PMP Exam Failure Stampout
How to Pick Yourself Up After PMP Failure
New failure trends in 2022 OBSERVED! No matter how hard the exam is, you can ACE it!
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:
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40 Days to PMP Exam Success Plan
PRAIZION PMP® EXAM IMMERSION STUDY PLAN Download this as a PDF: PMPECO_to_PMBOKMap | |||
DAY | PEOPLE | PMBOK 6 | AGILE PRACTICE GUIDE |
1 | Domain 1: Task 1 (Manage conflict) | 9.5 Manage Team | Chapters 4 & 5, Page 93 |
2 | Domain 1: Task 2 (Lead a team) | 9.4 Develop Team | Chapters 4 & 5, Page 93 |
3 | Domain 1: Task 3 (Support team performance) | 9.4 Develop Team & 9.5 Manage Team | Chapters 4 & 5, Page 93 |
4 | Domain 1: Task 4 (Empower team members and stakeholders) | 9.4 Develop Team & 9.5 Manage Team | Chapters 4 & 5, Page 93 |
5 | Domain 1: Task 5 (Ensure team members/stakeholders are adequately trained) | 9.4 Develop Team & 9.5 Manage Team | Chapters 4 & 5, Page 93 |
6 | Domain 1: Task 6 (Build a team) | 9.4 Develop Team & 9.5 Manage Team | Chapters 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 Team | Chapters 4 & 5, Page 93 |
8 | Domain 1: Task 8 (Negotiate project agreements) | 12.2 Conduct Procurements & Planning | Chapters 4 & 5, Page 77, Page 93 |
9 | Domain 1: Task 9 (Collaborate with stakeholders ) | 13.3 Manage Stakeholder Engagement | Chapters 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 Management | Chapters 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 Team | Chapters 4 & 5, Page 93 |
PROCESS | |||
15 | Domain 2: Task 1: Execute Project With the Urgency Required to Deliver Business Value | 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work | Chapters 2 & 3, Page 100 & 121 – 123 |
16 | Domain 2: Task 2 Manage Communications | Chapter 10 | Page 94 |
17 | Domain 2: Task 3 (Assess and Manage Risks) | Chapter 11 | Page 94 |
18 | Domain 2: Task 4 (Engage Stakeholders) | Chapter 13 | Page 95 |
19 | Domain 2: Task 5 (Plan and Manage Budget and Resources) | Chapter 7 | Page 92 |
20 | Domain 2: Task 6 (Plan and Manage Schedule) | Chapter 6 | Page 92 |
21 | Domain 2: Task 7 (Plan and Manage Quality of Products/Deliverables) | Chapter 8 | Page 93 |
22 | Domain 2: Task 8 (Plan and Manage Scope ) | Chapter 5 | Page 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 12 | Page 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 Work | Page 58 – 59 & Page 121 – 123 |
30 | Domain 2: Task 16 (Ensure knowledge transfer for project continuity) | 4.4 Manage Project Knowledge | Chapter 5 & Page 50 |
31 | Domain 2: Task 17 (Plan and manage project/phase closure or transitions) | 4.7 Close Project or Phase | Chapter 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 Team | Chapter 6 |
36 | People Mock Exam | All | All |
37 | Process Mock Exam | All | All |
38 | Business Mock Exam | All | All |
39 | Wrap-up revision | All | All |
40 | Take a final 180 Question Mock Exam | All | All |
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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People: emphasizing the soft skills you need to effectively lead a project team in today’s changing environment.
- 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)
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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.