PMP & PMBOK 5th Edition Exam: Project Life Cycle, Process Groups (Initiating, Planning,
Executing, Monitoring & Controlling, Closing), Triple Constraint (Time, Cost, Scope), Project
Charter, Statement of Work (SOW), Work Breakdown Structure (WBS), Network & Gantt
Diagrams, Critical Path, Float/Slack, Fast-Tracking, Crashing, Critical Chain Project
Management (CCPM), PERT, CPM, Waterfall, PRINCE2, Estimation Techniques (Top-Down,
Bottom-Up, Parametric, Ratio, Apportion, Three-Point, Beta & Triangular), Baseline Budgets,
Contingency & Management Reserves, Earned Value Analysis (EV, AC, PV, BAC, CV, SV, CPI, SPI,
TCPI, PCIB, PCIC, ETC, EAC), Scope Management, Scope Creep, Requirements, Deliverables,
Quality Management, Quality Assurance, Quality Control, Quality Audits, Checklists, Risk
Management (RBS, Risk Register, Probability*Severity, Risk Appetite, Tolerance, Threshold,
Avoidance, Mitigation, Transfer, Acceptance, Opportunity Management), Change
Management (Identify, Evaluate, Decide, Communicate; Prosci 3-Phase: Preparing, Managing,
Reinforcing Change), Project Controls, Reporting (Weekly, Monthly, Financial, Change
Reports), Resource Responsibility Matrix, Histogram, Resource Leveling, Team Development
(Tuckman: Forming, Storming, Norming, Performing, Adjourning), Team Cohesiveness, Trust,
Motivation, Stakeholder Engagement, Communications, Lessons Learned, Organizational
Structures (Functional, Matrix, Projectized), Project Maturity Models (OPM3, Crawford 2007),
Project Selection Models (Numeric: IRR, NPV, Payback; Non-Numeric: Sacred Cow,
Competitive Necessity, Operating Necessity Exam Questions Verified and Provided with
Complete A+ Graded Rationales Latest Updated 2026
Three essential drivers that must be achieved to generate positive characteristics in project
teams
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development
Forming, Storming, Norming, Performing, Adjorning
,Forming
In this stage, team members may be meeting for the first time. Often, no one really knows much
about anyone else on the team. It may be premature to refer to this group of individuals as a
team. It is a time of introduction and forming relationships and understanding from exchange of
information.
Storming
Team members are beginning to know about each other, but they do not yet understand how to
work together. Members may "jockey for position" within the team. The dynamics of working
together beyond any written statement of "roles and responsibilities" are being established.
Personalities surface, showing the strengths, weaknesses, and personal needs of each individual
on the team. Integration into a team may come with some struggle and conflict.
Norming
Team members have "figured out" how they will interact with each other. Working relationships
are beginning to form. Trust and understanding is beginning to form between team members.
They are beginning to feel comfortable working together and openly and willingly sharing
information.
Performing
Team members are fully comfortable working together. Trust has been developed. Working
relationships have jelled. Work is being conducted and project progress is occurring.
Adjourning
,This only occurs when all the team's work has been completed and the team is no longer
required. This may occur at any time in the project life cycle.
Co-located Teams
involves team members physically working at the same location or holding project meetings
together in a common setup.
Virtual Teams
are teams whose members interact primarily through electronic communications. Members of a
virtual team may be within the same building or across continents.
Two common situations occur that may prompt a change to the baseline scope
The scope may be expanded to include additional functionality or the scope may be diminished
due to changes in the project environment such as reduced funding or requirements or
changing time/due date.
Scope creep
occurs when the project team integrates enhancements to the scope without proper evaluation
and approval.
work performance data
will identify the work activities that are completed, partially completed, or not started.
, risk register
is a list of potential risks, how the risks will be monitored, and what action will be taken should
the risk event occur.
corrective action
is a document issued to identify quality failures and how they will be corrected. The deliverable
itself may need to be reworked and the project plan may need to be revised to ensure that
future deliverables do not include the same error.
The Four Categories of Change
Contingency plans, improvement changes, external events, scope change
The change management system
is in place to formally identify, evaluate, decide, and communicate project changes.
Recording
is the process of documenting and archiving project-related information.
Reporting
is a key nonverbal communications methodology used to inform and to document project
information.
Executing, Monitoring & Controlling, Closing), Triple Constraint (Time, Cost, Scope), Project
Charter, Statement of Work (SOW), Work Breakdown Structure (WBS), Network & Gantt
Diagrams, Critical Path, Float/Slack, Fast-Tracking, Crashing, Critical Chain Project
Management (CCPM), PERT, CPM, Waterfall, PRINCE2, Estimation Techniques (Top-Down,
Bottom-Up, Parametric, Ratio, Apportion, Three-Point, Beta & Triangular), Baseline Budgets,
Contingency & Management Reserves, Earned Value Analysis (EV, AC, PV, BAC, CV, SV, CPI, SPI,
TCPI, PCIB, PCIC, ETC, EAC), Scope Management, Scope Creep, Requirements, Deliverables,
Quality Management, Quality Assurance, Quality Control, Quality Audits, Checklists, Risk
Management (RBS, Risk Register, Probability*Severity, Risk Appetite, Tolerance, Threshold,
Avoidance, Mitigation, Transfer, Acceptance, Opportunity Management), Change
Management (Identify, Evaluate, Decide, Communicate; Prosci 3-Phase: Preparing, Managing,
Reinforcing Change), Project Controls, Reporting (Weekly, Monthly, Financial, Change
Reports), Resource Responsibility Matrix, Histogram, Resource Leveling, Team Development
(Tuckman: Forming, Storming, Norming, Performing, Adjourning), Team Cohesiveness, Trust,
Motivation, Stakeholder Engagement, Communications, Lessons Learned, Organizational
Structures (Functional, Matrix, Projectized), Project Maturity Models (OPM3, Crawford 2007),
Project Selection Models (Numeric: IRR, NPV, Payback; Non-Numeric: Sacred Cow,
Competitive Necessity, Operating Necessity Exam Questions Verified and Provided with
Complete A+ Graded Rationales Latest Updated 2026
Three essential drivers that must be achieved to generate positive characteristics in project
teams
Cohesiveness, Trust, Motivation
The five stages Dr. Bruce Tuckman (1965) introduced of group development
Forming, Storming, Norming, Performing, Adjorning
,Forming
In this stage, team members may be meeting for the first time. Often, no one really knows much
about anyone else on the team. It may be premature to refer to this group of individuals as a
team. It is a time of introduction and forming relationships and understanding from exchange of
information.
Storming
Team members are beginning to know about each other, but they do not yet understand how to
work together. Members may "jockey for position" within the team. The dynamics of working
together beyond any written statement of "roles and responsibilities" are being established.
Personalities surface, showing the strengths, weaknesses, and personal needs of each individual
on the team. Integration into a team may come with some struggle and conflict.
Norming
Team members have "figured out" how they will interact with each other. Working relationships
are beginning to form. Trust and understanding is beginning to form between team members.
They are beginning to feel comfortable working together and openly and willingly sharing
information.
Performing
Team members are fully comfortable working together. Trust has been developed. Working
relationships have jelled. Work is being conducted and project progress is occurring.
Adjourning
,This only occurs when all the team's work has been completed and the team is no longer
required. This may occur at any time in the project life cycle.
Co-located Teams
involves team members physically working at the same location or holding project meetings
together in a common setup.
Virtual Teams
are teams whose members interact primarily through electronic communications. Members of a
virtual team may be within the same building or across continents.
Two common situations occur that may prompt a change to the baseline scope
The scope may be expanded to include additional functionality or the scope may be diminished
due to changes in the project environment such as reduced funding or requirements or
changing time/due date.
Scope creep
occurs when the project team integrates enhancements to the scope without proper evaluation
and approval.
work performance data
will identify the work activities that are completed, partially completed, or not started.
, risk register
is a list of potential risks, how the risks will be monitored, and what action will be taken should
the risk event occur.
corrective action
is a document issued to identify quality failures and how they will be corrected. The deliverable
itself may need to be reworked and the project plan may need to be revised to ensure that
future deliverables do not include the same error.
The Four Categories of Change
Contingency plans, improvement changes, external events, scope change
The change management system
is in place to formally identify, evaluate, decide, and communicate project changes.
Recording
is the process of documenting and archiving project-related information.
Reporting
is a key nonverbal communications methodology used to inform and to document project
information.
