Books & Videos

Table of Contents

  1. Chapter 1 Introduction: Why get certified?

    1. Do these problems seem familiar?

    2. Projects don’t have to be this way

    3. Your problems... already solved

    4. What you need to be a good project manager

    5. You can’t manage your project in a vacuum

    6. Understand your company’s big picture

    7. Portfolios, programs, and projects

    8. What a project IS...

    9. ... and what a project is NOT

    10. A day in the life of a project manager

    11. How project managers run great projects

    12. A PMP certification is more than just passing a test

    13. Meet a real-life PMP-certified project manager

  2. Chapter 2 Organizations, constraints, and projects: In good company

    1. A day in Kate’s life

    2. Kate wants a new job

    3. There are different types of organizations

    4. Kate takes a new job

    5. Stakeholders are impacted by your project

    6. Back to Kate’s maintenance nightmare

    7. Managing project constraints

    8. Kate makes some changes...

    9. ... and her project is a success!

  3. Chapter 3 The process framework: It all fits together

    1. Cooking up a project

    2. Projects are like recipes

    3. If your project’s really big, you can manage it in phases

    4. Phases can also overlap

    5. Break it down

    6. Anatomy of a process

    7. Combine processes to complete your project

    8. Knowledge areas organize the processes

    9. The benefits of successful project management

  4. Chapter 4 Project integration management: Getting the job done

    1. Time to book a trip

    2. The teachers are thrilled... for now

    3. These clients are definitely not satisfied

    4. The day-to-day work of a project manager

    5. The six Integration Management processes

    6. Start your project with the Initiating processes

    7. Integration management and the process groups

    8. The “Develop Project Charter” process

    9. Make the case for your project

    10. Use expert judgment to get an outside opinion

    11. A closer look at the project charter

    12. Two things you’ll see over and over and over...

    13. Plan your project!

    14. The project management plan lets you plan ahead for problems

    15. A quick look at all those subsidiary plans

    16. Question Clinic: The “Just-The-Facts-Ma’am” Question

    17. The Direct and Manage Project Execution process

    18. The project team creates deliverables

    19. Executing the project includes repairing defects

    20. Eventually, things WILL go wrong...

    21. Sometimes you need to change your plans

    22. Look for changes and deal with them

    23. Make only the changes that are right for your project

    24. Changes, defects, and corrections

    25. Decide your changes in change control meetings

    26. How the processes interact with each other

    27. Control your changes; use change control

    28. Preventing or correcting problems

    29. Finish the work, close the project

    30. You don’t have to go home, but you can’t stay here

    31. So why INTEGRATION management?

    32. Integration Management kept your project on track, and the teachers satisfied

  5. Chapter 5 Scope management: Doing the right stuff

    1. Out of the frying pan...

    2. ... and right back into the fire

    3. Cubicle conversation

    4. It looks like we have a scope problem

    5. You’ve got to know what (and how) you will build before you build it

    6. The power of scope management

    7. The five Scope Management processes

    8. Cubicle conversation

    9. Collect requirements for your project

    10. Talk to your stakeholders

    11. Make decisions about requirements

    12. Help your team to get creative

    13. Use a questionnaire to get requirements from a bigger group of people

    14. A prototype shows users what your product will be like

    15. Collect requirements outputs page

    16. Define the scope of the project

    17. How do you define the scope?

    18. The scope statement tells you what you have to do

    19. Question Clinic: The “Which-is-BEST” Question

    20. Create the work breakdown structure

    21. The inputs for the WBS come from other processes

    22. Breaking down the work

    23. Break it down by project or phase

    24. Decompose deliverables into work packages

    25. Inside the work package

    26. The baseline is a snapshot of the plan

    27. The outputs of the Create WBS process

    28. Cubicle conversation

    29. Why scope changes

    30. The Control Scope process

    31. Anatomy of a change

    32. A closer look at the Change Control System

    33. Just one Control Scope tool/technique

    34. Make sure the team delivered the right product

    35. The stakeholders decide when the project is done

    36. Is the project ready to go?

    37. The project is ready to ship!

  6. Chapter 6 Time management: Getting it done on time

    1. Reality sets in for the happy couple

    2. Meet the wedding planner

    3. Time management helps with aggressive time lines

    4. Use the Define Activities process to break down the work

    5. Tools and techniques for Define Activities

    6. Rolling wave planning lets you plan as you go

    7. Define activities outputs

    8. The Sequence Activities process puts everything in order

    9. Diagram the relationship between activities

    10. Network diagrams put your tasks in perspective

    11. Predecessors help you sequence your activities

    12. Leads and lags add time between activities

    13. Create the network diagram

    14. Rob and Rebecca have resource problems

    15. What you need to estimate resources

    16. Estimating the resources

    17. Figuring out how long the project will take

    18. Estimation tools and techniques

    19. Create the duration estimate

    20. Back to the wedding

    21. Bringing it all together

    22. Question Clinic: The “Which-comes-next” Question

    23. One thing leads to another

    24. Use the Critical Path Method to avoid big problems

    25. How to find the critical path

    26. Finding the float for any activity

    27. Float tells you how much extra time you have

    28. Figure out the early start and early finish

    29. Figure out the latest possible start and finish

    30. Add early and late durations to your diagrams

    31. Take a backward pass to find late start and finish

    32. Let’s take some time out to walk through this!

    33. Crash the schedule

    34. Fast-tracking the project

    35. What-if analysis

    36. Other Develop Schedule tools and techniques

    37. Outputs of Develop Schedule

    38. Influence the factors that cause change

    39. Control Schedule inputs and outputs

    40. What Control Schedule updates

    41. Measuring and reporting performance

    42. Control Schedule tools and techniques

    43. Another satisfied customer!

  7. Chapter 7 Cost management: Watching the bottom line

    1. Time to expand the Head First Lounge

    2. The guys go overboard

    3. Lounge conversation

    4. Introducing the cost management processes

    5. What Alice needs before she can Estimate Costs

    6. Other tools and techniques used in Estimate Costs

    7. Let’s talk numbers

    8. Now Alice knows how much the Lounge will cost

    9. Lounge conversation

    10. The Determine Budget process

    11. What you need to build your budget

    12. Determine budget: how to build a budget

    13. Question Clinic: The Red Herring

    14. The Control Costs process is a lot like schedule control

    15. A few new tools and techniques

    16. Look at the schedule to figure out your budget

    17. How to calculate Planned Value

    18. Earned Value tells you how you’re doing

    19. How to calculate Earned Value

    20. Put yourself in someone else’s shoes

    21. Is your project behind or ahead of schedule?

    22. Are you over budget?

    23. The Earned Value Management formulas

    24. Interpret CPI and SPI numbers to gauge your project

    25. Forecast what your project will look like when it’s done

    26. Meanwhile, back in the Lounge

    27. Once you’ve got an estimate, you can calculate a variance!

    28. Finding missing information

    29. Keep your project on track with TCPI

    30. A high TCPI means a tight budget

    31. Party time!

  8. Chapter 8 Quality management: Getting it right

    1. What is quality?

    2. You need more than just tests to figure out quality

    3. Once you know what the product is supposed to do, it’s easy to tell which tests pass and which fail

    4. Quality up close

    5. Quality vs. grade

    6. “An ounce of prevention...”

    7. Plan Quality is how you prevent defects

    8. How to plan for quality

    9. The quality management plan gives you what you need to manage quality

    10. Inspect your deliverables

    11. Use the planning outputs for Perform Quality Control

    12. The seven basic tools of quality

    13. Pareto charts, flowcharts, and histograms

    14. Run charts and scatter diagrams

    15. More quality control tools

    16. Question Clinic: The “Which-One” Question

    17. Quality control means finding and correcting defects

    18. Trouble at the Black Box 3000TM factory

    19. Introducing Quality Assurance

    20. A closer look at some tools and techniques

    21. More ideas behind quality assurance

    22. The Black Box 3000TM makes record profits!

  9. Chapter 9 Human resource management: Getting the team together

    1. Mike needs a new team

    2. Cubicle conversation

    3. Get your team together and keep them moving

    4. Figure out who you need on your team

    5. The staffing management plan

    6. Get the team together

    7. Cubicle conversation

    8. Develop your project team

    9. Develop the team with your management skills

    10. Your interpersonal skills can make a big difference for your team

    11. Lead the team with your management skills

    12. Motivate your team

    13. Stages of team development

    14. How’s the team doing?

    15. Cubicle conversation

    16. Managing your team means solving problems

    17. Conflict management up close

    18. How to resolve a conflict

    19. The Cows Gone Wild IV team ROCKS!

    20. Question Clinic: The “Have-A-Meeting” Question

  10. Chapter 10 Communications management: Getting the word out

    1. Party at the Head First Lounge!

    2. But something’s not right

    3. Anatomy of communication

    4. Get a handle on communication

    5. Find out who your stakeholders are

    6. Tell everyone what’s going on

    7. Get the message?

    8. More Distribute Information tools

    9. Let everyone know how the project’s going

    10. Take a close look at the work being done

    11. Now you can get the word out

    12. People aren’t talking!

    13. Count the channels of communication

    14. It’s party time!

    15. Question Clinic: The Calculation Question

  11. Chapter 11 Project risk management: Planning for the unknown

    1. What’s a risk?

    2. How you deal with risk

    3. Plan Risk Management

    4. Use a risk breakdown structure to categorize risks

    5. Anatomy of a risk

    6. What could happen to your project?

    7. Information-gathering techniques for Identify Risks

    8. More Identify Risks techniques

    9. Where to look for risks

    10. Now put it in the risk register

    11. Rank your risks

    12. Examine each risk in the register

    13. Qualitative vs. quantitative analysis

    14. Perform Quantitative Risk Analysis

    15. First gather the data...

    16. ... then analyze it

    17. Calculate the Expected Monetary Value of your risks

    18. Decision tree analysis uses EMV to help you make choices

    19. Update the risk register based on your quantitative analysis results

    20. How do you respond to a risk?

    21. It isn’t always so bad

    22. Response planning can even find more risks

    23. Add risk responses to the register

    24. You can’t plan for every risk at the start of the project

    25. Monitor and Control Risks is another change control process

    26. How to control your risks

    27. More risk monitoring and control techniques

    28. Question Clinic: The “Which-is-NOT” Question

  12. Chapter 12 Procurement management: Getting some help

    1. Victim of her own success

    2. Calling in the cavalry

    3. Ask the legal expert

    4. Anatomy of a contract

    5. Start with a plan for the whole project

    6. The decision is made

    7. Types of contracts

    8. More about contracts

    9. Figure out how you’ll sort out potential sellers

    10. Get in touch with potential sellers

    11. Pick a partner

    12. Two months later...

    13. Keep an eye on the contract

    14. Stay on top of the seller

    15. Close the contract when the work is done

    16. Kate closes the contract

    17. Question Clinic: BYO Questions

  13. Chapter 13 Professional responsibility: Making good choices

    1. Doing the right thing

    2. Keep the cash?

    3. Fly business class?

    4. New software

    5. Shortcuts

    6. A good price or a clean river?

    7. We’re not all angels

  14. Chapter 14 A little last-minute review: Check your knowledge

    1. A long-term relationship for your brain

    2. Here’s how to do this next section

    3. Great job! It looks like you’re almost ready

  15. Chapter 15 Practice makes perfect: Practice PMP exam

    1. What you’ll see on the PMP Exam

    2. Before you look at the answers...