ANSR

Leadership academy
project management program
 The Foundations of PM(PM6111)

chapter1: PM principles

3/21/2020 Fentaw Leykun (PhD) 2

 Project business documents: PROJECT
BUSINESS CASE
The project business case is a documented economic feasibility study used to establish the validity of
the benefits of a selected component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities.
The business case lists the objectives and reasons for project initiation.
It helps measure the project success at the end of the project against the project objectives.
The business case is a project business document that is used throughout the project life cycle.
The business case may be used before the project initiation and may result in a go/no-go decision for
the project.
A needs assessment often precedes the business case.
The needs assessment involves understanding business goals and objectives, issues, and opportunities
and recommending proposals to address them.
The results of the needs assessment may be summarized in the business case document.
3/21/2020 Fentaw Leykun (PhD) PM63113
3
 Cont’d

» The process of defining the business need, analysing the situation, making recommendations, and defining
evaluation criteria is applicable to any organization’s projects. A business case may include but is not limited to
documenting the following:
» Business needs:
» Determination of what is prompting the need for action;
» Situational statement documenting the business problem or opportunity to be addressed including the
value
» Identification of stakeholders affected; and
» Identification of the scope.
» Analysis of the situation:
» Identification of organizational strategies, goals, and objectives;
» Identification of root cause(s) of the problem or main contributors of an opportunity;
» Gap analysis of capabilities needed for the project versus existing capabilities of the organization;
» Identification of known risks;
» Identification of critical success factors;
3/21/2020 Fentaw Leykun (PhD) PM63114
4
» Identification of decision criteria by which the various courses of action may be assessed
 Cont’d

»Examples of criteria categories used for analysis of a situation are:

» Required. This is a criterion that is “required” to be fulfilled to address the
problem or opportunity.
» Desired. This is a criterion that is “desired” to be fulfilled to address the
problem or opportunity.
» Optional. This is a criterion that is not essential. Fulfilment of this criterion
may become a differentiator between alternative courses of action.

3/21/2020 Fentaw Leykun (PhD) PM63115

5
 Cont’d

» Identification of a set of options to be considered for addressing the business problem or opportunity.
» Options are alternative courses of action that may be taken by the organization.
» Options may also be described as business scenarios. For example, a business case could present
the following three options:
» Do nothing. This is also referred to as the “business as usual” option. Selection of this option results
in the project not being authorized.
» Do the minimum work possible to address the problem or opportunity. The minimum may be
established by identifying the set of documented criteria that are key in addressing the problem or
opportunity
» Do more than the minimum work possible to address the problem or opportunity. This option meets
the minimum set of criteria and some or all of the other documented criteria. There may be more
than one of these options documented in the business case.

6
Cont’d

» Recommendation:
» A statement of the recommended option to pursue in the project;
» Items to include in the statement may include but are not limited to:
» Analysis results for the potential option;
» Constraints, assumptions, risks, and dependencies for the potential options;
and
» Success measures (see Section 1.2.6.4).
» An implementation approach that may include but is not limited to:
» Milestones,
» Dependencies, and
» Roles and responsibilities.

7
Cont’d

»Evaluation:
» Statement describing the plan for measuring benefits the project will
deliver. This should include any on-going operational aspects of the
recommended option beyond initial implementation.
» The business case document provides the basis to measure success
and progress throughout the project life cycle by comparing the results
with the objectives and the identified success criteria.

8
 Project business documents: project benefit
plan

» The project benefits management plan is the document that describes

how and when the benefits of the project will be delivered, and describes
the mechanisms that should be in place to measure those benefits.
» A project benefit is defined as an outcome of actions, behaviours,
products, services, or results that provide value to the sponsoring
organization as well as to the project’s intended beneficiaries.
» development of the benefits management plan begins early in the
project life cycle with the definition of the target benefits to be realized.

9
 Cont’d

» The benefits management plan describes key elements of the benefits and may include but is not
limited to documenting the following:
» Target benefits (e.g., the expected tangible and intangible value to be gained by the
implementation of the project; financial value is expressed as net present value);
» Strategic alignment (e.g., how well the project benefits align to the business strategies of the
organization);
» Timeframe for realizing benefits (e.g., benefits by phase, short-term, long-term, and on-
going);
» Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits
throughout the timeframe established in the plan);
» Metrics (e.g., the measures to be used to show benefits realized, direct measures, and
indirect measures);
» Assumptions (e.g., factors expected to be in place or to be in evidence); and
» Risks (e.g., risks for realization of benefits). 10
 Cont’d

» Developing the benefits management plan makes use of the data and information documented in the
business case and needs assessment.
» For example, the cost-benefit analyses recorded in the documents illustrate the estimate of
costs compared to the value of the benefits realized by the project.
» The benefits management plan and the project management plan include a description of how the business
value resulting from the project becomes part of the organization’s on-going operations, including the
metrics to be used.
» The metrics provide verification of the business value and validation of the project’s success.
Development and maintenance of the project benefits management plan is an iterative activity.
» This document complements the business case, project charter, and project management plan.
» The project manager works with the sponsor to ensure that the project charter, project management plan,
and the benefits management plan remain in alignment throughout the life cycle of the project.

11
Project Management
Framework PMBOK 5th edition

Key Concepts
&
Organization
Influences

Hossam Maghrabi, PMP

Key Concepts

 What is the Project ?

 What is Project Management?
 Relationships Between
- Portfolio Management - Program Management - Project Management
- Organizational Project Management
 Relationships Between
- Project Management - Operations Management - Organizational Strategy
 Business Value.
 Role of the Project Manager.
What is a Project?

It’s a temporary endeavor undertaken to create a unique

Product, Service or Result.
 Projects have a specific purpose and definite beginning and end point
Note: The operation goes on continuously .
 When the end of a project is reached?
– The project's objectives have been achieved.
– The organization terminate the project because,
 Its objectives will not or cannot be met,
 The need for the project no longer exists
– A project may also be terminated if the client (customer, sponsor, or
champion) wishes to terminate it.
 Every project creates a unique product, service, or result.
 Examples of Projects …..
What is Project Management?

Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.
– Project management is accomplished through the appropriate application and
integration of 47 logically grouped project management processes,
which are categorized into five Process Groups.
 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling,
 Closing.
– It is an iterative & progressively elaborated activity .
 Which means,
1. Continuously improving and detailing a plan
2. More accurate estimates become available.
3. Define work and manage it in a greater level of detail.
Relationship
Portfolio, Program & Project
Relationship
Portfolio, Program & Project
A portfolio refers to a collection of projects, programs, sub portfolios,
and operations managed as a group in a coordinated fashion to
achieve strategic objectives.

A projects or programs are linked to The

organization’s strategic plan by Means of
the organization’s portfolio.

A Projects or programs within the

Portfolio may not necessarily be
interdependent or directly related

A projects within or outside of a program

are still considered part of a portfolio.
Relationship
Projects & Strategic Planning
Projects are typically authorized as a result of one or more of the
following strategic considerations:
- Market demand - Strategic opportunity/business need -Environmental consideration
- Social need - Customer request - Technological advance - Legal requirement

Projects are often utilized as a means of directly or indirectly achieving

objectives within an organization’s strategic plan.
Project Management Office (PMO)

Is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.

The PMO responsibilities can range from

providing project management support
functions to actually being responsible
for the direct management of one or
more projects.

The specific form, function, and structure of a PMO are dependent upon the
needs of the organization that it supports.
Organizational Strategy &
Project / Operations Management

Required Project Management Required BPM, Operations

Activities & Skill Sets Management Activities
& Skill Sets.
Projects Vs. Operational Work
( Intersection )

Operations are an organizational Project Is a temporary endeavor

function performing the ongoing Undertaken To Create a unique
execution of activities that produce Product, Service or Result.
the same product or repetitive service
Role of the Project Manager

A project manager is the person assigned by the performing organization to

achieve the project objectives through overall responsibility for the successful
initiation, planning, execution, monitoring, controlling and closure of a project.

Effective Project Manager requires

1. Understanding and applying the knowledge, tools and techniques recognized as
goodpractice
2. Possessing the needed characteristics of:
1. Knowledge
2. Performance
3. Personal (APPENDIX X3 in PMBOOK)
Influences (EEF)
Organizational Cultures & Styles

 Cultures and styles called a cultural norms.

 Organization’s culture is shaped by the common experiences of the
organization's members, which develop over time.
– Common experiences include, but are not limited to:
 Shared visions, mission, values, beliefs, and expectations;
 Regulations, policies, methods, and procedures;
 Motivation and reward systems;
 Risk tolerance;
 View of leadership, hierarchy, and authority relationships;
 Code of conduct, work ethic, and work hours; and
 Operating environments.

 Organization’s culture & Project's success

– In light of globalization
– knowing which individuals in the organization are the decision makers or influencers
Influences(EEF)
Organizational Communications

 Project management success in an organization is highly dependent on an

effective organizational communication style.
 Organization’s Communication & Project's success
 Organizational communications capabilities and conducting projects.
 Stakeholders and project team members.
 decision making.
 Globalization (electronic communications)
Influences (EEF)
Organizational Structures
Influences
Organizational Structures

1. Staff members are grouped by specialty, 1. Its organizational units called departments.
Production, marketing ,,,,,,. 2. Department directly to the project manager or provide
support services to the various projects
2. Specialties may be further subdivided into
3. Project managers have a great deal of independence and
functional units mechanical, electrical, authority
engineering,,,,. 4. Team members are often co-located.
3. Each department in a functional organization 5. Most of the organization’s resources are involved in
will do its project work independently of other project work
departments.
 Influences
Organizational Structures
Does not provide the PM
1. Have full-time project with the full authority over
managers with the project & project funding.
The role of a project manager is
considerable authority
more of a Coordinator
2. Have full-time project
or Expediter.
administrative staff.

1. Expediter works as staff

assistant and communications
coordinator.
2. Expediter can't personally make
or enforce decisions. Weak matrix organizations maintain
3. Project coordinators have many of the characteristics of
power to make some decisions, a functional organization.
have some authority, and report
to a higher-level manager.
Influences
Organizational Structures
Influences
Organizational Process Assets
 Organizational process assets may be grouped into two categories:
 processes and procedures.
 corporate knowledge base.
 Throughout the project, the project team members may update and add to the
organizational process assets as necessary.

Inputs to most planning processes.

Influences
Enterprise Environmental Factors

 EEF refer to conditions, not under the control of the project team, that influence,
constrain, or direct the project.
 EEF may enhance or constrain project management options, and may have a
positive or negative influence on the outcome (Risk Management).

Inputs to most planning processes.

Project
Stakeholders, Gavernance & success
Project Team

 The project team includes the project manager and the group of individuals who act together in
performing the work of the project to achieve its objectives.
 Project teams include roles such as
– Project management staff. ( Perform project management activities )
– Project staff (Creating the project deliverables)
– Supporting experts
– User or Customer Representatives.(Accept project‘s deliverables or products)
– Sellers.(Vendors, Suppliers or contractors)
– Business partners. (external companies Provide specialized expertise or fill a specified role )
– Business partner members.(Members of business partners’ organizations)
 Composition of Project Teams. The composition of project teams varies based on factors such as
organizational culture, scope, and location.
– Examples of basic project team compositions
 Dedicated. In a dedicated team, all or a majority of the project team members are assigned to work full-
time on the project.
 Part-Time.
Project Life Cycle
Product, Projects & Phases

Project
Lifecycle
Project Life Cycle
Characteristics
Project Life Cycle
Characteristics

While these characteristics

remain present to some
extent in almost all project
life cycles, they are not always
present to the same degree.
For example,
Adaptive life cycles are
developed with the intent of
keeping stakeholder
influences higher and the
costs of changes lower
throughout the life cycle than
in predictive life cycles.
Project Life Cycle
Characteristics & Project Phases

 The life cycle provides the basic framework for managing the project,
regardless of the specific work involved
 Project life cycles can range from Predictive (plan-driven) approaches to
adaptive (change-driven) approaches.
 A project life cycle is the series of phases that a project passes through
from its initiation to its closure.
Project Life Cycle
Predictive
Project Life Cycle
Iterative and incremental
Project Life Cycle
Adaptive
Project Life Cycle
Phase-to-Phase Relationships
Phase
• A project phase is a collection of logically related activities in the project that
aimed to complete one or more deliverables.
• A project may be divided into any number of phases.
• The phase is closed with transfer(hand-off) the Work Product (deliverables of
phase) and approved it.
• The end of phase is called a stage gate, milestone, phase review, phase gate or
kill point.
Project Management Process
Groups
Project Management Process
Groups
The links among the processes in the
Project Management Process Groups are
often iterative in nature. For example, the
Planning Process Group provides the Executing Process
Group with a documented project management plan early
in the project and then updates the project management
plan if changes occur as the project progresses.
Project Information

The project data are continuously

collected and analyzed during the
dynamic context of the project
execution and transformed to become
project information during various
Controlling processes through
analyzed in context and integrated
based on relationships across areas.

Work performance
reports.
The physical or electronic
representation of work
performance information
Project Management
Processes PMBOK 5th edition

Initiating
Process Group

Hossam Maghrabi, PMP

Initiating Process Group
Project Boundaries
Initiating Process Group

 The key purposes of this Process Group is define a new project or a new phase of
an existing project by obtaining authorization to start the project or phase through
the following steps,
1. Select a project to be initiated (Outside Project Boundaries).

2. The initial scope is defined and initial financial resources are committed.

3. Internal and external stakeholders who will interact and influence the overall. outcome
of the project are identified.

4. If not already assigned, the project manager will be selected.

5. This information is captured in the project charter and stakeholder register.

6. When the project charter is approved, the project becomes officially authorized.

– Initiating processes may be performed at the organizational, program, or portfolio level

and therefore, would be outside of the project’s level of control.
Initiating Process Group
Project Selection Methods
Current situation
The organization have an internal business needs or external influences.
So the organization have to create a needs analysis, feasibility study,
business case or description of the situation to take a go/no-go
decision regarding the project initiation.
 Selection Methods (Profitability Measures)
– Comparative Approach (Decision models) such as:
 B/C Ratio,
 PV, NPV,IRR and
 payback period.
– Mathematical Approach (Calculation methods) such as:
 Linear programming
 Non linear programming
Project Selection Methods
Comparative Approach

 Benefit Cost Ratio (BCR)

The ratio of financial benefits to costs to produce the
product of the project.

 BCR = (PV of Revenues)/(PV of Costs)

 BCR > 1 means the revenues (benefits) outweigh the

costs.

 BCR < 1 means the revenues (benefits) are less than the
costs.

The higher the BCR the better.

Project Selection Methods
Comparative Approach

 Cash Flow Analysis Techniques,

– Discounted Cash flows: The concept here is money in
the future is worth less than money received today.
– Present Value is based on the “time value of money”, it
is a way to take time out of the equation and evaluate
how much a project is worth right now.
– Example : If a project is expected to produce 3 annual payments of
$100,000 then PV (how much those payments are worth right now) is
going to be less then 300,000
Project Selection Methods
Comparative Approach

 Present Value Calculation,

– You don’t need to remember the formula, but you need to understand the
concept.
 Present Value = Future Value / (1+i)ⁿ
i = Interest Rate

n = Number of Periods

– The higher the Present Value, the better.

– e.g. Present value of receiving $300,000 in three years considering an interest
rate of 10%

PV = 300,000 / (1+0.1)³ = $230,769,23

Project Selection Methods
Comparative Approach

 Internal Rate of Return,

– It’s a finance term used to express the project returns as an
interest rate
– If you “invest” in the project, what is your equivalent rate (IRR) ?
Conceptually an organization has a choice whether to invest in a project, or
put that same money in a bank account.

– Obviously, the higher the IRR, the better.

– Again, you will not be asked to calculate this measure, but you need
to understand the concept.
Project Selection Methods
Comparative Approach

 Payback Period,
– Length of time it takes to recoup funds invested in the project.

– This method compares the initial investment to the cash inflows expected over
the life of the product, service or results

– Obviously with all other things being equal, shorter payback periods are
generally better for an organization.
Project Selection Methods
Comparative Approach

 Opportunity Cost,
– The cost of selecting a project over another project. i.e. the lost
opportunity cost.

– Opportunity cost asks: What is the cost of the other

opportunities we missed by investing our money in this
project?

– Example
– Project A – NPV : $100,000
– Project B – NPV : $250,000
– Opportunity Cost of selecting Project B is $ 100,000
Project Selection Methods
Comparative Approach

 (Example),
– Make one value in each column that shows the most
desirable value , given the information provided:
Project Selection Methods
Mathematical Approach
 It provides a way to calculate the value of the projects

 also called constraint optimization methods such as:

– Linear programming

– Non linear programming

 For the exam all you need to understand about mathematical

models is that they use linear, dynamic, integer, multi-
objective programming in the form of algorithms to solve a
particular problem
Initiating Process Group
& Knowledge Areas
Initiating Process Group
& Integration Management Knowledge Area
 Integration Management Knowledge Area
 Project Integration Management includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes and
project management activities within the Project Management Process
Groups.
 It includes making choices about resource allocation, making trade-offs among
competing objectives and alternatives, and managing the interdependencies
among the project management Knowledge Areas.
 It’s necessary in situations where individual processes interact.
 For example,
 A cost estimate needed for a contingency plan involves integrating the processes in the
Project Cost, Time, and Risk Management Knowledge Areas.
 The integrative nature of projects and project management can be understood by
thinking of other types of activities performed while completing a project.
 For Example Develop, review, analyze, and understand the scope. This includes the project and
product requirements, criteria, assumptions, constraints, and other influences related to a
project, and how each will be managed or addressed within the project;
Initiating Process Group
Develop Project Charter
Current situation
 Project statement of work, Business case or Agreements have been
developed outside the project.
 An entity external to the project such as a sponsor, program or project
management office (PMO) staff person, or a portfolio governing body
chairperson or authorized representative decided to go with the new
project and will sponsor it.
 The organization need to validates the alignment of the project with the
strategy and ongoing work of the organization. Also, it must be have
 A well-defined project and project boundaries,
 A way for senior management to formally accept and commit to the project,
 A formal record of the project.
Develop Project Charter
Data Flow Diagram

It is recommended that the

project manager participate
in the development of the
project charter to obtain a
foundational understanding
of the project requirements.
This understanding will better
allow for efficient resources
allocation to project
activities.
Develop Project Charter: Inputs

1. Project Statement of Work(SOW)

Is a narrative description of products, services, or results to be delivered by a
roject.
 The SOW references the following,
 Business need, based on a market demand, technological advance, legal requirement,
government regulation, or environmental consideration. (Typically, the business need
and the cost-benefit analysis are contained in the business case to justify the project.)
 Product scope description. It also document the relationship between the products,
services, or results being created and the business need that the project will address.
 Strategic plan. The strategic plan documents the organization’s strategic vision, goals,
and objectives and may contain a high-level mission statement (All projects should be
aligned with their organization’s strategic plan).

 For internal projects, the project initiator or sponsor provides SOW based on business needs,
product, or service requirements. For external projects, the SOW be received from the customer as
part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or
as part of a contract.
Develop Project Charter: Inputs

2. Business Case
 It used for decision making by managers or executives above the project level to
determine whether or not the project is worth the required investment.
 The project manager is responsible for ensuring that the project effectively and
efficiently meets the goals of the organization and those requirements of a broad
set of stakeholders, as defined in the business case.
 Periodic review of the business case by the sponsoring organization confirm that
the project is still aligned with the business case.
3. Agreements are used to define initial intentions for a project.
 Agreements may take the form of contracts, memorandums of understanding
(MOUs), service level agreements (SLA), letter of agreements, letters of intent,
verbal agreements, email, or other written agreements.
4. Enterprise Environmental Factors (EEF).
5. Organizational Process Assets (OPA).
Develop Project Charter:
Tools & Techniques (T&T)
1. Expert Judgment, To assess the inputs used to develop the
project charter
2. Facilitation Techniques, Like Brainstorming, conflict resolution,
problem solving, and meeting management to used by facilitators to
help teams and individuals accomplish project activities.

General Notes:
1. A project manager is identified and assigned as early in the project as is
feasible, preferably while the project charter is being developed and always
prior to the start of planning.
2. The two techniques above have broad application within project
management processes.
Develop Project Charter: Outputs
Project Charter
 It is the document issued by the project initiator or sponsor.
 It formally authorizes the existence of a project.
 It provides the project manager with the authority to apply
organizational resources to project activities.
Notes,
 A project charter establish internal agreements within an
organization to assure proper delivery under the contract.
 A project charter is not considered to be a contract, because there
is no consideration or money promised or exchanged in its
creation.
Develop Project Charter: Outputs
Project Charter documents the following project’s information ,
– Project purpose or justification(business needs),
– Measurable project objectives and related success criteria,
– High-level requirements,
– Assumptions and constraints,
– High-level project description and boundaries,
– High-level risks,
– Summary milestone schedule,
– Summary budget,
– Stakeholder list,
– Project approval requirements
 (i.e., what constitutes project success, who decides the project is successful, and who signs off
on the project),
– Assigned project manager, responsibility, and authority level,
– Name and authority of the sponsor or other person(s) authorizing the project charter.
Initiating Process Group
& Stakeholder Management Knowledge Area
 Project stakeholders are individuals, groups, or organizations who may affect,
be affected by, or perceive themselves to be affected by a decision, activity, or
outcome of a project.
 Project Stakeholder Management includes the processes required to
1. Identify the people, groups, or organizations that could impact or be impacted by the
project,
2. Analyze stakeholder expectations and their impact on the project,
3. Develop appropriate management strategies for effectively engaging stakeholders in
project decisions and execution.
Initiating Process Group
Identify Stakeholders
Current situation
 Project charter have been developed, the project aurhorized and the
project manager identfied.
 Every project will have stakeholders who are impacted by or can impact
the project in a positive or negative way. While some stakeholders may
have a limited ability to influence the project, others may have
significant influence on the project and its expected outcomes.
 The ability of the project manager to correctly identify and manage
these stakeholders in an appropriate manner can mean the difference
between success and failure.

General Notes:
1. Stakeholder satisfaction should be managed as a key project objective.
Identify Stakeholders

It is critical for project success to

identify the stakeholders early in
the project or phase and to
analyze their levels of interest,
their individual expectations, as
well as their importance and
influence.

The initial assessment of the

stakeholders should be reviewed
and updated regularly.
Identify Stakeholders: Inputs

1. Project Charter, It provide information about internal and external

parties related with the project and affected by the result or the
execution of the project
2. Procurement Documents, If a project is the result of a procurement
activity or is based on an established contract, the parties in that
contract are key project stakeholders.
3. Enterprise Environmental Factors (EEF).
4. Organizational Process Assets (OPA).

The buyer structures procurement documents to facilitate an accurate

and complete response from each prospective seller and to facilitate
easy evaluation of the responses.
Identify Stakeholders:
Tools & Techniques (T&T)
1. Stakeholder Analysis
1. Identify all potential project stakeholders and
relevant information
2. Analyze the potential impact or support each
stakeholder could generate, and classify them
using one of the following models,
 Power/interest grid, (Authority & Concern)
 Power/influence, (Authority & their active
involvement )
 Influence/impact, (Involvement & ability to effect
changes)
 Salience model, (power, urgency &
legitimacy)
3. Prioritize the stakeholders to ensure the efficient
use of effort to communicate and manage their
expectations.
4. Assess how key stakeholders are likely to react
or respond in various situations.
Identify Stakeholders:
Tools & Techniques (T&T)
2. Expert Judgment
 Expert judgment can be obtained through individual consultations (one-on-one
meetings, interviews, etc.) or through a panel format (focus groups, surveys,
etc.). Example of expert,
 Identified key stakeholders;
 Project managers who have worked on projects in the same area (directly or through
lessons learned);
 Subject matter experts (SMEs) in the business or project area;
 Industry groups and consultants; and

3. Meetings, Profile analysis meetings are project meetings designed to develop

an understanding of major project stakeholders, and they can be used to exchange
and analyze information about roles, interests, knowledge, and the overall position of
each stakeholder facing the project.
Identify Stakeholders: Outputs

1. Stakeholder Register,
The stakeholder register should be consulted and updated on a regular basis, as
stakeholders may change—or new ones identified—throughout the life cycle of the project.
Project Management
Processes PMBOK 5th edition

Planning
Process Group

Hossam Maghrabi, PMP

Planning Process Group
Project Boundaries
Planning Process Group

The objective of this Process Group is to describe the strategy and tactics as well as
the course of action or path to successfully complete the project or phase.
 It set up the total scope of the effort, define and refine the objectives, and develop
the course of action required to attain those objectives.
 Its outputs (The project management plan and project documents ) will explore all
aspects of the scope, time, cost, quality, communications, human resources,
risks, procurements, and stakeholder engagement.
 Planning and documentation are an iterative and ongoing activities due to more
information or characteristics are gathered and understood(progressive
elaboration), also a significant changes occurring throughout the project life cycle
trigger a need to revisit one or more of the planning processes and possibly some
of the initiating processes.
 When the Planning Process Group is well managed, it is much easier to get
stakeholder buy-in and engagement.
Planning Process Group
& Knowledge Areas
Develop Project Management Plan:
Data Flow Diagram
It’s the process of defining, preparing, and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan.

The project management plan

defines how the project is
executed, monitored &
controlled, and closed.
Develop Project Management Plan:
Inputs
1. Project Charter
2. Outputs from Other Processes
 Outputs from many of the other processes are integrated to create the project management
plan.
 Any baselines and subsidiary plans that are an output from other planning processes are
inputs to this process.

3. Enterprise Environmental Factors

4. Organizational Process Assets
 Standardized guidelines
 Project management plan template
 Change control procedures
 Project files from previous projects
 Historical information and lessons learned knowledge base
 Configuration management knowledge base
Develop Project Management Plan:
Tools & Techniques (T&T)
1. Expert Judgment, To
– Tailor the process to meet the project needs,
– Determine resources and skill levels needed to perform project work,
– Define the level of configuration management to apply on the project,
– Determine which project documents will be subject to the formal change
control process,
– Prioritize the work on the project to ensure the project resources are
allocated to the appropriate work at the appropriate time.

2. Facilitation Techniques, Like Brainstorming, conflict resolution,

problem solving, and meeting management to used by facilitators to help
teams and individuals accomplish project activities. (Ref. Develop Project Charter T&T )
Develop Project Management Plan:
Outputs
1. Project Management Plan
It integrates and consolidates all of the subsidiary plans and baselines from the
planning processes that include,
1. Project baselines (Scope baseline, Schedule baseline, Cost baseline).
2. Subsidiary plans (Scope, Requirements, Schedule, Cost, Quality, Human
resource, Communications, Risk, Procurement, Stakeholder management
plan and Process improvement plan )
2. Project Documents (Refer to pages 103, 104 in PMBOK 5)
Planning Process Group
& Scope Management Knowledge Areas

 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.
Product Scope vs. Project Scope

Scope refers to all the work involved in creating the

deliverables of the project and the processes used to
create them.

 Product scope: The futures & functions that

characterize the product, service, or result.

 Project Scope: The work that needs to be

accomplished to deliver a product, service, or result
with the specified features and functions.
Plan Scope Management Process

 It is the process of creating a scope management

plan that documents how the project scope will be
defined, validated and controlled.
 It provides guidance and direction on how the
project’s scope will be managed.
Plan Scope Management
Data Flow Diagram
Plan Scope Management: Inputs

1. Project Management Plan

Approved subsidiary plans of the project management plan are
used to create the scope management plan and influence the
approach taken for planning scope and managing project scope.

2. Project Charter
It provides the high-level project description and product
characteristics from the project statement of work.

3. Enterprise Environmental Factors

4. Organizational Process Assets
Plan Scope Management:
Tools and Techniques (T&T)

 Expert Judgment
Knowledgeable and Experienced parties.

 Meetings
Attendees at these meetings may include the project manager, the
project sponsor, selected project team members, selected
stakeholders, anyone with responsibility for any of the scope
management processes, and others as needed.
Plan Scope Management: Output

1. Scope Management Plan:

Includes
– How to prepare a detailed project scope statement.
– How to create a WBS from the detailed project scope
statement.
– How to maintain and approve the WBS.
– How to obtain formal acceptance of the completed
project deliverables.
– How to control requests for changes to the project
scope.
Plan Scope Management: Output

2. Requirements Management Plan : Includes

– How requirements activities will be planned, tracked, and
reported.
– Requirements prioritization process
– Product Metrics and Requirements Traceability Structure.
– How changes to the product will be initiated, how impacts
will be analyzed, how they will be traced, tracked, and
reported, as well as the authorization levels required to
approve these changes ( This is a Change Management
Activities).
Collect Requirements Process

Collect Requirements Process :

1. Is the process of determining, documenting and managing stakeholder’s needs and
expectations to meet project’s objectives.
2. It provide the basis for defining and managing project scope .

The Requirements
1. Or (stakeholder’s needs and expectations) must be quantifiable and documented
in enough detail to be measured once project execution begins
2. The requirements is foundation of the WBS.
3. Cost, schedule, quality planning, and sometimes procurement are all based
upon these requirements.
4. Can be grouped into classifications
1. Business requirements ( The Needs of the organization)
2. Stakeholder requirements (stakeholder’s needs and expectations)
3. Solution requirements (features, functions and characteristics of the product, service)
4. Transition requirements, describe temporary capabilities such as data conversion & training
needs
Collect Requirements Process
Data Flow Diagarm
Collect Requirements Process:
Inputs

1. Project Scope Management Plan

2. Requirements Management Plan
Include The processes that will be used throughout the Collect Requirements
process to define and document the stakeholder needs.

3. Stakeholder Management Plan

Include Stakeholder communication requirements and the level of
stakeholder engagement

4. Project Charter
Include The high-level description of the product, service, or result of the
project

5. Stakeholder Register
Collect Requirements Process:
Tools and Techniques (T&T)
 Interviewing
 Focus groups and facilitated workshops
 Using group creativity and decision-making
techniques
 Questionnaires and surveys
 Observation
 Prototyping
 Benchmarking, or generating ideas by comparing specific
project practices or product characteristics to those of other projects or products
inside or outside the performing organization, can also be used to collect
requirements
Collect Requirements Process:
Tools and Techniques (T&T)
1. Interviews
Interviewing experienced project participants,stakeholders,
and subject
matter experts (one on one conversation) can aid in
identifying and determining the features and functions of the
desired project deliverables.

2. Focus groups
Bring together prequalified stakeholders and subject matter
experts to
learn about their expectations and attitudes about a
proposed product, service, or result. Usually conducted by
a trained moderator
Collect Requirements Process:
Tools and Techniques (T&T)
3. Facilitated Workshops

 Are considered a primary technique for quickly defined

cross-functional requirements that affect more than one
department and reconciling stakeholders differences.

 Well facilitated sessions can build trust, foster

relationships, and improve communication among the
participants which can lead to increased stakeholder
consensus.
Collect Requirements Process:
Tools and Techniques (T&T)
4. Group Creativity Techniques
 Brainstorming
 Nominal group technique
 Delphi Technique
 Idea/mind mapping
 Affinity diagram
 Multi-criteria decision analysis.
5. Group Decision Making Techniques
Is an assessment process of multiple alternatives with an expected outcome
in the form of future actions resolution. These techniques can be used to
generate, classify, and prioritize product requirements.
Methods of reaching a group decision (Unanimity , Majority , Plurality , Dictatorship)
Collect Requirements Process:
Tools and Techniques (T&T)
6. Questionnaires and Surveys
Are written sets of questions designed to quickly accumulate
information from a wide number of respondents.
7. Observations
It is particularly helpful for detailed processes when the people that
use the product have difficulty or are reluctant to articulate their
requirements.
8. Prototypes
Is a method of obtaining early feedback on requirements by
providing a working model of the expected product before
actually building it.
Collect Requirements Process:
Tools and Techniques (T&T)
9. Benchmarking
Benchmarking involves comparing actual or planned practices, such
as processes and operations, to those of comparable
organizations to identify best practices, generate ideas for
improvement, and provide a basis for measuring performance.
The organizations compared during benchmarking can be
internal or external.
10. Context Diagrams
Context diagrams show inputs to the business system, the actor(s)
providing the input, the outputs from the business system, and
the actor(s) receiving the output.
11. Document Analysis
Collect Requirements process:
Outputs
1. Requirements Documentation
 Describes how individual requirements meet the business need
for the project.
 Before being baseline, requirements need to be unambiguous
(measurable and testable), traceable, complete, consistent,
and acceptable to key stakeholders
 Requirements documentation can include,
 Requirements assumptions, dependencies, and constraints.
 Business Requirements.
 Stakeholder requirements.
 Solution requirements.
 Project requirements.
 Transition requirements.
Collect Requirements process:
Outputs
1. Requirements Traceability Matrix
1. It is a grid that links product requirements from their origin to the
deliverables that satisfy them.
2. It helps to
 Ensure that each requirement adds business value by linking it to the business
and project objectives.
 Track requirements to ensure that the approved requirements are delivered at
the end of the project.
 Provides a structure for managing changes to the product scope.
Define Scope process

 The process of developing a detailed

description of the project and product.
 Defining which of the requirements collected
will be included in and excluded from the
project scope
Define Scope process
Data Flow Diagram
Define Scope Process: Inputs

1. Project charter
2. Scope Management Plan
3. Requirements Document
4. Organizational Process Assets
– Procedures & Templates
– Historical Data
– Lessons learned from old Projects
 Define Scope Process:
Tools and Techniques (T&T)
1. Expert Judgment
To analyze the information needed to develop the project scope
statement
2. Context Diagrams
Product analysis includes techniques such as product breakdown,
systems analysis, requirements analysis, systems engineering,
value engineering, and value analysis
3. Alternatives Generation
Identify different approaches to execute and perform the work of the
project using brainstorming, lateral thinking, analysis of
alternatives, etc
4. Facilitated Workshops
Define Scope Process: Outputs

1. Scope Statement
describes project’s deliverables and the
work required to create those deliverables.
It includes
 Product scope description
 Deliverables’ Acceptance Criteria
 Project Deliverables
 Project Exclusion
 Project Assumptions and Constraints
Define Scope Process: Outputs
Define Scope Process: Outputs

2. Project Documents Updates: may include

– Stakeholder register
– Requirements Documents
– Requirements Traceability Matrix
Create WBS Process

 Is the process of subdividing project deliverables and work

into smaller, more manageable components.
 The WBS is a deliverable-oriented hierarchical
decomposition of the work to be executed by the project
team, to create the required deliverables.
 The WBS organizes and defines the total scope of the
project.
Create WBS Process
Data Flow Diagram
Create WBS Process
Work Pakage & Decomposition
 The planned work is contained within the lowest level of WBS
components, which are called work packages.

 A work package can be used to group the activities where work is

scheduled and estimated, monitored, and controlled. In the context of
the WBS, work refers to work products or deliverables that are the
result of activity and not to the activity itself.

 As the work is decomposed to greater levels of detail, the ability to

plan, manage, and control the work is enhanced. However, excessive
decomposition can lead to nonproductive management effort and
difficulty aggregating data over different levels of the WBS.
Create WBS Process:
WBS & Control Account
 A control account is a management control point where scope,
budget, actual cost, and schedule are integrated and compared to the
earned value for performance measurement.
 Control accounts are placed at selected management points in the
WBS.
 Each control account may include one or more work packages, but
each of the work packages should be associated with only one control
account.
 A control account may include one or more planning packages.
 planning package is a work breakdown structure component below
the control account with known work content but without detailed
schedule activities.
Create WBS Process:
WBS Structure & Forms
Create WBS Process:
WBS Structure & Forms
Create WBS Process:Inputs

 Scope Management Plan

 Project Scope Statement

 Requirements Document

 Enterprise Environmental Factors

 Organizational Process Assets

 Create WBS Process:
Tools and Techniques (T&T)

1. Decomposition
– Decomposition of the total work into work packages generally
involves the following activities:
 Identifying and analyzing the deliverables and related work.
 Structuring and organizing the WBS.
 Decomposing the upper WBS levels into lower level detailed
components.
 Developing and assigning identification codes to the WBS
components.
 Verifying that the degree of decomposition of the work is
necessary and sufficient.

2. Expert Judgment
Create WBS Process: Outputs

1. Scope Baseline
– Project Scope Statement
– WBS
– WBS Dictionary

2. Project Documents updates

Create WBS Process: Outputs
WBS Dictionary
Project Management
Processes PMBOK 5th edition

Planning
Process Group

Hossam Maghrabi, PMP

Planning Process Group
Project Boundaries
Planning Process Group
& Time Management Knowledge Areas

 Project Time Management includes the processes required to manage the timely
completion of the project and their associated tools and techniques. All this
information is documented in the schedule management plan.

 The schedule management plan identifies a scheduling method, tool and sets the
format and establishes criteria for developing and controlling the project schedule.
Plan Schedule Management
Data Flow Diagram

Plan Schedule Management is the process

of establishing the policies, procedures, and
documentation for planning, developing,
managing, executing, and controlling the
project schedule

This process provides guidance and

direction on how the project schedule will
be managed throughout the project.
Plan Schedule Management:
Inputs

1. Project Management Plan

1. Scope baseline ( Project Scope Statement, Work Breakdown Structure(WBS), WBS dictionary ).
2. Other information ( Scheduling related cost, risk, and communications decisions from the project
management plan)

2. Project Charter,
Defines the Summary Milestone Schedule
& project approval requirements
that will influence the management of
the project schedule.

3. Enterprise Environmental Factors (EEF).

4. Organizational Process Assets (OPA).

Plan Schedule Management:
Tools & Techniques (T&T)

1. Expert Judgment
 Expert judgment can be obtained through individual consultations (one-on-one
meetings, interviews, etc.) or through a panel format (focus groups, surveys,
etc.).
2. Analytical Techniques
 The Plan Schedule Management process may involve choosing strategic options
to estimate and schedule the project such as: scheduling methodology, tools and
techniques, estimating approaches, formats, and project management software.
So you use Analytical Techniques to take the decision.
3. Meetings
 Project teams may hold planning meetings to develop the schedule management
plan. Participants at these meetings may include the project manager, the project
sponsor, selected project team members, selected stakeholders, anyone with
responsibility for schedule planning or execution, and others as needed.
Plan Schedule Management:
Outputs

1. Schedule Management Plan,

 A major input into the Develop Project Management Plan process.
 It can set up the following,
 Project schedule model development,
 Level of accuracy, ( Acceptable range of accuracy in activity duration estimates ),
 Units of measure ( Units used in schedule measurements like staff hours, staff days, , ,),
 Organizational procedures links,
 Project schedule model maintenance(The process to update the status and record
progress),
 Control thresholds (Variance thresholds),
 Rules of performance measurement,
 Reporting formats,
 Process descriptions.
 Defines how schedule contingencies will be reported and assessed.
 It may be updated to reflect a change in the way the schedule is managed.
Define Activities Process
Data Flow Diagram

The process of identifying and

documenting the specific
actions to be performed to
produce the project
deliverables.

This process break down

work packages into activities
that provide a basis for
estimating, scheduling,
executing, monitoring, and
controlling the project work.

Activities represent the effort

needed to complete a work
package
Define Activities Process:
Inputs

1. Schedule Management Plan

2. Scope baseline
 Project Scope Statement,
 Work Breakdown Structure(WBS),
 WBS dictionary .
3. Enterprise Environmental Factors (EEF).
4. Organizational Process Assets (OPA).
Define Activities Process:
Tools & Techniques (T&T)

1. Decomposition
Dividing and subdividing the project scope and project deliverables into smaller, more
manageable parts.
 Each work package within the WBS is decomposed into the activities required to
produce the work package deliverables.
 Involving team members in the decomposition can lead to better and more accurate
results.
 The activity list, WBS, and WBS dictionary can be developed either sequentially or
concurrently, with the WBS and WBS dictionary as the basis for development of the
final activity list

2. Rolling Wave Planning ( A form of progressive elaboration.)

Rolling wave planning is an iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while the work in the future is planned at
a higher level.
Define Activities Process:
Tools & Techniques (T&T)

2. Expert Judgment
 Project team members or other experts, who are experienced and skilled in developing
detailed project scope statements, the WBS, and project schedules, can provide
expertise in defining activities.
Define Activities Process:
Outputs

1. Activity List, includes all schedule activities required on the project.

1. Activity Attributes extend the description of the activity by identifying the multiple
components associated with each activity.

1. Milestone List,
1. A milestone is a significant point or event in a project.
2. Milestones are similar to regular schedule activities, with the same structure and attributes,
but they have zero duration because milestones represent a moment in time .
Sequence Activities Process:
Data Flow Diagram

Identifying & documenting

relationships among the
project activities.

Defines the logical sequence

of work to obtain the
greatest efficiency given all
project constraints.

Logical relationships should

be designed to create a
realistic project schedule.
Sequence Activities Process:
Inputs

1. Project Scope Statement

 It’s include ( Product characteristics, project deliverables, project constraints, and project
assumptions ) that may affect activity sequencing.
 Note: While these effects are often apparent in the activity list & activity Attributes, the product
scope description is generally reviewed to ensure accuracy.
2. Schedule Management Plan To guide in how the activities may be sequenced.
3. Activity List.
4. Activity Attributes.
5. Milestone List, It may have a scheduled dates for specific milestones.
6. Enterprise Environmental Factors (EEF), Project management information
system (PMIS),Scheduling tool, Company work authorization systems.
7. Organizational Process Assets (OPA), Scheduling methodology, policies,
procedures guidelines & templates that are considered in developing logical relationships.
 Sequence Activities Process:
Tools & Techniques (T&T)
1. Precedence Diagramming Method (PDM)
- Useding for constructing a schedule model.
- Activity-on-node (AON) is one method of representing a precedence
diagram. The activities are represented by nodes and are
graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed. It used by most
project management software packages.
Sequence Activities Process:
Tools & Techniques (T&T)
2. Dependency Determination,
Four type of dependencies : Mandatory or Discretionary, Internal or External.

- Mandatory dependencies can be external or internal dependencies, also discretionary dependencies can be
external or internal.
- Since discretionary dependencies are more arbitrary, they should be fully documented so the reasons for their
placement can be maintained and available during future revisions. When fast tracking techniques are employed,
these discretionary dependencies should be reviewed and considered for modification or removal
Sequence Activities Process:
Tools & Techniques (T&T)
3) Leads and Lags
 A lead is the amount of time whereby a successor
activity can be advanced with respect to a
predecessor activity.
Ex, on a project to construct a new office building, the landscaping
(Task A)could be scheduled to start two weeks prior to the
scheduled punch list (Task B) completion. This would be shown
as a finish-to-start with a two-week lead . Lead is often
represented as a negative value for lag in scheduling software.

 A lag is the amount of time whereby a successor

activity will be delayed with respect to a
predecessor activity.
Ex, a technical writing team may begin editing (Task A) the draft of a
large document 15 days after they begin writing it (Task B). This
can be shown as a start-to-start relationship with a 15-day lag.
Sequence Activities Process:
Outputs
1. Project Schedule Network Diagrams,

It’s a graphical representation of

the logical relationships, also
referred to as dependencies, among
the project schedule activities.

Any unusual activity sequences

within the network should be fully
described within the narrative.

2. Project Documents Updates, include, but are not limited to Activity lists, Activity
attributes, Milestone list and Risk register.
Estimate Activity Resources:
Data Flow Diagram

It identifies the type,

quantity & characteristics of
resources required to
complete the activity which
allows more accurate cost
and duration estimates.

The Estimate Activity

Resources process is closely
coordinated with the
Estimate Costs process.
Estimate Activity Resources:
Inputs

1. Schedule Management Plan, It identifies the level of accuracy and the units of measure for the
resources to be estimated..
2. Activity List, It identifies the activities which will need resources.
3. Activity Attributes, It provide the primary data input for use in estimating those resources required
for each activity

4. Resource Calendars, It specify when and how long identified project resources (such as
human resources, equipment, and material) will be available during the project. This information may be
at the activity or project level and includes resource attributes.
5. Risk Register, It includes a risks those may impact resource selection & availability.
6. Activity Cost Estimates, The cost of resources may impact resource selection.
7. Enterprise Environmental Factors (EEF), resource location, availability & skills
8. Organizational Process Assets (OPA), Policies and procedures regarding staffing,
rental and purchase of supplies & equipment.
Estimate Activity Resources:
Tools & Techniques (T&T)
1. Bottom-Up Estimating, is a method of estimating project duration or cost by
aggregating the estimates of the lower-level components of the WBS.As following ,
1. When an activity cannot be estimated with a reasonable degree of confidence, the work
within the activity is decomposed into more detail.
2. The resource needs are estimated then aggregated into a total quantity for each of the
activity’s resources.
3. If there are dependencies between the activities that can affect the application and use of
resources, this pattern of resource usage is reflected and documented in the estimated
requirements of the activity

2. Alternative Analysis, many schedule activities have alternative methods of

accomplishment using various levels of resource capability or skills, different size or type of
machines, different tools (hand versus automated), and make, rent -or-buy decisions regarding the
resource.
Estimate Activity Resources:
Tools & Techniques (T&T)

3. Published Estimating Data, Several organizations routinely publish updated

production rates and unit costs of resources for an extensive array of labor trades, material,
and equipment for different countries and geographical locations within countries.

4. Project Management Software, such as a scheduling software tool, has the

capability to help plan, organize, and manage resource pools and develop resource estimates.
Depending on the sophistication of the software, resource breakdown structures, resource
availability, resource rates, and various resource calendars can be defined to assist in
optimizing resource utilization.

5. Expert Judgment, used to assess the resource-related inputs to this process.

Estimate Activity Resources:
Outputs

1. Activity Resource Requirements,

1. It identify the types and quantities of resources required for each activity in a work package. These
requirements then can be aggregated to determine the estimated resources for each work package and each
work period.
2. The resource requirements documentation for each activity can include the basis of estimate for each
resource, as well as the assumptions that were made in determining which types of resources are applied,
their availability, and what quantities are used.

2. Resource Breakdown Structure,

– It is useful for organizing and reporting project schedule data
with resource utilization information

3. Project Documents Updates,

1. Activity lists,
2. Activity attributes,
3. Milestone list and Risk register.
Estimate Activity Durations:
Data Flow Diagram

It provides the amount of time

each activity will take to
complete, which is a major
input into the Develop
Schedule process.

It’s progressively elaborated

process

All data and assumptions used.

are documented for each
estimate of activity duration.
Estimate Activity Durations:
Inputs

1. Project Scope Statement, The assumptions and constraints from the project scope statement
are considered when estimating the activity durations.
2. Risk Register, It includes a risks those may impact resource availability.
3. Schedule Management Plan,
4. Activity List, It identifies the activities which will need resources.
5. Activity Attributes, It provide the primary data input for use in estimating those resources
required for each activity.
6. Activity Resource Requirements,
7. Resource Breakdown Structure,
8. Resource Calendars, it influence the duration of schedule activities due to the availability of
specific resources, type of resources, and resources with specific attributes.
9. Enterprise Environmental Factors (EEF).
10. Organizational Process Assets (OPA).
Estimate Activity Durations:
Tools & Techniques (T&T)
1. Analogous Estimating, is a technique for estimating the duration or cost of
an activity or a project using historical data from a similar activity or project.

1. It uses parameters from a previous, similar project, such as duration, budget, size,
weight, and complexity, as the basis for estimating the same parameter or measure for
a future project.
2. It relies on the actual duration of previous similar projects.
3. It is uses when there is a limited amount of detailed information about the project.
4. It is less costly and less time consuming than other techniques, but it is also less
accurate.
5. It applied to a total project or to segments of a project and used in conjunction with
other estimating methods (It is a gross value estimating approach).
6. It is most reliable when the previous activities are similar in fact and not just in
appearance, the project team members preparing the estimates have the needed
expertise and take in consideration the differences in complexity of the projects.
Estimate Activity Durations:
Tools & Techniques (T&T)
2. Parametric Estimating, is an estimating technique in which an algorithm is
used to calculate cost or duration based on historical data and project parameters.

It can be quantitatively determined by multiplying the quantity of work to be performed by

labor hours per unit of work. For example, if the assigned resource is capable of
installing 25 meters of cable per hour, the duration required to install 1,000 meters is
40 hours. (1,000 meters divided by 25 meters per hour).
1. It can produce higher levels of accuracy depending upon the sophistication and
underlying data built into the model.
2. It applied to a total project or to segments of a project and used in conjunction
with other estimating methods (It is a gross value estimating approach).
Estimate Activity Durations:
Tools & Techniques (T&T)
3. Three-Point Estimating -Program Evaluation and Review Technique –PERT-.
PERT uses three estimates to define an approximate range for an activity’s duration:
 Most likely (tM). This estimate is based on the duration of the activity, given the
resources likely to be assigned, their productivity, realistic expectations of availability
for the activity, dependencies on other participants, and interruptions.
 Optimistic (tO). The activity duration based on analysis of the best-case scenario for
the activity.
 Pessimistic (tP). The activity duration based on analysis of the worst-case scenario
for the activity.
The expected duration,tE, is depending on the assumed distribution of values within the
range of the three estimates. There are two common formulas:
Triangular Distribution tE = (tO + tM + tP) / 3
Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
Duration estimates based on three points with an assumed distribution provide an
expected duration and clarify the range of uncertainty around the expected duration
Estimate Activity Durations:
Tools & Techniques (T&T)
4. Reserve Analysis, Duration estimates may include contingency reserves,
sometimes referred to as time reserves or buffers, into the project schedule to
account for schedule uncertainty.
Contingency reserves,
- The estimated duration within the schedule baseline, which is allocated for identified
risks that are accepted and for which contingent or mitigation responses are developed.
- Associated with the “known-unknowns,” which may be estimated to account for this
unknown amount of rework.
- May be a percentage of the estimated activity duration, a fixed number of work periods,
or may be developed by using quantitative analysis methods such as Monte Carlo
simulation.
- May be separated from the individual activities and aggregated into buffers.
- Contingency should be clearly identified in schedule documentation.

Note: As more precise information about the project becomes available, the contingency reserve may
be used, reduced, or eliminated.
Estimate Activity Durations:
Tools & Techniques (T&T)
4. Reserve Analysis, Estimates may also be produced for the amount of
management reserve of time for the project.
Management reserves,

- A specified amount of the project duration withheld for management control

purposes and are reserved for unforeseen work that is within scope of the project.

- Intended to address the “unknown-unknowns” that can affect a project.

- Not included in the schedule baseline, but it is part of the overall project duration
requirements.

- Depending on contract terms, use of management reserves may require a change to the
schedule baseline.
Estimate Activity Durations:
Tools & Techniques (T&T)
5. Group Decision-Making Techniques, Is a Team-based approaches, such as
brainstorming, the Delphi or nominal group techniques
1. It is useful for engaging team members to improve estimate accuracy and commitment to
the emerging estimates. By involving a structured group of people who are close to the
technical execution of work in the estimation process, additional information is gained and
more accurate estimates obtained.
When people are involved in the estimation process, their commitment towards
meeting the resulting estimates increases

6. Expert Judgment, uses historical information, to provide duration estimate information

or recommended maximum activity durations from prior similar projects. Also determine
whether to combine methods of estimating and how to reconcile differences between them.
Estimate Activity Durations:
Outputs
1. Activity Duration Estimates, are quantitative assessments of the likely number of
time periods that are required to complete an activity.
1. Activity duration estimates do not include any lags as described.
2. Activity duration estimates may include some indication of the range of possible results. For
example,
 ± 2 days, which indicates that the activity will take at least eight days and not more than
twelve (assuming a five-day workweek)
 15 % probability of exceeding three weeks, which indicates a high probability—85 %—
that the activity will take three weeks or less.

2. Project Documents Updates, may be updated include,

1. Activity attributes;
2. Assumptions made in developing the activity duration estimate, such as skill levels and
availability, as well as a basis of estimates for durations.
Develop Schedule:
Data Flow Diagram

It’s the process of

analyzing activity
sequences, durations,
resource requirements,
and schedule constraints
to create the project
schedule model.

It’s an iterative process

to sustain a realistic
schedule throughout the
project life.
Develop Schedule:
Inputs

1. Project Scope Statement.

2. Risk Register.
3. Schedule Management Plan.
4. Activity List.
5. Activity Attributes.
6. Activity Resource Requirements.
7. Activity Duration Estimates.
8. Resource Breakdown Structure.
9. Resource Calendars.
10. Project Schedule Network Diagrams,
11. Project Staff Assignments, specify which resources are assigned to each activity.
12. Enterprise Environmental Factors (EEF).
13. Organizational Process Assets (OPA).
Develop Schedule:
Tools & Techniques (T&T)
1. Schedule Network Analysis, is a technique that generates the project schedule
model by employs various analytical techniques, such as,
– Critical path method,
– Critical chain method,
– What-if analysis,
– Resource optimization techniques
to calculate the early and late start and finish dates for the uncompleted portions of project
activities.
Note the output of this technique may identified and used in schedule compression analysis or
other schedule analyses/management techniques.
Develop Schedule:
Tools & Techniques (T&T)
2. Critical Path Method The method used to estimate
the minimum project duration
and determine the amount of
scheduling flexibility on the
logical network paths within
the schedule model.
Develop Schedule:
Tools & Techniques (T&T) It’s a schedule method that allows
the project team to place buffers
on any project schedule path to
account for limited resources and
3. Critical Chain Method project uncertainties.
 Develop Schedule:
Tools & Techniques (T&T)
4. Resource Optimization Techniques ,
Resource leveling
- Used when shared or critically required resources are only available at certain
times, or in limited quantities, or over-allocated.
- Start and finish dates are adjusted based on resource constraints with the goal
of balancing demand for resources with the available supply.
- Can often cause the original critical path to change, usually to increase.
Resource Smoothing
- In resource smoothing, as opposed to resource leveling, the project’s critical path is
not changed and the completion date may not be delayed ( activities may only be
delayed within their free and total float). Thus resource smoothing may not be able to
optimize all resources.
Develop Schedule:
Tools & Techniques (T&T)
5. Modeling Techniques, Include, but are not limited to:
– What-If Scenario Analysis,
 Evaluating scenarios in order to predict their effect, positively or negatively, on
project objectives.
 what-if scenario analysis can be used to assess the feasibility of the project schedule
under adverse conditions, and in preparing contingency and response plans to
overcome or mitigate the impact of unexpected situations.
– Simulation,
 The most common simulation technique is Monte Carlo analysis, in which a
distribution of possible activity durations (durations with different sets of activity
assumptions) is defined for each activity and used to calculate a distribution of
possible outcomes for the total project.

6. Scheduling Tool, Automated scheduling tools contain the schedule model and expedite
the scheduling process by generating start and finish dates based on the inputs of activities,
network diagrams, resources and activity durations using schedule network analysis.
Develop Schedule:
Tools & Techniques (T&T)
7. Leads and Lags, Applied during network analysis to develop a viable schedule by adjusting the start time
of the successor activities. (Please refer to - Sequence Activities Process T&T)
Leads are used in limited circumstances to advance a successor activity with respect to the predecessor activity.
Lags are used in limited circumstances where processes require a set period of time to elapse between the
predecessors and successors without work or resource impact.

8. Schedule Compression techniques are used to shorten the schedule duration without
reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives.
Schedule compression techniques include, but are not limited to:
3. Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding
resources. Examples of crashing include approving overtime, bringing in additional resources, or
paying to expedite delivery to activities on the critical path. Crashing works only for activities on the
critical path where additional resources will shorten the activity’s duration. Crashing does not always
produce a viable alternative and may result in increased risk and/or cost.
4. Fast tracking. A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. An example is constructing
the foundation for a building before completing all of the architectural drawings. Fast tracking may
result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten
the project duration.
Develop Schedule:
Outputs

1. Schedule Baseline, An approved version of schedule, changed only through formal change
control, used as a basis for comparison to actual results, one of the project management plan.
2. Project Schedule, is an output of a schedule model that presents linked activities with planned
dates, durations, milestones, and resources.
1. Bar charts or Gantt charts
2. Milestone charts, identify the scheduled start or completion of major deliverables.
3. Project schedule network diagrams. These diagrams are commonly presented in the activity-on-node
diagram format
3. Schedule Data, is the collection of information for describing and controlling the schedule. It includes at least
the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and
constraints. Ex, Resource requirements by time period, Scheduling of contingency reserves or Alternative
schedules,
4. Project Calendars, identifies working days and shifts that are available for scheduled activities.
5. Project Management Plan Updates,
6. Project Documents Updates, Like, Activity resource requirements, Activity attributes, Calendars or
Risk register.
Develop Schedule:
Outputs
Planning Process Group
& Cost Management Knowledge Areas

- Project Cost Management includes the processes involved in planning, estimating, budgeting,
financing, funding, managing and controlling costs so that the project can be completed within the
approved budget.

- The ability to influence the cost is greatest at the early stages of the project.
- Different stakeholders will measure project costs in different ways and at different times. So
Project Cost Management should consider the stakeholder requirements for managing costs.
Plan Cost Management
Data Flow Diagram
Plan Cost Management:
Inputs

1. Project Management Plan

1. Scope baseline (Project Scope Statement, Work Breakdown Structure(WBS), WBS dictionary ).
2. Schedule baseline.
3. Other information (cost-related Scheduling, risk, and communications decisions from the
project management plan)

2. Project Charter, provides the summary budget from which the detailed project costs are
developed. Also defines the project approval requirements that will influence the management of the
project costs.

3. Enterprise Environmental Factors (EEF).

4. Organizational Process Assets (OPA).

Plan Cost Management:
Tools & Techniques (T&T)

1. Expert Judgment, Expert judgment can be obtained through individual

consultations (one-on-one meetings, interviews, etc.) or through a panel format (focus
groups, surveys, etc.).

2. Analytical Techniques, Developing the cost management plan may involve

choosing strategic options to fund the project such as: self-funding, funding with equity, or
funding with debt. Techniques may include, payback period, return on investment, internal
rate of return, discounted cash flow, and net present value.

3. Meetings, Project teams may hold planning meetings to develop the cost management
plan. Attendees at these meetings may include the project manager, the project sponsor,
selected project team members, selected stakeholders, anyone with responsibility for project
costs, and others as needed.
Plan Cost Management:
Outputs

1. Cost Management Plan, include ng,

– Units of measure.

– Level of precision. The degree to which activity cost estimates will be rounded up or down (e.g.,
US$100.49 to US$100, or US$995.59 to US$1,000), based on the scope of the activities and
magnitude of the project.

– Level of accuracy ( Estimate accuracy).

– Organizational procedures links.

– Control thresholds - Variance thresholds for monitoring cost performance -.

– Rules of performance measurement - Earned value management (EVM) rules of performance

measurement are set -.

– Reporting formats.

– Process descriptions.
Estimate Cost:
Data Flow Diagram Developing an approximation of
the monetary resources needed to
complete project activities based
on the information known at a
given point in time.

Cost estimates should be reviewed

and refined during the course of
the project to reflect additional
detail as it becomes available and
assumptions are tested
Estimate Cost:
Inputs

1. Cost Management Plan, It includes the method used and the level of accuracy required to estimate
activity cost.
2. Human Resource Management Plan, provides project staffing attributes, personnel rates, and
related rewards/recognition,
3. Scope Baseline,
1. Project scope statement, we can determine direct project costs and indirect costs through Product description,
acceptance criteria, key deliverables, project boundaries, assumptions, and constraints. One of the most common
constraints for many projects is a limited project budget. Examples of other constraints are required delivery dates,
available skilled resources, and organizational policies.
2. Work breakdown structure, ( The project deliverables )
3. WBS dictionary
4. Project Schedule
5. Risk Register, To consider cost of Risk Management activities and response costs.
6. Enterprise Environmental Factors (EEF)
7. Organizational Process Assets (OPA)
Estimate Cost:
Tools & Techniques (T&T)
1. Expert Judgment, uses historical information, to provide duration estimate information
or recommended maximum activity durations from prior similar projects. Also determine whether
to combine methods of estimating and how to reconcile differences between them
2. Analogous Estimating,
Estimate Cost:
Tools & Techniques (T&T)
3. Parametric Estimating,
Uses a statistical relationship between relevant historical data and other variables (e.g., square footage
in construction) to calculate a cost estimate for project work.
- It can produce higher levels of accuracy depending upon the sophistication and underlying data
built into the model.
- It applied to a total project or to segments of a project and used in conjunction with other
estimating methods (It is a gross value estimating approach).
Estimate Cost:
Tools & Techniques (T&T)
4. Bottom-Up Estimating, is a method of estimating a component of work.
Estimate Cost:
Tools & Techniques (T&T)
5. Three-Point Estimating
Estimate Cost:
Tools & Techniques (T&T)
6. Reserve Analysis,
Contingency reserve is the cost or time reserve that is used to manage identified risks or
“known-unknown” (known=identified, unknown=risks). Contingency reserve is not a random
reserve, it is an estimated reserve based on various risk management techniques, such as expected
monetary value and the decision tree method.
This reserve is controlled by the project manager. The project manager has full authority to use it
whenever any identified risk occurs. He can also delegate this authority to the risk owner who will
use this reserve at the time of risks occurring. The project manager can be updated on later stages.

Management reserves is the cost or time reserve that is used to manage the unidentified risks
or “unknown-unknown” (unknown=unidentified, unknown=risks). Management reserve is not an
estimated reserve; it is a random figure, which is defined according to the organization’s policy.
Management reserve is not controlled by the project manager; it is managed by someone outside
the project team, usually someone from management. Whenever any unidentified risk occurs, the
project manager has to get approval from management to use the management reserve.
Management reserve is used in emergencies. It is basically used to avoid a situation where you
need some urgent money and the organization says that they don’t have additional money
available for your project.
Estimate Cost:
Tools & Techniques (T&T)

7. Cost of Quality (COQ), Assumptions about costs of quality may be used to

prepare the activity cost estimate.
3. Cost of quality refers to the total cost of the conformance work and the nonconformance work that
should be done as a compensatory effort because, on the first attempt to perform that work, the
potential exists that some portion of the required work effort may be done or has been done
incorrectly.

8. Project Management Software, such as a scheduling software tool, has the

capability to help plan, organize, and manage resource pools and develop resource estimates.
Depending on the sophistication of the software, resource breakdown structures, resource
availability, resource rates, and various resource calendars can be defined to assist in
optimizing resource utilization.
9. Vendor Bid Analysis, Analysis of what the project should cost, based on the
responsive bids from qualified vendors.
– When a projects are awarded to a vendor under competitive processes, additional cost estimating work
may be required of the project team to examine the price of individual deliverables and to derive a cost
that supports the final total project cost.
Estimate Cost:
Tools & Techniques (T&T)
10. Group Decision-Making Techniques, Is a Team-based approaches, such as
brainstorming, the Delphi or nominal group techniques
1. It is useful for engaging team members to improve estimate accuracy and commitment to
the emerging estimates. By involving a structured group of people who are close to the
technical execution of work in the estimation process, additional information is gained and
more accurate estimates obtained.
When people are involved in the estimation process, their commitment towards
meeting the resulting estimates increases
Estimate Cost:
Tools & Techniques (T&T)
Estimate Cost:
Outputs

1. Activity Cost Estimates, are quantitative assessments of the probable costs required to
complete project work.

2. Basis of Estimates, "how the cost estimate was derived." Documentation of, how it was
developed, all assumptions made, any known constraints, confidence level of the final estimate.

3. Project Documents Updates, include, The risk register,……

Determine Budget:
Data Flow Diagram

Aggregating the estimated costs

of individual activities or work
packages to establish an
authorized cost baseline which
project performance can be
monitored and controlled.

Cost baseline is the approved

version of the time-phased
project budget, but excludes
management reserves.

Project budget includes all the

funds authorized to execute the
project, includes management
reserves.
Determine Budget:
Inputs

1. Cost Management Plan,

2. Scope Baseline (Project scope statement, Work breakdown structure and WBS dictionary )
3. Activity Cost Estimates
4. Basis of Estimates
5. Project Schedule
6. Resource Calendars
7. Risk Register
8. Agreements, Applicable agreement information and costs relating to products, services, or results
that have been or will be purchased are included when determining the budget .
9. Organizational Process Assets
Determine Budget:
Tools & Techniques (T&T)
1. Cost Aggregation,

2. Reserve Analysis, Establish both the contingency reserves and the management reserves.

3. Expert Judgment ,

4. Historical Relationships - parametric estimates or analogous estimates -.

5. Funding Limit Reconciliation, The expenditure of funds should be reconciled with any
funding limits on the commitment of funds for the project.
Determine Budget:
Outputs

3- Project Documents Updates,

1. Risk register,
2. Activity cost estimates, and
3. Project schedule
Project Management
Processes PMBOK 5th edition

Planning
Process Group

Hossam Maghrabi, PMP

Planning Process Group
Project Boundaries
Planning Process Group
& Project Quality Management
Project Quality Management,
1. Includes the processes and activities of the performing organization that determine
quality policies, objectives, and responsibilities.
2. Implement the organization’s quality management system Using policies and
procedures, within the project’s context,.
3. Supports continuous process improvement activities as undertaken on behalf of the
performing organization.
4. Works to ensure that the project requirements, including product requirements, are met
and validated.

The basic approach to project quality management as described in this section is intended to be
compatible with International Organization for Standardization (ISO) quality standards.
Planning Process Group
& Project Quality Management

Failure to meet the quality requirements can have serious, negative consequences for
any or all of the project’s stakeholders.
Ex. Meeting customer requirements by overworking the project team may result in decreased profits and
increased project risks, employee attrition, errors, or rework.
Meeting project schedule objectives by rushing planned quality inspections may result in undetected
errors, decreased profits, and increased post-implementation risks
Planning Process Group
& Project Quality Management

Quality Measures & Techniques

are specific to the type of deliverables being produced by the project.
Ex. The project quality management of software deliverables may use different approaches and measures
from those used when building a nuclear power plant.
Planning Process Group
& Project Quality Management

Modern Quality Management Approaches

&
Achieving ISO Compatibility
By seek to minimize variation and to deliver results that meet defined
requirements.
Modern Quality Management focuses on,
1. Customer Satisfaction.
2. Prevention Over Inspection.
3. Continuous Improvement.
4. Management Responsibility.
5. Cost Of Quality (COQ).
Plan Quality Management
Data Flow Diagram

The process of identifying quality

requirements and/or standards for the
project and its deliverables, and
documenting how the project will
demonstrate compliance with relevant
quality requirements.

It provides guidance and direction on how

quality will be managed and validated
throughout the project.
Plan Quality Management:
Inputs

1. Project Management Plan

1. Scope baseline - Project Scope Statement, Work Breakdown Structure(WBS), WBS dictionary -.
2. Schedule baseline.
3. Cost baseline.
4. Other management plans (Contribute to the overall project quality).

2. Stakeholder Register
3. Risk Register
4. Requirements Documentation
5. Enterprise Environmental Factors (EEF).
6. Organizational Process Assets (OPA).
 Plan Quality Management:
Tools & Techniques (T&T)
1. Cost-Benefit Analysis, Compares the cost of the quality step to the expected
benefit (Less Rework, Higher Productivity, Lower Costs, Increased Stakeholder
Satisfaction, & Increased Profitability).

2.
Plan Quality Management:
Tools & Techniques (T&T)

3. Seven Basic Quality Tools - 7QC Tools ,

1. Cause-and-effect diagrams
2. Flowcharts
3. Check-Sheets
4. Pareto diagrams
5. Histograms
6. Control charts
7. Scatter diagrams

The seven basic quality tools are used within the context of the PDCA Cycle to
solve quality-related problems.
Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
1. Cause-and-effect diagram - Fishbone or Ishikawa diagrams -

The problem statement is placed at

the head of the Fishbone as a starting
point for describing the problem.

The causes are found by looking at the

problem statement and asking “why”
until the actionable root cause has
been identified or until the reasonable
possibilities on each fishbone have
been exhausted.

The cause and effect diagram is useful

to…
1. Break preconceived notions about
problems.
2. Spur critical thinking.
3. Create ‘aha moments’ by seeing
how causes interact.
4. Encourage the whole team to
participate in continuous
improvement.
 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
2. Flowchart - Process Maps -

Flowcharts show the activities,

decision points, branching loops,
parallel paths, and the overall order
of processing by mapping the
operational details of procedures that
exist within a horizontal value chain
of a SIPOC model.

Flowcharts may prove useful in

understanding and estimating the cost
of quality in a process, by using the
workflow branching logic and
associated relative frequencies to
estimate expected monetary value for
the conformance and nonconformance
work required to deliver the expected
conforming output.
 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
3. Check-Sheet - Tally Sheets or Check-List -

Check-Sheets are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential
quality problem.

Check-Sheets are especially useful for gathering attributes data while performing inspections to identify defects.

Ex. Data about the frequencies or consequences of defects collected in check-sheets are often displayed using Pareto diagrams.
 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
4. Pareto Diagram - A special form of vertical bar chart used to identify the vital few
sources that are responsible for causing most of a problem’s effects.

A Pareto chart combines

elements of a line chart and bar
graph, where individual values
are shown as bars in descending
numerical order - frequencies -,
and the line represents the
cumulative -consequences- total
of these values.

The Pareto Chart is a simple to

use and powerful graphic to
identify where the majority of
problems in a process are
originating . Using a Pareto
Chart early in problem solving
is an effective strategy to
decrease project complexity.

20% of the people cause 80% of the problems

 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
5. Histogram - A special form of bar chart used to describe the central tendency, dispersion, and
shape (frequency distribution) of a statistical distribution (A set of continuous data).

Unlike the control chart, the histogram does not consider the influence of time
on the variation that exists within a distribution.
 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
6. Control Chart - A graphic display of process data over time and against established
control limits, which has a centerline that assists in detecting a trend of plotted values toward
either control limit.
- Control Limits. The area composed of three standard deviations on either side of the centerline or
mean of a normal distribution of data plotted, which reflects the expected variation in the data.
- Specification Limits. The area, on either side of the centerline, or mean, of data plotted that meets
the customer’s requirements for a product or service. This area may be greater than or less than the area
defined by the control limits.
 Plan Quality Management - T&T
3 - Seven Basic Quality Tools - 7QC Tools
7. Scatter Diagram - Correlation Chart - displays the data set as a collection of points in
Cartesian coordinates; each of them is determined by the values of two variables

Scatter Diagrams are used for identifying potential linear and nonlinear relationships between variables and how a change in one
variable affects another.
Scatter Diagrams are used to depict the relationships of price and quality rating, and to show the absence or presence of correlation
between two variables and its degree. The correlation can be positive, negative, or null, its type can be easy defined with only a glance on
the position of points on the Scatter Chart.
Plan Quality Management:
Tools & Techniques (T&T)

4. Benchmarking - involves comparing actual or planned project practices to those of

comparable projects to identify best practices, generate ideas for improvement, and provide a basis
for measuring performance.
- Benchmarked projects may exist within the performing organization or outside of it, or can be within the
same application area.
- Benchmarking allows for analogies from projects in a different application area to be made.
5. Design of Experiments (DOE) -
- DOE is a statistical method for identifying which factors may
influence specific variables of a product or process under
development or in production. DOF used during the Plan Quality
Management process to determine the number and type of tests and their
impact on cost of quality. DOE also plays a role in optimizing products
or processes.

One important aspect of this technique is that it provides a statistical

framework for systematically changing all of the important factors, rather
than changing the factors one at a time.
For example, automotive designers use this technique to determine which
combination of suspension and tires will produce the most desirable ride
characteristics at a reasonable cost.
Plan Quality Management:
Tools & Techniques (T&T)

6. Statistical Sampling - involves choosing part of a population of interest for inspection.

Sample frequency and sizes should be determined during the Plan Quality Management process so
the cost of quality will include the number of tests, expected scrap, etc.

7. Meetings - Project teams may hold planning meetings to develop the quality management plan.
Attendees at these meetings may include the project manager; the project sponsor; selected project
team members; selected stakeholders; anyone with responsibility for Project Quality Management
activities namely Plan Quality Management, Perform Quality Assurance, or Control Quality; and
others as needed.
 Plan Quality Management:
Tools & Techniques (T&T)
8. Additional Quality Planning Tools
Brainstorming- is a group creativity
technique by which efforts are made to
Nominal group technique- This Force field analysis- These are find a conclusion for a specific problem by
technique is used to allow ideas to be gathering a list of ideas spontaneously
diagrams of the forces for and against
brainstormed in small groups and then contributed by its members. For more
reviewed by a larger group change. information refer to Identify Risks: Tools and
( Involving problem identification, solution . Techniques / Information Gathering Techniques
generation, and decision making.)

Quality management and control tools- Affinity diagrams, Process decision program charts (PDPC),
Interrelationship digraphs, Tree diagrams, Prioritization matrices, Activity network diagrams and Matrix diagrams, for more
information please refer to Perform Quality Assurance: Tools and Techniques)
Plan Quality Management:
Outputs

1. Quality Management Plan - Describes how the organization’s quality policies will
be implemented to meet the quality requirements set for the project.
The quality management plan should be reviewed early in the project to ensure that decisions are based
on accurate information & reductions in costs and in the frequency of schedule overruns that were caused
by rework.
2. Process Improvement Plan - Details the steps for analyzing project management
and product development processes to identify activities that enhance their value through taking in
consideration the following,
- Process boundaries. Describe the purpose of the process, the start and end of the process, its inputs and outputs,
the process owner, and the stakeholders of the process.
- Process configuration. Provides 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. Guide the process improvement activities.

3. Project Documents Updates -Stakeholder register, Responsibility assignment matrix,

WBS and WBS Dictionary -
Plan Quality Management:
Outputs

4. Quality Metrics - Specifically describes a project or product attribute and how the control
quality process will measure it.
- A measurement is an actual value.
- The tolerance defines the allowable variations to the metric. For example, if the quality objective
is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the
cost of every deliverable and determine the percent variance from the approved budget for that
deliverable.
Quality metrics are used in the perform quality assurance and control quality processes which include,
on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage….

5. Quality Checklists - Checklist is a structured tool used to verify that a set of required steps
has been performed – Quality checklists should incorporate the acceptance criteria included in the
scope baseline.
Many organizations have standardized checklists also they available from professional associations or
commercial service providers.
 Planning Process Group
& Project Human Resource Management

As a result of the interactions between Project Human Resource Management processes & the processes in other
Knowledge Areas the additional planning may be required throughout the project. For example:
– After initial team members create a work breakdown structure, additional team members may need to be added to
the team.
– As additional team members are added to the team, their experience levels, or lack thereof, could decrease or
increase project risk, creating the need for additional risk planning.
– When activity durations are estimated, budgeted, scoped, or planned prior to identifying all project team members
and their competency levels, the activity durations may change.
Managing and leading the project team includes, but is not limited to:
1. Influencing the project team. Factors that may impact the project team like team environment, geographical locations
of team members, communications among stakeholders, internal and external politics, cultural issues,…….
2. Professional and ethical behavior.
Planning Process Group
& Project Human Resource Management

Project Human Resource Management includes the processes that organize, manage, &
lead the project team.
The project team - A comprised of the people with assigned roles and responsibilities for completing
the project.
The project management team - A subset of the project team which responsible for the project
management and leadership activities such as initiating, planning, executing, monitoring, controlling, and
closing the various project phases. This group can also be referred to as the core, executive, or leadership
team.
The project sponsor - A person who works with the project management team, typically assisting
with matters such as project funding, clarifying scope, monitoring progress, and influencing stakeholders in
both the requesting and performing organization for the project benefit.
The project’s staff - Project team members - May have varied skill sets, may be assigned full or
part-time, and may be added or removed from the team as the project progresses.

Although specific roles and responsibilities for the project team members are assigned, Participation
of team members during planning adds their expertise to the process and strengthens their
commitment to the project.
Plan Human Resource Management
Data Flow Diagram
The process of identifying and
documenting Project roles,
responsibilities, required skills,
reporting relationships, and creating a
staffing management plan.

It establishes project organization

charts, and the staffing management
plan including the timetable for staff
acquisition and release.
Also identification of training needs,
team-building strategies, plans for
recognition and rewards programs,
compliance considerations, safety
issues, and the impact of the staffing
management plan on the organization.
Plan Human Resource Management:
Inputs

1. Project Management Plan – Includes,

- The project life cycle 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,
- A configuration management plan that documents how configuration management will be
performed,
- How integrity of the project baselines will be maintained, and
- Needs and methods of communication among stakeholders.
2. Activity Resource Requirements to determine the human resource
needs for the project.
Note: The required project team members and their competencies are progressively elaborated as part of the
Plan Human Resource Management process.

3. Enterprise Environmental Factors (EEF).

4. Organizational Process Assets (OPA).
Plan Human Resource Management:
Tools & Techniques (T&T)

1. Organization Charts and Position Descriptions

- To document team member roles and responsibilities.
- Regardless of the method utilized, the objective is to ensure that each work package has an
unambiguous owner and that all team members have a clear understanding of their roles and
responsibilities.
Note:- Some project assignments are listed in subsidiary plans, such as the risk, quality, or
communications management plans.
Plan Human Resource Management:
Tools & Techniques (T&T)
2. Networking - 3. Organizational Theory -
Is the formal and informal interaction with others in an provides information regarding the way in which people, teams, &
organization, industry, or professional environment. organizational units behave.
It is a constructive way to understand political and It is important to recognize that different organizational structures
interpersonal factors that will impact the effectiveness of have different individual response, individual performance, and
various staffing management options. personal relationship characteristics.
Plan Human Resource Management:
Tools & Techniques (T&T)
4. Expert Judgment.
1. List the preliminary requirements for the required skills.
2. Assess the roles required for the project based on standardized role descriptions
within the organization.
3. Determine the preliminary effort level and number of resources needed to meet
project objectives.
4. Determine reporting relationships needed based on the organizational culture.
5. Provide guidelines on lead time required for staffing, based on lessons learned
and market conditions.
6. Identify risks associated with staff acquisition, retention, and release plans.
7. Identify and recommend programs for complying with applicable government
and union contracts.

5. Meetings.
Plan Human Resource Management:
Outputs
1. Human Resource Management Plan - Provides guidance on how project human
resources should be defined, staffed, managed, and eventually released. includes, but is not limited to,
i. Roles and responsibilities,
- Role - A defined function to be performed by a project team member, such as testing, filing, inspecting,
or coding. Role clarity concerning authority, responsibilities, and boundaries should also be documented.
- Authority - The right to apply project resources, expend funds, make decisions, or give approvals,,,,
.Team members operate best when their individual levels of authority match their individual
responsibilities.
- Responsibility - The assigned duties and work that a project team member is expected to perform in
order to complete the project’s activities.
- Competency - The skill and capacity required to complete assigned activities within the project
constraints. If project team members do not possess required competencies, performance can be
jeopardized. When such mismatches are identified, proactive responses such as training, hiring, schedule
changes, or scope changes are initiated.

ii. Project organization charts -

A graphic display of project team members
& their reporting relationships.
Plan Human Resource Management:
Outputs
1. Human Resource Management Plan.
III. Staffing management plan - A component of the human resource management plan that
describes, when and how project team members will be acquired, how long they will be needed
and how human resource requirements will be met.
The plan is updated continually during the project to direct ongoing team member acquisition and
development actions. Items to consider in the plan include,
1. - Staff acquisition - Answer the number of questions that arise when planning the acquisition of project team.

2. Resource calendars - Calendars that identify the working days and shifts on which each specific resource is
available.
3. Staff release plan - Determining the method and timing of releasing team members benefits both the project
and team members.
4. Recognition and rewards - Clear criteria for rewards, promote and reinforce desired behaviors.
5. Training needs - To obtain required competencies & certifications.
6. Compliance - Strategies for complying with human resource policies.
7. Safety - Policies and procedures that protect team members.
Planning Process Group
& Plan Communications Management

Includes the processes that are required to ensure timely and appropriate planning, collection,
creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate
disposition of project information.

Effective communication creates a bridge between diverse stakeholders who may have different
cultural and organizational backgrounds, different levels of expertise, and different perspectives and
interests, which impact or have an influence upon the project execution or outcome.

Project managers spend most of their time communicating with team members and other project
stakeholders, whether they are internal (at all organizational levels) or external to the organization.
Planning Process Group
& Plan Communications Management
The process of developing an
appropriate approach and plan
for project communications based
on stakeholder’s information
needs and requirements, and
available organizational assets.

identifies and documents the

approach to communicate most
effectively and efficiently with
stakeholders.

Effective communication means that the information is provided in the right format, at the right
time, to the right audience, and with the right impact.
Efficient communication means providing only the information that is needed.
Plan Communication Management :
Inputs

1. Project Management Plan.

Provides information on how the project will be executed, monitored, controlled,
and closed.
2. Stakeholder Register.
Provides the information needed to plan the communication with project
stakeholders.
3. Enterprise Environmental Factors (EEF).
Since the structure of an organization will have a major effect on the project’s
communication requirements, So The Plan Communications Management is tightly
linked with enterprise environmental factors.
4. Organizational Process Assets (OPA).
Lessons learned and historical information provide insights on both the decisions taken
regarding communications issues and the results of those decisions in previous similar
projects.
Plan Communication Management :
Tools & Techniques (T&T)

1. Communication Requirements Analysis –

To determines the information needs of the project stakeholders by combining the type and format of
information needed with an analysis of the value of that information.
- Considering the number of potential communication channels or paths
as an indicator of the complexity of a project’s communications.
- Determine and limit who will communicate with whom and who will
receive what information.

2. Communication Technology,
The methods used to transfer information among project stakeholders may vary significantly.
Factors that can affect the choice of communication technology include,
 Urgency of the need for information.
 Availability of technology.
 Ease of Use .
 Project environment .
 Sensitivity and confidentiality of the information .
Plan Communication Management :
Tools & Techniques (T&T)

3.Communication Models,
Used to facilitate communications and the exchange of information . It vary
from project to project and also within different stages of the same project

Encode - Thoughts or ideas are translated (encoded) into language by the sender.
Decode - The message is translated by the receiver back into meaningful thoughts
or ideas.

Noise - Message may be influence by various factors (distance, unfamiliar

technology, inadequate infrastructure, cultural difference, and lack of background
information). These factors are collectively termed as noise.

Transmit Message. - This information is then sent by the sender using

communication channel (medium).

Acknowledge - Upon receipt of a message, the receiver may signal -

acknowledge) receipt of the message but this does not necessarily mean agreement
with or comprehension of the message).

Feedback/Response - When the received message has been decoded and

understood, the receiver encodes thoughts and ideas into a message and then
transmits this message to the original sender.
Plan Communication Management :
Tools & Techniques (T&T)

4. Communication Methods, used to share information among project stakeholders.

1. Interactive communication - Includes meetings, phone calls, instant messaging, video conferencing ).
- Most efficient way to ensure a common understanding by all participants
2. Push communication - Include letters, memos, reports, emails, faxes, voice mails, blogs, press releases,,,
- Ensures that the information is distributed but does not ensure that it actually reached or was understood
by the intended audience.
3. Pull communication - Include intranet sites, e-learning, lessons learned databases, knowledge repositories,,,
- Used for very large volumes of information for very large audiences and the recipients requires to access
the communication content.
Note:
The communication methods that are used for a project need to be discussed and agreed upon by the project
stakeholders based on communication requirements; cost and time constraints; and familiarity and availability
of the required tools and resources that may be applicable to the communications process.

5. Meetings - To determine the most appropriate way to update and communicate project
information
– Most project meetings are more formal with a prearranged time, place, and agenda. Typical meetings begin with
a defined list of issues to be discussed, which are circulated in advance with minutes and other information
documented specifically for the meeting. This information is then disseminated to other appropriate stakeholders
on an as-needed basis.
Plan Communication Management:
Outputs

1. Communications Management Plan, Describes how project communications will be

planned, structured, monitored, and controlled.
 The plan contains,
 Stakeholder communication requirements;
 Information to be communicated, including language, format, content, and level of detail;
 Reason for the distribution of that information;
 Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if
applicable;
 Person responsible for communicating the information;
 Person responsible for authorizing release of confidential information;
 Person or groups who will receive the information;
 Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;
 Resources allocated for communication activities, including time and budget;
 Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved
at a lower staff level;
 Method for updating and refining the communications management plan as the project progresses and develops;
 Glossary of common terminology;
 Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and
meeting plans, etc.; and
 Communication constraints.

2. Project Documents Updates ( Project schedule, Stakeholder register ,,)

Planning Process Group
& Project Procurement Management

Includes the processes necessary to purchase or acquire products, services, or results needed from
outside the project team. The organization can be either the buyer or seller of the products, services,
or results of a project.

Include the contract management and change control processes required to develop and administer
contracts or purchase orders issued by authorized project team members.

Include controlling any contract issued by an outside organization (the buyer) that is acquiring
deliverables from the project in the performing organization (the seller), and administering
contractual obligations placed on the project team by the contract.
Planning Process Group
& Project Procurement Management

Contract - Also called an agreement, an understanding, a subcontract, or a purchase order -

o A contract represents a mutually binding agreement that, obligates the seller to provide something of
value (e.g., specified products, services, or results) and obligates the buyer to provide monetary or other
valuable compensation.
o A procurement contract includes terms and conditions, and may incorporate other items that the
buyer specifies as to what the seller is to perform or provide.
o The legally binding nature of a contract or agreement usually means it will be subjected to a
more extensive approval process to ensure that the contract language describes the products, services, or
results that will satisfy the identified project need.
Project management team & Contract
It is the project management team’s responsibility to make certain that all procurements meet the specific
needs of the project while adhering to organizational procurement policies. They may seek support in early
phases from specialists in contracting, purchasing, law, and technical disciplines. Such involvement can be
mandated by an organization’s policies.
Project risks & Contract.
By actively managing the agreement life cycle and carefully wording the terms and conditions of a
procurement, some identifiable project risks may be shared or transferred to a seller. Contract /Agreement
is one method of allocating the responsibility for managing or sharing potential risks.
Planning Process Group
& Project Procurement Management
The buyer-seller relationship may exist at many levels on same project &
between organizations internal and external to the acquiring organization.

Depending on the buyer’s position in the

project acquisition cycle, the buyer may be The seller can be viewed during the
called a client, customer, prime contractor, contract life cycle first as a bidder, then as
contractor, acquiring the selected source, and then as the
contracted supplier or vendor.
The seller will typically manage the work as a project if the acquisition is not just for shelf material,
goods, or common products. In such cases,

Terms and conditions of the contract become

The contract can actually contain the inputs -Major
key inputs to many of the seller’s
Deliverables, Key Milestones, Cost Objectives- or it can limit the
management processes.
project team’s options-Buyer approval of staffing decisions is
often required on design projects-.

In this contest we assume that the buyer of an item for the project is assigned to the project team and the seller is
organizationally external to the project team & a formal contractual relationship will be developed and exists
between the buyer and the seller.
Project Procurement Management is discussed within the perspective of the buyer-seller relationship.
Planning Process Group
& Project Procurement Management
This process,
• Determines whether to acquire
outside support, and if so, what
to acquire, how to acquire it,
how much is needed, and when
to acquire it.
• Evaluating potential sellers
• Evaluating the risks involved
with each make-or-buy analysis
• Reviewing the type of contract
planned to be used with respect
to avoiding or mitigating risks.

Decisions made in this process can

influence the project schedule and
are integrated with Develop
Schedule, Estimate Activity
Resources, and make-or-buy
analysis.
Plan Procurement Management :
Inputs

1. Project Management Plan - Project scope statement, WBS, WBS dictionary .

2. Requirements Documentation.
3. Risk Register.
4. Activity Resource Requirements- Contain information on specific needs such as people, equipment, or
location .
5. Project Schedule - Contains information on required timelines or mandated deliverable dates .
6. Activity Cost Estimates - To evaluate the reasonableness of the bids or proposals received from potential
sellers .
7. Stakeholder Register.
8. Enterprise Environmental Factors - Marketplace conditions and their available Products, services ,
Suppliers, including past performance or reputation …….
9. Organization Process Assets- Formal procurement policies, procedures, and guidelines ,
Procurement Management systems, An established multi-tier supplier system of
prequalified sellers …..
Plan Procurement Management:
Inputs
Plan Procurement Management:
Tools & Techniques (T&T)

1. Make-or-Buy Analysis, Determine whether particular work can best be accomplished by

the project team or should be purchased from outside sources.
- Budget constraints may influence make-or-buy decisions.
- A make-or-buy analysis should consider all related costs—both direct costs as well as indirect support
costs.
- Available contract types are also considered during the buy analysis.
The risk sharing between the buyer and seller determines the suitable contract types, while the specific
contract terms and conditions formalize the degree of risk being assumed by the buyer and seller.

2. Expert Judgment,
- To assess the inputs to and outputs from this process.
- To develop or modify the criteria that will be used to evaluate seller proposals.

3. Market Research,
- To examination of industry and specific vendor capabilities.

4. Meetings, Research alone may not provide specific information to formulate a procurement strategy. By
collaborating / meeting with potential bidders, the organization purchasing the material or service may benefit
while the supplier can influence a mutually beneficial approach or product.
Plan Procurement Management:
Outputs

1. Procurement Management Plan - It describes how the procurement processes will be

managed from developing procurement documents through contract closure. It can include guidance
for,
- Types of contracts to be used.
- Risk management issues.
- Any constraints and assumptions that could affect planned procurements;
- Procurement metrics to be used to manage contracts and evaluate sellers.
- Identifying prequalified sellers, if any, to be used;
- Establishing the form and format to be used for the procurement/contract statements of work;
- Establishing the direction to be provided to the sellers on developing and maintaining a work
breakdown structure (WBS);
- Identifying requirements for performance bonds or insurance contracts to mitigate some forms of
project risk;
- Setting the scheduled dates in each contract for the contract deliverables and coordinating with the
schedule development and control processes;
- Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and
Develop Schedule processes;
Plan Procurement Management:
Outputs

2. Make-or-Buy Decisions - A make-or-buy analysis results in a decision of whether

particular work can best be accomplished by the project team or needs to be purchased from outside
sources.
If the decision is to make the item, then the procurement plan may define processes and
agreements internal to the organization.
The buy decision drives a similar process of reaching agreement with a supplier for the product
or services.

3. Procurement Statement of Work - describes the procurement item in sufficient

detail to allow prospective sellers to determine if they are capable of providing the products, services,
or results.
- The SOW for procurement is developed from the project scope baseline.
- Each individual procurement item requires a SOW; however, multiple products or services can
be grouped as one procurement item within a single SOW.
- The procurement SOW can be revised and refined as required until incorporated into a signed
agreement.
Plan Procurement Management:
Outputs

4. Procurement documents -
Used to solicit proposals from prospective sellers and facilitate easy evaluation of the responses. It include
a description of the desired form of the response, and should be consistent with the value of, and risks
associated with, the planned procurement.
- Types of procurement documents include,
RFI - Request For Information, IFB - Invitation For Bid, RFP - Request For Proposal ,
RFQ -Request For Quotation ,
Tender Notice, Invitation For Negotiation, and Invitation for seller’s initial response.
- Terms such as Bid, Tender, or Quotation are generally used when the seller selection decision
will be based on price, while a term such as Proposal is generally used when other
considerations, such as technical capability or technical approach are paramount.
5. Change Requests - A decision that involves procuring goods, services, or resources
typically requires a change request. Other decisions during procurement planning can also create the
need for additional change requests.
6. Project Documents Updates - Requirements documentation, Requirements traceability
matrix, and Risk register.
Plan Procurement Management:
Outputs

7. Source Selection Criteria - Such Criteria are developed and used to rate or score seller
proposals, and can be objective or subjective. It is often included as a part of the procurement
documents.
Some possible source selection criteria are,
Planning Process Group
& Plan Stakeholder Management
Identifies how the project will
affect stakeholders, which then
allows the project manager to
develop various ways to effectively
engage stakeholders in the project,
to manage their expectations, and
to ultimately achieving the project
objectives.

Stakeholder management
Is about creation and maintenance
of relationships between the
project team and stakeholders,
with the aim to satisfy their
respective needs and requirements
within project boundaries.

It’s more than improving

communications and requires
more than managing a team.
within project boundaries.
Plan Stakeholder Management :
Inputs

1. Project Management Plan- All created project plans.

2. Stakeholder Register- Provides the information needed to plan appropriate ways to engage
project stakeholders.

3. Enterprise Environmental Factors (EEF) –

The management of stakeholders should be adapted to the project environment. Of these,
organizational culture, structure, and political climate are of particular importance, because they help
in determining the best options to support a better adaptive process for managing stakeholders.

4. Organizational Process Assets (OPA).

Lessons learned database and historical information are of particular importance, because they
provide insights on previous stakeholder management plans and their effectiveness.
Plan Stakeholder Management :
Tools & Techniques (T&T)

1. Expert Judgment - Can be obtained through individual consultations (one-on-one meetings,

interviews, etc.) or through a panel format (focus groups, surveys, etc.).
The project manager should apply expert judgment to decide upon the level of engagement required
at each stage of the project from each stakeholder. For example, at the beginning of a project, it may be
necessary for senior stakeholders to be highly engaged in order to clear away any obstacles to success. Once these
have been successfully removed, it may be sufficient for senior stakeholders to change their level of engagement
from leading to supportive, and other stakeholders, such as end users, may become more important.

2. Meetings,
To define the required engagement levels of all stakeholder.
3. Analytical Techniques,
Identify gaps between the current and desired stakeholder engagement levels. Then actions and
communications required to close these gaps can be identified by the project team using expert
judgment.
Plan Stakeholder Management :
Outputs

1. Stakeholder Management Plan,

Identifies the management strategies required to effectively engage stakeholders.
– In addition to the data gathered in the stakeholder register, the stakeholder management plan often provides:
• Desired and current engagement levels of key stakeholders;
• Scope and impact of change to stakeholders;
• Identified interrelationships and potential overlap between stakeholders;
• Stakeholder communication requirements for the current project phase;
• Information to be distributed to stakeholders, including language, format, content, and level of detail;
• Reason for the distribution of that information and the expected impact to stakeholder engagement;
• Time frame and frequency for the distribution of required information to stakeholders; and
• Method for updating and refining the stakeholder management plan as the project progresses and
develops.
Project managers should be aware of the sensitive nature of the stakeholder management plan and
take appropriate precautions.

1. Project Documents Updates - Project schedule, Stakeholder register ,,.

Project Management
Processes PMBOK 5th edition

Planning
Process Group

Hossam Maghrabi, PMP

Planning Process Group
Project Boundaries
Planning Process Group
& Project Risk Management
To be successful, an organization should be committed to address risk
management proactively and consistently throughout the project.

Project Risk could exist at the moment a project is initiated. Moving forward on a
project without a proactive focus on risk management is likely to lead to more
problems arising from unmanaged threats.
Project Risk Management
Knowledge Area
Risk Management's General Concepts -
- Project risk is an uncertain event or condition that, if it occurs, has a positive or negative
effect on one or more project objectives such as scope, schedule, cost, & quality.

- A risk may have one or more causes and, if it occurs, it may have one or more impacts.
A cause may be a given or potential requirement, assumption, constraint, or condition
that creates the possibility of negative or positive outcomes.

- Overall project risk is more than the sum of the individual risks within a project, since
it includes all sources of project uncertainty. It represents the exposure of stakeholders
to the implications of variations in project outcome, both positive and negative.

- The objectives of project risk management are to increase the likelihood and impact
of positive events, and decrease the likelihood and impact of negative events in the
project.
Project Risk Management
Knowledge Area
Risk Management's General Concepts -
The Project risk has its origins in the uncertainty present in all projects,

- Known risks are those that have been identified and analyzed, making it possible to
plan responses for those risks.

- Risks & Contingency Reserve – Known Risks that cannot be managed proactively,
should be assigned a contingency reserve. [Known – Unknowns]

- Risks & Management Reserve - Unknown Risks cannot be managed proactively and
therefore may be assigned a management reserve. [Unknown – Unknowns]

- An issue - A negative project risk that has occurred is considered an issue.

Project Risk Management
Knowledge Area
Risk Management's General Concepts
The risk attitudes -
Organizations perceive risk as the effect of uncertainty on projects & organizational objectives.
Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude.

The risk attitudes of both the organization & the stakeholders may be influenced by a number of factors,
which are broadly classified into three themes:
1. Risk Appetite - The degree of uncertainty an entity is willing to take on in anticipation of a
reward.
2. Risk Tolerance - The degree, amount, or volume of risk that an organization or individual will
withstand / hold out.
3. Risk Threshold - Which refers to measures along the level of uncertainty or the level of impact
at which a stakeholder may have a specific interest. Below that risk threshold, the organization
will accept the risk. Above that risk threshold, the organization will not tolerate the risk.
4. Risk Exposure is usually calculated by multiplying the probability of an incident occurring by its
impact or potential losses
The project may be accepted if the risks are within tolerances and are in balance with the rewards
that may be gained by taking the risks.
Plan Risk Management
Data Flow Diagram

The process of defining how to

conduct risk management activities
for a project.

It ensures that the degree, type, and

visibility of risk management are
commensurate with both the risks
and the importance of the project to
the organization.

To ensure support and perform an

effective Risk Management Process
over the project life cycle it is vital to
obtaining the agreement and support
of all stakeholders.
Plan Risk Management
Inputs
1. The project management plan - Provides baseline or current state of risk-affected
areas including scope, schedule, and cost.
– All approved subsidiary management plans and baselines should be taken into consideration in
order to make the risk management plan consistent with them.

2. Project Charter - Provide various inputs such as high-level risks, high-level project
descriptions, and high-level requirements.

3. Stakeholder Register - Contains all details related to the project’s stakeholders, provides
an overview of their roles.

4. Enterprise Environmental Factors - Include, but are not limited to, risk attitudes,
thresholds, and tolerances that describe the degree of risk that an organization will withstand.

5. Organizational Process Assets - Risk categories, Common definitions of concepts

and terms, Risk statement formats, Standard templates, Roles and responsibilities, Authority levels
for decision making, and Lessons learned.
Plan Risk Management
Tools & Techniques (T&T)

1. Analytical Techniques - To understand and define the overall risk management context of the project.
– Risk management context is a combination of stakeholder risk attitudes and the strategic risk exposure of a
given project based on the overall project context. Ex. A stakeholder risk profile analysis may be performed
to grade and qualify the project stakeholder risk appetite and tolerance. Other techniques, such as the use of
strategic risk scoring sheets, are used to provide a high-level assessment of the risk exposure of the project
based on the overall project context.
– Depending on these assessments, the project team can allocate appropriate resources and focus on the risk
management activities.

2. Expert Judgment - To ensure a comprehensive establishment of the risk management plan. Ex.
Senior management, Project stakeholders, Subject matter experts (SMEs).

3. Meetings - Project teams hold planning meetings to develop the risk management plan.
– High-level plans for conducting the risk management activities are defined in these meetings.
– Risk management cost elements and schedule activities should be developed for inclusion in the project budget and
schedule, respectively.
– Risk contingency reserve application approaches may be established or reviewed.
– Risk management responsibilities should be assigned.
– General organizational templates for risk categories and definitions of terms such as levels of risk, probability by type
of risk, impact by type of objectives, and the probability and impact matrix will be tailored to the specific project.
– The outputs of these activities are summarized in the risk management plan.
Plan Risk Management
Outputs
1. Risk Management Plan - Describes how risk management activities will be structured
and performed. Includes,
– Methodology - Defines the approaches, tools, and data sources that will be used to perform
risk management on the project.

– Roles and responsibilities -

– Budgeting - Estimates funds needed, based on assigned resources, for inclusion in the cost
baseline and establishes protocols for application of contingency and management reserves.

– Timing - Defines when and how often the risk management processes will be performed
throughout the project life cycle, establishes protocols for application of schedule contingency
reserves, and establishes risk management activities for inclusion in the project schedule.

– Risk categories - Provide a means for grouping potential causes of risk.

 Structure based on project objectives by category.
 A risk breakdown structure (RBS) is a hierarchical representation of risks according to
their risk categories.
Plan Risk Management
Outputs
1. Risk Management Plan - Describes how risk management activities will be structured
and performed. Includes,

– Definitions of risk probability and impact - The quality and credibility of the risk
analysis requires that different levels of risk probability and impact be defined that are
specific to the project context.

– Probability and impact matrix - A probability and impact matrix is a grid for mapping
the probability of each risk occurrence and its impact on project objectives if that risk occurs.

– Revised stakeholders’ tolerances - Stakeholders’ tolerances, as they apply to the

specific project, may be revised in the Plan Risk Management process.

– Reporting formats - Describes the content and format of the risk register as well as any
other risk reports required.

– Tracking - Tracking documents how risk activities will be recorded for the benefit of the
current project and how risk management processes will be audited.
Plan Risk Management
Outputs
Identify Risks
Data Flow Diagram
The process of
determining which risks
may affect the project
and documenting their
characteristics.

It provides the
knowledge and ability
for the project team to
anticipate the Risk's
events through
documentation.
Identify Risks
General Notes

- Identify risks is an iterative process, because new risks may evolve or

become known as the project progresses through its life cycle.

- The process should involve the project team so they can develop and
maintain a sense of ownership and responsibility for the risks and associated
risk response actions.

- Stakeholders outside the project team may provide additional objective

information.

- The risk statements format should be consistent to ensure that each risk is
understood clearly and unambiguously in order to support effective analysis
and response development.
Identify Risks
Inputs
1. Project Management Plan,
2. Risk Management Plan,
3. Cost Management Plan,
4. Schedule Management Plan,
5. Quality Management Plan,
6. Human Resource Management Plan,

7. Scope Baseline - Project assumptions are found in the project scope statement. The WBS is
a critical input to identifying risks as it facilitates an understanding of the potential risks at both the
micro and macro levels. Risks can be identified and subsequently tracked at summary, control
account, and/or work package levels.

8. Activity Cost Estimates - They provide a quantitative assessment of the likely cost to
complete scheduled activities and ideally are expressed as a range, with the width of the range
indicating the degree(s) of risk.
Identify Risks
Inputs
9. Activity Duration Estimates - Identifying risks related to the time allowances for the
activities or project as a whole.

10. Stakeholder Register - To ensure that key stakeholders, especially the stakeholder,
sponsor, and customer are interviewed or otherwise participate during the Identify Risks process.

11. Project Documents - Project charter, Project schedule, Schedule network diagrams, Issue
log, Quality checklist...

12. Procurement Documents - The complexity and the level of detail of the procurement
documents should be consistent with the value of, and risks associated with, planned procurement.

13. Enterprise Environmental Factors

14. Organizational Process Assets
Identify Risks
Tools & Techniques (T&T)
1. Documentation Reviews - The quality of the plans, as well as consistency between those plans
and the project requirements and assumptions, may be indicators of risk in the project.

2. Information Gathering Techniques -

1. Brainstorming.
- The goal of brainstorming is to obtain a comprehensive list of project risks.
- The project team usually performs brainstorming, often with a multidisciplinary set of experts
who are not part of the team.
- Ideas about project risk are generated under the leadership of a facilitator, either in a traditional
free-form brainstorm session or structured mass interviewing techniques.
- Categories of risk, such as in a risk breakdown structure, can be used as a framework.
- Risks are then identified and categorized by type of risk and their definitions are refined.
2. Delphi technique. A way to reach a consensus of experts.
- Project risk experts participate in this technique anonymously.
- A facilitator uses a questionnaire to solicit ideas about the important project risks.
- The responses are summarized and are then recirculated to the experts for further comment.
- Consensus may be reached in a few rounds of this process.
- The Delphi technique helps reduce bias in the data and keeps any one person from having
undue influence on the outcome.
Identify Risks
Tools & Techniques (T&T)

1. Information Gathering Techniques -

3. Interviewing - Interviewing experienced project participants, stakeholders, and subject matter experts
helps to identify risks.
4. Root cause analysis (RCA) - method of problem solving - used to identify a problem, discover
the underlying causes that lead to it, and develop preventive action.
Identify Risks
Tools & Techniques (T&T)
3. Checklist Analysis
– Risk identification checklists are developed based on historical information and knowledge
that has been accumulated from previous similar projects and from other sources of
information.
– The lowest level of the RBS can also be used as a risk checklist.
– Care should be taken to ensure the checklist is not used to avoid the effort of proper risk
identification.
– The checklist should be reviewed during project closure to incorporate new lessons learned
and improve it for use on future projects.
4. Assumptions Analysis - To identifies risks to the project from inaccuracy, instability,
inconsistency, or incompleteness of assumptions.
5. SWOT Analysis - This technique examines the project from each of the strengths,
weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified
risks by including internally generated risks.
6. Expert Judgment - Note: The experts’ bias should be taken into account in this process.
Identify Risks
Tools & Techniques (T&T)
7. Diagramming Techniques
Identify Risks
Outputs
1. Risk Register -
The preparation of the risk register begins in the Identify Risks process with the
following information, and then becomes available to other project management and
risk management processes:
1. List of identified risks.
1. The identified risks are described in as much detail as is reasonable.
2. In addition to the list of identified risks, the root causes of those risks may become more evident.
2. List of potential responses.
- Potential responses to a risk may sometimes be identified during the Identify Risks process. These
responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
Perform Qualitative Risk Analysis
Data Flow Diagram
Perform Qualitative Risk
Analysis is the process of
prioritizing risks for further
analysis or action by assessing
and combining their probability
of occurrence and impact.

It enables project managers to

reduce the level of uncertainty
and to focus on high-priority
risks.
Perform Qualitative Risk Analysis
General Notes
- Perform Qualitative Risk Analysis assesses the priority of identified risks using their,
- Relative probability or likelihood of occurrence,
- The corresponding impact on project objectives if the risks occur,
- Other factors such as,
- The time frame for response and the
- Organization’s risk tolerance associated with the project constraints of cost, schedule, scope, and quality,

- Perform Qualitative Risk Analysis usually a rapid and cost-effective means of

establishing priorities for Plan Risk Responses and lays the foundation for Perform
Quantitative Risk Analysis, if required.

- Attention should be paid to following points During the assessments processes

- The risk attitude of the project team and other stakeholders to identifying bias and correcting
for it.
- Establishing definitions of Probability and Impact’s levels can reduce the influence of bias.
- The time criticality of risk-related actions may magnify the importance of a risk.
- The quality of the available information on project risks helps to clarify the assessment of the
risk’s importance to the project.
Perform Qualitative Risk Analysis
Inputs
1. Risk Management Plan -
2. Scope Baseline
3. Risk Register
4. Enterprise Environmental Factors
5. Organizational Process Assets
Perform Qualitative Risk Analysis
Tools & Techniques (T&T)

1. Risk Probability and Impact Assessment -

– Risk probability assessment investigates the likelihood that each specific risk will occur.
– Risk impact assessment investigates the potential effect on a project objective such as schedule, cost, quality,
or performance, including both negative effects for threats and positive effects for opportunities.
– Assessment Steps
 The level of probability for each risk and its impact on each objective is evaluated during the interview or
meeting. Project team members and knowledgeable persons external to the project are included.
 Risk probabilities and impacts are rated according to the definitions given in the risk management plan.
 Risks with low ratings of probability and impact will be included within the risk register as part of the watch
list for future monitoring.

2. Probability and Impact Matrix -

• Each risk is rated on its probability of occurrence and
impact on an objective if it does occur.
• The organization should determine which combinations of
probability and impact result in a classification of high risk,
moderate risk, and low risk.
• The risk-rating rules are specified by the organization in
advance of the project and included in organizational
process assets.
• Risk rating rules can be tailored in the Plan Risk
Management process to the specific project.
Perform Qualitative Risk Analysis
Tools & Techniques (T&T)

1. Risk Data Quality Assessment - Is a technique to evaluate the degree to which the
data about risks is useful for risk management.
2. Risk Categorization - Risks to the project can be categorized by,
1. Sources of risk (e.g., Using the RBS),
2. The area of the project affected (e.g., Using the WBS), or
3. Risks can also be Categorized by Common Root Causes.
4. Other useful categories (e.g., Project Phase) to determine the areas of the project most exposed to the effects
of uncertainty.
This technique helps determine work packages, activities, project phases or even roles in the project, which can lead
to the development of effective risk responses.

3. Risk Urgency Assessment - Risks requiring near-term responses may be considered

more urgent to address.
In some qualitative analyses, the assessment of risk urgency is combined with the risk ranking that is
determined from the probability and impact matrix to give a final risk severity rating.

4. Expert Judgment.
Perform Qualitative Risk Analysis
Outputs

1. Project Documents Updates -

1. Risk register updates.
Updates to the risk register may include assessments of probability and impacts for each risk,
risk ranking or scores, risk urgency information or risk categorization, and a watch list for low
probability risks or risks requiring further analysis.
2. Assumptions log updates.
The assumptions log needs to be revisited to accommodate this new information becomes
available through the qualitative risk assessment. Assumptions may be incorporated into the
project scope statement or in a separate assumptions log.
Perform Quantitative Risk Analysis
Data Flow Diagram

The process of numerically

analyzing the effect of
identified risks on overall
project objectives.

It produces quantitative risk

information to support
decision making in order to
reduce project uncertainty.
Perform Quantitative Risk Analysis
Inputs
1. Risk Management Plan
2. Cost Management Plan - Provides guidelines on establishing and managing risk reserves.
3. Schedule Management Plan - Provides guidelines on establishing and managing risk reserves.
4. Risk Register
5. Enterprise Environmental Factors
6. Organizational Process Assets
Perform Quantitative Risk Analysis
Tools & Techniques (T&T)

1. Data Gathering and Representation Techniques -

1. Interviewing techniques - Draw on experience and historical data to quantify the probability and
impact of risks on project objectives. Ex. Three-point estimates (PERT)
2. Probability distributions - Continuous probability distributions - Used extensively in modeling
and simulation, represent the uncertainty in values such as durations of schedule activities and costs of
project components. It can be used to represent uncertain events, such as the outcome of a test or a possible
scenario in a decision tree.
Perform Quantitative Risk Analysis
Tools & Techniques (T&T)
2. Quantitative Risk Analysis and Modeling Techniques - Use both
event-oriented and project-oriented analysis approaches, including:
I. Sensitivity analysis - Sensitivity analysis helps to determine which risks have the most
potential impact on the project.
It helps to understand how the variations in project’s objectives correlate with variations in different uncertainties.
Conversely, it examines the extent to which the uncertainty of each project element affects the objective being studied
when all other uncertain elements are held at their baseline values.
 Perform Quantitative Risk Analysis
Tools & Techniques (T&T)
2. Quantitative Risk Analysis and Modeling Techniques -
II. Expected Monetary Value analysis - is a statistical concept that calculates the average outcome when
the future includes scenarios that may or may not happen. It Requires a Risk-Neutral Assumption - neither risk
averse nor risk seeking.
Decision Tree Analysis. A common use type of EMV.

The Opportunities are expressed as positive values, while those of Threats are expressed as negative values.
EMV for a project is calculated by multiplying the value of each possible outcome by its probability of occurrence and adding the products together.
Perform Quantitative Risk Analysis
Tools & Techniques (T&T)
2. Quantitative Risk Analysis and Modeling Techniques -
III. Modeling and simulation - Uses a model that translates the specified detailed uncertainties of
the project into their potential impact on project objectives. Simulations are typically performed
using The Monte Carlo technique.
Perform Quantitative Risk Analysis
Tools & Techniques (T&T)

4. Expert Judgment - The ideally using experts with relevant, recent experience is required
to identify potential cost and schedule impacts, to evaluate probability, and to define inputs such as
probability distributions into the tools.
- Expert judgment also comes into play in the interpretation of the data and identify the
weaknesses of the tools as well as their strengths.
Perform Quantitative Risk Analysis
Outputs
1. Project Documents Updates - Are updated with,
I. Probabilistic analysis of the project
 Estimates are made of potential project schedule and cost outcomes listing the possible
completion dates and costs with their associated confidence levels.
 This output, often expressed as a cumulative frequency distribution, is used with
stakeholder risk tolerances to permit quantification of the cost and time contingency
reserves.
 Such contingency reserves are needed to bring the risk of overrunning stated project
objectives to a level acceptable to the organization.

II. Probability of achieving cost and time objectives. Ex. The likelihood of achieving
the cost estimate of US$41 million is about 12%.

III. Prioritized list of quantified risks - This list includes those risks that pose the greatest
threat or present the greatest opportunity to the project.
Perform Quantitative Risk Analysis
Outputs
1. Project Documents Updates - Are updated with,
IV. Trends in quantitative risk analysis results -
- As the analysis is repeated, a trend may become apparent that leads to conclusions
affecting risk responses.
- Organizational historical information on project schedule, cost, quality, and performance
should reflect new insights gained through the Perform Quantitative Risk Analysis
process. Such history may take the form of a quantitative risk analysis report. This report
may be separate from, or linked to, the risk register.
Plan Risk Responses
Data Flow Diagram
The process of developing options and
actions to enhance opportunities & to
reduce threats to project objectives.

It addresses the risks by their priority,

inserting resources and activities into
the budget, schedule and project
management plan as needed.

It follows the Perform Quantitative Risk

Analysis process (if used).
Plan Risk Responses
Inputs
1. Risk Management Plan – Include,
Roles & Responsibilities, Risk Analysis definitions, Timing for Reviews, and Risk
Thresholds for low, moderate, and high risks.
Risk thresholds help identify those risks for which specific responses are needed .
2. Risk Register – Include,
Root Causes of Risks, Lists of Potential Responses, Risk Owners, Symptoms &
Warning Signs, The relative Rating or Priority List of Project Risks, Risks Requiring
Responses in the Near Term, Risks for Additional Analysis & Response, Trends in
Qualitative Analysis Results, and a Watch List, which is a List of Low Priority Risks
within the risk register.
Plan Risk Responses
Tools & Techniques (T&T)

Strategies for Negative Risks or Threats -

Plan Risk Responses
Tools & Techniques (T&T)

Strategies for Negative Risks or Threats -

1. Avoid - The project team acts to eliminate the threat or protect the project from its impact.
I. Some risks that arise early in the project can be avoided by clarifying requirements,
obtaining information, improving communication, or acquiring expertise.
II. The project manager may isolate the project objectives from the risk’s impact or change the
objective that is in jeopardy through changing the project management plan. For Ex.
Extending the schedule, changing the strategy, or reducing scope.
III. The most radical avoidance strategy is to shut down the project entirely.
2. Mitigate - The project team acts to reduce the probability of occurrence or impact of an adverse
risk to be within acceptable threshold limits.
I. Taking early action to reduce the probability and/or impact of a risk occurring on the project is
often more effective than trying to repair the damage after the risk has occurred.
II. Where it is not possible to reduce probability, a mitigation response might address the risk
impact by targeting linkages that determine the severity.
Example of mitigation actions, Adopting less complex processes, conducting more tests, or choosing a more stable
supplier, using prototype …
Plan Risk Responses
Tools & Techniques (T&T)

Strategies for Negative Risks or Threats -

3. Transfer - The project team shifts the impact of a threat to a third party, together with ownership of the
response.
I. Transferring the risk simply gives another party responsibility for its management—it does not
eliminate it.
II. Transferring does not mean disowning the risk by transferring it to a later project or another person
without his or her knowledge or agreement.
III. Transference tools may include, the use of insurance, performance bonds, warranties, guarantees, etc.
IV. Contracts or agreements may be used to transfer liability for specified risks to another party.
In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price
contract may transfer risk to the seller.
4. Accept. The project team decides to acknowledge the risk and not take any action unless the risk
occurs because they are unable to identify any other suitable response strategy. This strategy can be
either passive or active.
Passive acceptance requires no action except to document the strategy, the project team deal with the risks
as they occur, and periodically review the threat to ensure that it does not change significantly.
Active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or
resources to handle the risks as they occur.
Plan Risk Responses
Tools & Techniques (T&T)

Strategies for Positive Risks or Opportunities -

Plan Risk Responses
Tools & Techniques (T&T)

Strategies for Positive Risks or Opportunities -

1. Exploit- The project team acts to eliminate the uncertainty associated with a particular upside
risk by ensuring the opportunity definitely happens.
Examples of directly exploiting responses include assigning an organization’s most talented resources to the project
to reduce the time to completion or using new technologies or technology upgrades to reduce cost and duration
required to realize project objectives.

2. Enhance- The project team acts to increase the probability and/or the positive impacts of an
opportunity. Identifying and maximizing key drivers of these positive-impact risks may increase
the probability of their occurrence.
Examples of enhancing opportunities include adding more resources to an activity to finish early.

3. Share- The project team acts to allocating some or all of the ownership of the opportunity to a
third party who is best able to capture the opportunity for the benefit of the project.
Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint
ventures, which can be established with the express purpose of taking advantage of the opportunity so that all parties
gain from their actions.

4. Accept- Accepting an opportunity is being willing to take advantage of the opportunity if it

arises, but not actively pursuing it.
Plan Risk Responses
Tools & Techniques (T&T)

2. Contingent Response Strategies -

Some responses are designed for use only if certain events occur.
– Risk responses identified using this technique are often called Contingency Plans or
Fallback Plans and include identified triggering events that set the plans in effect.
– The project team make a response plan that will only be executed under certain predefined
conditions, if it is believed that there will be sufficient warning to implement the plan.
– Events that trigger the contingency response should be defined and tracked.
Ex. Missing intermediate milestones or gaining higher priority with a supplier,

3. Expert Judgment -
Plan Risk Responses
Tools & Techniques (T&T)

General Steps and Recommendation,

 Several risk response strategies are available so analysis tools, such as decision tree analysis
can be used to select one or mix of strategies most likely to be effective for each risk.

 Specific actions are developed to implement the strategy, including primary and backup
strategies, as necessary.

 Identify & Assign one person (an owner for risk response) to take responsibility for each
agreed-to and funded risk response.

 A fallback plan can be developed for implementation if the selected strategy turns out not to
be fully effective or if an accepted risk occurs.

 Secondary risks should also be reviewed. Secondary risks are risks that arise as a direct result
of implementing a risk response.
Plan Risk Responses
Tools & Techniques (T&T)

1. Project Management Plan Updates, include

1. Schedule management plan.
2. Cost management plan.
3. Quality management plan.
4. Procurement management plan.
5. Human resource management plan.
6. Scope baseline.
7. Schedule baseline.
8. Cost baseline.

2. Project Documents Updates, include

- The risk register should be written to a level of detail that corresponds with the priority ranking and
the planned response. Often, the high and moderate risks are addressed in detail.
The Risks judged to be of low priority are included in a watch list for periodic monitoring.
1. Other project documents updated could include, Assumptions log updates, Technical
documentation updates, and Change requests.
Project Management
Processes PMBOK 5th edition

Executing
Process Group

Hossam Maghrabi, PMP

Executing Process Group
& Project Boundaries
Executing Process Group
& Knowledge Areas

This Process Group involves Coordinating People & Resources, Managing Stakeholder Expectations, as
well as Integrating & Performing the Project’s Activities accordance with the project management plan.
The results may require Planning Updates & Re-Baselining.

A large portion of the Project’s Budget will be expended in performing the processes of this Process Group.
Direct and Manage Project work:
Data Flow Diagram

The process of Leading &

Performing Project’s Work
that defined in the project
management plan
&
Implementing Approved
Changes
To
Achieve the Project’s
Objectives.
Direct and Manage Project work:
General Note:

- The project manager, along with the project management team,

- Directs the Performance of the planned project activities and Manages the various technical &
organizational interfaces that exist within the project.
- Manage any unplanned activities and determine the appropriate course of action.

- During project execution, The Work Performance Data is collected and appropriately actioned and
communicated. It includes information about the completion status of deliverables and other relevant details
about project performance. Which used as an input to the Monitoring and Controlling Process Group.

- All Project Changes & the Implementation of Approved Changes & its impacts
Require to be reviewed for taking the proper actions,
• Corrective action - An intentional activity that realigns the performance of the project work with the project
management plan.
• Preventive action - An intentional activity that ensures the future performance of the project work is aligned with
the project management plan.
• Defect repair - An intentional activity to modify a nonconforming product or product component.
• Updates - Changes to formally controlled project documents, plans, etc.,.
Direct and Manage Project work:
General Note:

- Direct and Manage Project Work Activities include,

1. Create project deliverables,
2. Manage & Train the Project’s team members,
3. Obtain, Manage & Use Resources -Materials, Tools, Equipment, & Facilities-,
4. Implement the planned Methods & Standards,
5. Establish and Manage Project Communication Channels, both External & Internal,
6. Generate Work Performance Data to facilitate Forecasting -Cost, Schedule, Technical & Quality
Progress & Status-
7. Issue change requests and implement approved changes,
8. Manage risks and implement risk response activities,
9. Manage sellers and suppliers,
10. Manage Stakeholders & their Engagement,
11. Collect & document Lessons Learned,
12. Implement Approved Process Improvement Activities, , , , ,
Direct and Manage Project work:
Inputs

1. Project Management Plan -

2. Approved Change Requests -
The output of Perform Integrated Change Control process, and include those requests reviewed and
approved for implementation by the change control board (CCB).

3. Enterprise Environmental Factors -

– Structure & Culture of Organizations, Customer & Sponsor,
– Infrastructure & Personnel administration,
– Stakeholder risk tolerances - For example allowable cost overrun percentage -,
– Project management information system , , ,

4. Organizational Process Assets -

– Standardized Guidelines & Work Instructions,
– Communication media, record retention, and security requirements,
– Issue and defect management procedures,
– Project files from previous projects,
– Issue and defect management database(s) containing historical
Direct and Manage Project work:
Tools & Techniques (T&T)

1. Expert Judgment,
Used to assess the inputs needed to direct and manage execution of the project management plan.

2. Project Management Information System,

It is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization
system, a configuration management system, an information collection and distribution system, or interfaces to other
online automated systems. Automated gathering and reporting on key performance indicators (KPI) can be part of
this system.

3. Meetings,
– Meetings tend to be one of three types - Information exchange; Brainstorming, option evaluation, or design;
Decision making –
– Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should be
appropriately documented with meeting minutes and action items.
– Meeting Minutes should be stored as defined in the project management plan.
– Meetings are most effective when all participants can be face-to-face in the same location.
– Virtual Meetings generally require additional preparation and organization to achieve the same effectiveness of a
face-to-face meeting.
Direct and Manage Project work:
Outputs

1. Deliverables,

2. Work Performance Data,

Examples of work performance data include work completed, key performance indicators, technical performance
measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs,
and actual durations, etc.

3. Change Requests,
Include Corrective action, Preventive action, Defect repair & Updates.

4. Project Management Plan Updates,

5. Project Documents Updates,

Ex. Requirements documentation, Project logs, Risk register, and Stakeholder register
Perform Quality Assurance:
Data Flow Diagram

The process of Auditing the

Quality Requirements & the
results from Quality Control
Measurements
To ensure that appropriate
Quality Standards &
Operational Definitions are
used.

It Facilitates the Improvement of

quality processes
Perform Quality Assurance:
General Note:

Perform Quality Assurance is an execution process that,

- Uses Data Created During Plan Quality Management & Control Quality processes.
- Implements a Set of Planned & Systematic Acts & Processes
for,
I. Being certain about quality by preventing defects through the planning processes or by inspecting out
defects during the work-in-progress stage of implementation.

II. Building a confidence that A Future Output or an Unfinished Output - Work in Progress - will be
completed in a manner that meets the specified requirements and expectations.

III. Providing an umbrella for Continuous Process Improvement for improving the quality of all
processes to Reduces Waste & Eliminates Activities that do Not Add Value which increase levels of
Efficiency & Effectiveness.

The Prevention & Inspection aspects of quality assurance should have a demonstrable influence on the
Project Management.
Quality Assurance work will fall under the Conformance Work Category in the Cost Of Quality framework.
Perform Quality Assurance:
Inputs

1. Quality Management Plan - Describes the quality assurance and continuous

process improvement approaches for the project.

2. Process Improvement Plan.

3. Quality Metrics - Provide The Attributes That Should Be Measured & The
Allowable Variations.

4. Quality Control Measurements - The Results of Control Quality Activities.

They are used to analyze and evaluate the quality of the processes of the project against the
standards of the performing organization or the requirements specified.

5. Project Documents - Project documents may influence quality assurance work

and should be monitored within the context of a system for configuration management.
Perform Quality Assurance:
Tools & Techniques (T&T)

1. Quality Management and Control Tools - Plan Quality Management &

Control Quality processes Tools and Techniques plus other tool like as the following,

I. Affinity diagrams - Is similar to mind-mapping techniques in that they are used to

generate ideas that can be linked to form organized patterns of thought about a problem. For
example, The creation of the WBS may be enhanced by using the affinity diagram to give structure to the
decomposition of scope.
II. Process decision program charts (PDPC). Used to understand a goal in relation to the
steps for getting to the goal. It’s useful as a method for contingency planning because it aids teams in
anticipating intermediate steps that could derail achievement of the goal.
Perform Quality Assurance:
Tools & Techniques (T&T)

1. Quality Management and Control Tools –

III. Interrelationship digraphs - An adaptation of relationship diagrams - Provide a
process for creative problem solving in moderately complex scenarios that possess
intertwined logical relationships for up to 50 relevant items. It may be developed from data
generated in other tools such as the affinity diagram, the tree diagram, or the fishbone diagram.
IV. Tree diagrams - Systematic diagrams - Are useful in visualizing the parent-to-child
relationships in any decomposition hierarchy that uses a systematic set of rules that define a
nesting relationship, such as the WBS, RBS , and OBS.
V. Prioritization matrices - Identify the key issues and the suitable alternatives to be
prioritized as a set of decisions for implementation .
Perform Quality Assurance:
Tools & Techniques (T&T)

1. Quality Management and Control Tools -

VI. Activity network diagrams - Previously known as arrow diagrams - They include both the
AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a
network diagram. Activity network diagrams are used with project scheduling methodologies such as
program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming
method (PDM).
VII. Matrix diagrams - A quality management and control tool used to perform data analysis
within the organizational structure created in the matrix. The diagram show the strength of
relationships between factors, causes, and objectives that exist between the rows and columns that form the
matrix.
Perform Quality Assurance:
Tools & Techniques (T&T)

2. Quality Audits - A structured, independent process to determine if project activities

comply with organizational and project policies, processes, and procedures.
– The objectives of a quality audit may include:
- Identify all good and best practices being implemented;
- Identify all nonconformity, gaps, and shortcomings;
- Share good practices introduced or implemented in similar projects in the organization and/or industry;
- Proactively offer assistance in a positive manner to improve implementation of processes to help the team
raise productivity;
- Highlight contributions of each audit in the lessons learned repository of the organization.

Quality audits may be Scheduled or Random, and may be conducted by Internal or External auditors.

3. Process Analysis – Follows the steps outlined in the process improvement plan to
identify needed improvements. It includes root cause analysis—a specific technique used to
identify a problem, discover the underlying causes that lead to it, and develop preventive actions.
Perform Quality Assurance:
Outputs

1. Change Requests - used to take corrective action ,preventive action, or to

perform defect repair to allow full consideration of the recommended improvements.

2. Project Management Plan Updates.

3. Project Documents Updates - Quality audit reports, Training plans.....

4. Organizational Process Assets Updates - The organization’s Quality

Standards & the Quality Management System….
Manage Communications:
Data Flow Diagram

The process of creating, collecting,

distributing, storing, retrieving,
and the ultimate disposition of
project information in accordance
to the communications
management plan.

It enables an efficient and effective

communications flow between
project stakeholders.
Manage Communications:
Inputs

1. Communications Management Plan -

Describes how project communications will be planned, structured, monitored, and
controlled.
2. Work Performance Reports -
A collection of project performance and status information that may be used to
facilitate discussion and to create communications.
It is important that reports be comprehensive, accurate, and available in a timely manner.
3. Enterprise Environmental Factors.
4. Organizational Process Assets.
Manage Communications:
Tools & Techniques (T&T)

1. Communication Technology - Choosing of Communication Technology -.

Technology is nothing more than a tool, and depending upon the project need, it might be the use of
the email, teleconferencing, blog, website, forums etc.
All communication tools should be tailored to suit the requirements of each project.
2. Communication Models - Choosing of Communication Models -.
To ensure that the choice of the communication model is appropriate for the project & any barriers
(noise) are identified and managed in order to an effective and efficient communications process.
3. Communication Methods - Oral , Written , Body Language -
To ensure that the information that has been created & distributed has been received and understood
to enable response and feedback.
4. Information Management Systems - IMS -
5. Performance Reporting - Include,
Analysis of past performance, Analysis of project forecasts, 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, and Other relevant information, which is reviewed and discussed.
Manage Communications:
Outputs

1. Project Communications - may include, performance reports, deliverables status,

schedule progress, and cost incurred. They can influenced by factors such as, the urgency and
impact of the message, its method of delivery, and level of confidentiality.
2. Project Management Plan Updates - Provides information on project baselines,
communications management, and stakeholder management. Each of these areas may require
updates based upon the current performance of the project against the Performance measurement
Baseline (PMB).
Performance measurement Baseline (PMB) is an approved plan for the project work to which the
project execution is compared, and deviations are measured for management control. It integrates
scope, schedule, and cost parameters of a project, & may also include technical and quality
parameters.
3. Project Documents Updates - Issue log, Project schedule, Project funding requirements -.
4. Organizational Process Assets Updates - Stakeholder notifications, Project reports,
Project records, Feedback from stakeholders, Lessons learned documentation.
Acquire Project Team:
Data Flow Diagram

The process of Confirming

Human Resource
Availability & Obtaining
the Team Necessary to
Complete Project
Activities.

Consists of
Outlining & Guiding the
Team Selection &
Responsibility Assignment
to obtain a successful
team.
Acquire Project Team:
General Note:
The following factors should be Considered during the process of Acquiring The Project
Team & Planned for in The Planning Stages of the Project:

1. The Project Manager or Project Management Team should Effectively Negotiate & Influence
Others who are in a position To Provide the Required Human Resources for the project.

2. Failure to Acquire the Necessary Human Resources for the project may affect Project Schedules,
Budgets, Customer Satisfaction, Quality, & Risks. The project manager or project management team
will be required to reflect the impact of any unavailability of required human resources in the project
schedule , , , , , , & the other project management plans.

3. Insufficient Human Resources or Capabilities Decrease the Probability of Success and, in a worst
case scenario, Could Result in Project Cancellation.

4. If the Human Resources are Not Available due to constraints, such as economic factors or previous
assignments to other projects, the project manager or project team may be required to assign
alternative resources, perhaps with lower competencies, Provided there is No Violation of legal,
regulatory, mandatory, or other specific criteria.
Acquire Project Team:
Inputs

1. Human Resource Management Plan - Provides guidance for Identifying ,

Staffing, Managing, & Releasing the Project Team members. It includes,
I. Roles and responsibilities that define the positions, skills, and competencies that the project
demands.
II. Project organization charts that indicate the number of people needed for the project.
III. Staffing management plan that delineate the time periods each project team member will be
needed & other information important to engage the project team.

2. Enterprise Environmental Factors.

I. Existing information on human resources including availability, competency levels, prior
experience, interest in working on the project and their cost rate;
II. Personnel Administration Policies, Organizational Structure & Locations.

3. Organizational Process Assets - That influence the Acquire Project Team process.
Acquire Project Team:
Tools & Techniques (T&T)

1. Pre-assignment - The project team members are selected in advance.

This situation can occur if
– Some staff assignments are defined within the project charter.
– The project is dependent upon the expertise of particular persons.
– The project is the result of specific people being identified as part of a competitive proposal.

2. Negotiation
Negotiate the Project Staff Assignments with Functional managers, Other project management
teams within the performing organization, External organizations, vendors, suppliers, contractors.

3. Acquisition When the performing organization is unable to provide the staff needed to
complete a project, the required services may be Acquired From Outside Sources.
Acquire Project Team:
Tools & Techniques (T&T)

4. Virtual Teams - A Groups of people with a shared goal who fulfill their roles with little or
no time spent meeting face to face.
5. Multi-Criteria Decision Analysis - A valuable tool that we can apply to many
complex decisions. It is most applicable to solving problems that are characterized as a choice
among alternatives.
– Examples of selection criteria that can be used to score team members:
 Availability, Cost , Experience, , Knowledge, Skills.
 Ability - The Team Member has the competencies needed by the project. -.
 Attitude - The ability to work with others as a cohesive team -.
 International factors - Consider team member location, time zone & communication capabilities.
Acquire Project Team:
Outputs

1. Project Staff Assignments -

– The project is staffed When Appropriate People have been Assigned to the Team.
The Documentation of Project Staff Assignments can include a Project Team Directory, Memos
to Team Members, & names inserted into other parts of the project management plan, such as Project
Organization Charts & Schedules.
2. Resource Calendars - Document the time periods that each project team member
is available to work on the project.
Creating a Reliable Schedule depends on having a good understanding of each person’s availability
& schedule constraints, including time zones, work hours, vacation time, local holidays, and
commitments to other projects.
3. Project Management Plan Updates -
– When gaps occur, The Project Management Plan needs to be updated to change the team
structure, roles, or responsibilities.
Ex. The person assigned to a predefined role may not fulfill all staffing requirements outlined in the
human resource management plan.
Develop Project Team:
Data Flow Diagram

The process of Improving

Competencies, Team Member
Interaction, & Overall Team
Environment to Enhance
Project Performance.

It results in
Improve Teamwork, Enhance
People Skills & Competencies,
Motivate Employees, Reduce
Staff Turnover Rates, &
Improve Overall Project
Performance.
Develop Project Team:
General Note:

1. Project Manager -
– Should Acquire Skills To Identify, Build, Maintain, Motivate, Lead, & Inspire Project Teams To
Achieve High Team Performance & Meet the Project’s Objectives.
– Should Continually Motivate Their Team By Providing Challenges & Opportunities, Providing
Timely Feedback & Support as needed, plus Recognizing & Rewarding Good Performance.
– Should Request Management Support and/or Influence the Appropriate Stakeholders To
Acquire the Resources needed to Develop Effective Project Teams.
– Responsible for Create an Environment that Facilitates Teamwork & Developing an Effective
Project Teams.
– Should Capitalize on Cultural Differences Creating a Dynamic, Cohesive, & Collaborative
Team Culture To Improve Individual & Team productivity, Team Spirit, & Cooperation Plus
Allow Cross Training & Mentoring Between Team Members to Share Knowledge & Expertise.
2. Project Communication -
High team performance can be achieved by using open and effective communication, creating
team building opportunities, developing trust among team members, managing conflicts in a
constructive manner, and encouraging collaborative problem solving and decision making.
Develop Project Team:
Inputs

1. Human Resource Management Plan - Provides guidance on how project human

resources should be identified, staffed, managed, and eventually released.

2. Project Staff Assignments - Identify the people who are on the team / List of project
team members.

3. Resource Calendars - Identify times when the project team members can participate in
team development activities.
Develop Project Team:
Tools & Techniques (T&T)

1. Interpersonal Skills -soft skills - A behavioral competencies that include proficiencies

such as communication skills, emotional intelligence, conflict resolution, negotiation, influence, team
building, and group facilitation.
Ex. the project management team can use emotional intelligence to reduce tension and increase cooperation by
identifying, assessing, and controlling the sentiments of project team members, anticipating their actions,
acknowledging their concerns, and following up on their issues.

2. Training (in-house or external trainers) - Scheduled training takes place in the

human resource management plan. Unplanned training takes place as a result of observation,
conversation, and project performance appraisals conducted during the controlling process of
managing the project team.
Training costs could be included in the project budget, or supported by performing organization if the
added skills may be useful for future projects.
3. Ground Rules - A clear expectations regarding acceptable behavior by project team members.
All project team members share responsibility for enforcing the rules once they are established.
Discuss ground rules in areas such as code of conduct, communication, working together, or meeting
etiquette allows team members to discover values that are important to one another.
Develop Project Team:
Tools & Techniques (T&T)

4. Team-Building Activities

5. Colocation -Tight Matrix- Involves placing many or all of the most active project
team members in the same physical location to enhance their ability to perform as a team.
While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled
resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or
other key stakeholders.
Develop Project Team:
Tools & Techniques (T&T)

6. Recognition and Rewards - Part of the team development process involves

recognizing and rewarding desirable behavior.
People are motivated if they feel they are valued in the organization and this value is demonstrated by the
rewards given to them.
A good strategy for project managers is to give the team recognition throughout the life cycle of the
project rather than waiting until the project is completed.
Develop Project Team:
Tools & Techniques (T&T)

7. Personnel Assessment Tools - Give the project manager and the project team an
insight into areas of strength and weakness.
– Tools such as attitudinal surveys, specific assessments, structured interviews, ability tests, and
focus groups.
– These tools help project managers assess the team preferences, aspirations, behavior and attitude.
Develop Project Team:
Outputs

1. Team Performance Assessments - The project management team makes formal or

informal assessments of the project team’s effectiveness.
– Team performance assessment criteria should be determined by all appropriate parties and
incorporated in the Develop Project Team inputs.
– The performance of a successful team is measured in terms of technical success according to
agreed-upon project objectives (including quality levels), performance on project schedule
(finished on time), and performance on budget (finished within financial constraints).
– The evaluation of a team’s effectiveness may include indicators such as ( Improvements in
skills, Improvements in competencies, Reduced staff turnover rate, Increase team cohesiveness)
– As a result of Team performance assessment, the resources and recommendations for team
improvement should be well documented and forwarded to the relevant parties.

2. Enterprise Environmental Factors Updates - Personnel administration,

Employee training records, and skill assessments.
Manage Project Team:
Data Flow Diagram
The process of influences team
behavior, manages conflict, resolves
issues, tracking team member
performance, providing feedback,
& managing team changes to
optimize project performance.

As a result of managing the project

team, change requests are
submitted, issues are resolved, input
is provided for performance
appraisals, & lessons learned are
added to the organization’s
database.
Manage Project Team:
Inputs

1. Human Resource Management Plan.

2. Project Staff Assignments.
3. Team Performance Assessments - By continually assessing the project team’s
performance, actions can be taken to resolve issues, modify communication, address conflict, and
improve team interaction.
4. Issue Log - Issues arise in the course of managing the project team. An issue log can be used to
document and monitor who is responsible for resolving specific issues by a target date.
5. Work Performance Reports - Provide documentation about the current project status
compared to project forecasts. It include results from schedule control, cost control, quality control,
and scope validation.
The information from performance reports and related forecasts assists in determining future human
resource requirements, recognition and rewards, and updates to the staffing management plan.
6. Organizational Process Assets - Ex. Certificates of appreciation, Newsletters,
Websites, Bonus structures, Corporate clothes, & Other organizational perquisites.
Manage Project Team:
Tools & Techniques (T&T)

1. Observation and Conversation - Used to stay in touch with the work & attitudes of
project team members.
The project management team monitors progress toward project deliverables, accomplishments that are a
source of pride for team members, and interpersonal issues.
2. Project Performance Appraisals
– Objectives for conducting performance appraisals during the course of a project can include
clarification of roles and responsibilities, constructive feedback to team members, discovery of
unknown or unresolved issues, development of individual training plans, & the establishment of
specific goals for future time periods.

– The need for formal or informal project performance appraisals depends on the length of
the project, complexity of the project, organizational policy, labor contract requirements, and the
amount and quality of regular communication.
Manage Project Team:
Tools & Techniques (T&T)

3. Conflict Management.
Manage Project Team:
Tools & Techniques (T&T)

4. Interpersonal Skills.

It is important to communicate the vision and inspire the

project team to achieve high performance.
Manage Project Team:
Outputs

1. Change Requests - Following is an examples,

I. Staffing Changes, whether by choice or by uncontrollable events, may include moving people
to different assignments, outsourcing some of the work, and replacing team members who
leave. This will affect the project management plan(Schedule , Budget ……) through
integration change control process.
II. Preventive actions like Cross training to reduce problems during project team member
absences and additional role clarification to ensure all responsibilities are fulfilled.
2. Project Management Plan Updates - Human Resource Management plan,,,,,,.
3. Project Documents Updates - Issue log, Roles description, Project staff
assignments,,,,,.
4. Enterprise Environmental Factors Updates - Input to organizational
performance appraisals, & Personnel skill updates.
5. Organizational Process Assets Updates - Historical information and lessons
learned documentation, Templates, and Organizational standard processes.
Manage Stakeholder Engagement:
Data Flow Diagram
Communicating & 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.

It allows the project manager

to increase support and
minimize resistance from
stakeholders for increasing
the chances to achieve project
success.
Manage Stakeholder Engagement:
General Note:

The ability of Stakeholders to Influence the project is typically highest during the initial
stages and gets progressively lower as the project progresses.
- Managing Stakeholder Engagement helps to increase the probability of project success by ensuring
that stakeholders clearly understand the project goals, objectives, benefits, and risks. Which enables
stakeholder to be active supporters of the project and to help guide activities and project decisions.

- By Anticipating People’s Reactions to the project, proactive actions can be taken to win support or
minimize negative impacts and Decreases the risk of the project failing to meet its goals and
objectives.

- The project manager is responsible for Managing Stakeholder Engagement which involves
activities such as,
1. Engaging Stakeholders at appropriate project stages to obtain or confirm their continued commitment to the
success of the project,
2. Managing Stakeholder Expectations through negotiation and communication, Ensuring Project Goals are
Achieved,
3. Addressing Potential Concerns that have not yet become issues & Anticipating Future Problems that may be
raised by stakeholders,
4. Clarifying and Resolving Issues that have been identified.
Manage Stakeholder Engagement:
Inputs

1. Stakeholder Management Plan - Provides guidance on how the various stakeholders

can be best involved in the project.

2. Communications Management Plan - Provides guidance and information on

managing stakeholder expectations. Ex. Stakeholder communications requirements, Information to be
communicated, including language, format, content, and level of detail, Reason for distribution of information, Person
or groups who will receive information, and Escalation process.

3. Change Log - Used to document changes that occur during a project. These changes - & their
impact on the project in terms of time, cost, and risk - are communicated to the appropriate
stakeholders.

4. Organizational Process Assets.

Manage Stakeholder Engagement:
Tools & Techniques (T&T)

1. Communication Methods - Oral , Written , Body Language / Formal , Unformal -.

- Based on the stakeholders’ communication requirements, the project manager decides
how, when, and which of these communication methods are to be used in the project.
- The methods of communication identified for each stakeholder in the communications
management plan are utilized during stakeholder engagement management.
2. Interpersonal Skills -
- Apply interpersonal skills to manage stakeholders’ expectations, Building trust, Resolving
conflict, Active listening, Overcoming resistance to change.
3. Management Skills -
-Apply management skills to Coordinate and Harmonize the group toward accomplishing
the project objectives through the following activities,
Facilitate consensus, Influence people to support the project, Negotiate agreements to satisfy the
project needs, Modify organizational behavior to accept the project outcomes.
Manage Stakeholder Engagement:
Outputs

1. Issue Log - This log is updated as new issues are identified and current issues are resolved.
2. Change Requests - Managing stakeholder engagement may result in a change request
to the product or the project, corrective or preventive actions to the project itself or to the
interaction with the impacted stakeholders.
3. Project Management Plan Updates
Ex. Some communications may no longer be necessary, an ineffective communication method may
be replaced by another method, or a new communication requirement may be identified.
Ex. It may be determined that a stakeholder has additional informational needs.
4. Project Documents Updates
Ex. The stakeholder register.
5. Organizational Process Assets Updates -
Ex. Stakeholder notifications, Project reports, Project presentations, Project records, Feedback from
stakeholders, Lessons learned documentation.
Conduct Procurements:
Data Flow Diagram

The process of Obtaining

Seller Responses, Selecting
a Seller, & Awarding a
Contract.

It provides alignment of
internal and external
stakeholder expectations
through established
agreements.
Conduct Procurements:
General Note:

The effort of the buyer & seller in this process is to Collectively Prepare a
Procurement Statement of Work that will satisfy the requirements of the project.
The parties will then negotiate a final contract for award.

During the Conduct Procurements process,

1. The team will Receive Bids or Proposals & will Apply Previously Defined Selection
Criteria to Select One or more Sellers who are qualified to perform the work &
acceptable as a seller.

2. On major procurement items, the overall process of requesting responses from sellers
and evaluating those responses can be repeated.

3. A short list of qualified sellers can be established based on a preliminary proposal.

4. A more detailed evaluation can then be conducted based on a more specific and
comprehensive requirements document requested from the sellers on the short list.
Conduct Procurements:
Inputs

1. Procurement Management Plan - Describes how the procurement processes will be

managed from developing procurement documentation through contract closure.
2. Procurement Documents - Provide an audit trail for contracts and other agreements.
3. Source Selection Criteria - Include information on the supplier’s required capabilities,
capacity, delivery dates, product cost, life-cycle cost, technical expertise, and the approach to the contract.

4. Seller proposals - Prepared in response to a procurement document package. They form the
basic information that will be used by an evaluation body to select one or more successful bidders (sellers).

5. Project Documents - Ex. The risk-related contract decisions included within the risk register.
6. Make-or-Buy Decisions.
7. Procurement Statement of Work - It is a critical component of the procurement
process and can be modified as needed through this process until a final agreement is in place
(Specifications, Quantity desired, Quality levels…..). It Provides suppliers with a clearly stated set of
goals, requirements, and outcomes from which they can provide a quantifiable response.
8. Organizational Process Assets.
Conduct Procurements:
Tools & Techniques (T&T)
The Tools and Techniques described here may be used alone or in combination with select sellers.
1. Bidder Conferences - Contractor Conferences, Vendor Conferences, & Pre-Bid Conferences -
They are meetings between the buyer and all prospective sellers, Prior to submittal of a Bid or
Proposal, To Ensure That all prospective sellers have a clear and common understanding of the
procurement requirements, & that no bidders receive preferential treatment.
To be fair, buyers should take great care to ensure that all prospective sellers hear every question
from any individual prospective seller and every answer from the buyer. Responses to questions can
be incorporated into the procurement documents as amendments.
2. Proposal Evaluation Techniques - A formal evaluation review process will be
defined by the buyer’s procurement policies.
3. Independent Estimates - The procuring organization may elect to either prepare its
own independent estimate, or have an estimate of costs prepared by an outside professional
estimator, To Serve As a Benchmark on proposed responses.
Significant differences in cost estimates can be an indication that the procurement statement of
work was deficient, ambiguous, and/or that the prospective sellers either misunderstood or failed to
respond fully to the procurement statement of work.
Conduct Procurements:
Tools & Techniques (T&T)
4. Expert Judgment - The evaluation of proposals may be accomplished by a multi-
discipline review team with expertise in each of the areas covered by the procurement documents
and proposed contract. Such as contracting, legal, finance, accounting, engineering, design, research,
development, sales, and manufacturing.

5. Advertising - Placing advertisements for procurement to expand the lists of potential sellers
or because the government jurisdictions require public advertising.
6. Analytical Techniques - Help organizations identify the readiness of a vendor to
provide the desired end state, determine the cost expected to support budgeting, and avoid cost
overruns due to changes.
Ex. By Examining Past Performance Information, teams may Identify Areas that may have more
risk & that need to be monitored closely to ensure success of the project.
7. Procurement Negotiations - Help in Clarify the structure, Requirements, & other
terms of the purchases so that mutual agreement can be reached prior to signing the contract. The
Project Manager & other Project Management Team may not be the lead negotiator on procurements. They may
be present during negotiations to provide assistance & clarification.
For Complex Procurement Items, contract negotiation can be an independent process with inputs (e.g., issues or an open
items listing) and outputs (e.g., documented decisions) of its own. For Simple Procurement Items, the terms and
conditions of the contract can be previously set and nonnegotiable, and only need to be accepted by the seller.
Conduct Procurements:
Outputs

1. Selected Sellers - Those who have been judged to be in a competitive range based upon
the outcome of the proposal or bid evaluation, & who have negotiated a draft contract that will
become the actual contract when an award is made.
Final approval of all complex, high-value, high-risk procurements will generally require organizational
senior management approval prior to award.
2. Agreements - A Procurement Agreement includes terms and conditions, and may
incorporate other items that the buyer specifies regarding what the seller is to perform or provide.
Include, Statement of work or deliverables, Schedule baseline, Performance reporting, Period of
performance, Roles and responsibilities, Seller’s place of performance, Pricing, Payment terms, Place of
delivery, Inspection and acceptance criteria, Warranty, Product support, Limitation of liability, Fees and
retainer, Penalties, Incentives, Insurance and performance bonds, Subordinate subcontractor approvals,
Change request handling, & Termination clause and alternative dispute resolution (ADR) mechanisms.

The project management team is responsible for making sure that all agreements meet the
specific needs of the project while adhering to organizational procurement policies.
The ADR method can be decided in advance as a part of the procurement award.
Conduct Procurements:
Outputs

3. Resource Calendars - The quantity and availability of contracted resources and those
dates on which each specific resource or resource group can be active or idle are documented.
4. Change Requests.
5. Project Management Plan Updates - Any impacted baseline plans.
6. Project Documents Updates - Requirements documentation, Requirements
traceability documentation, Risk register, Stakeholder register
Project Management
Processes PMBOK 5th Edition

Monitoring & Controlling

Process Group

Hossam Maghrabi, PMP

Monitoring & Controlling Processes
& Knowledge Areas

Controlling Changes & Recommending Corrective or Preventive Action.

Monitoring the Ongoing Project Activities against the Project’s Plans & Performance Measurement
Baseline.
Measured & Analyzed at Regular Intervals, Appropriate Events, or Exception Conditions to identify
variances from the project management plan & identifies any areas requiring additional attention.
Monitor & Control Project Work:
Data Flow Diagram

The process of Tracking,

Reviewing, & Reporting the
progress to meet the
Performance Objectives
defined in the project
management plan

It allows stakeholders to
understand the Current State
of the Project, the Steps Taken,
& Budget, Schedule, & Scope
Forecasts.
Monitor & Control Project Work:
General Note:
Monitoring includes,
Collecting, Measuring, & Distributing Performance Information.
Assessing Measurements & trends to effect Process Improvements.
Control includes,
Determining Corrective or Preventive Actions or Re-planning.
Following up on Action Plans to determine whether the actions taken resolved the performance issue.

Monitor & Control Project Work Concerned With,

• Comparing actual project performance against the project management plan.
• Assessing performance to determine whether any corrective or preventive actions are indicated.
• Identifying new risks and analyzing, tracking, and monitoring existing project risks.
• Maintaining an accurate, timely information through project life cycle.
• Providing information to support status reporting, progress measurement, and forecasting.
• Providing forecasts to update current cost and current schedule information.
• Monitoring implementation of approved changes.
• Providing appropriate reporting on project progress and status to high level management.
Monitor & Control Project Work:
Inputs
1. Project Management Plan - Subsidiary plans & baselines within the project management plan
form the basis for controlling the project.

2. Schedule Forecasts - Derived from a schedule progress against a schedule baseline and computed time
estimate to complete (ETC). The forecast may be used to determine if the project is still within defined tolerance
ranges and identify any necessary change requests.

3. Cost Forecasts - Same as schedule Forecasts.

4. Validated Changes - Provides the necessary data to confirm that the change was appropriately
executed.

5. Work Performance Information is the work performance data collected from various
controlling processes then analyze it in context integrated based on relationships across areas for providing a
sound foundation for project decisions.
Data in itself cannot be used in the decision-making process as it has only Out-Of-Context Meaning.
Work performance information is circulated through Communication Processes.

6. Enterprise Environmental Factors

7. Organizational Process Assets
Monitor & Control Project Work:
Tools & Techniques (T&T)
1. Expert Judgment - To interpret the information provided by the monitor & control
processes. So, the project manager with the Project Management team, determines the actions
required to ensure that project performance matches expectations.
2. Analytical Techniques - Applied in project management to forecast potential outcomes
based on possible variations of project or environmental variables and their relationships with other
variables.
Ex. Regression analysis, Grouping methods, Causal analysis, Forecasting methods, Failure mode and effect
analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management,
Variance analysis)

3. Project Management Information System - It’s a part of enterprise

environmental factors. it provides access to automated tools, such as scheduling, cost, & resourcing
tools, performance indicators, databases, project records…..
4. Meetings - Ex. groups & review meetings……
Monitor & Control Project Work:
Tools & Techniques (T&T)
1. Expert Judgment - To interpret the information provided by the monitor & control
processes. So, the project manager with the Project Management team, determines the actions
required to ensure that project performance matches expectations.
2. Analytical Techniques - Applied in project management to forecast potential outcomes
based on possible variations of project or environmental variables and their relationships with other
variables.
Ex. Regression analysis, Grouping methods, Causal analysis, Forecasting methods, Failure Mode & Effect
Analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management,
Variance analysis)

3. Project Management Information System - It’s a part of enterprise

environmental factors. it provides access to automated tools, such as scheduling, cost, & resourcing
tools, performance indicators, databases, project records…..
4. Meetings - Ex. groups & review meetings……
Monitor & Control Project Work:
Tools & Techniques (T&T)
Perform Integrated Change Control:
Data Flow Diagram

The process of Reviewing All

Change Requests, Approving
Changes & Managing Changes
To Deliverables,
Organizational Process Assets,
Project Scope Statement, and
Project Management Plan
Those Happens throughout the
project life.

This Process is specified in the

change control and
configuration control systems
Perform Integrated Change Control:
& Change Control Board (CCB)
When Required, The Perform Integrated Change Control Process includes
A Change Control Board (CCB).

A Change Control Board (CCB) is a formally chartered group Responsible For Reviewing, Evaluating,
Approving, Delaying, or Rejecting Changes to the Project, & For Recording & Communicating such
Decisions.

Approved Change Requests can require new or revised cost estimates, activity sequences, schedule
dates, resource requirements, and analysis of risk response alternatives.

Customer or Sponsor approval may be required for certain change requests after CCB approval, unless
they are part of the CCB.

As part of Change & Configuration Management Processes the Changes are documented and updated
within the project management plan.
Perform Integrated Change Control:
& Configuration Control
Configuration Control is focused on the specification of both the Deliverables & the Processes.

Change Control is focused on identifying, documenting, and approving or rejecting changes to the
project documents, deliverables, or baselines.

Following is some of the Configuration Management Activities included in the Perform Integrated
Change Control process:

- Configuration Identification - Identification & Selection of a Configuration item to provide the basis for which
The Product Configuration is Defined & Verified, Products & Documents are Labeled, Changes are managed, and
Accountability is Maintained.

- Configuration Status Accounting - Information is Recorded & Reported as to when appropriate data about the
configuration item should be provided. This information includes a Listing of Approved Configuration Identification,
Status of Proposed Changes to the Configuration, and the Implementation Status of Approved Changes.

- Configuration Verification & Audit - To make sure that the functional requirements defined in the
configuration documentation have been met, by ensure the composition of a project’s configuration items is correct &
that corresponding changes are registered, assessed, approved, tracked, & correctly implemented.
Perform Integrated Change Control:
Inputs
1. Project Management Plan - All Project Plans & Baselines.
Changes are documented and updated within the project management plan as part of the change &
configuration management processes.
Ex. Change management plan, which provides the direction for managing the change control process and documents the
formal change control board (CCB) . It’s an output of Develop Project Management Plan as part of Subsidiary plans.

2. Work Performance Reports - Work performance reports of particular interest to the Perform
Integrated Change Control process include Resource Availability, Schedule & Cost Data, Earned Value
Management (EVM) reports……

3. Change Requests - All of the Monitoring and Controlling processes and many of the Executing
processes produce change requests as an output.
The Corrective & Preventive Actions do not normally affect the project baselines—only the performance against
the baselines.

2. Enterprise Environmental Factors.

3. Organizational Process Assets - include, Change Control Procedures, Procedures for
Approving & Issuing Change Authorizations, Configuration Management Knowledge Base ……
Perform Integrated Change Control:
Tools & Techniques (T&T)
1. Expert Judgment -
Ex. Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry
groups, Subject matter experts (SMEs), and Project management office (PMO).

2. Meetings - Change Control Meetings / Change Control Board (CCB)

The Roles & Responsibilities of CCB are clearly defined and agreed upon by appropriate stakeholders &
documented in the change management plan.
CCB Decisions are documented and communicated to the stakeholders for information and follow-up actions.

Cost of Implementing Changes in the project goes up as the project gets further along. Therefore, it is best to
prevent changes if possible, and if not possible, to make those changes as soon as possible in the project. If you
cannot avoid making a change, then you need to go through the process of analyzing what the impact on the project
will be.

1. Change Control Tools - Tools are used to manage the change requests & the resulting
decisions In order To Facilitate Configuration & Change Management.
Tool selection should be based on the needs of the project stakeholders including organizational and environmental
considerations and/or constraints.
Additional Considerations should be made for communication to assist the CCB members in their duties as well as
distribute the decisions to the appropriate stakeholders.
Perform Integrated Change Control:
Outputs
1. Approved Change Requests - are processed according to the Change Control
System by the project manager, CCB, or by an assigned team member.
Approved change requests will be implemented through the Direct & Manage Project Work process.
The disposition of all change requests, approved or not, will be updated in the change log as part of updates to the
project documents.

2. Change Log - is used to document changes that occur during a project.

All Changes & their Impact to the project in terms of time, cost, & risk, are communicated to the appropriate
stakeholders.
Rejected change requests are also captured in the change log.

3. Project Management Plan Updates- Any subsidiary plans & Baselines that are
subject to the formal change control process.
Changes to baselines should only show the changes from the current time forward. Past performance may not be
changed. This protects the integrity of the baselines and the historical data of past performance.

4. Project Documents Updates - All documents specified as being subject to the

project’s formal change control process
Ex. Schedule and cost forecasts, Work performance reports, Issue log.
Validate Scope:
Data Flow Diagram

The process of formalizing

acceptance of the completed
project deliverables.

It brings objectivity to the

acceptance process &
increases the chance of final
product, service, or result
acceptance by validating
each deliverable.
 Validate Scope Vs. Control Quality

A Deliverable is any Unique & Verifiable Product, Result, or Capability that results in a Validated
Deliverable Required by the Project.

The Validate Scope process differs from the Control Quality process in that,
Validate Scope is primarily concerned with Formal Acceptance of the Deliverables.
Quality Control is primarily concerned with Correctness of the Deliverables & Meeting the
Quality Requirements Specified For the Deliverables.

Control Quality is generally performed before Validate Scope, although the two processes may be
performed in parallel.

The relation between Validate Scope process & Control Quality process,
The verified deliverables obtained from the Control Quality process
are reviewed with the customer or sponsor to ensure that they are completed satisfactorily
&
have Received Formal Acceptance of the Deliverables - Validated Scope - by the customer or sponsor.
Validate Scope:
Inputs
1. Project Management Plan -
The scope management plan specifies how formal acceptance of the completed project deliverables will
be obtained.
The scope baseline includes the approved version of a scope statement, work breakdown structure (WBS),
and its associated WBS dictionary, that can be changed only through formal change control procedures and
is used as a basis for comparison Validate Scope.

2. Requirements Documentation - Lists all types of requirements for the project and
product, along with their acceptance criteria.

3. Requirements Traceability Matrix - Link requirements to their origin and tracks them
throughout the project life cycle.

4. Verified Deliverables - The project deliverables that are Completed & Checked for Correctness
through the Control Quality process.

5. Work Performance Data – includes, Degree of Compliance with Requirements, Number of

Non-Conformities, Severity of the Non-Conformities, or the Number of Validation Cycles Performed in a
Period of Time.
Validate Scope:
Tools & Techniques (T&T)
1. Inspection - Reviews, Product Reviews, Audits, & Walkthroughs - used to determine whether
work & deliverables meet requirements and product acceptance criteria. Includes activities such as
measuring, examining, & validating.

2. Group Decision-Making Techniques - used to reach a conclusion when the

validation is performed by the project team and other stakeholders.
Validate Scope:
Outputs
1. Accepted Deliverables - Deliverables that meet the acceptance criteria are formally
signed off & approved by the customer or sponsor.
A formal documentation received from the customer or sponsor acknowledging formal stakeholder
acceptance of the project’s deliverables is forwarded to the Close Project or Phase process.

2. Change Requests - The completed Deliverables that have not been formally accepted
are documented, along with the reasons for non-acceptance of those deliverables. Those
deliverables may require a change request for defect repair.
3. Work Performance Information - Includes information, such as which
deliverables have started, their progress, which deliverables have finished, or which have been
accepted.
4. Project Documents Updates - Ex. Any documents that define the product or report
status on product completion.
Control Scope:
Data Flow Diagram
Scope Creep is the Uncontrolled Expansion
To Product or Project Scope
Without Adjustments
To Time, Cost, & Resources is Referred.

The process of Monitoring

the status of the Project &
Product Scope
&
Managing Changes to the
Scope Baseline.

It Allows the Scope Baseline

to Be Maintained
throughout the project.
Control Scope:
Inputs
1. Project Management Plan -
Ex. Scope Baseline, Scope Management Plan, Change Management Plan, Configuration Management
Plan & Requirements Management Plan.

2. Requirements Documentation -
Well-documented requirements make it easier to detect any deviation in the scope agreed for the
project or product.
Requirements should be Unambiguous [ Measurable & Testable ], Traceable, Complete, Consistent,
& Acceptable to key stakeholders.

3. Requirements Traceability Matrix - Helps to Detect the impact of any change or

deviation from the scope baseline on the project objectives.

4. Work Performance Data - Include, the number of change requests received, the number
of requests accepted or the number of deliverables completed.

5. Organizational Process Assets.

Control Scope:
Tools & Techniques (T&T)
1. Variance Analysis - is a technique for Determining the Cause & Degree of difference
between the Baseline & Actual performance.

Important aspects of project scope control include

– Determining the Cause & Degree of Variance relative to the Scope Baseline.
– Deciding whether Corrective or Preventive Action is required.

Project performance measurements are used to Assess the Magnitude of Variation from
the Original Scope Baseline.
Control Scope:
Outputs
1. Work Performance Information - This information provides a foundation for
making scope decisions. Includes,
Correlated & Contextualized information on How the Project Scope is performing Compared To the
Scope Baseline. The Categories of the Changes Received, The Identified Scope Variances & Their
Causes, How They Impact Schedule or Cost, & The Forecast of the Future Scope Performance.

2. Change Requests - Analysis of scope performance can result in a change request to the
Scope Baseline or other Components of the Project Management plan.

3. Project Management Plan Updates.

4. Project Documents Updates.
5. Organizational Process Assets Updates.
Control Quality:
Data Flow Diagram
The process of Monitoring &
Recording results of executing
the quality activities to assess
performance and recommend
necessary changes By,
Identifying the Causes of Poor
Process or Product Quality
for Recommending / Taking
Action To Eliminate Them.

Validating that Project

Deliverables & Work meet
the requirements specified by
key stakeholders necessary
for Final Acceptance
[Validate Scope].
Control Quality:
General Note:
The Control Quality process uses a set of operational techniques & tasks To Verify that The Delivered
Output will meet the Requirements.
Quality Assurance should be used during the project’s planning and executing phases To Provide
Confidence That the Stakeholder’s Requirements will be Met & Quality Control should be used during the
Project Executing & Closing Phases To Formally Demonstrate, With Reliable Data, that
The Sponsor and/or Customer’s Acceptance Criteria have been Met.

The Pairs Of Quality Control Terms

Control Quality:
Inputs
1. Project Management Plan - Describes how quality control will be performed within the project.
2. Quality Metrics - Describes a Project or Product Attribute & How it will be Measured (
Ex. Function Points, Mean Time Between Failure (MTBF), & Mean Time To Repair (MTTR).

3. Quality Checklists - A structured Lists that help to Verify That The Project’s Work & its Deliverables
Fulfill a Set of Requirements.

4. Work Performance Data - Ex. Planned vs. Actual Technical, Schedule, & Cost performance.
5. Approved Change Requests - To verify that the Approved Changes are implemented on time.
6. Deliverables -
7. Project Documents - Ex. Agreements, Quality Audit Reports & Change Logs supported with
corrective action plans, Process documentation.

8. Organizational Process Assets - Ex. Organization’s Quality Standards & Policies, Standard
work guidelines, Issue & defect reporting procedures and communication policies…….
Control Quality:
Tools & Techniques (T&T)
1. Seven Basic Quality Tools - Please refer to Planning Process Group – [ Plan Quality Management ]
Control Quality:
Tools & Techniques (T&T)
2. Statistical Sampling - Samples are Selected & Tested as defined in the quality management plan.
Please refer to Planning Process Group – [ Plan Quality Management ]

3. Inspection - [ maybe called Reviews, Peer Reviews, Audits, or Walkthroughs ]

An inspection is the examination of a work product to determine if it conforms to documented standards. Also, It is
used to Validate Defect Repairs
The results of an inspection generally include measurements & may be conducted at any level. Ex. The results of a
single activity can be inspected, or the final product of the project can be inspected.

4. Approved Change Requests Review - To verify that They were Implemented As

Approved.
Control Quality:
Outputs
A Goal of the Control Quality Process is to Determine The Correctness of Deliverables.

1. Quality Control Measurements- The documented results of Control Quality Activities.

2. Validated Changes - Any Changed or Repaired Items are Inspected & will be either Accepted or
Rejected before notification of the decision is provided. Rejected items may require rework.

3. Verified Deliverables - are the results of performing the Control Quality process.
Verified Deliverables Are an Input To Validate Scope For Formalized Acceptance.

4. Work Performance Information - The performance data Collected from various

controlling processes, Analyzed in context and integrated based on relationships across areas.

5. Change Requests -
6. Project Management Plan Updates -
7. Project Documents Updates - Ex. Quality standards, Agreements, Quality audit reports.
8. Organizational Process Assets Updates - Ex. Completed checklists & Lessons
learned documentation.
Project Management
Processes PMBOK 5th Edition

Monitoring & Controlling

Process Group

Hossam Maghrabi, PMP

Monitoring & Controlling Processes
& Knowledge Areas

Controlling Changes & Recommending Corrective or Preventive Action.

Monitoring the Ongoing Project Activities against the Project’s Plans & Performance Measurement
Baseline.
Measured & Analyzed at Regular Intervals, Appropriate Events, or Exception Conditions to identify
variances from the project management plan & identifies any areas requiring additional attention.
Control Schedule:
Data Flow Diagram
The process of Monitoring
the Status of Project
Activities To Update Project
Progress & Manage Changes
to the Schedule Baseline
to Achieve the Plan.

It provides the means to

Recognize Deviation from the
Plan & Take Corrective &
Preventive Actions & thus
minimize risk.
Control Schedule:
General Note:
The Process of Control Schedule helps to,
I. Capture The Current Schedule Status,
II. Determine The Variance from the Schedule Baseline,
III. Understand The Nature of the Variance & Its Causes,
IV. Respond by Taking Appropriate Corrective / Preventive Actions.

Important Aspects of Schedule Control include,

 Determining the Cause & Degree of Variance.
 Estimating the Implications of those variances for Future Work To Completion,
 Deciding whether Corrective or Preventive Action is required.

The Key Principle, The Schedule should be Controlled Proactively by The Project Manager by
Influencing Changes Before they Affect The Project.
Control Schedule:
Inputs
1. Project Management Plan -
The Schedule Management Plan describes how the schedule will be managed and controlled
The Schedule Baseline to compare with Actual Results & determine if a Change, Corrective or
Preventive action is necessary.
2. Project Schedule - The most recent version with notations to indicate Updates, Completed
Activities, & Started Activities.
3. Work Performance Data - Information about Project Progress such as which
activities have started, their progress (e.g., actual duration, remaining duration, and physical percent
complete), & which activities have finished.
4. Project Calendars - Schedule model may require more than one project calendar to allow
for different work periods for some activities to calculate the schedule forecasts.
5. Organizational Process Assets - Existing formal and informal schedule control-
related policies, procedures, and guidelines; Schedule control tools; Monitoring and reporting
methods to be used……
Control Schedule:
Tools & Techniques (T&T)
1. Performance Reviews - Measure, compare, and analyze schedule performance.
I. Trend Analysis - Please refer to Planning Process Group Part two - [ Control Project Work ].
II. Critical Path Method & Critical Chain Method - Please refer to Planning Process Group Part two - [ Develop
Schedule Process ].

III. Earned Value Management,

Control Schedule:
Tools & Techniques (T&T)
2. Project Management Software - Provides the ability To Track,
1. Planned Dates Versus Actual Dates to Report Variances.
2. Progress Made Against the Schedule Baseline.
3. Forecast the Effects of Changes to the Project Schedule Model..

3. Resource Optimization Techniques - Please refer to Planning Process Group Part two - [ Develop
Schedule Process ].

4. Modeling Techniques - Please refer to Planning Process Group Part two - [Develop Schedule Process ].

5. Leads and Lags - Please refer to Planning Process Group Part two - [ Sequence Activities Process ].

6. Schedule Compression - Please refer to Planning Process Group Part two - [Develop Schedule Process ].

7. Scheduling Tool - Please refer to Planning Process Group Part two - [ Develop Schedule Process ].
Control Schedule:
Outputs
1. Work Performance Information - The Calculated SV & SPI for WBS
components, in Particular the Work packages & Control accounts, are documented &
communicated to stakeholders.
2. Schedule Forecasts - Estimates or Predictions of Conditions & Events in The Project’s
Future Based On Information & Knowledge Available At the Time Of the Forecast.
– Forecasts are Updated & Reissued Based On Provided Work Performance Information During Project
Execution.

3. Change Requests - Schedule Variance Analysis may result in Change Requests to the
Schedule Baseline, Scope Baseline, and/or other components of the project management plan.

4. Project Management Plan Updates- Schedule Baseline, Schedule Management

Plan, Cost Baseline.
5. Project Documents Updates- Schedule Data, Project Schedule, Risk Register
6. Organizational Process Assets Updates - Lessons Learned from Project
Schedule Control
Control Costs:
Data Flow Diagram
The process of Monitoring
the Status of the Project to
Update the Project Costs &
Managing Changes to the
Cost Baseline.

It provides the means to

Recognize Variance
from the plan in order to
Take Corrective Action &
Minimize Risk.
Control Costs:
Inputs
1. Project Management Plan - Cost Management Plan , Cost Baseline……

2. Project Funding Requirements -

Projected Expenditures plus Anticipated Liabilities.

3. Work Performance Data - Which activities started & their progress, which deliverables
have finished and Costs that have been authorized & incurred…….

4. Organizational Process Assets - Existing formal & informal cost control-related

Policies, Procedures, Guidelines. Cost control tools. Monitoring and reporting methods…….
Control Costs:
Tools & Techniques (T&T)
Much of the Effort of Cost Control involves Analyzing the Relationship Between The Consumption
of Project Funds To The Physical Work Being Accomplished for such Expenditures.

1. Earned Value Management (EVM)

A Methodology that Combines Scope, Schedule, & Resource Measurements To Assess project
Performance & Progress.
EVM is a Commonly Used Method because the its Principles can be Applied to all Projects in Any Industry.

EVM Develops & Monitors Three Key Dimensions for each Work Package & Control Account:
Control Costs:
Tools & Techniques (T&T)
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)
Control Costs:
Tools & Techniques (T&T)
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)
Control Costs:
Tools & Techniques (T&T)
Monitor The Variances From The Approved Baseline,
1. Earned Value Management (EVM)

SPI can used in conjunction with CPI to Forecast The Final Project Completion Estimates.
The Performance on The Critical Path Needs To Be Analyzed to determine whether the project will
Finish Ahead Of or Behind its Planned Finish Date.
Control Costs:
Tools & Techniques (T&T)
2. Forecasting
Control Costs:
Tools & Techniques (T&T)
3. To-Complete Performance Index (TCPI) -
Measure of the Cost Performance that is Required To Be Achieved With The Remaining Resources.
It Expressed As The Ratio Of The Cost to finish the outstanding work to the Remaining Budget (A Specified Management Goal).

If The Cumulative CPI falls below the Baseline All the Project’s future work will need to be performed immediately in
the range of the TCPI (BAC) to stay within the Authorized BAC.
If BAC is no Longer Viable, The Project Manager should consider The Forecasted EAC.
Once approved, the EAC may replace the BAC in the TCPI calculation.
Control Costs:
Tools & Techniques (T&T)
4. Performance Reviews - Compare Cost Performance Over Time, Schedule Activities or
Work Packages Over-Running & Under-Running The Budget, and Estimated Funds Needed To
Complete Work In Progress.

If EVM is Being Used, The Following Information is Determined:

I. Variance analysis - Explanation of Cause, Impact, & Corrective Actions For, Cost Variance (CV),
Schedule Variance (SV), and Variance At Completion (VAC = BAC – EAC) . If projects not using
EVM, similar Variance Analyses can be performed by Comparing Planned Activity Cost against
Actual Activity Cost to identify variances between The Cost Baseline & Actual Project Performance.

II. Trend Analysis - Examines Project Performance over time to determine if performance is
improving or not. Graphical Analysis Techniques are valuable for understanding performance to date.

III. Earned value performance - Compares the Performance Measurement Baseline to Actual
Schedule & Cost Performance. If EVM is not being used, then the analysis of The Cost Baseline
against Actual Costs for the Work Performed is used for Cost Performance comparisons.
Control Costs:
Tools & Techniques (T&T)
5. Project Management Software - Often used to Monitor the Three EVM
Dimensions (PV, EV, AC), To Display graphical trends, & Forecast a range of possible final
project results.

6. Reserve Analysis -
Monitor the Status of Contingency & Management Reserves to determine if these reserves are
still needed or if additional reserves need to be requested.
As Work On The Project Progresses, These reserves may be used as planned to cover the cost of
risk mitigation events or other contingencies. Or, if the probable risk events do not occur, the
unused contingency reserves may be removed from the project budget to free up resources for other
projects or operations.
Control Costs:
Outputs
1. Work Performance Information - The Calculated CV, SV, CPI, SPI, TCPI, &
VAC values for WBS components, Work Packages & Control Accounts, are Documented &
Communicated to Stakeholders.

2. Cost Forecasts - A Calculated EAC value or A Bottom-Up EAC value is Documented &
Communicated to Stakeholders.

3. Change Requests - Analysis of project performance may result in a change request to the
Cost Baseline or other components of the project management plan.

4. Project Management Plan Updates - Cost Baseline, Cost Management Plan…..

5. Project Documents Updates - Cost estimates, Basis of estimates…..

6. Organizational Process Assets Updates - Lessons Learned …..

Control Communications:
Data Flow Diagram
The process of Evaluated &
Controlled Project
Communications
To Ensure That The Right
Message is Delivered To The
Right Audience At The Right
Time & The Information
Needs Of The Project
Stakeholders are Met.

It Ensures an Optimal
Information Flow Among All
Communication Participants,
At Any Moment in Time
Throughout The Entire project
Life Cycle.
Control Communications:
Inputs
1. Project Management Plan - Describes how Communications control will be performed
within the project.
Ex. Stakeholder communication requirements, Reason for the distribution of the information, Timeframe and
frequency for the distribution of required information, Individual or group responsible for communication of the
information, and Individual or group receiving the information.

2. Project Communications - Project communications come from multiple sources and

may vary significantly in their format, level of detail, degree of formality and confidentiality.
Ex. Deliverables status, Schedule progress, and Costs incurred.

3. Issue Log
4. Work Performance Data - Planned vs. Actual Technical Performance, Schedule
Performance, and Cost Performance.
5. Organizational Process Assets - Report templates, Specific communication
technologies available, Allowed communication media, Security requirements, Policies/standards
and procedures that define communications.
Control Communications:
Tools & Techniques (T&T)
1. Information Management Systems - Provides a set of standard tools for the project
manager to capture, store, and distribute information to stakeholders about the project’s costs, schedule progress,
and performance.

2. Expert Judgment
3. Meetings
Control Communications:
Outputs
1. Work Performance Information - Is the, Performance Data Collected from
various controlling processes, Analyzed in context, Integrated based on relationships across
areas & Circulated through communication processes.

2. Change Requests.

3. Project Management Plan Updates - Control Communications process may

trigger updates to the communications management plan as well as other components of the project
management plan (e.g. stakeholders and human resource management plans).

4. Project Documents Updates - Forecasts, Performance reports, Issue log….

5.

6. Organizational Process Assets Updates - Report formats & Lessons learned

documentation….
Control Procurements:
Data Flow Diagram
The process of Managing
Procurement Relationships,
Monitoring Contract Performance,
Making Changes & Corrections to
Contracts as appropriate.

To Ensures That Both The Seller’s

& Buyer’s Performance Meets
Procurement Requirements
according to the terms of the legal
agreement.
Control Procurements:
General Note:
The Control Procurements process reviews and documents how well a Seller is
performing or has performed based on the contract and establishes corrective actions
when needed.
The Buyer & The Seller will Administer The Procurement To Ensure That, They meet their
Contractual Obligations & Own Legal Rights are Protected.
On Larger Projects with multiple providers, A Key aspect of contract administration is Managing Interfaces among the
Various Providers.

Control Procurements has a Financial Management Component That involves, monitoring payments
To the seller.
When Making Payments the suppliers have to insure that, Payment Terms defined within the contract are
met & Seller compensation is linked to Seller Progress, as defined in the contract. Also, there is a close
relationship of Payments Made to the Work Accomplished.

Control Procurements Capture the Necessary Details For Managing Any Early Terminations Of The
Contracted Work in Accordance With the Termination Clause of The Agreement. ( for Cause,
Convenience, or Default ). These Details are used in The close procurements process to terminate the
agreement.
Control Procurements:
Inputs
1. Project Management Plan - Explain how the procurement processes will be managed
from developing procurement documentation through contract closure.

2. Procurement Documents - Contain complete supporting records for administration of

the procurement processes [ Procurement contract awards & The statement of work…..].

3. Agreements - Understandings between parties [ Understanding of the duties of each party…].

4. Approved Change Requests - Modifications to the terms & conditions of the contract,
statement of work, pricing, descriptions of the products, services, or results…..
– All Procurement-Related Changes are formally documented in writing & approved before being
implemented through the Control Procurements process.

5. Work Performance Reports - Technical documentation. Work performance

information...

6. Work Performance Data.

Control Procurements:
Tools & Techniques (T&T)
1. Contract Change Control System - Explain how the procurement can be
modified. It is integrated with the Integrated Change Control System.

2. Procurement Performance Reviews - Review Seller’s progress to deliver project

Scope & Quality, Within Cost & on Schedule, compared to Contract.
– Conducted during Seller’s Execution of the Work & may be a part of Project Status Reviews
with respect to, The Procurement Statement Of Work, & Contract Non-Compliance.
– Include, Buyer inspections, Quality audits & Review of Seller-Prepared documentation……

3. Inspections & Audits - Conducted during execution of the project to verify compliance
in the Seller’s work processes or deliverables. It’s Specified in the procurement contract
– It’s required by the buyer & supported by the seller.

4. Performance Reporting - Provides management with information about how

effectively the seller is achieving the contractual objectives.
– Work Performance Data & Reports supplied by sellers are evaluated against the Agreement
Requirements then reported as appropriate.
Control Procurements:
Tools & Techniques (T&T)
5. Payment Systems - All payments should be made & documented in strict accordance
with the Terms of the Contract.
– Payments to the seller Processed by the accounts Payable System of the Buyer After
Certification of Satisfactory work by an Authorized Person on the project team.

6. Claims Administration - Claims are Documented, Processed, Monitored, & Managed

throughout the contract life cycle, usually in accordance with the Terms of the Contract.
– Contested Changes & Potential Constructive Changes [ variously called Claims, Disputes,
or Appeals ] are those requested changes where he Buyer & Seller can't reach an agreement on
compensation for the change or can't agree that a change has occurred.
– If the Parties Themselves don’t Resolve a Claim, It may have to be handled in accordance
with Alternative Dispute Resolution (ADR) following procedures established in the Contract.
The preferred method is Settlement of all Claims & Disputes Through Negotiation.

7. Records Management System - It’s part of the Project Management Information

System[ PMIS ]. It is used by the project manager to manage contract & procurement
documentation and records.
Control Procurements:
Outputs
1. Work Performance Information - By reporting on the performance of a vendor,
the organization increases knowledge of the performance of the procurement, which supports
improved forecasting, risk management, and decision making. Performance reports also assist in the
event there is a dispute with the vendor. Contract Compliance Reports help in
– Improved communications with vendors so that potential issues are addressed promptly to the
satisfaction of all parties.
– Provides procuring organizations (Buyer) a mechanism to track specific deliverables expected
and received from vendors.
2. Change Requests - Review & Approval through the Perform Integrated Change Control
process.
The Requested But Un-Resolved Changes Considers a Constructive Change To the Contract. Since
any of these Constructive Changes may be Disputed By One Party & Can Lead To a Claim Against
the Other Party, such changes are uniquely identified and documented by project correspondence.
3. Project Management Plan Updates - The procurement management plan,
Schedule baseline, Cost baseline……
4. Project Documents Updates.
Control Procurements:
Outputs
5. Organizational Process Assets Updates -
– Correspondence, Contract terms and conditions often require written documentation of certain aspects
of buyer/seller communications, such as the need for warnings of unsatisfactory performance and requests for
contract changes or clarification. A complete and accurate written record of all written and oral contract
communications, as well as actions taken and decisions made, are maintained by both parties.
– Payment Schedules & Requests, All payments should be made in accordance with the procurement
contract terms and conditions.
– Seller Performance Evaluation Documentation, Seller performance evaluation
documentation is prepared by the buyer. These documents may form the basis for early termination of the
seller’s contract or determine how contract penalties, fees, or incentives are administered. The results of these
performance evaluations can also be included in the appropriate qualified seller lists.
Control Stakeholder Engagement:
Data Flow Diagram
The process of Monitoring
Overall Project Stakeholder
Relationships & Adjusting
Strategies & Plans for Engaging
Stakeholders.

It will Maintain or Increase the

Efficiency & Effectiveness
of Stakeholder Engagement
Activities as the Project Evolves
& its Environment Changes.
Control Stakeholder Engagement:
Inputs
1. Project Management Plan -
Explain how Control Stakeholder Engagement will be performed

2. Issue Log -
Updated with New Identified Issues & Current Resolved Issues.

3. Work performance data -

Ex. Reported Percentage of Work Completed, Technical Performance Measures, Start & Finish
Dates of Schedule Activities, Number of Change Requests, Number of Defects, Actual Costs,
Actual Durations…..

4. Project Documents -
Project Schedule, Stakeholder Register, Issue Log, Change Log, & Project Communications.
Control Stakeholder Engagement:
Tools & Techniques (T&T)
Stakeholder Engagement Activities are included in the Stakeholder Management Plan & are
Executed During the Life Cycle of the Project.
Stakeholder engagement should be Continuously Controlled.

1. Information Management Systems - A Standard Tool for the project manager

to Capture, Store, & Distribute Information to Stakeholders about the project cost, schedule
progress, and performance.

2. Expert Judgment - Identification & Listing of new Stakeholders, Re-assessment of

current Stakeholders.
Expert judgment can be obtained through individual consultations (such as one-on-one meetings or
interviews) or through a panel format (such as focus groups or surveys).

3. Meetings - Status Review Meetings are used to exchange and analyze information about
Stakeholder Engagement.
Control Stakeholder Engagement:
Outputs
1. Work Performance Information - This information is communicated to the
appropriate stakeholders to provides status and progress information on the project at the level of
detail required by the various stakeholders.
Data Per Se aren’t used in the Decision-Making Process, because the meaning may be misinterpreted.
Information, however, is Correlated, Contextualized & Provides a Sound Foundation For Project Decisions.

2. Change Requests.
3. Project Management Plan Updates.
4. Project Documents Updates - Stakeholder register, Issue log…..
5. Organizational Process Assets Updates - Stakeholder notifications, Project reports,
Project presentations, Project records, Feedback from stakeholders, Lessons learned documentation.
Control Risks
Data Flow Diagram
The process of Implementing
risk Response plans, Tracking
identified risks, Monitoring
Residual risks, Identifying
new risks, & Evaluating risk
process effectiveness
throughout the project.

It improves efficiency of the

risk approach throughout the
project life cycle to
continuously optimize risk
responses.
Control Risks
Inputs
1. Project Management Plan.
2. Risk Register.
3. Work Performance Data.
4. Work Performance Reports.
Control Risks
Tools & Techniques (T&T)
1. Risk Reassessment - Project risk reassessments should be regularly scheduled based on
how the project progresses relative to its objectives.
2. Risk Audits - Risk audits examine and document the effectiveness of risk responses in
dealing with identified risks and their root causes, as well as the effectiveness of the risk
management process.
– The project manager is responsible for ensuring that risk audits are performed at an appropriate
frequency, as defined in the project’s risk management plan.
– The format for the audit and its objectives should be clearly defined before the audit is conducted.

3. Variance and Trend Analysis - For the purposes of controlling risks, trends in the
project’s execution should be reviewed using performance information. [ Earned value analysis and
other methods of project variance and trend analysis may be used. Deviation from the baseline plan
may indicate the potential impact of threats or opportunities ]
4. Reserve Analysis - Reserve analysis compares the amount of the contingency reserves
remaining to the amount of risk remaining at any time in the project in order to determine if the
remaining reserve is adequate.
Control Risks
Tools & Techniques (T&T)
5. Technical Performance Measurement -
– Technical performance measurement compares technical accomplishments during project
execution to the schedule of technical achievement.
– It requires the definition of objective, quantifiable measures of technical performance, which
can be used to compare actual results against targets.
6. Meetings -
– Project risk management should be an agenda item at periodic status meetings .

7. Risk Reassessment - Project risk reassessments should be regularly scheduled based on

how the project progresses relative to its objectives.
– The more often risk management is practiced, the easier it becomes.
– Frequent discussions about risk make it more likely that people will identify risks and
opportunities.
Control Risks
Outputs
1. Work Performance Information - Provides a mechanism to communicate and support
project decision making.

2. Change Requests - Implementing contingency plans or workarounds sometimes results in a change

request.

3. Project Management Plan Updates,

4. Project Documents Updates, include
1. Outcomes of risk re-assessments, risk audits, and periodic risk reviews.
2. Actual outcomes of the project’s risks and of the risk responses.

5. Organizational Process Assets Updates - Include the probability and impact matrix
and risk register, Risk breakdown structure, and Lessons learned from the project risk management activities.