PMI-RMP Exam Preparation Course: 30 Contact Hours for PMI

Explore how projects are temporary, unique efforts that deliver outcomes, deliverables, and value for stakeholders, and how project management applies knowledge, skills, tools, and processes to meet objectives.

Explore how projects, programs, portfolios, and operations interrelate within organizational strategy, using governance and prioritization to align with strategic objectives.

Define the project lifecycle as the series of phases from start to finish, compare predictive (waterfall) and adaptive (agile) lifecycles, including iterative, incremental, and hybrid models, and explain phase gates.

Explore how work performance data becomes information and then reports by gathering raw observations, analyzing them in context, and distributing results to stakeholders.

Explore the project business documents, the project business case and the benefits management plan, and how sponsor responsibility and the project manager's oversight align them across the project life cycle.

Explore how enterprise environmental factors and organizational process assets influence project planning, governance, and outcomes, with internal and external examples, knowledge bases, and templates.

Discover how the project management office (PMO) standardizes governance, shares templates and best practices, and supports resources across projects, including its three types: supportive, controlling, and directive.

Discover the competencies of a project manager across technical project management, leadership, and strategic and business management, tailoring tools and managing scope, schedule, costs, resources, and risks.

Identify how the project management processes drive the project lifecycle, linking inputs, tools and techniques, and outputs in traditional and agile contexts.

Explore the five process groups—initiating, planning, executing, monitoring and closing—and the ten knowledge areas, including integration, scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management.

Explore the agile development life cycle, its history, and the agile manifesto to understand how flexibility and iterative delivery address changing IT project requirements.

Differentiate definable work from high-uncertainty projects and apply either predictive or agile approaches; agile is a mindset defined by four values and twelve principles, with methods like scrum and kanban.

Compare agile and traditional (waterfall) project management and learn how to match the environment to project type, defined process versus empirical work, and early customer value.

Summarize Agile values and the 12 guiding principles from the Agile Manifesto, including individuals and interactions over processes, customer collaboration, and early, continuous delivery of value.

Understand the agile life cycle's characteristics, including iterative and incremental delivery with feedback-driven planning, and the contrast between iteration-based and flow-based approaches featuring Scrum and XP.

Discover agile teams and roles, including product owner and team facilitator, and the value of cross-functional, co-located teams. Prioritize the backlog and deliver high-value features through rapid iterations and collaboration.

Learn the foundations of project risk management, including planning, identification, analysis, responses, and monitoring, to maximize opportunities and minimize threats across the project lifecycle.

Explore core risk management principles, including defining project risk as an uncertain event with probability and impact, and applying systematic, proactive practices to reduce uncertainty throughout the project life.

Learn the seven risk management processes, from planning and identifying risks to qualitative and quantitative analysis, plan responses, and implement and monitor actions using project charter, scope statement, and WBS.

Plan risk management defines how to conduct risk activities and deliver the risk management plan as part of the project management plan, using inputs such as the project charter and stakeholder register.

Identify five inputs to risk management: project charter, stakeholder register, project management plan, enterprise environmental factors, and organizational process assets. These inputs guide thresholds and stakeholder analysis in risk planning.

Explore expert judgment, stakeholder analysis, and meetings to plan risk management, determine stakeholders' risk appetite and thresholds, and develop the risk management plan in early project stages.

Explore the risk management plan's structure, from risk strategy and methodology to roles, funding, timing, risk categories, stakeholder appetite, and probability–impact matrix for prioritizing risks.

Solve a set of quiz questions to reinforce plan risk management, including inputs, risk management plan structure, risk breakdown structure, and timing for PMI-RMP exam prep.

Explore how the six inputs, led by the risk management plan and baselines for scope, schedule, and cost, drawn from subsidiary plans and documents, support risk identification.

Explore the tools and techniques for identifying risks, including expert judgment, brainstorming, interviews, data gathering, checklists, affinity diagrams, risk breakdown structure, and Delphi.

Master risk identification techniques via quiz questions on Ishikawa diagrams, risk triggers, SWOT analysis, RBS, Delphi, and affinity diagrams.

Update project documents, including the assumption log, constraints, issue log, risk register, and risk report, based on qualitative risk analysis, detailing probability, impact, risk scores, owners, urgency, and watch lists.

This quiz-focused lecture explains outputs of qualitative risk analysis, including risk register updates, watch list items, and the PI matrix, plus the qualitative versus quantitative distinction.

Explore tools for risk analysis, including Monte Carlo simulation, expected monetary value, and decision trees. Model uncertainty using expert judgment and interviews, and beta and triangle distributions, and interpret outputs.

Learn how Monte Carlo simulation uses random sampling from beta and Pert distributions to quantify project risk for schedule and cost estimates, producing S-curve and P50 insights for contingency reserves.

Explore quantitative risk analysis with Monte Carlo simulation, tornado diagrams, and sensitivity analysis; compute expected monetary value and manage risk using data gathering tools, Swot analysis, and the risk register.

Develop risk responses by selecting strategies for threats and opportunities and detailing actions to address risks. Integrate these plans into the project management plan with the risk owner and triggers.

Develop risk response plans using expert judgment, interviews, and skilled facilitation. Apply threat and opportunity strategies such as escalation, avoidance, transfer, mitigate, accept, exploit, sharing, enhance, and contingency plans.

Execute agreed upon risk response plans to address overall project risk exposure by implementing documented responses from the risk register, ensuring threats are minimized and opportunities maximized.

Identify and implement risk responses using three inputs: the risk management plan (roles and responsibilities, methodology, thresholds), project documents (lessons learned register, risk register, risk report), and organizational process assets.

Apply expert judgment to validate and implement risk responses efficiently, guided by specialists. Employ influencing to engage risk owners and use the project management information system to integrate risk actions.

Identify outputs of risk responses, including change requests that may affect cost and schedule baselines, update issue log, risk register, and lessons learned through integrated change control, and allocate resources.