PMP Project Management Professional Study Guide, Fifth Edition
by Joseph Phillips
PMP Project Management Professional Study Guide, 5th Edition
- Cover
- Title Page
- Copyright Page
- Dedication
- Contents at Aglance
- Contents
- Preface
- Acknowledgments
- Introduction
- Exam Readiness Checklist
- Part I Project Initiation
- 1 Introducing Project Management
- 2 Managing Projects in Different Environments
- 3 Serving as a Project Manager
- Part II PMP Exam Essentials: Knowledge
- 4 Implementing Project Integration Management
- Exploring Project Integration Management
- Developing the Project Charter
- Developing the Project Management Plan
- Directing and Managing the Project Work
- Managing Project Knowledge
- Monitoring and Controlling the Project Work
- Performing Integrated Change Control
- Closing the Project or Phase
- Certification Summary
- Q&A Self Test
- 5 Managing the Project Scope
- Exploring Project Scope Management
- Planning Project Scope Management
- Collecting and Eliciting Requirements
- Interview the Stakeholders
- Leading a Focus Group
- Relying on Surveys
- Leveraging Data Analysis
- Making Group Decisions on Requirements
- Using Group Decisions
- Hosting a Requirements Workshop
- Utilizing a Context Diagram
- Creating Prototypes
- Observing Stakeholders
- Benchmarking the Requirements
- Managing the Requirements
- Defining the Project Scope
- Creating the Work Breakdown Structure
- Validating the Scope
- Controlling the Scope
- Certification Summary
- Q&A Self Test
- 6 Introducing Project Schedule Management
- Exploring Project Schedule Management
- Creating the Schedule Management Plan
- Defining the Activities
- Sequencing 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 Project Documents
- Estimating Activity Durations
- Considering the Activity Duration Estimates Inputs
- Estimating the Project Work Considerations
- Considering Resource Availability
- Considering the Calendars
- Creating a Resource Breakdown Structure
- Updating the Activity List
- Applying Expert Judgment
- Creating an Analogy
- Applying Parametric Estimates
- Creating a Three-Point Estimate
- Creating a Bottom-Up Estimate
- Using the Delphi Technique
- Using the Fist-to-Five Approach
- Factoring in Reserve Time
- Evaluating the Estimates
- Developing the Schedule
- Revisiting the Project Network Diagram
- Relying on Activity Duration Estimates
- Evaluating the Project Constraints
- Reevaluating the Assumptions
- Evaluating the Risk Management Register
- Examining the Activity Attributes
- Defining the Project Timeline
- Performing Schedule Network Analysis
- Calculating Float in a PND
- 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
- Planning the Schedule in Agile Environments
- Reviewing the Results of Developing the Schedule
- Controlling the Schedule
- Certification Summary
- Q&A Self Test
- 7 Introducing Project Cost Management
- Exploring Project Cost Management
- Planning the Project Costs
- 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
- Analyzing Data for Cost Estimating
- Using Computer Software
- Making Decisions in Cost Estimating
- Analyzing Cost Estimating Results
- Refining the Cost Estimates
- Considering the Supporting Detail
- Creating a Project Budget
- Implementing Cost Control
- Measuring Project Performance
- Finding the Variances
- Calculating the Cost Performance Index
- Finding the Schedule Performance Index
- Preparing for the Estimate at Completion
- Calculating the To-Complete Performance Index
- Finding the Estimate to Complete
- Finding the Variance at Completion
- The Five EVM Formula Rules
- Additional Planning
- Using Computers
- Considering the Cost Control Results
- Creating Change Requests
- Updating Lessons Learned
- Certification Summary
- Q&A Self Test
- 8 Introducing Project Quality Management
- Looking at the Big Quality Picture
- Preparing for Quality
- Planning for Quality Management
- Applying Benchmarking Practices
- Brainstorming and Interviews
- Using a Benefit/Cost Analysis
- Considering the Cost of Quality
- Utilizing Multicriteria Decision Analysis Tools
- Representing Data in Quality Management Planning
- Planning for Testing and Inspection
- Creating the Quality Management Plan
- Identifying the Quality Metrics
- Managing Quality
- Implementing Control Quality
- Preparing for Quality Control
- Inspecting Results
- Data Representation Tools
- 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
- The Results of Quality Control
- Certification Summary
- Q&A Self Test
- 9 Introducing Project Resource Management
- Exploring Project Resource Management
- Preparing for Resource Planning
- Estimating Project Activity Resources
- Acquiring the Project Resources
- Developing the Project Team
- Preparing to Develop the Project Team
- Dealing with Team Locales
- Creating Team-Building Activities
- Naturally Developing Project Teams
- Relying on General Management Skills
- Rewarding the Project Team
- Training the Project Team
- Completing Project Performance Appraisals
- Examining the Results of Team Development
- Managing the Project Team
- Controlling Resources
- Certification Summary
- Q&A Self Test
- 10 Introducing Project Communications Management
- 11 Introducing Project Risk Management
- Building a Strong Risk Understanding
- Planning for Risk Management
- Identifying Risks
- Preparing for Risk Identification
- Identifying the Project Risks
- Reviewing Project Documents
- Testing the Assumptions
- Brainstorming the Project
- Using Checklists
- Identifying Risks Through Interviews
- Analyzing SWOT
- Utilizing Diagramming Techniques
- Using Prompt Lists
- Creating a Risk Register
- Creating a Risk Report
- Using Qualitative Risk Analysis
- Preparing for Quantitative Risk Analysis
- Planning for Risk Responses
- Preparing for Risk Response
- Creating Risk Responses
- Escalating the Risk Event
- Avoiding the Negative Risk and Threats
- Transferring the Negative Risk
- Mitigating the Negative Risk
- Managing the Positive Risks and Opportunities
- Accepting a Risk
- Creating a Project Contingency Response
- 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 Responses
- Monitoring Risks
- Certification Summary
- Q&A Self Test
- 12 Introducing Project Procurement Management
- Building the Project Procurement Foundation
- 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
- Using the Statement of Work
- Determining the Source Selection Criteria
- Reviewing the Procurement Management Plan
- Creating the Procurement Documents
- Conducting Procurements
- Controlling Procurements
- Certification Summary
- Q&A Self Test
- 13 Introducing Project Stakeholder Management
- 14 The PMI Code of Ethics and Professional Conduct
- 4 Implementing Project Integration Management
- Part III Appendices
- Glossary
- Index
ABOUT THE AUTHORS
Joseph Phillips, PMP, PMI-ACP, ITIL, Project+, CTT+, is the Director of Education for Instructing.com, LLC. He has managed and consulted on projects for industries including technical, pharmaceutical, manufacturing, and architectural, among others. Joseph has served as a project management consultant for organizations creating project offices, maturity models, and best-practice standardization.
As a leader in adult education, Joseph has taught organizations how to successfully implement project management methodologies, adaptive project management, information technology project management, risk management, and other courses. He has taught at Columbia College, University of Chicago, Ball State University, and for corporate clients like IU Health, the State of Indiana, and Berkeley Laboratories. A Certified Technical Trainer, Joseph has taught more than 50,000 professionals and has contributed as an author or editor to more than 35 books on technology, careers, and project management.
Joseph is a member of the Project Management Institute and is active in local project management chapters. He has spoken on project management, project management certifications, and project methodologies at numerous trade shows, PMI chapter meetings, and employee conferences in the United States and in Europe. When not writing, teaching, or consulting, Joseph can be found behind a camera or on the working end of a fly rod. You can contact him through www.instructing.com.
About the Technical Editor
Todd C. Williams is a consultant, author, expert witness, and educator who helps companies build a comprehensive strategic foundation coupled with execution excellence to help them thrive. He has published two books. Filling Execution Gaps: How Executives And Project Managers Turn Corporate Strategy Into Successful Projects (De Gruyter, 2017) describes how to fill six critical gaps that prevent organizations from turning strategy into successful projects—common understanding, executive sponsorship, effective governance, change management, corporate goal to project alignment, and leadership. Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure (AMACOM, 2011) defines a project audit and recovery process for rescuing red projects that focuses on root-cause correction and prevention.
He also writes for The CEO Magazine, American Management Association, and his own Back From Red blog, and he contributes to numerous other publications, including Fortune/CNN Money, CIO Magazine, CIO Update, ZDNet, Enterprising CIO, and IT Business Edge. He is also an internationally acclaimed speaker and educator who makes more than 40 presentations a year throughout the United States, Canada, United Kingdom, and European Union.
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