The Project Management Professional (PMP)® Exam has been updated, and the new version was launched on 2 January 2021. No matter how advanced your project management qualifications and experience are, this 180-question, multiple-choice exam requires serious study to pass. This course addresses every topic covered in the exam so that after 6 days of intensive work, you’ll be ready to ace the exam.
The PMP® Exam Preparation Course is designed to help individuals with on-the-job project management experience pass the demanding PMP® Exam. It aims to ensure that participants can apply the generally recognised practices of project management acknowledged by the Project Management Institute (PMI) as conducive to successfully managed projects.
“I really appreciated the open discussions, the organized presentation, the real life examples and the practical tips.”
The PMP® Exam Preparation Course is designed for individuals who have on-the-job project management experience. It addresses all professionals, whether you hold a Project Manager title or not, and regardless of any past project management training and/or project manager certifications. If you need to become PMP® certified or are interested in developing your expertise in Agile and hybrid approaches, then this course is for you. Among others, the following should consider this course:
A: BUILDING A TEAM
Successful projects require teams to develop the right business solution. Discover how to understand and apply the processes and practices that are essential for building effective teams.
B: DEFINING TEAM GROUND RULES
To perform effectively, teams need to collectively define project ground rules based on context, e.g., organisational rules and team dynamics.
C: NEGOTIATING PROJECT AGREEMENTS
How to facilitate negotiations to reach an agreement on the project objectives.
D: EMPOWERING TEAM MEMBERS & STAKEHOLDERS
How to identify and organize around team strengths, and set up systems to ensure the teams are accountable for their tasks.
E: TRAINING TEAM MEMBERS & STAKEHOLDERS
Different team members require training in various aspects of the project, the customer environment, and the solution strategy. To successfully onboard a target solution, users, customers, and other stakeholders require awareness raising and training as well.
F: ENGAGING & SUPPORTING VIRTUAL TEAMS
In this day and age, nearly all projects call for virtual teams to be productive. Effectively engaging with and supporting your virtual teams adds to your project’s value.
G: BUILDING A SHARED UNDERSTANDING OF A PROJECT
How to ensure that a team reaches consensus and supports the agreement reached.
A: DETERMINING APPROPRIATE METHODOLOGY/METHODS & PRACTICES
Knowledge and understanding of best practices are one part of the equation. Determining and applying the most appropriate methodology and practices to your project is another.
B: PLANNING & MANAGING SCOPE
Several factors are required for teams to plan and manage projects. They have to identify what needs to be done, be guided throughout, define indicators that signal the work’s completion, and set criteria for what “done” means. It’s all required to validate a successful project.
C: PLANNING & MANAGING BUDGET & RESOURCES
Without proper management of project costs, expenses can quickly spin out of control. Being prepared to make adjustments and apply the correct prices to resources, activities, and services aligned with your budget is essential.
D: PLANNING & MANAGING SCHEDULE
In its most basic form, the project schedule represents how long a project takes to complete. It includes the activities that will be carried out to execute the scope, each activity’s duration, and how the activities relate.
E: PLANNING & MANAGING QUALITY OF PRODUCTS & DELIVERABLES
This includes expectations (and assumptions) about the quality level, how the project’s quality is measured, how it corresponds with the objective, and how quality is monitored and reported.
F: INTEGRATING PROJECT PLANNING ACTIVITIES
How to integrate plans and components to ensure coordinated and efficient progress.
G: PLANNING & MANAGING PROCUREMENT
Procuring products and services from external suppliers requires identifying suppliers, obtaining bids or proposals, and awarding contracts based on their evaluation. All project procurements must be within the specified parameters of time, cost, and quality to ensure that the project meets the stakeholders’ requirements.
H: ESTABLISHING A PROJECT GOVERNANCE STRUCTURE
Strategic direction provides the purpose, expectations, goals, and actions required for steering business pursuits. Moreover, it must be aligned with the business objectives. Project success is enhanced by harmonising project management activities and the business vision.
I: PLANNING & MANAGING PROJECT/PHASE CLOSURE
Because a project is a unique, one-time activity, the formal project closing is essential.
A: ASSESSING & MANAGING RISKS
Robust risk management not only helps you anticipate and mitigate problems, but it also provides you with specific actions for responding to potential risks.
B: EXECUTING A PROJECT TO DELIVER BUSINESS VALUE
Project managers must execute the project to balance the urgency to realise value with the team’s abilities – all based on quality expectations.
C: MANAGING COMMUNICATIONS
Project managers spend approximately 90 percent of their time communicating. Clear communication is a top priority.
D: ENGAGING STAKEHOLDERS
It is in every project manager’s best interest to keep project stakeholders interested in the project and the outcomes.
E: CREATING PROJECT ARTIFACTS
Projects create deliverables; that’s a fact. However, projects also create artefacts throughout their lifecycle.
F: MANAGING PROJECT CHANGES
Projects will undergo changes throughout the lifecycle. If these aren’t handled at the right time, using the correct methods can put the project at risk.
G: MANAGING PROJECT ISSUES
Projects don’t always go smoothly, and situations can arise that affect the scope, schedule or cost.
H: ENSURING KNOWLEDGE TRANSFER FOR PROJECT CONTINUITY
Team members must obtain the right knowledge when they need it to do their jobs well.
A: LEADING A TEAM
The appropriate leadership style depends on the situation, project, stakeholders, your skills and many other factors. A project manager must be aware of various leadership styles to apply the most relevant technique.
B: SUPPORTING TEAM PERFORMANCE
There are many ways to support your team efforts and encourage high performance.
C: ADDRESSING & REMOVING IMPEDIMENTS, OBSTACLES & BLOCKERS
Any actions a project manager can take to address and remove the conditions or causes restricting team productivity will strebgthen the team and add to the project's value.
D: MANAGING CONFLICT
When cultivated and managed correctly, conflict can be an opportunity, one that ultimately benefits the project.
E: COLLABORATING WITH STAKEHOLDERS
Efficient collaboration and harmonisation with stakeholders lead to projects that successfully deliver value and reinforce key relationships.
F: MENTORING KEY STAKEHOLDERS
There are plenty of opportunities to share your knowledge and experience with others, and it’s an excellent way to forge strong relationships with stakeholders.
G: APPLING EMOTIONAL INTELLIGENCE TO PROMOTE TEAM PERFORMANCE
Reading social cues, interacting, and sense what people are thinking, feeling, and projecting are valuable tools for solid teamwork.
A: MANAGING COMPLIANCE REQUIREMENTS
Staying up to date on compliance requirements and ensuring their effective management is essential.
B: EVALUATING & DELIVERING PROJECT BENEFITS & VALUE
The project manager is responsible for delivering what stakeholders expect. Keeping an eye on the project’s benefits and value will help ensure ultimate project success.
C: EVALUATING & ADDRESSING INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT CHANGES
This covers changes that may impact the project value and desired scope/backlog.
D: SUPPORTING ORGANISATIONAL CHANGE
Project management takes place in an environment that is broader than that of the project itself, and an organisation’s culture, style, and structure influence how projects are carried out.
E: EMPLOYING CONTINUOUS PROCESS IMPROVEMENT
Project managers should continuously improve the processes they employ to complete project deliverables and meet shareholder expectations. 3. Closing Modules 3.1 Code of ethics and professional conduct
The exam is NOT included in this training course. The NCOI course is designed to get you 100% ready for your exam, but the exam itself always takes place at a PMI® official test centre. The exam is a digital, multiple-choice exam. Please visit www.pmi.org for more information on taking the exam.
To apply for the exam, you must meet one of the following sets of qualifications:
These trainings qualify for several grants. A practical instrument enabling you to pay only part of the registration fee.
If you subscribe for an online session (Virtual Classroom), you will receive 200 euro discount and you will only pay 2 495 euro instead of 2 695 euro (excl. 21% VAT).
This training is delivered in partnership with QRP, an Authorized Training Partner (ATP) of PMI