Project Management Professional

Engr. Mahmoud Waly, PMP®

Autodesk Revit® Structure Certified Professional
 Mahmoud Hossam Waly, PMP®
Autodesk Revit® Structure Certified Professional
Career History
- Instructor Apr 2017 – Present
EngoSoft Training Academy
- Assistant Engineer for the General Manager of Project Management
Feb 2015 – Apr2017
The General Administration of Projects - The General Directorate For Water in Riyadh
- Planning Engineer May 2013 - Feb 2015
Planning and Quality Department - The General Directorate For Water in Riyadh
- Quantity Surveyor Apr 2012 - May 2013
Sugair Consultant Engineers Office
- Site Engineer Jun 2011 - Feb 2012
Arabyanco For Investment and Urban Development Company
+966 54 670 5432
m.waly@engosoft.net
Engr.Mahmoud Waly, PMP
 1 What is Project Integration Management
Presention
Structure 2 4.1 Develop Project Charter

3 4.2 Develop Project Management Plan

4 4.3 Direct and Manage Project Work

5 4.4 Monitor and Control Project Work

6 4.5 Perform Integrated Change Control

7 4.6 Close Project

Engr.Mahmoud Waly, PMP
 All of the work you do
on a project is made up
of processes.

Engr.Mahmoud Waly, PMP

 Process Groups

Monitor &
Initiation Planning Execution Closing
Control
4.Integration
5.Scope
6.Time
Knowledge Areas

7.Cost
8.Quality 47 Processes
9.Human Resource
Each process is assigned to a process
10.Communication group, and it’s also in a knowledge area.
11.Risk
12.Procurement
13. Stakeholders
 Project
Management
Process
Groups

Engr.Mahmoud Waly, PMP

 Process Groups Interaction

Engr.Mahmoud Waly, PMP

What is Project Integration Management
 Project Integration Management
- Includes the processes and activities needed
to identify, combine, unify and coordinate
the various processes and project
management activities within the project
management process groups.

- Integration Management means making

sure that all of the processes work together
Seamlessly to make your project successful.
 Project
Integration
Management

Engr.Mahmoud Waly, PMP

 Project
Integration
Management
Overview

Engr.Mahmoud Waly, PMP

4.1 Develop Project Charter
 4.1 Develop Project Charter

- The project charter is the document that formally

authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.

- The key benefit is a well-defined project start and

project boundaries, creation of a formal record of
the project & a direct way for senior management
to formally accept and commit to the project.
 Develop Project Charter: Inputs

1. Project Statement of Work (SOW):

A written description of the deliverables supplied by the project. It references
the following:
• Business Need
• Product Scope Description
• Strategic Plan

o Created by customer / sponsor to describe their needs and product scope.

2. Business Case:
Describes the necessary information from a business standpoint to determine
whether or not the project is worth investment. It’s usually a result of one of
the following:
• Market Demand
• Organizational Need
• Customer Request
• Technological Advance
• Legal Requirement
• Ecological (Environmental) Impact
• Social Need
3. Agreements:
contracts, letter of agreements, letter of intents, etc.

4. Enterprise Environmental Factors

5. Organizational Process Assets

 Organizational Process Assets
1 - Procedure & Processes :
➢ Organizational standards, policies, and templates.
➢ Change management procedures / defect
management procedures.
➢ Guidelines for tailoring processes and procedures
2 - Knowledge Base
➢ Project files and database
➢ Lessons learned and historical information
➢ Financial database and configuration
management database.
➢ Issue management database
Engr.Mahmoud Waly, PMP
 Enterprise Environmental Factors
It refers to conditions, not under the control of the
project team, that influence, constrain, or direct the
project such as:

➢ Organizational culture, structure, and

governance
➢ Geographic distribution of facilities and
resources
➢ Government or industry standards
➢ Infrastructure
➢ Existing human resources (e.g., skills,
disciplines, and knowledge)
➢ Company work authorization systems
➢ Marketplace conditions and political climate
➢ Commercial databases (e.g., cost estimating
data)
Engr.Mahmoud Waly, PMP
Engr.Mahmoud Waly, PMP
 Develop Project Charter: T & T
1. Expert Judgment:
knowledgeable and experiences persons (groups) from many sources including:
• Other units within the organization
• Consultants
• Different Stakeholders (including the customer)
• Professional and technical associations
• Industry groups
• Subject Matter Experts
• Project Management Office
2. Facilitation Techniques
o meetings with your stakeholders to brainstorm project goals or work with
them to resolve conflicts around how your project will run
 Develop Project Charter: Outputs
1. Project Charter: usually includes
▪ Business Case (Business need + Cost-Benefit analysis)
▪ Project Purpose/Justification
▪ Measurable Project Objectives
▪ High-level requirements
▪ Project statement of work (SOW)
▪ Assumptions and Constraints
▪ High level project description, boundaries and Risks
▪ Summary budget & milestones
▪ Initial Stakeholder List
▪ Project Approval Requirements
▪ Assigned Project Manager and Authority
▪ Name and Authority of the sponsor
 Sample
Project
Charter
The sponsor of
a project is
responsible for
creating the
project charter.

Engr.Mahmoud Waly, PMP

Engr.Mahmoud Waly, PMP
o The project charter is a high-level description of your project.
o It tells you and anyone else who needs to know about your project what
you’ll be delivering, including a really high-level description of what it is
that you’ll build.

Charter Function :
❖ Formal Authorization of project
❖ May created by project manager but issued by sponsor
❖ Assign project manager and give him authority
❖ Link project to organization strategic plan
4.2 Develop Project Management Plan
 4.2 Develop Project Management Plan

1 - The process of defining, preparing, coordinating and integrating all

subsidiary plans.

2 - The key benefit is a central document that defines the basis of all
project work.

3 - Project Plan defines how the project will be executed, monitored and
controlled, and closed.
Engr.Mahmoud Waly, PMP
Develop Project Management Plan: Inputs

1. Project Charter
2. Outputs from other planning processes
3. Enterprise Environmental Factors
4. Organization Process Assets
Develop Project Management Plan: T & T

1. Expert Judgment.

2. Facilitation Techniques
Develop Project Management Plan: Output
1. Project Management Plan, includes:
❖ Processes, life cycles, tools and techniques that will be used.
❖ Management plan for each knowledge area subsidiary plans (Scope,
time, cost, HR, quality, risk, communication, procurement).
❖ Performance Measurement Baseline (Scope, time, and cost baseline).
❖ Requirements Management Plan
❖ Process Improvement Plan
❖ Configuration Management Plan
❖ Change Management Plan
 ▪ The Project Management plan is the
core of Integration Management.

▪ It’s your main tool for running a

project.

Engr.Mahmoud Waly, PMP

Performance Measurement Baseline
Consist of : Scope Baseline + Time Baseline + Cost Baseline
▪ Project Manager will look for deviation from baseline ( to make adjustment
or changes).
▪ Deviation from baseline are often due to incomplete risk management.

Requirements Management Plan

▪ How requirements will be identified, managed, and controlled

Process Improvement Plan

▪ Planning efforts to improve processes is a part of project management.
Configuration Management Plan
o Define Those items that are configurable, Those items that require formal
change control, and process for controlling changes to such items.

Change Management Plan

▪ How changes will be managed and controlled
▪ Procedures (Who / How)
▪ Approval Level for authorizing
▪ Change control board
▪ Tools to track / control changes
Engr.Mahmoud Waly, PMP
Project management information system
▪ a part of your enterprise environmental factors, and it’s generally
part of any change control system.

Change Control System

▪ Forms, reports, processes, Procedures, software, That helps you to make
changes in organized way

Configuration Management System

▪ Tools, processes, and procedures for configuration management
▪ Part of PMIS (Project Management Information System)
▪ May include change management system.
Work authorization system
▪ which determines how your company assigns work to people and ensures
that tasks are done properly and in the right order.

Project Management Plan Approval

▪ Must receive formal approval.
▪ Project or phase cannot start without this approval
▪ Kickoff meeting comes after PM Plan approval
4.3 Direct and Manage Project Work
 4.3 Direct and Manage Project Work
1 - The process of performing the work defined in the project plan to achieve the
project's objectives.
2 - It includes but are not limited to:
▪ Activities to accomplish requirements
▪ Create project deliverables
▪ Staff, train & manage project team members
▪ Establish and manage project communication channels
▪ Generate project data (e.g. cost, schedule, technical and quality progress)
▪ Issue change requests
▪ Manage risks
▪ Manage sellers and suppliers
3 - Direct and Manage Project Work also required review of the impact of all
project changes and the implementation of approved changes
Ensure Common Understanding
▪ All stakeholders has the latest PM plan.
▪ Team understand next month schedule
▪ Senior management read reports

Ensure Being of service

▪ Let team know about what will affect them and assist team solving problems

Why Ensure Common Understanding & Being of service

▪ This the project manager’s job
▪ This will prevent problems, decrease time, and decrease cost.
 Direct & Manage Project Work: Inputs

1. Project Management Plan

2. Approved Change Requests
3. Enterprise Environmental Factors
4. Organization Process Assets
Direct & Manage Project Work: T & T

1. Expert Judgment
2. Project Management Information Systems
3. Meetings
 Direct & Manage Project Work: Output
1. Deliverables
2. Change Requests (corrective actions, preventive actions, defect repair, Updates)
3. Project Management Plan updates
4. Project Documents Updates (Requirements document, project logs, risk register,
stakeholder register, etc.)
5. Work Performance Data, includes :
▪ Schedule progress showing status information (SPI,CPI, ETC, etc.)
▪ Which Deliverables are completed and which are not.
▪ Extent to which quality standard are met.
▪ Costs authorized and incurred.
▪ Lessons learned.
▪ Resource utilization detail.
4.4 Monitor and Control Project Work
 4.4 Monitor and Control Project Work
1) Tracking, reviewing, and reporting the progress to meet the performance
objectives.
2) Corrective and preventive actions are taken to control the project performance
to resolve/prevent deviation between project results and project plan.
3) Compares actual project performance against the project management plan.
4) Assesses performance to decide whether any corrective or preventive actions
are needed
5) Analyzes, tracks, and monitors project risk.
6) Provides cost and schedule forecasts.
7) Monitors the implementation of approved changes when and as they occur.
Engr.Mahmoud Waly, PMP
 Monitor & Control Project Work: Inputs
1. Project Management Plan
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BAC)
4. Validated Change Requests (including corrective and/or preventive actions
and defect repair)
5. Work Performance Information (SPI, CPI, CV, SV, etc.)
6. Enterprise Environmental Factors (Government or industry standards, work
authorization system, stakeholder risk tolerances, etc.)
7. Organizational Process Assets
 Monitor & Control Project Work: T & T
1. Analytical Techniques
➢ Regression Analysis
➢ Root Cause Analysis
➢ Forecasting methods (time series, scenario building, etc.)
➢ Reserve Analysis
➢ Trend Analysis
➢ Earned Value Management
➢ Variance Analysis
2. Expert Judgment
3. Project Management Information Systems
4. Meetings
Monitor & Control Project Work: Output

1. Change Requests
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Documents Updates
Change Request :
✓ Change request is output of this process
✓ Change request is output for all processes in monitor and control process group.
✓ Change request could be
(1) Corrective Action
(2) Preventive Action
(3) Defect Repair
(1) Corrective Action :
▪ Bring expected future performance inline with project management plan.
▪ Before taking corrective action : Focus attention, measure vs. plan, and look
for problems rather than wait for them .
▪ After corrective action : Measure to evaluate corrective action effectiveness,
determine the need for recommending further corrective action.
▪ Resulted changes : If corrective action would make change should be
reviewed and approved as a part of Integrated Change Control process.
(2) Preventive Action :
▪ Deals with anticipated or possible deviation from baseline
▪ Examples :
• Prevent same problem from occurring again
• Change resource because resource’s last activity failed
• Training for team members to backup a team member who may get sick

(3) Defect Repair :

▪ This activity is necessary when a component of project does not meet
specifications ( another word of rework).
4.5 Perform Integrated Change Control
 4.5 Perform Integrated Change Control
✓ The process of reviewing all change requests,
approving changes & managing changes to: the
deliverables, organizational process assets,
project documents & the project management
plan.

✓ Change Control Board (CCB) is responsible for

approving or rejecting change requests

✓ Roles and responsibilities of CCB are defined

within configuration control and change control
procedure

✓ If the sponsor is not included in CCB, you may

need to have final approval from the project
sponsor.
Perform Integrated Change Control: Input

1. Project Management Plan

2. Work Performance Reports
3. Change Requests
4. Enterprise Environmental Factors
5. Organizational Process Assets
 Perform Integrated Change Control: T & T

1. Expert Judgment
2. Meetings
3. Change Control Tools
▪ Software or Forms you use to
write them up and keep track of
their status
Perform Integrated Change Control: Output

1. Approved/Rejected Change Requests

2. Change Log
▪ All changes, even the ones that don’t get approved, are written in the
change log
3. Project Management Plan Updates
4. Project Documents Updates
1) After Perform Integrated Change Control, we go back to the Direct and Manage
Project Work process to put the approved changes in place.
2) Change requests come from Monitor and Control Project Work, but are actually
made during Direct and Manage Project Work.
3) Change control is how you deal with changes to your Project Management plan.
4) A change control system is the set of procedures that lets you make those
changes in an organized way.
5) The first thing you do with any change is to consult the proper management
plan.
6) You always have the authority to make changes to your project if they don’t
affect Constrains
Process of Making Changes :
1. Prevent root cause of changes
2. Identify early to decrease impact
3. Look at change impact
4. Create change request
5. Perform integrated change control
i. Assess change (within charter and management plan)
ii.Look for options to minimize effects
iii.Approval from CCB (sometimes by PM when not affecting plan,
charter, scope, contract)
iv.Update status in change control system
6. Adjust PM plan, Project Documents, and baseline
7. Communicate change to affected stakeholders
8. Manage the project to the revised PM plan and project documents
4.6 Close Project
 4.6 Close Project

1. The process of finalizing all activities across all of the project management
process groups to formally close the project or phase

2. Provide
❖ Lessons learned
❖ Formal ending of project work
❖ Release of organization resources
 Close Project: Inputs

1. Project Management Plan

2. Accepted Deliverables
3. Organizational Process Assets
▪ lessons learned, project documents, Acceptance
records, etc.
 Close Project: T & T

1. Expert Judgment
2. Analytical Techniques
3. Meetings
 Close Project: Outputs

1. Final Product, Service, or Result

2. Organizational Process Assets Updates

▪ Project files, closure documents,
historical information, etc.
Closing Activities :
• Confirm work is done to requirements
• Complete procurement closure
• Gain formal acceptance for the project
• Complete final report
• Update lessons learned and knowledge base
• Index and archive project records
• Hand off completed product
• Release resources

Note:
• No matter project stop, terminated, or completed, you Should close your
project
Quiz
 Quiz
Which of the following is NOT part of change control system:

A. Approval
B. Change control board
C. Project Management Information System
D. Stakeholder analysis
Answer: D
 Quiz
You’ve just received a change request. This means:

A. The project charter is complete, but the work cannot begin yet because you
need to make a change to the scope baseline.
B. You are in the Direct and Manage Project Work process, and you can
implement the change now.
C. The change needs to be approved before it can be implemented.
D. There is a defect in a deliverable that must be repaired.

Answer: C
 Quiz
Which of these is not an input to Develop Project Charter?

A. Enterprise environmental factors

B. Project Management plan
C. Agreements
D. Project statement of work

Answer: B
 Quiz
Which is NOT true about the project charter:

A. The project manager must be consulted before the charter is finalized.

B. The charter is issued by the project sponsor.
C. The project manager’s authority to manage the project is granted by the charter.
D. The charter gives a summary milestone schedule.

Answer: A
 Quiz
What is the output of Direct and Manage Project Work?

A. Approved change requests

B. Project Management processes
C. Deliverables
D. Forecasts

Answer: C
 Quiz
The work authorization system:

A. Ensures that every work package is performed at the right time and in the
proper sequence
B. Authorizes the project manager to spend money on work
C. Is a set of processes and tools that aids project manager in effectively
guiding the project to completion
D. Is a formalized, written description of how to carry out an activity

Answer: A
 Quiz
One of your team members has discovered a defect in a deliverable and
has recommended that it be repaired. Which of the following is NOT true:

A. The project charter has authorized you to perform the work.

B. Your project is in Monitor and Control Project Work process.
C. The defect repair must be approved before the deliverable can be
repaired.
D. You must update the Project Management plan to document the defect.

Answer: D
 Quiz
Which of the following is NOT true about the project charter?

A. The project charter defines the requirements that satisfy customer needs.
B. The project charter defines the work authorization system.
C. The project charter makes the business case that justifies the project.
D. The project charter includes the milestone schedule.

Answer: B
 Quiz
Which of the following is NOT an input to the Develop Project Management
Plan process?

A. Outputs of the planning processes

B. Project charter
C. Expert judgment
D. Enterprise environmental factors

Answer: C
 Quiz
Which of the following is NOT an output of the Direct and Manage Project
Work process?

A. Work performance data

B. Deliverables
C. Implemented change requests
D. Forecasts

Answer: D
SOURCES

Project Management Professional, Waleed El-Naggar, MBA, PMP

PMP Lectures, Mohamed ElSaadany, PMP, CCP, PMI-RMP
PMBOK Guide – Fifth Edition, Project Management Institute
Head First PMP – Third Edition, O’reilly
PMP Exam Prep – Eighth Edition, Rita Mulcahy, PMP
Project Management Professional Exam Outline, PMI
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