CAPM PMP project management certification aligned with the PMBOK guide 6th edition exam guide all in one 4th edition

CONTENTS AT A GLANCE Part I Project Management Foundation Chapter 1 Preparing for the Exam Chapter 2 Managing a Project in Different Environments Chapter 3 Working as a Project Manager

ABOUT THE AUTHOR

Joseph Phillips, PMP, PMI-ACP, ITIL, Project+, CTT+, is the Director of Education for

Instructing.com, LLC He has managed and consulted on projects for industries including technical,pharmaceutical, manufacturing, and architectural, among others Joseph has served as a project

management consultant for organizations creating project offices, maturity models, and best-practicestandardization

As a leader in adult education, Joseph has taught organizations how to successfully implementproject management methodologies, adaptive project management, information technology projectmanagement, risk management, and other courses He has taught at Columbia College, University ofChicago, Ball State University, and for corporate clients such as IU Health, the State of Indiana, andLawrence Berkeley National Laboratories A Certified Technical Trainer, Joseph has taught morethan 50,000 professionals and has contributed as an author or editor to more than 35 books on

technology, careers, and project management

Joseph is a member of the Project Management Institute (PMI) and is active in local project

management chapters He has spoken on project management, project management certifications, andproject methodologies at numerous trade shows, PMI chapter meetings, and employee conferences inthe United States and in Europe When not writing, teaching, or consulting, Joseph can be found

behind a camera or on the working end of a fly rod You can contact him through

www.instructing.com

About the Technical Editor

Karen Fox’s career in project management has spanned more than 30 years She has managed IT

projects initially utilizing the traditional waterfall methodology and then utilizing a blending of

waterfall and agile in recent years She has worked in industries both in the private and New YorkCity government sectors and has provided project leadership to cross-functional teams including ITstaff, business users, and consultants Karen acquired her PMP certification in 2004

Karen has enjoyed a volunteer career spanning more than 15 years with PMI New York City

Chapter (PMINYC) She has held a broad spectrum of positions contributing to the leadership ofPMINYC, including Vice President of Programs (2006–2008), President Elect (2009, 2017),

President (2010), Director of Marketing (2013–2014), and Director of Governance (2016) Presentlyserving as President Elect, she will become Chapter President January 2018

In 2011 she was selected by PMI to join the 2012 Leadership Institute Master Class and served onthe PMI Chapter Awards Review Committee from 2013 to 2014 In 2014, PMINYC presented Karenwith a Lifetime Achievement Award

Copyright © 2018 by McGraw-Hill Education All rights reserved Except as permitted under theUnited States Copyright Act of 1976, 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 of the publisher, with the exception that the program listings may be entered, stored, andexecuted in a computer system, but they may not be reproduced for publication

THE WORK IS PROVIDED “AS IS.” McGRAW-HILL EDUCATION AND ITS LICENSORS

MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR

COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK,

INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIAHYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS

OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF

MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill Educationand its licensors do not warrant or guarantee that the functions contained in the work will meet yourrequirements or that its operation will be uninterrupted or error free Neither McGraw-Hill Educationnor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission,

regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill Education has

no responsibility for the content of any information accessed through the work Under no

circumstances shall McGraw-Hill Education and/or its licensors be liable for any indirect,

incidental, special, punitive, consequential or similar damages that result from the use of or inability

to use the work, even if any of them has been advised of the possibility of such damages This

limitation of liability shall apply to any claim or cause whatsoever whether such claim or causearises in contract, tort or otherwise

In memory of my brother, Steve Phillips:

a great brother, teacher, and friend

I miss him dearly

CONTENTS AT A GLANCE

Part I Project Management Foundation

Chapter 1 Preparing for the Exam

Chapter 2 Managing a Project in Different Environments

Chapter 3 Working as a Project Manager

Part II Project Management Professional Testing Areas

Chapter 4 Managing Project Integration

Chapter 5 Managing Project Scope

Chapter 6 Managing Project Schedule

Chapter 7 Managing Project Costs

Chapter 8 Managing Project Quality

Chapter 9 Managing Project Resources

Chapter 10 Managing Project Communications

Chapter 11 Managing Project Risks

Chapter 12 Managing Project Procurement

Chapter 13 Managing Project Stakeholders

Chapter 14 Understanding the Code of Ethics and Professional Conduct

Part III Appendixes

Appendix A Project Management Documents

Appendix B Passing the CAPM and the PMP Exams

Appendix C About the Download

GlossaryIndex

AcknowledgmentsIntroduction

Part I Project Management Foundation

Chapter 1 Preparing for the Exam

All About the PMP ExamAll About the CAPM ExamMoney and Your ExamPassing the Exam

Creating Your Study StrategyWhat Your Exam Is Based OnWhat Is a Project?

Temping a ProjectDefining a Project’s UniquenessChanging the Organization

Creating Business ValueProgressively Elaborating a ProjectWhy Do Projects?

Creating Project Management Business DocumentsWhat Is Project Management?

Back to the PMBOK Guide

Being a Project Expert

Using the Project Management Body of KnowledgeWorking with Your Application Area

Examining the Project Management Context

Opening Your PortfolioWorking with ProgramsWorking with SubprojectsWorking with Project Management OfficesConsidering Projects and Operations

Identifying the Project Life Cycle

Examining a Project Life CycleComparing Project Life Cycles and Product Life CyclesWorking with Project Management Processes

Exploring the Project Management Processes

Examining the Process Group InteractionsChoosing the Appropriate ProcessesWorking with Process Groups

Gathering Project Management Data and Information

Gathering Work Performance DataCreating Work Performance InformationCommunicating Through Work Performance ReportsChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 2 Managing a Project in Different Environments

Working with Enterprise Environmental Factors

Working with Internal Enterprise Environmental FactorsConsidering External Enterprise Environmental FactorsLeveraging Organizational Process Assets

Adhering to Processes, Policies, and ProceduresLeveraging Organizational Knowledge RepositoriesWorking Within an Organizational System

Working in a SystemOperating Within Governance FrameworkIdentifying the Organizational InfluencesCompleting Projects in Different Organizational Structures

Recognizing Organizational StructuresManaging Project Teams

Working with a PMOChapter Summary

Key TermsCase Study

Managing Projects from Start to CompletionExamining the Project Deliverables

Examining the Project PhasesControlling Project ChangesQuestions

Questions and Answers

Chapter 3 Working as a Project Manager

Exploring the Project Manager RoleLeading the Project Team

Communicating Project InformationNegotiating Project Terms and Conditions

Active Problem-SolvingIdentifying the Project Manager Influence

Influencing the ProjectInfluencing the OrganizationConsidering Social, Economic, and Environmental Project InfluencesConsidering International Influences

Considering Cultural and Industry InfluencesBuilding Project Management Skills

Enhancing Skills and CompetenciesIntroducing the PMI Talent TriangleManaging Politics in Projects

Serving as a Leader and Manager

Learning Leadership StylesCreating a Leadership PersonaPerforming Project Integration

Integrating ProcessesBuilding Your Cognitive-Level IntegrationExamining Context-Level Integration

Chapter Summary

Key TermsQuestionsQuestions and Answers

Part II Project Management Professional Testing Areas

Chapter 4 Managing Project Integration

Developing the Project Charter

Preparing to Create the Project CharterChoosing a Project to Charter

Knowing the Project Management MethodologyCreating the Charter—Finally

Creating the Assumptions LogDeveloping the Project Management Plan

Creating the Project Management PlanHosting the Project Kickoff MeetingDirecting and Managing the Project Work

Creating the Project DeliverablesCreating an Issue Log

Responding to Project ConditionsManaging Project Knowledge

Preparing to Manage KnowledgeReviewing Knowledge Management Tools and Techniques

Reviewing the Results of Knowledge ManagementMonitoring and Controlling the Project Work

Monitoring the ProjectAnalyzing Project DataCreating a Work Performance ReportManaging Integrated Change ControlReacting to Change

Using the Project Management Information SystemClosing the Project or Phase

Documenting the ClosingCreating the Final Project ReportChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 5 Managing Project Scope

Planning the Project Scope Management

Creating the Project Scope Management PlanCreating the Requirements Management PlanCollecting the Project Requirements

Working with Project StakeholdersExamining the Outputs of Requirement CollectionDefining Project and Product Scopes

Creating the Project Scope Statement

Using Product AnalysisUsing Alternatives GenerationUsing Stakeholder AnalysisExamining the Project Scope StatementCreating the Work Breakdown Structure

Using a WBS TemplateDecomposing the DeliverablesCreating the WBS DictionaryValidating the Project Scope

Preparing for Project InspectionInspecting the Project WorkControlling the Project Scope

Using a Change Control SystemPlanning for Project Scope ChangesApproving a Change

Chapter Summary

Key Terms

QuestionsQuestions and Answers

Chapter 6 Managing Project Schedule

Planning Schedule Management

Creating the Schedule Management PlanExamining the Schedule Management PlanUtilizing an On-Demand Scheduling ApproachDefining the Project Activities

Making the Activity ListExamining the Activity ListDocumenting the Activity AttributesBuilding the Milestone List

Updating the Work Breakdown StructureSequencing the Project Activities

Considering the Inputs to Activity SequencingCreating Network Diagrams

Using the Precedence Diagramming MethodUtilizing Network Templates

Determining the Activity DependenciesConsidering Leads and Lags

Estimating Activity Durations

Considering the Activity Duration Estimate InputsUsing Analogous Estimating

Applying Parametric EstimatesCreating a Three-Point EstimateEstimating from the Bottom UpFactoring in Reserve TimeEvaluating the EstimatesDeveloping the Project Schedule

Applying Mathematical AnalysisCalculating Float in a PNDEncountering Scheduling on the CAPM or PMP ExamApplying Schedule Compression

Using a Project SimulationUsing Resource-Leveling HeuristicsUsing Project Management SoftwareRelying on a Project Coding StructureConsidering the Outputs of Schedule Development

Reviewing the Schedule BaselineExamining the Project ScheduleUtilizing the Schedule Management Plan

Updating the Resource RequirementsControlling the Project Schedule

Managing the Inputs to Schedule ControlApplying Schedule Control

Measuring Project PerformanceExamining the Schedule VarianceCreating a Burndown Chart

Updating the Project ScheduleApplying Corrective ActionChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 7 Managing Project Costs

Planning for Project Cost Management

Preparing the Cost Management PlanExamining the Project Cost Management PlanDetermining the Project Costs

Estimating the Project CostsCreating the Cost EstimateExamining the Cost EstimateBudgeting the Project

Creating the Project BudgetExamining the Project BudgetControlling Project Costs

Managing the Project CostsControlling Changes to Project CostsUsing Earned Value Management

Learning the FundamentalsFinding the Project VariancesFinding the Indexes

Predicting the Project’s FutureThe Five EVM Formula RulesChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 8 Managing Project Quality

Planning for Quality

Using Quality Planning Tools

Creating the Quality Management PlanEstablishing Quality Metrics

Updating the Project Management Plan and DocumentsManaging Quality in the Project

Preparing to Manage QualityManaging Quality Within a ProjectCompleting a Quality Audit

Designing for XImplementing Problem-Solving TechniquesReviewing the Results of Managing QualityControlling Quality in a Project

Preparing to Control QualityRelying on the Seven Basic Quality ToolsInspecting Results

Creating a FlowchartCreating a Control ChartCreating Pareto DiagramsCreating a HistogramCreating a Run ChartCreating a Scatter DiagramCompleting a Statistical SamplingRevisiting Flowcharting

Applying Trend AnalysisExamining Control Quality Process ResultsChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 9 Managing Project Resources

Planning for Resource Management

Identifying Organizational Approach for Managing ResourcesRelying on Enterprise Environmental Factors

Using the Organizational Process AssetsReferencing the Project Management PlanCharting the Human Resources

Networking Human ResourcesIdentifying Roles and ResponsibilitiesCreating a Project Organization ChartCreating a Team Charter

Estimating the Activity Resources

Using Expert Judgment

Using Bottom-Up Estimating

Relying on Analogous Estimating

Utilizing Parametric Estimating

Identifying Alternatives

Relying on Published Estimating Data

Examining the Activity Resource Estimates

Acquiring the Project Team

Examining the Staffing Pool

Negotiating for Resources

Working with Preassigned Staff

Procuring Staff

Managing a Virtual Team

Utilizing a Multicriteria Decision Analysis Process

Assembling the Project Team

Developing the Project Team

Preparing for Team Development

Relying on Interpersonal Management Skills

Creating Team-Building Activities

Establishing Project Ground Rules

Rewarding the Project Team

Assessing the Project Team

Managing the Project Team

Preparing for Team Management

Dealing with Team Disagreements

Creating an Issue Log

Examining the Outputs of Team Management

Relating to Organizational Theories

Maslow’s Hierarchy of Needs

Herzberg’s Theory of Motivation

McGregor’s Theory of X and Y

Ouchi’s Theory Z

Vroom’s Expectancy Theory

McClelland’s Theory of Needs

Controlling Resources

Preparing to Control Resources

Reviewing the Tools and Techniques to Control ResourcesReviewing the Results of Controlling Resources

Chapter 10 Managing Project Communications

Examining the Communications Foundation

Communication FactorsUnderstanding the Communications ModelPlanning for Communications

Preparing for CommunicationsIdentifying Communication RequirementsExploring Communication TechnologiesCreating the Communications Management PlanManaging Project Communications

Examining Communication SkillsExamining Communication Factors and TechnologiesDistributing Information

Creating Lessons LearnedExamining the Results of Communications ManagementMonitoring Communications

Examining the Tools for Monitoring CommunicationsReviewing Project Performance

Analyzing Project VariancesExamining the Results of Monitoring CommunicationsChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 11 Managing Project Risks

Planning for Risk Management

Preparing for Risk Management PlanningCompleting Risk Management PlanningCreating the Risk Management PlanIdentifying the Project Risks

Finding Project RisksCreating a Risk RegisterCreating a Risk ReportUsing Qualitative Risk Analysis

Preparing for Qualitative AnalysisCompleting Qualitative AnalysisApplying Probability and ImpactCreating a Probability-Impact MatrixRelying on Data Precision

Building a Hierarchical Chart

Assessing the Risk ScoreExamining the Results of Qualitative Risk AnalysisPreparing for Quantitative Risk Analysis

Interviewing Stakeholders and ExpertsApplying Sensitivity Analysis

Finding the Expected Monetary ValueUsing a Decision Tree

Using a Project SimulationExamining the Results of Quantitative Risk AnalysisPlanning for Risk Responses

Preparing for Risk ResponsesCreating Risk ResponsesManaging the Positive Risk and OpportunitiesAccepting the Risks

Updating the Risk RegisterCreating Contracts for Risk ResponseJustifying Risk Reduction

Creating a Project Contingency ResponseUpdating the Project Plan

Implementing Risk Responses

Preparing to Implement Risk ResponsesReviewing the Tools and Techniques for Implementing Risk ResponsesExamining the Results of Implementing Risk Responses

Monitoring Project Risks

Preparing for Risk Monitoring and ControlMonitoring and Controlling Risks

Completing Risk Response AuditsAnalyzing Project VariancesMeasuring Technical PerformanceMonitoring Contingency ReserveExamining the Results of Risk Monitoring and ControlChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 12 Managing Project Procurement

Planning for Procurement

Determining the Contract TypeUnderstanding Contract TypesUsing the Procurement Planning ToolsExamining the Results of Procurement Planning

Creating the Procurement DocumentsCreating Source Selection CriteriaConducting Procurements

Hosting a Bidder ConferenceAdvertising for Sellers

Creating a Qualified Sellers ListSelecting a Seller

Examining Vendor ResponsesChoosing the Seller

Examining the Results of Seller SelectionControlling Project Procurements

Completing the Procurement Control ProcessReviewing the Results of Procurement ControlPerforming Contract Closure

Auditing the Procurement ProcessNegotiating Settlements

Completing Contract ClosureChapter Summary

Key TermsCase Study: Litke Greenhouse and Nursery Procurement Processes

Planning for ProcurementHosting a Bidder ConferenceSelecting a Vendor

QuestionsQuestions and Answers

Chapter 13 Managing Project Stakeholders

Identifying Project Stakeholders

Preparing for Stakeholder IdentificationLaunching Project Stakeholder IdentificationPerforming Stakeholder Analysis

Classifying StakeholdersFinalizing Stakeholder IdentificationCreating the Stakeholder RegisterPlanning Stakeholder Management

Preparing to Plan for Stakeholder ManagementCreating the Stakeholder Engagement PlanExamining the Stakeholder Engagement PlanManaging Stakeholder Engagement

Preparing to Manage Stakeholder EngagementManaging Stakeholder Relationships

Reviewing Stakeholder Engagement Results

Monitoring Stakeholder Engagement

Preparing to Monitor Stakeholder EngagementComponents of Monitoring Stakeholder EngagementReviewing the Outputs of Stakeholder EngagementChapter Summary

Key TermsQuestionsQuestions and Answers

Chapter 14 Understanding the Code of Ethics and Professional Conduct

Learning the Code of Ethics

Exploring the Code’s Vision and PurposeParticipating in the Code

Learning the Code DetailsServing Responsibly as a Project Manager

Defining ResponsibilityAspiring to Responsibility ExpectationsAdhering to the Mandatory Standards of ResponsibilityAdhering to the Respect Value

Aspiring to RespectAdhering to the Mandatory Values of RespectBeing a Fair Project Manager

Aspiring to FairnessAdhering to the Mandatory Standards on FairnessBeing an Honest Project Manager

Aspiring to HonestyLiving the Honesty RequirementsChapter Summary

Key TermsQuestionsQuestions and Answers

Part III Appendixes

Appendix A Project Management Documents

Appendix B Passing the CAPM and the PMP Exams

Tips to Pass the ExamPrepare Before the ExamCreate Your Own Answer KeyTesting Tips

Answer Every Question—OnceUse the Process of Elimination

Everything You Must KnowThe 49 Project Management ProcessesEarned Value Management FormulasQuick Project Management Facts

A Letter to You

Appendix C About the Download

System RequirementsInstalling and Running Total TesterTotal Tester Premium Practice Exam SoftwareMcGraw-Hill Professional Media Center DownloadVideo Training from the Author

Technical SupportTotal Seminars Technical SupportMcGraw-Hill Education Content SupportGlossary

Index

More than once, I’ve said that I’m the luckiest guy in the room I get to write and talk for a living—what could be better than that? I’m so grateful for the opportunity to write, and I must thank the

wonderful group of people at McGraw-Hill Education for their belief in me to write yet another book

on project management Thank you to Wendy Rinaldi for all of your help, great conversations, andguidance on this book and others Thank you, Claire Yee, for your management and organization ofthis book—you are fantastic Thank you to Jody McKenzie for your keen eye, attention to detail, andfor all your hours and help Lisa Theobald, thank you for helping me be a better writer Thank you toProduction Supervisor Jim Kussow for your work on this book Thanks also to the production teams

at McGraw-Hill Education and Cenveo Publisher Services for your hard work in making this book asuccess

I would also like to thank the hundreds of folks who have attended my PMP Boot Camps over thepast couple of years Your questions, conversations, and recommendations have helped me write abetter book Thank you to my lovely wife and best friend, Natalie A big thank you to my friends Gregand Mary Huebner, Jonathan Acosta, Brett and Julie Barnett, Don “Just Publish It Already” Kuhnle,Greg Kirkland, Beatrice Best, my Sarasota pals, Monica Morgan, and all my clients Thank you also

to my friends and in-laws, Bernie and Alice Morgan Finally, thanks to my parents, Don and VirginiaPhillips, and my brothers, Steve, Mark, Sam, and Ben

This book is divided into two major sections Part I, which consists of Chapters 1, 2, and 3, discussesthe broad overview of project management and how it pertains to the Certified Associate in ProjectManagement (CAPM) and the Project Management Professional (PMP) examinations Part II contains

Chapters 4 through 14, which detail each of the ten knowledge areas and the PMI Code of Ethics andProfessional Conduct

If you are just beginning your PMP or CAPM quest, you should read the first section immediately,

as it will help you build a strong foundation for your exam If you already have a strong foundation inproject management and need specific information on the knowledge areas, then move on to the

second section You’ll find this section specific to the exam knowledge areas that will help you—gulp—pass the PMI examination

The book is designed so that you can read the chapters in any order you like However, if you

examine A Guide to the Project Management Body of Knowledge (PMBOK Guide), you’ll notice

that the order of information presented there is the same as the order of information in this book In

other words, you can read a chapter of the PMBOK Guide and then read a more detailed explanation

in this book This book is a guide to the guide

PMP Exam Objectives Map

CAPM Exam Objectives Map

PART I

Project Management Foundation

Chapter 1 Preparing for the Exam

Chapter 2 Managing a Project in a Different Environment

Chapter 3 Working as a Project Manager

CHAPTER 1

Preparing for the Exam

In this chapter, you will

• Learn to qualify for the PMP and the CAPM certification

• Learn PMP and CAPM exam details

• Create a strategy to pass your project management certification exam

• Learn all about the PMBOK Guide, Sixth Edition

• Understand details on projects, project management, and operations

• Know how to be a successful project manager

• Work with programs and project management offices

• Qualify for your exam

This is a book on how to pass the Project Management Professional (PMP) and the Certified

Associate in Project Management (CAPM) exams

If you’re looking for a book on how to do project management, look elsewhere If you’re lookingfor a book on how projects—good projects—should operate, this book isn’t for you If you’re lookingfor a primer on project management, move along Plenty of excellent books are available that can helpyou reach those goals

But if you’re looking for a definitive book on how to pass your project management certificationexamination, this is the book for you It will clearly, quickly, and fully explain how to pass your

certification exam the first time And then you can get back to your life After all, the exams aren’t fun,and I’m certain you have more important things to do than spend more time than necessary to pass anexam

VIDEO For a more detailed explanation, watch the Passing Your Project Management

Certification Exam video now.

What this book will do for you:

• Help you see the PMP and CAPM exam objectives in detail

• Allow you to watch me field various questions and subjects Throughout this book, I’ll

reference videos that I’ve created to help with the more in-depth topics Watch ’em and learn!

• Help focus your efforts only on exam objectives.

• Tell you how to pass the PMP or CAPM exam—not just take the exam

• Offer you “roadmaps” for each chapter’s content

• Give you more than 800 practice questions (fun!)

• Make your life more exciting(!)

This first chapter covers many things that will help you prepare for and pass your project

management certification exam

Not everyone can take the PMP or the CAPM exam—you have to qualify first I think this is great

We, and soon you, don’t need the market flooded with the “paper certifications” that other industrieshave experienced This certification is special—it proves that the certified professional has

documented project management experience and education and has passed a tough, rigorous exam If

it were easy, everyone would do it

NOTE As this book covers the PMP and the CAPM examinations, sometimes I’ll hop from details

on one exam to details on the other Don’t worry—these exams overlap so much that these awkwardmoments will be few and far between Besides, if the information I’m sharing doesn’t relate to you,yawn, stretch, and then move along to the information that does I won’t hold it against you

All About the PMP Exam

To become a PMP, you need the following (check out Figure 1-1; it’s pretty):

Figure 1-1 The PMP candidate must qualify to take the examination.

• A bachelor’s degree or the global equivalent, and 36 non-overlapping months of project

management experience totaling 4,500 hours of project management activities within the lasteight years

Or

• A high school diploma, associate’s degree, or the global equivalent, and 60 non-overlappingmonths of project management experience totaling 7,500 hours of project management taskswithin the last eight years

• Regardless of your degree, you will need 35 contact hours of project management education.(Ahem—I teach project management classes for companies around the world, including anexam boot camp that satisfies this requirement Check out the details on my web site,

www.instructing.com.) Here are the PMI (Project Management Institute)-approved methods foraccruing the project management education contact hours:

• University or college project management courses

• Courses offered by PMI Registered Education Providers (such as instructing.com)

• Courses offered through your organization

• Distance learning education companies if they offer an end-of-course assessment

• Courses offered by training companies

• No, the PMI chapter meetings and self-study don’t count (Darn! Just reading this book won’t

satisfy your project management education hours.)

• An extensive review of your application Every application will pass through a review period

If your application needs an audit, you’ll be notified via e-mail

• An audit! Not every application is audited, but if your application is selected for an audit,

you’ll have to provide documentation of your experience and education, and verification of theprojects you’ve worked on It’s fun, fun, fun Oh, and the PMI can even audit you after you’ve

“earned” your certification (Yikes! Here’s where honesty is the best policy.)

• Applicants must provide contact information on all projects listed on their PMP exam

application In the past, applicants did not have to provide project contact information unlesstheir application was audited Now each applicant has to provide project contact information

as part of the exam process

• Once the application has been approved, candidates have one year to pass the exam If youprocrastinate and wait a year before taking the exam, you’ll have to start the process over

• Be good You will also agree to abide by the PMI Code of Ethics and Professional Conduct.You can get your very own copy through the PMI’s web site: www.pmi.org We’ll cover thiscode in Chapter 14—something for you to look forward to (no peeking!)

• The PMI doesn’t reveal what the actual passing score is for the PMP exam—you’ll receiveonly a pass or fail score for the entire exam and a breakdown of your proficiency in each examdomain The exam has 200 questions, 25 of which don’t actually count toward your passingscore These 25 “seeded” questions are scattered throughout your exam and are used to collectstats on candidates’ responses to see if these questions should be incorporated into future

examinations You won’t know if you’re answering a seeded question or a live question, so youhave to answer all the exam questions with the same degree of focus and attention

CAUTION PMP candidates are limited to three exam attempts within one year If you fail three

times within one year, you’ll have to wait one year after the third exam attempt before resubmittingyour exam application again Don’t focus on this—focus on passing your exam the first time

The PMP exam will test you on your experience and knowledge in five different areas, as Table 1-1

shows You’ll have to provide specifics on tasks completed in each knowledge area on your PMPexamination application The following domain specifics and their related exam percentages are

correct as of this writing I strongly encourage you to double-check these specifics at www.pmi.org.It’s possible they’ve changed since this writing

Table 1-1 Test Objectives for the PMP Examination

VIDEO See the CAPM Exam Details video for a detailed review of the CAPM exam contents.

All About the CAPM Exam

The CAPM exam also has requirements to qualify to take it—and to pass it This part is just a bitdifferent from the PMP exam objectives The PMI, the fine folks who govern these certifications,have not provided the same level of exam details as they have for the PMP as of this writing Don’tflip out; the requirements are lighter and the exam required score is lower—and this book willprepare you for CAPM success Figure 1-2 demonstrates the following CAPM examination details:

• A high school diploma, global equivalent, or better (basically, if you graduated from highschool, you’re on your way)

Figure 1-2 How to qualify for the CAPM examination

And either

• A whopping 1,500 hours or more as a project team member You’ll have to document what youdid on your projects through the PMI’s Experience Verification Form—and that’s one form perproject The PMI is a stickler that your projects be projects, not operations A project has adefinite beginning and a definite ending—ongoing endeavors do not count

Or

• Complete 23 hours of project management education, which you’ll document on the PMI’sProject Management Education Form (The PMI really loves these formal documents, don’tthey?) Here’s the cool thing: There’s no time limit on when to complete this project

management education, as long as you can prove it Note that the class has to be completedprior to completing the CAPM application (finish your class and then finish the CAPM

application) (Ahem—I teach project management classes for companies around the world,including a CAPM Exam Prep course that satisfies this requirement Visit instructing.com fordetails.) Here are the PMI-approved methods for accruing the project management educationhours:

• University or college project management courses

• Courses offered by PMI Registered Education Providers (such as instructing.com)

• Courses offered through your organization

• Distance learning education companies if they offer an end-of-course assessment

• Courses offered by training companies

• No, the PMI chapter meetings and self-study don’t count (Darn! Just reading this book won’tsatisfy your project management education hours.)

• As with the PMP candidates, your CAPM application could be audited If your application isselected for an audit, you’ll have to provide documentation of your experience, education, andproof of the projects you worked on

• Once your application has been approved, you have one year to pass the exam If you

procrastinate and don’t take the exam before a year is out, you’ll have to start the process over

• CAPM candidates must also agree to abide by the PMI’s Code of Ethics and Professional

Conduct You can get your very own copy through the PMI’s web site at www.pmi.org We’llcover this code in Chapter 14—something for you to look forward to (no peeking!)

CAUTION Once you’re a CAPM, you’re a CAPM for up to five years At the end of the five years,

you can move on to the PMP certification, take the CAPM examination again, or choose not to renewyour title Ideally, you’ll have accrued enough project management experience to sit for the PMPexam

The CAPM exam has 150 test questions, 15 of which are considered “pretest” questions that don’tcount toward or against your passing score Despite the term “pretest,” these questions are seededthroughout the exam to test their worthiness for future exam questions They don’t count against you,but you won’t know if you’re answering a live question or a pretest question Either way, you’ll havethree hours to complete the CAPM exam

The CAPM exam objectives are not as stringent as the PMP exam, but do cover nearly the samecontent Table 1-2 provides a breakdown on the CAPM objectives (double-check www.pmi.org toconfirm that these objectives are still valid)

Table 1-2 The CAPM Exam Objectives

Money and Your Exam

These exams aren’t free, and you don’t want to waste your hard-earned cash by failing the exam

Focus on passing the exam on your first shot But just in case some of your colleagues ask, I’ve

included the retake fees You can, and should, confirm the costs I’ve listed here with the PMI throughtheir web site They’ve changed fees in the past, and you don’t want your exam fees to dig into yourbeer and pizza cash:

• Join the PMI: $119 (join the PMI first because it lowers your exam fee by a few bucks; if youjoin your local PMI chapter, as you should, there will be an additional chapter fee, usuallyaround $25)

• PMP exam for a PMI member: $405

• PMP exam for a non-PMI member: $555

• PMP re-exam for a PMI member: $275

• PMP re-exam for a non-PMI member: $375

• CAPM exam for a PMI member: $225

• CAPM exam for a non-PMI member: $300

• CAPM re-exam for a PMI member: $150

• CAPM re-exam for a non-PMI member: $200

Passing the Exam

Let’s face the facts: This isn’t much fun Learning is hard work The PMI’s book, A Guide to the

Project Management Body of Knowledge, Sixth Edition (which I’ll just call the PMBOK Guide from

now on, thank you), reads like the literary equivalent of a sleeping pill You don’t want this process

to last any longer than necessary, and your goal should be—it better be—to pass your certificationexam on your first attempt So don’t simply think of “taking the exam.” Instead, focus on “passing yourexam,” so you can get back to your real life

Just as your projects have plans, you need a plan for how to study, how to prepare, and then how topass the exam You can relax on this part—I’ve done most of the work for you

EXAM COACH I’m not knocking the PMBOK Guide—really! It’s a fine reference book and it’s

what your PMI exam is based on The book is written, edited, and reviewed by hundreds of volunteerproject managers These are good people who’ve invested their time and experience into the book.Thank you to them for their hard work and contribution to the project management community Havingsaid that, know that it’s a tough book to actually sit and read Use it as a reference point for your examprep

Creating Your Study Strategy

I’ll be your study buddy You need a realistic timeline and a realistic expectation for studying to passyour exam You can create whatever strategy you like, but here’s my recommended approach to

passing your exam This book has 14 chapters and two appendixes Each chapter in this book

corresponds directly with the PMBOK Guide—except I’m goofy and the PMBOK Guide is boring.

Chapter 14, while it doesn’t relate directly to the PMBOK Guide, deals with the PMI’s Code of

Ethics and Professional Conduct Appendix A explains every project management document

mentioned directly in the PMBOK Guide Appendix B is the summary of all the stuff you absolutely

must know to pass your exam The Glossary is a glossary—all the terms I use in this book (yeah, all

of them)

VIDEO Throughout this book, you’ll see an icon that looks like this one It means that you should

download the digital content or use your e-reader and watch a video of me discussing the key

concepts for that chapter

Sometimes I’ll include more than one video per chapter, depending on the topic I recommend thatyou watch the chapter video before moving on to the next chapter The videos are usually short, andI’m providing some good stuff These are packed with information, I promise—no sales pitches

At the end of each chapter are key terms Get a stack of index cards and make flashcards of the keyterms It’s not that tricky to make yourself a set of flashcards: write the term on one side of the indexcard in big, fat letters On the other side of the card, write the definition The idea is that you’ll

“flash” through these every day as you plow through this beast of a book—it’ll help you keep theearly chapters fresh in your mind as you happily move toward the end of this fine piece of literature.Look at the name of the term and define the term aloud; flip the card over and make certain you’recorrect

At the end of each chapter, you’ll also find 20 practice exam questions These questions test yourcomprehension of the chapter I’ve written these questions to be as tough as what you’ll likely

encounter on the live exam My logic is that if you can answer my questions, you can answer the

PMI’s questions, too In the digital content, you’ll find a Microsoft Excel spreadsheet titled “ExamScores”—you can see it in Figure 1-3 Enter your chapter scores in the spreadsheet, and you can trackwhich chapters you need more work in and focus your study time accordingly

Figure 1-3 You can track your chapter scores to focus your studying accordingly.

DIGITAL CONTENT For a more detailed explanation, check out the “Exam Scores” spreadsheet

to track how you are performing on a chapter-by-chapter basis

The Total Tester Premium test engine that comes with this book contains 900 total CAPM and PMPpractice exam questions You can customize your practice exams by domain or by chapter, and youcan even select how many questions you want included in each exam and how much time you have tocomplete it Check out Appendix C for more information about how the Total Tester Premium testengine works There are three pools of practice questions for you:

• PMP Practice Exam Questions There are more than 400 practice exam questions in this pool

that emulate those you’ll find on the actual PMP exam If you choose to take a PMP practiceexam, it will pull 200 questions from the pool, weighted with the same balance you’ll find onthe actual PMP exam, and you’ll have four hours to complete it If you’re going for your CAPM,you can still use these questions as practice, as most of the project management concepts are thesame

• CAPM Practice Exam Questions The more than 300 practice exam questions in this pool

emulate those you’ll find on the actual CAPM exam If you’re a PMP candidate, don’t dismissthese questions Though the 150-question CAPM practice exam is shorter in length at threehours, the questions can be a good review of the project management principles for your exam,too

• Process Review Quiz This 200-question quiz is good for both CAPMs and PMPs The

questions are, however, a bit different from the practice exam questions you’ll find in the

CAPM and PMP pool of questions This exam quizzes you only on the processes, inputs, tools,techniques, and outputs of project management It’s a tough review quiz, but it will help you

really learn the 49 processes of project management and their components.

I recommend you complete these exams after you’ve completed reading and taking the

end-of-chapter exams in this book Keep taking each exam over and over until you can answer every questioncorrectly (I’m assuming that you won’t get 100 percent on the first attempt on this exam My

apologies if you do.) I love to say in my project management certification boot camps that repetition

is the mother of learning Repetition is the mother of learning

I’ve outlined quick references for how you should study and then pass your exam You may be

slightly ahead of other readers in your exam preparations, so I’ve intentionally left dates and

timelines to your discretion I think a couple of chapters a week is realistic—but I wouldn’t do morethan five chapters a week Take some time and create a schedule of when you’ll study, and then takemeasures to make certain you can keep the schedule you create

Table 1-3 provides a sample strategy that you can modify as you see fit Your schedule may takemore or less time—this is just a sample strategy