK 8 TASK 9 TASK 10 TASK 11 TASK 12 TASK 13 TASK 14

Key Words Address and Remove Impediments, Obstacles, and Blockers

Manage Conflict Lead a Team Support Team Performance Empower Team Members and Stakeholders Ensure Team Members/Stakeholders Are Adequately Trained Build A Team Negotiate Project Agreements Collaborate with Stakeholders Build Shared Understanding Engage and Support Virtual Teams Define Team Ground Rules Mentor Relevant Stakeholders Promote Team Performance Through Emotional intelligence
for the Team
Show benefits / benefits plan Completing Team Assessments Agile Empowering Self-Organizing Teams Resource Terminology Renegotiating prices with suppliers during a project Stakeholder engagement plan & assessment matrix Always look for the root cause of issues - think before actioning Virtual teams (not collated) Train Stakeholders
Value... Conflict resolution methods The Project Manager should always be a Servant Leader Assigned to a Multinational Project Scrum Master / Servant Leader Ground Rules Roles of Project Managers
Look for options that provide quick wins Measure team velocity For Agile, instead of the Project Manager prioritizing, selecting and When getting new resource, look to integrate skills development activities into the First review the contract. Next option is to try work with the supplier to agree on The stakeholder management plan identifies the strategies and actions needed to promote productive Analyse: root cause analysis Advantages are You should always look to educate stakeholders in the benefits of the
Whenever you come across some kind of conflict that needs to be resolved, Focuses on the needs of the project teams Crucial for a project manager to be culturally sensitive and aware. Attending cultural Project Manager and Scrum Masters (Agile) should be servant leaders. Found in a Project Team Charter. If you need to review rules or deal with disputes The ability to motivate, align and direct people. Having emotional intelligence
Use task matrix for individuals scheduling work activities - team members are encouraged to self project. new prices to minimize cost impact and avoid delivery delays. It is important to stakeholder involvement in decision making and execution. Documenting these details in an Five Whys: This involves asking "why?" five times to get to the root cause remote expertise on a project team methodology you are doing.
you should look for answers that mention one of these responses (especially sensitivity training to understand and respect cultural differences would help. in this area, remember they are listed in the Team Charter. Communication is key
Create goals for each individual organise specific tasks as a team to best meet the set objectives. maintain a good relationship with the supplier that is responsible for delivery assessment matrix provides for a ready reference to needed detail. of a problem. Include people with disabilities
in the People section). Management is about getting things done, while Leadership is more about getting Core principles: Self-organized teams should all participate in creating and abiding to agreed Motivate the team
Compare goals achieved per iteration Prepare Training for Teams 3 Project Management Office Types critical components Fishbone diagram (aka Ishikawa diagram - I have seen it called this in the Disadvantages Agile
people to do what needs to be done. Focus on team needs: Servant leaders prioritize understanding and fulfilling rules Guide decisions
Team Self Assessment Key words to watch out for in your answer options The Project Manager should conduct individual and team assessments on team Supporting - acts as a coach offers advice but doesn’t control the project e.g. exam): This involves creating a diagram to show the causes of a problem. Communication If stakeholders aren't familiar with Agile and are concerned about planned
Uncertainty or risk around Withdraw/avoid the needs of their team members, fostering their growth and development. Project and Strategic Planning Roles Negotiate internally and externally
Hybrid or iterative delivery development approach is best Empower.. members preferred learning methods as different project team members will need consultative role, project information from similar projects, training Understand the Matrix Structure for level of Authority Pareto chart: This involves identifying the most important causes of a Feeling of isolation work, the Project Manager should facilitate a meeting with the Product Owner
requirements... Smooth/accommodate Team success is more important that individual success Empowerment and collaboration: Empowering teams and collaborating Executives: want to know - Why the project should be approved? How does it align with the Problem solving ability
Utilize active listening techniques to address the needs of the team. Collaboration.. different training. Three matrix structures (describes authority level the project manager has in problem. Gaps in sharing knowledge Team Charter Elements to help the stakeholder understand the Backlog and align on deliverables.
Compromise/reconcile Allow team members to take charge effectively. Servant leaders achieve this by delegating tasks, providing company vision, values, goals etc Honest and direct
Means you are present in the conversation Self organise.. relation to the functional manager) No face to face meetings Vision statement
Force/Direct Motivate the team members Controlling - defines project governance e.g. compliance, work through a resources, and removing blockers/impediments for their team to perform at Functional Managers (middle management): want to know - What are the mechanics of the project Approachable
You summarise what the speaker said Negotiate.. Team rules
Collaborate/Problem solve Show recognition of individuals and teams Adding New Resources to a Project framework, specific forms and templates, governance, define project management their best. that will support the strategy and tactics of the organisation. How does this help us achieve the Dealing with teams low morale Expectations
Weak matrix structure: Team has a blend of departmental and project duties e.g. Code of conduct
Avoid zero sum rewards (e.g. only one person can win) Integrate skills development activities into execution phase activities Servant leader as coach: Servant leaders act as coaches and mentors, helping Executive layer vision. First do a satisfaction survey or something similar to collect more data to Best practice for virtual team meetings Sometimes stakeholders have unrealistic expectations or deliverables or
Transitioning from predictive Tuckmans Team Ladder people from Sales might do part time work on a project too Communication rules - how will we work together Rule of Project Management is having emotional intelligence (EI)
Deliver iterations to show early benefits to leadership Project Manager should provide feedback to project team as often as team members learn, grow, and take ownership of their work. Operations Managers: want to know - How can we implement this project to achieve the What or identify the root cause before moving into addressing the issue. Work with the virtual team members to determine communications most timelines. The Project Manager should gather proof to present to them and set
to hybrid... Explains the life cycle newly formed teams move through as individuals Directive - e.g. project owned by the PMO Project manager has little authority Definition of done / success factors 90% of project management is communication
Common Types Conflicts Estimating Duration Considerations possible the Why from the layers above. appropriate for them given their location and participation on the project. the correct expectations.
find their place and they identify leaders and followers. Knowledge Sharing when Team Members Leave Functional manager is usually oversees project budget Define success criteria Understand emotion and how it drives behaviour
There are many types of conflict that can occur, here are some common Law of diminishing returns Good work to be acknowledged Depending on what type of PMO you are in that will affect how you manage a Let the team self-organise, decide and evolve their roles
Ensure they create a knowledge transfer document. To ensure that the new team Structuing work or moving to new team with poor documentation SWOT (strengths, weaknesses, opportunities, and threats) Analysis Control your own emotions and responses
examples Increase in resources will eventually yield diminishing returns Forming: when the team first comes together project Organisational Structure Types Supprt in establishing trust and foster collaboration
Missing feature... Work with Product Owner to resolve Unsatisfactory work or issues to be corrected member has all the information they need to understand and get started with the Look to use Agile sprints and Kanban to accelerate learning, fault-finding. Agile Another analysis technique to understand problems and gaps before taking i EXAM TIP Influence others emotions
Conflict between team members: Team members should resolve Number of resources Storming: where the team position themselves to be a leader or Balanced matrix structure: Project manager has low to moderate amount of Similar to the Matrix structures. Need to be able to associate which of these fits the scenario in
project teams work together and share knowledge to remove impediments action
conflict themselves (especially in Agile). The Project Manager should Adding resources doesn’t necessarily reduce duration follower. Possible hostility and debate as ideas are challenged authority question. EXAM TIP
Product Owners and Functional Managers can also be Stakeholders that can be mentored
New Team Members Struggling Working out how much resource your project needs Best practice for virtual team meetings
i

encourage them collaborate. Advances in technology Norming: where people accept their roles and begin leading or Organic or simple Emotional Intelligence (EI) - Key ideas
Scheduled training takes place as defined in the Resource A resource histogram, can help define resource requirements over time. Addressing impediments or delays in Agile Strong matrix structure: Project Manager has moderate to high level of power Work with the virtual team members to determine communications most
If there is a team related issue, look for options that mention the Project Charter
Issue with deliverable... Work with whole team to resolve Conflict between client and project team: The project manager needs Faster equipment/Learning curve following based on the outcome of storming Understand Stakeholder roles People with various jobs in the organisation jump in and complete the all types of work, whatever is Inbound - control our own emotions aka self-awareness
to balance the team's concerns with those of the client. Negotiation and Management Plan Performing: where the team becomes cohesive and performing well Some stakeholders may be more active in the project than others. It's important to Project Manager should make the work visible using a Kanban board to assist in Usually management of a part-time teams. required for the project (wear many hats) appropriate for them given their location and participation on the project. Outbound - relationship management, don’t react emotionally
Motivation of staff
Unplanned training e.g. job shadowing may also be needed as a result together Project Manager must has Interpersonal and Team Skills taking action to remove impediments Let the team self-organise, decide and evolve their roles Helps in reduction of staff turnover
problem solving are usually the favoured resolution types. Student syndrome/parkinson's law know their contribution and ensure they have the correct knowledge or training to Project manager may have little to no authority over the project resources
of performance appraisals done. Adjourning: team disbands Active listening Project-oriented: Project Manager has high level of power and autonomy Supprt in establishing trust and foster collaboration Emotionally competent teams are more effective
Conflict between stakeholders: Collaboration is usually the preferred positively support the project
Product not meeting scope Emotional Intelligence Usually a full time project team
Initiate change control method, but always aligning to project goals. Types of Power Interests: affected by project Functional (Centralised)
requirements... Cultural and social awareness Quadrants of EI
Conflict between project sponsor and project team member: Positional powers: Authority derived from your formal role in the project. Can Team Member Leave Rights: legal or moral rights Clear division of business areas e.g. Sales, Marketing, Legal etc
Leadership PMO Structure: Project Management Office Self management
Depending on the situation, but if it is negatively affecting the project, force your viewpoint at the expense of others. In Agile you can look to remove items from the current Sprint with approval Ownership: own an asset or piece of equipment Project managers may have little to no autonomy i EXAM TIP
Networking Uniform approach for all projects Self awareness
considering the power dynamic, and urgency of resolving the conflict, Informational power: The influence you gain by having access to and control from the Product Owner. This allows the team to focus on finishing most Knowledge: knowledge that can help Functional manager is usually oversees project budget When dealing with issues or disputes with virtual teams - go for the answer that has
Political and organisational awareness PMO can help project managers share resources across projects and provide something to do with improving communication Social skills
Virtual team issues... Answer usually to do with communication the project manager may tell the team member to adopt an over valuable information. critical and valuable tasks within the Sprint timeframe. Contribution: funds, resources, support of project
accommodating response. Referent power: The influence you gain based on admiration, respect, and trust. existing templates Multidivisional Social awareness
Most likely worked with that individual or group before. Same functions for each business unit e.g. Marketing team might have an IT department, then the
Situational power: Power given due to certain situations like a change in Dealing With Other Departments Sales team might have an IT department etc
Dependency on multiple leadership or change in the project team If you're dealing with multiple departments or using shared resources in Similar to the functional organisation
Meet with the functional managers Conflict with Functional Managers i EXAM TIP
departments... Personal or charismatic power: Warm personality that others like your project. You need to coordinate with the Functional Manager of the Functional manager is usually oversees project budget
You will probably come across some conflict scenarios with Functional Emotional intelligence (EI) is not just a topic to address explicitly in response to specific
Managers. Often it's to do team resource and team member work across Rewards power: team members see the project manager as someone who can other department. questions. Rather, it embodies a mindset that should be consciously integrated when
providing answers to any question. It is important to recognize EI principles in answers
teams. Remember to check the Responsibility Assignment Matrix (RAM) if reward them and so they please them to get the reward.
especially in the People section.
Adding new resources to a Functional Manager is trying to take a team member off your project and Ingratiating power: gains favour through flattery to win others over. False power
Integrate skills development activities into execution phase i EXAM TIP
projects... always aim to work with the Functional Manager towards a resolution. Pressure based power: Can restrict choices by applying deadlines or i EXAM TIP
When dealing with disengagement, alignment of stakeholders or disputes - the project
consequences to get the team to perform project work. You can look to set up a benefits or reward system to drive team performance or manager should review the stakeholder engagement plan to determine the strategies to
Guilt based power: put people in a guilt trip motivation. improve stakeholder communication.
Persuasive power: Can influence others by presenting compelling arguments,
Risks... Identify > Quantify > Response strategy and/or schedule risk audit i EXAM TIP using logic, and appealing to their needs and interests.
Collaboration and negotiation seem to be popular themes Avoiding power: refuses to act or make decisions i EXAM TIP

Always be direct and honest with stakeholders.

Identified risk = contingency reserve
Costs...
Unidentified risk = management reserve

New Project Manager taking

Review history and status with sponsor
over a project...

Switching from Kanban to

story points...
FIRST convert all work in progress to story points
2 Process

Uninformed stakeholders = review communications plan TASK 1 TASK 2 TASK 3 TASK 4 TASK 5 TASK 6 TASK 7 TASK 8 TASK 9 TASK 10 TASK 11 TASK 12 TASK 13 TASK 14 TASK 15 TASK 16 TASK 17
Stakeholders...
New stakeholder or information = update stakeholder register / engagement
Execute Project Urgency to deliver Business Value Manage Communications Assess and Manage Risks Engage Stakeholders Plan and Manage Budget and Resources Plan and Manage Schedule Plan and Manage Quality of Products/Deliverables Plan and Manage Scope Integrate Project Planning Activities Manage Project Changes Plan and Manage Procurement Manage Project Artifacts Determine Appropriate Project Methodology/Methods and Practices Establish Project Governance Structure Manage Project Issues Ensure Knowledge Transfer for Project Continuity Plan and Manage Project/Phase Closure or Transitions

Communication Model What is risk? Identifying the Project Stakeholder Three Project Baselines Using Historical Data Plan for Quality Types of Requirements Dependency Determination MACD (Move Adding Changing Deleting) Key Concepts for Procurement Determining Requirements Types of methodologies and lifecycles Organisational Governance Structure Risk vs Issue Knowledge Management Techniques Order of Closure Events
Benefits Management Plan
Requirements... Used to measure completeness Feedback/Response - Response to message Risk is uncertainty, it's the effect that can be good or bad e.g. business risk may have an upside such as future cost savings Part of the initiating process. Use the Stakeholder Register to identify stakeholders Projects progress is measured against the baselines and updates done to them if required. Any Benchmarking - testing something against something else Quality is prevention-driven. Build quality into project to complete the work correctly the first time Business requirements (high level needs of the organisation) Quality is prevention-driven. Build quality into project to complete the work correctly the first time This concept is used in project management to help identify and manage changes to the project scope. Follow this guideline whenever you come across a Purchasing the products and services for the project Understand the different types of project artifacts and analyse the requirements for when they Predictive It's important for the Project Manager to understand the governance structures of the organisation The question phrasing in the exam can be tricky so it's important to know which they are referring We need to manage and share existing knowledge through the team to ensure everyone is When a project is closed,
Project outcome that provides value to the organisation and the project
Sender - person is sender Three Steps of Stakeholder Identification changes to the baseline must be done through the change management process Historical information and lessons learned - should be consulted when starting a new project to prevent poor results, a loss of time, and a loss of funds. Stakeholder requirements to prevent poor results, a loss of time, and a loss of funds. change to scope, moving work from one phase or project to another, adding new work or removing work from project scope Planning need to be updated. For Example Project Charter, WBS, Project Schedule, Baselines, Issue Log, Waterfall approach where most of the planning is done up front and executed in planned order. they are working in. Need to align the roles and responsibilities, processes, monitoring and to when looking at the answers. working at their optimal capabilities. These are some common techniques Project knowledge and artifacts are archived
beneficiaries
Encoder - is the email program In Agile the risk analysis should be done before the start of each iteration Identify their interests, influence and contribution Scope baseline - Scope Statement, WBS and the WBS dictionary Checklist ensures the work is done the same way each time Solution requirements (features) Mandatory dependencies - hard logic based on physical or logical constraint that cannot be Identifying changes: First step is always identify any potential changes to the project scope. Can come from various places e.g. status meetings with project Choosing a source Lessons Learned etc. Also remember Agile artifacts like the Product Backlog. Single delivery reporting of their project to those of the organisation. Bad thing may/might/could happen = risk (consider reviewing the Risk Register and/or Risk Project team members are released, and contracts are closed.
Goodwill and reputation
Medium - is the internet (network) Prioritise stakeholders based on their power, influence and impact Schedule baseline - schedule model, flow of work Evaluating Changes moved team, reviewing project documentation, monitoring stakeholder feedback. Management Plan) Storytelling Retrospectives or lessons learned for each deliverable need to be completed.
Quality Control... Checks the correctness Brand recognition Check sheets (aka tally sheets) help organise data about a quality issue e.g. you go to carpark Functional e.g. The device needs to be waterproof Administering the contract Changes to scope are tightly controlled
Decoder - email program decodes Anticipate how stakehodlers will respond in different situations and plan accordingly Cost baseline - time-phased project budget e.g. here’s how much the project will cost from start to Once potential changes have been identified, their impact to the project needs to be evaluated Effectively replicating organizational governance in a project requires careful consideration. Think Bad thing did/has/already happen = issue (will require logging in Issue Log and execute Risk Work shadowing: you follow an expert Evaluation conducted on project performance compared to baselines.
Public benefit Pure Risk and do a tally of all cars with a scratch on them Nonfunctional e.g. security considerations Discretionary dependencies - soft logic base on preferences or best that can be moved Evaluating changes: Once potential changes have been identified, they must be evaluated to determine their impact on the project. Review the impact on Closing the contract
Receiver - person receiving end. Also when you can expect to spend the money for each phase before any changes are made. Once a change is evaluated it must go through the change request Version Control of the projects specific needs and be flexible for adaptation, and ongoing monitoring to ensure it Response) Reverse shadowing: the expert follows you and offers coaching The project charter and business case will be reviewed to determine if deliverables achieved
Remember to track progress towards benefits based on the Benefits A pure risk has no upside - no potential benefits e.g. someone getting injured during the project work is a pure risk. Control chart - used to measure results of batches. [Remember rule of 7] 7 in a row makes it a Transition requirements External dependencies - constraint on something external e.g. waiting on inspector before the project schedule, budget, and scope. Point of view of the buyer or seller Iterative
Noise - things that distort the message e.g. over phone Stakeholder Engagement Matrix Configuration Management Plan usually refers to baseline items process. Understand how the document is kept up to date and maintained. Document the review/approval contributes to successful project outcomes. When an unplanned risk is identified but not triggered yet, qualify it. However if it is triggered, then Discussion forums and focus group the intended benefits and value before the final closeout.
Management Plan trend, there’s something happening there. Project requirements (actions, processes etc) continuing with the next step Approving changes: Once a change has been evaluated, it must be approved by the project sponsor or other authorized decision-maker. Memoranda or agreements (MOA) Focuses on delivering functional work in multiple iterations e.g. you have a note writing
Barriers - things that stop the communication e.g. person doesn’t check Stakeholders can affect the project and are usually in one of the below groups. We want processes, frequency of updates, accuracy and access to documentation (e.g. stakeholder access you need a workaround. Networking with colleagues to learn from their experiences The administrative closure process occurs as part of final project closure activity, not phase
Checklist... Ensures the work is done the same way each time Pareto Diagram - which is both a bar and line chart. Can show the the distribution of problems Quality requirements Internal dependencies - type of hard logic e.g. Need particular resource for particular activity Implementing changes: Once a change has been approved, it must be implemented in line with the approved change request procedure. Also update the Service Level agreement (SLA) software, next iteration will allow you to print.
emails. Speak different languages Risk response order to move them into the supportive or leading groups. Lags and Leads needs) completion.
and their frequencies You manage all these Requirement Types using a Requirements Traceability Matrix (RTM). Each requirement is linked to a component in the Work change log and notify stakeholders according to the Communications Management Plan (even if change rejected). Legal obligations and penalties tied to procurement process Incorporates feedback and learning in each iteration for the next round Training events
Key things to remember Acknowledgements - showing they received the message, but First identify the risk Unaware Predictive project estimation Value you add to an activity to change it's start time.
Usually requires more complex estimation. It relies on expert / SME input as well as experience to Scatter Diagram - shows the relationship between different variables Break Down Structure (WBS) Monitoring changes: Once a change has been implemented, it must be monitored to ensure that it has the desired effect. This includes monitoring the You get work in iterations until you get the final product
Measure actual performance vs prediction in business documents and doesn’t mean they agree Then quantify the risk (Qualitative analysis / Quantitative analysis) Resistant Lead is accelerated time - you are moving the activity start closer to today. Reduces the duration of Measuring Progress Collaborate with Stakeholders
complete well. Run chart - similar to control chart. Difference is the dots show the time it took to accumulate project schedule, budget, and scope. Terms for Evaluating the Market Conditions
benefits plan. Feedback/Response - Response to message Implement risk response strategy and/or schedule risk audit Neutral a project and shown in negative days (e.g. -3) Work Performance Data is the raw data and facts about the project. Such as cost of work Once a risk has turned into an issue, you need to review the Risk Management Plan for the Lessons Learned Phase Gates
(aka tally sheets) help organise data about a quality issue e.g. you go to yard and what you are measuring i EXAM TIP Incremental
Check sheets... Control track and monitor risk Supportive Estimation techniques Lag is waiting time - you are pushing out the start time of a work activity. Lag time increased Requirements Traceability Matrix (Example) activities, number of change request, defects, durations, activities not yet started etc Sole sources means there’s only one seller who can meet the needs appropriate risk response and communicate the strategy to the stakeholders as defined in the Think of it as a bridge between past projects and future successes. It's a key artifact of project Happen throughout the project and often are key milestones in a project. Some key things to note
do a tally of all cars with a scratch on them Important to periodically evaluate the effectiveness of your version control mechanism, You get deliverables in increments
In Agile projects always look to deliver value incrementally Communication Model Leading Analogous Estimating - looking at similar projects and using that as a basis for your new estimate. duration and shown as plus (additional) days (e.g. +3) Work Performance Information is when we take that data and analyse it e.g. are we behind Single source there are lots of different sellers, but you prefer to work with one especially around stakeholder access requirements and accuracy (dealing with out of date Communication Management Plan. closure Usually phase gates will have a definition of done.
Scope Validation vs Quality Control Integrated Change Control Each increment is a complete and usable step towards the final product, like assembling
Push communication sent to specific recipients Low cost but also not always reliable. Think analogy. schedule or ahead. From that we're able to make decision Oligopoly market conditions are so tight that the actions of one seller affects the price of the versions) Often a time where validating scope happens and/or benefits reviewed.
Requirement Customer need Functional Technical Specification / Status Test Case Release Notes Is a system to document changes, how they are managed/approved, their impact, the response to those changes, and performance components of a machine one by one.
Delivery business usage in chunks - with the most valuable items delivered Information is distributed, does not ensure reception or understanding Stakeholder influence when looking at priorities Earned Value Management Quality Control always happens first - checking product meets agreed quality standards Work Performance Report - how you prepare the data so that it can be communicated and others What it holds: Different phases can introduce different types of risks e.g. electrical phase vs framing phase
Qualitative vs Quantitative analysis No. Requirement design Number Version Configuration control: any changes to features and functions must go through configuration and change management systems Good when there is uncertainty or risk Agile Retrospective Meetings
at the beginning Pull communication: large complex information sets When dealing with stakeholders who have opposing expectations of the project, you EV=%Complete x BAC (Project Budget at Completion) Scope validation is done by the customer - acceptance of deliverables consumed by stakeholders e.g. dashboards, status reports etc. Key insights gained during the project Phase gates often review project progress and funding (often projects need to wait until end of
Qualitative - You are qualifying risk e.g. Looking at a risk and Quantitative - Quantifying the impact of the risk on the project Parametric Estimating - When you have a parameter for estimating. Used for repetitive work Change management system: Everything else just through the Change Management system Are to facilitate to ensure issues to not re-occur
Process and criteria to test... Not quality - most likely flowchart or process defining option Access content subject to security need to FIRST review the stakeholder influence and interest (Influence/ Interest Grid). PV=%Planned x BAC Quality Control is done by the project team Types of Contracts Successes and challenges encountered and how they were addressed phase gate to get funding for next phase)
assessing is it serious If the risk does happen, what is the financial impact FR-001 Securely reset The app should allow Password reset link: The In Progress TC-003 1.2 Must use new Integrated Change Control: Examines what this change will do to scope, schedule, cost etc. Agile
Minimum Viable Product (MVP) Web portal, intranet sites, lessons learned database, knowledge repos What’s the probability and impact if it does happen Based on this the Project Manager can align stakeholders needs and expectations with Three Point Estimate (aka Triangular Distribution) - Where you calculate the average of Optimistic, Firm Fixed-Price Contracts (FFP): Seller offers a price for the work to be completed and the price Areas for improvement in future projects Certain stakeholders may be interested more in certain phases. This should be documented in
Probability Impact Matrix with financial values password users to reset their app will generate a user interface Change Control Board (CCB): Scheduled meeting to review/analyse changes to either approve / reject the request. Some organisations may have rules Backlog of requirements with a Product Owner
The most basic functional version of your product with just the core features Public communication - single speaker to a group Usually represented in a Probability Impact Matrix with values the project objectives. Most likely, Pessimistic: sum of all three then divide by three Finding the Variances passwords using a self- unique, time-limited Plan Schedule Management does not change the Stakeholder Register
that bypass the CCB e.g. if change is under $1000 it does not need approval Changes are expected and welcome
to be usable and deliver value. Interpersonal communication - face to face such as Low, Moderate, High. Formula: (O+ML+P)/3=Estimate Cost Variance (CV): EV-AC (actual cost) Quality vs Grade service mechanism that password reset link and Rolling Wave Planning
i EXAM TIP Why it's important:
SPI and CPI... Above 1 is good Schedule Variance (SV): EV-PV (planned value) Rapid iterations of work
Small group communication - 3-6 people High Example: (30+25+50)/3=105 hours Quality protects their password send it to the user's
Imminent work vs distant work. You may be given a scenario and asked what kind of planning is Fixed Price Incentive Fee Contracts: The seller offers a price for the work to be done, and the cost Do not hand over issues or tasks to other people, PM should not run away from their Saves time, money and assumptions by avoiding mistakes in future projects
Above 0 is good confidentiality. registered email address. One of the biggest benefits of using Agile is being able to show early benefits / problems but work to find possible solutions.
Fulfilling requirements this. of the work does not change. The buyer offers a bonus for the seller to meet certain performance Shares knowledge and builds expertise within the team and organization
value delivered
i EXAM TIP
KEEP MANAGE Program Evaluation and Review Technique (PERT) - Weighted towards most likely Low quality is always a problem This is when you plan work coming up in more detail than work in the future Change Requests Configuration Control System Integrated Change Control objectives financial incentives for performance e.g. provide bonus for getting it done quicker Improves efficiency and effectiveness of project management practices i EXAM TIP
Risk Probability Impact Risk Scoe Risk Probability Impact Risk Exposure Measuring Performance
CV and SV... Above 0 is good MVP and prioritising most valuable items early on were common trends in the exam. i EXAM TIP
SATISFIED CLOSELY Formula: (O+(4ML)+P/6=Estimate (divide by 6 because you have 4ML now) Grade Phase gate planning e.g. finish phase 1 then plan for phase 2 Features, functions and configurables Impact to Scope, Cost, Schedule Hybrid
Stakeholder disagreeing on project success during the closure - you will need to review the
Have the mindset of 'eating your desert first'
Item (probablity x impact) Cost Performance Index (CPI): EV/AC How it's created: Project Charter where the project objectives and success criteria should be documented
Push or Pull communication type questions were common throughout the exam in relation Example: (30+(4x25)+50)/6=30 hours Ranking or category Cost Scope Schedule Cost Reimbursable Overview: Costs plus a fee
Schedule Performance Index (SPI): EV/PV
i EXAM TIP Combination of Agile and Predictive and agreed.
to providing project updated effectively. Know the difference and Pros / Cons for each Types of materials EXAM TIP Project Manager updates it

Influence
i
Production Low High Moderate Theory of Constraints
approach Above 1 is good Track project deliverables using the Requirements Traceability Matrix (RTM) to ensure the Good when there is uncertainty or risk
Downtime 1 .50 -$5000 -$2500 Bottom-up Estimating - Takes the longest but is the most reliable. Starting at the bottom (work Low grade isn’t always a problem (sometimes lower grades of something may be needed to Examine the most limiting factor in your processes. Cost Plus Fixed Fee: The buyer must pay for the costs of the materials plus a fixed fee for the If a PMP exam question says "a problem was identified" this implies that the risk already Gather information throughout the project from team members, stakeholders, and data analysis
Do first... Usually review a document packages) and working you way up. align with budget or other reasons).
expected value is delivered. If a key deliverable is missing, check the RTM
Change Management System vendor to complete the work. e.g. I’ll build this deck it’s cost $1000 plus the cost of wood and has been triggered and you have to move to using reserves. Analyze and categorize the information and ensure it's retrievable (process: Identify, Document,
Focus energy on the biggest constraint so that it’s no longer the most limiting factor. Change Control Board Analyse, Store Retrieve)
Speed Moderate Low Moderate 2 .20 -$7000 -$-1400 KEEP i EXAM TIP Aim is to focus efforts to remove the biggest bottle necks first concrete Buy or Build
Issues MONITOR Mote Carlo Analysis (Project Simulation) - Works by repeatedly simulating the project and randomly There is a calculation for working out whether it's more beneficial to buy or build a product. Happens throughout the entire project, with emphasis at the end of each phase
i EXAM TIP INFORMED These are the main ones I came across mostly in situational type questions where they give
Interactive face to face communication is almost always the preferred method (unless it's assigning values to factors that could affect the project. Can be used for Qualitative Risk Analysis. you the details e.g. SPI and CPI and ask you whether the project is on track and within Requirement deliverables in different life cycles Cost Plus Incentive Fee (CPIF): The buyer pays for the cost of the work plus an incentive for
Team member problems... Team charter
not possible / realistic due to geographical distance) Usually output is on an S-Curve graph. budget or not. Predictive Life Cycle i EXAM TIP Update Change Log Notify Stakeholders Implement Change performance in the contract. e.g. $1000 to build this barn, I’ll rush to get it done early, but you pay Here is a Scenario: A company needs a new inventory management system
Low Fixed requirements If there are lots of assumptions in project work or value delivered, the Project Manager Approve Reject for any waste or unforeseen expenses
Results of Implementing Risk Responses Interest High
Affinity Estimating - grouping items into similar categories (popular in Agile) Single delivery should instruct the project team to record all the assumptions and track all the changes and Build option:
Issue log: any issues created are recorded in the issue log Agile Projects monitor for impact / alignment to goals and value expected. Time and Materials Contract (T&M): You are paying for time and you are paying for materials
Missed scope... Change request Agile Life Cycle Upfront costs: $80,000 (labor, software, hardware)
Lessons learned: register updated with information Performing Stakeholder Analysis In Agile projects a Project Manager can estimate the duration of the project by reviewing the
Requirements are dynamic Monthly costs: $7,500 (maintenance, support)
Project team assignments:necessary resources allocated Stakeholder mapping: This involves creating a diagram to show the relationships number of stories and size of each story.
Managing Resources Frequent smaller deliveries
Risk register: updated to reflect any changes between stakeholders. Procurement Process
Crashing - adding cost and resource to reduce schedule time. Iterative Life Cycle Buy option:
Risk report: updated to reflect changes to project risk exposure Stakeholder analysis matrix: This involves creating a table to show the needs, User story Process to follow and key documents to note on each side
Fast Tracking - allowing phases to overlap, essentially performing some tasks at the same time. Requirements are dynamic upfront costs: $68,000 (purchase price, licensing)
Parameter exists for estimating, used when we repetitive work e.g. algorithm to interests, and expectations of stakeholders. A small chunk of business functionality (1-3 days work and based on size not hours)
Parametric value Problem is it can introduce risk. Single delivery Monthly costs: $9,800 (maintenance, support, potential upgrades)
calculate duration of activities Stakeholder engagement plan: This involves developing a plan for managing
Potentially introducing risks Resource Levelling - Used to ensure the demand for resources does not exceed the available supply
stakeholder relationships. Performance measure i EXAM TIP i EXAM TIP
Residual Risk is when you do a risk response and then it creates more smaller risks that you have to live with. of resources. Done by delaying or advancing activities. Calculating the break-even point:
Power / Interest Grid In Agile performance is measured in story points. A user story is assigned a certain number of story Any changes to baseline items must be done through the change management process. A change review board is NOT as common in Agile, so understand the methodology used
Secondary Risk where your risk response is a domino effect. Resource Smoothing - moving activities around in the schedule to avoid peaks in resource demand. This also includes work being executed in response to a risk. in the question. Difference in upfront costs: $80,000 - $68,000 = $12,000
points (by the entire team) which reflects the effort and complexity. A higher number of story points i EXAM TIP
Uses existing float to smooth the schedule Difference in monthly costs: $9,800 - $7,500 = $2,300
indicates more work is done. In Agile, user stories are usually written by the Product owner, but come from customer
is the correct answer as it speaks to how, with a developing better understanding requirements
Divide differences: 12,000 / 2,300 = 5.2
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A better... from where each of the team members is coming from helps to develop a shared If kept longer that 5.2 months better to build yourself
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The identification, prioritization and engagement of stakeholders should be reviewed
Burndown chart
vision and enhance teamwork If kept less than 5.2 months better to get vendor to do it
If deciding when to work on risky requirements, they should be prioritized early on. You want to work on the high risk items first. regularly throughout the project. When new stakeholders are identified you must update i EXAM TIP It's a visual tool that shows how much work remains on a project over time.
the stakeholder management plan. If you're looking at a new project with no experience or data, it's best to use Triangular Track remaining work to be done
estimation Measure team progress in completing project work i EXAM TIP
Determine the Risk Response Strategy to Follow If team can’t agree on whether change should be made - review the Scope Management
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Disengaged stakeholders.. Review stakeholder engagement plan Responding to Negative Risk Burn-up chart Plan (how to manage scope) In the exam you will be given a scenario and need to explain which life cycle to use. Keep in
Escalate: Escalate to management, use this when higher level of authority is required to review and make a decision. Burn-up charts track how much work has been completed on a project over time. mind the pros and cons of each.

Avoid: Changing the project plan to eliminate the risk altogether. For example, a construction project is start to start in Jan, but that's i EXAM TIP Good tool to check on projects scope
hurricane season in that country, so you may decide to delay the project to avoid that risk. I had multiple questions asking which estimation technique should be used in different Accumulation of work completed
scenarios, but was only asked to actually calculate the numbers on one (which was using
Answers that mention this in relation to Agile or showing value is generally a Transfer: This response strategy involves shifting the risk to another party. For example, a project team might transfer the risk of
Quick wins.. PERT).
good option financial liability to a third-party insurance company. i EXAM TIP
Mitigate: This strategy seeks to take actions that will reduce the probability and/or impact of the risk. For example, a project team When transitioning from Predictive to Agile or Hybrid. Keep delivering iterations of the
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might mitigate the risk of sickness during winter by implementing a health wellness program. solution and show the benefit increments / value generation to leadership.
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Accept: This strategy acknowledges that the risk will occur and take no action unless it does. For example, a project team might Be prepared to answer scenario type questions where they present multiple teams that
Managing resources came up a few times in different scenarios. Understand the difference have completed X amount of story points in X amount of time and ask which performed
accept the risk of minor bugs at production deployment but accept that risk due to time and budget constraint. better.
between them (remember the parts in bold)

Responding to Positive Risk

Escalate: You may have come across a great market opportunity but that’s outside of the Project Managers power so needs to be

Misc Definitions
escalated to management for review i EXAM TIP

Exploit: This strategy seeks to increase the probability and/or impact of a positive risk. For example, a project team might exploit the You may get a photo of a chart and asked to interpret what it means. Remember the
risk of high news attention for their product by increasing production and marketing efforts difference between burn-p and burndown charts.
Enhance: This strategy focuses on increasing the likelihood or positive impact of an opportunity. Think of it as giving it a boost to
create even greater benefit. For example, Providing additional training and resources to a promising new technology to accelerate
the benefits it brings.
Sunk costs describe the funds already “sunk” into a project – and they should not be considered when determining if the
project should move forward or not.

Order of magnitude refers to a rough estimate of the size, scale, or magnitude of a project or its components. It is an
approximation used in the early stages of project planning when detailed information may be limited.

Transference refers to the process by which the knowledge, skills, and experience gained through managing projects in
one domain can be applied to projects in another domain.

Life Cycle Costing is the recurring cost of using, maintaining and supporting the product, service or result of the project

Before you begin the cost budgeting process, what is needed? - Cost estimates and the project schedule, which are
inputs to the cost budgeting process

Three examples of the cost quality - inspection-driven, continued throughout the project, keeping mistakes out of
customers hands

QA is quality assurance for the overall project performance

JIT (just-in-time) scheduling decreases the investment in inventory. However, mistakes with the materials can cause
3 Business Environment
downtime if no additional materials are on hand.

ISO 9000 is a set of international standards on quality management and quality assurance developed to help companies
effectively document the quality system elements to be implemented to maintain an efficient quality system. They are not
specific to any one industry and can be applied to organizations of any size. TASK 1 TASK 2 TASK 3 TASK 4

Kaizen technologies are small changes to processes and products on a steady, continuous basis to save costs and
improve quality. Plan and Manage Project Compliance Evaluate and Deliver Project Benefits and Value Evaluate and Address External Business Environment changes for Scope Impact Support Organizational Change

Tight matrix means collocated e.g. project war room General Rule of Thumb Types of Value Types of Environment Factors Organisational Culture
Compliance always has to take priority. So if new regulations or compliance Tangible Business Value: Internal Environmental Factors: are created by the organisation When working with team members from different countries, it's crucial for a
Zero sum reward means only one person can win e.g. employee of the month (avoid these types of rewards) are being introduced that may impact the project - you must always FIRST Monetary asset Organisational culture, structure, and governance, leadership, vision, project manager to be culturally sensitive and aware. Cultural sensitivity
review what the impact will be, then look at other options for solutions and Stockholder equity beliefs etc training can be a good idea.
The Delphi Technique is a decision-making process that uses a panel of experts to reach a consensus (often an comms to stakeholders. Market share Infrastructure of your organisation - equipment, facilities, tools, comms
anonymous poll) Intangible business value: channels, technology and capabilities of these resources Be conscious of..
Determine the Correct Response Goodwill and reputation Resource policies - people tools, internal process to obtain resources Culture shock
A unilateral form of a contract is simply a purchase order Compliance always has to take priority. So if new regulations or compliance Brand recognition such as procurement etc Ethnocentrism - when you measure other cultures by your own
are being introduced that may impact the project - you must always FIRST Public benefit
Privity is a confidential agreement between the buyer and the seller. This means that a third party cannot enforce the terms review what the impact will be, then look at other options for solutions and External Environmental Factors: are created outside of the organisation Code of Ethics Order to Follow
of a contract unless they are specifically named as a party to the contract. comms to stakeholders. Conditions and regulations Laws of country
Metric Monitoring for Value
Marketplace conditions Company policies
Low fidelity prototyping: quick sketch way of getting feedback To detect that the benefits are achieved, there should be a metric monitoring
Law and regulations Customs and culture
system to capture it. Select and implement appropriate metrics for each
i EXAM TIP Government and industry standards Ethics
Ameliorate: reduce the impact benefit, ensuring data collection and tracking mechanisms are established
Regulators are also stakeholder (so they fall under ensure compliance with Physical things like location and weather
before project completion. This is to ensure the benefits are being
stakeholders requirements)
Convergence is participating decision making models in for conversions for collective agreements accomplished as expected during the project life cycle.
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Organisational Process Assets (OPAs)
Can help navigate you through some of rules and regulations your project If there is a problem due to new law or regulation, then look to seem guidance on the
Swarming is a strategy where the team, or several team members, focus collectively on resolving a blocker. Demonstrate Value topic before commiting to any action.
needs to align to.
Project Manager should have an appropriate delivery system and
Punitive: Actions or consequences that are intended to cause pain or suffering as a punishment. Resources within an organisation
communication plan to present the benefits and values based on the
Leveraged researched or interviewed
stakeholder needs, format, and desired impact.
Active problem solving begins with problem definition Historical information e.g. lessons learned
Standards, policies and organisational procedures
Multicriteria decision analysis: used to evaluate multiple criteria which could have a negative or positive impact. Standardised guidelines and performance measurements
Template for project documents (e.g. Scope Management Plan Teample)
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Good benefits metrics can help avoid disputes around expected vs achieved benefits

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Regulators are also stakeholder (so they fall under ensure compliance with
stakeholders requirements)