List of Figures | PMP Project Management Professional Study Guide, Third Edition (Certification Press)

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Chapter 1: Introducing Project Management

Figure 1-1: Progressive elaboration is the refinement of project concept to project plan.
Figure 1-2: Programs contain multiple projects working towards one goal.

Figure 2-1: The project life cycle for Project HollyWorks
Figure 2-2: Each layer of an organization supports the layer above.
Figure 2-3: Project managers can expect varying levels of authority in each of the organizational structures.
Figure 2-4: Projects in functional organizations route communications through functional managers.
Figure 2-5: Composite structures are blends of traditional organizational methods.

Figure 3-1: Process groups overlap other groups.
Figure 3-2: Network diagrams illustrate the sequence of events.
Figure 3-3: Cash flow projections allow an organization to plan for expenses.
Figure 3-4: Closing processes can be completed within projects and within project phases.
Figure 3-5: The processes within a project are interrelated.
Figure 3-6: Facilitating processes support core processes.

Figure 4-1: Project integration management uses Development, Execution, and Integrated Change Control.
Figure 4-2: The Planning Processes require documentation and a logical, systematic approach.
Figure 4-3: All change requests must pass through Integrated Change Control.

Figure 5-1: The weighted model bases project selection on predefined values.
Figure 5-2: This section of the WBS has been expanded to offer more detail.
Figure 5-3: This section of the WBS has been expanded to offer more detail.

Figure 6-1: Time management relies on several inputs to help build and control the schedule.
Figure 6-2: Activity lists are organized as extensions of the WBS.
Figure 6-3: Activity sequencing relies on inputs to create the final sequence of events.
Figure 6-4: PDM relationships can vary, but most use the finish-to-start approach.
Figure 6-5: Project calendars determine when the project work will take place.
Figure 6-6: PERT uses a weighted average to predict when the activities will end.
Figure 6-7: Scheduling follows many rules to arrive at the project destination.
Figure 6-8: Resource leveling smoothes the schedule, but may extend the project end date.

Figure 7-1: Project management software can assist in resource planning.
Figure 7-2: Resource planning identifies all of the required resources.
Figure 7-3: Cost baselines show predicted project and phase performance.
Figure 7-4: A Cost Change Control System tracks and documents cost change issues.
Figure 7-5: Earned value management measures project performance.
Figure 7-6: There are many approaches to calculating the EAC.

Figure 8-1: Cause-and-effect diagrams show the relation of variables to the quality problem.
Figure 8-2: Process flow charts illustrate how a system process unfolds.
Figure 8-3: Control charts illustrate the results of inspections.
Figure 8-4: A Pareto diagram is a histogram that ranks the issues from largest to smallest.

Figure 9-1: Maslow says people work for self-actualization.
Figure 9-2: The absence of hygiene factors causes a worker’s performance to suffer.
Figure 9-3: Management believes “X” people are bad and “Y” people are good.
Figure 9-4: A Responsibility Assignment Matrix can map work to project team members.
Figure 9-5: Resource histograms illustrate the demand for labor.
Figure 9-6: Organizational charts identify reporting relationships within a project.

Figure 10-1: Communication channels must be identified.
Figure 10-2: Sender models can vary based on the modality of the message.
Figure 10-3: Earned Value can show and predict project performance.
Figure 10-4: A bull’s eye can determine when communication to management is required.

Figure 11-1: The value of the project is relational to the cost of risk avoidance.
Figure 11-2: The WBS can help identify risks within the project.
Figure 11-3: Many factors contribute to qualitative risk analysis.
Figure 11-4: A probability-impact matrix measures the identified risks within the project.
Figure 11-5: A probability-impact matrix scores the identified risks.
Figure 11-6: Distributions illustrate the likelihood and impact of an event.
Figure 11-7: Decision trees analyze the probability of events and calculate decision value.
Figure 11-8: Risk responses can be remembered through a simple analogy.

Figure 12-1: Make-or-buy formulas are common question topics on the PMP exam.
Figure 12-2: FIxed-Price Contracts transfer the risk to the seller.
Figure 12-3: Time and Materials contracts must be kept in check or expenses can skyrocket.
Figure 12-4: Solicitation planning prepares the performing organization to solicit products from sellers.
Figure 12-5: Weighting systems remove personal preferences from the selection process.

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