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Working with world-class partners, our training blends technical know-how with a quality knowledge base, and empowers you with complete control over the learning process. 

We have recreated the classroom experience for students who are not able to fit a class schedule into their busy lifestyle and provided the finest instructor-led lectures which deliver quality learning, so you can learn what you want, where and when you want!

Project Management Professional (PMP) 2013 Exam Prep

Project Management Professional (PMP) 2013 Exam Prep
Product Code: LGD-PMP13
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This course has been designed to prepare participants to take the Project Management Institute's Project Management Professional (PMP)® Exam, and is based on the information covered in the 11 areas of study used to formulate the exam, including the Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. This is an advanced level course that will count for 21 PDU/Contact Hours. In addition to providing a comprehensive presentation and review of the material covered on the exam, this course will guide the student through the exam application and registration procedures. Included with the course are over 1300+ review questions and a Simulated Final Exam to prepare participants to succeed.

This course is intended for professionals who are preparing to take the Project Management Professional Exam. Students can claim 21 PDU/Contact Hours upon completion of this course. If you are interested in a practical introduction to the profession, the Introduction to Project Management course is recommended as a prerequisite.

All courses are developed and provided by our partner, LookingGlass Development. LookingGlass Development is a Project Management Institute (PMI)® Registered Education Provider (REP) and all PDU/Contact hours are submitted to PMI® through LookingGlass Development's REP number of 1384.

COURSE CONTENT


 

Course Introduction

Chapter 00 - PMP® Application & Exam

PMP® Application & Exam
Course Structure
PMP® Application & Exam (Cont.)
How Do I Become A PMP®?
PMP® Application
PMP® Exam
Chapter 00 Review

Chapter 01 - Types of Exam Questions

Types of Exam Questions
Types of Questions
Situational Questions
Extraneous Information
Understanding vs. Memorization
Recurring Themes
The Exam – Why People Fail
Chapter 01 Review

 

Chapter 02 - Organizations and Project Management

Organizations and Project Management
Differentiation vs. Integration
A Functional Organization
Potential Advantages of a Functional Organization
Potential Issues with a Functional Organization
Projectized Organization (PBO)
Potential Advantages of a Projectized Organization
Potential Issues with a Projectized Organization
The Matrix Organization
A Weak Matrix Organization
A Balanced Matrix Organization
A Strong Matrix Organization
Potential Advantages of a Matrix Organization
Potential Issues with a Matrix Organization
Organizational Structures
Chapter 02 Review

Chapter 03 - The Basics of Project Management

 

The Basics of Project Management
What is Project Management?
Key Terms
PMBOK® Guide Knowledge Areas
Ten Knowledge Areas Extended
The Basics of PM
The Process Groups & Knowledge Areas Combined
Chapter 03 Review

Chapter 04 - Project Integration Management

Project Integration Management
Integration Management
4.1 Develop Project Charter
The Business Case
4.2 Develop Project Management Plan
The Project Management Plan Can Also Include
4.3 Direct & Manage Project Work
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Chapter 04 Review

Chapter 05 - Project Scope Management

Project Scope Management
Scope Management
The Product vs. Project Scope
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
Components of the WBS
Effective WBS’s
5.4 Create WBS (Cont.)
5.5 Validate Scope
5.6 Control Scope
Chapter 05 Review

Chapter 06 - Project Time Management

Project Time Management
Time Management
6.1 Plan Schedule Management
6.2 Define Activities
Rolling Wave Planning
6.2 Define Activities (Cont.)
6.3 Sequence Activities
PDM
Conditional Diagramming
Types of Dependencies
Other Terms
6.3 Sequence Activities (Cont.)
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
CPM
The Critical Path Method
Resource Leveling
Critical Chain Method
6.6 Develop Schedule (Cont.)
6.7 Control Schedule
Chapter 06 Review

Chapter 07 - Project Cost Management

Project Cost Management
Cost Management

7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
Accounting Terms
7.3 Determine Budget (Cont.)
Depreciation
7.4 Control Costs
Cumulative Cost Curve
Forecasting - ETC
Forecasting - EAC
Forecasting - TCPI
Chapter 07 Review

 

Chapter 08 - Project Quality Management

Quality Management
Key Terms
Thought Leaders
8.1 Plan Quality
8.1 Plan Quality Management
Cost of Quality
7 Basic Quality Tools
SIPOC
Benchmarking
Design of Experiments (DOE)
Statistical Sampling Terms
Statistical Terms
Statistical Example
8.2 Perform Quality Assurance
8.3 Control Quality
Cause and Effect Diagram
Pareto Diagrams
Run Charts
Chapter 08 Review

Chapter 09 - Project Human Resource Management

Project Human Resource Management
The Processes that Organize and Manage the Project Team
9.1 Develop Human Resource Plan
Human Resource Management
Common Theories
McGregor’s Theory of X and Y
Common Theories (Cont.)
Theory Z
Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Leadership Styles
Theories of Management Style
Sources of Power
Chapter 09 Review

Chapter 10 - Project Communications Management

Project Communications Management
Communications Management
Communications Terms
Styles
10.1 Plan Communications Management
The Communications Management Plan
10.1 Plan Communications Management (Cont.)
10.2 Manage Communications
10.3 Control Communications

Chapter 10 Review

Chapter 11 - Project Risk Management

Project Risk Management
Risk Management
Types of Risks
Key Terms
11.1 Plan Risk Management
Included in the Risk Management Plan
Sample RBS
Scales for Impact and Probability
Sample Impact Matrix
11.2 Identify Risks
Tools & Techniques
The Risk Register
11.3 Perform Qualitative Risk Analysis
Probability & Impact Matrix
11.4 Perform Quantitative Risk Analysis
Expected Monetary Value (EMV)
Decision Tree Analysis
11.5 Plan Risk Responses
Response Strategies
Risk Register Updates
11.6 Control Risks
Results of Risk Monitoring & Control
Chapter 11 Review

Chapter 12 - Project Procurement Management

Project Procurement Management
Procurement Management
12.1 Plan Procurements
Procurement Management Plan
12.2 Conduct Procurements
Source Selection Criteria
12.3 Control Procurements
12.4 Close Procurements
Negotiate Settlements
12.4 Close Procurements (Cont.)
 

Chapter 12 Review

Chapter 13 - Project Stakeholder Management

Project Stakeholder Management
Stakeholder Management
13.1 Identify Stakeholders
Classification Models for Stakeholder Analysis
Stakeholder Prioritization
13.1 Identify Stakeholders (Cont.)
13.2 Plan Stakeholder Management
Stakeholder Engagement Classification
13.2 Plan Stakeholder Management (Cont.)
13.3 Manage Stakeholder Engagement
13.4 Control Stakeholder Engagement
Chapter 13 Review

Chapter 14 - Professional Responsibility

Professional Responsibility
Duty to the Profession
Scope & Estimates
Authority
Above All Else…
Chapter 14 Review
Course Closure

 

 

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