PM PrepCast Student Workbook

Visit www.pm-prepcast.
com for Exam Resources
Page |1
Warning
This workbook is not a course in a book for the Project Management Professional (PMP)
exam. Instead, this is a companion workbook to be used as a reference while watching the
lessons from The PM PrepCast. Simply reading this workbook is not adequate preparation for
the PMP Exam.
Copyright and Disclaimer

Published by:
OSP International LLC
P.O. Box 863
USA - Silverado, CA 92676
Email: info@osp-international.com
Internet: www.osp-international.com
OSP International LLC has been reviewed and approved as a provider of project management training by
the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), OSP
International LLC has agreed to abide by PMI established quality assurance criteria.
Copyright 2012-2013 OSP International LLC. All rights reserved.
The PM PrepCast, The Agile PrepCast, The PM Podcast, The Project Management Podcast, The PDU
Podcast and PM Exam Simulator are trademarks of OSP International LLC.
PMI, PMP, CAPM, PgMP, PMI-ACP, PMI-SP, PMI-RMP and PMBOK are trademarks of the Project
Management Institute, Inc. PMI has not endorsed and did not participate in the development of this
publication. PMI does not sponsor this publication and makes no warranty, guarantee or representation,
expressed or implied as to the accuracy or content.
Every attempt has been made by OSP International LLC to ensure that the information presented in this
publication is accurate and can serve as basic information in preparation for the PMP certification exam.
However, OSP International LLC accepts no legal responsibility for the content herein. This document or
the course that it is part of should be used only as a reference and not as a replacement for officially
published material. Using the information from this document does not guarantee that the reader will pass
the PMP certification exam. No such guarantees or warranties are implied or expressed by OSP
International LLC.
This publication is not intended for use as a source of legal, financial or human resource management
advice.
Reproduction or translation of any part of this work without the permission of the Publisher is against the
law. No part of this work may be reproduced or transmitted in any form or by any means, electronic,
manual photocopying, recording, or by any information storage or retrieval system, without prior written
permission by the Publisher.
Version: 1.06
Date: 2014-October-17
Visit www.pm-prepcast.com for Exam Resources
Page |2
Table of Contents
Welcome ....................................................................................................................................................... 5
Read First ...................................................................................................................................................... 6
In which order should you watch the lessons? ......................................................................................... 6
Set a baseline ....................................................................................................................................... 6
Familiarize yourself with the material ................................................................................................... 6
Study the material................................................................................................................................. 6
How to watch The PM PrepCast............................................................................................................... 7
In The Online Member Gateway .......................................................................................................... 7
iTunes for iPhone, iPad and iPod ......................................................................................................... 7
Android ................................................................................................................................................. 7
Take our Final Exam to get your Contact Hours / PDUs .......................................................................... 8
Validity of The PM PrepCast Certificate ................................................................................................... 9
What to write on your PMP Application................................................................................................... 9

Earning and Claiming PDUs ..................................................................................................................... 9
In case you get audited by PMI ............................................................................................................... 9

About HiRes and LoRes Video Lessons ................................................................................................ 10
Customer Support Links.............................................................................................................................. 11
Recommended Study Materials .................................................................................................................. 12
Recommended Links .................................................................................................................................. 13
Self-Assessment Questions ........................................................................................................................ 14
Module and Lesson Directory ..................................................................................................................... 15
Module & Lesson Descriptions.................................................................................................................... 20
Module 00.0 - Welcome .......................................................................................................................... 20
Module 00.1 - Student Workbook ........................................................................................................... 20
Module 00.2 - Tutorials ........................................................................................................................... 21
Module 00.3 - The PMP Exam................................................................................................................ 22
Module 00.4 - Final Exam & Contact Hours / PDUs ............................................................................... 26
Module 00.9 - Pre-Course Self-Assessment .......................................................................................... 26
Module 01- Introduction & Project Management Basics ........................................................................ 27
Module 02 - Project Influences and Life Cycle ....................................................................................... 34
Module 03 - Processes, Process Groups & Knowledge Areas .............................................................. 37
Module 04 - Project Integration Management ........................................................................................ 38
Module 05 - Project Scope Management ............................................................................................... 43
Module 06 - Project Time Management ................................................................................................. 47
Page |3
Module 07 - Project Cost Management .................................................................................................. 52

Module 08 - Project Quality Management .............................................................................................. 56
Module 09- Project Human Resource Management .............................................................................. 59
Module 10 - Project Communications Management............................................................................... 64
Module 11 - Project Risk Management .................................................................................................. 67
Essential Essentials............................................................................................................................ 71
Module 12- Project Procurement Management ...................................................................................... 72
Module 13- Project Stakeholder Management ....................................................................................... 75
Module 40 - Interviews with Successful Exam Takers ........................................................................... 78
Module 50 - Agile Project Management ................................................................................................. 80
Essential Essentials............................................................................................................................ 80
Module 60 - The Code of Ethics ............................................................................................................. 82
Module 70 - PMP Examination Content Outline ..................................................................................... 83
Module 80 - Applied Concepts................................................................................................................ 85
Module 99 - Goodbye. ............................................................................................................................ 90
Appendix A - Errata ..................................................................................................................................... 91
Appendix B - Version History of this Student Workbook ............................................................................. 93
Appendix C - CAPM Lesson Checklist ........................................................................................................ 94
Appendix P - PDU Lesson Checklist ........................................................................................................... 99
Appendix T - The PM PrepCast Team ...................................................................................................... 104
Topic Index ................................................................................................................................................ 114
Page |4
Welcome
Thank you for purchasing The PM PrepCast and trusting us to be your guide on the road to becoming
PMP certified. We appreciate the vote of confidence.
You will get the most out of The PM PrepCast if you take a moment to read this and the next 3 pages in
detail.
The student workbook you are currently reading is your compass through the lessons. It follows the
videos, provides additional reference materials and lists the links mentioned in the presentations. In that
way you dont have to scribble down important website addresses as you are watching.
It also answers many questions asked by students about the course itself and has the following general
structure / sections:
Welcome, important course information and links

Lesson directory
Short description of each lesson with select excerpts
Appendices and topic index
As mentioned in the Warning on page 2, this workbook is not a course in a book, so reading this
publication is in no way adequate preparation for your exam. Instead, we suggest that you buy a separate
PMP exam preparation book - you can find our recommendations on page 12.
The primary goal of The PM PrepCast is to help you put PMP behind your name. The certification will
allow you to demonstrate that you are competent in performing the role of a project manager to your
employer and also increases your professional versatility in project management techniques. We want to
have a lasting effect on your career as a certified project manager.
Until Next Time,
Cornelius Fichtner, PMP, CSM
President, OSP International LLC
Page |5
Read First
In which order should you watch the lessons?
Start out by watching Lesson L00.00 - Welcome. At the end of the lesson we introduce you to our
recommended approach, which is as follows:
Set a baseline
1. Answer the Pre-Course Assessment Questions that you find in Module 00.9. Use these
questions to baseline yourself and see how much you already know.
Familiarize yourself with the material
1. Watch all lessons in Module 00. You will learn how to access and watch The PM PrepCast.
2. Skim the student workbook (this document here). You will get a better idea of all the material
and lessons that are available to you. Pay close attention to the Lesson Directory.
3. Stop by at www.pm-prepcast.com/ll and read the Lessons Learned. By reading the success
stories from others, you will understand how they have approached their exam studies.
Study the material
1. Watch all the lessons that end in .00 like L04.00 Integration Management Overview, L05.00
Scope Management Overview, L06.00 Time Management Overview and so on. This will give you
a firm project management foundation and introduces you to some of the major project
management concepts youll need to understand for the exam.
2. Continue with Module 70. Watch all lessons. You will get a good understanding on all the topics
you need to know for your exam and can spot areas where you may need special focus in your
studies.
3. Go back to Module 01 and watch all lessons in order. You may choose to skip the .00 lessons
that you have already seen or you can watch them a second time to solidify the concepts.
Please note that the above steps are only suggestions. You dont have to approach your studies in this
order at all. You could simply begin with the first lesson L00.00 and then watch the rest in order. Or you
could watch them backwards starting with the last one L99.99. Or you might decide that Delegation
sounds really interesting and that you really want to begin with this one. As long as you watch every
lessons of The PM PrepCast, you will learn the knowledge you need. Any road you choose should
take you there.
Page |6
How to watch The PM PrepCast

In The Online Member Gateway
Your online member account allows you to watch The PM PrepCast right in your browser.
Website:
Username & password:
http://nanacast.com/mp/143776
Please see the Thanks for your Order email
iTunes for iPhone, iPad and iPod

Instructions video
http://www.pmhelpdesk.com/forums/107356/entries/99785
Please note that if you want to watch the lessons on an iPhone or iPad then you will first have to
download and install the "Podcasts" application from the iTunes store.
Android
Unfortunately there is no official podcast software that is included with the Android operating system.
Therefore every system works differently. In most cases you will have to perform a manual copy action.
Here are three generic options for you:
Option 1 - Use iTunes
Follow the steps above for iTunes to download all videos to your computer
Locate the iTunes media folder to which they were downloaded:
http://support.apple.com/kb/ht1391
Manually copy the downloaded videos to your Android device.
Option 2 - Use Windows Podcatcher
Install Winamp or Juice (http://en.wikipedia.org/wiki/List_of_podcatchers#Microsoft_Windows) on
your Windows PC
Find your personal podcast URL in the Thanks for your Order email and use this as the
Podcast URL to download all videos
Manually copy the downloaded videos to Android device
Option 3 - Use Android Podcatcher
Warning: Downloading podcasts to your android device via your cell phone provider counts
towards your data plan. It can be very expensive to do this! Do not follow these steps unless
you have an unlimited data plan!
Ensure that you have an unlimited data plan for your device!
Install BeyondPod or MyPOD on your Android device
(http://en.wikipedia.org/wiki/List_of_podcatchers#Android). Please note that this is not free
software. You will have to pay to use them.
Find your personal podcast URL in the Thanks for your Order email and add it as your
Podcast URL to the software
The videos will now be downloaded directly to your Android device
Page |7
Take our Final Exam to get your Contact Hours / PDUs
The Project Management Institute (PMI) requires that you verify 35 contact hours of formal project
management training before you can apply for the Project Management Professional (PMP) exam. This
training should cover content on project quality, scope, schedule, budget, communications, risk,
procurement, stakeholder management and integration. All such training hours are valid, no matter when
they were accrued. The training must be completed before you can sit for the examination.
The PM PrepCast offers substantially more than 35 hours of distance learning in project management
and qualifies towards this requirement. In order to receive your 35-hour certificate, you must pass our end
of course assessment, which we call our Final Exam.
The earliest that you can take the final exam is 14 days after your purchase. These two weeks should
give you ample time to watch all lessons.
Taking the final exam takes just a few steps:
Watch Lesson L00.40 that shows how to take the Final Exam
Go to http://www.pm-prepcast.com/login
o Log in using the username and password that you have received
o Write to support@pm-prepcast.com if you cannot remember
Now go to http://www.pm-prepcast.com/final
Take and pass the exam
Print your certificate:
The Final Exam is a 25 question, multiple choice exam. You must answer 17 questions correctly to pass.
There is no time limit for you to take our Final Exam. You can take it after 2 weeks, 2 months or even wait
for a year. Also, you can take the final exam as often as you need until you pass, but its really not that
difficult.
Please note that we do not publish the questions and answers to The Final Exam. Not even if you ask
nicely
Good luck on your Final Exam!
Page |8
Validity of The PM PrepCast Certificate

The Contact Hour / PDU certificate you receive from The PM PrepCast is valid as follows
For PMP Students
It covers the PMI requirement for 35 Contact Hours to apply for the exam
You can only use it once. So you cannot use it again later on and also claim PDUs for your PMP
recertification
For PMP certified project managers
If you passed your PMP exam before July 31, 2013 then you can use The PM PrepCast to
th
upgrade your knowledge to the PMBOK Guide 5 Edition and earn 35 PDUs.
See Appendix P (as in PDUs) for the list of recommended lessons to watch
You can claim the hours listed on the certificate as PDUs towards recertification or your PMP
certification
What to write on your PMP Application

Once you have successfully passed our Final Exam then you have earned 35 Contact Hours for
participating in The PM PrepCast. Now you can apply for your PMP Exam.
In your exam application you will be asked to give evidence that you have indeed received the Contact
Hours required. Please use the following information in your application:
Course Title / Activity Name:

Course Number / Activity Number:
Institute Name / Provider Name:
PMI R.E.P. Number
Course Start Date:
Course Completion Date:
Hours:
Qualifying Hours
Category:
The PM PrepCast
PMPREPCAST
OSP International LLC
3023
Your PrepCast Purchase Date
Date when you passed the Final Exam
35
35
A
This is all the information that you need to provide on your application. You do not need to include a copy
of your certificate.
Earning and Claiming PDUs

This only applies to those who are already PMP certified.
st
If you passed your PMP exam before July 31 2013, then you can watch The PM PrepCast and earn 35
th
PDUs for upgrading your knowledge to the new PMBOK Guide 5 Edition as follows:
Watch all lessons recommended in Appendix P (as in PDUs)

Take and pass the PM PrepCast Final Exam to print your PDU certificate
Watch this video to learn how to claim PDUs: www.youtube.com/watch?v=QRJpdz5V1vM&hd=1
Log on to https://ccrs.pmi.org/ and claim your PDUs like I showed you in the previous step
In case you get audited by PMI

If you are selected for an audit by PMI then please do the following:
1. Make a photocopy of your Contact Hour certificate
2. Include this photocopy in the documentation package that you return to PMI
This is all that is required.
Please do not write to us and ask for a letter of confirmation. The photocopy is sufficient and PMI has
never rejected it for any of our over 27,000 students.
Page |9
About HiRes and LoRes Video Lessons

The lessons of The PM PrepCast are delivered to you both in High Resolution and Low Resolution. The
content is the same in both videos and it is just their dimensions (size) that is different:
Type
Resolution
Description
LoRes
320 x 240 pixel
The Low Resolution videos are intended for viewing on devices with smaller
screens, like an iPod or your phone.
If you watch these videos on your computer and go into full screen mode
then it will become very blurry.
HiRes
800 x 600 pixel
The High Resolution videos are intended for viewing on larger screens.
(Some of the latest models of smart phone can play these videos as well,
but of course you only have the small screen).
For example, this resolution is ideal to be viewed on your computer or on
your tablet and it is also the version that you see when you log in to our
Customer Gateway.
These videos can be watched in full screen mode without being blurry.
If you use iTunes and connect your device, then iTunes will automatically detect which ones your device
can play and only copy the correct version to your phone. For example: if you connect an older iPhone,
then only the LoRes will be copied over, but when you connect a modern iPad then both versions will be
available for you to watch on the tablet.
P a g e | 10
Customer Support Links

For Project Management Concepts and PMP Exam Related Questions
Description
Link
The PM PrepCast Discussion Forum

Have a question about a project management
concept? Are you unsure about the exact nature of
a tool & technique? Go ahead ask.
http://www.pm-prepcast.com/forum
For Technical and Customer Support Questions

Description
Link
Frequently Asked Questions (FAQ)
http://www.pmhelpdesk.com/forums/107356-pmprepcast-faq
Customer support answers your technical

questions Monday - Friday. We try and answer
each email within 1 business day.
Please use the discussion forum link above to ask
questions about project management concepts and
the exam itself.
support@pm-prepcast.com
P a g e | 11
Recommended Study Materials

Free Help
Description
Link
Read Lessons Learned from others who have

passed the exam.
http://www.pm-prepcast.com/ll
Ask questions about the exam and project

management principles.
PMI Documents
Description
Link
PMP Credential Handbook
http://www.pmi.org/~/media/PDF/Certifications/pdc
_pmphandbook.ashx
PMP Examination Content Outline
https://www.pmi.org/en/Certification/ProjectManagement-ProfessionalPMP/~/media/PDF/Certifications/PMP%20Examina
tion%20Content%20Outline_2010.ashx
Our other PMP Exam Preparation Materials

Description
Link
The PM Exam Simulator
http://www.pm-exam-simulator.com
The Free PM Exam Simulator
http://free.pm-exam-simulator.com
The PMP Exam Formula Study Guide
http://www.project-management-formulas.com
Free PMP Exam Sample Questions
http://www.free-pm-exam-questions.com
PMP Exam Study Guides from other Vendors

Full Disclosure: The following recommendations are affiliate products. If you click and choose to purchase
the materials, we will earn a commission.
Description
Link
PMBOK Guide
http://www.pm-prepcast.com/pmbok
Errata sheet for PMBOK Guide first printing
http://www.pmi.org/PMBOK-Guide-andStandards/~/media/PDF/Standards/PMBOK_Guide
_5th_Errata_2ndPrinting.ashx
Achieve PMP Exam Success

This is the book that Cornelius Fichtner used
himself as he prepared for the PMP Exam.
http://www.pm-prepcast.com/success
Our complete range of recommendations
http://www.project-management-examguide.com/index.php/pmp-exam-guide-reviews
P a g e | 12
Recommended Links
Give Back to the Student Community
Description
Link
Write and publish your own Lessons Learned to

help others who are preparing for the exam
Take our survey and help us to improve The PM

PrepCast
http://www.surveymonkey.com/s/ThePMPrepCast
Earn PDUs After You Pass Your Exam

Description
Link
Earn 37 category A PDUs for just $179.99 with

The Agile PrepCast and learn about the most
important Agile principles in the process.
http://www.agileprepcast.com/pdu
The PDU Insider Newsletter will teach you the ins

and outs of PDUs and give you links to free PDU
webinars.
http://www.pdu-insider.com
Get 30 free category C PDUs from The PM

Podcast.
http://www.pm-podcast.com/pdu
Earn category A PDUs simply by watching

webinars.
http://www.pducast.com
Recommend The PM PrepCast

Description
Link
Write a testimonial for The PM PrepCast and tell

other students what you liked / did not like about it
http://www.pm-prepcast.com/addtestimonial
Become an OSP Affiliate and earn 30%

commission by recommending our products
http://www.pm-prepcast.com/affiliates
P a g e | 13
Self-Assessment Questions
The PM PrepCast includes a series of self-assessment practice exams for the main modules.
These questions will not only give you an insight into the style and format of sample PMP Exam
questions, but also allow you to take a short mock exam to see how well you understood and retained
the material. The questions are easy to medium hard.
You receive the following assessments:
Module
Assessment
Module 00.9
Pre-Course Self-Assessment with over 100 questions.

Use this as an initial practice test to baseline yourself. By answering these questions
youll be able to see what you already know.
Module 01-13
Self-Assessment per module with 15 questions.

These are the Self-Assessments for the main modules of The PM PrepCast. Answering
these will show you how well youve done in your studies.
Module 40-99
No Self-Assessment provided
You will find the PDF documents with the review questions as Lesson Lxx.99 in the appropriate modules.
Important
The Self-Assessment questions are not intended as a replacement for a real simulator.
We recommend that all PMP candidates evaluate and purchase an exam simulator. Taking practice
exams in a real simulated environment greatly enhances your chances of passing the exam.
We recommend our very own PM Exam Simulator:
P a g e | 14
Module and Lesson Directory

No
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
Lesson
Module 00.0
L00.00
Module 00.1
L00.10
Module 00.2
L00.20
L00.21
Module 00.3
L00.30
L00.31
L00.32
L00.33
L00.34
L00.35
L00.36
Module 00.4
L00.40
Module 00.9
L00.99
Module 01
L01.00
L01.01
L01.02
L01.03.1
L01.03.2
L01.04
L01.05.1
L01.05.2
L01.06
L01.07
L01.08
L01.09
L01.99
Module 02
L02.00
L02.01
L02.02.1
L02.02.2
L02.03
L02.04
Title
Welcome & Exam Overview
Welcome
Student Workbook
PM PrepCast Student Workbook
Tutorials
How to watch The PM PrepCast in Your Browser Online
How to watch The PM PrepCast on Your iPod, iPad or iPhone
The PMP Exam
PMP Exam Overview
What if you get audited?
Finding the Best Answer to PMP Sample Questions
Key Exam Activities
The Day of Your PMP Exam
Understanding Your PMP Examination Score Report
PMIs PDU Secrets
The Final Exam
How to take your Final Exam
Pre Course Self-Assessment
Introduction & Project Management Basics
Introduction to Project Management
Projects, Programs & Portfolios
The Role of the Project Manager
Interpersonal Skills 1-6 of the Project Manager
Business Case, Project Statement of Work, & Project Charter
The Project Management Plan - Overview
The Project Management Plan - Subsidiary Plans
Activity List, Attributes & Requirements Traceability Matrix
RAM, R&R and RBS
Competing Project Constraints
Baselines
Self-Assessment for Module 01
Project Influences and Life Cycle
Projects and Organizations
Organizational Process Assets
Enterprise Environmental Factors - Part 1
The Project (Management) Team
Project Life Cycle and Project Phases
Type
Duration
Video
28:28
PDF
--
Video
Video
02:40
03:33
Video
Video
Video
Video
Video
Video
Video
29:35
16:34
22:35
28:13
34:30
17:42
29:20
Video
05:19
PDF
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
27:59
15:39
31:04
29:31
22:58
29:37
12:18
28:23
22:06
18:52
20:20
21:45
--
Video
Video
Video
Video
Video
Video
32:21
17:22
39:11
26:50
32:30
19:13
P a g e | 15
No
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
Lesson
L02.99
Module 03
L03.00
L03.01
L03.99
Module 04
L04.00
L04.01
L04.02
L04.03.1
L04.03.2
L04.04
L04.05
L04.06
L04.99
Module 05
L05.00
L05.01
L05.02.1
L05.02.2
L05.03
L05.04
L05.05.1
L05.05.2
L05.06
L05.99
Module 06
L06.00
L06.01
L06.02
L06.03.1
L06.03.2
L06.04
L06.05.1
L06.05.2
L06.06.1
L06.06.2
L06.06.3
L06.06.5
L06.07.1
L06.07.2
L06.08
Title
Processes, Process Groups & Knowledge Areas
Project Management Processes
Process Groups and Knowledge Areas
Project Integration Management
Project Integration Management Overview
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Work - Part 1
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Project Scope Management
Project Scope Management Overview
Plan Scope Management
Collect Requirements - Part 1
Define Scope
Create WBS
Validate Scope - Part 1
Control Scope
Project Time Management
Project Time Management Overview
Plan Schedule Management
Define Activities
Sequence Activities - Part 1
Estimate Activity Resources
Estimate Activity Durations - Part 1
Develop Schedule - Part 1
Control Schedule - Part 1
Network Diagram
Type
PDF
Duration
--
Video
Video
PDF
16:34
17:22
--
Video
Video
Video
Video
Video
Video
Video
Video
PDF
28:22
25:38
25:18
15:37
25:19
30:15
32:51
29:01
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
21:54
18:10
23:55
27:25
28:19
28:57
23:57
16:23
28:23
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
29:32
22:37
36:23
13:47
24:16
22:10
26:26
32:13
20:13
16:40
22:55
22:08
17:44
28:09
44:24
P a g e | 16
No
71.
72.
73.
74.
75.
76.
77.
78.
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80.
81.
82.
83.
84.
85.
86.
87.
88.
89.
90.
91.
92.
93.
94.
95.
96.
97.
98.
99.
100.
101.
102.
103.
104.
105.
106.
107.
108.
Lesson
L06.99
Module 07
L07.00
L07.01
L07.02.1
L07.02.2
L07.03.1
L07.03.2
L07.04.1
L07.04.2
L07.05.1
L07.05.2
L07.06
L07.99
Module 08
L08.00
L08.01.1
L08.01.2
L08.02
L08.03.1
L08.03.2
L08.04
L08.99
Module 09
L09.00
L09.01
L09.02
L09.03.1
L09.03.2
L09.04.1
L09.04.2
L09.05.1
L09.05.2
L09.06
L09.99
Module 10
L10.00
L10.01.1
L10.01.2
L10.02.1
L10.02.2
L10.03.1
Title
Project Cost Management
Project Cost Management Overview
Plan Cost Management
Estimate Costs - Part 1
Determine Budget - Part 1
Control Costs - Part 1
Earned Value Management - Basic EV
Earned Value Management - Advanced EV
Advanced Cost Theory
Project Quality Management
Project Quality Management Overview
Plan Quality Management - Part 1
Perform Quality Assurance
Control Quality - Part 1
Advanced Quality Management Tools
Project Human Resource Management
Project Human Resource Management Overview
Plan Human Resource Management
Acquire Project Team
Develop Project Team - Part 1
Manage Project Team - Part 1
Human Resource Management Theory - Part 1
Delegation
Project Communications Management
Project Communications Management Overview
Plan Communications Management - Part 1
Manage Communications - Part 1
Control Communications - Part 1
Type
PDF
Duration
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
16:23
30:21
22:21
22:51
20:23
24:47
15:53
26:59
29:25
42:13
36:38
--
Video
Video
Video
Video
Video
Video
Video
PDF
28:13
19:12
34:07
29:56
13:24
20:05
32:21
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
25:42
39:33
25:14
21:32
15:58
20:26
26:52
27:17
24:54
20:52
--
Video
Video
Video
Video
Video
Video
27:36
18:14
26:00
26:27
30:37
13:06
P a g e | 17
No
109.
110.
111.
112.
113.
114.
115.
116.
117.
118.
119.
120.
121.
122.
123.
124.
125.
126.
127.
128.
129.
130.
131.
132.
133.
134.
135.
136.
137.
138.
139.
140.
141.
142.
143.
144.
145.
Lesson
L10.03.2
L10.99
Module 11
L11.00
L11.01
L11.02.1
L11.02.2
L11.03.1
L11.03.2
L11.04
L11.05.1
L11.05.2
L11.06
L11.07
L11.99
Module 12
L12.00.1
L12.00.2
L12.01.1
L12.01.2
L12.01.3
L12.02.1
L12.02.2
L12.03.1
L12.03.2
L12.04
L12.99
Module 13
L13.00
L13.01.1
L13.01.2
L13.02
L13.03
L13.04
L13.99
Module 40
L40.01
L40.02
L40.03
L40.04
Module 50
L50.00
Title
Project Risk Management
Project Risk Management Overview
Plan Risk Management
Identify Risks - Part 1
Perform Qualitative Risk Analysis - Part 1
Perform Quantitative Risk Analysis
Plan Risk Responses - Part 1
Control Risks
Decision Tree and Expected Monetary Value
Project Procurement Management
Project Procurement Management Overview - Part 1
Plan Procurement Management - Part 1
Conduct Procurements - Part 1
Control Procurements - Part 1
Close Procurements
Project Stakeholder Management
Project Stakeholder Management Overview
Identify Stakeholders - Part 1
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
Interviews with Successful Exam Takers
Peter Dakessian, PMP
Kevin Reilly, PMP
Renata Weir, PMP & Mercedes McShane, PMP
Bill Rouck, PMP
Agile Project Management
Agile Project Management Overview
Type
Video
PDF
Duration
22:13
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
21:50
35:02
19:07
26:32
16:29
17:01
37:50
22:24
23:05
32:23
26:07
--
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
PDF
22:27
22:38
26:48
17:31
35:43
21:48
17:51
16:54
17:26
27:21
--
Video
Video
Video
Video
Video
Video
PDF
33:10
17:04
22:45
29:39
25:55
32:19
--
Audio
Audio
Audio
Audio
27:49
33:11
1:03:19
38:48
Video
34:32
P a g e | 18
No
146.
147.
148.
149.
150.
151.
152.
153.
154.
155.
156.
157.
158.
159.
160.
161.
162.
163.
164.
165.
166.
167.
168.
169.
170.
171.
172.
Lesson
L50.01
L50.02
Module 60
L60.00.1
L60.00.2
Module 70
L70.00
L70.01.1
L70.01.2
L70.01.3
L70.01.4
L70.02
L70.03
L70.04
L70.05
L70.06
Module 80
L80.00
L80.01
L80.02
L80.03
L80.04
L80.05
L80.06
L80.07
L80.08
L80.09
L80.10
L80.11
Module 99
L99.99
Title
The Agile Manifesto
Introduction to Scrum
Code of Ethics
The PMI Code of Ethics and Professional Conduct - Part 1
PMP Exam Content Overview
PMP Exam Content Cross Cutting Skills Part 1
PMP Exam Content Initiating Domain
PMP Exam Content Planning Domain
PMP Exam Content Executing Domain
PMP Exam Content Monitoring & Controlling Domain
PMP Exam Content Closing Domain
Applied Concepts
Applied Concepts Overview
Authority
Project Monitoring
Risk Attitudes
Team Development
The Communications Plan
The Value of Quality
Earned Value
Critical Chain
Virtual Team Management
Requirements Gathering
Culture Shock
Goodbye
Goodbye
Type
Video
Video
Duration
37:08
37:52
Video
Video
24:45
24:22
Video
Video
Video
Video
Video
Video
Video
Video
Video
Video
12:53
25:48
27:52
28:59
33:09
23:38
30:36
18:04
28:23
34:11
Video
Audio
Audio
Audio
Audio
Audio
Audio
Audio
Audio
Audio
Audio
Audio
03:56
50:48
28:12
27:55
30:14
34:24
28:25
36:09
55:06
30:31
21:22
19:00
Video
16:27
P a g e | 19
Module & Lesson Descriptions

Module 00.0 - Welcome
Lesson 00.00 - Welcome
This is the introduction. Welcome to your first lesson of The PM
PrepCast. Cornelius Fichtner, PMP, CSM first introduces himself
and then covers the following topics
PM PrepCast Learning Objectives & Outcomes

Assessment of Learning Objectives & Outcomes
What else you can expect from this course (i.e. you will be
able to pass the PMP exam)
How to access and watch your PM PrepCast lessons
When not to watch The PM PrepCast
Cornelius also gives you his Take Action recommendations on

where and how to begin your journey through The PM PrepCast.
Links
Watch The PM PrepCast in the Customer Gateway
Read Lessons Learned from other PMP exam takers
www.pm-prepcast.com/ll
The PM PrepCast FAQ
http://www.pmhelpdesk.com/forums/107356-PM-PrepCast-FAQ
The PM PrepCast Customer support (for technical questions)
support@pm-prepcast.com
Module 00.1 - Student Workbook

Document 00.10 - Student workbook
You are currently reading it
Please be reminded, this workbook is not a course in a book for the
Project Management Professional (PMP) .

Instead, this is a companion workbook to be used as a reference while
watching the lessons from The PM PrepCast. Simply reading this
workbook is not adequate preparation for the PMP Exam.
This workbook will only help you to easily access the following items from
and about the lessons:
The lesson names & short descriptions

Links
Books
Recommended reading
Select tips
P a g e | 20
Module 00.2 - Tutorials

Lesson 00.20 - How to watch The PrepCast in Your Browser Online
The most convenient way to watch The PrepCast is via the OSP
Customer Gateway. All you need is a browser. Heres how to do
this:
Locate the Thanks for your order email you received

o Find the Member Gateway section
o Find your username and password
Go to the OSP Customer Gateway
o Log in with your username and password
Watch the lessons
Tutorial Links
Watch the tutorial in your browser
http://www.pmhelpdesk.com/entries/21481104
OSP Customer Gateway
Lesson 00.21 - How to watch The PrepCast on Your iPod, iPad or iPhone
Download and watch The PrepCast with your iOS device is
straightforward. Its just a few clicks away:
Locate the Thanks for your order email you received

o Find the iTunes section
o Find your podcast link (Its in bullet number 3)
o Copy that link
Start iTunes (at least version 11)
o Select File > Subscribe to podcast
o Paste the link into the box and click OK
o Wait for a moment
o Click the Download all arrow
o Wait until all lessons are downloaded
Connect your iPod, iPhone or iPad to sync
Watch the lessons on your player
Please note that iTunes uses the following defaults when syncing the videos to your device:
iPod:
iPhone:
iPad:
Only LoRes videos will be available to view

Only LoRes videos will be available to view
Both HiRes and LoRes will be available to view
This sync default is defined by Apple and cannot be changed.
Tutorial Links
Watch the tutorial in your browser
www.pmhelpdesk.com/entries/99785
OSP Customer Gateway
P a g e | 21
Module 00.3 - The PMP Exam

Lesson 00.30 - PMP Exam Overview
In this lesson we look at the PMP credential exam mostly from an
administrative perspective. Well first give you an overview over PMI and its
family of credentials and then we move on to the following topics:
Exam eligibility requirements

Application documentation
Application timeline
Exam Info
How to schedule your exam
Number of questions on the exam and passing score
Continuing Certification Requirements
We also have several recommendations for you that get you started on the
right track for your certification as well as making sure that you will be able to
maintain the certification in the future.
Exam Resources
PMI Website:
www.pmi.org
PMP Credentials Handbook:
http://www.pmi.org/~/media/PDF/Certifications/pdc_pmphandbook.ashx
https://www.pmi.org/en/Certification/Project-Management-ProfessionalPMP/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.ashx
PMI Contact Information:
customercare@pmi.org
To locate Prometric test centers go to:
www.prometric.com/PMI
Lesson 00.31 - What if you get audited?

This lesson is all about the PMI audit process because there is a very slight
chance that anyone applying for a PMI certification may have their application
audited. These audits help maintain the high regard of PMI certifications.
We look at the audit process itself, discuss why the audits are performed at all,
how to proactively prepare for such an event and that you shouldnt really worry
about it too much and apply your energy to your studies instead.
Audit Resources
Credentials handbook:
PMI audit FAQ:
http://www.pmi.org/Certification/Certification-FAQ.aspx#audit
P a g e | 22
Lesson 00.32 - Finding the Best Answer to Sample Questions

The PMP Exam is a multiple choice exam where each question has four
possible answers that may all seem to be correct at first glance. In this lesson
we first discuss the 5 types of questions that you may encounter on the exam.
Then we review a dozen strategies that you can employ in order to find the
best answer for them:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Head first
Answers first
Eliminate
Absolutes
Unfamiliar
Compare
Most logical
Calculate first
Calculate back
Skip
Stick to it
Guess
We close by looking at a suggested way to measure if you are ready for your exam and review the only
sensible action you can take in order to get more comfortable with sample exam questions.
Lesson 00.33 - Key Exam Activities

This lesson is intended as a basic exam checklist. It has four sections not to
forget as you get exam ready.
In the Exam Readiness section we review four steps you need to go through in
order to better understand what the PMP exam is all about. Four is also the
number of steps that help ensure that you dont forget to read the most
important documents for the exam, discussed in the Exam Study section. The
Study Boost section of the lesson offers three activities that help you boost
your studies and finally we give you our recommend study materials in the
Study Materials section.
Recommended Links
PMI Certification website
http://certification.pmi.org
The PM PrepCast PMP Exam Discussion Forum
Free PMP Groups on Yahoo, Google and LinkedIn
http://groups.yahoo.com/search?query=pmp
https://groups.google.com/forum/?fromgroups#!forumsearch/pmp
http://www.linkedin.com/vsearch/g
Recommended Study Materials

http://www.pm-prepcast.com/success
Full disclosure: We are an Amazon affiliate. If you click the above links and choose to purchase from Amazon then we will earn a commission.
P a g e | 23
Lesson 00.34 - The Day of Your PMP Exam

This lesson looks at the day of your PMP exam. Cornelius Fichtner starts out by
giving you his top 3 recommendations for the exam (one of them has to do with
eating strange foods) and then moves into the following topics:
What to bring to the exam

What not to bring
The importance of proper identification and arriving early at the testing
center
A detailed review of the exam timeline
And the most important piece of paper without which you should not
leave the testing center under any circumstances.
We also discuss that you agree not to disclose any details about the questions
you encounter on your exam, but that you can still talk about your experience in
a general manner.
Lesson 00.35 - Understanding Your PMP Score Report

Your Examination Report (often referred to as your Exam Score Report) is the
printed copy of your exam results. In addition to the overall status (pass or fail) it
provides important information on your performance.
For each domain a proficiency level (Proficient, Moderately Proficient and Below
Proficient) is assigned that tells you how you did:
This proficiency level can serve as guidance in case you have to retake
the exam.
For those who pass the exam the proficiency level can indicate areas
where they may wish to take additional, future training, serving both as
continuing education as well as earning PDUs.
We also explain (or rather theorize on) how the passing score for your PMP
exam is calculated, because nobody really knows how its done. We discuss a
number of frequently asked questions about the exam score report. And of
course, we take a look a couple of score reports in detail.
P a g e | 24
Lesson 00.36 - PMIs PDU Secrets

The PMP Exam is not for life.
Instead, once you pass the exam you are required to go through recertification
every three years. The good news is that you dont have to take the exam again.
Instead, you have to earn 60 Professional Development Units (PDUs) in project
management during this time. Then the cycle begins anew.
This lesson looks in detail at what PDUs are, how they are structured, discusses
each of the six categories of PDUs in detail and gives you recommendations on
where to learn more about PDUs, how to earn 30 of them for free for your PMP
recertification and where to get even more if you need to.
PDU Resources
The PDU Insider website and newsletter:
http://www.pdu-insider.com
Earn PDUs
Earn 30 free PDUs from The PM Podcast
http://www.pm-podcast.com
Earn 37 PDUs with The Agile PrepCast for just $179.99
Earn 1 PDU monthly from The PDU Podcast
CCR Resources
The Credentials handbook discusses PDUs in detail:
PMI Continuing Certification Requirements Website
http://ccrs.pmi.org
P a g e | 25
Module 00.4 - Final Exam & Contact Hours / PDUs

Lesson 00.40 - How to take your Final Exam
It is a PMI requirement that all distance learning courses like The PM
PrepCast include an end of course assessment before the student receives a
certificate of completion. We call this assessment our Final Exam.
The Final Exam is a 25 question, multiple choice exam. You must answer 17
questions correctly to pass. There is no time limit for you to take our Final
Exam. You can take it after 2 weeks, 2 months or even wait for a year. Also,
you can take the final exam as often as you need until you pass, but its really
not that difficult.
Once you pass you can print your certificate.
Please see page 9 to read about the validity of this certificate.
Final Exam Links

First log in to the website:
http://www.pm-prepcast.com/login
Then start your Final Exam:
http://www.pm-prepcast.com/final
Module 00.9 - Pre-Course Self-Assessment

Lesson 00.99 - Pre-Course Self-Assessment
This PDF document contains over 100 sample questions that you can answer before you begin your
studies. It will allow you to baseline yourself and see what you already know.
Please turn to page 14 to learn more about all the Self-Assessment documents that you receive,
especially because they are in no way intended as a replacement for a real PMP Exam Simulator.
P a g e | 26
Module 01- Introduction & Project Management Basics

Lesson 01.00 - Introduction to Project Management
Welcome to the world of project management! This is the introduction to it all.
Exploring the general concepts and basic terms of project management, this
lesson sets the groundwork for what is to come and every project manager is
expected to know. Introduction to Project Management is an overview of the
foundation of project management and the PMBOK Guide.
This is a nice, simple lesson to ease you into the foundations of project
management so that you can build on these basics, both in the introductory
chapter and the throughout the course. Let's begin our journey!
Exam Tip
If you dont have an electronic copy of the PMBOK Guide, then the worst
thing that you can do is go online and download a pirated free copy from
some dodgy website.
The PMI Code of Ethics and Professional Conduct clearly states, that we
must aspire to uphold intellectual property rights. As a PMP candidate you have agreed to uphold this
code and therefore, downloading a free copy would be unethical. Dont start your journey towards the
PMP Exam on the wrong foot.
Instead, to get a legal and free PDF copy of the PMBOK Guide simply become a PMI member. Not only
will you receive that free PMBOK Guide in PDF, you will also get a discount on the fee for the PMP
exam. And this discount is actually greater than your PMI` membership. Becoming a member has more
benefits than you thought.
Lesson 01.01 - Projects, Programs & Portfolios

The topic of this lesson is project management, program management,
portfolio management, and organizational project management.
Even though our course is strongly focused on project management, we must
discuss where it fits within the organization. This includes:
The relationship between project, program, and portfolio management

looking at the similarities and differences between them
The goal of organizational project management and
Finally, the definitions and details of project management, program
management and portfolio management will
Essential Essentials
Project management focuses on the individual needs of a project

Program management coordinates related projects to better control
and gain benefit from the aligned effort
Portfolio management centralizes the management of the programs & projects
Organizational project management enables all of these to happen
P a g e | 27
Lesson 01.02 - The Role of the Project Manager

Because project management is a critical strategic discipline for any
organization, your role as a project manager provides the link between the
strategy and the team that implements the project. However, only
understanding and applying the knowledge, tools and techniques recognized
as best practices are insufficient to ensure your success. Effective project
management requires not only area-specific skills and general management
proficiencies, but also specific competencies and advanced interpersonal
skills in order to ensure success.
In this lesson, we look at the following aspects of the project managers role
on your projects:
The PMBOK Guide definition of a project manager and how they fit
into the organization
Competencies and characteristics of an effective project manager
Primary interpersonal skills
Primary responsibilities
And the traditional, emerging and future roles of the project manager
Lesson 01.03 - Interpersonal Skills of the Project Manager

In this lesson, we look at the interpersonal skills that you as a project
manager need in order to manage the project, as well as your project team.
And yes, we are going to get a little soft here. We are going to cover some of
those touchy - feely topics. The interpersonal skills is that set of elusive soft
skills that everyone is always talking about and saying how important they
are.
We review
What interpersonal skills all project managers should possess

How the twelve major interpersonal skills help with project success
Other personal skills
The 12 interpersonal skills recognized by the PMBOK Guide are: leadership,
team building, motivation, communication, influencing, decision making,
political and cultural awareness, negotiation, trust building, and conflict management
Other personal skills project managers should also possess are: presentation skills, writing, creativity,
delegation, feedback, active listening, flexibility, time management, intrapersonal skills, and emotional
intelligence, to list just a few.
Knowing about these skills is not enough. You must also understand their importance and how to apply
them on real life project situations.
P a g e | 28
Lesson 01.04 - Business Case, Project Statement of Work, and Project Charter
Lets delve into three important project documents. The business case, the
project statement of work and the project charter are so essential that we
devote this lesson especially to focus on them.
Specifically, in this lesson, we discuss
The definition, purpose and different aspects of each of type of

document,
Who creates them, when and how are they used
We outline their critical elements
And we explain differences between them.
You will encounter these documents again in a future lesson on Develop

Project Charter under the Project Integration Management knowledge area.
Document
Purpose
When
Who
What
Business Case
Explains the
business rationale
of the project
Before the project
Initiator
Feasibility, costs,
benefits, options,
recommendation
Project SOW
Describe products,
services, or results
Before the project
Initiator / sponsor /
customer
Expectations for
deliverables &
results
Project Charter
Formally authorizes project and

gives authority to
the PM
Develop Project
Charter process
Various input with

sponsor approval
Objectives,
stakeholders,
project manager
authority
P a g e | 29
Lesson 01.05 - The Project Management Plan

In this lesson, we learn about the Project Management Plan, which is perhaps
the most important document that is created on a project, and describes how
the project will be executed, monitored and controlled. Although it is initially
created as part of the Develop Project Management Plan process, it is
constantly being updated throughout the project. This is because it contains
many subsidiary plans for each the different Knowledge Areas that involve
planning, such as scope, cost, quality, etc.
In this lesson we
Take a look at how it is created, what it is used for and what it

contains.
Discuss why it is the most important document in your project
Cover the formality of the document. Is it a note written on a post-it, or
is it a formal, approved document?
List the questions that the Project Management Plan answers
Review the difference between the Project Management Plan and the Project Schedule
And cover the Change Control System that makes sure your Project Management Plan is in
control
The Project Management Plan is an important document for the PMP exam as well as for your
project.
o It describes how your project is executed, monitored and controlled
o It is not a single document but instead it is a collection of subsidiary plans (i.e. cost
management plan, risk management plan, etc.) and subsidiary documents (i.e. WBS,
scope statement, etc.)
o It is approved and signed
The PM plan is not the project schedule:
o The PM plan is an approved document that describes how a project is executed
o The schedule shows project activities on a timeline
All the management plans that make up The PM plan may be formal or informal, highly detailed
or broadly framed. All based on the needs of your project.
P a g e | 30
Lesson 01.06 - Activity List, Activity Attributes & Requirements Traceability

Matrix
This lesson focuses on the activity list, activity attributes, and requirements
traceability matrix. The activity list and activity attributes play a large role in
establishing the project schedule, and the requirements traceability matrix
provides a framework for managing the project scope.
Specifically in this lesson, we will:
Provide a definition for each of these documents and list and discuss
their contents
Explain how they are created and their purpose
And make a comparison between the documents, their purpose, and
their features
The activity list is a comprehensive list of all of the projects activities. It
results from the Define Activities process.
Included in the activity list is an activity identifier as well as a scope of

work description for each activity that provides enough detail to certify that the project team
members have an understanding of the work to be performed.
The activity list is an extension of the WBS in the following sense: The WBS work packages
describe the scope and the activities in the activity list describe the required work to create the
scope.
Activity attributes expand the activity list by identifying additional activity components associated with
each activity.
Some sample attributes are predecessor activities, successor activities, logical relationships,
leads and lags, resource requirements, imposed dates, constraints and assumptions.
These attributes are details that help build the schedule and can be used for sorting.
The requirements traceability matrix is a table that connects product requirements from their origin to the
deliverables that satisfy them.
It helps to ensure that the approved requirements in the requirements documentation are what is
delivered at project close.
The requirements traceability matrix provides structure for managing changes to the project
scope and the effect on the requirements. For example it helps to discover the impact of any
change or deviation from the scope baseline as it relates back to the project objectives.
P a g e | 31
Lesson 01.07 - Responsibility Assignment Matrix, Resource Breakdown Structure

& Roles and Responsibilities
In this lesson, we are going to take a closer look at three documents that
could be considered distant cousins of each other. They are
The responsibility assignment matrix (RAM)

The roles & responsibility documents
The resources breakdown structure (RBS)
We look at the definition for each, explain why we use them and what they do
for our projects, we look at examples of each, discuss the content for each
and explain what the differences (and similarities) are between them.
PMP Exam Tip

In your studies you may encounter the abbreviation RBS. The PMBOK
Guide uses this abbreviation interchangeably for both the Resource
Breakdown Structure as well as the Risk Breakdown Structure.
If you see the abbreviation RBS on either practice exams or the actual PMP
Exam, do the following:
Read the full question (RTFQ)

Read the full answers (RTFA)
And by doing this you will be able to understand the context in which RBS is being used. That will
allow you to understand and identify which RBS is meant.
Purpose
Created
Feature
RAM
R&R
RBS
Clear assignments
Job description
Identify resources
Plan Human Resource Management or Acquire Project Team process

Relates WBS to OBS
Documents different job

roles & tasks
Hierarchical structure of
resources by category &
type
P a g e | 32
Lesson 01.08 - Competing Project Constraints

As a project manager, the number and type of activities in which you engage
to successfully complete a project are often based on the different competing
project constraints that exist on any project. One of the major characteristics
of a successful project manager is the ability to effectively manage competing
project constraints throughout the life of the project. This includes not only
recognizing these constraints but also making sound trade-off decisions to
help increase the probability of project success.
A constraint is any factor on a project that limits its proper execution

There are six major project constraints including; Scope, Cost,
Time, Quality, Resources and Risk
Each of these constraints is in constant competition with the others to
be the top priority on the project
A change in any one of these constraints must result in a change in
one or more of the others
The Project Manager must balance these constraints to ensure success
Lesson 01.09 - Baselines

Lets focus on project baselines. Every project should have at least one plan
and you should compare your project against that plan. Baselines are
important tools which are used to analyze the actual performance of the
project against a plan. Baselines are compared against the current
performance metrics to determine if the project is executing according to plan.
They are used to monitor and control various aspects of the project
throughout its lifecycle. In this lesson we
review the definition of the term baseline

look at a list of various baselines and a few specific ones that may
be used on your project
explain the importance of baselines and how they are used to
monitor and control projects
and discuss conditions where we will rebaseline a project and
conditions in which we will not.
In project management, a baseline is a planned state. We draw a line in the sand and we say: This is
what we think our project is going to look like and this is what we will measure ourselves against. In this
way actual performance is measured against this original baseline.
Then from time to time, we must go back and we must re-evaluate our baselines and see if they are still
valid. If they are not we may need to rebaseline.
An approved, major change request may require a change in your baseline.
Once rebaselined your future project performance is measured against your new baseline.
P a g e | 33
Module 02 - Project Influences and Life Cycle

Lesson 02.00 - Projects and Organizations
The main objective of this lesson is to reflect on how projects and
organizations operate. Although the principles within the project management
knowledge areas and processes apply to projects across all organizations,
they are not likely to be executed in exactly the same manner on different
projects let alone in different organizations. In this lesson we ask and answer
questions such as:
Why do organizations execute projects at all? How does an organizational
structure affect project governance? What is organizational culture? How
does an organizations communication style affect a project? How are projects
aligned within the organization? Who has the power in the organization and
how does that affect a project? What is the project life cycle?
To better understand how to best carry out our own projects in our own
organizations, it is important to seek answers to the above questions and
understand patterns and differences on how other projects and other
organizations function.
Exam Study Tip

A common topic on PMP exam sample questions relates to the different organizational structures. For
example, you may be shown a diagram and are asked to select if what is depicted is a functional,
projectized, strong or weak matrix organization.
You also need to understand who yields the power or influence in each organizational structure.
Lesson 02.01 - Organizational Process Assets

An asset is something of value. In this context, an organizations process
assets are like project management treasure. It is valuable knowledge,
information, and tools, which the organization accumulates over time.
In this lesson, we describe the aspects of the assets, which the project
manager has at his or her disposal. We see how organizational process
assets can be used throughout the project management process groups and
are used in all 10 project management knowledge areas. We look at
examples of processes and procedures and discuss the information flow and
examples of corporate knowledge bases. We learn how organizational
process assets are not static. Project teams update them as needed.
You can see in this and many future lessons, how beneficial and invaluable
organizational process assets are to a project manager.
You don't launch a project from a completely blank slate. Youll have
organizational process assets, which you can utilize at different points on the
project.
The organizational process assets manifest in two forms, namely as processes and procedures
and in the form of a corporate knowledge base.
Use your organizational process assets to understand policies, guidelines and requirements, in
other words, what you are obligated to do.
Also use them to understand the history (e.g. what was done and how it was done in the past).
P a g e | 34
Use the organizational process assets to inform you about rules and provide you tools for your
current project.
Remember to update organizational process assets for other projects to use.
Exam Study Tip
It is important to understand the distinction between the two categories of organizational process
assets
o Processes & procedures
o Corporate knowledge base
Understand the use of organizational process assets within the different project management
processes.
Know when they are to be used as inputs and when they are updated as outputs for each
process.
Details of how organizational process assets are used for different project management
processes will be described in the lessons to follow.
Lesson 02.02 - Enterprise Environmental Factors

If you were to be sent off to manage a project overseas, I bet youd seriously
consider your host countrys political situation, its security, geography, culture,
and infrastructure in how you manage the different aspects of your project.
What I must emphasize is this. First, these are but a few examples of
enterprise environmental factors and second, enterprise environmental
factors are an important influence on any project, not just international ones.
This lesson aims to describe different enterprise environmental factors, so
you know what they are, and how they can affect your project.
Enterprise environmental factors (EEF) refer to both internal and external
factors over which the project team has little or no control.
Enterprise environmental factors are inputs to all Initiating processes

and to most (but not all) Planning processes.
Enterprise environmental factors may enhance or constrain the options that you have as a PM
and they may have a positive or negative influence on the outcome or the success of your
project.
Enterprise environmental factors are considered as inputs to early processes.
Enterprise environmental factors are inputs to all Initiating processes and to most but not all
Planning processes.
In many knowledge areas, only the first one or two processes are really affected by these
enterprise environmental factors.
There is no need to reconsider the enterprise environmental factors once they are documented in
the first one or two processes. The documents themselves are then what serve as inputs to the
Executing and Monitoring & Controlling processes in that particular Knowledge Area.
Enterprise environmental factors are never inputs to processes that fall under the closing process groups.
P a g e | 35
Lesson 02.03 - The Project Team and The Project Management Team
The Project (Management) Team is the main topic of this lesson, where we
look at both the Project Team and the Project Management Team. The
Project Team consists of all individuals who perform the daily tasks that
ultimately determine the success or failure of the project.
As project stakeholders, they are committed to the success of the project, and
are held accountable if the project does not succeed. They are distinguished
from other project stakeholders who may be interested in the projects
outcome but who are not specifically accountable for the project outcome.
The Project Team consists of the Project Management Team members (who
manage the project), and all other team members performing other tasks on
the project that are not specific to managing the project.
In this lesson, we focus on:
Defining the project team and its characteristics

Describing the different types of project team composition
Reviewing the differing roles and responsibilities of project team
members
Listing important interpersonal skills needed for project team members
And discussing considerations with colocated teams versus virtual teams
Lesson 02.04 - Project Life Cycle and Project Phases

The topic of this lesson is the Project Life Cycle and Project Phases.
We discuss how life cycles are a series of phases, and how your project will
progress based on these phases. We also discuss how phases are broken
down, scheduled, and managed.
All projects follow the generic project life cycle of starting, organizing &
planning, executing and closing project work. This generic flow should not be
confused with the Process Groups found in the PMBOK Guide.
Project life cycles are a series of phases that a project passes through from
its initiation to its closure.
Phases are a collection of logically related project activities that culminate in
the completion of one or more deliverables.
There are two main types of phase to phase relationships, which are sequential and overlapping.
Sequential phase start only after the previous phase has ended, but an overlapping phase starts before
the previous phase is over.
The life cycle for one project is not going to be the same for another. Each project has unique goals. A
mission to mars would have a completely different life cycle than a fast-paced, rapid software
development project!
The four most common life cycle models are predictive, iterative, incremental, and adaptive.
P a g e | 36
Module 03 - Processes, Process Groups & Knowledge Areas

Lesson 03.00 - Project Management Processes
In this lesson, we review the basics of the project management processes
covered in the PMBOK Guide.
We learn what a process is, why there are so many processes, and how the
guide can be used as a framework for successful project management. We
also cover the process groups and introduce you to how they interact with
each other.
Processes are a set of interrelated actions. A process doesnt exist on

its own. It takes inputs from one or more other processes and creates
output(s) that may again be used by other processes.
Each process has inputs, tools & techniques, and outputs. Inputs are
what comes in, the tools & techniques are what the process uses to
accomplish its goal, and the outputs are the products that it produces.
The PMBOK Guide is a framework. Tailor the processes from the
guide to your project. Not every project will use every process, but each process group will be
represented in a successful project.
Process groups interact with each other to contribute to project success. Dont skip a step!
Skipping a process or process group will always come back to haunt you later.
Lesson 03.01 - Process Groups and Knowledge Areas

In this lesson we cover in greater detail both the Process Groups and
Knowledge Areas presented in the PMBOK Guide. The guide describes
project management processes in terms of the integration between each of
the processes, as well as their interactions and the purposes they serve. To
help aspiring PMPs better understand these relationships, these processes
are organized in terms of 5 Process Groups and 10 Knowledge Areas.
There are 5 process groups, which are

o Initiating
o Planning
o Executing
o Monitoring and Controlling
o Closing
The 10 knowledge areas are covered in detail in Module 04 - 13 of
our course.
The process groups interact and overlap, and each of them interact and work together to
contribute to your projects success!
Each process group has a purpose, and the PMBOK Guide covers each one for a reason. They
are all important!
P a g e | 37
Module 04 - Project Integration Management

Lesson 04.00 - Project Integration Management Overview
This lesson is an overview of the Project Integration Management Knowledge
area. We look at why we have it, what we do and the concepts you must
know for your PMP exam. In particular we learn about the integrative nature
of project management and the processes in this Knowledge Area.
Exam Study Tip

Study Project Integration Management only after you have studied all the
other Knowledge Areas first. Integration Management brings chapters 5 - 13
from the PMBOK Guide together and shows you how to manage and direct
all the tasks you are supposed to be executed.
Our recommended approach
Watch this lesson here on Project Integration Management Overview

to get a basic understanding of Integration Management
Then move straight on to studying Module 5 to Module 13
Then come back here to repeat this lesson
Now watch the rest of the lessons in this module
Recommended PMP Exam Study Guides

OSP Recommendation Website
http://www.pm-prepcast.com/book
PMBOK Guide
http://www.project-management-prepcast.com/pmbok
http://www.project-management-prepcast.com/success
Head First PMP
http://www.project-management-prepcast.com/oreilly
Full disclosure: We are an Amazon affiliate. If you click the above links and choose to purchase from Amazon then we will earn a commission.
Lesson 04.01 - Develop Project Charter

In this lesson we take a look at how to develop a project charter in the
Develop Project Charter process.
Let's start with the good news: There is only one output in this process and
that of course is the project charter. We learn about the project charter, the
business case, statement of work and discuss the right moment to bring on
and assign the project manager.
Charter should be issued by project initiator or sponsor

Signed by someone external to the project, with authority to procure
funding and commit resources to the project.
PM is named and appointed in the project charter and provided with
the authority to apply organizational resources to the project.
Charter should be broad with just sufficient detail to initiate the
project.
P a g e | 38
Lesson 04.02 - Develop Project Management Plan

The project Management Plan is one of the primary documents on your
project and the Develop Project Management Plan process is the one in
which you first develop this plan. We look at how you do this, what this plan
contains and how it fits into the grand scheme of things. We also discuss the
subsidiary plans that make up a project management plan and we look at
tailoring.
And of course: This process has just one output, which is your Project
Management Plan.
The project schedule and the project management plan are not the
same. The project schedule describes your project in a timeline and
the project management plan is a formal, approved document that
describes how the project is planned, executed and controlled.
The Develop Project Management Plan process takes the results of
other planning processes and puts them into a consistent, coherent document called the project
management plan that can be used to guide both project execution and project control. This
document contains the following:
o The project management processes selected by the project management team
o The descriptions of the tools and techniques to be used for accomplishing those
processes
o How the selected processes will be used to manage the specific project.
o The project baselines used to control the project scope, cost and schedule.
Exam Tip
Implement what you have learned on the job. As you are preparing for the PMP exam you will come
across new processes, tools & techniques, and best practices. Use them in your daily work.
We humans learn quite well by listening, reading or watching. But we learn best by actually doing
something. The more you utilize the principles of the PMBOK Guide, the better prepared you will be for
the exam.
Lesson 04.03 - Direct and Manage Project Work

In this lesson we are finally going to DO something. Have you ever wondered
where in the PMBOK Guide framework the actual work gets done? It gets
done in the Direct and Manage Project Work Process.
This is the big process, where everything happens and you direct and
execute the work that you defined in the project management plan in order to
deliver the project result.
Direct and Manage Project Work is the process necessary for

directing the various technical and organizational interfaces that exist
in the project, enabling you to execute the work defined in the Project
Management Plan.
Your primary outputs are the deliverables, closely followed by the
work performance data (e.g. actual costs & durations, start/finish
dates, key performance indicators, etc.).
P a g e | 39
Be aware although it is the project managers responsibility for ensuring that the project plan is
accomplished, the entire project team must make important contributions to the various aspects
of the project.
Lesson 04.04 - Monitor and Control Project Work

How are we doing on the project? Are we ahead? Behind? Just right? These
are questions you and stakeholders are always asking. But how do you
know? Monitor and Control Project Work is the process. This process enables
stakeholders to observe, gauge, and review the current status of the project. It
is something you most likely instinctively do, but now you have a process to
follow.
Maintaining proper monitoring and control of your project will significantly
increase the chance of a successful project while keeping key stakeholders
informed about project health.
In this lesson we focus on the key concepts of the process, define the
meaning of monitoring and controlling, explain its role in project management
throughout the entire project lifecycle, and clarify the subtle differences
between the Direct and Manage Project Work process and the Monitor and
Control Project Work process.
The Monitor and Control Project Work process is performed across the entire project lifecycle.
The premise of conducting the process is to make sure that:
o The project is staying on track or at least within tolerable levels.
o To update project plans and documentation accordingly.
o Allow for the necessary oversight and tracking of the project. Stakeholders can see
current status and review latest forecasts. They can compare progress against the
project management plan,
o Determine if any corrective or preventative actions or re-planning are required.
PMP Exam Tip

Lets take a look at one way of how you can approach answering PMP exam questions:
Start out by reading the question. Make sure that you understand it. Make certain you can
distinguish between the important facts and the extraneous information. Learn to ignore those
facts that do not relate to the question.
Then read all four possible answers.
Usually, two of the four answers will be very obviously incorrect. Or at the bare minimum one of
them should stand out as a distractor. So eliminate them.
Then weigh the two remaining answers against each other and make your choice.
Remember that you have a box on every question that allows you to mark a question if you are
not 100% certain. That way, you can come back to the marked questions for review at the end.
P a g e | 40
Lesson 04.05 - Perform Integrated Change Control

No change shall be implemented on your project, without it having gone
through the Perform Integrated Change Control system. Let's take a look at
the process behind the system.
As it is executed many steps are taken to control the project, current spend
and forecasts for budget, schedule, and scope. Maintaining proper monitoring
and control of your project will significantly increase the chance of a
successful project while keeping key stakeholders informed about project
health. Some items to consider when reviewing this process:
How to handle project change

How integrated change control is performed
Activities of configuration management
Objectives and aspects of process
Perform Integrated Change Control is the process which

o Reviews all change requests for their impact
o Approves or rejects change request
o Controls changes that happen to deliverables
Change Control Board (CCB) formally reviews, evaluates, approves or denies change requests
and determines actions.
The implementation of the change requests is done in other processes.
Allows for documented changes to be handled in a formal, integrated fashion and not in isolation
so these can be appropriately coordinated and prioritized.
PMP Exam Tip

Sample answers sometimes contain absolutes like
Always
Never
Completely
Must
Make sure that the absolute term is correct for the answer that you are selecting. Remember that project
management is often in shades of gray and not black or white. So be weary of absolutes.
P a g e | 41
Lesson 04.06 - Close Project or Phase

In this lesson, we are going to close your project in the process that is aptly
named Close Project or Phase. All good things and even the not-so-good
things must come to an end. That includes your project. Remember that all
projects must have a start and an end. They must end.
We look at activities and steps performed during the close of a project or
phase, what occurs for project closure of a cancelled project, and common
steps involved with closing a project or phase.
The Close Project or Phase process formally closes the project or, in multiphase projects, it closes out a particular phase. It includes:
Ensuring that all the project work of the project has been completed.
Verifying that you met project objectives.
Transferring project deliverables to production, operations or to next
phase of the project.
Documenting lessons learned and updating organizational process assets (e.g. archiving project
information)
Note: A project that is cancelled before it is completed still needs to go through this process in order to
formally document why the project was terminated and to transfer any deliverables (finished or
unfinished) to the appropriate parties
Exam Tip
The PMP exam does not use answers that say things like All of the above, None of the above, or Both
A and B are correct. Every answer stands on its own.
P a g e | 42
Module 05 - Project Scope Management

L05.00 - Project Scope Management Overview
The Project Scope Management Knowledge Area is a group of processes
required to ensure that the project includes all the work required, and only the
work required, to complete the project. We look at why we have it, what we do
and the concepts you must know for the exam.
Setting the project scope and controlling it provides the project team a very
well defined set of deliverables and expectations. As such Project Scope
Management is a fundamentally important objective and key to project
success.
We compare project scope and product scope, discuss how to plan scope
management, collect requirements and define scope; we talk about the work
breakdown structure and the work breakdown structure dictionary, look at
what is included in the scope baseline, discuss scope creep and explain its
effects on your project, and review validating and controlling scope.
Exam Tips
Often, sample questions contain unnecessary information. They are two paragraphs long and describe
some scenario. But in the end this scenario is really not the key focus of the question. These long
winded questions, tests your ability to focus on the really important facts of this particular project
scenario and if you can ignore all the noise that is surrounding it.
Therefore, it is imperative that you focus on reading and understanding each question - or RTFQ (Read
The Full Question) as Kevin likes to say. If you understand what the real question is, then you will be
able to tune out all this unnecessary information.
L05.01 - Plan Scope Management

The Plan Scope Management process is the foundation that will help guide us
through the scope creation process to ultimately make sure that we deliver
the product the client wants and needs. In this lesson we look at what is
important to include in the scope management plan and how the plan outlines
the processes of defining, validating and controlling the scope. We
explore the elements and key benefits of the plan

delve deeper into how the plan is used to detail what we have in
the project charter and
explore the components used in the requirements management
plan
The Plan Scope Management process creates the scope management plan,
which describes how the scope on our project will be defined, validated and
controlled.
The content of the project charter is taken as an input and expanded upon. Its the basis on which we
create the plan.
The second output of this process is the requirements management plan, which describes how
requirements will be analyzed, documented, and managed.
P a g e | 43
L05.02 - Collect Requirements

This lesson is all about collecting requirements from your stakeholders. This
is an important and early step on your project, because how do you know
what your stakeholders want if you dont ask them about it first?
The requirements that are gathered and agreed to, set the boundaries or
scope of the project which in turn determine the work that needs to be done to
satisfy the stakeholders.
We discuss the process of collecting project requirements, how to categorize
requirements to manage them more effectively, the tools and techniques you
can use to collect project requirements, requirements traceability, and the
structure and usage of a requirements traceability matrix.
This lesson consists of the following parts:
1. Overview, inputs, first five tools & techniques
2. Next six tools & techniques, outputs, sample questions, review
Collecting requirements is the process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives. Without knowing your stakeholder needs, you
cannot deliver to their expectations.
Requirements documentation must describe how each requirement will meet the business
objective.
And finally, all requirements must be measureable, testable, traceable, complete, consistent and
acceptable to project stakeholders.
L05.03 - Define Scope

Define Scope is the process of developing a detailed description of the project
and the product. It is in this process where the projects requirements are
selected and documented thus creating a detailed project scope statement
which is the basis of all decisions made regarding the scope of the project.
The key benefit of this process is through the selecting and defining of the
requirements it describes the product, service, or result boundaries and which
of the collected requirements will be included in or excluded from the project
scope.
Define Scope is the process of developing a detailed scope

description.
The scope of the project is what ultimately drives the execution of the
project.
The iterative nature of the Define Scope process means that this
process will be revisited many times throughout the project life cycle to continue to develop a
detailed scope.
The project scope statement documents the entire scope for both the product and the project.
The project charter and the project scope statement contain similar information, but each has a
different level of detail:
o The project charter contains high-level information regarding the scope elements.
o The project scope statement contains a more detailed description of the scope elements.
P a g e | 44
L05.04 - Create WBS

This lesson is all about the work breakdown structure (WBS) and how we
create it. You take the defined scope, you decompose it and you create work
packages that can later on be assigned to team members. So subdividing
your project deliverables into smaller, more manageable components is the
major work performed in this process.
The WBS is a central document of the project planning effort. It is a
hierarchical decomposition of the scope of work to be carried out by the
project team to accomplish the project objectives and create the required
deliverables.
The WBS organizes and defines the total scope of the project. The 100% rule
says that all the project work must be included. Which means that if it isnt in
the WBS, then it isnt part of the project.
The WBS subdivides the project scope into smaller, more manageable components, with each
descending level of the WBS representing an increasingly more detailed definition of the project work
ending up with the work packages at the lowest level.
The process of creating the WBS is very important, because during the process of breaking down the
project, the project manager, the staff, and everyone involved will think through all aspects of the project.
L05.05 - Validate Scope

In this lesson, we discuss when and how you validate scope. This is the
process of obtaining formal acceptance on the deliverables from the
stakeholders. It means that we need to review the product, service, or result
generated by the project. The goal is to ensure that they are completed
correctly and to the customers satisfaction.
We explain the difference between the processes of Validate Scope

and Control Quality.
We discuss the timing and sequence of when Validate Scope takes
place.
We see how you use inputs to compare expectations against
deliverables by using the inspection process and group decisionmaking techniques.
Verified deliverables are not the same as accepted deliverables:
Deliverables are first produced and then inspected as part of the Control Quality process. Once
we have inspected them and made sure that they meet quality requirements, we call them
verified deliverables.
Once deliverables are verified it means that we are satisfied that they will meet customer
expectations. This means that we can now process them in the Validate Scope process. If the
customer does indeed accept them, then we call them accepted deliverables.
[Note that the first printing of the PMBOK Guide Fifth Edition had this wrong and called the output of the
Control Quality process sometimes validated deliverables and sometimes verified deliverables. This
was later on unified to be verified deliverables. The term validated deliverables is no longer used.]
P a g e | 45
L05.06 - Control Scope

One of the biggest issues on every project is project scope and controlling
scope creep.
Scope creep can lead to project failure or at minimum costly delays and
overruns to your project schedule. To avoid scope creep you need to readily
identify variances from your scope baseline and control all the required
changes to your scope.
This is exactly what the Control Scope process will allow you to do and we
discuss:
Scope creep and ways to avoid it

Sources and types of change
Changes and the Perform Integrated Change Control process
Avoidable scope changes
Variance analysis, good and bad variance
Work performance data and work performance information
High-Level Process Flow
First we need to execute a variance analysis by comparing the project management plan,
configuration management plan, and change management plan against our scope baseline.
Then we determine if a variance exists and what the proper course of action should be to correct
it.
Next we submit change requests and hand them off to the Perform Integrated Change Control
Process to be approved for implementation
We also make appropriate changes and revisions to baselines, update plans and documents with
new information and reissue the newly modified documentation
P a g e | 46
Module 06 - Project Time Management

L06.00 - Project Time Management Overview
In this lesson, we provide an overview of Project Time Management. The
objective of time management is to manage the timely completion of the
project. You need time management to keep your project on track!
To accomplish this objective, we begin by discussing what project time
management is, and why we do it. Then we move on and discuss
The importance of schedule management planning, as well as

different methods (such as critical path, critical chain, etc.)
The processes used to accomplish project time management
The interrelationship of cost and time. These two are intertwined, and
you cant change one without affecting the other!
There is a difference between the work breakdown structure and the
schedule. Do you know what that is? You will by the end of this
lesson!
And we close by reviewing that the project schedule is deeply
integrated into all aspects of the project.
Schedule development and management are very important in Project Time Management.
Without a schedule, there is no way that your project is going to be complete on time.
The critical path method (CPM) and the critical chain method (CCM) are scheduling methods
Cost and time are closely connected, and a change in one affects the other.
The work breakdown structure displays its components in a hierarchical format all the way down
to the work package, whereas the schedule shows the activities needed to deliver those very
same work packages.
Exam Tips
Sign up for your PMP Exam as soon as you meet all the defined qualification requirements.
You do this in order to set yourself a target.
There is no greater motivator to studying for the exam than knowing that you only have 6 weeks
left until you will have to sit down and take the real test.
L06.01 - Plan Schedule Management

In this lesson, we discuss Plan Schedule Management. We cover the policies
and procedures of plan schedule management, why it is so important to your
project, as well as the inputs, tools and techniques, and the sole output, which
is the Schedule Management Plan.
The Schedule management plan establishes policies and procedures

for the project schedule
It gives guidance and direction on how the schedule will be managed
It is a component (subsidiary plan) of the project management plan
It can be formal or informal
And it can be broad or highly detailed
P a g e | 47
L06.02 - Define Activities

The purpose of the Define Activities process is to identify the specific tasks
needed to be done in order to produce the projects deliverables. Define
Activities involves analyzing the work packages at the lowest level of the WBS
and breaking them down even further into project activities.
In this lesson, we will:
Decompose activities into a more detailed level than we did in the

Create WBS process.
Discuss the common type of progressive elaboration called rolling
wave planning.
Review how to create a complete list of the scheduled activities for a
project, called the activity list.
Provide examples of activity attributes, which are the specific
components of a particular activity.
Cover a list of any events in our schedule that will receive special
attention, called a milestone list
Exam Tips
The self-assessment questions provided by The PM PrepCast for each of our main modules are not
sufficient exam preparation. You need to use a PMP Exam simulator and take at least 3 full exams. Each
4 hours in length with 200 well designed questions. We recommend our very own PM Exam Simulator:
Full version: http://www.pm-exam-simulator.com (1,800 question / 9 exams)
Free version: http://free.pm-exam-simulator.com (150 questions to try the product features)
The free version includes the PMP Exam Simulator Selection Worksheet, so you can compare the
features of all available simulators against each other and make an educated buying decision.
L06.03 - Sequence Activities

In this lesson, we learn about the process of identifying and documenting
relationships among the project activities. In particular, we define in what
order the steps on your project will need to be performed to achieve solid
deliverables. For instance: If you were building a house, first you build the
foundation, then the walls, then the roof.
Understand the difference between leads and lags

Know how projects differ from operations
Understand the different types of dependencies
Exam Tips
Become a member of a free online PMP forum to help you study in a group!
http://groups.yahoo.com
http://groups.google.com
http://www.linkedin.com
You will learn a lot just by reading the questions and answers that people post in these groups
P a g e | 48
L06.04 - Estimate Activity Resources

In this lesson we review and discuss the Estimate Activity Resources process.
This important Project Time Management process will help you estimate and
identify the type and quantities of human resources, equipment, materials and
supplies required to perform each of the schedule activities and the project as
a whole.
In the lesson we discuss:
The various types of resources that are estimated

Several factors that influence activity resource estimating
Discuss and review the process details
Review the important aspects of estimating activity resources
Why do we Estimate Activity Resources? We want to estimate how many and
what type of resources we will need on our project. On a high level we
accomplish this using the following steps:
We take our activities and our resources and

we apply expert judgment and alternative analysis in order to
identify and define the resources needed for each activity.
Often, we document this as activity resource requirements in the activity attributes of our activity
list.
Based on this list you can also create a Resource Breakdown Structure (RBS).
L06.05 - Estimate Activity Durations

Your first impression may be that estimating durations might be a very cold,
mathematical process, but actually it is not quite so. Estimating activity
durations gives you a chance to involve your project team and experts to get
their input and for them to think carefully about the work ahead, so there is in
fact a very human element and group dynamics involved.
There is an art as well as a science to estimation. In estimating activity
durations, logic and math meet instinct and gut feel. Years of experience and
knowledge of experts are invaluable.
In this lesson,
We go through what it means to estimate activity durations and

discuss how progressive elaboration applies to duration estimates.
We explain the differences between effort and duration. We also
distinguish elapsed time.
We consider the many input required to create activity duration
estimates. There is a mixed bag of tools and techniques are similar to what are used in other
knowledge areas and processes. We have expert judgment and group decision making
techniques but also have more mathematical approaches such as three different methods for
estimation and we will also cover reserve analysis.
Finally, we discuss how this process works in conjunction with other processes in Time.
Simplified Formulas
Triangular distribution:
Beta distribution:
E= (O + M + P) / 3
E= (O + 4*M + P) / 6
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L06.06 - Develop Schedule

The Develop Schedule process involves the analysis of activity sequences,
activity durations, resource requirements and schedule constraints to create
the project schedule model. After this analysis is completed, you can enter the
resulting information about schedule activities, durations, resources, resource
availabilities, and logical relationships into the scheduling tool. This then
allows you to generate a project schedule, which also serves as an initial
schedule baseline containing planned dates for completing all project
activities.
There are two types of resource optimization techniques: resource leveling
and resource smoothing. Resource smoothing does not affect the critical
path.
The primary difference between the critical path method (CPM) and the
critical chain method (CCM) is that the critical chain method uses feeding
buffers and project buffers.
Some types of schedule presentations available to use are bar charts/Gantt charts, milestone charts and
project schedule network diagrams. They present our schedule in different ways and with different level of
detail. When to use which depends on the situation and the audience.
L06.07 - Control Schedule

This lesson ends our journey through Project Time Management with a look
at the Control Schedule process. Control Schedule, in conjunction with the
Perform Integrated Change Control process, is concerned with: Establishing
the current status of the project schedule, influencing the circumstances and
factors that are responsible for creating changes in the schedule, making a
determination of whether the schedule has changed, and when changes do
occur, managing them.
The primary benefit of this process is that is gives the means to detect
deviations from the plan and take the necessary actions - be they corrective
or preventive, to realign the project and thereby minimizing risk.
From a time management perspective, Control Schedule is about

controlling and managing the project schedule and any deviations
from the schedule baseline that might occur.
Control Schedule is the only process in Project Time Management that is not a part of the
Planning process group. It is in the Monitoring and Controlling process group.
All changes must be approved through the Perform Integrated Control Change Control process.
The best technique to show variances between the original baseline and the actual baseline is
Earned Value Management.
Schedule Variance (SV) and Schedule Performance Index (SPI) show where you are in the
schedule.
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L06.08 - Network Diagram

In this lesson, we cover the project schedule network diagram. We explain
what it is, why it is so important for your project and how to apply the critical
path method to it, so that you can determine early and late start/finish dates
as well as schedule flexibility (aka. float or slack).
About half of the lesson is spent on performing a forward pass / backward
pass through a network diagram, much like you may have to do in on your
PMP exam.
Project Start Day

It is a generally accepted convention that projects start on day 1 and not on
day 0. Examples and formulas in The PM PrepCast (as well as in the
PMBOK Guide) follow this convention.
For more details on the debate on day 1 vs. day 0 please refer to our PMP
Exam Formula Study Guide at www.pm-formulas.com.
Abbreviations
PDM: Precedence Diagramming Method

ADM: Arrow Diagramming Method (not required for the PMP Exam)
AON: Activity on Node
To Calculate
Use Formula
Early Finish (EF):

Determine when an activity will finish at the earliest.
EF = (ES + duration) - 1
Early Start (ES):

Determine when an activity can start at the earliest.
ES = (EF of predecessor) + 1
Late Finish (LF):

Determine when an activity should finish at the latest.
LF = (LS of successor) - 1
Late Start (LS):

Determine when an activity should start at the latest.
LS = (LF - duration) + 1
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Module 07 - Project Cost Management

Lesson 07.00 - Project Cost Management Overview
In this lesson, we provide an overview of Project Cost Management. The
objective of cost management is to complete the project within the approved
budget.
To accomplish this objective, we plan and establish an approach on how to
manage costs. We also estimate costs to complete different project activities
and set a budget by aggregating costs to establish a cost baseline. Finally, we
control and monitor costs to manage against the cost baseline.
Managing costs is vital for any business, project or program.

Cost management can be challenging.
Understanding tools and techniques in the PMBOK Guide is key.
More effective cost management increases likelihood of project
success.
Lesson 07.01 - Plan Cost Management

The Plan Cost Management process is the focus of this lesson and the first
process in the Project Cost Management knowledge area. The output of this
process is the Cost Management Plan, a subsidiary plan of the Project
Management Plan, that provides guidance and direction for how all project
costs and associated activities will be managed throughout is the project.
In this lesson we discuss the definition and what it means to plan cost
management. We review process details and describe the Inputs, Tools &
Techniques and Outputs. We focus on the contents of the cost management
plan and Cover some key points on cost performance measurement and
earned value management.
Planning is a foundational step in cost management.

It has to occur early, when you have the greatest influence on cost.
Cost management planning is beneficial in that it gives guidance and direction to cost
management.
There are important details that impact cost management contained in the project management
plan and project charter.
Involve experts, conduct meetings and determine the most appropriate approaches and analytical
techniques to better manage costs in your project.
The sole output of this process is the Cost Management Plan. This is a subsidiary yet integral
part of the Project Management Plan. It documents all the details and decisions made on how to
manage costs on the project.
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Lesson 07.02 - Estimate Costs

The Estimate Cost process is the focus of this lesson. Quality cost estimates
are the foundation for good project control.
In this lesson, we focus on the key concepts in estimating cost. We define the
different cost categories. We examine more closely the inputs, tools, and
techniques and outputs. We compare the level of accuracy of different
methods. Finally, we emphasize the importance of setting the right
expectations on cost estimates.
3. Overview & Inputs
4. T&T, Outputs, Review
You cannot estimate without a planned scope. You cannot estimate

without some understanding of the resources involved.
Never provide a single number for a cost estimate, instead give a range. The size of the range
depends on your level of confidence and method used in estimating costs.
The Contingency Reserve is owned by the Project Manager, but the Management Contingency
Reserve is owned by Management.
The primary outputs of this process are the Activity Cost Estimates. The estimates are
accompanied by the basis of estimates and any related project document updates.
Lesson 07.03 - Determine Budget

The topic of this lesson is the Determine Budget process. The purpose of
Determine Budget process is to aggregate the estimated costs of individual
activities to determine the cost baseline.
Since the two processes are so closely related, we first distinguish Determine
Budget from Estimate Costs. We cover the different inputs, tools and
techniques and outputs of the Determine Budget process. We introduce new
terms and explain other familiar ones within the context of Determine Budget.
For example, we clarify what cost aggregation, funding limit reconciliation,
project schedules and control accounts are all about. We break down and
explain budget, costs, and funding concepts. We explain what an S-curve is
and provide a time-phased perspective of project expenditures and funding.
The Estimate Costs focuses on HOW MUCH while the Determine Budget focuses on WHEN.
The primary outputs of determine budget are the cost baseline and funding requirements for the
project.
The cost baseline is usually depicted as an S-Curve.
The cost baseline excludes management reserves.
The project budget includes the cost baseline and management reserves.
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Lesson 07.04 - Control Costs

In this lesson, we discuss everything you need to know in order to control
your project costs, except for earned value. Earned value management is
discussed in detail in the next lesson. It deserves its own lesson as those
concepts are so fundamental and require more attention and explanation.
For this lesson: We provide an overview of the process to understand how
you measure, report and control to minimize any budget overruns on a
project. Essentially in the control cost process, we carry out different types of
measurements, calculations, and analysis on costs, and performance.
The results of the analysis are outputs of the process in & of themselves,
which are then used to assess our performance against our expectations.
Based on this assessment, we likely have to take action. We may need to
make or request changes, which may affect the cost baseline and may
require various document updates.
The general concept behind Control Costs is apparent in the name

o Measure, report, control, and minimize overruns
Focus is on COST Variances
And although we tend to mainly look at negative variances on projects, dont forget to look at
positive variances too. A variance means that a process is out of control and something is wrong.
P a g e | 54
Lesson 07.05 - Basic and Advanced Earned Value Management

Earned Value Management (EVM) is the best thing that ever happened to
project management. Or at least this statement holds true for anyone who is
preparing to take the PMP exam. Without knowing EVM you will have a hard
time passing.
Earned Value Management - most people simply call it Earned Value (EV) - is
a method of monitoring project performance and progress for each work
package or at the control account level.
Formulas
CV= EV-AC
CPI= EV/AC
SV= EV-PV
SPI= EV/PV
EAC = AC + Bottom-up ETC
EAC = AC + BAC - EV
EAC = BAC / CPI
EAC = AC + ((BAC - EV) / CPI)
EAC = AC + [(BAC - EV) / (CPI * SPI)]
TCPI = (BAC - EV) / (BAC - AC)
TCPI = (BAC - EV) / (EAC - AC)
VAC = BAC - EAC
Percent Spent = AC/BAC * 100
Percent Complete = EV/BAC * 100
Recommended Resources
The PMP Exam Formula Study Guide
http://www.project-management-formulas.com
The PM Exam Simulator
Lesson 07.06 - Advanced Cost Theory

The focus of this lesson is on a number of advanced theories and concepts
from Project Cost Management that are not necessarily discussed in the
PMBOK Guide.
Remember
IRR: The project with the bigger Internal Rate of Return is better
NPV: The project with the bigger Net Present Value is better
ROI: The project with the bigger Return on Investment is better
Minus 123 can be written as either -123 or as (123)
Sunk cost is cost that is unrecoverable
Opportunity cost is the value of the option that you did NOT select
A Benefit Cost Ratio (BCR) of 5.1 means that the benefit (or payback)
is 5.1 times greater than the cost
Shorter payback periods are preferable
P a g e | 55
Module 08 - Project Quality Management

Lesson 08.00 - Project Quality Management Overview
Project Quality Management employs policies and procedures to carry out the
quality management system of an organization, while focusing on the
management of the project, as well as the projects deliverables. It helps the
project team ensure that all project requirements, including product
requirements, are met and validated. Project Quality Management is
applicable to all projects, regardless of the nature of their outputs. The quality
measures and techniques that are developed as a result of Project Quality
Management are specific to the type of deliverables produced by the project.
In this lesson, we will concentrate on:
Defining quality and its importance to projects and organizations

Reviewing key quality concepts that may appear to be equivalent and
explore their differences, including quality, grade, precision, and
accuracy.
Discussing various quality terms, philosophies, and quality
management system approaches that are designed to deliver results according to the defined
requirements, with a focus on Total Quality Management (TQM), Six Sigma, The Plan-Do-CheckAct Cycle (PDCA), and ISO Quality Standards
And we even throw a juggling ball up and down and up and down
Quality is important. Producing at the right quality level removes the need to perform rework and
increases customer acceptance.
Project quality management works to certify that the project requirements (including the product
requirements) are met, validated and delivered fit for purpose.
Having a project quality management system in place in your organization allows you to measure and
document your quality policies, procedures, and guidelines, which can eventually become a part of your
organizational process assets, and scaled across the entire enterprise.
L08.01 - Plan Quality Management

In this process, the quality requirements and/or specifications for the project
are identified and then documented, along with how the project will meet
those requirements.
This is done early in the project during the planning phase where planning is
performed by the project team to make sure that the project deliverables are
of acceptable quality. The primary benefit of this process is that it gives
direction on how quality will verified, validated and controlled throughout the
project lifecycle. In this lesson we focus on:
Defining Plan Quality Management

Determining how and when to plan quality and the resulting benefits
Defining cost-benefit analysis and listing the advantages
Discussing the quality management plan and how it is influenced by
quality policy
P a g e | 56
Plan Quality Management is named appropriately because it is the process where the project team
identifies what the quality specifications are for the project and how those specifications will be met.
We want to plan quality in to our project - not inspect it in. Quality should be planned, designed and built
in from the beginning of the project. The focus should be on prevention.
By Doing It Right The First Time (DIRTFT), quality work or deliverables are produced. This eliminates the
need for rework, which creates additional costs. Achieving quality can be expensive, so as a golden-rule,
all benefits must outweigh the costs.
Your primary outputs for this process are:
The Quality Management Plan - this is the key output and describes how the quality policy will be
met
The Process Improvement Plan - details how to make the existing processes and activities better.
L08.02 - Perform Quality Assurance

The topic of this lesson is Perform Quality Assurance, which is the process of
auditing the quality requirements and the results from quality control
measurements to ensure that appropriate quality standards and operational
definitions are used.
Or in plain English: Lets make sure that our quality processes are working as
they should. And so the key benefit of this process is that it facilitates the
improvement of quality processes.
In this lesson we will focus on:
Defining Perform Quality Assurance

Listing and describing the main concepts
Reviewing the major tools & techniques, with specific emphasis on
quality audits, and process analysis
Discussing the key production approaches to continuous quality
improvement, including Kaizen, Just-in-Time and Kanban
The Difference
Quality Assurance is process oriented and focuses on defect prevention.

Quality Control is product oriented and focuses on defect identification.
Source: http://www.diffen.com/difference/Quality_Assurance_vs_Quality_Control
The intent of Perform Quality Assurance is a simple one: You perform a number of planned, systematic
quality activities, to ensure that your project is following the predefined quality standards. This will help to
ensure that you will do things right the first time.
The key benefit of the Perform Quality Assurance process is that it promotes quality process improvement
- continuously.
The two tools and techniques specific to this process:
Quality Audits which are scheduled or random compliance checks to ensure clearly defined
internal quality monitoring.
Process Analysis which is examining the process improvement plan to identify areas of
improvement.
P a g e | 57
We also covered Key Production Approaches to continuous improvement and featured three that are
used in industry today: Kaizen, Just In Time, and Kanban
Performing Quality Assurance is a multi-level responsibility in an organization.
Senior Management: responsible for quality in the overall organization

Project Manager: responsible for quality on the project
Resources: responsible for the quality of the work they perform on the assigned work packages
L08.03 - Control Quality

The Control Quality process is the process where we monitor and document
the results from the Plan Quality Management and Perform Quality Assurance
processes. We also recommend any necessary changes. In this process
operational techniques and tasks are used to verify that the output that is
delivered meets the documented requirements. This process allows us to
determine root causes of poor quality and ensures that stakeholder
expectations are met.
In this lesson we will focus on:
Defining Control Quality and when and how it is performed

Define statistical control process terminology and their differences
Discuss the inputs to the process and how they help in identifying
causes of:
Poor process or product quality
Discuss the outputs and how they measure, validate and verify the
deliverables
The Control Quality process is a process of monitoring and recording the results of activities that have
been carried out on the project.
The primary input to this process are deliverables. Without the deliverables, what results would we
measure?
Control Limits are statistically stable process boundaries of what the process results are actually doing.
Results within those boundaries are said to be in control.
A measurement is an actual value while metrics and limits are planned values.
L08.04 - Advanced Quality Management Tools

This lesson is all about Advanced Quality Management Tools. There are so
many quality management tools used throughout the Quality Management
processes that it made sense to lift some of them out and discuss them
separately and in more detail here.
We provide a quality management tools overview, discuss and explain the
seven basic tools of quality, introduce the rule of seven, review additional
quality management and control tools, describe statistical sampling including
the various sampling methods, and finish the lesson with quality audits.
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Module 09- Project Human Resource Management

Lesson 09.00 - Project Human Resource Management Overview
Project Human Resource Management is our topic. In this Knowledge Area, we
find the processes that will enable you to manage people and teams on your
project. And there are a lot of soft skills.
We touch upon the following:
The similarities, differences, and skills needed for human resources

management and managing human resources
The planning of the human resource needs
The acquiring and obtaining of human resource needs
How project managers get the most out of the human resources
And the responsibilities of the project team members and the project
manager
Exam Tip
You may be reviewing a particular section of the PMBOK Guide and think to
yourself that nothing you read is done this way in your company or on your
projects. So you wonder All this theory is nice, but what about the real world?
Well We know that project management is not always done like the books tell us. We understand and
recognize that it's not always this clear cut. Even PMI knows that being a project manager is not always
as black and white as the PMBOK Guide describes it.
But wouldnt it be nice? Wouldnt it be great if everyone followed these best practices?
And PMI is of the opinion that as a project manager we should always strive to implement the Body of
Knowledge that is presented in the PMBOK Guide in your company and projects and in this way convert
our own environment into an ideal project environment.
But more importantly, you dont want to go down the road of nothing in this book is like it is on my
projects because your focus should be on passing the PMP exam. And the PMP exam assumes this
somewhat elusive but attainable ideal project environment for all its questions.
So yes you know that there may be differences between what you do at work and what the PMBOK
Guide says. But during the 4 hours of the exam, you are going to approach every question with the best
practices from the standard in mind. The best possible way of doing things can be found in the PMBOK
Guide.
L09.01 - Plan Human Resource Management

The PMBOK Guide is always very methodical. First, you plan something
and then you implement your plan. Its no different in the Human Resource
Management knowledge area. So that is why here we are going to take a look
at how to develop the Human Resource Plan in the Plan Human Resource
Management process.
We focus on:
The differences between the project team and project management

team
What is planned in HR management
How to use the various resource charts like a responsibility
assignment matrix to organize and determine human resource needs
P a g e | 59
Explaining role and responsibility documents and how they are captured
Illustrating the value of the human resource and staffing management plans, and resource
histograms.
In this process you plan for:
what TYPE of resources you need,

what qualifications they should have and
when you will bring them on and take them off the project.
Your primary output is your human resource management plan, which contains the staffing management
plan. These two plans together help to define:
The staffing needs of the project, including role descriptions, reporting relationships, authority
levels, responsibilities, and expectations.
How and when the project is to be staffed by the planned resources.
How the resources are to be trained, recognized, kept safe, and otherwise managed.
How the resources are to be acquired and released.
L09.02 - Acquire Project Team

This is the process where you obtain the human resources needed to
complete your project. And so the main concept is that this is where we onboard our staff. We do this via a normal hiring process in order to find the right
people, for the right positions on the project.
We discuss the following aspects:
The project manager and how and when they are selected
What are pre-assigned resources and why do we have them?
Negotiation, which you will need to do to build your project team
External resources that you might use when choosing project team
members
Virtual project teams and the challenges and benefits to using them
This process is pretty much common sense.
Acquire project team is the process where you bring your staff onto the project.
You do this via negotiation or a normal hiring process.
Your goal is to find the right people, for the right positions on your project.
And your primary outputs are the project staff assignments.
P a g e | 60
L09.03 - Develop Project Team

While a lot of project managers like to focus on the product itself outstanding
project managers focus on the team first. By developing an excellent project
team, you will develop an excellent product. We look at ground rules, soft
skills and interpersonal skills, as well as team-building activities you can use
to develop an excellent project team.
We cover:
Why Develop Project Team is an essential process for you as a

project manager to perform.
We discover the hard work that goes into creating a truly outstanding
project team.
Training and team-building, and why it is so important for your project.
We cover soft (or interpersonal) skills that a good project manager
can develop
We talk about team-building activities and some best practices for
building an effective team.
We discuss formal and informal training,
And we review team assessments and rewards.
Develop Project Team is the process of improving competencies, team member interaction, and overall
team environment to enhance project performance.
The idea behind the Develop Project Team process is to improve your team and team member
competencies and you also want to enhance their ability to interact with each other. These enhanced
interactions are quite beneficial to your project and project team.
The improved competencies and the improved interaction will help your team increase the projects
performance, which is what every project manager wants!
It all boils down to one simple truth: When people feel valued, they will do more valuable work. If you
keep this simple truth in mind, the Develop Project Team process will provide great rewards to you and
your team.
P a g e | 61
L09.04 - Manage Project Team

This lesson is all about managing your project team. Mastery of this area is
helpful for the PMP exam and provides you with information you can use to
become a better project manager. In this lesson, you learn how to best
influence the performance and behavior of the project team:
We begin with a discussion of the role of the project manager in

managing the project team. We learn what kinds of team
management activities a project manager has to do.
And when we say manage the project teamwho are we talking
about? How does the project management team fit into the picture?
We then take a closer look at inputs which feed into the Manage
Project Team process. There are some inputs, which are outputs of
other HR processes, but others which are not.
We also take note of the circular nature of project management, how
past performance can affect & influence future performance.
We also see how effective simple observation and conversation can
be and how to go about it.
We discuss performance appraisals and two ways in which feedback can be delivered.
Next, we transition to the some of the more dramatic areas of project management, which is how
to handle conflicts. Here we explain how you, the project manager can utilize specific approaches
to deal with different circumstances around conflict.
Finally, we aim to understand change requests and different updates that result from managing
the team.
Managing the project team is the job of the project management team. In the Manage Project Team
process, this project management team
observes how the team behaves,

manages conflict by facilitating a resolution,
resolves issues and
appraises the project teams performance.
As you are doing this, you may need to make changes. For example, change the staff. This means
submitting change requests to update the human resources management plan which is part of the project
management plan.
P a g e | 62
L09.05 - Human Resource Management Theory

In this lesson, we are going to take a look at essential concepts and principles
from Human Resources Management Theory. This is because the PMP exam
not only focuses on the PMBOK Guide, but also uses other material. The
topics that we cover in this lesson come from the other material category.
The lesson has the following content:
A brief review of different organizational structures.

We define the tight matrix
We provide details the sources of power in an organization.
We examine sources of conflict and discuss effective ways to avoid
conflict.
We review conflict resolution techniques
We look at the phases of team building according to Bruce Tuckman
We consider motivation by looking at Maslows hierarchy of needs.
We discuss the Expectancy Theory and Herzberg's Theory of
Motivators and Hygiene Factors
We delve into other explanations for motivation, including Theory X, Y Z.
We define & distinguish fringe benefits from perks
And finally, we discuss the halo effect.
L09.06 - Delegation
As a Project Manager, performing all of the work on your project is an
impossible task. There is just no way that you would be able to do all the work
yourself. That is why it is a must that you practice the art of delegation.
Delegation is not just telling someone what to do. It is about the growth,
development and empowerment of others. Generally speaking, delegation is
good and can save money and time, help in building skills, and serve to
motivate people.
When applied properly, delegation is a win-win.

Micromanagement is the opposite of effective delegation and can be
destructive.
The main causes of managers becoming micromanagers fall into the
two categories of (1) poor management skills and (2) poor leadership
skills.
Micromanagement can be avoided by admitting it, soliciting feedback, and determining the root
cause.
Delegation is essential for effective leadership and serves as a means of motivating, developing,
and empowering employees to reach their full potential.
Not every task is appropriate for delegation.
Delegation is more than just appointing tasks and waiting for completion. There are steps for
successful delegation.
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Module 10 - Project Communications Management

Lesson 10.00 - Project Communications Management Overview
When you finish this lesson you will know the important communications
management elements of a successful project.
We look at the processes in the Project Communications Management
Knowledge Area, talk about the basic communications model, discuss
communication styles and more. We make sure you understand context in
language, noise in communication and the use of written as well as verbal
communications.
Know and understand the Basic Communications Model
The communication channels formula is: n * (n-1) / 2
Project managers spend 90% of their time communicating
Email is a form of informal written communication
The five communication types are non-verbal, para lingual, active listening,
effective listing and feedback.
Lesson 10.01 - Plan Communications Management

Lets discuss the first step of effective project communications, which is of
course communications planning.
In the Plan Communications Management process we determine the
information and communications needs of the project stakeholders, discuss
basic communications channels, models and methods. We also learn that a
well-planned communication strategy greatly increases the odds of project
success.
We document the following (and more!) in the communications management
plan:
You define who needs what information, when they will need it, how
they will receive it and from whom they will receive it. This is all in
answer to the stakeholder communication needs.
You also define the information format, content and level of detail that you will include in your
communications.
You make responsibility assignments by defining who is responsible for sending what information.
And yes, you will also define those groups who will receive the information.
You describe communication methods, technologies as well as the frequency of sending project
information.
And of course, since change is inevitable, you define the processes of how the communications
management plan will be updated in the future.
P a g e | 64
Lesson 10.02 - Manage Communications

The goal of Manage Communications is timely, efficient, and effective
communication flow amongst stakeholders. Have you ever heard the
expression about the left hand not knowing what the right hand is doing?
Well, you dont want that on your project. You as the project manager, team
members, and stakeholders should be appropriately informed of what is going
on.
When we manage communications, we execute on what we said wed do in
the communications management plan.
We answer the key question on every stakeholders mind, which is How is
the project going? We use work performance reports to do performance
reporting as we create our project communications.
So when we manage communications there is a lot of action. We gather
information, create communications, use our communications skills and distribute the information to the
stakeholders using the appropriate communication method & technology, assisted by the information
management systems available to our project.
We keep the communication models in mind, we use not only the communications management plan but
also the enterprise environmental factors and organizational process assets that we have at our disposal.
Our main output are project communications, but they are usually accompanied by other updates. We
likely need to update the project management plan, project documents and organizational process
assets.
Exam Tip
Make sure that you read all PMP exam sample questions carefully. Words like not, except, next or
best are not highlighted in any way. If you miss these questions on a question then its meaning often
changes completely and the answer you select may be the wrong one.
P a g e | 65
Lesson 10.03 - Control Communications

Project Communications is not a fire and forget type of Knowledge Area. It is
much more involved than that. Tracking, monitoring and orchestrating is
required to ensure that project communications are as expected. This lesson
is about Control Communications, where we look at the process that enables
the project manager to control the information flow to the stakeholders.
Here are the areas we examine:
The relevance of this process, which could be characterized as the

information gatekeeper for the entire project life cycle
We explore how the control communications process ensures optimal
information flow among all communication participants. This includes
ensuring stakeholder information needs are met throughout the entire
project life cycle.
In controlling communications, you need to compare how actual
communications are carried out vs. how you expect them to be as
reflected in your communications plan, standards, and expectations.
Control Communication is all about monitoring and controlling communications, ensuring

stakeholder informational needs are met and guaranteeing optimal information flow to
stakeholders.
Project Communications Management is iterative. Control Communications can trigger a
reiteration through any of the other Project Communications Management processes.
In controlling communications, you need to compare communications against your plan,
standards, and expectations. In order to do that, you need to understand your objectives and
standards for communications.
o You use the project management plan in conjunction with your organizational process
assets for this purpose,
o Then you can examine project communications and work performance data to see how
you are doing.
The issue log can inform the project team about issues with communications or may give you
insight on other areas, which may need to be communicated differently.
The project team can use different tools and techniques, such as information mgmt. systems,
meetings and expert judgment to monitor and control communications.
This can then result in synthesis and transformation of the work performance data into work
performance information.
After going through the process of controlling communications, updates of various kinds may be
necessary, including project management plan updates, project document updates and updates
to organizational process assets.
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Module 11 - Project Risk Management

Lesson 11.00 - Project Risk Management Overview
In this lesson we concentrate on the purpose of performing risk management
on our project, which is quite simply to increase the likelihood and impact of
positive events and reduce the likelihood and impact of negative events.
We accomplish this objective by using the following approach:
Planning for and identifying possible risk events in your project.

The analysis of both the probability of a risk occurring and the cost or
impact a risk event has on the project if it occurs.
Developing a response plan in the event that a risk event occurs.
Controlling risk by tracking, monitoring, identifying new risks, and
continually evaluating our effectiveness.
Project Risk Management is an iterative process
You have to monitor risks, watch out for triggers and then respond to issues
During the life of the project, factors that define and affect risks will change
Changes open up possible new risks and require new round of planning
Lesson 11.01 - Plan Risk Management

In this lesson we review and determine how to approach, plan, and ultimately
execute risk management related activities on your project.
We start out with the review of all processes in Project Risk Management and
then delve into the details. We discuss steps in planning such as choosing
proper visibility and defining and communicating how we manage risks.
We examine process details like the ITTOs. We look at the single output of
this process, the Risk Management Plan, to see what it contains and why its
important. And we also look at the Risk Breakdown Structure to learn what it
is and how its used.
The process has a single output: The Risk Management Plan (RMP)
The Risk Management Plan doesnt contain the individual risks on our project.
Instead it contains our approach to risk management and the various
definitions (i.e. probability and impact definitions; cost impact definitions), which we use in the subsequent
processes when analyzing each individual risk.
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Lesson 11.02 - Identify Risks

This lesson is all about the Identify Risks process. Identify Risks is an iterative
process and continuous process that involves the project team, management,
stakeholders and subject matter experts.
The goal is to identify risks that may impact the project (positively or
negatively), document their characteristics, and if possible plan an initial
response.
1. Overview, Main Concept, Aspects, Inputs, Tools
2. Techniques, Outputs, Review
Identify Risks happens early on in the project and then again and
again and again throughout the whole project life cycle.
The project manager, the project team, customers, and other
stakeholders are involved in the process.
This is an iterative process and the goal is to determine which risks might affect the project and
document their characteristics.
Identify Risks is truly the responsibility of everybody on the project, and not just the project
manager.
There are several methods to Identify Risks like Brainstorming, Interviews and the Delphi
Technique, those are the most common ones.
And of course, we have just one output, and that is the (initial) Risk Register.
Exam Tip
Dont study on the day before or the day of your exam. Instead, just simply relax. Your study plan should
focus on regular studying over a period of several months. Trying to cram everything into your brain - lets
say the last five days prior to the exam - is not a good approach.
And worrying about it and trying to catch up during the last 24 hours is not going to make much of a
difference. Its better to approach the exam in a relaxed state than to worry about needing to re-read just
one more chapter from the PMBOK Guide.
Lesson 11.03 - Perform Qualitative Risk Analysis

The Perform Qualitative Risk Analysis process involves assessing the
potential impact and likelihood of the identified risks in order to prioritize them
such that the project manager and project team focuses the most energy and
time on those risks that are most likely to impact the project. This saves time
form being spent on risks that are of low probability or low impact or both.
In this lesson we examine and discuss:
Difference between the qualitative and quantitative risk analysis

Why do qualitative analysis?
Additional factors to consider
Probability and impact assessment and matrices
Risk categorization
Risk urgency
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Lesson 11.04 - Perform Quantitative Risk Analysis

Perform Quantitative Risk Analysis aims at analyzing numerically the
probability of each risk and its consequence on project objectives. While the
qualitative risk analysis just gave you a high/medium/low ranking, this process
will give you a numerical ranking.
In order to perform this process properly, you will need to develop additional
data for each of your risks and use modeling techniques in addition to what
you used in the qualitative analysis.
By giving you a quantified view of your risks via the various tools, this process
enables you to make decisions based on more factual, hard data, rather than
feelings or impressions. However, that does not necessarily mean that you
need to place more value in quantitative over qualitative analysis. Its simply a
fact that different project decisions regarding risks may require different types
of analysis to understand the full extent of a risks influence on your project.
Qualitative vs. Quantitative Risk Analysis

Perform Qualitative Risk Analysis assigns a quality to each risk. This quality describes whether the risk
is considered to be a low, medium or high-priority risk. In this way we can focus further analysis on the
those with the highest priority
Perform Quantitative Risk Analysis assigns a quantity (a number) to each risk that we prioritized through
qualitative risk analysis. Often this number is a monetary value. In this way we can focus our attention on
those risks that cost most or on those opportunities that yield the highest return.
Lesson 11.05 - Plan Risk Responses

Plan Risk Responses is the process of creating an actionable plan of options
to address how each risk will be handled. The key benefit of this process is
that the risks are handled based on their priority with budgeted resources and
activities included to accommodate them. This lesson focuses on:
Defining and discussing the Plan Risk Responses process

Defining the risk register, its contents, and its impact on the process
Detailing the strategy options to handle negative and positive risks
And introducing and defining important risk-related concepts, such as
triggers, residual risks, and secondary risks.
The Plan Risk Response process is a process of creating viable

options to enhance opportunities and reduce threats.
This is the process where you plan what you will do with your risks. It
is not where you actually do anything about your risks.
Risk responses should be appropriate and reflective of the importance of the risk.
The risk register contains a list of identified risks and all the associated information about those
risks.
For certain risks, it is necessary to implement a contingent response strategy that will only be
executed provided certain predefined conditions (triggers) occur.
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Risk Response Strategies

For Negative Risks (Threats)
For Positive Risks (Opportunities)
Avoid
Exploit
Transfer
Share
Mitigate
Enhance
Accept
Accept
Lesson 11.06 - Control Risks

In this lesson, we cover the Control Risks process. The main idea behind this
process is to ensure that risk responses are implemented and effective.
This is the process of implementing risk response plans, tracking identified
risks, monitoring residual risks, identifying new risks, and evaluating risk
process effectiveness throughout the project. The goal behind this is that we
want to ensure that everything we do about risk management on our project is
effective and efficient.
We use the tool of risk reassessments
We apply this tool to the risk register. We look at our existing risks,
we add new ones and we remove those that are closed and outdated.
The focus here is on ensuring that we always have an up to date list
of risks.
We also use the tool of risk audits
Here we look at how effective our risk responses were so that going forward we dont waste time
with applying ineffective responses to any more risks. At the same time we will also use this tool
to analyze how effective our risk management processes and approaches are. Again there is
no use in doing anything risk related if it isnt working.
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L11.07 - Decision Tree and Expected Monetary Value

Lets take a look at the Decision Tree and Expected Monetary Value tools and
techniques from Project Risk Management. In this lesson we:
Discuss the concept of mutual exclusivity

Create and analyze a decision tree and explain each step of the
process
Cover the expected monetary value (EMV), what it is and how to
determine it.
And we talk about the benefits of decision trees and how to combine
techniques such as EMV with the decision tree.
Decision trees are simple to understand and interpret. People are able to
understand decision tree models after just a very brief explanation.
They have value even with little hard data. Important insights can be
generated based on experts describing a situation (its alternatives, probabilities, and costs) and their
preferences for outcomes.
Decision trees also use a white box model. The results provided by the model can easily be replicated.
This is not a black box where you just input some data and you have no idea how the resulting numbers
were generated. Instead, you could easily follow along a decision tree and calculate the results yourself.
It can be combined with other decision techniques like PERT or Expected Monetary Value.
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Module 12- Project Procurement Management

Lesson 12.00 - Project Procurement Management Overview
In this lesson, we provide an overview of procurement management. We
clarify our role or perspective within the buyer-seller relationship. We discuss
the contract and its importance in procurement. We describe the make vs.
buy decision, which is at the base of procurement. We consider factors and
organizational policies which affect procurement. We look at different
procurement sources, categories and needs. We examine more closely the
role of the project manager in the procurement relationship and review things
to consider in approaching procurement management. We explain the
different activities in procurement management, namely Plan, Conduct,
Control and Close Procurements
For the purposes of the PMP exam, when we consider the BuyerSeller relationship, we assume the perspective of the buyer, meaning
that we buy something from someone else.
In any procurement, whether it is interdivisional or not, aim for a formal contract. It helps to
ensure that the buyer and seller are holding up to their side of the agreement.
Organizational policies designate the appropriate signing authority for procurement contracts. The
policies along with the organizational structure define whether or not procurement and contracting
occur centrally at the organizational level or more locally at the project level.
Both buyer and seller are effectively project managers. Buyers focus on the procurement
management processes. The seller has to use project management processes to deliver the
product, service or result to the buyer who is his customer. No matter which hat you are wearing,
it is important to be aware and respect the other sides perspective and interests.
A project manager should get involved early and involve the right people in the procurement
management process at the appropriate times according to the procurement policies and
regulations of the organization.
The processes of planning, conducting, controlling and closing procurements need to be repeated
methodically for each item to be procured.
Lesson 12.01 - Plan Procurement Management

It is important to plan in order to ensure that the project is able to efficiently
acquire a product, result, or service for the best price and quality, while
conforming to pertinent procurement policies, and procedures.
In this lesson, we explain what Plan Procurement Management is all about
and why it has so many inputs.
We also discuss the different types of contractual agreements that can be
reached between a buyer and a seller. Different contract types allow for
different payment arrangement and assignment of risk to the buyer and seller.
They provide various ways for rewarding sellers for meeting procurement
objectives.
We clarify what the make-or-buy decisions mean and discuss some major
factors that come into play in the make-or-buy analysis.
We then also review different procurement selection criteria.
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Lesson 12.02 - Conduct Procurements

In this lesson, we discuss the how-to of conducting your procurements
which is part of the Project Procurement Management Knowledge Area.
Conducting procurement isnt as simple as just dropping into your local
hardware store and getting the items you need to do a home project. It
involves executing a plan, seller/vendor selection, negotiation, contracts and
agreements, and a bunch more.
You will learn:
How procurement complexity impacts the process required

The different forms of bidder conferences
How weighting systems are used in analysis of sellers
How to use screening and seller rating systems for evaluation
All about negotiations and more negotiations
And estimates and seller proposals
Lesson 12.03 - Control Procurements

In this lesson, we cover the Control Procurements process. In this iterative
process, you want to make sure that your contractual rights are protected and
also that you yourself meet your contractual obligations. In this lesson we will
focus on:
Contractual rights
The importance of buyers following through on their obligations
The use of contracts and procurement documents
Inspecting vs. controlling tools & techniques (two categories that we
invented because this way they are easier to remember)
Performance reviews
Change requests
And how disputes can be managed and controlled
PMP Exam Tip

As project managers, we should always perform a Make-or-Buy analysis for any and all of our
deliverables to determine if make or buy is better for our project overall.
It is important to ensure that the terms of any contracts entered into on your procurements are always met
and that all the deliverables meet the quality requirements specified in the contract.
If something is not specifically stated in the contract agreement, the seller doesnt have to provide it!
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Lesson 12.04 - Close Procurements

As a procured need is fulfilled (or no longer needed) we must naturally close
the procurement in question. This process is executed once for each and
every item that we decided to procure outside of the project team. In this
lesson we will focus on:
Discussing the various procurement closing and termination types

Explaining the closing of procurements as it relates to the closing of a
project or a project phase
And dissecting the process of Close Procurements and its inputs,
tools and techniques, and outputs.
Close Procurements supports Close Project or Phase

Close Procurements also involves administrative activities
There are various termination types
o Termination for cause (aka. termination for default)
o Termination for convenience
o Absolute right to terminate
o Early termination
There can also be partial termination
PMP Exam Tip

You first have to close your procurements before you can close the project or phase.
This means that the order of the processes is as follows:
1. Close Procurements
2. Close Project or Phase
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Module 13- Project Stakeholder Management

Lesson 13.00 Project Stakeholder Management covers the processes required to identify all
individuals, groups or entities impacted either positively or negatively by the
project, analyzing expectations, interest and impact of these stakeholders on
the project, developing effective strategies to engage them in key decisions
as well as to communicate with them throughout the project lifecycle.
This lesson is our overview of the following Stakeholder Management areas:
Stakeholder Identification & Analysis

Stakeholder Engagement & Communication
A stakeholder is anyone who is affected by the project outcome or

who can influence the project outcome.
Project Stakeholder Management involves activities that are
performed for both the initial stakeholders at the beginning of the
project, as well as iteratively through the project as stakeholders come and go, and as their
engagement and communications requirements change.
Lesson 13.01 - Identify Stakeholders

In this lesson we focus on the importance of identifying and analyzing
stakeholders. Since politics play a major role on any project identifying and
knowing who and what type of stakeholders you have is critical to project
success. Building rapport and engaging key stakeholders is required
throughout each phase of your project. There is only one output and that is
the Stakeholder Register.
1. Overview, Inputs, Tools
2. Techniques, Outputs, reviews
Exam Tip
This exam tip comes to us straight from another student of The PM PrepCast.
His name is Pieter F. Visagie, PMP and he comes from South Africa. Here is
what he writes:
Your tip on going to the exam location the day before really helped me. In fact I booked into a
B&B about 3KM away from the exam location to avoid the 60KM traffic. The day before the exam
I travelled from the B&B to the exam room and asked the staff to check to see if I had all the
correct documentation as well. There's not a single highway in Guateng, South Africa, that is not
affected by the Guatrain project. Anyway, on the day of the exam the 3KM took me 20 minutes
but I was there well on time without stress.
We learn from this:
Make sure you know where your exam location is.

Make sure you understand your traffic situation.
Do anything to minimize your risk of letting avoidable events shatter your exam day to pieces.
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Lesson 13.02 - Plan Stakeholder Management

Plan Stakeholder Management is the process of identifying how the project
will affect stakeholders, based on the examination of their needs, interests,
and their possible impact on the success of the project, and developing
applicable strategies to promote effective engagement with the stakeholders
throughout the life cycle of the project.
The main concept of this process is that you will identify effective ways of
engaging stakeholders in the project so that you can manage their
expectations, and you do all of this in order to achieve the objectives of your
project.
In Plan Stakeholder Management, you should identify effective ways

to engage stakeholders to manage their expectations in an effort to
achieve the projects objectives.
Stakeholder management is more than building and improving
communications. It encompasses building relationships and maintaining those relationships.
The stakeholder register contains all identifying information about the stakeholders and is used to
plan means of engaging stakeholders.
Stakeholder expectations and mindsets will change, so allow for these changes and design your
stakeholder management plan accordingly.
Stakeholder management is a continual and cyclical process because stakeholders must be
managed throughout the project life cycle.
Lesson 13.03 - Manage Stakeholder Engagement

Timely and regular communication using a variety of methods is key to managing
stakeholders.
Your communication and negotiations must be appropriately tailored for your
audience. Content and presentation will be different for upper management
compared to your customers and lower level stakeholders. In addition, risks and
issues should to the best of your ability be anticipated, identified, analyzed,
communicated, and mitigated as soon as possible to effectively manage the
engagement of stakeholders. In the lesson we discuss: stakeholder
communication, the difference between risks and issues, and finally the Issue
log.
Managing stakeholders is something that you do proactively

The PM is responsible for managing stakeholders
The process has three important tools and techniques:
o Communication methods
o Interpersonal skills
o Management skills
Exam Tip
Review the ITTO and understand why they are needed and where they come from
Make your own flash cards for each Input, T&T and Output
Or purchase the PM PrepCast Flash Cards at www.project-management-flash-cards.com
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Lesson 13.04 - Control Stakeholder Engagement

Stakeholder engagement is key to the success of any project, and controlling
stakeholder engagement will increase the efficiency and effectiveness of your
project.
Well explain the main concept behind stakeholder engagement, and

how to control it effectively.
We look at the information needed to keep stakeholders engaged in
your project, including things like the issue log and performance data
We discuss project documentation and communication, and why
those are important to this process.
We cover the importance of expert judgment on your project, and how
to utilize it effectively for this process.
We talk about how raw data is transformed into usable work
performance information, and what the difference between raw and
contextualized information is.
Finally, we will cover the importance of the lessons learned and other
assets generated from this process, and how they can help future projects.
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Module 40 - Interviews with Successful Exam Takers

Lesson 40.01 - Peter Dakessian, PMP
Go ahead... ask a few people whether they think that preparing for and
passing the PMP exam will actually make someone a better project manager.
Most of them will tell you that they think not.
OSP International LLC has been in the PMP training business for the past 9
years and in all online OSP followed the credo of its president Cornelius
Fichtner to instill a sense of betterment in the students. Simply because he
believes that if you take the approach that you are not just studying for the
exam, but studying to improve your project management skills, then you will
improve your skills.
And guess what? He interviewed Peter Dakessian who recently passed his
PMP exam and his approach was exactly that. Surprise.
So, if you are preparing for your PMP exam and you would like to follow our
school of thought, and use your exam prep to both pass the exam and
improve your skills, then Peter is the man for you.
Interview Guest
Peter Dakessian, MBA, PMP, CSM
www.linkedin.com/in/peterdakessian/
Lesson 40.02 - Kevin W. Reilly, PMP, PMI-ACP, CSM, CSPO

We have another interview for you in which a successful PMP exam taker
opens up to you and talks about what it was like for him. His name is Kevin
Reilly. He is a student of our PM PrepCast who passed his PMP exam and
offered to talk about it here on the program.
Kevin and I discuss how he prepared and studied for the PMP Exam. We
learn about his experience of becoming a PMP as well as his study plan and
approach.
And since Kevin has changed his career and is now a PMP exam trainer
himself, who teaches others as they are preparing for the exam, you can look
forward to a great discussion and some excellent advice.
At the end Kevin also shares his inspiring closing remarks with us.
Interview Guest
Kevin W. Reilly, PMP, PMI-ACP, CSM, CSPO
www.linkedin.com/in/kevinwreilly/
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Lesson 40.02 - Renata Weir, PMP and Mercedes McShane, PMP

This lesson is an interview with Renata Weir and Mercedes McShane.
Renata is a student of our PM Prepcast and Mercedes is her PMP study partner. They both passed their
PMP exam shortly before we recorded this and I met with them to discuss their experience because there
is of course no better way to learn than to hear first-hand from a freshly certified PMP what it is all about.
Even better if you get to hear two opinions at the same time and how the two of them worked together
toward their certification.
As we have learned from Peter Dakessian in Lesson L40.00, the approaches that students take in their
exam preparation remain the same, even if time has passed and you are using a newer and updated
edition of the PMBOK Guide. So even though this interview was recorded in 2008 it is still a valid review
of how you can work together with your own study partner as you are getting ready for the exam. (But be
mindful of page references, since the page numbers in the most current version of the guide will most
likely have changed.)
Interview Guests
Renata Weir, PMP

Mercedes McShane, PMP
Lesson 40.03 - Bill Rouck, PMP

Todays lesson is (as you may have guessed) an interview with another
successful PMP exam taker. His name is William Rouck. He is a student of
our PM Prepcast recently passed his PMP exam and offered to talk about it
here on the program.
Bill Rouck is a software developer and team leader. His experience includes
management and development of client/server and Web-based, data-driven
applications for government agencies such as the US Department of
Commerce, Transportation, and NASA, as well as for private sector
companies. His education includes a Master of Science in Information
Systems Technology from The George Washington University, and a
Bachelor of Business Administration from James Madison University.
In his spare time as a hobby he develops and provides support for free, opensource time tracking software called Time Stamp, available at
www.syntap.com.
Interview Guest
William Rouck, PMP
http://www.linkedin.com/in/billrouck
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Module 50 - Agile Project Management

Lesson 50.00 - Agile Project Management Overview
In this lesson we provide you an overview of Agile project management. Right
away you may be thinking to yourself but I thought this was a PMP exam
preparation course and not one for the PMI Agile Certified Practitioner (PMIACP). Well Agile Project Management has become mainstream and the
PMBOK Guide 5th Edition references certain commonly-accepted Agile
Principles that they feel are important even when working on projects that are
executed using a traditional or waterfall project management approach.
Agile Project Management is a framework of methods that allows

project managers to maximize communications and minimize project
waste in order to afford the customer a competitive advantage.
It spawned from software development best practices but can be
implemented on any type of product development project.
There are eight major Agile methods currently implemented. Which
method you should use depends on both the specific organization and the specific project.
Pure Agile methods are not always the best fit for every project because often organizations may
continue to use Agile or a hybrid of Agile and Traditional/Waterfall principles.
Lesson 50.01 - The Agile Manifesto

This lesson is our journey into The Agile Manifesto, and begins back in
February 2001, when 17 software developers met at the Snowbird, Utah
resort, to discuss methods of developing software that would enable them to
deliver a higher quality software product in a shorter time frame than
traditional software development methods.
This group, who named themselves the Agile Alliance, all agreed that these
new methods should be based on iterative and incremental development,
where requirements and solutions evolve through collaboration between selforganizing, cross-functional teams.
The result of this meeting was The Manifesto for Agile Software Development.
It is now simply known as The Agile Manifesto, and forms the basis for the
majority of Agile development methods currently in use today.
In this lesson we:
Describe The Agile Manifestos history

Review the four Agile Manifesto values in their original verbiage
Take a detailed look at each of the 12 principles behind the Agile Manifesto
Provide an understanding of why each of these principles is important to Agile
And explain reasons why implementing these principles will result Agile project success
Recommended Reading
The Agile Manifesto
http://agilemanifesto.org
The Principles behind the Agile Manifesto
http://agilemanifesto.org/principles.html
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Lesson 50.02 - Introduction to Scrum

In this lesson we continue our discussion of Agile by reviewing Scrum. Scrum
is by far the most popular method used today by the worlds Agile project
development teams, and is also one of the most rigid in terms of
recommended practices and procedures.
At the heart of Scrum is the Agile iterative cycle called the Sprint, which is
supported by different types of project team Roles, meetings called Events,
and documentation and tools called Artifacts.
Scrum is embraced by most organizations that not only want to implement
Agile principles quickly on their projects, but that are also interested in
implementing Agile principles across their entire organization.
Be able to explain Scrum iteration process and know that an iteration

length is 30 days or less
Know the characteristics of the Product backlog (owned by Product Owner) and the Sprint
backlog (owned by Development Team)
Be able to explain the Daily Scrum event and three questions discussed
Know that the Retrospective event happens at end of iteration and allows the team to make
immediate corrective actions on things that did not go so well.
The goal of each iteration is to deliver potentially shippable product at the end
Recommended Reading / Watching

Download a free copy of the Scrum Guide:
http://scrum.org/scrumguides
Watch Intro to Scrum in Under 10 Minutes on YouTube:
http://www.youtube.com/watch?v=XU0llRltyFM
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Module 60 - The Code of Ethics

Lesson 60.00 - The PMI Code of Ethics and Professional Conduct
Don't steal, don't cheat, and don't lie. That pretty much sums up this lesson.
We review The PMI Code of Ethics and Professional Conduct, which is
intended to guide us PMPs in our daily work lives.
1. Overview, Responsibility, Respect
2. Fairness, Honesty, Scenarios 1-5, Review
Links
PMI Code of Ethics and Professional Conduct:
http://www.pmi.org/AboutUs/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx
You can also find a copy of the Code of Ethics in The PMP Credential
Handbook:
Recommended Reading
The PM Answer Book by Jeff Furman has a great Q&A about ethics: http://www.pmanswerbook.com/
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Module 70 - PMP Examination Content Outline

Lesson 70.00 - PMP Examination Content Outline: Overview
PMI has documented the knowledge that a PMP candidate has to have in
order to pass the exam in the "PMP Examination Content Outline". This 20
page document describes all the knowledge, skills, tools and techniques that
a project manager must have experience in and which are tested on the
exam.
This first lesson here is an overview of how this examination content outline
was developed and a look ahead of what it is that we review in all the lessons
of this module.
Links
PMP Examination Content Outline:
http://www.pmi.org/en/Certification/Project-Management-ProfessionalPMP/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outlin
e_2010.ashx
Lesson 70.01 - PMP Examination Content Outline: Cross Cutting Skills

There are 20 Cross Cutting Knowledge and Skills that a PMP candidate is required to know for the PMP
exam.
1.
2.
3.
4.
Active listening, brainstorming, conflict resolution & cultural sensitivity

Data gathering, decision making, facilitation, information mgmt. & leadership tools
Negotiating, communications, presenting, prioritization & problem-solving
PM software, relationship mgmt., stakeholder impact, targeted communication & team motivation
Lesson 70.02 - PMP Examination Content Outline: Initiating Domain

For each of the 5 domains in the PMBOK Guide, PMI identified a number of tasks that a PMP candidate
has to be aware of for the exam.
In this lesson we review the tasks you need to know for "Domain 1 - Initiating The Project".
Lesson 70.03 - PMP Examination Content Outline: Planning Domain

In this lesson we review the tasks you need to know for "Domain 2 - Planning The Project".
Lesson 70.04 - PMP Examination Content Outline: Executing Domain

In this lesson we review the tasks you need to know for "Domain 3 - Executing The Project".
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Lesson 70.05 - PMP Examination Content Outline: Monitoring & Controlling

Domain
In this lesson we review the tasks you need to know for "Domain 4 - Monitoring and Controlling The
Project".
Lesson 70.06 - PMP Examination Content Outline: Closing Domain

In this lesson we review the tasks you need to know for "Domain 5 - Closing The Project".
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Module 80 - Applied Concepts

Lesson 80.00 - Applied Concepts - Overview
A brief introduction to what to expect from Module 80, why we have these interviews / lessons and how to
get the most out of them.
Lesson 80.01 - Applied Concepts - Authority

When your project fails, your sponsor will only call one person into his office to discuss this failure... you.
As the project manager you are responsible for the success and failure of your projects. And that holds
true, even if the reason for this failure was outside your span of control, even if you work in a matrix
environment in which project managers normally lack formal authority.
Yes, we all know that responsibility and authority should be in balance, but more often than not, your
responsibility outweighs the formal authority that you receive. You have to fall back to other forms of
authority - referent authority, expert authority, reward authority and penalty authority.
Thomas Cutting, PMP, has written a series of articles on authority on his blog. We look in detail at the
various types of authority, how they apply in a matrix organization and in a projectized organization, and
we look at what you can do to regain your authority if you think that you have lost it.
This interview first appeared in Episode 072 of http://www.project-management-podcast.com.
Interview Guest
Thomas Cutting, PMP
http://cuttingsedgepm.blogspot.com/
http://www.linkedin.com/pub/thomas-cutting/2/b02/116
Lesson 80.02 - Applied Concepts - Project Monitoring

Monitoring and Evaluation has been used by nongovernmental organizations for evaluating programs for
decades. For the European Union, the United Nations, the World Bank and other development banks, it is
embedded in their organizational processes. Many have even published toolkits to promote
understanding and adoption.
For projects, processes for monitoring progress are far less established. Therefore, it is of little surprise
that the quality of those monitoring processes can vary widely. For projects quality means at a minimum
timeliness, relevance, reliability, accuracy, usability and credibility. Unless monitoring processes
demonstrate these characteristics, they are unlikely to improve performance and enhance accountability.
Our interview guest Joy Gumz has been working in the field of project auditing and project monitoring for
quite some time. She wrote a paper titled "Why use a hammer when you need a wrench: Results-based
monitoring and evaluation of projects" which she presented at the PMI Global Congress in Budapest. In
this lesson, we discuss her findings, which present to you some of the latest finding in project monitoring
as you prepare for the PMP Exam.
Interview Guest
Joy Gumz, PMP
http://www.projectauditors.com
http://www.linkedin.com/in/joygumz
P a g e | 85
Lesson 80.03 - Applied Concepts - Risk Attitudes

A Risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a projects
objectives. There are many hard tools out there that tell you how to identify your risks, how to quantify
them, how to define their impact on the project and what you can do in order to avoid or mitigate them.
But how do you and the stakeholders on your project react to risks? Do risks frighten you or do they
invigorate you? And what risk approach will a frightened project manager take versus the approach that
an invigorated one takes?
This discussion is at the core of Risk Attitudes. We are honored to welcome Janice Preston, PMP, to our
lesson to explore the four basic risk attitudes. Janice was a contributor to the risk section of the 1996,
2000, 2004, 2008 and 2012 versions of the PMBOK Guide and as such very qualified to look into this
with us. This lesson presents to you a clear definition of the risk attitudes mentioned in the Project Risk
Management Knowledge Area.
Interview Guest
Janice Preston, PMP
http://www.coreperformanceconcepts.com/
http://www.linkedin.com/pub/janice-preston/0/694/21b
Lesson 80.04 - Applied Concepts - Team Development

The dynamics of teams can be challenging. So what does it take to get a team to truly work together as a
well-oiled machine? This is the question that we explore with Diane Buckley-Altwies, PMP. She brings
together the theory of team dynamics and offers some real-world advice in dealing with dysfunctional
teams.
We look at what the effects of a dysfunctional team are and discuss some ways in which you can change
that. We also learn how to apply the concept of team dynamics, team dysfunctions and team
development in the real world.
Interview Guest
Diane Buckley-Altwies, PMP
http://www.coreperformanceconcepts.com/
http://www.linkedin.com/pub/diane-buckley-altwies/0/a74/447
Lesson 80.05 - Applied Concepts - The Communications Plan

Too often in our rush to produce deliverables the communications management plan is overlooked. This
happens everywhere, even in companies that have formal project management methodologies. On the
outset of your project you might have all the best intentions and take the time to create a communications
plan. But as the project progresses and day to day issues come your way the communications plan is
drifting ever more into the background. Your communications arent managed, new stakeholders arent
added to the list of recipients and all that remains is a nagging feeling that you are forgetting something.
Thats the story, when you use the communications plan as a tactical tool. But what if you approached it
strategically? What if you took the time and really managed your communications against the plan? Might
there even be benefits?
P a g e | 86
Margaret Meloni, PMP answers these question with a resounding Yes!, which is why she is our guest for
this lesson. The discussion presents to you a good overview of how the communications management
plan really helps you on a project. And this concept translates over to all the other management plans
mentioned in the PMBOK Guide.
Interview Guest
Margaret Meloni, PMP
http://www.margaretmeloni.com/
http://www.linkedin.com/in/margaretmeloni
Lesson 80.06 - Applied Concepts - The Value of Quality

Most often business applications do not have to achieve the same level of quality, accuracy, and
consensus or be as fault free as many aerospace, defense or medical-related systems. That isnt to imply
they dont strive for excellence and accuracy, only that it can be tolerated better. As a result, there are
different priorities placed on quality and the use of disciplined approaches that demand a lot of up front
time.
In this lesson we welcome Inez Marino to discuss with her approaches that employ such an up-front time
commitment that many businesses do not believe they can afford to spend. We also look at the
importance of high quality requirements on your projects.
This discussion presents to you one important quality concept: Quality is planned and not inspected. We
explore how that is done.
Interview Guest
Inez J. Marino, PMP
http://www.aplaninc.com/
http://www.linkedin.com/in/inezmarino
Lesson 80.07 - Applied Concepts - Earned Value

Lets look at your project. Do you know how it is doing? Are you currently within budget and within
schedule? Do you know what your cost performance index or your Schedule Performance Index is? If
your answer is Yes, then you are probably using Earned Value Techniques on your project.
You can find the EV formulas to calculate these numbers in the PMBOK Guide. But what good are
formulas if you really dont know what earned value really does on your project?
This is what we look at in this lesson with our guest Quentin Fleming. You might say that Quentin has
written The Book on Earned Value. That book is simply called Earned Value Project Management and
Quentin has a deep, deep understanding of this topic and the benefits it brings to project management.
This means we delve into Earned Value with one of the top names in the field and the discussion gives
you the background that you need in order to understand what all those formulas are really trying to say.
Interview Guest
Quentin Fleming
P a g e | 87
http://www.quentinf.com/
http://www.linkedin.com/pub/quentin-fleming/1/a56/287
Lesson 80.08 - Applied Concepts - Critical Chain

Are you struggling to get your projects done on schedule? Are you looking for a better, more profitable
way to get things done? Then how about looking at Critical Chain Project Management? CCPM was
developed based on Eliyahu Goldratt's Theory of Constraints and we are speaking with Allan Elder, PMP
in this lesson.
The discussion presents to you a very detailed explanation of critical chain. First we explore in detail the
problems of traditional time management and then we see how Critical Chain can help you. Its a concept
that every PMP aspirant should know about. We look at why our projects are late and how the Critical
Chain approach can benefit you. We also touch upon the student syndrome and Parkinsons law.
Interview Guest
Allan Elder, PMP
http://nolimitsleadership.com/
http://www.linkedin.com/pub/allan-elder/0/8b/4b2
Lesson 80.09 - Applied Concepts - Virtual Team Management

You probably noticed that communications technology seems to make the world smaller and smaller and
that our project teams are suddenly all over the planet. Your sponsor is in Germany, your customer is in
Chile, your engineer in Togo, two designers are in Sidney and you yourself are leading this team while
sitting with your laptop on the beaches of Tahiti. What a great life we PMs have!
But unfortunately, these virtual teams are quite demanding. You must deal with a multitude of cultures,
several time zones and the fact that your team doesnt have a chance to meet face to face. That is not an
easy task.
Adrienne Keane, PMP can help because of her experience in managing virtual teams for Cisco systems.
She also teaches a seminar on Effective Virtual Management at the University of California Irvine. And in
this lesson you hear her best practices. The discussion shows you how to apply good communication
skills in order build a cohesive team. Both are important aspects in the PMBOK Guide and on the PMP
exam.
Interview Guest
Adrienne Keane, PMP
https://twitter.com/adriennekeane/
http://www.linkedin.com/in/adriennekeane
Lesson 80.10 - Applied Concepts - Requirements Gathering

In this lesson we look at Requirements elicitation, which requires building relationships and trust among
project stakeholders. When trust is absent, the requirements elicitation process takes longer, may be
incomplete, and lead to lower morale. Although building relationships takes time and effort, it can actually
shorten project time and result in improved project performance.
P a g e | 88
Interview Guests
Elizabeth Larsson, PMP
http://www.watermarklearning.com/
http://www.linkedin.com/pub/elizabeth-larson-pmp-cbap-csm/4/97b/78a?trk=pub-pbmap
Richard Larsson, PMP
http://www.watermarklearning.com/
http://www.linkedin.com/in/bapmtraining
Lesson 80.11 - Applied Concepts - Culture Shock

The actual work environment that a project manager experiences on his or her project is not explicitly
discussed in the PMBOK Guide. Neither is working in a foreign country. The fact that working abroad
exposes your project to a different culture is acknowledged, but the concept of culture shock is not
mentioned. All of these are important concepts for a project manager to understand. Not just if you
yourself go and work in another country but also when you have team members that you bring on site or
are part of your virtual team. A team members background - his or her culture - is part of team
development and the general work environment on the project.
In this lesson, we look at one project managers experience when he was working on projects abroad.
Please remember that we dont claim that what you hear is all there is to it. Project management is a wide
field and the story you hear is about Kay Beewens experience as an international project manager with a
focus on Japan. If you yourself work in Japan on projects, then your experience may be different. That is
just the nature of things.
Interview Guest
Kay Beewen, PMP
http://sg.linkedin.com/in/kaybeewen
P a g e | 89
Module 99 - Goodbye.
L99.99 Goodbye
Welcome one last time to the PM PrepCast. Hopefully by now you realized
that taking the PMP Exam is not as daunting as it may at first appear.
We hope that you have enjoyed watching the course lessons, just as much as
we have enjoyed making them for you. But even more, we hope that you have
learned a lot and that you feel ready to go out and take the exam. If so, then
we have reached our goal.
The PM PrepCast Customer Survey

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P a g e | 90
Appendix A - Errata
Erratum (plurals: errata) comes from Latin errata corrige and refers to the correction of a publication. This
is the section where we list any errors in The PM PrepCast video lessons that we are aware of and their
corrections.
Lesson
Time
Correction
L01.03.2
02:30
The 12 Interpersonal Skilll Coaching is missing in the video. It is part of the

presentation, but Cornelius forgot to make it appear and talk about it during the
overview. It is, however, discussed in detail starting at 16:50 in the lesson.
L02.01
04:14
This slide was misinterpreted by some students thinking that it said OPA
updates are only an output from Control Communication in this Knowledge
Area when in fact OPA updates are an output of both Manage
Communications as well as Control Communications. This slide is intended
only as an example to explain what OPA are updated as part of the Control
Communications process and we simply did not address the other process.
L02.02.2
07:40
09:40
The process of Manage Communications does in fact have EEF as an input.

They are organizational culture and structure, government or industry
standards and regulations, as well as the PMIS.
L02.02.2
11:19
12:27
The process of Perform Qualitative Risk Analysis does in fact have EEF as an
input. They are industry studies and risk databases.
L04.05
21:25
23:38
We discuss Work Performance Information as the 2 input to this process.

However the correct input is Work Performance Reports.
L05.06
14:44
Cornelius says that the requirements traceability matrix was originally an output
of Control Requirements. He should have said Collect Requirements.
L06.xx
n/a
In the beginning of each lesson when we review the 7 processes of Time

Management, the process Control Schedule is defined as Monitoring the
status of the project and managing changes to the scope baseline. Of course,
this should be the schedule baseline.
L06.06
10:33
The slide text does not match what Cornelius is saying.
L06.07.1
14:50
The 4 bullet reads Consumptions & constraints. It should of course be

Assumptions & constraints.
L07.07.2
15:50
The range for an ROM estimate is correctly shown on the slide as -25% to
+75%, but you will hear Cornelius incorrectly say -25% to +25%.
L08.00
13:36
A bell curve is displayed but does not match Cornelius description. Cornelius is
referring to the bell curve as it relates to example and graph on the previous
slide on the number of throws.
L08.00
20:20
Instead of showing Sigma value levels corresponding to different levels of

quality and expected defects per 1,000,000, the lesson now focuses on the Six
Sigma percentage values that students need to focus on for the PMP exam.
th
nd
th
P a g e | 91
Lesson
Time
Correction
L08.00
24:40
The acronym for Health Insurance Portability and Affordability Act should be
HIPAA, not HIPPA.
L10.00
n/a
The fourth of the five communication types should be effective listening instead
of effective listing.
L11.01
01:16
The word the appears twice in the 3 bullet
L13.01.2
02:00
On line two it should say distant stakeholder instead of distant shareholder.

Same with the narration, where Cornelius should have said A company
shareholder is a distant stakeholder.
L70.00
L70.01.1
L70.01.2
L70.01.3
L70.01.4
rd
The slide on Specific Exam Content contains breakdown of the 42 instead of

47 project management processes.
09:00
The narration and the slide refer to the number of project management
processes. There are a total of 47: 2 in initiating, 24 (not 20) in planning, 8 in
executing, 11 (not 8) in M&C, 2 in the closing, with total 47 (not 42).
P a g e | 92
Appendix B - Version History of this Student Workbook

Version
1.00
1.01
Date
2013-07-07
2013-09-10
1.02
2013-10-18
1.03
2014-01-04
1.04
2014-01-17
1.05
1.06
2014-09-02
2014-10-17
Comments
Original
Developed and published the remaining lessons
Fixed a typo on the Errata Sheet - Yes we actually had an erratum in our
errata
Added information about HiRes and LoRes videos
Replaced cover image.
Added 2 errata to the list.
Added Appendix C.
Added 1 erratum to the list.
Added information on how to claim 35 PDUs for those who passed their PMP
st
exam before July 31 2013
Added Appendix P (as in PDUs)
Renamed Appendix D to Appendix T (as in Team)
PMI changed their PMP application form and is using different terminology
(i.e. they now use course title and no longer activity name) so we added the
new terminology in the What to write on your application section.
Created a YouTube video for certified PMPs who want to claim 35 PDUs for
watching The PM PrepCast and added the link to the How to claim PDUs
section.
Added various but minor Errata (L02.02, L05.06 L08.00, L10.00, etc.)
Improved the lesson descriptions in the Integration and Scope section. Added
several errata.
P a g e | 93
Appendix C - CAPM Lesson Checklist

Are you using The PM PrepCast in order to prepare for the Certified Associate in Project Management
(CAPM) exam? Then you only have to watch part of our lessons. Use the following table as your
checklist.
No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
Lesson
Module 00.0
L00.00
Module 00.1
L00.10
Module 00.2
L00.20
L00.21
Module 00.3
L00.30
L00.31
L00.32
L00.33
L00.34
L00.35
L00.36
Module 00.4
L00.40
Module 00.9
L00.99
Module 01
L01.00
L01.01
L01.02
L01.03.1
L01.03.2
L01.04
L01.05.1
L01.05.2
L01.06
L01.07
L01.08
L01.09
L01.99
Module 02
L02.00
L02.01
L02.02.1
Title
Welcome
Student Workbook
Tutorials
The PMP Exam
PMP Exam Overview
Key Exam Activities
PMIs PDU Secrets
The Final Exam
RAM, R&R and RBS
Baselines
CAPM
Yes
Yes
Yes
Yes
No
Yes
No
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 94
No
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
Lesson
L02.02.2
L02.03
L02.04
L02.99
Module 03
L03.00
L03.01
L03.99
Module 04
L04.00
L04.01
L04.02
L04.03.1
L04.03.2
L04.04
L04.05
L04.06
L04.99
Module 05
L05.00
L05.01
L05.02.1
L05.02.2
L05.03
L05.04
L05.05.1
L05.05.2
L05.06
L05.99
Module 06
L06.00
L06.01
L06.02
L06.03.1
L06.03.2
L06.04
L06.05.1
L06.05.2
L06.06.1
L06.06.2
L06.06.3
L06.06.5
Title
Define Scope
Create WBS
Control Scope
Define Activities
CAPM
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 95
No
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Lesson
L06.07.1
L06.07.2
L06.08
L06.99
Module 07
L07.00
L07.01
L07.02.1
L07.02.2
L07.03.1
L07.03.2
L07.04.1
L07.04.2
L07.05.1
L07.05.2
L07.06
L07.99
Module 08
L08.00
L08.01.1
L08.01.2
L08.02
L08.03.1
L08.03.2
L08.04
L08.99
Module 09
L09.00
L09.01
L09.02
L09.03.1
L09.03.2
L09.04.1
L09.04.2
L09.05.1
L09.05.2
L09.06
L09.99
Module 10
L10.00
L10.01.1
L10.01.2
Title
Network Diagram
Delegation
CAPM
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 96
No
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
Lesson
L10.02.1
L10.02.2
L10.03.1
L10.03.2
L10.99
Module 11
L11.00
L11.01
L11.02.1
L11.02.2
L11.03.1
L11.03.2
L11.04
L11.05.1
L11.05.2
L11.06
L11.07
L11.99
Module 12
L12.00.1
L12.00.2
L12.01.1
L12.01.2
L12.01.3
L12.02.1
L12.02.2
L12.03.1
L12.03.2
L12.04
L12.99
Module 13
L13.00
L13.01.1
L13.01.2
L13.02
L13.03
L13.04
L13.99
Module 40
L40.01
L40.02
L40.03
Title
Control Risks
Close Procurements
Kevin Reilly, PMP
CAPM
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
P a g e | 97
No
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
Lesson
L40.04
Module 50
L50.00
L50.01
L50.02
Module 60
L60.00.1
L60.00.2
Module 70
L70.00
L70.01.1
L70.01.2
L70.01.3
L70.01.4
L70.02
L70.03
L70.04
L70.05
L70.06
Module 80
L80.00
L80.01
L80.02
L80.03
L80.04
L80.05
L80.06
L80.07
L80.08
L80.09
L80.10
L80.11
Module 99
L99.99
Title
Bill Rouck, PMP
The Agile Manifesto
Code of Ethics
Applied Concepts
Authority
Project Monitoring
Risk Attitudes
Team Development
Earned Value
Critical Chain
Culture Shock
Goodbye
Goodbye
CAPM
No
No
No
No
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Yes
P a g e | 98
Appendix P - PDU Lesson Checklist

This only applies for those who are already PMP certified.
st
If you passed your PMP exam before July 31 2013, then you can watch The PM PrepCast and earn 35
th
PDUs for upgrading your knowledge to the new PMBOK Guide 5 Edition as follows:
The good news is that you do not have to watch all the lessons. This is because some lessons are
intended only for those who are currently preparing for their PMP exam. Simply watch the lessons in the
following table and you are good to go.
Please note that you still have to pass the Final Exam in order to receive your PDU certificate. This is a
PMI requirement.
No
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
Lesson
Module 00.0
L00.00
Module 00.1
L00.10
Module 00.2
L00.20
L00.21
Module 00.3
L00.30
L00.31
L00.32
L00.33
L00.34
L00.35
L00.36
Module 00.4
L00.40
Module 00.9
L00.99
Module 01
L01.00
L01.01
L01.02
L01.03.1
L01.03.2
L01.04
L01.05.1
L01.05.2
L01.06
L01.07
L01.08
L01.09
Title
Welcome
Student Workbook
Tutorials
The PMP Exam
PMP Exam Overview
Key Exam Activities
PMIs PDU Secrets
The Final Exam
RAM, R&R and RBS
Baselines
PDU
Yes
Yes
Yes
Yes
No
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 99
No
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
Lesson
L01.99
Module 02
L02.00
L02.01
L02.02.1
L02.02.2
L02.03
L02.04
L02.99
Module 03
L03.00
L03.01
L03.99
Module 04
L04.00
L04.01
L04.02
L04.03.1
L04.03.2
L04.04
L04.05
L04.06
L04.99
Module 05
L05.00
L05.01
L05.02.1
L05.02.2
L05.03
L05.04
L05.05.1
L05.05.2
L05.06
L05.99
Module 06
L06.00
L06.01
L06.02
L06.03.1
L06.03.2
L06.04
L06.05.1
Title
Define Scope
Create WBS
Control Scope
Define Activities
PDU
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 100
No
235
236
237
238
239
240
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254
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258
259
260
261
262
263
264
265
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267
268
269
270
271
272
273
Lesson
L06.05.2
L06.06.1
L06.06.2
L06.06.3
L06.06.5
L06.07.1
L06.07.2
L06.08
L06.99
Module 07
L07.00
L07.01
L07.02.1
L07.02.2
L07.03.1
L07.03.2
L07.04.1
L07.04.2
L07.05.1
L07.05.2
L07.06
L07.99
Module 08
L08.00
L08.01.1
L08.01.2
L08.02
L08.03.1
L08.03.2
L08.04
L08.99
Module 09
L09.00
L09.01
L09.02
L09.03.1
L09.03.2
L09.04.1
L09.04.2
L09.05.1
L09.05.2
L09.06
Title
Network Diagram
Delegation
PDU
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
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No
274
275
276
277
278
279
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281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
Lesson
L09.99
Module 10
L10.00
L10.01.1
L10.01.2
L10.02.1
L10.02.2
L10.03.1
L10.03.2
L10.99
Module 11
L11.00
L11.01
L11.02.1
L11.02.2
L11.03.1
L11.03.2
L11.04
L11.05.1
L11.05.2
L11.06
L11.07
L11.99
Module 12
L12.00.1
L12.00.2
L12.01.1
L12.01.2
L12.01.3
L12.02.1
L12.02.2
L12.03.1
L12.03.2
L12.04
L12.99
Module 13
L13.00
L13.01.1
L13.01.2
L13.02
L13.03
L13.04
Title
Control Risks
Close Procurements
PDU
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
P a g e | 102
No
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
Lesson
L13.99
Module 40
L40.01
L40.02
L40.03
L40.04
Module 50
L50.00
L50.01
L50.02
Module 60
L60.00.1
L60.00.2
Module 70
L70.00
L70.01.1
L70.01.2
L70.01.3
L70.01.4
L70.02
L70.03
L70.04
L70.05
L70.06
Module 80
L80.00
L80.01
L80.02
L80.03
L80.04
L80.05
L80.06
L80.07
L80.08
L80.09
L80.10
L80.11
Module 99
L99.99
Title
Kevin Reilly, PMP
Bill Rouck, PMP
The Agile Manifesto
Code of Ethics
Applied Concepts
Authority
Project Monitoring
Risk Attitudes
Team Development
Earned Value
Critical Chain
Culture Shock
Goodbye
Goodbye
PDU
Yes
No
No
No
No
Yes
Yes
Yes
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Yes
P a g e | 103
Appendix T - The PM PrepCast Team

The following people have been instrumental in developing the current version of The PM PrepCast, The
PM Exam Simulator and The PMP Exam Formula Study Guide:
Cornelius Fichtner, PMP, CSM

Cornelius Fichtner is the creator and primary instructor of The PM PrepCast.
About me
Its all my wifes fault, because in 2004 she gave me an iPod as my birthday
present. I began listening to podcasts and realized that while it was easy to
find news, comedy and science podcasts, there was nothing available for
project managers. So I decided to create and launch The Project
Management Podcast, which you can still find at www.pm-podcast.com. I also
recognized the convenience a podcast would offer for PMP Exam
preparation, and that realization marked the birth of The PM PrepCast, which
you are now using for your exam studies.
I have worked as a Project Manager in Switzerland, Germany and in the USA
since 1989. I passed my PMP exam in April 2004. I have led projects for a
management consulting company, a national retailer, an internet startup
company for one of the oldest financial service providers in the USA.
I currently live in Silverado, California, USA with my wife and our three computers.
Connect with me
LinkedIn: http://www.linkedin.com/in/corneliusfichtner
My blog: http://www.cornelius-fichtner.com
My Favorite PMP Exam Tips
The only thing you should memorize from the PMBOK Guide is table 3-1, which is the overview
of the Knowledge Areas, Process Groups and where all of the processes go. Do not memorize
anything else. Instead study and understand the concepts behind all the Inputs, Tools &
Techniques and Outputs (ITTOs) and why we use them.
Read the first 25 pages of the PMP Credential Handbook to understand all the eligibility
requirements and exam administration procedures: http://www.pm-prepcast.com/pmphb
Read the PMP Examination Content Outline cover to cover to understand what topics will be on
the exam: http://www.pm-prepcast.com/pmpoutline
Assume that your application will be audited and be ready for it. So get in touch with all the
Contact Persons that you name on your PMP Exam application form before you submit it. Make
sure that they see and agree with the information on your application ahead of your submission.
P a g e | 104
Jonathan Hebert BS, CPhT

Jonathan is a project management consultant and the lead project manager of The PM PrepCast update.
About me
I agree with Cornelius, it is all the fault of Shawn Pendley, Corneliuss wife.
Shawn was a colleague I met in 2006 while employed as a Senior Project
Manager at AMO-Advanced Medical Optics. Shawn worked in the Regulatory
Affairs group and she was the business lead on a project I managed. We
worked together well and over time I got to know Cornelius and the PM
PrepCast, which I am using to prepare for the PMP exam I will take in
September.
I have what many have referred to as a diverse background. My academic
studies and training is in synthetic organic chemistry and life sciences. In
1992 I embarked on a career in drug discovery research in the
pharmaceutical industry. My work and the knowledge I acquired in seven
years as a Medicinal Chemist was fascinating and much like getting a PhD in
Ophthalmology and Oncology drug research. I am a contributor to two
publications in the Journal of Medicinal Chemistry and the holder of two U.S.
Patents. With modern drug discovery increasingly utilizing the power of
computational tools I further advanced my knowledge of the discipline by accepting a position as a Field
Application Scientist at MDL Information Systems, a leader in cheminformatics and drug discovery
software. In 2001 after four years assisting the efforts of many of the worlds pharmaceutical companies I
put to use this experience as a Business Analyst in the DRI - Discovery Research Informatics group at
Pfizer Inc. in La Jolla CA. This work exposed me to project management and while employed I
successfully completed in-house PMI Project Management training in 2005 and was promoted to project
manager. My project management experience at Pfizer covers both local and global DRI software
initiatives described in detail on my LinkedIn profile provided below. I subsequently accepted the position
of Senior Project Manager at AMO referred to in the introductory paragraph where I worked until 2008. I
took an academic sabbatical from project management and obtained a teaching credential and completed
additional studies in human anatomy and physiology, microbiology, and cellular biology. Upon completion
of this work I was hired as a project manager in 2012 by Amgen Inc. and helped to establish a PMO in the
Clinical Immunology group at their headquarters in Thousand Oaks CA. At present I work as an
independent contractor for OSP-International and serve as the project lead for the new 2013 PM
PrepCast.
I currently reside in Fullerton, CA, USA.
Connect with me
LinkedIn: http://www.linkedin.com/pub/jonathan-hebert/1/247/71/
My Favorite PMP Exam Tip

Learn the concepts and content of the PMBOK Guide, dont just memorize the information.
P a g e | 105
Peter Dakessian, MBA, PMP, CSM

Peter Dakessian is a Project Management Consultant for The PM PrepCast.
About me
I am an experienced project manager with 8 years of success leading all phases
of technology and business projects. Along my path to becoming a better project
manager, I have worked hard to earn my PMP certification, as well as my MBA
and CSM. Before getting into project management, I had the honor of serving in
the US Army with the 509th Parachute Infantry Regiment as an Airborne
Infantryman and earned the Purple Heart while deployed to Iraq.
I currently live in Orlando, Florida with two very lazy cats.
Connect with me
LinkedIn: http://www.linkedin.com/in/PeterDakessian
Study to learn the material and to make yourself a better project manager, instead of just trying to
cram information to pass the exam. This method will help you long after the exam is over, and
your skills will be better for it!
Know your formulas! They are very important and play a large part in the exam.
P a g e | 106
Yazmine Darcy MBA, PMP, Six Sigma Greenbelt

Yazmine Darcy is a project management consultant who created and
developed content for the PM PrepCast.
About me
Being open to the unexpected leads to wonderful opportunities
Without that kind of optimism, I may not have left the Philippines to get a
college degree in the US. Perhaps, I would never have married my graduate
school sweetheart nor been blessed with three wonderful children.
That attitude coupled with MBA knowledge and PMP skills have continually
opened career doors for me, enabling enrichment all over the world with roles
in Manila, Virginia, Maryland, Dublin, and Florida. Ive led many efforts,
delivering results in different industries, including finance (retail operations,
internet banking, retirement systems, treasury operations, and global
markets), human resources, systems security, and aviation. A love for
learning has been invaluable in my professional life as I've built a deep portfolio of skills in project &
program management, business analysis, and change management.
After living in Ireland for nearly five years, my family recently moved to Weston, Florida, a suburb of Miami
in search of some much needed sunshine. Although missing family and friends (& even the Irish weather
when its really humid), overall Im enjoying life back in the US.
Connect with me
LinkedIn: www.linkedin.com/in/yazminedarcy
Treat the PMP Exam like a project you are managing. Set target dates and milestones. Map out
a timeline. Assess your areas of greatest risk and plan out how to mitigate them. Get additional
resources if you need it, such as the PM PrepCast and Flashcards, sample exams or find a
study partner/coach.
Dont keep the fact that you are going to take this exam a secret. That way your co-workers,
family, and friends can support you through the exam preparation process.
Justine Harris
Justine is the voice of The PM PrepCast.
About me
I am a voice-over artist and former radio show host. I have worked extensively on BBC and on
commercial TV and radio campaigns, selling everything from luxury holidays to clubwear. I am currently
the station voice for 6 BBC radio stations.
I live in Harpenden, Hertfordshire, United Kingdom
Connect with me
LinkedIn: http://uk.linkedin.com/pub/justine-harris/3/527/467/
Bookings: http://www.voiceovers.co.uk/justine.harris
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Dan Healey, PMP, P.E., C.E.M., MBA

Project management consultant Dan Healey developed training content for
our lessons and helped ensure PMP exam conformity.
About me
It seems like I have been a project manager my whole career, even before I
knew there was such a thing as a project management professional. I became
an official PMP in October of 2003 and have used my credential to manage
projects related to information technology, facilities management and
engineering. My experience has been in manufacturing, mortgage banking
and consulting. I am currently working as a senior consultant providing
mechanical engineering expertise to a wide variety of clients that require
review and analysis of facility assets. I evaluate mechanical, electrical and fire
life safety systems by performing property condition assessments in review of
mid to high-rise office buildings, multi-family housing, industrial complexes
and retail campus properties. I also provide pre-construction plan review of
drawings for code compliance and insure that cross-discipline designs are in adherence with engineering
requirements.
I am an active member of the Project Management Institute (PMI) and currently hold the position of
director of education for the local PMI chapter. I am a PMP prep workshop instructor and run the
workshops provided by the orange county PMI chapter.
I currently live in South Orange County, California, USA with my wife, one of my three daughters and my
grandson.
Connect with me
LinkedIn: http://www.linkedin.com/pub/dan-healey/1/714/5a7
Before you select a Prometric center to take your exam find out what the rules are so you will
know what to expect the day you arrive at the center. Since you will not be able to take your own
materials into the testing area make sure that the center will provide you with a pencil and paper.
Practice your brain dump of key concepts and formula. When you practice writing your brain
dump make sure that the same information always goes on the same place on the page. This
association will help you recall the information easier and on the day of the exam be prepared to
produce this information onto the paper that you get from the testing center.
Always get a good night of rest before you take the exam and give yourself plenty of time to make
it to the testing center.
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Beverly M. Herndon, MSM, PMP, Project+

Beverly supported us in a project management consultant role, creating and
developing training content for our PM PrepCast lessons.
About me
I have been a certified Project Management Professional since 2008.
Obtaining the PMP certification was a great milestone for me as I felt that
holding and maintaining such an esteemed certification would demonstrate
dedication to the profession as well as expand my career opportunities. It has
done both.
My project management background is in the telecommunications industry.
There, I served as Project Manager and Project Lead on a number of
infrastructure and application installation projects. In the last few years Ive
been the owner of my own photography business, so putting to use excellent
Program and Project Management knowledge has proven to be beneficial to
the success of my business.
I am a member of both the national and local chapters of the Project Management Institute with a goal of
becoming more involved in my local chapter. In the near future, I intend to start preparing to test for the
PMI-ACP exam.
Connect with me
LinkedIn: www.linkedin.com/in/bmherndon/
Memorization is NOT the key. Besides the fact that it is virtually impossible to memorize all of the
processes, inputs, tools & techniques, outputs, etc., it is not the most successful technique to use
for success on the PMP exam. Instead, seek to understand the concepts and how and when to
apply them. That will give you the tools to logically reason your way through those difficult
questions that you are unsure of.
Use multiple study aids to prepare for the exam. Obviously the PMBOK Guide should be used,
but also invest in exam simulators, and courses such as the PM Prepcast as they enable you to
study "on the go".
P a g e | 109
Kevin W. Reilly, PMP, PMI-ACP, CSM, CSPO

Kevin Reilly is a Senior Consultant at KR-PM Training Solutions. He
developed training content for our PM PrepCast lessons and helped ensure
PMP exam conformity on many lessons.
About me
As a Project Management Practitioner, Certification Trainer, Best Practices
Coach and PMI Chapter Speaker with over 20 years experience, I have
consistently provided internal and external corporate clients and private
individuals the superior training and knowledge transfer necessary to help
them enhance their personal and professional Project Management success.
I am an active member of the Project Management Institute, the Agile Alliance
and the Scrum Alliance, and I highly value being active in the Global Project
Management Community in order to promote the positive values of Project
Management, regardless of the philosophy or framework employed.
My current focus is on providing insightful PMI Chapter presentations, Top Quality Instruction, Materials
and Support for Project Management Certification Exam Preparation, Project Management Training, and
Agile Coaching. I also understand the importance of holding a certification in Project Management
because it promotes a high level of stakeholder confidence in a Project Manager's knowledge, experience
and commitment to quality project outcomes.
I currently live in the Temecula Valley Wine Country in Southern California with my wife.
Connect with me
LinkedIn: www.linkedin.com/in/kevinwreilly/
Develop a Project Plan for your studies because you should treat studying for the PMP Exam
as a project with an end goal of passing the Exam.
Start filling out your PMP Application as soon as possible. When filling out the PMP Application,
treat it like you are applying for a job. Verify that your references still know like and trust you (and
vice-versa), that you have current contact information for them, that you send them a PDF copy of
your application, and that you explain the PMP Vocabulary on your application, so that they will
understand the language and be prepared for any questions in case you get audited.
Read the PMBOK Guide once (including the Glossary) and highlight all those areas in the book
where the principles are not immediately clear.
Read the PMBOK Guide again (including the Glossary) and create your own Flash Cards for
those terms that you highlighted during your first pass, and focus your studies on these areas.
Purchase the PM PrepCast, listen to lessons and read all materials at least once. Then reference
back to these lessons whenever you have a free moment to maximize your study efforts.
Take a 3-Day PMP Exam Prep Boot Camp Class with a Professional Instructor within 45 days of
your exam date so you know the specific areas on which you will need to concentrate. This is
crucial since they will teach you the correct way to do your PMP Exam Prep brain dumps.
Practice! Practice! Practice! Purchase the OSP International Exam Simulator and take the full
200-Question Practice Exams. Get rid of the dog, the cat, your children and your significant other
(temporarily), and lock yourself in a room when taking the practice exams. This will help you
become accustomed to the environment and the mind set you will need at the Prometric Test
Center for the actual exam. Once you have scored over 80% of the questions correctly on 2-3
practice exams in a row, you are ready to sit for the actual PMP Exam.
P a g e | 110
Neal Rowland, PMP, PMI-ACP, ITIL Expert

Neal developed training content for our PM PrepCast lessons in a project
management consultant role.
About Me
I received my Project Management Professional (PMP ) in 2006 because
my company was hosting a class for it. Turns out the way I was conducting
project management was not always the best, so learning the better practices
really excited me. I began instructing others immediately after becoming
certified. Made it my profession, travelling all over instructing PMP and
general project management classes, as well as online. Beyond
instructionally designing instructor-led, blended, and online courses, I also
explored other certifications. Living in the Seattle area and part of IT and
software projects throughout my career, I also gained the IT Service
Management (ITIL) certifications. I found these to be quite complementary
to the PMP certifications. After gaining certifications and starting doctoral
work, I decided I should do more than the academics and return to the field. I
joined Microsoft for 3 years as a consultant. During that time, our team
dabbled in new thing called agile project management. Curious to see how this really should be
conducted - compared to the ad hoc method that was attempted - I learned all I could on Agile Project
Management (PMI-ACP) and naturally got certified.
Beyond instructing PMP, PMI-ACP, and ITIL courses worldwide, I am a presenter, on screen talent
for video courseware, consultant, and app designer [including a trivia app in the Windows 8 store and
Kindle called Gridiculous].
I have lived in Seattle for the past 8 years, but recently relocated to Detroit, Michigan with my wife, three
kids, with one more on the way. The fourth being the reason for the relocation - grandparents nearby!
Connect with me
LinkedIn: http://www.linkedin.com/in/neallrowland/
Some of my suggestions border on silly - but oddly all effective. A silly but effective strategy you
might want to borrow is the use of mnemonics and visualization. To help you memorize the
plethora of items in the PMBOK Guide, you can always create a visual story. Either you can
draw cartoons like I do or simply walk through your house.
If drawing pictures, dont worry about how good it looks. As long as you know what it is trying to
represent, it is good enough. Most of us are visual learners. Seeing a quick image lasts longer
than a page of text. Like the old phrase, A picture is worth a thousand words, use imagery to
make a point stick in your mind. Find an image that connects the content to you. If that is drawing
a crude box to represent the project management plan - perfect! If it works for you, then it works.
The benefit of this strategy is not necessarily the end product [the drawing] but the process you
go through to image analogies and make new neural connections in your brain. Seeing the
content in a new way goes a long way.
The other option is to paint a mental picture. Take a mental - or better yet physical - journey
through your house, for instance. Start at the front door. That is your Project Charter. It starts your
journey [project]. Then find items to represent all the processes. Maybe that baby picture on the
wall represents Acquire Project Team. That family portrait represents Develop Project Team. That
report card hanging on the refrigerator represents Manage Project Team. Or that coat closet,
Performs Integrated Change Control? It is your story. Make it your own. You laugh now, but you
will be amazed on how well it actually works. Go on, try it. You will probably never look at your
house/apartment/dwelling the same again!
P a g e | 111
And if you want a third option, you could always write a story to cover the processes or whatever
area you wish to cover. Maybe a pirate ship story? Arggh, Matey!
Eugene Dutz, MBA

Gene is a PM consultant who reviewed and updated our PMP Exam
Formula Study Guide.
About me
I have dabbled in Improvisation, which focuses on acting, characterization,
creativity and spontaneity through improvised scenes. I have also become
an active Toastmaster obtaining my Competent Communicator designation
in June 2013. You might ask what these two disciplines have to do with
project management and business analysis. Plenty! With both endeavors, I
have been able to practice my listening skills, which have been invaluable
tools for me in my gritty determination to be an effective project manager
and business analyst.
I have worked as a business analyst, business systems analyst and project
manager for over 25 years, with a large share of that time devoted to
analysis. I have worked for a sizeable multinational company that produced
copiers and computers as a business systems analyst. I have also worked for a consulting firm that
concentrated on small to medium size businesses in the manufacturing and service industries. In the last
10 years, as an independent consultant, I have focused on jobs where I can use my analytical and
communication skills. Working with the team that brought OSP-Internationals extensive PMP Exam
Preparation material into compliance with the PMBOK Guide 5th Edition was such an opportunity.
I reside in Fullerton, California, USA with my plants and the occasional visit from my son and daughter-inlaws dog, Obie.
Connect with me
LinkedIn: http://www.linkedin.com/in/genedutz
My favorite PMP Exam Tips
I believe it is extremely important to know the PMBOK Guide 5th Edition Formulas inside and
out, backwards and forwards and if you have any doubts, sideways as well. Not only do you need
to be able to execute them quickly, you need to know the concepts behind them and the
situations in which you apply them. If you dont have this information embedded in your brain, you
are going to waste valuable time.
Time is your enemy when you are taking the PMP exam. Waste not, want not and one-way
to do this is to immerse yourself in preparation material that will put you at the head-of-the-class.
You will find such comprehensive formula material at http://www.project-managementformulas.com/. Additionally, remember the three most important things you can do in preparing
for the exam is: practice practice practice.
P a g e | 112
Khurram Hussain, PMP, MCTS, CSSBB, CSM

Khurram is a PM consultant and the lead project manager of our PMP Exam
Simulator.
About me:
I entered the project management profession quite by accident. After
graduating from the University of Lahore with a degree in computer science, I
was hired as a database consultant at the International Organization for
Migrations (IOM), a subsidiary of the United Nations Organization. From IOM,
I moved to Motorola, and here my project management career began. I was
fortunate to serve several roles in project management while at Motorola and
gain invaluable experience. Later I worked at Bahrain Airport and was
responsible for overseeing the continuous improvement and infrastructure
development program. Currently I am working in Saudi Arabia as a project
control manager.
Connect with me:

Linkedin: http://bh.linkedin.com/pub/khurram-hussain-pmp-mctscssbb/19/bb1/909
My Favorite PMP Exam Tips:
The PMP exam is targeted toward practicing project managers. Make sure that you have been
involved with project initiation, planning, execution, monitoring & controlling, and closing. If you
havent been following the PMBOK Guide processes on your projects earlier, thats fine. Whats
more important is that you have the experience of managing projects throughout the project life
cycle.
For each input, tool and technique, and output for each PMBOK Guide process, ask yourself
why this input, tool and technique, or output is important for this process. What would happen to
the process if you wouldn't have this? This will help you better understand all of the concepts.
Solve a lot of PMP sample questions before the exam. Ideally, you should take (and pass) at
least four, well-rounded, 200-question simulated PMP exams before you actually attempt your
real PMP exam.
P a g e | 113
Topic Index
Are you looking to brush up on a specific topic? Then use the topic index to quickly identify the lesson(s)
in which that topic is discussed.
Please note that Module 70 is a review of the complete PMP Examination Content Outline. This means
that lessons L70.00 - L70.06 touch upon pretty much all topics. So we decided to leave Module 70 out of
this index, because it made it unreadable with so many L70.xx showing up for every single topic. Simply
be aware that you can most likely find your topic also in the lessons of Module 70.
A
Accepted deliverables, L04.04, L04.05, L04.06,
L05.05.2
Accuracy of cost estimating, L07.02.2
Accuracy, L08.00
Acquire Project Team process, L01.02, L01.07
Acquire Project Team, L02.02.2, L09.02
Activities to close a project, L04.06
Activity attributes, L01.06, L06.02, L06.03.2,
L06.04, L06.05.1, L06.06.1
Activity cost estimates, L07.02.2, L07.03.1,
L11.02.1, L12.01.1
Activity duration estimate, L06.05, L06.06.1,
L11.02.1
Agreement partial termination, L12.04

Agreement updates, L12.02.2
Agreements, L04.01, L07.03.1, L12.00.1,
L12.03.1
Alignment tools and techniques, L06.07.2
Alternatives generation, L05.03
Analogous estimating, L06.05.2, L07.02.2,
L07.03.2
Analytical techniques, L04.04, L04.06, L06.01,
L07.01, L11.01, L12.02.2, L13.00, L13.02
Analyze & classify stakeholders, L13.01.2
Analyze risk, L11.00
Applying leads and lags, L06.03
Appraisal costs, L08.01.2
Activity list, L01.06, L06.02, L06.03.2, L06.04,

L06.05.1, L06.06.1
Approach to procurement management,

L12.00.2
Activity network diagrams, L06.03, L08.04
Approved change request, L04.05, L08.03.2,

L12.03.1
Activity resource requirements, L06.04,

L06.05.2, L06.06.1 L09.01, L12.01.1
Approved change requests review, L04.05
Activity-on-Node (AON), L06.08.1
Arrow diagramming method, L06.08.1
Actual cost (AC), L07.05.1
Aspects of team building, L09.05.1
Adaptive life cycles, L02.04
Aspects of the project charter, L01.04
Adjourning team, L09.05.1
Assign PM to project, L01.02, L04.01
Adjusting leads and lags, L06.03
Assumptions analysis, L11.02.2
Advanced Cost Theory, L07.06
Assumptions log update, L11.03.2, L11.05.2
Advanced Quality Management Tools, L08.04
Attribute sampling, L08.03.1
Affinity diagram, L05.02.1, L08.04
Authority, L01.02, 13.01, L80.01
Agile Manifesto, L50.00, L50.01
Avoiding delegation mistakes, L09.06
Agile Project Management, L50.00
Avoiding micromanagement, L09.06
Agreement early termination, L12.04
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Cancellation validation, L05.05.1
Backlog, L50.00, L50.02
Categorize stakeholders, L13.01.2
Backward pass analysis, L06.06.2, L06.08.1
Cause-and-effect diagram, L08.01.2, L08.04,

L11.02.2
Bar chart, L08.00

Baseline, L01.02, L01.09, L08.01, L08.02
Basic communication model, L10.00
Basis of estimates, L07.02.2, L07.03.1
Benchmarking, L05.02.2, L08.01.2
Beneficial variances, L05.06
Benefit cost analysis, L07.06
Benefit cost ratio, L07.06
Benefits of quality, L08.01.1
Benefits of time management, L06.00
Beta distribution, L06.05.2
Bidder conference forms, L12.02.1
Bidder conferences, L12.02.1
Bottom-Up estimating, L06.00, L06.04, L07.02.2,
L07.05.2
Brainstorming, L05.02.1, L07.02.2, L08.01.2,
L11.02.2
Causes of micromanagement, L09.06

Change control board (CCB), L04.05
Change control system, L01.05.1, L04.05
Change control tools, L04.05
Change control types, L04.05
Change control, L01.05.1
Change log, L04.05, L13.03, L13.04
Change management plan, L05.06
Change request(s) corrective action, L10.03.2
Change request(s) preventive action, L10.03.2
Change request(s) updates, L05.05.2, L05.06,
L10.03.2, L11.05.2, L11.06, L12.01.3, L12.02.2,
L12.03.2, L13.04
Change request(s), L04.03.2, L04.04, L04.05,
L06.07.2, L07.04.2, L08.02, L08.03.2, L09.04.2,
L13.03
Change requests flow, L04.03.2
Budget constraint changes, See Cost constraint

changes
Changing project human resources, L09.00
Budget, L01.08, L07.02.2, L07.03.2, L08.01
Charter content, L04.01
Buffer management, L06.06.2
Checklist Analysis, L11.02.2
Buffer schedule types, L06.06.2
Checksheet elements, L08.04
Buffer(s), L06.06.2
Checksheets, L08.01.2, L08.04
Business case, L01.04, L04.01

Business value, L01.01
Close procurements versus close project/phase,

L12.04
Buyer obligations, L12.03.1
Close procurements, L12.00.2, L12.04
Buyer source selection criteria, L12.01.3
Close project or phase process, L04.06
Buyer, L12.00
Closed Procurements process, L12.04
Characteristics of project life cycle, L02.04
Closing Process Group, L03.01, L04.06
C
Calculating early finish, L06.08.1
Coaching, L01.03.2
Calculating early start, L06.08.1
Code of Ethics and Professional Conduct,

L60.00.1, L60.00.2
Calculating late finish, L06.08.1
Coercive power, L09.05.1
Calculating late start, L06.08.1
Collect Requirements process, L05.00, L05.02.1
P a g e | 115
Collect Requirements, L05.02
Contract change control system, L12.03.2
Collocated Team Benefits, L02.03
Contract requirements, L12.01.2
Collocated teams, L02.03, L09.03.2, L09.05.1
Contract types, L12.01.2
Communication audience, L10.02.1
Contractual modifiers, L12.01.2
Communication language, L10.02.1
Control account (CA), L04.04, L07.02.1,

L07.03.2, L07.04
Communication management plan updates,

L10.03.2, L12.01.3
Communication management processes,
L10.02.1
Communication methods, L10.00, L10.01,
L10.02.2, L13.00, L13.03
Communication models, L10.01, L10.02.2
Communication requirements analysis, L10.01
Communication skills, L01.03.1
Communication technology, L10.01, L10.02.2
Communication types, L10.00
Communications management plan, L04.02,
L10.01, L10.02.1, L13.03, L80.05
Competing Project Constraints, L01.08
Components of a project schedule, L06.00
Control change, L07.04.1

Control charts, L08.01.2, L08.04
Control Communications process, L07.04,
L10.03
Control Costs process, L07.04
Control limits, L08.03.1
Control Procurements process, L12.00
Control Procurements, L12.03
Control Quality process, L08.02, L08.03.1,
L08.03.2
Control Risks process, L11.00, L11.06
Control Schedule, L02.02.1, L06.07
Control Scope process, L05.06
Composite organization, L02.00
Control Stakeholder Engagement process,

L13.04
Conduct Procurements process, L12.00, L12.02
Control tools, L08.01.2
Configuration management plan, L05.06
Corporate knowledge base, L02.01
Configuration management system, L04.05
Corrective action, L04.05
Conflict avoidance, L09.05.1
Correspondence updates, L12.03.2
Conflict management, L01.02, L01.03.2, L04.03,

L09.04.2
Cost aggregation, L07.03.2
Conflict resolution techniques, L09.04.2,

L09.05.1
Conformance, L08.01.2
Constraints, L01.01, L01.02, L01.08, L07.02.1,
L01.08, L08.01, L08.02
Context diagrams, L05.02.2
Contingency allowance, L07.02.2, L07.03.2
Contingency reserve, L07.02.2, L07.03.2
Contingency, L07.02.2, L07.03.2, L07.04.2
Contract and scope change, L12.01.2
Contract and scope, L12.01.2
Cost baseline, L01.02, L04.02, L07.02,

L07.03.2, L07.04.1,L07.04.2
Cost benefit analysis, L08.01.2
Cost categories, L07.02.1
Cost constraint changes, L01.08
Cost forecasts, L04.04, L07.04.2
Cost historical relationships, L07.03.2
Cost management concepts, L07.06
Cost management plan categories, L07.00,
L07.01
Cost management plan, L01.02, L04.02, L07.00,
L07.02.1, L07.03.1, L07.04.1, L07.04.2,
L11.02.1, L11.04
P a g e | 116
Cost of conformance, L08.01.2
Decomposition, L05.04, L06.02
Cost of failure, L08.01.2
Defect repair, L04.03, L04.04, L04.05, L08.02,

L08.03.2
Cost of non-conformance, L08.01.2

Cost of quality (COQ), L07.02.2, L08.01.2
Cost overruns, L07.04.1
Cost performance baseline, L01.09
Cost performance index (CPI), L07.05.2
Cost variance (CV), L07.05
Cost-benefit analysis, L08.01.2
Cost-reimbursable contracts, L12.01.2
Crashing, L06.00, L06.06.3
Create outstanding teams, L09.03.1
Create WBS process, L05.00, L05.04
Create WBS structure, L02.02.1
Critical chain method (CCM) buffer facts,
L06.06.2
Critical chain method (CCM), L06.00, L06.06.2,
L06.07.2, L80.08
Critical path method (CPM), L06.00, L06.06.1,
L06.07.2, L06.08.1
Cultural awareness, L01.03.2
Cultural perceptions, L02.02.1
Culture, L01.02, L80.11
Currency exchange rates, L02.02.1
Customer representatives, L02.03
Customer satisfaction, L08.00, L08.01.1
Defect(s), L08.00, L08.02

Define Activities, L02.02.1, L06.02
Define and sequence activities, L06.00
Define risk, L11.01
Define Scope process, L05.00, L05.03, L80.10
Delegation management, L09.06
Delegation mistakes, L09.06
Delegation, L09.06
Deliverable(s) Acceptance documents updates,
L12.04
Deliverable(s), L04.04, L08.00, L08.01, L08.02,
L08.03.2
Delphi technique, L07.02.2, L11.02.2
Dependency determination, L06.03.2
Dependency, L06.03.2
Design of experiments, L08.01.2
Determine Budget process, L07.00, L07.03.1,
L07.03.2
Develop control schedule, L06.00
Develop Project Charter process, L04.02
Develop Project Charter, L02.02.1, L04.01
Develop Project Management Plan process,
L04.02
Develop Project Management Plan, L02.02.1
Develop Project Team process, L09.03
Data gathering and representation techniques,

L11.04
Develop schedule inputs, L06.06.1
Decision making model, L01.03.1
Develop Schedule, L02.02.1, L06.06
Decision making, L01.03.1
Develop versus manage project teams, L9.04.1
Decision tree analysis, L11.07
Diagramming techniques, L11.02.2
Decision Tree and Expected Monetary Value,

L11.07
Different teams, L09.04.1
Decision tree basics, L11.07
Develop schedule process, L06.06.1
Direct and Manage Project Work, L04.03
Decision tree benefits, L11.07
Direct and manage versus monitor and control,

L04.04
Decision tree steps, L11.07
Discretionary dependencies, L06.03.2
P a g e | 117
Dispute and claims administration, L12.03.2
Estimate Costs, L02.02.1
Document analysis, L05.02.2
Estimate to complete (ETC), L07.04
Documentation reviews, L11.02.1
Estimation methods, L07.03.2
Dual reporting relationships, L09.04.2
Executing Process Group, L03.01
Duration (DU or DUR), L06.05.2
Expectancy Theory, L09.05.2
Expectancy, L09.05.2
EAC at budgeted rate, L07.05.2
Expected monetary value (EMV) analysis,

L11.04, L11.07
EAC at present CPI, L07.05.2
Expected monetary value (EMV) basics, L11.07
EAC with CPI and SPI, L07.05.2
Expert judgment sources, L13.02
Earned value (EV), L06.07.2, L07.05.1, L80.07
Effective communication methods, L10.02.2
Expert judgment, L04.01, L04.02, L04.05,

L04.06, L05.01, L05.03, L05.04, L06.01, L06.02,
L06.04, L06.05.2, L07.01, L07,02.2, L07.3.2,
L09.01,L10.03.2, L11.01, L11.02.2, L11.04,
L11.05.2, L12.02.1, L12.01.3, L13.01.1, L13.02,
L13.04
Effective communication steps, L10.02.1
Expert power, L09.05.1
Elements of a business case, L01.04
Expert review, L12.02.2
Elements of the project charter, L01.04
External dependencies, L06.03.2
Elements of the statement of work (SOW),

L01.04
Earned value management (EVM), L06.07.2,

L07.01, L07.05.1, L80.07
Earned value performance, L07.04.2
Elements to direct and manage project work,

L04.03.1
Facilitated workshops, L05.02.1, L05.03

Facilitation techniques, L04.01, L04.02
Emotional intelligence, L01.01, L01.02
Fast tracking techniques, L04.04, L06.06.3
Ending an agreement, L12.04
Financial techniques, L07.01
Engagement assessment matrix, L13.02
Finish-to-finish (FF), L06.03
Enterprise environmental factors (EEF), L01.07,

L02.02, L04.03.1, L04.04, L04.05, L05.01,
L05.04, L06.01, L06.02, L06.05.1, L06.06.1,
L07.01, L07.02.1, L08.01.1, L09.01, L09.02,
L09.04.2, L10.01.1, L10.02.1, L11.01, L11.02.1,
L11.03.1, L11.04, L12.01.1, L13.01.1, L13.02
Finish-to-start (FS), L06.03
Enterprise environmental factors updates,

L09.03.2
Fishbone diagram, L08.01, L08.04, L11.02.2

Fixed-price contracts, L12.01.2
Float, L06.08.1
Flowcharts, L08.01.2, L08.04
Focus groups, L05.02.1
Estimate Activity Durations, L02.02.1, L06.05.2
Force field analysis, L08.01.2
Estimate Activity Resources process, L06.04
Forecasting, L07.05.2
Estimate Activity Resources, L02.02.1, L06.04
Forming team, L09.05.1
Estimate at completion (EAC) Re-estimate,

L07.05.2
Forms of feedback, L09.04.2
Estimate at completion (EAC), L07.05.2

Estimate Costs process, L07.02.1, L07.02.2
Forward pass analysis, L06.06.2, L06.08.1

Free float, L06.06.2, L06.08.1
Fringe benefits, L09.05.2
P a g e | 118
Functional manager, L01.02, L02.00
Identify Risks, L02.02.2, L11.00, L11.01
Functional organization, L01.02, L02.00,

L09.05.1
Identify Stakeholders process, L02.02.2,

L13.01.1
Funding limit reconciliation, L07.03.2
Identify Stakeholders, L13.01
Future value, L07.06
Impact of micromanagement, L09.06
G
Gantt chart Hammock Activity, L06.06.4
Gantt chart, L06.06.4
General rule, L06.07.2
Government regulations, L02.02.1
Grade, L08.00
Impacts to cost baseline, L07.04.2

Industry and government standards, L02.02.2
Industry specific WBS standards, L02.02.1
Influence diagram, L11.02.2
Influencing, L01.03.1
Information gathering techniques, L11.02.1
Ground rules, project team, L09.03.2
Information management systems, L10.03.2,

L10.02.2, L13.04
Group creativity techniques, L05.02.1
Informational power, L09.05.1
Group decision-making techniques, L05.02.1,

L05.05.2, L06.05.2, L07.02.2
Initiating Process Group, L03.01
Inspecting versus controlling, L12.03.2
Halo Effect, L09.05.2
Inspection(s), L05.05.2, L08.01, L08.02,

L08.03.1, L08.03.2
Hammock activity, L06.06.4

Herzberg's Hygiene Factors, L09.05.2
Herzberg's Motivators, L09.05.2
Herzberg's Theory, L09.05.2
High level closing steps, L04.06
Histogram, L08.01.2, L08.04
How to delegate, L09.06
Human motivation, L09.05.2
Human resource management activities, L09.00
Human resource management plan update,
L09.01, L10.03.2
Human resource management plan, L04.02,
L07.02.1, L09.00, L09.03.1, L11.02.1
Human resources management processes,
L09.03.1
Human resources management theory, L09.05
I
Idea/mind mapping, L05.02.1
Identify Risks process, L11.00, L11.01, L11.02
Inputs for sequencing, L06.03
Inspections and audits, L12.03.2

Instrumentality, L09.05.2
Integrated change control, L04.00, L04.05
Intellectual property rights, L12.01.1
Internal dependency, L06.03
Internal rate of return (IRR), L07.06
Interpersonal skills of the project manager,
L01.03.2
Interpersonal skills, L01.01, L01.02, L01.03
L13.03, L09.03.1, L09.04.2
Interrelationship diagraphs, L08.04
Interviews, L05.02.1, L13.01.1
Investment decisions, L07.06
Ishikawa diagram, L08.04
ISO quality standards, L08.00
Issue log updates, L10.02.2, L13.04
Issue log, L10.03.1, L13.03, L13.4
Iterative and incremental life cycles, L02.04
P a g e | 119
Iterative communications management,

L10.03.1
Iterative life cycle, L03.01
Management reserve, L07.02.2, L07.03.2

Management skills, L01.02, L13.03
Managing project team, L09.00
Mandatory dependency, L06.03.2
Just In Time (JIT), L08.02
Market conditions, L02.02.2
K
Kaizen, L08.02
Kanban, L08.02
Knowledge base types, L02.01
Known and unknown risks, L11.02.2
Market research, L12.01.3

Marketplace conditions, L02.02.1
Maslow's Hierarchy of Needs, L09.05.2
Matrix diagrams, L08.04
Matrix organization(s), L02.00, L09.05.1
Matrix types, L09.05.1
Measuring performance, L07.05.2
Ladder of Team Development, L09.05.1
Meetings, L10.03.2, L13.02
Lag(s), L06.03.2, L06.06.3, L06.07.2
Micromanagement, L09.06
Lead(s), L06.03.2, L06.06.3, L06.07.2
Milestone chart, L06.06.4
Leadership, L01.03.1
Milestone list, L06.02, L06.03
Legitimate power, L09.05.1
Minimum schedule data, L06.06.4
Lessons learned process, L05.05.1
Modeling, L06.06.3, L06.07.2
Lessons learned updates, L07.04.2, L12.04,

L13.04
Monitor and Control Project Work process,

L04.04, L80.02
Lessons learned, L02.01, L08.01, L08.02
Monitor and Control Project Work, L02.02.1
Licenses and permits, L12.01.1
Monitoring and Controlling Process Group

process, L03.01, L04.04, L04.05
Location, L02.02.2
Logical relationship, L06.03.2
Lower control limits (LCL), L08.04
Monte Carlo analysis, L11.04

Motivation for forecasting, L07.05.2
Motivation, L01.03.1, L09.05.2
Multi-criteria decision analysis, L09.02
Majority, L05.02
Multi-directional communication, L10.01.2
Make-or-buy analysis, L07.01, L12.00.1,

L12.01.3
Mutual exclusivity, L11.07
Make-or-buy decisions updates, L12.01.3
Make-or-buy decisions, L07.01, L12.02.1
Nature of conflicts, L09.05.1
Manage Communications process, L10.02
Negotiation, L01.02, L01.03.2, L04.03, L09.02
Manage Project Team, L09.04
Net present value (NPV), L07.06
Manage Stakeholder Engagement process,

L13.00, L13.03
Network diagram, L06.08.1
Manage versus control communications,

L10.02.1
Next best alternative, L07.06
Networking, L09.01
P a g e | 120
Node information, L06.08.1
Pareto diagram, L08.01.2, L08.04
Node layout, L06.08.1
Payback period, L07.06
Nominal group technique, L05.02.1, L08.01.2
Payment systems updates, L12.03.2
Non-conformance, L08.01.2
Payment systems, L12.03.2
Non-sequential procurement, L12.02.2
Percent complete, L06.07.2, L07.05.2
Norming team, L09.05.1
Percent spent, L07.05.2
Perform Integrated Change Control process,

L04.05, L06.07.1
Observation, L05.02.2, L09.04.2

Obtaining project team, L09.00
Opportunity costs, L07.06
Organizational breakdown structure (OBS),
L09.01
Organizational chart, L09.01
Organizational cultural dimensions, L02.00
Organizational culture and structure, L02.02.2
Perform Qualitative Risk Analysis process,

L11.00, L11.03.1
Perform Qualitative Risk Analysis, L02.02.2,
L11.03
Perform Quality Assurance process, L08.00,
L08.02
Perform Quantitative Risk Analysis process,
L11.00, L11.03.2, L11.04, L11.07
Organizational polices, L12.00.1
Performance measurement baseline (PMB),

L01.09
Organizational Politics, L01.03.2
Performance measurement, L07.01
Organizational process assets (OPA) updates,

L05.06, L06.07.2, L08.02, L08.03.2, L09.04.2,
L10.02.2, L10.03.2, L11.06, L12.03.2, L12.04,
L13.03, L13.04
Performance reports updates, L10.02.2
Organizational process assets (OPA), L02.01,

L04.02, L04.03.1, L04.04, L04.05, L04.06,
L05.01, L05.03, L05.04, L05.06, L06.01, L06.02,
L06.05.1, L06.06.1, L06.07.1, L07.01, L07.02.1,
L07.03.1, L07.04.1, L08.01.1, L09.01, L09.02,
L09.04.1, L10.01.1, L10.02.1, L10.03.1, L11.01,
L11.02.1, L11.03.1, L11.04, L12.01.1, L12.02.1,
L13.01.1, L13.02, L13.03
Performing team, L09.05.1
Organizational project management maturity,

L01.01
Performance reports, L10.02.2

Performance reviews, L06.07.2, L07.04.2
Perk, L09.05.2
Personnel administration policies, L02.02.2
Personnel assessment tools, L09.03.2
Phase to phase relationships, L02.04
Plan Communications Management process,
L10.00, L10.01
Plan Communications Management, L02.02.2
Organizational structure, L02.02.2
Plan Cost Management process, L07.01
Organizational structures and capabilities,

L02.02.1
Plan Human Resource Management process,

L09.00, L09.01
Organizational theory, L09.01
Plan Human Resource Management, L02.02.2
Overlapping phase relationship, L02.04

Overlapping processes, L04.04
Plan Procurement Management process,

L12.00, L12.01.1
Plan Procurement Management, L02.02.2,

L12.01
Parametric estimating, L07.02.2
Plan procurements, L02.02.2
P a g e | 121
Plan Quality Management process, L08.01.1,

L08.02, L08.03.2
Plan Quality Management, L02.02.1
Plan Quality, L02.02.1
Plan Risk Management process, L11.00
Plan Risk Management, L02.02.2
Plan Risk Responses process, L11.00, L11.05.2
Plan Schedule Management, L02.02.1, L06.00,
L06.01
Plan Scope Management process, L05.00
Plan Scope Management, L02.02.1, L05.01
Plan Stakeholder Management process, L13.00,
L13.02
Plan Stakeholder Management, L02.02.2,
L13.02
Plan versus management communications,
L10.02.2
Plan versus schedule, L06.06.1
Plan-Do-Check-Act Cycle, L08.00
Planned value (PV), L07.04.2, L07.05.01
Planning Process Group, L03.01, L05.02.1,
L08.02
PMIS, L02.02.1
PMP Exam Audit, L00.31
PMP Exam question types, L00.32
PMP Exam Score Report, L00.35
PMP Exam timeline, L00.34
Political awareness, L01.03.2
Political climate, L02.02.2
Poor leadership, L09.06
Poor management, L09.06
Preferred communication styles, L10.02.2

Present value, L07.06
Prevention costs, L08.01.2
Preventive action, L08.03.1, L08.02, L08.03.2
Prioritization matrices, L08.04
Probability and Impact matrix, L11.03.2
Probability data updates, L11.04
Probability distribution: beta, L11.04
Probability distribution: normal, L11.04
Probability distribution: triangular, L11.04
Probability theory, L11.04
Probability trend updates, L11.04
Process analysis, L08.02
Process decision program charts (PDPC),
L08.04
Process groups and knowledge areas, L03.01
Process groups interrelationships, L03.01
Process groups, L03.00
Process improvement plan, L08.01.2, L08.02.2
Process interactions, L03.00
Procurement advertising, L12.02.1
Procurement audits, L12.04
Procurement categories, L12.00.2
Procurement documents, L11.02.1, L12.02.1,
L12.03.1, L12.04, L13.01.1
Procurement equal status, L12.02.1
Procurement factors, L12.00.1
Procurement files updates, L12.04
Procurement interfaces, L12.03.1
Portfolio management, L01.01, L01.02, L01.03
Procurement management plan updates,

L12.01.3
Preassignment, L09.02
Procurement management plan, L04.02
Precedence Diagramming Method (PDM),

L06.00, L06.03.2, L06.08.1
Procurement management processes, L12.02.1,

L12.03.1, L12.04
Precision and accuracy, L08.00
Procurement need and process required,

L12.02.1
Precision, L07.01, L08.00

Predictive life cycle, L02.04
Procurement negotiations, L12.02.2, L12.04

Procurement participants, L12.00.1
P a g e | 122
Procurement performance reviews, L12.03.2

Procurement process goal updates, L12.02.2
Procurement processes, L12.03.1
Procurement screening/rating systems, L12.02.1
Procurement statement of work updates,
L12.01.3
Procurement statement of work, L01.04,
L12.01.3, L12.02.1
Product analysis, L05.03
Product document updates, L05.05.2
Product scope description, L05.00
Product scope, L05.00
Project Human Resource Management,

L02.02.2, L09.00
Project Integration Management, L02.02.1,
L04.00, L04.02, L04.03, L04.04, L04.05
Project life cycle and project phases, L02.04
Project management information system (PMIS),
L04.03.2
Project management office (PMO), L01.01,
L01.02, L02.03
Project management plan updates, L04.03.2,
L04.05, L05.06, L06.06.4, L06.07.2, L07.04.2,
L08.02, L09.02, L10.02.2, L10.03.2, L11.05.2,
L11.06, L12.02.2, L12.03.2, L13.03, L13.04
Progressive elaboration, L04.02, L06.05.1,

L07.04.2
Project management plan, L01.05.1, L01.05.2,

L04.02, L04.04, L04.05, L04.06, L05.01,
L05.05.1, L05.06, L06.01, L06.07.1, L07.01,
L07.04.1 L08.01.1, L08.02, L09.01, L10.01.1,
L11.01, L11.06, L12.01.1, L12.02.1, L12.03.1,
L12.04, L13.02, L13.04
Project calendar updates, L06.06.4
Project Management Process Groups, L03.00
Project calendar, L06.07.1
Project management software, L06.04,

L06.07.2, L07.04.2
Professional contracts, L12.03.1

Program management, L01.01, L01.02
Project cancellation, L04.05

Project charter versus scope, L05.03
Project Charter, L01.04, L01.03, L04.00, L04.01,
L04.02, L05.01, L05.02.1, L05.03, L06.01,
L07.01, L11.01, L13.01.1
Project communications management, L02.01
Project Communications Management,
L02.02.2, L10.00, L10.01
Project communications updates, L10.02.2
Project Constraints Relationship, L01.08
Project Cost Management, L02.02.1, L07.00
Project documents updates, L05.03, L05.04,
L05.06, L06.07.2, L08.02, L10.01.2, L10.02.2,
L10.03.2, L11.04, L11.05.2, L11.06, L12.02.2,
L13.03, L13.02, L13.04
Project documents, L10.02.1, L11.02.1,
L12.02.1, L13.04
Project finance, L07.01
Project funding request updates, L10.02.2
Project funding requirements, L07.03.2
Project governance, L02.00
Project management staff, L01.02, L02.00,

L02.03
Project management system, L01.05.1, L04.02
Project management team staff, L01.02, L02.00,
L02.03
Project management, L01.01
Project manager (PM), L01.01, L01.02, L02.00,
L08.00, L08.02
Project manager authority, L01.02
Project manager characteristics, L01.02
Project manager competencies, L01.02
Project manager interpersonal skills, L01.02
Project manager personal skills, L01.03.2
Project manager relationship management,
L01.02
Project manager responsibilities, L01.02
Project manager support staff, L01.02
Project managers and human resources, L09.00
Project performance appraisal, L09.04.2
Project Plan Management, L10.03.1
P a g e | 123
Project presentation updates, L13.04
Published information, L02.02.2
Project Procurement Management, L02.02.2,

L12.00, L12.02
Pull communications, L10.01.2

Purpose of the project charter, L01.04
Project Quality Management, L02.02.1, L08.00,

L08.01.1, L08.02
Push communications, L10.01.2
Project report updates, L13.04
Project Risk Management, L02.02.2, L11.00,

L11.02.1, L11.03.1, L11.05, L11.06
Qualitative risk, L11.00
Project schedule network diagram, L06.03.2,

L06.06.1, L06.06.4
Quality assurance, L08.02
Qualities impact on people, L08.00
Project schedule update, L06.06.4, L13.02
Quality audit benefits, L08.04
Project schedule versus project plan, L04.02
Quality audits, L08.02, L08.04
Project schedule, L01.05.1, L06.07.1, L07.02.1,

L07.03.1, L12.01.1, L13.04
Quality checklists, L08.01.2, L08.03.2
Project Scope Management processes,

L02.02.1, L05.00, L05.02.1, L05.05.1
Quality control measurements, L08.02, L08.03.2
Project scope statement created, L05.03
Quality constraint changes, L01.08
Quality management and control tools, L08.02
Project scope statement elements, L05.03
Quality management plan, L08.01.2, L08.02,

L11.02.1
Project scope statement, L05.03, L05.04,

L06.03, L06.05.1, L06.06.1, L12.01.1
Quality metrics, L08.01.2, L08.03.2
Project scope, L05.00

Project staff assignments, L06.06.1, L09.02,
L09.03.1
Quality planning tools, L08.01.2

Quality policy, L08.01
Quality process improvement benefits, L08.02
Project Stakeholder Management, L02.02.2,

L13.01
Quality requirements, L08.01
Project statement of work, L01.04
Quality terms and philosophies, L08.00
Project team characteristics, L02.03
Quality versus grade, L08.00
Project team composition, L02.03
Quality, L08.00
Project team interpersonal skills, L02.03
Quantify stakeholders, L13.01.2
Project Time Management, L02.02.1, L06.00,

L06.03, L06.04, L06.07.1
Quantitative prioritization, L11.03.1
Projectized organization, L01.02, L02.00,

L09.05.1
Projects and organizations, L02.00
Projects, Programs, Portfolios, L01.01
Proposal Evaluation Techniques, L12.02.1
Quality reviews, L08.02
Quantitative risk analysis and modeling

techniques, L11.03, L11.04
Quantitative risk, L11.00
Quantitative versus qualitative analysis, L11.04
Questionnaires and surveys, L05.02.2
Prototype categories, L05.02.2
Published checklists, L02.02.2
RACI, L01.07, L09.01
Published commercial information, L02.02.1
RBS, See Resource breakdown structure or
Published estimating data, L06.04
Reasons for conflict, L09.05.1
P a g e | 124
Reasons for undertaking projects, L02.00,

L04.01
Reasons to delegate, L09.06
Re-baseline, L01.09
Recognition and rewards, L09.03.2
Records management system, L12.03.2, L12.04
Referent power, L09.05.1
Regulation, L08.00
Relationships, L01.01
Requested change, L04.05
Requirements categories, L05.02.1
Requirements documentation update, L05.03,
L05.06, L12.01.3
Requirements documentation, L05.02.2,
L05.05.1, L05.03, L05.04, L05.06, L08.01.1,
L12.01.1, L80.10
Requirements management plan, L05.01,
L05.02.1
Requirements traceability matrix update, L05.03,
L05.06, L12.01.3
Return on investment (ROI), L07.06

Reward power, L09.05.1
Rewards, low cost, L09.03.2
Rewards, no cost, L09.03.2
Risk acceptance, L11.05.2
Risk assessment versus risk audit, L11.06
Risk assessment, L11.03.2, L11.06
Risk attitude, L11.01, L80.03
Risk attitudes and tolerances, L02.02.2, L11.01
Risk audits, L11.06
Risk avoidance, L11.05.2
Risk breakdown structure (RBS), L09.01, L11.01
Risk categories, L11.01, L11.02.2, L11.03.2
Risk consequences, L11.06
Risk constraint changes, L01.08
Risk contingent responses strategies, L11.05.2
Risk data quality assessment, L11.03.2
Risk exploit and enhance, L11.05.2
Requirements traceability matrix, L01.06,

L05.02.2, L05.05.1, L05.06, L80.10
Risk identification participants, L11.02.1
Reserve analysis, L06.05.2, L07.02.2, L07.03.2,

L07.04.2
Risk management meetings, L11.01
Reserve, L07.02.2, L07.03.2, L07.04.2
Risk management plan, L04.02, L11.00, L11.01,

L11.02.1, L11.03.1, L11.04, L11.05.1
Residual risk, L11.05.2
Risk inputs identified, L11.02.1
Resource availability, L02.02.1
Risk management processes, L11.03.1, L11.04,

L11.05.1, L11.06
Resource breakdown structure (RBS), L01.07,

L06.04, L06.05.1, L06.06.1, L09.01
Risk mitigation, L11.05.2
Resource calendar updates, L12.02.2
Risk opportunities instead of threats, L11.05.2

Risk priority, L11.03.2
Resource calendars, L06.04, L06.05.1,

L07.03.1, L09.02, L09.03.1
Risk probability and impact, L11.01, L11.03.2
Resource leveling versus smoothing, L06.06.3
Risk published checklists, L02.02.2
Resource leveling, L06.06.3, L06.07.2
Risk published information, L02.02.2
Resource optimization techniques, L06.06.3,

L06.07.2
Risk register process flow, L11.05.1
Resource smoothing, L06.06.3

Resources constraint changes, L01.08
Responsibility assignment matrix (RAM),
L01.07, L08.01.2, L09.01
Risk register update, L11.03.2, L11.05.2,

L12.01.3
Risk register, L06.03.2, L06.05.1, L06.06.1,
L07.02.1, L07.02.2, L07.03.1, L08.01.1
L11.02.2, L11.03.1, L11.04, L11.05.1, L11.06,
L12.01.1
P a g e | 125
Risk response analysis, L11.05.2

Risk response flow, L11.05.2
Risk response, L11.01
Risk share and accept, L11.05.2
Risk statement, L11.02.2
Risk threshold, L02.02.2
Risk tolerance, L02.02.2, L11.01
Schedule management plan, L01.02, L06.00,

L06.01, L06.02, L06.03.2, L06.05.1, L11.02.1,
L11.04
Schedule method, L06.00
Schedule model, L06.00
Schedule network analysis, L06.06.2
Schedule network templates, L06.03.2
Risk transfer tools, L11.05.2
Schedule performance index (SPI), L06.07.2,

L07.05.2
Risk transfer, L11.05.2
Schedule value, L06.07.2
Risk trigger, L11.05.2
Schedule variance (SV), L07.04.2, L07.05.1
Risk types, L11.02.2
Scheduling tool, L02.02.1, L06.06.1, L06.07.2
Risk urgency assessment, L11.03.2
Scope baseline updates, L05.04
Risk versus make or buy, L12.01.1
Scope baseline, L01.02, L01.05.2, L01.09,

L04.02, L05.00, L06.02, L06.05.1, L07.02.1,
L07.03.1, L08.01.1, L11.02.1, L11.03.1
Risk workarounds, L11.06

Risk, L01.08, L11.00, L11.01, L11.02
Role of the project manager, L01.02
Roles and responsibilities documents, L01.07
Roll of knowledge areas, L03.01
Scope change, avoidable, L05.06

Scope change, L01.08, L04.02, L05.00
Scope constraint changes, L01.08
Scope creep sources, L05.06
Rolling wave planning, L06.02
Scope creep types, L05.06
Root cause analysis, L08.04
Scope creep, L05.00, L05.06
Rule of seven, L08.04

Rules, standards, and guidelines, L02.02.1
Scope iterative process, L05.03, L05.04
Run charts, L08.04
Scope management plan, L01.02, L01.05.2,

L04.02, L05.00, L05.01, L05.02.1, L05.03,
L05.04
Scope management processes, L05.03, L05.04
Scatter diagram, L08.01.2, L08.04
Scrum, L50.02
Schedule activities, L05.04
Secondary risks, L11.05.2
Schedule baseline updates, L06.06.4
Selected sellers updates, L12.02.1
Schedule baseline, L01.02, L01.09
Seller performance evaluation updates, L12.03.2
Schedule compression facts, L06.06.3
Seller proposals, L12.02.1
Schedule compression, L06.06.3, L06.07.2
Sellers, L02.03
Schedule constraint changes, See Time

constraint changes
Sequence Activities process, L06.03
Schedule data updates, L06.06.4

Schedule data, L06.07.1
Schedule forecasts, L06.07.2
Sequence Activities, L02.02.1

Sequential phase relationship, L02.04
Setting expectations, L07.02.2
Seven basic quality tools, L08.01.2, L08.04
Schedule management plan updates, L06.06.4
P a g e | 126
Several rounds RFP, L12.02.2
Stakeholder T&T meetings, L13.00
Signs of micromanagement, L09.06
Stakeholder versus project team activities,

L13.03
Simulation, L06.06.3
SIPOC model, L08.01.2
Six Sigma, L08.00
Slack, L06.06.2, L06.08.1
Soft skills, L09.00, L09.03.1
Source selection criteria updates, L12.01.3
Source selection criteria, L12.02.1
Sources of organizational power, L09.05.1
Stakeholder(s), L10.01, L13.00, L13.01, L13.02,

L13.03, L13.04
Standard versus regulation, L08.00
Standard, L08.00
Standards and regulations, L02.02.1
Start-to-finish (SF), L06.03
Start-to-start (SS), L06.03
SOW, See Statement of Work
Statement of work (SOW), L01.03, L01.04,

L04.00
Staffing integration, L09.00
Statistical sampling methods, L08.04
Staffing management plan, L09.00, L09.01
Statistical sampling stages, L08.04
Stakeholder activity & process outputs, L13.03
Statistical sampling, L08.01.2, L08.04
Stakeholder analysis, L13.00, L13.01.1
Status meetings, L11.06
Stakeholder communication, L13.00
Storming team, L09.05.1
Stakeholder contracts & responsibility matrix,

L13.01.2
Strategic alliance, L12.01.3
Stakeholder definition, L13.01.1

Stakeholder engagement assessment matrix,
L13.00
Stakeholder engagement, L13.00
Stakeholder identification, L13.00
Stakeholder keyword matrix, L13.01.1
Stakeholder management plan updates,
L10.03.2, L13.02
Stakeholder management plan, L05.02.1,
L13.00, L13.02, L13.03
Strategies for negative risk, L11.05.2

Strategies for positive risk, L11.05.2
Subject Matter Experts (SMEs), L02.03
Subsidiary management plans, L01.05.2
Summary activity, L06.06.4
Sunk costs, L07.06
Suppliers, L02.02.2
SWOT analysis, L11.01, L11.02.2
System or process flowcharts, L11.02.2
Stakeholder management processes, L13.04
Stakeholder management strategy, L13.02
Team Building, L01.03.1, L09.03.2, L09.05.1
Stakeholder notification updates, L13.04
Team Development, L80.04
Stakeholder process steps, L13.01.1
Team performance acceptance, L09.03.1
Stakeholder register updates, L05.03, L13.02,

L13.04
Team training, formal, L09.03.1
Stakeholder register, L08.01.2, L10.01.1,

L11.01, L11.02.1, L12.01.1, L13.00, L13.01.2,
L13.02, L13.04
Technical document updates, L11.05.2
Stakeholder risk tolerance, L02.02.1
Termination for cause, L12.04
Team training, informal, L09.03.1
Technical performance measurements, L11.06
P a g e | 127
Termination for convenience, L12.04
Validate scope sequence, L05.05.1
Theory X and Y, L09.05.2
Validate scope study focus, L05.05.2
Theory Z, L09.05.2
Validate scope versus control quality, L05.05.1
Three-point estimate, L06.05.2, L07.02.2
Validated changes, L08.03.2
Tight matrix, L09.05.1
Validation termination, L05.05.1
Time and material contract (T&M), L12.01.2
Value analysis, L07.06
Time constraint changes, L01.08
Value of delegation, L09.06
Time management process, L06.00
Variables sampling, L08.03.1
Time value of money, L07.06
Variance analysis, L05.06, L06.07.2, L07.04.2
To-complete performance index (TCPI),

L07.04.2, L07.05.2
Variance at completion (VAC), L07.04.2,

L07.05.2
Tolerance, L08.03.1
Variance trend analysis, L11.06
Tornado diagram, L11.04
Vendor bid analysis, L07.02.2
Total float facts, L06.06.2, L06.08.1
Verified deliverables, L05.05.1, L08.03.2
Total float, L06.06.2, L06.08.1
Virtual project teams, L80.09
Total Quality Management, L08.00
Virtual Team Benefits, L02.03
Traceability matrix, L05.02.2
Virtual Teams, L02.03, L09.02
Transfer risk, L11.05.2

Tree diagram, L08.04
Trend analysis, L06.07.2, L07.04.2
Trends, practices, and habits, L02.02.2
W
WBS 100% Rule, L05.04
WBS control account, L05.04
Triangular distribution, L06.05.2
WBS dictionary, L07.01.1, L07.02.1, L05.00,

L05.04, L08.01.1, L08.01.2
Trust building, L01.03.2
WBS table, L05.04
Tuckmans Ladder of Team Development,

L09.05.1
WBS versus schedule, L06.00
Types of float, L06.06.2, L06.08.1

Types of networks, L06.06.2, L06.08.1
What should be delegated, L09.06

What should not be delegated, L09.06
What-if scenario analysis, L06.06.3
Work authorization system, L04.04
Under allocation, L06.06.3
Work breakdown structure (WBS), L05.00,

L05.04, L07.01.1, L07.02.1, L07.04.1, L08.01.1,
L08.01.2, L09.01, L12.01.1
Unique local requirements, L02.02.2

Updates to assets, L04.05
Upper control limits (UCL), L08.04
User representatives, L02.03
V
Valence, L09.05.2
Work packages, L05.04, L08.02

Work performance data versus work
performance reports, L12.03.1
Work performance data, L05.05.1, L06.07.1,
L07.04.1, L08.03, L10.03.1, L11.06, L12.03.1,
L13.04
Validate Scope process, L05.00, L05.05
P a g e | 128
Work performance information updates,

L05.05.2, L05.06, L11.06, L13.04
Work performance information, L04.04, L05.06,
L06.07.2, L07.04.2, L10.03.2
Work performance reports, L04.04, L10.02.1,
L11.06, L12.03.1
Working or operating conditions, L02.02.1
P a g e | 129

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