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CompTIA Project+ Certification Guide
TheCompTIAProject+examisdesignedforITprofessionalswhowanttoimprovetheircareertrajectorybygainingcertificationinprojectmanagementspecifictotheirindustry.ThisguidecoverseverythingnecessarytopassthecurrentiterationoftheProject+PK0-004exam.TheCompTIAProject+CertificationGuidestartsbycoveringprojectinitiationbestpractices,includinganunderstandingoforganizationalstructures,teamroles,andresponsibilities.You’llthenstudybestpracticesfordevelopingaprojectcharterandthescopeofworktoproducedeliverablesnecessarytoobtainformalapprovaloftheendresult.Theabilitytomonitoryourprojectworkandmakechangesasnecessarytobringperformancebackinlinewiththeplanisthedifferencebetweenasuccessfulandunsuccessfulproject.Theconcludingchaptersofthebookprovidebestpracticestohelpkeepaneyeonyourprojectsandclosethemoutsuccessfully.Theguidealsoincludespracticequestionscreatedtomirrortheexamexperienceandhelpsolidifyyourunderstandingofcoreprojectmanagementconcepts.Bytheendofthisbook,youwillbeabletodevelopcreativesolutionsforcomplexissuesfacedinprojectmanagement.
目錄(344章)
倒序
- 封面
- 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
- Other Book You May Enjoy
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