Martin VanDerSchouw - PMP
Martin VanDerSchouw, PMP currently serves as President & CEO of LookingGlass Development, LLC., a premier provider of project management tools, training, and consulting. He served 3 years on Project Management Institute's International Board of Directors as well as PMI's Chair of Performance Oversight, Chair of External Relations and Involvement Committee, and as Secretary Treasurer. Martin was named in the Top 40 under 40 by the Denver Business Journal and was named PMI's 2004 International Business Leader of the Year. Additionally, he regularly makes more than 50 presentations per year to groups in the areas of leadership, performance management, and program/project management. He is currently the Colorado State Commissioner for Information Management governing all IT projects over $500,000.
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Course Introduction
Course Introduction
Chapter 01 - PMP Application and Exam
PMP Application and Exam
How Do I Become A PMP?
Requirements Category 1
Requirements Category 2
Contact Hours
PMP Application
Application Approval
PMP Exam Overview
PMP Exam Breakdown
PMP Exam Score and Fees
PMP Exam Emphasis
Re-Examination
Chapter 02 - Types of Exam Questions
Types of Exam Questions
Two Right Answers
Situational Questions
Extraneous Information
Understanding vs. Memorization
Recurring Themes
More PMI'isms
Why People Fail
Chapter 03 - Organizations and Project Management
Organizations and Project Management
Differentiation vs. Integration
Organization Structures
The Functional Organization
Functional Organization Chart
Potential Advantages of a Functional Organization
Potential Issues with a Functional Organization
The Projectized Organization
Projectized Organization Chart
Potential Advantages of a Projectized Organization
Potential Issues with a Projectized Organization
The Matrix Organization
A Weak Matrix Organization
A Balanced Matrix Organization
A Strong Matrix Organization
Potential Advantages of a Matrix Organization
Potential Issues with a Matrix Organization
Organizational Structures
Chapter 04 - The Basics of Project Management
What is Project Management?
When to Get Stakeholders Involved
Definitions
Relationships
Projects vs. Operations
PMBOK Guide Knowledge Areas
The Project Life Cycle
The Spectrum Diagram
The Five Process Groups
PM Process Model
PDCA Cycle
The Framework
Nine Knowledge Areas
Chapter 05 - Project Integration Management
Integration Management
Develop Project Charter
Integration Management Model
Develop Project Charter - Process
Charter vs. Scope Statement
Project Charter Summary
Business Case Project Selection Methods - Quantitative
Compounding or Future Value
Discounting or Present Value
Net Present Value and Internal Rate of Return
Develop Project Management Plan
Develop PM Plan - Process
Project Management Plan Model
Additional Items in the PM Plan
PM Plan vs. Project Documents
Direct & Manage Project Execution
Direct & Manage Project Execution - Process
Monitor & Control Project Work
Monitor & Control Project Work - Process
Perform Integrated Change Control
Perform Integrated Change Control - Process
Close Project or Phase
Close Project or Phase - Process
Summary
Chapter 06 - Project Scope Management
Scope Management
Scope Management Model
The Product vs. Project Scope
Collect Requirements
Collect Requirements - Process
Stakeholder Analysis
Define Scope - Process
Create WBS - Process
Create WBS
Components of the WBS
Effective WBS's
Code of Accounts
Verify Scope - Process
Control Scope
Control Scope - Process
Summary
Chapter 07 - Project Time Management
Time Management
Define Activities
The Activities Chart
Define Activities - Process
Rolling Wave Planning
Sequence Activities
Sequence Activities - Process
PDM
Conditional Diagramming
Types of Dependencies
Leads and Lags
Estimate Activity Resources - Process
Bottom-up Estimating
Estimating Activity Durations
Estimating Activity Duration - Process
Types of Estimating
Project Evaluation & Review Technique (PERT)
PERT Formulas
Reserve Analysis
Develop Schedule
Develop Schedule - Process
CPM Overview
CPM Components
The Critical Path Method Model
The Critical Path Method Calculations
Resource Leveling
Critical Chain Method Overview
Critical Chain Method Start
Critical Chain Method Defined
Critical Chain Method Project Buffer
Critical Chain Method Feed Buffers
Critical Chain Method Reporting
Develop Schedule Tools and Techniques
Control Schedule
Control Schedule - Process
Summary
Chapter 08 - Project Cost Management
Cost Management
Cost Management Overview
Estimate Costs
Estimate Cost - Process
Types of Estimates
Determine Budget
Determine Budget - Process
Cost Baseline
Funding Requirements
Accounting Categories
Depreciation
Depreciation - Standard
Depreciation - DDB
Depreciation - SYD
Control Costs
Control Costs - Process
Control Costs - Continued
Performance Measurement Analysis
EV Table
Earned Value Basic Calculations
Earned Value Analysis
Cumulative Cost Curve
Forecasting - ETC
Forecasting - EAC
Forecasting - TCPI
Summary
Chapter 09 - Project Quality Management
Quality Management
Key Terms
Thought Leaders
Responsibility
Cost of Quality
Plan Quality
Plan Quality - Process
Benchmarking
Design of Experiments (DOE)
The Quality Management Plan
Perform Quality Assurance
Perform Quality Assurance - Process
Continuous Process Improvement
Quality Audits
Perform Quality Control
Perform Quality Control - Process
Quality Control Defined
Inspections
Variation
Statistical Sampling Terms
Statistical Terms
Statistical Example
3 Sigma, 6 Sigma
Cause and Effect Diagram
Control Chart
Pareto Diagrams
Run Charts
Summary
Chapter 10 - Project Human Resource Management
Human Resource Management
Develop Human Resource Plan
Develop Human Resource Plan - Process
Human Resource Plan
Enterprise Environmental Factors
Constraints on Project Staffing
The Organization Chart
The Responsibility Matrix
Maslow's Hierarchy
McGregor's Theory of X and Y
Hertzberg's Theory
Ouchi's Theory
Theory Z
Acquire Project Team
Acquire Project Team - Process
Enterprise Environmental Factors - Continued
Develop Project Team - Process
Manage Project Team
Manage Project Team - Process
Leadership Styles
Theories of Management Style
The Five Conflict Resolution Modes
Sources of Power
Summary
Chapter 11 - Project Communications Management
Communications Management
The Communication Model
Communications Terms
The Audience
Identify Stakeholders - Process
Stakeholder Analysis
Plan Communications
Plan Communications - Process
Create the Communications Management Plan
Didactic Communication
Communication Types
Distribute Information
Distribute Information - Process
Styles
Manage Stakeholder Expectations
Manage Stakeholder Expectations - Process
Report Performance
Report Performance - Process
Performance Report Example
Summary
Chapter 12 - Project Risk Management
Risk Management
Risk Management Defined
Types of Risks
Key Terms
Plan Risk Management
Plan Risk Management - Process
Components of the Risk Management Plan
Sample RBS
Also Included in the Risk Management Plan
Impact and Probability
Sample Impact Matrix
Scales for Impact and Probability Matrices
Identify Risks
Identify Risks - Process
Useful Information to Begin
Information Gathering
What Else Can You Do?
The Risk Register
Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis - Process
Risk Score for Each Specific Risk
Quantitative Risk Analysis
Quantitative Risk Analysis - Process
Risk Management Comparison
Data Gathering and Representation
Data Modeling and Simulation
Data Modeling - Sensitivity Analysis
Data Modeling - Expected Monetary Value Analysis (EMV)
Expected Monetary Value Calculations
Data Modeling - Decision Tree Analysis
Decision Tree Model
EMV Chart
Risk Register Updates
Additional Results from Quantitative Risk Analysis
Plan Risk Responses
Plan Risk Responses - Process
Responses
Response Strategies
Other Risk Register Updates
Resulting Risks
Monitor & Control Risks
Monitor & Control Risks - Process
Additional Purposes of Risk Monitoring & Control
Results of Risk Monitoring & Control
Summary
Chapter 13 - Project Procurement Management
Procurement Management
Contracts
Parties
Plan Procurements
Plan Procurements - Process
Make-or-Buy Analysis
Contract Type Selection
Procurement Management Plan
Conduct Procurements
Conduct Procurements - Process
Standard Procurement Documents
Documents Used to Seek Proposals or Bids
Source Selection Criteria
Selected Sellers
Administer Procurements
Administer Procurements - Process
Close Procurements
Close Procurements - Process
Negotiate Settlements
Summary
Chapter 14 - Professional Responsibility
Professional Responsibility
Responsibilities to the Profession
Responsibilities to Customers & the Public
Role of the Project Manager
Scope Guidelines
Authority Guidelines
Unexpected Events Guidelines
General Guidelines
Course Closure
Final Exam
PMP 2008 Exam Prep - Final Exam
