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Managing Scope Creep: A Measurable Impact With PRINCE2®

Defining ScopePRINCE2® defines a project as “A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.” The words “delivering one or more business products” here lead us to lay down as to what exactly we are going to deliver in this project. The boundaries within which we are going to do this will have to be drawn and ascertained whether we have the resources to achieve the above.  The boundaries are the limits within which the project will be managed and these are called the Scope of the project.  This precision and clarity with which the project team can write the Scope of a project ensure the success of a project.Triangle of Project Constraints The six main aspects or variables of a project in which a Project Manager has to manage are Cost, Time, Scope, Quality, Risks, and Benefits.  If Time, Cost, and Scope are three sides and Quality, Risks, and Benefits are three angles of an equilateral triangle then it will be apparent to the reader that changing any one of them will have an impact on the other five. The first two, Cost and Time are the top-priority ones.The Business Case written and amplified in the pre-project processes defines the cost and timescale besides listing the Benefits, Risks and stating the Quality requirements of the product based on Customer’s Quality Expectations and Acceptance Criteria.  The sixth main aspect Scope is covered for a Plan and it is the sum total of its products and the extent of their requirements. Whilst a Business Case tells us ‘Why’ we are doing a project Scope tells us as to ‘What’ exactly is the project delivering.Functional and Non-Functional RequirementsIrrespective of whether one is doing a Waterfall or an Agile Project, being absolutely certain of what the customer, as well as the stakeholders require, is essential for the success of a project. The requirements help us define the scope and capturing them right at the beginning of a project simplifies the Scope Management. Functional requirements are those which tell us what a product must do and what all the steps it will take to perform that function. Think of Functional requirements as-“This product shall- ( perform some action )-”.Non-Functional requirements, on the other hand, are related to the system. Think of them as efficiency, quality, reliability etc. As an example-“No patient shall be discharged without the issue of a discharge slip from the doctor”.This is a Functional Requirement.“Patients will be discharged within 30 minutes of receipt of discharge slip from the doctor”.This is a Non-Functional Requirement of the hospital’s system of discharging a patient. It speaks of the hospital’s efficiency. Functional requirements define the product scope. With Non-Functional requirements added, they help define the Project Scope.PRINCE2® recommends Product-based Planning. It means breaking down of the Project Product into smaller and identifiable components. The Project Product Description is broken down into Product Description of each component. Then a Product Flow diagram is created. This enables working out the Product Scope of the project besides writing Plans and Quality Management Approach based on Customer Quality Expectations and Acceptance Criteria.Prioritising RequirementsIn Agile projects, the customer may not be very clear at the start of the project as to what he wants. His requirements keep changing with each delivery. MoSCoW helps in streamlining and prioritizing the requirements. Thus essential requirements without which the customer will not accept the completed product are listed under Must Have. Some requirements which have a high priority but are not absolutely essential fall under Should Have and those of low priority but useful to have will be listed in Could Have category. Won’t Have means either the project will not provide it or it will be held over to be considered at a later date or even passed over to the next project. MoSCoW prioritization technique is a useful tool to arrive at an agreement between the Customer and the Project Manager to arrive at a requirements list which is deliverable and both the parties are very clear as to what (Scope) the project is going to deliver. MoSCoW can also be used for Waterfall projects, prioritizing Risks and most importantly define Scope Tolerances.Reasons of Scope CreepMost Projects have a tendency to exceed their original boundaries. This is called Scope Creep. One of the common cause of scope creep is the liberty given to the customers and stakeholders to Raise an Issue or Request for Change.Each RFC has to be considered for its impact on the Business Case. In order to work within the Cost and Time limits, a Project Manager should have a clear understanding as to what is in the Scope and what is not. Some Project Managers have a tendency to provide much more than the scope of the project. This is called Gold Plating and it is more relevant to software projects.The other reasons for Scope Creep could be wrong estimations of Time and Cost during the planning stage. Sometimes a project may be issued with a legal legislation forcing it to exceed the project scope. Lastly, it could be the fast-changing technology which could compel a Project manager to recommend increasing the budget or/and time. Be as it may, the Project Manager has to study and analyze the change in terms of its-Impact on Business Case (Cost and Time)BenefitsQualityRisksAnd finally, seek approval of the Project Board before implementing a change.Tips to Eliminate Scope Creepa) It is imperative for the Project Manager to be alert to all Requests for Change, Issues and Off Specifications. The aim is not to stop a change but to study its impact on all the six constraints and then take approval of the Project Board before implementing it. Issue and Change Control Procedure should be in place.b) Any good Project Manager will ensure that the project remains aligned with the project plan. This is his endeavor when he is controlling a stage on a day-to-day basis. He has to, therefore adhere to a Change Control procedure either laid down by his organization or as recommended by the PRINCE2 manual. He first ‘Captures’ the issue to determine its severity and then ‘Assesses’ its impact on the project objectives and the Business case as well on its Risk Profile. Thereafter, he identifies and evaluates options to propose the best corrective action to be taken to bring the project back on track if it is estimated that implementing the requested change might entail exceeding the tolerances of the all the project constraints especially of Cost and Time. He puts it up for the approval of the project board. The PB will ‘Decide’ whether to approve, reject or defer the option. The corrective action would then be ‘Implemented’ by the project manager or the nominated Change Authority as directed by the project board.c) A Project Manager should be absolutely clear as to what the customer wants. In fact, all stakeholders should be involved in forming the requirements list.d) The goals and objectives of the project should be clear before the project starts. The deliverables should be well understood by all members of the Project Management Team.e) Estimation Techniques used whilst making Project Plan or Stage Plan should be efficient.f) Ensure that there are minimal changes affecting critical path tasks.g) Avoid Gold PlatingThe client is not concerned about the commitment, they are worried about their business!The scope is the heart of the project that estimates whether the result is successfully achieved or not. We must at least be able to manage scope creep if we can’t find ways to avoid it completely. Doing a proper research and gathering all the essential requirements for a project can help us develop and understand a well-defined project scope that reduces scope creep. With the ability to find the signs of scope creep we will be better able to manage it proactively.

Managing Scope Creep: A Measurable Impact With PRINCE2®

1K
Managing Scope Creep: A Measurable Impact With PRINCE2®

Defining Scope

PRINCE2® defines a project as “A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.” The words “delivering one or more business products” here lead us to lay down as to what exactly we are going to deliver in this project. The boundaries within which we are going to do this will have to be drawn and ascertained whether we have the resources to achieve the above.  
The boundaries are the limits within which the project will be managed and these are called the Scope of the project.  This precision and clarity with which the project team can write the Scope of a project ensure the success of a project.

Triangle of Project Constraints
Scope, cost & time The six main aspects or variables of a project in which a Project Manager has to manage are Cost, Time, Scope, Quality, Risks, and Benefits.  If Time, Cost, and Scope are three sides and Quality, Risks, and Benefits are three angles of an equilateral triangle then it will be apparent to the reader that changing any one of them will have an impact on the other five. The first two, Cost and Time are the top-priority ones.
product scopeThe Business Case written and amplified in the pre-project processes defines the cost and timescale besides listing the Benefits, Risks and stating the Quality requirements of the product based on Customer’s Quality Expectations and Acceptance Criteria.  The sixth main aspect Scope is covered for a Plan and it is the sum total of its products and the extent of their requirements. Whilst a Business Case tells us ‘Why’ we are doing a project Scope tells us as to ‘What’ exactly is the project delivering.
Product scope flow chartFunctional and Non-Functional Requirements
Waterfall vs agile in stepsIrrespective of whether one is doing a Waterfall or an Agile Project, being absolutely certain of what the customer, as well as the stakeholders require, is essential for the success of a project. The requirements help us define the scope and capturing them right at the beginning of a project simplifies the Scope Management. Functional requirements are those which tell us what a product must do and what all the steps it will take to perform that function. Think of Functional requirements as-

“This product shall- ( perform some action )-”.

Non-Functional requirements, on the other hand, are related to the system. Think of them as efficiency, quality, reliability etc. As an example-

“No patient shall be discharged without the issue of a discharge slip from the doctor”.

This is a Functional Requirement.

“Patients will be discharged within 30 minutes of receipt of discharge slip from the doctor”.

This is a Non-Functional Requirement of the hospital’s system of discharging a patient. It speaks of the hospital’s efficiency. Functional requirements define the product scope. With Non-Functional requirements added, they help define the Project Scope.

PRINCE2® recommends Product-based Planning. It means breaking down of the Project Product into smaller and identifiable components. The Project Product Description is broken down into Product Description of each component. Then a Product Flow diagram is created. This enables working out the Product Scope of the project besides writing Plans and Quality Management Approach based on Customer Quality Expectations and Acceptance Criteria.

Prioritising Requirements

In Agile projects, the customer may not be very clear at the start of the project as to what he wants. His requirements keep changing with each delivery. MoSCoW helps in streamlining and prioritizing the requirements. Thus essential requirements without which the customer will not accept the completed product are listed under Must Have. Some requirements which have a high priority but are not absolutely essential fall under Should Have and those of low priority but useful to have will be listed in Could Have category. Won’t Have means either the project will not provide it or it will be held over to be considered at a later date or even passed over to the next project. MoSCoW prioritization technique is a useful tool to arrive at an agreement between the Customer and the Project Manager to arrive at a requirements list which is deliverable and both the parties are very clear as to what (Scope) the project is going to deliver. MoSCoW can also be used for Waterfall projects, prioritizing Risks and most importantly define Scope Tolerances.

Reasons of Scope Creep
scope creep reasonsMost Projects have a tendency to exceed their original boundaries. This is called Scope Creep. One of the common cause of scope creep is the liberty given to the customers and stakeholders to Raise an Issue or Request for Change.
request for changeEach RFC has to be considered for its impact on the Business Case. In order to work within the Cost and Time limits, a Project Manager should have a clear understanding as to what is in the Scope and what is not. Some Project Managers have a tendency to provide much more than the scope of the project. This is called Gold Plating and it is more relevant to software projects.

The other reasons for Scope Creep could be wrong estimations of Time and Cost during the planning stage. Sometimes a project may be issued with a legal legislation forcing it to exceed the project scope. Lastly, it could be the fast-changing technology which could compel a Project manager to recommend increasing the budget or/and time. Be as it may, the Project Manager has to study and analyze the change in terms of its-

  • Impact on Business Case (Cost and Time)
  • Benefits
  • Quality
  • Risks

And finally, seek approval of the Project Board before implementing a change.

Tips to Eliminate Scope Creep

a) It is imperative for the Project Manager to be alert to all Requests for Change, Issues and Off Specifications. The aim is not to stop a change but to study its impact on all the six constraints and then take approval of the Project Board before implementing it. Issue and Change Control Procedure should be in place.

b) Any good Project Manager will ensure that the project remains aligned with the project plan. This is his endeavor when he is controlling a stage on a day-to-day basis. He has to, therefore adhere to a Change Control procedure either laid down by his organization or as recommended by the PRINCE2 manual. He first ‘Captures’ the issue to determine its severity and then ‘Assesses’ its impact on the project objectives and the Business case as well on its Risk Profile. Thereafter, he identifies and evaluates options to propose the best corrective action to be taken to bring the project back on track if it is estimated that implementing the requested change might entail exceeding the tolerances of the all the project constraints especially of Cost and Time. He puts it up for the approval of the project board. The PB will ‘Decide’ whether to approve, reject or defer the option. The corrective action would then be ‘Implemented’ by the project manager or the nominated Change Authority as directed by the project board.

c) A Project Manager should be absolutely clear as to what the customer wants. In fact, all stakeholders should be involved in forming the requirements list.

d) The goals and objectives of the project should be clear before the project starts. The deliverables should be well understood by all members of the Project Management Team.

e) Estimation Techniques used whilst making Project Plan or Stage Plan should be efficient.

f) Ensure that there are minimal changes affecting critical path tasks.

g) Avoid Gold Plating

The client is not concerned about the commitment, they are worried about their business!

The scope is the heart of the project that estimates whether the result is successfully achieved or not. We must at least be able to manage scope creep if we can’t find ways to avoid it completely. Doing a proper research and gathering all the essential requirements for a project can help us develop and understand a well-defined project scope that reduces scope creep. With the ability to find the signs of scope creep we will be better able to manage it proactively.

Captain Dinesh

Captain Dinesh Lamba

Author

Captain Dinesh Kumar Lamba, BSc (Hons), MA(Statistics), MSc (Defence Studies) is a Navy veteran and a PRINCE2 Trainer. He was accredited P2 Trainer for The Knowledge Academy from 2014 to 2018 and People’s Cert ( Invigilator) and empanelled P2 trainer for National Institute for Smart Government , Hyderabad.   As a PRINCE2 Foundation and Practitioner Trainer, Captain Lamba has conducted various PRINCE2 Courses for the The Knowledge Academy,London & NISG, Hyderabad. He is also a qualified AGILE DSDM Atern Foundation and Practitioner.

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2 comments

Umang khanna 08 Aug 2018

One of the best best article ever read.. hats off to u sir..

Shikha midha 10 Aug 2018

Very well explained . Thank you sir

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There are multiple tasks under each domain which are measured through the process of PMP® certification.Domain I, Initiating - 13%Task 1: Carry out a project assessment based on the available information, meetings with stakeholders, and the lessons which are learned from the previous projects.Task 2: Figure out the key deliverables to direct the achievement of project goals and manage customer expectations based on the business requirements.Task 3: Use appropriate tools and techniques to perform stakeholder analysis so that expectations can be aligned and support can be gained for the project.Task 4: Recognise high-level risks, constraints, and assumptions based on the historical data, current environment, organisational factors, and expert judgement, so that an implementation strategy can be proposed.Task 5: Engage in the process of development of project charter by compiling and analyzing the gathered information so that it is ensured that the project stakeholders agree on its elements.Task 6: Acquire the project charter approval from the sponsor, so that the authority assigned to the project manager can be assigned, while at the same time commitment and acceptance can be gained.Task 7: Perform benefit analysis with relevant stakeholders so that the project alignment with organizational strategy can be validated.Task 8: Ensure that there is a common understanding of the key deliverables, milestones, as well as their roles and responsibilities by informing the stakeholders of the approved project charter.Knowledge and SkillsAnalytical skillsBenefit analysis techniquesElements of a project charterEstimation tools and techniquesStrategic managementDomain II, Planning - 24%Task 1: Based on the project charter and lessons learned, review and assess the project requirements, constraints and assumptions with the stakeholders.Task 2: Based on the approved project scope and using scope management techniques, develop scope management so that the scope of the project can be defined, maintained and managed.Task 3: Based on the project scope, resources, schedule, approved project charter, and other information, plan the cost management using estimating techniques so that the project costs can be managed.Task 4: Based on the approved project deliverables and milestones, scope, and resource management plans, develop the project schedule so that a scheduled completion of the project can be managed.Task 5: Come up with a Project Resource Management plan where the roles and responsibilities of the project team members can be defined so that a project organizational structure can be created and guidance can be formed regarding how resources will be managed and assigned.Task 6: Work on a communication management plan which will be based on the project organizational structure and stakeholder requirements, so that the flow of project information can be defined and managed.Task 7: Based on the project scope, budget, and schedule, create a procurement management plan. This ensures that the required project resources will be available.Task 8: To prevent the occurrence of defects while at the same time control the cost of quality, come up with a quality management plan to define the quality standards for the project and its products which will be based on the project scope, risks, and requirements.Task 9: Work on change management so that the changes can be managed and tracked.Task 10: Develop a risk management plan. Identify, analyse and prioritize the project risk; create a risk register, and define risk response strategy to do so. This way, the uncertainty and opportunity throughout the project life cycle can be managed.Task 11: Present the project management plan to the relevant stakeholders in accordance with the applicable policies and procedures, so the approval to proceed with the project execution can be attained.Task 12: Conduct kick-off meeting, communicate the start of the project, and other relevant information to engage stakeholders and gain commitment.Task 13: Develop a stakeholder management plan after analyzing the needs and potential impact so that the stakeholders’ expectations can be managed and can be engaged in project decisions.Knowledge and SkillsChange management planningCommunications planningEstimation tools and techniquesLean and efficiency principlesQuality management planningRegulatory and environmental impacts assessment planningScope deconstruction (e.g., WBS, Scope backlog) tools and techniquesStakeholder management planningWorkflow diagramming techniquesCost management planning, including project budgeting tools and techniquesContract types and selection criteriaHuman resource planningProcurement planningRequirements gathering techniquesRisk management planningScope management planningTime management planning, including scheduling tools and techniquesDOMAIN III, Executing - 31%Task 1: Follow the human resource and procurement management plans by obtaining and managing the project resources so that the project requirements can be met.Task 2: Lean and develop the project team to manage the task execution based on the project management plan so that the project deliverables can be achieved.Task 3: Use appropriate tools and techniques to implement a quality management plan. This is done to ensure that the work is being performed as per the required quality standards.Task 4: Follow the change management plan to implement the approved changes and corrective actions so that the project requirements can be met.Task 5: Follow the risk management plan to implement the approved actions so that the impact of risks can be minimized while at the same time, the advantage of opportunities on the project can be attained. ‘Task 6: Follow the communication plan and manage the flow of information so that the stakeholders are kept engaged and informed.Task 7: Follow the stakeholder management plan to maintain the stakeholder relationship so that continued support can be received and expectations can be managed.Knowledge and SkillsContinuous improvement processesElements of a statement of workProject budgeting tools and techniquesVendor management techniquesContract management techniquesInterdependencies among project elementsQuality standard toolsDomain IV, Monitoring and Controlling - 25%Task 1: Use appropriate tools and techniques to measure the project performance so that any variance and corrective actions can be identified and quantified.Task 2: Follow the change in the management plan and manage changes to the project so that the project goal remains aligned with the business needs.Task 3: Use appropriate tools and techniques to meet project requirements and business needs in order to verify that the project deliverables conform to the quality standards which has been established in the quality management plan.Task 4: Monitor and assess the risk to determine if exposure has changed and evaluated the effectiveness of response strategies so that the impact of risks and opportunities on the project can be managed.Task 5: Review and update the issue log as well as determine corrective measures by using appropriate tools and techniques so that the impact on the project can be minimized.Task 6: Use lessons learned management techniques to capture, analyze, and manage the lessons learned so that continuous improvement can be attained.Task 7: According to the procurement plan, monitor the procurement activities so that the compliance with project activities can be verified.Knowledge and SkillsPerformance measurement and tracking techniquesProject control limitsProject monitoring tools and techniquesQuality measurement toolsRisk response techniquesProcess analysis techniquesProject finance principlesProject quality best practices and standardsRisk identification and analysis techniquesQuality validation and verification techniquesDomain V, Closing - 7%Task I: Collect the final acceptance of the project deliverables from the relevant stakeholders as confirmation that the project scope and deliverables were achieved.Task II: According to the project plan, transfer the ownership of deliverables to the assigned stakeholders so that the project closure can be facilitated.Task III: Obtain financial, legal and administrative closure via the accepted practices and policies so that a formal closure of the project can be attained and a transfer of liability can be ensured.Task IV: According to the communications management plan, prepare and share the final project report so that the project performance can be documented and conveyed as well as project evaluation can be assisted.Task V: Collect and combine the lessons that were learned throughout the project and conduct a project review so that the organization’s knowledge base can be updated.Task VI: Archive the materials and project documents by making use of the generally accepted practices so that statutory requirements can be complied with and for potential use in future projects and audits.Task VII: Use appropriate tools and techniques to get feedback from relevant stakeholders so that their satisfaction can be evaluated.Knowledge and SkillsArchiving practices and statutesContract closure requirementsFeedback techniquesProject review techniquesActive listeningBenefits realizationBusiness acumenCoaching, mentoring, training, and motivational techniquesConfiguration managementCustomer satisfaction metricsDecision makingDiversity and cultural sensitivityExpert judgment techniqueGenerational sensitivity and diversityInterpersonal skillsLeadership tools, techniques, and skillsMeeting management techniquesOrganizational and operational awarenessPresentation tools and techniquesProblem-solving tools and techniquesQuality assurance and control techniquesRisk assessment techniquesStakeholder management techniquesVirtual/remote team managementCompliance (statute/organization)Close-out proceduresPerformance measurement techniquesTransition planning techniqueApplicable laws and regulationsBrainstorming techniquesChange management techniquesCommunication channels, tools, techniques, and methodsConflict resolutionData gathering techniquesDelegation techniquesEmotional intelligenceFacilitationInformation management tools, techniques, and methodsKnowledge managementLessons learned management techniquesNegotiating and influencing techniques and skillsPeer-review processesPrioritization/time managementProject finance principlesRelationship managementSituational awarenessTeam-building techniquesTips for passing and preparing for PMP® ExamPMP® exam requires a lot of dedication and efforts in order to clear it at one go. The following tips will surely help you to prepare and pass your PMP® exam:Memorise all formulas to easily answer the math questions.Spend around 4 hours to practice full sample exams at one sitting.On the day of your exam, use your time effectively to answer 200 questions within 4 hours. You will have 1 minute to answer each question.Answer all questions, do not leave any question blank.Use the process of elimination for obviously incorrect answer options to maximise probability in case you are not sure about the correct answer.Avoid spending too much time on any single question. If you are spending more than 2 minutes on a single question then you can make your best guess for the answer and mark it for review at the end of the exam.Try to reserve the last 10 minutes to review the marked questions.Read all the answer options before selecting an answer.Keep in mind that some questions may provide hints to other questions in the exam.Wear comfortable cloth and footwear on the day of your exam.To wrap it up!The PMP® certification acts as a validation of a professional’s experience in project management and is a challenging process as well. Start preparing well for the five domains (Initiating, Planning, Executing, Monitoring and Controlling, and Closing) in advance so that you can ace the examination and get nearer to achieving your dream career. All the best!
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The PMP® Exam Blueprint For 2019

Preparing for your PMP® exam might seem like a st... Read More

A Comprehensive Guide to PMP® Exam Preparation

Are you still trying to figure out a way to start preparing for your PMP® Exam? Fret not! This blog will guide you with some best practices that you should adopt while preparing for your PMP® exam. This will surely help you to successfully clear your PMP® certification exam.Every PMP certification aspirant differs from one another in terms of experience and expertise. Similarly, every person has got a unique learning habit. Therefore, you should get your own study plan which is based on your personal learning likes and needs. But this doesn’t mean that you should get worried about developing the study plan as you can find a plethora of resources to cater the needs of exam candidates, both online and offline which allows you to come up with a plan which fits your specific needs, style of learning, and individual circumstances.6 best practices for your PMP® Exam preparationUsually, most of the successful PMP® candidates spend long hours preparing for their PMP® certification exam. So, you should make sure that you have plenty of time to prepare for your PMP® exam. You can adopt the following best practices to prepare for your PMP® certification exam:1.Review the PMP® Examination Content OutlinePMP® Examination content outline is an important document which will help you to do well with your PMP® exam. You should go through this document which is published by PMI® to find the following information:Break up of questions as per the Process areasList of skills, tasks, and knowledge which are required as per PMI’s Role Delineation study.Going through this credible document will give you a high-level idea of what all get covered in the PMP® exam. You should go through this once you feel that you have attained a reasonable command on the content covered by PMBOK® Guide or any other study guide which you are referring in order to ensure that you avoid any unwanted surprises while appearing for your PMP® certification exam.2.Take up a formal study course offered by any accredited Registered Education Provider (R.E.P)Project Management Institute (PMI) has approved a few organisations to offer project management training in order to establish a global network of quality education providers to help all the Project Management Professional (PMP®) credential aspirants and credential holders.Enrolling yourself in a PMP® training course is one of the best ways to prepare for your certification exam. The reasons are as follows:These courses provide tailor-made PMP study materials and best practices for the PMP exam.They give you a quick start in getting a grasp of various project management concepts, formulae, terminology, and other key inputs which help you to prepare for your PMP exam.You can also get the 35 contact hours certificate by taking up these training courses which is necessary for you to be eligible for the PMP® exam.3.Come up with a study planYou should start treating your PMP® certification as a project and prepare a plan which covers all the activities that would help you to get PMP® certified. But the core element in this plan is to have a well-defined study plan. You should break your study sessions into smaller chunks and prepare a study plan which includes timelines to read PMBOK®, practice mock tests, study various materials etc.4.Review the latest edition of PMBOK® Guide and self-study books published by other reputable training organisationsNo matter whatever reference material you want to study in order to prepare for your PMP® certification exam, the PMPBOK® Guide is the recommended study material for all the PMP® aspirants. The page number 61 of the guide contains a table that shows the relation between 13 Knowledge Areas and 5 Process Groups with 47 processes. It further explains how these are applicable to project management.As a candidate, you should be thorough with this table and draw this table on a piece of paper in 5 minutes while appearing for your exam. The same can be used as a reference in answering the 200 exam questions. Other than the PMBOK® Guide, you can also review other study guides published by R.E.P.s and other reputable training organisations.5.Get ready for your exam by practicing Mock TestsDo you want to check the status of your PMP® certification exam preparation? You can do that by taking PMP mock tests. These can help you to map the gaps in your project management knowledge. You can take a test and review the results to find the areas that you need to work on.Focusing on answering the questions by sitting at a place for four hours is not a piece of cake. Taking full-length mock tests helps you to prepare for such a physically daunting and mentally straining process. However, it is a very important drill for your PMP® certification exam. So, it’s better to take up these mock tests and prepare well for your big day.6.Study groupStudying in a group can prove to be quite helpful while you are preparing for your PMP® certification exam. Catch up with the like-minded PMP® aspirants to know about new tactics and get benefited in other ways by being a part of the study group. Few of the benefits are as follows:Studying in a group is the best escape from the monotony of studying alone.You can surely overcome the areas which you are struggling with.Helping others will also boost your confidence.Sharing project management experiences with others help you to crack the scenario based questions which is the trickiest part of the PMP® certification exam.It further helps you to stay on course and helps you to motivate each other in the group.The biggest advantage of studying in a group is that it forces you to study on a regular basis and makes the preparation activity a part of your routine.Tips and tricks to prepare for your PMP® examYou need to study numerous materials in order to crack your PMP® certification exam. But do you have access to the right books and materials? Every person has his or her own way of learning. The following ways will surely help you to become efficient in your study and get equipped with all the knowledge that you need to crack your PMP® exam:If you have access to the workshops conducted by PMI then that would be a big benefit for you. This will also help you to receive the bundle of 35 credit hours which are necessary to qualify for your PMP® application procedure. Attending a PMP® boot camp gives you access to numerous benefits. Few of them are:1.Review everything which you need to cover on the examEverybody is oblivious about what he or she is going to encounter during the PMP® certification exam. Whatever you will find in the exam is sure to be geared from the PMBOK®. This means you should be thorough with the PMBOK® guidelines to get PMP® certified at one go. But the PMBOK® consists of only 75% of what you will see in the exam. What about the rest? You need to seek for a PMP instructor’s guidance in order to fill the gap in learning to qualify your PMP® certification exam.2.Review how to study for the examAs discussed, the PMBOK® guide is a great resource for your PMP® certification exam. At times, even if the questions are lengthy with a situational circumstance, you need to bring it down to a rule that needs to be comprehended. Further, there are certain focus areas on which you need to invest more of your study time than others. It is always better to seek guidance from a professional rather than guessing what you should study.3.Informal questionsIf you lack the idea of how to implement cost, schedule, or risk structure, then it’s a great opportunity for you to understand it. You should learn to shed light on practical application using fundamental examples.You should change your study methods to prepare well for a continuously evolving exam process like the Project Management Professional (PMP)® exam. These days, this exam is based on PMBOK® Guide 6th edition and is a lot harder than it was in the past. The 4 partially correct choices which are provided for all the questions make it even confusing and raise the level of complication for the candidate.The following tricks are surely going to help you in shaping up your exam:Get aligned with the exam dynamics by spending 30 minutes every day on a free exam simulator.Follow the rule of 85%. Keep practicing mock exams until you score at least 85% in all the model exams. This indicates that you are ready to face the PMP® certification exam.Another important trick is to understand the ‘ITTO TRICK Sheet of 49 processes’ which you can find in the PMBOK® guide. This will really prove helpful to you in mapping all the processes inputs, outputs, tools, and techniques.In order to rightly utilize the 12 minutes after the exam, you need to read and memorize the Formula Trick Sheet. You need to print and paste the same on your desk in order to practice it every day because writing this after 4 hours exam will surely help you to track the questions and save significant time.You need to read and memorize the PMPBOK® 6th Edition 49 Process Chart. Print and paste the same on your desk and practice it every day until you can draw the chart within 8 minutes.To wrap it upWhen you begin with your preparation for PMP® certification, you should remember that attaining the PMP® certification shows your commitment to the profession of project management and demonstrates your credibility to earn more as well as raising the value of your resume above the non-certified professionals. Keeping these points in mind will surely help you to avoid getting discouraged during your certification process.You can also learn more about PMP® certification hereThis blog throws light on a few best practices along with some tips and tricks to smoothly proceed with your PMP® journey. It is important for you to set a standard time for your studies other than having a thorough understanding of the PMBOK® guide. So, start clearing your calendar to fit in your daily study time as PMP® needs a lot of thorough studies and is not an easy path to success.
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A Comprehensive Guide to PMP® Exam Preparation

Are you still trying to figure out a way to start ... Read More

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