10 PMP Application Experience Examples: Project Descriptions That Get Approved
- Rohit Gupta
- 3 days ago
- 29 min read
Updated: 32 minutes ago
Filling out the PMP application experience section is one of the most challenging parts of the PMP certification process. You need to demonstrate your project management experience clearly and professionally, using the right terminology and structure to get approved by PMI on the first try.
In this guide, I've explained exactly how to write your PMP application project descriptions and provided 10 complete, approved examples across different industries. These examples follow PMI's requirements and have been used successfully by candidates to get their applications approved.
For a comprehensive and visual guide on how to fill your PMP application including all sections, see our step-by-step walkthrough.
However, if you're feeling anxious or unsure about how to write your PMP application in 2025, we offer a fully personalized PMP Application Review and Rewrite service that can help reduce your application anxiety, alleviate approval uncertainty, and expedite the approval process. We've written PMP applications for over 500 PMP exam applicants and helped every single one of them get approved on the first try.
Table of Contents
10 Complete PMP Application Project Description Examples
Here are 10 approved PMP application experience examples across different industries. These examples demonstrate the correct structure and terminology that the PMI (Project Management Institute) reviewers look for when evaluating your PMP application form.
You can use these examples as templates for your own project descriptions. However, it's critical that you customize them to reflect your actual project management experience.
Note that PMI may audit your application, and you must be able to verify everything you write.
How to use these PMP experience examples:
Find the example that most closely matches your industry or project type
Study the structure and terminology used
Replace the details with your actual project information
Ensure your description accurately reflects your real experience
Let's look at examples from the following industries: Construction, Information Technology, Healthcare, Entrepreneurship, Process Improvement, Financial Services, Manufacturing, Marketing, Telecommunications, and Education.
Example #1: Construction - Mixed Residential Complex
Industry: Construction | Methodology: Waterfall
Project Objective:
The objective of this project was to construct mixed residential complexes, which included various types of residential units and amenities.
Project Outcome:
The outcome expected from this project was to create a vibrant community with various housing options for people of different income levels and lifestyles and provide convenient access to commercial and retail amenities for the residents.
My Role on the Project: Project Manager
My Responsibilities:
Created a project charter.
Collected processes, procedures and historical information.
Determined project success criteria. Created a benefits management plan.
Identified high-level project requirements, risks, constraints and issues.
Created detailed project requirements.
Created a detailed project management plan, including supporting plans.
Determined the project budget and schedule.
Created procurement management plans and carried out procurement activities.
Determined project activities and milestones.
Prepared project baseline plans such as scope, quality, requirements, risk and change management plans.
Assigned work to project team members.
Managed the project team, removed obstacles, supported them and resolved conflicts.
Dealt with project risks, issues and changes on a day-to-day basis.
Maintained project records and constantly updated them.
Took action to monitor and control the project.
Kept stakeholders informed of project changes, issues and updates.
Completed legal and financial closure of the project.
Project Deliverables:
The deliverables of this project included functioning and ready-to-occupy residential buildings, buildings with amenities and recreational activities and multi-level parking spaces.
Example #2: Information Technology - Telemedicine Platform Enhancement
Industry: Information Technology | Methodology: Agile
Project Objective:
The objective of this project was to improve and advance the functionality and user experience of the organization's telemedicine and virtual technology platform.
Project Outcome:
The outcome expected from this project was to extend the functionality of the virtual healthcare platform so that customers have access to a wide range of health-related services and provide customers with enhanced usability, accessibility, and navigation.
My Role on the Project: Project Manager
My Responsibilities:
Determined company culture and existing systems.
Gathered processes, procedures and historical information.
Worked with the product owner to determine initial requirements, risks, assumptions and constraints.
Drafted a stakeholder register to capture stakeholder information.
Created a product backlog and gathered all requirements in it.
Collaborated with teams to create release plans.
Facilitated agile sprint ceremonies such as sprint planning, daily scrum, sprint retrospective and sprint review.
Used estimation techniques and exercises to help the team estimate user stories.
Created a collaborative team environment and enabled the team to achieve sprint goals.
Manage resources and assign estimated tasks to team members based on complexity, skills, time, and availability.
Mediated team conflict resolution.
Ensured quality management and testing activities were implemented correctly.
Monitored and controlled project aspects such as schedules, team capacity, and work in progress limits, quality and change management.
Led sprint reviews with increment demos and gathered stakeholder feedback.
Ensured releases met the definition of done criteria prior to deployment.
Project Deliverables:
The deliverables of this project included the introduction of several new features and enhancements to the telemedicine platform, such as the implementation of live-chat functionalities, improved account management and payment functionalities, enhanced patient reporting and appointment management capabilities, in-app calling features and an overall better user experience.
Example #3: Healthcare - Electronic Health Records Implementation
Industry: Healthcare | Methodology: Waterfall
Project Objective:
The objective of this project was to deploy and implement an Electronic Health Record (EHR) solution to streamline the management and accessibility of patient health information.
Project Outcome:
The outcome expected from this project included real-time access to digital health records, enable healthcare providers to make better decisions, provide a secure centralized repository for patient information, improve communication and enhance operational efficiency in medical practices.
My Role on the Project: Project Manager
My Responsibilities:
Analyzed and understood project requirements and defined success criteria.
Created a project charter for the project in collaboration with stakeholders and sponsors.
Identified project stakeholders and captured their information.
Gathered business and solution requirements from stakeholders.
Developed an assumptions log and captured project risks, assumptions and constraints.
Developed a project management plan, including subsidiary plans.
Decomposed project requirements using a work breakdown structure.
Determined the quality standards and processes which would apply to the project.
Created scope, quality, resource, communication, risk, change and configuration plans.
Held a kick-off meeting with the project team.
Constantly collaborated with the project team and stakeholders.
Ensured deliverables undergo proper testing and validation.
Conducted frequent project reviews and walkthroughs with stakeholders.
Identified project risks and developed risk responses.
Monitored project status and aspects such as cost, quality, scope and schedule.
Managed project variances and undertook corrective actions.
Ensured project deliverables meet stakeholder needs and obtained acceptance.
Archived and closed project registers and documentation.
Project Deliverables:
The deliverables of this project included implementation of the new Electronic health records system, the integration of the system with other internal medical systems, adoption plans, end-user training of the system and training materials.
Example #4: Entrepreneurship - Professional Training Business Launch
Industry: Entrepreneurship/Business Development | Methodology: Hybrid
Project Objective:
The objective of this project was to launch a professional training, coaching and workshops business that helps people with professional growth, skills enhancement and career opportunities.
Project Outcome:
The outcome of this project was to ensure that we deliver effective coaching programmes and engaging workshops which help individuals and teams with strategic planning and enable them to achieve their goals and enhance performance.
My Role on the Project: Project Manager
My Responsibilities:
Conducted a feasibility study of the initiative.
Developed a business case and captured the costs, risks, benefits and timelines.
Worked with stakeholders to understand project scope, high-level requirements and created a project charter.
Identified the project's customers and stakeholders and determined their interests and impact on the project.
Developed project success criteria and metrics and created a benefits management plan.
Planned the project releases and lifecycle.
Identified various project team members and hired them.
Documented the project management plan with subsidiary plans.
Conducted a project kick-off meeting for the project.
Created project's products and deliverables.
Adjusted project plans and deliverables based on customer feedback and market shifts.
Acquired project equipment and resources.
Took action to monitor and control project variables such as scope, cost, quality, schedule, risks, and changes.
Performed integrated change control activities.
Managed the transition, release and knowledge transfer of deliverables.
Project Deliverables:
The deliverables of this project included the successful launch of the professional training and coaching business with the creation of various coaching workshops and practice opportunities, the creation of business plans, branding, marketing strategy and promotional campaigns and designing a range of service offerings.
Example #5: Process Improvement - Data Management System Enhancement
Industry: Operations/Process Improvement | Methodology: Hybrid
Project Objective:
The objective of this project was to enhance the data management systems within the organization, eliminate inefficiencies, and reduce unnecessary resources and time consumption.
Project Outcome:
The outcome expected from this project was to streamline the data management capabilities of the organization, ensure optimal use of people's time and resources, and reduce wait times and delays for customers, thus improving their experience.
My Role on the Project: Project Manager
My Responsibilities:
Conducted a gap analysis of the company's current systems and processes.
Developed project scope and charter.
Conducted a stakeholder needs analysis and identified their interests and requirements.
Determined the project improvement plan.
Determined success criteria and metrics for project success.
Created a project plan that included subsidiary plans.
Defined various project requirements and captured them into a product backlog.
Conducted a project kick-off meeting.
Managed daily project work and dealt with risks, issues and changes.
Enabled the team to collaborate and self-organize.
Engaged stakeholders in the project and incorporated their needs and feedback.
Monitored project progress and dealt with project variances.
Reviewed deliverables with stakeholders and obtained acceptance.
Project Deliverables:
The deliverables of the project included setting up customized processes and systems for more efficient data management, training medical staff on new workflows, instructional guides and tracking and monitoring systems.
Example #6: Financial Services - Tax Compliance Project
Industry: Financial/Banking | Methodology: Waterfall
Project Objective:
The objective of this project was to plan and undertake a financial and tax compliance initiative by migrating financial data and aligning processes with regulatory and operational standards.
Project Outcome:
The outcome expected from this project included adherence to tax regulations and financial reporting requirements, enhanced financial transparency, operational continuity and safeguards for financial data integrity.
My Role on the Project: Project Manager
My Responsibilities:
Gathered project requirements and determined the project scope.
Developed a project charter in collaboration with the sponsor and other stakeholders.
Identified project risks, assumptions and constraints and captured them in a project assumptions log.
Identified the project stakeholders and their expected needs and requirements.
Determined the project approach and lifecycle.
Created a project management plan that included the cost, schedule, risk, change, quality, communication, and configuration management plans.
Determined the project team and their involvement.
Conducted a project kick-off meeting with the project team.
Executed the project following the project management plan.
Enabled the project team to implement new processes and workflows.
Sent regular project reports to management on achievements, challenges, risks, and current status.
Managed project changes through integrated control methods and made decisions on changes.
Monitored and controlled the use of resources on the project.
Monitored and controlled risks, costs, schedules, quality and other aspects of project performance.
Integrated and handed off project deliverables to internal users.
Ensured proper knowledge transfer to users.
Prepared and delivered the project closure report, project records and documents.
Project Deliverables:
The deliverables of this project included the strategic planning and execution of the financial and tax compliance initiative, including configurations and updates to organizational financial systems, adherence to tax regulations and financial reporting requirements and transferred financial records and related data.
Example #7: Manufacturing - Facility Expansion and Modernization
Industry: Manufacturing | Methodology: Waterfall
Project Objective:
The objective of this project was to plan, manage, and execute critical construction and infrastructure upgrades and improvements to expand and modernize a large manufacturing facility.
Project Outcome:
The expected outcome of this project included enhanced manufacturing capabilities, modernized production areas for improved functionality, ensured regulatory compliance and safety, and seamless integration of upgrades with operations.
My Role on the Project: Project Manager
My Responsibilities:
Developed a project charter and planned the project scope.
Identified key stakeholders and captured their requirements.
Created a project assumptions log to capture project assumptions, risks, issues and constraints.
Developed a project management plan, including subsidiary plans.
Decomposed project requirements and deliverables using a work breakdown structure (WBS).
Planned the project schedule, budgets and milestones.
Held a kick-off meeting with the team and stakeholders.
Assigned work to the project team and inspected their work.
Ensured the project team received appropriate support, guidance and direction throughout the project.
Managed project changes related to scope, schedule, costs and quality.
Measured project performance against baselines and managed variances.
Identified, analyzed, monitored and controlled project risks.
Checked that the project met the originally planned scope.
Obtained sign-off and acceptance of completed project deliverables.
Frequently updated project logs and documentation.
Developed a final project report and summarized project achievements and follow-on actions.
Project Deliverables:
The deliverables of this project included upgraded and modernized manufacturing facilities, installation of new infrastructure components, integration of the upgrades with critical systems, updated office spaces inside the facility, compliance with organization and regulatory standards and operational readiness and handover processes.
Example #8: Marketing - Digital Campaign Design and Development
Industry: Marketing/Digital | Methodology: Hybrid
Project Objective:
The objective of this project was to plan and deploy a digital marketing campaign for a large client, ensuring high-quality, error-free, and timely execution.
Project Outcome:
The outcome expected from this project included improving the performance of marketing and transactional campaigns, creating top-notch content, aligning with the client's marketing objectives, and ensuring technical accuracy in the campaigns.
My Role on the Project: Project Manager
My Responsibilities:
Developed a project charter and planned the high-level project scope and requirements.
Determined the needs, interests, goals and impact of project stakeholders.
Created project success metrics and developed a benefits measurement plan.
Determined the development approach and the lifecycle of the project.
Identified the project team and planned their involvement across different phases.
Created a project management plan, including subsidiary plans.
Conducted a project kick-off meeting with the team.
Facilitated the creation of project deliverables by team members.
Continuously adjusted and planned the project based on market and customer feedback.
Collaborated with the project team, removed impediments and managed dependencies.
Took action to monitor and control project variables such as scope, cost, quality, schedule, risks, and changes.
Managed project changes using integrated change control processes.
Updated project documentation throughout the project.
Closed project phases formally and archived project information.
Project Deliverables:
The deliverables of this project included the plan, design and launch of a successful digital marketing campaign such as email marketing campaigns, creation of promotional and transactional campaigns, customer segmentation, error reduction strategies in campaign delivery and technical testing.
Example #9: Telecommunications - Infrastructure Deployment
Industry: Telecommunications | Methodology: Waterfall
Project Objective:
The objective of this project was to plan, build and deploy telecommunications infrastructure at selected locations to enhance coverage and capacity and improve access to telecommunications services in newer communities and areas.
Project Outcome:
The outcome expected from this project included enhanced network coverage in remote areas providing telecommunication access to underserved communities, improving network capacity, reducing call drops and ensuring more reliable and faster connectivity for users.
My Role on the Project: Project Manager
My Responsibilities:
Identified existing company information, processes and procedures.
Determined how the project would impact the organization.
Gathered project requirements.
Acquired project resources and permits from regulatory bodies.
Developed a project charter including the scope, high-level requirements and major milestones.
Created a project benefits measurement plan.
Created a project management plan and planned the scope, deliverables, phases, budget, schedules, risk, change and communication management.
Developed the project budget using bottom-up costing techniques.
Identified the project team and planned their involvement.
Ensured project execution meets the agreed plans.
Held meeting with project teams; remove impediments and issues.
Facilitated stakeholder engagement and modified stakeholder strategy frequently.
Regularly monitored the project work and took action to meet project goals.
Checked project performance against its performance baselines.
Obtained project sign-off from stakeholders and the sponsor.
Gained final acceptance of the project deliverables.
Gathered project lessons learnt and distributed them enterprise-wide.
Project Deliverables:
The deliverables of this project included the successful design and deployment of the telecommunications infrastructure including elected communication towers and its associated components, building access roads to the towers, radio and transmission equipment installation and adherence to all health and safety regulations.
Example #10: Education - Digital Learning Curriculum Development
Industry: Teaching/Education | Methodology: Agile
Project Objective:
The objective of this project was to plan, develop, and implement an online curriculum that adapts in-person teaching methods to a digital format, focusing on multiple subjects.
Project Outcome:
The expected outcome of this project included enhanced digital learning with interactive materials, curriculum adjustments based on student performance, and the creation of scalable resources for future use across grade levels and subjects.
My Role on the Project: Project Manager
My Responsibilities:
Planned and designed a project charter for the project.
Determined the project scope and significant milestones.
Created a stakeholder register and documented information about various stakeholders.
Developed a benefits measurement and management plan for the project.
Gathered the project team and determined their involvement in the project.
Set up a product backlog and prioritized requirements.
Developed project management plan, including subsidiary plans.
Created a project work breakdown structure and planned activities and milestones.
Conducted iteration planning meetings and reviews.
Enabled team collaboration, helped the team remove impediments and facilitated conflict resolution.
Reported project performance to sponsor and stakeholders.
Tracked and managed project schedule, cost, quality, and risks.
Took corrective actions to recover the project from deviations.
Handed off project deliverables and archived project documents.
Project Deliverables:
The deliverables of this project included the design and development of the materials such as slides, videos and visual learning resources for the targeted subjects, the development of assessments and progress tracking measures, parental communication tools, adaptation guidelines and feedback mechanisms.
Key Takeaway from These PMP Application Experience Examples:
Notice how each example follows the same 5-part structure but with industry-specific details. The responsibilities demonstrate activities across the project lifecycle using professional project management terminology. You should use this structure and replace the details with your actual projects.
Common Mistakes That Cause Application Rejections
After reviewing hundreds of PMP applications, I've identified the most common mistakes that cause PMI to request clarification or reject applications entirely. Understanding these mistakes will help you avoid the pitfalls that prevent even experienced project managers from getting approved.
The Top Critical PMP Application Mistakes
Mistake #1: Describing only general project participation instead of leadership
This is the number one reason applications get flagged by PMI.
Bad Example: "I was involved in the website redesign project and helped the team with testing."
Good Example: "As Project Manager, I led the website redesign initiative, managing a 5-person team and directing UAT activities with 20 end users."
Why it matters: PMI needs to see that you led, managed, or directed project activities, not just participated. Words like "helped," "involved in," "supported," or "contributed to" signal participation, not leadership.
How to fix it: Replace passive language with action verbs showing leadership such as led, managed, directed, coordinated, developed, established, and facilitated.
Mistake #2: Using Vague, Operational Language
Operational work doesn't count as project experience.
Bad Example: "I do daily monitoring of customer service metrics and make sure the team hits their targets every month. I respond to escalated customer complaints and generate monthly reports."
Good Example: "Managed implementation of new customer service platform, developing KPI dashboard to track response times. Delivered system enabling real-time metrics visibility, resulting in 30% improvement in first-call resolution."
Why it matters: Projects must have defined start and end dates and create unique outcomes. Routine operations like daily monitoring, monthly reporting, or ongoing support don't qualify.
How to fix it: Identify specific initiatives or implementations you led that had a defined beginning, middle, and end, and created something unique.
Mistake #3: Forgetting to Show Project Lifecycle Coverage
PMI reviewers look for comprehensive project management experience that demonstrates you managed the full project life cycle.
Bad Example: "I managed the project from start to finish and it was successful. I worked with stakeholders and delivered on time."
Good Example: "Developed project charter and stakeholder register. Created project management plan with scope, schedule, and budget baseline. Led cross-functional team of 8 coordinating daily activities. Tracked progress weekly using earned value analysis and managed change requests. Obtained stakeholder acceptance and documented lessons learned."
Why it matters: PMI reviewers look for evidence of activities across the project lifecycle, from initiation through planning, execution, monitoring and control, to closing.
How to fix it: Read and understand the 5 PMP process groups to ensure your responsibilities demonstrate activities throughout the project lifecycle, not just execution or delivery phases.
Mistake #4: Exceeding 500 Words
PMI limits project descriptions to 500 words in the experience section of their portal.
Bad Example: Writing 750-word descriptions with excessive detail about every task you performed.
Good Example: Stick to 200-500 words per project. Focus on high-level summary, not exhaustive detail.
Why it matters: PMI may truncate descriptions exceeding 500 words. Reviewers may never see your complete description if it's cut off mid-sentence.
How to fix it: Write your full description, then edit ruthlessly. Keep only the most important details showing scope, your role, and outcomes. Think executive summary, not project report.
Mistake #5: Using Company-Specific Jargon
PMI reviewers don't work at your company and won't understand internal terminology.
Bad Example: "Managed BPRX-2000 implementation using our proprietary FALCON methodology across all BUs, coordinating with the Tiger Team and Shadow Board per our PEX framework."
Good Example: "Managed business process redesign project using Agile methodology across 5 business units, coordinating with executive steering committee and cross-functional implementation team."
Why it matters: PMI reviewers may not understand your company's internal terminology, acronyms, or proprietary systems. If they can't understand what you did, they'll flag your application.
How to fix it: Replace company-specific terms with standard project management terminology or generic descriptions. Use "business units" instead of "BUs," "executive committee" instead of "Shadow Board," and "Agile methodology" instead of "FALCON methodology."
Mistake #6: Not Showing Decision-Making Authority
PMI wants to see that you had real authority and that you led and directed the project rather than simply following orders.
Bad Example: "Reported project status to senior management and followed their directions. Attended weekly meetings to update my manager on progress."
Good Example: "Made resource allocation decisions within budget authority, escalating only scope changes exceeding thresholds to steering committee. Made decisions on changes within my approval authority."
Why it matters: PMI looks for evidence you had real project management responsibility with decision-making authority, not just reporting duties or task execution.
How to fix it: Explicitly state what decisions you made, what budget authority you had, what approvals you gave, and when you escalated versus decided independently.
Mistake #7: Failing to Quantify Impact
PMI expects applicants to clearly demonstrate the measurable value they delivered, because project success is not proven through vague statements.
Bad Example: "The project was successful and stakeholders were happy. We improved efficiency and saved the company money."
Good Example: "Delivered project 2 weeks early and 5% under budget ($25K savings). Post-implementation survey showed 94% stakeholder satisfaction. System achieved 99.5% uptime in first 30 days. Efficiency improvements resulted in 40% reduction in processing time."
Why it matters: Specific metrics demonstrate real, measurable project outcomes versus generic, unverifiable claims. Numbers prove impact.
How to fix it: Include specific metrics such as budget amounts, percentages, timelines, team sizes, user counts, performance improvements, cost savings, and satisfaction scores.
Mistake #8: Ignoring the "Unique" Requirement
Projects are meant to produce unique outcomes that add value to the organization. Thus, PMI does not want to see routine operational tasks presented as project work.
Bad Example: "I manage routine system maintenance, perform monthly security updates for our infrastructure, and coordinate quarterly disaster recovery tests. I've been doing this for 3 years."
Good Example: "Managed comprehensive security infrastructure upgrade project, replacing legacy firewalls across 10 data centers over 6 months. Project budget: $400K. Led vendor selection, coordinated installation during maintenance windows, and validated security controls. Achieved zero downtime during implementation."
Why it matters: Projects must create something unique with defined start and end dates. Routine operations, maintenance, and recurring activities don't qualify regardless of how well you managed them.
How to fix it: Focus on specific initiatives, implementations, upgrades, or deployments you led, not the ongoing operations you manage.
Mistake #9: Copying Examples Verbatim
This is unethical and will get you caught if PMI audits your application.
Bad Example: Using these examples word-for-word without any customization because they're already perfect.
Good Example: Use examples as templates for structure and terminology, but insert your actual project details, numbers, timeline, and outcomes.
Why it matters: PMI may audit your application as 10-15% of PMP applications are audited and reach out to your references. If your description doesn't match reality or multiple people submit identical descriptions, you'll be denied.
How to fix it: Read the examples to understand structure and terminology. Close the document. Write your project description in your own words using the same framework.
Before and After Comparison PMP Examples
Now that you understand what PMI looks for, let’s take it a step further and see how to turn weak project descriptions into strong, approval-ready ones. We’ve shown two examples below that demonstrate how to transform your experience into clear, PMI-aligned language.
Scenario #1: IT Support to IT Project
Rejected Version (Operational Work):
"I provide daily IT support for 200 users, troubleshooting hardware and software issues. I respond to help desk tickets within SLA requirements and maintain system uptime above 99%. I also conduct monthly system maintenance and quarterly security patches."
Why it fails:
Describes ongoing operations, not a project
No defined start and end dates
No unique outcome
Routine, repeating activities
Approved Version (Project Work):
"Led implementation of new help desk ticketing system (ServiceNow) migrating 200 users from legacy platform. Project duration: 3 months. Budget: $50K. Role: Project Manager with full authority over vendor selection, configuration, and deployment.
Responsibilities: Developed business case and project charter. Created implementation plan with 6 phases and resource allocation strategy. Managed vendor relationship, directed data migration of 5,000+ historical tickets, and coordinated user training for 200 staff. Tracked progress weekly using milestone reports and managed 4 change requests. Obtained stakeholder acceptance and documented lessons learned.
Outcome: Delivered system integration on schedule and 8% under budget. System achieved 99.8% uptime in first 60 days. User satisfaction improved from 3.2 to 4.5 out of 5. Ticket resolution time reduced by 40%."
Why it succeeds:
Defined project with start and end dates (3 months)
Unique outcome (system implementation)
Budget and scope defined
Leadership role clear
Project lifecycle activities shown
Measurable results
Professional terminology used
Scenario #2: Business Analyst to Project Manager
Rejected Version (Weak Leadership):
"I participated in the CRM implementation project as a business analyst. I attended meetings, documented some requirements that users mentioned, and created reports for management. I helped with testing when the developers needed extra people."
Why it fails:
Participation, not leadership
Vague language ("some requirements," "helped with")
No decision authority shown
No scope of responsibility defined
No measurable outcomes
Approved Version (Strong Leadership):
"As Business Analyst leading requirements management workstream for $300K CRM implementation, I directed requirements gathering across 4 departments, managed stakeholder expectations, and coordinated user acceptance testing. Duration: 5 months. Team: 3 junior analysts reporting to me.
Responsibilities: Conducted stakeholder analysis identifying 15 key stakeholders and facilitated kickoff sessions. Developed requirements traceability matrix managing 100+ functional requirements and created acceptance criteria. Led requirements workshops with business users, managed requirements approval process, and coordinated with development team on clarifications. Tracked requirements changes through formal change control and monitored UAT progress with 20 testers. Validated final system acceptance against requirements and obtained sign-off from all stakeholders.
Outcome: Delivered comprehensive requirements documentation enabling on-time project delivery. Achieved 98% requirements coverage with zero critical defects attributed to requirements gaps. Stakeholder satisfaction: 4.6/5."
Why it succeeds:
Leadership clearly stated ("leading workstream," "directed," "managed")
Decision authority shown (approval process, coordination)
Scope defined (4 departments, 100+ requirements, 20 testers)
Lifecycle activities covered
Measurable outcomes
Action verbs throughout
Even without "PM" title, shows project management work
Quick Reference: Words to Use vs. Words to Avoid
Use These Leadership Words:
Led, Managed, Directed
Developed, Established, Created
Coordinated, Facilitated, Organized
Implemented, Executed, Deployed
Monitored, Tracked, Controlled
Approved, Authorized, Decided
Validated, Confirmed, Obtained
Avoid These Participation Words:
Helped, Assisted, Supported
Involved in, Participated in, Contributed to
Worked on, Worked with
Was part of, Joined
Provided input, Gave feedback
Avoid These Vague Terms:
"Big project," "Important initiative"
"Lots of people," "Many users"
"It went well," "Everyone was happy"
"Various activities," "Multiple tasks"
"Good results," "Positive feedback"
"Helped improve," "Made things better"
#3: Understanding the 5-Part Project Description Structure
Now that you have reviewed the examples and common mistakes, it is time to understand the winning structure that consistently gets applications approved. This structure works because it aligns perfectly with what PMI reviewers expect to see and makes your project experience clear, credible, and easy to validate.
Part 1: Project Objective (1-2 sentences, 30-50 words)
Purpose: Establish that this was a real project with defined goals.
What PMI looks for:
Specific deliverable or outcome
Business context explaining why it mattered
Clear scope definition
Proof of uniqueness (not routine operations)
Formula: "The objective of this project was to [action verb] [specific deliverable] to [business benefit] for [stakeholder or organization]."
Example: "The objective of this project was to deploy and implement an Electronic Health Record (EHR) solution to streamline the management and accessibility of patient health information."
Common mistakes to avoid:
Too vague: "Improve business processes"
Too operational: "Manage daily customer service operations"
No clear deliverable
No business context
Part 2: Project Outcome (1-2 sentences, 30-60 words)
Purpose: Clarify the expected benefits and results of the project.
What PMI looks for:
Expected benefits or value delivered
Impact on stakeholders or organization
Clear success definition
Business value articulation
Formula: "The outcome expected from this project [was or included] [business benefit 1], [business benefit 2], and [business benefit 3]."
Example: "The outcome expected from this project included real-time access to digital health records, enable healthcare providers to make better decisions, provide a secure centralized repository for patient information, improve communication and enhance operational efficiency in medical practices."
Common mistakes to avoid:
Confusing outcome with deliverables (technical versus business)
Too vague: "Make things better"
No measurable impact described
Focusing only on technical aspects
Part 3: My Role on the Project (1 sentence, 10-20 words)
Purpose: Clarify your level of authority and scope of management.
What PMI looks for:
Job title or equivalent responsibility
Scope of what you managed
Decision-making authority (implied or stated)
Your position in the project
Formula: "Project Manager" or "[Your title] with [responsibility description]"
Examples:
"Project Manager"
"Project Manager with full lifecycle responsibility"
"Business Analyst leading requirements management workstream"
Common mistakes to avoid:
Too vague: "I was involved"
No authority shown
Unclear scope
Not showing leadership
Variations for non-PM titles:
"Project Manager" (even if not official title, if you performed the role)
"Business Analyst leading [workstream]"
"Technical Lead with project management responsibilities"
"Program Coordinator managing project execution"
Part 4: My Responsibilities (150-350 words)
Purpose: Demonstrate your activities across the project lifecycle using professional terminology.
What PMI looks for:
Coverage of project lifecycle activities
Use of project management terminology
Specific activities (not vague "managed stuff")
Evidence of leadership (you did these things)
Decision-making examples
Your responsibilities should demonstrate activities across different phases of the project
Early Project Activities (Initiation and Planning):
Developed project charter or business case
Conducted stakeholder analysis
Gathered requirements
Created project management plan
Developed WBS, schedule, budget
Established quality and risk management plans
Held kickoff meeting
Mid-Project Activities (Execution):
Led project team coordination
Managed vendor relationships
Directed implementation activities
Assigned work to team members
Facilitated stakeholder engagement
Implemented approved changes
Ongoing Activities (Monitoring and Control):
Tracked project performance
Monitored risks and issues
Managed change requests
Reported status to stakeholders
Managed variances and took corrective action
Conducted reviews and inspections
End-Project Activities (Closing):
Validated deliverables and acceptance
Conducted lessons learned
Archived documentation
Transitioned to operations
Obtained stakeholder sign-off
Important points to remember:
Not every project needs all phases explicitly (but your total experience should cover the full lifecycle)
Use specific numbers where possible (X stakeholders, Y tasks)
Focus on what you did, not what the team did
Use past tense action verbs
Mix early, mid, ongoing, and end-project activities
It's okay if you joined a project mid-stream (focus on phases where you were involved)
Part 5: Project Deliverables (1-2 sentences, 30-60 words)
Purpose: Specify the tangible outputs and results produced by the project.
What PMI looks for:
Specific deliverables produced
Tangible outputs (not just benefits)
What was actually created or implemented
Concrete results
Formula: "The deliverables of this project included [deliverable 1], [deliverable 2], [deliverable 3], and [deliverable 4]."
Example: "The deliverables of this project included implementation of the new Electronic health records system, the integration of the system with other internal medical systems, adoption plans, end-user training of the system and training materials."
What to include:
Systems implemented
Documentation created
Training delivered
Processes established
Infrastructure built
Products launched
Common mistakes to avoid:
Confusing deliverables with outcomes (outputs versus benefits)
Being too vague: "project documentation"
Only listing one deliverable
Focusing on activities instead of outputs
Understanding the difference between deliverables and outcomes:
Deliverables: What was created (EHR system, training materials)
Outcomes: What benefits resulted (improved efficiency, better decisions)
#4: What Counts as relevant PMP work Experience? (PMI Requirements)
Before you write anything, it's important to understand what PMI actually considers valid project management experience. Many applications get rejected not because the experience isn't there, but because it wasn't presented correctly.
Your Project Management Experience Must Meet All These Criteria Below:
PMP Experience Criterion #1: Professional Setting Required
Qualifies:
Paid work (full-time or part-time)
Contractor or consultant work
Freelance project work (if leading projects)
Does Not Qualify:
Volunteer work (even if you led projects)
Personal projects (your home renovation)
School projects (MBA capstone project)
Important: The work must have been in a professional capacity for compensation. PMI is strict about this requirement.
PMP Experience Criterion #2: Meets PMI's Definition of "Project"
A project must be:
Temporary - It has defined beginning and end dates, is not ongoing operations, and creates a unique deliverable then concludes.
Unique - It creates a unique product, service, or result, is not routine or repetitive work, and has a specific objective.
Purpose-Driven - It's undertaken to achieve specific objectives, delivers a defined outcome, and aligns with organizational goals.
Examples of what is a project:
Implementing a new software system
Constructing a building
Launching a marketing campaign
Upgrading infrastructure
Developing a new product
Examples of what is not a project:
Daily IT support operations
Routine monthly reporting
Ongoing customer service
Regular maintenance activities
Standard operational procedures
PMP Experience Criterion #3: Leadership Role Demonstrated
You must have led, managed, or directed project activities. This means you made decisions with authority, coordinated team members, and managed project aspects such as scope, schedule, budget, and quality.
Note: Your job title does not need to say "Project Manager."
Acceptable roles that can demonstrate PM experience:
Business Analyst (if leading projects or work streams)
Team Lead or Technical Lead
Product Manager
Program Coordinator
Implementation Manager
Scrum Master (for project-based work)
Any role where you led projects
Important point: If you coordinated activities, made resource decisions, managed stakeholders, or had budget authority, even as a "Senior Analyst," your experience likely qualifies. Focus on demonstrating leadership and decision-making authority in your descriptions.
PMP Experience Criterion #4: Coverage of Project Lifecycle
Your experience must demonstrate activities across the project lifecycle, including:
Initiating Activities - Defining project scope, creating project charter, identifying stakeholders, obtaining authorization, and conducting feasibility studies.
Planning Activities - Creating project management plans, developing WBS, estimating schedules and budgets, planning risks, quality, and resources, and developing communication plans.
Executing Activities - Coordinating resources, managing team execution, implementing plans, engaging stakeholders, and directing project work.
Monitoring and Controlling Activities - Tracking progress, managing changes, monitoring risks and issues, reporting status, and taking corrective action.
Closing Activities - Finalizing deliverables, obtaining acceptance, archiving documentation, conducting lessons learned, and transitioning to operations.
PMP Experience Criterion #5: Non-Operational Work
Your experience must be project work, not routine operations. Projects have defined start and end dates and create unique outcomes. Operations are ongoing, repetitive activities with no defined endpoint.
Quick examples:
- ✓ Project: Implementing new CRM system, upgrading infrastructure, launching marketing campaign
- ✗ Operation: Daily system monitoring, monthly reporting, ongoing customer support.
If you're describing work that happens routinely with no defined end, it's operations. Focus on specific initiatives, implementations, or upgrades you led.
For detailed examples of how to avoid operational language in your descriptions, see Mistake #2 in Common Mistakes section.
How Much Experience Do You Need?
To obtain the PMP credential, you need to meet PMI's experience which vary based on your education level:
For candidates with a four-year degree (Bachelor's or global equivalent):
36 months (3 years) leading projects
35 hours of project management education
For candidates with a high school diploma, Associate degree, or global equivalent:
60 months (5 years) leading projects
35 hours of project management education
Important clarifications:
Timeline: Experience must be from the last 8 consecutive years prior to application. Projects older than 8 years don't count.
Overlapping Projects: If you managed 2 projects simultaneously for 6 months, that counts as 6 months (not 12). PMI counts calendar months, not hours.
Part-Time Work: It counts toward experience. If you worked on a project for 6 calendar months (even if part-time), that's 6 months of experience.
Non-PM Titles: Experience counts if you performed project management functions. Your title doesn't have to say "Project Manager."
#5: Application Verification Checklist
You've written strong project descriptions, but before submitting your application, you need to verify every detail is correct. A single oversight can trigger an audit or delay your approval.
Download our comprehensive PMP Application Verification Checklist to conduct a final review of your entire application. This printable checklist covers content requirements, writing quality, verifier information, audit red flags, and required documentation.
Use this checklist to ensure your application is submission-ready and increase your chances of first-time approval.
#6: Frequently Asked Questions
Here is a list of commonly asked questions I encounter from candidates working on their PMP applications. I've categorized the questions under various topics, including the PMP application process, 35 contact hours, project descriptions, project experience, and questions related to rejected and audited applications.
PMP Application Process and Approval Questions
How long does PMP application approval take?
PMI takes up to five business days to review your online application. PMI does not send an email upon approval, so you should log into the PMI portal to check your application status.
Can I edit my PMP application after submission?
No. Once you fill out the application and submit it, the submission becomes final, and no further edits are allowed. However, you can edit as often as needed before submission.
How do I schedule my exam once approved?
After approval, you have one year to schedule and take your PMP exam. There's no need to rush - many students take additional time to prepare before booking their exam date.
PMP 35 Contact Hours Questions
What are 35 contact hours for PMP?
PMI defines contact hours as 35 hours of project management training which you need to demonstrate you have completed in order to apply for the PMP exam. Generally, one hour of PM training equals one contact hour. You can earn these through PMP training courses, boot camps, online programs, or employer-sponsored training. Our PMP Blended Programme fulfills the required 35 contact hours along with application review, prep materials, and personalized coaching.
Does an expired CAPM satisfy the 35-hour requirement?
No. Only an active CAPM certification waives the 35-hour requirement. If your CAPM has expired, you'll need to complete the full 35 contact hours through a PMP training course.
Writing PMP Project Descriptions
How many words should my project description be?
PMI recommends 200-500 words per project description. The system may truncate descriptions exceeding 500 words, so stay within this limit.
How to write a powerful project description for PMP application?
Use the 5-part structure: project objective, outcome, your role, responsibilities, and deliverables. Include action verbs (led, managed, directed), specific numbers (budget, team size, duration), and PMI terminology. Demonstrate leadership and decision-making across the project lifecycle. Keep descriptions between 200-500 words and avoid company jargon. See the 10 approved examples above for templates.
Can I use technical jargon or company-specific terms?
No. Using project management language instead of technical jargon is essential for PMI reviewers to understand your experience. Replace company acronyms and proprietary system names with standard PMI terminology. For example, write "virtual server" instead of "Amazon EC2."
Do I need all 5 process groups in each project description?
No. Each individual project doesn't need to cover all five process groups (Initiating, Planning, Executing, Monitoring & Controlling, Closing the Project). However, your total experience across all projects must demonstrate activities in all five. Highlight different process groups in different projects based on where your involvement was strongest.
Can I include a project that failed or didn't meet all objectives?
Yes, but frame it professionally. Focus on what you accomplished, how you managed challenges, project management processes you followed, and lessons learned. Example: "While budget constraints required 20% scope reduction, I delivered core functionality, managed change control, and obtained stakeholder acceptance for delivered scope."
Should my projects have similar descriptions?
No. Each project should be unique in its objective and approach. If projects appear too similar, PMI may view your work as operational rather than project-based, which can lead to rejection.
Can I copy these examples for my application?
No. These examples are templates to understand structure and terminology. You must use your actual project details. PMI may audit your application and contact your references - everything must be verifiable and truthful.
PMP Experience Requirements
How much experience do I need?
With a four-year degree, you need 36 months of leading projects. Without a four-year degree, you need 60 months. All experience must be from the last eight consecutive years.
Can I apply for PMP without experience?
No, you cannot apply for PMP without project management experience. PMI requires either 36 months (with a four-year degree) or 60 months (without a four-year degree) of leading and directing projects within the last eight years. If you lack sufficient experience, consider pursuing the CAPM (Certified Associate in Project Management) certification first, which has no experience requirement.
What counts as project management experience for a PMP application?
Work in a professional setting where you led and directed projects with defined start and end dates. This includes software implementations, construction projects, marketing campaigns, process improvements, and product launches. You must demonstrate activities across the project lifecycle - not routine operations or ongoing maintenance. Leadership experience is required, not just participation.
Do I need the job title "Project Manager"?
No. Your job title doesn't matter as long as you performed project management work - leading, directing, and managing projects. Business analysts, team leads, and other roles can qualify if you demonstrated PM responsibilities.
Does volunteer or personal work count?
No. PMI requires work in a professional capacity. Volunteer work, school projects, and personal projects don't qualify, even if you led them.
Can I count overlapping projects?
No. If you worked on two projects simultaneously, you can only count the months toward one project. PMI counts calendar months, not hours.
How do I prove my experience if I'm self-employed?
Documenting self-employed experience requires showing projects you completed for clients or internal business initiatives like process improvements, product development, or marketing campaigns. Focus on demonstrating leadership and project management activities rather than just business operations.
PMP Application Rejections
Why do applications get rejected?
The most common reasons are describing participation instead of leadership, using operational work instead of projects, insufficient project lifecycle coverage, and vague or unclear descriptions. Review the Common Mistakes section to avoid application rejection situations.
Can I reapply if rejected?
Yes, you can reapply immediately with revised project descriptions. However, rejected applications are typically selected for audit upon resubmission, so ensure your revised application clearly demonstrates project work and leadership.
PMP Application Audits
What percentage of applications get audited?
PMI doesn't publish exact numbers, but approximately 10-15% of applications are randomly selected for audit. Rejected applications that are resubmitted will also be audited.
What happens during an audit?
PMI will request copies of your degree and your 35 contact hours certificate. Your references will receive an email asking them to verify your project experience. You have 90 days to complete the audit, and the verification itself takes 5-7 business days.
What if my reference can't be reached?
If PMI cannot reach your reference or if they cannot verify your role, your application will be denied. Choose references who are currently reachable, remember your project, and can credibly verify your contributions.
What documents should I prepare in case of audit?
Have ready: official transcripts or degree certificates, your 35 contact hours training certificate, current contact information for all references, and any supporting project documentation if available (though PMI primarily relies on reference verification).
Special Situations
Can I include projects that aren't closed yet?
Yes. You can include ongoing projects. Simply describe the work you've completed so far and omit any closing activities you haven't performed yet.
How do I show teaching or training experience?
Focus on project-based work like developing new curricula, implementing new programs, or launching courses. These are projects. Routine classroom teaching is operational work and doesn't count.
How do I translate military experience?
Translate military terminology into standard project management language. Focus on projects where you led initiatives, managed resources, coordinated teams, and delivered specific outcomes. Avoid overly technical military jargon that civilians wouldn't understand.
Conclusion
Filling out the PMP application experience section requires careful attention to detail, but with the right structure and terminology, you can create descriptions that get approved on the first try. Use the 10 examples above as templates, avoid the common mistakes outlined in this guide, and ensure your descriptions clearly demonstrate leadership across the project lifecycle.
If you need personalized help with your application, our PMP Application Review and Rewrite service provides expert guidance to ensure your application meets PMI's standards. We've written PMP applications for over 500 candidates and achieved a 100% first-time approval rate.
For those looking for comprehensive PMP certification training, our PMP Blended Programme includes application review and rewrite as part of the package, along with 35 contact hours, personalized coaching, and all materials needed to pass the exam on your first attempt.
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