CONTENTS
Part I Project Management Foundation
Chapter 1 Preparing for the Exam
Defining a Project’s Uniqueness
Progressively Elaborating a Project
Creating Project Management Business Documents
Using the Project Management Body of Knowledge
Working with Your Application Area
Examining the Project Management Context
Working with Project Management Offices
Considering Projects and Operations
Identifying the Project Life Cycle
Examining a Project Life Cycle
Comparing Project Life Cycles and Product Life Cycles
Working with Project Management Processes
Exploring the Project Management Processes
Examining the Process Group Interactions
Choosing the Appropriate Processes
Gathering Project Management Data and Information
Gathering Work Performance Data
Creating Work Performance Information
Communicating Through Work Performance Reports
Chapter 2 Managing a Project in Different Environments
Exploring Agile Project Management
Comparing Predictive and Agile Projects
Identifying Different Agile Approaches
Working with Enterprise Environmental Factors
Working with Internal Enterprise Environmental Factors
Considering External Enterprise Environmental Factors
Leveraging Organizational Process Assets
Adhering to Processes, Policies, and Procedures
Leveraging Organizational Knowledge Repositories
Working Within an Organizational System
Operating Within a Governance Framework
Identifying the Organizational Influences
Completing Projects in Different Organizational Structures
Recognizing Organizational Structures
Managing Projects from Start to Completion
Examining the Project Deliverables
Chapter 3 Working as a Project Manager
Exploring the Project Manager Role
Defining the Agile Project Manager
Communicating Project Information
Negotiating Project Terms and Conditions
Identifying the Project Manager Influence
Considering Social, Economic, and Environmental Project Influences
Considering International Influences
Considering Cultural and Industry Influences
Building Project Management Skills
Enhancing Skills and Competencies
Introducing the PMI Talent Triangle
Serving as a Leader and Manager
Performing Project Integration
Building Your Cognitive-Level Integration
Examining Context-Level Integration
Part II Project Management Professional Knowledge Areas
Chapter 4 Managing Project Integration
Developing the Project Charter
Preparing to Create the Project Charter
Knowing the Project Management Methodology
Developing the Project Management Plan
Creating the Project Management Plan
Hosting the Project Kickoff Meeting
Directing and Managing the Project Work
Creating the Project Deliverables
Responding to Project Conditions
Reviewing Knowledge Management Tools and Techniques
Reviewing the Results of Knowledge Management
Monitoring and Controlling the Project Work
Creating a Work Performance Report
Managing Integrated Change Control
Using the Project Management Information System
Creating the Final Project Report
Chapter 5 Managing Project Scope
Planning 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 Project and Product Scopes
Creating the Project Scope Statement
Examining the Project Scope Statement
Creating the Work Breakdown Structure
Preparing for Project Inspection
Planning for Project Scope Changes
Chapter 6 Managing Project Schedule
Creating the Schedule Management Plan
Examining the Schedule Management Plan
Utilizing an On-Demand Scheduling Approach
Defining the Project Activities
Documenting the Activity Attributes
Updating the Work Breakdown Structure
Sequencing the Project Activities
Considering the Inputs to Activity Sequencing
Using the Precedence Diagramming Method
Determining the Activity Dependencies
Considering the Activity Duration Estimate Inputs
Creating a Three-Point Estimate
Predicting Duration in Agile Projects
Developing the Project Schedule
Applying Mathematical Analysis
Encountering Scheduling on the PMP Exam
Using Resource-Leveling Heuristics
Using Project Management Software
Relying on a Project Coding Structure
Considering the Outputs of Schedule Development
Reviewing the Schedule Baseline
Examining the Project Schedule
Utilizing the Schedule Management Plan
Updating the Resource Requirements
Controlling the Project Schedule
Managing the Inputs to Schedule Control
Examining the Schedule Variance
Creating Burndown and Burnup Chart
Chapter 7 Managing Project Costs
Planning for Project Cost Management
Preparing the Cost Management Plan
Examining the Project Cost Management Plan
Preparing for Adaptive Cost Management
Controlling Changes to Project Costs
Predicting the Project’s Future
Chapter 8 Managing Project Quality
Creating the Quality Management Plan
Updating the Project Management Plan and Documents
Managing Quality in the Project
Managing Quality Within a Project
Implementing Problem-Solving Techniques
Reviewing the Results of Managing Quality
Controlling Quality in a Project
Relying on the Seven Basic Quality Tools
Testing Deliverables in Adaptive Projects
Completing a Statistical Sampling
Examining Control Quality Process Results
Chapter 9 Managing Project Resources
Planning for Resource Management
Identifying Organizational Approach for Managing Resources
Relying on Enterprise Environmental Factors
Using the Organizational Process Assets
Referencing the Project Management Plan
Identifying Roles and Responsibilities
Creating a Project Organization Chart
Estimating the Activity Resources
Relying on Analogous Estimating
Utilizing Parametric Estimating
Relying on Published Estimating Data
Building an Agile Project Team
Examining the Activity Resource Estimates
Working with Preassigned Staff
Utilizing a Multicriteria Decision Analysis Process
Creating Agile Team Workspaces
Preparing for Team Development
Relying on Interpersonal Management Skills
Creating Team-Building Activities
Establishing Project Ground Rules
Dealing with Team Disagreements
Examining the Outputs of Team Management
Relating to Organizational Theories
Herzberg’s Theory of Motivation
Preparing to Control Resources
Reviewing the Tools and Techniques to Control Resources
Reviewing the Results of Controlling Resources
Chapter 10 Managing Project Communications
Examining the Communications Foundation
Understanding the Communications Model
Identifying Communication Requirements
Exploring Communication Technologies
Creating the Communications Management Plan
Managing Project Communications
Examining Communication Skills
Examining Communication Factors and Technologies
Examining the Results of Communications Management
Examining the Tools for Monitoring Communications
Examining the Results of Monitoring Communications
Chapter 11 Managing Project Risks
Preparing for Risk Management Planning
Completing Risk Management Planning
Creating the Risk Management Plan
Using Qualitative Risk Analysis
Preparing for Qualitative 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
Interviewing Stakeholders and Experts
Finding the Expected Monetary Value
Examining the Results of Quantitative Risk Analysis
Managing the Positive Risk and Opportunities
Creating Contracts for Risk Response
Creating a Project Contingency Response
Preparing to Implement Risk Responses
Reviewing the Tools and Techniques for Implementing Risk Responses
Examining the Results of Implementing Risk Responses
Preparing for Risk Monitoring and Control
Monitoring and Controlling Risks
Completing Risk Response Audits
Measuring Technical Performance
Monitoring Contingency Reserve
Examining the Results of Risk Monitoring and Control
Chapter 12 Managing Project Procurement
Using the Procurement Planning Tools
Examining the Results of Procurement Planning
Creating the Procurement Documents
Creating Source Selection Criteria
Creating a Qualified Sellers List
Examining the Results of Seller Selection
Controlling Project Procurements
Completing the Procurement Control Process
Reviewing the Results of Procurement Control
Auditing the Procurement Process
Case Study: Litke Greenhouse and Nursery Procurement Processes
Chapter 13 Managing Project Stakeholders
Identifying Project Stakeholders
Preparing for Stakeholder Identification
Launching Project Stakeholder Identification
Performing Stakeholder Analysis
Finalizing Stakeholder Identification
Creating the Stakeholder Register
Planning Stakeholder Management
Preparing to Plan for Stakeholder Management
Creating the Stakeholder Engagement Plan
Examining the Stakeholder Engagement Plan
Managing Stakeholder Engagement
Preparing to Manage Stakeholder Engagement
Managing Stakeholder Relationships
Reviewing Stakeholder Engagement Results
Monitoring Stakeholder Engagement
Preparing to Monitor Stakeholder Engagement
Components of Monitoring Stakeholder Engagement
Reviewing the Outputs of Stakeholder Engagement
Part III PMP Agile Exam Testing Areas
Chapter 14 Leading an Agile Project
Defining Agile Project Management
Introducing Extreme Programming
Working with Other Agile Approaches
Chapter 15 Engaging Agile Stakeholders
Stakeholder Engagement in Agile Projects
Incorporating Stakeholder Values
Leading Stakeholder Conversations
Planning for Effective Engagement
Structuring Team Stakeholder Engagement
Resolving Differences in an Agile Project
Chapter 16 Measuring Agile Project Performance
Using a Control Chart in Agile Projects
Exploring Cumulative Flow Diagram
Employing Acceptance Test–Driven Development
Working with Behavior-Driven Development
Chapter 17 Managing Risks in Agile Projects
Problem Detection and Resolution
Working with the Risk-Adjusted Backlog
Promoting Continuous Improvement
Problem Solving in Agile Projects
Solving Problems in Lean Projects
Part IV PMP Exam Considerations
Chapter 18 Understanding the Code of Ethics and Professional Conduct
Exploring the Code’s Vision and Purpose
Serving Responsibly as a Project Manager
Aspiring to Responsibility Expectations
Adhering to the Mandatory Standards of Responsibility
Adhering to the Mandatory Values of Respect
Adhering to the Mandatory Standards on Fairness
Being an Honest Project Manager
Living the Honesty Requirements
Chapter 19 Passing the PMP Exam
Use the Process of Elimination
The 49 Project Management Processes
Earned Value Management Formulas
Quick Project Management Facts
Part V Appendixes and Glossary
Appendix A Project Management Documents
Appendix B About the Online Content
Your Total Seminars Training Hub Account
Single User License Terms and Conditions