PMP Certification Training

Prepare to ace the PMP® exam, become a top rated project management professional and advance your career with this online course.

Course Description

Preparing to take the Project Management Professional (PMP)® exam? This online course is designed to help you cover all of the key areas you will be tested on. The PMP® certification is the number one globally recognized credential for project managers, opening the door to better job opportunities and higher salaries. The Project Management Professional (PMP)® credential is a globally recognized certification for project managers. If you want to advance your career in project management, obtaining the PMP® credential showcases to employers that you have the abilities to successfully manage projects. Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013. We have a range of project management courses to sui... Read More »

Preparing to take the Project Management Professional (PMP)® exam? This online course is designed to help you cover all of the key areas you will be tested on. The PMP® certification is the number one globally recognized credential for project managers, opening the door to better job opportunities and higher salaries.

The Project Management Professional (PMP)® credential is a globally recognized certification for project managers. If you want to advance your career in project management, obtaining the PMP® credential showcases to employers that you have the abilities to successfully manage projects.

Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.

We have a range of project management courses to suit your needs. If you’re looking for an introductory course, try our Basics or Team Members courses. If you’re looking for something more in-depth, try our courses for Business Professionals, Engineers or Experts.

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Course Outcomes:
  • Recognize the requirements and application process for the PMP® certification.
  • Recognize the context and constraints of project management and project leadership.
  • Identify the five process groups and the process within each group.
  • Identify the ten knowledge areas and the processes with each area.
  • Identify the inputs, outputs, tools and techniques of each project management process.
  • Demonstrate how to calculate critical path and float.
  • Demonstrate how to calculate earned value metrics and ratios.
  • Earn 35 PDUs or contact hours to put towards certification with PMI.
Certificate Info:

Type of Certification

A Certificate of Training is awarded for completing all lessons within the course. An Accredited Certificate of Achievement is awarded if the learner passes the skills test at the end of the course. The skills test can be taken as many times as needed. The Certificate of Achievement will reflect the highest score achieved.

Format of Certification

Digital and Print

Professional Association/Affiliation

GoSkills is a member of the Continuing Professional Development Certification Service (CPD UK). GoSkills courses have been accredited by the CPD UK, which means that they meet the industry-wide guidelines. As a PMI Registered Education Provider (R.E.P.), GoSkills has agreed to abide by PMI established quality assurance criteria.

Method of Obtaining Certification

Once the learner has earned the certificate they can be downloaded from their GoSkills dashboard.  The certificates are in a pdf format, so they can be printed or emailed.  The certificate can also be added to LinkedIn if the learner has an account.

Additional Details

Upon successful completion of a course, the learner earns contact hours or PDUs toward a project management education for certification with PMI.
About Instructor:

Ray Sheen - Project Management Instructor & Author


Ray is a certified Project Management Professional (PMP) with the Project Management Institute and a certified Scrum Master with Scrum Alliance. He is a member of the Project Management Institute and the Product Development Management Association.

He is president and founder of Product & Process Innovation, Inc. and is a veteran business leader with over 25 years of executive, project management, and engineering management experience. Ray has worked in several industries including aerospace, electrical distribution and utilities, biotechnology, appliances, electronics, machining, medical devices, pharmaceutical, automotive, and financial services. He has held executive management positions in a Fortune 500 company and has been involved in entrepreneurial startup organizations.

Ray has spoken at regional symposiums of the Project Management Institute, corporate programs for project management instruction, and provided expert witness testimony on several lawsuits involving project management and weapon system production on government programs.

Ray provides training and consulting in all aspects of Project Management, Product Development, Innovation Management, Strategy Formulation, Process Design & Setup, Design for Manufacturability, Poka Yoke, Lean Manufacturing, Product Line Strategy and Finance for Engineers through universities such as Worcester Polytechnic Institute, Clemson University, and the University of Winnipeg.

He is also an instructor at the China Institute for Innovation. His recent consulting clients include General Electric, Medtronic, Covidien, Tyco, Johnson & Johnson, Dominion Power, NSTAR, American Superconductor, Draexlmaier, Kaman Aerospace, Endologix, Nypro, and Instrumentation Laboratory.


Course Outline

Project management credentials are used to ensure that individuals have the background and skills needed to be able to perform project management functions.
The PMP® Application process can be time consuming. It is important to understand what is required so that you do not have to resubmit.
The PMP® examination is a serious and difficult element of earning the PMP® credential. The 200 question, proctored exam must be completed within four hours.
The PMI® Code of Ethics and Professional Conduct sets a standard for the profession of project management of what is right and honourable to do.
The PMP® Exam Content Outline is a PMI document that provides lists of the domains, tasks, and skills that are tested on the PMP® Exam.
The PMBOK® Guide is the reference document upon which much of the PMP® exam is based. The PMBOK® Guide contains a description of project management processes, tools, checklists, and templates.
The PMBOK® Guide has organized project management into 47 processes.
A portion of the PMBOK® Guide is a standard for project management. That portion is the Annex A1, The Standard for Project Management of a Project.
The PMBOK® Guide Glossary provides hundreds of definitions of terms and acronyms used throughout project management and the PMBOK® Guide.
Projects, programs and portfolios are terms that describe an increasing complexity of project related work. Project management addresses how to manage a single unique project not necessarily programs or portfolios.
Operational activities manage and operate the business processes. Projects interact with operational activities by creating and changing operational processes, products, and services.
The project life cycle provides a general overview of the phases that a project goes through.
The project manager leads the project team. Their role and level of authority will vary depending upon the project organizational structure.
Projects managers must apply appropriate interpersonal skills to be effective.
Most projects are conducted by a project team. There are many structures for forming a project team within an organization.
Most projects are complex with multiple stakeholders, the five process groups, ten knowledge areas, the forty-seven processes and the many project management deliverables all interacting with each other.
The Project Management Office (PMO) is the organizational response to project management. The PMO manages the process of project management.
Organizational process assets are the business systems, processes and procedures that are used while managing the project. Enterprise Environmental factors are the constraints and impacts that the business and industry places on the project.
The two initiating project management processes define the boundaries of the project and authorize the project manager to start work.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 1.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 2.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 3.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 4.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 5.
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 6.
The project management executing processes are managing the majority of the work of the project. There are eight project management executing processes. Part 1.
The project management executing processes are managing the majority of the work of the project. There are eight project management executing processes. Part 2.
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 1.
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 2.
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 3.
The Closing processes shut down a project; either because it has completed or because it has been aborted. There are two closing processes.
Integrating processes span the other knowledge areas and provide overall project management direction.
The project scope is the sum of all the work that must be done on the project. Scope management is focused on defining and controlling what must be done on the project and what does not need to be done.
Time management processes span create and manage the project schedule.
Project Cost Management processes are used to manage and control costs on projects.
The Project Quality Management processes are used to implement an organization’s quality management system within a project.
The Human Resources Management processes provide guidance for managing the project team including the core team, extended team and any project staff.
Communication is at the heart of project management. These processes provide guidance on project communication.
Risk management processes guide the project manager and project team in the identification, analysis, response and control of risk.
The Project Procurement Management processes address the contractual issues associated with any purchases made by the project and if the project is done under contract for a customer, these processes address those items also.
Project Stakeholder Management is concerned with communicating with project stakeholders in order to understand and meet their needs.
Critical Path calculations are used to determine the critical path within a project.
Project schedules are often modified to implement risk response plans. Leads, lags, float and levelling are used to understand and manage elements of project risk.
The Expected Monetary Value (EMV) and Decision Trees are two quantitative risk analysis techniques that when paired can be used to select an optimum project approach.
The Earned Value Analysis technique integrates scope, schedule and budget attributes into a set of measurements that can be used for tracking project performance.
Project teams are often asked to provide a forecast for final project cost. Earned Value Management provides indices that support creating the project forecast.

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