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The Bellwether Partners

www.thebellwetherpartners.com

The PMP CRAM

The Guide to Pass the PMP

PMP CRAM: This guide provides key themes and knowledge areas for preparation the PMP Exam.

It is meant to augment PMP Texts and the PMBOK Guide. This guide contains study themes and

guidelines. Using the themes provided will be a key to passing the exam. The themes should be

considered when evaluating the exam questions.

The PMP CRAM is a tool to be used before taking the PMP Exam. The objective for the PMP CRAM

is to minimize going back to a PMP Text or PMBOK at the last stages before taking the PMP Exam.

The PMP CRAM should help you identify areas here you need to go back to the Text or PMBOK.

The PMP CRAM should contain all of the formulas that are needed for the test with many examples

and calculations. PMBOK subject matter is summarized and key points for the Exam are highlighted.

The PMP CRAM can be used as a trigger to highlight areas where a refresher is needed. The PMP

CRAM is a supplemental tool for preparing for the Exam.

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The Project Manager is ultimately responsible for the project. This is a key theme. There will be

many questions on the responsibility of the Project Manager.

Never rely on your Project Management experience. This will get in the way of passing the test.

You must always think in PMBOK terms.

The Project Manager should not defer to the stakeholders, the sponsor, the customer, or the team

when making project decisions.

The earlier in the project lifecycle, the more risk associated with the project. This is because

decisions are being made with little information to rely on.

A project in a temporary endeavor to develop a specific product. The team members are released

after the project during the project closing process.

The earlier in the project lifecycle, the more influence the sponsor and management have on the

project.

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Historical (Analogous) records are very valuable. They provide inputs to the all the major process

areas.

Lessons Learned are very valuable and should be developed at the end of each project phase, not

merely at the end of the project.

Utilize expert knowledge from past projects. Use a Project Plan from a similar project as a

template or starting point.

Progressive Elaboration is a key PMBOK theme. It simply means you will gain more information

as you progress on the project. As you continue to get more information, the Project Manager will

adjust the Project Plan and the associated baselines (Scope, Time, Cost).

There are five major Process Groups: Initiating, Planning, Executing, Monitoring and

Controlling. There are 42 processes within these Process Groups. Each process has inputs, tools

and techniques, and outputs. The output of one process always becomes the input to another

process. The following pages detail the process groups.

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The key Initiating processes:

Initiating

Processes

Develop Project

Charter

Designate project

manager

Define high level

requirements

Identify

stakeholders

Define the

business case

Define the

project product

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Planning Processes

Prepare Project

Management Plan

Create WBS Plan

Communications

Create Scope

Management Plan

Create Scope

Statement

Plan Procurement

Create Network

Diagram and

Critical Path

Define Activities Estimate time and

cost

Create activity list Sequence Activities Develop roles and

responsibilities

Estimate activity

durations

Develop Schedule Estimate resource

requirements

Estimate Costs Develop Budget Develop process

improvement plan

Prepare Quality

Plan

Prepare Human

Resource Plan

Determine team

make-up

Plan Quantitative

Risk Analysis

Develop process

improvement plan

Gain approval of

plans

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Executing

Processes

Direct Project

Execution

Perform Quality

Assurance

Use risk and issue

logs

Acquire Project

Team

Manage Project

Team

Review change

requests

Use the work

authorization

system

Report Status of

Scope, Cost,

Schedules

Perform Quality

Assessment

Manage

Stakeholder

Expectations

Execute the work

according to plan

Perform Risk

Assessment

Conduct

procurement

Evaluate team and

performance

Use the work

authorization

system

Facilitate conflict

resolution

Produce work in

Project scope

Prepare Lessons

Learned

Perform

Procurement plan

Hold team building

meetings

Evaluate team and

performance

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Monitoring and

Controlling

Processes

Monitor and

Control

Project Work

Monitor and

Control

Risks

Perform Integrated

Change Control

Control Costs Control Schedule Perform Quality

Control

Control Project

Scope

Control Project

Costs

Control Project

Schedule

Report and Measure

Performance

Review variances in

time, cost, scope

Take Corrective

Actions

Manage Change

Requests

Perform integrated

change control

Inform stakeholders

of approved

changes

Perform Risk

Audits

Create budget

forecasts

Get acceptance of

interim deliverables

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Closing Processes

Validate work to

requirements

Complete

procurement

closure

Gain acceptance of

product

Complete final

performance

reporting

Archive project

records

Complete lessons

learned

Hand-over

completed project

Release team

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NPV (Net Present Value) and PV (Present Value). The calculations are based on the time value of

money. NPV factors in costs, PV does not. For the exam, you need to know that an NPV > 1 is

good. You will find the NPV used is several questions. At times the NPV value will be in the

wording of the question, but irrelevant to the answer.

Expert knowledge is an input to all processes. It is usually a good bet that it is a correct answer

when listed as a choice in the exam questions.

The Project manager should address issues with open and honest communications. The Project

Manager should confront issues. This is a best practice.

Use templates whenever possible. Never start with a blank slate. This process is the utilization of

historical data. The template is a corporate asset.

Stakeholder management is an ongoing process throughout the project. There is the most

stakeholder involvement at the beginning of the project.

The success or failure of a project is determined during the planning process.

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The Work Breakdown Structure (WBS) is a ‘must have’ for the Project Manager. The WBS is

graphical. It is created in a top down fashion using decomposition. Each node has a unique

identifier. The lowest level is the work package, the actual work to be performed. The work

package provides enough detail for the team member(s) to do the work.

The Project Manager should always evaluate before taking action. This will be a key to many

questions. If there is a choice between taking action and evaluating, evaluation is most likely the

correct answer. This approach will help on many exam questions.

The people doing the work, the team, should estimate the work. This is bottom-up estimating.

The most important task and skill of a Project Manager is communication. A Project Manager

spends at least 80% of his time communicating. 50% of his time is communicating with the project

team.

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The Project Team should be involved in all planning activities.

The Project Plan is an all encompassing document that contains cost, time and schedule baselines

that will be refined over the course of the project. PMBOK requires the changing of the baseline

as changes are approved. This may not reflect your experience but you must think in PMBOK

terms.

Project changes will occur. Changes should be expected, managed and controlled by the Project

Manager. Changes can be positive or negative.

The Project Manager should be proactive in controlling and often impeding change.

Earned Value Analysis is the best cost controlling technique.

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Quality is planned into the project, not inspected in. This process results in lower cost because

there are fewer defects and less rework.

Risk analysis in an ongoing process. It is iterative. The Risk Plan is developed early in the Project

and is progressively elaborated during the project. The Risk Plan is one of the 14 components of

the Project Plan.

Preventing a Risk is the best route. Mitigation is the next best route. Mitigating a risk is to make

the risk less.

Closing processes (e.g. administrative closure) is performed at the end of each phase of a project,

not merely at the end of the project. In PMBOK terms, treat all phases like a project.

Project Administrative Closure entails completing all documentation and releasing the team

members.

A regulation is an official document that must be followed. It may be issued by a regulatory body

such as the AICPA or the FCC.

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A standard is a guideline issued by a recognized body but it is not mandatory to follow.

Stakeholders are project participants that have a vested interest in the project. They have ‘skin in

the game’.

The Project Management System (PMIS): It is a tool to support planning, scheduling, and

distributing information. It is also used to store and deliver documentation.

Approved change requests are incorporated in the scope, cost, and schedule baselines.

The Change Control Board is incorporated in many questions. Be careful here! Remember it is

the Project Manager in charge and makes key decisions. The Project Manager never defers to the

Change Control Board for decisions. When the Change Control Board is offered as an answer to a

question, it is usually a bad choice.

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Internal Rate of Return (IRR) is used express the projects in terms of an interest rate. A higher

percent (IRR) is good. An IRR of 10% may not be a good return on the investment. An IRR of

200% would be exceptional.

Opportunity Cost: This is the cost of passing up one opportunity for another. For example, If

would get a benefit of $100,000 from project A and choose Project B because the benefit would be

greater, $200,000. The opportunity cost would be $100,000, the cost of not doing Project A.

The Risk Management Plan is proactive, not reactive. Every risk must be entered into the Risk

Register. The Risk Register becomes a component of the Risk Management Plan.

Scope Management: Identify scope, evaluate, perform integrated change control process

(accept/reject), control scope process (process accepted change).

The project cost and schedule is dependent upon accessing project risks. Risks should be discussed

at all status meetings.

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Stakeholders are involved throughout the project. Their roles include identifying and managing

risks, reviewing deliverables, and developing lessons learned.

Organizations have historical information that can be used for projects, including: project plans,

WBS with work packages, lessons learned, and project risks. All of these can be used as templates

for new projects.

The project manager is responsible for the procurement process and ensures that the contracts

are adhered to and approved in a formal manner (written).

All changes must be formally approved. Changes typically require changes to the Scope, Cost, or

Schedule Baselines. Changes impact the triple constraints.

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The project management plan is approved by approved by the sponsor, key stakeholders, and the

project team. It is realistic that the parties agree that the project can be completed as planned.

The project manager is responsible for ensuring that everyone has the same understanding

regarding the scope, schedule, and the product to be delivered.

The project is not complete until the customer approves the product and all artifacts are archived

by the project manager.

The project manager must adhere to all organizational policies.

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The PMBOK definition of quality is ‘conformance to quality’ and ‘fitness of use’.

All requirements in the contract must be met. The project cannot be closed until all requirements

are met.

Quality is planned in, not inspected in. Everyone is involved in quality.

Risk Management: Incentives should align the sellers and buyers goals. Every contract should be

a ‘win/win’ for both sides. When answering Risk Management questions, evaluate the perspective

of the buyer and the seller.

The buyer is the organization issuing the Request for Proposal (RFP). The seller is the company

responding to the RFP and providing their response via a Proposal for goods or services.

Consider who bears the risk. For example, in a fixed bid the seller assumes the risk as fees cannot

be changed. In a Time and Materials Contract, the buyer bears the risk because the buyer pays

for costs and expenses incurred. This is usually a good option when scope is hard to define.

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Risk Management will change the Project Plan in all project phases and processes.

Project communication for procurement processes must be formal and written. Verbal

Communications is not appropriate for procurement processes.

The three types of contracts are fixed fee, cost reimbursable and time and materials. Consider the

risk for the buyer and the seller. Always look for the win/win scenario.

Always consider the triple constraint (time, cost, scope) before taking corrective action. The time,

cost, and scope baselines must be updated when changes affect the baselines.

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When answering professional responsibility questions, take the high road. These are ethics

questions. Do not consider your personal experiences or practicality. Always take the high road.

The three organizational types are: functional, matrix (strong balanced, weak) and projectized.

The Project Manager has the most power in a projectized organization followed by the strong

matrix.

When answering professional responsibility questions, take the high road. These are ethics

questions. Do not consider your personal experiences or practicality. Always take the high road.

The triple constraint: (Scope, Time, Cost) A change in one will affect at least one of the other two

constraints. In this case, the baselines must be changed.

The Project Manager must conform to the PMI Code of Contact. The four values outlined in the

code are: Responsibility, Respect, Fairness, and Honesty.

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There are two methods to compress a schedule Crashing and Fast Tracking. Crashing adds

resources to compress the schedule. In PMI terms Crashing always increases project cost. Fast

Tracking ignores dependencies and adds risk. Evaluate if cost is an issue when reading the

question. If cost containment is important, fast tracking is the best answer.

The cost of preventing defect is less costly than depending on inspection. The practice of

prevention will avoid rework.

The project sponsor has ultimate responsibility for project sign-offs. This is because the sponsor is

funding the project. In this respect the sponsor is more important than the customer!

Adding extra features is gold plating and must be avoided. The Project Manager should not defer

to the customer for added features even if the cost or schedule is not impacted.

The rule of seven states that when seven consecutive data points appear on one side of the mean on

a control chart signify that the process is out of control.

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No work should be performed that is not in the WBS. If the work is not defined in the WBS it is

out of scope. Performing this work is gold plating, a PMBOK ‘no-no’.

Although co-location has traditionally been preferred for a project team communication, virtual

teams can be managed as effectively. It is the Project Managers’ role to find the means to

communicate, often deploying technology for virtual teams.

The involvement and approval of the sponsor is one of the keys to a successful project. The

sponsor pays for the project and must approve deliverables.

The sponsor’s key role is to fund the project but the involvement in the approval process is also

essential.

Project Communication for all procurement processes must be formal and written.

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The three types of contracts are fixed fee, cost reimbursable and time and materials. Some

examples:

Firm Fixed Price (FFP), also called Fixed Fee: The price is fixed and the risk rests with the

seller, or provided of goods or services.

Fixed Price Incentive Fee (FPIF): The fee is fixed with an incentive to the seller for meeting

or exceeding goals. The risks are shared between the seller and the buyer.

Cost Plus Fixed Fee (CPFF): The seller passes the cost to the buyer and gets a fixed fee for

completion. Although the risk is shared, it lies mostly with the buyer.

Cost Plus Incentive Fee (CPIF): The seller passes the cost to the buyer and passes an

incentive for a meeting a target or deliverable. The risk is well balanced in this scenario.

Time and Materials: In this scenario, the seller passes the cost of all time incurred plus and

expenses incurred. The buyer assumes the risk in this type of contract. This is often the best

when project scope is not well defined well.

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Human Resource Management entails: Developing the Human Resource Plan, Acquiring the

Project Team, Developing the Project Team, Managing the Team.

A program is a group of related projects that have a common interest or goal for the organization.

A portfolio is a program that is strategic to the company.

Conflict Resolution Techniques include:

Problem Solving: This involves confronting a problem, not the person.

Compromise: Each party sacrifices something.

Withdrawal: Avoidance

Smoothing: Plays down the problem

Forcing: Use of power

Collaboration: Working together for a win/win resolution.

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The Project Manager should not defer to the Program Manager. The exception would be if

corporate policy dictates that the Program Office has specific authority in certain situations. The

may be several questions relating to this theme.

Sources of Conflict: In many cases conflict occurs between project and functional managers.

Conflict result from issues regarding schedules, resources, and priorities.

Formal written is the preferred mode for contracts, project documents, and important project

communications.

A deliverable is a tangible, verifiable work product. It should be approved by the Project Manager

and the Sponsor and often the customer.

Risk response strategies include:

Transfer: move to another party (outsourcing)

Avoid: eliminate cause

Mitigate: reduce the impact or probability

Accept: Do nothing

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The lowest level of the Work Breakdown Structure (WBS) is a deliverable, the work package.

The process groups are iterative. Do not confuse them with project phases which are linear.

In a matrix organization, the authority is shared between the Project Manager and the

Department Manager. The more power that the Project Manager has, the stronger the matrix.

The basic diagramming tools of quality are:

Cause and Effect Diagram (Ishikawa Diagram, Fishbone Diagram)

Pareto Chart

Run Chart

Scatter Diagram

Control Chart

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The cost, scope, and schedule baselines will be modified as the processes are changed. Note: This is

not how most experienced Project Managers think!

Project Planning Processes entail 21 of the 42 processes.

The Project Plan is a collection of plans that are developed progressively during the project. The

components of the Project Plan:

Change Management Plan

Configuration Management Plan

Scope Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Process Improvement Plan

Human Resource Plan

Communications Plan

Risk Management Plan

Procurement Management Plan

Scope, Cost, Schedule Baselines

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Project Payback Period: This is the time that it takes the project cost. If the project cost $100,000.

The payback period would be two years at $50,000 per year.

The Project Manager is responsible for the strict adherence to scope management. This means

that the only work to be done is the work to successfully complete the project. All work is defined

in the WBS.

To define scope this is order of processes: Define Project Charter, Identify Stakeholder, Collect

Requirements, Define Scope.

The Requirements Matrix includes:

Requirements Identification Number

The Source o the requirement

Who owns the requirement

Who manages the requirement

Requirement status

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A Project Charter Plan is not a Project Plan. The Project Charter is used to initiate the project.

There will be several questions relating to the Project Charter on the exam.

The Work Breakdown Structure (WBS) is the basis for project planning. It is done early in the

planning process. The WBS becomes input to the process of defining activities.

A Pareto Diagram graphically shows the causes of defects or problems. It graphs the frequency of

defect occurrence to help focus on the most critical quality problems.

The Project Charter is developed by executive management. It names the Project Manager.

Without the Project Charter, the Project Manager has no authority.

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The Project Charter does not contain project details. It states the project mission, the product,

general costs, and a timeline. It names and legitimizes the Project Manager. If there is no Project

Charter the Project Manager has no authority.

Sunk costs cannot be recouped. If a project is cancelled after incurring cost of $200,000. This is a

sunk cost.

The WBS includes the work to be done on the project. If the work is not included in the WBS it

should not be done.

Scope definition is an input to the WBS. The WBS is an input to creating the activity list.

Time Management: PMI utilizes the Critical Path Method (CPM) and the Planning Evaluation

Review Technique (PERT) and the key tools for time management.

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The time management process begins after the WBS is complete. A key process is the sequencing

of activities. It entails: defining activities (activity list), sequencing activities, developing network

diagrams, developing project schedule.

The Time Management planning processes are:

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Analogous (top down) estimating can be used to estimate activity durations. This estimating is

based on historical information from previous projects.

PERT or three point estimating is also used. Three estimated are obtained. Pessimistic, Realistic,

and an Optimistic estimates are obtained. Standard Deviation is also utilized.

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The Time Management formulas follow:

Time

Formulas:

PERT (three

point

estimates)

Pessimistic,

Optimistic,

Real (Most

Likely)

Three

Point=(P+(4ML)+O)/6

Pert

estimate:

4.166

Pessimistic:6

Most Likely: 4

Optimistic: 3

Standard

Deviation

Pessimistic

minus

Optimistic

divided by six

SD=(P-O)/6 SD: 0.5 Pessimistic:6

Optimistic: 3

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Slack Formulas:

Slack (Float): The

amount of time an

activity can be

delayed without

impacting the

critical path

Slack=LS-ES

or

Slack=LF-EF

ES and LF will be

provided on the exam

Forward Pass EF=+ES+Duration-1 May be provided on the

exam

Backward Pass LS=LF-Duration+1 May be provided on the

exam

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Three types of time management reports are utilized. Network Diagrams used to calculate the

critical path. Gantt Charts (Bar Charts) are also developed. They depict grouping of activities

over time. Milestone Charts are graphical and highlight project milestones over time. Gantt and

Milestone Charts are management reports used for executive reporting. Milestone Charts are the

number one preference for management reporting.

The Delphi technique is a form of expert judgment. Experts are polled independently and the data

is collected. The experts do not share information with each other.

The Cost Baseline is the Project Budget. As cost change during the project, the Cost Baseline must

be modified. Changes are expected and the as approved changes impact the cost.

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Cost Management: Earned Value Analysis is the basis for the PMI cost analysis. All formulas must be

memorized. The cost formulas and examples follow:

Earned Value

Formulas:

Formula

Definition:

Description: Formula: Example:

Budgeted at

Completion

BAC BAC is the project

budget.

$500,000

Planned Value PV How much work should

have been completed at

a point in time?

Planned

Percent

Complete

times BAC

40% should have

been completed

after six weeks.

$500,000

PV=$200,000)

Earned Value EV How much work was

completed during the

given period of time?

EV=Actual

Percent

Complete

times BAC

30% completed at

the end of six weeks.

EV=$150,000

Actual Cost AC The $ spent over a

period of time

$180,000 was

spent over six

weeks

AC=$180,000

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Cost Variance CV (Cost) The difference what we

Expected to spend and

what was spent!

CV=PV-AC PV: Expected to

spend:

$200,000.

Spent: $180,000

Cost Variance:

+$20,000

Schedule

Variance

SV The difference of where

we planned to be and

where we are!

SV=EV-PV EV: $150,000

PV: $200,000

SV: - $50,000

Schedule

Performance

Index

SPI SPI (Schedule) Greater

than one is good. That

means the project is

ahead schedule.

SPI=EV/PV EV: $150,000

PV: $200,000

SPI: .75. The

project is behind

schedule.

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Cost Performance

Index

CPI (Cost),

greater than

one is good.

That means

the project is

ahead on

cost.

The rate that the

project is tracking in

terms of cost...

CPI=EV/AC EV:$150,000

AC:$180,000

CPI: .08833

Project is over

budget and is doing

badly regarding

cost.

Cumulative

CPI

CPIc The rate at which the

progressing from the

beginning to a point in

time.

CPIc=EVc-

ACc

Total each period

EV and AC and

make calculation.

CPIc Example: EV EVc AC ACc

Month1 $100,000 $100,000 $80,000 $80,000

CPI: EV/AC CPIc: EVc/ACc

1.25 1.25

Month2 $150,000 $250,000 $200,000 $280,000

CPI: EV/AC CPIc: EVc/ACc

.75 .714

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Estimated at

Completion

EAC Project the total cost at

completion based on

project performance.

EAC:

BAC/CPI

Many ways to

calculate. This may

be the most simple.

BAC:$500,000

CPI: .0883

EAC: $556,251

To-Complete

Performance

Index

TCPI (BAC-EV)/(BAC-AC) BAC:

$500,000

EV:

$150,000

AC:

$180,000

TCPI: 1.09

>1 is good

Estimated to

Completion

ETC Projecting how much

more will be spent

ETC=EAC-

AC

EAC:$441,000

AC: $180,000

ETC:$261,000

Variance at

Completion

VAC Difference between

what was budgeted and

actually spent

VAC=BAC-

EAC

BAC:$500,00

EAC: $441,00

VAC:$ 59,000

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The key facts about critical path. It is the longest sequence of activities. There is no slack, or float.

It is the focus of any compression of the project schedule. The float or slack is zero for any node on

the critical path.

Six Sigma utilized standard deviation as a measure of quality, the measurements:

Plus/minus three standard deviations from the mean. 99.73% of all

items are acceptable.

Plus/minus six standard deviations from the mean. 99.999998% of all

items are acceptable.

The Monte Carlo technique is a computer simulation task for risk analysis.

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The three methods for presenting the project schedule are: Network diagrams, Milestone Charts,

and Gantt Charts. Milestone and Gantt Charts are used for reporting to management, status

meetings. Network Diagrams are diagnostic tools for calculating the critical path and identifying

scheduling risks.

There are two methods to compress a schedule. Crashing that adds resources to compress the

critical path. Fast tracking that performs critical path in parallel. Crashing adds cost. Fast

tracking adds risk.

The Risk Management Plan is structure to avoid risk, nor merely to react to risk.

Processes of Integration Management: Develop Project Charter, Develop Project Management

Plan, Monitor and Control Project, Manage Project Execution, Perform Integrated Change

Control, Close Phase or Project

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The three levels of estimating accuracy are: order of magnitude (-25% to + 75%, budget) (-10%

to + 25%), and definitive (-5% to + 10%).

Contingency is a buffer built into the project schedule to mitigate risk.

The Project Manager is ultimately responsible for Quality, Risk, Cost, Scope, and on.

Risk Management will affect all process groups.

Risk Management will change the project plan during planning, executing, and controlling.

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Adding extra features not in the WBS is gold plating and must be avoided. Be careful that you

avoid the customer is always right motto. Exam questions may paint a good scenario for helping

the customer. PMBOK requires that the Project Manager keep a rigorous adherence to the Scope,

Cost, and Time Baselines.

Project Communications associated with Procurement should be formal (written).

Project Changes should be expected, planned for, and well managed.

The Code of Ethics and Professional applies to all Project Managers associated within the PMI.

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Changes should be proactively managed by the Project Manager.

Out of Scope changes must be avoided. This is gold plating.

Scope verification ensures that the work product if formally accepted.

Quality assurance ensures the correctness of the work.

Progress Reporting: 50/50 Rule: An activity is completed 50 percent complete when it begins and

gets credit for the last 50 percent when it completes. 20/80 Rule: An activity is considered 20

percent complete when it begins and gets credit for the last 80 percent when it is completed. 0/100

Rule: An activity does not get credit for partial completion: It only gets credit for full completion.

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Lessons learned are important input and output of all project phases.

The Project Manager must:

Influence the factors that cause change

Detect when a change has occurred

Manage and control change

Proactively influence the factors that effect change

Earned value is the preferred project controlling and reporting technique

For the test, performance indexes >1 are good, <1 are bad. This is true for all indexes.

Cause and Effect Diagrams: These are also called Fishbone Diagrams or Ishikawa Diagrams.

They are used in Perform Quality Control to determine how different factors may cause quality

problems.

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The key quality control tools and techniques are: Control Charts, Pareto diagrams (80/20 rule),

Ishikawa diagrams (Cause and Effect, Fishbone), trend analysis, and statistical sampling.

Preventing a risk is preferred to mitigating a risk.

All risks are entered into the Risk Register. It is part of the Risk Management Plan and is updated

during the course of the project.

A key to risk management is to have a response or mitigation strategy ready.

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The five type of power are legitimate, coercive, reward, expert and referent.

Legitimate (Power): given based on position/title

Coercive (Punishment): punishment for goals not met

Reward: give rewards or recognition

Expert: power because of subject matter expertise (SME)

Referent: based on respect or charismatic personality

The Exam will favor reward and expert as the favorite styles.

Work Breakdown Structure (WBS) Dictionary: describes the attributes of each node on the WBS.

This is necessary because the WBS is graphical. The Dictionary contains time and cost estimates,

responsibility for the work, deliverable information such as due dates.

The Scope Baseline contains the Project Scope Statement, the WBS, and the WBS Dictionary.

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The Project Manager is ultimately responsible for all project decisions.

The near Critical Path is the path closest to the Critical Path.

The project team members should resolve issues when possible.

The Project Manager never defers a decision to the project team, the sponsor, the customer or

stakeholders. This is a key PMBOK theme and probably opposes your frame of reference and

experience.

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Communication Channels: This is the possible formal or informal channels on a project. When the

calculations are done, the effect of increasing people on a project is evident. The formula:

Communication

Communication

Channels

n is the

number of

people on the

project

n(n-1)/2 5 people

10 people

100 people

Channels:

5 people, 10

channels

10 people, 45

channels

100 people, 495

channels

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Administrative Closure includes the updating and finalization of records.

Administrative Closure includes the release of the project team.

The closure of the contract is formal and written.

The two closing processes are Close Project or Phase and Close Procurement.

Lag is the inserting of waiting time into the schedule.

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Some keys for analyzing test questions:

Read the last sentence of the question first. Then read the question. There are times when the

actual question is the last sentence. Everything else may be irrelavent.

The questions are very often paired sets. That is two questions can be eliminated. Then focus on

the two answers remaining. One is better than the other.

Remember the PMP themes. A question will have at least one theme embedded in the questions.

Ask yourself the question: What PMBOK themes are present?

Most questions have extraneous information (background noise). This is information that is not

pertinent to the question. Try to filter out the background noise. Do not be distracted.

Be careful of made up terms. If you have not seen the term in PMBOK. It has been offered in an

answer as a trick.

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Some tips for taking the test:

Memorize all the formulas. This is a must!

You will be given some scrap paper. Before you begin the test, write down all the formulas.

Practice this as a drill before you take the test. The reason for doing this is you will waste time,

become nervous, and make mistakes if you don’t.

Tip: Ask for more scrap paper than you are given.

If a question is very long or you do not understand it, mark it and come back to it after you

complete the rest. Manage your time.

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If you are very unsure of a question, mark it. Be careful not to mark too many questions. Trust

your first choice and your intuition.

Take a checkpoint after 20 or 30 minutes. This will benchmark your time. If you have made

good progress, it will help you relax. If not, you may have spent less time on questions and

start to use your intuition more.

Go back to the marked questions when you complete the test.

And finally, don’t overanalyze. Go with your intuition.

Good luck!