Rudd McGary's Passing the PMP(R) Exam: How to Take It and Pass It PDF

By Rudd McGary

This booklet is stuffed with typos and mathematical error. It quite serves to deligitimize undertaking administration as there has been basically little or no qc or coverage positioned into this undertaking. i am presently attempting to get my a refund. i have came across many inquiries to be inconsistent with the present model of the PMBoK, that this publication is meant to reference. The CD with mock questions about it really is an absolute funny story. The query factors are only a rephrasing of the query, with out increasing details. select one other publication or learn aide. This one won't assist you.

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Additional info for Passing the PMP(R) Exam: How to Take It and Pass It

Sample text

This means that only one person is authorizing materials, money, and people. In many organizations, a department or a group of people approves projects. This can cause problems. Without a single point of responsibility for the project, there is a major issue of accountability floating through this process. Only when you have a single source for accountability can you be truly certain that one person is watching the project and is responsible in the end for the final outcome of the project. Note that the person who authorizes the project is not the project manager.

You will not, repeat not, have a project that goes exactly as planned from day one to the end of the project. That happens only in theory. If you are using people on your project (or I guess animals too), something will happen that is unexpected. But plan for the best. There are also cases where projects aren't planned completely, but a good project manager manages to bring the project in close to time and cost. This is not recommended procedure, but all of us have had to do it. Sometimes the organization is ready to start at a certain date and does not build in the necessary planning time.

When the definition says, "only the work required," it means that you as the project manager know the boundaries of the project, and in fact the scope of the project. The process is called Project Scope Management; the major document is the Scope Statement. You should note that there are actually two types of scope: product scope and project scope. Product scope determines the features and functions of the output of the project. Project scope determines the work to be done in order to deliver that output.

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