Step 1
PMP Mindset & Fundamentals — Illustrated Study Guide
Full notes for every topic, plus a comic-strip recap and a 50-question practice quiz — all in one place.
Mindset Stakeholder
- Continuously identify and analyse stakeholders — not only at the beginning of the project.
- Engage stakeholders regularly via varied channels.
- Use emotional intelligence to assess and respond to stakeholder needs.
- When issues occur with one person, address them with that person only.
If one person is causing a problem, meet with them and analyse the reason. Do not confront in front of others.
- Document all impacted individuals as stakeholders, even if their involvement is indirect.
If someone is impacted positively or negatively, they are a stakeholder.
Exam traps to avoid
- Don't dismiss customer requests prematurely — evaluate each one carefully.
- Don't do nothing when someone has asked for something.
Visual recap
Mindset Change Management
Traditional (Predictive)
- Follow the plan — do not allow changes without an approved change request.
- Whenever you can, follow the process.
- Any change to the PM plan must follow a detailed change management plan.
- Any stakeholder requesting changes to the project management plan must submit a change request.
- All change requests must be reviewed and assessed.
- Scope changes should be assessed for their impact across all knowledge areas.
- Never implement a change without assessing it first.
Agile
- Change is welcomed and managed through backlog prioritisation and sprint planning — rather than formal change control.
- Only the Product Owner can add to the product backlog.
- Changes flow through direct collaboration with the Product Owner, who prioritises requests in the product backlog — no formal change request documentation needed.
Visual recap
Mindset Decision Making & Problem Solving
Traditional (Predictive)
- Never act without a plan. Planning is done once for the entire project.
Agile
- Embrace iterative planning — plans are created just in time for each sprint.
- Planning is done just before each sprint, in the sprint planning meeting.
General principles
- Consult the team before making decisions — they often have practical insights and expertise.
Don't act alone.
- Choose actions that best serve project objectives and deliver the highest value to stakeholders.
- Understand the root of a conflict before resolving it.
Don't attempt to resolve a conflict without understanding the main cause.
- When an issue happens, enter it into the issue log. Check the risk register for responses to issues.
When confused, refer to
- A Subject Matter Expert (SME)
- Lessons learned register from past projects
- Organisational Process Assets (OPA)
- Always consult and investigate before acting — especially when the question asks what the PM should do first or next.
- Never choose to fix an issue without analysing that issue first.
- Show progress through tangible outputs, such as an MVP or prototypes.
Escalation
- Resolve issues at your level. Don't go asking the sponsor or a senior stakeholder to help solve project problems.
- Escalate only for approvals or authority limits.
Visual recap
Fundamentals
Fundamentals Core Definitions
1Project
- A temporary endeavor in a unique context, undertaken to create value.
- Can be part of a larger program or portfolio.
- Has a definite start and end date.
2Project Management
- Application of knowledge, skills, tools and techniques to project activities to deliver intended value.
- Project goal is to deliver intended value and satisfy stakeholder needs.
- The PM should make decisions based on value.
3Value
- Excess of financial and non-financial benefits over an investment, gained from achieving the goals of the project, program, or portfolio.
- Value can be financial (ROI, profit) or non-financial (social impact, satisfaction).
- Different stakeholders define value differently — an organisation may find value in business results, while customers focus on usefulness and convenience.
- Value delivery system: all the business activities an organisation uses to create and deliver value.
Tangible vs Intangible value
- Tangible: monetary assets, productivity, profitability, market share, etc.
- Intangible: goodwill, acquired knowledge, brand recognition, etc.
4Program
- A group of related projects managed in a coordinated way to achieve project goals that would not be available if managed individually.
- Must add value.
- A project may or may not be part of a program — but a program will always have projects. Big projects are broken down into smaller projects.
5Portfolio
- A collection of programs, projects, and operations grouped together to create maximum value.
- Exists to achieve strategic (long-term) objectives.
- Many projects and programs are broken down within it.
6Operations Management
- Ongoing work — there is no end date.
- Deals with the ongoing production of goods and services.
Visual recap
Fundamentals Program vs Portfolio
Program
- Group of related projects
- To achieve project goals and add value
- Big project broken down into smaller projects
Portfolio
- Collection of projects, programs and operations
- To create maximum value
- Many projects and programs broken down
Visual recap
Fundamentals Project: Phases, Deliverables & Lifecycle
A project encompasses
- Phases, lifecycle, governance, stakeholders, PMO, OS (organisational structure), constraints, focus areas
- Enable changes: a project can be a vehicle for change in an organisation — it takes a company from its current state to a desired state.
- Phases: a collection of logically related project activities that result in the completion of one or more deliverables. All projects have phases/a lifecycle, and phases are created by the project manager.
- Deliverables: a unique and verifiable product, service, or result — tangible or intangible — that must be accepted by the project sponsor or customer. There must be a deliverable at the end of every phase; if the sponsor/customer doesn't accept it, the team keeps working.
Lifecycle types
The phases a project must go through, from start to finish. Can be predictive, adaptive/change-driven, or hybrid.
Predictive
- Plan-driven
- Traditional / waterfall
- Scope cannot change
Change-driven
- Agile, adaptive
- Iterative, incremental
- Scope keeps changing
Hybrid
- Change-driven and predictive
- Product is designed — Agile
- Product is developed — Predictive
Visual recap
Fundamentals Project Constraints
Scope
Schedule
Cost
These three together form the Triple Constraint.
Risk
Quality
Resources
Don't forget
- Customer satisfaction is very important — it sits alongside all the constraints above.
Visual recap
Fundamentals Process Groups (Focus Areas)
Page 9 of the PMBOK Guide — download the 49-process document for the full detail.
1
Initiating
Authorize the project/phase using the project charter, and identify key stakeholders.
2
Planning
Create the plan — strategies, scope, schedule, budget, risks, and communication needed to guide the project.
3
Executing
Doing the work — manages the team and stakeholders, and ensures deliverables are produced.
4
Monitoring & Controlling
Track project performance, compare results to the plan, manage changes, and keep the project on track.
5
Closing
Formally complete and close the project or a phase.
Visual recap
Fundamentals Project / Performance Domains
Governance
Project is authorized, aligned with org. goals, managed effectively, and formally closed.
Scope
Defines the work included in the project, manages requirements, controls scope changes, and confirms deliverables are accepted.
Schedule
Also referred to as Time. Plan, develop, and control the project timeline to ensure work is completed on time.
Finance
Plan, estimate budget, and control project cost to keep project finances on track.
Stakeholder
Identify stakeholders, manage their expectations, and engage and communicate with them.
Resources
Plan, acquire, lead, and control people, equipment, and materials needed to complete the project.
Risk
Identify, analyse, plan for response to, and monitor project risks.
Visual recap
Fundamentals Product Management vs Project Management
Product Management
- Strategic planning, development, and lifecycle management of a product or service.
- Involves understanding market needs, defining product strategy, gathering requirements, and overseeing product development, launch, and ongoing optimisation.
Project Management
- Successful execution and delivery of a specific project within a defined scope, timeline, and budget.
- PMs are responsible for planning, coordinating, and managing activities, ensuring the project is completed on time, within budget, and to the specified quality standards.
Key relationship
- There are many projects within every single product lifecycle.
- The Product Manager works closely with the Project Manager, translating product strategy and roadmap into an achievable project plan.
- The Project Manager oversees execution of those plans, ensuring the product is developed, tested, and delivered according to the defined specifications.
- Project management is part of product development — just one component of it.
Visual recap
Practice Time
Recall Memory Quiz
Straight recall — definitions, order, and facts straight from the notes above.
Scenario Case Study Quiz
Situational judgement questions in the style you'll see on the real PMP exam — apply the mindset, not just the definitions.
Mixed Bag Mixed Bag Quiz
A final round pulled from across every topic above. Get one right and move on — get one wrong and you'll see why.