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Project Management Series - Project Management Professional (PMP) 2011 Exam Prep CBT Training
 Instructor
Course Outline
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  Online Delivery
$649
$595
DVD-ROM Delivery
$649
$595
 DVD Lending License
$1622
$1488
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COURSE OVERVIEW
This course was developed to prepare individuals for the Project Management Professional (PMP) Exam, 2008 edition, administered by the Project Management Institute. It covers topics from the Fourth Edition of the Project Management Body of Knowledge (PMBOK Guide) and topics from the 11 areas of emphasis. This advanced course provides users with 21 PMI PDU/Contact Hours. It's comprehensive and covers all the subjects tested on the exam. It also teaches users how to register for the exam. Users are also provided with lab practicals, lesson reviews, a simulated test, and 2000 questions to prepare for the exam.
This course was designed for working professionals preparing the Project Management Professional 2008 Exam. After completing it, students acquire 21 PDU/Contact Hours. Those wanting an introduction to project management careers should take the Introduction to Project Management course.
PACKAGE INCLUDES
- 3 DVDs that offer expert-led instruction, audio, video, and a final test
- Step-by-Step application instructions for the Project Management Professional Examination
- 850 Practice Questions
- 21 PDU/Contact Hours after completing the course
- Official Looking Glass Development Simulated Examination. This simulated test is comprehensive, available online, and it contains lab practicals ($200 Value)
- LearningZone Live Mentor Click for Details. Get assistance when it's needed! Exclusive LearningZone - You'll never wait for an e-mail response again! Chat online with experts during any hour of the day 7 days a week
- 1 Year Upgrade at no charge
YOUR INSTRUCTOR
Martin VanDerSchouw - PMP
Martin VanDerSchouw, PMP is the CEO and President of LookingGlass Development, LLC., a leading project management consulting and training company. For 3 years, Martin sat on the Board of Directors at the Project Management Institute, in addition to chairing its External Relations and Involvement and Performance Oversight Committees. The Denver Business Journal named him in the Top 40 under 40, and in 2004, the Project Management Institute recognized him as the International Business Leader of the Year. Martin makes over 50 presentations about project management, performance management, and leadership annually. He currently works as the Colorado State Commissioner for Information Management. In this role, he oversees every IT project exceeding $500,000.
FEATURES
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Main Menu
The organized and effective structure enables users to browse through hours of comprehensive content rapidly and with ease. -
PowerPoint
PowerPoint presentations improve instruction by displaying all types of information for users. They can better comprehend material by viewing graphs, definitions, charts, etc. -
Exclusive Learning Zone
Train anywhere in the world at any time. Certified online instructors are situated at international support centers in the United States, United Kingdom, Australia, and Singapore to offer support and answer technology-related questions 24 hours a day. In other words, no matter where you live, you can communicate with specialists at any time. This level of interaction between instructors and students makes it possible for students to get answers to specific questions at their convenience. -
Controls
Move ahead, review, or repeat previous topics and sections. A progress bar monitors progress as you complete exercises. -
Full Motion Video
Every course offers full-motion videos of classroom instruction. It's as if you're sitting in a classroom. Our one of a kind delivery mimics a one-on-one classroom setting for more personalized educational experiences. -
Review Exercises
Every section contains a review quiz to assist and enhance learning by testing whether students comprehend course concepts before moving forward. -
Resume
Every course resumes where you finished during the previous session in case you forget where you stopped. -
Certificate of Completion
We are internationally recognized for our technology-centered IT training programs. Once you finish a program, you'll receive a Certificate of Completion.
COURSE OUTLINE
Course Introduction
Course Introduction
Chapter 00 - PMP Application and Exam
PMP Application and Exam
Structure of this Course
PMP Application & Exam (cont.)
How Do I Become A PMP?
PMP Application
PMP Exam
Chapter 00 Review
Structure of this Course
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
PMI'isms
The Exam - Why People Fail
Chapter 01 Review
Types of Questions
Situational Questions
Extraneous Information
Understanding vs. Memorization
PMI'isms
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
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
Differentiation vs. Integration
A Functional Organization
Potential Advantages of a Functional Organization
Potential Issues with a Functional Organization
Projectized Organization
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
What is Project Management?
The Basics of PM
Key Terms
"It's all about managing six things. It's simple really..."
PMBOK Guide Knowledge Areas
Nine Knowledge Areas Extended
Inputs, Tools and Techniques, Outputs
Nine Knowledge Areas
Plan, Do, Check, Act
Project Boundaries
The Process Groups & Knowledge Areas Combined
Chapter 03 Review
The Basics of PM
Key Terms
"It's all about managing six things. It's simple really..."
PMBOK Guide Knowledge Areas
Nine Knowledge Areas Extended
Inputs, Tools and Techniques, Outputs
Nine Knowledge Areas
Plan, Do, Check, Act
Project Boundaries
The Process Groups & Knowledge Areas Combined
Chapter 03 Review
Chapter 04 - Project Integration Management
Integration Management
Integration Management
Develop Project Charter
4.1 Develop Project Charter
The Business Case
4.2 Develop Project Management Plan
Project Management Plan
The Project Management Plan Can Also Include
4.3 Direct & Manage Project Execution
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.5 Close Project or Phase
Chapter 04 Review
Integration Management
Develop Project Charter
4.1 Develop Project Charter
The Business Case
4.2 Develop Project Management Plan
Project Management Plan
The Project Management Plan Can Also Include
4.3 Direct & Manage Project Execution
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.5 Close Project or Phase
Chapter 04 Review
Chapter 05 - Project Scope Management
Scope Management
The Product vs. Project Scope
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
Components of the WBS
Effective WBS's
5.3 Create WBS (cont.)
5.4 Verify Scope
5.5 Control Scope
Chapter 05 Review
The Product vs. Project Scope
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
Components of the WBS
Effective WBS's
5.3 Create WBS (cont.)
5.4 Verify Scope
5.5 Control Scope
Chapter 05 Review
Chapter 06 - Project Time Management
Time Management
Time Management
6.1 Define Activities
Rolling Wave Planning
6.1 Define Activities (cont.)
6.2 Sequence Activities
PDM
Conditional Diagramming
Types of Dependencies
Other Terms
6.2 Sequence Activities (cont.)
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
Project Evaluation & Review Technique (PERT)
6.4 Estimating Activity Duration
6.5 Develop Schedule
CPM
The Critical Path Method
Resource Leveling
Critical Chain Method
6.5 Develop Schedule (cont.)
6.6 Control Schedule
Chapter 06 Review
Time Management
6.1 Define Activities
Rolling Wave Planning
6.1 Define Activities (cont.)
6.2 Sequence Activities
PDM
Conditional Diagramming
Types of Dependencies
Other Terms
6.2 Sequence Activities (cont.)
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
Project Evaluation & Review Technique (PERT)
6.4 Estimating Activity Duration
6.5 Develop Schedule
CPM
The Critical Path Method
Resource Leveling
Critical Chain Method
6.5 Develop Schedule (cont.)
6.6 Control Schedule
Chapter 06 Review
Chapter 07 - Project Cost Management
Cost Management
7.1 Estimate Costs
Cost Management (cont.)
7.2 Determine Budget
Accounting Terms
7.2 Determine Budget (cont.)
Funding Requirements
Depreciation
7.3 Control Costs
Cumulative Cost Curve
In Alphabetical Order
Forecasting - ETC
Forecasting - EAC
Forecasting - TCPI
Chapter 07 Review
7.1 Estimate Costs
Cost Management (cont.)
7.2 Determine Budget
Accounting Terms
7.2 Determine Budget (cont.)
Funding Requirements
Depreciation
7.3 Control Costs
Cumulative Cost Curve
In Alphabetical Order
Forecasting - ETC
Forecasting - EAC
Forecasting - TCPI
Chapter 07 Review
Chapter 08 - Project Quality Management
Quality Management
Key Terms
Quality Management (cont.)
Thought Leaders
8.1 Plan Quality
Cost of Quality
In Control/Specification Limits
Benchmarking
Design of Experiments (DOE)
Statistical Sampling Terms
Statistical Terms
Statistical Example
8.2 Perform Quality Assurance
8.3 Perform Quality Control
Cause and Effect Diagram
Pareto Diagrams
Run Charts
Chapter 08 Review
Key Terms
Quality Management (cont.)
Thought Leaders
8.1 Plan Quality
Cost of Quality
In Control/Specification Limits
Benchmarking
Design of Experiments (DOE)
Statistical Sampling Terms
Statistical Terms
Statistical Example
8.2 Perform Quality Assurance
8.3 Perform Quality Control
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
Organization Chart
Responsibility Assignment Matrix
Maslow's Hierarchy of Needs
McGregor's Theory of X and Y
Hertzberg's Theory
Theory Z
Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Human Resource Management
Leadership Styles
Theories of Management Style
Sources of Power
Chapter 09 Review
The Processes that Organize and Manage the Project Team
9.1 Develop Human Resource Plan
Organization Chart
Responsibility Assignment Matrix
Maslow's Hierarchy of Needs
McGregor's Theory of X and Y
Hertzberg's Theory
Theory Z
Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Human Resource Management
Leadership Styles
Theories of Management Style
Sources of Power
Chapter 09 Review
Chapter 10 - Project Communications Management
Communications Management
Communications Terms
The Communication Model
10.1 Identify Stakeholders
10.2 Plan Communications
Communications Management (cont.)
The Communications Management Plan
10.3 Distribute Information
Styles
10.4 Manage Stakeholder Expectations
10.5 Report Performance
Performance Reports
Chapter 10 Review
Communications Terms
The Communication Model
10.1 Identify Stakeholders
10.2 Plan Communications
Communications Management (cont.)
The Communications Management Plan
10.3 Distribute Information
Styles
10.4 Manage Stakeholder Expectations
10.5 Report Performance
Performance Reports
Chapter 10 Review
Chapter 11 - Project Risk Management
Risk Management
Risk
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 Identlfy Risks
Tools & Techniques
The Risk Register
11.3 Perform Qualitative Risk Analysis
Probability & Impact Matrix
11.4 Perform Quantitative Risk Analysis
Data Modeling
Expected Monetary Value (EMV)
Decision Tree Analysis
Risk Management (cont.)
11.5 Plan Risk Responses
Response Strategies
Risk Register Updates
11.6 Monitor & Control Risks
Results of Risk Monitoring & Control
Chapter 11 Review
Risk
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 Identlfy Risks
Tools & Techniques
The Risk Register
11.3 Perform Qualitative Risk Analysis
Probability & Impact Matrix
11.4 Perform Quantitative Risk Analysis
Data Modeling
Expected Monetary Value (EMV)
Decision Tree Analysis
Risk Management (cont.)
11.5 Plan Risk Responses
Response Strategies
Risk Register Updates
11.6 Monitor & Control Risks
Results of Risk Monitoring & Control
Chapter 11 Review
Chapter 12 - Project Procurement Management
Procurement Management
12.1 Plan Procurements
Definition of a Contract…
Procurement Management Plan
12.2 Conduct Procurements
Source Selection Criteria
12.3 Administer Procurements
12.4 Close Procurements
Negotiate Settlements
12.4 Close Procurements (cont.)
Chapter 12 Review
12.1 Plan Procurements
Definition of a Contract…
Procurement Management Plan
12.2 Conduct Procurements
Source Selection Criteria
12.3 Administer Procurements
12.4 Close Procurements
Negotiate Settlements
12.4 Close Procurements (cont.)
Chapter 12 Review
Chapter 13 - Professional Responsibility
Professional Responsibility
Duty to the Profession
Scope & Estimates
Authority
Above All Else…
Chapter 13 Review
Duty to the Profession
Scope & Estimates
Authority
Above All Else…
Chapter 13 Review
Course Closure
Product Code: LGD-PMP08-DVD