pmp study guide

Wiley Publishing, Inc.
PMP
®
:
Project Management
Professional
Study Guide
3rd Edition
Kim Heldman, PMP
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which project managers will be assessed in an increasingly competitive marketplace.
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To BB, my forever love.
—Kimmie
Acknowledgments
Thank you to the thousands of readers who have read previous editions of the PMP Study
Guide and recommended it to their friends and co-workers. Because of your success using the
book in passing the PMP exam, we are able to continue to upgrade and refresh the Study Guide
with tips and hints from readers and with the changes made by PMI. Thank you also to all of
the instructors and PMI chapters who use this book in their classes.
As always, a very special thank you to Neil Edde, Associate Publisher, for taking a chance on the
first edition of this book and for giving me the opportunity to write it. Thank you again for the
opportunity to revise and update it.
This book clearly fits the definition of a project and the team at Sybex is the best project team
on earth to work with. I appreciate all the hard work and dedication everyone on the team put
into producing this book. First, a special thanks to Jeff Kellum, Acquisitions Editor, for over-
seeing this project and for his many suggestions that helped improve and strengthen the text.
Thank you also, for keeping everyone focused on the quick turn around time even though we

faced some uncertainties in the midst of the project.
Thank you to Elizabeth Campbell for all her help managing the many, many activities that
must be coordinated in order to finish on schedule. She was very helpful throughout the process
and didn’t scream when we found out close to the end of the project that some changes were
needed to match up with newly published PMI materials.
Thanks to Judy Flynn, copyeditor, who did an outstanding job of helping me with all my gram-
matical blunders. (She’ll probably even find some in this sentence!) She’s the best copyeditor I’ve ever
worked with. I appreciate her eye for detail and that she never told me “doh” after her suggestions.
Thanks also to all the behind the scenes team members including proofreader Nancy Riddi-
ough, and the compositors at Happenstance Type-o-rama!
I again had the pleasure of working with Claudia Baca who served as the technical editor for this
edition. Claudia was invaluable when helping me decipher areas of
A Guide to the PMBOK that I
questioned or weren’t clear to me. Thank you, Claudia, for your help, suggestions, and contribution.
None of this would have been possible without the continued support and encouragement
from my best friend in the whole world, BB. I love you and there’s no one else I’d rather spend the
rest of my life with. Thank you to Bob and Terri, our best friends in all the earth, for your support
and prayers—they’re always coveted. Thanks to my sister Jill and hubby John and to Sam, Prom-
ise, and Destiny for their cheerleading behind the scenes. Thank you mom and dad for giving me
the love of reading; some of my best memories are story time. And thanks also to the greatest chil-
dren on the planet: Jason and Leah (our soon to be daughter-in-law), Noelle, and Amanda. And
I can’t forget the two best grandchildren anywhere in the universe, Kate and Juliette. Thank you
for your understanding of my limited availability and for your encouragement and support.
Contents at a Glance
Introduction xvii
Chapter 1 What Is a Project? 1
Chapter 2 Creating the Project Charter and Preliminary
Scope Statement 49
Chapter 3 Developing the Project Scope Statement 87
Chapter 4 Creating the WBS and Communicating the Plan 125

Chapter 5 Risk Planning 165
Chapter 6 Resource Planning 215
Chapter 7 Creating the Project Schedule and Budget 253
Chapter 8 Developing the Project Team 305
Chapter 9 Measuring and Controlling Project Performance 347
Chapter 10 Monitoring and Controlling Change 391
Chapter 11 Controlling Work Results and Closing Out the Project 427
Chapter 12 Professional Responsibility 465
Glossary 493
Index 521
Contents
Introduction xvii
Assessment Test xxvi
Chapter 1 What Is a Project? 1
Is It a Project? 2
Projects versus Operations 3
Stakeholders 4
Project Characteristics 5
What Is Project Management? 6
Programs 6
Portfolios 7
Project Management Offices 7
Defining Skills Every Good Project Manager Needs 8
Communication Skills 9
Organizational and Planning Skills 9
Budgeting Skills 10
Conflict Management Skills 10
Negotiation and Influencing Skills 10
Leadership Skills 11
Team-Building and Motivating Skills 11

Understanding Organizational Structures 12
Functional Organizations 12
Projectized Organizations 15
Matrix Organizations 16
Understanding Project Life Cycles and Project Management Processes 20
Project Phases and Project Life Cycles 21
Project Management Process Groups 22
The Project Management Knowledge Areas 28
Project Integration Management 29
Project Scope Management 31
Project Time Management 32
Project Cost Management 33
Project Quality Management 34
Project Human Resource Management 34
Project Communications Management 35
Project Risk Management 36
Project Procurement Management 37
Summary 38
Exam Essentials 38
Key Terms 40
x
Contents
Review Questions 41
Answers to Review Questions 46
Chapter 2 Creating the Project Charter and
Preliminary Scope Statement 49
How Projects Come About 50
Needs and Demands 51
Feasibility Studies 52
Kicking Off the Project Charter 54

Project Charter Inputs 54
Using Tools and Techniques for Charter Development 57
Selecting and Prioritizing Projects 57
Using Project Selection Methods 59
Project Management Methodology and Information Systems 65
Expert Judgment 67
Formalizing and Publishing the Project Charter 67
Key Stakeholders 67
Pulling the Project Charter Together 69
Project Charter Sign-off 70
Developing a Preliminary Project Scope Statement 71
Preliminary Scope Statement Inputs and Techniques 71
The Preliminary Scope Statement Document 72
The Kitchen Heaven Project Case Study 73
Summary 77
Exam Essentials 78
Key Terms 79
Review Questions 80
Answers to Review Questions 85
Chapter 3 Developing the Project Scope Statement 87
Developing the Project Management Plan 88
Developing Inputs 89
Documenting the Project Management Plan 90
Scoping Out the Project 93
Scope Planning Inputs 94
Scope Planning Tools and Techniques 95
Documenting the Scope Management Plan 95
Formulating Scope Definition 96
Defining the Scope Definition Inputs and Tools and Techniques 96
Writing the Project Scope Statement 100

Scope Statement Components 100
Approving and Publishing the Project Scope Statement 110
Updating the Project Scope Management Plan 110
Contents
xi
Summary 114
Exam Essentials 115
Key Terms 116
Review Questions 117
Answers to Review Questions 122
Chapter 4 Creating the WBS and Communicating the Plan 125
Creating the Work Breakdown Structure 126
Gathering the WBS Inputs 127
Decomposing the Deliverables 127
Constructing the WBS 129
Create WBS Process Outputs 136
Communicating the Plan 138
Communications Planning Inputs 139
Tools and Techniques for Communications Planning 139
Communications Management Plan 141
Identifying Quality Standards 143
Quality Inputs 143
Quality Planning Tools and Techniques 144
Quality Planning Outputs 149
Summary 155
Exam Essentials 155
Key Terms 157
Review Questions 158
Answers to Review Questions 163
Chapter 5 Risk Planning 165

Planning for Risks 166
Risk Management Planning 167
Inputs of Risk Management Planning 167
Tools and Techniques for Risk Management Planning 168
Creating the Risk Management Plan 169
Identifying Potential Risk 173
Risk Identification Inputs 174
Tools and Techniques Used to Identify Risk 175
Risk Identification Outputs 180
Analyzing Risks Using Qualitative Techniques 181
Qualitative Risk Analysis Inputs 182
Using the Tools and Techniques of Qualitative
Risk Analysis 182
Ranking Risks in the Risk Register 189
Quantifying Risk 190
Quantitative Risk Analysis Tools and Techniques 190
Quantitative Risk Analysis Outputs 194
xii
Contents
Developing a Risk Response Plan 195
Risk Response Planning Tools and Techniques 196
Risk Response Planning Outputs 199
Summary 204
Exam Essentials 204
Key Terms 206
Review Questions 207
Answers to Review Questions 212
Chapter 6 Resource Planning 215
Understanding Purchases and Acquisitions 216
Plan Purchases and Acquisitions Inputs 217

Tools and Techniques for Plan Purchases and Acquisitions 218
Plan Purchases and Acquisitions Outputs 222
Plan Contracting 223
Plan Contracting Outputs 224
Human Resource Planning 226
Human Resource Planning Inputs 226
Human Resource Planning Tools and Techniques 229
Human Resource Planning Outputs 231
Defining Activity Definition 233
Activity Definition Process Inputs 233
Tools and Techniques for Defining Activities 233
Activity Definition Outputs 234
Understanding the Activity Sequencing Process 235
Activity Sequencing Tools and Techniques 236
Activity Sequencing Outputs 239
Summary 242
Exam Essentials 243
Key Terms 244
Review Questions 245
Answers to Review Questions 250
Chapter 7 Creating the Project Schedule and Budget 253
Activity Resource Estimating 254
Activity Resource Estimating Inputs 255
Tools and Techniques for Estimating Activities 255
Activity Resource Estimating Outputs 256
Estimating Activity Durations 257
Activity Duration Estimating Inputs 257
Activity Duration Estimating Tools and Techniques 258
Activity Duration Estimating Outputs 261
Developing the Project Schedule 261

Schedule Development Inputs 262
Contents
xiii
Schedule Development Tools and Techniques 263
Schedule Development Process Outputs 275
Cost Estimating 279
Cost Estimating Inputs 280
Cost Estimating Tools and Techniques 280
Cost Estimating Process Outputs 282
Establishing the Cost Budget Baseline 282
Cost Budgeting Inputs 283
Cost Budgeting Tools and Techniques 283
Cost Budgeting Process Outputs 284
Bringing It All Together 286
Summary 293
Exam Essentials 294
Key Terms 295
Review Questions 296
Answers to Review Questions 302
Chapter 8 Developing the Project Team 305
Executing the Project Plan 306
Executing Inputs 308
Tools and Techniques of Direct and Manage Project Execution 309
Outputs of Direct and Manage Project Execution 310
Acquiring the Project Team 312
Tools and Techniques of Acquire Project Team 313
Outputs of Acquire Project Team 314
Developing the Project Team 315
Tools and Techniques for Develop Project Team 316
Outputs of Develop Project Team 326

Distributing Project Information 327
Information Distribution Tools and Techniques 327
Outputs of Information Distribution 333
Summary 337
Exam Essentials 338
Key Terms 339
Review Questions 340
Answers to Review Questions 345
Chapter 9 Measuring and Controlling Project Performance 347
Requesting Seller Responses 348
Requesting Seller Responses Tools and Techniques 349
Request Seller Responses Outputs 350
Selecting Sellers 350
Evaluation Criteria 351
xiv
Contents
Tools and Techniques of Select Sellers 352
Weighting Systems 352
Independent Estimates 352
Screening Systems 353
Contract Negotiation 353
Seller Rating Systems 353
Expert Judgment 353
Proposal Evaluation Techniques 354
Select Sellers Outputs 355
Elements of a Contract 356
Contract Life Cycles 356
Contract Management Plan 357
Laying Out Quality Assurance Procedures 358
Inputs to Perform Quality Assurance 358

Perform Quality Assurance Tools and Techniques 358
Perform Quality Assurance Outputs 360
Monitor and Control Project Work 361
Monitor and Control Project Work Inputs 362
Tools and Techniques of Monitor and
Control Project Work 362
Monitor and Control Project Work Outputs 362
Administering the Contract 363
Contracting Inputs 364
Administering Contracts with Tools and Techniques 365
Managing Contract Outputs 367
Managing Project Teams 370
Tools and Techniques for Managing Teams 370
Managing Project Team Outputs 372
Managing Stakeholders 373
Establishing Performance Measurements 373
Performance Reporting Inputs 374
Performance Reporting Tools and Techniques 374
Performance Reporting Outputs 376
Summary 379
Exam Essentials 380
Key Terms 381
Review Questions 382
Answers to Review Questions 388
Chapter 10 Monitoring and Controlling Change 391
Managing Integrated Change Control 392
How Change Occurs 393
Change Control Concerns 393
Configuration Management 395
Contents

xv
Change Control System 395
Integrated Change Control Inputs 397
Integrated Change Control Tools and Techniques 398
Integrated Change Control Outputs 398
Managing Cost Changes 399
Cost Control Inputs 399
Cost Control Tools and Techniques 399
Cost Control Outputs 407
Monitoring and Controlling Schedule Changes 409
Schedule Control Inputs 409
Schedule and Control Tools and Techniques 409
Schedule Control Outputs 411
Monitoring and Controlling Risk 412
Risk Monitoring and Control Inputs 412
Risk Monitoring and Control Tools and Techniques 413
Risk Monitoring and Control Outputs 414
Summary 418
Exam Essentials 418
Key Terms 419
Review Questions 420
Answers to Review Questions 424
Chapter 11 Controlling Work Results and Closing Out the Project 427
Utilizing Perform Quality Control Techniques 428
Perform Quality Control Inputs 429
Perform Quality Control Tools and Techniques 429
Perform Quality Control Outputs 435
Verifying Project Scope 437
Controlling Scope Changes 438
Scope Control Inputs 439

Scope Control Tools and Techniques 439
Scope Control Outputs 440
Formulating Project Closeout 441
Characteristics of Closing 441
Project Endings 441
Closing Out the Project 444
Close Project Inputs 445
Close Project Tools and Techniques 446
Close Project Outputs 446
Contract Closure 448
Contract Closure Inputs 450
Contract Closure Tools and Techniques 450
Contract Closure Outputs 451
Releasing Project Team Members 452
Celebrate! 452
xvi
Contents
Summary 455
Exam Essentials 456
Key Terms 457
Review Questions 458
Answers to Review Questions 463
Chapter 12 Professional Responsibility 465
Ensuring Integrity 466
Personal Integrity 467
Conflict of Interest 467
Professional Demeanor 469
Applying Professional Knowledge 471
Project Management Knowledge 471
Truthful Reporting 473

Laws and Regulations Compliance 474
Confidential Information 474
Balancing Stakeholders’ Interests 475
Competing Needs 476
Dealing with Issues and Problems 476
Balancing Constraints 477
Respecting Differences in Diverse Cultures 478
Global Competition 478
Culture Shock 479
Respecting Your Neighbors 479
Training 480
Perceiving Experiences 480
Summary 482
Exam Essentials 483
Key Terms 483
Review Questions 484
Answers to Review Questions 490
Glossary 493
Index 521
Introduction
This book was designed for anyone thinking of taking the Project Management Professional
(PMP) exam sponsored by the Project Management Institute (PMI). This certification is grow-
ing in popularity and demand in all areas of business. PMI has experienced explosive growth in
membership over the last few years, and more and more organizations are recognizing the
importance of project management certification.
While this book is written primarily for those of you taking the PMP exam, you
can also use this book to study for the Certified Associate in Project Manage-
ment (CAPM) exam. The exams are similar in style and the information covered
in this book will help you with either exam.
This book has been updated to reflect the latest edition of A Guide to the Project Manage-

ment Body of Knowledge, (PMBOK Guide) Third Edition. It assumed you have knowledge of
general project management practices, although not necessarily specific to A Guide to the
PMBOK. It’s written so that you can skim through areas you are already familiar with, picking
up the specific Guide to the PMBOK terminology where needed to pass the exam. You’ll find
that the project management processes and techniques discussed in this book are defined in such
a way that you’ll recognize things you’ve always done and be able to identify them with A Guide
to the PMBOK process names or methodologies.
PMI offers the most recognized certification in the field of project management, and this
book deals exclusively with its procedures and methods. There are many methods of project
management, each with its own terminology, tools, and procedures. If you’re familiar with
another organized project management methodology, don’t assume you already know the
Guide to the PMBOK processes. I strongly recommend that you learn all of the processes—their
key inputs, tools and techniques, and outputs. Take the time to memorize the key terms found
at the end of every chapter as well. Sometimes just understanding the definition of a term will
help you answer a question. It might be that you’ve always done that particular thing or used
the methodology described but called it by another name. Know the name of each process and
its primary purpose.
What Is the PMP Certification?
PMI is the leader and the most widely recognized organization in terms of promoting project
management best practices. PMI strives to maintain and endorse standards and ethics in this
field and offers publications, training, seminars, chapters, special interest groups, and colleges
to further the project management discipline.
PMI was founded in 1969 and first started offering the Project Management Professional (PMP)
certification exam in 1984. PMI is accredited as an American National Standards Institute (ANSI)
standards developer and also has the distinction of being the first organization to have its certifica-
tion program attain International Organization for Standardization (ISO) 9001 recognition.
xviii
Introduction
PMI boasts a worldwide membership of over 150,000, with members from 150 different coun-
tries. Local PMI chapters meet regularly and allow project managers to exchange information and

learn about new tools and techniques of project management or new ways to use established tech-
niques. I encourage you to join a local chapter and get to know other professionals in your field.
Why Become PMP 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 in your field.

It raises customer confidence in you and in your company’s services.
Demonstrates Proof of Professional Achievement
PMP certification is a rigorous process that documents your achievements in the field of project
management. The exam tests your knowledge of the disciplined approaches, methodologies,
and project management practices as described in A Guide to the PMBOK.
You are required to have several years of experience in project management before sitting for
the exam, as well as 35 hours of formal project management education. Your certification
assures employers and customers that you are well grounded in project management practices
and disciplines. It shows that you’ve got the hands-on experience and a mastery of the processes and
disciplines to manage projects effectively and motivate teams to produce successful results.
Increases Your Marketability
Many industries are realizing the importance of project management and its role in the organi-
zation. They are also seeing that simply proclaiming a head technician to be a “project man-
ager” does not make it so. Project management, just like engineering, information technology,
and a host of other trades, has its own specific qualifications and skills. Certification tells poten-
tial employers you’ve got the skills, experience, and knowledge to drive successful projects and
ultimately improve the company’s bottom line.
A certification will always make you stand out above the competition. If you’re certified and
you’re competing against a project manager without certification, chances are you’ll come out

as the top pick. As a hiring manager, all other things being equal, I will usually opt for the can-
didate who has certification over the candidate who doesn’t have it. Certification tells potential
employers you have gone the extra mile. You’ve spent time studying techniques and methods as
well as employing them in practice. It shows dedication to your own professional growth and
enhancement and to adhering to and advancing professional standards.
Provides Opportunity for Advancement
PMP certification displays your willingness to pursue growth in your professional career and
shows that you’re not afraid of a little hard work to get what you want. Potential employers will
Introduction
xix
interpret your pursuit of this certification as a high-energy, success-driven, can-do attitude on
your part. They’ll see that you’re likely to display these same characteristics on the job, which
will help make the company successful. Your certification displays a success-oriented, moti-
vated attitude that will open up opportunities for future career advancements in your current
field as well as in new areas you might want to explore.
Raises Customer Confidence
Just as the PMP certification assures employers that you’ve got the background and experience
to handle project management, it assures customers that they have a competent, experienced
project manager at the helm. Certification will help your organization sell customers on your
ability to manage their projects. Customers, like potential employers, want the reassurance that
those working for them have the knowledge and skills necessary to carry out the duties of the
position and that professionalism and personal integrity are of utmost importance. Individuals
who hold these ideals will translate their ethics and professionalism to their work. This
enhances the trust customers will have in you, which in turn will give you the ability to influence
them on important project issues.
How to Become PMP Certified
There are several requirements you need to fulfill in order to sit for the PMP exam. PMI has
detailed the certification process quite extensively at its website. Go to www.pmi.org and click
the Professional Development and Careers tab to reveal the Certifications selection and get the
latest information on certification procedures and requirements.

As of the date this book was published, you are required to fill out an application to sit for
the PMP exam. You can submit this application online at PMI’s website. You also need to doc-
ument 35 hours of formal project management education. This might include college classes,
seminars, workshops, and training sessions. Be prepared to list the class titles, location, date,
and content.
In addition to filling out the application and documenting your formal project management
training, there is one additional set of criteria you’ll need to meet to sit for the exam. These cri-
teria fall into two categories. You need to meet the requirements for only one of these categories:

Category 1 is for those who hold a baccalaureate degree. You’ll need to provide proof, via
transcripts, of your degree with your application. In addition, you’ll need to complete ver-
ification forms—found at the PMI website—that show 4,500 hours of project management
experience that spans a minimum of three years and no more than six years.

Category 2 is for those who do not hold a baccalaureate degree but do hold a high school
diploma or equivalent. You’ll need to complete verification forms documenting 7,500
hours of project management experience that spans a minimum of five years and no more
than eight years.
The exam fee at the time this book is being published is $405 for PMI members in good
standing and $555 for non-PMI members. Testing is conducted at Thomson Prometric centers.
You can find a center near you at the PMI website. You have six months from the time PMI
xx
Introduction
receives and approves your completed application to take the exam. You’ll need to bring a form
of identification such as a driver’s license with you to the Thomson Prometric center on the test
day. You will not be allowed to take anything with you into the testing center. You will be given
a calculator, pencils, and scrap paper. You will turn in all scrap paper, including the notes and
squiggles you’ve jotted during the test, to the center upon completion of the exam.
The exam is scored immediately, so you will know if you’ve passed at the conclusion of the
test. You’re given four hours to complete the exam, which consists of 200 randomly generated

questions. Only 175 of the 200 questions are scored. A passing score requires you answer 141
of the 175 questions correctly. 25 of the 200 questions are “pretest” questions that will appear
randomly throughout the exam. These 25 questions are used by PMI to determine statistical
information and to determine if they can or should be used on future exams. The questions on
the exam cover the following process groups and areas:

Initiating

Planning

Executing

Monitoring and Controlling

Closing

Professional Responsibility
All unanswered questions are scored as wrong answers, so it benefits you to guess at an
answer if you’re stumped on a question.
After you’ve received your certification, you’ll be required to earn 60 professional develop-
ment units (PDUs) every three years to maintain certification. Approximately one hour of struc-
tured learning translates to one PDU. The PMI website details what activities constitute a PDU,
how many PDUs each activity earns, and how to register your PDUs with PMI 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 or education to sit for the PMP exam, you
should consider sitting for the Certified Associate in Project Management (CAPM) exam. The
CAPM exam is structured like the PMP exam only the requirements are not as strict as they are
for the PMP. CAPM candidates typically work in a supporting role with a project manager or as
a subproject manager. Like the PMP, CAPM has two categories of requirements; each category

requires 23 hours of project management education.
Category 1 is for those who hold a baccalaureate degree. You’ll need to provide proof, via tran-
scripts, of your degree with your application. In addition, you’ll need to complete verification
forms that show 1,500 hours of project management experience that spans a minimum of two
years and no more than three years.
Introduction
xxi
Who Should Buy This Book?
If you are serious about passing the PMP exam (or the CAPM exam for that matter), you should
buy this book and use it to study for the exam. This book is unique in that it walks you through
the project processes from beginning to end, just as projects are performed in practice. When
you read this book, you will benefit by learning specific Guide to the PMBOK processes and
techniques coupled with real-life scenarios that describe how project managers in different sit-
uations handle problems and the various issues all project managers are bound to encounter
during their career. This Study Guide describes in detail the exam objective topics in each chap-
ter and has attempted to cover all of the important project management concepts.
How to Use This Book and CD
We’ve included several testing features, both in the book and on the companion CD. Following this
introduction is an Assessment Test that you can use to check your readiness for the actual exam.
Take this test before you start reading the book. It will help you identify the areas you may need to
brush up on. The answers to the Assessment Test appear after the last question of the test. Each
answer includes an explanation and a note telling you in which chapter this material appears.
An Exam Essentials section appears at the end of every chapter to highlight the topics you’ll most
likely find on the exam and help you focus on the most important material covered in the chapter
so that you’ll have a solid understanding of those concepts. However, it isn’t possible to predict what
questions will be covered on your particular exam, so be sure to study everything in the chapter.
Like the exam itself, this Study Guide is organized in terms of process groups
and the natural sequence of events a project goes through in its life cycle. By
contrast, in other study guides, material is organized by knowledge area—
Human Resource Management, Communications Management, and so on—

and it can be confusing when studying for the exam to map the processes in
each knowledge area to process groups.
Category 2 is for those who do not hold a baccalaureate degree but do hold a high school diploma
or equivalent. You’ll need to complete verification forms documenting 2,500 hours of project
management experience that spans a minimum of two years and no more than three years.
The CAPM exam fee at the time of this publication is $225 for PMI members in good standing
and $300 for non-PMI members.
Included on the CD with this book is a sample CAPM exam. If you’re sitting for the CAPM exam,
I encourage you to answer all of the end-of-chapter questions and take the Bonus Exams in
addition to the sample CAPM exam. You’ll get a much broader sense of the types of questions
and the topics you’ll encounter on the actual exam by using all of the sample questions pro-
vided in this book and on the CD.
xxii
Introduction
Review Questions are also provided at the end of every chapter. You can use these to gauge
your understanding of the subject matter before reading the chapter and to point out the areas
in which you need to concentrate your study time. As you finish each chapter, answer the
Review Questions and then check to see if your answers are right—the correct answers appear
on the pages following the last question. You can go back to reread the section that deals with
each question you got wrong to ensure that you answer the question correctly the next time you
are tested on the material. If you can answer at least 80 percent of the Review Questions cor-
rectly, you can probably feel comfortable moving on to the next chapter. If you can’t answer
that many correctly, reread the chapter, or the section that seems to be giving you trouble, and
try the questions again. You’ll also find 200+ flashcard questions on the CD for on-the-go
review. Download them right onto your Palm PocketPC device for quick and convenient
reviewing.
Don’t rely on studying the Review Questions exclusively as your study method.
The questions you’ll see on the exam will be different than the questions pre-
sented in the book. There are 200 randomly generated questions on the PMP
exam and 150 on the CAPM, so it isn’t possible to cover every potential exam

question in the Review Questions section of each chapter. Make sure you
understand the concepts behind the material presented in each chapter and
memorize all the formulas as well.
In addition to the Assessment Test and the Review Questions, you’ll find Bonus Exams on
the CD. Take these practice exams just as if you were actually taking the exam (i.e., without any
reference material). When you have finished the first exam, move on to the next exam to solidify
your test-taking skills. If you get more than 85 percent of the answers correct, you’re ready to
take the real exam.
If you purchased the Standard Edition of this book, there are a total of two
bonus PMP exams and two additional CAPM exams. If you purchased the
Deluxe Edition, there are a total of eight bonus PMP exams and two additional
CAPM exams.
Finally, you will notice various Real World Scenario sidebars throughout each chapter.
These are designed to give you insight into how the various processes and topic areas apply to
real-world situations.
Additionally, if you are going to travel but still need to study for the PMP exam and you have
a laptop with a CD drive, you can take this entire book with you just by taking the CD. This
book is in PDF (Adobe Acrobat) format, so it can be easily read on any computer.
For those of you who purchased the Deluxe Edition, you’ll find a series of scenarios and exer-
cises that map to each chapter. These workbook exercises are designed to help you put the the-
ories you’ve learned in each chapter into practice.
Introduction
xxiii
The Exam Objectives
Behind every certification exam, you can be sure to find exam objectives—the broad topics in
which the exam developers want to ensure your competency. The official PMP exam objectives
are listed in this section.
Exam objectives are subject to change at any time without prior notice and
at PMI’s sole discretion. Please visit the Certification page of PMI’s website,
www.pmi.org, for the most current listing of exam objectives.

Domain 1.0: Initiating the Project
The objectives for the Initiating the Project domain are as follows:
1. Conduct Project Selection Methods
2. Define Scope
3. Document Project Risks, Assumptions, and Constraints
4. Identify and Perform Stakeholder Analysis
5.
Develop Project Charter
6. Obtain Project Charter Approval
Domain 2.0: Planning the Project
The objectives of the Planning the Project domain are as follows:
1. Define and Record Requirements, Constraints, and Assumptions
2. Identify Project Team and Define Roles and Responsibilities
3. Create the WBS
4. Develop Change Management Plan
5. Identify Risks and Define Risk Strategies
6.
Obtain Plan Approval
7. Conduct Kick-off Meeting
Domain 3.0: Executing the Project
The objectives of the Executing the Project domain are as follows:
1. Execute Tasks Defined in Project Plan
2. Ensure Common Understanding and Set Expectations
3. Implement the Procurement of Project Resources
4. Manage Resource Allocation
5. Implement Quality Management Plan
xxiv
Introduction
6. Implement Approved Changes
7. Implement Approved Actions and Workarounds

8. Improve Team Performance
Domain 4.0: Monitoring and Controlling the Project
The objectives of the Monitoring and Controlling the Project domain are as follows:
1. Measure Project Performance.
2. Verify and Manage Changes to the Project
3. Ensure Project Deliverables Conform to Quality Standards
4.
Monitor all Risks
Domain 5.0: Closing the Project
The objectives of the Closing the Project domain are as follows:
1. Obtain Final Acceptance for the Project
2. Obtain Financial, Legal, and Administrative Closure
3. Release Project Resources
4. Identify, Document, and Communicate Lessons Learned
5. Create and Distribute Final Project Report
6. Archive and Retain Project Records
7.
Measure Customer Satisfaction
Domain 6.0: Professional and Social Responsibility
The objectives for the Professional and Social Responsibility domain are as follows:
1. Ensure Individual Integrity.
2. Contribute to the Project Management Knowledge Base.
3.
Enhance Professional Competence
4. Promote Interaction Among Stakeholders
Tips for Taking the PMP Exam
Here are some general tips for taking your exam successfully:

Get to the exam center early so that you can relax and review your study materials.


Read the exam questions very carefully. Make sure you know exactly what each question
is asking and don’t be tempted to answer too quickly.

Unanswered questions score as wrong answers. It’s better to guess than to leave a question
unanswered.
Introduction
xxv

If you’re not sure of an answer, use a process of elimination to identify the obvious incorrect
answers first. Narrow the remaining choices down by referring back to the question, look-
ing for key words that might tip you off to the correct answer.

You’ll be given scratch paper to take with you to the exam station. As soon as you get to
your place, write down all the formulas and any other memory aids you used while study-
ing before starting the exam. That way, you can relax a little because you won’t have to
remember the formulas when you get to those questions on the exam—you can simply look
at your scratch paper.

Visit the PMI website at www.pmi.org for the latest information regarding certification and
to find a testing site near you.