My Review
Your personal review space, shaped by your practice answers.
My Review brings together interactive cheat sheets and flashcards for topics you may want to revisit. Incorrect answers in selected course assessments can add relevant topics here, helping you decide what to review next.
Haven't answered any practice questions yet?
Start with the lessons and practice questions in your PMP course. As you answer questions connected to Recall Lab, this page can begin to suggest relevant review topics. Return here after your practice to see your recommendations.
Your answers help identify useful topics to revisit. A recommendation is a practice prompt, not a verdict on what you know.
Use the cheat sheets and flashcards below. Think of your answer before revealing the explanation, then try a scenario with one detail changed.
Take the topic check after reviewing. Return after future practice to see how your recommendations change.
Why might no topics appear?
You may not have answered a question connected to Recall Lab yet, or you may have no active recommendations. An empty list is not a score or a confirmation that you have mastered every topic.
Your recommendations are linked to your PMMark account. Opening cards is not saved as progress. Refresh this page after an assessment or review check to see the latest recommendations.
SECTION 01 · SUGGESTED REVIEW
Team and Resource Trade-offs in Organizational Structures
Every structure helps us in some ways and makes other things harder.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Projects vs Ongoing Operations
What is the team doing right now: creating something unique, or repeating ongoing work?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Related Programs vs Strategic Portfolios
Related projects, or different initiatives supporting one strategy? That is the distinction to look for.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Why Coordinate Related Projects as a Program?
Before adding more management, ask: what extra value will it give us?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
When Portfolio Management Adds Value
Several projects are not enough by themselves. What would portfolio coordination improve?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Financial and Nonfinancial Business Value
Does value always mean more money? Think about what the project improves.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Delivery Success vs Realized Benefits
We delivered the product. Good. But did it create the result we wanted?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Supportive, Controlling and Directive PMOs
Do not stop at the PMO’s name. Look at what it actually does.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Tailoring the PMO to Current Needs
A useful PMO serves its customers. Its label is not the goal.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
OPM, Organizational Governance and Project Governance
Are we talking about a group of people, or the framework that guides their work?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Organizational Structure and PM Authority
The PM’s title is the same. Does the organizational structure give the PM the same power?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
The Project Manager's Purpose
The PM may know the technology very well. But what is the PM there to achieve?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Early PM Involvement and Charter Support
Why wait until the plan is finished to involve the person who will lead the project?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Leading Planning and Monitoring Delivery
Creating the plan is a start. What happens once the work begins?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Proactive Communication and Coordination
If we can prevent the problem now, why wait for it to affect the work?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Who Counts as a Stakeholder?
Does this person affect the project, or does the project affect them?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Charter Preparation vs Sponsor Authorization
Who prepares the charter, and who authorizes it? Those can be different people.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Sponsor Support vs Daily Project Management
The sponsor supports the project. The PM manages its daily work. Where is the boundary?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Project Team Responsibilities
The team helps plan and control the work as well as doing it.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Project Team vs Project Management Team
Everyone on the project team contributes, but not everyone is doing the same kind of work.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Functional Manager Resource Authority
The title tells us the role. The structure tells us how much authority comes with it.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
The Program Manager's Coordination Role
One project, or coordination across related projects? Look at the manager’s scope.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
The Portfolio Manager's Strategic Role
What connects all these initiatives? The organization’s strategy.
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Project Phases vs Management Focus Areas
Are these the phases of producing the result, or the activities used to manage the work?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Continue, Cancel or Repeat at a Phase Gate
Finishing the phase is one thing. Are its results good enough for us to move on?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Detailed Predictive Planning vs Adaptive Learning
How much of the work can we clearly define before we start?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →SECTION 01 · SUGGESTED REVIEW
Combining Predictive and Adaptive Work
Do all parts of this project need the same approach?
An answer in your course practice suggests this may be useful to revisit. Start with the cheat sheet, then try this topic’s cards and check questions.
Review this topic →Risk or issue?
First ask: has the event happened, or is it still uncertain?
Cover the answer. Say the distinction.
An uncertain future event is a…
Risk. If its effect would help the project, it is an opportunity. If its effect would harm the project, it is a threat.
An event that has already happened is a…
Realized condition or issue to address. Do not keep treating an actual problem as if it might happen. Its future consequences may create new risks.
“Positive” versus “negative” tells me…
The direction of the potential effect. It does not tell you whether the event has already happened.
Think, then reveal
Early testing access might shorten the schedule. Access is not confirmed. What is it?
A positive risk / opportunity. The benefit depends on an uncertain future event. “Might” and “not confirmed” are the deciding facts.
The testing facility is unavailable today and work has stopped. Risk or issue?
An issue. The disruption already exists. Record the issue, assign an owner, and track resolution. If a response was planned for this risk, implement it as appropriate; assess remaining uncertainty separately.
A planned supplier delay has happened. Is updating only the risk register enough?
No. Record the current issue and act on the planned response. Do not wait for the final impact before documenting a problem that already affects the work. Keep future risks and current issues distinct.
The early access is now confirmed and the team is already using the facility.
What changes in your classification?
Reveal the reasoning
The original opportunity has occurred; access is no longer uncertain. It is now a realized benefit. Do not label a realized benefit a negative issue simply because it has happened.
Decision cue: separate timing and uncertainty from whether the effect is beneficial or harmful.
Answer both questions correctly to clear this suggestion. You can try again. After passing, allow a short moment for your review list to update, then refresh My Review.
Revisit Checkpoint 063Based on your course explanations in Checkpoints 018 and 063 and Exam Simulation question 147.
CPI & SPI: calculate, then interpret
Keep earned value on top. Choose the denominator that matches the question.
Rebuild the formulas from memory
CPI compares earned value with…
Actual cost: CPI = EV / AC. Above 1 means favorable cost efficiency (under budget for the work performed); below 1 means unfavorable cost efficiency.
SPI compares earned value with…
Planned value: SPI = EV / PV. Above 1 means more work completed than planned; below 1 means less work completed than planned.
What does an index of exactly 1 mean?
The compared values are equal. CPI = 1: earned value equals actual cost. SPI = 1: earned value equals planned value.
Calculate before you reveal
EV = $96,000; AC = $80,000. CPI and meaning?
CPI = 1.20. Each $1 spent has earned $1.20 of budgeted value. Cost efficiency is favorable; the work performed is under budget.
EV = $63,000; PV = $70,000. SPI and meaning?
SPI = 0.90. The project has earned 90% of the value planned by this point. Less work is complete than planned: behind schedule by the SPI measure.
An activity has SPI = 0 and PV > 0. What do you know?
Its EV is zero: it has earned no value yet. That activity has completed less work than planned. This alone does not establish the finish-date status of the whole project; check the relevant work and schedule.
SV = $10,000; PV = $5,000; AC = $8,000. Rebuild CPI.
EV = SV + PV = $15,000; CPI = 15,000 / 8,000 = 1.875. Dividing by PV would calculate SPI instead. For a cost comparison, focus on CPI rather than choosing by SPI.
Keep EV at $96,000. Actual cost rises from $80,000 to $120,000.
Does the cost interpretation stay the same?
Reveal the reasoning
No. CPI = 96,000 / 120,000 = 0.80. The same work now costs more than its earned value. Cost efficiency becomes unfavorable.
Now keep EV at $63,000, but change PV to $60,000. What happens to SPI?
SPI = 1.05. More work is complete than planned at this point. A changed denominator changes the comparison even though EV stayed the same.
Check the numerator, identify the denominator, compare the result with 1, then describe what the ratio measures.
Answer both questions correctly to clear this suggestion. You can try again. After passing, allow a short moment for your review list to update, then refresh My Review.
Revisit Checkpoint 045Based on your course explanations in Checkpoints 045 and 087, Section Mastery Exam 06, and Exam Simulation questions 18 and 54.
Change requests: assess, decide, update
A useful idea still needs the right decision process. First check whether the plan is approved and who has authority.
Rebuild the decision sequence
A change affects an approved baseline. What comes before implementation?
Document the request, assess its impacts, and obtain the required decision. Follow the change management plan. Consider scope, schedule, cost, quality, resources, risks, stakeholders, and project objectives together.
The plan is still being developed and has not been approved. What changes?
Revise it through normal planning. In the course scenario, an unfinished draft does not require the same formal baseline change process. Still follow the organization’s applicable rules.
Who decides, and who coordinates the overall process?
The defined authority decides; the project manager coordinates the whole process. If the plan assigns all decisions to the CCB, follow it even for a small change.
Approved, rejected, or postponed: what must stay traceable?
The request and its decision/status in the change log. Update affected baselines and documents when authorized. Configuration management helps everyone use the latest approved versions.
Think before you reveal
Reducing engineers saves money but may delay delivery. Is the saving enough to approve it?
No. Assess the combined impacts and alignment with project objectives. A single benefit does not establish that the change is worthwhile.
A senior executive requests a change verbally. Implement immediately or reject it automatically?
Neither. Document and process the request. A verbal request can start a conversation; it does not bypass the required evaluation and authorization.
The change is approved, but the team still uses old drawings. What is missing?
Controlled document updates and communication. Update affected information, record the decision, and ensure people use the approved version when carrying out the work.
The requested feature was rejected.
Should it now be added to the scope baseline?
Reveal the reasoning
No. Record the rejection and keep the current approved baseline. Now change the decision to approved: update affected plans and documents, communicate the approved change, and coordinate implementation.
Answer both questions correctly to clear this suggestion. You can try again. Allow a short moment after passing, then refresh My Review.
Revisit Checkpoint 023Based on your course explanations in Checkpoint 023, questions 1–5 and 8–10.
Conflict decisions: listen, diagnose, respond
Notice the urgency, the impact on work, and whether this is an ordinary disagreement or an ethical issue.
Choose an approach for the situation
How can avoidable conflicts be reduced?
Clarify plans, communication, and ground rules. Make expectations about schedule, priorities, resources, and respectful behavior clear and apply them consistently.
A routine disagreement has just started. Must the PM decide for everyone?
Let the people involved try to resolve it and monitor the situation. If they cannot resolve it or it is affecting delivery, help them address it. Monitoring is different from ignoring it.
What does collaborative problem solving focus on?
Both perspectives, the root cause, and options that support the project. First understand each perspective; when tension is high, separate initial conversations can help. Then involve the parties in a focused discussion, address the problem rather than blame, and agree on future actions.
Compromising, smoothing, and withdrawing: what is the difference?
Compromising: each side gives up something for a workable agreement. Smoothing: emphasize common ground to calm the situation. Withdrawing: defer or step away. Calming or deferring alone does not resolve the root cause.
Explain the decision
Two people split scarce equipment time; neither gets everything requested. Which technique?
Compromising. Both accept a partial result. The course scenario makes this reasonable because the activities have low importance and a quick agreement is needed.
The PM hears only one side, blames someone, and imposes a fix. The disagreement returns. What was missed?
Listening to both parties and resolving the root cause together. A quick imposed answer can leave the real problem and damaged relationships unaddressed.
Does forcing mean a win-win agreement?
No. It imposes a decision and can damage relationships. An urgent safety or serious compliance concern can require immediate direction to stop exposure. A normal disagreement usually calls for understanding and facilitation.
The disagreement concerns deliberate falsification of progress figures.
Is ordinary compromise still appropriate?
Reveal the reasoning
No. Treat it as an ethical issue and use the appropriate management reporting process. In your course, ethical misconduct is distinguished from a routine disagreement. Changing this detail changes the response.
Answer both questions correctly to clear this suggestion. You can try again. Allow a short moment after passing, then refresh My Review.
Revisit Checkpoint 060Based on Checkpoint 060, questions 2–7; Challenge 08 conflict scenarios; and Exam Simulation questions 59, 82 and 153.
Student voices
PMP & CAPM learner experiences
Explore student feedback on the courses, preparation and learning experience.
Ahtri tn 12, Kesklinna district, Tallinn city, Harju county, 10151, Estonia
