Agile from Start to Finish: Everything You Need to Know

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More than 86% of software development teams have used agile in some form. If you have been meaning to get your head around Agile here is everything you need to know, from the history through to the daily practice.

Where Agile Came From

Agile did not appear from nowhere. It traces back to the Toyota Production System and lean thinking developed decades earlier. Kanban was created at Toyota in 1953. Scrum grew from a 1986 paper called “The New New Product Development Game.” Extreme programming, feature-driven development and several other lightweight frameworks followed.

In 2001, 17 practitioners representing these different approaches came together and agreed on a shared set of values. The result was the Agile Manifesto, which prioritizes individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation and responding to change over following a plan.

Agile Roles

Three roles sit at the center of most agile teams.

The Product Owner represents the customer. They maintain the product backlog, which is a prioritized list of features to be delivered, with the highest-value item always at the top. They are one person, not a committee. They have the final say on what gets worked on next.

The scrum master is a servant leader. They help the team remove blockers, facilitate cere

monies or “events” and protect the team’s focus. They are a neutral third party in problem solving to help unblock the work.

The team does the work. In software that usually means developers, but agile applies equally to research, design and any other knowledge work.

How a Sprint (or Iteration) Works

Work is organized into iterations, typically two weeks long. Here is how one flows from start to finish.

Sprint planning kicks things off. The team selects the highest-priority user stories from the product backlog, enough to fill the sprint based on their velocity. Velocity is simply how many story points the team completed in recent sprints. If the last few averaged 25 points, the next sprint is filled to 25. This keeps the pace sustainable.

Every day the team holds a 15-minute standup around the Kanban board. Each person shares their progress and flags any blockers. The goal is to surface problems quickly so the team can swarm around them and keep moving.

During the sprint, backlog refinement happens in parallel. The three amigos (someone representing the customer, a developer and a tester) come together to break upcoming features into user stories, add acceptance criteria and estimate their size relative to each other.

At the end of the sprint, the team holds a sprint review. A real, usable increment is demonstrated to the customer. Not a presentation. Not a report. The actual thing. The customer gives feedback and the backlog is updated accordingly.

The sprint closes with a retrospective. What went well, what did not and what will improve next time. Actions are agreed and carried into the next sprint.

The 12 Agile Principles

The signatories of the Agile Manifesto later published 12 clarifying principles. They are worth knowing.

  1. Satisfy the customer through early and continuous delivery of working software.
  2. Welcome changing requirements even late in development.
  3. Deliver working software frequently, with a preference for shorter timescales.
  4. Business people and developers must work together daily.
  5. Build teams around motivated individuals and trust them.
  6. Face-to-face communication is the most efficient way to share information.
  7. Working software is the primary measure of progress.
  8. Maintain a sustainable and constant pace.
  9. Pursue technical excellence and good design continuously.
  10. Simplicity, maximizing the work not done, is essential.
  11. The best solutions emerge from self-organizing teams.
  12. At regular intervals, reflect and adjust.

Agile works because it is built around real feedback, real increments and continuous improvement. Once you understand the logic behind it, the events and the roles all start to make sense.

– David McLachlan

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PMP Project Management Course Specials for May 2026

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If you’re looking for a fast, cheap and enjoyable way to study project management this year, you can get my courses at a VERY low price with the coupon code:

  • MAY2026

Only during May 2026 😊 It’s a great way to get PDUs – ranging from 10 to 35 PDUs in one go, to help you renew your PMP or other PMI Certification.

Here are the courses:

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 – these don’t have a coupon code but 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!

– David McLachlan

From Zero to Jira Hero: Everything You Need to Run Your Jira Projects

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Jira is one of the most widely used project management tools for agile teams. Here is everything you need to get from first login to sprint reporting.

Creating Your Account and First Project

Jira is free for teams of one to ten users. Once you are in, create a new project, select Software Development and choose the Scrum template. For most users, Team Managed is the right choice as it keeps your project self-contained. Company Managed is worth knowing about if you have multiple projects that need central administration by Jira admins.

Give your project a name and Jira will generate a short key that appears on every card.

Setting Up Your Epics

Your two main workspaces are the Backlog and the Board. Start in the Backlog.
Open the Epic panel by pressing E or clicking the option in the panel. Epics are your high-level features. Click Create Epic to add one and assign each a different color so you can track which work belongs where as the board fills up.

Building Your Backlog

With epics in place, start adding user stories by clicking Create. Each card can be typed as a story, bug or other work type. Custom types like risks or spikes are available through Manage Types.

Click any card to open its details. From there you can assign it to an epic, set its status, assign it to a team member and add story point estimates. Add a description to capture acceptance criteria and any supporting information.

Creating and Starting a Sprint

Click Create Sprint, set the duration and select a start date. Jira calculates the end date automatically. Add a sprint goal to give the team a clear focus.

Move cards into the sprint by dragging them from the backlog or right-clicking and selecting the target sprint. Keep an eye on story point totals and match them to your team’s velocity. When ready, click Start Sprint and your cards move onto the board.

Working the Board

The board displays your active sprint in columns. Add new columns by clicking the plus symbol on the right and dragging them into position. Custom filters through Manage Custom Filters use JQL (Jira Query Language) to adjust the board view. A simple filter showing only cards assigned to the current user is a good starting point.

Completing a Sprint and Reading Reports

At the end of the sprint, click Complete Sprint. Unfinished cards roll over automatically. Review your backlog, confirm priorities with the product owner and start the next sprint when the team is ready.

After two or three sprints, navigate to Reports to start tracking performance. The Velocity Report shows story points committed versus completed across recent sprints, giving you a reliable average to plan against. The Sprint Burndown Chart tracks work coming down over the course of a sprint against the ideal trend line, making it easy to spot if the team is falling behind mid-sprint.

Using the Timeline as a Roadmap

The Timeline view shows your epics and user stories laid out across time, similar to a Gantt chart. Drag items to adjust dates and use this view to communicate progress and upcoming features to stakeholders. It is one of the clearest ways to show where the product is heading and when things will be delivered.

Set up your epics, build your backlog, match your work to your velocity and use the reports to keep improving. It is a straightforward tool once you know where everything lives.

– 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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!

 

Everything You Need to Know from the Google Project Management Certificate

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More than two million people have enrolled in the Google Project Management Certificate. It covers six courses, 27 modules and takes most people over 240 hours to complete. Here is the entire program distilled into a single read.

The Foundations

A project is a unique, temporary endeavor with a start and end date, designed to deliver value. That sounds simple enough until you are six months in, the scope has doubled and nobody can agree on what done looks like. Project management exists to prevent exactly that.

Core responsibilities include gathering requirements, developing a plan, tracking progress, communicating milestones and managing the budget. Career paths run from junior project manager through to program and portfolio manager. In agile environments, the scrum master and product owner are the key roles to understand.

Two broad methodologies dominate the field. Waterfall follows a sequential order of phases and works best when scope is clearly defined. Agile delivers in short iterations of one to four weeks, gathers real customer feedback after each and adjusts course. Lean Six Sigma rounds things out with a focus on reducing defects and waste through DMAIC: define, measure, analyze, improve and control.

Initiating a Project

Every project starts with a problem or an opportunity. Before anything else, a cost-benefit analysis confirms it is actually worth solving. Goals should be SMART: specific, measurable, attainable, relevant and timebound. The difference between “improve customer experience” and “reduce checkout time by 10% within six weeks” is the difference between a project that drifts and one that delivers.

The project charter formalizes the goals, scope and resources and gives the project manager authority to proceed once the sponsor signs off. Without it, you are running on goodwill.

Planning

Good planning is not bureaucracy. It is what separates projects that succeed from ones that quietly fall apart. Build a work breakdown structure, map milestones to a Gantt chart, assign resources and involve the team in estimating durations. They know their work better than anyone.

Build in buffers, identify risks early and rate each one by multiplying probability by impact. Plan a response for the ones that matter most. A communication plan that defines what gets shared, with whom and how often is not optional: some practitioners argue communication is 90% of the job.

Executing and Closing

Execution is where plans meet reality. Track everything: tasks, milestones, costs, scope changes and risks. A weekly status report with a red, amber or green indicator keeps stakeholders informed without overwhelming them. Hold retrospectives regularly to surface what is working and fix what is not before it compounds.

When closing, get formal sign-off, archive documentation and produce two things: a project closeout report (planned versus actual) and a project impact report showing the real value delivered. Executives respond to metrics and visuals. Give them both.

Agile and Scrum

Agile was formalized in 2001 and scrum is now used by 72% of agile teams. The product owner prioritizes the backlog, the scrum master removes blockers and the team decides how the work gets done. Keep user stories small, match sprint capacity to velocity and use retrospectives to keep improving. When agile works well, it really works.

Project management is one of the most transferable skills in any industry. This is the foundation.

The Scrum Guide: Everything You Need to Know

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More than 87% of people working in agile use scrum or some part of it. Yet many teams do not fully understand where it came from or how it was intended to work. The Scrum Guide, written by Ken Schwaber and Jeff Sutherland and last updated in 2020, is the authoritative source. It is free at scrumguides.org. Here is the whole thing explained plainly.

What Is Scrum?

Scrum is a lightweight framework for solving complex problems and delivering value through adaptive solutions. It works best when you cannot know everything upfront. Rather than planning in detail for a future you cannot predict, you deliver something real, get genuine feedback and adjust. That is the core logic.

The Scrum Team

A scrum team has three roles: developers, a product owner and a scrum master. No sub-teams, no hierarchies. Ten people or fewer.

Developers deliver a usable increment every sprint. They create the sprint plan, maintain quality and hold each other accountable. The term applies to anyone doing the work, not just software engineers.

The product owner manages the product backlog: defining the product goal, ordering backlog items by priority and keeping everything visible to the whole team. One person, not a committee. Others can suggest changes but only by convincing the product owner. When organizations trust this role and give it room to operate, decisions get made faster and the product improves faster.

The scrum master is a coach who also clears the path. They help the team stay self-managing, remove blockers, escalate issues and keep events productive. They serve the team, the product owner and the broader organization.

The Artifacts

The product backlog is the single source of work for the team: an ordered list of everything needed to meet the product goal. One product goal at a time.

The sprint backlog is the set of items selected for the sprint plus the developers’ plan for delivering them. Its commitment is the sprint goal: one clear objective that keeps the team focused.

The increment is the real, usable piece of value delivered at the end of a sprint. It must meet the definition of done before it can be released. If it does not, it goes back to the backlog.

The Events

The sprint is the container for everything else. One to four weeks, fixed length. The sprint goal must not change mid-sprint. Only the product owner can cancel a sprint, and only if the goal has become obsolete.

Sprint planning kicks off the sprint (timeboxed to eight hours for a one-month sprint). The team answers three questions: why is this sprint valuable, what can be done and how will the work get done?

The daily scrum is 15 minutes, same time and place each day, for developers only. Inspect progress toward the sprint goal and adapt the plan for the next 24 hours.

The sprint review (timeboxed to four hours) is where the team presents the real increment to stakeholders. Not a recording, not a mockup. The real thing. Together they discuss what was learned and what comes next.

The sprint retrospective (timeboxed to three hours) closes the sprint. What went well, what did not and what will improve next time. The most impactful changes are acted on immediately.

Theory and Values

Scrum runs on three pillars: transparency (make the work visible), inspection (regularly examine progress) and adaptation (adjust quickly when something is off track). The longer you wait to course-correct, the harder it gets.

The five scrum values tie it together: commitment, focus, openness, respect and courage. When a team genuinely lives these, trust builds and scrum works.

Scrum is simple by design. The challenge is not understanding it. It is applying it honestly and giving the team the trust and space to do the work.

– 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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!

 

Something VERY STRANGE Happened When I Passed The PMP

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Something unexpected happens when you pass the PMP exam. It is not just a credential. It changes how you see the work you have been doing all along.

After months of study, working through the Project Management Body of Knowledge and grinding through practice questions, I did pass the exam but the real shift was what happened afterwards.

The best way to describe it is a scene from the 1999 film The Matrix. The main character discovers he has been living in a simulation and, by the end, gains the ability to see through the surface of everyday reality into the underlying structure of everything around him.

Or think of the moment in The Wizard of Oz when the curtain is pulled back and the machinery behind the illusion is finally visible. That is what the PMP does. Before passing, project work often felt like fumbling forward. Sometimes things worked. Sometimes they did not. There was no reliable framework to explain why.

After passing, the reasons became clear.

Looking back at old projects that had not gone well, I could now see the reasons why. On one project in particular, the deliverables were being met and the project was technically doing what it was supposed to do, but  the right stakeholders had not been identified. Senior executives with real influence over the project outcome were not being engaged, when they should have been engaged by me. The project eventually succeeded, but the personal outcome was a failure because stakeholder identification and engagement had not been handled properly.

That was hard to accept. But it meant the next project could go differently, if I applied my mistakes and the lessons I learned.

The same applied to other fundamentals: understanding why a project stalls without proper sponsor support, why resources and authority dry up when that relationship is not managed, why scope needs to be visible and accepted by the customer before work begins, and why a clear change control process matters whether you are working as a product owner on an agile team or managing a predictive waterfall project.

The PMBOK is like a lens. Once you have it, you cannot unsee what it shows you about how projects actually work and why they succeed or fail.

If you are still studying, do not rush past the material to get to the pass. Work through all of it. The process on a page from the PMBOK Guide Sixth Edition (or 8th Edition now) is one of the clearest distillations of project management thinking available. It will change over time, but the underlying logic it represents is worth understanding thoroughly.

– David McLachlan

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Five Free Videos to Pass Your PMP Exam on the First Try

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Hundreds of thousands of people have used these five free videos to pass the PMP exam on their first try. They come up repeatedly in congratulations posts and resource lists shared by people who have already made it through. Here they are in one place.

1. 150 PMBOK 7 Questions and Answers

This video works through the PMBOK Guide Seventh Edition from start to finish using scenario-based questions in the same format you will encounter on the exam. Each question typically has two answers that both appear plausible, which mirrors the real exam experience closely. With more than a million views, the comments section is filled almost entirely with people sharing that they used it to pass.

2. PMP Fast Track

This one is built from more than a thousand PMI practice questions and distils a set of shortcuts you can default to when answering exam questions. Think of it as a cheat sheet for decision-making under pressure. If you are stuck on a question during the exam, this video gives you a reliable method for working through it. It consistently appears in the resources people credit when they share their results.

3. PMP Cheat Sheet

This video covers the exam content outline across the three domains: project management process, people and business environment. It runs for under 20 minutes and is designed to show you exactly what the exam tests and whether you have any gaps in your knowledge. It is one of the most efficient ways to check your readiness before sitting the exam.

4. 200 Agile Questions and Answers

This returns to the scenario-based question format with a focus on agile content, which makes up a significant portion of the current PMP exam. The questions follow the same style as the real exam and give you targeted practice in the agile domain.

5. 100 PMBOK 6 Questions and Answers

The PMBOK Sixth Edition is now known as the Process Groups Practice Guide and it remains highly relevant to the PMP exam. The core project management process has not changed significantly across editions. You will still be tested on initiating, planning, executing, controlling and closing a project or phase, and on managing scope, schedule and cost throughout. This video has been viewed more than a million times and the comments reflect how consistently it helps people pass.

If you finish all five videos and don’t want to lose study momentum, here are two bonus videos:

Bonus 1: Six Mistakes to Avoid on the PMP Exam

Bonus 2: 110 Drag and Drop Questions (Perfect Study Review)

63 project Management Tools for your PMP Exam

If you make it through all seven, you are doing more than most people ever will. Keep going, I know you will pass your PMP!

– 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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!

 

10 PMP and CAPM Questions to Ace Your Exam (61 to 70)

PMP Exam Question Practice

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We use the PMP Fast Track to answer PMP questions quickly and easily. Check it out!

Question 61 – Risk of Missing Deadline

The project is behind schedule and over budget, with no extra funds available. What should be done to avoid missing the deadline?

Question 62 – How to Estimate?

During the planning phase, stakeholders require highly accurate cost and schedule estimates. Which estimation method should be used?

Question 63 – Finding the Root Cause

The team is experiencing recurring delays, and members disagree on the cause. What technique should be used to determine the root issue?

Question 64 – Delays in Lessons Learned

During the closing phase, delays were experienced, but the root cause is unknown. How can the team ensure these issues are prevented in future projects?

Question 65 – Resolving Conflict Between Team Members

Two team members have conflicting opinions on how to complete a critical task, one preferring a traditional approach and the other an innovative one. How should the conflict be managed?

Question 66 – Communication Channels

You need to determine the number of communication channels for an eight-member team using the formula: n(n-1)/2.

Question 67 – Not Receiving the Right Information

Stakeholders are frustrated due to communication gaps. You must decide the best approach to improve communication effectiveness.

Question 68 – Brainstorming Risks

Your team is developing a risk register and needs to assess internal and external factors that could influence the project’s success.

Question 69 – How Risks Affect Project Timeline

You need to analyze how uncertainties impact the project’s schedule and costs by visualizing possible outcomes and their likelihood.

Question 70 – Enough Resources to Address Risk

Weather delays may threaten the budget and timeline, and you must determine whether contingency reserves are sufficient to address the risks.

Pep Talk

What is a wonderful thing is that you’ve gotten through these 10 questions. You’ve done such an amazing job, and studying and practicing is how you get to your goals and how you improve yourself and get a skill set that is extremely valuable in the marketplace. Project managers are needed everywhere to deliver change and to deliver value that’s necessary for companies to grow. You are doing the right thing. I believe in you. Keep
going!

– David McLachlan on LinkedIn

See more PMP Exam Practice articles: 

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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!

 

10 PMP and CAPM Questions to Ace Your Exam (51 to 60)

PMP Exam Question Practice,

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We use the PMP Fast Track to answer PMP and CAPM questions quickly and easily. Check it out!

Question 51 – System Interactions

Stakeholders request a visual representation of how a new system will interact with existing systems. What tool should you use?

Question 52 – Project Charter Contents

The sponsor wants to reduce rework by using information from the project charter. What key details will not be found there?

Question 53 – Next Step After WBS

Your team has created a Work Breakdown Structure (WBS) and defined work packages. What should you do next in the planning process?

Question 54 – Scope Baseline Completion

The scope baseline is nearly complete with the scope statement and WBS finalized. What is the next step?

Question 55 – Managing Scope Creep

The project is receiving many small change requests, raising concerns about scope creep. How should you handle this situation?

Question 56 – How to Logically Schedule Activities

How should project activities be scheduled logically? Consider dependencies like finish-to-start relationships and methods such as the Precedence Diagramming Method (PDM).

Question 57 – Ensure it meets industry standards

How can you ensure your product outperforms competitors and meets industry standards? Options include benchmarking, root cause analysis, and risk assessment.

Question 58 – Ready to Close – What NOT to do?

What action is NOT required when closing a project? Tasks include documenting lessons learned, preparing final reports, and releasing personnel, but some activities belong to earlier phases.

Question 59 – Whether to use a Vendor or not
A critical system functionality is needed, but there are budget and timeline constraints. What’s the best approach—hiring internally, root cause analysis, scope reduction, or a make-or-buy analysis?

Question 60 – Lots of conflicting stakeholders

During project initiation, numerous stakeholders have conflicting priorities. How should you manage and prioritize them? Options include stakeholder mapping, selective engagement, workshops, or escalation.

Pep Talk

A wonderful tool for your study is to practice every single day, in the way that you have been doing. So I think you’re doing a fantastic job! Keep going, keep learning, keep growing, and all of these things we can take and use on our real world projects straight away. Some of these are extremely handy tools to have in our back pocket as project managers. You’ll be able to take these tools and use them any time you need by learning these things, learning the right things and doing great things as a project manager. Keep going, I believe in you!

– David McLachlan on LinkedIn

See more PMP Exam Practice articles: 

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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!

 

10 PMP and CAPM Questions to Ace Your Exam (41 to 50)

PMP Exam Question Practice,

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Question 41 – Unhappy Stakeholders

How do you handle disengaged and vocal stakeholders causing project delays?

Question 42 – Approvals with a Dispersed Team

How do you efficiently obtain approvals from global stakeholders in different time zones?

Question 43 – Constant New Requests

How should you handle persistent feature requests after scope has been finalized?

Question 44 – Vendor Delays

What’s the best way to address delays from a critical subcontractor without extending the deadline?

Question 45 – Expert Can’t Articulate Needs

How do you gather clear requirements from a user struggling to communicate their needs?

Question 46 – Stakeholder Dominating Decision-Making

A senior stakeholder dominates a critical project decision, making team members hesitant to voice opinions. How should the project manager ensure all voices are heard?

Question 47 – Team Can’t Understand System Design

The project team struggles to understand the proposed system design and features. What should be done to improve comprehension and alignment?

Question 48 – Major Industry Change Affecting Prioritization

A major change in the industry leads to disputes over which product features should be prioritized for release. How should prioritization be determined?

Question 49 – Scheduling Issues in Construction Project

Inefficiencies in task scheduling have led to delays, particularly with materials arriving too early or too late. How should the scheduling issues be resolved?

Question 50 –Resource Constraints and Overallocated Team Member

A team member is assigned to multiple tasks at the same time, potentially causing project delays. What resource management technique should be applied?

Pep Talk

What is fantastic is your ability to study this every single day to grow to improve, to get better and not only get better but get better at something which is so important, and that is delivering value and managing projects and doing these wonderful things that will help  people in the real world by delivering this value. It’s so valuable! Keep going, I think you’re doing a fantastic job.

– David McLachlan on LinkedIn

See more PMP Exam Practice articles: 

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 21 PDUs)The Complete PMI-ACP Course: (28 PDUs) 
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 Template: Save 100 HOURS!