Becoming a PMP® Certified Professional

2021·18.14 MB·English

by  J. Ashley Hunt

Becoming a PMP® Certified Professional Page: 2
Contributors Page: 2
About the author Page: 2
About the reviewers Page: 2
Preface Page: 6
Who this book is for Page: 6
What this book covers Page: 6
To get the most out of this book Page: 6
Conventions used Page: 6
Get in touch Page: 6
Reviews Page: 6
Section 1: Introduction to Project Management and People Page: 7
Chapter 1: Introduction to the PMP® Exam Page: 8
Why get a Project Management Professional (PMP)® certification? Page: 8
What will you learn about? Page: 8
Who is this book for? Page: 9
Frequently asked questions Page: 10
Who exactly is the PMI®? Page: 10
What is The PMBOK® Guide – 6th Edition? Page: 10
I heard Agile is included – what is the deal with that? Page: 10
Predictive and adaptive? What does that mean? Page: 10
Predictive project management – PMP® and CAPM® Page: 10
Adaptive or Agile project management – The Agile Practice Guide® and PMI-ACP® Page: 10
I heard the PMP® exam is super difficult, is that true? Page: 11
Can I cram for this exam? I have like zero time to study Page: 11
100 hours of study??? Page: 11
Will your practice exams match my exam? Page: 11
Am I going to pass the exam the first time? Page: 11
Do I need other study materials? Page: 12
I heard the application is difficult. Are you going to cover that in this guide? Page: 12
What are the qualifications for the PMP® exam? Page: 13
What does project management education mean? Page: 13
I took a PMP® boot camp 4 years ago, does that count? Page: 13
How to apply for the exam Page: 13
What if the organization has closed or the people I worked with are gone and I can't find them? Page: 13
The application Page: 14
What to expect on exam day – if you take the exam at a testing center Page: 15
What to expect on exam day if you take your PMP® exam online at home… in your pajamas… Page: 17
Common questions you may be thinking to yourself after all of that Page: 17
Do I need to be proficient in everything? How will I know? Page: 18
Will anyone be able to see my results? As in, will PMI® post my results anywhere? Page: 18
If I get below target in any domain, will I fail the exam? Page: 18
What score should I be aiming for in practice exams? Page: 18
I have zero time to study and that study for 100 hours bit is making me nervous. How can I still work and have a life, but also still study? Page: 18
How will I know I am ready to schedule my exam? Page: 18
How many times can I take the exam? Page: 18
My training company has a "first-time pass guarantee" – is that for real? Page: 18
Study tips Page: 19
Learning styles Page: 19
The seven learning styles Page: 20
Visual Page: 20
Verbal Page: 20
Logical Page: 20
Aural or auditory Page: 21
Social Page: 21
Intrapersonal Page: 21
Physical Page: 21
Summary Page: 21
Assessment exam Page: 22
Chapter 2 :Introduction to Project Management Page: 24
What are process groups? Page: 24
Overview of knowledge areas Page: 24
Introduction to the 49 processes Page: 26
Inputs, tools/techniques, and outputs Page: 27
Inputs – what do I need before I can make a PB&J? Page: 27
Tools and techniques – what tools/techniques will I use to create my sandwich? Page: 27
Outputs – what will I have when I am finished? Page: 28
Organizational process assets and enterprise environmental factors Page: 28
Enterprise environmental factors Page: 28
Organizational process assets Page: 29
The documents and plans Page: 29
The project management plan and project documents Page: 29
Fundamental rules for inputs and outputs Page: 30
Project documents rules Page: 30
Project management plan rules Page: 30
Sequencing rules Page: 30
Rules for handling tools and techniques Page: 31
Summary Page: 31
Assessment exam Page: 31
Chapter 3: Pre-Project Initiation Page: 33
Defining a project Page: 33
Temporary Page: 33
Unique Page: 33
What is a program? Page: 34
What is a portfolio? Page: 35
Key phrases that pay Page: 35
What is project management? Page: 35
Spot check exercise Page: 35
Spot check exercise answers Page: 36
Types of project management Page: 36
Predictive or waterfall project management Page: 36
Adaptive or agile project management Page: 36
Project and development life cycles Page: 37
Project phases Page: 37
Phase gates Page: 37
Spot check exercise Page: 38
Spot check exercise answers Page: 38
Project management data and information Page: 38
Work performance data Page: 38
Work performance information Page: 38
Work performance reports Page: 38
Key phrases that pay Page: 38
Project selection techniques Page: 38
Creating a case for business Page: 38
Decision models Page: 39
Economic models Page: 40
Constrained optimization Page: 41
Expert judgment Page: 41
Spot check exercise Page: 41
Spot check exercise answers Page: 41
Feasibility analysis Page: 41
The business case Page: 41
Key phrases that pay Page: 42
Key project stakeholders Page: 42
Project management offices (PMOs) Page: 42
Supportive Page: 42
Controlling Page: 42
Directive Page: 42
Change control board (CCB) Page: 43
Sponsor Page: 43
Spot check Page: 43
Spot check answers Page: 43
Functional manager Page: 43
Procurement administrator/vendors Page: 44
Customers/end users Page: 44
Key phrases that pay Page: 44
Understanding organizational structures Page: 44
Organizational structures and their elements Page: 45
Functional organizations Page: 45
Matrix organizations Page: 46
Projectized or project-based organizations Page: 46
Spot check exercise Page: 47
Spot check exercise (possible) answers Page: 47
The role of the project manager Page: 47
Summary Page: 47
Assessment exam Page: 47
Chapter 4: Charters and Stakeholders Page: 50
Politics, power, and leadership Page: 50
Leadership versus management Page: 51
Leadership styles Page: 51
Spot check Page: 51
Personality traits Page: 51
The project manager and project integration Page: 51
The process level Page: 52
The cognitive level Page: 52
The context level Page: 52
Goals and objectives of a project charter Page: 52
Documenting high-level requirements Page: 54
Spot check Page: 54
Criteria of a project charter Page: 54
Typical headings in a project charter Page: 55
Agile project charters Page: 56
Typical heading on an Agile charter Page: 56
Project stakeholder management Page: 57
Identifying the stakeholder's process Page: 57
Project coordinator Page: 58
Scheduler Page: 58
Project team Page: 58
Project Management Office (PMO) Page: 58
Change Control Board (CCB) Page: 58
Functional managers Page: 59
Sellers, vendors, and suppliers Page: 59
Procurement managers Page: 59
Data analysis Page: 60
Data representation Page: 60
Power/interest grid, power/influence grid, or impact/influence grid Page: 60
Stakeholder cube Page: 60
Salience model Page: 60
Directions of influence Page: 60
Prioritization Page: 61
Stakeholder register Page: 61
Spot check Page: 62
Wrapping up Page: 62
Summary Page: 62
Assessment exam Page: 62
Chapter 5: Introduction to Agile Considerations Page: 65
The history of Agile and the Agile Manifesto Page: 65
The Agile Manifesto Page: 66
Key phrases that pay Page: 68
The 12 principles of the Agile Manifesto Page: 68
Scrum and empirical process control Page: 69
Spot check Page: 69
Spot check solution Page: 69
Agile versus predictive project management Page: 69
The benefits of using Agile approaches in any industry Page: 70
The Agile mindset Page: 70
Scrum overview Page: 71
Transparency Page: 71
Inspection Page: 71
Adaptation Page: 71
Agile team roles Page: 72
The product owner Page: 72
The development team Page: 73
Scrum master/coach/Agile project manager Page: 73
The Agile life cycle Page: 73
Sprint planning Page: 73
The Sprint Page: 74
Daily Scrum or stand-up meetings Page: 74
Sprint reviews Page: 74
The retrospective Page: 74
Summary Page: 74
Assessment exam Page: 75
Chapter 6: Creating and Leading a Team Page: 77
Interpreting the source and stage of the conflict Page: 77
Analyzing the context of the conflict Page: 77
Conflict resolution strategies Page: 78
Collaborate and problem-solve Page: 78
Compromise/reconcile Page: 78
Smooth/accommodate Page: 78
Force/direct Page: 78
Withdraw/avoid Page: 78
Negotiate Page: 79
Setting a clear vision and mission Page: 79
Leadership Page: 79
Team-building Page: 79
Communication Page: 79
Active listening Page: 80
Supporting diversity and inclusion Page: 80
Responsibility – aspirational standards Page: 80
Responsibility – mandatory standards Page: 81
Respect – aspirational standards Page: 81
Respect – mandatory standards Page: 81
Fairness – aspirational standards Page: 81
Fairness – mandatory standards Page: 81
Honesty – aspirational standards Page: 81
Honesty – mandatory standards Page: 81
Value servant leadership Page: 82
Inspiring, motivating, and influencing Page: 83
Motivational theories Page: 84
Maslow's hierarchy of needs Page: 85
Physiological needs Page: 85
Safety needs Page: 85
Social needs Page: 85
Esteem needs Page: 85
Self-actualization Page: 85
Douglas McGregor's Theory X and Theory Y Page: 86
X managers Page: 86
Y managers Page: 86
Dr. William Ouchi's Theory Z Page: 86
Frederick Herzberg's theory of hygiene Page: 86
David McClelland's theory of needs Page: 86
The need for achievement Page: 87
The need for power Page: 87
The need for affiliation Page: 87
Reward and recognition Page: 87
Analyzing team members' and stakeholders' influence Page: 88
Key phrases that pay Page: 89
Summary Page: 89
Assessment exam Page: 89
Section 2: Project Management Processes Page: 91
Chapter 7: Scope Management Page: 92
Key concepts and scope management trends Page: 92
Tailoring considerations Page: 92
Agile considerations Page: 93
Developing a scope and requirements management plan Page: 93
Collecting requirements Page: 94
Defining the scope and creating the scope statement Page: 95
The Work Breakdown Structure Page: 97
The WBS dictionary Page: 99
WBS dictionary information Page: 99
Monitoring and controlling scope Page: 100
The Validate Scope process Page: 101
The Control Scope process Page: 101
Key phrases that pay Page: 102
Summary Page: 102
Assessment exam Page: 102
Chapter 8: Schedule and Cost Management Page: 104
Key concepts for schedule management Page: 104
Trends and emerging best practices in scheduling Page: 104
Tailoring considerations for scheduling Page: 104
Considerations for Agile and adaptive environments Page: 104
Developing a schedule management plan Page: 104
Schedule management plan considerations Page: 104
Define activities Page: 105
Sequencing activities Page: 106
Dependencies Page: 106
Relationships Page: 106
Finish to Start relationships Page: 107
Start to start relationships Page: 107
Finish to finish relationships Page: 107
Start to finish relationships Page: 108
Lead and lag time Page: 108
Estimating durations Page: 109
Dates Page: 109
Project calendars Page: 109
Resource calendars Page: 109
Activity or task calendars Page: 109
Effort Page: 109
Duration Page: 109
Analogous estimates Page: 110
Parametric estimates Page: 110
Three-point estimates Page: 110
Developing the project schedule Page: 112
Critical path Page: 112
Critical chain Page: 114
Monte Carlo technique Page: 114
Schedule compression Page: 114
Fast tracking Page: 114
Crashing Page: 114
Resource optimization Page: 115
Leveling Page: 115
Smoothing Page: 115
Schedule baseline Page: 115
Key concepts for project cost management Page: 115
Trends and emerging best practices of cost management Page: 115
Tailoring considerations for cost management Page: 116
Considerations for Agile and adaptive environments Page: 116
Plan cost management Page: 116
Estimating costs Page: 116
Determining budget Page: 117
Controlling schedule and budget Page: 118
Tracking and reporting cost/schedule performance Page: 118
Earned value management (EVM) Page: 119
Budget at Completion (BAC) Page: 119
Earned value (EV) Page: 119
Planned values (PV) Page: 120
Schedule variance (SV) Page: 120
Schedule performance index (SPI) Page: 120
Earned schedule (ES) Page: 120
Cost variance (CV) Page: 121
Cost performance index (CPI) Page: 121
Forecasting Page: 122
To-Complete Performance Index (TCPI) Page: 122
Key phrases that pay Page: 123
Summary Page: 123
Assessment questions Page: 123
Chapter 9: Quality Management Page: 126
Key concepts for quality management Page: 126
Quality versus grade Page: 126
Precision versus accuracy Page: 126
Other considerations for quality management planning Page: 126
Prevention over inspection Page: 127
Attribute sampling Page: 127
Tolerance levels Page: 127
Trends and emerging practices in quality management Page: 128
Tailoring considerations Page: 128
Agile/adaptive environments – retrospectives Page: 128
The purpose of the retrospective Page: 128
Spot check Page: 129
Planning for quality management Page: 129
Data representation Page: 130
The quality management plan Page: 130
Quality metrics Page: 130
Quality checklists Page: 130
The gurus of quality management Page: 131
W. Edwards Deming and Walter A. Shewhart Page: 131
Joseph Juran Page: 131
Vilfredo Pareto Page: 131
Bill Smith Page: 131
Phillip Crosby Page: 131
Genichi Taguchi Page: 132
Key phrases that pay Page: 132
The Manage Quality process Page: 132
The Control Quality process Page: 133
Histograms Page: 134
Fishbone diagrams Page: 134
Pareto diagrams Page: 134
Run charts Page: 135
Scatter diagrams Page: 135
Control charts Page: 135
Summary Page: 136
Assessment exam Page: 136
Chapter 10: Resources and Communication Management Page: 138
Key concepts in resource management Page: 138
Trends and emerging best practices Page: 138
Resource management planning Page: 139
Plan resource management Page: 139
Key phrases that pay Page: 141
Estimating activity resources Page: 141
Key phrases that pay Page: 142
Acquiring resources, developing, and managing a team Page: 142
Acquiring resources Page: 142
Developing and managing a team Page: 143
Supporting your team's performance Page: 144
Peter Drucker's MBO Page: 144
Specific Page: 144
Measurable Page: 144
Attainable Page: 144
Realistic Page: 144
Time-based Page: 145
Controlling resources Page: 145
Key concepts in communications management Page: 146
Trends and emerging best practices Page: 146
Stand-up meetings Page: 147
Tailoring Page: 147
Agile considerations Page: 148
Communication considerations Page: 148
Communications management planning Page: 148
Key phrases that pay in communications management Page: 149
Spot check Page: 149
Managing communications Page: 149
Monitoring communications Page: 150
Summary Page: 150
Assessment questions Page: 150
Chapter 11: Risk Management Page: 152
Key concepts for risk management Page: 152
Trends and emerging best practices in project risk management Page: 152
Non-event risks Page: 152
Tailoring considerations for risk management Page: 153
Considerations for Agile and Adaptive environments Page: 153
Plan risk management Page: 154
The risk management plan Page: 155
Identify risks process Page: 155
Root cause analysis Page: 156
SWOT analysis Page: 156
Prompt lists Page: 157
Creating the risk register Page: 157
The risk report Page: 157
Performing qualitative risk analysis Page: 157
Key phrases that pay Page: 158
Performing quantitative risk analysis Page: 158
Expected monetary value (EMV) Page: 158
Plan risk responses Page: 159
Creating risk responses for threats Page: 159
Escalate Page: 159
Avoid Page: 159
Transfer Page: 159
Mitigate Page: 159
Accept Page: 160
Contingent response strategy Page: 160
Opportunity responses Page: 160
Escalate Page: 160
Exploit Page: 160
Share Page: 160
Enhance Page: 160
Accept Page: 160
Strategies for overall project risk Page: 160
Risk triggers Page: 161
Risk owners Page: 161
Issue logs Page: 161
Spot check Page: 161
Spot check answers Page: 161
Implement risk responses Page: 161
Secondary risks Page: 162
Residual risk events Page: 162
Monitor risks Page: 162
Summary Page: 163
Assessment exam Page: 163
Chapter 12: Procurement Management Page: 165
Key concepts for procurement management Page: 165
Trends and emerging best practices in project procurement management Page: 165
Considerations for Agile/Adaptive environments Page: 165
Planning procurement management Page: 166
Contract types Page: 166
Fixed-price Page: 166
Cost-reimbursable Page: 167
Time and material Page: 167
Roles in procurement Page: 168
The role of the project manager in procurement Page: 168
Key phrases that pay Page: 169
Conduct procurements Page: 169
Bidder conferences Page: 170
Proposal evaluation Page: 170
Screening system Page: 170
Weighting system Page: 170
Contract administrator/agreement coordinator/procurement team Page: 170
Partner-centric procurement documents Page: 171
Letter of intent Page: 171
Memorandum of Understanding (MOU) Page: 171
Breach of contract Page: 171
Service Level Agreements (SLAs) Page: 171
Purchase Order (PO) Page: 171
Nondisclosure agreement (NDA) Page: 171
Cease and desist letter Page: 171
Control procurements Page: 172
Claims administration Page: 172
Data analysis Page: 172
Inspections and audits Page: 172
Seller surveys Page: 173
Warranty Page: 173
Waivers Page: 173
Summary Page: 174
Assessment questions Page: 174
Chapter 13: Stakeholder Engagement Page: 176
Planning stakeholder engagement Page: 176
Managing stakeholder engagement Page: 177
Monitoring stakeholder engagement Page: 178
Summary Page: 178
Assessment questions Page: 178
Chapter 14: Integration Management Page: 180
Developing the project management plan Page: 180
Directing and managing project work Page: 180
Managing project knowledge Page: 181
Monitoring and controlling project work Page: 182
Performing integrated change control Page: 182
Closing the project or phase Page: 183
Spot check Page: 184
Summary Page: 184
Assessment questions Page: 184
Section 3: Revision Page: 186
Chapter 15: Next Steps and Study Tips Page: 187
Why project management certification? Page: 187
Where can I find the information? Page: 187
Review the exam objectives Page: 187
The application Page: 187
Ready for your exam? Page: 188
Other changes and information Page: 188
What to expect on exam day for in-person exams Page: 188
Study tips Page: 188
Stuff to know about projects Page: 189
Why projects are necessary Page: 189
What is the difference between a portfolio, program, and project? Page: 189
Project management documents Page: 190
Skills of a project manager Page: 190
Organizational structure types Page: 190
Other important terms to be aware of Page: 191
Project management data and information Page: 191
Formulas Page: 192
Final thoughts Page: 192
On exam day Page: 192
Question types Page: 192
Summary Page: 192
Chapter 16: Final Exam Page: 193
Questions Page: 193
Answers Page: 207
Assessment Page: 228
Assessment exam answers (Chapter 1) Page: 228
Assessment exam answers (Chapter 2) Page: 230
Assessment exam answers (Chapter 3) Page: 231
Assessment exam answers (Chapter 4) Page: 233
Assessment exam answers (Chapter 5) Page: 235
Assessment exam answers (Chapter 6) Page: 237
Assessment exam answers (Chapter 7) Page: 239
Assessment exam answers (Chapter 8) Page: 240
Assessment exam answers (Chapter 9) Page: 243
Assessment exam answers (Chapter 10) Page: 245
Assessment exam answers (Chapter 11) Page: 247
Assessment exam answers (Chapter 12) Page: 248
Assessment exam answers (Chapter 13) Page: 250
Assessment exam answers (Chapter 14) Page: 252
Why subscribe? Page: 254
Other Books You May Enjoy Page: 254
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Leave a review - let other readers know what you think Page: 254