The Phase Approach
Within the structure of a project, there are five phases: Initiation, Planning, Execution, Control, and Closing. Some people study for the exam by using each phase as a separate study area, looking at the key components from initiation, planning, and so on. Although this works well when looking at a project from its inception, it becomes very difficult to place management actions only in one phase. For instance, you will be doing project risk management throughout the entire project. You do not simply do a risk plan once and leave it. Risk is managed in every phase, and so are many other project plans.
What is helpful in managing a project with the phase approach as your model is that you can see the dependencies that occur throughout an entire phase as well as the entire project, and you are able to see the different ways in which certain things will interact during the project. Working through and planning the project phases is the best way to manage an actual project, and the phase approach of study will help to explain how the actual flow of a project occurs.
In this book, we will discuss the five phases, and we will tie two phases together because phases overlap during a project. So Initiation and Planning are the topic of one chapter, Planning and Execution are the topic of another, and so on. It is impossible to actually manage a project without overlapping phases.
One other reason that the phase approach is used is that some topics do not fit exactly into one knowledge area from the PMBOK. These are the topics that are discussed in the phase part of the book. Although there is some redundancy between phase topics and knowledge areas in terms of content, looking at the topics from different viewpoints will help you with the examination.
The Knowledge Area Approach
This is the way the PMBOK is structured. There are nine separate areas of study: Integration, Scope, Cost, Time, Quality, HR, Communications, Risk, and Procurement. Each knowledge area is given a chapter in the PMBOK that explains the facts that PMI thinks are important in the study of the particular topic. Most of the chapters are fairly short. The problem is not how long or short the knowledge area chapters are in the book; it's the fact that there is so much to learn in each topic that each chapter could be a doctoral dissertation area. This book will give you the knowledge that is required in a certain study area to satisfy testing requirements and also will link it to the rest of the areas because there are constant interactions between knowledge groups when a project is actually going on.
Because PMBOK is structured by knowledge areas, it would seem that you should study this model. Actually, if you only had one way to look at the exam and actual project management performances, that would be true. But the PMBOK doesn't give you everything you need to know about passing the test, nor does it have depth in more demanding project management practice areas. So it will be one of the learning models we will concentrate on for the test, but it is not the only model for preparing for the test.
How Is the Test Constructed?
The test consists of 200 questions over the nine knowledge areas and the five phases. According to PMI, here are the percentages of questions asked by phase.
Phase
Percentage
Initiation
4
Planning
37
Execution
24
Control
28
Closing
7
Note that the Planning/Execution/Control phases comprise 89% of the test and that Planning has the most questions of all on the examination. Concentrate on these areas because that is how the examination is written.
Why Do People Fail This Exam?
There are many reasons people fail an exam. The most common reason is that they didn't study enough. There are many good books available on the PMI examination that basically consist of a list of potential questions. These are very helpful in getting used to the styles of questions, and they help get the test taker more comfortable with the exam.
However, this type of studying comes apart if you memorize answers to specific questions instead of learning the content of the material. This book will give questions because questions are a good learning aide. But there will also be discussion about the answers so that the test taker understands what both the question and the answer mean. Do not just learn long lists of questions; learn the topic.
Another reason people fail a test of this type is that they fail to read all of the answers. There are several questions on the exam that have two answers that are very close. Your job is to understand the answer that PMI wants and use it. By failing to read all of the questions, your answer may not be the one that PMI is looking for. Within this book, we'll be looking at the questions through the eyes of the PMBOK.
People come up to me all the time and say, "I've been a project manager for more than 20 years. Do I need to study for the exam?" The answer is a resounding yes. I've known excellent PMs who weren't certified and who took the exam without a class and without using a book like this. Most of them failed to pass. It may be that the experience is there but learning the style of the PMBOK is critically important. So use this book as a platform to understand what is expected of you for the PMP exam.
When Should I Apply to Sit for the Exam?
As soon as you have finished studying and you feel ready. When teaching the exam for PMI, I wanted the students to have their test dates scheduled at least half way through the class so that they would be taking the exam only a week or two after finishing. This is the standard way you have tests scheduled in an academic setting. It would be highly unusual for a school to schedule an examination covering a course that you had a half a year ago. You do not need a lot of extra study time after you've taken a course. The time immediately after taking a course is the time when the information is at the front of your consciousness. Submit your request by email (not snail mail) and be ready to go and pass the exam.
Within the structure of a project, there are five phases: Initiation, Planning, Execution, Control, and Closing. Some people study for the exam by using each phase as a separate study area, looking at the key components from initiation, planning, and so on. Although this works well when looking at a project from its inception, it becomes very difficult to place management actions only in one phase. For instance, you will be doing project risk management throughout the entire project. You do not simply do a risk plan once and leave it. Risk is managed in every phase, and so are many other project plans.
What is helpful in managing a project with the phase approach as your model is that you can see the dependencies that occur throughout an entire phase as well as the entire project, and you are able to see the different ways in which certain things will interact during the project. Working through and planning the project phases is the best way to manage an actual project, and the phase approach of study will help to explain how the actual flow of a project occurs.
In this book, we will discuss the five phases, and we will tie two phases together because phases overlap during a project. So Initiation and Planning are the topic of one chapter, Planning and Execution are the topic of another, and so on. It is impossible to actually manage a project without overlapping phases.
One other reason that the phase approach is used is that some topics do not fit exactly into one knowledge area from the PMBOK. These are the topics that are discussed in the phase part of the book. Although there is some redundancy between phase topics and knowledge areas in terms of content, looking at the topics from different viewpoints will help you with the examination.
The Knowledge Area Approach
This is the way the PMBOK is structured. There are nine separate areas of study: Integration, Scope, Cost, Time, Quality, HR, Communications, Risk, and Procurement. Each knowledge area is given a chapter in the PMBOK that explains the facts that PMI thinks are important in the study of the particular topic. Most of the chapters are fairly short. The problem is not how long or short the knowledge area chapters are in the book; it's the fact that there is so much to learn in each topic that each chapter could be a doctoral dissertation area. This book will give you the knowledge that is required in a certain study area to satisfy testing requirements and also will link it to the rest of the areas because there are constant interactions between knowledge groups when a project is actually going on.
Because PMBOK is structured by knowledge areas, it would seem that you should study this model. Actually, if you only had one way to look at the exam and actual project management performances, that would be true. But the PMBOK doesn't give you everything you need to know about passing the test, nor does it have depth in more demanding project management practice areas. So it will be one of the learning models we will concentrate on for the test, but it is not the only model for preparing for the test.
How Is the Test Constructed?
The test consists of 200 questions over the nine knowledge areas and the five phases. According to PMI, here are the percentages of questions asked by phase.
Phase
Percentage
Initiation
4
Planning
37
Execution
24
Control
28
Closing
7
Note that the Planning/Execution/Control phases comprise 89% of the test and that Planning has the most questions of all on the examination. Concentrate on these areas because that is how the examination is written.
Why Do People Fail This Exam?
There are many reasons people fail an exam. The most common reason is that they didn't study enough. There are many good books available on the PMI examination that basically consist of a list of potential questions. These are very helpful in getting used to the styles of questions, and they help get the test taker more comfortable with the exam.
However, this type of studying comes apart if you memorize answers to specific questions instead of learning the content of the material. This book will give questions because questions are a good learning aide. But there will also be discussion about the answers so that the test taker understands what both the question and the answer mean. Do not just learn long lists of questions; learn the topic.
Another reason people fail a test of this type is that they fail to read all of the answers. There are several questions on the exam that have two answers that are very close. Your job is to understand the answer that PMI wants and use it. By failing to read all of the questions, your answer may not be the one that PMI is looking for. Within this book, we'll be looking at the questions through the eyes of the PMBOK.
People come up to me all the time and say, "I've been a project manager for more than 20 years. Do I need to study for the exam?" The answer is a resounding yes. I've known excellent PMs who weren't certified and who took the exam without a class and without using a book like this. Most of them failed to pass. It may be that the experience is there but learning the style of the PMBOK is critically important. So use this book as a platform to understand what is expected of you for the PMP exam.
When Should I Apply to Sit for the Exam?
As soon as you have finished studying and you feel ready. When teaching the exam for PMI, I wanted the students to have their test dates scheduled at least half way through the class so that they would be taking the exam only a week or two after finishing. This is the standard way you have tests scheduled in an academic setting. It would be highly unusual for a school to schedule an examination covering a course that you had a half a year ago. You do not need a lot of extra study time after you've taken a course. The time immediately after taking a course is the time when the information is at the front of your consciousness. Submit your request by email (not snail mail) and be ready to go and pass the exam.