1_Project Management Foundation

PPROJECTROJECT MMANAGEMENTANAGEMENT
PPROFESSIONALROFESSIONAL
PMBOKPMBOK
66thth EEditiondition Hisham Haridy, MBA, PMP, PMI-RMP, PMI-SP
Copyright © 2018 by Knowledge valley Company. All rights reserved.

IINTRODUCTIONNTRODUCTION
PMBOKPMBOK
66thth EEditiondition Hisham Haridy, MBA, PMP, PMI-RMP, PMI-SP

Who Am I?
HISHAM HARIDY, BSc, MBA, PMP®, PMI-RMP®, PMI-SP®, Project
Management Director at Knowledge Valley for Management and
Consultation Services - Kingdom of Saudi Arabia, is a graduate from
Egypt with B.Sc. of Civil engineering in 2001 and has Master of Business
Administration (MBA) from AASTMT & Universitat Autònoma de
Barcelona (UAB).
INTRODUCTION PMBOK 6th Edition
HISHAM HARIDY, BSc, MBA, PMP®, PMI-RMP®, PMI-SP®, Project
Management Director at Knowledge Valley for Management and
Consultation Services - Kingdom of Saudi Arabia, is a graduate from
Egypt with B.Sc. of Civil engineering in 2001 and has Master of Business
Administration (MBA) from AASTMT & Universitat Autònoma de
Barcelona (UAB).
HISHAM has more than 17 years of experience as a project management consultant
across many industries and business sectors in different positions. He worked for a
variety of organizations (LafargeHolcim, ASEC, ..etc..) as a project management and
project services practitioner and was responsible for all aspects of project planning &
control and risk management for projects based in Middle East (KSA, UAE, Iraq, Syria
..etc..), far east (Indonesia, Malaysia, ...etc) and sub-Saharan and Africa (Nigeria, Kenya,
Congo..etc..).
Recently, he has achieved significant success as a freelance project management
consultant by his passion of mixing the project management theory and practice.

Who Are You?

What’s Your Expectations?

Who Should Attend?
 Project managers
 Project team members
 Professionals from various industries, such as IT,
construction, etc.,
 Who are interested to become PMP certified.
 Project managers
 Project team members
 Professionals from various industries, such as IT,
construction, etc.,
 Who are interested to become PMP certified.

What Will You Get?
 Recognize the value of Project Management and clearly describe the project
objectives and how the Logical Framework technique can help the overall
management of a project.
 Initiate, plan, and carry out a project that accomplishes objectives and
satisfies stakeholders.
 Manage a project through each stage of the project management lifecycle.
 Recognize the value of Project Management and clearly describe the project
objectives and how the Logical Framework technique can help the overall
management of a project.
 Initiate, plan, and carry out a project that accomplishes objectives and
satisfies stakeholders.
 Manage a project through each stage of the project management lifecycle.
 Apply the methodologies and the recognized
practices of formal project management in
alignment with the Guide to the Project
Management Body of Knowledge, (PMBOK®
Guide) Sixth Edition.

Course Content
Introduction
The Environment in Which Projects Operate and PM Role
Project Management Processes
Project Scope management
Project Schedule Management
Project Cost Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Project Integration Management

PMBOK Guide
This program will rely on PMBOK “Project
Management Body of Knowledge
terminology for consistency across projects,
practices, organizations, and industries.
 Provides a common language.
 Serves as a reference resource.
 Recognized as a standard.
Proven traditional practices that are widely
applied as well as innovative practices that
are emerging in the profession.

Agile Guide
The Agile Practice Guide is project-focused
and addresses project life cycle selection,
implementing agile, and organizational
considerations for agile projects.
 A collaborative effort by the PMI and Agile
Alliance.
 A bridge to understanding the pathway from
a predictive approach to an agile approach
The Agile Practice Guide is project-focused
and addresses project life cycle selection,
implementing agile, and organizational
considerations for agile projects.
 A collaborative effort by the PMI and Agile
Alliance.
 A bridge to understanding the pathway from
a predictive approach to an agile approach
Provides practical guidance geared toward
project leaders and team members
adapting to an agile approach in planning
and executing projects

Exam RequirementsExam Requirements
1. 35 Contact Hours
 You will get these at the end of this course.
2. Education
 Bachelors Degree
– 4500 hours of PM Experience
• Three years within the last eight years
 High School Graduate
• Five years within the last eight years
1. 35 Contact Hours
 You will get these at the end of this course.
2. Education
 Bachelors Degree
• Three years within the last eight years
 High School Graduate
• Five years within the last eight years

Waterfall Vs. Agile

Exam FormatExam Format
 Passing score is 106 out of 175 questions (approx 61%)
 Questions may be poorly worded
 Requires memorization of Inputs/Outputs/ Tools & Techniques
No. of Scored Questions
No. of Pretest (Unscored)
Questions
Total Examination
Questions
175 25 200
 Passing score is 106 out of 175 questions (approx 61%)
 Questions may be poorly worded
 Requires memorization of Inputs/Outputs/ Tools & Techniques
175 25 200
Allotted Examination Time
4 hours

 Projects are temporary.
 Has definite beginning and end, the end is reached when the project’s objective
have been achieved.
 Projects are unique.
 Projects are undertaken to fulfill objectives by producing deliverables.
 Every project creates a unique product, service, or results.
 Project Initiation Context.
 Organizational leaders initiate projects in response to factors acting upon their
organizations.
A project is a temporary endeavor undertaken to create a unique product, service or
result.
ProjectsProjects
 Projects are temporary.
 Has definite beginning and end, the end is reached when the project’s objective
have been achieved.
 Projects are unique.
 Projects are undertaken to fulfill objectives by producing deliverables.
 Every project creates a unique product, service, or results.
 Project Initiation Context.
 Organizational leaders initiate projects in response to factors acting upon their
organizations.
 Projects enable business value creation.
 The net quantifiable benefit derived from a
business endeavor.
 Projects drive change.
 Projects drive change in organizations.

Project ObjectivesProject Objectives
 Something toward which work is to be directed, a strategic position to be
attained, or a purpose to be achieved, a result to be obtained, a product to
be produced, or a service to be performed.
 Each project must have at LEAST one objective.
 The objectives of the project MUST be made known to all project personnel
and all managers, at every level of the organization.
 Project objective MUST follow the SMART rule;
 S = specific
 M = measurable
 A = attainable
 R = realistic or relevant
 T = time bound
 Something toward which work is to be directed, a strategic position to be
attained, or a purpose to be achieved, a result to be obtained, a product to
be produced, or a service to be performed.
 Each project must have at LEAST one objective.
 The objectives of the project MUST be made known to all project personnel
and all managers, at every level of the organization.
 Project objective MUST follow the SMART rule;
 S = specific
 M = measurable
 A = attainable
 R = realistic or relevant
 T = time bound

Why do we need ProjectWhy do we need Project
Management?Management?
Why do we need ProjectWhy do we need Project
Management?Management?

It is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
 Effective project management helps to:
 Meet business objectives
 Satisfy stakeholder expectations
 Be more predictable
 Increase chances of success
 Balance the influence of constraints on the project
 Deliver the right products at the right time
 Resolve problems and issues
 Respond to risks in a timely manner
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects
 Manage constraints
 Manage change in a better manner.
Project ManagementProject Management
It is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
 Effective project management helps to:
 Meet business objectives
 Satisfy stakeholder expectations
 Be more predictable
 Increase chances of success
 Balance the influence of constraints on the project
 Deliver the right products at the right time
 Resolve problems and issues
 Respond to risks in a timely manner
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects
 Manage constraints
 Manage change in a better manner.

 Project Management is accomplished through the appropriate application
and integration of 49 logically grouped processes comprising in the 5
PROCESS GROUPS
Project ManagementProject Management

 Portfolio
 Projects, programs, subsidiary portfolios, and
operations managed as a group to achieve
strategic objectives.
 Program
 A group of related projects, subsidiary
programs, and program activities managed in a
coordinated manner to obtain benefits not
available from managing them individually.
 Project
 A temporary endeavor undertaken to create a
unique product, service, or result.
Relationship of Project, Program, Portfolio, and OperationRelationship of Project, Program, Portfolio, and Operation
ManagementManagement
 Portfolio
 Projects, programs, subsidiary portfolios, and
operations managed as a group to achieve
 Program
 A group of related projects, subsidiary
programs, and program activities managed in a
coordinated manner to obtain benefits not
available from managing them individually.
 Project
 A temporary endeavor undertaken to create a
unique product, service, or result.

Relationship of Project, Program, Portfolio, and OperationRelationship of Project, Program, Portfolio, and Operation
ManagementManagement
Portfolio
Program
A
Program
B
Program
A
Organization Strategy
Share Resources and Stakeholders
Project
1
Project
2
Project
3
Project
4
Project
5
Project
6
Project
7
Project
8
Project
9
Operations
Program
A
Program
B
Program
A
Program
B1
Program
C

Program Management
It is the application of knowledge, skills, and
principles to a program to achieve the
program objectives and to obtain benefits and
control not available by managing program
components individually.
Program and Portfolio ManagementProgram and Portfolio Management
Program Management
It is the application of knowledge, skills, and
principles to a program to achieve the
program objectives and to obtain benefits and
control not available by managing program
components individually.
Portfolio Management
Portfolio management is defined as the centralized
management of one or more portfolios to achieve
The programs or projects of the portfolio may not
necessarily be interdependent or directly related.

 It is concerned with the ongoing production of goods and/or services.
 It ensures that business operations continue efficiently by using the
optimal resources needed to meet customer demands.
 It is concerned with managing processes that transform inputs (e.g.,
materials, components, energy, and labor) into outputs (e.g., products,
goods, and/or services).
Operation ManagementOperation Management
 It is concerned with the ongoing production of goods and/or services.
 It ensures that business operations continue efficiently by using the
optimal resources needed to meet customer demands.
 It is concerned with managing processes that transform inputs (e.g.,
materials, components, energy, and labor) into outputs (e.g., products,
goods, and/or services).

 Developing a new product,
upgrading a product, or
expanding outputs.
 Improving operations or the
product development process.
 At the end of the product life
cycle.
 At each closeout phase.
Operation and Project ManagementOperation and Project Management
Deliverables
Project ManagementProject Management Operation ManagementOperation Management
 Developing a new product,
upgrading a product, or
expanding outputs.
 Improving operations or the
product development process.
 At the end of the product life
cycle.
 At each closeout phase.
Knowledge

 OPM is framework in which portfolio, program, and project management
are integrated with organizational enablers in order to achieve strategic
objectives.
 It is to ensure that the organization undertakes the right projects and
allocates critical resources appropriately.
 It helps to ensure that all levels in the organization understand the
strategic vision, the initiatives that support the vision, the objectives, and
the deliverables.
Organizational Project Management (OPM) and StrategyOrganizational Project Management (OPM) and Strategy
 OPM is framework in which portfolio, program, and project management
are integrated with organizational enablers in order to achieve strategic
objectives.
 It is to ensure that the organization undertakes the right projects and
allocates critical resources appropriately.
 It helps to ensure that all levels in the organization understand the
strategic vision, the initiatives that support the vision, the objectives, and
the deliverables.
 OPM3!
PMI’s organizational project management maturity model

Organizational Project Management (OPM) and StrategyOrganizational Project Management (OPM) and Strategy

Project and Development Life CycleProject and Development Life Cycle
Project life cycle
Development life cycle

ProjectProject Life CycleLife Cycle
Impact of Variable Based on Project Time

Product Life CycleProduct Life Cycle
Product life cycle

ProjectProject Phase and GatePhase and Gate
 A collection of logically related project activities that culminates in the
completion of one or more deliverables.
Phase I Phase II Phase III
Opportunity
Qualification
Concepts &
Feasibility
Study
Project
Design &
Tender
Implementation
Business
Case
Project
Charter
Project
Management
Plan
+/- 25% +/- 15%
Closing
Report
+/- 10% +/- 5%
Project Gate

Project Management Process GroupsProject Management Process Groups
 Project management life cycle: describes what is required to manage the
project and follows PMI’s process groups (i.e. Initiating, planning,
execution, control and closeout).
Plan
Execute
Control
CloseInitiate
Continuous Improvement

Project Management Process Groups InteractionsProject Management Process Groups Interactions

Project Management Process GroupsProject Management Process Groups
•Defines and
authorizes
the project or
a project
phase.
•Defines and
refines
objectives, and
the course of
action required
to attain the
scope of the
project.
Planning •Integrates
people and
other
resources to
implement
the project
management
plan.
•Measures
project
progress to
identify
variances
from the
plan.
Monitoring
and Control
•Formalizes
the
acceptance of
a project,
project phase,
or
termination
of the project.
 Project management processes are mapped onto the lifecycle and organized
into groups:
Initiating
•Defines and
refines
objectives, and
the course of
action required
to attain the
scope of the
project.
•Integrates
people and
other
resources to
implement
the project
management
plan.
Execution
•Measures
project
progress to
identify
variances
from the
plan.
•Formalizes
the
acceptance of
a project,
project phase,
or
termination
of the project.
Closing
The process groups are linked by the results they
produce; the results of one process group becomes
input to another.

Project Management Knowledge AreasProject Management Knowledge Areas
Communications
Procurement
Stakeholders
Scope
Schedule
Cost
Quality
Resource
Communications
Risk
Procurement
Stakeholders
IntegrationIntegration

Project Management Processes Groups and Knowledge AreasProject Management Processes Groups and Knowledge Areas
Processes
Knowledge Areas
Initiating Planning Executing
Monitoring and
Controlling
Closing
Integration (7)
1.Develop Project
Charter
2. Develop Project Management Plan 3.Direct and Manage Project
Work
4.Manage Project
Knowledge
5.Monitor and Control
Project Work
6.Perform Integrated
Change Control
7.Close
Project or
Phase
Scope (6)
1.Plan Scope Management
2.Collect Requirements
3.Define Scope
4.Create WBS
5.Validate Scope
6.Control Scope
Schedule(6)
1.Plan Schedule Management
2.Define Activities
3.Sequence Activities
4.Estimate Activity Durations
5.Develop Schedule
6.Control Schedule
1.Plan Schedule Management
2.Define Activities
3.Sequence Activities
4.Estimate Activity Durations
5.Develop Schedule
Cost (4)
1.Plan Cost Management
2.Estimate Costs
3.Determine Budget
4.Control Costs
Quality (3) 1.Plan Quality Management 2.Manage Quality 3.Control Quality
Resources (5)
1.Plan Resource Management
2.Estimate Activity Resources
3.Acquire Resources
4.Develop Team
5.Manage Team
6.Control Resources
Communications (3) 1.Plan Communications Management 2.Manage Communications 3.Monitor Communications
Risk (7)
1.Plan Risk Management
2.Identify Risks
3.Perform Qualitative Risk Analysis
4.Perform Quantitative Risk Analysis
5.Plan Risk Responses
6.Implement Risk
Responses
7.Monitor Risks
Procurement (3) 1.Plan Procurement Management 2.Conduct Procurements 3.Control Procurements
Stakeholder (4)
1.Identify
Stakeholders
2.Plan Stakeholder Engagement 3.Manage Stakeholder
Engagement
4.Monitor Stakeholder
Engagement

Project Management Data and InformationProject Management Data and Information
Work performance data Work performance information
The “as of now” status of the project
status, it provides the current status of
the project
A comparison between the actual
performance with the planned
performance.
Example: The actual cost spent, actual
time elapsed, etc.
Example: Cost Variance, Schedule
Variance, Cost Performance Index, and
Schedule Performance Index
Example: The actual cost spent, actual
time elapsed, etc.
Example: Cost Variance, Schedule
Variance, Cost Performance Index, and
Schedule Performance Index
Work performance Reports
Give stakeholders the information on how the project is progressing in the form of
well-organized and summarized reports, at level of detail that they require
Example: Status reports, memos, justifications, information notes, recommendations,
and updates.

Data and Project Data, Information, and Report FlowData and Project Data, Information, and Report Flow
Planning
Process
Executing
Process
Project Management PlanProject Management Plan Work Performance DataWork Performance Data (%
complete or actual $)
Controlling
Process
Work Performance InformationWork Performance Information
(Variance and Forecasts)
Updated ProjectUpdated Project
Management PlanManagement Plan
Work Performance InformationWork Performance Information
(Variance and Forecasts)
Overall
Project
Control
Work Performance ReportWork Performance Report
Project Change
Control
Various Project
Processes
Project
Communications
Approved ChangeApproved Change
RequestRequest

Project Management Business DocumentsProject Management Business Documents
Project business case Project benefits management plan
A documented economic
feasibility study used to
establish the validity of the
benefits of a selected component
lacking sufficient definition and
that is used as a basis for the
authorization of further project
management activities.
The documented explanation defining
the processes for creating,
maximizing, and sustaining the
benefits provided by a project.
1)Target benefits, 2)Strategic
alignment, 3)Timeframe for realizing
benefits, 4)Benefits owner, 5)Metrics,
6)Assumptions, and 7)Risks.
A documented economic
feasibility study used to
establish the validity of the
benefits of a selected component
lacking sufficient definition and
that is used as a basis for the
authorization of further project
management activities.
The documented explanation defining
the processes for creating,
maximizing, and sustaining the
benefits provided by a project.
1)Target benefits, 2)Strategic
alignment, 3)Timeframe for realizing
benefits, 4)Benefits owner, 5)Metrics,
6)Assumptions, and 7)Risks.

Interrelationship of Needs Assessment and CriticalInterrelationship of Needs Assessment and Critical
Business/Project DocumentsBusiness/Project Documents
Carrying Out
the Work
Pr-Project
Work
Need
Assessment
Business case
Benefits
Management
Plan
Starting the
Project
Organizing
and Preparing
Completing
the Project
Phase I Phase II Phase III Phase IV
Pr-Project
Work
Need
Assessment
Business case
Benefits
Management
Plan
Project
Charter
Project
Management
Plan
Project Life CycleProject Life Cycle

Project CharterProject Charter
 A document issued by the project sponsor that formally authorizes the
existence of a project.
 It provides the project manager with the authority to apply
organizational resources to project activities.
 It provides the high – level requirements for the project.
 It links the project to the ongoing work of the organization.
 A document issued by the project sponsor that formally authorizes the
existence of a project.
 It provides the project manager with the authority to apply
organizational resources to project activities.
 It provides the high – level requirements for the project.
 It links the project to the ongoing work of the organization.
 It is abroad enough so it does NOT NEED to change
as the project progresses.
 The project charter is such an important document
that project CAN NOT be started without one.

Project CharterProject Charter

Project Management PlanProject Management Plan
 A project management plan is an integration function-it integrates all the
knowledge area management plans into a cohesive whole.
 This plan includes the baselines for the project (Scope, Schedule, Cost) and
also it called performance measurement baselines.
 The project management plan includes:
 How the project will be executed, monitored, and controlled.
 Subsidiary plans for scope, schedule, cost, quality, human resources,
communications, risk, procurement, and stakeholders.
 A requirements management plan.
 A change management plan.
 A configuration management plan. Latest version!
 A process improvement plan.
 A project management plan is an integration function-it integrates all the
knowledge area management plans into a cohesive whole.
 This plan includes the baselines for the project (Scope, Schedule, Cost) and
also it called performance measurement baselines.
 The project management plan includes:
 How the project will be executed, monitored, and controlled.
 Subsidiary plans for scope, schedule, cost, quality, human resources,
communications, risk, procurement, and stakeholders.
 A requirements management plan.
 A change management plan.
 A configuration management plan. Latest version!
 A process improvement plan.

RefreshmentsRefreshments
Q1. You are managing a project in which you intend to respond to high
levels of change and ongoing stakeholder involvement. The most suitable
project life cycle for your project is the:
A. Predictive life cycle.
B. Adaptive life cycle.
C. Waterfall life cycle.
D. Configuration management life cycle.
Q2. Project tailoring is an important consideration for most projects. Which
of the following is the least likely project consideration?
A. Project manager’s skills and competency.
B. Each project is unique.
C. Addressing competing constraints.
D. Level of project governance varies.
Q1. You are managing a project in which you intend to respond to high
levels of change and ongoing stakeholder involvement. The most suitable
project life cycle for your project is the:
A. Predictive life cycle.
B. Adaptive life cycle.
C. Waterfall life cycle.
D. Configuration management life cycle.
Q2. Project tailoring is an important consideration for most projects. Which
of the following is the least likely project consideration?
A. Project manager’s skills and competency.
B. Each project is unique.
C. Addressing competing constraints.
D. Level of project governance varies.

Q3. Your job responsibility is to align components (projects, programs, or related
operations) to the organizational strategy, organized into portfolios or subsidiary
portfolios to optimize project or program objectives, dependencies, costs,
timelines, benefits, resources, and risks. This is known as:
A. Components management.
B. Process management.
C. Program management.
D. Portfolio management.
Q4. All of the following are questions that the key stakeholders and project
managers should answer to develop the project success measures EXCEPT:
A. What does success look like for the project?
B. How will success be measured?
C. What are the communication requirements?
D. What factors may impact success?
Q3. Your job responsibility is to align components (projects, programs, or related
operations) to the organizational strategy, organized into portfolios or subsidiary
portfolios to optimize project or program objectives, dependencies, costs,
timelines, benefits, resources, and risks. This is known as:
A. Components management.
B. Process management.
C. Program management.
D. Portfolio management.
Q4. All of the following are questions that the key stakeholders and project
managers should answer to develop the project success measures EXCEPT:
A. What does success look like for the project?
B. How will success be measured?
C. What are the communication requirements?
D. What factors may impact success?

Q5. All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing endeavors that produce repetitive outputs, with
resources assigned to do basically the same set of tasks according to the
standards institutionalized in a product life cycle, whereas projects are
temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations
require business process management, operations management activities, and
skill sets.
C. Projects can intersect with operations at various points during the product life
cycle. At each point, deliverables and knowledge are transferred between the
project and operations for implementation of the delivered work.
D. Because of their temporary nature, projects cannot help achieve an organization’s
long-term goals. Therefore, strategic activities in the organization can be
generally addressed within the organization's normal operations.
Q5. All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing endeavors that produce repetitive outputs, with
resources assigned to do basically the same set of tasks according to the
standards institutionalized in a product life cycle, whereas projects are
temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations
require business process management, operations management activities, and
skill sets.
C. Projects can intersect with operations at various points during the product life
cycle. At each point, deliverables and knowledge are transferred between the
project and operations for implementation of the delivered work.
D. Because of their temporary nature, projects cannot help achieve an organization’s
long-term goals. Therefore, strategic activities in the organization can be
generally addressed within the organization's normal operations.

TTHEHE EENVIRONMENT INNVIRONMENT IN WWHICHHICH
PPROJECTSROJECTS OOPERATPERAT
PMBOKPMBOK
66thth EEditiondition
Hisham Haridy, MBA, PMP, PMI-RMP, PMI-SP

Project InfluencesProject Influences
Influences
EEFs Internal OPAs
THE ENVIRONMENT IN WHICH PROJECTS OPERAT PMBOK 6th Edition
External
Internal
Processes,
Policies, and
Procedures
Corporate
Knowledge
Bases

Enterprise Environmental Factors (EEFs)Enterprise Environmental Factors (EEFs)
 Conditions, not under the control of the project team, that influence,
constrain, or direct the project.
 These conditions can be internal and/or external to the organization
Internal External
 Organizational culture, structure,
and governance.
 Geographic distribution of facilities
and resources.
 Infrastructure.
 Information technology software.
 Resource availability.
 Employee capability.
 Marketplace conditions.
 Social and cultural influences and
issues. Legal restrictions.
 Commercial databases.
 Academic research.
 Government or industry standards.
Financial considerations.
 Physical environmental elements.
 Organizational culture, structure,
and governance.
 Geographic distribution of facilities
and resources.
 Infrastructure.
 Information technology software.
 Resource availability.
 Employee capability.
 Marketplace conditions.
 Social and cultural influences and
issues. Legal restrictions.
 Commercial databases.
 Academic research.
 Government or industry standards.
Financial considerations.
 Physical environmental elements.

 Information, tools, documents, or knowledge your organization possess
that can help you plan for your project:
 Anything that your organization owns or has developed that can help you
on a current or future project.
 Organizational process assets may be grouped into two categories;
1. Processes, Policies, and Procedures
2. Corporate Knowledge Bases
Organizational Process Assets (OPAs)Organizational Process Assets (OPAs)
 Information, tools, documents, or knowledge your organization possess
that can help you plan for your project:
 Anything that your organization owns or has developed that can help you
on a current or future project.
 Organizational process assets may be grouped into two categories;
1. Processes, Policies, and Procedures

1. Processes , Policies, and Procedures
 Standards, policies, standard product and project life cycles, and quality policies
and procedures.
 Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria.
 Templates.
 Guidelines and criteria for tailoring the organization’s set of standard processes.
 Procedures for prioritizing, approving, and issuing work authorizations.
 Organization communication requirements.
 Financial controls procedures .
 Issue and defect management procedures.
 Change control procedures.
 Risk control procedures.
 Project closure guidelines or requirements
1. Processes , Policies, and Procedures
 Standards, policies, standard product and project life cycles, and quality policies
and procedures.
 Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria.
 Templates.
 Guidelines and criteria for tailoring the organization’s set of standard processes.
 Procedures for prioritizing, approving, and issuing work authorizations.
 Organization communication requirements.
 Financial controls procedures .
 Issue and defect management procedures.
 Change control procedures.
 Risk control procedures.
 Project closure guidelines or requirements

The organizational knowledge repositories for storing and retrieving
information include:
 Process measurement databases used to collect and make available
measurement data on processes and products.
 Project files.
 Historical information and lessons learned knowledge bases.
 Issue and defect management databases containing issue and defect status,
control information, issue and defect resolution, and action item results.
 Configuration management knowledge bases containing the versions and
baselines of all official company standards, policies, procedures, and any
project documents.
 Financial databases containing information such as labor hours, incurred costs,
budgets and any project cost overruns.
The organizational knowledge repositories for storing and retrieving
information include:
 Process measurement databases used to collect and make available
measurement data on processes and products.
 Project files.
 Historical information and lessons learned knowledge bases.
 Issue and defect management databases containing issue and defect status,
control information, issue and defect resolution, and action item results.
 Configuration management knowledge bases containing the versions and
baselines of all official company standards, policies, procedures, and any
project documents.
 Financial databases containing information such as labor hours, incurred costs,
budgets and any project cost overruns.

Organizational SystemsOrganizational Systems
 The interaction of multiple factors within an individual organization creates
a unique system that impacts the project operating in that system.
 The resulting organizational system determines the power, influence,
interests, competence, and political capabilities of the people who are able
to act within the system.
 The system factors include:
1. Management elements
2. Governance frameworks
3. Organizational structure types
 The interaction of multiple factors within an individual organization creates
a unique system that impacts the project operating in that system.
 The resulting organizational system determines the power, influence,
interests, competence, and political capabilities of the people who are able
to act within the system.
 The system factors include:
1. Management elements
2. Governance frameworks
3. Organizational structure types

Management ElementsManagement Elements
 The components that comprise the key functions or principles of general
management in the organization.
 The general management elements are allocated within the organization
according to its 1) governance framework and the 2) organizational structure
type selected.
 Performance of these management elements are assigned to selected
individuals within the organization.
 The components that comprise the key functions or principles of general
management in the organization.
 The general management elements are allocated within the organization
according to its 1) governance framework and the 2) organizational structure
type selected.
 Performance of these management elements are assigned to selected
individuals within the organization.

Organizational GovernanceOrganizational Governance
1. A structured way to provide direction and control through policies, and
processes, to meet strategic and operational goals.
2. Typically conducted by a board of directors to ensure accountability,
fairness, and transparency to its stakeholders.
3. Its principles, decisions, and processes may influence and impact the
governance of portfolios, programs, and projects in the following ways:
 Enforcing legal, regulatory, standards, and compliance requirements.
 Defining ethical, social, and environmental responsibilities.
 Specifying operational, legal, and risk policies.
 Types of governance
 Organizational governance.
 Organizational project management (OPM) governance.
 Portfolio, Program, and Project governance.
1. A structured way to provide direction and control through policies, and
processes, to meet strategic and operational goals.
2. Typically conducted by a board of directors to ensure accountability,
fairness, and transparency to its stakeholders.
3. Its principles, decisions, and processes may influence and impact the
governance of portfolios, programs, and projects in the following ways:
 Enforcing legal, regulatory, standards, and compliance requirements.
 Defining ethical, social, and environmental responsibilities.
 Specifying operational, legal, and risk policies.
 Types of governance
 Organizational governance.
 Organizational project management (OPM) governance.
 Portfolio, Program, and Project governance.

If management is about
running the business,
corporatecorporate governancegovernance is
about seeing that it is runrun
properlyproperly..
Framework within which authority is
exercised in organizations.
If management is about
running the business,
corporatecorporate governancegovernance is
about seeing that it is runrun
properlyproperly..
All companies need managing and governingAll companies need managing and governing

Project GovernanceProject Governance
1. The framework, functions, and processes that guide project management
activities in order to create a unique product, service, or result to meet
organizational, strategic, and operational GOALS.
2. It provides the project stakeholders with structure, processes, roles,
responsibilities, accountabilities, and decision-making models for
managing the project.
3. Elements of a project governance framework:
 Stage gate or phase reviews.
 Identifying, escalating, and resolving risks and issues.
 Defining roles, responsibilities, and authorities.
 Process for project knowledge management and capturing lessons learned.
 Decision making, problem solving and escalating topics.
 Reviewing and approving changes to project, and product changes.
1. The framework, functions, and processes that guide project management
activities in order to create a unique product, service, or result to meet
organizational, strategic, and operational GOALS.
2. It provides the project stakeholders with structure, processes, roles,
responsibilities, accountabilities, and decision-making models for
managing the project.
3. Elements of a project governance framework:
 Stage gate or phase reviews.
 Identifying, escalating, and resolving risks and issues.
 Defining roles, responsibilities, and authorities.
 Process for project knowledge management and capturing lessons learned.
 Decision making, problem solving and escalating topics.
 Reviewing and approving changes to project, and product changes.

Strategic DirectionStrategic Direction
Operational DirectionOperational Direction
Tactical DirectionTactical Direction
Engagement and
communication
Accountability and
Responsibilities
Project Management
Control Process and
Risk Management

5 Core Outcomes of Project Governance
• Alignment of projects within the portfolio with
business strategy to support organizational objectives.
Strategic alignment
• Executing appropriate measures to manage and
mitigate risks and reduce potential impacts
on projects and programs to an acceptable level.
Risk management
• Utilizing available resources and skills efficiently and
effectively.
Resource
management
• Measuring, monitoring and reporting on
project governance metrics to ensure that
organizational objectives are achieved.
Performance
measurement
• Optimizing the project portfolio in support of
organizational objectives
Value delivery

Organizational StructureOrganizational Structure
 Determination of the appropriate organizational structure type is a result
of the study of tradeoffs between two key variables.
 The variables are the organizational structure types available for use and
how to optimize them for a given organization.
 Types of organizations
1. Organic or Simple
2. Functional (centralized)
3. Multi-divisional (may replicate functions for each division with little
centralization)
4. Matrix (Strong, Balanced, and Weak)
5. Project-oriented (composite, hybrid)
6. Virtual
7. Hybrid
8. PMO
 Types of organizations
1. Organic or Simple
2. Functional (centralized)
3. Multi-divisional (may replicate functions for each division with little
centralization)
4. Matrix (Strong, Balanced, and Weak)
5. Project-oriented (composite, hybrid)
6. Virtual
7. Hybrid
8. PMO

Organizational StructuresOrganizational Structures –– Functional (Centralized)Functional (Centralized)
Chief Executive
Functional
Manager
Staff
Functional
Manager
Staff
Functional
Manager
Staff
Project Coordination
(Blue boxes represent staff engaged in project activities)
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

Organizational StructuresOrganizational Structures –– ProjectProject--orientedoriented
Chief Executive
Project
Manager
Staff
Project
Manager
Staff
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

Chief Executive
Functional
Manager
Staff
Functional
Manager
Staff
Functional
Manager
Staff
Organizational StructuresOrganizational Structures –– MatrixMatrix--WeakWeak
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff

Chief Executive
Functional
Manager
Staff
Functional
Manager
Staff
Functional
Manager
Staff
Organizational StructuresOrganizational Structures –– MatrixMatrix--BalancedBalanced
Staff
Staff
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff

Organizational StructuresOrganizational Structures –– MatrixMatrix--StrongStrong
Chief Executive
Functional
Manager
Staff
Functional
Manager
Staff
Functional
Manager
Staff
Manager of
Project
Managers
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Manager
Project
Manager
Project
Manager

Project Management Office (PMO)Project Management Office (PMO)
 An organizational unit or body assigned responsibility to coordinate the
management of projects under its domain.
 There are several types of PMO structures in organizations:
Supportive Controlling Directive
 Provide a consultative
role to projects by
supplying templates,
best practices, training,
access to information
and lessons learned
from other projects.
 Low Level of Control
 Provide support and require
compliance through various
means such as conformance
to governance frameworks
and adoption of project
management frameworks or
methodologies.
 Moderate Level of Control.
 Take control of the
projects by directly
managing the projects
that Project Managers
are assigned by and
report to the PMO.
 High Level of Control
 Provide a consultative
role to projects by
supplying templates,
best practices, training,
access to information
and lessons learned
from other projects.
 Low Level of Control
 Provide support and require
compliance through various
means such as conformance
to governance frameworks
and adoption of project
management frameworks or
methodologies.
 Moderate Level of Control.
 Take control of the
projects by directly
managing the projects
that Project Managers
are assigned by and
report to the PMO.
 High Level of Control

Q1: All of the following are external environmental factors EXCEPT:
A. Legal restrictions.
B. Organizational values and principles.
C. Competitive movements.
D. Economic conditions .
Q2. A primary function of a project management office (PMO) is to support
project managers in a variety of ways, which may include all of the
following EXCEPT:
A. A. Intervening in project execution directly and without involving the
project manager.
B. Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best
practices, and standards.
D. Coaching, mentoring, training, and oversight .
Q1: All of the following are external environmental factors EXCEPT:
A. Legal restrictions.
B. Organizational values and principles.
C. Competitive movements.
D. Economic conditions .
Q2. A primary function of a project management office (PMO) is to support
project managers in a variety of ways, which may include all of the
following EXCEPT:
A. A. Intervening in project execution directly and without involving the
project manager.
B. Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best
practices, and standards.
D. Coaching, mentoring, training, and oversight .

Q3. Which of the following best describe management elements?
A. Management elements are the components that comprise the key
functions or principles of general management in the organization.
B. Management elements are the project management principles that guide
how projects are executed in the organization.
C. Management elements are established by PMOs to guide project
implementation.
D. Management elements are influenced by the governance framework,
established for effective implementation of projects.
Q3. Which of the following best describe management elements?
A. Management elements are the components that comprise the key
functions or principles of general management in the organization.
B. Management elements are the project management principles that guide
how projects are executed in the organization.
C. Management elements are established by PMOs to guide project
implementation.
D. Management elements are influenced by the governance framework,
established for effective implementation of projects.

Q4. Governance is the framework within which authority is exercised in
organizations. This framework includes all of the following components
EXCEPT:
A. Rules.
B. Policies.
C. Techniques.
D. Relationships .
Q5. Organizational process assets (OPAs) influence the management of
projects. Which one of the following best describes the important categories
of OPAs?
A. Organizational knowledge bases and processes
B. Processes, policies, procedures, tools, and techniques.
C. Organizational knowledge bases, processes, policies, and procedures.
D. Organizational knowledge bases, tools, and techniques.
Q4. Governance is the framework within which authority is exercised in
organizations. This framework includes all of the following components
EXCEPT:
A. Rules.
B. Policies.
C. Techniques.
D. Relationships .
Q5. Organizational process assets (OPAs) influence the management of
projects. Which one of the following best describes the important categories
of OPAs?
A. Organizational knowledge bases and processes
B. Processes, policies, procedures, tools, and techniques.
C. Organizational knowledge bases, processes, policies, and procedures.
D. Organizational knowledge bases, tools, and techniques.

TTHEHE RROLE OFOLE OF TTHEHE PPROJECTROJECT
MMANAGERANAGER
PMBOKPMBOK
66thth EEditiondition
Hisham Haridy, MBA, PMP, PMI-RMP, PMI-SP

Project StakeholdersProject Stakeholders
 Stakeholders are people or organizations whose interests may be
positively or negatively impacted by the project.
 Positive stakeholders see positive outcomes from the existence of the
project.
 Negative stakeholders see negative outcomes from the existence of the
project.
 It is important to:
 Indentify all stakeholders.
 Determine all of their requirements.
 Determine all of their expectations.
 Communicate with them.
 Manage their influence.
THE ROLE OF THE PROJECT MANAGER PMBOK 6th Edition
 Stakeholders are people or organizations whose interests may be
positively or negatively impacted by the project.
 Positive stakeholders see positive outcomes from the existence of the
project.
 Negative stakeholders see negative outcomes from the existence of the
project.
 It is important to:
 Indentify all stakeholders.
 Determine all of their requirements.
 Determine all of their expectations.
 Communicate with them.
 Manage their influence.

Project StakeholdersProject Stakeholders
Sponsors
Governing Bodies
Steering Committees
PMOs
Project Team
PPP Managers
Resource Managers
Stakeholders
Suppliers
Customers
End Users
Project
Manager
Project Team
PPP Managers
Resource Managers

Project ManagerProject Manager
 The person ultimately responsible for
the outcome of the project –
deliverables.
 Not required to be a technical expert.
 Formally empowered to use
organizational resources in control of
the project.
 Authorized to make decisions and
spend the project's budget.
 Found in a matrix or projectized
organization.
 The person ultimately responsible for
the outcome of the project –
deliverables.
 Not required to be a technical expert.
 Formally empowered to use
organizational resources in control of
the project.
 Authorized to make decisions and
spend the project's budget.
 Found in a matrix or projectized
organization.

Project Manager Interpersonal SkillsProject Manager Interpersonal Skills
Negotiating
Communicating
Leadership
Team
building
Motivation
Decision
making
Manage conflict
Facilitating
Political and
cultural
awareness
Influencing the
Organization
Coaching

Project Manager CompetenciesProject Manager Competencies
The PMI Talent Triangle

Technical Project Management SkillsTechnical Project Management Skills
 The skills to effectively apply project management knowledge to deliver
the desired outcomes for programs or projects.
 The Knowledge Areas in this guide describe many of these necessary
project management skills.
 frequently rely on expert judgment to perform well.
 The top PM consistently demonstrated several key skills
including,
 Focus on the critical technical project management elements.
 Tailor both traditional and agile tools, techniques, and methods for each
project.
 Make time to plan thoroughly and prioritize diligently.
 Manage project elements, such as schedule, cost, resources, and risks.
 The skills to effectively apply project management knowledge to deliver
the desired outcomes for programs or projects.
 The Knowledge Areas in this guide describe many of these necessary
project management skills.
 frequently rely on expert judgment to perform well.
 The top PM consistently demonstrated several key skills
including,
 Focus on the critical technical project management elements.
 Tailor both traditional and agile tools, techniques, and methods for each
project.
 Make time to plan thoroughly and prioritize diligently.
 Manage project elements, such as schedule, cost, resources, and risks.

Strategic and Business Management SkillsStrategic and Business Management Skills
 The ability to see the high-level overview of the organization and
effectively negotiate and implement decisions and actions that support
strategic alignment and innovation.
 This ability may include a working knowledge of other functions such as
finance, marketing, and operations.
 knowledge is also known as domain knowledge.
 The ability to see the high-level overview of the organization and
effectively negotiate and implement decisions and actions that support
strategic alignment and innovation.
 This ability may include a working knowledge of other functions such as
finance, marketing, and operations.
 knowledge is also known as domain knowledge.
 Strategy, Mission, Goals and
objectives, Priority, Tactics, and
Products or services (e.g.,
deliverables) should be applied by
PM to the project to ensure
alignment.

Strategic and Business Management SkillsStrategic and Business Management Skills
Corporate
Strategy
(Growth, Stability, and
Retrenchment)
Business Strategy
(Competitiveness and
Cooperativeness)
(Cost Leadership,
Differentiation, and Market
focus)
BCG
ANSOFF
PORTER
GENERIC
Allocation of
Resources
Coordination
Business Strategy
(Competitiveness and
Cooperativeness)
(Cost Leadership,
Differentiation, and Market
focus)
Functional Strategy
(Maximization of resource productivity)
(Manufacturing, Marketing, Materials
management, Research and development,
Human resources)
PORTER
GENERIC
SWOT
LEVEL OF STARTEGY

 The ability to guide, motivate, and direct a team.
 It involves focusing the efforts of a group of people toward a common goal
and enabling them to work as a team.
 It is the ability to get things done through others.
 Respect and trust, rather than fear and submission, are the key elements of
effective leadership.
Leadership SkillsLeadership Skills
 The ability to guide, motivate, and direct a team.
 It involves focusing the efforts of a group of people toward a common goal
and enabling them to work as a team.
 It is the ability to get things done through others.
 Respect and trust, rather than fear and submission, are the key elements of
effective leadership.
 Effective leadership is critical during the
beginning phases of a project when the
emphasis is on communicating the vision
and motivating and inspiring project
participants to achieve high performance.

Leadership SkillsLeadership Skills
Physical Characteristics
Energy
Physical stamina
Personality
Self-confidence
Honesty & integrity
Enthusiasm
Desire to lead
Independence
Social Characteristics
Interpersonal skills
Cooperativeness
Ability to enlist cooperation
Tact, diplomacy
Social Background
Education
Mobility
Intelligence and Ability
Judgment, decisiveness
Knowledge
Intelligence, cognitive ability
Work-related Characteristics
Achievement drive
Drive to excel
carefulness
Persistence, tenacity

Leadership Vs. ManagementLeadership Vs. Management
LeaderLeader
QualitiesQualities
ManagerManager
QualitiesQualities

 The style a PM selects may be a personal preference, or the result of the
combination of multiple factors associated with the project.
 The style a PM uses may change over time based on the factors in play such as:
 Leader characteristics (attitudes, moods, needs, values, ethics);
 Team member characteristics (attitudes, moods, needs, values, ethics);
 Organizational characteristics (its purpose, structure, and type of work performed)
Leadership StylesLeadership Styles
 The style a PM selects may be a personal preference, or the result of the
combination of multiple factors associated with the project.
 The style a PM uses may change over time based on the factors in play such as:
 Leader characteristics (attitudes, moods, needs, values, ethics);
 Team member characteristics (attitudes, moods, needs, values, ethics);
 Organizational characteristics (its purpose, structure, and type of work performed)
 Environmental characteristics (social
situation, economic state, and political
elements).

 Laissez-faire: “allow to act” “Leave alone” with highly skilled team.
 Autocratic: Making decision without input.
 Democratic: This style involves encouraging team participation in the decision
making process

 Transactional: Focus on goals, feedback, and accomplishment to determine rewards.
 Transformational: Empowering through idealized attributes and behaviors,
inspirational motivation, and encouragement for innovation and creativity.
 Charismatic Able to inspire; is high-energy, enthusiastic, self-confident; holds strong
convictions.
 Interactional: A combination of transactional, transformational, and charismatic.
 Servant leader: Demonstrates commitment to serve and put other people first;
focuses on other people’s growth, learning, development, autonomy, and well-being;
concentrates on relationships, community and collaboration.
 Transactional: Focus on goals, feedback, and accomplishment to determine rewards.
 Transformational: Empowering through idealized attributes and behaviors,
inspirational motivation, and encouragement for innovation and creativity.
 Charismatic Able to inspire; is high-energy, enthusiastic, self-confident; holds strong
convictions.
 Interactional: A combination of transactional, transformational, and charismatic.
 Servant leader: Demonstrates commitment to serve and put other people first;
focuses on other people’s growth, learning, development, autonomy, and well-being;
concentrates on relationships, community and collaboration.

 The individual differences in characteristic patterns of thinking, feeling, and
behaving.
 An effective PM will have some level of ability with each of these characteristics
in order to be successful.
 Personality characteristics or traits include but are not limited to:
 Authentic
 Courteous
 Creative
 Cultural
 Emotional
 Intellectual
 Managerial);
 Political
 Service-oriented
 Social
 Systemic
PersonalityPersonality
 The individual differences in characteristic patterns of thinking, feeling, and
behaving.
 An effective PM will have some level of ability with each of these characteristics
in order to be successful.
 Personality characteristics or traits include but are not limited to:
 Authentic
 Courteous
 Creative
 Cultural
 Emotional
 Intellectual
 Managerial);
 Political
 Service-oriented
 Social
 Systemic

Performing IntegrationPerforming Integration
 The main role of PM :
1. Understand the strategic objectives and ensure the
alignment of the project objectives and results with
those of the portfolio, program, and business areas.
2. Put all the pieces of the project together into one
cohesive whole that gets the project done faster,
cheaper, and with fewer resources, while meeting
the project objectives.
 The main role of PM :
1. Understand the strategic objectives and ensure the
alignment of the project objectives and results with
those of the portfolio, program, and business areas.
2. Put all the pieces of the project together into one
cohesive whole that gets the project done faster,
cheaper, and with fewer resources, while meeting
the project objectives.
 The PM ’ existence in an organization and on a
project is to manage integration.
Project managersProject managers
contribute to thecontribute to the
integration andintegration and
execution of theexecution of the
strategystrategy

Performing IntegrationPerforming Integration
TheThe
CognitiveCognitive
LevelLevel
TheThe
ContextContext
LevelLevel
New technologies
The PM considers the
implications of this context in
communications planning and
knowledge management for
guiding the project team.
Personal Skills
The project manager should
strive to become proficient in all
of the Project Management
Knowledge Areas.
The ProcessThe Process
LevelLevel
TheThe
CognitiveCognitive
LevelLevel
Project management may be seen as a
set of processes and activities that are
undertaken to achieve the project
objectives.

Integration and ComplexityIntegration and Complexity
AmbiguityAmbiguity
Uncertainty of emerging
issues and lack of
understanding or
confusion
Human behaviorHuman behavior
The interplay between
diverse individuals and
groups
System behaviorSystem behavior
The interdependencies of
components and systems

Q1. Performing integration is a cornerstone skill for all project managers;
the following describe the three different levels of performing integration
EXCEPT:
A. Cognitive level.
B. Process level.
C. Complexity level.
D. Context level.
Q2. All of the following are components of culture EXCEPT:
A. Values.
B. Norms.
C. Intelligence.
D. Beliefs.
Q1. Performing integration is a cornerstone skill for all project managers;
the following describe the three different levels of performing integration
EXCEPT:
A. Cognitive level.
B. Process level.
C. Complexity level.
D. Context level.
Q2. All of the following are components of culture EXCEPT:
A. Values.
B. Norms.
C. Intelligence.
D. Beliefs.

Q3. Complexity within projects is a result of many different organizational
behaviors; the dimensions of complexity include all of the following
EXCEPT:
A. System behavior.
B. Human behavior.
C. Ambiguity.
D. Process behavior .
Q4. Which of the following is least likely to be within the project manager's
sphere of influence?
A. Government.
B. Project team.
C. Sponsors.
D. Customers.
Q3. Complexity within projects is a result of many different organizational
behaviors; the dimensions of complexity include all of the following
EXCEPT:
A. System behavior.
B. Human behavior.
C. Ambiguity.
D. Process behavior .
Q4. Which of the following is least likely to be within the project manager's
sphere of influence?
A. Government.
B. Project team.
C. Sponsors.
D. Customers.

Q5. Project managers spend the majority of their time communicating with
team members and other project stakeholders. To communicate effectively,
the project manager should generally perform all of the following EXCEPT:
A. Calculating the potential number of communication channels accurately.
B. Developing finely tuned skills using multiple methods of communication.
C. Incorporating feedback channels.
D. Seeking to understand project stakeholders' communication needs .
Q5. Project managers spend the majority of their time communicating with
team members and other project stakeholders. To communicate effectively,
the project manager should generally perform all of the following EXCEPT:
A. Calculating the potential number of communication channels accurately.
B. Developing finely tuned skills using multiple methods of communication.
C. Incorporating feedback channels.
D. Seeking to understand project stakeholders' communication needs .

PMBOK GUIDE SEXTH EDITION

1_Project Management Foundation

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