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PMP® In Depth

Project Management Professional Study Guide for PMP® and CAPM Exams

Paul Sanghera

Publisher: Course Technology, 2006 , 393 pages

ISBN: 1-59863-177-2

Keywords: Project Management

Synopsis:

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With the worldwide surge in the demand for project management skills, the PMP and CAPM are among the hottest certifications today. To pass the PMP or CAPM exam, you need a no-gimmicks, no-nonsense book on the exam objectives. PMP In Depth is that book! Best-selling author Paul Sanghera offers concise yet comprehensive coverage of each topic included in the PMP and CAPM exams. With a laser sharp focus on the exam objectives, this study guide goes beyond being a simple exam cram. It includes hundreds of questions and detailed answers modeled after the actual exam and contains a complete practice exam with fully explained answers. It is 100% compatible with the latest (3rd) edition of the Project Management Body of Knowledge (PMBOK) by PMI. Appropriate for beginners, PMP In Depth assumes no prior knowledge of project management and presents material in a logical learning sequence: each section builds upon previous sections and each chapter upon previous chapters. All concepts-- simple and complex--are well-defined and clearly explained the first time they appear. There is no hopping from topic to topic and no technical jargon without explanation. PMP In Depth is written to the most current versions of the PMP and CAPM exams and also serves as a great reference tool for project managers after the exam. Maximize your learning and minimize your study time!

Table of Contents:

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  • Introduction
  • Chapter 1: Project Management Framework
    • Introduction
    • Basic Concepts
    • Managing Projects
      • Understanding a Project
      • Distinguishing Projects from Operations
      • Understanding Progressive Elaboration
      • Understanding a Process
      • Understanding the Project Lifecycle
      • Understanding Project Management Knowledge Areas
    • Introducing Project Stakeholders
      • Identifying Project Stakeholders
      • Identifying the Stakeholder Within
    • Organizational Influences on Projects
      • Functional Organization
      • Projectized Organization
      • Matrix Organization
    • Advanced Concepts
      • Probability
      • Project Team and Project Management Team
      • Baseline
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 2: Initiating the Project
    • Introduction
    • Origins of Projects
    • Understanding Project Selection
      • Benefit Measurement Methods
      • Constrained Optimization Methods
      • Expert Judgment
    • Identifying the Project Stakeholders
    • Developing a Project Charter
      • Input to Developing the Project Charter
      • Tools and Techniques for Developing the Project Charter
      • Output of Developing the Project Charter
    • Developing a Preliminary Project Scope Statement
      • Input to Developing the Preliminary Project Scope Statement
      • Tools and Techniques for Developing the Preliminary Project Scope Statement
      • The Preliminary Project Scope Statement
    • Obtaining Project Charter Approval
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 3: Planning the Project Scope
    • Introduction
    • Creating the Project Management Plan
    • Managing Scope
    • Developing the Project Scope Management Plan
      • Input for Scope Planning
      • Tools and Techniques for Scope Planning
      • Output of Scope Planning
    • Defining the Project Scope
      • Input to Scope Definition
      • Tools and Techniques for Scope Definition
      • Output of Scope Definition
    • Creating a Work Breakdown Structure (WBS)
      • Decomposition
      • Output of Creating WBS
    • Before and After the WBS
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 4: Planning Quality and Risk Management
    • Introduction
    • Managing Quality
    • Planning Quality
      • Input to Quality Planning
      • Tools and Techniques Used for Quality Planning
      • Output of Quality Planning
    • Managing Risks
    • Planning Risk Management
      • Input to Risk Management Planning
      • Tools and Techniques for Risk Management Planning
      • Output of Risk Management Planning
    • Identifying Risks
      • Input to Risk Identification
      • Tools and Techniques for Risk Identification
      • The Risk Register: The Output of Risk Identification
    • Analyzing Risks
      • Qualitative Analysis
      • Quantitative Analysis
    • Planning the Risk Response
      • Input to Risk Response Planning
      • Tools and Techniques for Risk Response Planning
      • Output of Risk Response Planning
    • The Big Picture of Quality and Risk Management
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 5: Planning the Project Schedule
    • Introduction
    • The Long and Winding Road to the Project Schedule
    • Defining Activities
      • Input to Activity Definition
      • Tools and Techniques for Activity Definition
      • Output of Activity Definition
    • Sequencing Schedule Activities
      • Tools and Techniques for Activity Sequencing
      • Output of Activity Sequencing
    • Estimating Activity Resource Requirements
      • Input to Activity Resource Estimating
      • Tools and Techniques for Activity Resource Estimating
      • Output of Activity Resource Estimating
    • Estimating Activity Duration
      • Input to Activity Duration Estimating
      • Tools and Techniques for Activity Duration Estimating
      • Output of Activity Duration Estimating
    • Developing the Project Schedule
      • Input to Schedule Development
      • Tools and Techniques for Schedule Development
      • Output of the Schedule Development Process
    • Planning Human Resources
      • Input to Human Resource Planning
      • Tools and Techniques for Human Resource Planning
      • Output of Human Resource Planning
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 6: Executing the Project
    • Introduction
    • Executing a Project
    • Directing and Managing Project Execution
      • Input to Directing and Managing Project Execution
      • Tools and Techniques for Directing and Managing Project Execution
      • Output of Directing and Managing Project Execution
    • Acquiring a Project Team
      • Input to Acquiring the Project Team
      • Tools and Techniques for Acquiring the Project Team
      • Output of Acquiring the Project Team
    • Developing the Project Team
    • Managing the Project Team
      • Input to Managing the Project Team
      • Tools and Techniques for Managing the Project Team
      • Output of Managing the Project Team
    • Performing Quality Assurance
      • Input to Performing Quality Assurance
      • Tools and Techniques for Performing Quality Assurance
      • Output of Performing Quality Assurance
    • Procurement of Project Resources
      • Planning for Procurement
      • Implementing the Procurement of Project Resources
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 7: Monitoring and Controlling Projects
    • Introduction
    • Monitoring and Controlling the Project Work
    • Integrated Change Control Process
      • Input to Integrated Change Control
      • Tools and Techniques for Integrated Change Control
      • Output from Integrated Change Control
    • Controlling Quality
      • Input to Quality Control
      • Tools and Techniques for Quality Control
      • Output of Quality Control
    • Controlling Changes in Cost, Schedule, and Scope
      • Schedule Control
      • Scope Control
    • Measuring Performance
      • Performance Measurement Analysis for Cost Control
    • Monitoring and Controlling Risks
      • Tools and Techniques for Risk Monitoring and Controlling
      • Output from Risk Monitoring and Controlling
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 8: Closing the Project
    • Understanding Project Closure
    • Performing Project Closure
      • Input to the Close Project Process
      • Tools and Techniques for the Close Project Process
      • Output of the Close Project Process
    • Performing Contract Closure
      • Input to the Contract Closure Process
      • Tools and Techniques for the Contract Closure Process
      • Output of the Contract Closure Process
    • The Finishing Touch
      • Reviewing the Project
      • Releasing the Resources
      • Saying Goodbye: The Project Turnover
    • Summary
    • Key Terms
    • Review Questions
  • Chapter 9: Performing Professional Responsibility
    • Ensuring Individual Integrity
    • Contributing to the Knowledge Base
    • Enhancing Individual Professional Competence
    • Promoting Interaction among Stakeholders
    • Getting It Straight from the Horse's Mouth
      • Project Management Institute PMP Code of Professional Conduct
    • Dealing with Unprofessional Conduct
    • Summary
    • Review Questions
  • Appendix A: Answers to Chapter Review Questions
    • Chapter 1
    • Chapter 2
    • Chapter 3
    • Chapter 4
    • Chapter 5
    • Chapter 6
    • Chapter 7
    • Chapter 8
    • Chapter 9
  • Appendix B: Final Exam
    • Questions
    • Answers and Explanations
  • Glossary

Reviews:

PMP® In Depth

by Roland Buresund last modified 2010-06-15 03:43

Rating: **** (Mediocre)

A good primer on project management, but I doubt anyone will pass PMP or CAPM exams with this book.

There are some strange omissions in the book, like just a few pages on Cost Control, which is OK in a primer but not in a book you study for the exams!

All in all, the book is OK, if you change the title and synosis, but now it feels like they try to cheat me.

 


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