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Becoming a PMP® Certified Professional

Becoming a PMP® Certified Professional

By : Ashley Hunt
5 (4)
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Becoming a PMP® Certified Professional

Becoming a PMP® Certified Professional

5 (4)
By: 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)
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1
Section 1: Introduction to Project Management and People
8
Section 2: Project Management Processes
17
Section 3: Revision
19
Chapter 16: Final Exam

Resource management planning

The first thing you probably think of when you hear the word "resources" is the human side of project management, and, mostly, you would be correct. However, resources also refers to equipment and materials. All three resource types need to be estimated, scheduled, and paid for; in fact, estimating resources is very tightly integrated with costs and budgeting. It makes sense that people, equipment, and materials cost money. Some of these can be considered soft costs, meaning that your organization is probably already paying people their hourly rate or their monthly salary through the organizational payroll. Therefore, those costs would not be considered part of your budget.

Additionally, materials and equipment could unilaterally be a part of your organizational processes via a procurement department or through the everyday needs of the organization to run the business effectively. For your exam, you need to consider your budgetary costs for...

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