PMI-isms

PMI-isms for the PMP and CAPM Exams

  • Value is the ultimate indicator of project success. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 34)
  • A project may be terminated if the project or its stakeholders are no longer aligned with the business need or the project seems unlikely to provide the intended value. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 35)
  • A project rarely performs exactly as initially planned. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 56)
  • Focus on outcomes rather than deliverables. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 57)
  • Stakeholder engagement activities start before or when the project starts and continue throughout the project. (PMBOK® Guide, 7th Ed, Ch 2, Pg 10)
  • Recognizing demonstrations of innovation, adaptation, service to others, and learning in real time can keep the project team and individuals motivated. (PMBOK® Guide, 7th Ed, Ch 2, Pg 21)
  • Project team members who feel empowered to make decisions about the way they work perform better than those who are micromanaged. (PMBOK® Guide, 7th Ed, Ch 2, Pg 22)
  • Leadership skills are useful for all project team members. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
  • Project vision is a powerful motivational tool. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
  • Much of the work done on projects is aligned with intrinsic motivation. (PMBOK® Guide, 7th Ed, Ch 2, Pg 24)
  • Tailoring motivation methods based on individual preferences helps to elicit the best individual and project team performance. (PMBOK® Guide, 7th Ed, Ch 2, Pg 25)
  • Not all conflict is negative. (PMBOK® Guide, 7th Ed, Ch 2, Pg 29)
  • Communication is the most important factor in engaging with stakeholders effectively. (PMBOK® Guide, 7th Ed, Ch 2, Pg 64)
  • Only measure what matters. (PMBOK® Guide, 7th Ed, Ch 2, Pg 66)
  • For smaller projects, a detailed project management plan will be inefficient. (PMBOK® Guide, 7th Ed, Ch 2, Pg 67)
  • Frequent demonstrations of increments of the product or service, interim designs, or proof of concepts can surface threats and opportunities. (PMBOK® Guide, 7th Ed, Ch 2, Pg 127)
  • Addressing risk at weekly status meetings ensures that risk management remains relevant. These meetings can be used to identify new risks as well as identify changes to existing risks. (PMBOK® Guide, 7th Ed, Ch 2, Pg 127)
  • Project success is dependent on effective communication. (PMBOK® Guide, 7th Ed, Ch 4, Pg 157)
  • RACI can be used as a communication tool. (Business Analysis for Practitioners: A Practice Guide (PMI), Ch 3, Pg 64)
Last updated: September 29, 2024