Mindset - more from page 149 The mindset section is one of the most important sections of the exam. In this section, you will find an overview of the key strategies that will assist you in making the correct decisions as a Project Manager/Scrum Master, This section contains a diverse collection of personal notes, r/PMP user tips and informative PMP videos. Characteristics of a Project Manager/Scrum Master The Project Manager (PM) should ALWAYS be proactive, a servant leader and a good steward. The first thing the PM should do is to analyze the deviation and try to return the project to green by implementing corrective actions. It has been estimated that a project manager spends approximately 90 percent of their time communicating Guiding Principles Do's and Don'ts Always be proactive Don't bypass steps/processes/documentations. Adhere to procedures. Embody servant leadership Always prioritize the team's needs and well-being to foster a supportive and collaborative environment Stewardship is key Focus on ensuring project and customer success Ethical conduct and integrity Maintain high ethical standards and integrity in all aspects of project management Collaborate with the stakeholders. Involve stakeholders actively in the decision-making process and never pass on problems to them. Act after complete and accurate data Avoid making hasty decisions without thorough analysis and never delegate your work. Corrective actions are essential Tackle deviations and problems head-on. Use management as a resource and only reach out to management as a last resort. Be an effective Resolve conflicts within the team and stakeholders proactively. mediator Flexibility and Be prepared to adapt to changing circumstances and unexpected adaptability challenges. Continuous Regularly seek ways to improve processes and outcomes Involves improvement learning from past projects and implementing best practices. THIRD3ROCKPMP.COM | 5.How to tackle questions with a Project Manager’s mindset NOTE: When addressing questions, always rely on the information provided within the question itself; avoid making assumptions, For each inquiry, frame your response based on the principles outlined in the PMBOK and Agile Practice Guide textbooks. NOTE: Remember the sequence in finding the root cause of the problem when selecting the answer: . . First Assess/Analyze > Then Review > and Then Take Action. Do not take any action right away. Review before taking appropriate actions, Remember A.R.T > Assess, Review, Take Action Assess/Analyze by first identifying the underlying root cause of the issue. This step includes data collection, problem analysis, and identifying root causes, such as evaluating the situation with the team and reviewing the management plan. Conducting an assessment and analysis before reviewing project documents ensures that the review is informed, focused, and strategic. Review the project management plan and related documents (such as scope, budget, schedule, etc.) to understand how they are being implemented, monitored, and regulated. Revi \g after assessment and analysis ensures that all documents are in sync, adhere to project goals, and uphold quality benchmarks, which collectively drive the project towards success. Take action by following a sequential approach. Eg. Meet with relevant stakeholders to devise a solution or initiate a risk response plan. This step ensures that solutions are practical, achievable, and aligned with the project's needs and objectives. Key steps to take when crucial keywords are identified in the question These steps align with project management best practices, emphasizing proactive planning, effective communication, risk management, and ethics. Keywords | Steps to take Do © Take the appropriate course of action. Typically, assess the impact or check if decisions are already finalized. if approval has been granted or regulations are in place, proceed accordingly. © Evaluate/assess how current issues affect the project's scope, timeline, and resources. Identify/analyze/prioritize potential risks Actively involve stakeholders through updates and feedback sessions. Implement contingency plans if risks materialize. Ensure all outputs meet the required quality and standards. Conduct systematic audits of project processes and outputs. Do first or Do next © Determine impact or root cause reasons behind issues or delays. Review documents or plans for any needed adjustments. THIRD3ROCKPMP.COM | 6Keywords Steps to take © Assess/analyze the immediate consequences of current project issues, such as evaluating current resource allocation, and identify any shortages or excesses. © Prioritize critical path activities that directly impact the project completion date. © Engage in dialogue with the team or stakeholders before deciding on the best course of action for collaborative problem-solving. © Ensure there are clear, efficient communication channels to share information © Take immediate attention to high-impact issues. NOTE: Prioritizing “do first" actions like reviewing or analyzing might not always be the best approach. It's important to ensure that the approach fully addresses the root cause of the problem. Eg: When midway through a project, the project manager identifies new stakeholders. Each of these new stakeholders plays a different project role. What should the project manager do first? Review the stakeholder register or Submit a change request to the change control board (CCB). The project manager should prioritize updating the stakeholder management plan over reviewing the stakeholder register. Modifying the stakeholder management plan is critical for catering to the interests of all stakeholders and keeping the project on its intended path. Reviewing the stakeholder register falls short of effectively incorporating new stakeholders. Have done © Identified reactive measures. What steps could have been taken to prevent this? What could have been implemented to avoid the issue? © Created a detailed plan addressing all project aspects from initiation to closure. © Established a process for continuous risk identification, analysis, and mitigation. © Maintained regular and transparent communication with all stakeholders. Have kept all stakeholders informed about the current status and any changes. © Regularly reviewed team dynamics and productivity, addressing any issues promptly, © Ensured that project goals are in sync with the broader organizational objectives. Reallocated or acquired additional resources to address critical needs. Acted on strategies to mitigate the impact of risks. Obtained necessary permissions before implementing changes. Needed changes should have undergone a formal review and approval process. THIRD3ROCKPMP.COM | 7Keywords Steps to take © Involved the team in decision-making processes Not do or Not have done © Ignore stakeholder feedback: Always seek and incorporate it to enhance project outcomes. © Disregard risks: Continuously identify and address both new and existing risks. © Overlook team morale: Consistently engage in team-building and promptly address any conflicts or issues. © Neglect the project's scope: Avoid scope creep by adhering to the agreed-upon parameters. © Bypass change control processes: Ensure that all changes are properly reviewed and approved. * Overlook deadlines: Acknowledge their importance and take necessary steps to meet them. © Allow unauthorized expansion of the team or budget increases without proper approval Never do © Avoid extreme measures such as terminating contracts, firing personnel, withholding payment, recruiting during ongoing projects, bringing in consultants, or shutting down projects due to minor setbacks. Never resort to drastic actions without thorough analysis and consideration. © Options that indicate inclusiveness, collaboration, decisiveness are likely to be the answer. © Options using absolute terms like ‘must’ or ‘only’ are typically not the correct choice. © Choices that recommend drastic steps like ending the project, denying customer requests, or immediately approaching a sponsor with an issue are usually not the right solution. © Never implement changes directly. Change request is approved in a formal process by the Change Control Board. Only proceed after securing approval. * Do not expand the team or increase the budget without the necessary permissions, Carefully manage resources to prevent burnout and budget overruns, © Never ignore safety standards and regulatory requirements. Always uphold safety and compliance. © Never avoid ethical considerations. Always maintain integrity and ethical standards in all project activities. Least Likely/Most Likely Select the action the Project Manager should have Least Likely/Most Likely taken from Most important to Least important sequence/tasks. © Situation: Project is behind schedule and nearing deadline THIRD3ROCKPMP.COM | &Keywords | Steps to take © Most Likely Action: Initiate risk response plan, adjust resources, communicate issues. o Least Likely Action: current pace. jgnore the deadline and continue at the Difference between Risk and Issue Ask yourself ‘What the CORE problem is' — Is it about change, communication, risk, etc? Topic _| Keywords to assist RISK Risks are uncertain events that might happen in the future. Keywords to look for — May/Might/Could potentially Check if the risk is documented in the risk register or risk report. Implement the risk response, if the risk materializes. If the risk is new, update the risk register and then analyze. Analyze risks qualitatively and quantitatively © You add risk to the risk register NOT risk management plan. cece ISSUE _| Issues are problems that have already occurred or are occurring. Keywords to look for — Will/Should/Has happened Fix the issue — Likely an action to be taken. Escalate issue - Communications management plan can be used to escalate issues to the appropriate stakeholder. Know when a risk becomes an issue, and how you proceed to handle it via the risk response captured in the Risk Register. Issue log — update first thing when an issue arises. ‘* Issues resolved — update lessons learned and the OPA. ‘* Stakeholder related questions — review stakeholder register, stakeholder engagement plan or communications plan. ITTOS (Inputs, Tools, Techniques, and Outputs) Key Terms These keywords can help identify whether you're in the Planning, Executing, Monitoring and Control, or Closing phase: Process Keywords to identify Planning Plan, Estimate, Define Executing Manage, Conduct, Implement THIRD3ROCKPMP.COM | 9Monitoring and Control _| Monitor, Control, Validate Closing Finalize, Close, Complete, Sign-off Traditional or Agile Frameworks Figure out what framework you are in. Is it Predictive/Waterfall, Agile or Hybrid. This will help eliminate good sounding options that are not valid ‘© Pay attention: Some questions explicitly state whether you are involved in a Predictive or Agile approach, but sometimes it is not stated explicitly, In considering a solution, pay attention to keywords such as Iteration, Incremental, Product Owner, Sprint, and Retrospective in order to suggest one methodology. Traditional and Agile Teams Questions related to team issues — Reference or review the Team Charter. Look for answers that promote collaboration, team engagement and co-location. Never remove or fire a member, a vendor or hire a consultant. Predictive © Project manager typically assigns tasks according to a pre-identified list of required skills at the project's start Agile Team self-organizes and self-assigns work. Coach and mentor the team to handle/deal/resolve issues. Don't leave them on their own to fend for themselves. Always protect and guide your team from too many interruptions. If a team lacks a specific skill, provide the necessary training and resources to bridge that gap. Research and provide training based on the project needs, PM should not conduct training as they might not be the subject matter expert. ‘* Work with senior team members to coach the team, which can include the Functional Manager. © The PM should be an agile advocate. Train your team and stakeholders to make them aware of the benefits of agile. The Scrum Master helps the product owner sort out the backlog. © Customer feedback should be gained throughout the project cycle. Managing ‘© Accommodate your team by providing video conferencing, Virtual accommodating for different time-zones, cultural appropriation (ie; teams language, dressing, etc). NOTE: Pick co-location when it's an option for the team. THIRDSROCKPMP.COM | 10Steps to take when resolving conflicts When there is a conflict between two members, work individually first and then bring them together. © Questions about communi is the best option. * How to deal with resource requirements: Resolve resource conflict by working with the Functional Manager by seeing if there are available resources to help or hire before going to PMO. n requirements and conflicts — face-to-face usually Miscellaneous Topic Action When safety Stop all activities to assess and address safety risks immediately. problems arise New law is Update the risk register. Adjust project plans to comply with new introduced legal requirements. Law implications Seek guidance. Consult experts for legal implications and ensure arises compliance. Health hazards! Stop work and manage emergencies through change control Mandatory procedures. regulation/ « Emergency/Mandatory — Stop work and begin the change Environmental control process. issues/Safety ¢ Rumors/Potential — Review, evaluate with legal/relevant governance teams and route to change control. Issue related to Always ask them to check with the appropriate department. payment/contract with the vendor Dealing with Vendors Review procurement management plan/agreements/contracts. Talk to them face-to-face or call to resolve issues. Evaluate alternatives if needed. Audit procurement as needed. In the event of a claim, escalate to Claims Administration. If the contract does not align to the project goals, take precautionary measures — could be to cancel the contract. © When a delay in an item sent by a vendor or a quality issue with the vendor arises — meet and brainstorm with the team and come up with solutions. THIRD3ROCKPMP.COM | 11Topic Action If anything is missed in scope which may lead to rejection of deliverables Submit change requests for any missed project scope items. When overall guidance is req id Refer to the Project Management Plan. NOTE: Refer to Project Charter when you need high-level guidance. When estimation is required The team is best suited for providing estimates due to their subject matter expertise (SME). When PMO guidance is needed Consult with the PMO to recognize existing plans and procedures. Always communicate with the PMO about the status of the project, for project alignment. Prototype Prototyping effectively demonstrates a deliverable's value, providing stakeholders with a functional and visual preview, allowing for early feedback and adjustments to ensure it meets industry standards and expectations. * NOTE: Prototype can be the best option for a demo, especially when the requirements are already known. Stakeholder conflicts © Ifa stakeholder raises concerns about a missed or inaccurate item, review the established criteria and guide them through it. © Ifthere are complaints about communication or status reports, re-evaluate the communication or stakeholder engagement plan to understand their perspective and needs. * Should a stakeholder seek further information on the project's progress, encourage them to attend sprint reviews. Project closure Ensure you obtain formal approval of the project deliverables from stakeholders BEFORE discussing lessons learned, BEFORE transitioning to Operations, and BEFORE disbanding the team THIRDSROCKPMP.COM | 12Tradi nal PM Mindset vs Agile Scrum Master Mindset Aspect Traditional PM Mindset Agile Scrum Master Mindset Stakeholder _| Identify and analyze stakeholders _| Collaborate with Product Owner for Engagement —_| throughout the project. backlog prioritization; engage stakeholders regularly. Team & Consult the project team for expert | Empower the team to choose Leadership advice. Leadership is often directive | solutions; act as a servant leader. Style and controlling Planning and Action Comprehensive documentation is maintained and often contractually required. Emphasize adaptive planning and quick responses to change Documentation is lean and just ‘enough for the team to work effectively. approach Scope and Evaluate scope changes; Agile teams are responsible for Quality customers verify deliverables. delivering quality increments. Tools and Use inclusive, low-tech tools like | Use co-location, Kanban boards, Methods whiteboards; bottom-up estimation | burn charts, and prioritize face-to-face communication. Communication Tailored communication for each stakeholder; use emotional Prioritize face-to-face communication; understand team budget, as specified). intelligence. members’ motivations. Risk Record and address all identified | Addresses risks through iterative Management _| risks. delivery, Change Formal change requests needed —_| Product Owner manages and Management _| after baselining; Perform Integrated | prioritizes changes in the backlog Change Control process. Conflict Resolve conflicts based on project | Value conflict as an opportunity for Resolution objectives. learning; maintain a safe environment Contract Choose mutually beneficial Agile contracts often emphasize Management —_| contracts flexibility and collaboration. Performance | Success is often measured against | Success is measured by the Measurement _ | the original plan (on time, on delivery of value and customer satisfaction. Project Closure Formal closure even for early termination. Continuous delivery and retrospective reviews. THIRDSROCKPMP.COM | 13Exam questions can be grouped into these categories Type of Question Strategy to Tackle Example Situational or Scenario Based These questions can be lengthy and complex. Read attentively; focus on the last paragraph and answer choices first. Q: You are managing a project that is. in the execution phase. The client has just requested an additional feature, which was not part of the original scope. What is the FIRST thing you should do? Multiple Choices | Eliminate incorrect options —_| Q: What is a key output of ‘Plan first. Use your understanding | Schedule Management’? of PMBOK and Agile methodologies. A. Activity List B. Schedule Baseline C. Work Breakdown Structure D. Resource Calendars Multiple Itis common to find questions | @: As a project manager, you are in Response with several right answers. the process of monitoring and Focus on the most fitting choice, often related to project management actions. controlling project work. Which of the following activities are important in this process? (Select TWO) A. Updating the risk register. B, Developing the project charter. C. Performing qualitative risk analysis. D. Comparing actual project performance against the project management plan. E. Conducting procurements. Charts, Diagrams, Graphs You might have to look at a graph and understand what it shows, or make a diagram that shows the order of steps, using the instructions given. Identify the phase where 'Scope Definition’ occurs in a process flow diagram. Focus on key terms and context clues. Qa: is a technique for dividing project scope and deliverables Drag and Drop / Matching Match related items after understanding each term/concept. Understand sequence or categorization. Q. Drag processes into the correct Process Group: ‘Develop Schedule’, ‘Perform Integrated Change Control, ‘Create WBS'. THIRDSROCKPMP.COM | 14Type of Question Strategy to Tackle Example Formula-based Expect to see questions involving formula computations such as CPI, SPI, PERT or Earned Value. If a question seems too complex, don't dwell on it for too long. Mark it and return to it later if you have remaining time. Q: Calculate CPI if EV is $120,000 and AC is $100,000. Absolute Terms Questions are those that include words like "always," “never,” “all,” or "none." Q: What should a project manager do when a project is running behind schedule? A. Always increase the project team size to catch up on work. Never make changes to the project schedule Always ask for a deadiine extension. Assess the situation and consider options such as re-prioritizing tasks or resource reallocation 9 0 D Double-barreled & Overlapping Combines two questions into one while making room for only one answer. Q. Do you think that the implementation of agile methodologies has not only increased team collaboration but also reduced overall project costs? Double Negatives A double-negative question includes two negative words, potentially confusing or misleading the participant completely. Identify double negatives by looking for the words “no” or “not” in your questions along with the following words: Words with the prefix “un-”. Q; Itis not uncommon for project stakeholders to disagree on the project's priorities. Which of the following is not an ineffective way to handle such disagreements? What they are really asking: Which of the following is an effective way to handle disagreements among project stakeholders about the project's priorities? New or Unknown Topics Be ready to tackle unfamiliar subjects using your best judgment. In these cases, rely on your best judgment and continue forward THIRDSROCKPMP.COM | 15Type of Question | Strategy to Tackle Example Prioritizing Prioritize tasks or actions in a_ | Q: You are leading a construction Actions given project management project, and two issues arise scenario — may ask for the ‘BEST or FIRST’ simultaneously: a critical piece of equipment breaks down, and a routine project status meeting is scheduled to start. What should you prioritize first? Sentiment-based or Overly-positive Choose the most balanced response. Often, the best answer is one that shows emotional understanding and support while also taking practical steps to ensure project continuity and success. Q: You notice that a normally productive team member has been less engaged and seems distracted over the past week. What is the best initial approach? Avoid Extremes Be wary of answers that suggest ignoring emotional issues or those that prioritize emotions to the detriment of project objectives. Extremes are rarely the right choice in complex project environments Q: A key project deadline is at risk due to unforeseen technical issues. How should you respond? A. Ignore the issues and hope they resolve on their own. B. Blame the technical team for the delays. C. Work through the night to fix the issues yourself. D. Assess the issues, consult with the team, and update the project plan accordingly. Ethics and Professionalism Ensure that your chosen response aligns with ethical guidelines and professional conduct. Critical Path Method (CPM) Questions Questions may involve calculating the shortest possible duration for the project, identifying critical activities, or understanding the impact of activity duration changes. THIRDSROCKPMP.COM | 16Applying PMP Mindset to a Sample Question Question: Your project is currently behind schedule. The client has expressed dissatisfaction and asks for an accelerated schedule without an increase in budget. What should be your first step? gpom> ‘Add more resources to the tasks. Reduce the project scope. Communicate with the stakeholder about the implications and alternatives, Cut corners to save time. Option A — Can be a solution based on the principle of "Crashing" in time management. However, it usually comes with increased costs, which contradicts the “without an increase in budget" condition Option B - Might be possible but can impact the project's objectives and deliverables. Option C — Aligns with good communication and stakeholder management practices. Itensures the stakeholder understands the implications of their request and allows for a collaborative solution Option D — Is against the PMP's ethical and professional responsibility. It can lead to quality issues and more significant problems in the future, Answer: C Based on the PMP mindset, the best first step would be Option C. This approach ensures alignment, manages expectations, and sets the stage for a collaborative approach to the challenge. THIRDSROCKPMP.COM | 17PMBOK 6 What are Projects? Projects are temporary endeavors undertaken to create a specific product, service, or result. Projects have a beginning and an end, and can be independent or part of a larger program or portfolio, Collaboration is critical to the success of projects, Overview of Key Components in Project Management Component Description Example Project Lifecycle | Series of phases that a project passes Predictive: Waterfall through from its start to its completion. Can | model; Adaptive: Agile be Predictive or Adaptive. methodology. Project Phase —_| Group of logically related activities Feasibility Study (in the culminating in one or more deliverables, with | initiation phase). phase exit criteria at the end. Project Gate A review at the end of a phase leading toa _| Go/No-Go Decision at decision to continue, modify, or end the the end of the design project. phase. Project Systematic series of activities directed Development of a project Management toward an end result, acting on inputs to charter. Process create outputs. Project These groups include Initiating, Planning, | Executing: Team Management —_| Executing, Monitoring and Controlling, _ development and task Process Group _| and Closing. They are not the same as assignment. project phases. Project Defined by knowledge requirements and Scope Management Management _| characterized by processes, practices, Creating a Work Knowledge inputs, outputs, tools, and techniques. Breakdown Structure Areas (WBS) Deliverable Unique and verifiable product, service, or __| Software application, result. Construction of a building Project Focused on setting objectives and scope, _| Developing a project Management —_| and developing a detailed pian covering management plan Planning various aspects like time, cost, quality, including timelines and resources, communication, risk, budget estimates. procurement, and stakeholder management. THIRDSROCKPMP.COM | 18