PMP® Certification Exam Preparation - HAU Conferencesconferences.hau.gr/resources/toolip/doc/2013/06/26/... · PMP® Certification Exam Preparation ... Practice Exam Questions 1

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PMP® Certification Exam PreparationPMP Certification Exam Preparation PMBOK® 5th Edition ‐ Crash Course

with Bill Doescher, PMP®, MBA, CSMP i i l C lt t d P d t D l t Di tPrincipal Consultant and Product Development Director

Bill Doescher, PMP®

Product Development Director and Principal Consultant, BMC

Bill Doescher is a Principal Consultant and Product Development Director with Business Management Consultants based in Houston, Texas. In his 20‐year career, he has led project teams in new product development, application development, technology introduction, project and portfolio management processes, business process change, and marketing program development.

Mr. Doescher has a strong belief that projects are the instruments of change, and people are the power behind projects. For continued growth and evolution, businesses must be dedicated to improving their ability to translate strategy into projects, to enhancing the environment in which their projects operate, and to maturing the knowledge and skills of their project team members.

Mr. Doescher has held engineering, engineering management, project and program management positions in the geophysical and high tech industries with Geosource, Compaq Computer and Hewlett‐Packard.g , p q p

Mr. Doescher earned a B.S. in Electrical Engineering with Honors at the University of Texas at Austin and an M.B.A. at the University of Houston. He is a member of the Project Management Institute, a PMI®‐certified Project Management Professional (PMP®) and Certified Scrum Master (CSM). He is also a member of the Engineering Management Society of the Institute of Electrical and Electronics Engineers (IEEE).

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Presentation Objectives

• Introduction to PMI, PMP®, and the exam

• Role of, and an introduction to, the PMBOK® Guide, Fifth Edition

• Study recommendations

• Benchmark your current preparation

• Answer any questions you may have

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Introduction to PMI, the PMP® Certification, and the Exam

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PMI, the PMP®, and the Exam

• PMI was formed in 1969 to promote the profession of project managementprofession of project management

• The PMP® Certification was introduced in 1984– Most globally recognized

• The PMP® is for experienced project team leaders– CAPM®, PgMP®, PMI‐ACP®, PMI‐RMP®, PMI‐SP®, OPM3®

• The PMP® Exam tests for project management knowledge and experience

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Two Essential Guides ‐ The PMP® Handbook and the PMBOK® Guide, Fifth Edition

View online or download from PMI.org

Purchase paper copy or download from PMI.org (Download is free for PMI members.)

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The PMBOK® Fifth Edition and New Test

The PMBOK® Guide Fourth Edition was introduced in December 2008,

and the new Fifth Edition just released January 2013

Th C ifi i h J l 31 2013 fl i h The Certification test changes on July 31, 2013 to reflect content in the fifth edition PMBOK Guide

The PMP examination consists of 200 individually‐selected, multiple‐choice questions, with a four hour time limit

•• That’s 72 seconds (or 1.2 minutes) per questionThat’s 72 seconds (or 1.2 minutes) per question

The PMP® examination tests for both your project management knowledge and your ability to apply that knowledge in typical project situations.

Visit www.pmi.org, download PMP Certification Handbook

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PMP Test Domain Content

Project Initiation 13% jProject Planning 24% Project Execution 30%Project Monitoring & Control 25%Project Closing 8%

25 of the 200 questions will not be graded, and are reserved by PMI for evaluation

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Qualification Requirements – PMP® Exam

Graduate

Application Fee:PMI Member = €340, $405 USNon‐Member = € 465, $555 US(Three‐year renewal cycle)

35 contact hours (PDU’s) of PM education

+ =

A minimum of 4500 hours PM experience within the past 8

years

A minimum of 7500 hours PM

Non‐Graduate

Eligibility to take the PMP®

examination

(Three‐year renewal cycle)

A minimum of 7500 hours PM experience within the past 8

years

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Apply to PMI to take the testSchedule a date with Prometric

http://www pmi org

Application: Project Management Institute (PMI)

ATHENS, GREECE

http://www.pmi.org

Random audit when you submit exam payment

Schedule a test date with Prometric

Control is through audit

http://www.prometric.com/PMI/default.htm

Rescheduling fee = $70 US

Note: You have 90 days to complete application.

THESSALONIKI, GREECE

Candidates have three (3) opportunities to pass the exam in one year. If they do not pass any, they must wait 1 year from the date of the last attempt.

from 30 to 2 days prior to exam date

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Types of questions to expect

You are advised that a major purchased part on your project

Questions requiring experience more than study

You are advised that a major purchased part on your projectwill be delayed. What do you do?

A. Ignore it. It will go awayB. Notify your bossC. Let the customer know about it and talk over optionsD. Meet with the team and identify alternatives

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A study shows that every time you double the production of

Information that does not matter (distractors)

A study shows that every time you double the production of“widgets”, unit cost goes down by 10%. Based on the study,the company concludes that the production of 4,000 “widgets”will cost $19,000. This illustrates:

A. Learning curve effectsB. Law of diminishing returnsC. The 80/20 ruleD. Bottoms up cost estimatingD. Bottoms up cost estimating

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Questions designed to make you make you think carefully

The theory “optimum quality level is obtained whenThe theory optimum quality level is obtained whenincremental revenue from product improvement equalsincremental cost to secure it” comes from

A. Quality control analysisB. Marginal analysisC. Standard quality analysisD. Conformance analysis

And many more types…13

The PMBOK® Guide, Fifth Edition

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The Role of the PMBOK® Guide

Project managementbody of knowledgeG ll t d

A standard, not a methodology

Common vocabulary

PMBOK® Guide

Interpersonalskills

Applicationarea

knowledge

body of knowledgeGenerally accepted good practice

Common vocabulary

Generalmanagementknowledge

Understandingproject

environment

Not applied uniformly to all projects

Coordinates with the standards on program and portfolio management

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Relationship between Project, Program, Portfolio Management

Strategic Planning

Management by Projects

Management of Operations

Portfolio Management

ProgramManagement

Role of the PM –to lead the team responsible for delivery of the project objectives.

Project Management

Processes, Tools, Metrics

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Organizational influences on project management

Organizational Communications

Organizational Cultures and

Organizational Structures

StylesStructures

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Other Organizational Influences

• Organizational Process Assets

– Processes and Procedures

– Corporate Knowledge Base

• Enterprise Environmental Factors

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Project Stakeholders and Governance

Stakeholders are persons or organizations who are actively involved in the project or whose interests may be positively or negatively by the performance or completion of the project.

A stakeholder may also exert influence over the project or its deliverables.

Project governance framework provides the project manager the team with a structure processesmanager the team with a structure, processes, decision‐making models and tools for managing the project, while supporting and controlling the project for successful delivery.

The PMO may play a key role in project governance.

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The Project Team

Those who will act together in performing the work of the project to achieve its objectives.

Project Manager

SellersUsers /

CustomerProjectStaff

PM Staff BusinessPartners

Team members may be full‐time, part time.PM may have full authority, or relatively no authority over team members.

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The PMI PM Process Groups

Monitoring & Controlling Processes

Closing ProcessesInitiating ProcessesPlanning Processes

Executing Processes

The processes within and between the Process Groups overlap and interact.

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PMI Project Management Process FrameworkProcess Groups

Knowledge AreasExecuting Closing

Monitoring &Controlling

Management

5. Project ScopeManagement

4. Project Integration 4.1 Dev. Project Charter 4.2 Develop Project 4.3 Direct & Manage 4.4 Monitor & Control Project Work 4.6 Close Project or PhaseManagement Plan Project Work 4.5 Perf. Integrated Change Control

5.1 Plan Scope Mgmt. 5.5 Validate Scope5.2 Collect Requirements 5.6 Control Scope5.3 Define Scope

PlanningInitiating

6. Project TimeManagement

7. Project CostManagement

8. Project QualityManagement

9. Project HumanResource Management

10. Project CommunicationsManagement

p5.4 Create WBS

6.1 Plan Schedule Mgmt. 6.7 Control Schedule6.2 Define Activities6.3 Sequence Activities6.4 Est. Activity Resources6.5 Est. Activity Durations6.6 Dev. Schedule

7.1 Plan Cost Mgmt. 7.3 Control Costs7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality 8.2 Perform Quality 8.3 Control QualityManagement Assurance

9.1 Plan Human Resource 9.2 Acquire Project TeamManagement 9.3 Develop Project Team

9.4 Manage Project Team

10.1 Plan Communications 10.2 Manage 10.3 ControlManagement Communications Communicationsg

11. Project RiskManagement

12. Project ProcurementManagement

13. Project StakeholderManagement

11.1 Plan Risk Management 11.6 Control Risks11.2 Identify Risks11.3 Perform Qual. Risk Analysis11.4 Perform Quant. Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements

13.1 Identify Stakeholders 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Control StakeholderManagement Engagement Engagement

From PMBOK® Guide, Fifth Edition, page 61.

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The Project Life Cycle(vs. Product Life Cycle and Process Groups)

Starting a Project

Organizing and

Preparing

Executing the Work Closing a Project

l p g

Cos

t and

Sta

ffin

g L

evel

Time

Project Charter

Project Management Plan

Accepted Deliverables

Archived Project

Documents

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Project Life Cycles

• Life Cycle Phases

– Single Phase vs. Multi‐phase

– Sequential or Overlapping phases

• Life Cycle Approaches

– Predictive

– Iterative and Incremental– Iterative and Incremental

– Adaptive

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Practice Exam Questions

2 Project sponsors have the GREATEST influence on the scope2. Project sponsors have the GREATEST influence on the scope, quality, time, and cost of the project during the:

A. Concept phaseB. Development phaseC. Execution phaseD. Close‐down phase

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1 All of the following are the responsibility of a project1. All of the following are the responsibility of a project manager except?

A. Maintain the confidentiality of customer confidential information

B. Determine the legality of company proceduresC. Ensure that a legal conflict of interest does not

compromise the legitimate interest of the customerD. Provide accurate and truthful representations of costD. Provide accurate and truthful representations of cost

estimates

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PMI Project Management Process FrameworkProcess Groups

Knowledge AreasExecuting Closing

Monitoring &Controlling

Management

5. Project ScopeManagement

4. Project Integration 4.1 Dev. Project Charter 4.2 Develop Project 4.3 Direct & Manage 4.4 Monitor & Control Project Work 4.6 Close Project or PhaseManagement Plan Project Work 4.5 Perf. Integrated Change Control

5.1 Plan Scope Mgmt. 5.5 Validate Scope5.2 Collect Requirements 5.6 Control Scope5.3 Define Scope

PlanningInitiating

6. Project TimeManagement

7. Project CostManagement

8. Project QualityManagement

9. Project HumanResource Management

10. Project CommunicationsManagement

p5.4 Create WBS

6.1 Plan Schedule Mgmt. 6.7 Control Schedule6.2 Define Activities6.3 Sequence Activities6.4 Est. Activity Resources6.5 Est. Activity Durations6.6 Dev. Schedule

7.1 Plan Cost Mgmt. 7.3 Control Costs7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality 8.2 Perform Quality 8.3 Control QualityManagement Assurance

9.1 Plan Human Resource 9.2 Acquire Project TeamManagement 9.3 Develop Project Team

9.4 Manage Project Team

10.1 Plan Communications 10.2 Manage 10.3 ControlManagement Communications Communicationsg

11. Project RiskManagement

12. Project ProcurementManagement

13. Project StakeholderManagement

11.1 Plan Risk Management 11.6 Control Risks11.2 Identify Risks11.3 Perform Qual. Risk Analysis11.4 Perform Quant. Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements

13.1 Identify Stakeholders 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Control StakeholderManagement Engagement Engagement

From PMBOK® Guide, Fifth Edition, page 61.

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Knowledge Area Mind Maps

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Initiating Process Group

Initiating

4.1 Develop Project Charter13.1 Identify Stakeholders

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4.1 Develop Project Charter

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4.1 Develop Project Charter

ExamTip

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13.1 Identify Stakeholders

It is critical for project success to identify the stakeholders early in the project, and to analyze their levels of interest, expectations, importance and influence

Stakeholders should be classified according to their interest, involvement and influence in the project

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Planning Process Group Planning

4.1 Develop Project Management Plan5.1 Plan Scope Management5.2 Collect Requirements

5.3 Define Scope5 4 Create WBS5.4 Create WBS

6.1 Plan Schedule Management6.2 Define Activities

6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations

6.6 Develop Schedule7.1 Plan Cost Management

7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality Management9 1 Plan Human Resource Management9.1 Plan Human Resource Management10.1 Plan Communications Management

11.1 Plan Risk Management11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses12.1 Plan Procurement Management13.1 Plan Stakeholder Management

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4.2 Develop Project Management Plan

Scope Management Planp gRequirements Management Plan

Schedule Management PlanCost Management Plan

Quality Management PlanProcess Improvement Plan

Human Resource Management PlanCommunications Management Plan

Ri k M t PlRisk Management PlanProcurement Management PlanStakeholder Management Plan

Scope BaselineSchedule Baseline

Cost Baseline34

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Scope Management: Planning

5.1 Plan Scope Management• Scope management plan

5.2 Collect Requirements• Requirements documentation• Traceability matrix• Scope management plan

• Requirements management plan

5.3 Define Scope• Project Scope Statement

Traceability matrix

MAILworksWBS

PlanningServer

Preparation DocumentsMigrate PROFS

Customers

Migrate Other E-

Mail Users

Develop Migration

Plan

Class for

Configure MAILworks

Server

Configure

Training Ref.

Material

Review of

Migrate PCSA Cust.

Migrate Off-site PROFS

Migrate Remaining

PROFS

Migrate Novell Cust.

Admin.

Notify Cust for Training

5.4 Create WBS• Scope Baseline

(project scope statement, WBS, WBS dictionary)

Class for Local Cust.

Class for Off-site Cust.

ID HORO E-Mail Cust.

Schedule Cust for Training

Configure Dialup Access

Ref. Material

Produce Final Docs.

Admin. MailworksAccounts


Change Cust to

Mailworks

Train Cust.



Change Cust to

Mailworks

Train Cust.



Change Cust to

Mailworks

Train Cust.



Change Cust to

Mailworks

Train Cust.

MailworksAccounts

Change Cust to

Mailworks

Train Cust.

Work Packages35

Time Management: Planning

6.2 Define

6.3 Sequence Activities

Activities6.1 Plan Schedule Management

6.4 Estimate Activity

Resources

Activities

3

4

8

6

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2

4 1 6

1

7

5

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6.5 Estimate Activity Duration

6.6 Develop Schedule

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Cost Management: Planning

7.1 Plan Cost Management• Cost management plan

7.3 Determine Budget• Cost baseline• Project funding requirements

7.2 Estimate Costs• Activity cost estimates• Basis of estimates

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8.1 Plan Quality Management

Quality metrics

Quality Management Plan• Quality requirements• Quality assurance• Quality control

Process Improvement Plan

Quality checklists

• Project and product processes

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9.1 Plan Human Resource Management

Human Resource Management Plan

• Roles and responsibilities

– Role, authority, responsibility, competency

• Project organization charts

• Staffing management plan

– Staff acquisition, resource calendars, release plan, training needs, recognition and rewards, compliance and safety

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10.1 Plan Communications

Tools & TechniquesC i ti i t l i• Communication requirements analysis

• Communication technology• Email, video, websites, phone, texts, posters, …

• Communication models• Encode, Transmit, Decode, Acknowledge, Feedback

• Communication methods• Push, pull, interactive

• Meetings

Communications management plan

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Risk Management: Planning

11.1 Plan Risk Management• Risk management plan

11.2 Identify Risks• Risk register

11.3 Qualitative

11.4 Quantitative Risk Analysis

Risk Analysis

11.5 Plan Risk Responses

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12.1 Plan Procurement Management

M k B

Outputs:

Make‐or‐Buy Decisions

Procurement Statements of Work

Change Requests

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13.2 Plan Stakeholder Management

Tools & TechniquesE t j d t• Expert judgment

• Meetings• Analytical techniques

Stakeholder management plan

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3 The decomposition process is a technique used to construct3. The decomposition process is a technique used to construct a:

A. Precedence networkB. Critical Path Method DiagramC. Variance analysisD. Work breakdown structure

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2. If the numbers in the PDM network below represent days to complete each task what is the overall duration of thecomplete each task, what is the overall duration of the project?

A. 20 DaysB. 23 DaysC. 18 DaysD. 21 Days

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1 The project manager is preparing the budget for the project1. The project manager is preparing the budget for the project. There are a number of inputs to project budgeting that she will use. One of the things the project manager will not use is:

A. Cost baselineB. Cost estimatesC. Project scheduleD. Work breakdown structureD. Work breakdown structure

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Executing Process Group

Executing

4.3 Direct and Manage Project Work8.2 Perform Quality Assurance

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.2 Manage Communications12.2 Conduct Procurements12.2 Conduct Procurements13.3 Manage Stakeholder

Engagement

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4.3 Direct and Manage Project Work

Outputs:

Work performance dataA l /fi i h

Deliverables• Actual start/finish• Actual cost• KPI’s, technical

performance measures

Change requests• Corrective action• Preventive action• Defect repair• Document

updates

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8.2 Perform Quality Assurance

QualityQuality AssuranceAssurance (QA)(QA):: the process of auditing quality requirements, and the results

from quality control (QC) measurements, to ensure quality standards and operationaldefinitions are useddefinitions are used.

Quality assurance involves Quality Audits, and is part of the Execution Process Group.

QualityQuality ControlControl (QC)(QC):: the process of monitoring and recording results (both product

and project management) of executing quality activities to assess performance and torecommend necessary changes. Involves identifying ways to remove the causes ofquality defects.

Quality control involves inspection and requires an understanding of sampling strategies,tolerances, and the causes of variation in a process. It is part of the Monitoring andControlling Process Group.

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Quality Tools, Tools, Tools…

Seven Basic Quality Tools

• Cause & Effect Diagrams

Other Quality Tools

• Affinity Diagrams• Cause & Effect Diagrams

• Flowcharts

• Checksheets

• Pareto Diagrams

• Histograms

• Affinity Diagrams

• Process Decision Program Charts

• Interrelationship Diagraphs

• Tree Diagrams

P i iti ti M t i• Control Charts

• Scatter Diagrams

• Prioritization Matrices

• Activity Network Diagrams

• Matrix Diagrams

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Human Resource Management: Executing

9.2 Acquire Project Team Adjourning

9.3 Develop Project Team

Forming

Storming

Norming

Performing

9.4 Manage Project Team• Observation and conversation• Project performance appraisals• Conflict management• Interpersonal skills

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10.2 Manage Communications

Manage CommunicationsManage Communicationsinvolves the activities required for information to be createdfor information to be created, distributed, received, acknowledged, and understood. Outputs may include:Stakeholder notificationsStakeholder notificationsPerformance Performance reportsreportsProject presentationsProject presentationsProject recordsProject recordsFeedback from stakeholdersFeedback from stakeholdersLessons learned documentationLessons learned documentation

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12.2 Conduct Procurements

Outputs:

• Selected sellers

• Agreements (contracts)

• Resource calendars

• Change requests

• Project plan or document updates

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13.3 Manage Stakeholder Engagement

Tools & TechniquesC i ti th d• Communication methods

• Interpersonal skills• Management skills

• Issue log• Change requests• Updates to plan,

documents or OPAs

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2 Which of the following is not a form of power derived from2. Which of the following is not a form of power derived from the project manager’s position:

A. FormalB. RewardC. PenaltyD. Expert

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1. The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. The project manager should remind the team to focus on what item in order to make a selection?

A. Procurement documentsB. Procurement auditsC E l ti it iC. Evaluation criteriaD. Procurement management plan

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Monitoring & Controlling Process Group

Monitoring & Controlling

4.4 Monitor & Control Project Work4.5 Perform Integrated Change Control

5.5 Validate Scope5.6 Control Scope

6.7 Control Schedule7.4 Control Costs8.3 Control Quality

10.3 Control Communications11.6 Control Risks

12.3 Control Procurements13.4 Control Stakeholder Engagement

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Integration Management: Mon. & Control

• 4.4 Monitor and Control Project Work

– Accept and analyze information from the control processes

– Develop work performance reports, change requests, updates to project plan and documents

• 4.5 Perform Integrated Change Control

– Review all change requests

– Approve/reject, maintain change log, update project plans and documents

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5.5 Validate Scope

Validate Validate ScopeScopeis the process of formalizing acceptanceformalizing acceptance of the completed project deliverables.

Scope validation is different from quality control in that validate validate scope is primarily scope is primarily concerned with the concerned with the acceptance of the acceptance of the deliverablesdeliverables

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5.6 Control Scope

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6.7 Control Schedule & 7.4 Control Costs

PV = Planned Value (was BCWS) (1)

EV = Earned Value (was BCWP) (2)

AC = Actual Cost (was ACWP) (3)

(1) requires a performance baseline(2) requires a way to measure value of work

completed (earned value)(3) requires a way to collect actual costs at work

package levelpackage level

Cost, Hours, or Work Products

EV

PVPlanned Value

ACActual Cost

SVScheduleVariance

CVCost

Variance

TotalVariance

t Actual

t When Planned

Time

Work Performed(Earned Value)

Variances, Performance Indices & Forecasts

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8.3 Control Quality

Know the difference between:

• Prevention and Inspection

• Attribute sampling and variables sampling

• Tolerances and control limits

QC Outputs

• Quality control measurements

• Validated changes

• Verified (correct) deliverables

• Work performance information

• Change requests, document updates62

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The Other M&C Processes

• 10.3 Control Communications

• 11.6 Control Risks

– Implementing plans, reassessing risks, evaluating effectiveness of risk process

• 12.3 Control Procurements

– Performance reviews reporting– Performance reviews, reporting

– Claims administration

• 13.4 Control Stakeholder Engagement

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3 Your most recent project status report contains the following3. Your most recent project status report contains the following information:

EV (BCWP) = 3,000, AC (ACWP) = 3,500, and PV (BCWS) = 4,000.

The schedule variance is:

A. + 1,000B. + 500B. + 500C. ‐ 500D. ‐ 1, 000

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2 While completing a project a project manager realizes he needs to2. While completing a project, a project manager realizes he needs to decrease project costs. After researching his options, he comes up with the following choices. Which choice would decrease project costs?

A. Change to component A from component B. Component A costs more to purchase but has a lower lifecycle cost than B

B. Change task A to be completed by resource B instead of resource C. Resource B is a more experienced worker

C. Move tasks B and H to occur concurrently, and take the risk of a 30%C. Move tasks B and H to occur concurrently, and take the risk of a 30% increase in the need for five more resources later

D. Delete an acceptance test from the project plan

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Practice Exam Questions1. You are halfway through a major new cell phone rollout. There are 200

locations in the U.S. with another 100 in Singapore. A software seller has just released a major software upgrade for some of the phones being produced The upgrade would provide the customer with functionalityproduced. The upgrade would provide the customer with functionality they requested that was not available at the time the project began. What is the best course of action under these circumstances?

A. Continue as planned, your customer has not requested a changeB. Inform the customer of the upgrade and the impacts to the project’s

timeline and functionalityC. Implement the change and adjust the schedule as necessary because

this supports the customer’s original requestD. Implement the change for the remaining supply and continue with

the schedule

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Closing Process Group

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4.6 Close Project or Phase

Outputs:

Final product, service or result transition

Organizational process assets updates• Project files• Project or phase closure

documents• Historical information,

lessons learned

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12.4 Close Procurements

Tools & TechniquesP t dit• Procurement audits

• Procurement negotiations• Records management system

Outputs• Closed procurements• Organizational process

assets updates

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PMI Code of Ethics and Professional Conduct

“As practitioners of project management, we are committed to doing what is right and honorable ”committed to doing what is right and honorable.”

• Aspirational and Mandatory Conduct

• Values

– Responsibility

R t– Respect

– Fairness

– Honesty

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1 A KEY activity in closing out a project is to1. A KEY activity in closing out a project is to:

A. Disseminate status reports and risk assessmentsB. Disseminate information to formalize project completionC. Monitor the specific project results to determine if they

comply with relevant quality standardsD. Transfer all the project records to the project owners

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Preparing for the Exam

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Reasons people fail the exam

They do not read all the questions correctly

h d d ll h h i i hThey do not read all the choices in each question

They are too nervous

They have not studied enough or use source books other than the PMBOK®

They believe they can rely purely on experience

They have not taken a PMP® pre course

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Personalized Study Guide

Take the Practice/Diagnostic test; identify strong/weak areas

Take a PMP Exam Prep Class, find out what you do/don’t know

Read the PMBOK® Guide and Glossary carefully

Review the PMBOK® data flow diagrams; process interactions

Read the PMI Code of Ethics & Professional Conduct

Do plenty of practice questions, look up unknown concepts

Use the internet; “PMP + any topic”; look for 5th Ed. updates

P i “ l i i ” h PMBOK Practice “explaining” the PMBOK processes

Practice “filling in” the PMI PM Process table

Get in a study group

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Any Questions?

If you have questions later:

doescher@bmcdoescher@bmc‐‐online.comonline.com

Bill Doescher, P.M.P®

Practice Test / DiagnosticPractice Test / Diagnostic30 Questions, 36 minutes

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