Top Pillars | PMP training I Mr. Riad Thalji

Top Pillars
Empowering tomorrow’s leaders
Project Management
Skills
Riad Talji

3
4
Course Objectives
2
1 Explore Main ideas and concepts about professional project
management
Master most important project management terminology.
Explore main project management processes and techniques.
Understand project manager soft skills and leadership techniques.

Course Outline
Day 1
1. Project Management Essentials
2. Project Management Processes
3. Project Initiation
4. Project Planning
Day 2
1. Project Planning Cont.…
2. Project Execution
3. Project Monitoring and Closing
4. Project Closing
5. Final Review

Ground Rules
We come on-time at each day start
We come on-time after each break
Certificates will be for full attendance

What is a Project?
Definition of a project:
Temporary endeavor with a beginning and end
Creates a unique product, service or result

What is Project Management?
• Well established science and art following a systematic process
• PMI breaks project management into
• Professional and Social Responsibilities,
• Knowledge Areas (Integration, scope, schedule, cost,
Quality, Resources, Communication, Risk, Procurement,
Stakeholders) and
• Process Groups (Initiating, Planning, Executing, Monitoring
and Controlling, and Closing)

Project Management Challenge
A Standish group study at 2004 indicated that
only 34% of projects are successful

What is PMP Certification?
•PMP stands for Project Management Professional
•A worldwide respected accreditation in project management granted
by the Project Management Institute PMI (www.pmi.org)
•PMI researches world best practices in project management and
publishes them in a standard called Project Management Book
(PMBoK)
•Latest PMBoK version considered for the Exam is the 6th Edition,
However Edition 7 will be applied at the beginning of the year 2021
•More than 1 Million certified professionals in the globe

Operations vs. Projects
Operational
work is
on-going while
project work
has a beginning
and end.
After a project
is completely
finished we
start operation

The 10 PMI Defined Knowledge Areas
Integration Management
Scope Management
Schedule Management
Cost Management
Quality Management
Recourses Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management

PMI Defined Process Groups
Initiation Planning Executing
Monitoring
&
Controlling
Closing

• A group of related projects managed together due to common
resources or objective
• Can result from breaking large project(s) into subprojects
• Applied only when their will be clear benefits
• Fund raising program, construction program, Publishing
newspaper program are examples on cyclic programs where
operations can be turned into projects
Program Management

• "A portfolio is a collection of projects or programs and other work that
are grouped together to facilitate effective management of that work to
meet strategic business objectives”
• Projects under a portfolio may not necessarily be interdependent
Portfolio Management

Project Management Office (PMO)
Defined as a department that centralizes the management of projects and usually take
one of three roles:
Providing the policies, methodologies and templates for
managing projects within the organizationSupportive PMO
•  (Documents & Reference role)
Providing support and guidance to others in the organization
on how to manage projects, training on project management
and toolsControlling PMO
•  (Support & Guidance role)
Providing project managers for different projects, and being
responsible for the results of those projectsDirective PMO
•  (Leading role)

PMO Department Roles
 Manage the interdependencies between projects
 Help provide resources
 Terminate projects
 Help gather lessons learned and make them available to other projects
 Provide templates
 Provide guidance
 Provide enterprise project management software
 Be more heavily involved during project initiation than later

Strategic Planning
• Vision
• Mission
• Goals
• SMART = Specific,
Measurable,
Achievable,
Realistic,
Time-bound.

Triple Constraint
Time, Cost and Scope
Quality, Risk and
Customer Satisfaction
were added in a new
expanded definition
Management sometimes
set the priority of each
constraint
Triple Constraint
Scope
Cost
Schedule

Area of Expertise
Subject Mater Expert project manager is the best to lead a project
in his area
However skilled project manager may successfully lead a project
in another area of expertise
People management skills, interpersonal skills, leadership and
monitoring are essential

Project Stakeholders
• A stakeholder is someone whose interests may be positively
or negatively impacted by the project
• Key stakeholders include:
• project manager,
• customer,
• performing organization,
• project team,
• sponsor and
• PMO

Stakeholder Management
• Identify all stakeholders
• Determine all their requirements
• Determine their expectations (example: expecting that
department work will not be interrupted)
• Communicate with them
• Manage their influence

Project Expeditor … Project Coordinator
• In weak matrix organizations a project manager may be one
of two:
• Project Expeditor: is a staff assistant and
communication coordinator and can not personally force
or make decisions
• Project Coordinator: Similar to an expeditor but has
some power of making decisions and reports to higher
level management

Project Management Tools
Microsoft
Project
Oracle
Primavera

Project Management Processes
Project Management Consists of the following
Process Groups:
Initiation
Planning
Execution
Monitoring and Controlling
Closing

PM Processes Relationship
SOURCE: PMBoK 6, PMI ORGANIZATION

Project Management Process Groups
Initiating Process
Group
Planning Process Group Executing Process
Group
Monitoring &
Controlling Process
Group
Closing Process
Group
• Develop Project
Charter
• Identify
Stakeholders
• Kick-Off Meeting
• Develop Master
Project Management
Plan
• Develop Scope Plan
• Develop Schedule
• Develop Cost
Management Plan
• Plan Quality
• Develop HR Plan
• Plan Communications
• Develop Risk
Management Plan
• Plan Procurements
• Manage Project
Execution
• Perform QA
• Acquire Project
Team
• Develop & Manage
Project Team
• Conduct
Procurements
• Monitor and Control
Project Work
• Perform Integrated
Change Control
• Control Scope
• Control Schedule
• Control Cost
• Control Quality
• Control Risk
• Close Project
• Close
Procurements

Project Initiation Process Group
• We define a new project by obtaining authorization to start it.
• Initiation PG processes are:
 Develop Project Charter
 Identify Stakeholders
 Kick-Off Meeting

Develop Project Charter
"The process of developing a document that formally authorizes a project and
documenting initial requirements that satisfy the stakeholder’s needs and
expectations.“
When is the best time to assign a project manager?
While developing project charter (before the planning process)
Can the project manger participate in developing project charter? (ans.
recommended)

Develop Project Charter
Who authorize projects? (sponsor, PMO, Portfolio Steering
Committee)
Project Initiator should be in the level of funding.
(T/F?) Can the PM be delegated by sponsors to develop
the charter? (Y)
Signature
(T/F?) Project Charter links the project to strategy.

Project Charter Contents
• Project purpose or justification
• Project Objectives
• High-level requirements
• High-level project description
• High-level risks
• Summary budget
• Project approval requirements (who signs during project)
• Assigned project manager
• Name and authority of the sponsor or other person(s)
authorizing the project charter

Identify Stakeholders
All stakeholder positively or
negatively impacted by the
project should be identified at
initiation process.
The output is a Stakeholder
register
Kick-Off meeting is ready at
this point

Project Planning Process Group
• Deciding and defining HOW, When, Why, Where, What
and Which project actions will be implemented.
• (T/F?) As planning phase is completed it is closed and
can not be revised.
• Rolling Wave Planning

Planning PG Continued
• Planning comprises scope, schedule, costs, quality,
communication, risk, and procurements.
• Changes impact plans.
• (T/F?) Project Team should be involved in planning

Planning PG Processes
• Develop Master Project Management Plan
• Plan Scope
• Develop Cost Management Plan
• Plan Quality
• Develop HR Plan
• Develop Risk Management Plan
• Plan Stakeholder Management

Project Planning
Develop Master
Project
Management Plan

Develop Master Project Management Plan
• Master project management Plan includes Subsidiary plans
which are mainly:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Human Resource plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Scope, Schedule and Cost are the main plans in a project.

Project Planning
Plan Project Scope

Project Scope Management
• The process required to ensure that the project includes all
the work required, and only the work required to complete
the project successfully
• Product Scope: features and functions that characterize a
product, service or result.
• Project Scope: The work that needs to be accomplished to
deliver a product, service, or result.

Scope Management: Define Requirements
• Interviews
• Brainstorming
• Delphi Technique
• Questionnaires
• Observation
• Workshops

Scope Management: Define Scope
• Developing a detailed description of the project and
product.
• Builds upon major deliverables, assumptions, and
constraints documented during initiation

‫مثال‬:‫للمؤسسة‬ ‫الثقافي‬ ‫المركز‬ ‫فيال‬ ‫بناء‬ ‫مشروع‬ ‫نطاق‬
‫التدريبية‬
‫م‬ ‫على‬ ‫طابقين‬ ‫على‬ ‫الشميساني‬ ‫في‬ ‫المؤسسة‬ ‫أرض‬ ‫على‬ ‫الثقافي‬ ‫المركز‬ ‫فيال‬ ‫وتنفيذ‬ ‫تصميم‬‫ساحة‬500‫متر‬
‫وال‬ ‫للفيال‬ ‫والكهربائية‬ ‫الميكانيكية‬ ‫المدنية‬ ‫األعمال‬ ‫جميع‬ ‫وتنفيذ‬ ‫تصميم‬ ‫يشمل‬ ‫والعمل‬ ‫مربع‬‫ما‬ ‫على‬ ‫تشتمل‬ ‫تي‬
‫عليه‬ ‫تقتصر‬ ‫وال‬ ‫يلي‬:‫وال‬ ،‫والدهانات‬ ‫والعزل‬ ‫والخرسانة‬ ‫التحتية‬ ‫والبنية‬ ‫األساسات‬ ‫أعمال‬ ‫كافة‬‫واألبواب‬ ‫مباني‬
‫أعمال‬ ‫وكذلك‬ ‫والملحقات‬ ‫المستلزمات‬ ‫كافة‬ ‫مع‬ ‫األثاث‬ ‫وتركيب‬ ‫وتوريد‬ ‫واألرضيات‬ ‫والشبابيك‬‫ال‬‫تهوئة‬
‫الجهد‬ ‫ولوحات‬ ‫والتدفئة‬ ‫والتكييف‬‫الكربائي‬‫ل‬ ‫ومانعات‬ ‫لإلنارة‬ ‫المطلوبة‬ ‫الكابالت‬ ‫جميع‬ ‫وتمديد‬‫ونظام‬ ‫لصواعق‬
‫والق‬ ‫الحاسوب‬ ‫لشبكات‬ ‫والتأسيس‬ ‫المياه‬ ‫وشبكة‬ ‫واإلنذار‬ ‫التحكم‬ ‫أعمال‬ ‫وجميع‬ ‫الحريق‬ ‫من‬ ‫الحماية‬‫اعات‬
‫التدريبية‬‫والكافيتيريا‬‫المعل‬ ‫وغرفة‬ ‫اإلدارة‬ ‫وغرفة‬ ‫والمكتبة‬ ‫السيارات‬ ‫ومواقف‬ ‫واالستراحات‬‫وتأسيس‬ ‫مين‬
‫يلزم‬ ‫ما‬ ‫وكل‬ ‫الحديقة‬‫الكمال‬‫األكمل‬ ‫الوجه‬ ‫على‬ ‫العمل‬.

Scope Management: Create WBS
• Subdividing project deliverables and project work into
smaller, more manageable components
• Each descending level of the Work Breakdown Structure
(WBS) represents more detailed definition of the work
• WBS organizes and defines the total scope of the project
• Planned work is contained within the lowest level WBS
components called Work Packages.

Project Planning
Develop Project
Schedule

Project Schedule Management
"To Manage timely completion of the project"
• One of the well-known scheduling methodologies
is Critical Path Method (CPM)
• Schedule management plan is the place for this
management process

Project Planning:
Schedule Management Processes
• Schedule Management Activities
• Define and Sequence Activities
• Estimate Resources
• Estimate Durations

Schedule Management:
Sequence Schedule Activities
• Preparing a list of project activities and documenting
relationships among them.
• Logical relationships are used for sequencing activities like:
• Finish to Start (FS)
• Finish to Finish (FF)
• Start to Start (SS)
• Start to Finish (SF)
• It may be necessary to use lead or lag time between
activities to support realistic project schedule.

Schedule Management: Develop Schedule
• Analyzing activity sequences, durations, resource
requirements and schedule constraints to create the project
schedule
• Develop schedule is an iterative process
• Revising and updating schedule continues through the
project

Schedule Management – Develop Schedule

Project Planning
Develop Cost
Management Plan

Project Cost Management
Estimating, budgeting and controlling costs so that the project can be
Completed within the approved budget.
Cost Management Plan precedes manage cost process and may include:
Level of accuracy: To which precision data will be rounded.
Reporting formats: formats and frequency for various cost reports
Process descriptions: the cost management processes are documented.

Project Cost Management Processes
• Estimate Cost
• Determine Budget

Project Cost Management - Estimate Costs
Developing an approximation of the monetary resources
needed
to complete the project activities.
• Make versus buy, buy versus lease and resource sharing
should be considered

Cost Management – Determine Budget
Aggregating the estimated costs of individual activities or
work packages to establish an authorized cost baseline
which includes all authorized budgets
• We add Contingency Reserves to handle risks in the
project.
• We add Management Reserves to handle unplanned
changes in the project.

Project Quality Planning
Identifying quality requirements and/or standards for the project and product, and
documenting how the project will demonstrate compliance.
• Quality Management and Project Management are concerned with:
• Customer Satisfaction (without gold plating)
• Prevention over Inspection
• Continuous improvement
• The plan-do-check-act cycle is the basis for quality improvement as defined by
Shewhart and modified by Deming.

• Quality improvement initiative such as applying:
• TQM, Six Sigma, Organizational Project Management
Maturity Model (OPM3) and Capability Maturity Model
Integrated (CMMI).
• Cost of Quality (COQ): Is "the total cost of all efforts related to
quality throughout the product life cycle.“
• Quality VS Grade
Project Quality Planning

Project Planning
Develop Resources
Plan

Human Resource Planning
"Identifying and documenting project roles, responsibilities
and required skills."

Human Resource Plan
• Human Resource Plan is concerned with resource requirements,
competencies, availability, roles, responsibilities, project organization
charts and the staffing management plan.
• Staffing Management Plan includes: timetable for staff acquisition and
release, training needs, team-building strategies, plan for recognition and
rewards, safety issues and the impact of staffing management plan on the
organization.

Human Resource Plan:
Organization Charts and Position
Descriptions

Project Planning
Plan
Communication

Project Communications Planning
Communication SkillsCommunication Forms
• Listening actively
• Questioning
• Educating
• Fact-finding
• Managing expectations
• Persuading
• Negotiating
• Resolving conflict
• Summarizing, recapping and
identifying next steps
• Internal/External
• Formal/Informal
• Vertical/Horizontal in the
organization chart
• Written/Oral
• Verbal/non-verbal

• Communication Models
A basic communication model may look like the
following:
Acknowledgement of a message by a receiver means
that the message is received and not necessarily
understood.

• Communication Methods
• Interactive communication: Includes meetings, phone calls and
video conferencing
• Push communication: Ensures that the information is distributed
but does not certify that it actually reached or was understood by
the intended audience.
e.g. letters, memos, reports, emails, faxes, voice mails, press
releases
• Pull communication: Used for large volumes of information,
where recipients access the communication contents at their own.
e.g. Internet sites, e-learning and knowledge repositories.

Project Planning
Develop Risk
Management Plan

Project Risk Planning
Conducting risk management planning, identification,
analysis, response planning, and monitoring and control on a
project.
 Risk is an uncertain event or condition that, if occurs, has
an effect on at least one project objective.
 Contingency plans could be developed to cover unknown
risks.
 A risk that has occurred can also be called an issue.
 Accepting a degree of risk is called risk tolerance.

Risk Responses Planning
• A project may have response strategies, backup strategies
or may have fallback plan that can be implemented if
selected strategy was not effective or if an accepted risk
occurs.
• Secondary risks are risks that can result from risk response
strategies themselves.
• Strategies for Negative Risks or Threats:

Risk Responses Planning
• Strategies for Positive Risks or Opportunities:
Examples of directly exploiting responses include assigning an
organization’s most talented resources to the project to reduce the time
to completion or to provide lower cost than originally planned.
Exploit
Examples of sharing actions include forming risk-sharing partnerships,
teams, special-purpose companies, or joint ventures
Share
Influencing the factors that ensure the opportunity will occurEnhance
Accepting an opportunity is being willing to take advantage of it if it
comes along, but not actively pursuing it.
Accept

Project Planning
Plan Procurement

Project Procurement Planning
Documenting project purchasing decisions, specifying the
approach, and identifying potential sellers.
 This process involves determining whether to acquire
outside support and, if so what to acquire, how to acquire
it, how much is needed, and when to acquire it.

Plan Procurements
Plan Procurements
Contract Types
- Fixed-price contracts
• Is the most commonly used type.
• Any cost increase is the responsibility of the seller.
• The buyer must precisely specify the product or service.
- Cost-Reimbursable contracts (CR)
• Fee is a percentage of the initially estimated cost.
• Fee is paid for the completed work
- Time and Material Contract (T&M)
• Takes from both cost-reimbursable and fixed-price contracts
• They are often used for staff augmentation, acquisition of experts, and any
outside support when a precise statement of work cannot be quickly prescribed

Plan Procurements
Procurement Documents
Terms used:
• Bid
• Tender
• Quotation
• Proposal
Terms of documents:
• Request For Information (RFI)
• Request For Proposal (RFP)
• Request For Quotation (RFQ)
The buyer may publish the request in media like
newspapers, or the internet.

Plan Procurements
Source Selection Criteria
• In addition to price selection criteria may include:
• Understanding of need.
• Overall or life-cycle cost.
• Technical capability.
• Risk.
• Management approach.

Plan Procurements
Source Selection Criteria
• Technical approach.
• Warranty.
• Financial capacity.
• Production capacity and interest.
• Business size and type.
• Past performance of sellers.
• References.

Executing Process Group
Completing the work defined in the project management
plan to satisfy the project specifications.

Project Management Process Groups
Initiating Process
Group
Planning Process Group Executing Process
Group
Monitoring &
Controlling Process
Group
Closing Process
Group
• Develop Project
Charter
• Identify
Stakeholders
• Kick-Off Meeting
• Develop Master Project
Management Plan
• Develop Scope Plan
• Develop Cost
Management Plan
• Plan Quality
• Develop HR Plan
• Develop Risk
Management Plan
• Manage Project
Execution
• Perform QA
• Acquire Project Team
• Develop & Manage
Project Team
• Conduct Procurements
• Monitor and Control
Project Work
• Perform Integrated
Change Control
• Control Scope
• Control Schedule
• Control Cost
• Control Quality
• Control Risk
• Close Project
• Close Procurements

Executing PG Processes
Manage Project Execution
Perform Quality Assurance
Acquire Project Team
Develop and Manage Project Team
Conduct Procurements

Direct and Manage Project Execution
Conducting project management execution activities to
produce project deliverables.

Perform Quality Assurance
• "Auditing the quality requirements and the results from
quality control measurements to ensure appropriate quality
standards and operational definitions are used."

Acquire Project Team
• Pre-Assignment
• Negotiation
• Acquisition
- If there is a lack in-house then external resources may
be acquired.

Acquire Project Team
• Virtual Teams
- A group of people fulfilling their roles without meeting
face to face.
- Internet technologies help achieving this
- Communication planning is important
- More time is needed
- What are other pros and cons
Hallo Effect: You are a great programmer so we make you a
project manager.

Develop Project Team
"Improving the competencies, team interaction, and the
overall team environment to enhance project performance.“
 Teamwork should be facilitated
 Motivation through challenges, opportunities, support,
recognition and reward.
 Team performance can be achieved through open
communication, trust, managing conflicts, decision making.
 PM should influence stakeholders to acquire resource for
team development.

 Capitalize on Cultural differences
 Develop Project Team Objectives includes:
- Improve skills
- Improve Feeling of trust
- Create dynamic team culture

• Interpersonal Skills (Called soft skills):
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation

• Training
- Classroom, online, computer-based, on-job training,
monitoring and coaching.
- Training as part of project work is possible
- Unplanned training may occur

• Team-Building Activities
• Build Trust and Open Communication among team
members
• Create team identity
• Taking classes together
• Milestone parties
• Holiday and birthday celebrations
• Outside-of-work trips
• Creating the WBS
• Planning the project by getting everyone involved

• Recognition and Rewards
• Reward should be something of value to the team member
• Cultural differences should be considered when determining
recognition and rewards
• Only desirable behavior should be rewarded.
• Win-lose reward that only a limited number of project team
member can achieve like team member of the month can hurt
team cohesiveness.
• Rewarding that everyone can achieve such as on-time task
delivery tends to increase support among team members.
• Recognition should be given through all the project cycle
rather than after completion

Manage Project Team
"Tracking team member performance, providing feedback,
resolving issues, and managing changes to optimize project
performance."
 Team management focuses on communication, conflict
management, negotiation, and leadership.

Manage Project Team
• Conflict Management
Conflict sources include:
- Scare resources, Scheduling
priorities, Personal work styles
Conflict reducing factors:
- Ground rules, Group norms,
Communication planning , Role
definition

• Conflict Resolution Techniques:
Retreat or postpone a decision on a problemWithdrawing/
Avoiding:
Emphasizing areas of agreement rather than differenceSmoothing/
Accommodating:
Seeking a solution that bring a degree of satisfaction to all partiesCompromising:
Pushing one's viewpoint at the expense of others.Forcing:
Incorporating multiple viewpoints and insights from differing perspectives; leads to
consensus and commitment.
Collaborating:
Treating conflict as a problem to be solved by examining alternatives; requires a give-
and-take attitude and open dialogue.
Confronting/
Problem Solving:
Manage Project Team

Manage Project Team
Maslow’s Hierarchy of Needs:
McGregor's X and Y Theory:
All workers fit into one of two groups:
X and Y.
X Theory managers believes that people
need to be watched every minute.
People are incapable, avoid
responsibility, and avoid work whenever
possible.
Y Theory managers believes that people
are willing to work without supervision,
and want to achieve. People can direct
their own efforts.

Manage Project Team
Herzberg's Theory:
Hygiene Factors: Ignoring hygiene factors may destroy
motivation, but improving them, under most circumstances,
will not improve motivation.
i.e. Hygiene factors are not sufficient to motivate people.
Examples of hygiene factors:
 Working conditions
 Salary
 Personal life
 Relationships at work
 Security
 Status
Motivating Agents: What motivate
people is the work itself such as:
 Responsibility
 Self-actualization
 Professional growth
 Recognition

Manage Project Team
Expectancy Theory
Employees who believe their efforts will lead to effective
performance and who expect to be rewarded for their
accomplishments remain productive as rewards meet their
expectations.

Conduct Procurement
 Negotiation Techniques (Adapted from Rita Mulcahy PMP
Prep 6th Ed)
 Attacks: If your organization can't manage the details of
its own operations, perhaps it should get out of business!
 Personal insults: If you do not understand what you are
doing, perhaps you should find another job!
 Good guy/bad guy: One person is helpful while the
other is difficult to deal with.

Conduct Procurement
 Deadline: We have a light leaving at 5 p.m. today and
must finish negotiations before that time
 Lying: may be obvious or hidden
 Limited authority: I can't agree to shorten the schedule
by six months. I have only been authorized to offer three
months.
 Missing man: Only my boss can agree to that request,
and he is not here, so let's agree to only do . . . I Can
agree to that?
 Fair and reasonable: let's be fair and reasonable.
Accept this offer as it stands

Conduct Procurement
 Delay: Let's revisit this issue the next time we get
together
 Extreme demands: We have lot of demands
 Withdrawal: This can either be an emotional withdrawal
or a physical withdrawal and can show lessening of
interest
 Fait accompli: This is a done deal. This government
terms and conditions must be in all our contracts.

Conduct Procurements
• Selected Sellers
- Senior management approval is needed before the
award
• Procurement Contract Award
- Major contract components may include:
- Warranty,
- Product support,
- Penalties,
- Incentives,
- Insurance and performance bonds,
- Subordinate subcontractor approvals,
- Change request handling, and
- Termination and Alternative Dispute Resolution
(ADR) mechanisms.
- Statement of work or deliverables,
- Schedule baseline,
- Performance reporting,
- Period of performance,
- Roles and responsibilities,
- Seller’s place of performance,
- Pricing,
- Payment terms,
- Place of delivery,
- Acceptance criteria,

Project
Monitoring and
Controlling

Monitoring and Controlling
• Track, review, and regulate the progress and performance of
the project; and manage any changes.
• Preventive Actions for possible problems

Monitoring & Controlling Processes
 Monitor and Control Project Work
 Perform Integrated Change Control
 Control Scope
 Control Schedule
 Control Cost
 Perform Quality Control
 Control Risk

Monitor and Control Project Work
• "Tracking, reviewing and regulating the progress to meet
the performance objectives"
• "Monitoring includes collecting, measuring and distributing
performance information for process improvement"
• "Control includes determining corrective and preventive
actions for better performance“

Perform Integrated Change Control
• "Reviewing all change requests, approving changes and
managing changes to the deliverables, organizational
process assets, project documents and project management
plan“
• Changes may be requested by stakeholders
• In many projects the project manager is given authority to
approve certain types of change
• In other cases CCB = Change Control Board can approve or
reject change requests
• Configuration Management System provides
standardized management of changes

Control Scope
• "Monitoring the status of the project and product scope and
managing changes to the scope baseline"
• Scope control ensures all requested changes and corrective,
or preventive actions are processed.
• Uncontrolled changes are called scope creep.

Control Schedule
"Monitoring the status of the project to update project
progress and manage changes to the schedule baseline.”
This includes:
- Determining current status of project schedule
- Managing schedule changes

Control Costs
• "Monitoring the status of the project to update the project
budget and managing changes to the cost baseline."
• Any increase to the authorized budget can only be approved
through "Perform Integrated Change Control" process.
• Analyzing the relationship between the consumption of
project funds to the physical work being accomplished for
such expenditures.
• Management of the approved cost performance baseline and
the change to that baseline.

Perform Quality Control
• “Monitoring and recording results of executing the quality
activities to assess performance and recommend necessary
changes.”
• The project management team need to know statistical
quality control especially sampling and probability.

Perform Quality Control
• Control Charts
- Upper and lower control limits are set by the project
manager and appropriate stakeholders.
- A process is considered out of control when a data
point exceeds a control limit or if seven consecutive
points are above or below the mean.

Risk Control
Project Manager, Project Team and Risk owners should
always evaluate possible risks status and be ready to
take the proper response if any risk is triggered.

Closing PG Processes
• Close Project
• Close Procurement

Close Project
"Finalizing all activities across all of the project
management process groups to formally complete the
project or phase"
• The project manager makes the following:

Obtain final acceptance of the project deliverables
Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project
plan
Obtain financial, legal and administrative closure using generally accepted practices
Distribute the final project report including all project closure-related information, project variances,
and any issues
Collates lessons learned through comprehensive project review
Archive project documents and material
Measure customer satisfaction at the end of the project by capturing customer feedback
The project manager makes the following:

Close Procurements
• Closing or termination all procurements in the project
• Usually Settlement is needed
• If we get conflicts in settlements it might be raised up to
courts

Next Steps
• Make comprehensive review of the topics in this course.
• Apply the concepts through your project work.
• Take more detailed introductory course.
• Meet the 3 years experience requirement for the PMP exam.
• Take the PMP preparation course.
• Gain the PMP accreditation.

Top Pillars
Empowering tomorrow’s leaders
Top Pillars
Riad Talji
Empowering tomorrows leaders

Top Pillars | PMP training I Mr. Riad Thalji

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