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PMP® Exam Prep Accelerated Learning to Pass PMl®'s PMP Exam
By Rita Mulcahy, PMP, et. al
Copyright© 2013 RMC Publications, Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. By Rita Mulcahy, PMP, et al. Printed in the United States of America First Printing ISBN 978-1-932735-65-9 Library of Congress Control Number: 2013909006
'Tricks of the Trade' and 'PM FASTrack' are registered trademarks of RMC Project Management, Inc. 'PMP,' 'PMBOK;' 'CAPM;' 'OPM3;' and 'PMI' are marks of the Project Management Institute, Inc. RMC Project Management has been reviewed and approved as a provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), RMC Project Management, an affiliate of RMC Publications, Inc., has agreed to abide by PMIestablished quality assurance criteria. IIBA and the IIBA logo are registered trademarks owned by International Institute of Business Analysis. ®
®
RMC Publications, Inc. Phone: 952.846.4484 Fax: 952.846.4844 E-mail: [email protected] ect. com Web: www.rmcproject.com
This and all editions of this book are dedicated to Rita Mulcahy. Her vision made RMC the company it is today. She had a profound influence on so many people-her readers, her students, and, not least, her employees. May we all apply what we learned from her and embody her passion for improving our organizations, our communities, and our world through effective project management.
The following people made invaluable contributions to this book:
SubjectMatter Experts Sonja Almlie, PMP, CCBA, PMI-ACP Barbara A. Carkenord, CBAP, PMP, MBA
Editor Deborah Kaufman
ProductionEditor Whitney Thulin, PMI-ACP
Content Reviewers/Contributors Rose Brandt, PMI-ACP Theofanis C. Giotis, MSc, PhD C, PMP, PMI-ACP, MCT, PRINCE2 Margo Kirwin, CPLP, PMP, PMI-ACP Ursula Kusay, PMP, PMI-ACP Mary Lofsness, PMP Elaine Marans, PMP, CBAP Jeffrey S. Nielsen, PMP, PgMP, PMI-RMP, PMI-ACP Nah Wee Yang, PMP, PMI-ACP, SCPM
Additional Contributors Tim Mulcahy Erk Rudolf
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Introduction
ix
History of This Book
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Chapter1
1
Tricks of the Trade® for Studying for This Exam
Why Take the PMP Exam? Qualifying to Take the Exam Are You Ready for the PMP Exam? Applying to Take the Exam How to Use This Book Other Materials to Use to Study for the PMP Exam What Is the PMP Exam Like? How to Study for the PMP Exam Recurring Themes-PMI-isms to Know for the PMP Exam
Chapter2 Project Management Framework Practice Exam
3
4 8 8 14 16
21 39
Chapter3 Project Management Processes Rita's Process Chart Rita's Process Game Practice Exam
47 50 53 100
Chapter4 Integration Management Rita's Process Chart- Integration Management Project Charter-Small Project Project Charter-Large Project Practice Exam
Chapter 5 Scope Management Rita's Process Chart-Scope Practice Exam
l
2
Management
Chapter 6 Time Management
107 108
111 114 144
159 160 186
197
Rita's Process Chart- Time Manazernent Practice Exam
Rita's Process Chart-Cost Practice Exam
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Chapter 8
Quality Management
Rita's Process Chart-Quality Management Practice Exam
Chapter9 Human Resource Management Rita's Process Chart- Human Resource Management Practice Exam
Chapter 1 O Communications Management Rita's Process Chart-Communications Management Practice Exam
Chapter11
Risk Management
Rita's Process Chart-Risk Practice Exam
Management
Chapter 12 Procurement Management Rita's Process Chart- Procurement Management Practice Exam
Chapter13 Stakeholder Management Rita's Process Chart-Stakeholder Management Practice Exam
Chapter14 Professional and Social Responsibility Rita's Process Chart- Professional and Social Responsibility Practice Exam
Chapter 15 The PMP Exam: Tips for Passing the Exam the First Time Putting It All Together Formulas to Know for the Exam Before You Take the Exam Tricks for Taking and Passing the PMP Exam Common Project Errors and Pitfalls
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323
333 334 369
381 382 396
405 406
444
457 458 515
527 528 541
549 550 563
573 573 582 583 584 586
Welcome to the eighth edition of PMP® Exam Prep. It's hard to believe we're at the eighth edition already. It seems like only yesterday Rita was publishing the first edition of the book. Looking back, we've come so far since the publication of that original edition in 1998. RMC has come a long way, as has the entire project management profession. Back when the first edition was published, project management, while not in its infancy, was still a young profession. That first edition of PMP® Exam Prep was only 170 pages long. Over the years the profession has grown. The practice of project management has gotten more complex. Indeed, back when PMP Exam Prep was first published, the vast majority of certified project managers practiced within the United States. This is no longer the case. Now there are more PMPs outside the United States than within. Indeed, this growing complexity is further demonstrated by recent changes in the exam necessitating the publication of the eighth edition. 0
First, there is a new emphasis on working with and engaging stakeholders throughout the project management process: the PMBOK® Guide has moved its coverage of stakeholders from the communications management knowledge area into its own, expanded knowledge area. We expect this new emphasis to be an important part of the PMP exam going forward. To reflect this change we have significantly updated our Communications Management chapter and have added a new Stakeholder Management chapter, largely written by Barbara Carkenord. Just so you know, Barbara is a rock star in business analysis as well as a PMP. She was a cofounder of B2T Training and has written several books in the field of business analysis, including the International Institute ofBusiness Analysis™ (IIBA®) exam preparation materials published by RMC. We're thrilled to have her as part of our team, and she's made a great contribution to PMP® Exam Prep through her work on the Stakeholder Management chapter. Another big change is the creation of several new planning processes in the PMBOK® Guide, including Plan Scope Management, Plan Schedule Management, and Plan Cost Management. And the PMBOK® Guide has added countless other updates throughout the knowledge areas. These changes required the creation of the new edition of the book. Great as it was, the seventh edition can no longer be relied upon as a study tool to pass the PMP exam. While these are significant changes, there are important aspects of the eighth edition that have remained the same. First, and most importantly, is the conversational tone of the book. The book maintains its down-to-earth conversational style, explaining things simply and clearly. Students say that when they read the book, it feels like Rita is talking to them. In many ways she still is. Another thing that has remained the same is our continued commitment to helping our students, not only to pass the exam but to become better project managers. At the end of the day, that is what the book, and in fact our company, is all about. As you read this book, know that our plan is not to have you memorize a bunch of rules and formulas solely to spit them back on an exam and promptly forget them. For one thing, given the situational nature of most questions on the exam these days, we believe that such an approach would be unsuccessful. For another, it's not what we're about. This book is not just a prep guide-it's a learning tool. If you master the contents of our book you will pass the exam, but it's more than that. Once you learn what we have to teach, you'll be a better project manager. At the end of the day, that's what the world needs. Still, our goal in this book is to get you to pass the exam on the first try.
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Finally, I couldn't allow this book to go out the door without acknowledging the efforts of the RMC staff in making this happen. In particular, Ia like to thank Deborah Kaufman, Lead Development Editor here at RMC, and Sonja Almlie, Senior Instructor, for all their dedication and hard work. Without their efforts this book would not have been possible. So enjoy the book, learn, and have fun. What are you waiting for? Go get 'em.
Tim Mulcahy President and CEO RMC Project Management and RMC Publications
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The first edition of Rita Mulcahys PMP® Exam Prep was published in 1998, and at the time was the first and only comprehensive resource dedicated to PMP exam preparation. As a project manager in the late 1990s-as well as one of the world's first certified PMPs-Rita was frustrated by the lack of quality PMP preparation materials available to her and her colleagues. So combining her knowledge of accelerated learning with her extensive project management experience, Rita wrote the first draft of PMP® Exam Prep in less than a week. Since then, the popularity of the book has grown immensely through eight wildly successful editions, and today the book is by far the bestselling PMP exam preparation guide in the world. By the end of 2012, there were hundreds of thousands of copies in circulation worldwide in three different languages, with several more translations to come. In September of 2005, Rita was diagnosed with Stage 4 Inflammatory Breast Cancer (IBC), just days before back-to-back speaking appearances at PMI Global Congress in Toronto, Ontario. Given only months to live, Rita spent the next five years privately fighting her disease with a continuous regimen of both Western and holistic treatments. During that time she continued to work, authoring five more best-selling books, including Risk Management; Tricks of the Trade®for Project Managers, which won PMI's Professional Development Product of the Year award; and PM Crash Course™for IT Professionals, co-published with Fortune 100 leader Cisco Systems. Rita also continued to deliver classes and keynote speeches across the globe and spent a great deal of time growing her business, watching RMC expand its training and product distribution to nearly 50 regions worldwide. For five years after her diagnosis, Rita worked feverishly to build RMC into one of the fastest-growing training organizations in the industry. Tragically, Rita passed away on May 15, 2010. RM C continues her mission today with the eighth edition of the PMP® Exam Prep book, and with a growing line. of other project- management- related courses and products that promote her vision of improving the world through effective project management. Available in English, Brazilian Portuguese, and Spanish, PMP® Exam Prep and its related products are used as stand-alone study tools by hundreds of thousands of project managers across the globe, and in hundreds of classroom-based prep classes at universities, training companies, and corporations large and small.
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Free Updates Purchase of this book includes access to updates regarding the PMP exam, as well as additional tricks, tips, and information to help you prepare for the exam. Access this information at www.rmcproject.com/ extras. Have this book with you when you go to the website. We Need You to Help Us Stop CopyrightInfringement As the publisher
of the best-selling PMP exam prep book on the market, RMC is also, unfortunately, the most illegally copied. It is true that many people use our materials legally and with our permission to teach PMP exam preparation. However, from time to time, we are made aware of others who copy our exam questions, Tricks of the Trade®, and other content illegally and use them for their own financial gain. If you recognize any of RM C's proprietary content being used in other PMP exam prep materials or courses, please notify us at [email protected] immediately. We will do the investigation. Please also contact us at the e-mail address above for clarification on how to use our materials in your class or study group without violating any laws.
ContactUs We love to hear your feedback. Is there anything in this book that you wish was expanded? Is there anything that we focus on too much, or is there anything not covered that you think should be here? We would love to hear from you. Send us an e-mail at [email protected]
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Tricks of the Trade® for Studyingfor This Exam 0 N E
Why Take the PMP Exam?
H
PE
?El
Preparing to take the PMP exam is a journey. If you let it, this journey can help you expand yourself and your abilities. In preparing for the exam, you have an opportunity to become a better project manager, not just pass the exam. This opportunity to learn is one of the best reasons to get your PMP certification. To pass the PMP exam, you cannot simply cram a lot of information into your brain and retain it just long enough to get through the four-hour testing period. Instead, you need to take your knowledge to the next level. You need to truly understand the process of project management and what value that process can bring to your daily work on projects. The PMP exam is an international exam designed to prove your knowledge and experience in applying the art and science of project management. The exam focuses on situations you might encounter in the real world, rather than just asking you to repeat data you have learned. Achieving the PMP certification is a way to set yourself apart. In addition to the opportunity to improve yourself and your abilities, there can be financial incentives for passing the exam. A salary survey by the Project Management Institute (PMr') has found that PMPcertified project managers in the United States are paid on average 16 percent more than those without this certification. RMC has had students who received a bonus and a raise when they passed the exam. Others have said they got a job over 200 others because they were PMP certified. In this economic climate, having a PMP certification can be the reason you get a job, keep your job, or are promoted.
pua'ityjpgtg Take the Exam
!HI
To take this exam, you must meet the requirements outlined by PMI. The current requirements are described in the following table.
One
Bachelor's degree
35 contact hours
14,500 hours
I Three years
Two
High school graduate
35 contact hours
7,500 hours
Five years
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Tricks of the Trade® for Studying
This Exam
o
Remember, just because you qualify on paper to take the exam does not mean you will be able to pass it! You must know project management and have experience applying it. Consider taking PMI's CAPM® exam if you do not meet the requirements in the previous table. You can find the requirements for the CAPM exam at www.pmi.org. At the time this book was published, CAPM test takers were required to document 1,500 hours of experience working on projects or 23 hours of project management education to qualify for this exam.
In RM C's experience, 50 percent of those who fail the exam do so because they have not had project management training that uses PMI terminology and concepts. This is a serious factor to consider in determining whether you are ready to take the exam. Understanding PMI's approach to managing projects is not as simple as reading the PMBOK® Guide. The PMBOK® Guide helps you improve your knowledge, but it does not teach you project management. And while this exam prep book will explain the project management process and help you understand it from PMI's perspective, if you find that many of the concepts and terms presented in this book are new to you, you probably need additional project management training before continuing to study. Another large percentage of the people who fail this exam do not have real-world experience. They may be managing a help desk or small projects or might not even work as a project manager. This exam is designed to identify those who have not had project management training and who do not have experience. It is not an exam for a beginning project manager or for one who hopes to become a project manager. The more experience you have had working on large projects, the better prepared you will be for the exam: you're more likely to have worked with the tools and techniques and have created the outputs as described in the PMBOK® Guide on a large project. It's therefore helpful to answer questions on the exam from the perspective of managing large projects. The • • •
following are examples of large projects: Designing a new call center (vs. handling small call center projects) Designing a new manufacturing process (vs. manufacturing a standard product for a customer) Installing commercial software across the company (vs. installing a PC desktop operating system and associated software updates) • Designing and constructing a new building (vs. getting an existing building repainted)
What level are you at in your knowledge of project management? Review the following list. Do you routinely experience two or more of the following problems on projects? If so, you may benefit from learning more about project management prior to taking the exam. • Cost or schedule overruns • Unrealistic schedules • Excessive changes to the scope or schedule • Communication problems and increased conflict • Running out of time near the end of the project • Unsatisfactory quality • Low morale • People on the team are unsure of what needs to be done • Excessive rework and overtime • Too many project meetings Now think about your project management experience, particularly your experience working on large projects. Review the following list of concepts on the exam. Do you understand these concepts and currently apply them to your projects?
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• • • • • • • • • • • • • • • • • • • • • • • • •
Tricks of the Trade® for Studying for This Exam
The step-by-step process for managing projects, and why each step is necessary Roles of the project manager, sponsor, team, and stakeholders The use of historical information from previous projects The use of lessons learned from previous projects The creation of lessons learned on your project Project charter What a work breakdown structure is (not a list or a bar chart) and how to create it How to manually create a network diagram Critical path-how to find it and what benefits it provides the project manager Three-point estimating Monte Carlo analysis Earned value measurement Schedule compression (crashing and fast tracking) Managing float A realistic schedule Managing the quality of both the project and the resulting product Developing relationships with stakeholders, and keeping them interested and involved in the project The risk management process (risk management is not just using a checklist) Expected monetary value Calculating reserves and their relationship to risk management A realistic and approved project management plan that you are willing to be held accountable to achieving Controlling the project to the project management plan Managing the change request process Controlling change The professional and social responsibility of the project manager
Keep in mind that on large projects, the project manager does not have time to do the wrong project management activities. The project can easily get out of control if the project manager spends too much time on efforts like solving problems rather than preventing them or babysitting people instead of making sure they know what they need to do before the project starts. When preparing for this exam, think about the concepts presented in this book and in your training in terms of what a project manager of a large project should be doing. This will help you identify gaps between your own project management experience and PMI's approach to managing projects, and will therefore better prepare you to answer questions on the exam.
Applvjgg tg Jake the Exam You must submit an application to PMI to take this exam. Applications may be submitted by mail or online. Submit online if at all possible, since PMI's response time is faster for electronic submissions. In addition, the online application process makes it easier for you to document your project management hours and experience while adhering to the application guidelines. (There are numerous non-PMIcreated spreadsheets available online for documenting your project but using them often means end up duplicating your application You will receive a notice authorizing you to make an appointment to take the exam. You may be subject to an audit of your application before it is approved. Be aware that an audit will delay your authorization to take the exam. TI1e exam is usually offered on a computer at designated testing sites, but it might be different depending on the country you are in. Your authorization notice will give you specific instructions. PMI is quickly moving to offer computerized testing around the world in many languages.
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Tricks of the Trade® for Studying for This Exam ONCE YOU RECEIVE YOUR AUTHORIZATION NOTICE, YOU MUST PASS THE EXAM WITHIN ONE YEAR! (You can take the exam up to three times within that year; if you fail all three times, you must wait one year to reapply for the exam.) In some instances, testing centers may not have openings for several weeks.
Be Sure You Have CurrentMaterialsfor the Exam Before you begin using this book, you should make sure it's the correct edition. RMC products are updated to give you the most current information available and take into account the latest changes to the exam. Previous editions of this book are out of date and should not be used to try to pass the exam. To confirm that you are using the correct edition, visit www.rmcproject.com. How This Book Is Organized Most chapters are organized the same way: an introductory discussion, a list of Quicktest topics (generally listed in order of importance), Rita's Process Chart, review materials, and a practice exam. All page references in this book refer to the PMBOK~ Guide, Fifth Edition, unless otherwise stated. The PMP® Exam Prep book can be used alone, but it is also designed to be part of an exam prep system with RMC's PM FASTrack® exam simulation software and Hot Topics flashcards. Introductionto Each Chapter The introductory discussion provides an overview of the chapter and key information for understanding the material covered in the chapter.
Quicktest The list at the beginning of each chapter indicates the topics covered in the chapter and our impression as to their general order of importance. Refer back to this list when you are finished with each chapter, to test your knowledge of the chapter contents and to review what is most important.
Rita's Process Chart Created in 1998 for the first edition of this book, this chart has been greatly expanded to help you understand the process of managing a project. The chart is a key trick for passing the exam with less study. You will first see this chart in chapter 3, Project Management Processes. It then appears in most of the remaining chapters in the book, with the relevant processes highlighted for each chapter. Use the repeated chart at the beginning of each chapter to understand how the different knowledge areas relate to the efforts involved in the project management process.
Review Materialsand Exercises This book contains extensive review materials and many exercises. These materials have been developed based on accelerated learning theory and an understanding of the difficult topics on the exam. Make sure you do the exercises, rather than jump right to the answers. Do not skip the exercises, even if their value does not seem evident to you. The exercises and activities are key benefits of this book. They will help you pass the exam. The answers are listed immediately following the exercises. Although some readers wish the answers were shown later in the book, we have found that it is more effective to place them right after the exercises. want to keep yourself from seeing the answers, here is a trick: keep· a blank piece of paper handy to cover the answers until you have completed each exercise and are ready to review them.
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Tricks of the Trade®
Studying for This Exam
. II
Also included in the revi.ew material are tricks to passing the exam called Trick.·s of the Trade' (a registered trademark of Rl1C). The tricks are designated by this image and will give you some extra insight on what you need to know about project management. Many of the Tricks of the Trade® first described or presented in this book have since become industry standards. Our method of helping you prepare for the exam does NOT focus on rote memorization. The few things you should memorize are designated by this 'memory finger' image.
Practice Exam The practice exam at the end of each chapter allows you to review the material and test your understanding. On the following pages, you will find a score sheet to use as you take the practice exams. Make a copy of it for each. practice exam.
NOTE: You cannot simply practice answering questions to prepare for this exam. The questions in this book and in PM FASTrack® are provided to help you assess your knowledge and to get you familiar with the types of questions that are on the exam. Make sure you focus your study efforts on reading this book, doing the exercises and review activities, and filling gaps in your project management knowledge.
Notes Throughout this book, you will see superscripted note references when many project management terms are first introduced. These notes provide the historical origin of the terms or concepts and are explained in the back of the book. This information is NOT tested on the exam. It is simply provided for your interest and reference, if you choose to read the notes. For some people, understanding the development of an idea helps them remember it better. For others, such information is a distraction. If you find the notes distracting, DO NOT continue to read them. Instead, focus your study efforts on the main body of this book.
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5
icks of the Trade®
Studying for This Exam
Score Sheet Use this score sheet to test your understanding. Make a copy of it for each chapter's practice exam. (NOTE: If you are using RM C's full PMP Exam Prep System, please see the study plan instructions on page 14.)
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
15. 16.
17. 18.
19. 20. 21. 122. 23. ~ 25.
---26.
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Tricks of the Trade® for Studying for This Exam
27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45.
First Time
Second Time
How will I improve how I take the exam next time?
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Tricks of the Trade® for Studying for This Exam
You can use this book as a stand-alone prep tool, or it can be combined with the following products for a comprehensive exam prep experience. Do not risk overstudying or confusing yourself by using other prep books or products beyond the following resources.
Rita Mulcahy's™ PM FASTracK Exam SimulationSoftware (CD OR DOWNLOADABLE) Our PM FASTrack® exam simulation software offers over 1,500 questions-including tricky situational questions with more than one 'right' answer. In addition to this book, PM FASTrack® is the most important product for passing the exam. The software allows you to create sample exams by Knowledge Area, Process Group, Keyword, PMP Simulation, and even Super PMP Simulation. It also saves you a huge amount of time by automatically scoring and keeping records of exams with comprehensive grading and reporting capability. All questions are crossreferenced with this book or the PMBOK® Guide, making it easy to go back and study weak areas. Users say these questions are harder than the ones on the actual exam!
Rita Mulcahy's™ Hot Topics Flashcards (HARD COPY OR AUDIO CD) Are you looking for a way to prepare for the PMP exam that fits into your busy schedule? Now you can study at the office, on a plane, or even in your car with RM C's portable and extremely valuable Hot Topics flashcards-in hard copy or audio CD format! Over 600 pages of the most important and difficult-to-recall PMP exam-related terms and definitions are now available for study as you drive, fly, or take your lunch break. Add instant mobility to your study routine.
--~=--~
PMP® Exam Prep-Online
This self-directed e- Learning course for the PMP exam offers over 150 video and audio clips, a 17-lesson interactive tutorial, dozens of exercises and games, multimedia flashcards, unlimited timed and scored practice exams, page number references back to the PMBOK® Guide, and all 35 contact '''·--·· · · -·---·· · -·- ------------·· · · ': : ' hours necessary to apply to sit for the PMP exam. Includes a comprehensive document library and six months of unlimited access to all materials!
PMBOK® Guide, FifthEdition The PMBOK® Guide, Fifth Edition (2013), is the international standard for project management from the Project Management Institute (PMI).
Keep in mind three very important things about this exam. First, THE PMP EXAM IS NOT A TEST OF THE INFORMATION IN THE PMBOK® Guide! Second, you cannot rely only on real-world experience. Third, training in professional project management that is aligned with the PMBOK' Guide is critical! However, do not let any organization fool you into thinking you need weeks of training or master's certificate in project management to take the exam. The PMP exam includes 200 multiple-choice questions with four answer choices per question. The exam must be completed in four hours. Twenty-five (25) of the 200 exam questions are experimental questions, meaning are not included in your score for the exam. These questions will be
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Tricks of the Trade® for Studyingfor This Exam
placed throughout the exam. You will not know which ones are which. They will be used by PMI to validate the questions for future inclusion in the master database. Your score will be calculated based on your response to the remaining 175 questions. PMI has not published what it considers to be a passing score. Based on the exam history, however, we estimate that it is somewhere between 65 and 69 percent (about 114 to 121 questions out of 175 answered correctly). The questions are randomly generated from a database containing hundreds of questions. The questions may jump from topic to topic, and a single question may integrate multiple concepts. You get one point for each correct answer. There is no penalty for wrong answers. The following table breaks out the percentage of scored questions currently on the exam in each process group:
Project initiating
13%
Project planning
24%
Project executing
30%
Project monitoring and controlling
25%
Project closing
8%
PM! occasionally makes changes to aspects of the exam, including qualification requirements, the application process, the passing score, and the breakdown of questions in each process group. For the latest information, please visit www.pmi.org and read your authorization notice carefully. Any differences between what is listed here and what is communicated by PMI should be resolved in favor of PMI's information. The following diagram indicates the topics tested on the exam and their level of difficulty. For many people, the most difficult areas are project management processes, procurement management, risk management, quality management, and integration management.
Project management processes
More Difficult
Procurement management Risk management Quality management Integration management Time management Cost management Project management framework Scope management Human resource management Stakeholder management Communications management
t Less Difficult
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