PMP Exam Day One Notes

Introduction and Seminar Context

This comprehensive seminar, held on Monday, July 07, 2025, is meticulously designed to provide participants with the essential knowledge and strategic approaches required to successfully pass the PMP® examination. Beyond exam preparation, a core objective is to significantly strengthen real-world project management capabilities, ensuring that participants can apply learned principles effectively in their professional roles. The discussions throughout are led by a primary instructor, Speaker 1, and enriched by contributions from co-instructors and students, identified as Speakers 2-10 in the transcript.

PMP® Eligibility & Application Requirements

PMP eligibility is determined by an education and experience matrix, which outlines two primary paths:

• 4-Year Degree Holders:
  Requires 36 months of unique non-overlapping professional project management experience, accumulated within the last eight years, along with 35 hours of formal project management education.

• Secondary Diploma Holders:
  Requires 60 months of unique non-overlapping professional project management experience, accumulated within the last eight years, coupled with 35 hours of formal project management education.

It is important to note that this seminar directly satisfies the 35-hour formal project management education requirement for all participants who currently lack it.

Application Tips:
Successful application requires meticulous attention to detail:

• Data Collection:
  Gather verifiable project dates, specific roles held, and the total hours dedicated to each project. Ensure this information is precise and readily verifiable if audited.

• Identity Verification:
  Crucially, ensure that the name provided on your application exactly matches the name on the government-issued identification you will present on exam day. Any discrepancy can lead to denial of entry.

• Accommodation Requests:
  If special accommodations are needed (e.g., extra time, read-aloud options, paper-based exam), investigate and submit these requests early in the application process. The Project Management Institute (PMI) offers language aids and ADA (Americans with Disabilities Act) accommodations upon thorough review and approval.

PMI Body of Knowledge & Exam Content

PMBOK® Guide Evolution

The PMBOK® Guide, a foundational reference for project management, undergoes a new edition release approximately every 4–5 years to reflect evolving industry practices and methodologies. Historically, versions v1–v6 were predominantly process-centric, focusing on the inputs, tools, techniques, and outputs of various processes (e.g., initiating, planning, executing, monitoring and controlling, closing). However, v7 (released in 2021) marked a significant shift, becoming principle-centric. This edition emphasizes principles (e.g., stewardship, value delivery, systems thinking) that guide project team behavior and decision-making across all project types.

While v8 has been announced, it's critical for exam candidates to understand that exam validity is predominantly driven by the ECO – Exam Content Outline, not directly by the latest PMBOK® Guide release. The ECO defines the topics and tasks tested, ensuring the exam reflects current professional practice regardless of the specific PMBOK® Guide edition.

Exam Content Outline (ECO)

The PMP® Exam Content Outline (ECO) is the definitive blueprint for the PMP® examination, outlining the topics and tasks that candidates must master. The exam content is strategically organized into Three Domains, each weighted differently:

These domains are not mutually exclusive but are deeply interconnected, requiring a holistic understanding. The ECO also specifies a Cross-cut of methodologies, reflecting the diverse approaches to project delivery:

• Predictive:
  50\% of questions focus on traditional, plan-driven methodologies.

• Agile:
  25\% of questions cover iterative and incremental approaches.

• Hybrid:
  25\% of questions involve a blend of predictive and agile practices.

Furthermore, the exam content aligns with PMI's Talent Triangle, which emphasizes three key skill areas for project professionals:

• Ways of Working (formerly Technical Project Management):
  Focuses on the various methodologies, tools, and techniques for effective project delivery (e.g., chosen lifecycle, data analysis).

• Power Skills (formerly Leadership):
  Encompasses competencies related to guiding, motivating, and directing a team, including emotional intelligence, communication, and negotiation.

• Business Acumen (formerly Strategic and Business Management):
  Involves understanding and delivering strategic objectives, focusing on benefits realization, value creation, and competitive analysis.

PMP® Exam Mechanics

The PMP® examination is a rigorous assessment designed to test a candidate's comprehensive project management knowledge and practical application. Understanding its mechanics is crucial for preparation:

• Total Questions:
  The exam comprises 180 scored questions. In addition to these, there are usually questions which are uncounted, designed by PMI to gauge their effectiveness for future exams. These pre-test questions are indistinguishable from scored questions, so all questions must be answered seriously.

• Total Time Allotted:
  Candidates are given 230 minutes, equivalent to (3 ext{h } 50 ext{ m}), to complete the entire examination.

• Automatic Breaks: The exam incorporates two mandatory 10-minute breaks:

  • One break occurs after completing Question 60.

  • The second break occurs after completing Question 120.
    During these breaks, candidates cannot return to previous question blocks to review or change answers. Once a block is submitted, it is finalized.

• Item Types: The exam utilizes a diverse range of question formats to assess different cognitive skills:

  • Single-choice, Multi-select (where the prompt specifies how many, e.g., “Pick 3 correct options”).

  • Matching, Hot-spot, Drag-and-drop, Fill-in-blank.

• Delivery Options: Candidates have two main avenues for taking the exam:

  • Pearson VUE Center (In-person):
    Offers a structured testing environment with specific logistical considerations, such as limited slots requiring early booking. Candidates are advised to pre-visit the site to familiarize themselves with the location. Lockers are typically provided for personal belongings, and restrictions often apply to jewelry.

  • Online-proctored (OnVUE): This has become the dominant method due to its flexibility. Key requirements and considerations include:

    • A 360° room scan to ensure no unauthorized materials or persons.

    • A clear desk devoid of any papers, books, or electronic devices.

    • A continuously active webcam and microphone for proctoring.

    • A quiet environment free from pets, children, or unexpected alarms.

    • A stable high-speed internet connection is paramount to avoid interruptions.

Test-Taking Strategy & Exam Psychology

Achieving success on the PMP® exam requires a combination of disciplined study, strategic test-taking approaches, and effective management of exam-day psychology.

• Practice, Practice, Practice: This is arguably the most critical aspect of preparation. Utilizing a variety of high-quality resources is key:

  • PMI® Study Hall: This official PMI platform offers both timed and untimed modes, providing realistic question simulations and detailed explanations.

  • Mastery Builder and other third-party question banks: Aim to practice with a total of around 1000 questions, spanning multiple reputable sources (the instructor recommends up to 3 extra banks).

  • Daily Target: Aim for 20–30 questions per day to build consistency and reinforce learning.

  • Varied Practice Sets: Mix timed sets to develop critical pacing skills and untimed sets for in-depth analysis of answers and understanding the underlying concepts.

  • Simulated Full Exams: Crucial for building stamina. Treat the PMP® exam like a marathon; without simulating the full 230 minutes, many candidates experience significant fatigue and may “hit the wall” around Q140.

• Reading Discipline: The PMP® exam questions are often lengthy and nuanced, requiring careful reading:

  • Spend more time understanding the question stem.

  • Locate the real question before scanning options.

  • Use Process of Elimination (PoE) to systematically eliminate incorrect answer choices.

  • Change answers sparingly: Your first instinct is often correct. Only change an answer if you have a definitive reason or new insight, not based on self-doubt.

• Math Anxiety Relief: While some calculations are present, the exam math is generally basic. Focus on understanding the concepts rather than complex computations:

  • Common areas include float calculations, Earned Value Management (EVM) formulas, and simple ratios.

• Anxiety Hacks: Exam day can be stressful. Employing psychological strategies can help:

  • Expect first 10–15 Q to feel tough: Don't let initial challenging questions discourage you; maintain composure.

  • Breathe deeply: Practice deep breathing exercises to manage stress and reduce cortisol levels.

  • Pacing awareness: A 1-question-per-minute pacing is a good strategy.

Domain 1 – People (14 Tasks)

This domain focuses on the soft skills and leadership competencies essential for effectively managing a project team and engaging stakeholders. Key tasks include:

• Manage conflict: The primary focus in conflict resolution should always be on addressing the issue at hand, not personal attacks or blaming the person.

• Lead, empower & mentor team: Project managers must act as servant leaders, fostering an environment where team members feel empowered, and providing mentorship and coaching.

• Build shared understanding & ground rules: Establish clear expectations, common goals, and mutually agreed-upon rules of engagement to promote cohesion and efficient collaboration.

• Stakeholder collaboration & communication: Proactively engage diverse stakeholders, whether virtual or co-located, ensuring effective information exchange and management of expectations.

• Emotional Intelligence (self-awareness, empathy): Recognized as a critical performance multiplier, enabling better relationships, conflict resolution, and overall team performance.

Domain 2 – Process (17 Tasks)

This domain covers the technical aspects of managing a project, from initiation to closure, ensuring that the project activities are performed efficiently and effectively to deliver the intended outputs. Key tasks include:

• Execute with appropriate urgency & value: Prioritize tasks and allocate resources efficiently to deliver project outputs in a timely manner while always focusing on maximizing value.

• Integrated planning of scope–schedule–cost–quality–resources–procurement–risk–comms: All knowledge areas are interdependent and must be planned in an integrated manner.

• Select & tailor lifecycle: Identify and adapt the most suitable project delivery approach for the context, choosing from predictive / agile / hybrid / lean / Kanban.

• Change control, governance, knowledge transfer, transition & closure: Establish robust change control, ensure proper project governance, facilitate effective knowledge transfer, and diligently manage project transition and formal closure.

Domain 3 – Business Environment (4 Tasks)

This domain focuses on the project manager's understanding of the broader organizational and external environment, ensuring projects align with strategic goals, adhere to regulations, and contribute to business value. Key tasks include:

• Compliance (legal, regulatory, standards): Ensure project activities and deliverables adhere to all relevant laws, industry regulations, internal policies, and quality standards.

• Realize benefits & value; track against external changes: Actively manage the project to ensure defined business benefits are achieved, adapting the plan based on external shifts (e.g., pandemic ⇒ Teams focus).

• Support organizational change & continuous improvement: Play a vital role in facilitating organizational change stemming from project outputs, and fostering a culture of continuous improvement.

Project Delivery Approaches

Understanding various project delivery approaches is crucial for tailoring the right methodology to the project context.

Predictive / Waterfall

The Predictive, often referred to as Waterfall, approach is a traditional methodology characterized by a sequential and linear progression of project phases. Each phase must be completed and often reviewed (e.g., through a gate review) before the next phase begins. The typical phases include:

• Define:
  Gathering requirements and defining the project scope in detail.

• Design:
  Creating a blueprint or detailed plan for the solution.

• Build:
  Developing or constructing the product or service.

• Test:
  Verifying that the product meets requirements and quality standards.

• Deploy:
  Releasing the final product or service to its intended users.

This approach typically culminates in a Big-Bang delivery at the end of the project lifecycle, where the complete product is delivered. In a predictive environment, the Project Manager is primarily responsible for managing the triple constraint (scope, schedule, and cost), while the Project Sponsor plays a crucial role in funding the project and providing authorization.

Agile

Agile is an iterative and incremental project delivery approach designed for environments with high uncertainty and rapid change. It emphasizes flexibility, collaboration, and continuous feedback. Key characteristics and components include:

• Iterative + Incremental:
  Work is broken down into small, manageable iterations (often called Sprints), typically time-boxed for 1–4 weeks (commonly 2 weeks), with a potentially shippable increment delivered at the end of each.

• Roles:
  Defined responsibilities are key to agile team dynamics:

• Artifacts: Key tangible outputs that provide information about the project's progress and work remaining:

  • Product Backlog:
    A prioritized, continually refined list of all known product features, requirements, enhancements, and fixes.

  • Sprint Backlog:
    A subset of the Product Backlog selected for the current Sprint, along with the team’s plan for delivering the Increment.

  • Increment:
    The sum of all Product Backlog Items completed during a Sprint and the value of increments of all previous Sprints. It must be potentially shippable and meet the Definition of Done.

• Change in Triple Constraint: Unlike predictive, the triple constraint's flexibility shifts in agile:the scope, time, and cost can be adjusted together to better respond to emerging requirements and stakeholder feedback, allowing for iterative progress. .

  • Scope is flexible. The Product Backlog can be reordered at any time to meet the time/cost boundary, prioritizing the most valuable features.

• When Agile Fits Best: Agile is particularly well-suited for projects characterized by:

  • Low cost of change.

  • Intangible outputs (e.g., software).

  • High uncertainty and evolving requirements.

  • A strong need for fast feedback loops and early value delivery.
    Examples include: software development, R&D, marketing campaigns, and organizational change initiatives.

Hybrid

Hybrid approaches represent a spectrum or continuum that thoughtfully mixes elements from both predictive and agile practices. This blending allows organizations to leverage the strengths of each methodology to suit specific project contexts or organizational constraints. Hybrid solutions are flexible and can manifest in various ways:

• Segmented by Component:
  Different parts of a larger project may use different approaches. For instance, the core operating system (OS) of a product might follow a predictive lifecycle, while the user interface (UI) development for that same product might use an agile approach (e.g., Windows 10 development).

• Blended Practices:
  Projects may adopt agile practices within a largely predictive framework, such as incorporating agile sprints while maintaining heavy federal documentation and traditional gate reviews.

The concept of hybrid approaches is still emerging and evolving, requiring project managers to be adaptable. The PMI exam heavily tests the recognition of hybrid contexts and the ability to apply appropriate practices within such environments.

Agile Manifesto & 12 Principles (adapted beyond software)

The Agile Manifesto, initially crafted for software development, provides a foundational philosophical guide for agile approaches and has been adapted for broader project management contexts. It is built on 4 Core Values and a set of 12 Principles:

• 4 Core Values (Prioritizing one over the other):

  1. Individuals & interactions over processes & tools:
     Valuing direct communication, collaboration, and the skills of individuals leads to more effective outcomes.

  2. Working solution over comprehensive documentation:
     The primary measure of progress is functional deliverables that provide value, rather than extensive, upfront documentation.

  3. Customer collaboration over contract negotiation:
     Proactive and continuous engagement with the customer ensures the project delivers what they truly need, fostering trust and adaptability.

  4. Responding to change over following a plan:
     The ability to adapt to changing requirements and market conditions is more critical for success than strict adherence to an initial, potentially outdated, plan.

• Select Principles (Exam-Relevant Examples): From the 12 Principles, several are particularly emphasized for the PMP® exam:

  • Early & continuous delivery: Delivering valuable solutions frequently, with a preference for shorter timescales.

  • Welcome late-stage change: Embracing changes, even late in development, as agile processes harness change for the customer's competitive advantage.

  • Business + dev must work daily: Business people and developers must work together daily throughout the project to ensure alignment and rapid feedback.

  • Sustainable pace: Agile processes promote sustainable development, maintaining a constant pace indefinitely.

  • Technical excellence; simplicity (maximizing work not done): Continuous attention to technical excellence and good design enhances agility. Simplicity is the art of maximizing the amount of work not done.

  • Regular reflection & adaptation (retrospectives): The team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Organizational Structures & Governance

The structure of an organization significantly impacts how projects are managed, affecting authority levels, resource availability, and communication channels. Common organizational structures include functional, projectized, and matrix organizations.

• Matrix challenges: While matrix organizations (which blend functional and projectized structures) offer flexibility, they often present challenges such as:

  • Dual reporting: Team members report to both a functional manager and a project manager, which can lead to conflicting priorities.

  • Conflicting priorities: Resource allocation and task assignments can become complex when functional goals clash with project objectives.

• PMO types:
  PMOs are organizational structures that standardize project-related governance processes and facilitate the sharing of resources, methodologies, tools, and techniques. They typically fall into three categories:

In agile contexts, organizations are increasingly establishing an Agile Center of Excellence (ACoE) or a Value Delivery Office (VDO). These entities focus on propagating agile best practices, providing enterprise coaching, and building an agile mindset across the organization.

Portfolio, Program & Project Hierarchy

Project management exists within a broader hierarchical structure that connects individual efforts to strategic organizational goals:

• Project:
  A temporary endeavor undertaken to create a unique product, service, or result. Projects have a defined beginning and end, and a specific objective.

• Program:
  A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. Programs often have a longer duration than individual projects and focus on achieving broader strategic objectives.

• Portfolio:
  A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolios are aligned with the organization's strategic vision and are selected based on factors such as value, risk, and ROI.

It's important to understand that project management skills are cumulative across this hierarchy. Strong PM fundamentals are essential for individual projects, which then build towards Program integration skills, and culminate in Portfolio strategic selection abilities, where decisions directly impact organizational strategy.

Strategic Alignment & Business Case Development

Projects are not undertaken in a vacuum; they must align with the strategic objectives of the organization. This alignment is often articulated and justified through a rigorous business case development process.

Key Questions

Before undertaking any project, several fundamental questions must be answered to ensure strategic alignment and feasibility:

1. Why are we doing this?
   This probes the strategic mission and overarching strategy the project serves, clarifying the problem or opportunity and demonstrating its necessity and value.

2. What constitutes success?
   Defining success involves establishing clear, measurable metrics such as Objectives and Key Results (OKRs), Key Performance Indicators (KPIs), or Net Promoter Score (NPS).

3. Assesses resource availability and organizational maturity to support the project.

4. Feasibility & comparative advantage:
   Examines the technical, financial, and socio-cultural viability and unique benefits of the proposed project.

Business Case components

A comprehensive Business Case typically includes:

• Problem/Opportunity statement & Why (e.g., the streetcar vs bus example).

• Options analysis & recommendation.

• High-level scope, schedule, cost (with an early accuracy range of -5\% ext{ ext{ extasciitilde}} +75\%).

• Assumptions, Constraints, Risks, Dependencies.

A Benefits Management Plan is also crucial, specifying time-phased value realization and responsible owners.

Financial Metrics & Formulas

Evaluating the financial viability and benefits of a project is critical for strategic decision-making. Several key financial metrics and formulas are commonly used:

• Cost-Benefit Ratio (CBR):
  This ratio compares the total benefits of a project to its total costs. A CBR = rac{ ext{Total Benefits}}{ ext{Total Costs}} value greater than 1 indicates that the benefits outweigh the costs, making the project financially attractive. A higher CBR is generally preferred.

• Payback Period:
  This metric calculates the time it takes for the cumulative benefits of a project to equal or exceed its initial costs. A smaller (shorter) payback period is typically considered better, as it indicates a quicker return on investment.

• Opportunity Cost:
  This represents the value of the next-best alternative forfeited when a particular choice is made. Understanding opportunity cost helps in making informed decisions by considering the benefits missed from alternative investments.

• Present Value (PV):
  Present Value calculates the current value of a future sum of money or stream of cash flows, given a specified rate of return. The formula is PV = rac{FV}{(1+r)^n}, where FV is Future Value, r is the discount rate, and n is the number of periods.

• Net Present Value (NPV):
  NPV is the sum of the present values of individual cash flows, both incoming and outgoing, over a period of time. When comparing multiple projects, the project with the highest NPV is generally chosen, as it indicates the greatest value creation.

• Internal Rate of Return (IRR):
  IRR is the discount rate at which the Net Present Value (NPV) of all cash flows from a particular project equals zero (NPV=0). A higher IRR is generally more desirable, as it indicates a higher rate of return on the investment.

Enterprise Environmental Factors (EEF) & Organizational Process Assets (OPA)

These two categories represent critical influences on any project. Project managers must be adept at identifying and navigating them, as they significantly impact project planning and execution.

• Enterprise Environmental Factors (EEF): These are conditions, not under the direct control of the project team, that influence, constrain, or direct the project. They originate from the environment outside of the project, often outside of the organization itself, or internally from within the organization but beyond the project's authority. Examples typically include:

  • Governance and regulations (e.g., government or industry standards).

  • Organizational culture, structure, and internal politics.

  • Risk tolerance thresholds of the organization.

  • Marketplace conditions and demands.

  • Political climate and economic factors.

• Organizational Process Assets (OPA): These are assets internal to the organization that can be used to execute or govern the project. They are within the organization’s control or influence and are accumulated over time. Examples include:

  • Templates (e.g., for project charters, risk registers).

  • Historical data from previous projects.

  • Project Management Information Systems (PMIS).

  • Knowledge bases and lessons learned repositories.

  • Policies, procedures, and guidelines.

Exam Tip: Given a scenario, a common exam question type is to identify whether a provided item or condition is an EEF or an OPA.

Risk, Uncertainty & Environmental Scanning

Managing risk is an ongoing process throughout the project lifecycle, requiring continuous environmental scanning to identify potential threats and opportunities. Projects operate within broader macro-environmental contexts that can introduce significant uncertainty.

• Environmental Scanning Tools: Various frameworks help analyze the external environment for potential risks and opportunities:

  • PESTLE: An acronym for Political, Economic, Social, Technological, Legal, and Environmental factors. This tool helps understand macro-environmental forces impacting a project.

  • V(U)CA / VUCA: Stands for Volatility, Uncertainty, Complexity, and Ambiguity. This framework describes and helps manage the challenges posed by dynamic and unpredictable environments.

  • Other alternative macro-context tools include TELOS, PESTEL, and STEEP (Social, Technological, Economic, Environmental, Political).

  • The acronym PSAL was referenced, though the 'A' component was partial in transcript, suggesting another framework for environmental analysis (e.g., Political, Social, Administrative, Legal).

• Risk Management Principle: Risk must be managed continuously. It is crucial to recognize the “first-domino” cascading effect, where an initial risk event can trigger a chain of subsequent risks, amplifying the overall impact on the project.

Change Management & Organizational Culture

Organizational Change Management (OCM) is a critical factor for project success, especially given that only ~1/3 of projects fully succeed. Projects often introduce changes that impact people, processes, and technology, necessitating a structured approach to manage the human side of change.

• ADKAR Model: A widely recognized framework for individual change management, focusing on key elements for successful transitions:

  • Awareness: Understanding the need for change.

  • Desire: Willingness to participate and support the change.

  • Knowledge: Information on how to change.

  • Ability: Capability to implement required skills and behaviors.

  • Reinforcement: Actions to sustain the change.

• Assessing Organizational Context: Effective change management requires assessing various aspects of the organizational culture:

  • Leadership style: Whether it is hierarchical (top-down) or collaborative (participatory).

  • Risk appetite: The organization's willingness to take on risk.

  • Reward systems: Whether incentives are individual or team-based.
    These assessments help tailor change interventions to resonate with the existing culture.

• Integrating OCM into Project Management Plan:
  Activities related to training, communications, transition planning, and reinforcement should be explicitly planned and integrated within the overall Project Management Plan to ensure a smooth adoption of project deliverables and sustained benefits.

Complementary Methods & Mindsets

Beyond traditional and agile methodologies, several complementary methods and mindsets can enhance project delivery and problem-solving:

• Design Thinking / Human-Centered Design:
  An iterative process focused on understanding user needs and iteratively developing solutions. It typically involves phases like empathy, define, ideate, prototype, and test.

• Systems Thinking:
  Views the project as part of a broader, interconnected system. This mindset helps project managers understand how project changes can lead to unintended consequences in other parts of the organization or external environment.

• Lean & Kanban:
  Methodologies focused on optimizing flow and minimizing waste. Lean principles aim to reduce non-value-adding activities, while Kanban visualizes workflow, limits Work In Progress (WIP), and uses a pull-based system to improve efficiency.

• Six Sigma:
  A data-driven methodology for improving processes by identifying and removing the causes of defects and minimizing variability. It often uses the DMAIC (Define, Measure, Analyze, Improve, Control) framework and statistical process control.

• Data & AI impact:
  Recognizes the growing influence of data analytics and Artificial Intelligence (AI) on project management. This includes automation of scheduling, enhanced decision support systems, and the understanding that “AI won’t take your job, someone who knows AI will,” emphasizing the importance of adapting to new technologies.

Illustrative Examples & Stories

The seminar frequently uses real-world examples and war stories to contextualize concepts and enhance understanding:

• Streetcar vs Bus vs Purple Line:
  Highlights the importance of understanding the “why” and strategic justification before funding major infrastructure projects.

• Teams vs Zoom during pandemic:
  Illustrates how external business changes (like a global pandemic) necessitate a pivot in project strategy and tool adoption.

• Pipeline analogy for Project–Program–Portfolio:
  Simplifies the hierarchical relationship between different levels of organizational work.

• PM war-story:
  Included anecdotes like wrong answer switches leading to exam failure or a student losing an exam due to a cat interruption, emphasizing exam day discipline and attention to detail.

• Financial system rewrite vs Excel macro:
  Compares the cost and scope of alternative solutions, underscoring the importance of options analysis.

Ethical, Philosophical & Practical Implications

Beyond technical skills, project management involves strong ethical considerations, philosophical principles, and practical adaptability:

• Stewardship principle:
  Project managers are diligent, respectful custodians of funds & resources, ensuring responsible use and accountability.

• Simplicity principle:
  Emphasizes maximizing work not done, especially critical in contexts laden with unnecessary paperwork (e.g., government projects).

• Embrace change, experimentation, and stakeholder realities:
  Be open to new approaches, willing to experiment, and understand stakeholder perspectives, including challenging ones like “Not In My Back-Yard” (NIMBY) examples.