The secrete of passing PMP exams...this is the shorter version, I was looking for this when I was preparing for the examination. I did not find it hence, I prepared one for me and you all. My Dear Friends, this can act as a KEY to your success. Take it and pass it.

1. PMP Prep Guide…. Page # 1
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This is shorter version of the document: If you want full copy of my secrets to PASS the PMP examination, write back to me
sandeepsonkusale@gmail.com
1 Contents
1 PMP Prep......................................................................................................................................................... 6
2 Project Management ...................................................................................................................................... 6
2.1 Project and project Manager ............................................................................................................. 6
2.1.1 What you need to be a good project manager? ............................................................................. 6
2.1.2 Company’s Big Picture .................................................................................................................... 6
2.1.3 Things that are common with the above: ....................................................................................... 6
2.1.4 What is project? .............................................................................................................................. 6

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2.1.5 Project is NOT:................................................................................................................................. 6
2.1.6 PMO Office ...................................................................................................................................... 6
2.1.7 Interpersonal Skills of a Project Manager ....................................................................................... 6
2.1.8 whistleblowing ................................................................................................................................ 6
3 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE .................................................................... 8
3 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE .................................................................... 8
3.1 Organizations Process Assets: ................................................................................................................. 8
3.2 Enterprise Environmental Factors: ......................................................................................................... 8
3.3 Project Stakeholders Sponsor ................................................................................................................. 8
3.4 Project Constraints .................................................................................................................................. 8
3.5 Enterprise Environmental Factors .......................................................................................................... 8
3.6 Project Life Cycles: .................................................................................................................................. 8
3.6.1 Phase-to-Phase Relationships ......................................................................................................... 9
3.7 Predictive Life Cycles ............................................................................................................................... 9
3.8 Iterative and Incremental Life Cycles ...................................................................................................... 9
3.9 Adaptive (or Agile) Life Cycles ................................................................................................................. 9
3.10 Project Structure ................................................................................................................................... 10
3.11 Process Groups ..................................................................................................................................... 11
4 Project Integration Management .................................................................... Error! Bookmark not defined.
4.1 Develop Project Charter— ....................................................................... Error! Bookmark not defined.
The project statement of work (SOW) is a narrative description .................... Error! Bookmark not defined.
Work Authorization System. A subsystem of the overall project management system. It is a collection ......................................................................................................... Error! Bookmark not defined.
1 Purpose of project Charter.......................................................................... Error! Bookmark not defined.
2 project And Product Overview ..................................................................... Error! Bookmark not defined.
3 Justification ..................................................................................................... Error! Bookmark not defined.

3. PMP Prep Guide…. Page # 3
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4 Scope .............................................................................................................. Error! Bookmark not defined.
5 Duration .......................................................................................................... Error! Bookmark not defined.
6 budget Estimate ............................................................................................. Error! Bookmark not defined.
7 High-Level Alternatives Analysis ................................................................. Error! Bookmark not defined.
8 Assumptions, Constraints And Risks ......................................................... Error! Bookmark not defined.
9 Project Organization ..................................................................................... Error! Bookmark not defined.
10 Project Charter approval .......................................................................... Error! Bookmark not defined.
Develop Project Management Plan—.................................................................. Error! Bookmark not defined.
4.2 Direct and Manage Project Work— ......................................................... Error! Bookmark not defined.
4.3 Monitor and Control Project Work— ...................................................... Error! Bookmark not defined.
4.4 Perform Integrated Change Control— .................................................... Error! Bookmark not defined.
4.5 Close Project or Phase—.......................................................................... Error! Bookmark not defined.
5 Project SCOPE Management ............................................................................ Error! Bookmark not defined.
5.1 Plan scope management: ......................................................................... Error! Bookmark not defined.
5.2 Collect Requirements ............................................................................... Error! Bookmark not defined.
5.3 Define Scope ............................................................................................ Error! Bookmark not defined.
The project statement of work (SOW) is a narrative description .................... Error! Bookmark not defined.
5.4 Create WBS .............................................................................................. Error! Bookmark not defined.
5.5 Validate Scope .......................................................................................... Error! Bookmark not defined.
5.6 Control Scope ........................................................................................... Error! Bookmark not defined.
6 Project Time Management .............................................................................. Error! Bookmark not defined.
6.1 Plan Schedule Management— ................................................................ Error! Bookmark not defined.
6.2 Define Activities— ................................................................................... Error! Bookmark not defined.
6.3 Sequence Activities— .............................................................................. Error! Bookmark not defined.
6.4 Estimate Activity Resources— ................................................................. Error! Bookmark not defined.

4. PMP Prep Guide…. Page # 4
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6.5 Estimate Activity Durations— .................................................................. Error! Bookmark not defined.
6.6 Develop Schedule— ................................................................................. Error! Bookmark not defined.
6.6.1 Project Schedule .............................................................................. Error! Bookmark not defined.
6.7 Control Schedule— .................................................................................. Error! Bookmark not defined.
7 Project Cost Management: .............................................................................. Error! Bookmark not defined.
7.1 Plan Cost Management— ........................................................................ Error! Bookmark not defined.
7.2 Estimate Costs— ...................................................................................... Error! Bookmark not defined.
7.3 Determine Budget— ................................................................................ Error! Bookmark not defined.
7.4 Control Costs— ........................................................................................ Error! Bookmark not defined. 8 Project Quality Management: .......................................................................... Error! Bookmark not defined.
8.1 Plan Quality Management ....................................................................... Error! Bookmark not defined.
8.2 Perform Quality Assurance ...................................................................... Error! Bookmark not defined.
8.3 Control Quality ......................................................................................... Error! Bookmark not defined.
9 Project Human Resource Management ........................................................... Error! Bookmark not defined.
9.1 Plan Human Resource Management— .................................................... Error! Bookmark not defined.
9.2 Acquire Project Team— ........................................................................... Error! Bookmark not defined.
9.3 Develop Project Team— .......................................................................... Error! Bookmark not defined.
10 Communication Management ..................................................................... Error! Bookmark not defined.
Communications Management makes sure everybody gets the right message at the right time. .. Error! Bookmark not defined.
10.1 Plan Communications Management— ................................................ Error! Bookmark not defined.
10.2 Manage Communications— ................................................................ Error! Bookmark not defined.
10.3 Control Communications— ................................................................. Error! Bookmark not defined.
11 Risk Management Plan ................................................................................ Error! Bookmark not defined.
11.1 Plan Risk Management— ......................................................................... Error! Bookmark not defined.
11.2 Identify Risks—......................................................................................... Error! Bookmark not defined.

5. PMP Prep Guide…. Page # 5
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11.3 Perform Qualitative Risk Analysis—............................................................. Error! Bookmark not defined.
11.3 Perform Quantitative Risk Analysis— ...................................................... Error! Bookmark not defined.
11.4 Plan Risk Responses— .............................................................................. Error! Bookmark not defined.
11.5 Control Risks— ..................................................................................... Error! Bookmark not defined.
12 Procurement Process: .................................................................................. Error! Bookmark not defined.
12.1 Plan Procurement Management— .......................................................... Error! Bookmark not defined.
12.2 Conduct Procurements— ......................................................................... Error! Bookmark not defined.
12.3 Control Procurements— .......................................................................... Error! Bookmark not defined.
12.4 Close Procurements— ................................................................................. Error! Bookmark not defined.
13 Stakeholder management ............................................................................ Error! Bookmark not defined.
13.1 Identify Stakeholders—............................................................................ Error! Bookmark not defined.
13.2 Plan Stakeholder Management— ............................................................ Error! Bookmark not defined.
13.3 Manage Stakeholder Engagement— ....................................................... Error! Bookmark not defined.
13.4 Control Stakeholder Engagement— ............................................................ Error! Bookmark not defined.
14 PMI Code of Conduct: .................................................................................. Error! Bookmark not defined.
15 Appendix ...................................................................................................... Error! Bookmark not defined.
15.1 DOMAIN AREAS ........................................................................................ Error! Bookmark not defined.
15.2 Just a SCAN of Tools and Technologies as a whole. ................................. Error! Bookmark not defined.
16 Missing Items ............................................................................................... Error! Bookmark not defined.
17 Outputs from Process Areas. ....................................................................... Error! Bookmark not defined.

6. PMP Prep Guide…. Page # 6
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1 PMP Prep
2 Project Management
2.1 Project and project Manager
2.1.1 What you need to be a good project manager?
Knowledge, performance, and personal skills
2.1.2 Company’s Big Picture
Portfolio, Program and project ( it has business values ) [They have charters]
2.1.3 Things that are common with the above:
Professions with proven processes, Business value and Deal with constraints
2.1.4 What is project?
Temporary, creating a unique result and progressively elaborated.
2.1.5 Project is NOT:
Always strategic or critical, ongoing operations, always successful.
2.1.6 PMO Office
Supportive, controlling, and directive.
A project management office (PMO) is a
management structure that standardizes the project-related governance processes
facilitates the sharing of resources, methodologies, tools, and techniques.
The responsibilities of a PMO
providing project management support functions to actually
being responsible for the direct management of one or more projects.
Functions of PMO towards project Manager:
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets); and
• Managing shared resources across all projects administered by the PMO;
• Coordinating communication across projects.
2.1.7 Interpersonal Skills of a Project Manager
• Leadership, • Team building, • Motivation, • Communication,
• Influencing, • Decision making • Political and cultural awareness,
• Negotiation, • Trust building, • Conflict management, and• Coaching.
2.1.8 whistleblowing
It is a term used to define an employee’s decision to disclose
information on unethical, immoral or illegal actions at work to an authority figure. Project Benefits measurement methods:
Murder Board
Peer review
Scoring Models
economic models
Benefits compared to cost
Enterprise environmental factors  how your Organizational process assets  your company

7. PMP Prep Guide…. Page # 7
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The consequences of whistleblowing are often extreme and might include being branded as an owner of bad judgment, layoff, civil action and imprisonment.
Carefully performed whistleblowing can lead to the end of unethical business practices. Not true about whistkeblowing..
An employee should always discuss the matter with people external to the company before following the "chain of command" and discuss it with the immediate superior.
3 Project Management Program Management Portfolio Management
Identifying project requirements; A group of related projects collection of projects, programs, sub-portfolios
Managing stakeholders; managed in a coordinated way to obtain benefits and control
managed as a group to achieve strategic objectives
Balancing project constraints must be some value added in managing
A project need not belong to a program;
program will always have projects. may not necessarily be interdependent or directly related.
deliver some strategic “benefits”
benefits could be tangible and inTangible
centralized management of one or more portfolios. focuses on “fulfilling the requirements” of a project focuses on “delivery of benefits” To grow business in a specific area.

8. PMP Prep Guide…. Page # 8
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ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
3.1 Organizations Process Assets:
• Shared visions, mission, values, beliefs, and expectations;
• Regulations, policies, methods, and procedures;
• Motivation and reward systems;
• Risk tolerance;
• View of leadership, hierarchy, and authority relationships;
• Code of conduct, work ethic, and work hours; and
• Operating environments.
3.2 Enterprise Environmental Factors:
• Organizational culture, structure, and governance;
• Geographic distribution of facilities and resources;
• Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards);
• Infrastructure (e.g., existing facilities and capital equipment);
• Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal,
contracting, and purchasing);
• Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and
training records, reward and overtime policy, and time tracking);
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization’s established communications channels;
• Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk
databases); and
• Project management information system (e.g., an automated tool, such as a scheduling software tool,
a configuration management system, an information collection and distribution system, or web interfaces
to other online automated systems).
roject Life Cycle and Organization
3.3 Project Stakeholders Sponsor
• Sellers/BusinessPartners/Customers/vendors
• Users
• Project Team
• Operations Management
• Functional Managers
• Other Project Team Members
• Project Manager
• Project Management Team
• Project Management Office
• Program Manager Portfolio
3.4 Project Constraints • (cost, Time,Scope) Triple Constraints, quality and risk resource,
3.5 Enterprise Environmental Factors
• People, market, databases, standards, Risk Tolerance
3.6 Project Life Cycles: Enterprise environmental factors 
how your company does business. Organizational process assets 
your company normally runs its projects.

9. PMP Prep Guide…. Page # 9
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3.6.1 Phase-to-Phase Relationships
Sequential relationship.
Overlapping relationship. In an overlapping relationship, a phase starts prior to completion of the previousone This can sometimes be applied as an example of the schedule compression
technique called fast tracking.
3.7 Predictive Life Cycles
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and
cost required to deliver that scope, are determined as early in the project life cycle as practically possible.
3.8 Iterative and Incremental Life Cycles
Iterative and incremental life cycles are 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. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally.
3.9 Adaptive (or Agile) Life Cycles
These are also incremental and iterative, but the iterations
are very rapid (2 to 4 weeks).
They are generally preferred when dealing with a rapidly changing environment.
Stage Gates, Phase Gates and Kill Points
SAME and refer to a phase end review with the objective of obtaining authorization to close the current phase and starting the next one. This is a retrospective review of the current phase.
The phase planning, on the other hand, is carried out early during the planning phase of the project.
 “tight matrix” which stands for co-located teams.
 If Type of Org is not mentioned, then its METRIX ORG.

10. PMP Prep Guide…. Page # 10
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3.10 Project Structure Org Stru Functional Matrix Project Composite Project Char Weak Balanced Strong Project Manager's Authority Little or None
Low
Low to Moderate
Moderate to High
High to Almost Total characteristics of a project team in a projectized organization Resource Availability Little or None
Low
Low to Moderate
Moderate to High
High to Almost Total include full-time staff from different functional departments Who manages the project budget Functional Manager Functional Manager
Mixed Project Manager Project Manager Project Manager's Role
Part-time Part-time
Full-time Full-time Full- time manage most of its projects in a strong matrix, but allow small projects to be managed by functional departments. Project Management Administrative Staff
Part-time
Part-time
Part-time
Full-time Full- time
special project team to handle a critical project
Expeditor - No decision
Co-ordinator - decision, Authority to report to high level manager
Co- ordinator Or Expeditor

11. PMP Prep Guide…. Page # 11
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3.11 Process Groups
Actions - initiating processes:
?Review the statement of work and business case
?Clarify the assumptions and constraints
?Establish the feasibility of the project
?Identify the key stakeholders of the project and their interest in the project
?Confirm the organization’s willingness and capability to work on the project Actions - closing process ( Read Last )
?Confirm that all project requirements are met
?Obtain formal signoff from customer
?Make payment to all parties and update cost records
?Complete contract closure
?Update lessons learned database
?Measure customer satisfaction
?Handover project deliverables to operations team
?Release resources from the project
Actions - planning processes
?Refine requirements and convert it into a scope statement and the work breakdown structure
?Get stakeholder approval and buy-in
?Develop the baseline scope, cost, and schedule
?Select project team and determine their roles and responsibilities
?Determine project’s quality standards and plan
?Framework for risk management, identification, analysis, and response planning
?Determine what needs to be purchased
?Determine how to execute and control the project
?Document the project management plan
?Handle updates on the plan arising out of change requests
Actions - executing processes
?Manage stakeholder engagements
?Deliver the work packages as planned
?Implement quality assurance activities
?Produce project reports
?Remove project bottlenecks
?Organize team building activities
?Organize training for the team members
?Conduct project progress meetings
?Implement approved changes, corrective actions, preventive actions, and defect repair
?Obtain customer/sponsor acceptance, etc. Finalize procurement arrangements and contracts
Actions - monitoring and controlling processes
?Measure project performance against the baseline
?Determine variances and take appropriate action
?Recommend changes, corrective, and preventive action
?Facilitate conflict resolution
?Identify root causes of problems
?Obtain formal acceptance for the deliverables
?Administer contracts with sellers
?Control changes
?Conduct status review meetings, etc.