Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
PMP SLIDE BY: مهندس استشارى حسن فرج ENG. HASSAN FARAG EL-SAYED PMP INSTRUCTOR AUS
1. Projects versus Operations
Projects Operations
HASSAN FARAG EL-SAYED
Performed by people Performed by people
Constrained by limited Constrained by limited
resources resources
Planned, executed and Planned, executed and
controlled controlled
Temporary Ongoing
Unique Repetitive
4. What is a project?
Temporary
Unique
Progressive elaboration
HASSAN FARAG EL-SAYED
5. What is a project?
Temporary with a beginning and end
Creates a unique product, service or result
Progressive elaboration
Done for a purpose
Has interrelated activities
HASSAN FARAG EL-SAYED
6. Temporary
Definite beginning and end
End is reached when the project objectives
have been achieved
Market Demands
Ad hoc team
HASSAN FARAG EL-SAYED
7. What is project
management?
Application of :
Knowledge
Skills
Tools and techniques
To project activities to meet or exceed
stakeholders’ expectations while using
resources efficiently and effectively
HASSAN FARAG EL-SAYED
8. What is a stakeholder?
Project manager
Customer
Performing organization
Sponsor
Team
Internal/external
End user
Society, citizens
HASSAN FARAG EL-SAYED
9. The project management team must:
Identify stakeholders
Determine their needs and expectations
Manage and influence those expectations
HASSAN FARAG EL-SAYED
10. Project Integration Management Processes
Develop the project charter: Work with stakeholders to
create the document that formally authorizes a project—
the charter.
Develop the preliminary project scope statement:
Work with stakeholders, especially users of the project’s
products, services, or results, to develop the high-level
scope requirements and create a preliminary project scope
statement.
Develop the project management plan: Coordinate all
planning efforts to create a consistent, coherent
document—the project management plan.
HASSAN FARAG EL-SAYED
11. Nine Project Management Knowledge Areas
Project Project Project Time
Integration Scope Management
Management Management
Project Cost Project Project Human
Management Quality Resource
Management Management
Project Project Risk Project
Communications Management Procurement
Management HASSAN FARAG EL-SAYED
Management
12. Project Integration Management Processes
Direct and manage project execution: Carry out the
project management plan by performing the activities
included in it.
Monitor and control the project work: Oversee project
work to meet the performance objectives of the project.
Perform integrated change control: Coordinate
changes that affect the project’s deliverables and
organizational process assets.
Close the project: Finalize all project activities to
formally close the project.
HASSAN FARAG EL-SAYED
14. Scope Statements
A scope statement is a document used to develop and
confirm a common understanding of the project scope.
HASSAN FARAG EL-SAYED
15. Contents of Scope Statement
Project objectives Initial list of defined risks
Product or service Summary of schedule
requirements and milestones
characteristics Rough order of magnitude
Project boundaries cost estimate
Deliverables Configuration management
Product acceptance criteria requirements
Project assumptions and Description of approval
constraints requirements
Organizational structure for
the project
HASSAN FARAG EL-SAYED
16. Project Management Plans
A project management plan is a document used to
coordinate all project planning documents and help
guide a project’s execution and control.
HASSAN FARAG EL-SAYED
17. Project Plans
Just as projects are unique, so are project plans.
Plans should be:
Dynamic
Flexible
Updated as changes occur
Plans should first and foremost guide project execution
by helping the project manager lead the project team
and assess project status.
HASSAN FARAG EL-SAYED
18. Common Elements of a
Project Management Plan
Introduction or overview of the project.
Description of how the project is organized.
Management and technical processes used on the
project.
Work to be done, schedule, and budget information.
HASSAN FARAG EL-SAYED
19. Stakeholder Analysis
A stakeholder analysis documents important (often
sensitive) information about stakeholders such as:
Stakeholders’ names and organizations.
Their roles on the project.
Unique facts about each stakeholder.
Their level of influence on and interest in the project.
Suggestions for managing relationships with each
stakeholder.
HASSAN FARAG EL-SAYED
21. Project Execution
Project execution involves managing and performing
the work described in the project management plan.
The majority of time and money is usually spent on
execution.
The application area of the project directly affects
project execution because the products of the project
are produced during project execution.
HASSAN FARAG EL-SAYED
22. Coordinating Planning and
Execution
Those who will do the work should help to plan the
work.
Project managers must solicit input from the team to
develop realistic plans.
HASSAN FARAG EL-SAYED
23. Important Skills for Project
Execution
General management skills such as leadership,
communication, and political skills.
Product, business, and application area skills and
knowledge.
Use of specialized tools and techniques.
HASSAN FARAG EL-SAYED
24. Monitoring and Controlling
Project Work
Changes are on most projects, so it’s important to
develop and follow a process to monitor and control
changes.
Monitoring project work includes collecting,
measuring, and disseminating performance
information.
Two important outputs of monitoring and controlling
project work include recommended corrective and
preventive actions.
HASSAN FARAG EL-SAYED
25. Integrated Change Control
Three main objectives are:
Influence the factors that create changes to ensure that
changes are beneficial.
Determine that a change has occurred.
Manage actual changes as they occur.
A baseline is the approved project management plan
plus approved changes.
HASSAN FARAG EL-SAYED
26. Change Control System
A formal, documented process that describes when and
how official project documents and work may be
changed.
Describes who is authorized to make changes and how
to make them.
HASSAN FARAG EL-SAYED
28. Project Management:
Project Organization
Control Flow
Information Flow Chief Executive
First Level Manager
(“Front-Line Manager”)
Project Members
A B
A wants to talk to B: Complicated Information Flow
A wants to make sure B does a certain change: Complicated
Control flow
Basis of organization:
Complicated information and control flow
across hierarchical boundaries
HASSAN FARAG EL-SAYED
29. Example of Organization:
Chief Programmer Team
Chief Programmer
Assistant
Chief Programmer
Senior
Librarian Administration Tester
Programmer
Junior
Programmer
HASSAN FARAG EL-SAYED
30. Project-Based Project Organization
Project
Leader
Coaches
Subsystem Subsystem Subsystem
Team Team Team
A B Team
Members
A wants to talk to B: Communication Flow
A wants to make sure B does a certain change:
Decision Flow
Basis of organization:
Nonlinear information flow across dynamically formed units
HASSAN FARAG EL-SAYED
31. Assigning Responsibilities To People
Team
“To Do” List for the Project
A
• Role 1
Person A
•
Item Item 1
•
Item
1 Item 2 Role 1
•
Item
2
Item 9 Role 2
•
Item
3 Role 2
•
Item
4
Item 4
•
Item
5 Person B
• Item 5
Item
6
•
Item
7 Item 7
Item
8 Role 3
Role 3
9 Item 3
Item 6
Item 8
HASSAN FARAG EL-SAYED
33. PERT Chart Example for "Building a House"
12/3/94 12/21/94 1/11/95
Install Install Install
Interior Interior Wallboard
Plumbing Electrical
Building a House:
0 0 0 1/22/95
12 15 9 Paint
MS Project PERTcy
Interior
Chart with Duration of
Activities (Pfleeger 2.3) 0 2/8/95
11
1/22/95 Install
Interior
Install Doors
Flooring
0
10/15/94 11/5/94 7
8/27/94 8/27/94 9/17/94 10/1/94 0 2/16/95
Lay Build 18
STAR Survey Excava Buy 1/19/95 FINIS
Founda Outside
T ing tion Material H
tion Wall Install
0 Roofing 1/19/95 0
0 12 0 0 0
0 10 10 Install 0
3 15 20 12
9 Exterior
Doors
8/27/94
15
Request 1/12/95
6
Permits Paint
0 Exterior
15 12
5
12/3/94 12/17/94 12/31/94
Install Install Install
Start Time 8/29/94
Exterior Exterior Exterior
Legend Plumbing Electrical Siding
12 12 12
Slack Time 0 8
10 10
Duration 0
HASSAN FARAG EL-SAYED
34. Slack Time and Critical Path
Slack Time
Available Time - Estimated (―Real‖) Time for a task or
activity
Or: Latest Start Time - Earliest Start Time
Critical Path
The path in a project plan for which the slack time at
each task is zero.
The critical path has no margin for error when performing
the tasks (activities) along its route.
HASSAN FARAG EL-SAYED
36. Initiation Phase
Define the need
Return on Investment Analysis
Make or Buy Decision
Budget Development
HASSAN FARAG EL-SAYED
37. Definition Phase
Determine goals, scope and project constraints
Identify members and their roles
Define communication channels, methods, frequency
and content
Risk management planning
HASSAN FARAG EL-SAYED
38. Planning Phase
Resource Planning
Work Breakdown Structure
Project Schedule Development
Quality Assurance Plan
HASSAN FARAG EL-SAYED
39. Work Breakdown Structure
For defining and organizing the
total scope of a project
First two levels - define a set
of planned outcomes that
collectively and exclusively
represent 100% of the project
scope.
Subsequent levels - represent
100% of the scope of their
parent node
HASSAN FARAG EL-SAYED
40. Implementation Phase
Execute project plan and accomplish project goals
Training Plan
System Build
Quality Assurance
HASSAN FARAG EL-SAYED
43. Project Management Tools
PERT Chart- designed to
analyze and represent the
tasks involved in completing a
given project
• Gantt Chart - popular type of
bar chart that illustrates a
project schedule
HASSAN FARAG EL-SAYED
44. Role of a Project Manager
• Project issues
• Disseminating project information • Implementing standard processes
• Mitigating project risk • Establishing leadership skills
• Quality • Setting expectations
• Managing scope • Team building
• Metrics • Communicator skills
• Managing the overall work plan
Process People
Responsibiliti Responsibilit
es ies
HASSAN FARAG EL-SAYED
47. Scope Management
Project Scope Management is the process to ensure that the
project is inclusive of all the work required, and only the work
required, for successful completion.
Primarily it is the definition and control of what IS and IS NOT
included in the project.
HASSAN FARAG EL-SAYED
48. Issue Management
Issues are restraints to accomplishing the deliverables of the
project.
Issues are typically identified throughout the project and logged
and tracked through resolution.
In this section of the plan the following processes are depicted:
Where issues will be maintained and tracked
The process for updating issues regularly
The escalation process
The vehicle by which team members can access documented issues
HASSAN FARAG EL-SAYED
49. Cost Management
This process is required to ensure the project is
completed within the approved budget and includes:
Resource Planning - The physical resources required
(people, equipment, materials) and what quantities are
necessary for the project
Budget
Budget estimates
Baseline estimates
Project Actuals
HASSAN FARAG EL-SAYED
50. Cost Terms:
Cash flow analysis determines the estimated annual
costs and benefits for a project and the resulting annual
cash flow.
Cost budgeting: Allocating the overall cost estimate to
individual work items to establish a baseline for
measuring performance.
Cost control: Controlling changes to the project
budget.
Cost estimating: Developing an approximation or
estimate of the costs of the resources needed to
complete a project.
HASSAN FARAG EL-SAYED
51. Direct costs are costs that can be directly related to
producing the products and services of the project.
Indirect costs are costs that are not directly related to
the products or services of the project, but are
indirectly related to performing the project.
Life cycle costing considers the total cost of ownership,
or development plus support costs, for a project.
Profits are revenues minus expenses.
A cost management plan is a document that describes
how the organization will manage cost variances on the
project.
Cost budgeting involves allocating the project cost
estimate to individual work items over time.
HASSAN FARAG EL-SAYED
52. 2- Cost Estimation:
Total direct cost
Total Materials cost
Total Labor cost
Total Equipment cost
Total Sub-contract
Total indirect cost (overhead)
Project (job or site) overhead (10 to 20 %)
Office (management) overhead (5 to 10 %)
Sales tax (3 to 6 %)
.
HASSAN FARAG EL-SAYED
53. Risk estimation (for critical activities and resources)
(Owner === Change orders === from 0 up to 25%)
Total cost = Direct cost + Indirect cost + Risk
estimation
Profit (10 to 20 %) For normal projects
Price = Total cost + Profit
Markup = Office overhead + Profit = (15 to 30 %)
Profit = Revenue – Total cost
% = Revenue / Total cost
HASSAN FARAG EL-SAYED
54. Price policy for construction projects:
Price limit = (1.3 to 1.7)
Margin Factor = 1.3 to 1.5
Price Estimation Parameters:
Price = Total Cost * Weight Factor
HASSAN FARAG EL-SAYED
55. 1- Project information:
Scope and requirements -Location and Utilities
HSE (Health-Safety-Environment) requirements
Quality requirements
Duration, etc.
2- Contractor information:
Company strategy or policy
Resource availability
Available and unused capacity (work load)
Overhead ratio
Value added ratio
Contractor history (CV & Quality manual), etc.
HASSAN FARAG EL-SAYED
56. 3- Owner information:
Owner strategy or policy
Contract type
Price measurement (LE or $)
Payment condition (Cash flow)
Bonus/ penalty
Future projects
Owner history, etc.
4- Market information:
Competition level
Relationships
Environment conditions
Limitations and constraints, etc.
HASSAN FARAG EL-SAYED
57. Quality Management
Quality Management is the process that insure the
project will meet the needs via:
Quality Planning, Quality Assurance, and Quality
Control
Clearly Defined Quality Performance Standards
How those Quality and Performance Standards are
measured and satisfied
How Testing and Quality Assurance Processes will ensure
standards are satisfied
Continuous ongoing quality control
HASSAN FARAG EL-SAYED
58. Communications Management
This process is necessary to ensure timely and appropriate
generation, collection, dissemination, and storage of project
information using:
Communications planning
Information Distribution
Performance Reporting
Define the schedule for the Project Meetings (Team), Status
Meetings and Issues Meetings to be implemented
HASSAN FARAG EL-SAYED
59. Risk Management
Risk identification and mitigation strategy
Whenif new risks arise
Risk update and tracking
HASSAN FARAG EL-SAYED
60. Change Control Management
Define how changes to the project scope will be
executed
Formal change control is required for all of the following
1.Scope Change
2.Schedule changes
3.Technical Specification Changes
4.Training Changes
All changes require collaboration and buy in via the project
sponsor’s signature prior to implementation of the changes
HASSAN FARAG EL-SAYED