深入浅出PMP(第3版,影印版)
Jennifer Greene, Andrew Stellman
出版时间:2014年07月
页数:854
“我为一家项目管理公司及其客户教授项目管理。在仅仅使用《深入浅出PMP》作为课程资料的情况下,我的学生在PMP和CAPM考试中初次通过率在84%。 对于任何想要改进他们的项目管理技巧和通过PMP考试的人来说,这是迄今为止最好和最完整的书。”
——Rocket Williams,PMP, MCITP, MCT
“我从事项目管理超过30年,被认为是《PMBOK Guide》的专家。我不得不说《深入浅出PMP》是我曾经深入阅读过的最佳的准备PMP考试的书籍。它对于那些想要通过PMP考试的练习者来说是非常好的工具。”
——Dennis Bolles,PMP和《The Power of Enterprise-Wide Project Management》的作者之一

你可以从这本书里学到什么?
《深入浅出PMP》以一种有趣而不令人乏味的方式提供了针对《PMBOK Guide》原则的完整覆盖。本书将以一种独特方法帮助你准备认证考试,它将让你思考整个项目管理的总体方向而不是那些特定问题的答案。通过将项目管理知识放入上下文中,你将能够理解、记忆和应用它们——不仅仅在考试中,而且在工作中。这也是为什么很多人把《深入浅出PMP》作为他们唯一的资料来通过PMP考试!

这本书为何如此独特?
《深入浅出PMP》基于神经生物学、认知科学和学习理论方面最新的研究成果,它使用了多种丰富生动的组织形式来适应你的大脑,而不是那种只会让人昏昏欲睡的长篇累牍。
  1. Chapter 1: Introduction
  2. Do these problems seem familiar?
  3. Projects don’t have to be this way
  4. Your problems...already solved
  5. What you need to be a good project manager
  6. Understand your company’s big picture
  7. Your project has value
  8. Portfolios, programs, and projects have a lot in common
  9. Portfolios, programs, and projects all use charters
  10. What a project IS...
  11. ... and what a project is NOT
  12. A day in the life of a project manager
  13. How project managers run great projects
  14. Project management offices help you do a good job, every time
  15. Good leadership helps the team work together
  16. Project teams are made of people
  17. Operations management handles the processes that make your company tick
  18. A PMP certification is more than just passing a test
  19. Meet a real-life PMP-certified project manager
  20. Chapter 2: Organizations, constraints, and projects
  21. A day in Kate’s life
  22. Kate wants a new job
  23. There are different types of organizations
  24. Kate takes a new job
  25. Stakeholders are impacted by your project
  26. More types of stakeholders
  27. Your project team has lots of roles too
  28. Back to Kate’s maintenance nightmare
  29. Managing project constraints
  30. You can’t manage your project in a vacuum
  31. Kate’s project needs to follow company processes
  32. Kate makes some changes...
  33. ... and her project is a success!
  34. Chapter 3: The Process Framework
  35. Cooking up a project
  36. Projects are like recipes
  37. If your project’s really big, you can manage it in phases
  38. Phases can also overlap
  39. Break it down
  40. Anatomy of a process
  41. Combine processes to complete your project
  42. Knowledge areas organize the processes
  43. The benefits of successful project management
  44. Exam Answers
  45. Chapter 4: Project Integration Management
  46. Time to book a trip
  47. The teachers are thrilled...for now
  48. These clients are definitely not satisfied
  49. The day-to-day work of a project manager
  50. The six Integration Management processes
  51. Start your project with the Initiating processes
  52. Integration Management and the process groups
  53. The Develop Project Charter process
  54. Make the case for your project
  55. Use expert judgment and facilitation techniques to write your project charter
  56. A closer look at the project charter
  57. Two things you’ll see over and over and over...
  58. Plan your project!
  59. The Project Management plan lets you plan ahead for problems
  60. A quick look at all those subsidiary plans
  61. Question Clinic: The “just-the-facts-ma’am” question
  62. The Direct and Manage Project Work process
  63. The project team creates deliverables
  64. Executing the project includes repairing defects
  65. Eventually, things WILL go wrong...
  66. Sometimes you need to change your plans
  67. Look for changes and deal with them
  68. Make only the changes that are right for your project
  69. Changes, defects, and corrections
  70. Decide your changes in change control meetings
  71. How the processes interact with one another
  72. Control your changes; use change control
  73. Preventing or correcting problems
  74. Finish the work, close the project
  75. You don’t have to go home, but you can’t stay here
  76. So why INTEGRATION Management?
  77. Integration Management kept your project on track, and the teachers satisfied
  78. Chapter 5: Scope Management
  79. Out of the frying pan...
  80. ... and right back into the fire
  81. Cubicle conversation
  82. It looks like we have a scope problem
  83. You’ve got to know what (and how) you will build before you build it
  84. The power of Scope Management
  85. The six Scope Management processes
  86. Plan your scoping processes
  87. Now you’ve got a roadmap for managing scope
  88. Cubicle conversation
  89. Collect requirements for your project
  90. Talk to your stakeholders
  91. Make decisions about requirements
  92. Help your team to get creative
  93. Use a questionnaire to get requirements from a bigger group of people
  94. Observation can help you see things from a different point of view
  95. A prototype shows users what your product will be like
  96. Now you’re ready to write a requirements document
  97. Define the scope of the project
  98. How do you define the scope?
  99. The project scope statement tells you what you have to do
  100. Question Clinic: The “which-is-BEST” question
  101. Create the work breakdown structure
  102. The inputs for the WBS come from other processes
  103. Breaking down the work
  104. Break it down by project or phase
  105. Decompose deliverables into work packages
  106. Inside the work package
  107. The project scope baseline is a snapshot of the plan
  108. The outputs of the Create WBS process
  109. Cubicle conversation
  110. Why scope changes
  111. The Control Scope process
  112. Anatomy of a change
  113. A closer look at the change control system
  114. Just one Control Scope tool/technique
  115. Make sure the team delivered the right product
  116. The stakeholders decide when the project is done
  117. Is the project ready to go?
  118. The project is ready to ship!
  119. Chapter 6: Time management
  120. Reality sets in for the happy couple
  121. Meet the wedding planner
  122. Time management helps with aggressive timelines
  123. Plan your scheduling processes
  124. Now you know how you’ll track your schedule
  125. Use the Define Activities process to break down the work
  126. Tools and techniques for Define Activities
  127. Rolling wave planning lets you plan as you go
  128. Define activities outputs
  129. The Sequence Activities process puts everything in order
  130. Diagram the relationship between activities
  131. Network diagrams put your tasks in perspective
  132. Dependencies help you sequence your activities
  133. Leads and lags add time between activities
  134. Create the network diagram
  135. Rob and Rebecca have resource problems
  136. What you need to estimate resources
  137. Estimating the resources
  138. Figuring out how long the project will take
  139. Estimation tools and techniques
  140. Create the duration estimate
  141. Back to the wedding
  142. Bringing it all together
  143. Question Clinic: The “which-comes-next” question
  144. One thing leads to another
  145. Use the critical path method to avoid big problems
  146. How to find the critical path
  147. Finding the float for any activity
  148. Float tells you how much extra time you have
  149. Figure out the early start and early finish
  150. Figure out the latest possible start and finish
  151. Add early and late durations to your diagrams
  152. Take a backward pass to find late start and finish
  153. Let’s take some time out to walk through this!
  154. Crash the schedule
  155. Fast-tracking the project
  156. Modeling techniques
  157. Other Develop Schedule tools and techniques
  158. Outputs of Develop Schedule
  159. Influence the factors that cause change
  160. Control Schedule inputs and outputs
  161. What Control Schedule updates
  162. Measuring and reporting performance
  163. Control Schedule tools and techniques
  164. Another satisfied customer!
  165. Chapter 7: Cost Management
  166. Time to expand the Head First Lounge
  167. The guys go overboard
  168. Lounge conversation
  169. Introducing the Cost Management processes
  170. Plan how you’ll estimate, track, and control your costs
  171. Now you’ve got a consistent way to manage costs
  172. What Alice needs before she can estimate costs
  173. Other tools and techniques used in Estimate Costs
  174. Let’s talk numbers
  175. Now Alice knows how much the Lounge will cost
  176. Lounge conversation
  177. The Determine Budget process
  178. What you need to build your budget
  179. Determine budget: how to build a budget
  180. Question Clinic: The red herring
  181. The Control Costs process is a lot like schedule control
  182. A few new tools and techniques
  183. Look at the schedule to figure out your budget
  184. How to calculate planned value
  185. Earned value tells you how you’re doing
  186. How to calculate earned value
  187. Put yourself in someone else’s shoes
  188. Is your project behind or ahead of schedule?
  189. Are you over budget?
  190. The earned value management formulas
  191. Interpret CPI and SPI numbers to gauge your project
  192. Forecast what your project will look like when it’s done
  193. Meanwhile, back in the Lounge
  194. Once you’ve got an estimate, you can calculate a variance!
  195. Finding missing information
  196. Keep your project on track with TCPI
  197. A high TCPI means a tight budget
  198. Party time!
  199. Chapter 8: Quality Management
  200. What is quality?
  201. You need more than just tests to figure out quality
  202. Once you know what the product is supposed to do, it’s easy to tell which tests pass and which fail
  203. Quality up close
  204. Quality vs. grade
  205. “An ounce of prevention...”
  206. Plan Quality is how you prevent defects
  207. How to plan for quality
  208. The Quality Management plan gives you what you need to manage quality
  209. Inspect your deliverables
  210. Use the planning outputs for Control Quality
  211. The seven basic tools of quality
  212. Pareto charts, flowcharts, and histograms
  213. Checksheets and scatter diagrams
  214. More quality control tools
  215. Question Clinic: The “which-one” question
  216. Quality control means finding and correcting defects
  217. Trouble at the Black Box 3000TM factory
  218. Introducing Quality Assurance
  219. A closer look at some tools and techniques
  220. More ideas behind quality assurance
  221. The Black Box 3000TM makes record profits!
  222. Exam Answers
  223. Chapter 9: Human Resource Management
  224. Mike needs a new team
  225. Cubicle conversation
  226. Get your team together and keep them moving
  227. Figure out who you need on your team
  228. The Staffing Management plan
  229. Get the team together
  230. Cubicle conversation
  231. Develop your project team
  232. Develop the team with your management skills
  233. Your interpersonal skills can make a big difference for your team
  234. Lead the team with your management skills
  235. Motivate your team
  236. Stages of team development
  237. How’s the team doing?
  238. Cubicle conversation
  239. Managing your team means solving problems
  240. Conflict management up close
  241. How to resolve a conflict
  242. The Cows Gone Wild IV team ROCKS!
  243. Question Clinic: The “have-a-meeting” question
  244. Chapter 10: Communications management
  245. Party at the Head First Lounge!
  246. But something’s not right
  247. Anatomy of communication
  248. Get a handle on communication
  249. Tell everyone what’s going on
  250. Get the message?
  251. More Manage Communications tools
  252. Let everyone know how the project’s going
  253. Take a close look at the work being done
  254. Now you can get the word out
  255. People aren’t talking!
  256. Count the channels of communication
  257. It’s party time!
  258. Question Clinic: The calculation question
  259. Chapter 11: Project Risk Management
  260. What’s a risk?
  261. How you deal with risk
  262. Plan Risk Management
  263. Use a risk breakdown structure to categorize risks
  264. Anatomy of a risk
  265. What could happen to your project?
  266. Information-gathering techniques for Identify Risks
  267. More Identify Risks techniques
  268. Where to look for risks
  269. Now put it in the risk register
  270. Rank your risks
  271. Examine each risk in the register
  272. Qualitative vs. quantitative analysis
  273. Perform Quantitative Risk Analysis
  274. First gather the data...
  275. ... then analyze it
  276. Calculate the expected monetary value of your risks
  277. Decision tree analysis uses EMV to help you make choices
  278. Update the risk register based on your quantitative analysis results
  279. How do you respond to a risk?
  280. It isn’t always so bad
  281. Response planning can even find more risks
  282. Add risk responses to the register
  283. You can’t plan for every risk at the start of the project
  284. Control Risks is another change control process
  285. How to control your risks
  286. More control risk tools and techniques
  287. Question Clinic: The “which-is-NOT” question
  288. Chapter 12: Procurement Management
  289. Victim of her own success
  290. Calling in the cavalry
  291. Ask the legal expert
  292. Anatomy of an agreement
  293. Start with a plan for the whole project
  294. The decision is made
  295. Types of contractual agreements
  296. More about contracts
  297. Figure out how you’ll sort out potential sellers
  298. Get in touch with potential sellers
  299. Pick a partner
  300. Two months later...
  301. Keep an eye on the contract
  302. Stay on top of the seller
  303. Close the contract when the work is done
  304. Kate closes the contract
  305. Question Clinic: BYO questions
  306. Exam Questions
  307. Exam
  308. Chapter 13: Stakeholder Management
  309. Party at the Head First Lounge (again)!
  310. Not everybody is thrilled
  311. Understanding your stakeholders
  312. Find out who your stakeholders are
  313. Stakeholder analysis up close
  314. How engaged are your stakeholders?
  315. Managing stakeholder engagement means clearing up misunderstandings
  316. Control your stakeholders’ engagement
  317. Now you can tell when you need to change the way you deal with stakeholders
  318. It’s party time!
  319. Exam Questions
  320. Exam
  321. Chapter 14: Professional Responsibility
  322. Doing the right thing
  323. Keep the cash?
  324. Fly business class?
  325. New software
  326. Shortcuts
  327. A good price or a clean river?
  328. We’re not all angels
  329. Exam Questions
  330. Exam
  331. Chapter 15: A Little Last-Minute Review
  332. A long-term relationship for your brain
  333. Here’s how to do this next section
  334. Great job! It looks like you’re almost ready
  335. Chapter 16: Practice Makes Perfect
  336. Before you look at the answers...
书名:深入浅出PMP(第3版,影印版)
国内出版社:东南大学出版社
出版时间:2014年07月
页数:854
书号:978-1-4493-6491-5
原版书书名:Head First PMP, third edition
原版书出版商:O'Reilly Media
Jennifer Greene
 
Jennifer Greene在大学里学的是哲学,不过,与这个领域中的所有人一样,光凭哲学没办法找到工作。幸运的是,她是一位优秀的软件测试人员,所以最早在一个网上服务公司从事这个工作,这也是她第一次切实感觉到项目管理的意义。
她于1998年移居到纽约,在一家财务软件公司做软件测试工作。她在新成立的一家很棒的公司管理着一个测试人员团队(这家公司主要研究人工智能和自然语言处理)。
在那之后,她的足迹遍布世界各地,曾与不同的软件开发团队共事,并且构建了很多相当不错的项目。
她喜欢旅游、看好莱坞电影、看漫画书。她经常把她的Xbox弄坏,等着修理。她喜欢喝很多碳酸饮料,另外还有一个机灵的小狗陪伴左右。
Jennifer Greene and Andrew Stellman have been building software together since 1998.
Andrew comes from a programming background and has managed teams of requirements analysts, designers, and developers. Jennifer has a testing background and has managed teams of architects, developers, and testers.
She has led multiple large-scale outsourced projects.
Between the two of them, they have managed every aspect of software development. They formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting, and soft-ware process improvement. They have worked in a wide range of industries, including finance, telecommunications, media,nonprofit, enter-tainment, natural language processing, science, and academia.
For more information about them and this book, visit http://www.stellman-greene.com.
 
 
Andrew Stellman
 
Andrew Stellman,虽然是一个土生土长的纽约人,却曾两次居住在匹兹堡。第一次是从卡耐基梅隆计算机科学学院毕业,第二次则是他和Jenny开始着手开展他们的咨询业务,并为O’Reilly写他们的第一本书。
搬回故乡后,他在大学毕业后的第一份工作是在百代唱片公司EMI-Capitol Records做一名程序员——这不无道理,因为他曾在LaGuardia音乐艺术和表演艺术学校学习大提琴和爵士乐吉它。他和Jenny的第一次共事就是在这家财务软件公司,在那里他管理着一个程序员团队,所以独享特权,可以与一些了不起的程序员共事多年,并很高兴地从他们那里学到不少东西。
平常不写书时,Andrew会忙于写一些没用(但有趣)的软件,玩音乐(不过,更多的时间是打电子游戏),学中国的太极拳和日本的合气道。他有一个女朋友Lisa,还养着一只波美拉尼亚种小狗。
Jennifer Greene and Andrew Stellman have been building software together since 1998.
Andrew comes from a programming background and has managed teams of requirements analysts, designers, and developers. Jennifer has a testing background and has managed teams of architects, developers, and testers.
She has led multiple large-scale outsourced projects.
Between the two of them, they have managed every aspect of software development. They formed Stellman & Greene Consulting in 2003, with a focus on project management, software development, management consulting, and soft-ware process improvement. They have worked in a wide range of industries, including finance, telecommunications, media,nonprofit, enter-tainment, natural language processing, science, and academia.
For more information about them and this book, visit http://www.stellman-greene.com.