Looking Beyond the Knowledge Areas - PMBOK Guide:

The 10 articles on knowledge areas through each chapter of A Guide to the Project Management Body
of Knowledge. The intent was to demystify some of the PMBOK Guide language and compare the
journey of preparation to write the CAPM/PMP exam to becoming physically fit.

Continuing the analogy to fitness activities, one would think that crossing the finish line of a race would
mark an end point. Runners understand, however, that finishing a race doesn’t end the process. There
are endless small things to complete, such as cool-down activities, stretching and fulfilling immediate
nutrition needs.

These seemingly small activities are important to the ongoing success of an athlete (or an aging fitness
buff like myself!). Similarly, after studying Chapter 13 of the PMBOK Guide, there are many small
activities still to be done that can make a significant difference to the results of the CAPM/PMP exam.

PMBOK Guide-based questions can be based from any page. When I deliver PMP boot camps for
one of the world’s largest training companies, I emphasize the importance of extending preparation
beyond the knowledge areas and study material.

Let’s start with the Annex on page 417 (pages may vary slightly depending on print edition). Unlike the
previous chapters, which review each knowledge area while crossing applicable knowledge areas, the
Annex looks at each process, sorted by process group. This is interesting since it matches how the
exam is graded (i.e., level of proficiency in each process group). It explores each of the processes and
shows the inputs and outputs of each.

I find it’s a good review that takes a different approach to reinforce what has already been studied.
Given that adults have different learning styles (auditory, kinesthetic, etc.), presenting information in a
different manner can be very helpful.

Moving to the appendices, Appendix X1 provides significant value in outlining the changes with the
current PMBOK Guide version. This is helpful for those that previously studied from the fourth edition
but found themselves having to write the exam based on the fifth edition. It is safe to say that these
changes would be fair game for the exam since it would ensure exam takers are studying the most
current standard.

Appendix X2 acknowledges the men and women who contributed to all versions of the PMBOK Guide.
The current edition contains almost 30 pages of names!

Appendix X3 is important. Projects succeed based significantly on the project manager’s ability to
achieve through the efforts of a team. PMI outlines 11 key interpersonal skills that are required to drive
project results. Unlike the difficult reading of inputs, tools/techniques and outputs of previous chapters,
the descriptions of these critical skills is very “readable.” The knowledge gained by understanding
appendix X3 can be critical to answering complex situational questions where an exam taker is asked
what the next (or best) thing is the project manager should do.

When is the last time you read a dictionary? The glossary and acronyms starting on page 523 are very
useful. It is important to understand PMI’s acronyms. This can be particularly difficult for individuals
who work in companies that have endless internal acronyms that are defined very differently. Likewise,
the 40-plus pages of definitions should be carefully reviewed. I encourage those that I coach to read
a few pages each day and highlight and revisit any words or phrases that feel uncomfortable.

Prior to writing the article, I went to the gym. I added extra weight and sets to each exercise. By the
time I was done, I just wanted to get something to eat. I didn’t take the time to do the small things like
stretching, and my body is now telling me that was a mistake. Don’t make a similar mistake after all
the hard work you have put into preparing for the exam. The little extra effort of reading beyond the
core 13 chapters can save significant discomfort on exam day.

Later, there are some theories that need to be addressed prior to getting into the heavy knowledge
area chapters. Carefully read the sections called Organizational Process Assets (OPAs) and
Enterprise Environmental Factors (EEFs). There is endless debate in other articles about what they
are. My position is that OPAs are micro-issues and EEFs are macro-issues. By that I mean OPAs tend
to be items that can be used to perform or govern at the project level. Contrast that with EEFs, which
are broader issues not generally under the control of the project team and tend to be broad reaching
and effect all levels of business. You must take the time to read these pages as OPAs and EEFs are
referred to very frequently in the coming chapters.

If you aren’t sweating a bit by now, you will be in a moment! Keep reading so you can understand
PMI’s definition of stakeholders (explored much deeper late in PMBOK Guide) and specific project
team members such as sellers, business partners and functional managers. Again, these definitions
may vary from your line of business.

Governance and project success is defined before exploring the last part of the chapter, which is the
project lifecycle. PMI does not support any particular lifecycle model. Construction, IT and the medical
community have very different lifecycles. Since the PMI methodology is considered generic, it does
not try to associate with any specific line of business. You will read about their standard four-step
approach of starting (selecting) a project, planning it, carrying out the work and closing the project.
The chapter closes with acknowledging that many models exist, including iterative, predictive and
adaptive.

Bring the treadmill down to level and walk at a comfortable pace. You have likely now recognized that
there is some serious work ahead to get in shape for the exam. As we explore each section, we will
mix in some light days (communications) and some intense sessions (cost and procurement). It’s
important to know that this mix is necessary to overall fitness. It doesn’t have to hurt to result in
progress. You do, however, have to stick with it.