Module 1: Introducing Project Management

Code of Ethics and Professional Conduct

Defining What a Project Is—and Is Not

Projects Create Unique Products, Services, or Results

Projects Are Temporary

Projects Change Things and Environments

Projects Create Business Value

Consider the Project Initiation Context

Defining Project Management

Tailoring the Project Process

Examining Related Areas of Project Management

Exploring Program Management

Consider Project Portfolio Management

Implementing Subprojects

Projects vs. Operations

Projects and Business Value

Revving Through the Project Life Cycle

Working with a Project Life Cycle

Project Phase Deliverables

Defining Project Management Data and Information

Understanding Data and Information

Reviewing a Project Business Case

Creating a Project Benefits Management Plan

PMP Project Management Professional Study Guide

Certification Summary



Module 2: Managing Projects in Different Environments

Utilizing Enterprise Environmental Factors

Reviewing Internal Enterprise Environmental Factors

Reviewing External Enterprise Environmental Factors

Leveraging Organizational Process Assets

Recognizing Common Organizational Process Assets

Utilizing Organizational Knowledge Repositories

Working with Organizational Systems

Examine Organizational Governance Frameworks

Consider Portfolio, Programs, and Project Governance

Relying on General Management Skills

Considering Organizational Culture

Completing Projects in Different Organizational Structures

Working in an Organic, or a Simple, Structure

Managing Projects in Functional Organizations

Dealing with Multidivisional Structures

Managing in Matrix Structures

Serving in a Virtual Organization

Managing Projects in Hybrid Organizations

Operating Under Project Management Offices

Certification Summary


Module 3: Serving as a Project Manager

Defining the Project Management Role

Leading the Project Team

Communicating Project Information

Negotiating Project Terms and Conditions

Active Problem Solving

Exploring the Project Manager Influence

Influencing the Project

Influencing the Organization

Managing Social, Economic,and Environmental Project Influences

Considering International Influences

Reviewing Cultural and Industry Influences

Building the Project Management Competencies

Considering Your Skills and Competencies

Exploring the PMI Talent Triangle

Recognizing Politics in Project Management

Leading and Managing the Project

Exploring Leadership Styles

Applying a Leadership Personality

Performing Project Integration

Certification Summary


Part II

PMP Exam Essentials: Knowledge Areas


Module 4: Implementing Project Integration Management

Exploring Project Integration Management

Considering Trends for Project Integration Management

Tailoring Project Integration Management

Considering Project Integration Management

in Agile Environments

Developing the Project Charter

Creating the Project Charter

Examining Benefit Measurement Methods

Examining Constrained Optimization Methods

Developing the Project Management Plan

Understanding the Project Plan’s Purpose

Preparing to Develop the Project Plan

Applying Tools and Techniques for

Project Plan Development

Examining the Typical Project Plan

PMP Project Management Professional Study Guide

Directing and Managing the Project Work

Applying Corrective Action

Considering Preventive Actions

Managing Defect Repair

Managing Change Requests

Implementing Tools and Techniques for Project Execution

Examining the Outputs of Project Plan Execution

Managing Project Knowledge

Preparing to Manage Knowledge

Reviewing Knowledge Management Tools and Techniques

Reviewing the Results of Knowledge Management

Monitoring and Controlling the Project Work

Preparing for Monitoring and Controlling Processes

Creating Work Performance Information

Reviewing the Final Inputs for Monitoring and Controlling

Using Monitoring and Controlling Tools and Techniques

Examining the Results of Project Work

Performing Integrated Change Control

Implementing Tools and Techniques

for Integrated Change Control

Deciding on Project Changes

Revisiting Planning Processes

Evaluating the Outputs of Integrated Change Control

Closing the Project or Phase

Preparing to Close the Project or Phase

Closing the Project or Phase

Reviewing the Results of Project Closure


Module 5: Managing the Project Scope

Exploring Project Scope Management

Tailoring Project Scope Management

Planning Project Scope Management

Project Scope vs. Product Scope

Creating the Scope Management Plan

Using Scope Planning Tools and Techniques Creating the Scope Management Plan

Collecting and Eliciting Requirements

Interview the Stakeholders

Leading a Focus Group

Relying on Surveys

Leveraging Data Analysis

Making Group Decisions on Requirements

Using Group Decisions

Hosting a Requirements Workshop

Utilizing a Context Diagram

Creating Prototypes

Observing Stakeholders

Benchmarking the Requirements

Managing the Requirements

Defining the Project Scope

Examining the Inputs to Scope Definition Consulting with Experts

Finding Alternatives

Facilitating Meetings and Workshops

Using Product Analysis

Examining the Project Scope Statement

Reviewing the Project Document Updates

Creating the Work Breakdown Structure

Using a Work Breakdown Structure Template

Decomposing the Project Deliverables

Defining the Scope Baseline

Validating the Scope

Examining the Inputs to Scope Validation

Inspecting the Project Work

Formally Accepting the Project Deliverables

Controlling the Scope

Examining the Inputs to Scope Control

Considering the Results of Controlling Scope

Certification Summary

PMP Project Management Professional Study Guide


Module 6: Introducing Project Schedule Management

Exploring Project Schedule Management

Tailoring Project Schedule Management

Considerations for Agile and Adaptive Environments

Creating the Schedule Management Plan

Building the Schedule Management Plan

Exploring the Schedule Management Plan

Defining the Activities

Getting to Work: Defining the Activities

Relying on Templates

Decomposing the Project Work Packages Using Rolling Wave Planning

Using Planning Components

Compiling the Activity List

Documenting the Activity Attributes

Finalizing Activity Definition

Sequencing Activities

Considering the Inputs to Activity Sequencing

Creating Network Diagrams

Using the Precedence Diagramming Method

Determining the Activity Dependencies

Considering Leads and Lags

Utilizing Network Templates

Estimating Activity Durations

Considering the Activity Duration Estimates Inputs

Estimating the Project Work Considerations

Considering Resource Availability

Considering the Calendars

Creating a Resource Breakdown Structure

Updating the Activity List

Applying Expert Judgment

Creating an Analogy

Examining the Sequencing Outputs Using a Project Network Diagram Updating the Project Documents

Applying Parametric Estimates

Creating a Three-Point Estimate

Creating a Bottom-Up Estimate

Using the Delphi Technique

Using the Fist-to-Five Approach

Factoring in Reserve Time

Evaluating the Estimates

Developing the Schedule

Revisiting the Project Network Diagram

Relying on Activity Duration Estimates

Evaluating the Project Constraints

Reevaluating the Assumptions

Evaluating the Risk Management Register

Examining the Activity Attributes

Defining the Project Timeline

Performing Schedule Network Analysis

Calculating Float in a PND

Encountering Scheduling on the PMP Exam

Optimizing Resource Utilization

Applying Duration Compression

Using a Project Simulation

Using Project Management Software

Relying on a Project Coding Structure

Examining the Project Schedule

Utilizing the Schedule Management Plan

Updating the Resource Requirements

Planning the Schedule in Agile Environments

Reviewing the Results of Developing the Schedule

Controlling the Schedule

Managing the Inputs to Schedule Control

Measuring Project Performance

Examining the Schedule Variance

Updating the Project Schedule

Applying Corrective Action

Writing the Lessons Learned


Module 7: Introducing Project Cost Management

Exploring Project Cost Management

Tailoring the Project Cost Management Approach

PMP Project Management Professional Study Guide

Planning the Project Costs

Considering the Cost Planning Inputs

Creating the Cost Management Plan

Estimating the Project Costs

Considering the Cost Estimating Inputs

Estimating Project Costs

Using Analogous Estimating

Using Parametric Estimating

Using Bottom-Up Estimating

Creating a Three-Point Cost Estimate

Analyzing Data for Cost Estimating

Using Computer Software

Making Decisions in Cost Estimating

Analyzing Cost Estimating Results

Refining the Cost Estimates

Considering the Supporting Detail

Creating a Project Budget

Developing the Project Budget

Creating the Cost Baseline

Establishing Project Funding Requirements

Implementing Cost Control

Considering Cost Control Inputs

Managing Changes to Costs

Measuring Project Performance

Finding the Variances

Calculating the Cost Performance Index

Finding the Schedule Performance Index

Preparing for the Estimate at Completion

Calculating the To-Complete Performance Index

Finding the Estimate to Complete

Finding the Variance at Completion

The Five EVM Formula Rules

Additional Planning

Using Computers

Considering the Cost Control Results

Creating Change Requests

Updating Lessons Learned



Module 8: Introducing Project Quality Management

Looking at the Big Quality Picture

Accepting the Quality Management Approach

Quality vs. Grade

Implementing Quality Project Management Tailoring Quality in Project Management Considering Quality in Agile Environments

Preparing for Quality

Determining the Quality Policy

Reviewing the Scope Baseline

Consider Schedule and Costs

Reviewing the Standards and Regulations

Planning for Quality Management

Applying Benchmarking Practices

Brainstorming and Interviews

Using a Benefit/Cost Analysis

Considering the Cost of Quality

Utilizing Multicriteria Decision Analysis Tools

Representing Data in Quality Management Planning

Planning for Testing and Inspection

Creating the Quality Management Plan

Identifying the Quality Metrics

Managing Quality

Preparing to Manage Quality

Managing Quality for a Project

Completing a Quality Audit

Utilizing the Design for X Approach

Implementing Problem-Solving Techniques

Reviewing the Results of Managing Quality

Implementing Control Quality

Preparing for Quality Control

Inspecting Results

Data Representation Tools Creating a Control Chart Creating Pareto Diagrams

PMP Project Management Professional Study Guide

Creating a Histogram

Creating a Run Chart

Creating a Scatter Diagram

Completing a Statistical Sampling

Revisiting Flowcharting

Applying Trend Analysis

The Results of Quality Control

Certification Summary


Module 9: Introducing Project Resource Management

Exploring Project Resource Management

Reviewing Project Resource Management Foundations

Exploring Trends in Managing Resources

Preparing for Resource Planning

Identifying the Resource Requirements

Completing Organizational Planning

Charting the Project Resources

Creating the Role and Responsibility Assignments

Relying on Templates

Applying Resource Practices

Relating to Organizational Theories

Creating a Resource Management Plan

Creating a Team Charter

Estimating Project Activity Resources

Preparing to Estimate Activity Resources

Estimating the Resources for Activities

Reviewing the Results of Estimating Activity Resources

Acquiring the Project Resources

Preparing to Acquire Project Resources

Acquiring the Resources

Negotiating for Resources

Recruiting Project Team Members

Working with Preassigned Staff

Acquiring Human Resources

Working with Virtual Teams

Reviewing the Outputs of Acquiring Resources

Developing the Project Team

Preparing to Develop the Project Team

Dealing with Team Locales

Creating Team-Building Activities

Naturally Developing Project Teams

Relying on General Management Skills

Rewarding the Project Team

Training the Project Team

Completing Project Performance Appraisals

Examining the Results of Team Development

Managing the Project Team

Dealing with Team Disagreements

Controlling Resources

Preparing to Control Resources

Reviewing the Tools and Techniques to Control Resources

Reviewing the Results of Controlling Resources

Certification Summary


Module 10: Introducing Project Communications Management

Communicating in Projects

Consider Communication Activities

Tailoring Communications in Project Management

Communicating in Agile Environments

Planning Communications

Considering the Project Management Plan and Charter

Leveraging Enterprise Environmental Factors

Identifying Communication Requirements

Exploring Communication Technologies

Examining Communication Skills

Creating Successful Communications

Creating the Communications Management Plan

Managing Project Communications

Exploring Communication Technology and Methods

Distributing Information

Examining the Results of Communication Management

Monitoring Project Communications

Preparing for Communications Monitoring

Reviewing the Monitoring Communications

Tools and Techniques

Reporting Project Performance

Reviewing Project Performance

Completing Trend Analysis

Examining the Results of Performance Reporting

Certification Summary


Module 11: Introducing Project Risk Management

Building a Strong Risk Understanding

Reviewing Project Risk Considerations

Tailoring Risk Management in Projects

Planning for Risk Management

Examining Stakeholder Tolerance

Relying on Risk Management Policies

Creating the Risk Management Plan

Examining the Risk Management Plan

Creating Risk Categories

Using a Risk Management Plan Template

Identifying Risks

Preparing for Risk Identification

Identifying the Project Risks

Reviewing Project Documents

Testing the Assumptions

Brainstorming the Project

Using Checklists

Identifying Risks Through Interviews

Analyzing SWOT

Utilizing Diagramming Techniques

Using Prompt Lists

Creating a Risk Register

Creating a Risk Report Using Qualitative Risk Analysis

Preparing for Qualitative Risk Analysis

Completing Qualitative Analysis

Applying Probability and Impact

Creating a Probability-Impact Matrix

Building a Hierarchical Chart

Examining the Results of Qualitative Risk Analysis

Preparing for Quantitative Risk Analysis

Considering the Inputs for Quantitative Analysis

Interviewing Stakeholders and Experts

Applying Sensitivity Analysis

Finding the Expected Monetary Value

Using a Decision Tree

Using a Project Simulation

Examining the Results of Quantitative Risk Analysis

Planning for Risk Responses

Preparing for Risk Response

Creating Risk Responses

Escalating the Risk Event

Avoiding the Negative Risk and Threats

Transferring the Negative Risk

Mitigating the Negative Risk

Managing the Positive Risks and Opportunities

Accepting a Risk

Creating a Project Contingency Response

Examining the Results of Risk Response Planning

Working with Residual Risks

Accounting for Secondary Risks

Creating Contracts for Risk Response

Justifying Risk Reduction

Updating the Project Plan

Implementing Risk Responses

Preparing to Implement Risk Responses i

Reviewing the Tools and Techniques

for Implementing Risk Responses

Examining the Results of Implementing Risk Responses

Monitoring Risks

Preparing for Risk Monitoring

Completing Risk Monitoring

Completing Risk Response Audits

Completing Periodic Risk Reviews

Using Earned Value Analysis

Measuring Technical Performance

Completing Additional Risk Planning

Examining the Results of Risk Monitoring

Certification Summary


Module 12: Introducing Project Procurement Management

Building the Project Procurement Foundation

Considering Procurement Practices for Projects

Tailoring the Procurement Processes

Planning for Purchases

Evaluating the Market Conditions

Referring to the Scope Baseline

Relying on the Project Management Plan

Teaming with Other Organizations

Planning for the Project Requirements

Completing Procurement Planning

Determining to Make or Buy

Using Expert Judgment

Determining the Contract Type

Summary of Contract Types

Using the Statement of Work

Determining the Source Selection Criteria

Reviewing the Procurement Management Plan

Creating the Procurement Documents

Conducting Procurements

Procuring Goods and Services

Examining the Results of Contracting

Selecting the Seller

Preparing for Source Selection

Completing the Seller Selection Process

Examining the Results of Conducting Procurement

Controlling Procurements

Preparing for Contract Administration

Completing Contract Administration

Inspecting and Auditing the Procurement Process

Reviewing the Results of Procurement Control

Certification Summary


Module 13: Introducing Project Stakeholder Management

Building a Strong Stakeholder Management Foundation

Leading Stakeholder Management

Tailoring the Stakeholder Management Processes

Identifying the Project Stakeholders

Preparing for Stakeholder Identification

Performing Stakeholder Identification

Visualizing Stakeholder Influence

Reviewing the Results of Stakeholder Identification

Planning for Stakeholder Management

Organizing the Planning

Analyzing Stakeholder Engagement

Building the Stakeholder Management Plan

Managing Stakeholder Engagement

Engaging Stakeholders

Examining Results of Stakeholder Engagement

Monitoring Stakeholder Engagement

Taking Action for Stakeholder Engagement

Completing Stakeholder Engagement Monitoring

Reviewing the Results of Monitoring

Stakeholder Engagement



Module 14: The PMI Code of Ethics and Professional Conduct

Responsibilities to the Profession

Complying with Rules and Policies

Applying Honesty to the Profession

Advancing the Profession

Responsibilities to the Customer and to the Public

Enforcing Project Management Truth and Honesty

Eliminating Inappropriate Actions

Respecting Others

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