كشكول محترف إدارة المشاريع

‫‪PMP P‬‬
‫‪PMP P‬‬
‫اﻹﺻﺪار ‪v6‬‬
‫‪2020‬‬
‫‪PMP‬‬ ‫‪P‬‬
‫أﺣﻤﺪ ﺑﻦ ﺳﻠﯿﻤﺎن اﳌﯿﻤﺎن‬
‫ﮐﺸﮑﻮل‬
‫‪PMP‬‬ ‫ﻣﺤﺘﺮف إدارة اﳌﺸﺎرﯾﻊ‬
‫‪Project Manager Professional‬‬
‫رﺳﺎﻟﺔ اﻟﮑﺎﺗﺐ‬
‫أﺷﺮف‬ ‫اﻟﺤﻤﺪ ﻟﻠﻪ رب اﻟﻌﺎﳌﯿﻦ‪ ،‬واﻟﻌﺎﻗﺒﺔ ﻟﻠﻤﺘﻘﯿﻦ‪ ،‬واﻟﺼﻼة واﻟﺴﻼم‬
‫آﻟﻪ وﺻﺤﺒﻪ أﺟﻤﻌﯿﻦ‪ ،‬أﻣﺎ ﺑﻌﺪ؛‬ ‫اﻷﻧﺒﯿﺎء واﳌﺮﺳﻠﯿﻦ‪ ،‬ﻧﺒﯿﻨﺎ ﻣﺤﻤﺪ و‬
‫‪...‬‬
‫ﺣﻘﯿﻘﺔ اﻷﻣﺮ ﻟﻢ أﻗﺪم ﺷﯿﺌًﺎ ﺟــﺪﯾﺪًا ﺳﻮى أﻧــﻲ ﻟﺨﺼــﺖ ﻣــﺎدة‬ ‫ﻓﺈﻧﻲ‬
‫اﻻﺧﺘﺒﺎر ﻣﻦ ﺧﻼل ﻗﺮاءﺗـــﻲ ﻟﺒﻌﺾ اﻟﮑـــﺘﺐ وﺣــﻀﻮري ﻟــﺒﻌﺾ اﻟــﺪورات‬
‫واﳌﺤﺎﺿﺮات ﻟﺸﺮح ﻣﻨﻬﺞ »ﻣﺤﺘﺮف إدارة اﳌﺸﺎرﯾﻊ ‪ .« PMP‬وﻻ ﯾﺨﻔـﯽ‬
‫ﻣﻘﺮّر اﻟﺸﻬﺎدة ﻣﺪى دَﺳﺎﻣﺘﻬﺎ وﺗﺸﺎﺑﮑﻬﺎ وﺗﺮاﺑﻂ ﺟﻤﯿــﻊ‬ ‫ﮐﻞﱢ ﻣَﻦ اﻃﱠﻠﻊ‬
‫ﻓﺼﻮﻟﻬﺎ‪ ،‬ﻓﮑﺎن هﺬا اﻟﮑﺸﮑﻮل اﻟﺬي ﺟﻤﻌﺘﻪ ﻟﻲ وﻟـﺰﻣﻼﺋـﻲ ﻣﺮﺟﻌًﺎ ﻧﺴﺘﺬﮐﺮُ‬
‫اﻷﺳﺎﺑﯿﻊ اﻷﺧﯿﺮة ﻗﺒﻞ ﻣﻮﻋﺪ اﺧﺘﺒﺎرﻧﺎ ‪.‬‬ ‫ﻣﻦ ﺧﻼﻟﻪ اﳌﻨﻬﺞ‬
‫ﻟﮑﻞ ﻣﻦ أراد اﻻﺳﺘﻔـــﺎدة ﻣﻦ هﺬا اﻟﮑﺸﮑﻮل ﻗﺪ ﻗﻤـﺖ ﺑﮑﺘﺎﺑﺘــﻪ ﺑﺄﺳﻠــﻮب‬ ‫ﺗﻮاﺻﻞ ﻣﻌﻲ ﻋﺒﺮ‬
‫‪Linkedin‬‬
‫ﮐﻞ ﻣﻦ أراد ﻣﺮاﺟﻌـــﺔ اﳌﻨﻬﺞ واﺳﺘﺬﮐـــﺎرﻩ ﺑﻘﺮاءة أﻗــﻞ ﻋﺪد‬ ‫ﯾﺴﻬﻞ‬
‫ﮐﻠﻤﺎت ﻣﻤﮑﻨﺔ‪ ،‬ﻣﺸﯿﺮًا إﻟﯽ أهﻢ اﻟﻌﺒﺎرات )اﳌﻔﺎﺗﯿﺢ( ﺑﺎﻟﻠﻮن اﻷﺣﻤﺮ ‪.‬‬
‫ﺗﻮاﺻﻞ ﻣﻌﻲ ﻋﺒﺮ‬
‫ﻓﯿﺎ ﻗﺎرﺋﻲ اﻟﮑﺮﯾﻢ إنْ ﻟﻢ ﺗﻘﺮأ ﻣﻨﻬﺞ اﺧﺘﺒﺎر »ﻣﺤﺘﺮف إدارة اﳌﺸﺎرﯾﻊ ‪« PMP‬‬ ‫‪Twitter‬‬
‫ﻣﻦ ﻗﺒﻞُ‪ ،‬أو ﻟﻢ ﺗﺤﻀــﺮ إﺣﺪى اﻟـﺪورات اﻟﺘﻲ ﺗﺸﺮﺣُﻬــﺎ‪ ،‬ﻓﻠﻦ ﯾﻔﯿـــﺪك هﺬا‬
‫ﻟﻠﻤﺮاﺟﻌــﺔ‬
‫اﻟﮑﺸﮑﻮل؛ ﻓﺈﻧﻲ ﻟﻢ أﺗﻄﺮق ﻓﯿﻪ ﻟﺸﺮح اﳌﻨﻬﺞ‪ ،‬ﻓﻬﺬا اﻟﮑﺸﮑﻮل ‪.‬‬
‫اﳌﺨﺘﺒﺮ واﻟﺮﺟﻮع ﻟﻪ ﻟﮑﺒﺮ ﺣﺠﻤﻪ ‪.‬‬ ‫ﻓﻘﻂ‪ ،‬إذ ﺗﺼﻌﺐ ﻣﺮاﺟﻌﺔ اﻟﮑﺘﺎب‬
‫ﻗﻠﺒﻲ ﺣﺐﱠ‬ ‫هﺬﻩ اﻟﺤﯿﺎة‪ ،‬زرﻋﺘﻤﺎ‬ ‫واﻟﺪاي اﻟﻌﺰﯾﺰان‪ ،‬ﻟﻮﻻﮐﻤﺎ ﳌﺎ وُﺟِﺪتُ‬

‫اﻟﻌﻠﻢ واﳌﺜﺎﺑﺮة‪ ،‬واﻟﺼﻤﻮدَ ﻣﻬﻤﺎ ﮐﺎﻧﺖ اﻟﺼﻌﻮﺑﺎت‪ ،‬ﺷﮑﺮًا ﻟﮑﻤﺎ ﻣﻞءَ اﻟﺴﻤﺎوات‬
‫اﻷرض ﺣﺒﺎ وﮐﺮﻣًﺎ‪ ،‬وأﺳﺄل اﻟﻠﻪ ‪-‬ﺳﺒﺤﺎﻧﻪ وﺗﻌﺎﻟﯽ‪ -‬أن ﯾﻄﯿﻞ أﻋﻤﺎرﮐﻤــــﺎ وأن‬
‫ﯾﻌﻄﯿﮑﻤﺎ اﻟﺼﺤﺔ واﻟﻌﺎﻓﯿﺔ وراﺣﺔ اﻟﺒﺎل ‪.‬‬
‫ﮐﻤﺎ أﺷﮑﺮ زوﺟﺘﻲ اﻟﻐﺎﻟﯿﺔ وﺷﺮﯾﮑـﺔ ﻋﻤﺮي »ﻧﻬﻠﺔ«؛ ﻟﺘﺸﺠﯿﻌﻬـــﺎ وﺣﺮﺻﻬــﺎ‬

‫ﺗَﻨﺸﺌـﺔ‬ ‫اﻟﺪاﺋﻢ واﳌﺘﻮاﺻﻞ ﻟﻲ‪ ،‬وأﺷﮑﺮ واﻟﺪَﯾْﻬﺎ؛ ﳌﻌﺎوﻧﺘﻨﺎ ﺑﺸﮑﻞٍ ﮐﺒﯿﺮ‬
‫وﺗﺮﺑﯿﺔ ﺑﻨﺘﯿﻨﺎ »ﺳﺎرا« و»ﻏﺎدﻩ«‪ ،‬ﻓﻠﮑﻤﺎ ﻣﻨﻲ أﺷﺪﱡ ﮐﻠﻤﺎتِ اﻟﺸﮑﺮ واﻟﻌﺮﻓـــﺎن‪،‬‬
‫ردﱢ ﺟﻤﯿﻠﮑﻤﺎ ﻋﻠﯿﻨﺎ ‪.‬‬ ‫وأﺳﺄل اﻟﻠﻪ ‪-‬ﺗﺒﺎرك وﺗﻌﺎﻟﯽ‪ -‬أن ﯾﻌﯿﻨﻨﻲ‬
‫وﻟﮑﻤﺎ ‪-‬زﻣﯿﻼيَ اﻟﻔﺎﺿﻼن‪ -‬ﻋﻤﺮو اﻟﺼﻌﺮ وﺧﺎﻟﺪ اﻟﺴﻘﺎ؛ ﻓﻠﻮﻻ اﻟﻠﻪ ﺛﻢ إﻋﺎﻧﺘﮑﻤﺎ‬
‫هﺬﻩ اﻟﺸﻬﺎدة‪ ،‬ﻓﺄﺷﮑﺮ وأﺑﺎرك ﻟﮑﻤﺎ‬ ‫وﺗﺸﺠﯿﻌﻲ ﳌﺎ ﺣﺼﻠﺖ‬
‫‪.‬‬ ‫وﺣﺜﮑﻤﺎ ﻟﻲ‬
‫ﺷﻬـــــﺎدة »ﻣﺤﺘﺮف إدارة اﳌﺸﺎرﯾﻊ ‪PMP‬‬ ‫ﺗﺤﻘﯿﻖ هﺪﻓﻨﺎ ﺑﺎﻟﺤﺼﻮل‬
‫»‬
‫وأدﻋﻮﻩ ﺳﺒﺤﺎﻧﻪ وﺗﻌﺎﻟﯽ أن ﯾﮑﻮن هﺬا اﻟﮑﺘﺎب ﻣﻌﯿﻨًﺎ ﻟﻚ –ﻗﺎرﺋﻲ اﻟﮑﺮﯾﻢ‪-‬‬

‫ﻣﺮاﺟﻌﺘﻚ واﺟﺘﯿﺎزك ﻻﻣﺘﺤﺎﻧﻚ ‪.‬‬
‫ﻧﺒﯿﻨﺎ ﻣﺤﻤﺪ وآﻟﻪ وﺻﺤﺒﻪ ‪.‬‬ ‫وﺻﻠﯽ اﻟﻠﻪ وﺳﻠﻢ‬
‫‪2020 / 8 / 8‬‬
‫اﻟﻔﻬﺮس‬
4 3-2-1 ‫اﻟﻔﺼﻞ‬
‫اﻟﻔﺼﻮل اﻟﺜﻼث اﻷوﻟﯽ‬

First three chapters
6 4 ‫اﻟﻔﺼﻞ‬
‫إدارة اﻟﺘﮑﺎﻣﻞ‬
Integration Management
‫إدارة اﻟﻨﻄﺎق‬
Scope Management
‫إدارة اﻟﺠﺪوﻟﺔ‬
Schedule Management
‫إدارة اﻟﺘﮑﺎﻟﯿﻒ‬
Cost Management
‫إدارة اﻟﺠﻮدة‬
Quality Management
‫إدارة اﳌﻮارد‬
Resource Management
39 10 ‫اﻟﻔﺼﻞ‬
‫إدارة اﻟﺘﻮاﺻﻞ‬
Communication Management
43 11 ‫اﻟﻔﺼﻞ‬
‫إدارة اﳌﺨﺎﻃﺮ‬
Risk Management
50 12 ‫اﻟﻔﺼﻞ‬
‫إدارة اﻟﺘﻮرﯾﺪ‬
procurement Management
55 13 ‫اﻟﻔﺼﻞ‬
‫إدارة اﳌﻌﻨﯿﯿﻦ‬
Stakeholder Management
‫اﻟﻔﺼﻮل‬
1,2,3
‫اﻟﻔﺼﻮل‬
‫اﻟﺜﻼث اﻷوﻟﯽ‬
First three chapters
PMBOK 6 th Ed.
(1-68)
5
General Definitions
PMP
Portfolio
Project and program, sub portfolios and operation.
Achieve strategic objective.
Program
A group of related projects to obtain benefits.
Does not contain operation.
Project
Unique, temporary, drive change, enable Business Value.
Operation
Ongoing productions, Repeated works.
Organizational Project Management (OPM)

Make sure all project, programs, portfolios are aligned with the organization strategies to achieve strategic goals.
Ensure the organization undertakes the right projects.
Work performance data Organic / Simple Supportive - PMO

Numerical Data People working side by side. Low control.
No analysis or recommendation or charts Owner is the manager. Consultive role.
Output from executing processes PM authorirty is none. Templates.
Best practices.
Work performance information Functional / Centralized Training.
Access to information.
Data after analyzing and forecasting Functional manager is responsible.
Lessons learned.
Output from M&C processes Team reports to functional manager.
Ex. Change request PM = Expeditor.
Controlling - PMO
Work performance report Projectized / Project - oriented Moderate control.
Collection of work performance information. Supportive type.
PM is responsible for everything.
Presented to stakeholders. Requires compliance.
Team reports to PM.
PM authority is high.
After finishing, no home. Directive - PMO
‫ﻇﺮوف اﳌﺸﺮوع واﻟﺸﺮﮐﺔ‬
Enterprise Environmental Factors (EEF) Matrix High control.
Organizational culture. Manage the project.
Grographic distribution. Weak Matrix PM reports to PMO.
Marketplace conditions. FM is Higher Mandatory & enforces.
Legal restrictions. PM is Coordiator
Government or industry standards.
Enviromental elements. Balanced Matrix
FM & PM are Equal
Shares everything
‫أﺻﻮل اﻟﺸﺮﮐﺔ‬
PM os reponsible for reporting
Organizational Process Assets (OPA)
Lessons learned.
Strong Matrix
Historical information.
PM is Higher
Knowledge base.
Templates.
Processes, polices, and procedures.
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﻟﺘﮑﺎﻣﻞ‬
Integration Management
PMBOK 6 th Ed.
(69-128)
7
Initiating Process
Develop Project Charter

INPUTS TOOLS & TECHNIQUES OUTPUTS
Business documents Expert judgment Project Charter

Business case Data gathering Assumption log
Benefits management plan Brainstorming
Agreements Focus groups
EEF Interviews
OPA Interpersonal and team skills
Conflict management
Facilitation
Meeting management
Meetings
Developing a document that formally authorize the existence of a project.

Provide Project Managers with the authority to use resources.
Direct link between the project and strategic objectives.
Formal record of the project.
Show organizational commitments.
INPUT
Business document
Business case (feasibility study).
Benefit management plan.
Project Managers can’t modify, but only recommend to sponsor.
Includes (assumptions, constraints, risks, roles, responsibility, milestones, Stakeholders).
INPUT
Assumption log
Low level detailed assumptions, constraints.
High level of assumptions, constraints are mentioned in business case then in project charter.
OUTPUT
Project charter ‫ﻣﯿﺜﺎق اﳌﺸﺮوع‬
Project purpose.
Measurable project objective.
High level requirements.
High level descreption Key deliverables.
Overall project risk.
Summary milestone schedule.
Preapproved financial resources.
Key stakeholder list.
Project exit criteria to close.
8
Planning Process
Develop Project Management Plan

Project Charter Expert judgment Project Management plan

Outputs from other processes Data gathering
EEF Brainstorming
OPA Focus groups
Interviews
Interpersonal and team skills
Conflict management
Facilitation
Meeting management
Meetings
Coordinating all plan components.

Production of a comprehensive document.
How the work will be performed.
Executing Process
Direct & Manage Project Work

Project management plan Expert judgment Deliverables

Any component PMIS Work performance data
Project documents Meetings Issue log
Change log Change requests
Lessons learned register Project management plan updates
Milestone list Any components
Project communications Project documents updates
Project Schedule Activity list
Requiremeents traceability matrix Assumption log
Risk register Lessons learned register
Risk report Requirements documentation
Approved change requests Risk register
EEF Stakeholder register
OPA OPA updates
Leading and performing the work defined in project management plan.

Implementing the approved changes.
Achieve project’s objectives.
Improving the probability of project success.
9
Executing Process
Manage Project Knowledge

Project Management Plan Expert judgment Lessons learned register

All components Knowledge management Project management plan updates
Project documents Information management Any component
Lessons learned register Interpersonal and team skills OPA updates
Project team assignments Active listening
Resource breakdown structure Facilitation
Source selection critieria Leadership
Stakeholder register Networking
Deliverables Political awareness
EEF
OPA
Existing knowledge and creating new knowledge to achieve project objective

Improve project outcome
TOOLS & TECHNIQUES TOOLS & TECHNIQUES

Knowledge management ‫إدارة اﳌﻌﺮﻓﺔ‬ Information management ‫إدارة اﳌﻌﻠﻮﻣﺎت‬
Share Tacit knowledge. Sharing simple / unambiguous / clear / explicit knowledge
Ideas, believes, experience. Photos, number, lesson learned register.
Seminars & conferences & workshops & meetings.
OUTPUT
Lesson learned register ‫ﺳﺠﻞ اﻟﺪروس اﳌﺴﺘﻔﺎدة‬
All team is working on it.
At the end of a project or phase , the information is transferred to OPA called lessons learned repository.
10
Monitor & Control Process
Monitor & Control Project Work

Project Management Plan Expert judgment Work performance reports

All components Data Analysis Change requests
Project documents Alternatives analysis Project management plan updates
Assumption log Cost-benefit analysis Any component
Basis of estimates Earned value analysis Project documents updates
Cost forecasts Root cause analysis Cost forecasts
Issue log Trend analysis Issue log
Lessons learned register Variance analysis Lessons learned register
Milestone list Decision making Risk register
Quality reports Meetings Schedule forecasts
Risk register
Risk report
Schedule forecasts
Work performance information
Agreements
EEF
OPA
Reviewing & reporting the overall progress t meet the performance objective.
Allow stakeholders to understand the current state of the project.
Monitor: Collecting and measuring evaluating the performance.
Control: Determine corrective or preventive actions, re-planning & follow up.
Preventive action: Ensure the future performance of project work is aligned with project management plan - Part of Change request.
Corrective action: Re-aligns the performance of project work with project management plan - Part of Change request.
Defect repair: Modifies nonconforming product component stakeholder refused item - Part of Change request.
.
11
Perform Integrated Change Control

Project Management Plan Expert judgment Approved change requests

Change management plan Change control tools Project management plan updates
Configuration management plan Data analysis Any component
Scope baseline Alternaties analysis Project documents updates
Schedule baseline Cost-benefit analysis Change log
Cost baseline Decision making
Project documents Voting
Basis of estimates Autocratic decision making
Requirements traceability matrix Multicriteria decision analysis
Risk report Meetings
Work performance reports
Change requests
EEF
OPA
Review all change request, approving / rejecting.

All change request goes here.
All approved or rejected CR goes to change log.
Must take approval from sponsor if he is not in the CCB.
INPUT INPUT
Change management plan Configuration management plan
Direction for managing the Change control process. Describe the configuration items.
How to make Change request.
Responsibilities of the CCB.
Steps of change request

Receive formal change request from stakeholder.
Meets with Stakeholder to understand reasons & requirments.
Analyzing the impacts of Change request on project constraints.
Meets with Stakeholder to inform him about the impacts.
Send change request to Change Control Board.
Send Change Request to Sponsor ( if he is not part of CCB). ‫ﻋﻠﯿﻚ اﺳﺘﯿﻌﺎب هﺬﻩ اﻟﺨﻄﻮات ﺑﺘﺮﺗﯿﺒﻬﺎ اﳌﺬﮐﻮر‬
If Approved >> record it in Change log. ‫ﻓﮑﺜﯿﺮا ﻣﺎ ﯾﺄﺗﻲ ﺳــــﺆال ﻋﻠﯿﻬﺎ وﯾﻄﻠــــﺐ ﻣﻨﻚ‬
Update Project management plan (starting with baselines). ‫ﺗﺤﺪﯾﺪ اﻟﺨﻄﻮة اﻟﺘﺎﻟﯿﺔ‬
Inform Key stakeholder.
Implement the Approved Change request by team.
12
Closing Process
Close Project or Phase

Project Charter Expert judgment Project documents updates

Project Management Plan Data Analysis Lessons learned register
All components Document analysis Final product, service
Project documents Regression analysis Final report
Assumption log Trend analysis OPA updates
Basis of estimates Variance analysis
Change log Meetings
Issue log
Lessons learned register
Milestone list
Project communications
Quality control measurements
Quality reports
Requirements documentation
Risk regester
Risk report
Accepted deliverables
Business documents
Business case
Benefits management plan
Agreements
Procurement documentation
OPA
Finalizing all activities.

Information is archived.
TOOLS & TECHNIQUES Plan work is completed.
Variance analysis
Releasing team.
Compare actual and planned work.
No EEF in closing .
TOOLS & TECHNIQUES
OUTPUT
Document analysis
Final report
Collect lessons learned.
Summery level desc. of project
TOOLS & TECHNIQUES
Summary of the validation
Regression analysis Summary of how the final product achieved business needs
Analysis interrelationship between different variables. Summary of any risk or issue
Scatter diagram. Objective of scope schedule, cost, and quality.
Control Scope ‫ ﻣﻦ ﻋﻤﻠﯿﺔ‬Accepted deliverables ‫ﻋﻤﻠﯿﺔ اﻹﻏﻼق هﻮ ﺗﺄﮐﺪك ﻣﻦ إﺳﺘﻼم‬ ‫أهﻢ اﳌﻬﺎم اﻟﺘﻲ ﻋﻠﯿﻚ ﻣﻌﺮﻓﺘﻬﺎ‬
Monitor & Control ‫ﻣﺮﺣﻠﺔ‬ ‫ﮐﻤﺎ أﻧﻪ ﻋﻠﯿﻚ اﻟﺘﺄﮐﺪ ﻣﻦ إﻏﻼق ﺟﻤﯿﻊ اﻟﻌﻘﻮد ﻟﻠﻤﻘﺎوﻟﯿﻦ واﳌﻮردﯾﻦ‬
‫ اﻟﺨﺎص ﺑﺎﻟﺸﺮﮐﺔ‬OPA ‫اﻟـ‬ ‫ﺳﺠﻠﻬﺎ وﺣﻔﻈﻬﺎ‬ ‫وﻋﻠﯿﻚ أﯾﻀًﺎ اﻟﺘﺄﮐﺪ ﻣﻦ ﺗﺪوﯾﻦ ﺟﻤﯿﻊ اﻟﺪروس اﳌﺴﺘﻔﺎدة‬
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﻟﻨﻄﺎق‬
Scope Management
PMBOK 6 th Ed.
(129-172)
14
Planning Process
Plan Scope Management

Project Charter Expert judgment Scope Management Plan

Project Management Plan Data Analysis Requirements Management Plan
Quality Management Plan Alternatives analysis
Project Life Cycle Description Meetings
Development Approach
EEF
OPA
How to define, manage and control scope.

How to select requirements.
Product scope: features & functions of the product or service (product specs).
Project scope: work performed to deliver product or services.
TOOLS & TECHNIQUES

Alternative analysis ‫ﺗﺤﻠﯿﻞ اﻟﺒﺪاﺋﻞ‬
Various ways of collecting req, creating product, validating scope.
TOOLS & TECHNIQUES

Meetings
Project manager, project sponsor and selected team members.
OUTPUT
Scope Management Plan
Process to prepare Project scope statement
Process that enables the creation of WBS
How Scope baseline will be approved
How formal acceptance deliverables will be obtained.
OUTPUT
Requirement Management Plan
How project requirements will be analyzed, documented, and managed.
15
Planning Process
Collect Requirements
Project charter Expert judgment Requirements documentation

Project management plan Data gathering Requirements traceability matrix
Scope management plan Brainstorming
Requirements management plan Interviews
Stakeholder engagement plan Focus groups
Project documents Questionnaires and Survey
Assumption log Benchmarking
Lessons learned register Data analysis
Stakeholder register Document analysis
Business documents Decision making
Business case Voting
Agreements Multicriteria decision analysis
EEF Data representation
OPA Affinity diagrams
Mind mapping
Nominal group technique
Observation / conversation
Facilitation
Context diagram
Prototypes
TOOLS & TECHNIQUES
Facilitation ‫ﺗﺤﻠﯿﻞ اﻟﺒﺪاﺋﻞ‬

Bring key Stakeholders
Brainstorming Voting ‫اﻟﺘﺼﻮﯾﺖ‬ to define requirements.
Generate new Idea. Unanimity = all agrees Cross-functional.
Majority = 50% agrees
Plurality = largest group TOOLS & TECHNIQUES
TOOLS & TECHNIQUES
Mind Mapping
Interviews
Consolidates ideas from
Confidential information. TOOLS & TECHNIQUES
brainstorming and generate
Autocratic
new ideas
One individual takes responsibility.
TOOLS & TECHNIQUES
Focus group
TOOLS & TECHNIQUES
Prequalified stakeholders with Experts. TOOLS & TECHNIQUES Affinity diagram
Multicriteria Making Large no of idea to classified
Decision Matrix to provide a systematic analytical. into groups
TOOLS & TECHNIQUES
Questionnaires & surveys
Large No. of audience. TOOLS & TECHNIQUES
TOOLS & TECHNIQUES
Context diagram
Nominal group
Detailed description.
Enhance brainstorming
TOOLS & TECHNIQUES
Visual display.
Benchmarking Voting, ranking, prioritization.
Compares other projects & improvements.
TOOLS & TECHNIQUES
TOOLS & TECHNIQUES Prototype
OUTPUT Observation Early feedback.
Requirement Documentation Hidden requirements Reduces risk.
Business requirements.
Stakeholder Requirements.
Functional & Nonfunctional Requirements. OUTPUT
Transition Requirements. Requirements Traceability Matrix
Project Requirements. Link product requirements from origin to deliverables.
Quality Requirements. Managing changes to product scope.
16
Planning Process
Define Scope
Project Charter Expert judgment Project Scope Statement

Project Management Plan Data Analysis Project Documents updates
Scope Management Plan Alternatives analysis Assumption log
Project Documents Decision Making Req. Documentation
Assumption log Multicriteria Decision analysis Requirement Traceability Matrix
Req. Documentation Interpersonal & Team Skills Stakeholder register
Risk Register Facilitation
EEF Product Analysis
OPA
Developing detailed description of the project and product.
OUTPUT
Project Scope Statement
Product scope description.
Acceptance criteria.
Deliverables (summary level, great details , major deliverables).
Exclusions.
Constraints.
Assumptions.
Planning Process
Create WBS
Project Management Plan Expert judgment Scope Baseline

Scope Management Plan Decomposition Project Documents updates
Project Documents Assumption log
Scope Statement Req. Documentation
Req. Documentation
EEF
OPA
TOOLS & TECHNIQUES OUTPUT

Decomposition Scope Baseline
Subdividing project scope & deliverables Approved version of scope statement.
into smaller, more manageable components. Change only through CCB.
Work package: Lowest level. Basis for comparison.
Part of Project management plan.
Contain: Scope Statement.
Contain: WBS (Hierarchical decomposition of the total scope).
Contain: WBS Dictionary (detailed deliverable activity, scheduling information).
17
Validate Scope
Project Management Plan Accepted deliverables

Inspection
Scope Management Plan Work performance information
Decision Making
Requirements Management Plan Project Documents updates
Voting
Scope Baseline Lessons learned register
Project Documents Requirements documentation
Lessons learned register Requirements traceability matrix
Quality reports
Requirements traceability matrix
Verified deliverables
Work performance data
Formalizing acceptance.
INPUT
Verified Deliverables
Checked in control quality process
TOOLS & TECHNIQUES

Inspection
Check the deliverables by Customers or sponsor to get the formal acceptance.
OUTPUT
Accepted Deliverables
Deliverable that meet the acceptance criteria and formally signed off and approved by the customer or sponsor.
OUTPUT
Change Request
The completed deliverables have not been formally accepted.
‫هﺬﻩ اﳌﺮﺣﻠﺔ‬ ‫ وﯾﻘــﻮم‬Control Quality ‫ اﻟﻨﺎﺗﺞ ﻣﻦ ﻋﻤﻠﯿﺔ‬Verified deliverables ‫هﺬﻩ اﻟﻌﻤﻠﯿﺔ اﳌﺪﺧﻞ‬ ‫ﺗﺴﺘﻠﻢ‬
‫ ﻹﻋﺘﻤﺎدهــــــــــــــــﺎ وﻟﺘﺨﺮج ﺑﻌﺪ اﻟﺘﺄﮐﺪ ﻣﻨﻬﺎ‬Verified deliverables ‫اﳌﻤﻮل واﳌﻌﻨﯿﯿﻦ ﺑﺎﻟﺘﺄﮐﺪ ﻣﻦ ﺳﻼﻣﺔ وﺻﺤﺔ اﻟـ‬
. Closing ‫ﻣﺮﺣﻠﺔ‬ ‫ وﯾﻨﺘﻘﻞ ﮐﻤﺪﺧﻞ‬Accepted deliverables ‫ﮐـ‬
18
Control Scope
Project Management Plan Work performance information

Data analysis
Scope Management Plan Change request
Variance analysis
Requirements Management Plan Project Management Plan Update
Trend analysis
Change Management plan Scope Management plan
Configuration management plan Scope Baseline
Scope Baseline Schedule Baseline
Performance measurement Baseline Performance Measurement baseline
Project Documents Project Documents Update
Lessons learned register Lesson learned register
Requirements documentation Req. Documentation
Requirements traceability matrix Req. traceability Matrix
OPA
Monitoring status of project scope, and managing changes to the scope baseline.
Benefit is to maintain scope baseline
Gold plating: Giving extra features for free.
Scope Creep: Uncontrolled expansion to product or project scope without adjustments to time cost and resources.
TOOLS & TECHNIQUES

Variance Analysis
Compare the baseline to the actual results.
If the variance is within the threshold amount or if corrective or preventive actions is appropriate.
TOOLS & TECHNIQUES

Trend Analysis
Project performance over time, to determine if it is improving or not.
OUTPUT
Work Performance Information
Including Categories and analysis for all project measurements from work performance data.
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﻟﺠﺪوﻟﺔ‬
Schedule Management
PMBOK 6 th Ed.
(173 -230)
20
Planning Process
Plan Schedule Management

Project Charter Expert judgment Schedule management plan

Project Management Plan Data Analysis
Scope management plan Meetings
Development approach
EEF
OPA
How to plan manage and control schedule. OUTPUT

Schedule management plan
Level of accuracy
Units of measure
Control thresholds
Rules of performance measurement ch7
Reporting formats
Project schedule model development
Planning Process
Define Activities
Project Management Plan Expert judgment Activity list

Schedule management plan Decomposition Activity attributes
Scope baseline Rolling wave planning Milestone list
EEF Meetings Change requests
OPA Project management plan updates
Schedule baseline
Cost baseline
Identifying and documenting specific actions.

To decomposes work packages into schedule activities. OUTPUT
Activity list
Includes the schedule activities required on the project.
TOOLS & TECHNIQUES
Decomposition
OUTPUT
The work packages within EBS is decomposed to produce activities. Activity attributes
More details for activities list & its components.
TOOLS & TECHNIQUES
Rolling Wave Planning
OUTPUT
Iterative / progressive elaboration. Milestone list
Near term is planned in details. Significant point or event in a project.
Future term is planned at higher level. zero duration.
21
Planning Process
Sequence Activities
Project Management Plan Precedence diagramming method Project schedule network diagram
Schedule management plan Dependency determination and integration Project documents updates
Scope baseline Leads and lags Activity attributes
Project documents PMIS Activity list
Activity attributes Assumption log
Activity list Milestone list
Assumption log
Milestone list
EEF
OPA
TOOLS & TECHNIQUES

Identifying and documenting relationship among the project activities. Dependency Determination
Defines the logical sequence of work.
Mandatory
TOOLS & TECHNIQUES Legally or contractually required

Precedence diagramming method (PDM) Inherent in the nature of the work.
Constructing a schedule model. Hard logic
Represented by node. Prototype it before it can be tested.
Predecessor activity: activities that comes before a dependent activity.
Successor activity: activities that comes after another activity.
Discretionary
(FS) Finish to Start: Most Common
(FF) Finish to Finish Preferred logic
(SS) Start to Start Soft logic
(SF) Start to Finish: Least Common Best practices.
External
TOOLS & TECHNIQUES
leads and lags Relationship between project
Lead = Overlap (-). activities & non-project activities.
Lag = Delay (+) waiting time between activities. Outside the project team control
A A Internal
Lead Lag Relationship between project activities.

-2 weeks +6 weeks
B B Inside the project team control

22
Planning Process
Estimate Activity Duration

Project Management Plan Expert judgment Duration estimates

Schedule management plan Analogous estimating Basis of estimates
Scope baseline Parametric estimating Project documents updates
Project documents Three-point estimating Activity attributes
Activity attributes Bottom-up estimating Assumption log
Activity list Data Analysis Lessons learned register
Assumption log Alternatives analysis
Lessons learned register Reserve analysis
Milestone list Decision making
Project team assignments Meetings
Resource breakdown structure
Resource calendars
Resource requirements
Risk register
EEF
OPA
Estimating the number or work periods needed to complete individual activities with estimated resources
The amount of time each activity will take to complete.
TOOLS & TECHNIQUES

TOOLS & TECHNIQUES Reserve Analysis
Analogues Estimating
Historical Data from similar project. Contingency Reserve
Fast Estimating, low accuracy, low cost. Part of schedule Baseline.

Used in case limited information. Under PM control.
Known / Unknown.
TOOLS & TECHNIQUES
Parametric Estimating
Historical Data + other variables. Management Reserve
TOOLS & TECHNIQUES Not part of Schedule Baseline.

Bottom-up Estimating Under Top Management Control.
Aggregating the estimates of the lower level components of WBS. Unknown / unknown.
Highest accuracy Unforeseen works.
CCB must be applied.
TOOLS & TECHNIQUES
Three-point Estimating
Uncertainty & Risk.
Triangle distribution formula.
tE = (tO + tM + tP) / 3
tO = Optimistic, best case senario.
tM = Most likely.
tP = Pessimistic, worst case senario.
23
Planning Process
Develop Schedule
Project Management Plan Schedule network analysis Schedule baseline

Schedule management plan Critical path methods Project schedule
Scope baseline Resource optimization Schedule data
Project documents Data analysis Project calendars
Activity attributes What-if scenario analysis Change requests
Activity list Simulation Project management plan updates
Assumption log Leads and lags Schedule management plan
Basis of estimates Schedule compression Cost baseline
Duration estimates PMIS Project documents updates
Lessons learned register Agile release planning Activity attributes
Milestone list Assumption log
Project schedule network diagrams Duration estimates
Project team assignments Lessons learned register
Resource calendars Resource requirements
Resource requirements Risk register
Risk register
Agreements
EEF
OPA
TOOLS & TECHNIQUES

Critical Path Method (TF) Total Float (FF) Free Float
Estimating the minimum project duration. Delaying in activity without Delaying in activity without
Longest path. delaying the project schedule. delaying the ES of successor.
Zero flexibility / floating. Zero on critical path. FF = (ES successor – EF presuccessor)
Without any resource’s limitations. TF = (LS-ES) = (LF-EF) FF = (LS successor – LF presuccessor)

Resource Optimization Schedule compression
Resource leveling Crashing
Adjust start & finish dates based on Adding resources

resource availability & constraints. Increase in cost
Increase project duration. Works on critical path activities.
May change the critical path. ‫اﻟﺴﺆال ﻣﻦ اﻟﻘـــﯿﻮد‬ ‫ﺗﺄﮐﺪ ﻗﺒﻞ اﻹﺟﺎﺑﺔ‬
‫اﻟﺘﻲ وﺿﻌﻬـــﺎ ﻣﻤـــﻮل اﳌﺸــــﺮوع أو إدارة‬
Fast Tracking ‫ ﻓﺈذا ذﮐﺮ أﻧﻪ ﻻ ﯾﺴﺘﻄﯿـــﻊ زﯾــــﺎدة‬،‫اﻟﺸﺮﮐﺔ‬
Resource Smoothing
‫ﻣﯿﺰاﻧﯿﺔ اﳌﺸﺮوع أو زﯾﺎدة اﻟﻌﺎﻣﻠﯿﻦ ﻓﺎﺳﺘﺒﻌﺪ‬
Work in parallel.
Adjust start & finish dates which . Crashing ‫ﻓﻮرا ﺧﯿﺎر اﻟـ‬
No increase in cost.
have floating only.
May cause Re-work. ‫ﺑﻌﺾ اﻷوﻗﺎت ﯾﺰودك اﻟﺴﺆال ﺑﺘﻘــﺎرﯾﺮ‬ ‫و‬
no changes to project schedule
Increase risk & uncertainty. ‫ ﻓﺈن ﮐﺎن هﻨﺎك ﻓﺎﺋﺾ‬CPI ‫أداء اﳌﺸﺮوع‬
nor critical path ‫اﳌﯿﺰاﻧﯿـــﺔ واﳌﺸــﺮوع ﻣﺘﺄﺧﺮ ﻋﻦ ﺗـــﺎرﯾﺨﻪ‬
. ‫ هﻮ اﻷﻧﺴﺐ‬Crashing ‫اﳌﺤﺪد ﻓﺨﯿﺎر اﻟـ‬
OUTPUT OUTPUT
Schedule Baseline Project Schedule
Approved version of schedule. Milestone Chart = for Senior Management (low detailed).
Changed through formal CCB. Bar Chart = for team (high detailed) (Gantt Chart).
Basis of comparison.
24
Control Schedule
Project Management Plan Data Analysis Work performance information

Schedule management plan Earned value analysis Schedule forecasts
Schedule baseline Iteration burndown chart Change requests
Scope baseline Performance reviews Project management plan updates
Performance measurement baseline Trend analysis Schedule management plan
Project documents Variance analysis Schedule baseline
Lessons learned register What-if scenario analysis Cost baseline
Project calendars Critical path method Performance measurement baseline
Project schedule PMIS Project documents updates
Resource calendars Resource optimization Assumption log
Schedule calendars Leads and lags Basis of estimates
Work performance data Schedule compression Lessons learned register
OPA Project schedule
Resource calendars
Risk register
Schedule data
(TF) Total Float

Monitoring the status of the project to update project schedule & manage changes to the schedule baseline.
Maintaining schedule baseline.
TOOLS & TECHNIQUES

Earned Value analysis
Evaluate the variation to schedule Baseline using SV & SPI.
TOOLS & TECHNIQUES

Performance Review
Measure & compare schedule performance vs schedule baseline.
TOOLS & TECHNIQUES (FF) Free Float

Trend Analysis
Examines project performance over time to check if performance is improving or not.
TOOLS & TECHNIQUES

Variance Analysis
Compare the baseline to the actual results.
To determine if the variance is within the threshold amount or if corrective or preventive actions is appropriate.
TOOLS & TECHNIQUES

What-if scenario analysis
Process of evaluating scenarios to predict their effect, positive or negative on project objectives.
Example: Strike, Material Delivery, Change in Permit.
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﻟﺘﮑﺎﻟﯿﻒ‬
Cost Management
PMBOK 6 th Ed.
(231 -270)
26
Planning Process
Plan Cost Management

Project Charter Expert judgment Cost management plan

Project Management Plan Data Analysis
Schedule management plan Meetings
Risk management plan
EEF
OPA
How the project cost will be managed. OUTPUT

Schedule management plan
Level of accuracy.
Units of measure.
Control thresholds.
Rules of performance measurement.
Reporting formats.
Planning Process
Estimate Cost
Project Management Plan Expert judgment Cost estimates

Cost management plan Analogous estimating Basis of estimates
Quality management plan Parametric estimating Project documents updates
Scope baseline Three-point estimating Assumption log
Project documents Bottom-up estimating Lessons learned register
Lesson learned register Data Analysis Risk register
Project schedule Alternatives analysis
Resources requirements Reserve analysis
Risk register Cost of quality
EEF PMIS
OPA Decision making
Voting
Develop the approximation of cost.

Determines the monetary resources required for the project.
‫اﻟﺴﺆال أي ﻣﻌﺎدﻟﺔ‬ ‫ﺣﺎل ﻟﻢ ﯾﺬﮐﺮ‬
TOOLS & TECHNIQUES ‫ﻣﻄﻠﻮب ﻣﻨﻚ اﺳﺘﺨﺪاﻣﻬﺎ ﻓﺈﻧﻨﺎ ﻧﺴﺘﺨﺪم‬
Three-point estimating . ‫ ﻷﻧﻬﺎ أﮐﺜﺮ دﻗﺔ‬BETA ‫ﻣﻌﺎدﻟﺔ‬
Tringle distribution formula (linear) = cE = (cO + cM + cP) /3
Beta (Pert) (curve) = cE = (cO + 4cM + cP) /6
27
Planning Process
Determine Budget
Project Management Plan Expert judgment Cost baseline

Cost management plan Cost aggregation Project funding requirements
Resource management plan Data analysis Project documents updates
Scope baseline Reserve analysis Cost estimates
Project documents Historical information review Project schedule
Basis of estimates Funding limit reconciliation Risk register
Cost estimates Financing
Project schedule
Risk register
Business documents
Business case
Benefits management plan
Agreements
EEF
OPA
Managment
Reserve
TOOLS & TECHNIQUES Contingency
Funding Limit Reconciliation Reserve
Reschedule the project activities. Activity

Project Contingency
Budget Reserve
Cost Control
Baseline Accounts
OUTPUT Work Package
Cost Baseline Cost Estimates
Activity
Approved version of cost. Cost

Estimates
Changed through formal change control procedures.
Basis of comparison.
Project Budget Component
28
Control Cost
Project Management Plan Expert judgment Work performance information

Cost management plan Data Analysis Cost forecasts
Cost baseline Earned value analysis Change requests
Performance measurement baseline Variance analysis Project management plan updates
Project documents Trend analysis Cost management plan
Lessons learned register Reserve analysis Cost baseline
Project funding requirements To-complete performance index Performance measurement baseline
Work performance data PMIS Project documents updates
OPA Assumption log
Basis of estimates
Cost estimates
Risk register

Earned Value analysis Variance Analysis
Evaluate the Variation to schedule & Cost baseline.
Planned Value (PV) The value of the planned work to be completed at a point in time. Schedule Variance
Earned Value (EV) The Value of all the Completed Work (Earned) to a point in time. SV = EV - PV
Actual Cost (AC) The Actual Cost of all the work completed at a point in time. + Ahead of Schedule
- behind Schedule
TOOLS & TECHNIQUES 0 On Schedule
Trend Analysis
EAC = AC + (BAC - EV) Cost Variance
If future work will be accomplished at the planned rate.
CV = EV – AC
EAC = BAC / CPI
+ Under Budget
If CPI is expected to be the same for the remainder or the project.
- Over budget
EAC = AC + [(BAC -EV) / (SPI * CPI)]
0 On budget
If both CPI & SPI influence the remaining work.
EAC = AC + Bottom-up ETC Schedule Performance Index
If initial plan is no longer valid, new estimation is required.
SPI = EV / PV
>1 Ahead of Schedule
TOOLS & TECHNIQUES
Estimate to completion (ETC) <1 behind Schedule
ETC = EAC – AC 1 On schedule
Cost Performance Index
TOOLS & TECHNIQUES
To Complete Performance Index (TCPI) CPI = EV / AC
TCPI = (BAC-EV) / (BAC-AC) >1 Under of budget
A measure of the cost performance that must be achieved with the remaining resources. <1 Over Budget
Expressed as the ratio of the cost to finish the outstanding work to the budget available. 1 On Budget
>1 Harder to complete (bad)
<1 Easier to complete (good)
TOOLS & TECHNIQUES
Variance At Completion (VAC) (>1)
(>1) ‫( أو أﮐﺒﺮ ﻣﻦ واﺣﺪ‬+) ‫إذا ﮐﺎن اﻟﺮﻗﻢ ﻣﻮﺟﺐ‬
VAC = BAC - EAC ‫ واﻟﻌﮑـــــﺲ‬.‫ﺣﺎﻟﺔ ﺟﯿﺪة‬ ‫ﻓﺎﳌﺸﺮوع‬
+ under planned cost (good) . TCPI ‫ﻗﺎﻧﻮن‬
- Over planned Cost (bad)
0 on planned cost
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﻟﺠﻮدة‬
Quality Management
PMBOK 6 th Ed.
(271 -306)
30
Planning Process
Plan Quality Management

Project Charter Expert judgment Quality management plan

Project Management Plan Data gathering Quality metrics
Requirements management plan Benchmarking Project management plan updates
Risk management plan Brainstorming Risk management plan
Stakeholder management plan Interviews Scope baseline
Scope baseline Data Analysis Project documents updates
Project documents Cost-benefit analysis Lessons learned register
Assumption log Cost of quality Requirements traceability matrix
Requirements documentation Decision making Risk register
Requirements traceability matrix Multicriteria decision analysis Stakeholder register
Risk register Data representation
Stakeholder register Flowcharts
EEF Logical data model
OPA Matrix diagrams
Mind mapping
Test and inspection planning
Meetings

Cost benefit analysis Cost of Quality
Used to estimate the strengths and weakness to determine the best alternatives.
Comparing the quality cost to the expected benefits. Cost of Conformance
Increase productivity & SH satisfactions During the project to avoid failure.

Reduce Re-work & Cost. Prevention costs
Training, Equipment
Appraisal Cost
TOOLS & TECHNIQUES
Flow Chart Testing , inspections
Process map.
Cost of Non-Conformance
Display the sequence of steps.
Useful in understating and estimating Quality cost. During & after project because of failure.
SIPOC model (supplier , inputs, process, outputs, customers). Internal
Rework – Scrap
OUTPUT
External
Quality Management plan Liabilities, Warranty , Business lost.
Quality standards.
Quality objectives.
Quality roles and responsibilities.
Project deliverables.
Quality tools.
OUTPUT
Quality Metrics.
How the control quality process will verify compliance.
Ex: CPI , Failure rate, N. of defects, customer satisfaction rate
31
Planning Process
Manage Quality
Project Management Plan Data gathering Quality reports

Quality Management Plan Checklists Test and evaluation documents
Project documents Data analysis Change requests
Lessons learned register Alternatives analysis Project management plan updates
Quality control measurements Document analysis Quality management plan
Quality metrics Process analysis Scope baseline
Risk report Root cause analysis Schedule baseline
OPA Decision making Cost baseline
Multicriteria decision analysis Project documents updates
Data representation Issue log
Affinity diagrams Lessons learned register
Cause-and-effect diagrams Risk register
Flowcharts
Histograms
Matrix diagrams
Scatter diagrams
Audits
Design for X
Problem solving
Quality improvement methods
Increase the probability of meeting the quality objectives.

Manage quality data and results from the control quality process.
To reflect the overall quality status of the project to the stakeholders.
TOOLS & TECHNIQUES TOOLS & TECHNIQUES TOOLS & TECHNIQUES

Alternative analysis Root cause analysis (RCA) Problem solving
Evaluate options Analysis tool. Defining the problem.
Reason that causes a variance. Root cause.
TOOLS & TECHNIQUES Generating solutions.
Document analysis TOOLS & TECHNIQUES Choosing the best solutions.
Analyze different documents. Cause and Effect Diagram
Implementing the solutions.
Representation tool.
Verifying effectiveness.
TOOLS & TECHNIQUES Fishbone, why-why, ishikawa.
Flow charts
Root cause.
Series of steps that lead to a defect. TOOLS & TECHNIQUES
design for X
TOOLS & TECHNIQUES Improve product final characteristics.
TOOLS & TECHNIQUES Process analysis
Matrix diagrams
Process improvements.
Strength of relationships. OUTPUT
Non value added activities. Quality reports
TOOLS & TECHNIQUES
Recommendations.
Audits TOOLS & TECHNIQUES Quality control management.
Scatter Diagrams
Process, policies, procedures. Summary of finding from
Relationship between two variables.
Usually external team. control quality process.
TOOLS & TECHNIQUES

TOOLS & TECHNIQUES
Pareto
histograms
No. of defect.
Show number of defects.
By frequency of occurring (from upper to lower).
Show ranking of the cause of defects.
Numerical data
(20-80) rule.
32
Planning Process
Control Quality
Project Management Plan Data gathering Quality control measurements

Quality Management Plan Checklists Verified deliverables
Project documents Check sheets Work performance information
Lessons learned register Statistical sampling Change requests
Quality metrics Questionnaires and surveys Project management plan updates
Test and evaluation documents Data analysis Quality management plan
Approved change requests Performance reviews Project documents updates
Deliverables Root cause analysis Issue log
Work performance data Inspection Lessons learned register
EEF Testing / product evaluations Risk register
OPA Data representation Test and evaluation documents
Cause-and-effect diagrams
Control charts
Histogram
Scatter diagrams
Meetings
Monitoring and recording results.

Assess performance and ensure the project outputs are completed.
Verify the project deliverables.

Checklist Control chart
Structured manner. Determine if process is stable or not stable.
One point is out control limit.
TOOLS & TECHNIQUES 7 continuous points are between mean & control limit.
Check sheet
Tally sheet. TOOLS & TECHNIQUES
Useful data about a potential quality problem. Performance review
Compare and analyze quality metrics against actual results.
TOOLS & TECHNIQUES
Statistical sampling
Part of population. OUTPUT
Verified deliverables
Fast.
Determine the correctness of deliverables.
Tight time.
TOOLS & TECHNIQUES

Inspections
The examination of a deliverables / products.
‫هﺬﻩ‬ ‫ وﺗﻘــﻮم‬Direct & Manage Project Work ‫ اﻟﻨﺎﺗﺞ ﻣﻦ ﻋﻤﻠﯿﺔ‬Deliverable ‫هﺬﻩ اﻟﻌﻤﻠﯿﺔ اﳌﺪﺧﻞ‬ ‫ﺗﺴﺘﻠﻢ‬
‫ ﻟﯿﺨﺮج ﺑﻌﺪ اﻟﺘﺄﮐﺪ‬Deliverable ‫ أﻧﺖ ﮐﻤﺪﯾﺮ ﻣﺸﺮوع وﻓﺮﯾﻖ اﻟﻌﻤﻞ ﺑﺎﻟﺘﺄﮐﺪ ﻣﻦ ﺳﻼﻣﺔ وﺻﺤﺔ اﻟـ‬Control Quality ‫اﳌﺮﺣﻠﺔ‬
. ‫ ﻟﯿﻘﻮم اﳌﻌﻨﯿﯿﻦ ﺑﻤﻌﺎﯾﻨﺘﻬﺎ واﻟﺘﺄﮐﺪ ﻣﻨﻬﺎ‬Validate Scope ‫ﻣﺮﺣﻠﺔ‬ ‫ وﯾﻨﺘﻘﻞ ﮐﻤﺪﺧﻞ‬Verified deliverables ‫ﻣﻨﻪ ﮐـ‬
‫ﻓﺼﻞ‬
‫إدارة‬
‫اﳌﻮارد‬
Resource Management
PMBOK 6 th Ed.
(307 -358)
34
Planning Process
Plan Resource Management

Project Charter Expert judgment Resource management plan

Project Management Plan Data representation Team charter
Quality Management Plan Hierarchical charts Project documents updates
Scope baseline Responsibility assignment matrix Assumption log
Project documents Text-oriented formats Risk register
Project schedule Organizational theory
Requirements documentation Meetings
Risk register
Stakeholder register
EEF
OPA

Responsibility assignment matrix (RAM) Hierarchical chart
Shows each team member Activities & Work Package & Roles & Responsibilities.
R: Responsible Organization Breakdown structure (OBS)
A: Accountable Divide the organization as department.

C: Consult Ex. HR, Technical, Fin.
I: Inform Work package & responsibilities are
under each department.
TOOLS & TECHNIQUES
Text-oriented formant
More details for each team member responsibility and skills.
Resource Breakdown Structure (RBS)
TOOLS & TECHNIQUES
Organizational theory Divide project as Categories.
Who will report to whom, who will solve the occurred problem. Ex. Team, material, equipment.
Details are under each category to be
OUTPUT
used later with WBS.
Resource management plan
Identification of resources.
Acquiring resources.
Training.
Roles & Responsibility.
OUTPUT
Team Charter
Operating as a guideline for the team.
Team value.
Communication guideline.
Decision making criteria and process.
Conflict resolution process.
Meeting guideline.
Team agreement.
35
Executing Process
Estimate Activity Resource

Project Management Plan Expert judgment Resource requirements

Resource management plan Bottom-up estimating Basis of estimates
Scope baseline Analogous estimating Resource breakdown structure
Project documents Parametric estimating Project documents updates
Activity attributes Data analysis Activity attributes
Activity list Alternatives analysis Assumption log
Assumption log PMIS Lessons learned register
cost estimates Meetings
Resource calendars
Risk register
EEF
OPA
OUTPUT
Resource requirement
Identify the types and quantities of resources required for each work package.
OUTPUT
Basis of estimate
Clear & complete understanding of how the resource estimate was derived.
OUTPUT
Resource Breakdown Structure (RBS)
Divide project as Categories.
Details are under each category to be used later with WBS.
36
Executing Process
Acquire Resource
Project Management Plan Decision making Physical resource assignments

Resource management plan Multicriteria decision analysis Project team assignments
Procurement management plan Interpersonal and team skills Resource calendars
Cost baseline Negotiation Change requests
Project documents Pre-assignment Project management plan updates
Project schedule Virtual teams Resource management plan
Resource calendars Cost baseline
Resource requirements Project documents updates
Stakeholder register Lessons learned register
EEF Project schedule
OPA Resource breakdown structure
Risk register
EEF updates
OPA updates
Obtaining team members, facilities, equipment, materials, suppliers, to complete project work
Guide the selection of resources and assign them to their activities.
TOOLS & TECHNIQUES

Multicriteria decision analysis
Select physical resources or the project team using: (Availability, Cost, Ability, Experience, etc)

Negotiation Virtual team
Negotiate to acquire resource first with: Not located in the same place (different Geographic areas).
Functional manager. Add special expertise.
Other Project management teams within Organization. Decrease project cost as decrease the travelling cost.
External organization & supplier. Communication through emails , video conference.

Pre-assignment Resource calendar
When a resource for a project are determined in advance. Working days, shifts, business hours, holidays.
Experts needed. Resource availability.
Mentioned in Project charter.
37
Executing Process
Develop Team
Project Management Plan Colocation Team performance assessments

Resource management plan Virtual teams Change requests
Project documents Communication technology Project management plan updates
Lessons learned register Interpersonal and team skills Resource management plan
Project schedule Conflict management Project documents updates
Project team assignments Influencing Lessons learned register
Resource calendars Motivation Project schedule
Team charter Negotiation Project team assignments
EEF Team building Resource calendars
OPA Recognition and rewards Team charter
Training EEF updates
Individual and team assessments OPA updates
Meetings
Improving competencies, team member interactions, team environment

Improve team work, motivate employees, reduce attrition, improve project performance.

Co-location Team Building
Team are in the same location to increase the benefits of their activities.
Forming
1
Team meets.
TOOLS & TECHNIQUES TOOLS & TECHNIQUES Learn their formal roles.
Communication technology Recognition and rewards
When team moral is low. Not open.
Ex, email, website, video conference.
Storming
TOOLS & TECHNIQUES
2
Individual and team assessments Team not collaborative
Give the PM insights/ideas of Strengths & weaknesses areas to assess the team. Begins to address the
project work.
TOOLS & TECHNIQUES
Influencing
Norming
Gathering information / maintaining mutual trust.
Begin to work together.
TOOLS & TECHNIQUES
Negotiation
Learn to trust.
3
Trust and harmony among the team members.
Performing
OUTPUT Team is interdependent.
Team Performance Assessments
Improvement in skills.
Reduce staff turnover.
Work smoothly.
Effectively. 4
Well-organized.
(Can decide if) extra training is required.
(Can decide if) change is needed to improve performance.
(Can decide if) new resources is more suitable for project.
38
Executing Process
Manage Team
Project Management Plan Interpersonal and team skills Change requests

Resource management plan Conflict management Project management plan updates
Project documents Decision making Resource management plan
Issue log Emotional intelligence Schedule baseline
Lessons learned register Influencing Cost baseline
Project team assignments Leadership Project documents updates
Team charter PMIS Issue log
Work performance reports Lessons learned register
Team performance assessments Project team assignments
EEF EEF updates
OPA
Tracking team member performance, resolving issues, manage team changes.
TOOLS & TECHNIQUES

Conflict management
Problem solve / Collaborate Compromise / Reconcile Force / Direct

Open dialogue. Satisfaction to all parties. One’s viewpoint.
Win – win situation. Temporarily or partially resolve. Authority, power, emergency.
Best way. Lose – lose situation. Win-lose situation.
Smooth / Accommodate Withdraw / Avoid TOOLS & TECHNIQUES
Agreement. Postponing. Emotional intelligence

Maintain harmony & relationship. to be resolved by others. To reduce tension & increase cooperation.
TOOLS & TECHNIQUES

Influencing
Maintaining mutual trust.
Control Resource
Project Management Plan Data analysis Work performance information

Resource management plan Alternatives analysis Change requests
Project documents Cost-benefit analysis Project management plan updates
Issue log Performance reviews Resource management plan
Lessons learned register Trend analysis Schedule baseline
Physical resource assignments Problem solving Cost baseline
Resource breakdown structure Interpersonal and team skills Project documents updates
Resource requirements Negotiation Assumption log
Risk register Influencing Issue log
Work performance data PMIS Lessons learned register
Agreements Physical resource assignments
OPA Resource breakdown structure
Risk register
Ensuring the physical resources assigned and allocated to the project are available as
planned at the right time and in the right place and are release when no longer needed.
‫ﻓﺼﻞ‬
10
‫إدارة‬
‫اﻟﺘﻮاﺻﻞ‬
Communication Management
PMBOK 6 th Ed.
(359-349)
40
Planning Process
Plan Communication Management

Project charter Expert judgment Communication management plan

Project management plan Communication requirements analysis Project management plan updates
Resource management plan Communication technology Stakeholder engagement plan
Stakeholder engagement plan Communication models Project documents updates
Project documents Communication methods Project schedule
Requirements documentation Interpersonal and team skills Stakeholder register
Stakeholder register communication styles assessment
EEF Political awareness
OPA Cultural awareness
Data representation
Stakeholder engagement assessment matrix p30
Meetings
TOOLS & TECHNIQUES TOOLS & TECHNIQUES TOOLS & TECHNIQUES

Communication requirements analysis Communication technology Political awareness
Communication channels no. = N(N-1)/2 Urgency Focus on stakeholder authority, power
N = no. of project stakeholders. Frequency influence & organization strategy.
Availability
TOOLS & TECHNIQUES Ease to be used TOOLS & TECHNIQUES
Communication methods Cultural awareness
Language
Focus on stakeholder culture differences,
Interactive Confidential information
understanding & reduce misunderstanding.
Interviews
Meetings
Phone calls Communication models Communications management plan
Urgent actions Encode. Who will send.
Change request Transmit. Who will receive.
Face to face method Decode. What will be sent.
Most effective way Acknowledge. When will be sent.
Feedback. Why will be sent.
Push How will be sent.
Letters How many time will be sent.
MEMO Escalation process in case any conflict.
Email
Voice mail
Faxes
Sending report to certain
Stakeholders
Pull
Large volume ‫ ﻓﺄﺣﯿﺎﻧــﺎ‬،‫ﺗﺄﮐﺪ ﻣﻦ ﻗﺮاءﺗﻚ ﻟﺴﺆال ﻋﺪد ﻗﻨﻮات اﻹﺗﺼﺎل ﺟﯿﺪا‬
Large audience ‫ﺗﻌﻄﯿﻚ اﳌﺴﺄﻟﺔ ﻋﺪد اﳌﻌﻨﯿﯿﻦ وﻟﮑﻦ ﺑﺪون اﻷﺧﺬ ﺑﺎﻟﺤﺴﺒﺎن‬
Website ‫ ﻓﻔﻲ هﺬﻩ اﻟﺤﺎﻟﺔ‬،‫ﻣﺪﯾﺮ اﳌﺸﺮوع ﻓﻠﻢ ﯾﺘﻢ ﻋﺪﻩ ﻣﻦ اﳌﻌﻨﯿﯿﻦ‬
Dashboard ‫ﻋﺪد اﳌﻌﻨﯿﯿــــﻦ ﺛﻢ إﺗﺒﺎع اﻟﻘــﺎﻧﻮن‬ (1+) ‫ﻋﻠﯿﻚ إﺿﺎﻓﺔ‬
Lesson learned / opa ‫اﳌﺬﮐﻮر ﺑﺎﻷ‬
e-learning
41
Executing Process
Manage Communication
Project management plan Communication technology Project communications

Resource management plan Communication methods Project management plan updates
Communications management plan Communication skills Communications management plan
Stakeholder engagement plan Communication competence Stakeholder engagement plan
Project documents Feedback Project documents updates
Change log nonverbal Issue log
Issue log Presentations Lessons learned register
Lessons learned register PMIS Project schedule
Quality report Project reporting Risk register
Risk report Interpersonal and team skills Stakeholder register
Stakeholder register Active listening OPA updates
Work performance reports Conflict management
EEF Cultural awareness
OPA Meeting management
Networking
Political awareness
Meetings
Key benefit = Efficient and effective information flow.

Effective Communication = Provide Right information to Right Stakeholder in Right Time with Right Format.
Efficient Communication = Provide required information Only.
INPUT INPUT
Work performance reports Change log
Distributing reports to stakeholders as defined in Communicate changes approved or rejected.
the communication management plan.

PMIS Project management information system Active listening
Distribute the information to stakeholders using many tools. Understanding, acknowledge, clarifying.
TOOLS & TECHNIQUES

Project Reporting
Collecting and distributing project information to stakeholder with suitable format.
Progress Report Status Report

VS.
Report about accomplished / finished works. Report about Current work.

Meeting Management Project Communication
Prepare agenda including objectives. Performance Reports.
Start & End time. Deliverable status.
Invitation. Schedule progress.
Stay on topic. Cost Reports.
Manage any conflict.
Record all actions.
42
Monitor Communication
Project Management Plan Expert judgment Work performance information

Resource management plan PMIS Change requests
Communication management plan Data Analysis Project management plan updates
Stakeholder engagement plan Stakeholder engagement assessment matrix Communications management plan
Project document Interpersonal and team skills Stakeholder engagement plan
Issue log Observation / conversation Project documents updates
Lesson learned register Meetings Issue log
Project Communications Lesson learned register
Work performance data Stakeholder register
EEF
OPA
Ensuring the information needs of the project and its stakeholder are met.
Key benefit : Optimal information flow.
General Definitions
Communication
Formal Reports, memo, letters, formal meeting
Informal Emails, social media, websites.
Official Annual report, reports to government.
Unofficial Between teams, building trust & relationships.
Verbal Words, voice inflections.
Nonverbal Body language, actions, voice tone.
Internal With team, stakeholder within the organization.
External With customers, vendor and supplier.
Upward With senior management stakeholders.
Nonverbal Body language, actions, voice tone.
Downward With team who will contribute to work.
Horizontal With project manager or team.

‫ﻓﺼﻞ‬
11
‫إدارة‬
‫اﳌﺨﺎﻃﺮ‬
Risk Management
PMBOK 6 th Ed.
(395-458)
44
Planning Process
Plan Risk Management

Project charter Expert judgment

Risk management plan
Project management plan Data analysis
All components Stakeholder analysis
Project documents Meetings
EEF
OPA
OUTPUT
Risk management plan ‫ﺧﻄﺔ إدارة اﳌﺨﺎﻃﺮ‬
Risk Strategy.
Methodology.
Roles & Responsibilities.
Funding.
Timing.
Risk Categories.
Stakeholder risk appetite.
Definitions of risk probability.
Reporting formats.
Tracking.
45
Planning Process
Identify Risk
Project management plan Expert judgment Risk register

Requirements management plan Data gathering Risk report
Schedule management plan Brainstorming Project documents updates
Cost management plan Checklists Assumption log
Quality management plan Interviews Issue log
Resource management plan Data analysis Lessons learned register
Risk management plan Root cause analysis
Scope baseline Assumption and constraint analysis
Schedule baseline SWOT analysis
Cost baseline Document analysis
Project documents Interpersonal and team skills
Assumption log Facilitation
Cost estimates Prompt lists
Duration estimates Meetings
Issue log
Requirements documentation
Agreements
EEF
OPA

Root Cause analysis Risk Register ‫ﺳﺠﻞ اﳌﺨﺎﻃﺮ‬
Identify risk root cause & preventive actions. List of identified risk
Individual risk
TOOLS & TECHNIQUES Risk owner
SWOT Analysis Potential risk response
Strength, Weakness, Opportunity, Threats.
OUTPUT
TOOLS & TECHNIQUES Risk Report ‫ﺗﻘﺮﯾﺮ اﳌﺨﺎﻃﺮ‬

Facilitation Source of overall project risk
Setting with key stakeholders to identify risk. Summary of individual project risk.
TOOLS & TECHNIQUES

Prompt list
Source of overall risk & predetermined risk categories
‫اﻟﺴﺆال‬ ‫ﺗﺄﮐﺪ ﻣﻦ اﻟﺤﺎﻟﺔ اﻟﺰﻣﻨﯿﺔ ﻟﻠﻤﺸﮑﻠﺔ‬

Risk register ‫ﺳﺠﻞ اﳌﺨﺎﻃﺮ‬ ‫ﻓﺈن ﮐﺎﻧﺖ ﻣﺴﺘﻘﺒﻠﯿﺔ أي أﻧﻪ ﺧﻄﺮ ﻟﻢ ﯾﺤﺪث أو ﯾﻘﻊ ﺣﺘﯽ اﻵن ﻓﺘﺴﺠﻞ‬
Issue log ‫ﺳﺠﻞ اﳌﺸﮑﻼت‬ ‫ﺣﺎﻟﺔ وﻗﻮﻋﻬﺎ ﻓﺈﻧﻬﺎ ﺗﺴﺠﻞ‬ ‫و‬
46
Planning Process
Perform Qualitative Risk Analysis

Project Management Plan Expert judgment Project document updates

Risk management plan Data gathering Assumption log
Project documents Interviews Risk register
Assumption log Data Analysis Risk report
Risk register Risk data quality assessment
Stakeholder register Risk probability and impact assessment
EEF Assessment of other risk parameters
OPA Interpersonal and team skills
Facilitation
Risk Categorization
Data representation
Probability and impact matrix
Hierarchical charts
Meetings
Prioritizing individual project risks.

Assessing their probability of occurrence.
Focuses efforts on high priority risk.
TOOLS & TECHNIQUES

Risk probability and impact assessment ‫ﺗﻘﯿﯿﻢ اﺣﺘﻤﺎﻟﯿﺔ وﺗﺄﺛﯿﺮ اﳌﺨﺎﻃﺮ‬
The likelihood that a specific risk will occur.
Negative and positive risks
TOOLS & TECHNIQUES

Probability & impact matrix ‫ﻣﺼﻔﻮﻓﺔ اﺣﺘﻤﺎﻟﯿﺔ وﺗﺄﺛﯿﺮ اﳌﺨﺎﻃﺮ‬
Grid for mapping.
Divide into priority groups.
TOOLS & TECHNIQUES

Risk categorization ‫ﺗﺼﻨﯿﻒ اﳌﺨﺎﻃﺮ‬
Categorized by sources of risk.
Most exposed to the effects of uncertainty.
More effective risk responses.
TOOLS & TECHNIQUES

Hierarchical chart ‫اﳌﺨﻄﻂ اﻟﻬﺮﻣﻲ‬
More than two parameters.
Bubble chart (3d).
47
Planning Process
Perform Quantitative Risk Analysis

Project Management Plan Expert judgment Project documents updates

Risk management plan Data gathering Risk report
Scope baseline Interviews
Schedule baseline Interpersonal and team skills
Cost baseline Facilitation
Project documents Representation of uncertainty
Assumption log Data Analysis
Basis of estimates Simulations
Cost estimates Sensitivity analysis
Cost forecasts Decision tree analysis
Duration estimates Influence diagram
Milestone list
Risk register
Risk report
Schedule forecasts
EEF
OPA
Numerically analyzing the individual and overall risks.

Quantifies overall project risk exposure.
Not required for every project, just for large project.

Simulation ‫اﳌﺤﺎﮐﺎة‬ Decision tree analysis ‫ﺗﺤﻠﯿﻞ اﻟﻘﺮار‬
Monte Carlo. Done depending on impact (I) & probability (P)
Define EAC & End date of project. Expected Monetary Value (EMV) = (P x I)
Select the highest value
TOOLS & TECHNIQUES

Sensitivity analysis ‫ﺗﺤﻠﯿﻞ اﻻﺳﺘﺸﻌﺎر‬
Tornado Diagram.
Define which risk has the most potential impact on project outcome.
20 40 60 80 100 120 140

48
Planning Process
Plan Risk Responses

Project management plan Expert judgment Change requests

Resource management Plan Data gathering Project management plan updates
Risk management plan Interviews Schedule management plan
Cost baseline Interpersonal and team skills Cost management plan
Project documents Facilitation Quality management plan
Lesson learned register Strategies for threats Resource management plan
Project schedule Strategies for opportunities Procurement management plan
Project team assignments Contingent response strategies Scope baseline
Resource calendars Strategies for overall project risk Schedule baseline
Risk register Data Analysis Cost baseline
Risk report Alternatives analysis Project documents updates
Stakeholder register Cost-benefit analysis Assumption log
EEF Decision making Cost forecasts
OPA Multicriteria decision analysis Lessons learned register
Project schedule
Project team assignments
Risk register
Risk report

Strategies for threats Strategies for opportunities Developing options.
Selecting strategies.
Escalate Escalate
TOOLS & TECHNIQUES
Threat is out of scope Opportunity is out of scope
Contingent Response strategies
Program or portfolio level not PM Program or portfolio level not PM
Certain events.
Plan A = contingency plan.
Avoid Exploit Plan B = fallback plan.
Remove the threat from scope Get the opportunity

TOOLS & TECHNIQUES
Order change Request Increase resource
Strategies for overall project risk
new technology Avoid = negative.
Transfer talented resource Exploit = positive.
Move threats to third party Out of risk threshold.
Share
Insurance, warranty, guarantee
Transfer ownership to third party
Partnership, joint venture
Mitigate
Reduce threat probability & impact
Enhance
Using stable contractor
prototype Increase the opportunity
more tests. probability and impact
Accept Accept
Acknowledge Acknowledge
Active acceptance Active acceptance
contingency reserve contingency reserve
Passive acceptance Passive acceptance
Risk register (watch list) Risk register (watch list)
49
Executing Process
Implement Risk Responses

Project Management Plan Expert judgment Change requests

Risk Management Plan Interpersonal and team skills Project documents updates
Project documents Influencing Issue log
Lesson learned register PMIS Lessons learned register
Risk register Project team register
Risk report Project team assignments
OPA Risk register
Risk report
Minimize individual threats, maximize opportunities.
Monitor Risk
Project Management Plan Data Analysis Work performance information

Risk Management Plan Technical performance analysis Change requests
Project documents Reserve analysis Project management plan updates
Issue log Audits Any component
Lessons learned register Meetings Project documents updates
Risk register Assumption log
Risk report Issue log
Work performance data Lessons learned register
Work performance reports Risk register
Risk report
OPA updates
Monitoring agreed-upon risk response plans.
Identifying and analyzing new risks. TOOLS & TECHNIQUES
Meetings
Evaluating risk process effectiveness.
Risk review.
TOOLS & TECHNIQUES
Check effectiveness of the risk responses.
Technical performance analysis Identify new risks, including secondary risks.
Comparing actual results against target. Close the outdate risks.

Reserve analysis Audits
Comparing the remaining contingency reserve against remaining risks. Effectiveness of the risk management process.
TOOLS & TECHNIQUES

Workaround (WA)
1 Unforeseen Risk 2 WA 3 CCB 4 Management Reserve
1 Passive Acc. Risk 2 WA 3 Reserve Analysis

* 4 CCB 5 Contingency Reserve
1 Active Acc. Risk 2 Contingency Plan 3 Reserve Analysis

* 4 CCB
CCB 4 ‫ﺑﻌﺪ ﺗﺤﻠﯿﻞ اﻹﺣﺘﯿﺎﻃﻲ ﻓﻼ داع ﻟﺘﻘﺪﯾﻢ ﻃﻠﺐ ﺗﻐﯿﯿﺮ وﺑﺈﻣﮑﺎﻧﻚ ﺗﺨﻄﻲ اﻟﺨﻄﻮة رﻗﻢ‬ ‫ﺣﺎل وﺟﻮد ﻣﺒﻠﻎ ﮐﺎ‬ *
‫ﻓﺼﻞ‬
12
‫إدارة‬
‫اﻟﺘﻮرﯾﺪ‬
Procurement Management
PMBOK 6 th Ed.
(459-502)
51
Planning Process
Plan Procurement Management

Project Charter Expert judgment Procurement management plan

Business documents Data gathering Procurement strategy
Business case Market research Bid documents
Benefits management plan Data Analysis Procurement statement of work
Project management plan Make-or-buy analysis Source selection criteria
Scope management plan Source selection analysis Make-or-buy decisions
Quality management plan Meetings Independent cost estimates
Resource management plan Change requests
Scope baseline Project documents updates
Project documents Lessons learned register
Milestone list Milestone list
Project team assignments Requirements documentation
Requirements documentation Requirements traceability matrix
Requirements traceability matrix Risk register
Resource requirements Stakeholder register
Risk register OPA updates
EEF
OPA
OUTPUT OUTPUT
Procurement management plan Procurement strategy
How procurement will be managed. Delivery methods.
Pre-qualified sellers. Contract payment types.
Constraints and assumptions. Procurement phases.
Time frame for key procurement activities.
Stakeholders roles regarding procurement.
OUTPUT
Currency. Bid document
Procurement metrics to be used to manage contracts. Request for information (RFI).
Request for quotation (RFQ).
OUTPUT
Request for proposal (RFP).
Procurement SOW
Detailed data which will be sent to contractor.
OUTPUT
Specifications. Source selection criteria
Required quality. Capability and capacity.
Contractor tasks. Product cost and life cycle cost.
Definition for Submission schedule. Technical & management experience.
Key staff qualification.
OUTPUT
Financial stability.
Make or Buy decision
Depends on make-or-buy analysis.
‫ ﻓﯿﻐﻠﺐ‬،‫أﺳﻌﺎر اﳌﻮردﯾﻦ‬ ‫إذا وﺟﺪ إﺧﺘﻼف ﮐﺒﯿﺮ‬

OUTPUT
‫اﻟﻈﻦ وﺟﻮد ﺳـــﻮء ﻓﻬـــﻢ أو ﻋﺪم وﺿـــﻮح ﻟﺒﯿﺎن‬
Independent cost estimate
In large project, outside estimate to benchmark
‫ ﻟﺪى اﳌﻮردﯾﻦ‬Procurement SOW ‫اﻷﻋﻤﺎل‬
52
Executing Process
Conduct Procurement
Project Management Plan Expert judgment Selected sellers

Scope management plan Advertising Agreements
Requirements management plan Bidder conferences Change requests
Communications management plan Data Analysis Project management plan updates
Risk management plan Proposal evaluation Requirements management plan
Procurement management plan Interpersonal and team skills Quality management plan
Configuration management plan Negotiation Communication management plan
Cost baseline Risk management plan
Project documents Procurement management plan
Lessons learned register Scope baseline
Project schedule Schedule baseline
Requirements documentation Cost baseline
Risk register Project documents updates
Stakeholder register Lessons learned register
Procurement documentation Requirements documentation
Seller proposals Requirements traceability matrix
EEF Resource calendars
OPA Risk register
OPA updates
Obtaining seller responses. OUTPUT

Agreement
Selecting a seller.
SOW.
Awarding a contract.
Schedule, milestone.
Qualified seller / negotiation / legal agreement.
Performance reporting.
Inspection, quality.
TOOLS & TECHNIQUES
Warranty.
Bidder conference
Incentive and penalties.
Prior to proposal submittal.
Insurance.
All bidder must be present at the same time.
General terms and conditions.
Ensure n bidder receive special treatment.
Change request handling.
Ensure understanding of the procurement.
Termination clause.
Alternative dispute resolution mechanisms.
TOOLS & TECHNIQUES
Negotiation is led by a member of procurement team.
Someone with the authority to sign contract.
‫ﺣﺎل وﺟﻮد أي ﺧﻼﻓﺎت أو ﻣﻨﺎﻗﺸﺎت ﺑﻌﺪ ﺗﻮﻗﯿﻊ اﻟﻌﻘﺪ ﻓﺈﻧﻪ ﯾﺘﻢ اﻷﺧﺬ ﺑﺎﻷﺣﮑﺎم واﻟﺸﺮوط اﳌﺬﮐﻮرة ﺑﺎﻟﻌﻘﺪ اﳌﺒﺮم ﺑﯿﻦ اﻟﻄﺮﻓﯿﻦ‬
‫ ﺑﻐﺾ اﻟﻨﻈﺮ ﻋﻦ ﺳﯿﺎﺳﺎت اﻟﺸﺮﮐﺔ وأﺣﮑﺎﻣﻬﺎ‬Agreement
53
Control Procurement
Project Management Plan Expert judgment Closed procurements

Requirements management plan Claims administration Work performance information
Risk management plan Data Analysis Procurement documentation updates
Procurement management plan Performance reviews Change requests
Change management plan Earned value analysis Project management plan updates
Schedule baseline Trend analysis Risk management plan
Project documents Inspection Procurement management plan
Assumption log Audits Schedule baseline
Lessons learned register Cost baseline
Milestone list Project documents updates
Quality reports Lessons learned register
Requirements documentation Resource requirements
Requirements traceability matrix Requirements traceability matrix
Risk register Risk register
Stakeholder register Stakeholder register
Agreements OPA updates
Approved change requests
EEF
OPA
Managing procurement relationships. TOOLS & TECHNIQUES

Inspection ‫اﻟﺘﻔﺘﯿﺶ‬
Monitoring contract performance.
Inspecting deliverables from procurement.
Making changes, and corrections.
Closing contracts.
Performance meet the projects requirements. TOOLS & TECHNIQUES
Audits ‫اﻟﺘﺪﻗﯿﻖ‬
Auditing Procurement for its applied processes.
TOOLS & TECHNIQUES
Claims administrations ‫إدارة اﳌﻄﺎﻟﺒﺎت‬
In case there is a change request.
Follow agreement terms firstly to solve the claims, then ADR as mentioned in agreement.
Negotiation is the best and first in all claims and dispute.
OUTPUT
Closed procurement ‫إﻏﻼق اﳌﺸﺘﺮﯾﺎت واﻟﻌﻘﻮد‬
The project management team should have approved all deliverables prior to closure.
Procurement administrator, provides the seller with formal written notice that the contract has been completed.
Closing process ‫ﻣﺮﺣﻠﺔ اﻹﻏﻼق‬ ‫ وﻟﯿﺲ‬Monitor & Control process ‫ﻣﺮﺣﻠﺔ‬ ‫إﻧﻬﺎء اﻟﺘﻌﺎﻗﺪ ﻣﻊ اﳌﻮردﯾﯿﻦ ﯾﺘﻢ‬
Closing process ‫ﻣﺮﺣﻠﺔ اﻹﻏﻼق‬ ‫وﻋﻠﯿﻚ ﮐﻤﺪﯾﺮ اﳌﺸﺮوع اﻟﺘﺄﮐﺪ ﻣﻦ إﻏﻼق ﺟﻤﯿﻊ اﻟﻌﻘﻮد ﻣﻊ اﳌﻮردﯾﻦ ﻗﺒﻞ اﻟﺒﺪأ‬
54
General Definitions
Contracts
Fixed Price
FFP FPIF FPEPA

Firm Fixed Price Fixed Price Incentive Fee Fixed Price with Economic
Well defined scope Long time project price adjustments.
WBS VS Inflation in price VS Long Time Project
Transfer of Threat or Risk Inflation in price
All risks on seller
Cost Plus – Cost Reimbursable
CPFF CPIF CPAF

Cost Plus Fixed Fee Cost Plus Incentive Fee Cost Plus Award Fee
Risk on Buyer Fast Track project Least Common
No Risk on Seller VS No experience VS
Sharing in profits between
Buyer & Seller
Time & Material
Time & Means Contract

Staff augmentation
Acquisition of experts
FFP ‫إذا ﮐﺎن اﻟﻨﻄﺎق واﳌﺘﻄﻠﺒﺎت واﺿﺤﺔ ﺗﻤﺎﻣﺎ وﺗﺒﺤﺚ ﻋﻦ أﻗﻞ اﻟﻌﻘﻮد ﺧﻄﻮرة ﻓﺄﻓﻀﻠﻬﺎ‬
CPIF ‫ﺣﺎل ﮐﺎﻧﺖ ﻏﯿﺮ واﺿﺤﺔ ﻓﺄﻗﻞ اﻟﻌﻘﻮد ﺧﻄﻮرة هﻮ‬ ‫و‬
‫ﻓﺼﻞ‬
13
‫إدارة‬
‫اﳌﻌﻨﯿﯿﻦ‬
Stakeholder Management
PMBOK 6th Ed. (503-536)
56
Initiating Process
Identify Stakeholders
Project charter Expert judgment Stakeholder register

Business documents Data gathering Change requests
Business case Questionnaires & surveys Project management plan updates
Benefits management plan Brainstorming Requirements management plan
Project Management plan Data analysis Communication management plan
Communications management plan Stakeholder analysis Risk management plan
Project documents Data representation Stakeholder engagement plan
Change log Stakeholder mapping representation Project Documents updates
Issue log Meetings Assumptions log
Requirements documentation Issue log
Agreements Risk register
EEF
OPA

Stakeholder analysis ‫ﺗﺤﻠﯿﻞ اﳌﻌﻨﯿﯿﻦ‬ Salience model
First step in case any new Stakeholder. Classify Stakeholder ( Power – Urgency – Legitimacy).
Includes all information (Roles, Expectations, Attitude …). Large number and complex.
Stakeholder stakes (Interest, Rights, Ownership, knowledge).

Direction of influence Stakeholder cube
Upward: customer, sponsor, seniors management. 3d model.
Downward: project team, specialists. Improve classification of stakeholders.
Outward: suppliers, end-users, gov. Best method.
Sideward: PM, Functional managers.
TOOLS & TECHNIQUES

TOOLS & TECHNIQUES Stakeholder mapping representation ‫ﺗﺼﻨﯿﻒ اﳌﻌﻨﯿﯿﻦ‬
Prioritization
Power: authority.
Large number.
Interest: concern.
Stakeholder changing frequently.
Influence: involvement.
Relationship and Project team are complex.
Impact: ability to change.
OUTPUT
High
Stakeholder register ‫ﺳﺠﻞ اﳌﻌﻨﯿﯿﻦ‬

Identification information.
Assessment information.
Stakeholder classification. Keep Manage
Satisfied Closely
Power
‫أي‬ ‫ﺣﺎل دﺧﻮل ﻣﻌﻨﻲ ﺟﺪﯾﺪ ﻟﻠﻤﺸﺮوع‬

‫اﻟﺴﺆال أﻧﻪ ﯾﻄﺎﻟــــﺐ‬ ‫ وذﮐﺮ‬،‫ﻣﺮﺣﻠﺔ ﮐﺎﻧﺖ‬ Keep
‫ﺑﺈﺿﺎﻓﺔ ﺧﺪﻣﺔ ﺟﺪﯾﺪة ﻟﻠﻤﺸﺮوع ﻓﺈﻧﻨﺎ ﻧﺒﺪأ أوﻻ‬ Monitor
Informed
‫ﺳﺠﻞ‬ ‫ﺑﺘﺤﻠﯿﻞ اﻟــﻤﻌﻨﯿﯿﻦ ﺛﻢ إﺿــــــﺎﻓﺘﻪ‬
‫ﻃﻠﺒــﻪ‬ ‫اﻟـــﻤﻌﻨﯿﯿﻦ وﻣﻦ ﺛﻢ اﻟـﻨﻈﺮ‬
Low Interest High

57
Planning Process
Plan Stakeholders Engagement

Project charter Expert judgment Stakeholder engagement plan

Project management plan Data gathering
Resource management plan Benchmarking
Communication management plan Data analysis
Risk management plan Assumption & constraint analysis
Project documents Root cause analysis
Assumption log Decision making
Change log Prioritization / ranking
Issue log Data representation
Project schedule Mind mapping
Risk register Stakeholder engagement assessment matrix
Stakeholder register Meetings
Agreements
EEF
OPA
The process of developing approaches to involve stakeholders based on their needs, expectations, interests.
as well as their potential impact on the project.
TOOLS & TECHNIQUES

Stakeholder engagement assessment matrix ‫ﻣﺼﻔﻮﻓﺔ ﺗﻘﯿﯿﻢ ﻣﺸﺎرﮐﺔ اﳌﻌﻨﯿﯿﻦ‬
Comparison between Current ( C ) & Desired ( D ) engagement level.
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C D
Stakeholder 2 C D
Stakeholder 3 C, D
OUTPUT
Stakeholder engagement plan ‫ﺧﻄﺔ إﺷﺮاك اﳌﻌﻨﯿﯿﻦ‬
Identify specific strategies and actions for engaging with individual or group of stakeholders.
To improve stakeholder involvement in decision making.
58
Executing Process
Manage Stakeholders Engagement

Project management plan Expert judgment Change requests

Communication management plan Communication Skills Project management plan updates
Risk management plan Feedback Communications management plan
Stakeholder engagement plan Interpersonal & team skills Stakeholder engagement plan
Change management plan Conflict management Project documents updates
Project documents Cultural awareness Change log
Change log Negotiation Issue log
Issue log Observation / conversation Lessons learned register
Lessons learned register Political awareness Stakeholder register
Stakeholder register Ground rules
EEF Meetings
OPA
Communicating and working with Stakeholders to meet their needs.

Increase support and minimize resistance from Stakeholders.
Monitor Stakeholders Engagement

Project management plan Data analysis Work performance information

Resource management plan Alternatives analysis Change requests
Communication management plan Root cause analysis Project management plan updates
Stakeholder engagement plan Stakeholder analysis Resource management plan
Project documents Decision making Communications management plan
Issue log Multicriteria decision analysis Stakeholder engagement plan
Lessons learned register Voting Project documents updates
Project communications Data representation Issue log
Risk register Stakeholder engagement assessment skills Lesson learned register
Work performance data Communication skills Risk register
EEF Feedback Stakeholder register
OPA Presentations
Active listening
Cultural awareness
Leadership
Networking
Political awareness
Meetings
Monitoring stakeholders relationships.

Maintains or increase the efficiency and effectiveness of stakeholder engagement activities.
‫‪PMP P‬‬
‫‪PMP P‬‬
‫‪PMP P‬‬
‫© ‪ 2020‬ﺟﻤﯿﻊ ﺣﻘﻮق اﻟﻄﺒﻊ واﻟﻨﺸﺮ ﻣﺤﻔﻮﻇﺔ ﻟﻠﻤﺆﻟﻒ ‪.‬‬

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‫‪PMP P‬‬

‫ﻗﻠﺒﻲ ﺣﺐﱠ‬ ‫هﺬﻩ اﻟﺤﯿﺎة‪ ،‬زرﻋﺘﻤﺎ‬ ‫واﻟﺪاي اﻟﻌﺰﯾﺰان‪ ،‬ﻟﻮﻻﮐﻤﺎ ﳌﺎ وُﺟِﺪتُ‬

‫ﮐﻤﺎ أﺷﮑﺮ زوﺟﺘﻲ اﻟﻐﺎﻟﯿﺔ وﺷﺮﯾﮑـﺔ ﻋﻤﺮي »ﻧﻬﻠﺔ«؛ ﻟﺘﺸﺠﯿﻌﻬـــﺎ وﺣﺮﺻﻬــﺎ‬

‫وأدﻋﻮﻩ ﺳﺒﺤﺎﻧﻪ وﺗﻌﺎﻟﯽ أن ﯾﮑﻮن هﺬا اﻟﮑﺘﺎب ﻣﻌﯿﻨًﺎ ﻟﻚ –ﻗﺎرﺋﻲ اﻟﮑﺮﯾﻢ‪-‬‬

‫اﻟﻔﺼﻮل اﻟﺜﻼث اﻷوﻟﯽ‬

Organizational Project Management (OPM)

Work performance data Organic / Simple Supportive - PMO

Develop Project Charter

Business documents Expert judgment Project Charter

Developing a document that formally authorize the existence of a project.

Develop Project Management Plan

Project Charter Expert judgment Project Management plan

Coordinating all plan components.

Direct & Manage Project Work

Project management plan Expert judgment Deliverables

Leading and performing the work defined in project management plan.

Manage Project Knowledge

Project Management Plan Expert judgment Lessons learned register

Existing knowledge and creating new knowledge to achieve project objective

TOOLS & TECHNIQUES TOOLS & TECHNIQUES

Monitor & Control Project Work

Project Management Plan Expert judgment Work performance reports

Perform Integrated Change Control

Project Management Plan Expert judgment Approved change requests

Review all change request, approving / rejecting.

Steps of change request

Close Project or Phase

Project Charter Expert judgment Project documents updates

Finalizing all activities.

Plan Scope Management

Project Charter Expert judgment Scope Management Plan

How to define, manage and control scope.

TOOLS & TECHNIQUES

TOOLS & TECHNIQUES

Project charter Expert judgment Requirements documentation

TOOLS & TECHNIQUES TOOLS & TECHNIQUES

Project Charter Expert judgment Project Scope Statement

Developing detailed description of the project and product.

Project Management Plan Expert judgment Scope Baseline

TOOLS & TECHNIQUES OUTPUT

Monitor & Control Process

Project Management Plan Accepted deliverables

TOOLS & TECHNIQUES

Monitor & Control Process

Project Management Plan Work performance information

TOOLS & TECHNIQUES

TOOLS & TECHNIQUES

Plan Schedule Management

Project Charter Expert judgment Schedule management plan

How to plan manage and control schedule. OUTPUT

Project Management Plan Expert judgment Activity list

Identifying and documenting specific actions.

TOOLS & TECHNIQUES

TOOLS & TECHNIQUES Legally or contractually required

Lead Lag Relationship between project activities.

B B Inside the project team control

Estimate Activity Duration

Project Management Plan Expert judgment Duration estimates

TOOLS & TECHNIQUES

Fast Estimating, low accuracy, low cost. Part of schedule Baseline.

TOOLS & TECHNIQUES Not part of Schedule Baseline.

Project Management Plan Schedule network analysis Schedule baseline

TOOLS & TECHNIQUES

TOOLS & TECHNIQUES TOOLS & TECHNIQUES