Project Management Professional Job Seeker’s Package

• Introduction
• Project, portfolio, and program
• Project management
• Program and portfolio management
• Organizational project management
• Operation vs project
• Project management office
• Organizational governance and project governance
• Organizational structure
• Advantages and disadvantages of the major organizational structure types
• Project manager
• Stakeholders
• Project sponsor/initiator
• Project team
• Functional (resource) manager
• Role of the Program Manager and the Portfolio manager
• The project management processes and the project life cycle
• Let’s discuss what we have learned

• Organizational process assets
• Enterprise environmental factors
• Assumption log
• Work performance data, work performance information and work

Performance reports

• Expert judgment
• Data gathering, data analysis and data representation
• Project management information system
• One-point, analogous, parametric, three-point and bottom-up estimating
• Decision making
• Interpersonal and team skills
• Let’s discuss what we have learned

• Introduction
• Processes
• Process groups
• Knowledge areas
• Let’s discuss what we have learned

• Introduction
• Project selection methods
• Internal rate of return
• Payback period
• Cost-benefit analysis
• Present value
• Net present value
• How to select the project
• Accounting terms to know
• Let’s discuss whatwe have learned

• Introduction

• Tailoring project integration management

• About the integration management

• What is a project charter?

• Business case

• Important notes on developing the project charter process.

• What is a project management plan

• Performance measurement baseline

• Change management plan

• Configuration management plan

• Important notes on developing project management plan process

• Directing and managing the project work

• Important notes on direct and manage project work 14) how to manage the project knowledge?

• Important notes on managing the project knowledge process

• Monitoring and controlling the project work

• Important notes on monitoring and controlling project work

• Perform integrated change control

• How to deal with changes?

• Important notes on performing an integrated change control process

• How to close the project (or phase)?

• Benefits management plan

• Agile considerations

• Let’s discuss what we have learned

• Introduction
• Planning scope management
• Dealing with competing requirements and balancing
• How to define the project scope?
• Creating work breakdown structure
• Wbs dictionary
• Scope baseline
• The big picture of the scope management
• Validating project scope
• How to control the scope?
• Agile considerations
• Tailoring scope management
• Let’s discuss what we have learned

• Introduction
• We need to plan schedule management
• How should we define the activities?
• Sequencing the activities
• Drawing a network diagram
• Estimation techniques
• Three point estimating technique
• Now we can estimate the activity durations
• Estimating processes: important points
• Develop schedule
• Critical path method
• Critical path method calculation
• Schedule compression
• Simulation
• Resource optimization
• Controlling the project schedule
• Agile considerations
• Tailoring schedule management

• Introduction
• Planning cost management
• Estimating project costs
• How to determine the project budget
• Earned value analysis / acronyms, terms and formulas
• Earned value analysis / basic principles
• Earned value analysis / evm in deep
• Controlling project costs
• Agile considerations
• Tailoring cost management
• Let’s discuss what we have learned

• Introduction
• Planning project quality management
• How to manage quality
• Controlling quality
• Important notes on quality management
• Agile considerations
• Tailoring quality management
• Let’s discuss what we have learned

• Introduction
• Planning project resource management
• Organizational theories
• Estimating activity resources
• Acquiring resources
• How to develop project team
• Managing project team
• How to deal with conflicts?
• Controlling resources
• Agile considerations
• Tailoring resource management
• Let’s discuss what we have learned

• Introduction
• How to plan project communications management
• Communication types and methods
• Communication models
• Communication channels
• Managing project communications
• Monitoring communications
• Agile considerations
• Tailoring communications management
• Let’s discuss what we have learned

• Introduction
• Terms to know
• Planning risk management
• Risk categorization
• How do we identify the risks?
• Qualitative risk analysis
• Quantitative risk analysis
• Expected monetary value analysis
• Decision tree analysis
• Plan risk responses
• Contingency reserve calculations
• Implementing risk responses
• How to monitor the project risks?
• Agile considerations
• Tailoring risk management
• Let’s discuss what we have learned

• Introduction
• Contracts and agreements
• How to perform the procurements
• Roles of the project and procurement managers
• Contract types
• Risks according to the contract types
• Calculations related to contracts
• Planning procurement management
• Make-or-buy analysis
• Conducting project procurements
• Controlling project procurements
• Agile considerations
• Tailoring procurement management
• Let’s discuss what we have learned

• Introduction
• First things first: identify the stakeholders!
• Stakeholder engagement plan
• We need to manage stakeholder engagement
• Monitoring stakeholder engagement
• Agile considerations
• Tailoring stakeholder management
• Let’s discuss what we have learned

• Why do we need agile?
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Twelve principles

• Understand the Fundamental Concepts of Incident Response
• Learn Various Phases in the Incident Response Process
• Learn How to Respond to Network Security Incidents
• Learn How to Respond to Application Security Incidents
• Learn How to Respond to Email Security Incidents
• Learn How to Respond to Insider Incidents
• Learn How to Respond to Malware Incidents

• Considering uncertainty and risk
• The project life cycles
• Predictive life cycle
• Iterative life cycle
• Incremental life cycle
• Agile life cycle
• Hybrid life cycles
• Choosing the most suitable life cycle
• Designing a hybrid life cycle
• How to blend and tailor the agile approaches
• Tailoring considerations

• Agile mindset and agile teams
• Servant leader
• Project manager as a servant leader
• Characteristics of agile teams
• Roles in Agile Environments
• Team structures in agile environments

• Agile project charter and team charter
• Backlog
• Spikes
• Planning for the following iteration
• Daily standup meetings
• Reviews and demonstrations
• Retrospectives and retrospective findings
• Frequent verification and validation
• Tracking in iteration-based agile
• Tracking in flow-based agile
• Little’s law
• Evm in agile environments
• Procurements in agile environments
• Agile pmos

• Introduction
• How to manage compliance?
• How to realize benefits and gain value?
• Change within the business environment

• Introduction
• Eight performance domains
• Stakeholder engagement
• The team
• Creating an effective project team culture
• The core leadership skills for project success
• Tailoring considerations for leadership styles
• Project life cycle and development approach
• Planning
• The project work
• Delivery
• Measuring project performance
• Dealing with ambiguity, volatility, and complexity
• Dealing with risks
• The tailoring concept
• Introduction to strategies, techniques, and artifacts
• Leadership models
• Motivation models
• Project team development models
• Communication models
• Change models
• Other models