TL;DR: Forming → Storming → Norming → Performing → Adjourning. The PMP exam tests whether you can identify which stage a team is in from a scenario description — not just recite the sequence.
Bruce Tuckman's model describes how teams progress through predictable phases. On the PMP exam, you're given a scenario and asked to name the stage — so you need to recognize the behavioral signals, not just memorize the order.
| Stage | What it looks like | PM's role |
|---|---|---|
| Forming | Team meets, roles unclear, polite but tentative | Direct — set expectations, clarify goals |
| Storming | Conflict over responsibilities, power struggles emerge | Coach — mediate, keep focus on objectives |
| Norming | Consensus builds, norms established, collaboration improves | Support — step back, let team self-organize |
| Performing | High output, minimal friction, self-managing | Delegate — focus on removing obstacles |
| Adjourning | Project ends, team disbands, closure tasks | Celebrate — recognize contributions, release resources |
The most common exam trap: a scenario describes a team arguing and candidates pick "Forming" because it's early in the project. Storming is identified by conflict over roles and responsibilities, not by project timeline. A team can hit Storming on day one if members disagree about who owns what.
The bank's wrong-answer options are designed to exploit this. Option A will say "Forming" (it's early), Option B will say "Norming" (there's some collaboration), Option C says "Performing" (they're getting things done). Read the behavior, not the timeline.
Tuckman added Adjourning later (it's not in his original 1965 paper). On the PMP exam it maps to the Closing process group — the PM releases team members, archives project documents, and captures lessons learned. The behavioral signal is team members reflecting on what was accomplished and transitioning to new assignments.
Trap: Adjourning is sometimes confused with Performing because the team is still completing final deliverables. The distinguishing cue is wind-down and closure language in the scenario — "the team is wrapping up", "final handover", "releasing resources."
This is frequently paired with Situational Leadership on the exam. The pattern is straightforward: directive leadership (Forming) → coaching (Storming) → supporting (Norming) → delegating (Performing). Adjourning calls for a servant-leader approach — protecting the team's time to close out properly.
The Information Gain here: the bank's wrong answers often invert this. If a scenario shows a high-performing team, the distractor answer is "increase direct oversight." That's the Forming response applied in the wrong stage — recognizing the mismatch is the test.