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PMP Project Management Professional All-in-One Exam Guide

by Joseph Phillips

September 2021

Beginner to intermediate

768 pages

24h 21m

English

McGraw-Hill

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PMP Exam Objectives Map

All About the PMP ExamMoney and Your ExamPassing the ExamCreating Your Study StrategyWhat Your Exam Is Based OnWhat Is a Project?Temping a ProjectDefining a Project’s UniquenessChanging the OrganizationCreating Business ValueProgressively Elaborating a ProjectWhy Do Projects?Creating Project Management Business DocumentsWhat Is Project Management?Back to the PMBOK GuideBeing a Project ExpertUsing the Project Management Body of KnowledgeWorking with Your Application AreaExamining the Project Management ContextOpening Your PortfolioWorking with ProgramsWorking with SubprojectsWorking with Project Management OfficesConsidering Projects and OperationsIdentifying the Project Life CycleExamining a Project Life CycleComparing Project Life Cycles and Product Life CyclesWorking with Project Management ProcessesExploring the Project Management ProcessesExamining the Process Group InteractionsChoosing the Appropriate ProcessesWorking with Process GroupsGathering Project Management Data and InformationGathering Work Performance DataCreating Work Performance InformationCommunicating Through Work Performance ReportsChapter SummaryQuestionsAnswers
Exploring Agile Project ManagementEmbracing the Agile ManifestoComparing Predictive and Agile ProjectsIdentifying Different Agile ApproachesWorking with Enterprise Environmental FactorsWorking with Internal Enterprise Environmental FactorsConsidering External Enterprise Environmental FactorsLeveraging Organizational Process AssetsAdhering to Processes, Policies, and ProceduresLeveraging Organizational Knowledge RepositoriesWorking Within an Organizational SystemWorking in a SystemOperating Within a Governance FrameworkIdentifying the Organizational InfluencesCompleting Projects in Different Organizational StructuresRecognizing Organizational StructuresManaging Project TeamsWorking with a PMOChapter SummaryCase StudyManaging Projects from Start to CompletionExamining the Project DeliverablesExamining the Project PhasesControlling Project ChangesQuestionsAnswers
Exploring the Project Manager RoleDefining the Agile Project ManagerLeading the Project TeamCommunicating Project InformationNegotiating Project Terms and ConditionsActive Problem-SolvingIdentifying the Project Manager InfluenceInfluencing the ProjectInfluencing the OrganizationConsidering Social, Economic, and Environmental Project InfluencesConsidering International InfluencesConsidering Cultural and Industry InfluencesBuilding Project Management SkillsEnhancing Skills and CompetenciesIntroducing the PMI Talent TriangleManaging Politics in ProjectsServing as a Leader and ManagerLearning Leadership StylesCreating a Leadership PersonaPerforming Project IntegrationIntegrating ProcessesBuilding Your Cognitive-Level IntegrationExamining Context-Level IntegrationChapter SummaryQuestionsAnswers
Developing the Project CharterPreparing to Create the Project CharterChoosing a Project to CharterKnowing the Project Management MethodologyCreating the Charter—FinallyCreating the Assumptions LogDeveloping the Project Management PlanCreating the Project Management PlanHosting the Project Kickoff MeetingDirecting and Managing the Project WorkCreating the Project DeliverablesCreating an Issue LogResponding to Project ConditionsManaging Project KnowledgePreparing to Manage KnowledgeReviewing Knowledge Management Tools and TechniquesReviewing the Results of Knowledge ManagementMonitoring and Controlling the Project WorkMonitoring the ProjectAnalyzing Project DataCreating a Work Performance ReportManaging Integrated Change ControlReacting to ChangeUsing the Project Management Information SystemClosing the Project or PhaseDocumenting the ClosingCreating the Final Project ReportChapter SummaryQuestionsAnswers
Planning the Project Scope ManagementCreating the Project Scope Management PlanCreating the Requirements Management PlanCollecting the Project RequirementsWorking with Project StakeholdersExamining the Outputs of Requirement CollectionDefining Project and Product ScopesCreating the Project Scope StatementUsing Product AnalysisUsing Alternatives GenerationUsing Stakeholder AnalysisExamining the Project Scope StatementPlanning a SprintCreating the Work Breakdown StructureUsing a WBS TemplateDecomposing the DeliverablesCreating the WBS DictionaryValidating the Project ScopePreparing for Project InspectionInspecting the Project WorkControlling the Project ScopeUsing a Change Control SystemPlanning for Project Scope ChangesApproving a ChangeChapter SummaryQuestionsAnswers
Planning Schedule ManagementCreating the Schedule Management PlanExamining the Schedule Management PlanUtilizing an On-Demand Scheduling ApproachDefining the Project ActivitiesMaking the Activity ListExamining the Activity ListDocumenting the Activity AttributesBuilding the Milestone ListCreating the Product RoadmapUpdating the Work Breakdown StructureSequencing the Project ActivitiesConsidering the Inputs to Activity SequencingCreating Network DiagramsUsing the Precedence Diagramming MethodUtilizing Network TemplatesDetermining the Activity DependenciesConsidering Leads and LagsEstimating Activity DurationsConsidering the Activity Duration Estimate InputsUsing Analogous EstimatingApplying Parametric EstimatesCreating a Three-Point EstimateEstimating from the Bottom UpFactoring in Reserve TimeEvaluating the EstimatesPredicting Duration in Agile ProjectsDeveloping the Project ScheduleApplying Mathematical AnalysisCalculating Float in a PNDEncountering Scheduling on the PMP ExamApplying Schedule CompressionUsing a Project SimulationUsing Resource-Leveling HeuristicsUsing Project Management SoftwareRelying on a Project Coding StructureConsidering the Outputs of Schedule DevelopmentReviewing the Schedule BaselineExamining the Project ScheduleUtilizing the Schedule Management PlanUpdating the Resource RequirementsControlling the Project ScheduleManaging the Inputs to Schedule ControlApplying Schedule ControlMeasuring Project PerformanceExamining the Schedule VarianceCreating Burndown and Burnup ChartUpdating the Project ScheduleApplying Corrective ActionChapter SummaryQuestionsAnswers
Planning for Project Cost ManagementPreparing the Cost Management PlanExamining the Project Cost Management PlanPreparing for Adaptive Cost ManagementDetermining Project CostsEstimating the Project CostsCreating the Cost EstimateExamining the Cost EstimateBudgeting the ProjectCreating the Project BudgetExamining the Project BudgetControlling Project CostsManaging the Project CostsControlling Changes to Project CostsUsing Earned Value ManagementLearning the FundamentalsFinding the Project VariancesFinding the IndexesPredicting the Project’s FutureThe Five EVM Formula RulesChapter SummaryQuestionsAnswers
Planning for QualityUsing Quality Planning ToolsCreating the Quality Management PlanEstablishing Quality MetricsUpdating the Project Management Plan and DocumentsManaging Quality in the ProjectPreparing to Manage QualityManaging Quality Within a ProjectCompleting a Quality AuditDesigning for XImplementing Problem-Solving TechniquesReviewing the Results of Managing QualityControlling Quality in a ProjectPreparing to Control QualityRelying on the Seven Basic Quality ToolsInspecting ResultsTesting Deliverables in Adaptive ProjectsCreating a FlowchartCreating a Control ChartCreating a Pareto DiagramCreating a HistogramCreating a Run ChartCreating a Scatter DiagramCompleting a Statistical SamplingRevisiting FlowchartingApplying Trend AnalysisExamining Control Quality Process ResultsChapter SummaryQuestionsAnswers
Planning for Resource ManagementIdentifying Organizational Approach for Managing ResourcesRelying on Enterprise Environmental FactorsUsing the Organizational Process AssetsReferencing the Project Management PlanCharting the Human ResourcesNetworking Human ResourcesIdentifying Roles and ResponsibilitiesCreating a Project Organization ChartCreating a Team CharterEstimating the Activity ResourcesUsing Expert JudgmentUsing Bottom-Up EstimatingRelying on Analogous EstimatingUtilizing Parametric EstimatingIdentifying AlternativesRelying on Published Estimating DataBuilding an Agile Project TeamExamining the Activity Resource EstimatesAcquiring the Project TeamExamining the Staffing PoolNegotiating for ResourcesWorking with Preassigned StaffProcuring StaffManaging a Virtual TeamUtilizing a Multicriteria Decision Analysis ProcessAssembling the Project TeamCreating Agile Team WorkspacesDeveloping the Project TeamBeing a Servant LeaderPreparing for Team DevelopmentRelying on Interpersonal Management SkillsCreating Team-Building ActivitiesEstablishing Project Ground RulesRewarding the Project TeamAssessing the Project TeamManaging the Project TeamPreparing for Team ManagementDealing with Team DisagreementsCreating an Issue LogExamining the Outputs of Team ManagementRelating to Organizational TheoriesMaslow’s Hierarchy of NeedsHerzberg’s Theory of MotivationMcGregor’s Theory of X and YOuchi’s Theory ZVroom’s Expectancy TheoryMcClelland’s Theory of NeedsControlling ResourcesPreparing to Control ResourcesReviewing the Tools and Techniques to Control ResourcesReviewing the Results of Controlling ResourcesChapter SummaryQuestionsAnswers
Examining the Communications FoundationCommunication FactorsUnderstanding the Communications ModelPlanning for CommunicationsPreparing for CommunicationsIdentifying Communication RequirementsExploring Communication TechnologiesCreating the Communications Management PlanManaging Project CommunicationsExamining Communication SkillsExamining Communication Factors and TechnologiesDistributing InformationCreating Lessons LearnedExamining the Results of Communications ManagementMonitoring CommunicationsExamining the Tools for Monitoring CommunicationsReviewing Project PerformanceAnalyzing Project VariancesExamining the Results of Monitoring CommunicationsChapter SummaryQuestionsAnswers
Planning for Risk ManagementPreparing for Risk Management PlanningCompleting Risk Management PlanningCreating the Risk Management PlanIdentifying the Project RisksFinding Project RisksCreating a Risk RegisterCreating a Risk ReportUsing Qualitative Risk AnalysisPreparing for Qualitative AnalysisCompleting Qualitative AnalysisApplying Probability and ImpactCreating a Probability-Impact MatrixRelying on Data PrecisionBuilding a Hierarchical ChartAssessing the Risk ScoreExamining the Results of Qualitative Risk AnalysisPreparing for Quantitative Risk AnalysisInterviewing Stakeholders and ExpertsApplying Sensitivity AnalysisFinding the Expected Monetary ValueUsing a Decision TreeUsing a Project SimulationExamining the Results of Quantitative Risk AnalysisPlanning for Risk ResponsesPreparing for Risk ResponsesCreating Risk ResponsesManaging the Positive Risk and OpportunitiesAccepting the RisksUpdating the Risk RegisterCreating Contracts for Risk ResponseJustifying Risk ReductionCreating a Project Contingency ResponseUpdating the Project PlanImplementing Risk ResponsesPreparing to Implement Risk ResponsesReviewing the Tools and Techniques for Implementing Risk ResponsesExamining the Results of Implementing Risk ResponsesMonitoring Project RisksPreparing for Risk Monitoring and ControlMonitoring and Controlling RisksCompleting Risk Response AuditsAnalyzing Project VariancesMeasuring Technical PerformanceMonitoring Contingency ReserveExamining the Results of Risk Monitoring and ControlChapter SummaryQuestionsAnswers
Planning for ProcurementConsidering Agile AgreementsDetermining the Contract TypeUnderstanding Contract TypesUsing the Procurement Planning ToolsExamining the Results of Procurement PlanningCreating the Procurement DocumentsCreating Source Selection CriteriaConducting ProcurementsHosting a Bidder ConferenceAdvertising for SellersCreating a Qualified Sellers ListSelecting a SellerExamining Vendor ResponsesChoosing the SellerExamining the Results of Seller SelectionControlling Project ProcurementsCompleting the Procurement Control ProcessReviewing the Results of Procurement ControlPerforming Contract ClosureAuditing the Procurement ProcessNegotiating SettlementsCompleting Contract ClosureChapter SummaryCase Study: Litke Greenhouse and Nursery Procurement ProcessesPlanning for ProcurementHosting a Bidder ConferenceSelecting a VendorQuestionsAnswers
Identifying Project StakeholdersPreparing for Stakeholder IdentificationLaunching Project Stakeholder IdentificationPerforming Stakeholder AnalysisClassifying StakeholdersFinalizing Stakeholder IdentificationCreating the Stakeholder RegisterPlanning Stakeholder ManagementPreparing to Plan for Stakeholder ManagementCreating the Stakeholder Engagement PlanExamining the Stakeholder Engagement PlanManaging Stakeholder EngagementPreparing to Manage Stakeholder EngagementManaging Stakeholder RelationshipsReviewing Stakeholder Engagement ResultsMonitoring Stakeholder EngagementPreparing to Monitor Stakeholder EngagementComponents of Monitoring Stakeholder EngagementReviewing the Outputs of Stakeholder EngagementChapter SummaryQuestionsAnswers
Defining Agile Project ManagementReviewing the Agile ManifestoBuilding the Agile MindsetLeading an Agile ProjectExploring Agile ApproachesDiving into ScrumIntroducing Extreme ProgrammingWorking with Other Agile ApproachesChapter SummaryQuestionsAnswers
Stakeholder Engagement in Agile ProjectsIncorporating Stakeholder ValuesBuilding Stakeholder SynergyLeading Stakeholder ConversationsPlanning for Effective EngagementStructuring Team Stakeholder EngagementCreating an Agile CharterExploring the Project TeamCreating a Team SpaceCoaching the TeamResolving Differences in an Agile ProjectChapter SummaryQuestionsAnswers
Defining Agile MetricsEarned Value ManagementReturn on InvestmentMeasuring Agile PerformanceReviews and RetrospectiveUnderstanding VelocityLead Time and Cycle TimeCharting PerformanceBurndown and Burnup ChartsRelease BurndownUsing a Control Chart in Agile ProjectsExploring Cumulative Flow DiagramTesting in Agile ProjectsEmploying Acceptance Test–Driven DevelopmentWorking with Behavior-Driven DevelopmentExploratory Testing in AgileChapter SummaryQuestionsAnswers
Managing Risks and IssuesProblem Detection and ResolutionCompleting Variance AnalysisWorking with the Risk-Adjusted BacklogPromoting Continuous ImprovementProblem Solving in Agile ProjectsSolving Scrum ProblemsSolving XP ProblemsSolving Problems in Lean ProjectsChapter SummaryQuestionsAnswers
Learning the Code of EthicsExploring the Code’s Vision and PurposeParticipating in the CodeLearning the Code DetailsServing Responsibly as a Project ManagerDefining ResponsibilityAspiring to Responsibility ExpectationsAdhering to the Mandatory Standards of ResponsibilityAdhering to the Respect ValueAspiring to RespectAdhering to the Mandatory Values of RespectBeing a Fair Project ManagerAspiring to FairnessAdhering to the Mandatory Standards on FairnessBeing an Honest Project ManagerAspiring to HonestyLiving the Honesty RequirementsChapter SummaryQuestionsAnswers
Tips to Pass the ExamPrepare Before the ExamCreate Your Own Answer KeyTesting TipsAnswer Every Question—OnceUse the Process of EliminationEverything You Must KnowThe 49 Project Management ProcessesEarned Value Management FormulasQuick Project Management FactsA Letter to You
System RequirementsYour Total Seminars Training Hub AccountPrivacy NoticeSingle User License Terms and ConditionsTotalTester OnlineOther Book ResourcesVideo Training from the AuthorDownloadable ContentTechnical Support

Content preview from PMP Project Management Professional All-in-One Exam Guide

CHAPTER 12 Managing Project Procurement

In this chapter, you will

•Plan for project procurement

•Select the project vendors

•Create contracts for the project work

•Control and administer the contractual relationships

•Close out the contract with the project vendors

Projects routinely require procurements. Projects need materials, equipment, consultants, training, books, software, hardware, and lots of other stuff to help make them successful. Project procurement management is the process of purchasing the resources necessary to meet the needs of the project scope. It’s also about the control and delivery of the promises made between the buyer and the seller. Adaptive projects have to consider the uncertainty of the project scope and how that ...

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CHAPTER 12

Managing Project Procurement