1、 www.GetP*More than 150,000 articles in the search database *Learn how almost everything works PMP Project Management Professional Study Guideby Joseph Phillips ISBN:0072230622McGraw-Hill 2004 (588 pages)This book shows you not only what, but how to studyfor the PMP exam. With 100% complete coverage
2、 of allexam objectives and simulated questions, this guidecovers project initiation, scope management, qualityassurance, and more.CD ContentTable of Contents PMP Project Management Professional Study Guide Introduction Part I - Project InitiationChapter1- Introducing Project ManagementChapter2- Exam
3、ining the Project Management FrameworkChapter3- Examining the Project Management ProcessesPart II - PMP Exam EssentialsChapter4- Implementing Project Integration ManagementChapter5- Managing the Project ScopeChapter6- Introducing Project Time ManagementChapter7- Introducing Project Cost ManagementCh
4、apter8- Introducing Project Quality ManagementChapter9- Introducing Project Human Resource ManagementChapter10- Introducing Project Communications ManagementChapter11- Introducing Project Risk ManagementChapter12- Introducing Project Procurement ManagementChapter13- PMP Code of Professional ConductA
5、ppendixA- Critical Exam InformationAppendixB- About the CDGlossary Index List of Figures List of Tables List of Inside the Exams CD Content Back CoverGet the book that shows you not only whatbut howto study 100% complete coverage of all official objectives for the PMP exam Exam Readiness checklist a
6、t the front of the bookyoure ready for the exam when all objectives on the listare checked off Inside the Exam sections in every chapter highlight key exam topics covered Simulated exam questions match the format, tone, topics, and difficulty of the real exam Covers all PMP exam topics, including: P
7、roject Initiation Establishing a Framework Resource Management Project Planning and Execution Scope Management Quality Assurance Measuring Performance Risk Management and Response Project Closing Professional Responsibility About the Author Joseph Phillips, PMP, IT Project+, is the Director of Educa
8、tion for Project Seminars, a project management trainingcompany. He has successfully implemented projects for pharmaceutical, banking, manufacturing, insurance, andother industries. Phillips has also taught PMP exam prep courses and given risk management and IT projectmanagement seminars for Fortune
9、 500 companies, the US military, not-for-profit agencies, and universities.PMP Project ManagementProfessional Study GuideJoseph PhillipsMicrosoft is a registered trademark of Microsoft Corporation in the United States and other countries.McGraw-Hill/Osborne is an independent entity from Microsoft Co
10、rporation, and not affiliated with MicrosoftCorporation in any manner. This publication may be used in assisting students prepare for a Microsoft CertifiedProfessional Exam. Neither Microsoft Corporation nor McGraw-Hill/Osborne warrants that use of this publicationwill ensure passing the relevant ex
11、am.McGraw-Hill/Osborne2100 Powell Street, 10th FloorEmeryville, California 94608U.S.A. To arrange bulk purchase discounts for sales promotions, premiums, or fund-raisers, please contact McGraw-Hill/Osborne at the above address. For information on translations or book distributors outside the U.S.A.,
12、 please see theInternational Contact Information page immediately following the index of this book.PMP Project Management Professional Study GuideCopyright 2004 by The McGraw-Hill Companies. All rights reserved. Printed in the United States of America.Except as permitted under the Copyright Act of 1
13、976, no part of this publication may be reproduced or distributed inany form or by any means, or stored in a database or retrieval system, without the prior written permission ofpublisher, with the exception that the program listings may be entered, stored, and executed in a computer system, butthey
14、 may not be reproduced for publication.1234567890 CUS CUS 019876543Book p/n 0-07-223063-0 and CD p/n 0-07-223064-9parts ofISBN 0-07-223062-2PublisherBrandon A. NordinVice President you canremember these by thinking of syrup of ipecac-hopefully without the same unpleasant results.). The five processe
15、sinteract with one another and allow the project manager, the project sponsor, the project team, and even thestakeholders to witness the progress, success, and, sometimes, failure of a project. These processes are cyclic,iterative, progressively elaborated, and chockablock full of work, documentatio
16、n, and project manager participation.The following illustration shows the relationship between the five process groups.If you were to skim through the PMBOK Guide, you wouldnt see any chapters related directly to the five processes.Instead, youd find chapters on knowledge areas. The five processes o
17、f the project management life cycle (IPECC)are spread across these knowledge areas. This book will cross-reference the five processes with the nine knowledgeareas.The material in the following sections will acquaint you with the knowledge areas.Exam WatchIf you want to pass the PMP exam, learn and l
18、ove the project management knowledge areas. Theseknowledge areas are the different facets of project management a project manager will work through ineach of the processes. Chapters 4 through 12 will detail all of the facts for each of the knowledge areas. Agrid outlining the interaction of the proc
19、ess areas and the knowledge areas is on page 38 of the PMBOKGuide. You should be intimately familiar with this grid, and consider memorizing it to give yourself anedge up on the exam.Project Integration ManagementThis knowledge area deals first with creating the official project plan. The project pl
20、an details can vary based on thesize, impact, and priority of the project. Once the project plan is created, Integration Management ensures the plan isfollowed. Finally, Integrated Change Control is responsible for managing and controlling changes to the project.Project Integration Management includ
21、esThe creation and approval of the project planExecuting the project planManaging, controlling, and documenting changes to the project planCase Study: Implementing Project Integration ManagementZings Sweater Company, an international company that sells fancy cotton, silk, and wool sweaters, has hire
22、d you astheir project manager. Zings Sweater Company uses old-fashioned machinery to create some of the finest and mostcomfortable sweaters in the world. Their busy manufacturing season is in late summer and again in early winter. Theyare thrilled to have you on board.The Vice President of Sales for
23、 the Zings Sweater Company has a hot new idea to create a Frequent CustomerProgram for their clients. His idea is that customers can enroll in the program when purchasing sweaters in their stores,through , and even through a direct mail campaign. Once customers enroll, theyll receivecoupons, discoun
24、ts, and e-mail announcements about new sweaters.Lucky you! Youve been deemed the project manager of this massive, high-profile project. Through an initialfeasibility study, the proposed project answers several business needs and has the potential to boost market share byseven percent.To create your
25、project, youll have to complete plenty of research, break down the work into manageable chunks ofactivities, and rely on Subject Matter Experts (SMEs) from outside vendors and individuals on your recently recruitedproject team. As you work with your team, youll have to rely on their findings, expert
26、 judgment, and evidence fordecisions.As the plan comes together, youll document the current state of the company and make predictions about its future.Before any implementation begins, you and management will have to be in agreement regarding project requirements,expectations, and level of quality.
27、Of course, this information will be documented in your project plan. Other inputs toyour project plan will include related historical information, information gathered from stakeholders, and knowledgelearned from your planning process.Once your plan has been approved and youve been given the green l
28、ight, the project team will get to workimplementing the plan and working toward completion. Youll monitor and control project tasks through workauthorization systems, guidelines set by the official project plan, and inputs from the experts on your project team. Asyou document the work, youll report
29、on the projects progress, the level of value, and the projects ability to end onschedule and on budget.As this project moves forward, your project team may discover faster, better, or safer methods to complete thework than what was originally planned. Any deviation from the project plan will be docu
30、mented, approved, and thenupdated (with your final approval) to the project plan-something Zings Sweater Company has not been used to doing.Project Scope ManagementThe project scope encompasses all the required work, and only the required work, necessary to complete theproject. Work that does not su
31、pport the needs of the project is considered out of scope. Project Scope Managementalso includes verifying the work that the project team is completing is in alignment with project requirements. ProjectScope Management includesInitiating the projectPlanning the project scopeDefining the exact projec
32、t scopeVerifying the project scopeControlling project scopeCase Study: Enacting Project Scope ManagementYour project with the Zings Sweater Company has a project scope. In this instance, the scope of the work at thehighest level is to create a Frequent Customer Program. Through your research, you an
33、d your project team will breakdown this work into a logical plan. Requested work that does not fit within the project scope is out of bounds andshould not be completed as part of this project.For example, Nancy Martin, the Director of Retail Locations, requests that since youll be creating a few dat
34、abasesof customers you should also create a directory of all of the store employees with their photos, information regardingtheir favorite sweaters, and other neat facts. While this request may have some merit, it is not in the original scope ofthe Frequent Customer Program youve been assigned to cr
35、eate. Sorry, Nancy, your request is out of bounds, out ofscope, and wont be added onto this project.During the management of the Frequent Customer Program Project you discover that one of your team members ispromising store managers that customers will be able to request custom-tailored sweaters as
36、part of this project.Nope. That feature, while handy, is out of the project scope.At the end of the project, and often at the end of each project phase, you will walk the project sponsor and keystakeholders through the deliverables youve created. This is scope verification-the activity of proving th
37、at what youhave promised through the scope is a reality for the customer of the project.The Vice President of Sales, the sponsor of the Frequent Customer Program Project, needs the database in place assoon as possible. Through the planning process you know several databases will need to be created t
38、o store thecustomer information. Marketing material will have to be developed. Therell be training for the store employees. Andtheres all the marketing material to write and produce. Also, dont forget the Internet site will have to be updated tosupport the discounts. You know, as an employee, that t
39、here are 220 Zings Sweater stores throughout the world andeach will need their point-of-sale software updated either in person or through a remote access solution.Hmm? Should it be done ASAP? This high-profile project will cost a considerable amount of money, time, and effortin order to obtain the t
40、argeted seven-percent increase in market share. Not exactly a project you want to rush throughand wreck.Next, you and your team estimate the amount of time each activity will actually take to complete. As you begin toassign your team tasks and arrange the order of activities, you build a time estima
41、te.During this process, you discover dependencies that have to be in place for the project to move forward. You mapout the work in a logical order and discover there are several possible paths to completion. You must decide whichsolution has an acceptable amount of risk, as well as how it should be
42、coordinated with business cycles, otherprojects, and separate business demands, and whether or not it is realistic enough for you and your project team tomove forward with it.Another part of time management is mathematical analysis of possible best- and worse-case scenarios for activityduration. Thr
43、ough this analysis, your project management software, and expert judgment, you will create a projectcalendar that everyone can live with and work through. As the project progresses, youll have to monitor theperformance and confirm its alignment with what youve predicted. When schedule variances occu
44、r, youll have tofollow your Communications Plan to report these variances to management.Project Cost ManagementThere are several methods you can use to predict project expenses, depending on the project type. For example, ifyouve done a similar project, you could rely on your historical information
45、to predict the costs of the current project.Another method you can use is a mathematical formula called parametric modeling. This formula works well withprice per unit, like cost per square foot, cost per metric, and so on. In many instances, the proposed project mayhave widely different costs, and
46、aspects that have never been completed before. In these instances, the projectmanager will rely on traditional bottom-up estimations. Bottom-up estimations start at zero, with each expenseaccounted for until a grand total is reached.In your cost estimate, you will also need to calculate the cost of
47、travel, hardware, and software needed to completethe project. Dont forget to factor in marketing material, training, petty cash, and monies for team rewards like ticketsto ball games, movies, and other intermittent incentives.Once the project moves into implementation, youll be accountable for the a
48、pproved budget and will have to keeptrack of procurements, fees, invoices, and the employees time. Youll need some accounting software or a few sharppencils. Just kidding-rely on the accounting software.Throughout the project, management is going to want to see how things are progressing in dollars
49、and sense. Forstarters, youll rely on actual costs against your predicted project baseline. This will only tell you so much. Forcomplex projects, youll really need some advanced method to see the actual progress in monetary value. For this,youll use nine different formulas to calculate the value of the project, any cost or schedule variances, and evidencethat the project will likely finish on time and on budget. The nine formulas comprise Earned Value Management.Managing project cost includes
