HEAD START PMP PDF
Head First PMP, and related trade dress are trademarks of O'Reilly Media, Inc. PMP and PMBOK are registered marks of Project Management Institute, Inc. “Head First PMP is the PMP exam prep book for the rest of us: the people who Head First PMP covers everything you need to know to pass your PMP exam. This books (Head First PMP [PDF]) Made by Jennifer Greene About Books Paperback. Pub Date Pages: Language: English.
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If you are preparing for PMP Exam, the Head First PMP Book can be really helpful in understanding the PMBOK and passing the PMP Exam easily. To download. I'm a fan of the Head First series. They are grounded in reality and explain things clearly and in a fun way. Well, as fun as a book about project management can. Editorial Reviews. About the Author. Jennifer Greene is an agile coach, development manager, business analyst, project manager, tester, speaker, and authority.
One of my training partners gave me the book to read. I started the book and completed it within a day. I just loved the way it was written. The book brought back memories of my college days.
It is a regular subject book that has a flavor of fiction. I wish this book should have been published in the year when I did my PMP certification. Let us come to the current day. In last few years, I have read and referred to this book a number of times. After , a new edition of the book has been published and I have kept myself abreast with the new edition.
The language is easy to understand and lucid. The authors of this book have written a few other books also. All their books follow the same easy-to-understand theme.
Projectized Organisation PMs have all the authority
Unlike many other books on the same subject, you can read this book without much boredom or exhaustion. As you read the book, you get instant understanding of the PMP Exam topics. Every chapter of the book starts with a small story. The authors use this story as the center point for explaining the PMP topics. They explain the topics through a series of small examples and anecdotes that are based on the initial story.
In every chapter, there are small exercises, crosswords and fill-in-the-blanks, that are very useful in remembering the PMP concepts. At the end of every chapter there are sample PMP questions that gives the reader a thorough revision of the chapter. The biggest strength of this book is also its weakness.
The language of the book is simple and easy, but it is written casually. Both exist in weak matrix organisation. Types of organisations: Functional Organisation PMs dont have authority to make major decisions, they need to clear them with functional managers Teams dont report directly to the PM; he borrows them from the departments PMs spend half their time doing admin tasks PMs dont set the budget Projectized Organisation PMs have all the authority Teams are organised around projects Team reports to the PM PM chooses the members and release them when the project is done PMs estimate and track budget and schedule Matrix Organisation Three types - Weak, Balanced and Strong Share responsibility between the functional managers and project managers What is a Project?
A project is temporary has a start and a finish never an ongoing process A project is creating a unique result that is measurable.
A project is progressively elaborated one learns more and more about a project as it goes on.
When you start, you have goals and a plan but there is always new information to deal with as your project goes on and you are always having to make decisions to keep it on track.
While you do your best to plan for everything that will happen, you know that you will keep learning more about your project as you go. A project is NOT: An ongoing process Always strategic or critical Always successful Every project is affected by the triple constraint of time, scope and cost, also called the iron triangle.
Youll need to know how every change affects all three constraints. Any cost, time or scope change will affect quality too. What if I know that a change will impact just scope, but not schedule or cost?
Can I go ahead and make it? Theyre the people who will be impacted by your project.
Buy for others
The term applies to your team, your customer, your sponsor, and anybody else who is affected by the change. Sometimes a change that affects the quality of your product is completely unacceptable to your stakeholders, and they would rather delay the project than sacrifice the products quality.
Chapter 3: The Process Framework Anatomy of a process: It takes the inputsinformation you use in your projectand turns them into outputs: documents, deliverables, and decisions. The outputs help your project come in on time, within budget, and with high quality. Every single process has inputs, tools and techniques that are used to do the work, and outputs.
Can a process be part of more than one process group? The best way to figure out which group a process belongs to is to remember what that process does.
The process groups help you organize the processes by the kind of work you do. The knowledge areas help you organize by the subject matter youre dealing with. Think of the process groups as being about the actions you take on your project, and the knowledge areas as the things you need to understand.
Chapter 4: Project Integration Project managers make projects run well.
They plan for whats going to happen on the project. A big part of the job is watching closely to make sure the plan is followed, and when things go wrong they make sure theyre fixed. And sometimes the plan itself turns out to be inadequate! Project managers look for those kinds of problems, and fix them too.
That day-to-day work is what the Integration Management processes are all about. You get assigned to a project Then you plan out the work that will get done Then you endure the work is done properly, dealing with changes along the way Once finished, you closed out the project Integration Management processes: 1. Develop project charter - Thats the document that authorizes you to do your work. Develop preliminary scope statement This is a document that lays out all of the goals of the project.
You create it before youve started to plan the projectthats why its preliminary. When you learn more details, youll come up with a more detailed project scope. Develop Project Management Plan Guides everything that happens on the project.
It spans all of the knowledge areas. Also tells you how to handle changes when they come up. Direct and manage Project Execution Time to do the work. Make sure everyone is doing what they are supposed to be doing and you create the right product that meets the needs of the stakeholders.
Monitor and Control Catch problems as early as possible. Integrated Change Control Once problems are caught, this is where you figure out how to fix them. Also update the Project Management Plan. Be proactive and anticipate potential changes. Close Project Document everything including the lessons learnt. Initiating process group 1.
Develop project charter 2. Develop preliminary scope statement I. Enterprise Environmental Factors work culture, how we do business, e.
Head First PMP
Contract if applicable c. Statement of Work List of Deliverables d. Organisational Process Assets how we run our projects, previous lessons learnt etc.
Tools used: a. Benefit measurement models compare project based on benefits to the company scoring project on costs, risks, goodwill b. Mathematical Models also called constrained optimisation - less common, involve complex mathematical formulae to predict the project success II. Preliminary Scope Statement This time we would talk to the customer and find out what they want.
We wont make any assumptions. Focus on the major details.
Inputs: a. PMIS b. Expert Judgement Contents: 1.
Project and product objectives Product or service requirements and characteristics Product acceptance criteria Project boundaries Project deliverables Project constraints and assumptions Initial project organization Initial defined risks Schedule milestones Order of magnitude cost estimate Project configuration management requirements Approval requirements III.
The project management plan is all about planning for problems, and having the information you need to correct those problems when they occur. Direct and Manage Execution Executing process group Time for action.
Follow the plan. Work performance information tracking reports how well the process areas from each knowledge area are being performed.When you start. Types of organisations: Unlike many other books on the same subject, you can read this book without much boredom or exhaustion. Plan ahead and avoid late breaking changes 3.
Head First PMP 4th Edition Book Review
Monitoring and Controlling - Looking at the outputs from the executing process group and comparing them to the plan constantly helps you make decisions about what to do to stay on track.
This sometimes creates problems for the readers.
She moved to New York in to work on software quality at a financial software company. This can be detrimental for the exam preparation and could lead to undesirable consequences. Introduction Problems in project management: We will explore all these now.
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