Project Management Professional (PMP)® - 35 Contact Hours
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Project Management Professional (PMP)® - 35 Contact Hours

Full Project Management certification training. Earn all 35 contact hours.
4.2 (3,254 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
26,103 students enrolled
Created by LearnSmart LLC
Last updated 5/2017
English
Price: $200
30-Day Money-Back Guarantee
Includes:
  • 31 hours on-demand video
  • 613 Supplemental Resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • This course qualifies for 35 Contact Hours toward the PMP® certification from PMI.
  • Practice for the PMP® Certification Exam
  • Gain a comprehensive understanding of the Project Management best practices
  • Demonstrate proficiency in the principles, techniques, and tools needed to be a successful lead on a project.
  • Have an in-depth understanding of how each knowledge area overlaps with each other, and the activities and outputs associated with them
  • Know the details and practices involved with starting and closing a project, as well as everything in between
  • Communicate with the instructor and openly ask questions that will be addressed within 48 hours!
  • Apply your knowledge throughout the course with quick quizzes and be fully prepared for the PMP exam with our final exam!
  • Download extra printable and saveable flash cards, games, slideshows, and other supplemental materials for each lecture in our course
  • Participate in active discussions with other PMP candidates & participants becoming PMP
View Curriculum
Requirements
  • There is not any requirements for this course.
  • A computer with internet
  • It is helpful to have a basic understanding of and interest in Project Management
Description

Welcome to Project Management Professional from LearnSmart.

LearnSmart is a Project Management Institute (PMI)® Global Registered Education Provider (REP 3577). This course qualifies for the above credit hours toward the PMP® or CAPM® training contact hours or toward earning a certification. Thus meeting the 35 Contact Hours requirement necessary to register for the PMP® exam or for experienced project managers wanting to brush up on their education.

In this course, you will learn the skills you need to be an effective project manager as well as the knowledge you will need to pass the PMP® certification exam. Upon completing this course's final exam you will be eligible to print your Certification of Completion for submission to PMI for this purpose.

Course Overview:

If you're interested in becoming an accomplished project manager, this training will establish your understanding of all the fundamental concepts, processes, and procedures necessary to become an effective project manager. You will spend time concentrating on each knowledge area, and studying the tools and techniques, inputs, and outputs associated with each knowledge area. Specifically, you will cover the project management life cycle, project scope, project scheduling, team dynamics, and more. From there, you will build on that understanding so that you know how to effectively implement the strategies and practices discussed. All in all, you will gain all the skills to be competitive in your career as a project manager.

Course Breakdown:

Section 1: In the pre-assessment quiz you'll face questions from all sections of this PMP® Certification training. Test your current knowledge and know your strengths and weaknesses.

Sections 2-4: Spend time learning about Project Integration Management. Through these lessons, you are provided with details on the activities encompassed in the Integration processes.

Sections 5-6: Focus on Project Scope Management as you learn the ins and outs of identifying project requirements, creating the WBS, and establishing project metrics.

Sections 7-9: Delve into the inputs, tools and techniques, and outputs encompassed within Project Time Management. Make time your asset as you learn how to work with a project schedule, focus on creating realistic deadlines, and observe how to effectively distribute project resources.

Sections 10-11: Go step-by-step through Project Cost Management as you study budget constraints, and the relationship between quality, scope, and resources.

Sections 12-13: Dig into Project Quality Management. The practices and tools you learn here will help you to maintain the project's quality standards, while balancing financial and time sacrifices. Sections 14-15: Study to learn more about Project Human Resources Management. It's important to have the appropriate resources at the right time. Discover the tools and techniques needed to gain those resources.

Sections 16-17: Explore Project Communications Management. Increase team communication to ensure project success as you gain a deeper understanding of how to plan and execute communications internally and externally.

Sections 18-21: Learn about Project Risk Management. There are two types of risk that you need to learn how to respond. Find out ways to identify and analyze risk, as well as how to quantify and mitigate risk.

Sections 22-23: Concentrate on Project Procurement Management. You will study the seller-buyer relationship, and how to acquire the products you need to complete the project deliverables.

Sections 24-25: Avoid stakeholder problems as you get into Project Stakeholder Management. You will learn how to incorporate stakeholders at the appropriate time, how to work with their opinions and needs, along with observing how to respond to them.

Section 26: Final Exam

Materials in this class are based on the text, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide).

Contact Hours: 35 Hours

**Purchasing this complete Project Management Professional (PMP)® training module offers you an 18% discount over purchasing each individual PMP® module.

Recommendations:

Learn from others! Here are some reviews from the participants enrolled in this course (Click on reviews to see full list of reviews)

  • Smart method to learn - This course is helpful and using smart way to motivate thinking and understanding. The instructor has a professional delivery method, and the he materials are interesting and creative specially the flashcards and the exercises -- Ibrahim Alsayed
  • This course is of high quality - This course will let you become a PMP® and CAPM® master and it will explain you every concept from scratch. The instructor is highly engaging and highly motivating. Can't be better. Thank you -- Saber Tlili
  • I enjoyed learning every bit of this course - worth every bit - This is the first time I sat thru the entire course lectures, listened very carefully and assimilated a lot of PM knowledge. This method of education is of prime value because you don't have to tax your eyes reading - just sit back and listen to any lecture you want. This helps in learning faster than reading. I am glad I took this course - the lectures and the 83 quizzes that really challenged my brain - Khurshid Khan

PMI, PMP, CAMP, PMBOK are a registered trademarks of the Project Management Institute, Inc.

Who is the target audience?
  • Existing project managers wishing to get certified in recognition of their skills and experience, or others who wish to train to become accredited project managers.
  • New managers interested in understanding the key project management concepts to improve their skills and professional credibility
  • Professionals in the Project Management space who desire to learn the content necessary to become a PMI certified PMP credential holder
  • Do NOT take this course if you are looking to fulfill PDU requirements.
  • Please review our course map to see just how we align and partner with PMI.org in providing this training: https://drive.google.com/file/d/0B-bU4vzmt_NyTGpybDlHNmFxMUk/view?usp=sharing
Students Who Viewed This Course Also Viewed
Curriculum For This Course
Expand All 346 Lectures Collapse All 346 Lectures 31:06:11
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Course Orientation & Overview
3 Lectures 09:32

"Project Management Overview." This course is intended for aspiring professionals who wish to become better managers of projects. In this course, you'll learn the basics of what the profession of Project Management is all about. The term "project" is thrown around a lot in the workplace, meaning anything from a simple task to an organizational responsibility.

This lecture will discuss the topics within Project Management Overview.

Topics Covered Include:
  • Course Overview
Preview 03:10

What is project management? A person cannot just do a project, a person performs or or citrates a project. Even if that person is the only one in the performance. In the workplace the term project is thrown around commonly. Almost everything in the workplace is referred to as a project, but that does not always make true.

This lecture will discuss what a project is. This lecture will also discuss project management and the knowledge areas and processes within a project.

Topics Covered Include:
  • What a Project is
  • Progressive Elaboration
  • Project vs. Operational Activities
  • management by project
  • balancing competing project constraints
  • Balancing skills
Preview 03:13

Want to know the difference between a Contact Hour and PDU Credit? Understand by watching.

Be aware that this course that we offer fulfills Contact Hours!

Preview 03:09
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Pre-Assessment
1 Lecture 00:30
Introduction to Pre-Assessment Quiz
00:30

The sections and lectures listed below in our PMP®table align with the PMBOK® Guide, Fifth Edition knowledge areas and are displayed by the 11 knowledge areas and topic order. These courses can be taken in any order, as a review of a concept or knowledge area.

However, if you are just becoming familiar with project management and the Project Management Institute®, it is recommended that you view the courses sequentially.

Quizzes in your LearnSmart Online Training help you determine your level of command of the material covered in this training course. This Pre-Assessment quiz is designed so that you will be able to see the progression you have as you complete the course. Whether you have pre-existing knowledge or not, the answers given do not effect any scores or required for certification, but helps get you ready and in the mind-set of what this course will be covering.

PMP Pre-Assessment Quiz
23 questions
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PMP Essentials: Project Management Overview
12 Lectures 01:08:02

"Project Management Overview." This course is intended for aspiring professionals who wish to become better managers of projects. In this course, you'll learn the basics of what the profession of Project Management is all about. The term "project" is thrown around a lot in the workplace, meaning anything from a simple task to an organizational responsibility.

This lecture will discuss the topics within Project Management Overview.

Topics Covered Include:
  • Course Overview
Preview 01:27

In the workplace the term project is thrown around communly. Almost everything in the workplace is referred to as a project, but that does not always make true.

This lecture will discuss what a project is.

Topics Covered Include:
  • What a Project is
  • Progressive Elaboration
  • Project vs. Operational Activity
Preview 01:47

What is project management? A person cannot just do a project, a person performs or or citrates a project. Even if that person is the only one in the performance.

This lecture will discuss project management and the knowledge areas and processes within a project.

Topics Covered Include:
  • management by project
  • balancing competing project constraints
  • Balancing skills
What is Project Management?
01:26

Ishikawa, Juran, Pareto and Deming. Know these names? You may not be familiar with them, but these individuals are among the pioneers of practices that lead to the principles and processes of modern day project management.

In this lecture you will learn about the history behind project management and the world renowned standards for process in quality.

Topics Covered Include:
  • The Fishbone Diagram
  • The Pereto Principle
  • The Juran Trilogy
Historical Background
04:49

Chapter 1 Quiz
4 questions

To the fact that the overall complexity of a project has increased and the time in which the project is expected to be completed as decreased, Project Life Cycles have been implemented to assist the organization involved in a project, as well as provide a framework for the project.

This lecture will discuss The Project Life Cycle and Project Phases.

Topics Covered Include:
  • Life Cycle Phases
  • Project Process Groups
  • Critical Path Methodology(CPM)
  • Work Breakdown Structure
The Project Life Cycle and Project Phases
07:58

In the workplace there are two major topics that are named regularly. One being Product and the other being Project.

In this lecture you will look at the similarities of these two terms.

Topics Covered Include:
  • Product Life Cycle
  • Product Phases
  • Project Life Cycle
  • Project Phases
Project vs. Product Life Cycles
02:24

When initiating a project, phases within the project is a key point and can contribute to the projects success.

This lecture discusses the characteristics of phases within a project and defines what each phase means in relation to a project.

Topics Covered Include:
  • Deliverables
  • Project Constraints
  • Approved Changes
  • Phased Activities
Characteristics of Project Phases
05:59

While it's true that most organizations have projects, and projects are managed using project management processes, some may be confused when it comes to the difference between project management and the project life cycle.

This lecture will discuss the difference between these two topics and how they assist in the development and advance of a project.

Topics Covered Include:
  • Methodologies
  • Waterfall
  • Agile
Project Management vs. The Project Life Cycle
04:07

Process groups support life cycle activities and categorize processes within knowledge areas that drive project work from the initial phase. This lecture discusses the ins and outs of each of the Five Process Groups.

Topics Covered Include:
  • The Initiating Process Group
  • The Planning Process Group
  • The Execution Process Group
  • The Monitoring and Controlling Process Group
  • The Close Project Group
Project Management Process Groups
19:00

Chapter 2 Quiz
7 questions

Founded in 1969 by a group of working project managers, The Project Management Institute has developed into a not-for-profit professional organization. To-date, P-M-I has certified over 650,000 members of their organization in various fields attributed to the practice of project management.

This lecture will discuss the involvement of the Project Management Institute in developing Project Management.

Topics Covered Include:
  • Facts about the Project Management Institute
  • Goals of the Project Management Institute
  • PMI Certification
The Project Management Institute
04:37

Based on the premise that project management practices and activities are delivering a significant impact on the sustainability and profitability of products produced by projects, the PMBOK Guide is offered to provide appropriate levels of knowledge, processes, skills, tools and techniques that contribute to a project's success and promote good standards and practices.

This lecture will discuss what is inside the PMBOK Guide.

Topics Covered Include:
  • The PMBOK Guide
The PMBOK® Guide
01:36

Knowledge areas are intentionally grouped processes that have common characteristics, this provides for aligning skill sets, or knowledge, that facilitates project activities through the process groups and project life cycles.


This lecture will discuss each of the Ten Knowledge Areas and the role they play within project management.

Topics Covered Include:
  • The Knowledge Areas
  • Project Time Management
  • Project Human Resource Management
  • Project Risk Management
The Knowledge Areas
12:52

Chapter 3 Quiz
6 questions
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PMP Essentials: Managing Projects Within Organizations
17 Lectures 01:17:25

The Pyramids of Egypt, The Taj Mahal, products of the Industrial Revolution, the Panama Canal, landing a man on the moon are all examples of projects over time, the products of which exemplify mankind's ability to conceptualize, plan, develop and deliver. If you think about it, project management is, and has been, the catalyst that enabled delivery of some of the most magnificent structures and accomplishments the world has ever seen.

This lecture will discuss the background of projects.

Topics Covered Include:
  • Historical Background
  • Course Overview
Background
02:57

This lecture covers what will be accomplished and covered over the duration of this section.

Topics Covered Include:
  • Awarded PDU hours
  • Course Content
Preview 01:54

This lecture covers what will be gained from completing this section.

Topics Covered Include:
  • Course Objectives
  • Upon Completion
Course Objectives
01:59

How would you define a project? Does your definition include a series of unique activities? Does it detail a common deliverable or purpose? How about specifications: time, budget, requirements?

This lecture formally defines the meaning of a project and gives several examples of what a project looks like in the real world.

Topics Covered Include:
  • Define a Project
  • Examples
  • Projects
  • Misconceptions
Formal Definition of a Project
08:10

Project based activities can take place in all shapes and sizes that are dependent upon the organization and the objective of the project's product.

This lecture will discuss examples of several different types of projects and what go into them.

Topics Covered Include:
  • Classifications
  • Level
  • Time
  • Budget
Examples of a Project
03:45

While it may seem contradictory, there are similarities or characteristics that projects in general maintain.

This lecture includes the characteristics of a project and what each characteristic means.

Topics Covered Include:
  • Project Characteristics
Characteristics of a Project
00:49

The challenges associated with managing projects can, at times, be daunting but the rewards of completing a major project can make it all seem worthwhile.


This lecture will discuss the responsibilities of a project manager and what each responsibility entails.

Topics Covered Include:
  • Overall Responsibilities
  • Planning
  • Skill Development
Project Manager Responsibilities
10:57

Throughout the duration of a project a project manager must be able to aspire to certain competencies in order to assist the project, it is crucial to the development of the project and the ability to help it run smoothly.

This lecture will discuss the three competencies a manager must have.

Topics Covered Include:

  • Managing the Project
  • Managing the Client
  • Managing the Project Team
Project Management Competencies
03:02

Within a project there is a structure. Project Management activities within organizations typically follow this structured hierarchy that permits projects to be grouped in a way that supports the mission of the organization and its strategic direction.

This lecture will discuss the structure of a project and the stages within that structure.


Topics Covered Include:
  • Top-Down Hierarchy
  • Project Inventory Details
  • Level
  • The PPM Group Team
Key Concepts About Project Structures
05:36

PPM activities help structure project work and provide for a top-down direction in regard to aligning resources so that all planned projects can be successful.

This lecture will discuss the use of PPM in a multiple project setting and demonstrates how PPM can assist a project to run similar to a well oiled machine.

Topics Covered Include:
  • Comparing Project and Program Management
  • Program Manager Responsibilities
  • Additional Roles and Responsibilities
How Project Managers Benefit by PPM
05:56

This lecture covers the key topics to review and take away from the first portion of this section. Upon completion the student will be prepared to take the Chapter 1 & 2 Quiz.

Takeaways
00:28

Chapter 1 & 2 Quiz
7 questions

In regard to project activities, stakeholders are individuals, groups or entities within an organization, or outside an organization, that have a vested interest in the activities and outcomes of a project.

This lecture will discuss the role a stakeholder may or may not play in the development of a project as well as some of the influences they have.


Topics Covered Include:

  • Types of Stakeholders
  • Corporate Culture
  • Stakeholder Analysis
Stakeholders' Roles
11:51

Stakeholder management is an important component of project management that is often overlooked or under managed. A times this may cause an organization to get caught in a rut and force them to reevaluate.

This lecture will discuss what may happen if an organization does not manage their stakeholders correctly, and how it may affect the overall outcome of the project.

Topics Covered Include:
  • Organizational Stakeholder
  • Examples
  • Hygiene vs. Motivators
Organizational Stakeholders
07:36

An organization's culture, style, structure and program management office can and do influence project activities.

This lecture will discuss the types of organizational structures that can influence a project.

Topics Covered Include:
  • Organizational Influence
  • Organizational Cultures
  • Organisational Structures
Organizational Influence
04:16

An organization's culture has a lot to say about the manner in which projects are developed and executed. The way an organization is run leads to certain attributes in the project they carry out and the products they produce.

This lecture will discuss the attributes that can be found in organizations.

Topics Covered Include:
  • Organizational Attributes
  • Examples
Organizational Attributes
04:02

This lecture summarizes everything that has been covered throughout the duration of this section.

Summary
03:41

This lecture takes you through some of the key points covered, and review items. After this section is complete the student can take the Final Exam: Managing Projects Within Organizations.

Takeaways
00:26

Chapter 3 Quiz
6 questions
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PMP Essentials: Project Management Process Groups
15 Lectures 01:26:18

In order for a project to be managed successfully, the project manager and team must adhere to processes that will drive the project through its life cycle in a way that will meet specifications and the expectations of the project's sponsor.

This lecture discusses some examples of projects in the past that have lead the way for better understanding the process groups as well as the background of project management process groups.

Topics Covered Include:
  • Key Elements
  • Project Management Institute
Background
03:21

This lecture covers what will be accomplished and covered over the duration of this section.

Topics covered include:
  • Course Content
Preview 02:14

This lecture covers what will be gained from completing this section.

Topics covered include:

  • Course Objectives
  • Upon Completion
Course Objectives
01:38

As organizations conduct their day-to-day business, they generate information and documents as part of daily activities. Progress reports, project artifacts, financial reports, transactions of any type, and templates used while performing business activities, are all examples of organizational process assets.

This lecture will discuss the project management process its assets and how they will assist the progression of a project.

Topics Covered Include:
  • Project Management Processes
  • Organizational Process Assets
  • Organizational Asset Libraries
  • Enterprise Environmental Factors
  • Organizational Structure
Project Management Processes
06:19

Within project management, processes fall into one of two major categories: project and product. Project management processes drive work by categorizing efforts into knowledge areas. The processes within these knowledge areas encompass the tools and techniques used in project management. Project Management Process Groups provide for organizing the processes within the knowledge areas so that the required process aligns to specific project activities.

This lecture will discuss the process categories within project management.

Topics Covered Include:

  • Project Management Processes
  • Five Process Groups
  • Comparisons
Process Categories
06:57

Initiating processes drive the preliminary interactions of a project and typically begin to drop off as the project moves toward planning processes. As initiating processes complete, planning processes ramp up and involve interactions with the executing and monitoring and controlling process groups as deliverables are being developed. Executing processes are within the next process group, and executing processes occur throughout the project life cycle.

This lecture will discuss project management process interactions.

Topics Covered Include:

  • Implications of Change
  • Change
  • Requirements
  • Application
Project Management Process Interactions
11:33

For the most part, project phase activities gather inputs; apply tools and techniques to them to generate outputs that become inputs for additional processes. Taking 42 processes into consideration, the activities within the processes are iterative, and as they are applied and re-applied throughout the life of the project, the rationale becomes more apparent.

This lecture will discuss how project groups interact and how it effect the advancement of a project.


Topics Covered Include:
  • Project Phase Activities
  • Change within a Project
  • Process Groups
  • Process Categories
How Process Groups Interact
07:42

This lecture covers the key topics to review and take away from the first portion of this section. Upon completion the student will be prepared to take the Chapter 1 & 2 Quiz.

Takeaways
00:36

Chapter 1 & 2 Quiz
5 questions

Within the initiating process group, work begins and the ramp-up for project activities gets underway. Planning process group activities and Monitoring and Controlling process group activities begin at the same time. As Planning process activities begin to ramp up, Initiating process activities are winding down.

This lecture will discuss Initiating processes and how it assists the advance of a project.


Topics Covered Include:
  • The Initiating Process
  • Develop the Project Charter
  • Project Manager Tools
  • Organizational Process Assets
Initiating Processes
11:33

Project planning activities pick up where initiating processes begin to leave off. Remember that the processes specific to project initiation centered around two major activities: one being the Project Charter and the other being Stakeholder Alignment. Together they permit the project manager to take the reins of the project and identify all of the individuals and groups that have a vested interest in the project.

This lecture will discuss planning processes and how it assists the advance of a project.


Topics Covered Include:
  • The Planning Process
  • Planning Process Group
  • Project Planning
  • Communications
Planning Processes
10:53

While, process-wise, the heavy lifting takes place within the planning process group, the rubber hits the road within the Executing process group. Like the name implies, activities commence that bring the plan to life. As compared to the 20 processes that take place within the Planning process group there are only eight processes concerned with Execution processes.

This lecture will discuss executing processes and how it will assist in the advancement of a project.


Topics Covered Include:
  • Project Management Integration
  • Communications Process
  • Stakeholder Communications
  • Procurement Planning
Executing Processes
07:25

Monitoring and Controlling activities take place throughout the project to ensure that project deliverables are planned, developed and delivered to meet both specifications and expectations. The PMBOK identifies Monitoring and Controlling as the process of tracking, reviewing and regulating the project's progress to meet performance objectives defined within the project management plan.

This lecture will discuss the monitoring and controlling processes.

Topics Covered Include:

  • Monitoring and Controlling Processes
  • Manage Change
  • Control Schedule
  • Control Procurement Processes
Monitoring and Controlling Processes
10:27

There are two processes associated with closing out a project. The first comes from the Project Integration Management knowledge area and the second comes from the Procurement knowledge area.

This lecture will discuss closing processes and how they will assist closing any type of project.

Topics Covered Include:
  • Review
  • Termination
  • Close Procurement
  • Completion
Closing Processes
04:01

This lecture summarizes everything that has been covered throughout the duration of this section.

Summary
01:11

This lecture takes you through some of the key points covered, and review items. After this section is complete the student can take the Final Exam: Project Management Process Groups.

Takeaways
00:28

Chapter 3 Quiz
5 questions
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Integration I: Initiating a Project
14 Lectures 58:00

A project consists of many different tasks and phases that must be integrated and managed to successfully complete the project. Keeping track of all activities that must be accomplished is no small undertaking! A well-planned and professionally integrated project pulls all of these activities together, enabling all participants to progress through their tasks and meet milestones.

This lecture will discuss project integration management, why a project is initiated and potential pitfalls that can derail a project at any step.


Topics Covered include:
  • What is a Project?
  • Project Requirements
  • Project Manager
  • Examples
What is a Project?
08:50

Processes determine the type of work and the effort required throughout the life of a project. The procedures and processes are known as Project Management Process Groups and Project Management Knowledge Areas.

This lecture will discuss a select few of the 47 processes and knowledge areas used to carry out a project.

Topics Covered Include:
  • Project Management Institute
  • Project Management Process
  • Project Integration Management
Preview 02:12

Within the Project Integration Management Knowledge Area are six processes. Each Process has an individual effect on the outcome of a project.

This lecture will discuss in depth the six Project Integration Management processes and their effect within a project.


Topics Covered Include:
  • Develop Project Charter
  • Direct and Manage Project Work
  • Perform Integrated Change Control
  • Close Project or Phase
Project Integration Management Processes
03:04

A project is initiated at the request of a sponsor to resolve a problem, provide a service or meet a need. Projects often have a problem statement that helps clarify the project's need, and a project can be initiated for a variety of reasons.

This lecture will discuss the reasons, steps, activities, and tools behind project initiation.


Topics Covered Include:
  • Project Initiation
  • Important Steps
  • Limited Resources
  • SMART
  • Examples
Project Initiation
06:52

While there are a fair amount of tools, techniques, inputs and outputs in place to help the project manager and team develop a project management plan, there are many opportunities for failure as the plan moves through conceptualization and project integration management.

This lecture will discuss the challenges that a project manager could potentially face in the duration of a project and ways that they can be avoided or handled.


Topics Covered Include:
  • Planning Challenges
  • Work Impacts
  • Project's Budget
  • Communication Planning
Project Management Planning Challenges
09:09

Chapter 1 Quiz
17 questions

The Project Management Institute defines Develop Project Charter as "the process of developing a document that formally authorizes a project or a phase in documenting initial requirements that satisfy the stakeholder's needs and expectations."

This lecture will discuss the meaning of developing a project charter and how it will assist within a project.

Topics Covered Include:
  • Develop Project Charter
  • Project Charter
  • Stakeholder
  • Examples
Developing a Project Charter
03:45

The inputs for development of the project charter include the statement of work, business case, contracts, enterprise environmental factors and organizational assets.

This lecture will discuss the different types of project charter development inputs and how they impact a project.


Topics Covered Include:
  • Project Charter Inputs
  • Contracts
  • Organizational Assets
Project Charter Development Inputs
08:04

For all project management processes, you will notice a consistent workflow that contributes to the iterative nature of the project management process. Process inputs are applied to tools and techniques that generate outputs.

This lecture will discuss the tools used to create output from an input and how they affect the process of a project.

Topics Covered Include:
  • Process Inputs
  • Tools
Project Charter Development Tools
01:25

The project charter is the output of the Develop Project Charter process. The project charter is intended to be a high-level document that expresses the business need for the project from the perspective of the sponsor.

This lecture will discuss the outputs of a project charter and what it adds to the progress and development of a project.


Topics Covered Include:
  • Project Charter
  • Intro
  • Main Body
  • Risks
Project Charter Outputs
06:09

Chapter 2 Quiz
24 questions

The Develop Project Management Plan process is one of the most time-consuming processes of the planning phase. The project management plan provides detail to the objectives noted within the project charter. Think of the project management plan as the “master plan” of the project.

This lecture will discuss the steps taken to create a Project Management Plan and how they assist the development of a project.

Topics Covered Include:
  • Project Management Plan
Defining a Project Management Plan
01:18

The inputs for the Develop Project Management Plan process are the project charter, outputs from the project planning process, contracts, enterprise environmental factors and organizational assets.

This lecture will discuss in depth the inputs that will assist in creating the Project Management Plan and how they assist the development of a project.

Topics Covered Include:
  • Inputs
  • Project Management Plan Process
  • Enterprise Environmental Factors
  • Organizational Assets
Project Management Plan Development Inputs
02:57

When a project begins, the scope is broad and typically not very well defined. Imagine a funnel with a broadly based set of details at the start of the project. As the project moves forward and activities go into the funnel, greater focus on task activities and requirements permits the final scope to be realized. Project Management Plan Development Tools are what are used to enable better focus.

This lecture will discuss the two tools used to transform inputs into useful outputs to develop the project management plan.

Topics Covered Include:
  • Tools
  • Project Scope
  • Progressive Elaboration
Project Management Plan Development Tools
02:18

This lecture will discuss the outputs that are achieved from the Project Management Development Inputs and how they assist the development of a project.

Topics Covered Include:
  • Project Management Plan
Project Management Plan Development Outputs
01:00

This lecture will discuss the meaning of a Project Management Baseline and its place within a project.

Topics Covered Include:
  • Baseline
  • Summary
  • Acknowledgements
Project Management Baseline
00:57
+
Integration II: Executing, Monitoring, and Controlling
9 Lectures 49:30

This lecture will discuss two significant processes that are part of the Project Management Institute's Project Management Body of Knowledge (PMBOK®) - the Direct and Manage Project Work and the Monitor and Control Project work processes.

Topics Covered Include:
  • Introduction
  • Direct and Manage Project Work
  • Execution
Preview 04:28

Direct and Manage Project Work is where project management activities hit the height of the project curve, and deliverables are in the process of being developed.

This lecture will discuss the responsibility of the project manager to make sure all activities in the project are running smoothly and as needed.


Topics Covered Include:
  • Direct and Manage Project Work
  • Manage Change
  • Closing a Project
  • Examples


Activities
13:42

The project management plan is one input to the Direct and Manage Project Work process. This plan, along with all subsidiary plans, is used as a point of reference for project execution.

This lecture will discuss a few types of inputs and their impact on the progression of a project.

Topics Covered Include:
  • Data Flow Diagram
  • Project Management Plan
  • Perform Integrated Change Control
  • Direct and Manage Project Work
  • Organization Process
Inputs
04:40

In order to create a plan of action for a project there must be tools to assist in converting inputs to outputs.

This lecture will discuss the tools used to transform inputs into useful outputs to assist the progression of a project.

Topics Covered Include:
  • Expert Judgement
  • Applications
  • Punch List
  • Earned Value
  • Examples
Tools
05:00

Deliverables, work performance data, change requests, project management plan updates and project document updates are all outputs that are the product of expert judgment and project management applications applied to project execution inputs.

This lecture will discuss the uses of the outputs gained from using correct tools and inputs and how they are used in the progression of a project.


Topics Covered Include:
  • Project Execution
  • Project Data
  • Project Risk Results
  • Project Work Outputs
Outputs
05:29

Chapter 1 Quiz
10 questions

Monitoring and controlling project work is the process of analyzing project metrics, tracking project activities and communicating status reports to stakeholders.

This lecture will discuss what the meaning of monitoring and controlling is and how it can assist a project to run smoothly and avoid issues before they arise.

Topics Covered Include:
  • Monitor and Control Project Work
  • Monitoring the Project
  • Monitoring and Controlling the Activities
Monitoring and Controlling Activities
02:12

The inputs of Monitor and Control Project Work permit the project manager and team to provide oversight as project activities progress. Monitor and Control Project Work can and does overlap the Direct and Manage Project Work process, meaning that the inputs in their turn overlap as well.

This lecture will discuss just what those inputs are and how they are important to the Monitor and Control Project Work Process as well as the progression of a project.


Topics Covered Include:
  • Inputs
  • Performance Information
  • Enterprise Environmental Factors
  • Affected Process Assets
Monitor and Control Project Work Inputs
06:57

Expert judgment is used along with monitoring and controlling tools, forecasts and reporting to help provide oversight and transparency in delivering project objectives.

This lecture will discuss the tools used in Monitor and Control Project Work to turn inputs into useful outputs and how these outputs are used to assist the progression of a project.

Topics Covered Include:
  • Project Work Tools
Monitor and Control Project Work Tools
01:18

Monitor and Control Project Work rely on project execution outputs to establish the details for analysis. Monitoring deliverable activity can help the project management team ensure activities that deliver work packages meet expectations.

This lecture will discuss the outputs that may come from the inputs as well as show how they assist the progression of the project.


Topics Covered Include:
  • Change Request
  • Work Process
  • Control
  • Level of Detail
Monitor and Control Project Work Outputs
05:44

Chapter 2 Quiz
5 questions
+
Integration III: Changing and Closing a Project
13 Lectures 01:06:31

Perform Integrated Change Control is a process that's part of the PMBOK's Project Management Integration Knowledge Area. This process provides guidance for controlling change requests and making changes to a project.

This lecture will introduce Project Change Control and Closure as well as highlight the content and goals of this section.

Topics Covered Include:
  • Change Control and Closure
  • Change Control
  • Large Volume of Change
Preview 02:51

Integrating changes for project-related activities is usually managed by a group of subject matter experts and operations managers. This group is known as a change control board.

This lecture will discuss the reasons for changes in projects and the processes for implementing change.

Topics Covered Include:
  • Change Control Board
  • Change Control Process
  • Change Management Activities
  • Control Change
Perform Integrated Change Control Process Principles
04:35

Within Project Management there are support functions, these functions are typically divided between technical support and administrative support.

This lecture will discuss in depth about the two support functions and what activities are associated with each one.


Topics Covered Include:
  • Support Functions
  • Key Concepts
  • Tools
  • Responsibilities
Configuration Management Activities
09:38

Two components that a project manager needs to keep an eye on are corrective and preventive actions. Enterprise environmental factors often impact or influence integrated change control activities.

This lectures will discuss the possible outcomes of implementing change within a project and how they can affect the progression of a project.

Topics Covered Include:
  • Outcomes
  • Examples
Outcomes of the Perform Integrated Change Control Process
02:46

The project management plan is one of the primary inputs to the Perform Integrated Change Control process.

This lecture will discuss the different types of inputs within the Perform Integrated Change Control Process and how they may correlate to inputs and outputs of other Processes.


Topics Covered Include:
  • Perform Integrated Change Control
  • Work Performance Reports
  • Organizational Process Assets
  • Examples
Perform Integrated Change Control Process Inputs
06:47

All of the inputs for the Perform Integrated Change Control are aligned to Perform Integrated Change Control tools that develop outputs.

This lecture will discuss the tools used to transform inputs into useful outputs as well as how they assist the progression of a project.

Topics Covered Include:
  • Expert Judgement
  • Change Control Board
Perform Integrated Change Control Process Tools
01:14

If a change request has been identified as feasible and within the scope of the project, the change request is scheduled for implementation during a defined implementation window.

This lecture will discuss the different outputs gained from inputs of the Perform Integrated Change Control Process.

Topics Covered Include:
  • Change Request
  • Outputs
Perform Integrated Change Control Process Outputs
00:56

Chapter 1 Quiz
10 questions

When closing a project or phase, the project manager formally reviews all prior information from previous phases to ensure completion and to verify that project requirements have been achieved.

This lecture will discuss the necessity of closing a project or phase with precision and finality.

Topics Covered Include:
  • Closing a Project
  • Administrative Closure
  • Nearing the Finish Line
  • Project Manager's Role
  • Trusted Advisor
Significance of Closing a Project or Phase
04:49

The most common inputs to the Close Project or Phase Process are the project management plan, accepted deliverables and organizational process assets.

This lecture will discuss the different types of inputs used to close a phase of a project, or a project itself.


Topics Covered Include:
  • Inputs
  • Project Manager's Role
  • Project's Deliverables
  • Historical Information
Inputs
07:18

As a project drives to closure, the project manager must oversee many activities, to order to see to the completion of a project or phase in order to assist it to run smoothly and effectively.

This lecture will discuss the different activities that go along with the closure of a project or phase.


Topics Covered Include:
  • Activities
  • Implementation
  • Final Report
  • Lessons Learned
Activities
07:32

Expert judgment and progressive elaboration are the two key tools that a project manager and team will use across most knowledge areas and processes.

This lecture will discuss the tools used to turn inputs into productive outputs in the closure of a phase or project.


Topics Covered Include:
  • Tools
  • Successful Project Manager
  • Expert Judgement
  • Examples
Tools
05:39

The iterative process of applying tools and techniques to process inputs again generates outputs, only this time the outputs pertain to the final product of the project.

This lecture will discuss the application of the outputs gained from the inputs and tools and how they assist in the closure of a phase or a project.


Topics Covered Include:
  • Project's Product
  • Closure Documentation
  • Lessons Learned Errors
  • Examples
Outputs
10:19

This lecture will discuss the overall topics of this section and how they pertain to Project Management.

Topics Covered Include:
  • Overview
Reviewing the Course
02:07

Chapter 2 Quiz
10 questions
+
Scope I: Collecting Requirements and Defining Scope
14 Lectures 53:14

One of the more important tasks that a project manager performs during the management of a project is identifying the project's requirements. Determining what is required of a project is necessary to identify work that has to be performed, and to establish metrics that are used to evaluate whether the work is acceptable and successful.

This lecture will discuss the topics covered and goals of this section.

Topics Covered Include:
  • Important Tasks
  • Welcome
  • Conclusion Goals
Preview 01:18

According to the Project Management Institute, a project's scope is “the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.”

This lecture will discuss the importance of scope when associated with a project, as well as some of the aspects included within scope.

Topics Covered Include:
  • Project Scope
  • 2 Scope Types
  • Product Scope
What is Project Scope?
02:28

A project manager uses knowledge of a project's requirements and scope at different times throughout the life of a project. During each stage of a project has different ways of identifying scope and they can be categorized into three types of identification.

This lecture will discuss the three different ways scope is used and implemented in a project.

Topics Covered Include:
  • Scope Creep
  • 3 Scope Concerns
  • Processes
  • Creating a WBS
Project Requirement Processes
03:48

One of the greatest, and often forgotten, indicators of project success is whether or not the requirements and expectations of project stakeholders are met.

This lecture will discuss the best way to collect requirement and meet expectations of stakeholders while carrying out a project.

Topics Covered Include:
  • Failure Leads
  • Requirement Collections
  • Project Charter High Level
  • Decompose
About Requirement Collection
02:46

According to the Project Management Institute, collecting requirements means defining and managing customer expectations. Cost, schedule, and quality planning are all important requirements that will be expressed by stakeholders.

This lecture will discuss the inputs used to achieve certain goals that are necessary for the advancement of a project.

Topics Covered Include:
  • Inputs
  • Project Charter
Requirement Collection Inputs
05:45

Using the inputs of the Project Charter, scope and requirements management plan, and the Stakeholder Register and stakeholder management plan, the project team can employ a variety of tools and techniques to collect requirements from stakeholders.

This lecture will discuss the different tools and techniques used to gain valuable requirements from stakeholders and begin to implement them into a project.


Topics Covered Include:
  • Applying Inputs
  • Delphi Techniques
  • Mind Mapping
  • Examples
Requirement Collection Tools and Techniques
08:59

As with any process, the outputs of Collect Requirements contribute These outputs serve as stepping stones, allowing the project manager to come closer and closer to the project's deliverables to the project's end result.

This lecture will discuss the use of collect requirements outputs in the development of a project.

Topics Covered Include:
  • Collect Requirement Outputs
  • Requirements Documentations
  • Examples
Requirement Collection Outputs
03:07

“What do you need?” When a manager asks that question, especially when that manager is someone who is following through on requests from his or her employees, it can provide an enormous boost; but only if you know what you need. Otherwise, that managerial query becomes a missed opportunity.

This lecture will discuss the steps to planning requirement management, as well as how it will assist the progression of a project.


Topics Covered Include:
  • Requirements Management Plan Document
  • Requirements Management Plan Details
  • Developing Techniques
Requirements Management Planning
04:39

Consideration must be given to the process of collecting a project's requirements is the concept of traceability and tools used to facilitate traceability. The requirements traceability matrix is the tool that provides a link between business and project objectives.

This lecture will discuss the need for traceability in a project so that everything can be traced and monitored.


Topics Covered Include:
  • Traceability
  • Traceability Matrix
  • Examples
Requirements Traceability
03:39

Chapter 1 Quiz
12 questions

The Define Scope process takes a one-brick-at-a-time approach to helping a project manager build the foundation of a project, making sure that the project team has the details just right. The big ideas were tackled during project charter development. But only when all the little details are in place can a project manager be sure that the project is headed in the right direction.

This lecture will discuss the necessity of scope in all aspects of a project and what it does for the duration of the project.


Topics Covered Include:
  • Building Foundations
  • Progressive Elaboration
  • Processes
  • Examples
About Scope Definition
03:41

No matter how many processes and documents you have in place, when projects move forward, they are propelled by ingenuity – by sound judgment, past experience, expertise and creativity. These are the tools and techniques that keep a project humming, moving it along from one phase to the next.

This lecture will discuss the need for a Project Scope Statement and what the statement does in moving a project forward successfully.


Topics Covered Include:
  • Tools and Techniques
  • Product Analysis Techniques
  • Project Scope Statement Constraints
  • Examples
Define Scope Tools and Techniques
04:31

The project scope statement reinforces the detail of the project requirement and level of work necessary to create those deliverables. It also helps determine those activities deemed to be out of scope and not a part of the project. And it delivers consensus that the project team and all stakeholders will rely upon as work progresses.

This lecture will discuss why a Scope Statement is needed throughout a project's duration, and specifies what is in a Scope Statement.

Topics Covered Include:
  • Scope Impacts
  • Project Scope Statement Includes
  • Primary Output
  • Direct Correlation
The Project Scope Statement
03:09

Within the Project Scope Management knowledge area, is established the need to gather requirements, and reviewed the inputs, tools, and outputs that will become components of the project plan. From there, press forward to defining the scope of a project.

This lecture will discuss the steps that need to be taken to move forward in a project, while still retaining the scope of a project.

Topics Covered Include:
  • Next Steps
  • WBS Summary
  • Scope Details
  • Examples
Moving Forward
02:28

This lecture will discuss the overall topics of this section and how they pertain to Project Management.

Topics Covered Include:
  • Overview
Conclusion and Review
02:56

Chapter 2 Quiz
6 questions
+
Scope II: Monitoring and Controlling Project Scope
14 Lectures 51:43

A critical factor in the success of a project is the project manager's ability to monitor and control the scope of the project. During the implementation of processes within the Planning Process Group, great amount of effort and planning go into the collection of project requirements, the creation of a work breakdown structure, and the definition of the project's scope.

This lecture will discuss the importance of a manager's ability to monitor and control different aspects of a project.

Topics Covered Include:
  • Critical Factor
  • Required Planning and Effort
  • Welcome
Preview 01:47

There are six processes indicated by the Project Management Institute that are related to the Project Scope Management Knowledge Area. Two of those processes help a project manager monitor and control the scope of a project.

This lecture will discuss the importance of these two processes in accordance with a project.

Topics Covered Include:

  • 5 Processes
Monitor and Control Scope Processes
01:00

Chapter 1 Quiz
3 questions

Validation of project scope is the process whereby stakeholders formally accept the completed project scope and associated deliverables. Deliverables are reviewed to ensure that they have been completed satisfactorily, meet the project's requirements and that they are acceptable to stakeholders.

This lecture will discuss why a validation of scope is needed, and how it is incorporated into a project.

Topics Covered Include:

  • Verification of Project Scope
  • Scope Verification vs. Quality Control
  • Inspections
  • Scope Verification
What does it mean to "Validate Scope?"
02:47

The input used to validate scope is The Project Management Plan. The project management plan is used because it provides details relevant to project requirements and guidance for how the project manager and team plan to approach the development of work packages within the project.

This lecture will discuss each individual input, what they do, and their benefits throughout the duration of a project.

Topics Covered Include:
  • Inputs
  • Traceability Matrix Functions
Validate Scope Process Inputs
03:35

The techniques to validate scope are in the broad classification of group decision-making techniques. These techniques encompass the many that project managers use all the time when seeking consensus and input from various stakeholders. This could be as simple as discussions in meetings to something as formal as votes.

This lecture will discuss the different types of inspection and the outputs that may occur when they are implemented.


Topics Covered Include:
  • Primary Tool
  • Project Quality Assessment
  • Issue Log
  • Insufficient Acceptance
Validate Scope Via Inspection
06:44

One of the outputs of scope validation is the Change Request. In some instances, deliverables may not be acceptable because they don't meet all of the indicated requirements, and a change to the deliverable is required. In other instances, change may be requested because of new information or for the purpose of improving the deliverable.

This lecture will discuss the aspects of a Change Request, and describe the steps to accomplishing a change within a project.

Topics Covered Include:

  • Perform Integrated Change Control
  • Template Identified
  • Modifying Documents
About Change Requests
05:15

This lecture will discuss the overall topics of the first portion of the section and how they pertain to Project Management.

Topics Covered Include:
  • Overview
Review Scope Validation
03:01

Chapter 2 Quiz
11 questions

The primary purpose of project scope control is to influence factors that create changes to project scope and to control the impact of those changes if and when they occur. Control of scope changes is managed through the project Integrated Change Control process. To facilitate this, a project scope Change Control System provides the procedures by which the project scope and product scope may be changed.

This lecture will discuss what Project Scope Control means and how it is integrated into a project.

Topics Covered Include:
  • Influencing Factors
  • Variance Analysis
  • Variance Analysis Performance
About Project Scope Control
01:42

The critical path of a project refers to a sequence of work packages and the order in which scheduled activities are executed within the project. A project's critical path is always known to be the longest path made up by work packages with the longest durations identified within the project schedule.

This lecture will discuss the need for a critical path in a project, as well as what it does to help a project run smoothly.

Topics Covered Include:

  • Duration Analysis
  • Forward Pass
  • Backward Pass
  • Event Issues
  • Six Phase Project
Scope Control and the Critical Path
12:02

Using the Control Scope process, a project manager can gain the proper oversight on the project to respond to both foreseen and unforeseen changes.

This lecture will discuss the different types of inputs used in Scope Control and what they each offer the project progression.

Topics Covered Include:
  • Control Scope Process
  • Control Scope Inputs
Control Scope Inputs
02:48

The tool employed during the Control Scope process is called Variance Analysis. In Scope Control there is a project baseline and its importance for having a start time for a deliverable or activity that can be used for productivity measurement and evaluation. By having this baseline in place, the project manager and team can perform analysis and determine whether or not a project is meeting its objective.

This lecture will discuss what Variance Analysis means and how it will benefit the progression of a project.

Topics Covered Include:
  • Variance Analysis
  • Visualizing Productivity
  • Cause-and-Effect
Control Scope Tools
01:56

Outputs from the Scope process help deliver metrics that can be used to evaluate the effectiveness of project activities. Here, the project team can deliver information that illustrates the productivity of the project. The benefits of Control Scope outputs are insight to the project performance, updates to organizational assets and the ability to drive and manage change into and through the project.

This lecture will discuss each type of control scope outputs, and their benefits in the progression of a project.

Topics Covered Include:
  • Scope Process Outputs
  • Control Scope Outputs
Control Scope Outputs
05:31

This lecture will discuss the overall topics of this section and how they pertain to Project Management.

Topics Covered Include:
  • Overview
Control Scope Review
02:36

This lecture takes you through some of the key points covered, and review items. After this section is complete the student can take the Final Exam: Monitoring and Controlling Project Scope.

Conclusion
00:59

Chapter 3 Quiz
7 questions
22 More Sections
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