PMP Study Tips with Timeline
I created the following study guide for students of my PMP prep courses. I post this now with thoughts of those sitting for the exam in the next six-weeks, before PMBOK 4th Edition testing ends July 31, 2013. Please comment with your own study suggestions for others.
Week(s) Before
- Create crib sheet
- Create your own. Doing it yourself will force you to write the solutions which will help with memory retention. It will also make more sense to you as you will document knowledge in the way that makes the most sense to you. Suggestions for crib sheet include (in priority order):
- Earned Value Formulas
- 3-point estimating formulas
- Communications Channels
- Present-Future Value Formulas
- Conflict Resolution Types
- Types of Power for the Project Manager
- Maslow’s Hierarchy of Needs
- Contract Types
- Organizational Structure Characteristics
- Sigma Percentages
- Cost Estimate Range Table
- Slack, Forward, and Backward Pass Formulas
- Risk Response Strategy (Positive Risks)
- Risk Response Strategy (Negative Risks)
- Communication Model
- PTA Variables
- Review PMBOK section 3 – Inputs, Tools & Techniques, & Outputs by Knowledge Area (also available in combined slideshow)
- Practice PDM
- Practice EMV
- Play Rita’s Process Game – Start Page 43
- Play Rita’s Numbers Game – Start Page 260
- Take sample test of at least 100 questions (http://www.headfirstlabs.com/PMP/pmp_exam/v1/quiz.html)
- Review score and identify missed questions by knowledge area
- Review Rita’s Book*, the PM Answer Book*, and PMBOK*, for each the three weakest knowledge areas
- As needed, go to PMI 24/7 Books (eReads) – http://www.pmi.org/Knowledge-Center/Virtual-Library-eReads-and-Reference.aspx
- Search through library to find additional resources that will help increase knowledge of that area (many books have practice exams by knowledge area that will help you test your knowledge)
- Repeat steps 2 – 8 noting any changes in comprehension by knowledge area and adjusting as necessary
A note about practice test:
- DO – use test results to determine knowledge areas that you are weaker in
- DO – use test to get comfortable with format of questions and strategy for answering
- DON’T – use test results as a final indicator of the score you will get on the final test
Day(s) Before
- Recreate crib sheet from memory (cheat only if needed)
- Review PMBOK by knowledge area (inputs, tools and techniques, outputs)
- Review PMI-isms (Rita page 15-17)
- Review Chapter 14 – the PMP Exam (Rita’s book)
- Play Rita’s Process Game – Start Page 43
- Play Rita’s Numbers Game – Start Page 260
- Recreate matrix of Knowledge Area and Process groups from memory
- Take sample test of at least 100 questions (Transcender or http://www.headfirstlabs.com/PMP/pmp_exam/v1/quiz.html)
Night Before / Day Of
- Determine any urgent study needs from test results and study
- Verify test location and time
- Find your exam schedule notice and set aside where you will NOT forget the next day
- Take a break – put it all aside, relax, and take care of your self
- Don’t over do
- Get a good night sleep
- Eat a healthy meal
- Review your crib sheet, matrix of Knowledge Area and Process Groups
- Remember your exam schedule notice
- Pack a healthy snack and water
- Get to test site early
- Review your crib sheet again paying special attention to difficult to remember formulas (don’t try to crash memorize more than 3 or you’ll fill up the brain)
- Go to exam room (they will likely let you sit for the exam early if you get there early provided they have a test station available)
- Store your personal items in locker provided
- Use the restroom
- Once you are at the test station
- Recreate your crib sheet on paper provided
- Use the time available to get comfortable with the computerized test (allowed 15 minutes)
- Start the clock when ready
Principles to Remember
- The Project Manager has authority within the parameters of the charter
- Stakeholders include everyone including the team and project manager
- For any decision or problem
- Identify the problem
- Analyze the Impact
- Evaluate Options
- Prepare a Recommendation
- Communication is candid yet empathic with problem solving in mind
- All project information is transparent unless confidential (for a reason)
- The Project Manager is always proactive toward the project and bettering project management practices within the organization
- Address problem and potential issues head on
- The Lazy PM
- Emphasizes planning
- Stakeholders are privy to plans for smooth transition to response eliminating “fire fighting mode”
- Read the entire question and possible answers before settling on an answer
- Dissect question – what is it actually asking
- Look for extraneous information
- Look for double-negatives – translate to positive question
- Look at the potential answers
- What is the sequence of events based on the PMBOK
- Sequence the possible answer to determine BEST NEXT
- Review the sequence with possible answers of lists to rule-out or identify the best answer
- Does a single answer have a mix of concepts that are not in context with the question – rule it out
- Does a single answer sound like a good practice, something you would do, BUT is not covered in your study or PMBOK – rule it out
- When comparing two answers – is one more formal then the other? The more formal answer may be the correct one with the informal answer being the “good idea” that is not the official answer
- What is the sequence of events based on the PMBOK
In Reviewing Questions During the Test
- Run through the test once answering the easy questions and flagging the not-easy questions.
- Run through the test a second time to answer the flagged questions. Unmark those you are relatively comfortable with, keep marked the ones you want to come back to
- Take a break!!!!
- Run through the test again for only the marked items, verify your answers – have a darn good reason for changing if you had answered. Your first instinct may very well be the right one.
- In your final run through look for
- Questions that may have been tricks
- Wordy questions
- Answers include similar lists of items
- Seemed too good to be true
- The first 20-50 questions that you answered as your frame of mind may not have been ready for a trick
- Take a break!!!!
- Last run through as you determine necessary – look for potentially obvious mistakes you may have made. Again, if you are waffling between two answer, your first instinct may be correct – consider leaving the original response
- Know that is normal to stop breathing the second you hit “done”
- There may be a slight delay and a survey on the test experience will be presented (SERIOUSLY!?!?)
- There may be a slight delay and then a message on the overall test results “Congratulations, you have passed.”
- The test proctor staff will provide you with proof.
- Email Vicki@project-pro.us (I want to hear!)
- PMI will mail you certificate and other goodies to accompany your PMP.
What if…
A failing test score is not a failure!! You only truly fail when you give up. Remember, the test was designed to only achieve a certain level of passing attempts. Also remember, it was designed expecting test takers to already be experienced expert level project managers. You should take the opportunity to take the exam again. See http://pmstudent.com/4-steps-to-recover-from-a-pmp-exam-fail/.
* Notes
The books listed here were used for classes relating to the 4th Edition of the PMBOK. Look for the most current editions if planning to sit for the exam after 7/31/2013. See The Project Pro’s Bookstore, PMP Prep shelf for these and other titles.
- Rita’s Book – Or ther study book such as the Andy Crowe version
- Mulcahy, R. (2011). Pmp exam prep, seventh edition. RMC Publications
- PMBOK
- A Guide to the Project Management Body of Knowledge (4th Edition)
- A Guide to the Project Management Body of Knowledge (4th Edition)
- PM Answer Book
- Furman, J. (2012). The Project Management Answer Book. Management Concepts Press.
Thought of the Day
Permitting and inspections is to fire fighting what planning and communication is to projects.
Even firemen take time for maintenance, operations, and process improvement.
Observations of Great Teamwork from Cirque Du Soleil
Last weekend I attended the Cirque Du Soleil show, Amaluna. While most of the audience was mesmerized by the beauty and awesomeness of the feats, I was mesmerized by the demonstration of what great teamwork can accomplish. Here is a quick run-down of my observations on the benefits of great teamwork.
Trust in Others
The troupe is truly putting their lives in each other’s hands. With high-flying acrobatics and water stunts, the impact of something going wrong can truly be life threatening. It takes a huge amount of confidence to entrust your life into your co-workers hands, but the results are astounding. When thinking of who needs to trust whom, it goes beyond other performers who are putting their safety at risk, but also the engineers and riggers.
What could you accomplish in your current project if you had that much faith and trust in your teammates? Would the project have better flow and less resistance? Do you give your teammates the trust they deserve? We are each experts in our own rights of our own domain. Trust in that and keep conversations on using the various areas of expertise to achieving the goals of the project. Identify underlying issues to deal with the root cause to address team members you believe not to be trustworthy.
Slips happen…recovery gracefully!
Don’t think for a second that every show goes off without a hitch. I saw a couple of “slips” (some obvious, others not) and am sure I missed many more. What keeps the show amazing is the graceful recovery. The most obvious slip I noticed, the performer just kept going and tried again. She succeeded and the audience was amazed. Other slips were covered by their team performers adjusting their movements to minimize the impact on the show, the performers, and keep the show entertaining for the crowd.
We often experience slips in projects. Maybe there is a slip in schedule, defects in code, or risks that turn into issues. It is okay. Our project plans help us decide the graceful recovery in advance. There may be an unforeseen issue that affects the project. The issue is what is it is. Focus on the graceful recovery in support of the project. Refer to point number one and trust that your teammates will contribute to the graceful recovery.
Here is a quick side note. The music in Amaluna was live. It would be very difficult to recovery gracefully if reliant on a soundtrack that prevented needed corrections.
Be Trustworthy
Bad things happen when you are not trustworthy. A performer in Amaluna would not feel safe to give a 100% on feat where their safety was in my hands and I’m not trustworthy. I may lose opportunities to perform. The show would lose a great deal of awesomeness with the troupe not trusting in each other to give 100%. Signing up to perform a feat that one is not ready for, performing when physically compromised, or not being reliable in showing up for rehearsal could destroy valuable trust and compromise the show.
Are you trustworthy when it comes to your projects? Do you make meetings on time, participate fairly, complete assignments as agreed? Do you refrain from gossip, always give honest status on the project, and help your teammate recover from their slips? The person who can do this with integrity, consistently will be a very important contributor to the project. Only when all teammates, including yourself, are trustworthy will you have the level of trust needed to pull off amazing acts. It is the rare project that is delivered on time, on budget, and with promised scope that brings value to the business…a truly amazing feat.
Here is a short promo video of Amaluna to amaze you. A fourth secret follows.
A fourth observation? Yes, risk management. Telling you this is admitting to what a nerd I truly am. The video shows the scene with the contortionist in the water splashing all around. My mind realized that water on stage could be deadly to those that follow her act. Brilliant risk management is at work here.
- Large cloths blanked the stage around the bowl.
- After they moved the bowl and blankets, they had performers performing wiping the stage down with towels
- The next act was the high wire, not conducted directly on stage but the high wire with cushions below
- Then intermission
Four strategies to mitigate the risk of water on the stage endangering the performers.
Please share your stories and thoughts on what makes for amazing teamwork.
Photo by Cirque du Soleil at http://www.cirquedusoleil.com/en/shows/amaluna/default.aspxDocument Your Project History
How often have you been called upon to remember past projects? Are you prepared to respond to “tell me about your favorite project and why it was your favorite”? If you are pursuing professional certification, a new job, or promotion, be ready for this question. If your brain is like mine, it is an overflowing file cabinet with some of the best material buried in the back corner. It is not always easy to access the things you have done in the past, especially when new projects are always sitting on the forefront of the mind. As a result, you will likely shortchange yourself by relying on the more accessible recent experiences that may be less relevant in the context of the position. Perhaps you come up short on needed hours experience for that professional certification because you had forgotten about that part time project you worked on when in a different position. There is a remedy for this. That is your Project Portfolio History.
I created my Project Portfolio History when applying from Professional Project Manager Certification from the Project Management Institute. It was a necessary step for completing the application, but I quickly saw a multitude of uses for this listing. The list includes:
- Project Title
- Start Month
- End Month
- Number of Months
- Organization
- Project Description
- Role
- Responsibilities
Customize your Project Portfolio History to meet your specific needs. You may add a column for percentage of work time spent on the project, the project sponsor, team members, project methodology…whatever makes sense to you. This is your reference and a supplement to your resume, not a replacement. You may opt to share with recruiters in which case it might make sense to keep a “private” version in addition to the “public” version with the private including key words or signals that you want to remember without sharing. My private version has notes to remind me of my favorite projects, least favorite projects, projects where I learned the most, and many of those other common asks when discussing your project past.
The project description should help describe each project and what made each unique. What technologies and methodologies where used? What was the team structure? Who were the users of the solution and how the accessed it? You do not need to answer each of these questions – rather you are looking for what about this project sets it apart from others.
This document has helped me in describing experience in resumes, cover letters, and in interviews, as well as document hours for both the PMP and the Certified Business Analyst Professional (CBAP®) certification. I use it when customizing my resume to the job I am submitting for, developing my cover letter, review prior to an interview for a fresh look, and I even request to keep the document out and handy during an interview. I have yet to be refused to have my “cheat sheet” handy. Recruiters and interviewers have requested a copy. Remember to have a public version available. One recruiter I worked with said, “This is great! Every project professional should have this.” Start putting your together today. I have linked a Project Portfolio History template so you can get started on yours today. Start with your current project and work backwards. You can always add rows to fill in gaps if you miss something along the way.
Please share your experiences with this or a similar document by commenting on this post.
An Ounce of Prevention – Agreement and Documentation of Project Roles
Have you ever been on or lead a team where confusion over who should do what existed? Maybe there was a ‘roles and responsibilities’ document or even RACI chart on the wall, yet team members struggled. Struggles commonly persist when a task was not included in the document or the team members did not accept the assignments. Have they even seen and reviewed it? Unclear expectations and lack of communication leads to team conflict, something we all want to avoid. Below is one exercise I have done with teams that has resulted in a better understanding and respect in team members’ roles.
Purpose
Generate team discussion and agreement on who is responsible for the completion and quality of project tasks.
Participants
All team members for a small team or a representative of each team discipline for larger teams. No discipline should go unrepresented. For best results, ask for an independent facilitator so that the project manager can be a full participant.
Time
Two-hours
Materials
- Large index cards or sticky notes
- Empty walls for posting cards
- Felt pens
Preparation
- Write out a team task, one task per card (may be hand written with felt pen or creating labels to stick to the cards may save some time) – Sample Set of Labels
- Create a card for each project team discipline (e.g., developers, business analysts, test team) including single person roles (e.g., project manager, sponsor)
- Use the team discipline cards to create areas for columns, or groups, of tasks on meeting room walls. Additional groupings for “ALL” or “TBD” may also be represented.
- Leave some blank cards and felt pens around the room for team members
- Organize your pre-written cards so that can easily get to the most controversial tasks easily
Meeting
- Explain the goal and process for the meeting to team members
- Goal – Assign all tasks to project sub-team or members with full team agreement
- Process – Ask the meeting participants where each task belongs as far as who do the task. Encourage discussion of “why” when there are differences of opinion. There are no right or wrong answers. Whatever the team agrees to is correct. The project manager may suggest best practice, but not dictate the final assignment.
- Start with a few more obvious tasks such as “write program code”
- Post the card in the in the group that the team agrees
- Where differences of opinion, ask those most directly affected to explain why they choose that role or discipline
- See if team members agree after hearing explanations
- If still no agreement, offer the project managers view on where the assignment belongs
- See if team can agree to the project managers view, specifically those most affected
- If still no agreement put task aside or post in “TBD” to come back to
- Limit the time per card to about 2 minutes
- Move on to the tasks that are likely to generate the most discussion once team members have a handle on how the process works
- Team members may propose new tasks for discussion by writing out a card
- Stop about 10 minutes before the scheduled end time to get agreement for handling remaining tasks. Possible options include:
- Extend meeting time
- Schedule a follow-up meeting
- Assign delegate to propose assignments for any remaining tasks and send to team members
- Inform the team how the results will be documented and where available for future reference
This exercise focuses on who does the work. There is still a need to document who reviews, who approves, and so on. This can come in a RACI-type chart later. Another option is to mark each card as team members discuss the assignment. Choose whatever method will get to team acceptance the quickest.
I mention a RACI-type chart for a reason. When creating a matrix of roles and responsibilities use the terms best represents how work is approved in your team and organization. “Responsible”, “Accountable”, “Communicated”, and “Informed” may not hold a lot of meaning to your team members where “Leads”, “Approves”, and “Informed” may be clearer. Let the team help decide on the categories to capture so that the resulting document is meaningful.
Closing
I hope this exercise, or some variation of it, will help to avoid confusion and conflict in your project teams. Please comment or email me if you use this exercise on your project. I am interested in how it went for your team; especially any adjustments made that provided even better results.
Happy International Project Management Day 2012!
It’s that time of year again. The first Thursday of November is International Project Management Day. Frank Saladis of the International Institute of Learning founded the day to promote project management as a professional and show appreciation for those who have chosen it.
This year I am very pleased to announce Women in Project Management: Leaders in Charge. It was an honor to take part in this pre-recorded panel discussion with Naomi Caietti, Deanne Earle, and myself, moderated by Martin Chernenkoff. This 1 1/2 hour webinar is good for 1.5 PDUs in Category C. Visit www.pduotd.com to qualify for Category B.
Please watch, listen, enjoy, share, and comment.
http://internationalpmday.org/ipm-day-women-in-project-management/
6 Easy Ways to Earn PDUs for your PMP
Are you up to date on your PDUs? Is your renewal deadline fast approaching? Here are some ideas, in ease to earn order, to help you get your PDUs in time for your certification renewal. Full detail for categories is available in the PMP Handbook. Refer to your copy for additional information to plan for and record your PDUs.
Category F* – Working as a Professional In Project Management
You can earn up to 5 PDUs per year, 15 per certification cycle, for working full time as a project manager. Your 25% on your way to re-certification!
*Subject to maximum of 45 credits combined in categories D, E, and F.
Category C – Self Directed Learning
Anything you read, watch, or discuss related to project management may count towards your PDUs. Keep records of the time you participate in these activities along with any notes and record your PDUs. One PDU per hour of activity up to 30 PDUs in your certification cycle is allowed.
- Webinars
- Podcasts
- Articles
- Books
There are hundreds of self-directed learning opportunities on the web. Check out these links to find out more. Sign up for their email lists to get notice of opportunities directly in your inbox.
- pduOTD.com – PDU of the Day provides PDU opportunities from all categories. Many are self-directed activities. Opportunities listed provide information includes category information, recording requirements, and anything else you need to know to make the most of the opportunity provided.
- PDUInsider.com – This is a portal to many PDU opportunities of various categories. Find an event calendar of opportunities or browse for on-demand activities that are available. Also includes a link to information on the PDUPodcast.com, an opportunity to earn PDUs through recorded podcasts.
Category E* – Volunteer Service
Have you volunteered with the PMI, maybe within your local chapter, or reviewing an upcoming standard on PMI.org? This also provides PDU credit. Find out more on volunteering at the PMI Volunteer page.
Volunteering is not just a great way to get PDU credit, it also is a great way to expand your network and your skills while benefiting PMI and project managers everywhere. You earn 1 PDU per hour up to the 45 PDU limit in your certification cycle.
*Subject to 45 credit limit for activities in categories D, E, and F.
Category B – Continuing Education
Did you know that you get credit for all project management training, not just training provided by PMI Registered Education Providers? That’s right! That is what category B is all about. Participate in any formal training session and get credit for that time of the curriculum that is project management specific. So go ahead and sign up for the project management workshop you want. It does count!
Category D* – Create New Project Management Knowledge
Do you write or train on project management? Well give yourself credit. PMI grants PDUs for sharing knowledge through writing, presenting, and training. You get PDU credit for preparation and presentation time hour for hour.
*Subject to 45 credit limit for activities in categories D, E, and F.
Conferences, Congresses, and Seminar Events
This is perhaps the most fun and efficient way to earn PDUs. Not only do you get a large selections of topics to see presentations on, but you get to meet project managers from around the world and see what is happening in the world of vendors and tools. You might not even have to record your PDUs for PMI.org sponsored events as they will often do this for you from your registration and attended sessions.
A Final Note
Make managing your PDUs easier by recording as you as you earn them. This will make the overall task easier and provide an easy to follow view of where you are in your certification cycle. Record your PDUs online on the Continuing Education Requirements System. Got too many? No problem…you can roll over up to 20 PDUs for your next cycle.
* Categories D, E, and F are grouped as “Giving Back to the Profession.” PMI has placed a limit on the number of PDUs allowed in these categories to 45 per certification cycle.
Image credit: nikolaev / 123RF Stock Photo
Number One Benefit of Achieving the PMP
I taught my first week long PMP Exam prep class last week. I recall when I first learned of these boot-camp style classes and my original thought. “Great, you learn how to pass a test. Did you learn anything about project management?” I often comment on my study experience that I learned more in studying for the PMP then I did in a 9-month university certification course and prior experience. The challenge for this course became to incorporate true learning into the crash course – to motivate the students to see how the processes, inputs, tools and techniques, and outputs would make their projects more successful.
I scheduled one-on-one briefings on the last day of class. One student, Marcus, talked of his father who had recently passed the PMP while in a long career in project management. We also had a few “seasoned” project managers in the class. Marcus questioned the value of the PMP for these folks with the reasoning that they had been successful project managers in their careers without the PMP. “Have they been successful with a reported project failure and challenged rate of 65%?” The bottom line is that even a successful project manager can learn new ways of doing things based on industry best practice and increase the chance of project success. There is no room for complacency in managing projects with millions of dollars at stake and an unstable economic market. Learning is the number one benefit of achieving the PMP.
Marcus went on to asked about case studies to support the benefit of PMP. I suggested that PMI would have plenty of information published through pmi.org and offered up the two following books for further exploration.
The Lazy Project Manager: How to be twice as productive and still leave the office early– How projects should work when applying project management best practices
- Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure
- How projects often work when best practices are skipped
Remember this next time a non-certified project managers claims that a PMP is not beneficial -
Never become so much of an expert that you stop gaining expertise. View life as a continuous learning experience. Denis Waitley
Disclaimer: I do not profess that someone who has a PMP is superior to someone who does not. Only that one will have learned and demonstrated more knowledge than before attaining the PMP. See The Chef or the Cook: Choosing the Right Candidate
Additional Resources
Related articles by me
- Secrets of the PMP Exam
- How I Passed the CBAP
- Embrace the Knowledge of Those Who Came Before guest post an Ah-Ha-Moments.net
Achieving Success through Business Value
I am thrilled to announce ModernAnalyst has published my article on Achieving Business Value – check it out and pass it on. I look forward to your comments on the ModernAnalyst site or here.
Business value is a new indicator for project success. Huh? You may be wondering what ever happened to the good ole scope, schedule, and budget. They are still there and measured, but what the 2012 trends have been pointing to is that a project completed within scope, schedule, and budget and not be successful. The opposite is also true. Read complete article
I just ran across this excellent supporting video on Twitter.
Tim Banfield, APM, Project Managers should define project success “in their own terms”
Rescue the Problem Project Book and Study Guide Reviews
I am pleased to announce that I have published reviews for both Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure
by Todd C. Williams and A Learning Guide For “Rescue The Problem Project” (pduOTD Primer Series)
Click the links above to find full reviews and purchase your own copies!
