By Joseph Phillips
Whole assurance of all present ambitions for the CAPM and PMP exams—more than 1,000 perform examination questions and in-depth motives in total!
Thoroughly revised for the present PMI venture administration physique of information (PMBOK), this updated source bargains whole assurance of all of the fabric incorporated at the qualified affiliate in venture administration and undertaking administration expert tests. You'll locate studying goals first and foremost of every bankruptcy, examination tips, perform examination questions, and in-depth motives. Written via a number one venture administration advisor and coach, CAPM/PMP undertaking administration Certification All-in-One examination consultant, 3rd variation can help you move the tests conveniently and also will function a necessary on-the-job reference.
Covers all examination themes, including:
undertaking integration management
coping with the undertaking scope
coping with undertaking time, expenditures, and quality
dealing with undertaking human resources
coping with undertaking communications
coping with venture risks
venture procurement management
coping with venture stakeholders
undertaking administration processes
Electronic content material includes:
750 CAPM and PMP perform examination questions—test your self by means of examination area or take a whole exam
Bonus technique evaluate quiz
One hour of video education from the author
New! procedure ITTO fast evaluate Guide
New! CAPM/PMP examination Cheat Sheets
Read Online or Download CAPM/PMP Project Management Certification All-In-One Exam Guide PDF
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Additional info for CAPM/PMP Project Management Certification All-In-One Exam Guide
The dangers of not adequately identifying your audience are a risk to the project. If you do not enter into dialogue with all the people you need to, the level of risk will increase. Risk that you will miss the point that a customer wants you to understand. Risk that you will not be told something you need to know. Risk that you will miss out some vital task in your plans. Risk that your customer will want to change something and you will remain unaware. Risk that some group of people you have not spoken to will actively oppose your work.
Finally, they typically arise only after the project has been completed and the project manager is working on something else. ) Hence success can be measured first against a pile of deliverables, and a stack of achieved benefits. But success is not simply a matter of delivering deliverables and achieving business benefits; there is a specific caveat: they must be delivered within the time and cost agreed at the outset of the project, and to the agreed scope and quality. It is no good delivering deliverables and achieving benefits if the cost is too high (or more generally the amount of resources used was too high), it took too long, the quality is not good enough, or the end results are somehow less than originally perceived or planned.
Understanding the scope of a project is so fundamental that I have broken it into a separate chapter. Chapter 3 expands on this subject and defines a set of key questions that you can use to be sure that you have really scoped out the project. Listening lesson 3 - Understand customer requirements and how they convert into a project The whole of this section of the chapter has been about listening to customers and prompting them with the right questions at the right time. When you have done this you will have a full set of customer requirements.
CAPM/PMP Project Management Certification All-In-One Exam Guide by Joseph Phillips