Luyện thi CompTIA Project+

A project is temporary and creates a unique product, service, or result. Daily operations are ongoing, and departments or reports are not projects.

The project manager leads planning, execution, and control to deliver within scope, time, cost, and quality. They do not approve all purchases, write all code, or hire everyone.

Stakeholders include anyone with interest or influence over the project. Sponsors are one group, and tools or phases are not stakeholders.

A program coordinates related projects to achieve benefits. A single task, meeting, or budget is not a program.

A portfolio is an organization-level collection of projects and programs. A plan, report, or register is not a portfolio.

The charter authorizes the project and defines high-level scope, objectives, and sponsor. Schedules, risk logs, and agendas come later.

A business case explains the costs, benefits, and rationale. Status reports, lessons learned, and team lists are different documents.

Constraints limit what the project can do, commonly scope, schedule, cost, quality, resources, and risk. Stakeholders, deliverables, and milestones are not constraints.

Deliverables are tangible outputs of project work. Meetings, budgets, and risks are not deliverables.

A project is temporary, a program groups projects, a portfolio is strategic, and stakeholders are affected parties.

Phases divide the project into stages such as initiation, planning, execution, and closing. Budget categories, roles, and risk types are different.

Initiation defines objectives, stakeholders, and authorization. Execution completes work, closing finalizes, and lessons are archived at the end.

Planning creates schedules, budgets, risk plans, and communication plans. Authorization happens in initiation and work happens in execution.

Execution produces deliverables according to the plan. Approval is initiation, closing finalizes, and lessons are captured throughout.

Monitoring and controlling compares actual progress to the plan and applies changes. Authorization and stopping work are not monitoring.

Closing completes deliverables, archives documents, and captures lessons. Authorization starts the project, and adding scope is change.

Phase gates review deliverables and decide whether to continue. Constraints, stakeholders, and risks are not gates.

Milestones mark important schedule points with zero duration. Budget lines, team members, and risk responses are different.

A WBS breaks deliverables into manageable work packages. Stakeholders, agendas, and risks are separate.

Initiation authorizes, planning defines, execution performs, and closing finalizes.

Scope defines the work and boundaries of the project. Budget, team size, and sponsor are separate.

Requirements describe needed capabilities or conditions. Risks, milestones, and reports are not requirements.

Gantt charts display tasks, durations, and dependencies over time. Risk registers, communication plans, and budgets are different.

The critical path is the longest sequence of dependent tasks. Short tasks, risk responses, and stakeholders are not the critical path.

Estimates forecast effort, time, or cost. Invoices are actual costs, and meetings or deliverables are not estimates.

The budget is the approved cost plan. Task lists, stakeholder analyses, and milestones are different.

Baselines are approved scope, schedule, and cost plans. Risks, meetings, and deliverables are not baselines.

Change control evaluates, approves, and documents changes. Adding scope without review is scope creep, and deleting plans is not control.

Scope creep happens when requirements grow without control. Risk responses, phase gates, and stakeholders are different.

Critical path determines duration, baseline is approved plan, budget is planned cost, and scope creep is uncontrolled growth.

Resources include people, equipment, and materials. Meetings, risks, and deliverables are not resources.

Risks are uncertain events with positive or negative impact. Completed tasks, milestones, and budgets are not risks.

Mitigation lowers likelihood or impact. Ignoring risks, deleting logs, or adding scope are not mitigation.

Quality measures conformance to requirements and fitness for use. Cost, meetings, and team size are not quality definitions.

A defect is nonconformance or failure. Stakeholders, milestones, and resources are not defects.

A RAID log tracks risks, assumptions, issues, and dependencies. Agendas, budgets, and status reports are separate.

Issues are current problems, while risks are future uncertainties. Milestones and deliverables are not issues.

Assumptions are accepted as true for planning. Completed tasks, risk responses, and stakeholders are not assumptions.

Dependencies define how tasks relate, such as finish-to-start. Team members, meetings, and budget lines are not dependencies.

Risks are future uncertainties, issues are current problems, dependencies link tasks, and RAID logs track items.

Communication plans define information distribution. Schedules, budgets, and risk logs are different.

Status reports communicate progress, issues, and next steps. Stakeholders, milestones, and deliverables are not reports.

Agendas list meeting topics and time. Risk responses, budgets, and work packages are not agendas.

Stakeholder analysis evaluates needs, interest, and influence. Status reports, charts, and risk logs are different.

Escalation moves unresolved issues to higher authority. Deleting issues, adding scope, or ending meetings are not escalation.

Lessons learned capture experience for future projects. Charters, budgets, and stakeholder lists are different.

Kickoff meetings align the team and stakeholders at the start. Closing meetings, reports, and risk reviews are different.

Retrospectives inspect team process and improvement. Charters, charts, and budgets are not retrospectives.

Communication plans define sharing, status reports update progress, escalation raises issues, and retrospectives improve.

Decision logs record decisions and reasoning for future reference. Risk registers, Gantt charts, and stakeholder lists are different documents.

Agile delivers in small increments with feedback. One-time plans, budgets, and stakeholder lists are not Agile.

Sprints are short, timeboxed iterations. Phase gates, risks, and deliverables are different.

The backlog contains prioritized requirements and work. Reports, budgets, and stakeholder analyses are not backlogs.

The Scrum Master removes impediments and facilitates Scrum. They do not write all code, sponsor, or act as the customer.

The Product Owner represents value and prioritizes the backlog. Developers build work, Scrum Masters facilitate, and sponsors fund.

Standups are brief daily syncs. Charters, risk registers, and budgets are not standups.

Burndown charts display remaining effort in a sprint. Stakeholder lists, budgets, and Gantt charts are different.

Kanban boards visualize tasks and WIP limits. Agendas, risk logs, and charters are not Kanban boards.

Hybrid approaches blend predictive and Agile practices. Only waterfall, only Scrum, or no planning are not hybrid.

Sprints are iterations, backlogs list work, standups are brief meetings, and Kanban boards visualize workflows.