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Instructor Steve Caseley leads you through the essential skills for project management while preparing you for the PMI® Project Management Professional certification exam based on the PMBOK® Guide 5th Edition....
Instructor Steve Caseley leads you through the essential skills for project management while preparing you for the PMI® Project Management Professional certification exam based on the PMBOK® Guide 5th Edition.

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.

PMP and PMBOK Guide are registered marks of the Project Management Institute.
 show less
1. What is Project Management? (18 min)
2. The PMP Exam (33 min)
3. Project, Portfolio, Program and Operational Management (18 min)
4. Project Management Processes (26 min)
5. Project Management, Stakeholders and Governance (25 min)
6. Project Organizational Structures (24 min)
7. Project Scope Definition (19 min)
8. Project Scope Management (24 min)
9. Project Schedule Development (35 min)
10. Project Schedule Management (20 min)
11. Project Budget Development (24 min)
12. Project Budget Management (28 min)
13. Project Quality Management (31 min)
14. Project Human Resource Management (27 min)
15. Project Communications Management (30 min)
16. Project Risk Identification (24 min)
17. Project Risk Analysis (37 min)
18. Project Risk Management (31 min)
19. Project Procurement Management (27 min)
20. Project Stakeholder Management (20 min)
21. Earned Value Management (31 min)
22. Creating Network Diagrams (21 min)
23. How to Implement a PMO (21 min)
24. Interpersonal Skills (27 min)
25. Project Initiation (14 min)
26. Project Planning (25 min)
27. Project Executing (14 min)
28. Project Monitoring and Control (25 min)
29. Project Closing (14 min)
30. Project Integration Management (28 min)

What is Project Management?


Hi, I'm Steve Caseley from CBT Nuggets. And welcome to this nugget providing an overview of project management. And more specifically, it's an overview of Project Management as defined by PMI, the Project Management Institute. And the focus on this nugget series is on the PMP, the Project Management Professional certification exam.


And through this nugget series I will provide you with the material that you need, the knowledge that you need to successfully take and pass your PMP certification exam and become project management professional certified. So this nugget is focused on what is project management and, again, specifically as defined by PMI.


So I think the first step for that is we need to take a quick tour of the PMI website. And through that tour of the website, which is located at www.pmi.org-- and I will stress it's .org. It's not .com. We'll get an overview of what PMI is. And then with that in hand, we will have a quick overview of what PMI defines as a project.


So we will look specifically at the definition of a project, the measurement of success, what we need to be a success within our project, and how PMI has put together the material for project management. So here we are the PMI website. And I'd like to call out just a few items of particular interest from this website is PMI is a not for profit organization composed primarily of volunteers.


And the focus is on identification of, publication of, and support of industry best practices in project management. And I think the fact that PMI is a not for profit organization is very key to that because it's not a commercial organization trying to find something they can sell for profit.


PMI is very much focused on industry best practices. And that's why I believe that the PMP, the Project Management Professional certification has such wide acceptance worldwide is because it is truly based and a group of like minded individuals trying to ensure that we're delivering best practices throughout the world.


And it is a very significant organization. It's not quite a million members. But it's not too far off a million members. It is 700,000 people, again, focused on industry best practices. And to drill in just a little bit more of what PMI is and why these best practices are so important, I want to have a quick look at this "Pulse of the Profession" report that PMI has put together.


So in 2013 PMI published this "Pulse of the Profession." And basically it's the state of the union of how project management was doing at the time. And I'd like to call your attention to this paragraph right here. Organizations with effective project management, IE, organizations with people like ourselves, PMP's, achieve success far more often.


PMP level project managers achieve project success 90% of the time, versus those who aren't PMP certified getting project success 34% of the time. And, let's face it, I'm doing a little editorialization there. PMI is a little less direct then I'm being.


I'm saying if you've got your PMP, which is why we're in this nugget series, you're going to follow effective project management best practices. And you should be successful in or about that 90%. And that's a great place to be, guys, versus those that aren't following project management best practices being successful 34% of the time.


And it goes on to explain why that happens. Because we're the strong talent. We're the best people out there. We're able to deliver our projects more successfully by applying project management best practices. We follow standardized practices and tools.


That's what the PMBOK Guide is all about. That's what the PMP is going to validate, we understand, is the standard project management best practices. And we have strategic alignment of the project environment in our organizations. And, finally, I want to take a very quick stop on the PMI certification spot on their website just to review the various certifications available to us from PMI.


This nugget is focused on the PMP certification. But I wanted to spend just a moment with you reviewing the other certifications available to you from PMI to ensure that this in fact is the appropriate certification for you. The first certification PMI offers is the Certified Associate in Project Management, the CAPM.


And the CAPM I would describe as an entry level project management certification. So if your new to project management or you've only been doing project management for a couple of years, the CAPM may be a more appropriate certification for you than the PMP.


And the good news is here at CBD Nuggets we have another exam preparation series for you focused on the CAPM. So, again, CAPM is for a new, one year to two year PM experience to get some certification in project management, where this nugget series is focused on the PMP, the Project Management Professional.


And if you've gone through any of the pre qualifications-- and we'll go through all of the details of what you need to be eligible to take your PMP in the next nuggets in this series. But bottom line is PMP expects, requires that you probably have in the range of five years direct experience in project management before they will consider you eligible to take the certification exam itself.


But, again, assuming that the PMP is where you want to be, this is the nugget for you. And by the time you finish this nugget, you will be ready to take and pass your PMP certification. There's also an advanced level certification, the PgMP which is the Program Manager certification.


So after you've got 15, 20 years of project management under your belt, you may want to consider going for your PgMP. There are other certifications available to you from PMI. And I'll specifically call it out the PMI Agile Certified Practitioner, the PMI-ACP.


The CAPM as well as the PMP are focused on what I would describe as the traditional project management approaches as defined in the PMBOK Guide recognizing that there are other project management approaches, whether you call it agile, whether you call it Scrum, whether you call it extreme programming, whether you call it crystal approaches.


There are other project management approaches out there. And PMI recognizes that. So also have another certification for those delivering in an iterative fashion. And that's the PMI-ACP certified practitioner. And, again, if you're interested in the Agile delivery approach, we also have a certification series available to you from CBT Nuggets.


And then, finally, very quickly there are three specialty focused certifications available to you from PMI, the risk management professional, the scheduling professional, as well as the maturity model certification. But our focus here is on the PMP, the Project Manager Professional.


So now I'd like to take you into the second half of our series where we review the project, the definition of success, and how PMBOK Guide is structured to help us ensure we deliver all of our project successfully. The first definition of a project as defined by PMI is a project is temporary.


And the key aspect of the project being temporary is we need to take all of our projects through a distinct set of phases. We start from nothing. So we have to ramp up our project. We have to do our planning and bring our project up to speed. We then have to deliver our project using all of our resources available, deliver the project.


And then, finally, we have to close out our project and take our project or back down to a zero state where we return all of the assets, all of the resources, everything that was put in place for our project and return it back to the organization. The next key definition of a project is it has a very defined purpose.


And by a specific purpose, we have a very unique and defined business need that someone in our organization has to get solved. And therefore we have been tasked with creating a project, running a project, and delivering a project to satisfy that specific business need.


And a project is always unique. We're doing something that has never been done before, whether we are delivering a new warehouse project, whether we're doing a modernization project, whether we're doing whatever, this particular combination of requirements is unique and therefore we have challenges associated with the uniqueness of the project.


We have to be innovative. We have to be flexible. We have to be adaptable. And we have to be willing to roll with the punches and accept the challenges that our project is going to give us. The next key characteristic of our project is already stated.


It has a beginning and an end. And the key aspect of that is we have to focus on the end date for our project. And we have to deliver the business results. So the business has to take on a project to deliver specific needs. Focusing on the end date is going to allow us to deliver the results to ensure the business achieves the benefits.


And, finally, a project is going to have the human and other resources. That's the challenge that we have with the temporary. We have to ramp up our team in the beginning. We have to use our team to deliver the project. And then we have to close the project.


We have to return the human and the other resources back to the organization and take our project down to a zero state. Now, I think all of these are fairly self evident statements. You probably have enough experience with project management to appreciate that and say, Steve, there's nothing new.


And that's the good news. There is nothing new here. But I just want you to be aware of the fact that PMI specifically defines that a project is temporary to achieve a defined purpose that is unique, has a defined beginning and end, and requires human and other resources.


And that's what I would describe as a PMIism. And you'll hear me use this term PMIism several times through this nuggets series to call out specific terminology, specific approaches that PMI believes are fundamental to being PMP certified. So therefore, again, expect that there will be questions on your exam around validating that a project is temporary, purpose, unique, beginning and end, human and other resources.


And in all likelihood, you may have a question very directly related to that. So with that PMIism behind us, it's time to move on to our next PMIism. And that is penalized PMI's definition of success on a project. And I don't think there's anything new or unique here.


PMI defines a project as being success the same as probably anyone else in the project management field. The project is on time. The project is on budget. The project is to specification. And the project is at the agreed definition of quality. And, finally, to wrap up this nugget, I'm going to have a quick review of what it takes to be successful to deliver the project on time, on budget to specification at the defined level of quality.


And in this particular area I'm going to review some PMIisms. But I'm also going to throw a couple of Steveisms at you as well because there's a couple of these in here that I have value added because I think these are as important to successful delivering a project as the more traditional definition.


But number one is a well defined scope. And one of the best definitions of scope is a clear definition of done. The project is a success, the project is completed when everything is done and only what was expected to be completed is completed. We do the minimal effort required to deliver 100% of the functionality, 100% of what was expected.


Now I'm going to throw in the first Steveism, a motivated sponsor. And I think that is best summed up as someone who is going to gain something, hopefully professionally, not personally, but someone who is going to gain something from the project being a success.


And I'll get you two extreme examples. Sponsor number one, I'm going to say is not a motivated sponsor. Sponsor number one is a very seasoned, well respected business executive. But this well seasoned, well respected business executive has also announced his or her retirement and is going to be retiring in the next 18 months.


Therefore, my expectation is this seasoned veteran, well respected person, is probably more motivated by having an easy coast into retirement, doesn't want any problems, doesn't want any issues, doesn't want to have a lot of pain getting into retirement, and therefore isn't going to be motivated to make our project a success, versus the extreme opposite of that.


We have a relatively new executive, just been promoted into the executive stream, is trying to make a name for his or herself, and believes that if they can be attached to the successful project then they are going to gain and the organization is going to gain from overall project success.


So that, to me, is a motivated sponsor. That's someone who's going to go the extra mile, is going to take the extra attempts, is going to spend the extra time with me, the project manager, to ensure the project is a success. So, again, motivated sponsor, that's a Steveism, but I think it's key that we have a sponsor who has something to gain, to benefit from helping us make our project success.


Back to a PMIism, we need the approved budget. We obviously need the dollars that the project requires. The project isn't going to be a success if we don't have enough money. We asked for $50,000. The senior executives only gave us $30,000. Chances are if we don't have enough budget, our project is not going to succeed.


And, next, we're back into another Steveism. We need to have the will. And with the will, we get the power and the authority. Senior management has told Steve, told us, that we are in charge. This is our project to deliver. Here is your power. Here is your authority.


Go ahead and ensure this project is a success. And, finally, we need to have management commitment. And I'll put the word senior on the bottom of that. We need to have senior management commitment to come in and help us deliver our project. It's great to say I, the project manager, have the power and the authority to make this project a success.


And that's absolutely something I need. But let's face it, I am a project manager. I am not the CEO. I am not the CFO. I don't have the ultimate power and authority in the organization. And there's going to be times when there's going to be interdepartmental conflicts, when there's going to be issues that are simply above my pay grade to resolve.


So I need to have senior management's commitment to roll up their sleeves and to help me augment my power and authority to help move this project forward and make it a total success. And, finally, a very quick overview of the PMBOK Guide itself, or at least the contents of the PMBOK Guide.


The PMBOK Guide is focused into 10 knowledge areas or KAs as I will refer to them through the rest of this series. There is a knowledge area for scope management, time management, cost management, quality management, human resource management, communications, risk, procurement, and stakeholder management where stakeholder management is a new knowledge area added in the fifth edition of the PMBOK Guide.


And you're probably counting. You're saying there are nine knowledge areas here. And that's absolutely correct. The tenth knowledge area is integration management where the PMBOK Guide defines the integration of the above nine in a fully integrated, consolidated approach for successful project delivery.


I'm not going to spend any more time on these PMBOK Guide components because that's what we're going to review in the future nuggets in this series. And we will have one or more nuggets on each one of these knowledge areas to ensure, again, that you understand everything in the PMBOK Guide and you're prepared for your PMP exam.


This concludes our nugget providing an overview of what is project management specifically as defined by PMI in preparation for our PMP exams series itself, the Project Management Professional. First, in this nugget we reviewed who and what PMI is, their definitive statement of project management best practices, which is PMBOK Guide, and an overview of the certifications available to us from PMI.


And then, finally, we got into what PMI is, defining what is a projects as a temporary engagement to achieve a specific purpose, that is unique, has a beginning and end, and requires human and other resources. We discussed what the measurement of success for our project is.


We reviewed a few of the criteria that we need to have in place to make our project success. And then we provide a bit of an overview of how the PMBOK Guide is structured, the 10 knowledge areas, and the fact that we will review each of those knowledge areas in great detail in subsequent nuggets in this series.


This concludes our nugget providing an overview of what is project management. I hope this module has been informative for you, and thank you very much for viewing.

The PMP Exam

Project, Portfolio, Program and Operational Management

Project Management Processes

Project Management, Stakeholders and Governance

Project Organizational Structures

Project Scope Definition

Project Scope Management

Project Schedule Development

Project Schedule Management

Project Budget Development

Project Budget Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Identification

Project Risk Analysis

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Earned Value Management

Creating Network Diagrams

How to Implement a PMO

Interpersonal Skills

Project Initiation

Project Planning

Project Executing

Project Monitoring and Control

Project Closing

Project Integration Management

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Steve Caseley
Nugget trainer since 2004