FMIT INSTITUTE

www.fmit.vn

PMP® PREPARATION COURSE

FMIT INSTITUTEInternational Training and Consulting

PMP® Certificate is a professional & globally recognized certificate

with high level in project management

“PMP® Prepairation Course” is a special training program designed for individuals who have

already mastered the knowledge in PMBOK® Guide 6th and would like to take the PMP® Certifi-

cation Exam; or Project Managers, Project Specialists who want to advance in careers and

improve their income.”

The training program has copyright which belongs to international partner:

FMIT® – GLOBAL TRAINING PROVIDER OF PMI® IN VIETNAM

is directly under FMIT® International Consulting Training Corporation

is established since 2005

has been training partner of more than 5,000 enterprises, including large

corporations, multinational companies and other SMEs

has more than 20,000 learners who trusted and selected its courses.

Rewarded with Asian typical Enterprise;

Trusted brand index management system – 2014;

Excellent Brand Asia – Pacific Economic integration – 2015 awards;

Business Excellence – 2016.

Trusted Quality Supplier – 2018

Follow global standards in training quality

Minimum training hours in order to save cost and time for enterprises

Maximum the knowledge and value of the training course

Convey the knowledge which can be applied immediately to enterprises

Training programs meet international standards, not just based on indivi-

dual experience

Training programs belong to the international partner’s franchise

Practical methods are used which helps enterprises identify and solve their

existing problems

Certificates are internationally recognized worldwide in the network of our

global partners

FMIT® INTRODUCTION

AWARDS

FMIT

CORE VALUES

WHY FMIT® SHOUD BE THE FIRST CHOICE

Original initiatives since 2005, FMIT® has been focusing on primary mission: research, learn and

transfer global management standards and certificates which are internationally approved all over

the world to individuals and organizations in Vietnam. For over 15 years, FMIT® has unceasingly

proceeded internationally cooperation, transfer management training curriculums which has been

adopted widely all over the world, including:

TRAINING PROGRAMS APPROPRIATE WITH

THE GLOBAL STANDARDS

FMIT’S PARTNERS

Global Innovation Institute(GInI®)

Project Management Institute (PMI®)

Internal Control Institute (ICI®)

The Institute of Internal Auditors (IIA®)

Strategic management insight & modern management system

Project Management (PMI® Global Standards)

Risk Management & Internal Control (COSO® Global Standard)

Supply Chain Management (SCOR® Global Standards)

Internal Auditing (IIA® Global Standards)

Management Accounting (International Stardards)

Certified in Auditing Executive Master (CAE® Master)

Chief Executive Officer Master (CEO® Master)

International certification exam Preparations: CIA®, CICS®, PMP®, CSCP®

INTRODUCTION TO PMI®:

Project Management Institute – PMI® has covered with over 40 years of history for development,

gathered more than one million members and number of students obtaining certificates in over 185

countries, as a leading organization worldwide on professional project management. Up to now,

PMI® has been a pioneer organization introducing techniques and processes as well as establish-

ment of standards in project management apart from financing activities and training programs of

certificates.

PMP® Certificate is a professional certificate with high level in project management. Presently,

groups and internationals all over the world have recognized PMP® certificate as a measure of

professional level of project managers. International projects always require project managers

satisfying with PMP® certificate. Big customers also require companies implementing projects to

ensure full amount of project managers covering PMP® certificate.

Ownership of PMP® international project management certificate shall mean that you have

confirmed your hierarchies and recorded your name in the largest and most prestigious community

in the world in the field of professional project management. It also means your career in profes-

sional project management will be developed which may challenge scale of project and organiza-

tion, management area and national scope as well.

You can get more information about the popularity, professional and regconization all over the

world of the PMI® standards, and international Project Management certificate PMP® at website

www.pmi.org

“PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered

marks of the Project Management Institute. Inc”

INTRODUCTION TO PMP® PREPARATION COURSE

To be eligible for the PMP® certification, you must meet certain educational and professional expe-

rience requirements. All project management experience must have been accrued within the last

eight consecutive years prior to your application submission.

Started in 1984, PMP® Certificate recognizes individual understanding in knowledge, leadership

skills and management skills of project participants to achieve goals in terms of time, budget and

resources constraints. Candidates owning a PMP® Certificate must master all aspects of project

plan for execution.

At present, Groups and Multinational Compnies of all over the world have recognized PMP®

certificate as a professional measure for project management experts. International projects always

require project managers to have a PMP® certificate.

1. INTRODUCTION TO PMP® PREPARATION COURSE

3. PMP® EXAMINATION INFORMATION

Recognize your expertise in project management: PMP® is a certificate of project management

selected by many industries and companies. Achieving a PMP®, your name will be among the

prestigious project management experts who are recognized by communities and proved that you

have a solid background in project management to be ready for tasks.

Achieve better salaries: Based on the survey provided by PMI®, the PMP® owners have an average

starting salary of $ 90,000 per year. Moreover, those with a PMP® certification garner a higher

salary (20% higher on average) than those without a PMP® certification

Increase job opportunities: Despite the recent decline of the Vietnamese market, demand for proj-

ect managers has increased exponentially. Based on the survey, more than 20% of jobs require a

PMP® certification. This will create a very good job market for PMP® project managers.

Recognized by the world's leading corporations: PMP® certificate is officially recognized by lead-

ing organizations in the world (Microsoft, IBM, American Express …). They have recognized

PMP® certificate and encouraged their project managers to take PMP® certificate. It proves that

PMP® certificate is a standard for project managers.

2. BENEFITS FROM PMP® CERTIFICATE



PMP® Eligibility Requirements

Four-year degree

(bachelor’s degree or

global equivalent)

EDUCATION

BACKGROUND

PROJECT MANAGEMENT

EXPERIENCE

PROJECT MANAGEMENT

EDUCATION

Secondary degree

(high school diploma,

associate’s degree or

global equivalent)

Minimum five years/60 months

unique non-overlapping profes-

sional project

management experience

Minimum three years/36 months

unique non-overlapping profes-

sional project management

experience

35 contact hours of formal

education

Domain Percentage of Items on Test

PMI® Member PMI® Non-member

I. People

II. Process

III. Business Environment

Total

42%

50%

8%

100%

Note: To achieve the condition “35 contact hours of formal education” equivalent to 35 PDUs,

Candidates can participate in the course organized by PMI® training partners.

PEOPLE – emphasizing the skills and activities associated with effectively leading a

project team

PROCESS – reinforcing the technical aspects of managing a project

BUSINESS ENVIRONMENT – highlighting the connection between projects and organi-

zation strategy



- Exam Content Outline

The Project Management Professional (PMP)® certification exam will focus on three new domains:

The following table identifies the proportion of questions from each domain that will appear on

the examination.

Provide learners with the core knowledge of project management to prepare for the PMP®

certification exam.

Support learners to apply for the PMP® certification exam.

Guide exam tips and matters related to the PMP® certification exam

4. TRAINING COURSE OBJECTIVES

Board of Directors

Project Manager

Project Administrator

PMU Member

Individuals who want to improve their capacity in project management

5. PARTICIPANTS

After completing the course, learners will receive the certificate by FMIT® Institute which is

equivalent to 35 PDUs to be eligible for the PMP® examination by PMI®.

6. TRAINING COURSE CERTIFICATION AT FMIT®

PMP® Certification Fees PMI® Member PMI® Non-member

PMI® Member PMI® Non-member

Examination Fee

Reexamination

CCR certification renewal

405 USD

275 USD

60 USD

555 USD

375 USD

150 USD



+ Register online at http://www.pmi.org

+ The PMP® examination is comprised of 180 questions which will be a combination of multi-

ple-choice, multiple responses, matching, hotspot and limited fill-in-the-blank.

+ One additional break for a total of two 10-minute breaks for computer-based tests. No scheduled

breaks for paper-based exams.

+ 230 minutes to complete the exam

- Exam Form

- Exam Fee

SECTIONS DETAILED TOPICS

Section 1:

Creating a

High-Performing Team

CONTENT OF PMP® PREPARATION



Topic A: Build A Team

Successful projects require teams to build the required

business solution. As a professional project manager,

you’ll benefit from understanding and applying the

processes and practices required to build effective teams.

Topic B: Define Team Ground Rules

In order for the team to perform effectively, they need to

collectively define project ground rules based on context,

such as organizational rules and team dynamics.

Topic C: Negotiate Project Agreements

Now that the team has been assembled, you might need to

facilitate negotiations to reach an agreement about the

project objectives.

Topic D: Empower Team Members and Stakeholders

Project managers need to get a feel for their teams, identi-

fy and organize around team strengths, and set up systems

to ensure the teams are accountable for their tasks.

Topic E: Train Team Members and Stakeholders

Team members may need to be trained in different aspects

of the project, the customer environment, and the solution

approach. Users, customers, and other stakeholders will

require training and other knowledge transfer to ensure

successful onboarding of the solution.

Topic F: Engage and Support Virtual Teams

Modern projects almost without fail create the need to

work with and manage virtual teams. Effectively engaging

with and supporting your virtual teams will increase your

value to the project as a whole.

Topic G: Build Shared Understanding About A Project

One of the first goals in onboarding a team for a project is

to ensure that they reach consensus and support the

outcome of the parties’ agreement.




Section 2:

Starting The Project

Topic A: Determine Appropriate Project Method-

ology/Methods and Practices

There is no one way to manage every project. Knowl-

edge and understanding of project management best

practices is one part of the equation. Determining and

applying the most appropriate methodology and prac-

tices to your project is another part.

Topic B: Plan and Manage Scope

The project team must complete work in order to

achieve project outcomes. What that work is, what

must be done, guiding that work, ensuring the work is

done, and setting criteria as to what “done” is, so it can

be properly validated are all elements the project team

must plan for and manage throughout the project.

Topic C: Plan and Manage Budget and Resources

Without proper management of project costs, expens-

es can get out of control quickly. You must be prepared

to make adjustments and apply the correct costs to

resources, activities, and services that align with your

budget.

Topic D: Plan and Manage Schedule

The project schedule in its most basic form is simply a

representation of how long a project takes to com-

plete. It includes a number of components, including

the activities that will be performed to execute the

project scope, the duration of each activity, and how

the activities are related to each other.

Topic E: Plan and Manage Quality Of Products

and Deliverables

All projects must be of a certain quality. What that

level of quality is, the expectations around the quality,

how the project’s quality is to be measured, how it will

be aligned to the project’s objective, and how the qual-

ity is to be tracked and reported are a few important

aspects of managing this key attribute.

Topic F: Integrate Project Planning Activities

As plans are being developed and updated, you’ll need

to integrate all those plans and components to ensure

coordinated and efficient progress.



Section 3:

Doing The Work


Topic G: Plan and Manage Procurement

Procuring products and services from external suppli-

ers requires identifying suppliers, obtaining bids or

proposals from them, and awarding contracts based on

their evaluation. All procurements for the project must

be done within the specified parameters of time, cost,

and quality to ensure that the project meets the stake-

holders’ requirements.

Topic H: Establish Project Governance Structure

Organizations use governance guidelines to establish

strategic direction and performance parameters. The

strategic direction provides the purpose, expectations,

goals, and actions to guide business pursuits and is

aligned with business objectives. Project management

activities should be, and must stay, aligned with busi-

ness direction to increase project success.

Topic I: Plan And Manage Project/Phase Closure

Closing a project or project phase is one of the last

steps in completing that project or phase. Because a

project is a unique, one-time activity, the formal clos-

ing out of the project is essential.

Topic A: Assess And Manage Risks

Robust risk management not only helps you anticipate

and mitigate problems, but also provides you with

specific actions to take for responding to potential

project risks.

Topic B: Execute Project To Deliver Business Value

Project managers must execute the project in the most

appropriate manner to balance the urgency to realize

the value with the abilities of the team based on quali-

ty expectations.

Topic C: Manage Communications

Project managers spend approximately 90 percent of

their time communicating with the project team and

other stakeholders. For this reason, it is imperative

that communicating clearly and completely should be

a high priority for every project manager.



Section 4:

Keeping The Team

On Track


Topic D: Engage Stakeholders

As project managers, it is in your best interest to keep

project stakeholders interested in the project and the

outcomes.

Topic E: Create Project Artifacts

Everyone knows that projects create deliverables— the

interim and final products of the project’s scope. Proj-

ects also create artifacts throughout their life cycle.

Topic F: Manage Project Changes

Throughout the life of a project, there will be changes

in the project that can turn risky if not handled at the

right time.

Topic G: Manage Project Issues

Projects do not always go smoothly, and situations can

arise which have the potential to affect the scope,

schedule, or cost if left unattended.

Topic H: Ensure Knowledge Transfer For Project

Continuity

It is important for project team members to obtain the

right knowledge at the time when they need it to do

their job.

Topic A: Lead A Team

The appropriate leadership style depends on the situa-

tion, the project, the stakeholders, your skills, and

many other factors. A project manager must be astute

in various leadership styles to apply the most suitable

technique for the moment.

Topic B: Support Team Performance

You want to get the most from your team. There are

many ways to support their efforts and encourage high

performance.

Topic C: Address And Remove Impediments,

Obstacles, And Blockers

Any actions a project manager can take to address and

remove the conditions or causes restricting the team’s

productivity helps the team and the project produce

value.



Section 5:

Keeping The Business

In Mind


Topic D: Manage Conflict

Conflict can be a positive benefit to the project and its

outcomes, if managed and cultivated properly.

Topic E: Collaborate With Stakeholders

The more collaboration and alignment, the better abili-

ty for the project to deliver value and progress towards

those ends.

Topic F: Mentor Relevant Stakeholders

There are plenty of opportunities for you to share your

knowledge and experience with others.

Topic G: Apply Emotional Intelligence To Promote

Team Performance

Being able to read social cues, interact, and sense what

people are thinking, feeling, and projecting are power-

ful aspects of working with people.

Topic A: Manage Compliance Requirements

As part of managing a project, it will be necessary for

you to maintain visibility into compliance require-

ments and to ensure that they are effectively managed

throughout the project.

Topic B: Evaluate And Deliver Project Benefits And

Value

A project is undertaken to meet the objectives and

requirements of its stakeholders, and the project man-

ager is responsible for delivering what these stakehold-

ers expect. Keeping your eye on the project’s benefits

and value will help ensure ultimate project success.

Topic C: Evaluate and Address Internal and Exter-

nal Business Environment Changes

As the project commences and progresses, there are

often changes in the internal and external business

environment that may impact the project value and the

desired scope/backlog.

Topic D: Support Organizational Change

Projects and project management take place in an envi-

ronment that is broader than that of the project itself,

and an organization’s culture, style, and structure influ-

ence how projects are performed.

If you need further formation, don’t hesitate to contact us.

Sincerely!

FMIT® INSTITUTE

5th Floor, 126 Nguyen Thi Minh Khai Street, District 3, Ho Chi Minh City.

FMIT® Representative Office in Hanoi

7th Floor, 18 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi.

Tel: (028) 3930 1724 – Fax: (028) 3930 1725

Hotline: 0708 25 99 25 (Ho Chi Minh City) – 093 848 6939 (Ha Noi)

Email: [email protected] - Website: www.fmit.vn




Topic E: Employ Continuous Process Improvement

Project managers should always look for ways to

continuously improve the processes they use to com-

plete their project deliverables and meet the expecta-

tions of their shareholders.

TYPICAL CUSTOMERS

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