PMP PMBOK 6th

PMP
PREPARATION
COURSE
ashrafnur89@gmail.comAshraf Osman, MBA, PMP
Based o PMBOK Guide®, 6th Edition
MBA, PMP
A s h r a f O s m a n

NOTICE
Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well.
it is my pleasure to share this slides with you. I spent almost 3 months to prepare them.
Feel free to share it with your friends but please, don't use them for commercial use.
Sorry for the ugly picture
MBA, PMP

OVERVEIW
About PMP exam
to pass the exam
PERCENT IS REQUIRED
25 questions are
pretest questions,
which don’t count .
They are scattered
throughout the exam.
QUESTIONS
to complete the
exam
HOURS
61 200 4
MBA, PMP

OVERVEIW
About PMP exam
The cost of the exam
for PMI members &
$555 for non-members.
membership cost is
$139
DOLLAR
Are tha validity of the
certificate
YEARS
Must be earned to
maintain the
certificate
PDUs
405 3 60
MBA, PMP

INTRODUCTION TO PMP EXAM
THE EXAM CONSISTS OF 5 BASIC
DOMAINS:
Initiating: 23 questions
Planning: 42 questions
Executing: 53 questions
Monitoring & Controlling: 43 questions
Closing: 14 questions
Initiating
13%
planning
24%
Executing
30%
Monitor& Control
25%
Closing
8%
MBA, PMP

INTRODUCTION
TO PROJECT
MANAGEMENT
PMP PREPARATION COURSE
BY: ASHRAF OSMAN, MBA, PMP
MBA, PMP

A TEMPORARY ENDEAVOR
UNDERTAKEN TO CREATE UNIQUE
PRODUCTS, SERVICES OR RESULT.
WHAT IS THE PROJECT?
MBA, PMP

WHY ARE
PROJECTS
UNDERTAKEN?
LEGAL
REQUIREMENT
MARKET
DEMAND
ORGANIZATION
NEED
CUSTOMER
REQUEST

PROJECT VS OPERATION
TEMPORARY ONGOING
UNIQUE REPETITIVE
ENDS WHEN
OBJECTIVES
ARE MET
DOES NOT
END WHEN
OBJECTIVES
ARE MET
MBA, PMP

WHATS IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS THE APPLICATION OF
PROCESSES, KNOWLEDGE, SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT OBJECTIVES.
MBA, PMP

THE PROJECT CONSTRAINTS
SCOPE
THE
PROJECT
TIME
QUALITY
RESOURCES
RISK
COST
MBA, PMP

WHAT IS THE
PROGRAM?
A PROGRAM IS A GROUP OF
RELATED PROJECTS, SUBSIDIARY
PROGRAMS, AND PROGRAM
ACTIVITIES MANAGED IN A
COORDINATED WAY TO OBTAIN
BENEFITS AND CONTROL NOT
AVAILABLE FROM MANAGING THEM
INDIVIDUALLY
PROGRAM MANAGEMENT
FOCUSES ON INTERDEPENDENCIES
OF PROJECTS AND DESCRIBES
THE BEST APPROACH TO
ACHIEVE PROGRAM OBJECTIVES
MBA, PMP

WHAT IS THE
PORTFOLIO?
A PORTFOLIO IS A COLLECTION
OF PROJECTS, PROGRAMS,
SUBSIDIARY PORTFOLIOS, AND
OPERATIONS MANAGED AS A
GROUP TO ACHIEVE STRATEGIC
OBJECTIVES.
MBA, PMP

LIFE
C O M P A N Y . C O M
PROJECT
CYCLE

PROJECT PHASE
DELIVERABLE
PHASE
A DELIVERABLE is a measurable, verifiable work product.
Is a collection of logically related project activities that
culminates in the completion of one or more
deliverables.
MBA, PMP

INPUTS TOOLS &
TECHNIQUES
OUTPUTS
PROJECT MANAGEMENT PROCESSES
Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques.
MBA, PMP

INPUTS TOOLS &
TECHNIQUES
OUTPUTS
PROJECT MANAGEMENT PROCESSES
Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques.
MBA, PMP
PROCESS GROUPS
Grouping of project management
processes to achieve specific
project objectives. Five Project
Management Process Groups:
1. Initiating Process Group
2. Planning Process Group
3. Executing Process Group
4. Monitor & Controlling Process Group
5. Closing Process Group
Identified area described in terms
of its component processes,
practices, inputs, outputs, tools,
and techniques.
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Managemen
10. Project Stakeholder Management
KNOWLEDGE AREAS
MBA, PMP

INITIATING PLANNING EXECUTING
MONITORING
& CONTROLLING
CLOSING
4.1 Develop Project
Charter
4.2 Develop Project
Mgmt Plan
4.3 Direct & Manage
Project Work
4.4 Manage Project
Knowledge
4.5 Monitor & Control
Project Work
4.6 Perform Integrated
Change Control
13.1 Identify
Stakeholders
13.2 Plan Stakeholder
Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder
Engagement
5.1 Plan Scope mgmt
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6.1 Plan Schedule Mgmt
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
11.1 Plan Risk mgmt
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.7 Monitor Risks
12.1 Plan Procurement Mgmt 12.3 Control Procurements
7.1 Plan Cost Mgmt
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
9.1 Plan Resource mgmt
9.2 Estimate Activity Resources
9.6 Control Resources
8.1 Plan Quality Mgmt 8.3 Control Quality
4.7 Close
Project
or Phase
8.2 Manage Quality
10.1 Plan Communications 10.3 Monitor Communications10.2 Manage Communications
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
11.6 Implement Risk
Responses
12.2 Conduct Procurements
INTEGRATION
SCOPE
SCHEDULE
COST
QUALITY
RESOURCE
COMMUNICATIONS
RISK
PROCUREMENT
STAKEHOLDER

PROJECT
MANAGEMENT DATA
AND INFORMATION
THEY ARE THREE
WORK
PERFORMANCE
DATA
Therawobservations
andmeasurements
identifiedduring
activitiesperformedto
carryouttheproject
work.
Theperformancedata
collectedfromvarious
controllingprocesses,
analyzedincontextand
integratedbasedon
relationshipsacross
areas.
Thephysicalorelectronic
representationofwork
performanceinformation
compiledinproject
documents,whichis
intendedtogenerate
decisionsorraiseissues,
actions,orawareness.
MBA, PMP
WORK
PERFORMANCE
INFORMATION
WORK
PERFORMANCE
REPORTS

TAILORING
The appropriate project management
processes, inputs, tools, techniques, outputs,
and life cycle phases should be selected to
manage a project. This selection activity is
known as tailoring project management to the
project.
Tailoring is necessary because each project is
unique; not every process, tool, technique,
input, or output identified in the PMBOK®
Guide is required on every project
MBA, PMP

PROJECT
MANAGEMENT OFFICE
(PMO)
Managing shared resources across all projects
administered by the PMO
Identifying and developing project management
methodology, best practices, and standards
Coaching, mentoring, training, and oversight
Monitoring compliance with project
management standards, policies, procedures,
and templates by means of project audits
Developing and managing project policies,
procedures, templates, and other shared
documentation
Coordinating communication across projects
MBA, PMP

TYPES OF PMOS
THEY ARE THREE
SUPPORTIVE
Providesaconsultative
roletoprojectsby
supplyingtemplates,best
practices,training,access
toinformationand
lessonslearnedfrom
otherprojects.
Thedegreeof
controlislow
Provides supportand
requirecompliance
throughusingspecific
templates,formsand
tools,orconformance
togovernance.
Thedegreeofcontrol
ismoderate.
Takescontrolofthe
projectsbydirectly
managingtheprojects.
Thedegreeof
control ishigh.
CONTROLLING DIRECTIVE
MBA, PMP

ENTERPRICE
ENVIRONMENTAL FACTORS
ORGANIZATIONAL
PROCESS ASSETS
MBA, PMP

ENTERPRISE
ENVIRONMENTAL FACTORS
(EEF)
CONDITIONS, NOT UNDER THE
CONTROL OF THE PROJECT TEAM
INFLUENCE THE PROJECT.
IT INCLUDES:
1. ORGANIZATIONAL STRUCTURE
(FUNCTIONAL …ETC)
2. ORGANIZATIONAL CULTURE
3. GOVERNMENTAL/INDUSTRY STANDARDS
4. INFRASTRUCTURE
5. EXISTING HUMAN RESOURCES
6. PERSONNEL ADMINISTRATION
7. ORGANIZATION’S WORK
AUTHORIZATION SYSTEM
8. MARKETPLACE CONDITIONS
9. STAKEHOLDERS’ RISK TOLERANCE
10. PROJECT MANAGEMENT INFORMATION
SYSTEM
PLANS, PROCESSES, POLICIES,
PROCEDURES & KNOWLEDGE BASES
SPECIFIC TO & USED BY THE
PERFORMING ORGANIZATION
1. ORGANIZATIONAL PROCESSES,
STANDARDS & PROCEDURES
2. TEMPLATES
3. ORGANIZATIONAL KNOWLEDGE BASE
4. LESSONS LEARNED
ORGANIZATIONAL
PROCESS ASSETS
(OPA)
MBA, PMP

ORGANIZATIONAL
STRUCTURE TYPES
MBA, PMP

FACTORS IN
ORGANIZATION
STRUCTURE SELECTION
Degree of alignment with organizational objectives
Specialization capabilities
Span of control, efficiency, and effectiveness
Clear path for escalation of decisions
Clear line and scope of authority
Delegation capabilities
Accountability assignment
Responsibility assignment
Adaptability of design
Simplicity of design
Efficiency of performance
Cost considerations
Physical locations (e.g., colocated, regional, and
virtual)
Clear communication (e.g., policies, status of work
and organization’s vision).
MBA, PMP

Work Groups
Arranged by:
P.M
Authority
P.M
Role
Resource
Availability
Project
Budget
Administrative
Staff
Flexible; people
working
side-by-side
Little or none Part-time Owner Little or none
Job being done
Little or none Part-time Functional
manager
Part-time
One of: product;
production
Little or none Part-time Functional
manager
Part-time
By job function,
with P.M as a
function
Moderate to
high
Full-time Project
manager
Full-time
Job function Low Part-time Functional
manager
Part-time
Job function Low to
moderate
Part-time Mixed
Mixed
Part-time
Project
Network
structure
Mix of other
types
Low to
moderate
Mixed Mixed
Mix of other
types
Organizational
Structure Type
Organic or
Simple
Functional
Multi-divisional
Matrix – strong
Matrix – weak
Matrix –
Balanced
Project-oriented
Virtual
Hybrid
PMO
High to almost
total
Little or none
Little or none
Little or none
Moderate to
high
Low to
moderate
Low to
moderate
High to almost
total
High to almost
total
Low
Mixed
High to almost
total
Full-time
Full-time
Full-time
Project
Manager
Mixed Mixed
Project
Manager
Full-time
Full-time
Full/Part
-time
ORGANIZATIONAL STRUCTURES ON
PROJECTS

THANK YOU
https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
ADD/FOLLOW ME ON LINKEDIN PROFILE : ASHRAF OSMAN, MBA, PMP
ASHRAF OSMAN, MBA, PMP | 0530392489 | RIYADH, SAUDI ARABIA
MBA, PMP
Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel

THE ROLE
OF THE PROJECT MANAGER
PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489

O V E R V E I W
The project manager plays a
critical role in the leadership
of a project team in order to
achieve the project’s
objectives. This role is clearly
visible throughout the
project. Many project
managers become involved in
a project from its initiation
through closing.
A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P

R P R O J E C T
M A N A G E R
& O R C H E S T R A
C O N D U C T O R
A simple analogy may help in
understanding the roles of a
project manager for a large
project by comparing them to
the roles of a conductor for
a large orchestra
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P

T H E R O L E S
O F T H E
P R O J E C T
M A N A G E R
Leading the team
Having knowledge,
understanding, and
experience
Having management
knowledge as well as
technical knowledge,

D E F I N I T I O N
O F T H E
P R O J E C T
M A N A G E R
The project manager is the person
assigned by the performing
organization to lead the team that
is responsible for achieving the
project objectives.

THE PROJECT
MANAGER’S SPHERE
OF INFLUENCE
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M
Project managers fulfill numerous roles within their sphere
of influence. These roles reflect the project manager’s
capabilities and the added value of the project
management profession.
PROJECT
INDUSTRY
ORGANIZATION
DISCIPLINE

C O M P E T E N C E S
of the Project Manager
TECHNICAL
PROJECT
MANAGEMENT
LEADERSHIP
OF THE
TEAM
STRATEGIC
AND BUSINESS
MANAGEMENT

T H E P M I
T A L E N T
T R I A N G L E ®
TECHNICALP.M
LEADERSHIP
STRATEGIC &
BUSINESS
MANAGEMENT

INTEGRATION
P E R F O R M I N G

T H E I N T E G R A T O R
The role of the project manager when performing
integration on the project

W o r k i n g w i t h t h e
p r o j e c t s p o n s o r t o
u n d e r s t a n d t h e
s t r a t e g i c
o b j e c t i v e s
E n s u r e t h e
a l i g n m e n t o f t h e
p r o j e c t o b j e c t i v e s
a n d r e s u l t s w i t h
b u s i n e s s
a r e a s .
G u i d i n g t h e t e a m
t o w o r k t o g e t h e r t o
f o c u s o n w h a t i s
r e a l l y e s s e n t i a l
T h e i n t e g r a t i o n o f
p r o c e s s e s ,
k n o w l e d g e , a n d
p e o p l e .

THANKS!
follow me on LinkedIn: Ashraf Osman, MBA, PMP
0530392489

PROJECT
I N T E G R A T I O N
M A N A G E M E N T
A S H R A F O S M A N , M B A , P M P
MBA, PMP

INTEGRATION
THIS KNOWLEDGE AREA IS
ALL ABOUT INTEGRATING
ALL OTHER KNOWLEDGE
AREAS, IT CONSISTS OF:
DEVELOP PROJECT
CHARTER
DEVELOP PROJECT
MANAGEMENT PLAN
DIRECT AND MANAGE
PROJECT WORK
MANAGE PROJECT
KNOWLEDGE
MONITOR AND CONTROL
PROJECT WORK
PERFORM INTEGRATED
CHANGE CONTROL
CLOSE PROJECT OF PHASE

P R O J E C T L I F E C Y C L E .
D E V E L O P M E N T L I F E C Y C L E
M A N A G E M E N T A P P R O A C H E S
K N O W L E D G E M A N A G E M E N T
L E S S O N S L E A R N E D
TAILORING CONSIDERATIONS
U S E O F A U T O M A T E D T O O L S
U S E O F V I S U A L M A N A G E M E N T T O O L S
P R O J E C T K N O W L E D G E M A N A G E M E N T
E X P A N D I N G T H E P R O J E C T M A N A G E R ’ S
R E S P O N S I B I L I T I E S
H Y B R I D M E T H O D O L O G I E S
TRENDS AND EMERGING PRACTICES

Develop
Project Charter
The process of developing a document that formally
authorizes the existence of a project and provides the
project manager with the authority to apply
organizational resources to project activities.
Here where the initial planning or high-level planning
is started

Develop Project
Charter
Establishes a partnership
between the performing and
requesting organizations.
Project Manager is identified
Provides Project Manager with
the authority to use resources
to the project
Provides Project Manager with
the reporting authority
issued by project
initiator/sponsor (external to
project), who is funding the
project.
IMPORTANCE

DEVELOP PROJECT CHARTER
1- Business documents
• Business case
• Benefits mgmt plan
2- Agreements
3- OPA 4- EEF
1- Expert Judgement & Meeting
2- Interpersonal and team skills
• Conflict management
• Facilitation
3- Data gathering
• Brainstorming
• Focus groups
• Interviews
1- Project Charter
2- Assumption log
INPUTS TOOLS &
TECHS
OUTPUTS
MBA, PMP

DEVELOP
PROJECT
CHARTER
(INPUTS)
ENTERPRISE
ENVIRONMENTAL
FACTORS
BUSINESS
DOCUMENTS
AGREEMENTS
Determines whether or
not the project is worth
the required investment
Include but are not
limited to:
Government or
industry standards
Legal and regulatory
requirements
Marketplace
conditions
Organizational culture
When a project is being
performed for an
external customer. It also
includes agreement with
the project manager to
start working on the
porject
BUSINESS CASE

Contents of
the Charter
1. Purpose / Justifications
2. Project objectives and success
criteria
3. High-level requirements
4. High-level project description
5. High-Level Risks
6. Summary of Milestone
schedule
7. Summary budget
8. Project approval requirements
9. Assigned project manager and
authority
10. Name and authority of the
sponsor

DEVELOP
PROJECT
MANAGEMENT
PLAN
The process of defining,
preparing, and
coordinating all subsidiary
plans and baselines and
integrating them into a
comprehensive project
management plan.

PROJECTMANAGEMENTPLAN
Project Management Plan contents vary upon application area
It is progressively elaborated
Explains how plan is executed, monitored and controlled and
closed
Project Management Plan integrates and consolidates the
subsidiary management plans and baselines
Descriptions of Tools and Techniques selected for use
How work is executed
How Change is Monitored and Controlled
How is Configuration Management performed?
How are Performance measurement baselines maintained?
How are communications established?
How are Risks managed?
How is Quality managed?
MBA, PMP
MBA, PMP

I N P U T S
1. PROJECT CHARTER
2. OUTPUTS FROM OTHER
PROCESSES
3. EEF 4. OPA
T O O L S & T E C H S
1. EXPERT JUDGEMENT
2. DATA GATHERING
3. INTERPERSONAL &
TEAM SKILLS
4. MEETINGS
O U T P U T S
1- PROJECT MGMT PLAN
DEVELOP
PROJECT MANAGEMENT PLAN
MBA, PMP

I T L I S T S A L L O F T H E H I G H - L E V E L
D E T A I L S F O R Y O U R P R O J E C T + Y O U
C A N ’ T S T A R T P L A N N I N G W I T H O U T A
C H A R T E R .
PROJECT CHARTER
P L A N N I N G P R O C E S S E S : A L L O F T H E
B A S E L I N E S A N D P L A N N I N G P R O C E S S E S
I N K N O W L E D G E A R E A S
E X E C U T I O N – M O N I T O R I N G A N D
C O N T R O L L I N G P R O C E S S E S : O U T P U T S
F R O M E – M & C I N C L U D I N G T H E C H A N G E
R E Q U E S T .
I N P U T S
T O
D E V E L O P
P R O J E C T
M G M T
P L A N
OUTPUTS FROM OTHER PROCESSES

B A S I C P L A N S
FROM SCOPE MGMT.
PLAN TO
STAKEHOLDERS
MGMT. PLAN
B A S E L I N E S
SCOPE, TIME & COST
BASELINES
=
PROJECTMANAGEMENT
PLAN
9
3
MBA, PMP

DIRECT
AND
MANAGE
PROJECT
WORK
The process of leading
and performing the
work defined in the
project management
plan and implementing
approved changes to
achieve the project’s
objectives
MBA, PMP

OUTPUTS
DIRECT & MANAGE PROJECT WORK
TOOLS &
TECHNIQUES
INPUTS
1. Project Mgmt Plan
2. Project documents
3.Approved change
requests
4. OPA & EEF
1. Expert Judgment
2. Project Mgmt
Information System
3. Meetings
1. Deliverables
2. Work
Performance Data
3. Change Requests
4. Issue log
5. Project Mgmt Plan
updates
6. Project Document
updates
7. OPA updates

Any output produced : e.g.
product , service , results ,
reports , documents ….etc.
DELIVERABLE
Corrective action: An intentional
activity that re-aligns the
performance of the project work
with the project management
plan;
Preventive action—An
intentional activity that ensures
the future performance of the
project work is aligned with the
project management plan;
Defect repair—An intentional
activity to modify a
nonconforming product or
product component; and/or
Updates — reflect modified or
additional ideas or content.
APPROVED
CHANGE
REQUESTS
Inputs
MBA, PMP

ANY OUTPUT PRODUCED: E.G.
PRODUCT, SERVICE, RESULTS,
REPORTS, DOCUMENTS ….ETC.
DELIVERABLE
THE RAW OBSERVATIONS AND
MEASUREMENTS IDENTIFIED DURING
ACTIVITIES BEING PERFORMED TO CARRY
OUT THE PROJECT WORK. DATA IS
GATHERED THROUGH WORK EXECUTION
AND PASSED TO THE CONTROLLING
PROCESSES OF EACH PROCESS AREA
FOR FURTHER ANALYSIS. IT’S CALLED
“STATUS REPORT’
WORK
PERFORMANCE
DATA
Outputs

1. EXPERT JUDGMENT
2. KNOWLEDGE MGMT
3. INFORMATION MGMT
4. INTERPERSONAL & TEAM
SKILLS
1.PROJECT MGMT PLAN
2. PROJECT DOCUMENTS
• LESSONS LEARNED REGISTER
• PROJECT TEAM ASSIGNMENTS
• RESOURCE BREAKDOWN
STRUCTURE
• SOURCE SELECTION CRITERIA
• STAKEHOLDER REGISTER
3. DELIVERABLES
4. EEF 5. OPA
1. LESSONS LEARNED
REGISTER
2. PROJECT MGMT PLAN
UPDATES
UPDATES
INPUTS TOOLS
& TECH
OUTPUTS
M A N A G E
P R O J E C T
K N O W L E D G E
THE PROCESS OF USING EXISTING KNOWLEDGE AND CREATING NEW KNOWLEDGE TO ACHIEVE
THE PROJECT’S OBJECTIVES AND CONTRIBUTE TO ORGANIZATIONAL LEARNING.

MONITOR AND
CONTROL
PROJECT WORK
THE PROCESS OF TRACKING,
REVIEWING, AND REPORTING
PROJECT PROGRESS AGAINST
THE PERFORMANCE OBJECTIVES
DEFINED IN THE PROJECT
MANAGEMENT PLAN.
IT IS ABOUT COMPARING THE
PLAN VS ACTUAL WORK
MBA, PMP

MONITOR AND
CONTROL
PROJECT WORK
IT INCLUDES
1. Comparing actual project
performance against project
plan.
2. Assess and implement
needed corrective / preventive
actions
3. Analyzing and tracking and
monitoring Project risks and
implementing risk responses
accordingly
4. Monitoring Implementation of
approved changes
MBA, PMP

MONITOR AND CONTROL PROJECT WORK
• COST FORECASTS
• MILESTONE LIST
• QUALITY REPORTS
• RISK REGISTER
• RISK REPORT
• SCHEDULE FORECASTS
3. AGREEMENTS
4. WORK PERFORMANCE
INFORMATION
5. EEF 6. OPA
1. EXPERT JUDGMENT
& MEETINGS
2. DATA ANALYSIS
• ALTERNATIVES ANALYSIS
• COST-BENEFIT ANALYSIS
• EARNED VALUE ANALYSIS
• ROOT CAUSE ANALYSIS
• TREND ANALYSIS
• VARIANCE ANALYSIS
.3 DECISION MAKING
1. CHANGE REQUESTS
2. WORK
PERFORMANCE
REPORTS
3. PROJECT
MANAGEMENT PLAN
UPDATES
4. PROJECT DOCUMENT
UPDATES
OUTPUTSTOOLS &
TECHNIQUES
INPUTS

A R E D E R I V E D F R O M P R O G R E S S
V S T H E S C H E D U L E B A S E L I N E
A R E D E R I V E D F R O M P R O G R E S S
V S T H E C O S T B A S E L I N E
I N C L U D E S Q U A L I T Y M A N A G E M E N T
I S S U E S ; R E C O M M E N D A T I O N S F O R
P R O C E S S , P R O J E C T , A N D P R O D U C T
I M P R O V E M E N T S A N D T H E S U M M A R Y
O F F I N D I N G S F R O M T H E C O N T R O L
Q U A L I T Y P R O C E S S .
S C H E D U L E F O R E C A S T S
C O S T F O R E C A S T S
Q U A L I T Y R E P O R T S

WORK
PERFORMANCE
DATA
WORK
PERFORMANCE
REPORTS
WORK
PERFORMANCE
INFORMATION
The raw observations and
measurements identified during
activities being performed to carry out
the project work
information resulted from when
these raw measurement are
analyzed
Is the summation of WPI in physical
or electronic form

P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L
T H E P R O C E S S O F R E V I E W I N G A L L C H A N G E R E Q U E S T S ;
A P P R O V I N G / R E J E C T I N G C H A N G E S A N D M A N A G I N G
C H A N G E S T O D E L I V E R A B L E S , O R G A N I Z A T I O N A L
P R O C E S S A S S E T S , P R O J E C T D O C U M E N T S , A N D T H E
P R O J E C T M A N A G E M E N T P L A N ; A N D C O M M U N I C A T I N G
T H E I R D I S P O S I T I O N .

PERFORM
INTEGRATED
CHANGE
CONTROL
THIS PROCESS
INCLUDES THE
FOLLOWING
CHANGE
MANAGEMENT
ACTIVITIES:
01 Identifying the
change need
or change
occurred.
03 Reviewing
and
approving
change
requests
02
Ensuring only
approved
changes are
implemented
04 Managing
approved
changes
MBA, PMP

1. EXPERT JUDGMENT
2. MEETINGS
3. CHANGE CONTROL
TOOLS
4. DATA ANALYSIS
• ALTERNATIVES
ANALYSIS
• COST-BENEFIT
ANALYSIS
5. DECISION MAKING
1.PROJECT
MANAGEMENT PLAN
2. WORK PERFORMANCE
REPORTS
3. CHANGE REQUESTS
4. EEF
5. OPA
1. APPROVED CHANGE
REQUEST
2. PROJECT
MANAGEMENT PLAN
UPDATES
UPDATES
INPUTS TOOLS
& TECH
OUTPUTS
P E R F O R M
I N T E G R A T E D
C H A N G E
C O N T R O L

RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE
REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT
PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL
MANAGERS, TECHNICAL TEAM MEMBERS…ETC.
CHANGE CONTROL BOARD

Close
Project or
Phase
INPUTS
1. Project Management Plan
2. Accepted Deliverables 3. OPA
4. Project charter
6. Agreements
7.Procurement documentation
8. Business documents
T&T
1. Expert Judgment
2. Data analysis
• Document analysis
• Variance analysis
3. Meetings
OUTPUTS1. Final Product, Service or result transition
2. Updated Organizational Process Assets
3. Final Report 4. Project documents updates
T h e p r o c e s s o f
f i n a l i z i n g a l l
a c t i v i t i e s a c r o s s
a l l o f t h e P r o j e c t
M a n a g e m e n t
P r o c e s s G r o u p s
t o f o r m a l l y
c o m p l e t e t h e
p h a s e o r p r o j e c t .
MBA, PMP

THANK YOU.
I hope you enjoyed
my presentation.
ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/

PMP PREPARATION
COURSE
PROJECT SCOPE MANAGEMENT
ASHRAF OSMAN, MBA, PMP
MBA, PMP

DEFINE SCOPECOLLECT REQUIREMENTSPLAN SCOPE MANAGEMENT
Plan out all of the
work you’ll do to
define your scope,
make sure the team
is planning to do the
right work, and
control it.
Find out all of the
stakeholders’ needs
and write them down
so that you know
what to build and
your requirements
can be measured and
tracked.
Detailed description
of the work that will
be done and
produced.
OVERVIEW

CONTROL SCOPE
OVERVIEW
VALIDATE SCOPECREATE WBS
The process of
subdividing project
deliverables and
project work into
smaller, more
manageable
components.
The process of
formalizing
acceptance of the
completed project
deliverables.
The process of
monitoring the
status of the project
and product scope
and managing
changes to the
scope baseline.

PROJECT SCOPE MANAGEMENT
Features and functions of the
product of the project
Completion of product scope is
measured against the requirements
The work needed to create product
of the project
Completion of a project is measured
against the plan
Project ScopeProduct Scope
CONSISTS OF :
MBA, PMP

TAILORING
CONSIDERATIONS
1 - K n o w l e d g e & r e q u i r e m e n t s
m a n a g e m e n t
2 - V a l i d a t i o n a n d c o n t r o l
3 - D e v e l o p m e n t a p p r o a c h
4 - S t a b i l i t y o f r e q u i r e m e n t s
5 - G o v e r n a n c e .
MBA, PMP

PLAN SCOPE
MANAGEMENT
T H E P R O C E S S O F
C R E A T I N G A S C O P E
M A N A G E M E N T P L A N
T H A T D O C U M E N T S H O W
T H E P R O J E C T S C O P E
W I L L B E D E F I N E D ,
V A L I D A T E D , A N D
C O N T R O L L E D .
I T F I G U R E S O U T W H A T
W O R K Y O U ’ L L D O A N D
W H A T ’ S O U T O F S C O P E .
MBA, PMP

INPUTS
TOOLS &
TECHNIQUES
OUTPUTS
1. Project management plan
2. Project Charter
3. OPA
4. EEF
1. Expert Judgement
2. Meetings
3. Data analysis
• Alternatives analysis
1. Scope management plan
2. Requirements management plan

SCOPE
MANAGEMENT
PLAN
Helps to prepare a detailed project
scope statement
Enables the creation of the WBS from
the detailed project scope statement
Establishes how the WBS will be
maintained and approved
Specifies how formal acceptance of
the completed project deliverables
will be obtained

REQUIREMENTS
MANAGEMENT
PLAN
It describes how requirements will
be collected, analyzed, documented,
and managed.
How codification of requirements
will be planned, tracked and reported
Description of requirements
prioritization.
How traceability structure is defined.
MBA, PMP

The process of determining, documenting, and
managing stakeholder needs and requirements
to meet project objectives.
By sitting down with all of the stakeholders for
your project and working out what their needs
are, and that’s what you do in the Collect
Requirements process
COLLECT REQUIREMENTS
MBA, PMP

COLLECT REQUIREMENTS
INPUTS
1. Project mgmt plan
• Scope mgmt plan
• Requirements mgmt
plan
2. Project charter
5. Agreements
6. OPA 7. EEF
TOOLS
&
TECHNIQUES
1. Expert judgment
2. Data gathering
3. Data analysis
4. Decision making
5. Data representation
6. Interpersonal and team
skills
7. Context diagram
8. Prototypes
OUTPUTS
1. Requirements
Documentation
2. Requirements
Traceability Matrix
MBA, PMP

PROJECT
MGMT PLAN
PROJECT
DOCUMENTS
BUSINESS
DOCUMENTS
It contains plans like:
1-Scope plan:
how scope will be defined
2-Requirements plan:
how requirements will be
collected, analyzed
3-Stakeholder plan:
how to work with
stakeholders to collect
their requirements
It contains documents like:
1-Stakeholder Register
identify stakeholders
who can provide information
on the requirements.
2-Lessons learned register
provide
information on effective
requirements collection
techniques
It contains business
case, which can
describe required,
desired, and optional
criteria for meeting the
business needs.
INPUTS (EXPLANATIONS)

Expertise from individuals or
groups in what and how to
collect requirements
EXPERT
JUDGMENT01
By Brainstorming, Interviews,
Focus groups & Questionnaires.
DATA
GATHERING02
1. Unanimity
2. Majority
3. Plurality
4. Autocratic
DECISION
MAKING03
Document analysis like:
- Agreements;
- Business plans;
- Business process
DATA
ANALYSIS04

Includes: Nominal group
technique & Observation/
conversation.
INTERPERSONAL
AND TEAM
SKILLS
05
Data representation techniques can
include:
Affinity diagrams & Mind mapping
DATA
REPRESENTATION06
Prototyping is a method of
obtaining early feedback on
requirements by providing a
model of the expected product
before actually building it.
PROTOTYPES07
It shows the boundaries of the
product scope by highlighting
the product and its interfaces
with people, processes, or
systems
CONTEXT
DIAGRAMS08

OUTPUTS
1.REQUIREMENTS
DOCUMENTATION
Contains:
1. Business needs
2. Functional Requirements
3. Non-Functional Requirements
4. Quality Requirements
5. Acceptance Criteria
2.REQUIREMENTS
TRACEABILITY MATRIX
To trace the collected requirements
MBA, PMP

DEFINE
SCOPE
• Scope management plan
2. Project charter
• Requirements documentation
4. OPA 5. EEF
INPUTS
1. Expert judgment
2. Product analysis
3. Data analysis
4. Decision making
5. Interpersonal and team skills
The process of developing a
detailed description of the project
and product.
it describes the project, service, or
result boundaries by defining which
of the requirements collected will be
included in and excluded from the
project scope.
TOOLS & TECH
1. Project Scope Statement
2. Project Document Updates
OUTPUTS
MBA, PMP

INTERPERSONAL & TEAM SKILLS
DEFINE SCOPE (T&T)
PRODUCT ANALYSISDATA ANALYSIS
Alternatives analysis
can be used to
evaluate ways to
meet the
requirements and
the objectives
identified in
the charter.
It includes asking
questions about a
product or service
and forming answers
to describe the use,
characteristics, and
other relevant
aspects
The goal is to reach
a cross-functional &
common
understanding of
the project
deliverables and
project
& product
boundaries.

PROJECT SCOPE
STATEMENT
(OUTPUT)
Project Scope Statement defines
what work will be performed and
what work is excluded.
Project Scope Description
Product Acceptance Criteria
Project Deliverables
Project exclusions
Project Constraints & Assumptions
MBA, PMP

CREATE WBS
The process of subdividing
project deliverables and project
work into smaller, more
manageable components called
work packages
MBA, PMP

EXAMPLEWBS
1. STRUCTURAL 2. UTILITIES 3. FINISHING
1. 1 EXCAVATION
1.2 FOUNDATION
1.3 FRAMING
2.1 HVAC
2.2 PLUMBING
2.3 ELECTRICAL
3.1 PAINTING
3.2 WINDOWS
3.3 DECORATION
BUILDING

COST
ESTIMATING
ACTIVITY
DEFINITION
COST
BUDGETING
RESOURCE
PLANNING
RISK
PLANNING
CREATE
WBS
WBS is very important as it is an
input to FIVE core processes

CREATE WBS
INPUTS TOOLS &
TECHS
OUTPUTS
• Scope mgmt plan
• Project scope
statement
• Requirements
documentation
4. EEF 5. OPA
1. Decomposition
2. Expert judgement
1. Scope Baseline
updates
• Assumption log
• Requirements
documentation

WBS
SCOPE
STATEMENT
WBS
DICTIONARY
Deliverable-oriented
breakdown of a project
into smaller components
Document that provides a
detailed information about each
element in the WBS
Document outlines the
project's deliverables and
identify the constraints,
assumptions and key success
factors
SCOPE BASELINE
(OUTPUTS)
The scope baseline is the
approved version of a
Scope Statement + WBS
+ WBS Dictionary.
It is used as a basis for
measuring performance.
It is a component of the
project management
plan.

The process of monitoring the status of
the project and product scope and
managing changes to the scope baseline.
It allows the scope baseline to be
maintained throughout the project.
It ensures all requested changes are
processed through the Perform Integrated
Change Control process.
CONTROL
SCOPE

CONTROL SCOPE
INPUTS TOOLS &
TECHS
OUTPUTS
• Requirements
documentation
• Requirements
traceability matrix
3.Work performance
data
4. OPA
1. Data analysis
to compare the
baseline to the
actual performance
• Trend analysis
examines project
performance over
time to check it
1. Work performance
information
2. Change requests
3. Project management
plan updates
updates

SCOPE CREEP
The uncontrolled expansion of
product or project scope
without adjustments to time,
cost, and resources is referred
to as scope creep.
MBA, PMP

VALIDATE
SCOPE
V a l i d a t e S c o p e i s t h e
p r o c e s s o f t h e c u s t o m e r
a c c e p t i n g t h e p r o j e c t
d e l i v e r a b l e s .
H a p p e n s a t t h e e n d o f
e a c h p r o j e c t p h a s e o r a
m a j o r d e l i v e r a b l e s a r e
c r e a t e d
I t e n s u r e s t h a t t h e
d e l i v e r a b l e s a r e i n
a l i g n m e n t w i t h t h e
p r o j e c t s c o p e

QUALITY CONTROL VS VALIDATE SCOPE
P e r f o r m e d i n t e r n a l l y b y t h e
p r o j e c t m a n a g e r w i t h t h e
q u a l i t y m a n a g e m e n t t e a m
P e r f o r m e d e x t e r n a l l y b y
t h e c l i e n t w i t h t h e p r o j e c t
m a n a g e r .
T h e p u r p o s e o f Q C i s t o
m a k e s u r e t h e p r o d u c t i s
d e f e c t f r e e & f u l f i l l s i t s
r e q u i r e m e n t s
T h e p u r p o s e o f t h e
V a l i d a t e S c o p e i s t o g e t
f o r m a l a c c e p t a n c e f r o m t h e
c u s t o m e r
I s u s u a l l y p e r f o r m e d a t t h e
e n d o f t h e p h a s e
I s p e r f o r m e d a t t h e e n d o f
t h e p r o j e c t
T h e d e l i v e r a b l e p r o d u c e d
o u t o f t h i s p r o c e s s i s
“ V E R I F I E D D E L I V E R A B L E ”
T h e d e l i v e r a b l e p r o d u c e d
o u t o f t h i s p r o c e s s i s
“ A C C E P T E D D E L I V E R A B L E ”

VALIDATE SCOPE
INPUTS TOOLS &
TECHS
OUTPUTS
1. Project mgmt
plan
2. Project document
3. Verified
deliverables
4. Work performance
data
1. Inspection
2. Decision making
1. Work performance
information
2. Accepted
deliverables
3. Change requests
4. Project document
updates

Deliverable
Journey
Charter Project
Mgmt
Plan
Deliverable Verified
Deliverable
Accepted
Deliverable
Final
product
service or
result
Develop
Charter
Develop PMP D&M project work QC Validate
Scope
Close Project
MBA, PMP

ASHRAF OSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489
THANK YOU
NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT
MBA, PMP
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/

PROJECT TIME
MANAGEMENT
MBA, PMP

01Plan Schedule
Management
02Define Activities
03Sequence Activities
04Estimate Activity
Durations
05Develop Schedule
06Control Schedule
SCHEDULEMANAGEMENT
PROCESSES

MBA, PMP
TRENDS
AND
EMERGING
PRACTICES
01
This is a form of rolling
wave planning based on
adaptive life cycles,
such as the agile approach
for product development.
The requirements are
documented in user
stories that are then
prioritized and refined just
prior to construction & the
product features are
developed using time-
boxed periods of work.
02
On-demand scheduling
does not rely on a
schedule that was
developed previously for
the development of the
product or product
increments, but rather
pulls work from a backlog
or intermediate queue of
work to be done
immediately as resources
become available.
ITERATIVE
SCHEDULING WITH
A BACKLOG
ON-DEMAND
SCHEDULING
MBA, PMP

TAILORING
CONSIDERATIONS
What is the most
appropriate life cycle
approach that allows for
a more detailed
schedule?
How will the
presence of project
complexity,
technological
uncertainty, product
novelty, pace, or
progress tracking
impact the desired
level of control?
Is technology used to
develop, record,
transmit, receive, and
store project schedule
model information and
is it readily accessible?
LIFE CYCLE
APPROACH
RESOURCE
AVAILABILITY
PROJECT
DIMENSIONS
TECHNOLOGY
SUPPORT
What are the factors
influencing durations
(such as the correlation
between available
resources and their
productivity)?
MBA, PMP

PLAN
SCHEDULE
MANAGEMENT
The process of establishing the policies,
procedures, and documentation for
planning, developing, managing, executing,
and controlling the project schedule
MBA, PMP

PLAN
SCHEDULE
MANAGEMENT
1. PROJECT
MANAGEMENT PLAN
2. PROJECT CHARTER
3. EEF 4. OPA
1. EXPERT
JUDGEMENT
2. DATA
(ALTERNATIVES)
ANALYSIS
3. MEETINGS
1. SCHEDULE
MANAGEMENT
PLAN
INPUTS, TOOLS AND
TECHNIQUES & OUTPUTS
MBA, PMP

01 Project schedule model
development (software)
02Level of accuracy (+/- %)
03Units of measure
04Project schedule model
maintenance (update)
05Control thresholds
06Performance
Measurement(EVM)
SCHEDULEMANAGEMENTPLAN
CONTENTS

DEFINE
ACTIVITIES
THE PROCESS OF IDENTIFYING
AND DOCUMENTING THE
SPECIFIC ACTIONS TO BE
PERFORMED TO PRODUCE
THE PROJECT DELIVERABLES.
Define Activities will decompose
the work package into smaller
components, are called schedule
activities.
These activities provide a basis for
estimating, scheduling,
executing, and monitoring and
controlling the project work
MBA, PMP

DELIVERABLE
WORK
PACKAGE
ACTIVITY
CREAT WBS
DEFINE ACTIVITIES
MBA, PMP

DEFINE
ACTIVITIES
1. PROJECT
MANAGEMENT PLAN
• SCHEDULE MGMT
PLAN
• SCOPE BASELINE
3. EEF 4. OPA
1. DECOMPOSITION
2. ROLLING WAVE
PLANNING
3. EXPERT JUDGMENT
4. MEETINGS
1. ACTIVITY LIST
2. ACTIVITY ATTRIBUTES
3. MILESTONE LIST
4. CHANGE REQUESTS
UPDATES
INPUTS, TOOLS AND

ROLLING WAVE PLANNING
THE PROCESS OF PROJECT PLANNING IN
WAVES AS THE PROJECT PROCEEDS AND
LATER DETAILS BECOME CLEARER.
TOOLS & TECHNIQUES
MBA, PMP

DEFINE ACTIVITIES
List of the activities &
their description
It explain the activity list
so it includes
predecessor activities,
successor activities,
constraints, information
about resources or time
A milestone is an
activity of zero
duration that shows
an important
achievement in a
project.
ACTIVITY
LIST
OUTPUTS
ACTIVITY
ATTRIBUTE
MILESTONE
LIST

SEQUENCE
ACTIVITIES
The process of identifying and documenting
relationships among the project activities
MBA, PMP

SEQUENCE
ACTIVITIES
1. PROJECT
MANAGEMENT
PLAN
2. PROJECT
DOCUMENTS
• ACTIVITY LIST
• ACTIVITY
ATTRIBUTES
• MILESTONE
LIST
3. EEF 4. OPA
1. PRECEDENCE
DIAGRAMMING
METHOD (PDM)
2. DEPENDENCY
DETERMINATION
& INTEGRATION
3. LEADS & LAGS
4. PROJECT
MANAGEMENT
INFORMATION
SYSTEM
1. PROJECT
SCHEDULE
NETWORK
DIAGRAMS
2. PROJECT
DOCUMENTS
UPDATE
INPUTS
TOOLS &
TECHNIQUES OUTPUTS
The process of
identifying and
documenting
relationships
among the
project activities

PRECEDENCE DIAGRAMMING METHOD
PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT
THE ACTIVITIES, WHICH ARE CALLED NODES.
THE NODES ARE CONNECTED WITH ARROWS SHOWING THE
DEPENDENCIES BETWEEN ACTIVITIES.
THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).

PDM
01 1. Most frequently used
2. Describes that the
independent activity must
finish before the
dependent activity can
start
3. B doesn't start before A
is finished
e.g. foundation -concrete
03 1. The independent activity
must finish before the
dependent activity finishes
2. B doesn't finish before
A is finished
e.g. Last chapter written
(FF) Entire book completed
02 1. The independent
activity must start before
the dependent activity can
start.
2. B doesn't start before A
Starts
e.g. Project work started
(SS) Project Management
activities started
04 1. The independent activity
must start before the
dependent activity can
finish
2. This logical relationship
is seldom used
B doesn't finish before A
starts
e.g. shifts
FINISH TO START
FINISH TO FINISH
START TO START
START TO FINISH
The precedence
diagramming
method has four
logical
relationships/
dependencies

Also know as hard logic or hard
dependencies.
The nature of the work dictates the
order in which the activities should
be Performed legally or
contractually
Involves Physical limitations
Also know as preferred logic or soft
logic or preferential logic.
Defined by project management
team
Process / procedure driven or best
practices techniques
Internal to the project and
controlled by the team
External to the project
An external activity which is non-
project activity has an impact on
project activities.
MANDATORY DEPENDENCY
EXTERNAL DEPENDENCY
DISCRETIONARY DEPENDENCY
INTERNAL DEPENDENCY
DEPENDENCY DETERMINATION &
INTEGRATION
ALSO 4 DEPENDENCIES

Leads and Lags
Lead Lag
Speed up the successor
activities and require
time to be subtracted
from the start date or
the finish date of the
activity scheduled
Delay successor
activities and require
time added either to
the start date or to the
finish date of the
activity scheduled
ACTIVITY A
ACTIVITY B
LAGLEAD
ACTIVITY A
ACTIVITY B

ESTIMATE
ACTIVITY
DURATIONS
The process of estimating the number of
work periods needed to complete individual
activities with estimated resources.
MBA, PMP

ESTIMATE
ACTIVITY
DURATIONS
ESTIMATE
ACTIVITY
DURATIONS
1. PROJECT MANAGEMENT PLAN
• ACTIVITY ATTRIBUTES
• ACTIVITY LIST
• MILESTONE LIST
• RESOURCE BREAKDOWN
STRUCTURE
• RESOURCE CALENDARS
• RESOURCE REQUIREMENTS
• RISK REGISTER
3. EEF 4. OPA
.1 EXPERT JUDGMENT
.2 ANALOGOUS ESTIMATING
.3 PARAMETRIC ESTIMATING
.4 THREE-POINT ESTIMATING
.5 BOTTOM-UP ESTIMATING
.6 DATA ANALYSIS
• ALTERNATIVES ANALYSIS
• RESERVE ANALYSIS
.7 DECISION MAKING
.8 MEETINGS
.1 DURATION ESTIMATES
.2 BASIS OF ESTIMATES
.3 PROJECT DOCUMENTS UPDATES
INPUTS, TOOLS AND

ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
Also called Top-down
estimating
Most useful when the
previous similar activities
to activities being
estimated
three numbers: a
most likely , an
optimistic scenario,
and a pessimistic
The final estimate is
the average=
(O+4M+P)/6
Set some money aside
to account the risk
ANALOGOUS
ESTIMATING
PARAMETRIC
ESTIMATING
THREE-POINT
ESTIMATES
RESERVE
ANALYSIS
Based on data and
project parameters.
We have 4 meters of
cables (data) each 1
meter will take 1
minute to install . total
duration = 4 mintues
x
X
Y
y

ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
Different way or
resources to do
the work.
e.g Brick Or Wood?
Hand Or Automated?
the project
manager asks the
team to show their
estimation by
voting
With the one
who will do the
work
ALTERNATIVE
ANALYSIS
BOTTOM-UP
ESTIMATING
DECISION
MAKING
EXPERT
JUDGMENT
Further Decomposition of
activity to estimate the
duration. These estimates
are
then aggregated into a
total quantity for each of
the activity’s durations.

DURATION
ESTIMATES
BASIS OF
ESTIMATES
PROJECT DOCUMENTS
UPDATES
OUTPUTS
number of time periods
that are required to
complete an activity
Additional details or
justifications show how the
duration estimate was
derived.
Like activity attributes,
risk register, Lessons
learned register...etc
MBA, PMP

DEVELOP
SCHEDULE
The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project
schedule model.
MBA, PMP

ESTIMATE
ACTIVITY
DURATIONS
DEVELOP
SCHEDULE
.1 PROJECT MANAGEMENT PLAN
• SCHEDULE MANAGEMENT PLAN
• SCOPE BASELINE
.2 PROJECT DOCUMENTS
• ACTIVITY ATTRIBUTES
• ACTIVITY LIST
• MILESTONE LIST
• BASIS OF ESTIMATES
• DURATION ESTIMATES
• PROJECT SCHEDULE NETWORK DIAGRAMS
• RESOURCE CALENDARS
• RESOURCE REQUIREMENTS
• RISK REGISTER
.3 AGREEMENTS .4 EEF 5 OPA
.1 SCHEDULE NETWORK ANALYSIS
.2 CRITICAL PATH METHOD
.3 RESOURCE OPTIMIZATION
.4 DATA ANALYSIS
• WHAT-IF SCENARIO ANALYSIS
• SIMULATION
.5 LEADS AND LAGS
.6 SCHEDULE COMPRESSION
.7 PROJECT MANAGEMENT
INFORMATION SYSTEM
.8 AGILE RELEASE PLANNING
.1 SCHEDULE BASELINE
.2 PROJECT SCHEDULE
.3 SCHEDULE DATA
.4 PROJECT CALENDARS
.5 CHANGE REQUESTS
.6 PROJECT MGMT PLAN UPDATES
.7 PROJECT DOCUMENTS UPDATES
INPUTS, TOOLS AND

CRITICAL PATH METHOD (CPM)
Longest Duration Path (not longest path) through the network diagram
Near critical path : close in duration to critical path. sometimes the near CP
can be the CP which will increase the risk.
Total Float (Slack) :amount of time that an activity can be delayed without
delaying the project finish date
Critical Path has always 0 float.
Early start (ES)
Is the earliest time that an
activity can start.
Late start (LS)
Is the latest time that
an activity can start.
Late finish (LF)
Is the latest time that an
activity can finish.
Early finish (EF)
Is the earliest time that an
activity can finish.

RESOURCE
OPTIMIZATION
RESOURCE LEVELING
RESOURCE SMOOTHING
IS A METHOD TO FLATTEN THE
SCHEDULE WHEN RESOURCES ARE
OVER-ALLOCATED
IT WILL LENGTHEN THE SCHEDULE
A TECHNIQUE THAT ADJUSTS THE
ACTIVITIES OF A SCHEDULE MODEL
SUCH THAT THE REQUIREMENTS FOR
RESOURCES ON THE PROJECT DO
NOT EXCEED CERTAIN PREDEFINED
RESOURCE LIMITS.
IT WILL NOT AFFECT THE SCHEDULE
MBA, PMP

DATA
ANALYSIS
Simulation allow project managers
to examine the feasibility of the
project schedule under different
conditions, variables and events
(Monte Carol analysis)
What-If Scenario Simulations
provide “what-if” questions, worst
case scenarios, and potential
disasters.
MBA, PMP

PROJECT COST
management
P M P P R E P A R A T I O N C O U R S E
MBA, PMP

The process of
defining how
the project
costs will be
estimated,
budgeted,
managed,
monitored, and
controlled.
PLAN COST
MGMT
ESTIMATE
COSTS
DETERMINE
BUDGET
CONTROL
COSTS
The process of
developing an
approximation
of the
monetary
resources
needed to
complete
project work.
The process of
aggregating the
estimated costs
of individual
activities or
work packages
to establish an
authorized cost
baseline.
The process of
monitoring the
status of the
project to
update the
project costs
and manage
changes to the
cost baseline.
COST MGMT PROCESSES

KEY CONCEPTS
Is primarily concerned with the cost
of the resources needed to complete
schedule activities.
Also considers
Is also called as Life-Cycle Costing
Cost of using,
Cost of maintaining
Cost of supporting the product,
service or result

Cost
Project 1 Project 2
1000 500
2000 3000
3000 3500
Maintenance
Life cycle
cost
LIFE CYCLE COST
MBA, PMP

TAILORING
CONSIDERATIONS
1- Knowledge management
2- Estimating & budgeting
3- Earned value mgmt
4- Use of agile approach
5- Governance
Tailoring Cost
Management processes
like:

PLAN COST MANAGEMENT
INPUTS
1. Project
management plan
2. Project charter
3. EEF
4. OPA
TOOLS
TECHNIQUES
1. Expert judgment
2. Data analysis
3. Meetings
OUTPUTS
1. Cost management
plan
The process of defining how the project costs will be estimated,
budgeted, managed, monitored, and controlled.

DATA ANALYSIS
It includes but is not limited to
alternatives analysis.
reviewing strategic funding
options such as: self-funding,
funding with equity, or
funding with debt. It can also
include consideration of ways to
acquire project resources such as
making, purchasing renting, or
leasing. As well as currency like
dollar vs Saudi Riyal
MBA, PMP

COST MANAGEMENT PLAN CONTENTS
Level of accuracy
Units of measure
Each unit used in measurement, such as
staff hours/staff days is defined
Control thresholds
EVM calculating formulas are defined
Funding Decisions
Reporting formats
01
02
03
04
05
06
07

ESTIMATE COSTS
ESTIMATE COSTS IS THE PROCESS OF CALCULATING
THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO
COMPLETE THE PROJECT WORK.
ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF
CURRENCY
MBA, PMP

INPUTS
OUTPUTS
TOOLS &
TECHNIQUES
• Cost management plan
• Quality management plan
• Scope baseline
• Risk register
• Project schedule
• Resources requirements
3. EEF 4. OPA
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Data analysis
• Reserve analysis
• Cost of quality
7. Project management information system
1. Cost estimates
2. Basis of estimates
3. Project documents updates
ESTIMATE COSTS

DETERMINE BUDGET
TOOLS
TECHNIQUES OUTPUTSINPUTS
• Cost mgmt plan
• Scope baseline
• Basis of estimates
• Cost estimates
• Risk register
3. Agreements
4. OPA 5. EEF
1. Cost aggregation
2. Data analysis
3. Expert judgment
4. Historical information
review
5. Funding Limit
reconciliation
6. Financing
1. Cost baseline
2. Project funding
requirements
updates
The process of aggregating the estimated costs of
individual activities or work packages to establish an
authorized cost baseline
MBA, PMP

CONTROL COSTS
THE PROCESS OF MONITORING THE STATUS OF THE
PROJECT TO UPDATE THE PROJECT COSTS AND
MANAGING CHANGES TO THE COST BASELINE
MBA, PMP

INPUTS
OUTPUTS
TOOLS &
TECHNIQUES
• Cost baseline
2. Project funding requirements
3. Work performance data
4. Organizational process assets
1. Earned value management
2. Data analysis
• Earned value analysis
• Trend analysis
3. To-complete performance index (TCPI)
1. Work performance information
2. Cost forecasts
3. Change requests
4. Project management plan updates
CONTROL COSTS

EARNED VALUE
ANALYSIS
“The rabbit wouldn't’ have
lost the race if someone
informed about its
performance time to time…”

EARNED VALUE
ANALYSIS
METHODOLOGY
TO TRACK:
Schedule Performance
Cost Performance

BENEFITS OF EVA
Reliable project costs and
schedule data for more
effective decision-making
Early identification of potential
problems
Accurate prediction of project
costs at completion
What did we get for money
spent
How much will the project cost
to complete
When will the project be
complete
MBA, PMP

EARNED VALUE ANALYSIS
PV BAC
PLANNED
VALUE
The authorized budget assigned
to scheduled work.
BUDGET AT
COMPLETION
Budget planned for an activity or
work package
Cumulative and Current
BAC is the sum of all budgets
allocated to a project
The Project BAC must always
equal the Project Total PV.
BAC = SUM (PV)

AC
EV is the quantification of the
“worth” of the work done
ACTUAL
COST
EV tells us in physical terms, what
the project has accomplished.
the cost incurred for executing
work on a project
It is the total cost incurred in
accomplishing the work that the
EV measured
EV
EARNED
VALUE

SCHEDULE
VARIANCE
VARIANCE
ANALYSIS
COST
VARIANCE
VARIANCE AT
COMPLETION
The amount by which the
project is ahead or behind
the planned delivery date,
SV = EV – PV
A negative variance means the
project is behind schedule.
The amount of budget deficit or
surplus at a given point in time
CV = EV – AC
A negative variance means the
project is over-budget.
How much over or under budget
(will the total project cost be?)
do we expect to be at the end
of the project?
VAC = BAC – EAC

indexes
Schedule Performance Index (SPI)
SPI = EV/PV
(SPI<1 means project is behind schedule)
CPI = EV/AC
(CPI<1 means project is Over budget)
Cost Performance Index (CPI)

As the project progresses, the
team may develop a forecast for
the estimate at completion (EAC)
that may differ from the budget at
completion (BAC) based on the
project performance. If it becomes
obvious that the BAC is no longer
viable, the project manager should
consider the forecasted
In earned value analysis, three
parameters of planned value,
earned value, and actual cost
can
be monitored and reported on
both a period-by-period basis
(typically weekly or monthly) and
on a cumulative basis.
FORECASTING RESERVE ANALYSIS
TREND ANALYSIS
Trend analysis examines project performance over time to
determine if performance is improving or deteriorating.

ESTIMATE AT
COMPLETION (EAC)
CASES
What do we currently
expect the TOTAL project
(at completion) to cost?
1- Typical
When Variance will continue, or no variance,
or same performance or (CPI at same rate)
EAC=BAC / CPI
When Variance will end or spending at
same budgeted/planned rate
EAC= AC + BAC - EV
EAC= AC + BAC - EV
(CPI x SPI)
2- Atypical
EAC= AC + ETC (Bottom-Up)
3- initial plan is no longer valid or wrong
4- When considering CPI & SPI

From now on, how much MORE
money will it take to finish the
project?
ETC = EAC – AC
That is ratio between remaining
work and funds remaining
TCPI = (BAC-EV) / (BAC-AC)
ETC
(ESTIMATE TO
COMPLETE)
TCPI
(TO-COMPLETE
PERFORMANCE
INDEX)
CONTROL COSTS (T&T) CONT'D

Value of work planned to be done
Planned Value (PV)
Must always equal the Project Total PV
The Project BAC
The cost incurred for executing work
Actual Cost (AC)
Value of work done to date
Earned Value (EV)
SUMMARY
MBA, PMP

SUMMARY
What do we currently expect the
TOTAL project (at completion) to cost ?
Estimate At Completion (EAC)
From now on, how much MORE money
will it take to finish the project ?
Estimate To Complete (ETC)
How much over or under budget (will the total project
cost be?) do we expect to be at the end of the project?
Variance At Completion (VAC)
MBA, PMP

YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED.
EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000
PER SIDE.
THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER.
TODAY IS THE END OF DAY THREE.
PV
EV
AC
BAC
CV
CPI
SV
SPI
EAC
ETC
VAC
CALCULATE
ACTIVITY STAUTS
Complete, spent $1,000
Complete, spent $1,200
50% done, spent $600
Not yet started
SIDE 2
SIDE 3
SIDE 1
SIDE 4

PV = 1,000 + 1,000 + 1,000= 3,000
EV = 1,000 + 1,000 + (50% X 1000) = 2500
AC = 1,000 + 1,200 + 600 = 2800
BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000
CV = 2,500 – 2,800 = -300
CPI = 2,500 / 2,800 = 0.893
SV = 2,500 – 3,000 = -500
SPI = 2,500 / 3,000 = 0.833
EAC = 4,000 / .893 = 4479
ETC = 4.479 – 2,800 = 1679
VAC = 4,000 – 4,479 = -479
WE SHOULD HAVE DONE $3,000 WORTH OF WORK.
WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK
WE HAVE ACTUALLY SPENT $2,800
OUR PROJECT BUDGET IS $4,000.
$300 OVER BUDGET
WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT.
WE ARE BEHIND SCHEDULE
WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED
WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479
WE NEED TO SPEND $1,679 TO FINISH THE PROJECT
WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED.
ANSWERS
MBA, PMP

THANK YOU
MBA, PMP
https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
Linkedin:
Facebook
Page:

PROJECT QUALITY
MANAGEMENT
By: Ashraf Osman,MBA, PMP
MBA, PMP

PROJECT QUALITY MANAGEMENT
PLAN QUALITY MANAGEMENT
The process of identifying quality or standards
MANAGE QUALITY
Translating the quality management plan into
executable quality activities that
incorporate the organization’s quality policies into
the project.
CONTROL QUALITY
Monitoring and recording the results of executing
the quality management activities to assess
performance and ensure the project outputs are
complete, correct, and meet customer expectations.

TRENDS AND EMERGING
PRACTICES IN PROJECT
QUALITY MANAGEMENT
Customer satisfaction
Continual improvement
Management responsibility
Prevention of defects and reworks
Everyone's responsibility
Continuous improvement
(Plan – Do – Check – Act)

Policy compliance and auditing
Standards and regulatory
compliance
Continuous improvement
Stakeholder engagement

MORE QUALITY CONCEPTS
TQM
SIX SIGMA
Says that the process is the
problem, not people
TQM stipulates that quality
must be managed in and that
quality improvement should
be a continuous way of doing
business
Is a quality management
approach
Mostly used in manufacturing
and services industries
Is focuses on process
improvement and variation
reduction by applying Six
Sigma methodologies

KAIZEN TECHNOLOGY
MARGINAL ANALYSIS
A quality philosophy of
applying continuous
small improvements
to reduce costs and
ensure consistency.
The cost of the incremental
improvements to a process
or a product is compared
with the increase in
revenue made from the
improvements.
MORE QUALITY CONCEPTS

Q U A L I T Y
G R A D E
V S
Q U A L I T Y
G R A D E
The sum of the
characteristics
of a product
that meet the
specifications /
expectations of
the project
The category or
rank given to
entities having
the same
functional use
but different
characteristics
MBA, PMP

STEAK FOOL
The steak is a high-grade meal
But if the steak didn't meet the expectation and the fool did,
then the steak is a low quality while the fool is a high quality
The fool is a low-grade meal
MBA, PMP

QUALITY PIONEERS
EASTWAY UNIVERSITY
OF SOCIAL SCIENCES WWW.EUSS.EDU
PHILIP CROSBY
CROSBY DEVISED
THE “ZERO
DEFECTS”
PRACTICE
THAT IS, DO IT
RIGHT THE FIRST
TIME
PREVENTION IS
THE KEY
SUGGESTED THAT AS
MUCH AS 85% OF
QUALITY ISSUES IS
MANAGEMENT
PROBLEM
DEMING IS MAJOR
CONTRIBUTOR OF
TOTAL QUALITY
MANAGEMENT (TQM)
IS KNOWN FOR HIS
“FITNES FOR USE”
THAT IS
CUSTOMERS’
EXPECTATIONS
ARE MET
CONFORMANCE
TO
SPECIFICATIONS
JOSEPH JURAN
VLOGGER
EDWARD DEMING
MBA, PMP

PlanQualityManagement
The process of identifying quality requirements and/or standards
for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
inputs outputstools&techniques
1. PROJECT CHARTER
2. PROJECT
MANAGEMENT PLAN
• ASSUMPTION LOG
• REQUIREMENTS
DOCUMENTATION
• RISK REGISTER
• STAKEHOLDER
REGISTER
4. EEF 5. OPA
1. MEETINGS & EXPERT
JUDGMENT
2. DATA GATHERING
• BENCHMARKING
• BRAINSTORMING
• INTERVIEWS
3. DATA ANALYSIS
• COST-BENEFIT ANALYSIS
• COST OF QUALITY
4. DECISION MAKING
5. DATA REPRESENTATION
6. INSPECTION PLANNING
1. QUALITY
MANAGEMENT PLAN
2. QUALITY METRICS
UPDATES
UPDATES

PLAN QUALITY
MANAGEMENT
T&T
MBA, PMP

PlanQualityManagement(T&T)
Is comparison among two
projects, processes or
performance of
organizations
The goal is to evaluate the
differences between two
projects and to make
corrective actions to the
current project
Is also used as a
measurement against
industry standards,
competitors’ level of
performance
Benchmarking
multicriteria decision analysis.
it helps to prioritize quality
metrics.
E.g., prioritization matrix can
be used to identify the key
issues and suitable
alternatives to be prioritized
as a set of decisions for
implementation
Decision Making
Total cost of quality-related
efforts
4 types:
A- Prevention costs: Includes
quality planning, Training
B- Appraisal costs: Includes
inspections and testing.
C- Internal Failure Costs
D- External Failure Costs
Cost of Quality
MBA, PMP

DATA
REPRESENTATION
FLOW CHART
A flowchart is a type of diagram that
represents an algorithm, workflow or
process, showing the steps as boxes of
various kinds, and their order by
connecting them with arrows. This
diagrammatic representation
illustrates a solution model to a given
problem.
MBA, PMP

DATAREPRESENTATION
The logical data model can
be used to identify
where data integrity or
other quality issues can
arise.
Logical Data Model
Matrix diagrams help find the
strength of relationships
among different factors and
causes that exist between the
rows and columns that form
the matrix.
Matrix diagrams
diagrammatic method used to
visually organizing
information.
The mind-mapping technique
may help in the rapid
gathering of project
quality requirements
Mind mapping
MBA, PMP

QUALITY MANAGEMENT PLAN QUALITY METRICS PLAN & DOCUMENTS UPDATES
Describes how the
organization’s quality policies
will be implemented. It contains:
1-Standard
2-Roles & Responsibility
3-Reports
4-Metrics
5-The deliverable that will be
tested
A quality metric specifically
describes a project or product
attribute and how the Control
Quality process will
verify compliance to it e.g
variance in height, number of
bugs, number of crashes...etc
Risk management plan
Scope baseline
Requirements traceability
matrix
planqualitymanagenet(outputs)

manage Quality (qa)
The process of translating the quality management plan into executable
quality activities that incorporate the organization’s quality policies into
project. Manage Quality is called Quality Assurance.
• QUALITY MGMT PLAN
• LESSONS LEARNED
REGISTER
• QUALITY CONTROL
MEASUREMENTS
• QUALITY METRICS
• RISK REPORT
3. OPA
1. DATA GATHERING
• CHECKLISTS
2. DATA ANALYSIS
3. DECISION MAKING
5. AUDITS
6. DESIGN FOR X
7. PROBLEM SOLVING
8. QUALITY IMPROVEMENT
METHODS
1. QUALITY REPORTS
2. TEST & EVALUATION
DOCUMENTS
3. CHANGE REQUESTS
4. PROJECT MGMT
PLAN UPDATES
UPDATES

I d e n t i f i e s
o p p o r t u n i t i e s f o r
p r o c e s s
i m p r o v e m e n t s . T h i s
a n a l y s i s a l s o
e x a m i n e s p r o b l e m s ,
c o n s t r a i n t s , a n d n o n -
v a l u e - a d d e d a c t i v i t i e s
t h a t o c c u r d u r i n g a
p r o c e s s .
A n a l y t i c a l t e c h n i q u e
u s e d t o d e t e r m i n e t h e
b a s i c u n d e r l y i n g
r e a s o n t h a t c a u s e s a
v a r i a n c e , d e f e c t , o r
r i s k .
U s e d t o e v a l u a t e
i d e n t i f i e d o p t i o n s i n
o r d e r t o s e l e c t w h i c h
d i f f e r e n t q u a l i t y
o p t i o n s o r a p p r o a c h e s
a r e m o s t a p p r o p r i a t e t o
u s e
PROCESSANALYSIS
ROOTCAUSEANALYSIS
ALTERNATIVES ANALYSIS
DOCUMENT ANALYSIS
Data
analysis
T h e a n a l y s i s o f
d o c u m e n t s p r o d u c e d i n
p r o j e c t c o n t r o l
p r o c e s s e s c a n p o i n t t o
a n d f o c u s o n p r o c e s s e s
t h a t m a y b e o u t o f
c o n t r o l a n d m a y
j e o p a r d i z e m e e t i n g t h e
s p e c i f i e d r e q u i r e m e n t s

Manage Quality (T&T)
A structured, independent
process used to determine
if project activities comply
with organizational and
project policies, processes,
and procedures.
Quality audits can
confirm the
implementation of
approved change requests
including updates,
corrective actions,
defect repairs, and
preventive actions.
Audits
Is a set of technical
guidelines that may be
applied during the design of
a product for the
optimization of a specific
aspect of the design.
Design for X
Quality improvements can
occur based on findings and
recommendations from
quality control processes, the
findings of the quality audits,
or problem-solving in the
Manage Quality process.
Example: Plan-do-check-act
and Six Sigma
Quality
improvement
MBA, PMP

CAUSE AND EFFECT
DIAGRAM
Also called Fishbone diagrams or Ishikawa
diagrams
They are used to figure out what caused a
defect. You list all of the categories of the
defects that you have identified and then
write the possible causes of the defect you
are analyzing from each category.
Fishbone diagrams help you see all of the
possible causes in one place so you can think
of how you might prevent the defect in the
future.
DATA
REPRESENTATION
MBA, PMP

HISTOGRAM
Also called (Frequency Distribution Chart)
A bar graph that groups the data by
predetermined intervals to show the frequency of
the data set
Used to measure and analyze the data and
identify Defect Classification, Delivery Times,
Survey Findings
MBA, PMP
DATA
REPRESENTATION

SCATTER DIAGRAM
It is used for problem-solving and
understanding cause and effect
relationships
It shows if a relation exists between
Two variables
Positive correlation
Negative correlation
No correlation
Types of Correlations
MBA, PMP
DATA
REPRESENTATION

MANAGE QUALITY: OUTPUTS
EASTWAY UNIVERSITY
OF SOCIAL SCIENCES WWW.EUSS.EDU
QUALITY REPORTS
Include all quality
mgmt issues escalated
by the team;
recommendations
improvements; and
the summary of
findings from the
Control Quality
process.
If changes occur during the
Manage Quality process
that impact any of the
componentsof the project
mgmt plan, project
documents,
They are inputs to the
Control Quality
process and are used
to evaluate the
achievement of quality
objectives.
TEST &EVALUATION
DOCUMENTS
VLOGGER
CHANGE REQUESTS

control Quality (QC)
The process of monitoring and recording results of executing the
quality mgmt activities in order to assess performance & ensure the
project outputs are complete, correct, & meet customer expectations.
• QUALITY MGMT PLAN
• QUALITY METRICS
• TEST & EVALUATION
DOCUMENTS
3. APPROVED CHANGE
REQUESTS
4. DELIVERABLES
5. WORK PERFORMANCE
DATA
6. EEF 7. OPA
1. DATA GATHERING
• CHECKLISTS
• CHECK SHEETS
• STATISTICAL SAMPLING
2. DATA ANALYSIS
• PERFORMANCE REVIEWS
• ROOT CAUSE ANALYSIS
3. INSPECTION
4. TESTING/PRODUCT
EVALUATIONS
6. MEETINGS
1. QUALITY CONTROL
MEASUREMENTS
2. VERIFIED DELIVERABLES
3. WORK PERFORMANCE
INFORMATION
4. CHANGE REQUESTS
5. PROJECT MGMNT PLAN
UPDATES
UPDATES

DATA
REPRESENTATION
CHECK SHEETS
They are especially useful for
gathering attributes data while
performing inspections to identify
defects.
For example, data about the
frequencies or consequences of
defects collected in checksheets are
often displayed using Pareto diagrams.
MBA, PMP

CONTROL CHART
Used to objectively define a process and variation
Process containing only common causes of
variation is considered stable, implying that the
variation is predictable within the established
control limits
Processes containing special as well as common
causes of variation are considered unstable. In
such cases the special causes fall outside the
established control limits
Control charts can be plotted for tracking
Production failures, defects by
schedule/effort/cost and variances
MBA, PMP
DATA
REPRESENTATION

QUALITY CTRL MEASUREMENTS VERIFIED DELIVERABLES WORK PERFORMANCE INFO
Quality control measurements
are the documented results of
Control Quality activities
A goal of the Control Quality
process is to determine the
correctness of deliverables.
The results of performing the
Control Quality process are
verified deliverables that
become an input to the
Validate Scope process
Includes information on project
requirements fulfillment, causes
for rejections, rework required,
recommendations for corrective
actions, lists of verified
deliverables, status of the quality
metrics, & the need for process
adjustments.
control quality(outputs)

QA
Makes Sure that we are
doing the right thing in
the right way
Focuses on building in
quality and hence
preventing defects
Deals with process
Preventing process
(proactive)
Makes Sure that results
of what we’ve done are
what we are expected
Focuses on testing for
quality and hence
detecting defects
Deals with products
Corrective process
(reactive)
QC
VS

THANKYOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
MBA, PMP

PROJECT
RESOURCE
MANAGEMENT
BY: ASHRAF NOUR, MBA, PMP
MBA, PMP

Plan Resource Management
It defines how to estimate, acquire, manage,
and utilize physical and team resources.
1
Estimate Activity Resources
estimating the type and quantities of
resources necessary to perform project
work.
2
Acquire Resources
Obtaining human and physical
resources necessary to complete
project work.
3
Project Resource Management includes the
processes to identify, acquire, and manage the
resources needed for the successful
completion of the project.

Develop Team
The process of improving competencies,
interactions & team environment to
enhance performance.
4
Manage Team
Tracking team member performance,
providing feedback, resolving issues
5
Control Resources
Ensuring that the physical
resources are available as planned,
as well as monitoring the planned
versus actual use of resources,
6
Resources include physical resources as well
as human resources.

DIVERSITY PHYSICAL
LOCATION
INDUSTRY-
SPECIFIC
RESOURCES
TEAM MGMT.
LIFE CYCLE
APPROACHES
Whatisthe
diversity
backgroundof
theteam?
Whatisthe
physicallocation
ofteammembers
andphysical
resources?
Whatspecial
resourcesare
neededinthe
industry?
Howisteam
development
managedforthe
project?
Whatlifecycle
approachwillbe
usedonthe
project?

PLAN
RESOURCE
MANAGEMENT
Theprocessofdefining
howtoestimate,
acquire,manage,anduse
teamandphysical
resources.
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectcharter
2.Projectmanagementplan
3.Projectdocuments
  •Projectschedule
  •Requirementsdocumentation
  •Riskregister  •Stakeholderregister
3.EEF   4.OPA
1.Datarepresentation
  •Hierarchicalcharts
  •Responsibilityassignmentmatrix
  •Text-orientedformats
2.Organizationaltheory
3.Expertjudgment&Meetings
1. Resourcemanagementplan
2.Teamcharter
3.Projectdocumentsupdates

DATA REPRESENTATION
Datarepresentationbyusingcharts.
Variousformatsexisttodocumentand
communicateteammemberrolesand
responsibilities.Mostfallinto
hierarchical,matrix,ortext-
oriented formats.

1- HIERARCHICAL – ORGANIZATIONAL CHART
2- ASSIGNMENT MATRIX
A-ResponsibilityAssignment
Matrix-RAM
(whowilldowhat?)
B-RACIMatrix
(Responsible-Accountable-
Consult-Inform)
DATAREPRESENTATION-CHARTS

3- TEXT – ORIENTED FORMAT
DATAREPRESENTATION-CHARTS

ORGANIZATION
THEORIES
MBA, PMP

People have needs, and
until the lower ones are
satisfied they won’t
even begin to think
about the higher ones.
ORGANIZATION THEORIES
MASLOW’S HIERARCHY OF NEEDS

Hygiene agents
1- Job security
2- Salary
3- Acceptable working
conditions
4- Relationships
Motivating agents
1- Opportunity
2- Responsibility
3- Appreciation
4- Recognition
5- Education
HERZBERG’S THEORY OF MOTIVATION

THEORY X & THEORY Y
Thoery X
Management assumed
employees are lazy and
hate work.
Theory Y
Employees enjoy
their physical and
mental work.

People will behave based on what they expect
Will work in relation to the expected reward
E.g Sales Commission Policy, Jannah
EXPECTANCY THEORY

Theresourcemanagementplan,
apartoftheprojectmanagementplan,
providesguidanceonhowprojectresources
shouldbecategorized,allocated,managed,and
released.
Itincludes:
1. Identificationofresources
2. Guidanceonhowtoacquire resources
3. Rolesandresponsibilities
4. Projectorganizationcharts
5. Projectteamresourcemanagement
6. Training
7. Teamdevelopment
8. Resourcecontrol
9. Recognitionplan
RESOURCE
MANAGEMENT PLAN
MBA, PMP

Theteamcharterisadocumentthat
establishestheteamvalues,agreements,and
operatingguidelinesfortheteam.
Theteamchartermayincludebutisnotlimited
to:
Teamvalues
Communicationguidelines
Decision-makingcriteriaandprocess
Conflictresolutionprocess
Meetingguidelines
Teamagreements
MBA, PMP
TEAM CHARTER

ESTIMATE
ACTIVITY
RESOURCES
Theprocessof
estimatingteam
resourcesandthetype&
quantitiesofmaterials,
equipment,andsupplies
necessarytoperform
projectwork
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
  •Resourcemanagementplan
  •Scopebaseline
2.Projectdocuments
  •Activityattributes •Activitylist
  •Costestimates    •Resourcecalendars
  •Riskregister
3.EEF  4.OPA
1.Expertjudgment& Meetings
2.Bottom-upestimating
3.Analogousestimating
4.Parametricestimating
5.Dataanalysis
  •Alternativesanalysis
6.Projectmanagementinformationsystem
1.Resourcerequirements
2.Basisofestimates
3.Resourcebreakdownstructure
4.ProjectdocumentsupdatesMBA, PMP

Wecallit
the"4M"
Manpower
Machineries
Material
ESTIMATE ACTIVITY
RESOURCES
Money
MBA, PMP

ACQUIRE
RESOURCES
Theprocessof obtaining
teammembers,facilities,
equipment,materials,
supplies,andother
resourcesnecessaryto
completeprojectwork
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
2.Projectdocuments
•Projectschedule
•Resourcecalendars
•Resourcerequirements
•Stakeholderregister
3.EEF 4.OPA
1.Pre-assignment
2.Decisionmaking
3.Interpersonalandteamskills
4.Virtualteams
1. Physicalresourceassignments
2.Projectteamassignments
3.Resourcecalendars
4. Changerequests
5.Projectmanagementplanupdates
6. Projectdocumentsupdates
7.EEF&OPAupdatesMBA, PMP

ACQUIRE RESOURCES
Whenphysicalor
teamresources
foraprojectare
determinedin
advance,theyare
consideredpre-
assigned.
PRE ASSIGN-
MENT
Groupwithlittle
ornotimespent
meetingfaceto
face.
Identifiesthe
workingdays,
shifts, business
hours,weekends,
and holidays.
VIRTUAL
TEAMS
RESOURCE
CALENDAR

DEVELOP
TEAM
Theprocessofimproving
competencies,team
memberinteraction,and
overallteamenvironment
toenhanceproject
performance
2.Projectdocuments
•Projectteamassignments
•Resourcecalendars
•Teamcharter
3.EEF  4.OPA
1.Colocation
2.Virtualteams 3.Communicationtechnology
4.Interpersonalandteamskills 5.Training
6.Recognitionandrewards
7.Individualandteamassessments
8.Meetings
1.Teamperformanceassessments
2.Changerequests
3.ProjectMgmtplanupdates
5.EEF&OPAupdates
MBA, PMP
INPUTS
TOOLS & TECHNIQUES
OUTPUTS

STAGES OF TEAM DEVELOPMENT
FORMING STORMING NORMING PERFORMING ADJOURNING
Teamacquaints
andestablishes
groundrules.
Formalitiesare
preservedand
membersare
treatedas
strangers.
Members
startto
communicate
theirfeelingsbut
sillview
themselvesas
individuals.They
showhostility.
Peoplestartto
resolvetheir
differences,
appreciate
colleagues'
strengths,and
respectthe
weeknesses
Theteamreach
thisstage,when
hardworkleads
withoutfriction,to
theachievement
oftheteam'sgoal
isthebreak-upof
thegroup,
hopefullywhen
thetaskis
completed
successfully, or
aspartofthe
ProjectClosure

MANAGE
TEAM
Theprocessoftracking
teammember
performance,providing
feedback,resolving
issues,andmanaging
changestooptimize
projectperformance
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
2.Projectdocuments
3.Teamperformanceassessments
4.Workperformancereports
5.EEF 6.OPA
1.Interpersonalandteamskills
1.Changerequests
4.Enterpriseenvironmentalfactorsupdates
MBA, PMP

CONFLICT
RESOLUTION
C O M P A N Y . C O M
MBA, PMP

CONFLICT
RESOLUTION
Conflictisnatural
Conflictisateamissue
Opennessresolvesconflict
Conflictresolutionshouldfocusonissues,
notpersonalities
Conflictresolutionshouldfocusonthe
present,notthepast
MBA, PMP

CONFRONTING COLLABORATING COMPROMISING
CONFLICT RESOLUTION TECHNIQUES
Confrontsthe
problemhead-on
Thepreferredmethod
Incorporatingmultiple
viewpointsfrom
differing
perspectives,
leadingtoconsensus
Requiresbothparties
giveupsomething
Decisionisablendof
twopartiesargument
Lose-losesolution
Usedtoavoidfight

SMOOTHING FORCING WITHDRAWAL
CONFLICT RESOLUTION TECHNIQUES
Smoothingby
minimizingthesizeof
theproblem
Temporarysolution
Decisionismadewith
power
Maynotbethebest
solution
Immediatesolution
Onepartywithdraws
formtheproblemwith
disgustYield-loose
solution
Worstconflict
resolution

CONTROL
RESOURCES
Theprocessofensuring
thatthephysical
resourcesareavailableas
planned,aswellas
monitoringtheplanned
versusactualuseof
resources,
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
2.Projectdocuments
3.Workperformancedata
4.Agreements
5.OPA
1.Dataanalysis
2. Problemsolving
3. Interpersonalandteamskills
1.Workperformanceinformation
2.Changerequests
MBA, PMP

T H A N K Y O U !
h t t p s : / / w w w . l i n k e d i n . c o m / i n / a s h r a f - o s m a n - m b a - p m p - 1 a 1 4 8 4 9 8 /
h t t p s : / / w w w . f a c e b o o k . c o m / p m p h e r o s / ? r e f = a y m t _ h o m e p a g e _ p a n e l
MBA, PMP

PROJECT
COMMUNICATIONS
MANAGEMENT
MBA, PMP

It includes the processes necessary to ensure that the
information needs of the project and its stakeholders are
met through development of artifacts and
implementation of activities designed to achieve
effective information exchange. Communications
Management consists of two parts. The first part is
developing a strategy to ensure communication is
effective for stakeholders. The second part is carrying
out the activities necessary to implement the
communication strategy.
90% of a project manager’s job is communication.
Communications Management makes sure everybody
gets the right message at the right time.
PROJECT COMMUNICATIONS MANAGEMENT
MBA, PMP

OVERVEIW
This process is based on
the information needs of
each stakeholder or group,
available organizational
assets & the needs of the
project.
PLAN
COMMUNICATIONS
MANAGEMENT
The process of ensuring
timely & appropriate
collection, creation,
distribution,
storage, retrieval,
management, monitoring,
of project information
MANAGE
COMMUNICATIONS
The process of ensuring the
information needs of the
project and its stakeholders
are met.
MONITOR
COMMUNICATIONS

Internal, External,
Vertical & Horizontal.
C O M M U N I C A T I O N
C A N B E :
K E Y C O N C E P T S
PROJECTOther project
managers
Other
projects
Customer -
Sponsor
Project
management
team
MBA, PMP

/ NORTH HAMPSHIRE
F O R M A L W R I T T E N
P R O J E C T C H A R T E R ,
P L A N ,
L O N G D I S T A N C E
C O M M U N I C A T I O N
I N F O R M A L W R I T T E N
E - M A I L ,
T E X T M E S S A G E S
I N F O R M A L V E R B A L
M E E T I N G S ,
C O N V E R S A T I O N S
F O R M A L V E R B A L
P R E S E N T A T I O N ,
S P E E C H E S
KEY
CONCEPTS

TRENDS AND EMERGING PRACTICES IN PROJECT
COMMUNICATIONS MANAGEMENT
1- Inclusion of stakeholders in project reviews.
2- Inclusion of stakeholders in project meetings.
3- Increased use of social computing.
4- Multifaceted approaches to communication.
1- Stakeholders
2- Physical location
3- Communications technology
4- Language
5- Knowledge management
PROJECT COMMUNICATIONS MANAGEMENT
MBA, PMP

PLAN
COMMUNICATION
MANAGEMENT
1. PROJECT CHARTER
2. PROJECT MANAGEMENT
PLAN
• REQUIREMENTS
DOCUMENTATION
4. EEF 5. OPA
1. COMMUNICATION
REQUIREMENTS ANALYSIS
2. COMMUNICATION
TECHNOLOGY
3. COMMUNICATION MODELS
4. COMMUNICATION METHODS
5. MEETINGS 6. EXPERT
JUDGMENT
7. INTERPERSONAL AND TEAM
SKILLS
1. COMMUNICATION
MANAGEMENT PLAN
PLAN UPDATES
3. PROJECT DOCUMENT
UPDATES
THE PROCESS OF DEVELOPING AN
APPROPRIATE APPROACH AND PLAN
FOR PROJECT COMMUNICATIONS
BASED ON STAKEHOLDER’S
INFORMATION NEEDS AND
REQUIREMENTS, AND AVAILABLE
ORGANIZATIONAL ASSETS
MBA, PMP

• Organizational charts;
• Project organization and
stakeholder responsibility
relationships;
• Disciplines, departments,
and specialties involved in the
project;
• How many persons will be
involved with the project and
at which locations;
COMMUNICATIONS
REQUIREMENTS
ANALYSIS
• Availability of Technology
• Urgency
• Expected project staffing
• Project Environment
• Duration of the project
COMMUNICATION
TECHNOLOGY
Push Communication:
Includes sending to
specific recipients who
need the information
like sending emails,
letters, SMS...etc
Pull Communication:
Requires the recipients
to access the
communication e.g.
Websites, Could
services
Interactive Communication:
Between two or more parties
COMMUNICATION
METHODS
PLAN COMMUNICATION MANAGEMENT (T&T)

The stakeholder engagement
assessment matrix, displays
gaps between current and
desired engagement levels of
individual stakeholders, it can
be further analyzed in this
process to identify additional
communication requirements
DATA
REPRESENTATION
The Plan Communications
Management process
requires discussion with the
project team to determine
the most appropriate way to
update and communicate
project information, and to
respond to requests from
various stakeholders for
information.
MEETINGS
Communication styles
assessment:
A technique used to
assess communication
styles and identify the
best communication
method,
Cultural awareness
An understanding of the
differences between
individuals, groups,
and organizations and
adapting the project’s
communication strategy
in the context of these
differences.
INTERPERSONAL
AND TEAM SKILLS
PLAN COMMUNICATION MANAGEMENT (T&T)

COMMUNICATION
MODEL
SENDER
MESSAGE
MEDIUM
NOISE
NOISE
FEEDBACK-MESSAGE
RECIEVER
ENCODE
DECODE
DECODE
ENCODE

COMMUNICATION MANAGEMENT PLAN (OUTPUT)
HOW PROJECT COMMUNICATIONS
WILL BE PLANNED, STRUCTURED,
MONITORED, AND CONTROLLED.
THE PLAN CONTAINS THE
FOLLOWING INFORMATION:
• COMMUNICATIONS ITEM
• PURPOSE
• FREQUENCY
• START / END DATES
• FORMAT / MEDIUM
• RESPONSIBILITY

1.Project management plan
• Communications mgmt. plan
• Stakeholder engagement plan
3. Work performance reports
4. EEF 5. OPA
I
1. Communication Technology
2. Communication Models
3. Communication skills
5. Project reporting
7. Meetings
T&T
1. Project communications
3. Project Document Updates
4. OPA updates
O
MANAGE
COMMUNICATIONS
THEPROCESSOFCREATING,
COLLECTING,DISTRIBUTING,
STORING,RETRIEVINGANDTHE
ULTIMATEDISPOSITIONOF
PROJECTINFORMATIONIN
ACCORDANCEWITHTHE
COMMUNICATIONS
MANAGEMENTPLAN.
ITISALLABOUTMAKINGSURE
THATTHERIGHTINFORMATION
MAKESITTOTHERIGHTPEOPLE.

MONITOR
COMMUNICATIONS
PLAN
• ISSUE LOG
• PROJECT
COMMUNICATIONS
3. WORK PERFORMANCE
DATA
4. OPA 5. EEF
1. INFORMATION
MANAGEMENT SYSTEM
2. EXPERT JUDGMENT
& MEETINGS
3. INTERPERSONAL AND
TEAM SKILLS
4. DATA ANALYSIS
1. WORK PERFORMANCE
INFO
2. CHANGE REQUEST
PLAN UPDATES
4. PROJECT DOCUMENT
UPDATES
THE PROCESS OF ENSURING THE
INFORMATION NEEDS OF THE
PROJECT AND ITS STAKEHOLDERS ARE
MET.

PROJECT
STAKEHOLDER
MANAGEMENT
ASHRAF NOUR, MBA, PMPPMP PREPERATION COURSE
MBA, PMP

Project Stakeholder Management includes
the processes required to identify the
people, groups, or organizations that could
impact/impacted by the project, to analyze
their expectations /impact on the project,
and to develop strategies for effectively
engaging stakeholders in project decisions
and execution. Stakeholder management
also focuses on continuous communication
with stakeholders.
OVERVEIW

PROJECT STAKEHOLDER MANAGEMENT
01
Figuring out who your stakeholders
and analyzing their interests,
involvement, influence, and potential
impact on project success
03
The process of communicating and
working with stakeholders to meet
their needs/expectations
02
developing approaches to involve
project stakeholders based
on their needs, expectation,
interests, and potential impact on
the project.
04
monitoring project stakeholder
relationships & tailoring
strategies for engaging
stakeholders through the
modification of strategies & plans.
IDENTIFY STAKEHOLDERS
MANAGE STAKEHOLDER
ENGAGEMENT
PLAN STAKEHOLDER
ENGAGEMENT
MONITOR STAKEHOLDER
ENGAGEMENT

TRENDS AND EMERGING PRACTICES
01
All stakeholders, not just a limited set
03
The stakeholder community
regularly, often in parallel with
reviews of individual project risks
02
That all team members are involved
in stakeholder engagement
activities
04
With stakeholders who are most
affected by the work or outcomes
of the project through the
concept of co-creation
IDENTIFYING
REVIEWING
ENSURING
CONSULTING

IDENTIFY STAKEHOLDERS
The process of identifying regularly the people, groups, or
organizations that could impact or be impacted by a decision,
activity, or outcome of the project; and analyzing and
documenting relevant information regarding their interests,
involvement, influence, and potential impact on project success
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project charter
• Communications &
Stakeholder engagement
plan
5. Agreements
6. OPA 7. EEF
1. Data gathering
2. Data analysis
• Stakeholder analysis
• Stakeholder mapping/
representation
4. Expert judgment
& Meetings
1. Stakeholder register
2. Change requests
plan updates
updates

DATA
ANALYSIS
STAKEHOLDER ANALYSIS
Stakeholder analysis results in a list of
stakeholders and relevant information
such as their positions in the
organization, roles on the project,
“stakes,” expectations, attitudes (their
levels of support for the project), and
their interest in information about the
project.

STAKEHOLDER MAPPING AND
REPRESENTATION
Grouping the
stakeholders based on
their level of
authority (“power”)
and their level of
concern about the
project’s
outcomes (interest)
Classifies stakeholders
according to their influence
on the work of the project or
the project team itself:
1- Upward: like senior mgmt
2- Downward: like the team.
3- Outward: stakeholder
outside the project
4- Sideward: the peers of the
project manager,
Grouping the
stakeholders based
on their power
(ability to impose
their will) urgency
(need for immediate
attention), and
legitimacy (their
involvement)
POWER/
INTEREST
GRID
DIRECTIONS
OF
INFLUENCE
SALIENCE
MODEL

international
projects
Manage
Closely
Keep
Informed
Monitor
(Minimum
Effort)
Keep
Satisfied
Power
Interest
Grouping the
stakeholders based
on their level of
authority (“power”)
and their level or
concern (“interest”)
regarding the
project outcomes
POWER / INTEREST GRID

STAKEHOLDER REGISTER (CONTENTS)
01
Name, organizational position,
location, role in the project,
contact information;
02
Major requirements, main
expectations, potential influence in
the project, phase in the life cycle
with the most interest
IDENTIFICATION INFORMATION
ASSESSMENT INFORMATION
03
Internal/external,
supporter/neutral/resistor, etc.
STAKEHOLDER CLASSIFICATION

1. Project charter
• Risk register
• Stakeholder
register
4. Agreements
5. EEF / OPA
1. Expert judgment/meetings
2. Data gathering
• Benchmarking
3. Data analysis
4. Decision making
• Mind mapping
• Stakeholder engagement
assessment matrix
1. Stakeholder
engagement plan
PLAN STAKEHOLDERS ENGAGEMENT
The process of developing approaches to involve project
stakeholders based on theirneeds, expectations, interests, and
potential impact on the project.

STAKEHOLDER ENGAGEMENT
ASSESSMENT MATRIX
The current engagement level of all stakeholders needs to be
compared to the planned engagement levels.
The engagement level of the stakeholders can be classified
as follows:
0 1
UNAWARE
02
RESISTANT
03
NEUTRAL
04
SUPPORTIVE
05
LEADING

STAKEHOLDER ENGAGEMENT PLAN
CONTENTS
Data gathered in Stakeholder register.
Desired and current engagement levels of key stakeholders;
Identified interrelationships and potential overlap between stakeholders;
Stakeholder communication requirements for the current project phase;
Information to be distributed to stakeholders, including language, format, content, and
level of detail;
Reason for the distribution of that information
Time frame and frequency for the distribution of required information to stakeholders;
and
Method for updating and refining the stakeholder management plan as the project
progresses and develops.

• Issue log
• Stakeholder register
3. EEF/OPA
1. Expert
judgment/meetings
2. Communication
skills
3. Interpersonal &
team skills
4. Ground rules
1. Change requests
updates
updates
MANAGE STAKEHOLDERS ENGAGEMENT
The process of communicating and working with stakeholders
to meet theirneeds and expectations, address issues, and foster
appropriate stakeholder involvement.

3. Work performance
data
4. EEF & OPA
1. Data analysis
3. Decision making
4. Communication skills
5. Interpersonal and
team skills
6. Meetings
1. Work performance
information
2. Change requests
plan updates
updates
MONITOR STAKEHOLDERS ENGAGEMENT
The process of monitoring project stakeholder relationships
and tailoring strategies for engaging stakeholders through
modification of engagement strategies and plans.

THANK YOU
Ashraf Nour, MBA, PMP
MBA, PMP

ASHRAF NOUR, MBA, PMP
PROJECT RISK
MANAGEMENT

PLAN RISK
MANAGEMENT
IDENTIFY
RISKS
PERFORM
QUALITATIVE
RISK ANALYSIS
PLAN RISK
RESPONSES
IMPLEMENT
RISK RESPONSES
PERFORM
QUANTITATIVE
RISK ANALYSIS
MONITOR
RISKS
7 PROCESSES
MBA, PMP

Risk is unplanned event or
condition that can have a
positive (OPPORTUNITY )
or negative (THREAT)
effect on a project objective
Risk is uncertainty
WHAT IS “RISK”?
MBA, PMP

INDIVIDUAL PROJECT RISK
is an uncertain event or condition that, if it occurs, has
a positive or negative effect on one or more project
objectives
OVERALL PROJECT RISK
is the effect of uncertainty on the project as a whole, arising
from all sources of uncertainty including individual risks,
representing the exposure of stakeholders to the implications
of variations in project outcome, both positive and negative
KEY CONCEPTS

1. Project size
4. Development approach
2. Project complexity
3. Project importance

PLAN RISK
MANAGEMENT
INPUTS
2. Project charter
4. EEF 5. OPA
TOOLS & TECHS
1. Data analysis
• Stakeholder analysis
2. Expert judgment
3. Meetings
OUTPUTS
1. Risk management plan
The process of defining
how to conduct risk
management activities
for a project.
MBA, PMP

METHODOLOGY
METHODOLOGYROLES & RESPONSIBILITY
METHODOLOGYFUNDING
METHODOLOGYTIMING
RISK CATEGORIES
R I S K M A N A G E M E N T P L A N
C O N T E N T S

DEFINITIONS OF RISK
PROBABILITY & IMPACT
METHODOLOGY
PROBABILITY & IMPACT
MATRIX
METHODOLOGY
STAKEHOLDERS’ RISK
APPETITE
METHODOLOGYREPORTING FORMATS
TRACKING
R I S K M A N A G E M E N T P L A N
C O N T E N T S
MBA, PMP

PROBABILITY
IMPACT
IS THE CHANCE THAT SOMETHING IS LIKELY TO HAPPEN
RANKED AS “VERY UNLIKELY” TO “ALMOST CERTAINTY”
THE RESULTANT OF THE PROBABLE EVENT, IS MEASURED AS IMPACT
NEGATIVE FOR THREATS OR POSITIVE OPPORTUNITIES
RANKED AS “VERY LOW”, “LOW”, “MODERATE”, “HIGH”, “VERY HIGH”
PROBABILITY
IMPACT

I D E N T I F Y R I S K S
T H E P R O C E S S O F
I D E N T I F Y I N G I N D I V I D U A L
P R O J E C T R I S K S A S W E L L
A S S O U R C E S O F O V E R A L L
P R O J E C T R I S K , A N D
D O C U M E N T I N G T H E I R
C H A R A C T E R I S T I C S .
I N P U T S T&T O U T P U T S
• Risk management plan
• Schedule management plan
• Quality management plan
• Resource management plan
• Scope baseline
• Cost & Duration estimates
• Resource requirements
3. Agreements
4. Procurement documents
5. EEF 6. OPA
1. Data gathering
• Brainstorming
• Checklists
• Interviews.
2. Data analysis
• Root cause analysis
• Assumption/constraint analysis
• SWOT analysis
4. Prompt lists
5. Expert judgment & Meetings
1. Risk register
2. Risk report
updates

I D E N T I F Y
R I S K S
( T & T )
S W O T A N A L Y S I S
ASSUMPTION &CONSTRAINT
ANALYSIS
P R O M P T
L I S T S
This technique examines the
project from each of the
strengths, weaknesses,
opportunities, & threats
(SWOT) perspectives.
starts with the identification of
strengths and weaknesses
of the organization, focusing
on either the project,
organization or the business
area in general.
then identifies any
opportunities for may arise
from strengths, and any
threats resulting from
weaknesses.
Assumption and constraint
analysis explores the
validity of assumptions and
constraints to determine which
pose a risk to the project.
Discover the underlying
causes that lead to a problem,
and develop preventive action.
It can be used to identify
threats by starting with a
problem statement and
exploring which threats might
result in that problem
occurring.
Used to find opportunities by
starting with a benefit
statement & exploring which
opportunities might result in
that benefit being realized.

RISK REGISTER
The risk register is where most of the risk information is kept. Think of
it as one document for the whole risk management process that will be
constantly updated with information as Identify Risks
and the later risk management processes are completed.
It includes (as of this process):
- List of identified risks
- Potential risk owners
- Potential risk responses
RISK REPORT
The risk report presents information on sources of overall project risk, together
with summary information on identified individual project risks.
IDENTIFY RISKS (OUTPUTS)

QUALITATIVE
PERFORM
RISK ANALYSIS
The process of prioritizing risks for further analysis or
action by assessing and combining their probability of
occurrence and impact (Rank your risks)
Some risks can kills you and other barely scratch you.

Qualitative Analysis is a
subjective approach to
prioritizing risks.
According to probability
and potential impact,
identified risks are rated
That require additional
analysis (quantitative risk
analysis)
That may proceed directly
to risk response planning
(plan risk response)
That are not critical
(watchlist)
PERFORM
QUALITATIVE
RISK ANALYSIS
THE RANKED RISKS ARE
CATEGORIZES INTO
MBA, PMP

PERFORM
QUALITATIVE
RISK ANALYSIS
1. Project (Risk) Mgmt plan
• Assumption log
• Risk register
3. EEF 4. OPA
INPUTS
1. Data gathering
2. Data analysis
• Risk data quality assessment
• Risk probability and impact
assessment
• Probability and impact matrix
4. Risk categorization
6. Expert judgment & Meeting
TOOLS & TECHS
• Risk register
• Risk report
OUTPUTS
MBA, PMP

PROBABILITY & IMPACT ASSESSMENT/
PROBABILITY AND IMPACT MATRIX
1- WE ASSESS THE
RISKS AS
FOLLOWS:
2- WE RANK THE
RISK USE
THE MATRIX

PROJECT DOCUMENTS UPDATES(OUTPUTS)
Risk report updates
Assumptions log updates
Updated Risk Register
Relative ranking or priority list of risks
Risks grouped by categories
List of risks requiring responses in the near term
List of risks for additional analysis and response
Watch-lists of low priority judgment
MBA, PMP

PERFORM QUANTITATIVE RISK ANALYSIS
THE OBJECTIVES OF QUANTITATIVE RISK ANALYSIS:
1. Ascertain the likelihood of project success
4. Determine the risk exposure
2. Determine the likely amount of contingency reserve needed
3. Determine the risks with largest impact on the project
The process of numerically analyzing the combined effect of
identified individual project risks and other sources of uncertainty
on overall project objectives.
We calculate the risk in term of cost & time.

INPUTS
TOOLS &
TECHNIQUES
OUTPUTS
• Risk mgmt plan • Cost & Schedule baseline
• Basis of estimates • Cost estimates
• Duration estimates • Risk register & Report
3. EEF 4. OPA
1. Data Gathering
• Interviews
• Facilitation
3. Representations of uncertainty
4. Expert Judgment
5. Data analysis
• Risk report
PERFORM QUANTITATIVE
RISK ANALYSIS

Analyze and compare
potential impacts of one
risk. looking at the effect
one variable (assumption)
might have if you could
completely isolate it. e.g.
windstorm (but no
windstorm-fire)
DATA ANALYSIS
SENSITIVITY ANALYSIS (TORNADO DIAGRAM)

EXPECTED MONETARY VALUE
ANALYSIS
(DECISION TREE ANALYSIS)
DATA ANALYSIS
lets you examine costs of all of the paths you
might take through the project (depending on
which risks occur) and assign a monetary
value to each decision.
opportunities are expressed as positive
values, while those of threats are expressed
as negative values.

PROJECT DOCUMENTS UPDATES
OUTPUTS OF PERFORM
QUANTITATIVE RISK ANALYSIS
Updated Risk Register
Probabilistic Analysis of the Project
Probability of Achieving Cost and
Time Objectives
Prioritized list of quantified risks

PLAN RISK
RESPONSES
INPUTS
1. Project Mgmt. plan
3. EEF & OPA
TOOLS & TECHS
1. Strategies For -/+ Risks
2. Contingent Response Strategies
3. Data gathering & analysis
4. Expert Judgment & Meeting
6. Decision making
OUTPUTS
1. Change requests
2. Project mgmt plan updates
The process of developing
options and actions to
enhance opportunities and to
reduce threats to project
objectives. It addresses the
risks by their priority,
inserting resources and
activities into the budget,
schedule and project
management plan as needed.

PLAN RISK RESPONSES (T&T)
STRATEGIES FOR THREATS
AVIOD MITIGATE
TRANSFER
ESCALATE
ACCEPT

Eliminate the threat by
eliminating the cause, such as
removing the work package or
person. Avoiding the threat
might even involve expanding
the scope of the project.
Reduce the probability and/or
the impact of a threat, thereby
making it a smaller risk and
possibly removing it from the
list of top risks on the project.
Make another party
responsible for the risk by
purchasing insurance,
performance bonds,
warranties, or guarantees or
by outsourcing the work.
AVOID MITIGATE TRANSFER
STRATEGIES FOR THREATS

EXPLOIT ENHANCE
SHARE ACCEPT
STRATEGIES FOR OPPORTUNITIES
ESCALATE

(the reverse of avoid)
Add work or change the project
to make sure the opportunity
occurs.
(the reverse of mitigate)
Increase the likelihood
(probability) and/or positive
impacts of the risk event.
(the reverse of Transfer)
Forming a partnership, team,
or joint venture) that is best
able to achieve the
opportunity
EXPLOIT ENHANCE SHARE
STRATEGIES FOR OPPORTUNITIES

Escalation is appropriate when
the project team or the project
sponsor agrees that an
opportunity or a threat is
outside the scope of the project
or that the proposed response
would exceed the project
manager’s authority.
ESCALATE
(FOR BOTH OPPORTUNITY & THREATS)

Accept Do nothing and say, "If
it happens, it happens." Two
types of acceptance:
1- Active acceptance:
may involve the creation of
contingency plans to be
implemented if the risk occurs
2- Passive acceptance:
leaves actions to be
determined when risk occured
(workarounds)
ACCEPT
(FOR BOTH OPPORTUNITY & THREATS)

Data analysis techniques that can be
used to select a preferred risk
response strategy include but are not
limited to:
Comparisons of the characteristics
of alternative risk response
options can lead to a decision on
which response is most appropriate.
Comparing the cost the response to
the benefit achieved from
implementing that response.
AlternativesAnalysis
DATA
ANALYSIS
Cost-benefitAnalysis

CONTINGENT RESPONSE STRATEGIES (T&T)
Some responses are designed for use only if certain events occur. For some
risks, it is appropriate for the project team to make a response plan that will
only be executed under certain predefined conditions often called
contingency plans or fallback plans and include identified triggering events
that set the plans in effect.
Contingency Plan: Fire fighting system will operate when the there is a fire.
Fallback plan: (when contingency plan fails), Evacuate the building.

Risk owners and assigned
responsibilities
Agreed-upon response
strategies;
Trigger conditions,
symptoms, and warning signs
of a risk occurrence
Residual risks that are
expected to remain after
planned responses have been
taken, as well as those that
have been deliberately
accepted
PLAN RISK
RESPONSES
(OUTPUTS)

IMPLEMENT
RISK
RESPONSES
The process of implementing
agreed-upon risk response
plans to address overall
project risk exposure,
minimize individual project
threats, and maximize
individual project
opportunities.
INPUTS
1. Project Mgmt. plan
3. OPA
TOOLS & TECHS
1. Expert judgment
• Influencing
information system
OUTPUTS
1. Change requests

RISKS
MONITOR
The process of implementing risk response
plans, tracking identified risks, monitoring
residual risks, identifying new risks, and
evaluating risk process effectiveness
throughout the project

2. Risk register
3. Work performance data
4. Work performance reports
1. Risk reassessment
2. Risk audits
3. Variance and trend analysis
4. Technical performance measurement
5. Reserve analysis
6. Meetings
2. Change requests
5. Organizational process assets updates
MONITOR RISKS
INPUTS
TOOLS &
TECHNIQUES
OUTPUTS

THANK
YOU!
https://www.linkedin.com/in/ashraf-
osman-mba-pmp-1a148498/

P R O J E C T P R O C U R E M E N T S
M A N A G E M E N T
MBA, PMP

O V E R V I E W
T H E P R O C E S S E S N E C E S S A R Y T O P U R C H A S E O R
A C Q U I R E P R O D U C T S , S E R V I C E S , O R R E S U L T S N E E D E D
F R O M O U T S I D E T H E P R O J E C T
1. PLAN PROCUREMENT MANAGEMENT
PLAN OUT WHAT YOU’LL PURCHASE, AND HOW AND WHEN.
2. CONDUCT PROCUREMENTS
DECIDE ON THE SELLER(S) YOU ARE GOING TO WORK WITH,
FINALIZE & SIGN THE CONTRACT
3. CONTROL PROCUREMENTS
MAKE SURE YOUR COMPANY IS GETTING WHAT YOU PAID FOR,
MAKING CHANGES TO THE CONTRACT, AND CORRECTING ANY
PROBLEMS WITH THE SELLER’S WORK.
MBA, PMP

TRENDS AND
EMERGING
PRACTICES
1. ADVANCES IN TOOLS
2. MORE ADVANCED RISK MANAGEMENT.
3. CHANGING CONTRACTING PROCESSES
4. LOGISTICS AND SUPPLY CHAIN
MANAGEMENT
5. TECHNOLOGY AND STAKEHOLDER
RELATIONS
6. TRIAL ENGAGEMENTS

C O N S I D E R A T I O N S F O R
A G I L E / A D A P T I V E
E N V I R O N M E N T S
In agile environments, specific sellers may be used to extend the
team. This collaborative working relationship can
lead to a shared risk procurement model where both the buyer and
the seller share in the risk and rewards associated
with a project.
MBA, PMP

P L A N P R O C U R E M E N T S
M A N A G E M E N T
The process of documenting project
procurement decisions, specifying the
approach, and identifying potential
sellers.
It determines whether to acquire
outside support and if so, what to
acquire, how to acquire it, how much is
needed, and when to acquire it.
W
H
AT
W
HET
HER
HOWMUCH
WHEN
H O W
T O A C Q U I R E ?

INPUTS
1. PROJECT MANAGEMENT PLAN
2. PROJECT CHARTER
• MILESTONE LIST • PROJECT TEAM ASSIGNMENTS
• REQUIREMENTS DOCUMENTATION
• RESOURCE REQUIREMENTS • RISK REGISTER
5. EEF 6. OPA
1. EXPERT JUDGMENT & MEETINGS
2. DATA GATHERING
• MARKET RESEARCH
3. DATA ANALYSIS
• MAKE-OR-BUY ANALYSIS
4. SOURCE SELECTION ANALYSIS
1. PROCUREMENT MANAGEMENT PLAN
2. PROCUREMENT STATEMENT OF WORK
3. BID DOCUMENTS 4. INDEPENDENT COST ESTIMATES
5. SOURCE SELECTION CRITERIA
6. PROCUREMENT STRATEGY
7. MAKE-OR-BUY DECISIONS
8. CHANGE REQUESTS
9. PROJECT DOCUMENTS UPDATES 10. OPA UPDATES
TOOLS &
TECHS
OUTPUTS

M A K E - O R - B U Y
A N A L Y S I S
Factor to consider:
- Availability
- Cost
- Skills
- Control on work
- Learned skills
A T E C H N I Q U E U S E D T O
D E T E R M I N E W H E T H E R
P A R T I C U L A R W O R K C A N
B E S T B E A C C O M P L I S H E D B Y
T H E P R O J E C T T E A M O R
S H O U L D B E P U R C H A S E D
F R O M O U T S I D E S O U R C E S
( B U Y O R R E N T )

SOURCE SELECTION CRITERIA (OUTPUT)
1. Understanding of project needs
2. Life-Cycle Cost
3. Technical ability
4. Risk
5. Warranty
6. Financial stability and capacity
7. Production Capacity
8. Business Size and Type
9. Past Performance
10. References
SOURCE SELECTION CRITERIA
ARE OFTEN INCLUDED AS A PART
OF THE PROCUREMENT
DOCUMENTS. SUCH CRITERIA
ARE DEVELOPED AND USED TO
RATE OR SCORE SELLER
PROPOSALS

PROCUREMENTS
MANAGEMENT
PLAN
1. HOW VENDORS WILL BE SELECTED
2. THE TYPE OF CONTRACT TO BE USED
3. THE PROCESS OF INDEPENDENT
ESTIMATING
4. STANDARDIZED PROCUREMENT
DOCUMENTS, FORMS AND CONTRACTS
5. HOW MULTIPLE VENDORS WILL BE
MANAGED
6. THE COORDINATION BETWEEN SELLERS
AND PROJECT TEAM

FIXED-PRICE OR LUMP-SUM
CONTRACTS
COST-REIMBURSABLE
CONTRACTS
TIME & MATERIAL
CONTRACTS
1. Firm-Fixed Price
Contracts (FFP)
2. Fixed Price Incentive
Fee Contracts (FPIF)
3. Fixed-Price with
Economic Price
Adjustment Contracts
(FP-EPA)
1. Cost-Plus-Fixed-Fee
(CPFF)
2. Cost-Plus-Award Fee
(CPAF)
3. Cost-Plus-Incentive
Fee (CPIF)
G E N E R A L T Y P E S O F C O N T R A C T S

A fixed-price contract is used for
acquiring goods, products, or
services with well-defined scope
Used in construction rather than IT
the buyer has the least cost risk in
this type of contract because the
seller will bear the additional costs
The profit is not disclosed to the
buyer in this contract type
IT IS ALSO CALLED
L U M P - S U M C O N T R A C T S
F I X E D P R I C E
C O N T R A C T S

The seller is forced to accept a high level
of risk.
The seller needs to add a huge amount of
reserves to their price to cover their risks
The seller can more easily try to increase
profits by cutting scope or claiming that
work the buyer wants is outside the
contract and thus requires a change
the buyer can't determine if something is
within the scope or outside of it
WHAT IF THE SCOPE
I S N O T W E L L D E F I N E D ?
F I X E D P R I C E
C O N T R A C T S

F I R M - F I X E D P R I C E
C O N T R A C T S ( F F P )
Is an agreement to
provide the product
for a total price
Least risk
Contract = $ 1,000
F I X E D P R I C E
I N C E N T I V E F E E
C O N T R A C T S ( F P I F )
Allows flexibility to seller
and buyer for deviation
from performance with
incentives
Fixed price + (Incentive for
each month finished early)
Contract = $1000. I will
pay additional $100 for
each month
finished earlier
F I X E D - P R I C E W I T H
E C O N O M I C P R I C E
A D J U S T M E N T ( F P E P A )
Is used when contract
spans for a longer period
and desiring long-term
relationships
Predefined final
adjustments allow
modifications in contract
price
Contract = $1000 but in
year 2 it will be revised
F I X E D P R I C E C O N T R A C T S
3 T Y P E S
MBA, PMP

COST
REIMBURSABLE
CONTRACTS
Theallowablecosts,associatedwith
producingtheproductsorservices,are
chargedtothebuyer
Usedwheneverthescopeofwork
cannotbepreciselydefinedatthestart
andcouldbealtered.
Highriskastotalcostsarenotfixed

C O S T - P L U S - F I X E D -
F E E ( C P F F )
The buyer agrees to
reimburse allowable
costs and a fixed fee
The risk is moderate
as fee is fixed and
costs are variable
Seller is neutral
Contract = Total Cost
+ $ 100,000
C O S T - P L U S -
A W A R D F E E ( C P A F )
In a cost plus award fee
contract, the buyer pays all
costs + base fee + an award
amount (a bonus) based on
performance
(subjectively).
Win-Win.
Contract = Total Cost +
Fee + Subjective Award
C O S T - P L U S -
I N C E N T I V E - F E E ( C P I F )
A cost plus incentive fee
contract provides for the
seller to be paid for
actual costs + fee +
incentive that will be
adjusted based on
whether the specific
performance objectives.
Sharing formula e.g 80/20
- 60/40 for loss and gain
C O S T R E I M B U R S A B L E
C O N T R A C T S
3 T Y P E S
MBA, PMP

I T ’ S A C O M B I N A T I O N O F
F I X E D P R I C E A N D C O S T
R E I M B U R S A B L E
C O N T R A C T S
I T I S A W A R D E D W H E N
T H E T O T A L A M O U N T O F
T H E M A T E R I A L C O S T I S
N O T K N O W N A T T H E
T I M E O F C O N T R A C T .
C A N G R O W I N
C O N T R A C T V A L U E
M E D I U M R I S K
T I M E & M A T E R I A L
( T & M ) C O N T R A C T S

C O N D U C T
P R O C U R E M E N T S
The process of obtaining seller responses, selecting a seller and
awarding a contract. You narrow down your list of sellers to a few
who look like they might be good candidates, you evaluate all of
their responses against your source selection criteria and choose
the vendor you’re going to work with.
MBA, PMP

INPUTS T&T OUTPUTS
1.Project management plan
• Procurement mgmt plan
• Scope management plan
• Communications mgmt plan
• Risk management plan
• Cost baseline
2. Procurement documentation
3. Seller proposals
5. OPA 6.EEF
1. Bidder conference
2. Data analysis
• Proposal evaluation
3. Expert judgment
4. Advertising
• Procurement negotiations
1. Selected sellers
2. Agreements
3. Change requests
4. Project mgmt plan update
5.Project documents updates
6. Organizational process
assets updates
CONDUCT PROCUREMENTS
MBA, PMP

C O N T R O L
P R O C U R E M E N T S
2. Procurement documents
3. Project documentation
3. Agreements
4. Approved change requests
6.Work performance data 7.EEF 8.OPA
I N P U T S
1. Expert judgment
2. Claims administration
3.Data analysis
• Performance reviews
• Earned value analysis
• Trend analysis
4. Inspection
5. Audits
T O O L S & T E C H N I Q U E S
1. Closed procurements
3. Procurement documentation updates
4. Change requests 5.Project mgmt plan
updates 6. Project documents updates
7. OPA updates
O U T P U T S
Control Procurements is the
process of managing
procurement relationships,
monitoring contract
performance, and making
changes and corrections to
contracts as appropriate.
It ensures that both the seller’s
and buyer’s performance meets
procurement requirements
according to the terms of the
legal agreement

T H A N K Y O U !
E N D O F T H E M A T E R I A L
A S H R A F O S M A N , M B A , P M P A S H R A F N U R 8 9 @ G M A I L . C O M
MBA, PMP

PMP PMBOK 6th

More Related Content

What's hot (20)

Similar to PMP PMBOK 6th (20)

Recently uploaded (20)

PMP PMBOK 6th