Based on PMBOK 5TH EditionBY: OMER ALSAYED OMER 
MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +...
KNOWING IS NOT ENOUGH;
WE MUST APPLY.
WILLING IS NOT ENOUGH;
WE MUST DO.
Johann Wolfgang von Goethe 
Learning Outcomes
Refresh quickly theories & fundamentals of project management
Initiate, Plan, Execute, Control, and Moni...
% retain of what you learn >> when
• lecture.5%5%
• reading.10%10%
• audio‐visual.20%20%
• see a demonstration.30%30%
• en...
Project Management Process Group and Knowledge Area Mapping
Knowledge Area Initiating Planning Executing M& C Closing
4. P...
Project Management Process Group
Initiation, 2, 4%
Planning, 24, 51%
Executing, 8, 17%
M&C, 11, 24%
Closing, 2, 4%
process...
Project Management Process Interactions
closingclosing
0‐1‐2‐3
Initiating our project
Initiation .
• project 
selection
• Project 
statement of 
work
Project charter
• Project 
charter ...
Inputs
Project Statement of 
work
Business case
Contract
EEF
OPA
T&T
Expert judgment
Output
Project Charter
AUTHORIZES
A narrative
description
of products,
services, or
results to be
delivered by
the project.
Strategic plan
Business need
Pro...
Statement Of Work ‐ sample
Project Title:Project Title:
• BP‐TC building 
Introduction / Background Introduction / Backgro...
Project charter contents (PMBOK)
Project 
PURPOSE or 
justification,
Measurable project 
OBJECTIVES and 
related success 
...
4.1.3.1 PROJECT CHARTER SAMPLE (1/2)
Project : • BPBC Training center building
Project SPONSOR: • Prof.  A. S. Jumaa
Proje...
4.1.3.1 PROJECT CHARTER SAMPLE (2/2)
Project Objectives Success Criteria Person Approving
Scope Build‐up area sqm 800  & l...
13.1 Identify Stakeholders
Input
Project charter
Procurement
documents
EEF
OPA
T&T
Stakeholder
analysis
Expert judgment
Me...
13.1 Identify Stakeholders
Stakeholders
Organizations/Institutions
BPCT‐Board
BPCT‐ Permanent Staff
BPCT‐Part time staff
B...
Stakeholders’ Power / Interest Grid
13.1.2.1 Stakeholder Analysis
BPCT‐Board
Client representative
Designer
Consultant
Pro...
13.1.3.1 Stakeholder register (PMI)
Name Position Role Contact Requirements Expectations Influence Class.*
Prof. Juma BPCT...
Group work Round#1
Grouping (each 4‐6)
Formats ready 
◦ blank paper – list
◦ P/I Grid
◦ S/H Register form
Exercise:
ERP Project (Statement Of Work)
Project Title:
• ERP System 
Introduction / Background 
• An organization that has no ERP ...
ERP PROJECT CHARTER
Project : • .
Project SPONSOR: • .
Project MANAGER: • .
Project Customer: • .
Project PURPOSE or 
Just...
STAKEHOLDER ANALYSIS MATRIX & Register form
Planning our project
Integration
• Planning processes
• Develop project 
management plan
• Project management 
plan
Scope
...
Planning processes
•4.2 Develop Project 
Management Plan
4. Project 
Integration 
Management
•5.1 Plan Scope Management
•5...
4.2 Develop Project Management Plan
Inputs
Project charter
Outputs from other
processes
Enterprise
environmental factors
O...
Subsidiaries' Plans
Scope 
management plan
Requirements 
management plan
Schedule 
management plan
Cost management 
plan
Q...
4.2.3.1 PROJECT MANAGEMENT PLAN 
Template (1/2)
Project Title: …..
Date Prepared: …….
Project Life Cycle:
…..
Variance and...
4.2.3.1 PROJECT MANAGEMENT PLAN 
Template (2/2)
Subsidiary Management Plans:
Area Approach
Requirements Management Plan
Sc...
Samples of PROJECT MANAGEMENT PLAN
5.3 Define Scope
Inputs
Scope management plan
Project charter
Requirements
documentation
Organizational process
assets
Too...
5.3.3.1 PROJECT SCOPE STATEMENT  SAMPLE
Project Title: ….. Date Prepared: ……. P 1/2
Product Scope Description:
Four story ...
7.2.2 Estimate Costs: Tools and Techniques
7.2.2.2 Analogous Estimating
uses the values:
• Cost, budget
• or measures (siz...
7.2.2 Estimate Costs: Tools and Techniques
7.2.2.3 Parametric Estimating
• between relevant 
historical data and 
other va...
Estimating techniques
Analogous 
L
Initiation
Parametric 
M
Planning
3‐points
H
Final plan
Bottom‐up
VH
executing
Analogous vs. Parametric 
Example
oYou are the project manager for the annual Earth 
Day 5k road race, with three primary ...
Group work Round #2
Determine which TYPE
of estimate (cost & 
duration) for: 
1. marketing, 
2. registration, 
3. race‐day...
Analogous vs. Parametric 
Example
Coordination
Cost: $700
parametric estimating ‐ 4 x 
$25 x 7
Duration: 7 hours analogous...
Executing
Executing processes
Direct & Manage Project Work
Work performance data
Executing processes
•4.3 Direct & Manage Project 
Work
•4.3 Direct & Manage Project 
Work
4. Project Integration 
Manageme...
INPUTS
9.4.1 Manage 
Project Team:
10.3.1 Control 
Communications:
11.2.1 Identify 
Risks: 
13.4.1 Control 
Stakeholder 
E...
Issue log 
template
PMI 
Issue ID Category Issue Impact on 
Objectives
Urgency
Responsible 
Party
Actions Status Due Date ...
Issue log sample
Monitoring & Control
Monitoring 
& Control 
processes
Monitor & 
Control 
Project 
Work
Control 
Scope
SCOPE 
CREEP
Work 
...
Monitoring & Control processes
•4.4 Monitor & Control 
Project Work
•4.5 Perform Integrated 
Change Control
4. Project 
In...
5.6 Control Scope
monitoring the status of the project and product scope and managing changes to the scope baseline.
Input...
SCOPE CREEP
Controlling
• the project scope 
ensures
• all requested changes and 
recommended corrective 
or preventive ac...
• elevation of 1,825 ft (556 m) above sea level, 
• 175 ft (53 m) above the stream bed. 
• capacity of 30,000 acre∙ft (37,...
St. Francis Dam (scope creep story)
7.4 Control Costs
Inputs
Cost management plan
Project funding requirements
Work performance data
Organizational process
as...
7.4.2 Control Costs: Tools and Techniques
7.4.2.1 Earned Value Management
It integrates the scope ,cost & schedule baselin...
7.4.2 Control Costs: Tools and Techniques
7.4.2.1 Earned Value Management
•SV = EV – PVSchedule 
variance
•CV= EV − ACCost...
Group work Round # 3
Calculate the followings
1. BAC
2. CV & SV
3. Cumulative CPI, SPI 
4. ETC 
5. EAC
7.4.2 Control Costs: Tools and Techniques
7.4.2.1 Earned Value Management
PV, 1500
PV, 3600
EV, 1200
AC, 1800
ETC, 5400
0
...
the budgeted rate:
EAC = AC + (BAC –
EV)
= 1800 + (3600‐
1200) 
=4,200
the present CPI
EAC = BAC / CPI
=3600/.6667=5,400
c...
Closing
Closing 
processes
Close Project 
or Phase 
process
Close 
Procurements 
process
Closed 
procurements
Organization...
Closing processes
•4.6 Close Project or 
Phase
4. Project 
Integration 
Management
5. Project Scope 
Management
6. Project...
4.6 Close Project or Phase
Inputs
Project 
management plan
Accepted 
deliverables
Organizational 
process assets
Tools & T...
12.4 Close Procurements
Inputs
Project
management plan
Procurement
documents
Tools & Techniques
Procurement audits
Procure...
12.4.3.1 Closed procurements
Vendor Performance Analysis
What Worked Well:
What Can Be Improved:
Record of Contract Change...
Organizational process assets
updates (lessons learned)
What Worked Well:
What Can Be Improved:
Risks and Issues
ID Risk o...
Project close‐out
Useful sites
2t‐PM
preparepm.comPmi.orgOliverlehmann.com
arab‐eng.org pmstudy.com
+249‐123494587
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Practical project management 12 feb 2014

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Practical project management 12 feb 2014

  1. 1. Based on PMBOK 5TH EditionBY: OMER ALSAYED OMER  MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587
  2. 2. KNOWING IS NOT ENOUGH; WE MUST APPLY. WILLING IS NOT ENOUGH; WE MUST DO. Johann Wolfgang von Goethe 
  3. 3. Learning Outcomes Refresh quickly theories & fundamentals of project management Initiate, Plan, Execute, Control, and Monitor & Close a project  Develop and manage a project based on case studies.  apply the all PMBOK Guide® knowledge areas to each phase of a project. cover each phase while applying it in the context of real‐world project work. Pursue learning through real world experiences and case studies ,in addition to technical competencies. Using examples from participants’ and the instructor’s own projects. Using templates form PMI R
  4. 4. % retain of what you learn >> when • lecture.5%5% • reading.10%10% • audio‐visual.20%20% • see a demonstration.30%30% • engaged in a group discussion.50%50% • practice what they learned.75%75% • teach someone else/use90%90%
  5. 5. Project Management Process Group and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project  Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource  Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications  Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close  Procurements 13. Project Stakeholder Management Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
  6. 6. Project Management Process Group Initiation, 2, 4% Planning, 24, 51% Executing, 8, 17% M&C, 11, 24% Closing, 2, 4% process Initiation Planning Executing M&C Closing
  7. 7. Project Management Process Interactions closingclosing
  8. 8. 0‐1‐2‐3
  9. 9. Initiating our project Initiation . • project  selection • Project  statement of  work Project charter • Project  charter  contents  (PMBOK) • PROJECT  CHARTER Stakeholders • Identify  Stakeholders  • Stakeholder  Analysis • Stakeholder  register
  10. 10. Inputs Project Statement of  work Business case Contract EEF OPA T&T Expert judgment Output Project Charter AUTHORIZES
  11. 11. A narrative description of products, services, or results to be delivered by the project. Strategic plan Business need Product/S/R scope description SOW references
  12. 12. Statement Of Work ‐ sample Project Title:Project Title: • BP‐TC building  Introduction / Background Introduction / Background  • Brain Power Training Centre has 5 years master plan to  extend it’s training & education and consultancy  activities  • BPTC is targeting to  optimize their training capacity in quantity & quality  and entering new market segments,  adding new innovated courses and material • BPTC plans to design & construct ONE‐OF‐A‐KIND new training center building  Objectives Objectives  • To increase training hours per year from 1,000 to 5,000 training hours per year .  Scope of work Scope of work  • Project work includes  • Design ,Construction & management of BP‐TC building
  13. 13. Project charter contents (PMBOK) Project  PURPOSE or  justification, Measurable project  OBJECTIVES and  related success  criteria, High‐level  REQUIREMENTS, ASSUMPTIONS and  constraints, High‐level project  DESCRIPTION and boundaries, High‐level  RISKS, Summary  MILESTONE schedule, Summary  BUDGET, STAKEHOLDER list, Project  APPROVAL  requirements  Assigned PROJECT  MANAGER,  responsibility  authority Name and  authority of the  SPONSOR
  14. 14. 4.1.3.1 PROJECT CHARTER SAMPLE (1/2) Project : • BPBC Training center building Project SPONSOR: • Prof.  A. S. Jumaa Project MANAGER: • Engr. M. Rudwan Project Customer: • BPBC Shareholders Project PURPOSE or  Justification: • multi‐story building at Khartoum center to accommodate all  training ,  academic & other events of BPBC activities as part of BPBC strategy plan  (2013‐2018) to enable it extend its’ existing & develop new program  Project DESCRIPTION: • G+3 story building with training facilities Project and Product  Requirements: • .. Acceptance Criteria: • Complete all works within specified budget, time frame & industry quality Initial Risks: • Lack of funding ‐ Governmental permeations –Growing market demand, … Charter # :001‐08‐13  Date Prepared: December 4,2013
  15. 15. 4.1.3.1 PROJECT CHARTER SAMPLE (2/2) Project Objectives Success Criteria Person Approving Scope Build‐up area sqm 800  & land scape 800 sqm + 10% QA Time 24 months 800 sqm + 10% AK Cost 5 USDG 5 USDG + 6 AK Quality …. … … Summary Milestones Due Date Project Design start 1st August 2014 Construction start 15 October 2014 Hand over 31 July 2015
  16. 16. 13.1 Identify Stakeholders Input Project charter Procurement documents EEF OPA T&T Stakeholder analysis Expert judgment Meetings Output Stakeholder register
  17. 17. 13.1 Identify Stakeholders Stakeholders Organizations/Institutions BPCT‐Board BPCT‐ Permanent Staff BPCT‐Part time staff BPCT‐Admin staff State Government MoGW MoHR National Council Training …. Beneficiaries Professionals Governmental bodies  private bodies Graduates Construction parties Client representative Designer Consultant Contractors
  18. 18. Stakeholders’ Power / Interest Grid 13.1.2.1 Stakeholder Analysis BPCT‐Board Client representative Designer Consultant Professionals (Engineers, Accountants,…) Contractors Sub‐contractors suppliers BPCT‐Part time staff BPCT‐ Permanent Staff Development & Labor Ministry of General works Graduates Governmental & private bodies  Ministry of Human Resources  National Council Training Interest Power
  19. 19. 13.1.3.1 Stakeholder register (PMI) Name Position Role Contact Requirements Expectations Influence Class.* Prof. Juma BPCT‐CEO Sponsor H 1 Eng. M. R. BPBC‐DM Designer H 2 Dr. A. R. National  Council  Training Governmental  Authority H 3 Eng. F.H. DIU‐ID AB‐Consult CC Contracting Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013 Signature:Stakeholder classification*: Internal/external, supporter/neutral/resistor, etc.
  20. 20. Group work Round#1 Grouping (each 4‐6) Formats ready  ◦ blank paper – list ◦ P/I Grid ◦ S/H Register form
  21. 21. Exercise:
  22. 22. ERP Project (Statement Of Work) Project Title: • ERP System  Introduction / Background  • An organization that has no ERP will be running on many kinds of software that do not allow  interaction. Customization also may be difficult it in some cases. This will negatively affect the  optimized functioning of organization's business activities Objectives  • ERP system enables interactions of marketing, sales, quality control, products processes,  supply lines, stocks and many other areas. Scope of work  • implement ERP systems in an organization, electronically syncing functions, processes, and  departments into a system with shared data and accessibility.
  23. 23. ERP PROJECT CHARTER Project : • . Project SPONSOR: • . Project MANAGER: • . Project Customer: • . Project PURPOSE or  Justification: • . Project DESCRIPTION: • . Project and Product  Requirements: • .. Acceptance Criteria: • . Initial Risks: • . Charter # :001‐08‐13  Date Prepared: December 4,2013
  24. 24. STAKEHOLDER ANALYSIS MATRIX & Register form
  25. 25. Planning our project Integration • Planning processes • Develop project  management plan • Project management  plan Scope • Plan scope  management • Requirements  management plan • Collect req. process • Requirements   documentation • Define scope process • Project scope  statement • Create WBS process • WBS  • WBS  dictionary cost • Estimate Costs Risk • Identify Risks process • Risk register Analogous vs.  Parametric cost  example
  26. 26. Planning processes •4.2 Develop Project  Management Plan 4. Project  Integration  Management •5.1 Plan Scope Management •5.2 Collect Requirements •5.3 Define Scope •5.4 Create WBS 5. Project Scope  Management •6.1 Plan Schedule  Management •6.2 Define Activities •6.3 Sequence Activities •6.4 Estimate Activity  Resources •6.5 Estimate Activity  Durations •6.6 Develop Schedule 6. Project Time  Management •7.1 Plan Cost Management •7.2 Estimate Costs •7.3 Determine Budget 7. Project Cost  Management •8.1 Plan Quality Management 8. Project Quality  Management •9.1 Plan Human Resource  Management 9. Project Human  Resource  Management •10.1 Plan Communications  Management 10. Project  Communications  Management •11.1 Plan Risk Management •11.2 Identify Risks •11.3 Perform Qualitative Risk  Analysis •11.4 Perform Quantitative  Risk Analysis •11.5 Plan Risk Responses 11. Project Risk  Management •12.1 Plan Procurement  Management 12. Project  Procurement  Management •13.2 Plan Stakeholder  Management 13. Project  Stakeholder  Management
  27. 27. 4.2 Develop Project Management Plan Inputs Project charter Outputs from other processes Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Facilitation Techniques Outputs Project management  plan defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
  28. 28. Subsidiaries' Plans Scope  management plan Requirements  management plan Schedule  management plan Cost management  plan Quality  management plan Process  improvement plan Human resource  management plan Communications  management plan Risk management  plan Procurement  management plan Stakeholder  management plan
  29. 29. 4.2.3.1 PROJECT MANAGEMENT PLAN  Template (1/2) Project Title: ….. Date Prepared: ……. Project Life Cycle: ….. Variance and Baseline Management Schedule Variance Threshold: …… Schedule Baseline Management: ….. Cost Variance Threshold: …. Cost Baseline Management: ….. Scope Variance Threshold: …. Scope Baseline Management: …. Quality Variance Threshold: …. Performance Requirements Management: …. Project Reviews: …… Tailoring Decisions: …… Project‐Specific Considerations: …..
  30. 30. 4.2.3.1 PROJECT MANAGEMENT PLAN  Template (2/2) Subsidiary Management Plans: Area Approach Requirements Management Plan Scope Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resources Management Plan Communications Management Plan Risk Management Plan Procurement Management Plan Change Management Plan Configuration Management Plan Baselines: Attach all project baselines.
  31. 31. Samples of PROJECT MANAGEMENT PLAN
  32. 32. 5.3 Define Scope Inputs Scope management plan Project charter Requirements documentation Organizational process assets Tools & Techniques Expert judgment Product analysis Alternatives generation Facilitation Techniques Outputs Project scope  statement Project  documents  updates DETAILED description of the project and product. boundaries -requirements collected will be INCLUDED in and excluded.
  33. 33. 5.3.3.1 PROJECT SCOPE STATEMENT  SAMPLE Project Title: ….. Date Prepared: ……. P 1/2 Product Scope Description: Four story building with training facilities Project Deliverables: • 4 story building of 800 sqm • Electromechanical • Landscaping • Furniture • Training facilities Project Acceptance Criteria: • As in the project charter with addition of: • … Project Exclusions: • Land acquire -Bank finance - …… Project Constraints: P 2/2 Project Assumptions: Site is ready for construction by October 2013 First design set (foundation structural drawings are completed by mid- September 2013) …….
  34. 34. 7.2.2 Estimate Costs: Tools and Techniques 7.2.2.2 Analogous Estimating uses the values: • Cost, budget • or measures (size, weight),  • complexity • from a previous, similar project • as the basis for estimating the same parameter adjusted for adjusted for  differences  in  complexity. used when used when  limited   detailed  information  Uses Uses  information  & expert  judgment. lessless costly, time,  lessless accurate.
  35. 35. 7.2.2 Estimate Costs: Tools and Techniques 7.2.2.3 Parametric Estimating • between relevant  historical data and  other variables  (building m2) . statistical  relationship  • the sophistication  • underlying data  built into the  model.  produce  higher levels  of accuracy  depending  upon: 1 sqm cost $2 10 sqm cost $20 +approx.
  36. 36. Estimating techniques Analogous  L Initiation Parametric  M Planning 3‐points H Final plan Bottom‐up VH executing
  37. 37. Analogous vs. Parametric  Example oYou are the project manager for the annual Earth  Day 5k road race, with three primary components:  marketing, registration, and race‐day coordination. oFor marketing, there will be 500 flyers printed up at  a cost $0.20 each. It took two weeks for the flyers to be printed for last  year event, so you estimate two weeks for the  printing of the brochures for this event. oLast year it took one week to design the on‐line  registration form and the cost to host the  registration website was $850.00 You estimate the  same this year. oThere will be four people used to coordinate the  race. Each resource will be paid $25 per hour and  they will be working an estimated seven hours,  based on the race last year. Marketing: • 500 flyers  • cost $0.20 each • 2 weeks  printing Registration • website • $850.00 • one week  Coordination • 4 people • $25 per hour  • seven hours
  38. 38. Group work Round #2 Determine which TYPE of estimate (cost &  duration) for:  1. marketing,  2. registration,  3. race‐day coordination
  39. 39. Analogous vs. Parametric  Example Coordination Cost: $700 parametric estimating ‐ 4 x  $25 x 7 Duration: 7 hours analogous Registration Cost: $850 analogous Duration: one week analogous Marketing Cost: $100 for brochures parametric estimating 500 x  $0.20 Duration: two weeks analogous
  40. 40. Executing Executing processes Direct & Manage Project Work Work performance data
  41. 41. Executing processes •4.3 Direct & Manage Project  Work •4.3 Direct & Manage Project  Work 4. Project Integration  Management •8.2 Perform Quality Assurance•8.2 Perform Quality Assurance 8. Project Quality  Management •9.2 Acquire Project Team •9.3 Develop Project Team •9.4 Manage Project Team •9.2 Acquire Project Team •9.3 Develop Project Team •9.4 Manage Project Team 9. Project Human  Resource Management •10.2 Manage Communications•10.2 Manage Communications 10. Project  Communications  Management •12.2 Conduct Procurements•12.2 Conduct Procurements 12. Project Procurement  Management •13.3 Manage Stakeholder  Engagement •13.3 Manage Stakeholder  Engagement 13. Project Stakeholder  Management
  42. 42. INPUTS 9.4.1 Manage  Project Team: 10.3.1 Control  Communications: 11.2.1 Identify  Risks:  13.4.1 Control  Stakeholder  Engagement:  OUTPUTS 4.4.3 Monitor  and Control  Project Work 9.4.3 Manage  Project Team 10.2.3 Manage  Communications 10.3.3 Control  Communications 13.3.3 Manage  Stakeholder  Engagement 13.4.3 Control  Stakeholder  Engagement project document used to document & monitor elements under discussion or in dispute between project  stakeholders Issue Log •9.4.1.4 •10.3.1.3 •13.4.1.2 Project  Documents •11.2.1.10 •13.4.1.4 Project  Documents  Updates • 4.4.3.4 • 9.4.3.3 • 10.2.3.3 • 10.3.3.4 • 13.4.3.4 Organizational  Process Assets  Updates • 10.2.3.4 • 13.3.3.5 Issue Log • 13.3.3.1
  43. 43. Issue log  template PMI  Issue ID Category Issue Impact on  Objectives Urgency Responsible  Party Actions Status Due Date Comments
  44. 44. Issue log sample
  45. 45. Monitoring & Control Monitoring  & Control  processes Monitor &  Control  Project  Work Control  Scope SCOPE  CREEP Work  performanc e reports Control  Costs (EV‐ AC‐CPI) Control risk  process Variance  analysis
  46. 46. Monitoring & Control processes •4.4 Monitor & Control  Project Work •4.5 Perform Integrated  Change Control 4. Project  Integration  Management •5.5 Validate Scope •5.6 Control Scope 5. Project Scope  Management •6.7 Control Schedule 6. Project Time  Management •7.4 Control Costs 7. Project Cost  Management •8.3 Control Quality 8. Project Quality  Management •. 9. Project Human  Resource  Management •10.3 Control  Communications 10. Project  Communications  Management •11.6 Control Risks 11. Project Risk  Management •12.3 Control Procurements 12. Project  Procurement  Management •13.4 Control Stakeholder  Engagement 13. Project  Stakeholder  Management
  47. 47. 5.6 Control Scope monitoring the status of the project and product scope and managing changes to the scope baseline. Inputs Project management plan Requirements documentation Requirements traceability matrix Work performance data Organizational process assets Tools & Techniques Variance analysis Outputs Work performance  information Change requests Project management plan  updates Project documents updates Organizational process assets  updates
  48. 48. SCOPE CREEP Controlling • the project scope  ensures • all requested changes and  recommended corrective  or preventive actions are processed • through the Perform  Integrated Change Control  process  The uncontrolled  •expansion to product  or project scope  without  •adjustments to time,  cost, and resources  is referred  •to as SCOPE CREEP.  Change is inevitable; therefore some type of change control process is mandatory for every project
  49. 49. • elevation of 1,825 ft (556 m) above sea level,  • 175 ft (53 m) above the stream bed.  • capacity of 30,000 acre∙ft (37,000,000 m3) June 1923 • capacity of the reservoir 32,000 acre‐feet (39,000,000 m3). July 1, 1924 • capacity of 38,000 acre‐feet (47,000,000 m3) • height would be 185 ft (56 m) March 1925 • Water began to fill the reservoir. March 1, 1926  • Two and a half minutes before midnight > the St. Francis  Dam disastrously failed. the resulting flood killed up to 600 people March 12, 1928 47,000,000 m3   (56 m H) 39,000,000 m3 37,000,000 m3 53 m H
  50. 50. St. Francis Dam (scope creep story)
  51. 51. 7.4 Control Costs Inputs Cost management plan Project funding requirements Work performance data Organizational process assets Tools & Techniques Earned value management Forecasting To-complete performance index (TCPI) Performance reviews Project management software Reserve analysis Outputs Work performance information Cost forecasts Change requests Project management plan  updates Project documents updates Organizational process assets  updates of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
  52. 52. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management It integrates the scope ,cost & schedule baselines, to form the performance baseline • authorized budget planned for the work to be accomplished for an activity or WP/CA. • The total of the PV (performance measurement baseline PMB ,also known as budget at  completion BAC). Planned value. Planned value.  • a measure of work performed expressed in terms of the budget authorized for that work.  Earned value. Earned value.  • realized cost incurred for the work performed on an activity during a specific time period. Actual cost. Actual cost. 
  53. 53. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management •SV = EV – PVSchedule  variance •CV= EV − ACCost variance •SPI = EV/PV Schedule  performance  index •CPI = EV/AC Cost  performance  index PV EV AC 1‐Jan‐13 0 0 0 1‐Feb‐13 1000 800 1200 1‐Mar‐13 1500 1200 1800 1‐Apr‐13 2500 1‐May‐13 3000 1‐Jun‐13 3600
  54. 54. Group work Round # 3 Calculate the followings 1. BAC 2. CV & SV 3. Cumulative CPI, SPI  4. ETC  5. EAC
  55. 55. 7.4.2 Control Costs: Tools and Techniques 7.4.2.1 Earned Value Management PV, 1500 PV, 3600 EV, 1200 AC, 1800 ETC, 5400 0 1000 2000 3000 4000 5000 6000 Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13 CUM COST Jan‐13 Feb‐13 Mar‐13 Apr‐13 May‐13 Jun‐13 PV 0 1000 1500 2500 3000 3600 EV 0 800 1200 AC 0 1200 1800 ETC 0 1200 1800 3750 4500 5400
  56. 56. the budgeted rate: EAC = AC + (BAC – EV) = 1800 + (3600‐ 1200)  =4,200 the present CPI EAC = BAC / CPI =3600/.6667=5,400 considering both  SPI and CPI factors EAC = AC + [(BAC – EV) / (CPI × SPI)] =1800 + {(3600‐ 1200)/(.6667*.83)} =6,135
  57. 57. Closing Closing  processes Close Project  or Phase  process Close  Procurements  process Closed  procurements Organizational  process assets  updates  (lessons  learned) Project close‐ out
  58. 58. Closing processes •4.6 Close Project or  Phase 4. Project  Integration  Management 5. Project Scope  Management 6. Project Time  Management 7. Project Cost  Management 8. Project Quality  Management 9. Project Human  Resource  Management 10. Project  Communications  Management 11. Project Risk  Management •12.4 Close  Procurements 12. Project  Procurement  Management 13. Project  Stakeholder  Management
  59. 59. 4.6 Close Project or Phase Inputs Project  management plan Accepted  deliverables Organizational  process assets Tools & Techniques Expert judgment Analytical  techniques Meetings Outputs Final product,  service, or result  transition Organizational  process assets  updates FINALIZING all activities across all of the Project Management Process Groups to formally complete the phase or project.
  60. 60. 12.4 Close Procurements Inputs Project management plan Procurement documents Tools & Techniques Procurement audits Procurement negotiations Records management system Outputs Closed procurements Organizational process assets updates COMPLETING each project procurement
  61. 61. 12.4.3.1 Closed procurements Vendor Performance Analysis What Worked Well: What Can Be Improved: Record of Contract Changes Record of Contract Disputes
  62. 62. Organizational process assets updates (lessons learned) What Worked Well: What Can Be Improved: Risks and Issues ID Risk or Issue Description Response Comments Quality Defects
  63. 63. Project close‐out
  64. 64. Useful sites 2t‐PM preparepm.comPmi.orgOliverlehmann.com arab‐eng.org pmstudy.com
  65. 65. +249‐123494587

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