CAPM/PMP Project Management Certification All-In-One Exam Guide, Third Edition
1st Edition
Published on 27. August 2013
742 pages
978-0-07-177601-1 (ISBN)
Available for download
Description
A complete guide to both the CAPM and PMP certification exams—revised to cover the 2011 update to the PMBOK (Project Management Body of Knowledge) from PMIIn CAPM/PMP Project Management Certification All-in-One Exam Guide, Third Edition, project management guru Joseph Phillips provides in-depth coverage and key exam information to help you pass both the CAPM and PMP exams from PMI, the Project Management Institute. The book delivers comprehensive coverage of the PMBOK 5th Edition and the CAPM and PMP certification exams, and also serves as a valuable project management on-the-job reference after the exam.This complete exam guide ensures that you understand all prerequisites. The book contains a CD-ROM with two electronic practice exams and two more for download—400 practice exam questions that emulate the CAPM and PMP exams. Training video featuring the author and a downloadable e-book are also included on the CD.CAPM/PMP Project Management Certification All-in-One Exam Guide, Third EditionHighlights exam objectives in each chapter and includes 20 practice exam questionsIncludes CD with two 100-question practice exams, more than an hour of video training, score tracker spreadsheets, and an e-bookOffers two additional practice exams for downloadPrepares you to pass both the CAPM and PMP examsExplains how projects should operate according the Guide to the Project Management Body of Knowledge
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Content
- Cover
- About the Author
- CAPM®/PMP® Project Management Certification ALL-IN-ONE EXAM GUIDE, Third Edition
- Copyright Page
- CD Content
- Dedication
- CONTENTS AT A GLANCE
- CONTENTS
- Acknowledgments
- Introduction
- Part I Project Management Foundation
- Chapter 1 Preparing for the Exam
- All about the PMP Exam
- All about the CAPM Exam
- Money and Your Exam
- Passing the Exam
- Creating Your Study Strategy
- What Your Exam Is Based On
- What Is a Project?
- Temping a Project
- Defining a Project's Uniqueness
- Progressively Elaborating a Project
- Why Do Projects?
- What Is Project Management?
- Back to the PMBOK
- Being a Project Expert
- Using the Project Management Body of Knowledge
- Working with Your Application Area
- Understanding Your Project Environment
- Relying on General Management Skills
- Dealing with People
- Examining the Project Management Context
- Working with Programs
- Opening Your Portfolio
- Working with Subprojects
- Working with Project Management Offices
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 2 Managing a Project
- Identifying the Project Life Cycle
- Examining a Project Life Cycle
- Comparing Project Life Cycles and Product Life Cycles
- Meeting the Project Stakeholders
- Key Project Stakeholders
- Managing Stakeholder Expectations
- Identifying the Organizational Influences
- Completing Projects in Different Organizational Structures
- Managing Project Teams
- Working with Your PMO
- Defining a Project Management System
- Chapter Summary
- Key Terms
- Case Study
- Managing Projects from Start to Completion
- Examining the Project Deliverables
- Examining the Project Phases
- Controlling Project Changes
- Questions
- Questions and Answers
- Chapter 3 Examining the Project Processes
- Exploring the Project Management Processes
- Examining the Process Group Interactions
- Choosing the Appropriate Processes
- Working with Process Groups
- Initiating Your Project
- Planning the Project
- Executing Processes
- Examining the Monitoring and Controlling Process Groups
- Closing the Project
- Examining How the Processes Interact
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- PART II Project Management Professional Testing Areas
- Chapter 4 Project Integration Management
- Developing the Project Charter
- Preparing to Create the Project Charter
- Choosing a Project to Charter
- Knowing the Project Management Methodology
- Creating the Charter-Finally
- Developing the Project Management Plan
- Creating the Project Management Plan
- Executing the Project Plan
- Monitoring and Controlling the Project Work
- Monitoring the Project
- Managing Integrated Change Control
- Reacting to Change
- Using the Project Management Information System
- Closing the Project or Phase
- Completing Closure
- Completing Contract Closure
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 5 Managing the Project Scope
- Plan the Project Scope Management
- Creating the Project Scope Management Plan
- Creating the Requirements Management Plan
- Collecting the Project Requirements
- Working with Project Stakeholders
- Examining the Outputs of Requirement Collection
- Defining the Project Scope
- Defining the Project Scope
- Using Product Analysis
- Using Alternatives Generation
- Using Stakeholder Analysis
- Examining the Project Scope Statement
- Creating the Work Breakdown Structure
- Using a WBS Template
- Breaking Down the Deliverables
- Creating the WBS Dictionary
- Validating the Project Scope
- Preparing for Project Inspection
- Inspecting the Project Work
- Controlling the Project Scope
- Using a Change Control System
- Planning for Project Scope Changes
- Approving a Change
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 6 Managing Project Time
- Planning Schedule Management
- Creating the Schedule Management Plan
- Examining the Schedule Management Plan
- Defining the Project Activities
- Making the Activity List
- Examining the Activity List
- Documenting the Activity Attributes
- Updating the Work Breakdown Structure
- Sequencing the Project Activities
- Considering the Inputs to Activity Sequencing
- Creating Network Diagrams
- Using the Precedence Diagramming Method
- Utilizing Network Templates
- Determining the Activity Dependencies
- Considering Leads and Lags
- Estimating the Project Resources
- Using Expert Judgment
- Identifying Alternatives
- Relying on Published Estimating Data
- Using Bottom-Up Estimating
- Examining the Activity Resource Estimates
- Estimating Activity Durations
- Considering the Activity Duration Estimate Inputs
- Using Analogous Estimating
- Applying Parametric Estimates
- Creating a Three-Point Estimate
- Factoring in Reserve Time
- Evaluating the Estimates
- Developing the Project Schedule
- Applying Mathematical Analysis
- Calculating Float in a PND
- Encountering Scheduling on the CAPM or PMP Exam
- Applying Schedule Compression
- Using a Project Simulation
- Using Resource-Leveling Heuristics
- Using the Critical Chain Method
- Using Project Management Software
- Relying on a Project Coding Structure
- Considering the Outputs of Schedule Development
- 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
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 7 Managing Project Costs
- Planning for Project Cost Management
- Preparing the Project Cost Management Plan
- Examining the Project Cost Management Plan
- Determining the Project Costs
- Estimating the Project Costs
- Creating the Cost Estimate
- Examining the Cost Estimate
- Budgeting the Project
- Creating the Project Budget
- Examining the Project Budget
- Controlling Project Costs
- Managing the Project Costs
- Creating a Cost Change Control System
- Using Earned Value Management
- Learning the Fundamentals
- Finding the Project Variances
- Finding the Indexes
- Predicting the Project's Future
- The Five EVM Formula Rules
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 8 Managing Project Quality
- Planning for Quality
- Using Quality Planning Tools
- Creating the Quality Management Plan
- Establishing Quality Metrics
- Applying Checklists
- Creating the Process Improvement Plan
- Updating the Baseline and the Project Management Plan
- Performing Quality Assurance
- Preparing for Quality Assurance
- Applying Quality Assurance
- Completing a Quality Audit
- Analyzing the Project Processes
- Improving the Project
- Performing Quality Control
- Preparing for Quality Control
- Relying on the Seven Basic Quality Tools
- Inspecting Results
- Creating a Flowchart
- Creating a Control Chart
- Creating Pareto Diagrams
- Creating a Histogram
- Creating a Run Chart
- Creating a Scatter Diagram
- Completing a Statistical Sampling
- Revisiting Flowcharting
- Applying Trend Analysis
- Examining Quality Control Results
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 9 Managing Project Human Resources
- Planning for Human Resources
- Relying on Enterprise Environmental Factors
- Using the Organizational Process Assets
- Referencing the Project Management Plan
- Charting the Human Resources
- Networking Human Resources
- Identifying the Roles and Responsibilities
- Creating a Project Organization Chart
- Examining the Staffing Management Plan
- Acquiring the Project Team
- Examining the Staffing Pool
- Negotiating for Resources
- Working with Preassigned Staff
- Procuring Staff
- Managing a Virtual Team
- Utilizing a Multicriteria Decision Analysis Process
- Assembling the Project Team
- Developing the Project Team
- Preparing for Team Development
- Leading Project Team Development
- Creating Team-Building Activities
- Establishing Project Ground Rules
- Relying on Interpersonal Management Skills
- Rewarding the Project Team
- Assessing the Project Team
- Managing the Project Team
- Preparing for Team Management
- Dealing with Team Disagreements
- Creating an Issue Log
- Examining the Outputs of Team Management
- Relating to Organizational Theories
- Maslow's Hierarchy of Needs
- Herzberg's Theory of Motivation
- McGregor's Theory of X and Y
- Ouchi's Theory Z
- Vroom's Expectancy Theory
- McClelland's Theory of Needs
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 10 Managing Project Communications
- Examining the Communications Foundation
- Communication Factors
- Understanding the Communication Model
- Planning for Communications
- Preparing for Communications
- Identifying Communication Requirements
- Exploring Communication Technologies
- Creating the Communications Management Plan
- Managing Project Communications
- Examining Communication Skills
- Examining Communication Factors and Technologies
- Creating Information Management Systems
- Distributing Information
- Creating Lessons Learned
- Examining the Results of Communications Management
- Controlling Communications
- Examining the Tools for Controlling Communications
- Reviewing Project Performance
- Analyzing Project Variances
- Examining the Results of Controlling Communications
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 11 Managing Project Risks
- Planning for Risk Management
- Preparing for Risk Management Planning
- Completing Risk Management Planning
- Creating the Risk Management Plan
- Identifying the Project Risks
- Finding Project Risks
- Creating a Risk Register
- Using Qualitative Risk Analysis
- Preparing for Qualitative Analysis
- Completing Qualitative Analysis
- Applying Probability and Impact
- Creating a Probability-Impact Matrix
- Relying on Data Precision
- Assessing the Risk Score
- Updating the Risk Register
- Preparing for Quantitative Risk 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
- Updating the Risk Register
- Planning for Risk Responses
- Preparing for Risk Responses
- Creating Risk Responses
- Managing the Positive Risk and Opportunities
- Accepting the Risks
- Updating the Risk Register
- Creating Contracts for Risk Response
- Justifying Risk Reduction
- Updating the Project Plan
- Monitoring and Controlling Project Risks
- Preparing for Risk Monitoring and Control
- Monitoring and Controlling Risks
- Completing Risk Response Audits
- Analyzing Project Variances
- Measuring Technical Performance
- Monitoring Contingency Reserve
- Examining the Results of Risk Monitoring and Control
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 12 Managing Project Procurement
- Planning for Procurement
- Determining the Contract Type
- Understanding Contract Types
- Using the Procurement Planning Tools
- Examining the Results of Procurement Planning
- Creating the Procurement Documents
- Creating Source Selection Criteria
- Conducting Procurements
- Hosting a Bidder Conference
- Advertising for Sellers
- Creating a Qualified Sellers List
- Selecting a Seller
- Examining Vendor Responses
- Choosing the Seller
- Examining the Results of Seller Selection
- Controlling Project Procurements
- Completing the Procurement Control Process
- Reviewing the Results of Procurement Control
- Performing Contract Closure
- Auditing the Procurement Process
- Negotiating Settlements
- Completing Contract Closure
- Chapter Summary
- Key Terms
- Case Study
- Litke Greenhouse and Nursery: Procurement Processes
- Planning for Procurement
- Hosting a Bidder Conference
- Selecting a Vendor
- Questions
- Questions and Answers
- Chapter 13 Managing Project Stakeholder Management
- Identifying Project Stakeholders
- Preparing for Stakeholder Identification
- Identifying the Project Stakeholders
- Performing Stakeholder Analysis
- Classifying Stakeholders
- Finalizing Stakeholder Identification
- Creating the Stakeholder Register
- Planning Stakeholder Management
- Preparing to Plan for Stakeholder Management
- Creating the Stakeholder Management Plan
- Examining the Stakeholder Management Plan
- Managing Stakeholder Engagement
- Preparing to Manage the Stakeholders
- Managing the Stakeholder Engagement
- Reviewing Stakeholder Engagement Results
- Controlling Stakeholder Engagement
- Preparing to Control Stakeholder Engagement
- Controlling Stakeholder Engagement
- Reviewing the Outputs of Stakeholder Engagement
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Chapter 14 Understanding the Code of Ethics and Professional Conduct
- Learning the Code of Ethics
- Exploring the Code's Vision and Purpose
- Participating in the Code
- Learning the Code Details
- Serving Responsibly as a Project Manager
- Defining Responsibility
- Aspiring to Responsibility Expectations
- Adhering to Mandatory Standards
- Adhering to the Respect Value
- Aspiring to Respect
- Adhering to the Mandatory Values of Respect
- Being a Fair Project Manager
- Aspiring to Fairness
- Adhering to the Mandatory Standards on Fairness
- Being an Honest Project Manager
- Aspiring to Honesty
- Living the Honesty Requirements
- Chapter Summary
- Key Terms
- Questions
- Questions and Answers
- Part III Appendices
- Appendix A Project Management Documents
- Appendix B Passing the CAPM and the PMP Exam
- Tips to Pass the Exam
- Days Before the Exam
- Create Your Own Answer Key
- Testing Tips
- Answer Every Question-Once
- Use the Process of Elimination
- Everything You Must Know
- The 47 Project Management Processes
- Earned Value Management Formulas
- Quick Project Management Facts
- A Letter to You
- Appendix C About the Download
- System Requirements
- Downloading Total Tester Premium Practice Exam Software
- Installing and Running the Total Tester Premium Practice Exam Software
- About the Total Tester Premium Practice Exam Software
- Process Review Quiz
- Downloading the Media Center from McGraw Hill Professional
- Author Video
- Additional Resources
- Exam Score Spreadsheet
- Worksheets and Exercises
- Quick Review Guides
- Technical Support
- Glossary
- Index
- For Download
