PMP Exam Tips

A Project Charter is a formal document that authorizes the start of a project. It names and appoints a project manager, assigns a summary budget, establishes a project time line, and documents key assumptions and constraints. The project boundary, its key deliverables - the mission of the project are documented as much as possible.

One key thing to remember is that although the project management team may help to write the project charter, approval and funding are handled external to the project boundaries. This means that the funding, and go ahead for the project is given by someone external to the project. This could be the Management of the company who is authorizing the project for strategic reasons. These people are not involved in the day to day running of the project, but are the driving force behind the project.

Importance of the Project Charter
PMI gives a lot of significance to the Project Charter. In fact, one of the 42 process is named “Develop Project Charter” in the Initiating Process group / Integration Management Knowledge Area. This alone can tell you how significant is the project charter in the PMP exam.

The project charter will state the initial requirements to satisfy the stakeholder’s needs and expectations and also formally authorizes the project.

Unfortunately most real life project start without a project charter. In fact it is not uncommon for project managers to be completely unaware about what a project charter is.

I was working in a large MNC, and projects were often started when I was walking to the Gents with my boss, and he’d mention how he had met with the VP of some department yesterday and the problems they discussed, and that I was to go and review the problem areas, and fix them. This was the beginning of countless medium to large scaled project for a long time… and finally I started to dread these walks with my boss… If you happen to be in a similar boat where you’ve not see the lights of a project charter, best is to understand that there is a big gap in your knowledge and day to day project management practice, compared to PMI. If you do not study the project charter, you are in for a big surprise in the PMP exam.

How Long is a Project Charter?
A project charter can be as short as 1 page, and as long as 200 pages. Typically though it is only about 1-3 pages in length. Writing too much detail in early stages is difficult, as too much detail may not even be available. It is better to have this document at a summary level, and then keep on elaborating it in the coming time, once the project is authorized.

PMBOK Definition of Project Charter:
A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides a project manager with the authority to apply organizational resources to project activities.

This used to cause significant distress in previous versions of the PMBOK - students used to argue that a project manager could not write the charter because the project manager itself was appointed in the charter. Well, the fact is that the Sponsor or initiator may not have the necessary skills or time to develop the project charter. In the current version of PMBOK ( 4th Edition), it clearly says on page 74 that “a project sponsor or initiator will either create the project charter or delegate that duty to the project manager.”

Sample Questions on Project Charter:

1. A project manager is employed by a software company and is responsible for the creation of the implementation plan. One of the first things that the project manager for this project should do is to write a:

a. Work breakdown structure
b. Budget baseline
c. Project charter
d. Project plan

2. All the following are key characteristics of a project charter except:

a. It is a useful document to bid for a project
b. It formally authorizes a project or a phase
c. It provides authority to the project manager to begin applying resources to project activities.
d. Projects are authorized by someone external to the project at a level that is appropriate to funding the project that either creates the project charter or delegates that duty to the project manager.

3. Who issues the project charter?

a. The customer
b. The project manager
c. Any stakeholder
d. The performing organization’s higher management?

4. Which of the following things are not included in the project charter?

a. Budget summary
b. Project schedule
c. High level product requirements
d. The purpose of the project

The correct answers are
1. c - All the other three come after the project charter is written, approved and the project manager authorized to get started on the project.

2. a - A project charter is never used to bid for a project. A RFP (Request for Proposal) or a RFQ (request for quote) are used to solicit bids.

3. d - The performing organization’s management authorizes the project charter - not the customer project manager or any stakeholder.

4. b - The project schedule is developed during planning, which occurs after the project charter has been signed. High level summary milestones may still be included in the project charter, but this does not make it the project schedule.

Hope this helps you in solidifying your understanding of the Project charter, and the kind of questions come in the PMP exam. Do leave a comment if this information helps you in your PMP exam preparation. And if you still have any questions, you can post them on our PMP Preparation Forum

Cheers,
Vinai Prakash, PMP

Passing the PMP exam requires you to think in ways you may not be aware of. A traditional approach to project management, and your years of experience may not come in handy when answering PMP questions.

Don’t believe me? - Just try out a few mock test papers, and you will realize that the answers you thought to be the most accurate isn’t correct most of the time. You are in for a big surprise if you continue studying for the exam by relying on your experience or your gut feel.

Here are some tips to make the right selection and think differently.

1. Choosing a Generic Answer versus a Hard Answer: Choices may be phrased in terms of “should”, “must”, “always”. For example, a project manager should “always” do the following, or “must” do the following. This is considered a hard answer.

In contrast, a soft answer will refer to best practice, but not refer to it as “must do” or “always do”. Keep in mind that project management is a soft skill - part art and part science. So there are many different ways to handle the same situation. If there are a 100 people in a room, you’ll probably get a 100 different answers to handle the same situation. In such a situation, how can you expect only 1 correct answer.

For example, let’s take this question

Q: What is correct about the Project Charter:

1. Choice A: The project charter must be signed by the project sponsor.
2. Choice B: The project charter must be signed by a manager external to the project
3. Choice C: The project charter should be signed by the customer.
4. Choice D: The project charter should be signed by a manager external to the project.

Notice subtle differences in the usage of “must” and “should”? Is it a must for the charter to be signed by the sponsor, or is it a best practice?

Most of the time, PMI is quite gray about such issues, never taking stands in terms of what you must do, or should do. The PMBOK guide will often indicate that it is up to the project manager to make the most appropriate decision based on the circumstances and situations of the project.

Thus, it would be best to select a soft answer - a best practice - a recommendation, rather than a rule. So in this case, which option will you select?

The correct answer is Choice D in this case.

2. Knowing the Right Order of Problem Solving: What happens when you encounter problems in your projects? Are you able to make a decision immediately, or do you try to avoid confronting the situation, cursing and wishing the problem would disappear somehow. Do you think that ignoring the problem for a while may cause it to repair itself, or maybe you think that problems are a nuisance, and you are not responsible for fighting or fixing them, even to the degree that such problems should be addressed by your boss or your customer, because they are responsible for creating them in the first place!

Well, if you are doing any of this, you are out of luck. The PMP exam can’t be passed with this kind of thinking. Begin to think differently.

To answer such a question, you first need to analyze it, and then understand the correct order of steps.

For example, assume that your customer just called you to add a big piece of additional functionality ( or scope change ) to the original specifications. This will add at least another month to your already tight time line. What would you do first?

1. Choice A: Inform your boss that this additional scope can not be done within the time line.
2. Choice B: Tell the customer that this additional scope can not be done within the time line.
3. Choice C: Meet with the team and discuss alternatives to accommodate the additional scope within the time line.
4. Choice D: This is the time to show that you are willing to go the extra mile, and win over the customer. Do your best to meet the time line with the added scope.

Read the choices carefully and think for a moment… What would you do in real life?

Remember that a Project Manager is proactive. You are supposed to find solutions to problems. Just informing about problems to the management, your boss or your customer is not the solution.

You have to brainstorm, think about the various tradeoffs that can be made, weigh the pros and cons of each situation, and evaluate them on the triple constraints of the project ( Scope, cost and time). Infact, there are more than the 3 triple constrainsts. You have to also look at the trade-offs on risk, customer satisfaction, quality, employees, the project team etc.

Without first doing a thorough evaluation, going to the boss, management or customer is a waste of time. You can be more effective and efficient if you apply the due diligence, do your homework, and then come out with solutions.

So irrespective of what you do in your real life project management, please think in the right way for getting the questions right for the PMP exam, and pass in your first attempt. You can also attend our PMP Exam Preparation Workshop on weekends in Singapore for more such tips on passing the PMP exam!

Cheers,
Vinai, PMP

A lot of people have asked me about the importance of obtaining the PMP certification.  Some asked if it is really required, and if it proves any point - given that they achieve real experience in executing projects in the real life, and learn from them.

Well, I must say that all my life I was selected for all the jobs I held in the corporate world based on my merit, my experience, my capabilities, and I didn’t bother about any certifications in the corporate world.

However I did notice that more and more companies were advertising for the PMP certification in their job ads, and upon further investigation, I found the PMP certification program offered by PMI to be quite interesting, challenging and tough by many accounts. My job did not require me to get a PMP certifacation, yet it seemd quite impressive. [Read the rest of this entry...]

Here is some important informational nuggets about the PMP examination…

1. The PMP exam comprises of 200 questions. You need to score atleast 61% to clear the exam. Doesn’t look too difficult, right?

2. There are about 25 questions that do not count towards your passing score. They are just there for review of PMI, to consider them for future exams.

3. Many questions will contain a lot of information which is of no use. It has to be ignored. However, many students get caught trying to assimilate all this information, and get lost. Our PMP Exam preparation training program will help you to identify such questions, among other tips and tricks for attempting the exam.

4. Once your application for the exam is approved, you have one year to pass the exam. We will provide you with assistance and important points to consider while filling up your exam application. [Read the rest of this entry...]

ISO Standards

Clarity on the definition of a “standard” and a “regulation” can help you get questions right on the PMP exam conducted by PMI.

According to the PMBOK guide 3rd edition ( which is applicable if you are planning to sit for your PMP exam by June 30, 2009), the definition is given below:

A standard
is a “document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at achievement of the optimum degree of order in a given context.”

For example, the size of a computer disk, or a QWERTY keyboard, and the ISO standards are examples.

A regulation
is a government imposed requirement, which specifies product, process or service characteristics, including the applicable administrative provision, with which compliance is mandatory. Building codes are an example of regulations. [Read the rest of this entry...]

PMI - Project Management Institute

PMI stands for the Project Management Institute. PMI is the world’s leading not-for-profit association for the project management profession. It became popular because it administers the PMP ( Project Management Professional) exam, and provides the PMP credentials to anyone who has the required minimum experience, and passes the exam.

The Project Management Professional (or PMP) certification has become the de facto certification for project managers. Some companies even demand it in their job specifications. Just having the words “PMP” printed on your business card can have a great effect on your prospects, customers and friends.

Getting a PMP certification is not difficult. It just requires that you follow the right approach, take the right steps, read the right material, and do the practice tests. If you follow the regular schedule, you can be ready to take the PMP test in as little as 60 days.

The PMP examination is based on your experience as a project manager, your ability to solve problems, and a strong foundation in Project Management.

Once you understand the PMP exam’s format, terminology, style, and learn the Project Management fundamental basics, you will be in a on your way to clear the PMP examination quickly, and without hassles.

PMI is an organization that will provide support and educational opportunities for Project Management. Being part of this body of dedicated and learned professionals will greatly assist and support you in your own efforts as a project manager. Be sure to join PMI as a member. You can find more information at http://www.pmi.org.

Cheers,
Vinai Prakash

A High Quality, Low Grade Diamond

Many people, specially new to the PMI terminology get confused between Quality and Grade. They think that they are synonymous. However, there is a clear difference between quality and grade, and this often appears in PMP Exams as a question.
According to the PMBOK, 3rd Edition,
Quality is “The degree to which a set of inherent characteristics fulfills requirements”.

Grade is “a category or rank used to distinguish items that have the same functional use (e.g., “hammer”), but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force)”.

A Low Quality product or service is always a problem. But a Low Grade product may only mean that it does not have enough of the required features - it may be a scaled down version of a software.

If you take a diamond analogy, a high quality diamond may be based on the colour, or weight. If 2 high quality diamonds are found at the same place, one may be low grade and one high grade - depending on the number of impurities present inside each one even though they both adhere to the same quality.

Many a questions in the PMP exam will ask if low grade means low quality? And the answer is No.

The project manager and the project management team are responsible for determining and delivering the required levels of both quality and grade.

Hope this helps you. All the best in your PMP Exam preparations.

Cheers,
Vinai Prakash

To pass the PMP exam, you need to have some key points ingrained in your mind forever. These themes are echoed again and again in test questions. These are simple principles, and once you understand them, you will be better prepared for the exams.

Here are 10 Very Important Points to remember for your PMP Exam.

1. The project manager is empowered and has ultimate authority and accountability for a project. Not the sponsors, and not the customers.
2. Projects should be strategically aligned with the high-level strategic objectives of the organization.
3. The Work Breakdown Structure (WBS) forms the basis of all estimating and project planning.
4. Project Managers spend almost 90% of their time in communicating.
5. Planning is the most important of all the Project Management processes. Projects don’t fail at the end, they fail at the beginning - if they are not planned properly and accurately.
6. The Project Team must be involved early in the Planning process and in all major decisions concerning the project.
7. Lessons Learned and Historical Records are essential inputs to just about every Project management process, especially Planning.
8. Project Stakeholders and their needs & expectations are very important and should be well managed and balanced.
9. Administrative closure and Scope Verification are essential considerations with just about every project management process.
10. Adding out-of-scope extras (also called “gold plating”) to please project stakeholders adds no value and is strongly discouraged.

Understanding & memorizing these key points, and applying them to PMP exam questions will assist you in getting correct answers.

Remember, when in doubt, go by the PMI PMBOK. Do not apply only practical project management knowledge or else you will fail the PMP exam.

Cheers,
Vinai Prakash