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E-grāmata: Certified Associate in Project Management (CAPM)(R) Exam Official Cert Guide

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  • Formāts: PDF+DRM
  • Sērija : Certification Guide
  • Izdošanas datums: 23-May-2023
  • Izdevniecība: Pearson IT Certification
  • Valoda: eng
  • ISBN-13: 9780137918225
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  • Formāts: PDF+DRM
  • Sērija : Certification Guide
  • Izdošanas datums: 23-May-2023
  • Izdevniecība: Pearson IT Certification
  • Valoda: eng
  • ISBN-13: 9780137918225
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Corrected Answer Key Available 

The issue regarding the incorrect answer key for Chapter 2 has been addressed. Download the revised answer key under the Updates tab on the books web page at pearsonitcertification.com/capm/update to get the correct information. 

Jump start your project management career with the Official Cert Guide to the Certified Associate in Project Management (CAPM)® Exam

Exam Update: This product covers content for the new CAPM® Exam released by PMI on July 25, 2023. Learn more at pmi.org/CAPM

Learn, prepare, and practice for test day success with the Certified Associate in Project Management (CAPM)® Exam Official Cert Guide, a Project Management Institute (PMI)®authorized self-study resource. This comprehensive guide from instructors and authors Vijay Kanabar, Arthur P. Thomas, and Thomas Lechler addresses the all-new 2023 CAPM®Exam domains:





Project management fundamentals and core concepts Predictive, plan-based methodologies Agile frameworks/methodologies Business analysis frameworks

CAPM is an essential first step in building your career at any stage as a project manager and a stepping-stone to the Project Management Professional (PMP)® Certification. CAPM is globally recognized as providing candidates with a solid foundation in hands-on project management skills and knowledge. The CAPM exam covers a broad range of project management approaches and prepares candidates in the skills, tools, and techniques that can be applied in the field of project management.

The Certified Associate in Project Management (CAPM)® Exam Official Cert Guide features





Complete coverage of all CAPM exam topics Do I Know This Already? quizzes identify knowledge gaps Chapter exercises to review key concepts A suggested study plan to optimize your final review

You also get access to valuable study tools on the book's companion website, including





Two full-length practice exams powered by Pearson Test Prep practice software with realistic question sets, customization options, and detailed performance reports Key term flash cards Appendices and glossary downloads

This complete study package offers a deep dive on CAPM exam topics:





Organizing for project performance Predicative methodologies Adaptive frameworks Measurement, tracking, and managing uncertainty Business analysis frameworks and domains and more!

Pearson is an authorized content provider for PMI. This title is also available as a multi-format Premium Edition eBook with two additional practice tests.
Introduction xxi
Part I Project Management Fundamentals
Chapter 1 Becoming a Certified Associate in Project Management (CAPM)®
2(14)
Foundation Topics
3(1)
Understanding Project Management
3(1)
Certified Associate in Project Management (CAPM)®
3(1)
Scope of the CAPM Exam
4(4)
How This Book Is Organized
8(3)
Part I Project Management Fundamentals
9(1)
Part II Predictive Approach
9(1)
Part III Adaptive Approach
10(1)
Part IV Business Analysis
10(1)
Part V Appendixes
11(1)
Steps to Becoming a Certified Associate in Project Management (CAPM)®
11(2)
Study and Exam-Taking Strategies
13(1)
Suggested Reading and Resources
13(3)
Chapter 2 Projects and Project Management
16(28)
"Do I Know This Already?" Quiz
17(3)
Foundation Topics
20(1)
What Is a Project?
20(2)
A Project
21(1)
Project Manager
22(1)
Understanding Project Management
22(1)
Projects vs. Operational Work
23(2)
The Role of Projects in Operations
24(1)
Project-Based Operations
24(1)
Programs and Portfolios
25(1)
Creating Value Through Project Management
26(9)
Project Management Process Groups
35(1)
Project Management Challenges
36(5)
Challenges with Issues, Risks, Assumptions, and Constraints
37(4)
Project Management Trends
41(1)
Business Analysis
41(1)
Adaptive Project Management
41(1)
Principles of Project Management
42(1)
Summary
42(1)
Exam Preparation Tasks
42(1)
Review All Key Topics
42(1)
Define Key Terms
43(1)
Suggested Reading and Resources
43(1)
Chapter 3 Organizing for Project Performance
44(48)
"Do I Know This Already?" Quiz
45(5)
Foundation Topics
50(1)
Project Performance Domains
50(2)
The Stakeholder Performance Domain
52(4)
Identifying Stakeholders
52(1)
Types of Stakeholders in a Project
53(1)
Stakeholder Analysis
54(1)
Types of Stakeholder Communication
55(1)
Stakeholder Performance Domain Successful Outcomes
56(1)
The Project Manager's Role
56(14)
Roles of the Project Manager in a Project
58(1)
The Project Manager's Required Skills
58(12)
Project Organization Structures
70(4)
Project Structure Concepts
70(1)
Functional Project Organization Structures
70(2)
Matrix Project Organization Structures
72(1)
Projectized Project Organization Structures
73(1)
The Power of Project Managers in Different Organization Structures
73(1)
Project Management Office (PMO) and Steering Committees
74(2)
The Project Management Office
75(1)
The Steering Committee
75(1)
The Team Performance Domain
76(10)
Effective Execution of Projects
78(1)
High-Performing Teams
78(1)
Leadership and Interpersonal Skills Affecting All Team Members
78(1)
Project Team Development Models
79(1)
Conducting Meetings
80(3)
Responsibility Assignment Matrix
83(1)
Project Team Culture
84(2)
Expectations for the Team Performance Domain
86(1)
Applying the PMI Code of Ethics and Professional Conduct
86(2)
Summary
88(1)
Exam Preparation Tasks
88(1)
Review All Key Topics
89(1)
Define Key Terms
90(1)
Suggested Reading and Resources
90(2)
Chapter 4 Development Approach and Life Cycle Performance Domain
92(28)
"Do I Know This Already?" Quiz
93(4)
Foundation Topics
97(1)
Fundamentals of the Project Life Cycle
97(6)
The Concept of a Project Life Cycle
97(1)
Visualizing a Project Life Cycle
98(1)
Stage Gates
99(1)
Project Life Cycle vs. Project Management Process Groups
100(3)
Project Life Cycle vs. Product Life Cycle
103(1)
Development Approach and Life Cycle Performance Domain Concepts
103(4)
Terms Relevant to the Development Approach and Life Cycle Performance Domain
104(1)
Choosing the Predictive Approach
105(1)
Choosing the Adaptive Approach
105(1)
Choosing a Hybrid Approach
106(1)
Life Cycles in Practice
107(5)
Industry Application: Predictive Life Cycle
107(3)
Industry Application: Adaptive Life Cycle
110(1)
Industry Application: Hybrid Life Cycle
111(1)
Considerations for Selecting a Development Approach
112(3)
Product, Service, or Result
113(1)
Project
114(1)
Organization
114(1)
Project Activity, Deliverables, and Milestones
115(3)
Project Activities
115(1)
Deliverables
115(1)
Measuring Deliverables
116(1)
Milestones
116(2)
Summary
118(1)
Exam Preparation Tasks
118(1)
Review All Key Topics
119(1)
Define Key Terms
119(1)
Suggested Reading and Resources
119(1)
Part II Predictive Approach
Chapter 5 Planning, Project Work, and Delivery: Predictive Methodologies
120(52)
"Do I Know This Already?" Quiz
122(5)
Foundation Topics
127(1)
Choosing the Predictive, Plan-Based Methodology
127(1)
Process Groups of the Predictive, Plan-Based Approach
128(6)
Initiating Processes
128(1)
Planning Processes
129(1)
Executing Processes
129(1)
Monitoring and Controlling Processes
129(1)
Closing Processes
129(1)
Creating a Tailored Predictive Life Cycle
130(1)
Performance Domains
130(4)
Develop Project Charter
134(2)
Develop Project Team
136(1)
Develop Project Management Plan
137(20)
Collect Requirements and Define Scope Statement
139(2)
Create Work Breakdown Structure (WBS)
141(3)
Define and Sequence Activities
144(5)
Estimate Time and Resources
149(2)
Identify Critical Path
151(5)
Develop Schedule
156(1)
Direct and Manage Project Work
157(2)
Monitor and Control Project Work
159(4)
Issues Management
159(1)
Change Requests and Control
160(2)
Monitoring and Controlling Project Cost and Schedule
162(1)
Close Project or Phase
163(2)
Foundations of Earned Value Analysis
165(2)
Planned Value (PV)
166(1)
Earned Value (EV)
166(1)
Actual Cost (AC)
166(1)
Cost Variance (CV)
166(1)
Schedule Variance (SV)
166(1)
Cost Performance Index (CPI)
166(1)
Forecasting Final Project Costs
167(1)
More Information About Earned Value Analysis
167(1)
The Planning Performance Domain
167(2)
Schedule Compression Factors and Techniques
168(1)
Scaling
169(1)
Summary
169(1)
Exam Preparation Tasks
170(1)
Review All Key Topics
170(1)
Define Key Terms
171(1)
Suggested Reading and Resources
171(1)
Chapter 6 Project Work and Delivery
172(40)
"Do I Know This Already?" Quiz
173(4)
Foundation Topics
177(1)
Project Work Performance Domain
177(12)
Planning and Managing Procurement
178(2)
Bidding: Soliciting and Entering Bids
180(1)
Control Procurements
181(1)
Engaging Stakeholders
182(2)
Managing Project Communications
184(5)
Managing Risk
189(3)
Threats
190(1)
Opportunities
191(1)
Project Delivery Performance Domain
192(15)
Delivery of Value
193(1)
Quality Management
194(3)
Quality Management Tools
197(6)
Six Sigma
203(1)
Project Controls and Forecasting
203(4)
Project Integration
207(2)
Components of Project Integration
208(1)
Achieving Project Integration
209(1)
Summary
209(1)
Exam Preparation Tasks
210(1)
Review All Key Topics
210(1)
Define Key Terms
211(1)
Suggested Reading and Resources
211(1)
Part III Adaptive Approach
Chapter 7 Planning, Project Work, and Delivery: Adaptive Approaches
212(44)
"Do I Know This Already?" Quiz
213(4)
Foundation Topics
217(1)
When to Use an Adaptive Approach
217(4)
Team Structure in Adaptive Projects
221(1)
Requirements for the Adaptive Project Environment
222(7)
Adaptive Mindset
222(2)
Servant Leadership
224(1)
The Structure and Culture of Adaptive Teams
225(2)
Value-Driven Delivery
227(1)
Factors That Facilitate Adaptive Approaches: OPA and EEF
228(1)
Apparent Stages of Adaptive Projects
229(9)
Stage 1 Concept
231(2)
Stage 2 Construct and Deliver
233(4)
Stage 3 Close
237(1)
Work Groups for Adaptive Project Stages
238(1)
Agile Life Cycles
238(13)
Case Study 7-1 Building a Website for a Conference
239(12)
Hybrid Project Approaches
251(3)
Hybrid Approach Scenario 1 Revisiting the APC Conference
251(1)
Hybrid Approach Scenario 2 Virtual Restaurant Business
252(1)
Hybrid Approach Scenario 3 Specification for Tax Software
253(1)
Summary
254(1)
Exam Preparation Tasks
254(1)
Review All Key Topics
254(1)
Define Key Terms
255(1)
Suggested Reading and Resources
255(1)
Chapter 8 Overview of Adaptive Frameworks
256(34)
"Do I Know This Already?" Quiz
259(3)
Foundation Topics
262(1)
Lean
262(6)
Eliminating Waste
263(1)
Value Streaming Using the Lean Approach
264(1)
Case Study 8-1 Getting a Book from the Library
264(3)
Iteration-Based Agile
267(1)
Flow-Based Agile
267(1)
Scrum
268(4)
Roles
268(1)
Processes and Artifacts
269(1)
Scrum Core Values
270(1)
Timeboxing
271(1)
Challenges with Scrum
272(1)
Kanban
272(3)
Suitability of the Kanban Method
272(1)
Limiting Work in Progress (WIP)
273(1)
Workflow Focus
273(1)
Comparing Kanban and Scrum
274(1)
ScrumBan
274(1)
Extreme Programming
275(2)
Roles
275(1)
Core Practices of XP
275(1)
What Can We Learn from XP?
276(1)
FDD, DSDM, and Crystal
277(2)
Feature-Driven Development
277(1)
Dynamic Systems Development Method
278(1)
Crystal
279(1)
Frameworks for Scale
279(9)
Summary
283(1)
Scrum of Scrums
284(1)
Disciplined Agile®
284(2)
Which Approach for Scale?
286(2)
Summary
288(1)
Exam Preparation Tasks
288(1)
Review All Key Topics
288(1)
Define Key Terms
289(1)
Suggested Reading and Resources
289(1)
Chapter 9 Measurement, Tracking, and Managing Uncertainty
290(34)
"Do I Know This Already?" Quiz
291(3)
Foundation Topics
294(1)
Problem Detection and Resolution
294(1)
The Measurement Performance Domain
295(5)
Prioritization Techniques
295(3)
What Gets Prioritized
298(2)
Key Performance Indicators (KPIs) for Project Control
300(11)
Progress Tracking
301(1)
Decision Making
301(1)
Communication of Adaptive Project KPIs
301(5)
Who Makes the Estimates?
306(1)
Throughput, Cycle Time, and Lead Time
306(5)
The Uncertainty Performance Domain
311(6)
Uncertainty
312(1)
Strategies to Address Project Uncertainty
313(2)
Risk
315(1)
Strategies to Reduce the Likelihood of Uncertainty
316(1)
Opportunities
316(1)
Threats
316(1)
Tracking and Managing Risk in Adaptive Projects
317(4)
Team Workspace Design
318(1)
Tracking Progress to Manage Risk in Adaptive Approaches
318(3)
Summary
321(1)
Exam Preparation Tasks
321(1)
Review All Key Topics
322(1)
Define Key Terms
322(1)
Suggested Reading and Resources
322(2)
Part IV Business Analysis
Chapter 10 Business Analysis Frameworks
324(26)
"Do I Know This Already?" Quiz
325(3)
Foundation Topics
328(1)
The Importance of Business Analysis
328(1)
The Role of a Business Analyst
329(3)
Skills Needed to Perform Business Analysis
330(1)
Comparing Business Analysis with Project Management
331(1)
Requirements: The Focus of Business Analysis
332(6)
Requirement Types
332(1)
Case Study 10-1 Requirements for a Toll Collection System
333(4)
Requirements Documentation
337(1)
Requirements Management Plan
337(1)
Stakeholders and the Business Analyst
338(5)
Identify Stakeholders
338(3)
Stakeholder Analysis
341(1)
Business Analysis Planning
342(1)
Transition to a Future State
343(1)
Influence of Project Approaches on Business Analysis
343(4)
Business Analysis in the Predictive Approach
343(1)
Business Analysis in the Adaptive Approach
344(3)
Summary
347(1)
Exam Preparation Tasks
347(1)
Review All Key Topics
347(1)
Define Key Terms
348(1)
Suggested Reading and Resources
348(2)
Chapter 11 Business Analysis Domains
350(64)
"Do I Know This Already?" Quiz
351(3)
Foundation Topics
354(1)
Domain 1 Needs Assessment
354(12)
Why Perform Needs Assessments?
355(1)
When Do Needs Assessments Occur?
355(1)
Who Is Involved in Needs Assessment?
356(1)
What Are the Key Business Analysis Tasks During Needs Assessment?
356(1)
What Are the Needs Assessment Processes?
357(8)
Domain Summary
365(1)
Domain 2 Business Analysis Planning
366(2)
Domain 3 Requirements Elicitation and Analysis
368(30)
Elicit Requirements
369(8)
Analyze Requirements
377(21)
Document the Solution Requirements
398(1)
Domain 4 Traceability and Monitoring
398(7)
Trace Requirements
399(2)
Monitor Requirements
401(1)
Update Requirements and Communicate Requirements Status
402(1)
Manage Changes to Requirements
403(1)
Domain Summary
404(1)
Domain 5 Solution Evaluation
405(6)
Evaluate Solution Performance
406(1)
Determine Solution Evaluation Approach
407(2)
Evaluate Acceptance Results and Address Defects
409(1)
Obtain Solution Acceptance for Release
410(1)
Evaluate Deployed Solution
410(1)
Domain Summary
410(1)
Summary
411(1)
Exam Preparation Tasks
411(1)
Review All Key Topics
411(1)
Define Key Terms
412(1)
Suggested Reading and Resources
412(2)
Chapter 12 Tailoring and Final Preparation
414(16)
"Do I Know This Already?" Quiz: Tailoring Section
415(2)
Foundation Topics
417(1)
Tailoring
417(5)
The Tailoring Process
418(1)
Aspects of Projects That Can Be Tailored
419(1)
How to Tailor the Project Approach
420(1)
Case Study 12-1 Design and Introduction of Portable CT Scanner Products
421(1)
Summary: Project Tailoring Concepts
422(1)
Final Preparation
422(6)
Scope and Key Concepts
422(5)
Suggested Plan for Final Review and Study
427(1)
Summary
428(1)
Exam Preparation Tasks
428(1)
Review All Key Topics
428(1)
Define Key Terms: Tailoring Section
429(1)
Suggested Reading and Resources
429(1)
Part V Appendixes
Appendix A Answers to the "Do I Know This Already?" Quizzes
430(6)
Appendix B PMI Project Management Process Groups and Processes
436(2)
Appendix C PMBOK 7 Project Performance Domains and Project Management Principles
438(4)
Appendix D PMI Certified Associate in Project Management (CAPM)® Exam Official Cert Guide Updates
442(2)
Appendix E Business Analysis Models and Their Usages
444(7)
Glossary 451(17)
Index 468
Vijay Kanabar, Ph.D., is the director and associate professor of Project Management programs at Boston University, Metropolitan College. He is one of the earliest PMP credentialed practitioners from the Project Management Institute. He created one of the earliest PMP exam corporate training materials three decades ago and has introduced several thousand students and practitioners to the core exam concepts of both the CAPM® and Project Management Professional (PMP)® exams. Vijay also is an agile practitioner and has earned the PMI-ACP credential. He has authored several books and more than 75 research papers in IT and project management. He received the prestigious PMI Linn Stuckenbruck Teaching Excellence Award in 2017 for his commitment to teaching and enhancing the project management discipline in higher education.

Arthur P. Thomas, Ed.M., Ph.D., is the executive director for the Office of Professional Acceleration and Microcredentials in the College of Professional Studies at Syracuse University, where he is also the program director for the Master of Professional Studies in Project Management. He has been teaching at SU since 2001 and has been a professor of practice since 2009, focusing his academic work on developing and administering project management courses and degree programs. Art is also the director of the iConsult Collaborative at Syracuse University, an experiential learning program he began leading in 2012 in which university students are engaged with client organizations in a diverse portfolio of information-related projects. Art was formerly the associate dean for Career Services and Experiential Learning, the associate dean for Academic Affairs, and the director of two information technology master's degree programs, all at Syracuse University's School of Information Studies (the iSchool). Positions on the corporate side of his career have ranged from programmer to chief information officer, and from trainer to chief learning officer. With his more than 30 years of added consulting experience, his contracts have taken him from the United States to Europe and the Middle East, where he led two projects for the Ministry of Education in the Sultanate of Oman.

Thomas G. Lechler, Ph.D., is an associate professor at the School of Business, Stevens Institute of Technology in Hoboken, New Jersey. His doctorate is from the University of Karlsruhe, Germany. He teaches project management and entrepreneurship. His research focuses on value creation in projects under situations of risk and uncertainty. Thomas has published his research in leading international research journals, including Research Policy, R&D Management, IEEE Transactions on Engineering Management, Small Business Economics, International Journal of Project Management, and Project Management Journal, and he has authored several books in the fields of project management and entrepreneurship. He was awarded the Project Management Journal Paper of the Year, has received several research grants from PMI, and was a NASA research fellow.