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Project+ Prep
Study for Comptia Project+ exam
| Question | Answer |
|---|---|
| Be able to define a project. | "A project brings about a unique product |
| Be able to identify the difference between a project and ongoing operations. | A project is a temporary endeavor to create a unique product or service. Operational work is ongoing and repetitive. |
| Name the three types of organizational structures. | "The three types of organizational structures are functional |
| Be able to define the role of a project manager. | A project manager’s core function is project integration. A project manager leads the project team and oversees all the work required to complete the project goals to the satisfaction of the stakeholders. |
| Be able to identify the most common project selection methods. | "The most common project selection methods are benefit measurement methods such as cost-benefit analysis |
| 9 Project Management Knowledge Areas | "Integration Management |
| Understand what skills are needed to manage a project beyond technical knowledge of the product | "Key general management skills include leadership |
| Be able to define the Initiating process. | Initiation authorizes the project to begin. |
| Understand the three categories of requirements. | Functional requirements define how the user will interact with the system. Business requirements are the big picture of what the business wants from the system. Technical requirements define what the system does to perform the functional requirements. |
| Be able to define a project sponsor and the stakeholders common to most projects. | "A project sponsor is an executive in the organization who has the authority to allocate dollars and resources to the project. A stakeholder is an organization or someone who has a vested interest in the project and has something to gain or lose from the |
| Be able to describe a project charter and list the key components. | "A project charter provides formal approval for the project to begin and authorizes the project manager to apply resources to the project. The key components are the problem statement |
| Describe the purpose of a scope management plan. | "A scope management plan documents the procedures for preparing the project scope statement and WBS |
| Understand the purpose of the scope statement. | The scope statement is the basis of the agreement between the project and the customer concerning what comprises the work of the project. It defines the deliverables and success criteria that will meet those objectives. |
| Be able to list the components of a scope statement. | "A scope statement includes a product description |
| Know how to define and create a work breakdown structure (WBS). | "The WBS is a deliverable-oriented hierarchy that describes the work required to complete the project. The WBS is a multilevel tree diagram that starts with the project |
| Understand the levels in a WBS. | "The highest level of the WBS is the project name. The major deliverables |
| Describe a WBS dictionary. | "The WBS dictionary describes each of the deliverables and their components and includes a code of accounts identifier |
| Describe the Activity Sequencing process. | Activity Sequencing is the process of identifying dependency relationships between the project activities and scheduling activities in the proper order. |
| Name the two major relationships between dependent tasks | A predecessor is a task that exists on a path with another task and occurs before the task in question. A successor is a task that exists on a common path with another task and occurs after the task in question. |
| Name the four types of logical relationships. | "The four types of logical relationships are finish-to-start |
| Know and understand the five most commonly used techniques to estimate activity duration. | "Expert judgment relies on the knowledge of someone familiar with the tasks. Analogous or top-down estimating bases the estimate on similar activities from a previous project. Parametric estimates are quantitatively based estimates that typically calculat |
| Define the purpose of CPM. | CPM calculates the longest path in the project. This path controls the finish date of the project. Any delay to a critical path task will delay the completion date of the project. |
| Explain a network diagram. | A network diagram is used in Activity Sequencing to depict project activities and the interrelationships and dependencies among these activities. |
| Name the two most common ways project schedules are displayed. | Project schedules are typically displayed as milestone charts or Gantt charts; a Gantt chart is a type of bar chart. |
| Describe the importance of Communications Planning. | "Communications Planning is the key to project success. It involves determining who needs information |
| Describe Resource Planning. | "Resource Planning determines what resources are needed for the project |
| Describe a RAM. | "A RAM is a resource assignment matrix that shows the WBS identifier |
| Describe two components of Human Resources Planning. | The two components are organizational planning and staff acquisition. |
| Be able to describe make-or-buy analysis. | Make-or-buy analysis is performed in order to determine the cost-effectiveness of either making or buying the goods and services you need for the project. |
| Be able to name the types of contracts. | "The contract types include fixed-price |
| "Know the difference between analogous | parametric |
| Name the two discretionary funding allocations a project may receive. | The two types of discretionary funding are a contingency reserve and a management reserve. Contingency reserves are monies set aside to cover the cost of possible adverse events. Management reserves are set aside by upper management and are used to cover |
| Explain the purpose of a cost baseline. | "The cost baseline is the total approved |
| Name the Quality Planning tools and techniques. | "The Quality Planning tools and techniques are cost-benefit analysis |
| Name the types of costs associated with the cost of quality. | "The types of costs associated with the cost of quality are prevention costs |
| Explain the three processes used to develop a risk management plan. | "Risk Identification is the process of identifying and documenting the potential risk events that may occur on the project. Risk analysis evaluates the severity of the impact to the project and the probability that the risk will actually occur. Risk respo |
| Name the negative risk response strategies. | "The negative risk response strategies are avoid |
| Name the positive risk response strategies. | "The positive risk response strategies are exploit |
| Name some of the common causes of conflict. | "Common causes are competing resource demands |
| Name the conflict-resolution techniques. | "The techniques are smoothing |
| Name the conflict-resolution technique most often used by project managers. | "This is confronting |
| State the five stages of team development. | "They are forming |
| Understand the various means to recognize or reward team members. | "Team member contributions can be recognized with monetary rewards or prizes |
| State the purpose of a project kickoff meeting. | "The project kickoff meeting is a way to formally introduce all project team members |
| Explain the importance of organizational governance. | "Organizational governance recognizes the importance of regulations |
| Name and describe the three types of change requests. | "Corrective actions bring the work of the project into alignment with the project plan |
| Describe the possible impacts to check for when evaluating a major change to the project scope. | "A major change to the project scope may impact the critical path |
| Describe the elements of a change management process. | "The elements of a change management process include change request forms |
| Explain the purpose of a CCB. | "The change control board reviews |
| Describe the purpose for the Scope Control process. | "Scope Control involves monitoring the status of the project scope |
| Describe the purpose for the Scope Verification process. | Scope Verification involves formally accepting completed deliverables and obtaining sign-off from the stakeholders indicating the deliverables are satisfactory and meet the stakeholders’ expectations. |
| Describe the purpose for the Schedule Control process. | "Schedule Control involves determining the status of the project schedule |
| Describe the Risk Monitoring and Control Process. | "Risk Monitoring and Control is the process of implementing the risk response plan |
| Be able to name the purpose of the Quality Control process. | The purpose of the Quality Control process is to monitor work results to determine whether they comply with the standards set in the quality management plan. |
| Name the three common causes of variance. | "These are random variances |
| Name the tools and techniques for Quality Control. | "These are histograms |
| Be able to describe earned value measurement techniques. | "Earned value measurement (EVM) monitors the planned value (PV) |
| "Define estimate to complete (ETC) | estimate at completion (EAC) |
| Define the purpose for the Managing Stakeholder Expectations process. | "Managing Stakeholder Expectations involves communicating |
| Explain the purpose for the Distribute Information process. | "Distribute Information is concerned with getting stakeholders information about the project in a timely manner. This is accomplished using status reports |
| Name the types of barriers a project manager might face when managing teams. | "Time zones |
| Name the four reasons for project endings. | "They are addition |
| Understand the steps involved in closing a project or phase. | "The steps include obtaining sign-off and acceptance |
| Explain the purpose of obtaining formal customer or stakeholder sign-off. | The formal sign-off documents that the customer accepts the project work and that the project meets the defined requirements. It also signals the official closure of the project and the transfer of the final product of the project to the organization. |
| Describe transferring the project results to the organization. | "Transferring the project results occurs once sign-off has been obtained. There should be a documented transition plan for transferring the project results |
| Understand the key elements of the Close Procurement process. | Contract closeout verifies that all the work described in the contract was completed satisfactorily per the contract terms and conditions. It includes notifying the vendor in writing that the work of the contract was accepted. |
| Name the procedures involved in Administrative Closure. | "Administrative Closure involves gathering and centralizing project documents |
| Describe lessons learned. | Lessons learned describe the successes and failures of the project. |
| WBS | Work Breakdown Structure |
| KPI | Key Performance Indicators |
| GERT | Graphical Evaluation and Review Technique |
| PERT | Program Evaluation and Review Technique |
| CPM | Critical Path Method |
| ADM | Arrow Diagramming Method |
| PDM | Precedence Diagramming Method |
| CDM | Conditional Diagramming Method |
| CCM | Critical Chain Method |
| RFI | Request for Information |
| RFQ | Request for Quote |
| RFP | Request for Proposal |
| Triple Constraints | "Time |
| EV | Earned Value – Dollar value of work completed compared to budgeted amount. (When 30% of a $1000 job is complete the EV = $300). |
| PV | Planned Value – Budgeted Cost |
| AC | Actual Cost |
| CV | "CV=EV - AC. Cost Variance |
| SV | "SV=EV-PV. SV is Schedule Variance |
| CPI | CPI=EV/AC. Cost Performance Index. When project is over budget CPI is less than 1. |
| SPI | SPI=EV/PV. Schedule Performance Index. When project is behind schedule CPI is less than 1. |
| BAC | Budget At Completion |
| ETC | Estimate To Complete |
| EAC | EAC=AC+ETC. Estimate At Completion. Total project cost projection based on current performance and remaining work. |
| TCPI | TCPI = (BAC – EV) / (BAC – AC). To Complete Performance Index. Projected performance level necessary to finish remaining work while meeting stated budget or schedule goals. |
| VAC | VAC=BAC-EAC. Variance At Completion. Compares planned project results with actual project results. |
| DCF | Discounted Cash Flow |
| CCB | Change Control Board |
| COTS | Commercial Off-The-Shelf |
| EVM | Earned Value Measurement |
| IRR | Internal Rate of Return |
| NPV | Net Present Value |
| PMO | Project Management Office |
| RAM | Resource Assignment Matrix |
| SOW | Statement of Work |
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