PMP® Master Dump Sheet

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PMBOK® 7th Ed ECO 2021 Predictive + Agile + Hybrid 180 Questions 230 Minutes

📌 Exam Overview

Exam Format & Key Facts

Item	Detail
Questions	180 total (5 are unscored pretests)
Time	230 minutes (≈1 min 17 sec/question)
Breaks	2 optional 10-min breaks (timer stops)
Format	Multiple choice, drag-drop, matching, hotspot, limited choices
Pass/Fail	No fixed pass score — proficiency levels per domain
Split	~50% Predictive / ~50% Agile & Hybrid
Experience Required	36 months PM (degree) or 60 months (no degree)
PDUs	60 PDUs every 3 years to maintain

🔴 EXAM TIP: The PMP is not just PMBOK! Expect heavy Agile/Scrum scenarios. When in doubt, choose the answer that "talks to the team first," "updates the plan," or "looks at the root cause."

Three ECO Domains (2021)

Domain	% of Exam	Focus
1 — People	42%	Leading teams, conflict, communication, stakeholders
2 — Process	50%	Project execution, planning, predictive & agile methods
3 — Business Environment	8%	Strategy, compliance, benefits, organizational change

👥 Domain 1 — People (42%)

Leadership Styles

Style	When to Use	Key Signal Words
Servant Leader	Agile / Scrum Master role; team is self-organizing	"Remove obstacles," "serve team," "facilitate"
Transactional	Routine tasks; rewards/penalties tied to performance	"Reward," "penalty," "carrot/stick"
Transformational	Innovation, change, inspire vision	"Inspire," "vision," "motivate," "change"
Laissez-Faire	Highly skilled, self-directed team — minimal oversight	"Hands-off," "trust experts"
Autocratic / Directing	Crisis, safety, emergency — quick decision needed	"Emergency," "crisis," "no time for consensus"
Democratic / Participative	Complex problems needing team input	"Vote," "team decision," "consensus"
Coaching	Developing team skills; junior team members	"Mentor," "develop skills," "grow"
Charismatic	Organizational rallying, morale boost	"Enthusiasm," "energy," "followers"
Interactional	Balance of task, relationship, and change	"Mix of styles"

🔴 EXAM TIP: The PMP LOVES servant leadership. If a question mentions Agile/Scrum and asks "what should the PM do?" — servant leadership is almost always the answer.

Conflict Management (Thomas-Kilmann)

Method	Win/Lose	Best When
Collaborate / Problem-Solve	Win-Win ✅ BEST	Enough time; long-term relationship; complex issue
Compromise / Reconcile	Lose-Lose / Some-Some	Time pressure; equal power; temporary fix
Smoothing / Accommodating	Lose-Win	Relationship preservation; issue is minor for you
Forcing / Directing	Win-Lose ❌ WORST	Emergency; you have authority; safety issue
Withdrawal / Avoiding	Lose-Lose	Gather more data; let parties cool down

💡 TIP: Conflict resolution order on PMP: 1) Collaborate → 2) Compromise → 3) Smoothing → 4) Forcing → 5) Withdrawal. Always try problem-solving FIRST.

📘 SCENARIO: Two team members disagree on technical approach. PM should → Meet with both to understand each perspective and work toward a solution everyone accepts (Collaborate).

Motivation Theories

Theory	Key Concept	Exam Trigger Words
Maslow's Hierarchy	5 levels: Physiological→Safety→Social→Esteem→Self-Actualization	Needs hierarchy, pyramid
Herzberg's Two-Factor	Hygiene factors (prevent dissatisfaction) vs Motivators (increase satisfaction)	Salary alone won't motivate; recognition does
McGregor X & Y	Theory X = people dislike work (need control); Theory Y = people are motivated, self-directed	"Micromanage" vs "trust team"
Vroom's Expectancy	Motivation = Expectancy × Instrumentality × Valence	Effort→Performance→Reward chain
McClelland's Needs	Need for Achievement, Affiliation, Power	"This person thrives on competition/relationships/control"
Ouchi's Theory Z	Japanese style: lifetime employment, collective decision-making, holistic concern	Long-term loyalty, company as family

Team Development — Tuckman's Model

Stage	What Happens	PM Action
Forming	Polite, uncertain, getting to know each other	Direct, set goals, establish norms
Storming	Conflict, power struggles, frustration	Coach, mediate, resolve conflict
Norming	Agreement, rules established, cohesion builds	Support, facilitate, praise
Performing	High performance, self-directed, productive	Delegate, trust, servant leadership
Adjourning	Project ending, team disbands	Celebrate, lessons learned, recognize

🔴 EXAM TIP: Exam loves Tuckman! "Team arguing about roles" = Storming. "Team producing great results independently" = Performing.

Communication

Communication Channels Formula: N × (N-1) / 2 where N = number of stakeholders

Example: 10 stakeholders → 10 × 9 / 2 = 45 channels
Adding 1 person to team of 10 → goes from 45 to 55 channels (+10 new channels)

Communication Types: Formal Written · Formal Verbal · Informal Written · Informal Verbal
Communication Methods: Push (email, reports), Pull (intranet, databases), Interactive (meetings, calls)
Noise: Anything that distorts the message (language, culture, distance, emotions)
Sender-Receiver Model: Encode → Message → Medium → Decode → Feedback → Noise

🔴 EXAM TIP: PM spends ~90% of time communicating. Important communications = Formal Written. Quick coordination = Interactive. Large one-way = Push.

Stakeholder Management

Grid	Quadrant	Strategy
Power/Interest	High Power, High Interest	Manage Closely ✅
	High Power, Low Interest	Keep Satisfied
	Low Power, High Interest	Keep Informed
	Low Power, Low Interest	Monitor

Stakeholder Engagement Levels:

Unaware → Resistant → Neutral → Supportive → Leading
Goal: Move stakeholders from current to desired engagement level
C = Current, D = Desired (show in engagement assessment matrix)

⚙️ Domain 2 — Process (50%)

Predictive / Waterfall Approach

Sequential, plan-driven, detailed upfront planning
Scope, schedule, cost defined at start (Triple Constraint)
Change goes through formal Change Control Board (CCB)
Deliverables produced at project end
Best when: requirements stable, technology known, regulatory environment

5 Process Groups (PMBOK 6th — Still Tested)

Process Group	Key Documents Created	% Focus
1. Initiating	Project Charter, Stakeholder Register	Start Here
2. Planning	Project Management Plan, all subsidiary plans, WBS, Schedule, Budget	Most documents
3. Executing	Deliverables, Change Requests, Work Performance Data	Most $$ spent
4. Monitoring & Controlling	Work Performance Reports, Change Requests, Forecasts	Runs entire project
5. Closing	Final Report, Lessons Learned, Closed Contracts	Formal acceptance

🔴 EXAM TIP: M&C runs throughout the entire project, not just at the end! If you see "comparing actual to planned," it's M&C.

10 Knowledge Areas

Integration · Scope · Schedule · Cost · Quality · Resource · Communications · Risk · Procurement · Stakeholder

📘 Mnemonic: I Saw Some Cool Quality Resources Communicating Risk Procurement Stakeholders

KA	Key Plans	Key Processes
Integration	PM Plan, Project Charter	Develop Charter, Develop PM Plan, Direct & Manage, Monitor, Close
Scope	Scope Management Plan	Collect Requirements, Define Scope, Create WBS, Validate Scope, Control Scope
Schedule	Schedule Management Plan	Define Activities, Sequence, Estimate Durations, Develop Schedule, Control
Cost	Cost Management Plan	Plan, Estimate, Determine Budget, Control Costs
Quality	Quality Management Plan	Plan Quality, Manage Quality, Control Quality
Resource	Resource Management Plan	Plan, Estimate, Acquire, Develop Team, Manage Team, Control
Communications	Communications Management Plan	Plan, Manage, Monitor Communications
Risk	Risk Management Plan, Risk Register	Plan, Identify, Qualitative, Quantitative, Plan Responses, Implement, Monitor
Procurement	Procurement Management Plan	Plan, Conduct, Control Procurement
Stakeholder	Stakeholder Engagement Plan	Identify, Plan, Manage, Monitor Stakeholder Engagement

Agile / Scrum Framework

🔄 Scrum Roles

Product Owner — owns backlog, priorities
Scrum Master — servant leader, removes impediments
Development Team — self-organizing, cross-functional

📅 Scrum Events

Sprint — 1-4 week iteration
Sprint Planning — what & how
Daily Scrum — 15-min standup
Sprint Review — demo to stakeholders
Sprint Retrospective — improve process

📦 Scrum Artifacts

Product Backlog — all features (PO owns)
Sprint Backlog — selected for sprint
Increment — working software
Definition of Done — quality standard

📊 Agile Metrics

Velocity — story pts per sprint
Burndown Chart — work remaining
Burnup Chart — work completed
Cycle Time — start to done
Lead Time — request to done

Agile Values (Agile Manifesto)

We value...	Over...
Individuals and interactions	Processes and tools
Working software	Comprehensive documentation
Customer collaboration	Contract negotiation
Responding to change	Following a plan

🔴 EXAM TIP: Agile doesn't mean NO documentation — it means LESS is MORE. Working software is the primary measure of progress in Agile.

Kanban Key Concepts

WIP Limit — limit work in progress to reduce bottlenecks
Kanban Board — visual flow: To Do → In Progress → Done
No fixed iterations (unlike Scrum's sprints)
Pull system — team pulls work when capacity available

Hybrid Approach

Combines predictive (planning, governance) + agile (delivery, flexibility)
Example: Use waterfall for procurement/contracts, Scrum for development sprints
PM acts as both planner AND servant leader

📘 SCENARIO: Construction project with software component — use predictive for physical construction (regulated), agile for software development (uncertain requirements).

Risk Management

Step	Output	Key Tool
Plan Risk Management	Risk Management Plan	Meetings
Identify Risks	Risk Register, Risk Report	Brainstorming, SWOT, Checklists, Delphi
Qualitative Analysis	Updated Risk Register	Probability × Impact Matrix
Quantitative Analysis	Numeric risk data	Monte Carlo, Decision Tree, EMV
Plan Risk Responses	Risk Response Plan	See strategies below
Implement Responses	Change Requests	Risk Register updates
Monitor Risks	Work Performance Info	Audits, Reserve Analysis

Risk Response Strategies

Type	Threats (Negative)	Opportunities (Positive)
Eliminate/Exploit	Avoid — change plan to eliminate	Exploit — ensure it happens
Reduce/Enhance	Mitigate — reduce prob/impact	Enhance — increase prob/impact
Transfer/Share	Transfer — insurance, contract	Share — partner/alliance
Accept	Accept — active (contingency) or passive (budget)
Escalate	Escalate — beyond project scope, goes to program/portfolio

Expected Monetary Value (EMV):
EMV = Probability × Impact ($)
Example: 30% chance of losing $10,000 → EMV = -$3,000
Example: 40% chance of gaining $5,000 → EMV = +$2,000

💡 TIP: Contingency Reserve = known unknowns (identified risks) | Management Reserve = unknown unknowns (unforeseen events). PM controls contingency; sponsor approves management reserve.

Quality Management

Concept	Definition
Grade vs Quality	Grade = category of features. Quality = meeting requirements. Low grade ≠ low quality (a budget hotel can have high quality if it meets spec)
Prevention over Inspection	Build quality in — don't just inspect it out. Cost of Prevention < Cost of Correction
Gold Plating	Adding extras not in scope — BAD! Only deliver what is required
Cost of Quality (COQ)	Prevention + Appraisal + Internal Failure + External Failure
Six Sigma (6σ)	99.99966% defect-free; 3σ = 99.73%

Quality Tools (7 Basic)

Fishbone/Ishikawa/Cause-Effect — find root cause
Pareto Chart — 80/20 rule (80% problems from 20% causes)
Control Chart — monitor process stability (Rule of Seven!)
Histogram — frequency distribution
Scatter Diagram — correlation between variables
Flowchart — process flow, decision points
Check Sheet — tally defects by type/location

🔴 EXAM TIP — Rule of Seven: 7 consecutive data points on same side of mean in control chart = process is out of control even if within limits!

Procurement & Contracts

Contract Type	Buyer Risk	Seller Risk	When to Use
Fixed Price (FFP)	Low	High	Scope well-defined; buyer wants certainty
FP-EPA	Medium	Medium	Long duration; inflation adjustment
FPIF	Medium-Low	Medium	Incentivize performance; some uncertainty
T&M / TMCR	High	Low	Scope uncertain; short duration
CPFF	High	Low	R&D, exploratory; scope very uncertain
CPIF	Medium-High	Low-Medium	Motivate cost control
CPAF	High	Low	Subjective performance award

🔴 EXAM TIP: Buyer risk increases as you go from Fixed Price → T&M → Cost Plus. Seller risk is highest in Fixed Price.

Change Management

All changes go through Integrated Change Control
Step 1: Identify change → 2: Evaluate impact → 3: CCB approves/rejects → 4: Update plan → 5: Communicate → 6: Implement
PM can NEVER approve changes that affect baseline without CCB (even sponsor can't bypass CCB without authority)
Workaround = unplanned response to unidentified risk (no pre-planned response)

🏢 Domain 3 — Business Environment (8%)

Benefits Realization

Projects create outputs → Outputs enable outcomes → Outcomes produce benefits
Business Case — justifies why the project is worth doing (sponsor creates; PM implements)
Benefits Register — tracks planned vs actual benefits realization
Benefits may be realized during or after project completion

Compliance & Governance

PMO (Project Management Office) — Supportive, Controlling, or Directive
Governance — Framework for decisions, authority, accountability
PM must comply with laws, regulations, organizational policies
If compliance issue found: Report it → Escalate → Do NOT ignore

PMO Type	Authority Level	Role
Supportive	Low (Consultative)	Provides templates, training, lessons learned
Controlling	Medium	Requires compliance with frameworks; audits
Directive	High	Directly manages projects; PMs report to PMO

Strategic Alignment & Org Structures

Structure	PM Authority	Resource Control
Functional	Little/None	Functional Manager
Weak Matrix	Limited	Functional Manager
Balanced Matrix	Low-Medium	Mixed (shared)
Strong Matrix	Medium-High	PM has more control
Projectized	High	PM
Composite/Hybrid	Varies	Mixed

🔴 EXAM TIP: Functional org = PM has LEAST power. Projectized org = PM has MOST power. Matrix = middle ground with conflicts over resources.

🧮 Key Formulas — EVM & More

Earned Value Management (EVM)

Term	Formula	Meaning
PV — Planned Value	Budget allocated for work scheduled	What should have been done
EV — Earned Value	% Complete × BAC	Value of work actually done
AC — Actual Cost	Actual money spent	What it actually cost
BAC — Budget at Completion	Total project budget	Original approved budget

Variance Analysis:
CV (Cost Variance) = EV − AC    [+ = under budget, − = over budget]
SV (Schedule Variance) = EV − PV    [+ = ahead, − = behind]

Performance Indices:
CPI (Cost Performance Index) = EV / AC    [>1 = good, <1 = over budget]
SPI (Schedule Performance Index) = EV / PV    [>1 = ahead, <1 = behind]

Forecasts:
EAC (Estimate at Completion) — 4 formulas:
  1. EAC = BAC / CPI (if current trend continues)
  2. EAC = AC + ETC (new estimate for remaining)
  3. EAC = AC + (BAC − EV) (if current variance is atypical)
  4. EAC = AC + [(BAC − EV) / (CPI × SPI)] (both impact forecast)

ETC (Estimate to Complete) = EAC − AC
VAC (Variance at Completion) = BAC − EAC
TCPI = (BAC − EV) / (BAC − AC)    [must achieve this CPI to hit BAC]

📘 EVM Example: BAC=$100K, 40% complete, AC=$50K
EV = 40% × $100K = $40K | CV = $40K − $50K = −$10K (over budget!) | CPI = 40/50 = 0.80 (spending $1.25 for every $1 of value)

Other Key Formulas

Communication Channels: N(N−1)/2
PERT (3-Point Estimate): (O + 4M + P) / 6
PERT Standard Deviation: (P − O) / 6
PERT Variance: [(P − O) / 6]²
Float / Slack: LS − ES or LF − EF
Critical Path: Longest path (zero float)
ROI: (Benefit − Cost) / Cost × 100%
NPV: Higher NPV = preferred project (select highest)
IRR: Higher IRR = preferred project (select highest)
Payback Period: Shorter = preferred (select shortest)
Benefit-Cost Ratio (BCR): >1 = beneficial; > = better

🔴 EXAM TIP — Project Selection: NPV highest = best. IRR highest = best. Payback period shortest = best. BCR >1 = viable. If NPV = $0, the IRR equals the discount rate.

📂 ITTO Highlights (Must-Know)

📘 ITTO = Inputs, Tools & Techniques, Outputs — You don't need to memorize all 49 processes' ITTOs, but know the key patterns below.

Process	Key Input	Key Tool	Key Output
Develop Project Charter	Business Documents, Agreements	Expert Judgment, Meetings	Project Charter
Identify Stakeholders	Project Charter, Agreements	Stakeholder Analysis, Power/Interest Grid	Stakeholder Register
Develop PM Plan	Project Charter, Outputs from planning	Expert Judgment, Meetings, Checklist	Project Management Plan
Collect Requirements	Charter, Stakeholder Register	Interviews, Focus Groups, Surveys, Delphi	Requirements Documentation, Traceability Matrix
Create WBS	Scope Statement, Req. Documentation	Decomposition, Expert Judgment	WBS, WBS Dictionary, Scope Baseline
Develop Schedule	Activity list, Network diagram, Resource calendars	CPM, CCM, PERT, Resource Leveling	Schedule Baseline, Project Schedule
Identify Risks	PM Plan, Stakeholder Register, Project Docs	Brainstorming, SWOT, Checklists, Delphi	Risk Register, Risk Report
Control Quality	Project Docs, Deliverables, Work Perf. Data	7 QC Tools, Testing, Inspection	Quality Control Measurements, Verified Deliverables
Close Project/Phase	PM Plan, Accepted Deliverables, Project Docs	Expert Judgment, Meetings, Data Analysis	Final Report, Lessons Learned, Closed Contracts

Key ITTO Patterns to Remember

Project Charter is KEY input to nearly every Initiating process
PM Plan is KEY input to nearly every Planning, Executing, M&C process
Expert Judgment + Meetings appear in almost every process
Work Performance Data comes from Executing → becomes Work Performance Information in M&C → becomes Work Performance Reports for communication
Change Requests are outputs of many Executing and M&C processes
Lessons Learned Register is both input AND output throughout project

⚖️ Ethics & Professional Conduct (PMI Code)

4 Core Values

🎯 Responsibility

Take ownership; report issues; honor commitments; follow through

🤝 Respect

Value others' perspectives; avoid harassment; give credit

⚖️ Fairness

Make unbiased decisions; disclose conflicts of interest; be transparent

✅ Honesty

Don't lie, deceive, or manipulate; communicate truthfully

Common Ethics Scenarios on Exam

Situation	Correct Action
Team member doing something unethical	Confront directly first, then escalate if not resolved
Sponsor pressures you to hide schedule slip	Refuse; report accurate status regardless of politics
Offered a gift from vendor	Decline (or follow organizational policy) — avoid conflict of interest
Discover competitor's confidential info	Do not use it; inform management; discard
You make a mistake that causes problems	Report it immediately; take responsibility; correct it
Asked to falsify reports	Absolutely refuse; escalate to PMO/sponsor/ethics hotline

🔴 EXAM TIP: Ethics questions = always choose the most HONEST and TRANSPARENT option. Never choose to hide information, ignore problems, or act in self-interest.

⚡ Final Cheat Sheet — Must-Know

Golden Rules — Always True on PMP

✅ ALWAYS communicate issues first — don't hide bad news
✅ Update the plan when things change — don't just execute informally
✅ Identify root cause before jumping to solutions
✅ Involve the team in planning (especially in Agile)
✅ Follow the process — go through CCB for scope/schedule/cost changes
✅ Escalate early when issue is beyond PM authority
✅ Refer to the plan — if it's in the plan, follow it
✅ Sponsor creates the Charter, not the PM (PM helps develop it)
✅ PM is accountable even when work is delegated
✅ In Agile, retrospective = improve the process; review = show stakeholders results
❌ NEVER gold plate — no extras outside scope
❌ NEVER skip risk management — identify risks early and often
❌ NEVER bypass CCB for changes to project baselines

Top Exam Tips & Tricks

🔴 Q: Conflict arises in team? → First: address directly with parties involved. Then: escalate if unresolved.

🔴 Q: Project is over budget? → Analyze CPI, find root cause, create EAC, present options to sponsor. Do NOT simply cut scope without CCB.

🔴 Q: Stakeholder wants change? → Evaluate impact, submit Change Request, wait for CCB. Even sponsor must go through CCB for baseline changes.

🔴 Q: Team member underperforming? → Coach first; document; HR is last resort. Performance issues go: Coaching → Training → HR → Replace.

🔴 Q: Risk was not identified and just happened? → It's now an Issue. Implement a Workaround. Update Risk Register and Lessons Learned.

🔴 Q: Vendor delivers late? → Refer to contract terms first. Check procurement management plan. Communicate formally.

🔴 Q: Scope creep happening? → Say NO without a change request. Refer to scope statement. Submit CR if stakeholder insists.

🔴 Q: Team in new country/culture? → Use Cultural Intelligence; learn norms; avoid assumptions; adapt communication style.

🔴 Q: "What should the PM do FIRST?" → Check the plan, assess impact, communicate. Never jump to executing a solution without analysis.

🔴 Q: Project is in Agile — impediment exists? → Scrum Master removes impediments. PM / SM facilitate; team self-organizes.

📘 Keyword Index (Click to See Definition)

Click any keyword for a quick explanation:

Servant Leader CCB WBS Baseline Scope Creep Gold Plating Critical Path Float/Slack Fast Tracking Crashing Contingency Reserve Management Reserve EVM CPI SPI BAC EAC ETC PMO Sprint Retrospective Velocity Definition of Done Burndown Chart WIP Limit Fishbone Diagram Pareto Chart Control Chart PERT Delphi Technique Risk Register Workaround Integrated Change Control Lessons Learned Project Charter Business Case Triple Constraint Six Sigma Fixed Price (FFP) T&M Contract Maslow's Hierarchy Collaborate Forming Stage Storming Stage Product Owner Scrum Master Projectized Org Functional Org NPV TCPI EMV Cultural Intelligence Cost of Quality Prevention over Inspection

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