Head First PMP: [a learner's companion to passing the project management professional exam]
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Sebastopol, Calif. [u.a.]
O'Reilly
2009
|
| Ausgabe: | 2. ed. |
| Schriftenreihe: | O'Reilly's head first series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXVI, 795 S. Ill., graph. Darst. |
| ISBN: | 9780596801915 |
Internformat
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| 245 | 1 | 0 | |a Head First PMP |b [a learner's companion to passing the project management professional exam] |c by Jennifer Greene and Andrew Stellman |
| 250 | |a 2. ed. | ||
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Datensatz im Suchindex
| _version_ | 1804140797643194368 |
|---|---|
| adam_text | Titel: Head first PMP
Autor: Greene, Jennifer
Jahr: 2009
taoie or conwnts
Table oT Contents (Smmrf)
Intro xxv
1 Introduction: Why get certijied? 1
2 Organizations, constraints, and prqjeets: In good Company 31
3 The process framework: It all fits together 59
4 Projeet integration management: Getting the Job dune 87
5 Seope management: Doing the right stujf 133
6 Time management: Getting ü dam on time 231
7 Gost managemcnt: Watchingthe bottom litte 321
8 Quality management: Grtting it right 391
9 Human resource managemcnt: Getting the kam togethn 443
10 Communications management: Getting the ward out 493
11 Projeet risk management: Plmmingfir the unknown .543
12 Procuremcnt managemcnt: Grtting samt lielp 6(K5
13 Professional rcsponsibility: Makhtg good clwices (i51
14 A little last-minute revievv: Check your knowledge 665
15 Praetiee makes perfect: Practice P.MP exam f 99
of CoBtenfö (tke real Jki
Intro
YOLir brain On PMP. Hereyou are trying to learn something, while here
your brain is doing you a favor by making sure the learning doesn t stick. Your
brain s thinking, Better leave room for more important things, like which wild
animals to avoid and whether naked snowboarding is a bad idea. So how do you
trick your brain into thinking that your life depends on knowing enough to get
through the PMP exam?
Who is Ulis book ihr? xxvi
Wc know what yoirre thinking xxvii
Mctacognition: thinking about thinking xxix
Here s what YOU can do to bend your brain into Submission xxxi
Read nie xxxii
The technical review team xxxiv
Acknowledsmcnts xxxv
1
introduction
Why get certified?
Tired of facing the same old problems? if you ve worked on
a lot of projects, you know that you face the same problems, over and over
again. It s time to learn some common solutions to those problems. There s a
whole lot that project managers have learned over the years, and passing the
PMP® exam is your ticket to putting that wisdom into practice. Get ready to
change the way you manage your projects forever.
Do these problems seem familiar?
Projects don t have to be this way 4
Your problems... already solved ¦
What you need to be a good project manager
Understand your company s big picture
Portfolios, programs, and projects ^
What a project IS... ^
... and what a project is NOT ^
How project managers run great projects 19
A PMP certification is more than just passing a test 24
Exam Questions 26
Exam Answers 28
2
is, constraints, and projects
In good company
If you want something done right... better hope you re in the
right kind Of organization. All projects are about teamwork-but how your
team works depends a lot on the type of organization you re in. In this chapter, you ll
learn about the different types of organizations around-and which type you should look
for the next time you need a new job.
A day in Kate s life 32
Kate wants a new job 33
There are different types of organizations 36
Kate takes a new job 41
tiu. Cost **°l* n *¦ ¦% ¦
Stakeh0ldcrs^impa«edbyyoUrproj,t:t 43
Back to Kate s maintenance nightmare #
Managing project constraints 46
Exam Questions 54
3
p tame or contents
Process trcinieWork
It all fits together
All of the work you do on a project is made up of processes.
Once you know how all the processes in your project fit together, it s easy to remember
everything you need to know for the PMP® exam. There s a pattern to all of the work
that gets done on your project. First you plan it, then you get to work. While you are doing
the work, you are always comparing your project to your original plan. When things start
to get off-plan, it s your job to make corrections and put everything back on track. And the
process framework—the process groups and knowledge areas—is the key to all of
this happening smoothly.
Cooking up a project 60
Projects arc like recipes ( 2
If your project s really big. you can manage it in phases 61
Phases can also overlap ( f
Break it down ijli
Anatomy of a process ( !
Combine processes to complete your project 72
Knowledge areas organize the processes 73
The benefits of successful project management 79
Exam Questions !!1
Exam Answers 83
4
integration
Getting the job done
Want to make success look easy?
It s not as hard as you think. In this chapter, you ll learn about a few processes you
can use in your projects every day. Put these into place, and your sponsors and
stakeholders will be happier than ever. Get ready for Integration Management.
Time to book a trip 88
The teachers are thrilled... for now ^
These clients arc definitely not satisfied 90
The day-to-day work of a project manager 91
The six Integration Management processes 91
Start your project with the Initiating processes 95
Integration management and the process groups 9b
The Develop Project Charter process 98
Make the case for your project 99
Use expert judgment to get an outside opinion 11)0
A closer look at the project charter ! °2
Two things you ll see over and over... 1U5
Plan your project! 108
The project management plan lets you plan ahead for problems 109
A quick look at all those subsidiary plans 1 *
Question Clinic: The Just-The-Faets-Ma am Question 114
The Direct and Manage Project Execution process 116
The project team creates deliverables 11 l
Executing the project includes repairing delects X18
Eventually, things WILL go wrong... 120
Sometimes you need to change your plans 121
Look for changes and deal with them *22
Make only the changes that are right for your project 23
Changes, defects, and corrections l24
Decide your changes in change control meetings 12*
How the processes interact with each other 123
Control your changes; use change control 126
Preventing or correcting problems 12f
Finish the work, dose the project 13°
So why INTEGRATION management?
Exam Questions 142
Exam Answers 14!)
ctmssM
W/lD/t
5
Scope
Doing the right stuff
table of Contents
Confused about exactly what you should be working on?
Once you have a good idea of what needs to be done, you need to track your scope
as the project work is happening. As each goal is accomplished, you confirm that all of
the work has been done and make sure that the people who asked for it are satisfied
with the result. In this chapter, you ll learn the tools that help your project team set its
goals and keep everybody on track.
Updates
/ X
Project Scope
Statement
roject
anagementPlan
Work Breakdown
Struoture
Out of the frymg pari...
It looks like vc have a scope problcm
The five Scope Management processes
Collect requirernents for your project
Talk to your stakeholders
Make decisions about requirements
Help your team to get ereative
154
159
163
165
166
167
168
Use a questionnaire to get requirements from a bigger group of people 170
A prototype shows users what your produet will be like 171
dollect requirements Outputs pagc 172
üefitie the scope of the project 175
The scope Statement teils you what you have to do 178
Question Glinic: The Which-is-BKST Question 182
Crcate the work breakdown strueture 184
The inputs for the WBS eome from other processes 185
Brcaking down the work 106
Decompose deliverablcs into work packages 188
Inside the work packagc 194
The baselinc is a snapshot of the plan 19(5
The Outputs of the Create WBS proress 19Pi
Why scope ehanges 201
The Üontrol Scope process 203
Anatomy of a change 204
A closer look at the ( hange Cotitrol System 206
Just one Control Scope tool/technique 207
Is the, project ready to go? 213
Exam Qucstions 219
Exam Answers 224
Time
Getting it done on time
Time management is what most people think of when they
think Of project managers. It s where the deadlines are set and met. It starts
with figuring out the work you need to do, how you will do it, what resources you ll use,
and how long it will take. From there, it s all about developing and controlling that schedule.
Reality sets in for the happy couple 232
Time management helps with aggressive time lines 234
Use the Define Activities process to break down the work 238
Tools and techniques for Define Activities 239
Rolling wave planning lets you plan as you go 240
Define activities outputs 243
The Sequence Activities process puts everything in order 245
Diagram the relationship between activities 246
Predecessors help you sequence your activities 250
Leads and lags add time between activities 251
Create the network diagram 253
Estimating the resources 256
Figuring out how long the project will take 258
Estimation tools and techniques 261
Create the duration estimate 264
Bringing it all together 266
Question Clinic: The Which-comes-next Question 268
Use the Critical Path Method to avoid big problems 211
Finding the float for any activity 274
Figure out the early start and early finish 279
Figure out the latest possible start and finish 28°
Crash the schedule 288
Fast-tracking the project 289
What-if analysis 290
Other Develop Schedule tools and techniques 291
Outputs of Develop Schedule 292
Influence the factors that cause change 29fi
Control Schedule inputs and outputs 297
Measuring and reporting performance 2
Control Schedule tools and techniques 3°°
Exam Questions 311
7
table tHcontents
Cost management
Watching the bottom line
Every project boils down tO money. If you had a bigger budget, you
could probably get more people to do your project more quickly and deliver more. That s
why no project plan is complete until you come up with a budget. But no matter whether
your project is big or small, and no matter how many resources and activities are in it,
the process for figuring out the bottom line is always the samel
Head First
4Lounge Two:
Underground
Time to expand the Head First Lounge 322
Introducing the Cost Management processes 325
What Alice need-; before she fan Estimate Costs 32
Other tools and techniques used in Estimate Costs . :i2!)
I et s talk numbers :VM)
The Determine Budget process 334
What you need to build your budget ;! !.
Determine budget: how to build a budget 33(i
Question Clinic: The Red Herring 310
The Control Costs process is a lot like schedule control 342
Look at the schedule to figure out your budget 340
How to calculate Planned Value 347
How to calculate Earned Value 349
Put yourself in someone else s shoes 352
Is your project behind or ahead of schedule? 354
Are you over budget? 356
The Earned Value Management formulas 357
Interpret CPI and SPI numbers to gauge your project 358
Forecast what your project will look like when it s done 3(52
Once you ve got an estimate, you can calculate a variance! , j( 3
Finding missing information 3t (
Keep your project on track with I CPI 315!)
Exam Questions 37!)
Exam Answers 384
»
Getting it right
It s not enough to make sure you get it done on time and under
budget. You need to be sure you make the right product to suit your stakeholders
needs. Quality means making sure that you build what you said you would and that you do
it as efficiently as you can. That means trying not to make too many mistakes and always
keeping your project working toward the goal of creating the right product!
What is quality? 392
You need more than just tests to figure out quality ^
Once you know what the product is supposed to do, it s easy to tell
which tests pass and which fail *
Quality up close 3o9
An ounce of prevention... 398
Plan Quality is how you prevent defects 401
How to plan for quality 402
The quality management plan gives you what you need to manage
quality 4M
Inspect your deliverables ^
Use the planning outputs for Perform Quality Control 408
The seven basic tools of quality
Pareto charts, flowcharts, and histograms 410
Run charts and scatter diagrams 411
More quality control tools 411
Question Clinic: The Which-One Question 4l6
Quality control means finding and correcting defects 418
Trouble at the Black Box 3000™ factory i21
Introducing Quality Assurance 422
A closer look at some tools and techniques 423
More ideas behind quality assurance 424
The Black Box 3000™ makes record profits! 429
Exam Questions 434
Exam Answers 438
table of contents
Human resource
Getting the team together
Behind every successful project is a great team. So how do you
make sure that you get—and keep—the best possible team for your project? You need to
plan carefully, set up a good working environment, and negotiate for the best people
you can find. But it s not enough to put a good team together... If you want your project
to go well, you ve got to keep the team motivated and deal with any conflicts that happen
along the way. Human resource management gives you the tools you need to get the
best team for the job and lead them through a successful project.
Mike needs a new team 444
Get your team together and keep them moving 44li
Figure out who you need on your team 448
The staffing management plan 452
Get the team together 451
Develop your project team 45 !
Develop the team with your management skills 459
Your interpersonal skills can make a big difference for your team 460
Lead the team with your management skills 462
Motivate your team 464
Stages of team development 466
How s the team doing! 460
Managing your learn means solving problems 470
Conflict management up dose 471
How to resolve a conflict 472
Question Clinic: The Have-a-Meeting Question 471!
Exam Questions* 4!55
Exam Answers 489
Organization Charts
AC) Matrix Rote
Mike Amy Brian Peter
1 Project Management R i 1 1
Design C R C 1
1 Construction C C R 1
I Testing 0 G R I
R = Responsible A = Accountable C « Consult i = inform
Roles and Responsibilities
Staffing
10
management
Getting the word out
Communications management is about keeping everybody in
the loop. Have you ever tried talking to someone in a really loud, crowded room? That s
what running a project is like if you don t do get a handle on communications. Luckily, there s
Communications Management, which is how to get everyone talking about the work that s
being done, so that they all stay on the same page. That way everyone has the information
they need to resolve any issues and keep the project moving forward.
Party at the Head First Lounge! 494
Anatomy of communication 496
Get a handle on communication 498
Find out who your stakeholders are 500
Stakeholder Analysis Up Close 502
Get the message? 510
More Distribute Information tools 512
Let everyone know how the project s going 515
Take a close look at the work being done 516
Now you can get the word out 519
People aren t talking! 521
Count the channels of communication 526
Question Clinic: The Calculation Question 530
Exam Questions 536
Exam Answers 539
11
taoie ot contents
Project risk management
Planning for the unknown
Even the most carefully planned project can run into trouble.
No matter how well you plan, your project can always run into unexpected problems.
Team members get sick or quit, resources that you were depending on turn out to be
unavailable—even the weather can throw you for a loop. So does that mean that you re
helpless against unknown problems? No! You can use risk planning to identify potential
problems that could cause trouble for your project, analyze how likely they ll be to occur,
take action to prevent the risks you can avoid, and minimize the ones that you can t.
What s a risk? 544
How you deal with risk 545
Plan Risk Management 546
Use a risk breakdown structure to categorize risks 548
Anatomy of a risk 550
What could happen to your project? 552
Information-gathering techniques for Identify Risks 553
More Identify Risks techniques 554
Where to look for risks 556
Now put it in the risk register 557
Rank your risks 558
Examine each risk in the register 559
Qualitative vs. quantitative analysis 564
Perform Quantitative Risk Analysis 565
Calculate the Expected Monetary Value of your risks 568
Decsion tree analysis uses KMY to help you make choices 570
Update the risk register based on your quantitative analysis results 572
How do you respond to a risk? 574
Response planning can even find more risks 575
How to control your risks 581
Question Clinic: The Which-is-XOT Question 588
Exam Questions 593
Exam Answers 598
12
B*9curement management
Getting some help
Some jobs are just too big for your company to do on its
OWn. Even when the job isn t too big, it may just be that you don t have the expertise
or equipment to do it. When that happens, you need to use Procurement Management
to find another company to do the work for you. If you find the right seller, choose the
right kind of relationship, and make sure that the goals of the contract are met, you ll
get the job done and your project will be a success.
Victim of her own success 604
Calling in the cavalry 605
Ask the legal expert 609
Anatomy of a contract 610
Start with a plan for the whole project 612
The decision is made 617
Types of contracts 618
More about contracts 621
Figure out how you ll sort out potential sellers 622
Get in touch with potential sellers 625
Pick a partner 626
Keep an eye on the contract 633
Stay on top of the seller 634
Close the contract when the work is done 638
Kate closes the contract 640
Question Clinic: BYO Questions 641
Exam Questions 645
Exam Answers 648
table of contents
13
responsibility
Making good choices
It s not enough to just know your stuff. You need to
make good choices to be good at your job. Everyone
who has the PMP® credential agrees to follow the Project Management
Institute Code of Ethics and Professional Conduct, too. The Code
helps you with ethical decisions that aren t really covered in the body of
knowledge—and it s a big part of the PMP® exam. Most of what you need to
know is really straightforward, and with a little review, you ll do well.
Doing the right thing 6 2
Keep the cash? 654
Fly business class? 655
Now software 656
Shortcuts 657
A good price or a dean river? 65H
We re not all angels 659
Exam Questions 6(30
Exam Answers 662
4
A little last-minute reVieW
Check your knowledge
Wow, you sure covered a lot of ground in the last
13 chapters! Now it s time to take a look back and drill in some of
the most important concepts that you learned. That ll keep it all fresh and
give your brain a final workout for exam day!
Here s how to do this next section 675
Integration Questions 674
Scope Questions ¦*
Time Questions °
Cost Questions 677
Quality Questions 678
Human Resource Questions 67y
Communications Questions 680
Risk Questions 681
Procurement Questions 682
Great job! It looks like you re almost ready 683
Integration Answers 689
Scope Answers 690
Time Answers 691
Cost Answers 692
Quality Answers 693
Human Resource Answers 694-
Communications Answers 695
Risk Answers 696
Procurement Answers 697
table of contents
15
e makes perfect
Practice PMP exam
Bet you never thought you d make it this far! it s been
a long journey, but here you are, ready to review your knowledge and
get ready for exam day. You ve put a lot of new information about project
management into your brain, and now it s time to see just how much of it
stuck. That s why we put together this 200-question PMP practice exam
for you. It looks just like the one you re going to see when you take the
real PMP exam. Now s your time to flex your mental muscle. So take a
deep breath, get ready, and let s get started.
What you ll see on the PMP Exam 700
Exam Questions 702
Exam Answers 746
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| series2 | O'Reilly's head first series |
| spelling | Greene, Jennifer Verfasser aut Head First PMP [a learner's companion to passing the project management professional exam] by Jennifer Greene and Andrew Stellman 2. ed. Sebastopol, Calif. [u.a.] O'Reilly 2009 XXXVI, 795 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier O'Reilly's head first series Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 Stellman, Andrew Verfasser (DE-588)131709909 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018692164&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Greene, Jennifer Stellman, Andrew Head First PMP [a learner's companion to passing the project management professional exam] Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4151278-9 |
| title | Head First PMP [a learner's companion to passing the project management professional exam] |
| title_auth | Head First PMP [a learner's companion to passing the project management professional exam] |
| title_exact_search | Head First PMP [a learner's companion to passing the project management professional exam] |
| title_full | Head First PMP [a learner's companion to passing the project management professional exam] by Jennifer Greene and Andrew Stellman |
| title_fullStr | Head First PMP [a learner's companion to passing the project management professional exam] by Jennifer Greene and Andrew Stellman |
| title_full_unstemmed | Head First PMP [a learner's companion to passing the project management professional exam] by Jennifer Greene and Andrew Stellman |
| title_short | Head First PMP |
| title_sort | head first pmp a learner s companion to passing the project management professional exam |
| title_sub | [a learner's companion to passing the project management professional exam] |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement Einführung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018692164&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT greenejennifer headfirstpmpalearnerscompaniontopassingtheprojectmanagementprofessionalexam AT stellmanandrew headfirstpmpalearnerscompaniontopassingtheprojectmanagementprofessionalexam |