CAPM Exam Prep Course 25 PDU's for Current Exam

Explore the classic definition of a project as a temporary endeavor that delivers a unique product, service, or result, with a start and end date and progressive elaboration.

Define a portfolio as a collection of projects, programs, and operations that pursue a strategic goal over 3–5 years. Portfolio managers coordinate these initiatives at the highest level.

Explore operations management as the ongoing production of goods and services, focusing on acquisition, development, and utilization of resources to deliver value, distinct from projects.

Determine a project's value to secure approval and show how value can drive revenue, cut costs, and enhance brand, customer service, or products.

Projects enable changes by moving an organization or individual from a current state to a desired state, driving product upgrades and strategic shifts to survive and evolve.

Explore the evolving roles of a project manager, from initiator to negotiator, listener, coach, working member, and facilitator, as you guide teams and manage meetings throughout a project.

Define milestones as significant events marking major project achievements and distinguish them from task durations. Note that zero-duration tasks are milestones, as in permit approval or passing an exam.

Explore functional, project-oriented, matrix (weak and strong), and hybrid organizational structures and how each affects project manager power, resources, and budgets.

A project sponsor acts as the boss on traditional projects, funds the work, and decides on changes and deliverables, while a program manager oversees multiple projects.

Identify and master a project’s areas—scope, schedule, budget, quality, resources, communications, engagements, risks, and procurement—and integrate them to plan, manage, and deliver the project successfully.

Discover how a project management office standardizes processes, enables tools, methodologies, and knowledge sharing across projects, with supportive, controller, and directive structures typical in mid to large organizations.

Product management guides the full product lifecycle from idea to retirement, including market needs and requirements, while project management delivers defined work within scope, time, and budget.

Learn to identify and manage risks, issues, assumptions, and constraints in project work, including how risks can become issues and how to use risk registers and issue logs.

Learn how six project constraints—scope, schedule, cost, risks, quality, and resources—limit work, influence outcomes, and affect customer satisfaction, guiding proactive planning and constraint management.

Explore emotional intelligence and its role in project management, focusing on self-management, empathy, and influencing others to build relationships, de-escalate conflicts, and motivate stakeholders.

Explore the PMI code of ethics and professional conduct and its 12 principles, and learn how the four values: responsible, respect, fairness, and honesty guide ethical project management toward stakeholders.

Explore the 12 project management principles from the PMBoK seventh edition, including value focus, stakeholder engagement, system interactions, leadership, tailoring, risk, and change enablement.

Learn how stewardship defines a diligent, respectful, and caring approach to project management. Apply integrity, trustworthiness, and compliance with internal and external guidelines while considering financial, social, and environmental impacts.

Build a collaborative project team that embraces servant leadership, brings diverse skills, promotes transparent roles, and follows shared processes and ethical standards to deliver objectives efficiently.

Proactively engage stakeholders throughout the project to gather requirements and feedback, ensuring value delivery. Align with customers, sponsors, product owners, and the team to influence requirements, plans, and outcomes.

Apply systems thinking to manage interdependent project components, recognizing holistic interactions among scope, quality, schedule, and costs, and adapt to changing internal and external conditions through unified collaboration.

Build quality into every process and deliverable by meeting acceptance criteria and stakeholder expectations, using metrics to ensure performance, reliability, and efficiency.

Navigate complexity in project management as the outcome of human behavior, system interactions, and uncertainty. Apply risk management to anticipate disruptions and adapt plans to keep deliverables on track.

Identify, assess, and respond to project risks, balancing threats and opportunities, continuously monitor risk exposure, and align with stakeholders' risk appetite for cost-effective actions.

Embrace adaptability and resiliency in projects to absorb changes and recover quickly. Foster continuous learning with open planning, stakeholder collaboration, and incremental prototypes to sustain value.

Develop the stakeholder performance domain by identifying, analyzing, engaging, and monitoring stakeholders to build productive working relationships, align with project objectives, and ensure deliverables satisfy beneficiaries.

Plan proactively across traditional, agile, and hybrid projects to deliver organized, coordinated outcomes through progressive elaboration, stakeholder management, and backlog-driven adaptation.

Measure project performance in the measurement domain by tracking time, cost, scope, and KPIs including leading and lagging indicators, using smart metrics and dashboards to keep work on plan.

Explore the uncertainty performance domain, learning to proactively manage risk and uncertainty, assess environmental threats and opportunities, and use reserves to protect project objectives.

Learn traditional project management, also called waterfall or predictive, with a well defined scope and upfront planning guiding a fixed schedule, budget, and PMI processes.

Explore the 49 processes for predictive project management, organized into the five process groups, and learn to identify them as good practices to tailor for real projects and exams.

Identify how enterprise environmental factors shape projects, including internal structure, governance, culture, and risk appetite, plus external politics, standards, and regulations that influence planning and execution.

Discover how organization process assets, including templates, software tools, and knowledge bases, serve as essential inputs that guide project planning, risk management, and closeout.

Explore project documents and the project management plan, learn how 33 documents flow as inputs and outputs across the 49 processes, and how the 18 components fit in.

Explore the project management plan, a comprehensive document outlining how to execute, monitor, control, and close projects, including its 18 components, 14 plans, and four baselines.

Apply expert judgment to plan, execute, monitor, control, and close projects by consulting subject matter experts across the 49 processes, leveraging specialized knowledge to estimate scope, schedule, risk, and quality.

Develop essential interpersonal and team skills to manage people and stakeholders across the project, mastering active listening, conflict management, facilitation, and productive meeting practices.

Learn how to manage meetings with stakeholders across virtual and face-to-face formats by setting agendas, start and finish times, facilitating discussion, ensuring attendees' inputs, and distributing detailed meeting minutes.

Discover how change requests drive updates to the project management plan, baselines, and deliverables; assess, approve, and implement scope, time, or cost changes with corrective, preventive actions, and defect repair.

Describe how raw work performance data is compared with the plan to create work performance information and a final work performance report for stakeholders and change control.

Develop project charter to formally authorize a project or phase in initiating, grant the project manager authority, and use inputs such as business documents and agreements with an assumption log.

Identify and analyze project stakeholders using tools like stakeholder analysis, power–interest grids, and stakeholder mapping, and compile a comprehensive stakeholder register to guide engagement.

Develop the project management plan by coordinating all subsidiary plans and baselines into an integrated document that guides execution, monitoring, and closing.

Plan scope management teaches how to define, validate, and control product scope and project scope with a scope management plan, avoiding scope creep and gold plating.

Build a clear work breakdown structure (WBS) by decomposing deliverables from the scope statement into work packages, supported by a WBS dictionary and progressive elaboration.

Plan schedule management by establishing a schedule management plan that defines how to plan, develop, manage, and control the schedule, guided by the charter and enterprise environmental factors.

Define activities by decomposing work packages from the WBS into specific actions, create an activity list with attributes and milestones, and use it to build the project schedule.

Learn how to estimate activity durations by selecting appropriate work periods, applying expert judgment, and using analogous, parametric, bottom-up, and three-point (PERT) methods, with reserve and basis of estimate considerations.

Master the PERT three-point estimate for CAPM PMP exams by calculating activity duration and cost using optimistic, realistic, and pessimistic values, and explore standard deviation and triangular distributions for risk.

Develop schedule by analyzing activity sequences, assigning durations, and using tools to produce a project schedule with baselines, calendars, and data, including CPM, resource leveling, and what-if scenarios.

Calculate the critical path by evaluating all start-to-finish paths and selecting the longest. A, B, C, and E form the 11-day critical path, while D has one day of slack.

Master the backward pass using the inverse of the forward pass to compute late finishes and early starts. Identify the critical path and slack, noting float on noncritical activities.

Differentiate total float from free float and apply the free float formula (early start of the next activity minus early finish of the current activity minus one) to assess flexibility.

Draw and practice a project diagram, perform forward and backward passes, identify the critical path, and calculate total and free float for activities a, b, c, d, and e.

Practice CPM with a complex network, performing forward and backward passes to identify the critical path, compute activity float, and apply dependencies like D on B and C.

Identify the CPM critical path by forward and backward passes on diagrams, and determine slack and float, avoiding exhaustive path listing.

Plan cost management defines how to estimate, budget, manage, and control project costs, including value engineering, producing a unique cost management plan that guides budgeting thresholds.

Aggregate the estimated cost of each activity to form the project budget and cost baseline. Monitor performance by comparing actual costs against the baseline, accounting for contingency and management reserves.

Plan and manage team and physical resources by developing a resource management plan that estimates, acquires, and uses resources, guided by RACI and hierarchical charts and a team charter.

Analyze stakeholder communication needs and create a communication management plan that specifies who receives what, when, how, and in what format, using appropriate channels and technologies.

Identify risks continuously, build a risk register and risk report, and apply tools like prompt lists, swot analysis, and documentation analysis to capture positive and negative risks.

Learn to perform qualitative risk analysis by assessing probability and impact to prioritize risks, update the risk register, and visualize priorities with risk matrices and bubble charts.

Plan risk response guides actions for identified risks using the risk management plan and risk register, detailing strategies like avoid, transfer, escalate, mitigate, exploit, and share.

Create and implement a stakeholder engagement plan to keep all stakeholders actively involved. Use a stakeholder engagement assessment matrix to tailor meetings, demos, and communications with the communication management plan.

Review the 24 processes and 18 components that form the project management plan, then move into execution and monitor control as you start doing the work.

Explore the ten executing processes in the CAPM exam prep, from direct and manage project work to procurement and stakeholder management, while understanding how executing aligns with monitor control.

Explore how direct and manage project work integrates executing processes, implements approved changes, and delivers project deliverables while capturing work performance data and logging issues.

Capture and share lessons learned throughout the project via a lesson learned register, leveraging explicit and tacit knowledge through knowledge management and information management for current and future projects.

Acquire resources governs the continuous gathering of team and physical resources, with outputs like team assignments and resource calendars produced via multi-criteria analysis.

Execute the project communication plan by ensuring timely creation, distribution, storage, retrieval, and monitoring of information, and follow the communication plan to deliver information that is needed.

Implement risk responses during project execution by monitoring risks, applying planned responses, updating the risk register and issue log, and minimizing threats while maximizing opportunities.

execute the conduct procurements by evaluating seller proposals, selecting a qualified seller, and awarding the contract, using procurement documentation, bid documents, independent cost estimates, and bid conferences.

Execute the stakeholder engagement plan to keep stakeholders involved and meet their expectations through demos, meetings, calls, and one-on-one conversations, adjusting methods if engagement fades.

Review executing processes, including integration, knowledge management, quality, and resources. Preview monitoring and controlling to keep the project on plan.

Monitor and control project work integrates all monitoring and controlling processes by tracking and reviewing progress against the plan, including scope, schedule, budget, and quality, and producing work performance reports.

Learn to manage project changes using integrated change control: submit written change requests, assess impacts with a change control board, and update the project management plan and related documents.

Validate scope at the end of project work to obtain formal acceptance from sponsors or customers for the verified deliverables after quality control.

Learn earned value management with key cost and schedule formulas to track progress, compare planned vs actual work, and prepare for exam questions through practical scenarios.

Master earned value management formulas, including PV, EV, AC, CV, CPI, SV, EAC, VAC, and TCPI, to forecast and control project performance.

Walks through earned value management with a practical scenario, calculating PV, EV, AC, CV, CPI, SV, SPI, EAC, ETC, VAC, and TCPI to interpret budget and schedule performance.

the lecture explains earned value management through scenario two, a four-year, $4,000 project with 17 months elapsed, 35% complete, and $1,500 spent, illustrating how to compute pv and ev.

Perform control quality by inspecting execution deliverables to ensure they meet quality requirements, producing verified deliverables that satisfy stakeholders.

Control resources manages physical resources—materials, equipment, facilities—through planning and data analysis to maximize efficiency, monitor work performance data, and trigger change requests to protect the budget.

Learn how to manage vendor relationships with controlled procurements, inspect and audit contract performance, handle claims administration, and close procurements with formal sign-offs.

Close project or phase formalizes completion by transferring accepted deliverables to operations or the next phase, finalizing accounts and contracts, releasing the team, and archiving lessons learned.

Engage with section-based quizzes across integration, scope, cost, and schedule management, with explanations after each question, aiming for 80% and reviewing incorrect answers before the agile section.

Define agile as an umbrella term for adaptive, iterative development used beyond software, with popular methods like Scrum, extreme programming, Lean development, Kanban, and Safe; often used in hybrid projects.

Compare iterative development, incremental development, and iterations within agile methods, understanding that iterative builds the whole product with feedback, while incremental releases occur in small increments.

Explore why agile delivers greater customer involvement and value through incremental releases and frequent feedback. Learn how welcoming changes, active stakeholder engagement, and continuous requirements gathering drive successful projects.

Explore the agile declaration of interdependence and learn how continuous flow of value, customer collaboration, shared ownership, and iterative adaptation drive return on investment, innovation, and team accountability.

Adopt an agile mindset by welcoming changes, delivering in increments, and using rapid feedback to learn, deliver value, and continually improve through retrospectives.

Explore why agile methods deliver value faster than traditional waterfall by building software in increments, embracing feedback, and planning per increment, with exceptions for highly regulated projects.

Explore the inverted triangle by contrasting traditional projects, where scope is fixed, with agile projects that redefine and refine scope while keeping time and cost fixed. Learn that agile ends when time or money runs out and that delivering the most valuable work upfront guides development.

The agile manifesto, 2001, enshrines four values: individuals and interactions over processes and tools; working software over documentation; customer collaboration over contract; and responding to change over following a plan.

Explore the 12 agile guiding principles from the manifesto to deliver working software early, welcome changes, and empower self-organizing teams with a sustainable pace.

Discover scrum roles and responsibilities, including the product owner, scrum master, and development team, and how transparency, inspection, and adaptation shape backlog prioritization and sprint outcomes.

Explore scrum artifacts, including the product backlog, sprint backlog, and product increment, and learn how grooming, value, and the definition of done guide the team's work and stakeholder feedback.

Explore extreme programming (XP), an agile software development method similar to Scrum, emphasizing simplicity, communication, feedback, fail-fast learning, and courage, respect, accountability, with roles like coach, customer, programmers, and testers.

Explore xp practices, including release and iteration planning, small releases, and continuous integration, with emphasis on customer tests, collective code ownership, test driven development, and refactoring for sustainable pace.

Compare scrum and XP by aligning sprints, releases, planning meetings, and roles, then contrast product owner with XP coach and daily standups with daily scrums for agile practice.

Learn lean software development, derived from the Toyota production system, to minimize waste, identify customer-defined value, empower the team, and deliver high-quality software quickly by optimizing the whole.

Explore popular agile methods beyond Scrum, XP, Lean, and Kanban, including feature driven development, Crystal, and SAFe, and see how enterprise-wide Scrum aligns with the Agile Manifesto.

Learn agile leadership through servant leadership principles that empower self-organizing teams, shield them from interruptions, clarify the project vision, and provide the resources and support to succeed.

Explore the 12 principles of servant leadership to empower agile teams by understanding team member needs, providing resources, and facilitating a vision-driven, ethical, and collaborative project workflow.

Develop essential people-management skills through servant leadership, emphasizing soft skills, ethical behavior, inclusive collaboration, transparent visualization, safe experimentation, and knowledge sharing to inspire teams and drive project success.

Prioritize a product backlog using value-based methods that balance business value, risk, and dependencies, and use Moscow, dot vote, 100-point voting, monopoly money, and Keno analysis to decide features.

Deliver value incrementally by prioritizing the backlog and building in 2–4 week iterations, testing in environments before production to reduce costly fixes.

Define the minimum viable product as a usable subset of features that delivers value quickly. Use MVPs to gather rapid customer feedback and steer agile development toward the right path.

Learn how face-to-face communication with stakeholders maximizes two-way knowledge sharing, agile collaboration, and use of information radiators, while balancing low-tech, high-touch tools with a virtual room.

Explore conflict management by examining five levels of conflict, from simple disagreements to level five escalation; learn root-cause analysis, team coaching, and decision techniques like simple voting and fist-of-five.

Learn to design co-location and virtual team spaces that foster osmotic communication and tacit knowledge through face-to-face time, walls, and visual boards.

Learn to perform value-based analysis and decomposition to prioritize work by business value, using the product box exercise to articulate main value statements for agile planning.

Learn how agile user stories decompose requirements from epics into stories and tasks, using the three Cs on index cards to align the product backlog and ensure value.

Master story points in agile by using relative sizing with the Fibonacci sequence to estimate backlog items for sprints, using planning poker and wideband delphi to assign points.

Learn to read burn up and burn down charts and use velocity charts to track completed work, remaining work, and team pace in agile project performance.

Apply value stream mapping to identify waste and optimize process flows, using Pdca and agile cycles to continuously improve, tailor methods, and automate the certificate generation.

Discover how a sprint retrospective, conducted after every sprint, gathers data, analyzes insights, and creates smart actions to continuously improve team performance.

Explore the four project life cycles—predictive, iterative, incremental, and agile—and see how dynamic requirements and frequent deliveries drive value and cost management in PMBoK and the PMI Agile practice guide contexts.

Explore hybrid method one, where early work follows agile practices—design, develop, test with a product backlog and daily standups. Then hand the release to predictive rollout for planning and execution.

Combine hybrid and agile practices to transition from predictive methods, integrating stand-up meetings, customer feedback, and a product backlog with a product owner on a single team.

hybrid method three blends a predominantly predictive approach with a small agile section, using a proof of concept to test materials before applying a full predictive project.

Explore hybrid method 4, blending agile with predictive elements for non-negotiable components like third-party integrations, and review other agile and predictive combinations for project management.

Explore how a business analyst uses knowledge, skills, tools, and techniques to identify problems, analyze markets, elicit and manage requirements, and measure value for strategic decisions across portfolios and projects.

Define requirements as conditions or capabilities that meet a business need, and apply four kinds—business, stakeholder, solution, and transition—through elicitation to move from current to future state.

Explore the product lifecycle from conception to withdrawal, covering requirements, design, build, testing, production, upgrades, and collaboration between business analysts and project managers.

Identify the net quantifiable benefit of a business endeavor, whether tangible or intangible, and have business analysts research and elicit information—market and competitive analysis—to support decision making and project initiation.

Explore the six knowledge areas of business analysis: needs assessment, stakeholder engagement, elicitation, analysis, traceability and monitoring, and solution evaluation, illustrated with a Samsung phone scenario.

Identify problem or opportunity helps business analysts assess issues and market opportunities, using benchmarking, competitive analysis, market analysis, interviews, and prototyping to define business needs.

Assess the current state of inventory management by analyzing the present environment, documenting processes, and using elicitation techniques and SWOT analysis to identify strengths, weaknesses, opportunities, and threats.

Determine the future state by identifying gaps between current state and desired state, and propose changes to capabilities, processes, and benchmarks to meet business goals.

Identify current vs future state of the inventory system, analyze viable options using benchmarking, cost-benefit analysis, and elicitation techniques, and recommend a feasible path for leaders to implement.

Facilitate product roadmap development by guiding workshops to map features and their delivery order, using story maps and user stories to prioritize value in agile projects.

Assemble a business case to prove value to management, justify investment, and connect inventory improvements to customer satisfaction and faster shipping.

Collaborate with sponsors to develop and obtain approval for a charter that authorizes projects, programs, or portfolios, translating the business case into scope and requirements so planning can start.

Identify stakeholders, analyze groups, and plan and manage engagement and communication to trace the requirements and align them with business goals.

Identify stakeholders, analyze their power and interests, and document an engagement and communication approach for the capm exam prep course to guide stakeholder interactions throughout the product life cycle.

Develop a business analysis plan detailing how to elicit, trace, verify, and validate requirements, assign roles, and use burndown charts and work breakdown structures to guide BA activities.

Assess organizational readiness for transition and produce a readiness assessment and plan to move from the current to the future state, sustaining benefits after implementation.

Explore how elicitation plans the approach, prepares to elicit, conducts elicitation, and verifies results to define current and future states.

Prepare for elicitation, conduct elicitation with stakeholders using meetings, workshops, and interviews, and confirm results to define clear requirements.

Learn to analyze stakeholder requirements after elicitation by planning the analysis approach, creating and analyzing models, defining acceptance criteria, verifying and validating requirements, prioritizing them, and assessing risks.

Define and elaborate requirements by selecting and detailing outputs to inform project or portfolio charters, refine product information for accessible stakeholder use and targeted inventory system improvements.

Master verify and validate requirements in capm exam prep by learning how to ensure quality and stakeholder acceptance through peer reviews, walkthroughs, and traceability matrices.

Prioritize requirements and other product information to align with stakeholder objectives, guide agile iteration and sprint planning, and produce a prioritized product backlog.

Identify and analyze product risks by assessing assumptions and uncertainties that affect requirements, using risk registers, SWOT analysis, and elicitation and estimation techniques to manage positive and negative risks.

Assess and compare multiple design options for inventory software features and processes, weighing business goals, costs, feasibility, and risk to make informed, viable product design recommendations.

Learn how to trace requirements across the project life cycle, establish a monitoring approach, map dependencies, and manage changes from design to production to ensure approved, quality outcomes.

Discover the traceability and monitoring approach for requirements, planning how to trace from gathering to delivery using a traceability matrix and lessons learned to manage changes across programs and products.

Establish relationships and dependencies, including mandatory dependencies, among requirements to define their correct order, using traceability matrices, feature models, and story mapping to align value with customer expectations.

Review and manage changes to requirements and other product information by assessing value and impact on cost, time, and defects, using change control boards or backlog updates.

Learn how to evaluate solution performance against objectives, plan the evaluation approach, assess acceptance results, and address defects to ensure stakeholder needs and customer value are met.

Define the solution evaluation approach during planning in the business analysis process group by specifying what, how, when, and who will measure performance against metrics.

Evaluate acceptance results against the acceptance criteria to decide whether to release or modify the solution. Perform variance analysis and traceability to identify root causes and prioritize fixes.

Provide a high-level view of the 35 business analysis processes to help pass the CAPM exam, while clarifying the course does not teach deep BA mastery.

Learn how the 49 project management processes flow from integration to close, linking charter, management plan, execution, monitoring, and control to deliver a verified, accepted deliverable.