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