THIS IS A UDEMY FEATURED COURSE!
This course has been designed using a visually-rich format so you can learn the PMBOK 5 the way your brain actually works. not with a boring, lecture heavy approach that puts you to sleep!
STOP WASTING YOUR MONEY AND TIME! Other PMP courses charge BIG $ and give you a boring presentation full of bullet points, or an unprofessional video of someone recording themselves with their webcam. We are confident that you will enjoy and learn from this course and we stand behind our 30 day NO-HASSLE, MONEY BACK GUARANTEE!
YOU DON'T NEED TO SPEND HUNDREDS OF DOLLARS TO EARN 35 CONTACT HOURS and PDU's! In this course, we'll show you how to GET THEM FOR FREE! If other courses are not giving you this information, then they are ripping you off.
Have you taken a PMP course and found the instructor hard to understand? Unlike those other PMP courses, this course has been created and is instructed BY A PMI CERTIFIED PMP and native English Speaker. Unlike those other PMP courses,This course is updated EVERY WEEK with new content to maximize your user experience!
Don't be fooled by those other courses with all those "fake" reviews!
These are 5 Star reviews from REAL people:
"Well paced, informative and affordable..." -JT
"Concise, clear and complete..." -DT
"Excellent explanation of the PMBOK5..." -PB
"Excellent support from the course creator..." -YC
"Fun to watch, easy to follow..." -MW
" Interesante e informativo..." -MA
"Clearly explained with visual aids - excellent course!" -JH
"Great course! highly recommended..." -TMP
We strive to make this the most comprehensive Project Management course on Udemy. Unlike other courses, THIS COURSE IS UPDATED DAILY WITH NEW LEARNING MATERIAL! The PMBOK-5 can be confusing, but this VIDEO GUIDE TO THE PMBOK 5 will help you understand the concepts, theories, formulas and terminology YOU MUST KNOW to pass the PMP Exam on your first attempt!
We are available 24/7 to answer questions and are here to help you pass the PMP Exam on your first attempt.
"The Common-Sense Approach to Learning PMP Project Management" covers every process, knowledge area and all the ITTO's in the PMBOK-5. It's a comprehensive look at project management done the way the professionals do it. It's been designed as a common-sense approach for anyone who wants to learn how to:
-Learn proper and professional "Waterfall Methodology" Project Management
-Manage costs, time, risks and resources
-Manage teams and individuals
-Achieve personal and professional goals
-Complete successful projects
This course can also help you:
-Pass the PMP or CAPM exams and become a Certified Project Manager. If you hope to pass either of these exams, YOU MUST KNOW AND UNDERSTAND THE PMBOK GUIDE! There are no shortcuts!
If you are a PMP Certified Project Management Professional, this course can update your skills and knowledge-base with the new concepts and processes presented in the new 5th Edition of the PMBOK GUIDE.
From baking a cake to building a skyscraper, life is full of projects. Even life is like a project! The simplest task can become a big problem if not properly planned and executed.
Every day you start projects. They can be as simple as making a list when you go to a grocery store or planning and executing large-scale strategies to guide a business towards success.
All of the most successful people and professionals use Project Management in one way or another during their professional careers and while working towards their personal goals.
This course is an upbeat and fun approach to learning Project Management, but don't let that fool you, this course presents all the things you will need to know in order to manage large and small projects like a professional!
Beware of other courses that offer 10 or more PDU's/Contact Hours for free, but only offer 1 hour of content! This is a PMI Code of ethics violation! According to PMI, 1 hour of instruction is equal to 1 PDU. Enroll in them at your own risk!
-DON'T BE FOOLED by the FAKE reviews on those other courses!
- THIS IS AN ORIGINAL UDEMY FEATURED COURSE!
- THIS COURSE COVERS THE COMPLETE PMBOK-5
THE PMP® CERTIFICATION TRACK
What is a PMP?
Project Management Professional (PMP®) is a credential offered by the Project Management Institute (PMI®). It is globally recognized and currently there are 500,000+ active PMP certified individuals and 270 PMI chartered local chapters in 193 countries.
The PMP certification establishes a common terminology and framework among project managers. In order to earn the PMP credential, you must demonstrate your knowledge of the terminology, processes, tools and techniques as described within the Project Management Body of Knowledge (PMBOK®) framework.
Why should I get certified?
The PMP Certification is the most well-known and sought-after certification in both business and industry today. Project Management is a growing profession and the salaries for those who hold the certification continues to grow at a considerable rate.
According to the 7th Edition of PMI's Project Management Salary Survey, which polled over 30,000 Project Managers from 29 countries, the median salary for a Project Management Professional is $92,000.
In order to lead you in passing the PMP examination, this comprehensive course will explain in-depth:
-The Project Lifecycle
-The 5 Process Groups
-The 10 Knowledge Areas
-The 47 Processes
-The 620 Inputs, Outputs, Tools and Techniques (ITTOs)
-The Concepts and Formulas
As described in the Guide to the Project Management Body of Knowledge 5th Edition (PMBOK-5)
This course also has an Affinity Diagram Project that you can complete simultaneously as you progress through the course. The Affinity Diagram is a business tool used to organize ideas and data, and is one of the Seven Management and Planning Tools.
This is a tool which is commonly used within project management. It allows large numbers of ideas to be sorted into groups for review and analysis, based on their natural relationships.
What is in the PMP exam?
The PMP exam consists of 200 multiple choice questions written against the PMBOK specifications. The test-taker is only graded on their proficiency on 175 of the questions.
Twenty-five of the questions are 'sample' questions and are placed randomly throughout the exam. These sample questions are used to fine-tune the degree of difficulty and precision of the exam. They are not counted for-or-against the test-taker.
Many of the questions are situational, meaning you will be asked how you would respond and/or what Input, Tool & Technique and Output you would use, given a certain project management scenario.
Each exam is unique; the test is computer generated and each individual test is populated from a database of over a thousand questions.
Because of this, YOU MUST have a thorough understanding of the PMBOK 5. Simply reading online material and taking commercially available tests will hardly help you in attaining the PMP credential.
This course was created as a COMPANION to the PMBOK 5. It is designed so as you progress through the course, so will you progress through every chapter in the Project Management Body of Knowledge.
Think of it as your “Video guide through the PMBOK 5"
In this course, all 5 Processes Groups, 10 Knowledge Areas and 620 ITTO items (Inputs, Tools and Techniques, Outputs) are explained in simple-to-understand terms. In addition, this course is updated with glossary terms, questions, concepts and formulas from the PMBOK 5 every day in the discussion and announcement areas within the course module.
According to PMI, there are 5 Domains in the PMP exam framework. The percentage of each identifies the proportion a question from that domain should appear in exam:
1. Initiating the Project: 13%
2. Planning the Project: 24%
3. Executing the Project: 31%
4. Monitoring and Controlling the Project: 25%
5. Closing the Project: 7%
This course comprehensively covers each of the domains according to the PMBOK 5. Armed with this information, it is up to you to decide how much time you want invest in learning each domain.
How do I register for the PMP Exam?
In order to apply for the PMP examination you must meet certain education and experience eligibility requirements. For complete details regarding the PMP eligibility requirements, please view the PMP Handbook from PMI.
If you find you do not meet the PMP eligibility requirements, you may consider the Certified Associate in Project Management (CAPM) certification which can be a ladder-step towards the PMP Credential.
To apply for the exam, you must register and log into PMI's Online System to get started. Within this system, a printable application form is also available.
How long does a PMP certification last?
As part of PMI's Continuing Certification Requirements program, a PMP credential holder will need to earn 60 Personal Development Units (PDUs) during every three-year cycle.
Fortunately, PDUs can be earned in many ways, including E-learning, attending chapter meetings and seminars and SELF-DIRECTED LEARNING.
This course may also be submitted for PDUs once you have earned the PMP credential.
PMI will recognize activities that involve personally conducted research or study, including discussions and coaching sessions with colleagues or clients. Such activities should make use of informational materials like articles, books, and videos like the ones in this course. Within this course, we offer daily discussions that you may choose to join.
To learn more about PDUs, how to earn and claim them as well as step-by-step instructions on how to renew your certification, you can reference the PMP handbook found at the PMI .org website.
PMBOK® PMP® CAPM® and PMI® are Registered Trademarks of the Project Management Institute.
"It takes half of your life before you discover that life is a do-it-yourself project"
Welcome to the Common-Sense Approach to Learning Project Management!
This course contains 15 sections with lessons that align with the Project Management Institute’s ® 5th Edition of the Guide to the Project Management Body of Knowledge ®, published in July, 2013.
This instructional guide will offer you some tips, tools and techniques that you can use in your journey twards becoming a better Project Manager, or even a Certified PMP® or CAPM®.
To download, simply click on the download button.
“Of all the things I’ve done, the most vital is coordinating the talents of those who work for us and pointing them towards a certain goal”
A project is a way of organizing resources, by bringing together a group of individuals, to perform different tasks on a common set of objectives, for a defined period of time.
In order to be successful, a project needs not just a project manager, but a leader who can define the work objectives, manage skilled professionals and outline the criteria for success.
Section 1, Lesson 2
"Set your course by the stars, not by the lights of every passing ship"
Project Management consists of 10 steps that are logically sequenced vertically in the project management process matrix. These steps are known as “knowledge areas” which include:
and Stakeholder Management.
Simply put, successful project management is the glue that holds a project together so all the work put into the project and the project’s deliverable doesn’t fall apart!
Section 1, Lesson 3
"Growth is never by mere chance; it is the result of forces working together"
-James Cash (JC) Penny
Regardless of what these terms are called in any industry, they all use the fundamental discipline of project management as a way to successfully meet their business needs and objectives.
Section 1, Lesson 4
"The manager asks how and when, the leader asks what and why"
Project management, as a profession, is a science that follows a systematic process and an art that utilizes a person’s skills and abilities to create something new.
A Project Manager has a lot of people they have to answer to, even though it is their responsibility to accomplish the stated project objectives. A Project Manager must also have delegated authority to commit the organization to matters that are within the project scope in order to ensure the project is successful.
Section 1, Lesson 5
"We are the sum of the influence and impact that we have, in our lives, on others”
All organizations function in their own way.
They have a certain style, a structure and even a culture within the organization that influences how it does business and how it interacts with other organizations and the public at large.
They also have a certain way of communicating within the organization and outside of it.
Within the different types of organizations, Enterprise environmental factors, Organizational process assets, culture, style and governance are all factors a project manager will have to understand, deal with and use effectively in order to successfully complete a project.
Section 2, Lesson 1
"People who think they know everything are a great annoyance to those of us who do"
Not all stakeholders are equal and some will be more deeply involved in the project than others.
They can be within or outside of the organization and they can also exert their influence over the project’s objectives and outcomes.
It’s important that the Project Manager identify the various stakeholders, determine their requirements, meet their expectations and manage their influence to ensure a successful project.
Section 2, Lesson 2
"No one can whistle a symphony. It takes an orchestra to play it"
When building project team, a project manager may need to form a cohesive group from a bunch of people who may not know the project manager and who might not even know each other.
Managing a team can create special challenges and the project manager will have to utilize all their management and interpersonal skills when dealing with the team members.
Developing these skills is paramount because they are some of the most important skill sets a project manager needs.
Section 2, Lesson 3
"Life is what happens while we're busy making other plans"
Living things progress through a series of different stages of development.
Projects are initiated, they are carried out, then they are closed.
Does this mean that a project has a life? It sure does. Just like in life, every project has a start and end point, and the activities that happen between those points can vary in complexity and duration.
Section 2, Lesson 4
"If we are interested in improving rather than proving, every interaction is an opportunity to learn"
The process groups provide the big picture of the work that needs to be done in order to create the deliverable of a project. They’re logical and they flow sequentially from one into the other.
They can also interact with each other in numerous ways throughout the project lifecycle, but in order to complete the project, any project, a project manager needs to guide each of the process groups from start to finish.
"If you can’t describe what you're doing as a process, you don't know what you're doing"
-W. Edwards Demming
Managing a project involves the execution of defined activities to achieve the project objectives.
These project activities or processes are similar for all projects. But depending on the project, the amount of resources and time devoted to a process will be determined by the Project Manager and the project team.
Section 3, Lesson 1
"How wonderful it is that nobody need wait a single moment before starting to improve the world"
Processes that fall under the Initiating Process Group authorize a project or a project phase.
They identify and define the project’s objectives, but most importantly, they authorize the project manager to start the project.
Section 3 Lesson 3
"He who fails to plan, plans to fail"
The success of a project will depend upon the effort, care and skill that is applied to its initial planning.
Project planning is critical for stating how to complete a project within a certain timeframe, with defined phases and with designated resources.
Section 3 Lesson 4
“It does not take much strength to do things, but it requires a great deal of strength to decide what to do”
The project manager’s main job while performing the processes in the executing process group is to coordinate the people and other resources in order to execute the project activities.
It’s estimated that around 70 percent of a project’s work is done during the executing process group. With all the work that’s being done, it’s this process group that uses the most resources, spends most of the budget and takes up most of the time.
Section 3 Lesson 5
"When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the action steps"
When dealing with change, The project managers responsibility is to make sure approved changes, and ONLY approved changes that have gone through the through the change request process are implemented during the execution processes.
If the change control process isn’t followed, the success of the project may run the risk of going beyond its schedule, over its budget and way outside of its original and intended project scope.
Section 3 Lesson 6
"Sometimes we stare so long at a door that is closing that we see too late the one that is open"
-Alexander Graham Bell
Project closure is an important part of the overall project lifecycle.
It brings things to an end in a formal and approved way, it ensures that all contractual obligations have been met, and finally, it successfully transfers the deliverables to the stakeholders.
Section 3 Lesson 7
"Data is like garbage. You better know what your going to do with it before you start collecting it"
Effectively managing a project is an effort that has many layers and there are a number of components that need to be analyzed by the project manager .
Good project information serves to successfully coordinate and communicate the most essential performance elements of the project to the stakeholders.
Section 3 Lesson 8
"The only good is knowledge and the only evil is ignorance"
According to the PMBOK® Guide, the 10 Knowledge Areas in project management.These Knowledge Areas include all the aspects of the project management that are required for the successful completion of a project on time, within budget and within the project scope.
"All we need is love"
-John Lennon/Paul McCartney
While each process group can function independently, the most effective approach to project management is to create a unified approach on the technical front and people-side front.The integration management knowledge area is all about the project manager having the skills necessary to coordinate the project tasks while managing the team from a high level view.
You can look at it like this: all knowledge areas and process groups are connected to each other through the integration management knowledge area. Integration management is the backbone of a project and of successful project management.
"A goal without a plan is just a wish"
The project charter is a concise statement of core goals, values, and intent that provides the direction for everything that comes next.
At a minimum, a project charter should provide a high level definition of the project scope, budget, schedule and a basic, overall expectation of the deliverable.
A successful project charter will be the a daily reference for settling disputes, avoiding “scope creep”, judging the utility of new ideas as they arise, measuring progress and keeping the project team focused on the successful completion of the project.
Section 4 Lesson 1
"If you don't know where your going, you'll end up someplace else"
The develop project management plan process is the process that gets the ball rolling on a project by providing a high-level gameplan for how the project will move through its life cycle.
The subsidiary plans that compose the project management plan then provide the specific details for managing each aspect of the project from initiation through closure.
The Develop Project Management Plan defines, prepares, integrates and coordinates all the subsidiary plans and baselines into one formal document that will be used to guide a successful project from start to finish.
Section 4, Lesson 2
"Hell! There are no rules here! We're trying to accomplish something"
The Direct and Manage Project Work process spends most of the projects time, budget and resources, but it’s also when the work is executed as this is the process that creates the deliverables.
During this process, work packages are executed,software applications are built and buildings are constructed. This is when things activities of a successful project get done!
Section 4, Lesson 3
"Circumstances may be beyond human control, but our conduct is in our own power"
The focus of the Monitor and Control Project Work process is on identifying any variances from the project management plan and to carry out problem-solving in order to determine corrective and preventative actions.
The Monitor and Control Project Work process helps the project manager find the root cause of these variances so they can successfully manage the time, cost and scope of the project.
Section 4, Lesson 4
"Change before you have to"
Every change no matter how minor it may seem, can have a big impact on the project and they all must go through the Perform Integrated Change Control process.
This process ensures that the impact to the rest of the system is known and understood before or such a change is approved or rejected. It also provides an effective communication mechanism to ensure that all stakeholders are aware of all changes to the project plan.
Section 4, Lesson 5
"In the end, it's not the years in your life that count. It's the life in your years"
It’s not out of the ordinary to have outstanding issues or actions at the end of a lifecycle that have to be addressed during the Close Project or Phase process.
Loose ends need to be tied and things need to get cleaned up before they are handed over. The Close Project or Phase process ensures that nothing has been left behind.
Section 4, Lesson 6
"Waste is worse than loss. The scope of thrift is limitless"
Effective scope management requires good communication to ensure that everyone on the team understands the scope of the project and agrees upon exactly how the project's goals will be met.
As part of project Scope Management processes, the project manager should solicit approvals and sign-offs from the various stakeholders as the project proceeds, ensuring that the finished project sucessfully meets everyone's needs.
"The birds I heard today, which, fortunately, did not come within the scope of my science, sang as freshly as if it had been the first morning of creation"
-Henry David Thoreau
When conducting effective scope management planning, a good project manager ensures that the project stays within its parameters so that there is no time or resources wasted on activities that are unnecessary in the successful completion of the project.
Section 5, Lesson 1
"Big results require big ambitions"
The Collect Requirement process is all about understanding what is needed to satisfy the stakeholders and creating requirements documentation that reflects that understanding.
When a project manager understands the stakeholder requirements, they’ll be able to understand and manage stakeholder expectations and complete a successful project.
Section 5, Lesson 2
"It's not easy to define poetry"
The Define Scope process takes the high-level descriptions from the project charter and creates a detailed definition of the scope for the Project Scope Statement.
It’s important to note that the project scope may not be fully defined during the first run through this process.
As always, additional risks, assumptions and constraints are usually added as the planning process progresses.
The project scope can be revised or updated as necessary as part of the iterative process of developing the project’s scope, but remember, there’s a big difference between revising the scope and changing the scope.
Section 5, Lesson 3
"Opportunity is missed by most people because it is dressed in overalls and looks like work"
The WBS is a hierarchical decomposition of all of the work, with the lowest level of being the work packages.
It’s important to note that a project manager may be tempted to decompose the work down into the most minor of details, but this over-detailed level may add unnecessary complexity and cause this process to take longer than it should.
In order to successfully complete the project work, A project manager should break the work down only into manageable components. Anything more may make the project planning unnecessarily difficult and make the project management plan hard to manage.
Section 5, Lesson 4
“Whether you say you can or you can't, you're right”
A project manager cannot hand over the finished product or implement the service that will be provided unless it’s been validated by the customer.
The Validate Scope process verifies that the deliverables are satisfactory and consistent with the project’s Scope Baseline.
If the deliverables are unacceptable, the output is a change request outlining what changes can be made to make the deliverables acceptable and the make the project successful.
Section 5, Lesson 5
“If you could kick the person in the pants responsible for most of your trouble, you wouldn't sit for a month”
The effect of changes to the scope of a project can have a huge impact on the project’s budget, schedule, cost, quality, risk and resources.
The scope of a project should not be changed lightly because once the scope is changed, you may be looking at a whole different set of work processes and a different deliverable than what was originally planned.
It’s also important to ensure that the underlying causes of a scope change request is completely understood and managed. This will help to prevent unnecessary changes and extra work to be introduced into the project.
Section 5, Lesson 6
"Everyone needs deadlines"
Although scheduling is the easiest way of managing project time and there is a ton of software out there that will help a project manager create and track a schedule, project time management is much more than a gantt chart or a calendar.
The Project Time Management processes include:
-Plan Schedule Management
-Estimate Activity Resources
-Estimate Activity Durations
And Control Schedule
By using the processes in the Time Management Knowledge Area, the project manager can control the amount of time that it takes to build the deliverables of a project and substantially increases the chances of the project’s success.
"There cannot be a crisis today, my schedule is already full"
It’s important to note that during the Plan Schedule Management Process, a project manager isn’t actually planning the schedule.
What the Plan Schedule Management process does is it lays out the options that the project manager will use to plan the schedule.
It’s the framework and the guidelines the project manager will use when actually estimating and scheduling the activities for a successful project.
Section 6, Lesson 1
"People love chopping wood. In this activity one immediately sees results"
The three main components of a project that a project manager must maintain full awareness of are the time, costs and scope of the project.
These three elements are tightly linked and a change in one of them will almost certainly impact the other.
But where scope management is focused on the work needed to be performed on an individual project, time management will concentrate on how and when such work will be carried out on order to complete a successful project.
Section 6, Lesson 2
"The definition of insanity is doing the same thing over and over again and expecting different results"
In the world of project management, some activities will have a fixed logical sequence where one task must be completed before the start of the next task.
Some activities may be performed at the same time as other and they’ll have parallel relationship in terms of time.
The sequence activities process helps the project manager determine these dependencies and makes it easier for the project team to complete the tasks in a logical order and complete a successful project.
Section 6, Lesson 3
"The human mind is our fundamental resource"
-John F. Kennedy
The estimate activity resources process is when the project manager carefully compiles a thorough listing of all the resources that will be needed in completing a project.
This process and the Estimate Cost Process that we’ll discuss later in the Cost Management Knowledge Area are closely related, because when resources change, costs change and those costs will always affect the project cost baseline.
Section 6, Lesson 4
"Estimating is what you do when you don't know"
Estimates by nature are approximations, and it can be a challenge to develop an exact number with 100% certainty. However, a project manager can use the Estimate Activity Durations Process to give a reasonably confident estimate, within a certain, realistic range to help ensure the project’s success.
Section 6, Lesson 5
"The key is not to prioritize what's on your schedule, but to schedule your priorities"
Project management isn’t just about making a schedule. It involves the combination of activities, resources, and activity sequences that gives a project manager the greatest chance of meeting the stakeholders requirements. It’s important for the project manager to meet the expected timeframes with the least amount of risk to complete a successful project.
Section 6, Lesson 6
“Everybody has a plan until they get punched in the face”
Once the schedule has been set, it needs to be managed by the project manager to ensure the time spent on activities is in accordance with the schedule baseline.
During a project’s lifecycle, it is up to the project manageer and the project team to make determinations that the previously approved schedule may need to be modified in one way or another in order to accommodate any new or changed schedule events.
Section 6, Lesson 7
"I can make more generals, but horses cost money"
A Successful project manager must know how to estimate costs accurately, how to track project expenditures using consistent processes and know how to discuss cost in terms their stakeholders can understand.
There are four processes in the cost management knowledge area. The first three fall under the planning process group and one falls under the Monitor and control process group. These processes are:
-Plan Cost Management
and Control Costs.
From construction to Information technology, projects need materials and resources and time is money.
"The fashion of the world is to avoid cost, and you encounter it"
The Plan Cost Management Process creates a framework for the other processes in the Cost Management knowledge area.
In addition, the cost management plan present the project sponsor with options for corrective actions if the project costs start to rise due to unforeseen circumstances.
If the cost planning and it’s associated estimates have been determined with a sufficient amount of accuracy, the project costs have a better chance of staying within its control thresholds which will lead to the success of the project.
Section 7, Lesson 1
"The cost of living has gone up another dollar a quart"
The Estimate Costs Process evaluates each activity from their resource estimates to determine the what those activities and their materials will cost.
Like many of the planning processes, the Estimate Cost Process’ may be revisited time and time again during the project lifecycle.
They will always evolve depending on what phase the project is in and since costs is part of the project’s triple constraints, cost estimates should be continually reviewed and refined throughout the lifecycle of the project.
Section 7, Lesson 2
"It's clearly a budget. It's got a lot of numbers in it"
-George W. Bush
The project budget is much more detailed than the high-level budget included in the project charter.
A typical budget specifies the costs for staff labor, materials procurement and other direct costs such as travel or training.
The Determine Budget Process provides the best estimate of how much the project will cost and helps manage the stakeholder’s expectations, it also gives the project sponsor information to champion the cost to benefit ratio for a successful project.
Section 7, Lesson 3
"My problem lies in reconciling my gross habits with my net income"
The Control Costs process should be executed must be executed throughout the project phase.
The benefit of controlling the costs is that it provides an early warning of on whether overruns.
This helps the project manager save money on the project while efficiently executing the project progress. The effort a project manager puts into controlling costs in necessary in completing a successful project and to gain the satisfaction of the stakeholders.
Section 7, Lesson 4
"You can only elevate individual performance by elevating that of the entire system"
-W. Edwards Deming
In every project, quality should be considered equal in importance to the schedule and the budget and quality management in a project is always an ongoing process.
There are 3 processes in the quality management process group. These processes are:
-Plan Quality Management
-Perform Quality Assurance
and Control Quality
By refining and improving processes, the deliverable is continuosly improved until the level of quality that is required is achieved in the project activities.
"The first quality that is needed is audacity"
The Plan Quality Management Process is more than just a set of documents that dictate how to perform a function or a task.
There is always room for improvement in a project and its processes and this can only happen if the project manager and the project team constantly review the quality plan and are on the lookout for ways to improve the processes to create an acceptable and successful deliverable.
Section 8, Lesson 1
"Quality is not an act, it is a habit"
In every industry, each product is produced or process is done according to a specific and rigid standard that has been predefined.
The perform quality assurance process may be performed by an independent team outside of the organization .
The goal of this is to have an unbiased team analyze and improve the quality processes.
The perform quality assurance process eliminates activities that don’t add value and shares best practices from other projects to ensure a successful completion of the project.
Section 8, Lesson 2
"Quality means doing it right when no one is looking"
Control Quality is usually done by an independent audit of the processes and deliverables and is usually performed by a Quality Control team who do the tracking and measuring of the metrics in a dedicated manner.
A Lack of quality can cause a domino effect and any rework or defect correction will take time and money to correct.
The control quality process helps to prevent re-work and includes the sign-off from the stakeholders, so the more a deliverable conforms to the project quality standards, the more likely the project manager will successfully complete the project.
Section 8, Lesson 3
“The key for us, number one, has always been hiring very smart people”
Managing and leading a team includes influencing the team and maintaining professional and ethical behavior within the work environment.
The processes in the Human Resources management Area include:
-Plan Human Resource Management
-Acquire Project Team
-Develop Project Team
and Manage Project Team
The success of any project depends on the Project Manager’s ability to build a team out of individuals from different backgrounds together and lead a team that is cohesive and productive.
“If you think hiring professionals is expensive, try hiring amateurs”
Project Human Resource Management involves organizing and managing the people on a project team.
These people have specific skills and responsibilities needed to complete the tasks and the objectives of the project.
Section 9, Lesson 1
“Do not hire a man who does your work for money, but him who does it for the love of it”
-Henry David Thoreau
The project management team is responsible for the project planning, executing, monitoring and controlling from the start of the project to its inevitable end.
There can be no army without soldiers; acquiring the right project management team is vital to the project manager in order to have the right people in place to ensure the success of the project.
Section 9, Lesson 2
"Leadership is the art of getting someone else to do something you want done because he wants to do it"
-Dwight D. Eisenhower
After the Project Team is acquired, the next objective is to improve the teamwork.
While working on a project, team members can realize many personal benefits while they are performing a valued service for the organization and a good project manager knows that the members’ motivation and commitment to project is crucial to a project’s success.
Section 5, Lesson 3
"Good management consists in showing average people how to do the work of superior people"
-John D. Rockefeller
Managing human resources may be one of the most complex areas of project management. Not because of the complexity of the tasks involved, but because of the complexity of people.
It’s important that the project manager takes this factor into consideration while keeping the team working at their optimal performance levels to ensure the project’s success.
Section 9, Lesson 4
“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you”
Project management communication is about understanding the real issues within the team and being in touch with the challenges of the project.
It’s not just about speaking to and hearing from people, it's about understanding the complete message to ensure a successful project.
“The difference between the right word and the almost right word is the difference between lightning and a lightning bug”
Like many of the other planning processes, the plan communications management process should be is revised and refined as the project progresses through the project lifecycle.
Remember, Constantly talking is not communicating.
A project manager must know what, when and how to relay and recieve the message to ensure proper communication and a successful project.
Section 10, Lesson 1
"The speed of communications is wondrous to behold. It is also true that speed can multiply the distribution of information that we know to be untrue"
-Edward R. Murrow
The Manage Communications process uses a well-thought out communications infrastructure to exchange information among the team members and the project stakeholders.
Effectively managed communication strategies aligned with the project goals will keep team members informed of the project’s progress,while ensuring the stakeholder satisfaction and the project’s success.
Section 10, Lesson 2
"The day soldiers stop bringing you their problems is the day you have stopped leading them"
Project team members, stakeholders and contract vendors all rely on the project manager for up-to-date information on the status of the project.
Controlling these communication channels is critical to the project, and it's the project manager's responsibility to ensure that the flow of information continues smoothly so that the needs of project stakeholders are successfully addressed.
Section 10, Lesson 3
I am a PMI Certified Project Manager, an instructional design expert, a paralegal, an intelligence analyst, an Iraq War veteran and a bad golfer. I'm passionate about e-learning and course creation and I use Waterfall, Agile and ADDIE methodologies in everything I do.
I've successfully completed complex projects for Federal Express, trained hundreds of employees at Delta and American Airlines, managed terminal operations for Los Angeles International Airport and led missions for the US Army and US Coast Guard. I've been awarded 3 Humanitarian Medals, a Commendation Medal and a Special Operations Medal.