CompTIA Project+ cheat sheet

A project is temporary and produces a unique product, service, or result; operations are ongoing and repetitive.

Triple constraint: scope, schedule, and cost, with quality at the center - changing one constraint generally requires adjusting at least one other.

The project charter authorizes the project and the project manager's authority; it is issued by the sponsor, not written or approved by the project manager alone.

Authority spectrum: functional < weak matrix < balanced matrix < strong matrix < projectized.

In a functional organization the project manager typically acts as coordinator or expediter with little formal authority over resources.

RACI rule: only one person is Accountable per task; multiple people may be Responsible, Consulted, or Informed.

Project phases may run sequentially (predictive) or overlap/iterate (adaptive); exiting a phase normally requires a gate or phase-end review.

A PMO may be supportive (templates, training, best practice), controlling (compliance required), or directive (project managers report to it).

Lessons learned are captured at phase gates and at project close, not only at the end of the project.

WBS rule: decompose deliverables, not activities; the lowest level is the work package, and the 100% rule requires all scope to be represented.

PERT weighted estimate = (O + 4M + P) / 6; simple triangular estimate = (O + M + P) / 3.

PERT standard deviation = (P − O) / 6; variance = ((P − O) / 6) squared.

The critical path is the longest path through the network and sets the shortest project duration; total float on the critical path equals zero.

Total float = LS − ES = LF − EF; free float = ES of the successor − EF of the activity.

The cost baseline is the approved, time-phased budget that includes contingency reserves but excludes management reserves.

Contingency reserve covers known-unknown risks; management reserve covers unknown-unknowns and sits outside the cost baseline.

Resource leveling can extend the schedule or change the critical path; resource smoothing uses only float and does not change the finish date.

EVM forecasting: CPI = EV / AC, SPI = EV / PV, EAC = BAC / CPI when current cost performance continues, and VAC = BAC − EAC.

Tuckman sequence: forming, storming, norming, performing, adjourning; storming is a normal stage and is worked through rather than avoided.

Conflict approaches ranked by durable outcome: collaborating, compromising, smoothing or forcing, with avoiding as a last resort.

Change flow: submit request, log it, assess impact, obtain CCB decision, update baselines, implement, verify, then communicate.

Only approved changes modify baselines; unapproved change requests are not implemented.

Quality assurance is process-focused and preventive during execution; quality control is product-focused and detective on deliverables.

The issue log records problems that have already occurred; the risk register records uncertain future events.

Acceptance criteria belong in the scope statement and WBS dictionary and are defined before the work is performed.

A phase gate is a go/no-go decision point, while a kill point is a decision to terminate the project early.

Closeout includes formal acceptance, contract closure, resource release, and archival of lessons learned.