CompTIA Project+ Certification Guide
J. Ashley Hunt更新时间：2021-08-13 15:32:34
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Title Page
Copyright and Credits
CompTIA Project+ Certification Guide
Dedication
Packt Upsell
Why subscribe?
Packt.com
Foreword
Contributors
About the author
About the reviewer
Packt is searching for authors like you
Preface
Getting your foot in the door
Who this book is for
What this book covers
To get the most out of this book
Download the color images
Conventions used
Get in touch
Reviews
Introduction to the CompTIA Project+ Exam (PK0-004)
Why project management certification?
What will you learn?
Exam objectives (domains)
Chapters and corresponding domains
About the CompTIA Project+ exam (PK0-004)
How to apply for the CompTIA Project+ exam
Ready for your exam?
What to expect on exam day
Study tips
Summary
Questions
Project Initiation
Defining a project
Temporary
Unique
What is a program?
What is a portfolio?
What is project management?
Waterfall project management
Agile project management
Understanding organizational structures
Three organizational structures and their elements
Functional organizations
Matrix organizations
Weak matrix
Balanced matrix
Strong matrix organizations
Projectized or project-based organizations
Project selection techniques
Creating a case for business
Decision models
Constrained optimization methods
Benefit measurement methods
Cost-benefit analysis
Scoring models
Payback period
Economic models
Discounted cash-flow analysis
Net present value
Internal rate of return
Expert judgment
Feasibility analysis
The business case
Project management knowledge areas
The role of the project manager
Summary
Questions
Project Roles and Responsibilities
An overview of stakeholder roles and responsibilities
Key stakeholders' requirements and interests
Project team roles and responsibilities
Project sponsor
The project champion
The customer
The project manager
What exactly is the project management plan?
Project coordinator
Scheduler
Project team
Project Management Office (PMO)
Change Control Board (CCB)
Functional managers
Sellers vendors suppliers and procurement managers
Sellers vendors and suppliers
Procurement managers
The Project Management Office (PMO)
Supportive
Controlling
Directive
Creating a stakeholder matrix
Summary
Questions
Developing a Project Charter
Life cycle of a project or phase
Initiation
Planning
Execution
Monitoring and controlling
Closing the project or phase
Common documents and process groups
Overlapping phases
Sequential phases
Adaptive or agile phases
What is agile?
Goals and objectives of a project charter
The Delphi technique
Documenting high-level requirements
High-level requirements
Criteria of a project charter
Why a charter is important
Example of a project charter
Agile project charter
Holding a kick-off meeting
Summary
Questions
Creating a Work Breakdown Structure (WBS)
Developing a scope management plan
The importance of scope management plans
Requirement documentation
Typical categories to describe how requirements meet business needs
Requirements in agile project management
Scope statement
Scope categories
Understanding the work breakdown structure
WBS dictionary information
What is the scope baseline?
Summary
Questions
Developing a Project Schedule
Developing a schedule management plan
Schedule management plan considerations
Defining tasks
Sequencing tasks
Dependencies
Relationships
Finish-to-start relationships
Start-to-start relationships
Finish-to-finish relationships
Start-to-finish relationships
Lead and lag time
Estimating durations
Dates
The project calendar
Resource calendars
Task calendars
Effort
Duration
Analogous estimates
Parametric estimates
Three-point estimates
Reserve analysis
Developing the project schedule
Critical path
Float/slack time
Critical chain
Monte Carlo technique
Schedule compression
Fast tracking
Crashing
Optimizing resources
Leveling
Smoothing
The schedule baseline
Summary
Questions
Resource Management Planning and Communication Considerations
Resource management concepts
Human resource planning
Developing a performing team
Virtual teams
Motivational theories
Maslow’s hierarchy of needs
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization
Douglas McGregor’s theory X and theory Y
X managers
Y managers
Frederick Herzberg’s theory of hygiene
David McClelland’s theory of needs
The need for achievement
The need for power
The need for affiliation
Peter Drucker’s management by objective (MBO)
Specific
Measurable
Attainable
Realistic
Time-based
Rewards and recognition
Conflict resolution
Confrontation and problem-solving
Compromise
Smoothing
Forcing
Avoiding
Negotiating
Monitoring team performance
Communication considerations
Kick-off meeting
Summary
Questions
Budget and Contingency Plans for Risk
Estimating costs
Quality management and the cost of quality
Quality gates and governance gates
Governance gates
Creating the project budget
Tracking and reporting cost/schedule performance
Budget at completion (BAC)
Earned value (EV)
Planned value (PV)
Schedule variance (SV)
Schedule performance index (SPI)
Earned schedule (ES)
Cost variance (CV)
Cost performance index (CPI)
Forecasting
Risk management planning
SWOT analysis
Creating the risk register
Qualitative risk analysis
Quantitative risk analysis
Expected monetary value (EMV)
Creating risk responses for threats
Avoid
Secondary risks
Residual risk events
Transfer
Mitigate
Accept
Contingent response strategy
Opportunity responses
Risk triggers
Risk owners
Issue logs
Summary
Questions
Monitoring and Controlling Project Work
Quality control
Histograms
Fishbone diagram
Pareto diagrams
Run chart
Scatter charts
Validate scope
Integrated change control
Types of change
Corrective actions
Preventative actions
Defect repair
Scope change
Change control process
Other causes of change
Procurement management
Contract types
Fixed price
Fixed price incentive fee (FPIF)
Fixed Price Economic Price Adjustments (FPEPA)
Cost reimbursable
Cost plus fixed fee (CPFF)
Cost plus award fee (CPAF)
Cost plus incentive fee (CPIF)
Time and material (T&M)
The roles in procurement
The project manager and procurement
Single source
Sole source
Conducting procurement
Screening system
Weighting system
Contract administrator/agreement coordinator
Partner-centric procurement documents
Letter of intent
Memorandum of Understanding (MOU)
Breach of contract
Service Level Agreements (SLA)
Purchase Order (PO)
Nondisclosure agreement (NDA)
Cease-and-desist letter
Warranty
Controlling procurement
Seller surveys
Procurement audit
Closing procurements
Waivers
Summary
Questions
Formal Project or Phase Closure and Agile Project Management
Project or phase closure
The four categories of project endings
Extinction
Addition
Integration
Starvation
Phase closure
Formal acceptance of the deliverable
Administrative and team closure
Lessons learned and final reporting
Overview of agile project management
Introduction to the Scrum framework
Transparency
Inspection
Adaptation
Key Aspects of a Scrum Project
The product backlog
User stories
The sprint
The Scrum team
The Product Owner
The development team – how
Scrum Master – servant-leader
Sprint planning
The process of Sprint planning
A Scrum board
Daily Scrums
Reviews
Retrospectives
Hybrid or tailored project management
Types of hybrid agile frameworks
Scaled Agile Framework (SAFe)
LeSS
LeSS levels
Enterprise Scrum
Values of enterprise Scrum
Questions
Assessments
Chapter 1 – Introduction to the CompTIA Project+ Exam (PK0-004)
Chapter 2 – Project Initiation
Chapter 3 – Project Roles and Responsibilities
Chapter 4 – Developing a Project Charter
Chapter 5 – Creating a Work Breakdown Structure (WBS)
Chapter 6 – Developing a Project Schedule
Chapter 7 – Resource Management Planning and Communication Considerations
Chapter 8 – Budget and Contingency Plans for Risk
Chapter 9 – Monitoring and Controlling Project Work
Chapter 10 – Formal Project or Phase Closure and Agile Project Management
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更新时间：2021-08-13 15:32:34