4/29/25, 2:44 PM PMP MINDSET – Atoha
9/ Risk:
10/ Procurement:
11/ Integration:
A significant point in the PMP exam is that you must follow the PMI standards for PM. Now, you have more experience in project management, even many years. But
the PMP exam is challenging and very tricky. It’s all about scenario-based questions. And it would be best to have the PMI mindset to answer these questions. For
example, when you manage a project in real life, you try to provide a solution to resolve it very quickly. But in the PMP exam, if you want to come to a solution, you must
follow a proper process. This means not taking any shortcuts, that’s very important.
I. Project Manager’s Role:
1. PM should always be proactive, a servant leader, and a good steward:
Team has been demotivated ➜ Find out why, then take action based on their personal motivations.
Erring team members ➜ Remind the team about ground rule
2. Puts the team before themselves and demonstrates servant leadership. Servant Leader - don't give solutions; work with the team to help them come up with one.
Shield team from interruptions.
3. The team self-organizes and self-assigns work. PM manages and develops the team according to every stage: Mô hình tuckman
4. Never bypass steps/processes/documentation to speed up delivery or closure.
5. Understand the needs of your team members and find out what may motivate them. Coach the team to handle/deal/resolve issues, and don't leave them alone to
fend for themselves.
6. Provide a safe environment for disagreements. Do not punish anyone for having a difference of opinion.
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4/29/25, 2:44 PM PMP MINDSET – Atoha
7. PM does not hire, replace and/or fire resources. Coach the team members if they have problems.
8. PM manages conflicts. See more.
9. Make the customer’s success the primary goal.
10. Work with the customer to move the project forward and achieve the project objectives.
11. Never ask someone else to do work for you.
12. Never pass the problem to someone else.
13. Direct, in-person interaction is favored over email or other forms of indirect communication:
Face-to-face communication is always the best unless the team is geographically dispersed, so you must settle with virtual meetings..
Prefer co-location (if possible) for the benefits of osmotic communication within the team
14. Always add communication with the PO about the status of the project and customer in Sprint (Sprint is important for communication for both customers and the
team).
15. Information should always be radiated through large charts and graphs. Information radiators include Scrum-board/Kanban Board, Burned-up/Burned-down, etc.
Use inclusive tools like a whiteboard with a marker versus complex software
16. Consistently communicate and re-communicate the project vision to the team.
17. Make sure people understand what failure and success will look like on the project.
18. Be a central figure to the team, not a dictator. Have good ethical values.
19. Try to limit the work in progress through the use of Kanban. See more.
20. Review the methods work completed by doing a retrospective.
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4/29/25, 2:44 PM PMP MINDSET – Atoha
21. Utilize feedback loops. Feedback loops occur when you’ve completed the task and then take what you’ve learned from that and input the lessons learned into your
next task.
II. The mindset for answering the questions:
1. Any information needed to answer the questions will be in the question ➜ never assume otherwise.
2. The prescribed approach is to always think it through BEFORE you act on something (unless it deals with dire consequences like health and safety or mandatory
regulations).
3. Never take action without first creating a plan/reviewing it if it had before.
4. ITTOs - try to remember which process you are in: Initiating, Executing, Monitoring & Controlling, Closing. Keywords to remember:
- Planning - Plan, Estimate, and Define
- Executing - Manage, Conduct, Implement
- Monitoring & Controlling - Monitor, Control, and Validate
If the question concerns initiation or planning, look for those processes. If the question says "in execution", the answer won't be a planning process.
5. The rule of don'ts (not absolute but generally):
- Don't remove a team member or a vendor.
- Don't escalate to the Sponsor, Steering Committee, Stakeholders, PMO, or Product Owner. Except for cases with a huge impact, affecting the project's viability.
- Don't ask for a budget increase.
6. MVP is the way to go when there are just too many wish lists from stakeholders but limited resources. Use a prototype when demonstrating the product's value.
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