Book Image

Becoming a PMP® Certified Professional

By : J. Ashley Hunt
Book Image

Becoming a PMP® Certified Professional

By: J. Ashley Hunt

Overview of this book

One of the five most prestigious certifications in the world, the PMP® exam is said to be the most difficult non-technical certification exam. With this exam guide, you'll be able to address the challenges in learning advanced project management concepts. This PMP study guide covers all of the 10 project management knowledge areas, 5 process groups, 49 processes, and aspects of the Agile Practice Guide that you need to tailor your projects. With this book, you will understand the best practices found in the sixth edition of the PMBOK® Guide and the newly updated exam content outline. Throughout the book, you'll learn exam objectives in the form of a project for better understanding and effective implementation of real-world project management tasks, helping you to not only prepare for the exam but also implement project management best practices. Finally, you'll get to grips with the entire application and testing processes in PMP® and discover numerous tips and techniques for passing the exam on your first attempt. By the end of this PMP® exam prep book, you'll have a solid understanding of everything you need to pass the PMP® certification exam, and be able to use this handy, on-the-job desktop reference guide to overcome challenges in project management.
Table of Contents (22 chapters)
1
Section 1: Introduction to Project Management and People
8
Section 2: Project Management Processes
17
Section 3: Revision
19
Chapter 16: Final Exam

Performing integrated change control

Performing integrated change control is concerned with reviewing change requests, approving changes, and managing changes. These changes can be to deliverable project documents and aspects of the integrated project management plan. It is also concerned with communicating the decisions of change requests. Integrated change control is very formal, and all changes would be documented and considered, but at the same time, there are concerns about overall project risk impacts, which is more typical when there isn't a formal change control procedure. The same could be said for scope creep because that never happens! Keep in mind that there are some very specific assumptions that the Project Management Institute makes about formal change control, one of which is that there is a Change Control Board (CCB) whose entire job is to deny change requests. Just kidding; their entire job is to analyze change requests and make the best decision for the project...