Project Management Professional (PMP) 6th edition PMBOK

Explore the PMBOK framework across the three domains—people, processes, and business environment—showing how initiating, planning, executing, monitoring and controlling, and closing rely on multiple knowledge areas.

Explore predictive, iterative, incremental, adaptive, and hybrid project lifecycles and how they balance certainty, risk, and change. Learn how phase gates and progressive elaboration guide delivery with minimum viable products.

Tailor project methodologies to fit each project using expert judgment and vendor input, and define the project business case and benefits management plan within the triple constraint.

Discover how project managers blend technical knowledge, leadership, and stakeholder-focused business skills to lead teams, manage scope, schedule, budget, and risk, and align projects with organizational strategy.

Examine the project management framework, standards versus regulations, lifecycle types—predictive, iterative, incremental, agile, and hybrid—and tailor techniques to project needs.

Review PMP framework questions clarify the project manager's duties—confidentiality, avoiding conflicts of interest, and accurate metrics—and connect them to initiating, planning, executing, monitoring and controlling, and closing, including change control.

Coordinate project integration management across initiating, planning, executing, monitoring and controlling, and closing; develop the project charter and plan, direct work, manage knowledge, and perform integrated change control.

Map each knowledge area to the project management process groups—initiating, planning, executing, monitoring and controlling, and closing—detailing inputs, tools, and outputs, while noting how organizational process assets influence them.

Develop a project charter and project management plan using inputs like business case, benefits management plan, and agreements, and apply expert judgment and facilitation to establish baselines and kickoff actions.

Direct and manage project work through a work authorization system, and monitor knowledge and performance with change control to prevent scope creep and gold plating.

Assess and embed changes through integrated change control, evaluating impact on scope and cost baselines with the change control board and updating the project management plan.

Close the project or phase by compiling inputs and archiving all project documents, updating the lessons learned register, risk and quality reports, and preparing the final product transition to operations.

Map knowledge area processes to the five project management processes, from charter to closing. Enforce work authorization and integrated change control to minimize rework and scope creep.

Learn how formal project charters empower the project manager and define authority. Explore using integrated change control to evaluate changes, manage scope, and perform formal handoffs to operations after closure.

Plan, define, and control project scope by collecting requirements and creating work breakdown structures. Differentiate product scope from project scope, and validate and control scope through a change control process.

Plan scope management and collect requirements by identifying stakeholders, defining the scope statement, and creating a requirements traceability matrix to link needs to deliverables.

Apply the nominal group technique, a hybrid of brainstorming and the Delphi/Opinion technique, to generate expert input anonymously through quiet writing and discuss solutions for requirements, risks, and quality metrics.

Explore how five breakdown structures—work breakdown structure, organizational breakdown structure, risk breakdown structure, resource breakdown structure, and bill of materials—help complete the WBS and strengthen risk identification and planning.

Learn how five breakdown structures enhance the work breakdown structure: organizational breakdown structure, risk breakdown structure, resource breakdown structure, and bill of materials, ensuring a complete WBS dictionary.

Validate scope uses inspection to confirm deliverables meet requirements for client acceptance, generating accepted deliverables and change requests. Control scope analyzes variances against baselines to update plans and documentation.

Leverage agile to define a prioritized backlog of user stories, guided by a product owner, delivering high-value features in short sprints with wireframes and personas.

Product owner drives agile backlog prioritization to maximize value, address risk, and meet regulatory needs within two-week sprints, using simple schemes, Monopoly Money, and rolling wave planning.

Identify key stakeholders early in the requirements definition, engage them through a stakeholder register and custom reporting, and manage scope with WBS, planning packages, and agile backlog.

learn how to validate scope before testing, use the WBC dictionary for work package details, and negotiate consensus on project goals via face-to-face discussions.

Plan and control the project schedule by defining activities, sequencing them, estimating durations, and developing the schedule, while applying agile, backlog, and time-boxing techniques.

Plan schedule management, define activities, and sequence activities using expert judgment, decomposition, and meetings to produce the schedule management plan, activity list, milestone list, and project schedule.

Explore dependencies and predecessor relationships that drive sequencing and the critical path, including mandatory versus discretionary, internal versus external, and the four relationship types, plus leads and lags.

Develop and manage the project schedule by using inputs from the management plan, creating network diagrams and baselines, and analyzing critical paths, slack, scenario analysis, simulation, and leads and lags.

Develop schedule uses inputs from the project management plan to create the schedule baseline and project schedule, employing network diagrams, the critical path method, data analysis, and scenario analysis.

Learn the critical path method to compute slack via forward and backward passes, determine early and late starts and finishes, and identify the zero slack path.

Master schedule compression techniques such as crashing and fast tracking to meet sponsor-approved baselines with definitive estimates. Contrast critical path and critical chain, noting buffers amid uncertainty.

Explore resource leveling to balance demand, understand milestone schedules and logic bar charts, and navigate summary and hammock schedules to control the project schedule against baselines and performance measurement baseline.

Learn agile estimating with story points, velocity, and user stories, using planning poker, affinity estimation, t-shirt sizing, and invest criteria to plan sprints and manage scope.

Plan agile schedules by prioritizing the backlog, defining acceptance criteria and tests, and decomposing stories with ideal time estimates. Track progress with burn down/up charts, Kanban, and cumulative flow diagrams.

Master estimating techniques from analogies, parametric, bottoms-up, and computerized methods, map dependencies with network diagrams, and apply slack and critical path concepts for agile planning.

Plan, estimate, budget, and control project costs to stay within the baseline, guided by the WBC dictionary and agile, lightweight costing for backlog items.

Plan cost management and estimate cost using project charter, schedule and risk management plans, and enterprise environmental factors; apply expert judgment and data analysis to produce cost estimates with baselines.

Explore four cost types—direct and indirect, fixed and variable—and how fixed costs per unit fall with output; cover depreciation and expected present value concepts, plus sunk costs.

Analyze lifecycle costing and total ownership cost; apply earned value rules or weighted milestones to determine the cost baseline, incorporating contingency reserves, management reserve, and control accounts.

Learn to apply earned value management to control costs by analyzing cost variance, CPI, SPI, and the estimate at completion against the budget, plan value, and schedule.

Explore earned schedule as a simple, intuitive way to assess project progress by comparing earned value to planned value with S-curves, bridging earned value management and agile dashboards.

Explore budget concepts from the PMBOK, including contingency reserves, budget baseline, and management reserves, and discuss the limitations of earned value management and agile costing for forecasting.

Review cost example questions using earned value management concepts, including CPI, SPI, earned value, planned value, and budget at completion, with calculation strategies.

Define and tailor project quality management processes to meet ISO standards, manage quality, and control quality through audits and inspections, while applying continuous improvement, cost of quality, and agile retrospectives.

Develop the quality management plan using inputs from the charter, scope baseline, and plans, applying expert judgment, data analysis, and Kaizen to define metrics and drive improvements.

Manage quality by applying the quality management plan, audits, and metrics to ensure precision and accuracy, using fishbone diagrams, just-in-time inventory, and Six Sigma and ISO 9000 standards.

Apply the control quality process using checklists, data analysis, root cause analysis, flowcharts, and control charts to verify deliverables and drive process improvement.

Explore continuous improvement in agile and adaptive life cycles through Kaizen and retrospectives, using plan, develop, evaluate, and learn, measuring success by a shipped product and repeatable practices.

Explore continuous improvement in agile life cycles through retrospectives, refining risk management practices by updating risk registers, validating assumptions, and applying lessons learned for future projects.

Explore the project-specific quality plan, manage quality and quality assurance, and use audits to achieve precision and accuracy, while applying lessons learned and agile tools across predictive and iterative lifecycles.

Explore quality management fundamentals, including meeting requirements, avoiding gold plating, and using retrospectives, checklists, and Ishikawa diagrams to improve project outcomes.

Explore the project risk management knowledge area, including planning, identifying, qualitative and quantitative analysis, plan and implement risk responses, and monitor risk across project, program, and enterprise levels.

Develop the risk management plan by identifying risks from the project management plan and stakeholder data, using brainstorming, SWOT, and data analysis, and align risk tolerance with stakeholders.

Explore risk registers, risk events, triggers, probability and impact analysis, risk owners, and risk response plans, with qualitative and quantitative methods for evaluating risk.

Learn qualitative and quantitative risk analysis, applying inputs from the project management plan and risk register, using Monte Carlo simulations, probability and impact assessments, and producing risk reports.

Develop risk responses using inputs from the project management plan, risk management plan, and cost baseline, and apply eight strategies—share, exploit, enhance, avoid, transfer, mitigate, acceptance, and contingent response.

Implement risk responses and monitor risks with risk registers and risk reports, conduct risk reviews at status meetings, and apply expert judgment with qualitative/quantitative analysis.

Prioritize agile risk with a risk-adjusted backlog and expected monetary value, fail fast on high-potential risks, and track events with burn down charts.

explores risk management in project planning, identifying inputs, risk events, and responses; emphasizes updating risk registers, validating assumptions, and coordinating with stakeholders to address potential changes and risks.

Define and manage project procurement from planning to monitoring, using the procurement plan, contracts, and service level agreements. Align buyer–seller relationships and ensure work packages and the SOW drive performance.

Explore procurement planning by mapping inputs from the project charter and management plans, perform make-or-buy analysis, and conduct procurements using the procurement management plan and source selection.

Explore how contracts form a mutual agreement through five components—capacity, consideration, offer, legal purpose, and acceptance—and how design versus functionality scope guides contract type choices.

Explain the point of total assumption and how cost overruns are shared in fixed-price incentive contracts between buyer and seller, with target cost, ceiling price, and share ratio.

Learn procurement documents like RFQ, RFI, RFP/tender, and IFB, plus the preferred vendors list and bidders conferences to ensure fair pricing and clear bid processes.

Explore non-competitive awards like sole source and single source, and how contract administrators and project managers control procurements through standard terms, with negotiations and formal acceptance.

Examine agile contracts that manage uncertainty by balancing buyer and seller incentives, including money for nothing and change for free, graduated fixed price, and fixed price work packages.

Learn procurement essentials for global projects, including economies of scale, lead times, in-house versus outsourcing, contract types, procurement documents, and the roles of project manager and contract administrator.

Plan, execute, and monitor project communications by creating and disseminating artefacts that meet stakeholder needs, using a robust infrastructure and the five Cs of written communication.

Plan communications management by detailing inputs, tools, and outputs, and apply interactive, push, and pull strategies to manage channels, meetings, and stakeholder engagement across cultures.

manage and monitor communications by updating the communications and stakeholder engagement plans, using standard and custom customer reports to keep stakeholders informed, and applying active listening and feedback for clarity.

Examine agile communications, comparing formal and informal methods, web conferences, email, and social tools, then enable daily stand-ups, pair programming, and feedback loops to boost collaboration.

Practice effective communications to prevent conflict, using active listening to read body language and tone and provide feedback. Leverage interactive, push, pull, and agile tools for global customer reporting.

Explore how effective communication drives project success, how blockers create conflict and delay, and how to review communications and stakeholder engagement plans to prevent gaps.

Identify stakeholders early, plan and manage stakeholder engagement, and monitor relationships to align expectations and deliver value. Emphasizes stakeholders as partners, co-creation, and transparent communication across agile and predictive lifecycles.

Identify key stakeholder positions in project management, including sponsors, senior management, functional managers, the PMO, sellers, business partners, and customers, and explain their roles and decision authorities.

Identify stakeholders using inputs from the project charter, business case, and benefits management plan, and apply the four magical questions to update the stakeholder register.

Plan and manage stakeholder engagement using project charters and plans, apply mind mapping and the stakeholder engagement assessment matrix to develop and update the stakeholder engagement plan.

Monitor stakeholder engagement using data analysis, stakeholder engagement assessment matrices, and agile techniques to safeguard stakeholder needs, educate stakeholders, and drive project success.

Identify stakeholders early after the charter and build a stakeholder register to tailor reporting and move stakeholders from current to desired attitudes using agile hybrid techniques across lifecycles.

Review stakeholder needs and expectations to ensure understanding of project scope, engage resistant departments, and tailor communications to boost involvement and align deliverables with business goals.

Plan resource management, estimate activity resources, and acquire and develop the team, then monitor and control physical resources, with adaptive life cycle strategies guiding collaboration.

Plan resource management and estimate activity resources using inputs from the project charter, baselines, and risk registers. Apply RAM, RACI, and RBS and OBS to define roles and resources.

Acquire resources and develop the project team using inputs from the project management plan, resource calendars, cost baseline, and stakeholder register. Apply motivational theories, including situational leadership and rewards.

Manage team dynamics using inputs from the project and resource management plans, the issue log, and lessons learned. Apply Tuckman model—forming, storming, norming, performing—to guide delegation, conflict resolution, and leadership.

Control resources through data analysis, alternatives and cost benefit analyses, and performance reviews, updating plans and baselines while developing agile, high performing teams with leadership, influencing, and collaborative decision making.

Explore models of team development from apprentice to master, review the Dreyfus levels, and apply coaching, mentoring, and alignment for agile co-located and distributed teams.

Identify agile team roles, such as development team and product owner, and apply practices like daily stand-ups, backlog management, and iteration planning to deliver product increments.

Learn how to acquire and manage project teams, including outsourcing and negotiating for the right skill set and competency, while fostering high performance, self-organized teams in agile and hybrid lifecycles.

Identify resources as the primary cause of conflict and the functional manager as the resource owner, then apply the storming phase and consult the program manager for quality standards.

Learn how the business environment domain ties portfolio, program, and organizational project management to strategic goals, with project selection and types like bread and butter, pearls, oysters, and white elephants.

Explore six constrained optimization techniques for project selection, including ROI, IRR, NPV, BCR, payback, and opportunity cost, while mastering time value of money with present value and discounting.

Defines the PMO as a centralized hub for project management, documentation, and auditing, and outlines how organizational structure shapes project manager authority across functional, matrix, and project-oriented setups and reports.

Discover how the agile manifesto prioritizes individuals and interactions, working software, and customer collaboration over plans, enabling frequent, valuable deliverables and adaptive change within organizations.

Align portfolios with organizational goals, coordinate programs to standards, and manage projects on time, budget, and scope, while applying six constrained optimization tools in agile and hybrid environments.

emphasizes the PMI code of ethics and professional conduct—responsibility, fairness, respect, and honesty—and outlines a study guide to pass the PMP exam and build essential project management skills.