The Project Management Institute widely regard that the PMP® is not only a test of the PMBOK Guide®, it is a test of how you use the information in the Guide. However, it is still one of the primary references for the exam and you should be comfortable with the content, techniques and flow of this standard. From the revision of the 5th to the 6th Edition of the Guide, the major focus has been on:
- updates surrounding the consistency of the language
- updates on terminology used within the exam and
- updates on the consistency of process groups, tools, and techniques.
So let’s summarise the upcoming changes / additions to the PMBOK® Guide (all of these changes re more are incorporated into Turlon’s next PMP Preparation course https://www.turlon.com/events/project-management-professional/):
- Agile practices are to be incorporated into the PMBOK® Guide
- There will be expanded coverage of agile and other adaptive and iterative practices. This will align proven, foundation project management concepts with the evolving state of the profession today.
- Introductory sections and agile appendix are to be added to the standard
- Addition of three introductory sections for each Knowledge Area, Key Concepts, Trends and Emerging Practices and Tailoring Consideration.
- More emphasis on strategic and business knowledge and the PMI Talent Triangle™
Clearly, there are quite a few changes. There are several things to consider to determine how big the impact would be of these changes on the exam. Based on our research here are some sample questions for the PMP® after the 26th March.
When using source selection analysis to prioritize the competing demands for the project before deciding on the selection methods, which of the following is not a selection analysis method?
- Least Cost.
- Value Add.
- Sole Source.
- Fixed Budget.
Bill is new to the project and in inquiring how the benefits created as a result of the project will be maintained after the project is done. Bill is part of the operations team and is focused on realising the value of the product of the project. You stress to Bill that this is all documented and understood. What document should Bill be looking at to find this information?
- Business Case.
- Project Charter.
- Benefit Management Plan.
- Transition Plan.
When will adaptive lifecycle not be used?
- Where there is a rapidly changing environment that needs attention.
- Where requirements and scope are difficult to define.
- Where there are delivery obstacles that need to be incrementally delivered.
- Where there is small, incremental improvement that adds value to customer.
Your project has just been fast tracked and you are looking at bringing in a subcontractor to complete networking quickly. There is no time to issue a request for proposal (RFP), so you choose to use a company you have used many times before for software development. You are now looking at the sequence of the procurement phases, what the performance indicators will be for the subcontractor and the criteria for moving from phase to phase. What information are you using?
- Procurement strategy.
- Procurement management plan.
- Procurement statement of work.
- Bid documentation.
Your project sponsor is aware that projects are initiated from a organisational viewpoint and one of their key responsibilities is to facilitate the initiations of project. Project are focused on understanding the factors that influence the organisational operation and business strategies. These are referred to the enablers and they give context to the project sponsors on the rationale behind the project initiation. As a project manager, which of the following describes why project should not be initiated?
- Deliver an extensive product to the market.
- Meet regulatory and compliance requirements.
- Justify and satisfy the sponsor requests.
- Implementation of changing business strategies.
Your project has just been fast tracked and you are looking at bringing in a subcontractor to complete networking quickly. There is no time to issue a request for proposal (RFP), so you choose to use a company you have used many times before for software development. You are concerned how formal change will be managed, and the processes for controlling changes. What plan should you work with the subcontractor on?
- Configuration management plan.
- Communication management plan.
- Procurement management plan.
- Requirements management plan.
The very best of luck as you tackle the PMP® exam. Please do make contact with our team on email@example.com for more information.