Project Management Professional (PMP) Certification - PMBOK® Guide Training from CBT Direct

Project Management Professional (PMP) Curriculum Outline

Managing Projects within Organizations

Overview/Description
Project-based operations have become the norm in todays business world. In essence, almost every work effort is a project, from constructing a new building to designing and delivering a new information management system. As projects become the primary method for getting things done and effecting organizational change, it is crucial to choose a good and proven method for managing projects. However, projects cannot be properly managed in a silo. Every aspect of project management is affected by the organization, the social environment, the projects stakeholders, both internal and external, and many other aspects of the context in which the project is carried out. Understanding this context is critical to good planning and good decision making as the project progresses toward achieving its objectives. This course provides an overview of the project management discipline as outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition published by the Project Management Institute (PMI®). Specifically, it introduces the characteristics of a project, the responsibilities that accompany project management, and the differences between portfolios, programs, and projects. The course will identify key project management concepts and terms, explore the PMBOK® Knowledge Areas, and provide information about the variables that can influence project outcomes. It will also cover the project stakeholders and the organizational influences on a project. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

Target Audience
Existing project managers seeking PMP® certification in recognition of their skills and experience or others who wish to become PMI®-accredited project managers

Expected Duration (hours)
2.0

Lesson Objectives

Managing Projects within Organizations

Recognize examples of a project

Identify the characteristics of a project

Identify the fundamental responsibilities of a project manager

Distinguish between the three types of project management competencies

Recognize key concepts about various project structures used to facilitate project management within an organization

Match project stakeholders with their roles in a project

Identify a project managers key responsibilities regarding stakeholders

Match organizational stakeholders with their interests in a project

Determine how given organizational attributes may influence a project

Identify the organizational attributes that influence projects

Course Number:
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Project Management Overview

Overview/Description
Every project is different. Some are small and straight forward. Others are large and complex. Most are somewhere in the middle. Even though every project is unique, they all have certain attributes in common. Every project has a similar life cycle, starting with an idea, progressing through development, and culminating in the delivery of a finished product or service. A product has a life cycle of its own which is tied into – yet distinct from – the life cycle of the project. All projects have similar overall phases, such as the start up phase, the planning and design phase, the production phase, and the closing phase. That is all straightforward, but how do a projects phases relate to the stages of its life cycle? Do the natural phases of a project affect the way it is managed? And what types of project management processes should be applied to the specific phases? These are all fundamental questions project managers ask. This course answers these questions and more. It is designed to give project managers and project team members a solid understanding about the nature of projects, how they are structured, and how the structures affect the way they are managed. Specifically, it introduces the concepts of project life cycle, product life cycle, project phases, and project management process groups. It provides an in depth look at how the project management phases interact with each other and with the elements of the project life cycle. The course illustrates these concepts through many examples of small and large projects. Learners will also be introduced to the fundamental source of information for project management professionals: the Project Management Institute (PMI®) and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by PMI®. The course will identify key project management concepts and terms, explore the PMBOK® Guide, and the project management Knowledge Areas. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
1.5

Lesson Objectives

Project Management Overview

Recognize the characteristics of the project life cycle

Identify statements that describe the relationship between project and product life cycles

Identify the characteristics that define project phases

Recognize the relationship between project phases and the project life cycle

Select statements that describe the iterative nature of the project management process groups

Recognize the relationship between project life cycles, product life cycles, project phases, and process groups

Identify facts about the Project Management Institute

Identify the role of the PMBOK® Guide

Identify the nine project management knowledge areas

Match processes with corresponding knowledge areas and process group interactions

Course Number:
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Project Management Process Groups

Overview/Description
Processes: a set of interrelated actions and activities performed to achieve a specified set of products, results, or services. Good processes, meaning those based on sound principles and proven practices, are project managers best friends. They act like the solid tracks that keep a train going in the direction it needs to go. Following a set of established processes minimizes confusion and uncertainty for the project manager and all project stakeholders. It ensures the effective progress of the project from initiation through to close-out. In this course, learners will be given an overview of the project management process groups as defined in A Guide to the Project Management Body of Knowledge (PMBOK®) Guide – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced to the following project management process groups: Initiating, Planning, Executing, Monitoring & Controlling, and Closing. Learners will also discover how the process groups interact with the nine knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing learners for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Project Management Process Groups

Recognize the role that organizational process assets and enterprise environmental factors play in a project

Distinguish between examples of project management processes and product-oriented processes

Recognize how the interdependent nature of the process groups affects project management

Identify ways in which the process groups interact with each other through the life of a project

Identify the outputs of the processes of the Initiating process group

Identify key concepts related to project planning

Identify examples of project management activities that fall under the Executing process group

Recognize examples of activities that take place under the Monitoring and Controlling process group

Recognize examples of activities carried out during phase or project close-out

Course Number:
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Integrated Initiation and Planning

Overview/Description
Collaboration, coordination, and consolidation are terms to describe integration. Project Integration Management is the knowledge area that coordinates with various process groups to ensure that each project is managed in a unified and consolidated way. The intention is to have processes interact smoothly. In this course, learners will be given an overview of the Project Integration Management knowledge area. Theyll be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced to Project Integration Management and its processes, the project charter, including the statement of work and business case. Theyll also be introduced to the project management plan. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Integrated Initiation and Planning

Identify various aspects of the role of Project Integration Management in a project

Recognize key concepts related to how the Project Integration Management processes are linked

Identify types of business needs that may trigger project creation

Label customers as internal, buyers, or consumers

Recognize the relationship between a business case, statement of work, and project charter

Distinguish between a project charter, business case, and statement of work

Identify examples of the inputs to the Develop Project Charter process

Identify the role of expert judgment in developing a project charter

Determine which elements are missing from a given project charter

Identify the inputs to the Develop Project Management Plan process

Recognize the types of information that should be included in a project management plan

Course Number:
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Integrated Project Execution, Monitoring, and Control

Overview/Description
Most projects experience problems and unforeseen events that pose a threat to successful completion. Thankfully there are many proven project management processes designed to direct, monitor, and control project work. For example, project baselines for schedule, cost, scope, and quality give the project manager firm foundation by which to monitor project work and upon which to base decisions. When problems arise, strategies for managing changes help get the project back in line. This course will equip project managers with skills to manage change in an integrated fashion so that, for example, changes to scope are reflected appropriately in the quality, schedule, and cost baselines. The Project Integration Management knowledge area includes six processes, ranging from the creation of the project charter at the beginning of a project through to the close of a project or phase. This course covers the inputs, tools and techniques, and outputs of the third and fourth processes: Direct and Manage Project Execution and Monitor and Control Project Work. Through interactive learning strategies and realistic scenarios, the learner explores these concepts and gains a better understanding of the project integrative processes in action. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
1.5

Lesson Objectives

Integrated Project Execution, Monitoring, and Control

Identify examples of project management activities that are carried out as part of directing and managing project execution

Identify the inputs used to direct and manage project execution

Recognize examples of the tools used to direct and manage project execution

Recognize examples of outputs of the Direct and Manage Project Execution process

Distinguish between monitoring activities and controlling activities

Sequence the steps in the project monitoring and control cycle

Recognize examples of the inputs to monitoring and controlling work performance

Recognize the actions a project manager would take to monitor and control project performance

Recognize the principles associated with updating project baselines

Identify the outputs of the Monitor and Control Project Work process

Course Number:
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Integrated Project Change Control and Close

Overview/Description
Change is inevitable. Environmental, technological, legislative, and economical changes can have an immeasurable impact on individuals and organizations. In addition to these changes, a project environment could see change requests for additional features and functions from stakeholders. As a project manager, having the ability to monitor and control the changes will mitigate project risk by considering time, cost, scope, and product quality. Controlling change will also effectively assist in closing projects or phases by ensuring approved changes are implemented and signed off by stakeholders. As a result, project managers must hold multiple perspectives and simultaneously consider the many facets of their projects. This course will equip project managers with the tools and techniques to manage project change in an integrated fashion and to close out phases and projects so that all aspects are brought to a controlled close. The Project Integration Management knowledge area includes six processes, ranging from the creation of the project charter at the beginning of a project through to the close of a project or phase. This course covers the inputs, tools and techniques, and outputs of the fifth and sixth processes: Perform Integrated Change Control and Close Project or Phase. Through interactive learning strategies and realistic scenarios, the learner explores these concepts and gains a better understanding of the project integration processes in action. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
1.0

Lesson Objectives

Integrated Project Change Control and Close

Identify the key principles of integrated change control

Label configuration management activities

Recognize appropriate outcomes of the Perform Integrated Change Control process

Identify examples of inputs to the Perform Integrated Change Control process

Identify the inputs to the Close Project or Phase process

Recognize the types of activities that take place during the Close Project or Phase process

Recognize outputs of the Close Project or Phase process

Course Number:
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Project Requirements and Defining Scope

Overview/Description
Good scope management focuses on making sure that the scope is clearly communicated and well defined and that the project is carefully managed to limit unnecessary changes. Project scope management is concerned with ensuring that projects include and account for all the work needed to ensure the successful completion of a project. Successful project managers use project scope management throughout the project life cycle to identify and control all aspects involved in a project. This course will highlight the importance of project scope management to project performance. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the inputs to, the tools and techniques for, and the outputs of the Project Scope Management processes. This course covers all the activities related to planning scope management and developing a project scope statement. Specifically, learners will be introduced to the first two processes in the Project Scope Management knowledge area – Collect Requirements and Define Scope. Learners will be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition published by the Project Management Institute (PMI®). This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Project Requirements and Defining Scope

Identify causes of scope creep

Identify the definition of project scope

Match the Project Scope Management processes with the corresponding process groups

Identify key considerations about collecting project requirements

Distinguish between the various tools and techniques used for collecting project requirements

Recognize appropriate strategies for using group creativity techniques to establish project requirements

Recognize examples of good project requirements

Match outputs of the Collect Requirements process with their characteristics

Identify how the tools and techniques for the Define Scope process are used to create the project scope statement

Identify the inputs to the Define Scope process

Match the components of a project scope statement with the role they play in managing a project

Identify the purposes of the project scope statement

Course Number:
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Create Work Breakdown Structure

Overview/Description
Successful projects can only happen with the implementation of planning techniques that define project objectives in sufficient detail. Projects can quickly get out of control if the appropriate actions arent taken initially. A projects work breakdown structure (WBS) provides the foundation for defining work as it relates to the project objectives and establishes the structure for managing the work to completion. This course will highlight the importance of the WBS and how it relates to the overall success of a project. Through interactive learning strategies and real-life scenarios, the learner will explore these concepts and gain a better understanding of the project management processes related to creating and verifying a work breakdown structure. This course will cover the project inputs, tools and techniques, and outputs of the Create Work Breakdown Structure process, the third process in the Project Scope Management knowledge area. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
1.5

Lesson Objectives

Create Work Breakdown Structure

Recognize how to organize a work breakdown structure

Identify the purposes for which a work breakdown structure is used in project management

Identify the inputs used when creating a work breakdown structure (WBS)

Order the steps of the decomposition process

Identify the attributes of a usable WBS template

Identify the factors that influence the first level of decomposition for a project

Determine the degree of decomposition to apply to examples of projects

Identify criteria for determining whether work packages are sufficiently decomposed

Identify the roles that identifiers for work breakdown structure elements perform

Identifying the work package characteristics that are confirmed during WBS verification

Identify the purpose for having control points in a WBS

Identify the sign that a work breakdown structure has been finalized

Identify the components of the scope baseline

Recognize the role of each component of a projects scope baseline

Identify the role of the WBS dictionary in a projects scope baseline

Course Number:
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Monitoring and Controlling Project Scope

Overview/Description
A project managers key responsibility is to ensure that the project is carried out in a controlled manner, according to plan. However, a project can quickly spin out of control if changes to the products scope are not detected and managed properly. Two processes in particular enable a project manager to do just that: they are the Verify Scope and Control Scope processes. They belong to the Project Scope Management knowledge area and play a key role by helping to monitor and control the boundaries of the project throughout the project life cycle. This course will cover the project inputs, tools and techniques, and outputs of the scope management processes that deal with verifying scope and controlling changes to a projects scope baseline. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the monitoring and controlling processes of the scope management knowledge area. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
1.5

Lesson Objectives

Monitoring and Controlling Project Scope

Identify the inputs to scope verification

Identify the main activities that take place during the Verify Scope process

Distinguish between the Verify Scope process and the Perform Quality Control process

Identify the outputs of the Verify Scope process

Identify the purpose of the Control Scope process

Recognize the role of each input to the Control Scope process

Identify the details that would go into a change request, given a project scenario in which there is a scope change

Recognize examples of the effects on a project when a change request is approved

Course Number:
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Defining and Sequencing Project Activities

Overview/Description
Properly defining and sequencing project activities allow a project manager to answer two basic scheduling questions – What activities are required to develop the end product? And how should the activities be sequenced for optimal results? The first step in developing a reliable project schedule is identifying project activities and their interrelationships. This course covers defining and sequencing project activities in the project management discipline, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®). Specifically, learners will be provided with an overview of the Project Time Management knowledge area and the interrelation with the process groups. The course also explores project activities and activity attributes, and the method of developing network diagrams, including dependency determination and applying leads and lags. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Defining and Sequencing Project Activities

Sequence the processes that make up the Project Time Management knowledge area

Identify the role that a schedule plays in project management

Identify the process group to which each Project Time Management process belongs

Identify types of information required to perform the Define Activities process

Recommend which Define Activities techniques to use for a given project

Identify the tools and techniques of the Define Activities process

Identify the roles that the outputs of the Define Activity process plays in other project management processes

Recognize how the information from input documents is used in the creation of a project schedule network diagram

Apply the process for creating a schedule network diagram to determine whether a given network diagram reflects a given list of activities and dependencies

Identify a diagram that shows the appropriate dependency relationships for a given set of activities

Recognize examples of project situations as creating either lead or lag in a project schedule

Match types of precedence relationships with corresponding graphics

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Estimating Activity Resources and Durations

Overview/Description
Resources, such as people, materials, equipment, facilities, money, or a combination of any of these, are fundamental in executing a project, and are required throughout the entire project lifecycle. Determining resource requirements is critical to successful project time management. The ability to estimate the duration of each project activity is equally essential. It is not enough to know what needs to be done and what resources are required. A project manager must know how much time it will take to complete each activity. This course covers estimating activity resources and durations in the project management discipline, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®). Specifically, learners will be provided with an overview of establishing resource requirements, sources of activity duration information, and methods of estimating activity durations. Some of the duration estimating techniques taught in this course include analogous estimating, parametric estimating, and using three-point estimates. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Estimating Activity Resources and Durations

Identify the purpose of the Estimating Activity Resources process

Recognize examples of the types of information required to estimate activity resources

Match tools and techniques with examples of their uses in estimating activity resources

Recognize the principles of using the bottom-up estimating technique

Recognize the importance of including assumptions for activity resource estimates

Identify an example of a resource breakdown structure

Match inputs with descriptions of their uses in estimating activity durations

Match the tools and techniques for estimating activity duration with examples

Recognize examples of the outputs of the Estimating Activity Durations process

Estimate activity durations using the parametric estimating technique for a given scenario

Estimate the duration of a given activity using the three-point estimating technique

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Developing and Controlling the Project Schedule

Overview/Description
The project schedule is critical to project management. It determines the planned start and finish dates for project activities and milestones. It also confirms which activities are dependent on others, therefore enabling the project manager to prioritize the order in which activities are completed. Developing the project schedule is an ongoing process throughout the project lifecycle, as there are many factors that can either accelerate or delay deliverables in a project. It is essential in successful project management to be able to quickly identify possible impacts, evaluate the effect on all project activities, and adjust the project activities as required to minimize risk. This course covers developing and controlling the project schedule in the project management discipline, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®). Specifically, learners will learn how to analyze activity sequences, durations, and resource and schedule constraints, to create the project schedule. Learners will also calculate the critical path using a forward and backward pass, calculate the float, and calculate the critical chain in order to monitor progress and make changes to the project schedule as required. This course provides a foundational knowledge base reflecting the most up-to-date project management information. It will enable learners to effectively put principles to work in their own organizations, and assist in preparing them for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Developing and Controlling the Project Schedule

Match the inputs to developing a project schedule with the reasons they are needed for creating a project schedule

Match schedule network analysis techniques with their characteristics

Apply the critical path method in a given scenario

Recognize different types of project schedules and the purposes for each type

Recognize examples of the various outputs of the Develop Schedule process

Identify information and documents that are required to control the project schedule

Match schedule control tools and techniques with uses

Recognize examples of the outputs of the Control Schedule process

Calculate schedule variance for the given project information

Determine if a project is on schedule by calculating the schedule performance index

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Estimating and Budgeting Project Costs

Overview/Description
Accurately forecasting the cost of future projects is vital to the success of projects and the survival of any business. Project managers must have the ability to not only identify what work is required at the onset of a project, but precisely forecast how much that work is going to cost to meet the project goal. This course provides an overview of estimating and budgeting project costs in the Project Cost Management knowledge area, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®). Specifically, this course covers gathering cost information from numerous sources and then utilizing that information to apply tools and techniques such as bottom-up estimating and reserve analysis for estimating costs. Learners will also determine the project budget by calculating reserves and funding requirements. This course provides a foundational knowledge base reflecting the most up-to-date project management information, so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Prerequisites
None

Expected Duration (hours)
2.0

Lesson Objectives

Estimating and Budgeting Project Costs

Recognize how each process in Project Cost Management is used

Recognize the project process groups associated with the processes in Project Cost Management

Recognize how the inputs to the Estimate Costs process are used

Recognize how the tools and techniques of the Estimate Costs process are used

Review and correct the bottom-up estimate for a given project

Match the outputs of the Estimate Costs process to their descriptions

Recognize how the inputs to the Determine Budget process are used

Recognize how the tools and techniques of the Determine Budget process are used

Determine whether a cost baseline was correctly established, given a scenario

Match the outputs of the Determine Budget process to their descriptions

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Controlling Costs

Overview/Description
Establishing the budget for a project is a vital process in project management, yet it means nothing if the budget is not adhered to. Controlling project cost is critical to meeting a projects budget targets, and monitoring cost performance can mean the difference between the success and failure of a project. This course provides an overview of the Control Costs process. It introduces the best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®). Specifically, the course examines the inputs, tools and techniques, and outputs of the Control Costs process. In terms of the tools and techniques, it shows how to monitor cost performance through earned value management (EVM), forecasting, and other techniques such as to-complete performance index (TCPI). It also demonstrates how to calculate planned value, earned value, actual cost, schedule and cost variance, and schedule-performance and cost-performance indices. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide - Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Prerequisites
None

Expected Duration (hours)
1.5

Lesson Objectives

Controlling Costs

Recognize how inputs to the Control Costs process are used

Match the tools and techniques used in the Control Costs process with their descriptions

Calculate variance and index values associated with the earned value management (EVM) technique

Calculate estimate at completion (EAC) values in different scenarios

Recognize the situations in which different estimate at completion (EAC) formulas are used

Calculate the to-complete performance index (TCPI) in a given scenario

Match sources of performance reviews to their descriptions

Recognize how outputs from the Control Costs process are used

Match the considerations associated with revising the cost performance baseline to their examples

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Project Quality Planning

Overview/Description
Project managers need to build quality into their projects at the very beginning, during the planning stage. Quality managers have to ensure that quality requirements are met. The Project Quality Management knowledge area takes these facts into consideration. It not only includes processes for assuring and controlling quality, but it also includes a process for ensuring that quality is considered from the very beginning of a projects lifecycle. In this course, learners will be given an overview of the project quality management knowledge area. Theyll be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced to the three processes in the quality management knowledge area and how they fit into the project process groups. This course also covers, in detail, the quality planning process. This process will help project managers identify the relevant quality standards for a project and then determine how to satisfy those needs. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Project Quality Planning

Recognize examples of the issues involved in project quality management

Match concepts related to quality management with examples

Recognize the relationship between the three Project Quality Management processes

Recognize how the Project Quality Management processes interact with other project management processes

Identify the process group to which each Project Quality Management process belongs

Match the inputs to quality planning with the descriptions of how they are used

Perform cost-benefit analysis for a given situation

Categorize examples of costs of quality

Match quality planning tools and techniques with descriptions of how they are used

Recognize excerpts from the outputs of the Plan Quality process

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Quality Assurance and Quality Control

Overview/Description
There is no question that project quality is essential in ensuring project success; a quality management plan identifies quality requirements and provides all project stakeholders with documented guidelines for delivering a quality product or service. But the question is how do you ensure that the quality management plan will work? How do you know that those guidelines will, if followed, result in a successful project? The quality management plan must be audited and measured consistently and efficiently to ensure that it is both adequate and adhered to. In this course, learners will be given an overview of the quality assurance and quality control processes within the project quality management knowledge area. Theyll be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced to the tools and techniques used in quality assurance, such as quality audits and performing a process analysis. Theyll also learn quality control tools, such as cause and effect diagrams, statistical sampling, and inspection. This course will assist in preparing the learner for the PMBOK® certification exam and provide a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Quality Assurance and Quality Control

Recognize how inputs to Perform Quality Assurance are used in the process

Recognize examples of activities that are conducted in an effective quality audit system

Recognize examples of issues that may trigger the need for a process analysis

Sequence the steps of a root cause analysis

Identify the outputs of performing quality assurance

Differentiate between examples of prevention and inspection as used in quality control

Differentiate between attribute and variables sampling

Identify tolerances and control limits, given a sample quality control graph

Categorize inputs to the Perform Quality Control process according to the type of information they contain

Match the techniques used for data collection and analysis with their purpose

Recognize the purposes of various tools used in quality control to identify and analyze causes of defects

Sequence the steps in creating a Pareto chart

Analyze a given Pareto chart

Recognize outputs that result from various quality control activities

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Planning Project Human Resources

Overview/Description
When project managers set their sights on delivering creative project solutions on time and within budget, they must select and manage a team of experienced and competent professionals who can meet the challenge. This requires that project managers understand the Project Human Resource Management processes of planning, selecting, developing, and managing a project team. While selecting the right team to do the work is critical to project success, it doesnt stop there. Good project managers know how to create the right type of atmosphere for their projects, keep their team members motivated throughout the project, and manage issues and changes that could possibly derail a project team. This course emphasizes the importance of good project human resource management to overall project performance. It covers the inputs, tools and techniques, and outputs of the first two Project Human Resource Management processes: Develop Human Resource Plan and Acquire Project Team. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Planning Project Human Resources

Identify responsibilities of a project management team in relation to human resources management

Identify the human resource responsibilities of a project manager

Identify the process group to which each Project Human Resources Management process belongs

Recognize examples of inputs to developing a human resource plan

Match the format for presenting project team roles and responsibilities with characteristics

Match networking and organizational theory with their roles in developing a human resource plan

Recognize examples of information that should be included in the roles and responsibilities section of a human resource plan

Identify the information that should be contained in a staffing management plan

Identify the type of information that is necessary to acquire a project team

Match techniques for acquiring a project team with examples

Identify the techniques for acquiring a project team

Recognize examples of events that would trigger an update to the human resource plan

Identify the outputs of the Acquire Project Team process

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Managing Project Human Resources

Overview/Description
Henry Ford once said that coming together is a beginning; keeping together is progress; working together is success. Mr. Ford knew the importance of teamwork. Ask anyone who has worked in a project environment, and they will tell you that team dynamics can make or break a project. A positive, constructive atmosphere can keep team members motivated and productive, while a negative atmosphere can have the opposite effect. Developing effective project teams is one of the primary responsibilities of a project manager. Once the team is working effectively and the project is underway, it is time for the project manager to proactively manage the project team in order to address and resolve personnel issues that could adversely affect the project. This course covers the Develop Project Team and Manage Project Team processes, the third and fourth processes within the Project Human Resources Management knowledge area. Learners will be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Techniques for developing project teams, such as training, team-building activities, and recognition and rewards will be discussed. Learners will also be introduced to strategies for enhancing project performance and conflict management techniques. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. It will also assist in preparing the learner for the PMBOK® certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Managing Project Human Resources

Identify the inputs to developing a project team

Recognize examples of various strategies for developing project teams

Recognize the relationship between the use of team-building exercises and the normal development of a team

Recognize examples of effective rewards and recognition

Recognize examples of appropriate outcomes on which to base performance assessments

Match indirect measures of team performance to examples

Match each input to a description of how it is used to manage a project team

Identify the tools and techniques used in managing a project team

Use effective leadership skills in a given scenario

Use effective influencing skills in a given scenario

Use effective decision making skills in a given scenario

Match conflict resolution techniques with characteristics

Identify examples of outputs of the Manage Project Team process

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Stakeholders and the Communications Management Plan

Overview/Description
Experts say that up to 90% of a project managers time is spent communicating, whether its with external stakeholders, members of the project team, suppliers, or other managers within their organizations. That speaks volumes about the important role of communication to a project. When communications break down, projects fail. When communications are good, the project is more likely to achieve its objectives. Healthy project communication means that the right people are getting the right information at the right time. They are able to make informed decisions. They understand what is going on and are able to proceed with their work. Communications management is one of the most essential functions of a project manager. Project managers must understand the critical role that stakeholders play in a project and how successful communications help promote project success. Project managers need to plan out a strategy to ensure that needed information is gathered and produced efficiently. In this course learners will learn how to identify project stakeholders, perform a stakeholder analysis, and analyze communications requirements in the development of a communications management plan. This course provides foundational knowledge and up-to-date project management information so learners can put principles to work at their own organizations. This course will assist in preparing the learner for the PMP® Certification Exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Stakeholders and the Communications Management Plan

Identify the benefits of using good communication on a project

Match each process in the Project Communications Management knowledge area to its associated project management process group

Identify the types of information used to identify stakeholders

Recognize how to identify stakeholders using stakeholder analysis and expert judgment

Identify the outputs of the Identify Stakeholders process

Match the inputs to communications planning to the type of information they provide

Determine the effect that various project conditions may have on communications requirements

Determine the number of communication channels in a given project

Recognize examples of the components of the communication model given a project scenario

Match examples of communication breakdown on a project to corresponding solutions

Classify examples of communication as interactive, push, or pull communication

Identify the outputs of communications planning

Course Number:
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Processes for Managing Project Communications

Overview/Description
A project manager is the communication hub through whom all project information flows, receiving and distributing dozens of messages per day. Customers, suppliers, project team members, and company executives all rely on the project manager for up-to-date information that has been processed and tailored to meet their needs. There are three critical processes that a project manager uses to meet stakeholders information needs and keep the project progressing well: Distribute Information, Manage Stakeholder Expectations, and Report Performance. These processes ensure all project stakeholders have the information they need at the right time and in the right format. This course emphasizes the importance of these Project Communications Management processes and guides the learner through the steps required to successfully implement each one. Specifically, it covers strategies for selecting appropriate methods for communicating with stakeholders and ways to ensure that stakeholders remain supportive of the project. Finally, learners will be introduced to different forms of performance reports. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. It will also assist in preparing the learner for the PMP® Certification Exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Processes for Managing Project Communications

Match inputs of the Distribute Information process to examples

Identify factors that positively influence project communications

Classify a project communication example according to the communication method and type of information distribution tool it represents

Identify types of organizational process assets that may be used to distribute project information

Match inputs with the type of information they provide for managing stakeholder expectations

Recognize examples of techniques and skills used to manage stakeholder expectations

Identify outputs of managing stakeholder expectations

Match the inputs to reporting performance with their characteristics

Recognize the tools and techniques for reporting project performance

Identify the outputs of reporting performance

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Risk Management Planning

Overview/Description
There are a few questions that every project manager should ask at the beginning of a project: What do we hope to gain from this project? What kinds of things could keep that from happening? How should we respond if those events occur? Every project involves some degree of risk. Identifying potential risks and having a plan for dealing with them can spell the difference between a project that reaches a successful conclusion and one that does not. In this course, learners will be introduced to the Project Risk Management knowledge area. It covers the best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced the first process in the Project Risk Management knowledge area: Plan Risk Management. Techniques such as creating a risk management plan and preparing documentation for the risk identification and analysis processes will be covered in detail. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
1.5

Lesson Objectives

Risk Management Planning

Recognize types and examples of project risk

Recognize examples of risk management activities

Match the Project Risk Management processes with their associated project management process group(s)

Match the inputs to planning risk management with the information they provide

Identify the technique used for the Plan Risk Management process

Match elements of the risk management plan with examples

Identify sections of the risk management plan

Recognize the principles of risk tolerance, probability, and impact

Course Number:
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Performing Risk Analysis

Overview/Description
Risk in any project is unavoidable. It doesnt matter how much experience a project manager has, risks will always be present. Fortunately, there are proven methods to identify and analyze potential threats so that appropriate risk responses are developed and the projects level of exposure is controlled. Risk analysis has become an important discipline within the field of project management. It involves prioritizing risks and assessing each identified risks probability of occurrence and potential impact, whether positive or negative. The science of project management was founded, in large part, to manage risk and prevent it from negatively affecting project objectives, schedules, and budgets. This course explores both qualitative and quantitative risk analysis techniques. Specifically, learners will be introduced to qualitative tools like the probability and impact matrix, risk probability and impact assessment, and risk urgency assessment. Quantitative risk analysis techniques include data gathering and representation and quantitative modeling techniques. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. It is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Performing Risk Analysis

Match the inputs to qualitative risk analysis with the information they provide

Prioritize risks based on given probability and impact ratings

Use a probability and impact matrix to determine the score of a given risk

Match qualitative risk analysis techniques with examples of results

Identify the areas of a risk register that may need to be updated or added after a qualitative risk analysis

Match the inputs to quantitative risk analysis with the information they provide

Predict the probability distribution that will represent a given set of risk data

Match the types of probability distributions with graphics

Match quantitative risk analysis techniques to examples of when each would be used

Perform a decision tree analysis given risk data

Interpret a graph that displays cost risk simulation results

Match components of the output of quantitative risk analysis with descriptions

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Risk Response, Monitor, and Control

Overview/Description
Life is filled with uncertainties, and these uncertainties can affect our decisions and outcomes. Whenever decisions are made without prior knowledge or experience there is always a chance of risk. When dealing with projects, it is the project managers job to assess and control risks, avert or minimize its adverse effects, and to capitalize on potential opportunities over the life of a project. In this course, the last two processes in the Project Risk Management knowledge area – Plan Risk Responses and Monitor and Control Risks – will be introduced. Specifically, the learner will be introduced to strategies for handling both negative and positive risk, and how to monitor and control these risks. This course will also cover all the necessary project documents and plans that require updates as these processes are performed. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Risk Response, Monitor, and Control

Match the inputs to planning risk responses with examples of the information they provide

Identify best practice tips for effective risk response planning

Match techniques for dealing with negative risks with examples

Match techniques for dealing with positive risks with examples

Calculate the contingency reserve for a given set of risks

Recognize an example of using a contingent response strategy

Match outputs of planning risk responses with examples

Match the inputs to planning risk responses with examples of the information they provide

Recognize examples of the techniques for monitoring and controlling risk

Recognize examples of outputs from risk monitoring and control

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Identifying Project Risks

Overview/Description
The success of every project relies on a thorough investigation into all potential risks that face the project throughout its life cycle since every project involves some degree of risk. The rewards of investigating potential project risks always outweigh the time investment made in doing so; therefore, no project manager should overlook this vital step. Identifying potential risks and their causes and impacts can spell the difference between a project that reaches a successful conclusion and one that does not. In this course, learners will continue to learn about processes within the Project Risk Management knowledge area. It covers the best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition published by the Project Management Institute (PMI®). Specifically, learners will be introduced to the second of six processes: Identify Risks. The course covers risk identification methods such as group information gathering techniques, diagramming techniques, and SWOT, assumptions, and checklist analyses. The results of these methods are compiled in the risk register, which is also covered in detail. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® Guide certification exam. This course is aligned with the PMBOK® Guide – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Identifying Project Risks

Identify inputs to the Identify Risks process

Identify activities that should be part of a documentation review to identify project risks

Use the appropriate information gathering technique for identifying risks on a given project

Identify the characteristics of a project risk information gathering session

Indicate the risk information gathering techniques that would be appropriate in given situations

Recognize examples of the contents of a risk register

Categorize items that would be used to perform a SWOT analysis

Identify the questions that would be asked during an assumptions analysis

Identify the two documents that are used to complete a risk checklist

Match types of causes of project risk with examples

Assess an example of a cause-and-effect diagram

Identify the risks and causes for a process given a process flowchart

Interpret a basic process flowchart

Course Number:
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Planning Project Procurement

Overview/Description
Projects routinely require materials, consultants, training, products, and equipment along with many other types of goods and services. Project procurement is the process of purchasing products and services necessary to fulfill the objectives of a project. Procurements must be carefully planned and administered to ensure they do not cause a project to go over budget or fall behind schedule. In this course, learners will gain an understanding of what processes are involved in planning project procurement and how these processes interact with the overall project life cycle. Common tools and techniques for planning project procurement will be covered, including make-or-buy analysis. Learners will be introduced to the process of developing a procurement management plan and determining which procurement contract best suits the projects needs, which are both vital to ensuring a project manager is able to procure the products or services for project success. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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

Expected Duration (hours)
2.0

Lesson Objectives

Planning Project Procurement

Determine whether a given contract term will reduce the risk for the buyer or for the seller

Label individuals in a scenario as either buyer or sellers

Match the Project Procurement Management processes with their associated project management process groups

Match each procurement planning inputs to the description of how it is used in the procurement planning process

Determine the best course of action between making, buying, or leasing a product given cost data

Classify agreements as either fixed price, cost-reimbursable, or time-and-materials contracts

Match each output of the Plan Procurements process with the type of information it should contain

Course Number:
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Managing Procurements

Overview/Description
Managing the procurement process can sometimes seem like a project all in itself as it generally involves a number of detailed and time consuming steps – from obtaining seller responses, selecting a seller, awarding a contract, to managing the procurement relationship. This is the second course in the Project Procurement Management knowledge area and covers three process – Conduct Procurements, Administer Procurements, and Close Procurements. Specifically, learners will be introduced to proposal evaluation techniques, procurement negotiations, and handling claims and disputes. The course will also cover administrative areas such as the components of a procurement documents and a contract file. Finally, tools and techniques for closing procurements will be introduced including records management and negotiated settlements. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Managing Procurements

Match inputs to conducting procurements with descriptions of how they are used

Match techniques for developing a pool of prospective sellers with situations when each should be used

Match examples of procurement techniques with the stage of procurement in which they are used

Recognize examples of the outputs of the Conduct Procurements process

Match the inputs to the Administer Procurements process with the information they provide

Recognize examples of techniques for administering on-going project procurements

Recognize examples of techniques for administering project procurements when there are changes or disputes

Match the outputs of the Administer Procurements process with examples

Recognize examples of information a project manager needs in order to close procurements

Determine the appropriate procurement closure technique to use in a given situation

Identify the types of documents that result from closing procurements

Course Number:
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The Role of Ethics in Project Management

Overview/Description
Do the right thing but make sure you do it on time, under budget, and within scope, all the while maintaining your professional integrity in a constantly evolving global business environment. How do project managers do it, given that most ethical dilemmas are not black and white and usually require diligent deliberation? Keeping with their vision of establishing project management as a professional industry, the project management community and the Project Management Institute (PMI®) have established standards of ethics to help members to navigate the sometimes murky waters of ethical issues. In this course, learners will be given an overview of the role of ethics in project management. Specifically, learners will be introduced to the Project Management Institute (PMI®) Code of Ethics and Professional Conduct. These are standards that are supported by values identified by practitioners around the world as essential to ensure the integrity of the project management profession. In addition, the course covers the consequences of unethical choices and behavior, including their far-reaching impact on the project management community, the global business community, and society. It provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by PMI®, Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
1.5

Lesson Objectives

The Role of Ethics in Project Management

Recognize key concepts related to business ethics

Identify examples of ethical dilemmas in project management

Recognize the benefits of managing ethics in your project

Identify the aims of the PMI code of ethics and professional conduct

Recognize key issues in the development of a code of ethics for project management

Identify standards related to each of the four values described in the PMI® Code of Ethics and Professional Conduct

Match examples to the types of inappropriate behavior they represent

Identify the true statements about the PMI process to review ethics complaints

Identify the aims of the PMI ethics complaints review process

Course Number:
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Core PMI® Values and Ethical Standards

Overview/Description
As a project manager, you will inevitably be called upon to address ethical dilemmas. The type and complexity of these dilemmas can vary significantly from balancing the competing interests of stakeholders to adhering to conflicting legal, multi-cultural, and multi-national rules, regulations, and requirements. Addressing these issues is much more complex than simply deciding what is right and what is wrong. In an increasingly global network, project managers must proactively seek to understand cultural diversity, and how to work successfully with multi-national teams. Sensitivity to other groups, their social customs, and their means of doing business is key to success. Often, project managers will need to weigh all competing interests fairly and objectively in order to make the ethical decision that will have the most far-reaching benefits. In this course, learners will explore the values underlying ethical decisions and behaviors as outlined in the PMI® Code of Ethics and Professional Conduct. For each value, learners will be introduced to the integrity aspired to, as well as the mandatory conduct demanded of project managers to effectively manage projects and further promote project management as a profession. Topics covered include the behaviors that align with the core values of responsibility, respect, honesty, and fairness; how to integrate ethics into your project environments; and how to resolve ethical dilemmas. The course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.

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.

Expected Duration (hours)
2.0

Lesson Objectives

Core PMI® Values and Ethical Standards

Distinguish between mandatory and aspirational standards

Recognize the types of actions a project manager might take that uphold the aspirational or mandatory standards associated with responsibility

Classify standards related to the core value of responsibility as being aspirational or mandatory

Recognize the types of actions a project manager might take that uphold the aspirational or mandatory standards associated with respect

Classify standards related to the core value of respect as being aspirational or mandatory

Recognize the types of actions a project manager might take that uphold the aspirational or mandatory standards associated with fairness

Classify standards related to the core value of fairness as being aspirational or mandatory

Recognize the types of actions a project manager might take that uphold the aspirational or mandatory standards associated with honesty

Classify standards related to the core value of honesty as being aspirational or mandatory

Identify ways a project manager can integrate ethical standards into a project

Identify ways to create an ethical environment in multicultural contexts

Identify steps to take when addressing ethical dilemmas

Make ethical decisions based on the values and standards in the PMI® Code of Ethics and Professional Conduct

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Planning and Managing Project Human Resources Simulation

Overview/Description
Youre a project manager for a food and beverage testing company – Hoit Laboratories. As a seasoned PM, youre currently managing a number of testing and development projects simultaneously. And each project and project team under your supervision is at a different stage of development. This simulation is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®. This simulation is based on the SkillSoft series Planning Project Human Resources and contains links to the following courses: proj_11_a01_bs_enus and proj_11_a02_bs_enus.

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

Expected Duration (hours)
0.5

Lesson Objectives

Planning and Managing Project Human Resources Simulation

Building a RACI matrix.

Drafting a staffing management plan.

Granting recognition and rewards.

Coping with team conflict.

Course Number:
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Communicating Effectively with Project Stakeholders Simulation

Overview/Description
A project manager is the communication hub through whom all project information flows. Customers, suppliers, project team members, and company executives all rely on the project manager for up-to-date information that has been processed and tailored to meet their needs. While mastering the technical aspects of project management is essential, it is not enough to ensure success. The Communicating Effectively with Project Stakeholders Simulation is designed to provide opportunities to practice the communication skills required to effectively manage project stakeholders. This simulation comprises three scenarios and is based on the following two SkillSoft courses: Stakeholders and the Communications Management Plan (proj_12_a01_bs_enus) and Processes for Managing Project Communications (proj_12_a02_bs_enus).

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.

Expected Duration (hours)
0.5

Lesson Objectives

Communicating Effectively with Project Stakeholders Simulation

Performing stakeholder and communications requirements analysis.

Managing stakeholder expectations.

Using interpersonal skills to manage stakeholders.

Utilizing effective management skills.

Course Number:
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1yr license: $187.00 per course
*Contact a Training Advisor for Discounted Student and Corporate pricing*

Project Management Professional (PMP) Exam - PMBOK® Guide -
Fourth Edition-aligned

Introduced by PMI®, the PMP® certification recognizes an individual’s demonstrated understanding and knowledge of project management skills needed to lead and direct project teams and to deliver results within the constraints of schedule, budget, and resources. Professionals who are PMP certified are responsible for all aspects of the project for the life of the project and, not only lead and direct the project, but also oversee project team members.

Deep and thorough knowledge and hands-on experience is required for any one who wants to be recognized as a PMP expert. To help these professionals stay abreast with changes and requirements in this field, many companies offer access to online project training. A project training resource can better help project managers prepare for their PMP exam. And since the PMP certification is valid for only three years, such a resource helps them to keep on top of changes and new information to qualify for recertification.

Benefits of CBT Direct’s Online PMP Certification Training

CBT Direct boasts the most beneficial online certification training on the market. With online training, you have the flexibility to study on your schedule, and with the speed and reliability of the internet, CBT Direct’s project training course is accessible anywhere you have an internet connection. Convenience finally costs less with CBT Direct – the most affordable online training solution today.

The unique design of CBT Direct’s PMP course emphasizes learner initiative, self-management and experiential learning. CBT Direct’s online course design begins with the definition of user-focused performance objectives and then proceeds to the selection and implementation of instructional strategies and learning activities appropriate for those objectives. This effective instruction model for CBT Direct’s project training course ensures the greatest level of comprehension and retention to prepare you for your PMP exam.

CBT Direct also offers online mentoring for over 100 current major certification exams, including PMP Certification, for IT professionals and end-users alike. CBT Direct’s mentors have a minimum of 20 certifications each and are available 24/7*.
* Available for most courses.

Who Benefits from CBT Direct’s PMP Certification Training?

CBT Direct’s project training course is ideal for those who lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget, and scope.

What Professionals Will Learn from CBT Direct’s PMP
Certification Training

Learners will be introduced to project management by exploring project life cycles, project planning and execution and by identifying project stakeholders.

Our PMP training course teaches participants about initiating and preparing for project plans as well as executing, monitoring, controlling and closing a project. This project training course will lead PMP candidates through planning for quality and performing quality assurance and controls and it will teach them how to analyze, control and alleviate project risk. Click here to see a detailed curriculum outline.

Time management is critical in controlling projects, so our PMP course explores how to estimate costs and control the budget. It examines how to plan project procurement and request seller responses.

Our project training program also explores the elements of project human resource management including implementing project human resource management as well as communications planning and information distribution.

CBT Direct’s PMP training program gives professionals the project training they need to be successfully recognized as PMP experts.

Why CBT Direct's Online Training Works
The unique design of CBT Direct’s Project Management Professional (PMP) certification course incorporates a proven four-step learning process: presentation, demonstration, guidance and independent practice. This four-step proven learning model for CBT Direct’s Project Management Professional (PMP) training course ensures the greatest level of retention to prepare you for your Project Management Professional (PMP) certification exam.

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(Objectives)

(Content)

(Instructional Strategies)

(Assessment)

Exam#

Certification

Certified Mentoring
Hours

24x7

Mon-Fri
(9-5 EST)

Tier 3

TestPrep

PMP

PMP (Project Management Professional)
PMBOK Guide Fourth Edition Aligned

PMP Prerequisites and Continuing Education requirements:

At the time of application, certification candidates must hold a minimum of a High School diploma or a global equivalent. Also, the candidate must have a minimum of 5 years Project Management experience, 7,500 hours leading and directing projects, and *35 hours Project Management education.

Hold a Bachelor’s degree or global equivalent, 3 years Project Management experience, 4,500 hours leading and directing projects, and *35 hours of Project Management education.

Once PMP certification is received, you must acquire 60 PDUs (Professional Development Units) every three years to maintain the certification.

*Contact hour requirements:

CBT Direct’s SkillSoft project management courseware aligns with the Project Management Body of Knowledge (PMBOK® Guide 4th).
These PMBOK 4th edition aligned courses can be used toward the contact hour requirement, which is a prerequisite to sit for the certification exams.

excess of 35+ contact hours for PMP
excess of 23+ contact hours for CAPM

Additionally, CBT Direct’s SkillSoft courseware offers over 300 PMP reviewed courses approved for PDU continuing education.

Click Here for PMP certification facts.

Project Management Professional (PMP)