PMI-CP Certification Exam Prep Course

Identify and categorize project stakeholders from the project team to sponsors, users, suppliers, and government, and learn to track them with a stakeholder register.

Master stakeholder analysis using the power-interest matrix: map stakeholders, classify into quadrants, and tailor actions—from monitoring to managing closely, informing, or satisfying key players.

Master seven principles of effective communication for project management, focusing on clear, precise speaking and active listening within a discussion, and planning decisive outcomes with actionable next steps.

Apply the five steps of the Bruce Key Model—awareness, desire, knowledge, ability, and reinforcement—to boost acceptance and successful adoption in the PMI-CP Certification Exam Prep Course.

Receive stakeholder feedback across any project approach to drive progress; identify four feedback loops (positive, negative, internal, external), and transform feedback into corrective actions.

Enhance your active listening by applying seven principles: allow time, maintain eye contact, ask questions, paraphrase, avoid distractions and judgment, stay focused, and summarize for an efficient discussion.

Understand project governance as a decision-making framework driven by a clear board, information flow, and accountable roles, supported by risk ownership and a PMO framework.

Explore Obeya, a lean, collaborative big room and scheduled recurring event where stakeholders review progress, plan, and make decisions using a kanban board.

Master commitment based management by aligning customer and performer through four stages: preparation, negotiation, performance, and feedback to deliver shared outcomes, mutual responsibility, and public commitments.

Learn how a project management information system enables online access, rapid information exchange, and collaborative creation using tools like Google Drive, Slack, and Trello.

Use the compass diagnostic tool to gauge project communications during the execution phase with a 13-question Excel survey across management, engineering, and construction; assess six categories of critical communication issues.

This lecture explains construction project communications, using PMIS with key stakeholders, governance alignment, big room obeya, mission-based commitments, and compass tool-driven active listening to reduce misunderstandings.

Interface management coordinates stakeholder relationships, from contractors to designers, and distinguishes hard interfaces for physical work from soft interfaces for information, using configuration management to version and align updates.

Discover interface management for construction projects, including interface points, stakeholders, agreements, action items, and standardized forms, plus mastery of the master interface plan and interface data register.

Explore the interface management maturity model, its four elements—business processes, enabling tools and systems, qualified people and practitioners, and sustaining culture—and how stages from zero to four guide implementation.

Use the project interface risk impact matrix to tailor interface management levels—from least to most formal—by project complexity, risk, and business impact, guided by the interface management maturity model.

The interface complexity assessment tool, or Icat, uses 15 soft and hard interface factors to score and decide the required interface management level and prioritize interfaces.

Discover how interface management scales from no dedicated team to a formal function, with four maturity stages, defining the interface manager and coordinator roles and a RACI matrix.

Learn how to construct a RACI chart, a responsibility assignment matrix that defines who is responsible, accountable, consulted, and informed across project tasks like RFP, selection, and contract management.

Explore how to manage construction interfaces effectively by using an interface responsibility matrix, applying the ICAT complexity assessment, and planning comprehensive interface points for multi-package projects.

Explore the construction project life cycle from front-end planning to handover, covering feasibility analysis, defined scope and work breakdown structure, design development, procurement, commissioning, and start-up.

Understand how to develop project scope in predictive projects by linking the business case, project charter, requirements management plan, scope management plan, and the WBS to the WBS dictionary.

Decompose project scope into phases and work packages using a WBS, defining levels from charter to work packages and ensuring 100% coverage with MECE and code-of-accounts.

Distinguish scope change from scope creep and understand gold plating. Learn the change management process, the role of the change control board, and impacts on cost and schedule.

Understand the change control process, where change requests become change orders, logged and reviewed by a change control board, with scope and cost impacts.

Learn earned value management as a baseline-based set of key performance indicators for predictive projects, using budget at completion, planned value, and actual cost to assess cost and schedule performance.

Master construction scope and change order management through governance review and impact analysis. Apply PDR insights, earned value management, and BIM-based risk assessment to projects.

Explore the contract life cycle from discovery to close out, covering feasibility, market analysis, RFPs, bidding, contract execution, and ongoing contract management.

Learn seven essential contract clauses for project management, including payment, change, indemnity, liquidated damages, dispute resolution, time buried clause, and termination.

Identify owner, architect, and contractor roles in construction projects and outline four PMI-CP delivery methods: design bid build, design build, construction manager at risk, and integrated project delivery.

Design-bid-build (DBB) is the most common, traditional, and cost-effective delivery method. The owner hires a designer and a contractor through a bid, and manages design, bid, and build.

Opt for design-build to streamline communication and schedule through a single design builder delivering turnkey outcomes. This method reduces delays compared with design-bid-build, with trade-offs in cost and control.

Explore construction manager at risk (CMAR), where the owner and CMAR set a guaranteed maximum price, CMAR coordinates designers and bidding, and hires contractors and subcontractors to manage the project.

Explore the integrated project delivery method, a single contract for design and construction with a shared risk model and early selection of all parties to foster collaboration on long projects.

Explore open bidding, selective bidding, and negotiated bidding, and understand requests for information, quotes, tenders, and proposals, along with bidding stages and factors shaping bid decisions in procurement.

Identify the right supplier by applying well-defined evaluation criteria early in the contract life cycle, then assess RFP responses with technical and financial checks, ensuring a win-win.

apply the lump sum contract, a fixed price arrangement used when the scope is clear and changes require approval, offering economic price adjustments, early completion incentives, and penalties for delays.

Explain how a cost plus fee contract combines cost and fee, and how setting a cap creates a guaranteed maximum price, with target price incentives to drive costs down.

Use time and material contracts when scope is unclear or flexible, with a fixed rate for time and materials and payment based on hours spent, risk on the owner.

Identify risks early and prevent claims through clear communication and thorough documentation. Navigate from claims to disputes with negotiation and formal dispute resolution when needed.

Identify and resolve disputes through a hierarchy of techniques—start with direct negotiation, then mediation, adjudication, expert determination, arbitration, and finally litigation—emphasizing cost, non-binding and binding outcomes, and combining methods.

Clarify difference between risk and issue in project management for PMI-CP certification: risks are future possibilities with probability, issues are events already occurred, documented in risk registers and issue logs.

Identify, analyze, prioritize, and respond to project risks through a five-step risk management process, from plan risk management to monitor risks, using qualitative and quantitative analyses.

Identify risks by seven causes: project related, competitiveness, contractual, financial, stakeholder-based, operational, and environmental; use this framework to identify risks arising from knowledge gaps, resource shortages, and market factors.

Explore risk tolerance versus risk appetite with examples like a 1,000 USD loss and ten minutes downtime, and see how organization policy guides risk acceptance and response.

Explore how to assess inherent risks, prioritize responses, and apply active or passive risk controls. Learn to implement mitigation strategies, monitor residual and secondary risks, and evaluate risk outcomes.

Learn how Monte Carlo simulation assesses schedule and cost risks for large projects, using a project baseline and risk data to estimate outcomes and determine contingency and management reserves.

Evaluate risks using a qualitative probability and impact matrix, classify them by probability and impact, then prioritize and apply mitigation, acceptance, or monitoring.

Apply risk response strategies to analyze and prioritize risks, including accept, mitigate, transfer, avoid, exploit, and escalate for opportunities.

Learn to document and monitor risks in a risk register, using id, description, probability, impact, classification, mitigation plans, risk owner, and version history.

Explore how construction contracts address risk with probabilistic modeling, Monte Carlo analysis, risk registers, liquidated damages, and delivery methods from design bid build to integrated project delivery.