Amer Ali PMP

Amer Ali PMP My name is AMER ALI, I help the organization and individual to become better at Project Management
(1)

05/30/2026

Talha Yaqoob cleared PMP from Saudia arabia in 2026 in a month

05/30/2026

Agile Question 05

05/30/2026

New Team PMP

05/30/2026

PMP From Failure to Success

Decision-Making Models in ManagementDecision-making is a crucial part of effective project management. It helps ensure...
05/30/2026

Decision-Making Models in Management

Decision-making is a crucial part of effective project management.
It helps ensure that team members and stakeholders agree on the best path forward when faced with multiple options or challenges. Below are the main types of decision-making models used in projects

1. Unanimous Decision (Unanimity)

Everyone in the group completely agrees on the decision. It ensures full support and commitment, but may take more time to reach.
Example: The entire team agrees to extend a project deadline to ensure quality.

2. Majority Decision

A decision is made when the majority of stakeholders agree.
It is faster than unanimity but may leave some members unsatisfied.
Example: If 6 out of 10 team members vote “yes,” the motion passes.

3. Plurality Decision

The option with the most votes wins, even if it’s not a majority. Used when there are multiple choices and no single one gets more than half of the votes.
Example: If three solutions receive 40%, 35%, and 25% votes respectively — the one with 40% wins.

4. Autocratic Decision-Making

One person — usually the project manager or leader — makes the decision on behalf of the group. Fast and efficient, but may reduce team engagement if used too often.
Example: The project manager decides the project approach without a vote.

5. Multicriteria Decision Analysis

A systematic method that uses a matrix to evaluate several options based on pre-defined criteria (like cost, risk, benefit, or feasibility).
Each option is scored and compared to help make an objective decision.
Example: Choosing a vendor based on price, quality, and reliability scores.

05/30/2026

One is always greater than zero.”

Abdul Rehman Nadeem’s PMP journey was supposed to be short. Instead, surgery forced him to stop for 3 full months – no books, no mocks, no momentum. When he came back, he felt like he wasn’t restarting from zero… but from minus.

Most people quit there.

In this video, I break down exactly how Abdul:

Came back from a 3‑month medical break
Used root cause analysis (RCA) after every mock to rebuild his understanding
Managed his time on exam day (80 + 78 + 72 minutes strategy)
Turned accountability with his coach Mohit into his biggest source of motivation
Finally cleared PMP, Alhamdulillah
If you’ve been knocked off your PMP plan by illness, family, or a job that swallowed your year, this story is for you. You don’t need perfect conditions. You just need to stop doing zero and start doing one.

� Want a roadmap built around your real life (not a perfect one)?
Comment “PMP” or send me a DM, and I’ll build a customized study roadmap + accountability plan for you.

—

� Subscribe for more real PMP success stories, study strategies, and live breakdowns of what actually works.

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"One Is Always Greater Than Zero."PMP Success Story — Abdul Rehman Nadeem, MBA , SSYB™It was supposed to be a short jour...
05/30/2026

"One Is Always Greater Than Zero."

PMP Success Story — Abdul Rehman Nadeem, MBA , SSYB™

It was supposed to be a short journey. It turned into a long one. And that is exactly why it matters.

Abdul started strong. He was on the plan. On the roadmap. Moving early, ahead of schedule — exactly where I wanted him.

Then life did what life does.

He needed surgery.

Three months. Completely away from his studies. No book, no mocks, no momentum. Everything he had built — gone flat.

When he came back, he said the hardest sentence I hear from students: "I don't know anything anymore."

This is the part nobody warns you about.

When you disconnect 100%, you don't come back to zero. You come back to minus. You have to climb back just to reach where you already were.

Most people quit right here. In the messy middle. After the setback.

Abdul didn't.

He started again. Slowly. Whatever time he had, he gave. He got back into the book, back into the mocks, back into the flow — because he understood that the flow is the whole thing. The moment you break it, you start forgetting.

And he was never alone in it.

His coach Mohit Malhotra, followed up tirelessly. For three months — while Abdul was recovering — Mohit stayed in touch. No pressure. Just presence.

Abdul gave Mohit a free hand. "Call me anytime, day or night." That trust changed everything.

In fact, here's what he told me that I'll never forget — when he walked out of the exam center, his biggest fear wasn't the result.

It was facing Mohit and me if he hadn't given it his all.

That is what accountability does. It makes you study for the people who refused to give up on you.

And the engine of it all? The RCA.

After every mock, Abdul did root cause analysis — understanding why an answer was right, not just memorizing it. He called it the single best thing in the entire program. It is the difference between reading PMP and owning it.

Then exam day arrived.

The result?

He is a certified PMP. Alhamdulillah.

A man who lost three months to surgery came back to "minus" and climbed all the way out.

So let me speak to the person reading this who just got knocked off track — illness, family, a job that swallowed your year:

You don't restart from zero. You restart from minus. That's harder. And it's still worth it.

One is always greater than zero.

Whatever time you have — twenty minutes, one hour — give it. Stay in the flow. Believe in the roadmap. Trust your coach and reply on time.

Abdul's only regret was that he didn't do it sooner.

That is the right regret to have.

Well done, Abdul. Proud of you, brother. 👏

Next success story can be yours.

If you see yourself in this — if life knocked you off your plan and you're scared to start again — comment "PMP" or send me a DM, and I'll build a roadmap around your real life.

It Was Never About Having Time."PMP Success Story — Mian Waqas Mahboob, from .He cleared with Above Target in every s...
05/30/2026

It Was Never About Having Time."

PMP Success Story — Mian Waqas Mahboob, from .

He cleared with Above Target in every single domain — in 2 months.
The 6th of my students to clear from Australia in just 7 days.

And he never attended a single live class.

Let me tell you why this one stayed with me.

Waqas joined during Ramadan. He had just moved to Australia — new country, no job yet, applications going out every day, life completely upside down.

My live sessions ran in the middle of his night. By the time class started, he had to be asleep for the morning.

So he made a decision most people don't. He stopped waiting for the perfect setup.

He watched the recordings. Alone. Late. Fasting. Tired.

And then he studied on the train — on the locals, on the way to interviews. The same commute most of us waste scrolling, he filled with mocks.

But here's the truth nobody posts about.

The middle nearly broke him.

Root cause analysis took him hours. It frustrated him. He told me himself — some nights it felt like it was eating all his time.

He didn't skip it.

Because writing his own mistakes, in his own words, was the only thing that made the concepts stay. "Otherwise," he said, "you forget everything if you don't write it your own way."

And the mind maps became his secret weapon.

On exam morning, he revised the entire PMP course — every concept — in 2 to 3 hours, just through his mind maps.

That is what real preparation looks like. Not cramming. Compressing.

He wasn't alone in the messy middle either.

His coach MUHAMMAD SHAMEEM PMI-PMP®️ and Sudha great job working with him.

Exam day, he followed the plan to the letter.

The result?

PMP. Above Target. Every. Single. Domain.

A man who studied at 1 a.m., fasting, in a country he'd just landed in, on trains, while hunting for a job.

Above Target across the board.

So let me say this to the person reading at the end of a long day:

You don't need more time than Waqas had. He had less than you.

PMP is not hard in the beginning. It is not hard at the end.

It is hardest in the middle — when motivation drops and you start telling yourself "not now, not this year."

That is exactly where Waqas decided to keep going.

Content was never his problem. It was never about the time.

It was a system, a coach who wouldn't let him quit, and the stubbornness to keep showing up inside the chaos.

Well done, Waqas. Proud of you, brother. 👏

Next success story can be yours.

If you see yourself in this, comment "PMP" or send me a DM, and I'll build a roadmap around your real life — not a perfect one.

Causes of Project Changes in Project change is normal — but unmanaged change becomes costly.In real projects, changes u...
05/30/2026

Causes of Project Changes in

Project change is normal — but unmanaged change becomes costly.

In real projects, changes usually do not happen randomly. They often emerge from gaps in planning, evolving environments, or newly discovered needs.

1) Inaccurate Initial Estimates

If time, cost, or effort were estimated incorrectly at the beginning, adjustments become necessary during ex*****on.

2) Specification Changes

When stakeholders revise product expectations, technical features, or deliverables, the project scope must adapt.

3) New Regulations

External legal, compliance, or policy requirements can force immediate project modifications.

4) Missed Requirements

Sometimes critical needs are identified late because they were overlooked during requirement gathering.

Important PMP Insight

A change itself is not the problem.
The real risk is implementing change without formal evaluation and approval.

That is why every change should pass through impact analysis, approval, and controlled implementation.

12 Principles of agile in 1) Be a Diligent, Respectful, and Caring StewardAct with integrity, care, trustworthiness, an...
05/30/2026

12 Principles of agile in

1) Be a Diligent, Respectful, and Caring Steward
Act with integrity, care, trustworthiness, and compliance — both within the organization and externally. Stewardship covers responsibilities to finances, people, the environment, and organizational reputation.
2) Create a Collaborative Project Team Environment
Build a team culture of shared ownership, trust, and accountability so that people work together effectively toward project objectives.
3) Effectively Engage with Stakeholders
Understand stakeholder needs, interests, and influence, and engage them proactively throughout the project to drive value and reduce risk.
4) Focus on Value
Continually evaluate and adjust to deliver the value the project is intended to produce. Value is the ultimate measure of project success.
5) Recognize, Evaluate, and Respond to System Interactions
View the project as a system of interdependent, interacting parts, and recognize how changes in one area ripple through the whole.
6) Demonstrate Leadership Behaviors
Motivate, influence, coach, and guide the team. Leadership can come from anyone, not just those in formal authority.
7) Tailor Based on Context
Design the project approach to fit the unique context — objectives, stakeholders, governance, and environment. There is no one-size-fits-all method.
8) Build Quality into Processes and Deliverables
Embed quality throughout so that outputs meet requirements and stakeholder expectations, reducing rework and increasing value.
8) Navigate Complexity
Continually assess and address complexity arising from human behavior, system interactions, uncertainty, and ambiguity, so the team can move forward effectively.
10) Optimize Risk Responses
Continually evaluate threats and opportunities, then respond appropriately to maximize positive outcomes and minimize negative impacts.
11) Embrace Adaptability and Resiliency
Build the capacity to absorb change, recover from setbacks, and keep advancing toward objectives in a changing environment.
12) Enable Change to Achieve the Envisioned Future State
Prepare and support people and organizations to adopt and sustain change, helping move from the current state to the desired future state.

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