Welcome to the PMP Exam Prep Seminar Welcome to this first section on your journey to earn the PMP. We have a lot of information to talk about in this section. We’re going to talk about the entire PMP exam prep course. I’m going to show you everything that we’re going to cover in this course. So this is a really good foundation. Foundation. A good overview of the work you have ahead of you. And yes, it’s work. You’re going to have a lot of activities, a lot of…

Project Resources Management Let’s talk about chapter nine in Pinback and resource management in particular, I want to talk about the human side first of resource management, I’m talking about emotional intelligence. Emotional intelligence. The ability to control my emotions and understand my emotions and the emotions of others. We have two types of emotional intelligence to be aware of. You have inbound, and that’s the self-management where I don’t blow up, I don’t lose my temper, I can control my feelings outbound about relationship management, that I don’t say…

Section Overview: PMP Blitz Review Welcome to the PMP blitz review. This is a mini cram session, if you will, of everything that we’ve talked about throughout this course. It’s jammed, packed, but I don’t linger. I mean, we move really fast through this section. So I’m warning you now. So the PMP Blitz Review, we’re going to talk about the initiating group planning, executing, monitoring, controlling, and closing all the way back to the beginning of the course. Then I’m going to hit the headlines from the nine knowledge…

Section Overview: PMBOK Guide, Sixth Edition Whenever the PMBOK Guide changes, which is about every three to five years, somewhere in there, there’s always a flurry of concern and worry, especially if people are on the verge of, well, which version of the Pmbok should I study for my exam? Of course you’re studying. Pmbok Guide, 6th edition. And in the 6th edition, there are some new things that have been introduced that you need to be aware of for your exam. So in this section, we’re going to drill…

Managing the Project Requirements Often when we think of requirements, we think of what are the things that the customer receives as a result of this project? So there are six different requirement types to look at. Let’s take a look here. First off, we have business requirements. These are the high level needs of the organization. Our business case and business value describes our business requirements. Then we have number two, stakeholder requirements. The needs, the stakeholder or stakeholder groups probably where most of us think of. Then we…

Section Overview: Managing the Project Scope Project scope management is one of the most important knowledge areas because without the scope, what are we doing in a project? We need the scope because it sets the vision for what the project is going to create. It’s how we move from our current state to that desired future state. So in this section, we’re talking about chapter five in the Pmbok I 6th edition on project scope management. A lot of important things to talk about. In this section, we’re going…

Section Overview: Project Stakeholder Management Welcome to this section on project stakeholder management. This is chapter 13, the last real chapter in the Pinback guide on project stakeholder management. When we talk about stakeholder management, we’re talking about really engaging and managing the engagement. Not managing the people, but managing the engagement with our stakeholders. So that’s what we’re going to be discussing here in this section. Some key concepts. Identifying project stakeholders. One of the first activities that we do in our project, we are talking about it at…

Using a Project Simulation One of the fun things that you can do in project management is to play some what if games. So what if this activity gets done early or gets done late? How does that affect my schedule? So with a schedule network diagram and a piece of software, you can play some what if analysis. So basically you ask what if X happens in the project? So it helps you find some different outcomes, some different possibilities of outcomes. It helps you compute different outcomes and…

Bottom-Up Estimating Bottom up estimating doesn’t mean bottoms up. It means we’re starting at the bottom and accounting for all the cost in our WBS. So it’s usually something that was associated with costs, just like I said, but you could do it with time. All right, so it’s used for resource estimation and used for how long these activities will take. You have to have a work breakdown structure to do a bottom up estimate. So you have to know exactly the type of resources and exactly what that…

Considering Leads and Lags I mentioned leads and lags a little bit earlier in this section, but it’s really important to have a good grasp on what’s a lead and what’s lag, because you will see some questions on these for your exam. These are values that you add to an activity to change or affect its start time. So lead time and lag time. Lag time is positive time that you’re taking that start time and you’re moving it away from its scheduled start time. Lead time is negative…