PMP® Certification: PMP Exam Cram - Get your PMP! // 14 PDUs
- 14 hours on-demand video
- 5 articles
- 15 downloadable resources
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
Get your team access to 4,000+ top Udemy courses anytime, anywhere.Try Udemy for Business
- Review all the project management processes you should know for the PMP exam
- Perfect shortcut to pass the PMP Exam
- Quickly memorize the terms you need to know
- Earn 14 PDUs if you are a PMP // Earn 14 Contact Hours if you are studying for the PMP exam
- If you are preparing for PMP, I recommend you to enroll and complete a 35-contact-hour PMP exam prep course before starting this course.
- If you are a PMP and taking this course to earn PDUs, there are no requirements or prerequisites.
THIS COURSE IS THE FINAL BOOST TO GET YOUR PMP!
> Review everything you should know for the PMP Exam!
Let’s say you have completed my 35-contact hour PMP Exam Prep Course, or another course satisfying this condition. Before taking the PMP exam, it is a good idea to review what you have studied. I know that reviewing such a course including 35 hours of content is very hard, and it might be time-consuming. This is why I have created this Cram course.
> This is the course which will make you save time!
In this short but effective course, you will find every PMP exam topic explained. I will explain the concepts in a short but effective way, therefore, besides reviewing everything, you will save time.
> Earn 14 PDUs or 14 Contact Hours!
If you are a PMP, you can claim 14 PDUs after completing this course. If you are studying for the PMP Exam, you can claim 14 Contact Hours after completing this course.
> All the project management processes are covered!
In this Cram course, I will talk about everything you need to know for the exam. All the knowledge areas and project management processes are covered in this course!
5 Project Management Process Groups:
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
10 Knowledge Areas:
Based on the PMBOK Guide 6th Edition
14 hours of comprehensive course content
Including 100+ exam questions
Clear, Concise, Easy to Understand
Earn 14 contact hours / 14 PDUs
Disclaimer: PMI, PMBOK, PMP, and CAPM are registered trademarks of the Project Management Institute.
- Project management professionals who want to get the PMP
- PMPs desiring to earn PDUs.
In this lecture, I will talk about the definition of Project, Portfolio, and Program. First, I will explain what a Project is, after that we will discuss why we initiate projects. Then, we will understand what a Project and a Portfolio is.
Project Management Office, which is generally abbreviated as PMO, is a department within an organization, which provides, shares and maintains the standards and the procedures to manage the projects. Here in this lecture, we will talk about what a Project Management Office is and what it does.
As you remember from the previous lecture, there are 3 major Organizational Structure types. These are: Functional, Matrix and Project-oriented organizations. Let’s discuss the advantages and disadvantages of these organization types.
In this lecture, we will talk about the difference between two concepts: The Project Life Cycle and The Project Management Processes. You may confuse these two terms. These are different than each other and therefore, you need to know the difference between them.
Up to now, we have learned three of the most frequently used ITTOs: Organizational Process Assets, Enterprise Environmental Factors, and Assumption Log. In this lecture, we will learn three more which are relevant to each other.
In this lecture, we will mention the Data Gathering, Data Analysis, and Data Representation tools and techniques. These are the group of tools and techniques which are categorized by their function. I will explain these tools and techniques briefly in this lecture, then in the future lectures, I will talk about some of them which are important for the exam in detail.
The success of a project is closely related to Interpersonal and Team Skills. This is why it is one of the frequently used ITTOs. Some of the Interpersonal and Team Skills we will discuss are: Facilitation, Conflict Management, Meeting Management, Leadership, Influencing, Motivation, Emotional Intelligence, Active Listening, Networking, Political Awareness, Cultural Awareness, Nominal Group Technique, Observation/Conversation, Negotiation, Team Building, Communication Styles Assessment.
Before starting the project, some analysis should be conducted to decide whether or not to start the project. Sometimes, not starting a project, may be a better option than starting it. There are some methods help us to make the right decision.
You need to know the Economic Models for the exam. In this lecture, we will talk about the Economic Models you need to know for the exam.
In this lecture we are going to talk about the only planning process of the Integration Management knowledge area: Develop Project Management Plan. First, I will explain what the Project Management Plan is. Then we will talk about what is going on in this process. This is an important process, and you need to understand this process very well for the exam.
We are done with the Initiating and Planning processes of the Project Integration Management knowledge area. Now we are in the Executing Process Group. There are two Executing processes of the Integration Management knowledge area. These are: Direct and Manage Project Work and Manage Project Knowledge. In this lecture, we will talk about the Direct and Manage Project Work process.
Up to this lecture, we have learned three processes of the Integration Management knowledge area. Here, I would like to schematize what is going on during these processes basically. This is going to be a good reminder for you in the future, so you may want to bookmark this lecture.
In the previous lectures, we learned that there are two Executing processes of the Integration Management knowledge area. The first process is the Direct and Manage Project Work, and we have seen that process in our previous lectures. The other Executing process of the Integration Management knowledge area is the Manage Project Knowledge process, and in this lecture, we will talk about this process.
In this lecture, we will start a new process named Perform Integrated Change Control. Perform Integrated Change Control is one of the two monitoring and controlling processes of the Integration Management knowledge area. So we are still in the Monitoring and Controlling process group. In the exam, you may get 15 to 20 questions related to this process, therefore you should know this process very well. So, if you are ready, let’s start the lecture.
We are almost done with the Integration Management knowledge area. We have only one process left: The Close Project or Phase process. This process is not only the only Closing process of the Integration Management knowledge area, but also the only closing process of Project Management. In the exam, you will get around 14 questions about this process, therefore by learning this process, you will be able to solve those questions easily.
In the previous lecture, we have seen the ITTOs of the Close Project or Phase Process. The Benefits Management Plan is one of the Inputs to this process, but we haven’t mentioned this document in our previous lectures. Therefore, in this lecture, we will talk about the Benefits Management Plan.
In this lecture, we will learn how to deal with competing requirements and how to balance these kinds of requirements. This is not going to be a long lecture, but this is an important one since you will be dealing with these kinds of situations both in real life and in the exam.
We have completed the planning processes of this knowledge area. We have two more processes left: The Validate Scope and the Control Scope processes. These are the Monitoring and Controlling processes of the Scope Management. In this lecture, we will talk about one of these two monitoring and controlling processes: The Validate Scope process.
In the previous lectures, we have learned, how to make schedule calculations; so, we know how to find the critical path and how to calculate the total duration of the project. OK, what about this? Let’s say you calculated the project duration and when you present it to your sponsor, he said: “We need to complete the project in a shorter time”. What would you do?
There may be hundreds of activities in a network diagram. Each activity has its own source. For example, resources are different for each activity. Differences in these sources may result in different results on the Project. We use simulation techniques to investigate the different results of different scenarios.
We have learned all of the planning processes of the Cost Management knowledge area. There is only one process left and it is a Monitoring and Controlling process; it is the Control Costs process. The most important item you need to learn in the Control Costs process is the Earned Value Analysis. There will be 15 to 20 questions on Earned Value on the Exam. Not all of them have required calculations; some of them require you to understand the results. So, if you want to pass the exam, you definitely need to learn it. This is why I have created separate lectures for Earned Value Analysis before starting the Control Costs process. I will explain this concept as simple as possible so that you understand it easily.
In the previous lectures, we have talked about the basic principles for the Earned Value Analysis. By only knowing the subjects we have seen up to here, you will be able to solve 2 third of the questions regarding Earn Value Analysis. But since you want to solve all of the questions, you need to follow the rest of the EVM lectures.
The Control Quality process is about measuring the deliverables, services, product or the result in terms of Quality. Control Quality and Manage Quality processes are closely related to each other. In the following lecture, when we talk about the tools and techniques, we will see that most of the tools and techniques are the same with the Manage Quality process; but of course, there is a difference.