Avoid these Mistakes when Writing Your PMP Application Project Descriptions

Applying for the Project Management Professional (PMP) certification can feel overwhelming if you don’t know what you are doing. Fact is, one of the most challenging parts of the process is writing project descriptions for your PMP application. These descriptions are more than just a formality to pass the PMP application process. They are how PMI validates that you’ve led and directed projects and that you are qualified to sit for the exam.

Many professionals stumble at this stage by either underselling their experience or writing in ways that fail to align with PMI’s requirements. The good news? With a clear understanding of what PMI expects, and by avoiding common mistakes, you can strengthen your application and improve your chances of approval.

Prerequisites for Applying for the PMP

Before jumping into project descriptions, it’s important to know whether you qualify for the PMP. PMI has two primary eligibility paths:

• If you hold a four-year degree: You need at least 36 months of project management experience gained within the last 8 years, plus 35 contact hours of formal project management education.
• If you have a high school diploma or associate’s degree: You must show 60 months of project management experience within the last 8 years, plus 35 contact hours of formal education.

A common misconception is that you need to have the job title “Project Manager” to qualify. That’s not true. As long as you have been leading and directing project tasks—even if your title was engineer, analyst, or coordinator—you can still qualify. PMI evaluates what you did, not just what your title says.

Why Project Descriptions Matter

Your project descriptions are not just summaries of your job duties. PMI uses them to confirm that you’ve applied project management practices in real-world scenarios.

Clear, structured, and well-written descriptions reassure reviewers that you’ve led projects across initiation, planning, execution, monitoring, and closing—processes that make up the project lifecycle.

Common Mistakes Applicants Make

1. Writing Job Responsibilities Instead of Project Work

One of the most frequent errors is copying and pasting job responsibilities into the application. For example:

This doesn’t show what you actually did. PMI wants specific, outcome-focused examples, not generic statements.

2. Using Excessive Jargon

Another common mistake is relying on technical terms or industry jargon. Reviewers may not be familiar with the specific tools or systems you used. For instance, instead of writing “Managed EC2 configurations on AWS,” write “Managed deployment of virtual servers to support business operations.” Simple, business-focused language works best.

3. Making the Description Too Short or Too Long

Some applicants provide only a sentence or two, while others write an essay. Both approaches can hurt your application. Aim for 300–500 words per project description. That’s enough space to cover objectives, your role, key deliverables, and outcomes—without overwhelming the reviewer.

4. Overlapping or Repetitive Experience

PMI requires unique projects for your application. Repeating the same description across multiple projects raises red flags. Instead, highlight different responsibilities or results from each project to demonstrate the breadth of your experience.

How to Write Strong PMP Project Descriptions

A strong project description answers four key questions:

1. What was the project objective?
   Describe the business problem or goal the project addressed.
2. What was your role?
   Highlight leadership tasks, decisions, and how you directed the project.
3. What were the key deliverables?
   List the outputs you were directly accountable for.
4. What was the outcome?
   Show measurable results such as improved efficiency, cost savings, or successful delivery.

Examples of Strong PMP Project Descriptions

Here are three examples written in a clear, PMI-aligned style.

Example 1 – IT Implementation Project

Objective: Led a project to implement a new CRM system for the sales department.

Role: Directed a cross-functional team of 10, developed the project charter, and created the project schedule.

Deliverables: Requirements documentation, vendor evaluation report, and system configuration.

Outcome: Completed implementation within 6 months, enabling a 25% increase in lead conversion rates.

Example 2 – Process Improvement Project

Objective: Oversaw a process optimization initiative in the supply chain team to reduce delays.

Role: Facilitated stakeholder workshops, mapped current processes, and defined KPIs.

Deliverables: Process maps, updated SOPs, and performance dashboards.

Outcome: Reduced average order processing time by 30% within 3 months.

Example 3 – Product Launch Project

Objective: Managed the launch of a new e-commerce product line.

Role: Defined scope, coordinated marketing and technical teams, and managed risks.

Deliverables: Product roadmap, marketing campaign plan, and launch checklist.

Outcome: Product launched on schedule, generating $500,000 in revenue in the first quarter.

PMP Application Writing Tips

• Ensure each entry demonstrates your work across all five PMI process groups.
• Document each project separately—combine projects only if they become repetitive, but avoid merging distinct roles or initiatives.
• Emphasize projects with unique outcomes; avoid describing routine operational work.
• Highlight the unique aspects of each project instead of using copy-paste descriptions.
• Include measurable results such as budget impact, team size, or business outcomes.
• Mention key project management elements like risk management, quality, and development approaches (Agile, Traditional, Hybrid).
• Be accurate and realistic—avoid exaggerating roles, hours, or responsibilities.

2 Major PMP Application Blunders to Avoid

When preparing your PMP application, two common mistakes often trip candidates up. These missteps usually show up when deciding what to include in project descriptions and how to structure them. To make this easier, let’s look at some key questions that address these pitfalls and clarify what PMI expects.

Which operational tasks should I exclude to keep descriptions project-focused?

According to PMI, operational tasks are ongoing, repetitive, or routine activities that don’t have a specific start or finish and do not result in a unique deliverable. These should be excluded from your PMP application.

What should be included instead?

Your project descriptions should highlight work that is:

• Temporary: Has a defined start and finish
• Unique: Produces a distinct outcome, deliverable, or change
• Goal-Oriented: Linked to clear objectives and completion criteria

For example, writing “Implemented a new CRM system over six months, including planning, migration, training, and go-live” demonstrates project work. By contrast, “Maintaining and updating the CRM system as part of daily duties” is operational work and should be left out.

How do I concisely map my tasks to PMI’s five process groups?

When describing your work, use short, action-oriented statements that align directly with each process group. This not only makes your descriptions clear but also shows PMI that you understand their framework.

PMI’s Five Process Groups: Concise Task Mapping

• Initiating – “Developed project charter and identified key stakeholders.”
• Planning – “Created detailed project plan outlining scope, schedule, budget, and resources.”
• Executing – “Led cross-functional team to implement project deliverables and manage communication.”
• Monitoring & Controlling – “Tracked project progress, resolved issues, and managed changes to keep project on course.”
• Closing – “Verified deliverables, obtained stakeholder acceptance, and formally closed project.”

When to Consider a PMP Application Review Service

Even with the right guidance, many professionals still feel uncertain about their project descriptions. If you’re not confident in your writing or want to make sure your application meets PMI’s standards, using a PMP Application Review service can be a smart investment. Experts can refine your descriptions, align them with PMI’s expectations, and help reduce the risk of rejection.

Final Thoughts

Writing strong project descriptions is one of the most important steps in your PMP application. Avoiding common mistakes like vague responsibilities, excessive jargon, or repetitive entries can make the difference between approval and rejection. By focusing on clear objectives, your role, deliverables, and measurable outcomes, you’ll demonstrate that you have the project management experience PMI is looking for.

If you qualify for the PMP and present your experience effectively, you’ll be well on your way to earning one of the most respected project management certifications in the world.