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.

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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.

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).

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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.

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Article Source: http://EzineArticles.com/?expert=Joan_Williams
http://EzineArticles.com/?The-Big-Day—A-Stress-Free-PMP-Project-Management-Professional-Exam&id=1964216

Cary Franklin

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).