PMBOK 6 -ALL 13 CHAPTERS

Explore the environment in which projects operate, including internal and external factors, and examine organizational structures and the role of the project management office.

Explore how project manager authority varies across functional, project oriented, and matrix structures, including strong, balanced, and weak matrices, and the implications for resource dedication and reporting.

The project management office centralizes and coordinates all projects as a department, provides mentoring, captures lessons learned, sets standard operating procedures, and guides resource allocation, profitability, and strategic decisions.

Explore the role of the project manager from the PMI perspective, detailing the three-tiered structure of the PMI talent triangle and essential leadership and integration skills.

Explore the talent triangle defining project manager competencies: technical project management, leadership, and strategic and business management. See how pre-project work—needs assessment, business case, and benefits management plan—drives project outcomes.

Explore how leaders gain power through 14 power types, from positional and information power to coercive and persuasive approaches, adapting to people and situations for long-term vision and developing others.

Explore six leadership styles, from free market and transactional to servant, transformational, charismatic, and interactional leadership, and learn how each shapes decision making and team dynamics.

Integrate core domains—five process groups, ten knowledge areas, forty-nine processes—by linking scheduling with cost, quality, and resources. Develop cognitive and contextual leadership to navigate stakeholders and changing communications contexts.

Integration management unites seven processes across initiation, planning, executing, monitoring and control, change control, and closing to manage projects holistically.

Develop project charter, the first process in the integration knowledge area and initiation group, authorizes the project and project manager, and defines the inputs, tools and outputs.

Develops a high-level, one-page project charter that authorizes the project and project manager, signed by the sponsor, containing key details like goals, scope, milestones, costs, and stakeholders.

Compile and maintain the assumption log as a volatile, living list of project assumptions, updating it throughout the project to reflect changes, track risks, and trigger plan adjustments.

Agreements establish the key input to developing the project charter, binding client and service provider through a signed contract before project start, guiding procurement negotiations and legal remedy.

Explore the inputs to developing a project charter, focusing on business documents such as the business case and benefits management plan, their justification, and how benefits accrue after the project.

Enterprise environmental factors (eef) act as key inputs that shape both internal organization policies and external conditions, such as currency exchange rates, guiding the project manager in planning and execution.

Explore tools and techniques for developing the project charter, including expert judgment and data gathering. See how brainstorming, focus groups, interviews, interpersonal skills, and meetings gather requirements.

Develop project management plan to create the master plan by integrating subsidiary plans from all knowledge areas. Define the project management approach and establish baselines for scope, schedule, and cost.

Directing and managing project work executes the project using the project management plan, drawing on inputs like project documents and approved change requests to produce deliverables and work performance data.

Manage project knowledge emphasizes capturing lessons learned, maintaining a lessons learned register, and updating project documents and management plans to improve future projects through knowledge management and expert judgment.

Monitor and control project work integrates performance data across knowledge areas, producing work performance reports that compare actual results to the baseline and guide corrective actions.

Perform integrated change control analyzes change requests, assesses project-wide impacts, and secures approval from the change control board, using expert judgment and change control tools.

Close project or phase marks the final integration process, delivering the final product to stakeholders, handing over to operations, and compiling a final project report.

Understand chapter five on scope management, defining product scope as the building’s features and project scope as the work to deliver it, including land acquisition, approvals, and handover.

Define how to plan scope management by establishing the scope management plan and requirements management plan as subsidiary plans within the master project management plan.

Collect stakeholder requirements to define the software's functionalities, using project inputs and agreements, and produce a requirements document and a requirements traceability matrix (RTM) with business justification and testing strategy.

Define scope by establishing the scope baseline along with schedule and cost baselines, using expert judgment, data analysis, and product analysis to produce a detailed project scope statement.

Decompose the project into smaller, manageable work packages using a WBS with a parent–child diagram and numbering. Define the scope baseline with the WBS dictionary and related outputs.

Implement the control scope process to compare work performance data to the plan, analyze variances and trends, trigger change requests, and prevent scope creep and gold plating.

Discover how validate scope secures formal stakeholder acceptance of verified deliverables. This process yields accepted deliverables before project closure.

Learn schedule management within project scope, establish a schedule baseline, plan task sequences and milestones, and track actual versus planned progress to adjust the schedule as needed.

Plan schedule management integrates with the master plan, the project management plan, and its subsidiary plans, detailing the approach, inputs, tools, and whether schedules are calculated in hours or days.

Define activities decomposes work packages into smaller activities, producing the activity list, attributes, and milestones, with focus group examples. Use rolling planning to progressively elaborate the schedule and dependencies.

Sequencing activities convert a list into a network diagram with precedence diagramming method, showing which tasks start on day one and how leads, lags, and dependencies drive the project schedule.

Estimate activity durations by deriving duration estimates using expert judgment, analogous estimating, top-down and bottom-up methods, and three-point estimation with triangular or beta distributions, documented in the basis of estimates.

Develop the schedule using the critical path method on a network diagram, compute forward and backward passes for float, and apply fast tracking, crashing, and resource optimization.

Control schedule compares actual performance to the plan, uses data analysis and the critical path method to produce schedule forecast, and updates baselines with leads, lags, and schedule compression.

Learn how cost management plans budgets, monitors actual expenses, compares them to the planned amounts, and controls spending using PMI processes in project cost management.

Learn how plan cost management defines the project’s cost management approach and the cost management plan, guiding budgeting, estimation techniques, and change requests across all project phases.

Estimate costs by tying together activity duration, resources, and scheduling to determine direct and indirect costs. Use expert judgment, analogous, parametric, bottom-up, and three-point analysis to establish basis of estimates.

Determine budget aggregates estimates into the cost base, defines the cost baseline, and plans funding requirements with data analysis, contingency and reserve analysis under change control.

Master monitoring and controlling project costs with earned value management, using planned value, earned value, and actual cost to forecast and guide cost performance.

Learn earned value management on a seven-activity, one-week project by comparing planned value, earned value, and actual cost to derive schedule variance, cost variance, and performance indices.

Revise the cost baseline when performance trends justify it, explaining to stakeholders how extrapolated actual cost leads to a new forecast baseline (EAC) and NBFC/EBC considerations.

Explore how quality acts as a project constraint, defined by stakeholders as the required level of output, and distinguish level one and two quality while planning, managing, and controlling quality.

Explore how to plan quality management as a subsidiary process, create a quality management plan and quality metrics, and apply tools like benchmarking and root-cause analysis to ensure project quality.

Explore how manage quality acts as a preventive, process-oriented discipline that embeds quality into project execution through audits, quality reports, and test and evaluation documents, driving continuous process improvement.

Control quality, the last quality management process, internally tests deliverables against stakeholder criteria using maker and check, producing verified deliverables and validated scope for project close.

Explain manage quality as a proactive, preventive, process-focused approach and contrast it with control quality as a reactive, delivery-focused approach that triggers corrective actions for defect.

Explore resource management in project management, focusing on organizing and optimizing human and physical resources to meet baselines and project objectives through effective team and equipment deployment.

Define the resource management plan and team charter to outline roles, leadership, reporting structure, and how subsidiary plans fit into the master project management plan.

Estimate activity resources by calculating resource requirements and costs, exploring human and physical resource combinations, and documenting a resource breakdown structure to support budget and schedule decisions.

Acquire resources initiates project work by mobilizing human and physical resources, including virtual teams, securing space and equipment, with outputs of physical resource assignments, project team assignments, and resource calendars.

Develop team guides a leader-mentor to boost performance through training, motivation, and soft skills. It emphasizes colocation or virtual teams, conflict management, recognition, and team performance assessments.

Lead and manage the team during execution, using work performance reports and feedback, guided by interpersonal skills and emotional intelligence to meet project objectives.

Monitor and control physical resources through the control resources process, which excludes human resources. Use work performance data and data analysis to produce work performance information and performance reports.

Master communications management to align stakeholders and integrate diverse teams toward a shared project objective, recognizing that project managers spend about 90 percent of their time communicating.

Define the communications management plan as a subsidiary to the project management plan, guided by expert judgment and requirements analysis, channels, single contact points, and interactive, push, and pull methods.

Learn to manage communications in project execution by turning work performance reports into project communications for stakeholders, using interpersonal skills, meeting management, and cultural awareness.

Monitor communications uses work performance data to assess stakeholder interactions, generate work performance information, and drive updates and change requests under the monitor and control project work.