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IT Project Management: On Track from Start to Finish, Third Edition, 3rd Edition

Name: IT Project Management: On Track from Start to Finish, Third Edition, 3rd Edition
Author: Joseph Phillips
ISBN: 9780071700429

by Joseph Phillips

March 2010

Intermediate to advanced

640 pages

15h 49m

English

McGraw-Hill

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Cover Page
IT Project Management: On Track from Start to Finish, Third Edition
Copyright Page
Contents
Acknowledgments
Introduction
1 Initiating the Project
Defining the Project Management Life CycleInitiating the ProjectPlanning the ProjectExecuting the ProjectMonitoring and Controlling the ProjectClosing the ProjectGathering Project InformationEstablishing the Project RequirementsPossessing Multiple PersonasNo Other Choices?Interviewing ManagementInterviewing the StakeholdersIdentifying the Project NeedsCreating Reasonable ExpectationsCreating the Project CharterProject Charter ElementsFinding the Completion DateInitiating Processes and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
2 Planning the Project
How to PlanDefining the Business NeedCreating a Feasibility StudyCreating the Business CaseWriting the Project Scope StatementEstablishing Project PriorityObtaining Budget DollarsCreating an ApproachCreate a Milestone ListManage the PlanningContingency PlansPlanning Processes and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
3 Working with Management
Defining the Organizational StructureWorking in a Functional OrganizationWorking in a Matrix OrganizationWorking in a Projectized OrganizationPresenting the Project to ManagementStart at the EndThe WIIFM PrincipleTailor the PresentationRole of a SalespersonDefining Management’s RoleHow Projects Get InitiatedManagement TheoriesDelegate DutiesFocusing on the ResultsInventing a Project KickoffSet the StageHow Management Fits InDefining the PurposeCreating Management AlliancesWorking TogetherFollowing Organizational GovernanceDealing with Challenging BossesWorking with Good BossesManagement and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
4 Managing the Project Scope
Creating the Project ScopeGathering Requirements Through CommunicationsWriting the Project Scope StatementDefining the Work Breakdown StructureWorking with a WBSCoordinating WBS ComponentsDefining a WBS ApproachThe Mechanics of Creating a WBSWhy You Need a WBSCreating a WBS DictionaryObtaining Stakeholder ApprovalPresenting to the Project SponsorPresenting to Key StakeholdersScope Management and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions

5 Creating the Budget
Budget BasicsDetermine the Estimate TypeImplementing Bottom-Up Cost EstimatesAllowance for ChangeCreating a PERT EstimateUsing Top-Down EstimatingUsing Analogous EstimatingUsing Parametric ModelingBudget at CompletionZero-Based BudgetingDetermining Project ExpensesThe Cost of GoodsOutsourcingEstimating Work HoursTracking Budgetary ExpensesRunaway ProjectsKeeping Track of ExpensesProject Budgets and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
6 Building the Project Plan
Building the Project PlansProject Plan DocumentsCreating the Project Scope Management PlanDefining the Project Schedule Management PlanBuilding the Network DiagramAnalyzing the Project Network DiagramCreating the Project Cost Management PlanPlanning for Project QualityPreparing for Managing a Project TeamWriting the Project Communications Management PlanPlanning for Project Risk ManagementBuilding the Project Procurement Management PlanPlanning and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
7 Organizing a Project Team
Assessing Internal SkillsIdentifying Resource RequirementsExperience Is the Best BarometerRésumés and Skill AssessmentsCreate a Roles and Responsibilities MatrixLearning Is Hard WorkCreating a TeamDefining Project Manager PowerHello! My Name IsWhere Do You Live?Building RelationshipsInterviewing Potential Team MembersWhy You Need InterviewsHow to InterviewManaging Team IssuesDealing with Team DisagreementsPhases of Team DevelopmentProject Management Is Not a DemocracyDealing with PersonalitiesUse ExperienceDisciplining Team MembersUsing External ResourcesFinding an Excellent IT VendorInterviewing the VendorOrganizing a Project Team and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
8 Managing Teams
Leading the TeamEstablishing the Project AuthorityMechanics of Leading a TeamDecision MakingWorking with Team MembersTeam MeetingsMeeting FrequencyMeeting PurposeUsing a Meeting CoordinatorMeeting MinutesMaintaining Team LeadershipBackground and ExperienceWorking Toward the FinishCommitment from the Project Team’s ManagersProject Completion and Team Members’ GrowthMotivating the TeamUnderstanding MotivationWhat Team Members NeedTheorizing on Management and LeadershipManaging a Project Team and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
9 Implementing the Project Plan
Reviewing Assignments with the Project TeamFocus on the WorkHosting a Project Status MeetingTracking ProgressCreating a Reporting ProcessStatus Collecting ToolsTracking Financial ObligationsTracking Actual CostsDetermining Earned ValueControlling FinancesCalculating the Cost Performance IndexCalculating the Scheduled Performance IndexPredicting Project PerformanceCalculating the To-Complete Performance IndexExecuting the Project and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
10 Revising the Project Plan
Defining the Need for RevisionEstablishing Change ControlImpacts of ChangeProject Change RequestChange Impact StatementInternal Project TroubleImplementing Project ChangesChanges from Internal ForcesChanges from External ForcesNegotiate for Tiered StructuresExtension of Time for DeliveryIssue Management MeetingsDelaying a ProjectCoping with Vendor DelaysRebuilding Management SupportFocus and RefocusRenewal of CommitmentRevising the Project and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
11 Enforcing Quality
Defining QualityQuality of the DeliverablesProducing a ServiceProducing GoodsQuality vs. GradeQuality of the ProcessManaging the QualityProject Information CenterWeb SolutionsSoftware SolutionsQuality Management as a ProcessQuality Phases of Project ManagementEnsuring Quality Throughout the ProjectPlanning for QualityTraditional Quality AssuranceTraditional Quality ControlImplementing Quality ControlAnalyzing QualityTotal Quality ManagementCreating a Strategy for QualityRevisiting the Iron TriangleProgress ReportsQuality and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
12 Completing the Project
Completing the Final TasksGoing the DistanceExamine the Critical Path98 Percent Done Is Not CompleteThe Project PostmortemReviewing for QualityAssessing the Project DeliverablesExamining the Project’s WorthThird-Party ReviewObtaining Final Sign-OffUsing a Project Transition PlanObtaining Client ApprovalPost-Project AuditCreating the Final ReportEvaluating Team Members’ PerformanceDeclaring VictoryDeclaring FailureCheers! Celebrating VictoryProject Closure and the CompTIA Project+ ExamQ&A Chapter QuizChapter ExercisesQuiz AnswersExercise Solutions
A IT Project+ Exam Objectives
Response Limits1.0 Preproject Setup/Initiating1.1 Explain the Requirements to Complete a Preproject Setup1.2 Identify the Characteristics of a Project1.3 Summarize the Steps Required to Validate a Project1.4 Explain the Components of a Project Charter1.5 Outline the Process Groups of the Project Life Cycle1.6 Explain the Different Types of Organizational Structures2.0 Project Planning2.1 Prepare a Project Scope Document Based on an Approved Project Charter2.2 Use a Work Breakdown Structure (WBS) and WBS Dictionary to Organize Project Planning2.3 Outline a Process for Managing Changes to the Project2.4 Develop a Project Schedule Based on WBS, Project Scope, and Resource Requirements2.5 Given a Desired Deliverable, Apply the Appropriate Tool and/or Method to Produce the Appropriate Outcome2.6 Given a Scenario, Interpret the Results of Using the Following Tools and/or Methods2.7 Identify Components of an Internal/External Communication Plan2.8 Outline the Components of a Risk Management Plan2.9 Identify Roles and Resource Requirements Based on WBS and Resource Availability2.10 Identify Components of a Quality Management Plan2.11 Identify Components of a Cost Management Plan2.12 Explain the Procurement Process in a Given Situation2.13 Explain the Purpose and Common Components of a Transition Plan3.0 Project Execution and Delivery3.1 Coordinate Human Resources to Maximize Performance3.2 Explain the Importance of a Project Kick-Off Meeting and Outline the Common Activities Performed During This Meeting3.3 Recognize the Purpose and Influence of Organizational Governance on a Project’s Execution3.4 Given a Scenario, Select Which Component(s) of a Project Plan Is Affected and Select What Action(s) Should Be Taken4.0 Change, Control, and Communication4.1 Given a Scenario, Implement Proper Change Management Procedures4.2 Evaluate the Impact of Potential Changes to the Triple Constraint4.3 Using the Risk Management Plan, Determine an Appropriate Response to Potential Risk / Opportunity Events4.4 Given a Scenario, Execute Appropriate Resource Leveling Techniques4.5 Explain the Appropriate Steps to Ensure Quality of Project Deliverables4.6 Identify Potential Tools to Use When a Project Deliverable Is Out of Specification as Defined in the Quality Baseline4.7 Given a Scenario, Calculate and Interpret the Results of Earned Value Measurement (EVM)4.8 Given a Scenario, Manage and Implement Information Distribution Based on Communications Plan4.9 Recognize the Special Communication Needs of Remote and/or Indirect Project Team Members5.0 Project Closure5.1 Explain the Importance and Benefits of Formal Project Closure5.2 Identify Circumstances in Which Project/Phase Closure Might Occur and Identify Steps to Take When Closure Occurs5.3 Identify the Components and Purpose of Closing Documentation
B Working as an Independent Contractor
Getting (and Keeping) the DealMaking Yourself at HomeBecoming a LeaderDelivering More Than What You Promise
C Critical Exam Information
Test-Passing TipsDays Before the ExamPractice the Testing ProcessTesting TipsAnswer Every Question—OnceUse the Process of EliminationEverything You Must KnowThe 42 Project Management ProcessesInitiating the ProjectPlanning the ProjectExecuting the ProjectMonitoring and Controlling the ProjectClosing the ProjectEVM FormulasQuick Exam FactsA Letter to You
D About the Download
Steps to Download MasterExamAdditional MaterialsHelpRemoving InstallationTechnical Support
Glossary
Index

Content preview from IT Project Management: On Track from Start to Finish, Third Edition, 3rd Edition

Chapter 1Initiating the Project

CHAPTER OBJECTIVES

Defining the Project Management Life Cycle

Gathering Project Information

Defining the Project Requirements

Establishing the Completion Date

Creating the Project Charter

From the Field: Interview ...

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IT Project Management: On Track from Start to Finish, Third Edition, 3rd Edition

by Joseph Phillips

Chapter 1Initiating the Project

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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