Head First PMP. A Learner's Companion to Passing the Project Management Professional Exam. 4th Edition Jennifer Greene, Andrew Stellman

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• Table of Contents (the real thing)
• how to use this book: Intro
  • Who is this book for?
    • Who should probably back away from this book?
  • We know what youre thinking.
  • And we know what your brain is thinking.
  • Metacognition: thinking about thinking
  • Heres what WE did
  • Heres what YOU can do to bend your brain into submission
  • Read me
    • The chapters are ordered the same way as the PMBOK Guide.
    • We encourage you to use the PMBOK Guide with this book.
    • The activities are NOT optional.
    • The redundancy is intentional and important.
    • The Brain Power exercises dont have answers.
  • Acknowledgments
  • OReilly Safari
• 1. Introduction: Why get certified?
  • Do these problems seem familiar?
  • Projects dont have to be this way
  • Your problemsalready solved
  • What you need to be a good project manager
  • there are no Dumb Questions
  • Understand your companys big picture
  • Your project has value
  • Your project follows a lifecycle
    • Predictive
    • Adaptive
    • Iterative
    • Incremental
    • Hybrid
    • Tailoring
  • Projects, programs, and portfolios have a lot in common
    • Professions with proven processes
    • Business value
    • Deal with constraints
  • Projects, programs, and portfolios all use charters
    • Charter
  • What a project IS
  • and what a project is NOT
  • A day in the life of a project manager
  • there are no Dumb Questions
  • How project managers run great projects
  • Project management offices help you do a good job, every time
    • Supportive
    • Controlling
    • Directive
  • Good leadership helps the team work together
    • Leadership
    • Team building and trust building
    • Motivation
  • Project teams are made of people
    • Influencing
    • Conflict management
    • Coaching
    • Political and cultural awareness
  • there are no Dumb Questions
  • Operations management handles the processes that make your company tick
  • A PMP certification is more than just passing a test
  • Meet a real-life PMP-certified project manager
  • Exam Questions
  • Exam Answers
• 2. The organizational environment: In good company
  • A day in Kates life
  • Kate wants a new job
  • Organization Magnets
  • There are different types of organizational structures
  • The project manager has the most authority and power in a project-oriented organization.
  • A few more types of organizations
  • PMOs can be supportive, controlling or directive
  • there are no Dumb Questions
  • Kate takes a new job
    • Kates working in an organic organization
  • Back to Kates maintenance nightmare
  • Managing project constraints
  • there are no Dumb Questions
  • Dont reinvent the wheel
  • You cant manage your project in a vacuum
  • Kates project needs to follow company processes
    • Kates project needs clear acceptance criteria
  • Kate makes some changes
  • and her project is a success!
  • Organization Magnets Solutions
  • Exam Questions
  • Exam Answers
• 3. The process framework and the project managers role: It all fits together
  • Cooking up a project
  • Projects are like recipes
  • If your projects really big, you can manage it in phases
  • Phases can also overlap
    • Iteration means executing one phase while planning the next
  • Break it down
  • Process Magnets
  • Process Magnets
  • Anatomy of a process
  • there are no Dumb Questions
  • Combine processes to complete your project
  • Knowledge areas organize the processes
  • Knowledge Area Magnets
  • Knowledge Area Magnets Solutions
  • The Project Managers Role
  • Your technical skills make successful projects happen
    • How does your project fit in?
  • Leadership is different than management
    • Styles of leadership
  • Project managers need to understand how power dynamics affect the team
    • Types of power
  • there are no Dumb Questions
  • The benefits of successful project management
  • Exam Questions
  • Exam Answers
• 4. Project integration management: Getting the job done
  • Time to book a trip
    • Larrys cutting corners
  • The teachers are thrilledfor now
  • These clients are definitely not satisfied
    • Larrys been let go
  • The day-to-day work of a project manager
    • A birds-eye view of a project
  • The seven Integration Management processes
  • Start your project with the Initiating processes
  • Integration Management and the process groups
  • The Develop Project Charter process
  • Make the case for your project
  • Use expert judgment and data gathering techniques to write your project charter
    • Data gathering techniques help everyone understand the goal of your project
    • Interpersonal and team skills and meetings make sure everyone is on the same page
  • A closer look at the project charter
  • Two things youll see over and over and over
  • there are no Dumb Questions
  • Plan your project!
  • The Project Management plan lets you plan ahead
    • The Project Management plan is a collection of other plans
  • A quick look at all those subsidiary plans
  • there are no Dumb Questions
  • Question Clinic: The just-the-facts-maam question
  • The Direct and Manage Project Work process
  • The project team creates deliverables
  • Executing the project includes repairing defects
    • The three components of the Direct and Manage Project Work process:
    • Deliverables include everything that you and your team produce for the project
  • The Manage Project Knowledge process
  • Knowledge is the lifeblood of any project
  • Eventually, things WILL go wrong
    • but if you keep an eye out for problems, you can stay on top of them!
  • Sometimes you need to change your plans
  • Look for changes and deal with them
  • Make only the changes that are right for your project
  • How the processes interact with one another
  • Changes, defects, and corrections
  • Decide your changes in change control meetings
  • Control your changes; use change control
  • Preventing or correcting problems
  • there are no Dumb Questions
  • Finish the work, close the project
  • You dont have to go home, but you cant stay here
  • So why INTEGRATION Management?
    • What else is there?
  • Project Integration Management Magnets
  • Project Integration Management Magnets Solution
  • Integration Management kept your project on track, and the teachers satisfied
  • Exam Questions
  • Exam Answers
• 5. Scope management: Doing the right stuff
  • Out of the frying pan
  • and right back into the fire
  • Cubicle conversation
  • It looks like we have a scope problem
  • there are no Dumb Questions
  • Youve got to know what (and how) you will build before you build it
  • The power of Scope Management
  • The six Scope Management processes
  • Plan your scoping processes
  • Now youve got a roadmap for managing scope
  • Cubicle conversation
  • Collect requirements for your project
  • Talk to your stakeholders
  • Make decisions about requirements
  • Understand your requirements
    • The stakeholders know a lot about the project already
  • See your ideas better
  • Use a questionnaire to get requirements from a bigger group of people
    • Observation can help you see things from a different point of view
  • A prototype shows users what your product will be like
  • there are no Dumb Questions
  • Now youre ready to write a requirements document
  • Define the scope of the project
  • How do you define the scope?
    • Interpersonal and team skills
    • Product analysis
    • Data analysis
    • Expert judgment
    • Decision making
  • there are no Dumb Questions
  • The project scope statement tells you what you have to do
  • Fireside Chats
  • Question Clinic: The which-is-BEST question
  • Create the work breakdown structure
  • The inputs for the WBS come from other processes
  • Breaking down the work
  • Break it down by project or phase
  • Decompose deliverables into work packages
  • Project Scope Management Magnets
  • More Magnets
  • Project Scope Management Magnets Solutions
  • Inside the work package
  • there are no Dumb Questions
  • The project scope baseline is a snapshot of the plan
  • there are no Dumb Questions
  • The outputs of the Create WBS process
  • there are no Dumb Questions
  • Cubicle conversation
  • Why scope changes
    • Good change
    • Bad change
    • Scope creep
    • Gold plating
  • The Control Scope process
  • Anatomy of a change
  • A closer look at the change control system
  • Just two Control Scope tools and techniques
    • Theres no right order for the Control Scope and Validate Scope processes
  • there are no Dumb Questions
  • Control Scope Process Magnets
  • Control Scope Process Magnets Solutions
  • Make sure the team delivered the right product
  • The stakeholders give you criteria for deciding when youre done
  • Is the product ready to go?
  • The project is ready to ship!
  • Exam Questions
  • Exam Answers
• 6. Project schedule management: Getting it done on time
  • Reality sets in for the happy couple
  • Meet the wedding planner
  • Schedule management helps with aggressive timelines
  • Project Schedule Management Magnets
  • Project Schedule Management Magnets Solution
  • Plan your scheduling processes
  • Now you know how youll track your schedule
  • Use the Define Activities process to break down the work
  • Tools and techniques for Define Activities
  • Rolling wave planning lets you plan as you go
  • there are no Dumb Questions
  • Activity Magnets
  • Activity Magnets Solution
  • Define activities outputs
    • Activity list
    • Activity attributes
    • Milestone list
    • Change requests
    • Project Management plan updates
  • The Sequence Activities process puts everything in order
  • Diagram the relationship between activities
  • Network diagrams put your tasks in perspective
  • Dependencies help you sequence your activities
    • External dependencies
    • Discretionary dependencies
    • Mandatory dependencies
    • Internal dependencies
  • Leads and lags add time between activities
  • there are no Dumb Questions
  • Scheduling software can help you see the sequence of activities
  • Create the network diagram
  • Figuring out how long the project will take
  • Estimation tools and techniques
  • Create the duration estimate
  • there are no Dumb Questions
  • Back to the wedding
  • Bringing it all together
  • Question Clinic: The which-comes-next question
  • One thing leads to another
  • Use the critical path method to avoid big problems
    • How does knowing your critical path help?
  • How to find the critical path
  • Finding the float for any activity
  • Float tells you how much extra time you have
  • there are no Dumb Questions
  • Figure out the early start and early finish
    • Early start
    • Early finish
  • Figure out the latest possible start and finish
    • Late start
    • Late finish
  • Add early and late durations to your diagrams
  • Take a backward pass to find late start and finish
  • Lets take some time out to walk through this!
  • there are no Dumb Questions
  • Crash the schedule
  • Fast-tracking the project
  • Use data analysis techniques when you build your schedule
    • Simulation
    • Scheduling tool
  • Other Develop Schedule tools and techniques
    • Resource optimization techniques
    • Adjusting leads and lags
    • Data analysis: schedule compression and schedule network analysis
    • Agile release planning
    • Project management information system
  • Outputs of Develop Schedule
    • Project schedule
    • Change requests
    • Project calendars
    • Schedule data
    • Schedule baseline
    • Project Management plan updates
    • Project documents updates
  • there are no Dumb Questions
  • Influence the factors that cause change
  • Control Schedule inputs and outputs
  • What Control Schedule updates
  • Measuring and reporting performance
  • Control Schedule tools and techniques
  • there are no Dumb Questions
  • Control Schedule Magnets
  • Another satisfied customer!
  • Control Schedule Magnets Answers
  • Exam Questions
  • Exam Answers
• 7. Cost management: Watching the bottom line
  • Time to expand Head First Kitchen
  • The renovation goes overboard
  • Kitchen conversation
  • Introducing the Cost Management processes
    • Plan Cost Management
    • Estimate Costs
    • Determine Budget
    • Control Costs
  • Plan how youll estimate, track, and control your costs
  • Now youve got a consistent way to manage costs
    • Cost Management plan
  • What Alice needs before she can estimate costs
  • Other tools and techniques used in Estimate Costs
    • Data analysis
    • Vendor bid analysis
    • Reserve analysis
    • Cost of quality
    • Project management information system
    • Decision making
  • Lets talk numbers
    • Benefit-cost ratio (BCR)
    • Net present value (NPV)
    • Opportunity cost
    • Internal rate of return
    • Depreciation
    • Lifecycle costing
  • Now Alice knows how much the Kitchen will cost
    • Cost estimates
    • Basis of estimates
    • Updates to project documents
  • Kitchen conversation
  • The Determine Budget process
  • What you need to build your budget
  • Determine budget: how to build a budget
  • there are no Dumb Questions
  • Question Clinic: The red herring
  • The Control Costs process is a lot like schedule control
  • A few new tools and techniques
    • Data Analysis
      • Earned value management
      • Performance reviews
      • Forecasting
      • Reserve analysis
    • Project management information system
    • To-complete performance index
  • Look at the schedule to figure out your budget
    • Budget at completion (BAC)
  • How to calculate planned value
  • Earned value tells you how youre doing
  • How to calculate earned value
  • Put yourself in someone elses shoes
  • Is your project behind or ahead of schedule?
    • Schedule performance index (SPI)
    • Schedule variance (SV)
  • Are you over budget?
    • Cost performance index (CPI)
    • Cost variance (CV)
    • To-complete performance index (TCPI)
    • Youre within your budget if
    • Youve blown your budget if
  • The earned value management formulas
  • Interpret CPI and SPI numbers to gauge your project
  • Forecast what your project will look like when its done
    • Meanwhile, back in the Kitchen
  • Once youve got an estimate, you can calculate a variance!
  • Finding missing information
  • there are no Dumb Questions
  • Keep your project on track with TCPI
    • To-complete performance index (TCPI)
    • TCPI for the Head First Kitchen renovation project
  • A high TCPI means a tight budget
  • Party time!
  • Exam Questions
  • Exam Answers
• 8. Quality management: Getting it right
  • What is quality?
  • You need more than just tests to figure out quality
  • Once you know what the product is supposed to do, its easy to tell which tests pass and which fail
  • Quality up close
  • Quality vs. grade
  • An ounce of prevention
    • And thats why you need the three Quality Management processes!
  • Plan Quality is how you prevent defects
  • How to plan for quality
  • The Quality Management plan gives you what you need to manage quality
  • there are no Dumb Questions
  • Inspect your deliverables
  • Use the planning outputs for Control Quality
  • Tools for data gathering
  • Tools for data analysis
  • Inspection, testing, and product evaluation
  • Tools for data representation
  • Question Clinic: The which-one question
  • Control Quality means finding and correcting defects
  • there are no Dumb Questions
  • Trouble at the Black Box 3000 factory
  • Introducing Manage Quality
  • A closer look at some tools and techniques
  • More ideas behind managing quality
  • Fireside Chats
  • The Black Box 3000 makes record profits!
  • Exam Questions
  • Exam Answers
• 9. Project resource management: Getting the team together
  • Mike needs a new team
  • Cubicle conversation
  • Get your team together and keep them moving
  • Figure out who you need on your team
  • A closer look at the Plan Resource Management outputs
    • Important components of the Resource Management plan
  • The Resource Management plan
  • there are no Dumb Questions
  • What you need to estimate resources
    • Resource calendars
  • Estimating the resources
  • Get the team together
  • Cubicle conversation
  • Develop your team
  • Develop the team with your management skills
  • Your interpersonal and team skills can make a big difference for your team
  • Lead the team with your management skills
    • The five kinds of power
  • Motivate your team
  • Stages of team development
  • Hows the team doing?
  • Cubicle conversation
  • Managing your team means solving problems
  • Conflict management up close
    • Some of the common reasons that conflicts happen
  • How to resolve a conflict
  • Make sure to control resources to keep your project on track
  • Outputs of the Control Resources process
  • there are no Dumb Questions
  • The Cows Gone Wild IV team ROCKS!
  • Question Clinic: The have-a-meeting question
  • Exam Questions
  • Exam Answers
• 10. Communications management: Getting the word out
  • Party at the Head First Lounge!
  • But somethings not right
  • Anatomy of communication
  • Get a handle on communication
  • Tell everyone whats going on
  • Get the message?
  • More Manage Communications tools
    • One of your most important outputs
  • there are no Dumb Questions
  • Let everyone know how the projects going
    • It all starts with work performance data
  • Take a close look at the work being done
  • Now you can get the word out
  • People arent talking!
  • Count the channels of communication
    • Counting communication lines the easy way
  • there are no Dumb Questions
  • Its party time!
  • Question Clinic: The calculation question
  • Exam Questions
  • Exam Answers
• 11. Risk management: Planning for the unknown
  • Whats a risk?
  • How you deal with risk
  • Plan Risk Management
    • The Risk Management plan is the only output
  • Use a risk breakdown structure to categorize risks
  • Anatomy of a risk
  • What could happen to your project?
  • Data-gathering techniques for Identify Risks
    • Useful data gathering techniques
  • More Identify Risks techniques
    • Data analysis tools and techniques
  • Where to look for risks
  • Now put it in the risk register
  • Rank your risks
  • Examine each risk in the register
    • Data gathering
    • Data analysis
    • Data representation
  • there are no Dumb Questions
  • Qualitative vs. quantitative analysis
  • Perform Quantitative Risk Analysis
  • First gather the data
  • then analyze it
  • Calculate the expected monetary value of your risks
  • Decision tree analysis uses EMV to help you make choices
  • there are no Dumb Questions
  • Update the risk register based on your quantitative analysis results
  • How do you respond to a risk?
    • It isnt always so bad
  • Add risk responses to the register
  • Implement Risk Responses
    • As you respond to risk, you update your project documents
  • Risk response can find even more risks
  • Risk Management Exposed
  • You cant plan for every risk at the start of the project
  • Monitor Risks is another change control process
  • How to monitor your risks
  • More control risk tools and techniques
  • there are no Dumb Questions
  • Question Clinic: The which-is-NOT question
  • Exam Questions
  • Exam Answers
• 12. Procurement management: Getting some help
  • Victim of her own success
  • Calling in the cavalry
  • Agreement Process Magnets
  • Agreement Process Magnets Solutions
  • Ask the legal expert
  • Anatomy of an agreement
    • You can have several contracts for a single project
  • Start with a plan for the whole project
  • Make or Buy Magnets
  • Make or Buy Magnets
  • The decision is made
  • Types of contractual agreements
    • Fixed price contracts
    • Cost-reimbursable contracts
    • Time and materials
  • More about contracts
  • Figure out how youll sort out potential sellers
  • Contract Magnets
  • Get in touch with potential sellers
    • Use outputs from the Plan Procurement Management process to find the right seller
  • Pick a partner
  • there are no Dumb Questions
  • Two months later
  • Keep an eye on the contract
  • Stay on top of the seller
    • Data analysis tools
  • there are no Dumb Questions
  • Kate closes the contract
  • Question Clinic: BYO questions
  • Contract Magnets Solution
  • Exam Questions
  • Exam Answers
• 13. Stakeholder management: Keeping everyone engaged
  • Party at the Head First Lounge (again)!
  • Not everybody is thrilled
  • Understanding your stakeholders
  • Find out who your stakeholders are
  • How engaged are your stakeholders?
  • there are no Dumb Questions
  • Managing stakeholder engagement means clearing up misunderstandings
  • Monitor your stakeholders engagement
  • Now you can tell when you need to change the way you deal with stakeholders
  • Pool Puzzle
  • Pool Puzzle Solution
  • Its party time!
  • Exam Questions
  • Exam Answers
• 14. Professional responsibility: Making good choices
  • Doing the right thing
    • The main ideas
  • Keep the cash?
  • Fly business class?
  • New software
  • Shortcuts
  • A good price or a clean river?
  • Were not all angels
  • Exam Questions
  • Exam Answers
• 15. A little last-minute review: Check your knowledge
  • Process Magnets
  • A long-term relationship for your brain
  • Heres how to do this next section
  • Integration and Overall PMBOK Questions
  • Scope Questions
  • Time Questions
  • Cost Questions
  • Quality Questions
  • Human Resource Questions
  • Communications Questions
  • Risk Questions
  • Procurement Questions
  • Stakeholder Questions
  • Great job! It looks like youre almost ready
  • Process Magnets Solutions
  • Integration Answers
  • Scope Answers
  • Time Answers
  • Cost Answers
  • Quality Answers
  • Human Resource Answers
  • Communications Answers
  • Risk Answers
  • Procurement Answers
  • Stakeholder Answers
• 16. Practice makes perfect: Practice PMP exam
  • Exam Questions
  • Before you look at the answers...
  • Exam Answers
• Index

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