CONTENTS
1 Introducing Project Management
The PMBOK Guide, This Book, and the PMP Exam
Defining What a Project Is—and Is Not
Projects Create Unique Products, Services, or Results
Projects and Strategic Planning
Project Management Application Areas
Understanding the Project Environment
Relying on General Management Skills
Relying on Interpersonal Skills
Examining Related Areas of Project Management
Working with a Project Management Office
2 Examining the Project Life Cycle and the Organization
Revving Through Project Life Cycles
Working with Project Life Cycles
Meeting the Project Stakeholders
Managing Stakeholder Expectations
Identifying Organizational Models and Attributes
Considering Organizational Systems
Considering Organizational Culture
Completing Projects in Different Organizational Structures
Relying on Organizational Process Assets
Defining Key General Management Skills
Managing Social, Economic, and Environmental Project Influences
Dealing with Standards and Regulations
Considering International Influences
3 Adapting the Project Management Processes
Learning the Project Processes
Identifying the Project Management Process Groups
Identifying the Initiating Process Group
Identifying the Planning Process Group
Managing the Executing Processes
Monitoring and Controlling the Project
Customizing Process Interactions
4 Implementing Project Integration Management
Developing the Project Charter
Examining Benefit Measurement Methods
Examining Constrained Optimization Methods
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
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
Implementing Tools and Techniques for Integrated Change Control
Preparing to Close the Project or Phase
Collecting and Eliciting Project Requirements
Hosting a Requirements Workshop
Using Group Creativity Techniques
Managing the Project Requirements
Defining Project Scope Management
Project Scope vs. Product Scope
Using Scope Planning Tools and Techniques
Creating the Scope Management Plan
Defining the Project Scope Statement
Examining the Inputs to Scope Definition
Performing Stakeholder Analysis
Creating the Work Breakdown Structure
Using a Work Breakdown Structure Template
Decomposing the Project Deliverables
Examining the Inputs to Scope Verification
Formally Accepting the Project Deliverables
Protecting the Project Scope from Change
Examining the Inputs to Scope Change Control
Implementing a Change Control System
6 Introducing Project Time Management
Defining the Project Activities
Getting to Work: Defining the Activities
Decomposing the Project Work Packages
Documenting the Activity Attributes
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 Work Breakdown Structure
Considering the Resource Requirements
Considering Resource Availability
Creating a Resource Breakdown Structure
Considering the Activity Duration Estimates Inputs
Creating a Three-Point Estimate
Developing the Project Schedule
Revisiting the Project Network Diagram
Relying on Activity Duration Estimates
Evaluating the Project Constraints
Evaluating the Risk Management Plan
Examining the Activity Attributes
Performing Schedule Network Analysis
Using the Critical Chain Method
Encountering Scheduling on the PMP Exam
Using Resource-Leveling Heuristics
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
Examining the Schedule Variance
7 Introducing Project Cost Management
Considering the Cost Estimating Inputs
Creating a Three-Point Cost Estimate
Analyzing Cost Estimating Results
Considering the Supporting Detail
Developing the Cost Management Plan
Establishing Project Funding Requirements
Considering Cost Control Inputs
Creating a Cost Change Control System
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
Considering the Cost Control Results
8 Introducing Project Quality Management
Accepting the Quality Management Approach
Implementing Quality Project Management
Determining the Quality Policy
Reviewing the Standards and Regulations
Applying Benchmarking Practices
Considering the Cost of Quality
Creating the Quality Management Plan
Identifying the Operational Definitions
Creating the Process Improvement Plan
Preparing for Quality Assurance
Completing a Statistical Sampling
The Results of Quality Control
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
Applying Human Resource Practices
Relating to Organizational Theories
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 Staffing Management Plan
Recruiting Project Team Members
Working with Preassigned Staff
Preparing to Develop the Project Team
Leading Project Team Development
Creating Team-Building Activities
Naturally Developing Project Teams
Relying on General Management Skills
Examining the Results of Team Development
Communicating with the Project Team
Completing Project Performance Appraisals
Dealing with Team Disagreements
10 Introducing Project Communications Management
Identifying Project Stakeholders
Performing Stakeholder Analysis
Creating a Stakeholder Register
Evaluating the Project Constraints and Assumptions
Identifying Communication Requirements
Exploring Communication Technologies
Creating the Communications Plan
Preparing for Information Distribution
Examining Communication Skills
Creating Successful Communications
Creating Information Retrieval Systems
Examining the Results of Information Distribution
Managing Stakeholder Expectations
Preparing for Stakeholder Expectations Management
Performing Stakeholder Expectations Management
Communicating with Stakeholders
Examining the Results of Performance Reporting
11 Introducing Project Risk Management
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 Risk and Opportunities
Examining the Results of Risk Response Planning
Accounting for Secondary Risks
Creating Contracts for Risk Response
Implementing Risk Monitoring and Control
Preparing for Risk Monitoring and Control
Completing Risk Monitoring and Control
Completing Risk Response Audits
Completing Periodic Risk Reviews
Measuring Technical Performance
Completing Additional Risk Planning
Examining the Results of Risk Monitoring and Control
12 Introducing Project Procurement Management
Evaluating the Market Conditions
Referring to the Scope Baseline
Relying on the Project Management Plan
Teaming with Other Organizations
Completing Procurement Planning
The Procurement Management Plan
Organizing Contracting Materials
Creating the Procurement Documents
Determining the Source Selection Criteria
Updating the Contract Statement of Work
Completing Procurement Purchasing
Examining the Results of Contracting
Preparing for Source Selection
Completing the Seller Selection Process
Examining the Results of Seller Selection
Performing Contract Administration
Preparing for Contract Administration
Completing Contract Administration
Reviewing the Results of Contract Administration
Reviewing Contract Documentation
Auditing the Procurement Process
13 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
Installing and Running MasterExam
Use the Process of Elimination
The 42 Project Management Processes