This document provides an outline for a training course to prepare for the PMP certification exam. The course covers 5 modules: creating a high-performing team, starting the project, doing the work, keeping the team on track, and keeping the business in mind. Module 1 focuses on building the team through defining ground rules, empowering members, and establishing virtual teams.

2. PMP
Certification
Exam
Preparation
For 2021 PMP Exams - Aligned with the PMBOK®
Guide, Sixth Edition

3. PMP
Certification
Exam
Preparation
Training Course Outlines

4. • Introduction
• Module One: Creating A High-performing Team
• Module Two: Starting The Project
• Module Three: Doing The Work
• Module Four: Keep Your Team On Track
• Module Five: Keep The Business In Mind
Contents

5. Creating a High-Performing Team
• Building a Teams
• Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about a Project
Module
One

6. Starting the Project
• Determine Appropriate Project Methodology/Methods
and Practices
• Plan and Manage Scope
• Plan and Manage Budget and Resources
• Plan and Manage Schedule
• Plan and Manage Quality of Products/Deliverables
• Integrate Project Planning Activities
• Plan and Manage Procurement
• Establish Project Governance Structure
• Plan and Manage Project/Phase Closure
Module 2

7. Doing the Work
• Assess and Manage Risks
• Execute Project to Deliver Business Value
• Manage Communications
• Engage Stakeholders
• Create Project Artifacts
• Manage Project Changes
• Manage Project Issues
• Ensure Knowledge Transfer to Project Continuity
Module 3

8. Module 4
Keep Your Team on Track
• Lead a Team
• Support Team Performance
• Address and Remove Impediments Obstacles, an
Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to Promote Team
Performance

9. Keep The Business in Mind
• Manage Compliance Requirements
• Evaluate and Deliver Project Benefits and Value
• Evaluate and Address Internal and External
Business Environment Changes
• Support Organizational Change
• Employ Continuous Process Improvement
Module 5

10. Module One
Create A High-Performing Team

11. CREATING A HIGH-PERFORMING TEAM
• Building a Teams
• Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about a Project
Module One

12. Building Teams
Task One

13. Enablers
• Support diversity and inclusion. (ECO 1.2.2)
• Appraise teams' skills. (ECO 1.6.1)
• Determine team member requirements. (ECO 1.6.2)
• Continuously assess and refresh team skills. (ECO 1.6.3)
• Maintain team knowledge and transfer. (ECO 1.6.4)
• Discuss responsibilities within teams. (ECO 2.16.1)

14. Deliverables and Tools
Skills list
Technology
Resource schedule
Rates
Resource assignment
Deliverables
RACI matrix
Pre-assignment tools
Virtual teams
Tools

15. Project Teams
Project team: A set of individuals with assigned roles and responsibilities who work collectively to
achieve a shared project goal. The project manager should invest suitable effort in acquiring,
managing, motivating, and empowering the project team

16. Project Resource Management
• Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.
• These processes help ensure that the right resources will be available to the project manager
and project team at the right time and place.

17. Project Stakeholders
Stakeholder: An individual, group, or organization that
may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.

18. Project Stakeholders
• Project stakeholders may be internal or external to the project, they may be actively
involved, passively involved, or unaware of the project.
• Project stakeholders may have a positive or negative impact on the project, or be positively
or negatively impacted by the project.

19. Diversity and Inclusion
• Project teams are becoming more global and therefore more diverse:
• Cultural backgrounds
• Industry experiences
• Spoken language
• Create an environment that takes advantage of the diversity and builds climate of mutual trust.
• Creating a collaborative culture to improve individual and team performance and facilitate
cross-training and mentoring.
• Empowering the team to participate in decision making and own the solutions they create

20. Resource Management Plan
• The resource management plan provides guidance on providing project team member
rewards, feedback, additional training, and disciplinary actions as a result of team
performance assessments and other forms of project team management.
• The resource management plan may include also
 The team performance assessment criteria.
 Training strategies and requirements.
 Roles and responsibilities
 Recognition plan
 Competence skills and capacities required to complete the desired activities

21. Virtual Teams
• The globalization of projects has promoted the need for virtual teams that work on the same
project, but are not collocated at the same site.
• Using communication technology such as email, audio conferencing, social media, web-
based meetings, and video conferencing has made virtual teams feasible.
• Managing virtual teams has unique advantages, such as being able to use special expertise
on a project team even when the expert is not in the same geographic area, incorporating
employees who work from home offices, and including people with mobility limitations or
disabilities.

22. Virtual Teams
The challenges of managing virtual teams are mainly in the communication domain, including a
possible feeling of isolation, gaps in sharing knowledge and experience between team
members, and difficulties in tracking progress and productivity, possible time zone difference
and cultural differences.

23. Project Responsibilities within the Team
• In an Agile Approach, self-organizing teams assess the work requirements and determine
who will do the work.
• In Traditional Project Management Approaches, use a work breakdown structure to a
assign work to team members.

24. Rates
• The project manager is responsible for project budget and disbursements.
• Rates are based on:
 The needs of the project
 Resource availability
 Experience
 Knowledge
 Skills
 Attitude
 International factors

25. Resource Assignment
Project manager creates a project management plan that includes:
 Team members assigned to the project
 Their roles and responsibilities
 Project team directory
 Project organization charts
 Project schedules

26. Guidelines to Continuously Assess and Refresh
Team Skills
• The project manager must have a certain level of awareness of the knowledge, skills,
attributes, and experience required to produce the project's deliverables.
• As the project progresses, the project team and project manager should gain a better
understanding of customer needs and team capabilities to identify gaps in the team's skill
set.
• The project manager needs to coordinate frequent checks for these gaps and identify
appropriate mechanisms to close those gaps.

27. Define Team Ground Rules
Task Two

28. Enablers
• Collectively define ground rules.
• Communicate ground rules with team members. (EGO 1.12.1)
• Establish an environment that fosters adherence to ground rules. (EGO1.12.2)
• Manage and rectify ground rule violations. (EGO 1.12.3)

29. Deliverables and Tools
Team charter
Team norms
Deliverables
Negotiation skills
Conflict management
Brainstorming
Ethics
Tools

30. Team Charter
• The Team Charter is a document that establishes the team values, agreements, and
operating guidelines for the team. Early commitment to clear guidelines decreases
misunderstandings and increases productivity
• The team charter may include but is not limited to:
 Team values
 Communication guidelines
 Decision-making criteria and process
 Conflict resolution process
 Meeting guidelines
 Team agreements

31. Ground Rules
Ground rules defined in the team charter set the expected behavior for project team members,
as well as other stakeholders, with regard to stakeholder engagement.

32. Negotiation Skills
Negotiation is used to achieve support or agreement that supports the work of the project or
its outcomes and to resolve conflicts within the team or with other stakeholders

33. Communication Between Internal and External
Stakeholders
• Regular communication with stakeholders outside of the team will enable:
• Collaboration between team and external teams or stakeholders
• Effective expectations-management among stakeholders
• Team charter should include communication protocols:
• For internal team members (i.e., team meetings, shared calendars, etc.)
• For external stakeholders to generate feedback, manage dependencies, and ensure alignment

34. Team Norms
• Establish expected behaviors of the team at the beginning of the project.
• Enable teams to handle challenges as the project progresses.
• Team norms should include:
 Meetings
 Communications approaches
 Managing conflict
 Shared values
 Decision-making

35. Kickoff Meeting
 Establish project context
 Assist in team formation
 Ensure proper alignment to the overall project vision
 Defining a vision statement
 Defining a team charter
 Assisting the customer / Product Owner with the following:
 User story writing
 Estimation of effort
 Prioritization planning
 Initial product backlog

36. T-Shaped Skills
• Cross-functional agile teams produce functional product increments
frequently. That is because the teams collectively own the work and
together have all of the necessary skills to deliver completed work.
• T-shaped skills describe specific attributes of desirable workers. The
vertical bar of the T refers to expert knowledge and experience in a
particular area, while the top of the T refers to an ability to collaborate with
experts in other disciplines and a willingness to use the knowledge gained
from this collaboration.

37. Iteration Planning
• Iteration Planning is an event where all team members determine how much of the Team
Backlog they can commit to delivering during an upcoming Iteration.
• Attendees of the iteration planning event include:
 The Product Owner
 The Scrum Master, who acts as the facilitator for this event
 All team members
 Any other stakeholders as required
 Subject matter experts

38. Task Boards
• In its most basic form, a task board can be drawn on a
whiteboard or even a section of wall.
• Using electrical tape or a dry erase pen, the board is
divided into three columns labeled “To Do”, “In Progress”
and “Done”.
• Sticky notes or index cards, one for each task the team is
working on, are placed in the columns reflecting the
current status of the tasks.
• The task board is an “information radiator” – it ensures
efficient diffusion of information relevant to the whole team

39. Consensus-Building Approaches
Consensus-Building Approach: Dot Voting
Each individual in a group is given a number of tokens (“dots”) that can be each assigned to an
alternative which is part of a set of alternatives.

40. Consensus-Building Approaches
• The Fist to Five is a technique for quickly getting feedback or gauging consensus during a
meeting.
• The leader makes a statement, then asks everyone to show their level of agreement with the
statement by holding up a number of fingers, from 5 for wild enthusiasm (Jazz hands!) down
to a clenched fist for vehement opposition.

41. Consensus-Building Approach 3: Roman Voting
• Roman voting is used by teams or other groups in agile organizations when making a
single yes/no decision. After discussing the merits of a possible decision, each participant
votes.
• A thumb up is a vote in favor of a decision. A thumb down is a vote against that decision. a
horizontal thumb is not to go either way

42. Estimation Techniques
T-Shirt Sizing Assigning small, medium
or large labels for each story points to
indicate its complexity.

43. Estimation Techniques
Affinity Grouping each story is grouped according to similar complexity. Each group is then
assigned a value, whether a size or a number, creating a scale.

44. Estimation Techniques
Planning Poker
• Planning Poker is an agile estimating and planning technique that is consensus based.
• Each estimator is holding a deck of Planning Poker cards with values by using the
Fibonacci sequence to assign a point value to a feature or item like 0, 1, 2, 3, 5, 8, 13, 20,
40 and 100, which is the sequence we recommend. The values represent the number of
story points, ideal days, or other units in which the team estimates.

45. Product Box Exercise
• In this exercise, teams create the physical “box” that sells their idea—whether that idea will
ultimately become a tangible product or not.
• By imagining the package for their idea, the
teams make decisions about important features
and other aspects of their vision that are more
difficult to articulate.

46. Guidelines to Reach Consensus and Support the Outcome of
the Parties' Agreement
• Having a team charter is enormously helpful here as it may specify how we as a team
choose to handle certain scenarios and disagreements when they arise.
• For example, if team members disagree about the number of story points to estimate for a
user story, the team charter may designate that the team use the higher estimate, or that
majority vote rules.
• In general, it is preferable to seek consensus among the team where possible, and to
recognize that sometimes it will not be possible.
• For those times when consensus is not possible, it is helpful to have an agreed upon
approach in advance.

47. Questions
Creating A High-Performing Team

48. Question 1
All of the following are characteristics of a project EXCEPT:
A. Temporary.
B. Definite beginning and end.
C. Interrelated activities.
D. Repeats itself every month.
Answer

49. Question 2
Operational work is different from project work in that it is:
A. Unique
B. Temporary
C. On-going and repetitive.
D. A part of every project activity.

50. Question 3
In order to assist the team in Agile projects to achieve consensus where possible, and
to coordinate conflict identification and resolution when needed, there are a number
of techniques a project manager or Agile coach can use EXCEPT?
A. Fist of Five Technique.
B. Roman Voting.
C. Kanban boards.
D. Dot Voting.

51. Question 4
Agile teams generally do not use absolute estimates to predict the level of work
involved in a task; too much of the work is innovative and dependent on a number of
factors, including risk, complexity, and labor, all of the following Estimation Techniques
EXCEPT which one?
A. T-Shirt Sizing
B. Modified Fibonacci Sequence
C. Product Box Exercise
D. Planning Poker

52. Question 5
Agile practices like Scrum have popularized a ceremony called a Retrospective, which is
a time specifically set aside for the team to reflect on its performance and practices,
identify and solve problems, and identify specific proposed improvements for how the
team works together. There are literally hundreds of different methods and techniques
for running a retrospective, but they generally follow a model like this Except which one?
A. Gather and Share Data— Team Performance metrics, Earned Value Analysis, etc.
B. Generate Insights—What is working? Where are challenges? Problem Analysis.
C. Starting iteration — which involve the customer in backlog prioritization.
D. Make Decisions—Agree on 1-2 improvements/changes to try in the subsequent iteration.

53. Question 6
One of the important features in agile approaches is the maintenance and management
of the product backlog, which requires several prioritization techniques like all
EXCEPT?
A. Kano model.
B. MoSCoW (MSCW) analysis.
C. 100 Points Method.
D. Brainstorming.

54. Question 7
The team charter is a document that enables the team to establish its values, agreements,
and practices as it performs its work together. A good team charter should include all of
the following except?
A. The team's shared values.
B. Guidelines for team communications and the use of tools.
C. How the team makes decisions.
D. Team roles and responsibilities.

55. Question 8
Which of the following is not a technique you can use to prioritize requirements?
A. Kano Model.
B. Planning Poker.
C. Paired Comparisons.
D. MOSCOW Analysis.

56. Question 9
Which might justify using self-paced training solutions?
A. Large scale of needed training.
B. Extensive needs for question and answer sessions.
C. Ability to iterate the training frequently.
D. Already own an existing learning management system.

57. Question 10
What is the technique that a project manager can use to appraise the skills of a
potential team member?
A. RACI Matrix.
B. Control charts.
C. Focus groups.
D. Team performance reports.

58. Question 11
Nicolas is the project manager of a project that has been described as revolutionizing
the mobile fitness tracking industry. He prepares for a meeting with the project's
sponsor to discuss how to approach the project. During the meeting, he tells the
project sponsor that he would like to promote self-awareness, listening, and coaching
versus controlling. Nicolas is promoting characteristics of what?
A. Servant leadership approach
B. Incremental approach
C. Deming approach
D. Hygiene model

59. Question 12
Sue is the head of an enterprise project management office (PMO). During a private
meeting with one of her project managers, she expresses her disappointment after
learning that the project manager had falsely noted on their resume that they were a
certified project management professional (PMP). Which core value did the project
manager fail to abide by?
A. Responsibility
B. Fairness
C. Respect
D. Honesty

60. Question 13
Which of the following is part of an effective team charter?
A. Project objectives
B. Resource assignments
C. project assumptions
D. conflict resolution

61. Question 14
Who issues the Project Charter?
A. Sponsor
B. Project Manager
C. Project Team
D. Stakeholders

62. Question 15
Jolia is managing an agile project in Kuwait. Her project management plan states that
task identification and tracking are generally handled by the team themselves. Which
technique could the team members use to manage and track tasks?
A. Storyboarding.
B. Retrospective.
C. Task board.
D. Phase review.

63. Question 16
An important part of the overall project plan and timeline is developing a training and
mentoring plan. Which of the following is included in training and mentoring plan?
A. Affordable courses.
B. Easy courses.
C. Training collection.
D. Training calendar.

64. Question 17
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above

65. Question 18
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above

66. Question 19
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above

67. Question 20
Your project is very complex and due to a scope change, you need a few additional
experts, which you did not think of earlier. You request that your company provide you
with some experts for consultancy work. Although your company has provided you with
those experts, they are located in a different geographical location. In this situation, how
will you get their input?
A. Ask management to bring them to you
B. Recruit new members with same skills
C. Create a virtual team
D. None of the above

68. Thank you
Module One
Create
A High-Performing Team