[Music] well well my friends how are you doing welcome welcome to pmp 2024 live it's always a pleasure to be with you those of you who are on the journey to getting certified to being a pmp and for those of you who are already certified i'd like to say a massive congrats to you really excited to be able to meet with you once again so don't be a stranger let me know where you're calling from or where you're listening to me from and for those of you that may have any questions now is a good time to begin putting the questions in but the purpose for our meeting today is to once again realign your journey towards pmp exam success okay i know lots of you have plans to get certified in 2024 but it's important that you be focused on the right direction all right because this pmp exam when you look at it it's full of content it has so much information in it so you need to be focused my friend you need to be laser focused on what exactly you're doing at every step of the way now the easiest way is this number one understand agile please understand agile i know there are lots of courses out there they're very heavy in the predictive piece but they're not heavy enough in the agile piece and therefore when people get on the exam they don't understand the questions let me be perfectly clear about the questions how the questions are posed the questions are going to ask you you are a project manager it will always tell you who you are you're a project manager on a project you're doing this that or the other you encounter a situation what should you do next but not just that in the answers you very well could have a blend of agile and predictive answers and it doesn't mean you should choose agile all the time or predictive all the time it depends on the way the answer is crafted so my recommendation to you number one number one number one if you have this book called the agile practice guide read the book if you've been for one of my courses and you have uh agile book this one if you have agile principle run and cut please read the book in fact i i mean you can see the relative size right this is great this goes deep this brings you into the discussion like from a lay man's perspective so if i were you you can get this on amazon um you can get this everywhere books are sold um pretty much this as well so i would recommend if you are weak in agile beef up your agile understanding to the point where you know pretty much where the question is going right you got to know from an agile perspective the values the philosophies the thought processes you know like just vanilla flavored values know your values really well right just know through this work we've come to value individuals and interactions over processes and tools working product over comprehensive documentation customer collaboration over contract negotiation responding to change over following a plan and even though there's value in the items that we just kind of discredited we value the items on the other side more that's what you need to be thinking then you go over to the principles okay so i'm going to walk you through a little bit of agile tonight just to make sure you're on that wavelength when i'm done with agile i'm going to tell you what next to do with agile and then i'm going to go in to the predictive and then the hybrid so this is probably going to take about an hour we might be fortunate to get done quicker but i want us to jump straight into the discussion because there's a lot for me to show you in this world of pmp and this first piece is a slice from my course that i call agile for practitioners my buddy roy and i put this together and it has helped pmps across the world ace their pmp exam so i'm just going to give you a quick little slice of agile for practitioners tonight let's jump straight into a few little introductions so that's me that's your buddy phil and i got certified in 2005 and since i got certified i've been helping people across the world come from an engineering background i'm one of those who escaped who ran away and uh went into a different world of project management trained many organizations as you can see on the screen uh many government entities and so on but let's jump straight into why agile why agile i like this quote from leon meganson it says it is not the strongest of the species that survives nor the most intelligent but the one most adaptable to change it's all about adaptability my friend isn't it you might recall on page 14 of the agile practice guide the stacy model stacy model is a great representation of different spectrums where you can be either in an agile setting or in a more simple predictive setting the summary is you don't have to be agile in practice every single project for example you don't have to use scrum on every single project you don't have to use combine on every single project imagine a nuclear plant shutdown you can't do that saying we're going to do everything entirely agile heaven forbid you got to be predictive in some instances and that's why we have the simple zone where we are close to agreement in the requirements and close to certainty as far as the technicality so we've already gotten that out of the way right there's that understanding now taking it up a notch to help you with your philosophies the idea is in the world of project management which of these is most important every time if i asked you to select three things just three things that you feel are mega important every time what would they be would you choose time i'm curious why don't you chat into me and say "hey phil this is this is what i think this is this is what i think is most important on projects all the time you want to try that go for it go for it go for it tell me what do you think is hyper important three things if you're going to choose three out of these any ideas is it schedule is it budget is it scope is it customer needs is it quality requirements or is it team satisfaction which three chatting to me i'm waiting for you my friends i'm waiting i'm waiting come on you're project managers right so you already know the answer to this hopefully which would you choose which would you choose all right which would you choose everyone's trying to be all cute here all right well what i would choose is probably not the first one because delivering on schedule if i don't deliver quality is going to be frowned on won't you don't you agree if i delivered on schedule but my customer is not happy what good is that right what about delivering on budget you deliver on budget but your customer is not happy you got issues you see where the train is going now so in order to answer this question you need to ask what about the customer that needs to be actually one of the first things but it's not the first thing that you think about you know the very first thing you should think about the very first thing you should think about is the restaurant analogy have you ever been to a restaurant and you made the mistake of being mean to the waiter and they're going back there and you're wondering "oh my goodness i shouldn't have done that who knows what they're going to do to my food?" has that thought ever crossed your mind well it's the same thing when it comes to the world of project management because if you are not satisfying your team members the likelihood is your customer may not be satisfied because the team may not put in their best but if your team is satisfied and i'm not talking salary now i'm just talking being mindful and being empathetic and ensuring that the team has what they need you know the agile manifesto talks about giving the team the environment and support they need when you do that you're likely to have the team meeting quality requirements delivering on budget schedule scope and the customer is likely to be satisfied all that good stuff okay so the the best answer to this you know i don't know if you noticed this said all plan scope so you don't have that mindset of oh we have to deliver everything in the world of agile no that's not our mindset our mindset is we got to deliver value it doesn't have to be all the scope so i was looking for you to choose the bottom three that's what i was looking for just the bottom three customer quality and team now moving on to the next part where we're going to go pretty quick this is what i was talking about right the agile manifesto values which i've already covered and then the agile manifesto principles i'll just summarize them number one customer obsession number two welcome changes even late for the customer's benefit number three deliver working product frequently we want this to be shorter than 2 months because things change rapidly you want feedback you want to put it back into production you want customer engagement if it's far beyond two weeks your customer may be disengaged number four business people and developers working together daily number five building projects around motivated individuals i mean that's common sense no one wants to build a project around a demotivated team right number six face-to-face conversation now this is very debatable because today everyone's on teams everyone is on zoom so you know when it comes to efficient and effective we got to be careful in 2024 but for the sake of your exam just go with number six as it's written number seven working product the primary measure of progress in the world of agile we don't do all those percent completes and statuses right in this world agile processes promote sustainable development i call number eight don't kill the team the don't kill the team principle number nine continuous attention to technical excellence and good design enhances agility number 10 keep it simple sir keep it simple sister number 11 the best architectures requirements and designs emerge from self-organizing team just leave the team alone let them do their stuff you hired adults you hired experts they'll get it done better than when they were meddled with and number 12 at regular intervals the team reflects on how to become more effective they tune and adjust their behavior accordingly doesn't always have to be the retrospective this could be just a way of life a day-to-day philosophy and that's the agile manifesto you do really need to know this well before you exam okay now let's go a step further there is one more thing in the world of agile that i like showing and that is a difference between the predictive thinking which is encapsulated on the screen right here you can see in the traditional world scope is fixed but in the world of agile what happens we flip the triangle on its head and scope is now flexible right what is fixed is we have a fixed time box that's schedule and then we have a fixed budget team size so don't forget these core things about the world of agile finally before we get out of agile i just want to remind you i want to remind you because i know a lot of people fight this one the most popular agile framework is scrum okay if you haven't read the scrum guide you should go to scrumguides.org download it read it right scrum is a lightweight easy to understand model it's based on three pillars of transparency inspection and adaptation this is a sequence of activities what happens number one we have a product backlog and it's a list of all the things our customers want then we have an event it's called sprint planning sprint planning is where we meet to decide what we're going to get done in the sprint as a result of that meeting we get a sprint backlog once we get our sprint backlog we then have our marching orders we are already in the sprint technically once we start the sprint planning event but the next event that happens is the daily scrum the daily scrum is something that we do every 24 hours um don't say "oh we do a weekly daily scrum." no that's not a daily scrum it has to be daily so the daily scrum is where the team meets they meet as a sync up meeting it is not a status meeting please don't choose that on the exam when they give you the trick question that says the daily scrum is a what don't choose status meeting it's not a status meeting it's a planning meeting it's a syncup meeting uh there's a difference so it's not status don't think status we could either answer the three questions and with a mature team you don't need to pass the mic around they know what to talk about right but some teams prefer to not answer the three questions they prefer to walk the board or just do some other configuration right some very mature teams they may not even walk the board or answer the three questions but for the sake of your exam understand that the three questions is pretty stable and then walking the board it's talked about in the agile practice guide okay then the sprint how long is a sprint four weeks or less in the world of scrum in the middle of the scrum a lot of teams these days and i i really want to call your attention to a very subtle fact regarding your exam i'm going to have to go to that book again and it's it's a good book actually it's not a bad book it's a the agile practice guide so let's go to the agile practice guide okay so looking at the agile practice guide i want to point out to you that there are number of things the pmi accentuates on page 50 forward okay so you do need to read pmi's account because in the scrum guide you don't have any talk about the event called backlog refinement in in fact in the scrum guide it's looked at as everyday life for the product owner but in the agile practice guide it is called out specifically on page 52 in the agile practice guide and it just reads in iterationbased agile the product owner often works with a team to prepare some stories for the upcoming iteration during one or more sessions in the middle of the iteration okay so this account is two about two paragraphs but you don't find this in the scrum guide you should pay attention to backlog refinement you should pay attention to pmi's account of agile uh pmi's account of all things that are on the exam okay so even though backlog refinement in this image i've grade it because it's optional you should as a pmp candidate be aware that pmi has two full paragraphs it says there are there is no consensus on how long the refinement should be there's a continuum of just in time refinement for flow-based agile the team takes the next card off the to-do column and discusses it and then it says "many iterationbased agile teams used a timeboxed one-hour discussion midway through a two-eek iteration." and that's exactly what i'm depicting on the screen this is midway through the iteration the team takes some time out they do the backlog refinement they go through the whole um idea behind the invest acronym now this is not a place for us to debate whether it is good or bad because i have some of the agile zealots who hate the invest acronym um don't listen to them what do i mean by the invest acronym independent negotiable valuable or vertical estimable small enough to fit within a sprint and testable you want to make sure that your backlog items are indeed ready okay like i said various schools of thought are against the invest acronym but when we talk about the refinement when we talk about the definition of ready it is important you understand and have some sort of guardrail framework to help you so this helps achieve definition of ready okay if the story fails to meet one of these criteria the team may want to reward it or even consider a rewrite so this is the invest acronym when we say a story is ready it means ready for us to work on and in your backlog refinement sessions you want to work on getting your stories to a definition of ready okay it's just that simple when you get certified you can you know join the debate about whether backlog refinement should be done with the invest acronym whether definition of ready is good or bad i'm not here for all that right but just know for your exam it's in the agile practice guide all right moving on we have the sprint review event and this is where the customer the could be the end user involved as well the stakeholders this is where there is a review of what was created the increment right and just be aware that the sprint review event is not a gate before you can release value right you can release value all through the sprint it doesn't have to be one time and in fact you could get to the end of a sprint and you may not have a featured enough item so you may not actually release that's why we call it a potentially shippable increment lastly we have the sprint retrospective event and in the sprint retrospective you already know this i'm sure this is where the team reflects they look at what they could have done differently what went well what didn't go so well it could also be a great team bonding exercise and it's generally closed off to the scrum team now when i say scrum team i'm talking about the product owner the scrum master and the developers okay so feel free to put any questions in there if you've got any questions for me because i know for some of you we have already gone through an extensive 35 hour course you already know a lot of this stuff but you might have forgotten some of it for your exam you got to understand the roles really well the product owner role i highly advise you to dig into pmi's agile practice guide and understand their perspective of what this role does i also advise you to look into the scrum guide to get a better idea of the product owner's role i call the product owner the chief value officer also understand what the scrum master does a scrum master is a coach not just a coach for the immediate team but also a coach for the entire organization this is someone who should be a champion in my mind for agile and someone who should be making change on a grander scale when you get into the nitty-gritty of your exam you do need to know the five events so the sprint understand that in the world of scrum it's four weeks or less understand what sprint planning is all about as i said one of the things you should do before coming into sprint planning is you should have done some backlog refinement so all your time isn't going on breaking down those huge monster epics or just realizing what exactly the customer was asking for all along this is where the product owner needs to wear the hat of chief value officer understand what should have come next and when you get into sprint planning it's generally going to go a lot smoother the daily scrum as far as this is concerned the 15 minutes is pretty standard it's non-negotiable for your exam just know that 15 minutes is a time box when it comes to backlog refinement like i said we want our stories or our requests to be sprint ready again in industry there's the debate of well stories aren't needed in scrum they're not in the scrum guide yes but for your exam understand what stories are i have to say these things because the landscape of agile is changing very rapidly when it comes to the sprint review it's showcasing working product to the stakeholders it's important that we don't relegate it to just a m demo but we see this as a working meeting we can use this meeting to discuss metrics what was not done and why uh delivery team demos the working product uh the customers may even test it out you know physical products we have a client of ours who had this physical autonomous vehicle and customers could get to actually test out such things in a demo all right and then the retrospective like i said it should be a safe space you want to understand what worked well what didn't work well and you could have some items that you take back to put into the product backlog for the next sprint so that you can improve on those items but this is not mandatory it used to be but it's not mandatory anymore okay a few quick memory joggers a list of some of the long list of requirements only those to be done in a sprint okay i'm going to move very quickly so these are just joggers for your memory right since it says some it is not talking about the all-encompassing product backlog this is just talking about the sprint backlog what about this one the product backlog is prioritized and owned by whom okay i've already given you the answer to this earlier on so this is talking about the chief value officer aka product owner all right how about this one the first event of a sprint is what okay if you were listening in the beginning you would have gotten that it's the sprint planning event all right let's go to the next one the average length of a sprint used in most firms if you use the world of agile philosophies in your firm you probably know the answer to this one all right so the best answer to this my friends is not the one month you know i said four weeks or less but in industry the sweet spot is two weeks all right let's move on to the next one the end result of the sprint is known as what what do you call the end result of the sprint all right so i've abbreviated it because i really want you to think i really want you to be on your toes thinking about okay what we talking about here so here we're actually talking about the increment now you can eliminate one but you're left with three it's definitely not the project management institute so the best answer that i would have expected you to choose is potentially shippable increment psi majorly because it may not be featured enough all right so psi is the answer to that one okay psi okay next one a daily scrum is what what is a daily scrum is a daily scrum a planning meeting a status meeting a phase gate or resolution meeting hey lan lan good to see you lan is one of our pmp gurus uh she's already certified and lan's got some other certificates haven't you lan so very nice to see you nice surprise what are you working on now now that you're a pmp tell me what you're working on i'd love to know all right so the daily scrum lan said it's a and she's correct it's a planning meeting we don't want to think of it as a status meeting that will be an immediate zero so don't do that all right next one priming the backlog and preparing it for the next sprint through discussions and rep prioritization actions is what awesome lan is on it she is on it she's she hasn't forgotten it not missed a beat thank you lan the the best answer to that is indeed what you chose the answer is backlog refinement and backlog refinement we talk about it has been not mandatory as far as an event but in the agile practice guide we see it there front and center all right the potentially shapable increment should be shown to the customer in a demonstration this is known as what all right so even though we call it a demonstration it's not just that but the best thing that we were looking for here is option c sprint review now again just so you know there's a lot of controversy in the in the world of agile and scrum when you call the sprint planning or sprint review or sprint retrospective a ceremony you may get a wrist slap from some of the zealots i don't care whatever it is what it is a lot of people call it ceremonies a lot of people call them you know other things and um you know that's it is what it is okay lan lan says she's working on her psm awesome lan i know that you've already taken a lot of ken schweber's psm pretest so just keep doing that and honestly his site is probably the best place to be to just keep taking them over and over again reading the scrum guide over and over again and listen to our audio because we've got audio out there on our our channel as you know uh but well done and try your best to uh listen to the lessons learned that are out there we got lessons learned uh from the cap from the psm from our friend darien and cindy uh who both got certified last year so um i would recommend listening to them i am going to put a link in the chat right now so that you can go listen to that episode you can go listen to that episode and get some wisdom from both of them they both got certified less than a year ago for the the psm all right well let's move on to the next one and the scrum team should spend time in self-reflection and checking itself for optimization and improvements this is known as what another very easy one you're welcome lan all right another very easy one very easy obviously you know what we're talking about here we're talking about the retrospective brilliant all right another thing that you should be aware of is just the terminology when we go through the product backlog we have different terminologies we have the product itself we have the epics features stories and tasks and i just use a silly little pneummonic i just say phil eats fries sometimes on tuesdays it's my pneummonic you can use that to remember and here's an example of how the backlog could be broken down right epics huge chunks of functionality features they group user stories together for release it's a sensible way of releasing stuff uh release like stories and then we have tasks which are not in the product backlog by the way at best these would be in your sprint backlog but you have a lot of mature teams who don't even put that level of stuff into their backlogs so at the end of the day you would have a breakdown that looks something like this right you would have the product broken down into epics here's an example of pbis for a website and i will zoom in so you can see the intricacies here so it it looks very much like a work breakdown structure but don't get it twisted it's not a work breakdown structure this is a product right product breakdown it is not a work breakdown okay okay so this is the general idea epics's features stories you can see we have the core website functionality broken down into ui and then that broken down progressively into more levels of detail until we get to a task level okay and then here you can see the ux content and user experience broken down into smaller pieces as well those would be at the feature level and these story level ultimately the task level and we don't want to make this a religious thing you do in the world of agile it's not it's just logic on how you break down your backlog right so your product backlog you have big boulders big chunks here's the general idea when you're working on your product backlog it's like an iceberg right you got this big old iceberg at the bottom you got to break the iceberg into smaller pieces and those smaller pieces that's what floats up to the top and that's what gets done if the product owner of course is thinking properly that's what should happen first okay the next big difference that i want to point out is the difference between the definition of ready which we talked about earlier go listen to it if you didn't and then the definition of done definition of done is an agreed upon set of items that must be completed before an increment is considered complete do not mix this up with the acceptance criteria at the back of the card the acceptance criteria of course could be one of the items that we are looking to be complete looking to have met the requirements but at the end of the day the definition of done is not just one thing it's a number of things and it's on a case-by case basis depending on your industry and depending on your unique situation but just remember that the definition of ready and the definition of done are different things what drives agile is a concept of value delivery so you want to make sure you're delivering value value value value to your client value should be the number one thing another thing that we joke about in our class is the concept of food because we know people love food but imagine if you went to a fivestar restaurant and you wanted the dessert and someone said "no you can't have the dessert you got to eat the greens." well as an adult you can appreciate that but what if you were a kid you wouldn't in the same token our customers they have things that are near and dear to them like dessert and we say give them the value they want first don't withhold the value from them uh because they won't be happy if you withhold the value from them if you gave them the value then they understand you get them right you totally get them so how do you order the backlog the different ways of ordering the backlog but one of the philosophies is to understand the concept of doing the big hairy audacious things first right the high risk but high value so always think what is high risk what is there a high risk and a high value on in this project if there's a probability that you won't get a high value item done that could be bad so what should you do this is just basic project management common sense do the riskiest stuff first and if you do the riskiest stuff first there's a likelihood that you will at least get them done if you don't do the risky stuff first and you do it last and then you don't get it done and the time box is over or the number of iterations you promised is over that's no good so we often say high-risisk high value first low risk high value next low risk low value next and then why do you even want to do those in the top left quadrant why do you want to do high risk low value doesn't make sense there's so much risk in it low value it could actually tank the entire project all right so we're not saying this is the only way to think but we're saying start off by looking for the high value stuff and then look for the riskiest of the high value stuff there are other instances where you could prioritize based on other items such as urgency cost of delay weighted shortest job first there's so many things you could think about so when we think about ordering the backlog the job of the product owner is a rather interesting one because the product owner has to think so many things revenue demand importance to end users frequency of use the risk of not having it and so on and so forth so as a product owner your thinking always needs to be what is most important now the product owner sometimes falls into the fire alarm trap which is pandering to people who are shouting the loudest that is not the way to do it you want to use more sensible criteria like npv roi moscow and cano which are really just categorization techniques when you think about it weighted shortest job first could be another one and the riskadjusted backlog the concept of the riskadjusted backlog so there's so many pieces that you need to master for your pmp exam but ultimately you're going to understand that agile is front and center because i cannot tell you how many people have cried my agile was so huge on the exam i was not able to answer the questions quickly enough it took me such a long time to read them and things like that so you got to be ready scrum is definitely the big number one framework for the world of agile for your exam and then the number two framework that i would highly advise you to hone in on is combine just understanding how combound is structured what it actually means when we say limit your whip and why we say limit your whip understand what a board could look like when you have the whip limits up top there understand what it means when we say the lead time the cycle time and things such as that and understand this concept because while it may not be tested on the exam it's good to have the agile philosophy of there's a cost for delaying delivering value to your customer if you're not delivering value quickly enough then your customer could tank your customer could fall off the radar your customer could go out of business so we want you to have that mindset okay and last but not least i'll just say have a mentality of the shoe right alistister cobin brought this into the world of agile from the world of iikido and it's just a great philosophy to understand you got to go through a period of blind obedience so i remember when the pmi phoenix chapter brought the whole csm bandwagon to our chapter and you know i was one of the people who jumped on it and our trainer was receiving a lot of constonnation tom tom miller was receiving a lot of constonnation from the the the pmps because they felt what is this just doesn't make sense why should we do this don't criticize our project management and things such as that but blind obedience is best honestly if you're coming into a world of agile just leave all your predictive stuff at the door because i was in the world of predictive for eons but i had to embrace you know as they say in the military embrace the suck i had to embrace what agile was bringing the changing mindset and not until i embraced it and i went fully in did i fully get it so the blind obedience stage is really important after the blind obedience you get to the half stage consciously moving away from the rules detaching breaking free and when you have done this for a period you now understand the why and you are just on autopilot agile when you get to the restage you're unconsciously finding an individual path to go beyond or transcend so my friends for your exam this is the first piece that i wanted to introduce to you because agile is big it's really big now if you haven't already realized your exam is going to be based on people process and business and people process business could cut across the world of agile or it could also cut across the world of predictive yes and that is why the 12 i should not say the 12 principles 12 principles are important that's in pembach 7 so let me just get the 12 principles out of the way for a quick second 12 principles let's talk about that so for those of you that haven't read about the 12 principles i want you to download a pmi pdf i'm going to try to put that pdf in the comments below so pmi12 principles i'm going to share a very very helpful pdf because it could help you like if your exam is tomorrow you obviously aren't going to have time to read this book even though it's not as big as a sixth edition but it's still a significant effort but maybe just maybe maybe you could go through the 12 principles in this pdf so let me show you what is in this pdf and this will be a very quick run through uh because the philosophies are quite important okay so let me share this with you the philosophies in the 12 principles let's go very quick so you can see the 12 principles over here right you can see stewardship team stakeholders value and so on let's start from stewardship going all the way back to stewardship so this just says you got to be a diligent respectful and caring steward all of those things there are extracted from the pemok 7th edition and this is kind of like the most significant part of the book in my mind so if you open up the penbb guide 7th edition and you go to page 24 okay i want to make it very clear very clear okay here this is it this is it i know it looks looks transparent but this is it penach uh 7th edition so if you go to penuk guide 7th edition and you go to page 24 it says "be a diligent respectful and caring steward." and that's what you see here stewardship stewardship includes integrity care trustworthiness and compliance and the summary is this act responsibly to carry out activities with integrity care and trustworthiness while maintaining compliance and that's it let's go to the second one number two team so if you follow me to the next one page 28 it just says project teams are made of individuals who wield diverse skills and the summary is create a collaborative project team environment that's the summary all right next we go to stakeholders and the principle about stakeholders is one of collaboration it just says effectively engage with stakeholders number four value i've already talked about value today and this just espouses that same idea focus on value if it's not valuable don't do it continually evaluate and adjust project alignment to business objectives and intended benefits and value systems thinking always see the big picture it says recognize evaluate and respond to system interactions that's that one going over to leadership leadership is all about being bold taking those leadership decisions making them it says demonstrate and adapt leadership behaviors to support individual and team needs so here i would say definitely know the hershey blanchard model the five stages of team development things like mcgregor's theory hzburg vroom mlen all those you should have an idea about those but understand that leadership is all about influence there's a difference between leadership and authority you got to know that okay even in the power interest grid versus the influence impact grid there's a difference between power authority and influence leadership okay you got to remember that so demonstrate leadership behaviors moving on to tailoring tailoring it says tailor based on context the summary is you cannot throw the entire pembuk guide or guides or process group or practice guide at every single project all right next one is quality it says "build quality into processes and deliverables." you got to think quality it says "maintain a focus on quality that produces deliverables that meet project objectives and align to the needs uses and acceptance requirements set forth by relevant stakeholders let's move on to complexity." complexity it says navigate complexity the best way to navigate complexity is to understand the dimensions in it the dimensions human behavior system behavior uncertainty itself and ambiguity and techn technological innovation there's a difference between these two so let me go over these on page 51 very quick for you ambiguity is a state of being unclear it says of not knowing what to expect or how to comprehend a situation then it says uncertainty is a lack of understanding and awareness of issues events path to follow or solutions the summary is this pmi is saying complexity is a characteristic of a project and you as a project manager you need to know how to manage it how do you manage complexity let me take you back in time to the stacy complexity model remember now how did we say we would work on complexity we're going to break things down into smaller pieces do things in iteration sounds like agile right because that's what we're talking about all right number 10 optimize risk responses it says "continely evaluate exposure to risks both opportunities and threats to maximize positive impacts and minimize negative impacts to the project and its outcomes number 11 embrace adaptability and resiliency." it says "build adaptability and resiliency into the organizations and the project team's approaches." he says "most projects encounter challenges or obstacles at some stage the combined attributes of adaptability and resiliency in the project team's approach to a project help the project accommodate impacts and thrive adaptability refers to the ability to respond to changing conditions resiliency consists of two components the ability to absorb impacts and the ability to recover quickly from setback or failure last but not least we have number 12 one of my favorites and this says "enable change to achieve the envisioned future state." it says "prepare those impacted for the adoption and sustainment of new and different behaviors and processes required for the transition from the current state to the intended future state." here's the deal my friends if you're ever going through change just remember that people are different some people cannot absorb change very well and others can so you must approach it from a humanistic standpoint you have to be empathetic you have to understand the j curve the way the j curve works people are going to be in that valley of the j curve pondering and wondering how does this impact my life they're going to be down in the dumps so what the pmi advocates quite a lot is sense making sessions don't forget the people all right and that's pretty much it for pmbox 7 for those of you who have been asking the question phil does that mean i need to just read the entire pinbox 7 i've told you listen to what i'm telling you read i've i've given you one pdf can i give you one more pdf from the pmi let me give you one more pdf from the pmi i'm going to give you the domains pdf because i know some of you you're still wondering but what about the domains i need to know the domains okay i'll i'll show you the domains you want domains uh we'll we'll go to domains tonight i'll show you so here we go here are the domains okay just to ensure that your curiosity is satisfied there are eight domains in the pemuk guide 7th edition now stay with me because i know some of you are fixing to run away stay with me okay i got to explain this this is penuk 7 this is penuk 6 penuk 6 is a wilderbeast it's huge right it has 756 pages this one on the other hand has 300 and something pages however when it comes to predictive project management this does not do a good enough job which is why the pmi have included in their library something called process groups of practice guide and that took from the now out of publish publication sixth edition and they put together process groups and practice guide to walk people through the knowledge and process groups because should i just be honest people ain't buying the domains people are like we've known the the process groups and knowledgeers for the past two and a half decades why are you giving us it reminds me of the israelites why are you giving why are you giving us this stuff to eat why are you giving us why are you giving us pinbox 7 to eat so so let me show you the summary okay let me show you the summary here is the domains okay i've put the domains in the chat now let's share the domains very quick now i'm going to read for you from the pembuk guide 7th edition and hopefully you will not ask me this ever again because i i feel it's not a very good use of our time but i know some of you are curious so let's go to page seven and another thing about this book is it has two sets of pages you have page one in the side where you have the principles and then you have another page one where you have the domains but let's talk about the domains listen carefully it says a project performance domain is a group of related activities that's the difference it did not say a group of processes you get it a group of related activities that are critical for the effective delivery of project outcomes project performance domains are interactive interrelated and interdependent areas of focus that work in unison to achieve desired project outcomes there are eight project performance domains number one stakeholders number two team number three development approach and life cycle number four planning number five project work number six delivery number seven measurement and number eight uncertainty let's go through them hyper quick stakeholders is all about your care for your stakeholders understanding that you need to effectively interact with them in other words you need to manage the engagement the team domain is all about caring for the team team health and team optimization development approach and life cycle is all about selecting the right development approach is it going to be agile is it going to be predictive is it going to be incremental is it going to be agile and then going down into the smaller silos is it going to be scrum is it going to be combine is it going to be tdd is it going to be atdd that we use here right and so on and so forth planning is all about planning the project it's that simple project work as it says here addresses activities and functions associated with establishing project processes managing physical resources and fostering a learning environment watch this project work is associated with establishing the processes and performing the work boom performing the work that's the director and manage project work process and everything connected to it so just think executing the next one is delivery this just makes sense you create a product service result feature function it needs to be delivered and that's what you're doing in the delivery performance domain it addresses activities and functions associated with delivering the scope and quality you see those two scope management quality management i told you you were not missing anything that's what these domains are all about the next one is measurement now this one i must say is a worthwhile inclusion in the dialogue because a lot of times you have individuals who are measuring stuff and their measurements are probably not sensible for example a company my buddy roy worked with that the company said to the testers "we're going to reward you if you find bugs the more bugs you find the more rewards you get." so these people aren't stupid of course they had friends who were developers so the developers started cranking out some soft bugs not not really malicious bad bugs just soft soft bugs that will get their buddies a reward what a ridiculous metric to measure so don't measure the wrong thing that's what this is telling us measure sensibly and also be aware of the vanity metrics phenom don't fall into the trap of vanity metrics actually the pmi has a very good breakdown of why you should be very particular about metrics it says on page 96 we have leading indicators and lagging indicators so be aware of what you're measuring is it a leading indicator predicting changes or trends right leading in other words the metric is smart the metric tells you what is about to happen before it does or we have lagging indicators now lagging indicators are not saying they're dumb but they measure deliverables or events after the fact okay so leading indicators that's your magic right there lagging indicators not bad they're still helpful but it's after the fact and it says what to measure you got all sorts of things on page 98 which is a good breakdown of what to measure we go into the concept of baselines business value net promoter score mood chart i would highly advise at least understand some of the basic metrics in project management just in case they come up on your exam so benefit cost ratio or costbenefit ratio mpv net promoter score which is a measure of how happy your stakeholder is or willing to recommend uh your products or services to others mood chart um and what else that's pretty much it there's some very good stuff here so if there's one of the domains that i am excited about i think it's this one this is definitely value to the uh project management uh narrative on page 112 we have my favorite the vanity metric a measure that shows data but does not provide useful information for making decisions has someone ever told you to gather data and measure stuff that is just worthless you know for example measuring page views of a website is not as useful as measuring the number of new viewers because you could have had one viewer go there a thousand times if you get what i mean so just that whole idea is what we talk about in the measurement domain last but not least we have the uncertainty domain and it just says projects exist in environments with varying degrees of uncertainty in that vein the project manager needs to have a plan a mousetrap for how to measure the usual suspects there are five of them uncertainty a lack of understanding and awareness of issues ambiguity a state of being unclear complexity a characteristic of a program or project or its environment that is difficult to manage due to human behavior system behavior and ambiguity volatility and then risk and honestly that's it that's it for your eight domains we don't really have to go any further it would be a waste of time now if you have any questions i would love to answer your questions we're going to be hitting about an hour very soon but before we jump off the call today there's one more thing that will be in order and what i want to do next is just talk about the world deeper world deeper world the deeper world the deeper world of project management by going into you know it's the grid the grid everyone's like oh my goodness not that again this grid is very important my friends it's it's important for your project management journey i know a lot of people are not very keen on it but trust me you need this you really need this you really need this uh thing i'm about to show you um and it's the five process groups and the 10 knowledge areas we have to go through it tonight i couldn't let you escape without it so i would like for you to get a pen and a paper it's going to be a worthwhile experience it's going to be good let's work on this together and as i go through it i want you to ask any questions okay if you have any questions now would be a great time to ask them so in the world of project management according to the pmi way back in time there are five process groups of project management and they're just five buckets i just call them buckets of things that need to be done in order for us to get project work done and when i say project work i'm talking more about the work that the project manager and the team are going to do to manage the project you see there's a difference between doing the work versus managing the project you hear the pmi talk about a product life cycle that's all about doing the work but then there's talk about a project management life cycle which is really code for the process groups so if you're taking this exam what is going to help it become easy for you i heard this again from one of our latest pmps shout out to lily who got certified about 4 days ago she said the same thing this will help your exam highly recommend that you watch this over and over again and you work with me i am going to be typing in all of the process names and i'm going to be explaining them to you all right so why don't we get started with the first area of knowledge because we got i prefer extra money in cash at the top or i prefer eating mangoes chilled and then we've got i saw six chipmunks quietly roasting coffee reading poetry stories or i saw six cubans quietly rolling cigars really puffing smoke you choose whatever one you want as long as you remember the 10 areas of knowledge i'm good moving into each one we have the very first which is integration i'm going to be making them a bright yellow as i go through hopefully i remember to be uh consistent with it and in that way you'll know which one we're on okay so right now we're going into integration let's make it a bright yellow all right so in integration the very first thing that happens is the develop project charter process and in develop project charter you are creating a document that authorizes the project you the project manager could be working on this but you don't necessarily have to because if you've got a a sponsor who is capable they could create this by themselves they don't need you to do it but other times they may ask you to do it in fact in a lot of companies the project manager creates the charter the sponsor signs off on it so you have to understand that dynamic all right next going over to planning the next thing you do in integration is you develop the project management plan and this is where you put the big plan together because there's a lot of stuff that actually happens under the process that we're not seeing yet there's stuff that happens under integration and all of that rolls up technically speaking into integration at the end we'll talk about that progressively next going into executing we have the direct and manage project work process this is where the work is being done and the major output is a deliverable so think about it everything that you're doing in project management whether you're making a chicken sandwich or whether you're working on uh software or code or whatever you will have the time when you need to uh do the work and direct and manage project work is where the project manager is helping by directing and managing what needs to be done okay from director managed project work in addition to deliverables we get something called a issue log and we also get work performance data which is just like you as a project manager you are observing what is happening on the project you know you're observing how many widgets have defects you might be observing uh which employees unable to come in for work we call that work performance data the other thing that happens here in executing and integration is manage project knowledge okay and then moving over to monitoring and controlling we have a process called monitor and control project work and this is where we are creating reports we call them work performance reports and the reports help understand the status of the project and so on and the other thing that happens here is called perform integrated change control and this is where you are reviewing the change requests that come in the change control board is also involved so you would review the change request as it comes in if the change request is not in formal writing you are encouraged to put it in formal writing and then you review it you do an impact analysis and then you send that information to the change control board and they can review the change request and decide whether it's going to be done or not and then in closing we have the close project or phase process close project or phase and this is where you close out either a phase in the project or the project as a whole now what i want to do right now is just comb through them in a little bit more depth all right we get our project charter from here develop project charter over here from develop project management plan we get our project management plan from direct to manage project work we get our deliverables from manage project knowledge this is where we do our lessons learned we get our lessons learned register from monitor and control project work we get our work performance reports from performing integrated change control we get our approved change requests remember we could also say the change log is technically an output from here but remember your exam is not based on all these inputs outputs and stuff they just help you understand the flow it is important for you to understand the flow my friends and then we have close project or phase so closing out the project or a phase in the project this is where we have a final product service or result transition as an output we also have a final report as an output okay now these are not just random words that i made up the these are indeed things in the pemuk guide six edition and things that are helpful um for you to know as you traverse the landscape of project management as you prepare for your exam okay all right i hope that makes sense do send in any questions if you have questions so that's the first knowledge area now everything that happens under integration you got to look at it like this look at it like this all this stuff under rolls up all the stuff under rolls up technically speaking now here we i know we only have one process here but technically speaking what you have in identifying the stakeholders you want to make sure the stakeholders buy into the charter all the stuff you have here in planning is going to add up to your project management plan all the stuff you do in executing is pretty much governed talking about governance from an high from an integrative standpoint everything you're doing monitoring and controlling is governed up here because all your checking to see if you're going according to plan in all the knowledge areas is governed at a higher level in monitor and control project work and close project or phase it just has that okay and that's the general highlevel idea now we're going to be going crazily quick so i'm going to put the responsibility in your court to tell me to slow down or stop because i'm just going to go pedal to metal from here okay all right so draw along follow along it will be a good exercise going into planning we have plan scope management as a process where we decide how to manage scope then we have collect requirements where we are collecting all the requirements functional requirements business requirements and so on then we have the define scope process where we create the project scope statement which has all the inclusions exclusions detail deliverable description and so on then we have create wbs which is where we create the work breakdown structure then we jump across to the monitoring and controlling process group and here we have two things we have validate scope this is where your customer checks the product service or result and then we have control scope and this is where you as a great project manager you're controlling the scope making sure people aren't adding extras okay good let's move into schedule management in schedule management the first thing that we have here is plan schedule management plan schedule management is where you create a plan for how to develop and manage the schedule then we have define activities where we list out the activities that need to be done sequence activities where we put the activities in order of occurrence then estimate activity durations where we decide how long each activity will take and then we have develop schedule which takes everything into account and voila we have our final schedule right we also from here have our schedule baseline just to make sure you understand the difference there's a difference between having a project schedule which is a living and breathing schedule that you update just sensibly as a project manager versus the schedule baseline which is a particular version of the schedule etched in stone so there is a difference between the schedule baseline and the project schedule and it helps to know that last but not least on the other end of the spectrum we have control schedule and this is where we ensure that our schedule is going according to plan okay be sure to ask any questions if you have questions i will be moving a lot quicker from here going into scope we have three things we do one three things in planning and one in in the monitoring and controlling section uh here we plan cost management and that's where we plan how to manage cost then we estimate costs we estimate the cost for each line item each task then we have determine budget and this is where we roll all the task cost to a final total amount and then lastly here we have control cost and this is where earn value lives now when i say where earn value lives this is where we use the earnv value metrics the ear value metrics could help us see trends where we're likely to end up or previous performance across schedule and cost and even scope just remember for your exam you need to remember spi cpi cv and sv you need to remember that they all start with ev they all start with earn value right that's an easy way of remembering if it's a variance what do you do you subtract if it's an index what do you do you divide so that's another quick tip and then if it's schedule then if it's schedule performance index plan value is the other thing if it's schedule variance plan value is the other variable if it's cost related actual cost is the other variable for cost performance index and cost variance okay so let's zoom into that for the sake of those who may have forgotten the big thing for your exam is really knowing what does spi mean if it's 0.4 or what does cpi mean if it's 0.4 anything less than one is bad for the indices right greater than one means you're doing better than projected anything less than one is bad equal to zero means you're equal to one i be a pardon for the indices means you're right on target for the variances if it's zero it means you're on target so if you have a zero variance that's good if you have a negative variance that's bad if it's greater than zero like if you have even a $5 cost variance or schedule variance uh that means you are actually uh better than planned okay so those could help you in your recall for the exam i'm going to put them over here i'm going to make them a little bit smaller because they're not really a process it's just something to remember all right let's go over to quality so in quality we have plan quality management and we have manage quality where we are actually carrying out our quality audits manage quality and last but not least we have control quality and in control quality this is where we are actually checking the product service or result okay for those of you just coming we're doing an end toend coverage it's a very rapid means uh for you to catch up on the pmp once this live stream is over it is likely you will not see the video cuz a video will be pulled down you won't see this video once it's over so if you know you you're not able to um to to stay unfortunately you will not see this video afterwards all right let's come out let's go back in all right there we have it so we've got plan quality management manage quality and control quality uh moving on to the next thing we're talking about we're going to talk about resources moving on to resources we have six things here we have plan resource management we have estimate activity resources and those two happen in planning in executing as far as resource is concerned we have acquire resources we have develop team and then we have manage team and what are the differences in develop team this is where our team goes for team building they get trained they get educated in project affairs if they need to or technical things and then in manage team this is where we give the team feedback and last but not least here we have control resources all right if there any questions whatsoever about what you get out of the processes uh please ask um i know i'm i'm going pretty quick because i have so many videos about this stuff on the channel that i'm expecting that you might have maybe even already gone through some of those okay let's go on to the next one next one is communications and in the communications knowledge area you're going to do three things you're going to plan communications management you are going to manage communications in other words you're going to communicate this is where you're going to distribute information to people this is where you could have reporting done in meetings and last but not least we have monitor communications okay again i want to encourage you if you haven't mastered this this is important for your pmp exam i know some people feel "oh this is old stuff." trust me when i tell you i cannot count how many people i've heard from that this helped them put the big map together so i really want to stress if you haven't mastered this please spend some time in doing so okay all right let's make these a little bit smaller because we got a really big one coming up we got risk risk is a significant beast it's very very big so let's go on to risk and risk starts off as usual with plan risk management this is where we create a plan for how to manage risk then we identify the risks then we perform a qualitative risk analysis think about it like a high medium low or on a scale numbers that generally don't equate to the same thing from project to project but they help us in the prioritization of the uh risks as far as which risks are we going to go after which ones are we going to leave alone so on and so forth all right moving on we have perform quantitative risk analysis and this is where we analyze the risks from a numeric standpoint that is also dollar related or something quantitative like weeks you could analyze from a schedule perspective how many weeks how many days and that's an absolute that is not qualitative or how much money is going to be the result of this risk as far as contingencies are concerned this is where you're getting really into some hard core amounts the next thing that happens is called plan risk responses and then we jump across to executing and then we implement those responses okay and last but not least we have monitor risks now when it comes to plan risk responses again take some time out to talk about the a team not mr t and the a team but avoid transfer escalate accept and mitigate okay so these four uh these five are your approaches for negative risk or threats we also have another five for positive risks or opportunities and i'm just going to put them here sneakily i know it shouldn't be there but i'm going to put them there because i want to share them with you i call it e a s e easy right easy it just stands for exploit accept share escalate and enhance you got to know these really well look on the channel because i have videos avoid let me just blow this up a little bit so that you can uh see it a little clearer okay let's blow that up okay so avoid and feel free to take screenshots that's fine if you want to take screenshots right so avoid is avoiding the risk altogether 100% the risk doesn't happen or it doesn't impact at all transfer is transferring to a third party uh escalating is elevating the risk to either your boss because it's beyond your power or your authority um or you could escalate because it's affecting other parts of the organization accept is doing nothing we have passive and active accept and mitigate is reducing the probability of impact on the side of the easy which really should be here but i'm just doing making this quick uh the easy is for the positive risk so you could exploit a risk that's 100% that positive risk is going to happen right that's what we mean by exploit 100% will happen accept is doing nothing we have passive and active accept again sharing again same strategy as i said for transfer you involve a third party it could be a special purpose company it could be a sister organization uh that you share the positive risk with escalate again escalating it to a higher power because it's beyond your project or because it's beyond your power and then enhance is really just increasing the probability or the impact of the positive risk all right so that's risk my friends we are going pretty quick here and we are going to be done before you know it let me go back and share the last pieces of information cuz we have just two more knowledge areas aren't you amazed at how quick that has gone you know in some courses the entire one week is spent on is spent on that they spent five days taking you through what i'm showing you in in minutes that's why you need to come to my course come to my course i'll do a lot of time optimization for you you want to join my course go to hpmexam.com or go to tinyurl.com elitepmp um or tinyurl.com elitecapm i'm going to put those links in the chat because i know some of you are like "how do i join your program phil?" well you just need to go to elite pmp you can start studying with me tonight like right away you can start studying with me right now um because if you sign up there you'll be able to join immediately it's on udemy and um cost 24 hours a day you just decide when you want to join and if you're getting ready for the capm exam and you you're wondering how to how to get certified you can join me on the elite cap m program as well i'm going to put that in the in the link do that put that in the chat so uh go to elite capm if you're keen on studying with me for the capm exam and then if you want to be on my full-blown uh training for project managers not only to get them pmp certified but also to elevate them to the next level after pmp in other words showing you how to succeed um you can just jump into my program uh which is called hpmexam.compexam immersion let me put that in the chat as well for those of you who are curious because i know some of you are some of you are feeling the training right now you're like "my goodness i just spent $2,000 i spent 10 times more i got 10 times less in a different program." if that's you i want you to smash that like button tell me tell me if that's you i want you to hit like i want you to subscribe to the channel and i want you i actually need you to share with your friends okay that's what i need you to do so if you want to study with me do that and if you're like phil i ain't got a dime i i'm just i'm just trying to get by hey hey hey that used to be me that used to be me back in '05 i didn't have a dime and that's why i've got you covered i've got you covered i've got a free 30hour program right here on youtube for those of you who are on youtube those of you who are on the other platforms thank you for joining me from the other platforms i see you i see all of you across the platforms so if if that's you and you're like phil i ain't got a dime i you know i got you covered i'm going to put a link in the chat and this is to my 30hour free program free program totally free all you need to do is go on to pmp.pmradio.org and i've got over 30 hours of free video free totally free no catch no catch the only thing i ask though you know if if you really want to support the channel because i know some of you some of you have you gained so much from the channel just just go get the book pmp exam immersion right the pmp exam immersion book i'm going to show you tonight how to put everything together in context and if you wanted to get this book like download the book right away um you can this book has the deep secrets to your pmp success because it puts everything together it puts agile predictive hybrid it weaves it all together it's called pmp exam immersion the book so i know i have the course but this is the book and if you get the book on the link that i just shared you'll actually be able to download a workbook and the workbook has a hundred of these crazy what should a project manager do next kind of questions so whatever the case whether you you know you can afford it or not i got you covered for those of you who say "phil i'm just you know trying to survive here i used that used to be me so i got you covered don't worry just go to pm.pmradio.org um and you're you're you're going to you're going to be extremely delighted when you see what i have in store for you guys and girls okay so let's jump into the final piece of our journey today which is going over the last two i'm going to make the others very small just so that everything can fit on the screen okay some of these processes they occupy a lot of space i might be able to make a few of them bigger like quality is actually not that much and if you haven't gone through this rights of passage well i'm glad you're going through it right now this is a is a brilliant opportunity for you to see how the entire table comes together all right so procurement what do we do in procurement number one we plan procurement management procurement management is where we decide are we going to buy or not are we going to make or are we going to buy if you decide to buy then we go through the procurement process the philosophies right and we do the rfps or the rfqs or the rfi request for proposal rfp request for quote rfq request for in request for information rfi ifn invitation for negotiation i'm talking so quick cuz i want to get done i want to get done it's it's a weekend it's a weekend you see the labor of love your buddy phil is is here for you to help you because once i hit the road again it's going to be hard for me to do these and i hit the road very shortly all right conduct procurement is where you take a look at all of the proposals that was sent in and you select one or two who you award the contract and then control procurements this is where you are checking to ensure that the vendor the seller actually did what they promised um you want to make sure that they are delivering you want to make sure that they are on time you want to make sure as as one of my students said "hey my client just showed up and we do interior for airplanes and they just showed up to do an audit." that's control procurement you want to make sure that the the seller is really upholding the quality and the funny thing is they weren't because you know some of these folks they bring in they want to show off to their friend like "oh you need to take a look at this aircraft that we're refurbishing." so unfortunately on that day one of them brought his buddies into to the workplace bad move cuz a customer showed up all right let's finish this off all right last but not least we have stakeholder so over here we have identify stakeholders this is the only one that you have in the initiating process group and then we have plan stakeholder engagement and then we have after you've planned how to engage a stakeholder then we have manage stakeholder engagement this is where you're actually engaging your stakeholder speaking with them communicating with them working with them and last but not least we have monitor stakeholder engagement okay and my friends that's it i just showed you i just showed you please give me a round of applause give me a round of applause please please please i i think i deserve it because i've done what a lot of instructors won't do i took you through the entire agile curriculum i've taken you through penuk 7 principles domains and boom now i took you through pen six pen six do you know how much time that would have taken to go through these books alone do you know what that would have taken we went through this we went through this and we went through this all in one and a half hours please give me a round of applause i need some likes like like please please help me help me i know some people think why is he asking for likes i need your likes i can't do this alone i'm trying to help the world get pmp certified you need to remember where i'm coming from on my pmp exam question 20 do you know what the time was question 20 i was one hour in to my exam on question 20 think about it if this exam has 180 questions and this guy's only done 20 how many hours does he need to finish the exam the wise people would say eight more hours you're correct it was a disaster i had only gotten to question 20 one hour in and this is a very good example of how not to take the exam don't take the exam saying "oh i've got to answer this i've got to i'm going to use all the time i can to answer this one question." no don't do that don't do that i was spending three minutes a question how foolish instead of me to go with my gut and just keep mowing them down just keep going even if you feel they're not right you don't have the luxury of time i've had a lot of students who say "phil i was shocked i ran out of time." normally before i got into the exam i was killing all of my mock exams of course because the stakes are higher your brain is going to be working differently you're going to be working differently so don't try that stuff that you do at home on the real exam okay which is why i say roll up your sleeves and go to a test center smell the coffee it'll kick in it'll kick in just drink the coffee but smell the coffee because you realize the stakes are high long story short after one hour i started writing my eulogy of the pm slain in the battle of pmp the pmp who tried his best the pmp aspirin the pmp wannabe who tried his best phil tried his best but alas he was slain at the battle of pmp why was he slain he didn't have his weaponry right right so i was crafting my eulogy until a conspiracy theorist gremlin pounced on my shoulder and i'm grateful for that conspiracy theorist gremlin and the gremlin said "the pmi is looking at you from behind the scenes and they can see that you got all the questions wrong and they're giving you more of those questions you got risk wrong and they're giving you more risk you got schedule wrong they're giving you more why don't you go to the back of the exam it's it was a crazy thought but this is what got me out of the exam alive i jumped all the way to the back of the exam back in those days you could move backwards and forwards between all the questions and back in my day there were actually 200 questions so i went all the way to the back and i started doing the questions from the back from the back from the back truth be told hey use this use this as the fire escape for me it was the fire escape i started backwards and i realized the questions were easier from 200 190 180 170 160 150 140 i just kept doing the exam backwards and it was easy then i got to a pocket of difficult questions it's like these question writers are like fiends from the pit they know where to grab you and they just boom doll up a boatload of hard questions and it's like quicksand don't be moved by that you can jump over the quicksand or you could just do cd e ccc whatever the options are but don't get stuck in the quicksand i didn't get stuck in the quicksand kept mowing them down i think i had a pocket of difficult ones in 120 kept going back around 70s something difficult ones around 50 i didn't care i was just mowing them down doing my best and then i got back to question 20 and guess what the time was 3:55 pretty much i had 5 minutes left and the question is am i going to start changing stuff or am i just going to end the exam took a deep breath boom end the exam and then the screen goes blank you've been selected for a survey we would like to find out did you enjoy your exam experience was it clean did you like the staff members oh my goodness now i have to go all the way through this ridiculous survey saying i liked it i didn't like it but remember the conspiracy theorist grammarling is saying fail you got to say you like it because if you said you don't you're going to fail so what did i do yes i liked it it was good it was clean even though it was dingy and dimly lit everything was good it was good it was good it was good then press the end button and the screen goes blank for like an eternity congrats you passed the exam talk about being chased by you know you watch those vid those tik tok videos of crazy bear out of somewhere in colorado those bears i that was me i felt like i had run from the crazy beast and that's why i do what i do because when i came out of the exam i promised that if i come out of the exam alive as as i'm writing this crazy exam called the pmp exam i'm promising if i come out of this thing in one piece two promises number one i promise i'll never curse the pmi i won't curse them as i always have been and number two i promise i'll tell everyone anything in the world that moves i'll tell them this exam crazy crazy exam crazy exam that's why i say take no prisoners do everything you can before you find yourself in front of that computer monitor do everything you can all right final thing we're going to talk about today my friends i'm going to show you the pmi's secret source for the pmp exam they have a secret source for the exam and that secret source is encapsulated in a document and the document is simply called pmp exam content outline i'm going to put that in the link so that you can download it and read it i'm showing you where all the treasure is buried tonight my friends you know like i said i'm hitting the road again i don't know when next i'm going to be able to do this it's going to be a while here we go here we go that is the pmp exam content outline and um i'm going to go over the outline with you but i'm not going to do it the usual way i'm going to do it differently i am going to do it very quickly by going through my special road map it's a road map i created for the pmp and it cuts off i would say about 10 hours it cuts off 10 hours from the curriculum because it's very rapid and effective are you ready let's let's jump into it let's jump into it here we go here we go for those of you that have been on since we started thank you very much i hope you're finding value from it your exam is going to have people 42% of the exam is people 50% is process 8% is business and then you can slice that across 50% agile and hybrid 50% predictive okay so what am i trying to say i'm trying to tell you agile is a beast a big old beast as big as predictive here's the breakdown one more time see that so pay close attention to the process domain but don't forget you could slice these into 21 for people 21 agile and hybrid 21 predictive for process 25 agile and hybrid 25 predictive for business 4% agile and hybrid 4% predictive that's the general idea okay let's go into the people domain very quickly and i'll just try to wrap it all up okay number one i have changed the order from what is in the outline that i sent you in the outline it starts starts off with manage conflict and then it goes into lead a team and so on but i'm changing it because i want you to get the flow the flow doesn't make sense in the outline i want you to get more of the flow from a time perspective so number one what i want you to think about first is building a team you build a team and then you begin to define the team ground rules dos and don'ts and acceptable behavior and then you begin to lead a team you know my mentor john maxwell he says "a true measure of leadership is influence nothing more nothing less." you're going to lead the team to success you're going to help the team understand what to do on the project leadership is all about example as well the hershey blanchard model is also a very good one to talk about here if you haven't heard about the hershey blanchard model this is it the thesis of the hersy blanchard model is you need to be a situational leader you can either be in a directing mode depending on the individual this is where you give low support and more direction or in a coaching role or in a supporting role giving more support than direction and in a delegating role where you just know the keys to kingdom are safe with this dude this girl because they've proven themselves time and time again but you don't always stay in one quadrant you move around depending on the individual and the circumstance with someone you could have a delegating approach but if you change the environment you may need to have a more directing approach with that same individual and that's the general idea the other thing that you really need to know for your exam is the five stages of team de development the forming storming norming performing and adjouring uh this will help you um on the questions um there's also subtle lingo used so when it comes to forming the team members are independent when it comes to performing the team members are interdependent so you got to understand pmi's lingo when it comes to these i would say it's worth checking um how they discuss the five stages of team development or tuckman's ladder bruce tuckman's ladder also as part of your journey know the 10 tenants of servant leadership listening empathy healing awareness persuasion conceptualization foresight stewardship commitment to growth of people and building community you already know the pmi isn't going to do this in parrot fashion but you do need to be very comfortable with the narrative also for the people domain you need to understand the thomas kilman conflict mode instrument there's no image of this in the pemuk guides any publications from pmi but you need to realize that you could be somewhere in the middle as far as your approach to conflict or you could be very forceful to get your way or you could be in a collaborative problem solve mode which means you're assertive about your needs and the other person's needs you could be in the avoid or withdraw mode or you could be in the accommodate smooth mode the accommodate smooth means you're more focused on the person's needs than yours avoid or withdraw means you don't care about yours or the other person's needs you just want to escape and that's okay but avoid or withdraw is not the end you could be back you could be back with some additional backup it depends okay so there they are again the thomas kilman conflict mode instrument pinbox 6 page 349 if you're in pinbox 7 it's talked about differently it's kind of wonky because it kind of went off something else instead of sticking to the thomas kilman conflict mode instrument itself this is what i would recommend though for your exam prep okay so going back we've talked about 6 12 and two the other things you need to know for your exam definitely understand how you as a leader should build shared understanding then we go to task five ensuring team members and stakeholders are adequately trained which is a no-brainer number 13 mentoring relevant stakeholders whether you're the scrum master or the project manager you should mentor um empower team members and stakeholders manage conflict this is where the whole conflict dialogue now comes in number 11 engage and support virtual teams understand the concept of the fishbowl window number nine collaborating with stakeholders number seven addressing and removing impediments obstacles and blockers number three supporting team performance through the application of emotional intelligence um number 14 i beg your pardon promoting team performance through the application of ei and number eight negotiating project agreements now three and 14 are very close supporting team performance and promoting team performance they're very similar supporting the team means you're there for them you big them up in a meeting you don't throw them under the bus promoting team performance through the application of ei is different this means you are emotionally intelligent emotional intelligence means you're able to control your emotions bridle your emotions and you're also able to influence the emotions of others and that's the people domain very succinctly okay as easy as abc but don't forget in the document i sent you every one of these is broken down into smaller enablers i would recommend going through the pdf that i put in the chat that will help get you to excellence in this okay let's move on to the process domain before we get to the process domain i really want to accentuate a couple of tools okay the stakeholder power interest grid is big make sure you understand that before you exam you could have the power interest grid the influence impact grid and other allotropes of it and understand the planned stakeholder engagement process this is where we have our stakeholder engagement assessment matrix i call it the seam this is where you have your current state of the stakeholder and that is your desired state they're currently unaware you want them to be supportive the question for your team then becomes how do i get bob from a from an unaware stakeholder to supportive what are the actions that we need right and those are the actions that you got to discuss so this is a great conversation piece for the real world as well okay in the task of collaborating with stakeholders in which process do you build trust and gain support from stakeholders what do you think abc or d all right i'll go quick so the answer to this my friends is where you are communicating with the stakeholders and working with them and therefore the best answer is manage stakeholder engagement you won't get questions like that on the exam because those are very prescriptive two process name but still you could get the process names expanded upon and camouflaged so you do need to know what you're doing in each process here's another one on your agile project when facilitating a meeting with stakeholders it is critical to do what is it hold the meeting in person is it develop and distribute an agenda prior to the meeting is it bring snacks or is it use technology to record the meeting so you can reference as needed what do you think which one is more agile than the others which one makes sense okay so which one is critical which in which one would the meeting sink if you didn't do it think about it it's like a trick question but you're not required to hold meetings in person in the world of agile you don't have to bring snacks and you don't have to record but it would make sense for example if you're holding a retrospective it would make sense for you to have an agenda and for you to share that okay so this is an example of how oh looks a little bit difficult um am i in the world of predictive am i it sounds a little bit predictive in the answers but it says agile so you got to be ready to face things like that all right let's move into the next domain which is process okay as usual we have our road map and these are the things we've just talked about so i'll be very quick number one is actually task 13 so this is where you determine the appropriate methodology the methods the practices are we going to be agile predictable something else then you got to establish a project governance structure for rules and regulations and how things work and then number nine is pretty much integration you got to integrate project planning activities number 17 is plan and manage project or phase closure pretty much close project or phase which we've already looked at today number eight plan and manage scope number six plan and manage schedule number five plan and manage budget and resources so at a high level number eight is really scope management that we looked at number six is schedule management and number five is budget and resources i'm sorry it's a little bit obscured because of the color on the screen number seven plan and manage quality of products or deliverables that's quality as a knowledge area and all of these also double in the world of agile don't forget number three assess and manage risks we've taken a look at that number 12 procurement management pretty much number one execute the project now we can execute the project after you've done all that planning now you execute with urgency to deliver business value number 16 ensure knowledge transfer for project continuity make sure that you're transferring the knowledge because if that person leaves what's going to happen that needs to be your your question all right manage project issues have an issue log make sure you chase those impediments as vehemently as possible before they eat you alive so we talk about impediments obstacles and blockers so the question is what is the difference between an impediment an obstacle or a blocker and the answer is an impediment slows you down an obstacle is in the way now you can go around it you can go over it but when it comes to a blocker you're stuck in your tracks you're stopped that's really bad they're all bad but blockers are the worst because they just stop you in your tracks you can't move when we talk about managing project issues in the world of predictive all of those things are in your issue log you got to go after them manage project changes just means manage changes using your change management plan your configuration management plan must also be considered this is manage project artifacts three artifacts in agile who remembers i'm getting some crickets three artifacts we talked about does anyone remember hello everyone's quiet okay i don't bite all right so the artifacts i was looking for from the world of agile is your product backlog your sprint backlog and your increment or psi in the world of predictive i was expecting the baselines and the plans pretty much their possible artifacts we could also see our burn charts artifacts from the world of agile and things such as that there other things we could include all right manage communications is the next one pretty much managed communications the communication knowledge area and then engage stakeholders pretty much the uh stakeholder management knowledge area that we've taken a look at okay don't forget there's some some really important stuff in the agile practice guide as far as the incremental agile predictive iterative mantra knowing when one is better than the other so if there's a low degree of change but there's a high frequency of delivery it's incremental stuff like that this image is going to help you master again know your scrum know your scrum know your scrum inside out read the scrum guide make sure you go to scrumguides.org as i recommended earlier read it go through it go to ken schweber's website scrum.org and make sure you take some of his scrum basic assessments they will really help you get very firm in scrum and don't forget the pmi's agile practice guide page 18 table 3-1 this is a table that you do in my mind absolutely need to know before you exam and when it comes to the world of risk just understand that risk can be positive or negative like in this image we have okay the mouse gets uh the cheese well that's a positive risk or the trap gets the mouse okay it's a negative risk but from whose perspective from the perspective of the mouse but what if we're talking about the homeowner from the homeowner's perspective what if the mouse gets the cheese that's negative so you always have to put on your perspective hat speaking of hat the mouse is wearing a hat so what strategy has the mouse adopted from this ah well the answer would be mitigate the mouse is trying to mitigate okay let's move on to the final domain the final domain in this narrative my friends is a business domain and in the business domain we have four tasks number one plan and manage project compliance make sure that you are complying do not not comply because not complying could be bad we're going to hear from a buddy roy very quickly here he's going to share the agile perspective of compliance let's hear what roy has to say so roy is this a good word in agile space well maybe it's a necessary word you know we certainly don't like it but uh it is it is functionally correct it is it is technically the correct word to use but uh we we we do want to make sure that we're again that we're making that we're um aware of what compliance regulation and regulations are in place so that we don't get ourselves in trouble uh but i but i also want to stress that there there are actually times when we might intentionally decide not to be in compliance i've done a lot of work in the finance space insurance space and sometimes they're actually having those conversations of okay there's a new regulation that just came down the pike is it cheaper for us for at least for right now to go do that and go go make sure that we are compliant or should we just pay the fees for a period of time and do that work later so those discussions are they're they're valid con discussions especially when no one's being heard it's not about that it's more about this regulation it's we just can't get to it right now it's going to cost us more to do it now versus later so there's some sometimes those discussions happen but those things are planned they're they're understood lots of discussions same basic needs you know in an agile project as you would in a traditional project it doesn't really change that much but again the difference is how we do it we make sure that the teams are very aware of the compliance and regulatory needs and that they understand them very clearly so that we don't necessarily have to do re reviews to join identify compliance we are encouraging the teams to be compliant always that's a big difference all right good words from my buddy roy and like i said if you want more of roy and i's train coaching go on down to hpmexam.com we have tens and tens of hours of both of us going back and forth talking about this stuff over and over again um you could go on to tinyurl.com elitepmp you'll be able to join the udemy course where we have pinbox 7 we just go to town on pinbox 7 and you could watch all of those videos there all right moving on let's go back and we're talking about business domain next thing is evaluate and deliver project benefits and value so in the world of the pmi they've become hyper sensitive to the concept of benefits and value and outcome it's no longer just about deliverable moving on to task three evaluate and address the external business environment changes for impact and scope this is what a good product owner should be doing a good product owner should always be scanning the boundaries and saying hm what has changed in the environment how does that affect our project that needs to be the question all right as usual i want to hear from my buddy roy about environmental impacts he always has such great wisdom to share so let's listen to what my buddy roy has to share i hope the sound is coming across properly it's a little bit different from zoom's this mechanism i'm using so um do let me know if you're able to hear the sound of royy's voice let's listen i'm glad they're talking about the backlog that's that's a very positive change um so um obviously you know observing and monitoring and all that sort of thing is really not that much different than you would do that's a business thing your product management community if you have one they would be doing these sorts of things and this that part doesn't change the part that does change though is that we're able to make those those changes a lot faster so if something is happening in the market we don't have to wait six months or a year to implement it because of current projects we change it now or as as as early as as as is practical anyway and the main reason that we can do that is because it's less impact to our schedule less impact to our projects we can make those changes a lot faster with significantly less impact to our project all right back to you phil all right awesome stuff from our buddy roy so now you understand the concept of the environmental changes and their impact of scope we've got one more and we're going to be done for the night we're going to be done so here's your last chance type in any questions you have i'm sorry if you are typing in questions and i'm not seeing them um this is a different platform so even though it's live um i am unable to see if you have chatted in anything it's not coming through um you might want to go to linkedin and try because um few moments ago lan was uh chatting in and it did work for her on linkedin so um if you're typing in and it's not working i am sorry all right let's go on to the final one and it's support organizational change and you as a project manager this is your job your job is to support organizational change if the organization is going through change you got to be a champion for it you got to make sense making sessions you got to help the organization right in their sense making sessions you need to spearhead and lead the charge as it says here in what we have in 3.4 it says assess the organizational culture that's number one number two evaluate the impact of the organizational change to your project and finally evaluate the impact of the project to the organization and then you got to determine required actions either way that's the general idea we're going to hear from our buddy roy and then we're going to wrap this up so our buddy roy is going to talk about organizational change from the world of agile let's hear from roy so roy how do we think about supporting organizational change from this perspective yeah this is huge in the agile space and the main reason as it to enable agile to work properly you need to change the organizational culture it has to happen um you know to support things like you know experimentation and the ability to fail and you know removing impediments as quickly as possible all these things may be contrary to way that your organization is set up and contrary to the culture so as product project managers as scrum masters you need to be evangelists and champions of the process and encourage that change by educating your leaders educating your business partners your stakeholders making sure they really understand what this is all about um organizational change let's say this the the biggest barrier to agile adoption is organizational culture so if you're looking for one thing that's going to be your biggest problem it's the it's the organization itself the culture of the organization so you need to pay particular attention to that because you're going to see behaviors that are more traditional in an agile environment um you know the but in an agile environment those traditional behaviors don't work right if you're expecting to see things the same way do things the same way and just do agile you will fail it will not go well for you uh you may get some benefits but eventually you're you're going to start seeing where the organization is going to get in the way and you will start very quickly falling back into traditional approaches because this agile thing doesn't work here right and it's not that agile can't work there it's that your organization is just not changing to allow it to happen all right phil back to you awesome stuff as always from my buddy roy my agile coach thank you roy and with that my friends we are done or are we there's one little piece left that i like to throw in at the end just to help you see how far we have come because when i tell you we've climbed a thousand mountains you better believe it we've climbed so many mountains that you won't even believe when you see the road map of everything we've done tonight you won't believe how much we've done we've done a boatload of stuff we've done so much stuff it's that it could actually be a little bit mind-boggling to you so what i like to do at this point i like to show like a road map of all the intricacies of the pmp exam so let me just go over them one by one first of all we've talked about the world of predictive we've talked about the world of agile we've talked about the people process and business domains we've talked about scrum we've talked about combine we've talked about the agile manifesto talked about the agile agile manifesto values and principles and then i've shown you pmbok 7 i've shown you penbox 6 i've shown you the 12 principles and the eight domains wow my goodness okay let's put it all into perspective i'm going to show you one more image to bring it home this is going to be the kudigra it's going to help you see everything in one place okay but are you ready i hope you are this is going to go pretty deep let's take a look i call this the pmp mind map pmp mind map and this mind map encapsulates the entire journey i think at the end of it you'll probably appreciate all the work you have been doing actually all the work you've been doing to succeed on your pmp you're going to see it come to light here all right here we go pmp mind map you might have seen a video where i talked about this in the past but it's always new because of the enormity of what we have done tonight you ready okay me take myself off the screen so that you can see it all right so we've talked about everything here in the world of agile see that let's zoom in agile talked about the manifesto talked about servant leadership talked about charters and these are some other pages that you need to focus on we talked about predictive five process groups 10 knowledge areas four nine processes talked about the principles and the domains talked about the pmp exam content outline quick note on hybrid if you haven't already read pages 26 to 30 in the agile practice guide you definitely want to and then we talked about scrum we went through the 353 and then coming to a wider view we've talked about integration scope schedule cost quality resources communication risk procurement and stakeholder we've talked about people process and business and then we've talked about some auxiliary things i told you about my experience on the exam you got to manage your time i told you definitely take it at a test center i wouldn't advise taking it at home bad things happen to some people who take it at home some people are are able to escape unscathed but trust me when it happens when the flying monkeys come out it's no fun and i know a lot of people who have encountered the flying monkeys get enough sleep for your exam and definitely do a lot of scenario-based tests if you haven't taken my 200 question test which you can find actually i've got two 200 question tests on youtube um if you haven't taken them i highly advise that you do i'm going to put them in the chat let's do that so well my friends thank you very much for joining me i appreciate it you take care and don't forget check out all the links hpmexam.com tinyurl uh elite pmp and tinyurl.com/ elitecapm all right you take care all the very best