How to fill the PMP Application Form

The PMP Application format may evolve over time but overall following are the main 4 items you will have to provide:

1)     General information (name, address, educational background, etc.)

2)     Document your 35 contact hours training in project management.

With the electronic form, you simply provide the training provider name and the date you obtained your certificate. (Be sure to always keep a paper copy of the  35 contact hours certificate with you).

3)      Document each of the projects you want to use for your experience requirement.

Prepare carefully this section, be accurate and honest. Summarize the project names, the company for whom you did these projects, describe briefly tasks and the main deliverables. You may want to review and use the tasks listed (per process group) in the PMP  handbook.

4)     How to evaluate the project duration?

If a project took 6 months, then you simply make a calculation to get the number of hours. One way to do it is to assume 5 working days per week, 50 weeks per year and 8 hours per week. With this assumption, a 6-month project would provide for 1000 hours of work experience (50/2*5*8). You may want to create and use an excel sheet to make accurate calculations as you enter the information. Review also the PMP handbook for overlapping projects. Finally, indicate the duration and percentages for the 5 group processes. Review the tasks and process groups listed in the PMP handbook. The percentages should reflect your experience and the project life cycle. If your 16-week involvement in this project was only 1 week of initiation, 3 weeks of planning, and 10 weeks of execution as well as monitoring and controlling and was closed in 2 weeks, then you could translate this into the following percentage: 6% (1/16) initiating - 19% , (3/16) planning - 31%, (5/16) executing - 31%,  (5/16) monitoring - 13%,

(2/16) closing.

Again a spreadsheet might be very useful to compile and verify your calculations

(6%+19%+31%+31%+13%=100%) . Some project experience may not include all the processes involved. There is no right or wrong :-)

Why PMI Won't Say If You Passed Or Failed Your PMP Exam- from 31st Aug'11

The PMP Exam is changing on August 31st 2011. If you are taking the exam on or after this date, then your 200 questions will be based on the new PMP Exam Content Outline.

PMI recently announced the following: If you are taking the PMP Exam on or after 31 August 2011, then - for a limited time only - PMI will not immediately tell you if you have passed or failed your exam.
Let me explain: If you take your PMP Exam today, then "pass" or "fail" will immediately be displayed on your screen and printed on your examination report. But because PMI is changing the exam, they require some time to validate the new structure. They also need to make sure that the percentage of people passing/failing the new exam is in line with the percentages of the old exam. In this way, they can make certain that the new exam is just as fair as the old exam. And all of this means that in the first 4-6 weeks after the new exam is in place, they cannot immediately give you your result. You will have to wait.

Here is PMI's original statement on this:

"As we transition to the new examination, PMI must update its examination reporting processes. This means for a short period of time examination results will not be available immediately following the examination. There will be a 4-6 week period between taking the examination and receiving the results via email. We know this will be disappointing to candidates, but please let them know the delay is necessary any time an exam changes to validate the new examination structure."

Here is what this means for you as a PMP candidate:

1. If you are taking the computer-based PMP exam on or after 31 August you will not receive immediate results (pass/fail) at the Prometric testing center.
2. If you are taking the paper-based examination there will also be a delay in receiving your examination results.
3. PMI will notify you (via email) when your results are available at PMI.org. 

PMI expects that the new examination structure is validated by mid-October. Once this has happened, exam takers will once again receive their results immediately at the Prometric testing center.

Here are my recommendations for those planning to take the exam between 31 August 2011 and about mid-October:

• Don't be disappointed: If you are planning to take your PMP Exam between August 31 and mid-October, then don't be disappointed that you won't receive your results immediately.
• Be patient: Even though PMI says that you should receive your results within 4-6 weeks we are all project managers and we know about deadlines. Allow PMI to do their due diligence and ensure that the new exam structure works. 
• Reschedule: If you cannot take the suspense of having to wait for up to six weeks, then reschedule your exam for around the end of October 2011.
• Don't leave without a receipt: After you have taken your PMP exam at the Prometric test center you will very likely still receive a printed document. It confirms that you have taken the exam but won't have your result. Don't leave without it.

My final recommendation to all PMP candidates is that you should simply relax. If your scheduled exam falls into this "no immediate results" window and you cannot change it... take it easy. There is nothing you can do about it. PMI is doing everything to ensure that the new exam works for you and everyone else. And this process is just part of that. Stay positive and focus your energy on your studies.

Why do people fail the PMP Exam ?

This is one topic which has been the highlight of discussions for all PMP aspirants. Let me share something from my school of thought :-)

As we all know the Project Management Institute (PMI) is the leader and the most widely recognized organization in promoting project management best practices. It was founded in 1969 and started offering the Project Management Professional (PMP) exam and Certified Associate in Project Management (CAPM) certifications in 1984. Many jobs require the candidate to have completed the PMP exam.

There are many reasons why candidates fail in the exam. The most common reasons are:

They have a shallow understanding and don’t study deeply: This is one of the most common reasons why candidate fail to pass on their first attempt. Both practical and theoretical knowledge is required for one to pass the exam in the first attempt itself.

Solution: I would suggest the exam takers to read PMBOK Guide latest version from cover to cover at least three times. You will be easily answering several questions if you read the Appendix sections from page 345 to 455. Concentrating more on Appendix section G (interpersonal skills) would help you to answer lot of behavioral oriented questions on the exam.

They fail to read all answers: This is another mistake most of the exam takers do. They look at the given options sequentially and if they think the option 1 or 2 is right, they skip the other options.

Solution: Read questions and given answers carefully. Re-read all questions containing negative words such as “not” “least” or “except”. Likewise check for all qualifying words: “all”, “most”, ‘some’, “none” and keywords such as input, output, tools and project management process. Since the exam is four hours you have enough time to go through all the given four options.

They do not think PMBOK is always right: Let me give a simple example here. Below is a sample exam question for your reference

Phase exits, stage gates or kill points are all terms for:
a. GO/No meeting
b. Project closure criteria
c. Kickoff for next phase
d. Phase end reviews

The right choice is “D”. Even though your organization may use different way of assessing the project phases and different terminologies for processes, the PMBOK says before closing a project or a phase the manager should contact Phase-end reviews.

Solution: When you are taking the exam you need to think PMBOK Guide is always right and in order to pass the exam, we need to use the right Key word phases used in PMBOK Guide regardless of whatever you do today to manager your project.

As some of may know already, PMP candidates are limited to three exam attempts within a year. If they fail three times within one year, they will have to wait one more year before submitting their application form. Hence, focus on the passing the pmp certification exam the first time. Anonymous survey results show that less than 50% exam candidates actually pass the exam on their first attempt and I’m pretty sure you can pass it at the first attempt if you avoid the mistakes highlighted here.

Good Luck!

Understanding RACI

A Responsibility Assignment Matrix (RAM), also known as RACI matrix or Linear Responsibility Chart (LRC), describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes. RACI is an acronym derived from the four key responsibilities most typically used:

• Responsible: Those who do the work to achieve the task. There is typically one role with a participation type of Responsible, although others can be delegated to assist in the work required.

• Accountable (also Approver or final Approving authority): The one ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work that Responsible provides. There must be only one Accountable specified for each task or deliverable

• Consulted: Those whose opinions are sought; and with whom there is two-way communication.

• Informed: Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication.

Very often the role that is Accountable for a task or deliverable may also be Responsible for completing it (indicated on the matrix by the task or deliverable having a role Accountable for it, but no role Responsible for its completion, i.e. it is implied). Outside of this exception, it is generally recommended that each role in the project or process for each task receive, at most, just one of the participation types. Where more than one participation type is shown, this generally implies that participation has not yet been fully resolved, which can impede the value of this technique in clarifying the participation of each role on each task. There is a distinction between a role and individually identified people: a role is a descriptor of an associated set of tasks; may be performed by many people; and one person can perform many roles. For example, an organization may have 10 people who can perform the role of project manager, although traditionally each project only has one project manager at any one time; and a person who is able to perform the role of project manager may also be able to perform the role of business analyst and tester.


The PMBOK Guide 4th Edition (starting in section 9.1) defines RACI as a responsibility assignment matrix (RAM) which is used to illustrate the connections between work packagers or activities and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define what a project team group of unit is responsible for within each component of the WBS, lower level RAMs are used within the group to designate roles, responsibilities and  levels of authority for specific activities. The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion. The PMBOK confirms that one example of a RAM is the RACI chart, showing the work to be done in the left column as activities. The assigned resources can be shown as individual or groups. The RACI is just one type of RAM; the project manager can select other options such as "lead" and "resource" designation or others as appropriate for the project. The RACI is particularly important when the team consists of internal and external resources to ensure clear divisions of roles and expectations. 

Important Formulas for the Exam

You will have to understand and if possible memorize the following formulas for the EXAM-


EV = %Complete*BAC

AC = %Spent*BAC

CV = EV–AC (>0 Good)

SV = EV–PV (>0 Good)

CPI = EV/AC (>1 Good)

SPI = EV/PV (>1 Good)

EAC = AC+Bottom up ETC – Best however team has to stop working and spend time

EAC = AC+BAC–EV – Remaining work to be performed at budgeted rate

EAC = BAC/Cumulative CPI – Remaining work to be performed at present CPI

EAC = AC+(BAC–EV)/(Cumulative CPI*Cumulative SPI) – Remaining work to be performed at present rate involving both SPI and CPI

ETC = EAC–AC or Re-estimate

VAC = BAC–EAC

TCPI = (BAC-EV)/(BAC-AC ) or (EAC–AC) – EAC will be used once it is determined BAC is no longer achievable, less then 1 is good

PV = FV/(1+r)ⁿ

Communication Channels = n(n-1)/2

EMV = P*I

PERT EAD = (O+4M+P)/6

PERT Project Duration = Sum of PERT EADs

SD = (P-O)/6

Variance of Activity =  [SD]² = [(P-O)/6]²

SD of Project = Square Root of Var1 + var2 + ……

Range of activity duration = EAD +/- SD

Total Float/Slack = LS-ES or LF-EF – zero on critical path

BCR/IRR/NPV – Bigger is better

Mean – Average

Median – Center number/value or average of center values

Mode – The most frequent number

Contract Incentives Savings = Target Cost – Actual Cost

Bonus = Savings x Percentage

Contract Cost = Bonus + Fees

Total Cost = Actual Cost + Contract Cost

PTA = (Ceiling Price – Target Price)/Buyer’s Share ratio +Target Cost


Terms Used
Planned Value (PV)
Actual Cost (AC)
Earned Value (EV)
Budget At Completion (BAC)
Cost Variance (CV)
Schedule Variance (SV)
Cost Performance Index (CPI)
Schedule Performance Index (SPI)
Estimate at Completion (EAC)
Estimate to Complete (ETC)
Variance At Completion (VAC)
Probability (P)
Impact (I)
Expected Monetary Value (EMV)
Expected Activity Duration (EAD)
Standard Deviation (SD)
Late Start, Early Start, Late Finish, Early Finish (LS, ES, LF, EF)
Point of Total Assumption (PTA)
To Complete Performance Index [TCPI]

Common Terms which can turn Uncommon in the Exam

EEF- Enterprise Environmental Factors can be interpretted as "company culture and existing systems that the project will have to deal with or can make use of". They can be considered as constraints.

OPA- Organization Process Assets are an organizations existing processes, procedures, policies and historical information. These are considered valuable for future projects. They can act as guidelines.

WBS Dictionary- It contains the details of the individual work packages and control accounts. It contains information like Code of account identifier, Description of work, responsible organization, List of schedule milestones, Associated schedule activities, Resources required, Cost estimates, Quality requirements, Acceptance criteria, Technical references, and Contract information.

Baselines- The knowledge areas of scope, time and cost have baselines, which combine to create the performance management baseline for the project.

• Scope Baseline- It includes WBS, WBS Dictionary and the Project Scope Statement.
• Schedule Baseline- This is a version of the project schedule.
• Cost Baseline- It includes all budgets, but does NOT include management reserves.

Fallback Plan- It is a plan which is planned in advance incase the contigency plans do not work

Workaround Plan- It is a plan which is NOT planned in advance and is devised on the spur of the moment.

Configuration Management- This ensures that all the stakeholders are using the same version of all the project documents and plans. It is used for version control.

Hope you all find this information useful to crack a few exam questions. I will keep on updating my blog with useful information which exam aspirants often overlook and assume

PMP Essentials

The objective of this blog is to just list out a few essential topics which some PMP aspirants take for granted or rather assume is that they know and understand everything about it.

• EEF- Enterprise Environmental Factors
• OPA- Organaizational Process Assets
• WBS
• WBS Dictionary
• Assumptions
• Constraints
• Scope, Time and Cost management plans
• Baselines
• Difference between Change and Configuration Management Plan
• Difference between Fallback and Workaround plans

This list can be a little longer depending on the knowledge gaps one has. I will cover these topics in a little more detail in my next blog. Till then you can try to find out more about these terms yourself

Thanks !!!