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

Criteria of a project charter

The first thing to note is that a project cannot begin without a charter. I know you are thinking: "we do it all the time!", and I'm not surprised at all. Not every organization uses a project charter to kick off their projects, but we have to return to the perfect world for a moment and assume you need a charter to begin project work.

Note

You may see questions about the project manager being asked to start work without a project charter. In that situation, what do you do? You are expected to explain the risks of not having a charter and turn down the project until the charter is created. I'll pause for virtual laughter… but that is the correct answer. In my world, turning down a project without a charter is called an RPE – a resume producing event!

Typically, a project charter will be developed once everyone making the decisions agrees on all the items thus far – the scope of work, the business case,...