Start with 7 free days of training.

Gain instant access to our entire IT training library, free for your first week.
Train anytime on your desktop, tablet, or mobile devices.

Covers 2011 A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Fourth Edition

This course will be retired in 248 days. If you have questions, please contact us.

This project management professional training with Steve Caseley covers the fundamentals, including project life cycle, project risk management, and project closing....
This project management professional training with Steve Caseley covers the fundamentals, including project life cycle, project risk management, and project closing.

Related area of expertise:
  • IT project management

Recommended skills:
  • A secondary degree (high school diploma or the global equivalent)
  • At least 1,500 hours of project experience OR 23 hours of project management education

Recommended equipment:
  • Not applicable

Related certifications:
  • Certified Associate in Project Management (CAPM)
  • Project Management Professional (PMP)

Related job functions:
  • Project managers

Steve Caseley leads you through the essential skills for project management while preparing you for the PMI® PMP® certification exam. This course also will prepare you for the CAPM® certification exam.

The requirements for PMP® certification are tough, and you'll need to do more than just pass the written exam to become certified, but the rewards are well worth the effort. Steve's training can help you fulfill the self-study portion of the certification process and provides you with invaluable on-the-job skills. Refer to the PMI website for complete certification requirements.

While previous project management experience will help you to get the most from this training, anyone will be able to implement its processes and skills to more effectively execute projects of all sizes.

This training has been approved for Category A PDUs. For a listing of how many PDUs are earned for this training, please visit our PMI R.E.P. FAQs on our Forum.

Though this training still has important information relative to project management, please note this course is associated with the the PMBOK® Guide 4th Edition and should not be used for test preparation.

PMI, PMP, CAPM, and PMBOK are a registered marks of the Project Management Institute, Inc.
 show less
1. PMP® Exam Overview 2011 (36 min)
2. What is Project Management? (29 min)
3. The PMP® Exam and How to Prepare (28 min)
4. Project Life Cycle (24 min)
5. Project Organizational Structures (32 min)
6. Project Scope Definition (42 min)
7. Project Scope Management (35 min)
8. Project Schedule Definition (39 min)
9. Project Schedule Management (31 min)
10. Project Budget Definition (31 min)
11. Project Budget Management (32 min)
12. Using MSP to Create a Project Schedule (38 min)
13. Project Quality Management (37 min)
14. Project Human Resource Management (48 min)
15. Project Communications Planning (33 min)
16. Project Communications in Action (42 min)
17. Project Risk Identification (31 min)
18. Project Risk Analysis (33 min)
19. Project Risk Management (25 min)
20. Project Procurement Management (45 min)
21. Using MSP to Manage a Project Schedule (24 min)
22. Earned Value Analysis (38 min)
23. Creating Network Diagrams (24 min)
24. How to Implement a PMO (23 min)
25. Project Initation (31 min)
26. Project Planning (29 min)
27. Project Executing (34 min)
28. Project Monitoring and Control (33 min)
29. Project Closing (33 min)
30. Project Management Professionalism (30 min)
31. Project Integration Management (29 min)

PMP® Exam Overview 2011


This nugget is specifically focused on the changes to the PMP exam for the 2011 version of the exam. Specific changes made to the PMP are primarily based on a role-based study conducted by PMI, and as a result of the findings from this role-based study, PMI have gone back and examined pieces of the PMP exam, the format of the exam, and the format of specific questions and modified them to make the questions more role-based, more practical application, more consistent with the day-to-day interactions of a project manager than it was in previous releases. So overall, I have to say, the changes for PMP for the 2011, for all new exams taken after September the first of 2011, based on the role-based exam, it is a positive improvement on the PMP As a result of changing the format of the exam and changing the format of the questions to be more role-based, more day-in the life of project management, it will make the questions more relevant to you taking the exam. So for some of you who have been stressing this as oh, I was a little late getting started with my PMP, I wished I could have finished and gotten my PMP before the exam changes, get rid of those concerns. I really believe you'll find this new release of the exam, I'm not going to say easier, because you haven't experienced a previous release, but you'll find this release of the exam to be very consistent with what you do in your day to day. This exam is still based on the PMBOK guide fourth edition, the one that was issued in 2008. For those of you who have been involved with PMI and have the current PMBOK Guide, the fourth edition, it's been around since 2008. The basis for the exam has not changed. The big thing that's changed is what I already said, it is now a role-based exam, it has less theoretical, academic-type questions, and more day-in-the-life of type questions. The other significant change that they've done in this release of the exam is they have eliminated specific questions focused on professionalism and social responsibility.


This aspect of project management is now integrated into all of the exam areas and, I'm going to say all of the exam questions but the concept of a specific question related, if I were a professional project manager or, more appropriately phrased, if I signed and we know, we do still have to sign the PMI code of ethics if I signed and followed the PMI code of ethics, what would do? There's none of those specific professionalism and social responsibility questions. The professionalism and social responsibility is baked into all of the questions.


Again, not a bad thing. We're all professionals, we all deliver our projects with social responsibility. i.e. the day in the life of, so again, not a change to the exam you should be worried about. And generally speaking, PMI says about 30% of the total exam, i.e. 30% of the questions have changed. 30%, it's a significant number, but it's not a huge number, and again I think the key is, those questions have changed to be more applicable to the day-in-the-life of. And the other change, if you call it a change, is the exam is now based on five domains, initiating, planning, executing, monitoring, and controlling, and closing. The five domains of the project management life cycle, recognizing that this sixth domain from previous releases of the exams is now integrated.


So let's talk in a little more detail about these changes, what is involved with how the 2011 exam is structured. As I said, the 2011 version of the exam has been changed to be role-based, the exam has been updated based on the PMI's role-delineation study or you'll often hear, referred to as just the RDS.


What is the RDS? It's a survey that PMI does every five to seven years, so this is not something new, this is not something that PMI just did in 2010 and delivered and published through 2011 with the update to the PMP, it's something they do on a regular basis and they conduct this role-delineation study to ensure that PMI is aware of, and that the PMBOK and the PMI principles follow contemporary practices, i.e. what we do today in the day-to-day life of a project manager. It's based on ensuring that PMI continues to follow practical project management evolution We're not managing projects the same way today that we did in the 1980's. We have better tools, we have better processes, we have better information, so therefore again, this role-delineation study modernizes the PMI PMBOK Guide itself, and in this particular occurrence, has modernized the exam that it's based on the experiences of global PM's.


Why did they do this? Because the updates to the PMP will provide a more meaningful certification People coming out and saying, I have my PMP, have always been well-recognized in the industry. The PMP, as you know, from taking this nugget series, is the worldwide standard in project management certification. PMI strives to keep it current and relevant and by these updates we've already discussed, it is going to maintain its relevance and as a matter of fact, by having it based on today's contemporary best practices, your certification will have more meaning, more relevance and more impact on employers and progressive employers. It says hey, you just got your PMP, I know that PMP has changed and I know this PMP says, you know how to manage projects today. So yes, you're the person I want working for my organization.


The other significant change in this release is that the professionalism and social responsibility is now integrated. Again, as said, it's more focused on the day-to-day life of a PM. It's fully integrated into, which makes, again, the exam more relevant. As I already discussed, that doesn't mean, as PMPs, we no longer have to follow the PMI code of ethics. The PMI code of ethics is still relevant, it's just that it's now fully integrated into the phases of the life cycle. Now this nugget series still has a specific nugget related to professionalism and social responsibility.


Why have I maintained this nugget on professionalism and social responsibility, recognizing that the exam fully integrates it into the day-to-day life? I have left this out as a separate nugget to drive home the importance of, to speak specifically to the professionalism and social responsibility elements of project management to make sure that you're aware of the PMI code of ethics.


I believe that if I was to try to bake professionalism and social responsibility into the other nuggets in this series, into scope management, into budget management, into schedule management, into human resource management, I would become a repeating record. When you're doing your scope management, you need to ensure that you're adhering to all appropriate laws. When you're doing human resource management, you need to ensure that you're adhering to et cetera, et cetera, et cetera. So although professionalism and social responsibility is fully integrated into our day to day life, I believe that leaving it as a separate discussion area for this training series, not your day to day execution, but leaving this a separate nugget for this training series allows you to focus on what PMI expects of you in the professionalism and social responsibility, and then with that understanding of what PMI expects, you will be better equipped to answer the specific questions on scope, time, cost, quality, et cetera, et cetera as related to, or as discussed in the five domains of the exam areas itself.


So recognizing that those are the two changes in this release of the PMP exam itself, social responsibility is integrated and its role-based, obviously, some of the exam has changed 30% is the number being distributed, being published by PMI, as the amount of the exam has changed. So 70% of the exam are the same questions, the same format, the exact same questions that would have existed prior to September 1, only 30% has changed. And I call that out again, because a lot of us are old, being a relative term, old practitioning project managers.


I think it should give us all confidence, knowing that only 30% of the exam has been updated. The other 70% remains as PMI have been testing project management for years, and again I think that's a consistent message. Project management hasn't changed wholesale, it has simply evolved. The big change is the integration, and the big change is it's now in five domains, initiating, planning, executing, monitoring, controlling, and closing.


And it is now based more on the day to day life of, so as I said in the introduction of this nugget, I think it makes the exam easier and I think it makes the exam more relevant. So for those of you who have been concerned, again, I know I'm repeat repeat myself, lose that concern, raise your confidence level that the exam is more relevant to what you do. How have the 30% exams changed? Well, some of the questions have been reworded to simply integrate the professionalism and the social responsibility.


There are some brand new questions and there have been some questions that have been retired. Basically they look at the question, they said hmm, can I rejig this, can I make it work to be consistent with the new approach the exam the role-based definition no this is more an academic, more theoretical type question, so they simply retired it and they brought in new questions. Again, repeating myself over and over again, don't stress about the new exam format, don't worry about it, this nugget series is going to prepare you to pass your exam in the old format and in the new format and the new format should be easier friendly, easier to get along with. So stop the stress and let's proceed and prepare ourselves to pass this exam.


Which leaves us to focusing on passing the exam. We now know the exam has five domains. These domains are what we do every day as project managers. As project managers, we initiate the project, we kick the project off and we get it started. We work on the right projects, we make sure our projects are approved and that we have the commitment from the organization. Once we have the commitment from the organization to proceed, we then plan the project. We develop the scope statement, we deliver the, develop the work breakdown structure, we develop the budget, we develop the schedule, et cetera, et cetera, et cetera and we plan the project for successful conclusion. With the plan approved, we then execute the project. The team starts to deliver the project components and we, the project managers, support the team through their execution and in parallel with that as project managers, we monitor and control the project. We track our status, we we track our variances and we take corrective actions to keep the project on track to successful conclusion And then finally when the project is done, we close the project off. So nothing new in the exam. This is what we do every day and here's how you can expect to see the distribution of the questions. So again, if you want to focus your attention on specific areas where you're going to have the highest impact or the highest likelihood of passing the exam, single biggest point of questions on the exam is in the executing. 30% of the questions you can expect to come from the executing component, pretty close behind that is monitoring and control. Probably not a surprise that 55% of the exams on your PMP certification itself is going to be based on the executing, monitoring and control that's the biggest part of our projects. That's where the biggest amount of time, that's where the most challenges and project management are going to happen so a little over 55% of all of the exam questions are going to be based in that area but not far behind that is planning.


If we don't do a good job of planning the project, if we don't define the appropriate scope statement and don't develop the appropriate work breakdown structure, and we don't put together the appropriate budget and schedule and human resource plan and risk management plan and communications planning and quality management planning and all of the other components of the PMBOK knowledge areas, we're not putting our project in the right position to be successfully delivered.


Those combined are 75% of the total exam questions. So again, if you want to focus, focus on the middle. Planning, executing, monitoring and controlling. That's where the bulk of our PM work is and again, that's where the bulk of the questions are. Initiating the project is 13% and closing the project rounds it out to the 100% with 8% of the questions.


Now, do you need to truly stress about which one of the domains the question is coming from. Is this one of the executing questions Is this one of the monitoring and controlling questions? The answer is no. The questions are going to be presented to you in random order, the very first question you could see on your exam is going to be a closing question. The next question may be a planning. They're presented to you randomly. You will never get a question that says, given this scenario, which one of the five domains of project management is this question pulled from? No, We simply discuss the five domains, we simply discuss the project management life cycle because this is the normal evolution of, this is the normal day to day life of project management.


So PMI have simply told us how the questions are being presented how they're being weighted, to allow you to, again, better manage your preparation and better judge your readiness for your PMP. Well, I feel I am very very confident in the initiating and planning, but you know what, my particular organization is probably a little weak in closing, so therefore I need to spend a little more time focusing on that.


Again don't stress on the domains, don't stress in the categorization. Focus on understanding what we do as project managers inside each of these domains. And there's no surprises within domains, it's what we do as project managers. Inside the initiating domain, we perform the project assessment. Is this a good project?


Does this project make sense? What is this project all about? With that we then develop a high-level scope statement, fundamentally at the 30,000 foot level, here's what it is, the project is going to do. Initiating is a short up front. We don't have all of the facts, but at a high level, at the 30,000 foot level, here's what the project is all about. Another key aspect of initiating is identifying and analyzing the stakeholders. And when I say analyzing, I don't mean taking then to a psychiatrist and having them having they're they're their personalities understood, but analyzing the stakeholders. What is their interest? What are their pain points? What what will make them happy? What is their communications requirements? How can I, as a project manager, satisfy the requirements of these stakeholders? Key to initiating, is under identifying those things, the bumps in the night, that's going to cause our project to have challenge. What are the risks? What are the issues? What assumptions am I making? What things in assuming that are going to be in place to allow my project to be a success, but could potentially change? What are the constraints?


This project must be done by a certain date to satisfy a legislative requirements. Trying to identify all of those bumps in the night, that could have, could result in our project having delivery challenges, and with all of this information gathered, we develop the project charter. Again, it's the 30,000 foot level. Here's what. Here's how. Here's how long, and here's the dollars at the 30,000 foot level, this is plus or minus a very large number. This is not a definitive fixed price guess, this is a wild, unscientific approximation of the project. But with the charter in mind, here's what we're going to do, here's how we're going to do it, here is how long it should take us, here's the dollars, at a very large plus or minus level of confidence, we present that to management and we gain their approval. Yes, this project makes sense. Let's proceed These are the type of questions on each one of these six areas around initiating of the project, that you can expect to see on your PMP and we absolutely have more detail in the remaining nuggets in this series related to each and every one of these tasks within the domain of initiating the project.


And inside the planning domain, the busiest of all our domains, there are 12 tasks we should be undertaking. Establishing the deliverables. If we produce all of these deliverables, we are defining the scope of the project. And if we produce all of these deliverables, and all of these deliverables are are acceptable, then we have in fact satisfied the need of the project. We have satisfied the accept, or stakeholders expectations on us. With the deliverables identified, we create WBS.


What work is required to produce the deliverables? With the WBS identified, we generate the project budget. It's going to cost this much to complete the project and here's how long, using the schedule, it's going to take to deliver the project. Now the budget in the schedule is much more refined than that very large plus or minus variance that we had at the project charter.


The budget and the schedule, at this point, in initiating the project, oh sorry, in planning the project, should be getting down to a definitive statement of the confidence we have in the scope, in the work breakdown structure, in the budget and schedule for the project. Much more refined, much closer to a full, fixed price.


Recognizing that we have the WBS and the schedule, we identify the team. Here are the resources that I need. And here is my plans for acquiring the resources that I need. Are they available within the organization? Do I have to hire? Am I going to bring in contractors? Am I going to get some of the components delivered by vendors, et cetera, et cetera? But you're beginning to develop your plan to staff the project.


We develop a communications plan. Here's how I'm going to tell everyone about the project. If we need to buy products, services, parts, components for our project, here is our plan for how we're going to buy it. Are we going to go through our procuring department? Are we going to issue RFP's? Are we going to buy commodity pricing etcetera et cetera, et cetera?


Key to successful project delivery is our quality management plan. Here's how we're going to ensure the quality of our project. Not specifically called out in one of the knowledge areas in the PMBOK, is the change management plan. Change management is addressed in the integration knowledge area but critical to project success, is developing a specific strategy for dealing with changes. Changes are inevitable in our projects. If we spend our time in planning, to develop, to document and to gain approval on our change management strategies, again we're positioning our project for better success and we need to develop the project risk management plan. Here are all of the known risks and here's my strategy for eliminating, for transferring, for avoiding or accepting these risks, and here's the contingency and the strategies I'm putting in place to deal with to eliminate each of the risks that I've identified and then finally we gather this all together, we present a project plan, we gain acceptance to proceed and we conduct our project kick-off. So again, you can see from planning the project, very consistent with the PMBOK knowledge areas, very consistent with everything we do day in, day out as project managers, with the addition of a few components, change management plan and conducting the kick-off, which are more baked into our knowledge areas as opposed to specific knowledge areas.


But again, this is what's going to be tested in the planning domain, this is the information that we do every day. In just to refresh your memory this is 24% of the total exam questions it's going to be derived from these 12 tasks. These 12 things that we do as project managers in planning the project.


The executing the project domain doesn't have as many components or tasks as planning, but as we know from the exam distribution at 30% of the total exam questions these six tasks, or six components of executing the project are very important to us as project managers and will be very important to understand the knowledge, the expectations of PMI in these areas. So what do we do as project managers in executing the project? We ensure that we have the team and that our team is equipped to deliver the project. How do we do that? We obtain the resources, we developed an HR plan back in planning, now we execute on that HR plan. With the team in place, the team executes the tasks. They complete the WBS. Key to making sure that we're delivering the right things at the right level of quality to to our customer to our sponsor, to our acceptor, we implement the quality management plan. Everything we said we're going to do in planning, we make sure we do it.


Consistent with planning, where we had a change management process, in place, we implement the approved and only the approved changes and we implement the risk strategies as appropriate for the conditions that we're experiencing during project execution, and we do everything in our power to maximize the team's performance I like to call it, we remove the roadblocks. If our team has something that's holding them up from being a 100% productive, from moving forward on their assigned tasks, it's our job as project managers to maximize our team performance and to eliminate the roadblocks, and with these six key core project management principles in hand, we're going to address 30% of the questions on our PMP.


And our last big exam area, at 25%, is the monitoring and controlling the project domain. This is where we, the project managers, track and manage the project. We measure the project performance. Are we on schedule? Are we on budget? Are we delivering to quality? We, the project managers, manage the project performance, we manage the change. In executing, we talked about implementing the approved changes, in monitor and control, we manage the changes to ensure that only approved changes are taken forward to the team and executed on. There will be many changes. Could you please do this? What about this?


What about this? What about this? That it's our job as project managers to manage the changes, track the changes, analyze the changes, bring the changes forward to the business for approval and then, on approval, allow them to flow into executing. Ensuring the deliverables meet the requirements, again, in executing we implemented the quality processes. As project managers, we validate that the project, that the quality processes are in place, and that the deliverables presented to the business for approval, in fact, meet the requirements, proactively ensuring project acceptance.


Risk is a key aspect to monitoring and controlling. As project managers, we need to have ongoing risk identification. It's wonderful that back in planning we spent lots of time of dream and worry to identify project risks and document them. Now that we're in the middle of delivering the project there's probably going to be new risk events that could occur. We need to ensure that we set aside time during the project for ongoing risk identification based on the new, better information we have about the project what are the new things that scare me what are the new risks and we need to continue to monitor all of those risks that have been identified to determine, has the risk passed and not happened?


Whoo, that's a good thing or are the risks still out there and still have to be actively managed, and key to monitoring and controlling is communicate, communicate, communicate, communicate and if you're not sure the message been fully delivered, communicate one more time what the project performance is, what the status of our changes are? How our deliverables are doing, what our risk events are, set, communicate our successes, communicate our challenges and communicate our failures. So that the project stakeholders can be aware of the projects status and the project stakeholders can help us achieve project success, which is going to lead us to our last domain, which is closing. And although closing has a few more tasks or components than our last two domains, closing is a short, should be sweet, but critical aspect to our project, it only constitutes 8% of the overall exams, but don't underestimate the importance of getting those 8% questions right, because that could be the difference between a pass or a fail. Getting the last question wrong is what could take you beyond the passing into the failure, so again, don't say oh, closing is only 8% I'm not going to worry about it. It's worth understanding closing and I would stress, in a lot of organizations, closing may not get the full attention and care that it needs, so you may actually be surprised at some of the processes that we should be following for closing, and you should be well aware of the appropriate processes for project closing because, A, it could help you pass your exam, but B, closing is important and closing is critical to ensuring your project does better at future projects.


Closing is defined by PMI as obtaining final acceptance. The project has achieved its results, the project has produced all of the deliverables and the business is happy. A lot of organizations say now closing is done, but there's more to closing than that. Transfer the ownership, how do you move from a project state to operational state?


Who now takes responsibility for the ongoing execution support usage of the results of your project? May not be a big step but it's critical, otherwise your project becomes shelfware and doesn't get used. Ensure project closure. Now ensure project closure, how is that different than closing the project? Ensuring project closure is make sure that you've dealt with finance and the books are closed.


Ensure that you've dealt with purchasing, and that all of the vendors and invoices are paid. Doing all of the administrative closure aspects to the project to truly complete it and ensure that all your vendors all of your suppliers, your finance department, your human resource department, your facilities department, have all of the materials and processes that are in place by your project, returned for reuse in the organization.


Prepare and distribute a final report. In the final report, would contain, amongst other things, lessons learned. Here's the successes, here's the failures and here's how to improve. Here's what worked well and should be repeated in our organization, here's what didn't work well and should be fixed. And to me, that's one of the key aspects that a lot of organizations miss in project closure is that final report, here's how to improve, here's how to ensure our organization is more successful with the next project that it takes on, than it was with this one.


Archive the project, take all of your project records and put them in some kind of permanent, reusable location. Whether it's paper-based, in a filing cabinet, whether it is electronic- based, on a guaranteed available server, but find some way to get all of your project artifacts in a secure location for reusability.


We may have produced a test plan. We may have produced a sample template, we may have produced lots of good, high quality components that would add value to your organization if they get reused. We're only going to get that reuse if we have a proper archival process that these artifacts, that these reuse components can be found in a week, in a month, in six months and in two years after your project is closed. And then finally, to complete our project, go out and talk to the team.


What was your satisfaction? Did you enjoy working on this project? Talk to the business area. What's your satisfaction on the project? What could we do to improve it? Talk to management, what did they do well on this project? What did I not do well? How could we have made you more happy? Not sure more happy is a good word, but we'll stick with it.


And that completes our discussion on the PMP exam. We've discussed specifically some of the new updates to the 2011 format relevant for those of you taking it in 2011 concerned with the move, but a nugget that's still very relevant on a go-forward basis in 2012 and 2013 simply as you're preparing for the exam, understanding what the structure and format of this exam is going to be.


So to conclude this nugget, the PMP 2011 updates or even more appropriately, the PMP 2011 format, it's a role-based exam. The exam questions are now oriented towards how, how would you operate in the day to day life as a PM. Very, very relevant type questions that are applicable to what we do as project managers day in day out, the PMP 2011 now has questions related to professionalism and social responsibility, i.e. the PMI code of ethics is now integrated into all of the questions. There are no longer specific questions related to how are we expected as PMI, PMP certified professionals to behave. The behavior is baked into the questions, specific to the updates, approximately 30% of the exam questions have changed to be focused on role-based and professionalism and social responsibility integrated and the exam now has five domains consistent with what we do as project managers. Initiating, planning, executing, monitoring and controlling, and closing. All very practical, all very relevant to what we do every day as practicing project managers. This concludes our nugget on the PMP 2011 updates for the PMP 2011 exam format. I hope this module has been informative for you and thank you very much for viewing.

What is Project Management?

The PMP® Exam and How to Prepare

Project Life Cycle

Project Organizational Structures

Project Scope Definition

Project Scope Management

Project Schedule Definition

Project Schedule Management

Project Budget Definition

Project Budget Management

Using MSP to Create a Project Schedule

Project Quality Management

Project Human Resource Management

Project Communications Planning

Project Communications in Action

Project Risk Identification

Project Risk Analysis

Project Risk Management

Project Procurement Management

Using MSP to Manage a Project Schedule

Earned Value Analysis

Creating Network Diagrams

How to Implement a PMO

Project Initation

Project Planning

Project Executing

Project Monitoring and Control

Project Closing

Project Management Professionalism

Project Integration Management

Please help us improve by sharing your feedback on training courses and videos. For customer service questions, please contact our support team. The views expressed in comments reflect those of the author and not of CBT Nuggets. We reserve the right to remove comments that do not adhere to our community standards.

comments powered by Disqus
Intermediate 17 hrs 31 videos


Training Features

Practice Exams
These practice tests help you review your knowledge and prepare you for exams.

Virtual Lab
Use a virtual environment to reinforce what you are learning and get hands-on experience.

Offline Training
Our iOS and Android mobile apps offer the ability to download videos and train anytime, anywhere offline.

Accountability Coaching
Develop and maintain a study plan with one-to-one assistance from coaches.

Supplemental Files
Files/materials that supplement the video training.

Speed Control
Play videos at a faster or slower pace.

Included in this course
Pick up where you left off watching a video.

Included in this course
Jot down information to refer back to at a later time.

Closed Captions
Follow what the trainers are saying with ease.
Steve Caseley
Nugget trainer since 2004