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The PMP® certification is the number one globally recognized credential for project managers, opening the door to better job opportunities and higher salaries. Prepare to ace the PMP® exam, become a top rated project management professional and advance your career with this online course.
This course features the most up-to-date content aligned to the current PMBOK® Guide, Sixth Edition and new PMP exam released on 26 March, 2018.
- 47 practical tutorials.
- Recognize the requirements and application process for the PMP® certification.
- Recognize the context and constraints of project management and project leadership.
- Identify the five process groups and the process within each group.
- Identify the ten knowledge areas and the processes with each area.
- Identify the inputs, outputs, tools and techniques of each project management process.
- Demonstrate how to calculate critical path and float.
- Demonstrate how to calculate earned value metrics and ratios.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017.
- Earn the required 35 contact hours or PDUs to put towards certification with PMI.
We have a range of project management courses to suit your needs. If you’re looking for an introductory course, try our Basics or Team Members courses. If you’re looking for something more in-depth, try our courses for Business Professionals, Engineers or Experts.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
Estimated study time
35h 30min for all materials
Accreditations and approvals
PMI and PMP® Prep
Project Management Credentials
Project management credentials are used to ensure that individuals have the knowledge, background and skills needed to be able to perform project management functions.
The PMP® Application process can be time consuming. It is important to understand what is required so that you do not have to resubmit.
The PMP® examination is a serious and difficult element of earning the PMP® credential. The 200 question, proctored exam must be completed within four hours.
PMI® Code of Conduct
The PMI® Code of Ethics and Professional Conduct sets a standard for the profession of project management of what is right and honourable to do.
PMP® Exam Content Outline
The PMP® Exam Content Outline is a PMI document that provides lists of the domains, tasks, and skills that are tested on the PMP® Exam.
PMBOK® Guide Organization
The PMBOK® Guide is the reference document upon which much of the PMP® exam is based. The PMBOK® Guide contains a description of project management processes, tools, checklists, and templates.
PMBOK® Guide Processes
The PMBOK® Guide has organized project management into 49 processes that are goruped in 5 process groups and 10 knowledge areas.
Project Management Standard
A portion of the PMBOK® Guide is a standard for project management recognized by the American National Standards Institute (ANSI). That portion is Part 2 of the document, The Standard for Management of a Project.
PMBOK® Guide Glossary
The PMBOK® Guide Glossary provides hundreds of definitions of terms and acronyms used throughout project management and the PMBOK® Guide.
PMBOK® Guide Context
Project Management Foundations
Projects, programs and portfolios are terms that describe an increasing complexity of project related work. Project management addresses how to manage a single unique project not necessarily programs or portfolios.
Project and Operational Activities
Operational activities manage and operate the business processes. Projects interact with operational activities by creating and changing operational processes, products, and services.
The Project Lifecycle
The project life cycle provides a general overview of the phases that a project goes through. The lifecycle for a traditional project is quite different than that for an Adaptive project.
The project manager leads the project team. They orchestrate the project activities to achieve the project goal. This requires the application of leadership skills, technical knowledge or project management skills, and business and strategic skills.
Project Teams and Team Leadership
Project manager's role and authority is based in part upon the team structure and team leadership requirements.
PMO and Project Governance
The project management office (PMO) is the organizational response for managing the business process of project management. PMO's are normally responsible for project governance.
Project Benefits and Metrics
Projects have a purpose and that purpose is to provide a benefit for the organization. Benefits may be financial, but can also take on other attributes. The metrics of project success should reflect the desired organizational benefits.
Project Management Plan and Project Documents
There are two fundamental categories of artifacts that are created by project management processes in order to aid the project team with the management of the project. One is the project management plan, an integration of management plans from the knowledge areas. The second is a family of logs, registers, reports, and other artifacts collectively known as project documents.
Organizational Process Assets and Environmental Factors
Organizational process assets are the business systems, processes and procedures that are used while managing the project. Enterprise Environmental factors are the constraints and impacts that the business and industry places on the project.
PMBOK® Guide Processes and Process Groups
Project Initiation Process Group
The two initiating project management processes define the boundaries of the project and authorize the project manager to start work.
Project Planning Process Group – Part 1
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 1.
Project Planning Process Group – Part 2
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 2.
Project Planning Process Group – Part 3
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 3.
Project Planning Process Group – Part 4
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 4.
Project Planning Process Group – Part 5
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 5.
Project Planning Process Group – Part 6
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 6.
Project Execution Process Group – Part 1
The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. Part 1.
Project Execution Process Group – Part 2
The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. Part 2.
Project Execution Process Group – Part 3
The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. Part 3.
Monitoring and Controlling Process Group – Part 1
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are twelve monitoring and controlling processes. Part 1.
Monitoring and Controlling Process Group – Part 2
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are twelve monitoring and controlling processes. Part 2.
Monitoring and Controlling Process Group – Part 3
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are twelve monitoring and controlling processes. Part 3.
Closing Process Group
The Closing process shuts down a project; either because it has completed or because it has been aborted. There is one closing process.
PMBOK® Guide Knowledge Areas
Project Integration Management
Integrating processes span the other knowledge areas and provide overall project management direction.
Project Scope Management
The project scope is the sum of all the work that must be done on the project. Scope management is focused on defining and controlling what must be done on the project and what does not need to be done.
Project Time Management
Time management processes create and manage the project schedule of activities and milestones.
Project Cost Management
Project Cost Management processes are used to manage and control costs on projects.
Project Quality Management
The Project Quality Management processes are used to implement an organization’s quality management system within a project.
Project Resource Management
The Resource Management processes provide guidance for managing the project team and the management and deployment of physical resources to support the project activities.
Project Communication Management
Communication is at the heart of project management. These processes provide guidance on project communication.
Project Risk Management
Risk management processes guide the project manager and project team in the identification, analysis, response and control of risk.
Project Procurement Management
The Project Procurement Management processes address the contractual issues associated with any purchases made by the project and if the project is done under contract for a customer, these processes address those items also.
Project Stakeholder Management
Project Stakeholder Management is concerned with communicating with project stakeholders in order to understand and meet their needs.
PMBOK® Guide Analytical Topics Registers
Critical Path Calculations
Critical Path calculations are used to determine the critical path within a project.
Leads, Lags and Float
Project schedules are often modified to implement risk response plans. Leads, lags, float and levelling are used to understand and manage elements of project risk.
Expected Monetary Value and Decision Trees
The Expected Monetary Value (EMV) and Decision Trees are two quantitative risk analysis techniques that when paired can be used to select an optimum project approach.
Earned Value Analysis Planning and Tracking
The Earned Value Analysis technique integrates scope, schedule and budget attributes into a set of measurements that can be used for tracking project performance.
Earned Value Management: Variance Analysis and Forecasting
Project teams are often asked to provide a forecast for final project cost. Earned Value Management provides indices that support creating the project forecast.