PMP® Project Management Professional Study Guide · 4th Edition by Phillips, Joseph -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Page About the Author

About the Technical Editor About LearnKey

Contents at A Glance Contents Acknowledgments Preface

About the Download Exam Readiness Checklist In Every Chapter Some Pointers

Introduction Part I: Project Initiation

1. Introducing Project Management

The PMBOK Guide, This Book, and the PMP Exam

All About the PMBOK Guide All About This Book All About the PMP Exam

Defining What a Project Is—and Is Not

Projects Are Temporary Projects Create Unique Products, Services, or Results

Defining Project Management

Progressive Elaboration Project Management Application Areas Understanding the Project Environment Relying on General Management Skills Relying on Interpersonal Skills

Examining Related Areas of Project Management

Project Portfolio Management Program Management Subproject Implementation Working with a Project Management Office Projects vs. Operations Projects and Business Value

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2. Examining the Project Life Cycle and the Organization

Identifying Organizational Models and Attributes

Considering Organizational Systems Considering Organizational Culture Completing Projects in Different Organizational Structures Utilizing Enterprise Environmental Factors

Defining Key General Management Skills

Leading the Project Team Communicating Project Information Negotiating Project Terms and Conditions Active Problem Solving Influencing the Organization Managing Social, Economic, and Environmental Project Influences Dealing with Standards and Regulations Considering International Influences Cultural Influences

Meeting the Project Stakeholders

Mystery Stakeholders Key Project Stakeholders Managing Stakeholder Expectations Enforcing Project Governance

Working with the Project Team

Identifying Project Team Roles Building the Project Team

Revving Through Project Life Cycles

Working with Project Life Cycles Project Phase Deliverables

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3. Adapting the Project Management Processes

Learning the Project Processes

Identifying the Project Management Process Groups

Identifying the Initiating Process Group

Identifying Needs Creating a Feasibility Study Identifying the Business Needs Creating a Product Description Creating a Project Charter Identify the Project Stakeholders

Identifying the Planning Process Group

Develop the Project Management Plan Plan Scope Management Collect and Document Project Requirements Creating the Project Scope Creating the Work Breakdown Structure Plan Schedule Management Defining the Project Activities Sequence the Project Activities Estimating Project Activity Resources Estimating Activity Durations Developing the Project Schedule Defining the Cost Management Plan Completing Estimates Determining the Project Budget Creating a Quality Management Plan Planning for Human Resource Needs Creating a Communications Management Plan Completing Risk Management Planning Identifying Project Risks Completing Qualitative and Quantitative Risk Analyses Completing Risk Response Planning Planning for Project Procurement Planning for Stakeholder Management

Managing the Executing Processes

Directing and Managing Project Work Mapping to Quality Assurance Acquiring and Developing the Project Team Managing the Project Team Manage Communications Managing Procurement Activities Manage Stakeholder Engagement Monitoring and Controlling the Project

Monitoring and Controlling Project Work

Managing Integrated Change Control Providing Scope Validation Implementing Scope Change Control Enforcing Schedule Control Managing Cost Control Ensuring Quality Control Controlling Project Communication Monitoring and Controlling Project Risks Controlling Project Procurements Controlling Stakeholder Engagement

Closing the Project

Closing a Project or Phase Closing Vendor Contracts

How Process Groups Interact

Customizing Process Interactions Plotting the Processes

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Part II: PMP Exam Essentials

4. Implementing Project Integration Management

Developing the Project Charter

Creating the Project Charter Examining Benefit Measurement Methods Examining Constrained Optimization Methods

Developing the Project Management Plan

Understanding the Project Plan’s Purpose Preparing to Develop the Project Plan Applying Tools and Techniques for Project Plan Development Examining the Typical Project Plan

Directing and Managing the Project Work

Applying Corrective Action Considering Preventive Actions Managing Defect Repair Managing Change Requests Project Management Methodology Implementing Tools and Techniques for Project Execution Examining the Outputs of Project Plan Execution

Monitoring and Controlling the Project Work

Using Monitoring and Controlling Tools and Techniques Examining the Results of Project Work

Performing Integrated Change Control

Implementing Tools and Techniques for Integrated Change Control

Closing the Project or Phase

Preparing to Close the Project or Phase

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5. Managing the Project Scope

Planning Project Scope Management

Project Scope vs. Product Scope Creating the Project Scope Management Plan Using Scope Planning Tools and Techniques Creating the Scope Management Plan

Collecting and Eliciting Project Requirements

Interview the Stakeholders Leading a Focus Group Hosting a Requirements Workshop Using Group Creativity Techniques Using Group Decisions Relying on Surveys Observing Stakeholders Creating Prototypes Benchmarking the Requirements Utilizing a Context Diagram Analyzing Project Documents Managing the Project Requirements

Defining the Project Scope Statement

Examining the Inputs to Scope Definition Using Product Analysis Finding Alternatives Consulting with Experts Examining the Scope Statement

Creating the Work Breakdown Structure

Using a Work Breakdown Structure Template Decomposing the Project Deliverables Updating the Scope Statement

Validating the Project Scope

Examining the Inputs to Scope Validation Inspecting the Project Work Formally Accepting the Project Deliverables

Controlling the Project Scope

Examining the Inputs to Scope Change Control Implementing a Change Control System

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6. Introducing Project Time Management

Creating the Schedule Management Plan

Building the Schedule Management Plan Exploring the Schedule Management Plan

Defining the Project Activities

Getting to Work: Defining the Activities Decomposing the Project Work Packages Using Rolling Wave Planning Relying on Templates Using Planning Components Compiling the Activity List Documenting the Activity Attributes

Sequencing Project Activities

Considering the Inputs to Activity Sequencing Creating Network Diagrams Using the Precedence Diagramming Method Determining the Activity Dependencies Considering Leads and Lags Utilizing Network Templates

Examining the Sequencing Outputs

Using a Project Network Diagram Updating the Work Breakdown Structure

Considering the Resource Requirements

Considering Resource Availability Considering the Calendars Creating a Resource Breakdown Structure Updating the Activity Lists

Estimating Activity Durations

Considering the Activity Duration Estimates Inputs Applying Expert Judgment Creating an Analogy Applying Parametric Estimates Creating a Three-Point Estimate Using the Delphi Technique Factoring in Reserve Time Evaluating the Estimates

Developing the Project Schedule

Revisiting the Project Network Diagram Relying on Activity Duration Estimates Evaluating the Project Constraints Reevaluating the Assumptions Evaluating the Risk Management Plan Examining the Activity Attributes

Defining the Project Timeline

Performing Schedule Network Analysis Calculating Float in a PND Using the Critical Chain Method Encountering Scheduling on the PMP Exam Optimizing Resource Utilization Applying Duration Compression Using a Project Simulation Using Project Management Software Relying on a Project Coding Structure Examining the Project Schedule Utilizing the Schedule Management Plan Updating the Resource Requirements

Controlling the Project Schedule

Managing the Inputs to Schedule Control Applying a Schedule Control System Measuring Project Performance Examining the Schedule Variance Updating the Project Schedule Applying Corrective Action Writing the Lessons Learned

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7. Introducing Project Cost Management

Planning the Project Costs

Considering the Cost Planning Inputs Creating the Cost Management Plan

Estimating the Project Costs

Considering the Cost Estimating Inputs Estimating Project Costs Using Analogous Estimating Using Parametric Estimating Using Bottom-Up Estimating Creating a Three-Point Cost Estimate Using Computer Software Analyzing Vendor Bids

Analyzing Cost Estimating Results

Refining the Cost Estimates Considering the Supporting Detail

Creating a Project Budget

Developing the Project Budget Creating the Cost Baseline Establishing Project Funding Requirements

Implementing Cost Control

Considering Cost Control Inputs Creating a Cost Change Control System

Measuring Project Performance

Finding the Variances Calculating the Cost Performance Index Finding the Schedule Performance Index Preparing for the Estimate at Completion Finding the Estimate to Complete Calculating the To-Complete Performance Index Finding the Variance at Completion The Five EVM Formula Rules Additional Planning Using Computers

Considering the Cost Control Results

Revising the Cost Estimates Updating the Budget Applying Corrective Actions Updating Lessons Learned

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8. Introducing Project Quality Management

Looking at the Big Quality Picture

Accepting the Quality Management Approach Quality vs. Grade Implementing Quality Project Management

Preparing for Quality

Determining the Quality Policy Reviewing the Scope Baseline Consider Schedule and Costs Reviewing the Standards and Regulations

Planning for Quality

Using a Benefit/Cost Analysis Applying Benchmarking Practices Design of Experiments Considering the Cost of Quality Creating the Quality Management Plan Identifying the Operational Definitions Applying Checklists Creating the Process Improvement Plan

Executing Quality Assurance

Preparing for Quality Assurance Applying Quality Assurance Completing a Quality Audit Improving the Project

Implementing Quality Control

Preparing for Quality Control Inspecting Results Creating a Flowchart Creating a Control Chart Creating Pareto Diagrams Creating a Histogram Creating a Scatter Diagram Creating a Run Chart Completing a Statistical Sampling Revisiting Flowcharting 45 Applying Trend Analysis 45 The Results of Quality Control

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9. Introducing Project Human Resource Management

Preparing for Human Resource Planning

Identifying the Project Interfaces Identifying the Resource Requirements Identifying the Project Constraints

Completing Organizational Planning

Relying on Templates Applying Human Resource Practices Relating to Organizational Theories Networking with Stakeholders Charting the Project Resources

Preparing for Project Team Management

Creating the Role and Responsibility Assignments Creating an Organizational Chart Creating a Staffing Management Plan Documenting the Supporting Detail

Acquiring the Project Human Resources

Referring to the Human Resource Plan Examining the Staffing Pool Recruiting Project Team Members Working with Preassigned Staff Negotiating for Resources Acquiring Staff Working with Virtual Teams Rating Potential Project Team Members Assembling the Project Team

Developing the Project Team

Preparing to Develop the Project Team Leading Project Team Development Creating Team-Building Activities Naturally Developing Project Teams Relying on General Management Skills Rewarding the Project Team Dealing with Team Locales Training the Project Team Examining the Results of Team Development

Managing the Project Team

Communicating with the Project Team Completing Project Performance Appraisals Dealing with Team Disagreements

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10. Introducing Project Communications Management

Communications Planning

Considering the Project Management Plan Leveraging Enterprise Environmental Factors Identifying Communication Requirements Exploring Communication Technologies Examining Communication Skills Creating Successful Communications Creating the Communications Plan

Managing Project Communications

Creating Information Retrieval Systems Creating Lessons Learned Distributing Information Examining the Results of Information Distribution

Controlling Project Communications

Preparing for Communications Control Analyzing Project Variances

Reporting Project Performance

Reviewing Project Performance Completing Trend Analysis Examining the Results of Performance Reporting

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11. Introducing Project Risk Management

Planning for Risk Management

Examining Stakeholder Tolerance Relying on Risk Management Policies

Creating the Risk Management Plan

Examining the Risk Management Plan Creating Risk Categories Using a Risk Management Plan Template

Identifying Risks

Preparing for Risk Identification Relying on Project Planning Identifying the Project Risks Reviewing Project Documents Testing the Assumptions Brainstorming the Project Using the Delphi Technique Identifying Risks Through Interviews Analyzing SWOT Utilizing Diagramming Techniques Creating a Risk Register

Using Qualitative Risk Analysis

Preparing for Qualitative Risk Analysis Completing Qualitative Analysis Applying Probability and Impact Creating a Probability-Impact Matrix Relying on Data Precision Examining the Results of Qualitative Risk Analysis

Preparing for Quantitative Risk Analysis

Considering the Inputs for Quantitative Analysis Interviewing Stakeholders and Experts Applying Sensitivity Analysis Finding the Expected Monetary Value Using a Decision Tree Using a Project Simulation Examining the Results of Quantitative Risk Analysis

Planning for Risk Responses

Preparing for Risk Response Creating Risk Responses Avoiding the Negative Risk and Threats Transferring the Negative Risk Mitigating the Negative Risk Managing the Positive Risk and Opportunities Accepting the Risks Examining the Results of Risk Response Planning Working with Residual Risks Accounting for Secondary Risks Creating Contracts for Risk Response Justifying Risk Reduction Updating the Project Plan

Implementing Risk Monitoring and Control

Preparing for Risk Monitoring and Control Completing Risk Monitoring and Control Completing Risk Response Audits Completing Periodic Risk Reviews Using Earned Value Analysis Measuring Technical Performance Completing Additional Risk Planning Examining the Results of Risk Monitoring and Control

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12. Introducing Project Procurement Management

Planning for Purchases

Evaluating the Market Conditions Referring to the Scope Baseline Relying on the Project Management Plan Teaming with Other Organizations Planning for the Project Requirements

Completing Procurement Planning

Determining to Make or Buy Using Expert Judgment Determining the Contract Type Summary of Contract Types The Procurement Management Plan Using the Statement of Work

Preparing for Contracting

Organizing Contracting Materials Creating the Procurement Documents Determining the Source Selection Criteria Updating the Procurement Statement of Work

Completing Procurement Purchasing

Procuring Goods and Services Examining the Results of Contracting Selecting the Seller Preparing for Source Selection Completing the Seller Selection Process Examining the Results of Seller Selection

Controlling Procurements

Preparing for Contract Administration Completing Contract Administration Reviewing the Results of Procurement Control

Performing Contract Closure

Reviewing Contract Documentation Auditing the Procurement Process Negotiated Settlements Completing Contract Closeout

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13. Introducing Project Stakeholder Management

Identifying the Project Stakeholders

Preparing for Stakeholder Identification Performing Stakeholder Analysis Creating a Stakeholder Register

Planning Stakeholder Management

Organizing the Planning Analyzing Stakeholder Engagement Building the Stakeholder Management Plan

Promoting Stakeholder Engagement

Engaging Stakeholders Examining Results of Stakeholder Engagement

Controlling Stakeholder Engagement

Taking Action for Stakeholder Engagement Completing Stakeholder Engagement Control Reviewing the Results of Controlling Stakeholder Engagement

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14. The PMI Code of Ethics and Professional Conduct

Responsibilities to the Profession

Complying with Rules and Policies Applying Honesty to the Profession Advancing the Profession

Responsibilities to the Customer and to the Public

Enforcing Project Management Truth and Honesty Eliminating Inappropriate Actions Respecting Others

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Part III: Appendices

A. Critical Exam Information

Exam Test-Passing Tips

Days Before the Exam Practice the Testing Process Testing Tips Answer Every Question—Once Use the Process of Elimination

Everything You Must Know

The 47 Project Management Processes Magic PMP Formulas Earned Value Management Formulas Quick PMP Facts

B. About the Download

Downloadable MasterExam

System Requirements MasterExam Help Removing Installation

Media Center Downloadable Content

Author Video Additional Resources

Technical Support

LearnKey Technical Support McGraw-Hill Education Technical Support and Customer Service

C. Practice Exam I D. Practice Exam II

Glossary Index

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