Overview
Project Management Concepts is the largest Project+ domain at 33%, and its eleven objectives span the core disciplines a project coordinator or junior project manager uses every week: telling a project apart from operations, choosing between Agile and Waterfall, running change control, managing risks and issues, building and maintaining a schedule, measuring quality and performance, communicating, running meetings, managing people and resources, and buying from vendors.
The domain exists because CompTIA tests practical judgment rather than a single body of knowledge. You need to recognize which process a scenario calls for, such as a change request versus an issue log entry, and apply it in the right order. Domain 2 then places these disciplines into the life cycle phases, Domain 3 supplies the charts and logs that record them, and Domain 4 adds the IT and governance constraints they must respect.
How it's tested
Domain 1 questions are mostly short scenarios that ask what the project manager should do FIRST or NEXT, which method or document BEST fits, or which response is MOST appropriate. Several objectives use the 'given a scenario' verb, so performance-based items may ask you to order change control steps, categorize risk responses, or read a small schedule.
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Process step ordering
A change request, risk or issue arrives and you must pick the next step in the correct process, usually assessing impact before approving or acting.
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Classify the situation
The scenario describes an event and you decide whether it is a risk, an issue, a change, a defect or scope creep, which determines the log and owner.
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Light calculation
Questions give planned value, earned value and actual cost, or optimistic, most likely and pessimistic durations, and ask for a variance, index or estimate.
A developer tells the project manager that a stakeholder asked for an extra report and it only takes two days, so the developer started it. The tempting answer is to let it continue because the effort is small. The correct move is to stop the unapproved work and route a change request through impact assessment, because any scope addition, regardless of size, must be evaluated and approved before it consumes resources.
Objectives 11
Official objectives from the CompTIA outline, in outline order.
1.1 Explain the basic characteristics of a project and various methodologies and frameworks used in IT projects.What makes work a project, and where Scrum, Kanban, SAFe, PRINCE2, DevOps and others fit.
- What it means
- A project is temporary, with a defined start and finish, produces a unique result and exists for a stated reason; it may sit inside a program of related projects or a portfolio of investments aligned to strategy. The objective also expects you to recognize common delivery frameworks used in IT.
- What to understand
- Know each framework by its signature: Scrum uses fixed-length sprints and three accountabilities, Kanban visualizes flow and limits work in progress without sprints, SAFe scales Agile across many teams, PRINCE2 is a process-driven method built on stages and management by exception, XP adds engineering practices such as pair programming and test-driven development, and DevOps or DevSecOps join development, operations and security through automation.
- How it shows up
- A scenario describes a team's habits, such as continuous flow with WIP limits, and asks which framework they are using, or describes ongoing work and asks whether it is a project.
- Common confusion
- Candidates call routine operational work such as monthly patching a project. Ongoing, repeating work with no defined end is operations, even if it is planned carefully.
1.2 Compare and contrast Agile vs. Waterfall concepts.Choosing a delivery approach from requirements stability, change tolerance and constraints.
- What it means
- Waterfall completes sequential phases with requirements fixed up front and change handled formally; Agile delivers in short iterations, expects requirements to evolve and gets feedback from a product owner throughout.
- What to understand
- Selection criteria drive the answer: stable, well-understood requirements, fixed budgets or regulatory sign-offs favor Waterfall, while uncertain requirements and a high tolerance for change favor Agile. Agile teams are small and cross-functional with a product owner who prioritizes the backlog; Waterfall relies on documented plans and status reports where Agile relies on daily stand-ups and frequent demos.
- How it shows up
- You are given project conditions, such as a client who cannot define requirements yet wants early working software, and must choose the fitting approach or team structure.
- Common confusion
- Many assume Agile means no planning or documentation. Agile plans continuously at the release and sprint level and documents what adds value; it changes when planning happens, not whether it happens.
1.3 Given a scenario, apply the change control process throughout the project life cycle.Request, assess impact, approve or decline, implement, validate and communicate.
- What it means
- Project change control is the formal path any change to approved scope, schedule or budget follows: log the request, assess its impact on the triple constraint, get a decision from the change control board or sponsor, then implement, validate and communicate the result.
- What to understand
- Sequence matters: impact assessment always comes before approval, and nothing is implemented until approved. Know the difference between a project change (to the plan or baseline) and a product change (to the deliverable's features), and recognize scope creep as uncontrolled additions that bypass this process.
- How it shows up
- A sponsor, customer or team member asks for a change mid-project, and the question asks what the project manager should do NEXT.
- Common confusion
- Candidates jump to implementing a change because the sponsor requested it. Even sponsor requests need documented impact analysis and formal approval before work starts.
1.4 Given a scenario, perform risk management activities.Identify, analyze and respond to uncertain events, negative and positive.
- What it means
- A risk is an uncertain future event that could affect objectives. You identify it in the risk register, analyze probability and impact qualitatively (high, medium, low) or quantitatively (numeric values such as expected monetary value), assign an owner and plan a response.
- What to understand
- Negative risk responses are avoid, mitigate, transfer, accept and escalate; positive risk (opportunity) responses include exploit, enhance, share and accept. Typical triggers for risk named by the outline include leadership changes, mergers, regulatory change, end-of-life infrastructure and cyber incidents. Known risks are identified and planned for; unknown risks are covered by management reserve.
- How it shows up
- A scenario names a threat or opportunity and the action taken, such as buying insurance, and asks which response strategy it represents.
- Common confusion
- Transfer and mitigate get swapped. Transferring shifts the financial consequence to a third party such as an insurer or vendor; mitigating reduces the probability or impact while you still own it.
1.5 Given a scenario, perform issue management activities.Log, own, prioritize and resolve problems that are already happening.
- What it means
- An issue is a current problem that is affecting the project now. Issue management records it in the issue log, assigns an owner, prioritizes it, plans a resolution and documents the outcome.
- What to understand
- Resolution can mean a workaround (an unplanned response to an unexpected issue), a contingency (a pre-planned response from the risk plan) or a fix after root cause analysis. Follow the escalation path when the issue exceeds the project manager's authority, and raise a change request if resolving the issue alters scope, schedule or budget.
- How it shows up
- A scenario describes something that has gone wrong, such as a server delivery that has not arrived, and asks for the first or best issue management action.
- Common confusion
- Candidates log a materialized event in the risk register. Once a risk occurs it becomes an issue and moves to the issue log, while its contingency plan is executed.
1.6 Given a scenario, apply schedule development and management activities and techniques.Milestones, dependencies, estimating, critical path and baselines.
- What it means
- Schedule development identifies milestones and activities, sequences them with dependencies, loads resources, estimates durations and builds the schedule; schedule management then tracks progress against the baseline and forecasts completion.
- What to understand
- Know the four relationship types (finish-to-start is the default) and dependency types (mandatory, discretionary, internal, external). The critical path is the longest path through the network and has zero float, so a slip on it delays the finish. Estimating includes analogous, parametric, three-point and story points in Agile; compression uses crashing (add resources, adds cost) or fast tracking (overlap tasks, adds risk).
- How it shows up
- You get a small network or task list and must find the critical path, the effect of a delay, or the right compression technique for a constraint.
- Common confusion
- Revising a baseline versus rebaselining confuses people. Minor approved adjustments update the existing baseline; rebaselining replaces it after a major approved change, and neither is done just to hide a slip.
1.7 Compare and contrast quality management concepts and performance management concepts.Measuring whether deliverables are right and whether the project is on track.
- What it means
- Quality concepts confirm deliverables meet requirements through audits, inspections, testing and verification and validation; performance concepts measure the project and team through KPIs, OKRs, SLAs and cost and schedule variance, with retrospectives and sprint reviews closing the feedback loop.
- What to understand
- Verification asks whether the deliverable was built to specification; validation asks whether it meets the customer's actual need. Earned value metrics: CV = EV - AC and SV = EV - PV, where a negative value means over budget or behind schedule; CPI = EV / AC and SPI = EV / PV, where below 1.0 is unfavorable.
- How it shows up
- A question gives earned value figures and asks for the project's status, or describes an activity such as user acceptance testing and asks whether it is verification or validation.
- Common confusion
- Candidates treat a sprint review and a retrospective as the same meeting. The review inspects the product increment with stakeholders; the retrospective inspects how the team worked.
1.8 Compare and contrast communication management concepts.Choosing methods and platforms, handling barriers and controlling communication.
- What it means
- Communication management assesses each audience's needs, picks methods (push, pull, interactive) and platforms or modalities, manages the flow during the project and controls it by escalating problems and revising the plan.
- What to understand
- Synchronous and interactive channels suit urgent or sensitive topics; asynchronous push or pull channels suit routine updates and distributed teams across time zones. Barriers include language, time zone, technology and culture. Records need security, integrity and archiving. The number of communication channels is n(n-1)/2, so adding people raises complexity quickly.
- How it shows up
- A scenario describes a stakeholder or team situation, such as an executive who wants summary status or a global team, and asks for the most appropriate communication method.
- Common confusion
- Candidates pick email for every update. Sensitive, complex or conflict-laden messages need an interactive, preferably face-to-face or video, conversation.
1.9 Given a scenario, apply effective meeting management techniques.Agendas, roles, timeboxing, minutes and action items.
- What it means
- Effective meetings have a clear type (collaborative, informative or decisive), a published agenda, defined roles such as facilitator and scribe, a timebox, recorded minutes and owned action items with follow-up.
- What to understand
- Match the meeting to its purpose: a decisive meeting needs the decision-makers present, an informative meeting can often be replaced by a report. Action items need an owner and a due date, and minutes should be distributed promptly after the meeting.
- How it shows up
- A meeting is running long, drifting off topic or producing no decisions, and the question asks which technique the project manager should apply.
- Common confusion
- Candidates let an off-topic discussion continue because it seems important. The facilitator parks it for a separate meeting and keeps to the agenda and timebox.
1.10 Given a scenario, perform basic activities related to team and resource management.Organizational structures, resource life cycle, gap analysis and team development.
- What it means
- This covers how the organizational structure (functional, matrix or projectized) shapes the project manager's authority, how resources are acquired, used and released, how critical or shared resources are handled, how skill gaps are found and closed, and how the team develops and performs.
- What to understand
- In a functional organization the functional manager holds authority; in a projectized one the project manager does; matrix organizations split it (weak, balanced, strong). Tuckman's stages run forming, storming, norming, performing and adjourning. Gap analysis compares required skills with available skills and leads to training, hiring or contracting. Know the core roles: sponsor (funding and authority), product owner (backlog and value) and project manager (delivery).
- How it shows up
- A scenario describes conflict over a shared resource, a skills shortfall or a team in a particular development stage, and asks for the best action.
- Common confusion
- Candidates assume the project manager can reassign a functional employee at will. In a functional or weak matrix structure, resource decisions are negotiated with the functional manager.
1.11 Explain important project procurement and vendor selection concepts.Solicitation documents, vendor evaluation, contract types and agreements.
- What it means
- Procurement decides whether to buy, then solicits vendors with exploratory documents, evaluates responses and signs a contract supported by agreements such as an NDA, MSA, SOW and SLA.
- What to understand
- RFI gathers general information about vendor capabilities, RFQ asks for prices on a clearly defined item, RFP asks for proposed solutions and pricing when the approach is open, and RFB seeks sealed bids where price usually decides. Fixed-price contracts put cost risk on the seller, cost-reimbursable contracts put it on the buyer, and time and materials suits uncertain, small-scope work.
- How it shows up
- A scenario describes what the organization knows about its need and asks which document to issue, or describes risk appetite and asks which contract type fits.
- Common confusion
- Candidates send an RFP when the requirement is a known commodity with fixed specifications. That case calls for an RFQ or RFB; an RFP is for when vendors must propose the solution.
High-yield concepts
The terms, rules and formulas this domain turns into questions most often.
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Critical path
The longest sequence of dependent activities through the schedule network, which sets the earliest possible finish date.
- Remember
- Activities on the critical path have zero total float, so any delay on them delays the project unless the schedule is compressed.
- Tested as
- Questions ask which delayed task affects the end date or where to apply crashing or fast tracking.
- Trap
- Assuming the path with the most tasks is critical; it is the path with the longest total duration.
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Cost variance and schedule variance
CV = EV - AC compares the value of work done with what it cost, and SV = EV - PV compares it with the value planned to date.
- Remember
- Negative CV means over budget and negative SV means behind schedule; both formulas start with EV.
- Tested as
- Expect a small table of PV, EV and AC and a question asking the project's status.
- Trap
- Subtracting in the wrong order, such as AC - EV, and reporting an over-budget project as under budget.
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CPI and SPI
Cost performance index is EV / AC and schedule performance index is EV / PV, expressing efficiency as a ratio.
- Remember
- A value below 1.0 is unfavorable and above 1.0 is favorable, so a CPI of 0.8 means 80 cents of value per dollar spent.
- Tested as
- Used when a question asks how efficiently the project is spending or progressing rather than by how much.
- Trap
- Reading an SPI of 1.2 as behind schedule because the number is larger than expected.
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Three-point (PERT) estimate
Combines optimistic, most likely and pessimistic durations into a weighted estimate: (O + 4M + P) / 6.
- Remember
- The most likely value is weighted four times; a simple triangular average divides O + M + P by 3 instead.
- Tested as
- A question supplies three durations and asks for the expected duration.
- Trap
- Dividing the PERT sum by 3 or forgetting to multiply the most likely value by 4.
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Crashing vs. fast tracking
Crashing shortens the schedule by adding resources to critical path tasks; fast tracking overlaps tasks normally done in sequence.
- Remember
- Crashing raises cost; fast tracking raises risk and possible rework.
- Tested as
- A scenario states a constraint, such as no extra budget, and asks which compression technique fits.
- Trap
- Choosing crashing when the budget is fixed, or fast tracking tasks that have a mandatory dependency.
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Risk vs. issue
A risk is an uncertain event that may happen; an issue is a problem that is happening now.
- Remember
- When a risk occurs, it becomes an issue: execute the contingency and record it in the issue log.
- Tested as
- Scenarios hinge on which log to update and whether to plan or to act.
- Trap
- Keeping a materialized event in the risk register and continuing to analyze its probability.
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Negative risk responses
Avoid removes the cause, mitigate lowers probability or impact, transfer shifts consequences to a third party, accept acknowledges the risk, escalate hands it to a higher authority.
- Remember
- Insurance, warranties and fixed-price contracts are transfer; extra testing or redundancy is mitigation.
- Tested as
- Questions describe an action and ask which strategy it represents.
- Trap
- Calling an insurance purchase mitigation because it reduces the pain of the loss.
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Positive risk responses
Exploit makes an opportunity certain, enhance increases its probability or impact, share partners with a third party to capture it, accept takes it if it comes.
- Remember
- Opportunities are risks too and belong in the risk register with an owner.
- Tested as
- A scenario offers a chance to finish early or save money and asks which response fits.
- Trap
- Treating opportunities as outside risk management or confusing share with transfer.
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Change control sequence
Log the request, assess impact, obtain approval or decline, implement, validate and communicate.
- Remember
- Impact assessment precedes any decision, and approved changes update the baseline and plans.
- Tested as
- Ordering questions and 'what should the PM do NEXT' scenarios.
- Trap
- Implementing a sponsor's change immediately because of the requester's authority.
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Communication channels
The number of channels in a group is n(n - 1) / 2, where n is the number of people including the project manager.
- Remember
- Adding team members increases channels faster than headcount: 5 people have 10 channels, 8 people have 28.
- Tested as
- A question asks how many channels exist or how many are added when people join.
- Trap
- Forgetting to include the project manager in n, or computing only the added people.
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Verification vs. validation
Verification checks that a deliverable meets its specification; validation checks that it meets the customer's real need.
- Remember
- Verification is usually internal and earlier; validation involves the customer, as in user acceptance testing.
- Tested as
- A scenario describes a test or review activity and asks which one it is.
- Trap
- Treating the two as synonyms for testing in general.
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Organizational structures
Functional, matrix (weak, balanced, strong) and projectized structures set how authority is split between functional and project managers.
- Remember
- Project manager authority rises from functional to weak matrix to strong matrix to projectized.
- Tested as
- Scenarios about obtaining or keeping resources depend on the structure named.
- Trap
- Assuming the project manager controls resources in every structure.
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Solicitation documents
RFI collects information, RFQ requests a price for defined items, RFP requests a proposed solution and price, RFB requests sealed bids.
- Remember
- Match the document to how well the need is defined and whether price alone decides.
- Tested as
- A question describes what the buyer knows and asks which document to send.
- Trap
- Using an RFP for a commodity purchase with fixed specifications.
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Contract types
Fixed price sets one price for defined scope, cost-reimbursable pays actual costs plus a fee, time and materials pays a rate for effort and materials used.
- Remember
- Fixed price puts cost risk on the seller; cost-reimbursable puts it on the buyer.
- Tested as
- Questions ask which contract suits well-defined versus uncertain scope.
- Trap
- Choosing fixed price when requirements are still unclear, which invites change orders and disputes.
Side by side
Concepts candidates mix up, compared on the point that decides the answer.
Risk vs. issue vs. change request
| Concept | Meaning | Key difference | Common trap |
|---|---|---|---|
| Risk | An uncertain future event that could affect objectives | Has not happened; managed with analysis and planned responses in the risk register | Recording an event that has already occurred as a risk |
| Issue | A current problem affecting the project | Is happening now; managed with an owner, priority and resolution in the issue log | Waiting to analyze probability instead of acting |
| Change request | A formal proposal to alter scope, schedule, budget or a deliverable | Needs impact assessment and approval before work starts | Skipping it because the change is small or comes from the sponsor |
Agile vs. Waterfall
| Concept | Meaning | Key difference | Common trap |
|---|---|---|---|
| Waterfall | Sequential phases with requirements defined up front | Change is controlled formally against a baseline; value arrives at the end | Choosing it when requirements are unknown and the client wants early feedback |
| Agile | Iterative delivery in short cycles with an evolving backlog | Change is expected and reprioritized each iteration by the product owner | Assuming Agile skips planning, documentation or budget control |
Crashing vs. fast tracking
| Concept | Meaning | Key difference | Common trap |
|---|---|---|---|
| Crashing | Adding resources to critical path activities to shorten them | Increases cost; works only where more resources really speed the work | Applying it to non-critical tasks, which does not move the end date |
| Fast tracking | Performing activities in parallel that were planned in sequence | Increases risk and possible rework; no direct added cost | Overlapping tasks with a mandatory (hard logic) dependency |
RFI vs. RFQ vs. RFP
| Concept | Meaning | Key difference | Common trap |
|---|---|---|---|
| RFI | Request for information about vendors and possible solutions | Exploratory; used before the need is fully defined | Expecting binding prices from an RFI |
| RFQ | Request for quote on clearly specified goods or services | Price-focused comparison of the same item | Using it when vendors must design the solution |
| RFP | Request for proposal describing a problem and asking for solutions and pricing | Evaluated on approach, capability and cost | Issuing it for a simple commodity purchase |
Exam traps
Each trap is an answer that looks right. Learn the clue that should change your mind.
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The small change
- What candidates pick
- Let the team complete a minor stakeholder request informally because it takes little effort.
- Why it looks right
- It seems efficient and keeps the stakeholder happy.
- Why it's wrong
- Any change to approved scope, regardless of size, must go through change control; informal additions are scope creep and erode the baseline.
Clue to watch for A request arrives directly to a team member, or work has started without a change request.
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Sponsor authority shortcut
- What candidates pick
- Implement the change because the sponsor asked for it.
- Why it looks right
- The sponsor funds the project and outranks the project manager.
- Why it's wrong
- The sponsor may approve the change, but only after the project manager documents and presents its impact on scope, schedule, cost and risk.
Clue to watch for The scenario asks what the project manager should do FIRST after a sponsor request.
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Risk register for an active problem
- What candidates pick
- Update the risk register and reassess probability.
- Why it looks right
- The event was a known risk, so the risk register feels like home.
- Why it's wrong
- Once the event occurs it is an issue; execute the planned contingency, log it in the issue log and assign an owner.
Clue to watch for Past-tense wording such as 'the vendor has failed to deliver'.
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Crashing a non-critical task
- What candidates pick
- Add staff to the task that is furthest behind.
- Why it looks right
- It looks like the most direct fix for lateness.
- Why it's wrong
- If the task has float, its delay does not move the end date; resources should go to critical path activities.
Clue to watch for The scenario gives float values or a network showing the late task off the critical path.
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Agile with no product owner input
- What candidates pick
- Have the project manager set sprint priorities.
- Why it looks right
- Project managers own the plan in a traditional model.
- Why it's wrong
- In Agile, the product owner prioritizes the backlog based on value; the team commits to sprint work and the project manager or Scrum Master facilitates.
Clue to watch for The scenario mentions a backlog, sprint planning or a product owner.
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Wrong solicitation document
- What candidates pick
- Send an RFP to buy 200 identical laptops.
- Why it looks right
- RFP is the most familiar procurement term.
- Why it's wrong
- With fixed specifications and price as the deciding factor, an RFQ or RFB is the fitting document; an RFP asks vendors to propose a solution.
Clue to watch for The item is fully specified and the buyer only needs pricing.
Answer framework
Use these steps on any Domain 1 scenario to identify the process the question is really testing.
- Classify the event first: an uncertain future risk, a current issue, a requested change, a defect or a resource conflict.
- Open the matching record, such as the risk register, issue log or change log, and identify the owner and escalation path.
- Assess impact on scope, schedule, cost, quality and risk before deciding anything, using float and the critical path for timing questions.
- Act within your authority: follow the approved process, get the decision from the sponsor or change control board when required, and do not implement unapproved work.
- Communicate the outcome to the right audience through the method the communication plan specifies, then update baselines, logs and lessons learned.
Practice question
Want more like this? The CompTIA Project+ practice test has questions for every domain.
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Study strategy
Start with the vocabulary that separates the processes: risk, issue, change and defect, and the record each one lives in. Then learn the change control sequence until you can order it without thinking, because that sequence also anchors issue escalation and risk response questions. Move next to scheduling and earned value, and work through ten or more small calculations so the formulas for CV, SV, CPI, SPI, the PERT estimate and communication channels become automatic.
Candidates often underestimate objective 1.1 and 1.11. Make a one-line signature for each framework (Scrum, Kanban, SAFe, XP, PRINCE2, DevOps, DevSecOps, SDLC) and for each solicitation document and contract type, since these questions are recognition items that reward precise distinctions. Organizational structures and Tuckman's stages also appear in resource scenarios that look easy but turn on who holds authority.
After covering the content, practice scenario questions that ask what to do FIRST or NEXT and explain to yourself why each wrong option is out of sequence. Then read Domain 2, which places these processes into initiation, planning, execution and closing.
FAQ
How much of Project+ is Domain 1?
Project Management Concepts is 33% of the PK0-005 exam, the largest of the four domains, with eleven official objectives.
Are there calculations on Project+?
Yes, but they are light. Expect earned value variances and indices, three-point estimates, critical path and float, and the communication channels formula rather than complex financial math.
Does Project+ favor Agile or Waterfall?
Neither. Objective 1.2 asks you to compare them and pick the approach that fits the scenario's requirements, change tolerance, budget and culture,.
What is the difference between a risk and an issue on the exam?
A risk might happen and is managed through analysis and planned responses; an issue is happening now and needs an owner and a resolution. When a risk occurs, it becomes an issue.
Do I need to memorize every Agile framework?
You need recognition-level knowledge: the defining practices of Scrum, Kanban, SAFe, XP, PRINCE2, DevOps, DevSecOps, SDLC and Waterfall, so you can name the one a scenario describes.
How long should I spend on Domain 1?
As a planning estimate, about 25 to 35 hours for most candidates with some project experience, more if earned value and scheduling are new to you.
How does Domain 1 relate to the rest of the exam?
It supplies the processes that Domain 2 sequences into phases, the measures that Domain 3 charts display, and the change and risk thinking Domain 4 applies to IT operations and compliance.
Other Project Management certifications
Where the same subject shows up in other exams. Cards marked "Same subject" open the matching domain.
- Certified Associate in Project Management Same subject: Domain 1: Project Management Fundamentals and Core Concepts (36%)
- PRINCE2 7 Practitioner Study guide
- PMI Risk Management Professional Study guide
- PMI Scheduling Professional Study guide
- Project Management Professional Study guide
- PRINCE2 7 Foundation Study guide
- Portfolio Management Professional Study guide
- Program Management Professional Study guide
- Agile Project Management Study guide
- PMI Agile Certified Practitioner Study guide
- Project Management Professional (PMBOK 7) Study guide
- Disciplined Agile Scrum Master Study guide
Test your Domain 1 knowledge
You have worked through change control, risk and issue handling, scheduling, earned value and procurement. Test whether you can pick the right process and next step in timed Project+ scenarios.
Keep going
- Training Training Built on your Weak areas
- Practice test Questions by domain, with explanations
- Mock exam Full length, timed like the real exam
- Readiness test Find your weakest domain in minutes
- Cheat sheet Key terms and formulas on one page
- Ask the CompTIA Project+ AI tutor Get any concept explained your way