Project Management Processes (PMP)

Comprehensive Guide to the Curriculum and Certification Preparation

Project Management & Leadership4.5(62)5h 42m33 lectures8 sections

What you'll learn

  • Prepare the project management plan and manage changes
  • Understand the project closing phase
  • Plan the scope and collect requirements
  • Create a work breakdown structure
  • Prepare the schedule using the critical path method
  • Calculate the budget and manage earned value
  • Manage resources and procurement
  • Manage quality and control it
  • Prepare the communications plan and stakeholder engagement
  • Plan risks and responses

About this course

This course covers the Process Domain in the PMP syllabus, meaning the core aspects of planning and managing projects. It starts with the project management plan, managing changes and issues and the project closing phase, then an introduction to the process domain. After that it explains scope: the management plan, collecting requirements, defining scope, the work breakdown structure, validation and control. Then the schedule: defining activities, sequencing them, estimating their duration and the critical path method. Next come cost, budget calculation and earned value management, the resource and procurement management plan, quality management and control, the communications plan and stakeholder engagement, and finally risks, the risk management plan and planning responses. It suits project managers and people preparing for the PMP exam, and it helps to know project basics. The course comes in a large number of short lessons, each one covering a single plan or process, so it is easy to review and return to any part. By the end, you will be able to prepare complete plans for scope, time, cost, quality and risks.

Expected outcomes

  • Ability to create integrated project management plans effectively.
  • Comprehensive understanding of risk, budget, and scheduling techniques.
  • Achieve balance between quality, cost, and time in projects.
  • Practical skills to evaluate performance and ensure project objectives are met.

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    Course content

    1

    Scope Planning and Management

    8 lectures
    1. Introduction to Operations DomainIntroduces the Process domain and project planning, the project management plan and its knowledge areas and subplans, project life cycle phases, predictive, Agile and hybrid approaches, and the product life cycle.17:23
    2. Introduction to Scope of WorkExplains product scope versus project scope, functional and non-functional requirements, the project scope statement, the six scope management processes, and the requirements traceability matrix (RTM).6:11
    3. Scope Management PlanExplains the Plan Scope Management process and its outputs, the scope management plan and requirements management plan, with an overview of the scope processes: collecting requirements, defining scope, WBS, validating and controlling scope.5:25
    4. Gathering Business RequirementsExplains requirements collection techniques: brainstorming, focus groups, affinity diagrams and prototypes to gather client feedback, and the traceability matrix that confirms each requirement is met in the deliverables.22:57
    5. Defining Scope of WorkExplains the Define Scope process and its output, the project scope statement, including scope description, acceptance criteria, deliverables, exclusions, constraints and assumptions, and how it differs from the project charter.6:20
    6. Creating Work Breakdown StructureExplains creating the WBS by decomposition into work packages, the WBS dictionary and the scope baseline, and how Agile applies it by splitting epics into features, user stories and tasks estimated in hours.12:24
    7. Scope Verification and ControlExplains Validate Scope, which obtains formal acceptance of deliverables, and Control Scope, which compares actual results to baselines, along with scope creep as uncontrolled expansion of scope.10:12
    8. Key TerminologiesReviews key scope management terms for the exam: requirements collection techniques, decomposition and work packages, formal and final acceptance, verified and accepted deliverables, scope creep, and variance and trend analysis.3:50
    2

    Planning and Schedule Management

    8 lectures
    1. Introduction to SchedulingIntroduces the six schedule management processes: planning schedule management, defining and sequencing activities, estimating durations, developing the schedule and controlling it, with the steps for building a good schedule.4:09
    2. Schedule Management PlanExplains the schedule management plan and its components: methodology such as the critical path, scheduling tool, precision level, units of measure, control thresholds, reporting formats, and iteration and release length in Agile.3:57
    3. Activity DefinitionExplains the Define Activities process: breaking work packages into activities, rolling wave planning for unclear parts, and its outputs, the activity list, activity attributes and milestone list.7:54
    4. Activity SequencingExplains the Sequence Activities process and logical relationships: finish-to-start, start-to-start, finish-to-finish and start-to-finish, the difference between lag and lead, and the project schedule network diagram.10:16
    5. Estimating Activity DurationExplains estimating activity durations with analogous, three-point and bottom-up methods, computing the expected duration from optimistic, most likely and pessimistic cases, team velocity in Agile, lag and lead, and reserves.9:08
    6. Creating the Schedule Using the Critical PathExplains building the schedule with the critical path method: the longest path in the network sets the shortest project duration, its activities have zero float, plus early and late start and finish dates and total float.18:36
    7. Resource IntroductionExplains resource leveling and smoothing and how they differ, schedule compression by adding resources or running activities in parallel, the schedule baseline, and time-boxed scheduling in Agile.8:01
    8. General Review of the ScheduleReviews schedule management: defining and sequencing activities, lag and lead, duration estimation methods, and the critical path method as the longest path in the project whose activities have no float.27:17
    3

    Planning and Cost Management

    2 lectures
    1. Cost Management PlanExplains the cost management plan and its components, cost estimating with analogous, parametric, bottom-up and three-point techniques, and aggregating activity and work package costs to set the budget.9:02
    2. Budget CalculationExplains the Determine Budget process: aggregating activity and work package costs, adding the contingency reserve to reach the cost baseline, then the management reserve controlled by top management, and funding.14:18
    4

    Earned Value Management

    3 lectures
    1. Cost Control – Earned Value ManagementExplains the Control Cost process and the cost baseline, using earned value management to compare planned and actual work, and calculating cost variance, the to-complete performance index and the schedule performance index.21:42
    2. Resource Management PlanExplains the resource management plan and defining roles and responsibilities, the RACI matrix showing who is responsible, accountable, consulted and informed, and the traits of a self-organizing Agile team.11:19
    3. Procurement ManagementExplains the procurement management plan, make-or-buy analysis, contract types, the bidder conference, bid evaluation and negotiation, and dispute resolution through negotiation, mediation, arbitration and courts.19:45
    5

    Planning and Quality Management

    3 lectures
    1. Quality Management PlanExplains the quality management plan and the quality standards a product must meet, the cost of quality for conformance versus nonconformance, cost-benefit analysis, and quality metrics.12:33
    2. Quality ManagementExplains quality management and quality audits that verify policies and procedures are followed, and root cause analysis tools such as the Fishbone (Ishikawa) diagram and the repeated Why technique.4:28
    3. Quality ControlExplains Control Quality and inspecting deliverables to produce verified deliverables, control charts with upper and lower limits and the rule of seven, the Pareto chart and the 80/20 rule, and statistical sampling.6:32
    6

    Communication and Stakeholder Management

    2 lectures
    1. Communication Management PlanExplains the communications management plan: interactive, push and pull communication methods, and the plan's components such as sender, receiver, information, timing, method and escalation, with a sample template.5:35
    2. Stakeholder Engagement PlanExplains the stakeholder engagement plan: identifying and analyzing stakeholders with the power/interest grid and stakeholder register, and using the engagement assessment matrix to move stakeholders from resistant or neutral to supportive.5:18
    7

    Risk Assessment and Management

    3 lectures
    1. Introduction to RisksIntroduces risk management: a risk as an event that has not yet occurred with a negative or positive effect, and its processes from planning, identification and qualitative and quantitative analysis to responses, implementation, monitoring and the risk register.6:30
    2. Risk Management PlanExplains the risk management plan and its components, the risk breakdown structure (RBS) with technical, management, commercial and external categories, the risk register, the difference between a risk and an issue, and a brief look at quantitative analysis.10:50
    3. Planning for ResponsesExplains risk response strategies: avoid, transfer, mitigate and accept for threats, and exploit, share, enhance and accept for opportunities, plus escalation, with examples of each strategy's effect on scope and schedule.9:50
    8

    Plan Integration

    4 lectures
    1. Project Management PlanExplains integrating subsidiary plans and baselines into the project management plan, the change management and configuration management plans, and the project phases from initiating, planning and executing to monitoring and closing.6:30
    2. Change ManagementExplains the change control process: reasons for change requests, logging them and analyzing their impact on the project, submitting them to the CCB for approval or rejection, and updating plans after the decision.9:29
    3. Issue ManagementExplains issue management in a project and how issues differ from risks, the issue log and its fields, steps to resolve issues, and other project logs such as the stakeholder, risk, change and lessons learned registers.4:52
    4. Project Closure PhaseExplains closing the project: phase reviews and the Definition of Done, handing the product to the operations team, the benefits management plan, moving lessons learned into organizational process assets, and the final report.10:11

    Instructor

    Eng. Ahmed El-Sayed

    Eng. Ahmed El-Sayed

    Certified project manager and trainer in PMP, Agile ACP, and Business Analysis PBA.
    3,569 views4 courses

    This course is part of the diploma

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