INDEX
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
A
AC (actual cost)
to-complete performance index, 380
cost performance index, 378
cost variance, 377
earned value management, 377
estimate at completion, 379–380
measuring project performance, 393
acceptance criteria, product, 243
acceptance, risk
defined, 588
exam facts, 757
overview of, 589
self test, 611
accommodation, in conflict resolution, 486, 488
accuracy level, schedule management plan, 284
acknowledgement, of communication, 525, 545
acquisition, of project resources, 475–479
active listening
communicating project information, 105, 135, 142–143
communication exam facts, 756
project manager communication skills, 518
in successful communications, 525
activities
building project team by creating, 481
project management communication about, 517–518
tying constraints to individual project, 312
activity attributes
documenting, 289–290
estimating activity durations, 299
estimating activity resources, 474
project documents and files, 170
project schedule development, 313
sequencing activities, 292, 298
activity definition
activity attributes documentation, 289–290
activity dependencies, 294–295
activity list compilation, 288–289
activity list creation, 286–287
decomposing project work packages, 287
finalizing, 290–291
planning components, 288
in project schedule management, 285–286
rolling wave planning, 287–288
using templates, 287
activity duration estimates
activity list update for, 303
analogous estimating, 304
bottom-up estimates, 306
calculating float in PND, 315
calendar considerations, 302–303
cost estimates using project schedule, 361
creating project schedule with, 311
creating resource breakdown structure for, 302
Delphi technique, 306–307
evaluating result of, 308–309
expert judgment for, 303–304
factoring in reserve time for, 307–308
fist-to-five approach, 307
inputs for, 298–300
inside PMP exam, 309
overview of, 298
parametric estimates, 304–305
project schedule management, 298
project work considerations, 300–301
resource availability, 301–302
three-point estimate, 305–306
activity list
creating, 286–291
estimating activity durations using, 299, 303
in project management plan, 170
sequencing activities using, 292, 298
activity resources, 299, 473–475
activity sequencing
activity dependencies, 294–295
creating network diagrams, 292
inputs, 292
leads and lags, 295–296
network templates used in, 296
outputs, 296
precedence programming method of, 292–294
project network diagram used in, 297
project schedule management, 291
updating project documents, 297–298
actual cost. See AC (actual cost)
adaptive life cycle
in hybrid life cycle, 29
overview of, 28–29
product scope, 226–227
project scheduling, 281–282
tailoring project scope, 227–228
adjourning, project team development phase, 482
advancement, project, 33–35
advertising, procuring goods and services via, 642
agile environments
adaptive life cycles in, 28–29
communicating in, 519
cost management approach in, 356
estimating project work in, 301
integration management in, 152
planning schedule in, 324
procurement practices in, 626
product scope in, 226–228
project integration management in, 152
project scheduling in, 281–282
quality in, 413–414
stakeholder management in, 677
agreements
controlling resources, 489
cost budgeting, 372
documenting in project charter, 156
monitoring/controlling, 184–185
resource planning, 464
schedule development, 310
stakeholder identification, 679
stakeholder management plan, 685
alternatives analysis
cost estimating, 368
deciding on project changes, 193
managing project quality, 423
monitoring/controlling project work, 186
alternatives identification, 243, 271, 276
ambiguity risks, 557
analogous estimating
estimating activity durations, 304
estimating activity resources, 474
estimating project cost, 365
exam facts, 754
anomalies, estimate to complete, 381
answers. See self test answers
appraisal costs, 420
assignable cause, control charts, 432, 457
assumption consequence, testing assumptions, 567
assumption log
controlling resources, 490
creating project charter, 155
estimating activity durations, 299
estimating activity resources, 474
project management plan, 170
project scope statement, 244
qualitative risk analysis, 577
quantitative risk analysis, 579
sequencing project work, 298
assumptions
benefits management plan, 40
communication planning, 520–521
cost estimates, 370
creating project schedule, 313
identify risks by testing, 567
qualitative risk analysis, 573
testing, 573
attribute sampling, quality management, 412
audioconferencing, and team locale, 481
audits
contract administration, 650
procurement, 651
quality, 424–425
risk response, 595
authority
project management team, 463
resource planning assignments, 466
authorization, collaborative PMIS packages forwork, 176
autocratic decisions, project requirements, 238
automation, integration management trends, 150
avoidance
as approach to conflict resolution, 486
avoidance of risk, 586, 587, 757
B
balanced matrix organizational structure
exam facts, 751
overview of, 76
pros and cons of, 80
bar chart, presenting project schedule as, 323
baselines
performance measurement. See performance measurement baseline
project. See project baseline
project cost. See cost baseline
project schedule. See schedule baseline
project scope. See scope baseline
benefit/cost analysis, quality managementplanning, 419
benefit/cost ratio (BCR), benefit measurement method, 159–160
benefit measurement method
benefit/cost ratio models, 159–160
calculating net present value, 161–162
discounted cash flow, 160–161
payback period estimation, 160
project scope exam facts, 752
project selection criteria in project charter, 157
scoring models, 159
benefits management plan, 40, 372
benefits management, project integration, 152
bidder conferences, 642
bids
examining results of contracting, 642–643
procurement documents, 640
procurement practices for projects, 625
blended approach, sequencing activities, 291
body language and tone, communicating via, 516, 526
bottom-up estimates
activity durations, 306
activity resources, 474
exam facts, 754
project cost, 367
brain writing, 680
brainstorming
data for project charter, 155
group decisions on project requirements, 236
quality management planning, 419
risk identification, 567–568
stakeholder identification, 680
bubble charts, rating risk, 577
budget
creating project, 371–374
estimates, 370
project charter defining, 154
risk management plan, 563
self test, 219
budget at completion (BAC)
budget variances, 377
to-complete performance index, 380
estimate at completion, 379–380
estimate to complete, 382
self test, 406
variance at completion, 382
budget constraints, 217, 272–273, 579
budget variance (VAR), 377
burnup charts, 188
business analyst, project scope, 227
business case
cost budgeting, 372
developing project charter, 153, 156
eliciting project requirements, 232
reviewing, 39
self test, 61
buyers
creating procurement documents, 640–641
other names used for, 627
source selection criteria, 638
C
calendar
project. See project calendar
resource. See resource calendar
cardinal scales, ranking risks, 575–577
categories
risk. See risk categories
risk score, 576–577
causal analysis, monitoring/controlling project work, 186
cause-and-effect diagrams. See Ishikawa diagrams
centralized structure. See functional (centralized) organizational structure
change
in adaptive life cycle, 28–29
driven by projects, 12
in project life cycle, 30
updating project documents after, 179
change control board (CCB)
within CCS, 192
reviewing change requests, 188
self test, 276
change control system (CCS). See also integrated change control
relying on, 190–192
reviewing change requests, 188
change log
communications management, 528
defined, 201
integrated change control, 194
project management plan, 170
stakeholder engagement, 688
stakeholder management plan, 679
change management
cost changes, 375
in project integration management, 152
in project management plan, 167
scope change control, 254
change requests
activity definition and, 291
contract terminations handled as, 648
contracts and, 648
cost estimating and, 369–370, 384
integrated change control for, 188–194
performance reporting and, 533–534
project plan execution and, 178–179
project work and, 174–175, 187
quality control and, 427
risk monitoring and, 597
risk responses and, 594
schedule control, 325
scope control and, 254–256
self test, 216–217, 231, 275, 552–553, 665
stakeholder engagement and, 690, 695
stakeholder identification and, 683
updating project documents after, 179
charismatic leadership
defined, 119
in interactional leadership, 119
charts
bar, 323
bubble, 577
burndown. See burndown charts
burnup. See burnup charts
control. See control charts
Gantt. See Gantt charts
hierarchical, 577
of project resources, 465
why-why. See Ishikawa diagrams
chats, dealing with team locales, 481
choice of words, in communications, 516
claims administration, contracts, 650
classification models, of stakeholder influence, 681–682
closing project or phase
experience needed to pass PMP exam, 9
project integration management, 194–197
project management process, 16
Code of Ethics and Professional Conduct. See PMI Code of Ethics and Professional Conduct
coding structure, project schedule, 322
coercive power
defined, 492
as punitive, 117
self test, 512
cognitive-level project integration, 122
collaboration, in conflict resolution, 486
collaborative PMIS packages, work authorization, 176
collocated teams, 481
commercial databases, 66
commercial duration estimating databases, 300, 348
commercial risk, 564
communication channels
formula for identifying number of, 522–523
formula to know for exam, 750, 756
communication planning
communication requirements, 522–523
communication skills, 524–525
communications management plan, 526–527
enterprise environmental factors, 521
overview of, 519–520
self test, 546
successful, 525–526
technology for, 523–524
using project management plan/charter, 520–521
communications
avenues of, 106
communicating project information, 105–106
developing project team, 482
five Cs of, 517–518
influencing organization, 136
influencing project, 110
project management plan development, 164, 171
stakeholder engagement and, 687–689
and team locales, 481
communications management
communicating in projects, 516–519
exam information on, 534, 749, 756
as knowledge area, 17
managing, 527–530
monitoring, 530–532
overview of, 515–516
planning. See communications management plan
reporting project performance, 532–534
review drill, 538–539
review key terms, 536–537
review summary, 535
self test, 539–544
self test answers, 545–554
three processes of, 516
communications management plan
aligning stakeholder engagement, 678
creating, 526–527
developing. See communication planning
dispersing/archiving information, 527–530
project management plan development, 168–169
self test, 718
updating throughout project, 527
communities of practice, project knowledge, 181
compensation, inappropriate, 723, 740
competency
assignments in resource planning, 466
project management team, 463
project manager, 113–116, 136, 144
completion of project, 154, 187–188
complexity
of procurement, 626
of stakeholder relationships, 678
compromise, in conflict resolution, 486, 513
computers
activity sequencing driven by, 291
cost estimating software, 369
performance measurement via, 384
confidence, in cost estimate, 371
confidentiality
communication technology planning, 524
of PMP, 722
configuration management
integrated change control, 192–193
conflict of interest
PMP avoids, 723
PMP must disclose, 721
conflict resolution
managing in project team, 485–487
project manager communication skills for, 518
self test, 715
confronting problems, 483, 498, 509
constrained optimization method
examining, 162–163
project scope exam facts, 752
project selection criteria, 157
constraints
milestone, 312
project. See project constraints
context diagram, 238–239
context-level project integration, 123
contingency reserve
activity duration estimates, 308
allotted to risk events, 589–590
calculating project risk, 590–591
cost estimating using risk register, 362
risk management exam facts, 757
risk monitoring and, 597
Continuing Certification Requirements handbook, PMI, 113
continuous improvement, project quality, 413
contractor schedule, procurement, 626
contracts
administration of, 647–648, 650
building foundation for procurement, 624–626
conducting procurement with, 645–646
documenting in project charter, 156
exam facts to know, 757–758
inspecting/auditing procurement and, 651
monitoring/controlling project work with, 184–185
project charters vs., 154
in resource planning, 464
seller selection and, 645
contracts, types of
cost-reimbursable, 634–635
determining source selection criteria, 638–639
examining results of, 642–643
fixed-price contracts, 633–634
overview of, 636–637
procurement documents, 640–641
rules for, 632–633
statement of work (SOW), 636–637
time and materials (T&M) contracts, 635
control
cost. See cost control
procurement. See procurements, controlling
project schedule, 325–328
project scope, 252–254
project work. See project work, monitoring/controlling
quality. See QC (quality control)
resources, 488–491
control charts
creating for quality control, 430–432
exam facts, 754
controlling PMO, 79
“coopetition,” procurement planning, 629
corrective actions
performance measurement, 385
performance reporting, 533–534
schedule control, 328
cost. See also cost management
benefit/cost analysis, 419
change requests in project plan execution, 178–179
project baseline document, 170
project life cycle, 29
self test, 351
cost aggregation, project budget, 372
cost baseline
cost control, 375
preparing for quality, 416
project budget, 373
quantitative risk analysis, 579
updating as result of controlling resources, 490
updating for approved changes, 189
cost-benefit analysis, 186, 193
cost control
implementing, 374–375
lessons learned, 385
measuring project performance, 393
monitoring cost variances, 384
cost estimates, 370
cost estimating
analogous estimating, 365
analyzing data, 368
analyzing results, 369–370
bottom-up estimating, 367
computer software for, 369
decomposing project deliverables, 248
exam facts, 754
inputs, 360–364
making decisions, 369
overview of, 359
parametric estimating, 365–366
project management plan, 170
for projects, 364–365
quantitative risk analysis and, 579
refining, 370
supporting detail for, 370–371
three-point estimates, 367–368
updating as project progresses, 384–385
cost forecasts
monitoring/controlling project work, 183, 188
project management plan, 171
quantitative risk analysis, 579
cost management. See also cost estimating
creating project budget, 371–374
exam facts to know, 754
exam information for processes in, 749
implementing cost control, 374–375
inside PMP exam, 390
as knowledge area, 17
measuring project performance. See performance measurement
overview of, 355–356
planning project costs, 357–359
review drill, 391–393
review key terms, 387–389
review summary, 386
self test, 394–399
self test answers, 400–408
tailoring approach to, 356–357
cost management plan
cost control input, 375
creating, 358–359
inputs, 358
overview of, 358
project management plan development, 168
self test, 402
cost performance index. See CPI (cost performance index)
cost plus award fee (CPAF) contracts, 635, 637
cost plus fixed fee (CPFF) contracts, 634–635, 637
cost plus incentive fee (CPIF) contracts, 635, 637
cost plus percentage of costs (CPPC) contracts, 635, 637
cost-reimbursable contracts, 634–635
cost variance (CV), finding, 377
costs of quality, 368, 419, 455
CPAF (cost plus award fee) contracts, 635, 637
CPFF (cost plus fixed fee) contracts, 634–635, 637
CPI (cost performance index)
calculating, 378
estimate at completion, 379–380
estimate to complete, 382
measuring project performance, 393
self test, 407
trend analysis monitoring, 435
CPIF (cost plus incentive fee) contracts, 635, 637
CPM (critical path method)
calculating float in PND, 315
calculating minimum project duration, 314
examining schedule variance, 327
project scheduling using, 281–282
resource leveling using, 319–320
CPPC (cost plus percentage of costs) contracts, 635, 637
crashing project
as duration compression, 320–321
creativity management techniques, managing knowledge, 181
critical path method. See CPM (critical path method)
cultural norm, 72
culture influences/issues
as external enterprise environmental factors, 66
PMP responsibility to learn, 722
culture of quality, 413
customers
control chart and, 430
as most important stakeholder in project, 61
PMP responsibility to, 722–724
project management plan development, 166
projects created for, 24
quality management and, 412
CV (cost variance), finding, 377
D
data
gathering project charter, 155
presenting project schedule as, 323
project management information and, 38–40
work performance. See work performance data
data analysis
controlling resources with, 489
cost estimating with, 368
eliciting project requirements with, 235
estimating activity resources using, 474
measuring project schedule performance with, 327
monitoring project work, 185–186
procuring goods and services with, 642
project simulation using, 321
qualitative risk analysis, 573–574
schedule management plan using, 284
scope management plan using, 231
data representation tools
monitoring communications, 529
monitoring stakeholder engagement, 694
quality control, 428–429
quality management planning, 421
decision-making
cost estimating with, 369
eliciting project requirements using group, 235–238
for making vs. buying product, 630–631
for project changes, 193
in project life cycle, 30
decision tree analysis, 582–583, 621
decoder, communication, 525
decomposition
affinity diagram allows for, 236
managing schedule with project work packages, 287
parametric estimating of activity durations, 304–305
of project deliverables in WBS, 248–249, 262
definition, project scope, 241–245
definitive estimates, cost estimates, 370
deliverables
decomposing in WBS, 248–249
in knowledge management, 180
may/may not be temporary, 12
product vs. project scope, 229–230
project phase, 33–36
project scope statement, 243
quality control, 427
reliance of operations/projects for, 24
scope management plan, 231
scope validation by formally accepting, 251
self test, 448
subproject, 22–23
Delphi technique
consensus on project risks, 568
estimating activity durations, 306–307
group decisions on project requirements, 236–237
self test, 616
demands, activity duration estimates and, 307
dependencies between activities, 294–295, 753
description, high-level project, 154
Design for X approach, quality management, 425
development life cycle, 151
diagramming techniques, risk identification, 569–570
dictionary. See WBS dictionary
directing, in conflict resolution, 486
direction of influence, stakeholders, 682
disagreements, team, 485–486
discounted cash flow, benefit measurement, 160–161
discretionary dependencies, 294–295, 753
discussion forums, project knowledge, 181
dispute resolution, procurement, 652, 666
diversity, stakeholder management and, 677
document analysis, quality management, 423
documentation
activity attributes, 289–290
activity duration estimates, 308
honesty of PMPs about their, 721
project plan, 164
project scope, 240
scope change control, 254
documents
project charter, 156
project management, 37–38, 170–172
updating project changes in, 179
domains, passing PMP exam, 7–9
duration
compression, for project schedule, 320–321
critical path calculates minimum project, 314
project schedule exam facts, 753
resource leveling likely extends project, 319
self test, 550
duration estimates. See also activity duration estimates
project management plan, 171
quantitative risk analysis input, 580
duty of loyalty, project manager, 723
E
e-mail, dealing with team locales, 481
EAC (estimate at completion)
to-complete performance index, 380
measuring project performance, 393
measuring variance at completion, 382
preparing for, 378–380
early finish (EF), calculating float, 315–316
early start (ES), calculating float, 315–316
earned value. See EV (earned value)
earned value management. See EVM (earned value management)
ease of use, communication technologies, 523
economic conditions, project manager influencing, 112
education
PMI Talent Triangle and, 114–116
PMP exam requirements, 7
project manager continuing, 112
EF (early finish), calculating float, 315–316
effective listening, communications and, 525, 756
effort, duration vs., 300, 305
electronic communications, 526
employees, as internal enterprise environmentalfactors, 65
encoder communication model, 524, 547
end dates, of projects, 23–24, 53
end users, project manager influencing, 109
engineering review board (ERB), 192
enhancement of risk, 588–589, 757
enterprise environmental factors
acquiring project resources, 476
in communication planning, 521
communications management, 527
cost budgeting input, 372
as cost estimating input, 363
cost planning input, 358
creating activity list, 286
developing project team, 480
estimating activity durations, 300
estimating activity resources, 474
identifying in project charter, 156–157
as input for schedule management plan, 283
as input to activity sequencing, 292
as input to scope definition, 242
managing project team, 485
monitoring communications, 531
preparing for quality control, 427
procurement planning, 628
in project management, 64–66
project management plan development, 164
quality management planning input, 417
quantitative risk analysis input, 580
resource planning input, 464
reviewing final inputs for monitoring/controlling, 185
risk response planning input, 585
enterprise environmental factors input
conducting procurements, 641
managing stakeholder engagement, 688
monitoring stakeholder engagement, 692
preparing for stakeholder identification, 679
schedule development, 310
scope management plan, 230
stakeholder management plan, 685
environments
agile. See agile environments
project manager influence on, 112
projects changing things and, 12
ERB (engineering review board), 192
ES (early start), calculating float, 315–316
escalate risk response
overview of, 585
for positive/negative risks, 588–589
risk management exam facts, 757
self test, 616
estimate at completion. See EAC (estimate at completion)
estimating project costs. See cost estimating
ETC (estimate to complete), 380–382, 393
ethics. See PMI Code of Ethics and Professional Conduct
ethics violations
reporting, 721
ethnocentrism, 722
EV (earned value)
to-complete performance index, 380
cost performance index, 378
cost variance, 376
estimate to complete, 382
management. See EVM (earned value management)
measuring project performance, 393
monitoring/controlling project work, 186
risk monitoring, 596
schedule performance index, 378
schedule variance, 377
evaluation criteria, source selection, 643–644
evaluation documents, 172, 427
event-based risks, 557
EVM (earned value management)
formulas, 356, 382–383, 750–751
measuring project performance, 376–377
monitoring/controlling project work, 185, 208
scope change control, 253
self test, 224
exam. See PMP exam
execution of project
directing/managing. See project work, directing/managing
passing PMP exam on, 9
project management processes for, 15
work performance data from, 184
exit criteria
closing project or phase, 195, 197
project charter, 154
Expectancy Theory. See Vroom’s Expectancy Theory
expected monetary value (Ex$V)
contingency reserve for project risk, 590–591
quantitative risk analysis, 581
self test, 618–619
experience, PMP exam requirements, 7–9
expert judgment
analogous estimating and. See analogous estimating
defining project scope, 242
developing project budget, 372
developing schedule management plan, 284
estimating activity durations, 303–304
estimating activity resources, 474
hosting meetings, 187
implementing risk responses, 593
managing project knowledge, 181
monitoring communications, 532
monitoring/controlling project work, 185
monitoring stakeholder engagement, 694
procurement planning relying on, 632
procuring goods and services, 642
project execution, 175
resource planning, 464
scope management plan, 231
seller selection process, 645
expert power, project manager and, 117
explicit knowledge, 180
exploitation of risk, 588–589, 757
external dependencies
activity sequencing, 295
project schedule exam facts, 753
self test, 344
external enterprise environmental factors
change requests due to, 275
common, 65–66
external risks, 564
F
facilitated workshop, 238
facilitation
flow of communication, 106
project management plan development, 165–166
facilities, as internal enterprise environmental factors, 65
failure costs, 420, 450–451, 454–455
fair agreement, in negotiation, 107, 135
fairness, of PMP, 722
fast tracking, 320–321, 350–351
feasibility. See project feasibility study
FF (finish-to-finish), 293
FFP (firm fixed-price) contracts, 634, 637
files, project management plan, 170–172
final build, project life cycle, 32
finalizing, activity definition, 290–291
financial, as external enterprise environmentalfactor, 66
financing, project budget and, 373
finish, calculating project, 314
first build, project life cycle, 32
fishbone diagrams. See Ishikawa diagrams
fist-to-five voting, estimating activity durations, 307
fixed costs
cost estimating, 361
project cost exam facts, 754
self test, 406
fixed-price (FP) contracts, 633, 637, 667
fixed-price incentive fee (FPIF) contracts, 634, 637
fixed-price with economic price adjustment (FP-EPA) contracts, 634, 637, 669
flawed estimates, finding estimate to complete, 381
float
calculating in project network diagram, 315–317
critical path calculating activities with least, 314
examining schedule variance, 327
project schedule exam facts, 753
types of, 315
flowcharts
identifying risk, 569
implementing quality control, 429, 434
managing project quality, 424
quality management exam facts, 754
FNET (finish no earlier than), schedule timeconstraint, 312
FNLT (finish no later than), schedule time constraint, 312
focus groups
eliciting project requirements via, 233
project charter, 155
project knowledge management, 181
project management plan, 166
force-field analysis, quality management planning, 420
forcing
conflict resolution method, 486
forecasts
cost management plan for cash-flow, 168
future project performance/outcomes, 185
performance reporting results, 533–534
formal acceptance
defined, 273
scope management plan, 231
as scope validation result, 262
formal communications, 516
formats, project schedule, 323
forming, in naturally developed project teams, 482
formulas, PMP exam
EVM, 750–751
practicing test processes, 746
summary of, 750
four sigma values, control charts, 430–432
FP-EPA (fixed-price with economic price adjustment) contracts, 634, 637, 669
FP (fixed-price) contracts, 633, 637, 667
FPIF (fixed-price incentive fee) contracts, 634, 637
frameworks, understanding, 69
FS (finish-to-start), 293, 344
functional (centralized) organizational structure
exam facts, 750
managing projects in, 74–75
pros and cons of, 80
self test, 101
functional managers
project manager vs., 79
functional requirements, project scope, 233
funding limit reconciliation, project budget, 372–373
FV (future value)
cost estimating using project schedule, 361
in discounted cash flow, 160–161
formula for predicting, 188
formula to know for exam, 750
G
general management skills, project management, 482–483
gifts, PMP cannot ethically accept, 723
gold plating, project quality management and, 414
governance
controlling PMO defines project, 79
integration management, 152
as internal enterprise environmental factor, 86
organizational governance frameworks, 69
organizational systems provide, 69
project manager influence on, 109
scope management, 228
self test, 97
government standards, 66
grade vs. quality, 411
group decisions, on project requirements, 235–238
guilt-based power, project manager and, 117
H
hammock (summary) activities, project network diagrams, 297
hard logic
defined, 329
duration compression and, 320
evaluating, 311
mandatory dependencies as, 294
Herzberg’s Theory of Motivation, 468–469, 755
hidden time, activity duration estimates and, 307
hierarchical chart, risk rating, 577
Hierarchy of Needs, Maslow, 468, 754
histograms, for quality control, 424, 432–433
historical information
analogous estimating of activity duration, 304
developing project budget, 372
in organizational process assets. See organizational process assets
in process charter, 157–158
self test, 408
honesty
PMP responsibility for, 720–721, 723
human resources. See resource management
human resources, acquiring, 478
hybrid approaches, project management, 151
hybrid life cycle, 29
hybrid organizational structure, 78, 100, 752
I
ideas management techniques, 181
IFB (invitation for bid)
inside PMP exam, 649
procurement documents, 640
self test, 671
illegal activities, contracts cannot include, 664
impact
in qualitative risk analysis, 574
in quantitative risk analysis, 581
ranking risks on, 575
incentives
cost plus incentive fee contracts, 635, 637
fixed-price contracts with, 633, 637
fixed-price incentive fee contracts, 634, 637
self test, 666
incremental life cycle, 28
independent estimates, seller selection process, 644
individual project risk, 557
industry
project manager influence on, 112
standards, 66
influence diagrams, identifying risk, 570
influence, project manager
levels of, 108–110
skills in, 483
success/failure of project and, 110
influence, visualizing stakeholder, 681–682
informal communications, 516
information. See also communications management
distributing, 529
exchanging. See communications
managing communication, 105–106
managing project knowledge, 182
project management data and, 38–40
work performance. See work performance information
informational power, of project manager, 116
infrastructure, as internal enterprise environmental factor, 65
ingratiating power, 117
initiation of project
context of, 13
experience needed to pass PMP exam, 8
project management processes for, 14
inputs
activity definition, 288
activity list creation, 286–287
activity sequencing, 292
communication monitoring, 531
communications management, 527
cost budgeting, 371–372
cost control, 374
cost estimating, 360–364
cost planning, 358
estimating activity durations, 298–299
estimating activity resources, 474
final monitoring and controlling, 184–185
knowledge management, 180
procurement planning, 628
procurements, 641
project team management, 485
quality control, 427
quality management planning, 417–418
quantitative risk analysis input, 579–580
resources, acquiring project, 476
resources, controlling, 489
resources, planning, 464
risk monitoring, 595
schedule control, 326
schedule development, 310
schedule management plan, 283
scope change control, 253–254
scope definition, 242
scope management plan, 230
scope validation, 251
stakeholder engagement, 688
stakeholder management plan. See work performance data
inspections
procurement process, 651
quality control, 427–428
inspiration, leading project team, 105
Instructing.com, 7
integrated change control
approving changes to project scope, 673
configuration management for, 192–193
contract administration and, 650
deciding on project changes, 193
evaluating outputs of, 194
overview of, 188–189
revisiting planning processes, 193
tools and techniques, 190–192
integration management
activity resource estimates, 473–475
in agile environments, 152
benefit measurement methods, 158–162
closing project or phase, 194–197
cognitive-level integration, 122
context-level integration, 123
directing/managing project work, 173–179
emerging trends, 150–151
exam information for processes, 748
exploring, 149–150
integrated change control, 188–194
as knowledge area, 17
managing project knowledge, 179–183
monitoring/controlling project work, 183–188
overview of, 147–149
performing project integration, 121–123
project charter. See project charter; project management plan
project manager leading, 149
review drill, 207–209
review key terms, 200–207
review summary, 198–200
of risk, 558
self test, 55, 59, 140, 209–214
self test answers, 215–224
tailoring, 151–152
interactional leadership, 119, 124
interactive communications, 525, 689, 716
interest in project, stakeholder analysis, 680
internal dependencies, activity sequencing, 295
internal enterprise environmental factors, 64–65, 93
internal rate of return (IRR), benefit measurement method, 162
international influences, project manager, 112
interpersonal and team skills
communications management, 529
procuring goods and services, 642
risk responses, 593
successful communications, 526
interpersonal skills, stakeholder engagement, 688
interviews
eliciting project requirements, 234
gathering data for project charter, 155
managing project knowledge, 181
quality management planning, 419
quantitative risk analysis, 580–581
risk identification via, 568
stakeholder. See scope management, requirements
invitation for bid (IFB)
inside PMP exam, 649
procurement documents, 640
self test, 671
invoice payment, contract administration, 648
Iron Triangle
preparing for quality, 416
project management, 37
self test, 55
IRR (internal rate of return), benefit measurement method, 162
Ishikawa diagrams
identifying risks, 569
quality control implementation, 428–429
ISO 9000 standards, 412, 415, 452
issue log
project management plan, 171
project plan execution, 177–178
qualitative risk analysis results in, 577
self test, 716
updating as result of controlling resources, 490
IT software, as internal enterprise environmental factor, 65
iterations
estimating work in agile project, 301
planning schedule in agile project, 324
schedule management plan for length of, 284
iterative life cycles, 28
iterative, process groups as, 16–17
iterative scheduling, 281–282
J
JAD (joint application design) workshop, 238
just-in-time (JIT) ordering
exam facts, 755
trends in managing resources, 462
K
Kaizen technologies
self test, 452–453
trends in managing resources, 462
Kanban, on-demand scheduling, 281–282
knowledge
fairs and cafes, 182
managing project, 179–183
in stakeholder analysis, 681
tailoring project scope management, 227–228
knowledge areas, PMP exam
project communications management. See communications management
project cost. See cost management
project integration. See integration management
project procurement management. See procurement management
project quality. See quality management
project resources. See resource management
project risk management. See risk management
project schedule. See schedule management
project scope. See scope management
project stakeholder management. See stakeholder management
types of, 17–18
knowledge management
communications management, 518
integration management, 152
L
labor costs, project cost management, 356
lag
documenting activity attributes, 290
project schedule exam facts, 753
sequencing activities in project schedule, 295–296
laissez-faire leadership, 119
languages, tailoring communications for different, 518
late finish (LF), calculating float, 316–317
late start (LS), calculating float, 316–317
laws, as external enterprise environmental factors, 66
LCLs (lower control limits), control charts, 430–432
leadership
aligning/motivating to achieve goals in, 118
charismatic, 119
exploring styles of, 118–119
interactional, 119
interrelated with management, 105
laissez-faire, 119
personality traits of, 119–120
in project manager, 115–116
project manager skills in, 482
of project team, 105
transactional, 119
transformational, 119
leading, stakeholder engagement matrix, 686
leads
documenting activity attributes, 290
exam facts, 753
project schedule, 309
sequencing activities in project schedule, 295–296
learning curve
as parametric estimating, 366
legal requirements, contracts, 633
lessons learned register
closing project, 197
cost estimating, 364
estimating activity durations, 299
estimating activity resources, 474
integration management, 152
knowledge management, 179, 180, 182–183
monitoring/controlling project work, 184, 188
project management plan, 171
project team development, 480
quality control, 427
quality management, 423
resources control, 490
schedule control, 328
self test, 215, 222–223, 546, 551
level of precision, cost management plan, 358
LF (late finish), calculating float, 316–317
life-cycle costs, 402
locales
tailoring communications for physical, 518
logistics, procurement, 625
lose-lose situation, conflict resolution, 513, 514
low-priority risk watch list, qualitative riskanalysis, 578
lower control limits (LCLs), control charts, 430–432
loyalty, project manager, 723
LS (late start), calculating float, 316–317
lump sum contracts, 633–634, 668
M
MACD (move, add, change, delete), mapping projects to, 12
maintenance, resource, 462
majority decision, project requirements, 237
management
Ouchi’s Theory Z on worker involvement in, 510–511
project communications, 527–530
risks, 564
tailoring integration, 151
team process, 484–488
management skills. See also project work, directing/managing
about getting things done, 118
leadership interrelated with, 105
project management plan, 166
scope requirements, 240–241
stakeholder engagement, 689
mandatory dependencies, 294, 753
manual activity sequencing, 291
marketplace conditions
create temporary projects for window in, 12
evaluating in procurement planning, 628
as external enterprise environmental factors, 66
Maslow’s Hierarchy of Needs, 468, 755
mass communication, 526
matrix diagrams, managing project quality, 424
matrix structures
management in, 76–77
schedule management for, 281
self test, 94
McClelland’s Theory of Needs, 470, 755
McGregor’s Theory of X and Y, 469, 507
McGregor’s Theory of X and Y, 755
media communications, 516
media selection, flow of communication, 106
medium communication model, 524
meeting management
defined, 125
facilitating, 243
project charter, 155
project knowledge, 181
project plan, 166
meetings
in agile environments, 519
estimating activity resources, 474
executing project work, 176
monitoring/controlling project work, 186–187
monitoring stakeholder engagement, 694
profile analysis, 680
risk management, 561
schedule management plan, 284
scope management plan, 231
self test, 549
methods
communications management, 529
risk management plan, 562
metrics
benefits management plan, 40
identifying quality, 422
project performance measurement baseline, 184
quality control, 427
quality input, 423
micromanagement, Theory of X and Y, 469, 507
milestone chart, project schedule as, 323, 325
milestone constraints, project schedule, 312
milestone list
estimating activity durations, 299
finalizing activity definition, 290
project management plan, 171
quantitative risk analysis, 580
milestone schedule, project charter defining, 154
mind mapping, project requirements, 236–237
mitigation of risk
exam facts, 757
response to negative risk, 586–587
using contract for, 632
models
communication, 524–525
schedule development, 284
monitoring
communications, 530–532
risk, 594–598
stakeholder engagement, 690–695
work. See project work, monitoring/controlling
Monte Carlo analysis, 321, 621
most likely cost estimate, PERT formula, 367–368
motivating agents, 755
motivation, leading project team, 105
multicriteria decision analysis
group decisions on project requirements, 236
project changes, 193
project quality, 424
quality management planning, 420
multidivisional organizational structure
exam facts, 750
managing projects in, 75
pros and cons of, 80
N
NASA program management, 20
naturally developing project teams, 482
NDAs (nondisclosure agreements), procurement documents, 640
near-term risks, qualitative risk analysis, 578
negative risks
avoiding, 586
five responses to, 587–588
mitigating, 586
as threats, 556
transferring, 586
negative stakeholders
building stakeholder management plan, 686–687
overview of, 676
results of stakeholder identification, 683
negative total float, 315
negotiation
acquiring project resources, 477
procuring goods and services, 642
project manager skills in, 107, 483
seller selection process, 645
net present value (NPV), benefit measurement, 161–162
network communication, 526
network diagrams, 292
network templates, sequencing activities, 296
networking, managing project knowledge, 181
neutral stakeholders
overview of, 676
stakeholder engagement matrix, 686
stakeholder identification, 683
nodes, precedence programming method (PDM), 292–294
nominal group technique, 236, 269
non-event based risks, 557
nondirect communication modalities, 526
nondisclosure agreements (NDAs), procurement documents, 640
nonfunctional requirements, scope requirements, 233
nonverbal communications, 525, 550–551, 756
normal distribution values
formula to know for exam, 750
four sigma values for, 430
practicing test processes for, 746
norming, naturally developed project teams, 482
NPV (net present value), benefit measurement, 161–162
O
observation, in requirements elicitation, 239
on-demand scheduling, 281–282
on schedule, activity duration estimates, 308
100-percent rule, WBS, 249
operations
portfolios containing, 20–22
project life cycle transfers, 32
project reliance on, 23–24
self test, 59
OPM (organizational project management), 22
opportunities, positive risks as, 445, 556
opportunity costs, 386–387, 405
optimistic cost, PERT formula, 367–368
ordinal scales, ranking risks, 575–577
organic (simple) organizational structure
exam facts, 750
overview of, 74
pros and cons, 80
self test, 99
organization, project manager influences, 111
organizational breakdown structure, charting project resources, 465
organizational charts, resources, 465
organizational culture, 65, 72
organizational governance frameworks, 65, 69
organizational knowledge repository, 96, 102
organizational managers, 108
organizational planning, 465
organizational procedure links, cost managementplan, 359
organizational procedures links, schedule management plan, 284
organizational process assets
acquiring resources, 476
activity duration estimates, 300
activity list, 286
activity resources estimates, 474
activity sequencing, 292
communications management, 527, 530
communications monitoring, 531
controlling resources, 489
cost planning, 286, 358, 372, 375
knowledge management, 183
leveraging, 66–67
procurement planning, 628
procurements, 641
project charter identifying, 157–158
project management plan development, 164
project team development, 481
project team management, 485
project work monitoring, 185
quality control, 427
quantitative risk analysis, 580
recognizing common, 67
risk monitoring, 597
risk response implementation, 593
risk response plan, 585
schedule development, 310
schedule management, 283
scope definition, 242
scope management plan, 230–232
stakeholder engagement, 688, 692
stakeholder identification, 679
stakeholder management plan, 685
organizational project management (OPM), 22
organizational structures
completing projects. See project completion in different organizational structures
exam facts to know, 750–752
internal enterprise environmental factors, 65
project completion and. See project completion in different organizational structures
project schedule management and, 281
self test, 99–100
organizational systems
general management skills, 70–71
organizational culture, 72
organizational governance frameworks, 69
portfolio, program, and project governance, 70
working with, 68–69
organizational theories
Herzberg’s Theory of Motivation, 468–469
Maslow’s Hierarchy of Needs, 468
McClelland’s Theory of Needs, 470
McGregor’s Theory of X and Y, 469
Ouchi’s Theory Z, 470
using in resource planning, 467–470
Vroom’s Expectancy Theory, 470
organizations, teaming agreements with other, 629
Ouchi’s Theory Z
resource exam facts, 755
resource planning, 470
self test, 510–511
overall project risk
creating risk report, 571
creating risk responses, 585
defined, 557
exposure, quantitative risk analysis, 583
ownership
benefits management plan, 40
in stakeholder analysis, 680
transferring risk, 586
P
parametric estimating
of activity durations, 304–305
estimating project cost, 365–366, 754
self test, 400
Pareto diagrams
quality control, 432
quality management exam facts, 754
self test, 457
Parkinson’s Law, 307–308, 348–349
part-time project team, managing in matrix structure, 76
passing score, PMP exam, 7
payback period, benefit measurement method, 160
payment system, contract administration, 650
PDM (precedence diagramming method), 292–294
PDUs (professional development units), 112–116
performance
appraisals of project team, 483–484
assessments, 485
creating information on work, 184
managing work, 38–39
PMP honesty about their, 721
reporting project, 532–534
risk monitoring by measuring technical, 596
work performance reports, 187
performance measurement
additional planning, 383–384
to-complete performance index (TCPI), 380
cost control results, 384
cost management plan, 359
cost performance index (CPI), 378
creating change requests, 384–385
earned value management (EVM), 376–377
earned value management (EVM) rules, 382–383
estimate at completion (EAC), 378–380
estimate to complete (ETC), 380–382
project schedule control, 327
schedule management plan, 284
schedule performance index (SPI), 378
updating lessons learned, 385
using computers, 384
variance at completion (VAC), 382
variances, 377
performance measurement baseline
cost control input, 375
creating work performance information, 184
scope change control, 253
performance reporting
contract administration, 648, 650
examining work results, 177
self test, 552–553
performance reviews
contract administration, 650
controlling resources, 489
performing, in naturally developed project teams, 482
periodic risk reviews, risk monitoring, 596
personal or charismatic power, 117
personality traits, leadership, 119–120
persuasive power, 117
PERT (program evaluation and review technique),
averaging project costs, 367
formula to know for exam, 750
as three-point estimate, 305
pessimistic cost estimate, PERT formula, 367–368
PESTLE, risk analysis, 570
phases
project deliverables in, 33
project life cycle, 29–33
physical enterprise environmental factors, 66, 96
physical location
dealing with team locales, 481
managing resources, 462
of resources/facilities, 65
stakeholder identification, 679
tailoring procurement, 626
physical resource assignments
controlling resources, 491
project management plan, 171
schedule management, 281
plan-do-check-act, project quality management, 412
planned value. See PV (planned value)
planning
communication. See communication planning
experience needed to pass PMP exam, 8–9
integrated change control in, 193
project costs, 357–359