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This sheet will guide you on what to do to succeed on your next attempt. Comb through the sheet below, complete your experience and use any of our study aids:

40 Days to PMP Exam Success Plan

40 Days to PMP Exam Success Syllabus

PRAIZION PMP®  EXAM IMMERSION STUDY PLAN – Download this as a PDF: PMP_EXAM_IMMERSION_STUDYGUIDE_MAP
 DAYPEOPLEPMBOK 6AGILE PRACTICE GUIDE
1 Domain 1: Task 1 (Manage conflict)9.5 Manage TeamChapters 4 & 5, Page 93
2 Domain 1: Task 2 (Lead a team)9.4 Develop TeamChapters 4 & 5, Page 93
3 Domain 1: Task 3 (Support team performance)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
4 Domain 1: Task 4 (Empower team members and stakeholders)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
5 Domain 1: Task 5 (Ensure team members/stakeholders are adequately trained)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
6 Domain 1: Task 6 (Build a team)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
7 Domain 1: Task 7 (Address and remove impediments, obstacles, and blockers for the team)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
8 Domain 1: Task 8 (Negotiate project agreements)12.2 Conduct Procurements & PlanningChapters 4 & 5, Page 77, Page 93
9 Domain 1: Task 9 (Collaborate with stakeholders )13.3 Manage Stakeholder EngagementChapters 4 & 5, Page 93
10 Domain 1: Task 10 (Build shared understanding)4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
Chapters 4 & 5, Page 93
11 Domain 1: Task 11 (Engage and support virtual teams )9.3 Aquire Resources
9.4 Develop Team
9.5 Manage Team
Chapters 4 & 5, Page 93
12 Domain 1: Task 12 (Define Team Ground Rules) )9.1 Plan Resource ManagementChapters 4 & 5, Page 93
13 Domain 1: Task 13 (Mentor relevant stakeholders)13.3 Manage Stakeholder Engagement
9.4 Develop Team
Chapters 4 & 5, Page 93
14 Domain 1: Task 14 (Promote team performance through the application of emotional intelligence)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
 PROCESS  
15 Domain 2: Task 1: Execute Project With the Urgency Required to Deliver Business Value4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
Chapters 2 & 3, Page 100 & 121 – 123
16 Domain 2: Task 2 Manage CommunicationsChapter 10Page 94
17 Domain 2: Task 3 (Assess and Manage Risks)Chapter 11Page 94
18 Domain 2: Task 4 (Engage Stakeholders)Chapter 13Page 95
19 Domain 2: Task 5 (Plan and Manage Budget and Resources)Chapter 7Page 92
20 Domain 2: Task 6 (Plan and Manage Schedule)Chapter 6Page 92
21 Domain 2: Task 7 (Plan and Manage Quality of Products/Deliverables)Chapter 8Page 93
22 Domain 2: Task 8 (Plan and Manage Scope )Chapter 5Page 91
23 Domain 2: Task 9 (Integrate Project Planning Activities)Chapter 4
4.1 Develop Project Management Plan
Page 91
24 Domain 2: Task 10 (Manage project changes)Chapter 4
4.1 Develop Project Management Plan
4.6 Perform Integrated Change Control
Chapters 2 and 3
25 Domain 2: Task 11 (Plan and Manage Procurement)Chapter 12Page 77, Page 95,
26 Domain 2: Task 12 (Manage project artifacts)Chapter 4
4.1 Develop Project Management Plan
4.6 Perform Integrated Change Control
Chapter 5
27 Domain 2: Task 13 (Determine appropriate project methodology/methods and practices)4.1 Develop Project Charter
4.2 Develop Project Management Plan
Chapters 2 & 3, Page 100 & 121
123 & 126 – 138
28 Domain 2: Task 14 (Establish project governance structure)4.1 Develop Project Charter
4.2 Develop Project Management Plan
Chapter 6
29 Domain 2: Task 15 (Manage project issues)4.3 Direct and Manage Project WorkPage 58 – 59 & Page 121 – 123
30 Domain 2: Task 16 (Ensure knowledge transfer for project continuity)4.4 Manage Project KnowledgeChapter 5 & Page 50
31 Domain 2: Task 17 (Plan and manage project/phase closure or transitions)4.7 Close Project or PhaseChapter 5
 BUSINESS  
32 Domain 3: Task 1 (Confirm project compliance requirements)4.1 Develop Project Charter
4.2 Develop Project Management Plan
8.1 Plan Quality Management
11.2 Identify Risks
Chapter 6
33 Domain 3: Task 2 (Evaluate and deliver project benefits and value )4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Monitor and Control Project Work
4.7 Close Project or Phase
Chapter 6
34 Domain 3: Task 3 (Evaluate and address external business environment changes for impact on scope)4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Monitor and Control Project Work
4.7 Close Project or Phase
Chapter 6
35 Domain 3: Task 4 (Promote team performance through the application of emotional intelligence)9.4 Develop Team & 9.5 Manage TeamChapter 6
36People Mock ExamAllAll
37Process Mock ExamAllAll
38Business Mock ExamAllAll
39Wrap-up revisionAllAll
40Take a final 180 Question Mock ExamAllAll

40 DAYS TO PMP EXAM SUCCESS DAY 1 - 40 PLAYLIST

DAY 1 QUESTIONS

1. What is the Thomas-Kilman conflict mode instrument?

2. What are the five ways of managing conflict?

3. What is another word for compromise?

4. What is another word for problem solving or collaborating in conflict management?

5. What is the best approach out of the five given for resolving conflict?

6. Discuss the role of the scrum master in resolving conflict?

7. Explain why conflict could be good and beneficial when effectively managed.

8. Whose job is it to resolve conflict on an agile team?  trick question

9. To which document your team members refer to when trying to understand the protocol for conflict resolution?

10. What are the five stages of team development and where will conflict most likely emerge?

11. Why should the adjourning stage or mourning stage be avoided at all costs from an agile perspective? or even from a predictive perspective?

12. How does managing conflict differ from claims administration in the procurement chapter?

13. Should conflict ever be escalated to upper management? explain when and why.

14. What are some sources of conflict on teams?

15. What is the difference between managing conflict from a project manager perspective vs a scrum master?

16. What is hyper-norming and why is it bad?

17. Explain why conflict could be viewed as good.

18. What is the difference between compromise/reconcile vs. smooth/accomodate.

19. Why is the mourning stage undesirable in the 5 stages of team development?

20. Explain People Task #1 and all its enablers.

40 DAYS TO PMP EXAM SUCCESS DAY 2

DAY 2 QUESTIONS

1.       What is leadership?

2.       How is leadership different from authority?

3.       Who has more authority? Project Manager or Scrum Master?

4.       How can one lead without authority?

5.       What is servant leadership?

6.       What is the Hersey-Blanchard model?

7.       What is transformational leadership?

8.       What is charismatic leadership?

9.       What is your leadership style?

10.   Which PMBOK process is dedicated to leadership?

11.   How does leadership in traditional project management approaches differ from leadership in agile?

12.   What is a vision?

13.   What is a mission?

14.   Explain diversity and inclusion

15.   What are the 10 tenets of servant leadership?

16.   Explain the 4 leadership styles in the Hersey-Blanchard model.

17.   What is inspiration and how is it different from motivation?

18.   Explain the differences between team contract, social contract etc.

19.   Explain ways to analyze team-members and stakeholders’ influence

20.   At a high-level explain how to lead team members and stakeholders.

40 DAYS TO PMP EXAM SUCCESS DAY 3

DAY 3 QUESTIONS

 

1.       How can a servant leader support team performance?

2.       Explain how team members should be appraised against KPI’s?

3.       How are team members assessed in an agile environment?

4.       Could velocity and capacity be used as benchmarks to measure team performance?

5.       What is the best way to give feedback to a team if you are someone in senior management?

6.       Explain how performance improvements could be verified in an agile environment.

7.       Explain how performance improvements could be verified in a predictive environment.

8.       Be sure to take the Myers Briggs drag and drop exercise: https://projectmanagementdoctor.com/freepmpcourse

9.       Explain the 5 stages of team development (the Tuckman Ladder) 4.2.6.1

10.   Explain the Drexler-Sibbet Team Performance Model (4.2.6.2) PMBOK 7

11.   Give examples of how team member performance can be recognized

12.   What is the role of a project manager in agile where the team is concerned?

13.   How can management support team performance in an agile environment?

14.   Which Agile principles espouse the concept of supporting team performance?

15.   Discuss the concept of giving feedback to a team

16.   Which process in the PMBOK Guide Sixth Edition deals with team feedback?

17.   Which KPIs/Metrics are least damaging to team morale?

18.   Which KPIs are most inspiring to team morale?

19.   Explain how burn-down charts can be used to enhance team mindset and performance

20.   Which agile manifesto principle deals with team performance?

40 DAYS TO PMP EXAM SUCCESS FULL CURRENT PLAYLIST

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In this video, you will learn EVERYTHING you need to to get started on your journey for your PMP Exam. The cool thing is that it is FREE! So go ahead and get started on your PMP journey. If you have questions, reach out to us at support@praizion.com 

The Project Management Professional (PMP)® certification is the world’s leading project management certification. 

Now including predictive, agile and hybrid approaches, the PMP® proves project leadership experience and expertise in any way of working. It supercharges careers for project leaders across industries and helps organizations find the people they need to work smarter and perform better. In our training at Praizion, we cover all these areas, so sign up now and begin learning towards your PMP Exam: http://projectmanagementmasterclass.com

Take the PMP® certification exam at home or in your office, when it fits your schedule. 

Research indicates that employers will need to fill nearly 2.2 million new project-oriented roles each year through 2027. This means skilled project managers are in high demand. The PMP certification is designed by project professionals, for project professionals and validates that you are among the besthighly skilled in:

People: emphasizing the soft skills you need to effectively lead a project team in today’s changing environment.

PEOPLE DOMAIN IS IMPORTANT
One of my favorite pages the PMBOK® Guide is page 53. It underscores the project manager’s sphere of influence. It begins with a narration of the project manager being influential at the project level, but it goes many levels beyond just the project level. It says, “The project manager leads the project team.” Leading is all about influence, don’t forget that. Let’s replace that word with influence: The project manager influences the project team. “The project manager influences the project team to meet the project objectives and stakeholders’ expectations. “The project manager works to balance the competing constraints on the project with resources available.” 
 
     Watch this, this is a very important one, because it is often said that the project manager spends 70-90% of his or her time communicating. So, Communications is at the heart of effective project management. It states here, “The project manager also performs communication roles between the project sponsor, team members, and other stakeholders.” That’s why it is important for you as a project manager to create and cultivate your leadership voice. Your leadership voice is that voice that enables you to communicate effectively. Practice the art of communicating and you will be amazed at what that can do for you. 
 
The ability to come across as being respectful, having empathy, and understanding whatever problem is at hand is extremely important as a project manager. This communication we are talking about includes providing direction and presenting the vision of success for the project. As a project manager, it is our job to communicate the vision, to paint the vision, to cast or re-cast the vision. How do you take the vision that management has for a company or for a program and relay that to your team? That is a big part of communicating and it is within your realm of influence as a project manager and an aspect that you should be tapping into.
 
This page also says, “the project manager uses soft skills e.g., interpersonal skills and the ability to manage people”, I am going to replace manage people with lead people because behind me you can see the big difference between saying “I am a leader” vs. saying “I am the boss.”  There is a big difference. So, at the heart of all of this, I want us to underscore leadership.
 
  • Process: reinforcing the technical aspects of successfully managing projects.
  • Business Environment: highlighting the connection between projects and organizational strategy. 

PMP certification validates that you have the project leadership skills employers seek. The new PMP includes three key approaches:

  • Predictive (waterfall)
  • Agile
  • Hybrid

Gain a competitive edge. Prove you work smarter. Make your goals a reality. Earn the PMP today.

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I often say Agile is not a methodology. It is a mindset, a way of thinking and a way of life for those who truly are agile. Have you seen people that pretend to be Agile, but they’re something different?

 

We commonly encounter people who pretend to be Agile, but they’re something else. All the time, it’s that Agile in name only kind of situation where they’re doing Daily standups and maybe they’re doing Sprint Planning, and that means they’re doing Agile. However, they’re still doing all the Waterfall, traditional phased approach, and all the significant planning upfront, which really kind of defeats the purpose. Many people have this pretense. If they are still doing Waterfall, just be honest about it. Don’t call it what it’s not; don’t say it’s Agile.

 

So many people are new to Agile. They’ve heard of Kanban but are just discovering the nuances and process of Agile.

 

Some folks and organizations fear the Agile terrain, which has a basic framework of Scrum. The two most basic frameworks of Agile are Scrum and Kanban. There’s really nothing to be concerned or afraid of. Let’s discuss their reasoning and see if we can ease people’s minds about utilizing Agile.

 

First, obviously, it’s different. It is very, very, very different, and that always causes a little bit of anxiety. Another reason is that organizations and people often feel that maybe it leaves them with a lack of control. They might feel Agile is chaotic, and they’re going to lose control. Agile is definitely a change to most people because it uses some crazy terms like decentralizing decision-making. It doesn’t need management in a team. This uniqueness just makes people leery of it. There are so many mechanisms, built-in risk mitigation factors. It’s such a transparent process that it is exceedingly difficult for people to hide and do the wrong things. That’s really the key. It reduces anxiety because many things are built to help make sure people are making good decisions.

 

Which leads to something else, we want to start encouraging organizations and ourselves as well. We want to encourage that concept or that belief, that experimentation is good, right? Everything we do is an experiment, so we’re going to try something that we believe is the right thing to work on, and we’re going to get to the end of whatever it is in a very short amount of time. We’re going to discover if it was the right thing or not, and if it’s not, we will change right there.

 Sign up now and begin learning towards your PMP Exam: http://projectmanagementmasterclass.com

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Why People are Concerned about Agile

·         First, obviously, it is different. It is hugely different, and that always causes a little bit of anxiety.

·         Another reason is that organizations and people often feel it may leave them with a lack of control.

 

·         They might feel Agile is chaotic, and they are going to lose control. Agile is certainly a change for most people because it uses some ‘crazy’ terms like decentralizing decision-making.

·         It does not need management in a team. This uniqueness just makes people wary of it. There are so many mechanisms, built-in risk mitigation factors. It is such a transparent process that it is exceedingly difficult for people to hide and do the wrong things. That is really the key. It reduces anxiety because many things are built to help make sure people are making good decisions.

·         This leads to something else; we want to start encouraging organizations and ourselves as well. We want to encourage that concept or belief that experimentation is good. Everything we do is an experiment, so we are going to try something that we believe is the right thing to work on, and we are going to get to the end of whatever it is in a short time. We are going to discover if it was the right thing or not, and if it is not, we will change right there.

·         There is a misconception that you must be in Scrum and nothing else if you are Agile. That is utter nonsense. We have what we call a category of smells. Things that do not smell all that, is one of them. If we have an organization that says everyone must practice Scrum, they have not really understood the Agile mindset and philosophy. It is supposed to be very flexible. It is supposed to be a situation where you can choose what makes the most sense for your specific context.

 

·         Scrum and Kanban have some major differences though both are Agile frameworks. One of the big differences is that you are doing these iterations and you are time-boxing in Scrum. And the expectation is that within that small, perhaps two-week time box, we are encouraging scope to not change that timeframe. Well, there are some situations where that is not possible and this is where Kanban may be an option. Imagine if you are doing infrastructure rollouts or operations, you do not know what you are working out tomorrow, let alone two weeks from now. So trying to put in a framework that insists or at least strongly encourages some control within those two weeks, is not going to work in every situation. We should be flexible. Every team should have the right to choose the process that makes the most sense. So, it is important for us to not be too concerned about it. Agile is actually very simple and straightforward. 

Agile Mindset

In Agile, we take a different approach – you are given the absolute bare bones or the minimum framework that will work for you, then you are expected to tailor up. You add complexity only when you recognize that you need it. It is a different approach. Choose which makes the most sense for you, but the idea is to keep it simple, keep it lightweight, do not put a lot of process overhead.

 

Something else about Agile is we rely very heavily on people being adults. We expect our team members to be adults and do their jobs, and we should not have to drive them. We rely on that; we rely on the people aspect of the process, but we still have some very good risk mitigation techniques in the meantime as well.

 

There are many good books on the people and psychological aspects of Scrum and Agile that one can tap into. Let us look at the people aspect for a minute. As I mentioned, we rely very heavily on the people. It is one of the Agile Manifesto values, and that is an individual’s interactions over processes and tools. We do value the processes and tools. Scrum is a kind of process. There are lots and lots of tools out there that we make use of, but what we really care about more, and what makes everything work, are the people doing the work and how they interact with each other.