PMP Certification Exam Tips and Tricks Introduction Please

PMP Certification Exam Tips and Tricks

Introduction �Please introduce yourself … • • Your name Your Company Your experience in project management One of your last projects Why do you want to get the PMP® Credential? When do you intend to take the exam? What are your expectations from this Boot Camp? List one of your hobbies

“Tell me and I forget. Teach me and I remember. Involve me and I learn. ” --Benjamin Franklin

IQ Test Mary’s father has five daughters: Nana, Nene, Nini and Nono Who is the fifth daughter? ? ? ?

No! Try Not. Do or do not. There is no try. --YODA, Star Wars Episode V: The Empire Strikes Back Passed!!!

The Guide to the PMBOK®, 5 th edition: The Project Management Body of Knowledge � The essential book for every project manager • The PMBOK® Guide – Fifth edition reflects the collaboration and knowledge of project managers • This internationally recognized standard (ANSI/PMI 99 -001 -2013) gives project managers the essential tools to practice project management and deliver organizational results • It is not a Methodology or Regulation, it is a Framework • Download at www. pmi. org According to PMBOK® Guide – Fifth Edition

Price Member US$405 Non-member US$555 Over Period of 8 Years

�Questions: The Exam • 200 multiple choice questions within 4 hours • Randomly generated from a database • 175 questions are counted – 25 “pretest” questions (not counted for the score) Topics: Initiating 13% 7% Planning 24% 25% Executing Monitoring /Controlling 31% Closing

The Exam

PMP Certification Facts • Certification is valid for 3 Years • Maintain 60 PDUs (Online Courses, Volunteer, Author, Teach, Attend Events at PMI Chapters) • Exam is multiple choice • 4 answers for each question • Usually 2 questions seem to be correct • You need to pick the “Best” or “Most Correct” answer • Strong recommendation to take the PMP exam within 30 – 60 days from the completion of the Boot Camp • Adhere to the PMI code of ethics • Follow the PMI and PMBOK processes

PMP Exam Preparation • Read the PMBOK® Guide & the Glossary at least once. After that, you can concentrate on reading the PMP Exam Book, Student Workbook & Handouts • Take at least 5 Random 200 Question Practice Exams. Once you have scored an 85% or better on three or more exams in a row, you are ready to take the actual exam • When you take the Practice Exams, treat them like you are actually taking the test

PMP Exam Preparation • Don’t study the night before the exam • Get a good night’s sleep • Schedule the exam at your most productive time, if you can • Take the day off from work. Don’t take the exam in the morning or afternoon of a work day • Bring water, a banana, granola or some other high energy food to the test • Take breaks during the exam (very important), but budget your time based on your progress

PMP Certification Strategy • Memorize Math Equations (Formula Sheet) • Memorize the Process Framework Matrix (Handout with 47 Processes) • Memorize the Velociteach Trifold

PMP Certification Strategy • • Eliminate irrelevant information Read all four answers Eliminate obviously incorrect ones Read the last sentence of the question first Read each question carefully Know which process group you are in Know your roles and responsibilities Know your organization types

PMP Certification Strategy • Let your instincts be your guide • Look for key (trigger words) • Assess, evaluate, understand, investigate, determine, research, find out, analyze, influence, direct • Double check all math questions • Can’t figure it out – Mark it for Review • Always check one of the four answers

PMP Certification Strategy • Tie Breakers What would PMI (not You) do in this situation? What is the FIRST thing to do? What is the BEST thing to do? What is the MOST PROACTIVE thing to do? What is the most socially responsible thing to do? What would PMBOK ask me to do in this situation? Decisions should be made in favor of the customer • The Project Manager is large and in charge • •

PMP Certification Strategy • Be Proactive • Watch out for universally true, but incorrect answers • Aim to resolve issues in favor of project goals • Watch out for first, last, next, best, most, primary, least likely, most likely, not, except, always, never

PMP Certification Strategy • Review the glossary in the Text Book & PMBOK appendix • Know the EVM formulas. Know algebraic manipulations (see Velociteach Media Center) • Memorizing the Inputs, Tools & Techniques and Outputs is good. Knowing why they are there in the process is even better (Process Group Traceability) • Practice the questions online provided by Velociteach. First by knowledge area and then followed by simulated (Random)

PMP Certification – 3 Pass Strategy • FIRST PASS • Answer all questions that you know answers to • Mark Long or Math questions for review • Mark any questions that you cannot answer for later review • Take a short break • SECOND PASS • Review skipped questions (Non Math first, followed by Math) • Apply tie breakers to decide answer • Take a short break • THIRD PASS • Now address the final set of skipped questions • Guess if required. There is no penalty for incorrect answers

On the Day of the Exam �At the Center: �Sign in on sign up sheet �Lockers are available, but you cannot access them during the test �Individual Testing Cubicles with earplugs or headphones �Online tutorial for practice �One question per screen �You can mark or skip it and go back to review later �Count down starts once you start the actual test (end tutorial) �Do not leave the center until you have completed the entire test �Sign in and out each time you leave the cubicle �Force majeure events at or before the test may require rescheduling

Hints On the Day of the Exam • Important: Bring TWO official identification cards with you (e. g. driver‘s license & credit card) • Bring your Confirmation letter from PMI (Authorization code and confirmation number) • Names on IDs and Confirmation letter must match • Arrive at least 30 minutes prior to your scheduled exam time to complete Prometric procedures ahead of the exam • Rehearse some important formulas directly before the exam • Go to the restroom before starting • The Test Center will provide: • Earplugs, if requested • 6 Sheets of scratch paper & pencils

Hints On the Day of the Exam • Drink some water before starting (In most Prometric Institutes you are not allowed to take drinks into the examination room) • Eat healthy (Fruit and Vegetables) before the test • Jackets or bags are not allowed in the examination room • When you first sit down and you click Start Exam, you will have 15 minutes to read the instructions on How to Take the CBT Exam. This actually only takes about 5 minutes. DURING THIS TIME, SPEND 8 10 MINUTES BRAIN DUMPING YOUR PROCESS MATRIX AND MATH FORMULAS • Do not click end button until you are ready to start the test • Be familiar with the Windows Calculator to be used for math calculations during the exam (Some centers provide calculators)

Hints During the Exam • Be in control. Don’t let difficult questions intimidate you. • Control your frustration and maintain your focus for each question • Don’t leave the exam early. Use extra time for reviewing difficult questions

The Exam – Question Types 1. Situational Questions • Applying Project Management in situations in the real world Question: You receive a notification that a major item you are purchasing for a project will be delayed. What is the best thing (first thing) to do? a) b) c) d) Ignore it; it will go away. Notify your boss. Let the customer know about it, and talk about options. Meet with the team and identify alternatives. 2. Questions with two or more right answers (there are many) • Try to find the most right answer for this situation • Example: “What is the BEST thing to do next? ”

The Exam – Question Types 3. Questions with extraneous information (Data as distracter) • Find the relevant information • Try to determine: “What is this question asking about? ” 4. Questions with made-up terms • If you are well trained and see a term you never heard of – chances are it is a false answer Question: A form of project organization where power is evenly shared between the functional manager and the project manager is called. a) b) c) d) A tight matrix A weak matrix A balanced matrix A strong matrix

The Exam – Question Types 5. Questions where understanding or a new approach to a known topic is necessary • Memorization is not enough, you have to understand all terms and reflect their consequences Question: The process of decomposing deliverables into smaller, more manageable components is complete when: a) b) c) d) Project justification has been established. Change requests have occurred. Cost and duration estimates can be developed for each work package Each work element is found in the WBS dictionary.

The Exam – Question Types 6. Excessively wordy questions • Instead of saying “the project is behind schedule” you see phrases like “the project float was zero and has recently gone to negative 2” • First determine what the question is asking and then try to translate the wordy phrases • Practice wordy questions before the exam! • Read the last or second to last sentence first

Key Study Areas and Tools

Key Study Areas and Tools �Study the “Tips and Tricks” Section at the beginning of your Work Book �Study the “Professional Responsibility” and “PMI Standards” Section at the end of your Work Book & Study Guide �Fill out the Process Matrix with the 47 Processes every day �Write down the Formula Sheet every day �Download the “Algebraic Manipulation Guide” and the “Project Benefit Measurement Guide” from the Media Center �Know every single item on your Trifold �Study the Glossary in the PMBOK and the Text Book �Study the “ 10 Knowledge Area” Input, Tools and Techniques and Output (ITTO) Sheets �Study the Crosswind Formula Sheet and the PMP Mindmap I sent via email

�Study all the Flash Cards �Read the PMBOK and your Text Book at least once �Read the Work Book & the Study Guide at least once and mark the important pages �Start doing the Velociteach online questions, first by Knowledge Area, then by Process Group and then Random �Take the 200 question test at the back of the Velociteach Text Book �Take the Practice Test A �Do the Exam Central Questions (www. examcentral. net) �Get a trial version of “Snagit” and copy all the missed questions and their answers into a Word Document so that you can review them before you take the exam �You are ready to take the test if you can score 85% or more on three consecutive new practice tests

�There is another book you can buy at Amazon that has an additional 1000 Practice Questions, 100 Questions for each Knowledge area: � 1000 Challenge PMP Questions by Mohit Arora published by Arora Projects

Important Items for the Exam 1. A Project is a unique set of related tasks. It is temporary, divided into project phases, not Process Groups, and is progressively elaborated. A Project can be “killed” (Phase Gate, Kill Point, Toll Gate) after each Phase and still needs to be completely closed. There can be four types of project endings: Addition, Integration, Starvation and Extinction 2. The project lifecycle is divided into project phases. This provides a formal basis for control and reduces the degree of uncertainty. A management review is held at the end of the phase, and often includes a decision regarding whether to start the activities of the subsequent phase 3. A stakeholder is a person either negatively or positively impacted by the project 4. Know all the people on your project such as stakeholders, sponsor, project coordinator, project expeditor, functional manager, etc. 5. Know all the organization types such as functional, projectized, matrix and composite

Important Items for the Exam

• Know the diagram on how project constraints change over the life of the project (Velociteach Text Book, page 24 • Know the Iron Triangle or Triple Constraint of Scope, Time and Cost (added Quality) • Know that a Process consists of Inputs, Tools and Techniques and Outputs (ITTOs) • Know the Project Management Lifecycle and the 5 Process Groups

• Know that the “Plan, Do, Check, Act” Model from Shewart and Deming compares to the “Planning, Executing and Monitoring & Controlling Process Groups in the PMBOK • Know the difference between a Standard (not legally mandated, guideline) and a Regulation (mandated by the Government). The PMBOK is an ANSI Standard. It is not a Methodology • There are five Process Groups, 10 Knowledge Areas and 47 Processes in the PMBOK Process Matrix • Initiating (2) • Planning (24) • Executing (8) • Monitoring and Controlling (11)—Only HR does not have one • Closing (2) • Integration Management sits as an Umbrella over all of the 9 other Knowledge Areas: • Scope Management • Time Management • Cost Management • Quality Management • Human Resource Management • Communications Management • Risk Management • Procurement Management • Stakeholder Management

Tips for the Process Framework • A key output for a process that begins with the word “Develop” is the output or phrase that occurs after the word itself: • Develop Project Charter – Project Charter • Develop Project Management Plan – Project Management Plan • There is one exception which uses the word “Create” • Create WBS – Scope Statement, WBS Dictionary (Scope Baseline) • There are three baselines: Scope, Schedule and Cost. The Cost Baseline is also called Performance Measurement Baseline (PMB) or S-Curve • There are 11 Monitoring and Controlling Processes which all have “Change Requests” (Preventative Action, Corrective Action and Defect Repair, other Requested Changes) as an output • For PMI, all requested changes have to go to the Change Control Board (CCB) and have to be either approved or rejected. If they are approved, they will go back into the Executing Process Group

• All Monitoring and Controlling Processes have the Project Management Plan as an Input. They also usually have (with the exception of the two M&C Integration Processes), Work Performance Data as an Input. • Other outputs include Work Performance Information and updates to the Project Management Plan, Project Documents and/or Organizational Process Assets • Expert Judgment is the most common Tool and Technique (28 out of 47) • Meetings are also a frequently used Tool and Technique • The Project Kick-Off Meeting is held at the end of the project planning phase • Organizational Process Assets (OPAs) are an input to 38 of 47 processes • Enterprise Environmental Factors (EEFs) are an input to 27 of 47 processes. EEFs are Organizational Company Culture, Government Regulations, Industry Standards, etc. and anything that is “learned” such as Software and the Project Management Information System – PMIS (including the Configuration Management System, the Change Control System and the Work Authorization System) • The change control system is an integrated subsystem to the configuration management system • The EEFs are not under the control of the Project Manager

• The last planning process in the Scope, Time, and Cost Knowledge Areas create the baseline for that knowledge area • A Baseline is an approved version of the work product for the project, plus or minus all approved changes • If a document such as the WBS, OBS, RBS, SOW, Project Charter, etc. is missing, stop the work and create it • There are only four Breakdown Structures: • WBS—Work Breakdown Structure • OBS—Organizational Breakdown Structure • RBS—Resource Breakdown Structure • RBS—Risk Breakdown Structure • Know the difference between Work Performance Data, Work Performance Information and Work Performance Reports and where they are used

General Tips across Knowledge areas INTEGRATION MANAGEMENT • Is the brain/umbrella that sits above the other 9 knowledge areas • Know what a Project Charter is and all of its components and its Inputs (Statement of Work and Business Case) • Know what a Project Management Plan is and all of its components (13 Management Plans and 3 Baselines) • Know all the Documents that are created in Project Management (see chart) • Know what EEFs and OPAs are and where they are used as an Input and Output • Know what a PMIS is comprised of and all of its components (Configuration Management, Change Control System and Work Authorization System) • Know how to close a Project and a Project Phase and that you need to immediately close once a Project or Project Phase is terminated • Procurement is closed before the administrative close • Know what Historical Information and Lessons Learned (Variances) are

General Tips across Knowledge areas SCOPE MANAGEMENT • Know all the Tools and Techniques in Collect Requirements and the difference between Brainstorming, Nominal Group Technique and Delphi Technique • Know what a Project Scope Statement and its components are and the difference to a Project Charter (Detail vs. Summary) • Know what a Work Breakdown Structure (WBS), a WBS Element, a Planning Package, a Control Account and a Work Package is • Know the two different types of Decomposition (WBS into Work Packages and Work Packages into Scheduling Activities) • Know what a Scope Baseline is and what it is comprised of (WBS, WBS Dictionary, Scope Statement) • Know the flow of deliverables: • We use the Tool and Technique of Inspection to Validate Deliverables • An important Tool and Technique in Control Scope is Variance Analysis

General Tips across Knowledge areas TIME MANAGEMENT • Know the meaning of PERT (Program Evaluation and Review Technique) and know how to calculate it • Know the difference between a Three Point Estimate (PERT) and a Triangular Estimate • Know that the Critical Path is the longest path through the Network that has the highest risk and zero or negative float and that there can be multiple Critical Paths • You need to know what Total Float, Free Float and Project Float is • Know what Mandatory, Discretionary and External Dependencies are • You need to know Schedule Compression (Crashing, Fast Tracking) and the difference between the two (increase in Cost and Risk) • You need to know what Resource Optimization (Resource Leveling and Smoothing) Know everything about the Critical Chain Method (Goldratt, Buffers, Limited Resources) • Know the Modeling Techniques (Monte Carlo, Simulation, What If) and that they are used in both Time Management and Risk Management

General Tips across Knowledge areas COST MANAGEMENT • Know what Bottom Up Estimating is and how it works • Know the difference between Parametric and Analogous Estimating • Know PERT and how to calculate it • Know all the Earned Value Management Formulas and Calculations • Know the difference between Cumulative and Periodic • Know what a Rough Order of Magnitude (ROM) Estimate is and how to identify it • Know what a Contingency and Management Reserve is • Know the Formula for Present Value and how to calculate it • Know Bigger is Better for Project Evaluation Techniques (except for two cases) • Know the difference between Working Efficiency (SPI, Schedule) and Spending Efficiency (CPI, Cost) • Know the difference between CPI and TCPI (the only index that is positive if it is below 1. 0). These two are the exact opposite. CPI looks backward and TCPI forward into the future • Know what a Cost Baseline is and that it is also called an S-Curve or Performance Measurement Baseline (PMB)

General Tips across Knowledge areas QUALITY MANAGEMENT • Audits are the review of a Process whereas Inspection inspects Deliverables • Audits are performed in Perform Quality Assurance and Inspection is done in Control Quality • Know all the Quality Definitions (Quality vs. Grade, Voice of the Customer, Cost of Good Quality (Conformance) vs. Cost of Poor Quality (Nonconformance), Quality Metrics, Quality Checklists, etc. • Know all the Quality Gurus and the Quality Theories they developed • Know all the Quality Tools and where they are used: • Seven Basic Quality Tools (Magnificent Seven) • • Know the Control Chart and how it is used in Quality Management Know the Pareto Diagram Know the Standard Deviation (Sigma) Percentages and what they mean Know the definition of Quality and that it stresses Prevention over Inspection

General Tips across Knowledge areas HUMAN RESOURCE MANAGEMENT • The Human Resource Management Plan includes Roles and Responsibilities, Project Organization Charts and the Staffing Management Plan which describes how human resource requirements will be met. It includes details on staff acquisition and release, resource calendars, training requirements and rewards and recognitions • Know Tuckman’s five stages of communications: Forming, Storming, Norming, Performing (FSNP), and adjourning • Know the Conflict Management Techniques: Confronting (Problem Solving) +, Collaborating +, Withdrawing (Avoiding), Smoothing (Accommodating), Compromising (Reconciling) and Forcing – • The greatest amount of conflict is caused by: Schedules, Priorities and Resources • Know the forms of Power: Reward +, Expert, Formal, Referent, and Penalty – • Know all Motivational Theories: Maslow, Herzberg, Mc. Clelland, Mc. Gregor, Ouchi, Vroom, Fiedler, as well as Parkinson’s Law and Thorndike’s Halo Effect

General Tips across Knowledge areas COMMUNICATIONS MANAGEMENT • 90% of a Project Managers time is spent on communications • Know the communications formula for calculating the number of possible communications channels: n (n-1) /2 • Understand the communications methods (Push, Pull, Interactive) and the communication model (Sender / Receiver and their responsibilities) • Know the contract related communication methods: the combination of formal and written • Know Non-Verbal and Paralingual forms of communication

General Tips across Knowledge areas RISK MANAGEMENT • Know that Risk is Uncertainty and that there is Positive (Opportunity) and Negative (Threat) Risk • The Risk Register is created in “Identify Risk” as an Output and becomes an Input to all the subsequent Risk Processes. It is also updated at the end of all subsequent processes • Know what a Probability and Impact Matrix (PIM) and what a PIM Score is and that it is a Qualitative Tool in Risk Management • Know the difference between Perform Qualitative and Quantitative Risk Analysis • Know the Quantitative and Qualitative Tools of Risk Analysis • Know the Negative and Positive Response Strategies and how to identify each • Know the Contingent Response Strategies • Know what a Secondary and Residual Risk is • Know how to calculate Expected Monetary Value (EMV, not EVM)

General Tips across Knowledge areas PROCUREMENT MANAGEMENT • Know what a Make-or-Buy Analysis is • Know what a Procurement Statement of Work is • Know all the Procurement Documents • Know all the Contract Types and who is at Risk • Know that the Time and Material Contract is a Hybrid Contract • Know the Procurement Management Flow and ITTOs: • • Know what a Bidder’s Conference is and how it is used Know what a Procurement Audit is and how it is used Know how to Close Procurements Know how to calculate the Point of Total Assumption (PTA) – Definition and how to calculate it

General Tips across Knowledge areas STAKEHOLDER MANAGEMENT • Know what a Stakeholder Analysis is • Know the Power and Interest Grid and the Salience Model • Know the Analytical Techniques in Stakeholder Management and the Stakeholder Engagement Assessment Matrix • Know the three “I’s” of Stakeholder Management • Interest, Influence and Impact • Know the Tool of Information Management System

Exam Question Websites �www. oliverlehmann. com �www. free-pm-exam-questions. com �http: //www. preparepm. com/mock 1. html �www. examcentral. net/pmp-exam-questions# �http: //www. tutorialspoint. com/pmpexams/pmp_mock_exams. htm �www. pmhub. net �www. pmzilla. com

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