Process

Process
BY: MOHAMED GHANEM,PMP

+201111921056 /EASY PMP
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PMP Exam Content Outline (ECO)

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Domain II Process—50%
17
Tasks
61
Enablers
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2.13. : Determine Appropriate Project Methodology/Methods and Practices
Task 13 : Determine appropriate project

methodology/methods and practices
2.13.1- Assess project needs, complexity, and magnitude
2.13.2- Recommend project execution strategy (e.g., contracting,
finance)
2.13.3- Recommend a project methodology/approach (i.e.,
predictive, agile, hybrid)
2.13.4- Use iterative, incremental practices throughout the
project life cycle (e.g., lessons
learned, stakeholder engagement, risk)
‫أسالٌب المشروع والممارسات المناسبة‬/‫ تحدٌد منهجٌة‬:13 ‫مهمة‬
- ‫ تقٌٌم احتٌاجات المشروع ومدى تعقٌده وحجمه‬-
- ‫ التموٌل‬،‫ التعاقد‬،‫ اقتراح استراتٌجٌة تنفٌذ المشروع (على سبٌل المثال‬-
- (Agile‫الرشٌق‬،‫أسلوب المشروع ( مثل التنبؤي‬/‫أقتراح منهجٌة‬-
- ‫ استخدام الممارسات المتكررة التدرٌجٌة خالل دورة حٌاة المشروع ( مثل‬- BY: MOHAMED GHANEM,PMP
)‫ الخطر‬،‫ إشراك المعنٌٌن‬،‫الدروس المستفادة‬ PROFFISIONALS COACH
2.13. : Determine appropriate project methodology/methods and practices
Predictive
- A more traditional approach, with the bulk of planning occurring
upfront, then executing in a single pass a sequential process.
- Predictive life cycles expect to take advantage of high certainty

around firm requirements, a stable team, and low risk.
- Predictive projects do not typically deliver business value until the

end of the project.

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Agile More modern approach
-Require research and development;

-Have high rates of change;
-Have unclear or unknown requirements, uncertainty, or risk; or
-Have a final goal that is hard to describe
-Agile life cycles combine both iterative and Incremental approaches in order to adapt
to high degrees of change and deliver Project value more often.
-Agile life cycles are those that fulfill the principles of the agile manifesto.
- In particular, customer satisfaction increases with early and continuous delivery of
valuable products moreover, an incremental deliverable that is functional and
provides value is the primary measure of progress
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Hybrid
-A combination of Predictive, Iterative, Incremental and/or Agile
-It is not necessary to use a single approach for an entire Project. Projects often
combine elements of different life cycles in order to achieve certain goals

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Time Phases

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Project Business Documents
 The business case lists the objectives and reasons for project initiation.
 It helps measure the project success at the end of the project against the project objectives.
 The business case is a project business document that is used throughout the project life cycle.
 The business case may be used before the project initiation and may result in a go/no go decision
for the project.
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Business Case and Business need Documents
Business Case
Business Needs

2.8. : Plan and Manage Scope
Task 8 : Plan and manage scope

2.8.1- Determine and prioritize requirements
2.8.2- Break down scope (e.g., WBS, backlog)
2.8.3- Monitor and validate scope
‫ تخطٌط النطاق وإدارته‬: 8 ‫مهمة‬
- ‫ تحدٌد المتطلبات وتحدٌد أولوٌاتها‬-
، (WBS ( ‫ هٌكل تجزئة العمل‬،‫تقسٌم النطاق (على سبٌل المثال‬
- ‫سجل األعمال‬
- ‫ متابعة النطاق والتحقق منه‬-

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2.8. : Plan and manage scope
WHAT IS A SCOPE ?
Scope can be defined as the range, detail, or a boundary of a term it is attached to.
if it is attached to project then it means the details Project

of the project.
Scope
If it is used with the term product, it means the

details of the product, Product
Scope
Boundary

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WHAT IS A PRODUCT SCOPE ?
Product scope is about the product details. Product scope defines what the product will look like, how will it
work, its features, etc.
According to the PMBOK Guide 6th edition, product scope is the features and functions that characterize a
product, service or result.
For example, if the product is a bridge, the product scope might be its length,
width, load strength, etc.
If the product is a T.V , its product scope will be its screen size, Weight, Screen
dimension, receiver type, Resolution, etc.

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How to Determine the Product Scope ?
Most of the time, determining the product scope is not a difficult task. If you get a project through a contract,
you get the product scope with the contract document.
However, if the project is initiated by your organization, you will have to define the product scope.
In this case, you meet with all the stakeholders to find their expectations and requirements regarding the final
product.
Once the requirement and expectations are finalized, you get them signed by stakeholders and then forward
them for approval

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What is a Project Scope ?
The project scope is the work required to create the product. It also defines what is in the scope and
whatnot, which helps you avoid scope creep.
According to the PMBOK Guide 6th edition, project scope is the work performed to deliver a product,
service, or result with the specified features and functions.

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WHAT IS A REQUIREMENTS ?
Using a particular grade of Plumbing Pipe could be your quality requirement.
• Getting a weekly progress update from your contractor, and making monthly
payments could be your Senior management requirements.
• Making the house earth-quake proof could be a performance requirement

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Project VS Product
The term project scope: is sometimes viewed as including product scope.
• PROJECT LIFE CYCLES RANGE ALONG A CONTINUUM FROM

PREDICTIVE TO ADAPTIVE OR AGILE
• COMPLETION OF THE PROJECT SCOPE IS MEASURED AGAINST THE PROJECT

MANAGEMENT PLAN
• COMPLETION OF THE PRODUCT SCOPE IS MEASURED AGAINST

THE PRODUCT REQUIREMENTS

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5.Project Scope Management
Project scope Management Includes the process required to ensure that the project
includes all work required, and only the work required, to complete the project successfully.
Managing the Project scope is primarily concerned with defining and controlling what
is and what is not included in the Project

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Scope Management Plan Include which Scope ?
OR
Project Scope Product Scope

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5.Project Scope Management Contents
Planning M&Q
1 Plan Scope Management 5 Validate Scope
2 Collect Requirements 6 Control Scope
3 Define Scope
4 Create WBS
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5.1.Plan Scope Management (Planning)
Plan scope Management is the process of Creating a scope management plan that
documents how the project and product scope will be defined,
The Key Benefit of this process : Provides guidance and direction on how scope will
be managed throughout the project.

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5.1. PLAN SCOPE MANAGEMENT (PLANNING)
T&T
1- Expert judgment
Expertise should be considered from individuals or groups with specialized knowledge or training in the following
topics:
• Previous similar projects,
• Information in the industry, discipline, and application area.
2-- DATA ANALYSIS
A data analysis technique that can be used for this process includes but is not limited to alternatives analysis. Various
ways of collecting requirements, elaborating the project and product scope, creating the product, validating the scope,
and controlling the scope are evaluated.
3 - Meeting
Meetings to develop the scope management plan Attendees may include the project manager, the project sponsor,
selected project team members, selected stakeholders, anyone with responsibility for any of the scope management
processes, and others as needed.
5.1. PLAN SCOPE MANAGEMENT (PLANNING)
Outputs
1- Scope Management Plan
Component of the project management plan.

How scope will be defined, developed, monitored, controlled, and validated.
2- Requirements Management Plan
Component of the project management plan.

How project and product requirements will be analyzed, documented, and managed

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5.2.Collect Requirements (Planning)
Collect Requirements is the process of • Determining, documenting, and managing
stakeholder needs and requirements to meet objectives
The Key Benefit of this process : Provides the basis for defining the product scope
and project scope..

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5.2. COLLECT REQUIREMENTS (PLANNING)
Data Gathering
Elicitation
Techniques
Brainstorming
Quaternaries
Benchmarking And Survey

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Used to generate and collect multiple ideas related to project and product requirements
Interviews are also useful for obtaining confidential information
Bring together prequalified stakeholders and subject matter experts to learn about their expectations.
Written sets of questions designed to quickly accumulate information from a large number of respondents.
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Benchmarking involves comparing actual or planned practices, such as processes and operations, to those of comparable
organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
The organizations compared during benchmarking can be internal or external
Data Analysis
Document Analysis:
Such as agreements, business plans, current process flows, issue logs, policies, procedures, Specs.

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Decision Making :
Unanimity : Everyone agrees on a single course of action
Majority : Support from more than 50%
Plurality: The largest group even if no majority , When voting is for more than two options ( More
than 50% not support the decision )

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Decision Making :
One individual takes responsibility for making the decision for the group
Uses a decision matrix to provide a systematic analytical approach for establishing criteria, such as
risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

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Data Representation :
Ideas created through individual brainstorming sessions are consolidated into a single map to reflect
commonality and differences in understanding and to generate new ideas
Allow large numbers of ideas to be classified into groups for review and analysis

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Interpersonal and team skills :
Enhances brainstorming with a voting process used to rank the most useful ideas for further
brainstorming or for prioritization
- A direct way of viewing individuals in their environment and how they perform their jobs or tasks
and carry out processes.
- It is particularly helpful for detailed processes when the people who use the product have difficulty
or are reluctant to articulate their requirements
- Used to uncover hidden requirements
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Interpersonal and team skills :
Bring key stakeholders together to define product requirements
can be used to quickly define cross-functional requirements and reconcile stakeholder differences.
Well-facilitated sessions can build trust, foster relationships, and improve communication among the
participants.

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Context Diagram :
Context diagrams visually depict the product scope by showing a business system
(process, equipment, computer system, etc.), and how people and other systems
(actors) interact with it.
Context diagrams show inputs to the business system, the actor(s) providing the input, the outputs from
the business system, and the actor(s) receiving the output.

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Prototypes :
Prototyping is a method of obtaining early feedback on requirements by providing a model of the

expected product before actually building it.
- Small-scale products
- Computer generated 2D and 3D models
- Mock-ups

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Join Application Design / Development (JAD)
Workshops bring subject matter expert and the development team together to discuss and improve on
the software development process.
Quality Functional Deployment (QFD)
Workshops are commonly used in the manufacturing field to determine new product development.
Storyboarding
A prototyping method that can use visuals or images to illustrate a process or represent a project
outcome.
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Storyboarding
A prototyping method that can use visuals or

images to illustrate a process or represent a
project outcome.

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Outputs
1- Requirements documentation
How individual requirements meet the business need for the project.
Before being base lined, requirements need to be unambiguous (measurable and testable), traceable, complete,
consistent, and acceptable to key stakeholders
2- Requirements Traceability Matrix
Component of the project documents.

How project and product requirements will be analyzed, documented, and managed

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2- Requirements Traceability Matrix

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5.3.Define Scope (Planning)
Define Scope is the process of • Developing a detailed description of the project and
product.
The Key Benefit of this process : Describes the product, service, or result
boundaries and acceptance criteria
Boundary

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5.3.DEFINE SCOPE (PLANNING)
T&T
▪ Alternatives analysis used to evaluate ways to meet the requirements and the objectives identified in
the charter.
Used in workshops and working sessions with key stakeholders who have a variety of expectations or fields of
expertise.
The goal is to reach a cross-functional and common understanding of the project deliverables and project

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5.3.DEFINE SCOPE (PLANNING)
Outputs
Project scope description
• Acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions
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5.4.Create Work Breakdown Structure (Planning)
Create WBS is the process of • Subdividing project deliverables and project work
into smaller, more manageable components.
The Key Benefit of this process : Provides a framework of what has to be

delivered.

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New Building
Architecture Electrical Mechanical Control

Work
Civil Work Work Work Accounts
Fire Plumbing Planning

HVAC
Fighting Work Packages
Work
Work
Water Work Packages

Drainage supply
Work Work

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T&T
Is a technique used for dividing and subdividing the project scope and project deliverables into smaller,
more manageable parts.
The work package level is the lowest level in the WBS that the cost and the durations can be estimated and
managed.

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Decomposition
Project Scope
Work Package
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Outputs

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The WBS is 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.
WBS Dictionary The WBS dictionary is a document that provides detailed deliverable,
activity, and scheduling information about each component in the WBS

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Product and Iteration Backlogs

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Scope
(Waterfall) (Agile)
Story 7
Story 5
Product Backlog
Story 1
Story 6
Story 3
Story 2
Story 4

Work Breakdown Structure (WBS) PROFFISIONALS COACH
A user story helps to create a
User stories simplified description of a required
Used to Expresses requirements
depending on collaboration between 3Cs
product owner and team
Card Conversation Confirmation
1- As a user role Who ?

Card Face 2- I want ( Feature ) What ?
3- So that ( reason,
Backlog
Need ) Why ?
Card back Acceptance criteria or

condition of satisfaction PROFFISIONALS COACH
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5.5.Validate Scope (M&C)
Validate Scope is the process of • Formalizing acceptance of the completed

project deliverables.
The Key Benefit of this process : Increases the probability of final product,
service, or result acceptance by validating each deliverable.

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Inputs
Verified deliverables
Verified deliverables are project deliverables that are completed and checked for correctness through
the Control Quality process by Project team

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T&T
Inspection
Includes activities such as measuring and testing to determine whether deliverables meet
requirements and product acceptance criteria
Inspections are sometimes called reviews, product reviews, and walkthroughs.

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Outputs
Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved by the
customer or sponsor.
Work Performance Information:
It includes information about progress, such as which deliverables have started, their progress,
which deliverables have finished, or accepted.
This information is documented and communicated to stakeholders.

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Tools, Techniques and approaches can be used to Verify the scope in Agile Projects

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5.6.Control Scope (M&C)
Control Scope is the process of • Monitoring the status of the project and
product scope and managing changes to the scope baseline
The Key Benefit of this process : The scope baseline is maintained

throughout the project.

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Scope Creep : The uncontrolled expansion to product or project scope without adjustments to time, cost,
and resources.

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Gold Plating
Gold plating is performing extra work that wasn't originally agreed to.
• You should give the customer what they asked for, no more and no less.
Giving any extras is a waste of time and adds no benefit to the project!

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T&T
Variance Analysis
Used to compare the baseline to the actual results and determine if the variance is within the
threshold amount or if corrective or preventive action is appropriate.
Trend analysis
Examines project performance over time to determine if performance is improving or deteriorating.

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2.6. : Plan and Manage Schedule
Task 6 : Plan and manage schedule

2.6.1- Estimate project tasks (milestones, dependencies,
story points)
2.6.2- Utilize benchmarks and historical data
2.6.3- Prepare schedule based on methodology
2.6.4- Measure ongoing progress based on methodology
2.6.5- Modify schedule, as needed, based on methodology
2.6.6- Coordinate with other projects and other operations
‫ تخطٌط الجدول الزمنً وإدارته‬: 6 ‫مهمة‬
)‫ نقاط القصة‬،‫ االعتمادٌة‬،‫ تقدٌر مهام المشروع (المعالم‬
‫ استخدام مقارنات األداء المرجعٌة والمعلومات التارٌخٌة‬
‫ إعداد جدول زمنً حسب المنهجٌة‬
‫ قٌاس التقدم الحالً حسب المنهجٌة‬
‫ تعدٌل الجدول الزمنً حسب المنهجٌة عند الحاجة‬
‫ التنسٌق مع المشارٌع األخرى والعملٌات األخرى‬ BY: MOHAMED GHANEM,PMP
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6.Project Schedule Management Contents
Planning M&Q
1 Plan Schedule Management

2 Define Activities
6 Control Schedule
3 Sequence Activities
4 Estimate Activity Duration
5 Develop Schedule BY: MOHAMED GHANEM,PMP

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Schedule Management Considerations for Agile/ Adaptive Environments
 The Agile approach uses short cycle

for work, review and adaptation for
adjustments.
 The rapid feedback about the

approach and deliverables received
becomes the basis for iterative
scheduling.

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6..1Plan Schedule Management (Planning)
Plan scoPlan scope Management is the process of pe
Plane schedule management
Management is the
is the process of process of
• Establishing the policies, procedures, and documentation for planning, developing,managing, executing ,
And controlling the project schedule.
The key Benefit of this process

Provides guidance and direction on how the project schedule will be managed
throughout the project.

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Guidelines for Creating Schedule Management Plan

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T&T 6..1Plan Schedule Management (Planning)
-1EXPERT JUDGMENT
Expertise should be considered from individuals or groups with specialized knowledge or training in previous, similar projects:
• Schedule development, management, and control;
• Scheduling methodologies (e.g., predictive or adaptive life cycle);
• Scheduling software The specific industry for which the project is developed.
2- DATA ANALYSIS
Alternatives analysis
Can include determining which schedule methodology to use, or It can also include determining how detailed the schedule
needs to be, the duration of waves for rolling wave planning, and how often it should be reviewed and updated.
3- MEETINGS
Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings
may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone
with responsibility for schedule planning or execution, and others as needed. BY: MOHAMED GHANEM,PMP
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Outputs
6..1Plan Schedule Management (Planning)
❑Schedule management plan

▪ It’s a component of the project management plan.
▪ Establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
▪ It can establish the following:

✓ Project schedule model development (Methodology - Scheduling tool)
✓ Level of accuracy (acceptable range used in determining realistic activity duration estimates)
✓ Units of measure (such as staff hours, staff days, or weeks for time measures, or meters, liters, tons, kilometers,
or cubic yards for quantity measures)
✓ Control thresholds (allowed Variance before some action needs to be taken)
✓ Rules of performance measurement. ( Earned value management (EVM) rules)
✓ Reporting formats.
 Release and iteration length ( The time boxed periods per iterations )
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6.2.Define Activities (Planning)
Define Activities is theis process
Management the processof
of
• Identifying and documenting the specific actions to be performed to produce the
project deliverables

Decomposes work packages into schedule activities that provide a basis for
estimating, scheduling, executing, monitoring, and controlling the project work.

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BY EL--SSaayedd Mohsen COACH
n, , PMPP® , PMII-- PMII
Guidelines Estimating Project Activities

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T&T
❑Decomposition
Each work package within the WBS is decomposed into
the activities required to produce the work package
deliverables.

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New Building
Architecture Electrical Mechanical Control

Civil Work
Work Work Work Accounts
Fire Plumbing Planning

HVAC
Fighting Work Packages
Work
Work
Water
Drainage Work Packages
supply
Work Work

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T&T
❑ 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 a higher level.
• It is a form. of progressive elaboration

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Rolling Wave Planning in Iterative Scheduling With a Backlog

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Outputs
❑ Activity List
• Includes the schedule activities required on the project.
• Includes an activity identifier and a scope of work description for each activity in sufficient detail
to ensure that project team members understand what work is required to be completed.

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Outputs ❑Activity attributes

Activity attributes are the details about the activity. Sometimes the information is entered directly into the schedule software.
Other times
the information is collected in a form that can be used later to assist in building the schedule model. Activity attributes can
include:
•Activity identifier or code
•Activity name
•Activity description
•Predecessor and successor activities
•Logical relationships
•Leads and lags
•Imposed dates
•Constraints
•Assumptions
•Resource requirements and skill levels
•Location of performance BY: MOHAMED GHANEM,PMP
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Outputs
❑ Milestone List
• Is a significant point or event in a project.
• Milestones have zero duration because they represent a significant point or event.

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6.3.Sequence Activities (Planning)
Define Activities is theis process
Management the processof
of
• Identifying and documenting relationships among the project activities

Defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

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BY EL--SSaayedd Mohsen COACH
n, , PMPP® , PMII-- PMII
Guidelines to Sequence Project Activities

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6.3. Sequence Activities (Planning)
T&T ❑Precedence Diagramming Method (PDM)
Relationship types :
-1Finish-to-Start: a successor activity cannot start until a predecessor activity
has finished.
2- Finish-to-Finish: a successor activity cannot finish until a predecessor activity

has finished
3- Start-to-Start: a successor activity cannot start until a predecessor activity has

started.
4- Start-to-Finish: a successor activity cannot finish until a predecessor activity

has started.
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T&T Dependency Determination & Integration
• Mandatory Dependency )Hard Logic)

– Cement has to be Dry
• Discretionary Dependency )Soft Logic)

– shift workloads by moving tasks to periods in the schedule when
a particular resource is less utilized
• External Dependency
– Example outsource activity
- External dependencies involve a relationship between project
activities and non project activities for example government
permissions
• Internal Dependency
– Project Dependency within the project PROFFISIONALS COACH
Lecture 03 : Project Schedule Management
6.3. Sequence Activities
.3Sequence Activities (Planning)(Planning)
T&T ❑Leads and Lags
Lead: Is the amount of time a successor activity can be advanced with respect to a predecessor activity.
)Starting the activity before completing its predecessor)
Lag: Is the amount of time a successor activity will be delayed with respect to a predecessor activity.
(Waiting time between activities)

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Lag:
"Amount of time whereby a successor activity is required to be delayed with respect to a
predecessor activity" Example: Three day curing period for special epoxy glue
Figure 6-10. Example ofLag
3days
Activity
B
Lead:
"Amount of time whereby a successor activity can be advanced with respect to a predecessor activity''
Example: Begin developing prototype one day before design complete
Figure 6-11. Example of Lead
Activity A
Activity B
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Outputs ❑Project Schedule Network Diagram
✓ Is a graphical representation of the logical relationships, also referred to as dependencies, among
the project schedule activities.
AON

BY: E L- Sayed PROFFISIONALS COACH
,PMP®, PMI - RMP®, PMI-SP
Mohsen
6.4. Estimate Activities Durations (Planning)
• Estimating the number of work periods needed to complete individual activities with
estimated resources.
✓It provides the amount of time each activity will take to complete.

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BY: E L- Sayed Mohsen , PMP®, COACH
MI- RMP®, PMI-SP
P
Guidelines to Estimate Activity Durations

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T&T ❑1- Analogous Estimate
Using historical data from a similar activity or project.

Used when there is a limited amount of detailed information
Less costly and less time-consuming but less accurate.
❑2- Parametric estimating
Used to calculate cost or duration based on historical data and project parameters. (e.g.,
square footage in construction) to calculate an estimate for activity parameters, such as
cost, budget, and duration.

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❑ 3-Three-Point Estimating
M : Most likely duration

O: Optimistic duration
P : Pessimistic duration
Triangular Distribution
E = (O + M + P) / 3

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.4Estimate Activity Duration (Planning)
❑4- Bottom-up estimating
✓ A method of estimating project duration or cost by aggregating the estimates of the lower level components
of the WBS.
✓When an activity’s duration cannot be estimated with a reasonable degree of confidence, the work within the
activity is decomposed into more detail. The detail durations are estimated. These estimates are then
aggregated into a total quantity for each of the activity’s durations.
✓This method need WBS.

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MI- RMP®, PMI-SP
T&T Data Analysis
Alternatives Analysis
Comparing multy options to chose suitable one
Reserve Analysis
Used to determine the amount of contingency and management reserve needed for the project
Contingency
Reserve
VS Management
Reserve

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T&T ❑DECISION MAKING
Voting:
✓ One variation of the voting method that is often used in agile-based projects is called the fist of five.
✓ The project manager asks the team to show their level of support for a decision by holding up a closed
fist (indicating no support) up to five fingers (indicating full support.)
✓ If a team member holds up fewer than three fingers, the team member is given the opportunity to discuss
any objections with the team.
✓ The project manager continues the fist-of-five process until the team achieves consensus (everyone
holds up three or more fingers) or agrees to move on to the next decision.
PROFFISIONALS
MI- RMP®, PMI-SP
P
Cycle Time
Lead Time : from the time you put it on the

Board until you deliver it. Because you can
Change the order of the items in the ready
Column, this can be unpredictable.

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Velocity
Story Points
Team Velocity = (15+20+13+24)/4 = 18
Iteration
PROFFISIONALS COACH
Outputs ❑ Duration Estimates
✓ Duration estimates are quantitative assessments of the likely number of time periods that are required to
complete an activity, a phase, or a project
✓ Duration estimates do not include any lags.

PROFFISIONALS COACH
4. Estimate Activity Duration (Planning)
❑ BASIS OF ESTAMITS
✓The amount and type of additional details supporting the duration estimate vary by application area
✓ Documentation of the basis of the estimate (i.e., how it was developed,)
✓ Documentation of all assumptions made ,
✓ Documentation of any known constraints,
✓ Indication of the range of possible estimates (e.g., ±10%) to indicate that the duration is estimated
between a range of values,)
✓ Documentation of individual project risks influencing this estimate.

PROFFISIONALS COACH
6.5. Develop Schedule (Planning)
• Analyzing activity sequences, durations, resource requirements, and sche dule constraints to create a
schedule model for project execution and monitoring and controlling.
.‫ن تمزن لودج الجذوم ءالش إل تنتملزي لودالج لىع دو اقبو در وم ت ط‬ ‫هت قرموالعوشم ذالف‬
‫مكحتالوال ي‬
‫ابلهيفال ا‬ ‫•ةيلمع‬
‫ا‬
✓ Generates a schedule model with planned dates for completing project activity
.‫ل عوشم الةطش يل امك سال ةططخمتخ راو نأتمز لوالدج جذ‬
‫تي‬ ‫ل‬

PROFFISIONALS COACH
ES D EF
Activity Name
LS TF LF

PROFFISIONALS COACH
D
Activity )Days) Dependency Critical Path Method (Example)
A 5 Start
B 4 Start
C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A
E 6 A, B
F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End
5
Consider all relationships are FS=0 0 18
Example for Activity
Form 0 3 3 3 4 7
ES D EF C F
Activity Name
LS TF LF
PROFFISIONALS COACH
D
A 5 Start
B 4 Start
C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A
E 6 A, B
F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End
5
Consider all relationships are FS=0
0 18
Form 0 3 3 3 4 7
ES D EF C F
Activity Name
LS TF LF
PROFFISIONALS COACH
D
A 5 Start
B 4 Start
C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A
0 0 5 6 1 9 9 1 18
E 6 A, B
F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End
1 1 5 5 0 11 11 0 18
Consider all relationships are FS=0 0 18
Form 0 3 3 3 4 7
ES D EF C F
11 11 14 14 11 18
Activity Name
LS TF LF • Critical Path is : A – E – H
• FF.B = 1 BY: MOHAMED GHANEM,PMP
• TF.H = 0 PROFFISIONALS COACH
Critical Path Method
ES : Early Start EF: Early Finish
LS : Late Start LF : Late Finish
Total Float: amount of time that a schedule activity can be delayed without delaying the project finish date.
TF= ( LF – EF ) = ( LS – ES)
Free Float: amount of time that a schedule activity can be delayed without delaying the early start date of any successor.
FF = ESE - EFB
ES D EF 0 4 4 5 6 11
Activity Name B E
1 1 5 5 0 11
LS TF LF
PROFFISIONALS
BY: E L- Sayed Mohsen , PMP®, MICOACH
- RMP®, PMI-SP
T&T Schedule Network Analysis
Technique used to generate the project schedule model.
Critical Path Method
Used to estimate the minimum project duration.

• Calculates the early start, early finish, late start, and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis
• The critical path is the sequence of activities that represents the longest path through a project
• A critical path is normally characterized by zero total float on the critical path.
Float
Defines how long non-crltlcal activities can be delayed without delaying project
PROFFISIONALS COACH
T&T ❑Resource optimization
Resource Optimization
Affect Not Affect

Critical Resource Resource Critical
Path leveling. Smoothing Path

PROFFISIONALS
MI- RMP®, PMI-SP
P
T&T ❑ Resource optimization
Resource Leveling
Adjust start and finish dates based on resource constraints

Resource leveling can often cause
Resource the original critical path to change.
Optimization
Resource Smoothing
Spread the resource over time

only for activities thatResource
Smoothing is usedResource are not on the critical path
The project’s critical path is not changedSmoothing
leveling. and the completion date may not be delayed
Activities may only be delayed within their free and total float

PROFFISIONALS COACH

PROFFISIONALS
BY: E L- Sayed Mohsen COACH
, PMP®, MI - RMP®, PMI-SP
P
6.5. Develop
.5Develop Schedule (Planning)
Schedule (Planning)
45hrs
Resourœ
Leveling
Wl W7 W9
Wl W7
Week. Week.
s s
45hrs
38hrs
::!
!.'
Resourœ
,:
0 Smoothing
::I:
w1 Week. W7 W9
s

PROFFISIONALS COACH
T&T Schedule Compression
Schedule compression techniques are used to shorten or accelerate the schedule duration
without reducing scope project the
Crashing High Cost A technique used to shorten the schedule duration by adding resources
Examples of crashing include approving overtime, bringing in additional resources

Crashing works only for activities on the critical path.
Fast tracking High Risk Activities are performed in parallel.

An example is constructing the foundation for a building before completing all of the architectural drawings.
Fast tracking may result in rework and increased risk.

PROFFISIONALS COACH
Agile Release Planning

PROFFISIONALS COACH

PROFFISIONALS COACH

PROFFISIONALS COACH
Outputs Schedule Baseline
Is the approved version of a schedule model that can be changed only through formal
change control procedures.
Used as a basis for comparison to actual results.
The schedule baseline is a component of the project management plan.

PROFFISIONALS COACH
Outputs ❑Project Schedule
Bar charts
• Also known as Gantt charts, bar charts

PROFFISIONALS COACH
6.5. Develop Schedule
.5Develop Schedule (Planning)
(Planning)
Outputs ❑ Project Schedule
Milestone charts
• Only identify the scheduled start or completion of major deliverables and key external interfaces
ID Activity Name Duration Jan Feb March April

01 Excavation Start 0
02 HVAC Equipment Delivery 0
03 Finishing Works 0

PROFFISIONALS COACH
6.6. Control Schedule (M&C)
Control Schedule is the process of :
• Monitoring the status of the project to update the project schedule and managing changes to the
schedule baseline.
The key benefit of this process :
The schedule baseline is maintained throughout the project

PROFFISIONALS COACH
6.6. Control Schedule (M&C)
T&T Data analysis
Performance Reviews
Measure, compare, and analyze schedule performance against the schedule baseline
such as actual start and finish dates, percent complete, and remaining duration for work
in progress.
Trend Analysis
Examines project performance over time to determine whether performance is

improving or deteriorating

PROFFISIONALS COACH
2.5. : Plan and Manage Budget and Resources
Task 5 : Plan and manage budget and resources
2.5.1- Estimate budgetary needs based on the scope of
the project and lessons learned
from past projects
2.5.2- Anticipate future budget challenges
2.5.3- Monitor budget variations and work with
governance process to adjust as
necessary
2.5.4- Plan and manage resources
‫ تخطٌط الموازنة والموارد وإدارتهما‬:5 ‫مهمة‬
‫ تقدٌر احتٌاجات الموازنة بناء على نطاق المشروع والدروس‬
‫المستفادة من المشارٌع السابقة‬
‫ توقع التحدٌات المستقبلٌة للموازنة‬
‫ متابعة تباٌنات الموازنة والعمل مع عملٌة الحوكمة للتعدٌل حسب‬
‫الحاجة‬ BY: MOHAMED GHANEM,PMP
- ‫ تخطٌط الموارد وإدارتها‬ PROFFISIONALS COACH
7.Project Cost Management Contents
Planning M&Q
1 Plan Cost Management
4 Control Costs
2 Estimate Costs
3 Determine Budget

PROFFISIONALS COACH
Lecture 04 : Project Cost Management
7.1.Plan
.1PlanCost
CostManagement
Management(Planning)
(Planning)
• Defining how the project costs will be estimated, budgeted, managed, Monitored, and controlled.
‫ تعو‬,‫•يالكت ريدقت ةيفيك ديدحت ةيلمع ه المكح و ه ق ر م و هتيرناد او إه ت ايم ع اضوتو ا‬
.‫الشم بف ا‬
‫ب‬ ‫ا‬
✓ provides guidance and direction on how the project costs will be manag
ed throughout the project.
.‫دم لىع عوشم ف ا كال ةر د ة‬
‫تو يشمال ر ال‬
‫يفيك نأشب هيجوتالو داشرإلا رفوت إ ا ع‬
✓

PROFFISIONALS COACH
Outputs 7..1Plan Cost Management (Planning)
-1 Cost management plan

It’s a component of the project management plan.
Describes how the project costs will be planned, structured, and controlled
Cost management plan can establish the following:

1- Units of measure (such as staff hours, staff days, or weeks for time measures; meters, liters, tons,
kilometers, or cubic yards for quantity measures; or lump sum)
2- Level of Precision (rounding up or down, ex: US$995.59 to US$1,000)
3- Level of Accuracy The acceptable range (ex: ± 10%)
4- Control thresholds (agreed-upon amount of variation to be allowed before some action needs to be taken)
5- Reporting formats

PROFFISIONALS COACH
PROFFISIONALS COACH
7.2. Estimate Costs (Planning)
• Developing an approximation of the cost of resources needed to complete project work.

. ‫•عوشمال لمع المكإل ةمزالال ةٌالمال دراومال ةفلكتل بٌرقت رٌدقت عضو ةٌلمع ه‬
✓ Determines the monetary resources required for the project.

PROFFISIONALS COACH
Guidelines to Estimate Costs

PROFFISIONALS COACH
7.2. Estimate Cost (Planning)
T&T ❑1- Analogous Estimate
Using historical data from a similar activity or project.

Used when there is a limited amount of detailed information
Less costly and less time-consuming but less accurate.
❑2- Parametric estimating

Used to calculate cost or duration based on historical data and project parameters. (e.g.,
square footage in construction) to calculate an estimate for activity parameters, such as
cost, budget, and duration.
❑3- Bottom-up estimating

• The cost of individual work packages or activities is estimated to the greatest level of specified
detail. The detailed cost is then summarized or “rolled up” to higher levels.
PROFFISIONALS COACH
T&T ❑ Three-Point Estimating
✓ The accuracy of single-point duration estimates may be improved by considering estimation
uncertainty and risk.
M : Most likely (based on realistic effort assessment for the required)
O : Optimistic (best-case scenario for the activity)
P : Pessimistic (worst-case scenario for the activity.)
❖ Triangular distribution. E = (O + M + P) / 3
❖ Beta distribution. E = (O + 4M + P) / 6
PROFFISIONALS COACH
Outputs ❑ COST ESTIMATES
Costs are estimated for all resources that are applied to the cost estimate includes:
Direct Cost (Labor, materials, equipment and services).
Inflation allowance, exchange rates
Cost contingency reserve
Indirect costs

PROFFISIONALS COACH
2.Estimate Costs (Planning)
Outputs ❑ COST ESTIMA TES Basis
❑Documentation of the basis of the estimate (i.e., how it was developed,)
❑Documentation of all assumptions made,
❑Documentation of any known constraints,
❑ Documentation of identified risks included when estimating costs,

PROFFISIONALS COACH
7.3. Determine Budget (Planning)
• Aggregating the estimated costs of individual activities or work packages to establish an

authorized cost baseline.
✓ Determines the cost baseline against which project performance can be monitored and
controlled.

PROFFISIONALS COACH
Guidelines of Estimating Cost Baseline

PROFFISIONALS COACH
T&T ❑Financing
✓Financing entails acquiring funding for projects.
✓It is common for long-term infrastructure and industrial to seek external sources of funds. If a project is funded
externally, the funding entity may have certain requirements that are required to be met.
COST AGGREGATION
Cost estimates are aggregated by work packages in accordance with the WBS.
The work package cost estimates are then aggregated for the higher component levels of the WBS (such as
control accounts) and, ultimately, for the entire project.
❑ Funding Limit Reconciliation
The expenditure of funds should be reconciled with any funding limits on the commitment of funds for
the project.
A variance between the funding limits and the planned expenditures will sometimes necessitate the
rescheduling of work to level out the rate of expenditures.
PROFFISIONALS COACH
T&T
TT ❑Data Analysis Management Reserve
Reserve Analysis : Contingency Reserve
Cost Baseline
Cost Budget
• Contingency Reserve.
• Management Reserve : Cost estimates
• For unforeseen work that is within scope of the project.
• Address the unknown unknowns that can affect a project.
• Is not included in the cost baseline but is part of the overall project budget.
• When an amount of management reserves is used to fund unforeseen work, the amount of management reserve
used is added to the cost baseline, thus requiring an approved change t o the cost baseline.

PROFFISIONALS COACH
Outputs ❑ Cost Baseline
✓ Is the approved version of the time-phased project budget.
✓ Excluding any management reserves.
✓ Can only be changed through formal change control procedures.
✓ It is used as a basis for comparison to actual results.

PROFFISIONALS COACH

PROFFISIONALS COACH
Budget Estimates

PROFFISIONALS COACH
7.4. Control Cost (M&C)
• Monitoring the status of the project to update the project costs and managing
changes to the cost baseline.
✓ The cost baseline is maintained throughout the

project.

PROFFISIONALS COACH
Project is to lead 1500 L.M of cables in 15 Days
Planed Cost to lead 1 L.M of cable = 100 $ = PV
Total Planed Cost = 1500 L.M X 100 = 150,000 $ = BAC
What is Planed Value after 10 Days ?
What is Actual Cost after 10 Days ?
What is Earned Value after 10 Days ?

PROFFISIONALS COACH
T&T ❑ Data Analysis
❑ Earned Value analysis:

1- Planned Value (PV)
- It is the authorized budget planned for the work to be accomplished for an activity.
2- Earned value (EV)

- It is the budget associated with the authorized work that has
been completed.
3- Actual Cost (AC)

- Is the realized cost incurred for the work performed on an activity during a
specific time period
PROFFISIONALS COACH
Project is to Install 1000 KG of G.I Duct work in 10 Days

Cost of 1 KG is 1$
After 5 Days only 400 KG finished and cost at this point is 600 $
What is Planed Value ?
What is Actual Cost ?
What is Earned Value ?

PROFFISIONALS COACH
❑ Vari ance analysis: .‫نيابتال ليلحت‬
1- Schedule variance (SV)

( SV = EV – PV )
2- Cost variance (CV) .‫ة ء د س‬

( CV = EV – AC )
3- Schedule Performance index (SPI) ‫اي قم وه‬

‫بمزال لوادج لةء فك س‬ ‫ال‬
( SPI = EV / PV )
4- Cost Performance index (CPI) ‫ةنزاومالب دراومال ةفلكت ةءافك سايقم‬
( CPI = EV / AC ) BY: MOHAMED GHANEM,PMP

PROFFISIONALS COACH
.4Control Costs (M/C)
Example :
Cost/Unit Quantity
Budget 2180 000
Actual 24160 00
PV =2000x180 = 360,000.00
EV =2000x160 = 320,000.00
AC =2400*160 = 384,000.00
Variance :
SV = EV - PV = 320'000 - 360'000 = -40'000 (Behind Schedule)
CV = EV - AC = 320'000 - 384'000 = -64'000 (Over Budget)
Performance Index
SPI = EV / PV = 320'000 / 360'000 = 0.88 (Behind Schedule)
CVI = EV / AC = 320'000 / 384'000 = 0.833 (Over Budget)
PROFFISIONALS COACH
SV > 0 Ahead of Schedule CV > 0 Under Budget
SV = 0 On Schedule CV = 0 On Budget
SV < 0 Behind Schedule CV < 0 Over Budget
SPI > 1 Ahead of Schedule CPI > 1 Under Budget
SPI = 1 On Schedule CPI = 1 On Budget
SPI < 1 Behind Schedule CPI < 1 Over Budget

PROFFISIONALS COACH
Project is to Install 1000 KG of G.I Duct work in 10 Days

Cost of 1 KG is 1$
After 5 Days only 400 KG finished and cost at this point is 600 $
What is CV,SV,SPI and CPI
Behind Schedule or ahead of schedule ?
Over Budget or Under budget ?

PROFFISIONALS COACH
T&T ❑Data Analysis
❑ Trend analysis: .‫يهاجتالا ل‬
Forecasting
▪ Estimate at Completion (EAC) = Actual costs + Estimate to Complete (ETC)
‫تعوشم ءنه اال العقو م‬+‫ينل البح ة يعف اةم ق ال‬
= ‫عوشمن يةا هال ف ةعقو مال‬ ‫ال ةميقالت‬
‫ل‬
1- If future work will be accomplished at the planned rate, use:

EAC = AC + BAC – EV ‫ال‬ ‫ةينايم ف بقتم‬+ ‫ةيلعفال‬
‫ال‬
2- If the CPI is expected to be the same for the remainder of the project
EAC = BAC/CPI ‫أ ا تال‬ ‫تع ذ ف‬
‫ؤم قف نوتل م اكالتالبحير دق ال م‬
‫أء دأ شي‬ ‫ةفلك‬
‫ي‬
‫ي مو ال بحعوشم ههج و يذ ا‬‫كا ن م نالضيفت او‬
‫هسفيالم ي‬ ‫ال‬
-3If both the CPI and SPI influence the remaining work
EAC = AC + [(BAC – EV)/ (CPI x SPI]) BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Variance at Completion ( VAC )
VAC = BAC - EAC

PROFFISIONALS COACH
.4Control Costs (M/C)
T&T ❑To-complete performance index (TCPI)
• is a measure of the cost performance that is required to be achieved with the remaining resources in order
to meet a specified management goal.
• Expressed as the ratio of the :
• The equation for the TCPI based on the BAC:

(BAC – EV) / (BAC – AC).
(BAC – EV) / (EAC – AC). If BAC is no longer Valid

If TCPI < 1Easier to complete
If TCPI > 1Harder to complete

PROFFISIONALS COACH
TT
❑ Variance analysis:

PROFFISIONALS
BY: E L- Sayed COACH MI- RMP®
Mohsen , PMP®,
P
2.7. : Plan and Manage Quality of Products/Deliverables
Task 7 : Plan and manage quality of

products/deliverables
2.7.1- Determine quality standard required for
project deliverables
2.7.2- Recommend options for improvement
based on quality gaps
2.7.3- Continually survey project deliverable
quality
‫التسلٌمات وإدارتها‬/‫ تخطٌط جودة المنتجات‬:7 ‫مهمة‬
‫ تحدٌد معٌار الجودة المطلوب لتسلٌمات المشروع‬
‫ اقتراح خٌارات للتحسٌن بناء على فجوات الجودة استمرار‬
-‫استطالع اآلراء حول جودة تسلٌمات المشروع‬
PROFFISIONALS COACH
8.Project Quality Management Contents
Planning M&Q
1 Plan Quality Management 3 Control Quality

Executing
2 Manage Quality

PROFFISIONALS COACH
8.Project Quality Management
VS
Quality
Grade

PROFFISIONALS COACH
8.Project Quality Management

PROFFISIONALS COACH
Lecture 05 : Project Quality Management
8.1. Plane Quality Management (Planning)
01. Plan Quality Management (Planning)
• Identifying quality requirements and/or standards for the project and its deliverables, and documenting
how the project will demonstrate compliance with quality requirements and/or standards.
✓ Provides guidance and direction on how quality will be managed and verified throughout the
project.

PROFFISIONALS COACH
Quality Standards and Regulations

PROFFISIONALS COACH
Cost Benefit Analysis:

• Compares the cost of the quality step to the expected benefit.
• Help the project manager determine if the planned quality activities are cost effective.
• Examples of benefits: less rework, higher productivity, lower costs, increased stakeholder
satisfaction, and increased profitability.

PROFFISIONALS COACH
Cost of quality:
Failure Found by the Failure Found by

Project Team the Customer
Outputs ❑Quality Management Plan
• A component of the project management plan that describes how applicable policies, procedures, and guidelines will
be implemented to achieve the quality objectives.
The quality management plan may include:
• Quality standards that will be used by the project.
• Quality objectives of the project.
• Quality roles and responsibilities.
• Project deliverables and processes subject to quality review.
• Quality control and quality management activities planned for the project.
• Major procedures relevant for the project, such as dealing with nonconformance, corrective actions procedures, and
O Quality Metrics : ‫سايق‬
continuous improvement ‫ةدوجال ات‬
procedures.
• Specify project or product attributes, how will be measured, and tolerance.
PROFFISIONALS COACH
.01Plan Quality Management (Planning)
Outputs ❑Quality Metrics
Describes a project or product attribute and how the Control Quality process will verify compliance to it.
➢ Some examples of quality metrics include:

• Percentage of tasks completed on time.
• Cost performance measured by CPI
• Failure rate
• Number of defects identified per day.
• Customer satisfaction scores

PROFFISIONALS COACH

PROFFISIONALS COACH
8.2. Manage Quality (Executing)
• Translating the quality management plan into executable quality activities that incorporate the
organization’s quality policies into the project.
✓ Increases the probability of meeting the quality objectives.

✓ Identifying ineffective processes and causes of poor quality.
✓ Uses the data and results from the control quality process to reflect the overall quality status of
the project to the stakeholders.

BY: E L- SayedPROFFISIONALS COACHMI- RMP®
Mohsen , PMP®,
P
Guidelines to Manage Quality

PROFFISIONALS COACH
T&T ❑Audits
➢ Audit is a structured, independent process used to determine if project activities comply with
organizational and project policies, processes, and procedures.
➢ Identifying all good and best practices being implemented.
➢ Identifying all nonconformity, gaps.

PROFFISIONALS
BY: E L- Sayed COACH MI- RMP®
Mohsen , PMP®,
P
Quality Audits

PROFFISIONALS COACH
02. Manage Quality (Executing)
TT
T&T  Root cause analysis (RCA)
Used to determine the basic underlying reason that causes a variance, defect, or risk.
Used as a technique for identifying root causes of a problem and solving them.
❑ Data Representation
❑ Cause-and-effect diagrams
➢ Also known as fishbone diagrams, why-why diagrams and Ishikawa diagrams
➢ Helping to identify the main or root cause of the problem.

BY: E SayedPROFFISIONALS COACH
Mohsen , PMP®,
P
T&T ❑Problem Solving
➢Defining the problem.
➢Identifying the root-cause.
➢Generating possible solutions.
➢Choosing the best solution.
➢Implementing the solution.
➢Verifying solution effectiveness.

PROFFISIONALS COACH
8.3. Control Quality (M&C)
• Monitoring and recording results of executing the quality management activities in order to assess
performance and ensure the project outputs are complete, correct, and meet customer expectations.
✓ verifying that project deliverables and work meet the requirements specified by key stakeholders
for final acceptance.

PROFFISIONALS COACH
Quality Measurement Tools
Control Pareto
Charts Chart
Statistical
Inspection
Sampling

PROFFISIONALS COACH
Control Chart and Variability
 Measurements that exceed the range between the upper and lower control limits are considered
to be an unstable process.
 Measurements that above the UCL or below the LCL result from an unstable process.
Variability below the mean

Variability above the mean BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Pareto Chart
 Pareto Chart a histogram
that is used to rank
causes of problems in a
hierarchical format .

PROFFISIONALS COACH
Statistical Sampling
 Statistical Sampling is choosing
part of a population of
interest for inspection.
 Used to determine
characteristics of an entire
population based on actual
measurement of it’s
representative sample.
 Produces a process that

doesn't require inspection of
every time. PROFFISIONALS COACH
Inspection
➢ Examination to the product to determine if it conforms to documented standards or to validate defect
repairs. Also called reviews, audits, or walkthroughs.
➢ Conducted at any level (ex: single activity or final product)

PROFFISIONALS COACH
Guidelines to Controlling Project Quality

PROFFISIONALS COACH
8.3. Control Quality (M&C)
.03Control Quality (M/C)
Outputs
VERIFIED DELIVERABLES
➢ A goal of the Control Quality process is to determine the correctness of deliverables.
➢ The results of performing the Control Quality process are verified deliverables that become an input to
the Validate Scope process for formalized acceptance.

PROFFISIONALS COACH
Control Quality Manage Quality
Focuses on defect identification. Focuses on defect prevention.
Vou try to find defects and correct them while making the Vou plan to avoid the defect in the planning phase.
product.
ls a Reactive process ls a Proactive process.
Are used to verify the quality of the product. lnvolves processes managing quality
Dealing with the deliverables to confirm if it is matching with Dealing with the processes during the execution to confirm if it
the is matching with organizational and project policies,
requirements and if it is approved will take it to validate scope processes , and procedures.
Process for Formai Acceptance by the customer.
Inspection are example of the quality contrai process. Quality audit is an example of Manage Quality Process
Summary
Control Quality = Product
Manage Quality = Process
Validate scope = Formal acceptance = accepted deliverables by customer
PROFFISIONALS COACH
‫ دقائق ان شاء هللا‬10 ‫نبدأ بعد‬

+201111921056 /EASY PMP
PROFFISIONALS COACH
2.2. : Manage Communications
Task 2 : Manage communications
2.2.1- Analyze communication needs of all
stakeholders
2.2.2- Determine communication methods, channels,
frequency, and level of detail for all
stakeholders
2.2.3- Communicate project information and updates
effectively
2.2.4- Confirm communication is understood and
feedback is received
‫ إدارة التواصل‬: 2 ‫مهمة‬
‫ تحلٌل متطلبات التواصل لجمٌع المعنٌٌن‬
‫ تحدٌد طرق التواصل وقنواته وتكراره ومستوى التفاصٌل لجمٌع‬
‫المعنٌٌن‬
‫ نقل معلومات المشروع والتحدٌثات بفعالٌة‬ BY: MOHAMED GHANEM,PMP
‫ التأكد من فهم رسالة التواصل وتلقً المالحظات‬ PROFFISIONALS COACH
Types of Communications
• Verbal: voice inflection
• Non verbal: body language, eye contact
Formal • Internal: inside project
Informal
• External: customer ,public other projects
Verbal Hierarchical • Formal: Briefings, reports
Non- focus.
verbal • Informal: memo, emails, Ad-hoc conversations
• Official : published reports
Communication • Un-official : off the records
• Hierarchical focus.
Written Internal • Upward:Senior management stakeholders.
Oral External •Downward.The team and others who contribute
Official to work
Un- •Horizontal: with peers
official
Written & oral: social media and websites, media
releases
6
PROFFISIONALS COACH
Project
Communications
Gov Team Management
Sponsor
CRITICALLINKS
between
people, ideas and
Department information -> Success!
Top
Management 90% of PM time is
spent communicating.
•
•
Media
PM

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4327- 535- 0100- 2+
PROFFISIONALS COACH
Communication Requirement Analysis

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Communication Type

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Communication Models

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10.1. Plane Communication Management (Planning)
Communication Methods Methods of
Interactive
Communications
•Interactive
•2 or more parties
•Multidirectional
•Most effective
Communication •Ensures common

understanding
•Push
Pull Push •One way from sender

•No guarantees of
delivery or
understanding
BY: MOHAMED GHANEM,PMP •Pull: •at recipient’s own

discretion 12
PROFFISIONALS COACH

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Communication Channel
• The larger the team and
the more people who
communicate, the more
messy it gets …
• Number of channels
does not grow linearly
with number of people.
• Number of
Communications
channels = N(N-1)/2
• HINT: on the exam
calculate the difference in
number of channels
Communication channel = N (N-1) / 2 where N is No. of
people. If N=3 → Channels = 3(3-1)/2 = 3 If N=4 → Channels =
4(4-1)/2 = 6

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+2-0100-535-4327
Feedback
Communication is a two way street
(Positive) (Negative)
 If the message was received and understood as  If the receiver does not understand what the
intended by the sender. sender intended to convey.
 In this case , the sender does not need to take  In this case , the sender must take some action
any action regarding the communication. to correct the misunderstanding.
 In most situations there will be no feedback, thus providing an implicit acceptance of the
message by the recipient.
 Effective feedback should be clear, specific, and offered in a timely manner.

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Outputs
Specifies what information will be distributed and
updated, in what format, how often, and to which
stakeholders; descriptions of communication models
and methods

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4327- 535- 0100- 2+
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Component of Communication Management Plan.
Communications Management Plan.

 Guidelines to Effectively manage the communication throughout the Project .
 Gather and distribute contact information for all
involved parties.
 Determine the communication needs of project’s

stakeholders.
 Determine the appropriate communication

technologies to use for communicating project
information.
 Make sure your communications management

plan includes all key includes.
 Integrate the communications management plan

into the overall project plan.
 Distribute the plan to project stakeholders PROFFISIONALS COACH
2.4. : Engage Stakeholders
Task 4 : Engage stakeholders
2.4.1- Analyze stakeholders (e.g., power
interest grid, influence, impact)
2.4.2- Categorize stakeholders
2.4.3- Engage stakeholders by category
2.4.4- Develop, execute, and validate a
strategy for stakeholder engagement
‫ إشراك المعنٌٌن‬: 4 ‫مهمة‬
‫ مصفوفة‬،‫ تحلٌل المعنٌٌن (على سبٌل المثال‬
)‫ التأثٌر‬،‫المصالح‬/‫السلطة‬
‫ تصنٌف المعنٌٌن‬
‫ إشراك المعنٌٌن حسب الفئة‬
‫ تطوٌر استراتٌجٌة إشراك المعنٌٌن وتنفٌذها والتحقق من‬
‫صالحٌتها‬ PROFFISIONALS COACH
13.1. Identify Stakeholders (Initiation)
T&T ❑Data Representation
Stakeholder Mapping and Representation:

✓ Is a method of categorizing stakeholders using various methods.
❖ Common methods include:
- Power/interest grid, power/influence grid, or impact/influence grid

✓ Power/interest grid: grouping the stakeholders based on their level of authority (“power”)
and their level or concern (“interest”).
✓ Power/influence grid: grouping the stakeholders based on their level of authority (“power”)
and their active involvement (“influence”) in the project.
✓ Influence/impact grid: grouping the stakeholders based on their active involvement (“influence”)
in the project and their ability to effect changes to the project’s planning or execution )“impact”).
PROFFISIONALS COACH
13.1. Identify Stakeholders (Initiation)
❑Power/interest grid

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Stakeholders Categories
 Sponsors : Who may be individuals or groups that provide the financial assistance, resources, and
support for the project. The sponsor formally authorizes the project by signing the project charter.
 Customers and users : who will approve the project’s deliverables.
 Sellers : who will provide components or services to the project under a contract.
 Organization Groups : that are internal stakeholders affected by the activities of the project team
such as legal, finance, operations, sales, and customer services.
 Functional Managers : who mange organizational departments such as human resources, finance,
procurement, or accounting and who need to support the project activities.
 Other Stakeholders : that contribute to or have an interest in the deliverables such as government
regulators, consultants, and financial BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Stakeholders Engagement Strategy

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13.2. Plan Stakeholder Engagement (Planning)
T&T Stakeholder Engagement Assessment Matrix
Unaware
Leading Resistant
Neutral
Supportive
PROFFISIONALS COACH
T&T ❑Data representation
➢Stakeholder engagement assessment matrix
Supports comparison between the current engagement levels of stakeholders and the desired engagement
levels required for successful project delivery.
❖The engagement level of stakeholders can be classified as follows:
✓ Unaware: Unaware of the project and potential impacts.
✓ Resistant: Aware of the project and potential impacts but resistant to any changes
✓ Neutral: Aware of the project, but neither supportive nor unsupportive.
✓ Supportive: Aware of the project and potential impacts and supportive of the work and its outcomes.
✓ Leading: Aware of the project and potential impacts and actively engaged in ensuring that the project is a success.
➢Stakeholder engagement assessment matrix
C: Represents the current engagement level of each stakeholder.
D: Indicates the level that the project team has assessed as essential to ensure project success (Desired).

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Outputs ❑Stakeholder Engagement Plan
✓ Is a component of the project management plan.
✓ Identifies the strategies and actions required to promote productive involvement of stakeholders in decision
making and execution.
✓ Specific strategies or approaches for engaging with individuals or groups of stakeholders.

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2.3. : Assess and Manage Risks
Task 3 : Assess and manage risks

required to deliver business value
2.3.1- Determine risk management
options
2.3.2- Iteratively assess and prioritize
risks
‫ تقٌٌم المخاطر وإدارتها‬:3 ‫مهمة‬
‫ تحدٌد خٌارات إدارة المخاطر‬
-‫ تقٌٌم المخاطر وتحدٌد أولوٌتها بشكل متكرر‬

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(Individual VS Overall) Project Risk

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Project Risk Management Objectives
The objective of project risk management

are to increase the probability and impact
of positive events, and decrease the
probability and impact of events adverse to
the Project.

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11.Project Risk Management Contents
Planning Executing
1 Plan Risk Management

6 Implement Risk response
2 Identify Risks
3 Perform Qualitative Risk Analysis M&Q

4 Perform Quantitative Risk Analysis
7 Monitor Risks
5 Plan Risk Responses

PROFFISIONALS COACH
10.1.Plan Risk Management (Planning)
Plan Risk Management is the process of Defining how to conduct risk management activities
for a project.
The Key Benefit of this process : ensures that the degree, type, and visibility of risk
management are proportionate to both risks and the importance of the project to the
organization and other stakeholders.

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Outputs
Risk Management Plan
Risk strategy: Describes the general approach to managing risk on this project
Methodology: Approaches, tools, and data sources that will be used.
Roles & responsibilities: Who will do what.
Funding: Identifies the funds needed to perform activities related to Project Risk Management
Timing: When and how often risk management processes will be done.
Risk categories : ( Risk Breakdown Structure) (RBS)

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Risk categories

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Definitions of risk probability and impacts
Definitions of risk probability and impact levels are specific to the project context and reflect the risk appetite and
thresholds of the organization and key stakeholders.

Probability and impact matrix
Stakeholder risk appetite:
Identify the risk thresholds of the organization(s) and key stakeholders on the project with regard to each objective
Reporting Formats:
How risk management output will be analyzed and documented.
Tracking:
How risk activities will be recorded, tracked, and audited.

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10.2.Identify Risks (Planning)
Identify Risks is the process of • Identifying individual project risks as well as sources of
overall project risk, and documenting their characteristics
The Key Benefit of this process : The documentation of existing individual project
risks and the sources of overall project risk.
Brings together information so the project team can respond appropriately to

identified risks.

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T&T Data Gathering
Brainstorming
Obtain a comprehensive list of individual project risks and sources of overall project risk
Checklists:
Risk checklists are developed based on historical information and knowledge that has been accumulated
from similar projects.
Interviews.

PROFFISIONALS COACH
T&T Data analysis
Root cause analysis:
• Used to discover the underlying causes that lead to a problem, and develop preventive action.
Assumption and constraint analysis:

Explores the validity of assumptions and constraints to determine which pose a risk to the project.
SWOT Analysis:
S= Strength W= Weakness
O= Opportunities T= Threats
Identify opportunities that are result of organization strength as well as threats that are result of
organization weakness
T&T Data analysis
Document analysis
Uncertainty in project documents may be indicators of risk on the project.
Prompt List
The risk categories in the lowest level of the risk breakdown structure can be used as a prompt list for
individual project risks.

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Outputs
Risk Register:
The risk register captures details of identified individual project risks.

The content of the risk register may include but is not limited to:
✓ List of identified risks.
✓ Potential risk owners.
Where a potential risk owner has been identified during the Identify Risks process, the risk owner is recorded in
the risk register. This will be confirmed during the Perform Qualitative Risk Analysis process .
✓ List of potential risk responses.
• Where a potential risk response has been identified during the Identify Risks process, it is recorded in the risk
register
Risk register will be updated through each process of risk management.

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Outputs
Risk Report:
Information in the risk report may include but is not limited to:
✓ Sources of overall project risk, indicating which are the most important drivers of overall project risk exposure.
✓ Summary information on identified individual project risks, such as number of identified threats and
opportunities, distribution of risks across risk categories, metrics and trends
Risk report will be updated through each process of risk management.
Project Documents Updates
• Assumption log
• Issue log
• Lessons learned register BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Risk Management Approach

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Risk Classification
Based on Impact Based on Source

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Business Risk Type

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11.3. Perform Qualitative Risk Analysis (Planning)
Perform Qualitative Risk Analysis is the process of • Prioritizing individual project

risks for further analysis or action by assessing their probability of
occurrence and impact as well as other characteristics.
The Key Benefit of this process : it focuses efforts on high-priority risks

PROFFISIONALS COACH
T&T
Risk Data Quality Assessment : Evaluates the degree to which the data about individual project risks is
accurate and reliable.
Considers the likelihood that a specific risk will occur.

Risk impact assessment considers the potential effect on one or more project objectives such as schedule,
cost, quality, or performance.

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T&T
Grouping risks into categories can lead to the development of more effective risk responses by
focusing attention and effort on the areas of highest risk exposure.
This helps finding risks need immediate response, risks need additional analysis, and risks need to be put on
the watch list.

PROFFISIONALS COACH
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11.4.Perform Quantitative Risk Analysis(Planning)
Perform Quantitative Risk Analysis is the process of : Numerically analyzing the combined
effect of identified individual project risks and other sources of uncertainty on overall project
objectives.
The Key Benefit of this process : Quantifies overall project risk exposure, and
it can also provide additional quantitative risk information to support
risk response planning.
This process is not required for every project, but where it is used, it is performed throughout the
project.

PROFFISIONALS COACH
T&T
Sensitivity analysis
Helps to determine which individual project risks or other sources of uncertainty have the most potential
impact on project outcomes.
Tornado diagram is a typical display of sensitivity analysis

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T&T
▪ Simulation. ▪ Decision tree analysis

▪ Influence diagrams ▪ Sensitivity analysis
Simulation.
Performed using a Monte Carlo analysis
Simulates the combined effects of individual project risks and other

sources of uncertainty to evaluate their potential impact on
achieving project objectives.
Computer software is used to iterate the quantitative risk analysis

model several thousand times

PROFFISIONALS COACH
T&T
Sensitivity analysis
Helps to determine which individual project risks or other sources of uncertainty have the most potential
impact on project outcomes.
Tornado diagram is a typical display of
sensitivity analysis

PROFFISIONALS COACH
T&T
Decision tree analysis
Used to support selection of the best of several alternative courses of action.

✓ Alternative paths through the project are shown in the decision tree.
✓ The decision tree is evaluated by calculating the expected monetary value of each branch, allowing the
optimal path to be selected.
✓ EMV = P x I where P=Probability and I=Impact

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Expected Monetary Value :

PROFFISIONALS COACH
11.5.Plan Risk Responses (Planning )
Plan Risk Responses is the process of • Developing options, selecting strategies, and
agreeing on actions to address overall project risk exposure, as well as to treat
individual project risks.
The Key Benefit of this process : Identifies appropriate ways to address overall project
risk and individual project risks.

PROFFISIONALS COACH
Escalate.
ESCALATE. ➢ Escalation is appropriate when the project team or the project sponsor
agrees that a threat is outside the scope of the project or the proposed
response would exceed the project manager’s authority
Extending the schedule

Prototype More tests
Reducing scope Stable supplier
Active acceptance
VS
Passive acceptance
Establish a contingency reserve,

including amounts of time, No proactive action
money, or resources to handle
the threat if it occurs.

PROFFISIONALS COACH
Escalate.
➢ Escalation is appropriate when the project team or the project sponsor
agrees that a Opportunities is outside the scope of the project or the
proposed response would exceed the project manager’s authority

Prototype More tests
Reducing scope Stable supplier
Strategies for overall project risk
➢ Escalation

Reducing scope

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11.6. Implement Risk Responses(Executing )
Implement Risk Responses is the process of • implementing agreed-upon risk

response plans.
The Key Benefit of this process : Ensures that agreed-upon risk responses are
executed as planned in order to address overall project risk exposure, minimize
individual project threats, and maximize individual project opportunities.

PROFFISIONALS COACH
T&T
EXPERT JUDGMENT
Expertise should be considered from individuals or groups with specialized knowledge to validate
or modify risk responses if necessary, and decide how to implement them in the most efficient
and effective manner.
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
Project management information systems can include schedule, resource, and cost software to
ensure that agreed-upon risk response plans and their associated activities are integrated into
the project alongside other project activities

PROFFISIONALS COACH
Outputs
CHANGE REQUESTS
Implementation of risk responses may result in a change request to the cost and schedule
baselines or other components of the project management plan
PROJECT DOCUMENTS UPDATES

Risk register
✓ May be updated to reflect any changes to the previously agreed-upon risk responses for individual
project risks.
➢ Risk report
✓ May be updated to reflect any changes to the previously agreed-upon risk response to overall
project risk exposure.
PROFFISIONALS COACH
11.7. Monitor Risks (M&C )
Monitor Risks is the process of • Monitoring the implementation of agreed-upon
risk response plans, tracking identified risks, identifying and analyzing new risks,
and evaluating risk process effectiveness throughout the project
The Key Benefit of this process : enables project decisions to be based on current
information about overall project risk exposure and individual project risks.

PROFFISIONALS COACH
T&T DATA ANALYSIS
Reserve analysis
Compares the amount of the contingency reserves remaining to the amount of risk remaining at
any time in the project in order to determine if the remaining reserve is adequate.
AUDITS
Used to consider the effectiveness of the risk management process.
✓ The project manager is responsible for ensuring that risk audits are performed at an
appropriate frequency, as defined in the project’s risk management plan.

PROFFISIONALS COACH
T&T MEETINGS:
Risk Reviews
✓ Examine and document the effectiveness of risk responses in dealing with overall project risk
and with identified individual project risks.
✓ Identification of new individual project risks.

✓ Reassessment of current risks.
✓ The closing of risks that are outdated.

✓ Issues that have arisen as the result of risks that have occurred.
✓ identification of lessons to be learned for implementation in ongoing phases in the current

project or in similar projects in the future
PROFFISIONALS COACH
Workaround
What is a workaround❓
Workarounds are responses that were not initially planned but are required to deal with emerging
risks that were previously unidentified or accepted passively.
Which plan will you use to manage a workaround❓

Please note that the contingency plan and fallback plan are developed to manage identified risks,
and workarounds are a response for unidentified risks. Therefore, none of these plans have
strategies for workarounds.
When any unidentified risk occurs, you will discuss it with your team members and come up
with a strategy to contain the incident.
Which reserve will you use for workarounds❓ BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
2.11. : Plan and Manage Procurement
Task 11 : Plan and manage procurement
2.11.1- Define resource requirements and
needs
2.11.2- Communicate resource requirements
2.11.3- Manage suppliers/contracts
2.11.4- Plan and manage procurement strategy
2.11.5- Develop a delivery solution
‫ تخطٌط المشترٌات وإدارتها‬:11 ‫مهمة‬
‫ تحدٌد متطلبات الموارد واحتٌاجاتها‬
‫ التواصل بشأن متطلبات الموارد‬
‫العقود‬/‫ إدارة الموردٌن‬
‫ تخطٌط استراتٌجٌة المشترٌات وإدارتها‬
-‫ تطوٌر حل للتسلٌم‬
PROFFISIONALS COACH
Procurement Strategy

PROFFISIONALS COACH
Procurement SOW
 Developed from the project scope baseline and
defines only that portion of the project.
 Describes the Procurement Items in sufficient

details and distributed to potential sellers, who will
use it to evaluate their capability to perform the
work or provide the service.
 Statement of work (SOW) can include

specifications, quantity desired, quantity levels and
performance reporting.

PROFFISIONALS COACH
Procurement Management Plan

PROFFISIONALS COACH
Qualified Vendors

PROFFISIONALS COACH
Qualified Vendors List

PROFFISIONALS COACH
Source Selection Criteria
 Source Selection Criteria is a set of attributes desired by the buyer which
a seller is required to meet or exceed to be selected for a contract.

PROFFISIONALS COACH
❑ BID DOCUMENTS
➢ Bid documents are used to solicit proposals from prospective sellers

➢Request for information (RFI).
➢Request for quotation (RFQ).
➢ Request for proposal (RFP).

✓ The buyer structures procurement documents to facilitate an accurate and complete
response from each prospective seller and to facilitate easy evaluation of the responses

PROFFISIONALS COACH
Bidder Conference

PROFFISIONALS COACH

PROFFISIONALS COACH

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External Resource Requirements and needs
 Outsourcing refers to moving beyond the

organization to secure services and
expertise from an outside source on a
contract.
 Outsourcing is used frequently because it

allows business to focus more on their
core competencies.

PROFFISIONALS COACH
Communication

PROFFISIONALS COACH
Contract Types
-1Fixed Price (FP)

-2Cost-reimbursable contracts
3- Time and material contracts )T&M.)

PROFFISIONALS COACH
Contract Types
-1Fixed Price (FP)

1.1Firm Fixed Price (FFP:)
✓ The most common used contract type.
✓ It is favored by most buying organizations because the price for goods is set at the
✓ outset. Buyer has little risk, provides he has a complete defined scope.
1.2 Fixed Price Incentive Fee (FPIF):

✓ Financial incentives tied to achieving agreed-upon metrics such financial incentives are related to cost ,
schedule, or technical performance of the seller.
✓ Ex: for every month early, $15,000 will be paid to the seller. BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Contract Types
-1Fixed Price (FP)

1.3Fixed price with economic price
adjustments (FPEPA.)
✓ Used whenever the seller’s performance period spans a considerable period of years.
✓ Special provision allowing for predefined final adjustments to the contract price due to changed conditions,
such as inflation changes or cost increases (or decreases) for specific commodities.

PROFFISIONALS COACH
Contract Types
-2Cost-reimbursable contracts
2.1Cost plus fixed fee (CPFF.)
✓The seller is reimbursed for all allowable costs for performing the contract work and
✓ Receives a fixed-fee payment calculated as a percentage of the initial estimated project costs.
2.2 Cost plus incentive fee (CPIF).

✓ The seller is reimbursed for all allowable costs for performing the contract work and
✓ receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract.
✓ If the final costs are less or greater than the original estimated costs, then both the buyer and seller share costs
based upon aprenegotiated cost-sharing formula.
PROFFISIONALS COACH
Contract Types
2- Cost-reimbursable contracts
2.3Cost plus award fee (CPAF.)
✓ The seller is reimbursed for all legitimate costs, but the majority of the fee is earned based on the satisfaction
of certain broad subjective performance criteria that are defined and incorporated into the contract.
✓ The determination of fee is based solely on the subjective determination of seller performance by the buyer.
✓ Not subject to appeals.

PROFFISIONALS COACH
Contract Types
-3Time and material contracts (T&M.)
✓ (also called time and means)
✓ a hybrid type of contractual arrangement with aspects of both cost-reimbursable and fixed-price
contracts.
✓ are often used for staff augmentation, acquisition of experts, and any outside support when a precise
statement of work cannot be quickly prescribed.

PROFFISIONALS COACH
Who Has More Risk ?
Buyer Seller

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Summary

PROFFISIONALS COACH
Delivery Solution
 The goal of procurement is the delivery of procured goods or services by the supplier
to the procuring organization.

PROFFISIONALS COACH
• Managing procurement relationships.

• Monitoring contract performance.
• Making changes corrections as appropriate.
• Closing out contracts.
✓ Ensures that both the seller’s and buyer’s performance meet the project’s requirements according to
the terms of the legal agreement.
✓ This process is performed throughout the project as needed.

PROFFISIONALS COACH
Control Procurement Process

PROFFISIONALS COACH
Contract Change Control System
 The System used to collect, track, adjudicate, and communicate changes to a contract.

PROFFISIONALS COACH
Types of Contract Changes

PROFFISIONALS COACH
Legal Concepts when Managing Disputes
 If the buyer and seller may resort to Alternative Dispute Resolution (ADR), which includes
meditation and arbitration, if settlement can't be achieved through direct negotiations held
between the parties.
 Negotiated settlements might be undertaken to arrive at a final equitable settlement of all
outstanding issues, claims, and disputes by negotiation.

PROFFISIONALS COACH
Claims Resolution Sequence

PROFFISIONALS COACH
Guidelines For Handling Disputes

PROFFISIONALS COACH
Closing Procurements

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Guidelines to Close Procurements

PROFFISIONALS COACH
Guidelines to Manage Suppliers and Contracts

PROFFISIONALS COACH
2.9 : Integrate Project Planning Activities
Task 9 : Integrate project planning activities
2.9.1- Consolidate the project/phase plans
2.9.2- Assess consolidated project plans for dependencies,
gaps, and continued business
value
2.9.3- Analyze the data collected
2.9.4- Collect and analyze data to make informed project
decisions
2.9.5- Determine critical information requirements
‫ دمج أنشطة تخطٌط المشروع‬:9 ‫مهمة‬
‫المرحلة‬/‫ دمج خطط المشروع‬
‫ تقٌٌم خطط المشروع المدمجة الكتشاف االعتمادٌة والفجوات ومردود‬
‫األعمال المستمر‬
‫ تحلٌل البٌانات التً تم جمعها‬
‫ جمع البٌانات وتحلٌلها التخاذ قرارات مدروسة بشأن المشروع‬ BY: MOHAMED GHANEM,PMP
-‫ تحدٌد متطلبات المعلومات المهمة‬ PROFFISIONALS COACH
Integration Management

PROFFISIONALS COACH
4.2. Develop Project Management Plan (Planning)
Defining, preparing, and coordinating all plan components and consolidating them into an integrated project
management plan.
✓ Production of a comprehensive document that defines the basis of all project work and how the
work will be performed.

PROFFISIONALS COACH
Outputs ❑project management plan
✓ Is the document that describes how the project will be executed, monitored and controlled, and
closed.
✓ It integrates and consolidates all of the subsidiary management plans and baselines, and other
information necessary to manage the project.

PROFFISIONALS COACH
Project Management Plan Tools and Techniques

PROFFISIONALS COACH
T&T

Project Management Information System (PMIS)
Project Management Information System (PMIS)
Microsoft Project
Outputs ❑ project management plan
✓ Change management plan. Describes how the change requests throughout the project will be
formally authorized and incorporated.
✓ Configuration management plan. Describes how the information about the items of the project
(and which items) will be recorded and updated so that the product, service, or result of the
project remains consistent and operative.
✓
Performance measurement baseline. An integrated scope-schedule-cost plan for the project
work against which project execution is compared to measure and manage performance.
✓ Project life cycle. Describes the series of phases that a project passes through from its
initiation to its closure.
PROFFISIONALS COACH
Configuration Management Plan
 Is a component of the project management Plan that describes how to identify and account for
project artifacts under configuration control, and how to record and report changes to them
Guidelines to Develop a Project Management Plan
Daily or 3 Times
per week

PROFFISIONALS COACH
Scaled Agile Framework ( SAFe)

PROFFISIONALS COACH
2.1 : Execute Project With The Urgency Required To Deliver Business Value
Task 1 : Execute project with the urgency

required to deliver business value
2.1.1- Assess opportunities to deliver value
incrementally
2.1.2- Examine the business value throughout the
project
2.1.3- Support the team to subdivide project tasks as
necessary to find the minimum
viable product
‫ تنفٌذ المشروع بالسرعة المطلوبة لتحقٌق مردود األعمال‬:1 ‫مهمة‬
‫ تقٌٌم الفرص لتحقٌق المردود بشكل تزاٌدي‬
‫ دراسة مردود األعمال عبر المشروع بالكامل‬
‫ دعم فرٌق العمل لتقسٌم مهام المشروع حسب الحاجة للوصول‬
‫إلى الحد األدنى من المنتج قابل لالستخدام‬ PROFFISIONALS COACH
4.3. Direct and Manage Project Work (Executing)
• Leading and performing the work defined in the project management plan.
• Implementing approved changes to achieve the project’s objectives.
✓ It provides overall management of the project work and deliverables.
✓ Improving the probability of project success.

PROFFISIONALS COACH
Examination of Business Value

 Business Value : The net quantifiable benefit derived from a business value endeavor. The
benefit may tangible, intangible, or both.

PROFFISIONALS COACH
Product Roadmaps

PROFFISIONALS COACH
Incremental Delivery

PROFFISIONALS COACH
Minimum Viable
Product

PROFFISIONALS COACH
Minimum Business Increment

 MBI : The Smallest amount of value that can be added to a product or service that benefits the
business.

PROFFISIONALS COACH
Cycle And Time box
The team works in iterations (Time boxes of equal duration) to deliver completed
features.
The team works on the most important feature, collaborating as a team to finish it.
Then the team works on the next most important feature and finishes it. The team may
decide to work on a few features at a time, but the team does not address all of the
work for the iteration at once (i.e., does not address all of the requirements, followed
by all of the analyses, etc.).

PROFFISIONALS COACH
Guidelines to Measure Ongoing Progress

PROFFISIONALS COACH
2.10 : : Manage Project Changes
Task 10 : Manage project changes
2.10.1- Anticipate and embrace the need for change
(e.g., follow change management
practices)
2.10.2- Determine strategy to handle change
2.10.3- Execute change management strategy according
to the methodology
2.10.4- Determine a change response to move the
project forward
‫ إدارة تغٌٌرات المشروع‬: 10 ‫مهمة‬
‫ اتباع ممارسات‬،‫ توقع الحاجة إلى التغٌٌر وتقبلها ( على سبٌل المثال‬
)‫إدارة التغٌٌر‬
‫ تحدٌد استراتٌجٌة التعامل مع التغٌٌر‬
‫ تنفٌذ استراتٌجٌة إدارة التغٌٌر حسب المنهجٌة‬ BY: MOHAMED GHANEM,PMP
‫ تحدٌد االستجابة للتغٌٌر للمضً بالمشروع قد ًما‬ PROFFISIONALS COACH
4.6. Perform Integrated Change Control (M&C)
▪ Reviewing all change requests; approving changes and managing changes to deliverables, project
documents, and the project management plan; and communicating the decisions.
✓ Allows for documented changes within the project to be considered in an integrated manner while
addressing overall project risk, which often arises from changes made without consideration of the
overall project objectives or plans.

Change Management Plan
 Is a component of the project management plan that establishes the change control board,
documents that extent of it’s authority, and describes how the change control system will be
implemented .

Causes of Project Changes
Inaccurate initial
Specification Changes
estimates
New Regulations Missed Requirements

PROFFISIONALS COACH
Change Control Systems
 A set of procedures that describes how modifications to

the project deliverables and documentation are managed
and controlled.
 Change control system can include:
 Forms
 Tracking Methods
 Processes
 Approval levels required for authorizing or rejecting
requested change.

PROFFISIONALS COACH
Change control board (CCB )
✓is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes
to the project and for recording and communicating such decisions.
❑ Approved change requests can require new or revised:

• Cost estimates
• Activity sequences
• Schedule dates
• Resource requirements
Analysis of risk response alternatives
Adjustments to the project management plan and project documents.
❖Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
Change Control Strategy
1- Change Identification
4- Course of Action
2- Change
Documentation
5- Updating Related Plans
3- Analyze the Impact of

change

PROFFISIONALS COACH
Steps of Change Request
1- Meeting with stakeholder to

understand reason / What he need
to change and document it

PROFFISIONALS COACH
Analyze impact of the change with

the project team on Project
Constrains ( Scope - Cost – Schedule
– Quality – Risk – etc.….)

PROFFISIONALS COACH
Inform stakeholder about the

impact of such change

PROFFISIONALS COACH
Submit change request to the CCB
If Rejected
Update change log.

PROFFISIONALS COACH
Submit request to the sponsor ( if

sponsor is not part of the CCB)
PMBOK.115

PROFFISIONALS COACH
Update change log.

PROFFISIONALS COACH
7 Project
Management Impacted
Update project management plan,
Plan baseline
Baselines and documents.

PROFFISIONALS COACH
inform the Relative stakeholder

PROFFISIONALS COACH
Implement the Approved change

Request by the Project team.

PROFFISIONALS COACH
1- Meeting with stakeholder to understand reason / What he need to change
2- Analyze impact of the change with the project team on Project Constrains ( Scope - Cost
– Schedule – Quality – Risk – etc.….)
3- Inform stakeholder about the impact of such change
4- Send change request to the CCB
5- Send request to the sponsor ( if sponsor is not part of the CCB) PMBOK.115
6- After approval by CCB/ Sponsor record the change in the change log
7- Update project management plan, Baselines and documents.

8- Communicate / inform the key stakeholder
9- Implement the Approved change Request by the Project
BY:team.
MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Change Management
Process Flowchart

PROFFISIONALS COACH
Approved Change Request

PROFFISIONALS COACH
Guidelines to Manage Project Changes

PROFFISIONALS COACH
2.12 : Manage Project Artifacts
Task 12 : Manage project artifacts

2.12.1- Determine the requirements (what, when, where,
who, etc.) for managing the
project artifacts
2.12.2- Validate that the project information is kept up to
date (i.e., version control) and
accessible to all stakeholders
2.12.3- Continually assess the effectiveness of the
management of the project artifacts
‫ إدارة نتاجات المشروع‬: 12 ‫مهمة‬
‫ وغٌرها) إلدارة‬،‫ األشخاص‬،‫ المكان‬،‫ الوقت‬،‫ تحدٌد المتطلبات (الماهٌة‬
‫نتاجات المشروع‬
)‫ التحقق من إبقاء معلومات المشروع محدّ ثة (أي التحكم فً اإلصدار‬
‫وسهلة الوصول لجمٌع المعنٌٌن‬
‫ التقٌٌم المستمر لفعالٌة إدارة نتاجات المشروع‬
PROFFISIONALS COACH
Project Artifacts

PROFFISIONALS COACH
Project Artifacts
Project Artifacts include but are not limited to Artifacts unique to agile projects
the following

PROFFISIONALS COACH
Configuration Management

PROFFISIONALS COACH
Storage/Distribution of Artifacts

PROFFISIONALS COACH
Version Control

PROFFISIONALS COACH
Version Control

PROFFISIONALS COACH
Guidelines to Continually Assess the Effectiveness of Management of Project Artifacts

PROFFISIONALS COACH
2.14 : Establish Project Governance Structure
Task 14 : Establish project governance

structure
2.14.1- Determine appropriate governance for
a project (e.g., replicate organizational
governance)
2.14.2- Define escalation paths and thresholds
‫ وضع هٌكل حوكمة المشروع‬: 14 ‫مهمة‬
،‫ تحدٌد الحوكمة المناسبة للمشروع (على سبٌل المثال‬
)‫تكرار الحوكمة المؤسسٌة‬
‫ تحدٌد مسارات التصعٌد والحدود الفاصلة‬

PROFFISIONALS COACH
Project Governance

PROFFISIONALS COACH
Project Governance Framework
A Project Governance Framework Can Include.

PROFFISIONALS COACH
Escalation Paths
Project Phases
Phase to Phase
Phase Gate Relationships
Guidelines to Determine Appropriate Governance for a Project

PROFFISIONALS COACH
2.15 : Manage Project Issues
Task 15 : Manage project issues

2.15.1- Recognize when a risk becomes an
issue
2.15.2- Attack the issue with the optimal
action to achieve project success
2.15.3- Collaborate with relevant
stakeholders on the approach to resolve the
issues
‫ إدارة مشاكل المشروع‬:15 ‫مهمة‬
‫ إدراك وقت تحول الخطر إلى مشكلة‬
‫ مواجهة المشكلة باإلجراء األمثل إلنجاح المشروع‬
‫ التعاون مع المعنٌٌن ذوي الصلة حسب األسلوب لحل‬
- ‫المشاكل‬ BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
Issues
Issues is a current condition or situation that may have an impact on the project
objectives. In other words, it is an action item that the project team must
address.
 Common areas include :
 Scope Change Control.
 Schedule Control.
 Cost Control.
 Quality.
 Risk.
 Procurement.
 Communication.
 Project Variance Analysis.
PROFFISIONALS COACH
Risks VS Issues
Focused on the Future Focused on the Present
Can be Positive or Negative Will always be Negative
Is Documented in the Risk Is Documented in the Issue

Register Log
Response is Called a “Risk Response is Called a
Response” “Workaround”
PROFFISIONALS COACH
Issues Log
Issues Log is a document where information about issues is recorded and
monitored. It is used to track problems, inconsistencies, or conflicts that occur
during the life of the Project and require investigation in order to work toward a
resolution.
 Issue Log can be like following :

PROFFISIONALS COACH
Issues Resolution

PROFFISIONALS COACH
Guidelines to Resolving Issues Resolution

PROFFISIONALS COACH
2.16 : Ensure Knowledge Transfer For Project Continuity
Task 16 : Ensure knowledge transfer for

project continuity
2.16.1- Discuss project responsibilities
within team
2.16.2- Outline expectations for working
environment
2.16.3- Confirm approach for knowledge
transfers
‫ ضمان نقل المعرفة الستمرار المشروع‬: 16 ‫مهمة‬

‫ مناقشة مسؤولٌات المشروع داخل فرٌق العمل‬
‫ تحدٌد التوقعات بالنسبة إلى بٌئة العمل‬
‫ التأكٌد على أسلوب نقل المعرفة‬ BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
4.4.Manage Project knowledge (Executing)
Explicit
VS
Tacit
knowledge knowledge
❑ Information management ❑ Knowledge Management

PROFFISIONALS COACH
4.4.Manage Project knowledge (Executing)
Outputs ❑lessons learned register
❑ The lessons learned register is created as an output of this process early in the project. Thereafter
it is used as an input and updated as an output in many processes throughout the project.
❑ The persons or teams involved in the work are also involved in capturing the lessons learned.
❑ Knowledge can be documented using videos, pictures, audios.
❑ At the end of a project or phase, the information is transferred to an organizational process asset
called a lessons learned repository.

PROFFISIONALS COACH
Considerations of Lesson Learned
Scheduling Lessons Learned Strategic Lessons Learned
Conflict Management Lessons Learned
Technical Lessons Learned

Vendor Lessons Learned
Other aspects of Lessons Learned Customer Lesson Learned

PROFFISIONALS COACH
 (Lesson Learned Register)  (Lesson Learned Repository)
 Used to record knowledge gained during a  A store of historical information about

project. lessons learned.
 Used in the current Project.  Will become an organizational process asset

for current and future Projects.
 Entered into the lesson learned repository.
 Entered into the lesson learned repository.
 As the project progresses, you will
continuously add information to the  Avoid repeating mistakes, and also leverage
lessons-learned register. the ongoing organizational learned.

PROFFISIONALS COACH
Project Responsibilities Within the Team
 The Project Manager has several interpersonal skills that are used to manage
knowledge these include:
 Leadership to communicate the organization’s vision and inspire the project team to focus on
the goals of the project.
 Facilitation to effectively guide a group to a successful solution to a problem.
 Political Awareness to keep the project manager aware of the organization’s political
environment.
 Networking to facilitate relations among project stakeholders so that knowledge is shared at

all levels.
PROFFISIONALS COACH
Working Environment Expectation

PROFFISIONALS COACH
Knowledge Transfer Approach
 Knowledge transfer consists of connecting individuals or virtually, to share
tacit knowledge and collaborate together.
 This can be accomplished by a number of techniques including:
 Networking.
 Meetings, Seminars, encourage people to interact and exchange ideas and knowledge.
 Training that involves interaction between attendees.

PROFFISIONALS COACH
Guidelines to Maintain Team and Knowledge Transfer

PROFFISIONALS COACH
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Task 17 : Plan and manage project/phase closure or transitions

2.17.1- Determine criteria to successfully close the project or
phase
2.17.2- Validate readiness for transition (e.g., to operations
team or next phase)
2.17.3- Conclude activities to close out project or phase (e.g.,
final lessons learned, retrospective, procurement, financials,
resources)
‫المرحلة أو عملٌات االنتقال وإدارتها‬/‫ تخطٌط إغالق المشروع‬:17 ‫مهمة‬

‫ تحدٌد المعاٌٌر للتمكن من إغالق المشروع أو المرحلة بنجاح‬
‫ إلى فرٌق العملٌات أو‬،‫ التحقق من االستعداد لعملٌة االنتقال (على سبٌل المثال‬
)‫المرحلة التالٌة‬
‫ الدروس‬،‫ إنهاء األنشطة إلغالق المشروع أو المرحلة (على سبٌل المثال‬
،ً‫ الموارد) التقٌٌم بأثر رجع‬،‫ الشؤون المالٌة‬،‫ المشترٌات‬،‫النهائٌة المستفادة‬ BY: MOHAMED GHANEM,PMP
PROFFISIONALS COACH
4.7. Close Project or Phase (Closing)
▪ Finalizing all activities for the project, phase, or contract.
✓ The project or phase information is archived.
The planned work is completed

This process is performed once or at predefined points in the project

PROFFISIONALS COACH
Close Project or Phase Criteria

PROFFISIONALS COACH
Close Procurement
 Procurements are closed when the contract terms of the

procurement have been satisfied by both buyer and seller.
 This occurs throughout the life of the project, not during

Project Closer.
 Contracts are not kept open any longer than necessary, to

avoid erroneous or unintentional charges against the
contract.

PROFFISIONALS COACH
Acceptance

PROFFISIONALS COACH
Payments

PROFFISIONALS COACH
Transition Planning Artifacts

PROFFISIONALS COACH
Transition Readiness

PROFFISIONALS COACH
Lesson Learned Register

PROFFISIONALS COACH

PROFFISIONALS COACH
Considerations of Lessons Learned

PROFFISIONALS COACH
Close out Meetings

PROFFISIONALS COACH
Retrospective

PROFFISIONALS COACH
Guidelines to Close a Project or Phase

PROFFISIONALS COACH
PROFFISIONALS COACH
‫انضم لجروبنا علي الفيس بوك من اللينك ده‬
https://www.facebook.com/groups/644647852756920
‫وتابع صفحتنا علي الفيس من هنا‬
https://www.facebook.com/EASY-PMP-102459931635284
‫ولمشاهدة قناتنا علي اليوتيوب من هنا‬
https://www.youtube.com/channel/UCeAAs4s_K_FN-DsRb5qbP-Q
+201111921056 /EASY PMP BY: MOHAMED GHANEM,PMP

PROFFISIONALS COACH
‫بالتوفٌق والنجاح فً‬
‫بالنجاح والتوفٌق فً‬ ‫االمتحان‬
‫الحٌاة العملٌة‬ ‫) ‪) Above Target‬‬
‫ان شاء هللا‬
‫‪By: Mohamed Ghanem,PMP‬‬

‫‪PROFFISIONALS COACH‬‬

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Process

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Task 13 : Determine appropriate project

- Predictive life cycles expect to take advantage of high certainty

- Predictive projects do not typically deliver business value until the

BY: MOHAMED GHANEM,PMP

Agile More modern approach

-Require research and development;

-A combination of Predictive, Iterative, Incremental and/or Agile

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Task 8 : Plan and manage scope

BY: MOHAMED GHANEM,PMP

if it is attached to project then it means the details Project

If it is used with the term product, it means the

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Using a particular grade of Plumbing Pipe could be your quality requirement.

• Making the house earth-quake proof could be a performance requirement

BY: MOHAMED GHANEM,PMP

The term project scope: is sometimes viewed as including product scope.

• PROJECT LIFE CYCLES RANGE ALONG A CONTINUUM FROM

• COMPLETION OF THE PROJECT SCOPE IS MEASURED AGAINST THE PROJECT

• COMPLETION OF THE PRODUCT SCOPE IS MEASURED AGAINST

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

1 Plan Scope Management 5 Validate Scope

2 Collect Requirements 6 Control Scope

BY: MOHAMED GHANEM,PMP

1- Scope Management Plan

Component of the project management plan.

2- Requirements Management Plan

Component of the project management plan.

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Interviews are also useful for obtaining confidential information

BY: MOHAMED GHANEM,PMP

Unanimity : Everyone agrees on a single course of action

Majority : Support from more than 50%

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Bring key stakeholders together to define product requirements

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

Prototyping is a method of obtaining early feedback on requirements by providing a model of the

BY: MOHAMED GHANEM,PMP

Join Application Design / Development (JAD)

A prototyping method that can use visuals or

BY: MOHAMED GHANEM,PMP

2- Requirements Traceability Matrix

Component of the project documents.

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP

BY: MOHAMED GHANEM,PMP