pmp project management professional kim heldman tủ tài liệu training

What Is Project Management?Skills Every Good Project Manager Needs Understanding Organizational Structures Understanding Project Life Cycles and Project ManagementProcesses Understanding

What Is Project Management?

Skills Every Good Project Manager Needs

Understanding Organizational Structures

Understanding Project Life Cycles and Project ManagementProcesses

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 AreasUnderstanding How Projects Come About

Kicking Off the Project Charter

Formalizing and Publishing the Project Charter

Identifying Stakeholders

Introducing the Kitchen Heaven Project Case StudyUnderstanding How This Applies to Your Next ProjectSummary

Defining Scope

Writing the Project Scope Statement

Creating the Work Breakdown Structure

Understanding How This Applies to Your Next ProjectSummary

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 ProjectSummary

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 ProjectSummary

Bringing It All Together

Understanding How This Applies to Your Next ProjectSummary

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

Laying Out Quality Assurance Procedures

Managing Project Information

Managing Stakeholder Engagement

Understanding How This Applies to Your Next ProjectSummary

Managing Perform Integrated Change Control

Controlling Stakeholder Engagement

Understanding How This Applies to Your Next ProjectSummary

Monitoring and Controlling Risk

Managing Cost Changes

Monitoring and Controlling Schedule Changes

Utilizing Control Quality Techniques

Validating Project Scope

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 ProjectSummary

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

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I hope you see all that reflected in these pages I’d be veryinterested to hear your comments and get your feedback onhow we’re doing Feel free to let me know what you thinkabout this or any other Sybex book by sending me an email atnedde@wiley.com If you think you’ve found a technicalerror in this book, please visit http://sybex.custhelp.com.Customer feedback is critical to our efforts at Sybex

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To BB, my forever love

—Kimmie

Thank you for buying PMP®: Project ManagementProfessional Exam Study Guide, Seventh Edition to help youstudy and prepare for the PMP® exam Thousands of readersworldwide have used previous editions of this book to helpthem study for and pass the exam Because of their successand their recommendations to friends and coworkers, we’vebeen able to keep this study guide up-to-date to match thechanges made in A Guide to the Project Management Body ofKnowledge (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 fewmonths, I’ve heard from many of you wondering when thisedition would be available Thank you for your continuedinterest in using the Study Guide in your classes A big thanksgoes to all the PMI® chapters who use this book in theirclasses as well

A huge thank-you goes to Neil Edde, vice president andpublisher at Sybex, for giving me the opportunity to reviseand update this edition Neil took a chance way back when onthe first edition of this book I can’t thank him enough forhaving the foresight at that time to believe in this little-knownexam

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 Iappreciate all the hard work and dedication everyone on theteam put into producing this book A special thanks goes toJeff Kellum, acquisitions editor Jeff and I have worked on

several editions of this book together, and I appreciate hisdiligence and insightful ideas for updates to the book over theyears It’s always a pleasure to work with Jeff.

Next, I’d like to thank Sara Barry, development editor, for herdiligent work in helping me make this edition the best it can

be She has a very keen eye and her recommendations werealways spot on and helped clarify the concepts A big thanksalso goes to Rebecca Anderson, production editor, for all herhelp on the book It was great to work with her And thanksalso to Liz Welch, copyeditor, for all her help

There were many folks involved behind the scenes who alsodeserve my thanks, including proofreader Sarah Kaikini andindexer Robert Swanson

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

I have a special heartfelt thanks for Brett Feddersen, whoserved as the final technical editor on the book I have had thegreat pleasure of working with Brett at the State of Colorado

in the past and have delighted in our friendship and inwatching him stretch and grow professionally while dealingwith 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 acouple of decades and counting, BB I love you and I wouldnever have accomplished what I have to date without yourlove and support You’re the best! And I’d be remiss if Ididn’t also thank Jason and Leah, Noelle, Amanda, and ofcourse the two best granddaughters on the planet, Kate andJuliette, for their support and understanding.

About the Author

Kim Heldman, MBA, PMP® is a Business RelationshipManager for the Regional Transportation District in Denver,

CO Kim is responsible for overseeing technology projectsand services related to the Finance and Administration area.She manages and oversees projects with IT componentsranging from small in scope and budget to multimilliondollar, multiyear projects She has over 23 years ofexperience in information technology project management.Kim has served in a senior leadership role for over 15 yearsand is regarded as a strategic visionary with an innate ability

to collaborate with diverse groups and organizations, instillhope, improve morale, and lead her teams in achieving goalsthey never thought possible

In addition to her project management experience, Kim hasexperience managing enterprise resource planning systems,application development, web development, networkoperations, infrastructure, security, and customer serviceteams

Kim wrote the first edition of PMP®: Project ManagementProfessional Study Guide, published by Sybex, in 2002 Sincethen, thousands of people worldwide have used the StudyGuide in preparation for the PMP® exam Kim is also theauthor of Project Management JumpStart, Third Edition andProject Manager’s Spotlight on Risk Management andcoauthor of CompTIA Project+, Second Edition Kim has alsopublished several articles and is currently working on aleadership book

Most of the Real World Scenarios in the Study Guide arebased on Kim’s real-life experiences The names andcircumstances have been changed to protect the innocent.Kim continues to write on project management best practicesand leadership topics, and she speaks frequently atconferences and events You can contact Kim atKim.Heldman@comcast.net She personally answers all heremail.

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

This book has been updated to reflect the latest edition of AGuide to the Project Management Body of Knowledge(PMBOK® Guide), Fifth Edition It assumes you haveknowledge of general project management practices, althoughnot necessarily specific to the PMBOK® Guide It’s written

so that you can skim through areas you are already familiarwith, picking up the specific PMBOK® Guide terminologywhere needed to pass the exam You’ll find that the projectmanagement processes and techniques discussed in this bookare defined in such a way that you’ll recognize tasks you’vealways done and be able to identify them with the PMBOK®Guide process names or methodologies

PMI® offers the most recognized certification in the field ofproject management, and this book deals exclusively with itsprocedures and methods Project management consists ofmany methods, each with its own terminology, tools, andprocedures If you’re familiar with another organized projectmanagement methodology, don’t assume you already knowthe PMBOK® Guide processes I strongly recommend thatyou learn all of the processes—their key inputs, tools andtechniques, and outputs Take the time to memorize the keyterms found at the end of every chapter as well Sometimesjust understanding the definition of a term will help youanswer a question It might be that you’ve always done thatparticular task or used the methodology described but called it

by another name Know the name of each process and itsprimary purpose

The process names, inputs, tools and techniques, outputs, anddescriptions of the project management process groups andrelated materials and figures in this chapter are based oncontent from A Guide to the Project Management Body ofKnowledge (PMBOK® Guide), Fifth Edition (Sybex, 2010)

Certification?

PMI® is the leader and the most widely recognizedorganization in terms of promoting project management bestpractices PMI® strives to maintain and endorse standards

and ethics in this field and offers publications, training,seminars, chapters, special interest groups, and colleges tofurther the project management discipline.

PMI® was founded in 1969 and first started offering thePMP® certification exam in 1984 PMI® is accredited as anAmerican National Standards Institute (ANSI) standardsdeveloper and also has the distinction of being the firstorganization to have its certification program attainInternational Organization for Standardization (ISO) 9001recognition

PMI® boasts a worldwide membership of more than 650,000,with members from 185 countries Local PMI® chapters meetregularly and allow project managers to exchange informationand learn about new tools and techniques of projectmanagement or new ways to use established techniques Iencourage you to join a local chapter and get to know otherprofessionals in your field

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 inyour field

• It raises customer confidence in you and in yourcompany’s services.

Demonstrates Proof of Professional Achievement

PMP® certification is a rigorous process that documents yourachievements in the field of project management The examtests your knowledge of the disciplined approaches,methodologies, and project management practices asdescribed in the PMBOK® Guide

You are required to have several years of experience inproject management before sitting for the exam, as well as 35hours of formal project management education Yourcertification assures employers and customers that you arewell grounded in project management practices anddisciplines It shows that you have the hands-on experienceand a mastery of the processes and disciplines to manageprojects effectively and motivate teams to produce successfulresults

Increases Your Marketability

Many industries are realizing the importance of projectmanagement and its role in the organization They are alsoseeing 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 ofother trades, has its own specific qualifications and skills.Certification tells potential employers that you have the skills,

experience, and knowledge to drive successful projects andultimately improve the company’s bottom line.

A certification will always make you stand out above thecompetition If you’re a PMP® credential holder and you’recompeting against a project manager without certification,chances are you’ll come out as the top pick As a hiringmanager, all other things being equal, I will usually opt forthe candidate who has certification over the candidate whodoesn’t have it Certification tells potential employers youhave gone the extra mile You’ve spent time studyingtechniques and methods as well as employing them inpractice It shows dedication to your own professional growthand enhancement and to adhering to and advancingprofessional standards

Advancement

PMP® certification displays your willingness to pursuegrowth in your professional career and shows that you’re notafraid of a little hard work to get what you want Potentialemployers will interpret your pursuit of this certification as ahigh-energy, success-driven, can-do attitude on your part.They’ll see that you’re likely to display these samecharacteristics on the job, which will help make the companysuccessful Your certification displays a success-oriented,motivated attitude that will open up opportunities for futurecareer advancements in your current field as well as in newareas you might want to explore

Raises Customer Confidence

Just as the PMP® certification assures employers that you’vegot the background and experience to handle projectmanagement, it assures customers that they have a competent,experienced project manager at the helm Certification willhelp your organization sell customers on your ability tomanage their projects Customers, like potential employers,want the reassurance that those working for them have theknowledge and skills necessary to carry out the duties of theposition and that professionalism and personal integrity are ofutmost importance Individuals who hold these ideals willtranslate their ethics and professionalism to their work Thisenhances the trust customers will have in you, which in turnwill give you the ability to influence them on importantproject issues

Certified

You need to fulfill several requirements in order to sit for thePMP® exam PMI® has detailed the certification processquite extensively at its website Go to www.pmi.org, andclick the Certification tab to get the latest information oncertification 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 applicationonline at the PMI®’s website You also need to document 35hours of formal project management education This might

include college classes, seminars, workshops, and trainingsessions Be prepared to list the class titles, location, date, andcontent.

In addition to filling out the application and documentingyour formal project management training, there is one set ofcriteria you’ll need to meet to sit for the exam The criteria inthis set fall into two categories You need to meet therequirements for only one of these categories:

• Category 1 is for those who have a baccalaureatedegree You’ll need to provide proof, via transcripts,

of your degree with your application In addition,you’ll need to complete verification forms—found atthe PMI® website—that show 4,500 hours of projectmanagement experience that spans a minimum ofthree years

• Category 2 is for those who do not have abaccalaureate degree but do hold a high schooldiploma or equivalent You’ll need to completeverification forms documenting 7,500 hours ofproject management experience that spans aminimum of five years

As of this writing, the exam fee is $405 for PMI® members ingood standing and $555 for non-PMI® members Testing isconducted at Prometric testing centers You can find a centernear you on the Prometric center website, but you will not beable to schedule your exam until your application is approved

by PMI® You have one year from the time PMI® receivesand approves your completed application to take the exam.You’ll need to bring two forms of identification, such as adriver’s license, with you to the Prometric testing center on

the test day You will not be allowed to take anything withyou into the testing room and will be provided with a locker

to store your personal belongings You will be given acalculator, pencils, and scrap paper You will turn in all scrappaper, including the notes and squiggles you’ve jotted duringthe test, to the center upon completion of the exam

The exam is scored immediately, so you will know whetheryou’ve passed at the conclusion of the test You’re given fourhours to complete the exam, which consists of 200 randomlygenerated questions Only 175 of the 200 questions arescored 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 statisticalinformation and to determine whether they can or should beused on future exams You will receive a score of Proficient,Moderately Proficient, or Below Proficient for each examdomain, as well as a Pass or Fail score Because PMI® usespsychometric analysis to determine whether you have passedthe exam, a passing score is not published The questions onthe exam cover the five process groups and professionalresponsibility You’ll answer questions on:

groups You won’t see a section or set of questions devotedsolely to professional responsibility, but you will need tounderstand all of the concepts in this area I’ve devoted agood portion of the last chapter of this book to discussingprofessional responsibility topics.

All unanswered questions are scored as wrong answers, so itbenefits you to guess at an answer if you’re stumped on aquestion

After you’ve received your certification, you’ll be required toearn 60 professional development units (PDUs) every threeyears to maintain certification Approximately one hour ofstructured learning translates to one PDU The PMI® websitedetails what activities constitute a PDU, how many PDUseach activity earns, and how to register your PDUs withPMI® 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 oreducation to sit for the PMP® exam, you should considersitting for the Certified Associate in Project Management(CAPM®) exam The CAPM® exam is structured like thePMP® exam, only the content of the exam focuses solely onthe PMBOK® Guide CAPM® candidates typically work in asupporting role with a project manager or as a subprojectmanager Like the PMP®, CAPM® has two categories ofrequirements; each category requires applicants to have asecondary diploma, such as a high school diploma or globalequivalent:

• Category 1 is for applicants who have a minimum of1,500 hours of project management experience

• Category 2 is for applicants who have obtained atleast 23 hours of formal education in projectmanagement (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 Ifyou’re sitting for the CAPM® exam, I encourage you toanswer all of the end-of-chapter questions and take the bonusexams in addition to the sample CAPM® exam You’ll get amuch broader sense of the types of questions and the topicsyou’ll encounter on the actual exam by using all of the samplequestions provided in this book and on the website

Who Should Buy This Book?

If you are serious about passing the PMP® exam (or theCAPM® exam for that matter), you should buy this book anduse it to study for the exam This book is unique in that itwalks you through the project processes from beginning toend, just as projects are performed in practice When you readthis book, you will benefit by learning specific PMBOK®Guide processes and techniques coupled with real-lifescenarios that describe how project managers in differentsituations handle problems and the various issues all projectmanagers are bound to encounter during their careers Thisstudy guide describes in detail the exam objective topics ineach chapter and has attempted to cover all of the importantproject 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 canuse to check your readiness for the actual exam Take this testbefore you start reading the book It will help you identify theareas you may need to brush up on The answers to theassessment test appear after the last question of the test Eachanswer includes an explanation and a note telling you inwhich chapter this material appears

An Exam Essentials section appears at the end of everychapter to highlight the topics you’ll most likely find on theexam and help you focus on the most important materialcovered in the chapter so that you’ll have a solidunderstanding of those concepts However, it isn’t possible topredict what questions will be covered on your particularexam, so be sure to study everything in the chapter

Like the exam itself, this Study Guide is organized in terms ofprocess groups and the natural sequence of events a projectgoes through in its life cycle This is in contrast to other studyguides, where material is organized by Knowledge Area(Human Resource Management, CommunicationsManagement, and so on); such organization can makemapping the processes in each Knowledge Area to processgroups confusing when you’re studying for the exam

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

Don’t rely on studying the review questions exclusively asyour study method The questions you’ll see on the exam will

be different from the questions presented in the book Thereare 200 randomly generated questions on the PMP® examand 150 on the CAPM®, so it isn’t possible to cover everypotential exam question in the Review Questions section ofeach chapter Make sure you understand the concepts behindthe material presented in each chapter and memorize all theformulas as well

In addition to the assessment test and the review questions,you’ll find bonus exams on the website Take these practiceexams just as if you were actually taking the exam (that is,

without any reference material) When you have finished thefirst exam, move on to the next exam to solidify yourtest-taking skills If you get more than 85 percent of theanswers 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 keyelements covered in each chapter

Finally, you will notice various Real World Scenario sidebarsthroughout each chapter They are designed to give youinsight 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 examobjectives—the broad topics in which the exam developerswant to ensure your competency The PMP® exam objectivesare listed at the beginning of every chapter in this book

Exam objectives are subject to change at any time withoutprior notice and at PMI®’s sole discretion Please visit theCertification page of PMI®’s website, www.pmi.org, for themost current listing of exam objectives

How to Contact the Author

I welcome your feedback about this book or about booksyou’d like to see from me in the future You can reach me atKim.Heldman@comcast.net For more information about mywork, please visit my website atKimHeldman.com

Sybex strives to keep you supplied with the latest tools andinformation you need for your work Please check the website

at www.sybex.com/go/pmpsg7e, where we’ll post additionalcontent and updates that supplement this book if the needarises

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

Exam Objectives

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

Objective ChapterDefine 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

Objective ChapterCreate 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 4Develop project activity duration estimates 4Develop project resource estimates 4Develop 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

Objective ChapterIdentify risks and create risk register to monitor

existing risks and add new risks throughout the

project

6

Perform analysis to determine probability and impact

Create a stakeholder management plan to document

needs, interests, and impacts of stakeholders 5Present 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