PMP Certification Training

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.

The PMBOK^® Guide has organized project management into 49 processes that are goruped in 5 process groups and 10 knowledge areas.

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.

The PMBOK^® Guide Glossary provides hundreds of definitions of terms and acronyms used throughout project management and the PMBOK^® Guide.   

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.

Operational activities manage and operate the business processes.  Projects interact with operational activities by creating and changing operational processes, products, and services.

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 manager's role and authority is based in part upon the team structure and team leadership requirements.

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.

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.

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 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.

The two initiating project management processes define the boundaries of the project and authorize the project manager to start work.

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.

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.

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.

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.

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.

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.

The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. 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 2.

The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. 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 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 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 3.

The Closing process shuts down a project; either because it has completed or because it has been aborted.  There is one closing process.

Integrating processes span the other knowledge areas and provide overall project management direction.

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.

Time management processes create and manage the project schedule of activities and milestones.

Project Cost Management processes are used to manage and control costs on projects. 

The Project Quality Management processes are used to implement an organization’s quality management system within a project.

The Resource Management processes provide guidance for managing the project team and the management and deployment of physical resources to support the project activities.

Communication is at the heart of project management.  These processes provide guidance on project communication.

Risk management processes guide the project manager and project team in the identification, analysis, response and control of risk.

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 is concerned with communicating with project stakeholders in order to understand and meet their needs.

Critical Path calculations are used to determine the critical path within a project.

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.

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.

The Earned Value Analysis technique integrates scope, schedule and budget attributes into a set of measurements that can be used for tracking project performance.

Project teams are often asked to provide a forecast for final project cost.  Earned Value Management provides indices that support creating the project forecast.