CompTIA Exam Objectives Covered in this Chapter

■ 3.12 Identify and explain strategies for maintaining qualified deliverables, given a large project with many team members at multiple locations (e.g., communication standards, work standards, etc.).

■ 3.13 Recognize and explain the importance of quality testing in situations where tasks are being performed both by project team members and by third parties.

■ 3.14 Identify and explain strategies for assuring quality during the turnover phase (e.g., user docs, user training, helpdesk training, support structure, etc.).

■ 3.15 Identify strategies for providing constructive, timely performance feedback to a multi-geographical project team with diverse skills, doing it in such a way that it enhances each individual team member's value to the project.

■ 3.16 Given disgruntled employees, who are effecting team morale, demonstrate an understanding of when to encourage, punish, reassign, and how to address these issues/situations within the team to restore team morale.

■ 3.17 Given a management scenario in which there are individual performance problems, demonstrate how to recognize and understand issues, conditions, and underlying problems, and identify corrective actions that will help the employee return to productivity, including the following situations: o A top performer has started to slack off o An individual reports to the manager substandard performance on the part of another person

■ 3.18 Given need to make up severe schedule slippage, demonstrate understanding of how to lead the project team through an extended overtime period, including how to motivate and reward, how to show sensitivity to individuals, and how to lead rather than push.

■ 3.19 Given team performance problems and the causes, demonstrate the ability to develop a plan to address/correct the cause of the problem, including in the following situations:

o The team is not focused and is pulling in different directions o The team is fragmented into special interests or social groups and not united

■ 3.20 Recognize the need to provide leadership that is sensitive to the knowledge, skills, and abilities of team members, and to the corporate culture, while at the same time motivating the team to accomplish the goals defined in the project scope.

o Recognize and explain the need for a project manager to do the following: o Perform in a manner consistent with a leadership position o Adapt leadership style to a specific situation or person o Influence or motivate others so that the requirements from a given situation are accomplished o Build positive relationships to be accepted as a leader o Provide personal leadership as well as positional leadership

■ 3.21 Given an initial high level scope, budget, and resource allocation, demonstrate understanding of the need to investigate which aspects of the project could be modified to improve outcomes (i.e., find out what is negotiable, prepare to negotiate).

o Provide evidence of the following competencies: o Recognition that individual project team member ' s needs must be addressed to the extent that project activities can be modified without significant impact on final scope, budget, quality, or schedule o The ability to evaluate alternatives to a scope change request that stakeholders may find acceptable, or the ability to recognize which aspects (schedule, budget, quality) of the project are most important to the stakeholders and be able to propose trade-offs during the project that can be made to meet or exceed those aspects o The ability to recognize which aspects (schedule, budget, quality) of the project are more important to the stakeholders and be able to propose trade-offs during the project that can be made to meet or exceed those aspects o The ability to identify all of the individuals and groups with which you will need to negotiate during the life of the project (sponsors, vendors, users, internal and external service organizations, other project teams, project team members, finance/accounting, etc.) In most projects, the operating word is disparate. You have a variety of teams, both technical and nontechnical, all (hopefully) working toward the same project completion goal. The project manager' s job is to manage all of the project ' s assets, the teams, the resources, and the quality of the project' s outcome.

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