| Preface |
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vi | |
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1 | (32) |
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Defining the project concept, business need, and feasibility, identifying and obtaining approval from project sponsors, and confirming senior management support |
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2 | (2) |
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Creating a project charter |
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4 | (2) |
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Getting formal approval and senior management commitment for projects as the project charter is refined and expanded |
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6 | (2) |
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Defining customer expectations |
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8 | (2) |
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Identifying and defining stakeholders and developing an all-inclusive set of project requirements |
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10 | (2) |
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Cont. Identifying and defining targeted completion date; anticipated budget; priorities of scope, time, and cost goals; and key assumptions |
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12 | (2) |
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Assessing the impact of satisfying the client's highest-priority goals at the expense of the other two, preparing worse-case scenarios, and assessing confidence in meeting project goals |
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14 | (2) |
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Investigating requirements of specific industry regulations |
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16 | (2) |
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Identifying roles and responsibilities in scope definition |
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18 | (2) |
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Assessing project viability, given constraints |
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20 | (2) |
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Getting formal approval and senior management commitment for projects as the scope statement is being developed |
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22 | (2) |
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Completing or rewriting a project scope definition |
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24 | (2) |
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Identifying the need for a requirements change control process in the project scope definition |
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26 | (2) |
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Identifying strategies for building consensus |
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28 | (2) |
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Building management buy-in and approval into the structure of the project |
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30 | (3) |
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33 | (50) |
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Creating a plan that addresses stakeholder roles and a project tracking mechanism |
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34 | (2) |
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Defining and sequencing project tasks |
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36 | (2) |
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Cont. Estimating durations and resource requirements for project tasks and determining schedule formats |
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38 | (2) |
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Understanding important budgeting concepts, techniques, and issues |
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40 | (2) |
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Identifying characteristics of a project quality management plan |
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42 | (2) |
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Identifying selection criteria and interview questions for selecting team members |
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44 | (2) |
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Resolving disagreements among team members |
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46 | (2) |
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Evaluating requirements and project value |
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48 | (2) |
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Program requirements reviews and when to have them |
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50 | (2) |
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Decomposing requirements while maintaining traceability and configuration control |
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52 | (2) |
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Performing risk assessment and mitigation |
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54 | (2) |
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Developing and managing project budgets |
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56 | (2) |
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Developing a workable project schedule |
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58 | (2) |
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Planning for iteration in project plans |
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60 | (2) |
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62 | (2) |
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Obtaining consensus and formal approval of the WBS |
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64 | (2) |
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Setting realistic and measurable milestones |
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66 | (2) |
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Specifying entry and exit criteria for milestones |
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68 | (2) |
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Recognizing issues to consider in creating a project cost estimate |
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70 | (2) |
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Recognizing issues to consider in creating a project time estimate |
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72 | (2) |
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Recognizing issues to consider in creating an effort estimation |
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74 | (2) |
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Communication in stressful situations |
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76 | (2) |
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Organizing a comprehensive project plan |
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78 | (2) |
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Identifying the steps in organizing a comprehensive project plan and using it to close out the planning phase |
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80 | (3) |
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83 | (44) |
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Identifying tasks for tracking projects |
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84 | (2) |
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Handling budget increases |
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86 | (2) |
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88 | (2) |
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Resolving problems with vendors |
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90 | (2) |
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Rebuilding active support from a wavering executive |
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92 | (2) |
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Addressing issues related to extending a project schedule |
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94 | (2) |
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Tracking project performance using earned value management |
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96 | (2) |
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Performing change control |
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98 | (2) |
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Identifying and justifying conditions for initiating a change control process |
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100 | (2) |
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Recognizing and preventing scope creep |
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102 | (2) |
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Communicating proposed scope changes to management and getting management approval |
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104 | (2) |
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Identifying and explaining strategies for maintaining qualified deliverables on large projects |
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106 | (2) |
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Using quality testing with team members and third parties |
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108 | (2) |
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Identifying and explaining strategies for assuring quality during the turnover phase |
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110 | (2) |
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Identify strategies for providing performance feedback to diverse project teams |
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112 | (2) |
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Handling disgruntled employees |
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114 | (2) |
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Handling individual performance problems |
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116 | (2) |
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Leading a project team through an extended overtime period |
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118 | (2) |
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Demonstrating the ability to lead a team that is unfocused or fragmented |
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120 | (2) |
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Providing leadership in a variety of situations |
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122 | (2) |
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Negotiating to improve project outcomes |
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124 | (3) |
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127 | (3) |
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Conducting a comprehensive project review |
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128 | (2) |
| Answer Key |
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130 | (12) |
| Index |
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142 | |
