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PMP Certification Training



Lessons

Project management credentials are used to ensure that individuals have the 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.

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. 

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.

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 47 processes. 

A portion of the PMBOK® Guide is a standard for project management.  That portion is the Annex A1, The Standard for Project 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 project manager leads the project team.  Their role and level of authority will vary depending upon the project organizational structure.

Projects managers must apply appropriate interpersonal skills to be effective. 

Most projects are conducted by a project team.  There are many structures for forming a project team within an organization.

Most projects are complex with multiple stakeholders, the five process groups, ten knowledge areas, the forty-seven processes and the many project management deliverables all interacting with each other. 

The Project Management Office (PMO) is the organizational response to project management.  The PMO manages the process of project management.

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 eight project management executing processes. Part 1.

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

The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed.  There are eleven 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 eleven 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 eleven monitoring and controlling processes. Part 3.

The Closing processes shut down a project; either because it has completed or because it has been aborted.  There are two closing processes.

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 span create and manage the project schedule.

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 Human Resources Management processes provide guidance for managing the project team including the core team, extended team and any project staff.

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.

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PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.