CompTIA Project+ Project Domains
The CompTIA Project+ exam is designed to certify project managers and team members on the skills required to perform in every phase of the IT project management life cycle. I earned my CompTIA Project+ cert in 2002 before I obtained the PMI®’s Project Management Professional (PMP®) certification in 2004. I was attracted to Project+ because it had an IT focus in addition to its business focus, and because I found it to be a stepping stone to the PMP®. In this chapter, we will explore how to integrate leadership into the CompTIA Project+ management methodology for IT systems.
Figure 7-1 provides an overview of CompTIA Project+ concepts using a project management life cycle model.
CompTIA Project+ promotes the five project management domains that are very similar to the PMBOK®’s process groups: Initiation/Pre-Project Setup, Planning, Execution and Delivery, Change Control and Communications, and Closing.
Let’s take a closer look at each of these process domains.
The project is defined and authorized during this initial phase. Projects produce unique products or services and are temporary, with a defined start and end date. During initiation, stakeholders are identified, the project manager is assigned, and the organization commits resources to the project—resources that include personnel, equipment, supplies, and facilities. The project sponsor works with the project management team to develop the business case, feasibility studies, assumptions analysis, stakeholder analysis, and other artifacts to document project requirements and customer expectations. This analysis is an effort to justify the investment the organization must make to execute the project and produce the required outcome (Heldman and Heldman, 2010).
Figure 7-1 CompTIA Project+ domain descriptions. [Source: Heldman, K. and Heldman, W. (2010). CompTIA Project+ Study Guide. Indianapolis, IN: Wiley Publishing. See Disclaimer page xix.
The goal of the Initiation/Pre-Project Setup phase is to establish the project’s foundation and direction and to give the project manager the authority required to lead the project effort. The project manager produces the Project Charter. This charter is submitted to the organization—either the program under which the project falls or another governing body within the organization—for approval (Heldman and Heldman, 2010).