The PMP does have trick questions. They are designed specifically to catch people who are coming in with little formal process experience, those who have thumbed through the PMBOK a few times and are now going to rake me exam. These people try to rely on their work experience, which often does not line up with PMI’s prescribed method for doing things. As a result, they typically don’t even come close to passing the exam. At times, however, these trick questions can also fool a seasoned pro! Listed below are some techniques you can use so mat you will not fall into these traps:

Follow the Process

This is always the right answer. There will be questions on your exam that give you “common sense” scenarios that will give you a seemingly innocent way to skip the formal process and save time, or perhaps avoid some conflict by not following procedure. This is almost certainly a trap. The right answer is to follow PMI’s process! Do not give in to pressure from irate customers, stakeholders, or even your boss to do otherwise.

Don’t Take the Easy Way Out

There will often be choices that allow you to pose one a difficult decision, dodge a thorny issue, or ignore a problem. This is almost never the right thing to do for questions on the exam.

Study the Roles

By the time you take the exam, you should be confident about the roles of stakeholders, sponsors, customers, team members, functional managers, the project office, and most importantly, the project manager. Expect several ‘who should perform this activity’ type questions. If you have absolutely no clue, guessing the “project manager” is a good idea.
Additionally, understand the difference between the different types of organizations (projectized, matrix, and functional). Most of your questions will pertain to matrix organizations, so focus your study on that one.

Hours of audio and video + 1000′s of sample questions + 2 Guarantees in 1 PMP test prep package. Super affordable, less than cost to fill up your gas tank. http://www.pmtestprep.com

Practice as many pmp exam questions as possible in various formats to ensure you can pass the exam successfully.

Article By: Dionte Terry

Article Source: http://EzineArticles.com/?expert=Dionte_Terry

 Before getting into details:

Lets remember that, PMI’s PMBOK® has been accepted as a standard in project management globally and it’s a ‘robust’ and ‘stable product’. There are no major process redefinitions. Only the improvements, clarifications, regrouping, renaming to continue with ‘verb-noun’ standards.

 To begin with Good News:

• Its not a drastic change, so if you have studied PMBOK® 3 and can not take the exam before June 30^th 2009. Don’t worry too much about it.
• The changes and revisions are more to do with clarifications, removing process overlaps, improved graphics and figures.

 To ‘manage’ and ‘mitigate’:

• - PMI Members will not receive the CDs of the PMBOK®, although PMBOK® can be downloaded from the pmi.org website (I think this feature is currently disabled)

 Getting into details: For best understanding, changes to processes can be categorised as

• New, Renamed & Deleted processes
• Rearranged processes

 The table below lists the names of the processes, for each process group which are either new, renamed, deleted

 New, Renamed & Deleted Processes

Rearranged Process

 How it affects the PMP® Exam candidates?

• In the exam its critical to use the current terminologies, therefore, if you are going to take PMP® exam after 30^th June 2009, then use the terminologies, processes, tools and techniques as described in PMBOK® 4^th edition.

 How it impacts practioners:

• As a process improvement envangelist and PM practitioner, I always wlecome improvements. Therefore, I think such new changes are only going to bring ‘positive’ improvements to the projects.
• There will be better PM vocabulary and better project communication in the PM community.

 P.S.

• Having acronym, PMP®, just after your name is never enough. Its about life long learning.  It’s the beginning.

I recently encountered a woman who was repatriating back to the US, having spent much of the past 15 years in Europe. She had extensive project management experience and had her own consulting company in Europe. She said that, as part of her ‘re-integration’ to the US market, she needed a certification, a credential that would carry some weight and open some doors, as many people she was meeting were asking her. We discussed the PMP, but after a few days, she remarked to me that she was aghast at how things had changed in the US during her time abroad. She expressed that she thought this whole certification ‘craze’ was difficult and bureaucratic, and she questioned the value of it.

Undoubtedly there are some frustrations and challenges with certifications today, as there are processes, procedures, and rules to consider. However, I think that is only ‘one side of the coin’. Yes, you have to work hard to get certified, and you need to make the effort to remain certified. You also need to five careful consideration and identify which certification(s) make the most sense for your career.

At the same time, most of us can easily identify individuals who are not certified that arguably are better at what they do than some who are certified. But, in all honesty, it would be hard refute the statement that certifications in general raise the level of personal performance, and that they also raise the level of collective or organizational performance.

The ‘other side of the coin’ for professionals, I think, is that certifications present an opportunity for you to take charge of your own career. Times today are different that the ‘pre-certification’ era, where professionals generally had steady, long-term jobs with a single organization that often provide training and indoctrination in their way of doing business.

While that is great in many ways, and it worked for those times, there was less control and mobility among professionals. A lot of people who operated in such an industry had experienced painful layoffs, particularly when the workplace rules had shifted. The changing rules of the workplace are a good place to start thinking about the ‘other side of the coin’ regarding certifications.

Getting more control over your work life is what the ‘other side of the coin’ offers. And the world demands it today. You are more likely to be in a profession than a company for the long term. And, if you desire, you have the opportunity to transition among various professions, in part by leveraging your ability to earn certifications. Here are 7 quick positives that I see on ‘the other side of the coin’:

1. A certification can provide you with a degree of job security.

2. A certification can provide you with a gateway to independent consulting.

3. Certifications will help determine what the minimum skill levels are.

4. Certifications help to promote collegiality among professionals, creating for you a network based on a common background.

5. Certification can help you make a career change.

6. Certification can provide a career ladder, where you might not be climbing an organizational hierarchy.

7. Certification can very definitely enhance your skills!

So, how can you translate those listed positives on the ‘other side of the coin’ into real life for yourself? Here are some more examples of how certification can help you as a professional, no matter what stage of your career. These 5 examples show some different individual situations, and you may see yourself in one or more of these situations. Career paths, certification decisions, and options are personal and depend on your background, interests, and goals:

1. An individual with PMP certification might enhance their skills by earning the PRINCE2 certification, and thus learn a different and more ‘prescriptive’ approach. The mix is reputably powerful.

2. A PMP working in the IT Department in a large organization might find that they can enhance their skills, credentials, and value for their specific area by earning an ITIL (Information Technology Infrastructure Library) certification.

3. An application developer might be certified in specific technologies, such as Java, Visual Basic, C , Oracle, and more, but might desire to more toward a managerial role. The CAPM or PMP certification might offer a structured and realistic way to acquire those skills and credentials to be in position for those opportunities.

4. Someone who has earned the PMP might be asking “What’s next?” Certification provides alternatives, like earning the PgMP (Program Management) or Six Sigma certification.

5. A CAPM certified professional might be gaining experience, but might also want to accelerate their progress while they gain experience. An alternative like the Business Analyst (ABAP) certification might make sense to them.

The key is to develop your own customized plan for the future, and get pretty specific about the next few years. Like so many other successful people, you can leverage the reality of certifications in today’s world as an opportunity to advance your own career.

About the Author:

The research for this article was provided by Project Management Training Online, a leader in online project management training. For details on the statistics, see “What Are PMP Candidates Looking for In Online PMP Prep Training?” at PMcrunch.com.

Article Source: http://www.articlesbase.com/business-articles/certification-crazy-check-the-other-side-of-the-coin-772713.html

The PRINCE2 Practitioner Exam tests understanding of the PRINCE2 terminology and principles, as well as the ability to apply, analyse and evaluate the PRINCE2 method within given project situations. It is aimed at those who aspire to, or already have, responsibility for project management.
The Exam Structure
- 9 topics, each focusing on one of the 11 syllabus areas (these are: the 8 PRINCE2 components; the PRINCE2 process model; Product-based Planning technique; the PRINCE2 Quality Review technique)
- 40 marks per topic
- 50% pass-mark (180/360 total marks)
- 3 hour exam
An annotated copy of the PRINCE2 manual, annotated by the candidate, is allowed to be taken into the exam. No other study materials or revision notes are allowed. The exam paper contains a Scenario Booklet, which describes a case study, including information about the candidate2019s role (appropriate to the level expected of a recently-qualified PRINCE2 Practitioner), and the history and status of the project.

The Competencies

Each topic is made of up sub-sections, which are intended to examine different competencies.
- Knowledge (familiarity with key terms and principles of the PRINCE2 method)
- Comprehension (undertanding of the material, demonstrated through the ability to interpret the key terms and principles in one2019s own words)
- Application (use of the key terms and principles of the PRINCE2 method within a particular project situation)
- Analysis (the ability to break down the PRINCE2 method into its component parts, to explain the relationships between these parts. Typical questions ask the candidate to identify errors in the application of the PRINCE2 method to a given situation)
- Evaluation (critiquing or justifying the application of the PRINCE2 method in a given situation)

These competencies, and their corresponding sub-sections, are ranked according to difficulty (with “Knowledge” as easiest and ”Evaluation” as most difficult). The proportion of marks available for each question, indicated at the start of the sub-section, reflect this increasing complexity. A maximum of 30% is awarded for sub-sections testing knowledge and comprehension. It is therefore impossible to pass the Practitioner Exam without demonstrating the ability to apply, analyse and evaluate the PRINCE2 method.

The Questions
There are three main question types:

Multiple Choice, True/False and Multiple Response (select the correct answer(s) from a range of possible responses)

Matching and Sequencing (determine the relationship between items, by placing them in sequence, or linking the items in two lists)

Assertion/reason questions The Assertion/reason questions are most difficult. These consist of two statements, one of which is referred to as an ”Assertion”, and the other as a ”Reason”. The candidate must determine whether either or both of these statements is accurate. If both are accurate, then the candidate must decide whether the ”Reason”  is an accurate explanation for the ”Assertion”.

Assertion/reason questions carry three marks, but partially-correct answers receive nothing. It is therefore important to consider carefully each element of the question. It is perfectly possible for the 201CAssertion201D to be incorrect, but for the 201CReason201D to be an accurate statement.

Revision Strategy While you are allowed to refer to the PRINCE2 manual during the examination, relying on this for basic knowledge may waste time that could be spent considering more difficult questions. If you scored highly in the Foundation Exam then you should have the core understanding necessary for applying the PRINCE2 method at Practitioner level. Even so, it is a good idea to revise the PRINCE2 method thoroughly in advance.
Exam Strategy Read the Scenario Booklet carefully before starting the exam, and try to identify the elements of the PRINCE2 method that have been applied to the project. Keep an eye out for flaws in its application. It is easy to assume that timing is not an issue when the exam is 3 hours long. However, the 360 marks available allow only 30 seconds per mark. A question worth six marks, therefore, should take approximately three minutes, while a question worth two marks should take only one minute.

It is a good idea to read through the entire paper first, then to attempt the simpler questions, and finally to go back to the more difficult. This ensures that easy marks are not lost by mis-estimation of the time available. There is no negative marking in this exam, so answer every question, even if you are uncertain of your answer. The PRINCE2 Practitioner Exam has an 88% pass-rate. Geared towards a higher level of understanding and competence than the Foundation Exam, it is a rigorous test of practical analytical abilities. These can be honed and best applied by working through practice questions, and by considering the internal structure and the application of the PRINCE2 method in detail.
PRINCE2 is a trademark of the Office of Government Commerce

About the Author:

Simon Buehring is a project manager, consultant and trainer. He works for KnowledgeTrain which offers training in PRINCE2 project management and PRINCE2 trainingin the UK and overseas. Simon has extensive experience within the IT industry. Contact him via the KnowledgeTrain project management training website.

Article Source: http://www.articlesbase.com/tutoring-articles/passing-the-prince2-practitioner-exam-631159.html

Quality Management Facts The cost of quality is the money spent investing in training; in meeting requirements for safety and other laws and regulations; and in taking steps to ensure quality acceptance. The cost of nonconformance is the cost associated with rework, downtime, lost sales, and waste of materials. Some common quality management charts and methods include the following: Ishikawa diagrams (are also called fishbone diagrams) are used to find cause-and-effects that contribute to a problem. Flow charts show the relationship between components and the flow of a process through a system. Pareto diagrams identify project problems and their frequencies. These are based on the 80/20 Rule: 80 percent of project problems stem from 20 percent of the work. Control charts plot out the result of samplings to determine if projects are ‘in control’ or ‘out of control.’

Kaizen technologies comprise approaches to make small improvements in an effort to reduce costs and achieve consistency. Just-in-time ordering reduces the cost of inventory but requires additional quality because materials would not be readily available if mistakes occur. Human Resource Facts There are several human resource theories the PMP candidate should be familiar with on the PMP Exam. They are the following: Maslow’s Hierarchy of Needs There are five layers of needs for all humans: physiological, safety, social needs (such as love and friendship), self-esteem, and the crowning jewel, self-actualization. Herzberg’s Theory of Motivation There are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents These do nothing to motivate, but their absence demotivates workers. Hygiene agents are the expectations all workers have: job security, a paycheck, clean and safe working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment.

Motivating agents These are the elements that motivate people to excel. They include responsibility, appreciation of work, recognition, opportunity to excel, education, and other opportunities associated with work other than just financial rewards. McGregory’s Theory of X and Y This theory states ‘X’ people are lazy, don’t want to work, and need to be micromanaged. ‘Y’ people are self-led, motivated, and can accomplish things on their own. Ouchi’s Theory Z This theory holds that the workers are motivated by a sense of commitment, opportunity, and advancement. Workers will work if they are challenged and motivated. Think participative management. Expectancy Theory People will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward of the work.

Communication Facts Communicating is the most important skill for the project manager. With that in mind, here are some key facts on communications: Communication channels formula: N(N-1)/2. N represents the number of stakeholders. For example, if you have 10 stakeholders the formula would read 10(10-1)/2 for 45 communication channels. Pay special attention to questions wanting to know how many additional communication channels you have based on added stakeholders. For example, if you have 25 stakeholders on your project and have recently added 5 team members, how many additional communication channels do you now have? You’ll have to calculate the original number of communication channels, 25(25-1)/2=300; then calculate the new number with the added team members, 30(30-1)/2=435; and finally, subtract the difference between the two: 435-300=135, the number of additional communication channels. 55 percent of communication is nonverbal. Effective listening is the ability to watch the speaker’s body language, interpret paralingual clues, and decipher facial expressions. Following the message, effective listening has the listener asking questions to achieve clarity and offering feedback. Active listening requires receivers of the message to offer clues, such as nodding the head to indicate they are listening. It also requires receivers to repeat the message, ask questions, and continue the discussion if clarification is needed.

Communication can be hindered by trendy phrases, jargon, and extremely pessimistic comments. In addition, other communication barriers include noise, hostility, cultural differences, and technical interruptions. Risk Management Facts Risks are unplanned events that can have positive or negative effects on the projects. Most risks are seen as threats to the project success-but not all risks are bad. For example, there is a 20 percent probability that the project will realize a discount in shipping, which will save the project $15,000. If this risk happens the project will save money, if the risk doesn’t happen the project will have to spend the $15,000. Risks should be identified as early as possible in the planning process. A person’s willingness to accept risk is the Utility Function (also called the Utility Theory). The Delphi Technique can be used to build consensus on project risks. The only output of the risk planning is the Risk Management Plan. There are two broad types of risks: Business risk The loss of time and finances (where a downside and upside exist). Pure risk The loss of life, injury, and theft (where only a downside exists).

About the Author:

http://www.pmsimulation.com

Article Source: http://www.articlesbase.com/project-management-articles/pmp-project-management-605231.html

It’s well recognized that the more stress you feel on your Project Management Professional Exam day, the more you risk failure. After all, you’ve paid good money and proven your expertise as a project manager by your experience. Don’t let nerves get the best of you on exam day! You deserve to pass the PMP Exam after you’ve gotten your application approved. Remember, unless you’ve asked for a paper test, you will have to fill out your PMP Exam on a computer. If you need to reschedule your test, or even cancel, you must call the Prometric testing center 2 days before your test date (35 days if you are taking a paper-based exam).

On exam day, you will need to bring proper identification to the examination center. The two most important items your identification must have is your signature and your photo. For most people, a driver’s license will suffice. If your identification card does not have a signature, you can also bring an ATM card with a signature, bank card or employee I.D. card with a signature. Social Security Cards and Library cards cannot be used as forms of identification at the Prometric centers.

Arrive at the Prometric center for your PMP Exam at least a half hour early. Eat a good wholesome breakfast (bagel, fruit, milk) and leave your notes at home. During the PMP Exam you are not permitted to bring any notes or materials. If you bring notes and materials the Prometric center will confiscate the material- and you won’t get it back. Also, leave your cell phone and large bags in your car as the center will also confiscate these items too.

During the test you will have paper, pencil and a calculator provided. A great way to refresh your brain right before a test is to quickly jot down everything you immediately remember on your scrap paper before you begin. This helps you “brain dump” and you’ll be able to refer to the scratch paper as long as you write on the paper that’s provided right before the test.

After you’ve taken the test- relax! You will be able to check your scores online in 10 days. If you don’t pass the first time, it’s okay. Just re-attack the difficult sections and re-attempt to test later on. You only have to pay a reexamination fee if this occurs.

Affordable PMP exam 8000 question simulator, limited promotion – hard questions, full paragraphs, similar answers, prepare and succeed!

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