Project Management Professional (PMP)

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1 Project Management Professional (PMP) Duration: 5 days Course Objectives: PMI s Project Management Professional (PMP) credential is the most important industry-recognized certification for project managers. Globally recognized and demanded, the PMP demonstrates that you have the experience, education and competency to lead and direct projects. This recognition is seen through increased marketability to employers and higher salary; according to the PMI Project Management Salary Survey Seventh Edition, certification positively impacts project manager salaries. Audience: The PMP recognizes demonstrated competence in leading and directing project teams. If you re an experienced project manager looking to solidify your skills, stand out to employers and maximize your earning potential, the PMP credential is the right choice for you. Prerequisites: To apply for the PMP, you need to have either: A secondary degree (high school diploma, associate s degree, or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education. OR A four-year degree (bachelor s degree or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education.

2 Course Outline Chapter 1: What Is a Project? Is It a Project? Projects versus Operations Stakeholders Project Characteristics What Is Project Management? Programs Portfolios Project Management Offices Skills Every Good Project Manager Needs Communication Skills Organizational and Planning Skills Budgeting Skills Conflict Management Skills Negotiation and Influencing Skills Leadership Skills Team-Building and Motivating Skills Understanding Organizational Structures Functional Organizations Projectized Organizations Matrix Organizations Understanding Project Life Cycles and Project Management Processes Project Phases and Project Life Cycles Project Management Process Groups Chapter 2: Creating the Project Charter Exploring the Project Management Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management Understanding How Projects Come About Needs and Demands

3 Feasibility Studies Selecting and Prioritizing Projects Using Project Selection Methods Kicking Off the Project Charter Project Statement of Work Business Case Enterprise Environmental Factors Organizational Process Assets Expert Judgment Tool and Technique Formalizing and Publishing the Project Charter Key Stakeholders Pulling the Project Charter Together Project Charter Sign-Off Identifying Stakeholders Identify Stakeholders Inputs Stakeholder Analysis Stakeholder Register and Strategy Introducing the Kitchen Heaven Project Case Study Chapter 3: Developing the Project Scope Statement Developing the Project Management Plan Developing Inputs Documenting the Project Management Plan Collecting Requirements Using the Tools and Techniques of Collect Requirements Documenting Requirements Documenting the Scope Management Plan Defining Scope Product Analysis Alternatives Identification Writing the Project Scope Statement Understanding the Scope Statement Components Approving and Publishing the Project Scope Statement Updating the Project Document Creating the Work Breakdown Structure Gathering the WBS Inputs Decomposing the Deliverables Constructing the WBS Creating WBS Process Outputs Understanding How This Applies to our Next Project

4 Chapter 4: Creating the Project Schedule Defining Activities Define Activities Process Inputs Tools and Techniques for Defining Activities Define Activities Outputs Understanding the Sequence Activities Process Sequence Activities Tools and Techniques Sequence Activities Outputs Estimating Activity Resource Estimate Activity Resources Inputs Estimating Activity Resources Tools and Techniques Estimate Activity Resources Outputs Estimating Activity Durations Estimate Activity Durations Inputs Estimate Activity Durations Tools and Techniques Estimate Activity Durations Outputs Developing the Project Schedule Develop Schedule Inputs Develop Schedule Tools and Techniques Scheduling Process Outputs Chapter 5: Developing the Project Budget Creating the Project Cost Management Plan Estimating Costs Estimate Costs Inputs Tools and Techniques to Estimate Costs Estimate Costs Process Outputs Establishing the Cost Budget Baseline Determine Budget Inputs Determine Budget Tools and Techniques Determine Budget Process Outputs Communicating the Plan Plan Communications Inputs Tools and Techniques for Plan Communications Communications Requirements Analysis Communications Technology Communications Models

5 Communications Method Communications Management Plan Chapter 6: Risk Planning Planning for Risks Planning Your Risk Management Plan Risk Management Inputs Tools and Techniques for Plan Risk Management Creating the Risk Management Plan Identifying Potential Risk Identify Risks Inputs Tools and Techniques for Identify Risks Identify Risks Outputs Analyzing Risks Using Qualitative Techniques Perform Qualitative Risk Analysis Inputs Tools and Techniques for Perform Qualitative Risk Analysis Ranking Risks in the Risk Register Quantifying Risk Tools and Techniques for Perform Quantitative Risk Analysis Perform Quantitative Risk Analysis Outputs Developing a Risk Response Plan Tools and Techniques for Plan Risk Responses Plan Risk Responses Outputs Chapter 7: Planning Project Resources Procurement Planning Plan Procurements Inputs Tools and Techniques for Plan Procurements Plan Procurements Outputs Developing the Human Resource Plan Develop Human Resource Plan Inputs Develop Human Resource Plan Tools and Techniques Develop Human Resource Plan Outputs

6 Quality Planning Plan Quality Inputs Tools and Techniques for Plan Quality Plan Quality Outputs Bringing It All Together Chapter 8: Developing the Project Team Executing the Project Plan Executing Inputs Tools and Techniques of Direct and Manage Project Execution Outputs of Direct and Manage Project Execution Acquiring the Project Team Tools and Techniques of Acquire Project Team Outputs of Acquire Project Team Developing the Project Team Tools and Techniques of Develop Project Team Outputs of Develop Project Team Managing Project Teams Tools and Techniques for Managing Teams Managing Project Team Outputs Chapter 9: Conducting Procurements and Sharing Information Conducting Procurements Conduct Procurements Tools and Techniques Conduct Procurements Outputs Laying Out Quality Assurance Procedures Inputs to Perform Quality Assurance Perform Quality Assurance Tools and Techniques Perform Quality Assurance Outputs Distributing Project Information Tools and Techniques of Distribute Information Output of Distribute Information Managing Stakeholder Expectations Manage Stakeholder Expectations Inputs

7 Tools and Techniques for Manage Stakeholder Expectations Manage Stakeholder Outputs Chapter 10: Measuring and Controlling Project Performance Monitoring and Controlling Project Work Monitor and Control Project Work Inputs Monitor and Control Project Work Outputs Administering Procurements Contracting Inputs Administering Procurements Tools and Techniques Managing Contract Outputs Establishing Performance Measurements Report Performance Inputs Report Performance Tools and Techniques Report Performance Outputs Managing Perform Integrated Change Control How Change Occurs Change Control Concerns Configuration Management Change Control System Perform Integrated Change Control Inputs, Tools and Techniques, and Outputs Chapter 11: Controlling Work Results Monitoring and Controlling Risk Monitor and Control Risks Inputs Monitor and Control Risks Tools and Techniques Monitor and Control Risks Outputs Managing Cost Changes Control Costs Inputs Control Costs Tools and Techniques Control Costs Outputs Monitoring and Controlling Schedule Changes Control Schedule Inputs Schedule and Control Tools and Techniques

8 Control Schedule Outputs Utilizing Perform Quality Control Techniques Perform Quality Control Inputs Perform Quality Control Tools and Techniques Perform Quality Control Outputs Verifying Project Scope Controlling Scope Control Scope Inputs Control Scope Tools and Techniques Control Scope Outputs 482 Chapter 12: Applying Professional Responsibility Formulating Project Closeout Characteristics of Closing Project Endings Closing Out the Project Close Project or Phase Inputs Close Project or Phase Tools and Techniques Close Project or Phase Outputs Closing Out the Procurements Close Procurements Inputs Close Procurements Tools and Techniques Close Procurements Outputs Celebrate! Releasing Project Team Members Balancing Stakeholders Interests at Project Close Competing Needs Dealing with Issues and Problems Balancing Constraints Professional Responsibility Responsibility Respect Fairness Honesty Role Delineation Study Applying Professional Knowledge Project Management Knowledge Education Providers Industry Knowledge

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