PMI’s Certified Associate in Project Management (CAPM®) is a valuable entry-level training for project practitioners with little or no project experience. The CAPM® demonstrates an individual understands the fundamental components, terminology and processes of effective project management.


  • Using the PMBOK® Guide as a source of project management best practices.

  • Identify the characteristics of a project and differentiate between examples of projects and operational work.

  • Differentiate between examples of progressive elaboration and scope creep.

  • Select the best definition of project management.

  • Identify true statements about the relationship among the five areas of expertise.

  • Match each area of expertise with a description of the type of project information it represents and match the Knowledge Areas to appropriate descriptions.

  • Differentiate among examples of programs, portfolios, and sub-projects.

Week 1

Understanding Project Influencers

  • Identify the importance of recognizing how the project environment and influencers affect projects and identify some of the factors that make up an organization's culture.

  • Match examples of organizations with the system they represent and differentiate among examples of a functional, matrix, and a projectile organization.

  • Identify the advantages and disadvantages of a functional and a projectile organizational structure.

  • Identify the categories of environmental issues that affect a project and identify examples of specific environmental issues that could influence the project.


Project Life Cycle and Phases

  • Recognize the value of understanding the project life cycle.

  • Identify examples of project elements that are defined by the project life cycle and identify the characteristics of a project life cycle.

  • Select the characteristics that define project phases and distinguish between project and product life cycle descriptions.


Week 2

Project Stakeholders

  • Recognize the benefits of identifying all project stakeholders and understanding their roles and influences on a project.

  • Match customers and users to corresponding examples in hypothetical project management situations and identify examples of a project manager's responsibilities.

  • Match questions project managers should ask about prospective team members to factors they should consider during the selection process and select team members who would be appropriate for a given project.

  • Select the appropriate responsibilities that define the role of the project sponsor and identify examples of the responsibilities of a project management office in a given scenario.


Overview of Project Management Processes

  • Recognize the benefits of understanding how the Process Groups relate to each other and to the Knowledge Areas.

  • The role that each Project Process Group plays in a project.

  • Match the common components of processes with correct definitions.

  • Identify correct statements about conditions under which Project Process Groups may be iterated throughout a project life cycle.

  • Identify the interdependencies that exist among Process Groups.

  • Select the diagram that best exemplifies interactions among Process Groups.

  • Recognize the relationship between the five project management Process Groups and the Knowledge Areas.


Initiating Process Group

  • Recognize the benefits of completing the processes of the Initiating Process Group.

  • Identify the outputs of the processes of the Initiating Process Group and match initiating processes with descriptions.


Week 3

Introduction to the Planning Process Group

  • Recognize the benefits of understanding the role of, and interactions among, the processes of the Planning Process Group.

  • Identify statements that describe the role of the Planning Process Group and identify correct statements about the Planning Process Group's relationships with the other four Process Groups.

  • Match PMBOK® Guide Knowledge Areas with their associated project management planning processes.

  • Identify statements that describe the interactions among the processes in the Planning Process Group.


Planning Project Scope, Schedule, and Budget

  • Recognize the value of understanding the planning processes that deal with planning the scope of the project, the project schedule, and the budget for the project.

  • Identify the role of the Project Management Plan in the context of project planning.

  • Match scoping processes with appropriate descriptions.

  • Match time management planning processes with descriptions and match cost management processes with descriptions.


Planning Processes: Quality, HR, Communications, Risk, and Procurement

  • Recognize the value of understanding the planning processes that deal with project quality, human resources, project communications, risk, and procurement and match quality, human resource, and communications planning processes with descriptions and match risk processes with descriptions and match plan purchases and acquisitions and plan contracting processes with descriptions.


Week 4

Executing Process Group

  • Identify the benefits of understanding the role and processes of the Executing Process Group.

  • Identify statements that correctly describe the role of the Executing Process Group and match Knowledge Areas with appropriate executing processes.


Monitoring and Controlling Process Group

  • Identify the benefits of understanding the Monitoring and Controlling Process Group's role and processes.

  • Identify statements that correctly identify the role of the Monitoring and Controlling Process Group in a project.

  • Identify statements describing how Monitor and Control Project Work and Integrated Change Control contribute to Project Integration Management.

  • Match the Monitor and Control Project Work and Integrated Change Control processes with appropriate descriptions.

  • Match the processes that address monitoring and controlling scope, time, cost, and quality with appropriate descriptions.

  • Match the processes that address monitoring and controlling resources, communications, risk, and procurement with appropriate descriptions


Closing Process Group

  • Identify the benefits of understanding the Closing Process Group's role and processes.

  • Select statements that correctly describe the role of the Closing Process Group.

  • Match the Knowledge Areas to appropriate processes of the Closing Process Group.


Week 5

Project Management Essentials Simulation

  • Assigning the proper task status, anticipating influence factors and identifying organizational systems.

  • Classifying a matrix organization, considering the pros and cons of a projectized organizational structure.

  • Considering the pros and cons of a functional organizational structure, responding accurately to questions regarding project life cycle characteristics and selecting team members.


The Importance of Project Integration Management

  • Identify the primary reason why it's important for project managers to understand project integration management.

  • Match each process in the Project Integration Management knowledge area with its description.

  • Match the Project Process Groups to the processes in the Project Integration Management knowledge area that occur within them.


Developing the Project Charter

  • Identify the reasons why it's important to develop a Project Charter, identify examples of the inputs for developing a Project Charter, and match the tools and techniques used to develop a Project Charter with their examples.

  • Determine which elements are missing from a Project Charter.


Developing the Preliminary Project Scope Statement

  • Identify the reasons why it's important for project managers to develop a preliminary Project Scope Statement, match each input for developing a preliminary Project Scope Statement to its description.

  • Match each tool and technique used in developing a preliminary Project Scope Statement to its description and determine which components are missing from a preliminary Project Scope Statement.


Developing the Project Management Plan

  • Identify the reasons why it's important for project managers to develop a Project Management Plan.

  • Match the inputs for developing a Project Management Plan with examples and match the tools and techniques used in developing a Project Management Plan with examples. recognize the components identified in a Project Management Plan.

  • Recognize the subsidiary plans that a Project Management Plan can be composed of.


Directing and Managing Project Execution

  • Recognize why it's important for project managers to understand how to direct and manage project execution.

  • Match the inputs used to direct and manage project execution with their descriptions, distinguish between the ways a project management information system and a project management methodology can help a project manager direct and manage project execution.

  • Match the outputs for directing and managing project execution to examples.


Week 6

Monitoring and Controlling Project Work

  • Identify the primary reasons why it's important for project managers to monitor and control project work.

  • Match the inputs for monitoring and controlling project work to their descriptions.

  • The tools and techniques used in monitoring and controlling project work with their descriptions.

  • The outputs from monitoring and controlling project work with their examples.


Integrated Change Control

  • The reasons why it's important for project managers to use the Integrated Change Control process during project work.

  • The inputs for the Integrated Change Control process, match the tools and techniques used in the Integrated Change Control process to their examples.

  • The outputs of the Integrated Change Control process.


Closing a Project

  • The reasons why it's important for project managers to close a project correctly.

  • Correct descriptions of how inputs are used in closing a project, match the tools and techniques used in closing a project with their examples, match the outputs from closing a project with examples.


Project Scope Management

  • Controlling Project Scope

  • Elements of Project Time Management


Project Time Management

  • Elements of Project Time Management

  • Project Scheduling


Project Cost Management

  • Estimating Activity Costs

  • Budgeting and Controlling Costs


Planning for Quality

  • Performing Quality Assurance and Control


Project Human Resources Management

  • Elements of Project Human Resource Management

  • Implementing Project Human Resource Management

  • Project Human Resources Management Simulation


Project Communication

  • Communications Planning and Information Distribution

  • Performance Reporting and Stakeholder Management

  • Project Communications Management Simulation


Project Risk Management

  • Planning and Identifying Project Risk

  • Analyzing Project Risk

  • Responding to and Controlling Project Risk


Project Procurement Management

  • Planning Project Procurement and Requesting Seller Responses

  • Choosing Sellers and Administering and Closing Contracts