1. Intro Modules
1.1 Introduction and PMP Exam overview
- Details about class format and structure
- Training expectations
- The PMI Application Process
- Identify exam preparation key methodologies
- The Exam
1.2 An introduction to the PMBOK® Guide
- Foundational elements of Project Management
- The relationship of Portfolios, Programs, Projects and Operational Management
- The Project Management Domains
1.3 Understanding the project environment
- Enterprise Environmental Factors
- Organizational Process Assets (OPAs)
- Types of Organizational Systems
- More about domains
1.4 The role of the project manager
- Defining the Project Manager
- Sphere of influence
- Competencies
- Relationship with other domains
2. Core Modules
2.1 Creating a high-performing team
A: BUILD A TEAM
Successful projects require teams to build the required business solution. You’ll benefit from understanding and applying the processes and practices required to build effective teams.
B: DEFINE TEAM GROUND RULES
In order for the team to perform effectively, they need to collectively define project ground rules based on context, such as organizational rules and team dynamics.
C: NEGOTIATE PROJECT AGREEMENTS
How to facilitate negotiations to reach an agreement about the project objectives.
D: EMPOWER TEAM MEMBERS & STAKEHOLDERS
How to identify and organize around team strengths, and set up systems to ensure the teams are accountable for their tasks.
E: TRAIN TEAM MEMBERS & STAKEHOLDERS
Team members may need to be trained in different aspects of the project, the customer environment, and the solution approach. Users, customers and other stakeholders will require training and other knowledge transfer to ensure successful onboarding of the solution.
F: ENGAGE & SUPPORT VIRTUAL TEAMS
Modern projects almost without fail create the need to work with and manage virtual teams. Effectively engaging with and supporting your virtual teams will increase your value to the project.
G: BUILD SHARED UNDERSTANDING ABOUT A PROJECT
How to ensure that a team reach consensus and support the outcome of the parties’ agreement.
2.2 Starting the project
A: DETERMINE APPROPRIATE METHODOLOGY/METHODS & PRACTICES
Knowledge and understanding of best practices is one part of the equation. Determining and applying the most appropriate methodology and practices to your project is another part.
B: PLAN & MANAGE SCOPE
What must be done, guiding them, ensuring the work is done, and setting criteria as to what “done” is, so it can be properly validated are all elements the team must plan for and manage throughout the project.
C: PLAN & MANAGE BUDGET & RESOURCES
Without proper management of project costs, expenses can get out of control quickly. You must be prepared to make adjustments and apply the correct costs to resources, activities and services that align with your budget.
D: PLAN & MANAGE SCHEDULE
The project schedule in its most basic form is a representation of how long a project takes to complete. It includes the activities that will be performed to execute the scope, the duration of each activity, and how the activities are related to each other.
E: PLAN & MANAGE QUALITY OF PRODUCTS & DELIVERABLES
The quality level and it's expectations, how the project’s quality is to be measured, how it will be aligned to the objective, and how the quality is to be tracked and reported are a few aspects of managing this key attribute.
F: INTEGRATE PROJECT PLANNING ACTIVITIES
How to integrate plans and components to ensure coordinated and efficient progress.
G: PLAN & MANAGE PROCUREMENT
Procuring products and services from external suppliers requires identifying suppliers, obtaining bids or proposals from them, and awarding contracts based on their evaluation. All procurements for the project must be done within the specified parameters of time, cost, and quality to ensure that the project meets the stakeholders’ requirements.
H: ESTABLISH PROJECT GOVERNANCE STRUCTURE
The strategic direction provides the purpose, expectations, goals and actions to guide business pursuits and is aligned with business objectives. Project management activities should be aligned with business direction to increase project success.
I: PLAN & MANAGE PROJECT/PHASE CLOSURE
Because a project is a unique, one-time activity, the formal project closing is essential.
2.3 Doing the work
A: ASSESS & MANAGE RISKS
Robust risk management not only helps you anticipate and mitigate problems, but also provides you with specific actions to take for responding to potential risks.
B: EXECUTE PROJECT TO DELIVER BUSINESS VALUE
Project managers must execute the project in the most appropriate manner to balance the urgency to realize the value with the abilities of the team based on quality expectations.
C: MANAGE COMMUNICATIONS
Project managers spend approximately 90 percent of their time communicating. It is imperative that communicating clearly and completely should be a high priority.
D: ENGAGE STAKEHOLDERS
It is in every project manager's best interest to keep project stakeholders interested in the project and the outcomes.
E: CREATE PROJECT ARTIFACTS
Everyone knows that projects create deliverables. Projects also create artifacts throughout their life cycle.
F: MANAGE PROJECT CHANGES
Throughout the life of a project, there will be changes in the project that can turn risky if not handled at the right time.
G: MANAGE PROJECT ISSUES
Projects do not always go smoothly, and situations can arise which have the potential to affect the scope, schedule or cost.
H: ENSURE KNOWLEDGE TRANSFER FOR PROJECT CONTINUITY
It is important for team members to obtain the right knowledge at the time when they need it to do their job.
2.4 Keeping the team on track
A: LEAD A TEAM
The appropriate leadership style depends on the situation, project, stakeholders, your skills and many other factors. A project manager must be astute in various leadership styles to apply the most suitable technique.
B: SUPPORT TEAM PERFORMANCE
There are many ways to support your team efforts and encourage high performance.
C: ADDRESS & REMOVE IMPEDIMENTS, OBSTACLES & BLOCKERS
Any actions a project manager can take to address and remove the conditions or causes restricting the team’s productivity helps the team and the project produce value.
D: MANAGE CONFLICT
Conflict can be a positive benefit to the project and its outcomes, if managed and cultivated properly.
E: COLLABORATE WITH STAKEHOLDERS
The more collaboration and alignment, the better ability for the project to deliver value and progress towards those ends working with people.
F: MENTOR RELEVANT STAKEHOLDERS
There are plenty of opportunities to share your knowledge and experience with others.
G: APPLY EMOTIONAL INTELLIGENCE TO PROMOTE TEAM PERFORMANCE
Being able to read social cues, interact, and sense what people are thinking, feeling and projecting are powerful aspects of working with people.
2.5 Keeping the business in mind
A: MANAGE COMPLIANCE REQUIREMENTS
Maintain visibility into compliance requirements and to ensure that they are effectively managed.
B: EVALUATE & DELIVER PROJECT BENEFITS & VALUE
The project manager is responsible for delivering what stakeholders expect. Keeping an eye on the project’s benefits and value will help ensure ultimate project success.
C: EVALUATE & ADDRESS INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT CHANGES
Changes that may impact the project value and desired scope/backlog.
D: SUPPORT ORGANIZATIONAL CHANGE
Project management takes place in an environment that is broader than that of the project itself, and an organization’s culture, style, and structure influence how projects are performed.
E: EMPLOY CONTINUOUS PROCESS IMPROVEMENT
Project managers should continuously improve the processes they use to complete their project deliverables and meet the expectations of their shareholders.
3. Closing Modules
3.1 Code of ethics and professional conduct
3.2 Course review areas
- General review
- Before you take the Exam
- Formulas & trick to know for the Exam
- Common Project Management errors and pitfalls
The exam is NOT included in this training course. Our training is designed to get you 100% ready for your exam. The exam will have to take place at a PMI official test center. More information about taking the exam can be found on www.pmi.org.
