We go through the mistakes 80% of people make which leads them to fail the PMP on their first try, highlight appropriate study material and a complete study plan for you to follow.
This PMP study guide was created to a single source of all the information you need to acquire you’re PMP qualification.
PMP® exam is a Project Management Professional certification by the Project Management Institute (PMI®). PMP® is globally recognised with members in 193 countries. Having a PMP® demonstrates the experience, education, and ability to lead and direct successful projects. Most project manager positions in top companies require PMP® qualification and if not it is seen as a distinct advantage to have the qualification. All information regarding PMP® can be found here in the PMP© Certification Explained article.
“Fail to Prepare, Fail to Prepare” is definitely the case when it comes to passing the PMP® Preparation. I made the costly mistake of ONLY reading the PMBOK® Guide first time round. The PMBOK® Guide is a manual/guide on the PMI® approach to project management and the PMP® exam is based on it. What you need to know is….
Credibility: The Project Management Institute (PMI®) was founded in 1969 and since the 1980’s have been making efforts to standardise project management procedures and approaches. You can see the amount of PMI® credential holders in the below table.
Competitive Advantage: PMP® certification holders will have a distinct advantage over other project managers in the work place not only in knowledge but also salary. Check out the latest project management salary survey from 2015.
To apply for the PMP© you need to prove you have completed 35 hours of project management education. This will cost you money but you can combine this cost with study material and use it as preparation for the exam. The PMP preparation courses will clarify if they can go towards the 35 hours required to apply.
PMBOK© Guide costs $47.98 but is free to download from the pmi.org for PMI© members. Reading the PMBOK© isn’t compulsory and some qualified project managers have revealed they passed the exam without reading the PMBOK but you will feel more prepared if you have read it. Also the PMBOK© is a guide or reference point on techniques and processes that can be used in day to day project management and is a great tool to have in your arsenal.
Firstly you should know by now but to make sure you know what to expect. There is a total of 200 questions with only 175 being counted towards the actual mark the other 25 are PMI review questions. The PMI uses the 25 review questions to test new questions to see responses from test takers. You will not be able to distinguish the difference between real and review questions in the exam so it is best to practice full length exams of 200 questions.
The PMBOK® Guide itself is process-based, meaning it describes how to complete project management using tasks. The processes in PMBOK® guide, overlap and interact throughout the project life cycle. Processes are presented in terms of…
The PMBOK® Guide also provides information on the PMI® Code of Professional Conduct which is also tested ion the exam.
Below I have broken down all the different terms and definitions you should understand per process group.
DO NOT JUST READ PMBOK – YOU WILL FAIL.
The Project Management Professional (PMP®) is a lot to take on by yourself so it is advised to sign-up to professional training to help you pass the exam. As noted above it is not sufficient to just read the PMBOK® Guide as it is just a reference guide. You also need other resources to complete your preparation. Most resources prepare applicants by match their content as the chapters in the PMBOK® Guide and provide questions related to the exam. The two books I highly recommend which both include full-length practice exams with detailed explanations…..
If you are completely new to studying project management I recommend Head First PMP but if you are familiar with the knowledge areas and process groups Andy Crowe’s will be a perfect fit. Head First should be seen more as a beginners book and Andy Crowe’s more advanced but they both compliment each other. Head First PMP gives a brilliant introduction using real examples and Andy Crowe’s is more similar to the PMBOK but easier to digest and more focused on helping you passing the exam.
Rita Mulcahy was given to me by a student one day when I was teaching PMP and I was quiet impressed by it. Originally I read it was very techy but didn’t seem like that at all. After reading it I would rank it alongside Andy Crowes book. If you buy with Amazon you get bonus study material though.
(I used Andy Crowes as it was the best sample exam I had available)
“The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.” – A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
The initiation process group has 2 processes:
To learn an easy way to remember all of the 47 process to create a table check out this article.
On January 11th 2016 the PMI added tasks 2, 7 and 8 to the list of expected tasks in the Initiation phase. You can read the impact of these tasks additions here.
| Task Detail | Task Purpose | |
| Task 1 | Assess project based on available project information, lessons learned documents from previous projects and meeting relevant stakeholders. | Support the evaluation of the feasibility of new products or services within the given assumptions/constraints. |
| Task 2 | Identify key deliverables based on business requirements. | Manage customer expectations and direct the achievement of project goals. |
| Task 3 | Perform Stakeholder Analysis to align expectations and gather support for project. | Align expectations and gain support for project. |
| Task 4 | Identify high level risks, assumptions and constraints by analysing environmental enterprise factors, organizational process assets, historical data and expert judgement to determine a implementation strategy | Propose an implementation strategy for the project. |
| Task 5 | Develop the Project Charter and ensure stakeholders are in agreement with its contents. | Ensure project stakeholders are in agreement on its elements. |
| Task 6 | Obtain Project Charter sign-off from project sponsor. | Formalize the authority assigned to the project manager. And gain commitment and acceptance for the project. |
| Task 7 | Conduct benefit analysis with relevant stakeholders. | Validate project alignment with expected business value and organization strategy. |
| Task 8 | Inform stakeholders of approved project charter. | Manage expectations on key deliverables, milestones and their roles and responsibilities. |
While I was studying for the PMP exam I kept a list of terms and definitions on the Initiation phase for studying purposes. I turned this list into a study list to test myself by domain same as the exam is structured.
This is my own personal list and not a definitive list. If you have suggested or additions for the list please provide them in the comments section and I will update the list accordingly.
| Knowledge Area | Do You Understand… |
| PMP Framework | Define the different Types of Organizations (Who has authority) |
| PMP Framework | What are Enterprise Environmental Factors |
| PMP Framework | What are Organization Process Assets |
| PMP Framework | When do you use Expert Judgement |
| PMP Framework | Define characteristics of a Project including lifecycle |
| PMP Framework | What are Project Constraints |
| PMP Framework | Explain Project vs Portfolio vs Program |
| PMP Framework | What is the role of Project Manager/Expeditor/Coordinator |
| PMP Framework | Define Product Lifecycle |
| PMP Framework | What are the 5 Process Groups |
| PMP Framework | What is Management-By-Objective? |
| PMP Framework | What are the 10 Knowledge Areas |
| Integration Management | Purpose & Objective of Project Charter Process |
| Integration Management | State the inputs to Project Charter |
| Integration Management | Purpose of Statement of Work & Contents |
| Integration Management | Define different Types of Business Cases |
| Integration Management | Choosing Projects based on Benefit Cost Ratio, Net Present Value, Opportunity Cost, Lifecycle Cost, Internal Rate of Return, Depreciation |
| Integration Management | What are the differences between Straight Line Depreciation vs Accelerated Depreciation |
| Stakeholder Management | Purpose & Objective of Identify Stakeholders Process |
| Stakeholder Management | What is a stakeholder |
| Stakeholder Management | Describe Stakeholder Register |
| Stakeholder Management | Describe Power/Interest Grid and Salience Model |
| Stakeholder Management | Define Project Selection; Constrained Optimization vs Economic Value |
“The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine objectives, and develop the course of action required to attain those objectives.” – A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
The planning process group has 24 processes:
To learn an easy way to remember all of the 47 process to create a table check out this article.
On January 11th 2016 the PMI added task 13 to the list of expected tasks in the planning phase. You can read the impact of these tasks additions here.
| Task Detail | Task Purpose | |
| Task 1 | Review and assess detailed project requirements, constraints and assumptions with stakeholders based on project charter and previous projects lessons learned | Establish detailed project deliverables. |
| Task 2 | Develop scope management plan, based on the approved project scope. | Define, maintain and manage scope of project. |
| Task 3 | Develop the cost management plan based on project scope, schedule, resources, approved project charter and other information. | Manage project costs effectively. |
| Task 4 | Develop the project schedule based on the approved project deliverables, milestones, scope and resource management plans. | Manage timely completion of the project. |
| Task 5 | Develop the human resource management by defining roles/responsibilities of the project team members | Create a project organizational structure and determine how resources will be assigned and managed. |
| Task 6 | Develop the communications management plan based on the project organizational structure and stakeholder requirements | Define and manage flow of project information. |
| Task 7 | Develop the procurement management plan based on the project scope, budget and schedule. | Ensure that the required project resources will be available. |
| Task 8 | Develop the quality management plan and define the quality standards for the project and its products based on scope, risks and requirements. | Prevent the occurrence of defects and control the cost of quality. |
| Task 9 | Develop the change management plan by defining how changes will be addresses and controlled | Track and manage change during the project. |
| Task 10 | Develop the risk management plan by identifying, analysing and prioritizing project risk. Create risk register and define risk responses. | Manage uncertainty and opportunity throughout the project. |
| Task 11 | Present the project management plan to relevant stakeholders according to organization policies and procedures. | Obtain approval to proceed with project execution. |
| Task 12 | Hold a kick-off meeting, communicating start of the project, key milestones and other relevant information. | Inform and engage stakeholders to gain commitment for project |
| Task 13 | Develop the stakeholder management plan by analysing needs, interests and potential impact. | Effectively manage stakeholder’s expectations and engage them when required. |
While I was studying for the PMP exam I kept a list of terms and definitions on the Planning phase for studying purposes. I turned this list into a study list to test myself by domain same as the exam is structured.
This is my own personal list and not a definitive list. If you have suggested or additions for the list please provide them in the comments section and I will update the list accordingly.
| Knowledge Area | Do You Understand…. |
| Integration Management | Purpose & Objective Develop Project Management Plan Process |
| Integration Management | Purpose of kick-off meeting and when its held |
| Integration Management | Do you understand project management plan and subsidiary plans & baselines |
| Integration Management | What are differences between Change management plan vs Configuration management plan |
| Integration Management | What are the Configuration Management activities? |
| Integration Management | Purpose of baselines and when updated |
| Integration Management | What is the Work Authorization System definition |
| Scope Management | Purpose & Objective Plan Scope Management Plan Process |
| Scope Management | Purpose & Objective Collect Requirements Process |
| Scope Management | Purpose & Objective Define Scope Process |
| Scope Management | Purpose & Objective Create WBS Process |
| Scope Management | What are the differences between Product vs Project Scope |
| Scope Management | Define the requirements Gathering Techniques |
| Scope Management | What is a Work Package |
| Scope Management | Describe the following product analysis techniques: Product breakdown, System Analysis, Requirements Analysis, Systems Engineering, Value Engineering, Value Analysis. |
| Scope Management | Difference between Non-Functional vs Functional Requirements |
| Scope Management | Define Group Decision Making Techniques x 4 |
| Scope Management | Purpose & Contents of Requirements Traceability Matrix |
| Scope Management | Describe following Group Creativity Techniques – Mind map, Delphi Technique, Affinity Diagrams, Nominal Group Technique, Context Diagrams, Brainstorming, Benchmarking, Document Analysis |
| Scope Management | What are the contents of Project Scope Statement |
| Scope Management | What are the contents of Work Breakdown Structure |
| Scope Management | What are the contents of Scope Baseline |
| Scope Management | Define process of Decomposition |
| Scope Management | Describe differences between Scope Creep vs Gold Plating |
| Time Management | Purpose & Objective Plan Schedule Management Process |
| Time Management | Purpose & Objective Define Activities Process |
| Time Management | Purpose & Objective Sequence Activities Process |
| Time Management | Purpose & Objective Estimate Activity Resources Process |
| Time Management | Purpose & Objective Estimate Activity Duration Process |
| Time Management | Purpose & Objective Develop Schedule Process |
| Time Management | What is difference between Activity List vs Milestone List |
| Time Management | Definition of Rolling Wave Planning |
| Time Management | What is Precedence Diagramming Method |
| Time Management | What is Dependency Determination |
| Time Management | What is difference between Leads vs Lags |
| Time Management | How to create a Schedule Network Diagram |
| Time Management | Describe Bottom Up vs Parametric vs Analogous Estimating |
| Time Management | Understand how to calculate PERT Estimation |
| Time Management | Understand how to calculate Standard Deviation |
| Time Management | Describe Critical Path vs Critical Chain Methods |
| Time Management | Describe Crashing vs Fast Tracking |
| Time Management | Describe Float vs Free Float vs Slack |
| Time Management | Understand how to calculate Float |
| Time Management | What is the purpose of Monte Carlo Analysis |
| Cost Management | Purpose & Objective Plan Cost Management Process |
| Cost Management | Purpose & Objective Estimate Costs Process |
| Cost Management | Purpose & Objective Determine Budget Process |
| Cost Management | Choosing Projects based on Benefit Cost Ratio, Net Present Value, Opportunity Cost, Lifecycle Cost, Internal Rate of Return, Depreciation |
| Cost Management | Understand process to build a budget |
| Cost Management | Describe different Estimation Techniques – Parametric, Analogous, 3 Point, Bottom Up, Expert |
| Cost Management | Define Range of Rough Order Estimates |
| Cost Management | What is the Cost Aggregation Technique |
| Cost Management | What are the outputs of Estimate Cost Process |
| Cost Management | What is Reserve Analysis |
| Cost Management | Describe Funding Limit Reconciliation Technique |
| Cost Management | What is difference between contingency reserve and management reserve? |
| Cost Management | What is Control Accounts |
| Quality Management | Purpose & Objective Plan Quality Management Process |
| Quality Management | What is conformance to requirements |
| Quality Management | Describe difference between Quality vs Grade |
| Quality Management | What is the cost of quality |
| Quality Management | Describe Statistical Sampling, Benchmarking, Design of Experiments, Affinity Diagrams, Brainstorming, Affinity Diagrams, Prioritization Matrices |
| Quality Management | Why do you use Quality Checklists |
| HR Management | Purpose & Objective Plan HR Management Process |
| HR Management | What does RACI stand for? |
| HR Management | Difference between formal and informal networking |
| HR Management | What is difference between resource smoothing and levelling? |
| HR Management | What is staffing management plan? |
| HR Management | How and when to perform Resource Levelling |
| Communication Management | Purpose & Objective Plan Communication Management Process |
| Communication Management | The Communication Method Steps |
| Communication Management | What so the halo effect? |
| Communication Management | Different Communication Models |
| Communication Management | When to use formal/informal written/verbal |
| Communication Management | Encoding vs Decoding Messages |
| Risk Management | Purpose & Objective Plan Risk Management Process |
| Risk Management | Purpose & Objective Identify Risks Process |
| Risk Management | Purpose & Objective Perform Qualitative Risk Analysis Process |
| Risk Management | Purpose & Objective Perform Quantitative Risk Analysis Process |
| Risk Management | Purpose & Objective Plan Risk Responses Process |
| Risk Management | Define process of identifying Risks |
| Risk Management | What is a Risk called that doesn’t have a negative impact? |
| Risk Management | What is the difference between special and normal causes? |
| Risk Management | Define 4 ways to deal with a risk |
| Risk Management | Define the Risk Management Plan |
| Risk Management | What is difference between Quantitative and Qualitative |
| Risk Management | What does SWOT stand for? |
| Risk Management | Define how you would use the Delphi Technique, Fishbone Diagram, Checklist Analysis, Interviews, SWOT, Assumption Analysis |
| Risk Management | Understand how to read a Risk Probability and Impact Assessment Table |
| Risk Management | What is the purpose of a watch list? |
| Risk Management | Calculate a Contingency Reserve for known unknowns |
| Risk Management | Calculate Estimated Monetary Value |
| Risk Management | Why would you use a Tornado Diagram |
| Risk Management | Define strategies for Positive Risks and for Negative Risks |
| Risk Management | Describe difference between Secondary Risks vs Residual Risks |
| Procurement Management | Purpose & Objective Plan Procurements Management Process |
| Procurement Management | Who is the Seller and Buyer in Procurement Management |
| Procurement Management | Difference between Procurement Statement of Work mad Procurement Management Plan |
| Procurement Management | What questions are asked for source selection criteria |
| Procurement Management | Define Fixed Price, Fixed Price Plus Incentive Fee, Cost Plus Fixed Fee, Cost Plus Award Fee, Cost Plus Incentive Fee, Time & Materials Contracts |
| Procurement Management | What is the risk to buyer vs seller for each contract |
| Procurement Management | Define “force of majeure” and “total point of assumption” |
| Stakeholder Management | Purpose & Objective Plan Stakeholder Management Process |
| Stakeholder Management | Define 5 types of engagement a stakeholder is? |
| Stakeholder Management | Create a Stakeholder Engagement Matrix |
“The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.” – A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
The executing process group has 8 processes:
To learn an easy way to remember all of the 47 process to create a table check out this article.
In January 11th 2016 the PMI added tasks 6 and 7 to the list of expected tasks in the Executing phase. You can read the impact of these tasks additions here.
| Task Detail | Task Purpose | |
| Task 1 | Acquire and manage project resources by following procurement and human resources plans. | Help meet project requirements. |
| Task 2 | Manage task execution based on project management plan by leading and developing the project team in order to achieve project deliverables. | Hep achieve project deliverables. |
| Task 3 | Implement the quality management plan to ensure work is performed in accordance with required quality standards. | Ensure that work is performed in accordance with required quality standards. |
| Task 4 | Implement approved changes and corrective actions by following change management plan. | Help meet project requirements. |
| Task 5 | Implement approved actions by following risk management plan in order to minimize the impact of the risks and take advantage of opportunities on the project. | Minimize the impact of the risks and take advantage of opportunities on the project. |
| Task 6 | Manage the flow of information by following the communication plan to keep stakeholders engaged and informed. | Help keep stakeholders engaged and informed. |
| Task 7 | Maintain stakeholder relationships to receive continued support and manage expectations. | Ensure the project receives continued support and expectations are managed. |
While I was studying for the PMP exam I kept a list of terms and definitions on the Executing phase for studying purposes. I turned this list into a study list to test myself by domain same as the exam is structured.
This is my own personal list and not a definitive list. If you have suggested or additions for the list please provide them in the comments section and I will update the list accordingly.
| Knowledge Area | Do You Understand…. |
| Integration Management | Purpose & Objective Direct & Mange Work Process |
| Integration Management | What is the definition of a Defect |
| Integration Management | What are deliverables |
| Integration Management | What is Work Performance Data |
| Integration Management | What are inputs and outputs of Direct and Manage Process |
| Quality Management | Purpose & Objective Perform Quality Assurance Process |
| Quality Management | Define the purpose of Quality Assurance |
| Quality Management | What is a Quality Audit? |
| Quality Management | Who created Plan-Do-Check-Act? |
| Quality Management | What is Kaizen? |
| Quality Management | What is just-in-time? |
| HR Management | Purpose & Objective Acquire Project Team Process |
| HR Management | Purpose & Objective Develop Project Team Process |
| HR Management | Purpose & Objective Manage Project Team Process |
| HR Management | When would you use preassignment? |
| HR Management | Describe a virtual team |
| HR Management | What is the difference between Resource Calendars vs Resource Histograms |
| HR Management | Define French & Raven 5 Kinds of Power |
| HR Management | Explain following interpersonal skills Leadership, Team Building, Motivation, Communication, Influencing, Political & Cultural Awareness, Decision Making, Negotiation, Trust Building, Coaching, Conflict Management |
| HR Management | What are Maslow’s Hierarchy of Needs |
| HR Management | What is difference between McGregor’s Theory X and Theory Y |
| HR Management | Who created the Hygiene theory and what is it? |
| HR Management | What are the 3 factors on McClelland’s Motivational Needs? |
| HR Management | What roles under mind the Project Management implementation? |
| HR Management | What are the 5 stages of Team Development |
| HR Management | What are the 6 ways to resolve conflicts? |
| HR Management | What is the most common conflicts? |
| HR Management | Why are unresolved issues a major source of conflicts? |
| HR Management | What is purpose of ground rules? |
| HR Management | What are the categories of cultures managers should master? |
| HR Management | What is a war room? |
| Communications Management | Purpose & Objective Manage Communications Process |
| Communications Management | What is the purpose of Managing Communications Process? |
| Communications Management | Work Performance Data gets turned into? |
| Communications Management | Calculate Communication Channels |
| Communications Management | Difference between Non-Verbal vs Par lingual vs Feedback |
| Procurement Management | Purpose & Objective Conduct Procurements Process |
| Procurement Management | What is an Information Management System? |
| Procurement Management | What is an cost0-reimeburasable type contract? |
| Procurement Management | Who attends a bidder conference and when is it held? |
| Procurement Management | What is the purpose of Conduct Procurement Process? |
| Procurement Management | Difference between Plan and Conduct Procurements? |
| Procurement Management | Why would you use independent estimates? |
| Procurement Management | What are the outputs of Conduct Procurements? |
| Procurement Management | Define Procurement Documents? |
| Procurement Management | Define a win-win situation? |
| Procurement Management | What is an ideal situation for every contract? |
| Stakeholder Management | Purpose & Objective Manage Stakeholder Engagement Process |
| Stakeholder Management | What is the purpose of Manage Stakeholder Engagement? |
| Stakeholder Management | Who leads negotiations? |
“The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of a project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.” – A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
The control and monitor process group has 11 processes:
To learn an easy way to remember all of the 47 process to create a table check out this article.
In January 11th 2016 the PMI added tasks 6 and 7 to the list of expected tasks in the monitoring and controlling phase. You can read the impact of these tasks additions here.
| Task Detail | Task Purpose | |
| Task 1 | Measure project performance in order to identify and quantify any variances and corrective actions | Identify and quantify any variances and corrective actions. |
| Task 2 | Manage changes by following change management plan | Ensure the project goals remain aligned with business needs. |
| Task 3 | Verify project deliverables conform to quality standards established in quality management plan | Ensure the project meets requirements and business needs. |
| Task 4 | Monitor and assess risks by deterring whether exposure has changed and evaluating the effectiveness of response strategies. | Manage the impact of risks and opportunities on the project. |
| Task 5 | Review the issue log, update if necessary and determine corrective actions. | Minimize the impact of issues on the project. |
| Task 6 | Capture, analyse and manage lessons learned management techniques. | Enable continuous improvement in the project. |
| Task 7 | Monitor procurement activities according to the procurement plan. | Verify compliance with project objectives. |
While I was studying for the PMP exam I kept a list of terms and definitions on the Monitoring and Controlling phase for studying purposes. I turned this list into a study list to test myself by domain same as the exam is structured.
This is my own personal list and not a definitive list. If you have suggested or additions for the list please provide them in the comments section and I will update the list accordingly.
| Knowledge Area | Do You Understand…. |
| Integration Management | Purpose & Objective Monitoring & Controlling Project Work Process |
| Integration Management | Purpose & Objective Perform Integrated Change Control Process |
| Integration Management | What is the process of creating a change in a project? |
| Integration Management | What is the relationship between Monitor & Control vs Perform Integrated Change Control |
| Integration Management | What is a work performance report? |
| Integration Management | Change Controls are used for what? |
| Integration Management | Difference between change and defect? |
| Integration Management | Difference between corrective and preventive actions? |
| Integration Management | What is the phrase for a predicted problem |
| Integration Management | What are the inputs/outputs of Monitor and Control Project |
| Integration Management | What are the inputs/outputs of Perform Integrated Change Control |
| Scope Management | Purpose & Objective Validate Scope Process |
| Scope Management | Purpose & Objective Control Scope Process |
| Scope Management | What are the next steps after someone identifies a required change |
| Scope Management | Explain Variance Analysis |
| Scope Management | What is the difference between Validate and Control Scope? |
| Scope Management | What is the relationship between Validate and Control Scope? |
| Time Management | Purpose & Objective Control Schedule Process |
| Time Management | What 4 techniques are used to review the schedules performance? |
| Time Management | What is Trend Analysis? |
| Time Management | Understand how to calculate Schedule Variance (SV) and Schedule Performance Index (SPI) |
| Time Management | What is the SPI to be behind schedule and what is the expected SPI to ahead of schedule |
| Cost Management | Purpose & Objective Control Costs Process |
| Cost Management | Know the Earned Value Management Formulas |
| Cost Management | Know how to read CPI values if over/under budget |
| Cost Management | What type of graphs can you expect when displaying EV data |
| Cost Management | Understand the formulas specifically for Forecasting ie.EAC |
| Cost Management | What is the purpose of the To-complete Performance Index and how would displayed in a graph |
| Cost Management | What is the difference between Control Account Work Package |
| Cost Management | Describe Reserve Analysis |
| Quality Management | Purpose & Objective Perform Quality Control Process |
| Quality Management | Difference between Attribute and Variable Sampling |
| Quality Management | What are the 7 basic tools of Quality |
| Quality Management | When would you use a Pareto Chart |
| Quality Management | How does Statistical Sampling work? |
| Quality Management | What is the rule of 7? |
| Quality Management | When is a project considered out of control? |
| Quality Management | When is the 80/20 Rule used? |
| Quality Management | What are the outputs of Control Quality Process? |
| Quality Management | What is the difference between Control Quality and Perform Quality Assurance |
| Quality Management | What is a Quality Audit? |
| Quality Management | Who created Plan-D-Check-Act? |
| Quality Management | What is Kaizen? |
| Quality Management | Explain Just-in-Time |
| Communication Management | Purpose & Objective Control Communications Process |
| Communication Management | How are change requests an output of Control Communications? |
| Risk Management | Purpose & Objective Control Risks Process |
| Risk Management | Who performs Risk Audits and why? |
| Risk Management | What are the two types of risks being “controlled” |
| Risk Management | What type of unknowns are in the contingency reserve |
| Risk Management | When should the risk register be reviewed? |
| Procurement Management | Purpose & Objective Control Procurements Process |
| Procurement Management | Explain the Claims Administration steps |
| Procurement Management | When, how and why does a contract change? |
| Procurement Management | Describe the following contract breaches: minor breach, material breach, fundamental breach, anticipatory breach |
| Procurement Management | What is the difference between express and implied warranties? |
| Procurement Management | What are the inputs to Control Procurements? |
| Procurement Management | What is a Procurement Performance Review |
| Stakeholder Management | Purpose & Objective Control Stakeholder Engagement Process |
| Stakeholder Management | What are the inputs/outputs of Control Stakeholder Process |
| Stakeholder Management | What skills are required to Manage Stakeholder Engagement |
“The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.” – A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
The closing process group has 2 processes:
To learn an easy way to remember all of the 47 process to create a table check out this article.
In January 11th 2016 the PMI added tasks 6 and 7 to the list of expected tasks in the closing phase. You can read the impact of these tasks additions here.
| Task Detail | Task Purpose | |
| Task 1 | Obtain final acceptance of the project deliverables from relevant stakeholders. | Confirm the project scope and deliverables were achieved. |
| Task 2 | Transfer ownership of deliverables to assigned stakeholders according to project plan. | Facilitate project closure. |
| Task 3 | Obtain financial, legal and administrative closure in order. | Communicate formal project closure and ensure transfer of liability. |
| Task 4 | Prepare and share final project report according to communications management plan. | Document project performance and evaluation. |
| Task 5 | Collate all lessons learned created during project and do a final project review. | Update organizations knowledge base. |
| Task 6 | Archive project documents and materials. | Comply with statutory requirements and for potential use in future projects and audits |
| Task 7 | Obtain feedback from relevant stakeholders. | Evaluate their satisfaction |
While I was studying for the PMP exam I kept a list of terms and definitions on the Closing phase for studying purposes. I turned this list into a study list to test myself by domain same as the exam is structured.
This is my own personal list and not a definitive list. If you have suggested or additions for the list please provide them in the comments section and I will update the list accordingly.
| Knowledge Area | Do You Understand…. |
| Integration Management | Purpose & Objective Close Project or Phase Process |
| Integration Management | Inputs & Outputs Close Project or Phase Process |
| Integration Management | What is the main output of Close Project or Phase? |
| Integration Management | Describe steps for closing a project |
| Integration Management | What is Product Scope Verification |
| Integration Management | Inputs and Outputs of Close Project/Phase |
| Integration Management | Who has authority to close project? |
| Integration Management | What is purpose of documenting project lessons learned |
| Integration Management | What is updated in Project Closure Process |
| Integration Management | What are requirements to close project? |
| Procurement Management | Purpose & Objective Close Procurements Process |
| Procurement Management | Inputs & Outputs of Close Procurements Process |
| Procurement Management | When do you use a Procurement audit? |
| Procurement Management | Why would you need to negotiate procurements in this process |
| Procurement Management | What is administrative closure? |
When taking exams try to recreate the exam experience by setting aside 2-3 hours with no access to phone or internet. Take scheduled breaks which we outlined in the exam day plan.
This is our very own exam created after I actually did the exam so I tried to include as many exam question topics as much as I could. I tried to cover everything from the above study lists so please leave me know what you think in the comments section after you complete the practice exam.
iZenBridge Earned Value Test (15Q)
As Earned Value Management is one of the most important sections of the exam it is crucial being able to answer any type formula question. Once you can get top results in this 15 question exam you will be ready to answer any EVM question.
Really difficult test but helped me identify new definitions and areas I hadn’t previously heard about. Oliver Lehmann was one the first to create a PMP practice exam online and has been teaching project management principles for over 10 years. Oliver also has a LinkedIn group well worth joining.
This was one of my favorite test exams due to the feedback provided. It breaks down answers by process groups so you know where your weakness are to focus on. I only took this exam once due to time constraints but it identified that I was very weak in the initiation process group so I focused more on it and ended up getting Proficient in the area.
Great simulator for emulating the actual exam and good indicator on your ability to pass the real exam. You can also get a second free exam by using their referral system and sharing within your networks. (You can easily just create other accounts with the referral link which will give your original account access to the second exam).
PM Exam Simulator (200Q)
A really good simulator with good feedback. This is a good exam to practice your exam strategy and taking advantage of the good simulator.
Head First PMP (200Q)
Not the most difficult test but is a complete 200 question exam which helps gauge your level. I did the test with the book and online, the book is a great way of learning fundamentals.
Tutorials Point (150Q)
Has some repeat questions and not extremely difficult. Tutorial Point also provide a comprehensive study material people find useful which is worth checking out.
Passionate Project Management (15Q, 50Q & 100Q)
Personally didn’t like the way questions divided into 3 sections and never completed the exams.
PMPFor Sure (100Q)
Really close to the actual PMP exam besides some obvious grammar mistakes. Really beneficial and should be a must for any PMP taker. You do need to register to take the exam though.
Prepare PM (75Q)
Not exactly like the exam format but hard questions which you will have to rely on your knowledge more than knowing how to answer PMP questions.
This is the biggest difference and without a doubt the most important thing you can do to help pass the exam – create a test plan so you have milestones breaking up the exam so you know when to take breaks giving your brain rest which is a must for a 4 hour exam. The plan is as follows….
08:30am Arrive at Exam Centre
08:45am Start Tutorial – All you need to do is click start the system is extremely straight forward to use so you can use this 15mins for writing down all your notes.
09:00am Start PMP Exam – Aim to complete 75 Questions
10:00am Take Break – go to toilet or get a drink
10:05am Restart PMP Exam – Aim to complete 150 Questions
11:05am Take Food Break
11:10am Restart PMP Exam – Complete remaining 50 Questions
12:00am Take Break – go to toilet or get a drink
12:05am Start Review – Firstly go through all questions marked
01:00pm Submit Exam – Get results within a few minutes on the screen
Review all Marked Questions
Do not take for granted the importance of giving yourself a break it gives you time to gather your thoughts and re-motivate going into next round of questions. When attempting the exam I planned on reviewing all 200 questions but I only ended reviewing the marked questions so I recommend marking any question you have any doubt over.
One day of exam you need arrive one half hour before your scheduled examination. You must sign in, present your identification and provide your unique PMI identification code that was emailed to you.
Notes About Identification
You need to present a non-expired government-issued identification. All forms of identification being presented at the testing centre must match your name exactly as it appears on the scheduling notification. Neither PMI nor Prometric will make any exceptions to this policy. Your identification needs to include:
In order to be admitted into the Prometric testing center, you must bring a valid, non-expired government-issued identification. Your identification needs to include:
If your government-issued identification does not display a photograph or a signature, a secondary form of identification may be used, which includes a photograph and/or signature (whichever is missing from the government-issued identification), and your name printed on the identification. All identification must be current (not expired).
If the test centre administrator feels you have broken one of the rules stated below they have the right to dismiss you from the examination.
This will be reported to the PMI who can cancel your exam scores, bar you from test centres. If your scores are cancelled your fee will not be refunded. For more information check out the official PMI Exam Scheduling Instructions.
When you attempt the PMP exam you will have an opportunity to take a tutorial which is 15 minutes long. Use this time to write up all formulas and study notes you have learned off. I wrote up 3 things which took 14 minutes….
PMP® certification cost is not the only thing you need to take into consideration when committing to PMP© certifiaction cost. The PMP© requires a lot of effort and should not be considered a quick and easy qualification.
The pmp certification requirements are quiet extensive as it requires formal education and a number of years experience. Bachelor’s degree or global equivalent: Minimum three years/36 months unique non-overlapping professional project management experience with 4,500 hours spent leading and directing projects. High school diploma, associate’s degree or global equivalent: Minimum five years/60 months unique non-overlapping professional project management experience and 7,500 hours spent leading and directing projects.
Applying for the PMP© is free but you need to meet the requirements to apply. One of the requirements is having 35 contact hours of project management. I personally had completed a Computer Management Module in Bachelors Degree so didn’t have to attend any extra classes to qualify. If you haven’t any previous project management education this is going to cost you money. To sit the actual PMP© examination its costs $405 for PMI© Members and $555 for Non-Members. To repeat the exam it costs $275 for Members and $375 for Non-Members.
You need to make sure the course you pick goes towards formal project management education that is reconsigned by the PMI®. It is well worth checking any previous training with the instructor to see if it qualifies. There is no expiry date or a restricted time frame to have completed education hours.
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