PMP Preparation Course
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Transcript of PMP Preparation Course
Arch.
Sherif El-wishahy, PMP
Course Objectives
After completing this course, you should be able to:
Help you to prepare for the PMP® Certification Exam
Make the most of limited study time for taking the PMP®
exam
Become familiar with the exam format and question types
Develop a personal study plan
Identify personal areas of competency and weakness
Reinforce knowledge of the ten Project Management
Knowledge Areas, and the five Project Management
Process Groups.
Arch. Sherif Elwishahy, PMP
Project Management
Institute
The Project Management Institute (PMI)
was founded in 1969 and started offering
the PMP certification exam in 1984.
The PMI certification program has attained the (ISO) 9001.
PMI provides certification such as: Project Management Professional (PMP)
Certified Associate Project Manager (CAPM)
Program Management Professional (PgMP)
PMI Scheduling Professional (PMI – SP)
PMI Risk Management Professional (PMI – RMP)
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
It demonstrates proof of
professional achievement.
It increases your marketability.
It provides greater opportunity
for advancement in your field.
It raises customer confidence
in you and in your company’s
services.
Arch. Sherif Elwishahy, PMP
About the Exam
4 hours to write the exam
Multiple Choice format
Provides option to mark answers for later review
175 / 200 questions are actually marked – 25 are dummy
questions
You will not know which 25 are not marked – therefore
answer all carefully
108/175 correct to pass at 61%
You will be notified if you pass or fail immediately after
completing the exam
You will not be given your actual mark
3 attempts per year – but you will pass this !!
Arch. Sherif Elwishahy, PMP
Project Management
Introduction
Project Definition
A project is :
“A temporary endeavor undertaken to create a
unique product, service, or result”
Arch. Sherif Elwishahy, PMP
Temporary: Projects have a definite
beginning and end.
Projects are unique: first time not repetitive.
Progressively: proceeding in steps
Elaborated: worked with care and detail
Project Definition
Arch. Sherif Elwishahy, PMP
Projects end when their objectives have been reached or the project has been terminated.
Scope of project should remain constant even as characteristics are “progressively elaborated”.
Project Definition
Arch. Sherif Elwishahy, PMP
Examples of projects
Developing a new product, service, or result.
Effecting a change in the structure, processes, staffing, or style of an organization.
Developing or acquiring a new or modified information system (hardware or software).
Conducting a research effort
Constructing a building, or infrastructure.
Implementing, improving, or enhancing existing business processes and procedures.
Arch. Sherif Elwishahy, PMP
Project Management
The application of knowledge, skills, tools
and techniques to project activities in
order to meet the project requirements,
through the appropriate application and
integration of the 47 logically grouped
project management processes, which are
categorized into five Process Groups.
Initiating, Planning, Executing, Monitoring
and Controlling, and Closing.
Arch. Sherif Elwishahy, PMP
Is the person assigned by the performing organization to achieve the project objectives.
Characteristics of the Project Manager: knowledge: what the P.M. knows about
project management. Performance: what is the P.M. able to do. Personal: how the P.M. behaves.
The Project Manager
Arch. Sherif Elwishahy, PMP
Project Manager’s
Areas of Expertise
Arch. Sherif Elwishahy, PMP
Project Constraints
Quality / Scope
Defines the specifications ofthe work of the project.
Cost / Resources
Requires constant monitoring, immediate corrective action Schedule / Time
Most likely to change
Arch. Sherif Elwishahy, PMP
Program managementA group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.Ex. a new communications satellite
system.
Program Management
Arch. Sherif Elwishahy, PMP
Portfolio managementA collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
Ex. an infrastructure firm makes a portfolio that
Includes a mix of projects in oil and gas, power.
Portfolio Management
Arch. Sherif Elwishahy, PMP
Projects and
Strategic Planning
Projects are authorized
as a result of:
A market demand
A business need
A customer request
A technological
advance
A legal requirement
Arch. Sherif Elwishahy, PMP
Is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projectsunder its domain.
The primary function of a PMO:
Managing shared resources across all projects.
Coaching, mentoring, and training for PM.
Monitoring compliance with project management standards.
Developing and managing project standards.
Coordinating communication across projects.
Project management office(PMO)
Arch. Sherif Elwishahy, PMP
Projects and
Operational Work
Operational Work
Planned, executed & Controlled series of tasks and activities Constrained by limited resources to produce an output/product.
operation Projects
Ongoing and repetitive Temporary
Similar outputs Unique output
Permanent resources Resources temporary
upon-need basis
Arch. Sherif Elwishahy, PMP
Organizational Influences
& Project Life Cycle
Organizational Influences on
Project Management
Organizational Cultures and Styles
Cultures and styles are group phenomena known as cultural norms, which develop over time.
Organizational culture is shaped by the common experiences of members of the organization.
Organizations develop unique cultures over time by practice and common usage.
The organization’s culture is an enterprise environmental factor.
Arch. Sherif Elwishahy, PMP
Organizational Communications
Project management success is highly dependent on an effective organizational communication style.
Project managers in distant locations are able to communicate with all relevant stakeholders to facilitate decision making.
Organizational Influences on
Project Management
Arch. Sherif Elwishahy, PMP
Organizational Structure
PMI Defines 5 types of Organizational Structure:
Functional Organizations.
Projectized Organizations.
Weak Matrix Organizations.
Balanced Matrix Organizations.
Strong Matrix Organizations.
Organizational Influences on
Project Management
Arch. Sherif Elwishahy, PMP
Functional Organization
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
C.E.O
Project coordination
Arch. Sherif Elwishahy, PMP
Projectized Organization
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
C.E.OProject
coordination
Arch. Sherif Elwishahy, PMP
Weak Matrix Organization
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
C.E.O
Project
coordination Arch. Sherif Elwishahy, PMP
Balanced Matrix Organization
Functional
Manager
Staff
Project manager
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
C.E.O
Project
coordination Arch. Sherif Elwishahy, PMP
Strong Matrix Organization
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Functional
Manager
Staff
Staff
Manager of Project
Managers
Project manager
Project manager
C.E.O
Project
coordination Arch. Sherif Elwishahy, PMP
Organizational Structure
DedicatedDedicatedMostly
DedicatedNot
Dedicated
Not
Dedicated
Project
Team
Program
or Project
Manager
Project or
Program
Manager
Project
Manager
Lead /
Coordinator /
Expeditor
Project
Lead /
CoordinatorPM’s Title
PMPMBalancedFunctional
Mgr.
Functional
Mgr.
Budget
Control
AvailableMostly
Available
Some
Available
Few
Available
None / few
Available
Resource
Availability
CompleteStrongBalanced
w/ Funct.
WeakLittle or
None
PM
Authority
ProjectizedStrong
Matrix
Balanced
Matrix
Weak
MatrixFunctional
Organization
Structure
Project
Characteristics
Arch. Sherif Elwishahy, PMP
Organizational Process Assets
اصول عمليات المنظمة
Include any or all process related assets, from
any or all of the organizations involved in the project.
Components may include:
1.Processes and Procedures
Organizational standard processes
Templates
Organization communication requirements
Project closure guidelines
Financial Control procedures
Change Control proceduresArch. Sherif Elwishahy, PMP
Organizational Process Assets
اصول عمليات المنظمة
2.Corporate Knowledge Base
Projects files.
Historical Information.
Issues & defect management databases.
Financial databases
Arch. Sherif Elwishahy, PMP
Enterprise Environmental Factors
العوامل البيئية للهيئة
Refer to both internal and external environmental factors
that surround and influence a project’s success.
Organizational culture, structure, and processes.
Government or industry standards.
Infrastructure.
Existing human resources.
Company work authorization systems.
Marketplace conditions.
Political climate.
Organization’s established communications channels.
Project management information systems (PMIS)Arch. Sherif Elwishahy, PMP
A stakeholder is someone whose interests may be positively or negatively impacted by the project.
Project stakeholders
أصــحـــاب المصــلحــة
Arch. Sherif Elwishahy, PMP
Project Governance
Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle.
Project governance involves stakeholders as well as documented policies, procedures, and standards; responsibilities; and authorities.
Arch. Sherif Elwishahy, PMP
Elements of project governance framework :
Project success and deliverable acceptance criteria.
Process to identify, escalate, and resolve issues.
Relationship among the project team, and external stakeholders.
Project organization chart that define project roles.
Processes and procedures for communication.
Project decision-making processes.
Project Governance
Arch. Sherif Elwishahy, PMP
Project Team
Project management staff.
Project staff.
Supporting experts.
User or Customer Representatives.
Business partner.
Business partners members.
Arch. Sherif Elwishahy, PMP
Composition of Project Teams
It varies based on factors such as organizational culture, scope, and location.
The relationship between the project manager and the team varies depending on the authority of the project manager.
Project Team
Arch. Sherif Elwishahy, PMP
Examples of basic project team compositions:
Dedicated: all or a majority of the project team
members are assigned to work full-
time on the project.
Part-Time: Some projects are established as temporary
additional work, with part-time team
members may also be assigned to more than
one project at a time
Project Team
Arch. Sherif Elwishahy, PMP
Initiating
Planning
Executing Monitoring and
controlling
Closing
Initiating Planning
Executing Monitoring
and controlling
Closing
Initiating Planning
Executing Monitoring
and controlling
Closing
Project Life Cycle
A project life cycle is the series of phases that a project passes through from its initiation to its closure, the phases are generally sequential and sometimes overlapping.
Phase
1
Phase
2
Phase
3
Arch. Sherif Elwishahy, PMP
Characteristics of the
Project Life Cycle
Arch. Sherif Elwishahy, PMP
Characteristics of the
Project Life Cycle
Arch. Sherif Elwishahy, PMP
A project phase is a collection of logically related
project activities that lead to the completion of one or
more deliverables.
A project may be divided into any number of phases.
All phases have similar characteristics:
The work has a distinct focus that differs from any other phase.
Achieving the objective of the phase requires controls or processes unique to the phase or its activities.
The closure of a phase ends with the transfer or hand-off of the work produced as the phase deliverable.
Project Phases
Arch. Sherif Elwishahy, PMP
Project Phases
Phase-to-Phase Relationships
Arch. Sherif Elwishahy, PMP
Predictive Life Cycles
Also known as Fully Plan-Driven:
are ones in which the project scope, and the time and
cost required to deliver that scope, are determined as
early in the project life cycle as practically possible.
Arch. Sherif Elwishahy, PMP
Iterative and Incremental
Life Cycles Are ones in which project phases (also called
iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.
Iterations develop the product through a series of
repeated cycles, while increments successively add
to the functionality of the product.
These life cycles develop the product both iteratively
and incrementally.
Arch. Sherif Elwishahy, PMP
Adaptive Life Cycles
Also known as change-driven or agile methods:
are intended to respond to high levels of change and ongoing stakeholder involvement.
Difference between Adaptive methods and iterative:
Iterations are very rapid usually with a duration of
2 to 4 weeks.
Fixed in time and cost.
Arch. Sherif Elwishahy, PMP
Project Management
Processes
Project Management
Process Groups
Arch. Sherif Elwishahy, PMP
Project
Management
Integration
Management
Cost Management
Communications
Management
Scope
Management Human Resource
Management
Procurement
Management
Quality
Management
Risk ManagementStakeholder
Management
Time Management
Arch. Sherif Elwishahy, PMP
Project Management
Process Groups
Start
Project
End
Project
Arch. Sherif Elwishahy, PMP
Process
Groups Interaction
Arch. Sherif Elwishahy, PMP
Project Management
Process Groups
Initiating process group
performed to define a new project or a new phase of an existing project.
Planning process group
performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.
Arch. Sherif Elwishahy, PMP
Executing process group
performed to complete the work defined in the project management plan to satisfy the project specifications.
Monitoring and Controlling process group
the processes required to track, review, and regulate the progress and performance of the project.
Closing process group
performed to formally complete the project, phase, or contractual obligations.
Project Management
Process Groups
Arch. Sherif Elwishahy, PMP
Initiation Process
Group
As you engage potential team members and stakeholders, project initiation activities establish the scope, goals and preliminary plan.
Key Activities
Scope Definition
Confirm sponsorship and funding
Confirm initial clarification of requirements
Determine Project Stakeholders and their roles
Draft high level plan for inputs and resources
Arch. Sherif Elwishahy, PMP
Sponsor /customer
Needs
Project Statement
of Work
Company culture
and existing systems
Processes, procedures,
and historical
information
Project manager
assists the sponsor with the charter if necessary
Sponsor issues the
charter
Project manager
develops the preliminary
project scope statement and
the project management
plan
The Project management plan is
bought into, approved, realistic, and formal
Initiation Process
Group
Arch. Sherif Elwishahy, PMP
Initiation Process
Group
Arch. Sherif Elwishahy, PMP
The planning processes develop the project
management plan and project documents.
As more information is known about the project
additional planning may be required.
The progressive detailing of the project management
plan is called ( rolling wave planning)
The project management plan defines how the
project is executed, monitored, controlled,
and closed. Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
Project plan execution involves managing and performing the work described in the project plan.
The majority of time and money is usually spent on execution.
The application area of the project directly affects project execution.
The outcomes of the project are realized during and after the execution stage.
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
Track and review actual project accomplishments and results to project plans.
Help team and management take corrective action early when project performance varies significantly from original plans.
Tracks all major project variables
Cost
Time
Scope
Quality of Deliverables
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
Administrative Closure : generating necessary information
to formally recognize Phase or project completion.
Contract Close-out : completion and delivery of project
deliverables and resolving open issues such as:
Procurement Audits
Product Verification
Formal Acceptance
Lessons Learned
Update Records
Archive Records
Release TeamArch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
Project Information
Work performance data:
The raw observations and measurements
identified during activities performed
Work performance information:
The performance data collected from various
controlling processes,
Work performance reports:
The physical or electronic representation of
work performance information
Arch. Sherif Elwishahy, PMP
Project Information
Arch. Sherif Elwishahy, PMP
Which of the following is NOT a characteristic
of a project?
A. Constrained by limited resources
B. Planned, executed, and controlled
C. Creates a unique product or service
D. Ongoing and repetitive
Question No : 1
In your organization, all big technical projects go
through Initiate, Analyze, Design, Implement, Test,
and Closeout. In this context, a project life cycle:
A. Defines the product life cycle
B. Defines the project phases
C. Contains several product life cycles
D. Has deliverables that must be completed before
work starts on the next phase
Question No : 2
You have been managing a project to construct a flyover
on Interstate 10. You have divided the project into phases
to provide better management control. Which of the
following is a characteristic of a project phase?
A. Formal phase completion necessarily includes
authorization for the subsequent phase.
B. A project phase can be closed with a decision not to
initiate the subsequent phase.
C. A project phase should not be divided into sub-phases
even in complex projects, because it will be difficult to
manage.
D. All deliverables in the project phase should
correspond to the project management process.
Question No : 3
Which of the following is not a Project
Management Knowledge Area?
A. Project Integration Management
B. Project Procurement Management
C. Project Configuration Management
D. Project Communications Management
Question No : 4
You are responsible for managing a project in
your company but you have least authority and
have to constantly report to a functional
manager. To which organizational structure
does your company belong?
A. Matrix
B. Functional
C. Projectized
D. Balanced
Question No : 5
Which of the following processes occurs in
the Planning Process Group?
A. Identify Risks
B. Manage Stakeholders Expectations
C. Acquire Project Team
D. Identify Stakeholders
Question No : 6
In which Process Group will work defined be completed and all the specifications of your project be satisfied?
A. Planning Process Group
B. Executing Process Group
C. Monitoring and Controlling Process Group
D. Closing Process Group
Question No : 7
The project charter is created in which Process Group ?
A. Executing
B. Planning
C. Closing
D. Initiating
Question No : 8
The person who should be in control of the project during the planning is the :
A. Project manager
B. Team member
C. Functional manager
D. Sponsor
Question No : 9
Which of the following is a characteristic of project management processes ?
A. Iterative
B. Unique
C. Unnecessary
D. Standardized
Question No : 10
Project Integration
Management
Its best described as putting all other management processes of the project into
a cohesive whole.
Integration … is What?
Arch. Sherif Elwishahy, PMP
Project IntegrationManagement
Includes the processes and activities needed to combine, unify, and coordinate the various processes and project management activities.
Choosing where to concentrate resources and effort at any given moment.
The integration effort also involves making trade-offs among competing objectives and alternatives.
Is the glue that connects all the knowledge areas.
Arch. Sherif Elwishahy, PMP
4.3
Planning
Executing
4.4
4.2
4. Integration Management
Monitoring
4.6Closing
4.1
4.5
Initiating
Arch. Sherif Elwishahy, PMP
4.1 Develop Project Charter
Arch. Sherif Elwishahy, PMP
Developing a document that formally authorizes a project or a phase.
Documenting initial requirements that satisfy thestakeholders’ needs and expectations.
Is recommended that the project manager participatein the development of the project charter
It provides the project manager with the authority to apply resources to project activities..
4.1 Develop Project Charter
Arch. Sherif Elwishahy, PMP
4.1 Develop Project Charter
Arch. Sherif Elwishahy, PMP
1. Project Statement of work Is a narrative description of products or services to be delivered by the project.The SOW references: Business need Product scope description Strategic plan2 .Business Case Provides the necessary information from a business
standpoint to determine whether or not the projectis worth the required investment.
Market demand, Organizational need, Customer request, Technological advance, Legal requirement.
4.1.1 Develop Project Charter: Inputs
Arch. Sherif Elwishahy, PMP
Economic Project Selection
Techniques
Arch. Sherif Elwishahy, PMP
3. Agreement
Is an input if the project is being done for an external customer.
4. Enterprise environmental Factors
Governmental or industry standards
Organization infrastructure
Marketplace conditions
5. Organizational Process assets
Organizational standard processes, policies.
Templates (e.g., project charter template).
Historical information and lessons learned database.
4.1.1 Develop Project Charter: Inputs
Arch. Sherif Elwishahy, PMP
1. Expert judgment
Expertise is provided by any group or individual with specialized knowledge or training.
2. Facilitation Techniques
Brainstorming, conflict resolution, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities.
4.1.2 Develop Project Charter: tools and techniques
Arch. Sherif Elwishahy, PMP
1. Project Charter
Documents the business needs, current understanding of
the customer’s needs, and the new product, or service:
Project purpose or justification
Measurable project objectives.
High-level requirements, and project description.
High-level risks.
Summary milestone, schedule, and budget.
Project approval requirements
Assigned project manager, responsibility, and authority,
Name and authority of the sponsor or other person(s)
authorizing the project charter.
4.1.3 Develop Project Charter:
outputs
Arch. Sherif Elwishahy, PMP
4.2 Develop Project
Management Plan
Arch. Sherif Elwishahy, PMP
Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.
Arch. Sherif Elwishahy, PMP
1. Project Charter
2. Outputs from Planning Processes
Outputs of the planning processes described in Chapters 5 through 12 are integrated to create the project management plan.
Any baselines and subsidiary management plans that are an output from other planning processes are inputs to this process.
Updates to these documents can necessitate updates to the project management plan.
4.2.1 Develop Project
management Plan: Inputs
Arch. Sherif Elwishahy, PMP
1. Expert Judgment
Expert judgment is utilized to:
Tailor the process to meet the project needs,
Develop technical and management details.
Determine resources and skill levels needed to perform project work.
Determine which project documents will be subject to the formal change control process.
2. Facilitation Techniques
Arch. Sherif Elwishahy, PMP
1. Project management Plan
Integrates all of the subsidiary management plans and baselines.
Schedule baseline.
Cost performance baseline.
Scope baseline.
The life cycle selected for the project and the processes that will be applied to each phase.
How work will be executed to accomplish the project objectives.
A change management plan that documents how changes will be monitored and controlled.
Arch. Sherif Elwishahy, PMP
4.3Direct and manage
Project Work
Arch. Sherif Elwishahy, PMP
Direct and Manage Project Execution is the process of performing
the work defined in the project management plan to achieve the project’s objectives.
Arch. Sherif Elwishahy, PMP
1. Project management Plan
2. approved Change Requests
Approved change requests are the documented, authorized
changes to expand or reduce:
project scope.
The project management plan
Procedures
Costs
Budgets
Schedules.
Implementation of preventive or corrective actions.
4.3.1 Direct and manage Project
Execution: Inputs
Arch. Sherif Elwishahy, PMP
1. Expert Judgment:
2. Project Management Information System [PMIS]: Is used for communication and information distribution on
the project. Not necessary a high tech system
3. Meetings
Arch. Sherif Elwishahy, PMP
1. Deliverables
An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.
2. work Performance Data:
Information from project activities is routinely collected as the project progresses. Include but not limited to:
Deliverable status.
Schedule progress.
Costs incurred.
Arch. Sherif Elwishahy, PMP
3. Change Requests
Can be direct or indirect, externally or internally initiated, and can be optional or mandated. and can include:
Corrective action.
Preventive action.
Defect repair.
updates.
4. Project management Plan updates
5. Project Document updates
Arch. Sherif Elwishahy, PMP
4.4Monitor and Control
Project Work
Arch. Sherif Elwishahy, PMP
Is the process of:
Tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.
It can include:
Collecting performance information
Measuring performance information
Interpreting performance information
4.4 monitor and Control
Project work
Arch. Sherif Elwishahy, PMP
4.4 monitor and Control
Project work
Arch. Sherif Elwishahy, PMP
1. Change Requests
Corrective action.
Preventive action.
Defect repair.
2. Work Performance Reports
3. Project management Plan updates
4. Project Document updatesArch. Sherif Elwishahy, PMP
Configuration: التهيئة
Functional and physical characteristics of a deliverable (product) as defined in technical documents and achieved in the product.
Configuration item: عناصر التهيئة
A part that has a set of function and is designated for configuration management.
Configuration management system: نظام ادارة التهيئة
Provides a standardized way to centrally manage approved changes and baselines within a project.
Configuration management system
نظام ادارة التهيئة
Arch. Sherif Elwishahy, PMP
Configuration identification: تحديد التهيئة
Breaking down the project into configuration items, and creating a unique numbering system for each item, and establishing configuration baselines.
Configuration status accounting: تفسير حالة التهيئة
Provides a complete record of what happened to the configuration to date.
Configuration verification and audit: مراجعة وتدقيق التهيئة
Ensures that project’s configuration items is correct and
that corresponding changes are registered, assessed,
approved, tracked, and correctly implemented.
Configuration management system
نظام ادارة التهيئة
Arch. Sherif Elwishahy, PMP
4.5Perform Integrated
Change Control
Arch. Sherif Elwishahy, PMP
Is the process of:
Reviewing all change requests.
Approving changes.
Managing changes to the deliverables, project documents, and the project management plan.
The Change Control Board [CCB] can evaluate changes as part of the change control procedures.
4.5 Perform Integrated Change
Control
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
1. Expert Judgment.
2. Meetings
3. Change Control Tools:
Manual or automated tools may be used.
Based on the needs of the project stakeholders.
Used to manage the change requests and the resulting decisions.
Arch. Sherif Elwishahy, PMP
1. Approved Change Requests .
2. Change Log.
3. Project management Plan updates
4. Project Document updates
Arch. Sherif Elwishahy, PMP
4.6Close Project or
Phase
Arch. Sherif Elwishahy, PMP
Is the process of:
Performing the work defined in the project management plan to achieve the project’s objectives.
It is important to remember that when a project
stops (regardless or reason), the project must be
closed.
4.6 Close Project or
Phase
Arch. Sherif Elwishahy, PMP
4.6 Close Project or
Phase
Arch. Sherif Elwishahy, PMP
1. Expert judgment
These experts ensure the project or phase closure
is performed to the appropriate standards.
Arch. Sherif Elwishahy, PMP
1. 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.
2. organizational Process assets updates
Project files.
Project or phase closure documents
Historical information.
Arch. Sherif Elwishahy, PMP
In a recent job interview, you are asked to define
the most important characteristic of a project
manager. Which of the following will be the best
answer?
A. Subject matter expert
B. Integrator
C. Creative person
D. Risk minimizer
Question No : 1
Your project is nearing completion, when the
customer requests you to include an additional
feature in the project`s final product.
The BEST course of action is to:
A. Include the feature, as it will improve customer
satisfaction
B. Include the feature -- otherwise the product will not
be accepted by the customer
C. Talk with the customer and explain that the new
feature does not make business sense
D. Take the requirement through the change control
process
Question No : 2
In your project, you are in the process of
performing the work as defined in the project
management plan to achieve the project`s
objectives. This is done during:
A. Direct and Manage Project Execution
B. Develop Project Management Plan
C. Monitor and Control Project Work
D. Create Deliverables
Question No : 3
Project integration management includes the
processes and activities needed to identify, define,
combine, unify, and coordinate the various processes
and project management activities. For successful
project integration management, you definitely
need(select the best answer):
A. A strong matrix organizational structure in your
company
B. A good communication management plan
C. Good project selection techniques
D. Positive stakeholders who support the project
Question No : 4
A change in your project schedule has resulted in
increased cost and risk. It has also impacted your
resource plan. To coordinate changes across the
entire project, you will need to rely on which of the
following:
A. Change control system
B. Perform Integrated Change Control
C. Change requests
D. Changes to project plan baselines
Question No : 5
Project Scope
Management
What is the meaning of the word
“Scope”?
An area in which something acts or operates or has power or control.
Define Scope
Arch. Sherif Elwishahy, PMP
Project Scope Management
Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project preventing extra work or gold plating.
You should give the customer what exactly they asked for, no more and no less.
Giving any extras is a waste of time and adds no benefit to the project.
Arch. Sherif Elwishahy, PMP
The term “Scope” can be applied to:
Product scope: Features and functions that characterize a product, service or result.
Project scope: Work that must be performed to deliver a product, service, or result with the Specified features and functions.
Completion of project scope is measured against the project management plan, the project scope statement, and the associated WBS.
Completion of the product scope is measured against the product requirements
Project Scope Management
Arch. Sherif Elwishahy, PMP
5.1Plan Scope Management
Arch. Sherif Elwishahy, PMP
Is the process of:
Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
5.1 Plan Scope Management
Arch. Sherif Elwishahy, PMP
5.1 Plan Scope Management
Arch. Sherif Elwishahy, PMP
1. Project Management Plan
2. Project Charter
It provides the high-level
project description, and
characteristics from the
project statement of
work.
5.1.1 Plan Scope Management:
Inputs
Arch. Sherif Elwishahy, PMP
3.Enterprise Environmental Factors
include, but are not limited to:
Organization’s culture, Infrastructure, Personnel administration, and Marketplace conditions.
4.Organizational Process Assets
include, but are not limited to:
Policies and procedures, and Historical information.
5.1.1 Plan Scope Management:
Inputs
Arch. Sherif Elwishahy, PMP
1.Expert Judgment
Refers to input received from knowledgeable and experienced parties.
Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans.
2.Meetings
Project teams may attend project meetings to develop the scope management plan.
5.1.2 Plan Scope Management:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Scope Management Plan
Describes how the scope will be defined, developed, monitored, controlled, and verified.
The components of a scope management plan include:
Process for preparing a project scope statement.
Process that enables the creation of the WBS.
Process that establishes how the WBS will be maintained and approved.
Process that specifies how formal acceptance of the completed project deliverables will be obtained.
Process to control how requests for changes to the detailed project scope statement will be processed.
5.1.3 Plan Scope Management:
Outputs
Arch. Sherif Elwishahy, PMP
2. Requirements Management Plan
Describes how requirements will be analyzed, documented,
and managed.
Components of the requirements management include:
How requirements activities will be planned, and reported.
How changes to the product will be initiated.
How impacts will be analyzed, traced, and reported.
Requirements prioritization process.
Product metrics that will be used and the rationale.
Traceability structure to reflect which requirement attributes will be captured on the traceability matrix.
5.1.3 Plan Scope Management:
Outputs
Arch. Sherif Elwishahy, PMP
5.2Collect Requirements
Arch. Sherif Elwishahy, PMP
Is the process of:
Defining and documenting, and managing stakeholders’
needs, and requirements to meet the project objectives.
Requirements include:
Quantified and documented needs.
Expectations of the sponsor.
Expectations of the customer.
Expectations of other stakeholders.
Product Requirements: The Features and functions that characterize a product, service or result.
Project Requirements: The work that needs be accomplished to deliver a product, service or result.
5.2 Collect Requirements
Arch. Sherif Elwishahy, PMP
5.2 Collect Requirements
Arch. Sherif Elwishahy, PMP
1. Scope Management Plan
2. Requirements Management Plan
3.Stakeholder Management Plan
Is used to understand stakeholder the level of stakeholder engagement in order to assess and adapt to the level of participation in requirements activities.
4. Project Charter
Is used to provide the high-level description of the product, service, or result of the project.
5.Stakeholder Register
Is used to identify stakeholders who can provide
information on the requirements. Arch. Sherif Elwishahy, PMP
1. Interviews:
Is a formal or informal approach to discover information from stakeholders by talking to them directly.
Interviewing experienced project participants, stakeholders, and subject matter experts can aid in identifying and defining the features and functions of the desired project deliverables.
Arch. Sherif Elwishahy, PMP
2. Focus Groups:
Bring together prequalified stakeholders and subject matter experts to learn about their expectations
and attitudes about the proposed product,
service or result.
Arch. Sherif Elwishahy, PMP
3. Facilitated Workshops:
Are focused sessions that bring key cross-functional stakeholders together to define product requirements.
For example:
In S/W development Industry, (JAD) Joint Application Development –or Design.
In Manufacturing Industry, (QFD) Quality Function Development.
Sometimes Known as (VOC) Voice Of the Customer.
Arch. Sherif Elwishahy, PMP
4. group Creativity Techniques
Brainstorming.
Nominal group technique.
Idea/mind mapping.
Affinity diagram.
Multi-criteria decision analysis.
Arch. Sherif Elwishahy, PMP
5. Group Decision Making Techniques:
Is an assessment process of multiple alternatives with
an expected outcome in the form of future actions
resolution.
For example:
Unanimity.
Majority.
Plurality.
Dictatorship.
Arch. Sherif Elwishahy, PMP
6. Questionnaires and Surveys:
Written sets of questions designed to quickly accumulate information from wide number of respondents.
Requires Statistical analysis.
Arch. Sherif Elwishahy, PMP
7. Observation:
Provide a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes.
Sometimes called “Job Shadowing”.
Used to uncover hidden requirements.
8. Prototypes:
Obtaining early feedback on requirements by providing a work model of the expected product before actually building it.
Arch. Sherif Elwishahy, PMP
9.Benchmarking
Involves comparing actual or planned practices, to those of comparable organizations to provide a basis for measuring performance.
The organizations compared during benchmarking can be internal or external.
Arch. Sherif Elwishahy, PMP
10. Context Diagrams
Is an example of a scope model which visually depict the product scope.
It shows inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.
Arch. Sherif Elwishahy, PMP
11. Document Analysis
Is used to find requirements by analyzing existing documentation and identifying information relevant to the requirements.
Examples of documents that may be analyzed:
Business plans,
Requests for proposal,
Current process flows
Requirements documentation,
Problem/issue logs,
Policies, procedures, and regulatory documentation such as laws.
Arch. Sherif Elwishahy, PMP
1. Requirements Documentation:
Describes how individual requirements meet the business need for
the project.
Components may include:
Business need or opportunity to be seized.
Functional requirements.
Quality requirements.
Requirements assumptions and constraints
Acceptance criteria.
Support and training required.
Arch. Sherif Elwishahy, PMP
2. Requirements Traceability Matrix:
Is a table that links requirements to their origin and traces
them throughout the project life cycle.
Processes may include:
Requirements to business needs.
Requirements to project objectives.
Requirements to project scope.
Requirements to product design.
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
5.3
Define Scope
Arch. Sherif Elwishahy, PMP
Is the process of:
Developing a detailed description of the project and product.
We need to define the following:
What the project consists of?
What is involved to create the project?
What it is expected to do when complete.
It emphasis is on creating a written Scope Statement to be used in future project decision making.
5.3 Define Scope
Arch. Sherif Elwishahy, PMP
5.3 Define Scope
Arch. Sherif Elwishahy, PMP
5.3.1 Define Scope :
Inputs
1. Scope Management Plan
2.Project Charter
3 . Requirements Documentation
4 . Organizational Process Assets
Arch. Sherif Elwishahy, PMP
5.3.2 Define Scope :
Tools & Techniques
1. Expert Judgment:
2. Product Analysis:
Involves translating the project goals into realistic deliverables.
Techniques to develop a better understanding of the product.
Arch. Sherif Elwishahy, PMP
5.3.2 Define Scope :
Tools & Techniques
3. Alternative Generation:
Involves looking at different techniques to achieve the goals of the project.
This can include brainstorming, pair wise comparisons, and lateral thinking.
4. Facilitated Workshops.
Arch. Sherif Elwishahy, PMP
5.3.3 Define Scope :
Outputs
1. Project Scope Statement
Detailed description of the project deliverables, and the work required to create those deliverables.
May include:Project Deliverables. Project assumptions. Project Constraints. Project Exclusions. Product acceptance criteria. Product Scope Description.
2.Project Document Updates.
Arch. Sherif Elwishahy, PMP
5.4
Create WBS
Arch. Sherif Elwishahy, PMP
Is the process of:
Subdividing project deliverables and project work into smaller, more manageable components.
The pieces are ultimately rolled into the Work Breakdown Structure (WBS).
The lowest level of the WBS is the work package.
5.4 Create WBS
Arch. Sherif Elwishahy, PMP
Is a deliverable or project work component at the lowest level of each branch of the work breakdown structure .
Level at which the cost and schedule for the work can be reliably estimated, monitored, and controlled.
Approximated time expected for work package is 80 hours.
Work Package
Arch. Sherif Elwishahy, PMP
5.4 Create WBS
Arch. Sherif Elwishahy, PMP
5.4 Create WBS
Arch. Sherif Elwishahy, PMP
Provides a structure for planning the projectProvides a basis for assigning work to groups and
individualsProvides a basis for preparing estimates, calculating
costs, and measuring the progress of workClarifies roles and responsibilities of personnelDefines the project scope and thus provides a
mechanism for assessing the impact of proposed changes
Provides data for projecting costs and activities needed on future, similar projects
Benefits of using WBS
Arch. Sherif Elwishahy, PMP
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner
requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
5.4 Create WBS
Arch. Sherif Elwishahy, PMP
5.4 Create WBS
Arch. Sherif Elwishahy, PMP
5.4.1 Create WBS:
Inputs
1. Scope Management Plan
2 . Project scope statement
3 . Requirements documentation
4.Enterprise Environmental Factors
5 . Organizational process assets
Arch. Sherif Elwishahy, PMP
5.4.2 Create WBS:
Tools & Techniques
1. Decomposition:Subdividing of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level.Generally involves five steps:1.Identify the deliverables and related work.2.Structure and organize the WBS.3.Decompose the upper WBS levels into lower detailed
components.4.Develop and assign identification codes to the WBS.5.Verify that the degree of decomposition is necessary and
sufficient.
2. Expert JudgmentArch. Sherif Elwishahy, PMP
5.4.3 Create WBS:
Outputs
1. Scope Baseline:- Project scope statement- WBS- WBS DictionaryA document that describes each component in the WBS
For each WBS component, the WBS dictionary includes a:
Code of account identifier
Statement of work
Responsible organization
List of schedule milestones
2. Project Document UpdatesArch. Sherif Elwishahy, PMP
5.5
Validate Scope
Arch. Sherif Elwishahy, PMP
Is the process of:
Formalizing acceptance of the completed project deliverables.
Reviewing deliverables with the customer or sponsor.
The main goal of Scope Verification is to secure signoff of the project scope and obtain Formal Acceptance.
If the project is terminated early, the scope verification process should establish and document the level and extent of completion.
5.5 Validate Scope
Arch. Sherif Elwishahy, PMP
5.5 Validate Scope
Arch. Sherif Elwishahy, PMP
1. Project Management Plan
2. Requirements Documentation
3.Requirements Traceability Matrix
4. Verified Deliverables
Validated deliverables have been completed and checked for correctness by the Perform Quality Control process.
5. Work Performance Data
5.5.1 Validate Scope:
Inputs
Arch. Sherif Elwishahy, PMP
5.5.2 Validate Scope :
Tools & Techniques
1. Inspection:
Is used to validate that the correct work has been done.
Includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements.
Purpose is to specifically identify deficiencies, gaps and errors against the project documentation.
2. Group Decision Making Techniques
1. Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor.
2 .Change Requests
3. Work Performance Information
4. Project Document Updates
5.5.3 Validate Scope :
Outputs
Arch. Sherif Elwishahy, PMP
5.6
Control Scope
Arch. Sherif Elwishahy, PMP
Is the process of:
Monitoring the status of the project and product scope.
Managing changes to the Scope Baseline.
Assure that all requested changes and recommended corrective actions are processed through the Integrated Change Control process.
Manage the actual changes when they occur.
Uncontrolled changes are referred to as
project Scope Creep.
Change Control Board (CCB) is responsible for
approving or rejecting change request.
5.6 Control Scope
Arch. Sherif Elwishahy, PMP
5.6 Control Scope
Arch. Sherif Elwishahy, PMP
1.Project Management Plan.
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Work Performance Data:
Information about progress such as which deliverables have started, their progress and which deliverables have finished.
5. Organizational Process Assets
5.6.1 Control Scope:
Inputs
Arch. Sherif Elwishahy, PMP
1. Variance Analysis:
Determining the cause of variance relative to the scope baseline and deciding whether corrective action is required.
Method for resolving the total variance in the set of scope, cost, and schedule variables.
5.6.2 Control Scope:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Work Performance Information
Measurements can include planned vs. actual technical performance or other scope performance
measurements. This information is documented and communicated to stakeholders.
2. Change Requests
Change requests can include preventive or corrective actions or defect repairs.
5.6.3 Control Scope:
Outputs
Arch. Sherif Elwishahy, PMP
3. Project Management Plan Updates
Scope Baseline Updates.
Other Baseline Updates.
4. Project Document Updates
5. Organizational Process Assets Updates
Causes of variances, Corrective action chosen and the reasons.
5.6.3 Control Scope:
Outputs
Arch. Sherif Elwishahy, PMP
You are probably going to be the project
manager for the HGD Project and will
need as many inputs to the initiation
phase as possible. Of the following,
which is the best source of information
for your project?
A. Business plans
B. Historical information
C. WBS
D. The project charter
Question No : 1
You are the project manager for the NBG
Project. This project must be completed within
six months. This is an example of which of the
following?
A. Schedule
B. Assumption
C. Constraint
D. Planning process
Question No : 2
Of the following, which does the scope
statement not provide?
A. Project justification
B. Project product
C. Project manager authority
D. Project objective
Question No : 3
You are a project manager for a large manufacturer.
Your current project is to create a new manufacturing
assembly line that will allow your organization to create its
products with less downtime and faster turnaround time
for its clients. Which of the following is an example of
value-added change in this project?
A. Adding more team members to the project to get the
project work done faster.
B. Outsourcing portions of the project execution to transfer
risk.
C. Adding a recently created computer program to control
and monitor the manufacturing assembly.
D. Documenting the project and how the manufacturing
assembly should work.
Question No : 4
You are the project manager of the WIFI Project. You
would like to meet with a stakeholder for scope
verification. Which of the following is typical of scope
verification?
A. Reviewing changes to the project scope with the
stakeholders
B. Reviewing the performance of the project deliverables
C. Reviewing the performance of the project team to date
D. Reviewing the EVM results of the project to date
Question No : 5
Project Time
Management
Project Time Management includes the
processes required to manage timely completion
of the project.
The Project time management processes and
their associated tools and techniques are
documented in the schedule management plan.
6. Time Management
Arch. Sherif Elwishahy, PMP
6.3
Sequence
Activities
6.5
Estimate Activity
Duration
6.2
Define
Activities
6.6
Develop
Schedule
Planning Controlling
6.7
Control
Schedule
6.4
Estimate Activity
Resources
6. Time Management
6.1
Plan Schedule
Management
Arch. Sherif Elwishahy, PMP
6.1 Plan ScheduleManagement
Arch. Sherif Elwishahy, PMP
Is the process of
Establishing the policies, procedures, and
documentation for planning, developing, managing,
executing, and controlling the project schedule.
The key benefit of this process is that it provides
guidance and direction on how the project schedule
will be managed throughout the project.
6.1 Plan ScheduleManagement
Arch. Sherif Elwishahy, PMP
6.1 Plan Schedule Management
Arch. Sherif Elwishahy, PMP
1. Project Management Plan
2. Project Charter
3.Enterprise Environmental Factors
4.Organizational Process Assets
5.1.1 Plan Scope Management:
Inputs
Arch. Sherif Elwishahy, PMP
1. Expert Judgment
2. Analytical Techniques
The process may involve choosing strategic options
to estimate and schedule the project such as:
Scheduling methodology,
Scheduling tools and techniques,
Estimating approaches,
Formats, and project management software.
6.1.2 Plan Schedule Management:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Meetings
Project teams may hold planning meetings to develop the schedule management plan.
6.1.2 Plan Schedule Management:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Schedule Management Plan
A component of the project management plan.
Level of accuracy
Units of measure
Project schedule model maintenance
Control thresholds
Reporting formats
Process descriptions
5.1.3 Plan Scope Management:
Outputs
Arch. Sherif Elwishahy, PMP
6.2 Define Activities
Arch. Sherif Elwishahy, PMP
Is the process of
Identifying the specific actions to be performed
to produce the project deliverables and objectives.
Identifying and documenting the work that is
planned to be performed.
The Activity Definition process will identify the
deliverables at the lowest level (Work Package).
Work packages are decomposed into smaller components called Schedule Activities
6.2 Define Activities
Arch. Sherif Elwishahy, PMP
6.1 Define Activities
Arch. Sherif Elwishahy, PMP
1. Schedule Management Plan
2. Scope Baseline
3. Enterprise Environmental Factors
4. Organization Process Assets
6.2.1 Define Activities: Inputs
Arch. Sherif Elwishahy, PMP
1. Decomposition:
Subdividing the project work packages into smaller, more manageable components called schedule activities.
The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently,
Is often performed by the project team members responsible for the work package.
6.2.2 Define Activities:Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Rolling Wave Planning:
Is a form of progressive elaboration planning.
The work to be accomplished in the near term is planned
in detail at a low level of the WBS.
Work far in the future is planned for WBS components
that are at a relatively high level.
Schedule activities can exist at various levels of detail in
the project’s life cycle.
3. Expert Judgment:
Project team members or other experts can provide expertise in defining activities.
6.2.2 Define Activities:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.2.3 Define Activities: Outputs
1. Activity List
The activity list is a comprehensive list including all schedule activities required on the project.
Includes the activity identifier
Scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.
Arch. Sherif Elwishahy, PMP
2. Activity Attributes:
Extend the description by identifying multiple components associated with each activity.
May include most of the following:
WBS ID.
Activity Name.
Activity Code.
Activity Description.
Predecessor, and Successor Activities.
Logical Relationship.
Constraints.
6.2.3 Define Activities: Outputs
Arch. Sherif Elwishahy, PMP
3. Milestone List
A milestone is a significant point or event in the project.
A milestone list identifies all milestones
Indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information.
6.2.3 Define Activities: Outputs
Arch. Sherif Elwishahy, PMP
6.3 Sequence Activities
Arch. Sherif Elwishahy, PMP
Is the process of:Identifying and documenting relationships among
the project activities.Logically sequenced with proper precedence
relationships.Involves leads and lags to support later
development of a realistic and achievable project schedule.
Sequencing can be performed by using project management software or by using manual techniques.
6.3 Sequence Activities
Arch. Sherif Elwishahy, PMP
6.3 Sequence Activities
Arch. Sherif Elwishahy, PMP
1. Schedule Management Plan
2. Activity List.
3. Activity Attributes.
4. Milestone List.
5. Project Scope Statement.
6. Enterprise Environmental Factors
7. Organization Process Assets.
6.3.1 Sequence Activities: Inputs
Arch. Sherif Elwishahy, PMP
1. Precedence Diagramming method (PDM)
6.3.2 Sequence Activities:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.3.2 Sequence Activities:Tools & Techniques
PDM includes four types of dependencies or logical relationships:
Arch. Sherif Elwishahy, PMP
2. Dependency Determination:Mandatory dependencies:Inherent in the nature of the work; (Hard logic).Discretionary dependencies:Defined by the project team (Soft logic).External dependencies:Involve relationships between project and non-project activities.Internal dependencies. A precedence relationship between project activities
and are generally inside the project team’s control.
6.3.2 Sequence Activities:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3.Applying Leads and Lags:
Lead: Is an accelerant of an activity.
Lag: Is a delay between activities.
6.3.2 Sequence Activities:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.3.3 Sequence Activities: Outputs
A
Start
D
FH
K
L
End
I
C
B
E
G
J
SS +10
FS +15
FF
SS
1. Project Schedule network Diagrams
2. Project Document Updates.Arch. Sherif Elwishahy, PMP
6.4 Estimate Activity
Resources
Arch. Sherif Elwishahy, PMP
Is the process of:
Estimating the type and quantities of material,
people, equipment, or support required to
perform each activity.
6.4 Estimate Activity Resources
Arch. Sherif Elwishahy, PMP
6.4 Estimate Activity Resources
Arch. Sherif Elwishahy, PMP
1. Schedule Management Plan
2. Activity List.
3. Activity Attributes.
4. Resource Calendars.
5. Risk Register
6. Enterprise Environmental Factors
7. Organization Process Asset
6.4.1 Estimate Activity Resources:Inputs
Arch. Sherif Elwishahy, PMP
1. Expert Judgment
2. Alternative Analysis:
They include using various levels of resource
capability or skills.
Different size or type of machines.
Different tools (hand versus automated).
Make-or-buy decisions.
6.4.2 Estimate Activity Resources:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3.Published Estimating Data:Several companies routinely publish updated production
rates and unit costs.Very common practice in Construction field (Materials &
Labor).
4. Bottom-Up Estimating:When a schedule activity cannot be estimated with a
reasonable degree of confidence, the work within the schedule activity is decomposed into more detail.
The team and project manager create an estimate from the activity level and roll the estimates up to create a total project estimate.
5. Project Management Software:
6.4.2 Estimate Activity Resources:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Activity Resource Requirements
The process identifies the types and quantities of resources required for each activity in a work package.
The amount of detail and the level of specificity can vary by application area.
Can include the basis of estimate, and the assumptions that were made in determining resources.
2.Resource Breakdown Structure
3. Project Document Updates
6.4.3 Estimate Activity Resources:Outputs
Arch. Sherif Elwishahy, PMP
6.5 Estimate Activity
Duration
Arch. Sherif Elwishahy, PMP
Is the process of:
Approximating the number of work periods needed to complete individual activities with estimated resources.
The key is to estimate the number of work days (or hours) to complete each activity.
Estimation then rolls up to create summary (high level) estimates.
6.5 Estimate Activity Duration
Arch. Sherif Elwishahy, PMP
6.5 Estimate Activity Duration
Arch. Sherif Elwishahy, PMP
6.5.1 Estimate Activity Duration: Inputs
1. Schedule Management Plan.
2. Activity List.
3. Activity Attributes.
4. Activity Resource Requirements.
5. Resource Calendars.
6. Project Scope Statement
7. Risk Register
8.Resource Breakdown Structure
9. Enterprise Environmental Factors
10. Organization Process Asset
Arch. Sherif Elwishahy, PMP
1. Expert Judgment:
2. Analogous Estimating
Uses parameters such as duration, budget, size, weight,
and complexity, from a previous, similar project, as the
basis for estimating for a future project.
Used when there is limited amount of detailed information
Analogous estimating uses historical information and
expert judgment.
Is generally less costly and time consuming than
other techniques.
6.5.2 Estimate Activity Duration: Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Parametric Estimating
Parametric estimating uses a statistical relationship between historical data and other variables.
to calculate an estimate for activity parameters, such as cost, budget, and duration.
(square footage in construction)
6.5.2 Estimate Activity Duration: Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Three-point Estimates
(Program Evaluation and Review Technique) PERT Uses three
estimates to define an approximate range for an activity’s duration.
Most likely: the duration of the activity, given the resources
likely to be assigned, their productivity.
Optimistic: the activity duration is based on analysis of the best-
case scenario for the activity.
Pessimistic: the activity duration is based on analysis of the
worst-case scenario for the activity.
T = O + 4 M + P
6
6.5.2 Estimate Activity Duration: Tools & Techniques
Standard Deviation (σ) = P – O Variance (V) = σ2
6Arch. Sherif Elwishahy, PMP
Example
Variance
V = σ2
Standard
Deviation
(P – O)
6
Expected
duration
(O+ 4*M +P)
6
PessimisticMost
likely
OptimisticActivity
0.440.674642A
0.440.675753B
1171074C
0.110.335654D
Arch. Sherif Elwishahy, PMP
5. Group decision-making Techniques.
6. Reserve Analysis:
Is used when a team wants to plan for known unknowns.
Sometimes called Contingency reserves.
The analysis adds extra time to the estimates from a work units or percentage estimates.
6.5.2 Estimate Activity Duration: Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Activity Duration Estimates
Activity duration estimates are quantitative assessments of the likely
number of work periods that will be required to complete an activity.
Duration estimates do not include any lags as described in 6.2.2.3.
Activity duration estimates may include some indication of the range of
possible results.
For example:
2 weeks ± 2 days to indicate that the activity will take at least eight days
and no more than twelve (assuming a five-day workweek).
15% probability of exceeding three weeks to indicate a high probability
—85% percent—that the activity will take three weeks or less.
2. Project Document Updates.
6.5.2 Estimate Activity Duration: Outputs
Arch. Sherif Elwishahy, PMP
6.6 Develop Schedule
Arch. Sherif Elwishahy, PMP
Is the process of: Analyzing activity sequences, Durations, resource
requirements, and schedule constraints to createthe project schedule.
At this point, the following come together and the schedule is born: WHAT; activity list and WBS. WHEN; start and finish dates. WHO; resources. WHAT ORDER; activity sequencing.
6.6 Develop Schedule
Arch. Sherif Elwishahy, PMP
6.6 Develop Schedule
Arch. Sherif Elwishahy, PMP
1. Schedule Management Plan.
2. Activity List.
3. Activity Attributes.
4. Project Schedule network Diagrams
5. Activity Resource Requirements.
6. Resource Calendars.
7. Activity Duration Estimates
8. Project Scope Statement
9. Risk Register
10. Project staff assignments
11. Resource Breakdown Structure
12. Enterprise Environmental Factors
13. Organization Process Asset
6.6.1 Develop Schedule:Inputs
Arch. Sherif Elwishahy, PMP
1. Schedule Network Analysis
It is a technique that generates the schedule.
It employs several techniques such as:
Critical path analysis.
Critical chain analysis.
What If analysis.
Resource leveling.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Critical Path Method (CPM):
It calculates the early start and finish dates.
It calculates the late start and finish dates.
It doesn't take account of any resource limitations.
Generates the CPM by performing a forward and backward pass analysis through the schedule network.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
StartFinish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
A network diagrams is a schematic display of project’s activities and dependencies.
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start
A
D
2 Days
6 Days
The Forward Pass
0 0
Early Start
Box
Early Finish
Box
0 2
0 6
Start
A
D
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
Highest of predecessor’sEarly Finish Times
Early Start =
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Finish
C
F
5 Days
3 Days
The Backward Pass
19 19
Late Start
Box
Late Finish
Box
13 16
14 19
14 19
16 19
19 19
Finish
C
F
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0 2 2 14
6 6 13
19 19
Lowest of successor’s Late Start TimesLate Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
StartFinish
A B C
D FE
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0 2 2 14
6 6 13
19 19
Lowest of successor’s Late Start TimesLate Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
StartFinish
A B C
D FE
0 0
0 2 2 14 14 19
19 19
0 6 6 13 13 16
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
2.Critical Path Method (CPM):
If one or more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken
Misconceptions:
The critical path is not the one with all the critical activities; it only accounts for time.
There can be more than one critical path. The critical path can change as the project progresses.
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0 2 2 14
6 6 13
19 19
Lowest of successor’s Late Start TimesLate Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
StartFinish
A B C
D FE
0 0
0 2 2 14 14 19
19 19
0 6 6 13 13 16
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0 2 2 14
6 6 13
19 19
Lowest of successor’s Late Start TimesLate Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
StartFinish
A B C
D FE
0 0
0 2 2 14 14 19
19 19
0 6 6 13 13 16
Path A 19 Days
Path B 11 Days
Path C 16 Days Arch. Sherif Elwishahy, PMP
Free float ( slack )
The amount of time an activity can delay without delaying the early start of its successor .
Total float ( slack )
The amount of time an activity can delay without delaying the project completion date .
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0 2 2 14
6 6 13
19 19
Lowest of successor’s Late Start TimesLate Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
StartFinish
A B C
D FE
0 0
0 2 2 14 14 19
19 19
0 6 6 13 13 16
Free float ( slack )= 3 Days Arch. Sherif Elwishahy, PMP
3. Critical Chain Method
Accounts for limited resources.
There is a focus on starting activities as late as possible.
Project Buffer: placed after last task in project to protect schedule .
Feeding Buffers: placed between a noncritical task and a critical task when the noncritical task is an immediate predecessor of the critical task.
Resource Buffers: placed just before a critical task that uses a new resource type .
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
3. Critical Chain Method
Arch. Sherif Elwishahy, PMP
4. Resource Optimization Techniques:
Leveling is the process of adjusting resource peeks and valleys to create a level usage of the resources.
Typically, leveling sacrifice the overall finish date, and it is not uncommon to see the schedule stretch out a little.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Modeling Techniques:
It is an analysis of the question “What happens if” the situation represented by scenario “X” happens?
Delaying a major component delivery.
Extending specific engineering duration.
Introducing an external factor.
Simulation
calculating multiple project durations with different sets of activity assumptions.
The most common simulation technique is Monte Carlo analysis.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6. Applying Leads and Lags:
Are done to fine tune the schedule.
Adds delays (Lags) or accelerators (Lead) that sometimes come between activities.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
7. Schedule Compression:After the initial schedule has been put together.To achieve a more aggressive time goal.To compensate for a delay in an activity on the
critical path.If the initial schedule does not meet the
required end Due date of the project.Can be achieved mainly by two techniques:Crashing.Fast Tracking.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
Crashing:Involves putting more people on the critical path
activity.Excludes re-sequencing activities.Requires extra cost –affects budget.
Fast Tracking:Refers to making activities parallel.Use the network diagram to re-plan the sequence
of activities to make more activities parallel.Includes Risk exposure associated with re-
sequencing, and parallel activities.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8.Scheduling Tool:Automated scheduling tools expedite the
scheduling process by generating start and finish dates based on the input of: Activities. Network diagrams. Resources. Activity durations. Can be used in conjunction with other
project management software. Very sensitive to input data.
6.6.2 Develop Schedule:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6.6.3 Develop Schedule:Outputs
1. Project schedule
Arch. Sherif Elwishahy, PMP
6.6.3 Develop Schedule:Outputs
Arch. Sherif Elwishahy, PMP
2. Schedule baseline
Is the accepted and approved version of the project schedule.
3. Schedule data
Includes the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints.
4. Project Calendars
5. Project Management Plan Update
6. Project document updates.
6.6.3 Develop Schedule:Outputs
Arch. Sherif Elwishahy, PMP
6.7Control Schedule
Arch. Sherif Elwishahy, PMP
Is the process of:
Monitoring the status of the project.
Updating project progress.
Managing changes to the schedule baseline.
Schedule control is concerned with:
Determining the current status of the project schedule.
Influencing the factors that create schedule changes.
Determine that the project schedule has changed.
Managing the actual changes as they occur.
6.7 Control Schedule
Arch. Sherif Elwishahy, PMP
6.7 Control Schedule
Arch. Sherif Elwishahy, PMP
1. Project Management Plan.
2. Project schedule
3. Work Performance Data.
4. Project Calendars.
5. Schedule Data.
6. Organization Process Asset.
Arch. Sherif Elwishahy, PMP
1. Performance reviews
Performance reviews measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress.
Trend analysis
Critical path method
Critical chain method
Earned value management
Arch. Sherif Elwishahy, PMP
2. Project management software
3. Resource Optimization Techniques
5. Modeling Techniques
6. Leads and lags
7. Schedule compression
8. Scheduling tool
Arch. Sherif Elwishahy, PMP
1. Work Performance Information.
2. Schedule Forecasts.
3. Change Requests.
4. Project Management Plan Updates.
5. Project Documents Updates.
6. Organization Process Asset Updates.
Arch. Sherif Elwishahy, PMP
You are the project manager of the JHG Project.
This project has 32 stakeholders and will require implementation activities in North and South America. You have been requested to provide a duration estimate for the project. Of the following, which will offer the best level of detail in your estimate?
A. WBS
B. Order of magnitude
C. Requirements document
D. Stakeholder analysis
Question No 1
You are the project manager for the LLL Project. Steven, a project team member, is confused about network diagrams. Specifically, he wants to know what the critical path is in a network diagram. Your answer is which one of the following?A. The critical path is the network that hosts the
activities most critical to the project success.B. The critical path is the path with the longest duration.C. The critical path is always one path that cannot be
delayed or the entire project will be delayed.D. The critical path is the path from start to completion
with no deviation from the project plan.
Question No 2
You are the project manager for the POL Project. This project will use PERT to calculate the estimates for activity duration. For activity D, you have the following information: P=9, O=4, M=5. What is the result of PERT?
A. 18 weeks
B. 5.5 weeks
C. 33.33 days
D. 3 weeks
Question No 3
You are the project manager for a project with the following network diagram. Studying the diagram, which path is the critical path?A. ABCDB. EBCDC. EFHD. EGH
Question No 4
Bertha is the project manager for the HAR
Project. The project is behind schedule and
Bertha has elected, with management’s
approval, to crash the critical path. This process
adds more what?
A. Cost
B. Time
C. Risk
D. Documentation
Question No 5
Project Cost
Management
Includes the processes involved in
estimating, budgeting, and controlling
costs so that the project can be
completed within the approved budget.
Estimate costs
Determine budgetControl costs
7. Cost Management
Arch. Sherif Elwishahy, PMP
Should include most of the following:
Level of Accuracy.
Units to Measure.
Organizational procedures links (Control
account).
Control Thresholds: an agreed-upon
amount of variation allowed before action
needs to be taken.
Rules of Performance Measurement.
Reporting Format.
Process Description.
Cost ManagementPlan
Arch. Sherif Elwishahy, PMP
Generally
Accepted
Estimate
Tolerance
Example
(Actual Cost)
Tolerance
Range
Process
Group
Estimate Name
750–1’750
EGP
1’000 EGP-25% to +75%InitiationOrder of
Magnitude درجة
الضخامة التقريبية
900 –1’250
EGP
1’000 EGP-10% : + 25% Planning
(Early)
Budget
الموازنة
950 –1’100
EGP
1’000 EGP-5% : + 10% Planning
(Late)
Definitiveالمؤكد
Level of accuracy
Arch. Sherif Elwishahy, PMP
Means that the cost of operation and
maintenance is to be considered and
managed with the project Cost.
LIFE CYCLE COSTING
PROJECT OPERATIONS ANDMAINTENANCE PHASE
costs costs
Arch. Sherif Elwishahy, PMP
Are costs that have already been spent on
a project.
DO NOT consider these costs when making
future project decisions.
Example:
When terminating a project don’t consider
all previous payments in your decision.
Sunk Cost
Arch. Sherif Elwishahy, PMP
7.3
Determine
Budget
Planning Controlling
7.4
Control
Costs
7.2
Estimate
Costs
7. Cost Management
7.1
Plan Cost
Management
Arch. Sherif Elwishahy, PMP
7.1 Plan Cost Management
Arch. Sherif Elwishahy, PMP
7.1 Plan Cost Management
Arch. Sherif Elwishahy, PMP
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
7.1.1 Plan Cost Management:
Inputs
Arch. Sherif Elwishahy, PMP
7.1.2 Plan Cost Management:
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Arch. Sherif Elwishahy, PMP
1. Cost management plan
A component of the project management plan.
Level of accuracy
Units of measure
Project schedule model maintenance
Control thresholds
Reporting formats
Process descriptions
7.1.3 Plan Cost Management:
Outputs
Arch. Sherif Elwishahy, PMP
7.2 Estimate Costs
Arch. Sherif Elwishahy, PMP
Is the process of:
Developing an approximation of the monetary
resources needed to complete project
activities.
The estimator considers the possible causes
of variation of the cost estimates, including
risks.
It is a key element because good estimates
can determine project success or failure.
7.1 Estimate Costs
Arch. Sherif Elwishahy, PMP
7.2 Estimate Costs
Arch. Sherif Elwishahy, PMP
1. Cost Management Plan.
2. Human Resource Plan.
3. Scope Baseline.
4. Project Schedule.
5. Risk Register.
6. Enterprise Environmental Factors.
7. Organizational Process Assets.
7.2.1 Estimate Costs:Inputs
Arch. Sherif Elwishahy, PMP
1. Expert Judgment:
2. Analogous Estimating:( التقدير التناظرى )
It is a high level estimate not a detailed one.
Is done by reviewing similar projects, and bench-
marking with them.
7.2.2 Estimate Costs:Tools & Techniques
Arch. Sherif Elwishahy, PMP
The Carlton Park Project was to pave a sidewalk
around a pond in the community park.
The sidewalk of Carlton Park was 1048 feet by 6 feet,
used a textured surface, had some curves around
trees, and cost $25,287 to complete or $4.021 / foot .
The current project, King Park, will have a similar
surface and will cover 4,500 feet by 6 feet.
The analogous estimate for this project, based on
the work in Carlton Park, is 108,500 $.
This is based on the price per foot of material
at $4.021.
Example of
Analogous Estimating
Arch. Sherif Elwishahy, PMP
3. Parametric Estimating:( (التقدير البارامترى
Uses a mathematical model based on known
parameters to predict the cost of a project.
Example:
Consultant Hour Rate = 200 EGPS.
He is expected to work on the project for = 25 Hours.
C = W * R
Total Cost= 200 * 25 = 5’000 EGP.
7.2.2 Estimate Costs:Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Bottom-Up Estimating:
The team builds the total detailed estimate from the
bottom up.
5. Three Point Estimating:
Mathematical function.
D = (O + ( 4 * M ) + P)
6
6. Reserve Analysis:
Sometimes called Contingency reserves.
May be a percentage of the estimated cost, a fixed
number.
7.2.2 Estimate Costs:Tools & Techniques
Arch. Sherif Elwishahy, PMP
7. Cost Of Quality [COQ]: (8.1 Plan Quality)
Assumptions about COQ is factored in to
create the project cost estimate.
7.2.2 Estimate Costs:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8. Project Management Estimating Software:
Has the capability to help plan, organize, and manage resource pools.
Computerized Spreadsheets.
Simulations.
Statistical Tools.
Can facilitate cost estimate alternatives.
9.Vendor Bid Analysis: (Procurement Management Module)
10. Group Decision Making Techniques.
7.2.2 Estimate Costs:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Activity Cost Estimates
2. Basis of Estimates:
The amount and type of additional details supporting the cost estimates.
Should include most of the following:
The basis of estimate
All assumptions made.
Known constraints.
Range of possible estimates (10’000 EGP ± 10%)
Indication of the confidence level of the final estimate.
3. Project Document Updates.
7.2.3 Estimate Costs:Outputs
Arch. Sherif Elwishahy, PMP
7.3 Determine Budget
Arch. Sherif Elwishahy, PMP
Is the process of:
Aggregating the estimated costs of individual
activities or work packages to establish an
authorized cost baseline.
The budgeting should include a time–based
approach to help determine project costs needs as
time passes.
It establishes the basis for measurement,
monitoring, and controlling of the project costs.
7.3 Determine Budget
Arch. Sherif Elwishahy, PMP
7.3 Determine Budget
Arch. Sherif Elwishahy, PMP
1. Cost management plan.
2. Scope Baseline.
3. Activity Cost Estimates.
4.Basis of Estimates.
5.Project Schedule.
6.Resource Calendars.
7. Risk register
8. Agreements.
9.Organizational Process Assets.
7.3.1 Determine Budget:Inputs
Arch. Sherif Elwishahy, PMP
1. Cost Aggregation:
Schedule activity cost estimates are aggregated by work packages in accordance with the WBS.
The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts, and ultimately for the entire project.
Is done to roll-up the project costs starting with the activity level task.
7.3.2 Determine Budget:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8. Cost Budget
7.Management Reserves
6. Cost Baseline
5. Contingency Reserves
4. Project Estimates
3. Control Account
Estimate
2. Work Package Estimate
1. Activity Estimates
$ 1423
$ 68
$ 1355
$ 105
$ 1250
WP 3
$ 500
CA 2
$ 400
CA 1
$ 850
WP 2
$ 250
WP 1
$ 100
A 4
$ 25
A 3
$ 25
A 2
$ 25
A 1
$ 25
7.3.2 Determine Budget:Tools & Techniques
Cost Aggregation
Arch. Sherif Elwishahy, PMP
2. Reserve Analysis:
Is used when a team wants to plan for known
unknowns.
Contingency Reserve / Management Reserve.
Reserves are NOT part of the project cost baseline.
Reserves MAY be included in the total budget.
Reserves are NOT included in EVM.(قياس القيمة المكتسبة )
3. Expert Judgment.
7.3.2 Determine Budget:Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Historical Relationships:
Any historical relationships that result in
parametric estimates or analogous estimates.
Example:
residential home construction is based on
X cost / m2 of space.
7.3.2 Determine Budget:Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Funding Limit Reconciliation:
Large variations in the periodic expenditure of
funds are usually undesirable for organizational
operations.
The expenditure of funds is reconciled with the
funding limits set by the customer or performing
organization.
7.3.2 Determine Budget:Tools & Techniques
Arch. Sherif Elwishahy, PMP
7.3.3 Determine Budget:Outputs
1. Cost Baseline:
An authorized time-phased budget at completion (BAC)
used to measure, and control overall cost performance of
the project.
Arch. Sherif Elwishahy, PMP
2. Project Funding Requirements:
3. Project Document Updates.
7.3.3 Determine Budget:Outputs
Arch. Sherif Elwishahy, PMP
7.4 Control Costs
Arch. Sherif Elwishahy, PMP
Is the process of:
Monitoring the status of the project.
Updating the project budget.
Managing changes to the baseline.
Can Involve:
Managing cost Levels compared to the Baseline.
Analyzing and managing cost variance.
Documenting cost records.
Communicating with stakeholders about cost issues.
7.4 Control Costs
Arch. Sherif Elwishahy, PMP
7.4 Control Costs
Arch. Sherif Elwishahy, PMP
1.Project Management Plan.
2.Project Funding Requirements.
3.Work Performance Data.
4.Organizational Process Assets.
7.4.1 Control Costs:Inputs
Arch. Sherif Elwishahy, PMP
1.Earned Value Management: قياس القيمة المكتسبة
Is a method of measuring project performance by comparing the amount of work planned with that actually accomplished, in order to determine if cost and schedule performance are as planned.
Arch. Sherif Elwishahy, PMP
Budget At
Completion
The total amount originally
expected to be spent on the
project.
BAC
Key Dimension Planned ValueThe authorized budget
assigned to the work to be
accomplished
PV
Earned Value(PV)% *
The value of work performed
EV
Actual CostThe total cost actually incurredAC
Cost Performance
Index
EV/ACCPI
Performance
IndexSchedule
Performance Index
EV/PVSPI
Cost VarianceEV – AC.CV
VarianceSchedule VarianceEV – PVSV
Variance At
Completion
BAC - EACVAC
Arch. Sherif Elwishahy, PMP
Earned Value Management
Arch. Sherif Elwishahy, PMP
2. Forecasting
If the BAC is no longer viable, the project manager
should develop a Forecasted EAC.
Forecasts are generated based on work performance
information provided as the project is executed.
The work performance information covers the
project’s past performance and any information that
could impact the project in the future.
Arch. Sherif Elwishahy, PMP
AC + Bottom –up ETC
It is used when the original
estimate was fundamentally
flawed.
EAC
Estimate
At
Completion
BAC
Cumulative CPI
It is used when no variances
from the BAC have occurred
or will continue at the same
rate of spending.
AC + (BAC – EV )
It calculates actual to date
plus the remaining value of
work to perform is used if
variances are atypical.
(BAC – EV)
AC +
∑ CPI + ∑ SPI
It calculates actual to date
plus the remaining budget
modified by performance.
EAC–ACThe amount needed to finish
the work based on the current
spending
ETC
Arch. Sherif Elwishahy, PMP
If BAC is still valid(BAC – EV)
(BAC – AC)
TCPI
If BAC is flawed(BAC – EV)
(EAC – AC)
3. To-Complete Performance Index (TCPI)
Is the calculated projection of cost performance that
must be achieved on the remaining work to meet a
specified management goal, such as the BAC or the EAC.
It answers the question of “ In order to stay within
budget what rate must we meet for the remaining work?”
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
4. Performance Reviews: (11.5 Plan Risk Responses)
Compare cost performance over time,
schedule activities or work packages
overrunning and under running the budget.
If EVM is being used, the following
information is determined:
Variance Analysis.
Trend Analysis.
Earned Value Performance.
Arch. Sherif Elwishahy, PMP
5. Project Management Software:
Often used to monitor the three EVM dimensions (PV, EV, and AC).
Used to:
Display graphical trends.
Forecast a range of possible final project results.
6. Reserve Analysis:
Cost performance measurements (CV, CPI) are used to assess the magnitude of variation to the original cost baseline.
Arch. Sherif Elwishahy, PMP
1.Work Performance Information.
2.Cost Forecasts.
3.Change Requests.
4.Project Management Plan (UPDATE).
5.Project Document (UPDATE).
6.Organizational Process Assets (UPDATE).
Arch. Sherif Elwishahy, PMP
You are a project Manager responsible for delivering a new manufacturing facility.
Consider the following table which represents a project list of activities.
Prepare a detailed Status Report
of this project on day.
Is this project OK ???
Case Study
Arch. Sherif Elwishahy, PMP
Case Study
EV% CompleteACPVActivity
$ 300100%$ 300$ 300
DAY 1 $ 150100%$ 200$ 150
$ 100100%$ 150$ 100
DAY 2 $ 200100%$ 225$ 200
$ 100100%$ 100$ 100
DAY 3 $ 15060%$ 300$ 250
$ 13065%$ 140$ 200
DAY 4 $ 8020%$ 100$ 400
$ 00%$ 0$ 300
DAY 5 $ 00%$ 0$ 200
Arch. Sherif Elwishahy, PMP
1.Calculate BAC: Budget At Completion for the Project
BAC= Σ PV for all Activities
BAC= 300+150+100+200+100+250+200+400+300+200
BAC= 2200
2.Calculate PV: Planned Value for the Scheduled Project
PV = Σ PV for activities till day 3
PV = 300+150+100+200+100+250 = 1100
3.Calculate AC: Actual Costs for the Project
AC = Σ AC for all activities
AC = 300+200+150+225+100+300+140+250+0+0
AC = 1515
Case Study
Arch. Sherif Elwishahy, PMP
4.Calculate EV: for the Project
EV= Σ EV for all activities
EV= 300+150+100+200+100+150+130+80+0+0
EV= 1210
5.Calculate CPI: Cost Performance Index
CPI = EV / AC
CPI = 1210 / 1515 = 0.799
6.Calculate SPI: Schedule Performance Index
SPI= EV / PV
SPI= 1210 / 1100 = 1.1
Case Study
Arch. Sherif Elwishahy, PMP
7.Calculate CV: Cost Variance
CV = EV–AC = 1210 –1515 = -305
8.Calculate SV: Schedule Variance
SV= EV–PV = 1210 –1100 = 110
9.Calculate EAC: Estimate At Completion
(No corrective action + same performance expected)
EAC= BAC / CPI
EAC= 2200 / 0.799 = 2753 (Case I)
(Corrective action + one time error only)
EAC= BAC+ (AC –EV)
EAC= BAC–CV = 2200 –(-305) = 2505 (Case II)
Case Study
Arch. Sherif Elwishahy, PMP
10.Calculate ETC: Estimate To Completion
ETC = EAC-AC
ETC = 2753 –1515 = 1238 (Case I)
ETC = 2505 –1515 = 990 (Case II)
11.Calculate VAC: Variance At Completion
VAC= BAC-EAC
VAC= 2200 –2753 = -553 (Case I)
VAC= 2200 –2505 = -305(Case II)
12.Calculate TCPI: To-Completion Performance Index
TCPI= (BAC-EV) / (BAC-AC)
TCPI= (2200 –1210) / (2200 –1515)
TCPI= 990 / 685 = 1.445
Case Study
Arch. Sherif Elwishahy, PMP
You are the project manager for the JKH Project.
You have elected to use parametric modeling in
your cost estimating for the project. Which one of
the following is an example of parametric
modeling?
A. $750 per ton
B. Historical information from a similar project
C. Estimates built from bottom-up based on the
WBS
D. Estimates based on top-down budgeting
Question No : 1
You are the project manager for a technical
implementation project. The customer has
requested that you factor in the after-the-project
costs, such as maintenance and service.
This is an example of which one of the following?
A. Life cycle costs
B. Scope creep
C. Project spin off
D. Operations
Question No : 2
You have just completed the initiating processes of a
small project and are moving into the planning
processes when a project stakeholder asks you for the
project’s budget and cost baseline. What should you tell
her?
A. The project budget can be found in the project’s
charter which has just been completed.
B. The project budget and baseline will not be finalized
and accepted until the planning processes are
completed.
C. The project management plan will not contain the
project’s budget and baseline, this is a small project.
D. It is impossible to complete an estimate before the
project management plan is created.
Question No : 3
Your project has a CV of -200. This means:
A. Your project is under budget
B. Your SPI is also negative
C. Your project is above budget
D. CV cannot be negative and there must be an
error in the calculation.
Question No : 4
You are the project manager of the Carpet
Installation Project for a new building. Your
BAC is $600,000. You are now 40 percent done
with the project, though your plan called for
you to be 45 percent done with the work at this
time. What is your earned value?
A. $240,000
B. $270,000
C. $30,000
D. –$30,000
Question No : 5
Important Quality
Concepts
Quality
Is the sum of the characteristics of a product that allow it to meet the demands or expectations of the project.
Quality is all about fulfilling requirements
Grade
Is a category or rank given to entities having the same functional use but different technical characteristics
For example: there are different grades of paint, different grades of metal, and even different grades of travel.
Quality & Grade
Arch. Sherif Elwishahy, PMP
Accuracy
Means that the measured value is very close to the
true value.
Example: if you are testing a process and the target
is 300 ml. output, accuracy deals with how close
the measurement is to the 300 ml. target.
Precision
Means the values of repeated measurements are
clustered and have little scatter.
Example: how many of the outputs are 300 ml.
Precision & Accuracy
Arch. Sherif Elwishahy, PMP
Prevention
Deals with eliminating defects and potential
defects from the process.
It is a proactive approach to quality.
Inspection
Deals with fixing errors as they come up in the
process of creating the product.
It is a reactive approach to quality.
Prevention & Inspection
Arch. Sherif Elwishahy, PMP
Is a philosophy conceived by Dr. Deming.
It focuses on proactive attitude toward quality with a
statistical analysis to document improvement.
Quality should be planned not inspected.
Total Quality Management
Arch. Sherif Elwishahy, PMP
Is a concept created by Philip Crosby.
“Do something right initially, and you shouldn’t
have to repeat it”.
If the money is spent upfront, the effort will
eliminate or minimize the need for rework if
defects occur.
Main points:
Cost of quality is measured by cost of non-
conformance.
Conformance to requirements.
Quality comes from Prevention.
Zero Defect
Arch. Sherif Elwishahy, PMP
Is a concept created by Joseph Juran.
“The needs of the customers and
stakeholders are defined and then
attempted to satisfy”.
The main goal is to satisfy the real need
of the customers and stakeholders.
Fitness For Use
Arch. Sherif Elwishahy, PMP
Means Kai (alter) and Zen (make better or
improve).
Small improvements in products or processes
to reduce costs and ensure consistency of
performance of products or services.
In the US and most of Western Europe
improvements are thought of as BIG
improvements.
In Japan, improvements are thought of as
small improvements.
Kaizen
Arch. Sherif Elwishahy, PMP
The formula for standard deviation is (P –O) / 6.
Minimum defects % acceptable from a process is
sigma levels:
1 Sigma = 68.26%
Accepted Defects = 317’300’000 / Billion
2 Sigma = 95.46%
Accepted Defects = 45’400’000 / Billion
3 Sigma = 99.73%
Accepted Defects = 2’700 / Billion
6 Sigma = 99.9997%
Accepted Defects = 3.4 / Billion
Standard Deviation
( Sigma )
Arch. Sherif Elwishahy, PMP
68.26%
95.46%
99.73%
6 Sigma
99.9997%
Standard Deviatio ( Sigma )
99.9997%
Arch. Sherif Elwishahy, PMP
Project Quality
Management
Project Quality Management includes the
processes and activities that determine
quality policies, objectives, and
responsibilities.
The objective is to satisfy the needs for
which the project was undertaken.
It applies to all projects, regardless of the
nature of their product.
8. Quality Management
Arch. Sherif Elwishahy, PMP
8.2
Planning Controlling
8.38.1
8. Quality Management
Executing
Arch. Sherif Elwishahy, PMP
8.1 Plan Quality Management
Arch. Sherif Elwishahy, PMP
Is the process of:
Identifying quality requirements and/or
standards for the project and product.
Documenting how the project will
demonstrate compliance.
Think through the rules that will define
quality and establish them to verify that the
product will adhere to the quality needs of
the project.
8.1 Plan Quality Management
Arch. Sherif Elwishahy, PMP
8.1 Plan Quality Management
Arch. Sherif Elwishahy, PMP
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
8.1.1 Plan Quality Management :Inputs
Arch. Sherif Elwishahy, PMP
1. Cost-Benefit Analysis:
Is a key tool that involves analysis of how to minimize rework and maximize satisfaction and productivity.
Marginal Analysis:
Optimal quality is reached at the point where the incremental -revenue from improvement equals the incremental cost to secure it.
8.1.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Cost Of Quality [COQ]:
Is the cost associated with conformance to requirements
and steps taken to eliminate non-conformance.
8.1.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
8.1.2 Plan Quality Management :Tools & Techniques
2. Cost Of Quality [COQ]:
Arch. Sherif Elwishahy, PMP
3. Seven basic quality tools:
1- Cause and Effect Diagrams
Also called Ishikawa diagrams or fishbone diagrams.
Illustrate how various factors might be linked to
potential problems or effects.
A possible root cause can be uncovered by continuing
to ask “why” or “how” along one of the lines.
8.1.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
2- Control Charts:
Help measure and track output.
Shows output over time so monitoring for
variance and trends can be completed.
Contains two limitations:
Upper and Lower Control Limits (UCL, LCL).
Upper and Lower Specs. Limits (USL, LSL).
Assignable Cause: Is a measurement on the
control chart that must be researched before
you can determine the reason of the failure.
8.1.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8.1.2 Perform Quality Control:Tools & Techniques
2- Control Charts:
Arch. Sherif Elwishahy, PMP
Special Causes:
Sometimes are called unusual events.
They deal with things that don’t typically
happen associated with a test process.
Common Causes:
Sometimes called normal process variation
or random cause.
They deal with the variation that typically
happens within a process.
It deals with random events that can occur.
8.1.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8.1.2 Perform Quality Control:Tools & Techniques
2- Control Charts:
Arch. Sherif Elwishahy, PMP
3- Flowcharting:
8.1.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
8.1.2 Perform Quality Control:Tools & Techniques
4- Histogram
Arch. Sherif Elwishahy, PMP
8.1.2 Perform Quality Control:Tools & Techniques
5- Pareto Chart:
6- Check Sheets
Arch. Sherif Elwishahy, PMP
7- Scatter Diagram
8.1.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Benchmarking:
Is a key tool used to compare the product or service to other established standards.
Comparing planned practices to other projects, in order to generate ideas for improvement and to provide a standard against which to measure performance.
8.1.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Design of Experiments:
Analytical technique that helps identify which variables have the most influence on the overall outcome
Helps determine an optimal solution from a relatively limited number of cases.
6. Statistical Sampling:
Is used to test an appropriate amount of output to detect defects.
The quantity tested is enough so that the cost would not out weight the benefit.
8.1.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
7. Additional Quality Planning Tools:
These include but not limited to:
Brainstorming.
Affinity Diagrams.
Force Field Analysis.
Nominal Group Technique.
Matrix Diagrams.
Prioritization Matrices.
8. Meetings.
8.1.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Quality management plan
2. Quality metrics
Is an operational definition that describes,
in very specific terms, a project or product
attribute and how the quality control process
will measure it.
8.1.3Plan Quality Management :Outputs
Arch. Sherif Elwishahy, PMP
3. Quality checklists
It’s usually a list of activities that workers will
check off to ensure each task has been
completed.
Checklists can be quick instructions of what
needs to be done to clean a piece
of equipment, or questions that
remind the employee to
complete a task.
8.1.3Plan Quality Management :Outputs
Arch. Sherif Elwishahy, PMP
4. Process improvement Plan:
Process boundaries: Describes the purpose of
processes, their start and end, their inputs/ outputs, the
data required, the owner, and the stakeholders.
Process configuration: A graphic depiction of
processes, with interfaces identified, used to facilitate
analysis.
Process metrics: Along with control limits, allows
analysis of process efficiency.
Targets for improved performance: Guides the process
improvement activities.
5. Project Document updates.
8.1.3Plan Quality Management :Outputs
Arch. Sherif Elwishahy, PMP
8.2 Perform Quality
Assurance
Arch. Sherif Elwishahy, PMP
Is the process of:
Auditing the quality requirements and the results
from quality control measurements to insure
appropriate quality standards and operational
definitions are used.
We verify or validate that the quality standards
defined for the project will indeed meet the
standards.
This validates the quality process not the
product.
8.2 Perform Quality Assurance
Arch. Sherif Elwishahy, PMP
8.2 Perform Quality Assurance
Arch. Sherif Elwishahy, PMP
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
8.2.1 Perform Quality Assurance:Inputs
Arch. Sherif Elwishahy, PMP
8.2.2 Perform Quality Assurance:Tools & Techniques
1. Plan Quality and Control Quality Tools &
Techniques.
Arch. Sherif Elwishahy, PMP
2. Quality Audits:
Is a structured, independent review to determine whether
project activities comply with organizational and project
policies, processes, and procedures.
The objectives of a quality audit are:
Identify all the good/best practices being implemented,
Identify all the gaps/shortcomings,
Share the good practices.
Proactively offer assistance in a positive manner.
Highlight contributions of each audit in the lessons
learned repository of the organization.
8.2.2 Perform Quality Assurance:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Process Analysis:
Utilize the process improvement plan to
figure out ways to optimize the project
execution.
Root-Cause analysis is done to determine
what is causing any problems and takes
steps to eliminate similar problems in the
future.
8.2.2 Perform Quality Assurance:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Change requests
2. Project management plan updates
3. Project document updates
4. Organizational process assets updates
8.2.3 Perform Quality Assurance:Outputs
Arch. Sherif Elwishahy, PMP
8.3 Perform Quality
Control
Arch. Sherif Elwishahy, PMP
Is the process of:
Monitoring and recording results of executing
the quality activities to assess performance and
recommend necessary changes.
It is the process area in which the product or the
output of the process is measured against the
specifications.
The items that “roll off the line” would be
measured against the approved standard.
8.3 Perform Quality Control
Arch. Sherif Elwishahy, PMP
8.3 Perform Quality Control
Arch. Sherif Elwishahy, PMP
1.Project Management Plan.
2.Quality Metrics.
3.Quality Checklists.
4.Work Performance Data.
5.Approved Change Requests.
6.Deliverables.
7. Project Documents
8.Organizational Process Assets.
8.3.1 Perform Quality Control:Inputs
Arch. Sherif Elwishahy, PMP
1. Seven Basic Quality Tools
8.3.2 Plan Quality Management :Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Statistical Sampling:
3. Inspection:
Is the process of verifying that the work was
built as intended includes measuring,
examining, and testing.
Performed at various points in the project Also
referred to as reviews, peer reviews, audits, and
walk-thorough.
4. Approved Change Requests Review:
8.3.2 Perform Quality Control:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Quality control measurements
2. Validated changes
3. Verified deliverables
4. Work Performance Information
5. Change requests
6. Project management plan updates
7. Project document updates
8. Organizational process assets updates
8.3.3Perform Quality Control:Outputs
Arch. Sherif Elwishahy, PMP
The customer was not satisfied with the
finished product`s quality. The cost of
poor quality can also be referred to as:
A. Cost of conformance
B. Failure cost
C. Rework cost
D.Opportunity cost .
Question No : 1
You are the project manager for the Floor
Installation Project. Today, you plan to meet with
your project team to ensure the project is
completed with no deviations from the project
requirements.
This process is which of the following?
A. Quality planning
B. Quality management
C. Quality control
D. Quality assurance
Question No : 2
All the following statements about "Quality"
and "Grade" are true EXCEPT:
A. Grade is a rank given to entities having the
same functional use but different technical
characteristics.
B. Low quality product may be of high grade.
C. Low grade product may be of high quality.
D. It is a problem if the product is of high
quality and low grade.
Question No : 3
You are the project manager for the KOY Project.
This project Requires Quality that maps to federal
guidelines. To ensure that you can meet these
standards, you have elected to send the project
team through training specific to the federal
guidelines your project must adhere to. The costs
of these classes can be assigned to which of the
following?
A. Cost of doing business
B. Cost of quality
C. Cost of adherence
D. Cost of nonconformance
Question No : 4
In the following graphic, what does the
highlighted area represent?
A. Out of control data points
B. In control data points
C. Rule of seven
D. Standard deviation
Question No : 5
Project Human Resource
Management
9.2
Planning Executing
9.3
9.1
9. Human Resource
Management
9.4
Arch. Sherif Elwishahy, PMP
Project HR Management includes the processes that organize, manage, and lead the project team.
PMI’s perspective is that the Project Manager has human resource responsibilities and authority.
9. Human Resource
Management
Arch. Sherif Elwishahy, PMP
9.1 Develop Human
Resource Plan
Arch. Sherif Elwishahy, PMP
Is the process of:Identifying and documenting project
roles, responsibilities and required skills.Reporting relationshipsCreating a staffing management plan.Individuals and groups may be part of
the organization or external to it.
9.1 Develop Human Resource Plan
Arch. Sherif Elwishahy, PMP
9.1 Plan Human ResourceManagement
Arch. Sherif Elwishahy, PMP
1. Project Management Plan
2.Activity Resource Requirements.
3.Enterprise Environmental Factors.
4.Organizational Process Assets.
9.1.1 Develop Human Resource Plan : Inputs
Arch. Sherif Elwishahy, PMP
1. Organization Charts and Position Description:Also known as Organizational Breakdown Structure
[OBS] or Resource Breakdown Structure [RBS]. It is a graphical display of reporting relationships on
the project.Position Description help team members understand
their project responsibilities.We can categorize into (3) types:Hierarchical-type chart (OBS, or RBS).Matrix-based chart (RAM).Text-oriented format.
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Networking:
Is a good opportunity to ensure that an appropriate approach to staffing and the appropriate parties are involved.
Is a formal and informal interaction with others in an organization, industry, or professional environment.
Human Resource networking activities include:
Proactive correspondence.
Luncheon meetings.
Informal conversations.
Trade conferences.
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Organizational Theory:
Helps establish how the organization or project should be structured.
Effective use of this information can:
Shorten the amount of time, cost, and effort needed to create the human resource planning outputs.
Improve the likelihood that the planning will be effective.
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Expert Judgment
5. Meetings
9.1.2 Develop Human Resource Plan : Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Human Resource Plan:Is created to include roles and responsibilities,
organizational charts, and a staffing management plan for the project.
The plan should include –at minimum:Documentation of roles and responsibilities. Project organization charts that define team
members and their reporting hierarchy.Staffing Management Plan.
9.1.2 Develop Human Resource Plan : Outputs
Arch. Sherif Elwishahy, PMP
Role: The portion of a project for which a person is
accountable.
Authority: Right to apply project resources, expend funds,
make decisions, or give approvals
Responsibility: Work that a project team member is
expected to perform.
Competency: Skill and capacity required to complete
project activities.
Role &Responsibility
Arch. Sherif Elwishahy, PMP
Is part of the Human Resource Plan and helps Project Manager and team do the following:
Acquire staff.
Establish Resource Calendar.
Create a staff release plan.
Establish training requirements.
Establish recognition and rewards.
Ensure compliance.
Ensure safety.
Staffing Management Plan
Arch. Sherif Elwishahy, PMP
9.2 Acquire Project Team
Arch. Sherif Elwishahy, PMP
Is the process of:
Confirming human resource availability.
Obtaining the team necessary to complete project assignments.
The project management team may or may not have direct control over team member selection because:
Use of subcontractor personnel.
Matrix project environment.
9.2 Acquire Project Team
Arch. Sherif Elwishahy, PMP
9.2 Acquire Project Team
Arch. Sherif Elwishahy, PMP
1.Human Resource Management Plan.
2.Enterprise Environmental Factors.
3.Organizational Process Assets.
9.2.1 Acquire Project Team:Inputs
Arch. Sherif Elwishahy, PMP
1. Pre-Assignment:
Pre-assignment occurs when it is known in advance
that certain people will be on the project team.
Some of the reasons could be:
Some people being promised as part of a competitive
proposal.
The project depends upon the expertise of particular
persons.
Some staff assignments are defined within the project
charter.
9.2.2 Acquire Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Negotiation:
Staff assignments are negotiated on many projects.
The project management team negotiates with:
Functional Managers.
Other Project Management teams.
External organizations (vendors, contractors).
9.2.2 Acquire Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Acquisitions:
Required services may be acquired from outside
sources.
Can involve hiring individual consultants or sub-
contracting work to another organization.
9.2.2 Acquire Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Virtual Teams:
Are comprised of people working in various locations.
They can work together virtually via technology for activities
such as communication and information sharing.
Benefits may be:
Form teams who live in widespread geographic areas.
Incorporate employees who work from home offices.
Include people with mobility limitations or disabilities.
Launch projects that would have been ignored due to travel
expenses.
9.2.2 Acquire Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Multi-Criteria Decision Analysis
Criteria is developed and used to rate potential team members.
The criteria is weighted according to the relative importance.
Some examples of selection criteria are as follows:
Availability.
Cost.
Experience.
Ability.
Knowledge
Skills.
Attitude.
International factors.
9.2.2 Acquire Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Project Staff Assignments.
2. Resource Calendars:
Document the time periods that each project team member can work on the project.
This should include:
Vacations.
Commitment to other projects.
Team member availability.
3. Project Management Plan Update.
9.2.3 Acquire Project Team:Outputs
Arch. Sherif Elwishahy, PMP
9.3 Develop Project Team
Arch. Sherif Elwishahy, PMP
Is the process of:
Improve knowledge and skills of team members.
Improve feelings of trust and agreement among team members to lower conflict, and increase team work.
Create a team culture to allow cross-training and mentoring between team members to share
knowledge and expertise.
9.3 Develop Project Team
Arch. Sherif Elwishahy, PMP
9.3 Develop Project Team
Arch. Sherif Elwishahy, PMP
1.Project Human Resource Plan.
2.Project Staff Assignments..
3.Resource Calendars.
9.3.1 Develop Project Team:
Inputs
Arch. Sherif Elwishahy, PMP
1. Interpersonal Skills:
Sometimes known as “Soft Skills”.
Are vital to maximize the output of the team.
This allows the project manager to work with the appropriate parties as needed to get the necessary outcome.
Skills such as:
Empathy.
Influence.
Creativity.
Group Facilitation.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Training: Is a key to team development. Training focuses on developing the individual,
which helps make the team stronger.There are a number of training formats: Online, and Computer-based. Classroom. On-the-job. Mentoring, and Coaching. Learning from other team members.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Team-Building Activities:
Help in team development.
Activities could include group lunches or an evening away from work in a social environment.
Reward and recognize individual work efforts.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
Team Development Life Cycle
Arch. Sherif Elwishahy, PMP
4. Ground Rules:
Help set performance and other expectations by the team members.
Early commitment to clear guidelines decreases misunderstandings and increase productivity.
All project team members share responsibility for enforcing the rules once they are established.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Co-Location:
Team members are places at the same location (War Room).
It generally helps facilitate team-building by having people working together.
While co-location is considered a good strategy, the use of virtual teams is sometimes unavoidable.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
6. Recognition and Rewards:
It is part of the Develop Human Resource Plan.
To help with cohesiveness, by including rewards that all on the project can win, not just a certain person or a few.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
7. Personnel Assessment Tools: These tools help project managers assess the team
preferences, aspirations, how they process information, how they make decisions, and how they prefer to interact with people.
Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups.
These tools can provide improved understanding, trust, commitment, and communications among team members.
9.3.2 Develop Project Team:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
1.Team Performance Assessments:
The evaluation may include:
Improvement in skills.
Improvements in competencies that help the team perform better as a team.
Reduced staff turnover rate.
Increased team cohesiveness.
2.Enterprise Environmental Factors (UPDATE).
9.3.3 Develop Project Team:
Outputs
Arch. Sherif Elwishahy, PMP
9.4 Manage Project Team
Arch. Sherif Elwishahy, PMP
Is the process of: Tracking team member performance. Providing feedback. Resolving issues. Managing changes to optimize project
performance. It requires a variety of management skills to
create high-performance teams.
9.4 Manage Project Team
Arch. Sherif Elwishahy, PMP
9.4 Manage Project Team
Arch. Sherif Elwishahy, PMP
1.Human Resource Management Plan.
2.Project Staff Assignments.
3.Team Performance Assessment.
4. Issue Log.
5.Work Performance Reports.
6.Organizational Process Assets.
9.4.1 Manage Project Team:Inputs
Arch. Sherif Elwishahy, PMP
1. Observation and Conversation: Used to monitor work being accomplished, plus
their attitude on the project.
2. Project Performance Appraisals:
Used to evaluate team members performance.
They can be formal or informal.
Is sometimes called 360 degree feedback because the feedback comes from all around the team members –including the member under review himself / herself.
9.4.2 Manage Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Conflict Management:
Helps raise productivity and enhance working relationships.
Common sources of can be:
Scheduling
Project priorities.
Resource.
Technical Opinions.
9.4.2 Manage Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
Problem Solving (confrontation)
Directly addresses disagreements this method is considered to be a win-win, should be the first choice.
Compromising (bargaining)
Both parties must give up something.
Smoothing
Emphasizes on commonalties keeps the atmosphere friendly.
Conflict Resolution Techniques
Arch. Sherif Elwishahy, PMP
Collaborating
Involves incorporating multiple ideas and viewpoints from people with different perspectives.
Withdrawal (avoidance)
Retreating from actual or potential disagreements.
Forcing
Exerts one's viewpoint at the potential expense of
another party, it provides resolution but is considered to be a win-lose.
Conflict Resolution Techniques
Arch. Sherif Elwishahy, PMP
4. Interpersonal Skills:
Are keys to working with team members as needed to maximize team performance.
Vital interpersonal skills :
Leadership.
Influencing.
Effective decision making.
9.4.2 Manage Project Team:Tools & Techniques
Arch. Sherif Elwishahy, PMP
Legitimate (Formal) Power :
The power is based on position.
Reward Power :
Stems from the ability to reward.
Expert Power :
The power comes from being the technical expert.
Referent Power:
Is based on the person liking the individual.
Punishment Power:
Comes from the ability to penalize.
Power of Project
Manger
Arch. Sherif Elwishahy, PMP
1.Change requests
2.Project management plan updates
3. Project Document Update.
4.Enterprise environmental factors updates
5.Organizational process assets updates
9.4.3 Manage Project Team:Outputs
Arch. Sherif Elwishahy, PMP
Motivational Theories
Arch. Sherif Elwishahy, PMP
Maslow’s Hierarchy
of Needs
A Satisfied need is no
longer a motivation!!
Arch. Sherif Elwishahy, PMP
Herzberg had two (2) main areas for workspace success:
Hygiene Factors:
Focus mainly on areas associated with workplace (safe work environment, steady pay, and stable job).
Motivational Factors:
Non financial characteristics of work (opportunity to improve, do more, education, and responsibility)
“Money does not create motivation”.
Herzberg Hygiene
Factor
Arch. Sherif Elwishahy, PMP
Resolves around three (3) aspects:
Achievement: Being successful.
Power: Influencing others.
Affiliation: Belonging.
McClelland’s theory
Arch. Sherif Elwishahy, PMP
McGregor’s Theory X &
Theory Y
Theory “ X “:
Management assumed employees ARE lazy and hate work.
Employees will avoid work
Employees are only after $$
Managers blame & punish
Manager’s job is to structure and energize employees.
Theory “ Y “:
Employees enjoy their physical and mental work.
Employees MIGHT BE ambitious & self motivated
Managers assume that if given the right conditions, people will DO WELL, which is THE MOTIVE.
Arch. Sherif Elwishahy, PMP
The employee work a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort.
This assumption can usually be quite a disappointment for those believing they will be greatly rewarded when the project is done.
Expectancy Theory
Arch. Sherif Elwishahy, PMP
You are the project manager of the PUY
Project. This project requires a chemical
engineer for seven months of the project
although there are no available chemical
engineers within your department.
This is an example of which of the following?
A. Organizational interfaces
B. Staffing requirements
C. Contractor requirements
D. Resource constraints
Question No : 1
You are the project manager for the LMG Project.
Your project will have several human resource
issues that must be coordinated and approved by
the union. Which of the following statements is
correct about this scenario?
A. The union is considered a resource constraint.
B. The union is considered a management
constraint.
C. The union is considered a project stakeholder.
D. The union is considered a project team
member.
Question No : 2
Management has requested that you
create a chart depicting all of the project
resource needs and the associated
activities.
Management is looking for which type of
chart?
A. A roles chart
B. A roles matrix
C. A roles and responsibilities matrix
D. A Gantt chart
Question No : 3
Which problem-solving technique is the
best for most project management
situations?
A. Confronting
B. Compromising
C. Forcing
D. Avoidance
Question No : 4
Mike is the project manager for a project with a very
tight schedule. The project is running late and Mike
feels that he does not have time to consider all the
possible solutions that two team members are in
disagreement over. Mike quickly decides to go with
the team member with the largest amount of
seniority. This is an example of which of the
following?
A. Problem solving
B. Compromising
C. Forcing
D. Withdrawal
Question No : 5
Project Communication
Management
Miscommunication
Internal
External
Vertical
Horizontal
Formal
Informal
Written and Oral
Verbal and Non-verbal
Communication Activities
Arch. Sherif Elwishahy, PMP
listening actively and effectively,
Questioning, probing ideas and situations to ensure better understanding,
Educating to increase team’s knowledge so that they can be more effective.
Fact-finding to identify or confirm information,
Persuading a person or organization to perform an action.
Negotiating to achieve mutually acceptable agreements between parties.
Resolving conflict to prevent disruptive impacts.
Communications Skills
Arch. Sherif Elwishahy, PMP
Communication Types
and Methods
Formal Written: charter, plans, long distance
Formal verbal : Speeches, Press conferences
Informal Written: emails, memos
Informal verbal: meetings, conversations
Arch. Sherif Elwishahy, PMP
10.1
Planning Executing
10.2
10. Communication
Management
Monitoring
10.3
Arch. Sherif Elwishahy, PMP
10.1 Plan Communication
Management
Arch. Sherif Elwishahy, PMP
Is the process of:
Developing an appropriate approach and plan for project communications.
Based on stakeholder’s information needs and requirements, and available organizational assets.
Key criteria here is:
What information they need?
When it’s needed?
In what format?
10.1 Plan Communication
Arch. Sherif Elwishahy, PMP
10.1 Plan Communication
Arch. Sherif Elwishahy, PMP
1. Communication Requirements Analysis:
Factors in the communication requirements to ensure they are properly addressed in the Communication Management Plan.
This analysis can include:
Organization Charts.
Responsibility Assignment Matrix [RAM].
Logistical needs.
Internal and external information requirements.
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
Communications is a complex part of any project.
The more people involved in a project, the more communication channels among them.
The formula is:
Number of communication channels =
N * (N-1) / 2
Where N is the number of people on the project.
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
A Project Manager has a team of 6 working on the project. During a certain phase of the project, 2 new members have been added to the project.
How many channels were added when the new members joined ?
Example
Arch. Sherif Elwishahy, PMP
N Original = 7
Channels Original = 7 * 6 / 2 = 21
N New= 9
Channels New= 9 * 8 / 2 = 36
Added channels = 36 –21 = 15 channel
Arch. Sherif Elwishahy, PMP
2. Communication Technology:Distributes project information per the
requirements in the Communication Management Plan.
Variables that influence the use of the technology could be:The importance of the information needed.The use of the technology infrastructure.Staffing levels.Project length.Project team culture.
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Communication Models:Are used to establish how communication will be
encoded, decoded and what the medium of the message will be.
10.1.2 Plan Communication:
Tools & Techniques
Encode
decode
decode
encode
sender receiverNoise
Noise
medium
Message
Feedback- message
Arch. Sherif Elwishahy, PMP
Key components of a basic model of communication include:
Encode - to translate thoughts or ideas into a language that is understood by others
Message - output of encoding
Medium - method used to convey the message
Noise - anything that interferes with the transmission and understanding of the message
Decode - translate the message back into meaningful thoughts or ideas
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Communication methods
Interactive communications
Push communications
Pull communications
5. Meetings.
10.1.2 Plan Communication:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Communications Management Plan:
The plan defines:
Communication needs of the stakeholders.
Communication format.
Communications frequency.
The plan helps the PM do:
Communication infrastructure for distributing information.
Report performance on the project.
Deal with communication issues that arise on the
project.
10.1.3 Plan Communication:
Outputs
Arch. Sherif Elwishahy, PMP
10.2 Manage Communication
Arch. Sherif Elwishahy, PMP
Is the process of:
Ensuring that the information communicated has been appropriately generated, received and understood.
Techniques for effective communications management:
Sender-receiver models.
Choice of media.
Writing style.
Meeting management techniques.
Presentation techniques.
Facilitation techniques.
Listening techniques.
10.2 Manage Communication
Arch. Sherif Elwishahy, PMP
10.2 Manage Communication
Arch. Sherif Elwishahy, PMP
1. Communication technology
2. Communication models
3. Communication methods
4. Information management systems
5. Performance reporting
Analysis of past performance.
Analysis of project forecasts (including time and cost).
Current status of risks and issues.
Work completed during the period.
Work to be completed in the next period.
Summary of changes approved in the period.
10.2.2 Manage Communication:Tools & Techniques
Arch. Sherif Elwishahy, PMP
10.2.3 Manage Communication:Outputs
1. Project communicationsThe activities that are required for information to
be created, distributed, received, acknowledged, and understood.
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
Arch. Sherif Elwishahy, PMP
10.3 Control Communications
Arch. Sherif Elwishahy, PMP
Is the process of:
Monitoring and controlling communications throughout the entire
Project life cycle to ensure the information needs of the project stakeholders are met.
10.3 Control Communications
Arch. Sherif Elwishahy, PMP
10.3 Control Communications
Arch. Sherif Elwishahy, PMP
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
Arch. Sherif Elwishahy, PMP
Of the following, which one is not an example of formal communications?
A. Presentations to groups
B. conversations
C. Contractual agreements
D. Presentations to management
Question No : 1
You are the project manager for the LKH Project. Management has requested that you create a document detailing what information will be expected from stakeholders and to whom that information will be disseminated. Management is asking for which one of the following?A. Roles and responsibilities matrixB. Scope Management PlanC. Communications Management PlanD. Communications worksheet
Question No : 2
You are the project manager for the JGI Project. You have 32 stakeholders on this project.How many communications channels do you have?A. Depends on the number of project team
members.B. 496C. 32D. 1
Question No : 3
Which one of the following is an output from controlling communications?A. Trend analysisB. EVMC. Variance analysisD. Change requests
Question No : 4
Project Risk
Management
Objectives are to increase the probability and impact of positive events and decrease the probability and impact of negative events In the project
A key overlying concept is consistency and proactively approach the risk on the project.
Arch. Sherif Elwishahy, PMP
11.2
Planning
11.3
11.1
11. Risk Management
11.4
Monitoring
11.6
11.5
Arch. Sherif Elwishahy, PMP
11.1 Plan Risk Management
Arch. Sherif Elwishahy, PMP
Is the process of:
Defining how to conduct risk management activities for a project.
The PM and the team proactively plan how to identify, rank, and address risk and risk management.
The company’s risk management policies help define what the team will do on the project regarding risk and risk management.
11.1 Plan Risk Management
Arch. Sherif Elwishahy, PMP
11.1 Plan Risk Management
Arch. Sherif Elwishahy, PMP
1. Analytical Techniques
Analytical techniques are used to understand and define the overall risk management context of the project.
Stakeholder risk profile analysis is performed to grade and qualify the project stakeholder risk appetite and tolerance.
Risk scoring sheets, are used to provide a high-level assessment of the risk exposure of the project.
Arch. Sherif Elwishahy, PMP
1. Risk Management Plan
Methodology: a guideline system for solving a problem, with specific components such as phases, tasks, methods, techniques and tools.
Roles and Responsibilities
Budgeting
Timing
Risk Categories
Definition of Risk Probability and Impact
Revised Stakeholders' Tolerance
Reporting Formats
Tracking Arch. Sherif Elwishahy, PMP
Risk Breakdown
Structure
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Probability & Impact Matrix
Arch. Sherif Elwishahy, PMP
Impact
Probability
Very Low
0.05
Low
0.10
Moderate
0.20
High
0.40
Very High
0.80
Very High
90%
.045 .09 .18 .36 .72
High 70%
.035 .07 .14 .28 .56
Moderate 50%
.025 .05 .10 .20 .40
Low 30%
.015 .03 .06 .12 .24
Very Low
10 %
.01 .01 .02 .04 .08
Probability & Impact Matrix
Arch. Sherif Elwishahy, PMP
Risk tolerance for a person or organization can influence the project environment.
There are three types of risk tolerance:
Risk-Averse
Is a mentality of risk avoidance.
Risk-Neutral
Is a middle ground mentality towards risk.
Risk-Seeker
Is a mentality of looking for risk,
Risk Tolerance
Arch. Sherif Elwishahy, PMP
11.2 Identify Risks
Arch. Sherif Elwishahy, PMP
Is the process of:
The project Manager, team, and any key stakeholder determine which risks may affect the project and documenting their characteristics.
These risks could be small impact risks with a low probability of happening, to large impact risks with a high probability of happening.
The team could also use a predefined list from previous projects as a starting point for the project.
When complete, the team moves any risks to Qualitative Risk Analysis. Or determine that they don’t need to devote time to developing a response strategy.
11.2 Identify Risks
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11.2 Identify Risks
Arch. Sherif Elwishahy, PMP
1. Documentation Reviews:
Are done on a project to evaluate potential risk and trigger identification.
One of the important documents to be revised is the WBS.
2. Information Gathering Techniques:
This can include:
Brainstorming.
Delphi Technique.
Interviewing.
Root cause Identification
3. Checklist Analysis: Is useful for verification that things are done as planned.
11.2.2 Identify Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Assumption Analysis.
11.2.2 Identify Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Diagramming Techniques:
Cause and Effect Diagram (Ishikawa –Fishbone).
System or Process Flow Charts.
Influence Diagrams.
11.2.2 Identify Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
6. SWOT Analysis:
Is done to perform a review of the project environment to see:
Strengths
Weakness
Opportunities
Threats
7. Expert Judgment.
11.2.2 Identify Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
11.2.3 Identify Risks:Outputs
1. Risk Register:
Arch. Sherif Elwishahy, PMP
11.3 Perform Qualitative
Risk Analysis
Arch. Sherif Elwishahy, PMP
The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact
Comes from evaluating a component (risk) of a project as high, medium, or low.
11.3 Perform QualitativeRisk Analysis
Arch. Sherif Elwishahy, PMP
11.3 Perform QualitativeRisk Analysis
Arch. Sherif Elwishahy, PMP
1. Risk Probability and Impact Assessment:
Helps show what is likely to happen on the project and the effects of it by applying it to a Probability and Impact Matrix.
Severity of Risk Event (Risk Score) = Impact X Probability
11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques
Probability
Impact
Very Low 0.05 Low 0.10 Moderate 0.20 High 0.40 Very High 0.80
Very High 90% .045 .09 .18 .36 .72
High 70% .035 .07 .14 .28 .56
Moderate 50% .025 .05 .10 .20 .40
Low 30% .015 .03 .06 .12 .24
Very Low 10 % .01 .01 .02 .04 .08
Arch. Sherif Elwishahy, PMP
2. Probability and Impact Matrix:
11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Risk Data Quality Assessment:
Qualitative risk analysis requires accurate and unbiased data for it to be credible.
It provides a technique to evaluate the degree to which the data about risks is useful for risk management.
Involves examining the:
Degree to which the risk is understood.
Accuracy, reliability, and integrity of the risk data.
11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Risk Categorization:
Is used to help group sources of risk and areas of project risk.
Grouping risks by common root causes can result in developing effective risk responses.
Categories can be based on:
Source of the risk using the Risk Breakdown Structure.
Areas of the project affected using the Work Breakdown Structure.
Other categories like project phases.
11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Risk Urgency Assessment:
Review risk requiring near-term responses.
6. Expert Judgment:
Is a key to assess the probability and impact of each risk.
Experts with relevant experience of:
Similar Projects.
Business Areas.
Expert’s bias needs to be taken into consideration here.
11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
11.4 Perform Quantitative
Risk Analysis
Arch. Sherif Elwishahy, PMP
Is the process of:Numerically analyzing the effect of identified
risks on overall project objectives.Quantitative Risk Analysis breaks down risks
from a high, medium, and low ranking to actual numerical values and probabilities of occurrence.
Risks that are higher in probability and impact are more likely to be evaluated via quantitative risk analysis.
11.4 Perform QuantitativeRisk Analysis
Arch. Sherif Elwishahy, PMP
11.4 Perform QuantitativeRisk Analysis
Arch. Sherif Elwishahy, PMP
1. Date Gathering and Representation Techniques: Interviewing Probability Distributions
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Quantitative Risk Analysis and Modeling Techniques:
Commonly used techniques in Quantitative Risk Analysis include:
Sensitivity Analysis.Expected Monetary Value Analysis (EMV).Decision Tree Analysis.
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
Sensitivity Analysis:
A technique used to determine how different values of an independent variable will impact a particular dependent variable under a given set of assumptions. such as the effect that changes in interest rates will have on a bond's price.
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
EMV (Expected Monetary Value):
Is a statistical concept that calculates the average
outcome when the future includes scenarios that may or may not happen.
Decision tree analysis:
Is usually structured using a decision tree diagram that describes a situation under consideration.
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
$ 100,000 FFP Contract Value
$ 1,000Per Day Penalty for delay
Self Execute
$ 80,00080% chance the cost is
$ 90,00020% chance the cost is
95 %Chance the project is on time
5 %Chance the project is delayed 2 days
Out source
$ 70,00060% chance the cost is
$ 80,00040 % chance the cost is
80 %Chance the project is on time
20 %Chance the project is delayed 20 days
Case Study
Arch. Sherif Elwishahy, PMP
Case Study
Self Exec.
Or
Out
Source
EVM = 22000 $ The decision to out source the contract
Arch. Sherif Elwishahy, PMP
Modeling & Simulation:
Is using a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.
Monte Carlo is a mock-up technique that uses software to simulate project characteristics to determine possible outcome.
Probability Tables.
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques
Arch. Sherif Elwishahy, PMP
1.Project Documents Updates:
Probabilistic analysis of the project.
Probability of achieving cost and time objectives.
Prioritized list of quantified risks.
Trends in quantitative risk analysis results.
11.4.3 Perform Quantitative RiskAnalysis: Outputs
Arch. Sherif Elwishahy, PMP
11.5 Plan Risk Response
Arch. Sherif Elwishahy, PMP
Is the process of:
Developing options and actions to enhance opportunities and to reduce threats to project objectives.
This could be anything from doing nothing, to full implementation of a detailed risk response.
11.5 Plan Risk Response
Arch. Sherif Elwishahy, PMP
11.5 Plan Risk Response
Arch. Sherif Elwishahy, PMP
Do it ourselves (do
not subcontract)
Changing the plan to eliminate a
risk by avoiding the
cause/source of risk
Avoid
Buy/subcontract:
move liabilities
Shift responsibility of risk
consequence to another party
Transfer
Use more qualified
resources
Seeks to reduce the impact or
probability of the risk event to an
acceptable threshold
Mitigate
1. Strategies for Negative Risk or Threats:
11.5.2 Plan Risk Response:Tools & Techniques
Arch. Sherif Elwishahy, PMP
ExampleDefinitionStrategy
The technology company
formed a partnership with a
marketing company to launch a
sales campaign.
Involves sharing the
responsibility (and benefits) of
the risk with a third party to
maximize an opportunity
Share
The new project had the best
resources assigned to maximize
the probability of success
Involves taking steps to ensure
the risk and success of the event
or project.
Exploit
When sales were exceeding
projections, the company hired
more sales people to ensure that
as many customers as possible
knew of their products
Involves taking steps to improve
the size / capacity of the risk
event by determining the key
components of the risk and
maximize those components.
Enhance
11.5.2 Plan Risk Response:Tools & Techniques
2. Strategies for Positive Risk or Opportunity:
Arch. Sherif Elwishahy, PMP
Strategy for Positive and Negative Risk:
Acceptance:
Involves tolerating the risk and dealing with it. It is a valid option if there are no other options available.
Determining that if a union goes on strike, the project will have to stop until the strike is settled.
11.5.2 Plan Risk Response:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Contingent Response Strategy:
Created to be used if only certain conditions are present.
This could be created if conditions change on the project or to accommodate for worst case situations.
Example:
The team developed a contingency plan to add staff to the project if the important development milestones was missed.
11.5.2 Plan Risk Response:Tools & Techniques
Arch. Sherif Elwishahy, PMP
Residual Riskis the amount of risk remaining after a risk response has been implemented.
Secondary Riskis a jeopardy that results from the implementationof a risk response (side effects).
Work aroundis a contingency put into action when a risk response and any backup plan don’t work.
Important Notes
Arch. Sherif Elwishahy, PMP
Contingency Reserves:Known Unknowns: for risk events that you know can occur on a project.Example:Something costing more than planned, taking longer than planned, or scope creep.
Management Reserves:Unknown Unknowns: for risk events you can’t forecast potentially occurring on a project.Example:Natural disaster or terrorist attack.
Important Notes
Arch. Sherif Elwishahy, PMP
11.6 Control Risks
Arch. Sherif Elwishahy, PMP
Is the process of: Implementing risk response plans. Tracking identified risks. Monitoring residual risks. Identifying new risks. Evaluating risk process effectiveness
throughout the project. It can include verifying if project assumptions
are still applicable.
11.6 Monitor & Control Risks
Arch. Sherif Elwishahy, PMP
11.6 Control Risks
Arch. Sherif Elwishahy, PMP
1. Risk Reassessment:
Should go on throughout the project.
Reevaluate the probability and impact of the identified risk.
Monitor for any new risk.
2. Risk Audits:
Are used for effectiveness.
Periodic project Risk Reviews can help detect potential risk exposure.
11.6 Control Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
3. Variance and Trend Analysis:
Trends in projects execution should be reviewed using performance data.
Earned value analysis and other trend analysis may be used for monitoring overall project performance.
4. Technical Performance Measurement:
Helps verify if the project is performing compared to the planned standard.
11.6 Control Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Reserve Analysis:
Analyze the amount of schedule or budget contingency reserve to the remaining risk on the project.
6. Meetings:
Can be an agenda item at periodic status meetings.
11.6 Control Risks:Tools & Techniques
Arch. Sherif Elwishahy, PMP
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
11.6 Control Risks:Outputs
Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
The customers of the project have requested additions
to the project scope. The project manager brings notice that additional risk planning will need to be added to the project schedule. Why?
A. The risk planning should always be the same amount of time as the activities required by the scope change.
B. Risk planning should always occur whenever the scope is adjusted.
C. Risk planning should only occur at the project manager’s discretion.
D. The project manager is incorrect; risk planning does not need to happen at every change in the project.
Question No : 1
You are the project manager of the KLJH Project. This project will last two years and has 30 stakeholders.
How often should risk identification take place?
A. Once at the beginning of the project.
B. Throughout the execution processes.
C. Throughout the project.
D. Once per project phase.
Question No : 2
You are the project manager for a project that will create a new
and improved web site for your company. Currently, your
company has over eight million users around the globe. You
Would like to poll experts within your organization with a simple,
anonymous form asking for any foreseeable risks with the
design, structure, and intent of the web site. With the collected
information, subsequent anonymous polls are submitted to the
group of experts. This is an example of ____.
A. Risk identification
B. A trigger
C. An anonymous trigger
D. The Delphi Technique
Question No : 3
You have just been assigned as the project for a new telecommunications project that is entering the second phase of the project. There appear to be many risks on this project but no one has evaluated them to assess the range of possible project outcomes. What needs to be done?A. Plan risk management.B. Perform quantitative risk analysis.C. Plan risk responses.D. Monitor and control risks.
Question No : 4
The water sanitation project manager has determined the risks associated with handling certain chemicals are too high. He has decided to allow someone else to complete this portion of the project, and so has outsourced the handling and installation of
the chemicals and filter equipment to an experienced contractor. This is an example of which of the following?
A. Avoidance
B. Acceptance
C. MitigationD. Transference
Question No : 5
Project Procurement
Management
12.2
Planning Executing
12.312.1
12. Procurement Management
Monitoring
12.4
Closing
Arch. Sherif Elwishahy, PMP
Includes the processes to purchase or acquire the products, services, needed from outside the project team to perform the work.
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12.1 Plan Procurement
Management
Arch. Sherif Elwishahy, PMP
Plan procurements is the process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers.
Plan procurement process includes consideration of the risks involved with each make-or-buy decision.
12.1 Plan Procurement
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12.1 Plan Procurement
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1. Make-or-buy analysis
A general management technique used to determine
whether particular work can be best accomplished by
the project team or must be purchased from outside
sources.
Budget constraints may influence make-or-buy
decisions, or purchase/lease decision.
Arch. Sherif Elwishahy, PMP
Example
Purchase investment cost is $2000, Daily cost is $40
and Daily Lease cost $240. How long will it take for
the lease cost to be the same as the purchase cost?
Solution:
2000 + 40 * X = 240 * X
2000=240*x-40*x
2000=(240-40)x
X = 2000 / 200 = 10 days
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Contracts: are a legally binding documents
(formal agreement), should state all
requirements.
Contract must be followed and everything
provided in it must be done.
Any change must be written and formally
controlled and approved by both parties.
Arch. Sherif Elwishahy, PMP
Contracts mainly fall into one of following 4 Categories:
Purchase Order (PO).
Fixed Price (FP). Known as Lump Sum.
Cost Reimbursement (CR).
Time and Materials (TM) (T&M).
Arch. Sherif Elwishahy, PMP
Firm fixed price contracts (FFP )
The most commonly used contract type is the FFP.
Any cost increase due to adverse performance is the responsibility of the seller.
The buyer must precisely specify the product or services to be procured.
Fixed price incentive fee contracts (FPIF )
It allows for deviation from performance, with financial incentives tied to achieving agreed to metrics.
Under FPIF contracts, a price ceiling is set.
Fixed price with economic price adjustment contracts (FB-EPA)
Is used when the work required spans a period of years.
Fixed Price (FP)
العقود ذات االسعار الثابتة
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Cost-reimbursable contracts
تعاقدات التكلفة مستحقة االداء
Cost plus fixed fee contracts (CPFF)
The seller is reimbursed for all allowable costs for performing the contract work.
The seller receives a fixed fee payment calculated as a percentage of the initial estimated project costs.
Cost plus award fee contracts (CPAF)
The seller is reimbursed for all legitimate costs.
The majority of the fee is earned based on the satisfaction of certain broad subjective performance criteria.
Cost plus incentive fee contracts (CPIF)
The seller is reimbursed for all allowable costs.
The seller receives a predetermined incentive fee based upon achieving certain performance objectives.
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Arch. Sherif Elwishahy, PMP
Arch. Sherif Elwishahy, PMP
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Description
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Description
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Description
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Solution:
Seller saved on cost.
Cost savings = 200 – 190 = $10k
Incentive = 40% * 10 = $4k
Seller’s total fees = 50 + 4 = $54k
Final price = cost + fees = 190 + 54= $244k
Target Cost $200k
Target Fee $50k
Target Price $250k
Sharing Ratio 60/40
Actual Cost $190k
Ceiling Price $290K
Example
Cost Plus Incentive Fee
Given the data in the table calculate the total cost of the contract and
the seller’s total fee.
Arch. Sherif Elwishahy, PMP
1. Procurement Management Plan: A document that describes how the procurement
process will be managed . It can include guidance to: Types of contracts to be used. Standardized procurement documents. Coordinating procurement with other project aspects. Risk Management issues. Managing multiple suppliers. Any constraints and assumptions that affects
procurement. Identify prequalified sellers –if any.
Arch. Sherif Elwishahy, PMP
2. Procurement Statement Of Work
The part of contract that describes what the seller will do for the buyer.
Approaches to develop the Scope of Work in the contract, such as:
Performance.
Design.
Functionality.
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3. Make-or-buy decisions.
4. Procurement Documents: Used to solicit proposals from prospective sellers. Buyer and seller organizations ensure that non-
disclosure agreements are approved and accepted before disclosing any project specific intellectual property information to the other party.
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5. Source Selection Criteria: Sometimes included as part of the procurement
solicitation documents.May include: Overall or life-cycle cost. Technical Capability. Risk. Warranty. Financial Capacity. Production Capacity and interest. Business size and type. Past performance of sellers. Intellectual property rights.
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12.2 Conduct Procurement
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Is the process of:
Obtaining sellers’ responses.
Selecting a seller.
Award a contract.
The overall process can be repeated.
A short list of qualified sellers can be
established based on preliminary proposal.
12.2 Conduct Procurement
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12.2 Conduct Procurement
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1. Bidder Conferences:
It is a meeting during which companies considering
bidding on a project can ask a buyer any questions
and get clarification on any potential issue before
creation of proposal.
12.2.2 Conduct Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Proposal Evaluation Techniques: A formal evaluation review process will be
defined by the buyer’s procurement policies. It is usually done by a previously defined weighted
criteria. The evaluation committee will make their
selection for approval by management.
12.2.2 Conduct Procurement:
Tools & Techniques
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12.2.2 Conduct Procurement:
Tools & Techniques
2. Proposal Evaluation Techniques:
Arch. Sherif Elwishahy, PMP
3. Independent Estimates:Are used to help validate what a project should cost.These estimates could be created from within the
company or by an outside source.Seller’s offers are evaluated against this estimate for
guidance.
4. Expert Judgment: Will often be required to assess the inputs to and
outputs from this process. Can be used to evaluate offers or proposals
made by sellers.
12.2.2 Conduct Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
5. Advertisement : Placing advertisements in general-circulation
publications, such as newspapers, or in specialty publications, such as journals.
6. Analytical Techniques.
12.2.2 Conduct Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
7. Procurement Negotiations : PMI considers this is a partnership contract
rather than a supplier agreement. PMI requests a Win / Win situation from any
contract. Involves clarification and mutual agreement
on the structure and requirements of the contract, prior to the signing of the contract.
12.2.2 Conduct Procurement:
Tools & Techniques
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12.3 Control Procurement
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Is the process of:
Managing procurement relationships.
Monitoring contract performance.
Making changes and corrections as needed.
many organizations treat contract administration as a
function separate from the project organization.
12.3 Administer Procurement
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12.3 Control Procurement
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1. Contract Change Control System: Defines the procedures for how the contract may
be changed, is part of Integrated Change Control. The process for changing the contract includes: Paper work. Tracking system. Dispute resolution procedures. Procedures for getting the changes approved
within the performing organization.
12.3.2 Control Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Procurement Performance Reviews:Is a structured review of the seller’s progress to deliver
project scope and quality, within cost and on schedule, as compared to the contract.
3. Inspections and Audits:Are performed as the contract is executing.To ensure the appropriate work and quality of work is
being completed per the terms of the contract. If we identify any weaknesses in the seller’s work
proper corrective actions must be taken.
12.3.2 Control Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
4. Performance Reporting:Provides management with information about how
effectively the seller is achieving the contractual objectives.
5. Payment System:The system must include the appropriate reviews
and approvals by the project management team.
12.3.2 Control Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
6. Claims Administration:They are those requested changes where the buyer
and seller cannot agree on compensation for the change, or cannot agree that a change has even occurred.
Can be invoked prior to or after contract closure.
7. Records Management System: Is part of the Project Management Information
System. It is used to ensure that appropriate contract-related
records are created, communicated, and archived.
12.3.2 Control Procurement:
Tools & Techniques
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12.4 Close Procurement
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Is the process of:Complete each project procurement.Verification that all work and deliverables were
acceptable.Formal Acceptance should be achieved.
12.4 Close Procurement
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12.4 Close Procurement
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1. Procurement Audits:Structured reviews of the procurement process,
from procurement planning through contract administration
Are used to determine success and failure of the procurement process for this project.
Lessons can be applied to this project and others within the organization.
12.4.2 Close Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
2. Procurements Negotiations:The final equitable settlement of all outstanding
issues, claims, and disputes by negotiation is a primary goal.
Alternative Dispute Resolution [ADR] including mediation or arbitration may be explored.
When all else fails, litigation in courts is the least desirable option.
3. Records Management System:
12.4.2 Close Procurement:
Tools & Techniques
Arch. Sherif Elwishahy, PMP
Bonnie is the project manager for the HGH Construction Project. She has contracted a portion of the project to the ABC Construction Company. Bonnie has offered a bonus to ABC if they complete their portion of the work by August 30.
This is an example of which one of the following?
A. Project requirement
B. Project incentive
C. Project goal
D. Fixed price contract
Question No : 1
Sammy is the project manager of the DSA Project. He is considering proposals and contracts presented by vendors for a portion of the project work. Of the following, which contract is least dangerous to the DSA Project?
A. Cost plus fixed fee
B. Cost plus percentage of costs
C. Cost plus incentive fee
D. Fixed price
Question No : 2
Martha is the project manager of the MNB Project. She wants a vendor to offer her one price to do all of the detailed work. Martha is looking for which type of document?
A. RFP
B. RFI
C. Proposal
D. IFB
Question No : 3
Mary is the project manager of JHG Project. She has created a Statement of Work (SOW) for
a vendor. For Mary’s SOW to be a legal contract, what must be included?
A. Affidavit of agreement
B. Signatures of both parties agreeing to SOW
C. Signature of vendor
D. Signature of Mary
Question No : 4
You are completing the closeout of a project to design a warehouse in Columbus, Ohio. The contract is a cost plus incentive fee contract. The target costs are $300,000, with a 10 percent target profit. However, the project came in at $275,000. The incentive split is 80/20. How much is the total contract cost??A. $300,000B. $275,000C. $310,000D. $330,000
Question No : 5
Project Stakeholder
Management
Project StakeholderManagement
Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project.
Analyze stakeholder expectations and their impact on the project.
Focuses on continuous communication with stakeholders to understand their needs and expectations.
Arch. Sherif Elwishahy, PMP
13.3
Planning
Executing
13.4
13.2
13. Stakeholder Management
Monitoring
13.1Initiating
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13.1 Identify Stakeholders
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The process of: Identifying the people, groups, or organizations that
could impact or be impacted by the project. Analyzing and documenting relevant information
regarding their interests, involvement, influence,and potential impact on project success.
13.1 Identify Stakeholders
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13.1 Identify Stakeholders
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13.1.2 Identify Stakeholders: tools and techniques
1. Stakeholder Analysis:
Stakeholder analysis follows the steps described below:
Identify all potential project stakeholders and relevant information.
Analyze the potential impact or support each stakeholder could generate.
Assess how key stakeholders are likely to react or respond in various situations.
Arch. Sherif Elwishahy, PMP
13.1.2 Identify Stakeholders: tools and techniques
Power/Interest Grid with StakeholdersArch. Sherif Elwishahy, PMP
13.1.3 Identify Stakeholders:
outputs
1. Stakeholder Register:
This contains all details related to the identified stakeholders including, but not limited to:
Identification information:
Name, organizational position, location, role in the project, contact information.
Assessment information:
Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest.
Stakeholder classification:
Internal/external, supporter/neutral/resistor, etc.
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13.2 Plan Stakeholder
Management
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is the process of:
Developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle.
Based on the analysis of their needs, interests, and potential impact on project success.
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Arch. Sherif Elwishahy, PMP
3. Analytical Techniques
The current engagement level of all stakeholders is compared to the planned engagement levels.
The engagement level of the stakeholders is classified to:
Unaware: Unaware of project and potential impacts.
Resistant: Aware of project and potential impacts and resistant to change.
Neutral: Aware of project yet neither supportive nor resistant.
Supportive: Aware of project and potential impacts and supportive to change.
Leading: Aware of project and potential impacts and actively engaged in ensuring the project’s success.
13.2.2 Plan Stakeholder management :
Tools & Techniques
Arch. Sherif Elwishahy, PMP
13.2.2 Plan Stakeholder management :
Tools & Techniques
Stakeholders Engagement Assessment
Matrix
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1. Stakeholder management plan:
Desired and current engagement levels of key stakeholders.
Scope and impact of change to stakeholders.
Identified interrelationships between stakeholders.
Stakeholder communication requirements.
Information to be distributed to stakeholders.
Reason for the distribution of that information and the expected impact to stakeholder engagement.
Time frame and frequency for the distribution information.
Method for updating and refining the stakeholder management plan as the project progresses and develops.
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13.3
Manage Stakeholder
Engagement
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is the process of:
Communicating and working with stakeholders
to meet their needs/expectations.
Address issues as they occur.
Foster appropriate stakeholder engagement in project activities throughout the project life cycle.
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Arch. Sherif Elwishahy, PMP
1. Communication Methods.
2. Interpersonal Skills:
The project manager applies interpersonal skills to manage stakeholders’ expectations. For example:
Building trust,
Resolving conflict,
Active listening, and
Overcoming resistance to change.
Arch. Sherif Elwishahy, PMP
3. Management Skills:
The project manager applies management skills to
coordinate and harmonize the group toward
accomplishing the project objectives.
For example:
Facilitate consensus toward project objectives.
Influence people to support the project.
Negotiate agreements to satisfy the project needs.
Modify organizational behavior to accept the project outcomes.
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13.4Control Stakeholder
Engagement
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Is the process of:
Monitoring overall project stakeholder
relationships and adjusting strategies and
plans for engaging stakeholders.
The key benefit of this process is that it will
maintain or increase the efficiency and
effectiveness of stakeholder engagement
activities.
13.4 Control StakeholderEngagement
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13.4 Control StakeholderEngagement
Arch. Sherif Elwishahy, PMP
Information in the stakeholder register should be:
A. Accessible only to the project manager
B. Available to the project manager and the PMO staff
C. Available to all stakeholders and team members
D. Shared with others at the discretion of the project manager
Question No : 1
The degree to which a particular stakeholder may be able to positively or negatively affect a project is his/her :
A. Level of engagement
B. Level of interest
C. Level of commitment
D. Level of influence
Question No : 2
The key objective of stakeholder management is
A. Communication
B. Coordination
C. Satisfaction
D. Relationships
Question No : 3
The stakeholder register is an input to which of the following processes:
A. Plan risk management and collect requirements
B. Perform integrated change control and plan communication management
C. Plan quality management and perform quality assurance
D. Identify risks and develop project charter
Question No : 4
A stakeholder’s belief about or mental picture of the future is a(n): A. Requirement B. Heuristic C. Expectation D. Constraint
Question No : 5
Professional &
Social Responsibility
Arch. Sherif Elwishahy, PMP
Project Management Professional Code Of Conduct:
RESPONSIBILITY
RESPECT
FAIRNESS
HONESTY
Professional &
Social Responsibility
Arch. Sherif Elwishahy, PMP
Make decisions based on the best interest of the company and the team.
Make sure the sponsor knows of any gaps in your qualifications before accepting the assignment.
Do what you say you will do. Acknowledge your own errors. Respect confidentiality requirements. Uphold law.Report unethical behavior to management. Report violations of PMI’s code of ethics when
you have factual proof.
Responsibility
Ownership of Decisions and Actions.
Arch. Sherif Elwishahy, PMP
Maintain an attitude of mutual cooperation.Respect cultural differences.Do not gossip or say things that could damage
another persons reputation.Engage in good faith negotiations.Respect others.Be direct in dealing with conflict.Do not use your power to influence others for
your own personal benefit.
Respect
The appropriate treatment of others
Arch. Sherif Elwishahy, PMP
Act impartially without favoritism.Continuously look for conflicts of
interest and disclose them.Do not discriminate against others.Honor your duty of loyalty to those
companies and organizations you are affiliated with.
Do not use your position for personal or business gain.
Fairness
Being objective
Arch. Sherif Elwishahy, PMP
Try to understand the truth.Be truthful in all communications.Make sure the information you are using or
sending out is truthful.Work to create an environment where others tell
the truth.Do not deceive others.
Honesty
Understanding the truth
Arch. Sherif Elwishahy, PMP
You are the project manager of the JKN Project. The project customer has requested that you inflate your cost estimates by 25 percent. He reports that his Management always reduces the cost of the estimates so this is the only method to get the monies needed to complete the project. Which of the following is the best response to this situation?A. Do as the customer asked to ensure the project requirements can be met by adding the increase as a contingency reserve.B. Do as the customer asked to ensure the project requirements can be met by adding the increase across each task.C. Do as the customer asked by creating an estimate for the customer management and another for the actual project implementation.D. Complete an accurate estimate of the project. In addition,
create a risk assessment on why the project budget wouldbe inadequate.
Question No : 1
You are the project manager for the BNH Project. This project takes place in a different county than where you are from. The project leader from this country presents a team of workers thatare only from his family. You should do which one of the following?A. Reject the team leader’s recommendations and assemble your own project team.B. Review the résumé and qualifications of the proposed project team before approving the team.C. Determine if the country’s traditions include hiring from the immediate family before hiring from outside the family.D. Replace the project leader with an impartial project leader.
Question No : 2
You are about to begin negotiations on a new project that is to take place in another country.Which of the following should be your guide on what business practices are allowed and discouraged?A. The project charterB. The project planC. Company policies and proceduresD. The PMP code of conduct
Question No : 3
You are the project manager of the PMH Project. You have been contracted to design the placement of several pieces of equipment. You have completed the project scope and are ready to pass the work over to the installer. The installer begins to schedule you to help with the installation of the equipment. You should:A. Help the installer place the equipment according to the design documents.B. Help the installer place the equipment as the customer sees fits.C. Refuse to help the installer since the project scope has been completed.D. Help the installer place the equipment, but insist that the quality control be governed by your design specifications.
Question No : 4
You are a project manager within an organization that completes technical projects for other entities. You have plans to leave your company within the next month to launch your own consulting business—which will compete with your current employer. Your company is currently working on a large proposal for a government contract that your new company could also benefit from. What should you do?A. Resign from your current job and bid against your employer to get the contract.B. Decline to participate due to a conflict of interest.C. Help your employer prepare the proposal.D. Inform your employer that you will be leaving their
company within a month and it would be inappropriatefor you to work on the current proposal.
Question No : 5