;Praise for Head First PMP;Praise for Head First PMP;Praise for other Head First books; ; ;How to Use this Book: Intro; Who is this book for?; Who should probably back away from this book?; We know what you''re thinking.; And we know what your brain is thinking.; We think of a "Head First" reader as a learner.; Metacognition: thinking about thinking; Here''s what WE did:; Here''s what YOU can do to bend your brain into submission; Read me; The technical review team; Acknowledgments; Safari Books Onli≠Chapter 1: Introduction: Why get certified?; 1.1 Do these problems seem familiar?; 1.2 Projects don''t have to be this way; 1.3 Your problems.already solved; 1.

4 What you need to be a good project manager; 1.5 Understand your company''s big picture; 1.6 Your project has value; 1.7 Portfolios, programs, and projects have a lot in common; 1.8 Portfolios, programs, and projects all use charters; 1.9 What a project IS.; 1.10 .

and what a project is ¬ 1.11 A day in the life of a project manager; 1.12 How project managers run great projects; 1.13 Project management offices help you do a good job, every time; 1.14 Good leadership helps the team work together; 1.15 Project teams are made of peop≤ 1.16 Operations management handles the processes that make your company tick; 1.17 A PMP certification is more than just passing a test; 1.

18 Meet a real-life PMP-certified project manager;Chapter 2: Organizations, constraints, and projects: In good company; 2.1 A day in Kate''s life; 2.2 Kate wants a new job; 2.3 There are different types of organizations; 2.4 Kate takes a new job; 2.5 Stakeholders are impacted by your project; 2.6 More types of stakeholders; 2.7 Your project team has lots of roles too; 2.

8 Back to Kate''s maintenance nightmare; 2.9 Managing project constraints; 2.10 You can''t manage your project in a vacuum; 2.11 Kate''s project needs to follow company processes; 2.12 Kate makes some changes.; 2.13 . and her project is a success!;Chapter 3: The Process Framework: It all fits together; 3.

1 Cooking up a project; 3.2 Projects are like recipes; 3.3 If your project''s really big, you can manage it in phases; 3.4 Phases can also overlap; 3.5 Break it down; 3.6 Anatomy of a process; 3.7 Combine processes to complete your project; 3.8 Knowledge areas organize the processes; 3.

9 The benefits of successful project management; 3.10 Exam Answers;Chapter 4: Project Integration Management: Getting the job do≠ 4.1 Time to book a trip; 4.2 The teachers are thrilled.for now; 4.3 These clients are definitely not satisfied; 4.4 The day-to-day work of a project manager; 4.5 The six Integration Management processes; 4.

6 Start your project with the Initiating processes; 4.7 Integration Management and the process groups; 4.8 The Develop Project Charter process; 4.9 Make the case for your project; 4.10 Use expert judgment and facilitation techniques to write your project charter; 4.11 A closer look at the project charter; 4.12 Two things you''ll see over and over and over.; 4.

13 Plan your project!; 4.14 The Project Management plan lets you plan ahead for problems; 4.15 A quick look at all those subsidiary plans; 4.16 Question Clinic: The "just-the-facts-ma''am" question; 4.17 The Direct and Manage Project Work process; 4.18 The project team creates deliverables; 4.19 Executing the project includes repairing defects; 4.20 Eventually, things WILL go wrong.

; 4.21 Sometimes you need to change your plans; 4.22 Look for changes and deal with them; 4.23 Make only the changes that are right for your project; 4.24 Changes, defects, and corrections; 4.25 Decide your changes in change control meetings; 4.26 How the processes interact with one another; 4.27 Control your changes; use change controlchange control systemchange request documentProject Management Planin change request; 4.

28 Preventing or correcting problems; 4.29 Finish the work, close the project; 4.30 You don''t have to go home, but you can''t stay here; 4.31 So why INTEGRATION Management?; 4.32 Integration Management kept your project on track, and the teachers satisfied;Chapter 5: Scope Management: Doing the right stuff; 5.1 Out of the frying pan.; 5.2 .

and right back into the fire; 5.3 Cubicle conversation; 5.4 It looks like we have a scope problem; 5.5 You''ve got to know what (and how) you will build before you build it; 5.6 The power of Scope Management; 5.7 The six Scope Management processes; 5.8 Plan your scoping processes; 5.9 Now you''ve got a roadmap for managing scope; 5.

10 Cubicle conversation; 5.11 Collect requirements for your project; 5.12 Talk to your stakeholders; 5.13 Make decisions about requirements; 5.14 Help your team to get creative; 5.15 Use a questionnaire to get requirements from a bigger group of peop≤ 5.16 Observation can help you see things from a different point of view; 5.17 A prototype shows users what your product will be like; 5.

18 Now you''re ready to write a requirements document; 5.19 Define the scope of the project; 5.20 How do you define the scope?; 5.21 The project scope statement tells you what you have to do; 5.22 Question Clinic: The "which-is-BEST" questionexam question help"Which-is-BEST" questions"Which-is-BEST" questions, in exam; 5.23 Create the work breakdown structure; 5.24 The inputs for the WBS come from other processes; 5.25 Breaking down the work; 5.

26 Break it down by project or phase; 5.27 Decompose deliverables into work packages; 5.28 Inside the work packa≥ 5.29 The project scope baseline is a snapshot of the plan; 5.30 The outputs of the Create WBS process; 5.31 Cubicle conversation; 5.32 Why scope changes; 5.33 The Control Scope process; 5.

34 Anatomy of a chan≥ 5.35 A closer look at the change control system; 5.36 Just one Control Scope tool/technique; 5.37 Make sure the team delivered the right product; 5.38 The stakeholders decide when the project is do≠ 5.39 Is the project ready to go?; 5.40 The project is ready to ship!;Chapter 6: Time management: Getting it done on time; 6.1 Reality sets in for the happy coup≤ 6.

2 Meet the wedding planner; 6.3 Time management helps with aggressive timelines; 6.4 Plan your scheduling processes; 6.5 Now you know how you''ll track your schedu≤ 6.6 Use the Define Activities process to break down the work; 6.7 Tools and techniques for Define Activities; 6.8 Rolling wave planning lets you plan as you go; 6.9 Define activities outputs; 6.

10 The Sequence Activities process puts everything in order; 6.11 Diagram the relationship between activities; 6.12 Network diagrams put your tasks in perspective; 6.13 Dependencies help you sequence your activities; 6.14 Leads and lags add time between activities; 6.15 Create the network diagram; 6.16 Rob and Rebecca have resource problems; 6.17 What you need to estimate resources; 6.

18 Estimating the resources; 6.19 Figuring out how long the project will take; 6.20 Estimation tools and techniques; 6.21 Create the duration estimate; 6.22 Back to the wedding; 6.23 Bringing it all together; 6.24 Question Clinic: The "which-comes-next" questionexam question help"Which-is-BEST" "Which-comes-next" questions"Which-comes-next" questions, in exam; 6.25 One thing leads to another; 6.

26 Use the critical path method to avoid big problems; 6.27 How to find the critical path; 6.28 Finding the float for any activity; 6.29 Float tells you how much extra time you have; 6.30 Figure out the early start and early finish; 6.31 Figure out the latest possible start and finish; 6.32 Add early and late durations to your diagrams; 6.33 Take a backward pass to find late start and finish; 6.

34 Let''s take some time out to walk through this!; 6.35 Crash the schedu≤ 6.36 Fast-tracking the project; 6.37 Modeling techniques; 6.38 Other Develop Schedule tools and techniques; 6.39 Outputs of Develop Schedu≤ 6.40 Influence the factors that cause chan≥ 6.41 Control Schedule inputs and outputs; 6.

42 What Control Schedule updates; 6.43 Measuring and reporting performance; 6.44 Control Schedule tools and techniques; 6.45 Another satisfied customer!;Chapter 7: Cost Management: Watching the bottom li≠ 7.1 Time to expand the Head First Loun≥ 7.2 The guys go overboard; 7.3 Lounge conversation; 7.4 Introducing the Cost Management processes; 7.

5 Plan how you''ll estimate, track, and control your costs; 7.6 Now you''ve got a consistent way to manage costs; 7.7 What Alice needs before she can estimate costs; 7.8 Other tools and techniques used in Estimate Costs; 7.9 Let''s talk numbers; 7.10 Now Alice knows how much the Lounge will cost; 7.11 Lounge conversation; 7.12 The Determine Budget process; 7.

13 What you need to build your budget; 7.14 Determine budget: how to build a budget; 7.15 Question Clinic: The red herring; 7.16 The Control Costs process is a lot like schedule control; 7.17 A few new tools and techniques; 7.18 Look at the schedule to figure out your budget; 7.19 How to calculate planned value; 7.20 Earned value tells you how you''re doing; 7.

21 How to calculate earned value; 7.22 Put yourself in someone else''s shoes; 7.23 Is your project behind or ahead of schedule?; 7.24 Are you over budget?; 7.25 The earned value management formulas; 7.26 Interpret CPI and SPI numbers to gauge your project; 7.27 Forecast what your project will look like when it''s do≠ 7.28 Meanwhile, back in the Loun≥ 7.

29 Once you''ve got an estimate, you can calculate a variance!; 7.30 Finding missing information; 7.31 Keep your project on track with TCΠ 7.32 A high TCPI means a tight budget; 7.33 Party time!;Chapter 8: Quality Management: Getting it right; 8.1 What is quality?; 8.2 You need more than just tests to figure out quality; 8.3 Once you know what the product is supposed to do, it''s easy to tell which tests pass and which fail; 8.

4 Quality up close; 8.5 Quality vs. grade; 8.6 "An ounce of prevention."; 8.7 Plan Quality is how you prevent defects; 8.8 How to plan for quality; 8.9 The Quality Management plan gives you what you need to m.