I've heard some people say that the exam has terms or repeated phrases don't appear on study hall.

Curious if ya'll have any examples you could share

Just curious. I'm running through SH and getting 60% on average.

The questions are so frustrating as a lot of the ones I'm failing feel like there were multiple correct answers but they want a specific one for a pedantic reason. I'm still trying to get a feel for when I should stop and analyze vs escalate with leadership.

Edit: Perhaps I misheard things or made an assumption since getting 70% on SH is considered ready. Sounds like the exam is about the same as study hall.

I'm going through study hall right now and this seems to be one of the biggest things I cant get.

I'm under the assumption that you should always review things yourself and at the team level before escalating to stakeholders or the customer unless it's time sensitive and inaction does more harm then good.

That assumption works for the most part but it does seem like the questions try to trick you up on which to choose. I see it most on questions where a risk/issue are found or a stakeholder/customer are claiming something is wrong or out of compliance.

Any advice is appreciated.

I'm giving myself a month to drill the all the practice material on study hall. I've heard that 50% on the practice exams is earliest you are ready for the real exam (I'm targeting the 70's).

But what about the quizzes? I finished my 35 hour course requirement but haven't ready studied my notes. Going in raw, I seem to get about a 60%-80% depending on the quiz and nearly ace them after I study.

What should I be getting on the practice quizzes to know I'm ready?

I am writing my pmp application. I followed AR's advice to make an excel with dates and all useful project info. Then I plugged it into a AI with his template.

I have gone over the end product to sand down the edges. I think it's what they are looking for but it doesn't read like how any person would speak. Just a bunch of terms and garble. Is this too much, should I simplify?

Any advice is apricated

White Label Service Renegotiation (Ending Existing Vendor Relationship)

Project objective:
Renegotiate an existing white label investment brokerage service while evaluating vendor performance and assessing long term procurement risks associated with the vendor relationship.

Outcome:
Successfully completed the renegotiation initiative while identifying significant vendor performance, contractual, and relationship risks. The project resulted in the strategic decision to transition away from the incumbent vendor and initiate initiative to create a new replacement product agreement.

Your role on the project:
Procurement Project Lead

Your responsibilities:
Led stakeholder engagement and coordinated cross functional procurement activities using a hybrid project approach within a matrixed governance environment.

• Initiating: Identified project requirements, stakeholders, procurement objectives and governance constraints associated with the service renegotiation initiative.
• Planning: Defined scope, schedule and procurement activities. Reviewed historical vendor performance, identified contractual risks and planned stakeholder engagement and approval activities.
• Executing: Directed vendor negotiations, facilitated stakeholder alignment meetings, coordinated communications between business units and vendors while managing procurement activities throughout the renegotiation process.
• Monitoring and Controlling: Managed scope, schedule, stakeholder engagement, and procurement risks. Evaluated vendor relationship concerns, monitored governance approvals, timelines and assessed long term impacts to business and service stability.
• Closing: Finalized renegotiation terms and documentation, secured governance approvals, documented procurement outcomes and lessons learned while supporting transition planning activities for the future replacement initiative.

Deliverables:
Renegotiatiated service agreement, procurement documentation, governance approvals, stakeholder alignment, vendor risk assessment, transition planning support, and strategic recommendation to replace the incumbent vendor.

White Label Service Transformation (Building a New Service)

Project objective:
Replace an existing white label investment brokerage platform with a newly sourced solution that improved service capabilities, reduced costs, strengthened risk controls and aligned with stakeholder and regulatory requirements.

Outcome:
Successfully delivered a replacement brokerage platform over an 18 month period, achieving 73% cost savings ($1.46M), improved contractual terms, enhanced service functionality, compliance with governance and regulatory standards. The solution was scalable and replicated across additional business units globally.

Your role on the project:
Procurement Project Lead

Your responsibilities:
Led stakeholder engagement, vendor sourcing, and cross functional coordination using a hybrid project delivery approach within a matrixed governance environment.

• Initiating: Assessed the existing service, identified vendor risks and service gaps, identified stakeholders, defined project objectives and high level requirements for the replacement solution.
• Planning: Defined scope, schedule, procurement strategy and stakeholder engagement plans. Reviewed legacy service performance, identified risk areas, and established vendor evaluation criteria and governance requirements.
• Executing: Directed RFx activities, led vendor evaluations and prototype discussions, facilitated stakeholder alignment meetings, negotiated contractual terms and pricing.  Coordinated activities across legal, risk, compliance, accounting and approval teams.
• Monitoring and Controlling: Managed scope, schedule, procurement activities, stakeholder engagement and compliance risks. Evaluated vendor solutions, monitored governance approvals and implemented risk responses to support project continuity and delivery objectives.
• Closing: Finalized vendor selection and contracts, secured governance approvals, documented procurement outcomes and lessons learned, and coordinated implementation readiness activities under constrained timelines.

Deliverables:
Replacement white label brokerage platform, negotiated vendor agreement, procurement documentation, governance approvals, stakeholder alignment, improved service model, significant cost savings, and successful transition from the legacy vendor.

MDM Services Consolidation (Building a New Service)

Project objective:
Consolidate multiple vendor agreements into a unified enterprise service agreement to negotiate terms and pricing, standardize contractual language, streamline service management and reduce operational and contractual risk.

Outcome:
Successfully consolidated multiple agreements into a single enterprise agreement with improved pricing, updated contractual terms, and enhanced operational alignment despite extended delays caused by external vendor disputes and changing business leadership conditions.

Your role on the project:
Procurement Project Lead

Your responsibilities:
Led stakeholder engagement and cross functional coordination using a hybrid project delivery approach within a matrixed governance environment.

• Initiating: Identified consolidation opportunities, stakeholders, procurement objectives, and governance requirements associated with the enterprise agreement initiative.
• Planning: Defined scope, schedule, procurement activities, and stakeholder engagement plans. Reviewed historical agreements, identified contractual inconsistencies and risks, and developed negotiation and governance strategies.
• Executing: Directed vendor negotiations, coordinated stakeholder communications, facilitated alignment on revised contractual structures and service requirements, and adapted procurement activities to changing business conditions and external delays.
• Monitoring and Controlling: Managed scope, schedule, procurement activities, stakeholder engagement, and contractual risks. Evaluated revised terms across multiple negotiation cycles, monitored impacts caused by external disputes between vendor and global stakeholders and implemented risk response strategies to maintain project continuity.
• Closing: Finalized the consolidated agreement, secured governance approvals, documented procurement outcomes and lessons learned, and coordinated implementation readiness activities.

Deliverables:
Consolidated enterprise agreement, updated contractual language, procurement documentation, governance approvals, stakeholder alignment, operational standardization, cost savings, and continuity of vendor services.

Here’s How I’d Rewrite Your New Version

Hardware Open RFx

Project objective:
Source and procure hardware solutions supporting refurbishment for the purpose of modernizing company assets within schedule and budget constraints.

Outcome:
Successfully completed vendor selection and contract execution by identifying solutions aligned with stakeholder requirements, sourcing objectives, delivery timelines, and governance standards.

Your role on the project:
Procurement Project Lead

Your responsibilities:
Led stakeholder engagement and procurement coordination using a hybrid delivery approach within a matrixed governance environment.

• Initiating: Identified stakeholder requirements, project objectives, procurement constraints and project scope for the hardware sourcing initiative.
• Planning: Defined procurement strategy, evaluation criteria, timelines, and stakeholder engagement activities supporting the RFx process.
• Executing: Directed open RFx activities, coordinated vendor communications, evaluated proposals against technical, operational, and schedule requirements, negotiated pricing and contractual terms, and facilitated stakeholder alignment discussions.
• Monitoring and Controlling: Managed scope, schedule, procurement activities, stakeholder engagement, and vendor evaluations while coordinating governance approvals across leadership, legal, risk, compliance, and procurement teams.
• Closing: Finalized vendor selection, secured approvals, coordinated purchase order release and contract execution, and documented procurement outcomes and lessons learned.

Deliverables:
Vendor selection, negotiated service agreement, procurement documentation, governance approvals, stakeholder coordination, purchase order release and support for branch refurbishment implementation activities.

White Label Service Portal Integration (Building a New Add On Service)

Project objective:
Design and source an integrated portal enhancement supporting the existing white label investment brokerage platform to improve service functionality and support evolving business requirements across multiple organizational implementations.

Outcome:
Advanced procurement planning and vendor sourcing activities for a new integrated portal solution by defining requirements, facilitating stakeholder alignment, coordinating prototype evaluations, and supporting integration planning prior to organizational restructuring and project transition.

Your role on the project:
Procurement Project Lead

Your responsibilities:
Led stakeholder engagement and procurement coordination using a hybrid project delivery approach within a matrixed governance environment.

• Initiating: Identified business needs, project objectives, stakeholders, integration requirements, and governance considerations supporting the portal enhancement initiative.
• Planning: Defined scope, schedule, procurement strategy, and stakeholder engagement activities. Reviewed existing platform capabilities and established vendor sourcing and evaluation criteria aligned with integration requirements.
• Executing: Directed vendor sourcing activities, facilitated stakeholder discussions and prototype evaluations, coordinated cross functional communications, and supported integration planning activities across multiple business units.
• Monitoring and Controlling: Managed scope, schedule, procurement activities, stakeholder engagement, and integration risks while coordinating ongoing alignment across governance and operational teams.
• Closing: Coordinated transition documentation, procurement status reporting, and project handoff activities prior to organizational restructuring and project reassignment.

Deliverables:
Procurement strategy, stakeholder requirements, vendor evaluations, prototype coordination activities, integration planning documentation, governance coordination, and project transition documentation.

My previous job had me as the procurement project lead. I had a 100+ projects, most only a couple months a pop.

I have run into an issue on the application in that it's not realistic to mention each of these projects to hit the 36 month amount since they were short and interchangeable. On top of that, I don't have enough specific details to separate them and list their dates.

So, I have listed all the projects I have done as one entry that covered my role and listed a flag ship entry as a prime example. Do you think that will work?

Any advice is appreciated. Both on my question as well as the quality of my entry's, they do seem very wordy.

1. Grouped Experience (All Procurement Projects) 

Project objective:

Deliver cost savings, risk reduction, governance compliance, and optimized vendor solutions by managing procurement projects for IT services, software, and hardware through renewals, competitive sourcing, and new service development.

Outcome:

Successfully executed 100+ procurement projects, delivering measurable business value through cost savings, improved contractual terms, enhanced risk controls, and strengthened stakeholder alignment. Managed projects ranging from $50K to $1M+.

Your role on the project:

Procurement Project Lead

Your responsibilities:

Applied servant leadership to enable stakeholder decision making, facilitate cross functional collaboration, and drive value delivery through governance alignment, vendor management, risk management, and stakeholder engagement.

• Initiating: Identified project needs, defined high level scope and objectives, and identified stakeholders while aligning procurement strategy with business goals and governance requirements.
• Planning: Defined scope, developed schedules, and planned procurement and stakeholder engagement. Conducted project history review and analysis to identify risks, waste, and improvement opportunities, incorporating findings into sourcing strategies and project plans.
• Executing: Directed and managed project work by conducting RFx processes (RFP, RFQ, RFI), managing supplier relationships, facilitating stakeholder collaboration, and implementing procurement strategies that supported value realization.
• Monitoring and Controlling: Monitored project performance, controlled scope, schedule, and procurement activities, and managed stakeholder engagement. Performed integrated change control by evaluating changes to scope, timelines, or vendor strategy, assessing impacts across stakeholders and governance requirements, and ensuring only approved changes were implemented. Identified and responded to risks through continuous assessment and mitigation planning.
• Closing: Closed procurements by finalizing contracts, securing approvals, and documenting outcomes. Coordinated with cross functional teams under constrained deadlines to ensure timely completion and transition of deliverables for implementation.

Deliverables:

Executed supplier selection through RFx events, negotiated and finalized contracts, delivered cost savings and value improvements, and ensured governance compliance. Produced procurement documentation, stakeholder summaries, and project records. Coordinated across multiple internal teams and external vendors to meet project milestones and deadlines, enabling successful implementation of new or improved services aligned with stakeholder requirements.

2.Flagship Project (Brokerage Platform Replacement) 

Project objective:

Replace a white label investment brokerage platform with a newly sourced solution that improved service capabilities, reduced cost, strengthened risk controls, and aligned with stakeholder and regulatory requirements.

Outcome:

Successfully delivered a new brokerage platform solution over an 18 month period, achieving 73% cost savings ($1.46M), improved service functionality, enhanced contractual terms, and full compliance with internal governance and regulatory standards. The solution was scalable and later replicated across additional business units.

Your role on the project:

Procurement Project Lead

Your responsibilities:

Applied servant leadership to enable stakeholder decision making, leveraging subject matter expertise from business units while guiding the project through complex procurement, governance, and regulatory processes.

Initiating: Evaluated the existing white label brokerage platform to identify gaps, define project objectives, and capture stakeholder requirements. Identified key stakeholders and aligned project goals with business needs and regulatory expectations.

Planning: Defined scope and developed the procurement management plan for replacing the platform. Conducted detailed analysis of the legacy service to determine required improvements, retained capabilities, and risk areas. Developed project timelines, identified stakeholders, and planned stakeholder engagement and procurement activities.

Executing: Directed and managed project work by conducting a competitive RFx process, engaging multiple vendors, and facilitating prototype development of brokerage solutions. Coordinated stakeholder evaluations, synthesized feedback, and led negotiations to secure optimal pricing and contractual terms.

Monitoring and Controlling: Monitored project performance, managed stakeholder engagement, and controlled procurement activities. Performed integrated change control by evaluating changes to scope, vendor solutions, and timelines, ensuring alignment with stakeholder expectations and governance requirements. Identified and mitigated risks related to vendor capability, contractual exposure, and regulatory compliance.

Closing: Finalized vendor selection and executed contracts, securing approvals across legal, risk, compliance, and governance bodies. Coordinated cross functional teams under constrained timelines to meet approval gates and ensure readiness for implementation.

Deliverables:

Delivered a fully sourced and approved white label brokerage platform, including vendor selection, negotiated contract, significant cost savings, improved service model, and compliance with legal, risk, and regulatory requirements. Coordinated across stakeholders, vendors, and internal governance teams to meet milestones and successfully transition from the legacy platform.

How should I list project experience on a job application when I’ve completed dozens of short duration projects over several years?

I have about 7 years of work experience, including 3.5 years across two roles where I regularly The challenge is that these roles involved repeat high volume of short projects, and it has been about a year since I was last employed. As a result, I do not have detailed records or exact timelines for each individual project.

I can clearly describe my roles, responsibilities, and the types of work I performed, and I can provide examples of companies, experiences and general outcomes. However, reconstructing precise project names, dates, and specifics for dozens of projects is a problem. Plus a lot of these projects were the same thing repeated over and over.

I am concerned that if an application requires detailed breakdowns for every project over a 36 month period, I may not be able to meet that level of specificity.

What should I do?

Attached work experience from resume
Aquanima Grupo Santander  
Strategic Sourcing Analyst II March 2022 - July 2025

• Managed IT Category by running RFx (RFP, RFQ & RFI) projects for services, software, and hardware
• Drove strategic value across direct and indirect spend by negotiating cost savings, improved supplier terms and value-added services, eliminating redundancies, addressing non-compliant agreements, and tactically accelerating critical initiatives through approval bottlenecks.
• Managed projects and coordinated multiple parties (BU’s, Vendors, C-Suite & Legal advisors) 
• Developed programs and contracts from inception through authorization to implementation
• Cultivated mastery in Ariba, SAP, Procurement IQ and Globality (an AI procurement tool)
• Completed multiple extracurricular courses and trainings for job development
• Consistently exceeded organizational goals and company savings averages by at least 5%
• Example: Led the development and implementation of a new investment management service, saving 73% / $1.46M off baseline costs.  Became SME and replicated the service internationally

International Forest Products 

Senior International Accounts Coordinator        January 2019 – March 2022 

• Managed every step of the procure to pay (P2P) process for internationally sourced goods by coordinating with vendors, carriers, customs agents, warehouses and customers.
• Oversaw supplier management, contract compliance, inventory forecasting, and logistics coordination to ensure supply continuity and cost optimization
• Aided procurement team’s negotiations with supplier performance and cost analyses data
• Took on manager’s responsibilities within 2 months of hire and rebuilt lost inventory records

I'm 66% of the way through his course. I have been talking pretty diligent notes. However I worry I may be paying attention to closely.

I'm seeing a lot from people on this sub say they sped through his course and got the real value from drilling study hall. I like his course but I get the feeling he covers way more detail than you actually need to pass. Also I heard his quizzes are pretty unrepresentative of the exam.

Do you all think I should just speed through his classes and take notes on stuff that pops out or is the pace I've been going the right one?

I love and respect my partner. She’s strong, capable, direct, and gets things done. But she also has a very strong defensive side and tends to perceive slights easily. She's the kind of person who work stories are exclusively complaints about her coworkers, 

We’ve been together for 5 years, and the biggest issue is that conflicts never really end. If something sets her off, it doesn’t get let go. It gets stored forever and brought back up later. Everything needs to be resolved, but because she’s very hardheaded, “resolution” often feels like it has to happen on her terms.

I’m not perfect, but I feel like every mistake(real or not) I make becomes part of a larger pattern in her eyes. It’s like each issue gets added to a running case against me that represents everything I’ve ever done wrong.  If I do something minor, my entire permanent record gets thrown at me.

I’ve always tried to take her concerns seriously. Even if something seems small to me, if it matters to her, I treat it as important. But after 5 years of this dynamic, I’m worn down. I’m starting to struggle to take her concerns seriously at all, which I know isn’t good and honestly scares me.

Recently, we had another argument over something minor. During it, I admitted that I’m having trouble taking every issue seriously anymore. That escalated things to what feels like “code red.” I tried to explain my side, that I feel like nothing I do matters because everything is filtered through the worst possible interpretation. I end up feeling like I’m always competing with a negative version of myself in her head.

From my perspective, during these conversations I get more quiet, sad, and defeated, while she becomes more agitated and confrontational. It often ends with guilt or threat-type statements like “you don’t appreciate me, I’ll X” or “I’ll find someone who does Y.”

Now she wants to stay at a friend’s place, and from her perspective, this is entirely my fault.

At this point, I feel exhausted. I don’t want to resent my partner, but I can feel myself shutting down emotionally because I don’t have the energy to keep engaging in the same cycle.

I’ve brought this up in therapy and genuinely want to find a solution, but I feel stuck.

I apologize for the common question but I seem to be going in circles on how thoroughly you need to know the 49 processes?

It feels like AR keeps switching between "you need to be able to recite each of them" to "you just need to the gist"

After going through the sub, it sounds like you need to be able to recognize them and know where they going in the PM Process stages. But you aren't going to need to be able to rattle all 49 off the top of your head from nothing.

Would you say that's an accurate?

Personally, I am not to worried about their definitions as most are pretty self explanatory, I'm just worried about needing to recite them as name are a weakness for me.