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CompTIA Project+ PK0-003

Project Tracking

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What is Project Management

Project+ and how to prepare for the exam

Pre-Project Setup

Project Planning

Prepare Scope Statement

Create WBS and WBS Dictionary

Define Change Management Process

Develop Project Schedule and Resources and Roles

PERT/GANTT/CPM and Schedule Compression

Communications Management Plan

Risk Management Plan

Quality Management Plan

Cost Management Plan

Procurement Management Plan

Transition and Project Management Plan

Human Resource Management

Project Governance

Project Tracking

00:00:00 - Welcome to our final nugget in 3.0 Project Execution and Delivery.
00:00:05 - This nugget is 3.4 Project Delivery Management. Now the official
00:00:11 - definition of 3.4 from CompTIA is 3.4 Given a scenario, select
00:00:18 - which components of a project plan is affected and select what
00:00:22 - action should be taken, and gives a very long list of the traditional
00:00:27 - project management principles and approaches, such as managing
00:00:31 - risks issues, preparing performance reports, dealing with risk
00:00:36 - registers, communication plans, issues logs, and so on. I'm taking
00:00:41 - a somewhat different approach for 3.4 for project delivery management
00:00:47 - and focusing project delivery management on specific issues around
00:00:52 - project tracking, recognizing that many of the other components
00:00:56 - as listed in CompTIA for 3.4 for scheduling meetings, managing
00:01:01 - scope, following the communications plan are addressed directly
00:01:06 - in the other nuggets in this series. So again, while 3.4 is focused
00:01:12 - on project delivery management and selecting appropriate actions,
00:01:17 - this nugget is going to focus on project delivery management
00:01:21 - in the form of project tracking.
00:01:26 - As I mentioned, this nugget is going to focus on project tracking
00:01:29 - and the aspects of project execution and delivery partly as defined
00:01:34 - in the PMBOK for the execution component of our project life
00:01:38 - cycle, but specifically calling out project management activities
00:01:44 - that we would traditionally do in the execution phase to ensure
00:01:48 - that we're delivering a complete definition of project management
00:01:52 - principles in this nugget series. As I said, recognizing that
00:01:56 - the other components for issue risk management will be discussed
00:02:01 - in other nuggets in this series. So project tracking is focused
00:02:06 - on three things. Managing the status of the project.
00:02:11 - Once we know what the status of the project is, we may need to
00:02:16 - take actions to eliminate roadblocks, i.e. to make the team more
00:02:19 - productive. And directly related to that is taking the appropriate
00:02:27 - steps to optimize the project performance to ensure our project
00:02:32 - remains on target, on budget, going to complete according to
00:02:38 - the project plan.
00:02:41 - Recognizing that managing status and of course reporting on status
00:02:50 - is really the biggest job that we, as project managers, have.
00:02:55 - People expect us to tell me how the project is doing. Are we
00:03:00 - on schedule? Are we on budget? Are we going to complete on schedule?
00:03:04 - Are we going to complete on budget? And that's all
00:03:08 - maintaining, managing, and reporting on the status of the project.
00:03:14 - In order to do that, we need to gather the information to allow
00:03:17 - us to understand whether we are on target, and we do that through
00:03:21 - weekly status with the team.
00:03:27 - As part of doing weekly status with the team,
00:03:31 - we need to gather two key pieces of information. We need to know
00:03:36 - the actual effort by task
00:03:42 - of the actual work
00:03:46 - done. And we need to know from the team member their estimate
00:03:51 - to complete
00:03:54 - ETC by task
00:03:56 - based on the actual work they've completed to date and a realistic
00:04:04 - estimate to complete.
00:04:09 - And depending on how well projectized
00:04:13 - your organization is, gathering these two key pieces of information
00:04:19 - may be a substantial challenge in your organization.
00:04:23 - Gathering actual effort by task
00:04:27 - sometimes is a lot of work to convince the team members that
00:04:33 - you need it, that they have to provide this information for you.
00:04:37 - Team members want to say, "Our organization works a 40-hour week,
00:04:41 - so therefore, Steve, my actual effort to you is 40 hours."
00:04:48 - But that's not good enough. What did you work on this week? Which
00:04:53 - tasks did you work on this week? "Oh, yes, right. I worked on
00:04:59 - tasks 1, 3, and 8. There you go. I worked in tasks 1, 3, and
00:05:04 - 8, and I spent 40 hours working this week because that's what
00:05:09 - the organizational work week is." Again, you need to go back
00:05:12 - and say, "No, I'm sorry, that's not good enough. Of the 40 hours,
00:05:18 - how much time was spent on task 1? How much time was spent on
00:05:21 - task 3? And how much time was spent on task 8?"
00:05:26 - And they are going start to get annoyed with you and say, "But
00:05:29 - you're taking time away from me doing project work. You're making
00:05:33 - me come up with all of these fictitious numbers
00:05:38 - and trying to make me invent how much time how I did my work."
00:05:42 - And they are going to say, "Well, I spent about half the week
00:05:45 - on task 1 and I guess I'll split the remaining 40 hours evenly
00:05:50 - across 3 and 8."
00:05:53 - Again, we need to look them in the eye and say, "Is that really
00:05:57 - what you did? Did you really spend exactly
00:06:02 - 20 hours on task 1 and did you really spend exactly 10 hours
00:06:07 - on task 3 and did you really spend 10 hours on task 8?" And they're
00:06:12 - going to say, "No, of course not, but that's a good guess."
00:06:16 - Again, you need to go back to them and say, "I really need you
00:06:19 - to do better than a good guess. For this week, yes, I'll take
00:06:23 - your good guess. But for next week, could you please try to do
00:06:27 - a better job of tracking how much time you spent on each task
00:06:32 - so at the end of the week, you can give me realistic,
00:06:36 - actual effort by task." And what you'll find, more times than
00:06:42 - not, had they actually tracked their time, it's not going to
00:06:46 - be distributed as evenly as 20-10-10.
00:06:49 - It's going to be 18,
00:06:52 - it's going to be 12, and it's going to be nine.
00:06:57 - And you're going to say, "But Steve,
00:07:01 - that doesn't add up to 40, and our organization works 40 hours
00:07:06 - in a week."
00:07:07 - And you're going to say, "Yes, that's what I expected."
00:07:12 - We have other duties as assigned. We spend time on the organizational
00:07:17 - payroll being real employees to our organization. I'm not suggesting
00:07:22 - that we are trying to sneak time away from work and get paid
00:07:25 - for it. But we spend real organizational value time on the payroll
00:07:31 - that is not going to typically be directly related to project
00:07:35 - activities. We may have attended a branch meeting or an area
00:07:39 - meeting or a departmental meeting. We may have spent some time
00:07:42 - doing help to other projects, doing peer support. More times
00:07:47 - than not, our team members are going to spend time within their
00:07:51 - 40 hours doing valid organizational activities that do not directly
00:07:56 - contribute to my project, and as the project manager, I want
00:08:00 - to know the real time, not
00:08:04 - the wild guess time. And sometimes, again, depending on how projectized
00:08:10 - your organization is, convincing the team members that I need
00:08:14 - these real actuals, and I almost find that's a funny word, real
00:08:19 - actuals versus fake actuals, but these were fake actuals, and
00:08:24 - I need the team members to try to give me real actuals for their
00:08:28 - effort. It's going to allow me to do a better job of managing
00:08:33 - the project.
00:08:35 - And then once I win that argument, then I need to start the next
00:08:40 - argument with my team members and say, "And now I need real ETCs."
00:08:45 - You're working on a task that has a 36-hour estimate. Task 1
00:08:52 - had original estimate of 36 hours. The team member has spent
00:08:56 - 18 real hours to date on it. Therefore, they are going to simply
00:09:01 - tell me their ETC is 18,
00:09:05 - which is just simply mathematical
00:09:09 - ETC. To which again I say, "Is 18 really, really what you believe
00:09:16 - it's going to take you to finish the task?" And they are going
00:09:19 - to say, "No, but if the original estimate was 36 and I've already
00:09:23 - spent 18, the answer you're going to want to hear is I'm going
00:09:27 - to be done in 18 hours."
00:09:29 - To which my response is, "That's the answer I'd like to receive,
00:09:33 - but the answer I want to receive is your very best
00:09:39 - estimate on what's left. Are you going to get it done in 18 hours?
00:09:44 - Or maybe you're going to get it done in 16 hours, which puts
00:09:47 - your task ahead of schedule? Great. Or maybe you're not going
00:09:52 - to get it done without putting at least 20 hours, or maybe it
00:09:56 - really even needs as many as 24 hours to get the job done, which
00:10:01 - is going to give me a six-hour variance overrun." But I want
00:10:06 - to know that now. I want to know a week early that this task
00:10:11 - 1 is going to take six more hours to get the job done because
00:10:16 - I may have other team members waiting for the results of task
00:10:19 - 1 that I then need to reschedule. Or if all of my team members
00:10:25 - are telling me that task 1 and task 2 and task 5 and task 16
00:10:29 - are all coming in overestimate, then again, that's telling me
00:10:34 - I have a trend in my project. Maybe I have a learning curve issue.
00:10:37 - Maybe I have a tools issue. Maybe I have bad estimate issues.
00:10:41 - I don't know what the issue is going to be until my team members
00:10:45 - tell me the real facts,
00:10:48 - the real actuals as opposed to the fake actuals that's related
00:10:53 - to the project. But getting my team members to the point that
00:10:57 - they are able
00:10:59 - and willing to give me real actual effort and real validated
00:11:06 - estimates to complete often will take a lot of care and a lot
00:11:10 - of support,
00:11:12 - but we have to get them to that point because we need good solid
00:11:17 - information in terms of the actuals and the ETCs. We take that
00:11:22 - information. We put it back into our project scheduling software,
00:11:26 - and we use the facts we've gathered from the team to assess what
00:11:32 - the impact of a week's work on the project has on the project.
00:11:37 - Have me moved forward exactly on schedule? Are we moving ahead
00:11:42 - of schedule? Or are we starting to slip? But by getting this
00:11:47 - information on a weekly basis, it's giving us the information
00:11:51 - we need as project managers to allow us to manage our project
00:11:56 - by facts. And that's what's managing the status is all about,
00:12:00 - is getting the facts
00:12:03 - needed. Other facts that we need are far less numerical, but
00:12:09 - we need to gather from our team their successes. What's made
00:12:13 - them feel good so that we can give them some accolades and some
00:12:17 - pats on the back. But we also need to understand what their challenge
00:12:21 - and what their issues are, what's going to prevent them from
00:12:24 - getting the task done in 16 or even the 24 hours. What is holding
00:12:30 - them back? What are their challenge? What are the issues? What
00:12:34 - are the things that we need to do as project managers to remove
00:12:38 - those challenges and those issues? And we'll talk about that
00:12:41 - in just a couple of moments in the discussion on removing the
00:12:44 - roadblocks. Once we have good reliable weekly status from our
00:12:51 - team, our job as project managers is then to consolidate
00:12:58 - the individual team members' status reports and produce a project
00:13:06 - weekly status report. Now, this is where the Steve laziness comes
00:13:10 - in. When I gather the information from my team members,
00:13:16 - their successes, their failures, their accomplishments and their
00:13:20 - issues, I want to gather the information from my team members
00:13:24 - in exactly the same format, i.e. use the same template that I'm
00:13:29 - going to consolidate the team members and give to my project
00:13:34 - sponsor and to my boss. This is where the Steve laziness comes
00:13:38 - in. Gather the source data in the same format that you are going
00:13:41 - to use to present
00:13:45 - to the sponsor, and then the consolidation becomes a cut and
00:13:51 - paste activity. Now, it's definitely more than a cut and paste
00:13:53 - activity because you're going to get a degree of granularity
00:13:57 - from the team members that we're not going to want to consolidate
00:14:00 - and give to our project sponsor. And we're probably going to
00:14:03 - get some less than a Shakespearean prose from our individual
00:14:08 - team members that we may not present as is to our project sponsor.
00:14:13 - But even I get it in the raw format that's consistent, I can
00:14:17 - do my cut and paste to do my consolidation, and then I can do
00:14:21 - the wordsmithing
00:14:27 - to make it more presentable, to make it more summarized. And
00:14:31 - when I say "wordsmithing," I'm not talking about changing the
00:14:34 - facts that I've gotten from my team member. If my team member
00:14:38 - gives me a fact that there is a project issue, then I will absolutely
00:14:42 - deal with the project issue within my power and authority, and
00:14:46 - I will tell my sponsor the issue that I'm dealing with. I just
00:14:50 - may wordsmith it to make it a little more presentable, use proper
00:14:56 - English, as opposed to maybe the more technical speak that I'm
00:15:00 - going to get from my team members. But again, my recommendation
00:15:04 - is gather the data in a consistent format. Use cut and paste.
00:15:09 - Do some
00:15:10 - wordsmithing. Produce the weekly status report. Then again, I'm
00:15:15 - going to do a cut and paste activity,
00:15:18 - and I'm going to consolidate, and I'm going to produce a monthly
00:15:21 - status report. Recognizing that again, a monthly status report
00:15:26 - is probably going to go to a higher level of management, so it
00:15:29 - needs to be consolidated even more. There probably needs to be
00:15:32 - some more attention to wordsmithing, and we probably want to
00:15:36 - start using things like graphs and trend lines
00:15:41 - as we consolidate to the monthly. But again, if the raw data
00:15:46 - is gathered weekly, it absolutely facilitates the production
00:15:50 - of the monthly. And again, I'm going to consolidate and create
00:15:56 - more pictures, more trend lines, more pie charts, more graphs,
00:16:01 - and I'm going to present my project status quarterly to senior
00:16:04 - management. But this is what project execution and delivery,
00:16:09 - this is what project tracking is all about: gathering the right
00:16:13 - raw data,
00:16:15 - realistic actuals from the team members, and then consolidating,
00:16:22 - working with, managing the project based on those facts,
00:16:28 - and reporting those facts upwards and outwards within the project
00:16:33 - stakeholder world.
00:16:36 - Effective project tracking is going to be based heavily on the
00:16:40 - team status reports as I just discussed, but to do a full view
00:16:45 - of the project, the full status report
00:16:50 - of the project, we probably need to gather information from a
00:16:54 - few more sources.
00:16:57 - We will have to review the issues. Again, we are going to get
00:17:01 - issues reported to us by our team.
00:17:04 - But we probably need to have there is no probably need to it
00:17:09 - we need to have an issue management log.
00:17:14 - And as part of our weekly status and monthly status, we need
00:17:17 - to review the issue management log, extract
00:17:26 - and bring forward the appropriate issues as part of status to
00:17:30 - get them to the attention of management. Same thing goes for
00:17:34 - risks. We will have a risk management log, to be discussed in
00:17:38 - a future nugget, but we will extract the information from the
00:17:42 - risk management log and we will consolidate it in our status
00:17:46 - report. We've discussed it already. We're going to take the actuals
00:17:53 - and the ETCs from our team status report. We're going to plug
00:17:58 - it back into our software scheduling tool, and we are going to
00:18:03 - assess the impact
00:18:10 - of one week
00:18:12 - of execution.
00:18:17 - Each team member should have spent a week's worth of effort on
00:18:20 - the project. Did we get a week's worth of effort from the project?
00:18:25 - And probably not on a weekly basis but probably more appropriately
00:18:30 - on a monthly basis, we are going to get live
00:18:34 - actual dollars from accounting,
00:18:40 - from finance.
00:18:43 - So again, we need to extract, produce that information on to
00:18:48 - our status report, again, recognizing that typically, we're only
00:18:52 - going to get financial information from the finance department
00:18:55 - on a monthly basis. And typically, it's going to be a week
00:19:00 - or maybe even two weeks
00:19:02 - past the real date. So our month status report is due on the
00:19:07 - 31st or 30th of the month, but it may be a week or even two weeks
00:19:13 - after the month closes before we get the actual dollars from
00:19:19 - finance. But again, we need to do the appropriate information
00:19:24 - gathering and gather all of the information from the appropriate
00:19:28 - multiple sources within the project
00:19:32 - and external to the project
00:19:35 - as needed to produce reliable, consistent, and accurate status
00:19:41 - reports to allow us to do the proper project tracking. And with
00:19:45 - proper project tracking in place, we can do the management. We
00:19:49 - can begin to take those proactive decisions that we need to make
00:19:54 - as project managers to continue to move the project forward.
00:20:00 - Which leads us to the next step of tracking the project, which
00:20:03 - is the analysis of the facts
00:20:07 - and the taking
00:20:10 - actions based on the facts. So based on the facts that I've gotten,
00:20:17 - taking the actuals and plugging them into my scheduling software,
00:20:21 - is the project still on time, on schedule? If so, great. If not,
00:20:28 - what do we need to do
00:20:32 - to fix?
00:20:35 - Talk to the team members. Why are these tasks taking longer?
00:20:38 - Do you have the right tools? Do you need more training? Or did
00:20:43 - we just create bad estimates? Sometimes, we can take corrective
00:20:47 - actions, get better tools, better training. Sometimes, we just
00:20:51 - have bad estimates and we have to accept the fact that the project
00:20:54 - is going to have a 10% overrun. But we can then proactively
00:21:01 - communicate that we underestimated the complexity of the project,
00:21:08 - and therefore, we are going to delay
00:21:12 - the milestones
00:21:16 - by two weeks.
00:21:20 - And that's never a message that a project manager wants to deliver
00:21:24 - to their sponsor. "Hey sponsor, guess what? The project is going
00:21:27 - to be two weeks late." No. We don't want to go there. But sometimes
00:21:32 - we have to go there. But believe me, it's better if we go to
00:21:37 - the sponsor and say, "The project is going to be two weeks late
00:21:40 - but we're telling you
00:21:48 - this two months
00:21:52 - in advance."
00:21:55 - So based on taking the facts, plugging them into my software,
00:22:00 - analyzing what's going on, determining that we have a problem
00:22:04 - with underestimating due to complexity of the project, but proactively,
00:22:10 - I know these now two weeks before the milestone, the completion
00:22:15 - of development is due. If I tell the project sponsor two weeks
00:22:19 - or two months early that the project is going to be delayed,
00:22:24 - yes, they are still going to get angry with me. They are still
00:22:26 - going to challenge me. They are going to still say, "Steve, have
00:22:30 - you done everything within your power and authority to fix this?"
00:22:33 - And I can look them in the eye and say, "Yes, I have talked to
00:22:37 - the team. I have assessed why the schedule is running late. I
00:22:42 - have asked the team whether we can improve this, what are the
00:22:45 - options available for improvement. And the short and long of
00:22:48 - it is we are working as smart and as effectively as possible.
00:22:53 - The problem is the complexity is more than we originally assumed.
00:22:58 - The estimates are bad and the project is going to be late." But
00:23:03 - if I can tell you this now two months early, we can make the
00:23:07 - appropriate management decisions to accept the delay of the project,
00:23:11 - or we can make appropriate management decisions to remove scope
00:23:15 - or to change some of the other project constraints, i.e., adding
00:23:20 - more cost by adding more team members, but we can proactively
00:23:24 - take the steps two months out, knowing the project is going to
00:23:29 - be late, as opposed to waiting for the day before the milestone
00:23:35 - was due and say, "Hmm. We are not there yet. Hmm. I wonder when
00:23:39 - we are going to be there." That's not effective proactive project
00:23:43 - management. But with the facts and the appropriate analysis,
00:23:48 - we can take the actions early and take better actions early to
00:23:52 - change the scope, to change the team component, to take whatever
00:23:55 - actions we can to try to get back on time or accept the fact
00:24:00 - that it's simply going to be late, and do the appropriate downstream
00:24:04 - adjustment to delay the printing of the forms, to delay the marketing
00:24:08 - program, to delay whatever else was dependent upon our completion
00:24:13 - of our development milestone early as opposed to late. We need
00:24:18 - to do the analysis on the schedule. We need to do the analysis
00:24:21 - on the budget. And we need to be proactive
00:24:26 - based on the facts that we have. That allows us to determine
00:24:30 - whether we are delivering our project to specification and at
00:24:33 - the agreed quality.
00:24:36 - Take the facts,
00:24:39 - analyze the facts, and determine
00:24:44 - the proactive steps
00:24:49 - to deal with the facts.
00:24:56 - And if they're facts and we trust the facts, then we can take
00:25:00 - appropriate proactive actions to correct for, to accommodate
00:25:05 - for, to deal with the facts. But we are doing this proactively
00:25:10 - two months early, not doing it reactively when we suddenly just
00:25:14 - discover that we are going to be late for a milestone a day or
00:25:17 - two days before the milestone is due.
00:25:22 - And taking those proactive steps to eliminate project challenges
00:25:26 - is best summed up in eliminating the roadblocks, doing everything
00:25:30 - in our power as project managers to eliminate the roadblocks
00:25:34 - that are preventing our team members from being as effective
00:25:38 - as possible. Ensuring they have access to the resources. Can
00:25:43 - they get into the building?
00:25:46 - May sound oversimplified,
00:25:49 - but there may be instances where the building has 24-hour security
00:25:53 - requirements and the team member can only be inside the building
00:25:57 - from 7 AM to 7 PM. You have some IT people who are extremely
00:26:02 - early risers who want to be in the building before seven. You
00:26:06 - have other IT team members who are extreme night owls and want
00:26:09 - to be in the building past seven
00:26:12 - PM. Ensuring they have access to the resources. Ensure they can
00:26:15 - get at the code libraries.
00:26:20 - Do their user IDs have the appropriate rights and permissions
00:26:23 - to get out the information that they need? Do their user IDs
00:26:27 - have the appropriate rights and permissions to get at the data
00:26:30 - that they need to test their programs? So ensuring our team has
00:26:34 - access to all of the right resources, ensuring that any decisions
00:26:39 - on their issues,
00:26:41 - on their challenges
00:26:44 - that they're reporting on their weekly status reports are resolved.
00:26:48 - Taking those issues, those challenges forward to the sponsor,
00:26:53 - taking those issues and challenges forward to your IT manager,
00:26:56 - taking those issues and challenges forward and getting effective
00:27:00 - decisions to keep our team members working productively, basically
00:27:06 - securing commitment that everything within the power and authority
00:27:11 - of Steve and within the power and authority of the organization
00:27:15 - to enact is going to be put in place to keep our team working
00:27:21 - as productively as possible, and obtaining the optimal project
00:27:26 - performance from our team, which is our last discussion point
00:27:30 - for this nugget, optimizing the project performance. What can
00:27:34 - we do to deliver the project smarter? I've talked about using
00:27:39 - better tools, getting the right software, getting the right computers,
00:27:44 - getting computers with enough memory, with enough horsepower
00:27:48 - in the CPU to allow our team members to work effectively. Finding
00:27:53 - others in the organization that have done it before or going
00:27:57 - out and buying third party software tools that were going to
00:28:01 - allow the team members to work effectively. We want to reuse.
00:28:06 - We want to buy tools. We don't want to invent. We don't want
00:28:10 - to sit spinning the wheels. We need our team to work smarter,
00:28:15 - not harder, and our job as project managers is to remove the
00:28:20 - roadblocks, to listen to the team, to deal with their issues,
00:28:24 - to deal with their concerns, and put the wheels in place, put
00:28:29 - the processes in place, allowing the team to be productive so
00:28:33 - that when we are gathering their actuals,
00:28:37 - gathering their ETCs, we know they are working as effectively
00:28:41 - as possible. And therefore, when we take those actuals and we
00:28:44 - take those ETCs and we plug them into our schedule, we know we
00:28:48 - are getting a realistic optimized view of what it's going to
00:28:53 - take to complete our project and give us that proactive view
00:28:57 - as to whether the project is going to be delivered on schedule
00:29:01 - and on budget to specification, or whether there is going to
00:29:05 - be some project delivery challenges,
00:29:07 - which summarized this nugget on project tracking. Managing the
00:29:12 - status, getting real
00:29:15 - actuals as opposed to fake actuals, and realistic
00:29:23 - ETCs from the team, understanding what their issues are,
00:29:28 - understanding what their challenges are, taking all of that,
00:29:33 - building it, consolidating
00:29:37 - into the project status
00:29:43 - on a weekly, on a monthly, and on a quarterly basis, presenting
00:29:49 - that to the sponsor and the stakeholder community to keep them
00:29:52 - appraised of how well the project is doing, and taking the information
00:29:57 - from our team members to eliminate the roadblocks and optimize
00:30:01 - the project performance is the support that we as project managers
00:30:06 - will be doing during the project execution phase of our project.
00:30:11 - And with that, we conclude 3.0 Project Execution and Delivery
00:30:16 - and pave the way for the next series in this
00:30:21 - nugget process, which is 4.0 The Change, the Control, and the
00:30:25 - Communication, the activities we, as project managers, do during
00:30:31 - the execution of the project.
00:30:34 - This concludes our Nugget on Project Delivery Management, or
00:30:38 - as I have focused on, Project Tracking. I hope this module has
00:30:42 - been informative for you, and thank you very much for viewing.

Project Change Management

Project Risk Management

Project Quality Management

Project Delivery Management

Earned Value Management

Project Communication Management

Project Closure

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Steve Caseley

Steve Caseley

CBT Nuggets Trainer

Certifications:
PMI-PMP, PMI-ACP, PMI-SP, Project+

Area Of Expertise:
Project Management, MS Project, Development Methodologies, Agile Development

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