PMP Project Management Professional All in One Exam Guide 1st Edition by Joseph Phillips ISBN 9781260467475 1260467473

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Product details:
ISBN 10: 1260467473
ISBN 13: 9781260467475
Author: Joseph Phillips

**Publisher’s Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product.**
**Complete coverage of all objectives in the 2020 release of the PMP exam–fully aligned with the PMBOK Guide(R), Sixth Edition**
– Online content includes 24 videos that explain difficult concepts, 600 practice questions in a customizable test exam engine, a process review quiz, and interactive worksheets – Includes a color pull-out, laminated PMP Exam Quick Review Guide for portable study – Written by a project management expert and experienced educator

PMP Project Management Professional All in One Exam Guide 1st Edition Table of contents:

Part I: Project Management Foundation
Chapter 1: Preparing for the Exam
All About the PMP Exam
Money and Your Exam
Passing the Exam
Creating Your Study Strategy
What Your Exam Is Based On
What Is a Project?
Temping a Project
Defining a Project’s Uniqueness
Changing the Organization
Creating Business Value
Progressively Elaborating a Project
Why Do Projects?
Creating Project Management Business Documents
What Is Project Management?
Back to the PMBOK Guide
Being a Project Expert
Using the Project Management Body of Knowledge
Working with Your Application Area
Examining the Project Management Context
Opening Your Portfolio
Working with Programs
Working with Subprojects
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
Working with Process Groups
Gathering Project Management Data and Information
Gathering Work Performance Data
Creating Work Performance Information
Communicating Through Work Performance Reports
Chapter Summary
Questions
Answers
Chapter 2: Managing a Project in Different Environments
Exploring Agile Project Management
Embracing the Agile Manifesto
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
Working in a System
Operating Within a Governance Framework
Identifying the Organizational Influences
Completing Projects in Different Organizational Structures
Recognizing Organizational Structures
Managing Project Teams
Working with a PMO
Chapter Summary
Case Study
Managing Projects from Start to Completion
Examining the Project Deliverables
Examining the Project Phases
Controlling Project Changes
Questions
Answers
Chapter 3: Working as a Project Manager
Exploring the Project Manager Role
Defining the Agile Project Manager
Leading the Project Team
Communicating Project Information
Negotiating Project Terms and Conditions
Active Problem-Solving
Identifying the Project Manager Influence
Influencing the Project
Influencing the Organization
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
Managing Politics in Projects
Serving as a Leader and Manager
Learning Leadership Styles
Creating a Leadership Persona
Performing Project Integration
Integrating Processes
Building Your Cognitive-Level Integration
Examining Context-Level Integration
Chapter Summary
Questions
Answers
Part II: Project Management Professional Knowledge Areas
Chapter 4: Managing Project Integration
Developing the Project Charter
Preparing to Create the Project Charter
Choosing a Project to Charter
Knowing the Project Management Methodology
Creating the Charter—Finally
Creating the Assumptions Log
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
Creating an Issue Log
Responding to Project Conditions
Managing Project Knowledge
Preparing to Manage Knowledge
Reviewing Knowledge Management Tools and Techniques
Reviewing the Results of Knowledge Management
Monitoring and Controlling the Project Work
Monitoring the Project
Analyzing Project Data
Creating a Work Performance Report
Managing Integrated Change Control
Reacting to Change
Using the Project Management Information System
Closing the Project or Phase
Documenting the Closing
Creating the Final Project Report
Chapter Summary
Questions
Answers
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
Using Product Analysis
Using Alternatives Generation
Using Stakeholder Analysis
Examining the Project Scope Statement
Planning a Sprint
Creating the Work Breakdown Structure
Using a WBS Template
Decomposing the Deliverables
Creating the WBS Dictionary
Validating the Project Scope
Preparing for Project Inspection
Inspecting the Project Work
Controlling the Project Scope
Using a Change Control System
Planning for Project Scope Changes
Approving a Change
Chapter Summary
Questions
Answers
Chapter 6: Managing Project Schedule
Planning Schedule Management
Creating the Schedule Management Plan
Examining the Schedule Management Plan
Utilizing an On-Demand Scheduling Approach
Defining the Project Activities
Making the Activity List
Examining the Activity List
Documenting the Activity Attributes
Building the Milestone List
Creating the Product Roadmap
Updating the Work Breakdown Structure
Sequencing the Project Activities
Considering the Inputs to Activity Sequencing
Creating Network Diagrams
Using the Precedence Diagramming Method
Utilizing Network Templates
Determining the Activity Dependencies
Considering Leads and Lags
Estimating Activity Durations
Considering the Activity Duration Estimate Inputs
Using Analogous Estimating
Applying Parametric Estimates
Creating a Three-Point Estimate
Estimating from the Bottom Up
Factoring in Reserve Time
Evaluating the Estimates
Predicting Duration in Agile Projects
Developing the Project Schedule
Applying Mathematical Analysis
Calculating Float in a PND
Encountering Scheduling on the PMP Exam
Applying Schedule Compression
Using a Project Simulation
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
Applying Schedule Control
Measuring Project Performance
Examining the Schedule Variance
Creating Burndown and Burnup Chart
Updating the Project Schedule
Applying Corrective Action
Chapter Summary
Questions
Answers
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
Determining Project Costs
Estimating the Project Costs
Creating the Cost Estimate
Examining the Cost Estimate
Budgeting the Project
Creating the Project Budget
Examining the Project Budget
Controlling Project Costs
Managing the Project Costs
Controlling Changes to Project Costs
Using Earned Value Management
Learning the Fundamentals
Finding the Project Variances
Finding the Indexes
Predicting the Project’s Future
The Five EVM Formula Rules
Chapter Summary
Questions
Answers
Chapter 8: Managing Project Quality
Planning for Quality
Using Quality Planning Tools
Creating the Quality Management Plan
Establishing Quality Metrics
Updating the Project Management Plan and Documents
Managing Quality in the Project
Preparing to Manage Quality
Managing Quality Within a Project
Completing a Quality Audit
Designing for X
Implementing Problem-Solving Techniques
Reviewing the Results of Managing Quality
Controlling Quality in a Project
Preparing to Control Quality
Relying on the Seven Basic Quality Tools
Inspecting Results
Testing Deliverables in Adaptive Projects
Creating a Flowchart
Creating a Control Chart
Creating a Pareto Diagram
Creating a Histogram
Creating a Run Chart
Creating a Scatter Diagram
Completing a Statistical Sampling
Revisiting Flowcharting
Applying Trend Analysis
Examining Control Quality Process Results
Chapter Summary
Questions
Answers
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
Charting the Human Resources
Networking Human Resources
Identifying Roles and Responsibilities
Creating a Project Organization Chart
Creating a Team Charter
Estimating the Activity Resources
Using Expert Judgment
Using Bottom-Up Estimating
Relying on Analogous Estimating
Utilizing Parametric Estimating
Identifying Alternatives
Relying on Published Estimating Data
Building an Agile Project Team
Examining the Activity Resource Estimates
Acquiring the Project Team
Examining the Staffing Pool
Negotiating for Resources
Working with Preassigned Staff
Procuring Staff
Managing a Virtual Team
Utilizing a Multicriteria Decision Analysis Process
Assembling the Project Team
Creating Agile Team Workspaces
Developing the Project Team
Being a Servant Leader
Preparing for Team Development
Relying on Interpersonal Management Skills
Creating Team-Building Activities
Establishing Project Ground Rules
Rewarding the Project Team
Assessing the Project Team
Managing the Project Team
Preparing for Team Management
Dealing with Team Disagreements
Creating an Issue Log
Examining the Outputs of Team Management
Relating to Organizational Theories
Maslow’s Hierarchy of Needs
Herzberg’s Theory of Motivation
McGregor’s Theory of X and Y
Ouchi’s Theory Z
Vroom’s Expectancy Theory
McClelland’s Theory of Needs
Controlling Resources
Preparing to Control Resources
Reviewing the Tools and Techniques to Control Resources
Reviewing the Results of Controlling Resources
Chapter Summary
Questions
Answers
Chapter 10: Managing Project Communications
Examining the Communications Foundation
Communication Factors
Understanding the Communications Model
Planning for Communications
Preparing for Communications
Identifying Communication Requirements
Exploring Communication Technologies
Creating the Communications Management Plan
Managing Project Communications
Examining Communication Skills
Examining Communication Factors and Technologies
Distributing Information
Creating Lessons Learned
Examining the Results of Communications Management
Monitoring Communications
Examining the Tools for Monitoring Communications
Reviewing Project Performance
Analyzing Project Variances
Examining the Results of Monitoring Communications
Chapter Summary
Questions
Answers

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