Project Management with CompTIA Project+: On Track from Start to Finish, Fourth Edition
1st Edition
Published on 17. March 2017
576 pages
978-1-259-86029-4 (ISBN)
Available for download
Description
Apply the latest project management techniques and prepare for CompTIA Project+ certificationThis fully updated self-study guide and professional resource shows how to successfully manage projects and prepare for the challenging CompTIA Project+ exam. Project Management with CompTIA Project+: On Track from Start to Finish, Fourth Edition, walks you through each step of the project management process, covering critical strategies for on-time and within-budget projects. You ll get complete explanations of every objective on the CompTIA Project+ exam along with end of chapter summaries, quizzes, and exercises that reinforce key points.Coverage includes: Initiating the project Developing project plans Working with management Managing project scope Creating the budget Building a project plan Organizing a project team Managing teams Implementing the project plan Revising the project plan Enforcing quality Completing the projectElectronic content includes: Two complete practice exams Video training from the author Templates and worksheets
More details
Other editions
Additional editions
Joseph Phillips
Project Management with CompTIA Project+: On Track from Start to Finish, Fourth Edition
Book
04/2017
4th Edition
McGraw-Hill Education
€69.51
Article exhausted; check for reprint
Content
- Cover
- Title Page
- Copyright Page
- Dedication
- About the Author
- Contents
- Acknowledgments
- Introduction
- 1 Initiating the Project
- Defining Projects
- Exploring Project Characteristics
- Working with Project Management Entities
- Defining the Project Management Life Cycle
- Initiating the Project
- Planning the Project
- Executing the Project
- Monitoring and Controlling the Project
- Closing the Project
- Gathering Project Information
- Establishing the Project Requirements
- Possessing Multiple Personas
- No Other Choices?
- Interviewing Management
- Interviewing the Stakeholders
- Working with a Business Case
- Identifying the Project Needs
- Creating Reasonable Expectations
- Creating the Project Charter
- Project Charter Elements
- Establishing the Completion Date
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 2 Planning the Project
- How to Plan
- Defining the Business Need
- Creating a Feasibility Study
- Executive Summary for Murray Enterprises
- Creating the Business Case
- Writing the Project Scope Statement
- Establishing Project Priority
- Obtaining Budget Dollars
- Creating an Approach
- Create a Milestone List
- Manage the Planning
- Contingency Plans
- Introducing Agile Methodologies
- Introducing Scrum Agile Project Management
- Reviewing Agile Management Principles
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 3 Working with Management
- Defining the Organizational Structure
- Working in a Functional Organization
- Working in a Matrix Organization
- Working in a Projectized Organization
- Presenting the Project to Management
- Start at the End
- The WIIFM Principle
- Tailor the Presentation
- Role of a Salesperson
- Defining Management's Role
- How Projects Get Initiated
- Management Theories
- Delegate Duties
- Focusing on the Results
- Inventing a Project Kickoff
- Set the Stage
- How Management Fits In
- Defining the Purpose
- Creating Management Alliances
- Working Together
- Following Organizational Governance
- Dealing with Challenging Bosses
- Working with Good Bosses
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 4 Managing the Project Scope
- Creating the Project Scope
- Gathering Requirements Through Communications
- Working with the Balanced Scorecard Approach
- Writing the Project Scope Statement
- Defining the Work Breakdown Structure
- Working with a WBS
- Coordinating WBS Components
- Defining a WBS Approach
- The Mechanics of Creating a WBS
- Why You Need a WBS
- Creating a WBS Dictionary
- Obtaining Stakeholder Approval
- Presenting to the Project Sponsor
- Presenting to Key Stakeholders
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 5 Creating the Budget
- Budget Basics
- Determine the Estimate Type
- Implementing Bottom-Up Cost Estimates
- Allowance for Change
- Creating a PERT Estimate
- Using Top-Down Estimating
- Using Analogous Estimating
- Using Parametric Modeling
- Budget at Completion
- Zero-Based Budgeting
- Determining Project Expenses
- The Cost of Goods
- Outsourcing
- Estimating Work Hours
- Tracking Budgetary Expenses
- Runaway Projects
- Keeping Track of Expenses
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 6 Building the Project Plan
- Building the Project Plans
- Project Plan Documents
- Creating the Project Scope Management Plan
- Defining the Project Schedule Management Plan
- Building the Network Diagram
- Analyzing the Project Network Diagram
- Creating the Project Cost Management Plan
- Planning for Project Quality
- Preparing for Managing a Project Team
- Writing the Project Communications Management Plan
- Planning for Project Risk Management
- Creating the Stakeholder Management Plan
- Building the Project Procurement Management Plan
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 7 Organizing a Project Team
- Assessing Internal Skills
- Identifying Resource Requirements
- Experience Is the Best Barometer
- Résumés and Skill Assessments
- Create a Roles and Responsibilities Matrix
- Learning Is Hard Work
- Creating a Team
- Defining Project Manager Power
- Hello! My Name Is.
- Where Do You Live?
- Building Relationships
- Serving as a Project Coordinator
- Exploring the Project Coordinator Roles and Responsibilities
- Supporting the Project Manager
- Working with a Project Scheduler
- Scheduling Project Activities
- Managing Resources with the Project Scheduler
- Managing Team Issues
- Dealing with Team Disagreements
- Phases of Team Development
- Project Management Is Not a Democracy
- Dealing with Personalities
- Use Experience
- Disciplining Team Members
- Using External Resources
- Finding an Excellent IT Vendor
- Interviewing the Vendor
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 8 Managing Teams
- Leading the Team
- Establishing the Project Authority
- Mechanics of Leading a Team
- Decision Making
- Working with Team Members
- Team Meetings
- Meeting Frequency
- Meeting Purpose
- Using a Meeting Coordinator
- Meeting Minutes
- Agile Standup Meetings
- Maintaining Team Leadership
- Background and Experience
- Working Toward the Finish
- Commitment from the Project Team's Managers
- Project Completion and Team Members' Growth
- Motivating the Team
- Understanding Motivation
- What Team Members Need
- Theorizing on Management and Leadership
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 9 Implementing the Project Plan
- Reviewing Assignments with the Project Team
- Focusing on the Work
- Hosting a Project Status Meeting
- Tracking Progress
- Creating a Reporting Process
- Status Collecting Tools
- Communicating Project Status
- Tracking Financial Obligations
- Tracking Actual Costs
- Determining Earned Value
- Controlling Finances
- Calculating the Cost Performance Index
- Calculating the Scheduled Performance Index
- Predicting Project Performance
- Calculating the To-Complete Performance Index
- Communicating the Project Burn Rate
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 10 Revising the Project Plan
- Defining the Need for Revision
- Establishing Change Control
- Change Control Process
- Impacts of Change
- Project Change Request
- Change Impact Statement
- Internal Project Trouble
- Implementing Project Changes
- Changes from Internal Forces
- Changes from External Forces
- Negotiate for Tiered Structures
- Extension of Time for Delivery
- Holding Issue Management Meetings
- Delaying a Project
- Coping with Vendor Delays
- Rebuilding Management Support
- Focus and Refocus
- Renewal of Commitment
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 11 Enforcing Quality
- Defining Quality
- Quality of the Deliverables
- Producing a Service
- Producing Goods
- Quality vs. Grade
- Quality of the Process
- Managing the Quality
- Project Information Center
- Web Solutions
- Software Solutions
- Quality Management as a Process
- Quality Phases of Project Management
- Ensuring Quality Throughout the Project
- Planning for Quality
- Traditional Quality Assurance
- Traditional Quality Control
- Implementing Quality Control
- Analyzing Quality
- Total Quality Management
- Creating a Strategy for Quality
- Revisiting the Iron Triangle
- Progress Reports
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- 12 Completing the Project
- Completing the Final Tasks
- Going the Distance
- Examine the Critical Path
- 98 Percent Done Is Not Complete
- Conducting the Project Postmortem
- Reviewing for Quality
- Assessing the Project Deliverables
- Examining the Project's Worth
- Third-Party Review
- Obtaining Final Sign-Off
- Using a Project Transition Plan
- Obtaining Client Approval
- Application Development Acceptance Agreement
- Post-Project Audit
- Creating the Final Report
- Evaluating Team Members' Performance
- Declaring Victory
- Declaring Failure
- Cheers! Celebrating Victory
- Chapter Summary
- Q&A Chapter Quiz
- Chapter Exercises
- Quiz Answers
- Exercise Solutions
- A CompTIA Project+ Exam Objectives
- Response Limits
- 1.0 Project Basics
- 1.1 Summarize the Properties of a Project
- 1.2 Classify Project Roles and Responsibilities
- 1.3 Compare and Contrast Standard Project Phases
- 1.4 Identify the Basics of Project Cost Control
- 1.5 Identify Common Project Team Organizational Structures
- 1.6 Given a Scenario, Execute and Develop Project Schedules
- 1.7 Identify the Basic Aspects of the Agile Methodology
- 1.8 Explain the Importance of Human Resource, Physical Resource, and Personnel Management
- 2.0 Project Constraints
- 2.1 Given a Scenario, Predict the Impact of Various Constraint Variables and Influences Throughout the Project
- 2.2 Explain the Importance of Risk Strategies and Activities
- 3.0 Communication and Change Management
- 3.1 Given a Scenario, Use the Appropriate Communication Method
- 3.2 Compare and Contrast Factors Influencing Communication Methods
- 3.3 Explain Common Communication Triggers and Determine the Target Audience and Rationale
- 3.4 Given a Scenario, Use the Following Change Control Process Within the Context of a Project
- 3.5 Recognize Types of Organizational Change
- 4.0 Project Tools and Documentation
- 4.1 Compare and Contrast Various Project Management Tools
- 4.2 Given a Scenario, Analyze Project-Centric Documentation
- 4.3 Identify Common Partner- or Vendor-Centric Documents and Their Purpose
- B Project Management Certifications
- Project Management Professional
- Qualifying for the PMP
- Passing the PMP Examination
- Maintaining the PMP
- Certified Associate in Project Management
- Earning the CAPM
- Passing the CAPM Examination
- After the CAPM
- Project Management Institute Agile Certified Practitioner
- Qualifying for the PMI-ACP
- Passing the PMI-ACP Examination
- Maintaining the PMI-ACP
- C Critical Exam Information
- Test-Passing Tips
- Days Before the Exam
- Practice the Testing Process
- Testing Tips
- Answer Every Question-Once
- Use the Process of Elimination
- Everything You Must Know
- The 47 Project Management Processes
- Initiating the Project
- Planning the Project
- Executing the Project
- Monitoring and Controlling the Project
- Closing the Project
- EVM Formulas
- Quick Exam Facts
- A Letter to You
- D About the Download
- System Requirements
- Installing and Running Total Tester
- About Total Tester
- McGraw-Hill Professional Media Center Download
- Technical Support
- Glossary
- Index
