30 exam tips and strategies
PMI always prefers Collaborate/Problem-Solve (win-win) as the first approach. Only use Compromise as a fallback. Avoid Force/Direct and Withdraw/Avoid unless specifically justified. When in doubt, choose the option that addresses root causes and preserves relationships.
Any change — regardless of size, source, or urgency — must go through the integrated change control process. Never implement changes without formal approval. The PM does not have authority to approve changes unilaterally unless explicitly stated in the change management plan.
PMI favors proactive problem-solving. Always address risks, conflicts, and issues early before they escalate. The PM who identifies and resolves issues early is preferred over one who waits for problems to become crises.
In agile contexts, the PM/Scrum Master is a servant leader: remove impediments, protect the team, facilitate collaboration, and coach rather than direct. The team is self-organizing — trust them to make technical decisions.
The Scrum Master serves three groups: (1) The Team — remove impediments, coach on agile practices; (2) The Product Owner — help manage the backlog, facilitate events; (3) The Organization — lead agile adoption. The SM is NOT a project manager or team lead.
EV = %Complete × BAC | AC = Actual Cost | PV = Planned Value CPI = EV/AC (>1 = under budget) | SPI = EV/PV (>1 = ahead) CV = EV-AC | SV = EV-PV EAC = BAC/CPI (most common) | ETC = EAC-AC VAC = BAC-EAC | TCPI = (BAC-EV)/(BAC-AC)
N(N-1)/2 where N = number of stakeholders. Adding one person adds (N-1) new channels. Example: 10 stakeholders = 45 channels; 11 stakeholders = 55 channels (10 new channels added).
PERT = (Optimistic + 4×Most Likely + Pessimistic) / 6 Standard Deviation = (P - O) / 6 Variance = [(P - O) / 6]² For 68% confidence: ±1σ | 95%: ±2σ | 99.7%: ±3σ
FFP (Fixed-Price Lump Sum): Seller bears most risk | FPIF (Fixed-Price Incentive Fee): Shared risk with incentives | CPFF (Cost-Plus Fixed Fee): Buyer bears most risk | CPIF (Cost-Plus Incentive Fee): Shared with incentives | T&M: Buyer bears cost risk (no ceiling unless specified)
Remaining Sprints = Remaining Story Points / Average Velocity Release Date = Current Date + (Remaining Sprints × Sprint Length) If velocity is inconsistent, use a range (pessimistic/optimistic velocity) for a forecast range.
PMI's Code of Ethics has four values: Responsibility, Respect, Fairness, Honesty. When facing ethical dilemmas: (1) Never violate laws or regulations, (2) Report violations to appropriate authorities, (3) Don't accept gifts that could influence decisions, (4) Disclose conflicts of interest.
Use Agile for: high uncertainty, evolving requirements, innovative work, customer collaboration needed. Use Predictive for: stable requirements, regulatory compliance, fixed contracts, physical construction. Use Hybrid when: some components are stable (predictive) and others are uncertain (agile).
High Power + High Interest → Manage Closely (most important) High Power + Low Interest → Keep Satisfied Low Power + High Interest → Keep Informed Low Power + Low Interest → Monitor Stakeholder dynamics change — update the register regularly.
Forming → Storming → Norming → Performing → Adjourning Forming: polite, cautious | Storming: conflict, establishing roles | Norming: rules established, collaboration | Performing: high productivity, trust | Adjourning: project ends, team disbands PM's role changes at each stage.
Sprint Planning: What to build and how | Daily Standup: Sync, surface impediments (15 min) | Sprint Review: Demonstrate work to stakeholders, get feedback | Sprint Retrospective: Improve the process | Backlog Refinement: Prepare stories for future sprints
Critical Path = longest path through the network (zero float) Total Float = LS - ES = LF - EF (shared along a path) Free Float = how much an activity can be delayed without affecting successor's ES Activities on the critical path have zero total float Multiple critical paths = higher risk
THREATS: Avoid (eliminate), Transfer (insurance/contract), Mitigate (reduce P or I), Accept (passive/active) OPPORTUNITIES: Exploit (ensure it happens), Share (partner), Enhance (increase P or I), Accept Escalate applies to both when outside PM's authority.
PMI prefers prevention over inspection. Cost of quality: Prevention (training, process improvement) < Appraisal (testing, inspection) < Internal failure (rework) < External failure (warranty, reputation damage). Invest in prevention to reduce total quality costs.
On the PMP exam: eliminate options that are too extreme (immediately cancel, fire the person, ignore completely). PMI favors balanced, process-oriented responses. When two options seem correct, choose the one that follows process and addresses root causes.
Product Owner: owns the WHAT (backlog, priorities, value) Scrum Master: owns the HOW (process, impediments, coaching) Development Team: owns the EXECUTION (self-organizing, cross-functional) PM (in hybrid): integration, stakeholder management, governance Never confuse these roles on the exam.
Control Quality: INTERNAL process — team checks that deliverables meet quality standards. Happens BEFORE Validate Scope. Validate Scope: EXTERNAL process — customer formally accepts deliverables. Happens AFTER Control Quality. Both can happen in the same period, but quality check comes first.
Project Charter: HIGH-LEVEL, approved by sponsor, authorizes the project and PM authority. Created in Initiating. Project Management Plan: DETAILED, approved by PM and stakeholders, guides execution. Created in Planning. The charter is the 'what and why'; the plan is the 'how'.
Velocity: story points/sprint (for forecasting) Burndown: remaining work vs. time (sprint/release) Burnup: completed work vs. time (shows scope changes) Cycle Time: time from start to done (Kanban) Lead Time: time from request to done (Kanban) WIP: work in progress (Kanban limit)
Maslow: Physiological→Safety→Social→Esteem→Self-Actualization Herzberg: Hygiene factors (prevent dissatisfaction) vs. Motivators (create satisfaction) McGregor: Theory X (people dislike work) vs. Theory Y (people are self-motivated) Daniel Pink: Autonomy, Mastery, Purpose McClelland: Achievement, Affiliation, Power
Individuals and interactions OVER processes and tools Working software OVER comprehensive documentation Customer collaboration OVER contract negotiation Responding to change OVER following a plan Note: The right side has VALUE — agile doesn't eliminate processes, docs, contracts, or plans.
100% Rule: WBS must include 100% of project scope (nothing more, nothing less) Work packages: lowest level, assigned to one person/team, estimable, manageable WBS dictionary: detailed description of each WBS element WBS does NOT show sequence or dependencies (that's the network diagram)
Make (in-house): better control, proprietary knowledge, existing capability Buy (outsource): specialized expertise, cost efficiency, risk transfer, capacity Key factors: cost, time, quality, risk, strategic importance, confidentiality Always document the make-or-buy analysis in the procurement management plan.
Definition of Ready (DoR): criteria a story must meet BEFORE entering a sprint (e.g., has acceptance criteria, estimated, dependencies identified) Definition of Done (DoD): criteria a story must meet to be considered COMPLETE (e.g., coded, tested, reviewed, deployed) DoR = entry criteria | DoD = exit criteria
Functional: PM has little/no authority (functional manager has authority) Weak Matrix: PM has limited authority Balanced Matrix: PM and functional manager share authority Strong Matrix: PM has significant authority Projectized: PM has full authority Higher authority = easier resource management but less organizational integration.
When a question asks what to do 'FIRST', the answer is usually: Assess/Analyze → Plan → Act → Communicate. Don't jump to action before understanding the situation. Exception: if there is an immediate safety risk, act first. PMI values thoughtful, process-driven responses.