PMP E-Book

Kim Heldman

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 1156

Veröffentlichungsjahr: 2013

Beschreibung

The ultimate package for preparing you to take the PMP® exam Project management is one of the most desired skills in today's IT marketplace and the Project Management Professional (PMP) exam reflects your level of proficiency and preparedness as a project manager. This comprehensive study guide features the Sybex test engine with two practice PMP exams, electronic flashcards, two hours of audio review, as well as two bonus Certified Associate in Project Management (CAPM®) exams. The book covers a wide-range of project management and exam topics, concepts, and key terms. Not only does this must-have resource reflect the very latest version of the exam, it is written by popular project management expert Kim Heldman, who is the author of the six previous editions of this top-selling book. * Prepares you to take the Project Management Professional (PMP) exam as well as the Certified Associate in Project Management (CAPM) exam, both offered by the Project Management Institute (PMI®) * Covers all exam topic areas plus a wide range of project management processes, concepts, and key terms * Uses real-world scenarios and How This Applies to Your Current Project sidebars to fully illustrate concepts * Readers get access to invaluable study tools with testing software, practice exams, electronic flashcards, and over two hours of audio review PMP: Project Management Professional Exam Study Guide, Seventh Edition helps you prepare for the PMP exam and also serves as an essential resource for becoming a more astute project manager. (PMI, CAPM, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Leseprobe

Contents

Reader Letter

Acknowledgments

About the Author

Introduction

Assessment Test

Chapter 1: What Is a Project?

Is It a Project?

What Is Project Management?

Skills Every Good Project Manager Needs

Understanding Organizational Structures

Understanding Project Life Cycles and Project Management Processes

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 2: Creating the Project Charter

Exploring the Project Management Knowledge Areas

Understanding How Projects Come About

Kicking Off the Project Charter

Formalizing and Publishing the Project Charter

Identifying Stakeholders

Introducing the Kitchen Heaven Project Case Study

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 3: Developing the Project Scope Statement

Developing the Project Management Plan

Plan Scope Management

Collecting Requirements

Defining Scope

Writing the Project Scope Statement

Creating the Work Breakdown Structure

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 4: Creating the Project Schedule

Creating the Schedule Management Plan

Defining Activities

Understanding the Sequence Activities Process

Estimating Activity Resources

Estimating Activity Durations

Developing the Project Schedule

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 5: Developing the Project Budget and Communicating the Plan

Creating the Project Cost Management Plan

Estimating Costs

Establishing the Cost Baseline

Understanding Stakeholders

Communicating the Plan

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 6: Risk Planning

Planning for Risks

Planning Your Risk Management

Identifying Potential Risk

Analyzing Risks Using Qualitative Techniques

Quantifying Risk

Developing a Risk Response Plan

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 7: Planning Project Resources

Procurement Planning

Developing the Human Resource Management Plan

Quality Planning

Bringing It All Together

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 8: Developing the Project Team

Directing and Managing Project Work

Acquiring the Project Team

Developing the Project Team

Managing Project Teams

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 9: Conducting Procurements and Sharing Information

Conducting Procurements

Laying Out Quality Assurance Procedures

Managing Project Information

Managing Stakeholder Engagement

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 10: Measuring and Controlling Project Performance

Monitoring and Controlling Project Work

Controlling Procurements

Controlling Communications

Managing Perform Integrated Change Control

Controlling Stakeholder Engagement

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 11: Controlling Work Results

Monitoring and Controlling Risk

Managing Cost Changes

Monitoring and Controlling Schedule Changes

Utilizing Control Quality Techniques

Validating Project Scope

Controlling Scope

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Chapter 12: Closing the Project and Applying Professional Responsibility

Formulating Project Closeout

Closing Out the Project

Closing Out the Procurements

Balancing Stakeholders’ Interests at Project Close

Professional Responsibility

Applying Professional Knowledge

Understanding How This Applies to Your Next Project

Summary

Exam Essentials

Key Terms

Review Questions

Appendix A: Answers to Review Questions

Appendix B: Process Inputs and Outputs

Appendix C: About the Additional Study Tools

Wiley End User License Agreement

Senior Acquisitions Editor: Jeff Kellum

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Copyright © 2013 by John Wiley & Sons, Inc., Indianapolis, Indiana

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Dear Reader,

Thank you for choosing PMP: Project Management Professional Exam Study Guide, Seventh Edition. This book is part of a family of premium-quality Sybex books, all of which are written by outstanding authors who combine practical experience with a gift for teaching.

Sybex was founded in 1976. More than 30 years later, we’re still committed to producing consistently exceptional books. With each of our titles, we’re working hard to set a new standard for the industry. From the paper we print on, to the authors we work with, our goal is to bring you the best books available.

I hope you see all that reflected in these pages. I’d be very interested to hear your comments and get your feedback on how we’re doing. Feel free to let me know what you think about this or any other Sybex book by sending me an email at [email protected]. If you think you’ve found a technical error in this book, please visit http://sybex.custhelp.com. Customer feedback is critical to our efforts at Sybex.

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Vice President and Publisher

Sybex, an Imprint of Wiley

To BB, my forever love

—Kimmie

Acknowledgments

Thank you for buying PMP®: Project Management Professional Exam Study Guide, Seventh Edition to help you study and prepare for the PMP® exam. Thousands of readers worldwide have used previous editions of this book to help them study for and pass the exam. Because of their success and their recommendations to friends and coworkers, we’ve been able to keep this study guide up-to-date to match the changes made in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition.

I would also like to thank the countless instructors who use my book in their PMP® prep classes. Over the past few months, I’ve heard from many of you wondering when this edition would be available. Thank you for your continued interest in using the Study Guide in your classes. A big thanks goes to all the PMI® chapters who use this book in their classes as well.

A huge thank-you goes to Neil Edde, vice president and publisher at Sybex, for giving me the opportunity to revise and update this edition. Neil took a chance way back when on the first edition of this book. I can’t thank him enough for having the foresight at that time to believe in this little-known exam.

This book clearly fits the definition of a project, and the team at Sybex is one of the best project teams you’ll ever find. I appreciate all the hard work and dedication everyone on the team put into producing this book. A special thanks goes to Jeff Kellum, acquisitions editor. Jeff and I have worked on several editions of this book together, and I appreciate his diligence and insightful ideas for updates to the book over the years. It’s always a pleasure to work with Jeff.

Next, I’d like to thank Sara Barry, development editor, for her diligent work in helping me make this edition the best it can be. She has a very keen eye and her recommendations were always spot on and helped clarify the concepts. A big thanks also goes to Rebecca Anderson, production editor, for all her help on the book. It was great to work with her. And thanks also to Liz Welch, copyeditor, for all her help.

There were many folks involved behind the scenes who also deserve my thanks, including proofreader Sarah Kaikini and indexer Robert Swanson.

Next, I’d like to thank Vanina Mangano, technical editor, for her wealth of suggestions and ideas for new topics I should add to the text. It is always a pleasure to work with Vanina. She is a true professional. Vanina is an instructor and consultant in project management. I highly recommend Vanina’s classes and videos if you’re looking for additional study materials for the exam.

I have a special heartfelt thanks for Brett Feddersen, who served as the final technical editor on the book. I have had the great pleasure of working with Brett at the State of Colorado in the past and have delighted in our friendship and in watching him stretch and grow professionally while dealing with the many challenges that came his way. If you are ever in need of the best leader or project manager in the world, Brett is your man.

Last, but always the first on my list, is my best friend for a couple of decades and counting, BB. I love you and I would never have accomplished what I have to date without your love and support. You’re the best! And I’d be remiss if I didn’t also thank Jason and Leah, Noelle, Amanda, and of course the two best granddaughters on the planet, Kate and Juliette, for their support and understanding.

About the Author

Kim Heldman, MBA, PMP® is a Business Relationship Manager for the Regional Transportation District in Denver, CO. Kim is responsible for overseeing technology projects and services related to the Finance and Administration area. She manages and oversees projects with IT components ranging from small in scope and budget to multimillion dollar, multiyear projects. She has over 23 years of experience in information technology project management. Kim has served in a senior leadership role for over 15 years and is regarded as a strategic visionary with an innate ability to collaborate with diverse groups and organizations, instill hope, improve morale, and lead her teams in achieving goals they never thought possible.

In addition to her project management experience, Kim has experience managing enterprise resource planning systems, application development, web development, network operations, infrastructure, security, and customer service teams.

Kim wrote the first edition of PMP®: Project Management Professional Study Guide, published by Sybex, in 2002. Since then, thousands of people worldwide have used the Study Guide in preparation for the PMP® exam. Kim is also the author of Project Management JumpStart, Third Edition and Project Manager’s Spotlight on Risk Management and coauthor of CompTIA Project+, Second Edition. Kim has also published several articles and is currently working on a leadership book.

Most of the Real World Scenarios in the Study Guide are based on Kim’s real-life experiences. The names and circumstances have been changed to protect the innocent.

Kim continues to write on project management best practices and leadership topics, and she speaks frequently at conferences and events. You can contact Kim at [email protected]. She personally answers all her email.

Introduction

This book was designed for anyone thinking of taking the Project Management Professional (PMP®) exam sponsored by the Project Management Institute (PMI®). This certification is growing in popularity and demand in all areas of business. PMI® has experienced explosive growth in membership over the last few years, and more and more organizations are recognizing the importance of project management certification.

Although this book is written primarily for those of you taking the PMP® exam, you can also use this book to study for the Certified Associate in Project Management (CAPM®) exam. The exams are similar in style, and the information covered in this book will help you with either exam.

This book has been updated to reflect the latest edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. It assumes you have knowledge of general project management practices, although not necessarily specific to the PMBOK® Guide. It’s written so that you can skim through areas you are already familiar with, picking up the specific PMBOK® Guide terminology where needed to pass the exam. You’ll find that the project management processes and techniques discussed in this book are defined in such a way that you’ll recognize tasks you’ve always done and be able to identify them with the PMBOK® Guide process names or methodologies.

PMI® offers the most recognized certification in the field of project management, and this book deals exclusively with its procedures and methods. Project management consists of many methods, each with its own terminology, tools, and procedures. If you’re familiar with another organized project management methodology, don’t assume you already know the PMBOK® Guide processes. I strongly recommend that you learn all of the processes—their key inputs, tools and techniques, and outputs. Take the time to memorize the key terms found at the end of every chapter as well. Sometimes just understanding the definition of a term will help you answer a question. It might be that you’ve always done that particular task or used the methodology described but called it by another name. Know the name of each process and its primary purpose.

The process names, inputs, tools and techniques, outputs, and descriptions of the project management process groups and related materials and figures in this chapter are based on content from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition (Sybex, 2010).

What Is the PMP® Certification?

PMI® is the leader and the most widely recognized organization in terms of promoting project management best practices. PMI® strives to maintain and endorse standards and ethics in this field and offers publications, training, seminars, chapters, special interest groups, and colleges to further the project management discipline.

PMI® was founded in 1969 and first started offering the PMP® certification exam in 1984. PMI® is accredited as an American National Standards Institute (ANSI) standards developer and also has the distinction of being the first organization to have its certification program attain International Organization for Standardization (ISO) 9001 recognition.

PMI® boasts a worldwide membership of more than 650,000, with members from 185 countries. Local PMI® chapters meet regularly and allow project managers to exchange information and learn about new tools and techniques of project management or new ways to use established techniques. I encourage you to join a local chapter and get to know other professionals in your field.

Why Become PMP® Certified?

The following benefits are associated with becoming PMP® certified:

It demonstrates proof of professional achievement.

It increases your marketability.

It provides greater opportunity for advancement in your field.

It raises customer confidence in you and in your company’s services.

Demonstrates Proof of Professional Achievement

PMP® certification is a rigorous process that documents your achievements in the field of project management. The exam tests your knowledge of the disciplined approaches, methodologies, and project management practices as described in the PMBOK® Guide.

You are required to have several years of experience in project management before sitting for the exam, as well as 35 hours of formal project management education. Your certification assures employers and customers that you are well grounded in project management practices and disciplines. It shows that you have the hands-on experience and a mastery of the processes and disciplines to manage projects effectively and motivate teams to produce successful results.

Increases Your Marketability

Many industries are realizing the importance of project management and its role in the organization. They are also seeing that simply proclaiming a head technician to be a “project manager” does not make it so. Project management, just like engineering, information technology, and a host of other trades, has its own specific qualifications and skills. Certification tells potential employers that you have the skills, experience, and knowledge to drive successful projects and ultimately improve the company’s bottom line.

A certification will always make you stand out above the competition. If you’re a PMP® credential holder and you’re competing against a project manager without certification, chances are you’ll come out as the top pick. As a hiring manager, all other things being equal, I will usually opt for the candidate who has certification over the candidate who doesn’t have it. Certification tells potential employers you have gone the extra mile. You’ve spent time studying techniques and methods as well as employing them in practice. It shows dedication to your own professional growth and enhancement and to adhering to and advancing professional standards.

Provides Opportunity for Advancement

PMP® certification displays your willingness to pursue growth in your professional career and shows that you’re not afraid of a little hard work to get what you want. Potential employers will interpret your pursuit of this certification as a high-energy, success-driven, can-do attitude on your part. They’ll see that you’re likely to display these same characteristics on the job, which will help make the company successful. Your certification displays a success-oriented, motivated attitude that will open up opportunities for future career advancements in your current field as well as in new areas you might want to explore.

Raises Customer Confidence

Just as the PMP® certification assures employers that you’ve got the background and experience to handle project management, it assures customers that they have a competent, experienced project manager at the helm. Certification will help your organization sell customers on your ability to manage their projects. Customers, like potential employers, want the reassurance that those working for them have the knowledge and skills necessary to carry out the duties of the position and that professionalism and personal integrity are of utmost importance. Individuals who hold these ideals will translate their ethics and professionalism to their work. This enhances the trust customers will have in you, which in turn will give you the ability to influence them on important project issues.

How to Become PMP® Certified

You need to fulfill several requirements in order to sit for the PMP® exam. PMI® has detailed the certification process quite extensively at its website. Go to www.pmi.org, and click the Certification tab to get the latest information on certification procedures and requirements.

As of this writing, you are required to fill out an application to sit for the PMP® exam. You can submit this application online at the PMI®’s website. You also need to document 35 hours of formal project management education. This might include college classes, seminars, workshops, and training sessions. Be prepared to list the class titles, location, date, and content.

In addition to filling out the application and documenting your formal project management training, there is one set of criteria you’ll need to meet to sit for the exam. The criteria in this set fall into two categories. You need to meet the requirements for only one of these categories:

Category 1 is for those who have a baccalaureate degree. You’ll need to provide proof, via transcripts, of your degree with your application. In addition, you’ll need to complete verification forms—found at the PMI

®

website—that show 4,500 hours of project management experience that spans a minimum of three years.

Category 2 is for those who do not have a baccalaureate degree but do hold a high school diploma or equivalent. You’ll need to complete verification forms documenting 7,500 hours of project management experience that spans a minimum of five years.

As of this writing, the exam fee is $405 for PMI® members in good standing and $555 for non-PMI® members. Testing is conducted at Prometric testing centers. You can find a center near you on the Prometric center website, but you will not be able to schedule your exam until your application is approved by PMI®. You have one year from the time PMI® receives and approves your completed application to take the exam. You’ll need to bring two forms of identification, such as a driver’s license, with you to the Prometric testing center on the test day. You will not be allowed to take anything with you into the testing room and will be provided with a locker to store your personal belongings. You will be given a calculator, pencils, and scrap paper. You will turn in all scrap paper, including the notes and squiggles you’ve jotted during the test, to the center upon completion of the exam.

The exam is scored immediately, so you will know whether you’ve passed at the conclusion of the test. You’re given four hours to complete the exam, which consists of 200 randomly generated questions. Only 175 of the 200 questions are scored. Twenty-five of the 200 questions are “pretest” questions that will appear randomly throughout the exam. These 25 questions are used by PMI® to determine statistical information and to determine whether they can or should be used on future exams. You will receive a score of Proficient, Moderately Proficient, or Below Proficient for each exam domain, as well as a Pass or Fail score. Because PMI® uses psychometric analysis to determine whether you have passed the exam, a passing score is not published. The questions on the exam cover the five process groups and professional responsibility. You’ll answer questions on:

Initiating

Planning

Executing

Monitoring and Controlling

Closing

Professional Responsibility

Questions pertaining to professional responsibility on the exam will be intermixed with questions for all the process groups. You won’t see a section or set of questions devoted solely to professional responsibility, but you will need to understand all of the concepts in this area. I’ve devoted a good portion of the last chapter of this book to discussing professional responsibility topics.

All unanswered questions are scored as wrong answers, so it benefits you to guess at an answer if you’re stumped on a question.

After you’ve received your certification, you’ll be required to earn 60 professional development units (PDUs) every three years to maintain certification. Approximately one hour of structured learning translates to one PDU. The PMI® website details what activities constitute a PDU, how many PDUs each activity earns, and how to register your PDUs with PMI® to maintain your certification. As an example, attendance at a local chapter meeting earns one PDU.

How to Become CAPM® Certified

If you find you don’t have quite enough experience or education to sit for the PMP® exam, you should consider sitting for the Certified Associate in Project Management (CAPM®) exam. The CAPM® exam is structured like the PMP® exam, only the content of the exam focuses solely on the PMBOK® Guide. CAPM® candidates typically work in a supporting role with a project manager or as a subproject manager. Like the PMP®, CAPM® has two categories of requirements; each category requires applicants to have a secondary diploma, such as a high school diploma or global equivalent:

Category 1 is for applicants who have a minimum of 1,500 hours of project management experience.Category 2 is for applicants who have obtained at least 23 hours of formal education in project management (contact hours).

As of this writing, the CAPM® exam fee is $225 for PMI® members and $300 for non-PMI® members.

A sample CAPM® exam is included on the book’s website. If you’re sitting for the CAPM® exam, I encourage you to answer all of the end-of-chapter questions and take the bonus exams in addition to the sample CAPM® exam. You’ll get a much broader sense of the types of questions and the topics you’ll encounter on the actual exam by using all of the sample questions provided in this book and on the website.

Who Should Buy This Book?

If you are serious about passing the PMP® exam (or the CAPM® exam for that matter), you should buy this book and use it to study for the exam. This book is unique in that it walks you through the project processes from beginning to end, just as projects are performed in practice. When you read this book, you will benefit by learning specific PMBOK® Guide processes and techniques coupled with real-life scenarios that describe how project managers in different situations handle problems and the various issues all project managers are bound to encounter during their careers. This study guide describes in detail the exam objective topics in each chapter and has attempted to cover all of the important project management concepts.

How to Use This Book and Its Website

We’ve included several testing features, both in the book and on the companion website, www.sybex.com/go/pmpsg7e. Following this introduction is an assessment test that you can use to check your readiness for the actual exam. Take this test before you start reading the book. It will help you identify the areas you may need to brush up on. The answers to the assessment test appear after the last question of the test. Each answer includes an explanation and a note telling you in which chapter this material appears.

An Exam Essentials section appears at the end of every chapter to highlight the topics you’ll most likely find on the exam and help you focus on the most important material covered in the chapter so that you’ll have a solid understanding of those concepts. However, it isn’t possible to predict what questions will be covered on your particular exam, so be sure to study everything in the chapter.

Like the exam itself, this Study Guide is organized in terms of process groups and the natural sequence of events a project goes through in its life cycle. This is in contrast to other study guides, where material is organized by Knowledge Area (Human Resource Management, Communications Management, and so on); such organization can make mapping the processes in each Knowledge Area to process groups confusing when you’re studying for the exam.

Review questions are also provided at the end of every chapter. You can use them to gauge your understanding of the subject matter before reading the chapter and to point out the areas in which you need to concentrate your study time. As you finish each chapter, answer the review questions and then check to see whether your answers are right—the correct answers appear on the pages following the last question. You can go back to reread the section that deals with each question you got wrong to ensure that you answer the question correctly the next time you are tested on the material. If you can answer at least 80 percent of the review questions correctly, you can probably feel comfortable moving on to the next chapter. If you can’t answer that many correctly, reread the chapter, or the section that seems to be giving you trouble, and try the questions again. You’ll also find more than 200 flashcard questions on the website for on-the-go review.

Don’t rely on studying the review questions exclusively as your study method. The questions you’ll see on the exam will be different from the questions presented in the book. There are 200 randomly generated questions on the PMP® exam and 150 on the CAPM®, so it isn’t possible to cover every potential exam question in the Review Questions section of each chapter. Make sure you understand the concepts behind the material presented in each chapter and memorize all the formulas as well.

In addition to the assessment test and the review questions, you’ll find bonus exams on the website. Take these practice exams just as if you were actually taking the exam (that is, without any reference material). When you have finished the first exam, move on to the next exam to solidify your test-taking skills. If you get more than 85 percent of the answers correct, you’re ready to take the real exam.

The website also contains an audio file that you can download to your favorite MP3 player to hear a recap of the key elements covered in each chapter.

Finally, you will notice various Real World Scenario sidebars throughout each chapter. They are designed to give you insight into how the various processes and topic areas apply to real-world situations.

The Exam Objectives

Behind every certification exam, you can be sure to find exam objectives—the broad topics in which the exam developers want to ensure your competency. The PMP® exam objectives are listed at the beginning of every chapter in this book.

Exam objectives are subject to change at any time without prior notice and at PMI®’s sole discretion. Please visit the Certification page of PMI®’s website, www.pmi.org, for the most current listing of exam objectives.

How to Contact the Author

I welcome your feedback about this book or about books you’d like to see from me in the future. You can reach me at [email protected]. For more information about my work, please visit my website at KimHeldman.com.

Sybex strives to keep you supplied with the latest tools and information you need for your work. Please check the website at www.sybex.com/go/pmpsg7e, where we’ll post additional content and updates that supplement this book if the need arises.

PMP®: Project Management Professional Exam Study Guide, 7th Edition

Exam Objectives

Objective

Chapter

Performance Domain I: Initiating the Project

Perform project assessment based on available information and meetings with the sponsor, customer, and other subject matter experts, in order to evaluate the feasibility of new products or services within the given assumptions and/or constraints.

2

Define the high-level scope of the project based on business and compliance requirements in order to meet the customer’s project expectations.

2

Perform key stakeholder analysis using brainstorming, interviewing, and other data-gathering techniques in order to ensure expectation alignment and gain support for the project.

2

Identify and document high-level risks, assumptions, and constraints based on current environment, historical data, and/or expert judgment in order to identify project limitations and propose an implementation approach.

2

Develop Project Charter by further gathering and analyzing stakeholder requirements in order to document project scope, milestones, and deliverables.

2

Obtain approval of the project charter from the sponsor and customer (if required) in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project.

2

Performance Domain II: Planning the Project

Assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned from previous projects, and the use of requirement-gathering techniques (e.g., planning sessions, brainstorming, focus groups) in order to establish the project deliverables.

3

Create the work breakdown structure with the team by deconstructing the scope in order to manage the scope of the project.

3

Develop a project budget based on the project scope using estimating techniques in order to manage project cost.

5

Create the schedule management plan.

4

Develop project activity duration estimates.

4

Develop project resource estimates.

4

Develop a project schedule based on the project timeline, scope, and resource plan in order to manage timely completion of the project.

4

Develop a human resource management plan that defines the roles and responsibilities of the project team members and provides guidance regarding how resources will be utilized and managed.

7

Develop a communication plan based on the project organization structure and external stakeholder requirements in order to manage the flow of project information.

5

Develop a procurement management plan in order to ensure that the required project resources will be available.

7

Develop a quality management plan in order to prevent the occurrence of defects and reduce the cost of quality.

7

Develop a risk management plan by identifying, analyzing, and prioritizing project risks and defining risk response strategies in order to manage uncertainty throughout the project life cycle.

6

Identify risks and create risk register to monitor existing risks and add new risks throughout the project.

6

Perform analysis to determine probability and impact of risks occurring.

6

Prepare responses to risks.

6

Create a stakeholder management plan to document needs, interests, and impacts of stakeholders.

5

Present the project plan to the key stakeholders (if required), in order to obtain approval to execute the project.

7

Conduct a kickoff meeting with all key stakeholders, in order to announce the start of the project, communicate the project milestones, and share other relevant information.

2

Performance Domain III: Executing the Project

Obtain and manage project resources, both internal and external to the organization, by following the procurement plan in order to ensure successful project execution.

9

Execute the tasks as defined in the project plan in order to achieve the project deliverables within budget and schedule.

8, 9

Implement the quality management plan, using the appropriate tools and techniques, in order to ensure that work is being performed according to required quality standards.

9

Implement approved changes according to the change management plan, in order to meet project requirements.

10

Implement approved actions (e.g., workarounds) by following the risk management plan in order to minimize the impact of the risks on the project.

9

Use effective communication tools and techniques to convey project information and properly gather, document, and store project information.

9

Continue to engage stakeholders on the project, manage their expectations, manage and engage them in issues, and communicate project information.

9

Maximize team performance through leading, mentoring, training, and motivating team members.

8

Performance Domain IV: Monitoring and Controlling the Project

Measure project performance using appropriate tools and techniques in order to identify and quantify any variances, perform approved corrective actions, and communicate with relevant stakeholders.

10

Manage changes to the project scope, schedule, and costs by updating the project plan and communicating approved changes to the team in order to ensure that revised project goals are met.

10

Ensure that project deliverables conform to the quality standards established in the quality management plan.

11

Prepare and communicate earned value measurements and forecasts.

11

Update the risk register and risk response plan by identifying any new risks, assessing old risks, and determining and implementing appropriate response strategies in order to manage the impact of risks on the project.

11

Assess corrective actions on the issue register and determine next steps for unresolved issues by using appropriate tools and techniques in order to minimize the impact on project schedule, cost, and resources.

10, 11

Communicate project status to stakeholders for their feedback, in order to ensure the project aligns with business needs.

5, 8, 11

Control stakeholder engagement by managing expectations, informing stakeholders of project issues, and obtaining feedback.

5

Performance Domain V: Closing the Project

Obtain final acceptance of the project.

12

Transfer the ownership of deliverables to the organization.

12

Prepare administrative closure and index and file project records.

12

Distribute the final project report including all project closure–related information to all stakeholders.

12

Document lessons learned and update the organization’s knowledge base.

12

Archive project documents.

12

Measure customer satisfaction at the end of the project.

12

Exam objectives are subject to change at any time without prior notice and at PMI®’s sole discretion. Please visit PMI®’s website (www.pmi.org) for the most current listing of exam objectives.

Assessment Test

1. The project sponsor has approached you with a dilemma. At the annual stockholders meeting, the CEO announced that the project you’re managing will be completed by the end of this year. The problem is that this is six months prior to the scheduled completion date. It’s too late to go back and correct her mistake, and now stockholders expect implementation by the announced date. You must speed up the delivery date of this project. Your primary constraint before this occurred was the budget. Choose the best action from the options listed to speed up the project.

A. Hire more resources to get the work completed faster.

B. Ask for more money so that you can contract out one of the phases you had planned to do with in-house resources.

C. Utilize negotiation and influencing skills to convince the project sponsor to speak with the CEO and make a correction to her announcement.

D. Examine the project management plan to see whether there are any phases that can be fast-tracked, and then revise the project management plan to reflect the compression of the schedule.

2. These types of dependencies can create arbitrary total float values and limit your scheduling options.

A. Discretionary

B. External

C. Mandatory

D. Hard logic

3. Project managers spend what percentage of their time communicating?

A. 90

B. 85

C. 75

D. 50

4. Which of the following is not another term for inspections?

A. Reviews

B. Assessment

C. Walk-throughs

D. Audits

5. The primary function of the Closing processes is to perform which of the following?

A. Formalize lessons learned and distribute this information to project participants.

B. Perform audits to verify the project results against the project requirements.

C. Assure project records accurately reflect the final specifications of the product.

D. Perform postimplementation audits to document project successes and failures.

6. During your project meeting, a problem was discussed, and a resolution to the problem was reached. During the meeting, the participants started wondering why they thought the problem was such a big issue. Sometime after the meeting, you received an email from one of the meeting participants saying they’ve changed their mind about the solution reached in the meeting and need to resurface the problem. The solution reached during the initial project meeting is a result of which of the following conflict resolution techniques?