passing the pmp exam-how to take it and pass it-200507-prentice hall-pmbok 3rd ed-2004

7/29/2019 Passing the Pmp Exam-How to Take It and Pass It-200507-Prentice Hall-Pmbok 3Rd Ed-2004

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P a s s i n g t h e P M P Ex a m : H ow t o T a k e I t a n d P as s I t

B y R ud d M c G a r y , Ph . D . , - PMP

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .P u b l i s h e r : P r e n t i c e H a l l P T R P u b D a t e : J u l y 2 9 , 2 0 0 5

I S B N :0 - 1 3 - 1 8 6 0 0 7 - 0

P a g e s : 504

T a b le o f C o nt en t s | I n d ex

T hi s b oo k u ses t he P MB OK Gu id e, T hi rd E di ti on , s o t hat a ll i nf orm at io n i s u p to d at ef or t he n ew P MP e xa mi na ti on .

D o n' t j u st t a ke t h e P M P e x am: Pa s s i t , t h e f i r st ti me !

L e ss t h an 5 0 % o f P M P e x am c a nd i d at e s a ct u al l y p as s t h e e xa m o n t h e ir f i r s t a tt e mp t . B uto ne g ro up p asse s a t an amazing 80+% r at e: th e s tu de nts o f Dr . Ru dd McG ar y, PM P.M c G a r y h a s s p e n t y e a r s t e a ch i n g t h e P M P c e r t i f i ca t i o n e x a m a n d h e lp i ng p r of e ss i on a lp ro je ct ma na ge rs p re pa re f or i t. N ow , h e' s i nt eg ra te d a ll o f t he se t ec hn iq ue s a ndk no wl edg e to assi st y ou i n o ne b ook : P as si ng t he P MP E xa m.

D r. M cG ar y s ho ws y ou e xa ct ly w ha t t he P ro je ct M an ag e me n t I n st it u te e xp e ct s f r om y oua n d e x ac t ly h o w t o b e p re p ar e d f o r th e ce r ti f ic a ti o n e x ami n at io n . W h at e ve r y o ure xp er ie nc e, h e' ll h el p y ou r ap id ly a ch ie ve d ee p ma st er y o f P MI 's P ro je ct M an ag eme nt B od yo f K no wl ed ge ( PM BO K ). O th er b oo ks c ov er P MB OK , b ut this b oo k i s r el en tl es sl y f oc us edo n h el pi ng y ou a ce y ou r e xam t he f i rs t t ime .

L ea rn p ro ve n s tr at eg ie s, me th od s, a nd t ip s f or p as si ng y ou r P MP e xa m

M as te r a ll f iv e p ro je ct p ha se s: i ni ti at io n, p la nn in g, e xe cu ti on , c on tr ol , a nd c lo si ng

U s e t h e b o o k t o b e c o me a p r o j e c t ma n ag e me n t p r o f es s i on a l i n p r o j ec t i n t eg r a ti o n ,s c o p in g , s c h e du l i ng , c o s ts , q u a li t y , h u ma n r e s o u r c es , c o mmu n ic a ti o n s, r i sk , a n dprocurement

U n de r st a nd c r it i ca l p r oj e ct ma na ge me n t d e ta i ls , f r om W or k B re ak do wn S tr u ct ur e s( WBS) to change control systems

R ev ie w t he p rof ess ion al co nd uc t an d e th ic s st an da rd s y ou w ill b e t est ed o n

C on ti nu e t o u se t he b oo k a s a v al ua bl e r es ou rc e o f p ra ct ic al i nf or ma ti on a ft er y ou

a r e c e rt i fi e d

T h e a c co mp an yi ng C D- RO M p re se nt s R ud d M cG ar y' s u ni qu e a pp ro ac h t o p as si ng t he P MPexam. You' ll fin d mor e v al uab le c ont en t t han o n an y o the r P MP st ud y g uid eCD-ROMincluding m or e t ha n 4 00 s am pl e e xa m q ue st io ns a nd a ns we rs !

C op yr ig ht P ea rs on E du ca ti on . A ll r ig ht s r es er ve d.

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Pa s s ing t he PMP Ex a m: How t o Ta k e It a nd Pa s s It

B y R ud d M c Ga r y , P h . D ., - P M P

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .P u b l i s h e r : P r e n t i c e H a l l P T R P u b D a t e : J u l y 2 9 , 2 0 0 5I S B N : 0 - 1 3 - 1 8 6 0 0 7 - 0P a g e s : 504

T a b le o f C o nt en t s | I n d ex

Co p y rig h t

P r ef a c e

A c k n o wle d gme n ts

A b o u t th e A u th o r

A b o u t th e Co n trib u to rs

C h a p t er O n e . I n t r o du c t i on

T h e P MB OK

P r o j ec t M a n ag e m en t a n d P r o j ec t s

T wo D if f e r e nt M o de l s o f A p pr o ac h in g t h e S t ud y o f P r oj ec t M a na g em e nt

S t y l e o f t h e Bo o k

Q u e s ti o n s f r o m C h a p te r O n e

A n s we rs f ro m Ch a p te r On e

C h a pt e r T w o . In i t ia t i on a n d P l a n ni n g

In itia tio n a n d F e a s ib ility

Planning

Q u e s ti o n s f r o m C h a pt e r T w o

A n s we rs f ro m Ch a p te r T wo

C h a pt e r T h r ee . P l a n ni n g a n d E x e cu t i on

I T a n d E n gi n ee r in g

Stakeholders

Co mmu n ic a tio n in th e E x e c u tio n P h a s e

Baseline

S ta tu s Me e tin g s

G e ne r al C o mm e nt s o n P l an n in g a n d E x ec u ti o n

Q u e s ti o n s f r o m C h a pt e r T h r ee

A n s we rs f ro m Ch a p te r T h re e

Ch a p te r F o u r. E x e c u tio n a n d Co n tro l

C h a ng e C o n t ro l S y s t e m a n d C h a n g e C o n t ro l B o a r d

V e r si o n C o n t ro l

o r k A u t h or i z at i o n S y s t e m

S t a t e m en t o f W o r k ( S O W )

E a rn ed V a lu e

E a r ne d V a l ue A c r on y m s a n d F o r m u l a s

Qu e s tio n s fro m Ch a p te r F o u r

A n s we rs f ro m Ch a p te r F o u r

C h a p t e r F iv e . C o n t r ol a n d C l o s in g

A d min is tra tiv e Clo s u re

Co n tra c t Clo s e o u t

L e s s o n s L e a rn e d

F o rma l A c c e p ta n c e

Qu e s tio n s f ro m Ch a p te r F iv e

A n s we rs f ro m Ch a p te r F iv e

C h a p t e r S i x . P r o f e s s i o n a l C o n d uc t a n d E t h i c s

Re s p o n s ib ility to th e P ro fe s s io n

Re s p o n s ib ilitie s to Cu s to me rs a n d th e P u b lic

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Qu e s tio n s fro m Ch a p te r S ix

A n s we rs f ro m Ch a p te r S ix

C h a p te r S e v e n . M i d - B oo k E x a m

Mid-Term

Mid -Te rm A n s we rs

Ch a p te r E ig h t. P ro je c t In te g ra tion Ma n a g e me n t

D e v e l o p P r o j ec t C h a r t er

T he P r oj ec t P l an

De v e lo p P re limina ry P ro je c t S c o p e S ta te me n t

D e v e l op i ng t h e P r oj e ct P l an

P ro je c t P la n E x e c u tio n

I n t eg r a t ed C h a n ge C o n t ro l

Clo s e P ro je c t

Qu e s tio n s fro m Ch a p te r E ig h t

A n s we rs f ro m Ch a p te r E ig h t

Ch a p te r Nin e . P ro je c t S c o p e Man a g e me n t

S c o p e P la n n ing

S c o p e De fin itio n

Cre a te WB S

S c o pe V e r if i c a t io n

S c o pe C h a ng e C o n tr o l

Qu e s tio n s fro m Ch a p te r Nin e

A n s we rs f ro m Ch a p te r Nin e

C h a p te r T e n . P r o j ec t T i m e M a n a ge m e nt

A c tiv ity De f in itio n

A c tiv ity S e q u e n c in g

Ne two rk Dia g ra ms

A c tiv ity Re s o u rc e E s tima tin g

A c tiv ity Du ra tio n E s tima tin g

S c h ed u l e D e v e l o p m en t

S c h ed u l e C o n tr o l

Q u e s ti o n s f r o m C h a pt e r T e n

A n s we rs f ro m Ch a p te r T e n

Ch a p te r E le v e n . P ro je c t Co s t Ma n a g e me n t

Re s o u rc e P la n n in g

Co s t E s tima tin g

Co s t B u d g e tin g

Co s t Co n tro l

E a rn ed V a lu e

No t in th e P MB OK b u t o n th e E x a min a tio n

Qu e s tio n s fro m Ch a p te r E le v e n

A n s we rs f ro m Ch a p te r E le v e n

C h a pt e r T w e lv e . P r o j e ct Q u a l i t y M a n ag e me n t

Qu a lity P la n n ing

P e rf o r m in g Q u a li t y A s s u ra n c e

P e rf o r m in g Q u a li t y C o n t r ol

Q u e s ti o n s f r o m C h a pt e r T w e lv e

A n s we rs f ro m Ch a p te r T we lv e

Ch a p te r T h irte e n . P ro je c t Hu ma n Re s o u rc e s Ma na g e me n t

H u m a n R e s ou r c e P l a n ni n g

A c q u ire P ro je c t T e a m

D e v e l op i ng t h e P r oj e ct T ea m

M a n ag i ng t h e P r o je c t T e am

Q u e s ti o n s f r o m C h a p te r T h i rt e e n

A n s we rs f ro m Ch a p te r T h irte e n

Ch a p te r F o u rte e n . P ro je c t Co mmu n ic a tio n s Ma n a ge me n t

Co mmu n ic a tion P la n n in g

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In f o rma tio n Dis trib u tio n

P e rf o r m an c e R e p or t i n g

S ta k e h old e r Ma n a g eme n t

A d min is tra tiv e Clo s u re

C h a nn e l s o f C o m m u ni c a t i on

Qu e s tio n s f ro m Ch a p te r F o u rte e n

A n s we rs f ro m Ch a p te r F o u rte e n

C h a p t e r F i f t e e n . P r o j e ct R i s k M a n a g e m en t

T h e P ro je c t Ris k Ma n a g e me n t P ro c e s s e s

R i s k M a n ag e m en t P l a nn i n g

Ris k Id e n tif ic a tio n P ro c e s s

Q u a li t a ti v e R i s k A n a l y s i s P r o c e s s

Q u a nt i t a ti v e R i s k A n a l y s i s

Ris k Re s p o n s e P la n n in g

R i sk M o ni t or i ng a n d C o nt r ol ( R M& C )

Co n c lu s io n

Qu e s tio n s f ro m Ch a p te r F if te e n

A n s we rs f ro m Ch a p te r F if te e n

Ch a p te r S ix te e n . P ro je c t P ro c u re me n t Ma n ag e me n t

P l a nn i n g P u r c ha s e s a n d A c q u is i t io n s

Co n tra c t T y p e s

P l a n C o n t ra c t i ng

Re q u e s t S e lle r Re s p o n s e s

S e l e ct S e l l er s

Co n tra c t A d min is tra tio n

Co n tra c t Clo s u re

Qu e s tio n s fro m Ch a p te r S ix te e n

A n s we rs f ro m Ch a p te r S ix te e n

A p p en d i x A . A b b r e v i a t i o n s

A p p e nd i x B . G l o s s ar y

A p p e n di x C . A b o u t t h e C D -R O M

T he M e as ur eU p P M P T es t P r ep E x am

S y s te m Re q u ire me n ts

In s ta lla tio n

S ta rtin g th e Me a s u re Up P ra c tic e T e s ts A p p lic a tio n

T ak i ng a T es t

S o f t w a r e L i c en s e A g r e em e n t

In d e x

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CopyrightContributors:

J im B la yl oc k, P MP

K ar l K il l, P MP

K ar en T at e, P MP

M an y o f t he d es ig na ti on s u se d b y ma nu fa ct ur er s a nd s el le rs t o d is ti ng ui sh t he ir p ro du ct s a rec la ime d a s t ra de ma rk s. W he re t ho se d es ig na ti on s a pp ea r i n t hi s b oo k, a nd t he p ub li sh er w asa wa re o f a t r ad e ma rk c la im, t he d es ig na ti on s h av e b ee n p ri nt ed w it h i ni ti al c ap it al l et te rs o r i na l l c ap i ta l s.

P M P a nd t h e PM P L o g o a r e c e rt i f i ca t i o n ma r k s o f t h e P r o j e ct M a n a ge me n t I n s ti t u t e , w h i c h ar er eg is te re d i n t he U ni te d S ta te s a nd o th er n at io ns .

P MI i s a s er vi ce a nd t ra de ma rk o f t he P ro je ct M an ag eme nt I ns ti tu te , I nc ., w hi ch i s r eg is te re di n t he U nit ed S ta te s an d o th er n ati on s.

P MB OK i s a tr ad ema rk o f t he P ro je ct M an ag eme nt I ns ti tu te , I nc ., w hi ch i s r eg is te re d i n t heU ni te d S ta te s a nd o th er n at io ns .

PM I d id no t p ar tici pat e in t he d eve lop me nt o f t his p ub li ca ti on a nd h as n ot r ev ie we d t hec on te nt f or a cc ur ac y. P MI d oe s n ot e nd or se o r o th er wi se s po ns or t hi s p ub li ca ti on a nd mak esn o w ar r an t y, g u ar a nt e e, o r r e pr e se n ta ti o n, e xp r es se d o r i mp l i ed , a s t o i ts a cc u r ac y o rco nt en t. PM I d oe s no t h av e an y f in an ci al i nt er es t i n t his p ub li ca ti on an d ha s n ot co nt ri bu te da n y f i na nc i al r e so u rc e s.

Th e au th or s an d p ub li sh er hav e t ake n car e i n th e p rep ar atio n o f t hi s b ook , b ut make no

e xp re ss ed o r i mp li ed w ar ra nt y o f a ny k in d a nd a ss ume n o r es po ns ib il it y f or e rr or s o r o mi ss io ns .N o l ia bi li ty i s as su me d f or i nc id en ta l o r c on se qu en ti al d ama ge s i n c on ne ct io n w it h o r a ri si ng o uto f t he u s e o f t h e i n f o r ma t io n o r p r og r ams c o n ta i n ed h e r e in .

T he p ub li sh er o ff er s e xc el le nt d is co un ts o n t hi s b oo k w he n o rd er ed i n q ua nt it y f or b ul kp ur ch as es o r s pe ci al s al es , w hi ch ma y i nc lu de e le ct ro ni c v er si on s a nd /o r c us to m c ov e rs a ndc on te nt p ar ti cu la r t o y ou r b us in es s, t ra in in g g oa ls , ma rk et in g f oc us , a nd b ra nd in g i nt er es ts .F o r mo r e i n fo r ma t i o n , p l e a s e c o n t a ct :

U. S. Corporate and Government Sales (800) 382-3419 [email protected]

For sales outside the U. S., please contact:

Inter national Sales [email protected]

Visit us on the Web : www.phptr.com

L ib r ar y o f C on gr e ss C at al og N umb er : 2 00 59 25 81 5

C op yr ig ht 2 00 6 P ea rs on E du ca ti on , I nc .

A ll r ig ht s r es er ve d. P ri nt ed i n t he U ni te d S ta te s o f A me ri ca . T hi s p ub li ca ti on i s p ro te ct ed b yc op yr ig ht , a nd p er mi ss io n mu st b e o bt ai ne d f ro m t he p ub li sh er p ri or t o a ny p ro hi bi te dr ep ro du ct io n, s to ra ge i n a r et ri ev al s ys te m, o r t ra ns mi ss io n in a ny fo rm o r b y a ny me an s,e l e c t r o n ic , me c h an i ca l , p h o to c o py i n g, r e c or d i ng , o r l i k ew i s e. F o r i n fo r ma t io n r e ga r di n gp er mi s si o ns , w r it e t o :

Pear son Ed ucation , I nc. Rig hts and Contracts Departme nt

P a g e 7

ABC Amber C HM C onverter Trial version, http://www.processtext.com/abcchm.html
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PrefaceT he re i s n o p ro fe ss io n mo re i nt er es ti ng o r c ha ll en gi ng t ha n mo de rn p ro je ct ma na ge me n t.B e c a u s e o f t he n a tu r e o f p r o j e c t s , t h e p ro j e c t ma na g er w i ll b e w o rk i ng i n e n vi r on me n t s w h e r ec ha ng e i s o cc ur ri ng , w he re t he re i s u ni qu en es s t o t he ma na ge me nt , a nd w he re t imec o ns t ra i nt s g ui d e t he w o r k to b e d o ne . P r oj e ct ma na ge me n t h a s b e e n u s ed f o r t h ou s an d s o f y ea rs w it h a lmo st a ll o f t he p ro je ct s i nc lu di ng s ome a sp ec t o f b ui ld in g. F ro m t he p yr ami ds o f E gy pt t o t he g re at c at he dr al s o f E ur op e, p ro je ct s i nv ol vi ng t ho us an ds o f p eo pl e a nds ome ti me s h un dr e ds o f y ea rs h av e b e en c omp le te d.

W h il e t h e re w e r e d e f a ct o p r o je c t ma n ag e rs a ll t hr o ug h ou t h i st or y , t h e f or ma li z at i on o f p r oj e ctmanag eme nt d id n ot r ea ll y b eg in u nt il th e se co nd h alf o f t he t we nt ie th ce nt ur y. A s l ar geo rg an iz at io ns , s uc h a s t he U .S . mi li ta ry , b eg an t o r un l ar ge r a nd mo re e xp en si ve p ro je ct s,t he re wa s a n ee d fo r t he d isc ip li ne a nd c ommon k no wle dge b as e th at is t he h al lmar k of ap r o fe s si o n . S o me s o r t o f p a s s in g o n o f b e s t p r a c ti c e s a n d c o mmo n l a n gu a g e t h a t w o u ld ma kee a ch s u cc e s si v e ge n e ra t io n o f p r o je c t ma n ag e r s a b le t o h a ve mu c h th e s ame s ki l l s et a n db ac kg ro un d i nf or ma ti on a s t he p re vi ou s o ne w as n ee de d t o ma ke p r oj ec t ma na ge me n tprofessional.

I n 1 9 69 , a g r ou p w as f or me d t h a t w a s d e d i ca t e d t o ma ki ng p r oj e ct ma na ge me n t a p r of e ss i on .T he P r oj ec t M an ag e me nt I n st it ut e ( PM I) w a s fo rme d i n t ha t y ea r a nd l at er b ro ug ht o ut ab oo k, t he P ro je ct M an ag eme nt B od y o f K no wl ed ge o r P MB OK , t ha t b eg an t o c od if y i nf or ma ti onc on ce rn in g t he v ar io us u ni qu e f ac to rs o f p r oj e ct ma na ge me n t.

A va l id a ti o n o f t h e s t at u s o f t h e P M BO K c a me i n t h e y e ar 2 0 00 w h en t h e A me r ic an N at io na lS ta nd ar ds I ns ti tu te d ec la re d t he P MB OK t he o ff ic ia l p ub li ca ti on o f p ro je ct ma na ge me nt a ndthe work was set up as the standard for project management in this country.

PMI instituted a certification test so that there would be a standardization of information anda kn ow le dg e b ase th at c ou ld b e tr ans fe rr ed an d u se d b y p eo ple c omi ng in to t he p ro je ctmanagement arena. Because of its very nature, project management is a job that is

s e r e nd i p i to u s . M o s t p e o p le c o me t o i t b y c h a nc e , n o t b y p la n n e d e d u ca t i o n o r c ar e e r p a t hi nt en ti on . S o t he o ne p la ce t ha t a ll a sp ir in g p ro je ct ma na g er s ca n go t ha t ha s be e n a cc ep t edb y A NS I i s th e P MI ce rti fic at io n t est le ad in g t o th e d es ig na ti on PM P, o r P ro je ct M an ag eme ntProfessional.

T he ai m o f th is bo ok i s t wo fo ld . Fi rst, th e bo ok an d C D-ROM ar e d esig ne d t o h elp an yo net a k i ng t h e c e r t if i c at i o n e x a mi n a t i on to pa s s i t . ( S e e A pp en di x C fo r d et ai ls a bou t th e CD .) Th isi s t he d riv ing fo rc e o f t he b oo k. H ow ev er , th e man ne r in w hich th e b ook i s pr esen te d is alsou se fu l f or i nf or ma ti on t ha t c an b e u se d l on g a ft er pa ss in g t he ex am. A ny on e w ho h as b ee n ap ro je ct man ag er w ill r eco gn ize th e t wo u se s o f th e b oo k. It i s b oth a p ri mer fo r th e e xam an da textbook for project managers to use as they project manage.

I a m o ft en a sk ed w h at t he k ey t o t ak in g t he e xa m i s, a nd t he b es t a ns we r i s " Kn ow t hemat er ial ." Ta ki ng t hi s e xam i s n ot a bo ut k no wi ng a ns we rs t o q ue st io ns ; i t i s a bo ut h av in g t hed ept h of k no wl edg e t ha t w il l be u se fu l in fu tu re e nd eav or s. If y ou h ave t he kn ow le dg e b ase ,you will pass the exam. I have enjoyed writing this book because of the dual nature of bothp assi ng th e e xam an d th en b ei ng a p rof ess io nal p roj ect man ag er . A s y ou use t he bo ok, I ho pethat it is helpful in both ways and that when you pass the exam, you understand you ares t ar t in g , n o t f i ni s hi n g, y o ur e d uc at i on i n p r oj e ct ma na ge me n t . T h e p r o j e ct ma na ge me n tp ro fe ss io n i s o ng oi ng a nd c an b e f as ci na ti ng , d eman di ng a l ar ge r an ge o f s ki lls f or i tsp ra ct it io ne rs . I f t hi s b oo k h el ps p eo pl e f in d n ew c ar ee rs a nd c ha ll en ge s, t he n i t w il l b eworthwhile.

Goo d luck on the e xam an d in b ein g a pr oj ect manager .

R u dd M c Ga r yColumbus, OHA pr il , 2 0 05

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AcknowledgmentsF i rs t, t o my w if e S ha ro n, w it ho ut w ho m n ot hi ng I d o w ou ld b e w or th wh il e. T he e nc ou ra ge me n t

s h e ga v e is t h e re a so n t hi s b oo k w as w r it t en . T o my s o ns , C l ay t on a n d C a rt e r, f o r t h ei rsupport during the writing of the book and staying out of the way when I was wr iting. Thew or k o f P au l P et ra li a a nd M ic he ll e V in ce nt i a t P re nt ic e H al l h as b ee n i nv al ua bl e, a nd t he y ma deit possible to bring this book to its final shape. To Lori Lyons and Ben Lawson of Prentice Hall,t ha nk y ou f or y ou r h ar d w or k i n k ee pi ng me on tr ac k a nd ma ki ng t he b oo k a s p ro fe ss io na ll ydone as possible; it is a pleasure to work with people who do their job so well. Tim Bolwerkh el pe d me g e t i n to t h e p r oj e ct ma na ge me nt a re a a nd a lw ay s w as h el pf ul d ur in g o ur l on g t al ksa b o u t t h e p r a ct i c e o f p r o je c t ma n ag e me n t. F o r K a re n , K a rl , a n d J i m, t h e c on t r i b u t o r s t o t h ebo ok, th an k y ou for all your pro fession al har d wor k; it mak es th e b oo k b et te r. An d fi na ll y, t oal l o f yo u w ho h av e b ee n c ol le ag ue s an d st ud en ts i n t he ar ea o f p ro je ct man ag eme nt , t han kyou for h elping me g ai n an un de rsta nd ing o f wh at i t me an s t o b e a p ro fe ssi on al p ro je ctmanager.

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About the Author Rudd McGary, P h. D. , P MP , l iv es i n C ol umb us , O hi o, w it h h is w if e S ha ro n, a nd s on s C la yt on

a nd C ar te r. A s a n e du ca to r, p ra ct it io ne r, a nd w ri te r i n p ro je ct ma na ge me nt , M cG ar y h ash el pe d c ou nt le ss p eo pl e a s t he y h av e w or ke d o n a nd s tu di ed a bo ut p ro je ct t ea ms an d p ro je ctman ag eme nt . H e c on ti nu es t ha t t ra di ti on w it h t hi s b oo k, w hi ch w il l a id p eo pl e i nt er es te d i np as si ng t he P MI c er ti fi ca ti on e xa mi na ti on t o b e co me f a mi li ar w it h t he v ar io us a re as o f i nt er es ta n d st u d y t h at ma k e u p p r o j ec t ma n ag e me n t .

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A bo ut t he C on tr ib ut or sJim Blaylock, P M P, ha s mo re t ha n t hi rt y y ea rs e xp er ie nc e l ea di ng p ro je ct s i n I T, L og is ti cs ,

D is tr ib ut io n, M an uf ac tu ri ng , a nd T ra ns po rt at io n. W hi le i n t he N av y, h e s uc ce ss fu ll y ma na ge do rg an iz at io ns h av in g i n e xc es s o f 2 00 p eo pl e a nd p ro je ct s t ha t r an ge d f ro m $ 5 mi lli on to $ 75mi l li o n i n v a lu e . S i nc e r e t ir e me n t f r o m t h e N a vy , h e h a s co n c e n t ra t e d p r i ma r i ly o n c o mme r ci a lp r oj e ct s, s uc ce s sf ul l y l e ad i ng o n es f o r S he r wi n W il l ia ms , C a te r pi ll a r, F e l- P ro , T o yo t a, V au x ha ll ,F ed er al E xp re ss , H ome S ho pp in g N et wo rk , R ey no ld s a nd R ey no ld s, C in ci nn at i B el l,Bloomi ng da le s- By -M ai l, a nd t he S ta te o f O hi o. J im h old s a B S i n C he mi st ry a nd a n M S i nC omp ut er S ys te ms M an ag eme nt a nd i s a g ra du at e o f t he C ro sb y Q ua li ty C ol le ge . C er ti fi ed a s aPMP since 1993, he has served on the Board of Directors of the SWOHIO Chapter of PMI formor e t han e ig ht ye ar s an d is c ur re nt ly Di re ct or o f B est P rac tic es fo r th e C hap te r. H e is af re qu en t s pe ak er a t s emi na rs r el at ed t o p ro je ct man ag eme nt a nd i n h is s pa re t ime , J im s er ve sa s a n a dj un ct p ro fe ss or a t t he W il li ams C ol le ge o f B us in ess a t X av ie r Un iv er si ty i n C in ci nn at i,t e ac h in g O p er a ti o ns M an a ge me n t f o r M B A c an d id a te s .

Karl Kill, P MP , i s a S en io r P ro je ct M an ag er w it h C he ck Fr ee C or po ra ti on . K ar l h as mo re t ha ns e ve n t ee n y e a rs o f p r o je c t ma na ge me n t e x pe r ie n ce i n a w i de v ar i et y o f i n du s tr i es , b o thp ri va te a nd p ub li c s ec to rs . H e h as d ir ec te d mu lt id is ci pl in e t ea ms f or t he p la nn in g,d e ve l o pme n t , i mp le me n t a ti o n , a n d d e p l oy me n t o f s e v er a l l a r ge I n f or ma t i o n T e c h no l o g yp ro je ct s. I n a dd it io n, h e h as b ee n a P MP -c er ti fi ed p ro je ct ma na ge r s in ce 1 99 9 a nd i sf ac il it at in g a P MP e xa m s tu dy g ro up a t C he ck Fr ee C or po ra ti on , h el pi ng o th er s t o b ec omecertified.

Karen Tate, PMP, President of The Griffin Tate Group, Inc., is the coauthor of T h e P r o j e c t M a na g em e nt M e mo r y J o gg e r , A Pocket Guide for Project Teams, G et ti ng S ta rt ed i n P ro je ct Management, A Step By Step Approach to Risk Assessment, Triz: An Approach to Systematic Innovation, and T he M cG ra w- Hi ll 3 6 H ou r C ou rs e i n P ro je ct M an ag em en t . Ms. Tate has been

w o rk i ng w i th p r oj e ct s a n d p r oj e ct t e ams f o r mo r e t h an t w en t y y e ar s . P r io r t o f o rmi n g T heGr iff in T ate Gr ou p, Inc., she managed programs an d p ro je ct s o f a ll t yp es an d s iz es , in av ar ie ty o f i nd us tr ie s. S he h as c on su lt ed a nd t ra in ed w it h o rg an iz at io ns t hr ou gh ou t t he U .S .,S ou th A fr ic a, C hi na , E ur op e, A si a, A us tr al ia , a nd N ew Z ea la nd .

M s . T a t e h a s e a r n e d h e r Pr o j e c t M a n a g eme n t P r o fe s s io n a l C e r t if i c at i o n ( P M P) f r o m t h e P r o j e c tM an ag eme nt I ns ti tu te ( PM I) , a nd s he h as a n M BA f ro m X av ie r Un iv er si ty . S he l iv es i nCi nci nn at i, O hi o, wi th he r s on s an d he r h usba nd , A nd y, al so a PM P. Ms. Tate is a Se ni or Li feme mb e r o f th e So c ie t y o f Wo me n E ng in ee rs ( SW E) a nd s er ve s a s t he C ha ir o f t he E xt er na lRelations and Volunteer Involvement Committee of the Board of Directors of ProjectManagement Institute.

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C ha pt er O ne . I nt ro du ct io nI t is n in e o 'c lo ck i n t he mo rnin g whe re ver y ou ar e. Yo u have ar rive d at a l ear ni ng cen te r and

are about to take the Project Management Institute Certification exam for ProjectManagement Professional ( PMP) . You have two pencils, a few clean sheets of paper, and af ou r- fu nc ti on c al cu la to r. Y ou a ls o h av e j us t a bo ut e no ug h a dr en al in e f lo wi ng t o g o o ut a nd r una ma ra th on . B ef or e t ha t ma ra th on , t ho ug h, y ou h av e t he l it tl e ma tt e r o f a c e r ti fi ca t io n e x amt o t a k e .

Y o u h a v e a t e n de n c y f o r s h o rt - te r m me mo r y l os s w h en y o u' r e f il le d w i th a dr e na li ne . S o , d on ot g et u p e ar ly i n t he mo rn in g a nd t ry t o c ra m i n a fe w mo re mi nu te s of s tr es se d- ou t st ud y;it w il l no t he lp y ou . F in ish s tu dyi ng t he ni ght b efo re , ge t so me s le ep , an d t he n w ake up r ead yt o t a k e t h e t e s t .

A ft er y ou r ec ei ve a ut ho ri za ti on f ro m P MI , y ou c an s ch ed ul e y ou r o wn e xa m. Th e e x ami na ti oni s d on e a t l ea rn in g c en te rs , a ll o f w hi ch o ff er j us t a bo ut t he s ame fa ci li ti es . Y ou ca n c ho os e

the time of day that you take the exam, so you need to know when your best testt ime -t ak in g h ou rs o f t he d ay a re . H av in g t au gh t a t s ev er al u ni ve rs it ie s o ve r t he y ea rs , mye xp er ie nce h as b ee n th at mor ni ng t est t ak er s g en er al ly d o b ett er t han p eo pl e w ho ta ke th et e s t la t e r in t h e da y . O f c o u r s e , t h i s i s n o t t r u e f or e v e r y on e , s o ma k e a d e c is i o n w h e n y o uw i l l b e t h e mo s t c o mf o r ta b l e. R e me mb e r t o t a k e a s mu c h c h a r g e a s y o u c an o f t h eenvironment and time of the test.

R e pe a t a ft e r me : " I a m n o t h e re t o t a k e t hi s t e st , I ' m h e r e t o pass it."

Onward.

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The PMBOK

T h e o f fi c ia l d e fi n it i on o f p r o je c t ma na ge me n t f r om t h e P r o je c t M a na g e me n t B o dy o f K no wl ed ge , t he P MB OK ( pr on ou nc ed " pi mb o k" ), i s " Th e a p pl ic at i on o f k no w le d ge , s ki ll s, t o ol s,a n d t e c hn i q ue s t o p r o je c t a c ti v i ti e s t o me e t t h e p r oj e ct r e q ui r eme n ts . " M u ch o f t h e w r it i ng i nt he P MB OK i s l ik e t ha tr at he r t er se , w it h l ot s o f i nf or ma ti on i n a s in gl e se nt en ce . It i s a k ey t o

passing th is e xam t o g et c o mfo rta bl e w it h t he sty le o f w ri ti ng in t he PM BOK a nd to k now th ed ef in it io ns t ha t a re sp e ci fi c t o t he PM I. Th e b es t p la ce to f in d t he de fi ni ti on s i s i n t he Gl os sa rysection of PMBOK. It is a good idea to learn these definitions exactly as they ar e writtenbecause they will be given in the test, and the key to being successful on this examination ist o u nd e r st a nd w h at i s w an t e d by P M I. Y o u ma y h a ve h ad e x te n si v e e x pe r ie n ce i n p r oj e ctma na ge me nt a nd h av e y ou r o wn v oc ab ul ar y, b ut f or t hi s e xa mi na ti on , t he G lo ss ar y d ef in it io nsare the ones you should use.

Q . The ________ is the official text for the PMI examination.

A. Dictionary

B. Thesaurus

C. PMI Lexicon

D. PMBOK

he answer is D. Make sur e that you have a copy, which you can buy through the PMIwebsite. If there is any question as to the correctness of an answer, the answer shouldc on fo r m t o ma te ri al s f ou nd i n t he P MB OK .

h e q ue st io ns o n t he e xa m a lw ay s h av e f ou r a ns we rs . A n i mp o rt a nt f ac t to r e me mb e r i s t ha tt he re a r e i ns ta nc es o n t he e x ami na ti on w he re t wo a ns we rs s ho wn a re p ot en ti al ly c or re ct . I t i sy ou r t as k t o ma ke su re th at yo u p ick th e an swe r t hat i s fo und i n th e PM BOK . H er e i s anexamp le of a q ue sti on w he re a ny on e w ho h as r ead th rou gh th e PM BO K k no ws th at C , p ro je ctmanagement, is the answer. A person coming to the test from another discipline might answerB , ma na ge me n t s y st e ms . Y ou a ns we r t he q ue st io ns a cc or di ng t o t he P MB OK .

Q . T he a ppl ic at io n of k now le dge , s ki ll s, t oo ls , a nd t ec hn iq ue s t o pr oj ec t a ct iv it ie st o m ee t t he p ro je ct r eq ui re me nt s i s:

A. Proj ect Administration

B. Manageme n t s y st e ms

C. Pr oje ct M anageme nt

D. Common k nowledge

h e an sw er i s C. T hi s is t he e xa ct q uo te f ro m t he P MB OK . Y ou n ow h av e g ot te n o ne q ue st io ncorrect on the exam.

Q . T he re wi ll be que st ions whe re ________ a ns wer s a ppe ar t o be co rr ect.

A. Four

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Project Management and Projects

M a n y o f t h e mo s t f a mo u s p r oj e ct s i n h i st o ry i nv o lv e d c o ns t ru ct i on o r e n gi n ee r in g o f s omes or t. T he p yr ami ds o f a nc ie nt E gy pt w er e b ui lt o ve r h un dr ed s o f y ea rs b ut a re s ti ll c on si de re dp roj ects. No tr e Dame Cathe dr al in Par is t ook r ou ghly 20 0 ye ars to build and had d oze ns of w ha t we w ou ld n ow c al l pr oj e ct ma na ge rs , a lt ho ug h t ha t t er m w as n ot i n u se d ur in g t he se

two massive projects.

T he i mp or ta nt i nf or ma ti on c on ce rn in g a ny p ro je ct i s i n t he d ef in it io n w e g iv e f or p ro je ct s.P MB OK s ug ge st s t ha t A pr oj ec t i s a t em po ra ry e nde av or un de rt ak en t o c re at e a u ni quep ro du ct , s e rv i ce , o r r es u lt. M emo riz e t his. Y ou w ill ce rt ai nly b e a sk ed ab ou t it o n t he e xa m.

L e t' s l o ok a t w h at t h is d e fi n it i on me a n s t o u s a s p ro j e ct ma n a ge r s . Fi r s t, t h e fa c t th a t aproject i s temporary means th at the management of the project is ver y different fro mma na gi n g a s ta n da r d o p er a ti ng o r ga ni za ti o n. R e so ur c e n ee d s, f i na nc ia l c o ns id e ra ti on s , q ua l it yc on ce rn s, r is k ma na ge me n t, a nd c o mmu ni ca ti on n e ed s a re a ll c on ce r ns t ha t a ri se b e ca us e ap ro je ct h as a s pe ci fi c b eg in ni ng a nd e nd in g.

Q . A pr oje ct i s a _ _____ ____ _ e nd ea vor unde rt ak en to c re at e a uni que p rodu ct ,s er vi ce , o r r es ul t.

A. Difficult

B. Complex

C. Critical

D. T e mporary

h e a ns we r i s D . A lt ho ug h a ll o f t he o th er a ns we rs ma y b e t ru e, t he t emp or ar y n at ur e o f t hep r o j e c t i s o n e o f t h e ma j o r d e f in i n g c h a r ac t e r is t i c s o f a p r o j e ct .

M a ny o r ga n iz at i on s h av e d i ff ic u lt i es i n p l ac i ng p r oj e ct ma n ag e r s be c au s e p ro j ec t s do n o tc on ti nu e t o b e ma na ge d y ea r a ft er y ea r a s d o t he o pe ra ti on s o f a s ta nd ar d o rg an iz at io n, s ot he re ma y b e s la ck o r d ow n t ime f or t he p ro je ct ma na ge r. T hi s " on t he b ea ch " o r " on t heb en ch " t ime is wh en pr o je ct ma na ge rs l ik e y ou c an h el p w it h o th er t as ks i n t he o rg an iz at io nsu ch a s r es pon di ng to RFP s (Re qu est f or Pr op osa l), o r y ou can us e t he ti me to le ar n ne w skillst ha t w il l h el p y ou o n y ou r n ex t p ro je ct . H ow ev er , d ur in g t hi s t ime , y ou ar e n ot ac tu al ly pr o je ctma na gi ng , a nd t ha t i s d if fi cu lt f or s ome o rg an iz at io ns t o d ef en dh av in g s ome on e o n t he p ay ro llwho is not actually doing the job for which he or she was hired.

F o r t h e mo s t p a r t , p r o j e c t ma n a g er s b e c o me p r o j e c t ma n a ge r s b e c au s e t h e o r g a ni z a ti o nn e e d s s o me o n e t o ma n a g e a p r o j e c t, a n d t ha t n e e d is o f t e n fi l l e d wi t h s o me o n e w h o d i d n o tc o me t o t h e or g an i za t io n as a pr o j ec t ma n ag e r. T h er e a r e v e ry , v e ry f e w o r ga n iz a ti o ns t h ath a ve p la n ne d pa t hs t ha t l e ad t o p r o je c t ma na ge me n t p o si t io n s a s a p a rt o f t h ei r o v er a ll H Rst rat eg y. Be fo re 1 96 9, t he re w as n o g ov er nin g b od y to d efi ne t he r ole o f a p ro je ct managera n d n o t e s t s th a t c ou l d c e r t if y s o me o n e a s a p r o j e c t ma n a ge r . T h e r e w e r e ma n y g o o d p r o j e ctma na ge rs w or ki ng i n a v ar ie ty o f i nd us tr ie s, b ut t he re w as n o s in gl e c er ti fi ca ti on o re xa mi n at i on t h at w o ul d b e a c ce p te d u n iv e rs a ll y . T h e D e pa r tme n t o f D e f en s e wa s o ne o f t hel ea de rs i n t hi s a re a b ec au se i t n ee de d p ro je ct ma na ge rs f or mu ch o f t h e c on st r uc t io n it d id aswell as major projects such as those done by NASA. But the training given in the DoD was nott he s in gl e i nt er na ti on al s ta nd ar d f or p ro je ct ma na ge me nt , a nd t ha t c ha ng ed i n 1 96 9.

I n 1 96 9, t he P ro je ct M an ag eme nt I ns ti tu t e w as f or me d, a nd t op ic s w er e d is cu ss ed a ndmaterial was written on the topic of project management. These early offerings gave way tot he P r oj ec t M an ag e me nt B od y o f K no wl ed ge , t he P MB OK . T he P MB OK t ha t w e a re r ef er en ci ngi n t hi s b oo k i s o ne t ha t h as g on e t hr ou gh ma jo r r ev is io ns a s p ro je ct ma na ge me nt b ec ome smo re a nd mo re a ma jo r t y pe o f ma na ge me nt i n o ur mo de rn e ra .

s e c o nd e v e n t f u r t he r c o d i f ie d t h e s t a nd a r d s f o r p r oj e c t ma n ag e me n t w h en i n 2 0 00 A N SI( Ame ri ca n N at io na l S ta nd ar ds I ns ti tu te ) d ec la re d t ha t t he s ta nd ar d f or p ro je ct ma na ge me n t

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Two Different Models of Approaching the Study of

Project Management

T h e P h a s e A p p r o a c h

W it hi n t he s tr uc tu re o f a p ro je ct , t he re a re f iv e p ha se s: I ni ti at io n, P la nn in g, E xe cu ti on ,C on tr ol , a nd C lo si ng . S ome p eo pl e s tu dy f or t he e xa m b y u si ng e a ch p h as e a s a se pa ra tes tu dy a re a, l oo ki ng a t t he k ey c omp on en ts f ro m i ni ti at io n, p lan ni ng , a nd s o o n. A lt ho ug h t hi sw o rk s w e ll w he n l oo k in g a t a p r oj e ct f r om i t s i n c ep t i on , i t b e c ome s v e r y d i ff i cu l t t o p l ac eman ag eme nt a ct io ns o nl y i n o ne p ha se . F or i ns ta nc e, y ou w il l b e d oi ng p ro je ct r is kma na g eme n t t h r ou g ho u t t h e e n ti r e pr o j ec t . Y o u d o no t si mp l y d o a r i sk p l an o n ce a n d l e av e i t.Risk is man ag ed in e ver y p hase , an d so ar e man y o th er p ro je ct p lan s.

Q . P la nni ng a nd Cl os ing a re t wo pa rt s of a _________ a ppr oa ch t o pr oj ec tmanagement.

A. T a c t i c a l

B. Phase

C. Methodical

D. Pr act ical

he answer is B. The phase approach is one of the ways in this book used to prepare for theexamination.

W ha t i s h el pf ul i n ma na gi ng a p ro je ct w it h t he p ha se a pp ro ac h a s y ou r mo de l i s t ha t y ou ca nsee the dependencies that occur throughout an entire phase as well as the entire project,an d yo u a re a ble t o se e th e d if fe re nt w ay s i n w hi ch ce rt ai n t hi ng s wi ll in te rac t d ur in g th ep ro jec t. W or ki ng th ro ug h an d p lan ni ng t he p roj ect p has es i s t he b est w ay t o man ag e ana ct ua l p ro je ct , a nd t he p ha se a pp ro ac h o f s tu dy w il l h el p t o e xp la in h ow t he a ct ua l f lo w o f aproject occurs.

In this book, we will d iscuss the five phases, and we will tie two phases together be causep ha se s o ve rla p d ur ing a p roj ect . S o In it iat io n an d Pla nn in g ar e t he to pic of on e ch ap te r,Pl an nin g an d Ex ecu ti on ar e t he to pi c o f an ot he r, and so o n. I t i s i mp os si bl e to a ct ual ly man ag ea p ro je ct w it ho ut o ve rl ap pi ng p ha se s.

O n e o t he r r e a s on t h a t t h e p h as e a p p r oa c h i s us e d i s t h at s o me t o p i c s d o n o t f i t e x a ct l y i n t oo n e k n ow l ed g e a r e a f r om t h e P M BO K . Th e s e a re t h e t op i c s th a t a re d i s cu s s e d in t h e p ha s ep ar t o f t he b oo k. A lt ho ug h t he re i s s ome r ed un da nc y b et we en p ha se t op ic s a nd k no wl ed gea r ea s i n t e rms o f c o nt e n t, l o o ki n g a t t h e t o p ic s f r o m d i ff e re n t v i ew p oi n ts w i ll h e lp y o u w i th t h eexamination.

T h e K n o w l e d g e A r e a A p p r o a c h

h is is t he w ay t he P MB OK i s st ru ct ur ed . T he re a re n ine se pa rat e a re as o f st ud y: I nt eg rat io n,S c o p e, C o s t , T i me , Q ua li ty , H R, C ommu ni ca ti on s, R is k, a nd P r oc ur e me n t. E ac h k n ow l ed g e a r eais given a chapter in the PMBOK that explains the facts that PMI thinks are imp ortant in thestudy of the particular topic. Most of the chapters are fairly short. The problem is not how

l on g o r s ho rt t he kn ow le dg e a re a c ha pt er s a re in t he bo ok ; i t' s t he fa ct t ha t t he re is s o mu chto learn in each topic that each chapter could be a doctoral dissertation area. This book willg iv e y ou t he kn owl ed ge t ha t is r eq uir ed in a ce rt ai n st ud y a re a t o sa ti sfy te st in g r equ ir eme nt sand also will link it to the rest of the areas because there are constant interactions betweenk no wl ed ge g ro up s w he n a p ro je ct i s a ct ua ll y g oi ng o n.

B ec au se P MB OK i s s tr uc tu re d b y k no wl ed ge a re as , i t w ou ld s ee m t ha t y ou sh ou ld st ud y th ismo de l. A ct ua ll y, i f y ou o nl y h ad o ne w ay t o l oo k a t t he e xa m a nd ac tu al pr oj ec t ma na ge me nt

'

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Style of the Book

T hi s b oo k w il l i nc lud e q ue sti on s i n t he b od y o f t ex t. T his i s d on e to r ei nfo rce sp ec if ic p ie ce s o f information that are important for the examination. Many of the questions come right after thediscussion of the top ic, as you have alr eady seen in this chapter. This will help you focus onthe information and also will give you an idea of the way in which the questions are found inthe examination. There are also questions that are part of the teaching process, so yoush ou ld pa y car efu l a tt en tio n to an y an d all q ues tio ns fo und in th is b oo k.

T h e t w o mo de ls o f p ro j ec t ma na ge me nt i n t he P MB OK a re t he P ha se mo de l a nd t he K no wl ed geAr ea mo de l. B ot h ar e us ed an d d iscu ss ed i n th is b oo k. T he re ar e ov er lap s b et we en t he tw o,and the re du ndan cy in info rmat io n is in te nd ed . C er ta in ly y ou sh oul d k no w t ha t i f a t opi c i se xp lai ne d in b ot h th e p hase an d k no wle dg e a re as of t he b ook t hat th e t op ic is imp or tan t a ndw i ll b e e x ami n e d on t h e t e s t .

T he re may b e s eve ra l d iscu ss io ns t hr oug ho ut t he b oo k o f a si ng le t op ic . Th is i s d on e t o o ffe r

d if fe re nt w ay s o f u nd er st an di ng t he t op ic t o t he r ea de r. O ne o f t he e xp la na ti on s ma y b ee as ie r t o c omp re he nd t ha n a no th er . T he r ea de r c an c ho os e t he e xp la na ti on t ha t ma ke s t hemo st se ns e t o h im o r h er , a lt ho ug h a ll e xp la na ti on s a re i nt en de d t o h el p t he r ea de r g et ag ra sp o f t he b as ic i nf or ma ti on .

At the end of each chapter, there will be a list of questions that have been used throughoutthe text of the chapter. This time, the answers will be separate so that you can use eachc h ap t er a s a te s t o n t he ma te ri al s. T he a ns we rs a nd e xp la na ti on s o f t he a ns we r s i f n ec es sa rywill also be found at the end of the chapter.

There will be a mid-book test of one hundred and nine questions. This is done after thep h as e s a r e t a ug h t. U s e t h is mi d- bo ok e xa m t o se e ho w yo u ar e do i ng u p t o th a t p o i nt . Y o uw ill ge t a g oo d fe el ab ou t y ou r p rog res s fr om ho w y ou ar e sc or ing o n t he mid-b ook exam. Y o u

sho uld take no mo re th an o ne an d a h al f mi nu te s a s an av er ag e f or e ac h q ue sti on . B eca us ey ou w il l h av e a lr ea dy s ee n mo st o f t he q u es ti on s i n th e mi d- bo ok e xa m, y ou s ho ul d n ot n ee dt o o l o n g t o g e t t h e c o r r e c t a n sw e r . T h e q u e s t io n s i n t h e mi d -b o ok e x am a r e mi x ed , w h e re a sthe questions at the end of other chapters are focused specifically on the chapter thatprecedes them.

This first chapter gives you basic ideas about how to pass the examination and some basict er ms . T he f ol lo wi ng c ha pt er s w il l b e o n s pe ci fi c p ro je ct ma na ge me nt t ec hn iq ue s a ndpractices that you can use in you professional life as well as when preparing for the PMPcertification examination.

P a g e 2 5



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Q ue st io ns f ro m C ha pt er O ne

1.T he _ ___ __ __ i s t he o ff ic ia l t ex t f or t he P MI e xa mi na ti on.

A. Dictionary

B. Thesaurus

C. PMI Lexicon

D. PMBOK

2.T he a pp li c at io n o f k no wl ed ge , s ki l ls , t oo ls , a nd t ec hn iq ue s t o p ro je cta ct iv it ie s t o m ee t t he p ro je ct r eq ui re me nt s, i s:

A . P ro j ec t A dmi ni st ra ti on

B. M an ag eme n t s ys te ms

C. Pr oj ect Ma nag eme nt

D. C ommon k now led ge

3.T he re w il l b e q ue st io ns w he re _ __ __ __ _ q ue st io ns a pp ea r t o b e c or re ct.

A. Four

B. Three

C. No

D. T w o

4.W hi ch o f t he se i s n ot a n o pt io n w he n t ak in g t he P MP c er ti fi ca ti on

examination?

A . Le avin g q ue stio ns b lank an d fi nishin g the te st .

B. C li ck in g o n t he c or re ct a ns we r t he f ir st t ime y ou s ee t he q ue st io n.

C. L eavi ng q ue stio ns b lan k and t he n co mi ng b ac k t o a nsw er t he m.

D. C li ck in g o n t he a ns we r y ou t hi nk ma y b e co rr ec t b ut n o t makingthat your final answer at the time.

5.Y ou s ho ul d a lw ay s:

A . C l ic k on t he f ir s t a n sw e r th a t s e ems c o r r e ct .

B. Ne ver click on any answer but come back later.P a g e 2 7



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Ans we rs fr om C ha pter One

1.The answer is D. Make sure that you have a copy, which you can buy throughthe PMI website. If there is any question as to the correctness of an answer,t he a ns we r s ho ul d c on fo rm t o ma te ri al s f ou nd i n t he P MB OK .

2.The answer is C. T hi s is t he e xa ct q uo t e f r om t he P MB OK . Y ou n ow h av egotten one question correct on the exam.

3.The answer is D. Be careful when you are taking the exam. If two lookc or re ct , t he n y ou s ho ul d a ns we r w it h t he P MB OK i n mi nd . T he f in al r ef er en cefo r t he co rr ec tn ess of ans we rs li es in kn owi ng h ow t he an swe r w as e xpl ain ed int he P MB OK .

4.The answer is A. You must pick an answer for all of the questions on the testb ef or e y ou a re a ll ow ed t o f in is h.

5.The answer is C. Take time to read all the answe rs even if you are sur e thatt h e a ns w er u n d e r t he l e t te r A i s t h e c or r e ct o n e . Y ou ma y f i nd t h at t h er e w i llbe an even better answer in the four- par t list.

6.The answer is C. No ma tt er h ow co mp le x t he q ue st io n, i t d oe s n ot g et y oua n y mo r e p o in t s t h an t h e s imp l es t q u es ti o n. R e me mb e r th i s a s y o u t a ke t hee xa mi n at io n . A l th o ug h y ou ma y g e t s o me s a t i s fa c ti o n f r o m w o rk in g o u t ac o mp le x q ue st io n, t he s imp le d ef in it io n o f a p ro je ct i s w or th j us t a s mu ch .

7.The answer is D. A lt ho ug h a ll o f t he o th er a ns we rs ma y b e tr u e, th e te mp or ar yn a t u r e o f t h e p r o j e ct i s o n e o f t h e ma j o r d e f in i n g c h a r ac t e r is t i c s o f a p r o j e ct .

8.The answer is B. PMI was founded in the late sixties.

9.The answer is C. T h e A me ri ca n N at io na l S ta nd ar d s I ns ti tu te i s t he b od y t ha tg ov er ns s ta nd ar di za ti on o f i nf or ma ti on i n t he U .S . T hi s i s i mp o rt an t b e ca us ethis is the first time that any document or book has been accepted as thes i n gl e s t a nd a r d f o r p r o j ec t ma n ag e me n t i n t h e U n i t e d S t a t e s .

10.The answer is B. The phase approach is one of the ways in this book used top r ep a re f o r t he e x ami na ti on .

11.The answer is B. E ac h o f t he k no wl ed ge a re as h as s ev er al s ub di vi si on s t ha ta re p r oc es s a re as .

12.The answer is D. It is helpful to know what the three areas are in each of thep ro ce sse s, an d t his ca n b e f oun d in t he t hir d ch ap te r o f P MB OK .

13.The answer is C. Use parts of both. In this book we will be offering variousways to approach the knowledge you need to pass the test. For some people,o ne mo de l f it s t he ir c og ni ti ve p ro ce ss ; f or o th er p eo pl e, a no th er mo de l i s b es t.I n th is b oo k y ou g et a v ar ie ty o f w ay s t o u nd er st an d, me mo rize , and u sei nf or ma ti on f or t he e xa m i n t he f ut ur e. B y u si ng a c omb in at io n o f t he t w o, w ethink you'll have the best chance of passing the exam and going on to b ecomea PMP. P a g e 3 0



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Chapter Two. Initiation and PlanningT he e nt ir e pr oj e ct ma na ge me nt p r oc es s c an b e d iv id e d u p i nt o f iv e d if fe re nt p ha se s:I ni ti at io n, P la nn in g , E xe cu ti on , C on tr o l, a nd C lo si ng . T he d ia gr am s h ow s t h a t t he d i f f er e n tphases come at specific parts of the pr oject. However, in reality ther e are many overlapsb et we en t he p ha se s, a nd s el do m d o y ou s ee o n e ph as e co mp le te ly f in is he d b ef or e t he n ex tb eg in s. F or t he p ur po se o f s tu dy in g f or t he e xa m, w e wi ll c omb in e I ni ti at io n a nd P la nn in g.L at er w e w il l l oo k a t t he P la nn in g a nd E xe cu ti on p ha se s t og et he r, t he E xe cu ti on a nd C on tr olp ha se s, a nd f in al ly t he C on tr ol a nd C lo si ng p ha se .

I ni ti at io n a nd P la nn in g o cc ur b ef or e E xe cu ti on a nd C on tr ol , a nd mu ch o f w h a t y o u n ee d t ok n ow a b ou t p r oj e ct ma na ge me n t c a n b e ma d e s imp l er b y c o mb i ni n g t w o s e ct i on s . T he f ir st o f t he se p ha se s, I ni ti at io n, i s t he t im e w he n s om eo ne o r s om e o rg an iz at io n s pe ci fi ca ll ya ut ho ri ze s b eg in ni ng a nd e xe cu ti ng a p ro je ct. Actually, Initiation is often the mosto ve rl oo ke d o f a ll t he p ha se s. A lo ng w it h C lo si ng , i t s ee ms t o fa ll b y th e w ay si d e in a l ot o f organizations.

A lt ho ug h t he a ut ho ri zi ng o f r es ou rc es ma y s e em t o b e a bs ol ut el y n ec es sa ry , i t i s s ur pr is in gh ow ma ny ti me s p ro je ct s b eg in w it ho ut s pe ci fi c a ut ho ri za ti on f ro m o ne p er so n. Y ou mu st ha veo ne p er so n t o a ut ho ri ze a ll t he r es ou rc es , a nd t ha t o ne p er so n mu st h av e co nt ro l of t hep r oj e ct . Th is me an s t ha t o nl y o ne p er so n i s a ut ho ri zi ng ma te ri al s, mo ne y, a nd p eo pl e. I n ma nyo rg an iz at io ns , a d ep ar tme nt o r a g ro up o f p eo pl e a pp ro ve s p ro je ct s. T hi s c an c au se p ro bl ems .

W it ho ut a s in gl e p oi nt o f r es po ns ib il it y f or t he p ro je ct , t he re i s a ma jo r i ss ue o f a cc ou nt ab il it yf lo at in g t hr ou gh t hi s p ro ce ss . O nl y w he n y ou h av e a s in gl e s ou rc e f or a cc ou nt ab il it y c an y oube truly ce rtain that one person is watching the project and is r esponsible in the end for thef i n a l o u t c ome o f t h e p r o j e c t .

Note that the person who authorizes the project is not t h e pr o j e ct ma na ge r . T h is p e rs on i sca ll ed th e sp on so r. A q ue st ion ab ou t t hi s wo ul d c ome i n t he f or m:

Q . T he pe rs on i n t he o rga ni za ti on w ho a ut hor iz es th e c om men cem ent o f ap ro je ct i s t he :

A. Senior Manager

B. Project Manager

C. Sponsor

D. Pr oject Sp ecialist P a g e 3 3



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Initiation and Feasibility

A lt ho ug h p ro je ct ma na ge rs d o n ot g en er al ly g et i nv ol ve d i n t he f ea si bi li ty p ar t o f c ho os in g ap r oj e ct , i t 's i mp o r ta n t to n o t e wh y a p r oj e c t is h a nd e d t o a p ro j e ct ma n ag e r i n t h e f i rs t p l ac e .

Organizations must change to survive, and projects are the main mechanism for achieving

change. The question of why to do a project is left to the senior management, and thef ol lo wi ng a re s ome o f t h e i s su e s t ha t s e ni o r ma na ge me n t mu s t c o ns i de r i n o r d er t o c o me t o ac on cl us io n a bo ut w he re mo ne y s ho ul d b e s pe nt f or v ar io us p ro je ct s.

N e w p r o j e ct s e i t h er ma k e mo n e y o r sa v e mo n e y . I n t he c a s e o f a p r od u c t i n t r od u c t i o n, t h ep r o j e c t i s d e s ig n e d t o a t t r a c t mo r e r e v en u e t o t h e c omp a n y t h r o ug h a n o f f er i n g t oc on su me rs . T he s en io r ma na ge rs c ha rg ed w it h f un di ng p ro je ct s mu st l oo k a t h ow w el l t hei nd iv id ua l p ro je ct w il l a tt ra ct r ev en ue i n r el at io n t o o th er p ro je ct s t ha t a re p ro po se d. T hep r oj e ct t h a t f or e ca st s o u t t o b e t h e mo st p ro fi ta bl e f or t he o rg an iz at io n i s u su al ly t he o net h a t g et s t h e f u n d i n g . ( W a t c h o u t f or p e t p r oj e c t s ; mo r e o n t h i s l a t er . )

I f t he p ro je ct i s b ei ng d on e t o r ep lac e s ome pa rt o f an ex ist in g in fr ast ru ctu re, it is b eing do net o s a v e mo n e y. A n e w i n v en t or y s y st e m w i ll s a ve t i me a n d t h er e fo r e mo n e y. T h e p r o je c t i s

a u t ho r i ze d b e c au s e t h e o r g a ni z a ti o n mu s t u p g r a d e i t s c a p a ci t y t o co n t r o l i n v e n to r y in o r de r t oremain competitive.

I t' s o ft en h ar de r to g et fu nd in g f or t hi s t yp e o f p ro je ct t han fo r n ew p ro du ct in tr od uct io ns;t hi s ty p e o f pr oj e ct i s ju st a s i mp or ta nt f or t he o rg an iz at io n, b ut i t d oe sn 't h av e t he p ub li cc o mp o n e n t t h a t ma k e s p r o d uc t i n t ro d u c ti o n e x c it i n g.

A t h i r d t y p e o f p r o j e c t co me s f r o m r e a c t io n t o o u t si d e s o u r ce s . T a ke f o r e x a mp l e H I P PA , t h eH e a l th I n s u r an c e P o r ta b i l i ty a n d A c c o un t a b i li t y A c t o f 1 9 9 6 . T h is a c t ma n d a t e s ce r t a i n w a y si n w hi ch me di ca l i nf or ma ti on mu st b e t ra ns fe rr ed a nd s to re d. I f y ou h av e a n o rg an iz at io n t ha td ea ls w it h me dic al in fo rma ti on , y ou w il l h av e a lr ea dy s ta rt ed c omp ly in g w it h t he n ewr eq ui re me n ts g i ve n o u t b y t h e g o ve r nme n t. T h is i s a n e x amp l e o f a n o u ts i de f o rc e ma ki ng y ou r

organization conduct a project that is not internally initiated. These projects are often bothvery complex and extremely crucial to the success of your organization.

I ni ti at io n is n ot w he re p ro je ct man ag er s l iv e. I t i s t he p ha se in w hi ch t he p ro je ct manager isa ss ig ne d, b ut o nl y a ft er o rg an iz at io n ma na ge me n t h a s d e te r mi ne d t he r ea so n f or t he p r oj ec tin the first place. I n th e I ni ti at io n p ha se , t he r ea son f or t he p ro jec t i s l ai d o ut , t hes po ns or r el ea se s r es our ce s t o ge t t he p ro je ct d one , a nd t he pr oj ec t m an ag er i schosen.

T he q ue st io n o n t he e xa m p er ta in in g t o t he I ni ti at io n p ha se mo st o ft en l oo ks l ik e t hi s:

Q. A project manager is assigned to a project in the ________ phase of theproject .

A. Manageme n t

B. Initiation

C. Closing

D. Controlling

he answer is B. The sooner the project manager is selected, the better for the projectma na ge r a nd t he p ro je ct .

W e w i ll l o ok a t f e as ib i li t y a nd t h e d i ff e re n t mo d el s f o r f e as i bi l it y i n t h e C o st se c ti o n o f t h ekn owle dg e ar eas la te r in t he b ook . Ho wev er , th e ke y to r eme mb er is th at al th oug h t he re ar ema ny mo de ls f or c ho os in g p ro je ct s f or a n o rg an iz at io n, t he p ro je ct ma na ge r i s g en er al ly n otth e o ne w ho p ro pose s a p roj ect and h as t o d ef en d h is o r h er p rop osal pe rso na lly . T he fi na nci almo de ls t ha t w il l b e s ho wn l at er a re i nt er es ti ng , b ut o ft en p ro je ct ma na ge rs d o n ot h av e t o

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Pl an n i n g

T he P la nn in g p ha se o f a p ro je ct is w he re a p ro je ct man age r can ut iliz e gu id ance fr om t heP MB OK i n o rd er t o p ro fe ss io na ll y c on tr ol t he o ve ra ll p la nn in g o f t he p ro je ct . T hi s me an sl ea rn in g w ha t d oc ume nt s a re n ee de d a s w el l a s f or mi ng a c oh es iv e p ro je ct p la n.

Because this phase is so important, we are going to look at it several times in the book. Theo th er t ime s w il l b e i n r el at io ns hi p t o k no wl ed ge a re as . I n t hi s s ec ti on , w e a re g oi ng t o e xa mines ome k e y d oc ume nt s y ou n ee d t o p r od uc e a nd t he r e la ti on sh ip b et we en t he m. W i th o ut t h e sek ey p la nn in g d oc ume n ts , i t i s a l mo s t i mp o ss i bl e f o r a p r oj e ct ma n ag e r t o ma in t ai n c o nt r ol o v ert ime . It ' s po ss ib le t o l ea ve o u t a fe w o f th e d oc ume nt s w e a re g oi ng t o d is cu ss , b ut w e w il lfocus on the ones that absolutely, positively must be done for project success. These area ls o t he on es th at ar e mo s t co mmo nl y c ov er ed o n t he e xa m, a nd y ou w il l s ee w hy a s w e g ot hr ou gh t hi s c ha pt er .

S c o p e S t a t e m e n t

T h e C h ar t e r i s th e fi r st ma j or d o cu me n t t h at i s p r o du c ed i n t h e I n it i at i on p h as e . A f te r th e

C h a rt e r , t h e n e x t i mp o r t a n t d o cu me n t i n s e q u e n c e i s t h e S c o p e S t a t e me n t . A c c o r d i n g t o t h eP MB OK , " Pr oj ec t S co pe M an ag eme nt i nc lu de s t he p ro ce ss es r eq ui re d t o e ns ur e t ha t t hep ro je ct i nc lu de s a ll t he w or k r eq ui re d, a nd o nl y t he w or k r eq ui re d, t o c omp le te t he p ro je cts uc ce ss fu ll y. " T he k ey p hr as e i n t hi s d ef in it io n i s me an t t o e ns ur e t ha t y ou a re n' t a dd in gan yth ing t o t he p ro je ct t ha t sh oul dn 't b e t he re . W he n th e d ef in iti on sa ys , " on ly t he w or kr eq ui re d, " i t me an s t h at y o u a s t h e p r o je c t ma na ge r k no w t he b ou nd ar ie s o f t he p ro je ct , a ndin fact the scope of the project. The process is called Project Scope Management; the majordocument is the Scope Statement.

You should note that there are actually two types of scope: product scope and projectscope. Product scope determines the features and functions of the output of the project.P ro je ct s co pe d et er mi ne s t he wo rk to b e d on e i n o rd er t o d el ive r t hat o utp ut . Th e e xam willhave questions on both, so it is necessary to have these two clear in your mind before you

take it.

Q . ______ s cope deter mines the features and functions of the output of theproject .

A. Manageme n t

B. Control

C. Pr oj ect

D. Pro duct

he answer is D. The Product Scope is written confirmation of what the output of the projectis going to be. It then shows the features and functions, or in other words, the scope of theoutput.

nd:

Q . The work that needs to be done to produce a product/service i s incl uded inthe:

A. Execution Plan

B. P ro d uct Sco pe

C. P r oj e ct S co pe P a g e 3 9



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Questions from Chapter Two

1.T he p er so n i n t he o rg an iz at io n t ha t a ut ho ri ze s t he c om me nc em en t o f ap ro je ct i s t he :

A. Senior Manager

B. P ro j ec t A dmi ni st ra to r

C. Sponsor

D. P ro je ct S pe ci al is t

2.T he d oc um en t t ha t a ut ho ri ze s t he r el ea se o f o rg an iz at io na l r es ou rc es t ot he p ro je ct i s t he :

A. S t a t e ment of Work

B. Project Design Plan

C. WBS

D. Charter

3.T he p ro je ct m an ag er i s a ss ig ne d i n t he :

A. Charter

B. Pr oject Plan

C. SOW

D. Management Plan

4. W it ho ut a _ __ __ __ _ t he p ro je ct c an no t g o f or wa rd.

A. Leader

B. Charter

C . P ro j ec t A dmi ni st ra to r

D. WBS

5. A pr oj ec t m ana ger i s a ss igne d t o a pr oje ct i n t he ____ ____ ph as e o f t heproject .

A. Manageme nt

B. InitiationP a g e 4 2



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A ns we rs fr om Cha pte r Two

1.The answer is C. The project manager executes the project but does nota ut ho r iz e t he p r oj ec t.

2.The answer is D. The Charter is the document that formalizes the project.W i th o ut a C h ar t er , y o u ma y b e i n d ee p y o gu r t a s th e p r oj e ct g o e s on b e c au s ey ou w il l b e u si ng o rg an iz at io na l r es ou rce s a nd s ome on e a bo ve y ou i n t heorganization must authorize it. It seems obvious, bu t often is n ot the case,t ha t t he p er so n w ho i s a ut ho ri zi ng t he w or k mu st ha ve th e a ut ho r it y t o d o s o

3.The answer is A. F ai l ur e t o g e t a p r o je c t ma na g er a ss ig n ed e a rl y i n t h e p r oj e ctc a n l e ad t o d e la y s a n d p r ob l ems a s t h e p r o je c t i s e x e cu t e d.

4.The answer is B. This question is a good example of why you want to looko ve r q ue st io ns an d a ns we rs c ar ef ul ly . I n t hi s cas e t he r eas on th at C har te r (B )is the correct answer is that it precedes everything else. There can be noleader or WBS without a Charter. When you take the test, be sure to lookt h ro ug h t he e x am a n d d e te r mi n e w h at t h e best answer is. Two answers maylook correct, b ut find the one that PMI is looking for. That' s what we are d oingi n t hi s b oo k.

5.The answer is B. The sooner the project manager is selected, the better fort h e p r o j ec t ma n ag e r a n d t h e p r oj e ct .

6.The answer is D. The Product Scope is written confirmation of what theoutput of the project is going to be. It then shows the features and functions,or in other words, the scope of the output.

7.The answer is C. Be sure to be able to differentiate between Product Scopeand Project Scope. One describes the features and functions ( Product Scope) ,a n d o n e d e fi n es t h e w o rk t h at mu s t b e d o n e f o r t h e p r o j ec t t o b e co mp l et e d( Project Scope) .

8.The answer is C. H a vi n g d e li v er a bl e s f o rma l l y s t a te d t h r o u g h ou t t h e p r o j e c t i sone of the traits of a well- run project.

9.The answer is B. Y ou s ho ul d f or ma ll y d es cr ib e t he f in al d el iv er ab le o f t heproject at the beginning of the project. This way, there is formal acceptance of t h e f i n al o u t p u t of t h e p r o je c t , a n d y o u c a n me a s ur e t h e p r o j ec t ' s p r o g re s sagainst that goal.

10.T he c or re ct a ns we r, D, i nd ica te s t ha t th e b ui ld in g o f th e WB S i s a n imp or ta ntp ar t o f t he i ni ti al b ri ng in g t og et he r o f y ou r p ro je ct t ea m. Th i s i s t h e f ir st ac ti o nt h at t he t ea m c a n c o mp le te t og et he r a nd i s t he b as is f or b ui ld in g a t ea m o nt h e p r o j e c t .

11.The answer is C. S co p e Pl a nn i ng a n d S c op e V er i fi c at i on a re s e ct i on s t h at y o uw il l s ee i n t he P MB OK . I t i s n ot n ec es sa ry t o me mo ri ze a ll o f t he s ec ti on s, b utthere are ones that often are asked about on the exam. We will note those. Wew il l a ls o l oo k a t t he k no wl ed ge a re as u si ng t he s ys te ms e xp la na ti on s i n t heP MB OK s o t ha t y ou w il l b e f ami li ar w it h t he m a s t he y p e rt ai n t o t h e e x am.

12.

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Chapter Three. Planning and ExecutionJust as the Plan nin g ph ase an d I nit iatio n p hase ar e link ed , so too ar e t he Plan nin g an d

E xe cu ti on p ha se s. T he o ld c li ch " Pl an t he w or k, w or k t he p la n" b ec ome s a t ru is m a nd a w ayof life for a project manager. Without a plan, the project can be executed, but there is littlec h an c e of k n ow i n g ho w s uc c es s fu l t he p r o je c t is a t a g iv e n t ime u n le s s t h er e i s a p l an a ga i ns tw h i c h t o me a s ur e i t .

T he P la nn in g p ha se i s t he p ha se w it h t he l ea st r is k a tt ac he d. O nl y p la nn in g r es ou rc es a rebeing used at this point, and in fact the ways in which resources will be used are in questionu nt il th e p roj ect p lan i s act ually f in ali ze d. On t he ex am, you will likely se e a qu estio n like :

Q. Which phase of a project has the least risk?

A. Closing

B. Controlling

C. Planning

D. Execution

B e ca us e y ou h a ve n o t c ommi t te d t h e ma jo r p ar t o f y ou r r e so ur ce s, C ( Pl an ni ng ) i s t he c or re ctanswer.

t t he s ame t ime , th e E xe cu tio n p hase o f t he p ro je ct i s w he n y ou ar e u si ng y ou r r eso ur ce s att he ir h ig he st l ev el a nd w he n e xp en di tu re s a nd r is k a re a t t he ir h ig he st . S ome mi gh t a rg ue t ha trisk increases the closer to the end of the project you are, but the reality is that theE xe cu ti on p ha se i s w he re y ou h av e t he mo st o pe ra ti ng f un ct io ns g oi ng o n, w hi ch ma ke s i t t hemo s t r i s ky .

Q . T he d oc um en t t ha t d es cr ib es t he o bj ec ti ve s, w or k c on te nt , d el iv er ab le s, a ndend pr oduct of a project i s the:

A. Pro je ct ch ar te r

B. WBS

C. SOW

D. S c o p e S t a t e me n t

h e a n sw e r i s D. T h e S co p e S ta t e me n t c o nt r o ls p r e t ty mu c h e v er y th i ng t h at g o es o n i nexecution. All the rest of the plans are done based on the content of the scope plan, and it ist h e d oc u me n t t h at s u pp l ie s i n fo r ma t io n ab o ut w h at i s to b e d o ne a nd w h at i s n' t . I f yo u do n 't

l oo k a t yo ur S c op e S ta te me nt o ft en , i t' s l ik el y y ou 'l l h av e a dd ed o r s ub tr ac te d s ome th in g f ro mt he o ri gi na l p ro je ct p la n. K ee p i t e as il y a cc es si bl e.

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I T an d En g i n eeri n g

A l th o ug h a l l p r oj e ct s f o ll o w b a si c p h as e s, i t 's i mp o r t an t t o n o t e t h a t I T p r o j ec t s a n de ng in ee ri ng p ro je ct s d if fe r, f or a f ew s imp le r ea so ns . F ir st , e ng in ee ri ng i s a d is ci pl in e t ha t i st au ght w it h v er y r ig id st an dar ds t hat h av e b ee n g at he re d f or t ho usa nd s o f y ea rs . I n f ac t, a sy ou g o t hr ou gh a n e ng in ee ri ng s ch oo l, y ou w il l b e t au gh t p ro je ct ma na ge me n t imp li ci tl y

b ec au se e ng in ee ri ng p ro je ct s a re c on du ct ed a cc or di ng t o w el l- de si gn ed p la ns . Y ou d on 't s ta rtb ui ld in g a b rid ge w ith ou t s ome th in g w ri tt en d ow n. I t j us t w on 't w or k.

IT, however, has a very different feel to it. Many of the people I meet each day in IT didn'tst ar t in t he ar ea an d w er e n ot tr ai ne d i n it . I ns te ad , t hey h ad e xtr ao rd in ar y sk ill s o f somesort, and they often began as codersthat is, writers of the language for the machines. Theythen continued up the cor por ate ladder but often top ped out as a group leader or leadt e c h ni c a l p e r s o n. F o r ma n y , t h e n e x t s t ep i s p r o j e c t ma n ag e me n t , a n d b e c a u se mo s t p e o p l ed on 't t ak e a ny th in g l ik e p ro je ct ma na ge me nt t op ic s i n t he ir u nd er gr ad ua te s tu di es , P MI o ff er sa way to become aware of and then competent in Project Management Practices.

An ot he r majo r c on sid er at io n in I T i s t ha t o ft en a si ng le "b uil d" i s d one a nd t he n se nt to t hes po n so r f o r a pp r ov al . T hi s me a n s t ha t o f t en i t i s d i f f ic u l t t o w r it e a c o mp l et e p r oj e ct p l anb ec au se r ew or k o r s po ns or i np ut s ome t ime s c ha ng e t he o ri gi na l s ch ed ul e. T hi s i ss ue c au se sconsternation among those who want project management to be a rigid science, as in thee ng in ee ri ng r ea lm. B u t i n f ac t t h er e i s a ma jo r d i vi d e b e tw ee n I T a n d e n gi ne e ri ng t ha t s ho u ldb e ac k n o w le d g e d e v e n a s w e te a c h f o r t h e e x a m. T h e n o ti o n o f a n " a gi l e" p r o gr a mmi ngp r o c e ss o r i g i n at e d c o n c e pt u a l ly a s a r e s p o n s e t o t h e mo r e r i gi d b u il d in g s t an d ar d s o f e ng in ee ri ng , a nd i t i s b eco mi ng mo re a nd mor e imp or ta nt i n t he I T w or ld . F or t hi s e xa m, mo sto f t he mo de l d es cr ib es a p la n t ha t i s w ri tt en a t t he b eg in ni ng a nd f ol lo we d t o c omp le ti on o f t he p ro je ct . T he o ri gi na l w ri te rs o f P MB OK s ee m t o h av e h ad a n e ng in ee ri ng f ra me o f r e f e r e nc e , a n d t h e b o o k r e f le c t s i t . R e me mb e r t h i s p o i n t i f y o u w an t t o p a s s t h e e x a m, n omatter what your area of project management.

Each of the Knowledge Ar eas has a plan within it that is a part of the overall project plan.

Here is a list of the various parts of the project plan as explained in the PMBOK:

P r o j e c t S c o p e M a n a g e me n t P l a n

S c h ed u l e M a n ag e me n t P l a n

C o st M a na g eme n t P la n

Q u al i ty M a na g e me n t P l a n

Process Improvement Plan

S t af f in g M a na g eme n t P la n

Communications Management Plan

R is k M an ag e me n t P l a n

P r o cu r e me n t M a n ag e me n t P l a n

M aj or M il es to ne s a nd T ar ge t D at es

Resource Calendar

S c he d ul e B a se l in e

C o st B a se l in e

Quality Baseline

Risk Register

Q. Which one of these comes first in the project plan?

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Stakeholders

A cc or di ng t o t he P MB OK , p ro je ct s ta ke ho ld er s a re " pe rs on s a nd o rg an iz at io ns s uc h a sc u st o me rs , s po ns or s, p er fo rmi ng o rg an iz at io n a nd t he p ub li c, t ha t a re a ct iv el y i nv ol ve d i n t hep r oj ec t, o r w ho se i n te r es ts ma y b e p os it iv el y o r n e ga ti ve ly a ff ec te d b y e xe cu ti on o rc o mp l e ti o n o f th e p ro j e ct . " A s a p r o je c t ma na g er b e gi n ni n g t o p l an a n d e x ec u te a p r oj e ct ,

t he re is n o mor e valuable infor ma ti on t han t o k no w w ho i s a st ak eh ol de r fo r t he p roj ec t. Th isinfor ma ti on w il l h el p d et er mi ne w ho w il l b e o n t he p ro je ct t ea m, ma na ge i t, s po ns or i t, a nd u set h e o u tp u t o f t h e p r o je c t w he n i t i s co mp l e t ed . C o mmu n i ca t i on w i t h s t a ke h o ld e r s i s ac o n s t a n t t a s k o f a p r o j e c t ma n a g er . O n a l l s u c c es s f u l p r o j e c ts , t h i s i s o n e o f t h e mo s timp or ta nt t as ks p os si bl e. H er e a re v ar io us s ta ke ho ld er s y ou w il l f in d o n a ll p ro je ct s.

Project Manager T he p er so n w ho h as t he r es po ns ib il it y f or t he o ut co me of th eproject.

Team Members T h e p r o j e c t t e a m t h a t d o e s t h e a ct u a l w o r k o n t h e p r o je c t .

Sponsor The person or group that allocates resources to the project.

Customer Th e i nd iv id ual o r o rg ani za ti on th at w ill u se t he o ut pu t o f t he p ro je ct. O th ern ame s f or t hi s s ta ke ho ld er ma y b e " cl ie nt " o r " us er ."

A ll t he se p eo pl e o r o rg an iz at io ns n ee d t o b e c on st an tl y i nf or me d a bo ut t h e pr og r es s of t h eproject itself. Th is communication will ultimately determine the overall success of the proje ct.

H e re a re q u es ti o ns c on ce r ni n g s ta ke h ol de r s:

Q . The person or group having the res pons ibil ity f or the outcome of a project is :

A. Th e Pr o j e c t Te a m

B. The Pr oject Manag er

C. The Executive Manageme nt

D. The Sponsor

he answer is B. For the most part, if you see the choice "Project Manag er" in any questiono n t h e e x a m, c h oo s e it . P MI i s v e r y st r o n g o n t h e i mp o r t a n c e o f p r o j e c t ma n a g er s , a n d t h a t i se vi de nt i n t he e xa m.

Q. Which one of these types is generally not a stakeholder?

A. Project Manager

B. Sponsor

C. Project Observer

D. Pr o j e ct Te am M ember

h e an sw er is C . T he O bse rv er i s no t a st ak eh old er , w he re as t he o th er th re e cl ear ly ar e.

Q . S ta ke hol de rs a re i mp or ta nt be ca us e:

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Communication in the Execution Phase

D ur i ng t he P la nn i ng p h as

passing the pmp exam-how to take it and pass it-200507-prentice hall-pmbok 3rd ed-2004

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