CompTIA Project+ExamFacts

By

Olumide Idowu M.SC,PMP,MCTS,Project+

CompTIA Project+CertificationExamDetails

The exam is in the conventional linear format. There are about 80 questions on the exam and candidate will have 90 minutes to complete the exam. The exam is available in English only. Pass mark is 499

The candidate selects from four (4) or more response option(s) that best completes the statement or answers the question. Distracters or wrong answers are response options that a candidate with incomplete knowledge or skill would likely choose, but are generally plausible responses fitting into the content area.

Test item formats used in this examination are:Multiple Choice: The candidate selects one option that best answers the question or completes a statement.Multiple-Response: The candidate selects more than one option that best answers the question or completes a statement.Drag and Drop Items: A drag and drop item is an item that requires the candidate to drag a graphic or text to a correct destination

Domain % of Examination1.0) Project Initiation and Scope Definition 20%2.0) Project Planning 30%3.0) Project Execution, Control and Coordination 43%4.0) Project Closure, Acceptance and Support 7%

100%

TesttakingskillsSlow down and carefully read the question. If you dont understand it, reread it. Do you know the material too well to waste time reading the question?

CompTIA certification exams are written with the assistance of dozens of Subject Matter Experts. Do not expect to find clues in a consistent writing style for every question.

The BEST choice is always the right choice. Some distracters will seem technically correct, but if there is a better way to approach the question, go with that choice.

If you get stuck, you have options before skipping and returning. Slowly reread the question and all of the distracters individually. Give the question a shot before giving up and moving on. If youre still unsure, return to it with a fresh look later.

Do not read more into the question than what is stated. This is most important. Only your knowledge and skills are needed to answer any question. It is not your job to create the circumstances surrounding the question; it is your job to answer it based on the information provided.

Projects:CharacteristicsandDifferencesfrom

anOperation

It is a temporary endeavor with a specified beginning and end date to produce a uniqueproduct, service or result, or A temporary endeavor with defined start and end dates that creates a unique product or service

A project exit when a task:Has a defined objectiveHas a deadlineRequires integration of knowledge and experience from various organizations.

A project is different or characterized by the following:Projects are unique.Projects are temporary in nature and have a definite beginning and ending date.Projects are completed when the project goals are achieved or its determined the project is no longer viable.A successful project is one that meets or exceeds the expectations of your stakeholders.Series of activitiesActivity interdependencies

WhydoProjectExist?

Amarketdemand Anorganizationalneeds Acustomerrequests Atechnologicaladvancement Alegalrequirement Asocialneeds

Project,ProgramandPortfolio

Atemporaryendeavorwithdefinedstartandenddatesthatcreatesauniqueproductorservice

Agroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually

Acollectionofprograms,projectsandadditionalworkmanagedtogethertofacilitatetheattainmentofstrategicbusinessgoals.

ProjectPhaseandLifeCycle

Projectphase:Acollectionoflogicallyrelatedprojectactivities.

Usuallyculminatesinthecompletionofamajordeliverable Canoverlap,butaremainlycompletedsequentially. Projectphasesare:1. Initiation2. Planning3. Execution4. Control5. Closeout/closing Projectlifecycle:Acollectionofalltheprojectphases.

ProjectManagement(PM)andPMProcesses

Projectmanagementisasetoftoolsandtechniquesthatareusedtoorganizetheworkoftheprojecttohelpbringaboutasuccessfulproject.

OR

Projectmanagementistheapplicationofknowledge,skills,toolsandtechniquesduringthecourseoftheprojecttoaccomplishtheprojectrequirements.

OR

Theprocessofinitiating,planning,executing,monitoring,controllingandclosingoutaprojectbyapplyingskills,knowledge,toolsandtechniquestofulfillrequirements.

Processesareasequenceofactivitiesdesignedtobringaboutaspecificresult.

Processeshaveidentified: inputs,toolsandtechniques,Outputs(ITTO)

Inputsareinformationsourcesthatcanbenew,ortheoutputofsomeotherprocess.

Thereare44processes,butPMIrecentlyagreedon42.

ProjectManagementKnowledgeAreas,PMProcessGroupandPMLifeCycle

ThereareNine(9) Knowledgeareas

CoreKnowledgeAreas1. CostMgmt.

2. TimeMgmt.

3. QualityMgmt.

4. ScopeMgmt.

IntegratingKnowledgeAreas

5 IntegrationMgmt.

FacilitatingKnowledgeAreas6 HumanResourcesMgmt.

7 CommunicationMgmt.

8 RiskMgmt.

9 ProcurementMgmt

Therearefive(5)PMprocessgroups.

Theseare1. InitiationPG

2. PlanningPG

3. ExecutionPG

4. ControlPG

5. ClosingPG

Thecollectionofalltheprojectmanagementprocessgroupsgivestheprojectmanagementlifecycle.

Notallprojectwillpassthroughalltheprojectmanagementlifecycle.

ProjectLifeCycleOutputs

Initiating Planning Executing Control Closing

ProjectSelection

FinancialTest AchievabilityTest ProjectRequirements

Estimation

CostBenefitAnalysis(CBA)

ROI

IRR

DCF

NPV

Cultural(changemanagement)

Technical

Business

Functional

Technical

Stakeholders

Personsororganizationsinvolved,oraffectedbytheproject

Includes: ProjectSponsor ProjectTeam SupportStaff Suppliers Customers Users Opponentsoftheproject

WhattodowithStakeholders

Identifyall ofthem Determineall theirrequirements Determinetheirexpectations Communicatewiththem Managetheirinfluenceonprojectrequirementstoensureprojectsuccess.

Stakeholders InfluenceOverTime

Influence of stakeholders

Cost of changes

High

Low

Project Time

ProjectManagersRoles

Thepersonresponsibleformanagingtheproject.

Formallyempoweredtouseorganizationalresources.

Incontroloftheproject Authorizedtospendtheprojectsbudget Authorizedtomakedecisionsfortheproject

ProjectManagersSkills

CommunicationSkills OrganizationalSkills BudgetingSkills ProblemSolving NegotiationandInfluencing LeadershipSkills TeamBuildingandHumanResources

PM Core CompetenciesPM Core Competencies

Project Project ManagerManager

OrganizationalOrganizationalAwarenessAwareness

Action Action ManagementManagement

KnowledgeKnowledgeInterpersonal Interpersonal

SkillsSkills

Judgment, Judgment, IntegrityIntegrity

LeadershipLeadership

Negotiation Negotiation SkillsSkills

CommunicationCommunicationSkillsSkills

Thinking SkillsThinking Skills

2003 Windward Consulting Group

MostSignificantCharacteristicsofEffectiveandIneffectiveProjectManagers

StepstoChangeManagement

Follow the Change Control System procedures

Determine the impact of the change on the scope, time, cost and quality

Determine alternatives or options

Inform the Internal Stakeholder ( Sponsor)

Inform the External Stakeholder (Customer)

OrganizationStructures

Organizationalstructuresarerelevanttotheprojectmanagersauthority.Aprojectmanagersauthoritywillvarydependingontheorganizationalstructurehesoperatingwithin.

Thestructuresthatoffertheleastpowertothehighestamountofpowerfortheprojectmanagerareinthefollowingorder:

Functional

Weakmatrix

Balancedmatrix

Strongmatrix

Projectized

WBSFactsTheWorkBreakdownStructure(WBS)isthebigpictureoftheprojectdeliverables.Itisnottheactivitiesthatoccurtocreatetheproject,butthecomponentstheprojectwillcreate.TheWBShelpstheprojectteamandtheprojectmanagercreateaccuratecostandtimeestimates.TheWBSalsohelpstheprojectteamandtheprojectmanagercreateanaccurateactivitylist.ItsacommunicationtoolIthelpsinpreventingscopecreepItenhancesteambuildingWBSdoesnotshowdependencies

TheWBSisaninputtofiveplanningprocesses,namelyCostestimatingCostbudgetingResourceplanningRiskManagementPlanningActivitydefinition

ProjectScopeFactsProjectsaretemporaryendeavorstocreateauniqueproductofservice.Projectsareselectedbyoneoftwomethods:Benefitmeasurementmethods Theseincludescoringmodels,costbenefitratios,andeconomicmodels.ConstrainedoptimizationMathematicalmodelsbasedonlinear,integer,anddynamicprogrammingmodels.(YouprobablywontseethisoneontheITProject+examasaviableanswer.)

Theprojectscopedefinesalloftherequiredwork,andonlythe requiredwork,tocompletetheproject.Scopemanagementistheprocessofensuringtheprojectworkiswithinscopeandprotectstheprojectfromscopecreep.Thescopestatementisthebaselineforallfutureprojectdecisionsasitjustifiesthebusinessneedoftheproject.

Therearetwotypesofscope:Productscopedefinestheattributesoftheproductorservicetheprojectiscreating.Projectscopedefinestherequiredworkoftheprojecttocreatetheproduct.

Scopeverificationistheprocesscompletedattheendofeachphaseandprojecttoconfirmtheprojecthasmettherequirements.Itleadstotheformalacceptanceoftheprojectdeliverable.

ProjectTimeFactsTimecanbeaprojectconstraint.Effectivetimemanagementistheschedulingandsequencingofactivitiesinthebestordertoensuretheproject completessuccessfullyandinareasonableamountoftime.Therearesomekeytermsfortimemanagement:LagWaitingbetweenactivities.Lead Activitiescomeclosertogetherandevenoverlap.Freefloat Theamountoftimeanactivitycanbedelayedwithoutdelayingthenextscheduledactivitysstartdate.Totalfloat Theamountoftimeanactivitycanbedelayedwithoutdelayingtheprojectfinishdate.Slackandfloat Thesearesynonymous;durationmaybeabbreviatedasdu.

Therearethreetypesofdependenciesbetweenactivities:Mandatory Thishardlogicrequiresaspecificsequencebetweenactivities.Discretionary Thissoftlogicprefersasequencebetweenactivities.External Duetoreasonsoutsideoftheproject,suchasvendors,thesequencemusthappeninagivenorder.

ProjectCostFactsThereareseveralmethodsforprovidingprojectestimates:Bottomup ProjectcostsstartatzeroandeachcomponentintheWBSisestimatedforcostsandthenthegrandtotal iscalculated.Thisisthelongestmethodtocomplete,butitprovidesthemostaccurateestimate.Analogous Projectcostsarebasedonasimilarproject.Thisisaformof expertjudgment,butitisalsoatopdownestimatingapproachsoitlessaccuratethanabottomupestimate.ParametricModeling Priceisbasedoncostperunit;examplesincludecostpermetricton,costperyard,costperhour.

Therearefourtypesofcostsattributedtoaproject:Variablecosts Thecostsdependonothervariables.Forexample,thecostofa foodcateredeventdependsonhowmanypeopleregistertoattendtheevent.Fixedcosts Thecostremainsconstantthroughouttheproject.Forexample,arentedpieceofequipmentisthesamefeeeachmonthevenifitisused moreinsomemonthsthanothers.Directcosts Thecostisdirectlyattributedtoanindividualprojectandcannotbesharedwithotherprojects;forexample,airfaretoattendprojectmeetings,hotelexpenses,andleasedequipmentthatisusedonlyonthecurrentproject.Indirectcosts Thesearethecostofdoingbusiness;examplesincluderent,phone,andutilities.

QualityManagementFactsThecostofqualityisthemoneyspentinvestingintraining,requirementsforsafety,lawsandregulations,andstepsaddedtoensurequalityacceptance.Thecostofnonconformanceisthecostassociatedwithrework,downtime,lostsales,andwasteofmaterials.Somecommonqualitymanagementchartsandmethodsinclude:Ishikawadiagrams Thesediagramsarealsocalledfishbonediagrams.Theyareusedtofindcausesandeffectsthatcontributetoaproblem.Flowcharts Thesechartsshowtherelationshipbetweencomponentsandtheflowofaprocessthroughasystem.ParetoDiagrams Thesediagramsidentifyprojectproblemsandtheirfrequencies.Thesearebasedonthe80/20Rule:80percentofprojectproblemsstemfrom20percentofthework.ControlCharts Thesechartsplotouttheresultofsamplingstodetermineifprojectsareincontrol oroutofcontrol.Kaizentechnologies Thesetechnologiesmakesmallimprovementsinanefforttoreducecostsandconsistency.Justintime ordering Thismethodreducesthecostofinventorybutrequiresadditionalqualitybecausematerialsarenotreadilyavailableshouldmistakesoccur.

HumanResourceFactsThereareseveralhumanresourcetheoriesyoushouldbefamiliar withontheITProject+exam.Theyare:Maslows HierarchyofNeeds Therearefivelayersofneedsforallhumans:physiological,safety,social,esteem,andthecrowningjewelselfactualization.Herzbergs TheoryofMotivation Therearetwocatalystsforworkers:hygieneagentsandmotivatingagents.

Hygieneagents Thesedonothingtomotivateworkers,buttheirabsencedemotivatesthem.Hygieneagentsaretheexpectationsallworkershave:jobsecurity,apaycheck,cleanandsafeworkingconditions,asenseofbelonging,civilworkingrelationships,andotherbasicattributesassociatedwithemployment.Motivatingagents Thesearetheelementsthatmotivatepeopletoexcel.Theyincluderesponsibility,appreciationofwork,recognition,theopportunitytoexcel,education,andotheropportunitiesassociatedwithworkotherthanjustfinancialrewards.

McGregorys TheoryofXandY ThistheorystatesX peoplearelazy,dontwanttowork,andneedtobemicromanaged.Y peopleareselfled,motivated,andcanaccomplishtasks.Ouchis TheoryZ Thistheorybelievestheworkersaremotivatedbyasenseofcommitment,opportunity,andadvancement.Workerswillworkiftheyarechallengedandmotivated.Thinkparticipativemanagement.ExpectancyTheory Peoplewillbehavebasedonwhattheyexpectasaresultoftheirbehavior.Inotherwords,peoplewillworkinrelationtotheexpectedrewardofthework.

LeadershipStylesforProjectManager

Autocratic:PMmakesdecisionwithoutsolicitinginformationfromteam

Consultative:Intensiveinformationsolicited;PMmakesdecision

Consensus:Teammakesdecision;opendiscussionandinformationgatheringbyteam

Directing:Tellingotherwhattodo Facilitating:Coordinatingtheinputofothers Coaching:Instructingothers Supporting:Providingassistancealongtheway

TypesofPowerforProjectManagers

Legitimate (Formal):Derivedfromformalposition Penalty (Coercive):Predicatedonfear Reward:Involvespositivereinforcementandabilitytoaward

somethingofvalue.Projectoftenneedsitsownrewardssystemtoaffectemployeeperformance.Usedcorrectly,bringtheteamsgoalsandobjectivesinlinewitheachotherandwiththeproject.

Expert:Heldinesteembecauseofspecialknowledgeorskill(requirestime).Earnedofourown.

Referent:Abilitytoinfluenceothersthroughcharisma,personality,etc.Theabilitytogainsupportbecauseprojectpersonnelfeelpersonallyattractedtotheprojectmanagerorproject

CommunicationFactsCommunicatingisthemostimportantskillfortheprojectmanager.Withthatinmind,herearesomekeyfactsoncommunications:

ThecommunicationchannelsformulaisN(N 1)/2.Nrepresentsthenumberofstakeholders.

Forexample,ifyouhave10stakeholders,theformulawouldread 10(10 1)/2for45communicationchannels.

Payspecialattentiontoquestionswantingtoknowhowmanyadditionalcommunicationchannelsyouhavebasedonaddedstakeholders.

Forexample,youhave25stakeholdersonyourprojectandhaverecentlyadded5teammembers.Howmanyadditionalcommunicationsdoyounowhave?Youllhavetocalculatetheoriginalnumberofcommunicationchannels,25(251)/2=300,andthencalculatethenewnumberwiththeaddedteammembers,30(301)/2=435,and,finally,subtractthedifferencebetweenthetwo:435 300=135additionalcommunicationchannels.

CommunicationFactscontdFifty-five percent of communication is nonverbal.Effective listening is the ability to watch the speakers body language, interpret para lingual clues, and decipher facial expressions for insight.

The next step is to follow these messages with questions for clarity and to offer feedback. Active listening requires the receiver of the message to offer clues, such as nodding the head to indicate he is listening. It also requires the receiver to repeat the message, ask questions, and continue the discussion if clarification is needed.

Communication can be hindered by trendy phrases, jargon, and extremely pessimistic comments. In addition, communication can be blocked by noise, hostility, cultural differences, and static among other communication barriers.

RiskManagementFactsRisksareunplannedeventsthatcanaffecttheprojectforgoodorbad.Risksshouldbeidentifiedasearlyaspossibleintheplanningprocess.ApersonswillingnesstoacceptriskistheUtilityFunction(alsocalledtheUtilityTheory).TheDelphiTechniquecanbeusedtobuildconsensusonprojectrisks.TheonlyoutputoftheriskplanningistheRiskManagementPlan.Therearetwobroadtypesofrisks:Businessrisk Thelossoftimeandfinances;adownsideandanupsidemayexist.Purerisk Thelossoflife,injury,andtheft.Onlyadownsideexists.Riskscanberespondedtoinoneoffourmethods:Avoidance Avoidtheriskbyplanningadifferenttechniquetoremovetheriskfromtheproject.Mitigation Reducetheprobabilityorimpactofarisk.Acceptance Therisksprobabilityorimpactmaybesmallenoughthatitcanbeaccepted.Transference Theriskisnoteliminatedbuttheresponsibilityandownership oftheriskistransferredtoanotherparty;forexample,itstransferredtoinsurance.

RiskResponseStrategiesPositiveRisk BothRisk NegativeRisk

ShareExploreEnhance

AcceptContingencyPlan

AvoidTransferMitigate

N.B However a response to a risk event that was not defined in advance of its occurrence is called a workaround response, which is a risk identified at the Risk Monitoring and Control Process stage.

ProcurementFactsAStatementofWork(SOW)isprovidedtothepotentialsellerssotheycancreateaccuratebids,quotes,andproposalsforthebuyer.Abiddersconferencemaybeheldsosellerscanquerythebuyerontheproductorservicetobeprocured.Acontractisaformalagreement,preferablywritten,betweenabuyerandseller.Ontheexam,procurementquestionsareusuallyfromthebuyerspointofview.Allrequirementstheselleristocompleteshould beclearlywritteninthecontract.Requirementsofbothpartiesmustbemetorlegalproceedingsmayfollow.Contracttypesinclude:Costreimbursablecontractsrequirethebuyertoassumetheriskofcostoverruns.Fixedpricecontractsrequirethesellertoassumetheriskofcostoverruns.Timeandmaterialcontractsaregoodforsmallerassignmentsbutcanimposecostoverrunriskstothebuyerifthetimebytheseller isnotmonitored.Apurchaseorderisaunilateralformofcontract.Aletterofintentisnotacontract,butitshowstheintentof thebuyertopurchasefromaspecificseller.

MagicFormulae

EVMFORMULA

PV = BAC x Planned % of Work Complete = BCWS=Budgeted Cost of work scheduled = PLANNED VALUEEV = BAC x Actual % of Work Complete = BCWP = Budgeted cost of work performed = EARNED VALUEEV = Budget x Phy. % of Work Complete = (EAC- AC) + BAC = CV + ACCV = EV AC = BCWP ACWP = COST VARIANCESV = EV- PV = BCWP- BCWS = SCHEDULED VARIANCEAC = ACWP = Actual Cost of Work Performed = ACTUAL COSTBAC = Sum of BCWS = Budget at completion ETC = Estimate At Completion

= BAC - BCWPBAC EV = Remaining BudgetACWP = Actual Cost of Work PerformedEAC = AC + (BAC- EV)

= AC + (BAC- EV)/CPI= AC + (BAC - EV)/ (CPI * SPI)= ACWP + ETC= ACWP + BAC - BCWP

VAC = Variance at CompletionEV/AC [BCWP / ACWP] I am getting ____ out of each dollar. (>1 good;

ProgramEvaluationReviewTechnique(PERT)

Where (a) TP= Most pessimistic time & b = high probability corresponding to it(b) TM= Most likely time & m= most likely corresponding to it(c) TO= Most Optimistic time & a= low probability corresponding to it(d) TE= Expected time

PERT TE= (TP+4TM+TO) / 6SD (Standard Deviation)= (TP-TO) /6Variance= Square(SD)TE for a path= Sum(all TE on that path)

SD for the path= SquareRoot(Sum of the Square SDs) for the path

TriangularDistribution

Where (a) a= low probability(b) b= high probability

(c) m= most likely

Mean= (a+b+c)/3

Variance= [square-a) +(m-b)(m-a) ] /18

Standard Deviation(SD)= SquareRoot(Variance)

MiscellaneousActivity Duration= Work Quantity/ Production rate

Cost & Time slope= (Crash Cost/ Normal Cost) / (Crash Time- Normal Time)

Acquisition Cost= Development Cost + Production Cost

Ownership Cost= Operating Cost+ Support Cost

Life Cycle Cost= Acquisition Cost+ Ownership Cost+ Disposal Cost

Communication channels=[ n * (n-1)] / 2 where n= no. of people

Risk Exposure($)=Risk Probability(%) X Risk Consequence($)

Expected Monetary Value (EMV)= Probability of Risk Event * $ Value of Risk Event (used in Decision trees)

N.B anything that saves your project is counted as positive and anything that cost it money is negative. Multiply each and add them together

CompTIA Project+Exam FactsByCompTIA Project+ Certification Exam DetailsTest taking skillsProjects: Characteristics and Differences from an Operation Why do Project Exist?Project, Program and PortfolioProject Phase and Life CycleProject Management (PM) and PM ProcessesProject Management Knowledge Areas, PM Process Group and PM Life CycleProject Life Cycle OutputsProject Selection StakeholdersWhat to do with StakeholdersStakeholders Influence Over TimeProject Managers RolesProject Managers SkillsMost Significant Characteristics of Effective and Ineffective Project ManagersSteps to Change ManagementOrganization StructuresLeadership Styles for Project Manager Types of Power for Project ManagersCommunication Facts contdRisk Response StrategiesMagic FormulaeEVM FORMULAProgram Evaluation Review Technique (PERT)Triangular DistributionMiscellaneous