PROJECT MANAGEMENT PROFESSIONAL

COURSE SUMMARY

INSTRUCTOR: DR. AHMED AL SENOSY

CREATED BY: YOUSEF AL SHEIKH
Project Management Institute (PMI)

Is the leading professional association for project management, and the authority for a growing global
community of millions of project professionals and individuals who use project management skills.
Collectively, these professionals and “changemakers” consistently create better outcomes for businesses,
community and society worldwide.

Project Management

knowledge of skills and techniques of activities to meet the project requirement to enable organization to
execute project effective and efficient.

PMP certification

Globally recognized project management professional certification tells project stakeholders that you know what
you are doing in project lifecycle.
PMP Course Lesson Objectives
 CHAPTER 1

CREATING A HIGH-PERFORMING TEAM

1.1 Build a Team

*Project Team: Set of people who support the project manager in performing the work of the project to
achieve the objectives

*T-Shaped Skills in Agile: the person has huge knowledge in one specific area and few knowledge
in other areas to increase contribution with other team members.

*Project Stakeholders: An individual person or organization that may affect or be affected the project.

*Skills List: variety of interpersonal skills need to establish and maintain between team members.
*RACI Chart: A common type of responsibilities to define the involvement of stakeholders in project activities.

*Time Skill Appraisal: identify the strength and weakness for the team members and assess opportunities for
improvements.

*Pre-Assignments Tools: Attitudinal surveys, Specific Assignments, Structured interviews, Ability tests and Focus
groups.

*Diversity and Inclusion: Project team now are more global and more diverse.

*Resource management plan: Resource Identification, Roles and responsibilities, Team development…etc.
*Project responsibilities within the team: Factors should be taken when assigning responsibilities to the resource.

- Experience.
- Knowledge.
- Skills.
- Attitude.
- International factors.

**Self Organizing team: Is an Agile approach means -> (What to do, how to do, who to do)

1.2 Define Team Ground Rules

*Ground rules: All action considered acceptable and unacceptable in the project management context.

*Team Charter: A document enables the team to establish agreements and practices to perform working
together.
** Team Charter is the same of Team Norms with different name **

*Brainstorming: Team member meeting to identify or prioritize an issue or to find new ideas to enhance sth.

*Code of Ethics: set of ethical values, principles, standards to aspire which actions can be judged.
** Responsibility, Respect, Fairness and Honesty **
1.3 Empower Team Members and Stakeholders

*Team Strength: when performing the team, skills and competences need by members to perform their work.

*Team Decision-Making Tools: When the initial Team Charter is produced, conflict resolution must be addressed.
Reach to consensus is highly desirable.

*Estimates: to identify hours of efforts, but in opposite side Agile rejects to use absolute time estimation
methodology and using Story Point Technique.
*Team Task Accountability: to encourage team to be self-organized.

*Retrospective: generally, in Agile after each iteration the team members meet to check their performance and
outputs they did and identify the problems and solve them.

1.4 Train Team Members and Stakeholders

*Team Training: An activity to enhance team member’s skills, knowledge or attitude.

*Training and Coaching Plan: perform the gap analysis to identify the missing knowledge to improve it thru take
specific training or possibly certification.

*Training Cost Estimates: to take in consideration the schedule and budget for any training.

*Pairing and Mentoring:

Pairing - Couple stakeholders take training together to reinforce the learning to each other.
Mentoring - Enables the experienced team members to coach the less experienced ones.
** Training focuses on building individual skills to be used in present; mentoring helps develop well-rounded
individuals for the future through long-term professional relationships between novice and experienced
employees **
1.5 Engage and Support Virtual Teams

*Virtual Team Need? shared goal, clear purpose and clarity on roles and expectations.

*Alternative for virtual team member engagement: Management engagement requires:

- Team dynamics
- Transparency
- Accountability
- Attention effective comm.
*Communication: effective communication is key for successful team.

*Task Board: Virtualize the work to enable the stakeholders to see the work progress.

1.6 Build Shared Understanding about a Project

*Vision:

*Project Charter: A document issued by the project initiator that formally authorize the project manager to apply
organizational resources to project activities. (for Huge Projects)

*Project Overview Statement: just one page briefly describes project objectives, problem, opportunity and
success.
(for Small Projects)
*Estimate Techniques: Techniques used in Agile to give each task size.
 CHAPTER 2

STARTING THE PROJECT

2.1 Determine appropriate project methodology/methods and practices

*Business case and business needs documents: economic feasibility study and what needs to be created.

*Project methodologies, Methods and Practices

- Agile
- Predictive/Plan Driven
- Hybrid

*Adaptive approach:
- Iterative
- Incremental
- Agile
*Assessment of project needs, Complexity and Magnitude
*Progressive Elaboration: The iterative process of increasing the level of detail in project management plan as
greater amounts of information and more accurate estimates become available.

*Rolling wave planning: An iterative planning technique in which the work to be accomplished in the near term is
planned in detail, while work further in the future is planned at higher level.

*Predictive life cycle: form of project life cycle in while project Scope, Time and Cost are determined in the early
phase of project phases.

*Iterative life cycle: A project life cycle where project scope is generally determined early but Time and Cost
estimates are routinely modified.

*Incremental life cycle: the deliverables are produced through a series of iteration.

*Agile: A project life cycle that is iterative or incremental. Also referred to as change-driven or adaptive.

*Hybrid: Includes adaptive and predictive components.

2.2 Plan and Manage Scope

*Project Scope: Work performed to deliver a product, service or result (Project Scope may include Product
Scope).
*Product Scope: Features and functions that characterize a product, service or result.

*Scope Management Plan: Component of project management plan describes how the scope will be defined,
monitored, developed, controlled and validated.

*Requirements Managements Plan: Component of the project management plan describes how requirement will
be analyzed, documented and managed.

*Project Requirements: The agreed-upon conditions or capabilities of a product that the project is designed to
satisfy.
*Elicitation Techniques:
- Document Analysis: Technique used to gain project requirement from current documentation evaluation
- Focus: Bring prequalified stakeholders and subject matter experts to learn about their expectations.
- Questionnaires: Set of questions designed to quickly accumulate information from large number of
people.
- Benchmarking: compare your actual planned product with comparable products.
- Interviews: formal or informal approach to elicit information from stakeholders by talking to them directly.
- Decision Making: Unanimity, Majority, Plurality and Autocratic.
- Data Representation:

- Observations: Used to gain knowledge of specific role to understand and determine project requirement.
- Facilitated Workshops: Organized stakeholders’ sessions to determine project’s requirements.
- Context Diagram:
- Prototypes: Providing a working model of the expected product before actually building it.
- Storyboarding: A prototype method that can use visuals or images to illustrate a process or project
outcomes.
*Project scope statement: description of the project scope, major deliverables, assumption and constraints.

*Scope Tools and Techniques:

*Product analysis: A tool to define scope that generally means asking questions about the product and forming
answers to describe the use, characteristics, of what is going to be manufactured.

*Work breakdown structure: a hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required deliverables.
*To create WBS we have to review:

*WBS dictionary: document to give details for each component in the WBS.

*Scope baseline: After doing WBS and WBS dictionary the I can do the scope baseline. (this in not doable in
Agile).
2.3 Plan and Manage Budget and Resources

*Cost Estimates: Approximation of the cost of the project.

*Advantages and disadvantages of three costing estimates techniques:

*Budget estimates: aggregating the estimated costs for each activity or work package.
*Cost baseline: The approved version of time-phased project budget excluding any management services, which
can be changed only in formal procedure and used as a basis for comparison with actual results.
*Funding limit reconciliation: Funding limits help regulate the outgoing capital flow to protect against
overspending.

*Guidelines to determine a budget:

2.4 Plan and Manage Schedule

*Project schedule: an output of a schedule model that presents linked activities with planned dates, duration,
milestones and resources.

*Benchmarking and Historical data / process:

- Benchmarking: Comparison of a project schedule to another schedule for similar project elsewhere.
- Historical Data: Come from other completed project within an organization.

- Plan Schedule Management: Establish the criteria and activities for developing and monitoring the
schedule.
*Just in traditional project we will use plan schedule management.
*in Agile we have no schedules we are using roadmap.
*in Agile we will use Iterative scheduling or On-Demand scheduling (Ex. Kanban).
- Define Activities:
*Activities just in traditional, but in Agile we care about features.
*Milestone: a significant point or event in a project.
 - Sequence Activities:
*Activity dependency: logical relationship between two project activities.
Activity Types: - Mandatory
- Discretionary: based on the best knowledge of best practices.
- External: between project activity and non-project activity.
- Internal: depend on inputs within the project team.
*Precedence relationships: Sequence in which the activities should be carried out.
Predecessor: Drives the relationship.
Successor: Driven by relationship.

- Estimate Activity Duration:

*Est. Act. Dur.: A quantitative assessment of likely number of time periods required to complete activity.
*Elapsed time: actual calendar time required for an activity from start to finish.
*Effort: number of labor units required to complete activity or WBS component.
- Develop Schedule
- Control Schedule

*Schedule presentation formats (Examples):

- Gantt Chart: bar chart schedule (Ex. Microsoft Projects)
- Milestone Chart: same as Gantt Chart but at summery level.
- Project schedule network diagram with dates (Very Important)
*Critical path: longest path through the project in the shortest possible duration.
 **Critical Path Calculation**

Activity!
Find the critical path and TF?
2.5 Plan and Manage Quality of Products and Deliverables

*Quality: A degree to which a set of characteristics fulfill requirements.

*Standard: A document established by Authority, as a model or example.
*Regulation: Requirement listed by government, these requirements can establish process or service.

*Cost of quality: All costs incurred over the product life by investment in preventing nonconformance to
requirements, appraisal of the product service for conformance to requirements, and failure to
meet requirements. (Very Important)
*Quality metrics: A description of project attribute and how to measure.

*Tolerance: the quantified description of acceptable variation for a quantity requirement.

*Quality Audits: A structured, independent process to determine if the project activities comply with policies.

*Quality control tools: Data Gathering -> Data Analysis -> Data Representation
*Statistical sampling: Is choosing part of a population of interests for inspection.

2.6 Integrate Project Planning Activities

2.7 Plan and Manage Procurement

*Procurement Strategy:
- Procurement: Acquisition of goods or services from external organization.
- Make-or-Buy analysis: process of gathering data about product requirement and analyzing them to
decide if will purchase it or internally manufacture it in the organization.
- Make-or-Buy decisions: decision to purchase or internally manufacture products.

*Procurement SOW (Scope of Work): describes the procurement to provider to decide if he is capable to
provide.

*Procurement management plan: component of the project describes how the team will acquire outside items.

*Source selection criteria: a set of attributes desired by the buyer which the seller is required to meet.

*Contract: Mutually binding agreement that obligates seller to provide the product and obligate seller to pay.
*Contract Types:
- Fixed Price.
- Cost-reimbursable.
- Time and Material (T&M)
*Contract procurement process: process to manage and monitor procurement relationship, and make changes if
needed.

*Contract change control system: system to collect track and adjust and communicate changes to a contract.

*Types of contract changes:

*Legal concepts when managing disputes:
2.8 Establish Project Governance Structure

*Project governance: Framework of processes guide the project management activities in order to create
successful product.
*Project phase: collection of logically related activities to complete one or more deliverables.

*Phase gate (Governance Gate or tollgate or kill point): review at the end of each phase then decide which we
will continue or modify.

2.9 Plan and Manage Project/Phase Closure

*Acceptance: set of conditions that is required to be met before deliverables are accepted.

*Knowledge management:
**Lesson-learned repository: story of historical information about lessons learned in the project.
 CHAPTER 3

DOING THE WORK

3.1 Assess and Manage Risks

*Risks: An uncertain event or condition that if it is occurring has positive or negative effects on project objectives.

*Trigger condition: event or situation than indicates that a risk is about to occur.

*Risk Types:
- Positive Risk: Risks gives positive outcomes, also known as Opportunity.
- Negative Risk: Risk gives negative outcomes, also known as Threat.

*Risk management Plan:

*Risk identification:
*Risk classifications:
- Effect-based risk classification: analyze the major risks that are inherit to project.
Ex. (Time, Cost, Quality, Scope)
- Source-based risk classification: A method of analyzing risk in terms of its origins.
Ex. (Internal, External, Technical, Non-technical, Industry-specific, Generic)

*Business risk types

- Business risk
- Insurable risk
*Risk tolerance, appetite and threshold
- Risk tolerance: maximum amount of risk and impact of risk occurring that project manager is willing to
accept.
- Risk Appetite: Degree of uncertainly as organization is willing to accept in anticipation or a reward.

*Qualitative risk analysis: Technique used to determine the probability of occurrence and the impact for it.

*Probability and impact matrix (PI Matrix): grid for mapping the probability of occurrence of each risk and its
impact.
*Quantitative Risk Analysis: Technique used to assess the risk exposure events to overall project objectives and
determine the confidence levels of achieving the project objectives.

*Risk Strategies:
- Negative risk strategy:

- Positive risk strategy:

*Contingency plan: A risk response strategy developed in advance before things going wrong, it is meant to be
used if and when identified risks become reality.

Activity!
3.2 Execute Project to Deliver Business Value

*Examination of business value: the net quantifiable benefit derived from a business endeavor, benefit may be
tangible or intangible.

*Product roadmap:
*Minimum viable product (MVP): the smallest collection of features that can be included in product for customer
to consider it functional, in lean methodologies it can be referred to as “bare
bones” or “no frills” functionality.

*Minimum business increment (MBI): the smallest amount of value that can be added to a product or service that
benefits the business.
3.3 Communication Management

*Project communications:
Ex: (Internal or External, Formal or Informal, Hierarchical Focus, Official or Unofficial, Written or Oral)

*Communication requirements analysis: Analytical technique to determine the information needs of the project
stakeholders through interviews, workshops, study of lessons learned from
previous projects.

*Communication models: A description, analogy, schematic used to represent how the communication process will
be performed for the project.

*Communication methods: Systematic procedure to transfer information among project stakeholders.

- Interactive
- Push
- Pull
3.4 Engage Stakeholders

*Stakeholders engagement assessment matrix: matrix to compare current and desired stakeholders engagement
level.

3.5 Create Project Artifact

*Project Artifact: any document related to management of the project. Team will create and maintain these
documents during the life cycle of the project to allow reconstruction of the history of the project
to benefit other project.

*Configuration management: Tool to manage changes to product being produced as well as change to the
project.

*Configuration management system: Collection of procedures used to track project artifact to monitor changes.

*Version Control: System that records changes to a file in way to allows you to retrieve previous changes made
3.6 Manage Project Changes

*Change management plan: A component of the project management plan that establishes the change control
board. To describe how the change control system will be implemented.

*Change control system: a set of procedure that describes how modifications to the project deliverables and
documentation are managed and controlled.

*Change control board (CCB): A formally charted group responsible for reviewing, evaluating, approving,
delaying or rejecting changes to the project, and for recording and communicating
such decisions.
*Approved change requests: requests that have been received and approved in accordance with the integrated
change control plan and are ready to be scheduled for implementation.
3.7 Manage Project Issues

*Project Issue: a current situation that may have impact in the project.

*Risks and Issues: Risks may be negative or positive, issues may not be positive.

* Issue log: a document records all current issues.

3.8 Ensure Knowledge Transfer for Project Continuity

*Explicit Knowledge: Knowledge that can be codified using symbols like words, numbers or pictures.
*Tacit Knowledge: Personal knowledge that can be difficult to articulate and share like beliefs, experience and
insights.

*Lesson-learned register: A project document used to record knowledge gained during project and can be
entered in lesson-learned repository.

*Lesson-learned repository: A store of historical information about lessons learned in projects.

 CHAPTER 4

KEEPING THE TEAM ON TRACK

4.1 Lead a Team

*Project Manager is the visionary leader for the project

- Educating the team about the value targeted.
- Promoting teamwork.
- Assisting project management tools and techniques.
- Removing roadblocks.
- Articulating project’s mission.

*Servant leadership: type of leadership commonly used in Agile which encourage the self-definition, self-
discovery and self-awareness of the team by listening, coaching and providing an
environment which allows them to grow.

*Salience model: A classification model that groups stakeholders on the basis of their level of authority, their
immediate needs and how appropriate their involvement is in terms of the project.

*Power Grid:
- Power/interest grid: Groups stakeholders on the basis of their levels of authority and interests in the
project.
- Power/influence grid: Groups stakeholders on the basis of their levels of authority and involvement in the
project.
*Reward and recognition plans:

4.2 Support Team Performance

*Key performance indicator (KPI): A set metric used to evaluate a team’s performance against the project vision
and objectives. KPI can use a SMART acronym.

*Schedule Performance Index (SPI):

*Performance Assessment Tasks:
*Performance Tracking:
*Earned value management (EVM): a methodology that combines scope, schedule and resource measurement to
assess project performance and progress.
Value Description Equation
PV Planned Value
EV Earned Value
AC Actual Cost
CV Cost Variance CV = EV - AC
SV Schedule Variance SV = EV - PV
CPI Cost Performance Index CPI = EV / AC
SPI Schedule Performance Index SPI = EV / PV
BAC Budget at Completion
EAC Estimation at Completion EAC = BAC / CPI

ETC Estimation to Completion ETC = EAC - AC

**Important Practice...
4.3 Address and Remove Impediments, Obstacles and Blockers

*Impediments: an obstacle that prevents the team from achieving objective (internally from the team).
*Obstacles: an obstacle that prevents the team from achieving objective (externally from the team).
*Blockers: nothing to do, the project will totally stop.

*Daily (Daily scrum): A daily team meeting to review progress from previous day.

4.4 Manage Conflicts

*Conflict management approaches:

4.5 Collaborate with Stakeholders

*Stakeholders register: A document including identifications, assessment and classification of the stakeholders.

*Stakeholders engagement plan: a component of the project management plan that identifies the strategies and
action required to promote involvement of stakeholders in project decision
making and execution.
 CHAPTER 5

KEEPING THE BUSINESS ON MIND

5.1 Manage Compliance Requirements

*Project compliance: Subject the project to legal or regulatory authorities.

*Execution Reports: reports should be generated regularly during the project life cycle, which is important to include status
of risks which includes compliance-related risk. Execution reports also includes:
- Project activities.
- Deliverable status.
- Overall progress

*Variance analysis: Variance related to compliance are critical because of potential impact on usability of the deliverable.

*Tolerance: levels enable the project manager to effectively manage certain issues without needing to escalate every
issue. Area of tolerance might include budget, time, quality, non-functional requirement.

*Audits: conducted by a team external to the project, such as an internal team or PMO. Which accomplish the following:

- Identify that all good and practice are being used.

- Identify any nonconformity, gaps and shortcomings
- Share good practices from other projects in the organization.
- Proactively offer improvements to improve productivity.
- Highlight contributions to lessons learned.
5.2 Evaluate and Deliver Project Benefits and Value

*Business value: An informal term that goes beyond economic value which includes shareholders, customer,
employee and channel partners values.

*Benefits management plan: A document that describes how and when the benefits of project will be derived
and measured.
*Release management: Always used in software projects, Agile projects have the ability to convert high-value
capabilities into delivered solutions early.

*Benefit-Cost Analysis: A systematic approach to estimating the strengths and weaknesses of alternatives used to
determine options which provide the best approach to achieving benefits while presenting
savings.

*Return on investment (ROI): A financial metric of profitability that measures the gain or loss from an investment
relative the amount of money invested.

*Present value (PV): the current value of future sum of money or stream of cash flows given a specific rate of
return.
*Net present value (NPV): the present value of all cash outflows minus the present value of all cash inflows.

*Internal rate of return (IRR): The interest rate that makes the net present value of all cash flow equal to zero.

*Net promoter score (NPS): Measure a customer’s willingness to recommend a provider’s products or services
another on scale of -100 to 100.

*AB Testing: A method to determine user preferences using in marketing.

*Monte Carlo simulation: An analysis technique where a computer model is iterated many times, with the input
values chosen at random for each iteration driven by the input data, including
probability distributions and probabilistic branches.

*Decision tree analysis: A diagraming and calculation technique for evaluating the implications of a chain of
multiple options in the presence of uncertainty.
5.3 Evaluate and Address Internal and External Business Environment Changes
5.4 Support Organizational Change
5.5 Employ Continuous Process Improvement

*Continuous improvement: An ongoing effort to improve products, services or process.

THANK YOU