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PMI

Project Management Professional (PMP®) Certification Training (PMI) Preparation Training

Intermediate 40 hours 5 days Project Management

Delivered from Hacky Security's own curriculum, by instructors who also work our SOC. Classroom, online live, or at your office.

DevOps & Delivery trainingProject Management Professional (PMP)®
At a glance
LevelIntermediate
Duration5 days · 40 hours
DeliveryOnline live · 1-on-1 · Classroom
SyllabusDetailed outline below
Price€869
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What the course covers

About this course map

Three domains, mapped one-for-one to PMI's Project Management Professional Examination Content Outline and taught in the same order, so nothing on the exam is left uncovered.

The outline that defines the current PMP took effect with the July 2026 exam update, and it supersedes the January 2021 outline that most published study material still follows. The three domain names are unchanged — People, Process, Business Environment — but the balance between them moved sharply. People fell from 42% to 33%, Process from 50% to 41%, and Business Environment rose from 8% to 26%. If you are revising from older material, that last shift is the one that will catch you out, and we give it the classroom time the new weighting demands. The 2026 refresh also pushes artificial intelligence, sustainability and stakeholder engagement into the scenarios, and reframes the questions around outcomes, value and business impact rather than process compliance.

Delivery approach is not a separate domain. PMI states that roughly 40% of exam items sit in predictive project management, and the remaining 60% divides between adaptive or agile and hybrid approaches — and all three run through every domain and nearly every task. So we do not teach a predictive course with an agile chapter bolted on. Each task below is worked through in whichever approaches the exam is likely to put it in, and a recurring part of the practice is deciding which approach a given situation actually calls for.

PMP is a judgement exam. It rarely asks what a technique is; it asks what you would do next, with an unhappy sponsor, an ambiguous requirement and a team that has stopped talking to each other. The teaching is built for that — short input blocks, then situational work where you have to commit to an action and defend it.

Domain 01 — People

Leading the people who do the work, and the people who have opinions about it. 33% of the exam, across eight tasks.

•Developing a common vision: getting a team and its stakeholders to agree on what finished looks like, and keeping that agreement alive as conditions change
•Managing conflict: reading the source and stage of a disagreement, choosing a resolution approach that fits it, and knowing when escalation is the responsible move
•Leading the project team: setting direction, building trust, servant leadership, motivation, and adapting your style to the team's maturity and the delivery approach in use
•Supporting team performance: coaching individuals, recognising contribution, addressing underperformance, and building the conditions for a team to run itself
•Engaging stakeholders: identifying who is genuinely affected, analysing influence and interest, and choosing an engagement approach for each group
•Aligning stakeholder expectations: surfacing competing definitions of success early and negotiating them into something the project can actually deliver
•Managing stakeholder expectations through delivery: handling changed appetites, unspoken assumptions and the stakeholder who agreed and then did not
•Ensuring knowledge transfer: capturing what the team learns, moving it between people and phases, and stopping capability from leaving with an individual
•Planning and managing communication: deciding what each audience needs, in what form, how often, and confirming the message landed rather than assuming it did
•Virtual, distributed and cross-cultural teams, and the communication overhead they add
•Emotional intelligence, negotiation and influence without formal authority
•Where AI assistance genuinely helps a project manager communicate and where it degrades trust

Domain 02 — Process

The technical work of getting a project delivered. 41% of the exam, the largest domain, and ten tasks wide.

•Developing an integrated project management plan and planning delivery: choosing the delivery approach, and making the component plans consistent with each other rather than merely present
•Developing and managing project scope: eliciting requirements, defining and decomposing scope, controlling scope creep, and managing a backlog where the approach is adaptive
•Ensuring value-based delivery: identifying the benefits a project exists to produce, sequencing for early value, and testing whether the business case still holds
•Planning and managing resources: estimating what is needed, acquiring it, allocating people and physical resources, and resolving contention between projects
•Planning and managing procurement: make-or-buy analysis, contract types and their risk profile, vendor selection, and administering a supplier relationship through delivery
•Planning and managing finance: budgeting, estimating cost, funding limits, earned value measures, forecasting, and explaining a variance to someone who controls the money
•Planning and optimising quality: defining quality requirements for the product and the process, building quality in rather than inspecting it in, and handling defects and technical debt
•Planning and managing schedule: estimating duration, sequencing, critical path, buffers, iteration and release planning, and recovering a schedule that has slipped
•Evaluating project status: choosing meaningful measures, variance and trend analysis, reporting honestly, and distinguishing a signal from ordinary noise
•Managing project closure: formal acceptance, contract closure, releasing resources, transition to operations, and retrospectives that produce change
•Tailoring the process to project size, risk, regulation and organisational maturity
•Hybrid delivery in practice: where a predictive frame and iterative execution meet, and what breaks at the join

Domain 03 — Business Environment

The project's relationship with the organisation and the world outside it. 26% of the exam — more than triple its weight under the previous outline — across eight tasks.

•Defining and establishing project governance: decision rights, escalation paths, steering structures, and the gates a project must pass through
•Planning and managing project compliance: identifying legal, regulatory, contractual and organisational obligations, classifying compliance risk, and evidencing that they were met
•Managing and controlling change: assessing the impact of a change request, running change control proportionate to the approach, and communicating the decision
•Removing impediments and managing issues: distinguishing an impediment from a risk or an issue, prioritising them, and escalating the ones that cannot be resolved at team level
•Planning and managing risk: identification, qualitative and quantitative analysis, response strategies for threats and opportunities, reserves, and monitoring through delivery
•Continuous improvement: process and product improvement, lessons learned as a live practice rather than a closure document, and measuring whether improvements stuck
•Supporting organisational change: assessing readiness, anticipating resistance, and planning adoption so a delivered product is actually used
•Evaluating external business environment changes: tracking market, regulatory, technology and economic shifts and adjusting scope, backlog or business case in response
•Organisational strategy, portfolio and programme context, and how a project earns its place in it
•Benefits realisation beyond project closure, and who owns it once the team disbands
•Sustainability and social impact considerations in project decisions
•Where artificial intelligence changes the business environment a project operates inside

Who should take this

Project managers who are already running work and want the credential that reflects it, programme and delivery leads, PMO staff, consultants, and technical leads who have taken on delivery responsibility and now need the discipline behind it.

PMI sets real eligibility requirements, and they are checked. You must hold one of the following combinations of education and project leadership experience, with the experience gained in the last ten years:

•A four-year degree or higher, plus 36 months leading projects
•An associate degree, higher certificate or advanced vocational qualification, plus 48 months leading projects
•An upper-secondary qualification, such as a high school diploma or equivalent, plus 60 months leading projects
•A degree from a PMI Global Accreditation Center accredited programme, plus 24 months leading projects

Every pathway except the GAC route also requires 35 hours of project management training aligned to the Exam Content Outline. An active CAPM certification satisfies that requirement in place of the training hours.

This course is designed to provide project management education hours toward that 35-hour requirement, and we issue a certificate of completion recording the hours you attended. Hacky Security is not a PMI Authorised Training Partner, so we do not award official PDUs and we make no claim of PMI accreditation. Confirm with PMI that your combination of training will be accepted before you apply.

The exam

The PMP is set and awarded by PMI, and delivered at Pearson VUE test centres or by online proctoring.

•180 questions, of which 170 are scored and 10 are unscored pretest items mixed in
•240 minutes, with two 10-minute breaks — the first after the case study section, the second roughly midway through the remaining questions
•Mixed item types: multiple choice with a single response, multiple response, matching and enhanced matching, point and click, pull-down lists, graphic-based questions, and a case or scenario section where one detailed situation drives a run of questions
•Roughly 40% of items are predictive, with the remaining 60% split between adaptive or agile and hybrid approaches
•Up to three attempts within a one-year eligibility period

The exam fee is paid separately to PMI, and PMI members pay less than non-members. You submit your own application, which may be selected for audit, and you book your own exam date.

How we deliver it

Four days, classroom or online live, or at your office for a private group. Short teaching blocks followed by situational work — you are given a project in trouble and asked what you would do, then asked to justify it against the outline.

Domain checkpoints each day, and a full-length 180-question mock under exam conditions on the final afternoon, including the case study section, with a review of every item you got wrong and why the distractor appealed.

Mapped to PMI's Project Management Professional Examination Content Outline as updated for July 2026. Taught from Hacky Security's own curriculum by instructors who hold the certification and run delivery for a living.

Exam & certification

  1. 1Train with us40 hours of instructor-led preparation, labs and practice questions.
  2. 2Sit the official examExam voucher sold separately. We buy it from the certification body on your behalf and send you the code — you book your own exam date.
  3. 3Get certifiedThe certification is awarded by PMI when you pass their exam.

What you receive

  • PMI certification — issued by PMI after you pass, and verifiable with them.
  • Hacky Security certificate of completion — for the training itself, with a unique ID.
  • Checkable by employers — anyone can confirm our certificate on the Verify page.

This course is Hacky Security’s own preparation training. The certification itself is awarded by PMI, not by us.

Illustration of our certificate. Check any real one on the Verify page.

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Hacky Security is a PMI Authorized Training Partner. This course is delivered from Hacky Security's own curriculum; the certification itself is awarded by PMI. Certification names and codes are the trademarks of their respective owners and are used only to describe what this course prepares you for.

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