Full Transcript
https://www.youtube.com/watch?v=41QBVNTITvI
[00:00] Hi everyone, welcome to the second lot.
[00:01] Hi everyone, welcome to the second lot of 10 practice questions as we're going through the Pumbach guide or the project management body of knowledge, the guide 8th edition which came out in 2025 and we're currently going through the standard for project management which is the little introductory section to the Pumbok guide and it's more of an overview what project management is.
[00:20] It's sort of the fundamentals or the basics.
[00:21] So things will start out a little bit easier and get a bit more tricky as we start going through the rest of these questions that are aligned from start to finish with the project management body of knowledge.
[00:33] Let's get into this lot of questions.
[00:35] You're a project manager working on a chip fabrication project at NG Micro Devices.
[00:40] A functional manager raises concerns about the quality of deliverables being passed to their department and wants assurance that standards will be consistently met.
[00:48] How will you manage this on your project?
[00:51] Do we need test evaluation documents or quality management plan?
[00:55] Let's have a look.
[00:57] Quality should be verified through final inspection before delivery.
[00:59] Yes, that's
[01:02] inspection before delivery.
[01:02] Yes, that's potentially very true.
[01:03] So, we'll put that as a maybe for now.
[01:06] Quality should be integrated into processes to consistently achieve target quality thresholds.
[01:10] That's also true.
[01:13] So we do want quality to be part of everything that we do on our project from requirements through to design through to developing the item or creating the item and through to quality checking it itself.
[01:27] Let's check the other answers though just in case.
[01:29] Quality should be managed separately from project processes to ensure independence.
[01:33] Well, I think we actually want it to be part of the project management process.
[01:37] So let's put that one as a no.
[01:37] and quality should focus on correcting defects after they are identified.
[01:44] Okay, now I'm starting to get a clear picture on this.
[01:46] This is about the cost of quality because we don't just want to find defects.
[01:51] We want to prevent them and we want to review the product to make sure that we're catching them before they reach the customer.
[01:59] So, we really want them to be integrated into processes to consistently achieve target quality
[02:03] Consistently achieve target quality thresholds. Let's go with answer B.
[02:06] Thresholds. Let's go with answer B. Okay, wonderful. Embed quality into processes and deliverables to maintain a consistent focus on achieving those thresholds.
[02:12] Consistent focus on achieving those thresholds. This emphasis on quality helps ensure outcomes that meet project objectives and align with the needs, requirements, and acceptance criteria set by relevant stakeholders.
[02:23] Set by relevant stakeholders. Now, this is in the standard for project management page 43. So, already we're getting through the standard for project management and there's only 70 or 80 pages.
[02:32] Pages. It's quite a short document at the beginning of the Pumbok guide. And so this is a really good sign. Embed quality into processes and deliverables.
[02:42] Quality into processes and deliverables. Really wonderful stuff. All right. How did you go with that one? Raphael is managing a government mega project at SGI involving multiple vendors.
[02:51] SGI involving multiple vendors. A conflict arises between vendor teams over shift allocations or rotations creating tension and affecting productivity.
[02:58] Creating tension and affecting productivity. Now the issue is starting to affect project deliverables. How
[03:03] to affect project deliverables.
[03:03] How should Raphael address this situation?
[03:06] should Raphael address this situation?
[03:06] Okay, different teams maybe a conflict.
[03:09] Okay, different teams maybe a conflict.
[03:09] This could be about conflict management.
[03:11] This could be about conflict management.
[03:11] Let's have a look.
[03:13] Let's have a look.
[03:13] Do we force the vendors to follow the agreed contract terms?
[03:15] vendors to follow the agreed contract terms?
[03:15] In some cases, we may want to do that and we may be able to do that if there's a contract involved.
[03:18] terms? In some cases, we may want to do that and we may be able to do that if there's a contract involved.
[03:20] that and we may be able to do that if there's a contract involved.
[03:20] Let's leave that as a maybe for now.
[03:22] there's a contract involved. Let's leave that as a maybe for now.
[03:24] that as a maybe for now. There might be a better option.
[03:24] There might be a better option.
[03:24] Let the vendors resolve the issue on their own.
[03:26] a better option. Let the vendors resolve the issue on their own.
[03:28] the issue on their own. Typically in the PMP or even in the CAPM, we want to be proactive.
[03:28] Typically in the PMP or even in the CAPM, we want to be proactive.
[03:31] PMP or even in the CAPM, we want to be proactive.
[03:31] In fact, we want to be direct and collaborative.
[03:35] proactive. In fact, we want to be direct and collaborative.
[03:35] Those two things.
[03:38] and collaborative. Those two things.
[03:38] If you ever need guidance, just fall back on being direct and collaborative.
[03:41] you ever need guidance, just fall back on being direct and collaborative.
[03:41] And this answer is not it.
[03:44] on being direct and collaborative. And this answer is not it.
[03:44] So, let's put that as a no for now.
[03:46] this answer is not it. So, let's put that as a no for now.
[03:46] Do we facilitate discussions to identify root causes and agree on a solution?
[03:49] that as a no for now. Do we facilitate discussions to identify root causes and agree on a solution?
[03:49] Definitely, we want to work with people directly.
[03:51] discussions to identify root causes and agree on a solution?
[03:51] Definitely, we want to work with people directly.
[03:55] agree on a solution? Definitely, we want to work with people directly.
[03:55] Directly and being collaborative.
[03:57] to work with people directly. Directly and being collaborative.
[03:57] Actually, that sounds pretty good.
[04:00] and being collaborative. Actually, that sounds pretty good.
[04:00] Let's see what the last one is.
[04:01] sounds pretty good. Let's see what the last one is.
[04:01] just in case.
[04:01] Assign your
[04:03] Last one is, just in case. Assign your best team member to manage the conflict.
[04:06] Best team member to manage the conflict. Now, that is taking a little bit of action, but it's not really being direct.
[04:10] So, we're sort of getting someone else to do it. It's not necessarily their job.
[04:13] I think for our purposes, let's go with answer C. Okay.
[04:16] Wonderful. This collaborative approach not only resolves the conflict, but removes friction that could undermine quality and productivity, fostering a more cohesive and motivated project team.
[04:30] This is in the standard for project management page 48 being an accountable leader and this is the principle in action.
[04:35] You'll see there are around six principles in the standard for project management and these six principles make up the new PMI mindset.
[04:46] So it's it's actually quite interesting to go through and it's a good guide for answering your PMP questions as well.
[04:50] So that was a good one to go through. starting to get a little bit more tricky, but we're still in the standard, so it's still at that basic level.
[04:59] You're in the planning phase for a refinery expansion project
[05:03] phase for a refinery expansion project at Petracore Energy Limited.
[05:06] An executive manager raises concerns about increasing staffing costs and several identified risks early in the project.
[05:13] What will you tell them about the cost and risk on the project?
[05:15] Okay, where are we going with this?
[05:18] Uh it's the cost and staffing are highest at the beginning while risk and uncertainty increase toward project completion.
[05:29] I remember this. Okay. In the standard for project management, there's this graph and it has I can't remember which one it is, but there's cost and risk.
[05:38] Actually, I think it's the other way around.
[05:39] So, I've done it already, [laughter] but okay, here we go.
[05:41] Risk is at the top. It starts high because uncertainty, we don't know what's going to happen.
[05:47] The uncertainty is very high at the beginning and as we start delivering things we become more certain.
[05:53] So risk goes down but cost usually starts off low.
[05:57] We're just planning. We don't need a lot of resources.
[05:59] Then it goes up as we're executing and then it might taper
[06:04] We're executing and then it might taper off at the end as we release some of our resources.
[06:09] But generally it increases over our project.
[06:10] So let's see if anything matches that graph.
[06:12] I love that graph.
[06:15] Cost and staffing gradually decrease.
[06:18] That's not it.
[06:18] Risk remains constant.
[06:21] That's a no as well.
[06:21] Cost and staffing increase as the work progresses and drop near completion.
[06:25] Sounds promising.
[06:27] While risk and uncertainty decrease over time.
[06:30] That's probably going to be the one that we're looking for.
[06:31] Let's check the last one just in case.
[06:33] Cost and staffing remain stable throughout the project while risk and uncertainty fluctuate unpredictably.
[06:40] While that can happen, really this chart is what we're looking for.
[06:43] Let's go with answer C.
[06:44] And there it is.
[06:47] And I've drawn all over the answer, unfortunately.
[06:48] But in many predictive project scenarios, cost and staffing levels are low at the start, increase as the work is carried out, and then drop rapidly as the project or phase comes to an end.
[06:59] And this is of course from the standard for project management, page 59, impact of variables over time.
[07:03] Let's
[07:07] 59, impact of variables over time.
[07:07] Let's check out question 14.
[07:10] Dr. Mitchell is managing a drug development project at EB Incorporated.
[07:15] The project operates in a highly regulated environment with phasegate approvals.
[07:18] Scope, schedule, cost, and risks are defined early and strict change control with extensive upfront planning is required.
[07:28] Which development approach is being used?
[07:31] Now, you probably know this one.
[07:33] Again, these are the basics that we really need to know for our PMP.
[07:37] If it's planned up front and it's delivered in one go and we have change management plan and change control process, putting it in the change log and taking it to the change control board, all of those wonderful things.
[07:47] That is our predictive approach.
[07:53] So that's also called waterfall.
[07:55] If you've got adaptive, that's where we're delivering in increments.
[07:56] That's also called agile.
[07:59] And we're also using uh the feedback to improve over time.
[08:05] We're iterating towards success.
[08:05] So that's adaptive.
[08:08] towards success. So that's adaptive.
[08:09] Incremental is just delivering in the increments and not really taking on the feedback.
[08:14] Hybrid is an approach that we might have that combines agile and predictive.
[08:20] So any of those things from those two approaches. Maybe we're using sprints or daily standups or KBAN boards, but we're still delivering it in one go.
[08:29] Then it would be a hybrid project. So that leaves us with answer D.
[08:34] Excellent. A predictive approach might be optimal when the project scope can be stabilized early in the project and it can also be referred to as waterfall plandriven or a traditional approach.
[08:45] The standard for project management page 61 predictive approaches.
[08:51] Excellent. And 61. So you're nearly at the end of the standard. Let's check question 15.
[08:56] Jason is leading a mobile application project at Blue Peak Digital Solutions.
[09:01] The team works in short iterations delivering features regularly and refining their approach based on feedback.
[09:07] One person is responsible for the approved scope and
[09:09] responsible for the approved scope and its value to the organization.
[09:12] its value to the organization.
[09:12] Which development approach is being used?
[09:14] development approach is being used?
[09:14] Now let's check the keywords here.
[09:15] We've got short iterations, delivering features regularly, and looking at things based on feedback.
[09:18] short iterations, delivering features regularly, and looking at things based on feedback.
[09:22] regularly, and looking at things based on feedback.
[09:25] on feedback. So remember our approaches.
[09:27] We're delivering features. We're delivering increments. We're taking feedback at the same time.
[09:29] delivering increments. We're taking feedback at the same time.
[09:32] feedback at the same time. That is our agile or adaptive approach.
[09:35] agile or adaptive approach. And there it is.
[09:36] is. So it's probably going to be answer A.
[09:36] Predictive, that's where we deliver in one go.
[09:38] A. Predictive, that's where we deliver in one go.
[09:41] in one go. So that's not it. Hybrid is a combination of adaptive and predictive.
[09:43] combination of adaptive and predictive.
[09:43] Any combination could be any different things in those two approaches.
[09:45] Any combination could be any different things in those two approaches.
[09:48] things in those two approaches. And incremental is just delivering the increments themselves.
[09:50] incremental is just delivering the increments themselves.
[09:53] increments themselves. The one person who's responsible for the approved scope, do you know who that is?
[09:55] who's responsible for the approved scope, do you know who that is?
[09:57] scope, do you know who that is? In an agile team, that is our product owner and they're going to set the priority by putting a list of features which we call the product backlog and they'll put the highest valued feature at the top and
[10:00] agile team, that is our product owner and they're going to set the priority by putting a list of features which we call the product backlog and they'll put the highest valued feature at the top and
[10:02] and they're going to set the priority by putting a list of features which we call the product backlog and they'll put the highest valued feature at the top and
[10:05] putting a list of features which we call the product backlog and they'll put the highest valued feature at the top and
[10:07] the product backlog and they'll put the highest valued feature at the top and
[10:10] highest valued feature at the top and that's the one that we're going to deliver next.
[10:11] So we're always delivering the next highest piece of value.
[10:15] So that's a wonderful way to work.
[10:17] That's our product owner.
[10:17] That's agile and that's also going to be our answer.
[10:20] Answer A. Excellent.
[10:23] Adaptive approaches, also referred to as changedriven or agile approaches, are useful when a project's requirements and technical solution are highly uncertain, volatile, and likely to change.
[10:35] So, that's very good to know.
[10:37] From the standard for project management, page 63, adaptive approaches.
[10:42] All right.
[10:44] And now we've nearly finished reading through the standard for project management.
[10:46] Even though we haven't really read the book, we've just been doing practice questions.
[10:50] It's such a great way to learn.
[10:51] So, let's check out this next one.
[10:53] And I think we're very close to the end of the standard.
[10:55] Ethan is working on a project at Westgate Group that will deliver a new enterprise platform.
[10:59] The software component has constantly evolving requirements while the data center infrastructure is built using upfront planning and a formal change control approach.
[11:08] Can you already
[11:10] Change control approach.
[11:10] Can you already tell where this is heading?
[11:12] We have been through this.
[11:14] So, I think we know the answer already.
[11:16] If you can tell before I can, then that's going to be really, really great.
[11:17] The two are brought together in a final sprint at the end.
[11:19] Which development approach are we going to use?
[11:21] Is it predictive?
[11:23] Well, part of it's predictive.
[11:26] So maybe is it incremental?
[11:29] Well, part of it is incremental or adaptive.
[11:31] We're still delivering uh small increments and the component is constantly evolving.
[11:33] So the requirements are constantly evolving.
[11:37] That's high change.
[11:39] So we really want agile for that one.
[11:41] But because we have a little bit of predictive and a little bit of adaptive, what we actually want is a hybrid approach.
[11:43] Let's go with answer B.
[11:45] Okay.
[11:47] And I think you probably got that one before I did.
[11:50] A hybrid development approach combines adaptive and predictive approaches incorporating elements from both.
[11:52] Keep that in mind.
[11:55] The standard for project management, page 65, hybrid approaches.
[11:57] It's almost too easy.
[11:59] Now, I think it's time for us
[12:12] Too easy.
[12:12] Now, I think it's time for us to get into the Pimuk guide.
[12:14] Starting to get into the Pimuk guide.
[12:14] Starting from the start and working all the way to the end.
[12:17] From the start and working all the way to the end.
[12:17] Again, a great way to learn.
[12:20] To the end.
[12:20] Again, a great way to learn.
[12:20] So, let's see what we have.
[12:22] You've just taken over the project as project manager for the Orion CRM upgrade.
[12:23] Taken over the project as project manager for the Orion CRM upgrade project.
[12:26] Manager for the Orion CRM upgrade project where many stakeholders are not available, others are disengaged, and the success criteria is unclear.
[12:29] Project where many stakeholders are not available, others are disengaged, and the success criteria is unclear.
[12:32] Available, others are disengaged, and the success criteria is unclear.
[12:32] This is an example of Wow.
[12:36] The success criteria is unclear.
[12:36] This is an example of Wow.
[12:36] Okay.
[12:38] Project constraints.
[12:38] Uh constraints that's maybe constraints might be something that will constrain us from delivering in the future potentially.
[12:43] Constraints.
[12:43] Uh constraints that's maybe constraints might be something that will constrain us from delivering in the future potentially.
[12:44] Constraints might be something that will constrain us from delivering in the future potentially.
[12:47] Constrain us from delivering in the future potentially.
[12:47] Are they issues to be managed?
[12:49] Future potentially.
[12:49] Are they issues to be managed?
[12:49] Again, maybe because stakeholders are not available.
[12:52] Be managed?
[12:52] Again, maybe because stakeholders are not available.
[12:52] We could raise these as issues very easily.
[12:54] Stakeholders are not available.
[12:54] We could raise these as issues very easily.
[12:54] But then we have these lagging indicators and leading indicators.
[12:57] Raise these as issues very easily.
[12:57] But then we have these lagging indicators and leading indicators.
[12:59] And leading indicators.
[12:59] A lagging indicator is something that has already happened and given us a result.
[13:02] A lagging indicator is something that has already happened and given us a result.
[13:02] So, we've delivered something and it's increased our revenue by 10%.
[13:04] Happened and given us a result.
[13:04] So, we've delivered something and it's increased our revenue by 10%.
[13:06] We've delivered something and it's increased our revenue by 10%.
[13:06] For example, that's a lagging indicator.
[13:08] Increased our revenue by 10%.
[13:08] For example, that's a lagging indicator.
[13:11] A lagging indicator.
[13:13] example, that's a lagging indicator.
[13:15] A leading indicator is giving us an indication of something that will impact our project in the future.
[13:20] So, if our stakeholders are not available and they're disengaged and we don't have clear success criteria, then really that's also a leading indicator.
[13:30] So, sort of a constraint, but not really.
[13:32] It's a low maybe issues to be managed.
[13:35] Yes, we do have to manage them.
[13:37] So, that's a high maybe, but also definitely leading indicators here.
[13:40] So, I guess it's just what is the question trying to ask us?
[13:43] We've got two indicators.
[13:46] So, let's go with answer C and hope that that's where we're heading.
[13:50] Okay, so that was quite lucky.
[13:52] But leading indicators indicate upcoming changes or reveal trends in the project.
[13:57] And that could involve a lack of a riskmanagement process, stakeholders who are not available, or poorly defined success metrics or criteria.
[14:06] These are all examples of leading indicators that project performance may be at risk in the future.
[14:11] So very, very handy to know.
[14:14] the future.
[14:14] So very, very handy to know.
[14:16] And here we are in the Pumbok guide 8th edition, page 14, right at the beginning there under leading indicators.
[14:22] So well done.
[14:22] We've made it into the project management body of knowledge.
[14:27] Question 18.
[14:29] You've been assigned to lead a new patient record system project at CHS.
[14:32] The business case has been approved and key stakeholders are identified.
[14:37] Senior leadership wants the project to start immediately and without delay.
[14:41] What are we going to do next?
[14:44] And really in the Pumbok guide, this is our process from start to finish as well.
[14:46] So, it's how we're going to manage a project.
[14:50] So we've got our stakeholders, we've got a business case, and business case goes into the project charter.
[14:58] And the project charter initiates a project.
[15:01] It gives us access to the resources and the funding that we need in order to begin planning and executing on our project.
[15:08] When we're in planning, we create our project management plan.
[15:13] So business case, project charter, project
[15:15] Case, project charter, project management plan, and then we make all the magic happen.
[15:18] Let's see what we've got here.
[15:20] Develop the project management plan to define how the project will be executed.
[15:22] We can't do that yet.
[15:25] We need to initiate even though they want to do it straight away.
[15:27] We still need to go through the proper process.
[15:30] So let's put a no for now.
[15:32] Perform a kickoff meeting with the team.
[15:34] That's very very tempting.
[15:36] But again, we still need to go through the right process here.
[15:38] We're looking for the project charter to get access to the resources and funding.
[15:42] Let's put that as a note.
[15:45] Work with the project sponsor to approve the project charter.
[15:47] That's what we're looking for.
[15:48] And lastly, perform a make or buy analysis to determine the resources to be used.
[15:55] That's a bit of a red herring answer.
[15:57] So, what we're looking for is answer C.
[15:59] And there it is.
[16:02] The initiate project or phase process officially authorizes the start of a project and grants the project manager the authority to allocate organizational resources to project activities.
[16:11] Under the Pumbok guide 8th edition page 17 initiate.
[16:17] guide 8th edition page 17 initiate project or phase that's also the first.
[16:20] project or phase that's also the first process that we go through in the 40.
[16:24] process that we go through in the 40 processes of the Pumbok guide as we.
[16:27] processes of the Pumbok guide as we initiate and plan and execute and.
[16:30] initiate and plan and execute and monitor and finally close our project.
[16:33] monitor and finally close our project.
[16:35] All right, question nine.
[16:37] Nearly up to the end of this little section, so you're doing a great job.
[16:39] You've been hired to manage a retail expansion initiative.
[16:41] As planning begins, the cost of some materials rises significantly.
[16:43] initiative.
[16:46] As planning begins, the cost of some materials rises significantly.
[16:48] Senior stakeholders raise concerns about the cost versus the delivered value of.
[16:51] the cost versus the delivered value of the project and whether it's going to be.
[16:53] the project and whether it's going to be worthwhile.
[16:55] worthwhile.
[16:58] What are we going to do next?
[17:00] And one thing we need to know is when we're uh at the beginning of our.
[17:02] initiative, we've got our business case, project charter, and project management.
[17:04] project charter, and project management plan.
[17:06] But what do these all do?
[17:10] So the business case is a cost to benefit.
[17:12] It's a feasibility analysis.
[17:14] We check the cost to benefit and see if it's worthwhile doing.
[17:16] So whether it's going to be worthwhile, that actually sounds.
[17:19] to be worthwhile, that actually sounds exactly what we're after.
[17:21] Do we review the project management plan?
[17:23] Even though it's tempting, it's not going to give us what we want.
[17:27] The financial management plan.
[17:30] Now, anytime you hear a management plan in the project management body of knowledge or in the PMP, it's a process.
[17:36] So, this is our process for managing the finances on our project.
[17:40] This is the process for managing the project overall.
[17:45] And it has all of our other project management plans in it like quality management plan, risk management plan, scope management plan, schedule management plan, all of those things combined.
[17:55] So, anytime you hear that, it's a process.
[17:57] Now, do we need the project charter?
[17:59] That gives us the authority to start the project, but to find if it's worthwhile.
[18:03] We want the business case.
[18:06] And that's answer D.
[18:08] And there it is.
[18:11] Business case is a documented economic feasibility study.
[18:13] And if you didn't know that one, now you do.
[18:17] But again, this is all the stuff that we're learning on our journey for our PMP, the basics in the PMO guide,
[18:20] Our PMP, the basics in the PMO guide, 8th edition.
[18:22] And this is in page 17, initiate project or phase.
[18:25] And also the initiate project or phase.
[18:25] And also the definition under page 116 under the business case itself.
[18:31] Really, really great stuff.
[18:33] Okay, last question in this section.
[18:33] So, wonderful job.
[18:33] Question 20.
[18:36] Elijah is initiating a data center expansion project at QGS.
[18:42] Early planning relies on uncertain factors such as utility availability and the accuracy of vendor timelines.
[18:47] As Elijah documents these initial estimates for cost and duration, what will he not do?
[18:57] Okay, so we've got some uncertain factors.
[18:59] What is uncertainty?
[18:59] That is risk.
[19:04] And we might have volatility or uh complexity, but all of that can fall under risk.
[19:09] And we're going to document these things and their estimates.
[19:12] So what are we not doing here?
[19:16] Some of these might need assumptions in order to make a proper decision.
[19:18] But do we note them in the
[19:21] decision. But do we note them in the assumption log?
[19:23] These uh these uncertainties, it might not be the best answer.
[19:27] So let's see what else we have. Do we add the factors to the issue log?
[19:30] Well, these uncertain factors uh such as the availability and accuracy of vendor timelines, it's definitely possible.
[19:37] So they are issues that we need to manage.
[19:39] Do we add them to the risk register?
[19:42] Definitely. So we definitely want to do that one.
[19:44] But these ones are a bit difficult.
[19:46] Do we add the factors to the basis of estimates?
[19:48] Well, we definitely want to do that because these are things that are affecting our estimates.
[19:52] So that's a definite yes.
[19:55] Now, what are we not going to do? Make it an assumption or make it an issue?
[19:59] And I think for our purposes, they're more assumptions than they are issues because we're assuming the accuracy of the vendor timelines.
[20:09] And it's not really an issue yet because it hasn't happened yet.
[20:11] Issues have happened and risks could happen in the future.
[20:16] So, we're not going to add to the issue log.
[20:19] I hope that's right.
[20:21] Okay, thank goodness. An assumption log
[20:23] Okay, thank goodness. An assumption log records all project assumptions and
[20:25] records all project assumptions and constraints throughout the life project
[20:27] constraints throughout the life project life cycle, including updates and status
[20:30] life cycle, including updates and status changes. And the risk register records
[20:32] changes. And the risk register records uncertainties. Issue log records impacts
[20:35] uncertainties. Issue log records impacts to the project that have occurred.
[20:38] to the project that have occurred. Pumbach guide 8th edition page 17
[20:41] Pumbach guide 8th edition page 17 initiate the project or phase and page
[20:44] initiate the project or phase and page 114 under the assumption log. Now
[20:47] 114 under the assumption log. Now already we're getting through the
[20:49] already we're getting through the project management body of knowledge.
[20:50] project management body of knowledge. We're still starting our project so it's
[20:53] We're still starting our project so it's still a little bit of the basics but
[20:54] still a little bit of the basics but [music] really it's a great way to learn
[20:56] [music] really it's a great way to learn the process and also it's a great way to
[20:59] the process and also it's a great way to learn the PMP question structure. So
[21:01] learn the PMP question structure. So you're doing such a great job. [music]
[21:03] you're doing such a great job. [music] Keep learning and keep improving and
[21:05] Keep learning and keep improving and keep going through the Pumbok guide in
[21:07] keep going through the Pumbok guide in this great format as we attach them to
[21:09] this great format as we attach them to project management questions. I'll see
[21:10] project management questions. I'll see you in the next video.