Your First Steps to Project Management Exam Success (CAPM or PMP) - How to Read the PMBoK-G®! | Simon Harris | Skillshare

Your First Steps to Project Management Exam Success (CAPM or PMP) - How to Read the PMBoK-G®!

Simon Harris, Seeking common sense for an often irrational world

Your First Steps to Project Management Exam Success (CAPM or PMP) - How to Read the PMBoK-G®!

Simon Harris, Seeking common sense for an often irrational world

Play Speed
  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x
8 Lessons (1h 17m)
    • 1. L1: Hello and Welcome

      5:14
    • 2. L2: Get The Fundamental Concepts At The Start Part One

      5:32
    • 3. L3: Fundamental Concepts Part 2 of 2

      7:53
    • 4. L4: Summary & Consolidation of Messages So Far

      6:15
    • 5. L5: The Golden Key to the PMBoK-G The Whole Logic in One Picture

      25:48
    • 6. L6: Now We've Seen the Whole, Time To Look at Exam Application & Structure Guides

      9:08
    • 7. L7: Another Exam Question to Illustrate How Easy the Exam is (With Appropriate Preparation)

      11:01
    • 8. L8: Resources on PMI.ORG and Your Preparation Project

      5:49
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

228

Students

--

Projects

About This Class

The Project Management Institutes' CAPM and PMP exams are TOUGH!

Passing takes focused work and that big fat book is so hard to read. Hard until you have a guide to start you on page 417 (Yep, start on 417, understand the picture on 421, then use the table on 423 in combination with the picture on 419 and... can you see why a guiding hand might save you hours of frustration?). I've been helping people pass, by running live BootCamp classes for over 10 years.

PMI (Project Management Institute) charge a lot for their exams so failing is a big hit. They are tough exams - Did I say that already, Yes I did but I still haven't emphasised it enough. The study path is NOT just "read the book you'll be fine". Questions often have several factually right answers. To doubt-bust what is the 'best answer' means you need to know the techniques to decode the questions.

The BENEFITS To You of those Credential Initials

The sweet spot is that adding those initials "CAPM" or "PMP" after your name is worth real money in the pay packet, a real opportunity to seek project based jobs.

Initiatives like the S.1550 - Program Management Improvement Accountability Act mean project management jobs are increasingly closed to people who don't have a credential to show they know the tools and techniques and structure of good practices. The CAPM is open to everyone who has had appropriate project management training or project experience. The PMP has higher entry criteria (See these two links CAPM  and PMP for details on PMI's website).

This mini-course has a single focus; Know how to start your own study. Leverage its hour of guidance to make your own hours of study pay dividends. Expect that you might need 100 hrs of study effort for the PMP.

Before you start you should know that PMI won't let you sit the PMP exam unless you have met the entry criteria. If you don't then this introduction is just as suited to the CAPM exam and anyone with a little experience OR a little training can sit the CAPM.

Gimme a shout if you have questions mailto:[email protected]

This short course gives you enough of an introduction to get you self-studying quickly and effectively. A little guidance at the start is a huge overall assistance in the long run.

80dadc69

Meet Your Teacher

Teacher Profile Image

Simon Harris

Seeking common sense for an often irrational world

Teacher

Hello :)

I'm Simon, I live in Edinburgh Scotland with my wife Lea. We have a daughter Becky close by and son Toby in UAE.

My topic is (almost) Project Management...

...which I believe needs to be rethought for most people's real needs most of the time. My passion is to add the common sense that the text books manage to filter out.

BUT you (I) can't turn the tide. The 'text-book' knowledge underpins most professional credentials and it is foundational. So I help folk with both "how to do it for real" and "how to prepare for professional exams".

Ciao

Simon

See full profile

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Your creative journey starts here.

  • Unlimited access to every class
  • Supportive online creative community
  • Learn offline with Skillshare’s app

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. L1: Hello and Welcome: hello and welcome to this short study guide on how to read the pin Bach. Now you might be wondering, Why would somebody provided guidance on how to read a book on? The reason is that this thing, the guide to the project management body of knowledge, is not a particularly easy read because it's been written as a reference book rather than having Bean written as a study guide. So if I give you some guidance, you'll be able to do the key thing in reading this book. The key thing is toe have a strong mental model. Oh, the journey through a project it is described in here, but it's hard to find. It actually starts there on page 417 rather than there at the beginning. So my name is Simon Harris. I will be your host and your guide through this course and through reading the pin bow, the pin broke or the guide to the Project Management Body of Knowledge is the foundation and basis for two exams. There's the certified associate in project management on the Project management professional. I'll talk more about the difference between them shortly, but for now, let me say that both exams are based on the book on both exams. Give you 72 seconds per question in the C A. P m. You get three hours worth of questions or 150 questions on in the Project management professional exam, you get four hours worth of questions. 200 questions. In fact, that's not quite true. In both exams, there are a number off pretest questions. They're PM I Project Management Institute are using you to test the questions rather than the test questions. Testing your knowledge. These questions are not going to count towards your final score. You won't actually be able to distinguish them as you do your exam. That they do contribute a don't contribute at all to your score. So that means that when you're doing your exam, you have some target to aim at which nobody actually knows what the target is because PM I don't publish it. All we do know is that they use the pretest questions to gauge how clearly worded and how well people response those questions on. Then they set a score that is believed to be something like 61% off the rial questions scored correctly. But the real target for you when you're studying should be to try and achieve at least 80% off all the questions that you come across on the basis starting with the end in mind. As they say, perhaps what we should do is go have a look at a question. Let's go try one now questions with since two seconds each in their live exam mean I'm gonna time you on this question. I am slightly gonna talk over it as you look at it. But that might just mirror a little bit of distraction in the sense that when you come to the real exam, you're gonna be fueled on adrenaline because you're likely to be quite nervous because it's an expensive exam to take. It takes a lot of hours, and it costs quite a few dollars to book yourself on exam. So let me show you on exam question. Let's see how you do on it. Ready? Here it comes. Now most people's initial reaction is Oh, wow, that's a lot of reading. So about now, you should probably be picking up on what were possible. Answers are and about now. you should be whittling your final answers down to a couple picking one and moving on. That's a good exam pace that I've just described. It might take you up to about here. Now you're beginning to get yourself in trouble because there will be other, more difficult questions than this one. This is guess and move on territory. There's no penalty for getting a question wrong. If you leave it, you cannot possibly get a mark from it on now. So the exam is a bit more than just knowing the facts. It's also about having technique, because you should have attacked that question with some technique. Let me show you the analysis in the next video. 2. L2: Get The Fundamental Concepts At The Start Part One: Hi. Well, there's that question that we just had a look at. In the last lesson on I've actually picked out of it in blue here. Two simple elements. Neither you nor your team know how to manage large projects. So maybe you should book some training. Well, I hope when I give it to you like that, it actually looks pretty obvious. Although I don't suspect that it was obvious when you were reading through the question on unless you previously had guidance. You probably didn't know for long questions to go and read the last sentence first notice. In this case, it is not strictly the last sentence, but it's close to last. This technique won't always work, but you do need technique in order to answer the questions in the pin. Bach. I've got a number off them. I haven't included them in this course, but we will talk about them if you do some subsequent follow up through the Projects area where at the end of the course, I will suggest to you some of the things that we might do to cooperate to help you further through your studies. Let's go and have a look at the Golden Key toe. How we get the factual information. Understood Because while technique is part of understanding how to pass the pin, Bach exam knowledge is the other half. So here is the pin. Bach on dawn screen is the most important page in the Pym Bach. It appears twice in the book in the place that most people come across. It is on page 61 but the place I'm going to direct you to his page 423 Appendix I, which starts on page 417 works serially through this story of timeline of a project. I'm going to do that with you shortly to I'm gonna do it pictorially and probably take us 10 minutes to walk through that conversation. This does it textually. It includes some information in that appendix I, which is duplicated elsewhere in the book but is much easier to take in if you read Appendix A before you read Chapters four through 13. It's a toss up, whether you read chapters 123 before you do Appendix A. There is one diagram in Chapter two that you really do want to have a look at Or is it in chapter three that you really do want Have a look at while you're also looking at Appendix A. I'm going to show it to you in these course materials very shortly. Now this picture that we see on the screen here, this picture that is page 423 is setting out for us two perspectives on a project. Those perspectives are called the process groups on the knowledge areas, but the pin dock actually contains three perspectives on the third perspective is not a tall clearly expressed on. That third perspective is the one that gives us the context for understanding this page Page 61. Now, in order to study for your exam, you really want to see that as a project with the full moon, with the final deliverable being your I pass a PMP certificate on maybe your I pass the PMP celebration in order to pass the PMP exam. Work backwards from that target. We need a study regime and that study regime needs to understand and be able to draw this picture that we see here from memory. When you sit down at the beginning of your exam in the exam room. You're allowed to take anything into the exam with you, but you do need to be able to think through under time. Pressure. How the pin Bach tells us that we should address a project on that's much easier if you have this picture toe hand. If you have this picture the hand, it means you have to have drawn it out. When you get into the exam room, there is time that will be pencil and paper is available to you on this template or picture . Here, we'll give you the basis for recording one of the characteristics that's very important. As we sit down to do these exams, see a PM or PMP. We need to be able to identify the sequence of events that the project managers should go through, which is based on things like the inputs and the outputs of all of these 47 activities that you see within the grid here. Now, this grid is actually very easy to internalize. I'm going to do 2/5 or 3/5 of it in the next 20 seconds with you. If you look at the first column, it has create the charter and understand the stakeholders. And if you look at the last column, it has closed the project or phase and close the procurements. And if you look at the second from last column, everything in it starts controlled apart from one entry, which is validate scope. So what? We've done three out of five columns already. All right, so I'm cheating slightly cause the most complex column is column, too. But by the time I've talked to through a bit more, that one's gonna be pretty trivial as well. Now, as I said, this is two perspectives on. We need 1/3 perspective to be able to understand the book. Let's have a look at that in our next list. 3. L3: Fundamental Concepts Part 2 of 2: so the pin buck includes three perspectives we might consider it. Three ways of looking at the same hole. Topic on the first perspective that I want to give you is the one that's the hardest to see within the pin. Bach. It's called the Project Life Cycle. It's figure 2.8. It's on page 39 if you have a paper copy if you have a pdf copy, and I will when we get before we get to the end, show you where to go to Pier Mayes Websites order these results. It'll the book. If you have a pdf copy, then it's on the PDS Page 65. So, pdf when you navigating a pdf, you can talk page numbers in directly on for the fifth edition. There's that there's an offset off the pages that are at the beginning of the pdf that don't have Pierre my page numbers on, so you'll want Page 65 in the pdf. From when you get there, you'll see it's actually numbered. According to the toe images of the book, it's number Page 39. Now you'll notice that my slices off planning or starting or initiating, organizing or a planning, working and closing are not quite the same size. You also noticed there a bit color coded on. You'll also notice thereof. It's skewed at the top. I'll explain that as we go now. So here are four perspectives on the project or for chunks of project or four phases or stages of a project on the pin. My suggests that each stage maybe ended with some sort of approvals process. But it also says on page 61 or page 423 that the project is divided into process groups. On the process, groups are initiating, planning, executing, monitor, controlling and closing where executing, monitoring and closing, executing, monitoring and controlling are concurrent. So we've got five perspectives or five groups off activity on those activities, we are told, are visible or relevant toe all of the phases. So the first thing to internalize there is that a phase is a timeline view of the project. On within each phase, we have all of the activities of all of the process groups particularly active or potentially active. So within the first slice my light grey slice, which is starting or initiating, I'm still I'm seeing, initiating planning, executing, monitor control and closing activity Now, limitation of diagrams. I couldn't make this as sophisticated as the real world nuances are. But if you look at my slice off process group for closing, I hope you can see that in the life cycle phase that that's starting or initiating a project. There's not much closing activity. Where is in the dark Grey slice, which is closing phase? There's a lot of closing activity, so we first of all, need to recognize that each project phase each project stage has within it potential for the activities of all off the five process groups. So that's all 47 activities now, as if this diagram wasn't subtle and complex enough, we need to add the third perspective here, which is the knowledge areas. Now there are 10 knowledge areas that there are nine of them that we might think off as being disciplines or ideas that run throughout the project. On their listed on the page here, as the chapter numbers that they are in the pin. Bach. I think I might in describing them to you, group them slightly differently. I think I might be grouped them as scope and quality as time and cost as risk and procurement as a child comes and stakeholders on. Then I'd consider the 10th knowledge area to be number four, the integration one. Now each of these knowledge areas has a chapter in the pin Bach Onda. We just saw from page 423 that the controlling column includes scope verification. So if we were to read the pin Bach serially, we would read something on integration that would take us through the life of the project, but at a high level. Glue it all together basis when you don't have the bits to glue together on, then would read the scope chapter, which would talk about the early scope activities of understanding how we're going to manage scope and then would leap. So the late stage off the project, the late scope activity or verification. So in terms of a timeline, which is how naturally we live our lives and we understand the world generally were bouncing around, leaping backwards and forwards all over the place. Because the pin Bach is written by Knowledge Area in Chapters four through 13 I would suggest to you that you're very careful about accepting any study course that offers you an expression of study that based the way the pin Bach is written. That's a study course that's gonna be hard to absorb because that's a study course that simply taken the book and is repeating the book back to you. Well, you may as well going by the book on Read the book yourself if that's all that's going to be offered to you. What I suggest you on is a study course. If you're going to use a course that teaches you or takes you, guides you by the Project Timeline, which is first of all, described in appendix a bit that starts on page 417. I don't think that taking something that simply repeats the book is doing you much of a favor. In fact, you may as well, because the book is the definitive source. Most study guides are not carefully enough constructed that they include all the detail. Excuse me now that we have three perspectives, we have the phasing or project view. We have the knowledge area running across the phases and we have the process groups binding them together we should also look and understand that within each off the knowledge areas when that excuse me a minute within each other knowledge areas, each of the activities of the knowledge area. Each of the 47 activities have some inputs, some tools and techniques and some outputs. Now, as you create your copy of page 423 it will be useful after you've done it about five times to start adding some of the major inputs and outputs more guidance on that coming up in our discussions. Let's take now a further view. Now that we understand there are three perspectives that every activity has inputs and the outputs of every activity are likely to be inputs to elsewhere, and every activity has tools and techniques. We now have the basis to understand where the exam questions come from. They come from expecting you to have a pretty detailed understanding of those inputs, outputs, tools and techniques. I've got two other pictures that I need to show you before we can move on that are consolidating what we've already covered 4. L4: Summary & Consolidation of Messages So Far: I've got two other pictures that I need to show you before we can move on that are consolidating what we've already covered. If we were to take the perspective off a phase or the project it in total and ask ourselves for the five process groups, what do they look like in terms of level of activity? Then we might say, Well, the level of activity early on, within a phase or a project is going to be focused on getting authority and understanding who the politically significant other folk are within our projects. And that's what the Initiating Project Process group does. It creates the charter, and it understands who are stakeholders are in order to identify and create stakeholder register. As we start to understand where we're going and how we're going to get there, we can start doing some planning. So notice that we didn't need for initiation to finish for planning to start. Initiation and planning are overlapping in time frame, but the bulk of the planning is coming after the bulk of the initiating. So perhaps you can anticipate what executing, monitoring and control might look like. Hopefully, you guessed something like this and This is a reasonably intuitive picture to you now that says, as we put a plan together, we can start taking action as we take action. We need to monitor that on the results of monitoring might suggest that the plan needs amendment and eventually we'll get to the point where we can start to consider how to close this phase out. But if we're closing the last phase of the project out, then we'll be closing the project out in total. So these are the relative activities for the relative weight given to each of the activities within a phase. Something else I should add in here that the pin Bach doesn't make particularly clear for us. But the project has two dimensions of activity that we need to consider, which is project work and product work. Product work is the technical stuff that's done by our technical specialists to deliver whatever it is that the customer of our project has asked for. So I might add this extra dimension to this picture to say that that big lump off executing is mostly but not exclusively the technicians doing their stuff on the gap between the total amount of executing effort and the technical effort are things like project manager activity to recruit, manage and otherwise facilitate for the team. Now, if this is the picture that we need to understand off activity within a phase, then perhaps what we ought to do is ask two questions which process groups are active here . I hope you can see that it's full. No, it doesn't include the closing one here. And if I move the timelines air here, you can see it's still for because the closing activity is beginning to ramp up on. If we looked at it in these terms, so we're back to our face of the Cube that was like grey, blue, pink, dark gray and across all of that we can see that the process group activity of scoping quality time and cost stakeholders HR comes. Risk and procurement are all running and being integrated together. If I now overlay on that, the focus of the process groups than in the starting up. While all of the process group activities are potentially relevant to us, it's initiating that is perhaps the most dominant. As we get into organization and preparation, Then it is the planning that is perhaps dominant as we get into carrying out the work where our technicians are busy. It is perhaps executing on monitoring, controlling that are dominant on as we get into closing its close out that is perhaps the most dominant. There's nothing pin Bach wise that would stop us from being an agile environment on Are Carrying Out the work with a bit of planning at the beginning, and a bit of closing at the end could quite happily be a sprint planning, then a sprint and then a sprint retrospective. Onda Sprint Close out meeting. There's nothing to stop the Pym Bach description, although the person who wrote the last version of the Pin, Bach, didn't have that mental picture, that mental model in their mind when they wrote it. But you can apply it like that now, in order to assimilate the content of the pin Bach. It's probably best to assume that we're in a waterfall or a once through the project type environment, where executing gets periodically re planned to refine the plant pin because that rolling wave Andi as you come to understand the content of the pin box, then you can move into saying to yourself. Actually, I see how to apply this in, for example, a scrum based environment. There are many tools and techniques within the Pym bark that are useful to you. If you're in an agile context, they agile often renames things or pin Bach renames things. I think pin box men around for longer but adjunct. So will, say agile, renames things that are well known in other environments on by reading and understanding other perspectives on the same tools, techniques, etcetera, you get a broader understanding how to use them. Don't use them the way they are in here is a textbook. Use them the way that fits into your well. But to get through the exam, you do have to parrot them back to the examiners through the multiple choice questions in the way that they're written in here. That isn't how you have to use them. So now we have the whole story and we have a perspective. Let's actually go have a look at how those 47 processes interact with each other on will do that in the next lesson 5. L5: The Golden Key to the PMBoK-G The Whole Logic in One Picture: Now this bit is what we might consider to be the golden Key off understanding the project management body of knowledge. We're gonna take a very high level helicopter view across page 61 but we're gonna look at it in terms of how the process is fit together or have the activities of the protest groups fit together. Now his pictures not complete. There's a lot of detail that's not in it. And you shouldn't really worry about the fact that what I'm gonna go through here is going to fill a little bit like there's a lot of it. The reason lots of it. There's a lot more that you're gonna have to internalize as you go through the remainder Awful. This stuff in here So we're not covering it all here. But what I am giving you is a complete picture, so be complete in breath, but not in depth. One of the ways in which is not complete in depth is if you look at the top of the screen, you'll see that there is three bullet points there for project statement of work, business case and agreements, and we're actually gonna find the agreements. Is gonna come out or some of the processes right into the detail of this stuff. So agreements is gonna be left as a hanging reference. By the time I finished this description, I won't have explained it particularly. But you will find it when you start going through the pin book yourself. So there has to be some sort of trigger that causes a project to come into existence. On that, maybe a customer approaching you with a request for proposal statement work is the phrase that we've got here. It might be a business case being generated internally to the organization. The arrival of that trigger for the project starts the initiating activities that the stuff that's at the beginning off the Project life cycle on also the first of the process groups will be the first of the things we look at in the first phase of the Project Life cycle. On there, we've got 4.1. You don't need to know the numbers for the exam, but if I give you the numbers as we talk, it makes it first of all, for easy feat to find in the book. And secondly, it shows you what the structure of the book is on. One of your challenge is to start with is to start to understand the structure of the book . So Chapter four is integration. 4.1 is the first process or first activity within integration, which is developed charter on that process. The activity is specifically about creating the Project charter. Now, if I put the numbers on here, you'd be able to see that this was 4.1 point 3.1 the 0.3. But in their means, output. So anything that's labelled something, something three is gonna be an output. Anything that's something. Something to something is a tool in technique. I know nothing. That's something something one something is an input on. We'll find that things are inputs from one place where they were outputs from somewhere else, so they'll be in the book twice very often. The second case off reference in the book simply says, See the first case. But not always. There are a number of places where additional information is added in the different places . I have a spreadsheet with all that stuff in it, which I'm happy to share a copy off with you should you want it. So let's get this picture off the journey through the project well underway with the arrival of some sort of trigger, Let's say, an internal business case, which causes effort to be spent to develop the charter on the charter we might regard as then triggering 4.2, which has developed the project management plan, also confusingly called the PMP in very many places, but not to be confused with one of the two exams that we could be preparing for here. So the project management plan, which I'll show the internal logic of 4.2 shortly on how there are very many components to the project management plan. If you find it in the book, you'll find a big long list off items that are part of the project management plan. I want for it right now, but you could. That project management plan then causes or allows us to undertake the activities off 4.3 direct and manage project work on Look, I've added on the technicians profile of activity that we talked about when we were looking at Process Group construction or Process Group Focus. Because 4.3 is fundamentally where the activity off the technicians is under is being undertaken. It's also where the execute activities off page 423 are being undertaken. So that's things like acquiring developed team. However, the most important output for this part of our conversation from 4.3 is deliverables. Now, clearly, as the team go through producing the deliverables, they will be following the good practices of quality control. So buried somewhere in the understanding of what happens in 4.3 is all the quality control activities. But we should also note that these deliverables that we have here are not until they are somehow checked again with quality control known as to whether or not they meet their requirements. So as deliverables are produced raw deliverables, no qualification against that word there deliverable. But quality control is applied or control quality. The activity that applies quality control creates verified deliverables. That means those deliverables are known to meet their requirements or they're known to meet their specifications. That's a better phrase, because we're now gonna have to validate scope. We saw validate scope. Earlier, it was in the monitor and Control column off page 423 on validates scope delivers to US accepted deliverables. So quality control is about confirming that the deliverables meet their specifications or what we think is the requirement. And validate scope confirms that verified or correct according to the plan. Deliverables are correct, according to the customer, so validate scope is about acceptance off deliverables more than correctness of deliverables on. If we have accepted deliverables that at some point we can hand those over on that, the pin, Bach tells us, happens as a result of closing the project or the phase on. Then we get the final product. Also, this being transitioned into operational use, and we come to the position where the results of the project have been getting to deliver benefits. So he did you see the complete end to end journey from customer arriving with some sort of need, a statement of worker or a business case on the project, delivering to them what they are prepared to accept on receiving handover. So that's it. That's the whole book in a line of processing. Now there is clearly more detail that we need to add to this picture to expand what's in the book. But if you can internalize what's there, you've got one aspect of the journey completely defined now as direct and manage work, he's undertaking the technical activity. It will be creating work performance data, and also a change request will come back to change requests in a minute. Now what performance data is only generated in one place? But notice from the diagram here that it's going toe a myriad of places and noticed that all those places it's going toe are within the monitor and control page or column on page 423 validates scope through and then all the things with control in their name. So it comes from one place. Work performance data on goes to many places on the many places. Analyze that data. So, for example, control, schedule and control costs are where earned value management is being applied on. The result off that analysis of the data is to create work performance information. Now, work performance information is data in context. It's being analyzed on that work. Performance information is used by 4.54 point four monitor and control project work in order to create work performance reports now, every single one of the activities that I'm illustrating for you in this diagram. If we look in either its chapter 4567 exception or in Appendix A and I do recommend that you start with Appendix A has a statement like this one here that says Monitor and control work is the process off. Now you want to extract those 47 is the process off and understand them internalized what they say because those 47 small phrases are gonna turn up in exam questions. And if you have them up here as a story through the project, it will make life very much easier for you both in terms of understanding the book on through understanding the book. That's about letting internalizing logic, which is then, what some large subset of the questions is about. So work performance information is consolidated in 4.4 to become work performance reports on what performance reports are is the information that supports decision making, and it is also the information that's distributed so notice that we have managed communications in their 10.2 notice also, that we have things like control risk in this set of destinations for work performance reports on. We also saw that control risk was one of the destinations for work performance data and gave rise to work performance information. So work performance data is coming into control risk That will be work related information about risks. But to control risks. We need a much broader picture of the whole of the project, so we'll be also receiving the complete context of all other processes analysis of their data. Now that journey of work performance data to information to reports is one that once you get it straight in your mind, hopefully you've got it straight from this picture. Don't you have it straight in your mind that will also allow you to be in a strong position for answering questions because now you know the journey through the project for the deliverables. And you know most of the journey through the project for the tracking information that tells us what the status of the project is at any point in time and how we respond to it now. One of the components of responding to status data within a project is to know about the change requests, change requests come from the performance of the work. But they also come from the control activities where the control activities having analyzed the data to create information, suggests that there is something that we could do that is adaptive for corrective or per effective. So we get change requests created from these two places. There are other places that change requests get created, but they all around of in one place which is 4.5 integrated change control. So recognize work performance data created in one place, consumed in many places work performance information generated in many places consumed in one place and also change requests out. Put off many places, but only and input toe one place which is integrated. Change control, integrated change control then considers will we approve or reject those change requests on it creates and the only time something with the phrase change request is an output is when they are approved. Change requests. So you get changed requesters output from many places. They are an input toe. One place on that one place generates approved change requests. No. Every change request is necessarily approved, but off those are approved. This is the only place they come from and they go to a fairly limited number of places off which director manage work. That's our internal activities. One control procurement that's external activity on our behalf is another on change. Quote control quality is 1/3. This picture is not definitive. So there is a little bit more change information flow running around the project than is here. But now you have the whole of the control activities in place. The only thing that we haven't seen now is page 423 page 60 ones. Major column. Which is column, too? Before I looked put column to on this page, let's just put Column one in so developed charter you'll remember was in that first column on the only other activity that was in that first column was identify stakeholders so 4.1 creates charter. The charter, amongst other places, is an input toe. Identifying stakeholders Charter expresses our authority on the high level direction of the project, so that's going to tell us about who the interested parties or some of the interested parties in the project will be. On. That identify stakeholders leads to the creation of a stakeholder register Now, there are an enormous number of inputs and outputs between all the activities within the project management body of knowledge. You don't need to memorize the mold well, if you can memorize them all that really good, but you don't need to. And it's a lot of effort for food increasingly diminishing returns as you get into the finer and finer detail. But if you remember where things like charter project management plan, work, performance data, stakeholder register risk register are created on the bits I haven't quite shown yet, which of the three baselines off cost time and scope, then you'll be a very long way towards knowing the core of it. Most of the rest of the inputs and outputs are just a bridge between two activities, so I'll put those on the diagram very shortly. Let's now venture for the first time into page 420 threes. Second column, I think when we covered earlier, I said, You notice that in that column you've got a 5.1 on the 6.1 in the 7.18 point one all the way down to 13.2, which is the exception on all those 0.1 processes activities I should call them. All those 0.1 activities are create the something management plan, so create the scope management plan. Create the quality management plan. Great the HR management plan. So the point ones Airil and the 13.2 Orel create the plan now that plan in this contact might better of being called either strategy or policy. It certainly shouldn't in your mind be I be something that you're identifying with a schedule. So 5.16 point 17.1 are creating the ways in which, or the description off how we will be in control off this area. So things like the scope management plan is going to say things like, How do we manage scope? How do we confirm that we've got the scope captured? And how do we generally keep on top of having a good description of scope, which will then be an Oscar baseline Now the pin Bach, As I said, Teoh in previous conversation in previous lessons, was not written with an agile mind set but is perfectly happy in terms of it. Your interpretation to fit into an agile context so having not been written from an agile perspective, the pin, but really rather starts with the idea that we define scope and scope, then drives time and cost. Where is in an agile world would, perhaps, at an end point, provide some resourcing on do as much off the scope as it fits. Within those constraints, the pin baht makes the assumption that scope is the driving factor. So the pin Bach would expect that having received the business case, all these project statement of work and having identified the charter, we would then start to understand scope on. If I had room, I'd have written all the words in the in that box for 5.23 and four. Remember, you don't need to remember the numbers, but 5.2 is where we go and gather requirements. And that is what the people want. And that doesn't necessarily mean it's deliverable, that it's practical that those requirements aren't contradictory. 5.3 then says let's bring those requirements to a scope statement, which has identified the contradictions and as much as politics allows, removed them and then 5.4 says, Let's turn that statement of scope into a work breakdown structure. If in doubt in the answer to a question allows you to say work breakdown structure, it's probably the right answer. PM I think what breakdown structure is the center of the world. If you're in an agile environment, you might just pull a product back. Look, uh, the work breakdown structures, despite the fact that its got this strange word that beginning work is a product oriented expression of projects scope because there's no work in a work breakdown structure that's gonna come when we look at the stuff. That's number six, which is which is next. So notice 5.25 point 35.4 of runners a sequence they've gone. What do you want? Let's agree what makes sense for the project. And then let's model that in a good expression, off scope and the attributes of scope that will eventually be fine defined the definition of Donald or the exceptions criteria conditions of satisfaction on the combination of scope , statement, work, breakdown, structure and work breakdown, structures, dictionary or definition of done. If you prefer, forms a scope baseline now from pinball perspective. When we got scope baseline we can then start to consider the shed your baseline on in corrupt. Constructing the schedule Baseline. We first of all need to know our activities. That 6.2. So when we got work breakdown structure which ends at work package weaken further break work packages down. You might think this is a sprint planning meeting. You can further break a work package down into the activities required to deliver that result. And if you're doing that, you can do the 6.4 bit, which is to consider the resources that you'll need in order to do that work. So 6.2 and 6.4 fit together as a nice pair. What are the activities and how much resource do we need? And then 6.3 and 6.5 also fit together with a nice pair because 6.3 is what are the interdependencies between the bits of work like if you're gonna build a house, do the roof after you've done the walls on six point that 6.3 dependencies and 6.5 is what's the duration? So 6.3 is estimating resource needs 6.5 is estimating durations. When you get there, you'll find that 6.5 has a lot of tools and techniques for different estimating approaches on. We might consider that some estimating approaches are useful early in a project. When we know very little, they give us an indication that there no, perhaps terribly precise on other estimating techniques are useful later in the project because they give us great deal more precision. But they require more input data to arrive to process the input, this process, the estimate. They're more expensive, But that precision might be worth while spending the time and effort on now the creation of the scope Baseline Sorry, The creation of the shed. Your baseline also creates something else, which is the project schedule. So I got two items here called schedule ones. The baseline. That's the agreed signed off any change control and the other is the project schedule, which is the day to day management tool. And they might be some variation day to day against the project schedule. But variation against the baseline will require change control. Now we got two out of three baselines, so the next one if we know the resourcing being used in the durations. We can now understand both the costs per time on the costs over time so we can get the cost , cash flows, we can get the budget. And if we've got the budget across time, we've got the cost base line on. Now we get to the point where it shows the limitations of a two dimensional diagram because the next thing I'd like to put in here is ALS, the risk management Chapter 11 of the Pin Bach, so that some that's somewhere about there notice I put little black marks on the edge of my pages so I can find the chapters quickly. And that's 13 12 11 There. Obviously risk management as a set of activities does not start after you've done all the rest of the planet. In fact, it ends concurrently with the other planning, and it starts concurrently with all the other aspects of planning. So my diagram here shows 11 2345 six as happening in a space where I could fit on the page . But that's not actually how it happens in time perspective. So as I do develop charter, remember that page had the bell shaped curves on it and said that once we start doing chartering, we can start doing some planning. As we start doing some planning, we can start doing some executing on. We should recognize that even though where theoretically, in column one off page 423 we're still thinking risk. So risk is concurrent with everything else risks. Another Got another slight, um, cheat in the 11.6, which is the control risk activity is a rerun off all of the 11 2345 staff, which is 11.1 is planner. You're gonna do risk. 11.2 is identify risks, something we don't do once and forget we do constantly. 11.3 is Consider what those risks mean to us in analytical toe in non numeric analysis terms. Its qualitative assessment on 11.4 is quantitative assessment where we're going to use arithmetic. We're gonna use mathematics schedule risk analysis, for example to analyze our risks. 11.5 is then to consider the responses that we could take. An 11.6 is toe, then control the risks by responding to them. Although during planning, what we're doing is thinking which risk responses do we want to take an embed those into the plan? And then when we get into executing 11.6 is doing all off what I've just described as being relevant to 11.234 and five constantly throughout the project. And now you have. Notwithstanding that I've left out some details. Now you have the whole book on a single page. Now you may consider that this diagram is worth be worth. While being something that you can draw from memory. You definitely want to be able to draw Page 61 or for 23 from memory. When you sit down at beginning of your exam, I'll take you through some of the nuances of preparing for your exam a little later in our conversations. But drawing page 423 out when you sit down in the exam room, both so it calms your nerves, but also so you have that reference diagram in front of you with things like Here is where the baselines get created. Here's where the work performance data gets absorbed. Having that in front of you during the exam when you've got a question that has taken the fact of the pin Bach and warped and twisted them in tow away, designed to make you think in order to demonstrate your understanding, you definitely want to do all that diagram where there are not you draw this one. I don't think it's quite so valuable, but using it to get your initial understanding is, of course, critical. So that was a long section. You probably need to go through that more than once, draw some breath on, then come back and look at the next lesson, which will take us through some further considerations. 6. L6: Now We've Seen the Whole, Time To Look at Exam Application & Structure Guides : so welcome back of you looked at that last page a couple of times. Now can you see that we have 10 knowledge areas concurrently active there, grouping activity by similar concern, like risk and procurement. And that's running through the five process groups off across the four project life cycle. Time frames off, starting, organizing and preparing, carrying out the work closing on. We have a profile of activity that has initiation at the beginning of every Faisel stage on closure at the end of every phase or stage. Although the bulk of the initiation is the beginning of the projects and the bulk of the closure is at the end of the project on, we have a repeated cycle in the middle. That may only happen once off, execution to plan. But if they planning and executing happen of multiple times, then Pin Bach would call this either continuous elaboration or rolling wave planning. So that's consolidated. I hope the activities for the whole of the book in a way that you can grasp and understand . We can see that at the beginning of the first phase, we would produce the project Charter I mentioned to you earlier that four is integration point wine. These produced charter 40.0.3 is output 4.1 point 3.1 is the first output of that process is the charter. When we come out of organized and prepare, we will have produced the project management plan. But we will have also have reconsidered because organization and preparation had approvals on authority. I activity that initiating activities, process group activities that beginning. We'll also have made sure that the charter is still relevant to us. When we get to the end off, carrying out a phase of work will have some deliverables that can be transitioned to. The customers will have deliverables that have been produced by 4.3. They've been verified by bioscope verification. They have bean then accepted by it. So they've been verified by quality control or control quality, that being accepted by scope, verification and the customer, and they have been transitioned by closing activity on. At this point, we may refresh the project management plan because there's more work to go. To be done in a subsequent chunk of subsequent phase on will refresh the charter or we may have a very little left to dough simply to close out the project. Now that's the factual stuff about how to interpret the book. There's another perspective that I ought toe raise with you, which is that you need to apply for the exam on. If you're gonna go and apply for the PMP exam, then you need some prerequisites. You need a degree of education on experience, or you need lots of experience and less education. If you're going to apply for the 35 associate in Project Management, then the resin entry route that requires only experience on there's an entry route that requires only classroom training. So there are many websites that tell you you can't take the C A P M without some training, and that's not actually true if you've got something in the order of about 10 months of full time project management experience. But the handbook that isn't either of the ones that I'm illustrating for here, but I'm going to illustrate very shortly. The handbook lays out for you explicitly what you need. Its 1500 hours, but a standard sort of 20 day month seven or eight hours a day is turning in 140 to 160 hours a month. So if you've done about 10 months of project work, then you qualify for the C A P M entry criteria without doing any training. If you're gonna do the PM picks and then you are actually required to have attended 35 hours of training and you need a number of thousands of hours off projects experience depending on your educational background, both see a PM and PMP have to relevant books. Now the two that I've just taken the front covers off off the screen here, express the exam design or the exam content outline. First of all, they tell us the breakdown of questions across the clipping book. So if we know for example, PMP could done this conversation with the C A P M. But if we know the PMP is 200 questions and we know that 13% of them are going to come from initiating, then we can immediately tell that there will be 26 questions somehow based around the initiating activities within. But he project management body of knowledge on, by looking at the exam guideline for the exam content description on knowing page 423. We know there are two processes. There are eight tasks here listed on the page on there are five specific knowledge or skill areas within it initiating. So now we have eight plus two plus five. We've got 15 chunks off study thought for 26 questions, so I'm going to say very crudely, that's a 2 to 1 ratio. This is a good place to put some study effort in because there are other places in the book where the study to rip. It's a question, right? She was about 1 to 1. So you get less by bang for your study, our there, and there are places where it's 3 to 1. So you really do wanna study quite strongly in those areas. You'll see it when you go and look at those handbooks. Now, if I take you through the handbooks in this sort of context, I'm not doing anything that you couldn't get by reading those handbooks. If you go, If you're looking at training courses and they're not telling you where to go and get those books off the pier, my website, they're reinterpreting for you. Then they're spending more time than you to spend on the dropping detail out, probably that you might otherwise have found useful. What I think is useful is if you look at the tasks that are here on, if I just highlighted, pick out some words here. I'm not gonna dwell here cause I'm gonna do it on the next slide. But if you read through these tasks, you could. There's all these cross cutting skills, nothing more really say about those. But those little tasks I just highlighted on the previous page add up to be a story line for the Initiating Process group. So the Initiating Process group the tasks and skills that was on the previous page had up to gather information. And if I told you a little bit more about what's happening in 4.1 and 13.1, you'd have seen that the tools and techniques in use there are meetings, interviews, workshops and analytics. So we're gathering information using these tools and techniques on stakeholder parent interests, using stakeholder identification and analysis grids. We're analyzing the feasibility off expectations where considering business case benefit analysis, Onda corporal, strategic alignment versus the high level risks, assumptions and constraints on we're doing on assisted development to secure approval to the project Charter. In theory, the project charter is created by the product sponsor outside the project, In reality and in the PIN box. Expectation, the project manager may actually help or produce the document, but the approval is always from external from the project, not from the project manager. So if you know the exam handbooks description off the tasks as they fall across page 423 you could write out the story. That's all I've done. I just copied the words off the previous page. To put it into this narrative, we can also a process group level. Ask the question. What's what's coming in? What's being used as tools and techniques? What's going out? So here we've got inputs, tools and techniques and outputs on If you combine that with the expression off, those is statements that I said to you gun. Look at them for every activity. We've now got a reference summary that tells us 26 questions from two processes. Eight Task, five skills. We got a relative bang for the buck from our study here of almost of about two better than 2 26 to 15 is the ratio. So that's something I suggest is useful to you in terms of planning this project of succeeding. 7. L7: Another Exam Question to Illustrate How Easy the Exam is (With Appropriate Preparation): So how we doing? I am giving you a lot of information. I'm giving it to you quite quickly. I hope that you're beginning to feel that while there's a lot of it, it's somewhat overwhelming. Perhaps it does actually make sense through some logic in here. So I hope you're feeling that the journey is beginning to make sense on that. Being ready is actually know intellectually, very difficult, so but it is a slow is like going on a long walk. It takes a lot of effort, but nothing about it. Terribly clever. So one of the recommendations I have for you is now that you're at this point guard, book your example now you might want some help with filling in the exam application. Think forms. That's again something else we could talk about offline from the training dimension, perhaps through the community that the course structure provides us with. I suggest that you book your exam for something like 3 to 6 weeks ahead longer than that, and it's a big slope to keep all that knowledge constant current in your mind. Unless than that, and you're probably having to work very hard. You may be having kids or or some other former life. If you're gonna do it in less than three weeks, I do do life classes for PMP exam pregnant and pretty much every time I run a class, somebody says my exams booked for Monday next week on I got a lot of respect, but also a lot of sympathy for folks who say, I'm gonna come on the course. I'm gonna work solidly this week, perhaps that they're away from home. I'm going to study hard at the weekend, and I'm gonna do my exam on Monday on. I think there's a lot of credit, a lot off validity in the approach, but it's also pretty tough way of doing it on three weeks is probably a little bit more sensible. So there are probably other aspects, like the application form on other aspects of studying the book that will be useful to you . And if you let me know what they are, then I'll think about putting together some course materials around them in the same sort of vein of this may maybe an hour or 40 minutes or something that focuses in on on topics. If you're booking your exam. Then I suggest you Should you your study, If you let me know I asked. May I have a preparation diary that suggests the milestones that work backwards. You can put your own timeline against that. So treat this is a project set yourself up in en pointe a target final delivery of PMP certification All celebration on, then work backwards. One of the internal deliverables you need, like your ability to write out page 423 from memory. Like your ability to annotate that page with the major inputs and outputs like your ability to write down the formulas from memory theon value formulas, for example, much easier to cracker and value questions if you got the formula in front of you because they tend to give you half the information backwards. If you can slot into the formula, you can see what's missing on there for what you need to calculate. But you can only do it if you dump it from out of memory, so you need to write revision aids. For those so so far, we've pretty much covered Page 423. You need to have major inputs and outputs you need maths and formulas. I've all already said, I know there are loads on the Internet there only useful to you if you download one, read it. Shut your eyes, open your eyes with it to one side, write it out and get the whole thing. After five attempts written out on your own, they're not useful to you in terms of taking somebody else season, right? I've got math sheet now. What you actually want need to do is say, I can create a matter. That's why the Internet awash with these things because everybody has ever created ones published it, but it's being able to write it, not read it. That is your exam preparation. So I'm gonna give you another question. Now. This one illustrates how understanding the book makes, answering the questions really easy. So it's got a few more words in it than perhaps you'd like. But it's not as long as the last one is gonna be on the time Pressure. 72 seconds. Here you go. Well, how did you get on with that? I hope, but you looked at all those words and said I gave us a technique. Previously on The technique that gave us previously was to read the last sentence. And I'm sorry that this time I have given you a question where reading the last sentence doesn't work because it says while all this is going on, where are you? Which means that you need to know where you are, but equally now I'm going to decode it on. I hope you're going to see that this is actually a really easy question because it tells us that the Cost Performance index, his 1.1 and I said to you earlier that earned value is in control costs. So if we're in control costs or control scope has got control in the title. We must be in the monitoring control column. So if we got one process with control in its name, we're gonna have another one with controlling its name for a procurement. So this was actually a really, really easy question if you could do the mapping that said so. They're just calculated cost performance index. So they're in control. Something on they want to know which. But procurement we're in where we must be in a control. In fact, they could have asked me about any of the knowledge areas on, the answer would have been controlled. So that was a really easy question, although it didn't succumb to the technique that I gave you previously, I read the last line, but it did succumb to the technique off No page 423. Here's some thoughts about the questions In total, the questions are largely tough. There are some easy ones. Your exam will be balanced in terms of the number of hardened tough questions. Although I do remember a guy in Saudi Arabia, Chris, who wrote to me after he takes his examine, said. My first dozen questions orm or every single one of them. I looked out and went, he said. I did have easy questions after that, but it was shaking my confidence when I'd had a dozen questions in a row, right at beginning that I didn't know what the question was about. So you will have tough questions. You will also have easy questions on. It's really nice if you get three or four easy questions. The beginning of the exam is really horrid if you get a dozen tough ones. Some of the questions are going to be long unworthy. I speak English from a British perspective that the exam is perhaps not written by somebody who has my grasp of grammar. Not that mine is good, but some of the questions they're gonna have. Poor grammar. I think it's deliberate. Questions will definitely have irrelevant data. They will mention tools and techniques that you've not come across ever before. Anywhere they might even be really tools and techniques of project management. Potentially, and they might not be the dummy 15 cap amore dummy. 25 p. M. P. Questions. So you just have to get over the fact that the questions in the exam are tough and some of them are unfair. But some of the Mara are plain and simple sailing on a I'm not sure if I've said it yet, but I'm gonna say it now. The key to passing either of the exams to get hold off lots of practice questions on do practice Now, Good practice question is one that has an answer rationale that tells you why the wrong answers were wrong and why the right answer was right on. Does it? For every answer of every question with a meaningful description rather than just see section 4.3 of the book. That's useless. What it needs to say to you is the stuff like I've just said, which says things like, If you do, if the CPI eyes is being calculated, then you're in a control process. If you're in a controlled process, then all the other processes around you're gonna be controlled as well. The other thing that I'm going to say is Get yourself some good study materials. This thing is not complete coverage off what's in the exam. So it's enough to pass, but it's know everything that's in the exam. I'm not sure I really want to admit this, but there is actually quite a lot of good stuff on places like Wikipedia. If you look up things like conflict resolution approaches, Wikipedia will will throw up for you, Blake and molten and things like that. So, yeah, lots of resources out there. The other thing I'm going to say is, don't go out and get as many resources as you can. You just haven't got enough time to study them. The pin Bach. If you haven't got anything else, maybe maybe one of the books, like Kim held Mons. That was the one I used when I did mine. I recommend that, but don't get umpteen. Study aids Every time you get a new study aid, it's another 500 pages to read. Can you read 3000 pages now? So I suggest actually, now that you've gotten understanding how to read the pin, Bach read the pin Bach and then do study questions. And that's probably close enough to what you need. I run study sessions. If you want to contact me, we can arrange some study social. 8. L8: Resources on PMI.ORG and Your Preparation Project: the other bits of key information I've told you about the to handbooks and factor of four books, depending on which exam you're gonna do, you need a pair of books. So if you go to the website www dot PM I Door or if you don't go to dot com, you'll turn up Philip Philip Morris cigarette company. If you If you go to dot old, then you'll turn out Project Management website on the PM Eyes website. There will be a heading for certification. It won't look like this page here because they change it quite regularly. They change the graphic quite regularly, and it changed the rest of the content, but they change its layout on. You'll find a number of qualifications, but the two that were interested in here will be listed if you click on those or open a lower level page for you, where you will find the download information on, there will be two things that you want to download. It doesn't matter which one you go for. It will be two things that you want to download. One is the exam outline. On the other is the credential handbook, so which have a qualification you're doing. Download those two resources. Neither of them are particularly long. Both of them contained stuff that it's worth your while knowing if you if you get caught training course materials from somewhere. And this stuff is not referenced. If it's reproduced great, well, that's probably not worthwhile. But if it's not referenced, then do be a little bit dubious about whether or not you're getting good guidance, particularly if you're getting guidance. That's just basically reading the pin back out to you that that's really bad because it is dull on its no easily assimilated. So there are those two sources of guidance, and I would combine that with some advice here, which I've said probably quite a lot of already. Practice writing out table a 1.1 or or table three points 3.1 if you prefer. That's the same data in different places. Compiled the details of input, tools and techniques and outputs for at least the major inputs and outputs on the tools and techniques of the major activities, which I would suggest you are mostly column, too. Off page 423 on the trail of change requests And what performance data? Andi Perhaps we might also include in their things like risks. Definitely the deliverables. So ensure that you have a good solid graph off baselines and deliverables, work performance data, information and reports and change requests. Compile a list of formulas. We'll get to the point where you could dump those from your from your head. The earned value ones, which make up most of the formulas, are really easy. If you have somebody guide you through how to do that again, that's something that I can help you with. If in the community section for the course use the 1st 100 people are clamouring saying, Hey, I really need help with their value Then I'll put some on value notes up in another course . I think we could probably cover on value in 30 to 40 minutes, to the point where where you're very comfortable to actually say, You know what, I should be using this in my projects in future. Forget going to an exam with it. I can actually use it for real in my projects. So a little bit more that you could put into that community section, it would be really nice if you introduced yourself. Um, I've put some notes there. Simon. I live in Edinburgh, in Scotland. Um, did it, uh, go have a look. You should You could be telling me. Do you know have to calculate, float pert? And do you know what the different options for conflict resolution are like? When is each one best? Do you know about hurts Burger, Maslow and room And those people Can you decode PDC a que peaky zq, etcetera The difference between the V m and E M V an NPV and PV in an e v sense. And have I just spoken to many initials for you? Toe toe. Continue living with this topic. If you've heard things about the PMP exam in terms of folklore that are worrying you, you might also raise those questions. If you see people making comments and saying I've heard this about the exam on, you've got a perspective on that and share your perspective. Build a sense of community network with other people who are also looking to take the exam bounce, ideas and frustrations on DSA excesses off each other. Ask your questions and let me know what topics you need coaching in. I don't think this slide right says good luck. You don't need luck, but you do need application, so use the course discussion mechanisms. Answer each other's questions on Let me know how you get on. I particularly want to hear when you've passed. Thanks very much for spending your time with May on. Let me know what other topics you think I could usefully cover for you on. I'll implement those suggestions that get the most mileage from other people on Do. You might also look out for the stuff that I do that is beyond PMP is to say, now I got my credential. How did it actually run projects in the politically rich, irrational real world that the pin Bach does really tell us how to deal with if you know how to read it? So that's May. Thanks very much, Chow