Recurring Themes-PMl-isms to Know for the PMP Exam
IMPORTANT: PMI represents project management practices along a range of approaches that are
predictive, change-driven (agile), and hybrid. As you study these PML-isms, keep in mind that a project
manager may use any approach in order to fit the needs of the project.
General PMl-isms.
Project managers are the center of the project universe. Without a skilled project manager, a
project is/ destined to fail. With a person educated in the skills of project management,
regardless of title, a project will succeed.
The project manager puts the best interests of the project first-not their own interests.
The project manager understands the value of the tools and techniques of project management
and knows how to adapt them to a large project. For the exam, it's helpful to assume, unless
otherwise stated, that the project manager is working on a large project that involves more than
200 people.
Project managers have all the power described in the PMBOK• Guide and perform all the stated
activities or have made proactive tailoring decisions.
The project manager is assigned during project initiating, not later in the life of the project.
The project manager understands the process of project management (i.e., what to do first,
second, etc., and why).
Organizations have a formal project selection process, and they always choose projects based
on how well those projects meet the organization's strategic goals.
The project manager always knows why their project was selected by management, and they
make sure those objectives and the business case are met while planning and managing the
project.
Team members are motivated, empowered, and engaged, and come prepared with suggestions;
they don't require micromanagement from the project manager.
The project manager spends time planning, managing, assessing, and monitoring and controlling
scope, schedule, cost, quality, risk, resources, and customer satisfaction.
Organizations have a project management office (PMO), and that office has important, clearly
defined responsibilities regarding projects across the organization.
Organizations have project management policies, which the project manager adapts for use on
their project. These policies may include project management methodologies, risk procedures,
and quality procedures.
A project may be part of a program or portfolio, and the project's relationship to other projects
could significantly influence how the project manager works.
Organizations have records (historical information and lessons learned) for previous projects
that include what the work packages were, how much each cost, and what risks were uncovered
(part of organizational process assets). The project manager uses this history to plan the current
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project. The project manager feeds historical records and lessons learned from the current
project back into the organization's knowledge base.
The project manager works within the existing systems and culture of a company ( enterprise
environmental factors), and one of a project's results is to provide input to improve those
systems.
Every project has a project charter, which authorizes the project and the role of the project
manager.
A work breakdown structure (WBS) and WBS dictionary are used on every project. If taking an
agile approach, a project manager may also use a backlog and story cards.
A project management plan is not a bar chart, but rather a series of management plans. The
project manager knows what is involved in creating a project management plan.
The project manager creates and keeps current other documents (project documents) in
addition to the project management plan to help plan, manage, and monitor and control a
project.
Stakeholders are involved throughout the project. Their needs are taken into account while
planning the project and creating the communications management plan and the stakeholder
engagement plan.
People must be compensated for their work and deserve a fair and positive environment in
which they can contribute their best work.
Agile stakeholders are represented by a product owner as part of the team. Team members can
see customer perspectives through the use of personas and other agile tools.
Gold plating (adding extra functionality) is not in the best interests of the project and should be
prevented.
Most project managers manage projects in a matrix environment in which tools and techniques
are typically straightforward. However, it's important to know that concepts and tools such as
motivation theories and conflict resolution may become more complicated in alternate
environments.
The project manager has a professional responsibility to properly use the tools and processes of
project management appropriate to the selected approach.
Planning the Project
Planning is important, and all projects must be planned.
The project manager plans the project with input from the team and stakeholders, not on their
own.
Part of planning involves deciding which processes in the PMBOK Guide and Agile Practice The
development approach (predictive or agile) should also be determined and documented.
There are plans for how the knowledge areas of scope, schedule, cost, quality, resources,
communications, risk, procurement, and stakeholder management will be planned, managed,
and monitored and controlled. These are called management plans, and every project has one
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for every knowledge area (note that plan length and detail may vary by size and importance to
as by approach).
In an agile environment, a project manager may use guidelines from an appropriate holistic and
formalized methodology in use by the performing organization.
The project manager determines metrics to be used to measure quality.
The project manager plans to improve project processes.
The project manager creates a system to reward team members and stakeholders.
All roles and responsibilities are clearly documented and assigned to specific individuals on the
project.
These may include things such as reporting responsibilities, risk management assignments, and
meeting attendance, as well as project work. Agile teams include generalizing specialists who
are experts in one or more field but can and will help in other areas where needed.
The project manager and team focus extensively on identifying risks.
Team members and other stakeholders are assigned risk identification and risk management
duties.
The project manager realizes that managing risks saves the project time and money.
Project cost and schedule cannot be finalized without completing risk management.
The project manager creates realistic estimates for the overall project schedule and its
associated costs.
The project manager assesses whether the project can meet the end date(s) and other project
constraints and objectives. They then meet with management to resolve any differences before
the project work starts. The project manager knows unrealistic schedules are their fault because
they have tools and skills to help solve them.
The project manager plans when and how to measure performance against the performance
measurement baseline, as documented in the project management plan, but also has other
measurements to use to determine how the project is performing while the work is being done.
The project management plan is realistic, and everyone believes it can be achieved.
The project manager holds a kickoff meeting with the team. Note, the exam defines a kickoff
meeting in a way that may be different from your understanding of a kickoff meeting.
While the Project Work Is Being Done
The project is managed to the project management plan, which is realistic and complete at the
level of detail supported by the approach.
While the Project Work Is Being Done The project manager is responsible for documenting and
sharing knowledge acquired during the project.
The project manager measures against the project management plan to help determine project
status throughout the life of the project.
Projects are re estimated throughout the life of the project to make sure the end date( s) and
cost objectives will be met. Therefore, the project manager almost always knows if the project
can meet the agreed-upon end date(s) and budget.
The project manager has authority and power. They can say no and work to control the project
for the benefit of the customer.
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The project manager lets others know they cannot get something for nothing. A change in scope
must be evaluated for its impacts to the project's schedule, cost, quality, risk, resources, and
customer satisfaction. The project manager has enough data about the project to do this
analysis.
The project manager realizes that, over time, not everyone associated with the project will have
the same understanding of what the project is and what could occur during the life of the
project. Therefore, the project manager is continually looking to ensure everyone knows what is
going on and has appropriate expectations.
The project manager understands, and takes seriously, resource responsibilities on a project.
The project manager spends time on such activities as team building and ensuring high team
performance.
The project manager is proactive, and finds problems early, looks for changes, and prevents
problems.
The project manager spends more time focusing on preventing problems than on dealing with
problems.
Most problems that occur have a risk response plan already created to deal with them.
Risks are a major topic at every team meeting.
Team meetings do not focus on status. That can be collected by other means.
All changes to a project management plan flow through the change management process and
integrated change control (or its agile equivalent).
The project manager ensures that organizational policies are followed on the project.
The project manager recommends improvements to the performing organization's standards,
policies, and processes. Such recommendations are expected and welcomed by management.
Quality should be considered whenever there is a change to any component of the project.
Quality should be checked before an activity or work package is considered completed.
The project manager works closely with the quality department in performing some of the
quality activities discussed in the PMBOK* Guide.
The project manager is actively involved with the procurement process and assists in managing
procurements.
The project manager understands contract language.
The project manager makes sure all the terms of a contract are met, including those that do not
seem important.
Closing the Project
The project manager archives all project records.
No project is complete unless there has been final acceptance from the customer.
All projects produce a final report that gives the project team a chance to announce the project
objectives have been met.
Which items in this list seem different from the way you manage your projects? Which of these
items do you not understand? Reread this list when you think you are finished studying, and pay
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particular attention to those items that aren't true of your projects. Are there any items you
need to think about more to make sure you will remember them when you take the exam?
Knowing these PMI-isms can make a significant difference.
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