CAPM Exam Prep Course 25 PDU's for Current Exam

Explore the classic definition of a project as a temporary endeavor that delivers a unique product, service, or result, with a start and end date and progressive elaboration.

Explore the definition of project management as applying knowledge, skills, tools and techniques to satisfy requirements, lead the team, manage risk, and close projects.

Define and manage a program as a group of related projects coordinated to deliver benefits not possible individually. Break large projects into subprojects, assign managers, and optimize interdependencies.

Define a portfolio as a collection of projects, programs, and operations that pursue a strategic goal over 3–5 years. Portfolio managers coordinate these initiatives at the highest level.

Explore operations management as the ongoing production of goods and services, focusing on acquisition, development, and utilization of resources to deliver value, distinct from projects.

Determine a project's value to secure approval and show how value can drive revenue, cut costs, and enhance brand, customer service, or products.

Projects enable changes by moving an organization or individual from a current state to a desired state, driving product upgrades and strategic shifts to survive and evolve.

Learn how phases group related project activities to build deliverables. Each phase ends when its deliverable is accepted by the customer or sponsor.

Define the project life cycle as the start-to-finish sequence of phases from initiation to closure, and note that it can be predictive, change driven, or hybrid, determined by project manager.

Project governance provides a framework for decision making, built on structure, people, and information, and varies by organization to decide when to initiate, adjust, or terminate projects.

Stakeholders are individuals, groups, or organizations affected or perceived to be affected by a project, with positive or negative impacts, including the project manager, customer, sponsor, and team.

Explore the evolving roles of a project manager, from initiator to negotiator, listener, coach, working member, and facilitator, as you guide teams and manage meetings throughout a project.

Define milestones as significant events marking major project achievements and distinguish them from task durations. Note that zero-duration tasks are milestones, as in permit approval or passing an exam.

Explore functional, project-oriented, matrix (weak and strong), and hybrid organizational structures and how each affects project manager power, resources, and budgets.

A project sponsor acts as the boss on traditional projects, funds the work, and decides on changes and deliverables, while a program manager oversees multiple projects.

Identify and master a project’s areas—scope, schedule, budget, quality, resources, communications, engagements, risks, and procurement—and integrate them to plan, manage, and deliver the project successfully.

Discover how a project management office standardizes processes, enables tools, methodologies, and knowledge sharing across projects, with supportive, controller, and directive structures typical in mid to large organizations.

Product management guides the full product lifecycle from idea to retirement, including market needs and requirements, while project management delivers defined work within scope, time, and budget.

Learn to identify and manage risks, issues, assumptions, and constraints in project work, including how risks can become issues and how to use risk registers and issue logs.

Learn how six project constraints—scope, schedule, cost, risks, quality, and resources—limit work, influence outcomes, and affect customer satisfaction, guiding proactive planning and constraint management.

Explore predictive (waterfall) and adaptive (agile) project management. The former emphasizes upfront scope and detailed planning; the latter embraces change through continuous customer feedback.

Explore emotional intelligence and its role in project management, focusing on self-management, empathy, and influencing others to build relationships, de-escalate conflicts, and motivate stakeholders.

Differentiate leadership from management, and learn when to inspire and empower people versus when to plan, coordinate, and enforce processes. Apply both to drive project success and respond to change.

Explore the 12 project management principles from the PMBoK seventh edition, reinforcing exam-ready practices you already use, from stakeholder engagement to scope, schedule, budget, and quality.

Explore the PMI code of ethics and professional conduct and its 12 principles, and learn how the four values: responsible, respect, fairness, and honesty guide ethical project management toward stakeholders.

Explore the 12 project management principles from the PMBoK seventh edition, including value focus, stakeholder engagement, system interactions, leadership, tailoring, risk, and change enablement.

Learn how stewardship defines a diligent, respectful, and caring approach to project management. Apply integrity, trustworthiness, and compliance with internal and external guidelines while considering financial, social, and environmental impacts.

Build a collaborative project team that embraces servant leadership, brings diverse skills, promotes transparent roles, and follows shared processes and ethical standards to deliver objectives efficiently.

Proactively engage stakeholders throughout the project to gather requirements and feedback, ensuring value delivery. Align with customers, sponsors, product owners, and the team to influence requirements, plans, and outcomes.

Focus on value drives project success by delivering outcomes that meet customer and sponsor needs. Continuously evaluate value, align with the business case, and adapt to maximize benefits.

Apply systems thinking to manage interdependent project components, recognizing holistic interactions among scope, quality, schedule, and costs, and adapt to changing internal and external conditions through unified collaboration.

Demonstrate adaptive leadership behaviors to motivate the team, align goals with a shared project vision, resolve conflicts, and drive project success through ethical, stakeholder-focused communication.

Tailor development approaches to each project by balancing waterfall, agile, and hybrid methods with just enough processes, focusing on value, speed, and stakeholders' needs, while iterating for continuous improvement.

Build quality into every process and deliverable by meeting acceptance criteria and stakeholder expectations, using metrics to ensure performance, reliability, and efficiency.

Navigate complexity in project management as the outcome of human behavior, system interactions, and uncertainty. Apply risk management to anticipate disruptions and adapt plans to keep deliverables on track.

Identify, assess, and respond to project risks, balancing threats and opportunities, continuously monitor risk exposure, and align with stakeholders' risk appetite for cost-effective actions.

Embrace adaptability and resiliency in projects to absorb changes and recover quickly. Foster continuous learning with open planning, stakeholder collaboration, and incremental prototypes to sustain value.

Enable changes to achieve the envisioned future state by preparing impacted stakeholders, using a structured, incremental approach, and motivating adoption to overcome resistance.

Explore the eight performance domains from the PMBoK guide seventh edition, understand how domains are integrated activities that drive project delivery, planning, delivery, measurement, and uncertainty management.

Develop the stakeholder performance domain by identifying, analyzing, engaging, and monitoring stakeholders to build productive working relationships, align with project objectives, and ensure deliverables satisfy beneficiaries.

Explore the team performance domain to build a high performance team through servant leadership, culture, shared ownership, and team development with effective communication, for traditional and agile projects.

Select the right development approach and life cycle to deliver value from start to end by balancing predictive, agile, and hybrid methods with delivery cadence.

Plan proactively across traditional, agile, and hybrid projects to deliver organized, coordinated outcomes through progressive elaboration, stakeholder management, and backlog-driven adaptation.

Explore the work performance domain, enabling efficient and effective project execution through processes, resource management, stakeholder communication, procurement, and continuous learning.

Explore the project delivery performance domain, focusing on delivering scope and quality, meeting acceptance criteria, and ensuring value realization for stakeholders and business objectives.

Measure project performance in the measurement domain by tracking time, cost, scope, and KPIs including leading and lagging indicators, using smart metrics and dashboards to keep work on plan.

Explore the uncertainty performance domain, learning to proactively manage risk and uncertainty, assess environmental threats and opportunities, and use reserves to protect project objectives.

Learn traditional project management, also called waterfall or predictive, with a well defined scope and upfront planning guiding a fixed schedule, budget, and PMI processes.

Explore predictive project management through the 49 processes organized into five process groups—initiate, planning, execute, monitor and control, and closing—and learn when to apply predictive versus adaptive approaches.

Explore the 49 processes for predictive project management, organized into the five process groups, and learn to identify them as good practices to tailor for real projects and exams.

Explore the five process groups—initiating, planning, executing, monitoring and controlling, and closing—and how they authorize work, define the pm plan, and guide project delivery.

Explore ITTOs (inputs, tools and techniques, and outputs) across the 49 project management processes, with examples like templates, expert judgment, meetings, and EEF and OPA.

Identify how enterprise environmental factors shape projects, including internal structure, governance, culture, and risk appetite, plus external politics, standards, and regulations that influence planning and execution.

Discover how organization process assets, including templates, software tools, and knowledge bases, serve as essential inputs that guide project planning, risk management, and closeout.

Explore project documents and the project management plan, learn how 33 documents flow as inputs and outputs across the 49 processes, and how the 18 components fit in.

Explore the project management plan, a comprehensive document outlining how to execute, monitor, control, and close projects, including its 18 components, 14 plans, and four baselines.

Apply expert judgment to plan, execute, monitor, control, and close projects by consulting subject matter experts across the 49 processes, leveraging specialized knowledge to estimate scope, schedule, risk, and quality.

Master four data tools—gathering, analysis, representation, and decision making—for project management, using data on schedules, risks, and costs.

Develop essential interpersonal and team skills to manage people and stakeholders across the project, mastering active listening, conflict management, facilitation, and productive meeting practices.

Learn how to manage meetings with stakeholders across virtual and face-to-face formats by setting agendas, start and finish times, facilitating discussion, ensuring attendees' inputs, and distributing detailed meeting minutes.

Explore PMIs and how organizations tailor tools like Microsoft Project, Word, Outlook, and WebEx to manage schedules, documents, work authorization, and configurations.

Discover how change requests drive updates to the project management plan, baselines, and deliverables; assess, approve, and implement scope, time, or cost changes with corrective, preventive actions, and defect repair.

Describe how raw work performance data is compared with the plan to create work performance information and a final work performance report for stakeholders and change control.

Explore how updates function as outputs across multiple processes, including organization process assets, enterprise environmental factors, project documents, and project management plan updates.

Develop project charter to formally authorize a project or phase in initiating, grant the project manager authority, and use inputs such as business documents and agreements with an assumption log.

Identify and analyze project stakeholders using tools like stakeholder analysis, power–interest grids, and stakeholder mapping, and compile a comprehensive stakeholder register to guide engagement.

Develop the project management plan by coordinating all subsidiary plans and baselines into an integrated document that guides execution, monitoring, and closing.

Plan scope management teaches how to define, validate, and control product scope and project scope with a scope management plan, avoiding scope creep and gold plating.

Learn how to collect, document, and manage stakeholder requirements, using tools like benchmarking, mind mapping, prototyping, and a traceability matrix to ensure project success.

Define scope develops a detailed project scope statement, specifying deliverables, work, requirements, exclusions, constraints, and acceptance criteria to prevent scope creep and guide project success.

Build a clear work breakdown structure (WBS) by decomposing deliverables from the scope statement into work packages, supported by a WBS dictionary and progressive elaboration.

Plan schedule management by establishing a schedule management plan that defines how to plan, develop, manage, and control the schedule, guided by the charter and enterprise environmental factors.

Define activities by decomposing work packages from the WBS into specific actions, create an activity list with attributes and milestones, and use it to build the project schedule.

Sequence activities explain how to order the activity list using finish-to-start, start-to-start, finish-to-finish, and start-to-finish relationships to create a network diagram and a practical project schedule.

Learn how to estimate activity durations by selecting appropriate work periods, applying expert judgment, and using analogous, parametric, bottom-up, and three-point (PERT) methods, with reserve and basis of estimate considerations.

Master the PERT three-point estimate for CAPM PMP exams by calculating activity duration and cost using optimistic, realistic, and pessimistic values, and explore standard deviation and triangular distributions for risk.

Develop schedule by analyzing activity sequences, assigning durations, and using tools to produce a project schedule with baselines, calendars, and data, including CPM, resource leveling, and what-if scenarios.

Explore the critical path method to build and analyze project schedules, calculate the critical path and float, identify high risk activities, and leverage software like Microsoft Project for calculations.

Explore the critical path method in schedule management by learning to construct network diagrams that map activities A through E, including start and finish, with parallel tasks.

Calculate the critical path by evaluating all start-to-finish paths and selecting the longest. A, B, C, and E form the 11-day critical path, while D has one day of slack.

Explore how to calculate slack and float in a project schedule, using early start, early finish, late start, and late finish with a fixed duration to identify the critical path.

Master the forward pass by calculating early start and early finish from duration and start days, using dependencies to identify the critical path.

Master the backward pass using the inverse of the forward pass to compute late finishes and early starts. Identify the critical path and slack, noting float on noncritical activities.

Differentiate total float from free float and apply the free float formula (early start of the next activity minus early finish of the current activity minus one) to assess flexibility.

Draw and practice a project diagram, perform forward and backward passes, identify the critical path, and calculate total and free float for activities a, b, c, d, and e.

Practice CPM with a complex network, performing forward and backward passes to identify the critical path, compute activity float, and apply dependencies like D on B and C.

Identify the CPM critical path by forward and backward passes on diagrams, and determine slack and float, avoiding exhaustive path listing.

Plan cost management defines how to estimate, budget, manage, and control project costs, including value engineering, producing a unique cost management plan that guides budgeting thresholds.

Assign costs to each activity by applying cost estimates that cover labor, materials, equipment, services, and financing, using bottom-up, analogous, and parametric methods with risk reserves.

Aggregate the estimated cost of each activity to form the project budget and cost baseline. Monitor performance by comparing actual costs against the baseline, accounting for contingency and management reserves.

Learn to plan quality management by identifying quality requirements, balancing prevention and inspection costs, and outlining quality metrics and a quality management plan to ensure customer satisfaction.

Plan and manage team and physical resources by developing a resource management plan that estimates, acquires, and uses resources, guided by RACI and hierarchical charts and a team charter.

Estimate activity resources by determining what and how many resources each task needs, using bottom-up and parametric methods, and document a resource breakdown and basis of estimate for project success.

Analyze stakeholder communication needs and create a communication management plan that specifies who receives what, when, how, and in what format, using appropriate channels and technologies.

Plan risk management defines how to identify, analyze, respond to, and monitor risks. It covers positive and negative risks, risk categories, appetite for risk, and the risk management plan.

Identify risks continuously, build a risk register and risk report, and apply tools like prompt lists, swot analysis, and documentation analysis to capture positive and negative risks.

Learn to perform qualitative risk analysis by assessing probability and impact to prioritize risks, update the risk register, and visualize priorities with risk matrices and bubble charts.

Perform quantitative risk analysis to assign monetary values to ranked risks using probability distributions, EMV, make-or-buy analysis, sensitivity and tornado charts, and update the risk register.

Plan risk response guides actions for identified risks using the risk management plan and risk register, detailing strategies like avoid, transfer, escalate, mitigate, exploit, and share.

This lecture explains plan procurement management, outlining how to manage vendor relationships through written agreements and contracts, including fixed price, cost reimbursable, time and materials, and make-or-buy decisions.

Create and implement a stakeholder engagement plan to keep all stakeholders actively involved. Use a stakeholder engagement assessment matrix to tailor meetings, demos, and communications with the communication management plan.

Review the 24 processes and 18 components that form the project management plan, then move into execution and monitor control as you start doing the work.

Explore the ten executing processes in the CAPM exam prep, from direct and manage project work to procurement and stakeholder management, while understanding how executing aligns with monitor control.

Explore how direct and manage project work integrates executing processes, implements approved changes, and delivers project deliverables while capturing work performance data and logging issues.

Capture and share lessons learned throughout the project via a lesson learned register, leveraging explicit and tacit knowledge through knowledge management and information management for current and future projects.

Manage quality translates the quality management plan into executable quality activities, ensuring processes meet quality objectives, and producing quality reports, testing documents, and quality audits.

Acquire resources governs the continuous gathering of team and physical resources, with outputs like team assignments and resource calendars produced via multi-criteria analysis.

Develop your team by guiding Tuckman’s stages—forming, storming, norming, performing, and adjourning—while using co-location, virtual teams, and motivation theories to improve performance.

Develop skills to manage a high-performance team by mastering conflict management, team communication, and problem-solving techniques, including root-cause analysis and Ishikawa diagrams, for effective leadership.

Execute the project communication plan by ensuring timely creation, distribution, storage, retrieval, and monitoring of information, and follow the communication plan to deliver information that is needed.

Implement risk responses during project execution by monitoring risks, applying planned responses, updating the risk register and issue log, and minimizing threats while maximizing opportunities.

execute the conduct procurements by evaluating seller proposals, selecting a qualified seller, and awarding the contract, using procurement documentation, bid documents, independent cost estimates, and bid conferences.

Execute the stakeholder engagement plan to keep stakeholders involved and meet their expectations through demos, meetings, calls, and one-on-one conversations, adjusting methods if engagement fades.

Review executing processes, including integration, knowledge management, quality, and resources. Preview monitoring and controlling to keep the project on plan.

Discover how monitoring and controlling run in parallel with project execution to keep scope, schedule, budget, quality, resources, risks, vendors, and stakeholder engagement on track.

Monitor and control project work integrates all monitoring and controlling processes by tracking and reviewing progress against the plan, including scope, schedule, budget, and quality, and producing work performance reports.

Learn to manage project changes using integrated change control: submit written change requests, assess impacts with a change control board, and update the project management plan and related documents.

Validate scope at the end of project work to obtain formal acceptance from sponsors or customers for the verified deliverables after quality control.

Master daily execution controls by monitoring scope, schedule, and costs, comparing plan work to actual work, managing change requests, and applying earned value management.

Explore earned value management formulas, focusing on cost and scheduling metrics, to assess project status, forecast budgets, and prepare for CAPM and PMP exams.

Learn earned value management with key cost and schedule formulas to track progress, compare planned vs actual work, and prepare for exam questions through practical scenarios.

Master earned value management formulas, including PV, EV, AC, CV, CPI, SV, EAC, VAC, and TCPI, to forecast and control project performance.

Walks through earned value management with a practical scenario, calculating PV, EV, AC, CV, CPI, SV, SPI, EAC, ETC, VAC, and TCPI to interpret budget and schedule performance.

the lecture explains earned value management through scenario two, a four-year, $4,000 project with 17 months elapsed, 35% complete, and $1,500 spent, illustrating how to compute pv and ev.

Explore earned value management through scenario 2: calculate CPI, SPI, CV, SV, EAC, ETC, and TCPI from BAC, EV, AC, PV; interpret budget and schedule performance and rounding implications.

Master memorization tips for EVM formulas in CAPM exam prep, covering budget, PV, EV, AC, and performance indices like CV, CPI, SV, SPI, EAC, TCPI, ETC, and VAC.

Perform control quality by inspecting execution deliverables to ensure they meet quality requirements, producing verified deliverables that satisfy stakeholders.

Control resources manages physical resources—materials, equipment, facilities—through planning and data analysis to maximize efficiency, monitor work performance data, and trigger change requests to protect the budget.

Monitor communications evaluates whether planned communications meet stakeholder needs by comparing the communication management plan with work performance data and actual outputs, adjusting as needed to ensure project success.

Monitor risk continually to protect your project from new threats that emerge daily, update the risk register, reassess responses, and pursue change requests when needed.

Learn how to manage vendor relationships with controlled procurements, inspect and audit contract performance, handle claims administration, and close procurements with formal sign-offs.

Learn to monitor stakeholder engagement by comparing planned engagement with actual activities, assess the effectiveness of the engagement plan, and trigger changes to keep stakeholders involved throughout the project.

Close project or phase formalizes completion by transferring accepted deliverables to operations or the next phase, finalizing accounts and contracts, releasing the team, and archiving lessons learned.

Engage with section-based quizzes across integration, scope, cost, and schedule management, with explanations after each question, aiming for 80% and reviewing incorrect answers before the agile section.

Define agile as an umbrella term for adaptive, iterative development used beyond software, with popular methods like Scrum, extreme programming, Lean development, Kanban, and Safe; often used in hybrid projects.

Compare iterative development, incremental development, and iterations within agile methods, understanding that iterative builds the whole product with feedback, while incremental releases occur in small increments.

Explore why agile delivers greater customer involvement and value through incremental releases and frequent feedback. Learn how welcoming changes, active stakeholder engagement, and continuous requirements gathering drive successful projects.

Explore the agile declaration of interdependence and learn how continuous flow of value, customer collaboration, shared ownership, and iterative adaptation drive return on investment, innovation, and team accountability.

Adopt an agile mindset by welcoming changes, delivering in increments, and using rapid feedback to learn, deliver value, and continually improve through retrospectives.

Explore why agile methods deliver value faster than traditional waterfall by building software in increments, embracing feedback, and planning per increment, with exceptions for highly regulated projects.

Explore the inverted triangle by contrasting traditional projects, where scope is fixed, with agile projects that redefine and refine scope while keeping time and cost fixed. Learn that agile ends when time or money runs out and that delivering the most valuable work upfront guides development.

The agile manifesto, 2001, enshrines four values: individuals and interactions over processes and tools; working software over documentation; customer collaboration over contract; and responding to change over following a plan.

Explore the 12 agile guiding principles from the manifesto to deliver working software early, welcome changes, and empower self-organizing teams with a sustainable pace.

Master the most popular agile methodologies, including Scrum, Kanban, Scrum ban, and lean software development. Learn how agile centers on managing people, gathering requirements, and delivering value sooner.

Learn the scrum process from product backlog and sprint planning to daily stand-ups, reviews, and retrospectives. Harness value-driven increments and customer feedback to deliver evolving features.

Discover scrum roles and responsibilities, including the product owner, scrum master, and development team, and how transparency, inspection, and adaptation shape backlog prioritization and sprint outcomes.

Explore scrum activities and ceremonies, including sprint planning, daily stand-up, sprint review, and retrospective, and learn how these timeboxed events shape the sprint backlog and feedback loops.

Explore scrum artifacts, including the product backlog, sprint backlog, and product increment, and learn how grooming, value, and the definition of done guide the team's work and stakeholder feedback.

Define the definition of done upfront as a shared understanding among product owner, customer, and team. Apply it globally to the project, meeting tests, documentation, and coding standards in Scrum.

Explore extreme programming (XP), an agile software development method similar to Scrum, emphasizing simplicity, communication, feedback, fail-fast learning, and courage, respect, accountability, with roles like coach, customer, programmers, and testers.

Explore xp practices, including release and iteration planning, small releases, and continuous integration, with emphasis on customer tests, collective code ownership, test driven development, and refactoring for sustainable pace.

Compare scrum and XP by aligning sprints, releases, planning meetings, and roles, then contrast product owner with XP coach and daily standups with daily scrums for agile practice.

Learn lean software development, derived from the Toyota production system, to minimize waste, identify customer-defined value, empower the team, and deliver high-quality software quickly by optimizing the whole.

Explore Kanban development via a signboard to visualize work. Keep it low tech and high touch on a whiteboard, limit work in progress, and reveal bottlenecks.

Explore popular agile methods beyond Scrum, XP, Lean, and Kanban, including feature driven development, Crystal, and SAFe, and see how enterprise-wide Scrum aligns with the Agile Manifesto.

Learn agile leadership through servant leadership principles that empower self-organizing teams, shield them from interruptions, clarify the project vision, and provide the resources and support to succeed.

Explore the 12 principles of servant leadership to empower agile teams by understanding team member needs, providing resources, and facilitating a vision-driven, ethical, and collaborative project workflow.

Develop essential people-management skills through servant leadership, emphasizing soft skills, ethical behavior, inclusive collaboration, transparent visualization, safe experimentation, and knowledge sharing to inspire teams and drive project success.

Prioritize a product backlog using value-based methods that balance business value, risk, and dependencies, and use Moscow, dot vote, 100-point voting, monopoly money, and Keno analysis to decide features.

Deliver value incrementally by prioritizing the backlog and building in 2–4 week iterations, testing in environments before production to reduce costly fixes.

Define the minimum viable product as a usable subset of features that delivers value quickly. Use MVPs to gather rapid customer feedback and steer agile development toward the right path.

Engage stakeholders with low tech, high touch tools like sticky notes and whiteboards, align with a shared vision, and use agile practices such as sprint reviews and definition of done.

Learn how face-to-face communication with stakeholders maximizes two-way knowledge sharing, agile collaboration, and use of information radiators, while balancing low-tech, high-touch tools with a virtual room.

Explore conflict management by examining five levels of conflict, from simple disagreements to level five escalation; learn root-cause analysis, team coaching, and decision techniques like simple voting and fist-of-five.

Explore the main agile roles—the delivery team, product owner, and Scrum Master—who build increments from the product backlog, hold daily standups, and drive planning, reviews, and retrospectives.

Learn to build a high performance, self-organizing agile team with generalizing specialists; foster a shared vision, small cross-functional teams, and a safe space for constructive disagreement to reduce bottlenecks.

Explore models of individual development, including the Shoe Harry skill mastery model and the Dreyfus novice-to-expert path, and examine team development through forming, storming, norming, performing, adjourning.

Learn to design co-location and virtual team spaces that foster osmotic communication and tacit knowledge through face-to-face time, walls, and visual boards.

Agile planning emphasizes adaptive, incremental planning across multiple levels, continuously updating the plan to maximize value delivery while re-prioritizing the product backlog in response to feedback and uncertainty.

Learn to perform value-based analysis and decomposition to prioritize work by business value, using the product box exercise to articulate main value statements for agile planning.

Master the time boxing concept in agile by using short fixed durations for stand-up meetings, sprints, and retrospectives, while guarding against Parkinson's law that work expands to fill the time.

Learn how agile user stories decompose requirements from epics into stories and tasks, using the three Cs on index cards to align the product backlog and ensure value.

Master story points in agile by using relative sizing with the Fibonacci sequence to estimate backlog items for sprints, using planning poker and wideband delphi to assign points.

Explore three iteration types: iteration zero, development iteration, and iteration h for hardening the sprint or release. Learn about architectural and risk-based spikes used to test concepts and mitigate risks.

Learn to read burn up and burn down charts and use velocity charts to track completed work, remaining work, and team pace in agile project performance.

Apply value stream mapping to identify waste and optimize process flows, using Pdca and agile cycles to continuously improve, tailor methods, and automate the certificate generation.

Discover how a sprint retrospective, conducted after every sprint, gathers data, analyzes insights, and creates smart actions to continuously improve team performance.

Learn how organizations blend traditional waterfall with agile practices to form hybrid project management, combining predictive planning with rapid iterations to deliver value.

Identify definable and high-uncertainty project work with clear procedures and agile adaptability. Use examples from software development, car production, and hybrid projects to show definable and uncertain elements.

Explore the four project life cycles—predictive, iterative, incremental, and agile—and see how dynamic requirements and frequent deliveries drive value and cost management in PMBoK and the PMI Agile practice guide contexts.

Explore hybrid method one, where early work follows agile practices—design, develop, test with a product backlog and daily standups. Then hand the release to predictive rollout for planning and execution.

Combine hybrid and agile practices to transition from predictive methods, integrating stand-up meetings, customer feedback, and a product backlog with a product owner on a single team.

hybrid method three blends a predominantly predictive approach with a small agile section, using a proof of concept to test materials before applying a full predictive project.

Explore hybrid method 4, blending agile with predictive elements for non-negotiable components like third-party integrations, and review other agile and predictive combinations for project management.

Explore fit for purpose hybrid methods that blend agile and predictive approaches across four methods to deliver value and adapt to project risk and stakeholder needs.

Explore how a business analyst analyzes problems, gathers requirements, and proposes solutions to drive projects. Learn business analyst versus project manager roles and validation in this CAPM exam prep course.

Explore how a business analyst uses knowledge, skills, tools, and techniques to identify problems, analyze markets, elicit and manage requirements, and measure value for strategic decisions across portfolios and projects.

Business analysts analyze the current business to identify problems and opportunities and define requirements for a future state; project managers turn those requirements into delivered projects, and both must collaborate.

Define requirements as conditions or capabilities that meet a business need, and apply four kinds—business, stakeholder, solution, and transition—through elicitation to move from current to future state.

Explore the product lifecycle from conception to withdrawal, covering requirements, design, build, testing, production, upgrades, and collaboration between business analysts and project managers.

Identify the net quantifiable benefit of a business endeavor, whether tangible or intangible, and have business analysts research and elicit information—market and competitive analysis—to support decision making and project initiation.

This lecture surveys the six process groups and 35 business analysis processes, detailing defining and aligning, initiating, planning, executing, monitoring and controlling, and releasing, plus core knowledge areas.

Explore the six knowledge areas of business analysis: needs assessment, stakeholder engagement, elicitation, analysis, traceability and monitoring, and solution evaluation, illustrated with a Samsung phone scenario.

Explore seven needs assessment processes that identify problems or opportunities, define current and future states, build a product roadmap, and justify changes with a business case and charter.

Identify problem or opportunity helps business analysts assess issues and market opportunities, using benchmarking, competitive analysis, market analysis, interviews, and prototyping to define business needs.

Assess the current state of inventory management by analyzing the present environment, documenting processes, and using elicitation techniques and SWOT analysis to identify strengths, weaknesses, opportunities, and threats.

Determine the future state by identifying gaps between current state and desired state, and propose changes to capabilities, processes, and benchmarks to meet business goals.

Identify current vs future state of the inventory system, analyze viable options using benchmarking, cost-benefit analysis, and elicitation techniques, and recommend a feasible path for leaders to implement.

Facilitate product roadmap development by guiding workshops to map features and their delivery order, using story maps and user stories to prioritize value in agile projects.

Assemble a business case to prove value to management, justify investment, and connect inventory improvements to customer satisfaction and faster shipping.

Collaborate with sponsors to develop and obtain approval for a charter that authorizes projects, programs, or portfolios, translating the business case into scope and requirements so planning can start.

Identify stakeholders, analyze groups, and plan and manage engagement and communication to trace the requirements and align them with business goals.

Identify stakeholders by mapping people, groups, or organizations who influence or are affected, and build a stakeholder register to ensure the right people are involved in bar activities.

Conduct stakeholder analysis to identify stakeholders and assess their attitude, interest, and influence for engagement in buy activities and projects.

Identify stakeholders, analyze their power and interests, and document an engagement and communication approach for the capm exam prep course to guide stakeholder interactions throughout the product life cycle.

Develop a business analysis plan detailing how to elicit, trace, verify, and validate requirements, assign roles, and use burndown charts and work breakdown structures to guide BA activities.

Assess organizational readiness for transition and produce a readiness assessment and plan to move from the current to the future state, sustaining benefits after implementation.

Monitor and control stakeholder engagement while assessing business analysis performance by aligning elicitation, validation, tracing, and defect resolution with the plan, using root cause and opportunity analysis.

Explore how elicitation plans the approach, prepares to elicit, conducts elicitation, and verifies results to define current and future states.

Determine the elicitation approach by planning stakeholder activities and selecting methods such as interviews, focus groups, workshops, or prototyping. Apply a process to decide when and how to elicit information.

Prepare for elicitation, conduct elicitation with stakeholders using meetings, workshops, and interviews, and confirm results to define clear requirements.

Learn to analyze stakeholder requirements after elicitation by planning the analysis approach, creating and analyzing models, defining acceptance criteria, verifying and validating requirements, prioritizing them, and assessing risks.

Plan the analysis approach by outlining what will be analyzed, selecting useful models, and defining how requirements will be verified, validated, and prioritized. This approach guides the eight processes.

Define and elaborate requirements by selecting and detailing outputs to inform project or portfolio charters, refine product information for accessible stakeholder use and targeted inventory system improvements.

Define acceptance criteria as the evidence that a requirement is finished, including the definition of done, and align with stakeholders for each user story and test.

Master verify and validate requirements in capm exam prep by learning how to ensure quality and stakeholder acceptance through peer reviews, walkthroughs, and traceability matrices.

Prioritize requirements and other product information to align with stakeholder objectives, guide agile iteration and sprint planning, and produce a prioritized product backlog.

Identify and analyze product risks by assessing assumptions and uncertainties that affect requirements, using risk registers, SWOT analysis, and elicitation and estimation techniques to manage positive and negative risks.

Assess and compare multiple design options for inventory software features and processes, weighing business goals, costs, feasibility, and risk to make informed, viable product design recommendations.

Learn how to trace requirements across the project life cycle, establish a monitoring approach, map dependencies, and manage changes from design to production to ensure approved, quality outcomes.

Discover the traceability and monitoring approach for requirements, planning how to trace from gathering to delivery using a traceability matrix and lessons learned to manage changes across programs and products.

Establish relationships and dependencies, including mandatory dependencies, among requirements to define their correct order, using traceability matrices, feature models, and story mapping to align value with customer expectations.

Elicit and determine a requirements model with the BA, then select and approve the requirements to implement, using prioritization and workshops to align with business objectives and finalize the backlog.

Review and manage changes to requirements and other product information by assessing value and impact on cost, time, and defects, using change control boards or backlog updates.

Learn how to evaluate solution performance against objectives, plan the evaluation approach, assess acceptance results, and address defects to ensure stakeholder needs and customer value are met.

Assess solution performance by evaluating whether the new inventory system delivers the intended business value, enabling easier finding of inventory, with cost-benefit analysis, elicitation techniques, and prioritization to verify outcomes.

Define the solution evaluation approach during planning in the business analysis process group by specifying what, how, when, and who will measure performance against metrics.

Evaluate acceptance results against the acceptance criteria to decide whether to release or modify the solution. Perform variance analysis and traceability to identify root causes and prioritize fixes.

Facilitate the release decision by securing stakeholder acceptance and presenting a workshop-based path to partial or full production, while transferring risk, known issues, and workarounds to operations.

Provide a high-level view of the 35 business analysis processes to help pass the CAPM exam, while clarifying the course does not teach deep BA mastery.

Learn how the 49 project management processes flow from integration to close, linking charter, management plan, execution, monitoring, and control to deliver a verified, accepted deliverable.