This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications. Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization. Registration Link: https://bit.ly/42iE5rJ

1. Everything You Should Know About
PMP® & CAPM® Certifications
Seshne Govender
vCare Project Management Session - 7
www.vcareprojectmanagement.com

2. I am the Founder and Director of Fundamental Project Management, having over 15 years of
experience as a Program and Project Manager managing numerous large successful deliveries
with complex IT components in the Financial Services, Telecommunications, and Retail Sectors
of South Africa. This journey has provided me with invaluable experience in the Project
Management career path.
Started my career as an Engineer, studied Chemical Engineering in South Africa. Within a short
time, found my passion in projects in the Banking Industry. I have worked in diverse roles such
as Process Engineer, Business Analyst, Project Manager, and finally, Program Manager: A
career that provided joy to me for many years.
A certified Program Management Professional (PgMP)® and Project Management Professional
(PMP)®, which were invaluable in my Project Management Journey.
I am passionate about training, coaching, and mentoring people along the Project Management
career path.
Successful Program Manager, Project Manager & Trainer
Seshne Govender
Project Management Expert

3. PMP® & C
APM® Certifications
Exam Preparation - Practice Questions
Session - 7

4. Key Takeaways
Session 1 to Session 6 Recap Refresher
CAPM® & PMP® Exam - Formulas
CAPM® Exam Preparation - Practice Questions
PMP® Exam Preparation - Practice Questions
Frequently Asked Questions
Upcoming Session Roadmap

5. SESSION - 1
CAPM® & PMP® Certifications
Eligibility,
Timeline,
Maintain CAPM® &
PMP®certification
https://youtu.be/XG-biVv6VnM
RECAP

6. EDUCATIONAL BACKGROUND PROJECT MANAGEMENT EXPERIENCE
If you have a four-year degree
If you have a high school diploma or
associate degree
You will need 36 months of experience
leading projects within the last eight years. In
addition, 35 hours of project management
education/training is required. If you have
the CAPM® certification, then this can be
used for the education.
You will require 60 months of experience
leading projects within the past eight years.
In addition, 35 hours of project management
education/training /CAPM® certification.
PMP® EXAM CRITERIA
EDUCATIONAL BACKGROUND
Have a secondary degree, such as a high school
diploma, GED (general educational development),
or global equivalent
C
APM® EXAM CRITERIA
Have at least 23 contact hours of project
management education completed before the
exam (PMI’s online Project Management Basics
course can help fulfill this requirement)

7. TIMELINE CAPM® & PMP®
DATE OF
PASSING
1 YEAR
Application
Submission
90 DAYS
5-7 DAYS
Application
Completeness Review
Audit Process
24 HOURS
Credential Maintenance
3 YEARS
Certification Cycle
Exam Window
Application Payment
Process
SCHEDULE EXAM
(if your application is selected)
You have 90 days to complete the
audit process
(Max 3 attempts during this
1 year)
(Your certification cycle begins
the day you pass the exam and
are bestowed the credential )
(You are required to earn and
report 15 PDUs for CAPM® & 60
PDUs for PMP® - within this 3-
year cycle )
Source: PMI CAPM® & PMP® Handbook

8. MAINTAIN YOUR
CAPM® & PMP®
CERTIFICATION
Credential Maintenance 3 YEARS
1 YEAR
Credential Renewal
Credential Suspension
15 PDUs - CAPM®
60 PDUs - PMP®
Credential Expiration
SUSPENSION
Occurs on the third anniversary of the day you
passed the exam if you have not fulfilled the
Continuing Certification Requirements. Until the
certification is renewed, you are unable to use the
CAPM®/PMP® Designation
(You are required to earn and
report 15 PDUs (CAPM®), 60 PDUs
(PMP®) - within this 3-year cycle )
You can complete the renewal process
once you have earned and reported 15
PDUs (CAPM®), 60 PDUs (PMP®) per the
requirements and submit renewal fees
After Credential Expiration
Occurs at the end of your suspension period if
you did not fulfill the Continuing Certification
Requirements toward credential maintenance
and renewal.
(Reapply} Source: PMI CAPM® & PMP® Handbook

9. SESSION - 2
CAPM® & PMP® Certifications
Application Process
PMP® &CAPM® Total
Questions
Exam Reference List
https://youtu.be/o6qPCzCsXVk
RECAP

10. FULFILL ELIGIBILITY
CRITERIA
COMPLETE
APPLICATION
APPLICATION REVIEW
PAYMENT
SCHEDULE EXAM
APPOINTMENT
APPLICATION
PROCESS

11. The CAPM® examination is comprised of 150 multiple-choice questions
Of the 150 questions, 15 are considered pretest questions
Pretest questions do not affect the score and are used in examinations
as an effective and legitimate way to test the validity of future
examination questions
CAPM® EXAMINATION QUESTIONS
135 No. of Scored
Questions 15
No. of Pretest
(Unscored)
Questions
150
Total
Examination
Questions
3 hrs
Allotted
Examination
Time

12. The PMP® examination is comprised of 180 multiple-choice questions
Of the 180 questions, 5 are considered pretest questions
Pretest questions do not affect the score and are used in examinations as
an effective and legitimate way to test the validity of future examination
questions
PMP® EXAMINATION QUESTIONS
175 No. of Scored
Questions 5
No. of Pretest
(Unscored)
Questions
180
Total
Examination
Questions
230
Allotted
Examination
Time

13. CAPM® NEW EXAM REFERENCE LIST
PMBOK® Seventh
Edition
Business Analysis for
Practitioners: A Practice
Guide PMI
Effective Project Management:
Traditional, Agile, Extreme, Hybrid
Robert K. Wysocki
The Agile Practice
Guide
Project Management
Answer Book, 2nd Edition
Jeff Furman
The PMI Guide to
Business Analysis
(December 2017) PMI

14. STUDY MATERIALS & BOOKS TO BE REFERRED - PMP®
Effective Project
Management: Traditional,
Agile, Extreme, Hybrid
Information Technology
Project Management –
Seventh Edition
Project Managers Portable
Handbook – Third Edition
Project Management: A
Systems Approach to Planning,
Scheduling, and Controlling
Project Management: The
Managerial Process
The Project Management Tool
Kit: 100 Tips and Techniques for
Getting the Job Done Right
The Agile
Practice Guide
Fundamentals of technology
Project Management – Second
Edition
Essential Scrum: A Practical
Guide to the most popular
Agile Process
Process Groups
A Practical Guide
PMBOK®
Seventh Edition

15. SESSION - 3
CAPM® & PMP® Certifications
Domains
Tasks
Understanding
PMBOK® Guide
https://youtu.be/9lLg998xFek
RECAP

16. Demonstrate an understanding of the various
project life cycles and processes.
Demonstrate an understanding of project
management planning.
Demonstrate an understanding of project roles
and responsibilities.
Determine how to follow and execute planned
strategies or frameworks (e.g., communication,
risks, etc.).
Demonstrate an understanding of common
problem-solving tools and techniques.
Explain when it is appropriate to use a
predictive, plan-based approach.
Demonstrate an understanding of a project
management plan schedule.
Determine how to document project controls of
predictive, plan-based projects.
Explain when it is appropriate to use
an adaptive approach.
Determine how to plan project
iterations.
Determine how to document project
controls for an adaptive project.
Explain the components of an
adaptive plan.
Determine how to prepare and execute
task management steps.
Project Management Fundamentals and Core Concepts
(5 Tasks)
(3 Tasks)
(5 Tasks)
36% 17% 20%
Predictive, Plan-Based Methodologies Agile Frameworks / Methodologies
Demonstrate an understanding of business
analysis (BA) roles and responsibilities.
Determine how to conduct stakeholder
communication.
Determine how to gather requirements.
Demonstrate an understanding of product
roadmaps.
Determine how project methodologies influence
business analysis processes.
Validate requirements through product delivery.
27%
Business Analysis Frameworks
(6 Tasks)

17. Build a team
Define team ground rules
Build a shared understanding of the project
Negotiate project agreements
Empower team members and stakeholders
Ensure team members/stakeholders are adequately trained
Engage and support virtual teams
Collaborate with stakeholders
Lead a team
Address and get rid of team barriers, obstacles, and blockers
Support team performance
Manage conflict
Mentoring appropriate stakeholders
Enhance group success by utilizing emotional intelligence
Plan and manage the scope
Plan and manage budget and resources
Plan and manage the schedule
Plan and manage the quality of products and deliverables
Integrate project planning activities
Plan and manage procurement
Determine appropriate project methodology / methods and practices
Establish project governance structure
Plan and manage project / phase closure
Execute projects to deliver business value
Manage communications
Assess and manage risks
Engage stakeholders
Manage project artifacts
Manage project changes
Manage project issues
Ensure knowledge transfer for project continuity
Plan and manage project compliance.
Evaluate and deliver project benefits
and value
Evaluate and address external business
environment changes for impact on the
scope
Support organizational change
People Domain Process Domain Business Environment Domain
(14 Tasks)
(17 Tasks)
(4 Tasks)
42% 50% 8%

18. STRUCTURE OF THE PMBOK® GUIDE
Introduction Project Performance
Domains
Tailoring Models, Methods,
and Artifacts
Project Performance

19. SESSION - 4
CAPM® & PMP® Certifications
Waterfall
Agile
Hybrid
Benefits of PMI
Certifications
https://youtu.be/ARzQCP-2XWU
RECAP

20. Release Release
Waterfall
Define
Build
Release
Risk
Define
Build
Release
Define
Build
Define
Build
Risk
Agile
Hybrid

21. Benefits of PMI Certifications in International Market
YOU WILL ENHANCE
YOUR CAREER
OPPORTUNITIES
YOU WILL BE RECOGNIZED
AS AN EXPERIENCED
PROFESSIONAL
YOU WILL SPEAK THE
RIGHT LANGUAGE
YOU WILL LEARN
NEW SKILLS
YOU WILL (PROBABLY)
EARN MORE MONEY
YOU WILL
DEMONSTRATE YOUR
DEDICATION

22. SESSION - 5
CAPM® & PMP® Certifications
What you need to do?
Exam Ready?
Test Taking
Suggestions
https://youtu.be/lX_Sm90E2ZU
RECAP

23. PMP® Domains
42% 50% 8%
People Process
Business
Environment
Start with the Process
Domain and ensure
thorough understanding of
the content before moving
on to the People and
Business Environment.
What you need to do to
earn the CAPM® & PMP®
Credential?
Reach out to accomplished SMEs and professionals in
project management on LinkedIn. Clarify all doubts.
Watch and read the Lessons learned and success
stories from existing CAPM®s & PMP®s.
Choose the Right Trainer & Mentor.
Engage with right study group for exam prep.
Walk into the exam center with confidence.

24. How to check if you are ready for the exam?
Do the mock/practice
exam in exam like
conditions
Use only the reputed
Question Banks
Don’t just use free
content
Consistency in score of
mock exam (70%-80%)
1 2 3 4

25. Use your time wisely.
Answer questions ahead of time.
Read each question carefully and thoroughly.
Read all answers, even if you think that your first choice is correct.
Confirm your answer.
Do not spend too much time on any one question.
If you are stumped by a question, you should guess, mark it for later and move on.
Remember you have only 4 hours i.e. 240 mins and you have under 1.5 mins per question.
If you do not know the answer, guess and review it later.
Make sure you answer each question in the 4 hour time period.
Once all questions are done, you should go back and review your marked questions.
Test Taking Suggestions

26. SESSION - 6
CAPM® & PMP® Certifications
What to Focus?
Agile, Hybrid - Q&A
Approach
Predictive, Agnostic -
Q&A Approach
https://youtu.be/bqRklI-RSLc
RECAP

27. “The questions are evenly distributed
throughout all chapters. Therefore, pay
attention to the entire PMBOK® Guide.
Don’t skip any concepts. Move on to the
next chapter once you have a good
command of the current one.”
PMBOK® Based Questions
What to Focus? (CAPM® & PMP®)

28. Agile, Hybrid - Q&A Approach
(CAPM® & PMP® Exam)
Understanding Hybrid Project Life Cycles
Questions Based on “How to select an
appropriate lifecycle for a given situation?
Questions Based on “How would you integrate
Agile and Predictive cycle parts of a project?”
Hybrid Approach
Standard agile methodology.
Tools, and techniques.
How to integrate the agile approach properly into a
project environment, when beneficial.
Agile Approach
The CAPM® &PMP® certification exam requires you to understand

29. Predictive, Agnostic - Q&A Approach
(CAPM® & PMP® Exam)
Understanding Traditional Methodologies
Predictive Life Cycle vs Adaptive Life Cycle
Understanding when to use Predictive Approach
Predictive Approach Agnostic Approach
What should the project manager do next?
What should the project manager do first?
How could have the project manager
prevented the situation from happening?
The CAPM® & PMP® certification exam questions based;

30. Key Formulas to focus for CAPM® & PMP® Exam
1
2
3
4
5

31. Key Formulas to focus for CAPM® & PMP® Exam
6
7
8
9
10

32. Key Formulas to focus for CAPM® & PMP® Exam
11
12
13
14
15

33. Key Formulas to focus for CAPM® & PMP® Exam
16
17
18
19
20

34. Key Formulas to focus for CAPM® & PMP® Exam
21
22
23
24
25

35. Sample Exam Like Questions

36. 25% to 50%
20% to 40%
10% to 20%
5% to 10%
a.
b.
c.
d.
A project team consists of five team members, each contributing
only 25% of their time. If task-switching leads to a productivity
loss of between 20% and 40% of their dedicated time, what is the
total productivity loss across all five team members?

37. 25% to 50%
20% to 40%
10% to 20%
5% to 10%
a.
b.
c.
d.
A project team consists of five team members, each contributing
only 25% of their time. If task-switching leads to a productivity
loss of between 20% and 40% of their dedicated time, what is the
total productivity loss across all five team members?

38. How does the product owner rank
(prioritize) the work in an agile project?
Based on the team’s availability.
Based on the effort required.
Based on the business value.
Based on the project schedule.
a.
b.
c.
d.

39. How does the product owner rank
(prioritize) the work in an agile project?
Based on the team’s availability.
Based on the effort required.
Based on the business value.
Based on the project schedule.
a.
b.
c.
d.

40. A project manager is managing a new project for
the organization. Which of the following leadership
style is most likely to be used in this scenario?
Transformational leadership
Directive leadership
Laissez-faire leadership
Servant leadership
a.
b.
c.
d.

41. A project manager is managing a new project for
the organization. Which of the following leadership
style is most likely to be used in this scenario?
Transformational leadership
Directive leadership
Laissez-faire leadership
Servant leadership
a.
b.
c.
d.

42. In stakeholder engagement prioritization, which factor
should the project manager consider the most important?
Stakeholders with the highest level of power and interest.
Stakeholders with the lowest level of power and interest.
Stakeholders with the highest level of power and the
lowest level interest.
Stakeholders with the highest level of interest and
involvement.
a.
b.
c.
d.

43. In stakeholder engagement prioritization, which factor
should the project manager consider the most important?
Stakeholders with the highest level of power and interest.
Stakeholders with the lowest level of power and interest.
Stakeholders with the highest level of power and the
lowest level interest.
Stakeholders with the highest level of interest and
involvement.
a.
b.
c.
d.

44. A project manager is working on a project and the project
sponsor wants to ensure that the project delivers the intended.
What should the project manager do?
Focus solely on delivering the project’s specific deliverables.
Communicate with stakeholders to understand the vision
and purpose of the project.
Complete the project as per the defined scope and
requirements.
Complete the project as per the defined scope.
a.
b.
c.
d.

45. A project manager is working on a project and the project
sponsor wants to ensure that the project delivers the intended.
What should the project manager do?
Focus solely on delivering the project’s specific deliverables.
Communicate with stakeholders to understand the vision
and purpose of the project.
Complete the project as per the defined scope and
requirements.
Complete the project as per the defined scope.
a.
b.
c.
d.

46. A new wildlife reserve project will have a staff of approximately 80
experts, builders, and logistics workers with exposure to various safety
risks. The project manager wants a scalable approach combining
flexibility and team dynamics with traditional safeguards.
Which option could be used to tailor a hybrid project of this nature?
Crystal Methods
eXtreme Programming (XP)
Behavior-Driven Development
Monte Carlo Simulation
a.
b.
c.
d.

47. A new wildlife reserve project will have a staff of approximately 80
experts, builders, and logistics workers with exposure to various safety
risks. The project manager wants a scalable approach combining
flexibility and team dynamics with traditional safeguards.
Which option could be used to tailor a hybrid project of this nature?
Crystal Methods
eXtreme Programming (XP)
Behavior-Driven Development
Monte Carlo Simulation
a.
b.
c.
d.

48. A large project includes functional groups in four (4) countries, a steering
committee, and a project sponsor. As the project approaches completion,
the project manager must prepare the closeout documents.
How should the project manager obtain appropriate signoff on the
acceptance of project deliverables?
The project sponsor should be asked to sign off.
The steering committee should be asked to sign off.
The four managers from the four countries should be
asked to sign off.
All of the parties involved should be asked to sign off.
a.
b.
c.
d.

49. A large project includes functional groups in four (4) countries, a steering
committee, and a project sponsor. As the project approaches completion,
the project manager must prepare the closeout documents.
How should the project manager obtain appropriate signoff on the
acceptance of project deliverables?
The project sponsor should be asked to sign off.
The steering committee should be asked to sign off.
The four managers from the four countries should be
asked to sign off.
All of the parties involved should be asked to sign off.
a.
b.
c.
d.

50. The legal team informs the product owner that another
company owns a patent for an innovation used in the agile
team's product, which is now 75% complete.
What should the product owner do to determine the
appropriate way forward?
Work with the legal department to find markets
where the patent is NOT registered.
Perform marginal economics analysis and identify
minimum releasable features.
Terminate the project immediately to prevent any
further sunken costs.
Continue work on the product after removing the
patented component.
a.
b.
c.
d.

51. The legal team informs the product owner that another
company owns a patent for an innovation used in the agile
team's product, which is now 75% complete.
What should the product owner do to determine the
appropriate way forward?
Work with the legal department to find markets
where the patent is NOT registered.
Perform marginal economics analysis and identify
minimum releasable features.
Terminate the project immediately to prevent any
further sunken costs.
Continue work on the product after removing the
patented component.
a.
b.
c.
d.

52. A project manager leaves the company and is replaced. The
new project manager is excited to start guiding the team
toward project success.
What should the new project manager do first?
Review the project charter to identify goals and
deliverables.
Review the project diary and look fornotes made
by the former project manager.
Modify the project schedule, adding a new activity
related to the knowledge transfer process.
Revisit the project budget and schedule to determine
if extra time is required.
a.
b.
c.
d.

53. A project manager leaves the company and is replaced. The
new project manager is excited to start guiding the team
toward project success.
What should the new project manager do first?
Review the project charter to identify goals and
deliverables.
Review the project diary and look fornotes made
by the former project manager.
Modify the project schedule, adding a new activity
related to the knowledge transfer process.
Revisit the project budget and schedule to determine
if extra time is required.
a.
b.
c.
d.

54. The agile team will take over from another supplier to maintain a
client's website. The team notices that recent browser changes
imply that most of the website's existing content would now
require users to install a plug-in.
How should the agile team move forward?
Inform the client and propose an impact analysis.
Update all pre-existing code to remove plug-in dependencies.
Inform the client about the previous supplier's negligence.
Deliver the code updates as defined in the contract
a.
b.
c.
d.

55. The agile team will take over from another supplier to maintain a
client's website. The team notices that recent browser changes
imply that most of the website's existing content would now
require users to install a plug-in.
How should the agile team move forward?
Inform the client and propose an impact analysis.
Update all pre-existing code to remove plug-in dependencies.
Inform the client about the previous supplier's negligence.
Deliver the code updates as defined in the contract
a.
b.
c.
d.

57. How do you communicate and
collaborate with other
departments on product quality
issues and improvements?

58. Key Steps to Follow
Identify quality,
goals and metrics
Establish
cross-functional teams
Implement quality
improvement actions
Communicate quality
results and feedback
1 2 3 4

59. Audience
Questions

60. PMP® & C
APM® Certifications
Exam Practice Questions & Answers
Session - 8

61. CAPM® Exam Preparation - Practice Questions
PMP® Exam Preparation - Practice Questions
Frequently Asked Questions
Session - 8
Agenda
24 January'24
th

62. UPCOMING
SESSIONS
09:00 AM - 10:00 AM (CST)
10:00 AM - 11:00 AM (EST)
12:00 PM - 01:00 PM (BRT)
03:00 PM - 04:00 PM (GMT)
04:00 PM - 05:00 PM (CET/WAT)
05:00 PM - 06:00 PM (SAST)
06:00 PM - 07:00 PM (AST/EAT)
07:00 PM - 08:00 PM (GST)
08:30 PM - 09:30 PM (IST)
10:00 PM - 11:00 PM (WIB)
Time:
Session 8: 24 January'24
th

63. C vCare Project Management
seshne@vcareprojectmanagement.com
+27 722997173
Registered Address:
325 N. Saint Paul St, Suite 3100, Dallas, TX 75201, USA
www.vcareprojectmanagement.com
EIN: 35-2657414
Disclaimer
• PMP, PMI, PMBOK, CAPM, PgMP, PfMP, PBA, RMP, ACP, SP, DA, DASM, DASSM, ATP and OPM3 are registered marks of the Project Management Institute, Inc.