PMP: The Complete PMP Course & Practice Exams - PMI

Master project management with the PMP course by PMI, learning the PMBOK 6 framework, processes, knowledge areas, ethics, agile guidance, and exam-ready study strategies.

Define a project per PMI as a temporary, unique endeavor to deliver a product, service, or result. Distinguish projects from operations and note the business process owner.

Learn how projects, programs, and portfolios are organized, how programs coordinate related projects to leverage resources, and how portfolios align work with strategic goals.

Explore the project manager’s role and responsibilities, from leadership to key deliverables, across weak or functional matrices, and examine portfolio and program governance through the PMI talent triangle.

Practice PMI-style questions to deconstruct prompts, weigh options, and answer from PMI's perspective, reinforcing the project management framework and PMP exam readiness.

Outline the five process groups, the 10 knowledge areas, and 49 processes for initiating, capture stakeholder information in the stakeholder register, and authorize the project charter to move into planning.

Work through initiating practice questions to distinguish process groups from knowledge areas, review stakeholder register identification such as locations, roles, and contact information, and apply logic to justify correct answers.

Plan stakeholder engagement defines approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact, delivering an actionable plan to engage them throughout the project.

Plan resource management by defining how to estimate, acquire, and manage team and physical resources, RAM, and collaboration across distributed agile teams.

Estimate activity resources to identify types and quantities of materials, people, and equipment, enabling more accurate cost and duration estimates using expert judgment and bottom-up or parametric methods.

Master project risk management by planning, identifying, analyzing, and monitoring risks within the defined WBS and deliverable ownership, while maximizing positive risks and minimizing negative ones.

Identify four risk types—organizational, external, technical, and project management—and learn qualitative risk analysis using risk assessment maps to prioritize high-impact, high-probability risks and plan mitigations.

Advance from qualitative to quantitative risk analysis to quantify risk significance, inform contingency planning, and update project documents using three-point estimates, decision trees, Monte Carlo, and sensitivity analysis.

Learn to plan, estimate, and budget costs for a project. Apply financing, funding, and control measures to stay within the approved budget.

Execute the project by applying the Executing Process Group to complete work defined in the project management plan, while managing variances and change requests approved by the change control board.

Implement risk responses by executing agreed-upon risk response plans to address overall project risk exposure, minimize threats, and maximize opportunities, using inputs from the risk management plan and risk register.

Learn to conduct procurements by obtaining seller responses, selecting a qualified seller, and awarding contracts with formal agreements and deliverables. Use bidder conferences and negotiations to finalize terms.

Explore how the project management plan components: communications, risk, stakeholder engagement, and change management guide engagement, informed by inputs like the stakeholder register and change logs.

Explore executing in project management, including project integration management, core objectives management, and facilitation management, with review questions and a preview of the monitoring and controlling process group.

Track, review, and regulate project progress and performance; identify necessary changes, initiate them, and use monitoring and controlling across all knowledge areas to stay on track.

Explore earned schedule, an extension of earned value management that links time-based performance to the project schedule, using earned schedule minus actual time to forecast completion.

Ensure physical resources (equipment, materials, facilities) are available as planned, monitor planned versus actual usage, and apply corrective actions to keep resource utilization aligned across the project lifecycle.

Monitor communications to ensure stakeholder needs are met by delivering the right messages through the right channels at the right time. Follow the communications management plan and stakeholder engagement plan.

Monitor risks by tracking risk responses, identifying new risks, and evaluating the effectiveness of the risk process using inputs like the risk management plan, risk register, and work performance data.

Download the closing templates from resources, featuring about 40 generic templates used in OPAs, including the requirements traceability matrix, project management plan, idea request form, and stakeholder matrix.

Close a project by formally completing the project, phase, or contract, document lessons learned, update organizational process assets, acknowledge the team, and transition the product to operations.