PMP Cheat Sheets

Everything You Must Know

to Pass the PMP Examination

“The price of success is hard work, dedication to the job at hand, and the
determination that whether we win or lose, we have applied the best of ourselves
to the task at hand.” - Vince Lombardi

PMBOK is a registered trademark of the Project Management Institute, Inc.

PMP is a registered certification mark of the Project Management Institute, Inc.
PMI is a registered trademark and service mark of the Project Management Institute, Inc.
PMP Cheat Sheets Copyright 2013, Joseph Phillips - www.instructing.com
How to Use the PMP Cheat Sheets
Congratulations on your desire to become a PMP! I know you want to pass the PMP exam with the least amount of effort,
the most retention of the facts and processes you’ve learned, and then get back to your life. This booklet will help you do
just that. It’s designed to help you retain the key PMI-isms you’ll encounter on the PMP exam.

Your goal is to memorize and to create your own “cheat sheets” from this document. Don’t worry, it’s not as difficult as it
sounds. The reason you want to be able to re-create a cheat sheet from memory is because you’ll re-create these
essentials when you sit for your PMP examination. And no, it’s not really cheating.

The testing center will provide you with six sheets of paper, two pencils, and a non-programmable calculator. First you’ll
memorize these notes. Then, once your exam experience begins, you’ll re-create your notes onto the sheets provided in
the testing center. And then your exam suddenly gets much easier.

When you enter the testing center and are seated in front of the testing PC, you’ll have 15 minutes to take a tutorial on
how to use PMI’s testing software. Trust me, if you’ve ever played solitaire on your computer, you can use the testing
software. You will, however, take the 15-minute tutorial anyway. You’ll use this 15-minute window to create your notes so
that you’ll have all of the formulas and facts at a glance during your test. Beware! The tutorial software will stop and the
exam will begin if no activity is detected, so be certain to occasionally move the mouse and click through the tutorial
directions while you’re creating your own cheat sheets.

This is the approach that I use in my PMP Boot Camps. It works. It’s the approach I used when I passed my PMP exam
and the approach I’ve helped thousands of other PMPs use for their own certifications.

These cards do not explain the in-depth concepts associated with these formulas and facts. If you need explanations
beyond what is provided here, I unabashedly recommended my PMP Study Guide (ISBN: 0071775919) or contact me di-
rectly regarding my PMP Boot Camps ([email protected]). All my best to you in your project management endeavors.

Joseph Phillips
PMP, Project+, CTT+

Extra Project Management Resources

You can rely on these quick resources for additional PMP Project Management Institute: www.pmi.org
information, testing tips, project management careers,
PMI’s information-packed web site. You’ll visit here for
and articles on project management.
additional exam resources, the exam application, and
Instructing.com to communicate with PMI officials. While my books are
www.instructing.com accurate at the time of printing, exam details can change.
Always visit www.pmi.org to check exam specifics.
This is my training organization. I am available for on-site
PMP Boot Camps, project management fundamentals Gantthead: www.projectmanagement.com
courses, and other seminars. You might also be inter- A fine online magazine centering on the career of project
ested in my Online PMP Boot Camp. It’s self-guided, but management. They offer many free resources but charge
includes everything my live PMP Boot Camp offers. a yearly subscription for in-depth articles and templates.
PMP Study Guide, Fourth Edition Pearson Education: www.informit.com
McGraw-Hill
Informit is an online community centered on information
(ISBN: 0071775919) technology, but I’ve written several articles for them on
This is the book I wrote on the PMP examination. If project management.
you’re looking for a friendly, easy-to-read PMP exam
prep, this is it. My book is loaded with over 900 PMP
Find Me Online: www.josephphillips.com
practice exam questions and I explain all of the PMP Connect with me on LinkedIn, Facebook, and Twitter.
concepts in-depth. All of my available social media connections are on my
josephphillips.com web site.
Lifelong Project
Passing the PMP exam can feel just like a project. Make
This is a personal and challenging presentation creating
a plan to pass your exam! One of the first steps in the
an analogy between reaching your life goals and project
planning should be the requirements to take the exam.
management. I’ve delivered this presentation for PMI and
Complete your PMP application online: www.pmi.org.
organizations around the globe.
Set a deadline for the exam and then focus on passing.
2
WBS Facts Project Selection Methods
The WBS is a deliverables-oriented
decomposition of the project scope.
Scoring Models Net Present Value
Also known as weighted scoring This formula finds the present
Some activities are allowed in the
models, these use a common set value on the project for each year
WBS (for example, testing).
of values to “score” each project’s the project promises a return:
The WBS can be based on a previous worthiness. 1. Each time period’s promised
project and this is a called a WBS
template, also written as WBT. Benefit-Cost Ratios return is calculated into pres-
ent value.
The WBS is needed for five project (BCRs)
2. Sum all of the time periods’
management activities: This model compares benefits present value.
1. Defining project activities to costs. Consider a BCR of 4:1
3. Subtract the project’s original
2. Cost estimating versus another project of 2:5.
investment from the sum.
3. Cost budgeting
4. Identifying the project risks
Future Value(FV) 4. An NPV greater than one is
How much is the Present Value good, less than one is bad.
5. Qualitative risk analysis
(PV) worth in the future?
Scope baseline is comprised of the Constrained
FV=PV(1+i)n where:
project scope statement, the WBS, Optimization Methods
and the WBS Dictionary. FV is the value to be determined Complex formulas to determine a
Chart of accounts is an account- project’s worthiness to be select-
PV is the current investment
ing system to track project costs by ed. Examples include:
category (labor, specific materials, i is the interest rate
• Linear programming
contractor rates). A project’s chart of n is the number of time periods
• Nonlinear programming
accounts works with the organization’s
chart of accounts for specific delivera- Present Value • Integer algorithms
bles, work, and/or materials. How much will a future value be • Dynamic programming
worth in today’s dollars?
Code of accounts is a numbering • Multiobjective programming
system to identify the deliverables PV=FV/(1+i)n where:
down to the work package within a Project Purpose
PV is the value to be determined Projects are chartered to give the
WBS. The PMBOK uses a type of
code of accounts: PMBOK 5.3.3.2. FV is the promised return on project manager the authority to
investment act on behalf of the project spon-
The WBS dictionary defines all of the
i is the interest rate sor or customer.
project deliverables, resources, cost
and time estimates, and associated n is the number of time periods Projects are chartered to solve a
information for each work package. problem or seize an opportunity.

Project selection is part of an organization’s portfolio management process.

Managing the Project Change Control Components

All changes must be documented and
Project Management Information System entered into the PMIS. There are four
change control systems (CCS). Scope
changes go on to the configuration
management system for features and
Scope Schedule Cost Contract functions documentation. All changes pass
through integrated change control. The
CCS CCS CCS CCS relevant project components are updated
based on the change that has occurred.

Configuration Integrated Change Control

Management
System Product Project WBS Project
(Only scope changes) WBS
Scope Scope Dictionary Plan
3
How to Calculate Float
Complete the Forward Pass
1. The Early Start (ES) of the first task is one. The Early Finish (EF) is a task’s ES, plus the duration, minus one.
2. The ES of the next task(s) will be the EF for the previous activity, plus one.
3. The EF for the next task(s) equals its ES, plus the task duration, minus one.
4. Use caution with predecessor activities; the EF with the largest value is carried forward.
Complete the Backward Pass
1. Backward pass starts at the end of the PND. The Late Finish (LF) for the last activity in the PND equals its EF
value. The Late Start (LS) is calculated by subtracting the duration of the activity from its LF, plus one.
2. The next predecessor activity’s LF equals the LS of the successor activity minus one.
3. The LS is again calculated by subtracting the task’s duration from the task’s LF, plus one.
Calculate Float
1. To calculate float, the ES is subtracted from the LS and the EF is subtracted from the LF. The following illustration
shows a completed PND with the float exposed.

Duration
5 7
3
Float
ES EF B
4
1 4
8 10
3 2
11 12
Forward pass formula: A D
ES+du-1=EF
1 4 5 10
6 11 12
Backward pass formula:
LF-du+1=LS C Critical LS LF
5 10 Path

Time Facts Task Miscellaneous

Lag: Waiting time between activities
(positive time). Relationships Time Facts
Lead: Activities are moved closer Finish-to-start (FS): This relation- Three-point estimate: This time es-
together or even overlap (negative ship means Task A must complete timate approach uses three factors
time). before Task B can begin. This is the to predict the duration of each task.
most common relationship. The formula is (optimisitic + most
Crashing: Adding resources to re-
Start-to-start (SS): This relationship likely + pessimistic) divided by three.
duce the project duration. This adds
means Task A must start before Task It is an average of the three time
costs to the project.
B can start. This relationship allows factors for each activity.
Fast tracking: Allows project
both activities to happen in tandem. PERT (Program Evaluation and
phases to overlap to reduce the
Finish-to-finish (FF): This relation- Review Technique): This approach
project duration. This adds risk to
ship means Task A must complete is weighted on the most likely esti-
the project.
before Task B does. Ideally, two mate. The formula is the optimisitic,
Free float: The amount of time an plus four times the most likely, plus
tasks must finish at exactly the same
activity can be delayed without de- the pessimistic; this sum is then
time, but this is not always the case.
laying the next activity’s start date. divided by six. I like to write this as
Start-to-finish (SF): This relation- (O + (4ML) + P)/6.
Total float: The amount of time an ship is unusual and is rarely used. It
activity can be delayed without de- Critical chain: This network dia-
requires Task A to start so that Task
laying the project’s end date. graming approach is based on the
B may finish. It is also known as
Float: An opportunity to delay an just-in-time (JIT) scheduling. availability of project resources to
activity. Also called slack. determine project completion. It is
more accurate than the traditional
network diagram, but is more com-
You will have a few float questions on the PMP exam. plex to create.
4
Earned Value Management
Name Formula Mnemonic Device
Planned Value % planned completion Please
Earned Value % complete x BAC Eat
Cost Variance CV=EV-AC Carl’s
Schedule Variance SV=EV-PV Sugar
Cost Performance Index CPI=EV/AC Candy
Schedule Performance Index SPI=EV/PV S (this and the next two spell SEE)
Estimate at Completion EAC=BAC/CPI E
Estimate to Complete ETC=EAC-AC E
To-Complete Performance (BAC-EV)/(BAC-AC) The
Index (Using BAC)
To-Complete Performance (BAC-EV)/(EAC-AC) Taffy
Index (Using EAC)
Variance at Completion VAC=BAC-EAC Violin

BAC=$100,000
Total Project
Estimate Types
Rough order of magnitude: Simple,
25% Month 6 early estimate. Range of variance is
Complete =50% -25% to +75% for the project
completion.
Budget estimate: Early planning
estimate and/or top-down approach.
Earned Value Actual Costs Planned Value Range of variance is -10% to +25% for
%COMP x BAC How much What the project should be worth the project completion.
$25,000 was spent? at this point in the schedule
$27,000 $50,000 Definitive estimate: Most accurate
estimate, but takes longest to
Five EVM Rules for the PMP complete; uses the bottom-up
approach. Range of variance is -5% to
1. Always start with earned value.
+10% for the project completion.
2. Variance means subtraction.
Bottom-up: Requires a WBS and
3. Indexes are “something” divided by “something” and they show
accounts for each work package.
performance for the project objectives.
4. When it comes to any index, the closer to 1 the better. Analogous: Creates an analogy
between projects; also known as a top-
5. Variances can be positive or negative. down estimate.

Project Cost Types Parametric: Uses a parameter (cost

per ton, cost per unit) for the estimate.
Variable costs: The cost of the deliverable, service, or materials can
fluctuate based on varying factors. Quality Costs
Fixed costs: A constant “fixed” cost throughout the project. Cost of quality is the cost to achieve
the expected quality on a project. Con-
Indirect costs: An expense that can be shared with other projects or the
sider training, safety, and materials.
organization, such as rent, phone, or equipment.
Cost of poor quality, also known as
Direct costs: Costs that are directly tied to the project.
the cost of nonconformance to quality,
Sunk costs are monies that have been invested into a project. Sunk costs is the cost of not achieving quality: re-
are gone, they are “sunk” into a project. work, loss of life or limb, loss of sales.
An opportunity cost is the amount of an opportunity that is given up.
Consider: Project A is worth $55,000 and Project B is worth $89,000,
you’d choose Project B to do. The opportunity is $55,000—the amount of Don’t change your answers. Most people
Project A that you can’t do because of the opportunity of Project B. change correct answers to wrong answers.
5
Project Management Charts and Values
Run Chart Pareto Chart

500
100%

Total Failures
250 75%

-500 Date of measurement 50%

215
Au Au Au Au Au Au Au Au Au Au Au Au Au Au Au
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
190
Series 1 -28 270 -285 260 -302 -300 220 405 300 272 200 255 230 265 201
123 25%
Units created

Control Chart 50 10%

Rule of Seven
Nonrandom Identified Categories of Failures

Normal Distribution
Requirements
Control Limits
Mean
Mean

Relative Frequency
Assignable
Causes
Out of Control

Cause-and-Effect Chart
Also Called Fishbone and Ishikawa Chart

Major Causes -3 -2 -1 0 1 2 3
Sigma Values Standard Deviation
+/- 1 Sigma = 68.26% (P-O)/6
Effect:
Problem to +/- 2 Sigma = 95.46% P=Pessimistic
Be Solved
+/- 3 Sigma = 99.73% O=Optimistic

+/- 6 Sigma = 99.99%

Hard questions and easy questions are worth

the same: one point. Don’t spend too much
Contributing
Causes
time laboring over a question. Choose an
answer, mark it for review, and then move on.

Quality Facts
Quality is a conformance to requirements and a fitness for Quality control is an inspection-driven process to keep
use. It is fulfilling the project scope. mistakes from entering the customers’ hands.

Grade is a category or rank given to entities having the Scope creep is the addition of small, undocumented
same functional use but different technical characteristics. changes that bypass the scope change control system.
Scope creep is sometimes called project poison.
Gold plating is the process of adding extra features to
drive up costs and consume the budget. A scatter diagram is like a run chart, but it instead tracks
the relationship between two variables. The two variables
Quality assurance is a prevention-driven process to do the are considered related the closer they track against a diag-
project work right the first time. onal line. Consider the relationship of costs and schedule.
6
Project Management Professional Theories
Maslow’s Hierarchy of Needs Parkinson’s Law
Maslow believed that we have five needs; we’re on a Individuals allow their work to consume all of their time.
quest to satisfy these needs. The needs are, from the Work will expand to fill the amount of time allotted to it.
bottom up:
McGregor’s X and Y
1. Physiological. We need air, food, clothing, and shelter. Management’s perspective of employees. X people are
2. Safety. We need safety and security. bad, lazy, and need to be micromanaged. Y people are self-
3. Social. We need friends, approval, and love. directed. Most managers have X and Y attributes.
4. Esteem. We need respect, appreciation, and approval.
5. Self-actualization. We need personal growth, Ouchi’s Theory Z
knowledge, and fulfillment. Workers do well if motivated. This provides participative
management, familial work environment, and lifelong
employment. Known as Japanese Management Style.
Herzberg’s Theory of Motivation
There are hygiene agents and motivating agents. McClelland’s Theory of Needs
Hygiene agents are expectations for employment: Needs are acquired over time and are shaped by life
paycheck, insurance, safe working environment. experiences. Our needs are categorized as achievement,
Motivating agents are motivators for employees such affiliation, and power. McClelland used a Thematic
as bonuses, career advancement, opportunity to grow. Apperception Test (TAT) to determine an individual’s needs.
Hygiene agents will not motivate, but their absence will
de-motivate. Vroom’s Expectancy Theory
People behave based on what they believe (expect) their
Halo Effect behavior to bring them.
All opinions are formed by one component. A great
engineer doesn’t always make a great project manager.

PMI HR Terms Project Manager Powers

Role: This person is accountable by the title they possess Expert: The authority of the project manager comes from
(network engineer, business analyst). experience with the technology the project focuses on.
Responsibility: The owner of the assigned work is ac- Reward: The project manager has the authority to reward
countable for the work. the project team.
Authority: Based on organizational structure; autonomy to Formal: The project manager has been assigned by senior
make decisions, approvals, and manage resources. management and is in charge of the project. Also known as
positional power.
Stakeholder Identification Coercive: The project manager has the authority to dis-
Stakeholder analysis: This is a three-step process of iden- cipline the project team members. This is also known as
tifying the project stakeholders early in the project, identify “penalty power.”
the impact/support of each stakeholder, and then plan how Referent: The project team personally knows the project
to influence stakeholders to act in given situations. manager. Referent can also mean the project manager
Stakeholder register: Documents stakeholder identifica- refers to the person who assigned him the position.
tion, assessment of influence, and stakeholder type.
Stakeholder classification models: These are grids to Conflict Management
plot out stakeholder power, influence, and interest in the Problem solving: Both parties work together for the good
project. Here are four common models: of the project in a spirit of problem solving. Also known as
Power/interest grid - how much power/interest do the confronting. This is a win-win solution.
stakeholders have? Compromising: Both parties give up something, often in a
Power/influence grid - how much power/influence do heated scenario. This is a lose-lose solution.
the stakeholders have? Forcing: One party quickly forces their solution over anoth-
Influence/impact grid - how much influence (involve- er. Often done by seniority. This is a win-lose solution.
ment of decisions) and impact on project change do the Withdrawal (also known as avoidance): One party
stakeholders have? leaves the discussion. This is a yield-lose solution.
Salience model - classifies stakeholders based on Smoothing: The differences of the problem are down-
power, urgency, and legitimacy for the project. played. This is a delay and is a lose-lose solution.

Be careful who sees the stakeholder management strategy because it may contain sensitive information.
7
 Project Communications Management Facts
Communication channels formula: N(N-1)/2, where Active listening: participating in the conversation
N represents the number of stakeholders. through verbal and nonverbal signs of message receipt.
55% of communication is nonverbal. Messages are transmitted; knowledge is transferred.
Paralingual: the pitch, tone, inflection of the speaker Acknowledgment of a message doesn’t mean
that affects the content of the message. acceptance of the message.
Effective listening: watching the speaker’s body The communications management plan defines who
language, interpreting paralingual clues, asking needs what information, when they need it, and in the
questions for clarity, and offering feedback. specified modality.

Communications Model
The sender sends the message and
it is encoded. The medium transfers
the message. The decoder decodes
Sender Receiver the messsage for the receiver. Noise
on the medium could interfere with the
message. Barriers prevent
communication from happening.
An acknowldgement of the message
Encoder Medium Decoder doesn’t mean agreement with the
message. Communication happens
Noise
when information is transferred.

Risk Responses Risk Terms

Avoidance: Avoid the risk. Contingency fund: An amount of Business risk: Risks that can offer an
funds used to offset a project’s risks. upside or a downside (both positive
Mitigation: Reduce the probability or
impact of the risk event. Secondary risks: A risk response and/or negative impacts). Investing in
creates another risk. a project is a business risk.
Acceptance: The risk may be small
so the risk may be accepted. Residual risks: A risk response may Qualitative analysis: Qualifying the
create small generally accepted risks. risks for their legitimacy. This is a very
Transference: The ownership of the quick, subjective approach.
risk is transferred to some other party, Triggers: Condition, event, or warning
usually for a fee. sign that a risk is about to happen. Quantitative analysis: Quantifies
Usually “triggers” a risk response. the risk exposure based on evidence,
Exploit: A positive risk that a project research, and in-depth analysis of the
wants to take advantage of. Positive risk: Risks with a positive risk events.
impact.
Share: A positive risk that can be Utility function: A person’s or organi-
shared with the organization or other Negative risks: Risks with a negative zation’s willingness to accept risk.
projects. impact. Relative to the project priority as
Enhance: A response that ensures Pure risk: Only offers a negative im- high-priority projects are typically risk
that a positive risk will likely happen. pact (injury, fire, theft, destruction). adverse. Also known as risk tolerance.

Quantitative Risk Matrix

Risk Probability Impact Ex$V The risks are identified and recorded
in the risk register. The probability of
A .60 -$10,000 -$6,000 each risk is found, as is the risk
B .20 -25,000 -5,000 impact. The probability times the
impact equates to the Expected
C .40 -40,000 -16,000 Monetary Value (Ex$V). Some risks
can have a positive impact. The sum
D .10 35,000 3,500
of the Ex$V is the risk exposure. The
Risk exposure -$23,500 positive opposite of the risk exposure
is the amount needed for the
Contingency reserve $23,500 contingency reserve.

8
Procurement Procurement Process
Terms Buyer
Contracts: An offer and consideration.
SOW Sellers Bidder
Contracts are backed by the court Conference
system. • IFB
Cost reimbursable contracts: Risk • RFQ
is with the buyer as the buyer pays for • RFP
cost overruns. SOW Updates
Fixed-price (lump-sum contracts):
Risk is with the seller as seller pays for
cost overruns. The buyer creates a statement of
Time and materials contract: Buyer
Sellers Seller work (SOW) with an invitation for
pays for the time and materials of the Responses bid (IFB), request for quote (RFQ),
vendor. Must have a not-to-exceed • Bid or request for proposal (RFP) for the
(NTE) clause. • Quote vendors.(IFBs and RFQs both want
just a price; a proposal wants ideas.)
Purchase order: A unilateral form of a • Proposal
contract. A bidder conference allows sellers
Letter of intent: The buyer tells the to ask questions about the SOW. The
vendor they intend to do business with buyer may create an updated SOW to
them; not a binding agreement. Buyer Seller give back to the sellers that attended
Letter contract: Generally short-term Selection the bidder conference.
purchase used as a stopgap or emer- Sellers respond with a bid, quote, or
gency response. Contract proposal. The buyer completes seller
Bidder conference: Vendors all meet selection and creates a contract.
with the buyer to discuss the details
of the statement of work so they may
Decentralized contracting is done by the PM; centralized contracting
prepare a bid, quote, or proposal.
is done with a purchasing agent or through a central procurement office.

Organizational Structures
Projectized Balanced Matrix Functional
• PM has the most authority. • PM and functional managers bal- • PM has little authority.
• Team is typically assigned to the ance power. • Organization is structured by
project full-time. • Power struggles are common. departments or functions (sales,
• Competition between teams may Internal competition may increase manufacturing, IT, etc.).
hurt the organization. for resources. • PM may be called a project
• Team is uncertain of future work • Project team members are on coordinator or expeditor.
after the project is completed. multiple projects. • The functional manager has all of
• PM is full-time and has • PM is full-time and has part-time the authority.
full-time administrative staffing. administrative staffing. • Focus is on completing the project
work along with day-to-day work.
Strong Matrix Weak Matrix • PM is part-time and has part-time
• PM has strong authority. • PM has less power than functional administrative staffing.
managers.
• Typical full-time resources from
functional departments. • Internal competition may increase
for resources. Projectized
• Internal competition may increase
for resources. • Project team members are on
er

multiple projects.
• Project team members are on
w

• PM is part-time and has part-time

Po

multiple projects. Matrixes

t

administrative staffing.
c

• PM is full-time and has full-time

je
ro

administrative staffing.
P

Functional
Organizational structure affects questions; pay attention to who has the power.
9
10 PMP Exam Tips 10 Exam-Passing Tips
1. You don’t have to do all 47 processes, but 1. Prepare to pass the exam, not take the
you should be familiar with all 47 processes exam. There’s a difference in the mindset of
as if you did have to do them in a project. preparing to pass an exam compared to just
2. Think of the largest project—like building a showing up to take the test.
skyscraper—when answering questions. This 2. Schedule your exam now to create an exam
helps you to think of projects beyond your deadline. You can delay the PMP forever, but
current focus (unless you build skyscrapers until you get online, complete the application,
for a living). and set a deadline for the testing day, the
3. The process groups are not phases of the exam is just a dreamy goal. Do it now—quit
project management life cycle. Process stalling.
groups are Initiating, Planning, Executing, 3. Create a clutter-free area reserved for study-
Monitoring and Controlling, and Closing. ing. You need a clean place to study for
4. Stakeholder management is a “new” knowl- the exam. Get rid of the distractions—or go
edge area in PMBOK Guide, Fifth Edition. somewhere distraction-free—and put in the
Invest extra time in Chapter 13. hours of study time.
5. Procurement seems to beat up many PMP 4. Study in regular intervals at the same time
candidates. I think this is because it’s the exam is scheduled for. Get your brain
something the project manager rarely does trained to study project management every
on her own and because this is one of the day at the same time. When it’s time for your
last PMBOK Guide chapters. Learn the exam, you’re already in test-passing mode
contract types and the general approach to mentally.
procurement. 5. Repetition is the mother of learning. Practice
6. Project integration management means that all formulas and facts over and over.
the whole project is connected to the rest of 6. Use these cheat sheets as your PMI exam
the project. What you do in one area affects foundation. Don’t let a day go by without
the rest of the project. reading through all these tips, formulas, and
7. It’s usually easier to get more time than to facts at least once.
get more money. Never go to management 7. Answer the questions according to PMI, not
with a problem without bringing a solution. “the real world.” How you do project manage-
8. The customer is the most important person ment may be entirely different than how you’ll
in the project. Customers are the people be tested. No problem. Answer according
that pay for the project and the people that to the PMBOK, get your PMP, and then get
will use what the project creates. back to the real world.
9. Quality is an adherence to the project 8. Practice creating your notes that you’ll create
scope. Low grade may not be a problem. in the exam testing center.
Low quality is always a problem. 9. Create a reward for passing your exam and
10. Saying you can manage a project because then­work toward that reward. Think of some-
you have Microsoft Project is like saying thing you really want, and give it to yourself
you can write a novel because you have when you pass the PMP.
Microsoft Word. 10. Make a commitment to pass.

“Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people
with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated
failures. Persistence and determination alone are omnipotent.” - Calvin Coolidge
10
47 Processes and 10 Knowledge Areas
Process Groups
Knowledge
Areas Initiating - 2 Planning - 24 Executing - 8 M&C - 11 Closing - 2
Project Develop project Develop Direct and Monitor and Close project or
Integration charter project manage project control project phase
Management management work work
plan Integrated
change control
Project Plan scope Validate scope
Scope management Control scope
Management Collect
requirements
Define scope
Create WBS

Spend time on Initiating, Executing, and Closing. There are few processes, but many questions. Work smart, not hard.
Project Plan schedule Control schedule
Time management
Management Define activities
Sequence
activities
Estimate activity
resources
Estimate activity
durations
Develop
schedule

Project Plan cost Control costs

Cost management
Management Estimate costs
Determine budget
Project Plan quality Quality Control quality
Quality management assurance
Management
Project Plan HR Acquire team
HR management Develop team
Management
Manage team
Project Communications Manage Control
Communication planning communications communications
Management
Project Plan risk Control risks
Risk management
Management Identify risk
Perform
qualitative risk
analysis
Perform
quantitative
risk analysis
Plan risk
responses
Project Plan Conduct Control Close
Procurement procurement procurements procurements procurements
Management management
Project Identify Plan stakeholder Manage Control
Stakeholder stakeholders management stakeholder stakeholder
Management engagement engagement
11