Table of Contents
; Praise for Head First PMP; Praise for Head First PMP; Praise for other Head First books; ; ; How to Use this Book: Intro; Who is this book for?; Who should probably back away from this book?; We know what you’re thinking.; And we know what your brain is thinking.; We think of a “Head First” reader as a learner.; Metacognition: thinking about thinking; Here’s what WE did:; Here’s what YOU can do to bend your brain into submission; Read me; The technical review team; Acknowledgments; Safari Books Online; Chapter 1: Introduction: Why get certified?; 1.1 Do these problems seem familiar?; 1.2 Projects don’t have to be this way; 1.3 Your problems...already solved; 1.4 What you need to be a good project manager; 1.5 Understand your company’s big picture; 1.6 Your project has value; 1.7 Portfolios, programs, and projects have a lot in common; 1.8 Portfolios, programs, and projects all use charters; 1.9 What a project IS...; 1.10 ... and what a project is NOT; 1.11 A day in the life of a project manager; 1.12 How project managers run great projects; 1.13 Project management offices help you do a good job, every time; 1.14 Good leadership helps the team work together; 1.15 Project teams are made of people; 1.16 Operations management handles the processes that make your company tick; 1.17 A PMP certification is more than just passing a test; 1.18 Meet a real-life PMP-certified project manager; Chapter 2: Organizations, constraints, and projects: In good company; 2.1 A day in Kate’s life; 2.2 Kate wants a new job; 2.3 There are different types of organizations; 2.4 Kate takes a new job; 2.5 Stakeholders are impacted by your project; 2.6 More types of stakeholders; 2.7 Your project team has lots of roles too; 2.8 Back to Kate’s maintenance nightmare; 2.9 Managing project constraints; 2.10 You can’t manage your project in a vacuum; 2.11 Kate’s project needs to follow company processes; 2.12 Kate makes some changes...; 2.13 ... and her project is a success!; Chapter 3: The Process Framework: It all fits together; 3.1 Cooking up a project; 3.2 Projects are like recipes; 3.3 If your project’s really big, you can manage it in phases; 3.4 Phases can also overlap; 3.5 Break it down; 3.6 Anatomy of a process; 3.7 Combine processes to complete your project; 3.8 Knowledge areas organize the processes; 3.9 The benefits of successful project management; 3.10 Exam Answers; Chapter 4: Project Integration Management: Getting the job done; 4.1 Time to book a trip; 4.2 The teachers are thrilled...for now; 4.3 These clients are definitely not satisfied; 4.4 The day-to-day work of a project manager; 4.5 The six Integration Management processes; 4.6 Start your project with the Initiating processes; 4.7 Integration Management and the process groups; 4.8 The Develop Project Charter process; 4.9 Make the case for your project; 4.10 Use expert judgment and facilitation techniques to write your project charter; 4.11 A closer look at the project charter; 4.12 Two things you’ll see over and over and over...; 4.13 Plan your project!; 4.14 The Project Management plan lets you plan ahead for problems; 4.15 A quick look at all those subsidiary plans; 4.16 Question Clinic: The “just-the-facts-ma’am” question; 4.17 The Direct and Manage Project Work process; 4.18 The project team creates deliverables; 4.19 Executing the project includes repairing defects; 4.20 Eventually, things WILL go wrong...; 4.21 Sometimes you need to change your plans; 4.22 Look for changes and deal with them; 4.23 Make only the changes that are right for your project; 4.24 Changes, defects, and corrections; 4.25 Decide your changes in change control meetings; 4.26 How the processes interact with one another; 4.27 Control your changes; use change controlchange control systemchange request documentProject Management Planin change request; 4.28 Preventing or correcting problems; 4.29 Finish the work, close the project; 4.30 You don’t have to go home, but you can’t stay here; 4.31 So why INTEGRATION Management?; 4.32 Integration Management kept your project on track, and the teachers satisfied; Chapter 5: Scope Management: Doing the right stuff; 5.1 Out of the frying pan...; 5.2 ... and right back into the fire; 5.3 Cubicle conversation; 5.4 It looks like we have a scope problem; 5.5 You’ve got to know what (and how) you will build before you build it; 5.6 The power of Scope Management; 5.7 The six Scope Management processes; 5.8 Plan your scoping processes; 5.9 Now you’ve got a roadmap for managing scope; 5.10 Cubicle conversation; 5.11 Collect requirements for your project; 5.12 Talk to your stakeholders; 5.13 Make decisions about requirements; 5.14 Help your team to get creative; 5.15 Use a questionnaire to get requirements from a bigger group of people; 5.16 Observation can help you see things from a different point of view; 5.17 A prototype shows users what your product will be like; 5.18 Now you’re ready to write a requirements document; 5.19 Define the scope of the project; 5.20 How do you define the scope?; 5.21 The project scope statement tells you what you have to do; 5.22 Question Clinic: The “which-is-BEST” questionexam question help“Which-is-BEST” questions“Which-is-BEST” questions, in exam; 5.23 Create the work breakdown structure; 5.24 The inputs for the WBS come from other processes; 5.25 Breaking down the work; 5.26 Break it down by project or phase; 5.27 Decompose deliverables into work packages; 5.28 Inside the work package; 5.29 The project scope baseline is a snapshot of the plan; 5.30 The outputs of the Create WBS process; 5.31 Cubicle conversation; 5.32 Why scope changes; 5.33 The Control Scope process; 5.34 Anatomy of a change; 5.35 A closer look at the change control system; 5.36 Just one Control Scope tool/technique; 5.37 Make sure the team delivered the right product; 5.38 The stakeholders decide when the project is done; 5.39 Is the project ready to go?; 5.40 The project is ready to ship!; Chapter 6: Time management: Getting it done on time; 6.1 Reality sets in for the happy couple; 6.2 Meet the wedding planner; 6.3 Time management helps with aggressive timelines; 6.4 Plan your scheduling processes; 6.5 Now you know how you’ll track your schedule; 6.6 Use the Define Activities process to break down the work; 6.7 Tools and techniques for Define Activities; 6.8 Rolling wave planning lets you plan as you go; 6.9 Define activities outputs; 6.10 The Sequence Activities process puts everything in order; 6.11 Diagram the relationship between activities; 6.12 Network diagrams put your tasks in perspective; 6.13 Dependencies help you sequence your activities; 6.14 Leads and lags add time between activities; 6.15 Create the network diagram; 6.16 Rob and Rebecca have resource problems; 6.17 What you need to estimate resources; 6.18 Estimating the resources; 6.19 Figuring out how long the project will take; 6.20 Estimation tools and techniques; 6.21 Create the duration estimate; 6.22 Back to the wedding; 6.23 Bringing it all together; 6.24 Question Clinic: The “which-comes-next” questionexam question help“Which-is-BEST” “Which-comes-next” questions“Which-comes-next” questions, in exam; 6.25 One thing leads to another; 6.26 Use the critical path method to avoid big problems; 6.27 How to find the critical path; 6.28 Finding the float for any activity; 6.29 Float tells you how much extra time you have; 6.30 Figure out the early start and early finish; 6.31 Figure out the latest possible start and finish; 6.32 Add early and late durations to your diagrams; 6.33 Take a backward pass to find late start and finish; 6.34 Let’s take some time out to walk through this!; 6.35 Crash the schedule; 6.36 Fast-tracking the project; 6.37 Modeling techniques; 6.38 Other Develop Schedule tools and techniques; 6.39 Outputs of Develop Schedule; 6.40 Influence the factors that cause change; 6.41 Control Schedule inputs and outputs; 6.42 What Control Schedule updates; 6.43 Measuring and reporting performance; 6.44 Control Schedule tools and techniques; 6.45 Another satisfied customer!; Chapter 7: Cost Management: Watching the bottom line; 7.1 Time to expand the Head First Lounge; 7.2 The guys go overboard; 7.3 Lounge conversation; 7.4 Introducing the Cost Management processes; 7.5 Plan how you’ll estimate, track, and control your costs; 7.6 Now you’ve got a consistent way to manage costs; 7.7 What Alice needs before she can estimate costs; 7.8 Other tools and techniques used in Estimate Costs; 7.9 Let’s talk numbers; 7.10 Now Alice knows how much the Lounge will cost; 7.11 Lounge conversation; 7.12 The Determine Budget process; 7.13 What you need to build your budget; 7.14 Determine budget: how to build a budget; 7.15 Question Clinic: The red herring; 7.16 The Control Costs process is a lot like schedule control; 7.17 A few new tools and techniques; 7.18 Look at the schedule to figure out your budget; 7.19 How to calculate planned value; 7.20 Earned value tells you how you’re doing; 7.21 How to calculate earned value; 7.22 Put yourself in someone else’s shoes; 7.23 Is your project behind or ahead of schedule?; 7.24 Are you over budget?; 7.25 The earned value management formulas; 7.26 Interpret CPI and SPI numbers to gauge your project; 7.27 Forecast what your project will look like when it’s done; 7.28 Meanwhile, back in the Lounge; 7.29 Once you’ve got an estimate, you can calculate a variance!; 7.30 Finding missing information; 7.31 Keep your project on track with TCPI; 7.32 A high TCPI means a tight budget; 7.33 Party time!; Chapter 8: Quality Management: Getting it right; 8.1 What is quality?; 8.2 You need more than just tests to figure out quality; 8.3 Once you know what the product is supposed to do, it’s easy to tell which tests pass and which fail; 8.4 Quality up close; 8.5 Quality vs. grade; 8.6 “An ounce of prevention...”; 8.7 Plan Quality is how you prevent defects; 8.8 How to plan for quality; 8.9 The Quality Management plan gives you what you need to manage quality; 8.10 Inspect your deliverables; 8.11 Use the planning outputs for Control Quality; 8.12 The seven basic tools of quality; 8.13 Pareto charts, flowcharts, and histograms; 8.14 Checksheets and scatter diagrams; 8.15 More quality control tools; 8.16 Question Clinic: The “which-one” questionexam question help“Which-One” questionsrun charts“Which-One” questions, on exam; 8.17 Quality control means finding and correcting defects; 8.18 Trouble at the Black Box 3000TM factory; 8.19 Introducing Quality Assurance; 8.20 A closer look at some tools and techniques; 8.21 More ideas behind quality assurance; 8.22 The Black Box 3000TM makes record profits!; 8.23 Exam Answers; Chapter 9: Human Resource Management: Getting the team together; 9.1 Mike needs a new team; 9.2 Cubicle conversation; 9.3 Get your team together and keep them moving; 9.4 Figure out who you need on your team; 9.5 The Staffing Management plan; 9.6 Get the team together; 9.7 Cubicle conversation; 9.8 Develop your project team; 9.9 Develop the team with your management skills; 9.10 Your interpersonal skills can make a big difference for your team; 9.11 Lead the team with your management skills; 9.12 Motivate your team; 9.13 Stages of team development; 9.14 How’s the team doing?; 9.15 Cubicle conversation; 9.16 Managing your team means solving problems; 9.17 Conflict management up close; 9.18 How to resolve a conflict; 9.19 The Cows Gone Wild IV team ROCKS!; 9.20 Question Clinic: The “have-a-meeting” questionexam question help“Have-A-Meeting” question“Have-A-Meeting” question, in exam; Chapter 10: Communications management: Getting the word out; 10.1 Party at the Head First Lounge!; 10.2 But something’s not right; 10.3 Anatomy of communication; 10.4 Get a handle on communication; 10.5 Tell everyone what’s going on; 10.6 Get the message?; 10.7 More Manage Communications tools; 10.8 Let everyone know how the project’s going; 10.9 Take a close look at the work being done; 10.10 Now you can get the word out; 10.11 People aren’t talking!; 10.12 Count the channels of communication; 10.13 It’s party time!; 10.14 exam question helpanswering questions on formulasformulasanswering questions onQuestion Clinic: The calculation question; Chapter 11: Project Risk Management: Planning for the unknown; 11.1 What’s a risk?; 11.2 How you deal with risk; 11.3 Plan Risk Management; 11.4 Use a risk breakdown structure to categorize risks; 11.5 Anatomy of a risk; 11.6 What could happen to your project?; 11.7 Information-gathering techniques for Identify Risks; 11.8 More Identify Risks techniques; 11.9 Where to look for risks; 11.10 Now put it in the risk register; 11.11 Rank your risks; 11.12 Examine each risk in the register; 11.13 Qualitative vs. quantitative analysis; 11.14 Perform Quantitative Risk Analysis; 11.15 First gather the data...; 11.16 ... then analyze it; 11.17 Calculate the expected monetary value of your risks; 11.18 Decision tree analysis uses EMV to help you make choices; 11.19 Update the risk register based on your quantitative analysis results; 11.20 How do you respond to a risk?; 11.21 It isn’t always so bad; 11.22 Response planning can even find more risks; 11.23 Add risk responses to the register; 11.24 You can’t plan for every risk at the start of the project; 11.25 Control Risks is another change control process; 11.26 How to control your risks; 11.27 More control risk tools and techniques; 11.28 Question Clinic: The “which-is-NOT” question; Chapter 12: Procurement Management: Getting some help; 12.1 Victim of her own success; 12.2 Calling in the cavalry; 12.3 Ask the legal expert; 12.4 Anatomy of an agreement; 12.5 Start with a plan for the whole project; 12.6 The decision is made; 12.7 Types of contractual agreements; 12.8 More about contracts; 12.9 Figure out how you’ll sort out potential sellers; 12.10 Get in touch with potential sellers; 12.11 Pick a partner; 12.12 Two months later...; 12.13 Keep an eye on the contract; 12.14 Stay on top of the seller; 12.15 Close the contract when the work is done; 12.16 Kate closes the contract; 12.17 exam question helpstudy aid for examQuestion Clinic: BYO questions; 12.18 Exam Questions; 12.19 Exam; Chapter 13: Stakeholder Management: Keeping everyone engaged; 13.1 Party at the Head First Lounge (again)!; 13.2 Not everybody is thrilled; 13.3 Understanding your stakeholders; 13.4 Find out who your stakeholders are; 13.5 Stakeholder analysis up close; 13.6 How engaged are your stakeholders?; 13.7 Managing stakeholder engagement means clearing up misunderstandings; 13.8 Control your stakeholders’ engagement; 13.9 Now you can tell when you need to change the way you deal with stakeholders; 13.10 It’s party time!; 13.11 Exam Questions; 13.12 Exam; Chapter 14: Professional Responsibility: Making good choices; 14.1 Doing the right thing; 14.2 Keep the cash?; 14.3 Fly business class?; 14.4 New software; 14.5 Shortcuts; 14.6 A good price or a clean river?; 14.7 We’re not all angels; 14.8 Exam Questions; 14.9 Exam; Chapter 15: A Little Last-Minute Review: Check your knowledge; 15.1 A long-term relationship for your brain; 15.2 Here’s how to do this next section; 15.3 Great job! It looks like you’re almost ready; Chapter 16: Practice makes perfect Practice PMP exam; 16.1 Before you look at the answers...;