Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Deconstructing the PMP Exam Question - The Deep Dive

209 views

Published on

Take your PMP test prep to the next level with this simple technique for deconstructing the PMP Exam Question.

Published in: Business
  • Be the first to comment

Deconstructing the PMP Exam Question - The Deep Dive

  1. 1. THE PROJECT MANAGERS COOKBOOK Volume 2 FIRST EDITION THE KITCHEN IS NUCLEAR ALIGNED WITH THE PMBOK GUIDE, 5TH EDITION THE PMP WHISPERER
  2. 2. The Project Manager’s Cookbook Process Themes Deconstructing The PMBOK Chapter 5 Test Question
  3. 3. The PMI PMP Exam is not and will never be your friendly neighborhood multiple choice exam. At 50 questions per hour, for 4 hours, the exam tests the test takers endurance, reading comprehension ability, concept recognition, fault identification skills, proper sequencing of process steps, and most importantly their level of confidence. There are many PMP Exam questions which contain similar choices, A tactic which opens the door to the possibility of multiple “true” choices. This requires the test taker to understand where they are at on the Project Management Process Group and Knowledge Area Map in order to quickly eliminate the wrong choices and identify the only “true” choice. A truth in choice does not always correlate to the correct answer. Many PMP questions test the students ability to identify all the wrong choices which within a double negative scenario means eliminating the one true choice in order to identify the correct answer for that particular scenario. Try four hours of that and then attempt to have a normal day. Utilizing the PMP Whisperer’s question deconstruction technique leads to clarity and efficiency during the pre-test preparation period (2-weeks), arming the PMP certification candidiate with absolute confidence. INTRODUCTION
  4. 4. Whisper Note  Acknowledge that the right answer is on the screen. The test is actually evaluating your ability to quickly identify the wrong answers Whisper Note  When there are multiple potential correct choices identify the choice that satisfies the single concept the question is related to Whisper Note  Align the question with the available choices via a common statement. Select the answer that makes the statement true Whisper Note  Go to the call. Try to answer the question without reading further or looking at the choices. If you know the answer locate it in the list of choices Whisper Note  Know what each multiple choice question is asking.  Evaluate each answer to the multiple choice question.  Eliminate the obvious wrong answer ASAP Whisper Note  Always start the answer selection by working from D through A. Select the answer that is the most logically correct MAKING THE INTANGIBLE TANGIBLE Whisper Note  Follow the single question single concept writing pattern. Correctly identify the situation and its place within the sequence of events
  5. 5. 1. ID The Knowledge Area 2. ID The Process Group 3. ID The Process 4. ID The ITTO’s 5. Is it a Plan, Baseline, or Document 6. ID The Concept & Sequence of Events Deconstructing the Question 1 2 3 4 5 6
  6. 6. During which project management process group might a Rough Order of Magnitude (ROM) estimate be created?Question #1
  7. 7. 1. The Knowledge Areas  The ROM is a top down estimating technique related to cost estimating  Cost estimating occurs within the Project Cost Management Knowledge Area 2. The Process Groups  Cost estimates which range from ROM’s, budget estimates, and definitive estimates, are created within the Planning Process Group 3. The Process  Cost Estimates are created within the Estimate Costs Process 4. ITTO’s  The ROM estimate is an output of the Estimate Costs Process and is captured within Activity Cost Estimate (ACE) document 5. PBD  The ROM ACE is a project document and identifies the estimators educated guess of cost when utilizing limited or historical information 6. The Concept  The ROM concept tests the students understanding of why and when estimates increase in accuracy as a project progresses through its lifecycle TAKE BREAKS DURING THE EXAM
  8. 8. Who is responsible for determining the priority of projects within a company?Question #2
  9. 9. 1. The Knowledge Areas  The timing of project prioritizing and selection occurs outside the boundaries of project management 2. The Process Groups  The prioritizing of projects is conducted by senior leadership and occurs prior to and after the selection of projects (continuous) 3. The Process  There is no PMBOK process that produces a selected project as an output. 4. ITTO’s  Project prioritization occurs outside of the 47 PMBOK processes and is typically set and re-assessed by senior leadership 5. PBD  Project prioritization is not a formal PMBOK plan, document, or baseline 6. The Concept  Strategic objectives are established during the strategic planning process.  Project prioritization occurs as a result of the senior leaderships progression through tactical and operational planning TAKE BREAKS DURING THE EXAM
  10. 10. Question #3 The activity “ship container” in your network diagram has an early start date of 17, a late start date of 22 and a late finish date of 37. What is the activity duration?
  11. 11. PREPARATION EQUALS SUCCESS 1. The Knowledge Areas  An activities duration can be determined utilizing the AON PDM which supports the creation of Schedule Network Diagrams in the Project Time Management Knowledge Area 2. The Process Groups  The Critical Path Method technique is utilized in the Planning Process Group 3. The Process  Activity early and late start dates are configured in the Develop Project Schedule Process 4. ITTO’s  The Critical Path Method (CPM) is a technique in the Develop Project Schedule Process 5. PBD The Critical Path is used to create the Project Schedule Network Diagram document 6. The Concept  The early and late start dates can be utilized with the late finish date to determine the early finish date as the variance between the EF and LF dates is the same as the variance between the ES and LS dates  From here the activity duration can be calculated
  12. 12. Question #4 Activity “A” has an optimistic duration of 17 days, a most likely duration of 22 days, and a pessimistic duration of 33 days. What is the activities Standard Deviation?
  13. 13. 1. The Knowledge Areas  Activity Duration Estimating occurs within the Project Time Management Knowledge Area 2. The Process Groups  Activity Duration Estimating occurs within the Planning Process Group 3. The Process  Activity duration estimating occurs within the Estimate Activity Durations Process 4. ITTO’s  PMBOK acknowledges that the PERT technique yields the most accurate Standard Deviation for a range of estimates 5. PBD The Standard Deviation for a range of estimates is neither a Plan, Baseline, or Document 6. The Concept  The PERT technique uses three data points (P, (4)ML, O) in order to generate six estimates which are used to determine the Standard Deviation. Weighting the Most Likely accounts for the normal distribution of random data and minimizes the impact of padding due to an inflated Standard Deviation PROPER PREPARATION EQUALS SUCCESS
  14. 14. Question #5 A major scope change has been formally proposed to the project team. The next step the project manager should take is to?
  15. 15. 1. The Knowledge Areas  Formal Change Control occurs within the Project Integration Knowledge Area 2. The Process Groups  Formal change control occurs in the Monitor & Control Process Group 3. The Process  Formal change control occurs within the Perform Integrated Change Control Process 4. ITTO’s  The Project Managers role in Formal Change Control of a large project is captured within his/her Expert Judgment 5. PBD  The Project Managers official position on the change request is documented in the Change Log (Formal Document) 6. The Concept  The project managers responsibilities are: • #1 - Log the request • #2 - Prevent unnecessary change through the formal documentation of their opinion • #3 - Provide impact • #4 - Deliver any viable alternatives to the CCB START AT ANSWER CHOICE “D” AND WORK YOUR WAY UP THERE CAN BE TWO CORRECT ANSWERS ONE MORE CORRECT THAN THE OTHERS
  16. 16. Question #6 Which of the following techniques is used to evaluate the degree to which the data about risks is useful for risk management?
  17. 17. 1. The Knowledge Areas  The evaluation of risk information occurs within the Project Risk Management Knowledge Area. 2. The Process Groups  Assessing the quality of the risk information under consideration for analysis occurs in the Planning Process Group 3. The Process  The analysis of risk information for validity is a technique used in the Perform Qualitative Risk Analysis Process 4. ITTO’s  The technique under review is the Risk Data Quality Assessment technique 5. PBD The analysis of risk information is neither a Plan, Baseline, or formal Document. It is a technique 6. The Concept  The concept under review is the student’s understanding of the impact of low and high quality risk data on the management of risk reserves and the resulting impact on scope, schedule, and cost IN THE EVENT THERE ARE TWO OR MORE CORRECT ANSWERS SELECT THE MOST PRECISE ANSWER
  18. 18. Question #7 Sensitivity analysis is one of the tools/techniques utilized in performing quantitative risk analysis. What are the advantages of using sensitivity analysis?
  19. 19. 1. The Knowledge Areas  Sensitivity Analysis occurs within the Project Risk Management Knowledge Area 2. The Process Groups  The use of the sensitivity analysis technique occurs within the Planning Process Group 3. The Process  Sensitivity analysis is a technique in the Perform Quantitative Risk Analysis Process 4. ITTO’s  Sensitivity Analysis is a technique used in the Perform Quantitative Risk Analysis Process 5. PBD Quantitative Risk Analysis is neither a Plan, Baseline, or formal Document. It is a technique 6. The Concept  Areas of risk exposure are rarely wholly positive or wholly negative.  The degree of positive and negative risk exposure in each area of identified risk is visually captured in a Tornado Diagram and is important information ELIMINATE THE 2 OBVIOUS DISTRACTOR CHOICES IMMEDIATELY THEY ARE LOGICALLY IMPOSSIBLE TO BE THE CORRECT ANSWER
  20. 20. Question #8 Which of the following is not one of Crosby’s Four Absolutes of Quality?
  21. 21. 1. The Knowledge Areas  Crosby’s 4 Absolutes of Quality are quality success factors that are generated outside the PMBOK 2. The Process Groups  Quality management concepts are foundations of quality management and exist outside of the (5) PMBOK Process Groups 3. The Process  The 4 Absolutes of Quality are:  1. Conformance to requirements  2. Prevention  3. Zero Defects  4. The cost of non- conformance is the measurement 4. ITTO’s  Crosby’s 4 Absolutes of Quality Management are key concepts which influence Project Quality Management ITTO’s 5. PBD  Crosby’s 4 Absolutes of Quality are neither Plans, Baselines, or formal Documents. They are key quality management concepts 6. The Concept  Quality concepts identify key attributes of quality management which lead to the successful implementation and sustainment of best practices for project quality management THE FIRST SELECTION IS STATISTICALLY THE MOST LIKELY CORRECT ANSWER
  22. 22. Question #9 You are in charge of developing a new product for an organization. Your quality metrics are based on the 80th percentile of each of the last three products developed. This is an example of?
  23. 23. 1. The Knowledge Areas  The establishment of quality metrics occurs within the Project Quality Management Knowledge Area 2. The Process Groups  The Identification of the projects quality measurements occurs within the Planning Process Group 3. The Process  The establishment of the projects quality metrics occurs during the Plan Quality Management Process 4. ITTO’s  The project team utilizes the technique of benchmarking to establish quality metrics which are often based on best practices and high performance 5. PBD  Quality Metrics are Outputs of the Plan Quality Management Process which also describes how Quality Control will test to ensure they were met 6. The Concept  The concept under review is the project team’s effective use of the benchmarking technique to establish quality metrics that are based on established high levels of performance THE FIRST SELECTION IS STATISTICALLY THE MOST LIKELY ANSWER
  24. 24. Question #10 Which of the following is the last step of project closing?
  25. 25. 1. The Knowledge Areas  The closure of a project or phase (a sub-project supporting a much larger project) occurs in the Project Integration Knowledge Area 2. The Process Groups  Close Project or Phase along with its supporting activities occurs in the Closing Process Group 3. The Process  The proper closure of a project or phase occurs within the Close Project or Phase Process 4. ITTO’s  The outputs the Close Project or Phase process are the transition of the final product, service or results to the customer and OPA updates 5. PBD  Project closure is a document driven endeavor that begins with reconciliation of customer acceptance documents, the update of project files, and finally the archive of historical information and lessons learned into the lessons learned knowledge base 6. The Concept  The concept under test is the students understanding of the sequence of events and activities THE FIRST SELECTION IS STATISTICALLY THE MOST LIKELY ANSWER

×