PMI-isms
PMI-isms for the PMP and CAPM Exams
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- Value is the ultimate indicator of project success. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 34)
- A project may be terminated if the project or its stakeholders are no longer aligned with the business need or the project seems unlikely to provide the intended value. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 35)
- A project rarely performs exactly as initially planned. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 56)
- Focus on outcomes rather than deliverables. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 57)
- Stakeholder engagement activities start before or when the project starts and continue throughout the project. (PMBOK® Guide, 7th Ed, Ch 2, Pg 10)
- Recognizing demonstrations of innovation, adaptation, service to others, and learning in real time can keep the project team and individuals motivated. (PMBOK® Guide, 7th Ed, Ch 2, Pg 21)
- Project team members who feel empowered to make decisions about the way they work perform better than those who are micromanaged. (PMBOK® Guide, 7th Ed, Ch 2, Pg 22)
- Leadership skills are useful for all project team members. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
- Project vision is a powerful motivational tool. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
- Much of the work done on projects is aligned with intrinsic motivation. (PMBOK® Guide, 7th Ed, Ch 2, Pg 24)
- Tailoring motivation methods based on individual preferences helps to elicit the best individual and project team performance. (PMBOK® Guide, 7th Ed, Ch 2, Pg 25)
- Not all conflict is negative. (PMBOK® Guide, 7th Ed, Ch 2, Pg 29)
- Communication is the most important factor in engaging with stakeholders effectively. (PMBOK® Guide, 7th Ed, Ch 2, Pg 64)
- Only measure what matters. (PMBOK® Guide, 7th Ed, Ch 2, Pg 66)
- For smaller projects, a detailed project management plan will be inefficient. (PMBOK® Guide, 7th Ed, Ch 2, Pg 67)
- Frequent demonstrations of increments of the product or service, interim designs, or proof of concepts can surface threats and opportunities. (PMBOK® Guide, 7th Ed, Ch 2, Pg 127)
- Addressing risk at weekly status meetings ensures that risk management remains relevant. These meetings can be used to identify new risks as well as identify changes to existing risks. (PMBOK® Guide, 7th Ed, Ch 2, Pg 127)
- Project success is dependent on effective communication. (PMBOK® Guide, 7th Ed, Ch 4, Pg 157)
- RACI can be used as a communication tool. (Business Analysis for Practitioners: A Practice Guide (PMI), Ch 3, Pg 64)
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