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;Praise for Head First PMP;Praise for Head First PMP;Praise for other Head First books; ; ;How to Use this Book: Intro; Who is this book for?; Who should probably back away from this book?; We know what you''re thinking.; And we know what your brain is thinking.; We think of a "Head First" reader as a learner.; Metacognition: thinking about thinking; Here''s what WE did:; Here''s what YOU can do to bend your brain into submission; Read me; The technical review team; Acknowledgments; Safari Books Onliâ? 
Chapter 1: Introduction: Why get certified?;
1.1 Do these problems seem familiar?;
1.2 Projects don''t have to be this way;
1.3 Your problems...already solved;
1.4 What you need to be a good project manager;
1.5 Understand your company''s big picture;
1.6 Your project has value;
1.7 Portfolios, programs, and projects have a lot in common;
1.8 Portfolios, programs, and projects all use charters;
1.9 What a project IS...;
1.10
... and what a project is ¬
1.11 A day in the life of a project manager;
1.12 How project managers run great projects;
1.13 Project management offices help you do a good job, every time;
1.14 Good leadership helps the team work together;
1.15 Project teams are made of peopâ?¤
1.16 Operations management handles the processes that make your company tick;
1.17 A PMP certification is more than just passing a test;
1.18 Meet a real-life PMP-certified project manager;
Chapter 2: Organizations, constraints, and projects: In good company;
2.1 A day in Kate''s life;
2.2 Kate wants a new job;
2.3 There are different types of organizations;
2.4 Kate takes a new job;
2.5 Stakeholders are impacted by your project;
2.6 More types of stakeholders;
2.7 Your project team has lots of roles too;
2.8 Back to Kate''s maintenance nightmare;
2.9 Managing project constraints;
2.10 You can''t manage your project in a vacuum;
2.11 Kate''s project needs to follow company processes;
2.12 Kate makes some changes...;
2.13
... and her project is a success!;
Chapter 3: The Process Framework: It all fits together;
3.1 Cooking up a project;
3.2 Projects are like recipes;
3.3 If your project''s really big, you can manage it in phases;
3.4 Phases can also overlap;
3.5 Break it down;
3.6 Anatomy of a process;
3.7 Combine processes to complete your project;
3.8 Knowledge areas organize the processes;
3.9 The benefits of successful project management;
3.10 Exam Answers;
Chapter 4: Project Integration Management: Getting the job doâ? 
4.1 Time to book a trip;
4.2 The teachers are thrilled...for now;
4.3 These clients are definitely not satisfied;
4.4 The day-to-day work of a project manager;
4.5 The six Integration Management processes;
4.6 Start your project with the Initiating processes;
4.7 Integration Management and the process groups;
4.8 The Develop Project Charter process;
4.9 Make the case for your project;
4.10 Use expert judgment and facilitation techniques to write your project charter;
4.11 A closer look at the project charter;
4.12 Two things you''ll see over and over and over...;
4.13 Plan your project!;
4.14 The Project Management plan lets you plan ahead for problems;
4.15 A quick look at all those subsidiary plans;
4.16 Question Clinic: The "just-the-facts-ma''am" question;
4.17 The Direct and Manage Project Work process;
4.18 The project team creates deliverables;
4.19 Executing the project includes repairing defects;
4.20 Eventually, things WILL go wrong...;
4.21 Sometimes you need to change your plans;
4.22 Look for changes and deal with them;
4.23 Make only the changes that are right for your project;
4.24 Changes, defects, and corrections;
4.25 Decide your changes in change control meetings;
4.26 How the processes interact with one another;
4.27 Control your changes; use change controlchange control systemchange request documentProject Management Planin change request;
4.28 Preventing or correcting problems;
4.29 Finish the work, close the project;
4.30 You don''t have to go home, but you can''t stay here;
4.31 So why INTEGRATION Management?;
4.32 Integration Management kept your project on track, and the teachers satisfied;
Chapter 5: Scope Management: Doing the right stuff;
5.1 Out of the frying pan...;
5.2
... and right back into the fire;
5.3 Cubicle conversation;
5.4 It looks like we have a scope problem;
5.5 You''ve got to know what (and how) you will build before you build it;
5.6 The power of Scope Management;
5.7 The six Scope Management processes;
5.8 Plan your scoping processes;
5.9 Now you''ve got a roadmap for managing scope;
5.10 Cubicle conversation;
5.11 Collect requirements for your project;
5.12 Talk to your stakeholders;
5.13 Make decisions about requirements;
5.14 Help your team to get creative;
5.15 Use a questionnaire to get requirements from a bigger group of peopâ?¤
5.16 Observation can help you see things from a different point of view;
5.17 A prototype shows users what your product will be like;
5.18 Now you''re ready to write a requirements document;
5.19 Define the scope of the project;
5.20 How do you define the scope?;
5.21 The project scope statement tells you what you have to do;
5.22 Question Clinic: The "which-is-BEST" questionexam question help"Which-is-BEST" questions"Which-is-BEST" questions, in exam;
5.23 Create the work breakdown structure;
5.24 The inputs for the WBS come from other processes;
5.25 Breaking down the work;
5.26 Break it down by project or phase;
5.27 Decompose deliverables into work packages;
5.28 Inside the work packaâ?¥
5.29 The project scope baseline is a snapshot of the plan;
5.30 The outputs of the Create WBS process;
5.31 Cubicle conversation;
5.32 Why scope changes;
5.33 The Control Scope process;
5.34 Anatomy of a chanâ?¥
5.35 A closer look at the change control system;
5.36 Just one Control Scope tool/technique;
5.37 Make sure the team delivered the right product;
5.38 The stakeholders decide when the project is doâ? 
5.39 Is the project ready to go?;
5.40 The project is ready to ship!;
Chapter 6: Time management: Getting it done on time;
6.1 Reality sets in for the happy coupâ?¤
6.2 Meet the wedding planner;
6.3 Time management helps with aggressive timelines;
6.4 Plan your scheduling processes;
6.5 Now you know how you''ll track your scheduâ?¤
6.6 Use the Define Activities process to break down the work;
6.7 Tools and techniques for Define Activities;
6.8 Rolling wave planning lets you plan as you go;
6.9 Define activities outputs;
6.10 The Sequence Activities process puts everything in order;
6.11 Diagram the relationship between activities;
6.12 Network diagrams put your tasks in perspective;
6.13 Dependencies help you sequence your activities;
6.14 Leads and lags add time between activities;
6.15 Create the network diagram;
6.16 Rob and Rebecca have resource problems;
6.17 What you need to estimate resources;
6.18 Estimating the resources;
6.19 Figuring out how long the project will take;
6.20 Estimation tools and techniques;
6.21 Create the duration estimate;
6.22 Back to the wedding;
6.23 Bringing it all together;
6.24 Question Clinic: The "which-comes-next" questionexam question help"Which-is-BEST" "Which-comes-next" questions"Which-comes-next" questions, in exam;
6.25 One thing leads to another;
6.26 Use the critical path method to avoid big problems;
6.27 How to find the critical path;
6.28 Finding the float for any activity;
6.29 Float tells you how much extra time you have;
6.30 Figure out the early start and early finish;
6.31 Figure out the latest possible start and finish;
6.32 Add early and late durations to your diagrams;
6.33 Take a backward pass to find late start and finish;
6.34 Let''s take some time out to walk through this!;
6.35 Crash the scheduâ?¤
6.36 Fast-tracking the project;
6.37 Modeling techniques;
6.38 Other Develop Schedule tools and techniques;
6.39 Outputs of Develop Scheduâ?¤
6.40 Influence the factors that cause chanâ?¥
6.41 Control Schedule inputs and outputs;
6.42 What Control Schedule updates;
6.43 Measuring and reporting performance;
6.44 Control Schedule tools and techniques;
6.45 Another satisfied customer!;
Chapter 7: Cost Management: Watching the bottom liâ? 
7.1 Time to expand the Head First Lounâ?¥
7.2 The guys go overboard;
7.3 Lounge conversation;
7.4 Introducing the Cost Management processes;
7.5 Plan how you''ll estimate, track, and control your costs;
7.6 Now you''ve got a consistent way to manage costs;
7.7 What Alice needs before she can estimate costs;
7.8 Other tools and techniques used in Estimate Costs;
7.9 Let''s talk numbers;
7.10 Now Alice knows how much the Lounge will cost;
7.11 Lounge conversation;
7.12 The Determine Budget process;
7.13 What you need to build your budget;
7.14 Determine budget: how to build a budget;
7.15 Question Clinic: The red herring;
7.16 The Control Costs process is a lot like schedule control;
7.17 A few new tools and techniques;
7.18 Look at the schedule to figure out your budget;
7.19 How to calculate planned value;
7.20 Earned value tells you how you''re doing;
7.21 How to calculate earned value;
7.22 Put yourself in someone else''s shoes;
7.23 Is your project behind or ahead of schedule?;
7.24 Are you over budget?;
7.25 The earned value management formulas;
7.26 Interpret CPI and SPI numbers to gauge your project;
7.27 Forecast what your project will look like when it''s doâ? 
7.28 Meanwhile, back in the Lounâ?¥
7.29 Once you''ve got an estimate, you can calculate a variance!;
7.30 Finding missing information;
7.31 Keep your project on track with TCΠ
7.32 A high TCPI means a tight budget;
7.33 Party time!;
Chapter 8: Quality Management: Getting it right;
8.1 What is quality?;
8.2 You need more than just tests to figure out quality;
8.3 Once you know what the product is supposed to do, it''s easy to tell which tests pass and which fail;
8.4 Quality up close;
8.5 Quality vs. grade;
8.6 "An ounce of prevention...";
8.7 Plan Quality is how you prevent defects;
8.8 How to plan for quality;
8.9 The Quality Management plan gives you what you need to m