PMP Certification Preparatory Online Course (PMBOK 6th Ed.)

Develop project charter in project integration management formally authorizes a project and empowers the manager with resources, guided by the business case, agreements, and expert judgment.

Develop a comprehensive project management plan by integrating subsidiary plans and baselines with expert judgment and data gathering, guided by the project charter and enterprise environmental factors.

Direct and manage project work guides execution in process group of project integration management, implementing approved changes to produce deliverables and work performance information with expert judgement and PMIS.

Explore the manage project knowledge process in project integration management, leveraging existing knowledge and creating new insights to support project objectives and organizational learning.

Track, review, and report project progress against the performance objectives in the project management plan. Use PMIS and work performance information to drive change requests and updates.

Explore how to review and approve change requests in the perform integrated change control process, updating baselines, project documents, and the change log.

Close project or phase finalizes all activities across project management process groups to formally complete the project or phase, delivering the final product transition and final report.

Explore plan scope management within the PMBOK scope management area, detailing how to create the scope management plan and requirements management plan, including inputs, tools, outputs, and WBS.

Identify and document stakeholder needs in planning process group to meet project objectives, producing requirements documentation and a requirements traceability matrix using inputs like the project charter and stakeholder register.

Define scope guides developing a detailed description of the project and product, using inputs like the project charter and project management plan, and applying expert judgment and product analysis.

Decompose project deliverables to form the WBS and WBS dictionary, applying the 100 percent rule. Align with the scope baseline and define work packages, planning packages, and control accounts.

Validate scope formalizes acceptance of completed deliverables by inspection against requirements, using inputs such as the project management plan and work performance data, and producing accepted deliverables and change requests.

Explore how to monitor and control project and product scope, using variance analysis and work performance information to manage changes to the scope baseline and generate change requests.

Explore plan schedule management as the first step in project time management, establishing the schedule management plan with inputs from the project charter and project management plan.

Define activities identifies and documents the actions to produce project deliverables. Apply decomposition, rolling wave planning, and expert judgement to craft the activity list, attributes, and milestones.

Identify and document relationships among project activities using the precedence diagramming method (PDM / AON), detailing FS, SS, FF, SF dependencies and leads and lags.

Estimate activity durations applies bottom-up, analogous, parametric, and three-point estimating within project time management to determine activity lengths and produce duration estimates.

Analyze activity sequences, durations, and resources to create the project schedule model using CPM, critical path, float, and resource optimization techniques like leveling and smoothing, with bar and Gantt charts.

Control schedule monitors project time management, updates progress, and manages changes to the schedule baseline in the monitoring and controlling group using performance reviews, earned value management, and schedule forecasts.

Plan cost management within project cost management, covering fixed, variable, direct, indirect, and sunk costs, using inputs like charter and management plan to guide budgeting.

Estimate costs, the second process in project cost management within the planning process group, develops an approximation of resources needed to complete project activities, with inputs, tools, techniques, and outputs.

Aggregate estimated costs to establish cost baseline and determine project funding requirements, using inputs from the cost management plan, business case, and risk register, with expert judgement and cost aggregation.

Learn to monitor and control project costs within the cost management knowledge area, update baselines, use earned value metrics (pv, ev, ac, cpi, spi, tcpi) to forecast and manage changes.

Identify quality requirements for the project and deliverables, using cost-benefit analysis, benchmarking, and quality metrics to demonstrate compliance with standards.

Audit and improve quality management within the executing process by evaluating quality requirements against measurements. Use checklists, data analysis, root-cause analysis, and quality audits to generate reports and change requests.

Apply control quality within the monitoring and controlling process to monitor quality activities, validate deliverables against requirements, and use data gathering, inspection, testing, quality metrics, and analysis to drive improvements.

Learn to plan and manage project resources with the plan resource management process, detailing RAM, RACI, WBS/OBS/RBS, inputs, tools, and motivational theories guiding team leadership.

Learn to estimate activity resources within planning, using inputs, tools, and outputs to determine resource requirements, guided by expert judgement, RBS, and varied estimating techniques.

Acquire resources by applying multi-criteria decision analysis and negotiation to obtain team members, facilities, and other resources for the executing process group, including virtual teams.

Develop team capabilities by improving competencies, interactions, and the overall environment to boost project performance within the executing process group.

Coordinate and monitor project team performance, resolve conflicts, and implement staffing changes using inputs like the project management plan, team charter, and work performance reports.

Master the control resources process by ensuring physical resources are available as planned, monitoring planned versus actual utilization, and applying corrective action within the monitoring and controlling process group.

Develops an approach and plan for project communications based on stakeholder information needs and available organizational assets, outlining the communications management plan and its key outputs.

Master project communication management within the executing process by applying the sender–receiver model, media choices, writing style, and meeting and presentation techniques to ensure clear, stakeholder-aligned information flows.

Monitor communications to meet project and stakeholder information needs within the monitoring and controlling process group, using inputs, tools, and outputs including work performance information from project communication management.

Plan risk management defines how to conduct risk activities across a project, from planning and identification to analysis, response, and control, guided by risk appetite, tolerance, and thresholds.

Identify risks in the planning process group using data gathering, swot analysis, root-cause analysis, and assumption analysis to populate the risk register with identified risks and owners.

Prioritize project risks through qualitative analysis by assessing probability and impact, applying the probability-impact matrix, and updating the risk register.

Perform quantitative risk analysis numerically evaluates identified risks' impact on project objectives using EMV, decision trees, sensitivity analysis, tornado diagrams, and Monte Carlo simulations.

Develop risk responses by planning options to address negative risks and exploit positive risks, applying strategies such as avoidance, transfer, mitigation, exploit, share, and enhance.

Implement risk responses in the executing process group by applying risk response plans, guided by inputs like the project management plan, risk register, and PMIS.

Monitor risks by tracking risk responses, identifying new risks, and evaluating risk process effectiveness using inputs such as the project management plan, risk register, and risk report.

Plan procurement management documents procurement decisions, specifies the approach, and identifies potential sellers, contract types, and strategies to acquire outside goods, services, or results for the project.

Learn how procurement management aligns internal and external stakeholders through agreements by obtaining seller proposals, evaluating bids, negotiating terms, and awarding contracts.

Control procurements manages procurement relationships, monitors contract performance, and implements changes to meet procurement terms, using expert judgement, claims administration, and data analysis to produce key outputs.