MTC Lec 1 (Intro and FW) March2017 v4.8

PMP Preparation Course
Lec. 1 11/3/2017
PMBOK Guide 5th edition
Presented by: Sameh Bedair

samehbedair@gmail.com
sbedair@nmi.gov.eg
01223149958
Before We Start
• Instructor Introduction
• Introduce Yourself
• Name
• Job
• Profession
• Email
• Mobil (optional)
• What You Expect from the Couse
Course Goals
• As a result of participating in this course, attendees will
have confidence in their ability to perform their PM
role
understand how and when PM knowledge, skills and
techniques are applied
possess a whole view of how PM processes interact
possess awareness of some best practices in PM
process
identify the gap analysis for passing the PMP Exam
٣
PMI® - Project Management Institute
• Established in 1969
• PMI is the world’s leading “not-for-profit” project management

professional association
• Headquartered outside Philadelphia, Pennsylvania USA
٤
PMI PMBOK GUIDE©
www.pmi.org
Candidates studying for the examination will

certainly include
the current Edition of the PMBOK Guide
they are required to read other current titles found in
the PMI member resource eReads and Reference
٥
Planning process Group
Develop Project
Management Plan
4.2
Executing P G
Initiating P
G Plan
Stakeholders
Mngmt 13.2 Acquire
Project Perform
Plan Cost Plan
Team Quality
Plan Scope Mngmt Schedule
Assurance
Mngmt 6.1 9.2
Mngmt 7.1 8.2
Develop 5.1
Plan Risk
Project Managemen
Estimate Define Direct and Develop
Charter t Activities
Costs Manage Project
4.1 11.1 6.2 Project Team Manage
Collect 7.2
Work 9.3 Communicatio
Requirements ns
Identify Estimate 4.3
Risks 5.2 10.2
Activity
Determine
Identify 11.2 Resources Manage
Budget
Stakeholde 6.4 Project
rs 7.3 Team
Define Scope Manage
Perform Estimate 9.4 Stakeholder
13.1 5.3 Plan HR Activity s
Qualitative Mng
Risk Duration Conduct Engagemen
Analysis 9.1 6.5 Procuremen t
11.3 ts
13.3
Create WBS Plan Quality
Mngmt 12.2
Perform
5.4 Sequence
Quantitative
Risk
8.1
Activities
Closing P
Analysis Plan Comm 6.3 G
11.4 Mngmt
Plan Risk 10.1

Response Close
Develop
Plan Project or
11.5 Schedule
Procurement phase
s Mngmt 6.6
4.6
12.1
Close
Monitor and Control Perform Integrated
Project Work Change Control Monitoring and Controlling P G Procuremen
ts
4.4 4.5
12.4
Validate Control Control Control Control Monitor and Control

Control Schedule
Control Costs
Scope Scope Quality Communicatio Control Risks Procurements
Stakhl. 7.4
5.6 6.7 n
engagement 5.5 8.3 11.6 12.3
13.4 10.3
The Project Management Knowledge Areas:
Project Integration Management

Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Human Resource Management
Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholders Management
٧
Foundational Terms and Concepts
– Think of a process as a package of ITTOs used

together to do something on the project.
٩
Process Group Initiation Planning Execution Monitoring & Controlling Closing
Knowledge Area
4.1 Develop 4.2 Develop Project 4.3 Direct and Manage Project 4.4 Monitor and Control Project 4.6 Close
Project Management Plan Work Work Project or
Integration Charter Phase
4.5 Perform Integrated Change
Control
5.1 Plan Scope Management 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope
Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
Time
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management 7.4 Control Costs
Cost 7.2 Estimate Costs
7.3 Determine Budget
Quality 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality
9.1 Plan Human Resource 9.2 Acquire Project Team
HR Management 9.3 Develop Project Team
9.4 Manage Project Team
Communication 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
11.1 Plan Risk Management 11.6 Control Risks
11.2 Identify Risks
Risk 11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close
Procurements
Stakeholder 13.1 identify 13.2. Plan Stakeholder Management 13.3 Manage Stakeholder 13.4 Control Stakeholder
Stakeholders Engagement Engagement
What Is Project Management?
• The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
• Project management is accomplished through the appropriate application

and integration of the 47 (10 Knowledge areas) logically grouped project
management processes, which are categorized into five Process Groups,
initiating, planning, executing, controlling, and closing.
•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013. 11
Figure A1-2
Project Management
Process Interaction
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition,
Project Management Institute, Inc., 2013, Figure A1-2, Page 421. 12
Project Management Processes for a Project
• In order for a project to be successful the project team must:
– Select appropriate processes required to meet

project objectives
– Use a defined approach to meet requirements
– Comply with requirements to meet stakeholders
needs and expectations
– Balance the competing demands of
scope, time, cost, quality, resources and risk
١٣
A stakeholder:
– Is someone (person or organization) who is actively
involved in the project or whose interests may be
positively or negatively affected by the completion
of the project.
– Example:
• Project Manager, coordinator, expeditor…
• Sponsor
• Customer
• End users
• Performing organization
• Functional departements ,PMO ,…........
١٤
• The project team manages the work that typically involves:
o Identifying requirements.
o Competing project constraints including: scope, schedule, budget, risk,

resources and quality.
o Setting active, effective and collaborative communication with

stakeholders.
o Managing stakeholders with different needs and expectations.
15
What is a project?
• Organizations perform work that involves either operations or
projects, although the two may overlap.
• Operations and projects share many characteristics; both are:

- Performed by people.
- Constrained by limited resources.
- Planned, executed, and controlled.
• Operations and projects differ primarily in that operations are ongoing

and repetitive while projects are temporary and unique.
16
Definition of a Project
Any work that:
• Has a temporary endeavor with a beginning and an end.
• Creates a unique product , service or result.
• Done for a purpose.
• Has interrelated activities.
• Is progressively elaborated
*Progressive Elaboration. The iterative process of increasing the level of

detail in a project management plan as greater amounts of information
and more accurate estimates become available.
Examples of Projects
• Developing new product service or result
• Effecting a change in the structure, processes of an organization;
• Developing or acquiring a new or modified information system
• Conducting a research effort
• Constructing a building, industrial plant, ..
• Implementing, improving, existing business processes and procedures.
– The person responsible for accomplishing the project objectives is the Project Manager.
– The Project Team manages the work of the projects.
18
The relationship among projects, programs, and portfolios:
*Program. A group of related projects, subprograms, and program activities
managed in a coordinated way to obtain benefits not available from
managing them individually.
• Individual projects that are either within or outside of a program
are still considered part of a portfolio.
*Portfolio. Projects, programs, sub portfolios, and operations
managed as a group to achieve strategic objectives.
What is Program Management?
*Program Management. The application of knowledge, skills, tools, and
techniques to a program in a coordinated way to meet the program
requirements and to obtain benefits and control not available by managing
projects individually.
• Managing a program allows for optimized cost, schedules, or effort; delivery

of incremental benefits, and optimization of staffing.
•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013. 20
What is Portfolio Management?
Portfolio management. The centralized management of one or more

portfolios to achieve strategic objectives.
•Harmonizes the key issues of Evaluation, Scoring and Selection of the right
projects or programs, prioritize the work, and provide resources
Projects and Strategic Planning
 Projects are initiated for achieving an organization’s strategic plan.
 Projects are a means of organizing activities that cannot be addressed

within the organization’s normal operational limits.
 Projects typically begin as a result of:
• A market demand.
• A customer request.
• A technological advance.
• An organizational need.
22
Project Management Office
• Project Management Office (PMO). An organizational structure that
standardizes the project-related governance processes and facilitates the
sharing of resources, methodologies, tools, and techniques.
• Providing the policies , methodologies, and templates for managing projects
within the organization.
• Providing support and guidance to others in the organization on how to manage

projects through training, software, and tools.
• Manage shared and coordinated resources across all projects administrated by

PMO.
Differences between the role of project managers and a PMO:
Project Manager PMO
Focuses on the specified project Manages major program scope changes,

objectives which may be potential opportunities to
better achieve business objectives.
Controls the assigned project resources Optimizes the use of shared

to meet project objectives organizational resources across all
projects.
Manages the constraints (scope, Manages the methodologies, standards,

schedule, cost, quality, etc.) of the overall risks/opportunities, metrics, and
individual projects interdependencies among projects at the
enterprise level. 24
Different Roles of PMO
1-Supportive PMO.
Provides a consultative role to projects by supplying templates, best practices,
training, PMO degree of control is low.
2-Controlling PMO
Provide support and require compliance with project management
methodologies, using specific templates, forms and tools, or conformance to
requirements PMO degree of control is moderate.
3-Directive PMO
Control of the project by directly managing the projects PMO degree of
control is high
25
Relationship Between Project Management, Operations Management, and
Organizational Strategy
• Operations management oversee, direct, and control business operations.
• Operations support the day-to-day business, and are necessary to achieve
strategic and tactical goals of the business.
• Projects help achieve the organizational goals when they are aligned with the
organization’s strategy.
26
Operations and project management
Projects can intersect with operations at various points during the product life cycle:
1. At closeout phase
2. Developing new product or updating product
3. Improving operations
Operational Stakeholders in Project Management
 Project managers should consider and include operational stakeholders in
all phases of projects to gain insight and avoid unnecessary issues.
 Operational stakeholders should be engaged and their needs identified as
part of the stakeholder register, and their influence (positive or negative)
should be addressed as part of the risk management plan.
27
Examples of operational stakeholders: (depending upon the business):
• Plant operators,
• Manufacturing line supervisors,
• Production system support analysts,
• Customer service representative,
• Salespersons,
• Maintenance workers,
• Line managers, and
• Training officers.
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Project Manager
• The individual responsible for managing the project. He is assigned to the
project as early as possible. The project manager must have the authority and
accountability necessary to accomplish the work.
• Such authority generally means that the project manager:
• Is proactive.
• Has the authority to say no when necessary.
• Is held accountable for project failure.
• Understands professional responsibility.
• Does not have to be a technical expert
The project manager’s level of authority can vary depending on the form of
organization.
29
Effective project management requires that the project manager possess the
following characteristics:
.1 Knowledge.
This refers to what the project manager knows about project management.
.2 Performance.
This refers to what the project manager is able to do or accomplish while
applying their project management knowledge.
.3 Personal.
This refers to how the project manager behaves when performing the project
or related activity.
30
Project Manager Interpersonal skills
 Leadership
 Team building
 Motivation
 Communication
 Influencing
 Decision making
 Political and cultural awareness
 Negotiation
 Trust building
 Conflict management
 Coaching
31
Leadership
Leadership involves focusing the efforts of a group of people toward a common goal
and enabling them to work as a team.
Leading involves:
 Establishing direction – developing both a vision of the future and strategies
for producing the changes needed to achieve that vision.
 Aligning people – communicating the vision by words and deeds to all those
whose cooperation may be needed to achieve the vision.
 Motivating and inspiring people to achieve high performance and to
overcome political, bureaucratic, and resource barriers to change.
32
Team Building
Team building is the process of helping a group of individuals, bound by a
common sense of purpose, to work interdependently with each other, the
leader, external stakeholders, and the organization.
The result of good leadership and good team building is teamwork.
Motivation
Project teams are comprised of team members with diverse backgrounds,
expectations, and individual objectives.
The overall success of the project depends upon the project team’s
commitment, which is directly related to their level of motivation.
33
Communication
• Communication has been identified as one of the single biggest reasons for project
success or failure.
• Effective communication within the project team and between the project manager,
team members, and all external stakeholders is essential.
Influencing
• The ability to influence stakeholders on a timely basis is critical to project success. Key
influencing skills include:
o Ability to be persuasive and clearly articulate points and positions,
○ High levels of active and effective listening skills,
○ Gathering relevant and critical information to address important issues and reach
agreements while maintaining mutual trust.
34
Decision Making
Decision model:
 Problem Definition.
 Problem solution generation
 Ideas to action -select best solution
 Solution action planning- gain acceptance and commitment
 Solution evaluation planning
 Evaluation of the outcome
35
Negotiation
 Negotiating involves conferring with others to come to terms with them
or reach an agreement.
 Negotiations occur around many issues, at many times, and at many
levels of the project:
• Scope, cost and schedule objectives.
• Changes to scope, cost, or schedule.
• Contract terms and conditions.
• Resources.
36
Trust Building
Trust is associated with cooperation, information sharing, and effective
problem resolution.
 Without trust it is difficult to establish the positive relationships necessary
between the various stakeholders engaged in the project.
Conflict Management
• Conflict is inevitable in a project environment.

• The project manager must be able to identify the causes for conflict and
then actively manage it to minimize its potential negative impacts.
37
Coaching
• Coaching is a means of developing the project team to higher levels of

competency and performance.
• Formal or informal training may be developed to increase technical skills or assist
team-building efforts and facilitate consistent interpersonal interactions.
Political and Culture Awareness:
 Organizational politics are inevitable in project environments due to the
diversity in norms, backgrounds, and expectations of the people involved with a
project.
 The skillful use of politics and power helps the project manager to be successful.
Conversely, ignoring or avoiding project politics and inappropriate use of power
can lead to difficulty in managing projects.
38
Problem solving
Problem solving involves a combination of problem definition and decision
making.
 Problem definition required distinguishing between causes and symptoms.
 Problem may be internal or external, technical or managerial or interpersonal.
 Decision-making includes analyzing the problem to identify viable solutions,
and then making a choice among them.
Once made, decisions must be implemented.
The “right” decision may not be the “best” decision if it is made too late.
39
40
Organizational influences on Project Management
Organizational cultures and styles

An organization’s culture and style affect how it conducts projects.
Common experiences include,;
• Shared visions, missions, values and expectations
• Regulations, policies, methods and procedures;
• Rewarding systems;
• Risk tolerance;
• Code of conduct, Work ethic
41
Organizational structures
• It is an enterprise environmental factor; which can affect the availability of
resources and influence how projects are conducted
• Organizational Theory describes how a company can be organized to complete

its work.
• Project based vs. Non-Project Based
– Project Based – derive revenues from performing projects for others

(consultants, contractors),”management by projects”
– Non-Project Based – seldom have management systems designed to support

project needs (manufacturing, financial services)
42
• PMI talks about 6 types of organizational structure.
• Each type is described in terms of the project manager’s level of the authority and
resource availability.
Table 2-1. Influence of Organizational Structures on Projects
Project Management Institute, Inc., 2013, Table 2-1, Page 22. 43
Functional Organization. This is the most common from of organization.
 The organization is grouped by areas of specialization within different
functional areas ( e.g. accounting, marketing, engineering, ..).
 Each employee has one clear superior.
- One supervisor , No career path in PM , Specialists
*Functional Manager. Someone with management authority over an

organizational unit within a functional organization. The manager of any
group that actually makes a product or performs a service. Sometimes called
a line manager.
*Matrix Organization. Any organizational structure in which the project
manager shares responsibility with the functional managers for assigning
priorities and for directing the work of persons assigned to the project.
• Strong matrix have many of the characteristics of the projectized organization,
power rests with the project manager.
• Balanced matrix organization recognizes the need for a project manager, it

does not provide the project manager with the full authority over the project
and project funding but he share this authority with the functional manager
• Weak matrix maintain many of the characteristics of a functional organization

and the project manager role is more that of a coordinator or expediter than
that of a manager.
The project expeditor
• Acts primarily as a staff assistant and communication coordinator. The

expeditor cannot personally make or enforce decisions.
The project coordinator
• Is similar to the project expeditor except the coordinator has some power
to make decisions, some authority, and reports to a higher-level manager.
46
* Projectized Organization. Any organizational structure in which the project
manager has full authority to assign priorities, apply resources, and direct
the work of persons assigned to the project.
 The company is organized by projects.
– No “home” after project end.
– Loyalty to the project
– Lack of Professionalism
– Effective Communication
– Duplication of functions, less efficient resource usage.
Composite Organization
 Many organizations involve all these structures at various levels, often
referred to as a composite organization,
 An organization may manage most of its projects in a strong matrix, but
allow small projects to be managed by functional departments
48
Organizational structures include strategic, middle management, and
operational levels.
The project manager may interact with all three levels depending on :
• Strategic importance of the project,
• Capacity of stakeholders to exert influence on the project,
• Degree of project management maturity,
• Project management systems, and
• Organizational communications.
This interaction determines project manager’s level of authority, resource
availability and management, who control project budget..
49
Enterprise environmental factors
• They may enhance or constrain project management options, and may have a positive
or negative influence on the outcome.
– Organizational culture, structure, and governance;
– Infrastructure (e.g., existing facilities and capital equipment);
– Existing human resources Personnel administration training records, …
– Company work authorization systems;
– Marketplace conditions;
– Commercial databases
– Project management information system
Organizational Process Assets
* Organizational Process Assets. Plans, processes, policies, procedures, and knowledge
bases that are specific to and used by the performing organization.
 The process assets also include the organization’s knowledge bases such as lessons
learned and historical information.
 Organizational process assets may include completed schedules, risk data, and
earned value data.
 Updating and adding to the organizational process assets as necessary throughout
the project are the responsibility of the project team members.
Organizational process assets may be grouped into :
A- Processes and procedures for conducting work such:
• Initiating and planning
– Guidelines and criteria for tailoring the organization’s set of standard processes
and procedures
– Organizational standard processes, standards, policies, standard product and
project life cycles.
– Templates, Guidelines.
• Executing, monitoring and controlling
– Change control procedures , financial control procedures
– Issue and defect management procedures
– Organizational communication requirements
– Risk control procedures
– Standard guidelines, work instructions, proposal evaluation criteria,…
• closing
– Project closure guidelines or requirements
52
B- Corporate knowledge base for storing and retrieving information:
• Process measurement database.
• Project files from previous projects.
• Historical information and Lessons learned.
• Configuration management knowledge base.
• Financial database.
53
Stakeholder Management
The project management team must:
•Identify the stakeholders.
•Determine their requirements and expectations.
•Manage their influence in relation to the requirements
•Project managers must manage stakeholder expectations, which can be
difficult as stakeholders often have different or conflicting objectives.
“Stakeholder management is a proactive task”.
54
Examples of Stakeholders
Sponsor. The person or group provides support and resources for the project and is
accountable for enabling success.
Customers and users.
Customers are persons or organization who will approve and manage the project
product while
Users are persons or organization who will use the project product
 Sellers. Vendors, suppliers or contractors
 Business partners, external organizations provide special expertise or fill

specified role as installation, training or support
 Organizational groups. Internal stakeholders who are affected by the

activities of the project team as marketing and sales, human resources,..
 Functional managers, key individuals who play a management role within

the organization, such as finance accounting and human resources
56
Project Team
*Project Team. A set of individuals who support the project manager in
performing the work of the project to achieve its objectives.
Project management staff. The members of the team who perform project
management
• Project staff. The members of the team who carry out the work of creating
the project deliverables.
• Supporting experts
• User or Customer Representatives.
• Sellers, also called vendors, suppliers, or contractors,
• Business partner members.
Composition of Project Teams
The composition of project teams varies based on factors such as organizational
culture, scope, and location.
o Dedicated. all or a majority of the project team members are assigned to
work full-time on the project.
o Part-Time. team members working on the project while remaining in their
existing organizations and continuing to carry out their normal functions.
• Part-time team members may also be assigned to more than one project at a
time.
• Dedicated and part-time project team compositions may exist in any of the
organizational structures.
58
Life Cycles
* Product Life Cycle. The series of phases that represent the evolution of a
product, from concept through delivery, growth, maturity, and to retirement.
This life cycle begin from the conception of a new product to its withdrawal.
• A product can require many projects over its life.
* Project Life Cycle. The series of phases that a project passes through from
its initiation to its closure.
• This life cycle is a collection of generally sequential project phases whose
name and number are determined by the control needs of the organization
• Project Life Cycle defines:
 Technical work performed in each phase
 Who is involved in each phase
Common Characteristics of Project Life Cycles:
– Cost and Staffing levels are low at start and move higher towards the
end
– Probability of successfully completing project is low at beginning,

higher towards the end as project continues
– Stakeholder influence is high at the beginning and progressively

lowers as project continues
60
 Project life cycles range from PREDICTIVE or plan-driven approaches at
one end to ADAPTIVE or change-driven approaches at the other.
* Predictive Life Cycle. A form of project life cycle in which the project scope,
and the time and cost required to deliver that scope, are determined as early
in the life cycle as possible.
* Adaptive Life Cycle. A project life cycle, also known as change-driven or agile
methods, that is intended to facilitate change and require a high degree of
ongoing stakeholder involvement.
Predictive Life Cycles (fully plan-driven)
• Predictive Life Cycle. A form of project life cycle in which the project scope,
and the time and cost required to deliver that scope, are determined as early
in the life cycle as possible.
• The work performed in each phase is usually different in nature therefore,
the skills required of the project team may vary from phase to phase.
 Predictive life cycles are generally preferred when the product to be
delivered is well understood
Incremental and Iterative Life Cycles
* Incremental Life Cycle. A project life cycle where the project scope is generally
determined early in the project life cycle, but time and cost estimates are
routinely modified as the project team’s understanding of the product
increases. Iterations develop the product through a series of repeated cycles,
while increments successively add to the functionality of the product.
Iterative and incremental projects may proceed in a sequential or overlapping
phases.
Project Phases
• Project phase is a collection of logically related project activities that
result in the completion of one or more deliverables.
• The phase structure allows for ease of management, planning, and
control.
• The closure of a phase ends with some form of transfer or hand-off of the
work product produced as the phase deliverable.
• This phase end may be referred to as a stage gate, milestone, phase
review, phase gate or kill point.
64
Phase-to-Phase Relationships
• Sequential relationship. In a sequential relationship, a phase starts only when
the previous phase is complete.
• Overlapping Relationship. a phase starts prior to completion of the previous

one. This can sometimes be applied as an example of the schedule
compression technique called fast tracking. Overlapping phases may require
additional resources to allow work to be done in parallel, may increase risk,
and can result in rework.
65
66
Project Management Processes for a Project
 Project management is accomplished through processes using project
management knowledge, skills, tools, and techniques to project
activities to meet project requirements.
 PMBOK identifies those project management processes that have been

recognized as good practice on most projects most of the time.
 A Process. A systematic series of activities directed towards causing an

end result such that one or more inputs will be acted upon to create one
or more outputs.
Tools &
Inputs Outputs
Techniques
I TT O
ITTOs
We will now discuss every process using this format
The project team must:
• Select suitable processes within project management process groups .
• Plan to meet project and product requirements .
• Balance competing demands for: scope, time, cost, resources, risk, and
quality .
• Meet Stakeholders needs and expectations .
69
Project processes categories:
1 – Project management processes
• Which specify what you need to manage the project It includes:
Initiation, planning, executing, monitoring &controlling and closing.
• These processes are common to most projects
2 – Product-oriented processes
• Which specify what you need to create the project’s product.
• These processes are defined by the project life cycle and vary by
application area.
70
Project management processes are grouped into five categories known as Project
Management Process Groups (or Process Groups):
1. Initiating Process Group. Those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the project or phase.
2. Planning Process Group. Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve.
3. Executing Process Group. Those processes performed to complete the work defined in
the project management plan to satisfy the project specifications.
4. Monitoring and Controlling Process Group. Those processes required to track, review,
and regulate the progress and performance of the project; identify any areas in which changes
to the plan are required; and initiate the corresponding changes.
5. Closing Process Group. Those processes performed to finalize all activities across all
Process Groups to formally close the project or phase.
Initiating Process Group
Those processes performed to define a new project or a new phase of an existing
project by obtaining authorization to start the project or phase.
• Within the initiating processes, the initial scope is defined and initial
financial resources are committed.
• Internal and external stakeholders who will interact and influence the
overall outcome of the project are identified.
• If not already assigned, the project manager will be selected.
• This information is captured in the project charter and stakeholder

register.
Planning Process Group
Those processes required to establish the scope of the project, refine the objectives, and
define the course of action required to attain the objectives that the project was
undertaken to achieve.
• Project Planning Processes identify, define and mature project scope, project cost, and
schedule the project activities through gathering information .
As new project information is

discovered , additional iterative effort
dependencies, requirements, integrative
risks, opportunities, assumptions
and constrains will be identified * Planning processes are
• Project planning must be systematic, flexible enough to handle unique
activities, disciplined through reviews and control.
• Planning is the process of preparing for the commitment of resources in

the most Effective fashion.
• The planning process includes a group of techniques that provides the

detailed list of activities that are to be completed and how the work will
get done, by whom, when, and for how much.
74
Planning is the seed of success
Without project planning, project success will be difficult. Team members would
have limited understanding of expectations, activities may not be probably
defined, and resource requirements may not be understood.
• There are four reasons for project planning:
1. To eliminate or reduce uncertainty.
2. To improve efficiency of the operation.
3. To obtain a better understanding of the objectives.
4. To provide a basis for monitoring and controlling work.
75
The project plan provides the specifics of:
• What (Objective, scope, and statement of work)
• How (Approach, Work breakdown structure)
• Who (Project organization and resource schedule)
• When (Schedules and milestones)
• Where (Facilities required)
• What-if (Contingency plans is the event of risk events)
76
Executing Process Group
Those processes performed to complete the work defined in the project management plan
to satisfy the project specifications.
• Project plan execution involves managing and performing the work described in the project
management plan to satisfy the project specifications
• The majority of time and money is usually spent on execution
• The application area or the project directly affects project execution because the products
of the project are produced during execution
•The team member’s role during execution is to concentrate on completing the tasks,
activities and work packages.
• The project sponsor or senior management should be protecting the project
from changes and loss of resources.
•The project manager’s role to integrate all the pieces of the project into a whole.
•During project execution, results may require planning updates and re-
baselining.
•This can include changes to expected activity durations, changes in resource
productivity and availability, and unanticipated risks.
•Such variances may affect the project management plan or project documents
and may require detailed analysis and development of appropriate project
management responses.
•The results of the analysis can trigger change requests that, if approved, may
modify the project management plan or other project documents and possibly
require establishing new baselines.
78
Monitoring and controlling Process Group
Those processes required to track, review, and regulate the progress and performance
of the project; identify any areas in which changes to the plan are required; and initiate
the corresponding changes.
Monitoring the ongoing project activities against the project management plan
and the project performance baseline so that;
• Corrective action can be taken when necessary.
• Recommendation of preventive action in anticipation of possible
problems
The Monitoring and Controlling Process Group also includes:
• Controlling changes and recommending preventive action in
anticipation of possible problems,
• Monitoring the ongoing project activities against the project

management plan and the project performance baseline
• Influencing the factors that could circumvent integrated change

control so only approved changes are implemented.
80
. Integrated change control
Integrated change control involves identifying, evaluating, and
managing changes throughout the project life cycle
Three main objectives of change control:
• Influence the factors that create changes to ensure they are
beneficial
• Determine that a change has occurred
• Manage actual changes when and as they occur
81
Closing Process Group
Those processes performed to finalize all activities across all Process Groups to formally
close a project or phase.
• Obtain acceptance by the customer or sponsor,

• Conduct post-project or phase-end review,
• Record impacts of tailoring to any process,
• Document lessons learned,
• Apply appropriate updates to organizational process assets,
• Archive all relevant project documents in the Project Management Information
System (PMIS) to be used as historical data, and
• Close out procurements.
Project Management Process Groups
Mapped to the Plan-Do-Check-Act cycle
• As quality experts follow the plan-Do-check-act cycle to improve the
quality of processes, we can adapt this cycle to project management
as follows:
Plan
• Initiating Start the cycle
• Planning Plan
• Executing Do Act DO
• Monitoring & control Check and act
• Closing End the cycle
Check
83
Process Interactions
Project Management Institute, Inc., 2013, Figure 3-2, Page 51. 84
Project Boundaries
Project Management Institute, Inc., 2013, Figure A1-3, Page 425. 85
Project governance
• The alignment of project objectives with the strategy of the larger

organization by the project sponsor and project team.
• A project’s governance is defined by and is required to fit within the
larger context of the program or organization sponsoring it.
 Project governance framework provides the project manager and team

with structure, processes, decision-making models and tools for
managing the project, while supporting and controlling the project for
successful delivery
Project governance framework:
• Project success acceptance criteria;
• Process to identify, escalate, and resolve issues;
• Relationship between the project team, organizational groups, and external
stakeholders;
• Project organization chart that identifies project roles;
• Processes and procedures for the communication;
• Guidelines for aligning project governance and organizational strategy;
• Project life cycle approach;
• Stage gate or phase reviews;
• Process for review and approval for changes.
87
Thank You!
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PMP Preparation Course

Presented by: Sameh Bedair

• PMI is the world’s leading “not-for-profit” project management

• Headquartered outside Philadelphia, Pennsylvania USA

Candidates studying for the examination will

Plan Risk 10.1

Validate Control Control Control Control Monitor and Control

Project Integration Management

– Think of a process as a package of ITTOs used

5.1 Plan Scope Management 5.5 Validate Scope

• Project management is accomplished through the appropriate application

• In order for a project to be successful the project team must:

– Select appropriate processes required to meet

o Competing project constraints including: scope, schedule, budget, risk,

o Setting active, effective and collaborative communication with

o Managing stakeholders with different needs and expectations.

• Operations and projects share many characteristics; both are:

• Operations and projects differ primarily in that operations are ongoing

*Progressive Elaboration. The iterative process of increasing the level of

• Developing or acquiring a new or modified information system

• Conducting a research effort

• Constructing a building, industrial plant, ..

• Implementing, improving, existing business processes and procedures.

– The Project Team manages the work of the projects.

• Managing a program allows for optimized cost, schedules, or effort; delivery

Portfolio management. The centralized management of one or more

 Projects are a means of organizing activities that cannot be addressed

 Projects typically begin as a result of:

• Providing support and guidance to others in the organization on how to manage

• Manage shared and coordinated resources across all projects administrated by

Project Manager PMO

Focuses on the specified project Manages major program scope changes,

Controls the assigned project resources Optimizes the use of shared

Manages the constraints (scope, Manages the methodologies, standards,

team members, and all external stakeholders is essential.

o Ability to be persuasive and clearly articulate points and positions,

○ High levels of active and effective listening skills,

• Conflict is inevitable in a project environment.

• Coaching is a means of developing the project team to higher levels of

Organizational cultures and styles

• Organizational Theory describes how a company can be organized to complete

• Project based vs. Non-Project Based

– Project Based – derive revenues from performing projects for others

– Non-Project Based – seldom have management systems designed to support

Table 2-1. Influence of Organizational Structures on Projects

 Each employee has one clear superior.

- One supervisor , No career path in PM , Specialists

*Functional Manager. Someone with management authority over an

• Balanced matrix organization recognizes the need for a project manager, it

• Weak matrix maintain many of the characteristics of a functional organization

• Acts primarily as a staff assistant and communication coordinator. The

The project coordinator

 The company is organized by projects.

– No “home” after project end.

– Loyalty to the project

– Duplication of functions, less efficient resource usage.

• Process measurement database.

• Project files from previous projects.

• Historical information and Lessons learned.

• Configuration management knowledge base.

“Stakeholder management is a proactive task”.

Customers and users.

 Business partners, external organizations provide special expertise or fill