CHAPTER 16
Preparing for the Project Management Professional Certification Exam

THEODORE R. BOCCUZZI, PMP, TRB CONSULTING

The Project Management Institute (PMI) provides a comprehensive certification program for project management practitioners with varying levels of experience, which is ISO 9001-certified in Quality Management Systems. The certification program is designed to support a career in the project management profession. There are currently five credentials available: Certified Associate in Project Management (CAPM^®), PMI Scheduling Professional (PMI-SP^®), PMI Risk Management Professional (PMI-RMP^®), Project Management Professional (PMP^®) and Program Management Professional (PgMP^®). None of the credentials serve as a prerequisite for another.

The credential awarded under this program to those who lead and direct project teams is the Project Management Professional (PMP), which has become the credential of choice for many industries and corporations that provide project management services. Although it is not the only project management-related certification, the PMP is highly regarded throughout the world. Many organizations have begun to require it for individual advancement or for employment. Although the PMP is not a license or registration and does not provide legal authority to practice project management, as do certifications that are legally required and competency based (such as the Australian certification program), it does advance project management competency of the individual and of the organizations for which they perform projects.

The information in this chapter is the most up-to-date available, but the profession and the certification process will undergo many changes, and the specific details of the exam and other certification requirements are expected to change. Even the body of knowledge, as testified to by the fact that the PMBOK^® Guide is now in its fourth revised edition,¹ changes over time. Project management as a profession is relatively young. Like other professions, its standards and certifications are evolving in response to business and social pressures. The parallel can be drawn to the evolution of other professional certifications, such as the CPA.

In the early days of that profession, accountants managed the financial records of businesses, but they did not always treat accounting events consistently. As the accounting profession recognized the inconsistencies of accounting techniques, its members worked to form a series of generally accepted practices. Changing economic times (notably, the 1929 crash) and increased criticism added impetus to the development of uniform standards and a certification program to enhance credibility and professionalism. Early versions of the CPA examination were not as comprehensive or as difficult as the versions given today; 20 years ago, it was not necessary to have a degree to be eligible to take the exam. So, we can expect the PMP itself to evolve and go though a series of changes reflecting the changing standards and requirements of the project management profession. In the event that project management is truly recognized as a profession, with all the serious accountability issues that this designation raises (malpractice and licensing for example), those changes will become even more significant.²

To achieve the PMP credential, four sets of requirements must be met in level of education, project management experience, project management education, and ethical behavior. One must meet the educational and experiential requirements required, agree to follow the PMI Code of Ethics and Professional Conduct, and pass the PMP credential examination. Passing the exam is a mark of official and public recognition of an individual’s ability to meet specified standards in field of project management.

To get complete details about the credential process and the most current information available about the credential exam, as well as any upcoming or possible changes, visit the Project Management Institute’s Web site to download the latest Project Management Professional (PMP)^SM Credential Handbook from PMI.³ Before submitting a PMP Credential Exam Application, PMI requires that the applicant affirm that he or she has read and understood the entire Handbook.

• Assists the reader with determining which credential is most appropriate.

• Contains the required information regarding the credential process.

• Contains the eligibility requirements for attaining the credential.

• Contains contact information for PMI and its test administration partner, Prometric.

• Contains guidelines for scheduling of the examination, exam administration. and exam site policies.

• Contains information on testing fees and refund policies.

• Contains PMI’s policies and procedures, such as the audit process and appeals procedure.

THE PMP CREDENTIAL PROCESS: AN OVERVIEW

To be eligible for the PMP credential, candidates must agree to abide by PMI’s Code of Ethics and Professional Conduct, complete a specified number of hours of formal project management training (35 hours at this writing), and meet the educational and experiential requirements that are described in detail in the PMP Credential Handbook. Preparing the application packet is a project in itself. The documentation required includes the examination application, experience verification forms, project management education forms, the application fee schedule, other demographic information, and the PMI Code of Ethics and Professional Conduct. Signing the application indicates that you accept the responsibilities outlined in the “PMI Certification Application/Renewal Agreement,” including abiding by the PMI Code of Ethics and Professional Conduct, which states that as a PMP you will always act with integrity and professionalism, contribute to the project management knowledge base, enhance individual competence, balance stakeholder interests, and respect personal, ethnic and cultural differences.⁴

Documented project management education. Candidates must provide documentation for the required number of hours of formal project management training in any of the nine knowledge areas: scope, time, cost, quality, human resources, communications, risk, procurement, and integration management. To fulfill this requirement, candidates must have successfully completed courses offered through a university or college academic or continuing education program, or any course or program offered by training companies, consultants, PMI component organizations, distance-learning companies, employer-company sponsored programs or PMI Registered Education Providers (R.E.Ps). (Note: PMI Chapter meetings and self-study activities [e.g., reading books] cannot be included as part of this requirement.) The courses must be complete at the time of application.

Documented level of education and project management experience. The certification requirements acknowledge that not all project managers are formed in the classroom by offering options that allow credit for practical experience. Educational and experiential requirements are divided in two categories:

1. Candidates with a baccalaureate or equivalent degree should be able to demonstrate a minimum of 4,500 hours of project management experience within the five process groups. The candidate must show a minimum of 36 nonoverlapping months of project management experience within a six-year period before the application date.

2. Candidates with a high school diploma or equivalent credential must demonstrate a minimum of 7,500 hours of project management experience within the five process groups. The candidate must show a minimum of 60 nonoverlapping months of project management experience within an eight-year period before the application date.

Table 16-1 shows how to calculate hours of experience in the case of projects with overlapping months.

This candidate has 43 months of project management experience within a 53-month time frame. However, within these 43 months, two projects overlap a total of five months. The five overlapping months are subtracted from the 43 months of total project experience demonstrated, allowing the candidate to indicate 38 months of project management experience. Candidates are not required to subtract the overlapping hours; the total hours worked on all projects is counted.

The Project Management Experience Verification Form included in the application is used to summarize your role, the deliverables you managed, and the hours you spent on the project. Deliverables that you managed are reported by process groups. For example, you might report your activities on a project as follows (note that these deliverables are described in very general terms for the purpose of this example; on an actual application form, you would want to be more specific and detailed in your descriptions):

TABLE 16-1. CALCULATING HOURS OF PROJECT EXPERIENCE

Initiating Process

• Project charter development

• Feasibility study

• Business case development

• Preliminary project scope statement development

Planning Process

• Scope planning

• Scope definition

• Create WBS

• Schedule development

• Cost estimating

• Risk identification.

Executing Process

• Direct and manage project execution

• Perform quality assurance

• Information distribution

• Create work packages.

Monitoring and Controlling Process

• Monitor and control project work

• Manage project team

• Performance reporting

• Integrated change control

• Scope control

• Schedule control

• Cost control.

Closing Process

• Close project

• Contract closure.

Candidates report only the hours that they actually worked on the project. The hours are listed by the amount of time spent in any one or more of the five process groups. Table 16-2 shows how to summarize qualifying hours into process groups.

You are not required to report a minimum amount of hours in any of the five process groups for an individual project. However, candidates must show experience in all five process groups when the hours are totaled.

The PMI Certification Department selects at random a percentage of applications for audit prior to granting eligibility. If selected, the candidates may be asked to submit verification of the projects documented on the Experience Verification Forms (for example, a signed letter from a supervisor or manager). Copies of degrees or transcripts may also be required.

Once you have passed the application hurdle, PMI will issue you a letter confirming your eligibility to take the exam. Now, the real work begins.

TABLE 16-2. SORTING PROJECT EXPERIENCE INTO PROCESS GROUPS

PREPARING FOR THE EXAM

The process of preparing to take the exam differs widely from individual to individual. It’s important to have a good understanding of your own study habits, strengths, and weaknesses. Some candidates attend a specialized course, of which there are many available. Some prefer to study on their own, using some of the many materials on the market. Candidates can choose from books, sample exams, flash cards, online sites, and training courses. Many PMI Chapters have study classes or networks where members meet to help one another study.

Differences in age, social relationships, family position, maturity, patience, and interests require different training approaches. People also have differing learning speeds and styles based on their cognitive styles. The typical student attention span for a standup lecture is seven to ten minutes. Thus, effective training delivery must vary between lecture, hands-on, textbook, video, CD, computer and other media to keep your attention. Distance learning has great a potential application for teaching the theory behind project management and acquiring the basic concepts and language. One benefit of computer-based training via CD-ROM or the Internet is timely delivery, which may in fact be more important than depth of content. However, classroom training will never go away, because the classroom is where students get to apply concepts and get feedback on an immediate basis from teachers and from fellow students, so that performance and understanding are validated.⁵

Regardless of how you choose to prepare, the first step is to understand the nature of the examination itself.

What’s on the Test?

The PMP certification examination tests the applicant’s knowledge and understanding of project management skills, tools, and techniques with a battery of multiple-choice questions (200 questions at this writing) randomly selected from a large database. The examination questions are derived from the Project Management Professional Role Delineation Study,⁶ which describes, in statements, the specific tasks Project Managers perform during the planning and execution of a project, why each task is performed, and how each task should be completed. Identified with each task statement are the associated skills, tools, and techniques required to complete the task. Examination questions developed from these task statements assess the candidate’s knowledge and ability to apply the proper project management skill, tool, or technique. The candidate must correctly answer at least 81 percent of the questions to pass. (Unanswered questions are scored as wrong answers.)

The questions are organized into six domains. PMI determined the relative importance of each domain to the practice of project management and applied a weight to each domain; the domains weighted most heavily are covered by the highest percentages of questions on the exam. The domains (and the percentage of questions relating to them) are, at this writing:

1. Initiating (11%): Tests knowledge of how to determine project goals, deliverables, process outputs, and resource requirements; how to document the project constraints and assumptions; how to define the project strategy and budget; how to identify the project performance criteria; and how to produce formal documentation.

2. Planning (23%): Tests knowledge of how to refine the project strategy, how to create the Work Breakdown Structure (WBS), how to develop the resource management plan, how to refine the time and cost estimates, how to establish project controls, how to develop the project plan, and how to obtain project plan approval.

3. Executing (27%): Tests knowledge of how to commit and implement project resources, how to manage and communicate project progress, and how to implement quality assurance procedures.

4. Monitoring and Controlling (21%): Tests knowledge of how to measure project performance, how to refine project control limits, how to manage project changes and take corrective action, how to evaluate the effectiveness of correction action, how to ensure project plan compliance, how to reassess project control plans, how to respond to risk event triggers, and how to monitor project activity.

5. Closing (9%): Tests knowledge of how to obtain acceptance of project deliverables, how to document lessons learned, how to facilitate project closure, how to preserve product records and tools, and how to release resources.

6. Professional and Social Responsibility (9%): Tests knowledge of how to ensure integrity, how to contribute to the knowledge base, how to apply professional knowledge, how to balance stakeholder interests, and how to respect differences.

What’s Not on the Exam

As comprehensive as the exam strives to be in testing the candidate’s knowledge of project management processes and methods, much in the daily life of the project manager is not on the exam. For example, it does not test for leadership or interpersonal communication skills, which are critical to being a successful project manager. Being certified is a good thing, but it is by no means enough. Simply winning the PMP designation does not guarantee success. A good project manager has general management skills and industry knowledge in addition to project management knowledge. Just as with any certification or degree, you still must turn theory into practice. Any credential is only worth the paper it is written on if you cannot apply what you have learned.

Getting Started

To organize your study time, first perform a gap analysis of your existing project management knowledge. One strategy is to take the “Basic Knowledge Assessment”—an online test containing 100 multiple-choice questions similar to the questions on the exam, which is provided by PMI for a fee. (BKA Request Forms are available for download on the PMI Web site.) Test results are sent to candidates via e-mail.

Other paper-based sample tests are also available on the market. In any case, the certification process starts with an assessment of the gaps in skills and knowledge. Having identified areas needing more attention, the candidate should undertake a study of the most current edition of the PMBOK^® Guide. This is the foundation document used to both create and prepare for the exam, but it is not the sole reference. Candidates should read widely on the topic of project management. PMI maintains a list of suggested materials for PMP exam preparation on its bookstore Web site; many of them, like this Handbook, are designed to help candidates deepen their knowledge of both the body of knowledge and its applications. Ideally, the background gained from studying the standards document will be deepened through a more detailed study of suggested readings and other methods, such as participation in professional symposia, training, online learning, and networking with fellow project managers to discuss professional problems and share best practices. (Note: Older materials may reference earlier editions of the standard; check and compare release dates to be sure you are working with up-to-date materials.) For a sample of some test questions, see Table 16-3.

Preparing for the exam takes time and dedication. The amount of time you will need to study depends on your current knowledge base. Some “fast-track” courses claim to prepare you for the exam in five days or less. However, it is more reasonable to expect that it may take from 100 to as many as 400 hours to properly prepare for the exam. One expert suggests that, even if you plan to take a “fast-track” course, you spend hundreds of hours studying before taking the course.⁷ Historically, approximately 70% of candidates pass the certification exam the first time; one of the main reasons candidates fail is the lack of proper preparation. It is recommended that the candidate prepare for the exam before submitting an application. This enables you to take all the time you need to properly prepare without the stress of meeting the eligibility deadline.

TABLE 16-3. SAMPLE EXAM QUESTIONS

Study tips

Studying should begin by knowledge area. A step-by-step approach to preparation might include the following milestones:

• Perform gap analysis to determine the areas in which your knowledge is lacking.

• Learn the purpose of each knowledge area. (See Appendix F in the PMBOK^® Guide for a useful summary.)

• Learn the definitions of key terms in each knowledge area, referencing the Glossary in the PMBOK^® Guide.

• Memorize the names of process groups.

• Learn the process steps within each knowledge area.

• Learn the Inputs, Tools and Techniques, and Outputs to each of the 42 process steps.

• Learn formulas, particularly earned value calculations.

• Learn which of the 42 process steps is required in each of the five process groups.

• Learn how to apply these processes to projects, as many of the questions on the certification exam are situational. This is where the individual’s own professional experience on projects comes into play.⁸

To make the process easier on your personal time, keep your study materials handy wherever you go. If you are waiting in the airport or a doctor’s office, spend the time studying. Take practice exams and analyze your results, comparing attempts to see where you’ve improved and where you still have work to do. Keep the scores as a motivator to do better.

Don’t try to memorize definitions first. Concentrate your efforts first on the high-level ordered lists: the five process groups, the nine knowledge areas, and the 42 component processes.

Be on the lookout for how the processes flow, how the output of one process becomes the input of another. Make note of their exceptions, for example, where change requests are an input or where they are an output.

Note the differences between the processes in each knowledge area. Know the tools and techniques, especially where they involve further analysis—for risk management in particular.⁹

Some candidates for the PMP are put off by the aspects of preparation that appear to be simply rote memorization. However, the value of the PMP is largely the result of the understanding that comes from sharing a common terminology, the importance of which cannot be overstressed. The experience of studying for the exam in itself is valuable because of this—even if you never take or pass the test.

This is one reason why “fast-track” programs have earned some criticism. As one project management writer notes:

They encourage cramming, not the development of long-term knowledge and comprehension. When we were in high school, our learning choices often reflected one of two avenues: learn the fundamentals of the principles being taught and, through a relatively deep understanding, be able to apply them to different situations and problems; or cram at the last minute, relying on short-term memory and triggers to recall the essentials, never to be recollected or used again. We face the same choice preparing for our PMP.¹⁰

Therefore, try to plan an exam preparation approach that prepares you, not just for taking the exam, but for your life as a project manager after the exam.

TAKING THE EXAM

The computer-based exam is administered at locations across the globe, on dates scheduled by PMI. Generally, the candidate is able to schedule a time and place that are convenient to his or her schedule. Candidates are allotted four hours to complete the exam. Prior to starting the exam, the candidate should record any relevant reference information, including formulas, on scratch paper, because 240 minutes to answer 200 questions makes time of the essence. If you can quickly answer questions from the recorded information, it gives you extra time to spend on the more difficult questions.

As with any test, read each question thoroughly to be sure you understand what the question is asking. Carefully review each of the four multiple-choice options, eliminating options that are obviously incorrect, and select the answer. Avoid spending too much time on difficult questions; flag those questions for review afterward. One important strategy is to remember that the questions are based on the concepts presented in the PMBOK^® Guide. If an answer to a question conflicts between the PMBOK^® Guide and your professional experience, the answer from the PMBOK^® Guide is the correct one in the context of the exam. If you are unable to answer, it is better to guess at an answer than leave the question unanswered.

Candidates learn whether they have passed or failed immediately after completing the exam, when their results are displayed on the screen. The exam administrator provides a report that will indicate how many questions were answered correctly within each process domain, and each candidate receives an official summary of the exam results from PMI within 14 business days. These reports will be most useful to those who do not pass the exam, forming the basis for their study plan for the next attempt.

Those who pass the exam may begin using their PMP designation immediately. Candidates who do not pass the PMP certification exam may to retake the exam, up to three attempts within one year.

KEEPING CERTIFICATION CURRENT

Project management is an ever-changing field, so certification is not forever. PMP certification is granted for three years and must be maintained by fulfilling the Continuing Certification Requirements (CCR). All PMPs are required to achieve a minimum of 60 Professional Development Units (PDUs) during a three-year CCR cycle. One PDU is earned for each hour the PMP participates in a classroom, workshop, or conference on a project management topic. A PDU may also be earned for activities that advance the profession of project management. There are five categories where PDUs may be earned:

1. Completing formal academic training.

2. Performing professional activities or completing self-directed learning activities. Credit for a published article, for example, falls under this category.

3. Attending classes offered by PMI Registered Education Providers.

4. Attending classes offered by other education providers.

5. Volunteering services to professional or community organizations.

PMPs may report their PDUs or view their CCR transcript online. It’s recommended that you keep all documentation of PDUs for at least 18 months after the end of the three-year CCR cycle for which they were submitted, just in case you are randomly selected for a CCR audit. Those who earn greater than 60 PDUs during one three-year CCR cycle may transfer up to a maximum of twenty hours to their next three-year CCR cycle. Those who fail to submit their required 60 PDUs by the end of their three-year CCR cycle will have their certification suspended; if the required PDUs aren’t submitted within six months after the completion of their three-year CCR cycle, certification is revoked and the ex-PMP must begin the application process over and retake the exam.

Becoming a PMP will place you in a prestigious group of project managers. It will demonstrate to current and potential future employers that you possess the skills necessary to lead projects to successful completion. Having the PMP credential after your name will gain you the confidence, respect, and recognition that you desire from your peers. It indicates that you know how to apply proven project management processes and methodologies that will bring projects to a successful completion, regardless of the industry. In addition, your pursuit of PMP certification makes your career choice and direction clear to a potential employer: it says that you are serious about project management. A certification provides proof of your commitment, willingness to learn, and desire to succeed—a proactive approach by someone willing to take charge.

ACKNOWLEDGMENT

The author gratefully acknowledges the contribution of content for this chapter by Muhamed Abdomerovic, PMP.

REFERENCES

¹ Project Management Institute (PMI), A Guide to the Project Management Body of Knowledge, Fourth Edition. Newtown Square, PA: PMI, 2004.

² Mark E. Mullaly, PMP. The ‘P’ In PMP: Are We Really A Profession? Gantthead.com. Accessed December 1, 2004.

³ Project Management Institute (PMI). Project Management Professional (PMP)^SM Credential Handbook. Available at: http://www.pmi.org. On the PMI website, see also Project Management Institute (PMI). Continuing Certification Requirements (CCR) Program Handbook.

⁴ Project Management Institute (PMI). PMI Code of Ethics and Professional Conduct, Available at: http://www.pmi.org.

⁵ Dennis Smith, Making Training Pay: A Trainer’s Perspective, Best Practices Report, Aug. 2002.

⁶ Project Management Professional Role Delineation Study (PMI, 2004).

⁷ Peter Nathan, Gerald Everett Jones. PMP Certification For Dummies, Wiley, 2003.

⁸ Table 3-1 of the PMBOK^® Guide, Fourth Edition, maps the 42 project management processes into the five Project Management Process Groups and the nine Project Management Knowledge Areas.

⁹ Nathan and Jones, ibid.

¹⁰ Mark E. Mullaly, PMP. “Training for PM Certification: The Good the Bad and the Highly Questionable,” www.gantthead.com; posted on October 16, 2002; accessed Jan, 19, 2005. See also “Project Management in Practice” by Mark Mullaly; and “Studying for PMI Certification: Follow This Project Manager on the Path to Certification by Donna Boyette,” both accessed at www.gantthead.com Jan. 29, 2005.

FURTHER READING

Cleland, David I., and Harold Kerzner. A Project Management Dictionary of Terms. New York, NY, USA: Van Nostrand Reinhold Company, 1985.

Ward, LeRoy J., ed. Project Management Terms, A Working Glossary. Arlington, Virginia, USA: ESI International, 1997.

Project Management Institute (PMI). Q & As for the PMBOK^® Guide. Newton Square, Pennsylvania, USA: Project Management Institute, 2004.