CompTIA Project+

ExamFacts

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

CompTIA Project+CertificationExam
Details
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
1.0) Project Initiation and Scope Definition
2.0) Project Planning
3.0) Project Execution, Control and Coordination
4.0) Project Closure, Acceptance and Support

% of Examination
20%
30%
43%
7%
100%

Testtakingskills
Slow 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 unique
product, 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 objective
Has a deadline
Requires 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 activities

Activity interdependencies

WhydoProjectExist?

Amarketdemand
Anorganizationalneeds
Acustomerrequests
Atechnologicaladvancement
Alegalrequirement
Asocialneeds

Project,ProgramandPortfolio
Atemporary
endeavorwith
definedstartand
enddatesthat
createsaunique
productor
service

Agroupof
relatedprojects
managedina
coordinatedway
toobtain
benefitsand
controlnot
availablefrom
managingthem
individually

Acollectionof
programs,
projectsand
additionalwork
managed
togetherto
facilitatethe
attainmentof
strategic
businessgoals.

ProjectPhaseandLifeCycle

1.
2.
3.
4.
5.

Projectphase:Acollectionoflogicallyrelatedproject
activities.
Usuallyculminatesinthecompletionofamajordeliverable
Canoverlap,butaremainlycompletedsequentially.
Projectphasesare:
Initiation
Planning
Execution
Control
Closeout/closing
Projectlifecycle:Acollectionofalltheprojectphases.

ProjectManagement(PM)andPMProcesses
Projectmanagementisasetoftools
andtechniquesthatareusedtoorganize
theworkoftheprojecttohelpbring
aboutasuccessfulproject.
OR
Projectmanagementistheapplicationof
knowledge,skills,toolsandtechniques
duringthecourseoftheprojectto
accomplishtheprojectrequirements.
OR
Theprocessofinitiating,planning,
executing,monitoring,controllingand
closingoutaprojectbyapplyingskills,
knowledge,toolsandtechniquestofulfill
requirements.

Processesareasequenceofactivities
designedtobringaboutaspecificresult.
Processeshaveidentified:
inputs,
toolsandtechniques,
Outputs(ITTO)
Inputsareinformationsourcesthatcan
benew,ortheoutputofsomeother
process.
Thereare44processes,butPMIrecently
agreedon42.

ProjectManagementKnowledgeAreas,PMProcess
GroupandPMLifeCycle
ThereareNine(9) Knowledge
areas
CoreKnowledgeAreas
1. CostMgmt.
2. TimeMgmt.
3. QualityMgmt.
4. ScopeMgmt.
IntegratingKnowledgeAreas
5 IntegrationMgmt.
FacilitatingKnowledgeAreas
6 HumanResourcesMgmt.
7 CommunicationMgmt.
8 RiskMgmt.
9 ProcurementMgmt

Therearefive(5)PM
processgroups.

Theseare
1.
2.
3.
4.
5.

InitiationPG
PlanningPG
ExecutionPG
ControlPG
ClosingPG

Thecollectionofallthe
projectmanagement
processgroupsgivesthe
projectmanagementlife
cycle.
Notallprojectwillpass
throughalltheproject
managementlifecycle.

ProjectLifeCycleOutputs
Initiating

Planning

Executing Control

Closing

ProjectSelection
FinancialTest

AchievabilityTest Project
Requirements

Estimation
CostBenefit
Analysis(CBA)
ROI
IRR
DCF
NPV

Cultural(change Business
management)
Functional
Technical
Technical

Stakeholders
Personsororganizationsinvolved,oraffectedbythe
project
Includes:

ProjectSponsor
ProjectTeam
SupportStaff
Suppliers
Customers
Users
Opponentsoftheproject

WhattodowithStakeholders

Identifyall ofthem
Determineall theirrequirements
Determinetheirexpectations
Communicatewiththem
Managetheirinfluenceonproject
requirementstoensureprojectsuccess.

Stakeholders InfluenceOverTime
High

Influence of stakeholders

Cost of changes
Low
Project Time

ProjectManagersRoles
Thepersonresponsibleformanagingthe
project.
Formallyempoweredtouseorganizational
resources.
Incontroloftheproject
Authorizedtospendtheprojectsbudget
Authorizedtomakedecisionsfortheproject

ProjectManagersSkills

CommunicationSkills
OrganizationalSkills
BudgetingSkills
ProblemSolving
NegotiationandInfluencing
LeadershipSkills
TeamBuildingandHumanResources

PM Core Competencies
Thinking Skills

Leadership

Negotiation
Skills

Interpersonal
Skills

Communication
Skills
2003 Windward Consulting Group

Judgment,
Integrity

Project
Manager
Knowledge

Organizational
Awareness

Action
Management

MostSignificantCharacteristicsofEffective
andIneffectiveProjectManagers

StepstoChangeManagement
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)

Follow the Change Control System procedures

OrganizationStructures
Organizationalstructuresarerelevanttotheprojectmanagers
authority.Aprojectmanagersauthoritywillvarydependingonthe
organizationalstructurehesoperatingwithin.
Thestructuresthatoffertheleastpowertothehighestamountofpower
fortheprojectmanagerareinthefollowingorder:
Functional
Weakmatrix
Balancedmatrix
Strongmatrix
Projectized

WBSFacts
TheWorkBreakdownStructure(WBS)isthebigpictureoftheprojectdeliverables.
Itisnottheactivitiesthatoccurtocreatetheproject,butthecomponentsthe
projectwillcreate.
TheWBShelpstheprojectteamandtheprojectmanagercreateaccuratecostand
timeestimates.
TheWBSalsohelpstheprojectteamandtheprojectmanagercreateanaccurate
activitylist.
Itsacommunicationtool
Ithelpsinpreventingscopecreep
Itenhancesteambuilding
WBSdoesnotshowdependencies
TheWBSisaninputtofiveplanningprocesses,namely
Costestimating
Costbudgeting
Resourceplanning
RiskManagementPlanning
Activitydefinition

ProjectScopeFacts
Projectsaretemporaryendeavorstocreateauniqueproductofservice.Projectsare
selectedbyoneoftwomethods:
Benefitmeasurementmethods Theseincludescoringmodels,costbenefitratios,and
economicmodels.
Constrainedoptimization Mathematicalmodelsbasedonlinear,integer,anddynamic
programmingmodels.(YouprobablywontseethisoneontheITProject+examasa
viableanswer.)
Theprojectscopedefinesalloftherequiredwork,andonlythe requiredwork,to
completetheproject.Scopemanagementistheprocessofensuringtheprojectworkis
withinscopeandprotectstheprojectfromscopecreep.Thescopestatementisthe
baselineforallfutureprojectdecisionsasitjustifiesthebusinessneedoftheproject.
Therearetwotypesofscope:
Productscopedefinestheattributesoftheproductorservicetheprojectiscreating.
Projectscopedefinestherequiredworkoftheprojecttocreatetheproduct.
Scopeverificationistheprocesscompletedattheendofeachphaseandprojectto
confirmtheprojecthasmettherequirements.Itleadstotheformalacceptanceofthe
projectdeliverable.

ProjectTimeFacts
Timecanbeaprojectconstraint.Effectivetimemanagementistheschedulingand
sequencingofactivitiesinthebestordertoensuretheproject completes
successfullyandinareasonableamountoftime.Therearesomekeytermsfor
timemanagement:
Lag Waitingbetweenactivities.
Lead Activitiescomeclosertogetherandevenoverlap.
Freefloat Theamountoftimeanactivitycanbedelayedwithoutdelayingthenext
scheduledactivitysstartdate.
Totalfloat Theamountoftimeanactivitycanbedelayedwithoutdelayingthe
projectfinishdate.
Slackandfloat Thesearesynonymous;durationmaybeabbreviatedasdu.
Therearethreetypesofdependenciesbetweenactivities:
Mandatory Thishardlogicrequiresaspecificsequencebetweenactivities.
Discretionary Thissoftlogicprefersasequencebetweenactivities.
External Duetoreasonsoutsideoftheproject,suchasvendors,thesequencemust
happeninagivenorder.

ProjectCostFacts
Thereareseveralmethodsforprovidingprojectestimates:
Bottomup ProjectcostsstartatzeroandeachcomponentintheWBSisestimatedfor
costsandthenthegrandtotal iscalculated.Thisisthelongestmethodtocomplete,
butitprovidesthemostaccurateestimate.
Analogous Projectcostsarebasedonasimilarproject.Thisisaformof expert
judgment,butitisalsoatopdownestimatingapproachsoitlessaccuratethana
bottomupestimate.
ParametricModeling Priceisbasedoncostperunit;examplesincludecostpermetric
ton,costperyard,costperhour.
Therearefourtypesofcostsattributedtoaproject:
Variablecosts Thecostsdependonothervariables.Forexample,thecostofa food
cateredeventdependsonhowmanypeopleregistertoattendtheevent.
Fixedcosts Thecostremainsconstantthroughouttheproject.Forexample,arented
pieceofequipmentisthesamefeeeachmonthevenifitisused moreinsomemonths
thanothers.
Directcosts Thecostisdirectlyattributedtoanindividualprojectandcannotbeshared
withotherprojects;forexample,airfaretoattendprojectmeetings,hotelexpenses,and
leasedequipmentthatisusedonlyonthecurrentproject.
Indirectcosts Thesearethecostofdoingbusiness;examplesincluderent,phone,and
utilities.

QualityManagementFacts
Thecostofqualityisthemoneyspentinvestingintraining,requirementsfor
safety,lawsandregulations,andstepsaddedtoensurequalityacceptance.The
costofnonconformanceisthecostassociatedwithrework,downtime,lost
sales,andwasteofmaterials.
Somecommonqualitymanagementchartsandmethodsinclude:
Ishikawadiagrams Thesediagramsarealsocalledfishbonediagrams.Theyare
usedtofindcausesandeffectsthatcontributetoaproblem.
Flowcharts Thesechartsshowtherelationshipbetweencomponentsandthe
flowofaprocessthroughasystem.
ParetoDiagrams Thesediagramsidentifyprojectproblemsandtheir
frequencies.Thesearebasedonthe80/20Rule:80percentofprojectproblems
stemfrom20percentofthework.
ControlCharts Thesechartsplotouttheresultofsamplingstodetermineif
projectsareincontrol oroutofcontrol.
Kaizentechnologies Thesetechnologiesmakesmallimprovementsinaneffort
toreducecostsandconsistency.
Justintime ordering Thismethodreducesthecostofinventorybutrequires
additionalqualitybecausematerialsarenotreadilyavailableshouldmistakes
occur.

HumanResourceFacts
Thereareseveralhumanresourcetheoriesyoushouldbefamiliar withontheITProject+
exam.Theyare:
Maslows HierarchyofNeeds Therearefivelayersofneedsforallhumans:physiological,
safety,social,esteem,andthecrowningjewelselfactualization.
Herzbergs TheoryofMotivation Therearetwocatalystsforworkers:hygieneagentsand
motivatingagents.
Hygieneagents Thesedonothingtomotivateworkers,buttheirabsencedemotivates
them.Hygieneagentsaretheexpectationsallworkershave:jobsecurity,apaycheck,
cleanandsafeworkingconditions,asenseofbelonging,civilworkingrelationships,
andotherbasicattributesassociatedwithemployment.
Motivatingagents Thesearetheelementsthatmotivatepeopletoexcel.Theyinclude
responsibility,appreciationofwork,recognition,theopportunitytoexcel,education,
andotheropportunitiesassociatedwithworkotherthanjustfinancialrewards.
McGregorys TheoryofXandY ThistheorystatesX peoplearelazy,dontwanttowork,
andneedtobemicromanaged.Y peopleareselfled,motivated,andcanaccomplish
tasks.
Ouchis TheoryZ Thistheorybelievestheworkersaremotivatedbyasenseof
commitment,opportunity,andadvancement.Workerswillworkiftheyarechallengedand
motivated.Thinkparticipativemanagement.
ExpectancyTheory Peoplewillbehavebasedonwhattheyexpectasaresultoftheir
behavior.Inotherwords,peoplewillworkinrelationtotheexpectedrewardofthework.

LeadershipStylesforProjectManager
Autocratic:PMmakesdecisionwithoutsolicitinginformation
fromteam
Consultative:Intensiveinformationsolicited;PMmakes
decision
Consensus:Teammakesdecision;opendiscussionand
informationgatheringbyteam
Directing:Tellingotherwhattodo
Facilitating:Coordinatingtheinputofothers
Coaching:Instructingothers
Supporting:Providingassistancealongtheway

TypesofPowerforProjectManagers
Legitimate (Formal):Derivedfromformalposition
Penalty (Coercive):Predicatedonfear
Reward:Involvespositivereinforcementandabilitytoaward
somethingofvalue.Projectoftenneedsitsownrewards
systemtoaffectemployeeperformance.Usedcorrectly,bring
theteamsgoalsandobjectivesinlinewitheachotherand
withtheproject.
Expert:Heldinesteembecauseofspecialknowledgeorskill
(requirestime).Earnedofourown.
Referent:Abilitytoinfluenceothersthroughcharisma,
personality,etc.Theabilitytogainsupportbecauseproject
personnelfeelpersonallyattractedtotheprojectmanageror
project

CommunicationFacts
Communicatingisthemostimportantskillfortheprojectmanager.Withthatinmind,here
aresomekeyfactsoncommunications:
ThecommunicationchannelsformulaisN(N 1)/2.
Nrepresentsthenumberofstakeholders.
Forexample,ifyouhave10stakeholders,theformulawouldread 10(10 1)/2for45
communicationchannels.
Payspecialattentiontoquestionswantingtoknowhowmanyadditionalcommunication
channelsyouhavebasedonaddedstakeholders.
Forexample,youhave25stakeholdersonyourprojectandhaverecentlyadded5team
members.Howmanyadditionalcommunicationsdoyounowhave?Youllhaveto
calculatetheoriginalnumberofcommunicationchannels,25(251)/2=300,andthen
calculatethenewnumberwiththeaddedteammembers,30(301)/2=435,and,finally,
subtractthedifferencebetweenthetwo:435 300=135additionalcommunication
channels.

CommunicationFactscontd
Fifty-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.

RiskManagementFacts
Risksareunplannedeventsthatcanaffecttheprojectforgoodorbad.Risksshouldbe
identifiedasearlyaspossibleintheplanningprocess.Apersonswillingnesstoaccept
riskistheUtilityFunction(alsocalledtheUtilityTheory).TheDelphiTechniquecanbe
usedtobuildconsensusonprojectrisks.
TheonlyoutputoftheriskplanningistheRiskManagementPlan.Therearetwobroad
typesofrisks:
Businessrisk Thelossoftimeandfinances;adownsideandanupsidemayexist.
Purerisk Thelossoflife,injury,andtheft.Onlyadownsideexists.
Riskscanberespondedtoinoneoffourmethods:
Avoidance Avoidtheriskbyplanningadifferenttechniquetoremovetheriskfromthe
project.
Mitigation Reducetheprobabilityorimpactofarisk.
Acceptance Therisksprobabilityorimpactmaybesmallenoughthatitcanbeaccepted.
Transference Theriskisnoteliminatedbuttheresponsibilityandownership oftheriskis
transferredtoanotherparty;forexample,itstransferredtoinsurance.

RiskResponseStrategies
PositiveRisk

BothRisk

NegativeRisk

Share
Explore
Enhance

Accept
Avoid
ContingencyPlan Transfer
Mitigate

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.

ProcurementFacts
AStatementofWork(SOW)isprovidedtothepotentialsellerssotheycan
createaccuratebids,quotes,andproposalsforthebuyer.Abidders
conferencemaybeheldsosellerscanquerythebuyerontheproductor
servicetobeprocured.
Acontractisaformalagreement,preferablywritten,betweenabuyerand
seller.Ontheexam,procurementquestionsareusuallyfromthebuyers
pointofview.Allrequirementstheselleristocompleteshould beclearly
writteninthecontract.Requirementsofbothpartiesmustbemetorlegal
proceedingsmayfollow.Contracttypesinclude:
Costreimbursablecontractsrequirethebuyertoassumetheriskofcost
overruns.
Fixedpricecontractsrequirethesellertoassumetheriskofcostoverruns.
Timeandmaterialcontractsaregoodforsmallerassignmentsbutcan
imposecostoverrunriskstothebuyerifthetimebytheseller isnot
monitored.
Apurchaseorderisaunilateralformofcontract.
Aletterofintentisnotacontract,butitshowstheintentof thebuyerto
purchasefromaspecificseller.

MagicFormulae

EVMFORMULA

PV = BAC x Planned % of Work Complete = BCWS=Budgeted Cost of work

scheduled = PLANNED VALUE
EV = BAC x Actual % of Work Complete = BCWP = Budgeted cost of work
performed = EARNED VALUE
EV = Budget x Phy. % of Work Complete = (EAC- AC) + BAC = CV + AC
CV = EV AC = BCWP ACWP = COST VARIANCE
SV = EV- PV = BCWP- BCWS = SCHEDULED VARIANCE
AC = ACWP = Actual Cost of Work Performed = ACTUAL COST
BAC = Sum of BCWS = Budget at completion
ETC = Estimate At Completion
= BAC - BCWP
BAC EV = Remaining Budget
ACWP = Actual Cost of Work Performed
EAC = AC + (BAC- EV)
= AC + (BAC- EV)/CPI
= AC + (BAC - EV)/ (CPI * SPI)
= ACWP + ETC
= ACWP + BAC - BCWP
VAC = Variance at Completion
EV/AC [BCWP / ACWP]
I am getting ____ out of each dollar. (>1 good; <1 bad)
CPI = EV/AC = COST PERFORMANCE INDEX
EV/PV [BCWP / BCWS]

SPI

I am progressing at ____% of the rate originally planned

= EV/PV = SCHEDULE PERFORMANCE INDEX

ProgramEvaluationReview
Technique(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) / 6
SD (Standard Deviation)= (TP-TO) /6
Variance= 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)

Miscellaneous
Activity 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