32,99 €
Mehr erfahren.
- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Serie: Sybex Study Guide
- Sprache: Englisch
Prepare for the Project+ exam and a new career in project management quickly and efficiently with a newly updated guide In the newly revised Third Edition of the CompTIA Project+ Study Guide: Exam PK0-005, veteran project manager and tech educator Kim Heldman delivers a fully updated and comprehensive guide to the foundational CompTIA Project+ exam. This all-in-one study aid focuses on the job-critical skills demanded by employers and will help you hit the ground running on your first day in a new project management role. In this Study Guide, you'll learn to manage the project lifecycle, coordinate small- and medium-sized projects, establish communication plans, manage resources and stakeholders, maintain project documentation and artifacts, and support the completion of larger projects within an information technology environment. It also offers: * Hands-on, concrete guidance designed to banish test anxiety and prepare you for the entry-level CompTIA Project+ exam * Detailed advice on project management concepts, lifecycle phases, project tools and documentation, and IT and governance basics required by on-the-job project managers * Complimentary access to Sybex's interactive, online learning environment and test bank, complete with an assessment test, hundreds of practice questions, practice exams, electronic flashcards, and a searchable glossary of key terms Full of practical examples and insights drawn from the author's extensive, real-world experience, the newest edition of CompTIA Project+ Study Guide: Exam PK0-005, Third Edition, is a must-read for anyone considering a new career in project management or preparing for the CompTIA Project+ exam.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 868
Veröffentlichungsjahr: 2022
Ähnliche
Table of Contents
Cover
Title Page
Copyright
Dedication
Acknowledgments
About the Author
About the Technical Editor
Introduction
What Does This Book Cover?
Interactive Online Learning Environment and Test Bank
How to Use This Book
Project+ Exam Map
1.0 Project Management Concepts
2.0 Project Life Cycle Phases
3.0 Tools and Documentation
4.0 Basics of IT and Governance
How to Contact the Publisher
Assessment Test
Answers to Assessment Test
Chapter 1: Introducing the Project
Defining the Project
Project Life Cycle Phases
Performing the Discovery/Concept Preparation Phase
Project Selection Methods
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 2: Understanding IT Fundamentals
Understanding the Role of the Project Manager
Factors That Influence Project Management Activities
Information Technology Fundamentals
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 3: Creating the Project Charter
Identifying and Assessing Stakeholder Roles and Responsibilities
Assessing Stakeholders
Creating the Preliminary Scope Statement
Creating the Project Charter
Creating the Records Management Plan
Determining Access Requirements
Holding the Kickoff Meeting
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 4: Planning the Project
Defining the Planning Phase
Documenting the Scope Management Plan
Writing the Scope Statement
Documenting the Requirements
Determining a Project Methodology
Using the Waterfall Methodology
Using Agile Methodologies
Determining Scope on Agile Projects
Agile Team Members
Determine a Solutions Design
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 5: Creating the Project Schedule
Creating the Work Breakdown Structure
Documenting the Project Management Plan
Schedule Planning
Defining Tasks
Task Sequencing
Assigning Resources
Determining Task Durations
Developing the Project Schedule
Scheduling Techniques Using Agile Methodologies
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 6: Resource Planning and Management
Understanding Organizational Structures
Determining Resource Needs
Personnel Management
Conflict Management
Project Kickoff Part Two
Procurement Planning
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 7: Defining the Project Budget and Risk Plans
Understanding Information Security Concepts
Estimating Costs
Creating the Project Budget
Expenditure Tracking and Reporting
Risk Planning
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 8: Communicating the Plan
Communications Planning
Methods of Communicating
Factors That Influence Communications
Communication Triggers
Holding Effective Meetings
Reporting Project Information
Managing Stakeholder Expectations and Communication Needs
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 9: Processing Change Requests
Executing Phase Activities
Reviewing the Project Management Plan
Managing Vendors
Implementing Change Control Systems
Project Change Management
Implementing Organizational Change
Operational Change Control on an IT Project
Agile Frameworks
Projects in Control (PRINCE2)
Summary
Exam Essentials
Key Terms
Review Questions
Chapter 10: Managing Quality and Closing Out the Project
Controlling Quality
Managing Issues
Using Performance Measures
Project Endings
Steps in Closing Out a Project
Summary
Exam Essentials
Key Terms
Review Questions
Appendix: Answers to Review Questions
Chapter 1: Introducing the Project
Chapter 2: Understanding IT Fundamentals
Chapter 3: Creating the Project Charter
Chapter 4: Planning the Project
Chapter 5: Creating the Project Schedule
Chapter 6: Resource Planning and Management
Chapter 7: Defining the Project Budget and Risk Plans
Chapter 8: Communicating the Plan
Chapter 9: Processing Change Requests
Chapter 10: Managing Quality and Closing Out the Project
Index
End User License Agreement
List of Tables
Chapter 1
TABLE 1.1 Project management documents
TABLE 1.2 Weighted scoring model
TABLE 1.3 Discounted cash flow
TABLE 1.4 Net present value
Chapter 2
TABLE 2.1 Examples of stand‐alone sensitive PII data
TABLE 2.2 Examples of linkable data
TABLE 2.3 Comparison of cloud model controls
TABLE 2.4 Example database entries for model numbers
TABLE 2.5 Example database entries for purchase date
Chapter 4
TABLE 4.1 Requirements traceability matrix
TABLE 4.2 Life cycle differences
Chapter 5
TABLE 5.1 A sample milestone chart
TABLE 5.2 Finding a critical path
TABLE 5.3 Scrum board
Chapter 6
TABLE 6.1 Sample project responsibility assignment matrix
TABLE 6.2 Sample RACI chart
TABLE 6.3 Weighted scoring model
Chapter 7
TABLE 7.1 Sample project resource rates
TABLE 7.2 Sample project cost estimate
TABLE 7.3 Sample project budget
TABLE 7.4 Sample project budget report
TABLE 7.5 Probability and impact matrix
TABLE 7.6 Risk register
Chapter 8
TABLE 8.1 Example of a communications plan
TABLE 8.2 Example of a communication trigger plan
TABLE 8.3 Sample expanded communication plan
Chapter 9
TABLE 9.1 Change request log
Chapter 10
TABLE 10.1 Frequency of failures
List of Illustrations
Chapter 3
FIGURE 3.1 Example of a power/interest grid
Chapter 4
FIGURE 4.1 Sample process diagram
FIGURE 4.2 Kanban board at the start of the project
Chapter 5
FIGURE 5.1 Sample WBS
FIGURE 5.2 PERT chart
FIGURE 5.3 Gantt chart
FIGURE 5.4 Burndown chart
FIGURE 5.5 Kanban board at the start of the project
FIGURE 5.6 Example product vision release plan and iteration plan
Chapter 6
FIGURE 6.1 The functional organization
FIGURE 6.2 The balanced matrix organization
FIGURE 6.3 The projectized organization
FIGURE 6.4 Project organization chart
Chapter 7
FIGURE 7.1 Cost baseline
FIGURE 7.2 Budget burndown chart
Chapter 8
FIGURE 8.1 Network communication model
FIGURE 8.2 Burndown chart
FIGURE 8.3 Burnup chart
Chapter 10
FIGURE 10.1 Histogram chart
FIGURE 10.2 Pareto diagram
FIGURE 10.3 Control chart
FIGURE 10.4 Run chart
FIGURE 10.5 Fishbone diagram
FIGURE 10.6 Decision tree
FIGURE 10.7 Scatter diagram
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
About the Author
About the Technical Editor
Introduction
Begin Reading
Appendix: Answers to Review Questions
Index
End User License Agreement
Pages
iii
iv
v
vii
ix
x
xxi
xxii
xxiii
xxiv
xxv
xxvi
xxvii
xxviii
xxix
xxx
xxxi
xxxii
xxxiii
xxxiv
xxxv
xxxvi
xxxvii
xxxviii
xxxix
xl
xli
xlii
xliii
xliv
xlv
xlvi
xlvii
xlviii
xlix
l
li
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
363
364
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
CompTIA® Project+®Study Guide
Exam PK0-005
Third Edition
Kim Heldman, MBA, PMP
Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada and the United Kingdom.
ISBN: 978-1-119-89245-8ISBN: 978-1-119-89246-5 (ebk.)ISBN: 978-1-119-89247-2 (ebk.)
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permission.
Trademarks: WILEY, the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. CompTIA and Project+ are trademarks or registered trademarks of CompTIA Properties, LLC. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Control Number: 2022936876
Cover image: © Jeremy Woodhouse/Getty ImagesCover design: Wiley
In loving memory of my father, Lt. Col. David L. Taylor, who was an exemplary leader
Acknowledgments
Thank you for buying the third edition of CompTIA Project+ Study Guide: Exam PK0-005 to help you study and prepare for the CompTIA Project+ exam. I believe this book is a good introduction to the in-depth world of project management and certification and will open up many opportunities for you.
I would like to thank all the great team members at Wiley who were part of this project: Kenyon Brown, senior acquisitions editor; David Clark, development editor; Barath Kumar Rajasekaran, production editor; and all those behind the scenes who helped make this book a success. They are terrific to work with, as always, and I appreciate their keen eyes and insightful ideas and suggestions.
Special thanks go to Vanina Mangano for her work as technical editor. I appreciate her diligence and great suggestions that helped make the content stronger.
And a thank-you, as always, goes to my husband and family for understanding my crazy schedule while working on the book. And Dad, this one is for you. I learned my leadership and organizational skills from the best!
About the Author
Kim Heldman, MBA, PMP® is the CIO/Sr. Manager Information Technology for the Regional Transportation District in Denver, Colorado. Kim directs IT resource planning, budgeting, project prioritization, and strategic and tactical planning. She directs and oversees IT design and development, enterprise resource planning systems, IT infrastructure, application development, cybersecurity, IT program management, intelligent transportation systems, data center operations, and more.
Kim oversees a portfolio of projects ranging from small in scope and budget to multimillion-dollar, multiyear projects. She has more than 25 years of experience in information technology project management. Kim has served in an executive leadership role for more than 18 years and is regarded as a strategic visionary with an innate ability to collaborate with diverse groups and organizations, instill hope, improve morale, and lead her teams in achieving goals they never thought possible.
Kim is also the author of PMP®Project Management Professional Exam Study Guide, 10th Edition, 2021, John Wiley & Sons and Project Management JumpStart, 3rd Edition, 2021, John Wiley & Sons and coauthor of several other project management books. Kim has also published several articles and is currently working on a leadership book.
Kim continues to write on project management best practices and leadership topics, and she speaks at conferences and events. You can contact Kim at Kim.Heldman@gmail.com. She personally answers all her email.
About the Technical Editor
Vanina Mangano is a program management leader within Google LLC where she leads a team of program managers within the Ads organization. She devotes time to furthering the project management profession through her volunteer work at the Project Management Institute; currently, she serves as an advisory member within PMI’s Standards Insight Team, helping to shape the standards roadmap.
Introduction
Have you ever wondered how the pyramids were built? Or the Eiffel Tower? How did someone have the organizational skills to put all those people together and create such magnificent structures? Coming forward to recent times—how is Microsoft capable of putting together millions of lines of code for its latest operating system? The answer to all of these is project management.
The CompTIA Project+ exam will test your knowledge of the concepts and processes involved in project management. There are several project management methodologies you can follow, each with their own processes and procedures, but at the foundation of each one are sound project management principles and techniques. CompTIA Project+ is vendor neutral. It acknowledges other methodologies such as those published by the Project Management Institute® and PRINCE2® but doesn't follow them precisely.
In this edition of CompTIA Project+ Study Guide, you'll find plenty of discussion of project management concepts such as defining the requirements, creating the project charter document, creating the scope document, planning the project, assessing and managing risk, and closing out the project. You'll also find exam questions in categories such as information technology fundamentals, agile processes, team building and personnel management, quality management, status reporting, and more, and these are discussed as well.
The Project+ certification is centered on information technology (IT) projects. My job‐related experience is in IT, and many of the examples in this book are drawn from real‐life situations, but the names and scenarios have been changed to protect the guilty.
Where should you go beyond taking your Project+ test? If you find you're interested in all things project management, you should enroll in a good university‐level class that takes you through the meatier stages of project management. This book and this test only touch the surface of project management techniques. You'll find there is much more to learn and that it's possible to make a career of managing projects.
Make certain to study all the questions and answers in the assessment test and at the end of each chapter. Then head over to the online test bank at www.wiley.com/go/sybextestprep and take the two practice exams included with your purchase of this book. The Project+ exam is designed to test your knowledge of a concept or idea, so use this book to learn the objective behind the question.
What Is the Project+ Certification?
CompTIA's mission is to create tests and certifications that aren't company‐specific. For example, you can take a server test that deals with the elements of servers and server operation but doesn't ask you specifics about Dell, HP, or IBM equipment. CompTIA got its start with what is now an industry standard, the A+ exam. This test is designed to examine your understanding of the workings of a PC and its associated connection to a network. There are other tests as well: Network+, Linux+, Cloud+, CySA+, and many others.
Why Become Project+ Certified?
Certification in project management has increasingly become a requirement for those interested in full‐time careers in this field. It improves your credibility with stakeholders and customers. Becoming certified demonstrates your intent to learn the processes associated with project management and provides you with opportunities for positions and advancements that may not otherwise be possible.
Here are some reasons to consider the Project+ test and this study guide:
Demonstrates Proof of Professional Achievement
Certification demonstrates to current and potential employers that you are knowledgeable and well‐grounded in project management practices and have taken the initiative to prove your knowledge in this area.
Increases Your Marketability
If you take a moment to browse job postings for project management positions, you'll often find that certification is either highly desirable or required. The CompTIA Project+ certification will help you stand out from other candidates and demonstrate that you have the skills and knowledge to fulfill the duties required of a project manager.
Provides Opportunity for Advancement
You may find that your Project+ certification is just what you need to get that next step up the ladder. People who study and pass certification tests prove, if nothing else, that they have the tenacity to get through a difficult subject and to demonstrate their understanding by testing on the subject.
Provides a Prerequisite for Advanced Project Management Training
If you're considering a project management career, the Project+ exam is a great way to start. Studying for this exam gives you a foundation in project management. After passing the exam, you should consider obtaining the Certified Associate Project Management (CAPM
®
) or Project Management Professional (PMP
®
) certification through the Project Management Institute (PMI). This study guide follows the principles and processes outlined by PMI and is a great introduction to its certifications.
Raises Customer Confidence Because It Raises Your Confidence
Customers who know you're certified in project management and who hear you speak and act with confidence are more confident in the company you represent. If you're able, for example, to identify and describe the four categories of risks to prepare for on a project, your customer gains confidence in you.
How to Become Project+ Certified
First, study the topics and processes outlined in this book, make certain to answer all the end‐of‐chapter questions, and then take the bonus exams found here: www.wiley.com/go/sybextestprep.
Then go to the CompTIA website (www.comptia.org) to find the list of testing sites where the exam is currently conducted.
Prices and testing centers are subject to change at any time. Please visit CompTIA's website for the most up‐to‐date information: www.comptia.org.
If you take the test in person, you'll need a driver's license and one other form of ID when you arrive at the testing center. No calculators, computers, cell phones, or other electronic devices are allowed in the testing area. CompTIA also offers an online test option. You're allowed 90 minutes to take the exam, and there are a maximum of 95 multiple‐choice and drag‐and‐drop questions. You must score a 710 (on a scale of 100–900) to pass. There are no prerequisites for this exam. You'll be notified of your grade as soon as you finish the test.
Who Should Buy This Book?
You should buy this book if you're interested in project management and want to learn more about the topic. The Project+ exam is an ideal way to introduce yourself to project management concepts and techniques, and this book will immerse you in the basics of those techniques.
If you've never taken a certification test before, you'll find that the Project+ exam is a pleasant way to get your feet wet. The test isn't overly complicated or riddled with trick questions; it simply covers the basics of project management. Once you pass the exam and gain confidence in your project management knowledge and skills, you'll be ready to progress to other certifications and be eager to learn the more in‐depth topics involved in project management.
What Does This Book Cover?
This book follows the CompTIA Project+ exam blueprint and is divided into chapters that cover major topic areas. Each section is explained in sufficient detail to become a Project+ certified professional. Certain areas have been expanded upon, which are important concepts to know. However, they do not map directly to an exam objective.
You will learn the following information in this book:
Chapter
1
: Introducing the Project
provides a high‐level overview of project management, introducing the basic terminology of project management, an understanding of the project phases, and how the Discovery/Concept phase is conducted.
Chapter
2
: Understanding IT Fundamentals
outlines information technology concepts, including understanding the basic concepts of infrastructure, cloud models, and software; understanding development life cycles; using project selection criteria; and understanding project team roles.
Chapter
3
: Creating the Project Charter
begins with a discussion of the Initiating phase. It then examines the elements of the project charter, how to identify and assess stakeholders, creating a records management system, and developing information security procedures, and concludes with an overview of the kickoff meeting.
Chapter
4
: Planning the Project
moves into project planning, beginning with documenting the project scope statement, understanding project influences and constraints, documenting the requirements, and defining requirements on an agile project.
Chapter
5
: Creating the Project Schedule
extends planning to creation of a detailed project schedule. It starts with an explanation of the work breakdown structure and how that is developed, then covers the entire schedule planning process, beginning with identifying and sequencing the tasks to be performed and allocating resources. You'll learn how to calculate task durations and the critical path through them, as well as determine milestones and set a baseline and obtain approval. Finally, you'll see how to prepare and conduct sprint planning for agile projects.
Chapter
6
: Resource Planning and Management
is where you'll learn about organizational structures, determining resource needs, personnel management, team structure on agile projects, conflict resolution, and procurement and vendor selection techniques.
Chapter
7
: Defining the Project Budget and Risk Plans
covers cost estimating and cost budgeting and the risk activities and strategies for your project. You'll learn the basic techniques of estimating and then tracking costs, along with risk analysis and planning.
Chapter
8
: Communicating the Plan
covers the role of communication—with stakeholders, team members, and others—in project management. You'll learn what information needs to be communicated and how to do so most effectively. You'll learn about communication tools as well as factors that influence communication, and we'll end with agile communication methods.
Chapter
9
: Processing Change Requests
outlines the activities in the Executing phase. It shows how to deal with changing project requirements and how to set up a change control system. It also looks at the types of organizational change that can affect a project, operational change control for an IT project, and how to manage vendor performance.
Chapter
10
: Managing Quality and Closing Out the Project
looks at quality management concepts, testing, performance charts, and performance measures. It also reviews the steps a project manager will take in closing out a project, including validating deliverables and creating a transition plan.
Many of the examples used to demonstrate practical application of the material in this book focus on IT projects. However, the techniques and concepts discussed here can be applied to projects in any industry.
Interactive Online Learning Environment and Test Bank
The interactive online learning environment that accompanies the Project+ exam certification guide provides a test bank and study tools to help you prepare for the exam. By using these tools, you can increase your chances of passing the exam on your first try.
The online section includes the following:
Sample Tests
Sample tests are provided in the book and online. In the book you'll find the assessment test at the end of this introduction, and the chapter tests that include the review questions at the end of each chapter. Online, there are two bonus practice exams that simulate the actual test. Use these questions to test your knowledge of the study guide material. The online test bank runs on multiple devices.
Flashcards
The online flashcard bank includes more than 300 flashcards to ensure that you're ready for the exam. Questions are provided in digital flashcard format (a question followed by a single correct answer). You can use the flashcards to reinforce your learning and provide last‐minute test prep before the exam. And no worries—armed with the review questions, practice exams, and flashcards, you'll be prepared when exam day comes!
Other Study Tools
A glossary of key terms from this book and their definitions are available as a fully searchable PDF.
Go to www.wiley.com/go/sybextestprep to register and gain access to this interactive online learning environment and test bank with study tools.
How to Use This Book
If you want a solid foundation for preparing for the CompTIA Project+ exam, then look no further. I've spent hundreds of hours writing this book and online materials with the intention of helping you pass the exam as well as helping you learn about the exciting field of project management.
This book is loaded with valuable information, and you will get the most out of your study time if you understand why the book is organized the way it is.
To maximize your benefit from this book, I recommend the following study method:
Take the assessment test that's provided at the end of this introduction. (The answers are at the end of the test.) It's okay if you don't know any of the answers; that's why you bought this book! Carefully read over the explanations for any question you get wrong and note the chapters in which the material is covered. This information should help you plan your study strategy.
Study each chapter carefully, making sure you fully understand the information and the test objectives listed at the beginning of each one. Pay close attention to any chapter that includes material covered in questions you missed.
Answer all the review questions at the end of each chapter. (The answers appear in the Appendix.) Note the questions that confuse you and study the topics they cover again until the concepts are crystal clear. Do not just skim these questions. Make sure you fully comprehend the reason for each correct answer. Remember that these will not be the exact questions you will find on the exam, but they're written to help you understand the chapter material and ultimately pass the exam.
Take the bonus exams that are exclusive to this book. You can find them at
www.sybex.com/go/sybextestprep
.
Test yourself using all the flashcards, which are also found at the URL mentioned previously.
Set aside the same time period every day to study and select a comfortable and quiet place to do so. I'm confident that if you work hard to understand the concepts presented, you'll be surprised at how quickly you learn this material. Studying for the CompTIA exam is a lot like getting in shape—if you don't go to the gym every day, it's not going to happen.
Tips for Taking the Project+ Exam
Here are some general tips for taking your exam successfully:
Bring two forms of ID with you. One must be a photo ID, such as a driver's license. The other can be a major credit card or a passport. Both forms must have a signature.
Arrive early at the exam center so that you can relax and review your study materials.
Read the questions carefully. Don't be tempted to jump to an early conclusion. Make sure you know exactly what the question is asking.
Don't leave any unanswered questions. Unanswered questions are scored against you.
There will be questions with multiple correct responses. When there is more than one correct answer, there will be a statement at the end of the question instructing you to select the proper number of correct responses, such as “Choose two.”
When answering multiple‐choice questions you're not sure about, use a process of elimination to eliminate the incorrect responses first. This will improve your odds if you need to make an educated guess.
For the latest pricing on the exam and updates to the registration procedures, refer to the CompTIA site at
www.comptia.org
.
The Exam Objectives
Behind every certification exam, there are exam objectives. The objectives are competency areas that cover specific topics of project management. The introductory section of each chapter in this book lists the objectives that are discussed in the chapter.
Exam objectives are subject to change at any time without prior notice and at CompTIA's sole discretion. Please visit the Certification page of CompTIA's website (www.comptia.org) for the most current listing of Project+ exam objectives.
The Project+ exam will test you on four domains:
1.0 Project Management Concepts
2.0 Project Life Cycle Phases
3.0 Tools and Documentation
4.0 Basics of IT and Governance
Project+ Exam Map
The following objective map will allow you to find the chapter in this book that covers each objective for the exam.
1.0 Project Management Concepts
Exam Objective
Chapters
1.1 Explain the basic characteristics of a project and various methodologies and frameworks used in IT projects
1
,
4
,
9
1.2 Compare and contrast agile vs. waterfall concepts
4
,
6
,
8
1.3 Given a scenario, apply the change control process throughout the project life cycle
9
1.4 Given a scenario, perform risk management activities
7
,
10
1.5 Given a scenario, perform issue management activities
10
1.6 Given a scenario, apply schedule development and management activities and techniques
5
,
7
1.7 Compare and contrast quality management concepts and performance management concepts
10
1.8 Compare and contrast communication management concepts
8
1.9 Given a scenario, apply effective meeting management techniques
8
1.10 Given a scenario, perform basic activities related to team and resource management
2
,
3
,
4
,
6
1.11 Explain important project procurement and vendor selection concepts
6
2.0 Project Life Cycle Phases
Exam Objective
Chapters
2.1 Explain the value of artifacts in the discovery/concept preparation phase for a project
1
,
7
2.2 Given a scenario, perform activities during the project initiation phase
3
,
4
,
6
2.3 Given a scenario, perform activities during the project planning phase
4
,
5
,
6
,
7
,
8
,
10
2.4 Given a scenario, perform activities during the project execution phase
6
,
8
,
9
2.5 Explain the importance of activities performed during the closing phase
10
3.0 Tools and Documentation
Exam Objective
Chapters
3.1 Given a scenario, use the appropriate tools throughout the project life cycle
5
,
6
,
7
,
8
,
9
,
10
3.2 Compare and contrast various project management productivity tools
8
3.3 Given a scenario, analyze quality and performance charts to inform project decisions
5
,
8
,
10
4.0 Basics of IT and Governance
Exam Objective
Chapter
4.1 Summarize basic environmental, social, and governance (ESG) factors related to project management activities
2
4.2 Explain relevant information security concepts impacting project management concepts
7
4.3 Explain relevant compliance and privacy considerations impacting project management
2
4.4 Summarize basic IT concepts relevant to IT project management
2
4.5 Explain operational change‐control processes during an IT project
9
How to Contact the Publisher
If you believe you've found a mistake in this book, please bring it to our attention. At John Wiley & Sons, we understand how important it is to provide our customers with accurate content, but even with our best efforts an error may occur. In order to submit your possible errata, please email it to our Customer Service Team at wileysupport@wiley.com with the subject line “Possible Book Errata Submission.”
Assessment Test
In this type of organization, the project manager shares responsibility for team member assignments and performance evaluations with the functional manager.
Functional
Projectized
Hierarchical
Matrix
These are units of measures agreed upon by the agile team that are used to estimate the amount of work it takes to complete a user story.
Story point
Epic point
Velocity
Parametric estimate
The information you gather in the preliminary scope definition will serve as a basis for which of the following documents?
Scope management plan
Communication plan
Project charter
Stakeholder register
David is working on a project where oral health information will be exchanged during the testing of the system. Which of the following is true regarding this question? (Choose two.)
Oral health information is PHII and should follow the standards and laws associated with protecting this data.
PHII is a form of PII.
Oral health information is not PHII and does not need to follow the standards and laws associated with protecting this data.
PHII is a form of SPII.
Who is responsible for assembling the project's team members?
Project sponsor
Project stakeholders
Project customer
Project manager
Which of these terms describes a critical path task?
Hard logic
Zero float
Critical task
Mandatory task
You're the project manager on a project where the scope has expanded. The change has been approved by the change control board (CCB). What steps must you take to acknowledge the new scope? (Choose two.)
Update the project management plan.
Update the SOW.
Communicate the change to stakeholders and team members.
Submit a change request.
Log the request on the change request log.
Which of the following are project management life cycle phases according to CompTIA? (Choose three.)
Scheduling
Planning
Executing
Monitoring and Controlling
Documenting
Budgeting
Closing
Risk analysis includes all of the following except for which one?
Identifying risk
Determining a risk response plan
Determining an order‐of‐magnitude estimate for responses
Determining probability and impact and assigning a risk score
Which of the following describes the responsibilities of the project sponsor?
Provides or obtains financial resources
Monitors the delivery of major milestones
Runs interference and removes roadblocks
Provides the project manager with authority to manage the project
All of the above
Which cost‐estimating technique relies on estimating work packages and then rolling up these estimates to come up with a total cost estimate?
Top‐down
Parametric
Bottom‐up
Analogous
Fishbone diagrams, Pareto diagrams, decision tress, run charts, and control charts are examples of which of the following?
Examples of various project management tools used to plan the work of the project
Examples of various quality control tools used to examine the quality of work
Examples of various scope management tools to control the quality of deliverables
Examples of various scope management tools used to control scope creep
Your project requires a resource with specialized knowledge of a specific business process. The resource will work with the project team during the development of this functionality. What type of resources are these?
Internal resources
Functional/extended resources
Core resources
Benched resources
Which of these statements describes an assumption?
Our senior web developer will be available to work on this project.
The electrical capacity at the site of the project event may not be adequate.
The project's due date is June 27.
There's a potential for server administrator to receive a promotion during the course of this project.
All of the following are factors that influence communication methods except which one?
Language barriers
Technological barriers
Task completion
Cultural differences
Intra‐organizational differences
A, B, D
All of the above
Why is it important to comply with laws and regulations such as HIPPA, PIPEDA, GDPR, and CCPA when working as a project manager? (Choose all that apply.)
Failure to comply may result in sanctions to the organization.
Failure to comply may result in reputational damage to the organization.
Failure to comply may result in financial penalties to the organization.
Failure to comply may result in punitive damages to the organization.
All of the above.
This tool is often used in the vendor selection process to pick a winning bidder.
Weighted scoring model
Bidder conference
RFQ
SOW
The network communication model is a visual depiction of what?
Lines of communication
Participant model
Communication model
Participant communication model
Environmental, social, and governance factors that influence project management activities also include all of the following except which one?
Project impact to local and global environment
Awareness of compliance and privacy considerations
Project impact to company brand value
Awareness of company vision, mission statement, and values
Awareness of applicable regulations and standards
Which of the following project documents created in the Closing phase describes what went well and what didn't go well on the project?
Project close report
Stakeholder feedback report
Lessons learned
Post‐project review
This chart shows the remaining time and work effort for an iteration or sprint.
Run chart
Gantt chart
Scrum board
Burndown chart
This is the approved, expected cost of the project.
Expenditure budget
Expenditure baseline
Cost budget
Cost baseline
This document authorizes the project to begin.
Business case
Project concept document
Project charter
Preliminary scope statement
Your project has expected cash inflows of $1.2 million in year 1, $2.4 million in year 2, and $4.6 million in year 3. The project pays for itself in 23 months. Which cash flow technique was used to determine this?
IRR
NPV
Discounted cash flow
Payback period
Which cost‐estimating technique relies on estimating work packages and then rolling up these estimates to come up with a total cost estimate?
Top‐down
Parametric
Bottom‐up
Analogous
A well‐written change request should include which of the following components?
A description of the type of change requested
The amount of time the change will take to implement
The cost of the change
How to update the affected project planning documents
All of the above
“Install an Interactive Voice Response System that will increase customer response time by an average of 15 seconds and decrease the number of customer service interactions by 30 percent” is an example of which of the following elements of scope statement?
Requirements
Objectives
Project description
Milestone
Which of these can convey that you've achieved the completion of an interim key deliverable?
Completion criteria
Milestone
Success criteria
Project sign‐off document
You are working for an organization and just learned that another organization with more power and influence is taking over your organization at the first of the year and they will set strategy and make all business decisions going forward. What does this describe?
Business merger
Business de‐merger
Business venture
Business acquisition
All of the following are types of stakeholder analysis except for which one?
Salience model
Stakeholder register
Power/interest grid
Prioritization matrix
From the following list of options, select three of the five common stages of development that project teams progress through. (Choose three. )
Forming
Acquiring
Storming
Collaborating
Negotiating
Norming
Compromising
Which of the following are stand‐alone PII data elements, also known as SPII?
Name, mother's maiden name, criminal history
Date of birth and place of birth
Employment information and educational information
Vehicle registration number and cell phone number
Fingerprints, driver's license number, and street address
This estimating technique uses the most likely, optimistic, and pessimistic estimates to come up with an average cost or duration estimate.
Analogous estimate
Bottom‐up estimate
Parametric estimate
Three‐point estimate
Which option describes an example of asynchronous communications?
Face‐to‐face conversation
Phone call
Instant message
Which of these statements describes an assumption?
Our senior web developer will be available to work on this project.
The electrical capacity in the data center needs upgrading prior to the implementation of the servers.
The project's due date is June 27.
The budget for this project is $125,000.
This is often added to the project schedule to provide extra time to account for risks or unforeseen issues that may cause tasks to take longer than the original estimate.
Quality gate
Buffer
Milestone
Governance gate
Which of the following is not true regarding cost estimating?
Cost estimates are provided by team members.
Cost estimate accuracy depends on the technique used to determine the estimate.
Cost estimates have a quality factor built into them.
Cost estimates are inputs to the project budget and used to determine the total project cost.
Which of these is not an example of a project selection method?
Cost–benefit analysis
Expert judgment
Top‐down estimating
Scoring model
This is how you will know the user story requirements were met satisfactorily at the end of the sprint.
Acceptance criteria
KPIs
Metrics
EVM
This chart or diagram is a type of histogram that rank‐orders data by frequency over time.
Run chart
Scatter diagram
Fishbone diagram
Pareto chart
One of your project activities requires following a specific procedure, inspecting the results, and signing off on an inspection before it can be included in the final deliverable. What type of dependency does this describe?
External
Discretionary
Mandatory
Logical
All of following are the most common elements in a three‐tier, multitier architecture except for which one?
Networking layer
Application layer
Processing layer
Presentation layer
This is the final, approved version of the project schedule. All of the following are true regarding this description except for which of the following?
It will prevent future schedule risk.
It's approved by the stakeholders, sponsor, and functional managers.
It's used to monitor project progress throughout the remainder of the project.
This describes a schedule baseline.
According to CompTIA exam objectives, writing code and making changes to code involve all of the following environments except for which one?
Beta stage
Development
Production
Infrastructure
All of the following represent a category of contract most commonly used in procurement except for which one?
Time‐and‐materials
Cost‐reimbursable
Fixed‐price
Requests for proposal
Risk analysis includes all of the following except for which one?
Identifying risk
Determining a risk response plan
Determining an order‐of‐magnitude estimate for responses
Determining probability and impact and assigning a risk score
These performance measurements are defined when you create the project management plan and are monitored and tracked during the Executing phase to determine whether the project is meeting its goals.
ROI
Balanced score card
IRR
KPI
In this organizational structure, you report to the director of project management, and your team members report to their areas of responsibility (accounting, human resources, and IT). You will have complete control of the project team members' time and assignments once the project is underway. Which type of organization does this describe?
Projectized
Functional
Hierarchical
Matrix
Your project sponsor told you that the due date for the project is a key to its success and there is no chance of the date changing. What is this known as?
A constraint
An influence
A deliverable
A management directive
All of the following are meeting types according to CompTIA exam objectives except for which one?
Decisive
Cooperative
Informative
Collaborative
This is a temporary way of resolving conflict and is considered a lose‐lose technique. It emphasizes the areas of agreement over the areas of disagreement.
Smoothing
Forcing
Avoiding
Collaborating
Which of following describe secondary storage? (Choose two.)
SAN.
Flash drive.
NAS.
RAM.
It's also known as external memory.
All of the following describe types of project endings except for which one?
Integration
Starvation
Addition
Extinction
Attrition
You need to perform a background check on a potential contract employee. Which of the following IT policies outlines the procedures for this check?
Physical security policy
Digital security policy
Data security policy
Operational security policy
Project managers may spend up to 90 percent of their time doing which of the following?
Negotiating
Managing scope
Managing the project team
Communicating
In which cloud service model does the cloud service provider have the most control?
PaaS
IaaS
SaaS
XaaS
This project management methodology divides up projects into stages that are logically organized. It has seven guiding principles and seven stages.
Scrum
Kanban
PRINCE2
Disciplined Agile
This person is responsible for time and duration estimates for tasks, cost estimates, status updates, and dependencies. Which of the following does this describe?
Project manager
Stakeholder
Scheduler
Project team member
When taking over an incomplete project, what item should be of most interest to the new project manager?
Project concept statement
Project charter
Project scope statement
Project plan
All of the following are examples of records that are managed by a records management system except for which one?
Board report
Employee user access policy
Draft of network diagrams
Resignation letter
In project management, the process of taking high‐level project requirements and breaking them down into the tasks that will generate the deliverables is called what?
Analyzing
Decomposing
Process flow diagram
Break down
Some team members on your team are driving each other crazy. They have different ways of organizing the tasks they are both assigned to, and the disparity in styles is causing them to bicker. Which of the following describes this situation?
This is a constraint that's bringing about conflict on the team.
This should be escalated to the project sponsor.
This is a common cause of conflict.
This is a team formation stage that will pass as they get to know each other better.
Your organization is part of a network of researchers who need to share data and experimental results. Which cloud deployment model is the best solution for this scenario?
Public cloud
Private cloud
Hybrid cloud
Community cloud
This is a deliverables‐oriented hierarchy that defines the work of the project.
Scope document
Scope management plan
Work breakdown structure
Project plan
Removable media is a security risk for all organizations. You are working with IT to create a policy that includes encryption procedures for removable media. Which policy are the procedures for removable media contained in?
Physical security policy
Digital security policy
Data security policy
Operational security policy
Your organization has recently discovered that PII data has been exposed. What is this known as?
Cybersecurity hack
PII data disclosure
Breach of confidentiality
Data confidentiality exposure
Your team has experienced issues in the past in having all IT team members engaged and involved on the project. The server team is notoriously left out of the loop until the last minute and then they have to scramble to get things ready for deployment. Which of the following team structures would help eliminate this issue?
Project team
Scrum team
DevSecOps team
Architect team
What is the best way to prevent scope creep?
Make sure the requirements are thoroughly defined and documented.
Put a statement in the charter that no additions to the project will be allowed once it's underway.
Alert the sponsor that you will not be taking any change requests after the project starts.
Inform stakeholders when they sign the project scope statement that no changes will be accepted after the scope statement is published.
You're the project manager for a small project that is in the Closing phase. You prepare closure documents and take them to the project sponsor for sign‐off. The project sponsor says that the documents are not needed because the project is so small. What should you tell the sponsor?
You're sorry to have bothered them and will close the project without sign‐off.
You explain the sponsor is the one who needs to sign off on the documents, showing that the project is officially closed.
You offer to have a stakeholder sign off in the sponsor's place.
You offer to sign off on the documents yourself.
Which of following software manages documents, records, and data in electronic format for an organization?
ERP
CRM
EDRMS
CMS
Your subject matter expert tells you that they estimate the time needed to complete their task is 40 hours. The task starts on Thursday, January 20 at 8 a.m. The team works eight‐hour days, and they do not work weekends. Which day will the task end?
January 24
January 25
January 27
January 26
Your project sponsor has expressed their need to have real‐time project information at their fingertips. Which of the following is the best way to meet this need?
By creating a project dashboard with scope, cost, and time elements
By updating the project status report on a daily basis
By sending an email every morning to the sponsor describing the current project status
By meeting face‐to‐face with the sponsor every day to update them on status
Luke is starting out in his project management career. He has project education but no hands‐on experience. He is assigned to a project where he will be working with customer data, including full name, address, email address, phone number, and date of birth. What type of data is this known as?
PHI
Linkable data
SPII
Secure data
What key meeting is held after the project charter is signed and/or at the beginning of the Executing project management life cycle phase?
Project kickoff
Project review
Project overview
Project status meeting
These important stakeholders are responsible for meeting the organizational goals and for providing team members from their departments to work on the project.
Project champions
SMEs
PMO
Senior management
When using an agile methodology, this serves as a placeholder for ideas that are not yet fully formed but that capture the essence of the idea. They are later broken down into user stories. What is this element called?
Milestone
Preview
Backlog
Epic
All of the following are types of testing used on information technology projects to determine if the system operates as expected except for which one?
Progression
Smoke
End‐to‐end
Stress
User acceptance
These important stakeholders are responsible for designing solutions for the technology enterprise.
QA
SMEs
Architect
Engineers
What are the two types of charts that you might utilize to display the project schedule? (Choose two.)
Run chart
Gantt chart
Milestone chart
CPM
Histogram
Which of the following is the focus of HIPAA specifically?
Protecting and safekeeping standards and regulations associated with personal data
Protecting and safekeeping standards and regulations associated with linkable data
Protecting and safekeeping SPII
Protecting and safekeeping ePHI
This person is responsible for removing obstacles so that the team can perform their work, assisting the product owner in defining backlog items, and educating the team on agile processes.
Project manager
Scrum master
Functional manager
Subject matter expert
Demonstrating competency, respect, honesty, integrity, openness, and doing what you say you'll do is an example of which of the following?
Team building
Managing team resources
Demonstrating leadership skills
Trust building
These gates are used as approval points in the project.
Quality gates
Approval gates
Governance gates
Milestone gates
Answers to Assessment Test
D. Project managers share authority with functional managers in a matrix organization. For more information, please see
Chapter 6
.
A. Story points are used to measure the amount of work it takes to complete a user story. Velocity is the amount of time it takes to complete story points. Parametric estimates involve multiplying the rate times the amount of work. Epic points don't exist. For more information, please see
Chapter 5
.
C. The information gathered in the preliminary scope definition, such as project goals, the reason for the project, description of the project, and high‐level deliverables needed, will serve as a basis for the project charter. For more information, please see
Chapter 3
.
A, B. Oral health information is PHII data, which is a form of PII. For more information, please see
Chapter 2
.
D. The project manager assembles the team members for the project. The project manager may get input from the sponsor, stakeholders, or customers, but it is the project manager who decides what the formation of the team should be. For more information, please see
Chapter 2
.
B. Tasks with zero float are critical path tasks, and if delayed, they will cause the delay of the project completion date. For more information, please see
Chapter 5
.
A, C. Any time there's a significant change to the project, the project management plan must be updated, and the stakeholders notified of the change. Options D and E would have been done before the approval by the CCB. Options A and C occur after an approval. For more information, please see
Chapter 9
.
B, C, G. Discovery/Concept, Initiating, Planning, Executing, and Closing are the five project management life cycle phases outlined by CompTIA. For more information, please see
Chapter 1
.
C. Determining an order‐of‐magnitude estimate is used for cost or duration estimating, not risk analysis. For more information, please see
Chapter 7
.
E. A project sponsor is responsible for obtaining financial resources for the project, monitoring the progress of the project, and handling escalations from the project manager. For more information, please see
Chapter 3
.
C. The bottom‐up cost‐estimating method is the most precise because you begin your estimating at the activities in the work package and roll them up for a total estimate. For more information, please see
Chapter 5
.
B. The tools described in this question are used during the Executing phase of the project to monitor quality and assure it meets expectations. It also helps in determining corrective actions needed to get the project back on track. For more information, please see
Chapter 10
.
B. Functional/extended resources are those needed for specific tasks or short periods of time on the project. They may also be stakeholders or subject matter experts who lend expertise to the project. For more information, please see
Chapter 6
.
A. Assumptions are those things we believe to be true for planning purposes. Options B and D describe risks, while option C describes a constraint. For more information, please see
Chapter 4
.
C. Task completion is a communication trigger. The remaining options are examples of factors that influence communications. For more information, please see
Chapter 8
.
E. All of the options are true. For more information, please see
Chapter 2
.
A. A weighted scoring model is a tool that weights evaluation criteria and provides a way to score vendor responses. Bidder conferences, IFB, and SOW are all used during vendor solicitation. For more information, please see
Chapter 6
.
A. Lines of communication describe how many lines of communication exist between participants. The network communication model is a visual depiction of the lines of communication. For more information, please see
Chapter 8
.
B. Compliance and privacy considerations are not part of the ESG factors; however, they can influence and have an impact on the project. For more information, please see
Chapter 2
.
C. Lessons learned describe what went well and what didn't go well on the project. Lessons learned are included in the project close report, the postmortem report, and the post‐project review. For more information, please see
Chapter 10
.
D. Burndown charts show the remaining time and work effort for an iteration or sprint. For more information, please see
Chapter 5
.
D. The cost baseline is the approved, expected cost of the project. For more information, please see
Chapter 7
.
C. The project charter authorizes the project to begin. For more information, please see
Chapter 3
.
D. Payback period is a technique that calculates the expected cash inflows over time to determine how many periods it will take to recover the original investment. IRR calculates the internal rate of return, NPV determines the net present value, and discounted cash flows determine the amount of the cash flows in today's dollars. For more information, please see
Chapter 1
.
C. The bottom‐up cost‐estimating method is the most precise because you begin your estimating at the activities in the work package and roll them up for a total estimate. For more information, please see
Chapter 5
.
E. All of the options are elements of a change request. For more information, please see
Chapter 9
.
B. Objectives are specific and measurable. Project descriptions describe the key characteristics of the product, service, or result of the project. These are characteristics, but the clue in this question is the quantifiable results you're looking for at the conclusion of the project. The project description describes the project as a whole, and milestones describe major deliverables or accomplishments for the project. For more information, please see
Chapter 4
.
B. Milestones often signal that you've completed one of the key deliverables on the project. For more information, please see
Chapter 5
.
D. This question describes a business acquisition. Companies that are acquiring others have the power and influence to make decisions. A business merger is a mutually agreeable arrangement where power is shared among the entities. For more information, please see
Chapter 9
.
B. The stakeholder register is where the information about the stakeholders, including analysis details, are documented. For more information, please see
Chapter 3
.
A, C, F. The five stages of team development are forming, storming, norming, performing, and adjourning. For more information, please see
Chapter 6
.
E. Options A through D are examples of personally identifiable information that are considered linkable but not sensitive. Sensitive personally identifiable information consists of data elements that, on their own, can identify or trace an individual and could cause them harm, inconvenience, or embarrassment if used inappropriately. Option E consists of two pieces of SPII, fingerprints, and driver's license number. Street address is not SPII as a stand‐alone element, but since it's linked to fingerprints and driver's license number, it is sensitive data. For more information, please see
Chapter 2
.
D. The three‐point estimating technique averages the most likely, optimistic, and pessimistic estimates to determine an overall cost or duration estimate. For more information, please see
Chapter 5
.
„Ich bin wirklich begeistert. Auch die Möglichkeit des zusätzlichen eReaders im Abo finde ich persönlich toll.”
Happy Booktime
„Die Auswahl von Legimi ist großartig.”
Bücherleser
„Der Leser findet seine E-Books/Hörbücher sehr schnell und sie lassen sich, ob mit oder ohne Internetverbindung problemlos öffnen.”
Wurm sucht Buch
„Ich finde das Angebot von Legimi richtig toll.”
TheSarahStory
„Besonders schön finde ich die große Auswahl an möglichen Abo-Modellen und besonders die Abos mit eReader.”
Miss Foxy Reads
„Ich muss sagen, dass ich von dem E-Reader mehr als positiv überrascht bin.”
Wortmalerei
„Das ist wirklich eine großartige Idee und mal was ganz Anderes.”
Mikka liest das Leben...
Tausende von E-Books und Hörbücher
Ihre Zahl wächst ständig und Sie haben eine Fixpreisgarantie.
Sie haben über uns geschrieben:
Dabei gewährt der E-Book-Anbieter größtmögliche Freiheiten
Größter Vorteil die Möglichkeit, in der aktuellen App komfortabel zwischen E-Book und Hörbuchversion eines Titels
Spotify for E-Books
