PMP Exam Prep Course Content

Project Management Professional (PMP) Exam Prep Boot Camp

Please stay tuned to and our emails for the next PMP offering.

$1,995 for MISAC members*, $2,395 for non-members*

NOTE: The PMP Exam will NOT be given during or after this course. You will need to manage your own PMP application and schedule your exam directly through the Project Management Institute (PMI). This 35-hour boot camp satisfies the training requirements to take the PMP exam.


Course Overview

The Project Management Professional (PMP)® is the most widely recognized and respected certification for project managers. Employees appreciate the growth opportunities the global certification brings: according to the PMI, PMP certification holders earn 17% more than their non-certified peers (per the “Project Management Salary Survey, Eighth Edition”).

And managers benefit from the improved productivity of their team: according to PMI, when more than one-third of their project managers are PMP-certified, organizations complete more of their projects on time, on budget and meeting original goals (per the “Pulse of the Profession®” study, PMI, 2015).

If you’re an experienced project manager in charge of cross-functional teams and responsible for overseeing all aspects of project delivery, then the PMP certification is the right choice for you. In order to fulfill the requirements to take the certification exam, you will first need 35 hours of training, which you can complete with our 4-day PMP Exam Prep Boot Camp. Though the PMP Exam is not given as part of the Boot Camp, this course does fulfill your training requirements to take the PMP Exam.

Hands-on training of this kind can cost upwards of $3,000 through other providers. Thanks to our education partnerships, we are able to offer the 4-day PMP Exam Prep Boot Camp for $1,995 for MISAC members and $2,395 for non-members. This course is open to the public, so please share this opportunity with your fellow project managers!


(Back to top)

Joseph (Joe) Phillips, PMP, Project+, CTT+

About Joe Phillips

Joseph PhillipsJoe Phillips is a motivated, personable business professional with more than 15 years’ experience as a project management consultant, technology consultant, business owner, and technical writer. He has extensive experience as a project manager, management consultant, organizational change management consultant, organizational process analyst, and technical implementations. Well-versed in project management methodologies, process engineering, organizational change management, risk management, project planning, team building, communication, and technical implementations of organizational change, software projects, network operating systems, and web development projects.

(Back to top)

Course Reviews

Joe Phillips has taught the PMP Exam Prep Boot Camp for us before, and students have said some very positive things about his teaching style and the material covered. See below for some testimonial highlights from past Boot Camps:

Class Survey Results

Class Survey Results

  • Excellent! Best professional class I’ve attended!
  • Joe has a great teaching style. Very engaging – keeps your interest. Perfect class pace. Thank you!
  • Stayed on course but allowed plenty of time to make sure everyone got the material.
  • Course was well taught and informative. The instructor made being in the class enjoyable! Great course.
  • I enjoyed Joe and his boot camp so much that I am going to head back to the Bay Area and spread the word within my city and neighboring cities about getting a NorCal session set up.
  • A truly excellent educational experience! Engaging, participatory, well constructed format training course with enough balance between material and ‘mental vacations’, e.g. post-lunch pop quizzes.
  • Prepares any student at any level for PMP exam and provides basics for project management. I would recommend Joe to anyone preparing for the PMP exam!

(Back to top)

Course Outline

Module 1: Preparing for the Exam

Module 2: Organization Influence and the Project Life Cycle

Classroom rules and etiquette

Qualifying for your examination
Become a member of the Project Management Institute
PMP® exam requirements
Document your application

All about the Project Management Body of Knowledge (PMBOK® Guide)

Why you need the PMBOK® Guide
Where to get the PMBOK® Guide
This book and the PMBOK® Guide

Managing projects

The difference between projects and operations
Management skills you’ll need
Using your personality

What project managers do

Working with senior project managers
Working with programs
Working with a project management office
Using enterprise environmental factors

Project management context

Managing projects within a program
Managing the project portfolio
Working with subprojects
Managing a project within a Project Management Office

End of Module elements

Module key terms
Module exam

Understanding the organizational influences

Influencing the organization
How organizations operate
Considering the organizational structure

Identifying the Organizational Structure

Working with functional structures
Working with matrix structures
Working with projectized structures
Working in a composite structure
PMOs and organizational structures

Working with project stakeholders

Determining who is a stakeholder
Typical project stakeholders
Working with positive and negative stakeholders
Managing stakeholder expectations

Examining the project life cycle

Your project life cycle
Examining the product life cycle
Moving through project phases
Considering the product life cycle
Examining life cycle costs

End of Module elements

Module key terms
Module exam

Module 3: Examining the Project’s Process

Module 4: Project Integration Management

Examining the project process groups

The five project management process groups
How the groups interact
Deming and project management
The flow of project management processes

Initiating the project

Getting the project initiated
Developing the project charter
Identifying the project stakeholders

Planning the project

Developing the project management plan
Planning the project scope
Collecting project requirements
Defining the project scope
Creating the Work Breakdown Structure
Planning for schedule management
Defining the project activities
Sequencing the project activities
Estimating the activity resources
Estimating the activity duration
Developing the project schedule
Planning project cost management
Estimating the project costs
Planning the project budget
Planning for quality
Completing human resources planning
Planning for project communications
Planning the project risks
Identifying the project risks
Performing qualitative risk analysis
Performing quantitative risk analysis
Planning for risk responses
Planning procurement management
Planning stakeholder management

Executing the project

Directing and managing project execution
Performing quality assurance
Acquiring the project team
Developing the project team
Managing the project team
Managing project communications
Conducting project procurements
Managing stakeholder engagement

Monitoring and controlling the project

Monitoring and controlling the project work
Managing integrated change control
Validating the project scope
Controlling the project scope
Controlling the project schedule
Controlling the project costs
Performing quality control
Controlling communications
Monitoring and controlling project risk
Controlling project procurements
Controlling stakeholder engagements

Closing the project

Closing the project
Closing procurement

Mapping the project management processes
End of Module elements

Module key terms
Module exam

Defining project integration management

How projects are to be managed
Why integration is fundamental
Examining process interaction

Creating the project charter

Selecting the project
Working with a project management methodology
Using a project management information system (PMIS)
Relying on expert judgment

Creating the project management plan

Examining the project management plan
Creating project management subsidiary plans
Working with a Configuration Management System
Examining the project’s Change Control System

Directing and managing the project execution

Executing the project work
Directing the project team
Examining the project deliverables
Applying project actions

  • Change requests
  • Corrective actions
  • Preventive actions
  • Defect repair
Monitoring and controlling the project

Examining project performance
Tracking and monitoring project risks
Maintaining product information
Forecasting the project’s success
Monitoring approved changes

Applying integrated change control

Examining integrated change control
Applying configuration management

Closing the project

Performing administrative closure
Closing the project contracts
Closing the project
Update the organizational process assets

End of Module elements

Module key terms
Module exam

Module 5: Project Scope Management

Module 6: Project Time Management

Planning and Defining the project scope

Relying on project information
Using templates and forms
Creating the Project Scope Management Plan
Performing product analysis
Using alternative identification
Interviewing experts and stakeholders

Identifying project requirements

Eliciting requirements
Elicitation techniques
Working with business analysts
Creating the requirements management plan

Examining the Project Scope Statement

Detailing the project objectives
Describing the product scope
Defining the project requirements
Establishing the project boundaries
Defining the project acceptance criteria
Identifying the project constraints
Listing the project assumptions
Defining the initial project organization
Defining the initial project risks
Determining the schedule milestones
Setting fund limitations
Estimating the project costs
Determining the project configuration management requirements
Identifying project specification documents
Documenting the project approval requirements

Creating the Work Breakdown Structure (WBS)

Defining the WBS
Using a WBS template
Decomposing the project scope
Creating the WBS
Creating the WBS dictionary
Defining the scope baseline

Validating the project scope

Defining scope validation
Performing scope validation
Gaining project acceptance

Controlling the project scope

Establishing a change control system
Studying variances
Replanning the project work
Revisiting the configuration management system

Case Study: Protecting the project scope
End of Module elements

Module key terms
Module exam

Planning schedule management

Examining policies and procedures
Working with a deadline
Creating the schedule based on scope

Defining the project activities

Examining the inputs to activity definition
Decomposing the project work
Relying on project templates
Using rolling wave planning
Planning for more work
Examining the project activities and their attributes

Sequencing the project work

Defining the activity relationships
Determining the network structure to use
Establishing activity dependencies
Applying leads and lags

Estimating the resource need

Considering the project work
Examining the labor availability
Estimating the resource need
Creating a resource calendar

Estimating the activity durations

Estimating the project duration
Using analogous estimates
Using parametric estimates
Using three-point estimates
Creating a management reserve

Developing the project schedule

Examining the project network
Finding the critical path and float
Worksheet: Chapter Six Float Exercise
Compressing the project schedule
Simulating the project work
Leveling the project resources
Using the critical chain methodology
Applying calendars and updating the project schedule

Controlling the project schedule

Examining the project schedule characteristics
Examining the schedule baseline
Reporting the project progress
Using a schedule change control system
Examining schedule variances
Using schedule comparison bar charts

End of Module elements

Module key terms
Module exam

Module 7: Project Cost Management

Module 8: Project Quality Management

Planning for project cost management

Creating the cost management plan
Adhering to organizational policies and procedures
Relying on organizational process assets and enterprise environmental factors

Estimating the project costs

Following the organizational process assets
Building a cost management plan
Creating an analogous estimate
Determining resource cost rates
Create a bottom-up estimate
Building a parametric estimate
Using the PMIS
Analyzing vendor bids
Considering the contingency reserve
Presenting the cost estimate

Determining the project budget

Aggregating the project costs
Completing project cost reconciliation
Creating the project cost baseline
Examining the project cash flow

Managing cost control

Working with a cost change control system
Measuring project performance
Managing project variance

Working with Earned Value Management

Earned Value Management fundamentals
Finding project variances
Calculating the project performance
Forecasting the project performance
Earned Value Management formula review

End of Module elements

Module key terms
Module exam

Planning for quality

Defining project quality
Completing a cost-benefits analysis
Benchmarking the project
Performing a design of experiments
Determining the cost of quality
Creating the Quality Management Plan
Establishing quality metrics
Using quality checklists
Creating a Process Improvement Plan
Establishing a quality baseline

Performing Quality Assurance (QA)

Defining QA
Performing a quality audit
Examining the project processes
Recommending corrective actions

Controlling project quality

Performing quality control measurements
Creating a cause and effect diagram
Creating a control chart
Completing project flowcharting
Creating a histogram
Examining a Pareto chart
Creating a run chart
Examining a scatter diagram
Completing a statistical sampling
Inspecting the project work
Review defect repair
Quality control and lessons learned

End of Module elements

Module key terms
Module exam

Module 9: Project Human Resource Management

Module 10: Project Communications Management

Planning for human resource management

Defining human resource planning
Examining the project interfaces
Considering the project constraints
Charting the organizational structure
Defining the project roles and responsibilities
Creating the Staffing Management Plan

Acquiring the project team

Working with your organization
Managing a pre-assigned project team
Negotiating for project resources
Acquiring project resources
Relying on virtual project teams

Developing the project team

Using general management skills
Training the project team
Using team building activities
Establishing ground rules for the project team
Working with non-collocated teams
Establishing a rewards and recognition system
Assessing the team performance

Managing the project team

Observing and conversing with project team members
Completing project team appraisals
Resolving and managing team conflict
Creating an issue log

Examining Human Resource Theories

Maslow’s Hierarchy of Needs
McGregor’s Theory X and Y
Hertzberg Theory of Motivation
Ouchi’s Theory Z
Expectancy Theory

End of Module elements

Module key terms
Module exam

Planning for project communications

Examining the communications model
Analyzing communication requirements
Determining the communications technology
Creating the Communications Management Plan

Managing project communication

Examining communication skills
Creating an Information Gathering and Retrieval System
Dispersing project information
Documenting the project’s Lessons Learned
Updating the organizational process assets

Case Study: Project Communications Management
Controlling project communications

Determining the communication method ©, LLC pg. 10
Dispersing project information
Creating an Issue Log

Reporting project performance

Relying on Earned Value Management
Presenting project performance
Hosting a Status Review Meeting
Using Time and Cost Reporting Systems
Creating a Performance Report

End of Module elements

Module key terms
Module exam

Module 11: Project Risk Management

Module 12: Project Procurement Management

Planning for risk management

Defining project risk
Hosting a risk planning meeting
Creating a Risk Management Plan

Identifying project risks

Review project documentation
Identifying the project risks
Analyzing the project assumptions
Diagramming project risks

Using qualitative risk analysis

Using a risk register
Creating a risk probability and impact matrix
Examining the data quality
Categorizing risks
Updating the risk register

Using quantitative risk analysis

Gathering risk data
Creating a risk probability distribution
Modeling risk data
Creating a contingency reserve
Updating the risk register

Planning for risk response

Determining the risk tolerance
Considering negative risks
Planning for positive risks
Accepting risk response
Creating a contingent response strategy

Monitoring and controlling risks

Reassessing the project for risks
Completing a risk audit
Examining the project trends and technical performance
Hosting a project status meeting
Recommending corrective and preventive actions

End of Module elements

Module key terms
Module exam

Planning procurement management

Make or Buy analysis
Determining contract type
Creating a Procurement Management Plan
Contracts and risk management
Creating evaluation materials

Requesting seller responses

Hosting a bidder conference
Advertising for bidders
Developing a qualified sellers list
Creating a Procurement Document Package

Selecting sellers

Using a weight system
Working with independent estimates
Creating a screening system
Negotiating for the best deal
Relying on seller rating systems

Controlling project procurement

Creating a contract change control system
Completing a performance review
Paying the vendor
Managing claims
Creating a records management system

Performing procurement closure

Auditing the procurement process
Closing the contract
Updating the organizational assets

End of Module elements

Module key terms
Module exam

Module 13: Project Stakeholder Management

Module 14: PMI Code of Ethics and Professional Conduct

Identifying Project Stakeholders

Perform stakeholder analysis
Relying on expert judgment
Creating the stakeholder register

Planning for stakeholder management

Hosting a stakeholder meeting
Determining stakeholder influence
Identifying stakeholder types
Creating the Stakeholder Management Plan

Managing stakeholder engagement

Communicating with project stakeholders
Relying on interpersonal skills
Utilizing management skills for engagement
Updating the project documents

Controlling stakeholder engagement

Implementing a reporting system
Maintaining stakeholder involvement
Resolving stakeholder issues

End of Module elements

Module key terms
Module exam

Working with PMI

Ensuring integrity
Contributing to the project management knowledge base
Respecting differences

Maintaining responsibilities to the profession

Complying with rules and policies
Being an honest project manager
Advancing the profession

Being responsible to the public

Enforcing truth and honesty
Eliminating inappropriate actions

End of Module elements

Module key terms
Module exam

End of Course Business

Questions and Answers
Score reports
Course evaluation
Certificate of Completion

* Once you have paid for this course, it is non-refundable unless MISAC needs to cancel the course due to lack of a minimum number of attendees.

(Back to top)