Preparing for the Project Management Professional (PMP) Certification ExamAMACOM, 2002 - 411 lappuses Annotation Project managers who need the latest and most complete test-preparation materials will find this new edition a life-saver. Covering each competency area tested on the exam, it also explains question structures and offers numerous case studies and other valuable practice tools. An invaluable desk reference as well, the new edition is completely up to date and every chapter has been revised. For project managers preparing to take the Project Management Professional (PMP(R)) Certification Exam, study tools include: all-new practice questions, simulated questions in "situational format" of the new exam, new chapter and questions on professional responsibility, new material on risk management, and much more. As always, the book is the definitive guide to properly defining, budgeting, assigning, and executing projects of all types and scopes on paper or on the job. |
No grāmatas satura
1.–5. rezultāts no 49.
viii. lappuse
... Evaluation and Review Technique ( PERT ) Monte Carlo Simulation The Simulation Output from the Monte Carlo Simulation Summary 3. Cost Management Why We Need Cost Management Project Life Cycle and Project Cost Using the Work Breakdown ...
... Evaluation and Review Technique ( PERT ) Monte Carlo Simulation The Simulation Output from the Monte Carlo Simulation Summary 3. Cost Management Why We Need Cost Management Project Life Cycle and Project Cost Using the Work Breakdown ...
ix. lappuse
... Evaluations 109 Motivation 110 Importance of Motivation 110 Industrial Revolution 110 Scientific Management Learning Curve Theory Depression Era World War II 111 111 112 112 Post - World War II 112 Motivational Ideas 112 Procedures ...
... Evaluations 109 Motivation 110 Importance of Motivation 110 Industrial Revolution 110 Scientific Management Learning Curve Theory Depression Era World War II 111 111 112 112 Post - World War II 112 Motivational Ideas 112 Procedures ...
31. lappuse
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51. lappuse
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59. lappuse
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Saturs
Scope Management | 16 |
Initiation of the Project | 17 |
Constraints and Assumptions | 18 |
Cost and Its Relationship to Price | 19 |
Which Is Better for Your Company? | 20 |
Getting to the Scope Baseline | 23 |
Work Breakdown Structure | 25 |
Systems Approach to Work Breakdown Structure | 28 |
Risk Assessment | 140 |
Risk Tolerance | 141 |
Risk Probability | 143 |
The Addition Rule | 145 |
The Multiplication Rule | 147 |
Risk Impact | 149 |
Expected Value | 150 |
Decision Trees | 151 |
Additional Project Breakdown Structures | 30 |
Project Justifications | 31 |
The Break Even Chart | 32 |
Problems with Break Even Charts | 33 |
Average Rate of Return on Investment | 34 |
Internal Rate of Return on Investment | 39 |
Summary | 44 |
Time Management | 46 |
Activity Sequencing | 47 |
Activity on Arrow Diagramming | 48 |
Precedence Diagramming Method RDM | 49 |
Logical Relationships | 50 |
StartStart Relationship SS | 52 |
FinishFinish Relationship FF | 53 |
Leads and Lags | 54 |
Diagramming Relationships | 55 |
Logical Precedence Diagram | 56 |
Building the Network Diagram | 57 |
Buffering the Schedule | 63 |
Reverse Resource Allocation Scheduling | 67 |
Program Evaluation and Review Technique PERT | 68 |
Monte Carlo Simulation | 73 |
The Simulation | 74 |
Output from the Monte Carlo Simulation | 75 |
Cost Management | 77 |
Project Life Cycle and Project Cost | 78 |
Cost Estimating | 79 |
Types of Estimates | 80 |
Parametric Estimates | 81 |
Cost Budgeting | 83 |
Cost Control | 85 |
Earned Value Parameters | 86 |
Difficulties in Data Collection | 87 |
Reporting Work Complete | 89 |
Calculated Values for Earned Value Reports | 90 |
Financial Measures | 94 |
Return on Sales | 97 |
Return on Assets | 98 |
Economic Value Added | 99 |
Depredation | 100 |
Accelerated Depreciation | 101 |
Double Declining Balances | 102 |
Human Resources Management | 104 |
Strong Matrix Weak Matrix and Balanced Matrix | 106 |
Balanced Matrix | 108 |
Making Matrix Management Work | 109 |
Motivation | 110 |
Scientific Management | 111 |
Depression Era | 112 |
Procedures versus Motivation | 113 |
Maslows Hierarchy of Needs Theory | 115 |
Hertzbergs MotivationHygiene Theory | 117 |
Supervisory Style and Delegation | 118 |
Job Enlargement | 119 |
Job Enrichment | 120 |
Quality Circles | 121 |
Legitimate Power | 122 |
Expert Power | 123 |
Conflict Resolution | 124 |
Forcing | 125 |
Smoothing | 126 |
Withdrawal | 127 |
Managing Meetings Effectively | 129 |
Summary | 130 |
Risk Management | 132 |
When to Do Risk Management | 133 |
Risk Identification | 134 |
Documentation Reviews | 135 |
Nominal Group Technique | 136 |
Crawford Slip | 137 |
Checklists | 138 |
Risk Quantification | 155 |
Comparative Ranking | 157 |
Affinity Diagramming | 158 |
Risk Strategies | 159 |
Contracting | 160 |
Mitigation | 161 |
Budgeting for Risk | 162 |
Summary | 163 |
Quality Management | 165 |
Quality Planning | 166 |
Quality Assurance | 167 |
Costs of Prevention | 168 |
Demings Fourteen Points | 169 |
Sampling Inspection | 170 |
Acceptable Quality Level AQL | 171 |
Other Quality Control Techniques | 172 |
Control Charts | 175 |
Checklists | 178 |
Kaizen | 179 |
Contract and Procurement Management | 181 |
Contract Management | 182 |
Contract Life Cycle | 183 |
Requisition Process | 184 |
Solicitation Process | 185 |
Fixed Price Contract | 186 |
Fixed Price Plus Economic Adjustment Contract | 187 |
Fixed Price Plus Incentive Contract | 188 |
Cost Plus Fixed Fee Contract | 189 |
Cost Plus Award Fee Contract | 190 |
Unique Products and Services | 191 |
Forward Buying | 192 |
Split Orders | 193 |
Communications Management | 195 |
Thinking | 196 |
Transmitting | 197 |
Barriers to Communications | 198 |
Improving Communications | 199 |
Verbal and Written Communications | 200 |
Formal and Informal Communications | 201 |
Improving Listening | 202 |
Put the Speaker at Ease | 204 |
Circular Networks | 205 |
Free and Open Communications | 206 |
Management by Walking Around | 207 |
Performance Reviews | 209 |
Summary | 210 |
Professional Responsibility | 211 |
Task 1 | 212 |
Task 2 | 213 |
Task 3 | 214 |
Tasks 5 | 215 |
Code of Professional Conduct | 216 |
What Is the PMP Exam Like? | 218 |
Initiating the Project | 219 |
Planning the Project | 220 |
Executing the Project | 221 |
Controlling the Project | 222 |
Professional Responsibility | 223 |
Types of Questions on the Exam | 224 |
Taking the Exam | 225 |
Use of Practice Questions | 226 |
The Application for PMP Certification | 228 |
The Education Qualification | 229 |
Joining PMI | 230 |
Practice Questions | 233 |
Practice Questions Answer Key | 317 |
Probability Distributions | 375 |
Glossary | 383 |
403 | |
405 | |
Citi izdevumi - Skatīt visu
Preparing for the Project Management Professional (PMP) Certification Exam Michael W. Newell Ierobežota priekšskatīšana - 2005 |
Preparing for the Project Management Professional (PMP) Certification Exam Michael W. Newell Priekšskatījums nav pieejams - 2001 |
Bieži izmantoti vārdi un frāzes
actual cost allow Answer arrow blanket order breakdown structure buyer calculated cash flows communications completion date considered control chart critical path critical path method defects deliverables delivered determine diagramming method distribution duration earned value reporting employees evaluation exam example expected value figure finish date float functional manager Gantt chart identified impact important inspection job enrichment machine manage projects matrix management matrix organization meeting ment net present value network diagram NOPAT normal package percent performance person PERT PMBOK possible precedence diagramming method present value probability problem proj project activities project charter project completion project cost Project Management Professional project plan project schedule project team quality management questions responsible risk management seller stakeholders standard deviation supplier task team members technique things tion vendor
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