1 Introducing Project Management
The PMBOK Guide, This Book, and the PMP Exam
Code of Ethics and Professional Conduct
Defining What a Project Is—and Is Not
Projects Create Unique Products, Services, or Results
Projects Change Things and Environments
Projects Create Business Value
Consider the Project Initiation Context
Examining Related Areas of Project Management
Consider Project Portfolio Management
Revving Through the Project Life Cycle
Working with a Project Life Cycle
Defining Project Management Data and Information
Understanding Data and Information
Reviewing a Project Business Case
Creating a Project Benefits Management Plan
2 Managing Projects in Different Environments
Utilizing Enterprise Environmental Factors
Reviewing Internal Enterprise Environmental Factors
Reviewing External Enterprise Environmental Factors
Leveraging Organizational Process Assets
Recognizing Common Organizational Process Assets
Utilizing Organizational Knowledge Repositories
Working with Organizational Systems
Examine Organizational Governance Frameworks
Consider Portfolio, Programs, and Project Governance
Relying on General Management Skills
Considering Organizational Culture
Completing Projects in Different Organizational Structures
Working in an Organic, or a Simple, Structure
Managing Projects in Functional Organizations
Dealing with Multidivisional Structures
Serving in a Virtual Organization
Managing Projects in Hybrid Organizations
Operating Under Project Management Offices
3 Serving as a Project Manager
Defining the Project Management Role
Communicating Project Information
Negotiating Project Terms and Conditions
Exploring the Project Manager Influence
Managing Social, Economic, and Environmental Project Influences
Considering International Influences
Reviewing Cultural and Industry Influences
Building the Project Management Competencies
Considering Your Skills and Competencies
Exploring the PMI Talent Triangle
Recognizing Politics in Project Management
Leading and Managing the Project
Applying a Leadership Personality
Performing Project Integration
Examining Process-Level Integration
Examining Cognitive-Level Integration
Examining Context-Level Integration
PMP Exam Essentials: Knowledge
4 Implementing Project Integration Management
Exploring Project Integration Management
Considering Trends for Project Integration Management
Tailoring Project Integration Management
Considering Project Integration Management in Agile Environments
Developing 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
Considering Preventive Actions
Implementing Tools and Techniques for Project Execution
Examining the Outputs of Project Plan Execution
Reviewing Knowledge Management Tools and Techniques
Reviewing the Results of Knowledge Management
Monitoring and Controlling the Project Work
Preparing for Monitoring and Controlling Processes
Creating Work Performance Information
Reviewing the Final Inputs for Monitoring and Controlling
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
Evaluating the Outputs of Integrated Change Control
Preparing to Close the Project or Phase
Reviewing the Results of Project Closure
Exploring Project Scope Management
Tailoring Project Scope Management
Planning Project Scope Management
Project Scope vs. Product Scope
Creating the Scope Management Plan
Using Scope Planning Tools and Techniques
Creating the Scope Management Plan
Collecting and Eliciting Requirements
Making Group Decisions on Requirements
Hosting a Requirements Workshop
Examining the Inputs to Scope Definition
Facilitating Meetings and Workshops
Examining the Project Scope Statement
Reviewing the Project Document Updates
Creating the Work Breakdown Structure
Using a Work Breakdown Structure Template
Decomposing the Project Deliverables
Examining the Inputs to Scope Validation
Formally Accepting the Project Deliverables
Examining the Inputs to Scope Control
Considering the Results of Controlling Scope
6 Introducing Project Schedule Management
Exploring Project Schedule Management
Tailoring Project Schedule Management
Considerations for Agile and Adaptive Environments
Creating the Schedule Management Plan
Building the Schedule Management Plan
Exploring the Schedule Management Plan
Getting to Work: Defining the Activities
Decomposing the Project Work Packages
Documenting the Activity Attributes
Finalizing Activity Definition
Considering the Inputs to Activity Sequencing
Using the Precedence Diagramming Method
Determining the Activity Dependencies
Examining the Sequencing Outputs
Using a Project Network Diagram
Updating the Project Documents
Considering the Activity Duration Estimates Inputs
Estimating the Project Work Considerations
Considering Resource Availability
Creating a Resource Breakdown Structure
Creating a Three-Point Estimate
Using the Fist-to-Five Approach
Revisiting the Project Network Diagram
Relying on Activity Duration Estimates
Evaluating the Project Constraints
Evaluating the Risk Management Register
Examining the Activity Attributes
Performing Schedule Network Analysis
Encountering Scheduling on the PMP Exam
Optimizing Resource Utilization
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
Managing the Inputs to Schedule Control
Examining the Schedule Variance
7 Introducing Project Cost Management
Exploring Project Cost Management
Tailoring the Project Cost Management Approach
Considering the Cost Planning Inputs
Creating the Cost Management Plan
Considering the Cost Estimating Inputs
Creating a Three-Point Cost Estimate
Analyzing Data for Cost Estimating
Making Decisions in Cost Estimating
Analyzing Cost Estimating Results
Considering the Supporting Detail
Establishing Project Funding Requirements
Considering Cost Control Inputs
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
Considering the Cost Control Results
8 Introducing Project Quality Management
Looking at the Big Quality Picture
Accepting the Quality Management Approach
Implementing Quality Project Management
Tailoring Quality in Project Management
Considering Quality in Agile Environments
Determining the Quality Policy
Reviewing the Standards and Regulations
Planning for Quality Management
Applying Benchmarking Practices
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 for a Project
Utilizing the Design for X Approach
Implementing Problem-Solving Techniques
Reviewing the Results of Managing Quality
Completing a Statistical Sampling
The Results of Quality Control
9 Introducing Project Resource Management
Exploring Project Resource Management
Reviewing Project Resource Management Foundations
Exploring Trends in Managing Resources
Preparing for Resource Planning
Identifying the Resource Requirements
Completing Organizational Planning
Charting the Project Resources
Creating the Role and Responsibility Assignments
Relating to Organizational Theories
Creating a Resource Management Plan
Estimating Project Activity Resources
Preparing to Estimate Activity Resources
Estimating the Resources for Activities
Reviewing the Results of Estimating Activity Resources
Acquiring the Project Resources
Preparing to Acquire Project Resources
Recruiting Project Team Members
Working with Preassigned Staff
Reviewing the Outputs of Acquiring Resources
Preparing to Develop the Project Team
Creating Team-Building Activities
Naturally Developing Project Teams
Relying on General Management Skills
Completing Project Performance Appraisals
Examining the Results of Team Development
Dealing with Team Disagreements
Preparing to Control Resources
Reviewing the Tools and Techniques to Control Resources
Reviewing the Results of Controlling Resources
10 Introducing Project Communications Management
Consider Communication Activities
Tailoring Communications in Project Management
Communicating in Agile Environments
Considering the Project Management Plan and Charter
Leveraging Enterprise Environmental Factors
Identifying Communication Requirements
Exploring Communication Technologies
Examining Communication Skills
Creating Successful Communications
Creating the Communications Management Plan
Managing Project Communications
Exploring Communication Technology and Methods
Examining the Results of Communication Management
Monitoring Project Communications
Preparing for Communications Monitoring
Reviewing the Monitoring Communications Tools and Techniques
Examining the Results of Performance Reporting
11 Introducing Project Risk Management
Building a Strong Risk Understanding
Reviewing Project Risk Considerations
Tailoring Risk Management in Projects
Examining Stakeholder Tolerance
Relying on Risk Management Policies
Creating the Risk Management Plan
Examining the Risk Management Plan
Using a Risk Management Plan Template
Preparing for Risk Identification
Identifying Risks Through Interviews
Utilizing Diagramming Techniques
Using Qualitative Risk Analysis
Preparing for Qualitative Risk Analysis
Completing Qualitative Analysis
Applying Probability and Impact
Creating a Probability-Impact Matrix
Examining the Results of Qualitative Risk Analysis
Preparing for Quantitative Risk Analysis
Considering the Inputs for Quantitative Analysis
Interviewing Stakeholders and Experts
Finding the Expected Monetary Value
Examining the Results of Quantitative Risk Analysis
Avoiding the Negative Risk and Threats
Transferring the Negative Risk
Managing the Positive Risks and Opportunities
Creating a Project Contingency Response
Examining the Results of Risk Response Planning
Accounting for Secondary Risks
Creating Contracts for Risk Response
Preparing to Implement Risk Responses
Reviewing the Tools and Techniques for Implementing Risk Responses
Examining the Results of Implementing Risk Responses
Completing Risk Response Audits
Completing Periodic Risk Reviews
Measuring Technical Performance
Completing Additional Risk Planning
Examining the Results of Risk Monitoring
12 Introducing Project Procurement Management
Building the Project Procurement Foundation
Considering Procurement Practices for Projects
Tailoring the Procurement Processes
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 the Source Selection Criteria
Reviewing the Procurement Management Plan
Creating the Procurement Documents
Examining the Results of Contracting
Preparing for Source Selection
Completing the Seller Selection Process
Examining the Results of Conducting Procurement
Preparing for Contract Administration
Completing Contract Administration
Inspecting and Auditing the Procurement Process
Reviewing the Results of Procurement Control
13 Introducing Project Stakeholder Management
Building a Strong Stakeholder Management Foundation
Leading Stakeholder Management
Tailoring the Stakeholder Management Processes
Identifying the Project Stakeholders
Preparing for Stakeholder Identification
Performing Stakeholder Identification
Visualizing Stakeholder Influence
Reviewing the Results of Stakeholder Identification
Planning for Stakeholder Management
Analyzing Stakeholder Engagement
Building the Stakeholder Management Plan
Managing Stakeholder Engagement
Examining Results of Stakeholder Engagement
Monitoring Stakeholder Engagement
Taking Action for Stakeholder Engagement
Completing Stakeholder Engagement Monitoring
Reviewing the Results of Monitoring Stakeholder Engagement
14 The PMI Code of Ethics and Professional Conduct
Responsibilities to the Profession
Complying with Rules and Policies
Applying Honesty to the Profession
Responsibilities to the Customer and to the Public
Enforcing Project Management Truth and Honesty
Eliminating Inappropriate Actions
Use the Process of Elimination
The 49 Project Management Processes
Earned Value Management Formulas
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