This document provides 50 secrets to help readers prepare to pass the Project Management Professional (PMP) certification exam. It begins with an overview of the challenges of the PMP exam, noting that as many as 40% of test takers fail on the first attempt. The secrets are then organized by the 10 knowledge areas covered in the PMP Body of Knowledge. They include tips on important pages to study, terms to memorize, concepts to understand, and techniques that could appear on the exam. The document recommends additional preparation through a dedicated review course that can help readers apply the secrets to successfully earn their PMP certification on the first attempt.
This document provides 50 secrets and tips for passing the Project Management Professional (PMP) certification exam. It begins by explaining that the PMP exam is challenging to pass, with about 40% failing on the first attempt. The tips are then organized by the 10 knowledge areas from the PMBOK Guide. Key advice includes memorizing the process group and knowledge area table on page 25, assuming projects were properly planned, and understanding formulas and processes related to scheduling, cost management, and risk analysis. The document concludes by recommending a five-day immersion course for further exam preparation.
This document provides 200 sample questions for the Project Management Professional (PMP) certification exam based on the 5th edition of the PMBOK Guide. The questions cover topics like project constraints, risk management, quality management, procurement, and the five process groups. Each question includes an answer and a brief hint explaining the rationale. The questions are designed to help PMP exam candidates understand the type of questions that may be asked and prepare for the multiple choice format of the real exam.
The document provides an overview of 15 different question types that may appear on the PMI Project Management Professional (PMP) certification exam, along with examples and tips for answering each type. It discusses questions that are based on inputs, tools and techniques, and outputs (ITTOs); definitions; situations; excessively wordy phrasing; formulas; interpretation; specific techniques; those with multiple right answers; those with extraneous information; those using made-up terms; those requiring understanding; those with a new approach; those with multiple items per option; those based on PMBOK Guide knowledge; and negative questions. The document aims to help exam takers understand the various question formats and how to approach each effectively.
This document provides a self-assessment guide to test a project manager's knowledge of best practices. It includes a foreword explaining the purpose and how it relates to the PMP exam. The document describes how to use the assessment, which includes randomly ordered questions covering various topics to mimic the real exam. It emphasizes carefully reading each question as some have multiple correct answers. The goal is for readers to evaluate their strengths and weaknesses to focus further study.
This document provides an introduction to the Q & As for the PMBOK® Guide Fifth Edition book. It discusses the contributors to the book and previous editions. The introduction notes that the book facilitates developing a deeper understanding of generally accepted project management knowledge and practice through multiple choice questions and answers covering key PMBOK® Guide concepts. It aims to address the project management processes and knowledge areas from A Guide to the Project Management Body of Knowledge. The introduction thanks all the contributors who helped create the book and its predecessors.
The document contains 20 multiple choice questions related to project management concepts and processes. The questions cover topics like investment decision making, quality metrics, project team directories, contract management, risk analysis, stakeholder management, and ethics. For each question, the correct multiple choice answer is provided along with a brief justification or reference.
This document provides information about a Project Manager Professional (PMP) certification exam preparation course. The course is designed for project managers, engineers, construction managers, and others interested in project management. It will cover all nine knowledge areas from the Project Management Body of Knowledge, including project integration, scope, time, cost, quality, and risk management. The course is four weeks long with three-hour lectures three times per week, for a total of 35 hours. It aims to help students understand the concepts needed to pass the PMP exam on their first attempt.
The document contains 13 multiple choice questions about project management topics like the characteristics of a project, work breakdown structure (WBS), estimating costs, risk analysis tools, communication plans, contract requirements, quality control, and the standard five process groups. Each question is followed by an explanation of the correct answer with references to the PMBOK Guide.
This document provides 50 secrets and tips for passing the Project Management Professional (PMP) certification exam. It begins by explaining that the PMP exam is challenging to pass, with about 40% failing on the first attempt. The tips are then organized by the 10 knowledge areas from the PMBOK Guide. Key advice includes memorizing the process group and knowledge area table on page 25, assuming projects were properly planned, and understanding formulas and processes related to scheduling, cost management, and risk analysis. The document concludes by recommending a five-day immersion course for further exam preparation.
This document provides 200 sample questions for the Project Management Professional (PMP) certification exam based on the 5th edition of the PMBOK Guide. The questions cover topics like project constraints, risk management, quality management, procurement, and the five process groups. Each question includes an answer and a brief hint explaining the rationale. The questions are designed to help PMP exam candidates understand the type of questions that may be asked and prepare for the multiple choice format of the real exam.
The document provides an overview of 15 different question types that may appear on the PMI Project Management Professional (PMP) certification exam, along with examples and tips for answering each type. It discusses questions that are based on inputs, tools and techniques, and outputs (ITTOs); definitions; situations; excessively wordy phrasing; formulas; interpretation; specific techniques; those with multiple right answers; those with extraneous information; those using made-up terms; those requiring understanding; those with a new approach; those with multiple items per option; those based on PMBOK Guide knowledge; and negative questions. The document aims to help exam takers understand the various question formats and how to approach each effectively.
This document provides a self-assessment guide to test a project manager's knowledge of best practices. It includes a foreword explaining the purpose and how it relates to the PMP exam. The document describes how to use the assessment, which includes randomly ordered questions covering various topics to mimic the real exam. It emphasizes carefully reading each question as some have multiple correct answers. The goal is for readers to evaluate their strengths and weaknesses to focus further study.
This document provides an introduction to the Q & As for the PMBOK® Guide Fifth Edition book. It discusses the contributors to the book and previous editions. The introduction notes that the book facilitates developing a deeper understanding of generally accepted project management knowledge and practice through multiple choice questions and answers covering key PMBOK® Guide concepts. It aims to address the project management processes and knowledge areas from A Guide to the Project Management Body of Knowledge. The introduction thanks all the contributors who helped create the book and its predecessors.
The document contains 20 multiple choice questions related to project management concepts and processes. The questions cover topics like investment decision making, quality metrics, project team directories, contract management, risk analysis, stakeholder management, and ethics. For each question, the correct multiple choice answer is provided along with a brief justification or reference.
This document provides information about a Project Manager Professional (PMP) certification exam preparation course. The course is designed for project managers, engineers, construction managers, and others interested in project management. It will cover all nine knowledge areas from the Project Management Body of Knowledge, including project integration, scope, time, cost, quality, and risk management. The course is four weeks long with three-hour lectures three times per week, for a total of 35 hours. It aims to help students understand the concepts needed to pass the PMP exam on their first attempt.
The document contains 13 multiple choice questions about project management topics like the characteristics of a project, work breakdown structure (WBS), estimating costs, risk analysis tools, communication plans, contract requirements, quality control, and the standard five process groups. Each question is followed by an explanation of the correct answer with references to the PMBOK Guide.
The document contains 12 multiple choice questions about project management topics such as risk mitigation, contract legality, stakeholder management, ethics, project manager responsibilities, integrated change control, project selection criteria, quality management, and communications management. Each question includes 4 potential answers and an explanation of the correct answer with references to project management standards or textbooks.
The document contains a practice exam for the PMI Risk Management Professional (PMI-RMP) certification. It includes 33 multiple choice questions related to risk management processes, tools, and techniques. Correct answers are provided for each question. The practice exam covers topics like risk identification, qualitative and quantitative risk analysis, risk response planning, and risk monitoring and control.
This document contains a full length mock test with 35 multiple choice questions related to project management concepts based on the PMBOK Guide 5th edition. The questions cover topics such as project budget overruns, benchmarking, responsibility assignment matrices, project performance measurement, contract types, communication channels, gifts from suppliers, project scope, risk management, and documenting lessons learned.
The document contains details about a final mock test for project management based on the PMBOK 5th edition. It includes 10 multiple choice questions related to project management processes and best practices. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, contract types, and risk management.
This document contains a series of questions and answers about project risk management processes and techniques:
1) It describes using decision tree analysis to evaluate options and determine which decision yields the greatest expected value when considering uncertainties.
2) Identify Risks is the process used to determine which risks may affect a project and document their characteristics.
3) Residual risks are risks that remain after risk responses have been implemented and deliberately accepted risks.
4) Contingency plans are planned in advance while workarounds are responses to unplanned risks that have occurred.
5) Establishing a contingency reserve for unplanned risks is an example of active risk acceptance.
The document describes a scenario where a vendor gifts a watch to a project manager after a bidder's conference. It then provides four choices for what the project manager should do in this situation and identifies that the correct choice is to act as per the company's policy regarding accepting gifts. The justification is that company policies must be followed at all costs over respecting other cultures, and accepting gifts could influence the bid selection process.
This document provides sample questions to help prepare for the PMP certification exam. It begins with introductory information about PMP certification and a disclaimer. The body consists of multiple sample questions covering topics like risk management strategies, storing project schedules, and processes involved in project planning. Each question is followed by an explanation of the correct answer. The questions aim to mirror the format and difficulty of actual PMP exam questions.
The type of report that would be created in this situation is an exception report. An exception report only communicates variances outside of pre-determined thresholds, such as a CPI less than 0.96 or an SPI below 0.98, as specified in the question. It allows management to focus only on significant deviations from the plan rather than routine updates.
The document appears to contain 15 multiple choice questions about communications management concepts from project management. The questions cover topics like identifying different communication types, inputs to the plan communications process, when to create a communication plan, examples of active listening, using work performance information, calculating lines of communication, and identifying examples of communication noise.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
The document provides sample questions from a 200 question PMP mock test based on the PMBOK 5th edition. It includes 23 multiple choice questions related to project management processes, tools and techniques such as change control, risk management, scope planning, cost of quality, quality audits, schedule network diagrams, and more. For each question, it provides the question text, multiple choice options, and an explanation for the correct answer.
The document summarizes key points from a CAPM exam study session, including reviewing questions from asynchronous content, required activities for passing the exam, mapping knowledge areas to domains, and having a Q&A. It then provides examples of exam questions mapping to different knowledge areas and processes.
The document contains a full length mock test with 23 multiple choice questions related to project management concepts based on the PMBOK 5th edition. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, cost of quality calculation, critical path identification, and organizational structures.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This document contains a full length mock test with 16 multiple choice questions related to project management based on the PMBOK 5th edition. Each question is followed by an explanation of the correct answer and why the other answer options are incorrect based on the PMBOK definitions and processes. The test covers topics like stakeholder management, scope management, time management, cost management, quality management and human resource management.
The document contains 10 exam questions testing knowledge of project management concepts like process groups, stakeholders, organization types, and phase relationships. It asks the reader to identify the process group where certain project activities would occur, which knowledge area addresses contract management issues, and properties of overlapping versus sequential project phases. The answers provided explain the reasoning behind each multiple choice response.
The document outlines 18 slides from a presentation on project management 101. It discusses the four key elements that must be managed: resources, time, money, and scope. Scope is identified as the most important and can impact all other elements. A 14-step process for managing projects is then outlined, beginning with defining the scope and ending with keeping all stakeholders informed of progress. The presentation emphasizes that successful project management requires balancing all elements and being prepared to adjust plans as needed.
The document provides 20 questions related to project management concepts from the PMBOK Guide. It also provides references and explanations for the answers. The questions cover topics like project processes, tools and techniques, scheduling, risk management, procurement, and leadership. The document is a knowledge assessment resource for the PMP examination.
The document contains 20 exam questions related to quality management processes and tools. Key points covered in the questions include:
1) The difference between quality control and quality assurance processes and how tools like histograms, control charts, and flowcharts are used.
2) Common quality management tools like Pareto charts, Ishikawa diagrams, run charts, and their appropriate uses.
3) Key quality management terms like defects, inspection, cost of quality, and statistical sampling.
4) Differences between quality management processes like plan quality, perform quality control, and perform quality assurance.
Order of Magnitude (+- 25% - 50%)
Reference: PMBOK Third Edition, Page Number: 150
So the given estimate range falls under Order of Magnitude estimate.
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
C. Three-Point Estimating
D. Schedule Network Analysis
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
O documento discute a Ressonância Harmônica, um processo que utiliza ondas de informação para limpar crenças limitantes e inserir novas informações para promover o crescimento pessoal. O autor explica que a Ressonância Harmônica permite a transferência de consciências arquetípicas entre indivíduos, possibilitando o acesso a memórias, experiências e habilidades de outras consciências. A obra também aborda os fundamentos científicos deste processo e suas infinitas aplicações para o desenvolvimento humano.
Agile masterclass - The Most Important Agile Concepts to Know and the Critica...Striking Group Pty Ltd
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Learn about key agile concepts from frameworks such as Scrum and Kanban, how the differ and how to choose the right one. Other topics include Agile estimating & planning, Agile Governance and more.
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
The document contains 12 multiple choice questions about project management topics such as risk mitigation, contract legality, stakeholder management, ethics, project manager responsibilities, integrated change control, project selection criteria, quality management, and communications management. Each question includes 4 potential answers and an explanation of the correct answer with references to project management standards or textbooks.
The document contains a practice exam for the PMI Risk Management Professional (PMI-RMP) certification. It includes 33 multiple choice questions related to risk management processes, tools, and techniques. Correct answers are provided for each question. The practice exam covers topics like risk identification, qualitative and quantitative risk analysis, risk response planning, and risk monitoring and control.
This document contains a full length mock test with 35 multiple choice questions related to project management concepts based on the PMBOK Guide 5th edition. The questions cover topics such as project budget overruns, benchmarking, responsibility assignment matrices, project performance measurement, contract types, communication channels, gifts from suppliers, project scope, risk management, and documenting lessons learned.
The document contains details about a final mock test for project management based on the PMBOK 5th edition. It includes 10 multiple choice questions related to project management processes and best practices. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, contract types, and risk management.
This document contains a series of questions and answers about project risk management processes and techniques:
1) It describes using decision tree analysis to evaluate options and determine which decision yields the greatest expected value when considering uncertainties.
2) Identify Risks is the process used to determine which risks may affect a project and document their characteristics.
3) Residual risks are risks that remain after risk responses have been implemented and deliberately accepted risks.
4) Contingency plans are planned in advance while workarounds are responses to unplanned risks that have occurred.
5) Establishing a contingency reserve for unplanned risks is an example of active risk acceptance.
The document describes a scenario where a vendor gifts a watch to a project manager after a bidder's conference. It then provides four choices for what the project manager should do in this situation and identifies that the correct choice is to act as per the company's policy regarding accepting gifts. The justification is that company policies must be followed at all costs over respecting other cultures, and accepting gifts could influence the bid selection process.
This document provides sample questions to help prepare for the PMP certification exam. It begins with introductory information about PMP certification and a disclaimer. The body consists of multiple sample questions covering topics like risk management strategies, storing project schedules, and processes involved in project planning. Each question is followed by an explanation of the correct answer. The questions aim to mirror the format and difficulty of actual PMP exam questions.
The type of report that would be created in this situation is an exception report. An exception report only communicates variances outside of pre-determined thresholds, such as a CPI less than 0.96 or an SPI below 0.98, as specified in the question. It allows management to focus only on significant deviations from the plan rather than routine updates.
The document appears to contain 15 multiple choice questions about communications management concepts from project management. The questions cover topics like identifying different communication types, inputs to the plan communications process, when to create a communication plan, examples of active listening, using work performance information, calculating lines of communication, and identifying examples of communication noise.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
The document provides sample questions from a 200 question PMP mock test based on the PMBOK 5th edition. It includes 23 multiple choice questions related to project management processes, tools and techniques such as change control, risk management, scope planning, cost of quality, quality audits, schedule network diagrams, and more. For each question, it provides the question text, multiple choice options, and an explanation for the correct answer.
The document summarizes key points from a CAPM exam study session, including reviewing questions from asynchronous content, required activities for passing the exam, mapping knowledge areas to domains, and having a Q&A. It then provides examples of exam questions mapping to different knowledge areas and processes.
The document contains a full length mock test with 23 multiple choice questions related to project management concepts based on the PMBOK 5th edition. The questions cover topics like integrated change control, corrective vs preventive actions, communication management, cost of quality calculation, critical path identification, and organizational structures.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This document contains a full length mock test with 16 multiple choice questions related to project management based on the PMBOK 5th edition. Each question is followed by an explanation of the correct answer and why the other answer options are incorrect based on the PMBOK definitions and processes. The test covers topics like stakeholder management, scope management, time management, cost management, quality management and human resource management.
The document contains 10 exam questions testing knowledge of project management concepts like process groups, stakeholders, organization types, and phase relationships. It asks the reader to identify the process group where certain project activities would occur, which knowledge area addresses contract management issues, and properties of overlapping versus sequential project phases. The answers provided explain the reasoning behind each multiple choice response.
The document outlines 18 slides from a presentation on project management 101. It discusses the four key elements that must be managed: resources, time, money, and scope. Scope is identified as the most important and can impact all other elements. A 14-step process for managing projects is then outlined, beginning with defining the scope and ending with keeping all stakeholders informed of progress. The presentation emphasizes that successful project management requires balancing all elements and being prepared to adjust plans as needed.
The document provides 20 questions related to project management concepts from the PMBOK Guide. It also provides references and explanations for the answers. The questions cover topics like project processes, tools and techniques, scheduling, risk management, procurement, and leadership. The document is a knowledge assessment resource for the PMP examination.
The document contains 20 exam questions related to quality management processes and tools. Key points covered in the questions include:
1) The difference between quality control and quality assurance processes and how tools like histograms, control charts, and flowcharts are used.
2) Common quality management tools like Pareto charts, Ishikawa diagrams, run charts, and their appropriate uses.
3) Key quality management terms like defects, inspection, cost of quality, and statistical sampling.
4) Differences between quality management processes like plan quality, perform quality control, and perform quality assurance.
Order of Magnitude (+- 25% - 50%)
Reference: PMBOK Third Edition, Page Number: 150
So the given estimate range falls under Order of Magnitude estimate.
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
C. Three-Point Estimating
D. Schedule Network Analysis
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
O documento discute a Ressonância Harmônica, um processo que utiliza ondas de informação para limpar crenças limitantes e inserir novas informações para promover o crescimento pessoal. O autor explica que a Ressonância Harmônica permite a transferência de consciências arquetípicas entre indivíduos, possibilitando o acesso a memórias, experiências e habilidades de outras consciências. A obra também aborda os fundamentos científicos deste processo e suas infinitas aplicações para o desenvolvimento humano.
Agile masterclass - The Most Important Agile Concepts to Know and the Critica...Striking Group Pty Ltd
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Learn about key agile concepts from frameworks such as Scrum and Kanban, how the differ and how to choose the right one. Other topics include Agile estimating & planning, Agile Governance and more.
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Este documento presenta IdeaCamp 2017, un evento que reunirá a 50 iniciativas internacionales con impacto social y nuevas formas de financiar ideas transformadoras y construir Europa a través de la cultura y la innovación social. Se llevará a cabo en espacios públicos de Madrid como Medialab Prado y Daoiz y Velarde del 28 de febrero al 2 de marzo, involucrando a más de 100 personas. El documento ofrece opciones de patrocinio para difundir la imagen de empresas e instituciones participantes.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Estimating value through the lens of cost of delayagilebydesign
This document discusses using the cost of delay framework to estimate value when delivering work. It begins with shifting to a mindset of continuous value delivery through reducing lead time. A key aspect is estimating value quickly based on assumptions rather than precision. The document then provides an exercise where participants estimate lead time, delay time, assign value types and urgency profiles to sample work. It also demonstrates estimating the cost of delay for a given feature using underlying assumptions. The goal is to make value delivery decisions based on cost of delay rather than effort alone.
Taller de co-creació i generació de model de negoci, a càrrec de Olivier Schulbaum i Mauricio O’brien. Tercer mòdul de la Comunificadora, Programa d'impuls de projectes d'economia col·laborativa procomú de Barcelona Activa amb @platoniq @goteofunding i http://freeknowledge.eu
De què es tracta?
De Design Thinking a Agile per cocrear comuns digitals
Platoniq dissenya mètodes per donar solucions a reptes socials i de sostenibilitat, permetent la cocreació i producció de nous models, serveis i productes. Aquests mètodes inclouen la definició i resolució de problemes de forma col∙lectiva; l'intercanvi de coneixements; i la producció i el finançament basats en la comunitat. Els resultats finals són oberts i orientats als procomuns per tal de difondre l'impacte i millorar la transferència de coneixements.
Seguint la seva pròpia metodologia Agile de cocreació, “Cocreation Made Agile”, Platoniq ha desenvolupat un grup d'eines per ajudar els equips creatius a identificar i incubar el disseny d'aplicacions i plataformes viables amb impacte social, per a l'educació, el disseny, la ciència ciutadana, l'economia col∙laborativa, el turisme sostenible, el social media i el periodisme amb un fort enfocament en les dades obertes (opendata).
Perquè es tracta de treballar en grup i fer iteracions
La metodologia de Platoniq es basa en iteracions i exploracions en diferents grups de treball, des d'identificar casos d'èxit i indicadors d'impacte, per al desenvolupament conjunt d'escenaris, fins a identificar usuaris finals i crear diagrames, per part dels mateixos participants.
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La Comunificadora - Comunifiquem l'economia col·laborativa!
This document announces 25 recipients of nonprofit idea grants and their employee champions. It provides descriptions of several nonprofits that will receive funding, including World Access for the Blind to create an instructional course for blind navigation, Camp Reel Stories to expand their media camp for girls, and Northwest Youth Corps to establish an Idaho conservation program. It summarizes the plans for several other nonprofits to use the grants for activities like mental health programs, education initiatives, and distributing supplies to new families.
Farrell Advisory provides highly customized CFO and corporate finance advisory services including M&A transactions and restructuring/business reengineering. They help companies deliver shareholder value through transactions like acquisitions, divestitures, and turnarounds. Their services include pre-sale diagnostics to maximize valuations, transaction advisory, due diligence, integration, and interim CFO functions. They have experience across industries and handle all aspects of corporate finance from strategy through deal execution.
4 Messages Great Leaders Consistently and Clearly CommunicateEric Anderton
The document provides an overview of services offered by an executive coaching firm, including strategic planning, team building, and leadership development. It includes testimonials from past clients praising the impact on their business success and leadership skills. The document emphasizes developing a vision, providing direction through goal-setting and delegation, developing employees, and providing encouragement, accountability and recognition. It encourages leaders to strengthen themselves, build their team, and grow their business through the services offered.
The document is a media kit for The Charlotte Post Publishing Company (TCPPC) and its newspapers, The Charlotte Post and The Triangle Tribune. It provides information on TCPPC's mission and affiliates, reader demographics for each paper, advertising rate cards and specifications, circulation data by zip code, and premium advertising options. The rate cards show advertising rates based on frequency and size for both regular and nonprofit advertisers. Specs provide guidelines on formats, deadlines, and methods of delivery for print and digital ads.
Emeryville Business Conditions Survey: Impact of Minimum Wage and Paid Sick L...Leah Mowery
This survey summarizes the economic conditions of businesses in Emeryville, California following the implementation of a minimum wage increase and paid sick leave ordinance in July 2015. The survey found that while revenues increased for many businesses, costs such as supplies and wages also increased significantly. Most businesses maintained similar employment levels over the past year. Food service businesses expressed the most frustration with the new regulations. Overall, businesses indicated adapting to rising costs is a challenge but many increased pay to help employees afford living in the Bay Area.
This document provides an overview of national and regional policy frameworks relevant to development in the South East region of Ireland. It discusses the National Spatial Strategy and Regional Planning Guidelines, which designate Waterford as a gateway city and Kilkenny and Wexford as hub towns to drive regional growth. The document outlines what these frameworks mean for each county in the South East. It also reviews strengths of the region, including its urban network, population growth, third-level institutions, ports, and agricultural land. The vision is for the South East to be a prosperous, competitive region with equitable economic success and a high quality of life.
The document discusses how technology companies can increase shareholder returns through effective strategic planning and business alignment. It argues that companies often fail to achieve their strategic goals because their corporate decision model is not properly aligned with their new strategy. It provides examples of large tech companies that improved performance by realigning their corporate structure to better support their strategic objectives of innovating, integrating solutions, or focusing on operations. The document advocates analyzing a company's strategy, decision model, and making changes to the model before implementing strategic plans in order to improve investment returns.
The document provides background information on Deaf Hand @ Work (DHW), a social enterprise founded in 2010 in South Africa. DHW provides training to deaf individuals to develop job skills in industries like construction, textiles, and furniture making. It aims to empower the deaf community and reduce unemployment among deaf South Africans. The consulting team was engaged to explore ways for DHW to expand its operations and impact. The team visited a DHW construction site and met with DHW's founder. This report makes recommendations in four areas - organizational structure, financing plant/equipment, online presence, and timelines for growth. It suggests options for DHW to increase its social mission on a larger scale.
This chapter discusses how businesses can use information technology to gain competitive advantages. It identifies five main competitive strategies: cost leadership, differentiation, innovation, growth, and alliance. It then explains how businesses can implement these strategies using IT, such as by locking in customers, building switching costs, and leveraging strategic IT capabilities. The chapter also covers topics like business process reengineering, becoming an agile competitor, creating virtual companies, and implementing knowledge management systems.
The Bottleneck game as played at the JAX 2010 (modified version of what presented at http://www.agilecoach.net/coach-tools/bottleneck-game/). This German version of the game was developed and presented together with Martin Heider.
La Web 3.0 se refiere a una versión futura de Internet que integre la inteligencia artificial y permita que los sitios web se conecten entre sí según los intereses del usuario, aunque todavía no existe una definición concreta. Algunos expertos creen que será una unión coherente entre la inteligencia artificial y la Web, mientras que otros predicen una progresión de la Web tal como la conocemos actualmente. En definitiva, la Web 3.0 estará relacionada con la inteligencia artificial y los sitios web podrán conectarse automá
Session 6 Everything You Should Know About PMP & CAPM CertificationsSeshne Govender
This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications.
Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization.
Registration Link: https://bit.ly/42iE5rJ
Session 3 Everything You Should Know About PMP & CAPM CertificationsSeshne Govender
This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications.
Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization.
Upcoming Webinar Sessions:
Everything You Should Know About PMP & CAPM Certifications -
Exam Pattern, Application Process, Study Materials
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Top 10 Project Manager Interview Questions You Need.pdfDivya Malik
Project management involves implementing processes, methods, skills and experience to achieve project objectives within a defined timeline. The key skills required for a project manager are communication, leadership, team management, negotiation, personal organization and risk management. When starting a new role, a project manager should listen, learn client needs, know their team, take opportunities to learn new skills, help the workplace, and master company tools. Prioritizing tasks involves listing, distinguishing urgent from important tasks, assessing value, and ordering by effort while staying flexible.
How to prepare for PMP Certification.pdfDivya Malik
The PMP certification is amongst the most reputable Project Management certification, but also one of the best certifications to get across the board. Moreover, professionals hope to achieve a PMP certification for career growth and salary hikes. Amongst the top reasons to choose the PMP certification continues to be the exponentially growing project management professional salary curve.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
The document discusses the 4 P's of management spectrum for successful software project management: People, Product, Process, and Project. It then discusses the W5HH principle, an organizing framework proposed by Barry Boehm for defining the key characteristics of a software project plan. The W5HH principle involves asking a series of questions about why the system is being developed, what will be done and by when, who is responsible for functions, where they are located organizationally, how the technical and managerial work will be done, and how much of each resource is needed.
The document discusses project management and reasons for project failure. It defines a project and distinguishes projects from operations. Some key points made are:
1. A project is a temporary organization with a definite beginning and end to produce a unique product or service.
2. Common reasons for project failure include a lack of clear goals, poor planning, inadequate resources, and lack of ownership.
3. Good project management involves defining requirements, planning, communication, quality management, and monitoring progress.
The project manager is responsible for the project outcome and meeting goals on time and on budget.
Entroids provides a Think-Plan-Do framework to help manage new product development projects. The framework links strategic project needs identified in "four pillars" (business model, risks, requirements, milestones) to tactical planning and daily actions. It separates major tasks from smaller actions to focus on what's important. Using visual tools and establishing routines helps teams spend less time planning and more time executing, improving accountability and focus on the right actions. The framework is designed to help projects navigate change and avoid wasted effort through lean and flexible execution.
Entroids Introduces the "Think-Plan-Do" framework for execution - A GPS for N...Entroids
This document introduces the Think-Plan-Do framework for managing new product development projects. The framework provides three tiers - Think, Plan, and Do - to link strategic project needs to tactical planning and daily actions. The Think tier identifies the key strategic needs through four pillars: business model, risks, requirements, and milestones. The Plan tier develops major tasks from the strategic needs. The Do tier focuses execution through a dashboard of small actions needed to complete tasks. Using this framework aims to spend less time planning and more time taking action through visual tools and accountability.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd. on Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certification. It provides an agenda for the seminar which includes an introduction of Ritetrac, why projects fail, the value of project management, demystifying PMP and CAPM, prospects and benefits of certification, how Ritetrac can help individuals become certified, and steps for obtaining certification. The seminar aims to educate attendees on project management best practices and certification.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd on project management certification. It provides an agenda for the seminar that includes an introduction of Ritetrac, why projects fail, the value of project management, and information on the PMP and CAPM certifications. It discusses the prerequisites, topics covered, and benefits of obtaining the PMP and CAPM certifications for both individuals and organizations.
The document discusses Edureka as a registered education provider for Project Management Institute courses. It outlines an agenda for a PMP Refresher course covering myths about the PMP exam, tips for passing the exam, an introduction to project management concepts, and factors influencing projects. The instructor, Nishant Shukla, is introduced who has over 24 years of industry experience delivering project management training.
This document provides sample questions to help prepare for the PMP certification exam. It notes that the questions are for reference only and using them does not guarantee passing the exam. The questions cover topics like the code of accounts, competing project constraints, and the change control process. Correct answers are provided along with explanations to enhance understanding.
This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
This slide deck is compiled from different studies and learning from organizations like PMI, KPMG and Harvard Business review.
It will go through project budget, scope, schedule and also continuous improvement, learning and changes.
Good for finding also tools and methodologies to make successful, continuous improvement to your management and especially leadership.
The document discusses a sample course on PMP exam preparation based on the PMBOK 6th edition, outlining the learning objectives, course modules, and introductions. It provides an overview of the PMP certification requirements and application process, as well as introducing key terms and frameworks in project management such as the project life cycle, development lifecycle, process groups, and knowledge areas.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
Similar to 50 secrets-of-the-pmp-exam-white-paper (20)
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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2. The Project Management Professional (PMP)®
Certification from the Project
Management Institute (PMI) is one of the top five in-demand certifications for 2013.1
It’s also one of the most challenging certification exams to pass. The industry
is littered with tales of earnest PMP seekers who thought they studied enough,
prepared enough and were experienced enough to pass the test, but who failed
miserably—sometimes more than once. Informal polls indicate that as many as
40 percent don’t pass on the first try.
You don’t have to be one of the 40 percent. Kicking off with overall project management concepts and
then organized by each of the 10 Knowledge Areas, we’ve compiled must-know PMP Exam tips, tricks and
strategies on everything from:
n which pages of A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) matter most;
n areas of the PMBOK®
Guide that merit a second read;
n various memory joggers and easy to memorize formulas;
n key terms, confusing terms and terms to avoid; and
n much, much more!
Whether you are considering
taking the exam for your first time
or you’re going back at it for
another try, these 50 Secrets of
the PMP®
Exam will help you stay
ahead of the curve and
Fast Track Your Way to
PMP SUCCESS!
250 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
3. 1When you see questions
on the exam regarding
organizational structure,
be sure you know which
structure the question is
related to. The right answer
will depend on it.
2Page 61 of the PMBOK®
Guide is critical. The table
on this page shows the
relationship between each
process and its associated
Knowledge Area and
Process Group. You should
memorize this page. In
many cases, the majority
of the exam questions will
be related in some way to
having knowledge about
the Process Groups and
Knowledge Areas.
3For the exam, you must
assume proper project
planning was done before
the project work began.
You need to get your mind
around the critical difference
planning makes and assume
the project has been
properly planned as you
answer the questions. It is
surprising how few project
managers create a realistic
plan or get it officially
approved. That’s a huge
mistake, whether on the
exam or in the real world.
4You need to be able to
identify what you are not
doing, or what you are doing
wrong in the real world and
leave those practices at the
door. You will be penalized
in the exam if you follow any
poor real-world practices.
You want to keep the
words “work to the project
management plan,” “be
proactive,” “manage,” and
“guide,” in mind as a way
to summarize executing
activities while you take the
exam. This frame of mind
will ensure you have your
PMI®
hat on when taking
the exam.
What You Need to Know:
Project Management Concepts
350 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
4. 1
The First Knowledge Area:
Project Integration
Management
5 Here is a trick to understanding the topic of management plans for the
exam. Know that management plans look forward in time, and that there
are management plans for most knowledge areas:
n Scope
n Schedule
n Cost
n Quality
n Human Resources
n Communications
n Risk
n Procurement Management
n Stakeholder Management
6 Take notice of these confusing terms. If the exam refers to Direct and Manage Project Work, it is NOT referencing the
entire executing process group. Instead, it is just refering to the integration piece of executing.
7 Integrated change control is an important topic to know. Approximately 10 percent of the exam questions touch on this
one topic from different angles.
8 Be sure to remember that as project manager you always close out a project, no matter the circumstances under which
it stops, is terminated or is completed.
9 Whenever the PMBOK®
Guide mentions “Expert Judgment”, do not assume it is referring to an executive decision being
taken by the project manager. Expert judgment is usually obtained from the subject matter experts and this may include
the project manager.
450 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
5. 3
2
The Second Knowledge Area:
Project Scope Management
q The Define Scope process is important on the exam for the
following reasons:
n Project managers complain about unrealistic schedule and do not realize
the unrealistic schedules are their fault because they have not followed
the iterations process described previously.
n Project managers spend a large portion of their time, while the work is being done, looking for options to adjust the
project and still meet the project schedule and budget. Therefore, all the tools used in planning to come up with a
realistic budget, such as negotiating scope and fast tracking, are also major activities while the work is being done.
w Project scope is the work that is required to be completed. Always remember; scope = work.
e Always remember that the scope management plan doesn’t contain the project scope. The scope management plan is
a project plan that tells how scope will be identified, managed and controlled.
r There are many tools and techniques associated with the Collect Requirements process. The PMBOK®
Guide does not
discuss these tools and techniques in great detail. While these tools and techniques may not explicitly be mentioned in
the PMBOK®
Guide, it is valuable to familiarize yourself with them.
t The Validate Scope process should be performed for every project deliverable, or a group of deliverables, presented to
the customer or sponsor.
The Third Knowledge Area:
Project Time Management
y You MUST memorize these formulas and know that they can be
used for both time and cost estimates.
Expected Activity Duration (PERT) = (P + 4M+ O) / 6
Activity Standard Deviation = (P-O)/6
Activity Variance = [(P-O)/6]2
u You will frequently see a single-point estimate per activity used on the exam. This method is not always best, but it is
an easier way to improve your understanding of finding critical paths and drawing network diagrams. Using single-point
estimates also allows for quick calculations and proof that you understand those concepts.
i The Plan Schedule Management process produces the project’s schedule management plan. It does not contain the
project’s schedule. It only describes how the project’s schedule will be developed, managed and controlled.
o Although the PMBOK®
Guide does not mention it, Analogous Estimating is also referred to as “Top-Down Estimating”.
p Become very comfortable with the Critical Chain Method. While it may not explicitly be mentioned in the PMBOK®
Guide,
it is valuable to familiarize yourself with examples.
550 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
6. 4
The Fourth Knowledge Area:
Project Cost Management
a Make sure to MEMORIZE the following:
n Rough Order of Magnitude (ROM) Estimate
- This type of estimate is usually made during the
initiating process.
- A typical ROM estimate range is from -25% to +75% from
actual, but this range can vary depending on how much is
known about the project when creating the estimates.
n Budget Estimate
- This type of estimate is usually made during the planning
phase and is in the range of -10% to +25% from actual.
n Definitive Estimate
- Later during the project, the estimate will become more
refined. Some project managers use the range of +/- 10%
from actual, while others use -5% to +10% from actual.
s The ROM estimate, as defined by the current PMBOK®
Guide - Fifth Edition, is in the range of -25% to +75%. The older
PMBOK®
Guide - Fourth Edition defined it to be in the range of -50% to +50%. Remember the correct ROM is in the
range of -25% to +75%.
d Be very careful when interpreting the SPI and CPI values. Although values greater than 1.0 are desirable, values greater
than 1.5 mean the project was not properly estimated earlier.
f Understand the concepts behind the EAC formulas. This will help you select the right formula to crack a question on
your exam.
g Page 224 of the PMBOK®
Guide is critical; it summarizes all the earned value formulas. Memorize these formulas and do
a brain-dump on a piece of paper before you begin your exam.
650 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
7. 5
The Fifth Knowledge Area:
Project Quality
Management
h Remembering the following phrases about Pareto charts should
help you on the exam:
n Help focus attention on the most critical issues.
n Prioritize potential “causes” of the problems.
n Separate the critical few from the uncritical many.
j Remember the difference between grade and quality. Grade refers to the characteristics of a product, while quality refers
to conformance to customer requirements.
k Precision is different than accuracy. Accuracy is the closeness of a measure against the target, while precision is the
closeness of the repeated measurements with each other.
l The PMBOK®
Guide lists many quality management techniques, but not all are covered in great detail. While these
techniques may not explicitly be mentioned in the PMBOK®
Guide, it is valuable to familiarize yourself with them.
6
The Sixth Knowledge Area:
Project Human Resource
Management
; The following describes the seven sources of conflict in order of frequency.
MEMORIZE the top four and remember that Personality is last.
1. Schedule 5. Administrative procedures
2. Project priorities 6. Cost
3. Resources 7. Personality
4. Technical opinions
z The PMBOK®
Guide doesn’t discuss organizational theory in much detail. However, expect some questions on this area.
While this may not explicitly be mentioned in the PMBOK®
Guide, it is valuable to familiarize yourself with organizational
theory.
x It is very important to understand Tuckman’s Ladder or the Tuckman’s Team Development Stages. There will almost
certainly be a question on the PMP exam around it.
c Co-location and virtual teams are two totally opposite techniques. You must understand the pros and cons of both, and
be able to identify the most suitable option for any given situation.
v Do not forget to read Appendix X3 in the PMBOK®
Guide where interpersonal skills are covered in great detail.
750 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
8. 7
The Seventh Knowledge Area:
Project Communications
Management
b It is important to know the communications channel formula:
N * (N-1) / 2 where N=number of people.
n Review the basic communication model (Figure 10.4) and sequence
of steps involved in the model as outlined in the Project
Communications Management section of the PMBOK®
Guide.
Be aware that a new step, acknowledgement of the message by the
receiver, has been included.
m Don’t forget that two processes, Manage Communications and Control Communications, have been renamed and this
knowledge area has been split to create a new knowledge area named Project Stakeholder Management.
850 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
9. 8
The Eigth Knowledge Area:
Project Risk Management
, Avoid and/or be aware of the following Risk Management Errors:
n Risk identification is completed without knowing enough about
the project.
n Risk identification ends too soon, resulting in a brief list rather
than an extensive list.
n The processes of Identify Risks through Perform Quantitative Risk Analysis are blended, resulting in risks that are
evaluated or judged as they come to light. This decreases the number of total risks identified and causes people to
stop participating in risk identification.
n The risks identified are general rather than specific.
n Some things considered to be risks are not uncertain; they are facts, and are therefore not risks.
n Whole categories (technology, cultural, marketplace, etc.) of risks are missed.
n Only one method is used to identify risks rather than a combination of methods. A combination helps ensure that more
risks are identified.
n The first risk response strategy identified is selected without looking at other options and finding the best option or
combination of options.
n Risk management is not given enough attention during project executing.
n Project managers do not explain the risk management process to their team during project planning.
. Notice that an updated risk register is the only output of several of the risk management processes. Read exam
questions carefully, as the risk register contains different information depending on when in the risk management
process the question is referencing.
/ Remember that the Delphi technique is preferred when influential stakeholders can introduce bias into the risk data.
Q Remember that the Perform Qualitative Risks analysis is quicker, but less accurate than the Perform Quantitative Risk
Analysis process.
W Practice the expected monetary value analysis and decision tree analysis techniques. You can expect to see questions
which cover these techniques on the exam.
950 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
10. 9
The Ninth Knowledge Area:
Project Procurement
Management
E In practice, the company or person who provides services and/or
goods can be called a “contractor,” “subcontractor,” “designer,”
or other titles. The PMBOK®
Guide uses only one term, “seller,” but
the exam may use any of these terms to describe the seller.
The company or person who purchases the services is called the “buyer.”
R There are three basic types of contracts. Each one has its place and use. You must understand the differences and in
particular how different contract types determine the final costs of a contract.
T Memorize the typical components of a procurement agreement.
Y Remember that the contract change control procedures are usually documented in the procurement agreements.
U Always remember that negotiation is the preferred procurement conflict resolution technique.
10
The Tenth Knowledge Area:
Project Stakeholder
Management
I The project stakeholders’ influence is at its maximum during
the start of the project and reduces gradually as the project
progresses.
O The Identify Stakeholders process is an initiating process.
However, it must be periodically revisited to ensure that the
project’s Stakeholder Register is always up to date.
P Memorize the Power/Interest Grid given in the PMBOK®
Guide
page 397. There will most certainly be questions that pertain to this grid on the exam.
A Remember that the first step in stakeholder conflict management is to capture the issue in the project’s issue log.
1050 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
11. You’ve Got the Tips. Now What?
These invaluable insights into the PMP Exam are just one tool that you should leverage on your journey towards becoming
a Certified Project Management Professional. They will not help you pass the exam on their own. To ensure your success
on the first try, consider a dedicated prep course designed to break down the PMBOK®
Guide and build on your real-world
experience to get you in a PMP frame of mind.
PMP Prep Fast Track from Corporate Education Group (CEG) is a five-day immersion course that combines the proven
project management training from one of our most popular and longest-running courses with a fresh approach to exam
preparation. PMP Prep Fast Track is packed with exercises, practice exams and study aids to ensure you successfully earn
the industry’s most sought-after credential.
As each of the 10 project management Knowledge Areas in the PMBOK®
Guide are presented, you will learn professional
standards (processes, inputs, tools and techniques, outputs), as well as the practical benefits of using those standards to
keep cost, schedule, scope and other critical project factors under control throughout the project life cycle.
Course Highlights:
n Dozens and dozens more Exam Tips just like the ones shared here
n A simple step-by-step process to successfully navigate the entire journey from the application to test day
n Ninety days of access to a Powerful Exam Simulator that mimics the real thing
n Taught by PMP Certified instructors
n Take it in a traditional classroom, virtually with a live instructor or bring it on-site to your organization if you have a
team to train
n Money-back guarantee2
1150 Secrets to the PMP®
Exam www.corpedgroup.com/fasttrack
For more information and to register for
PMP Prep Fast Track, visit
http://www.corpedgroup.com/fasttrack
or call 1.800.288.7246.
If you are serious about advancing your career
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Fast Track Your Way to PMP SUCCESS!