Critics of Change sometimes add value

July 24, 2012

We all know managing change is challenging, and that one of the major issues to deal with are those who resist change.  Sometimes that resistance is simply out of fear, sometimes due to misunderstanding the change, sometimes because folks view the change as negative for them.  However, sometimes those critics have valid concerns that when addressed add value to the process.  Don’t Dismiss Critics of Change- Not everyone will be excited about change. People who resist are often perceived as inflexible obstacles to overcome. But don’t think of them simply as barriers to success. While some people do undermine change efforts, it is shortsighted to think everyone will, or even want to. Try to understand why people are resistant. Ask what they are concerned about and listen to their criticism. Doing so may uncover valid concerns that need to be addressed. Put everyone’s perspectives to use and make resisters a part of the solution.

Adapted from the Harvard ManageMentor Online Module: Change Management.

5th Edition PMBOK Guide Exposure Draft

The 5^th Edition PMBOK Guide Exposure Draft is out; see the link for Andy Crowe's analysis.  If history is a guide, we might expect to see it formally published the beginning of 2013, and something like a 6 mo. period after that to be able to take the PMP exam based on the now existing 4th ed.  If your thinking of taking the PMP exam and have already studied the existing edition, your probably better off completing your PMP under the 4th ed.

http://www.velociteach.com/2012/02/thoughts-on-the-5th-edition-pmbok-guide-exposure-draft/

Below is a summary of how PMI grades the PMP:

Passing Score for PMP Exam Changed

 By Brian Summerfield, Web Editor —

The Project Management Institute (PMI) has lowered the minimum score required to pass its well-known Project Management Professional exam. The revised PMP test, which went live on Sept. 30, had an overall percentage passing point set at 141 correctly answered questions, but lowered that to 106 questions after PMP officials determined the difficulty of the exam exceeded the level of skill it was intended to verify.  Denny Smith, PMI's manager of certification, emphasized that the adjustment of the passing score is a regular and often necessary process for examinations that have undergone a significant revision. �While we have adjusted the passing score to reflect the increased difficulty of the examination, the pass rate adjustment will not impact the level of preparedness of the professional; rather, it will ensure that they are adequately credentialed to receive the PMP credential,� he said. The PMP exam was revised to increase the number of situational questions against knowledge-recall items, Smith said. Other non-test related changes involved the application process: That now requires candidates provide documentation on their experience with leading and directing project tasks as well as supervisor information, and also entails a more thorough application review on the part of PMI. �The difficulty factor is evidence of the rigor in the new exam and the lower percentage of people passing the new exam�low 70 percent range as compared to 80 percent with the previous exam,� he explained.
With regards the exam itself, PMI initially launched a test with a passing score developed by a volunteer group of global PMPs trained in the Modified Angoff Technique, a customary method for setting performance level cut points for large-scale assessments, and one known for its flexibility and adaptability to specific program requirements, Smith said. He added that the organization used established exam development methods in the follow-up changes that pertained solely to the passing score, not any of the questions themselves.
�In the long run, the PMP credential will continue to be strengthened by the caliber of candidates who pass the new examination,� he said. �In sum, the exam is not changing, nor are the questions. The pass score is the component that is being modified and, in the long term, the PMP exam will be stronger as a result, and so will the credentialed professional project mangers in response to the expressed needs of the marketplace. It�s important to note that the change in the exam is reflective of the maturation of the profession. While we remain extremely sensitive to candidates� concerns about any change in the passing score, these considerations must be weighed in the context of PMI�s goal to provide a consistent global standard that ensures the PMP certification is awarded to appropriately credentialed individuals.�
 http://www.certmag.com/read.php?in=1574
For more information, see http://www.pmi.org.

How Often Do Projects Fail & Success Factors

How Often Do Projects Fail and How Can This be Measured?

In a 2003 article Julia King(10) reports, "At companies that aren't among the top 25% of technology users, three out of 10 IT projects fail on average.

• Translation: for these companies an amazing 30% of IT projects fail.
  
• Now if you are an extremely optimistic person you might conclude the good news is that 70% of these projects succeed. But note that King does not tell us how many of the 70% of the "successful" projects were over budget, over time, or defective in function upon completion.

According to the 1994 Standish CHAOS Report, there are.

The top 5 factors found in successful projects are:

1. User Involvement

2. Executive Management Support

3. Clear Statement of Requirements

4. Proper Planning

5. Realistic Expectations

These are the top 5 of 10 listed in the report. The report concludes that these were the elements that were most often pointed to as major contributors to project success. Will these elements alone guarantee success? Never. But if these are done well, a project, according to the
Standish Group, will have a much higher probability of success.

The next category of differentiators from the Standish report deals with projects that proved to be "Challenged;" that is they were completed buy were over budget, over time, or did not contain all functions and features originally required.

The top 5 indicators found in "Challenged" projects are:

1. Lack of User Input

2. Incomplete Requirements & Specifications

3. Changing Requirements & Specifications

4. Lack of Executive Support

5. Technical Incompetence

And finally a list of all the top factors found in "Failed" projects

1. Incomplete Requirements

2. Lack of user involvement

3. Lack of Resources

4. Unrealistic Expectations

5. Lace of Executive Support

6. Changing Requirements & Specifications

7. Lack of Planning

8. Didn't Need it Any Longer

9. Lack of IT management

10. Technical Illiteracy

Notice in the above three project outcomes, user involvement is listed as the first or second item in each.

Above excerpts from:
Robert Frese
Dr. Vicki Sauter
UM-St. Louis, December 16, 2003

Congrats to Ed Machado - passed the PMP exam 1/20/2012

Another former student success story- Congrats Ed!
-
Lessons Learned:
What I did to prepare for the exam: I took two courses (Quality, Managing Mult. Projects) at UCI extended education to get my required educational hours. I purchased "The PMP Exam: How To Pass On Your First Try," 4th ed., by Crowe. I read it cover to cover during the three weeks prior to the exam. I took each practice exam at the end of the chapter and PMP practice exam at the end of the book. I also took an online practice exam at www.veociteach.com (free with the purchase of the book). I was averaging about 85% on the practice test questions. I spent about 2 hours a night during the work week and about 8 hours on the weekend. Most of the questions that I encountered on the exam were similar to what I saw in my studies. My feeling is that I probably dropped about 10%, to 75%, in terms of percent correct due to exam stress. It took me the full 4 hours to complete. I did not have much time to review/check my answers (maybe about 5 minutes). If you have previous work experience (I have about 15 years) in using PM methodologies, you're good at self-study, and you're short on time (aren't we all!), I would recommend this method.

Ed Machado, PMP
Supply Management Process Improvement Manager
Southern California Edison

Earned Schedule

What if we wanted to know not just how much schedule variance we might have in dollars or work units, but how much calendar or time variance our project has? Well, there is a way to use Earned Value methodology to arrive at what is called "Earned Schedule."

Earned Value provides Schedule Variance in units (typically money). "You're $12,500 behind schedule," is useful once we understand the meaning, but also sounds funny, and tells us nothing about what that means in units of time. Does a dollar = a minute, an hour, a day, a week, a month. To find out we need to know the labor rate for the work effort being performed. For a collection of Work Packages with various rates it could be difficult to make the calculation (not to mention the material/ODC aspects). Furthermore, when we are reported to folks who are not familiar with EVM (like some senior management types), it is hard to communicate the meaning of SV.

Enter Earned Schedule. Using Earned Value and Planned Value, the schedule variance in the traditional Earned Value view looks like the following:

EV

SV = Schedule Variance = EV - PV. Both these metrics and the resulting variance have units of money.

For Earned Schedule, the visualization of Schedule Variance answers the question, "on what day should we be earning the planned value for the work being performed?"

ES

If you "take" Earned Value "today," that is calculate EV using Physical Percent Complete or some other credible assessment of progress and determine the day that value was planned to be achieved, then you can tell if you are ahead or behind schedule. If the currently measured EV is achieved on the same day your had planned to achieve that value - the PV for today, then you're on schedule.

If EV≠PV now (the measurement day), then you're off.

Looking backward (or foreword) for the day EV = PV for today, tells you the day you should have achieved the planned EV. This backward duration is how late you are in DAYS, not "money."

This process reveals the essence of Earned Schedule.

Draft US GAO Schedule Assessment Guide (SAG)

	US GAO Sets Sights on Scheduling
The U.S. GAO has now drafted a Schedule Assessment Guide (SAG); in 2009 they put out a GAO Cost Estimating and Assessment Guide depicting their version of Best Practices for Developing and Managing Capital Program Costs (www.gao.gov/new.items/d093sp.pdf). There are big schedules and small schedules and long schedules and short schedules. GAO will use the SAG as they perform their job in reviewing programs undertaken by US departments and agencies. They have listed ten best practices found in good schedules and will be expanding on each in the SAG with checklists. Here are the ten:  capturing all activities  sequencing all activities  assigning resources to all activities  establishing durations for all activities  schedule is traceable horizontally and vertically  ensuring a valid critical path  ensuring reasonable total float  schedule risk analysis  updating the schedule using logic and progress  maintaining a baseline schedule Want to review and comment on the exposure draft? Contact Karen Richey, director of the SAG project. You are sure to be aware of its availability when it's released -Partial content from: Ray Stratton, PMP, EVP EVM Newsletter #28

Reference Texts for preparing to take PMP exam

There are obviously numerous books one can use to prepare for taking the PMP exam. The two I have used the last several years for the classes I personally teach are:

Achieve PMP Exam Success, 4th Edition: A Concise Study Guide for the Busy Project Manager

by Margaret Chu, Diane Altwies and Janice Preston. Mostly good, a few mistakes (check for the errata), some questions a bit too simple. No new edition reflecting the latest "Scenario based" PMP exam.

PMP Exam Prep, Seventh Edition: Rita's Course in a Book for Passing the PMP Exam
by Rita Mulcahy (Author). This text version is the only one I have heard about that seems to reflect the latest "Scenario based" PMP exam (although I have not reviewed the 7th ed.). One might keep in mind that Rita passed away prior to this edition being released, so the value of the 7th ed. over the 6th may be questionable.

Some folks like to use more than one text, but IMHO if you have taken a Certificate PM program one text plus the PMBOK is sufficient. I would give Rita's 7th ed. a bit of an edge considering the new PMP exam version.

The Top Eight Rules of Networking

Good, concise summary article about networking for Professionals

From PMHub.net - First PMP Exam LL – new exam October 2011

Use the above link to read the first lesson learned for the new exam format I've seen from PMhub.net (good site to bookmark). Here is a partial excerpt below:

"PMP® Exam:

• As we are all made well aware, the Professional Responsibility domain has now been incorporated into the Process Areas, which eliminates the nice, obvious “do-the-right-thing” type of question. Means that now we need to think about the hard facts, as well as the soft logic that needs to be applied to the situation.
• My questions were very wordy and it took me the whole 4 hours to write the exam. I usually finish these types of tests in half the allocated time, but at the 2 hour mark, I was exactly at Question 100.
• Know your Input, T&T and Outputs! Not an option to think that logic will dictate if you have the processes memorised, which I first thought would be my approach – thank goodness I was advised otherwise.
• PTA did show up on my exam
• The majority of questions were not formula-type, which would have been nice, as I memorised all the formulas.
• All in all, it was a fair exam, in terms of content, but it was quite difficult, and I would recommend at least 2 months of study.

Catherine D’Amico-Maharaj, PMP®"

Congrats to Maddy Kerrigan - passed PMP

Hi Stu!!
Many thanks, yes I passed it and I must say it was all because of your great teaching style!!
Cheers,
Maddy

Congrats to Kim on passing the PMP

Stu,

Here is a summary of my approach to the test. I included some lessons learned in italics:

1. Assess your study need prior to signing up: I started studying BEFORE signing up for the test. This may not work to motivate everybody, but I had an external deadline to take the test by August 31. I did this to determine if I’d be ready.

For those who are in the current class and plan on taking the exam, take the exam soon after finishing the class. That was my intention and I just now took it. Everybody is busy, but the longer you wait, the longer you will have to study. Start studying during the review class and be ready to take the test within a few weeks of finishing the class.

2. Start Slow: It was hard for me to get into studying again. Knowing this, I started small and set small goals such as spending the first week developing a study plan and gathering study materials. Every week I would increase my study sessions.

3. Make your schedule fit your studying: Know that you will only be studying temporarily. You'll be more consistent with your studying if you make your schedule fit around your studying.

4. Buy A Study Guide: Do a search for a PMP study guide and pick one that suites you. Mine had an online companion that was easier to learn from than the book because it was narrated and visual.

In retrospect, having a study guide while in the class and "studying" it while going through the class would have helped me understand the concepts earlier. I personally didn't touch the PMBOK during my studies (Mainly because I cannot find it) and it is much harder to read than a well written study guide. However, for those that struggle with the concepts, the PMBOK should be read to get a good foundation.

5. Quiz your reviews: My review was organized by Knowledge Areas. Each time I finished my review of a knowledge area, I would take quizzes on that area and made sure I understood anything I got wrong. To further challenge myself, I would quiz myself by process group or particular processes as well. Be aware that taking quizzes on a particular knowledge area, process, or process group is much easier than an all encompassing quiz or exam because you are aware of where you are in the material. During the real exam, you will have to sometimes figure out what knowledge area or process group you are being questioned on.

6. Do Assessment and Practice Exams: Once my review was over, I spent a few weeks focusing on doing exams only, both short ones and full ones. Make sure to schedule a few full length exams. It's extremely tough to take a 4 hour long test. Make sure to practice reviewing your problems when you are done with the test. This is important because a good review can raise your score because you will be much calmer knowing you at least answered all of the questions.

I should have gotten exams from more than 1 source. The main reason being is that small differences in grammar or use of terms can throw you off during the test. Knowing that the actual exam questions may look different allows you to focus on what is being asked.

7. Know and Memorize any Calculation Stu presented: Earned Value is a must, but know how to do a decision tree analysis, calculate pay back period based on IRR, etc.

I only studied Earned Value equations, however, Stu's class really focused on getting to the root of all of the formulas and calculations involved in the PMI processes. This helped me with those problems even though I had not studied them.

8. Know and Memorize the Processes: Learn the 42 processes and know what process group and knowledge area they belong in. The chart in PMBOK should be memorized and the EXACT wording should be learned. There are 517 inputs, tools & techniques, and outputs. I did not memorize these, but I wrote them down as I studied. This allowed me to at least see them and know that they existed. This is important because the PMP exam will throw PMI sounding terms at you that will seem like the right answer. You should at least know the major output of each process and get familiar with the inputs.

9. Know the structure of the test: Obviously, every question answered correctly will help your score, but keep in mind that all questions (except for the 25 experimental ones) are worth the same amount regardless of difficulty. With that said, know which process groups are emphasized on the test and make sure you are proficient in those areas. For example, most questions come from the executing and the planning process groups.

10. Study the PMI Code of Ethics: Study the code and make sure you do practice questions that focus on this area. These are not always common sense. Understanding this code will also help in understanding how to answer scenario based questions because it will help you think like PMI does.

11. Review the Reference Books Stu Provided: The PMP exam is much broader than the material covered in the PMBOK. Review at least the portions of the books that Stu assigned.

12. Take the Test When Ready: Knowing that I spent almost 500 dollars on the test was motivation enough to make sure I was ready. Take the test when you are ready by making sure you are doing well on your full length practice exams. Keep in mind that 61% is all that is needed to pass. I didn't feel comfortable until I consistently scored in the 90's on my practice exams for a number of reasons. The first being that you will be more calm and relaxed prior to taking the test and it shows that you understand the material. The second being that, depending on how many sources you get the practice tests from and who put them together, you may end up seeing some of the same questions over and over. Keep in mind that you may not do as well on the real exam as you do in your practice exams because of this.



Kim Mizuno, Jr. PMP

PMP Success!

CONGRATULATIONS to Murali, and many thanks for your kind note:

Professor Stu,

I passed the PMI PMP certification exam today - May 4 2011. I really want to express my gratitude to you in achieving the same.

I had the opportunity to attend 2 core courses that were taught by you at Southern California Edison – Rosemead - as part of UC Irvine Extension - Project Management Certificate Program -2009 - 2010

1. Procurement Management: Contracting, Subcontracting, Teaming
2. Project Risk Management

These are some of my experiences:

1. Since I had the PM Certification from UCI extn, I started preparing "sincerely" about 2 weeks prior to the exam spending on an average about 2 hours per day.
2. Read PMBOK 4th. edition twice
3. Read and re-read the UCI Extn course work
4. Understood the ITTO's without memorizing them.

My many thanks to the LL from the prior test takers at your blog http://newmanagestrat.blogspot.com/ and all the Project Managers

Thank you,

Best Regards,

Murali

Revised PMI PDU Reporting Structure for PMPs

The Project Management Institute (PMI) revised their Professional Development Unit (PDU) categories to its members that came into effect on March 1, 2011.
As of March 1, PMP's claiming PDUs need to claim the PDUs they earn according to this new structure. Some highlights of the new system are listed from the excellent pmhub.net summary (see link above)

The new category structure has been simplified; the number of categories has been reduced from 18 to 6. Categories are now indicated by letters rather than numbers; for example, the category for Enhancing the Project Management Profession is now Category E instead of Category 5.

The basic rule that one hour of activity is now worth one PDU (in-class sessions, volunteering, or attending PMI meetings, for example).

Categories include learning opportunities ( information sharing and collaboration over the Internet).

Certain categories have limits that require all credential holders to pursue some project management continuing education as part of their credential maintenance (You can't earn all of your PDUs by volunteering - you will need to earn at least some with continuing education.

The 3 year renewal cycle and number of PDUs required to maintain the credential remains at 60 PDUs for PMP certification holders.

The new structure has the following six categories:

For the following categories project managers can earn one PDU per one hour of class or study.

Category A: Courses offered by PMI's R.E.P.s or Chapters and Communities Category B: Continuing education Category C: Self-directed learning

Certification holders can earn a total of 45 PDUs in the combined Giving Back to the Profession categories.

Category D: Creating new project management knowledge (one PDU per one hour spent creating or delivering project management knowledge)

Category E: Volunteer service (one PDU per one hour of service)

Category F: Working as a professional in project management (PMPs can earn five PDUs for working six out of twelve months as a project manager).

The amount of PDUs you can earn for volunteering (at your local PMI chapter or at your favorite nonprofit or charity organization, has been increased from 20 to 45 total PDUs.

PMI's PDU table:
http://www.pmi.org/GLOBALS/~/media/Files/PDF/Certification/PDU%20CategStruct
ure_Final.ashx

Successfully passed the PMP certification exam

Joel Sanchez at Parker Aerospace recently passed the PMP exam; he attended one of our 2010 PMP prep classes.
- Congrats Joel! Any Lessons Learned to pass on?

Successfully passed the PMP certification exam - LL

Stu,

Just to let you know that I have successfully passed the PMP certification exam. Thank you for your help in the matter.

I can share the following LL which are pretty basic and have probably been mentioned before. I did not have any surprise in the test.

1- There is plenty of time to finish the exam and review it

2- Pay attention to the wording: if the question asks for "which process" look for a process in the list of answers, same for input, output, etc. (most of the times, there is only one item that meets the requirement)

3- I personally believe you don't need to memorize all the ITTOs. You just need to be able to recognize them and point on which process they belong

4- You have to know your acronyms (CPFF, NPV, etc.)

5- You might have to do some algebra with the EV formula (it's quite basic)

6- You should have an idea on the sequence for the different processes (for example, that you should define the activities prior to creating the schedule)

7- You should know what the different QA/QC tools are and what they are used for as well as the difference betwen QA and QC

8- Don't neglect the Profesional responsibility section

9- Learn the correct terminology

10- Finally, I did not spend hundreds of hours studying. I don't think that I have an particularly superhuman memory. I think that you just need to be disciplined and plan your study time so that the data stay fresh in your memory. A little bit everyday with more intensive sessions every few days probably work best in my humble opinion.

Best Regards,

Michel Loignon

Free PMP Practice Exams

There are a number of free PMP practice exams which can be an excellent supplement to taking a PMP prep course and/or studying a PMP prep book. IMHO, for those of you who are very disciplined, just using the numerous free resources available on the internet (pmhub.net is one of my favorites) and diligent, robust studying will enable one to pass the PMP exam. For others (I count myself among them) taking a prep course/Certificate program and lots of practice tests is better, or best - all of the above.

Free PMP Exam Questions (PMBOK 4th edition):
Oliver Lehmann 75 questions
http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm

Oliver Lehmann 175 questions
http://www.oliverlehmann.com/contents/free-downloads/175_PMP_Sample_Question
s.pdf

PM ABC 100 PMP Exam Questions
http://www.pm-abc.com/Free_Simulated_Test.asp (bottom of page)

HeadFirst Free 200 PMP Exam
http://www.headfirstlabs.com/PMP/pmp_exam/v2/quiz.html

PM Study FREE 200 QUESTION SIMULATED PMP/CAPM TEST
http://www.pmstudy.com/freeresources/freeSimulatedTest.asp

The Most Common Earned Value Mistakes

The THREE Most Common Earned Value Mistakes

#1 -Setting up your project with “level of effort” planning. Rather than having discrete tasks, you just create categories, like “design” or “engineering” and allocate a certain number of people to it over a fixed period of time. The right way to structure the WBS - make each task finite with a specific, measurable outcome.

#2 - Lack of Fidelity or Resolution; having tasks on the WBS so large in scope that we can only guess partial completion from week to week. Typically happens on larger projects where tasks aren’t broken down far enough.

#3 -We don’t have enough frequency of reporting information to be effective. An example is having a six month project with monthly reporting; by the 2nd update we are already 33% through the schedule and have insufficient time for corrective action vs. crises action.

Corollary to #3:
-We get information often enough, but it is based on time-late data. Example is having major cost categories (labor, material or ODC) in a project but each report update contains information aged many weeks prior and not current.

PMP Exam Lessons Learned from Scott

PMP Exam Lessons Learned from Scott

I recently passed the PMP exam. I completed the PMP certification course and PMP Exam Prep course from NMA and took the exam within 4 weeks. The course material provided an excellent foundation of the knowledge areas and the PMP Exam Preparation course provided the appropriate tips and example test questions to feel confident going into the exam. In addition to the course work, I read the PMBOK a second time the week before the exam. I studied the terms in the glossary and made flash cards for the terms that I felt that I did not know or that had a different meaning than the conventional meaning (not PMBOK specific terms). I spent a significant amount of my study time learning the process groups and the processes for each knowledge area. I was able to recreate Table 3.1, Project Management Process Groups and Knowledge Areas Mapping, from memory. I also made sure that I could write the basic EV formulas from memory (SV, CV, SPI, CPI, TCPI, EAC etc). During the PMP Exam Prep course, Stu had made many suggestions about how best to prepare for the exam. In hind sight each of the suggestions proved to be very valuable. I also followed the lessons learned from several of the blog postings on the NMA web sight.

On the exam day, I arrived a few minutes early so that I would not be anxious prior to the test. At the site where I took the exam, they had lockers for all of your personal items, jacket, pencils, watch, cell phone, paper etc.) The testing site provided all of the necessary items to take the exam, I asked for a separate calculator. I even had to roll up my sleeves to show that I had no marking on my arms! Once a test console was available I was able to sit down and start the exam, so even if you arrive early you do not have to wait very long to start the exam. The first 15 minutes is used to provide a tutorial on how to use the computer equipment. I was able to move through the information quickly and use the remaining time to write down my formulas and recreate Table 3.1, a quick knowledge dump. I was able to refer to the information during the test and I this gave me more confidence answering the questions. I finished the exam in 3 hours, so there is plenty of time to take the test. I tried to minimize the number of questions that I had to go back and review so I did not feel rushed at the end. I had taken several on line tests (200 question exams) from different sources prior to the actual exam, so I was comfortable with the timing and the difficulty of the questions.

In summary, heed the advice from Stu and the input from others that have taken the exam and you will be well prepared and feel confident during the exam. Stu had suggested that we treat the exam preparation as a project and make a plan. I followed my plan and was able to achieve a positive result. Good luck to future candidates!

Best regards,

Scott
Business Team Leader
Parker Hannifin Corporation

PMP exam Lesson Learned (from Val, 1/4/2010)

Another former student passed the PMP exam and provided her LL:

{You're welcome to post, paraphrase, and otherwise use whatever you'd like if it will help.
Your teachings stuck with me.
Thanks for all your help in this process.
Wishing you the best,
Val}
--
Lessons Learned

I took an additional prep class on the fourth edition then took the exam quickly afterward. I knew that I needed more memorization before I went into the test but didn't want to delay any longer. I concentrated my memorization efforts on the tools and processes of each knowledge area. I felt by understanding the tools used in the knowledge area, I would better remember the inputs and outputs.
I also took practice exams as often as possible.
It was still easy to be frustrated by the questions on the real exam and feel that there were more than one correct answer to each. Keep taking the practice exams. Get ahold of as many as possible and get used to picking the best answer. In answering the questions, I thought it was crucial to read the question carefully and look for clues such as is the question looking for a tool, process, knowledge area, or definition and be sure to find the answer that match accordingly.
The exam doesn't let you know which process group or knowledge area its testing and its not in order. There were a few times, I just couldn't understand the vocabulary. It might be good to brush up on your word of the day calendar. There was at least one each critical path, earned value, and channels of communication exercise. They were fairly easy and could be done with the calculator and scratch paper provided.
It was recommended to me to do a memory dump when you first arrive at the test scene. Get out the scratch paper and write down your formulas, the process groups, the knowledge areas, and your trouble spots. I personally kept having trouble remembering the Project Initiation inputs and outputs
There's no better resource than the PMBOK book but don't forget the ethics portion. The ethics were heavily tested.
Anyway.. I am moderately proficient in all areas .. which sounded so commonly adequate it was hard to celebrate but heck I passed right!

Valori
IT Business Analyst
Enterprise Engineering IT Services