Consolidated Notes from PMP Class

1. PMP Study Notes
Project – temporary work endeavor to produce a unique product, service, or result; it
consumes resources; has a beginning & end; and is a one-time event
Program – a group of related projects managed together
Operation – ongoing and repetitive tasks that produce the same result every time
Portfolio – a collection of projects, programs and/or operations managed together for a
business reason
PMO – centralized, permanent, administrative unit that supports project managers, and
hold Organizational Process Assets
Enterprise Environmental Factors (EEF) – culture, internal politics, reporting structure,
business climate
Organizational Process Assets (OPA) –policies, procedures, templates, methodologies,
lessons learned
Stakeholders – people that have influence over or are influenced by a project
Phase-to-Phase Relationships – Sequential, Overlapping & Iterative
Phase – has all five process groups in it
Progressive Elaboration – successive layers of detail added, rolling wave planning is a
type of progressive elaboration
Decomposition – breaking down into smaller pieces
Triple Constraint – Scope (requirements, goals & objectives), Time (schedule),
Resources (money, budget, cost, personnel, materials, facilities, equipment)
Process Groups – Initiating, Planning, Executing, Monitoring & Controlling, Closing
Knowledge Areas – Integration, Scope, Time, Cost, Quality, Human Resources,
Communications, Risk & Procurement
Stakeholder Analysis – identify potential stakeholders, classify as positive or negative,
plan for their reaction or response, team members involved with projects, project sponsor,
and can be negative or positive stakeholder

2. Organizational Structure – dictates how various groups within an organization interrelate
Functional
Matrix - Weak Matrix, Balanced Matrix, Strong Matrix; in a weak matrix org a
project manager is more of an expeditor or coordinator; strong matrix is best for
project manager
Projectized - no functional depts., all work is project based
Code of Ethics – Responsibility, Respect, Fairness & Honesty
Milestone – is a point in time, not a duration
Project Selection – based on a business case, tied to one or more strategic goals, select the
project with the highest possible profit that meets the acceptable timeframe
Statement of Work (SOW) – list everything that must be done
Project Charter – clear, concise description of business case / need to address; formally
launches & authorizes project; names Project Manager & authorizes resources
Stakeholder Register – output of Identify Stakeholders process; identifies stakeholders of
project; list includes name, position, location, role, contact info
Stakeholder Management Strategy - output of Identify Stakeholders process; strategy
created to ensure maximum support of stakeholders and to maximize support & minimize
negative impacts throughout project life cycle
Project Management Plan – details how a project will be executed to achieve its
objectives; includes outputs from all planning processes
Decision Tree – selection criteria arranged as branches, go down each branch until one
fails, once fail = stop, not selected
Criteria Profiling – similar to Decision Tree, but not eliminated even if one criterion fails
Weighted Factor – selection criteria is weighted different and factored into the score
Q-Sorting – group of people rate rank from highest to lowest, results are compared, and
lowest is thrown out, and performed again until you get to selected group
Delphi Technique – Anonymous experts rank and provide feedback on their ranking,
results are collated and send back to group of experts until a censuses is reached

3. Feasibility Analysis – can company do this; do they have capability to do it
Cost Benefit Analysis – providing forecasted cost alone with projected benefits in order
to assist in decision making
Focus Groups – run by a trained moderator, provide open ended questions
Questionnaires & Surveys – based on output from focus group
Interviews
Facilitated Workshops – a mixture of in house cross functional stakeholders
Group Creativity Techniques – Brainstorming, Nominal Group technique (voting
process), Delphi technique, Mind Mapping & Affinity Diagram (categorizing ideas)
Observations – Job Shadowing
Prototypes – working model designed to get feedback to provide detailed requirements
Requirements Traceability Matrix – output from the Collect Requirements process; a list
or table that links requirements to their origin & tracks them throughout the project life
cycle
Requirements Document – includes Assumptions, Constraints & Dependencies
Scope Statement – includes Project Description, Acceptance Criteria, Deliverables,
Constraints (includes Primary Constraint: Scope, Time or Resources), Assumptions &
Milestones
Product Analysis Techniques – Functional Analysis (analyze entire product, identify
unnecessary functions), Value Analysis (cost verses benefit ratio), Quality Function
Deployment (customer needs, translate those needs into technical requirements), Systems
Engineering (analyzing technical pieces – integration factors, usage, related hardware /
software)
Alternatives Identification – Lateral Thinking, Brainstorming, Delphi Techniques
Decomposition – breaking down into manageable pieces
Work Breakdown Structure (WBS) – logical grouping of deliverables arranged in a
hierarchical structure; defines the total scope of work required; graphical presentation

4. Work Package – smallest most granular deliverable that cannot be further subdivided
WBS Purpose – serves the Project Team
8/80 Rule – guidelines regarding work packages; should be more than 8 hours and less
than 80 hours of work
Scope Baseline – Project Scope Statement, WBS & WBS Dictionary; get approval & sign
off from Sponsor before moving forward
Activity – an element of project work that requires action to produce a deliverable
Project Schedule Network Diagram – an output of Sequence Activities; graphical
representation of the sequence of activities & the dependencies among them
Types of Activity Dependencies – Mandatory, Discretionary & External
Precedence Relationship – logical relationship between two activities that describes the
sequence in which activities should be done
Predecessor Activity – activity that comes first
Successor Activity – activity that comes next
Precedence Relationship Types: in order from normal to rare
Finish to Start (FS) – predecessor activity must finish before successor activity
begins
Finish to Finish (FF) - predecessor activity must finish before successor activity
finishes
Start to Start (SS) - predecessor activity must start before successor activity can
start
Start to Finish (SF) - predecessor activity must start before successor activity
finishes
Lag – a delay in the start of a successor activity; extra time between activities
Lead – a change in the logical relationship of a FS relationship that allows the successor
activity to start before the predecessor activity ends; crunch time between activities

5. Precedence Diagramming Method (PDM) –a graphical representation that uses boxes to
represent activities & arrows to represent relationships between activities; does not show
time
Hammock Activity or Summary Activity – groups many related activities together
Estimate Activity Resources – determining specific resources necessary for completing
project; includes quantity & availability of resources
Resource Breakdown Structure (RBS) – an output of Estimate Activity Resources
process; a hierarchy of identified resources organized by category & type (labor,
equipment)
Bottom-up Estimating – decomposes work in an activity to the last executable level;
accuracy is very high; very time consuming process
Analogous Estimating –top down estimating technique that uses previous similar
activities
Parametric Estimating – multiplying a productivity rate by the quantity to be performed;
mathematical process
Three Point Estimating (PERT) – estimating technique using a weighted average of most
likely, optimistic & pessimistic
PERT estimate = Optimistic + 4(Most Likely) + Pessimistic / 6
Reserve Analysis – adding extra resources to serve as a buffer
Schedule Network Analysis – technique used to calculate the early and late start and
finish dates for activities; includes Critical Path Method, Critical Chain Method, What-if
Scenario & Resource Leveling
Critical Path Method (CPM) – analysis method that uses a sequential FS relationship
network logic and calculates early & late finish & start for each activity uses duration
estimates
Critical Chain Method - analysis method that allows you to alter project schedule to
accommodate limits on resources
Resource Leveling – used to analyze the schedule model; allows you to readjust work as
appropriate so that people are not over allocated; Fully Allocated, Under Allocated, Over
Allocated

6. What-if Scenario Analysis – method that allows you to consider different situations;
helps in selecting optimal plan
Applying Leads & Lags – may need to be applied to accommodate scheduling elements
Schedule Compression – shortening the schedule without affecting the scope; includes
Fast Tracking & Crashing
Schedule Baseline – version of schedule created through schedule network analysis;
features approved baseline start & finish dates
Standard Schedule Diagramming Notations:
Early Start (ES)
Early Finish (EF)
Late Finish (LF)
Late Start (LS)
Duration (DU)
Critical Path – the network path that has the longest total duration; has zero float
Total Float – slack time; is how late an activity can run without delaying the project
TF = LF – EF or LS - EF
Free Float – how late an activity can run without delaying the ES of the Successor
Activity
FF = ES (Successor) – EF (Predecessor)
Critical Activity – an activity on the critical path
Fast Tracking – schedule compression method that compresses project duration by
performing some activities concurrently instead of sequential; no added cost, but added
risk or rework
Crashing –schedule compression method that allocates more resources to activities on
critical path to obtain the greatest schedule compression for the least cost
Only activities on Critical Path
First Pass: activity with least cost per week
Second Pass: activity with least cost per week & greatest time savings

7. Choose activity closest to end
Common Estimate Types – in order of accuracy lowest to highest
Rough Order of Magnitude
Budgetary
Range of Estimates
Approximate Estimates
Definitive Estimates
Cost Baseline – time phased budget that will monitor & measure cost performance
throughout life cycle of project; typically includes budget contingency to accommodate
unidentified risk
Cost Aggregation – activity costs are added up until project cost is determined
Funding Limit Reconciliation – adjusting spending, scheduling and resources to bring
into alignment with budgetary constraints
Contingency / Reserve Allowances – additional funds set aside to cover identified,
planned risks
Management Reserves – company sets aside additional funds to cover unforeseen,
unidentified risks not planned for
Benchmarks for Measuring a Projects Success: Project Schedule, Cost Baseline &
Quality
Inputs into Plan Quality Process: Stakeholder Register, Scope Baseline, Cost Baseline &
Schedule Baseline
Control Chart – graph used to analyze the variability of a process over time by showing
multiple runs of a process with control limits; components are mean, upper control limits
(UCL) & lower control limits (LCL); process is in control if variables are between UCL
& LCL
Seven Run Rule – when 7 or more consecutive points are on one side of the mean,
then the process is out of control
Benchmarking – comparing to other groups; used to identify best practices
Cost of Quality (COQ) – total cost of effort needed to achieve an acceptable level of
quality
Types of Quality: in order of costs, lowest to highest

8. Prevention Costs – Conformance Costs
Appraisal Costs – Conformance Costs
Internal Failure Costs – Non-conformance Costs
External Failure Costs – Non-conformance Costs
Design of Experiments (DOE) – systematically identifying levels of independent
variables by running experiments, changing one variable at a time
Statistical Sampling – measures entire population by taking a representative sample of
population; the larger the sample the more representative it is
Attributive Sampling Data – data from sample is counted
Variable Sampling Data – data from sample is measured on a scale
Flowcharting – graphical representation of relationships between process steps
Quality Planning Tools – Brainstorming, Affinity Diagrams, Matrix Diagrams
Quality Management Methodologies – Six Sigma, Lean Six Sigma, TQM, etc
Total Quality Management (TQM):
Continuous process improvement
Quality = planning, control & improvement
Quality means it meets requirements
Adding Value – must know long term strategy of company
Quality caused by prevention rather than inspection
Cause & Effect Diagram, aka Ishikawa or Fishbone Diagram – similar to root cause
analysis; organize potential problems into branches, evaluate each branch to find all
problems
Standards – voluntary guidelines that have been approved by industry experts
Regulations – mandates & rules that must be followed
Quality Assurance – focuses on process; concerned with the future; is an iterative
process; includes Process Improvement
Quality Control – focuses on product; concerned about past performance

9. Quality Audits – independent evaluation of quality process; can be scheduled or
unscheduled; not looking at team, but whether team has training & resources to perform
work: how well team is using quality data, determine if best practices are being used
Histogram – Bar chart of variables represented vertically or in columns
Pareto Chart – histogram that shows causes in order of severity with a trend line
80/20 Rule or Pareto rule – 80% of defects are caused by 20% of causes
Run Chart – similar to control chart without control limits; tracks a single run instead of
multiple runs
Scatter Diagram – diagram showing the relationship between two variables; the more
closely the points form a diagonal line, the more closely they are related
Variance – quantifiable deviation from the expected results
Random Causes – everyday occurrences that are always present; typically long
term and cost a lot to fix
Special or Sporadic Causes – unusual; typically short term and does not involve
high costs to fix
Six Sigma – improve quality of process outputs by removing causes of defects and
variability in process; no more than 3.4 defects per million; 3 Sigma = 99.7%
Activity Resource Requirements – list of required people & competencies necessary for
each activity; need a skills inventory of current staff to identify resources
Responsibility Assignment Matrix (RAM) – an output of Develop Human Resources
Plan process; a list that links stakeholders to deliverables by assigning stakeholders to
each element of work
RACI – Responsible, Accountable, Consultive& Informed; similar to RAM
Staffing Management Plan – forecasts what types of people will be needed, when needed,
how they will be recruited, and when they will be released
Communications Management Plan – output of Plan Communications process; describe
what will be communicated, by whom, when, and in what format
Communication Methods – Push (mail, email), Pull (post on SharePoint, Website) &
Interactive

10. Communications Channels = n(n-1) / 2
Risk – an uncertain event that may have either a positive or negative impact; probability
that risk will occur & impact of risk; can be classified into effect based, source based, and
level of uncertainty (known, known-unknown & unknown-unknown)
Effect Based Risks – major risks including time, cost, quality & scope
Risk Management Plan – a document that describes the team’s approach to identifying
risks; identifies the methodology, approaches and tools to be used; documents roles and
responsibilities of those involved; identifies the budgeting and scheduling for risk
activities; includes Probability & Impact Matrix; and identifies risk categories
Risk Management Plan – does not address responses to risks, those are addressed in the
Risk Response Plan
Insurable Risks – insurance for Negative Risks
Business Risks – may be insurable; competitive, legislative, monetary (increased price of
materials) & operational (fraud, theft, injury)
Risk Breakdown Structure (RBS) – a hierarchical arrangement of identified risks; very
detailed
Probability Scale – assignment of a value to the likelihood of a risk occurring; ranging
from 0 to 1
Impact Scale – rating system showing the assignment of a value that reflects the
magnitude of the impact of a risk event; ranging from very low to very high
Risks Analysis – assigning the probability & impact of the occurrence of risks
Risk Tolerance – level of acceptable risk; Risk Adverter, Risk Seeker & Risk Neutral
Risk Register – a document that identifies & categorizes risks, responses, and their
triggers
Risk Identification – responsibility of entire team and is an iterative process
SWOT Analysis – Strengths, Weaknesses, Opportunities & Threats
Diagramming Techniques – used to identify causes; Cause and Effect Diagram,
Flowcharts

11. Information Gathering Techniques – Brainstorming, Delphi technique, interviewing &
root cause analysis
Qualitative Analysis –determine the probability of risk occurrence & the impact
Always do Qualitative Risk Analysis, but not necessarily Quantitative Risk Analysis
Risk Data Quality Assessment – evaluation of the usefulness of available data concerning
risk
Probability & Impact Risk Rating Matrix – graph showing the assignment of risk rating
to risk or conditions; combines the probability & impact scales to prioritize risks and
identify risks that need further analysis
Watchlist – risks that are not urgent and do not require near term action
Quantitative Risk Analysis – numerically assessing the probability & impact of each risk
and determining the extent of the overall project risk; helps identify time & cost
contingencies
Quantitative Analysis Methods:
Sensitivity Method –effect of changing one variable to see effect on entire plan
Expected Monetary Value – calculates the average outcome under uncertainty
Decision Tree Analysis – factors both probability & impact for each variable;
choose the largest expected value
Modeling & Simulation – technique used to make predictions about the future,
includes Monte Carlo Analysis
Standard Deviation – the measure of a spread of data
Mean – sum of all events divided by the number of occurrences
Median – the number that separates the higher half of the probability distribution from
the lower half
Monte Carlo Analysis – computerized model using a large number of variables that
produce a range of results; used to make predictions about optimistic, most likely and
pessimistic estimates
Subjective Probability – a person’s opinion
Objective Probability – deduced mathematically

12. Inputs to Risk Response Plans – Risk Register & Risk Management Plan
Negative Risk Strategies:
Risk Avoidance – change the scope or plan to avoid high risk activities
Risk Transference – shifting risk to 3rd party; outsourcing activity
Risk Mitigation – reduce risk to an acceptable level; implement a new course of
action
Risk Acceptance – may be passive or active
Positive Risk Strategies:
Exploit – make sure risk is fully realized
Share – partner with another party to ensure best change of seizing opportunity
Enhancement – focuses on trigger in order to optimize change of occurrence
Acceptance
Contingency Plans – risk response strategy developed in advance, before things go
wrong, to use if risk becomes reality; active acceptance of negative risk
Contingency Reserves – predetermined amount of resources (time, money, equipment)
set aside to handle planned identified foreseen risks
At the End of Planning (Integrated Planning):
Approved Scope Baseline – WBS, WBS Dictionary & Scope Statement
Approved Cost Baseline
Approved Schedule Baseline
Inputs to Direct & Manage Project Execution – Approved Project Plan & Approved
Change Requests (are recorded and can either increase or decrease project scope)
Project Management Information System (PMIS) – system used by project team to
gather, analyze, communicate & store project information

13. PMIS Common Problems – Lagging Indicators (must enter data first), Manage
Symptoms verses Problems (system can’t explain reason for problems), Over Reliance on
Reports, Invalid data & too much information
Work Authorization System – tool used to communicate official beginning of work on an
activity or work package
Work Performance Information – output of Direct & Manage Execution process;
periodically collected information about project activities; includes start & finish dates,
scheduled progress, deliverables completed and not complete
Acquire Project Team Tools & Techniques – Pre-assignment, Negotiation, Acquisition &
Virtual Teams
Virtual Teams – rarely meet face to face; collaborate using communications bridge;
bonding & team identity hard to create, individual contributions may be overlooked
Develop Project Team Tools & Techniques – Interpersonal Skills (soft skills), Training,
Team building activities, Ground rules, Co-location, Recognition & rewards (should be
part of planning)
Team Development Stages:
Forming – people are polite, non-committal, hesitant & confused
Storming – people begin to assert themselves, conflict arises
Norming – team begins to work productively, begin to operate with mutual trust
Performing – team working at optimal level
Adjourning – completed assignment, mourning
Manage Project Team process – monitors individual performance, gives feedback, solves
issues & organizes changes to improve performance
Conflict is natural and forces the need for exploring alternatives; focus should be on
issues, not individuals; should be about present situation, not about past
Conflict Management Approaches:
Confronting / Problem Solving (Good) – focuses on identifying underlying
problems & working out solutions
Collaborating (Good) – incorporating insights and viewpoints from different
perspectives

14. Smoothing / Accommodating (Bad) –preventing conflict
Compromising (Bad) – lose-lose choice
Forcing (Bad) – win-lose situation; one side wins, one side loses
Withdrawing / Avoiding (Bad) – worst
Procurement Management Plan – document that outlines specifics for procuring work
from outside sources; specifies types of contracts; describe process for obtaining &
evaluating bids, mandates standard procurement documents & describes how to manage
providers
Procurement Statement of Work (SOW) – detailed description of the resources, goods or
services that are being sought from outside source
Procurement Process:
Plan What you Need? Make or Buy Analysis
Where you get them? RFI
RFI – List of Supplies / Bidders
What you need done? RFP
Distribute RFP
Conduct Bidders Conference – Questions & Answers
Get Bids in from RFP
Evaluate Bids -Source Selection Criteria
Award Contract – Contract, SOW
Admin Proc. Perform
Vendor = Seller
Grants are RFP’s

15. Standard Parts Things you need
Where you get them
RFQ
Quotes come in from bidders
Award Contract
Make or Buy Analysis –assess the cost effectiveness of making in-house verses buying
outside; factors to consider:
Impact – consider the impact on cost, tine or quality
Ongoing Need – will organization continue to need a specific skill set? Is it a
worthwhile investment to train current personnel?
Learning Curve – while it may make financial sense to develop an in-house
solution, there may not be enough time to train staff
Cost Effectiveness – based on financial analysis
Lease, Rent or buy Decision – based on financial analysis
Bidders Conference – potential vendors get to ask Questions about RFP; Q&A’s must be
distributed to everyone RFP sent too
Teaming Agreements – legal contractual agreements; exclusive rights to do something;
preferred vendor
RFI – use to develop list of qualified sellers
RFQ – use to order standard parts; mainly used for comparison purposes when price is
the main factor
RFP – use when deliverables are not well defined or when you need the seller to solve the
problem
Types of Contract:
Fixed Price – total price for product / service; provides maximum protection to
buyer
Cost Reimbursable – seller gets a refund of expenses incurred, plus a fee for
profit; Cost Plus Award Fee Contract (CPAF) – buyer has subjective
determination of performance
Time & Materials – buyer pays seller a negotiated hourly rate & full
reimbursement for materials used

16. Point of Total Assumption (PTA) – Fixed Price Incentive Fee Contract (FPIF) in which
seller bears all cost overruns
Conduct Procurement (Executing Process Group) – getting seller responses, vendor
selection & contract award
Source Selection Criteria – ranking & weighted factors used to evaluate seller’s proposals
and to make comparison between proposals; should be included in RFP so bidders know
what criteria they will be scored on
Procurement Negotiations – 5 steps of contract negotiations
Introduction
Probing
Bargaining
Closure
Agreement
Term Contract – for a specific amount of service over a set time
Completion Contract – until project is complete & contract is fulfilled
Administering Procurement (Monitoring & Controlling Process Group) – process of
managing relationship with vendor/seller
Force Majeure Clause – protects parties from extraordinary circumstances, “Act of God”
Warranty – promise that goods or services will meet a predefined standard
Express Warranty – predetermined standard specified
Implied Warranty - predetermined standard NOT specified
Warranties of Merchantability – goods fit for sale
Warranties of Fitness for Purpose –goods fit for intended use
Waivers – giving up a contract right, even inadvertently
Breach of Contract – failure to do something in contract
Immaterial Breach – minor, no damage to parties
Material Breach – series breach, one party is injured
Fundamental Breach – negates fundamental part of contract

17. Anticipatory Breach – unavoidable indication that one party can’t fulfill contract
Close Procurement happens naturally at end of contract
Incomplete Contract Closeout – call sellers ASAP & provide written notice ASAP
Contract Closeout Tools – Procurement Audits (verify work performed), Negotiated
Settlements (negotiating an end to contract)
Alternative Dispute Resolution (ADR) – Mediator handles contract termination
negotiations
Distribute Project Information – involves getting the right information to the right people
at the right time
Manage Stakeholders Expectations – occurs at the same time as you update stakeholders
on project status
Face to face Meetings are the best way to communicate with stakeholders
Use Issues Log to assign, track & resolve open issues
Monitor & Control Project Work – done throughout the project life cycle
Change Categories:
Corrective Action – bring back on track
Preventive Action – diminish effect of negative risks
Defect Repairs – address defects
Performance Reports – current project status, significant accomplishments, scheduled
activities (completed vs. should be completed), issues & forecasts
Perform Integrated Change Control – process of identifying, documenting, approving or
rejecting & controlling any changes to the project baseline
If a Change is Rejected project manager should get back in touch with Submitter to let
them know status
Change Control Board (CCB) – addresses issues that affect cost, time & product quality
Configuration Management – tool used to manage changes to a product or service being
produced; includes version control
Process Control Structure – defines how modifications will be reviewed, documented,
delivered, communicated & revised

18. Verify Scope (Deliverables / Closing) – process of demonstrating to stakeholders that
they have received what they were promised in a given deliverable & getting their
acceptance; done after quality control process
Inspection (Tool) – an official examination or work results to verify that requirements are
met; AKA Review, Product Review, Audit or Walkthrough
Control Scope – process of monitoring project scope & holding changes to project scope
baseline in check
Variance Analysis (Tool)
Control Project Schedule – process of monitoring schedule performance & controlling
changes to schedule baseline
Earned Value Management (EVM) – method of measuring project progress by
comparing actual schedule & cost performance against planned performance
Budget At Completion (BAC)
Planned Value (PV): Time% x BAC; Time% = Status Date/Length of Project
Earned Value (EV): EV = $Work% x BAC; $Work% = $Work Done/$TotBudget
Actual Cost (AC) – actual money spent for work that has been completed
Scheduled Variance (SV): SV = EV – PV (negative SV indicates project is behind
schedule)
Scheduled Performance Index (SPI): SPI = EV / PV (SPI of less than 1 indicates
planned schedule was not very good and you are getting less work done than
planned)
Cost Variance (CV): CV = EV – AC (negative CV indicates project cost are over
budget)
Cost Performance Index (CPI): CPI = EV / AC (CPI of less than 1 indicates
budget costs were low and you are paying more than planned)
Estimate To Complete (ETC): ETC = BAC – EV
Estimate At Completion (EAC): EAC = AC + ETC
Risk Audit – examining the Team’s ability to identify risks, effectiveness of Risk
Response Plan & performance of risk owners

19. Administrative Closure – verifying & documenting project results; ensures project
requirements were met
Test Strategies for PMP Exam:
What should PM do First? Next?
Same question, weed out what’s not relevant & what’s already done, then put
answers in order
Tools & Techniques = 80% of exam; understand them and where they will be used
PMO – if in answer, then it is probably the correct choice
Check Policy, Procedures & Templates (OPA) first
Lessons Learned - if in answer, then it is probably the correct choice
Consult the Plan - if in answer, then it is probably the correct choice
Conflict question – answer is never about personality
Procurement question – never ask seller / vendor to speed up their process; respect
vendor’s procurement process
Make the Plan, Consult the Plan, Follow the Plan