errata and updates for the first printing of pmp® exam prep, sixth edition

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Errata and Updates for the First Printing of PMP® Exam Prep, Sixth Edition PMP® Exam Prep

First Printing Text Second Printing Text (Changes Highlighted)

Chapter 1, page 1

Category General Education

PM Education

PM Experience

Experience Number of Questions

One Bachelor’s degree

35 contact hours

4,500 hours

Three years within last six years

Two High school graduate

35 contact hours

7,500 hours

Five years within last eight years

200

Category General Education

PM Education

PM Experience

Experience Number of Questions

One Bachelor’s degree

35 contact hours

4,500 hours

Three years within last eight years

Two High school graduate

35 contact hours

7,500 hours

Five years within last eight years

200

Chapter 1, page 2

The following bullet is from the list of examples of a large project: ▶ Installing a PC desktop operating system and associated software updates

(vs. installing commercial software across the company)

▶ Installing commercial software across the company (vs. installing a PC desktop operating system and associated software updates)

Chapter 1, page 17

11. Organizations have records (historical information) for all previous projects that include what the work packages were, how much each work package cost, and what risks were uncovered (now referred to in the PMBOK® Guide as part of organizational process assets). The project manager uses this past history from other projects to plan the current project.

11. Organizations have records (historical information and lessons learned) for all previous projects that include what the work packages were, how much each work package cost, and what risks were uncovered (now referred to in the PMBOK® Guide as part of organizational process assets). The project manager uses this past history from other projects to plan the current project.

Chapter 2, page 23

Added a bullet to the discussion of the roles and responsibilities of the PMO: ▶ Prioritize projects

Chapter 3, page 51

Uncover requirements and initial risks Uncover initial requirements and risks

Chapter 3, page 64

Added an item to the “Actions Required to Complete the Project Initiating Process Group” table: 28. Create a stakeholder management strategy.

Chapter 3, page 67

11. Break down the work packages from the WBS into lists of activities (network diagram).

11. Break down the work packages from the WBS into lists of activities.

Chapter 3, page 73

45. Expend and monitor project funds. 45. Expend and manage project funds.

Chapter 3, page 79

The following bullet is from the “Perform Quality Control” list: ▶ Ensure authorized approaches and processes are followed

▶ Ensure we are meeting the standards


PMP® Exam Prep


Chapter 3, page 79

The following bullet is from the “Monitor and Control Risks” list: ▶ Respond to risk triggers

Deleted this bullet.

Chapter 3, pages 84 & 87

15. Spend time trying to improve quality. 15. Spend time trying to improve the quality of the products of the project.

Chapter 3, page 85 & 88

34. Ensure the product scope is as final as practical. 34. Ensure the high-level product scope is as final as practical.

Chapter 3, page 92

20. The first phase of your project has come to an end. 20. The work on the first phase of your project has come to an end.

Chapter 4, page 117

The following sentence is part of the “Project Management Plan Approval” paragraph: I f the project manager has identified all the stakeholders and their requirements and objectives, included those requirements and objectives in the plan, and dealt with conflicting priorities in advance, getting the project management plan approved will be less difficult.

I f the project manager has identified all the stakeholders and their requirements and objectives, included the resulting project and product scope in the plan, and dealt with conflicting priorities in advance, getting the project management plan approved will be less difficult.

Chapter 4, page 124

Added a bullet to the list of processes in the exercise answer: ▶ Manage Stakeholder Expectations (Communications Management chapter)

Chapter 5, page 158

The project scope statement may include: ▶ Product scope ▶ Deliverables ▶ Product acceptance criteria ▶ What is not part of the project ▶ Additional risks ▶ Constraints and assumptions

The project scope statement may include: ▶ Product scope ▶ Project scope ▶ Deliverables ▶ Product acceptance criteria ▶ What is not part of the project ▶ Constraints and assumptions

Chapter 6, page 184

Added the full name for GERT: Graphic Evaluation and Review Technique

Chapter 6, page 191

The following formula is from the “Activity Variance” box: P-O2 6

P-O 2 6 [ ] [ ]


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Chapter 6, page 194

You can also use estimate ranges and standard deviation to assess risk. Looking at the answers for the previous Exercise 1, which activity has the most risk? The answer is Activity B. It has the widest range, the highest standard deviation, and the largest variation. These calculations are based on the pessimistic and optimistic estimates for an activity. The further away from the mean these estimates are, the more that could go right and wrong to affect the activity. Therefore, you can compare activities’ risk by looking at activity ranges, standard deviations, and variances.

You can also use estimate ranges and standard deviation to assess risk. Looking at the answers for the previous Exercise 1, which activity has the most risk? The answer is Activity B. It has the widest range, the highest standard deviation, and the largest variation. These calculations are based on the pessimistic, optimistic, and most likely estimates for an activity. The further away from the mean these estimates are, the more that could go right and wrong to affect the activity. Therefore, you can compare activities’ risk by looking at activity ranges, standard deviations, and variances.

Chapter 6, page 196

Schedule Network Analysis Once the schedule is completed, schedule network analysis can begin and may take the form of one or all of the following techniques:

Schedule Network Analysis Once an initial schedule is completed, schedule network analysis can begin to create the final schedule and may take the form of one or all of the following techniques:

Chapter 6, page 214

Schedule Baseline PAGE 159 The schedule baseline is the final schedule. Remember that the baseline can only be changed by formally approved changes. Meeting the schedule baseline is one of the measures of project success.

Schedule Baseline PAGE 159 The schedule baseline is the schedule used to manage the project and the schedule that the project team’s performance is measured against. Remember that the baseline can only be changed by formally approved changes. Meeting the schedule baseline is one of the measures of project success. If the project can be done faster than the customer requested, there may be a difference between the schedule baseline and the end date required by the customer, called project float.

Chapter 6, page 225

Chapter 6, page 226

29. Answer D Explanation The question is really asking, “What is done after Estimate Activity Durations?” Choices A and B are done before Estimate Activity Durations. Duration compression (choice D) occurs before finalizing the schedule (choice C) and is, therefore, the best answer.

29. Answer D Explanation The question is really asking, “What is done after Estimate Activity Durations?” Choices A and B are done before Estimate Activity Durations. Schedule compression (choice D) occurs before finalizing the schedule (choice C) and is, therefore, the best answer.


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Chapter 7, page 237

To create a budget, activity costs, including costs for risk contingencies, are rolled up to work package costs. Work package costs are then rolled up to control account costs and finally into project costs. This process is called cost aggregation.

To create a budget, activity costs are rolled up to work package costs. Work package costs are then rolled up to control account costs and finally into project costs. This process is called cost aggregation.

Chapter 7, page 238 Chapter 11, page 397


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Chapter 7, page 242

From the “Formulas and Interpretations to Memorize” table:

Chapter 7, page 246

The following table is part of “The Fence #2” exercise: Activity Day 1 Day 2 Day 3 Day 4 Status End of Day 3

Side 1 S-------F

S---F---PF

S--- PS-----PF

S---- PS-----PF

Activity Day 1 Day 2 Day 3 Day 4 Status End of Day 3

Side 1 S-------F Complete, spent $1,000

Side 2 S---F---PF Complete, spent $900

Side 3 S--- PS-----PF 50% done, spent $1,000

Side 4 S---- PS-----PF 75% done, spent $300


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Chapter 8, page 274

The following are part of the quality management process table: Plan Quality Perform Quality Assurance Perform Quality Control

High-Level Description of What Each Process Focuses On

What is quality? How will we ensure it?

Are we following the standards?

Are we meeting the standards?

Process Group

Mostly done during project planning

Mostly done during project executing

Done throughout the project

Plan Quality Perform Quality Assurance Perform Quality Control

High-Level Description of What Each Process Focuses On

What is quality? How will we ensure it?

Are we following the processes?

Are we meeting the standards?

Process Group

Planning Executing Monitoring and controlling

Chapter 8, page 285

Pareto Chart (Pareto Diagram)23 A Pareto chart or Pareto diagram is a type of histogram, but it arranges the results from most frequent to least frequent to help identify which root causes are resulting in the most problems. Joseph Juran developed the 80/20 principle, which states that 80 percent of problems are due to 20 percent of the root causes.

Pareto Chart (Pareto Diagram)23 A Pareto chart or Pareto diagram is a type of histogram, but it arranges the results from most frequent to least frequent to help identify which root causes are resulting in the most problems. Vilfredo Pareto developed the 80/20 principle, adapted to quality by Joseph Juran, who stated that 80 percent of problems are due to 20 percent of the root causes.

Chapter 8, page 285

Added the percentage measurements to the Pareto diagram:


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Chapter 8, page 287

To begin: 1. The customer determines their requirements. 2. The project team clarifies those requirements. 3. The project team determines what work will be done to meet those

requirements. Quality starts:

4. The project manager determines the existing standards, policies, plans, and procedures that might be available for their project. He or she might approach a quality assurance or quality control department for help in finding the standards.

5. Project planning work and project execution get underway. 6. The quality control department measures the performance of the project

from the start of planning to the project’s end against the standards, policies, plans, and procedures. As a result of these measurements, the department issues change requests, including notification of areas that need preventive actions, corrective actions, or defect repair.

7. The quality assurance department performs audits periodically as part of the executing process, looking at the quality control measurements to see if there is any indication that the standards, policies, plans, and procedures are not being followed or the procedures are not producing the expected quality results. This department also issues change requests, including notification of areas that need preventive actions, corrective actions, or defect repair. In addition, the quality assurance department looks for the project’s best practices or improvements to processes that can be used throughout the organization.

8. The change control board evaluates these and any other change requests on the project as part of integrated change control.

9. The project is completed, quality targets are reached, and the customer is happy.

10. The organization has improved processes.

To begin: 1. The customer determines their requirements. 2. The project team clarifies those requirements. 3. The project team determines what work will be done to meet those

requirements. Quality starts:

4. The project manager determines the existing standards, policies, plans, and procedures that might be available for the project. He or she might approach a quality assurance or quality control department for help in finding the standards.

5. The project manager creates other standards and processes that may be needed.

6. Quality becomes one of the knowledge areas that the project manager must integrate.

7. Project planning work and project execution get underway by the team. 8a. The quality control department:

▶ Measures the performance of the project. 8b. The quality assurance department:

▶ Audits periodically as part of the executing process, looking at the quality control measurements to see if there is any indication that the standards, policies, plans, and procedures are not being followed.

▶ Looks for best practices that can be used throughout the organization. ▶ Looks to improve processes being used throughout the organization.

9. Change requests are issued, including notification of areas that need preventive actions, corrective actions, or defect repair.

10. The change control board: ▶ Evaluates all change requests (in integrated change control).

11. The team adjusts plans and work as needed and returns to step seven until done.

12. The project is completed, quality targets are reached, and the customer is happy.

13. The organization has improved processes.


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Chapter 8, page 288


Cost benefit analysis Checklists

Cost of quality Statistical sampling

Control charts Cause and effect diagrams

Benchmarking Flowcharting

Design of experiments Histogram

Flowcharting Pareto chart

Checklists Scatter diagram

Any quality tools are used to check if proper processes were followed or if processes need to be improved

Control charts


Cost benefit analysis Checklists

Cost of quality Statistical sampling

Control charts Cause and effect diagrams

Benchmarking Flowcharting

Design of experiments Histogram

Statistical sampling Pareto chart

Flowcharting Run chart

Checklists Scatter diagram

Any quality tools are used to check if proper processes were followed or if processes need to be improved

Control charts

Chapter 8, page 289

Here is a trick: If the situation is looking forward in time, it is most likely a planning function. If it is looking back in time at project results, it is most likely part of quality control. If it is looking back in time at standards, it is most likely part of quality assurance.

Here is a trick: If the situation is looking forward in time, it is most likely a planning function. If it is looking back in time at project results, it is most likely part of quality control. If it is looking back in time at processes, it is most likely part of quality assurance.

Chapter 8, page 296

28. A project manager has just taken over the project from another project manager during the executing process group.

28. A project manager has just taken over the project from another project manager during the execution of the project.

Chapter 8, page 301

29. Answer C Explanation Although quality planning usually occurs during project planning, sometimes we need to go back to planning from other processes to make a decision.

29. Answer C Explanation Although quality planning usually occurs during project planning, all projects or parts of projects frequently need to be replanned.

Chapter 9, page 306

The following bullet is part of the answer to “The Role of the Project Sponsor/Initiator” exercise: ▶ Encourages the finalization of requirements and scope by the stakeholders

▶ Encourages the finalization of high-level requirements and scope by the stakeholders

Chapter 9, page 309

The following bullet is part of the answer to “The Role of the Stakeholders” exercise: ▶ Verifying scope verification

▶ Verifying scope

Chapter 9, page 322

The following bullet is part of the exercise answer: ▶ Improve individual team knowledge.

▶ Improve individual team member’s knowledge.


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Chapter 9, page 332

During the executing process group, a project manager discovers that the seller did not supply the report required by the contract for the last four weeks. What should he do?

During project executing, a project manager discovers that the seller did not supply the report required by the contract for the last four weeks. What should he do?

Chapter 10, page 352



In the Risk Management Process table: Monitor and Control Risk Responses

Monitor and Control Risks


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If you were to outsource work to a third party as a response strategy, would the risk go away? Transferring a risk will leave some risk behind. For example, you outsource, but the third party has trouble and therefore causes you a schedule delay. So you still need to decide what to do about the risk that remains-----the residual risk.

If you were to outsource work to a third party as a response strategy, would the risk go away? Transferring a risk will leave some risk behind. For example, you outsource, but the third party has trouble and therefore causes you a schedule delay. So you still need to decide what to do about the risk that remains.



Make-or-Buy Analysis PAGE 321 When the decision is made to complete a project, the company also makes a decision about doing the work themselves or outsourcing some or all of the work.

Make-or-Buy Analysis PAGE 321 The company needs to make a decision about whether to do the project work themselves or outsource some or all of the work.


3. Find out if there are any laws against such a payment. 3. Refuse to make the payment, as it is a bribe.


▶ Cost baseline The cost baseline includes all budgets, but it does NOT include management reserves. It is an input to the Plan Quality process.

▶ Cost baseline The cost baseline includes all budgets, but it does NOT include management reserves. It is an input to the Plan Quality and Plan Procurements processes.


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Chapter 14, page 511 Project

Management Process

Knowledge Area

Process Group

What Does It Mean?

What Knowledge Area Process Comes Before?

What Knowledge Area Process Comes After?

Develop Project Management Plan

Integra-tion manage-ment

Planning Whatever needs to be done to create a project management plan that is bought into, approved, realistic, and formal

Collect Require-ments

Scope manage-ment

Planning Whatever needs to be done to finalize and document detailed requirements and determine how they will be managed

Develop Project Charter

Direct and Manage Project Execution

Project Management Process

Knowledge Area

Process Group

What Does It Mean?

What Knowledge Area Process Comes Before?

What Knowledge Area Process Comes After?

Develop Project Management Plan

Integra-tion manage-ment

Planning Whatever needs to be done to create a project management plan that is bought into, approved, realistic, and formal

Develop Project Charter

Direct and Manage Project Execution

Collect Require-ments

Scope manage-ment

Planning Whatever needs to be done to finalize and document detailed requirements and determine how they will be managed

None Define Scope


The following are from the “Formulas to Know for the Exam” table: Estimate at Completion (EAC) BAC

CPI Cost Management

Estimate at Completion (EAC) AC + ETC Cost Management

Estimate at Completion (EAC) AC + (BAC – EV) CPI

Cost Management

Present Value PV = FV (1 + r)n

Cost Management

Estimate at Completion (EAC) BAC CPIC

Cost Management

Estimate at Completion (EAC) AC + Bottom-up ETC Cost Management

Estimate at Completion (EAC) AC + (BAC – EV) (CPI C x SPIC)

Cost Management

Present Value PV = FV (1 + r)n

Integration Management

To Complete Performance Index (TCPI)

(BAC – EV) (BAC – AC)

Cost Management

errata and updates for the first printing of pmp® exam prep, sixth edition

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