PMP Exam Cheat Sheet 2026
Every formula, all 49 processes, contract types, Agile concepts, and exam-day tips — on one bookmarkable page.
1. Process Groups & Knowledge Areas (49 Processes)
The PMBOK 6th Edition defines 49 processes organized across 5 process groups and 10 knowledge areas. Process group counts: Initiating (2), Planning (24), Executing (10), Monitoring & Controlling (12), Closing (1).
| Knowledge Area | Initiating | Planning | Executing | Monitoring & Controlling | Closing |
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| Integration |
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| Scope | — |
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| Schedule | — |
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| Cost | — |
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| Quality | — |
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| Resource | — |
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| Communications | — |
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| Risk | — |
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| Procurement | — |
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| Stakeholder |
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2. All EVM Formulas
Earned Value Management (EVM) is one of the most tested topics on the PMP exam. Master every formula below. Try the interactive EVM Calculator →
| Abbr | Full Name | Formula | Interpretation |
|---|---|---|---|
| PV | Planned Value | Budgeted cost of work scheduled | What you planned to spend by now |
| EV | Earned Value | Budgeted cost of work performed | Value of work actually completed |
| AC | Actual Cost | Actual cost of work performed | What you actually spent |
| BAC | Budget at Completion | Total project budget | Total planned budget for the project |
| SV | Schedule Variance | EV − PV | Negative = behind schedule |
| CV | Cost Variance | EV − AC | Negative = over budget |
| SPI | Schedule Performance Index | EV / PV | < 1 = behind schedule |
| CPI | Cost Performance Index | EV / AC | < 1 = over budget |
| EAC | Estimate at Completion (typical) | BAC / CPI | If current cost trends continue |
| EAC | Estimate at Completion (atypical) | AC + (BAC − EV) | One-time variance, future on budget |
| EAC | EAC (both factors) | AC + (BAC − EV) / (CPI × SPI) | Both cost & schedule impact future |
| EAC | EAC (re-estimate) | AC + new bottom-up estimate | Original estimate completely unreliable |
| ETC | Estimate to Complete | EAC − AC | How much more will it cost |
| VAC | Variance at Completion | BAC − EAC | Negative = expect to be over budget |
| TCPI | To-Complete PI (on BAC) | (BAC − EV) / (BAC − AC) | Efficiency needed to hit original budget |
| TCPI | To-Complete PI (on EAC) | (BAC − EV) / (EAC − AC) | Efficiency needed to hit new estimate |
3. Estimating Formulas
These formulas come up frequently in PMP questions about time and cost estimation. PERT Calculator → · Communication Channels Calculator →
| Concept | Formula | Notes |
|---|---|---|
| PERT (Three-Point Estimate) | (O + 4M + P) / 6 | O = optimistic, M = most likely, P = pessimistic; weighted toward most likely |
| Standard Deviation (σ) | (P − O) / 6 | Measures uncertainty of a single estimate |
| Variance | σ² = [(P − O) / 6]² | For the project: sum variances of critical path activities, then √ to get project σ |
| 1 Sigma (±1σ) | 68.26% confidence | Estimate falls within ±1 standard deviation |
| 2 Sigma (±2σ) | 95.46% confidence | Estimate falls within ±2 standard deviations |
| 3 Sigma (±3σ) | 99.73% confidence | Estimate falls within ±3 standard deviations |
| Communication Channels | n(n − 1) / 2 | n = number of people; shows why adding people increases complexity exponentially |
4. Critical Path & Schedule Concepts
Critical PathThe longest path through the network diagram. It determines the minimum project duration. Any delay on the critical path delays the project.
Total Float (Slack)Formula: LS − ES or LF − EF. The amount of time an activity can be delayed without delaying the project end date.
Free FloatFormula: ES(successor) − EF(current). The amount of time an activity can be delayed without delaying its immediate successor.
Zero FloatActivities on the critical path have zero total float. There can be multiple critical paths.
CrashingAdd resources to critical path activities to shorten the schedule. Increases cost. Pick the activity with the lowest crash cost per time unit first.
Fast TrackingPerform activities in parallel that were originally planned in sequence. Increases risk. Only works on activities with discretionary dependencies.
Resource LevelingAdjust the schedule to resolve resource conflicts. May extend the critical path (schedule may get longer).
Resource SmoothingAdjust activities within their float to smooth resource usage. Will NOT extend the schedule.
5. Contract Types (Risk Spectrum)
Risk shifts from buyer (cost-reimbursable) to seller (fixed-price) as scope becomes better defined.
Buyer risk (high → low): CPAF → CPIF → CPFF → T&M → FPEPA → FPIF → FFP
Seller risk (low → high): same order
| Type | Abbr | Who Bears Risk | When to Use |
|---|---|---|---|
| Firm Fixed Price | FFP | Seller bears all cost risk | Well-defined scope, clear requirements |
| Fixed Price Incentive Fee | FPIF | Shared via incentive/ceiling | Buyer wants cost control with flexibility; ceiling price protects buyer |
| Fixed Price Economic Price Adj. | FPEPA | Shared with adjustment clause | Long-term contracts where inflation or market changes are likely |
| Time & Materials | T&M | Shared risk | Staff augmentation, small or undefined scope, quick start needed |
| Cost Plus Fixed Fee | CPFF | Buyer bears cost risk | Unclear scope; seller gets fixed fee regardless of actual cost |
| Cost Plus Incentive Fee | CPIF | Buyer bears most, shared via incentive | R&D projects; incentive aligns seller to control costs |
| Cost Plus Award Fee | CPAF | Buyer bears all cost risk | Subjective performance criteria; fee based on buyer satisfaction |
6. Seven Basic Quality Tools
These tools are used in both Manage Quality (executing) and Control Quality (monitoring & controlling).
1. Cause-and-Effect Diagram(Ishikawa / Fishbone)Identifies root causes of a problem. Categories often follow the 6 M's: Man, Machine, Material, Method, Measurement, Mother Nature.
2. Flowchart(Process Map)Visualizes process steps and decision points. Helps identify where defects may occur.
3. Check Sheet(Tally Sheet)Simple form to collect data in real time. Used to gather frequency data on defects or issues.
4. Histogram(Bar Chart)Shows frequency distribution of data. Reveals patterns like normal distribution or skew.
5. Pareto Chart(80/20 Rule)Bar chart ordered by frequency. Shows the vital few causes that produce the majority of problems. Focus on the tallest bars first.
6. Control Chart(UCL / LCL)Monitors process stability over time. Upper Control Limit (UCL) and Lower Control Limit (LCL) set at ±3σ. Rule of Seven: 7 consecutive points on one side = out of control.
7. Scatter Diagram(Correlation Chart)Plots two variables to show correlation (positive, negative, or none). Used to test hypotheses about relationships.
7. Risk Response Strategies
Different strategies apply depending on whether the risk is a threat (negative) or opportunity (positive).
| Strategy | For Threats (Negative) | For Opportunities (Positive) |
|---|---|---|
| Eliminate exposure | Avoid — change the plan to eliminate the threat entirely | Exploit — change the plan to ensure the opportunity occurs |
| Reduce impact/probability | Mitigate — reduce probability or impact to an acceptable level | Enhance — increase probability or impact of the opportunity |
| Shift to third party | Transfer — shift risk to a third party (insurance, contracts, warranties) | Share — allocate ownership to a third party better positioned to capture it |
| Acknowledge | Accept — acknowledge the risk; active (contingency reserve) or passive (deal with it if it happens) | Accept — acknowledge the opportunity but take no proactive action |
| Push up | Escalate — risk is outside the project scope; escalate to program/portfolio level | Escalate — opportunity is outside project scope; escalate to appropriate level |
8. Conflict Resolution Techniques
Listed in order from most preferred to least preferred by PMI.
1
Best approach. Incorporate multiple viewpoints to reach consensus. Leads to long-term commitment.Collaborate / Problem Solve(Win-Win)
2
Both parties give up something. Provides a temporary or partial solution. Nobody is fully satisfied.Compromise / Reconcile(Lose-Lose)
3
Emphasize areas of agreement over areas of difference. Maintains harmony but doesn't solve the root issue.Smooth / Accommodate(Yield)
4
Push one viewpoint using positional authority. Quick resolution but may cause resentment. Use only in emergencies.Force / Direct(Win-Lose)
5
Retreat or postpone the issue. Worst option. The problem remains unresolved and may resurface.Withdraw / Avoid(Defer)
9. Tuckman's Team Development Stages
Forming→Storming→Norming→Performing→Adjourning
FormingTeam members meet, understand the project, and are generally polite. People are uncertain about their roles. The PM is directive.
StormingConflict emerges as people push boundaries. Power struggles and disagreements about approach are common. Most teams get stuck here. The PM facilitates.
NormingThe team resolves conflicts and establishes working agreements. Trust and mutual respect develop. The PM acts as a participative leader.
PerformingThe team operates at peak efficiency. Members are interdependent, autonomous, and solve problems without the PM. This is the goal. The PM delegates.
AdjourningThe project or phase ends. The team is released. Conduct lessons learned. Celebrate accomplishments.
10. Power Types
ExpertBestKnowledge-based power. The PM is respected for their expertise. Best form of power for project managers according to PMI.
ReferentBestPersonal charisma and respect. People follow because they admire the person. Second best form of power.
LegitimateFormal authority from position or title. "I'm the PM and I'm asking you to do this."
RewardAbility to give rewards (bonuses, time off, assignments). Works but can create dependency.
CoerciveAbility to punish (write-ups, removal). Worst form of power. Creates fear and resentment. Avoid.
11. Leadership Styles
Servant LeaderAgileFocuses on the growth and well-being of the team. Removes impediments, empowers the team. Preferred in Agile environments and increasingly emphasized by PMI.
TransformationalInspires and motivates through a shared vision. Drives innovation and change. Empowers team members to exceed expectations.
TransactionalManages through rewards and punishments. Focuses on supervision, performance, and compliance. Effective for routine operations.
Laissez-faireHands-off approach. Minimal direction or supervision. Works with highly skilled and self-motivated teams. Can lead to chaos with less experienced teams.
SituationalAdapts leadership style based on the team's maturity and the situation. Directing, coaching, supporting, or delegating as needed. Flexible and practical.
12. Agile Quick Reference
Roughly half the PMP exam is predictive (waterfall) and half is agile/hybrid. Know these Agile fundamentals cold.
Scrum Roles
Product OwnerOwns the product backlog. Maximizes value of the product. Single person (not a committee). Decides what to build and prioritizes items.
Scrum MasterServant leader for the team. Removes impediments, facilitates events, coaches the team on Scrum. Does NOT assign work.
Development TeamSelf-organizing, cross-functional. 3-9 members. Decides how to turn backlog items into a working increment. No sub-teams or titles.
Scrum Events
SprintTime-boxed iteration, typically 1-4 weeks. Once started, the sprint goal doesn't change. Creates a potentially releasable increment.
Sprint PlanningWhat can be delivered this sprint? How will it be done? Team selects items from the product backlog. Time-box: 8 hours for a 4-week sprint.
Daily Standup15-minute daily sync. What did I do yesterday? What will I do today? Any impediments? NOT a status meeting for the PM.
Sprint ReviewInspect the increment and adapt the product backlog. Demo to stakeholders. Get feedback. Time-box: 4 hours for a 4-week sprint.
Sprint RetrospectiveInspect the process (not the product). What went well? What can improve? Create actionable improvements. Happens after the review, before next planning.
Scrum Artifacts
Product BacklogOrdered list of everything needed in the product. Owned by the Product Owner. Continuously refined. Items at the top are detailed and ready.
Sprint BacklogSet of product backlog items selected for the sprint, plus the plan for delivering them. Owned by the development team.
IncrementThe sum of all completed product backlog items during a sprint plus all previous increments. Must meet the Definition of Done.
Key Agile Concepts
VelocityAverage number of story points (or units of work) completed per sprint. Used for forecasting, not for comparing teams.
Burndown ChartShows remaining work over time. Y-axis = work remaining, X-axis = time. Line should trend toward zero by sprint end.
Burnup ChartShows work completed vs total scope over time. Useful for visualizing scope creep (total line moving up).
KanbanVisualize workflow on a board. Limit Work in Progress (WIP). Focus on flow and cycle time. No prescribed iterations.
Definition of Done (DoD)Shared understanding of what "done" means for an increment. Quality standard. Non-negotiable checklist.
Definition of Ready (DoR)Criteria that a backlog item must meet before it can be pulled into a sprint. Ensures items are well-defined.
Story PointsRelative measure of effort, complexity, and uncertainty. Not hours. Common scales: Fibonacci (1, 2, 3, 5, 8, 13, 21).
MoSCoWPrioritization: Must have, Should have, Could have, Won't have (this time). Useful for scope negotiation.
13. All Formulas — Quick Reference
Print this table or write it on your scratch paper during the brain dump at the start of the exam.
| Formula | Equation |
|---|---|
| PERT | (O + 4M + P) / 6 |
| Standard Deviation (σ) | (P − O) / 6 |
| Variance (σ²) | [(P − O) / 6]² |
| Communication Channels | n(n − 1) / 2 |
| Schedule Variance (SV) | EV − PV |
| Cost Variance (CV) | EV − AC |
| Schedule Performance Index (SPI) | EV / PV |
| Cost Performance Index (CPI) | EV / AC |
| EAC (typical) | BAC / CPI |
| EAC (atypical) | AC + (BAC − EV) |
| EAC (both factors) | AC + (BAC − EV) / (CPI × SPI) |
| ETC (Estimate to Complete) | EAC − AC |
| VAC (Variance at Completion) | BAC − EAC |
| TCPI (on BAC) | (BAC − EV) / (BAC − AC) |
| TCPI (on EAC) | (BAC − EV) / (EAC − AC) |
| Total Float | LS − ES or LF − EF |
| Free Float | ES(successor) − EF(current) |
| Expected Monetary Value (EMV) | Probability × Impact |
14. Exam Day Tips
Format180 questions in 230 minutes. That is roughly 76 seconds per question. Mix of multiple choice (single answer) and multiple response (select all that apply).
BreaksTwo scheduled 10-minute breaks (after questions 60 and 120). Break time is additional — it does NOT count against your 230 minutes.
Pretest QuestionsApproximately 25 questions are unscored pretests being evaluated for future exams. You will not know which ones they are — treat every question as if it counts.
Brain DumpAs soon as the exam starts, write all formulas on your scratch paper before answering any questions. Use the quick reference table above.
Flag & Move OnDon't spend more than 2 minutes on any question. Flag difficult ones and come back. You can review all flagged questions at the end of each section.
EliminationRead all answer choices. Eliminate obviously wrong answers first. Two choices usually remain — pick the one that aligns with PMI's process-driven approach.
When in DoubtFollow the process. Engage stakeholders. Communicate. Check the project management plan. These are almost always part of the correct answer.
Situational QuestionsThink about what you should do FIRST or NEXT. PMI wants the most proactive, process-oriented answer — not the most aggressive or most passive.
Change RequestsAlmost any change goes through Perform Integrated Change Control. Don't implement changes without a change request, even if the customer asks nicely.
Stakeholder FocusPMI heavily emphasizes stakeholder engagement. If an answer involves communicating with or engaging stakeholders, it is often correct.
Read our detailed guide: PMP Exam Day: What to Expect & Time Management →