PMP EXAM — MASTER QUICK REFERENCE

All Domains | 180 Questions | 230 Minutes | With Examples

Domain % of Exam Approx. Questions Core Focus

Domain 1: People 42% ~75 Leadership, conflict, teams,

stakeholders, communication

Domain 2: Process 50% ~90 Schedule, cost, EVM, risk, quality,

change control, procurement, agile

Domain 3: Business 8% ~15 Strategy, compliance, benefits,

Environment governance, ethics, org change

CORE EVM FORMULAS

Formula Calculation When / Interpretation

Schedule Variance (SV) EV − PV Negative = behind schedule

Cost Variance (CV) EV − AC Negative = over budget

SPI EV ÷ PV < 1 = behind | > 1 = ahead of schedule

CPI EV ÷ AC < 1 = over budget | > 1 = under budget

EAC — efficiency continues BAC ÷ CPI Past cost efficiency will continue through project
end

EAC — past variance won't AC + (BAC − EV) One-time overrun; remaining work at original
recur efficiency

EAC — new estimate AC + ETC Team re-estimates all remaining work from scratch

ETC EAC − AC Additional budget still needed to complete project

VAC BAC − EAC Positive = finish under budget

TCPI (BAC − EV) ÷ (BAC − AC) Cost efficiency needed for remainder to stay within
BAC

EMV Probability × Impact ($) Weighted risk value used in reserve analysis and
decision trees

PERT Estimate (O + 4M + P) ÷ 6 Weighted average with emphasis on most likely

estimate

PERT Std Deviation (P − O) ÷ 6 Spread / uncertainty around the PERT estimate

Communication Channels n(n−1) ÷ 2 Total paths between n people — grows rapidly with
team size

Example: BAC=$750K, EV=$600K, AC=$680K → CPI=0.882 (over budget) → EAC=$850K. TCPI=(750-600)÷(750-680)=2.14

(nearly impossible — recommend revising EAC).
Communication channels: Team grows 6→10. Before: 6×5÷2=15. After: 10×9÷2=45. New channels added = 45−15 = 30 (NOT
45).

CONFLICT RESOLUTION — Priority Order

 Priority Technique Use When Outcome

1st — BEST Collaborating / Problem Always try first — addresses root Win-win; permanent best
Solving cause solution

2nd Compromising / Time pressure; partial resolution Both give up something;

Reconciling acceptable temporary fix

3rd Smoothing / Preserve relationship; low-stakes Short-term calm; root cause

Accommodating issue unresolved

4th Forcing / Directing Emergency; last resort after all PM imposes; risk of lasting
else fails resentment

Last Withdrawing / Avoiding Emotions too high; trivial issue; Must follow up — never
cool-off needed permanent

Example: Collaborating tried twice, deadline in 2 days → switch to Forcing. Emotions boiling in a meeting → Withdraw
temporarily, then Collaborate after cool-down.

RISK RESPONSE STRATEGIES

Strategy Threat (Negative Risk) Opportunity (Positive Risk)

Escalate Exceeds project authority → escalate to Too large for project → escalate to capture it
program

Avoid / Exploit ELIMINATE threat (change plan, scope, GUARANTEE opportunity occurs — assign
approach) resources to ensure it

Transfer / Share Shift financial risk via insurance or contract Share benefits with partner better positioned
clause to capture

Mitigate / Reduce PROBABILITY or IMPACT — does Increase PROBABILITY or IMPACT — does

Enhance not eliminate NOT guarantee (that is Exploit)

Accept (Active) Contingency plan ready; PM draws reserve Take benefit if it happens — no proactive
if risk occurs action taken

EXPLOIT vs ENHANCE: Assigning dedicated resources to GUARANTEE early delivery = EXPLOIT. Optimising workflow to
make it MORE LIKELY = ENHANCE. TRANSFER vs MITIGATE: Insurance policy = Transfer. Backup vendor = Mitigate.

CONTRACT TYPES
Contract Risk: Buyer Risk: Seller Use When

FFP (Firm Fixed Price) Low High — absorbs Scope well-defined and stable
all overruns

FPIF (Fixed Price Low-Medium Medium Well-defined scope; want efficiency

Incentive Fee) incentive; note PTA threshold

CPFF (Cost Plus Fixed High Low — fee is Unclear or evolving scope; R&D work
Fee) fixed

CPIF (Cost Plus Incentive Medium Medium Uncertain scope; incentivise seller to control
Fee) costs

CPPC (Cost Plus % of VERY HIGH Very Low NEVER USE — seller incentivised to
Cost) increase costs
T&M (Time & Materials) High Low Short-term; undefined scope; always add
NTE ceiling

7 BASIC QUALITY TOOLS

Tool Purpose Choose When...

Fishbone / Ishikawa Find root causes of a defect Root cause is unknown; multiple theories about
why defect occurs

Pareto Chart 80/20 rule — prioritise vital few Categorised defect data; need to focus
causes improvement effort

Control Chart Monitor process stability over Ongoing process; rule of 7 — 7+ consecutive
time points same side = out of control

Scatter Diagram Show correlation between two 'Does X relate to Y?' e.g. review hours vs defect
variables rate

Histogram Frequency distribution of one How often does each outcome/defect type
variable occur?

Flowchart Map process steps and Documenting or improving a process flow

decisions

Checksheet / Tally Sheet Real-time frequency counting Counting defect types during production or
inspection

TUCKMAN STAGES + LEADERSHIP STYLE

Stage Team Behaviour PM Style

Forming Polite; uncertain; look to PM for Directive — clear structure, goals, and expectations
direction

Storming Conflict; roles challenged; tension rises Coaching — explain rationale; work through
disagreements

Norming Trust builds; rules form; collaboration Supporting — encourage; participate; facilitate
increases

Performing High output; self-directed; efficient Delegating — step back; remove obstacles; trust the
team

Adjourning Project ends; emotions around closure Recognise and celebrate — acknowledge
achievements

SCRUM CEREMONIES — QUICK REFERENCE

Ceremony Purpose Timebox Key Rule

Sprint Planning Select backlog items; define sprint 8 hrs max (2- Team commits — PO cannot
goal week sprint) force more work in

Daily Standup Done? Plan? Blockers? — surface 15 min STRICT Resolve blockers AFTER the
impediments only standup, not during it

Sprint Review Demo DONE stories; get 4 hrs max Only stories meeting Definition
 stakeholder feedback of Done are shown

Retrospective What worked? Improve? Team 3 hrs max Team owns and updates their
action items own Definition of Done

Backlog Refinement Estimate and clarify upcoming Ongoing, ~10% Refine stories BEFORE sprint
stories sprint planning begins

STAKEHOLDER ENGAGEMENT LEVELS

Level Description PM Action

Unaware Does not know about the project Inform and educate — always the first step

Resistant Knows about project; actively Address concerns; involve in key decisions; convert to
opposes it supporter

Neutral Aware but neither for nor against Engage meaningfully; move toward Supportive

Supportive Aware and in favour Maintain support; keep well-informed; don't neglect

Leading Actively champions the project Leverage their influence to bring along others

PMI CODE OF ETHICS — 4 VALUES

Value Core Obligation Exam Application

Responsibility Own your decisions; report problems Falsified safety results → report through proper
honestly; keep commitments channels immediately

Respect Treat all with dignity; manage conflict Stakeholder harsh criticism → listen,
professionally acknowledge, redirect professionally

Fairness Impartial decisions; disclose conflicts of Relative bidding on contract → disclose and
interest immediately recuse yourself

Honesty Truthful reporting always; never deceive; Sponsor asks for inflated forecast → refuse;
accurate forecasts escalate if sponsor insists

ORGANISATIONAL STRUCTURES
Structure PM Authority Resources Controlled By

Functional Very Low / None Functional manager — PM must negotiate and request

Weak Matrix Low Functional manager — PM has coordination authority only

Balanced Matrix Medium (shared) Negotiated between PM and functional manager

Strong Matrix High PM controls most resources directly

Projectized Highest / Total PM owns 100% dedicated team for project duration

PMO Type Role Authority

Supportive Templates, tools, training — advisory only Low — PMs choose

whether to use
Controlling Standards compliance; audits; mandatory reporting Medium — must
comply with standards

Directive Manages projects directly; assigns and owns PMs High — PMO runs the
projects

KEY EXAM MINDSET PRINCIPLES

Principle Always Choose... Never Choose...

Safety & Ethics first Report violations immediately; refuse Cover it up; delay reporting; comply 'just
unethical requests this once'

Proactive over reactive Address issues early; communicate bad Wait and see; hope the problem
news promptly with a plan resolves itself

Formal process always Submit change request; go through ICC; Verbal approval; informal agreement;
get written approval bypass process for 'small' changes

Servant leadership Remove obstacles; support team; ask Micromanage; force solutions; ignore
'what do you need?' team wellbeing

Collaborate before Bring parties together to find root cause Force a decision first (only as absolute
forcing and best solution last resort)

Inform the decision, Present options and impact analysis; let Decide major trade-offs yourself; hide
don't make it sponsor/CCB decide on trade-offs problems to avoid conversation

PMP Exam Preparation | Master Quick Reference | All Domains | With Examples