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Project Management
Business
Project Management Professional (PMP)
60 PDU PMI PMP Certificate Exam Prep by PMBOK7 and PMBOK6
4.4
(3455)
25793 enrolled on this course
Last updated 11/2021
Sorin Dumitrascu
Description
Are you ready to catapult your project management career to new heights and achieve the prestigious PMI-PMP certification? Look no further!
This cutting-edge course, meticulously crafted in alignment with both PMBOK7 and PMBOK6 guidelines, serves as your gateway to success. Here are compelling reasons why embarking on this transformative journey is a must:
Master the Latest PMBOK Standards
: Our course immerses you in both PMBOK7 and PMBOK6, ensuring your expertise in the most up-to-date industry standards. Not only will you gain a profound comprehension of the revised PMBOK7 principles, but you will also become a proficient master of the 49 essential project management processes outlined in PMBOK6.
Prepare for the PMI-PMP Certification
: Whether you are an aspiring project manager or a seasoned professional, our program is meticulously designed to prepare you for the PMI-PMP certification exam. You will receive comprehensive coverage of the three PMI-PMP exam domains: People, Processes, and Business Environment.
Real-World Application
: We bridge the divide between theory and practicality. You won't merely grasp the principles; you will understand their application in real-world project scenarios. Our emphasis on practical implementation ensures you are primed to confidently tackle complex projects.
Robust Course Delivery
: Gain access to over 60 hours of on-demand video lectures, engage with 2 practice tests to gauge your progress, complete enriching assignments, explore 136 insightful articles, and delve into 876 downloadable resources. Enjoy the flexibility to learn on your terms, with mobile and TV access, and receive full lifetime course access.
Expert Instructor
: Learn from industry stalwarts with a wealth of project management experience. Leverage their practical insights, tips, and strategies to excel in your project management career.
Join a Thriving Community:
Our course boasts an impressive track record with more than 2,300 5-star ratings. Become part of a community of over 23,000 students who have supercharged their project management careers through our program. Network, collaborate, and learn from your peers.
Do not miss this golden opportunity to elevate your project management prowess, attain a globally recognized certification, and unlock doors to exciting career prospects.
Enrol now
and set yourself on the path to project management mastery and PMI-PMP certification success!
Who this course is for:
Individuals aiming to kickstart or elevate their careers in project management.
Leaders seeking structured approaches to manage projects and teams effectively.
Professionals from other fields eager to transition into project management roles.
Those targeting to pass the PMP exam with flying collors.
Professionals aiming to bring PM best practices into their workplaces.
Anyone with a passion for mastering globally-recognized project management techniques.
What you'll learn
Grasp core concepts of project management methodologies and best practices.
Master project planning processes, from initiation to closure.
Learn to identify, evaluate, and address potential project risks.
Develop skills to effectively manage and communicate with stakeholders.
Understand budgeting processes and methods to control project costs.
Equip with the knowledge and techniques required to ace the PMP exam.
Requirements
- You will need a copy of Adobe XD 2019 or above. A free trial can be downloaded from Adobe.
- No previous design experience is needed.
- No previous Adobe XD skills are needed.
Course Content
27 sections • 95 lectures
Expand All Sections
1.1-Project Management Professional (PMP)
1.2-A day in the life of a project manager
1.3-Effective Learning
1.4-Placement Test
1.5-Course Choice, Skill Development and Prior Knowledge
1.6-FAQs
2.1-Program Overview (I)
2.2-Program Overview (II)
3.1-Section Overview
3.2-Project Initiation Context
3.3-Project Integration Management
3.4-The Science of Better Learning
3.5-Project Management Process Group and Knowledge Area Mapping
3.6-Integration Management Process Groups
3.7-Project Integration Management Processes
3.8-The Project Charter and Project Management Plan
3.9-Develop Project Charter: Inputs, Tools & Techniques, and Outputs
3.10-Business Needs and Project Creation
3.11-Inputs to Developing the Project Charter
3.12-Techniques for Developing the Project Charter
3.13-Elements of a Project Charter
3.14-Develop Project Management Plan: Inputs, Tools & Techniques, and Outputs
3.15-Inputs to the Project Management Plan
3.16-Compiling the Project Management Plan
3.17-Project Management Plan and Project Documents
3.18-Exercise: Planning the Project I
3.19-Exercise: Planning the Project II
3.20-Project Initiation and Planning
3.21-Project Initiation and Planning
4.1-Section Overview
4.2-Project Management Process Group and Knowledge Area Mapping
4.3-The Direct and Manage Project Work Process
4.4-Direct and Manage Project Work: Inputs, Tools & Techniques, and Outputs
4.5-Inputs to Direct and Manage Project Work
4.6-Techniques for Directing and Managing Project Work
4.7-Direct and Manage Project Work Outputs
4.8-The Manage Project Knowledge Process
4.9-Manage Project Knowledge: Inputs, Tools & Techniques, and Outputs
4.10-Monitoring and Controlling Project Work
4.11-Monitor and Control Project Work: Inputs, Tools & Techniques, and Outputs
4.12-Monitor and Control Project Work Process Inputs
4.13-Monitor and Control Project Work Process Techniques
4.14-Monitor and Control Project Work Outputs
4.15-Project Baselines Updates
4.16-Exercise: Managing Project Work and Knowledge (I)
4.17-Exercise: Managing Project Work and Knowledge (II)
4.18-Managing Project Work
4.19-Managing Project Work
5.1-Section Overview
5.2-Project Management Process Group and Knowledge Area Mapping
5.3-Integrated Change Control
5.4-Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs
5.5-Configuration Management
5.6-Inputs to Perform Integrated Change Control
5.7-The Change Control Process
5.8-Close Project or Phase: Inputs, Tools & Techniques, and Outputs
5.9-Outputs of Perform Integrated Change Control
5.10-Inputs to Close Project or Phase
5.11-Close Project or Phase Tools and Techniques
5.12-Outputs of the Close Project or Phase Process
5.13-Exercise: Managing Change and Closing the Project (I)
5.14-Exercise: Managing Change and Closing the Project (II)
5.15-Project Changes and Closing (PMI - PMP)
5.16-Project Changes and Closing (PMI - PMP)
6.1-Section Overview
6.2-Project Management Process Group and Knowledge Area Mapping
6.3-What are Lessons Learned?
6.4-Managing a Project's Knowledge Base
6.5-Manage Project Knowledge: Inputs, Tools & Techniques, and Outputs
6.6-The Lessons Learned Process
6.7-Gather Lessons Learned Information
6.8-Tools for Continuous Improvement
6.9-Conduct a Lessons Learned Meeting
6.10-Analyze Lessons Learned Information
6.11-Share and Adopt Lessons Learned
6.12-Documenting Lessons Learned
6.13-Exercise: Collecting and Utilizing Lessons Learned (I)
6.14-Exercise: Collecting and Utilizing Lessons Learned (II)
6.15-Capturing, Analyzing, and Using Project Lessons Learned
6.16-Capturing, Analyzing, and Using Lessons Learned (PMI - PMP)
7.1-Section Overview
7.2-Project Management Process Group and Knowledge Area Mapping
7.3-Business Strategy Overview
7.4-Influences of Organizational Structures on Projects
7.5-Project Strategy and Alignment
7.6-Influences of Organizational Structures on Projects
7.7-The Evolving Role of the Project Manager
7.8-Team Management and Team Leadership Compared
7.9-Example of Project Manager’s Sphere of Influence
7.10-Maintaining Strategic Alignment
7.11-The PMI Talent Triangle®
7.12-Business Environment Analysis
7.13-Examples of Factors that Lead to the Creation of a Project
7.14-Project Benefits Analysis
7.15-Project Initiation Context
7.16-Project Stakeholder Impact
7.17-Communicating about the Project Charter
7.18-Managing Stakeholder Expectations
7.19-Exercise: Managing Strategic Alignment (I)
7.20-Exercise: Managing Strategic Alignment (II)
7.21-Strategically Focused Project Management
7.22-Strategically Focused Project Management (PMI - PMP)
8.1-Section Overview
8.2-Project Management Process Group and Knowledge Area Mapping
8.3-Defining Project Scope
8.4-Project Scope Management Overview
8.5-The Plan Scope Management Process
8.6-Plan Scope Management: Inputs, Tools & Techniques, and Outputs
8.7-Inputs to Collect Requirements
8.8-Collect Requirements: Inputs, Tools & Techniques, and Outputs
8.9-Context Diagram
8.10-Tools and Techniques for Collecting Requirements
8.11-Characteristics of Effective Requirements
8.12-Example of a Requirements Traceability Matrix
8.13-Outputs of Collect Requirements
8.14-Techniques for Defining Scope
8.15-Define Scope: Inputs, Tools & Techniques, and Outputs
8.16-Outputs of the Define Scope Process
8.17-Components of a Project Scope Statement
8.18-Elements of the Project Charter and Project Scope Statement
8.19-Exercise: Planning and Defining Project Scope (I)
8.20-Exercise: Planning and Defining Project Scope (II)
8.21-Plan and Define Project Scope
8.22-Plan and Define Project Scope (PMI - PMP)
9.1-Section Overview
9.2-Project Management Process Group and Knowledge Area Mapping
9.3-The Role of the WBS
9.4-The WBS Structure
9.5-Create WBS: Inputs, Tools & Techniques, and Outputs
9.6-Inputs to Create WBS
9.7-Decomposition Activities
9.8-Sample WBS
9.9-Principles for Effective Decomposition
9.10-Verifying the WBS
9.11-Finalizing the WBS
9.12-Outputs of Create WBS
9.13-The WBS Dictionary
9.14-Exercise: Creating the WBS and Scope Baseline (I)
9.15-Exercise: Creating the WBS and Scope Baseline (II)
9.16-Create Work Breakdown Structure
9.17-Creating and Using a Work Breakdown Structure (PMI - PMP)
10.1-Section Overview
10.2-Project Management Process Group and Knowledge Area Mapping
10.3-Validating Project Scope
10.4-Validate Scope: Inputs, Tools & Techniques, and Outputs
10.5-Inputs to Validate Scope
10.6-Validate Scope versus Control Quality
10.7-Outputs of Validate Scope
10.8-The Control Scope Process
10.9-Control Scope: Inputs, Tools & Techniques, and Outputs
10.10-Inputs to Control Scope
10.11-Performing a Variance Analysis
10.12-Outputs of Control Scope
10.13-Exercise: Validating and Controlling Scope (I)
10.14-Exercise: Validating and Controlling Scope (II)
10.15-Validate and Control Scope
10.16-Validate and Control Scope (PMI - PMP)
10.17-Validate and Control Scope
11.1-Section Overview
11.2-Project Management Process Group and Knowledge Area Mapping
11.3-Project Schedule Management Processes
11.4-Project Schedule Management Overview
11.5-Scheduling Overview
11.6-The Plan Schedule Management Process
11.7-Plan Schedule Management: Inputs, Tools & Techniques, and Outputs
11.8-The Schedule Management Plan
11.9-Inputs to Define Activities
11.10-Define Activities: Inputs, Tools & Techniques, and Outputs
11.11-Tools and Techniques to Define Activities
11.12-Defining Activities for Small and Large Projects
11.13-The Activity List and Activity Attributes
11.14-The Milestone List
11.15-The Sequence Activities Process
11.16-Sequence Activities: Inputs, Tools & Techniques, and Outputs
11.17-Inputs to Sequence Activities
11.18-Types of Dependencies
11.19-Examples of Lead and Lag
11.20-The Precedence Diagramming Method
11.21-Precedence Diagramming Method (PDM) Relationship Types
11.22-Project Schedule Network Diagram
11.23-Exercise: Plan, Define, and Sequence Activities (I)
11.24-Exercise: Plan, Define, and Sequence Activities (II)
11.25-Define and Sequence Activities
11.26-Define and Sequence Activities (PMI - PMP)
12.1-Section Overview
12.2-Project Management Process Group and Knowledge Area Mapping
12.3-Inputs to Estimate Activity Durations
12.4-Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs
12.5-High-level Duration Estimates
12.6-Using Parametric Estimating for Activity Durations
12.7-Using Three-point Estimating for Activity Durations
12.8-Outputs of Estimate Activity Durations
12.9-Overview of the Project Schedule
12.10-Develop Schedule: Inputs, Tools & Techniques, and Outputs
12.11-Inputs to Develop Schedule
12.12-Tools and Techniques of Develop Schedule
12.13-The Critical Path Method
12.14-Example of Critical Path Method
12.15-CPM: Determining Start and Finish Dates
12.16-Leads & Lags and Schedule Compression
12.17-Resource Leveling
12.18-Outputs of Develop Schedule
12.19-Example Probability Distribution of a Target Milestone
12.20-Performing the Forward Pass
12.21-Performing the Backward Pass
12.22-Schedule Compression Comparison
12.23-Determining the Total Float
12.24-Determining the Free Float
12.25-Determining the Critical Path
12.26-Relationship Between Product Vision, Release Planning, and Iteration Planning
12.27-Creating a Schedule Network Diagram from a Table
12.28-Project Schedule Presentations - Examples
12.29-Exercise: Developing the Project Schedule (I)
12.30-Exercise: Developing the Project Schedule (II)
12.31-Develop the Project Schedule
12.32-Develop the Project Schedule (PMI - PMP)
13.1-Section Overview
13.2-Project Management Process Group and Knowledge Area Mapping
13.3-Inputs to Control Schedule
13.4-Tools and Techniques of Control Schedule
13.5-Control Schedule: Inputs, Tools & Techniques, and Outputs
13.6-Monitoring Schedule Performance
13.7-Outputs of Control Schedule
13.8-Iteration Burndown Chart
13.9-Use Resource Leveling
13.10-Use Resource Smoothing
13.11-Crash the Schedule
13.12-Use Fast Tracking
13.13-Exercise: Controlling the Project Schedule (I)
13.14-Exercise: Controlling the Project Schedule (II)
13.15-Control the Project Schedule
13.16-Control the Project Schedule (PMI - PMP)
14.1-Section Overview
14.2-Project Management Process Group and Knowledge Area Mapping
14.3-Project Cost Management Processes
14.4-Project Cost Management Overview
14.5-The Plan Cost Management Process
14.6-Plan Cost Management: Inputs, Tools & Techniques, and Outputs
14.7-Inputs to Estimate Costs
14.8-Tools and Techniques of Estimate Costs
14.9-Estimate Costs: Inputs, Tools & Techniques, and Outputs
14.10-Using the Bottom-up Technique to Estimate Costs
14.11-Outputs of Estimate Costs
14.12-Determine Budget: Inputs, Tools & Techniques, and Outputs
14.13-Inputs to Determine Budget
14.14-Tools and Techniques to Determine Budget
14.15-Project Budget Components
14.16-Outputs of Determine Budget
14.17-Exercise: Estimating Costs and Developing the Budget (I)
14.18-Exercise: Estimating Costs and Developing the Budget (II)
14.19-Creating a Project Budget
14.20-Creating a Project Budget (PMI - PMP)
15.1-Section Overview
15.2-Project Management Process Group and Knowledge Area Mapping
15.3-Inputs to Control Costs
15.4-Control Costs: Inputs, Tools & Techniques, and Outputs
15.5-Tools and Techniques to Control Costs
15.6-Earned Value and Cost Performance
15.7-Forecasting Using the EAC
15.8-To-complete Performance Index (TCPI)
15.9-Outputs of Control Costs
15.10-Calculating the Planned Value and Earned Value
15.11-Comparing Schedule Performance against the Plan
15.12-Earned Value, Planned Value, and Actual Costs
15.13-Comparing Cost Performance against the Plan
15.14-Determining Project Performance (I)
15.15-Determining Project Performance (II)
15.16-To-Complete Performance Index (TCPI)
15.17-Determining Estimate at Completion (I)
15.18-Determining Estimate at Completion (II)
15.19-Earned Value Calculations Summary Table
15.20-Exercise: Controlling Project Costs (I)
15.21-Exercise: Controlling Project Costs (II)
15.22-Keeping Your Project on Budget
15.23-Keeping Your Project on Budget (PMI - PMP)
16.1-Section Overview
16.2-Plan Risk Management: Inputs, Tools & Techniques, and Outputs
16.3-Understanding Project Risk
16.4-Types of Project Risks
16.5-Reducing the Uncertainty of Risk
16.6-Understanding Risk Responses
16.7-Plan Risk Management: Data Flow Diagram
16.8-Inputs to Plan Risk Management
16.9-Tools and Techniques to Plan Risk Management
16.10-The Risk Management Plan
16.11-Sample Risk Management Plan
16.12-Sample Risk Breakdown Structure (RBS)
16.13-The Risk Probability and Impact Matrix
16.14-Example of Definitions for Probability and Impacts
16.15-Example Probability and Impact Matrix with Scoring Scheme
16.16-Exercise: Planning Risk Management (1)
16.17-Exercise: Planning Risk Management (2)
16.18-Planning Risk Management
16.19-Planning risk management
17.1-Risk Management Overview
17.2-Section Overview
17.3-Identify Risks: Inputs, Tools & Techniques, and Outputs
17.4-Identify Risks: Data Flow Diagram
17.5-Inputs to Identify Risks
17.6-Document Analysis
17.7-Brainstorming to Gather Data
17.8-Using Interviewing to Identify Risks
17.9-Using Root Cause Analysis to Identify Risks
17.10-Using SWOT Analysis to Identify Risks
17.11-Using Assumption and Constraint Analysis
17.12-Using Checklists to Identify Risks
17.13-Outputs of Identify Risks
17.14-Exercises - Identifying Risk (1)
17.15-Exercises - Identifying Risk (2)
17.16-Identifying Risk
18.1-Section Overview
18.2-Perform Qualitative Risk Analysis: Inputs, Tools & Techniques, and Outputs
18.3-Perform Qualitative Risk Analysis: Data Flow Diagram
18.4-Inputs to Perform Qualitative Risk Analysis
18.5-Qualitative Risk Analysis Tools and Techniques
18.6-Risk Probability and Impact Assessment
18.7-Outputs of Perform Qualitative Risk Analysis
18.8-Perform Quantitative Risk Analysis: Inputs, Tools & Techniques, and Outputs
18.9-Perform Quantitative Risk Analysis: Data Flow Diagram
18.10-Inputs to Perform Quantitative Risk Analysis
18.11-Gathering Quantitative Risk Data
18.12-Representing Uncertainty
18.13-Example S-Curve from Quantitative Cost Risk Analysis
18.14-Sensitivity Analysis for Quantitative Data
18.15-Example Tornado Diagram
18.16-Decision Tree Analysis
18.17-Simulations
18.18-Example Decision Tree
18.19-Risk Report Updates
18.20-Exercise - Analyzing Risk Data (1)
18.21-Exercise - Analyzing Risk Data (2)
18.22-Analyzing Risk
18.23-Analyzing Risk
19.1-Section Overview
19.2-Plan Risk Responses: Inputs, Tools & Techniques, and Outputs
19.3-Plan Risk Responses: Data Flow Diagram
19.4-Inputs to Plan Risk Responses
19.5-Strategies for Negative Risks or Threats
19.6-Strategies for Positive Risks or Opportunities
19.7-Contingency Planning
19.8-Outputs of Plan Risk Responses
19.9-Implement Risk Responses: Inputs, Tools & Techniques, and Outputs
19.10-Implement Risk Responses: Data Flow Diagram
19.11-The Implement Risk Responses Process
19.12-Monitor Risks: Inputs, Tools & Techniques, and Outputs
19.13-Monitor Risks: Data Flow Diagram
19.14-Inputs to Monitor Risks
19.15-Risk Audits
19.16-Data Analysis for Monitoring Risks
19.17-Determining Appropriate Risk Responses
19.18-Outputs of Monitor Risks
19.19-Exercise - Planning and Responding to Risks (1)
19.20-Exercise - Planning and Responding to Risks (2)
19.21-Responding to Risk
19.22-Responding to Risk
19.23-Risk Management Overview
20.1-Section Overview
20.2-Project Management Process Group and Knowledge Area Mapping
20.3-Quality Management Overview
20.4-Project Quality Management Overview
20.5-Quality, Grade, Precision, and Accuracy
20.6-The Project Quality Management Processes
20.7-Major Project Quality Management Process Interrelations
20.8-Plan Quality Management: Inputs, Tools & Techniques, and Outputs
20.9-Inputs of Plan Quality Management
20.10-Plan Quality Management Tools and Techniques
20.11-Cost of Quality
20.12-Cost of Quality Diagram
20.13-Cost-Benefit Analysis
20.14-The SIPOC Model
20.15-Outputs of Plan Quality Management
20.16-The Quality Management Plan
20.17-Exercise: Planning Quality Management (I)
20.18-Exercise: Planning Quality Management (II)
20.19-Planning Quality Management (PMI - PMP)
20.20-Planning Quality Management (PMI - PMP)
21.1-Section Overview
21.2-Project Management Process Group and Knowledge Area Mapping
21.3-Manage Quality: Inputs, Tools & Techniques, and Outputs
21.4-Inputs to Manage Quality
21.5-Cause-and-Effect Diagram
21.6-Quality Audits
21.7-Process Analysis and Root Cause Analysis
21.8-Outputs of Manage Quality
21.9-Control Quality: Inputs, Tools & Techniques, and Outputs
21.10-Inputs to Control Quality
21.11-Techniques to Control Quality
21.12-Check Sheets
21.13-Representing Data for Quality Control
21.14-Outputs of Control Quality
21.15-Determining When a Process Is Out of Control
21.16-Quality Management Characteristics
21.17-Quality Control Characteristics
21.18-The Quality Management/Quality Control Relationship
21.19-Exercise: Quality Management and Quality Control (I)
21.20-Exercise: Quality Management and Quality Control (II)
21.21-Manage and Control Quality (PMI - PMP)
21.22-Manage and Control Quality (PMI - PMP)
21.23-Concepts, Insights and Inquiries
22.1-Section Overview
22.2-Project Management Process Group and Knowledge Area Mapping
22.3-Using Lean for Quality Improvement
22.4-Lean Principles
22.5-Six Sigma for Process and Quality Improvement
22.6-Quality Management Practices
22.7-Kanban and Continuous Improvement
22.8-Value Stream Mapping
22.9-ISO 9000 Quality Principles
22.10-Capability Maturity Model Integration
22.11-Institute for Electrical and Electronics Engineers Standards
22.12-The British Standards Institution
22.13-Exercise: Continuous Improvement and Standards (I)
22.14-Exercise: Continuous Improvement and Standards (II)
22.15-Quality Methodologies and Standards for Project Management
22.16-Quality Methodologies and Standards for Projects (PMI - PMP)
23.1-Section Overview
23.2-Project Management Process Group and Knowledge Area Mapping
23.3-Project Resource Management Overview
23.4-Project Resource Management Overview
23.5-Plan Resource Management: Inputs, Tools & Techniques, and Outputs
23.6-Inputs to Plan Resource Management
23.7-Plan Resource Management Tools and Techniques
23.8-RACI Charts
23.9-Sample RACI Chart
23.10-Outputs of Plan Resource Management
23.11-The Estimate Activity Resources Process
23.12-Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs
23.13-Inputs to Estimate Activity Resources
23.14-Tools and Techniques to Estimate Activity Resources
23.15-The Bottom-up Estimating Technique
23.16-Estimate Activity Resources Outputs
23.17-The Resource Breakdown Structure
23.18-Sample Resource Breakdown Structure
23.19-Inputs to Acquire Resources
23.20-Acquire Resources: Inputs, Tools & Techniques, and Outputs
23.21-Tools and Techniques to Acquire Resources
23.22-Negotiating to Acquire Resources
23.23-Outputs of Acquire Resources
23.24-Exercise: Planning Resources for Your Project (I)
23.25-Exercise: Planning Resources for Your Project (II)
23.26-Plan and Acquire Resources (PMI - PMP)
23.27-Plan and Acquire Resources (PMI - PMP)
24.1-Section Overview
24.2-Project Management Process Group and Knowledge Area Mapping
24.3-Develop Team: Inputs, Tools & Techniques, and Outputs
24.4-Inputs to Develop Team
24.5-Tools and Techniques of Develop Team
24.6-Team Building
24.7-Using Recognition and Rewards
24.8-Outputs of Develop Team
24.9-Manage Team: Inputs, Tools & Techniques, and Outputs
24.10-Inputs to Manage Team
24.11-Tools and Techniques for Manage Team
24.12-Using Interpersonal Skills to Manage the Team
24.13-Motivation Theories (1)
24.14-Motivation Theories (2)
24.15-Outputs of Manage Team
24.16-Control Resources: Inputs, Tools & Techniques, and Outputs
24.17-Inputs to Control Resources
24.18-Effective Techniques for Controlling Resources
24.19-Outputs of the Control Resources Process
24.20-Exercise: Developing and Managing Project Resources (1)
24.21-Exercise: Developing and Managing Project Resources (2)
24.22-Develop and Manage Resources (PMI - PMP)
24.23-Develop and Manage Resources (PMI - PMP
25.1-Section Overview
25.2-Project Management Process Group and Knowledge Area Mapping
25.3-Project Communications Overview
25.4-Project Communications Diagram
25.5-Plan Communications Management: Inputs, Tools & Techniques, and Outputs
25.6-Inputs to Plan Communications Management
25.7-Communication Requirements Analysis
25.8-Communication Channels
25.9-Communication Models
25.10-Communication Methods and Technologies
25.11-Outputs of Plan Communications Management
25.12-Communication Model for Cross-Cultural Communication
25.13-Manage Communications: Inputs, Tools & Techniques, and Outputs
25.14-Inputs to Manage Communications
25.15-Tools and Techniques of Manage Communications
25.16-Outputs of Manage Communications
25.17-Exercise: Plan and Manage Project Communications (I)
25.18-Exercise: Plan and Manage Project Communications (II)
25.19-Plan and Manage Communications (PMI - PMP)
25.20-Plan and Manage Communications (PMI - PMP)
26.1-Section Overview
26.2-Project Management Process Group and Knowledge Area Mapping
26.3-Monitor Communications Overview
26.4-Monitor Communications: Inputs, Tools & Techniques, and Outputs
26.5-Data and Documents for Monitoring Communications
26.6-Other Inputs to Monitor Communications
26.7-Using a PMIS to Monitor Project Communications
26.8-Using Techniques to Monitor Communications
26.9-Outputs of Monitor Communications
26.10-Exercise: Monitoring Project Communications (I)
26.11-Exercise: Monitoring Project Communications (II)
26.12-Monitor Project Communications (PMI - PMP)
26.13-Monitor Project Communications (PMI - PMP)
27.1-Section Overview
27.2-Project Management Process Group and Knowledge Area Mapping
27.3-Project Procurement Management Overview
27.4-Buyers and Sellers in Procurement Management
27.5-Introduction to Contracts
27.6-Plan Procurement Management: Inputs, Tools & Techniques, and Outputs
27.7-Inputs to Plan Procurement Management
27.8-Fixed-price Contracts
27.9-Cost-reimbursable and Time-and-materials Contracts
27.10-Tools and Techniques of Plan Procurement Management
27.11-Make-or-buy Analysis
27.12-Performing a Make-or-buy Analysis
27.13-Comparison of Procurement Documentation
27.14-Outputs of Plan Procurement Management
27.15-Bid and Procurement Documents
27.16-Exercise: Planning Procurement Management
27.17-Procurement Planning (PMI - PMP)
28.1-Section Overview
28.2-Project Management Process Group and Knowledge Area Mapping
28.3-Conduct Procurements: Inputs, Tools & Techniques, and Outputs
28.4-Inputs to Conduct Procurements
28.5-Tools and Techniques to Conduct Procurements
28.6-Outputs of Conduct Procurements
28.7-Control Procurements: Inputs, Tools & Techniques, and Outputs
28.8-Inputs to Control Procurements
28.9-Controlling Project Procurements
28.10-Outputs of Control Procurements
28.11-Exercise: Managing and Controlling Procurements
28.12-Procurement Management (PMI - PMP)
28.13-Procurement Management (PMI - PMP)
29.1-Section Overview
29.2-Project Management Process Group and Knowledge Area Mapping
29.3-Defining Stakeholders
29.4-Project Stakeholder Management Overview
29.5-Identify Stakeholders: Inputs, Tools & Techniques, and Outputs
29.6-Inputs to Identify Stakeholders
29.7-Tools and Techniques for Identifying Stakeholders
29.8-The Stakeholder Register
29.9-Plan Stakeholder Engagement: Inputs, Tools & Techniques, and Outputs
29.10-Inputs to Plan Stakeholder Engagement
29.11-Engaging Stakeholders
29.12-The Stakeholder Engagement Plan
29.13-Exercise: Planning Project Stakeholder Engagement (I)
29.14-Exercise: Planning Project Stakeholder Engagement (II)
29.15-Managing Stakeholder Engagement
29.16-Planning Stakeholder Engagement
30.1-Section Overview
30.2-Project Management Process Group and Knowledge Area Mapping
30.3-Inputs to Manage Stakeholder Engagement
30.4-Techniques to Manage Stakeholder Engagement
30.5-Managing Engagement with Communication Skills
30.6-Managing Engagement with Interpersonal Skills
30.7-Outputs of Manage Stakeholder Engagement
30.8-Monitor Stakeholder Engagement: Inputs, Tools & Techniques, and Outputs
30.9-Inputs to Monitor Stakeholder Engagement
30.10-Techniques for Monitoring Stakeholder Engagement
30.11-Outputs of Monitoring Stakeholder Engagement
30.12-Exercise: Engaging Project Stakeholders
30.13-Program Overview (I)
30.14-Program Overview (II)
30.15-Managing Stakeholder Engagement (PMI - PMP)
31.1-The Standard for Project Management (PMBOK7)
31.2-The Project Management Body of Knowledge, 7th Edition
31.3-A Customer and End-user Centred Design
31.4-The Relevance of the PMBOK Guide
31.5-Principles Over Processes
31.6-Introduction to the Standard for Project Management
31.7-A System for Value Delivery
31.8-Information Flow
31.9-Organizational Governance Systems
31.10-Functions Associated with Projects
31.11-The Project Environment
31.12-Product Management Considerations
31.13-Project Management Principles
31.14-Be a Diligent, Respectful, and Caring Steward
31.15-Create a Collaborative Project Team Environment
31.16-Effectively Engage with Stakeholders
31.17-Focus on Value
31.18-Recognize, Evaluate, and Respond to System Interactions
31.19-Demonstrate Leadership Behaviors
31.20-Tailor Based on Context
31.21-Build Quality into Processes and Deliverables
31.22-Navigate Complexity
31.23-Optimize Risk Responses
31.24-Embrace Adaptability and Resiliency
31.25-Enable Change to Achieve the Envisioned Future State
31.26-The Standard for Project Management (PMBOK7)
31.27-The Standard for Project Management (PMBOK7)
31.28-The Standard for Project Management (PMBOK7)
32.1-Structure of the PMBOK Guide
32.2-Relationship between Project Management Principles and Project Performance...
32.3-Changes to the PMBOK Guide
32.4-The Relationship to PMIStandards+
32.5-The Guide to the Project Management Body of Knowledge (PMBOK7)
33.1-Project Performance Domains
33.2-Stakeholder Performance Domain
33.3-Stakeholder Engagement
33.4-Interactions with Other Performance Domains
33.5-Checking Results
33.6-Team Performance Domain
33.7-Project Team Culture
33.8-High-performing Project Teams
33.9-Tailoring Leadership Styles
33.10-Team Performance Domain - Interactions and Results
33.11-Development Approach and Life Cycle Performance Domain
33.12-Development Approaches
33.13-Considerations for Selecting a Development Approach
33.14-Life Cycle and Phase Definitions
33.15-Aligning of Delivery Cadence, Development approach, and Life Cycle
33.16-Interactions and Outcomes
33.17-Planning Performance Domain
33.18-Planning Variables
33.19-Delivery
33.20-Estimating
33.21-Schedules
33.22-Budget
33.23-Project Team Composition and Structure
33.24-Communication
33.25-Physical Resources
33.26-Metrics
33.27-Alignment
33.28-Project Work Performance Domain
33.29-Project Processes
33.30-Balancing Competing Constraints
33.31-Maintaining Project Team Focus
33.32-Project Communications and Engagement
33.33-Managing Physical Resources
33.34-Working with Procurements
33.35-Monitoring New Work and Changes
33.36-Learning Throughout the Project
33.37-Interactions and Results
33.38-Delivery Performance Domain
33.39-Delivery of Value
33.40-Deliverables
33.41-Scope Definition
33.42-Moving Targets of Completion
33.43-Quality
33.44-Cost of Quality
33.45-Cost of Change
33.46-Suboptimal Outcomes
33.47-Interactions and Results
33.48-Measurement Performance Domain
33.49-Establishing Effective Measures
33.50-Effective Metrics
33.51-What to measure
33.52-Delivery
33.53-Baseline Performance
33.54-Resources
33.55-Business Value
33.56-Stakeholders
33.57-Forecasts
33.58-Presenting Information
33.59-Visual Controls
33.60-Measurement pitfalls
33.61-Troubleshooting Performance
33.62-Growing and Improving
33.63-Interactions and Results
33.64-Uncertainty Performance Domain
33.65-General Uncertainty
33.66-Ambiguity
33.67-Complexity
33.68-Volatility
33.69-Risk
33.70-Threats
33.71-Opportunities
33.72-Risk Review
33.73-Interactions and Results
33.74-Project Performance Domains (PMI-PMP) (PMBOK7)
34.1-Tailoring
34.2-Why Tailor?
34.3-Life Cycle and Development Approach Selection
34.4-Processes
34.5-Tools and Methods
34.6-The Tailoring Process
34.7-Select Initial Development Approach
34.8-Tailor for the Organisation
34.9-Tailor for the Project
34.10-Product_Deliverable
34.11-Project Team
34.12-Culture
34.13-Implement Ongoing Improvement
34.14-Tailoring the Performance Domains
34.15-Diagnostics
34.16-Tailoring Summary
34.17-Tailoring (PMI-PMP) (PMBOK7)
35.1-Models, Methods, and Artifacts
35.2-Commonly Used Models
35.3-Situational Leadership Models
35.4-Communication Models
35.5-Motivation Models
35.6-Hygiene and Motivational Factors
35.7-Intrinsic versus Extrinsic Motivation
35.8-Theory of Needs
35.9-Theory X, Theory Y, and Theory Z
35.10-Change Models
35.11-Managing Change in Organizations
35.12-ADKAR Model
35.13-The 8-Step Process for Leading Change
35.14-Virginia Satir Change Model
35.15-Transition Model
35.16-Complexity Models
35.17-Cynefin Framework
35.18-Stacey Matrix
35.19-Project Team Development Models
35.20-Tuckman Ladder
35.21-Drexler-Sibbet Team Performance Model
35.22-Conflict Model
35.23-Negotiation
35.24-Planning
35.25-Process Groups
35.26-Salience Model
35.27-Models Applied Across Performance Domains
35.28-Commonly Used Methods
35.29-Data Gathering and Analysis
35.30-Data Gathering and Analysis (1)
35.31-Data Gathering and Analysis (2)
35.32-Estimating
35.33-Meetings and Events
35.34-Other Methods
35.35-Methods Applied Across Performance Domains
35.36-Models, Methods, and Artifacts (PMI-PMP) (PMBOK7)
36.1-Definitions (A)
36.2-Definitions (B)
36.3-Definitions (C)
36.4-Definitions (D)
36.5-Definitions (E)
36.6-Definitions (F)
36.7-Definitions (G-H)
36.8-Definitions (I)
36.9-Definitions (K - L)
36.10-Definitions (N - O)
36.11-Definitions (P - Q)
36.12-Definitions (R)
36.13-Definitions (S)
36.14-Definitions 1 (T - U)
36.15-Definitions 2 (T - U)
36.16-Definitions (V - W)
36.17-Definitions (PMBOK7)
37.1-The Sponsor
37.2-The Sponsor's Role
37.3-Lack of Engagement
37.4-Sponsor Behaviors
37.5-The Sponsor - Conclusion
37.6-The Project Management Office - Intro
37.7-The PMO Value Proposition
37.8-Key PMO Capabilities
37.9-Evolving for Stronger Benefits Realization
37.10-Product - Intro
37.11-Global Market Shifts
37.12-Impact on Project Delivery Practices
37.13-Organizational Considerations for Product Management
37.14-Product - Summary
37.15-Research and Development for The Standard for Project Management
37.16-The Move to a Principle Based Standard
37.17-Research on the Standard for Project Management
37.18-Standard Development Process
37.19-Development and Review Teams
37.20-Content
37.21-Validating the Standard
37.22-Research and Development for The Standard for Project Management - Summary
37.23-Context and Research for The Standard for Project Management
38.1-The Project Management Professional (PMP) Certification
38.2-Exam Content Outline
38.3-Domains, Tasks and Enablers
38.4-Domain I People—42%
38.5-Domain II Process—50%
38.6-Domain III Business Environment—8%
38.7-PMP Eligibility Requirements
38.8-How to Record Your Experience & Education on the Application
38.9-PMP Certification Fees
38.10-PMP Examination Information
38.11-PMP Certification Requirements and Registration Process
38.12-PMI Certification Useful Links
39.1-Sample Exam Questions and Answers
39.2-Ready to ace the PMI-PMP Exam?
39.3-Takeaways, Practical Applications and Endorsements
39.4-What's next?
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