Exam Tips:
Qualitative vs Quantitative
Qualitative analysis = prioritization based on probability & impact (low, medium, high).
Quantitative analysis = uses numerical data and complex models (optional, not always needed).
Always perform qualitative risk analysis first, then quantitative if required.
Identify Risks is done before analysis; Plan Risk Responses happens later.
Validate vs Control Quality
Validate Scope = formal acceptance of deliverables by stakeholders.
Often confused with Control Quality—remember, quality is about correctness, scope is about
acceptance.
Validate Scope occurs after Control Quality; make sure the deliverable is correct (quality) before
seeking acceptance (scope).
Ensure you understand the sequence: Create Deliverables → Control Quality → Validate Scope →
Close Project/Phase.
Critical task is delayed
Always analyze before acting—don’t jump straight into updating documents or escalating.
Look for keywords like "delay," "issue," or "problem"—these often require a root cause analysis
approach.
Understand the difference between corrective actions (fix the issue), preventive actions (avoid
future issues), and defect repair (fix a defective deliverable).
Stakeholders supportive
"Ensure stakeholders remain supportive" → Think of Manage Stakeholder Engagement.
Identify Stakeholders = who they are; Manage Stakeholder Engagement = work with them.
Know the difference between Manage (proactive engagement) vs. Monitor (tracking and adjusting
engagement strategies).
Clear Communication
Communication Requirements Analysis = assessing stakeholder needs and ensuring clear,
structured, and effective communication.
Know the difference between push communication (sending info) and pull communication
(requesting info).
Ensure you understand the methods and formats of communication required for each stakeholder
group.
Defect repair is required when a deliverable does not meet specifications.
Control Quality ensures defects are found and corrected before formal acceptance.
Be proactive—waiting or ignoring problems is never the right choice in PMP scenarios.
Resource Breakdown Structure (RBS), Responsibility Assignment Matrix (RAM), Work Breakdown
Structure (WBS)
RAM = Who is responsible for what? (e.g., RACI chart)
WBS = What work needs to be done?
RBS = What resources are needed?
Know the difference between RACI (Responsible, Accountable, Consulted, Informed) vs. WBS vs.
RBS—this is a common exam trap!
Project Risks
Monitor Risks = ongoing tracking, new risk identification, and risk response updates.
Risk processes follow a sequence: Identify → Analyze → Respond → Monitor.
Monitor Risks ensures risk response plans remain effective and up to date.
Vendor Contract
Fixed-Price Incentive Fee (FPIF), Cost-Plus Fixed Fee (CPFF), Time & Materials (T&M), Cost-Plus
Percentage of Cost (CPPC)
A Fixed-Price Incentive Fee (FPIF) contract includes performance-based incentives and penalties to
ensure that the vendor meets the required standards. This contract type sets a firm price but allows
for adjustments based on performance, making it ideal for situations where compliance is crucial.
Cost-Plus Fixed Fee (CPFF) (Option B) reimburses costs plus a fixed fee but does not incentivize
performance.
Time & Materials (T&M) (Option C) is used when scope is uncertain and does not include penalties
or incentives.
Cost-Plus Percentage of Cost (CPPC) (Option D) is rarely used because it encourages cost overruns
(higher costs = higher vendor profits).
Exam Tips:
Fixed-price contracts shift risk to the seller, while cost-reimbursable contracts shift risk to the
buyer.
FPIF = performance incentives and penalties; CPPC is not preferred due to cost inflation risks.
If performance incentives are mentioned, always look for FPIF or performance-based contracts.
Resolving Conflicts
Collaboration (confrontation) is the best strategy for resolving conflicts.
Know the five conflict resolution strategies:
Collaborate/Confront (Win-Win) → Best option for most situations.
Compromise (Win-Some, Lose-Some) → When time is limited.
Force/Direct (Win-Lose) → When quick action is needed.
Smooth/Accommodate (Lose-Win) → To maintain relationships temporarily.
Avoid (Lose-Lose) → When the conflict is trivial or will resolve itself
Stakeholders Categorizing
Power/Interest Grid = Best tool for categorizing stakeholders based on power (influence) and
interest.
Other variations: Power/Influence Grid, Influence/Impact Grid, Salience Model.
Stakeholder analysis is an early step in stakeholder management, performed before engagement
planning.
Stakeholder Resistance Management | Monitor Stakeholder Engagement
Monitor Stakeholder Engagement ensures ongoing support and addresses resistance.
The Stakeholder Engagement Assessment Matrix helps compare current vs. desired engagement.
Before escalating, always try to re-engage and communicate effectively with stakeholders.
Supplier Delay Impacting Project Schedule | Control Procurements
When a supplier fails to deliver critical materials, the project manager must first review the
Procurement Management Plan to check for predefined actions, contractual terms, and alternative
supplier strategies before deciding the next step.
Update the risk register - is incorrect as the immediate action should be to review the procurement
plan and contract before categorizing it as a risk.
Control Procurements = Managing supplier performance and contracts.
Always review the Procurement Management Plan before taking action in supplier-related issues.
If a supplier fails, first check contract terms, penalties, and backup supplier options before
escalation or termination.
Scope Change Management
Change Control Process: Analyze → Submit to CCB → Decision → Update Plans → Implement if
Approved.
Never approve or reject a change without impact analysis.
Scope changes must go through formal evaluation to avoid uncontrolled scope creep.
Role & Responsibility Clarification
RACI Chart = Defines roles clearly (Responsible, Accountable, Consulted, Informed).
Use the RAM (Responsibility Assignment Matrix) to align roles with work packages.
Clarify roles before escalating or making changes to documentation.
Stakeholder Expectation Management
Always communicate first before escalating issues.
Stakeholder satisfaction is key to project success—engage proactively.
The Manage Stakeholder Engagement process ensures ongoing alignment with stakeholder
expectations.
Clear Communication Issues | Manage Communications
Always check the Communications Management Plan first when facing communication issues.
Manage Communications = Ensuring the right information reaches the right people at the right
time.
Common communication challenges include unclear messaging, lack of updates, and wrong
communication channels.
Project Performance Deviation
Variance Analysis = Compare actual vs. planned results to identify performance issues.
Root cause analysis should always be done before taking action.
Monitor and Control Project Work = Ensuring the project stays aligned with objectives.
Risk Response Implementation
When a previously identified risk occurs, the project manager should immediately implement the
risk response plan that was developed during risk planning
Risk response plans are created during risk planning and should be immediately executed when a
risk occurs.
Monitor Risks process involves continuously tracking risks and adjusting responses as necessary.
Always act on the response plan first, and then update documentation for tracking and reporting
purposes.
Agile Project Management: Sprint Completion
After every sprint, always review and reflect before moving into planning for the next sprint.
Risk Monitoring and Response
Risk Monitoring = Constantly tracking risks to understand changes in their probability and impact.
Perform qualitative risk analysis to understand which risks are worth immediate attention.
Update the risk response plan only after analyzing and confirming the need for changes.
Conflict Resolution and Team Management
Conflict resolution involves identifying the root cause before taking action.
Manage Team includes guiding the team through conflicts and ensuring a collaborative
environment.
Use active listening and problem-solving techniques to understand team dynamics and address
issues effectively.
Budget Management and Performance Monitoring
When a project’s budget is running low, the first step is to perform an earned value analysis (EVA).
Earned Value Analysis (EVA) provides a clear picture of project performance in terms of cost and
schedule.
Monitor and Control Project Work involves assessing project performance and adjusting as needed.
The Cost Performance Index (CPI) from EVA will tell you if you are over or under budget, helping
you make informed decisions.
Risk Identification and Assessment
Always analyze new risks first before taking action.
Perform Qualitative Risk Analysis evaluates risk probability and impact, helping prioritize risks.
Document risks properly in the risk register after assessment.
Deliverable Validation and Quality Control
Always verify deliverables against agreed-upon requirements before taking corrective actions.
Validate Scope ensures that deliverables meet the customer’s expectations and project objectives.
Stakeholder involvement in validation helps avoid last-minute surprises.,
Remote Team Collaboration and Communication Delays
Use asynchronous tools (emails, shared dashboards, recorded meetings, etc.) for distributed
teams.
Manage Communications ensures that information flows effectively across the project team.
Adapt communication strategies based on the team’s structure and constraints.
