ORGANIZATIONAL PROJECT MANAGEMENT
Course Content
0 / 310 completedPROJECT, PORTFOLIO AND PROGRAM
PROJECT MANAGEMENT
INTRODUCTION
ORGANIZATIONAL PROJECT MANAGEMENT
OPERATION VS PROJECT
PROGRAM AND PORTFOLIO MANAGEMENT
ORGANIZATIONAL GOVERNANCE AND PROJECT GOVERNANCE
PROJECT MANAGEMENT OFFICE
ADVANTAGES AND DISADVANTAGES OF THE MAJOR ORGANIZATIONAL STRUCTURE TYPES
ORGANIZATIONAL STRUCTURE
STAKEHOLDERS
PROJECT MANAGER
FUNCTIONAL (RESOURCE) MANAGER
PROJECT SPONSORINITIATOR
PROJECT TEAM
ROLE OF THE PROGRAM MANAGER AND THE PORTFOLIO MANAGER
THE PROJECT MANAGEMENT PROCESSES AND THE PROJECT LIFE CYCLE
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
ABOUT THE COURSE
ENTERPRISE ENVIRONMENTAL FACTORS
ORGANIZATIONAL PROCESS ASSETS
ASSUMPTION LOG
WORK PERFORMANCE DATA, WORK PERFORMANCE INFORMATION AND WORK PERFORMANCE REPORTS
EXPERT JUDGMENT
DATA GATHERING, DATA ANALYSIS AND DATA REPRESENTATION
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
ONE-POINT, ANALOGOUS, PARAMETRIC, THREE-POINT AND BOTTOM-UP ESTIMATING
DECISION MAKING
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
INTERPERSONAL AND TEAM SKILLS
PROCESSES
KNOWLEDGE AREAS
PROCESS GROUPS
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
PROJECT SELECTION METHODS
INTERNAL RATE OF RETURN
PAYBACK PERIOD
COST-BENEFIT ANALYSIS
PRESENT VALUE
NET PRESENT VALUE
HOW TO SELECT THE PROJECT
ACCOUNTING TERMS TO KNOW
PMP PRACTICE EXAM 02 (REALISTIC EXAM QUESTIONS in Video Format)
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
TAILORING PROJECT INTEGRATION MANAGEMENT
ABOUT THE INTEGRATION MANAGEMENT
DEVELOP PROJECT CHARTER PROCESS WHAT IS PROJECT CHARTER
WHAT DO WE NEED, WHAT DO WE USE, WHAT DO WE GET
BUSINESS CASE
IMPORTANT NOTES ON DEVELOP PROJECT CHARTER PROCESS
DEVELOP PROJECT MANAGEMENT PLAN WHAT IS PROJECT MANAGEMENT PLAN
DEVELOP PROJECT MANAGEMENT PLAN PERFORMANCE MEASUREMENT BASELINE
DEVELOP PROJECT MANAGEMENT PLAN CHANGE MANAGEMENT PLAN
DEVELOP PROJECT MANAGEMENT PLAN ITTOs
DEVELOP PROJECT MANAGEMENT PLAN CONFIGURATION MANAGEMENT PLAN
DEVELOP PROJECT MANAGEMENT PLAN IMPORTANT NOTES
DIRECT AND MANAGE PROJECT WORK
DIRECT AND MANAGE PROJECT WORK ITTOs
DIRECT AND MANAGE PROJECT WORK IMPORTANT NOTES
MANAGING PROJECT KNOWLEDGE
MANAGE PROJECT KNOWLEDGE ITTOs
MANAGE PROJECT KNOWLEDGE IMPORTANT NOTES
MONITOR AND CONTROL PROJECT WORK
MONITOR AND CONTROL PROJECT WORK ITTOs
MONITOR AND CONTROL PROJECT WORK IMPORTANT NOTES
INTEGRATED CHANGE CONTROL
HOW TO DEAL WITH CHANGES
PERFORM INTEGRATED CHANGE CONTROL ITTOs
PERFORM INTEGRATED CHANGE CONTROL IMPORTANT NOTES
CLOSE PROJECT OR PHASE ITTOs
CLOSING THE PROJECT
BENEFITS MANAGEMENT PLAN
AGILE CONSIDERATIONS
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
PLAN SCOPE MANAGEMENT
PLAN SCOPE MANAGEMENT ITTOs
SCOPE MANAGEMENT A GENERAL LOOK
COLLECTING REQUIREMENTS
DEALING WITH COMPETING REQUIREMENTS AND BALANCING
COLLECT REQUIREMENTS ITTOs
DEFINING SCOPE
DEFINE SCOPE ITTOs
WBS DICTIONARY
CREATING WBS
SCOPE BASELINE
CREATE WBS ITTOs
CREATE WBS IMPORTANT NOTES
THE BIG PICTURE
VALIDATING SCOPE
VALIDATE SCOPE ITTOs
CONTROLLING SCOPE
CONTROL SCOPE ITTOs
AGILE CONSIDERATIONS
TAILORING SCOPE MANAGEMENT
LET’S DISCUSS THE SECTION
SCHEDULE MANAGEMENT A GENERAL LOOK
PLANNING SCHEDULE MANAGEMENT
PLAN SCHEDULE MANAGEMENT ITTOs
DEFINING ACTIVITIES
DEFINE ACTIVITIES ITTOs
SEQUENCING THE ACTIVITIES
DRAWING A NETWORK DIAGRAM
SEQUENCE ACTIVITIES ITTOs
ESTIMATION TECHNIQUES
THREE POINT ESTIMATING TECHNIQUE
ESTIMATE ACTIVITY DURATIONS
ESTIMATE ACTIVITY DURATIONS ITTOs
ESTIMATING PROCESSES IMPORTANT POINTS
DEVELOP SCHEDULE
CRITICAL PATH METHOD
CRITICAL PATH METHOD CALCULATIONS
SCHEDULE COMPRESSION
SIMULATION
RESOURCE OPTIMIZATION
CONTROL SCHEDULE
CONTROL SCHEDULE ITTOs
DEVELOP SCHEDULE ITTOs
SCHEDULE MANAGEMENT KNOWLEDGE AREA AGILE CONSIDERATIONS
TAILORING SCHEDULE MANAGEMENT
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
COST MANAGEMENT A GENERAL LOOK
PLAN COST MANAGEMENT
PLAN COST MANAGEMENT ITTOs
ESTIMATE COSTS
DETERMINE BUDGET
ESTIMATE COSTS ITTOs
DETERMINE BUDGET ITTOs
EARNED VALUE ANALYSIS ACRONYMS, TERMS AND FORMULAS
EARNED VALUE ANALYSIS BASIC PRINCIPLES
EARNED VALUE ANALYSIS EVM In Deep
CONTROL COSTS
AGILE CONSIDERATIONS
CONTROL COSTS ITTOs
TAILORING COST MANAGEMENT
LET’S DISCUSS THE SECTION
PLANNING QUALITY MANAGEMENT
QUALITY MANAGEMENT A GENERAL LOOK
PLAN QUALITY MANAGEMENT ITTOs - Part 1
MANAGE QUALITY
PLAN QUALITY MANAGEMENT ITTOs - Part 2
MANAGE QUALITY ITTOs - Part 1
CONTROL QUALITY
MANAGE QUALITY ITTOs - Part 2
CONTROL QUALITY ITTOs Part 1
QUALITY MANAGEMENT IMPORTANT NOTES
AGILE CONSIDERATIONS
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
CONTROL QUALITY ITTOs Part 2
TAILORING QUALITY MANAGEMENT
RESOURCE MANAGEMENT A GENERAL LOOK
PLAN RESOURCE MANAGEMENT
ORGANIZATIONAL THEORIES
PLAN RESOURCE MANAGEMENT ITTOs
ESTIMATE ACTIVITY RESOURCES
ESTIMATE ACTIVITY RESOURCES ITTOs
ACQUIRE RESOURCES
DEVELOP TEAM
ACQUIRE RESOURCES ITTOs
DEVELOP TEAM ITTOs
CONTROL RESOURCES
MANAGE TEAM ITTOs
MANAGE TEAM
HOW TO DEAL WITH CONFLICTS
TAILORING RESOURCE MANAGEMENT
CONTROL RESOURCES ITTOs
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
COMMUNICATIONS MANAGEMENT A GENERAL LOOK
COMMUNICATION TYPES AND METHODS
COMMUNICATION MODELS
PLAN COMMUNICATIONS MANAGEMENT
PLAN COMMUNICATIONS MANAGEMENT ITTOs
COMMUNICATION CHANNELS
MANAGE COMMUNICATIONS
MONITOR COMMUNICATIONS
MONITOR COMMUNICATIONS ITTOs
MANAGE COMMUNICATIONS ITTOs
TAILORING COMMUNICATIONS MANAGEMENT
RISK MANAGEMENT A GENERAL LOOK
RISK MANAGEMENT TERMS TO KNOW - 12
RISK MANAGEMENT TERMS TO KNOW - 22
PLAN RISK MANAGEMENT
RISK CATEGORIZATION
PLAN RISK MANAGEMENT ITTOs
IDENTIFY RISKS
PERFORM QUALITATIVE RISK ANALYSIS
PERFORM QUALITATIVE RISK ANALYSIS ITTOs
PERFORM QUANTITATIVE RISK ANALYSIS
IDENTIFY RISKS ITTOs
EXPECTED MONETARY VALUE ANALYSIS
DECISION TREE ANALYSIS
PERFORM QUANTITATIVE RISK ANALYSIS ITTOs
PLAN RISK RESPONSES ITTOs
CONTINGENCY RESERVE CALCULATIONS
PLAN RISK RESPONSES
IMPLEMENT RISK RESPONSES
IMPLEMENT RISK RESPONSES ITTOs
TAILORING RISK MANAGEMENT
MONITOR RISKS ITTOs
AGILE CONSIDERATIONS
LET’S DISCUSS THE SECTION IN TERMS OF THE PMP EXAM
MONITOR RISKS
PROCUREMENT MANAGEMENT A GENERAL LOOK
CONTRACTS AND AGREEMENTS
ROLES OF THE PROJECT AND PROCUREMENT MANAGERS
HOW TO PERFORM THE PROCUREMENTS
CONTRACT TYPES 12
RISKS ACCORDING TO THE CONTRACT TYPES
CALCULATIONS RELATED TO CONTRACTS
PLAN PROCUREMENT MANAGEMENT
CONTRACT TYPES 22
MAKE-OR-BUY ANALYSIS
PLAN PROCUREMENT MANAGEMENT (CONTINUED)
PLAN PROCUREMENT MANAGEMENT ITTOs
CONDUCT PROCUREMENTS ITTOs
CONDUCT PROCUREMENTS
CONTROL PROCUREMENTS
CONTROL PROCUREMENTS ITTOs
AGILE CONSIDERATIONS
CONTROL PROCUREMENTS (CONTINUED)
TAILORING PROCUREMENT MANAGEMENT
LET’S DISCUSS THE SECTION
STAKEHOLDER MANAGEMENT A GENERAL LOOK
IDENTIFY STAKEHOLDERS
IDENTIFY STAKEHOLDERS ITTOs
PLAN STAKEHOLDER ENGAGEMENT
PLAN STAKEHOLDER ENGAGEMENT ITTOs
MANAGE STAKEHOLDER ENGAGEMENT
MANAGE STAKEHOLDER ENGAGEMENT ITTOs
MONITOR STAKEHOLDER ENGAGEMENT
MONITOR STAKEHOLDER ENGAGEMENT ITTOs
AGILE CONSIDERATIONS
TAILORING STAKEHOLDER MANAGEMENT
LET’S DISCUSS THE SECTION
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
WHY DO WE NEED AGILE
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
TWELVE PRINCIPLES
AGILE APPROACHES
LEAN
KANBAN
SCRUM 12
SCRUM 22
CONSIDERING UNCERTAINTY AND RISK
A GENERAL LOOK AT THE PROJECT LIFE CYCLES
ITERATIVE LIFE CYCLE
PREDICTIVE LIFE CYCLE
AGILE LIFE CYCLE
INCREMENTAL LIFE CYCLE
HYBRID LIFE CYCLES
DESIGNING A HYBRID LIFE CYCLE
HOW TO BLEND AND TAILOR THE AGILE APPROACHES
CHOOSING THE MOST SUITABLE LIFE CYCLE
TAILORING CONSIDERATIONS
AGILE MINDSET AND AGILE TEAMS
SERVANT LEADER
PROJECT MANAGER AS A SERVANT LEADER
CHARACTERISTICS OF AGILE TEAMS
ROLES IN AGILE ENVIRONMENTS
TEAM STRUCTURES IN AGILE ENVIRONMENTS
AGILE PROJECT CHARTER AND TEAM CHARTER
SPIKES
PLANNING FOR THE FOLLOWING ITERATION
DAILY STANDUP MEETINGS
BACKLOG
REVIEWS AND DEMONSTRATIONS
RETROSPECTIVES AND RETROSPECTIVE FINDINGS
FREQUENT VERIFICATION AND VALIDATION
TRACKING IN FLOW-BASED AGILE
TRACKING IN ITERATION-BASED AGILE
EVM IN AGILE ENVIRONMENTS
LITTLE’S LAW
AGILE PMOs
PROCUREMENTS IN AGILE ENVIRONMENTS
CHANGE WITHIN THE BUSINESS ENVIRONMENT
HOW TO MANAGE COMPLIANCE
HOW TO REALIZE BENEFITS AND GAIN VALUE
NEW EIGHT PERFORMANCE DOMAINS
NEW THE TEAM
NEW INTRODUCTION
NEW CREATING AN EFFECTIVE PROJECT TEAM CULTURE
NEW TAILORING CONSIDERATIONS FOR LEADERSHIP STYLES
NEW THE CORE LEADERSHIP SKILLS FOR PROJECT SUCCESS
NEW PROJECT LIFE CYCLE AND DEVELOPMENT APPROACH
NEW PLANNING 12
NEW STAKEHOLDER ENGAGEMENT
NEW THE PROJECT WORK
NEW MEASURING PROJECT PERFORMANCE 12
NEW PLANNING 22
NEW DELIVERY
NEW DEALING WITH RISKS
NEW MEASURING PROJECT PERFORMANCE 22
NEW DEALING WITH AMBIGUITY, VOLATILITY, AND COMPLEXITY
NEW INTRODUCTION TO STRATEGIES, TECHNIQUES, AND ARTIFACTS
NEW MOTIVATION MODELS
NEW LEADERSHIP MODELS
NEW THE TAILORING CONCEPT
NEW PROJECT TEAM DEVELOPMENT MODELS
NEW COMMUNICATION MODELS
NEW CHANGE MODELS
NEW OTHER MODELS
WHAT SHOULD YOU DO NEXT
PLEASE DON'T FORGET AGILE ENVIRONMENTS
PLEASE DON'T FORGET PREDICTIVE ENVIRONMENTS
CODE OF ETHICS AND PROFESSIONAL RESPONSIBILITY FOR PMP EXAM
How to become a PMP
PMP Exam Cost, Passing Score, and Study Cost
How to fill in the PMP Exam Application form Part 22
How to fill in the PMP Exam Application form Part 12