Category Archives: PMP

Explained: What Does a Business Analyst Do?

March 24, 2025PMPbusiness analysis, business analyst, CAPM, pmp, project managementDavid McLachlan

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What is Business Analysis and What Does a Business Analyst Do?

In the world of project management, you may have heard of a business analyst (BA). Whether you’re preparing for a certification exam like the Certified Associate in Project Management (CAPM) or working with a business analyst, it’s important to understand what they do. In this article, we will explain what business analysis is, what a business analyst’s role involves, and how they help make projects successful.

Who is a Business Analyst?

Here is a simple way to explain a business analyst’s role. There are three main tasks that define business analysis:

Gathering Requirements: A business analyst works with stakeholders and customers to collect their needs.
Ensuring the Solution Matches: Once the requirements are gathered, the BA ensures that the solution meets these needs.
Evaluating the Outcome: After the solution is delivered, the BA checks if the desired results—like increased revenue or better customer satisfaction—were achieved.

This basic explanation gives a clear idea of the BA’s job in a project.

The Role of a Business Analyst in a Project

In a typical project, there are several stages: initiation, planning, execution, monitoring and controlling, and closing. A business analyst focuses on three key areas throughout the project:

Stakeholder Management: The BA identifies and works with stakeholders to gather and refine project requirements.
Scope Definition: The BA helps define the project’s scope, ensuring the right requirements are included.
Quality Assurance: The BA ensures that the solution matches the defined requirements and meets quality standards.

These three areas—stakeholders, scope, and quality—are vital for a business analyst’s success and contribute to the overall project success.

How Business Analysis Works in Practice

1. Engaging Stakeholders and Gathering Requirements

The business analyst’s first task is to identify and engage the right stakeholders—customers, users, and anyone affected by the project. To do this, the BA uses tools like an organizational breakdown chart to identify key people within the organization. Once the right stakeholders are identified, their roles are documented in a stakeholder register.

The BA uses a stakeholder classification matrix to assess the influence and impact of each stakeholder, focusing on those who have the greatest influence on the project’s outcome. Engaging the right people early ensures that the gathered requirements are accurate.

2. Eliciting and Visualizing Requirements

Once stakeholders are engaged, the BA uses various techniques like workshops, brainstorming, and facilitation skills to gather requirements. One effective method is the Nominal Group Technique, where everyone writes down their ideas anonymously, avoiding bias from higher-ups in the room.

After gathering the requirements, the BA visualizes them to ensure they are clear and understandable. Techniques such as process mapping, SE diagrams, and context diagrams help the BA create visual representations of how the system works or will work in the future. These diagrams make it easier for everyone to understand the requirements.

3. Ensuring the Solution Matches Requirements

After gathering and visualizing requirements, the BA works with developers and the project team to make sure the solution aligns with the requirements. To do this, the BA uses a Requirements Traceability Matrix, which ensures that all requirements are covered and tested.

The BA also helps break down the project into smaller tasks using a work breakdown structure (WBS). This helps the team manage the work more easily. The BA ensures that acceptance criteria are clearly defined, so the project team knows what is required for each task to be considered complete.

4. Evaluating the Success of the Solution

Once the solution is delivered, the BA checks if it achieved the desired results. Did it improve customer satisfaction? Did it increase revenue or reduce costs? The BA may use tools like Net Promoter Score (NPS) or customer satisfaction surveys to measure the impact.

Additionally, the BA may conduct a retrospective meeting with the project team to review what went well and what could be improved for future projects.

Tools and Techniques a Business Analyst Uses

Business analysts rely on various tools to do their job effectively. Here are some of the most common ones:

Stakeholder Register and Stakeholder Classification Matrix: To identify and assess stakeholders.
Workshops, Brainstorming, and Nominal Group Technique: To gather requirements.
Process Mapping, Sequence Diagrams, and Context Diagrams: To visualize systems and processes.
Requirements Traceability Matrix: To ensure requirements are met.
Work Breakdown Structure (WBS): To break down tasks into manageable pieces.
Acceptance Criteria: To define when a task is complete.

These tools help the business analyst manage requirements, scope, and quality throughout the project.

The Key Skill of a Business Analyst: Drawing Out Answers

A business analyst’s key skill is the ability to draw out answers. The BA doesn’t need all the answers at the start of the project. Instead, they must be good at asking the right questions and engaging the right people to uncover the information needed. This skill is essential for steering a project in the right direction.

Conclusion

A business analyst plays an important role in project management. They gather and clarify requirements, make sure the solution matches those needs, and evaluate the results to ensure success. By focusing on stakeholders, scope, and quality, business analysts help guide projects to successful outcomes.

With the right tools and techniques, a business analyst can keep the project on track and make sure it delivers value. Whether you’re preparing for a certification exam or working with a business analyst, understanding their role will help you achieve better project outcomes.

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Pass Your Exam With These 3 Powerful Psychology Tricks

February 24, 2025PMPexam, pmp, project management, psychologyDavid McLachlan

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Unlock Your Exam Success: 3 Powerful Psychology Tricks (Plus 2 Bonus Tips!)

Have you ever wondered why some people seem to pass their exams effortlessly, even with minimal studying, while others struggle despite knowing all the material? The secret lies in psychology. Let’s dive into three powerful psychology tricks, inspired by Tony Robbins, to help you pass any exam. Plus, I’ll share two bonus tips that can make a huge difference in your success.

The 3 S’s for Exam Success

1. Strategy: Knowing What to Do

It may not seem like a psychology tip, but strategy is foundational. Whether you’re studying for an exam, losing weight, or pursuing a new job, the “what to do” is readily available. You can search online, take courses, and gather information. Having a clear plan influences your mindset and actions, setting the stage for success.

For your exam, I recommend taking Practice Exams – as many as possible – and reviewing where you went wrong. This way you will know when you are ready, or when you need to study more.

2. Story: The Narrative You Tell Yourself

What do you say to yourself when no one else is around?

Positive Story: “I’m great at taking tests. I stay calm, and time flies by.”

Negative Story: “I’m terrible at tests. I get nervous and always fail, even when I know the material.”

The story you believe becomes your reality, because your brain starts collecting evidence to support your narrative. A positive story boosts your confidence and encourages consistent effort, while a negative one sabotages your progress. Start telling yourself empowering stories and repeat affirmations like, “I’m capable of passing this exam.” Over time, your mindset will shift, and your actions will follow.

3. State: Your Energy and Emotional State

Your emotional state can make or break your performance. Are you pumped up and ready to conquer your exam? Or are you drained and doubting yourself?

One quick way to change your state is through physiology. Stand tall, smile, and even try a “power pose” for 30 seconds — this can boost confidence and energy. Your physical state directly influences your mental state, so use this to your advantage.

Bonus Tips for Exam Mastery

4. Massive Action Plan: Daily Habits and Practice

Success isn’t just about mindset — it requires action. Every student I’ve helped pass their exams developed a daily study habit. They took practice exams, measured their progress, and made studying a consistent routine. A structured plan, combined with the right psychology, creates unstoppable momentum.

5. Net Time (No Extra Time): Study Anytime, Anywhere

Struggling to find time? Use “Net Time” to study during moments that would otherwise go to waste. Listen to recordings during your commute, review flashcards on your lunch break, or watch videos while exercising. By doubling up activities, you reclaim valuable hours and stay on track.

You Can Do It

Combining these psychology tools with consistent action will transform your exam preparation. Remember, you are capable of success. I believe in you — now it’s time for you to believe in yourself.

Go crush that exam!

David McLachlan on LinkedIn

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Want to Pass your PMP? Don’t Do These 6 Things

February 17, 2025PMPpmp, project managementDavid McLachlan

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6 Things to Avoid When Answering PMP Exam Questions

The PMP exam is known for its challenging scenario-based questions, which test your ability to apply project management principles effectively. Recently a successful student passed the PMP exam using the “PMP Fast Track” method, and distilled this into six key things to avoid, which helped him zero in on the right answers more quickly. Here are the six things to consider when approaching the PMP exam:

1. Don’t Hire If You Can Help It

In some situations, adding new team members may seem like the right solution, especially when there’s a problem with team capacity. However, correct answers often focus on using the resources you already have. The goal is not to immediately hire additional people, but rather to think about how you can solve the issue by optimizing existing resources. While hiring may sometimes be the answer, it’s not the first thing to consider. Look for ways to resolve the issue with the team or resources currently available.

2. Avoid Firing Team Members Too Quickly

When problems arise, firing a team member might seem like a quick fix, but it’s important to remember that a core aspect of project management is team development. Instead of thinking about firing, focus on the possibility of coaching, upskilling, or providing additional training to the team member involved. In most cases, performance issues can be addressed through support and improvement, rather than through drastic actions like firing. While firing might be necessary in some extreme cases, it’s not something to jump to immediately.

3. Don’t Ask for Extra Money

One of the most common impulses when faced with project challenges is to request more funds, especially if there are budget constraints or delays. However, the PMP exam tends to emphasize problem-solving within the existing project parameters. Rather than asking for more money right away, look for ways to address the problem through better management of resources, time, or scope. There may be times when additional funding is unavoidable, but it’s typically more effective to first explore alternative solutions like adjusting timelines, fast-tracking, or reallocating resources.

4. Do Your Job Before Escalating

While it’s natural to want to escalate an issue or ask for help when a project faces challenges, the PMP exam tests your ability to manage the situation as the Project Manager, when possible. In many cases, you should first try to solve the issue within your own team before asking for help. That doesn’t mean you should never escalate – it just means that you should prioritize looking for solutions with the team and resources at your disposal. If escalation is necessary, make sure it’s for the right reasons, such as when the issue is truly beyond your control.

5. Don’t Do Nothing—Take Action

In any project, doing nothing is often the worst option. The exam tests your ability to take appropriate action when problems arise. While some situations might require a more thoughtful approach or time for reflection, in most cases, doing nothing is not the answer. Look for ways to address the problem proactively, whether it’s through problem-solving, working with your team, or adjusting your approach.

6. Avoid Shifting Responsibilities

A key part of project management is ensuring everyone knows their roles and responsibilities. While it’s important to delegate tasks, the PMP exam emphasizes that you should not attempt to offload your responsibilities onto others. However, there are times when you may need to rely on your team for their expertise, and ensure others do their job – the issue lies in ensuring that everyone fulfills their duties as assigned. If you encounter a challenge, it’s your responsibility to manage the situation, rather than trying to shift your own responsibilities onto others.

A Thoughtful Adjustment

Focus on seeking expertise from your team when appropriate. The collective knowledge of your team is a powerful resource, and collaborating with them for problem-solving is often the best way to move forward. While escalation or asking for outside help might sometimes be necessary, start by tapping into your team’s expertise to find a solution.

Always remember, you can do it. The PMP is a wonderful thing to achieve, and with dedication and practice, you can achieve it.

David McLachlan on LinkedIn

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What To Do If You Don’t Have A Product Owner

February 10, 2025PMPDavid McLachlan

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What Do You Do If You Don’t Have a Product Owner?

In an agile environment, the product owner plays a crucial role in prioritizing the backlog, ensuring that the most valuable features and fixes are addressed first. But what happens when there isn’t a product owner in place? This is a real-world scenario that many agile teams face, and understanding how to handle it is essential for keeping projects on track. Let’s explore how to navigate this situation effectively.

Understanding the Product Owner’s Role

The product owner is responsible for:

Managing and prioritizing the backlog
Acting as a bridge between stakeholders and the development team
Defining and refining requirements based on business needs
Ensuring that the team is working on high-value tasks

In an ideal scenario, the product owner makes prioritization decisions, ensuring alignment with business objectives. However, in some cases, teams may not have a dedicated product owner, leaving project managers or agile teams to fill in the gaps.

A Common Scenario: An Executive Stakeholder Requests a New Feature

Imagine you’re part of an agile team developing new features for an app. An executive stakeholder with significant influence approaches the team, requesting a new feature they believe is important. Typically, the product owner would determine whether to add it to the backlog and prioritize it accordingly. But if there is no product owner, how should the team respond?

Steps to Take Without a Product Owner

Assess Business Value and Impact

The first step is to determine whether the requested feature aligns with the product vision and objectives. Ask:

Does this feature support the overall business strategy?
What is the expected value versus the cost of development?
Will it impact other priorities already in progress?

Collaborate with the Team and Stakeholders

Without a product owner, decision-making should be collaborative. The project manager, Scrum Master, and key stakeholders can work together to discuss the feature’s feasibility and potential impact. Involve developers, designers, and other key team members in evaluating the effort required.

Use Cost-Benefit Prioritization

Prioritization in agile projects typically relies on cost-benefit analysis, considering factors like:

Revenue potential
Customer impact
Effort required for implementation

Alignment with current sprint goals

If the feature provides high value with minimal effort, it may be worth incorporating sooner rather than later.

Place the Feature in the Backlog

Even without a product owner, the team can place the feature request in the backlog. However, it should not be immediately prioritized over existing work without a thorough discussion. Ensure transparency by documenting the feature’s potential value and discussing it in backlog refinement meetings.

Avoid Unnecessary Work Before Prioritization

If the feature has not yet been prioritized, avoid spending time gathering detailed requirements or elaborating on it too soon. Agile follows rolling-wave planning, meaning details should only be worked out when a feature is scheduled for development.

Follow Agile Decision-Making Principles

If prioritization responsibility is unclear, establish a temporary decision-making framework. Some teams designate a lead business analyst, senior team member, or a committee to handle backlog prioritization until a product owner is assigned.

Communicate Decisions Transparently

If the team determines that the feature should not be an immediate priority, communicate this decision to the requesting stakeholder clearly. Provide reasoning based on business value, development effort, and existing priorities. If needed, offer an estimated timeframe for reconsideration.

Adapting to a Product Owner-Less Environment

While a product owner is a vital role in agile, teams can still function effectively without one by fostering collaboration, maintaining clear prioritization criteria, and ensuring transparency in decision-making. Agile is about adaptability, and by following structured prioritization methods, teams can continue delivering value even in the absence of a dedicated product owner.

If your team frequently finds itself without a product owner, consider advocating for one or assigning temporary responsibilities to an engaged business representative, to ensure that prioritization remains aligned with business needs. Until then, leveraging teamwork, structured analysis, and agile best practices will help keep projects moving forward efficiently.

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Is the PMP Relevant in the Real World?

February 5, 2025PMPpmp, project managementDavid McLachlan

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Is the PMP Worth It?

There has been a lot of talk lately about whether getting a PMP (Project Management Professional) certification is really worth it, and whether it is actually relevant in the real world.

Some people think it’s overhyped, while others believe it doesn’t really help with real-world projects. So, is does the PMP help you in real-world projects and in your career? Is the PMP really that important? Let’s dive into it!

What You Learn in the PMP

The PMP certification teaches you a lot of important skills to help you manage projects. It is a broad range of project skills and tools that you can pick and choose from, depending on your project situation.

It focuses on three main areas:

People – This includes skills like leadership, communication, negotiation, and working with different cultures. You’ll learn how to work well with your team and manage conflicts.
Process – Here, you’ll learn different ways to manage projects, like the “waterfall” method (where tasks are done step by step) and “agile” (where tasks are completed in small sections over time).
Business Environment – You’ll learn how to make sure your project is delivering the right value for the business. This involves learning how to prioritize and make good decisions based on the needs of the business.

These are the tools you need to become a great project manager. They will help you manage both people and tasks effectively.

What You Need to Become a PMP

To get the PMP certification, it’s not just about passing a test. You need to:

Have 3 to 5 years of experience leading a project.
Take 35 hours of project management education (this could be a class or an online course).
Pass a tough exam that has 180 questions and lasts about 4 hours.

It’s not easy, but it’s a great way to prove that you know how to manage projects well.

Comparing PMP to Other Certifications

There are other certifications like Six Sigma Black Belt, Prince2, and Certified Scrum Master (CSM), but each one teaches different things.

Six Sigma Black Belt is more focused on math and statistics along with the project and improvement tools, and it requires a lot of work. You need to complete two black-belt projects to prove your knowledge, and the exam is also around 4 hours long with 180 questions.
Certified Scrum Master (CSM) is easier to get. It requires just a two-day course and a short exam, but it only focuses on the Scrum method, which is just one way to manage projects.
Prince2 is another certification that focuses on following strict steps in project management. It is more useful in controlled environments, where everyone is following the PRINCE2 process. While it’s useful, it doesn’t give you as broad of a skill set as the PMP does. You don’t need any pre-requisites to sit for the PRINCE2 Foundation exam.

Why PMP is Still Relevant

The PMP stands out because in getting it, you have to learn everything you need to know to handle many different types of projects. It gives you broad knowledge, while other certifications focus on one specific part of project management. The PMP also helps you learn how to handle real-world problems in project management, from dealing with people to making tough decisions.

Final Thoughts

The PMP is not easy, but if you stick with it, you can do it! It will help you manage projects more effectively and give you the skills to deliver great results. Plus, many employers value the PMP certification because it shows you have the knowledge and experience to be a strong leader in project management.

If you’re thinking about getting your PMP, remember that with hard work and dedication, you can succeed. Keep studying and practicing every day, and you’ll be on your way to becoming a certified project management professional!

David McLachlan on LinkedIn

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The Ultimate PMP Project Management Prep Course (35 PDUs)

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50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)

Pre-made Project Management Plan Template: Save 100 HOURS!

The PMBOK Guide 8th Edition Draft – My Feedback

February 3, 2025PMPpmbok 8th edition, pmp, project managementDavid McLachlan

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A Look at the New Project Management Guide (PMBOK 8th Edition Draft)

Recently, the Project Management Institute released a draft version of their new guide for managing projects called the PMBOK Guide (Project Management Body of Knowledge). It’s slated for release in the last quarter of 2025 (around October), and this version will be the 8th Edition.

Over the past year, I’ve taught more than 30,000 students project management and helped them get their PMP (Project Management Professional) certification. I want to share with you how this new guide compares to the older editions, what has changed, and what my feedback is.

A Little History of the PMBOK Guide

The PMBOK Guide helps project managers learn the steps and skills needed to lead projects successfully. It has changed a lot over the years, with each new version seeing changes to reflect the changing nature of how projects are managed.

The 6th edition, which was released in 2017, is still my favorite! It gave clear steps for running a project from start to finish. The guide was divided into 49 processes that showed how to organize, plan, and control projects. It also covered things like how to use agile methods for each process, and how to manage project Quality, Procurement and Risks.

In 2021, the 7th edition was released, and it changed a lot. Instead of focusing on specific steps, it looked at how to improve the overall performance of a project. It also included tools and methods like models for leadership, organizational change and complexity, which helped project managers handle tough or ambiguous situations. This edition introduced principles like focusing on value, managing risk, and creating a strong project team. These principles were meant to guide project managers in every part of their work.

What’s New in the PMBOK 8th Edition Draft?

Now, let’s talk about the new PMBOK Guide 8th Edition. This edition is still in draft form, which means it’s open to feedback, but it’s already looking like it’s going to be very useful.

It takes out Quality as a process, and puts Procurement in the Appendix instead of the process groups. It also puts “Validating Deliverables or Scope” in the Executing group, instead of nearer to the end, before closing a project.

Other big changes in the 8th Edition’s draft so far are:

Fewer Principles

The 8th edition has reduced the number of principles from 12 to just 6. These principles focus on being a good leader, focusing on value, and making sure the project is sustainable and of good quality.

Project Foundations

The guide has brought back some important basics from the 6th edition, such as explaining what a project is, the environment in which a project happens, and what the project manager does. This helps new project managers understand the very basics before diving into the details.

Process Simplification

While the 6th edition had 49 processes, the 8th edition has shortened these into fewer, more streamlined steps. This could make the guide easier to follow, as it still includes key ideas about tailoring processes for different kinds of projects and handling the interactions between different areas of the project.

Sustainability

A new addition to the 8th edition is a focus on sustainability. This means project managers need to think about the environment and long-term impacts of their projects, something that wasn’t as emphasized in previous editions.

Artificial Intelligence (AI)

The 8th edition also talks about the role of AI in project management. AI can help project managers with planning, risk management, and decision-making, and the new guide explores how to use it in projects.

Tools and Techniques

One thing I really like is how the tools and techniques are organized in the back of the book. Instead of being scattered throughout, they are grouped together for easy reference. This makes it easier for project managers to find the information they need when they need it.

Feedback and Suggestions

I think the new PMBOK Guide 8th Edition can work, but there are still a few things I would change. For example:

Quality Management

In previous editions, quality management was a key part of the process. It was often its own section, and I think it should be kept as its own topic in the 8th edition, especially since quality teams are so important in large projects.

Agile Methods

Agile is a very popular way of managing projects now, so I think it should be included more in each of the processes. The 6th edition did a good job of including agile, and I’d like to see more of that in the 8th edition as well.

Procurement

In the 8th edition, procurement (the process of getting things for your project, like materials or services) has been moved to the back of the guide. I think it should be included in the main processes since it’s so important to project management.

Validating Deliverables

I would have the Sponsor (or accepting, paying customer) validate and accept the Deliverables before closing the project or phase, instead of having this during project Execution.

Other Recommendations

I would also recommend including the great models from the 7th Edition, such as the Complexity Models around VUCA and Cynefin and Stacey, Organizational Change models like ADKAR and PROSCI and the Bridges model, and Leadership models too.

Why This Guide Matters

No matter which edition of the PMBOK Guide you’re using, the goal is the same: to help project managers lead successful projects. I know from my own experience that learning the steps in these guides can make a huge difference. In fact, when I started using the 6th edition, my team’s project success rate went up dramatically. We went from delivering almost nothing to delivering features that saw a huge customer benefit to the company from 25% uptake to 75% uptake, because we followed the processes in the guide.

If you’re studying for the PMP exam or just learning about project management, keep going! It’s a challenging journey, but with hard work and the right resources like the PMBOK Guide, you can succeed.

I hope you found this overview helpful. Whether you’re learning about project management or already working as a project manager, remember that with the right skills and knowledge, you can lead any project to success!

Good luck, and I believe in you!

David McLachlan on LinkedIn

See more PMP articles:

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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)

The Ultimate PMP Project Management Prep Course (35 PDUs)

The Complete PMI-ACP Course: (28 PDUs)

50+ Project Management Templates in Excel and PowerPoint (Gantt Chart, Risk Matrix and more!)

Pre-made Project Management Plan Template: Save 100 HOURS!

Never Escalate, Never Close – Bad Advice for your PMP Exam

January 29, 2025PMPpmp, project managementDavid McLachlan

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Why “Never Escalate” is Terrible Advice for the PMP Exam

When studying for the PMP exam, you may hear advice like, “Never escalate,” or “Never close the project.” While it might sound like good advice at first, it can actually be harmful. The truth is, in some situations, you should escalate issues or even close a project to stay on track.

Let’s break down why these “rules” are not always the right choice.

Escalation is Sometimes Necessary

You might have heard that you should avoid escalating problems to the project sponsor or outside of your team. But sometimes, you really need to. Here’s an example:

Imagine you’re managing a project that was stopped a few years ago and is now being restarted. There are major changes to the project’s scope, and most of the budget has already been spent. Even worse, the Schedule Performance Index (SPI) is 0.3, and the Cost Performance Index (CPI) is 0.2 – both of which mean the project is way behind schedule and over budget.

What do you do in this situation? The correct answer is not to just keep going and hope for the best. Instead, you should escalate to the project sponsor and consider closing the project. In this extreme case, it’s almost like starting a new project, and it’s better to begin fresh with a new plan than continue with a failing one.

Another Extreme Example: Security Concerns

Here’s another example of why escalation might be necessary. Let’s say you’re working on a critical defense project. One of your stakeholders informs you that a team member has faked their security clearance to join the team. You confirm this is true. This is a serious issue!

In this case, the right answer is not to provide training or adjust the project schedule. The extreme risk posed by this team member means you must remove them from the project immediately. The situation calls for a direct and immediate response to avoid more significant problems.

Tailor Your Approach

The key takeaway from both of these examples is to tailor your approach to the situation. If you’re dealing with a normal project situation, where things are going according to plan, then yes, you can be collaborative, update plans, and train your team. But when things go wrong, such as with major delays or security risks, you must be willing to escalate or even close the project if necessary.

In extreme cases, like the ones above, acting quickly and decisively is crucial to deliver value and avoid bigger problems down the road.

Final Thoughts

Never saying “never” is important when it comes to the PMP exam. Sometimes escalating issues or closing a project is the right choice, especially in extreme situations. By tailoring your approach based on the situation, you’ll be better prepared to pass your PMP exam and manage projects effectively.

Good luck with your studies – I believe in you!

David McLachlan on LinkedIn

See more PMP 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)

The Ultimate PMP Project Management Prep Course (35 PDUs)

The Complete PMI-ACP Course: (28 PDUs)

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The PMP Cheat Sheet – Are You Ready for the Exam?

January 27, 2025PMPpmp, project managementDavid McLachlan

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Are You Ready for the PMP Exam? Here’s a Simple Cheat Sheet to Find Out!

If you’re wondering whether you’re ready to take the PMP exam, you’re not alone. Many people ask the same question. The PMP exam is tough because it tests your knowledge of project management, which can be challenging. But don’t worry! There’s a way to figure out if you’re ready, and I’m here to help.

Over the past year, I’ve spent a lot of time learning from practice questions and teaching thousands of students to pass the PMP exam. I’ve created a cheat sheet to help you prepare. Let’s break it down into three simple sections: People, Process, and Business Environment.

1. People: Understanding the Team

The first area is all about the people involved in the project. This is the largest part of the exam, making up 42%. Here’s what you need to know about the people you’ll work with:

Roles and Responsibilities: Understand the roles of the project sponsor, project manager, team members, and others involved.

Conflict Management: Learn five ways to solve problems and when to use each technique.

Negotiation: Know how to negotiate for resources and get things done.

Leadership: Learn about leadership styles, like servant leadership, which is most important for the PMP exam.

Team Communication: Understand how to communicate clearly with your team and stakeholders, and use tools like the basic communication model.

Emotional Intelligence: Be aware of your own feelings and how to manage them to work better with others.

This part also includes other things like stakeholder analysis and managing the team’s progress. If you’re familiar with these ideas, you’re on the right track!

2. Process: Managing the Project

The second section, which makes up 50% of the exam, focuses on project management processes. These processes are divided into Predictive and Agile methods.

Predictive Process:

Planning: You’ll need to understand how to develop a project plan, define the project scope, schedule, and budget.

Scheduling: Know how to use tools like critical path method, precedence diagrams, and float/slack to keep your project on track.

Risk Management: Understand how to identify risks, create a risk register, and come up with responses.

Monitoring: You’ll need to know how to check your project’s progress and handle any changes.

Closing: Finally, you’ll need to know how to properly close a project and deliver it to the customer.

Agile Process:

In Agile, projects are managed differently, often in short bursts called Sprints. You’ll need to know:

Product Backlog: This is where work is stored. Learn how the product owner prioritizes the tasks.

Sprints: A team works on tasks during a Sprint. Afterward, they review their work with the customer and make improvements for the next Sprint.

Ceremonies: These are meetings like daily stand-ups and Sprint reviews that help the team communicate and solve problems.

Both of these processes are important to understand because they make up a huge portion of the PMP exam. If you know how these work, you’re in a good spot!

3. Business Environment: Delivering Value

The last part of the exam focuses on delivering value, which makes up 8% of the exam. As a project manager, you must be able to:

Understand Business Needs: Know how to create a business case to explain why a project is needed and how it will deliver value.

Measure Value: Use tools like cost-benefit analysis, net present value, and return on investment to measure the project’s success.

Align with Organizational Goals: Your project should support the bigger goals of the organization.

Even though this section is smaller, it’s still important to know how projects create value for the company or customer.

Are You Ready?

Now that we’ve covered the three main areas of the PMP exam—People, Process, and Business Environment—take a moment to think about what you know. Do you feel confident in these areas? If not, it’s okay! You can always go back and study the areas where you feel less prepared.

Remember, studying for the PMP exam takes time, but with effort and focus, you can do it. Stay positive, keep learning, and you’ll be ready to pass the PMP exam. I believe in you!

Good luck, and keep up the great work!

David McLachlan on LinkedIn

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The PMP Fast Track

January 22, 2025PMPpmp, pmp fast track, project managementDavid McLachlan

The Fastest Way To Get Up to Speed For Your PMP

I’ve helped over 30,000 students get their PMP certification and answered over a thousand practice questions directly from PMI over the last year. Because of that, I’ve learned a few key things that really work when answering questions on your PMP exam. It’s the PMP Fast Track because it’s the fastest way to get up to speed for your PMP Exam, even if you’re not great at taking tests or how much you’ve studied the materials.

These tips will not only help you understand what you need to know for your exam, but they’ll also show you how to answer questions more confidently. I’ve included these strategies available for download in my Udemy course, which you can find in the link below. By giving this away for free, I want to give back and share what I’ve learned. It truly changed my career, and I want to help you do the same.

Three Key Areas of the PMP Fast Track

There are three main sections to the PMP Fast Track:

People: This includes leadership, conflict management, and working with people on your team.
Process: This covers both agile and predictive processes and knowing what to do at each phase of your project.
Business Acumen: Delivering value, which is the ultimate goal of project management.

General Exam Tips

Let’s dive into the general tips to help you ace your exam. You’ll face a lot of scenario-based questions on the PMP exam, and many answers might seem correct, but only one is the most correct.

Here are five simple tips to guide you:

1. Highlight Keywords in the Question:

When you read a question, note the keywords or use the digital tools to highlight important keywords. Is it about Risk? Scope? Conflict? Procurement?

This helps you focus on what the question is really asking.

2. Identify the Project Methodology:

Figure out if the project is predictive, agile, or hybrid. This will change how to respond to the question.

3. Identify the Core Topic or Principle

What is the question asking us to do? What is the core topic? Is it Risk? Change Control? Scope decomposition? Leadership? This will be a topic from the PMBOK Guide.

4. Strike Through any Answers that Don’t Relate to that Topic

Once you’ve figured out the main topic, remove any answers that don’t relate to it. This makes your decision easier.

Now – select one of the remaining answers!

Know Your Timing:

You have 230 minutes to answer 180 questions, which is about 1 minute and 15 seconds per question.

At 60 questions you should have 155 minutes remaining,
At 120 questions, you should have 80 minutes remaining.

Keep an eye on the clock, and make sure you’re on track.

Answer Every Question:

Don’t leave any questions blank. Even if you’re unsure, make an educated guess. You won’t get points for questions you don’t answer.

These tips alone can help boost your score and make sure you approach the test with confidence.

People Skills in Project Management

Now, let’s talk about people – a huge part of the PMP exam. As a project manager, you’ll need to manage conflict, communicate with your team, and make decisions that help your project succeed.

Here are three important strategies to start with:

Deliver Value: Your main goal is always to deliver value, and deliver the project. If an action doesn’t ultimately help deliver value, it’s probably not the right answer.

Be Direct and Collaborative: If something goes wrong, don’t avoid the problem. Go straight to the source and work together to solve it.

Be Honest: Never try to shift responsibility to someone else. Always take ownership and be honest about the situation.

Problem Solve, Problem Solve, Problem Solve

You will have many possible answers, but the best answer often has something to do with Problem Solving on your project.

Find and solve the Root Cause of the issue, before using any money.
Make sure you’re solving the right problem (e.g. is it the Team? Is it the Supplier? Is it a Plan you need to review?) – use key words in the question.

The Problem Solving process is:

Define the problem
Identify the Root Cause
Brainstorm Solutions with your team
Choose the best one (prioritize solutions)
Implement it
Verify that it worked

The key here is to always get to the root cause of the issue. Look for keywords in the question, and focus on solving the real problem, not just covering it up.

Conflict Resolution

Conflicts happen on every project, and you’ll need to know how to handle them. Here are some conflict resolution strategies:

Problem-Solving: Working with your team to find a solution where everyone wins and value is delivered. This is the most effective way to resolve conflict.

Compromising: If both sides need to give a little, compromising can work – but it’s not always the best solution.

Accommodating: We may need to accommodate others if there is an extreme power imbalance (e.g. Project Sponsor).

Avoiding and Forcing: These are less ideal options. Avoid these unless absolutely necessary.

Know Roles and Responsibilities

It’s also important to understand the roles of everyone involved in the project:

The project manager: Ensures the work gets done, ensures team members are adequately trained (the team may help, with job shadowing etc.)

Project sponsor: Provides funding and initiates the project through the Project Charter. They sign off and accept the deliverables.

Team members: Provide estimates on the work, and perform the work.

Vendors: are responsible for their deliverable, as outlined in the contract.

Agile and Predictive Processes

Next, let’s talk about processes. In the PMP exam, you’ll need to understand both agile and predictive (waterfall) project management processes.

Here are the key things to remember:

Agile Process:

Look for keywords like Iterations or Sprints, Scrum master, Servant Leader, Product owner, Retrospective, MVP, Stand-up, Spikes, Kanban Board, Demonstration or Review.

The Product Backlog and Product Roadmap are high level deliverables.
The Sprint backlog is more detailed (like a work package) with User Story Cards that have acceptance Criteria.

The Definition of Ready and Definition of Done are created with the team, and are the criteria for when a piece of work is ready to be worked on, and complete (ready to be released).

The team also work together to create their way of working agreement – the Team Charter.

Always make things visible in your team Information Radiator – real project information on the walls in your team area. No documents or reports.

Use a Kanban Board to view how work is flowing, see where work is building up, and limit Work in Progress in each column.

Always demonstrate real products with the customer. Always speak with the customer directly about their requirements (ideally face-to-face).

Protect the team from impediments, blockers and diversions. Remove blockers and coach the team for growth. This is Servant Leadership.

Know your Agile Ceremonies:

Iteration Planning: At the start of each work cycle (called an iteration), the team gets together to plan. They decide what tasks to work on next.
Daily Standups: The team meets every day to talk about what they’ve done, what they plan to do next, and any problems they’re facing. This helps everyone stay on track.
Iteration Review: At the end of the cycle, the team shows what they’ve accomplished, often with the customer or product owner.
Retrospective: After each cycle, the team looks at how they worked together. They discuss what went well, what didn’t, and how to improve next time.

In Agile, there are specific roles:

Product Owner: Prioritizes the work (decides what needs to be done first and what can wait), and represents the customer. Owns the Product Backlog and Product Roadmap.
Scrum Master: This person helps the team by removing any roadblocks, coaching the team, and making sure everyone feels safe to speak up.
Team Members: These people do the work. They need to be flexible, with knowledge in many areas, like design, business, and development.

Predictive Process:

This is the traditional approach to project management, where you plan everything upfront and follow a set sequence of steps. Understand the project phases and know what steps are involved in each phase (initiation, planning, executing, monitoring, and closing).

The Business Case leads into the Project Charter, which Initiates a Project. Check the Project Charter for high-level goals and deliverables.

You’ll need basic mathematics:

General earned value management:

Planned Value – What we said we would have completed at this point in time.
Earned Value – What we have actually completed at this point in time.
Actual Cost – What we have actually spent at this point in time.

SPI and CPI: over 1 = more value delivered than we said we would.

SV and CV: Positive = more value delivered than we said we would.

Know your Processes and your Plans and Documents. Each Plan has the Roles and the Process for how each area is handled, e.g. Scope, Schedule, Cost, Quality, Procurement, Risk.

Stakeholder Engagement Plan:

Use this and your Stakeholder Register for finding people, adding people, who and how to engage.
Identify stakeholders and classify them (e.g. Impact and Influence) so you know who to engage.
Use your Communications Management Plan for how and what to communicate.

Scope Management Plan:

Requirements come from the customer,
We turn these into our Scope Statement, WBS and Work Packages.
The Customer can verify the Scope through Quality Control,
The Project Sponsor (or whoever is paying) signs off on the Scope once complete.

Schedule Management:

We break down work packages into activities to place on a schedule.

Know your Precedence Diagramming:

FF (Finish to Finish)
FS (Finish to Start)
SF (Start to Finish)
SS (Start to Start)

Float or slack: Available room to move an item without affecting others or the project.

Critical Path: Shortest project duration: path of tasks that must be done in sequence.

Using Leads: We are leading it forward – it can come closer to us.
Using Lags: The activity is lagging behind – we can move it back.

Fast Tracking is preferred: Performing activities in parallel.
Crashing if under budget: Adding resources and cost. Increases Risk.

Estimate With Your Team:

Know your:

3 Point / Triangular estimation (O + ML + P) / 3
Or Beta / PERT estimation (O + 4x ML + P) / 6

Bottom-up estimation: Adding up the lower-level items (e.g. work packages) (takes longer, more precise)

Analogous estimation: Using a similar project or deliverable to estimate. (faster, less precise)

Parametric estimation: Using a parameter like $30 a meter.

Know Your Change Management Approach:

In predictive we can’t make a change to any baselined Plan or Deliverable without going through the formal change control process.

Change Management Process:

Any stakeholder can raise a change,
Note the change in the Change Log,
Analyze the impact to Cost and Schedule,
Take the change to the approvers (e.g. CCB),
Communicate the outcome (approved, rejected, deferred),
Note outcome in the change log and proceed.
Found or created in our Change Management Plan.

Risk Management

An Issue has happened, note it in the Issue Log.

A Risk could happen in the future, note it in the Risk Register.

Identify or brainstorm risks with your team,
Log and update them in the Risk Register,
Classify risks by likelihood and impact (1 to 5),
Respond to highest risks early.
If a risk was previously identified, try and use the Risk Response first.

Know your Risk Responses:

Accept: Noting the risk but not doing anything.
Mitigate: Taking an action to address the risk.
Transfer: Using insurance or transferring to another party.
Escalate: If we don’t have the authority to address it.
Avoid: Removing the scope that causes the risk.

Procurement Management:

Statement of work: what needs to be done by the Vendor / Seller.
Always check the Contract if there is a dispute.
We can help problem solve, but the Vendor is responsible for their deliverable. NOT us.

Do not to delay the project – use the different contract types to manage uncertainty.

Fixed Price: When scope is clear and stable,
Cost Reimbursable: If scope is expected to change (e.g. cost + incentive fee)
Time & Materials: Cost of seller’s time and materials, ongoing.

Closing the Project

Know the closing process and general steps:

Finalize any open claims,
Confirm formal acceptance,
Ensure transition to operations,
Formally release resources,
Finalize and close any accounts,
Final lessons learned,
Archive project information,
Measure product benefits.

You will need to combine Agile and Predictive as sometimes projects use both methods together. This is called a hybrid approach. For example, a project may follow a predictive plan but use Agile techniques for certain parts of the project. This gives teams the flexibility to adapt when needed while still keeping the overall plan in place.

Conclusion

By using these strategies, you’ll be prepared to answer questions more effectively and with confidence. The PMP exam tests your ability to solve real-world problems, manage people, and know your processes. So focus on the fundamentals, stay calm, and use your knowledge of people, process, and problem-solving to succeed.

Good luck, and I hope these tips help you pass the PMP exam and take your career to the next level!

David McLachlan on LinkedIn

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