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.

Understand how project scope is progressively elaborated, program scope covers its components, and portfolio scope aligns with organizational strategy, with planning, interdependencies management, and success metrics guiding value delivery.

Explore the ten project management knowledge areas, the five process groups, and how organizational process assets and enterprise environmental factors influence project integration and success.

Explore how functional, project oriented, and matrix structures shape project power, resources, and governance, and examine PMOs—supportive, controlling, and directive—and their impact on project management.

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.

Explore project roles—stakeholders, the project team, and governance—and how sponsors and SMEs shape project success. See how stakeholder input drives planning, WBS, risks, and governance alignment.

Explore the project management framework, covering definitions, core concepts, the project life cycle, organizations, and roles, and test your knowledge with end-of-module questions.

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

Download nearly 40 generic templates for each process group, including the requirements traceability matrix and project management plan, to apply OPAs, PMIS, and stakeholder analysis in your projects.

Explore the five process groups, 10 knowledge areas, and 49 processes of the PMP, focusing on initiating, stakeholder register, and project charter, and ITTOs linking inputs to outputs.

Develop a formal project charter that authorizes the project, links it to strategic objectives, and defines purpose, high-level requirements, risks, milestones, and authority for the project manager.

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.

Download planning templates for each of the five process groups from resources, including the requirements traceability matrix and stakeholder matrix, which are part of your organization's OPAs and support planning.

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.

Develop a robust communications management plan that engages internal and external stakeholders, embraces agile transparency, and leverages diverse channels to ensure timely, clear, and accessible project information.

Collect requirements from stakeholders to define scope and decompose work into a detailed work breakdown structure, ensuring deliverables meet high priority needs through a requirements traceability matrix.

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.

Plan schedule management sets policies for planning, developing, and controlling the schedule, then define activities, sequence them, estimate durations, and apply critical path, leads and lags, crashing, and fast tracking.

Compare bar charts, milestone charts, and network diagrams to visualize project schedules, emphasizing dates, durations, and dependencies, with bar charts suitable for teams and milestone charts for executives.

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

Download about 40 project management templates for each process group from the resources menu, and see how templates like the requirements traceability matrix and project management plan fit into OPAs.

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.

Learn how to direct and manage project work by executing the plan, allocating resources, analyzing work performance data, and applying inputs, tools, and outputs to deliver project deliverables.

Manage project knowledge leverages existing organizational knowledge to improve outcomes and organizational learning. It uses inputs like the project management plan and lessons learned to share knowledge.

Translate the quality management plan into executable activities that meet quality objectives using data gathering, data analysis, audits, and root cause analysis to drive improvements and inform change requests.

Acquire resources guides obtaining project team members and other resources using inputs like the project management plan and resource calendars, and yields resource assignments and updated plans.

Manage the project team by tracking performance, providing feedback, and resolving issues. Leverage conflict management and updates to the human resources management plan and lessons learned.

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 findings from the stakeholder power and interest grid, identify stakeholders in the top-right quadrant to manage closely, and learn techniques to better manage stakeholders across quadrants.

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.

Answer practice questions for executing to guide you through variance analysis and change requests that modify the project management plan and baselines, plus outputs for communications and procurement management.

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.

Explains monitor and control project work, tracking progress against the plan, and performs integrated change control using inputs like the project management plan, work performance data, and expert judgment.

Validate scope formalizes acceptance of project deliverables across internal and external work, using RAM sign-offs and inspections to ensure adherence to specifications before sponsor approval.

Control scope monitors project status and scope, uses integrated change control to manage changes, and employs variance and trend analysis to prevent scope creep and gold plating.

Monitor the project status to update the schedule baseline and manage changes through change requests. Use data analysis, earned value, and what-if scenarios to forecast performance and guide corrective actions.

Explore earned value management, a control schedule tool that combines scope, schedule, and resources using pv, ac, and ev to assess project performance against bac and eac.

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.

Monitor and control quality by recording results, verifying deliverables meet requirements and customer expectations, and applying tools like checklists, inspections, testing, and data analysis across agile and waterfall projects.

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.

Explore how project management information systems streamline planning and execution by unifying integration, scope, schedule, cost, quality, resources, communications, risks, procurements, stakeholders, and portfolio reporting in one cloud-based tool.

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.

Manage procurement relationships and monitor contract performance throughout the project, handling changes, approvals, and closeouts to ensure deliverables meet contract terms and legal agreements.

Monitor stakeholder engagement by tracking stakeholder relationships and tailoring engagement strategies throughout the project. Use stakeholder analysis, data analysis, and communication skills to adjust plans and improve engagement.

Master managing competing project factors, the triple constraints of scope, schedule, and resources, and apply monitoring and controlling to balance changes from risks, quality, and stakeholders for greater predictability.

Master monitoring and controlling by examining the 12 processes, earned value and earned schedule, and using systems to track, review, and regulate project progress across scope, schedule, and resources.

Practice questions review monitoring and controlling concepts, highlighting control procurement outputs—work performance information, procurement documentation updates, and change requests—and confirm data analysis as the control scope tool.

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.

Explore the closing process group and its outputs, such as project documents and updates, and why change requests are not outputs, leading to closure and operations transition.