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PMP
PREPARATION
COURSE
ashrafnur89@gmail.comAshraf Osman, MBA, PMP
Based o PMBOK Guide®, 6th Edition
MBA, PMP
A s h r a f O s m a n
NOTICE
Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well.
it is my pleasure to share this slides with you. I spent almost 3 months to prepare them. 
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MBA, PMP
A s h r a f O s m a n
OVERVEIW
About PMP exam
to pass the exam
PERCENT IS REQUIRED
25 questions are
pretest questions,
which don’t count .
They are scattered
throughout the exam.
QUESTIONS
 to complete the
exam
HOURS
61 200 4
MBA, PMP
A s h r a f O s m a n
OVERVEIW
About PMP exam
The cost of the exam
for PMI members &
$555 for non-members. 
membership cost is
$139
DOLLAR
Are tha validity of the
certificate
YEARS
Must be earned to
maintain the
certificate
PDUs
405 3 60
MBA, PMP
A s h r a f O s m a n
INTRODUCTION TO PMP EXAM
THE EXAM CONSISTS OF 5 BASIC
DOMAINS:
Initiating: 23 questions
Planning: 42 questions
Executing: 53 questions
Monitoring & Controlling: 43  questions
Closing: 14 questions
Initiating
13%
planning
24%
Executing
30%
Monitor& Control
25%
Closing
8%
MBA, PMP
A s h r a f O s m a n
INTRODUCTION
TO PROJECT
MANAGEMENT
PMP PREPARATION COURSE
BY: ASHRAF OSMAN, MBA, PMP
MBA, PMP
A s h r a f O s m a n
A TEMPORARY ENDEAVOR
UNDERTAKEN TO CREATE UNIQUE
PRODUCTS, SERVICES OR RESULT.
WHAT IS THE PROJECT?
MBA, PMP
A s h r a f O s m a n
WHY ARE
PROJECTS
UNDERTAKEN?
LEGAL
REQUIREMENT
MARKET
DEMAND
ORGANIZATION
NEED
CUSTOMER
REQUEST
PROJECT   VS  OPERATION
TEMPORARY   ONGOING
UNIQUE REPETITIVE
ENDS WHEN
OBJECTIVES
ARE MET
DOES NOT
END WHEN
OBJECTIVES
ARE MET
MBA, PMP
A s h r a f O s m a n
WHATS IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS THE  APPLICATION OF
PROCESSES,  KNOWLEDGE, SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT OBJECTIVES.
MBA, PMP
A s h r a f O s m a n
THE PROJECT CONSTRAINTS
SCOPE
THE
PROJECT
TIME
QUALITY
RESOURCES
RISK
COST
MBA, PMP
A s h r a f O s m a n
WHAT IS THE
PROGRAM?
A PROGRAM IS A GROUP OF
RELATED PROJECTS, SUBSIDIARY
PROGRAMS, AND PROGRAM
ACTIVITIES MANAGED IN A
COORDINATED WAY TO OBTAIN
BENEFITS AND CONTROL NOT
AVAILABLE FROM MANAGING THEM
INDIVIDUALLY
PROGRAM MANAGEMENT
FOCUSES ON INTERDEPENDENCIES
OF PROJECTS AND DESCRIBES
THE BEST APPROACH TO
ACHIEVE PROGRAM OBJECTIVES
MBA, PMP
A s h r a f O s m a n
WHAT IS THE 
PORTFOLIO?
A PORTFOLIO IS A COLLECTION
OF PROJECTS, PROGRAMS,
SUBSIDIARY PORTFOLIOS, AND
OPERATIONS MANAGED AS A
GROUP TO ACHIEVE STRATEGIC
OBJECTIVES.
MBA, PMP
A s h r a f O s m a n
LIFE
C O M P A N Y . C O M
PROJECT
CYCLE
PROJECT PHASE
DELIVERABLE
PHASE
A DELIVERABLE is a measurable, verifiable work product.
Is a collection of logically related project activities that
culminates in the completion of one or more
deliverables.
MBA, PMP
A s h r a f O s m a n
INPUTS TOOLS &
TECHNIQUES
OUTPUTS
 PROJECT MANAGEMENT PROCESSES
Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques.
MBA, PMP
A s h r a f O s m a n
INPUTS TOOLS &
TECHNIQUES
OUTPUTS
 PROJECT MANAGEMENT PROCESSES
Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques.
MBA, PMP
A s h r a f O s m a n
  PROCESS GROUPS
Grouping of project management
processes to achieve specific
project objectives. Five Project
Management Process Groups:
1. Initiating Process Group
2. Planning Process Group
3. Executing Process Group
4. Monitor & Controlling Process Group
5. Closing Process Group
Identified area described in terms
of its component processes,
practices, inputs, outputs, tools,
and techniques.
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Managemen
10. Project Stakeholder Management
KNOWLEDGE AREAS
MBA, PMP
A s h r a f O s m a n
INITIATING PLANNING EXECUTING
MONITORING
& CONTROLLING
CLOSING
4.1 Develop Project
       Charter
4.2 Develop Project
       Mgmt Plan
4.3 Direct & Manage
       Project Work
4.4 Manage Project
       Knowledge
4.5 Monitor & Control
        Project Work
4.6 Perform Integrated
        Change Control
13.1 Identify   
          Stakeholders
13.2 Plan Stakeholder       
          Engagement
13.3 Manage Stakeholder 
          Engagement
13.4 Monitor Stakeholder
          Engagement
5.1 Plan Scope mgmt
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6.1 Plan Schedule Mgmt
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
11.1 Plan Risk mgmt
11.2 Identify Risks
11.3 Perform Qualitative Risk
           Analysis
11.4 Perform Quantitative Risk     
          Analysis
11.5 Plan Risk Responses
11.7 Monitor Risks
12.1 Plan Procurement Mgmt 12.3 Control Procurements
7.1 Plan Cost Mgmt
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
9.1 Plan Resource mgmt
9.2 Estimate Activity Resources
9.6 Control Resources
8.1 Plan Quality Mgmt 8.3 Control Quality
4.7 Close
Project
or Phase
8.2 Manage Quality
10.1 Plan Communications  10.3 Monitor Communications10.2 Manage Communications
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
11.6 Implement Risk
          Responses
12.2 Conduct Procurements
INTEGRATION
SCOPE
SCHEDULE
COST
QUALITY
RESOURCE
COMMUNICATIONS
RISK
PROCUREMENT
STAKEHOLDER
PROJECT
MANAGEMENT DATA
AND INFORMATION
THEY ARE THREE
WORK
PERFORMANCE
DATA
Therawobservations
andmeasurements
identifiedduring
activitiesperformedto
carryouttheproject
work.
Theperformancedata
collectedfromvarious
controllingprocesses,
analyzedincontextand
integratedbasedon
relationshipsacross
areas.
Thephysicalorelectronic
representationofwork
performanceinformation
compiledinproject
documents,whichis
intendedtogenerate
decisionsorraiseissues,
actions,orawareness.
MBA, PMP
A s h r a f O s m a n
WORK
PERFORMANCE
INFORMATION
WORK
PERFORMANCE
REPORTS
TAILORING
The appropriate project management
processes, inputs, tools, techniques, outputs,
and life cycle phases should be selected to
manage a project. This selection activity is
known as tailoring project management to the
project.
Tailoring is necessary because each project is
unique; not every process, tool, technique,
input, or output identified in the PMBOK®
Guide is required on every project
MBA, PMP
A s h r a f O s m a n
PROJECT
MANAGEMENT OFFICE
(PMO)
Managing shared resources across all projects
administered by the PMO
Identifying and developing project management
methodology, best practices, and standards
Coaching, mentoring, training, and oversight
Monitoring compliance with project
management standards, policies, procedures,
and templates by means of project audits
Developing and managing project policies,
procedures, templates, and other shared
documentation
Coordinating communication across projects
MBA, PMP
A s h r a f O s m a n
TYPES OF PMOS
THEY ARE THREE
SUPPORTIVE
 Providesaconsultative
roletoprojectsby
supplyingtemplates,best
practices,training,access
toinformationand
lessonslearnedfrom
otherprojects. 
 Thedegreeof
 controlislow
Provides supportand
requirecompliance
throughusingspecific
templates,formsand
tools,orconformance
togovernance.
Thedegreeofcontrol
 ismoderate.
Takescontrolofthe
projectsbydirectly
managingtheprojects.
Thedegreeof
control ishigh.
CONTROLLING DIRECTIVE
MBA, PMP
A s h r a f O s m a n
ENTERPRICE
ENVIRONMENTAL FACTORS
ORGANIZATIONAL
PROCESS ASSETS
MBA, PMP
A s h r a f O s m a n
ENTERPRISE
ENVIRONMENTAL FACTORS
(EEF)
CONDITIONS, NOT UNDER THE
CONTROL OF THE PROJECT TEAM
INFLUENCE THE PROJECT.
IT INCLUDES:
1. ORGANIZATIONAL STRUCTURE
(FUNCTIONAL …ETC)
2. ORGANIZATIONAL CULTURE
3. GOVERNMENTAL/INDUSTRY STANDARDS
4. INFRASTRUCTURE
5. EXISTING HUMAN RESOURCES
6. PERSONNEL ADMINISTRATION
7. ORGANIZATION’S WORK
AUTHORIZATION SYSTEM
8. MARKETPLACE CONDITIONS
9. STAKEHOLDERS’ RISK TOLERANCE
10. PROJECT MANAGEMENT INFORMATION 
        SYSTEM
PLANS, PROCESSES, POLICIES,
PROCEDURES & KNOWLEDGE BASES
SPECIFIC TO & USED BY THE
PERFORMING ORGANIZATION
1. ORGANIZATIONAL PROCESSES,
STANDARDS & PROCEDURES
2. TEMPLATES
3. ORGANIZATIONAL KNOWLEDGE BASE
4. LESSONS LEARNED
ORGANIZATIONAL
PROCESS ASSETS
(OPA)
MBA, PMP
A s h r a f O s m a n
ORGANIZATIONAL
STRUCTURE TYPES
MBA, PMP
A s h r a f O s m a n
FACTORS IN
ORGANIZATION
STRUCTURE SELECTION
Degree of alignment with organizational objectives
Specialization capabilities
Span of control, efficiency, and effectiveness
Clear path for escalation of decisions
Clear line and scope of authority
Delegation capabilities
Accountability assignment
Responsibility assignment
Adaptability of design
Simplicity of design
Efficiency of performance
Cost considerations
Physical locations (e.g., colocated, regional, and
virtual)
Clear communication (e.g., policies, status of work
and organization’s vision).
MBA, PMP
A s h r a f O s m a n
Work Groups
Arranged by:
P.M 
Authority
P.M 
Role
Resource
Availability
Project 
Budget
Administrative
Staff
Flexible; people
working
side-by-side
Little or none Part-time Owner Little or none
Job being done
Little or none Part-time Functional
manager
Part-time
One of: product;
production
Little or none Part-time Functional
manager
Part-time
By job function,
with  P.M as a
function
Moderate to
high
Full-time Project
manager
Full-time
Job function Low Part-time Functional
manager
Part-time
Job function Low to
moderate
Part-time Mixed
Mixed
Part-time
Project
Network
structure
Mix of other
types
Low to
moderate
Mixed Mixed
Mix of other
types
Organizational
Structure Type
Organic or
Simple
Functional
Multi-divisional
Matrix – strong
Matrix – weak
Matrix –
Balanced
Project-oriented
Virtual
Hybrid
PMO
High to almost
total
Little or none
Little or none
Little or none
Moderate to
high
Low to
moderate
Low to
moderate
High to almost
total
High to almost
total
Low
Mixed
High to almost
total
Full-time
Full-time
Full-time
Project 
Manager
Mixed Mixed
Project 
Manager
Full-time
Full-time
Full/Part
-time
ORGANIZATIONAL STRUCTURES ON
PROJECTS
THANK YOU
https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
ADD/FOLLOW ME ON LINKEDIN PROFILE : ASHRAF OSMAN, MBA, PMP
ASHRAF OSMAN, MBA, PMP  |  0530392489  |  RIYADH, SAUDI ARABIA
MBA, PMP
A s h r a f O s m a n
Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
THE ROLE
OF THE PROJECT MANAGER
PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489
O V E R V E I W
The project manager plays a
critical role in the leadership
of a project team in order to
achieve the project’s
objectives. This role is clearly
visible throughout the
project. Many project
managers become involved in
a project from its initiation
through closing.
A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
R P R O J E C T
M A N A G E R
& O R C H E S T R A
C O N D U C T O R
A simple analogy may help in
understanding the roles of a
project manager for a large
project by comparing them to
the roles of a conductor for
a large orchestra
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
T H E R O L E S
O F T H E
P R O J E C T
M A N A G E R
Leading the team
Having knowledge,
understanding, and
experience
Having management
knowledge as well as
technical knowledge, 
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
D E F I N I T I O N
O F T H E
P R O J E C T
M A N A G E R
The project manager is the person
assigned by the performing
organization to lead the team that
is responsible for achieving the
project objectives.
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
THE PROJECT
MANAGER’S SPHERE
OF INFLUENCE
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M
Project managers fulfill numerous roles within their sphere
of influence. These roles reflect the project manager’s
capabilities and the added value of the project
management profession. 
PROJECT
INDUSTRY
ORGANIZATION
DISCIPLINE
A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M
C O M P E T E N C E S
of the Project Manager
TECHNICAL
PROJECT
MANAGEMENT
LEADERSHIP
OF THE
TEAM
STRATEGIC
AND BUSINESS
MANAGEMENT
A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
T H E P M I
T A L E N T
T R I A N G L E ®
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M
TECHNICALP.M
LEADERSHIP
STRATEGIC &
BUSINESS
MANAGEMENT
A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
INTEGRATION
P E R F O R M I N G
T H E I N T E G R A T O R
The role of the project manager when performing
integration on the project
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
W o r k i n g w i t h t h e
p r o j e c t s p o n s o r t o
u n d e r s t a n d t h e
s t r a t e g i c
o b j e c t i v e s
E n s u r e t h e
a l i g n m e n t o f t h e
p r o j e c t o b j e c t i v e s
a n d r e s u l t s w i t h  
b u s i n e s s
a r e a s .
G u i d i n g t h e t e a m
t o w o r k t o g e t h e r t o
f o c u s o n w h a t i s
r e a l l y e s s e n t i a l
T h e i n t e g r a t i o n o f
p r o c e s s e s ,
k n o w l e d g e , a n d
p e o p l e .
THANKS!
follow me on LinkedIn: Ashraf Osman, MBA, PMP
0530392489
L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
PROJECT
I N T E G R A T I O N
M A N A G E M E N T
A S H R A F   O S M A N , M B A , P M P
MBA, PMP
A s h r a f O s m a n
INTEGRATION
THIS KNOWLEDGE AREA IS
ALL ABOUT INTEGRATING
ALL OTHER KNOWLEDGE
AREAS, IT CONSISTS OF:
DEVELOP PROJECT
CHARTER
DEVELOP PROJECT
MANAGEMENT PLAN
DIRECT AND MANAGE
PROJECT WORK
MANAGE PROJECT
KNOWLEDGE
MONITOR AND CONTROL
PROJECT WORK
PERFORM INTEGRATED
CHANGE CONTROL
CLOSE PROJECT OF PHASE
P R O J E C T L I F E C Y C L E .
D E V E L O P M E N T L I F E C Y C L E
M A N A G E M E N T A P P R O A C H E S
K N O W L E D G E M A N A G E M E N T
L E S S O N S L E A R N E D
TAILORING CONSIDERATIONS
U S E O F A U T O M A T E D T O O L S
U S E O F V I S U A L M A N A G E M E N T T O O L S
P R O J E C T K N O W L E D G E M A N A G E M E N T
E X P A N D I N G T H E P R O J E C T M A N A G E R ’ S
R E S P O N S I B I L I T I E S
H Y B R I D M E T H O D O L O G I E S
TRENDS AND EMERGING PRACTICES
Develop
Project Charter
The process of developing a document that formally
authorizes the existence of a project and provides the
project manager with the authority to apply
organizational resources to project activities.
Here where the initial planning or high-level planning
is started
Develop Project
Charter
Establishes a partnership
between the performing and
requesting organizations.
Project Manager is identified
Provides Project Manager with
the authority to use resources
to the project
Provides Project Manager with
the reporting authority
issued by project
initiator/sponsor (external to
project), who is funding the
project.
IMPORTANCE
DEVELOP PROJECT CHARTER
1- Business documents
• Business case
• Benefits mgmt plan
2- Agreements
3- OPA 4- EEF
1- Expert Judgement & Meeting
2- Interpersonal and team skills
• Conflict management
• Facilitation
3- Data gathering
• Brainstorming
• Focus groups
• Interviews
1- Project Charter
2- Assumption log
INPUTS TOOLS &
TECHS
OUTPUTS
MBA, PMP
A s h r a f O s m a n
DEVELOP
PROJECT
CHARTER
(INPUTS)
ENTERPRISE
ENVIRONMENTAL
FACTORS
BUSINESS
DOCUMENTS
AGREEMENTS
Determines whether or
not the project is worth
the required investment
Include but are not
limited to:
Government or
industry standards
Legal and regulatory
requirements
Marketplace
conditions
Organizational culture
When a project is being
performed for an
external customer. It also
includes agreement with
the project manager to
start working on the
porject
BUSINESS CASE
Contents of 
the Charter
1. Purpose / Justifications
2. Project objectives and success
criteria
3. High-level requirements
4. High-level project description
5. High-Level Risks
6. Summary of Milestone
schedule
7. Summary budget
8. Project approval requirements
9. Assigned project manager and
authority
10. Name and authority of the
sponsor
DEVELOP
PROJECT
MANAGEMENT
PLAN
The process of defining,
preparing, and
coordinating all subsidiary
plans and baselines and
integrating them into a
comprehensive project
management plan.
PROJECTMANAGEMENTPLAN
Project Management Plan contents vary upon application area
It is progressively elaborated
Explains how plan is executed, monitored and controlled and
closed
Project Management Plan integrates and consolidates the
subsidiary management plans and baselines
Descriptions of Tools and Techniques selected for use
How work is executed
How Change is Monitored and Controlled
How is Configuration Management performed?
How are Performance measurement baselines maintained?
How are communications established?
How are Risks managed?
How is Quality managed?
MBA, PMP
A s h r a f O s m a n
MBA, PMP
A s h r a f O s m a n
I N P U T S
1. PROJECT CHARTER
2. OUTPUTS FROM OTHER
PROCESSES
3. EEF 4. OPA
T O O L S & T E C H S
1. EXPERT JUDGEMENT
2. DATA GATHERING
3. INTERPERSONAL &
TEAM SKILLS
4. MEETINGS
O U T P U T S
1- PROJECT MGMT PLAN
DEVELOP
PROJECT MANAGEMENT PLAN
MBA, PMP
A s h r a f O s m a n
I T L I S T S A L L O F T H E H I G H - L E V E L
D E T A I L S F O R Y O U R P R O J E C T + Y O U
C A N ’ T S T A R T P L A N N I N G W I T H O U T A
C H A R T E R .
PROJECT CHARTER
P L A N N I N G P R O C E S S E S : A L L O F T H E
B A S E L I N E S A N D P L A N N I N G P R O C E S S E S
I N K N O W L E D G E A R E A S
E X E C U T I O N – M O N I T O R I N G A N D
C O N T R O L L I N G P R O C E S S E S : O U T P U T S
F R O M E – M & C I N C L U D I N G T H E C H A N G E
R E Q U E S T .
I N P U T S
T O
D E V E L O P
P R O J E C T
M G M T
P L A N
OUTPUTS FROM OTHER PROCESSES 
B A S I C P L A N S
FROM SCOPE MGMT.
PLAN TO
STAKEHOLDERS
MGMT. PLAN
B A S E L I N E S
SCOPE, TIME & COST
BASELINES
=
PROJECTMANAGEMENT
PLAN
9
3
MBA, PMP
A s h r a f O s m a n
DIRECT
AND
MANAGE
PROJECT
WORK
The process of leading
and performing the
work defined in the
project management
plan and implementing
approved changes to
achieve the project’s
objectives
MBA, PMP
A s h r a f O s m a n
OUTPUTS
DIRECT & MANAGE PROJECT WORK
TOOLS &
TECHNIQUES
INPUTS
1. Project Mgmt Plan
2. Project documents
3.Approved change
requests
4. OPA & EEF
1. Expert Judgment
2. Project Mgmt
Information System
3. Meetings
1. Deliverables
2. Work
Performance Data
3. Change Requests
4. Issue log
5. Project Mgmt Plan
updates
6. Project Document
updates
7. OPA updates
Any output produced : e.g.
product , service , results ,
reports , documents ….etc.
DELIVERABLE 
Corrective action: An intentional
activity that re-aligns the
performance of the project work
with the project management
plan;
Preventive action—An
intentional activity that ensures
the future performance of the
project work is aligned with the
project management plan;
Defect repair—An intentional
activity to modify a
nonconforming product or
product component; and/or
Updates — reflect modified or
additional ideas or content.
APPROVED
CHANGE
REQUESTS
Inputs
MBA, PMP
A s h r a f O s m a n
ANY OUTPUT PRODUCED: E.G.
PRODUCT, SERVICE, RESULTS,
REPORTS, DOCUMENTS ….ETC.
DELIVERABLE
THE RAW OBSERVATIONS AND
MEASUREMENTS IDENTIFIED DURING
ACTIVITIES BEING PERFORMED TO CARRY
OUT THE PROJECT WORK. DATA IS
GATHERED THROUGH WORK EXECUTION
AND PASSED TO THE CONTROLLING
PROCESSES OF EACH PROCESS AREA
FOR FURTHER ANALYSIS. IT’S CALLED
“STATUS REPORT’
WORK
PERFORMANCE
DATA
Outputs
1. EXPERT JUDGMENT
2. KNOWLEDGE MGMT
3. INFORMATION MGMT
4. INTERPERSONAL & TEAM
SKILLS
1.PROJECT MGMT PLAN
2. PROJECT DOCUMENTS
• LESSONS LEARNED REGISTER
• PROJECT TEAM ASSIGNMENTS
• RESOURCE BREAKDOWN
STRUCTURE
• SOURCE SELECTION CRITERIA
• STAKEHOLDER REGISTER
3. DELIVERABLES
4. EEF 5. OPA
1. LESSONS LEARNED
REGISTER
2. PROJECT MGMT PLAN
UPDATES
3. PROJECT DOCUMENTS
UPDATES
INPUTS TOOLS
& TECH
OUTPUTS
M A N A G E
P R O J E C T
K N O W L E D G E
THE PROCESS OF USING EXISTING KNOWLEDGE AND CREATING NEW KNOWLEDGE TO ACHIEVE
THE PROJECT’S OBJECTIVES AND CONTRIBUTE TO ORGANIZATIONAL LEARNING.
MONITOR AND
CONTROL
PROJECT WORK
THE PROCESS OF TRACKING,
REVIEWING, AND REPORTING
PROJECT PROGRESS AGAINST
THE PERFORMANCE OBJECTIVES
DEFINED IN THE PROJECT
MANAGEMENT PLAN.
IT IS ABOUT COMPARING THE
PLAN VS ACTUAL WORK
MBA, PMP
A s h r a f O s m a n
MONITOR AND
CONTROL
PROJECT WORK
IT INCLUDES
1. Comparing actual project
performance against project
plan.
2. Assess and implement
needed corrective / preventive
actions
3. Analyzing and tracking and
monitoring Project risks and
implementing risk responses
accordingly
4. Monitoring Implementation of
approved changes
MBA, PMP
A s h r a f O s m a n
MONITOR AND CONTROL PROJECT WORK
1. PROJECT MGMT PLAN
2. PROJECT DOCUMENTS
• COST FORECASTS
• MILESTONE LIST
• QUALITY REPORTS
• RISK REGISTER
• RISK REPORT
• SCHEDULE FORECASTS
3. AGREEMENTS
4. WORK PERFORMANCE
INFORMATION
5. EEF 6. OPA
1. EXPERT JUDGMENT
& MEETINGS
2. DATA ANALYSIS
• ALTERNATIVES ANALYSIS
• COST-BENEFIT ANALYSIS
• EARNED VALUE ANALYSIS
• ROOT CAUSE ANALYSIS
• TREND ANALYSIS
• VARIANCE ANALYSIS
.3 DECISION MAKING
1. CHANGE REQUESTS
2. WORK
PERFORMANCE
REPORTS
3. PROJECT
MANAGEMENT PLAN
UPDATES
4. PROJECT DOCUMENT
UPDATES
OUTPUTSTOOLS &
TECHNIQUES
INPUTS
A R E D E R I V E D F R O M P R O G R E S S
V S T H E S C H E D U L E B A S E L I N E
A R E D E R I V E D F R O M P R O G R E S S
V S T H E C O S T B A S E L I N E
I N C L U D E S Q U A L I T Y M A N A G E M E N T
I S S U E S ; R E C O M M E N D A T I O N S F O R
P R O C E S S , P R O J E C T , A N D P R O D U C T
I M P R O V E M E N T S A N D T H E S U M M A R Y
O F F I N D I N G S F R O M T H E C O N T R O L
Q U A L I T Y P R O C E S S .
S C H E D U L E F O R E C A S T S
C O S T F O R E C A S T S
Q U A L I T Y R E P O R T S
WORK
PERFORMANCE
DATA
WORK
PERFORMANCE
REPORTS
WORK
PERFORMANCE
INFORMATION
The raw observations and
measurements identified during
activities being performed to carry out
the project work
information resulted from when
these raw measurement are
analyzed 
Is the summation of WPI in physical
or electronic form
P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L
T H E P R O C E S S O F R E V I E W I N G A L L C H A N G E R E Q U E S T S ;
A P P R O V I N G / R E J E C T I N G C H A N G E S A N D M A N A G I N G
C H A N G E S T O D E L I V E R A B L E S , O R G A N I Z A T I O N A L
P R O C E S S A S S E T S , P R O J E C T D O C U M E N T S , A N D T H E
P R O J E C T M A N A G E M E N T P L A N ; A N D C O M M U N I C A T I N G
T H E I R D I S P O S I T I O N .
PERFORM
INTEGRATED
CHANGE
CONTROL
THIS PROCESS
INCLUDES THE
FOLLOWING
CHANGE
MANAGEMENT
ACTIVITIES:
01 Identifying the
change need
or change
occurred.
03 Reviewing
and
approving
change
requests
02
Ensuring only
approved
changes are
implemented
04 Managing
approved
changes
MBA, PMP
A s h r a f O s m a n
1. EXPERT JUDGMENT
2. MEETINGS
3. CHANGE CONTROL
TOOLS
4. DATA ANALYSIS
• ALTERNATIVES
ANALYSIS
• COST-BENEFIT
ANALYSIS
5. DECISION MAKING
1.PROJECT
MANAGEMENT PLAN
2. WORK PERFORMANCE
REPORTS
3. CHANGE REQUESTS
4. EEF
5. OPA
1. APPROVED CHANGE
REQUEST
2. PROJECT
MANAGEMENT PLAN
UPDATES
3. PROJECT DOCUMENTS
UPDATES
INPUTS TOOLS
& TECH
OUTPUTS
P E R F O R M
I N T E G R A T E D
C H A N G E
C O N T R O L
RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE
REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT
PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL
MANAGERS, TECHNICAL TEAM MEMBERS…ETC.
CHANGE CONTROL BOARD
Close
Project or
Phase
INPUTS
1. Project Management Plan
2. Accepted Deliverables 3. OPA
4. Project charter
5. Project documents
6. Agreements
7.Procurement documentation
8. Business documents
T&T
1. Expert Judgment
2. Data analysis
• Document analysis
• Variance analysis
3. Meetings
OUTPUTS1. Final Product, Service or result transition
2. Updated Organizational Process Assets
3. Final Report 4. Project documents updates
T h e p r o c e s s o f
f i n a l i z i n g a l l
a c t i v i t i e s a c r o s s
a l l o f t h e P r o j e c t
M a n a g e m e n t
P r o c e s s G r o u p s
t o f o r m a l l y
c o m p l e t e t h e
p h a s e o r p r o j e c t .
MBA, PMP
A s h r a f O s m a n
THANK YOU.
I hope you enjoyed
my presentation.
PMP PREPARATION COURSE
ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
PMP PREPARATION
COURSE
PROJECT SCOPE MANAGEMENT
  ASHRAF OSMAN, MBA, PMP
MBA, PMP
A s h r a f O s m a n
DEFINE SCOPECOLLECT REQUIREMENTSPLAN SCOPE MANAGEMENT
Plan out all of the
work you’ll do to
define your scope,
make sure the team
is planning to do the
right work, and
control it.
Find out all of the
stakeholders’ needs
and write them down
so that you know
what to build and
your requirements
can be measured and
tracked.
Detailed description
of the work that will
be done and
produced.
OVERVIEW
CONTROL SCOPE
OVERVIEW
VALIDATE SCOPECREATE WBS
The process of
subdividing project
deliverables and
project work into
smaller, more
manageable
components.
The process of
formalizing
acceptance of the
completed project
deliverables.
The process of
monitoring the
status of the project
and product scope
and managing
changes to the
scope baseline.
PROJECT SCOPE MANAGEMENT
Features and functions of the
product of the project
Completion of product scope is
measured against the requirements
The work needed to create product
of the project
Completion of a project is measured
against the plan
Project ScopeProduct Scope
CONSISTS OF :
MBA, PMP
A s h r a f O s m a n
TAILORING
CONSIDERATIONS
1 - K n o w l e d g e & r e q u i r e m e n t s  
    m a n a g e m e n t
2 -   V a l i d a t i o n a n d c o n t r o l
3 -   D e v e l o p m e n t a p p r o a c h
4 -   S t a b i l i t y o f r e q u i r e m e n t s
5 -   G o v e r n a n c e .
MBA, PMP
A s h r a f O s m a n
PLAN SCOPE
MANAGEMENT
T H E P R O C E S S O F
C R E A T I N G A S C O P E
M A N A G E M E N T P L A N
T H A T D O C U M E N T S H O W
T H E P R O J E C T S C O P E
W I L L B E D E F I N E D ,
V A L I D A T E D , A N D
C O N T R O L L E D .
I T F I G U R E S O U T W H A T
W O R K Y O U ’ L L D O A N D
W H A T ’ S O U T O F S C O P E .
MBA, PMP
A s h r a f O s m a n
INPUTS
TOOLS &
TECHNIQUES
OUTPUTS
1. Project management plan
2. Project Charter
3. OPA
4. EEF
1. Expert Judgement
2. Meetings
3. Data analysis 
    • Alternatives analysis
1. Scope management plan
2. Requirements management plan
SCOPE
MANAGEMENT
PLAN
Helps to prepare a detailed project
scope statement
Enables the creation of the WBS from
the detailed project scope statement
Establishes how the WBS will be
maintained and approved
Specifies how formal acceptance of
the completed project deliverables
will be obtained
REQUIREMENTS
MANAGEMENT
PLAN
It describes how requirements will
be collected, analyzed, documented,
and managed.
How codification of  requirements 
will be planned, tracked and reported
Description of requirements
prioritization.
How traceability structure is defined.
MBA, PMP
A s h r a f O s m a n
The process of determining, documenting, and
managing stakeholder needs and requirements
to meet project objectives.
By sitting down with all of the stakeholders for
your project and working out what their needs
are, and that’s what you do in the Collect
Requirements process
COLLECT REQUIREMENTS
MBA, PMP
A s h r a f O s m a n
COLLECT REQUIREMENTS
INPUTS
1. Project mgmt plan
   • Scope mgmt plan
   • Requirements mgmt 
      plan
2. Project charter
3. Project documents
4. Business documents
5. Agreements
6. OPA   7. EEF
TOOLS
&
TECHNIQUES
1. Expert judgment
2. Data gathering
3. Data analysis
4. Decision making
5. Data representation
6. Interpersonal and team     
    skills
7. Context diagram
8. Prototypes
OUTPUTS
1. Requirements
      Documentation
2. Requirements
          Traceability Matrix
MBA, PMP
A s h r a f O s m a n
PROJECT
MGMT PLAN
PROJECT
DOCUMENTS
BUSINESS
DOCUMENTS
It contains plans like:
1-Scope plan: 
how scope will be defined
2-Requirements plan:
how  requirements will be
collected, analyzed
3-Stakeholder plan:
how to work with
stakeholders to collect
their requirements
It contains documents like:
 1-Stakeholder Register 
identify stakeholders
who can provide information
on the requirements.
2-Lessons learned register 
provide
information on effective
requirements collection
techniques
It contains business
case, which can
describe required,
desired, and optional
criteria for meeting the
business needs.
INPUTS (EXPLANATIONS)
Expertise from individuals or
groups in what and how to
collect requirements 
EXPERT
JUDGMENT01
By Brainstorming, Interviews, 
Focus groups & Questionnaires.
DATA
GATHERING02
1. Unanimity
2. Majority
3. Plurality
4. Autocratic 
DECISION
MAKING03
Document analysis like: 
- Agreements;
- Business plans;
- Business process
DATA
ANALYSIS04
Includes: Nominal group
technique & Observation/
conversation.
INTERPERSONAL
AND TEAM
SKILLS
05
Data representation techniques can
include: 
Affinity diagrams & Mind mapping
DATA
REPRESENTATION06
Prototyping is a method of
obtaining early feedback on
requirements by providing a
model of the expected product
before actually building it.
PROTOTYPES07
It shows the boundaries of the
product scope by highlighting
the product and its interfaces
with people, processes, or
systems
CONTEXT
DIAGRAMS08
OUTPUTS
1.REQUIREMENTS
DOCUMENTATION
Contains:
1. Business needs
2. Functional Requirements
3. Non-Functional Requirements
4. Quality Requirements
5. Acceptance Criteria
2.REQUIREMENTS
TRACEABILITY MATRIX
To trace the collected requirements 
MBA, PMP
A s h r a f O s m a n
DEFINE
SCOPE
1.  Project management plan
    • Scope management plan
2. Project charter
3. Project documents
    • Requirements documentation
4. OPA     5. EEF
INPUTS
1. Expert judgment
2. Product analysis
3. Data analysis
    • Alternatives analysis
4. Decision making
5. Interpersonal and team skills
The process of developing a
detailed description of the project
and product.
it describes the project, service, or
result boundaries by defining which
of the requirements collected will be
included in and excluded from the
project scope.
TOOLS & TECH
1.  Project Scope Statement
2. Project Document Updates
OUTPUTS
MBA, PMP
A s h r a f O s m a n
INTERPERSONAL & TEAM SKILLS
DEFINE SCOPE (T&T)
PRODUCT ANALYSISDATA ANALYSIS
Alternatives analysis
can be used to
evaluate ways to
meet the
requirements and
the objectives
identified in
the charter.
It includes asking
questions about a
product or service
and forming answers
to describe the use,
characteristics, and
other relevant
aspects 
The goal is to reach
a cross-functional &
common
understanding of
the project
deliverables and
project
& product
boundaries.
PROJECT SCOPE
STATEMENT
(OUTPUT)
Project Scope Statement defines
what work will be performed and
what work is excluded.
Project Scope Description
Product Acceptance Criteria
Project Deliverables
Project exclusions
Project Constraints & Assumptions
MBA, PMP
A s h r a f O s m a n
CREATE WBS
The process of subdividing
project deliverables and project
work into smaller, more
manageable components called
work packages
MBA, PMP
A s h r a f O s m a n
EXAMPLEWBS
1. STRUCTURAL 2. UTILITIES 3. FINISHING
1. 1 EXCAVATION
1.2 FOUNDATION
1.3 FRAMING
2.1 HVAC
2.2 PLUMBING
2.3 ELECTRICAL
3.1 PAINTING
3.2 WINDOWS
3.3 DECORATION
BUILDING
COST
ESTIMATING
ACTIVITY
DEFINITION
COST
BUDGETING
RESOURCE
PLANNING
RISK  
PLANNING
CREATE
WBS
WBS is very important as it is an
input to FIVE core processes
CREATE WBS
INPUTS TOOLS &
TECHS
OUTPUTS
1. Project mgmt plan
   • Scope mgmt plan
2. Project documents
   • Project scope         
     statement
   • Requirements
     documentation
4. EEF   5. OPA
1. Decomposition
2. Expert judgement
1. Scope Baseline
2. Project documents     
    updates
   • Assumption log
   • Requirements
     documentation
WBS
SCOPE
STATEMENT
WBS
DICTIONARY
Deliverable-oriented
breakdown of a project
into smaller components
Document that provides a
detailed information about each
element in the WBS
Document outlines the
project's deliverables and
identify the constraints,
assumptions and key success
factors
SCOPE BASELINE
(OUTPUTS)
The scope baseline is the
approved version of a
Scope Statement + WBS
+ WBS Dictionary.
It is used as a basis for
measuring performance.
It is a component of the
project management
plan.
The process of monitoring the status of
the project and product scope and
managing changes to the scope baseline.
It allows the scope baseline to be
maintained throughout the project. 
It ensures all requested changes are
processed through the Perform Integrated
Change Control process.
CONTROL
SCOPE
CONTROL SCOPE
INPUTS TOOLS &
TECHS
OUTPUTS
1. Project mgmt plan
2. Project documents
    • Requirements     
      documentation
   • Requirements     
     traceability matrix
3.Work performance 
   data
4. OPA
1. Data analysis
    • Variance analysis
      to compare the 
      baseline to the       
      actual performance
    • Trend analysis
       examines project   
       performance over 
       time to check it 
1. Work performance     
    information
2. Change requests
3. Project management 
    plan updates
4. Project documents     
    updates
SCOPE CREEP
The uncontrolled expansion of
product or project scope
without adjustments to time,
cost, and resources is referred
to as scope creep. 
MBA, PMP
A s h r a f O s m a n
VALIDATE
SCOPE
V a l i d a t e S c o p e i s t h e
p r o c e s s o f t h e c u s t o m e r
a c c e p t i n g t h e p r o j e c t
d e l i v e r a b l e s .
H a p p e n s a t t h e e n d o f
e a c h p r o j e c t p h a s e o r a
m a j o r d e l i v e r a b l e s a r e
c r e a t e d
I t e n s u r e s t h a t t h e
d e l i v e r a b l e s a r e i n
a l i g n m e n t w i t h t h e
p r o j e c t s c o p e
QUALITY CONTROL VS VALIDATE SCOPE
P e r f o r m e d i n t e r n a l l y b y t h e
p r o j e c t m a n a g e r w i t h t h e
q u a l i t y m a n a g e m e n t t e a m
P e r f o r m e d e x t e r n a l l y b y
t h e c l i e n t w i t h t h e p r o j e c t
m a n a g e r .
T h e p u r p o s e o f Q C i s t o
m a k e s u r e t h e p r o d u c t i s
d e f e c t f r e e &   f u l f i l l s i t s
r e q u i r e m e n t s
T h e p u r p o s e o f t h e
V a l i d a t e S c o p e i s t o g e t
f o r m a l a c c e p t a n c e f r o m t h e
c u s t o m e r
I s u s u a l l y p e r f o r m e d a t t h e
e n d o f t h e p h a s e
I s p e r f o r m e d a t t h e e n d o f
t h e p r o j e c t
T h e d e l i v e r a b l e p r o d u c e d
o u t o f t h i s p r o c e s s i s
“ V E R I F I E D D E L I V E R A B L E ”
T h e d e l i v e r a b l e p r o d u c e d
o u t o f t h i s p r o c e s s i s
  “ A C C E P T E D D E L I V E R A B L E ”
VALIDATE SCOPE
INPUTS TOOLS &
TECHS
OUTPUTS
1. Project mgmt     
    plan
2. Project document
3. Verified 
    deliverables
4. Work performance
    data
1. Inspection
2. Decision making
1. Work performance
    information
2. Accepted
    deliverables
3. Change requests
4. Project document 
    updates
Deliverable
Journey
Charter Project
Mgmt
Plan
Deliverable Verified
Deliverable
Accepted
Deliverable
Final
product
service or
result
Develop
Charter
Develop PMP D&M project work QC Validate
Scope
Close Project
MBA, PMP
A s h r a f O s m a n
ASHRAF OSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489
THANK YOU 
NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT
MBA, PMP
A s h r a f O s m a n
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
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PROJECT TIME
MANAGEMENT
PMP PREPARATION COURSE
ASHRAF OSMAN, MBA, PMP
MBA, PMP
A s h r a f O s m a n
01Plan Schedule
Management
02Define Activities
03Sequence Activities
04Estimate Activity
Durations
05Develop Schedule
06Control Schedule
SCHEDULEMANAGEMENT
PROCESSES
MBA, PMP
A s h r a f O s m a n
TRENDS
AND
EMERGING
PRACTICES
01
This is a form of rolling
wave planning based on
adaptive life cycles,
such as the agile approach
for product development.
The requirements are
documented in user
stories that are then
prioritized and refined just
prior to construction & the
product features are
developed using time-
boxed periods of work.
02
On-demand scheduling
does not rely on a
schedule that was
developed previously for
the development of the
product or product
increments, but rather
pulls work from a backlog
or intermediate queue of
work to be done
immediately as resources
become available.
ITERATIVE
SCHEDULING WITH
A BACKLOG
ON-DEMAND
SCHEDULING
MBA, PMP
A s h r a f O s m a n
TAILORING
CONSIDERATIONS
What is the most
appropriate life cycle
approach that allows for
a more detailed
schedule?
How will the
presence of project
complexity,
technological
uncertainty, product
novelty, pace, or
progress tracking
impact the desired
level of control?
Is technology used to
develop, record,
transmit, receive, and
store project schedule
model information and
is it readily accessible?
LIFE CYCLE
APPROACH
RESOURCE
AVAILABILITY
PROJECT
DIMENSIONS
TECHNOLOGY
SUPPORT
What are the factors
influencing durations
(such as the correlation
between available
resources and their
productivity)?
MBA, PMP
A s h r a f O s m a n
PLAN
SCHEDULE
MANAGEMENT
The process of establishing the policies,
procedures, and documentation for
planning, developing, managing, executing,
and controlling the project schedule
MBA, PMP
A s h r a f O s m a n
PLAN
SCHEDULE
MANAGEMENT
1. PROJECT
MANAGEMENT PLAN
2. PROJECT CHARTER
3. EEF  4. OPA
1. EXPERT
JUDGEMENT
2. DATA
(ALTERNATIVES) 
ANALYSIS
3. MEETINGS
1. SCHEDULE
MANAGEMENT
PLAN
INPUTS, TOOLS AND
TECHNIQUES  & OUTPUTS
MBA, PMP
A s h r a f O s m a n
01 Project schedule model
development (software)
02Level of accuracy (+/- %)
03Units of measure 
04Project schedule model
maintenance (update)
05Control thresholds
06Performance
Measurement(EVM)
SCHEDULEMANAGEMENTPLAN
CONTENTS
DEFINE
ACTIVITIES
THE PROCESS OF IDENTIFYING
AND DOCUMENTING THE
SPECIFIC ACTIONS TO BE
PERFORMED TO PRODUCE
THE PROJECT DELIVERABLES.
Define Activities will decompose
the work package into smaller
components, are called schedule
activities.
These activities provide a basis for
estimating, scheduling,
executing, and monitoring and
controlling the project work
MBA, PMP
A s h r a f O s m a n
DELIVERABLE
WORK
PACKAGE
ACTIVITY
CREAT WBS
DEFINE ACTIVITIES
MBA, PMP
A s h r a f O s m a n
DEFINE
ACTIVITIES
1. PROJECT
MANAGEMENT PLAN
  • SCHEDULE MGMT       
    PLAN
  • SCOPE BASELINE
3. EEF         4. OPA
1. DECOMPOSITION
2. ROLLING WAVE
    PLANNING
3. EXPERT JUDGMENT
4. MEETINGS
1. ACTIVITY LIST
2. ACTIVITY ATTRIBUTES
3. MILESTONE LIST
4. CHANGE REQUESTS
5. PROJECT MGMT PLAN 
    UPDATES
INPUTS, TOOLS AND
TECHNIQUES  & OUTPUTS
ROLLING WAVE PLANNING
THE PROCESS OF PROJECT PLANNING IN
WAVES AS THE PROJECT PROCEEDS AND
LATER DETAILS BECOME CLEARER.
TOOLS & TECHNIQUES
MBA, PMP
A s h r a f O s m a n
DEFINE ACTIVITIES
List of the activities &
their description
It explain the activity list
so it includes
predecessor activities,
successor activities,
constraints, information
about resources or time
A milestone is an
activity of zero
duration that shows
an important
achievement in a
project.
ACTIVITY
LIST
OUTPUTS
ACTIVITY
ATTRIBUTE
MILESTONE
LIST
SEQUENCE
ACTIVITIES
The process of identifying and documenting
relationships among the project activities
MBA, PMP
A s h r a f O s m a n
SEQUENCE
ACTIVITIES
1. PROJECT
MANAGEMENT
PLAN
2. PROJECT
DOCUMENTS
 • ACTIVITY LIST
 • ACTIVITY 
   ATTRIBUTES
 • MILESTONE
   LIST
3. EEF 4. OPA
1. PRECEDENCE
DIAGRAMMING
METHOD (PDM)
2. DEPENDENCY
DETERMINATION
& INTEGRATION
3. LEADS & LAGS
4. PROJECT
MANAGEMENT
INFORMATION
SYSTEM
1. PROJECT
SCHEDULE
NETWORK
DIAGRAMS
2. PROJECT
DOCUMENTS
UPDATE
INPUTS
TOOLS &
TECHNIQUES OUTPUTS
The process of
identifying and
documenting
relationships
among the
project activities
PRECEDENCE DIAGRAMMING METHOD
PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT
THE ACTIVITIES, WHICH ARE CALLED NODES.
THE NODES ARE CONNECTED WITH ARROWS SHOWING THE
DEPENDENCIES BETWEEN ACTIVITIES.
THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).
PDM
01 1. Most frequently used
2. Describes that the
independent activity must
finish before the
dependent activity can
start
3. B doesn't start before A
is finished
e.g. foundation -concrete
03 1. The independent activity
must finish before the
dependent activity finishes
 2. B doesn't finish before
A is finished
e.g. Last chapter written
(FF) Entire book completed
02 1.  The independent
activity must start before
the dependent activity can
start.
2. B doesn't start before A
Starts
e.g. Project work started
(SS) Project Management
activities started
04 1. The independent activity
must start before the
dependent activity can
finish
 2. This logical relationship
is seldom used
 B doesn't finish before A
starts
 e.g. shifts
FINISH TO START
FINISH TO FINISH
START TO START
START TO FINISH
The precedence
diagramming
method has four
logical
relationships/
dependencies
Also know as hard logic or hard
dependencies.
The nature of the work dictates the
order in which the activities should
be Performed legally or
contractually
Involves Physical limitations 
Also know as preferred logic or soft
logic or preferential logic.
Defined by project management
team
Process / procedure driven or best
practices techniques
Internal to the project and
controlled by the team
External to the project
An external activity which is non-
project activity has an impact on
project activities.
MANDATORY DEPENDENCY
EXTERNAL DEPENDENCY
DISCRETIONARY DEPENDENCY
INTERNAL DEPENDENCY
DEPENDENCY DETERMINATION &
INTEGRATION
ALSO 4 DEPENDENCIES
Leads and Lags
Lead Lag
Speed up the successor
activities and require
time to be subtracted
from the start date or
the finish date of the
activity scheduled
Delay successor
activities and require
time added either to
the start date or to the
finish date of the
activity scheduled
ACTIVITY A
ACTIVITY B
LAGLEAD
ACTIVITY A
ACTIVITY B
ESTIMATE
ACTIVITY
DURATIONS
The process of estimating the number of
work periods needed to complete individual
activities with estimated resources.
MBA, PMP
A s h r a f O s m a n
ESTIMATE
ACTIVITY
DURATIONS
ESTIMATE
ACTIVITY
DURATIONS
1. PROJECT MANAGEMENT PLAN
2. PROJECT DOCUMENTS
• ACTIVITY ATTRIBUTES
• ACTIVITY LIST
• MILESTONE LIST
• PROJECT TEAM ASSIGNMENTS
• RESOURCE BREAKDOWN
  STRUCTURE
• RESOURCE CALENDARS
• RESOURCE REQUIREMENTS
• RISK REGISTER
3. EEF    4. OPA
.1 EXPERT JUDGMENT
.2 ANALOGOUS ESTIMATING
.3 PARAMETRIC ESTIMATING
.4 THREE-POINT ESTIMATING
.5 BOTTOM-UP ESTIMATING
.6 DATA ANALYSIS
• ALTERNATIVES ANALYSIS
• RESERVE ANALYSIS
.7 DECISION MAKING
.8 MEETINGS
.1 DURATION ESTIMATES
.2 BASIS OF ESTIMATES
.3 PROJECT DOCUMENTS UPDATES
INPUTS, TOOLS AND
TECHNIQUES  & OUTPUTS
ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
Also called Top-down
estimating
Most useful when the
previous similar activities
to activities being
estimated
 three numbers: a
most likely , an
optimistic scenario,
and a pessimistic
The final estimate is
the average=
(O+4M+P)/6
Set some money aside
to account the risk
ANALOGOUS
ESTIMATING
PARAMETRIC
ESTIMATING
THREE-POINT
ESTIMATES
RESERVE
ANALYSIS
Based on data and
project parameters.
We have 4 meters of
cables (data) each 1
meter will take  1
minute to install . total
duration = 4 mintues
x
X
Y
y
ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
Different way or
resources to do
the work. 
e.g Brick Or Wood?
Hand Or Automated?
the project
manager asks the
team to show their
estimation by
voting
With the one
who will do the
work
ALTERNATIVE
ANALYSIS
BOTTOM-UP
ESTIMATING
DECISION
MAKING
EXPERT
JUDGMENT
Further Decomposition of
activity to estimate the
duration. These estimates
are
then aggregated into a
total quantity for each of
the activity’s durations.
DURATION
ESTIMATES
BASIS OF
ESTIMATES
PROJECT DOCUMENTS
UPDATES
OUTPUTS
number of time periods
that are required to
complete an activity
Additional details or
justifications show how the
duration estimate was
derived.
Like  activity attributes,
risk register, Lessons
learned register...etc
MBA, PMP
A s h r a f O s m a n
DEVELOP
SCHEDULE
The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project
schedule model.
MBA, PMP
A s h r a f O s m a n
ESTIMATE
ACTIVITY
DURATIONS
DEVELOP
SCHEDULE
.1 PROJECT MANAGEMENT PLAN
• SCHEDULE MANAGEMENT PLAN
• SCOPE BASELINE
.2 PROJECT DOCUMENTS
• ACTIVITY ATTRIBUTES
• ACTIVITY LIST
• MILESTONE LIST
• BASIS OF ESTIMATES
• DURATION ESTIMATES
• PROJECT SCHEDULE NETWORK DIAGRAMS
• PROJECT TEAM ASSIGNMENTS
• RESOURCE CALENDARS
• RESOURCE REQUIREMENTS
• RISK REGISTER
.3 AGREEMENTS    .4 EEF     5 OPA
.1 SCHEDULE NETWORK ANALYSIS
.2 CRITICAL PATH METHOD
.3 RESOURCE OPTIMIZATION
.4 DATA ANALYSIS
• WHAT-IF SCENARIO ANALYSIS
• SIMULATION
.5 LEADS AND LAGS
.6 SCHEDULE COMPRESSION
.7 PROJECT MANAGEMENT
INFORMATION SYSTEM
.8 AGILE RELEASE PLANNING
.1 SCHEDULE BASELINE
.2 PROJECT SCHEDULE
.3 SCHEDULE DATA
.4 PROJECT CALENDARS
.5 CHANGE REQUESTS
.6  PROJECT MGMT PLAN UPDATES
.7  PROJECT DOCUMENTS UPDATES
INPUTS, TOOLS AND
TECHNIQUES  & OUTPUTS
CRITICAL PATH METHOD (CPM)
Longest Duration Path (not longest path) through the network diagram
Near critical path : close in duration to critical path. sometimes the near CP
can be the CP which will increase the risk.
Total Float (Slack) :amount of time that an  activity can be delayed without
delaying the project finish date
Critical Path has always 0 float.
Early start (ES)
Is the earliest time that an
activity can start.
Late start (LS)
Is the latest time that
an activity can start.
Late finish (LF)
Is the latest time that an
activity can finish.
Early finish (EF)
Is the earliest time that an
activity can finish.
RESOURCE
OPTIMIZATION 
RESOURCE LEVELING
RESOURCE SMOOTHING
IS A METHOD TO FLATTEN THE
SCHEDULE WHEN RESOURCES ARE
OVER-ALLOCATED
IT WILL LENGTHEN THE SCHEDULE
A TECHNIQUE THAT ADJUSTS THE
ACTIVITIES OF A SCHEDULE MODEL
SUCH THAT THE REQUIREMENTS FOR
RESOURCES ON THE PROJECT DO
NOT EXCEED CERTAIN PREDEFINED
RESOURCE LIMITS.
IT WILL NOT AFFECT THE SCHEDULE
MBA, PMP
A s h r a f O s m a n
DATA
ANALYSIS
Simulation allow project managers
to examine the feasibility of the
project schedule under different
conditions, variables and events
(Monte Carol analysis)
What-If Scenario Simulations
provide “what-if” questions, worst
case scenarios, and potential
disasters.
MBA, PMP
A s h r a f O s m a n
PROJECT COST
management
P M P P R E P A R A T I O N C O U R S E
A S H R A F O S M A N , M B A , P M P
MBA, PMP
A s h r a f O s m a n
The process of
defining how
the project
costs will be
estimated,
budgeted,
managed,
monitored, and
controlled.
PLAN COST
MGMT
ESTIMATE
COSTS
DETERMINE
BUDGET
CONTROL
COSTS
The process of
developing an
approximation
of the
monetary
resources
needed to
complete
project work.
The process of
aggregating the
estimated costs
of individual
activities or
work packages
to establish an
authorized cost
baseline.
The process of
monitoring the
status of the
project to
update the
project costs
and manage
changes to the
cost baseline.
COST MGMT PROCESSES
KEY CONCEPTS
Is primarily concerned with the cost
of the resources needed to complete
schedule activities.
Also considers
Is also called as Life-Cycle Costing
Cost of using,
Cost of maintaining
Cost of supporting the product,
service or result
Cost
Project 1 Project 2
1000 500
2000 3000
3000 3500
Maintenance
Life cycle
cost
LIFE CYCLE COST
MBA, PMP
A s h r a f O s m a n
TAILORING
CONSIDERATIONS
1- Knowledge management
2- Estimating & budgeting
3- Earned value mgmt
4- Use of agile approach
5- Governance
Tailoring Cost
Management processes
like:
PLAN COST MANAGEMENT
INPUTS
1. Project
management plan
2. Project charter
3. EEF
4. OPA
TOOLS
TECHNIQUES
1. Expert judgment
2. Data analysis
3. Meetings
OUTPUTS
1. Cost management
plan
The process of defining how the project costs will be estimated,
budgeted, managed, monitored, and controlled.
DATA ANALYSIS
It includes but is not limited to
alternatives analysis.
reviewing strategic funding
options such as: self-funding,
funding with equity, or
funding with debt. It can also
include consideration of ways to
acquire project resources such as
making, purchasing renting, or
leasing. As well as currency like
dollar vs Saudi Riyal
MBA, PMP
A s h r a f O s m a n
COST MANAGEMENT PLAN CONTENTS
Level of accuracy
Units of measure
Each unit used in measurement, such as
staff hours/staff days is defined
Control thresholds
EVM calculating formulas are defined
Funding Decisions
Reporting formats
01
02
03
04
05
06
07
ESTIMATE COSTS
ESTIMATE COSTS IS THE PROCESS OF CALCULATING
THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO
COMPLETE THE PROJECT WORK.
ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF
CURRENCY
MBA, PMP
A s h r a f O s m a n
INPUTS
OUTPUTS
TOOLS &
TECHNIQUES
1. Project management plan
• Cost management plan
• Quality management plan
• Scope baseline
2. Project documents
• Risk register
• Project schedule
• Resources requirements
3. EEF 4. OPA
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Data analysis
• Alternatives analysis
• Reserve analysis
• Cost of quality
7. Project management information system
1. Cost estimates
2. Basis of estimates
3. Project documents updates
ESTIMATE COSTS
DETERMINE BUDGET
TOOLS
TECHNIQUES OUTPUTSINPUTS
1. Project mgmt plan
• Cost mgmt plan
• Scope baseline
2. Project documents
• Basis of estimates
• Cost estimates
• Project schedule
• Risk register
3. Agreements
4. OPA 5. EEF
1. Cost aggregation
2. Data analysis
• Reserve analysis
3. Expert judgment
4. Historical information
review
5. Funding Limit
reconciliation
6. Financing
1. Cost baseline
2. Project funding
requirements
3. Project documents
updates
The process of aggregating the estimated costs of
individual activities or work packages to establish an
authorized cost baseline
MBA, PMP
A s h r a f O s m a n
CONTROL COSTS
THE PROCESS OF MONITORING THE STATUS OF THE
PROJECT TO UPDATE THE PROJECT COSTS AND
MANAGING CHANGES TO THE COST BASELINE
MBA, PMP
A s h r a f O s m a n
INPUTS
OUTPUTS
TOOLS &
TECHNIQUES
1. Project management plan
• Cost management plan
• Cost baseline
2. Project funding requirements
3. Work performance data
4. Project documents
4. Organizational process assets
1. Earned value management
2. Data analysis
• Earned value analysis
• Variance analysis
• Trend analysis
• Reserve analysis
3. To-complete performance index (TCPI)
4. Project management information system
1. Work performance information
2. Cost forecasts
3. Change requests
4. Project management plan updates
5. Project documents updates
CONTROL COSTS
EARNED VALUE
ANALYSIS
“The rabbit wouldn't’ have
lost the race if someone
informed about its
performance time to time…”
EARNED VALUE
ANALYSIS
METHODOLOGY
TO TRACK:
Schedule Performance
Cost Performance
BENEFITS OF EVA
Reliable project costs and
schedule data for more
effective decision-making
Early identification of potential
problems
Accurate prediction of project
costs at completion
What did we get for money
spent
How much will the project cost
to complete
When will the project be
complete
MBA, PMP
A s h r a f O s m a n
EARNED VALUE ANALYSIS
PV BAC
PLANNED
VALUE
The authorized budget assigned
to scheduled work.
BUDGET AT
COMPLETION
Budget planned for an activity or
work package
Cumulative and Current
BAC is the sum of all budgets
allocated to a project
The Project BAC must always
equal the Project Total PV.
BAC = SUM (PV)
EARNED VALUE ANALYSIS
EARNED VALUE ANALYSIS
AC
EV is the quantification of the
“worth” of the work done
ACTUAL
COST
EV tells us in physical terms, what
the project has accomplished.
Cumulative and Current
the cost incurred for executing
work on a project
It is the total cost incurred in
accomplishing the work that the
EV measured
Cumulative and Current
EV
EARNED
VALUE
EARNED VALUE ANALYSIS
SCHEDULE
VARIANCE
VARIANCE
ANALYSIS
COST
VARIANCE
VARIANCE AT
COMPLETION
The amount by which the
project is ahead or behind
the planned delivery date,
SV = EV – PV
A negative variance means the
project is behind schedule.
The amount of budget deficit or
surplus at a given point in time
CV = EV – AC
A negative variance means the
project is over-budget.
How much over or under budget
(will the total project cost be?)
do we expect to be at the end
of the project?
VAC = BAC – EAC
indexes
Schedule Performance Index (SPI)
SPI = EV/PV
(SPI<1 means project is behind schedule)
CPI = EV/AC
(CPI<1 means project is Over budget)
Cost Performance Index (CPI)
As the project progresses, the
team may develop a forecast for
the estimate at completion (EAC)
that may differ from the budget at
completion (BAC) based on the
project performance. If it becomes
obvious that the BAC is no longer
viable, the project manager should
consider the forecasted
In earned value analysis, three
parameters of planned value,
earned value, and actual cost
can
be monitored and reported on
both a period-by-period basis
(typically weekly or monthly) and
on a cumulative basis.
FORECASTING RESERVE ANALYSIS
TREND ANALYSIS
Trend analysis examines project performance over time to
determine if performance is improving or deteriorating.
ESTIMATE AT
COMPLETION (EAC)
CASES
What do we currently
expect the TOTAL project
(at completion) to cost?
1- Typical
When Variance will continue, or no variance,
or same performance or (CPI at same rate)
EAC=BAC / CPI
When Variance will end or spending at
same budgeted/planned rate
EAC= AC + BAC - EV
EAC= AC + BAC - EV
(CPI x SPI)
2- Atypical
EAC= AC + ETC (Bottom-Up)
3- initial plan is no longer valid or wrong
4- When considering CPI & SPI
From now on, how much MORE
money will it take to finish the
project?
ETC = EAC – AC
That is ratio between remaining
work and funds remaining
TCPI = (BAC-EV) / (BAC-AC)
ETC
(ESTIMATE TO
COMPLETE)
TCPI
(TO-COMPLETE
PERFORMANCE
INDEX)
CONTROL COSTS (T&T) CONT'D
Value of work planned to be done
Planned Value (PV)
Must always equal the Project Total PV
The Project BAC
The cost incurred for executing work
Actual Cost (AC)
Value of work done to date
Earned Value (EV)
SUMMARY
MBA, PMP
A s h r a f O s m a n
SUMMARY
What do we currently expect the
TOTAL project (at completion) to cost ?
Estimate At Completion (EAC)
From now on, how much MORE money
will it take to finish the project ?
Estimate To Complete (ETC)
How much over or under budget (will the total project
cost be?) do we expect to be at the end of the project?
Variance At Completion (VAC)
MBA, PMP
A s h r a f O s m a n
YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED.
EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000
PER SIDE.
THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER.
TODAY IS THE END OF DAY THREE.
PV
EV
AC
BAC
CV
CPI
SV
SPI
EAC
ETC
VAC
CALCULATE
ACTIVITY STAUTS
Complete, spent $1,000
Complete, spent $1,200
50% done, spent $600
Not yet started
SIDE 2
SIDE 3
SIDE 1
SIDE 4
PV = 1,000 + 1,000 + 1,000= 3,000
EV = 1,000 + 1,000 + (50% X 1000) = 2500
AC = 1,000 + 1,200 + 600 = 2800
BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000
CV = 2,500 – 2,800 = -300
CPI = 2,500 / 2,800 = 0.893
SV = 2,500 – 3,000 = -500
SPI = 2,500 / 3,000 = 0.833
EAC = 4,000 / .893 = 4479
ETC = 4.479 – 2,800 = 1679
VAC = 4,000 – 4,479 = -479
WE SHOULD HAVE DONE $3,000 WORTH OF WORK.
WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK
WE HAVE ACTUALLY SPENT $2,800
OUR PROJECT BUDGET IS $4,000.
$300 OVER BUDGET
WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT.
WE ARE BEHIND SCHEDULE
WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED
WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479
WE NEED TO SPEND $1,679 TO FINISH THE PROJECT
WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED.
ANSWERS
MBA, PMP
A s h r a f O s m a n
THANK YOU
A S H R A F O S M A N , M B A , P M P
MBA, PMP
A s h r a f O s m a n
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PROJECT QUALITY
MANAGEMENT
PMP PREPARATION COURSE
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
PROJECT QUALITY MANAGEMENT
PLAN QUALITY MANAGEMENT
The process of identifying quality or standards
MANAGE QUALITY
Translating the quality management plan into
executable quality activities that
incorporate the organization’s quality policies into
the project.
CONTROL QUALITY
Monitoring and recording the results of executing
the quality management activities to assess
performance and ensure the project outputs are
complete, correct, and meet customer expectations.
By: Ashraf Osman,MBA, PMP
TRENDS AND EMERGING
PRACTICES IN PROJECT
QUALITY MANAGEMENT
Customer satisfaction
Continual improvement
Management responsibility
Prevention of defects and reworks
Everyone's responsibility
Continuous improvement             
(Plan – Do – Check – Act)
By: Ashraf Osman,MBA, PMP
TAILORING CONSIDERATIONS
By: Ashraf Osman,MBA, PMP
Policy compliance and auditing
Standards and regulatory
compliance
Continuous improvement
Stakeholder engagement
MORE QUALITY CONCEPTS
TQM
SIX SIGMA
Says that the process is the
problem, not people
TQM stipulates that quality
must be managed in and that
quality improvement should
be a continuous way of doing
business
Is a quality management
approach
Mostly used in manufacturing
and services industries
Is  focuses on process
improvement and variation
reduction by applying Six 
Sigma methodologies
By: Ashraf Osman,MBA, PMP
KAIZEN TECHNOLOGY
MARGINAL ANALYSIS
A quality philosophy of
applying continuous
small improvements
to reduce costs and
ensure consistency.
The cost of the incremental
improvements to a process
or a product is compared
with the increase in
revenue made from the
improvements.
MORE QUALITY CONCEPTS
By: Ashraf Osman,MBA, PMP
Q U A L I T Y
G R A D E
V S
Q U A L I T Y
G R A D E
The sum of the
characteristics
of a product
that meet the
specifications /
expectations of
the project
The category or
rank given to
entities having
the same
functional use
but different
characteristics
MBA, PMP
A s h r a f O s m a n
STEAK  FOOL
The steak is a high-grade meal
But if the steak didn't meet the expectation and the fool did,
then the steak is a low quality while the fool is a high quality
The fool is a low-grade meal
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
QUALITY PIONEERS
EASTWAY UNIVERSITY
OF SOCIAL SCIENCES WWW.EUSS.EDU
PHILIP CROSBY
CROSBY DEVISED
THE “ZERO
DEFECTS”
PRACTICE 
 THAT IS, DO IT
RIGHT THE FIRST
TIME 
 PREVENTION IS
THE KEY
SUGGESTED THAT AS
MUCH AS 85% OF
QUALITY ISSUES IS
MANAGEMENT
PROBLEM 
DEMING IS MAJOR
CONTRIBUTOR OF
TOTAL QUALITY
MANAGEMENT (TQM)
IS KNOWN FOR HIS
“FITNES FOR USE” 
 THAT IS
CUSTOMERS’
EXPECTATIONS
ARE MET 
CONFORMANCE
TO
SPECIFICATIONS
JOSEPH JURAN
VLOGGER
EDWARD DEMING
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
PlanQualityManagement
The process of identifying quality requirements and/or standards
for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
inputs outputstools&techniques
1. PROJECT CHARTER
2. PROJECT
MANAGEMENT PLAN
3. PROJECT DOCUMENTS
   • ASSUMPTION LOG
   • REQUIREMENTS
     DOCUMENTATION
   • RISK REGISTER
   • STAKEHOLDER             
     REGISTER
4. EEF 5. OPA
1. MEETINGS & EXPERT
    JUDGMENT
2. DATA GATHERING
    • BENCHMARKING
    • BRAINSTORMING
    • INTERVIEWS
3. DATA ANALYSIS
    • COST-BENEFIT ANALYSIS
    • COST OF QUALITY
4. DECISION MAKING
5. DATA REPRESENTATION
6. INSPECTION PLANNING
1. QUALITY
MANAGEMENT PLAN
2. QUALITY METRICS
3. PROJECT DOCUMENTS
UPDATES
4. PROJECT DOCUMENTS
UPDATES
By: Ashraf Osman,MBA, PMP
PLAN QUALITY
MANAGEMENT 
T&T
MBA, PMP
A s h r a f O s m a n
PlanQualityManagement(T&T)
Is comparison among two
projects, processes or
performance of
organizations
The goal is to evaluate the
differences between two
projects and to make
corrective actions to the
current project
Is also used as a
measurement against
industry standards,
competitors’ level of
performance
Benchmarking
multicriteria decision analysis.
it  helps to  prioritize quality
metrics.
E.g., prioritization matrix can
be used to identify the key
issues and suitable
alternatives to be prioritized
as a set of decisions for
implementation
Decision Making
Total cost of quality-related
efforts
4 types:
A- Prevention costs: Includes
quality planning, Training
B- Appraisal costs: Includes
inspections and testing.
C- Internal Failure Costs
D- External Failure Costs
Cost of Quality
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
DATA
REPRESENTATION
FLOW CHART
A flowchart is a type of diagram that
represents an algorithm, workflow or
process, showing the steps as boxes of
various kinds, and their order by
connecting them with arrows. This
diagrammatic representation
illustrates a solution model to a given
problem.
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
DATAREPRESENTATION
The logical data model can
be used to identify
where data integrity or
other quality issues can
arise.
Logical Data Model
Matrix diagrams help find the
strength of relationships
among different factors and
causes  that exist between the
rows and columns that form
the matrix.
Matrix diagrams
diagrammatic method used to
visually organizing
information. 
The mind-mapping technique
may help in the rapid
gathering of project
quality requirements
Mind mapping
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
QUALITY MANAGEMENT PLAN QUALITY METRICS PLAN & DOCUMENTS UPDATES
Describes how the
organization’s quality policies
will be implemented. It contains:
1-Standard
2-Roles & Responsibility
3-Reports
4-Metrics
5-The deliverable that will be
tested
A quality metric specifically
describes a project or product
attribute and how the Control
Quality process will
verify compliance to it e.g
variance in height, number of
bugs, number of crashes...etc
Risk management plan
Scope baseline
Requirements traceability
matrix
planqualitymanagenet(outputs)
By: Ashraf Osman,MBA, PMP
 manage Quality (qa)
The process of translating the quality management plan into executable
quality activities that incorporate the organization’s quality policies into
project. Manage Quality is called Quality Assurance.
inputs outputstools&techniques
1. PROJECT MGMT PLAN
  • QUALITY MGMT PLAN
2. PROJECT DOCUMENTS
  • LESSONS LEARNED
    REGISTER
  • QUALITY CONTROL
    MEASUREMENTS
  • QUALITY METRICS
  • RISK REPORT
3. OPA
1. DATA GATHERING
    • CHECKLISTS
2. DATA ANALYSIS
3. DECISION MAKING
4. DATA REPRESENTATION
5. AUDITS
6. DESIGN FOR X
7. PROBLEM SOLVING
8. QUALITY IMPROVEMENT
    METHODS
1. QUALITY REPORTS
2. TEST & EVALUATION
    DOCUMENTS
3. CHANGE REQUESTS
4. PROJECT MGMT 
    PLAN UPDATES
5. PROJECT DOCUMENTS
    UPDATES
By: Ashraf Osman,MBA, PMP
I d e n t i f i e s
o p p o r t u n i t i e s f o r
p r o c e s s
i m p r o v e m e n t s . T h i s
a n a l y s i s a l s o
e x a m i n e s p r o b l e m s ,
c o n s t r a i n t s , a n d n o n -
v a l u e - a d d e d a c t i v i t i e s
t h a t o c c u r d u r i n g a
p r o c e s s .
A n a l y t i c a l t e c h n i q u e
u s e d t o d e t e r m i n e t h e
b a s i c u n d e r l y i n g
r e a s o n t h a t c a u s e s a
v a r i a n c e , d e f e c t , o r
r i s k .
U s e d t o e v a l u a t e
i d e n t i f i e d o p t i o n s i n
o r d e r t o s e l e c t w h i c h
d i f f e r e n t q u a l i t y
o p t i o n s o r a p p r o a c h e s
a r e m o s t a p p r o p r i a t e t o
u s e
PROCESSANALYSIS
ROOTCAUSEANALYSIS
ALTERNATIVES ANALYSIS
DOCUMENT ANALYSIS
Data
analysis
T h e a n a l y s i s o f
d o c u m e n t s p r o d u c e d i n
p r o j e c t c o n t r o l
p r o c e s s e s c a n p o i n t t o
a n d f o c u s o n p r o c e s s e s
t h a t m a y b e o u t o f
c o n t r o l a n d m a y
j e o p a r d i z e m e e t i n g t h e
s p e c i f i e d r e q u i r e m e n t s  
Manage Quality (T&T)
A structured, independent
process used to determine
if project activities comply
with organizational and
project policies, processes,
and procedures.
Quality audits can
 confirm the
implementation of
approved change requests
including updates,
corrective actions,
defect repairs, and
preventive actions.
Audits
Is a set of technical
guidelines that may be
applied during the design of
a product for the
optimization of a specific
aspect of the design.
Design for X
Quality improvements can
occur based on findings and
recommendations from
quality control processes, the
findings of the quality audits,
or problem-solving in the
Manage Quality process.
Example: Plan-do-check-act
and Six Sigma
Quality
improvement
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
CAUSE AND EFFECT
DIAGRAM
Also called Fishbone diagrams or Ishikawa
diagrams
They are used to figure out what caused a
defect. You list all of the categories of the
defects that you have identified and then
write the possible causes of the defect you
are analyzing from each category.
Fishbone diagrams help you see all of the
possible causes in one place so you can think
of how you might prevent the defect in the
future.
DATA
REPRESENTATION
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
HISTOGRAM
Also called (Frequency Distribution Chart)
A bar graph that groups the data by
predetermined intervals to show the frequency of
the data set
Used to measure and analyze the data and
identify Defect Classification, Delivery Times,
Survey Findings
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
DATA
REPRESENTATION
SCATTER DIAGRAM
It is used for problem-solving and
understanding cause and effect
relationships
It shows if a relation exists between
Two variables
Positive correlation
Negative correlation
No correlation
Types of Correlations
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
DATA
REPRESENTATION
MANAGE QUALITY: OUTPUTS
EASTWAY UNIVERSITY
OF SOCIAL SCIENCES WWW.EUSS.EDU
QUALITY REPORTS
Include all quality
mgmt issues escalated
by the team;
recommendations
improvements; and
the summary of
findings from the
Control Quality
process.
If changes occur during the
Manage Quality process
that impact any of the
componentsof the project
mgmt plan, project
documents, 
They are inputs to the
Control Quality
process and are used
to evaluate the
achievement of quality
objectives.
TEST &EVALUATION
DOCUMENTS
VLOGGER
CHANGE REQUESTS
By: Ashraf Osman,MBA, PMP
 control Quality (QC)
The process of monitoring and recording results of executing the
quality mgmt activities in order to assess performance & ensure the
project outputs are complete, correct, & meet customer expectations.
inputs outputstools&techniques
1. PROJECT MGMT PLAN
  • QUALITY MGMT PLAN
2. PROJECT DOCUMENTS
  • QUALITY METRICS
  • TEST & EVALUATION
    DOCUMENTS
3. APPROVED CHANGE     
    REQUESTS
4. DELIVERABLES
5. WORK PERFORMANCE 
    DATA
6. EEF 7. OPA
1. DATA GATHERING
    • CHECKLISTS
    • CHECK SHEETS
    • STATISTICAL SAMPLING
2. DATA ANALYSIS
    • PERFORMANCE REVIEWS
    • ROOT CAUSE ANALYSIS
3. INSPECTION
4. TESTING/PRODUCT
EVALUATIONS
5. DATA REPRESENTATION
6. MEETINGS
1. QUALITY CONTROL
    MEASUREMENTS
2. VERIFIED DELIVERABLES
3. WORK PERFORMANCE 
    INFORMATION
4. CHANGE REQUESTS
5. PROJECT MGMNT PLAN
    UPDATES
6. PROJECT DOCUMENTS       
    UPDATES
By: Ashraf Osman,MBA, PMP
DATA
REPRESENTATION
CHECK SHEETS
They are especially useful for
gathering attributes data while
performing inspections to identify
defects. 
For example, data about the
frequencies or consequences of
defects collected in checksheets are
often displayed using Pareto diagrams.
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
CONTROL CHART
Used to objectively define a process and variation
Process containing only common causes of
variation is considered stable, implying that the
variation is predictable within the established
control limits
Processes containing special as well as common
causes of variation are considered unstable. In
such cases the special causes fall outside the
established control limits
Control charts can be plotted for tracking
Production failures, defects by
schedule/effort/cost and variances
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
DATA
REPRESENTATION
QUALITY CTRL MEASUREMENTS VERIFIED DELIVERABLES WORK PERFORMANCE INFO
Quality control measurements
are the documented results of
Control Quality activities
A goal of the Control Quality
process is to determine the
correctness of deliverables.
The results of performing the
Control Quality process are
verified deliverables that
become an input to the
Validate Scope process
Includes information on project
requirements fulfillment, causes
for rejections, rework required,
recommendations for corrective
actions, lists of verified
deliverables, status of the quality
metrics, & the need for process
adjustments.
control quality(outputs)
By: Ashraf Osman,MBA, PMP
QA
Makes Sure that we are
doing the right thing in
the right way
Focuses on building in
quality and hence
preventing defects
Deals with process
Preventing process
(proactive)
Makes Sure that results
of what we’ve done are
what we are expected
Focuses on testing for
quality and hence
detecting defects
Deals with products
Corrective process
(reactive)
QC
VS
By: Ashraf Osman,MBA, PMP
THANKYOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
By: Ashraf Osman,MBA, PMP
MBA, PMP
A s h r a f O s m a n
PROJECT
RESOURCE
MANAGEMENT
PMP PREPARATION COURSE
BY: ASHRAF NOUR, MBA, PMP
MBA, PMP
A s h r a f O s m a n
Plan Resource Management
It defines how to estimate, acquire, manage,
and utilize physical and team resources.
1
Estimate Activity Resources
estimating the type and quantities of
resources  necessary to perform project
work.
2
Acquire Resources
Obtaining human and physical
resources necessary to complete
project work.
3
Project Resource Management includes the
processes to identify, acquire, and manage the
resources needed for the successful
completion of the project. 
Develop Team
The process of improving competencies, 
interactions & team environment to
enhance performance.
4
Manage Team
Tracking team member performance,
providing feedback, resolving issues
5
Control Resources
Ensuring that the physical
resources are available as planned,
as well as monitoring the planned
versus actual use of resources,
6
Resources include physical resources as well
as human resources.
TAILORING CONSIDERATIONS
DIVERSITY PHYSICAL
LOCATION
INDUSTRY-
SPECIFIC
RESOURCES
TEAM MGMT.
LIFE CYCLE
APPROACHES
Whatisthe
diversity
backgroundof
theteam?
Whatisthe
physicallocation
ofteammembers
andphysical
resources?
Whatspecial
resourcesare
neededinthe
industry?
Howisteam
development
managedforthe
project?
Whatlifecycle
approachwillbe
usedonthe
project?
PLAN
RESOURCE
MANAGEMENT
Theprocessofdefining
howtoestimate,
acquire,manage,anduse
teamandphysical
resources.
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectcharter
2.Projectmanagementplan
3.Projectdocuments
  •Projectschedule
  •Requirementsdocumentation
  •Riskregister  •Stakeholderregister
3.EEF   4.OPA
1.Datarepresentation
  •Hierarchicalcharts
  •Responsibilityassignmentmatrix
  •Text-orientedformats
2.Organizationaltheory
3.Expertjudgment&Meetings
1. Resourcemanagementplan
2.Teamcharter
3.Projectdocumentsupdates
DATA REPRESENTATION
Datarepresentationbyusingcharts.
Variousformatsexisttodocumentand
communicateteammemberrolesand
responsibilities.Mostfallinto
hierarchical,matrix,ortext-
oriented formats.
1-  HIERARCHICAL – ORGANIZATIONAL CHART
2-  ASSIGNMENT MATRIX 
A-ResponsibilityAssignment
Matrix-RAM
(whowilldowhat?)
B-RACIMatrix 
(Responsible-Accountable-
Consult-Inform)
DATAREPRESENTATION-CHARTS
3- TEXT – ORIENTED FORMAT
DATAREPRESENTATION-CHARTS
ORGANIZATION
THEORIES
MBA, PMP
A s h r a f O s m a n
People have needs, and
until the lower ones are
satisfied they won’t
even begin to think
about the higher ones.
ORGANIZATION THEORIES
MASLOW’S HIERARCHY OF NEEDS
Hygiene agents
 1- Job security
2- Salary
3- Acceptable working
conditions
4- Relationships
Motivating agents
1- Opportunity
2- Responsibility
3- Appreciation
4- Recognition
5- Education
ORGANIZATION THEORIES
HERZBERG’S THEORY OF MOTIVATION
ORGANIZATION THEORIES
THEORY X & THEORY Y
Thoery X
 Management assumed
employees are lazy and
hate work. 
Theory Y
Employees enjoy
their physical and
mental work.
People will behave based on what they expect
Will work in relation to the expected reward
E.g Sales Commission Policy, Jannah
ORGANIZATION THEORIES
EXPECTANCY THEORY
Theresourcemanagementplan,
apartoftheprojectmanagementplan,
providesguidanceonhowprojectresources
shouldbecategorized,allocated,managed,and
released.
Itincludes:
1. Identificationofresources
2. Guidanceonhowtoacquire resources
3. Rolesandresponsibilities
4. Projectorganizationcharts
5. Projectteamresourcemanagement
6. Training
7. Teamdevelopment
8. Resourcecontrol
9. Recognitionplan
RESOURCE
MANAGEMENT PLAN
MBA, PMP
A s h r a f O s m a n
Theteamcharterisadocumentthat
establishestheteamvalues,agreements,and
operatingguidelinesfortheteam.
Theteamchartermayincludebutisnotlimited
to:
Teamvalues
Communicationguidelines
Decision-makingcriteriaandprocess
Conflictresolutionprocess
Meetingguidelines
Teamagreements
MBA, PMP
A s h r a f O s m a n
TEAM CHARTER
ESTIMATE
ACTIVITY
RESOURCES
Theprocessof
estimatingteam
resourcesandthetype&
quantitiesofmaterials,
equipment,andsupplies
necessarytoperform
projectwork
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectmanagementplan
  •Resourcemanagementplan
  •Scopebaseline
2.Projectdocuments
  •Activityattributes •Activitylist
  •Costestimates    •Resourcecalendars
  •Riskregister
3.EEF  4.OPA
1.Expertjudgment& Meetings
2.Bottom-upestimating
3.Analogousestimating
4.Parametricestimating
5.Dataanalysis
  •Alternativesanalysis
6.Projectmanagementinformationsystem
1.Resourcerequirements
2.Basisofestimates
3.Resourcebreakdownstructure
4.ProjectdocumentsupdatesMBA, PMP
A s h r a f O s m a n
Wecallit
the"4M"
Manpower
Machineries
Material
ESTIMATE ACTIVITY
RESOURCES
Money
MBA, PMP
A s h r a f O s m a n
ACQUIRE
RESOURCES
Theprocessof obtaining
teammembers,facilities,
equipment,materials,
supplies,andother
resourcesnecessaryto
completeprojectwork
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectmanagementplan
2.Projectdocuments
 •Projectschedule
 •Resourcecalendars
 •Resourcerequirements
 •Stakeholderregister
3.EEF  4.OPA
1.Pre-assignment
2.Decisionmaking
3.Interpersonalandteamskills
4.Virtualteams
1. Physicalresourceassignments
2.Projectteamassignments
3.Resourcecalendars
4. Changerequests
5.Projectmanagementplanupdates
6. Projectdocumentsupdates
7.EEF&OPAupdatesMBA, PMP
A s h r a f O s m a n
ACQUIRE RESOURCES
Whenphysicalor
teamresources
foraprojectare
determinedin
advance,theyare
consideredpre-
assigned.
PRE ASSIGN-
MENT 
Groupwithlittle
ornotimespent
meetingfaceto
face.
Identifiesthe
workingdays,
shifts, business
hours,weekends,
and holidays. 
VIRTUAL
TEAMS 
RESOURCE
CALENDAR
DEVELOP 
TEAM
Theprocessofimproving
competencies,team
memberinteraction,and
overallteamenvironment
toenhanceproject
performance
1.Projectmanagementplan
2.Projectdocuments
 •Projectteamassignments
 •Resourcecalendars
 •Teamcharter
3.EEF  4.OPA
1.Colocation
2.Virtualteams 3.Communicationtechnology
4.Interpersonalandteamskills 5.Training
6.Recognitionandrewards
7.Individualandteamassessments
8.Meetings
1.Teamperformanceassessments
2.Changerequests     
3.ProjectMgmtplanupdates
4.Projectdocumentsupdates   
5.EEF&OPAupdates
MBA, PMP
A s h r a f O s m a n
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
STAGES OF TEAM DEVELOPMENT
FORMING STORMING NORMING PERFORMING ADJOURNING
Teamacquaints
andestablishes
groundrules.
Formalitiesare
preservedand
membersare
treatedas
strangers.
Members
startto
communicate
theirfeelingsbut
sillview
themselvesas
individuals.They
 showhostility.
Peoplestartto
resolvetheir
differences,
appreciate
colleagues'
strengths,and
respectthe
weeknesses
Theteamreach
thisstage,when
hardworkleads
withoutfriction,to
theachievement
oftheteam'sgoal
isthebreak-upof
thegroup,
hopefullywhen
thetaskis
completed
successfully, or
aspartofthe 
ProjectClosure
MANAGE
TEAM
Theprocessoftracking
teammember
performance,providing
feedback,resolving
issues,andmanaging
changestooptimize
projectperformance
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectmanagementplan
2.Projectdocuments
3.Teamperformanceassessments
4.Workperformancereports
5.EEF  6.OPA
1.Interpersonalandteamskills
2.Projectmanagementinformationsystem
1.Changerequests
2.Projectmanagementplanupdates
3.Projectdocumentsupdates
4.Enterpriseenvironmentalfactorsupdates
MBA, PMP
A s h r a f O s m a n
CONFLICT
RESOLUTION
C O M P A N Y . C O M
MBA, PMP
A s h r a f O s m a n
CONFLICT
RESOLUTION
Conflictisnatural 
Conflictisateamissue 
Opennessresolvesconflict 
Conflictresolutionshouldfocusonissues,
notpersonalities 
Conflictresolutionshouldfocusonthe
present,notthepast
MBA, PMP
A s h r a f O s m a n
CONFRONTING  COLLABORATING COMPROMISING
CONFLICT RESOLUTION TECHNIQUES
Confrontsthe
problemhead-on 
Thepreferredmethod
Incorporatingmultiple
viewpointsfrom
differing
perspectives,
leadingtoconsensus
Requiresbothparties
giveupsomething 
 Decisionisablendof
twopartiesargument 
 Lose-losesolution
 Usedtoavoidfight
SMOOTHING FORCING WITHDRAWAL
CONFLICT RESOLUTION TECHNIQUES
Smoothingby
minimizingthesizeof
theproblem 
Temporarysolution
Decisionismadewith
power 
Maynotbethebest
solution 
Immediatesolution
Onepartywithdraws
formtheproblemwith
disgustYield-loose
solution 
Worstconflict
resolution
CONTROL
RESOURCES
Theprocessofensuring
thatthephysical
resourcesareavailableas
planned,aswellas
monitoringtheplanned
versusactualuseof
resources,
INPUTS
TOOLS & TECHNIQUES
OUTPUTS
1.Projectmanagementplan
2.Projectdocuments
3.Workperformancedata
4.Agreements
5.OPA
1.Dataanalysis
2. Problemsolving
3. Interpersonalandteamskills
4.Projectmanagementinformationsystem
1.Workperformanceinformation
2.Changerequests
3.Projectmanagementplanupdates
4.Projectdocumentsupdates
MBA, PMP
A s h r a f O s m a n
T H A N K Y O U !
A S H R A F   O S M A N , M B A , P M P
h t t p s : / / w w w . l i n k e d i n . c o m / i n / a s h r a f - o s m a n - m b a - p m p - 1 a 1 4 8 4 9 8 /
h t t p s : / / w w w . f a c e b o o k . c o m / p m p h e r o s / ? r e f = a y m t _ h o m e p a g e _ p a n e l
MBA, PMP
A s h r a f O s m a n
PROJECT
COMMUNICATIONS
MANAGEMENT
PMP PREPARATION COURSE
ASHRAF OSMAN, MBA, PMP
MBA, PMP
A s h r a f O s m a n
It includes the processes necessary to ensure that the
information needs of the project and its stakeholders are
met through development of artifacts and
implementation of activities designed to achieve
effective information exchange. Communications
Management consists of two parts. The first part is
developing a strategy to ensure communication is
effective for stakeholders. The second part is carrying
out the activities necessary to implement the
communication strategy.
90% of a project manager’s job is communication.
Communications Management makes sure everybody
gets the right message at the right time.
PROJECT COMMUNICATIONS MANAGEMENT
MBA, PMP
A s h r a f O s m a n
OVERVEIW
This process is based on
the information needs of
each stakeholder or group,
available organizational
assets & the needs of the
project.
PLAN
COMMUNICATIONS
MANAGEMENT
The process of ensuring
timely & appropriate
collection, creation,
distribution,
storage, retrieval,
management, monitoring, 
of project information
MANAGE
COMMUNICATIONS
The process of ensuring the
information needs of the
project and its stakeholders
are met.
MONITOR
COMMUNICATIONS
Internal, External,
Vertical & Horizontal.
C O M M U N I C A T I O N
C A N B E :
K E Y C O N C E P T S
PROJECTOther project
managers
Other
projects
Customer -
Sponsor
Project
management
team
MBA, PMP
A s h r a f O s m a n
/ NORTH HAMPSHIRE
F O R M A L W R I T T E N
  P R O J E C T C H A R T E R ,
P L A N ,
L O N G D I S T A N C E
C O M M U N I C A T I O N
I N F O R M A L W R I T T E N
E - M A I L ,
T E X T M E S S A G E S
I N F O R M A L V E R B A L
M E E T I N G S ,
C O N V E R S A T I O N S
F O R M A L V E R B A L
P R E S E N T A T I O N ,
S P E E C H E S
KEY
CONCEPTS
TRENDS AND EMERGING PRACTICES IN PROJECT
COMMUNICATIONS MANAGEMENT
1-  Inclusion of stakeholders in project reviews.
2- Inclusion of stakeholders in project meetings.
3- Increased use of social computing.
4- Multifaceted approaches to communication.
TAILORING CONSIDERATIONS
1- Stakeholders
2- Physical location
3-  Communications technology
4- Language
5- Knowledge management
PROJECT COMMUNICATIONS MANAGEMENT
MBA, PMP
A s h r a f O s m a n
PLAN
COMMUNICATION
MANAGEMENT
1. PROJECT CHARTER
2. PROJECT MANAGEMENT     
    PLAN
3. PROJECT DOCUMENTS
• REQUIREMENTS
   DOCUMENTATION
• STAKEHOLDER REGISTER
4. EEF     5. OPA
1. COMMUNICATION
REQUIREMENTS ANALYSIS
2. COMMUNICATION     
    TECHNOLOGY
3. COMMUNICATION MODELS
4. COMMUNICATION METHODS
5. MEETINGS 6. EXPERT
    JUDGMENT
7. INTERPERSONAL AND TEAM
    SKILLS
8. DATA REPRESENTATION
1. COMMUNICATION
    MANAGEMENT PLAN
2. PROJECT MANAGEMENT   
    PLAN UPDATES
3. PROJECT DOCUMENT
    UPDATES
THE PROCESS OF DEVELOPING AN
APPROPRIATE APPROACH AND PLAN
FOR PROJECT COMMUNICATIONS
BASED ON STAKEHOLDER’S
INFORMATION NEEDS AND
REQUIREMENTS, AND AVAILABLE
ORGANIZATIONAL ASSETS
MBA, PMP
A s h r a f O s m a n
• Organizational charts;
• Project organization and
stakeholder responsibility
relationships;
• Disciplines, departments,
and specialties involved in the
project;
• How many persons will be
involved with the project and
at which locations;
COMMUNICATIONS
REQUIREMENTS
ANALYSIS
• Availability of Technology
• Urgency
• Expected project staffing
• Project Environment
• Duration of the project
COMMUNICATION
TECHNOLOGY 
Push Communication:
Includes sending to
specific recipients who
need the information
like sending emails,
letters, SMS...etc
Pull Communication:
 Requires the recipients
to access the
communication  e.g.  
Websites, Could
services
Interactive Communication:
Between two or more parties
COMMUNICATION 
METHODS
PLAN COMMUNICATION MANAGEMENT (T&T)
The stakeholder engagement
assessment matrix, displays
gaps between current and
desired engagement levels of
individual stakeholders, it can
be further analyzed in this
process to identify additional
communication requirements
DATA
REPRESENTATION
The Plan Communications
Management process
requires discussion with the
project team to determine
the most appropriate way to
update and communicate
project information, and to
respond to requests from
various stakeholders for
information.
MEETINGS
Communication styles
assessment:                   
 A technique used to
assess communication
styles and identify the
best communication
method, 
Cultural awareness       
 An understanding of the
differences between
individuals, groups,
and organizations and
adapting the project’s
communication strategy
in the context of these
differences.
INTERPERSONAL
AND TEAM SKILLS
PLAN COMMUNICATION MANAGEMENT (T&T)
COMMUNICATION
MODEL
SENDER
MESSAGE
MEDIUM
NOISE
NOISE
FEEDBACK-MESSAGE
RECIEVER
ENCODE
DECODE
DECODE
ENCODE
COMMUNICATION MANAGEMENT PLAN (OUTPUT)
HOW PROJECT COMMUNICATIONS
WILL BE PLANNED, STRUCTURED,
MONITORED, AND CONTROLLED.
THE PLAN CONTAINS THE
FOLLOWING INFORMATION:
• COMMUNICATIONS ITEM
• PURPOSE
• FREQUENCY
• START / END DATES
• FORMAT / MEDIUM
• RESPONSIBILITY
1.Project management plan
• Communications mgmt. plan
• Stakeholder engagement plan
2. Project documents
3. Work performance reports
4. EEF 5. OPA
I
1. Communication Technology
2. Communication Models
3. Communication skills
4. Project management information system
5. Project reporting
6. Interpersonal and team skills
7. Meetings
T&T
1. Project communications
2. Project management plan updates
3. Project Document Updates
4. OPA updates
O
MANAGE
COMMUNICATIONS
THEPROCESSOFCREATING,
COLLECTING,DISTRIBUTING,
STORING,RETRIEVINGANDTHE
ULTIMATEDISPOSITIONOF
PROJECTINFORMATIONIN
ACCORDANCEWITHTHE
COMMUNICATIONS
MANAGEMENTPLAN.
ITISALLABOUTMAKINGSURE
THATTHERIGHTINFORMATION
MAKESITTOTHERIGHTPEOPLE.
MONITOR
COMMUNICATIONS 
1. PROJECT MANAGEMENT
   PLAN
2. PROJECT DOCUMENTS
   •  ISSUE LOG
   •  PROJECT       
      COMMUNICATIONS
3. WORK PERFORMANCE
    DATA
4. OPA    5. EEF
1. INFORMATION
    MANAGEMENT SYSTEM
2. EXPERT JUDGMENT     
    & MEETINGS
3. INTERPERSONAL AND
    TEAM SKILLS
4.  DATA ANALYSIS
1. WORK PERFORMANCE
    INFO
2. CHANGE REQUEST
3. PROJECT MANAGEMENT
    PLAN UPDATES
4. PROJECT DOCUMENT
    UPDATES
THE PROCESS OF ENSURING THE
INFORMATION NEEDS OF THE
PROJECT AND ITS STAKEHOLDERS ARE
MET.
PROJECT
STAKEHOLDER
MANAGEMENT
ASHRAF NOUR, MBA, PMPPMP PREPERATION COURSE
MBA, PMP
A s h r a f O s m a n
Project Stakeholder Management includes
the processes required to identify the
people, groups, or organizations that could
impact/impacted by the project, to analyze
their expectations /impact on the project,
and to develop strategies for effectively
engaging stakeholders in project decisions
and execution. Stakeholder management
also focuses on continuous communication
with stakeholders.
OVERVEIW
PROJECT STAKEHOLDER MANAGEMENT
01
Figuring out who your stakeholders
and analyzing their interests,
involvement, influence, and potential
impact on project success
03
The process of communicating and
working with stakeholders to meet
their needs/expectations
02
developing approaches to involve
project stakeholders based
on their needs, expectation,
interests, and potential impact on
the project.
04
monitoring project stakeholder
relationships & tailoring
strategies for engaging
stakeholders through the
modification of strategies & plans.
IDENTIFY STAKEHOLDERS
MANAGE STAKEHOLDER
ENGAGEMENT
PLAN STAKEHOLDER
ENGAGEMENT
MONITOR STAKEHOLDER
ENGAGEMENT
TRENDS AND EMERGING PRACTICES
01
All stakeholders, not just a limited set
03
The stakeholder community
regularly, often in parallel with
reviews of individual project risks
02
That all team members are involved
in stakeholder engagement
activities
04
With stakeholders who are most
affected by the work or outcomes
of the project through the
concept of co-creation
IDENTIFYING
REVIEWING
ENSURING
CONSULTING
IDENTIFY STAKEHOLDERS
The process of identifying regularly the people, groups, or
organizations that could impact or be impacted by a decision,
activity, or outcome of the project; and analyzing and
documenting relevant information regarding their interests,
involvement, influence, and potential impact on project success
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project charter
2. Business documents
3. Project mgmt plan
  • Communications &     
   Stakeholder engagement
   plan
4. Project documents
5. Agreements
6. OPA  7. EEF
1. Data gathering
2. Data analysis
   • Stakeholder analysis
   • Document analysis
3. Data representation
    • Stakeholder mapping/
      representation
4. Expert judgment 
    & Meetings
1. Stakeholder register
2. Change requests
3. Project management   
    plan updates
4. Project documents     
    updates
DATA
ANALYSIS
STAKEHOLDER ANALYSIS
Stakeholder analysis results in a list of
stakeholders and relevant information
such as their positions in the
organization, roles on the project,
“stakes,” expectations, attitudes (their
levels of support for the project), and
their interest in information about the
project.
STAKEHOLDER MAPPING AND
REPRESENTATION
Grouping the
stakeholders based on
their level of
authority (“power”)
and their level of
concern about the
project’s
outcomes (interest)
Classifies stakeholders
according to their influence
on the work of the project or
the project team itself:
1- Upward: like senior mgmt
2- Downward: like the team.
3- Outward: stakeholder       
     outside the project
4- Sideward: the peers of the
     project manager,
Grouping the
stakeholders based
on their power
(ability to impose
their will) urgency
(need for immediate
attention), and
legitimacy (their
involvement)
POWER/
INTEREST
GRID
DIRECTIONS
OF
INFLUENCE
SALIENCE
MODEL
international
projects
Manage
Closely
Keep
Informed
Monitor
(Minimum
Effort)
Keep
Satisfied
Power
Interest
Grouping the
stakeholders based
on their level of
authority (“power”)
and their level or
concern (“interest”)
regarding the
project outcomes
POWER / INTEREST GRID
STAKEHOLDER REGISTER (CONTENTS)
01
Name, organizational position,
location, role in the project,
contact information;
02
Major requirements, main
expectations, potential influence in
the project, phase in the life cycle
with the most interest
IDENTIFICATION INFORMATION
ASSESSMENT INFORMATION
03
Internal/external,
supporter/neutral/resistor, etc.
STAKEHOLDER CLASSIFICATION
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project charter
2. Project mgmt plan
3. Project documents
    • Project schedule
    • Risk register
    • Stakeholder
      register
4. Agreements
5. EEF / OPA
1. Expert judgment/meetings
2. Data gathering
    • Benchmarking
3. Data analysis
4. Decision making
5. Data representation
    • Mind mapping
    • Stakeholder engagement
       assessment matrix
1. Stakeholder
    engagement plan
PLAN STAKEHOLDERS ENGAGEMENT
The process of developing approaches to involve project
stakeholders based on theirneeds, expectations, interests, and
potential impact on the project.
STAKEHOLDER ENGAGEMENT
ASSESSMENT MATRIX
The current engagement level of all stakeholders needs to be
compared to the planned engagement levels.  
The engagement level of the stakeholders can be classified
as follows:
0 1
UNAWARE
02
RESISTANT
03
NEUTRAL
04
SUPPORTIVE
05
LEADING
STAKEHOLDER ENGAGEMENT PLAN
CONTENTS
Data gathered in Stakeholder register.
Desired and current engagement levels of key stakeholders;
Identified interrelationships and potential overlap between stakeholders;
Stakeholder communication requirements for the current project phase;
Information to be distributed to stakeholders, including language, format, content, and
level of detail;
Reason for the distribution of that information
Time frame and frequency for the distribution of required information to stakeholders;
and
Method for updating and refining the stakeholder management plan as the project
progresses and develops.
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project mgmt plan
2. Project documents
   • Issue log
   • Stakeholder register
3. EEF/OPA
1. Expert     
    judgment/meetings
2. Communication 
     skills
3. Interpersonal & 
    team skills
4. Ground rules
1. Change requests
2. Project mgmt plan
    updates
3. Project documents
    updates
MANAGE STAKEHOLDERS ENGAGEMENT
The process of communicating and working with stakeholders
to meet theirneeds and expectations, address issues, and foster
appropriate stakeholder involvement.
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project mgmt plan
2. Project documents
3. Work performance
    data
4. EEF & OPA
1. Data analysis
2. Data representation
3. Decision making
4. Communication skills
5. Interpersonal and 
    team skills
6. Meetings
1. Work performance
    information
2. Change requests
3. Project management
    plan updates
4. Project documents
    updates
MONITOR STAKEHOLDERS ENGAGEMENT
The process of monitoring project stakeholder relationships
and tailoring strategies for engaging stakeholders through
modification of engagement strategies and plans.
THANK YOU
Ashraf Nour, MBA, PMP
https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
MBA, PMP
A s h r a f O s m a n
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
PMP PMBOK 6th
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PMP PMBOK 6th
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PMP PMBOK 6th
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PMP PMBOK 6th

  • 1. PMP PREPARATION COURSE ashrafnur89@gmail.comAshraf Osman, MBA, PMP Based o PMBOK Guide®, 6th Edition MBA, PMP A s h r a f O s m a n
  • 2. NOTICE Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well. it is my pleasure to share this slides with you. I spent almost 3 months to prepare them.  Feel free to share it with your friends but please, don't use them for commercial use. Sorry for the ugly picture  MBA, PMP A s h r a f O s m a n
  • 3. OVERVEIW About PMP exam to pass the exam PERCENT IS REQUIRED 25 questions are pretest questions, which don’t count . They are scattered throughout the exam. QUESTIONS  to complete the exam HOURS 61 200 4 MBA, PMP A s h r a f O s m a n
  • 4. OVERVEIW About PMP exam The cost of the exam for PMI members & $555 for non-members.  membership cost is $139 DOLLAR Are tha validity of the certificate YEARS Must be earned to maintain the certificate PDUs 405 3 60 MBA, PMP A s h r a f O s m a n
  • 5. INTRODUCTION TO PMP EXAM THE EXAM CONSISTS OF 5 BASIC DOMAINS: Initiating: 23 questions Planning: 42 questions Executing: 53 questions Monitoring & Controlling: 43  questions Closing: 14 questions Initiating 13% planning 24% Executing 30% Monitor& Control 25% Closing 8% MBA, PMP A s h r a f O s m a n
  • 6. INTRODUCTION TO PROJECT MANAGEMENT PMP PREPARATION COURSE BY: ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  • 7. A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE UNIQUE PRODUCTS, SERVICES OR RESULT. WHAT IS THE PROJECT? MBA, PMP A s h r a f O s m a n
  • 9. PROJECT   VS  OPERATION TEMPORARY   ONGOING UNIQUE REPETITIVE ENDS WHEN OBJECTIVES ARE MET DOES NOT END WHEN OBJECTIVES ARE MET MBA, PMP A s h r a f O s m a n
  • 10. WHATS IS THE PROJECT MANAGEMENT ? PROJECT MANAGEMENT IS THE  APPLICATION OF PROCESSES,  KNOWLEDGE, SKILLS AND EXPERIENCE TO ACHIEVE THE PROJECT OBJECTIVES. MBA, PMP A s h r a f O s m a n
  • 12. WHAT IS THE PROGRAM? A PROGRAM IS A GROUP OF RELATED PROJECTS, SUBSIDIARY PROGRAMS, AND PROGRAM ACTIVITIES MANAGED IN A COORDINATED WAY TO OBTAIN BENEFITS AND CONTROL NOT AVAILABLE FROM MANAGING THEM INDIVIDUALLY PROGRAM MANAGEMENT FOCUSES ON INTERDEPENDENCIES OF PROJECTS AND DESCRIBES THE BEST APPROACH TO ACHIEVE PROGRAM OBJECTIVES MBA, PMP A s h r a f O s m a n
  • 13. WHAT IS THE  PORTFOLIO? A PORTFOLIO IS A COLLECTION OF PROJECTS, PROGRAMS, SUBSIDIARY PORTFOLIOS, AND OPERATIONS MANAGED AS A GROUP TO ACHIEVE STRATEGIC OBJECTIVES. MBA, PMP A s h r a f O s m a n
  • 14. LIFE C O M P A N Y . C O M PROJECT CYCLE
  • 15. PROJECT PHASE DELIVERABLE PHASE A DELIVERABLE is a measurable, verifiable work product. Is a collection of logically related project activities that culminates in the completion of one or more deliverables. MBA, PMP A s h r a f O s m a n
  • 16. INPUTS TOOLS & TECHNIQUES OUTPUTS  PROJECT MANAGEMENT PROCESSES Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. MBA, PMP A s h r a f O s m a n
  • 17. INPUTS TOOLS & TECHNIQUES OUTPUTS  PROJECT MANAGEMENT PROCESSES Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. MBA, PMP A s h r a f O s m a n   PROCESS GROUPS Grouping of project management processes to achieve specific project objectives. Five Project Management Process Groups: 1. Initiating Process Group 2. Planning Process Group 3. Executing Process Group 4. Monitor & Controlling Process Group 5. Closing Process Group Identified area described in terms of its component processes, practices, inputs, outputs, tools, and techniques. 1. Project Integration Management 2. Project Scope Management 3. Project Schedule Management 4. Project Cost Management 5. Project Quality Management 6. Project Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Managemen 10. Project Stakeholder Management KNOWLEDGE AREAS MBA, PMP A s h r a f O s m a n
  • 18. INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING 4.1 Develop Project        Charter 4.2 Develop Project        Mgmt Plan 4.3 Direct & Manage        Project Work 4.4 Manage Project        Knowledge 4.5 Monitor & Control         Project Work 4.6 Perform Integrated         Change Control 13.1 Identify              Stakeholders 13.2 Plan Stakeholder                  Engagement 13.3 Manage Stakeholder            Engagement 13.4 Monitor Stakeholder           Engagement 5.1 Plan Scope mgmt 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6.1 Plan Schedule Mgmt 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 11.1 Plan Risk mgmt 11.2 Identify Risks 11.3 Perform Qualitative Risk            Analysis 11.4 Perform Quantitative Risk                Analysis 11.5 Plan Risk Responses 11.7 Monitor Risks 12.1 Plan Procurement Mgmt 12.3 Control Procurements 7.1 Plan Cost Mgmt 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 9.1 Plan Resource mgmt 9.2 Estimate Activity Resources 9.6 Control Resources 8.1 Plan Quality Mgmt 8.3 Control Quality 4.7 Close Project or Phase 8.2 Manage Quality 10.1 Plan Communications  10.3 Monitor Communications10.2 Manage Communications 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 11.6 Implement Risk           Responses 12.2 Conduct Procurements INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER
  • 19. PROJECT MANAGEMENT DATA AND INFORMATION THEY ARE THREE WORK PERFORMANCE DATA Therawobservations andmeasurements identifiedduring activitiesperformedto carryouttheproject work. Theperformancedata collectedfromvarious controllingprocesses, analyzedincontextand integratedbasedon relationshipsacross areas. Thephysicalorelectronic representationofwork performanceinformation compiledinproject documents,whichis intendedtogenerate decisionsorraiseissues, actions,orawareness. MBA, PMP A s h r a f O s m a n WORK PERFORMANCE INFORMATION WORK PERFORMANCE REPORTS
  • 20. TAILORING The appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases should be selected to manage a project. This selection activity is known as tailoring project management to the project. Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified in the PMBOK® Guide is required on every project MBA, PMP A s h r a f O s m a n
  • 21. PROJECT MANAGEMENT OFFICE (PMO) Managing shared resources across all projects administered by the PMO Identifying and developing project management methodology, best practices, and standards Coaching, mentoring, training, and oversight Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits Developing and managing project policies, procedures, templates, and other shared documentation Coordinating communication across projects MBA, PMP A s h r a f O s m a n
  • 22. TYPES OF PMOS THEY ARE THREE SUPPORTIVE  Providesaconsultative roletoprojectsby supplyingtemplates,best practices,training,access toinformationand lessonslearnedfrom otherprojects.   Thedegreeof  controlislow Provides supportand requirecompliance throughusingspecific templates,formsand tools,orconformance togovernance. Thedegreeofcontrol  ismoderate. Takescontrolofthe projectsbydirectly managingtheprojects. Thedegreeof control ishigh. CONTROLLING DIRECTIVE MBA, PMP A s h r a f O s m a n
  • 24. ENTERPRISE ENVIRONMENTAL FACTORS (EEF) CONDITIONS, NOT UNDER THE CONTROL OF THE PROJECT TEAM INFLUENCE THE PROJECT. IT INCLUDES: 1. ORGANIZATIONAL STRUCTURE (FUNCTIONAL …ETC) 2. ORGANIZATIONAL CULTURE 3. GOVERNMENTAL/INDUSTRY STANDARDS 4. INFRASTRUCTURE 5. EXISTING HUMAN RESOURCES 6. PERSONNEL ADMINISTRATION 7. ORGANIZATION’S WORK AUTHORIZATION SYSTEM 8. MARKETPLACE CONDITIONS 9. STAKEHOLDERS’ RISK TOLERANCE 10. PROJECT MANAGEMENT INFORMATION          SYSTEM PLANS, PROCESSES, POLICIES, PROCEDURES & KNOWLEDGE BASES SPECIFIC TO & USED BY THE PERFORMING ORGANIZATION 1. ORGANIZATIONAL PROCESSES, STANDARDS & PROCEDURES 2. TEMPLATES 3. ORGANIZATIONAL KNOWLEDGE BASE 4. LESSONS LEARNED ORGANIZATIONAL PROCESS ASSETS (OPA) MBA, PMP A s h r a f O s m a n
  • 26. FACTORS IN ORGANIZATION STRUCTURE SELECTION Degree of alignment with organizational objectives Specialization capabilities Span of control, efficiency, and effectiveness Clear path for escalation of decisions Clear line and scope of authority Delegation capabilities Accountability assignment Responsibility assignment Adaptability of design Simplicity of design Efficiency of performance Cost considerations Physical locations (e.g., colocated, regional, and virtual) Clear communication (e.g., policies, status of work and organization’s vision). MBA, PMP A s h r a f O s m a n
  • 27. Work Groups Arranged by: P.M  Authority P.M  Role Resource Availability Project  Budget Administrative Staff Flexible; people working side-by-side Little or none Part-time Owner Little or none Job being done Little or none Part-time Functional manager Part-time One of: product; production Little or none Part-time Functional manager Part-time By job function, with  P.M as a function Moderate to high Full-time Project manager Full-time Job function Low Part-time Functional manager Part-time Job function Low to moderate Part-time Mixed Mixed Part-time Project Network structure Mix of other types Low to moderate Mixed Mixed Mix of other types Organizational Structure Type Organic or Simple Functional Multi-divisional Matrix – strong Matrix – weak Matrix – Balanced Project-oriented Virtual Hybrid PMO High to almost total Little or none Little or none Little or none Moderate to high Low to moderate Low to moderate High to almost total High to almost total Low Mixed High to almost total Full-time Full-time Full-time Project  Manager Mixed Mixed Project  Manager Full-time Full-time Full/Part -time ORGANIZATIONAL STRUCTURES ON PROJECTS
  • 28. THANK YOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ ADD/FOLLOW ME ON LINKEDIN PROFILE : ASHRAF OSMAN, MBA, PMP ASHRAF OSMAN, MBA, PMP  |  0530392489  |  RIYADH, SAUDI ARABIA MBA, PMP A s h r a f O s m a n Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  • 29. THE ROLE OF THE PROJECT MANAGER PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489
  • 30. O V E R V E I W The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives. This role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 31. R P R O J E C T M A N A G E R & O R C H E S T R A C O N D U C T O R A simple analogy may help in understanding the roles of a project manager for a large project by comparing them to the roles of a conductor for a large orchestra L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 32. T H E R O L E S O F T H E P R O J E C T M A N A G E R Leading the team Having knowledge, understanding, and experience Having management knowledge as well as technical knowledge,  L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 33. D E F I N I T I O N O F T H E P R O J E C T M A N A G E R The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 34. THE PROJECT MANAGER’S SPHERE OF INFLUENCE L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M Project managers fulfill numerous roles within their sphere of influence. These roles reflect the project manager’s capabilities and the added value of the project management profession.  PROJECT INDUSTRY ORGANIZATION DISCIPLINE A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 35. L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M C O M P E T E N C E S of the Project Manager TECHNICAL PROJECT MANAGEMENT LEADERSHIP OF THE TEAM STRATEGIC AND BUSINESS MANAGEMENT A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 36. T H E P M I T A L E N T T R I A N G L E ® L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M TECHNICALP.M LEADERSHIP STRATEGIC & BUSINESS MANAGEMENT A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 37. INTEGRATION P E R F O R M I N G
  • 38. T H E I N T E G R A T O R The role of the project manager when performing integration on the project L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 39. W o r k i n g w i t h t h e p r o j e c t s p o n s o r t o u n d e r s t a n d t h e s t r a t e g i c o b j e c t i v e s E n s u r e t h e a l i g n m e n t o f t h e p r o j e c t o b j e c t i v e s a n d r e s u l t s w i t h   b u s i n e s s a r e a s . G u i d i n g t h e t e a m t o w o r k t o g e t h e r t o f o c u s o n w h a t i s r e a l l y e s s e n t i a l T h e i n t e g r a t i o n o f p r o c e s s e s , k n o w l e d g e , a n d p e o p l e .
  • 40. THANKS! follow me on LinkedIn: Ashraf Osman, MBA, PMP 0530392489 L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  • 41. PROJECT I N T E G R A T I O N M A N A G E M E N T A S H R A F   O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n
  • 42. INTEGRATION THIS KNOWLEDGE AREA IS ALL ABOUT INTEGRATING ALL OTHER KNOWLEDGE AREAS, IT CONSISTS OF: DEVELOP PROJECT CHARTER DEVELOP PROJECT MANAGEMENT PLAN DIRECT AND MANAGE PROJECT WORK MANAGE PROJECT KNOWLEDGE MONITOR AND CONTROL PROJECT WORK PERFORM INTEGRATED CHANGE CONTROL CLOSE PROJECT OF PHASE
  • 43. P R O J E C T L I F E C Y C L E . D E V E L O P M E N T L I F E C Y C L E M A N A G E M E N T A P P R O A C H E S K N O W L E D G E M A N A G E M E N T L E S S O N S L E A R N E D TAILORING CONSIDERATIONS U S E O F A U T O M A T E D T O O L S U S E O F V I S U A L M A N A G E M E N T T O O L S P R O J E C T K N O W L E D G E M A N A G E M E N T E X P A N D I N G T H E P R O J E C T M A N A G E R ’ S R E S P O N S I B I L I T I E S H Y B R I D M E T H O D O L O G I E S TRENDS AND EMERGING PRACTICES
  • 44. Develop Project Charter The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Here where the initial planning or high-level planning is started
  • 45. Develop Project Charter Establishes a partnership between the performing and requesting organizations. Project Manager is identified Provides Project Manager with the authority to use resources to the project Provides Project Manager with the reporting authority issued by project initiator/sponsor (external to project), who is funding the project. IMPORTANCE
  • 46. DEVELOP PROJECT CHARTER 1- Business documents • Business case • Benefits mgmt plan 2- Agreements 3- OPA 4- EEF 1- Expert Judgement & Meeting 2- Interpersonal and team skills • Conflict management • Facilitation 3- Data gathering • Brainstorming • Focus groups • Interviews 1- Project Charter 2- Assumption log INPUTS TOOLS & TECHS OUTPUTS MBA, PMP A s h r a f O s m a n
  • 47. DEVELOP PROJECT CHARTER (INPUTS) ENTERPRISE ENVIRONMENTAL FACTORS BUSINESS DOCUMENTS AGREEMENTS Determines whether or not the project is worth the required investment Include but are not limited to: Government or industry standards Legal and regulatory requirements Marketplace conditions Organizational culture When a project is being performed for an external customer. It also includes agreement with the project manager to start working on the porject BUSINESS CASE
  • 48. Contents of  the Charter 1. Purpose / Justifications 2. Project objectives and success criteria 3. High-level requirements 4. High-level project description 5. High-Level Risks 6. Summary of Milestone schedule 7. Summary budget 8. Project approval requirements 9. Assigned project manager and authority 10. Name and authority of the sponsor
  • 49. DEVELOP PROJECT MANAGEMENT PLAN The process of defining, preparing, and coordinating all subsidiary plans and baselines and integrating them into a comprehensive project management plan.
  • 50. PROJECTMANAGEMENTPLAN Project Management Plan contents vary upon application area It is progressively elaborated Explains how plan is executed, monitored and controlled and closed Project Management Plan integrates and consolidates the subsidiary management plans and baselines Descriptions of Tools and Techniques selected for use How work is executed How Change is Monitored and Controlled How is Configuration Management performed? How are Performance measurement baselines maintained? How are communications established? How are Risks managed? How is Quality managed? MBA, PMP A s h r a f O s m a n MBA, PMP A s h r a f O s m a n
  • 51. I N P U T S 1. PROJECT CHARTER 2. OUTPUTS FROM OTHER PROCESSES 3. EEF 4. OPA T O O L S & T E C H S 1. EXPERT JUDGEMENT 2. DATA GATHERING 3. INTERPERSONAL & TEAM SKILLS 4. MEETINGS O U T P U T S 1- PROJECT MGMT PLAN DEVELOP PROJECT MANAGEMENT PLAN MBA, PMP A s h r a f O s m a n
  • 52. I T L I S T S A L L O F T H E H I G H - L E V E L D E T A I L S F O R Y O U R P R O J E C T + Y O U C A N ’ T S T A R T P L A N N I N G W I T H O U T A C H A R T E R . PROJECT CHARTER P L A N N I N G P R O C E S S E S : A L L O F T H E B A S E L I N E S A N D P L A N N I N G P R O C E S S E S I N K N O W L E D G E A R E A S E X E C U T I O N – M O N I T O R I N G A N D C O N T R O L L I N G P R O C E S S E S : O U T P U T S F R O M E – M & C I N C L U D I N G T H E C H A N G E R E Q U E S T . I N P U T S T O D E V E L O P P R O J E C T M G M T P L A N OUTPUTS FROM OTHER PROCESSES 
  • 53. B A S I C P L A N S FROM SCOPE MGMT. PLAN TO STAKEHOLDERS MGMT. PLAN B A S E L I N E S SCOPE, TIME & COST BASELINES = PROJECTMANAGEMENT PLAN 9 3 MBA, PMP A s h r a f O s m a n
  • 54. DIRECT AND MANAGE PROJECT WORK The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives MBA, PMP A s h r a f O s m a n
  • 55. OUTPUTS DIRECT & MANAGE PROJECT WORK TOOLS & TECHNIQUES INPUTS 1. Project Mgmt Plan 2. Project documents 3.Approved change requests 4. OPA & EEF 1. Expert Judgment 2. Project Mgmt Information System 3. Meetings 1. Deliverables 2. Work Performance Data 3. Change Requests 4. Issue log 5. Project Mgmt Plan updates 6. Project Document updates 7. OPA updates
  • 56. Any output produced : e.g. product , service , results , reports , documents ….etc. DELIVERABLE  Corrective action: An intentional activity that re-aligns the performance of the project work with the project management plan; Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan; Defect repair—An intentional activity to modify a nonconforming product or product component; and/or Updates — reflect modified or additional ideas or content. APPROVED CHANGE REQUESTS Inputs MBA, PMP A s h r a f O s m a n
  • 57. ANY OUTPUT PRODUCED: E.G. PRODUCT, SERVICE, RESULTS, REPORTS, DOCUMENTS ….ETC. DELIVERABLE THE RAW OBSERVATIONS AND MEASUREMENTS IDENTIFIED DURING ACTIVITIES BEING PERFORMED TO CARRY OUT THE PROJECT WORK. DATA IS GATHERED THROUGH WORK EXECUTION AND PASSED TO THE CONTROLLING PROCESSES OF EACH PROCESS AREA FOR FURTHER ANALYSIS. IT’S CALLED “STATUS REPORT’ WORK PERFORMANCE DATA Outputs
  • 58. 1. EXPERT JUDGMENT 2. KNOWLEDGE MGMT 3. INFORMATION MGMT 4. INTERPERSONAL & TEAM SKILLS 1.PROJECT MGMT PLAN 2. PROJECT DOCUMENTS • LESSONS LEARNED REGISTER • PROJECT TEAM ASSIGNMENTS • RESOURCE BREAKDOWN STRUCTURE • SOURCE SELECTION CRITERIA • STAKEHOLDER REGISTER 3. DELIVERABLES 4. EEF 5. OPA 1. LESSONS LEARNED REGISTER 2. PROJECT MGMT PLAN UPDATES 3. PROJECT DOCUMENTS UPDATES INPUTS TOOLS & TECH OUTPUTS M A N A G E P R O J E C T K N O W L E D G E THE PROCESS OF USING EXISTING KNOWLEDGE AND CREATING NEW KNOWLEDGE TO ACHIEVE THE PROJECT’S OBJECTIVES AND CONTRIBUTE TO ORGANIZATIONAL LEARNING.
  • 59. MONITOR AND CONTROL PROJECT WORK THE PROCESS OF TRACKING, REVIEWING, AND REPORTING PROJECT PROGRESS AGAINST THE PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN. IT IS ABOUT COMPARING THE PLAN VS ACTUAL WORK MBA, PMP A s h r a f O s m a n
  • 60. MONITOR AND CONTROL PROJECT WORK IT INCLUDES 1. Comparing actual project performance against project plan. 2. Assess and implement needed corrective / preventive actions 3. Analyzing and tracking and monitoring Project risks and implementing risk responses accordingly 4. Monitoring Implementation of approved changes MBA, PMP A s h r a f O s m a n
  • 61. MONITOR AND CONTROL PROJECT WORK 1. PROJECT MGMT PLAN 2. PROJECT DOCUMENTS • COST FORECASTS • MILESTONE LIST • QUALITY REPORTS • RISK REGISTER • RISK REPORT • SCHEDULE FORECASTS 3. AGREEMENTS 4. WORK PERFORMANCE INFORMATION 5. EEF 6. OPA 1. EXPERT JUDGMENT & MEETINGS 2. DATA ANALYSIS • ALTERNATIVES ANALYSIS • COST-BENEFIT ANALYSIS • EARNED VALUE ANALYSIS • ROOT CAUSE ANALYSIS • TREND ANALYSIS • VARIANCE ANALYSIS .3 DECISION MAKING 1. CHANGE REQUESTS 2. WORK PERFORMANCE REPORTS 3. PROJECT MANAGEMENT PLAN UPDATES 4. PROJECT DOCUMENT UPDATES OUTPUTSTOOLS & TECHNIQUES INPUTS
  • 62. A R E D E R I V E D F R O M P R O G R E S S V S T H E S C H E D U L E B A S E L I N E A R E D E R I V E D F R O M P R O G R E S S V S T H E C O S T B A S E L I N E I N C L U D E S Q U A L I T Y M A N A G E M E N T I S S U E S ; R E C O M M E N D A T I O N S F O R P R O C E S S , P R O J E C T , A N D P R O D U C T I M P R O V E M E N T S A N D T H E S U M M A R Y O F F I N D I N G S F R O M T H E C O N T R O L Q U A L I T Y P R O C E S S . S C H E D U L E F O R E C A S T S C O S T F O R E C A S T S Q U A L I T Y R E P O R T S
  • 63. WORK PERFORMANCE DATA WORK PERFORMANCE REPORTS WORK PERFORMANCE INFORMATION The raw observations and measurements identified during activities being performed to carry out the project work information resulted from when these raw measurement are analyzed  Is the summation of WPI in physical or electronic form
  • 64. P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L T H E P R O C E S S O F R E V I E W I N G A L L C H A N G E R E Q U E S T S ; A P P R O V I N G / R E J E C T I N G C H A N G E S A N D M A N A G I N G C H A N G E S T O D E L I V E R A B L E S , O R G A N I Z A T I O N A L P R O C E S S A S S E T S , P R O J E C T D O C U M E N T S , A N D T H E P R O J E C T M A N A G E M E N T P L A N ; A N D C O M M U N I C A T I N G T H E I R D I S P O S I T I O N .
  • 65. PERFORM INTEGRATED CHANGE CONTROL THIS PROCESS INCLUDES THE FOLLOWING CHANGE MANAGEMENT ACTIVITIES: 01 Identifying the change need or change occurred. 03 Reviewing and approving change requests 02 Ensuring only approved changes are implemented 04 Managing approved changes MBA, PMP A s h r a f O s m a n
  • 66. 1. EXPERT JUDGMENT 2. MEETINGS 3. CHANGE CONTROL TOOLS 4. DATA ANALYSIS • ALTERNATIVES ANALYSIS • COST-BENEFIT ANALYSIS 5. DECISION MAKING 1.PROJECT MANAGEMENT PLAN 2. WORK PERFORMANCE REPORTS 3. CHANGE REQUESTS 4. EEF 5. OPA 1. APPROVED CHANGE REQUEST 2. PROJECT MANAGEMENT PLAN UPDATES 3. PROJECT DOCUMENTS UPDATES INPUTS TOOLS & TECH OUTPUTS P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L
  • 67. RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL MANAGERS, TECHNICAL TEAM MEMBERS…ETC. CHANGE CONTROL BOARD
  • 68. Close Project or Phase INPUTS 1. Project Management Plan 2. Accepted Deliverables 3. OPA 4. Project charter 5. Project documents 6. Agreements 7.Procurement documentation 8. Business documents T&T 1. Expert Judgment 2. Data analysis • Document analysis • Variance analysis 3. Meetings OUTPUTS1. Final Product, Service or result transition 2. Updated Organizational Process Assets 3. Final Report 4. Project documents updates T h e p r o c e s s o f f i n a l i z i n g a l l a c t i v i t i e s a c r o s s a l l o f t h e P r o j e c t M a n a g e m e n t P r o c e s s G r o u p s t o f o r m a l l y c o m p l e t e t h e p h a s e o r p r o j e c t . MBA, PMP A s h r a f O s m a n
  • 69. THANK YOU. I hope you enjoyed my presentation. PMP PREPARATION COURSE ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  • 70. PMP PREPARATION COURSE PROJECT SCOPE MANAGEMENT   ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  • 71. DEFINE SCOPECOLLECT REQUIREMENTSPLAN SCOPE MANAGEMENT Plan out all of the work you’ll do to define your scope, make sure the team is planning to do the right work, and control it. Find out all of the stakeholders’ needs and write them down so that you know what to build and your requirements can be measured and tracked. Detailed description of the work that will be done and produced. OVERVIEW
  • 72. CONTROL SCOPE OVERVIEW VALIDATE SCOPECREATE WBS The process of subdividing project deliverables and project work into smaller, more manageable components. The process of formalizing acceptance of the completed project deliverables. The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
  • 73. PROJECT SCOPE MANAGEMENT Features and functions of the product of the project Completion of product scope is measured against the requirements The work needed to create product of the project Completion of a project is measured against the plan Project ScopeProduct Scope CONSISTS OF : MBA, PMP A s h r a f O s m a n
  • 74. TAILORING CONSIDERATIONS 1 - K n o w l e d g e & r e q u i r e m e n t s       m a n a g e m e n t 2 -   V a l i d a t i o n a n d c o n t r o l 3 -   D e v e l o p m e n t a p p r o a c h 4 -   S t a b i l i t y o f r e q u i r e m e n t s 5 -   G o v e r n a n c e . MBA, PMP A s h r a f O s m a n
  • 75. PLAN SCOPE MANAGEMENT T H E P R O C E S S O F C R E A T I N G A S C O P E M A N A G E M E N T P L A N T H A T D O C U M E N T S H O W T H E P R O J E C T S C O P E W I L L B E D E F I N E D , V A L I D A T E D , A N D C O N T R O L L E D . I T F I G U R E S O U T W H A T W O R K Y O U ’ L L D O A N D W H A T ’ S O U T O F S C O P E . MBA, PMP A s h r a f O s m a n
  • 76. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project management plan 2. Project Charter 3. OPA 4. EEF 1. Expert Judgement 2. Meetings 3. Data analysis      • Alternatives analysis 1. Scope management plan 2. Requirements management plan
  • 77. SCOPE MANAGEMENT PLAN Helps to prepare a detailed project scope statement Enables the creation of the WBS from the detailed project scope statement Establishes how the WBS will be maintained and approved Specifies how formal acceptance of the completed project deliverables will be obtained
  • 78. REQUIREMENTS MANAGEMENT PLAN It describes how requirements will be collected, analyzed, documented, and managed. How codification of  requirements  will be planned, tracked and reported Description of requirements prioritization. How traceability structure is defined. MBA, PMP A s h r a f O s m a n
  • 79. The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. By sitting down with all of the stakeholders for your project and working out what their needs are, and that’s what you do in the Collect Requirements process COLLECT REQUIREMENTS MBA, PMP A s h r a f O s m a n
  • 80. COLLECT REQUIREMENTS INPUTS 1. Project mgmt plan    • Scope mgmt plan    • Requirements mgmt        plan 2. Project charter 3. Project documents 4. Business documents 5. Agreements 6. OPA   7. EEF TOOLS & TECHNIQUES 1. Expert judgment 2. Data gathering 3. Data analysis 4. Decision making 5. Data representation 6. Interpersonal and team          skills 7. Context diagram 8. Prototypes OUTPUTS 1. Requirements       Documentation 2. Requirements           Traceability Matrix MBA, PMP A s h r a f O s m a n
  • 81. PROJECT MGMT PLAN PROJECT DOCUMENTS BUSINESS DOCUMENTS It contains plans like: 1-Scope plan:  how scope will be defined 2-Requirements plan: how  requirements will be collected, analyzed 3-Stakeholder plan: how to work with stakeholders to collect their requirements It contains documents like:  1-Stakeholder Register  identify stakeholders who can provide information on the requirements. 2-Lessons learned register  provide information on effective requirements collection techniques It contains business case, which can describe required, desired, and optional criteria for meeting the business needs. INPUTS (EXPLANATIONS)
  • 82. Expertise from individuals or groups in what and how to collect requirements  EXPERT JUDGMENT01 By Brainstorming, Interviews,  Focus groups & Questionnaires. DATA GATHERING02 1. Unanimity 2. Majority 3. Plurality 4. Autocratic  DECISION MAKING03 Document analysis like:  - Agreements; - Business plans; - Business process DATA ANALYSIS04
  • 83. Includes: Nominal group technique & Observation/ conversation. INTERPERSONAL AND TEAM SKILLS 05 Data representation techniques can include:  Affinity diagrams & Mind mapping DATA REPRESENTATION06 Prototyping is a method of obtaining early feedback on requirements by providing a model of the expected product before actually building it. PROTOTYPES07 It shows the boundaries of the product scope by highlighting the product and its interfaces with people, processes, or systems CONTEXT DIAGRAMS08
  • 84. OUTPUTS 1.REQUIREMENTS DOCUMENTATION Contains: 1. Business needs 2. Functional Requirements 3. Non-Functional Requirements 4. Quality Requirements 5. Acceptance Criteria 2.REQUIREMENTS TRACEABILITY MATRIX To trace the collected requirements  MBA, PMP A s h r a f O s m a n
  • 85. DEFINE SCOPE 1.  Project management plan     • Scope management plan 2. Project charter 3. Project documents     • Requirements documentation 4. OPA     5. EEF INPUTS 1. Expert judgment 2. Product analysis 3. Data analysis     • Alternatives analysis 4. Decision making 5. Interpersonal and team skills The process of developing a detailed description of the project and product. it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. TOOLS & TECH 1.  Project Scope Statement 2. Project Document Updates OUTPUTS MBA, PMP A s h r a f O s m a n
  • 86. INTERPERSONAL & TEAM SKILLS DEFINE SCOPE (T&T) PRODUCT ANALYSISDATA ANALYSIS Alternatives analysis can be used to evaluate ways to meet the requirements and the objectives identified in the charter. It includes asking questions about a product or service and forming answers to describe the use, characteristics, and other relevant aspects  The goal is to reach a cross-functional & common understanding of the project deliverables and project & product boundaries.
  • 87. PROJECT SCOPE STATEMENT (OUTPUT) Project Scope Statement defines what work will be performed and what work is excluded. Project Scope Description Product Acceptance Criteria Project Deliverables Project exclusions Project Constraints & Assumptions MBA, PMP A s h r a f O s m a n
  • 88. CREATE WBS The process of subdividing project deliverables and project work into smaller, more manageable components called work packages MBA, PMP A s h r a f O s m a n
  • 89. EXAMPLEWBS 1. STRUCTURAL 2. UTILITIES 3. FINISHING 1. 1 EXCAVATION 1.2 FOUNDATION 1.3 FRAMING 2.1 HVAC 2.2 PLUMBING 2.3 ELECTRICAL 3.1 PAINTING 3.2 WINDOWS 3.3 DECORATION BUILDING
  • 91. CREATE WBS INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt plan    • Scope mgmt plan 2. Project documents    • Project scope               statement    • Requirements      documentation 4. EEF   5. OPA 1. Decomposition 2. Expert judgement 1. Scope Baseline 2. Project documents          updates    • Assumption log    • Requirements      documentation
  • 92. WBS SCOPE STATEMENT WBS DICTIONARY Deliverable-oriented breakdown of a project into smaller components Document that provides a detailed information about each element in the WBS Document outlines the project's deliverables and identify the constraints, assumptions and key success factors SCOPE BASELINE (OUTPUTS) The scope baseline is the approved version of a Scope Statement + WBS + WBS Dictionary. It is used as a basis for measuring performance. It is a component of the project management plan.
  • 93. The process of monitoring the status of the project and product scope and managing changes to the scope baseline. It allows the scope baseline to be maintained throughout the project.  It ensures all requested changes are processed through the Perform Integrated Change Control process. CONTROL SCOPE
  • 94. CONTROL SCOPE INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt plan 2. Project documents     • Requirements            documentation    • Requirements           traceability matrix 3.Work performance     data 4. OPA 1. Data analysis     • Variance analysis       to compare the        baseline to the              actual performance     • Trend analysis        examines project           performance over         time to check it  1. Work performance          information 2. Change requests 3. Project management      plan updates 4. Project documents          updates
  • 95. SCOPE CREEP The uncontrolled expansion of product or project scope without adjustments to time, cost, and resources is referred to as scope creep.  MBA, PMP A s h r a f O s m a n
  • 96. VALIDATE SCOPE V a l i d a t e S c o p e i s t h e p r o c e s s o f t h e c u s t o m e r a c c e p t i n g t h e p r o j e c t d e l i v e r a b l e s . H a p p e n s a t t h e e n d o f e a c h p r o j e c t p h a s e o r a m a j o r d e l i v e r a b l e s a r e c r e a t e d I t e n s u r e s t h a t t h e d e l i v e r a b l e s a r e i n a l i g n m e n t w i t h t h e p r o j e c t s c o p e
  • 97. QUALITY CONTROL VS VALIDATE SCOPE P e r f o r m e d i n t e r n a l l y b y t h e p r o j e c t m a n a g e r w i t h t h e q u a l i t y m a n a g e m e n t t e a m P e r f o r m e d e x t e r n a l l y b y t h e c l i e n t w i t h t h e p r o j e c t m a n a g e r . T h e p u r p o s e o f Q C i s t o m a k e s u r e t h e p r o d u c t i s d e f e c t f r e e &   f u l f i l l s i t s r e q u i r e m e n t s T h e p u r p o s e o f t h e V a l i d a t e S c o p e i s t o g e t f o r m a l a c c e p t a n c e f r o m t h e c u s t o m e r I s u s u a l l y p e r f o r m e d a t t h e e n d o f t h e p h a s e I s p e r f o r m e d a t t h e e n d o f t h e p r o j e c t T h e d e l i v e r a b l e p r o d u c e d o u t o f t h i s p r o c e s s i s “ V E R I F I E D D E L I V E R A B L E ” T h e d e l i v e r a b l e p r o d u c e d o u t o f t h i s p r o c e s s i s   “ A C C E P T E D D E L I V E R A B L E ”
  • 98. VALIDATE SCOPE INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt          plan 2. Project document 3. Verified      deliverables 4. Work performance     data 1. Inspection 2. Decision making 1. Work performance     information 2. Accepted     deliverables 3. Change requests 4. Project document      updates
  • 99. Deliverable Journey Charter Project Mgmt Plan Deliverable Verified Deliverable Accepted Deliverable Final product service or result Develop Charter Develop PMP D&M project work QC Validate Scope Close Project MBA, PMP A s h r a f O s m a n
  • 100. ASHRAF OSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489 THANK YOU  NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT MBA, PMP A s h r a f O s m a n Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  • 101. PROJECT TIME MANAGEMENT PMP PREPARATION COURSE ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  • 102. 01Plan Schedule Management 02Define Activities 03Sequence Activities 04Estimate Activity Durations 05Develop Schedule 06Control Schedule SCHEDULEMANAGEMENT PROCESSES
  • 103. MBA, PMP A s h r a f O s m a n TRENDS AND EMERGING PRACTICES 01 This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction & the product features are developed using time- boxed periods of work. 02 On-demand scheduling does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available. ITERATIVE SCHEDULING WITH A BACKLOG ON-DEMAND SCHEDULING MBA, PMP A s h r a f O s m a n
  • 104. TAILORING CONSIDERATIONS What is the most appropriate life cycle approach that allows for a more detailed schedule? How will the presence of project complexity, technological uncertainty, product novelty, pace, or progress tracking impact the desired level of control? Is technology used to develop, record, transmit, receive, and store project schedule model information and is it readily accessible? LIFE CYCLE APPROACH RESOURCE AVAILABILITY PROJECT DIMENSIONS TECHNOLOGY SUPPORT What are the factors influencing durations (such as the correlation between available resources and their productivity)? MBA, PMP A s h r a f O s m a n
  • 105. PLAN SCHEDULE MANAGEMENT The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule MBA, PMP A s h r a f O s m a n
  • 106. PLAN SCHEDULE MANAGEMENT 1. PROJECT MANAGEMENT PLAN 2. PROJECT CHARTER 3. EEF  4. OPA 1. EXPERT JUDGEMENT 2. DATA (ALTERNATIVES)  ANALYSIS 3. MEETINGS 1. SCHEDULE MANAGEMENT PLAN INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS MBA, PMP A s h r a f O s m a n
  • 107. 01 Project schedule model development (software) 02Level of accuracy (+/- %) 03Units of measure  04Project schedule model maintenance (update) 05Control thresholds 06Performance Measurement(EVM) SCHEDULEMANAGEMENTPLAN CONTENTS
  • 108. DEFINE ACTIVITIES THE PROCESS OF IDENTIFYING AND DOCUMENTING THE SPECIFIC ACTIONS TO BE PERFORMED TO PRODUCE THE PROJECT DELIVERABLES. Define Activities will decompose the work package into smaller components, are called schedule activities. These activities provide a basis for estimating, scheduling, executing, and monitoring and controlling the project work MBA, PMP A s h r a f O s m a n
  • 110. DEFINE ACTIVITIES 1. PROJECT MANAGEMENT PLAN   • SCHEDULE MGMT            PLAN   • SCOPE BASELINE 3. EEF         4. OPA 1. DECOMPOSITION 2. ROLLING WAVE     PLANNING 3. EXPERT JUDGMENT 4. MEETINGS 1. ACTIVITY LIST 2. ACTIVITY ATTRIBUTES 3. MILESTONE LIST 4. CHANGE REQUESTS 5. PROJECT MGMT PLAN      UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  • 111. ROLLING WAVE PLANNING THE PROCESS OF PROJECT PLANNING IN WAVES AS THE PROJECT PROCEEDS AND LATER DETAILS BECOME CLEARER. TOOLS & TECHNIQUES MBA, PMP A s h r a f O s m a n
  • 112. DEFINE ACTIVITIES List of the activities & their description It explain the activity list so it includes predecessor activities, successor activities, constraints, information about resources or time A milestone is an activity of zero duration that shows an important achievement in a project. ACTIVITY LIST OUTPUTS ACTIVITY ATTRIBUTE MILESTONE LIST
  • 113. SEQUENCE ACTIVITIES The process of identifying and documenting relationships among the project activities MBA, PMP A s h r a f O s m a n
  • 114. SEQUENCE ACTIVITIES 1. PROJECT MANAGEMENT PLAN 2. PROJECT DOCUMENTS  • ACTIVITY LIST  • ACTIVITY     ATTRIBUTES  • MILESTONE    LIST 3. EEF 4. OPA 1. PRECEDENCE DIAGRAMMING METHOD (PDM) 2. DEPENDENCY DETERMINATION & INTEGRATION 3. LEADS & LAGS 4. PROJECT MANAGEMENT INFORMATION SYSTEM 1. PROJECT SCHEDULE NETWORK DIAGRAMS 2. PROJECT DOCUMENTS UPDATE INPUTS TOOLS & TECHNIQUES OUTPUTS The process of identifying and documenting relationships among the project activities
  • 115. PRECEDENCE DIAGRAMMING METHOD PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT THE ACTIVITIES, WHICH ARE CALLED NODES. THE NODES ARE CONNECTED WITH ARROWS SHOWING THE DEPENDENCIES BETWEEN ACTIVITIES. THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).
  • 116. PDM 01 1. Most frequently used 2. Describes that the independent activity must finish before the dependent activity can start 3. B doesn't start before A is finished e.g. foundation -concrete 03 1. The independent activity must finish before the dependent activity finishes  2. B doesn't finish before A is finished e.g. Last chapter written (FF) Entire book completed 02 1.  The independent activity must start before the dependent activity can start. 2. B doesn't start before A Starts e.g. Project work started (SS) Project Management activities started 04 1. The independent activity must start before the dependent activity can finish  2. This logical relationship is seldom used  B doesn't finish before A starts  e.g. shifts FINISH TO START FINISH TO FINISH START TO START START TO FINISH The precedence diagramming method has four logical relationships/ dependencies
  • 117. Also know as hard logic or hard dependencies. The nature of the work dictates the order in which the activities should be Performed legally or contractually Involves Physical limitations  Also know as preferred logic or soft logic or preferential logic. Defined by project management team Process / procedure driven or best practices techniques Internal to the project and controlled by the team External to the project An external activity which is non- project activity has an impact on project activities. MANDATORY DEPENDENCY EXTERNAL DEPENDENCY DISCRETIONARY DEPENDENCY INTERNAL DEPENDENCY DEPENDENCY DETERMINATION & INTEGRATION ALSO 4 DEPENDENCIES
  • 118. Leads and Lags Lead Lag Speed up the successor activities and require time to be subtracted from the start date or the finish date of the activity scheduled Delay successor activities and require time added either to the start date or to the finish date of the activity scheduled ACTIVITY A ACTIVITY B LAGLEAD ACTIVITY A ACTIVITY B
  • 119. ESTIMATE ACTIVITY DURATIONS The process of estimating the number of work periods needed to complete individual activities with estimated resources. MBA, PMP A s h r a f O s m a n
  • 120. ESTIMATE ACTIVITY DURATIONS ESTIMATE ACTIVITY DURATIONS 1. PROJECT MANAGEMENT PLAN 2. PROJECT DOCUMENTS • ACTIVITY ATTRIBUTES • ACTIVITY LIST • MILESTONE LIST • PROJECT TEAM ASSIGNMENTS • RESOURCE BREAKDOWN   STRUCTURE • RESOURCE CALENDARS • RESOURCE REQUIREMENTS • RISK REGISTER 3. EEF    4. OPA .1 EXPERT JUDGMENT .2 ANALOGOUS ESTIMATING .3 PARAMETRIC ESTIMATING .4 THREE-POINT ESTIMATING .5 BOTTOM-UP ESTIMATING .6 DATA ANALYSIS • ALTERNATIVES ANALYSIS • RESERVE ANALYSIS .7 DECISION MAKING .8 MEETINGS .1 DURATION ESTIMATES .2 BASIS OF ESTIMATES .3 PROJECT DOCUMENTS UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  • 121. ESTIMATE ACTIVITY DURATIONS TOOLS & TECHNIQUES (EXPLANATION) Also called Top-down estimating Most useful when the previous similar activities to activities being estimated  three numbers: a most likely , an optimistic scenario, and a pessimistic The final estimate is the average= (O+4M+P)/6 Set some money aside to account the risk ANALOGOUS ESTIMATING PARAMETRIC ESTIMATING THREE-POINT ESTIMATES RESERVE ANALYSIS Based on data and project parameters. We have 4 meters of cables (data) each 1 meter will take  1 minute to install . total duration = 4 mintues x X Y y
  • 122. ESTIMATE ACTIVITY DURATIONS TOOLS & TECHNIQUES (EXPLANATION) Different way or resources to do the work.  e.g Brick Or Wood? Hand Or Automated? the project manager asks the team to show their estimation by voting With the one who will do the work ALTERNATIVE ANALYSIS BOTTOM-UP ESTIMATING DECISION MAKING EXPERT JUDGMENT Further Decomposition of activity to estimate the duration. These estimates are then aggregated into a total quantity for each of the activity’s durations.
  • 123. DURATION ESTIMATES BASIS OF ESTIMATES PROJECT DOCUMENTS UPDATES OUTPUTS number of time periods that are required to complete an activity Additional details or justifications show how the duration estimate was derived. Like  activity attributes, risk register, Lessons learned register...etc MBA, PMP A s h r a f O s m a n
  • 124. DEVELOP SCHEDULE The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. MBA, PMP A s h r a f O s m a n
  • 125. ESTIMATE ACTIVITY DURATIONS DEVELOP SCHEDULE .1 PROJECT MANAGEMENT PLAN • SCHEDULE MANAGEMENT PLAN • SCOPE BASELINE .2 PROJECT DOCUMENTS • ACTIVITY ATTRIBUTES • ACTIVITY LIST • MILESTONE LIST • BASIS OF ESTIMATES • DURATION ESTIMATES • PROJECT SCHEDULE NETWORK DIAGRAMS • PROJECT TEAM ASSIGNMENTS • RESOURCE CALENDARS • RESOURCE REQUIREMENTS • RISK REGISTER .3 AGREEMENTS    .4 EEF     5 OPA .1 SCHEDULE NETWORK ANALYSIS .2 CRITICAL PATH METHOD .3 RESOURCE OPTIMIZATION .4 DATA ANALYSIS • WHAT-IF SCENARIO ANALYSIS • SIMULATION .5 LEADS AND LAGS .6 SCHEDULE COMPRESSION .7 PROJECT MANAGEMENT INFORMATION SYSTEM .8 AGILE RELEASE PLANNING .1 SCHEDULE BASELINE .2 PROJECT SCHEDULE .3 SCHEDULE DATA .4 PROJECT CALENDARS .5 CHANGE REQUESTS .6  PROJECT MGMT PLAN UPDATES .7  PROJECT DOCUMENTS UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  • 126. CRITICAL PATH METHOD (CPM) Longest Duration Path (not longest path) through the network diagram Near critical path : close in duration to critical path. sometimes the near CP can be the CP which will increase the risk. Total Float (Slack) :amount of time that an  activity can be delayed without delaying the project finish date Critical Path has always 0 float. Early start (ES) Is the earliest time that an activity can start. Late start (LS) Is the latest time that an activity can start. Late finish (LF) Is the latest time that an activity can finish. Early finish (EF) Is the earliest time that an activity can finish.
  • 127. RESOURCE OPTIMIZATION  RESOURCE LEVELING RESOURCE SMOOTHING IS A METHOD TO FLATTEN THE SCHEDULE WHEN RESOURCES ARE OVER-ALLOCATED IT WILL LENGTHEN THE SCHEDULE A TECHNIQUE THAT ADJUSTS THE ACTIVITIES OF A SCHEDULE MODEL SUCH THAT THE REQUIREMENTS FOR RESOURCES ON THE PROJECT DO NOT EXCEED CERTAIN PREDEFINED RESOURCE LIMITS. IT WILL NOT AFFECT THE SCHEDULE MBA, PMP A s h r a f O s m a n
  • 128. DATA ANALYSIS Simulation allow project managers to examine the feasibility of the project schedule under different conditions, variables and events (Monte Carol analysis) What-If Scenario Simulations provide “what-if” questions, worst case scenarios, and potential disasters. MBA, PMP A s h r a f O s m a n
  • 129. PROJECT COST management P M P P R E P A R A T I O N C O U R S E A S H R A F O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n
  • 130. The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled. PLAN COST MGMT ESTIMATE COSTS DETERMINE BUDGET CONTROL COSTS The process of developing an approximation of the monetary resources needed to complete project work. The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline. COST MGMT PROCESSES
  • 131. KEY CONCEPTS Is primarily concerned with the cost of the resources needed to complete schedule activities. Also considers Is also called as Life-Cycle Costing Cost of using, Cost of maintaining Cost of supporting the product, service or result
  • 132. Cost Project 1 Project 2 1000 500 2000 3000 3000 3500 Maintenance Life cycle cost LIFE CYCLE COST MBA, PMP A s h r a f O s m a n
  • 133. TAILORING CONSIDERATIONS 1- Knowledge management 2- Estimating & budgeting 3- Earned value mgmt 4- Use of agile approach 5- Governance Tailoring Cost Management processes like:
  • 134. PLAN COST MANAGEMENT INPUTS 1. Project management plan 2. Project charter 3. EEF 4. OPA TOOLS TECHNIQUES 1. Expert judgment 2. Data analysis 3. Meetings OUTPUTS 1. Cost management plan The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
  • 135. DATA ANALYSIS It includes but is not limited to alternatives analysis. reviewing strategic funding options such as: self-funding, funding with equity, or funding with debt. It can also include consideration of ways to acquire project resources such as making, purchasing renting, or leasing. As well as currency like dollar vs Saudi Riyal MBA, PMP A s h r a f O s m a n
  • 136. COST MANAGEMENT PLAN CONTENTS Level of accuracy Units of measure Each unit used in measurement, such as staff hours/staff days is defined Control thresholds EVM calculating formulas are defined Funding Decisions Reporting formats 01 02 03 04 05 06 07
  • 137. ESTIMATE COSTS ESTIMATE COSTS IS THE PROCESS OF CALCULATING THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO COMPLETE THE PROJECT WORK. ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF CURRENCY MBA, PMP A s h r a f O s m a n
  • 138. INPUTS OUTPUTS TOOLS & TECHNIQUES 1. Project management plan • Cost management plan • Quality management plan • Scope baseline 2. Project documents • Risk register • Project schedule • Resources requirements 3. EEF 4. OPA 1. Expert judgment 2. Analogous estimating 3. Parametric estimating 4. Bottom-up estimating 5. Three-point estimating 6. Data analysis • Alternatives analysis • Reserve analysis • Cost of quality 7. Project management information system 1. Cost estimates 2. Basis of estimates 3. Project documents updates ESTIMATE COSTS
  • 139. DETERMINE BUDGET TOOLS TECHNIQUES OUTPUTSINPUTS 1. Project mgmt plan • Cost mgmt plan • Scope baseline 2. Project documents • Basis of estimates • Cost estimates • Project schedule • Risk register 3. Agreements 4. OPA 5. EEF 1. Cost aggregation 2. Data analysis • Reserve analysis 3. Expert judgment 4. Historical information review 5. Funding Limit reconciliation 6. Financing 1. Cost baseline 2. Project funding requirements 3. Project documents updates The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline MBA, PMP A s h r a f O s m a n
  • 140. CONTROL COSTS THE PROCESS OF MONITORING THE STATUS OF THE PROJECT TO UPDATE THE PROJECT COSTS AND MANAGING CHANGES TO THE COST BASELINE MBA, PMP A s h r a f O s m a n
  • 141. INPUTS OUTPUTS TOOLS & TECHNIQUES 1. Project management plan • Cost management plan • Cost baseline 2. Project funding requirements 3. Work performance data 4. Project documents 4. Organizational process assets 1. Earned value management 2. Data analysis • Earned value analysis • Variance analysis • Trend analysis • Reserve analysis 3. To-complete performance index (TCPI) 4. Project management information system 1. Work performance information 2. Cost forecasts 3. Change requests 4. Project management plan updates 5. Project documents updates CONTROL COSTS
  • 142. EARNED VALUE ANALYSIS “The rabbit wouldn't’ have lost the race if someone informed about its performance time to time…”
  • 144. BENEFITS OF EVA Reliable project costs and schedule data for more effective decision-making Early identification of potential problems Accurate prediction of project costs at completion What did we get for money spent How much will the project cost to complete When will the project be complete MBA, PMP A s h r a f O s m a n
  • 145. EARNED VALUE ANALYSIS PV BAC PLANNED VALUE The authorized budget assigned to scheduled work. BUDGET AT COMPLETION Budget planned for an activity or work package Cumulative and Current BAC is the sum of all budgets allocated to a project The Project BAC must always equal the Project Total PV. BAC = SUM (PV) EARNED VALUE ANALYSIS
  • 146. EARNED VALUE ANALYSIS AC EV is the quantification of the “worth” of the work done ACTUAL COST EV tells us in physical terms, what the project has accomplished. Cumulative and Current the cost incurred for executing work on a project It is the total cost incurred in accomplishing the work that the EV measured Cumulative and Current EV EARNED VALUE
  • 148. SCHEDULE VARIANCE VARIANCE ANALYSIS COST VARIANCE VARIANCE AT COMPLETION The amount by which the project is ahead or behind the planned delivery date, SV = EV – PV A negative variance means the project is behind schedule. The amount of budget deficit or surplus at a given point in time CV = EV – AC A negative variance means the project is over-budget. How much over or under budget (will the total project cost be?) do we expect to be at the end of the project? VAC = BAC – EAC
  • 149. indexes Schedule Performance Index (SPI) SPI = EV/PV (SPI<1 means project is behind schedule) CPI = EV/AC (CPI<1 means project is Over budget) Cost Performance Index (CPI)
  • 150. As the project progresses, the team may develop a forecast for the estimate at completion (EAC) that may differ from the budget at completion (BAC) based on the project performance. If it becomes obvious that the BAC is no longer viable, the project manager should consider the forecasted In earned value analysis, three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. FORECASTING RESERVE ANALYSIS TREND ANALYSIS Trend analysis examines project performance over time to determine if performance is improving or deteriorating.
  • 151. ESTIMATE AT COMPLETION (EAC) CASES What do we currently expect the TOTAL project (at completion) to cost? 1- Typical When Variance will continue, or no variance, or same performance or (CPI at same rate) EAC=BAC / CPI When Variance will end or spending at same budgeted/planned rate EAC= AC + BAC - EV EAC= AC + BAC - EV (CPI x SPI) 2- Atypical EAC= AC + ETC (Bottom-Up) 3- initial plan is no longer valid or wrong 4- When considering CPI & SPI
  • 152. From now on, how much MORE money will it take to finish the project? ETC = EAC – AC That is ratio between remaining work and funds remaining TCPI = (BAC-EV) / (BAC-AC) ETC (ESTIMATE TO COMPLETE) TCPI (TO-COMPLETE PERFORMANCE INDEX) CONTROL COSTS (T&T) CONT'D
  • 153. Value of work planned to be done Planned Value (PV) Must always equal the Project Total PV The Project BAC The cost incurred for executing work Actual Cost (AC) Value of work done to date Earned Value (EV) SUMMARY MBA, PMP A s h r a f O s m a n
  • 154. SUMMARY What do we currently expect the TOTAL project (at completion) to cost ? Estimate At Completion (EAC) From now on, how much MORE money will it take to finish the project ? Estimate To Complete (ETC) How much over or under budget (will the total project cost be?) do we expect to be at the end of the project? Variance At Completion (VAC) MBA, PMP A s h r a f O s m a n
  • 155. YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED. EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000 PER SIDE. THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER. TODAY IS THE END OF DAY THREE. PV EV AC BAC CV CPI SV SPI EAC ETC VAC CALCULATE ACTIVITY STAUTS Complete, spent $1,000 Complete, spent $1,200 50% done, spent $600 Not yet started SIDE 2 SIDE 3 SIDE 1 SIDE 4
  • 156. PV = 1,000 + 1,000 + 1,000= 3,000 EV = 1,000 + 1,000 + (50% X 1000) = 2500 AC = 1,000 + 1,200 + 600 = 2800 BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000 CV = 2,500 – 2,800 = -300 CPI = 2,500 / 2,800 = 0.893 SV = 2,500 – 3,000 = -500 SPI = 2,500 / 3,000 = 0.833 EAC = 4,000 / .893 = 4479 ETC = 4.479 – 2,800 = 1679 VAC = 4,000 – 4,479 = -479 WE SHOULD HAVE DONE $3,000 WORTH OF WORK. WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK WE HAVE ACTUALLY SPENT $2,800 OUR PROJECT BUDGET IS $4,000. $300 OVER BUDGET WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT. WE ARE BEHIND SCHEDULE WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479 WE NEED TO SPEND $1,679 TO FINISH THE PROJECT WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED. ANSWERS MBA, PMP A s h r a f O s m a n
  • 157. THANK YOU A S H R A F O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel Linkedin: Facebook Page:
  • 158. PROJECT QUALITY MANAGEMENT PMP PREPARATION COURSE By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 159. PROJECT QUALITY MANAGEMENT PLAN QUALITY MANAGEMENT The process of identifying quality or standards MANAGE QUALITY Translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. CONTROL QUALITY Monitoring and recording the results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations. By: Ashraf Osman,MBA, PMP
  • 160. TRENDS AND EMERGING PRACTICES IN PROJECT QUALITY MANAGEMENT Customer satisfaction Continual improvement Management responsibility Prevention of defects and reworks Everyone's responsibility Continuous improvement              (Plan – Do – Check – Act) By: Ashraf Osman,MBA, PMP
  • 161. TAILORING CONSIDERATIONS By: Ashraf Osman,MBA, PMP Policy compliance and auditing Standards and regulatory compliance Continuous improvement Stakeholder engagement
  • 162. MORE QUALITY CONCEPTS TQM SIX SIGMA Says that the process is the problem, not people TQM stipulates that quality must be managed in and that quality improvement should be a continuous way of doing business Is a quality management approach Mostly used in manufacturing and services industries Is  focuses on process improvement and variation reduction by applying Six  Sigma methodologies By: Ashraf Osman,MBA, PMP
  • 163. KAIZEN TECHNOLOGY MARGINAL ANALYSIS A quality philosophy of applying continuous small improvements to reduce costs and ensure consistency. The cost of the incremental improvements to a process or a product is compared with the increase in revenue made from the improvements. MORE QUALITY CONCEPTS By: Ashraf Osman,MBA, PMP
  • 164. Q U A L I T Y G R A D E V S Q U A L I T Y G R A D E The sum of the characteristics of a product that meet the specifications / expectations of the project The category or rank given to entities having the same functional use but different characteristics MBA, PMP A s h r a f O s m a n
  • 165. STEAK  FOOL The steak is a high-grade meal But if the steak didn't meet the expectation and the fool did, then the steak is a low quality while the fool is a high quality The fool is a low-grade meal By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 166. QUALITY PIONEERS EASTWAY UNIVERSITY OF SOCIAL SCIENCES WWW.EUSS.EDU PHILIP CROSBY CROSBY DEVISED THE “ZERO DEFECTS” PRACTICE   THAT IS, DO IT RIGHT THE FIRST TIME   PREVENTION IS THE KEY SUGGESTED THAT AS MUCH AS 85% OF QUALITY ISSUES IS MANAGEMENT PROBLEM  DEMING IS MAJOR CONTRIBUTOR OF TOTAL QUALITY MANAGEMENT (TQM) IS KNOWN FOR HIS “FITNES FOR USE”   THAT IS CUSTOMERS’ EXPECTATIONS ARE MET  CONFORMANCE TO SPECIFICATIONS JOSEPH JURAN VLOGGER EDWARD DEMING By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 167. PlanQualityManagement The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements. inputs outputstools&techniques 1. PROJECT CHARTER 2. PROJECT MANAGEMENT PLAN 3. PROJECT DOCUMENTS    • ASSUMPTION LOG    • REQUIREMENTS      DOCUMENTATION    • RISK REGISTER    • STAKEHOLDER                   REGISTER 4. EEF 5. OPA 1. MEETINGS & EXPERT     JUDGMENT 2. DATA GATHERING     • BENCHMARKING     • BRAINSTORMING     • INTERVIEWS 3. DATA ANALYSIS     • COST-BENEFIT ANALYSIS     • COST OF QUALITY 4. DECISION MAKING 5. DATA REPRESENTATION 6. INSPECTION PLANNING 1. QUALITY MANAGEMENT PLAN 2. QUALITY METRICS 3. PROJECT DOCUMENTS UPDATES 4. PROJECT DOCUMENTS UPDATES By: Ashraf Osman,MBA, PMP
  • 169. PlanQualityManagement(T&T) Is comparison among two projects, processes or performance of organizations The goal is to evaluate the differences between two projects and to make corrective actions to the current project Is also used as a measurement against industry standards, competitors’ level of performance Benchmarking multicriteria decision analysis. it  helps to  prioritize quality metrics. E.g., prioritization matrix can be used to identify the key issues and suitable alternatives to be prioritized as a set of decisions for implementation Decision Making Total cost of quality-related efforts 4 types: A- Prevention costs: Includes quality planning, Training B- Appraisal costs: Includes inspections and testing. C- Internal Failure Costs D- External Failure Costs Cost of Quality By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 170. DATA REPRESENTATION FLOW CHART A flowchart is a type of diagram that represents an algorithm, workflow or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagrammatic representation illustrates a solution model to a given problem. By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 171. DATAREPRESENTATION The logical data model can be used to identify where data integrity or other quality issues can arise. Logical Data Model Matrix diagrams help find the strength of relationships among different factors and causes  that exist between the rows and columns that form the matrix. Matrix diagrams diagrammatic method used to visually organizing information.  The mind-mapping technique may help in the rapid gathering of project quality requirements Mind mapping By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 172. QUALITY MANAGEMENT PLAN QUALITY METRICS PLAN & DOCUMENTS UPDATES Describes how the organization’s quality policies will be implemented. It contains: 1-Standard 2-Roles & Responsibility 3-Reports 4-Metrics 5-The deliverable that will be tested A quality metric specifically describes a project or product attribute and how the Control Quality process will verify compliance to it e.g variance in height, number of bugs, number of crashes...etc Risk management plan Scope baseline Requirements traceability matrix planqualitymanagenet(outputs) By: Ashraf Osman,MBA, PMP
  • 173.  manage Quality (qa) The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into project. Manage Quality is called Quality Assurance. inputs outputstools&techniques 1. PROJECT MGMT PLAN   • QUALITY MGMT PLAN 2. PROJECT DOCUMENTS   • LESSONS LEARNED     REGISTER   • QUALITY CONTROL     MEASUREMENTS   • QUALITY METRICS   • RISK REPORT 3. OPA 1. DATA GATHERING     • CHECKLISTS 2. DATA ANALYSIS 3. DECISION MAKING 4. DATA REPRESENTATION 5. AUDITS 6. DESIGN FOR X 7. PROBLEM SOLVING 8. QUALITY IMPROVEMENT     METHODS 1. QUALITY REPORTS 2. TEST & EVALUATION     DOCUMENTS 3. CHANGE REQUESTS 4. PROJECT MGMT      PLAN UPDATES 5. PROJECT DOCUMENTS     UPDATES By: Ashraf Osman,MBA, PMP
  • 174. I d e n t i f i e s o p p o r t u n i t i e s f o r p r o c e s s i m p r o v e m e n t s . T h i s a n a l y s i s a l s o e x a m i n e s p r o b l e m s , c o n s t r a i n t s , a n d n o n - v a l u e - a d d e d a c t i v i t i e s t h a t o c c u r d u r i n g a p r o c e s s . A n a l y t i c a l t e c h n i q u e u s e d t o d e t e r m i n e t h e b a s i c u n d e r l y i n g r e a s o n t h a t c a u s e s a v a r i a n c e , d e f e c t , o r r i s k . U s e d t o e v a l u a t e i d e n t i f i e d o p t i o n s i n o r d e r t o s e l e c t w h i c h d i f f e r e n t q u a l i t y o p t i o n s o r a p p r o a c h e s a r e m o s t a p p r o p r i a t e t o u s e PROCESSANALYSIS ROOTCAUSEANALYSIS ALTERNATIVES ANALYSIS DOCUMENT ANALYSIS Data analysis T h e a n a l y s i s o f d o c u m e n t s p r o d u c e d i n p r o j e c t c o n t r o l p r o c e s s e s c a n p o i n t t o a n d f o c u s o n p r o c e s s e s t h a t m a y b e o u t o f c o n t r o l a n d m a y j e o p a r d i z e m e e t i n g t h e s p e c i f i e d r e q u i r e m e n t s  
  • 175. Manage Quality (T&T) A structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures. Quality audits can  confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions. Audits Is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. Design for X Quality improvements can occur based on findings and recommendations from quality control processes, the findings of the quality audits, or problem-solving in the Manage Quality process. Example: Plan-do-check-act and Six Sigma Quality improvement By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 176. CAUSE AND EFFECT DIAGRAM Also called Fishbone diagrams or Ishikawa diagrams They are used to figure out what caused a defect. You list all of the categories of the defects that you have identified and then write the possible causes of the defect you are analyzing from each category. Fishbone diagrams help you see all of the possible causes in one place so you can think of how you might prevent the defect in the future. DATA REPRESENTATION By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 177. HISTOGRAM Also called (Frequency Distribution Chart) A bar graph that groups the data by predetermined intervals to show the frequency of the data set Used to measure and analyze the data and identify Defect Classification, Delivery Times, Survey Findings By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  • 178. SCATTER DIAGRAM It is used for problem-solving and understanding cause and effect relationships It shows if a relation exists between Two variables Positive correlation Negative correlation No correlation Types of Correlations By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  • 179. MANAGE QUALITY: OUTPUTS EASTWAY UNIVERSITY OF SOCIAL SCIENCES WWW.EUSS.EDU QUALITY REPORTS Include all quality mgmt issues escalated by the team; recommendations improvements; and the summary of findings from the Control Quality process. If changes occur during the Manage Quality process that impact any of the componentsof the project mgmt plan, project documents,  They are inputs to the Control Quality process and are used to evaluate the achievement of quality objectives. TEST &EVALUATION DOCUMENTS VLOGGER CHANGE REQUESTS By: Ashraf Osman,MBA, PMP
  • 180.  control Quality (QC) The process of monitoring and recording results of executing the quality mgmt activities in order to assess performance & ensure the project outputs are complete, correct, & meet customer expectations. inputs outputstools&techniques 1. PROJECT MGMT PLAN   • QUALITY MGMT PLAN 2. PROJECT DOCUMENTS   • QUALITY METRICS   • TEST & EVALUATION     DOCUMENTS 3. APPROVED CHANGE          REQUESTS 4. DELIVERABLES 5. WORK PERFORMANCE      DATA 6. EEF 7. OPA 1. DATA GATHERING     • CHECKLISTS     • CHECK SHEETS     • STATISTICAL SAMPLING 2. DATA ANALYSIS     • PERFORMANCE REVIEWS     • ROOT CAUSE ANALYSIS 3. INSPECTION 4. TESTING/PRODUCT EVALUATIONS 5. DATA REPRESENTATION 6. MEETINGS 1. QUALITY CONTROL     MEASUREMENTS 2. VERIFIED DELIVERABLES 3. WORK PERFORMANCE      INFORMATION 4. CHANGE REQUESTS 5. PROJECT MGMNT PLAN     UPDATES 6. PROJECT DOCUMENTS            UPDATES By: Ashraf Osman,MBA, PMP
  • 181. DATA REPRESENTATION CHECK SHEETS They are especially useful for gathering attributes data while performing inspections to identify defects.  For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams. By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  • 182. CONTROL CHART Used to objectively define a process and variation Process containing only common causes of variation is considered stable, implying that the variation is predictable within the established control limits Processes containing special as well as common causes of variation are considered unstable. In such cases the special causes fall outside the established control limits Control charts can be plotted for tracking Production failures, defects by schedule/effort/cost and variances By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  • 183. QUALITY CTRL MEASUREMENTS VERIFIED DELIVERABLES WORK PERFORMANCE INFO Quality control measurements are the documented results of Control Quality activities A goal of the Control Quality process is to determine the correctness of deliverables. The results of performing the Control Quality process are verified deliverables that become an input to the Validate Scope process Includes information on project requirements fulfillment, causes for rejections, rework required, recommendations for corrective actions, lists of verified deliverables, status of the quality metrics, & the need for process adjustments. control quality(outputs) By: Ashraf Osman,MBA, PMP
  • 184. QA Makes Sure that we are doing the right thing in the right way Focuses on building in quality and hence preventing defects Deals with process Preventing process (proactive) Makes Sure that results of what we’ve done are what we are expected Focuses on testing for quality and hence detecting defects Deals with products Corrective process (reactive) QC VS By: Ashraf Osman,MBA, PMP
  • 186. PROJECT RESOURCE MANAGEMENT PMP PREPARATION COURSE BY: ASHRAF NOUR, MBA, PMP MBA, PMP A s h r a f O s m a n
  • 187. Plan Resource Management It defines how to estimate, acquire, manage, and utilize physical and team resources. 1 Estimate Activity Resources estimating the type and quantities of resources  necessary to perform project work. 2 Acquire Resources Obtaining human and physical resources necessary to complete project work. 3 Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. 
  • 188. Develop Team The process of improving competencies,  interactions & team environment to enhance performance. 4 Manage Team Tracking team member performance, providing feedback, resolving issues 5 Control Resources Ensuring that the physical resources are available as planned, as well as monitoring the planned versus actual use of resources, 6 Resources include physical resources as well as human resources.
  • 189. TAILORING CONSIDERATIONS DIVERSITY PHYSICAL LOCATION INDUSTRY- SPECIFIC RESOURCES TEAM MGMT. LIFE CYCLE APPROACHES Whatisthe diversity backgroundof theteam? Whatisthe physicallocation ofteammembers andphysical resources? Whatspecial resourcesare neededinthe industry? Howisteam development managedforthe project? Whatlifecycle approachwillbe usedonthe project?
  • 192. 1-  HIERARCHICAL – ORGANIZATIONAL CHART 2-  ASSIGNMENT MATRIX  A-ResponsibilityAssignment Matrix-RAM (whowilldowhat?) B-RACIMatrix  (Responsible-Accountable- Consult-Inform) DATAREPRESENTATION-CHARTS
  • 193. 3- TEXT – ORIENTED FORMAT DATAREPRESENTATION-CHARTS
  • 195. People have needs, and until the lower ones are satisfied they won’t even begin to think about the higher ones. ORGANIZATION THEORIES MASLOW’S HIERARCHY OF NEEDS
  • 196. Hygiene agents  1- Job security 2- Salary 3- Acceptable working conditions 4- Relationships Motivating agents 1- Opportunity 2- Responsibility 3- Appreciation 4- Recognition 5- Education ORGANIZATION THEORIES HERZBERG’S THEORY OF MOTIVATION
  • 197. ORGANIZATION THEORIES THEORY X & THEORY Y Thoery X  Management assumed employees are lazy and hate work.  Theory Y Employees enjoy their physical and mental work.
  • 198. People will behave based on what they expect Will work in relation to the expected reward E.g Sales Commission Policy, Jannah ORGANIZATION THEORIES EXPECTANCY THEORY
  • 206. STAGES OF TEAM DEVELOPMENT FORMING STORMING NORMING PERFORMING ADJOURNING Teamacquaints andestablishes groundrules. Formalitiesare preservedand membersare treatedas strangers. Members startto communicate theirfeelingsbut sillview themselvesas individuals.They  showhostility. Peoplestartto resolvetheir differences, appreciate colleagues' strengths,and respectthe weeknesses Theteamreach thisstage,when hardworkleads withoutfriction,to theachievement oftheteam'sgoal isthebreak-upof thegroup, hopefullywhen thetaskis completed successfully, or aspartofthe  ProjectClosure
  • 208. CONFLICT RESOLUTION C O M P A N Y . C O M MBA, PMP A s h r a f O s m a n
  • 210. CONFRONTING  COLLABORATING COMPROMISING CONFLICT RESOLUTION TECHNIQUES Confrontsthe problemhead-on  Thepreferredmethod Incorporatingmultiple viewpointsfrom differing perspectives, leadingtoconsensus Requiresbothparties giveupsomething   Decisionisablendof twopartiesargument   Lose-losesolution  Usedtoavoidfight
  • 211. SMOOTHING FORCING WITHDRAWAL CONFLICT RESOLUTION TECHNIQUES Smoothingby minimizingthesizeof theproblem  Temporarysolution Decisionismadewith power  Maynotbethebest solution  Immediatesolution Onepartywithdraws formtheproblemwith disgustYield-loose solution  Worstconflict resolution
  • 213. T H A N K Y O U ! A S H R A F   O S M A N , M B A , P M P h t t p s : / / w w w . l i n k e d i n . c o m / i n / a s h r a f - o s m a n - m b a - p m p - 1 a 1 4 8 4 9 8 / h t t p s : / / w w w . f a c e b o o k . c o m / p m p h e r o s / ? r e f = a y m t _ h o m e p a g e _ p a n e l MBA, PMP A s h r a f O s m a n
  • 214. PROJECT COMMUNICATIONS MANAGEMENT PMP PREPARATION COURSE ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  • 215. It includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artifacts and implementation of activities designed to achieve effective information exchange. Communications Management consists of two parts. The first part is developing a strategy to ensure communication is effective for stakeholders. The second part is carrying out the activities necessary to implement the communication strategy. 90% of a project manager’s job is communication. Communications Management makes sure everybody gets the right message at the right time. PROJECT COMMUNICATIONS MANAGEMENT MBA, PMP A s h r a f O s m a n
  • 216. OVERVEIW This process is based on the information needs of each stakeholder or group, available organizational assets & the needs of the project. PLAN COMMUNICATIONS MANAGEMENT The process of ensuring timely & appropriate collection, creation, distribution, storage, retrieval, management, monitoring,  of project information MANAGE COMMUNICATIONS The process of ensuring the information needs of the project and its stakeholders are met. MONITOR COMMUNICATIONS
  • 217. Internal, External, Vertical & Horizontal. C O M M U N I C A T I O N C A N B E : K E Y C O N C E P T S PROJECTOther project managers Other projects Customer - Sponsor Project management team MBA, PMP A s h r a f O s m a n
  • 218. / NORTH HAMPSHIRE F O R M A L W R I T T E N   P R O J E C T C H A R T E R , P L A N , L O N G D I S T A N C E C O M M U N I C A T I O N I N F O R M A L W R I T T E N E - M A I L , T E X T M E S S A G E S I N F O R M A L V E R B A L M E E T I N G S , C O N V E R S A T I O N S F O R M A L V E R B A L P R E S E N T A T I O N , S P E E C H E S KEY CONCEPTS
  • 219. TRENDS AND EMERGING PRACTICES IN PROJECT COMMUNICATIONS MANAGEMENT 1-  Inclusion of stakeholders in project reviews. 2- Inclusion of stakeholders in project meetings. 3- Increased use of social computing. 4- Multifaceted approaches to communication. TAILORING CONSIDERATIONS 1- Stakeholders 2- Physical location 3-  Communications technology 4- Language 5- Knowledge management PROJECT COMMUNICATIONS MANAGEMENT MBA, PMP A s h r a f O s m a n
  • 220. PLAN COMMUNICATION MANAGEMENT 1. PROJECT CHARTER 2. PROJECT MANAGEMENT          PLAN 3. PROJECT DOCUMENTS • REQUIREMENTS    DOCUMENTATION • STAKEHOLDER REGISTER 4. EEF     5. OPA 1. COMMUNICATION REQUIREMENTS ANALYSIS 2. COMMUNICATION          TECHNOLOGY 3. COMMUNICATION MODELS 4. COMMUNICATION METHODS 5. MEETINGS 6. EXPERT     JUDGMENT 7. INTERPERSONAL AND TEAM     SKILLS 8. DATA REPRESENTATION 1. COMMUNICATION     MANAGEMENT PLAN 2. PROJECT MANAGEMENT        PLAN UPDATES 3. PROJECT DOCUMENT     UPDATES THE PROCESS OF DEVELOPING AN APPROPRIATE APPROACH AND PLAN FOR PROJECT COMMUNICATIONS BASED ON STAKEHOLDER’S INFORMATION NEEDS AND REQUIREMENTS, AND AVAILABLE ORGANIZATIONAL ASSETS MBA, PMP A s h r a f O s m a n
  • 221. • Organizational charts; • Project organization and stakeholder responsibility relationships; • Disciplines, departments, and specialties involved in the project; • How many persons will be involved with the project and at which locations; COMMUNICATIONS REQUIREMENTS ANALYSIS • Availability of Technology • Urgency • Expected project staffing • Project Environment • Duration of the project COMMUNICATION TECHNOLOGY  Push Communication: Includes sending to specific recipients who need the information like sending emails, letters, SMS...etc Pull Communication:  Requires the recipients to access the communication  e.g.   Websites, Could services Interactive Communication: Between two or more parties COMMUNICATION  METHODS PLAN COMMUNICATION MANAGEMENT (T&T)
  • 222. The stakeholder engagement assessment matrix, displays gaps between current and desired engagement levels of individual stakeholders, it can be further analyzed in this process to identify additional communication requirements DATA REPRESENTATION The Plan Communications Management process requires discussion with the project team to determine the most appropriate way to update and communicate project information, and to respond to requests from various stakeholders for information. MEETINGS Communication styles assessment:                     A technique used to assess communication styles and identify the best communication method,  Cultural awareness         An understanding of the differences between individuals, groups, and organizations and adapting the project’s communication strategy in the context of these differences. INTERPERSONAL AND TEAM SKILLS PLAN COMMUNICATION MANAGEMENT (T&T)
  • 224. COMMUNICATION MANAGEMENT PLAN (OUTPUT) HOW PROJECT COMMUNICATIONS WILL BE PLANNED, STRUCTURED, MONITORED, AND CONTROLLED. THE PLAN CONTAINS THE FOLLOWING INFORMATION: • COMMUNICATIONS ITEM • PURPOSE • FREQUENCY • START / END DATES • FORMAT / MEDIUM • RESPONSIBILITY
  • 225. 1.Project management plan • Communications mgmt. plan • Stakeholder engagement plan 2. Project documents 3. Work performance reports 4. EEF 5. OPA I 1. Communication Technology 2. Communication Models 3. Communication skills 4. Project management information system 5. Project reporting 6. Interpersonal and team skills 7. Meetings T&T 1. Project communications 2. Project management plan updates 3. Project Document Updates 4. OPA updates O MANAGE COMMUNICATIONS THEPROCESSOFCREATING, COLLECTING,DISTRIBUTING, STORING,RETRIEVINGANDTHE ULTIMATEDISPOSITIONOF PROJECTINFORMATIONIN ACCORDANCEWITHTHE COMMUNICATIONS MANAGEMENTPLAN. ITISALLABOUTMAKINGSURE THATTHERIGHTINFORMATION MAKESITTOTHERIGHTPEOPLE.
  • 226. MONITOR COMMUNICATIONS  1. PROJECT MANAGEMENT    PLAN 2. PROJECT DOCUMENTS    •  ISSUE LOG    •  PROJECT              COMMUNICATIONS 3. WORK PERFORMANCE     DATA 4. OPA    5. EEF 1. INFORMATION     MANAGEMENT SYSTEM 2. EXPERT JUDGMENT          & MEETINGS 3. INTERPERSONAL AND     TEAM SKILLS 4.  DATA ANALYSIS 1. WORK PERFORMANCE     INFO 2. CHANGE REQUEST 3. PROJECT MANAGEMENT     PLAN UPDATES 4. PROJECT DOCUMENT     UPDATES THE PROCESS OF ENSURING THE INFORMATION NEEDS OF THE PROJECT AND ITS STAKEHOLDERS ARE MET.
  • 227. PROJECT STAKEHOLDER MANAGEMENT ASHRAF NOUR, MBA, PMPPMP PREPERATION COURSE MBA, PMP A s h r a f O s m a n
  • 228. Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact/impacted by the project, to analyze their expectations /impact on the project, and to develop strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders. OVERVEIW
  • 229. PROJECT STAKEHOLDER MANAGEMENT 01 Figuring out who your stakeholders and analyzing their interests, involvement, influence, and potential impact on project success 03 The process of communicating and working with stakeholders to meet their needs/expectations 02 developing approaches to involve project stakeholders based on their needs, expectation, interests, and potential impact on the project. 04 monitoring project stakeholder relationships & tailoring strategies for engaging stakeholders through the modification of strategies & plans. IDENTIFY STAKEHOLDERS MANAGE STAKEHOLDER ENGAGEMENT PLAN STAKEHOLDER ENGAGEMENT MONITOR STAKEHOLDER ENGAGEMENT
  • 230. TRENDS AND EMERGING PRACTICES 01 All stakeholders, not just a limited set 03 The stakeholder community regularly, often in parallel with reviews of individual project risks 02 That all team members are involved in stakeholder engagement activities 04 With stakeholders who are most affected by the work or outcomes of the project through the concept of co-creation IDENTIFYING REVIEWING ENSURING CONSULTING
  • 231. IDENTIFY STAKEHOLDERS The process of identifying regularly the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, influence, and potential impact on project success INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project charter 2. Business documents 3. Project mgmt plan   • Communications &         Stakeholder engagement    plan 4. Project documents 5. Agreements 6. OPA  7. EEF 1. Data gathering 2. Data analysis    • Stakeholder analysis    • Document analysis 3. Data representation     • Stakeholder mapping/       representation 4. Expert judgment      & Meetings 1. Stakeholder register 2. Change requests 3. Project management        plan updates 4. Project documents          updates
  • 232. DATA ANALYSIS STAKEHOLDER ANALYSIS Stakeholder analysis results in a list of stakeholders and relevant information such as their positions in the organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for the project), and their interest in information about the project.
  • 233. STAKEHOLDER MAPPING AND REPRESENTATION Grouping the stakeholders based on their level of authority (“power”) and their level of concern about the project’s outcomes (interest) Classifies stakeholders according to their influence on the work of the project or the project team itself: 1- Upward: like senior mgmt 2- Downward: like the team. 3- Outward: stakeholder             outside the project 4- Sideward: the peers of the      project manager, Grouping the stakeholders based on their power (ability to impose their will) urgency (need for immediate attention), and legitimacy (their involvement) POWER/ INTEREST GRID DIRECTIONS OF INFLUENCE SALIENCE MODEL
  • 234. international projects Manage Closely Keep Informed Monitor (Minimum Effort) Keep Satisfied Power Interest Grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes POWER / INTEREST GRID
  • 235. STAKEHOLDER REGISTER (CONTENTS) 01 Name, organizational position, location, role in the project, contact information; 02 Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest IDENTIFICATION INFORMATION ASSESSMENT INFORMATION 03 Internal/external, supporter/neutral/resistor, etc. STAKEHOLDER CLASSIFICATION
  • 236. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project charter 2. Project mgmt plan 3. Project documents     • Project schedule     • Risk register     • Stakeholder       register 4. Agreements 5. EEF / OPA 1. Expert judgment/meetings 2. Data gathering     • Benchmarking 3. Data analysis 4. Decision making 5. Data representation     • Mind mapping     • Stakeholder engagement        assessment matrix 1. Stakeholder     engagement plan PLAN STAKEHOLDERS ENGAGEMENT The process of developing approaches to involve project stakeholders based on theirneeds, expectations, interests, and potential impact on the project.
  • 237. STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX The current engagement level of all stakeholders needs to be compared to the planned engagement levels.   The engagement level of the stakeholders can be classified as follows: 0 1 UNAWARE 02 RESISTANT 03 NEUTRAL 04 SUPPORTIVE 05 LEADING
  • 238. STAKEHOLDER ENGAGEMENT PLAN CONTENTS Data gathered in Stakeholder register. Desired and current engagement levels of key stakeholders; Identified interrelationships and potential overlap between stakeholders; Stakeholder communication requirements for the current project phase; Information to be distributed to stakeholders, including language, format, content, and level of detail; Reason for the distribution of that information Time frame and frequency for the distribution of required information to stakeholders; and Method for updating and refining the stakeholder management plan as the project progresses and develops.
  • 239. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project mgmt plan 2. Project documents    • Issue log    • Stakeholder register 3. EEF/OPA 1. Expert          judgment/meetings 2. Communication       skills 3. Interpersonal &      team skills 4. Ground rules 1. Change requests 2. Project mgmt plan     updates 3. Project documents     updates MANAGE STAKEHOLDERS ENGAGEMENT The process of communicating and working with stakeholders to meet theirneeds and expectations, address issues, and foster appropriate stakeholder involvement.
  • 240. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project mgmt plan 2. Project documents 3. Work performance     data 4. EEF & OPA 1. Data analysis 2. Data representation 3. Decision making 4. Communication skills 5. Interpersonal and      team skills 6. Meetings 1. Work performance     information 2. Change requests 3. Project management     plan updates 4. Project documents     updates MONITOR STAKEHOLDERS ENGAGEMENT The process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.
  • 241. THANK YOU Ashraf Nour, MBA, PMP https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel MBA, PMP A s h r a f O s m a n