PMP Certification Training

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Overview

Prepare to ace the PMP® exam, become a top rated project management professional and advance your career with this PMP® course online.

The PMP® certification is the number one globally recognized credential for project managers, opening the door to better job opportunities and higher salaries. Research has shown that PMP® certification holders earn 20% more on average than non-certified project managers. In addition to the monetary benefits, those who are certified are more likely to be hired, run more efficient projects, and train others better.

This PMP® course online features the most up-to-date content aligned to the current PMBOK® Guide, Sixth Edition and new PMP® exam released on 26 March, 2018.

Highlights:

  • 47 practical tutorials.
  • Recognize the PMP® certification requirements and application process.
  • 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 35.5 contact hours or PDUs to put towards certification with PMI.

Who is this PMP® course online for:

  • People who have some experience managing projects who want to prepare for the PMP® exam
  • Project managers who want to take the next step in their careers by getting certified with PMI
  • People who want to earn the required 35 contact hours for PMI through on-demand online training
  • Existing PMI certification holders who want to earn PDUs to maintain their certification
  • People who want the assurance of learning from a Registered Education Provider (R.E.P) with PMI

For more information on how to get your PMP® certification online, including eligibility criteria, certification cost, and process, check out our handy step by step PMP® certification guide

Pre-requisites:

This course focuses on preparing you to pass the PMP® exam. It assumes you already have knowledge of the basic project management tools and techniques, and some experience managing projects.

If you need a refresher, we recommend taking the Project Management for Experts course first, to give you a complete overview of the tools, techniques, and principles outlined in the PMBOK® Guide.

About the instructor:

Ray Sheen is a Project Management Professional (PMP), a Scrum Master, and a Lean Six Sigma Black Belt. He is the esteemed author of the Harvard Business Review's Guide to Project Management, a veteran business leader, an engineer, and expert instructor. He has consulted for clients like General Electric, Tyco, and Johnson & Johnson.

Related training courses:

We have a range of project management courses to suit your needs. If you’re looking for project management courses for beginners, try our Basics or Team Members courses. If you’re after something intermediate, try our courses for Business Professionals, or Engineers.

Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.

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Summary

Skill level

Advanced

Certificate

Yes

Lessons

47

Accredited by

CPD

Pre-requisites

PM Experts

Video duration

4h 06m

Estimated study time

35h 30min for all materials


Accreditations and approvals

CPD - The CPD Certification Service. PMI - Project Management Institute

GoSkills has been reviewed and approved as a provider of project management training by the Project Management Institute(PMI)®.



Syllabus

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.

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PMP® Application

The PMP® Application process can be time consuming.  It is important to understand what is required so that you do not have to resubmit.


PMP® Exam

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

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.

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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.   

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.

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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.


Project Manager

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.

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.

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.

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.