final prep strategy version

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Final Prep Strategy

In our PMP Credential Workshops, we highly recommend the use of twotexts in addition to the PMBOK for students to use in preparing for thePMP exam:

Crowe, Andy. The PMP Exam – How to Pass on Your First Try. Velociteach

Sanghera, Paul. PMP In Depth: Project Management Professional Study Guide for PMP andCAPM Exams. Course Technology PTR

Crowe looks at project management in Knowledge Area sequence, like the PMBOK.

Sanghera uses Process Group sequence, which is closer to real world projectmanagement.

Together, they help build a deeper understanding of project management, and providechapter quizzes and final examinations for you to practice on before taking the exam.

Also included here is a summary of the PMP Credential Examination Specification. Aswith Sanghera, it provides a good overview of project management "flow" from a

Process Group point of view.

Copyright © 2004-2009 W. R. Ball, PMP Quality Solutions www.pm-quality.com (775) 224-0223 [email protected] Slide 1



Final Prep Strategy

Another useful tool is our own Project Management Prep Class memoryaid, authored by Quality Solutions, and presented in Adobe .pdf format!

It's available on Ebay (PMP Exam Prep: Memory Aids for the PMP Exam,4th Ed.). Please visit our website at www.pm-quality.com, or contact us [email protected] for more information.

Our memory aid sorts PMI Project Management Processes by Knowledge Area so

that you can more easily understand and remember which inputs, tools &techniques, and outputs are tied to each individual process. An example isincluded in this document.===========================================================================

The following pages provide information you may find useful in your preparation. We hope you find it helpful . If you follow the suggestions, using the memory aid tools and workingthrough the recommended books, we think you will put yourself in the best possible positionto successfully pass this very difficult exam on your first try!


http://www.pm-quality.com/

mailto:[email protected]

mailto:[email protected]




PMP Examination Specification

Performance

DomainPMI Project Management Tasks Why

1. To evaluate the feasibility of new

products and services

2. To meet the customer’s project

expectations

3. To understand project limitations

4. To gain buy-in and requirements for

the success of the project

5. To confirm project scope, risks,

issues, assumptions, and constraints

6. To formalize authority, gain

commitment, and project acceptance

Initiating the

Project(11%)

1. Conduct project selection methods (e.g., cost

benefit analysis, selection criteria) through meeting

with the customer and experts2. Define the scope of the project based on the

business need

3. Document high-level risks, assumptions, and

constraints using historical data and expert

judgment

4. Perform key stakeholder analysis using

brainstorming, organization charts, interviewing

techniques, and any available information

5. Develop the project charter through review with key

stakeholders

6. Obtain project charter approval from the sponsor

and customer (if required)

Ref: PMP Examination Specification

Copyright © 2004-2010 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511 (775) 224-0223 [email protected]




PerformanceDomain

PMI Project Management Tasks Why

1. To establish the deliverables, using

requirement gathering techniques (e.g.,

planning sessions, brainstorming, focus

groups) and the project charter2. To develop the communication plan

3. To develop the cost schedule, resource,

quality, and procurement plans

4. To manage risk

5. To reduce uncertainty throughout the

project life cycle

6. To formalize the project managementapproach

7. To announce the start of the project,

review the overall plan, and gain

consensus

Planning theProject(23%)

1. Record detailed customer requirements,

constraints, and assumptions with stakeholders

2. Identify key project team members by defining

roles and responsibilities to create a project

organizations structure

3. Create the work breakdown structure with the

team, using appropriate tools and techniques

4. Develop the change management plan by defining

how changes will be handled

5. Identify project risks by defining risk strategies and

developing the risk management plan

6. Obtain project plan approval from the customer

7. Conduct a kick-off meeting with all key

stakeholders






PerformanceDomain


1. To achieve the project goals

2. To align stakeholders & team members

3. To have the right resources and skills in

place to get the project done

4. To execute the planned tasks

successfully

5. To ensure work is being performed

according to required standards

6. To ensure the successful completion

and integration of all tasks

7. To minimize the impact of the risks on

the project

8. To facilitate cooperation, ensure project

efficiency, and boost morale

Executing

the Project(27%)

1. Execute the tasks as defined in the project plan

2. Ensure a common understanding by setting

expectations in accordance with the project plan

3. Implement the procurement of project resources

4. Manage resource allocation proactively by ensuring

that appropriate resources and tools are assigned to

the tasks according to the project plan

5. Implement the quality management plan

6. Implement approved changes according to the

change management plan

7. Implement the approved actions and workarounds

required to mitigate project risk events

8. Improve team performance by building team

cohesiveness, leading, mentoring, training, and

motivating






PerformanceDomain


1. To monitor the progress of the project,

identify and quantify achieve the project

goals

2. To keep the project plan accurate,

updated, reflective of authorized project

changes as defined in the change

manage plan, and facilitate customer

acceptance

3. To adhere to customer requirements

4. To minimize the impact of the risks on

the project

Monitoring &Controllingthe Project

(21%)

1. Measure project performance using appropriate tools

and techniques

2. Manage changes to the project scope, project

schedule, and project costs using appropriate

verification techniques

3. Ensure that project deliverables conform to qualitystandards established in the project quality plan,

using appropriate tools and techniques (e.g., testing,

inspection, control charts)

4. Monitor the status of all identified risks by identifying

any new risks, taking corrective actions, and updating

the risk response plan






PerformanceDomain PMI Project Management Tasks Why

1. To close contractual obligations and

document the project’s success

2. To communicate formal project closure

3. To make them available for other future

project assignments

4. To create and/or maintain knowledge

and experience that could be used infuture projects, to improve overall project

management processes, methodology

and decision-making, and to capitalize

on best practices

Closing the

Project(9%)

1. Formalize final acceptance for the project from the

sponsor/customer by ensuring that the delivered

product(s) and services comply with the agreed

deliverables list, agreed scope, and any

organizational procedures

2. Obtain financial, legal and administrative closure

(e.g., final payments, warranties, contract signoff) for

internal and external vendors and customers using

GAAP and SOX compliance

3. Release all project resources using appropriate

organizational policies and procedures (e.g., financial

and human resources) and by providing performance

feedback

4. Communicate lessons learned by means of “post

mortem”team discussions, 360-degree surveys,supplier performance evaluations, and workshops






PerformanceDomain PMI Project Management Tasks Why

5. To highlight project variances, any

open issues, lessons learned, and

project deliverables, and to provide

the final project status to all

stakeholders

6. To retain organizational knowledge,

comply with regulatory

requirements, and ensure

availability of data for potential use

in future projects and ininternal/external audits

7. To gain, maintain, and improve

customer long-term relationships

Closing theProject(9%)

5. Distribute the final project report using all project

closure-related information

6. Archive project records, historical information,

and documents (e.g., project schedule, project

plan, lessons learned, surveys, risk and issues

logs, etc.)

7. Measure customer satisfaction at the end of the

project by capturing customer feedback using

appropriate interview techniques and surveys





Notes from the revised Code

PerformanceDomain


1. Responsibility, Respect, Fairness and

Honesty are the four cornerstones of our

profession.

2. An environment of respect engenders

trust, confidence, and performance

excellence by fostering mutual

cooperation — an environment where

diverse perspectives and views are

encouraged and valued.

3. Our conduct must be free from competing

self interest, prejudice, and favoritism

4. Half-truths and non-disclosures intended

to mislead stakeholders are as

unprofessional as affirmatively making

misrepresentations. We develop credibility

by providing complete and accurate

information

Code of Ethics and

ProfessionalConduct

(9%)

1. Responsibility is our duty to take ownership for

the decisions we make or fail to make, the actions

we take or fail to take, and the consequences that

result.

2. Respect is our duty to show a high regard for

ourselves, others, and the resources entrusted to

us. Resources entrusted to us may include

people, money, reputation, the safety of others,

and natural or environmental resources.

3. Fairness is our duty to make decisions and act

impartially and objectively.

4. Honesty is our duty to understand the truth and

act in a truthful manner both in our

communications and in our conduct.



Initiating Pl nnin E ti M it i & C t lli Cl i



Initiating Planning Executing Monitoring & Controlling Closing

INTEGRATION

Develop Project

Charter

INTEGRATION

Develop Project

Management

Plan

SCOPE

Collect

Requirements

SCOPE

Define

Scope

TIME

Define

Acti vities

TIME

Sequence

Acti vities

INTEGRATION

Direct & Manage

Project

Execution

INTEGRATION

Monitor &

Control

Project Work

QUALITY

Perform

Quality Contro l

INTEGRATION

Close Project

or Phase

PROCUREMENT

Close

Procurements

INTEGRATION

Perform

Integrated

Change Contro l

COMMUNICATIONS

Report

Performance

COMMUNICATIONS

Identify

Stakeholders

QUALITY

Perform Quality

Assurance

COST

Estimate

Costs

HUMAN RESOURCE

Acqu ire

Project Team

HUMAN RESOURCE

Develop

Project Team

HUMAN RESOURCE

Manage

Project Team

QUALITY

Plan

Quality

Develop

Human

Resource Plan

HUMAN RESOURCE

Plan

Communications

COMMUNICATIONS

Develop

Schedule

TIME

Determine

Budget

COST SCOPE

Create

WBS

TIME

Estimate

Acti vi ty

Resources

TIME

Estimate

Acti vi ty

Durations

SCOPE

Verify

Scope

RISK

Monitor &

Control Risks

SCOPE

Control

Scope

PROCUREMENT

Administer

Procurements

TIME

Control

Schedule

COST

Control

Costs

2 2

PROCUREMENT

Plan

Procurements

RISK

Plan Risk

Management

RISK

Identify

Risks

RISK

Perform

Qualitative

Risk Analysis


COMMUNICATIONS

Manage

Stakeholder

Expectations

COMMUNICATIONS

Distribute

Information

PROCUREMENT

Conduct

Procurements

10

PMI Process Groups

PMBOK®, 4th Edition

Perform

Quantitative

Risk Analysis

RISK

Plan Risk

Responses

RISK

20 8



Project Management Processes

KnowledgeArea

ProcessName

Inputs Outputs

Process

Diagram

Tools and

Techniques

Process Groups:

Initiating Planning Executing ClosingMonitoring &Controlling




Project Management Processes

IntegrationManagement

1. Project statementof work (SOW)

2. Business case

3. Contract

4. Enterprise

environmentalfactors (PMBOK® p. 14)

5. Organizationalprocess assets(PMBOK® pp. 32-33)

DevelopProjectCharter

In Out1. Project charter

The remaining PM diagrams are

available inexpensively as a.pdf file.

Contact us via e-mail, or visitour website atwww.pm-quality.comfor more information.

Tools

1. Expert Judgment






Goal – Pass the PMP Exam on the first try!

Build solid knowledge of PMI doctrines & guidance

Practice to gain proficiency in essential skills

Practice excellent study habits and test management

Prepare physically for a timed, 240 minute exam

At the Exam Center

Examination Strategy

Copyright © 2004-2009 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511 (775) 224-0223 [email protected] Slide 13




Build solid knowledge of PMI doctrines & guidance

Work through the PMBOK at least once

Crowe - view things from the Knowledge Area perspective

Sanghera - view things from the Process Group perspective

PMP Exam Prep aids - learn processes, inputs, tools, and outputs





Practice to become more proficient in essential skills

Critical Path Method and schedule compression

Expected Money Value

Earned Value Technique

Statistical Distributions and Standard Deviation

Three-point Estimating

Communication Channels





Practice excellent study habits & test management

Generate a one-page exam formula sheet from memory (do it every dayuntil it becomes automatic for the test!)

Scan:

Sanghera - chapter summaries, “Exam’s Eye View” tables and “Key Terms”

PMP Exam Prep workbook slides

Crowe - process descriptions and “Key Facts”

Read:

PMP Exam Specification descriptions for each Process Group


G l P h P P E h f !




Practice excellent study habits & test managementPractice, Practice, Practice:

Answer the end-of-chapter review questions in both Crowe and Sanghera

Analyze incorrect answers; determine problem areas to research

Take final exams in a quiet, realistic environment

Budget exam time to finish your “first pass” in 120 – 150 minutes

Analyze results; determine problem areas to research

Practice multiplication and long division, if necessary


G l P h PMP E h fi !




Use our PMP Exam Prep Workshop study aids to become more familiarwith PM processes, inputs, tools, and outputs

PMI Processes

PMI Process Flow Diagram

PMI Process Inputs, Tools, OutputsThese study aids areavailable in .pdf format.

Contact us via e-mail, orgo to our website atwww.pm-quality.comfor more information.


G l P th PMP E th fi t t !






Prepare physically for a timed, 240 minute exam

Get lots of sleep to be well-rested for the exam

Drink lots of water and eat lightly the day of the exam

Taper off on studying the last day before the exam

Consider doing meditation or breathing exercises as relaxationtechniques






Bring to the Examination Site

Bring your authorization letter

Bring government–issued ID cards with both a photograph and asignature to be allowed into the Exam

Primary - passport, driver’s license, military ID

Secondary – employee ID, ATM card, crdit card with signature

Bring glasses and/or earplugs to the Examination Site

Bring a snack – an apple, banana, or (last resort) a candy bar to eatduring a break outside the testing area

Scratch paper and pencils will be providedCopyright © 2004-2009 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511

(775) 224-0223 [email protected] Slide 20





At the Exam Center

Allow extra time and arrive 30 minutes early at the exam site

Before entering, generate your formula sheet from memory on ablank piece of paper; make sure it’s correct, then discard it

Bring your authorization letter and identification cards

(passport, drivers license) to be allowed into the Exam

Check with the test center staff on policies, procedures, logistics

Find out where the water fountain and restrooms are

Drink some water before starting


G l P ss th PMP Ex m n th first tr !





Generate your formula sheet from memory before anything else

Read each question carefully

Recognize the type of question asked

On a difficult question, determine which PMI Knowledge Area orProcess Group it relates to

Choices with PMBOK words are more likely to be correct thanchoices that are non-PMBOK words.


Goal Pass the PMP Exam on the first try!





Eliminate incorrect answers; choose between those remaining

If you haven’t selected an answer in 30 seconds, pick your “bestguess” and use that as your answer, mark the question for review,make a note on your note sheet about the question number and

eliminated choices, and go on to the next oneExample

1. a ?

b

c

d

Key:

a ? means “ Not sure, maybe”

b means “ I know this one is wrong”

c means “ I think this is most likely the correct answer”

d means “ I know this one is wrong”

³³

³³


Goal Pass the PMP Exam on the first try!




Examination Strategy Relax and drink water during breaks; try meditating or breathing

exercises for a couple of minutes

Budget exam time to finish your “first pass” in 120 – 150 minutesto avoid feeling rushed during the re-check and review time

Celebrate the news that you passed!

Congratulations on becoming a Project ManagementProfessional – you did it!


What Does the Examination Cover?



What Does the Examination Cover?

• Knowledge and skills in each of the domains:– Initiating 11% 22 questions

– Planning 23% 46 questions

– Executing 27% 54 questions

– Monitoring and Controlling 21% 42 questions

– Closing 9% 18 questions

– Code of Ethics & Professional Conduct 9% 18 questions

Note: Do not ignore PMBOK Chapters 1 & 2 (often referred to as the

Project Management Framework); there will be questions from these

chapters relating to the project lifecycle, PMI knowledge areas, PMIprocess groups, and the Code of Ethics & Professional Conduct.

It is extremely likely that there will be questions about dealing with

stakeholders and the characteristics of various organization types.Ref: PMP Examination Specification


What Kind of Questions Will We See?




1. Inputs, Tools & Techniques, and Outputs

Q: The Plan Quality process includes all of the following outputs EXCEPT:

A. Quality management planB. Acceptance

C. Operational definitions

D. Checklists

Rationale for eliminating incorrect answers

Even if you don’t know anything about Plan Quality (in which case you shouldn’t

take the test just yet), this question is asking about outputs, which are often

documents or reports. Three of the choices are documents, so “Acceptance”

doesn’t really fit, does it. Since we’re looking for an EXCEPTION, “Acceptance” is

clearly the correct answer.






2. What would you do FIRST

Q: You are managing a project that is part of a large construction program. During

the execution of your project, you are alerted that the construction of a

foundation is expected to experience a serious cost overrun. What would be your FIRST course of action?

A. Evaluate the cause and size of the overrun

B. Stop construction until the problem is solvedC. Contact the program manager to see if additional funds may be released

D. Determine if you have sufficient budget reserves to cover the cost overrun


PMI is heavily biased toward evaluating and understanding FIRST, before jumping to

conclusions that may be unfounded. Verify the information yourself.

Ref: Crowe, p. 200, #11





What Kind of Questions Will We See?3. Which choice is BEST

Q: You discover that a new pipeline project you are managing poses a previously

undiscovered threat to the environment, though the effects might not be

seen for several years. What is the most appropriate (BEST) course of

action?

A. Seek guidance from government officials

B. Seek guidance from experts in the media

C. Seek guidance from an attorneyD. Resign from the project

E. Call the Sierra Club to ask for advice

Rationale for eliminating incorrect answersChoices B, C, D, and E do not deal directly with the problem

As a PMP, you have a socio-economic-environmental responsibility to society as a

whole. The values of responsibility, respect, fairness, and honesty are core values

in the Code of Ethics and Professional Conduct. Choice A is the best choice.

Ref: Crowe, p. 395, #10






4. Definitions

Q: The process “Perform Quality Assurance” is most concerned with:

A. Looking at specific results to see if they conform to quality standardsB. Identifying which quality standards are relevant for this project

C. Determining and implementing quality policy throughout the project life cycle

D. All those planned and systematic actions necessary to provide adequate

confidence that plans are being followed so that a product or service meetsquality requirements


Choice A is a “Monitoring and Controlling” process, so it can’t be right.Choice B is a “Planning” function, so it can’t be right.

Choice C is quality management in general, not quality assurance.

Choice D suggests execution of various actions. Since “Perform Quality Assurance” is

an “Executing” process, this is the correct answer.





What Kind of Questions Will We See?5. Computational (Communications, Critical Path and Earned Value)

Q: If there were 4 people on the project team and 9 more are added, how many

additional channels of communication does this create?

A. 6B. 30

C. 36

D. 72

Calculations

Number of channels = n (n -1) / 2

4 people = 4 (4-1) / 2 = 6 communication channels

13 people = 13 (13-1) / 2 = 78 communication channels

Answer D, 72 (78 minus 6), is correct.

Ref: Crowe, p. 299, #1


What’s the Passing Score?



What s the Passing Score?

• There are 200 multiple choice questions, of which 175 count.

• 25 questions are “pre-test” questions used to test the

validity of future exam questions. You will not know whichones are pre-test questions.

• Minimum passing score is 106 correct answers out of the 175

questions that count. 106/175 = ~61%

• You have 4 hours (240 minutes) to complete the exam.


What’s the Exam Setting Like?



What s the Exam Setting Like?

• Administered in a high security environment with observationby a test proctor, plus recorded video and audio surveillance

• No notes, papers, cell phones, PDAs, or calculators

• Windows-based PC with mouse and keyboard

• Exactly 4 hours (240 minutes) to complete the exam

• You must have a government-issued ID, in English, with both

a photo and a signature on it. Bring secondary ID, too.

• Upon finishing and submitting the exam, you’ll receive an

analysis of each exam area, showing your proficiency level in

each test area.Copyright © 2004-2009 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511


What Tools Do We Have to Help Prepare?



p p

• PMP Exam Preparation Workbook

– PMI Process Study Guide – Structure and Flow (CD-ROM), Quality Solutions, 2010

– Code of Ethics and Professional Conduct. Project Management Institute, Inc., 2010

– PMP Credential Handbook. Project Management Institute, Inc., 2010

• References

– Crowe, Andy. PMP Exam – How to Pass on Your First Try (4th Edition). Velociteach, 2009

– A Guide to the Project Management Body of Knowledge, 4th Edition (PMBOK Guide). Project

Management Institute, Inc., 2008

• Practice Questions with Detailed Explanations

• Practice Final Exam with Detailed Explanations

• Online Glossary - http://www.maxwideman.com/pmglossary/


What Do I Need to Do to Pass?



What Do I Need to Do to Pass?• Complete this workshop

– Identify any weak areas that need strengthening

– Learn about the different types of questions and how to approach them

– Take the in-class quizzes and increase your speed in answering each question

• Use excellent self-study practices to build a solid knowledge base

– Work through the Crowe guide

– Answer the review questions in each chapter; analyze right and wrong answers, looking upunfamiliar terms in a Project Management Glossary

– Use the CD-ROM’s self-study aids to become completely familiar with

• Each of the 42 processes and to which Process Group and Knowledge Area they belong

• Inputs, tools, and outputs corresponding to each of the 42 processes

• The sequence and flow of project information from one process to the next

– Take the final exams in the Crowe guide until you feel comfortable with the questions andunderstand why an answer is correct

• Create an effective memory aid (formula sheet) that works for you

• Execute the recommended “Final Prep” planCopyright © 2004-2009 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511


References



• Crowe, Andy. PMP Exam – How to Pass on Your First Try (4th Ed.)

– Very well-written and easy to read and understand; good high-level overview

– Organized by PMI Knowledge Area

– Review questions with detailed answer analysis at the end of each knowledge area chapter

– Final examination consisting of 200 review questions with detailed answer analysis

• Sanghera, Paul. PMP In Depth

– Very detail-oriented with a decent Glossary

– Organized by PMI Process Group

– Review questions with detailed answer analysis at the end of each chapter

– Excellent summary for each chapter, with suggestions on what to study for the exam and alist of key terms

– Final examination consisting of 175 review questions with detailed answer analysis

• A Guide to the Project Management Body of Knowledge (PMBOK)

• Online Glossary - http://www.maxwideman.com/pmglossary/Copyright © 2004-2009 W. R. Ball, PMP Quality Solutions 990 Wheatland Court, Reno, Nevada 89511


Online Glossary of Project Management Terms

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