Project Management Professional (PMP) Exam Preparation

Free Sample

(Based on Guide to PMBOK 5th Edition)(Based on Guide to PMBOK 5th Edition)ByBy

Ready to PresentReady to Presenthttps://www.facebook.com/ReadyToTrainMaterialshttps://www.facebook.com/ReadyToTrainMaterials

Chapter 1

Introduction to Project Management

05/03/23 12:42 2

What is Project Management?

• The application of knowledge, skills, tools and technique to The application of knowledge, skills, tools and technique to project activities to meet project requirementsproject activities to meet project requirements

• Project Management is accomplished through the application and integration of the processes such as

– Initiating Initiating – Planning Planning – ExecutingExecuting– Monitoring and Controlling Monitoring and Controlling – ClosingClosing

05/03/23 12:42 3

The Triple Constraint of Project Management

Cost

ScopeTim

e

05/03/23 12:42 4

It is the project manager’s duty to balance and achieve It is the project manager’s duty to balance and achieve

these three often-competing goals.these three often-competing goals.

Constraint of Project Management

Scop

eSc

ope Tim

eTim

e

CostCost

Customer Customer SatisfactionSatisfaction

Ris

kR

isk

ProjectProject

Quality

Quality

05/03/23 12:42 5

05/03/23 12:42 6

Project, Program, Portfolio

Project E

Project, Program, Portfolio

05/03/23 12:42 7

Project-Based Organizations

Project-based organizations (PBOs) refer to various organizational forms that create temporary systems for carrying out their work. (as in telecommunications, oil and gas, construction, consultancy, and professional Services)

05/03/23 12:42 8

Chapter 2

Project Life Cycle and Organization

05/03/23 12:42 9

Project Life Cycle (Technical Work)

• Project Life Cycle is a collection of generally sequential and

sometimes overlapping project phases.(not black box).(not black box)

• Project Phases are marked by the completion of a deliverable deliverable

(Tangible, verifiable work product).

– Review of deliverables and approval/denial-phase end

review- are “phase exits, stage gates, or kill points???”

• All projects are divided into phases, and all projects, large

or small, have a similar life cycle structure.

05/03/23 12:42 10

Initiation Conclusion

Handoff Handoff Handoff

GatesGatesGates

Deliverables Deliverables Deliverables

05/03/23 12:42 11

Project Life Cycle

Project phases differ from project to another

Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> StartupIT Project: Requirement -> Design -> Program -> Test -> Implement

Fast Tracking

• There are times when phases are overlapped

to shorten or compress the project schedule.

This is called Fast Tracking.

• Fast tracking means that a later phase is

started prior to completing and approving the

phase, or phases, that come before it.

• This technique is used to shorten the overall

duration of the project.

05/03/23 12:42 12

Project Stakeholders

05/03/23 12:42 13

• An important part of a project manager’s responsibility is to manage

stakeholder expectations, which can be difficult because

stakeholders often have very different or conflicting objectives.

• Part of the project manager’s responsibility is to balance these

interests and ensure that the project team interacts with

stakeholders in a professional and cooperative manner.

Cos

t and

sta

ffing

leve

l

Time

Initial Phase Intermediate Phase(s) Final Phase

cost of changes

influence of stakeholders

Stakeholders Influence Over Time

05/03/23 12:42 14

Project Success

The success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.

05/03/23 12:42 15

Organizational Structure- Functional Organization

• The organization is grouped by areas of specialization within different

functional areas.

• Projects generally occur within a single department.

• Information required from other department will be routed through

departmental heads.

• Team members complete project work in addition to normal department

work.05/03/23 12:42 16

Organizational Structure- Balanced Matrix Organization

• Two Bosses

• Team members reports to

Project Manager and Functional

Manager

• Team members do project work

in addition to normal

departmental work

• Power is shared between the

functional and project manager

05/03/23 12:42 17

Iterative and Incremental Life Cycles

Ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases, while increments successively add to the functionality of the product.

05/03/23 12:42 18

Chapter 4

Project Integration Management

05/03/23 12:42 19

Project Integration Management

Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

05/03/23 12:42 20

Develop Project Charter

• Project Charter Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

• The Project Manager The Project Manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed.

• The Project Charter is Issued by a sponsor, not the project manager, but preferred to be participated in developing it.

05/03/23 12:42 21

Project Selection Methods

Project selection Project selection is generally the responsibility of Portfolio Managers,

Steering Committees. In smaller companies, Presidents and Vice- Presidents.

These methods generally fall into one of two broad categories:

•Benefit measurement methods (comparative approach) that are comparative

approaches:murder board, peer review, scoring models, benefit contribution,

or Economic models.

•Constrained optimization methods (Mathematical approach) that use

programs; linear, nonlinear, dynamic, integer, or multi-objective programming

algorithms

05/03/23 12:42 22

1.1. Present valuePresent value Present value :PV = FV/(1 + r)n

•FV = amount of money t years from now•r = interest rate (also called “discount rate”)•n = time period

Assume a 10% interest (or discount) ratePV (Year 1) = FV / (1 + r)t =$35,000/(1 + 0.1)1= $31,819

Economic Model

Year FV PV

0 $50,000 $50,000

1 $35,000 $31,819

2 $15,000 $12,397

05/03/23 12:42 23

2. Net present value: 2. Net present value: This Means the total benefits (income or revenue) less

the cost. To calculate NPV you need to calculate the present value of each

of the income and revenue figures then add up the present values.

TimePeriod

Income orrevenue

Present Value at 10% interest

rate

Costs Present Value at Costs 10% interest rate

0 0 0 200 200

1 50 45 100 91

2 100 83 0 0

3 300 225 0 0

Total 353 291

NPV=353-291=6205/03/23 12:42 24

Economic Model

Requirements Traceability Matrix• A grid that links product requirements from their origin to the deliverables that satisfy

them.It provides a mean to track requirements throughout the project life cycle.

• Matrix helps to ensure that requirements approved in requirements documentation

are delivered at the end of the project.

• Attributes associated with each requirement can be recorded in the requirements

traceability matrix.

Collect Requirements – Outputs

05/03/23 12:42 25

Create WBS

• The WBS is a deliverables-orientated

decomposition of the work to be executed by

project team to accomplish the project

objectives and create the required

deliverables.

• The planned work is contained within the

lowest level WBS components (work

packages) which can be scheduled, cost

estimated, monitored and controlled.

• The top most level of each WBS is the total

project itself

05/03/23 12:42 26

Question

You're the project manager for an advertising campaign. The stakeholders,

including the client, approved your completed WBS. Later, after some of the

artwork has been printed, the client wants to add a registered trademark

symbol, which will cost a considerable amount of money. The client says that

your company's salesperson, prior to signoff on the WBS, promised this

feature would be included. Who should pay for the change?

A. Your company managing the project

B. Both the client and your company should pay part of the cost

C. The change should not be implemented

D. The client

05/03/23 12:42 27

Create WBS – Outputs

• A WBS structure may be created through various approaches. Some of the

popular methods include the top down approach, the use of organization-

specific guidelines, and the use of WBS templates. A bottom-up approach

can be used during the integration of subcomponents

• The WBS is a hierarchical decomposition of the total scope of work to be

carried out by the project team to accomplish the project objectives and

create the required deliverables.

05/03/23 12:42 28

Validate Scope

Validate Scope is the process of formalizing acceptance of the completed

project.

•The Validate Scope process differs from the Control Quality process in that

the former is primarily concerned with acceptance of the deliverables, while

quality control is primarily concerned with correctness of the deliverables

and meeting the quality requirements specified for the deliverables.

•Control Quality is generally performed before Validate Scope, although the

two processes may be performed in parallel.

05/03/23 12:42 29

Three Point Estimates (PERT)

05/03/23 12:42 30

PERT Calculations

• If all activities are on critical, then total estimated project duration = sum of PERT

values for each activities.

• Standard Deviation shall not be added. Add variance of each activities and take

square root of sum to get standard deviation for total project.

• In the example above, range will be 170.167 +/-10.060

Estimate Activity Durations : Tools & Techniques

Activity O M P PERT SD Variance Range

A 14 27 47

B 41 60 89

C 39 44 48

D 29 37 42

05/03/23 12:42 31

PERT Calculations

• If all activities are on critical, then total estimated project duration = sum of PERT

values for each activities.

• Standard Deviation shall not be added. Add variance of each activities and take

square root of sum to get standard deviation for total project.

• In the example above, range will be 170.167 +/-10.060

Estimate Activity Durations : Tools & Techniques

Activity O M P PERT SD Variance Range

A 14 27 47 28,167 5.5 30,25 28.167+/-5.5

B 41 60 89 61,667 8 64 61.667+/-8

C 39 44 48 43,833 1.5 2.25 43.833+/-1.5

D 29 37 42 36,500 2.167 4.694 336,5+/-2.167

05/03/23 12:42 32

Group Decision-Making Techniques

• Team-based approaches, such as brainstorming, the Delphi or nominal

group techniques, are useful for engaging team members to improve

estimate accuracy and commitment to the emerging estimates. By involving

a structured group of people who are close to the technical execution of

work in the estimation process, additional information is gained and more

accurate estimates obtained.

Estimate Activity Durations : Tools & Techniques

05/03/23 12:42 33

Reserve Analysis

• Contingency Reserve time —also called buffer or time reserves

• Reserve is added to account for schedule risk.

• You might choose to add a percentage of time or a set number of work

periods to the activity or the overall schedule.

• If not done properly can lead to padding

• Contingency reserve shall be clearly identified and documented for future

analysis

Estimate Activity Durations : Tools & Techniques

05/03/23 12:42 34

Develop Schedule-Tools & Techniques

Schedule Network Analysis

• Schedule network analysis is a technique that generates the project

schedule.

• It employs a schedule model and various analytical techniques, such as

critical path method, critical chain method, what-if analysis, and resource

levelling to calculate the early and late start and finish dates for the

uncompleted portions of project activities.

Critical Path Method

• A method used to estimate the minimum project duration and determine the

amount of scheduling flexibility on the logical network paths within the

schedule model

05/03/23 12:42 35

Example of Critical Path Method

05/03/23 12:42 36

Network Diagram Nodes

• ES = Earliest date an activity can be started• EF = Earliest date an activity can be completed• LS = Latest date an activity can start• LF = Latest date an activity can be completed

ES

LS LF

EF

Duration

Forward pass

Backward pass

05/03/23 12:42 37

Critical Chain Method

• Critical Chain is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

• The resource-constrained critical path is known as the critical path.

05/03/23 12:42 38

Develop Schedule: Tools and TechniquesResource Optimization Techniques

1. Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.

05/03/23 12:42 39

Develop Schedule: Tools and Techniques Modeling Techniques

1. What-If Scenario Analysis. is the process of evaluating scenarios

in order to predict their effect, positively or negatively, on project

objectives.

2. Simulation. involves calculating multiple project durations with

different sets of activity assumptions, usually using probability

distributions constructed from the three-point estimates

05/03/23 12:42 40

Develop Schedule: Tools and Techniques Schedule Compression

• Fast Tracking Performing critical path tasks in parallel and

riskier than crashing Eg,.Design is half finished and start coding

• Crashing Analyze cost and schedule trade-offs Determine most compression for least cost Crash the tasks that cost the least first,

focusing on minimizing project cost

05/03/23 12:42 41

Milestone Chart

05/03/23 12:42 42

Project Calendars

• project calendar identifies working days and shifts that are available

for scheduled activities. It distinguishes time periods in days or parts

of days that are available to complete scheduled activities from time

periods that are not available. A schedule model may require more

than one project calendar to allow for different work periods for

some activities to calculate the project schedule. The project

calendars may be updated.

05/03/23 12:42 43

05/03/23 12:42

44

Sample PMP Sample PMP Certification Certification QuestionsQuestions

Exercise

Q1. The estimate for a task is O = 3 days, P = 7 days, M = 4 days. What is the standard deviation of the task?– A. 5/6 of a day -B. 2/3 of a day -C. 1 ½ days -D. 5 2/3 days

Solution: SD = (P-O)/6 = (7-3)/6 = 2/3

Q2. You are the project manager for a new project and have figured out the following dependencies:

• Task 1 can start immediately and has an estimated duration of 3 weeks• Task 2 can start after Task1 is completed and has an estimated duration of 3 weeks• Task 3 can start after Task 1 is completed and has an estimated duration of 6 weeks• Task 4 can start after Task 2 is completed and has an estimated duration of 8 weeks• Task 5 can start after task 4 is completed and after Task 3 is completed . This task

takes 4 weeks.• What is the duration of the critical path?

– A. 18.5 weeks -B. 19 weeks -C. 20 weeks -D. 18 weeks

05/03/23 12:42 45

• You are the project manager for a project with the following network diagram. Studying the diagram, which path is the critical path?

A. ABCD B. EBCD C. EFH D. EGH

05/03/23 12:42 46

Exercise

Chapter 7 Project Cost Management

05/03/23 12:42 47

Forecasting

• Using the earned value analysis, team can now forecast the project

performance.

• Estimate at completion (EAC) may differ from Budget at Completion (BAC)

• Estimate to complete (ETC) is the estimate of remaining work. Now

Estimate at completion = AC + ETC.

Control Costs- Tools and Techniques

05/03/23 12:42 48

Plan Human Resource Management: Outputs

Human Resource Management Plan - which includes:

Roles and Responsibilities

• Role. The function assumed by or assigned to a person in the project.

• Authority. The right to apply project resources, make decisions, sign approvals,

accept deliverables, and influence others to carry out the work of the project.

• Responsibility. The assigned duties and work that a project team member is

expected to perform in order to complete the project’s activities.

• Competency. The skill and capacity required to complete assigned activities

within the project constraints.

05/03/23 12:42 49

Acquire Project Team

The process of confirming human resource availability and obtaining the team

necessary to complete project activities.

05/03/23 12:42 50

• Multi-Criteria Decision AnalysisMulti-Criteria Decision Analysis

Knowledge. Consider if the team member has relevant knowledge of the customer,

similar implemented projects, and nuances of the project environment.

Skills. Determine whether the member has the relevant skills to use a project tool,

implementation, or training.

Attitude. Determine whether the member has the ability to work with others as a

cohesive team.

International factors. Consider team member location, time zone and

communication capabilities.

05/03/23 12:42 51

Acquire Project Team: Tools & Techniques

Develop Project Team

• Develop Project Team is the process of improving competencies, team member interaction, and overall team environment to enhance project performance.

05/03/23 12:42 52

Motivation Theory: McGregor’s X & Y Theory

Theory XTheory X

• People tends to be negative, passive e.g. Avoid responsibility, People tends to be negative, passive e.g. Avoid responsibility,

need to be watchedneed to be watched

• Extrinsic MotivationExtrinsic Motivation

Theory YTheory Y

• People tends to be positive e.g. Want to achieve, willing to People tends to be positive e.g. Want to achieve, willing to

work without supervision, can direct their own effortwork without supervision, can direct their own effort

• Intrinsic MotivationIntrinsic Motivation

05/03/23 12:42 53

Herzberg’s Theory

• Job Satisfaction due to lack of hygiene factors

• Job satisfaction due to motivation factorsHygiene FactorsWorking conditionSalaryPersonal lifeRelationship at workSecuritystatus

Motivations FactorsResponsibilitySelf actualizationProfessional growthrecognitionPersonal lifeRelationship at workSecuritystatus

05/03/23 12:42 54

Develop Project Team: Tools & Techniques

05/03/23 12:42 55

Develop Project Team: Tools and Techniques

Team Building Activities

One theory states that there are 5 stages of development that the teams may

go through. Usually these stages occur in an order .

1. Forming : this phase is where the team meets and learns about the project

and what their formal roles and responsibilities are . Team members tend to

be independent and not as open in this phase

2. Storming : During this phase , the team begins to address the project work,

technical decisions , and the project management approach . If team

members are not collaborative and open to differing ideas and perspectives

the environment can become destructive.

.

05/03/23 12:42 56

Plan Communications Management: Tools and Techniques

• Communication Requirements AnalysisThe total number of potential

communication channels is n(n – 1)/2, where n represents the number of stakeholders

05/03/23 12:42 57

2)1( NN

Communication Methods:Communication Methods:

• Interactive communication - Between two or more parties in

multidirectional (Phone calls, meetings, interviews). (Phone calls, meetings, interviews). Most effective way.

• Push communication - Sent a specific information to specific recipients.

Examples are letters, memos, e-mails, faxes etc.Examples are letters, memos, e-mails, faxes etc. This ensures that

message is sent but will but will not certify that it is actually received or

understood. (Push the message to recipient)

• Pull communication – Used for large volume of information and large

audiences. Examples are internet sites, company data bases, e-learning Examples are internet sites, company data bases, e-learning

etc.etc. Recipients has to access the communication content (Pull out

information) at their own discretion.

Plan Communication : Tools & Techniques

05/03/23 12:42 58

Chapter 11 Project Risk Management

05/03/23 12:42 59

• Modelling and Simulation: Project simulations allow the project team to

play “what-if” games without affecting any areas of production. The Monte

Carlo technique is the most common simulation.

• Monte Carlo, typically completed through a computer software program,

completely simulates a project with values for all possible variables to

predict the most likely model.

Perform Quantitative Risk Analysis – Tools & Techniques

05/03/23 12:42 60

Control Risks

Control Risks is the process of implementing risk response plans, tracking

identified risks, monitoring residual risks, identifying new risks, and evaluating

risk process effectiveness throughout the project.

Control Risks – Tools & Techniques

Reserve Analysis: it compared the amount of the contingency reserves

remaining to the amount of risk remaining at any time in the project

05/03/23 12:42 61

Chapter 12 Project Procurement Management

05/03/23 12:42 62

Project Procurement Management

• Plan Procurement Management is the process of documenting project

procurement decisions, specifying the approach, and identifying potential

sellers.

• PM must be involved in the creation of the contracts

05/03/23 12:42 63

Project Procurement Management– Tools & Techniques

Make-or-Buy AnalysisIt is a general management technique used to determine whether particular work can best be accomplished by the project team or must be purchased from outside sources.•You are trying to decide whether to lease or buy an item for your project. The daily lease cost is Dhs. 120. To purchase the item investment cost is Dhs. 1000 and the daily cost is Dhs. 20. How long will it take for the lease cost to be the same as the purchase cost?•Let D equal the number of days when the purchase and lease costs are equal.•QR 120 D = QR 1000 + QR 20 DQR 120 D = QR 1000 + QR 20 D•QR 120 D - QR 20 D = QR 1000QR 120 D - QR 20 D = QR 1000•QR 100 D = QR 1000QR 100 D = QR 1000•D = QR 1000 / QR 100D = QR 1000 / QR 100•D = 10D = 10The least cost will be the same as the purchase cost after ten days.

05/03/23 12:42 64

Contract Types:

Contract is a mutually binding legal agreement that

obligates the seller to provide the specified products,

services or results, and obligates the buyer to

compensate the seller.

• The contract may includes the following: An offer,

Acceptance, Pricing, roles and responsibilities,

penalties, warranty,

1. Purchase Order: Contract to purchase 30 linear

meters of wood at Dhs. 40 per meter

Legal Contractual Relationships

05/03/23 12:42 65

Chapter 13

Project Stakeholder ManagementProject Stakeholder Management

05/03/23 12:42 66

Identify Stakeholders

• Identify Stakeholders is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.

• It is critical for project success to identify the stakeholders early in the project or phase and to analyze their levels of interest, their individual expectations, as well as their importance and influence.

05/03/23 12:42 67

Identify Stakeholders: Tools and Techniques

• Stakeholder Analysis: is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.

05/03/23 12:42 68

Identify Stakeholders : Tools & Techniques

• Step 1:Identify all potential project stakeholders and

relevant information such as their roles, departments,

interest, knowledge levels, expectations and influence

levels .

• Step 2 :Identify the potential impact or support each

stakeholder could generate and classify them so as to

define an approach strategy.

• Step 3 : Access how key stakeholders are likely to react

in various situations and plan how to influence them for

their support and mitigate potential negative impact

05/03/23 12:42 69

Plan Stakeholder Management: Tools and Techniques

• Analytical Techniques:

The engagement level of the stakeholders can be classified as follows:

Unaware. Unaware of project and potential impacts.

Resistant. Aware of project and potential impacts and resistant to

change.

Neutral. Aware of project yet neither supportive nor resistant.

Supportive. Aware of project and potential impacts and supportive

to change.

Leading. Aware of project and potential impacts and actively

engaged in ensuring the project is a success.05/03/23 12:42 70

Chapter 13Professional Responsibility

05/03/23 12:42 71

Professional Responsibility

• About 18 questions on the exam cover this part.

• The PMP must adhere to a high set of principles, rules, and policies.

• On the PMP exam, always choose the answer which best supports the PMP

profession and the higher set of principles the PMP is expected to adhere to.

• Did you realize that it is unethical to manage a project if you have not been

trained in project management? Did you know that it is unethical to provide a

project schedule that you do not believe to be accurate?

05/03/23 12:42 72

Responsibility- ownership of decisions and actions

• Make decisions based on the best interests of the company and the team,

as well as society, rather than your own interest.

• Inform the sponsor of your real qualifications if its not matching the project

before accepting the assignment

• Do what you say you will do

• Acknowledge your own errors

• Respect confidentiality requirements

• Uphold laws

• Report unethical behaviour to the management

• Report violations of PMI’s code of ethics and professional conduct

05/03/23 12:42 73

Respect- the appropriate treatment of people and resources

• Maintain an attitude of mutual cooperation

• Respect cultural differences

• Don't gossip or saying things that could damage another persons reputation

• Engage in good faith negotiations

• Respect others

• Be direct in dealing with conflict

• Do not use your power or position to influence others for your own [personal

benefit

05/03/23 12:42 74

Q4You are the project manager of the LKH Project. This project must be completed

within six months, but after two months the schedule has begun to slip. As of now,

the project is one week behind schedule. Based on your findings, you believe you

can make some corrective actions and recover the lost time over the next month to

get the project back on schedule for its completion date. Management, however,

requires weekly status reports on cost and schedule. Which of the following should

you do?

A. Report that the project is one week behind schedule, but will finish on schedule

based on cited corrective actions.

B. Report that the project is on schedule and will finish on schedule.

C. Report that the project is off schedule by a few days, but will finish on schedule.

D. Report that the project is running late.

05/03/23 12:42 75

Q5You are a project manager within an organization that completes technical

projects for other entities. You have plans to leave your company within the next

month to launch your own consulting business—which will compete with your

current employer. Your company is currently working on a large proposal for a

government contract that your new company could also benefit from. What should

you do?

A. Resign from your current job and bid against your employer to get the contract.

B. Decline to participate due to a conflict of interest.

C. Help your employer prepare the proposal.

D. Inform your employer that you will be leaving their company within a month and

it would be inappropriate for you to work on the current proposal.

05/03/23 12:42 76

Q6

Your company does not allow project managers to accept gifts from vendors

of any kind. A friend that you have known for years now works for a vendor

that your company may be doing business with. Your friend from the vendor

asks you to lunch to discuss an upcoming project and you accept. When the

check arrives at the lunch table, your friend insists on paying. You should:

A. Allow the friend to buy because you’ve been friends for years.

B. Allow the friend to buy because lunch isn’t really a gift.

C. Don’t allow the friend to buy because your company does not allow any

gifts from vendors.

D. Insist that you purchase your friend’s lunch and your friend buys yours.

05/03/23 12:42 77

Q7

You are the project manager of the AAA Project. Due to the nature of the

project, much of the work will require overtime between Christmas and New

Year’s Day. Many Day. Many of the project team members, however, have requested

vacation during that week. What is the best way to continue?

A. Refuse all vacation Refuse all vacation requests and require all team members to work.

B. Only allow vacation requests for those team members who are not needed

during that week.

C. Divide tasks equally among the team members so each works the same

amount of time.

D. Allow team members to volunteer for the overtime work.

05/03/23 12:42 78

Tricks for the PMP Exam

• Bring the authorization letter from PMI to the test siteBring the authorization letter from PMI to the test site

• Bring snacks, you can not eat in the test room, but you can out of Bring snacks, you can not eat in the test room, but you can out of

the room.the room.

• The exam will not be adapted according to you, 200 Q’s will be The exam will not be adapted according to you, 200 Q’s will be

selected in the beginning and it will not be changedselected in the beginning and it will not be changed

• You can mark questions in order to return to it backYou can mark questions in order to return to it back

• Most of the questions are situationalMost of the questions are situational

• You can re-take the exam for 2 times only.You can re-take the exam for 2 times only.

05/03/23 12:42 79