PMP - Integration

revision and mini examPrepared by:

Engr. Mohamed Maged, PMP

Admin of:

https://www.facebook.com/Prof.Planner

Instructor: Mohamed Maged

Senior Project Control Engineer, B.Sc. of Civil engineering –Ain Shams

University, with experience in MENA region of (construction, infrastructure,

and roads) Mega projects, in professions of Contract administration, Procurement,

Tender estimating, Cost control, Planning & Claim analysis.

Instructor of Planning & Project Management:

- Construction Management Planning and Control (CMPC).

- Delay, Claim and Dispute Resolution (DCDR) in PMBOK, FIDIC & SCL protocol.

- Project Management Professional (PMP).

- Free lectures with cooperation of Egyptian Engineers Association in Saudi:

- Product oriented construction management

- Top 10 planning fundamentals

- Scope creep – cases and preventive actions

- Claims and dispute resolution in FIDIC

Mohamed Maged (Professional Certificates)

PMP Project Management Professional (PMI – USA)

SFC Scrum Fundamentals Certified (SCRUM study)

Associate of Chartered Institute of Arbitrators (CIArb - London)

Fellow of Association of International Arbitration (AIA - Brussels)

FIDIC Contracts Consultant: International academy of mediation and

arbitration - Egypt.

Six Sigma Yellow Belt Professional (6 Sigma Study- PMI)

Mohamed Maged (Prof. Planner)

Admin of the biggest online community of Arab Planners (10,000+)

(Facebook Page: to be prof. planner, related group: Best Advice for

Planners – Public group)

SlideShare: www.slideshare.net/MohamedMaged8/

Planning fundamentals: http://www.slideshare.net/Mohamed

Maged8/50qts-of-planning-fundamentals-ver04

YouTube Channel: https://www.youtube.com/ArabPlanners.

Arranged Two Annual Conferences of Planning and

Project Management (Anniversary of Facebook Page: Prof.Planner)-

American University in Cairo, August 2014 & 2015.

A GUIDE TO THE PROJECT

MANAGEMENT BODY OF

KNOWLEDGE (PMBOK®

Guide) – Fifth Edition

6

7

Project Management

in the Organizational

Management

8

Organizational Governance. Organizations use governance to

establish strategic direction and performance parameters.

Organizational governance criteria can impose constraints on

projects - particularly if the project delivers a service which will be

subject to strict organizational governance.

Project Governance. The alignment of project objectives with the

strategy of the larger organization by the project sponsor and

project team, and is required to fit within the larger context of the

program or organization sponsoring it, but is separate from

organizational governance.

Organizational Project Management Maturity. The level of an

organization’s ability to deliver the desired strategic outcomes in a

predictable, controllable, and reliable manner - Organizational

Project Management Maturity Model (OPM3®).

What’s Governance

9

Business Value.

Business value is a concept that is unique to each

organization. Business value is defined as the entire value of

the business; the total sum of all tangible and intangible

elements. Examples of tangible elements include monetary

assets, fixtures, stockholder equity, and utility. Examples of

intangible elements include good will, brand recognition,

public benefit, and trademarks. Value may be created

through the effective management of ongoing operations.

However, through the effective use of portfolio, program, and

project management, organizations will possess the ability to

employ reliable, established processes to meet strategic

objectives and obtain greater business value of investments.

Business Value

10

Statement of Work (SOW). by initiator, sponsor or customer - A

narrative description of products, services, or results to be

delivered by the project (Business need, Product scope

description, Strategic plan).

Business need ) Projects are typically authorized as a result of one or more of the following strategic

considerations(:- Market demand - Organizational need

- Customer request - Technological advance

- Legal requirement - Social need

Project Idea

11

Business Case. Typically, the business need and the cost-

benefit analysis are contained in the business case to

justify the project.

Feasibility Study. Usually consists of Technical, Economic, Market/

Environmental, and Legal

studies.

Idea Study

I9

Economic Value Added (EVA). concerned with whether the project returns to the company more value than the initiative costs.

Payback period. Payback period in capital budgeting refers to the period of time to recoup the funds expended in an

investment.

Benefit cost ratio (BCR). the amount of money a project is going to make versus cost to build it. Generally, if benefit is higher

than cost, the project is a good investment.

Net present value (NPV). This is the actual value at a given time of the project minus all of the costs associated with it. This

includes the time it takes to build it. People calculate this number to see if it’s worth doing a project (PV = FV / (1+r)^n).

Internal rate of return. This is the amount of money the project will return to the company that is funding it. It’s how much

money a project is making the company. It’s usually expressed as a percentage of the funding that has been allocated to it.

Opportunity cost. When an organization has to choose between projects, it’s always giving up the money would have made

on the next best one it doesn’t do (not selected).

Law of Diminishing Returns. After a certain point, adding more input/ resource/ money will not produce a proportional

increase in productivity/ return.

Two categories:

1. Benefit measurement methods (Comparative approach)

2. Constrained optimization methods (Mathematical approach)

Project Selection

13

Project Management Knowledge Area. An

identified area of project management defined

by its knowledge requirements and described in

terms of its component processes, practices,

inputs, outputs, tools, and techniques.

A GUIDE TO THE PROJECT MANAGEMENT BODY OF

KNOWLEDGE (PMBOK® Guide) – Fifth Edition

• Integration (chapter 4) Review

• Exam - test questions

14

P1

4.1. Develop Charter - Integration

Expert Judgement. Such expertise is provided by any group or individual with specialized knowledge or training.

Facilitation techniques. Building consensus and overcoming obstacles.

Brainstorming, conflict resolution, problem solving, and meeting management

are examples of key techniques used by facilitators.

Not having a project

charter is unethical, it

wastes company time,

human resources, and

money.

Initiating Process

P1

Project Charter. A document issued by the project initiator or sponsor that formally authorizes

the existence of a project and provides the

project manager with the authority (milestones is

helpful in management, may use phase exits/

stage gates/ decision gates/ kill points as phase

end reviews to determine if the project should

continue and correct errors).

Project Charter

Project Management Information System (PMIS). An

information system consisting of the tools and techniques

used to gather, integrate, and disseminate the outputs of

project management processes. It is used to support all

aspects of the project from initiating through closing, and

can include both manual and automated systems.

Work Authorization System. A subsystem of the overall

project management system. It is a collection of formal

documented procedures that defines how project work

will be authorized (committed) to ensure that the work is

done by the identified organization, at the right time, and

in the proper sequence. It includes the steps, documents,

tracking system, and defined approval levels needed to

issue work authorizations.

17

Enterprise

Environmental

Factors

P43

4.2. Develop Project Management Plan

Develop Project Management Plan. The process of defining, preparing, and coordinating all subsidiary

plans and integrating them into a comprehensive

project management plan.

Project Management Plan

P43

Project Management Plan. The document that describes how the project will be executed monitored, and

controlled. The project management plan’s content varies

depending upon the application area and complexity of

the project. It is developed through a series of integrated

processes extending through project closure. This process

results in a project management plan that is progressively

elaborated by updates, and controlled and approved

through the Perform Integrated Change Control process

(no need to submit change request during

planning), contains all baselines (performance

measurement baselines) and management plans.

Kickoff

Meeting

Most project documents are created by the project manager for using during the project, and

do not require outside approval for changes.

Project Documents

P44

4.3. Direct and Manage Project Work

Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Work Performance Data. The raw observations and measurements identified during activities being performed to carry out the project work.

Change requests. (Corrective Action, Preventive Action, Defect Repair, Scope change).

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.

Executing- Manage Project Work

P45

4.4. Monitor and Control Project Work

Monitor and Control

22

Manage Commum. & HR.

Control Procurement & Risk.

Work Performance Data - Flow

23

OUTPUT:

Work Performance Reports. The physical or electronic representation

of work performance information compiled in project documents,

and includes the following types of reporting:

-Status reports: where the project now stands.

-Progress Reports: what is been accomplished to date.

-Variance report: compares actuals to performance baselines.

-Trend report: measures performance over time to determine if

performance is improving, deteriorating, or staying about the same.

-Earned value reports: reports on schedule, budget, and scope to

assess project progress.

-Forecasts: predictions of future performance

of schedule, budget, scope, risks, quality, and

other.

Work Performance Reports

P46

4.5. Perform Integrated Change Control

Notes:

PM role is to influence the factors that affect the change, by determining the sources and fixing the root

causes.Sponsor should help in control and preventing unnecessary changes (e.g. scope change not within the charter).

Approved Change Request. A change request that has been

processed through the

integrated change control

process and approved.

Change Log. A comprehensive list of changes made during the

project. This typically includes

dates of the change and

impacts on project constraints.

Change Control

fP46

Change Control Tools. Manual or automated tools to assist with change and/or configuration management. At a minimum, the tools should support the activities of the

CCB.

Configuration Management System. A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and

administrative direction and surveillance to:

identify and document the functional and physical

characteristics of a product, result, service, or

component; control any changes to such

characteristics; record and report each change

and its implementation status; and support

the audit of the products, results, or components to

verify conformance to requirements.

It includes the documentation, tracking systems, and defined approval levels for authorizing and controlling changes.

Change Management

fP46

Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying,

or rejecting Requested Change/s to the project, and for recording and communicating such decisions. Customer or

sponsor approval may be required after CCB approval,

unless they are part of the CCB. Some of the configuration

management activities included in the Perform Integrated

Change Control process are as follows: Configuration identification, status accounting, verification and audit.

PM to: Understand - Study

the cause &

effect/Impact -

Proactively propose

action - CCB - Sponsor

Change Control Board

P47

4.6. Close Project or Phase

Final product, service or result transition. This output refers to the transition of the final product, service, or result that the project was authorized to produce (or in

the case of phase closure, the intermediate product, service, or result of that

phase).

Organizational Process Assets Updates. Include deliverables such as: Project or phase closure documents/ final report of success, Historical information, lessons

learned such as improved process, Project files/ archives.

All procurements

must be closed

before the project as

a whole is closed.

Closing Process

I8

The project manager is the person assigned by the performing

organization to lead the team that is responsible for achieving the

project objectives. Depending on the organizational structure, a

project manager may report to a functional manager. PM may

be one of several project managers who report to a program or

portfolio manager.

1- Responsibilities and Competencies of the Project Manager. to

satisfy task needs, team needs, and individual needs.

Competencies: -Knowledge – Performance -Personal, and

balancing the project constraints.

2- Interpersonal Skills of a Project Manager. such as: - Leadership, -

Team building, - Motivation, - Communication, - Influencing, -

Decision making, - Political and cultural awareness, - Negotiation,

- Trust building, - Conflict management, and - Coaching.

Project Manager

PM is integrator, focus

the interfaces, and not

to delegate this role.

January 2016 - Exam change (25%)

Role Delineation Study

every 3-5 years

Thank You

Don’t Hesitate to contact….

M.Magedmagedkom@gmail.com

mobile : 00966-580264968