PMP 01 PDF

PMP PREPARATION COURSE
BY PROCESS GROUPS
Based On PMBOK® Guide Sixth Edition
Prepared By Engr. : PMI Member PMP PMI-RMP

June.2016 Sep.2016 Dec.2017
WALEED ELBASYOUNI
Planning & Project Control Engineer
PMP®, PMI-RMP®, TOT®, MSc (Cand.)
Instructor BIO
WALEED ELBASYOUNI
Bsc, MSc®, PMP®,RMP®,P3O®,P3M3®,KPIs®,APMG-CH®,TOT®,SSYB™
• Programs Control - PMO Steering Committee With More Than 13 Years Professional Experience In Construction Industry Mega
Projects In Egypt and Saudi Arabia.
• BSc. of Architectural Engineering, Cairo- Egypt.
• Portfolio Program and Project Offices P3O® By AXELOS®, UK.
• Project Management Professional (PMP®) Certified By The Project Management Institute (PMI®), USA.
• Strategic Planning Diploma By Arab Center for Strategic Planning Studies (ACSPS©).
• Risk Management Professional (PMI-RMP®) Certified By (PMI®), USA.
• MSc (Cand) in Projects Management in Establishing Project Management Office (PMO).
• APMG International - Change Management®| UK.
• Training of Trainers (TOT®) By American Institute for Applied Education (AIAE®), USA.
• Program Management, Control and Strategic Planning Instructor.
• Founder & CEO of Ana Memarey Magazine, Cairo – Egypt.
• Speaker volunteer involvement in Planning and Project Management Conference.
• Member of the Training Board in Human Energy Academy, Malmo, Sweden.
• Member of the Training Board in Management Academy, Istanbul, turkey.
• Member in Project Management Institute PMI® .
• Member in Saudi Council Of Engineers .
• Member in Egyptian Syndicate Of Engineers . @Waleed Elbasyouni
1. Course And Exam Requirements?
2. What is the Best Manner Of Study in this Course?
3. Who Is The Target Audience?
4. Why We Need Study PMP® By Process Groups ?
5. After We Completed This Course, What Will We Learn?
6. What`s New In PMBOK Guide Sixth Edition ?
7. Course Contents
Course & Exam Requirements?
Course and Exam requirements?
• To be familiar with this Course all Students should be working in a Project environment organization.
PMP Certification Eligibility Criteria

Eligibility Requirement Four-Year Degree Secondary Degree
Years of Project
3 Years (36 Months) 5 Years (60 Months)
Management Experience
Hours Leading &

4,500 Hours 7,500 Hours
Directing Projects
• Hard or soft copy of the "A Project Management Body of Knowledge (PMBOK® Guide, Sixth Edition)" would
make also a good reference to use throughout the course.

The Best Manner of Study in this Course
• This Course Based On PMBOK® Guide Sixth Edition authored by PMI®, 2017.
• This Course use the vertical way Method to study PMP® preparation Course, Presented by Process Groups.
We will Follow the smart study way to gait a maximum benefits

from this course:-
 Listening well to each lecture in this course with high concentration.
 Reading well the same content from PMBOK 6th guide.
 Record your Comments To Facilitate your review before your exam.
 Mack a practical application and Solving Questions at the end of Every

Sessions.
 To be different make your own success story as much as possible.

Who is the
Target Audience?
Who is the target audience?
Anyone who wishes to learn about Project Management according to PMI® Methodology.
• Project Managers, Project Sponsors, Project Management Office (PMO) team, Business
owners, Engineers, Project management field Start-ups, Management Consultants.
• Anyone who wishes to improve his management skills of high complexity projects, in
order to improve the success ratio in Small and Mega projects.
• Anyone who wishes to shift his career to Project Management field, with Professional
study.
• Fresh graduate Individuals who are willing to start a profession in the field of project
planning and management.
• Company directors seeking to increase the efficiency decision making in projects.
• Anyone wanting to gain knowledge in Project Management techniques.
• Anyone who wishes to obtain the PMP® certificate.

Why PMP® By
Process Groups?
Why we need Study PMP® by Process Groups ?
• Because it`s The real and logical sequence of any project.
• To understand how to implement the project management

Knowledge with more reality.
• Because the PMP® Exam designed by process groups Domains

and the exam results coming by P G`s not by Knowledge areas.
After we Completed this Course
what will we Learn?

After we completed this Course what will we Learn?
• Describe and understand all Project Management processes, as outlined in the PMI® PMBOK® Guide
6th Edition.
• Gain the all must necessary information to prepare for the Project
Management Professional (PMP®) Certification Exam.
• Describe Project Management Principles and Techniques and how they
apply to the day-to-day in the real and logical sequence of any project
management of projects and operations.
• Understand the Eligibility Requirements and the nature of the PMP®
exam.
• Understand the Exam Strategies and Know where to Focus while Preparing
for the Exam and how to collect some tricks on the exam.
What`s New in
PMBOK Guide Sixth Edition
What`s New in PMBOK Guide Sixth Edition
If you’re not familiar with the PMI, or the PMBOK:

• The PMBOK 6th Edition is the PMI’s primary standard document. It is accredited by the
American National Standards Institute (ANSI) and must be updated every 4 to 5 years.
• The Project Management Science is an Evolves knowledge, should be update

continuously as much as possible.
1. New Methodology
• Change Management Methodology, Terminologies and all most information
Narrative Transferred from waterfall Management to agile management
Methodology.
• From (systematic, linear, and traditional Method ) to (shortest time possible, more
flexibility)
Waterfall
It Is The More Traditional Project Management Methodology,
In Which Every Phase Of The Project Must Be Fully
Completed and Signed Off Before Moving Forward To The
Next Stage (step to step).
Agile
It Is Ongoing, iterative and more flexibility Based On Principles Of Interaction And
Collaboration Among Team Members, Where Tasks Are Executed Quickly And In An
Adaptive Manner, This Helps To Improve The Overall Output With Every Iteration.
The New PMBOK 6th Called

Research Informed Standard
2. Information Narrative
• Add 4 new sections in each Chapter (Knowledge area).

KEY CONCEPTS
• Focus on Strategic and Business Knowledge and it`s
relation with Project Management .
CONSIDERATIONS FOR New TRENDS AND

AGILE/ADAPTIVE ENVIRONMENTS Sections EMERGING PRACTICES
TAILORING CONSIDERATIONS
3. Structure
• Added New Chapter On THE ROLE OF THE PROJECT MANAGER
Including The PMI Talen Triangle (Technical Project Management,
Leadership, Strategic And Business Management).
• Added New Appendix (APPENDIX X3) about AGILE PRACTICE GUIDE, it`s
describes the use of agile from the perspective of the Project Management
Process Groups.
• Added, Moved, Eliminated, and Change Name on some of KNOWLEDGE AREA
AND PROCESS.
3. Structure
Added, Moved, Eliminated, and Change Name on some of KNOWLEDGE AREA AND PROCESS.
3. Structure
• Close Procurement Process has been removed as a process and
moved to Control Procurement and Close Project or Phase Process.
• Estimate Activity Resources moved to Project Resource
Management.
3. Structure
3. Structure
49
Processes
For More info. About PMBOK Changes follow
Appendix X1 Page 639 in PMBOK 6th Edition
COURSE CONTENTS
To Cover 35 Hours PDUs Required to PMP Exam
Course Contents
PART 1
• INTRODUCTION IN PROJECT MANAGEMENT
Course Contents
PART 2
• THE ROLE OF THE PROJECT MANAGER
PART 3
• KNOWLEDGE ARIA (10 KNOWLEDGE ARIAS)
PART 4
• CORE COURSE BY PROCESS GROUPS (5 PROCESS GROUPS)
Course Contents
1. INTRODUCTION IN PROJECT MANAGEMENT
• Overview, Foundational Elements, Terminologies, Code Of Ethics And Professional Conduct.
2. THE ROLE OF THE PROJECT MANAGER.
3. EACH KNOWLEDGE ARIA (10 KNOWLEDGE ARIAS)
• Overview About All Processes.
• Key Concepts
• Trends And Emerging Practices
• Tailoring Considerations
• Considerations For Agile/Adaptive Environments
4. CORE COURSE, STUDY PMP® PREPARATION BY PROCESS GROUPS.
• Overview About All Process Groups.
• Each Process Groups (5 Process Groups)
• Definition, Key Benefits, Inputs, Outputs, Tools And Techniques
• Application On All Most PM Forms And Templates
• Solve All Most Practical Questions About Each Process Groups
• Focus On Each Process Key Words
Course Contents
KNOWLEDGE AREA
PM FRAMEWORK & ROLE
OVERVIEW
OF THE PROJECT MANAGER
(10 KNOWLEDGE AREAS)
5 Lecture 1 2 5 Lecture
PROCESS GROUPS
3 4 AGILE- EXAM STRATEGY-
(5 PROCESS GROUPS) MOCK EXAM-FINAL REVISION
22 Lecture 4 Lecture
Course Availability
will be available in:
All Course Contents

with 35 Hours PDUs Certificate
Required to PMP Exam
Lecture 1
PROJECT MANAGEMENT FRAMEWORK
Lecture 1 Agenda
1. OVERVIEW AND PURPOSE
2. FOUNDATIONAL ELEMENTS
3. PMBOK 6TH STRUCTURE
This info. It Will Cover PMBOK 6th Edition
From Page 1 To Page 25

Project Management Framework
Overview and Purpose
HISTORICAL BACKGROUND
• Project Management Is Not New. It Has Been In Use For Hundreds Of Years.
• Outcomes Of These Projects Were The Result Of Leaders And Managers Applying Project Management Practices,
Principles, Processes, Tools, And Techniques To Their Work.
Pyramids of Giza- Egypt Taj Mahal - India Great Wall - China

Overview and Purpose
CODE OF ETHICS AND PROFESSIONAL CONDUCT
Why PMI Publishes The Code Of Ethics and Professional Conduct?
• To Instill Confidence In The Project Management Profession.
• To Help An Individual In Making Wise Decisions, Particularly
When Faced With Difficult Situations .
• The Code Of Ethics and Professional Conduct Affirms These Four
Values As Its Foundation (Responsibility, Respect, Fairness, And
Honesty).
FOUNDATIONAL ELEMENTS
WHAT IS THE PROJECT ?

WHAT IS THE PROJECT ?
A Project is a Temporary Endeavor Undertaken To Create a Unique Product, Service, Or Result.
Exploring for Oil in a Region Web Design (IT-Projects) Constructing a Building Research Development
THE PROJECT DEFINITION ?

1.Temporary
3.Projects Drive Change

01 Indicates That a Project Has a Definite
Beginning and End.
Projects Drive Change In Organizations It`s Moving
An Organization From One State To Another State In
Order To Achieve A Specific Objective
04
4. Business Value Creation
03 Projects Refers To The Benefit That The
Results Of A Specific Project Provide To
Its Stakeholders. The Benefit From
2.Unique Projects May Be Tangible, Intangible, Or
Both.
Because The Characteristics of The
Project Will Not Be Repeated. 02

3.Projects Drive Change
Projects Drive Change In Organizations It`s Moving
An Organization From One State To Another State
In Order To Achieve a Specific Objective.

4. Business Value Creation
The Benefit From Projects May Be Tangible, Intangible, Or Both. ‫منافع مادية ومنافع معنوية‬
01 02
Examples of Examples of
Tangible Elements Intangible Elements
• Monetary assets • Goodwill
• Stockholder equity • Brand recognition
• Utility • Public benefit
• Fixtures • Trademarks
• Tools • Strategic alignment
• Market share • Reputation
PROJECT INITIATION CONTEXT

‫سياق بدء المشاريع‬
• Organizational Leaders Initiate Projects in Response
to Factors Acting Upon Their Organizations.
• There are Four Fundamental Categories for These
Factors.
FACTORS THAT LEAD TO THE CREATION OF A PROJECT New

technology
Environmental Competitive
These Factors Ultimately Should Link to the Strategic considerations forces
Objectives of The Organization and the Business Value of

Political
Social need
changes
Each Project.
Examples of
Factors that
Strategic &
business need Lead to the Market
demand
Creation of a
Business
Project
Economic
process
changes
improvements
Legal Customer
requirement request
Stakeholder
demands
WHAT IS A DIFFERENCE AND SIMILARITIES BETWEEN
PROJECT & OPERATION?

WHAT IS A DIFFERENCE AND SIMILARITIES BETWEEN PROJECT & OPERATION?
Differences
• Project is Temporary and Unique.
• Operation is On-going and Repetitive.
Similarities
• Both of them Planned, executed and controlled.

• Both of them Need and Performed By Man Power.
WHAT IS PROJECT MANAGEMENT?
WHAT IS THE IMPORTANCE OF PROJECT

MANAGEMENT ?
WHAT IS PROJECT MANAGEMENT?
• Project Management is the Application of Knowledge, Skills, Tools, and Techniques
to Project Activities to Meet the Project Requirements.
• Project Management is Accomplished Through The Appropriate
Application and Integration Of The Project Management
Processes Identified For The Project.
• Project Management Enables Organizations To Execute Projects
Effectively and Efficiently.

WHAT IS THE IMPORTANCE OF

PROJECT MANAGEMENT ?
THE IMPORTANCE OF PROJECT MANAGEMENT
Effective Poorly
Project Management Project Management
Effective Project Management Helps Individuals, Poorly managed projects of project management
Groups, and Public and Private Organizations To: may result in:
• Meet business objectives • Missed deadlines
• Increase chances of success • Poor quality and Rework
• Resolve problems and issues • Loss of reputation for the organization
• Manage constraints • Unsatisfied stakeholders
• Manage change in a better manner. • Failure in achieving the objectives
The Relationship Between
PROJECT, PROGRAM, PORTFOLIO,

AND OPERATIONS MANAGEMENT
RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS MANAGEMENT
A Project May Be Managed In Three Separate

Scenarios:
• As a Stand-alone Project (Outside Of A Portfolio
Or Program).
• Within a Program
• Within a Portfolio.
DEFINATION OF PROJECT, PROGRAM, PORTFOLIO.
• Projects: a temporary endeavor undertaken to create

a unique product, service, or result.
• Programs: is a group of related projects, subsidiary

programs, and program activities that are managed in
a coordinated manner to obtain benefits not
available from managing them individually.
• Portfolios: is a collection of projects, programs,

subsidiary portfolios, and operations managed as a
group to achieve strategic objectives.
PROJECT, PROGRAM, PORTFOLIO AND OPERATIONS MANAGEMENT WITH ORGANIZATIONAL STRATEGY
The Project, Program, Portfolio and Operations
Components are Grouped Together in Order To Facilitate
The Effective Governance and Management of The Work
That Helps To Achieve Organizational Strategies and
Priorities.
PROGRAM MANAGEMENT CHARACTERISTIC
• Aligning with the organizational or strategic direction that affects
program and project goals and objectives.
• Managing program risks that may impact multiple projects in the
program.
• Resolving constraints and conflicts that affect multiple projects
within the program.
• Resolving issues between component projects and the program

level.
• Managing change requests within a shared governance framework.
• Allocating budgets across multiple projects within the program.
PORTFOLIO MANAGEMENT CHARACTERISTIC
‫إدارة المحافــــظ‬
• Guide Organizational Investment Decisions.
• Select The Optimal Mix Of Programs and Projects To Meet Strategic
Objectives.
• Provide Decision-making Transparency.
• Prioritize Team and Physical Resource Allocation.
• Increase The Likelihood Of Realizing The Desired Return on
Investment.
• Centralize The Management Of The Aggregate Risk Profile Of All
Components.
DEFINATION OF OPERATIONS MANAGEMENT.
Operations Management: is an area that is outside the scope of formal project management as described in this guide, is
concerned with the ongoing production of goods and/or services.
OPERATIONS AND PROJECT MANAGEMENT:

Projects can intersect with operations in:
• When developing a new product, upgrading a
product.
• improving operations or the product
development process.
• At the end of the product life cycle
• At each closeout phase
PROJECT, PROGRAM, PORTFOLIO. Comparison
PMBOK 6th Edition - Page 13

PROJECT
AND DEVELOPMENT LIFE CYCLES
PROJECT LIFE CYCLES 4. Ending the Project

Closing Processes PHASE 4
3. Carrying Out the Work

Executing Processes PHASE 3
2. Organizing and Preparing Throughout the project Timeline we handling

Planning Processes PHASE 2
Monitoring And Controlling Processes
All Time
1. Starting The Project
Initiating Processes
PHASE 1
PROJECT AND DEVELOPMENT LIFE CYCLES

The Project Life Cycle Needs To Be Flexible Enough, This Flexibility May Be Accomplished By:
• Identifying The Process Or Processes Needed To Be Performed
In Each Phase.
• Performing The Process Or Processes Identified In The
Appropriate Phase.
At Beginning of Project
• Costs and the Team is a little
• Risk and the impact of stakeholders is To High.
• Costs of Change is a Low .

PROJECT LIFE CYCLES TYEPS
1.3. InIna An Incremental

Predictive Life Cycle:
Life cycle:
• • The
4. A Hybrid
TheProject Life
DeliverableCycle
Scope, :
Is Time, And Through
Produced Cost Are ADetermined In The Early
Series Of Iterations That
Phases Of The Add
Successively Life Cycle.
Functionality Within A Predetermined Time Frame.
• Is A Combination Of A Predictive And An Adaptive Life Cycle.
• • Any
TheChanges To The
Deliverable ScopeThe
Contains AreNecessary
Carefully And
Managed. Predictive
Sufficient LifeTo
Capability
• Those
Cycles Elements
May Also Of
Be Considered Be The Project
Referred
Complete That
To As
Only Are
TheWell
Waterfall
After LifeKnown
Final Cycles.Or Have Fixed
Iteration.
2.4.Requirements
InAdaptive Follow
An Iterative Life ACycle:
life cycles
Predictive Development Life Cycle, And
are agile, iterative, or incremental:
• Those
The Project Scope That
Elements Is Generally Determined
Are Still EvolvingEarly In TheAnProject
Follow Life Cycle,
Adaptive
• The detailed scope is defined and approved before the start of an
But Time And Cost Estimates Are Routinely Modified As The Project Team’s
iteration. Life Cycle.
Development
Understanding Of The Product Increases.
• Adaptive life cycles are also referred to as agile or change-driven life
• Iterations Develop The Product Through a Series Of Repeated Cycles,
cycles. See Appendix X3.
While Increments Successively Add To The Functionality Of The Product.
PMBOK 6th STRUCTURE
PMBOK 6 TH STRUCTURE
PMBOK 6th STRUCTURE
Page No. 25
• Project Management Knowledge Areas ( 10 Knowledge Areas)
• Project Management Process Groups ( 5 Process Groups With

49 Process )
( 10 Knowledge Areas)
(5 Process Groups )
PMBOK 6th STRUCTURE
Each Process From 49 Process have :
Outputs
• Outputs 1
• Outputs 2
• Outputs 3
• Outputs 4
Inputs
• Input 1
• Input 2
• Input 3
• Input 4 Tools & Techniques
PMBOK 6th STRUCTURE
Do You Implement All 49 Process In Your Project ? Do You Have any Categorization?
• The Number Of Process Iterations and Interactions Between Processes Varies Based
on the Needs of the Project.
• Processes Generally Fall Into One Of Three Categories.
Process Categories
1. Processes That
3.
2. UsedAreOnce Performed
Or At Predefined
Continuously
Points
Periodically AsThroughout
In The
Needed.
The Process
Project.
The Acquire Resources Is Performed As Resources Are Needed.
Project.
The Process
Processes
Define
Develop
Activities
ProjectMay
Charter
OccurAnd
Throughout
Close Project
The Project
Or Phase
Life Cycle, Many
Of The Monitoring And Control Processes Are Ongoing From The Start Of The
Project
Summary
• Project Management Historical Background
• Code Of Ethics and Professional Conduct
• What is The Project ?
• Project Definition and Characteristic?
• What is a Difference and Similarities Between Project & Operation?
• What is Project Management?
• What Is The Importance of Project Management ?
• The Relationship Between Project, Program, Portfolio, and Operations Management
• Project and Development Life Cycles and Project Life Cycles Types
• PMBOK 6th Structure

Lecture 2
Lecture 2 Agenda
1. Project Management Data and Information Flow
2. Tailoring
3. Project Management Business Documents
4. The Environment In Which Projects Operate

PROJECT MANAGEMENT
DATA & INFORMATION FLOW

Project Management Data & Information Flow
Through Project Life Cycle 3

2 Work Performance Reports
1 Work Performance Information
Work Performance Data
Transfer
Aggregation Analysis
Overall
Executing Project Control
Processes Controlling
Processes
Project Management Data & Information Flow
This info. In PMBOK 6th Edition
Page 27
‫‪TAILORING‬‬
‫التخـصيــص‬
Tailoring
Tailoring Project Management To The Project
• Selection 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.
The Project Manager Collaborates With The Project Team, Sponsor

and Organizational Management In The Tailoring Process.
‫يجببعلى ببيل ببميرلع نببرعالع ليرجببكع لةمرجببرلقةيببررل ببالجري ب لع نببرعالعع جه ب ل‬

.‫ع رعىيرل لععالمعررلع رنظي يرل نظ رلجيلى يرلع رخصيصلعرحميمهكلةجنكيرلنميمر‬
Tailoring
Why Tailoring is Necessary for Each Project ?

• Because Each Project Is Unique, So Not Every Process, Tool, Technique, Input,
Or Output Identified In The PMBOK® Guide Is Required On Every Project.
• Tailoring Should Address The Constraints Of Scope, Schedule, Cost, Resources,
Quality, and Risk and Make Balance Between The Importance Of Each
Constraint Is Different For Each Project.
• The Project Manager Tailors the Approach for Managing These Constraints Based on the Project Environment,
Organizational Culture, Stakeholder Needs, and other Variables.

PROJECT MANAGEMENT
BUSINESS DOCUMENTS
Project Management Business Documents
• The Project Manager Needs To Ensure That The
Project Management Approach Captures The Intent
Of Business Documents.
• These Documents Are Defined In 4 Documents Are
Interdependent and Iteratively Developed and
Maintained Throughout The Project Life Cycle.

Project Business Documents Project

01 Business Case
Project Charter 04
Project
03 Management Plan
Project
Benefits Management Plan 02
Interrelationship of Needs Assessment and Critical

Business/Project Documents
Pre-Project Work (Before Initiating)
(Needs Assessment – Business Case – Benefits Management Plan
Starting the Project (Initiating)
Project Charter
Organizing and Preparing (Planning)
Project Management Plan

Project Business Documents

1 PROJECT BUSINESS CASE
• A Documented Economic Feasibility Study Used To
Select The Objectives And Reasons For Project
Initiation.
• It Helps Measure The Project Success at The End Of
The Project Vs The Project Objectives.

1 Project Business Documents
PROJECT BUSINESS CASE

SITUATION ANALYSIS
• Identification Of Organizational Strategies, Goals,
And Objectives.
BUSINESS NEEDS
• Identification Of Root Cause(s) Of The Problem
• Often Precedes The Business Case To
• Identification Of Known Risks
Understanding Business Goals, Objectives,
• Identification Of Critical Success Factors
Issues, and Opportunities and Recommending
Proposals to Address Them. • Identification Of Decision Criteria

2 PROJECT BENEFITS MANAGEMENT PLAN
• Is The Document That Describes How and When the Benefits of
The Project Will Be Delivered, and Describes The Mechanisms
That Should Be In Place To Measure Those Benefits.

2
PROJECT BENEFITS MANAGEMENT PLAN
• Target Benefits
• Strategic Alignment
• Timeframe For Realizing Benefits
• Benefits Owner
• Metrics
• Assumptions
• Risks
3 PROJECT CHARTER
• One of Most Important Document of any Project
• Defined as a Document Issued By The Project
Sponsor That Formally Authorizes The Existence of a
Project.
• Provides The Project Manager With The Authority .

4 PROJECT MANAGEMENT PLAN
• Defined as The Document That Describes How The
Project Will Be Executed, Monitored, and Controlled.
HOW TO MANAGE
PROJECT
SUCCESS MEASURES
Project Success Measures
Challenges in Project Management
One Of The Most Common Challenges in
Project Management is Determining
Whether or Not a Project is Successful.

We Have Three Questions That The Project Manager And Key Stakeholders Should
Answer:
Project Success Objectives May Include but are not Limited to:
• Completing The Project Benefits Management Plan
• Meeting The Financial Measures Documented In The Business Case.
• Net Present Value (NPV)
• Return On Investment (ROI)
• Internal Rate Of Return (IRR)
• Payback Period (PBP)
• Benefit-cost Ratio (BCR)
• Meeting Business Case Nonfinancial Objectives
• Meeting Organizational Strategy, Goals, And Objectives
• Achieving Stakeholder Satisfaction
• Integration Of Deliverables Into The Organization’s Operating Environment
THE PROJECTS ENVIRONMENT
The Projects Environment
Project Influences
Project
Projects exist and operate in environments that may have an Influences
influence on them, These influences can have a Positive or
negative impact on the project.
1 EEF
EEFs originate from the environment outside of
the project and often outside of the enterprise
EEF OPA
2 OPA
OPAs are internal to the organization.
EEFs and OPAs

• Are Considered As Inputs To Many Project Management Processes,
Specifically For Most Planning Processes.
• These Factors May Enhance Or Constrain Project Management
Options.
• In Addition, These Factors May Have A Positive Or Negative
Influence On The Outcome.

EEF
1 ENTERPRISE ENVIRONMENTAL FACTORS
 EEFs EXTERNAL
Internal To TO
TheTHE
Organization
ORGANIZATION
• Organizational Culture, Structure, And Governance
Marketplace conditions
• Not Under The Control Of The Project Team, That
• Social
Geographic Distribution
and cultural Of Facilities
influences And Resources
and issues
Influence, Constrain, Or Direct The Project.
• Legal
Infrastructure
restrictions
• These Conditions Can Be Internal And / Or
• Commercial
Information Technology
databases Software
External To The Organization.
• Academic
Resource Availability
research
• Employee Capability elements

Physical environmental
OPA  Organizational Knowledge Repositories

1 ORGANIZATIONAL PROCESS ASSETS  Processes, Policies,
• Configuration and Procedures
Management (Software And
• Guidelines
Hardware And Criteria For Processes
Organization Tailoring
Standards, Policies,
• (OPAs) Are The Plans, Processes, Policies,
• Procedures,
Specific Organizational Standards
And Any Project Such as Policies
Documents
Procedures, and Knowledge Bases Specific To and
• Financial
Project Life Cycles,
Data Baseand Methods
(Costs, and Procedures
Budgets)
Used By The Performing Organization.
• Historical
Templates,Information
Report Formats and Project
And Lessons Documents
Learned
• They May Be Grouped Into Two Categories.
• Change Control
Issue And DefectProcedures
Management Data
• Issue and Defect

Measurement Management
Data Procedures
On Processes
• Project Closure Guidelines

Files From Previousor Requirements
Projects
Summary
• Project Management Data & Information Flow
• Tailoring Project Management To The Project
• Project Management Business Documents
• Project Business Case
• Project Benefits Management Plan
• Project Charter
• Project Management Plan
• Project Success Measures
• The Projects Environment
• Enterprise Environmental Factors - Organizational Process Assets

Lecture 3
Lecture 3 Agenda
1. ORGANIZATIONAL SYSTEMS
2. PROJECT MANAGEMENT OFFICE
3. PROJECT CONSTRAINTS
4. PROJECT STAKEHOLDERS

ORGANIZATIONAL SYSTEMS
Organizational Systems
Project Manager Needs To Understand his Responsibility
The Project Manager Needs to Understand Where Responsibility,
Accountability, And Authority Reside Within The Organization to Help him
to be Effectively Use His Or Her Power, Influence, Competence,
Leadership, and Political Capabilities To Successfully Complete The
Project.
‫علييم مييدير المشييروت ام يييت وا حييدود وايباتييي وصييصحياتي ييييدا ليصييب ا يير تييا يرا‬
.‫وت وم لي القدره على استخداا قوتي وتا يره فى ا مال عملية نياح المشروت‬
Organizational Governance Frameworks ‫الحو مة هم اإلطار الذي تمارس داخلي السلطة داخل المؤسسات‬
Governance Is The Framework Within Which Authority Is Exercised In
Organizations. This Framework Includes But Is Not Limited To:
Rules Policies Procedures
Processes Systems Relationships

ORGANIZATIONAL STRUCTURE TYPES

What is the Factors In Organization Structure Selection ?
• Degree of alignment with organizational objectives
• Specialization
• Span of control, efficiency, and effectiveness‫نطكقلع قفكءرلعججك يرهكلل‬
• Delegation capabilities
• Responsibility
• Efficiency of performance
• Cost considerations
• Clear communication
• locations
1. Organic or Simple
2. Functional (centralized)
3. Multi-divisional
4. Matrix – strong
5. Matrix – weak
6. Matrix – balanced
7. Project-oriented
8. Virtual
9. Hybrid
10. PMO
Page 47

Organizational Structures on Projects can classify by some Factors
Project Manager’s Authority Resource Availability
Project Manager’s Role Who Manages the Project Budget?
Work Groups Arranged by Project

Management Administrative Staff

Organic or Simple
Functional(centralized)
Multi-Divisional
Matrix
Project – Oriented, Virtual, Hybrid and PMO
PROJECT MANAGEMENT
OFFICE
Project Management Office
Project Management Office (PMO) Types

01
• A Project Management Office (PMO) Is an
Organizational Structure That Standardizes The

Supportive
Project-related Governance Processes And Facilitates 02

The Sharing Of Resources, Methodologies, Tools, And
Controlling
Techniques.
• There Are Several Types Of PMOs In Organizations,

03
Each Type Varies In The Degree Of Control And
Directive
Influence It Has On Projects Within The Organization
Project Management Office (PMO) Types

Supportive.
• Provide A Consultative Role To Projects By Supplying Templates, Best Practices,
Training, Access To Information, And Lessons Learned From Other Projects.
• The Degree Of Control Provided By The PMO Is Low.
Controlling.
• Provide Support And Require Compliance Through Various Means (Conformance
To Governance Frameworks - Use Of Specific Templates, Forms, Methodologies
And Tools)
• The Degree Of Control Provided By The PMO Is Moderate.
Directive.
• Take Control Of The Projects By Directly Managing The Projects. Project
Managers Are Assigned By And Report To The PMO.
• The Degree Of Control Provided By The PMO Is High.
Project Management Office (PMO) a Primary Function and Authority

PMO Authority
A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project in order to keep it aligned with the
business objectives.
PMO Primary Function
• Managing shared resources across all projects
• Identifying and developing project management methodology, best

practices, and standards
• Coaching and training
• shared documentation (organizational process assets)
• Coordinating communication across projects

Project
Constraint
Project Constraint
Customer Satisfaction
Resources Risk
Project
STAKEHOLDERS
Project Stakeholders
A Stakeholder Is An Individual, Group, Or Organization That May

Affect, Be Affected By, Or Perceive Itself To Be Affected By A Decision,
Activity, Or Outcome Of A Project, May Be Internal Or External May
Have A Positive Or Negative Impact On The Project .
Project Stakeholders
Internal Stakeholders
• Sponsor External Stakeholders
• Resource Manager • Customers
• Project Management Office • End users
(PMO) • Suppliers
• Portfolio Manager • Shareholders
• Program Manager • Regulatory bodies
• Project Managers Of Other • Competitors
Projects Team Members
Summary
• ORGANIZATIONAL SYSTEMS
– Organizational Governance Frameworks
– What is the Factors In Organization Structure Selection ?
– ORGANIZATIONAL STRUCTURE TYPES
– Organizational Structures on Projects can classification Factors
• PROJECT MANAGEMENT OFFICE
• Project Management Office (PMO) a Primary Function and Authority
• Project Constraint
• Project Stakeholders ( Internal – External )

Thank You
ُ َ ‫رك َوأت‬
‫وُ إل ْيك‬ ْ ‫أم ال إلي إال أ ْنت أ‬
َ ‫ست ْغ‬ َ ‫س ْبحانَك اللَّ ُو ّا وب َح ْم‬
ْ ‫دك أشْو ُد‬
‫التنسم اإلشتراك فى القناة ليصلك ل يديد‬
If You Need Any Further Comments Or Help Feel Free To Contact With Me On
@Waleed Elbasyouni

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PMP PREPARATION COURSE

Prepared By Engr. : PMI Member PMP PMI-RMP

2. What is the Best Manner Of Study in this Course?

3. Who Is The Target Audience?

4. Why We Need Study PMP® By Process Groups ?

5. After We Completed This Course, What Will We Learn?

6. What`s New In PMBOK Guide Sixth Edition ?

PMP Certification Eligibility Criteria

Hours Leading &

make also a good reference to use throughout the course.

We will Follow the smart study way to gait a maximum benefits

 Reading well the same content from PMBOK 6th guide.

 Record your Comments To Facilitate your review before your exam.

 Mack a practical application and Solving Questions at the end of Every

 To be different make your own success story as much as possible.

• Company directors seeking to increase the efficiency decision making in projects.

• Anyone wanting to gain knowledge in Project Management techniques.

• Anyone who wishes to obtain the PMP® certificate.

• Because it`s The real and logical sequence of any project.

• To understand how to implement the project management

• Because the PMP® Exam designed by process groups Domains

what will we Learn?

If you’re not familiar with the PMI, or the PMBOK:

• The Project Management Science is an Evolves knowledge, should be update

It Is The More Traditional Project Management Methodology,

In Which Every Phase Of The Project Must Be Fully

Completed and Signed Off Before Moving Forward To The

Next Stage (step to step).

It Is Ongoing, iterative and more flexibility Based On Principles Of Interaction And

The New PMBOK 6th Called

• Add 4 new sections in each Chapter (Knowledge area).

CONSIDERATIONS FOR New TRENDS AND

• Added New Chapter On THE ROLE OF THE PROJECT MANAGER

Including The PMI Talen Triangle (Technical Project Management,

Leadership, Strategic And Business Management).

• Added, Moved, Eliminated, and Change Name on some of KNOWLEDGE AREA

• Close Procurement Process has been removed as a process and

moved to Control Procurement and Close Project or Phase Process.

• Estimate Activity Resources moved to Project Resource

All Course Contents

1. OVERVIEW AND PURPOSE

3. PMBOK 6TH STRUCTURE

This info. It Will Cover PMBOK 6th Edition

From Page 1 To Page 25

Pyramids of Giza- Egypt Taj Mahal - India Great Wall - China

• To Instill Confidence In The Project Management Profession.

• To Help An Individual In Making Wise Decisions, Particularly

When Faced With Difficult Situations .

• The Code Of Ethics and Professional Conduct Affirms These Four

Values As Its Foundation (Responsibility, Respect, Fairness, And

WHAT IS THE PROJECT ?

THE PROJECT DEFINITION ?

3.Projects Drive Change

THE PROJECT DEFINITION ?

THE PROJECT DEFINITION ?

PROJECT INITIATION CONTEXT

FACTORS THAT LEAD TO THE CREATION OF A PROJECT New

Objectives of The Organization and the Business Value of

WHAT IS A DIFFERENCE AND SIMILARITIES BETWEEN

PROJECT & OPERATION?

WHAT IS A DIFFERENCE AND SIMILARITIES BETWEEN PROJECT & OPERATION?

• Both of them Planned, executed and controlled.

WHAT IS PROJECT MANAGEMENT?