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Project Management Professional (PMP) 2011 Exam Prep Training Videos CBT
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Moving ahead in the world of technology often requires upgrading skills with IT training as you upgrade your software. If you prefer to receive PMP training at a slower pace than that found in traditional classrooms, sign on for this exclusive LookingGlass - Project Management Professional (PMP) CBT where you will learn how to compose goal-oriented objectives for each project that you undertake. Plus, through the instructional lessons featured in our PMP training video, you will more fully understand how to conduct stakeholder analysis, dependency analysis, network diagramming, and estimating strategies- all essential aspects of project management performance. This Project Management Professional (PMP) CBT contains the most comprehensive tutorials for this specific field.
Honing skills in the field of project management is easy with this comprehensive set of PMP training videos that can be reviewed at your convenience. As you participate in these informational LookingGlass PMP CBT sessions, you will learn how to successfully manage each aspect of a project from its start to its finish. The Project Management Professional (PMP) training videos will take you through the framework of initiating a project, planning the phases of it, the execution of each phase, monitoring and controlling each phase of the project, and the formal closing as you bring your project to fruition. The focus in this skill-building LookingGlass - Project Management Professional (PMP) CBT is on practical techniques and tools that are needed to start a project and see it through to its conclusion, teaching you how to effectively create success in project management.
The organized structure of the Project Management Professional PMP Computer Based Training allows you to navigate through hours of content easily. Once you successfully complete the tutorials and hands on activities designed for use specifically with computer based training, you will discover that you are prepared to pass your Project Management Professional (PMP) certification exam with flying colors. Why not demonstrate your commitment as a PMP certified professional and prepare yourself for IT certification through this all-inclusive LookingGlass - Project Management Professional (PMP) CBT?
Prerequisite: Introduction to Project Management
LookingGlass - PMP 2011 Training package features:
- 3 DVDs Featuring Live Instructor-Led Classroom Sessions with Full Audio, Video, and Final Exam
- Step-by-Step PMP Exam Registration Instructions
- 850 Practice Questions
- 21 PDU/Contact Hours upon Completion
- Official online Looking Glass Development Simulated Exam with Comprehensive Lesson Reviews and Lab Practicals (value at $200.00)
- Exclusive LearningZone Live Mentor (Value at $200)
- Help Whenever you need it! Exclusive LearningZone - Chat Live with our Certified Instructors anytime around the clock (7x24)
- Free 1 Year Upgrade Policy
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
Course Closure
Duty to the Profession
Scope & Estimates
Authority
Above All Else…
Chapter 13 Review
Course Closure
