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PM PrepCast 8th Edition Lesson Directory
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ModuleLessonFor PMPLearning ObjectivesMystery
Object
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NumberTitleNumberTitleFormatCoreOptionalL.O. 1L.O. 2
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M00.0WelcomeL00.00🚧 IN DEVELOPMENT: WelcomeVideo
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M00.0WelcomeL00.01🚧 IN DEVELOPMENT: The PrepCast PMP Study PlanVideo
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M00.1PMP Exam Content OutlineL00.10PMP Exam Content OutlineVideo0:43:02Clarify how the PMP Exam Content Outline serves as the basis for the PMP exam.Interpret the structure and purpose of domains, tasks, and enablers within the PMP Exam Content Outline.Cream bucket made from Swiss stone pine wood
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M00.2PM Standards and GuidesL00.20The PMBOK Guide 8: What PMP Candidates Need to KnowVideo0:56:06Explain how the PMBOK Guide, Eighth Edition reflects a shift toward value-based project management thinking.Distinguish between traditional delivery success metrics and value-based measures of project success in modern project environments.Funko Pop
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M00.2PM Standards and GuidesL00.21🚧 IN DEVELOPMENT: The PMBOK Guide - Principles 1-3Video
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M00.2PM Standards and GuidesL00.22🚧 IN DEVELOPMENT: The PMBOK Guide - Principles 4-6Video
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M00.2PM Standards and GuidesL00.23🚧 IN DEVELOPMENT: The PMBOK Guide - Performance Domains 1-4Video
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M00.2PM Standards and GuidesL00.24🚧 IN DEVELOPMENT: The PMBOK Guide - Performance Domains 5-7Video
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M00.4PMP Exam Lessons LearnedL00.30PMP Exam Lessons Learned - With Dana Domnisor, PMP (Optional Lesson)Video0:45:40Summarize effective PMP exam preparation strategies based on real candidate experiences.Explain key factors that contribute to success on the PMP exam, including study approach, practice methods, and exam readiness.Vase
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M00.4PMP Exam Lessons LearnedL00.31PMP Exam Lessons Learned - With Sudip Roy, PMP (Optional Lesson)Video0:55:59Summarize effective PMP exam preparation strategies based on real candidate experiences.Explain key factors that contribute to success on the PMP exam, including study approach, practice methods, and exam readiness.Two measuring tapes
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M00.5PMP Exam MindsetL00.40PMP Exam Mindset Part 1: PMI/PMP MindsetVideo0:53:02Explain how PMI’s assumptions, methods, and attitudes shape PMP exam items.Describe how PMP mindset guidelines support selecting the best available answer in exam scenarios.One large bottle
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M00.5PMP Exam MindsetL00.41PMP Exam Mindset Part 2: Agile MindsetVideo1:11:59Explain how the Agile mindset extends beyond PMI through Agile values, principles, and servant leadership.Differentiate between predictive experience and Agile expectations for team empowerment, transparency, trust, and value delivery.Two large bottles
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M00.5PMP Exam MindsetL00.42PMP Exam Mindset Part 3: Exam-Taking MindsetVideo1:10:18Describe how exam policies, pacing, fatigue, and study planning influence PMP exam readiness.Outline a methodical approach for interpreting PMP exam questions and selecting answers during the exam.Three large bottles
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M01Essential Project Management ConceptsL01.00🚧 IN DEVELOPMENT: What is a Project?VideoNextExplain how projects create value and operate as temporary efforts within a unique context.Distinguish between project work and operations work based on value creation, duration, and outputs.
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M01Essential Project Management ConceptsL01.01🚧 IN DEVELOPMENT: Project Life CycleVideoNextDescribe how a project life cycle uses phases to organize project work from start to completion.Summarize how entrance criteria, exit criteria, phase gates, and tailoring guide movement through the project life cycle.
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M01Essential Project Management ConceptsL01.02🚧 IN DEVELOPMENT: Phase Models and Process GroupsVideoNext
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M01Essential Project Management ConceptsL01.03🚧 IN DEVELOPMENT: BaselinesVideo
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M02PeopleL02.00People Domain: Exam MindsetVideo0:18:16Differentiate the primary decision signals within the People Domain that indicate the type of situation presented in PMP-style questionsInterpret how the PMI mindset shapes appropriate responses to typical People Domain scenarios in PMP-style questionsLunar Launcher toy
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M02PeopleL02.01Develop a Common VisionVideo0:25:04Characterize the role of a shared project vision in guiding decisions and maintaining alignment as project context changes.Recognize warning signs that indicate potential drift in shared understanding of the project vision.Juggling pins
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M02PeopleL02.02Manage Conflicts | Part 1Video0:18:51Explain how conflict context influences the choice of resolution techniques in project environments.Describe the characteristics and appropriate use of key conflict resolution approaches used by project managers.Mario, Mario & Mario
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M02PeopleL02.02Manage Conflicts | Part 2Video0:24:33Outline how team charters define behavioral expectations and incorporate ground rules for project teams.Summarize the project manager’s role in reinforcing ground rules and addressing deviations from agreed norms.Luigi, Luigi & Smurf
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M02PeopleL02.03Lead the Project TeamVideo0:36:30Differentiate leadership behaviors based on team needs, uncertainty, and decision authority within project environments.Relate leadership choices to empowerment, accountability, and representation of the team across varying project contexts.Dominoes
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M02PeopleL02.04Engage Stakeholders | Part 1VIdeo0:25:31Identify stakeholders and distinguish their relative influence, interest, and impact on project outcomes.Explain how stakeholder categorization and prioritization inform where a project manager should focus attention.Antique glass bottles
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M02PeopleL02.04Engage Stakeholders | Part 2VIdeo0:18:50Describe how stakeholder engagement tools support decisions about engagement approaches and communication focus.Recognize how ongoing engagement actions and adjustments contribute to alignment and trust throughout the project lifecycle.Juggling balls
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M02PeopleL02.05Align Stakeholder Expectations | Part 1VIdeo0:26:56
Clarify how stakeholder expectations differ from requirements and how they shape judgments of project success.
Interpret facilitation behaviors that support aligning stakeholder expectations during project discussions.Blue tea set
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M02PeopleL02.05Align Stakeholder Expectations | Part 2VIdeo0:29:23Distinguish mentoring, coaching, and training as leadership practices for developing capability within projects.Relate mentoring practices to the evolution of stakeholder expectations and long-term alignment.Green tea set
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M02PeopleL02.06Manage Stakeholder ExpectationsVIdeo0:27:52Characterize internal and external customer expectations as determinants of perceived project value.Infer how changes in customer satisfaction signals indicate the need for adjusting expectations.Suspend (The game)
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M02PeopleL02.07Help Ensure Knowledge TransferVideo0:32:59Differentiate between explicit and tacit knowledge and their appropriate capture and transfer approaches within projects.Explain how artificial intelligence can support knowledge transfer through improved creation, retrieval, and reuse while still requiring human judgment and contextual understanding.Camera
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M02PeopleL02.08Plan and Manage Communication | Part 1Video0:32:56Recognize early indicators of communication breakdown in project interactions.Differentiate between effective communication flow and breakdown based on feedback and shared understanding.Peweter tankard and cups
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M02PeopleL02.08Plan and Manage Communication | Part 2Video0:26:06Explain how interaction choices, transparency, and tailoring influence communication outcomes in projects.Distinguish between discretionary and mandatory communication within governance and accountability contexts.Tetris (it finally "dies" at around 16 minutes into the recording)
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M02PeopleL02.99People Domain: Applied Exam ScenariosVideo0:29:42Apply the PMI mindset to analyze and resolve realistic PMP-style scenarios within the People Domain under exam conditionsDistinguish correct responses from common distractor patterns in PMP-style questions within the People DomainBatteries and chargers
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M03ProcessL03.00Process Domain: Exam MindsetVideo0:15:38Differentiate the primary decision signals within the Process Domain that indicate the type of situation presented in PMP-style questionsInterpret how the PMI mindset shapes appropriate responses to typical Process Domain scenarios in PMP-style questionsNutella πŸ˜‹
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M03ProcessL03.01Develop an Integrated Project Management Plan and Plan Delivery | Part 1Video0:31:05Characterize how project complexity, uncertainty, and organizational context influence the selection of a development approach.Outline how execution structure, governance mechanisms, and coordination models align with the chosen development approach.Silver shotglasses
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M03ProcessL03.01Develop an Integrated Project Management Plan and Plan Delivery | Part 2Video0:20:32Clarify how critical decision requirements shape the structure of an integrated project management plan.Summarize how estimation, coherence validation, change governance, and performance data sustain alignment and value delivery.Chinese gold art object
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M03ProcessL03.02Develop and Manage Project Scope | Part 1Video0:13:21Explain project scope as a decision-making construct rather than a collection of documents.Distinguish between requirements as inputs and scope as agreed project boundaries.One iPad showing family photos
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M03ProcessL03.02Develop and Manage Project Scope | Part 2Video0:33:45Describe how scope artifacts support stakeholder alignment and shared understanding.Compare predictive and adaptive scope tools based on their role in shaping scope decisions.Two iPads showing family photos
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M03ProcessL03.02Develop and Manage Project Scope | Part 3Video0:24:25Differentiate between decomposition and refinement as methods for adding scope detail.Explain how scope visibility mechanisms support control in predictive and adaptive environments.Three iPads showing family photos
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M03ProcessL03.03Help Ensure Value-Based DeliveryVideo0:31:44Interpret how value-based decision making influences prioritization, incremental delivery, reassessment, measurement, and visibility throughout a project life cycle.Relate project performance indicators to perceived stakeholder success using a value-focused leadership lens.Shakespeare. Pocket edition.
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M03ProcessL03.04Plan and Manage Resources | Part 1Video0:27:36Explain how project requirements translate into defined human, physical, and virtual resource needs.Differentiate planning considerations that influence resource capability, capacity, and constraints during project preparation.Swiss Cowbell
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M03ProcessL03.04Plan and Manage Resources | Part 2Video0:27:00Explain how project managers manage and adjust resource utilization during execution to maintain stable project flow.Differentiate techniques used to optimize resource availability and workload balance during project execution.Copper pot
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M03ProcessL03.05Plan and Manage Procurement | Part 1Video0:30:36Explain how organizational context, roles, and authority influence procurement planning and governance on projects.Describe how procurement strategy and make-or-buy decisions shape long-term project commitments, risk exposure, and delivery flexibility.My bonsai
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M03ProcessL03.05Plan and Manage Procurement | Part 2Video0:28:45Illustrate how seller selection, negotiation, and contract structures support objective decision-making and accountability.Outline how procurement practices adapt across predictive, adaptive, and hybrid delivery approaches to support project delivery.My wife's bonsai
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M03ProcessL03.06Plan and Manage Finance | Part 1Video0:27:50Explain how project financial needs, cost estimates, and funding considerations form the basis of financial planning.Distinguish between project budget and funding to clarify how financial resources are structured and allocated.HDDs
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M03ProcessL03.06Plan and Manage Finance | Part 2Video0:32:18Explain how earned value metrics reflect project cost and schedule performance.Interpret earned value indicators to determine project performance status and forecast outcomes.Headsets
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M03ProcessL03.06Plan and Manage Finance | Part 3Video0:19:22Explain how financial monitoring, trends, and forecasts support ongoing project control.Distinguish between project-level financial actions and situations that require escalation to governance.Laptop power adaptors
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M03ProcessL03.07Plan and Optimize Quality of Products/Deliverables | Part 1Video0:25:25Identify how quality requirements, acceptance criteria, and fitness for use support effective project deliverables.Clarify how quality tools help project teams structure, organize, and verify quality-related information.Dumbbells
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M03ProcessL03.07Plan and Optimize Quality of Products/Deliverables | Part 2Video0:21:05Illustrate how planned quality processes and workflows help teams produce consistent quality outcomes throughout project execution.Interpret how cost of quality and sustainability influence long-term project performance and operational outcomes.
More Dumbbells!
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M03ProcessL03.07Plan and Optimize Quality of Products/Deliverables | Part 3Video0:18:50Relate quality measurement, reviews, and prioritization techniques to effective Quality Control practices.Summarize how root cause analysis and continuous improvement strengthen project quality systems over time.
MORE DUMMBELLS!
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M03ProcessL03.08Plan and Manage Schedule | Part 1Video0:30:37Describe how work packages, activities, milestones, dependencies, schedule models, and compression techniques support schedule management.Classify common schedule concepts by their role in sequencing, estimating, visualizing, or compressing project work.Fondue rechaud and caquelon
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M03ProcessL03.08Plan and Manage Schedule | Part 2Video0:15:08Explain how the selected development approach influences schedule structure, planning detail, update rhythm, and communication needs.Illustrate how estimates, historical data, organizational constraints, and schedule logic contribute to a realistic project schedule.Native American woven blanket and basket
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M03ProcessL03.08Plan and Manage Schedule | Part 3Video0:19:10Recognize how an approved schedule baseline supports comparison between planned progress and actual schedule performance.Predict how schedule variation, forecasts, and adaptive delivery evidence can inform schedule control decisions.Blue vase with deocrative willow branches
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M03ProcessL03.08Plan and Manage Schedule | Part 4 (Network Diagram )Video0:27:05Interpret the relationships between activities, dependencies, and scheduling data within a project network diagram.Differentiate the forward pass, backward pass, float, and critical path calculations used to determine project schedule flexibility.The critical path ate it... πŸ˜‰
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M03ProcessL03.09Evaluate Project Status | Part 1Video0:26:08Describe how artifacts, work performance data, work performance information, reports, reconciliation, and metrics support project status evaluation.Classify project metrics by purpose, timing, usefulness, and common measurement pitfalls.One glass water pitcher
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M03ProcessL03.09Evaluate Project Status | Part 2Video0:27:40Explain how project information needs guide the selection, tailoring, maintenance, and accessibility of project artifacts.Identify how development approach, project context, stakeholder needs, and governance expectations influence artifact use for evaluating project status.Two glass water pitchers
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M03ProcessL03.09Evaluate Project Status | Part 3Video0:19:34Explain how project status evidence is used to assess current progress in predictive, adaptive, and hybrid environments.Summarize how current metrics and status information are communicated to support stakeholder understanding and appropriate action.Three glass water pitchers
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M03ProcessL03.09Evaluate Project Status | Part 4 (The Artifacts Game)Video0:15:56Classify common project artifacts by their typical use in adaptive, hybrid, and predictive delivery approaches.Distinguish adaptive visibility artifacts from predictive planning and reporting artifacts used to evaluate project status.Uno card game (but you can't actually ever see it on camera... 😭)
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M03ProcessL03.10Manage Project ClosureVideo0:16:02Characterize key criteria used to determine whether a project or phase is ready for closureExplain how project transition readiness and formal closeout activities support value deliveryHHGTTG original soundtrack cassettes
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M03ProcessL03.99Process Domain: Applied Exam Scenarios0:35:21Apply the PMI mindset to analyze and resolve realistic PMP-style scenarios within the Business Environment Domain under exam conditionsDistinguish correct responses from common distractor patterns in PMP-style questions within the Business Environment DomainJassteppich, Jasstafeln, Jasskarten
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M04Business EnvironmentL04.00Business Environment Domain: Exam MindsetVideo0:18:15Differentiate the primary decision signals within the Business Environment Domain that indicate the type of situation presented in PMP-style questionsInterpret how the PMI mindset shapes appropriate responses to typical Business Environment Domain scenarios in PMP-style questionsTwo flashlights
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M04Business EnvironmentL04.01Define and Establish Project GovernanceVideo0:25:01Explain how project governance supports decision-making and value delivery within the organizational context.Outline how escalation paths and thresholds provide clarity on decision authority and accountability in projects.Stabilo Boss highlighters
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M04Business EnvironmentL04.02Plan and Manage Project ComplianceVideo0:26:12Describe the key components of project compliance and how they support organizational governance and value protection.Classify common compliance requirements, categories, and threat sources to determine how they affect project delivery across predictive, adaptive, and hybrid approaches.Two glass bottles
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M04Business EnvironmentL04.03Manage and Control ChangesVideo0:30:41Explain how change control processes manage proposed changes from request through decision, communication, and documentation updates.Differentiate how change decisions and governance are handled in predictive versus adaptive project environments.Tea (Darjeeling & Assam)
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M04Business EnvironmentL04.04Remove Impediments and Manage Issues | Part 1Video0:24:12Recognize impediments, obstacles, and blockers based on their impact on team progress and delivery.Describe how project managers identify, prioritize, address, and continually reassess impediments to support effective team performance.Two wine decanters... empty 😭
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M04Business EnvironmentL04.04Remove Impediments and Manage Issues | Part 2Video0:15:57Recognize when a project risk has materialized into an issue requiring active resolution.Distinguish collaborative approaches for resolving project issues based on stakeholder roles and impact.Cat toys
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M04Business EnvironmentL04.05Plan and Manage Risk | Part 1Video0:14:35Explain the concept of project risk and its role within a structured risk management approach.Relate risk appetite, tolerance, thresholds, and exposure to the selection of predictive or adaptive risk management approaches.Two Le Creuset cast iron frying pans
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M04Business EnvironmentL04.05Plan and Manage Risk | Part 2Video0:31:38Describe methods used to identify risks and organize them within a structured risk register.Compare qualitative and quantitative risk assessment approaches and their purpose in prioritizing and evaluating project risks.Two Matfer Bourgeat carbon steel frying pans
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M04Business EnvironmentL04.05Plan and Manage Risk | Part 3Video0:19:09Outline risk response strategies and their appropriate use for threats, opportunities, and overall project risk.Interpret the role of implementation planning and continuous monitoring in maintaining effective risk management throughout the project lifecycle.Two Swiss Diamone nonstick frying pans
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M04Business EnvironmentL04.06Continuous ImprovementVideo0:26:18Differentiate between project-level adjustments and organizational-level updates when responding to lessons learned.Summarize how continuous improvement mechanisms and organizational process assets evolve to strengthen enterprise capability over time.Candles
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M04Business EnvironmentL04.07Support Organizational ChangeVideo0:32:04Describe how organizational culture influences stakeholder behavior and responses to change within a project context.Identify how organizational change affects key project conditions and informs appropriate project-level responses.Katchina doll
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M04Business EnvironmentL04.08Evaluate External Business Environment ChangesVideo0:39:26Explain how changes in the external business environment influence project scope, backlog, and value delivery.Interpret how project context and development approach shape appropriate responses to external business environment changes.Funko Pop figurine and boxes
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M04Business EnvironmentL04.99Business Environment Domain: Applied Exam ScenariosVideo0:25:31Apply the PMI mindset to analyze and resolve realistic PMP-style scenarios within the Business Environment Domain under exam conditionsDistinguish correct responses from common distractor patterns in PMP-style questions within the Business Environment DomainSmall green box
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M05Agile L05.00Agile Lessons Technical Notes (Sounds boring but please watch)Video0:06:13
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M05Agile L05.01Agile Project Management OverviewVideo0:34:32Explain the fundamental principles and values underlying agile project management based on the Agile Manifesto.Summarize the iterative lifecycle, key characteristics, and major methods used in agile project delivery.
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M00.2PM Standards and GuidesL05.02The Agile ManifestoVideo1:07:03Explain the four values and twelve principles of the Agile Manifesto in the context of project delivery.Differentiate between the paired value statements of the Agile Manifesto to clarify how priorities shift during project decision-making.Water bottles
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M05Agile L05.10Introduction to ScrumVideo0:37:52Differentiate Scrum from Agile project management and agile software development in terms of purpose and structure.Outline the roles, events, and artifacts within the Scrum framework and their function in iterative delivery.
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M05Agile L05.11Scrum - Scrum & Agile DefinedVideo0:28:51Distinguish Scrum, Agile project management, and Agile software development in terms of scope, purpose, and application.Assess when to apply Scrum versus predictive approaches based on project characteristics.
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M05Agile L05.12Scrum - Roles OverviewVideo0:12:51Identify Scrum roles and their level of commitment within the team structure.Explain how self-organizing and cross-functional teams operate in Scrum environments.
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M05Agile L05.13Scrum - Roles & Responsibilities Detailed ReviewVideo0:15:37Analyze the responsibilities of the Product Owner, Development Team, and Scrum Master in delivering value.Relate servant leadership principles to role interactions within a Scrum team.
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M05Agile L05.14Scrum - Strategic MeetingsVideo0:23:32Describe the purpose and structure of Agile strategic meetings within Scrum-based projects.Examine how product vision and initial user stories are developed during strategy and release planning.
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M05Agile L05.15Scrum - Sprint MeetingsVideo0:34:12Illustrate the sequence and purpose of Scrum Sprint events within iterative delivery cycles.Demonstrate how teams plan, estimate, and commit to Sprint work using Scrum practices.
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M05Agile L05.16Scrum - ArtifactsVideo0:43:06Recognize key Scrum artifacts and their role in supporting transparency and value delivery.Evaluate how backlog management and roadmap alignment guide iterative product development.
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M05Agile L05.20Extreme Programming: History and OverviewVideo0:26:55Trace the origins, goals, and evolution of Extreme Programming as an Agile method.Interpret the structure and iteration flow of XP in delivering software value.
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M05Agile L05.21Extreme Programming: Activities and ValuesVideo0:15:07Examine the four core XP activities and their role in iterative software development.Discuss the five XP values and how they guide team behavior and decision-making.
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M05Agile L05.22Extreme Programming: Practices 1 - 4Video0:10:08Break down the purpose and application of XP practices focused on feedback.Explain XP practices such as planning game, pair programming, and test-driven development in improving delivery outcomes.
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M05Agile L05.23Extreme Programming: Practices 5 - 8Video0:07:13Explain the purpose of XP practices that support continuous process improvement.Compare coding standards, system metaphor, and simple design in maintaining code quality and clarity.
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M05Agile L05.24Extreme Programming: Practices 9 - 12Video0:07:09Summarize XP practices that enable shared understanding and continuous delivery.Relate practices such as small releases, continuous integration, and refactoring to improved project outcomes.
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M05Agile L05.25Extreme Programming: RolesVideo0:19:34Describe the roles within an XP team and their key responsibilities.Determine when XP is an appropriate method based on project and organizational characteristics.
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M05Agile L05.30Lean Software Development: History & PrinciplesVideo0:22:23Explain the origins and foundational principles of Lean software development.Interpret how Lean principles guide value delivery and waste elimination in projects.
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M05Agile L05.31Lean Software Development: Tools Part 1Video0:32:19Identify key thinking tools used to implement Lean principles in software development.Analyze how tools such as value stream mapping, feedback loops, and iterations reduce waste and improve flow.
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M05Agile L05.32Lean Software Development: Tools Part 2Video0:30:19Describe tools that support team empowerment and system integrity in Lean environments.Relate leadership, motivation, and continuous improvement practices to effective Lean project execution.
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M05Agile L05.40Kanban - Part 1Video0:28:01Explain the foundational concepts of Kanban, including value streams, visualization, flow, and work-in-process limits.Describe how Kanban supports continuous improvement and visibility of work within a project environment.
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M05Agile L05.41Kanban - Part 2Video0:31:47Illustrate how a Kanban board represents workflow and supports task prioritization and workload management.Analyze how limiting work-in-process and visualizing tasks improve team focus and reduce multitasking.
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M05Agile L05.42Kanban - Part 3Video0:34:48Compare pre-Kanban and post-Kanban team behaviors in terms of workload, tracking, and delivery approach.Evaluate how Kanban enables systems thinking and integrates effectively within both Agile and predictive environments.
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M05Agile L05.50Agile Collocated Team CommunicationVideo0:28:57Explain how team space, co-location, osmotic communication, caves and commons, and pair programming support Agile team collaboration.Describe the benefits and limitations of co-located communication concepts for improving Agile project execution.
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M05Agile L05.51Agile Distributed Team CommunicationVideo0:37:51Explain the communication challenges faced by Agile distributed teams and the role of virtual team space.Describe how high-tech, low-touch tools, virtual daily stand-ups, and virtual information radiators support distributed Agile collaboration.
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M05Agile L05.60Hybrid Models Overview (Audio-only interview)Audio0:14:18Define the purpose of hybrid models and the need to combine Agile and predictive approaches.Identify the key factors that influence the selection of a hybrid model, including organizational experience, team capability, and management support.