Project Management Professional (PMP) Exam Prep Boot Camp
Please stay tuned to munitechacademy.org 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.
TABLE OF CONTENTS
- PMP EXAM PREP BOOT CAMP COURSE OVERVIEW
- INSTRUCTOR BIO
- PMP EXAM PREP BOOT CAMP REVIEWS
- COURSE OUTLINE
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!
Joseph (Joe) Phillips, PMP, Project+, CTT+
About Joe Phillips
Joe 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.
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:
- 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!
Course Outline
Module 1: Preparing for the Exam
Module 2: Organization Influence and the Project Life Cycle
Introductions
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 ©Instructing.com, 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.