PMTraining PMP Knowledge Area Tips PMBOK6

PMP Knowledge Area Exam Concepts & Tips
Project Lifecycle and Organization Exam Tips
A project phase is not a Project Management Process Group

!
When you see questions on the exam regarding organizational structure, be sure you
! know which structure the question is related to. The right answer will depend on it.
All About Project Management Processes Exam Tips
Remember that the PMI’s Guide to the Project Management Body of Knowledge
! (commonly referred to as the PMBOK Guide) does not represent the entire project
management body of knowledge. The PMI’s PMBOK Guide is a subset of the Project
Management Body of Knowledge and contains the generally agreed best project
management tools and techniques.
The PMBOK Guide is based on The Standard for Project Management that is a
! American National Standards Institute (ANSI) standard.
The PMI’s Code of Ethics and Professional conduct includes both aspirational and
! mandatory standards. For the PMP exam, do not think of the aspirational standards as
optional standards.
Within the PMBOK Guide, page 25 is critical. The table on this page shows the
! relationship between each process and its associated Knowledge Area and Process
Group. We recommend that you “Memorize” this page or know it very, very well. In
many cases, the majority of the exam questions you will see will be related in some way
to having knowledge about the Process Groups and Knowledge Areas.
In the real world and for the exam, you want to follow the processes in the planning
! group and attempt to complete each one as fully as possible. For the exam, the project
planning process involves everyone. The project plan and documents are compiled by
the project manager with input from stakeholders. Don’t forget that you have
Enterprise Environmental Factors and Organizational Process Assets. These contain
items such as historical records from previous projects, company policies, and other
similar information that may also be utilized in planning the project.
Content Note: Page references mentioned herein refer to the PMBOK® Guide – Sixth Edition (PMI® PDF Version)
Copyright © PMTraining, SSI Logic. All Rights Reserved.
Duplication of this material is not permitted without express consent of PMTraining, SSI Logic.
Visit www.PMTraining.com for tools and resources on PMP training.
For the exam, you must assume proper project planning was done before the project
! work began. You need to get your mind around the critical difference planning makes
and assume the project has been properly planned as you answer the questions. It is
surprising how few project managers create a realistic plan or get it officially approved.
In the real world, and in the world of the exam, that would be a huge mistake.
A project manager should be spending time preventing problems, so he or she does not
! have to spend time solving them. Meetings can consume a great deal of the project
team’s available time. Many project managers do not realize that proper planning can
decrease the number of meetings they need, making meetings only minor activities. You
don’t want to meet for meeting sake nor do you want to waste the time of a meeting on
simple status updates when that can be captured in other more efficient ways.
You need to be able to identify what you are not doing, or what you are doing wrong in
! the real world and leave those practices at the door. You will be penalized in the exam if
you follow your poor real world practices. You want to keep the words “work to the
project management plan,” “be proactive,” “manage,” and “guide,” in mind as a way to
summarize executing activities while you take the exam. This frame of mind will ensure
you have your PMI hat on when taking the exam.
Assume the following when facing subject matter related to the Monitoring and
! Controlling Process Group:
▪ You have a project management plan that is realistic and complete.

▪ You have plans already in place for how and where you will measure time, cost,
and scope performance against the performance measurement baseline.
▪ You are accountable for meeting the performance measurement baseline.
▪ You also measure against the metrics you have determined for the project and
included in the project management plan to see how the project is performing.
▪ You can act to correct any variances that warrant action.
▪ Any deviation from the plan should be made up, rather than requesting a change
to the project to accommodate them. Submitting a change request should be the
very last resort and only used if there is no other way to make up the deviation.
The PMBOK Guide page 47 is critical; it summarizes different organizational structures

! and their influences on organizational projects.
Project Integration Management Exam Tips
You need to know the following about a Project Charter for the exam:
!
▪ The project charter formally recognizes/authorizes the existence of the project,
or establishes the project.
▪ It gives the project manager the authority to spend money and commit corporate
resources.
▪ The project charter provides the high-level requirements for the project.
▪ It links the project to the ongoing work of the organization.
Here is a trick to understanding the topic of management plans for the exam. Know
! that management plans look forward in time, and that there are management plans for
most knowledge areas:
▪ Scope Management
▪ Schedule Management
▪ Cost Management
▪ Quality Management
▪ Resource Management
▪ Communications Management
▪ Risk Management
▪ Procurement Management
▪ Stakeholder Engagement
There are also the following management plans:
▪ Change Management Plan

▪ Configuration Management Plan
▪ Requirements Management Plan
Please note the confusing terms. If the exam talks about Direct and Manage Project
! Work, it is NOT talking about the entire executing process group. Instead, it is just
talking about the integration piece of executing.
Keep in mind that a project must be controlled. If the exam asks what you should do if
! a work activity on the project takes longer than estimated, the answer is to take
corrective action to make up for the schedule variance. Such action always keeps the
project on or close to schedule and allows the project manager to feel comfortable that
the scope will be completed according to the budget and schedule agreed to. This is the
value of controlling the project.
Integrated change control is an important topic to know. There can by around 10% of
! the exam question that touch on this one topic from different angles.
For the exam, assume that all projects have change control boards.
!
Be sure to remember for the exam that as project manager you always close out a
! project, no matter the circumstances under which it stops, is terminated, or is completed.
Always remember that most of the project management processes are iterative. Any
! process can be revisited as required.
Agreements, memorandums of understanding (MOUs), service level agreements (SLAs),

! letters of agreement and letters of intent are all forms of legal documents establishing a
contractual engagement between two parties.
Do not confuse organizational process assets and enterprise environmental factors as

! internal and external project factors. Enterprise environmental factors can be internal to
the performing organization, e.g., existing human resources and project management
information system.
Whenever the PMBOK Guide mentions “Expert Judgment”, do not assume it is

! referring to an executive decision being taken by the project manager. Expert judgment
is usually obtained from the subject matter experts and this may include the project
manager.
“Outputs from Other Processes” is an input to the Develop Project Management Plan
! process. This refers to the subsidiary project management plans developed during
planning processes across each knowledge area.
Always remember that a corrective action fixes some of project work to bring it back in
! alignment the project management plan. On the other hand, a preventive action ensures
that a mistake will not happen or be repeated in the future.
You should remember the names of the data analysis techniques mentioned as the tools
! and techniques of the Monitor and Control Project Work process. While these tools and
techniques may not be discussed in detail in the PMBOK Guide, it is valuable to
familiarize yourself with them.
Work performance reports are not the same as work performance information. The
! work performance report is a physical or electronic representation of the work
performance information. The work performance information is the processed form of
the work performance data.
You should remember that collecting, analyzing, acting upon and documenting lessons
! learned is an ongoing activity and is not only performed at the end of the project.
One of the emerging techniques in project management is the use of visual tools. Some
! teams use visual management tools, such as Kanban boards and Burndown charts, rather
than written plans and documents, to provide a real-time overview of the project.
Project Scope Management Exam Tips
How the PMBOK Guide outlines the best practice for scope management and how you
! manage it in the real world might be different. There are a lot of acceptable ways to
manage scope. For the exam, you want to be in the mindset of what the PMBOK Guide
describes as the scope management process, which is:
▪ Make sure all requirements support the business need of the project as described
in the charter.
▪ Sort through and balance the needs of the stakeholders to determine product
scope and project scope.
▪ Create a WBS (Work Breakdown Structure) to break the scope down to small,
more manageable pieces.
▪ Validate that the scope of work planned is actually being done.
▪ Measure scope performance, and adjust as needed.
Scope creep refers to uncontrolled expansion to product or project scope, without

! adjustments to time, cost, and resources. The first step to prevent scope creep is the
definition of a well-structured project scope management plan.
The Define Scope process is important on the exam for the following reasons:
!
▪ Project managers complain about unrealistic schedule and do not realize the
unrealistic schedules are their fault because they have not followed the iterations
process described previously.
▪ Project managers spend a large portion of their time, while the work is being
done, looking for options to adjust the project and still meet the project schedule
and budget. Therefore, all the tools used in planning to come up with a realistic
schedule and budget, such as negotiating scope and fast tracking, are also major
activities while the work is being done.
There can be many references to the Work Breakdown Structure (WBS) on the exam. In
! short, remember the following. A WBS:
▪ Is a graphical picture of the hierarchy of the project

▪ Identifies all the deliverables to be completed – if it is not in the WBS, it is not
part of the project
▪ Is the foundation upon which the project is built
▪ Is VERY important
▪ Should exist for every project
▪ Forces you to think through all aspects of the project
▪ Can be reused for other projects
▪ Does NOT show dependencies
Project scope is the work that is required to be completed. Always remember; scope =
! work.
Always remember that the scope management plan doesn’t contain the project scope.
! The scope management plan is a project plan that tells how scope will be identified,
managed and controlled.
There are many tools and techniques associated with the Collect Requirements process.
! The PMBOK Guide does not discuss these tools and techniques in great detail. While
these tools and techniques may not explicitly be mentioned in the PMBOK Guide, it is
valuable to familiarize yourself with them.
The Create WBS process is the process that defines the scope of the project. The scope
! baseline is the output of this process.
The Validate Scope process should be performed for every project deliverable, or a
! group of deliverables, being presented to the customer or sponsor.
In projects with evolving requirements, high risk, or significant uncertainty, it might not
! be feasible to define the project scope early during the project. An emerging trend is to
use Agile approaches on such projects where agile teams deliberately spend less time
trying to define and agree on scope in the early stage of the project and focus on its
ongoing discovery and refinement.
On Agile projects, the requirements are sometimes called as the project backlog.
!
Project Schedule Management Exam Tips
The following are important points to understand about estimating for the exam:
!
▪ Estimating should be based on a WBS to improve accuracy.
▪ Estimating should be done by the person doing the work whenever possible to
improve accuracy.
▪ Historical information from past projects (part organizational process assets) is a
key to improving estimates.
▪ A schedule baseline (like cost and scope baselines) should be kept and not
changed except for approved project changes.
▪ The project schedule should be managed according to the schedule baseline for
the project.
▪ Changes are approved through integrated change control.
▪ Estimates are more accurate if smaller size work components are estimated.
▪ A project manager should never just accept constraints from management, but
should instead analyze the needs of the project, come up with his or her own
estimates, and reconcile any differences to produce realistic objectives.
▪ A project manager may periodically recalculate the estimate to complete (ETC)
for the project in order to make sure there is adequate time (and funds, etc.)
available for the project.
▪ Plans should be revised during the project as necessary with approved changes.
▪ Padding is not an acceptable project management practice.
▪ The project manager must meet any agreed upon estimates.
▪ Estimates must be reviewed when they are received to see if they are reasonable
and to check for padding and risks.
▪ Estimates must be kept realistic through the life of the project by re-estimating
and reviewing them periodically.
▪ Estimates can be decreased by reducing or eliminating the risks.
▪ The project manager has a professional responsibility to provide estimates that

are as accurate as feasible and to maintain the integrity of those estimates
throughout the life of the project.
For the exam, you MUST memorize these formulas and know that they can be used for
! both time and cost estimates.
▪ Expected Activity Duration (PERT/Beta Distribution) = (P + 4M+ O) / 6

▪ Expected Activity Duration (Triangular Distribution) = (P + M+ O) / 3
▪ Activity Standard Deviation = (P-O)/6
▪ Activity Variance = [(P-O)/6]2
For the exam, you need to be able to do simple calculations using the formulas, have
! general understanding that estimates of time (or cost) should be in a range, and know the
concept of three-point time (or cost) estimates per activity. You could also see a PERT
total project duration used in questions without requiring calculation. The exam
addresses standard deviation and variance in many different ways (Schedule, Risk, etc.).
Make sure you have a general understanding of these concepts.
You will frequently see a single-point estimate per activity used on the exam. This
! method is not always best, but it is an easier way to improve your understanding of
finding critical paths and drawing network diagrams. Using single-point estimates also
allows for quick calculations and proof that you understand those concepts.
It is critical that any project schedule be realistic and that it is created with the full input
! from the entire project team.
The Plan Schedule Management process produces the project’s schedule management
! plan. It does not contain the project’s schedule. It only describes how the project’s
schedule will be developed, managed and controlled.
The Define Activities process decomposes the work packages into project activities.
! However, care must be taken such that activities are decomposed up to a level that they
do not complicate the project schedule and eliminate the room for creativity for the
project team.
The start-to-finish relationship confuses many PMP candidates and should be

! thoroughly understood prior to entering the exam. While this relationship may not
explicitly be detailed in the PMBOK Guide, it is valuable to familiarize yourself with it.
Mandatory and external dependencies may not be removed. During fast-tracking, the
! internal and discretionary dependencies are usually considered and removed. This
increases the project risk as a tradeoff.
Although the PMBOK Guide does not mention it, Analogous Estimating is also referred
! to as “Top-Down Estimating”.
Parametric Estimating is similar to Analogous Estimating as it is based on historic

! information. However it is more accurate than Analogous Estimating since it works out
the estimates by establishing statistical relationships with the historical data and project
variables.
Always remember that both the PERT average and Simple Average are two approaches
! for Three-point Estimating. Most people associate only the PERT average with a Three-
point Estimate.
The PERT average is also called as weighted average.

!
Practice the forward pass and the backward pass on a schedule network and make
! yourself comfortable with it. Many people struggle with this and incorrectly compute the
early and late start and finish dates.
Become very comfortable with the Critical Chain Method. While it may not explicitly be
! mentioned in the PMBOK Guide, it is valuable to familiarize yourself with examples.
The Monte Carlo simulation technique is not discussed in the PMBOK Guide in great
! detail but is a critical exam concept and it is valuable to familiarize yourself with it.
In Agile projects, a detailed project schedule is rarely developed. Instead agile approaches
! select a part of the project scope (known as iteration backlog) to be delivered during the
next iteration (also known as sprints). This is known as iterative scheduling with a
backlog.
Project Cost Management Exam Tips
Make sure to MEMORIZE the following:

!
▪ Rough Order of Magnitude (ROM) Estimate
o This type of estimate is usually made during the initiating process.
o A typical range from ROM estimate is from -25% to +75% from actual, but
this range can vary depending on how much is known about the project
when creating the estimates.
▪ Budget Estimate
o This type of estimate is usually made during the planning phase and is in the
range of -10% to +25% from actual.
▪ Definitive Estimate
o Later during the project, the estimate will become more refined. Some
project managers use the range of +/- 10% from actual, while others use -
5% to +10% from actual.
A project estimate cannot be completed without risk management activities and the
! inclusion of reserves. Make sure you note this for the exam, especially if you do not do
this in the real world.
Make sure to also MEMORIZE the following:

!
▪ Notice the EV comes first in every variance/index formula. Remembering this
one fact alone should help you get about half the earned value question right.
▪ If it is variance, the formula is EV minus something.
▪ If it is an index, it is EV divided by something.
▪ If the formula relates to cost, use AC.
▪ If the formula relates to schedule, use PV.
▪ For variance interpretation:
▪ Negative is bad and positive is good
▪ For indices interpretation:
▪ Greater than one is good
▪ Less than one is bad
The Rough Order of Magnitude (ROM) estimate, as defined by the current PMBOK
! Guide (6th Edition), is in the range of -25% to +75%. The older PMBOK Guides (4th
Edition and prior) defined it to be in the range of -50% to +50%. For the exam,
remember the correct ROM is in the range of -25% to +75% range.
Analogous estimating is the weakest estimating technique. However, at times, this is the
! only available option for the project team due to time and cost constraints.
Always remember: Cost baseline = work package estimate (project estimate) +

! contingency reserves. On the other hand, the total project budget = cost baseline +
management reserves.
When plotted graphically over time, the project budget takes the form of an S-curve. On
! the other hand, the funding requirements take the shape of a ladder.
Positive values for Schedule Variance (SV) and Cost Variance (CV) are good project
! health indicators.
Values greater than 1 for Schedule Performance Index (SPI) and Cost Performance
! Index (CPI) are good project health indicators.
Be very careful when interpreting the SPI and CPI values. Although values greater than
! 1.0 are desirable, values greater than 1.5 means the project was not properly estimated
earlier.
Understand the concepts behind the EAC formulas. This will help you select the right
! formula to crack a question on your exam.
CPI tells you your current cost performance. On the other hand, TCPI tells you the
! required cost performance in order the meet the approved budget.
The PMBOK Guide page 267 is critical; it summarizes all the earned value formulas.
! Memorize these formulas and do a brain-dump of these formulas on a piece of paper
before you begin your exam.
Remember that Earned Schedule (ES) is an extension to the theory and practice of
! Earned Value Management (EVM). Earned Schedule can be used in the calculation of
Schedule Variance (SV) and Schedule Performance Index (SPI). Calculation of Earned
Schedule (ES) is complex and currently not provided in the PMBOK Guide.
Agile projects that involve high degree of uncertainty in regards to project scope and
! requirements may not benefit from an upfront detailed cost estimate for the project. In
such cases lightweight agile cost estimating techniques are used throughout the project.
Project Quality Management Exam Tips
The project manager should recommend improvements to the performing organization’s

! standards, policies, and processes. Such recommendations are expected and welcomed
by the management.
▪ Quality should be considered whenever there is a change to any component of

the project constraints.
▪ Quality should be checked before an activity or work package is completed.
▪ The project manager must spend time trying to improve quality.
▪ The project manager must determine metrics to be used to measure quality

before the project work begins.
▪ The project manager must put in place a plan for continually improving
processes.
▪ The project manager must make sure authorized approaches and processes are
followed,
▪ Some quality activities may be done by a quality assurance or quality control

department.
Remembering the following phrases about Root Cause Analysis should help you on the
! exam:
▪ Help focus attention on the most critical issues

▪ Prioritize potential “causes” of the problems
▪ Separate the critical few from the uncritical many
Remember the difference between grade and quality. Grade refers to the characteristics
! of a product, while quality refers to conformance to customer requirements.
Precision is different than accuracy. Accuracy is the closeness of a measure against the
! target, while precision is the closeness of the repeated measurements with each other.
Always remember: prevention is always preferred over inspection.

!
The cost of quality (COQ) includes both costs of conformance and costs of non-
! conformance.
Always remember: a correlation between two variables do not imply a causal relationship
! between the two variables.
Design of Experiments is a complex statistical technique. While this technique is not

! discussed in detail in the PMBOK Guide, it is valuable to familiarize yourself with it.
The Manage Quality process is usually performed by someone outside of the project
! team.
There are many quality management techniques listed in the PMBOK Guide but are not
! covered in a great detail. While these techniques may not explicitly be explained in the
PMBOK Guide, it is valuable to familiarize yourself with them.
Always remember that the Control Quality process is performed for every project
! deliverable before the Validate Scope process. However, these two processes can also be
performed in parallel.
Always remember that agile methods call for frequent quality and review steps built in
! throughout the project rather than toward the end of the project. Further agile methods
require recurring retrospectives to regularly check and validate the effectiveness of
quality management processes.
Project Resource Management Exam Tips
The following is a list of the responsibilities project managers need to know before they
! take the exam.
▪ Determine what resources you will need

▪ Negotiate with resource managers for the optimal available resources
▪ Create a project team directory
▪ Create project job descriptions for team members
▪ Make sure all roles and responsibilities on the project are clearly assigned
▪ Understand the team members’ needs for training related to their work on the
project, and make sure they will perform - a resource management plan
▪ Insert reports of team members’ performance into their official company
employment record
▪ Send out letters of commendation to team members and their functional leads
▪ Make sure team members’ needs are taken care of
▪ Create recognition and rewards systems – described in the Resource
Management Plan
Acquiring the project team involves the following:

! ▪ Knowing which resources are pre-assigned and confirming their availability
▪ Negotiating for the best possible resources
▪ Hiring new employees
▪ Hiring resources through the contracting process from outside the performing
organization – outsourcing
▪ Understanding the possibilities and problems with using virtual teams - teams
made up of people who never or rarely meet
▪ Managing the risk of resources becoming unavailable
The following describes the seven sources of conflict in order of frequency. For the
! exam, MEMORIZE the top four and remember that Personality is last.
▪ Schedule
▪ Project priorities
▪ Resources
▪ Technical opinions
▪ Administrative procedures
▪ Cost
▪ Personality
Proactive correspondence, luncheon meetings, informal conversations, trade conferences

! and symposia are all examples of networking.
The PMBOK Guide doesn’t discuss organizational theory in much detail. However,
! expect some questions on this area. While this may not explicitly be mentioned in the
PMBOK Guide, it is valuable to familiarize yourself with organizational theory.
Please note that pre-assignment is also considered a project constraint since it limits the
! resourcing options for the project management team.
It is very important to understand Tuckman’s Ladder or the Tuckman’s Team

! Development Stages. There will almost certainly be a question on the PMP exam around
it.
Colocation and virtual teams are two totally opposite techniques. You must understand
! the pros and cons of both, and be able to identify the most suitable option for any given
situation.
Always remember, the team members having a conflict are initially responsible for its
! resolution.
Always remember, there is no silver bullet technique for conflict management. Each
! approach has its own place and use.
The increase in using agile approaches has given rise to self-organizing team. On agile
! projects, the project managers assume the role of a “servant-leader” instead of a team
planner and micro-manager. Successful self-organizing teams usually consist of
generalized specialists, instead of subject matter experts.
Project Risk Management Exam Tips
Expect the phrases “source of risk” and “risk categories” to be used interchangeably on
! the exam. Risk categories or sources of risk can be organized in an organizational chart
or WBS-like format called a risk breakdown structure, also referred to as an RBS.
Even though the majority of risks will be identified during the initiating and planning of
! a project, don’t forget that risk may also be identified during later parts of the project.
Risks should be continually reassessed. The exam will specifically look for you to include
risk identification during such activities as integrated change control, when working with
resources, and when dealing with project issues.
Monte Carlo analysis:

! ▪ Is usually done with a computer-based simulation program because of the
complexities of the calculations
▪ Evaluates the overall risk in the project
▪ Provides the probability of completing the project on any specific day, or for any
specific costs
▪ Provides the probability of any activity actually being on the critical path
▪ Qualitative risk analysis, quantitative risk analysis, and risk response planning do
! not end once you begin work on a project.
▪ You need to review risks throughout the project and then return to planning to
determine what to do about any newly identified risks.
▪ Risk ratings and response strategies for existing risks can also change later in the
project as more information about the risks and the selected strategies becomes
known.
▪ Ratings and response strategies must be reviewed for appropriateness over the
life of the project as well.
The following are examples of Risk Management errors that you want to avoid or be
! aware of for the exam:
▪ Risk identification is completed without knowing enough about the project.

▪ Risk identification ends too soon, resulting in a brief list rather than an extensive
list.
▪ The processes of Identify Risks through Perform Quantitative Risk Analysis are
blended, resulting in risks that are evaluated or judged as they come to light.
This decreases the number of total risks identified and causes people to stop
participating in risk identification.
▪ The risks identified are general rather than specific.
▪ Some things considered to be risks are not uncertain; they are facts, and are
therefore not risks.
▪ Whole categories (technology, cultural, marketplace, etc.) of risks are missed.
▪ Only one method is used to identify risks rather than a combination of methods.
A combination helps ensure that more risks are identified.
▪ The first risk response strategy identified is selected without looking at other
options and finding the best option or combination of options.
▪ Risk management is not given enough attention during project executing.
▪ Project managers do not explain the risk management process to their team
during project planning.
Remember that the project risk is always in the future. If a risk occurs, it is no longer a
! risk; it is either an issue or a realized opportunity.
“Known-unknowns” are the risks that the project team has already identified. The
! “Unknowns-unknowns” are the risks that have not been identified.
The beta and triangular distributions have a significant role in project management.
! Other important distributions are normal, uniform, and binomial distributions.
Please note that, although the Identify Risks is a process from the planning process
! group, it is an iterative process. This process must be periodically visited until the closure
of the project.
Remember that the Perform Qualitative Risks analysis is quicker but less accurate than
! the Perform Quantitative Risk Analysis process.
Always remember that the Perform Quantitative Risk Analysis process is performed on
! the risks already analyzed and prioritized by the Perform Qualitative Risks Analysis
process.
Practice the expected monetary value analysis and decision tree analysis techniques. You
! can expect to see questions which cover these techniques on the exam.
There are five negative risk management approaches. None of the five approaches is
! best; each approach has its place and use.
There is an increasing recognition that non-event risk need to be identified and managed.
! There are two main types of non-event risks: Variability risk and Ambiguity risk.
Project Procurement Management Exam Tips
In the real world, the company or person who provides services and/or goods can be
! called a “contractor,” “subcontractor,” “vendor,” or other titles. The PMBOK Guide
uses only one term, “seller,” but the exam may use any of these terms to describe the
seller. The company or person who purchases the services is called the “buyer.”
▪ There may be many procurements in one project, so there will be many

! procurement closures, but only one project closure. All procurements must be
closed before the project is closed.
▪ Procurement closure needs to happen before project closure.
▪ Some projects are managed by phase, such as a design phase, testing phase, and
installation phase. For such project, the Close Project or Phase process can
technically occur at the end of each project phase.
▪ Remember that project closure may be done at the end of each project phase and
at the end of the project as a whole.
▪ Procurement closure requires more record keeping and must be done more
formally than is generally required for project closure, to make sure to protect
legal interests of both parties.
The Project Procurement Management Knowledge Area in the PMBOK Guide is

! targeted towards the “buyer” of a contact. The “seller” should apply all ten knowledge
areas processes for contract management.
There are three basic types of contracts. Each one has its place and use. You must
! understand the differences and especially understand how different contract types
determine the final costs of a contract.
Fixed-price contracts are more risky for the seller.

!
Cost-reimbursable contacts are more risky for the buyer.

!
Remember that all potential vendors must be invited for a bidder conference.
!
Memorize the typical components of a procurement agreement.

!
Remember that the contract change control procedures are usually documented in the
! procurement agreements.
Always remember that negotiation is the preferred procurement conflict resolution

! technique.
Instead of defining a highly detailed procurement scope of work, Agile projects

! sometime benefit from an overarching Master Services Agreements (MSAs) to manage
the procurement engagement; the adaptive work is then managed through appendix or
supplements. This allows changes to occur on the adaptive scope without impacting the
overall contract.
Project Stakeholder Management Exam Tips
Please note that the project stakeholders’ influence is at the maximum during the start of
! the project and reduces gradually as the project progresses.
Every project has both positive and negative stakeholders. Effectively managing both
! types of stakeholders is critical for the success of any project.
The Identify Stakeholders process is an initiating process. However, it must be

! periodically revisited to ensure that the project’s Stakeholder Register is always up to
date.
Remember that the first step in stakeholder conflict management is to capture the issue
! in the project’s issue log.
Broader definitions of stakeholders are being developed that expand beyond employees,
! supplies and shareholders to include regulators, lobby groups, environmentalists,
financial organizations and media etc.
Projects that involve high degree of uncertainty and change often benefit from active
! engagement and participation of project stakeholders.

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PMP Knowledge Area Exam Concepts & Tips

Project Lifecycle and Organization Exam Tips

A project phase is not a Project Management Process Group

All About Project Management Processes Exam Tips

▪ You have a project management plan that is realistic and complete.

The PMBOK Guide page 47 is critical; it summarizes different organizational structures

Project Integration Management Exam Tips

There are also the following management plans:

▪ Change Management Plan

Agreements, memorandums of understanding (MOUs), service level agreements (SLAs),

Do not confuse organizational process assets and enterprise environmental factors as

Whenever the PMBOK Guide mentions “Expert Judgment”, do not assume it is

Project Scope Management Exam Tips

Scope creep refers to uncontrolled expansion to product or project scope, without

▪ Is a graphical picture of the hierarchy of the project

Project Schedule Management Exam Tips

▪ The project manager has a professional responsibility to provide estimates that

▪ Expected Activity Duration (PERT/Beta Distribution) = (P + 4M+ O) / 6

The start-to-finish relationship confuses many PMP candidates and should be

Parametric Estimating is similar to Analogous Estimating as it is based on historic

The PERT average is also called as weighted average.

Project Cost Management Exam Tips

Make sure to MEMORIZE the following:

Make sure to also MEMORIZE the following:

Always remember: Cost baseline = work package estimate (project estimate) +

Project Quality Management Exam Tips

The project manager should recommend improvements to the performing organization’s

▪ Quality should be considered whenever there is a change to any component of

▪ Quality should be checked before an activity or work package is completed.

▪ The project manager must spend time trying to improve quality.

▪ The project manager must determine metrics to be used to measure quality

▪ Some quality activities may be done by a quality assurance or quality control

▪ Help focus attention on the most critical issues

Always remember: prevention is always preferred over inspection.

Design of Experiments is a complex statistical technique. While this technique is not

Project Resource Management Exam Tips

▪ Determine what resources you will need

Acquiring the project team involves the following:

Proactive correspondence, luncheon meetings, informal conversations, trade conferences

It is very important to understand Tuckman’s Ladder or the Tuckman’s Team

Project Risk Management Exam Tips

Monte Carlo analysis:

▪ Risk identification is completed without knowing enough about the project.

Project Procurement Management Exam Tips

▪ There may be many procurements in one project, so there will be many

The Project Procurement Management Knowledge Area in the PMBOK Guide is

Fixed-price contracts are more risky for the seller.

Cost-reimbursable contacts are more risky for the buyer.

Memorize the typical components of a procurement agreement.

Always remember that negotiation is the preferred procurement conflict resolution

Instead of defining a highly detailed procurement scope of work, Agile projects

Project Stakeholder Management Exam Tips

The Identify Stakeholders process is an initiating process. However, it must be

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