How to pass PMI-RMP on first attempt

A Brief about PMI-Risk Management Professional

PMI-RMP is the Risk Management Professional certification provided by Project Management Institute. The PMI provides several professional certification, such as: CAPM, PMP, PMI-SP, PMI-RMP, PgMP, etc.

PMI-RMP certification is for the risk professionals who work in risk analysis for several industries. This exam was conceived in 2008. Once achieved, this certification places you above the rest in terms of risk management competency.

The certification exam is quite similar to PMP exam, you must be eligible first before taking the exam. The requirement to be eligible can be seen in the pmi website www.pmi.org. You have also to follow audit process if you are selected, but if you are lucky enough to not selected in audit process, after you receive an email that you are eligible, you can schedule your exam at the prometrics website.

The PMI-RMP exam will take 3.5 hours with 170 questions. 150 questions are scored, while 20 are "Pre Release" and not scored. However, you will not be able to identify the pre-release questions. Therefore, you have to answer all questions to the best of your ability.

There are four key areas in the PMI-RMP Body of Knowledge which are:

1. Risk Communication

    Including 27% of all certification exam questions, that contains all six project risk 

    management activities (PIER-C, Plan Risk, Identify Risk, Evaluate Risk, Respond Risk - 

    Control Risk)

2. Risk Analysis

    Including 30% of all certification exam questions and concentrates on five of the six

    project risk management area, except Plan Risk Responses.

3. Risk Response Planning

    Including 26% of all certification exam questions.

4. Risk Governance

    Including 17% of all certification exam questions, covers concepts in the Monitor and

    Control Risks activity.

Tips and Tricks

For me, answering the questions for PMI-RMP certification is quite different with PMP exam. You have to be familiar with risk management terms and your work is pretty often related to risk analysis. Because it is not easy to find a good book of PMI-RMP exam. Meanwhile, for me the exam preparation book is really helpful to pass the exam. It is the exam for certification, sometimes what you are experienced in real world is not the same perspective with the PMI's perspective. You have to familiar with the type of questions, the way of PMI's thinking. Though I passed my PMP and PMI-RMP exam on my first try, I found out that PMI-RMP is quite unique. Because for PMP exam, what you learned and practiced on your PMP exam preparation books or programs, is almost 90% similar. I do not say that the questions are similar, but the type of questions is pretty similar. When answering the PMP questions, you just feel that what you studied is paid off. Because you will find some of questions will ask you the same questions (just different sentences or different list of choices), and it will be easier to answer the questions because you already studied and practiced it before. 

But for the PMI-RMP exam, I just found out that what I learned on my PMI-RMP exam preparation and my simulation is only similar about 50% questions. However, if you are familiar with all the risk terms, the risk analysis tools, it will easier to answer the questions correctly.  Fortunately, that I was involved with risk analysis since 2002, so I am quite familiar with the tools and techniques of all risk activities. Because the questions will ask you more about the tools and techniques of risk management process. Since the PMI-RMP  certification has been established for 4 years since 2008, so the additional books to help you study and practice in answering the questions is quite difficult to find. Moreover, the exam preparation book usually only provide less than 150 practice questions. I used three books to help me pass the exam, but no book that contains 170 practice questions just like real exams. Meanwhile, for PMP exam, there are lot books and simulation software that contain hundred even thousand questions that will help you to practice answering the questions. 

Besides you have to be familiar with all risk management terms, process and tools and techniques that means you have to work in risk department at least three years, for me it is easier to pass the exam if you already pass the PMP exam or study about the whole process of project management. Risk management is part of project management and relates to project scope management, project time management, project quality management, project communication management, project human resource management, project procurement management. Thus, if you know the concept and process of project management that would be easier to understand the risk management process. The questions sometime will ask you the motivation theory as well as the leadership style of project manager for instance. If you have studied about it in preparing your PMP exam, you just need to recall your memories about the concepts and the theories and you also already knew about the interelation among project management knowledge areas and PM process, 42 sub processes as well. Though you do not have to pass the PMP exam first before you take the PMI-RMP exam, you will not more effort to study the interrelation between risk management and other PM knowledge areas.  

So, if you want to pass the exam on your first try, I will give you some tips based on my own experience:

1. Use PMI-RMP exam preparation books, at least use two books. I used three books that are: Passing the Risk Management Professional (PMI-RMP) Certification Exam The First Try by Daniel C. Yeomans, PMI-RMP, PMP, CMQ/OE; Study Guide for the Exam. Risk Management Professional Exam, by Abdulla J. Alkuwaiti, RMP, PMP; Risk Management, tricks of the trade for Project Managers and PMI-RMP Exam Prep Guide, by Rita Mulcahy.

The first book will help you to understand more about risk management based on PMBOK. The explanation on this book is quite simple, very helpful to memorize the risk management processes and also contains 125 simulation questions. 

The second book will help you to understand the risk management by studying the example given on book. Because my background is civil engineering, I found out the book is easy to understand because it gives you a lot example that based on construction project, hehehe. But this book only contains 65 simulation questions. 

The last book in my opinion that does help you much to pass the exam. But if you want to understand more about the risk management, you can read this book cover to cover, because it contains lot of risks that will be happened in the project. 

2. Read your PMI-RMP exam prep books cover to cover. Because those two bookes I described above are not too thick, I read them twice cover to cover just to help me memorize and understand more the concept. Practice to answer the questions on book, over and over until your score reaches more than 90%. I got 100% on my second simulation in practicing answer the questions. 

3. Concern and study more about the risk management process and plan risk response. Do not spend your time in quantitative analysis. In real work, yes you have to know how to perform the risk quantitative analysis but regarding the exam, you do not have to know the detailed of the tools of risk quantitative analysis. Because it only no more than 5 questions relating to quantitative risk analysis.
3. Learn more about the risk terms, the tools and techniqus of risk management processes.
4. Study about what are differences among risk responses for both negative risks and positive risks.
5. Another tips and tricks, I think it is pretty similar to PMP exam. You can read on my previous post about how to pass the PMP exam on your first try.

Just study about the risk management concept, practice in answering the questions and be calm and confident on the D day and believe that you will pass the exam. Good luck for your exam, if you have any questions please do not hesitate to contact me.

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Risk Response Strategy

Plan Risk Response – the process of developing options and actions to enhance or exploit opportunities and to reduce or eliminate threats to project objectives. 

Risk Response planning must be appropriate to: Severity of the risk,Cost in meeting the challenge,Timely to be successful, Realistic, Agreed by all parties,Owned by responsible person.

 Strategies for Negative Risks and Threads:

1. Avoid (Avoidance):  The focus of this strategy is to eliminate the cause of the risks. Taking the action to ensure the risk does not occur. This often accomplished by removing people and/or activities.
2. Transfer (Transference): This responses transfers accountability and responsibility of a risk to a third party. The third party actually performs the work or takes accountability. There is normally a cost incurred when using the transfer or transference response. A prime example of transference is the purchase of insurance
3. Mitigate (Mitigation): This response take actions to reduce the probability of risk occurring, or the impact of risk if it occurs. This could be thought of as developing a Plan B. An example is training. We try to reduce the probability and impact of employees performing poorly on the job training them.
4. Accept (Acceptance). This response entails taking no immediate action until the risk occurs. There are two types of acceptance strategies listed below. One is passive and the other is active.

• Acceptance is a response strategy appropriate for BOTH negative and positive risks
• A contingency Plan or Fallback Plan may be developed for a risk you plan to accept. However, the response will not be initiated until the risk occurs
• Acceptance is often the only choice when risks are generated from external sources, or when risk responses are beyond the control of the Project Manager
• Passive Acceptance: This type of acceptance occurs when no Contingency Plans are created to address the risk.
• Active Acceptance: Develop Contingency Plans to address the risk when it occurs. Active Acceptance is a solid option when necessary to convince risk averse stakeholders that a response plan for accepted risks is in place

Strategies for Positive Risks and Opportunities:

1. Exploit (Exploitation): This is a response that takes action to make a cause occur. Steps are taken to ensure the risk happens. It may require additional time or resources to use the exploit response method. This is the opposite of the avoid response.
2. Share (Sharing): This response enlist the support of a third party to take advantage of the opportunities presented by a positive risk event. Partnering with a third party allows both parties to share in the benefits. This is the opposite of the transfer response. Teaming agreements are an example of a share response.
3. Enhance (Enhancing): This response aims to increase the probability of the risk occurring or the impact of a risk if it occurs. Incentives are a common example of an enhance response. This is the opposite of the mitigate response
4. Accept (Acceptance): Acceptance is a feasible risk response for both negative and positive risks.

 References:

1. Project Management Institute. "Project Management Body of Knowledge (PMBOK), fourth edition, 2008".
2. Daniel C. Yeomans, PMI-RMP, PMI-PMP, CMQ/QE. "Passing the Risk Management Professional (PMI-RMP) Certification Exam, The First Try"".

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Project Risk Management

Risk Management is something that we always do even without thinking about it. Risk management involves minimizing the consequences of adverse events as well as maximizing the results of positive events. Therefore, risks can be good or bad events which are commonly called as opportunities or threads.

Risk management is a part of the project management process, and consistently following that process is important for getting results. It allows you to take control of the project, rather than letting the project control you. 

The six processes in Risk Management based on PMBOK Guide is designed to help manage end-to-end project risk. An acronym was developed to remember the steps in this process is PIER-C, Plan, Identify, Evaluate, Respond, and Control.

Risk Definition

Project risk is defined as "An uncertain event or condition that, if it occurs, has a positive or negative effect on at least one of the project's objectives" Project objectives are defined as scope, time, cost, and quality.

The PMI Risk Management Process: PIER-C

PMI developed an interrelated six (6) step approach to manage project risk.The PIER process activities or steps occur during Project Planning Process Group. The Monitor and Control Risks activity occurs during the Project Monitoring and Controlling Process Group, this is the C.

 

1.  Plan Risk Management:  This initial step defines how risk management will be accomplished (methodology). The ultimate goal is to develop a Risk Management Plan which describes how the entire end-to-end Risk Management Process will work.
2. Identify Risks: This steps requires you to develop a list of risk by project, activity, work package, etc. During this step, you define the risk, assign initial ownership, define risk causes, develop initial responses, and categorize each risk. The key output of identify risks is a document referred to as the Risk Register.
3. Perform Qualitative Risk Analysis: This step is the first evaluation step. This is subjective process. During this step, you use the Risk Register to classify risks by probability (likelihood the risk will occur) and impact (effect of the risk consequence on the project). At the end of this step, prioritize all risks and establish a short list of risks that must be aggressively managed. This is often referred to as the Urgent List. You also place low probability and impact risks in a separate section of the Risk Register, which is called Watch List. At the conclusion of this step is the risk register updated.
4. Perform Quantitative Risk Analysis: This step is optional. The Project Manager decides ! You may or may not Perform Quantitative Risk Analysis. This decision is determined by factors such as time, project priority, level of effort as compared to benefits, etc. This evaluation method numerically analyzes the impact of multiple risks to the project. This is an objective method that helps determine probability that stated budgetary and schedule outcomes can be met. The risk register updated is the output of this step.
5. Plan Risk Responses: During this step, develop responses to risks on the urgent or "short"list of risks. The level of response detail is dictated by the priority of the risk. Strive for the responses that address both positive risks (opportunities) and negative risks (threats). The risk register updated is the output of this step as well. In addition, contractual agreements may be developed to support responses that require third party involvement.
6.  Monitor and Control Risk: This is the final step in the Risk Management Process. During this step, monitor and reassess risks on the Risk Register. Implement risk responses as necessary. Identify new or emergent risks that were not identified during the identify risks activity. In addition, evaluate the effectiveness of the risk program for the overall project. 

When to Start Risk Management
PMBOK has nine knowledge areas. Risk management comes at the end of the project planning stage, because, for risk management, you need input from other knowledge areas. The only knowledge area that is planned after risk management is procurement management, because you often need to include causes to manage specific risks in your project. This only becomes clear after risk response planning. For example, you decide the contractor should be responsible for risks that may occur due to expected new legislations, then this must be spelled out in the agreement with the contractor.

Knowledge Area	Contribution to Risk Management
Scope Management	What is included in the project and what is not
Time Management	Work breakdown structure and schedule baseline
Cost Management	Cost baseline and budgeting
Quality Management	Quality standards and specification required for the project
Human Resource Management	Organizational chart, project team members, staff availability, etc
Communication Management	Know the stakeholders and their expectations, and the communication plan

References:

1. Abdulla J. Alkuwaiti, RMP, PMP. "Study Guide for the PMI. RIsk Management Professional Exam".
2. Daniel C. Yeomans, PMI-RMP, PMI-PMP, CMQ/QE. "Passing the Risk Management Professional (PMI-RMP) Certification Exam, The First Try"".
3. Rita Mulcahy, PMP. "Risk Management. Tricks of the trade for Project Managers and PMI-RMP Exam Prep Guide".

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Project Human Resource Management

There are number of pertinent topics in Project Human Resources that are very important to memorize and understand if you want to take either PMP or PMI-RMP (Project Management Institute - Risk Management Professional) exam.

They include:

• Motivational Theories 
• Leadership Style
• Leadership Style Applicability
• Negotiation Methods

A. MOTIVATIONAL THEORIES

Motivation impact stakeholder attitudes. Be aware of the following motivational theories and the individuals who responsible for each when applicable

 

MOTIVATIONAL THEORY	KEY POINTS
Expectancy Theory	Employees believe effort leads to performance. Performance should be rewarded based on individual expectations. Rewards promote further productivity
McGregor's Theory X and Y	All workers fit into 1 of 2 groups.  Theory X, managers believe people are not to be trusted and must be watched. Theory Y, managers believe people should be trusted, want to achieve success, and are self-directed
Maslow's Hierarchy of Needs Theory	Maslow stated that motivation occurs in a hierarchical manner. Each level must be attained before moving to the next (Physiological - Safety - Social - Esteem - Self Actualization)
Achievement Motivation Theory	David McClelland states that there are three needs that must be met for people to be satisfied. They include achievement, affiliation, and power.
Hertzberg' Theory	There are hygiene factors and motivating agents. Hygiene factors such as salary, working conditions, benefits, etc. They do not increase motivation. Motivating factors such as responsibility, growth, and achievement are those that increase motivation.

B. LEADERSHIP STYLES

Leadership styles also impact stakeholder support of the Risk Management Process. Each style must be used on a situational basis.

LEADERSHIP STYLE	DEFINITION
Directive	Tell people what to do
Facilitative	Coordinate and solicit the input of others. A good Project Manager is facilitative
Coaching	Train and instruct others on how to perform the work
Supporting	Provide assistance and support as needed to achieve project goals
Consensus Building	Solve problems based on group input. Strive for decision buy in and agreement
Consultative	Invite others to provide input and ideas
Autocratic	Make decisions without input from others

Tuckman Model: is a common five-step model used to depict growth of a team from the moment it is formed. This model is used to determine appropriate situation leadership style

STAGE	CHARACTERISTICS
Forming	Team meets and learns about the project. Roles are discussed. Expect hesitancy, confusion, anxiety, lack of purpose, and lack of identity. Productivity is low
Storming	Team begins to address work, technical decisions, and project management approaches. Conflict can occur which may disrupt the team. Leadership is challenged, cliques form, etc. Productivity decreases
Norming	Team members begin to work together. They adjust individual habits to accommodate the team. There is open communication, purpose, confidence, motivation, etc. Productivity improves
Performing	Teams are independent, self-directed, and work through issues quickly and smoothly. There is pride and trust. Productivity peaks
Adjourning	Team completes all work and moves on

C. LEADERSHIP STYLE APPLICABILITY

Each leadership style can be used to support a variety of situations. The table shows common situations and recommended leadership

SITUATION	BEST LEADERSHIP STYLE
Team is forming and new. They need direction and task oriented information	Directive; Coaching
Team is storming. There is much conflict, frustration, and confusion	Facilitative; Consensus Building; Consultative
A decision must be made quickly. Time is of the essence. There is little time for input	Autocratic
The team is well established and skilled. They are in the norm or perform stages	Supporting

D. NEGOTIATION

There are some tips to negotiate with stakeholders:

• Understand and be able to explain the needs of the project. Be able to specifically spell out "what, why, who, where, when, and how factors" impacting project risk
• Be able to explain the business need for the project in an effort to gain support. The Functional Manager may not recognize project risks, benefits, etc
• Understand that key stakeholders have other jobs to do. Understand their work situations. Be realistic
• Build a relationship. Find out how to assist the stakeholder and create a win-win situation surrounding the need for their support
• Be willing to compromise. Be flexible

References:

1. PMBOK fourth edition 2008, Project Management Institute
2. Passing the Risk Management Professional (PMI-RMP) CertificationExam. The First Time 2011. Daniel C. Yeomans, PMI-RMP, PMP, CMQ/OE

 

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How to check PMP Credential Online?

Currently, many projects require that a project manager has to hold PMP certification which is one of the best international certification in Project Management that is provided by The Project Management Institute (PMI). However, in my country some parties in order to win the bid often use 'fake' PMP certification. 'Fake' PMP certification DOES NOT mean other certifications that provided other institutions besides PMI, it means that this certification should be legally provided by PMI, but some parties create their own PMP certificate based on the real one. They easily change the name to put on the certificate meanwhile the person that they put on the certification never take or didn't pass the exam. 

In order to prevent some parties continuously faking the certification, I would to give some information how to check the person who legally hold the certification. You can easily check on pmi website www.pmi.org or click the link certification.pmi.org/registry.aspx .

On the link I mentioned before, you can fill last name of the person that you want to check. You may also filter your search using first name, credential and country. If the person with the correct last name off course is a PMP or other PMI certifications holder, the name is automatically showed on the screen, if s/he does not hold the certification provided by PMI, her/his name will not show. You can an example below

   Hope this help

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Project Management Plan

What is Project Management Plan???

In terms of project management in planning process, a Project Management plan is the most important document that needed to perform work. The project management plan is the sole outputs of develop project management plan in integration management. 

Project Management Plan is a formal and approved document that defines how the project is executed, monitored and controlled. It may be in a form of an executive summary or a detailed document, and it may compose one or more subsidiary management plans and other planning documents

Project plan is used to:

• Guide project execution
• Document project planning assumption
• Document project planning decision based on the selected alternatives
• Facilitate communication among stakeholders
• Define key management review 
• Provide a baseline for progress measurement and project control

The keys to understanding the project management plan:

1. The project management plan is formal. It is important to think of the project management plan as a formal, written piece of communication.
2. The project management plan is a single document. It is not 15 separate plans. One those separate documents are approved as the project plan, they become a single document.
3. The project management plan is approved. In other words, there is a point in time at which it officially becomes the project plan. Who approves it is going to differ based on the organizational structure and other factors, but typically it would be the project manager, the project sponsor, the functional managers who are providing resources for the project.  
4. The project management plan defines how the project is managed, executed, and controlled. This means that the document provides the guidance on how the bulk of the project will be conducted.
5. The project management plan may be summary or detailed. 

Components of Project Management Plan:

• Change Management Plan
• Configure Management Plan
• Scope Management Plan
• Time Management Plan
• Cost Management Plan
• Quality Management Plan
• Process Improved Plan
• Human Resources Plan
• Communication Management Plan
• Risk Management Plan
• Procurement Management Plan
• Requirements Management Plan
• Scope Baseline
• Cost Performance Baseline
• Schedule Baseline

 

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Project Scope Management

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Remember, Scope Management means:

- Constantly checking to make sure all the work are completed
- No additional work include in the Project Charter
- Preventing extra work or gold platting

Process in Project Scope Management:

1. Collect Requirements, the process of defining and documenting stakeholder’s needs to 

     meet the project objectives

     Key Inputs: Stakeholder Register

     Key Tools & Techniques:  Facilitated Workshops, Group Creativity Techniques

     Key Outputs: Requirement Documentation, Requirement Traceability Matrix

2.  Define Scope: the process of developing a detailed description of project and product

     

     Key Inputs:Project Charter, Requirement Documentations

     Key Tools & Techniques:  Alternatives Identification

     Key Outputs: Project Scope Statement

3.  Create WBS: the process of subdividing project deliverable and project work into smaller 

     and more manageable components

     Key Inputs:Project Scope Statement

     Key Tools & Techniques:  Decomposition

     Key Outputs: WBS, WBS Dictionary, Scope Baseline

4.  Verify Scope: the process of formalizing acceptance of the completed project deliverable

     Key Inputs:Project Management Plan

     Key Tools & Techniques:  Inspection

     Key Outputs: Accepted Deliverable, Change Request

5.  Control Scope: the process of monitoring project status, product scope, and managing 

     changes 

     Key Inputs:Project Management Plan, Work Performance Information

     Key Tools & Techniques:  Variance Analysis

     Key Outputs: Work Performance Measurements

Differences between Verify Scope and Perform Quality Control

Verify Scope:

- Is often performed after Perform Quality Control

- Is primarily concerned with completeness

- Is concerned with the acceptance of the product by the project manager, the sponsor, the 

  customer and others

Perform Quality Control:

- It is not unusual for these processes to be performed at the same time

- Is primarily concerned with correctness

- Is concerned with adherence to the quality specification

Important Note: 

If the project is canceled before completion, Verify Scope should be performed to document

where the product was in relation to the scope at the point when the project ended 

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