PMBOK 8th Edition Practice Questions 51 to 60 – Pass your PMP and Learn the PMBOK Guide

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Question 51 – Organizing Deliverables Into Manageable Components

A product development team needs to clearly organize all deliverables and decompose the work into manageable components to support planning and execution. What should the project manager do next?

Question 52 – Adding More Detail to Work Packages

A project manager has elicited requirements and turned them into project scope. He now wants to add more detail to the work packages to ensure clarity and alignment across the team. What should he do next?

Question 53 – Stakeholders Requesting More Information on Quality Issues

During monitoring, inconsistencies in deliverable quality are identified on a pharmaceutical project. Stakeholders request additional information on these issues to support improvements. What should the project manager produce?

Question 54 – Client Reviewing Outputs for Formal Approval

Several completed components have passed internal quality checks on a bridge construction project. The client is now reviewing outputs against agreed criteria to determine formal approval. What should the project manager obtain as an input to support the client’s decision?

Question 55 – Leadership Concerned About How Schedule Decisions Are Being Made

Leadership expresses concern about how schedule decisions are being made and controlled throughout a nationwide fiber network project. What should the project manager do next?

Question 56 – Leaders Want to See the Plan for Managing the Schedule

Business leaders want to see the plan for managing the schedule on a security project. What does the project manager need to know before creating the schedule management plan?

Question 57 – Stakeholders Approve the Final Schedule

After multiple iterations analyzing sequence, durations and resources, stakeholders approve the final schedule on a core banking upgrade. What should the project manager do next?

Question 58 – Same Engineer Needed for Overlapping Critical Activities

Several critical activities require the same specialized engineer at overlapping times, creating unrealistic workload expectations and risking delays. What should the project manager do?

Question 59 – Near-Term Work Is Clear but Future Work Is Uncertain

A team struggles to finalize the schedule because near-term requirements are clear but work planned for later is uncertain due to evolving requirements. There is pressure to begin quickly. What should the project manager do?

Question 60 – Packaging, Labelling and Inspection With Specific Timing Dependencies

Packaging design must be finalized before mass production, labelling can begin once initial drafts are approved and quality inspection must wait two days after production finishes. What should the project manager do next?

Pep Talk

Sixty questions down and you are working through scope and schedule in the PMBOK Guide. The questions keep getting trickier and so does your understanding. Keep going.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

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Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
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PMBOK 8th Edition Practice Questions 41 to 50 – Pass your PMP and Learn the PMBOK Guide

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Question 41 – Confirming What Was Completed During Project Handover

A project component has been handed over to operations but team members are still being pulled back to support ongoing issues. The project manager wants to confirm what activities and items were completed during the handover. What should they review?

Question 42 – Establishing a Consistent Approach Before Defining Requirements

Leadership wants the team to follow a consistent approach to ensure only value-adding work is performed before detailed requirements are defined. What should be the next step?

Question 43 – Differing Stakeholder Expectations About Features and Functionality

Early discussions on a new mobile application reveal conflicting stakeholder expectations about features and functionality. How should the team gather requirements to ensure the solution delivers value?

Question 44 – Two Project Streams Combined With Confused Requirements

Two parallel project streams using different approaches are merged into one initiative. There is now confusion about the varied requirements and how they will be delivered as project scope. What should the project manager do?

Question 45 – Requirements That Define Organizational Goals and Long-Term Outcomes

The team is gathering requirements that define the organization’s overall goals and intended outcomes for a new initiative, ensuring alignment with long-term objectives. What type of requirements are these?

Question 46 – Inconsistent User Experiences With Unclear Root Cause

Users report inconsistent experiences with a new wearable device but the root cause is unclear. The team has competing improvement ideas and stakeholders want a solution based on real user needs. What should the project manager do next?

Question 47 – Loudest Voices Dominating Requirement Discussions

Requirement discussions are being dominated by the highest paid and loudest voices in the room, leading to missed requirements with delivery approaching. How should the project manager handle this?

Question 48 – Team Has Only Generated a Handful of Ideas

A requirements gathering team is working well together but has only produced a small number of ideas. The project sponsor wants to speed up the process. What should the project manager do next?

Question 49 – Selecting the Highest Value Feature for the Next Sprint

Only one feature can be added to the next sprint. Each option has a different value potential and development time. Which feature should be selected to maximize value delivered?

Question 50 – Team Struggling to Find Proven Improvement Ideas

During planning, a team struggles to identify ways to improve the product within a short timeframe. The project sponsor wants proven ideas based on what has worked in similar projects or organizations. What should the project manager do next?

Pep Talk

Fifty questions down and you are working through scope and requirements in the PMBOK Guide. Every question builds the instincts you need for the exam. Keep going.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

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Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
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PMBOK 8th Edition Practice Questions 31 to 40 – Pass your PMP and Learn the PMBOK Guide

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Question 31 – Identifying Process Gaps and Improving Performance

During execution, inconsistencies are observed in how teams follow procedures and organizational standards. Leadership wants to identify gaps and improve overall performance. What is the most appropriate action?

Question 32 – Junior Members Doing Unnecessary Work, Seniors Reporting Inefficiencies

A project team is missing deadlines due to inconsistent task execution. Junior members are completing unnecessary work while senior members report inefficiencies and defects. What should the project manager do?

Question 33 – Capturing a Solution From a Conflict Resolution Session

Conflict arises between developers and compliance officers during execution. The project manager facilitates a session and finds a solution. What should be done with this new information?

Question 34 – Discrepancies Between Expected and Actual Results

After completing a critical migration phase, discrepancies are discovered between expected and actual results, leading to rework and missed deadlines. What should the project manager do next?

Question 35 – Project Going Off Track With Stakeholders Wanting an Update

During execution, cost and schedule data shows the project is going off track. Stakeholders are starting to notice and want an update. What should the project manager do first?

Question 36 – Deliverables Repeatedly Submitted Late for Quality Checks

A project team is repeatedly submitting deliverables late for internal quality checks despite clear expectations being set. The project manager wants to prevent further occurrences. What should be done?

Question 37 – Stakeholder Proposes a Design Change

After Baselines Are Approved After baselines are approved, a stakeholder proposes a design change that may impact cost and schedule. The team is ready to implement it immediately. How should the project manager handle this?

Question 38 – Multiple Change Requests Being Handled Differently

Several change requests are raised simultaneously and team members are handling them in different ways. The project manager is finding it hard to keep track. What should be done next?

Question 39 – Team Divided on Approach With Time Running Out

A critical update must be implemented immediately to prevent system failure but the team is divided on the best approach and time is limited. What should the project manager do?

Question 40 – What Should the Project Manager Not Do During Closure?

As a project nears completion, stakeholders are pushing to release resources quickly. The project manager wants to ensure proper administrative closure. What should she not do next?

Pep Talk

Forty questions down and you are working through the governance section of the PMBOK Guide. The questions are getting trickier and so is your understanding of the process getting better. Keep going!

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

PMI PMP 35 PDUs CourseThe Ultimate PMP Project Management Prep Course (35 PDUs)
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PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

PMBOK 8th Ed Practice Questions 21 to 30 – Pass your PMP and Learn the PMBOK Guide

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Question 21 – Collecting High-Level Strategies into One Document

After a kickoff meeting, multiple team leads have provided their high-level strategies for the project. You need to collate these into a document that can change and be configured over time. What should you do next?

Question 22 – Defining Evaluation Criteria Before Contacting Vendors

A project team is defining evaluation criteria, contract types and whether to build internally or outsource. No vendors have been contacted yet. What should the project manager do next?

Question 23 – Multiple Vendors With Different Ideas About the Project

Multiple vendors have expressed interest in submitting a proposal but each has a different understanding of what the project involves. What should the project manager do?

Question 24 – Conflicting Approaches to Acquiring Materials and Services

Different teams are proposing conflicting approaches for acquiring materials and services, causing delays in procurement planning. What should the project manager do to align the overall approach?

Question 25 – Internal Production or External Supplier?

A critical component can be produced internally or sourced from a specialized supplier. There is pressure to begin quickly and the budget is limited. What should the project manager do next?

Question 26 – Standard Components Available From Multiple Suppliers

A project requires standard electrical components with clearly defined specifications. Multiple suppliers are available at different price points. What type of procurement document should be issued?

Question 27 – Confusion Over Requested Modifications

Several modifications have been requested throughout a project and there is now confusion about what should be implemented and in what sequence. What should the project manager do next?

Question 28 – Stakeholder Concerns About Output Consistency

During execution, a stakeholder raises concerns about the consistency and reliability of outputs being produced. What should the project manager do?

Question 29 – Unauthorized Access to Project Data

Midway through execution, a security officer reports unauthorized access to sensitive project data. What should the project manager do first?

Question 30 – Recurring Defects Caused by Inconsistent Procedures

Quality inspections repeatedly identify defects caused by inconsistent procedures across shifts, leading to rework and delays. What should the project manager do to address the underlying cause?

Pep Talk

Thirty questions down and you are working through the heart of the PMBOK Guide. Keep going, you are building real exam instincts with every question.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

PMI PMP 35 PDUs CourseThe Ultimate PMP Project Management Prep Course (35 PDUs)
Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

This One Document Shows Exactly What Is on the PMP Exam

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If you are studying for the PMP, the Exam Content Outline (ECO) is the most useful free resource available. It is published by PMI and shows exactly what will be tested, broken down by topic area. Search “PMP ECO” in Google and it will be the first result. If you are sitting the exam after July 2026, make sure you download the 2026 version.

The exam covers three domains.

People (33%)

This domain covers the human side of project management: developing a shared vision with the team, managing conflict, leading versus managing, engaging and aligning stakeholders, ensuring knowledge transfer and planning communications. Conflict resolution is worth understanding well here, particularly the difference between win-lose, lose-win and win-win (collaborative problem solving) approaches.

Process (41%)

This is the largest domain and covers the mechanics of running a project. Key areas include developing an integrated project management plan, defining and managing scope through a work breakdown structure, planning and managing resources, procurement, finance, quality and schedule. It also covers evaluating project status using earned value concepts and managing project closure, including stakeholder acceptance, knowledge transfer, lessons learned and releasing resources.

Business Environment (26%)

This domain has grown significantly, up from 8% on the previous exam. The content is not entirely new though. Much of what now sits here, including change control, risk management and issue management, was previously covered under process. Key topics include establishing project governance, managing compliance, controlling changes through a change control board, removing impediments, continuous improvement through retrospectives and supporting organizational change so the delivered product actually sticks in the business.
Study these three domains and their topics and you will know exactly what the exam is testing. The ECO is the clearest guide available and it is free.

– David McLachlan

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PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

They Took the PMP Exam Before It Was Released. Here’s What They Said.

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The PMP exam changed in July 2026 and feedback has come in from people who sat the pilot exam. Here is what they found.

The Basics

There are still 180 questions. You now have 240 minutes to complete them, up from 230, giving you a clean four hours. The two 10-minute breaks remain, but the first break now comes after the new case study section rather than at the midpoint.

The Case Study Section

This is the biggest structural change. The exam now opens with a long scenario that you read once and then answer multiple questions about, sometimes two, three, four or five questions from the same block of text. It sounds daunting but the early feedback is positive. People who sat the pilot said the case study section actually made the exam feel like it moved faster than expected.

Question Types

Scenario-based questions remain the most common format. Something is going wrong on a project and you need to apply your project management knowledge to fix it.

But you will also encounter several other formats:

  • Enhanced matching, where you match items to a visual such as a burndown chart.
  • Graphics-based questions, where a document or artifact is shown and you answer questions about it.
  • Point and click, where you click directly on part of a chart or diagram to select your answer.
  • Drag and drop matching, where you match roles or concepts to their descriptions.
  • Pull-down lists, where you select the correct answer from a dropdown.

Some of these formats have been on the PMP exam for a while, such as drag and drop and point and click.

Others, like the enhanced matching and graphics-based questions, are newer additions. Either way, knowing what to expect means they will not catch you off guard.

One More Piece of Feedback

Several pilot candidates noted that some answer choices felt like none of them were clearly correct. This is not unusual for the PMP. When that happens, eliminate the answers that are definitely wrong and choose the most correct of what remains. That approach has always worked and it still will.

The content being tested has not changed dramatically. If you know your processes, your artifacts and how to work with people on a project, you are still well prepared. The format is just a little different.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

PMI PMP 35 PDUs CourseThe Ultimate PMP Project Management Prep Course (35 PDUs)
Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

The Secret to Answering Any PMP Question

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Every PMP question, regardless of format, can be worked through using the same six-step method. Here is how it works.

Step 1: Read the End of the Question First

PMP questions are often long scenarios with a lot of detail. Before reading the whole thing, skip to the end to find out what is actually being asked. This gives you the context to read the scenario with purpose rather than getting lost in the detail.

Step 2: Identify the Key Words

Once you know what the question is asking, read through and highlight the important details. Look for the methodology (agile or waterfall), the phase of the project, the issue that is occurring and the stakeholders involved. These are the clues that point you toward the right answer.

Step 3: Spot the Real Issue

Strip away the noise and identify the core problem. Is it a people issue, a process issue or a documentation issue? Getting clear on this before looking at the answer choices makes the next steps much easier.

Step 4: Investigate Before Acting

Many questions require you to analyze the situation or consult the right stakeholders before taking action. Do not jump to a solution. Check whether the question has already given you the root cause or whether you need to identify it first.

Step 5: Eliminate the Clearly Wrong Answers

Work through the answer choices and remove the ones that are obviously incorrect. On the PMP exam, one common trap is answers that involve the project manager doing the team’s work for them. Another is answers that ignore the constraints stated in the question. If the scenario says there is no time for discussion, any answer involving extended collaboration is out.

Step 6: Choose the Most Correct Answer

With the wrong answers eliminated, select the best remaining option given the constraints of the scenario. Sometimes no answer will feel perfect. That is normal. Choose the one that most closely follows sound project management practice given the specific situation described.

Six steps, applied consistently, work for any question on the exam. Practice using them on every question you attempt and they will become second nature by exam day.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

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Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

The PMP Cheat Sheet: Everything You Need to Know for the Exam

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Not sure if you are ready to sit the PMP? This cheat sheet covers everything on the exam across the three domains: people, process and business environment. If you know all of this, you are ready.

People (33%)

Roles and responsibilities are the starting point. The project sponsor initiates the project, approves the charter and provides access to funding and resources. The project manager leads the team to deliver value. Business analysts elicit requirements. The project team and vendors do the work.

Stakeholder management runs throughout the project. Identify stakeholders and record them in the stakeholder register. Analyze them using a stakeholder map or engagement assessment matrix to understand their influence, impact and current level of engagement. Assign responsibilities using a RACI chart and bring the team together with a team charter that captures ways of working, values and shared vision.

Leadership and management are both required. Know the difference between servant leadership (focused on the team’s growth and autonomy), distributed leadership (democratic decision-making) and autocratic decision-making. Understand the different types of power: informational, personal, relational, reward and coercive.

For conflict, know the five approaches: withdraw, smooth, compromise, force and collaborate. Collaborating and problem solving is the preferred approach as it aims for a win-win outcome. Compromising is actually a lose-lose because both parties give something up.

Other key people topics include Tuckman’s ladder (forming, storming, norming, performing, adjourning), Maslow’s hierarchy of needs, Herzberg’s motivation theory, student syndrome, Parkinson’s law, emotional intelligence and communication types (push versus pull).

Process (41%)

Know both the predictive (waterfall) and agile approaches and when to use each. Waterfall fixes scope with variable time and cost. Agile fixes time and cost with variable scope, always delivering the next highest-value item.

For predictive projects, key knowledge areas include scope (scope baseline, work breakdown structure, work packages), schedule (three-point estimating, leads and lags, fast-tracking, schedule crashing), cost (contingency reserves, management reserves, earned value management), risk (risk register, likelihood and impact, response strategies) and procurement (contract types, sourcing strategy, claims).

For agile, know the roles (product owner, scrum master, team), the ceremonies (sprint planning, daily standup, sprint review, retrospective) and the artifacts (product backlog, sprint backlog, user stories, acceptance criteria, velocity and the Kanban board). The three amigos (customer, developer and tester) come together during backlog refinement to add acceptance criteria and estimates.

Business Environment (26%)

This domain is about delivering value, managing change and being a good steward of the project and its resources. The right answer on the exam is almost always the ethical one.

The business case assesses whether the project is worth doing through a cost-benefit analysis. The project charter officially initiates the project. Value measures to know include net present value, internal rate of return, return on investment, payback period and benefit-cost ratio. For most of these, choose the highest value. For payback period, choose the lowest.

Change control follows a consistent process: raise a change request, log it, assess the impact on baselines, take it to the change control board for approval or rejection, communicate the outcome and update the change log.

Risk management runs from initiation to closing. Risks are future events logged in the risk register with likelihood and impact ratings. Issues have already occurred and are managed in the issue log. Risk identification tools include SWOT analysis, PESTEL and risk breakdown structures. Response strategies for threats are escalate, avoid, transfer, mitigate and accept.

Organizational change management helps the delivered product stick in the business. Frameworks to be aware of include ADKAR, the Eight Steps to Change and the Bridges Transition Model.

Work through this list and identify any gaps. Go back to your study materials for anything that does not feel solid yet. If you know all of this, you are ready.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

PMI PMP 35 PDUs CourseThe Ultimate PMP Project Management Prep Course (35 PDUs)
Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

The Complete PMBOK Guide 8th Edition: All 40 Processes Explained

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If you are sitting the PMP after July 2026, this is the version of the PMBOK Guide that will be tested on your exam. The 8th edition returns to the process groups model, following a project from start to finish the way most project managers actually think about their work. Here is a high-level overview of what each phase covers.

Initiating

Two processes kick off the project. The first officially authorizes the project and produces the project charter, giving the project manager authority to use funding and resources. The second identifies all stakeholders who will be impacted and documents them in the stakeholder register. Both set the foundation for everything that follows.

Planning

Around half of the 40 processes live here. The team develops the project management plan, bringing together all the sub-plans into one coordinated document. From there, planning covers the sourcing strategy (previously procurement), stakeholder engagement, communications, scope, resources, schedule, cost and risk.

Notable changes in the 8th edition include scope and schedule being consolidated into fewer processes, and quality and procurement moving out of standalone performance domains. The work breakdown structure is now called Develop Scope Structure and developing the schedule absorbs what were previously four separate processes.

Executing

This is where the work gets done. Key processes include managing project execution, quality assurance, managing project knowledge and lessons learned, engaging stakeholders, acquiring and leading the team, and implementing risk responses. One distinction worth knowing for the exam: quality assurance is about auditing the process while quality control is about making sure the product meets specifications.

Monitoring and Controlling

Running in parallel with execution, this phase keeps the project on track across performance, change control, scope, resources, schedule, finances and risk. Two more terms worth knowing: verified deliverables have passed quality checks, validated deliverables have been formally accepted by the project sponsor.

Closing

The final phase confirms delivery, obtains formal acceptance, closes vendor contracts, captures final lessons learned, transfers the product to operations and archives all project documentation.

– David McLachlan

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Navigate to Free Project Management and Leadership Articles through the links on the right (or at the bottom if on Mobile) 

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Agile Certified Practitioner (PMI-ACP 28 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
PgMP Program Management CourseLearn Program Management – the PgMP Prep Course
Full PMP Exams to Pass on the First TryFour Full PMP Practice Exams (180 Qs each) to pass your PMP on the First Try!
Scrum Master Course PSMScrum Master Course (PSM)
Product Owner Course PSPOProduct Owner Course (PSPO)
Business Analyst CourseBusiness Analyst Course

Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!

 

The Complete Beginner’s Guide to Passing Your PMP

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If you are thinking about getting your PMP but are not sure where to start, this guide covers everything from eligibility through to renewal.

Why Get the PMP?

Research shows PMP holders earn 23.7% more on average than project managers without the certification. The average salary without a PMP is around $109,000. With one, it rises to around $135,000. The difference is real and the certification opens doors across industries and countries.

Are You Eligible?

PMI requires a combination of project management experience and education. All experience must be within the last 10 years and projects cannot overlap. You can only count one project at a time.

  • High school diploma = 5 years of project management experience
  • Associate degree or trade certificate = 4 years of project management experience
  • Bachelor’s degree = 3 years of project management experience
  • Postgraduate degree = 2 years of project management experience

Your experience needs to show that you led and coordinated people to deliver a project. You do not need the title of project manager but you do need the responsibilities. When writing up your experience, describe the project, your role and the tangible benefits delivered.

You will also need 35 contact hours of project management education. These can be completed through a Udemy course, official PMI training or a PMP boot camp. If you already hold a CAPM, your education requirement is already covered.

The Application Process

Once you start your application you have 90 days to complete it. PMI typically reviews submissions within 5 days. Around 10% of applications are audited. If selected, you have 90 days to submit supporting documents.

Managers from your listed projects will receive a DocuSign request by email to verify your experience. Have your education certificates and 35-hour course certificate ready just in case.

If your application fails the audit you must wait one year to reapply, so make sure everything is accurate before submitting.

The Exam

The exam has 180 questions, of which 170 are scored and 10 are unscored pre-test questions used to trial future questions. You have 240 minutes to complete it with two 10-minute breaks.

Exam costs at the time of writing: PMI members pay $45 and non-members pay $655. If you need to retake, the cost is $275 for members and $375 for non-members. You can sit the exam up to three times within a one-year period.

Question Types

Most questions are scenario-based multiple choice: something is going wrong on a project and you need to apply your project management knowledge to solve it. You will also encounter enhanced matching (matching items to a visual like a burndown chart), case study questions (a longer scenario followed by several related questions), point and click, drag and drop and pull-down list questions.

What to Study

Start with the Exam Content Outline (ECO), available as a free download from PMI. It shows exactly what the exam tests. From there, work through the PMBOK Guide 8th edition (for exams after July 2026), the PMBOK Guide 7th edition as a high-level review and the Agile Practice Guide. Agile makes up around 50% of the exam so do not skip it.

The single most effective study method is practice questions. They force your brain to retrieve and recall information, which embeds it far more deeply than reading alone. Work through as many as you can, review every wrong answer against the source material and repeat.

Maintaining Your PMP

Once you pass, your certification is renewed every three years. You need 60 professional development units (PDUs) in that period, where one hour generally equals one PDU. PDUs can come from courses, presentations, volunteering, informal learning and even organized meetings. It is more straightforward than it sounds.

That is everything you need to get started. The PMP is a significant commitment but the process is clear and the return is worth it.

– David McLachlan

You can see what people are saying about David McLachlan here: REVIEWS

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Also available are my Project Management Templates – they’re a great way to save 100s of hours when you’re first starting out:

50 Project Management Templates Gantt Chart Risk Matrix and more Excel50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)
Project Management Plan TemplatesPre-made Project Management Plan Templates: Save 100 HOURS!