PMP 6 Presentation - Abdulfattah

Project Management Professional
(PMP)
Presented by :
Abdulfattah Ajlan
Certified PMP Trainer
Welcome
❑ Course : Project Management. Professional - PMP
Presented by : Abdulfattah Ajlan

Education: Bachelor civil Engineering & Master in Engineering Management
Experience: 10 Years in Projects Management
Current Position: Senior Project Engineer
Training Experience: PMP, Finance and Management Certified Trainer.

Course References & Tools
Sessions (6 Days)
Thursday 6:30–7:30 7:45-8:45 9:00-10:30
Friday & Saturday 6:30–7:30 7:45-8:45 9:00-10:30
Training Topics Plan

Day Topic
Thursday Introduction - Projects Environment - PM role
Friday Integration – Scope
Saturday Scheduling - Cost
Thursday Quality - Resource
Friday Communication - Risk
Saturday Procurement - Stakeholder
Project Management Certifications
Content is based on “A Guide To The Project Management Body Of Knowledge” Sixth

Edition (PMBOK), and others sources.
The Owner:
Project Management Institute (PMI)
• Not-for-profit professional association. primary goal is
to advance the practice, science and profession of
project management.
• Recognized since 1969 by working PMs.
• Headquartered in Pennsylvania USA.
Fact File
PMP Exam Requirements
To be eligible for PMP Certification, you will need to demonstrate
that you meet certain minimum criteria as below:
❑ University Degree,
✓ 4,500 hours of project management experience,
✓ 35 hours of project management education.
❑ High school, diploma or equivalent

✓ 7,500 hours of project management experience,
✓ 35 hours of project management education.
Price: Exam Re-Exam Price: Membership

Member: $ 405 $ 275 Normal: $ 139
Non-member: $ 555 $ 375 Student: $ 32
PMP Exam
• 200 questions in 4 Hours (1 min & 12
Seconds for each question) .
• There are 25 questions considered for use on
future exams.
• However, they do not count toward your
grade and you will not know which questions
count and which don’t.
• To pass, you have to answer 106 graded
questions correctly out off 175. That
translates to 61%.
PMP Existing Exam PMP Future Exam
DEC 2020
Percentage of Percentage of
Domain Domain
Items on Test Items on Test
Initiating 13% People 42%
Planning 24% Process 50%
Executing 31% Business Environment 8%
Monitoring and Controlling 25% Total 100%
Closing 7%
Total 100%
PMP examination content
Validity
❖ The credential is valid for 3 Years.
❖ Candidates must recertify every 3 years by earning 60
Professional Development Units (PDUs).
❖ How to earn 60 PDU?
• Course or Training.
• Work as a Practitioner.
• Create Content.
• Give a Presentation.
• Organization Meetings.
• Volunteer.
• Read.
• Share Knowledge.
CAPM Certificate
Certified Associate in Project Management (CAPM)®
Requirements:
• Secondary degree (high school diploma, associate’s degree or the global
equivalent).
• 23 hours of project management education completed by the time you sit for the
exam.
CAPM Exam: Price:

150 questions in 3 hours. • Member: US$225.00
• Non-member: US$300.00
Validity:
To maintain your CAPM, you must retake the exam every five years.
1. INTRODUCTION
PROJECT MANAGEMENT
Presented by :
Abdulfattah Ajlan
What is a Project
Project is a temporary endeavor undertaken to

create a unique product, service, or result.
The end of the project is reached when

1. The project’s objectives have been achieved.
2. The objectives will not or cannot be met.
3. Funding is exhausted.
4. The need for the project no longer required.
5. Terminated for legal cause or convenience.
13
Fundamental elements of Project
• Projects drive change: the project Why Project Established?

moving the organization from one
➢ Meet legal, or social
state to another state. requirements;
• Projects enable business value ➢ Satisfy stakeholder requests.
➢ Implement or change business
creation By create benefits to
or technological strategies.
Organization. ➢ Create, improve, or fix
products, processes, or services
• Benefits may be tangible or
intangible or both
14
Projects Vs. Operational Work
Project Operation
Temporary Ongoing
Create a unique product, service, or Produce repetitive products,
result services, or results
Moving the organization from one Work sustain the organization
state to another state overtime
15
Importance of Project management
Project management
Is the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements.
Project Management enables organizations to execute projects effectively and
efficiently
Project: Program:
Managed as a stand-alone project, within a program, Group of related projects, subsidiary
or within a portfolio, to get project objective. programs, and program activities
managed in a coordinated manner to
Portfolio: obtain benefits not available from
Is a projects, programs, subsidiary portfolios, and managing them individually.
operations managed as a group to achieve strategic
objectives.
16
Relation between Project, Program, Portfolio,& Operations
Operations management concerned with ongoing

production of goods and/or services.
Program and project management focus on doing

programs and projects the “right” way.
Portfolio management focuses on doing the “right”

programs and projects.
17
Strategic
Objectives
Benefits
Objectives
18
‫‪ 12‬برنامج‬
‫‪ 96‬هدف استراتيجي‬ ‫رؤية المملكة العربية السعودية ‪2030‬‬
‫برنامج صندوق‬
‫برنامج تحقيق‬ ‫برنامج‬ ‫برنامج التحول‬ ‫برنامج خدمة‬
‫اإلستثمارات‬
‫التوازن المالي‬ ‫اإلسكان‬ ‫الوطني‬ ‫ضيوف الرحمن‬
‫العامة‬
‫مبادرة تخصيص‬
‫مبادرات‬ ‫مبادرة التشييد‬
‫األراضي‬
‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫تشغيل‬ ‫مشروع‬

‫‪1‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪5‬‬ ‫‪6‬‬ ‫‪7‬‬ ‫‪1‬‬ ‫‪9‬‬
‫العمق العربي واإلسالمي ‪ -‬قوة استثمارية رائدة ‪ -‬ومحور ربط القارات الثالث‬ ‫‪19‬‬
Organizational Project Management (OPM).

Defined as a framework in which portfolio, program,
and project management are integrated with organizational
enablers in order to achieve strategic objectives.
Ensure that the organization undertakes the right

projects. Allocates critical resources appropriately. Ensure that
all levels in the organization understand the strategic vision,
the initiatives that support the vision, the objectives, and the
deliverables.
20
Organizational Project Management (OPM).
Project Life cycle
Project life cycle
Is the series of phases that a project passes through from its start to its completion.
It provides the Basic Framework for managing the project.
Project life cycles can be Predictive or Adaptive to accomplish the product.
Predictive life cycle (waterfall) scope, time, and cost are determined in the early phases.
Adaptive life cycles are agile or change-driven life cycles, it can be
iterative, or incremental. The detailed scope is defined and approved
before the start of an iteration.
It is up to the project management team to determine the best

life cycle for each project.
22
Project Lifecycle
Example 1 Example 2
23
Development Lifecycle
Development life cycles: one or more phases that are associated with the development.
Project Life Cycle
Development
Phase 1 Phase 2 Phase 4 Phase 5
Phase 3
Development Life Cycle
24
Development Lifecycle
Development life cycles: one or more phases that are associated with the development.
Predictive life cycle (waterfall) scope, time, and cost are determined in the early phases.
Adaptive life cycles are agile or change-driven life cycles, iterative, or

incremental. The detailed scope is defined and approved before the start of
an iteration.
Iterative life cycle, the project scope is generally determined early, but time and cost
estimates are routinely modified.
Incremental life cycle, the deliverable is produced through a series of iterations

that successively add functionality within a predetermined timeframe.
hybrid life cycle is a combination of a predictive and an adaptive life cycle.

25
Project Lifecycle
Phase
Is a collection of logically related project activities described by attributes
(Name, number, Duration, Resource requirements, etc.)
Phase Gate
A phase gate, is held at the end of a phase.
The project’s performance and progress are compared to project and business
documents (business case, Project charter, Project management plan ,Benefits
management plan).
May be called (phase review, stage gate, kill point). A decision (e.g., go/no-go
decision) is made depending on the organization.
Development
Phase 1 Phase 2 Phase 4 Phase 5
Phase 3
phase gate phase gate phase gate phase gate 26

Project Lifecycle
Project Life Cycle
27
Project Management Processes

• Every project management process produces one or more outputs from one or
more inputs by using appropriate project management tools and techniques.
• Project management processes are logically linked by the outputs they produce.
• Processes may contain overlapping activities that occur throughout the project.
Inputs Tools & Techniques Outputs
Input 1 Tool 1 Output 1

Input 2 Technique 1 Output 2
Input 3 Tool 2 Output 3
Technique 2
28
Project Management Process Group

is a logical grouping of project management processes
- Initiating - Planning - Executing - Monitoring and Controlling - Closing
Project management Knowledge Areas:

- Integration Management. - Resource Management.
- Scope Management. - Communications Management.
- Schedule Management. - Risk Management.
- Cost Management. - Procurement Management.
- Quality Management. - Stakeholder Management.
Processes generally fall into one of three categories:

▪ Used once or at predefined points in the project. (Initiating & Closing)
▪ Processes that are performed periodically as needed (Planning)
▪ Processes that are performed continuously throughout the project. (Executing & M&C)
29
Overlap of Process Groups
Executing
Effort
Planning
Initiating M&C Closing
Project Start Time Project Finish
30
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
Project Integration 4.1 Develop 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close
Management Project Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project
5.1 Plan Scope Management
5.5 Validate Scope
Project Scope 5.2 Collect Requirements
5.6 Control Scope
Management 5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule
6.2 Define Activities
Project Schedule 6.6 Control Schedule
6.3 Sequence Activities
Management
6.4 Estimate Activity Durations
6.5 Develop Schedule Management
7.1 Plan Cost Management
Project Cost
7.2 Estimate Costs 7.4 Control Costs
Management
7.3 Determine Budge
Project Quality
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
Project Resource 9.1 Plan Resource Management 9.3 Acquire Resources
9.6 Control Resources
Management 9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
Project 10.1 Plan Communications
Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.1 Plan Risk Management
11.2 Identify Risks
Project Risk 11.6 Implement Risk Responses
11.3 Perform Qualitative Risk Analysis 11.7 Monitor Risks
Management
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
Project Procurement 12.2 Conduct Procurements 12.3 Control Procurements
12.1 Plan Procurement Management
Management
Project Stakeholder 13.1 Identify 13.4 Manage Stakeholder
13.2 Plan Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
Management Stakeholders Engagement
Project Management Data and Information
Project data are regularly collected and analyzed throughout the project
life cycle
Work performance data. The raw observations and measurements identified

during activities performed to carry out the project work.
Work performance information. The performance data collected from various

controlling processes, analyzed in context and integrated based on relationships
across areas
Work performance reports. The physical or electronic representation of work

performance information.
32
TAILORING is a selection of the appropriate project management

processes, inputs, tools, techniques, outputs, and life cycle phases.
Tailoring is necessary because each project is unique; not every

process, tool, technique, input, or output identified.
Tailoring should address the competing constraints of scope,

schedule, cost, resources, quality, and risk.
The project manager collaborates with the project team,

sponsor, organizational management, or some
combination thereof.
33
Project Management Business Documents
Project Business Documents

Project business case: A documented economic feasibility study.
lists the objectives and reasons for project initiation.
It helps measure the project success at the end of the project against
the project objectives.
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, behaviors,

products, services, or results that provide value to the sponsoring.
Such as, Revenue, assets, reputation …etc.
34
Assessment and Critical Business/Project Documents
35
Project Charter And Project Management Plan
The Project Charter :

Is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager
with the authority to apply organizational resources to project activities.
The Project Management Plan

Is defined as the document that describes how the project will be
executed, monitored, controlled and closed.
36
Project Success Measures

• Completing the project benefits management plan.
• Meeting the agreed-upon financial measures documented in
the business case.
• Meeting business case nonfinancial objectives.
• Completing movement of an organization from its current
state to the desired state.
• Fulfilling contract terms and conditions.
• Meeting organizational strategy, goals, and objectives.
• Achieving stakeholder satisfaction. Traditionally:
•
•
Achieving agreed-upon quality of delivery.
Meeting governance criteria.
Scope / Time / Cost
• Achieving other agreed-upon success measures or criteria are most important
(e.g., process throughput).
37
WORKSHOP
38
2. THE ENVIRONMENT
IN WHICH PROJECT OPERATE
Presented by :
Abdulfattah Ajlan
39
Project Environment
40
Project Environment
Enterprise environmental factors
Refer to conditions, not under the control of the project team, that influence, constrain, or direct the
project positive or negative.
Internal EEFs Examples: External EEFs Examples:

• Resource availability. • Marketplace conditions.
• Employee capability. • Social and cultural influences and
• Infrastructure. issues.
• Legal restrictions.
• Information technology software. • Commercial databases.
• Organizational culture, structure, and • Government or industry standards.
governance. • Financial considerations.
• Geographic distribution of facilities and • Physical environmental elements.
resources.
41
Project Environment
Organizational process assets - OPA

Processes, Policies, Procedures, and
Knowledge Bases specific to and used by the
performing organization.
Processes, policies, and procedures

Organizational knowledge bases
42
Project Environment
OPA- Processes, Policies, And Procedures

1 Related to Initiating and Planning
2 Executing, Monitoring, and Controlling:
3
Related to Closing
4 OPA- Organizational knowledge bases
• Configuration management knowledge repositories.
• Financial data repositories.
• Historical information and lessons learned knowledge repositories
• Issue and defect management data.
• Data repositories for metrics and measurement.
• Project files from previous projects.
43
Organizational Governance
Refers to organizational or structural arrangements at all levels of an organization

designed to determine and influence the behavior of the organization’s members.
• Includes consideration of people, roles, structures, and policies.
• Requires providing direction and oversight through data and feedback.
Governance Framework
Includes but is not limited to:
• Rules. • Relationships.
• Policies. • Systems.
• Procedures. • Processes.
• Norms.
44
Governance of Portfolios, Programs, and Projects
Project governance refers to the framework, functions, and processes

that guide project management activities in order to create a unique
product, service, or result to meet organizational, strategic, and
operational goals.
A governance framework should be tailored to the organizational

culture, types of projects, and the needs of the organization in order
to be effective.
45
Organizational Structure type
Manages
Structure Type PM Authority PM Role Resource Av.
Budget
Part-time; may or may not be a designated job role
Organic or Simple L or none L or none Owner
like coordinator
Part-time; may or may not be a designated job role L or none
Functional L or none FM
like coordinator
Project-oriented H to almost total Full-time designated job role H to almost total PM
Matrix – strong Moderate to high Full-time designated job role M to H PM
Part-time; done as part of another job and not a
Matrix – weak L L FM
designated job role like coordinator
Part-time; embedded in the functions as a skill and Mixed
Matrix – balanced L to moderate L to moderate
may not be a designated job role like coordinator
Part-time; may or may not be a designated job role L or none

Multi-divisional L or none FM
like coordinator
Mixed
Virtual L to moderate Full-time or part-time L to moderate
Hybrid Mixed Mixed Mixed Mixed

PMO H to total Full-time designated job role H to almost total PM
46
Matrix – balanced
Matrix – strong
Matrix – weak
47
Project-oriented Functional
48
Organizational Structure type
49
Project management office PMO
Project management office

PMO is an organizational structure that standardizes the
project-related governance processes and facilitates the
sharing of resources, methodologies, tools, and techniques
Supportive
• Provide a consultative role by supplying
templates, best practices, training, access
Directive
to information, and lessons learned from
other projects. • Directly managing the projects.
• Project managers are assigned by and
report to the PMO.
Controlling • The degree of control is high.
• Provide support and require compliance
• The degree of control is moderate.
50
Project management office PMO
A primary function of a PMO is to support project managers by:

• Managing shared resources across all projects.
• Identifying and developing project management methodology,
best practices, and standards.
• Coaching, mentoring, training, and oversight.
• Monitoring project compliance and project audits.
• Developing and managing project policies, procedures,
templates, and other shared documentation (OPA).
• Coordinating communication across projects.
51
Project Stakeholders:
1. Person
2. Group
3. Impact
4. Be impacted
5. Positively
6. Negatively
52
3. THE ROLE OF
PROJECT MANAGER
Presented by :
Abdulfattah Ajlan
The Project Manager Competency
Project manager:
Is the person assigned by the performing
organization to lead the team responsible for
achieving the project objectives.
PMI studies applied the Project Manager Competency Development (PMCD) Framework to
the skills needed by project managers through the use of The PMI Talent Triangle.
Technical project management.

The knowledge, skills, and behaviors related to specific
domains of project, program, and portfolio management.
Strategic and business management.

The knowledge of and expertise in the industry and
organization that enhanced performance and better
delivers business outcomes.
Leadership
The knowledge, skills, and behaviors needed to guide,
motivate, and direct a team, to help an organization
achieve its business goals.
LEADERSHIP
Leadership skills involve the ability to guide, motivate, and direct a team.
include essential capabilities such as negotiation, resilience,
communication, problem solving, critical thinking, and interpersonal
skills.
Dealing with people

A project manager applies leadership skills and qualities when working
with all project stakeholders, including the project team, the steering
team, and project sponsors.
Leadership styles
Laissez-faire: allowing the team to make their own decisions

and establish their own goals.
Transactional: focus on goals, feedback, and accomplishment

to determine rewards; management by exception.
Servant leader: demonstrates commitment to serve and put

other people first; focuses on other people’s growth, learning,
Project development, autonomy, and well-being; concentrates on
relationships, community and collaboration.
Manager
57
Leadership styles
Transformational: empowering followers through idealized

attributes and behaviors, inspirational motivation,
encouragement for innovation and creativity, and individual
consideration.
Charismatic: able to inspire; is high-energy, enthusiastic, self-

confident; holds strong convictions.
Project Interactional: a combination of transactional, transformational,
Manager and charismatic.
58
Manager vs Leader
Project managers need to employ both leadership and management in order to be successful.
Management Leadership
1. Direct using positional power 1. Guide, influence, and collaborate using relational power
2. Maintain 2. Develop
3. Administrate 3. Innovate
4. Focus on systems and structure 4. Focus on relationships with people
5. Rely on control 5. Inspire trust
6. Focus on near-term goals 6. Focus on long-range vision
7. Ask how and when 7. Ask what and why
8. Focus on bottom line 8. Focus on the horizon
9. Accept status quo 9. Challenge status quo
10.Do things right 10.Do the right things
11.Focus on operational issues and 11.Focus on vision, alignment, motivation, and inspiration
problem solving
59
Perform Integration
Integration is a critical skill for project managers.
Integration and execution of

the strategy. A
When working with the Integration of processes,
knowledge, and people.
project sponsor to B C
understand the strategic By guiding the team to
objectives and ensure the work together to focus
alignment of the project D on what is really
objectives and results with essential at the
those of the portfolio, project level.
program, and business
areas.
60
4. PROJECT
INTEGRATION MANAGEMENT
Presented by :
Abdulfattah Ajlan
61
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.
Includes making choices about:

• Resource allocation.
• Balancing competing demands.
• Examining any alternative approaches.
• Tailoring the processes to meet objectives.
• Managing the interdependencies among the Project Management
Knowledge Areas
62
Key concepts for Project Integration Management

it is the specific responsibility of
the project manager and it Projects and project
cannot be delegated or 01 management are integrative
transferred. 02 by nature
03
Project manager combines the 04
The project manager is
results from all the other
ultimately responsible for the
Knowledge Areas to provide an
project as a whole
overall view of the project.
.
63
Knowledge Areas
Management Project Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Project
Control
Project Scope 5.1 Plan Scope Management 5.5 Validate Scope
Management 5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
Project Schedule 6.1 Plan Schedule Management 6.6 Control Schedule
Management 6.2 Define Activities
Project Cost 7.1 Plan Cost Management 7.4 Control Costs
Management 7.2 Estimate Costs
7.3 Determine Budge
Project Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
Project Resource 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.5 Manage Team
Project 10.1 Plan Communications 10.2 Manage Communications 10.3 Monitor Communications
Communications Management
Management
Project Risk 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
Management 11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
Project Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Management
Project Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
64
Management Stakeholders Engagement Engagement
Legend:
4.1 Develop Project Charter New Item
Already Explained Item
Inputs, Tools & Techniques, and Outputs
Business documents (Business case) 6 Expert judgment 35 Project charter 1
Business documents (Benefits 5 Data gathering (Brainstorming) 6 Assumption log 1

management plan)
Agreements 11 Data gathering (Focus groups) 3
Enterprise environmental factors 40 Data gathering (Interviews) 8
Interpersonal and team skills (Conflict

Organizational process assets 47 6
management)
Interpersonal and team skills (Facilitation) 9
Interpersonal and team skills (Meeting 3

management)
Meetings 28
65
4.1 Develop Project Charter
Data Flow Diagrams
66
‫حقائق ‪PMP‬‬
‫‪67‬‬
4.1 Develop Project Charter Input
01 Business documents (Business case)
02
Agreements
• They are used to define initial intentions for a project.
• Agreements May take the form of contracts,
memorandums of understanding (MOUs), service level
agreements (SLA), letters of acceptance, letters of intent,
verbal agreements, email, or other written agreements.
▪ A contract is used when a project is being performed for an
external customer.
03
Enterprise Environmental Factor
04
Organization Process Asset
68
4.1 Develop Project Charter Tools & Techniques
01 Expert judgment
▪ Defined as judgment provided based upon expertise in an
application area, Knowledge Area, discipline, industry, etc.,
as appropriate for the activity being performed.
▪ Such expertise may be provided by any group or person with
specialized education, knowledge, skill, experience, or
training.
02 Data Gathering
Brainstorming
• Is used to identify a list of ideas in a short period of time.
• It is conducted in a group environment and is led by a
facilitator.
• Brainstorming comprises two parts: idea generation and
analysis.
69
02
Data Gathering
Focus group
• Bring together stakeholders and subject matter experts to learn about the
perceived project risk, success criteria, and other topics in a more conversational
way than a one-on-one interview.
Interviews
• Are used to obtain information on high-level requirements, assumptions or
constraints, approval criteria, and other information from stakeholders by talking
directly to them.
70

02
03
Interpersonal and team skills
Conflict management
• Can be used to help bring stakeholders into alignment on the objectives, success
criteria, high-level requirements, project description, summary milestones, and other
elements of the charter.
Facilitation
• The ability to effectively guide a group event to a successful decision.
• A facilitator ensures that there is effective participation, that participants achieve a
mutual understanding, that all contributions are considered, that conclusions or results
have full buy-in.
Meeting management
• Includes preparing the agenda, ensuring that a representative for each key stakeholder
group is invited, and preparing and sending the follow-up minutes and actions.
04 Meetings
Meetings are held with key stakeholders to identify the project objectives, success criteria,
key deliverables, high-level requirements, and other summary information. 71
4.1 Develop Project Charter Output
01
Project Charter
• The project charter is the document issued by the project
initiator or sponsor that formally authorizes the existence of a
project and provides the project manager with the authority to
apply organizational resources to project activities
02 Assumption Log
• High-level strategic and operational assumptions and
constraints.
• Lower-level activity and task assumptions (technical
specifications, estimates, the schedule, risks)
• The assumption log is used to record all assumptions and
constraints throughout the project life cycle.
72
Project Charter
Project charter documents the high-level

information on the project such as:
• Project purpose;
• High-level requirements;
• Measurable project objectives and related success criteria;
• Overall project risk;
• Summary milestone schedule;
• Preapproved financial resources;
• Key stakeholder list;
• Assigned project manager, responsibility, and authority level
• Name and authority of the sponsor or other person(s) authorizing the project charter.
73
Legend:
4.2 Develop Project Management Plan New Item

Project charter 14 Expert judgment 35 Project management plan 1
Outputs from other processes 1 Data gathering (Brainstorming) 6
Enterprise environmental factors 40 Data gathering (Checklists) 4
Organizational process assets 47 Data gathering (Focus groups) 3
Data gathering (Interviews) 8
Interpersonal and team skills (Conflict 6

management)
Interpersonal and team skills (Meeting 3

management)
Meetings 28
74
4.2 Develop Project Management Plan
Data Flow Diagrams
75
4.2 Develop Project Management Plan Input
01 Project charter
02 Outputs from other processes

• Subsidiary plans
• All baselines
03 Enterprise Environmental Factor
04
Organization Process Asset
76
4.2 Develop Project Management Plan Tools & Techniques
01 Expert judgment
02 Data gathering
• Brainstorming
• Focus group
• Interviews
• Checklists: A checklist may guide the project manager to
develop the plan or may help to verify that all the
required information is included in the project
management plan.
03 Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
04 Meetings
77
Checklists Example:
78
4.2 Develop Project Management Plan Output
01 Project Management Plan is the document that describes how the project will be
executed, monitored and controlled, and closed. It integrates and consolidates all of
the subsidiary management plans and baselines, and other information necessary to
manage the project.
Project baselines: Additional components as:

• Scope baseline. • Change management plan
• Schedule baseline. • Configuration management plan
• Cost baseline. • Management reviews
Subsidiary plans as:
Scope management plan, Schedule management plan, Etc.
Progressive Elaboration
79
Project Management Plan Project Documents
1. Scope management plan 1. Activity attributes 20. Quality metrics

2. Requirements management plan 2. Activity list 21. Quality report
3. Schedule management plan 3. Assumption log 22. Requirements documentation
4. Cost management plan 4. Basis of estimates 23. Requirements traceability matrix
5. Quality management plan 5. Change log 24. Resource breakdown structure
6. Resource management plan 6. Cost estimates 25. Resource calendars
7. Communications management plan 7. Cost forecasts 26. Resource requirements
8. Risk management plan 8. Duration estimates 27. Risk register
9. Procurement management plan 9. Issue log 28. Risk report
10. Stakeholder engagement plan 10. Lessons learned register 29. Schedule data
11. Scope baseline 11. Milestone list 30. Schedule forecasts
12. Schedule baseline 12. Physical resource assignments 31. Stakeholder register
13. Cost baseline 13. Project calendars 32. Team charter
14. Change management plan 14. Project communications 33. Test and evaluation documents
15. Configuration management plan 15. Project schedule
16. Performance measurement baseline. 16. Project schedule network diagram
17. Project life cycle description 17. Project scope statement
18. Development approach 18. Project team assignments
19. Management Review 19. Quality control measurements 80
Legend:
4.3 Direct and Manage Project Work New Item

Project management plan (Any component) 2 Expert judgment 35 Deliverables 1
Project management information

Project documents (Change log) 6 12 Work performance data 1
system (PMIS)
Project documents (Lessons learned Issue log
27 Meetings 28 1
register)
Project documents (Milestone list) 9 Change requests 24
Project documents (Project 4

Project management plan updates (Any 5
communications) component)
Project documents (Project schedule) 11 Project documents updates (Activity list) 2
Project documents (Requirements 7 Project documents updates (Assumption log) 17

traceability matrix)
Project documents updates (Lessons learned
Project documents (Risk register) 22 29
register)
Project documents updates (Requirements
Project documents (Risk report) 10 7
documentation)
Approved change requests 3 Project documents updates (Risk register) 23
Project documents updates (Stakeholder

Enterprise environmental factors 40 12
register)
Organizational process assets 47 Organizational process assets updates 10
81
4.3 Direct and Manage Project Work
Data Flow Diagrams
82
4.3 Direct and Manage Project Work Input
01 Project management plan

02 Project documents
• Change log • Project schedule
• Requirements traceability matrix
• Lessons learned register
• Risk register
• Milestone list
• Risk report
• Project communications
03 Approved change requests an output of the Perform Integrated
Change Control process,
04 EEFs.
05 OPA.
83
4.3 Direct and Manage Project Work Tools & Techniques
01 Expert judgment
02 Project Management Information System (PMIS)

Is part of the environmental factors, provides access to
tools : scheduling tool - configuration management
system - information collection and distribution system -
Interfaces to other online automated systems.
03 Meetings
84
4.3 Direct and Manage Project Work Output
01 Deliverable: deliverable is any unique and verifiable product, result, or

capability to perform a service that is required to be produced to complete
a process, phase, or project.
4.3 Direct and 4.7 Close Final Product,

8.3 Control Verified 5.5 Validate Accepted
Manage Deliverables Project or Service, or Result
Quality Deliverables Scope Deliverables
Project Work Phase Transition
02
Work performance data: are the raw observations and measurements
identified during activities being performed to carry out the project work.
Such as (% of exact activity)
03 Issue log: is a project document where all the issues are recorded and
tracked.
85
4.3 Direct and Manage Project Work Output
04 Change Requests
• 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 plan.
• Defect repair. An intentional activity to modify a nonconforming product
or product component.
• Updates. Changes to formally controlled project documents, plans, etc.,
to reflect modified or additional ideas or content.
05 Project management plan updates
06
Project document updates
07 Organizational process assets updates
86
4.4 Manage Project Knowledge
Manage Project Knowledge the process of using existing knowledge

and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
The Key Benefit are that prior organizational knowledge is

leveraged to produce or improve the project outcomes, and
make the knowledge created by the project available to
support organizational operations and future projects or
phases.
87
Legend:
New Item
4.4 Manage Project Knowledge Already Explained Item

Project management plan (All 3 Expert judgment 35 Lessons learned register 1
components)
Project documents (Lessons learned Project management plan updates
27 Knowledge management 1 5
register) (Any component)
Project documents (Project team Organizational process assets
7 Information management 1 10
assignments) updates
Project documents (Resource breakdown 3
Interpersonal and team skills (Active 3
structure) listening)
Project documents (Source selection 1 Interpersonal and team skills (Facilitation) 9
criteria)
Project documents (Stakeholder register) 17 Interpersonal and team skills (Leadership) 3
Deliverables 2 Interpersonal and team skills (Networking) 3
Interpersonal and team skills (Political

awareness)
Organizational process assets 47
88
4.4 Manage Project Knowledge
Data Flow Diagrams
89
4.4 Manage Project Knowledge Input

01 Project management plan.
02
Project documents.
• Project team assignments
• Resource breakdown structure
• Source selection criteria
• Stakeholder register
03 Deliverables.
Deliverable is any unique and verifiable product, result, or capability to perform a
service that is required to be produced to complete a process, phase, or project.
04 EEFs.
05
OPA. 90
4.4 Manage Project Knowledge Tools & Techniques

01 Expert judgment
2 Knowledge management using existing knowledge and connect people so they can work
together to create new knowledge.
3 Information management tools and techniques used to connect people to information.
• Active listening. helps reduce misunderstandings and improves communication and
knowledge sharing.
• Facilitation.
• Leadership.
• Networking.
Allows informal connections and relations among project stakeholders to be
established and creates the conditions to share tacit and explicit knowledge.
• Political awareness.
Helps the project manager to plan communications based on the project environment
as well as the organization’s political environment. 91
4.4 Manage Project Knowledge Output
01 Lessons learned register

➢ The category and description of the situation
➢ The impact, recommendations, and proposed actions associated with the situation.
➢ Record challenges, problems, realized risks and opportunities, or other content as
appropriate.
03
OPA updates
92
Legend:
4.5 Monitor and Control Project Work New Item

PM Plan (Any component) 2 Expert judgment 35 Work performance reports 1
Project documents (Assumption log) 14 Data analysis (Alternatives analysis) 13 Change requests 24
Project documents (Basis of estimates) 6 Data analysis (Cost-benefit analysis) 5 PM Plan updates (Any component) 5
Project documents updates (Cost

Project documents (Cost forecasts) 2 Data analysis (Earned value analysis) 4 2
forecasts)
Project documents updates (Issue
Project documents (Issue log) 12 Data analysis (Root cause analysis) 6 14
log)
Project documents (Lessons learned Project documents updates (Lessons
27 Data analysis (Trend analysis) 7 29
register) learned register)
Project documents updates (Risk
Project documents (Milestone list) 9 Data analysis (Variance analysis) 5 23
register)
Project documents updates
Project documents (Quality reports) 5 Decision making (Voting) 7 1
(Schedule forecasts)
Project documents (Risk register) 22 Meetings 28
Project documents (Risk report) 10
Project documents (Schedule forecasts) 2
Work performance information 1
Agreements 11
Enterprise environmental factors 40
93
4.5 Monitor and Control Project Work
Data Flow Diagrams
94
4.5 Monitor and Control Project Work Input

01
Project management plan
02
Project documents
• Assumption log • Milestone list
• Basis of estimates • Quality reports
• Cost forecasts • Risk register
• Issue log • Risk report
• Lessons learned register • Schedule forecasts
03 Work performance information
▪ It is gathered through work execution and passed to the controlling processes.
▪ To become work performance information, the work performance data are compared
with the project management plan components, project documents, and other project
variables.
04 Agreements 05 EEF 06 OPA
95
4.5 Monitor and Control Project Work Tools & Techniques
01 Expert judgment
02 Data analysis
• Alternatives analysis. is used to select the corrective actions or a combination of
corrective and preventive actions to implement when a deviation occurs.
• Cost-benefit analysis. helps to determine the best corrective action in terms of

cost in case of project deviations.
• Earned value analysis. provides an integrated perspective on scope, schedule,

and cost performance (Cost Management).
• Root cause analysis (Cause & Effect) (Fish bone diagram) : focuses on
identifying the main reasons of a problem. It can be used to identify the reasons
for a deviation and the areas the project manager should focus on in order to
achieve the objectives of the project.
96
02 Data analysis
• Trend analysis.
✓ It is used to forecast future performance based on past results.
✓ It looks ahead in the project for expected slippages and warns the project manager
ahead of time that there may be problems later in the schedule if established trends
persist.
✓ This information is made available early enough in the project timeline to give the
project team time to analyze and correct any anomalies.
✓ The results of trend analysis can be used to recommend preventive actions if
necessary.
97
Root cause analysis Trend analysis
98

02
Data analysis
Variance analysis.
Reviews the differences (or variance) between planned and actual performance. This
can include duration estimates, cost estimates, resources utilization, resources rates,
technical performance, and other metrics.
03 Decision making
Voting.
➢ Voting can take the form of unanimity, majority, or plurality
04 Meetings
99
4.5 Monitor and Control Project Work Output
01
Work performance reports:
are the physical or electronic representation of work performance
information intended to generate decisions, actions, or awareness.
02 Change requests
• Cost forecasts
• Issue log
• Risk register
• Schedule forecasts
100
Work performance reports
101
Legend:
4.6 Perform Integrated Change Control New Item

Project management plan (Change 4 Expert judgment 35 Approved change requests 1
management plan)
Project management plan (Configuration Project management plan updates
3 Change control tools 1 5
management plan) (Any component)
Project management plan (Scope Project documents updates (Change
16 Data analysis (Alternatives analysis) 13 2
baseline) log)
Project management plan (Schedule 5 Data analysis (Cost-benefit analysis) 5
baseline)
Project management plan (Cost baseline) 7 Decision making (Voting) 7
Decision making (Autocratic decision

Project documents (Basis of estimates) 6 2
making)
Project documents (Requirements 7
Decision making (Multicriteria decision 8
traceability matrix) analysis)
Project documents (Risk report) 10 Meetings 28
Work performance reports 4
Change requests 1
102
4.6 Perform Integrated Change Control
Data Flow Diagrams
103
4.6 Perform Integrated Change Control Input

02 Project documents.
03 Work performance reports.
Reports of particular interest to the Perform Integrated Change
Control process include resource availability, schedule and cost
data, earned value reports, and burn-up or burn-down charts.
04 Change requests. result of comparing planned results to actual
results (Corrective action, Preventive action, Defect repair).
05 EEF.
06 OPA.
104
4.6 Perform Integrated Change Control Tools & Techniques
01
EXPERT JUDGMENT
In addition to the project management team’s expert judgment, stakeholders may be asked to
provide their expertise and maybe asked to sit on the change control board (CCB).
02 CHANGE CONTROL TOOLS

Tools are used to manage the change requests and the resulting decisions. It include:
▪ Identify changes.
▪ Document changes.
▪ Approve or reject changes.
▪ Track changes
105
4.6 Perform Integrated Change Control Tools & Techniques
03
DATA ANALYSIS
• Alternatives analysis.
• Cost-benefit analysis.
04 DECISION MAKING
• Voting.
➢ Voting can take the form of unanimity, majority, or plurality to decide on whether
to accept, defer, or reject change requests.
• Autocratic decision making.
➢ One individual takes the responsibility for making the decision for the entire group.
• Multi-criteria decision analysis.
➢ This technique uses a decision matrix to provide a systematic analytical approach
to evaluate the requested changes according to a set of predefined criteria.
05
MEETINGS
106
4.6 Perform Integrated Change Control Output
01
APPROVED CHANGE REQUESTS
• Approved change requests will be implemented through the
Direct and Manage Project Work process.
• All change requests are recorded in the change log as a
project document update.
02 PROJECT MANAGEMENT PLAN UPDATES

(Any component)
03 PROJECT DOCUMENTS UPDATES.

(Change log)
107
4.7 Close Project or Phase
the project manager reviews the project management plan to ensure that all project
work is completed and that the project has met its objectives.
Actions and activities necessary to satisfy completion or exit criteria for the
phase or project
• Making certain that all documents and deliverables are up-to-date and that all
issues are resolved.
• Confirming the delivery and formal acceptance of deliverables by the customer.
• Ensuring that all costs are charged to the project.
• Closing project accounts.
• Reassigning personnel.
• Dealing with excess project material.
• Reallocating project facilities, equipment, and other resources.
• Elaborating the final project reports as required by organizational policies.
108
Legend:
4.7 Close Project or Phase New Item

Project documents updates (Lessons
Project charter 14 Expert judgment 35 29
learned register)
Final product, service, or result
Project management plan (All components) 3 Data analysis (Document analysis) 5 1
transition
Project documents (Assumption log) 14 Data analysis (Regression analysis) 1 Final report 1
Project documents (Basis of estimates) 6 Data analysis (Trend analysis) 7 OPA updates 10
Project documents (Change log) 6 Data analysis (Variance analysis) 5
Project documents (Issue log) 12 Meetings 28
Project documents (Lessons learned register) 27
Project documents (Milestone list) 9
Project documents (Project communications) 4
Project documents (Quality control measurements) 2
Project documents (Quality reports) 5
Project documents (Requirements documentation) 13
Project documents (Risk register) 22
Accepted deliverables 1
Business documents (Business case) 6
Business documents (Benefits management plan) 5
Agreements 11
Procurement documentation 4

109
4.7 Close Project or Phase
Data Flow Diagrams
110
4.7 Close Project or Phase Input
01 PROJECT CHARTER
02 PROJECT MANAGEMENT PLAN
03 PROJECT DOCUMENTS
04 ACCEPTED DELIVERABLES.
05 BUSINESS DOCUMENTS.
06 AGREEMENTS.
07 PROCUREMENT DOCUMENTATION.
08 OPA.
111
4.7 Close Project or Phase Tools & Techniques
01 EXPERT JUDGMENT
02
DATA ANALYSIS
• Document analysis.
Review the available documentation will help in identifying lessons learned and
knowledge sharing for future projects and organizational assets improvement.
• Regression analysis.
Analyzes the interrelationships between different project variables that contributed to
the project outcomes to improve performance on future projects.
• Trend analysis.
• Variance analysis.
03 MEETINGS
112
4.7 Close Project or Phase Output
01 PROJECT DOCUMENTS UPDATES
02 FINAL PRODUCT, SERVICE, OR RESULT TRANSITION
03 FINAL REPORT
The final report provides a summary of the project performance.
04 OPA UPDATES
4.3 Direct Final Product,

8.3 5.5 4.7 Close
and Manage Verified Accepted Service, or
Project
Deliverables Control Validate Project or
Quality Deliverables Scope Deliverables Phase Result
Work Transition
113
5. PROJECT
SCOPE MANAGEMENT
Presented by :
Abdulfattah Ajlan
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.
primarily concerned with defining and controlling what is

and is not included in the project.
115
Key concepts for Project Scope Management
The term “scope” can refer to:

❖ The Uncontrolled expansion to product or
Product scope. The features and functions project scope without adjustments to time, cost,
that characterize a product, service, or result. and resources is referred to as Scope Creep.
Project scope. The work performed to deliver
a product, service, or result with the specified
features and functions.
The term “project scope” is sometimes viewed
as including product scope.
❖ Project scope completion is measured
against the project management plan.
❖ Product scope completion is measured
against the product requirements
116
Scope Creep
(Requirement creep, Function creep) Refers to changes, continuous or
uncontrolled growth in a project’s scope. It occurs when the scope of a project is
not properly defined, documented, or controlled.
Gold Plating concept

Giving the customer more than what he originally asked for.
117
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
Project Schedule 6.1 Plan Schedule 6.6 Control Schedule
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Management Stakeholders Engagement Engagement 118
Legend:
New Item
5.1 Plan Scope Management Already Explained Item


Project charter 14 Expert judgment 35 Scope management plan 1
Project management plan (Quality 7 Data analysis (Alternatives analysis) 13 Requirements management plan 1
management plan)
Project management plan (Project life 1 Meetings 28
cycle description)
Project management plan (Development 2
approach)
119
Data Flow Diagrams
120
5.1 Plan Scope Management Input
01 PROJECT CHARTER

• Quality management plan
• Project life cycle description: determines the series of phases that a
project passes through from its inception to the end of the project.
• Development approach: defines whether waterfall, iterative,
adaptive, agile, or a hybrid development approach will be used.
03 ENTERPRISE ENVIRONMENTAL FACTORS
04 ORGANIZATIONAL PROCESS ASSETS

121
5.1 Plan Scope Management Tools & Techniques
01 Expert judgment
02 Data Analysis
• Alternatives analysis
03 Meetings
122
5.1 Plan Scope Management Output
01
SCOPE MANAGEMENT PLAN
Component of the project management plan that describes how the
scope will be defined, developed, monitored, controlled, and validated;
02 REQUIREMENTS MANAGEMENT PLAN

➢ Component of the project management plan that describes how
project and product requirements will be analyzed, documented,
and managed.
➢ Some organizations refer to it as a Business analysis plan.
123
Legend:
New Item
5.2 Collect Requirements Already Explained Item

Project charter 14 Expert judgment 35 Requirements documentation 1
Project management plan (Scope 8 Data gathering (Brainstorming) 6 Requirements traceability matrix 1
management plan)
Project management plan (Requirements 7 Data gathering (Interviews) 8
management plan)
Project management plan (Stakeholder 8 Data gathering (Focus groups) 3
engagement plan)
Project documents (Assumption log) 14 Data gathering (Questionnaires and surveys) 3
Project documents (Lessons learned 27 Data gathering (Benchmarking) 3

register)
Project documents (Stakeholder register) 17 Data analysis (Document analysis) 5
Business documents (Business case) 6 Decision making (Voting) 7
Agreements 11 Decision making (Autocratic decision making) 2
Enterprise environmental factors 40 Decision making (Multicriteria decision analysis) 8
Organizational process assets 47 Data representation (Affinity diagrams) 2
Data representation (Mind mapping) 3
Interpersonal and team skills (Nominal group 1

technique)
Interpersonal and team skills 3
(Observation/conversation)
Context diagram 1
Prototypes 1 124
5.2 Collect Requirements
Data Flow Diagrams
125
5.2 Collect Requirements Input
01
PROJECT CHARTER
02
PROJECT MANAGEMENT PLAN
• Scope management plan.
• Requirements management plan.
• Stakeholder engagement plan.
• Assumption Log.
• Lessons learned register.
• Stakeholder Register.
04 BUSINESS DOCUMENTS
05 AGREEMENTS
06 EEF
07 OPA
126
5.2 Collect Requirements Tools & Techniques

01 DATA GATHERING
Brainstorming. generate and collect multiple ideas
related to project and product requirements.
Focus groups. Bring together Interviews. Formal/ informal

stakeholders and subject matter approach to elicit information
experts to learn about their from stakeholders by talking to
expectations. them directly.
Benchmarking Comparing
Questionnaires & surveys. actual or planned products, to
Sets of questions designed to those of comparable
organizations to identify best
quickly accumulate information
practices, generate ideas for
improvement.
127

02 EXPERT JUDGMENT
03 DATA ANALYSIS
Document analysis: reviewing and assessing any relevant documented information to
elicit requirements by analyzing existing documentation and identifying information relevant
to the requirements.
04 DECISION MAKING
Voting.
• Unanimity - everyone agrees on a single course of action.
• Majority – More than 50% of the members agree.
• Plurality. – Largest block in a group decides.
Autocratic decision making one individual takes responsibility for making the decision.
Multi-criteria decision analysis uses a decision matrix to provide a systematic analytical
approach for establishing criteria to evaluate and rank many ideas.
128

05 DATA REPRESENTATION
• Affinity diagrams - large numbers of ideas to be classified into groups for review and
analysis.
• Mind mapping - consolidates ideas created through individual brainstorming
sessions into a single map to reflect commonality and differences in understanding
and to generate new ideas.
06 INTERPERSONAL AND TEAM SKILLS
• Nominal group technique: enhances brainstorming with a voting process used to
rank the most useful ideas for further brainstorming or for prioritization.
• Observation/conversation: A direct way of viewing individuals in their environment
and how they perform their jobs or tasks and carry out processes in order to collect
the requirements “job shadowing”.
• Facilitation.
07 Prototypes: Providing a model of the expected product before actually building it, to
obtaining early feedback on requirements
129
Affinity Diagram ideas classified into groups
130
Mind Map consolidates ideas into a single map to reflect commonality and differences
131
08
CONTEXT DIAGRAM
Visually depict the product scope by
showing a business system, and how
people and other systems (actors)
interact with it.
132
5.2 Collect Requirements Output
01
REQUIREMENTS DOCUMENTATION
➢ Business requirements. describe the higher-level needs of the organization as a whole.
➢ Stakeholder requirements. describe needs of a stakeholder or stakeholder group.
➢ Solution requirements. describe features, functions, and characteristics of the product,
service, or result that will meet the business and stakeholder requirements.
Functional Ex: actions, processes, data, and interactions that the product should execute
Nonfunctional Ex: reliability, security, performance, safety, level of service,
supportability, retention.
➢ Transition and readiness requirements. Capabilities needed to transition from the current
state to the desired future state, such as training requirements.
➢ Project requirements. actions, processes, or other conditions the project needs to meet.
➢ Quality requirements. Ex: include tests, certifications, validations, etc.
133
5.2 Collect Requirements Output
02 Requirements Traceability Matrix. is a grid that links product requirements from

their origin to the deliverables that satisfy them, it provides a structure for
managing changes to the product scope
134
Legend:
New Item
5.3 Define Scope Already Explained Item

Project charter 14 Expert judgment 35 Project scope statement 1
Project management plan (Scope Project documents updates

8 Data analysis (Alternatives analysis) 13 17
management plan) (Assumption log)
Decision making (Multicriteria decision Project documents updates
Project documents (Assumption log) 14 8 7
analysis) (Requirements documentation)
Project documents (Requirements Project documents updates
13 Interpersonal and team skills (Facilitation) 9 7
documentation) (Requirements traceability matrix)
Project documents (Risk register) 22 Product analysis 1 12
(Stakeholder register)
135
5.3 Define Scope
Data Flow Diagrams
136
5.3 Define Scope Input
01 PROJECT CHARTER
03
PROJECT DOCUMENTS
• Assumption log: identifies assumptions and constraints about
the product, project, environment, stakeholders, and other
factors that can influence the project
• Requirements documentation.
• Risk register.
04
ENTERPRISE ENVIRONMENTAL FACTORS
137
5.3 Define Scope Tools & Techniques
01
EXPERT JUDGMENT
02 DATA ANALYSIS
Alternatives analysis: can be used to evaluate ways to meet
the requirements and the objectives identified in the charter.
03 DECISION MAKING
04 INTERPERSONAL AND TEAM SKILLS - Facilitation
05 PRODUCT ANALYSIS
used to define products and services. It includes asking
questions about a product or service and forming
answers to describe the use, characteristics, and other
relevant aspects of what is going to be delivered.
138
5.3 Define Scope Tools & Techniques
Product Analysis
139
5.3 Define Scope Output

01 PROJECT SCOPE STATEMENT
➢ Description of the project scope, major deliverables, and exclusions. It contains a detailed
description of the scope components.
➢ The detailed project scope statement includes:
• Product scope description.
• Deliverables.
• Acceptance criteria.

• Assumption log.
• Requirements traceability matrix.
• Stakeholder register.
140
5.3 Define Scope Output
Project scope
statement
141
Statement of Work VS Scope Statement
‫بيان العمل‬ ‫بيان نطاق المشروع‬

Statement of Work (SOW) Project Scope Statement
High level information Detailed information
A narrative description of products, description of the project scope, major
services, or results to be delivered by the deliverables, assumptions, and
project constraints
142
Legend:
New Item
5.4 Create WBS Already Explained Item

Project management plan (Scope 8 Expert judgment 35 Scope baseline 1
management plan)
Project documents (Project scope Project documents updates
1 Decomposition 2 17
statement) (Assumption log)
Project documents updates 7
documentation) (Requirements documentation)
143
5.4 Create WBS
Data Flow Diagrams
144
5.4 Create WBS
CREATE WBS IS the process of subdividing project deliverables and project

work into smaller, more manageable components.
WBS is a hierarchical decomposition of the total scope of work.

specified in the current approved project scope statement.
The 100% Rule: the sum of the work at the "child"

level must equal 100% of the work represented by
the "parent“.
145
5.4 Create WBS Input

02
PROJECT DOCUMENTS
• Project scope statement.
03 ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
04 ORGANIZATIONAL PROCESS ASSETS (OPA)
146
5.4 Create WBS Tools & Techniques
01 EXPERT JUDGMENT
02
DECOMPOSITION is a technique used for dividing and subdividing the
project scope and project deliverables into smaller, more manageable parts.
• Control account is a management control point where

scope, budget, and schedule are integrated and compared to
the earned value for performance measurement.
• Planning package is a work breakdown structure

component below the control account and above the work
package with known work
• The work package is the work defined at the lowest level of

the WBS for which cost and duration can be estimated and
managed.
147
5.4 Create WBS
100% Rule Indexing No Time Sequencing WBS Dictionary
148
5.4 Create WBS Output

01
SCOPE BASELINE
➢ Project scope statement. Description of the project scope, major deliverables, and
exclusions
➢ WBS.
➢ WBS Dictionary: it is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. It includes
Code of account identifier, Description of work, Assumptions and constraints,
Responsible organization, Schedule milestones, Associated schedule activities,

• Assumption log.
149
5.4 Create WBS
150
5.4 Create WBS Excersice
Fahad decided to renovate his house. He decided to repaint walls for 3 rooms,
buy new kitchen and replacing light bulb
Since they didn’t have enough budget; they decides to save some money from
their monthly salary for 2 months.
“PMP Decotation Project”

Could you create WBS for this project?
151
Option 1 “PMP Decoration Works
Project”
1.1 1.2 1.3 1.4

Collect Money Paint Walls Buying Kitchen Replacing Light Bulbs
1.3.1 Searching for 1.4.1 Remove old bulbs

1.1.1 Month 1 supplier
1.2.1 Room 1
1.1.2 Month 2 1.3.2 Pay Money 1.4.2 Install new bulbs
1.2.2 Room 2
1.3.3 Installation Kitchen
1.2.3 Room 3
152
Option 2 “PMP Decoration Works Project”
1.1 Planning 1.2 Implementing
1.2.1
Paint Walls
1.1.2 1.1.4
1.1.1 1.1.3
Collect Many Searching for Sign Contract Design
Contractor 1.2.2
Buying Kitchen
1.1.1.1 Month1
1.2.2
Replacing Light Bulbs
1.1.1.2 Month2
153
Legend:
New Item
5.5 Validate Scope Already Explained Item

Project management plan (Scope management 8 Inspection 3 Accepted deliverables 1
plan)
Project management plan (Requirements 7 Decision making (Voting) 7 Work performance information 10
management plan)
Project management plan (Scope baseline) 16 Change requests 24

Project documents (Lessons learned register) 27 29
learned register)
Project documents (Quality reports) 5 7
(Requirements documentation)
documentation) (Requirements traceability matrix)
Project documents (Requirements traceability 7
matrix)
Verified deliverables 1
Work performance data 10
154
5.5 Validate Scope
Data Flow Diagrams
155
5.5 Validate Scope Input
01
• Scope management plan
• Requirements management plan
• Scope baseline
02
Project documents
• Quality reports
• Requirements documentation
03 Verified deliverables: Verified deliverables are project deliverables that

are completed and checked for correctness through the Control Quality
process.
04
Work performance data
156
5.5 Validate Scope Tools & Techniques
01 INSPECTION
• Includes activities such as measuring, examining, and validating
to determine whether work and deliverables meet requirements
and product acceptance criteria.
• Inspections are sometimes called reviews, product reviews, and
walkthroughs.
02 DECISION MAKING
Voting is used to reach a conclusion when the validation is
performed by the project team and other stakeholders.
157
5.5 Validate Scope Output

01 ACCEPTED DELIVERABLES
4.3 Direct Final Product,

8.3 5.5 4.7 Close
and Manage Verified Accepted Service, or
Project
Deliverables Control Validate Project or
Quality Deliverables Scope Deliverables Phase Result
Work Transition
02 WORK PERFORMANCE INFORMATION
03 CHANGE REQUESTS
04
PROJECT DOCUMENTS UPDATES
158
Legend:
New Item
5.6 Control Scope Already Explained Item

Project management plan (Scope 8 Data analysis (Variance analysis) 5 Work performance information 10
management plan)
Project management plan (Requirements 7 Data analysis (Trend analysis) 7 Change requests 24
management plan)
Project management plan (Change 4
Project management plan updates 1
management plan) (Scope management plan)
Project management plan (Configuration 3
management plan) (Scope baseline)
Project management plan (Scope 16
baseline) (Schedule baseline)
Project management plan (Performance 3
Project management plan updates (Cost 12
measurement baseline) baseline)
Project documents (Lessons learned 27
register) (Performance measurement baseline)
Project documents updates (Lessons 29
documentation) learned register)
traceability matrix) (Requirements documentation)
Work performance data 10 7
(Requirements traceability matrix)
159
5.6 Control Scope
Data Flow Diagrams
160
5.6 Control Scope Input

• Change management plan.
• Configuration management plan.
• Scope baseline.
• Performance measurement baseline.
03
WORK PERFORMANCE DATA
04
ORGANIZATIONAL PROCESS ASSETS
161
5.6 Control Scope Tools & Techniques
01
DATA ANALYSIS
➢ Variance analysis.
Is used to compare the baseline to the actual results and
determine if the variance is within the threshold amount or
if corrective or preventive action is appropriate.
➢ Trend analysis.
Examines project performance over time to determine if
performance is improving or deteriorating.
162
5.6 Control Scope Output

02 CHANGE REQUESTS
03
PROJECT MANAGEMENT PLAN UPDATES
• Scope baseline.
• Schedule baseline.
• Cost baseline.
• Performance measurement baseline.

163
6. PROJECT
SCHEDULE MANAGEMENT
Presented by :
Abdulfattah Ajlan
164
Project
Schedule
Management
Project Schedule Management includes the processes

required to manage the timely completion of the project.
Project scheduling provides a detailed plan that

represents how and when the project will deliver the
products, services, and results defined in the project
scope and serves as
• Tool for communication
• Managing stakeholders’ expectations
• Basis for performance reporting.
165
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
Project Schedule 6.1 Plan Schedule Management 6.6 Control Schedule
6.5 Develop Schedule
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Project Stakeholder 13.1 Identify 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder Engagement
Management Stakeholders Engagement 166
Legend:
6.1 Plan Schedule Management New Item

Project charter 14 Expert judgment 35 Schedule management plan 1
Project management plan (Scope 8 Data analysis (Alternatives analysis) 13

management plan)
Project management plan (Development 2 Meetings 28

approach)
167
6.1 Plan Schedule Management
Data Flow Diagrams
168
6.1 Plan Schedule Management Input
01
PROJECT CHARTER
02
• Development approach: define the scheduling
approach, estimating techniques, scheduling tools, and
techniques for controlling the schedule.
03
169
6.1 Plan Schedule Management Tools & Techniques
01
Expert judgment
02 Data Analysis (Alternatives analysis)
03 Meetings
170
6.1 Plan Schedule Management Output
01
SCHEDULE MANAGEMENT PLAN
• Establishes the criteria and the activities for developing, monitoring,
and controlling the schedule.
• It may be formal or informal, highly detailed, or broadly framed

based on the needs of the project.
The schedule management plan can establish the following:
➢ Project schedule model development.
➢ Release length and iteration numbers.
➢ Level of accuracy and Units of measure.
➢ Organizational procedures.
➢ Control thresholds.
➢ Rules of performance measurement.
➢ Reporting formats.
171
Legend:
New Item
6.2 Define Activities Already Explained Item

Project management plan (Schedule 7 Expert judgment 35 Activity list 1
management plan)
Project management plan (Scope 16 Decomposition 2 Activity attributes 1
baseline)
Enterprise environmental factors 40 Rolling wave planning 1 Milestone list 1
Organizational process assets 47 Meetings 28 Change requests 24

(Schedule baseline)
baseline)
172
Data Flow Diagrams
173
6.2 Define Activities Input

• Schedule management plan.
• Scope baseline.
02
03
174
6.2 Define Activities Tools & Techniques
01
Expert judgment
02 Decomposition
03 Rolling wave planning

• Is an iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while work
further in the future is planned at a higher level.
• It is a form of progressive elaboration applicable to work
packages, planning packages, and release planning when
using an agile or waterfall approach.
04 Meetings
175
6.2 Define Activities Output
01 Activity list
Includes the activities required on the project, it’s includes an
activity identifier and a scope of work description for each
activity in sufficient detail to ensure that project team members
understand what work is required to be completed. In rolling
wave planning or agile techniques, the activity list will be
updated periodically as the project progresses.
02 Activity attributes
Extend the description of the activity by identifying multiple
components associated with each activity.
Examples:
- Constrains - Durations - Resources
- Relations - Name - ID - WBS related
176
Remember:
No standard templates
With PMP.
177
03
Milestone list
• A milestone is a significant point or event in a project.
• A milestone list identifies all project milestones and indicates whether the milestone is
mandatory, such as those required by contract, or optional, such as those based on
historical information.
• Milestones have zero duration because they represent a significant point or event.
04 Change requests

• Schedule baseline
• Cost baseline
178
Legend:
New Item
6.3 Sequence Activities Already Explained Item

Project management plan (Schedule 7 Precedence diagramming method 1 Project schedule network diagrams 1
management plan)
Project management plan (Scope Project documents updates (Activity
16 Dependency determination and integration 1 4
baseline) attributes)
Project documents updates (Activity
Project documents (Activity attributes) 4 Leads and lags 3 2
list)
Project documents (Activity list) 4 Project management information system 12 17
(Assumption log)
Project documents (Assumption log) 14 2
(Milestone list)
179
Data Flow Diagrams
180
6.3 Sequence Activities Input

• Schedule management plan
• Scope baseline
• Activity attributes
• Activity list
• Assumption log
• Milestone list
181
6.3 Sequence Activities Tools & Techniques
01
Precedence diagramming method (PDM)
▪ PDM is a technique for constructing a schedule model in which 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.
Predecessor Successor
Note:
PDM Is Activity On Node (AON); It Mean Activity Present By Node.
or Activity On Arrow (AOA); Activity Present By Arrow.
182
01
Precedence diagramming method
▪ PDM includes four types of dependencies or
logical relationships.
• Finish-to-start (FS).
• Finish-to-finish (FF).
• Start-to-start (SS).
• Start-to-finish (SF).
183
Types of dependencies or logical relationships.
Finish-to-start (FS)
Activity A Activity B
Activity A Activity A
Start-to-start (SS) Finish-to-finish (FF)
Activity B Activity B
Activity A Activity B
Start-to-finish (SF)
184
02
Dependency determination and integration
➢ Mandatory dependencies. (Hard Logic)

Legally or contractually required or inherent in the nature of the work.
➢ Discretionary dependencies
Preferred logic or preferential logic, or soft logic.
➢ External dependencies.
Relationship between project activities and non project activities. (suppliers)
➢ Internal dependencies.
Precedence relationship between project activities and are generally inside
the project team’s control.
185
03
Leads and lags
Lead Time Lag Time
04 Project management information system (PMIS)

Includes scheduling software that has the capability to help plan, organize, and adjust the
sequence of the activities; insert the logical relationships, lead and lag values; and
differentiate the different types of dependencies. Like: Primavera & MS Projects.
186
6.3 Sequence Activities Output
01
PROJECT SCHEDULE NETWORK DIAGRAMS
Graphical representation of the logical relationships, also referred to as
dependencies, among the project schedule activities.
187
6.3 Sequence Activities Output
02
• Activity attributes.
• Activity list.
• Assumption log
• Milestone list.
188
Exercise
Activity Description Predecessors Duration-Days
A Contracting - 10
B Supplying Materials and tools A 5
C Electricity (light Bulb) B 10

D Wallpaper B 10
E Tile C,D 5
F Kitchen E 7
Draw PDM for above activity list 189

Exercise
C
Start A B E F End
D
190
Legend:
New Item
6.4 Estimate Activity Durations Already Explained Item

Project management plan (Schedule 7 Expert judgment 35 Duration estimates 1
management plan)
Project management plan (Scope baseline) 16 Analogous estimating 3 Basis of estimates 3

Project documents (Activity attributes) 4 Parametric estimating 3 4
attributes)
Project documents (Activity list) 4 Three-point estimating 2 17
(Assumption log)
Project documents (Assumption log) 14 Bottom-up estimating 3 29
learned register)
Project documents (Lessons learned register) 27 Data analysis (Alternatives analysis) 13
Project documents (Milestone list) 9 Data analysis (Reserve analysis) 5
Project documents (Project team assignments) 7 Decision making (Voting) 7
Project documents (Resource breakdown 3 Meetings 28

structure)
Project documents (Resource calendars) 7
Project documents (Resource requirements) 8
191
Data Flow Diagrams
192
6.4 Estimate Activity Durations Input

▪ Schedule management plan
▪ Scope baseline
▪ Activity attributes ▪ Project team assignments
▪ Activity list ▪ Resource breakdown
▪ Assumption log structure
▪ Lessons learned register ▪ Resource calendars
▪ Milestone list ▪ Resource requirements
▪ Risk register
03 Enterprise environmental factors
04 Organizational process assets

193
6.4 Estimate Activity Durations Tools & Techniques
01 Expert judgment
02 Analogous estimating
• A technique for estimating the duration or cost of an activity or a project using
historical data from a similar activity or project.
• Less costly
• Less time
• Less accurate
03 Parametric estimating
• An estimating technique in which the duration is calculated based on historical
data and project parameters.
• It uses a statistical relationship between historical data and other variables to
calculate an estimate for activity parameters.
• Provide higher level of accuracy compared with analogous estimating
technique
194
04
Three-point estimating
The accuracy of single-point activity duration estimates may be improved by considering
estimation uncertainty and risk.
❖ Triangular distributions. used when there is insufficient historical data or when using
judgmental data
E = (O + M + P)/ 3
Optimistic (tO) - Most likely (tM) - Pessimistic (tP)

Standard Deviation = (tP - tO) / 6
❖ Activity standard deviation is the possible range for the estimate.
195
05
Bottom-up estimating
estimating project duration by aggregating the estimates of the lower-level components
of the WBS
06 Data analysis (Alternatives analysis)
07 Data analysis (Reserve analysis)
Determine the amount of contingency and management reserve needed for the project.
✓ Contingency reserves
• Associated with the known-unknowns that can affect a project.
• Contingency should be clearly identified in the schedule documentation.
✓ Management reserves
• Associated with the unknown-unknowns that can affect a project.
• Management reserve is not included in the schedule baseline, but it is part of the
overall project duration requirements.
08
Decision Making (Voting)
09
Meetings
196
6.4 Estimate Activity Durations Output
01 Duration Estimates
• Number of time periods that are required to complete an activity, a phase, or a project.
• Duration estimates do not include any Lead or lags.
• May include some indication of the range of possible results.
02 Basis of Estimates
• Documentation of the basis of the estimate.
- How it was developed - Assumptions made - Known constraints
- Range of possible estimates (e.g., ±10%)
- Indication of the confidence level of the final estimate
- Project risks influencing this estimate.
03 Project documents updates
• Assumption log
197
Legend:
New Item
6.5 Develop Schedule Already Explained Item

Project management plan (Schedule 7 Schedule network analysis 1 Schedule baseline 1
management plan)
Project management plan (Scope baseline) 16 Critical path method 2 Project schedule 1
Project documents (Activity attributes) 4 Resource optimization 2 Schedule data 1
Data analysis (What-if scenario

Project documents (Activity list) 4 2 Project calendars 1
analysis)
Project documents (Assumption log) 14 Data analysis (Simulation) 2 Change requests 24
Project management plan updates (Schedule

Project documents (Basis of estimates) 6 Leads and lags 3 3
management plan)
Project documents (Duration estimates) 3 Schedule compression 2 Project management plan updates (Cost baseline) 12

Project documents (Lessons learned register) 27 12 Project documents updates (Activity attributes) 4
system
Project documents (Milestone list) 9 Agile release planning 1 Project documents updates (Assumption log) 17
Project documents (Project schedule network 1 Project documents updates (Duration estimates) 1
diagrams)
Project documents (Project team assignments) 7 29
register)
Project documents updates (Resource
Project documents (Resource calendars) 7 3
requirements)
Project documents (Resource requirements) 8 Project documents updates (Risk register) 23
Agreements 11

198
6.5 Develop Schedule
Data Flow Diagrams
199
6.5 Develop Schedule Input

• Scope baseline
• Activity attributes • Milestone list
• Activity list • Project schedule network diagrams
• Assumption log • Project team assignments
• Basis of estimates • Resource calendars
• Duration estimates • Resource requirements
• Lessons learned register • Risk register
03 Agreements
200
6.5 Develop Schedule Tools & Techniques
01 SCHEDULE NETWORK ANALYSIS

A technique to identify early and late start dates, as well as early and late finish
dates, for the uncompleted portions of project activities.
02 CRITICAL PATH METHOD

➢ Critical path is the sequence of activities that represents the longest path
through a project. Determines the shortest possible project duration
➢ Characterized by zero total float.
➢ Schedule networks may have multiple near-critical paths.
201
Duration
Early Start Early Finish
Activity Name
Late Start Late Finish
Total Float
202
Schedule Network Analysis
203
5 Days
?? ??
B
?? ??
Duration 5 Days 15 Days
TF =
?? ?? ?? ??
Start A D Finish
?? ?? ?? ??
10 Days
Total Float = TF =
?? ??
C
?? ??
TF =
204
5 Days
6 10
B
11 15
Duration 5 Days 15 Days
TF = 5
1 5 16 30
Start A D Finish
1 5 16 30
10 Days
Total Float = 0 TF = 0
6 15
C
6 15
TF = 0
TF = LS – ES Critical Path
LF – EF
Non Critical Path
205
206
03 RESOURCE OPTIMIZATION
used to adjust the start and finish dates of activities to adjust
planned resource use to be equal to or less than resource
availability.
Resource leveling
• A technique in which start and finish dates are adjusted
based on resource constraints.
• A way to fix resource over allocation.
• Critical path may change.
Resource Smoothing
• A technique that adjusts the activities of a schedule
model to solve utilization.
• Critical path is not changed and the completion date may
not be delayed.
• Activities may be delayed within their free and total float.
207
208
04
DATA ANALYSIS
❖ What-If Scenario Analysis:

Evaluating scenarios in order to predict their effect positively or negatively on
project objectives.
❖ Simulation:
Calculating multiple project durations with different sets of activity assumptions,
usually using probability distributions constructed from the three-point estimates
to account for uncertainty.
The most common simulation technique is Monte Carlo analysis it used to
calculate possible schedule outcomes for the total project based on 3-point
estimates for each activity on network diagram.
05 LEADS AND LAGS
209
06
SCHEDULE COMPRESSION
Shorten the schedule duration without reducing the project scope, in order to meet
schedule constraints, imposed dates, or other schedule objectives
❖ Crashing:
A technique used to shorten the schedule duration by adding resources (increase cost)
❖ Fast tracking:
Activities or phases normally done in sequence are performed in parallel (increase Risk).
07 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
210
211
08 AGILE RELEASE PLANNING
Provides a high-level summary timeline

of the release schedule (typically 3 to 6
months) based on the product roadmap.
Determines the number of iterations or

sprints in the release.
212
6.5 Develop Schedule Output
01 Schedule Baseline
The approved version of a schedule model that can be changed only through
formal change control procedures and used as a basis for comparison to
actual results. Accepted & approved by the appropriate stakeholders.
02
Project Schedule
presents linked activities, detailed or summary with planned dates, durations,
milestones, and resources.
It can be presented in tabular form using below formats:
• Bar charts (Gantt charts)
• Milestone charts
• Project schedule network diagrams (logical diagram) presented in the
activity-on-node diagram format showing activities and relationships without
a time scale,
213
Bar charts (Gantt charts) Milestone charts
214
03
Schedule Data
The collection of information for describing and controlling the schedule.
Includes (milestones, schedule activities, activity attributes, and
documentation of all identified assumptions & constraints)
04 Project calendar
Identifies working days and shifts that are available for scheduled
activities. In addition to the project team members vacations. The
project calendars may be updated as required.
05 Change requests
215
Legend:
New Item
6.6 Control Schedule Already Explained Item

Project management plan (Schedule 7 Data analysis (Earned value analysis) 4 Work performance information 10
management plan)
Project management plan (Schedule 5 Data analysis (Iteration burndown chart) 1 Schedule forecasts 1
baseline)
Project management plan (Scope 16 Data analysis (Performance reviews) 4 Change requests 24
baseline)
Project management plan (Performance Project management plan updates (Schedule
measurement baseline) management plan)
Project documents (Lessons learned Project management plan updates (Schedule
27 Data analysis (Variance analysis) 5 9
register) baseline)
Data analysis (What-if scenario Project management plan updates (Cost
Project documents (Project calendars) 1 2 12
analysis) baseline)
Project management plan updates (Performance
Project documents (Project schedule) 11 Critical path method 2 3
measurement baseline)
Project documents (Resource calendars) 7 Project management information system 12 Project documents updates (Assumption log) 17
Project documents (Schedule data) 1 Resource optimization 2 Project documents updates (Basis of estimates) 2

Work performance data 10 Leads and lags 3 29
register)
Organizational process assets 47 Schedule compression 2 Project documents updates (Project schedule) 7
Project documents updates (Resource calendars) 3
Project documents updates (Risk register) 23
Project documents updates (Schedule data) 1
216
6.6 Control Schedule
Data Flow Diagrams
217
6.6 Control Schedule Input
01
• Scope baseline
• Performance measurement baseline
• Project calendars
• Project schedule
• Resource calendars
• Schedule data
218
6.6 Control Schedule Tools & Techniques
01
DATA ANALYSIS
• Earned value analysis (cost part)

• Iteration burndown chart This chart tracks the work that remains to be completed
in the iteration backlog.
• Performance reviews compare, and analyze schedule performance against the
schedule baseline
02
Critical Path Method
03 Project Management Information System
04 Resource Optimization
05 Leads And Lags
06 Schedule Compression
219
6.6 Control Schedule Output
02 Schedule forecasts
are estimates or predictions of conditions and events in the project’s future based
on information and knowledge available at the time of the forecast.
03 Change requests
04
Project management plan updates
220
7. PROJECT
COST MANAGEMENT
Presented by :
Abdulfattah Ajlan
Project Cost Management
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
222
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Management Stakeholders Engagement Engagement 223
Legend:
New Item
7.1 Plan Cost Management Already Explained Item

Project charter 14 Expert judgment 35 Cost management plan 1
Project management plan (Schedule 7 Data analysis (Alternatives analysis) 13

management plan)
Project management plan (Risk 12 Meetings 28
management plan)
224
Data Flow Diagrams
225
7.1 Plan Cost Management Input
01 PROJECT CHARTER
02
226
7.1 Plan Cost Management Tools & Techniques
01 Expert judgment
02 Data analysis (Alternatives analysis)
03 Meetings
227
7.1 Plan Cost Management Output
01 Cost management plan
Describes how the project costs will be planned, structured, and
controlled.
• Units of measure.
• Level of precision. rounded up or down.
• Level of accuracy. The acceptable range (e.g., ±10%).
• Organizational procedures links. Each control account is assigned
a unique code or account number(s) that links directly to the
performing organization’s accounting system.
• Control thresholds. the percentage deviations from the baseline
plan.
• Rules of performance measurement. EVM rules
• Reporting formats. The formats and frequency for cost reports.
228
Legend:
New Item
7.2 Estimate Costs Already Explained Item

Project management plan (Cost 4 Expert judgment 35 Cost estimates 1
management plan)
Project management plan (Quality 7 Analogous estimating 3 Basis of estimates 3
management plan)
Project management plan (Scope Project documents updates
16 Parametric estimating 3 17
baseline) (Assumption log)
Project documents (Lessons learned Project documents updates (Lessons
27 Bottom-up estimating 3 29
register) learned register)
Project documents (Project schedule) 11 Three-point estimating 2 23
register)
Project documents (Resource 8 Data analysis (Alternatives analysis) 13
requirements)
Project documents (Risk register) 22 Data analysis (Reserve analysis) 5
Enterprise environmental factors 40 Data analysis (Cost of quality) 2
Organizational process assets 47 Project management information system 12
Decision making (Voting) 7
229
7.2 Estimate Costs
Data Flow Diagrams
230
7.2 Estimate Costs Input
04
231
7.2 Estimate Costs Tools & Techniques
01 Expert Judgment
02 Analogous Estimating
03 Parametric Estimating
04 Bottom-up Estimating
05 Three-point Estimating
06 PMIS
07 Decision Making
08 Data Analysis
- Alternatives Analysis
- Reserve Analysis
- Cost Of Quality. (Prevention costs - Appraisal costs - Failure costs)
232
7.2 Estimate Costs Output
01 COST ESTIMATES
Include quantitative assessments of the costs required to complete project work, as
well as contingency amounts to account for identified risks, and management reserve
to cover unplanned work.
• Direct cost : labor, materials, equipment, information technology, Etc.
• Indirect costs: can be included at the activity level or at higher levels.
02 BASIS OF ESTIMATES
should provide a clear and complete understanding of how the cost estimate was
derived.

$
Assumption log - Lessons learned register - Risk register
233
7.3 Determine Budget
A project budget includes all the funds authorized to

execute the project.
The cost baseline is the approved version of the time-

phased project budget that includes contingency reserves,
but excludes management reserves.
234
Legend:
New Item
7.3 Determine Budget Already Explained Item

Project management plan (Cost management 4 Expert judgment 35 Cost baseline 1
plan)
Project management plan (Resource management 14 Cost aggregation 1 Project funding requirements 1
plan)
Project documents updates (Cost
Project management plan (Scope baseline) 16 Data analysis (Reserve analysis) 5 2
estimates)
Project documents updates (Project
Project documents (Basis of estimates) 6 Historical information review 1 7
schedule)
Project documents (Cost estimates) 4 Funding limit reconciliation 1 23
register)
Project documents (Project schedule) 11 Financing 1
Business documents (Business case) 6
Business documents (Benefits management plan) 5
Agreements 11
235
7.3 Determine Budget
Data Flow Diagrams
236
7.3 Determine Budget Input

Cost management plan - Resource management plan - Scope baseline
Basis of estimates - Cost estimates - Project schedule - Risk register
03 Business documents
Business case - Benefits management plan
04 Agreements
237
7.3 Determine Budget Tools & Techniques
01 EXPERT JUDGMENT
02
COST AGGREGATION
Aggregate the cost estimate for work package, then aggregated for the
higher component levels of the WBS (such as control accounts) and,
ultimately, for the entire project.
03 DATA ANALYSIS
04 HISTORICAL INFORMATION REVIEW
Assist in developing parametric estimates or analogous estimates.
$
05
FUNDING LIMIT RECONCILIATION
The expenditure of funds should be reconciled with any funding limits on the
commitment of funds for the project.
06 FINANCING: Financing entails acquiring funding for projects. the funding
entity may have certain requirements that are required to be met.
238
7.3 Determine Budget Tools & Techniques
Cost Aggregation
239
7.3 Determine Budget Output
01
COST BASELINE
It is the approved version of the project budget, excluding any management
reserves, Can only be changed through formal change control procedures.
02 PROJECT FUNDING REQUIREMENTS

✓ Total funding requirements and periodic funding requirements (e.g., monthly,
quarterly, annually) are derived from the cost baseline.
✓ Total funds required are those included in the cost baseline plus management
reserves

Cost estimates - Project schedule - Risk register
240
Project budget.
241
Legend:
New Item
7.4 Control Costs Already Explained Item

Project management plan (Cost 4 Expert judgment 35 Work performance information 10
management plan)
Project management plan (Cost Data analysis (Earned value
7 4 Cost forecasts 1
baseline) analysis)
Project management plan 3 Data analysis (Variance analysis) 5 Change requests 24
(Performance measurement baseline)
Project documents (Lessons learned Project management plan updates (Cost
register) management plan)
Project management plan updates (Cost
Project funding requirements 1 Data analysis (Reserve analysis) 5 12
baseline)
Work performance data 10 To-complete performance index 1 3
(Performance measurement baseline)
Organizational process assets 47 12 Project documents updates (Assumption log) 17
system
Project documents updates (Basis of estimates) 2
Project documents updates (Cost estimates) 2
Project documents updates (Lessons learned 29

register)
242
7.4 Control Costs
Data Flow Diagrams
243
7.4 Control Costs Input

• Cost management plan
• Cost baseline
03 Project funding requirements

05
Organizational process assets
244
7.4 Control Costs Tools & Techniques
01
EXPERT JUDGMENT
02
DATA ANALYSIS
✓ Earned value analysis (EVA). compares the performance measurement baseline to the
actual schedule and cost performance.
Planned value (PV) # Earned value (EV) # Actual cost (AC)
❖ Schedule variance (SV) : SV = EV – PV

Positive = Ahead of Schedule / Neutral = On schedule / Negative = Behind Schedule
❖ Cost variance (CV) : CV = EV – AC

Positive = Under planned cost / Neutral = On planned cost / Negative = Over planned cost
+Ve -Ve 245

❖ Schedule performance index (SPI) is a measure of schedule efficiency expressed as the

ratio of earned value to planned value. It measures how efficiently the project team is
accomplishing the work.
SPI = EV / PV
SPI < 1.0 indicates less work was completed than was planned.
SPI > 1.0 indicates that more work was completed than was planned.
SPI = Neutral indicates on schedule
❖ Cost performance index (CPI) is a measure of the cost efficiency of budgeted resources,
CPI = EV / AC
CPI < 1.0 indicates a cost overrun
CPI > 1.0 indicates a cost underrun of performance to date.
CPI= Neutral indicates a cost on planned cost
>1 <1
246
❖ The cost variance at the end of the project will be the difference between the budget at
completion (BAC) and the actual amount spent.
VAC = BAC – EAC

(VAC) Variance at Completion
(BAC) Budget at Completion
(EAC) Estimate at Completion
✓ Trend analysis examines project performance over time to determine if performance

is improving or deteriorating.
✓ Reserve analysis
247
❖ Forecasting. the project team may develop a forecast Estimate at Completion (EAC)
that may differ from the budget at completion (BAC) based on the project performance
1.If the CPI is expected to be the same for the remainder of the project,
EAC = BAC/CPI
2. If future work will be accomplished at the planned rate,

EAC = AC + BAC – EV
3. If the initial plan is no longer valid,

EAC = AC + Bottom-up ETC
4. If both the CPI and SPI influence the remaining work,

EAC = AC + [(BAC – EV)/(CPI x SPI)]
248
03 TO-COMPLETE PERFORMANCE INDEX

A measure of the cost performance that must be achieved with the remaining resources
in order to meet a specified management goal,
• The efficiency that must be maintained in order to complete on plan.
TCPI = (BAC – EV) / (BAC – AC)
• The efficiency that must be maintained in order to complete the current EAC.
TCPI = (BAC – EV) / (EAC – AC)
TCPI > 1.0 Harder to complete
TCPI = 1.0 Same to complete >1 <1
TCPI <1 .0 Easier to complete
04
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
249
7.4 Control Costs Output
02 Cost forecasts
03 Change requests

• Cost management plan
• Cost baseline
• Assumption log
• Basis of estimates
• Cost estimates
• Risk register
250
Exercise
Earned Value Management
Assume 4 equal sides, budget 200$ per side, schedule 1 side per day.
Finish 4 days & cost 800$.
Day1: side 1 complete, budget of 200$ spent.
Day2: side 2 started but not complete, Incurred cost for side 2 is 220$.
Day3: side 2 completed, and half of side 3 completed but team left early
and only spent 140$
Where we are now? Ahead or Behind
251
Answer
PV ; EV ; AC ;
PV = 200 + 200 + 200 = 600
EV = 200 + 200 +100 = 500
AC = 200 + 220 + 140 = 560
CV= EV-AC SV=EV-PV
CPI = EV/AC SPI = EV/PV
252
EVM Example:
253
8. PROJECT
QUALITY MANAGEMENT
Presented by :
Abdulfattah Ajlan
Project Quality Management
Project Quality Management supports continuous process improvement

activities as undertaken on behalf of the performing organization.
Quality: The degree to which a set of inherent characteristics fulfill requirements.
Differences between grade and quality

Quality: The degree of characteristics fulfill the requirements.
Grade: a category assigned to deliverables having the same functional use
but different technical characteristics.
255
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Quality Management Process Interrelations
Manage Quality is concerned with managing

the quality processes throughout the project.
Control Quality is concerned with comparing

the work results.
There are two outputs specific to the Quality

Knowledge Area that are used by other
Knowledge Areas:
❑ Verified deliverables.
❑ Quality reports.
257
Key concepts for Project Quality Management
Project Quality Management addresses the management of the project and it’s
deliverables. It applies to all projects, regardless of the nature of their deliverables.
Quality measures and techniques are specific to the type of deliverables.
Prevention vs Inspection.
• Prevention (keeping errors out of the process)
• Inspection (keeping errors out of the hands of the customer);
The cost of preventing mistakes is generally much less than the cost of
correcting mistakes.
258
Key concepts for Project Quality Management
Attribute sampling: it's a binary, it either conforms to quality or it doesn't (YES or NO).
Variable sampling: Measures how well something conforms to quality (RANGES).
Tolerances: specified range of acceptable results.
Control limits: identify the boundaries of common variation

in a statistically stable process or process performance.
Cost of quality (COQ): all costs incurred over the life of the product by investment in
preventing nonconformance to requirements, appraising the product or service for
conformance to requirements.
Cost of poor quality: categorized into internal (found by the project team) and external
(found by the customer).
259
Legend:
New Item
8.1 Plan Quality Management Already Explained Item

Project charter 14 Expert judgment 35 Quality management plan 1
Project management plan (Requirements 7 Data gathering (Benchmarking) 3 Quality metrics 1

management plan)
Project management plan (Risk Project management plan updates
12 Data gathering (Brainstorming) 6 4
management plan) (Risk management plan)
Project management plan (Stakeholder Project management plan updates
8 Data gathering (Interviews) 8 5
engagement plan) (Scope baseline)
Project management plan (Scope Project documents updates (Lessons
16 Data analysis (Cost-benefit analysis) 5 29
baseline) learned register)
Project documents (Assumption log) 14 Data analysis (Cost of quality) 2 7
(Requirements traceability matrix)
Decision making (Multicriteria decision 8
Project documents updates (Risk 23
documentation) analysis) register)
7 Data representation (Flowcharts) 2 12
traceability matrix) (Stakeholder register)
Project documents (Risk register) 22 Data representation (Logical data model) 1
Project documents (Stakeholder register) 17 Data representation (Matrix diagrams) 2
Enterprise environmental factors 40 Data representation (Mind mapping) 3
Organizational process assets 47 Test and inspection planning 1
Meetings 28
260
8.1 Plan Quality Management
Data Flow Diagrams
261
8.1 Plan Quality Management Input
01 PROJECT CHARTER

• Risk management plan
• Stakeholder engagement plan
• Scope baseline
• Assumption log
• Risk register
05
ORGANIZATIONAL PROCESS ASSETS 262
8.1 Plan Quality Management Tools & Techniques
33
%
01 EXPERT JUDGMENT
95
02 DATA GATHERING 95
%
03 DATA ANALYSIS %
Cost-benefit analysis
Is financial analysis tool used for estimate the strength and weakness of alternatives
to determine the best alternative.
Cost of Quality.
• Prevention costs: Related to the prevention of poor quality in the deliverables.
• Appraisal costs: Related to evaluating, measuring, auditing, and testing the
deliverables.
• Failure costs (internal/external): Related to nonconformance of the deliverables to
the needs or expectations of the stakeholders.
263
Cost of Conformance Cost of Nonconformance

Prevention Costs Internal Failure Costs
(Build a quality product) (Failures found by the project)
• Training • Rework
• Document processes • Scrap
• Equipment
External Failure Costs
Appraisal Costs (Failures found by the Customer)
(Assess the quality) • Liabilities
• Testing • Warranty work
• Destructive testing loss • Lost business
• Inspections
Money spent during the project Money spent during and after the project
to avoid failures because of failures
264
04 DECISION MAKING (Multicriteria decision analysis)
Flowcharts or Process maps because they display the sequence of steps and the
branching possibilities that exist for a process that transforms one or more inputs into
one or more outputs (Decision points).
✓ SIPOC (Suppliers, Inputs, Process, Outputs, and Customers) value chain model.
✓ Process flows or process flow diagrams When flowcharts used to represent steps
in a process, and they can be used for process improvement as well as identifying
where quality defects can occur or where to incorporate quality checks.
265
SIPOC value chain model.

266
267
Logical data model. Visual representation of an organization’s data, described in

business language and independent of any specific technology. used to identify where
quality issues can arise.
Matrix diagrams. Matrix diagrams help find the strength of relationships among
different factors, causes, and objectives that exist between the rows and columns that
form the matrix.
It facilitate identifying the key quality metrics that are important for the success of the
project.
Mind mapping The mind-mapping technique may help in the rapid gathering of project
quality requirements, constraints, dependencies, and relationships.
268
Logical Data Model.

269
Matrix Diagrams
270
06 TEST AND INSPECTION PLANNING

PM and the project team determine how to test or inspect the product, deliverable,
or service to meet the stakeholders’ needs and expectations, as well as how to
meet the goal for the product’s performance and reliability.
07 MEETINGS
33
%
95
%
95
%
271
8.1 Plan Quality Management Output
01
QUALITY MANAGEMENT PLAN
• Describes how applicable policies, procedures, and guidelines will be
implemented to achieve the quality objectives.
• It describes the activities and resources necessary for the project
management team to achieve the quality objectives set for the project.
It may Includes:
• Quality standards.
• Quality objectives.
• Quality roles and responsibilities;
• Quality tools.
• Major procedures relevant for the project, such as dealing with
nonconformance, corrective actions procedures, and continuous
improvement procedures
272
8.1 Plan Quality Management Output
02 QUALITY METRICS
Specifically describes a project or product attribute and how the Control Quality
process will verify compliance to it. Like percentage of tasks completed on time,
failure rate, number of defects identified per day, or total downtime per month.

• Risk management plan.
• Scope baseline
04
• Risk register.
273
8.2 Manage Quality
Translating the quality management plan into executable quality activities

that incorporate the organization’s quality policies into the project
Key Benefits:
• increases the probability of meeting the quality objectives
• Identifying ineffective processes and causes of poor quality
QA
• Sometimes called Quality Assurance,
• QA focus on the processes used in the project.
• QA is about using project processes effectively.
• It involves following and meeting standards to assure the final product
will meet stakeholders needs, expectations, and requirements.
274
8.2 Manage Quality
The project manager and project team may use the organization’s quality
assurance department.
Quality assurance departments usually have cross-organizational

experience in using quality tools and techniques.
QA
Manage Quality is considered the work of everybody. Each has its roles
in managing quality.
In agile projects, quality management is performed by all team members

throughout the project, but in traditional projects, quality management is
often the responsibility of specific team members.
275
Legend:
New Item
8.2 Manage Quality Already Explained Item

Project management plan (Quality 7 Data gathering (Checklists) 4 Quality reports 1
management plan)
Project documents (Lessons learned 27 Data analysis (Alternatives analysis) 13 Test and evaluation documents 1
register)
Project documents (Quality control 2 Data analysis (Document analysis) 5 Change requests 24
measurements)
Project documents (Quality metrics) 2 Data analysis (Process analysis) 1 4
(Quality management plan)
Project management plan updates (Scope
Project documents (Risk report) 10 Data analysis (Root cause analysis) 6 5
baseline)
Organizational process assets 47 Decision making (Multicriteria decision analysis) 8 9
(Schedule baseline)
Data representation (Affinity diagrams) 2 12
baseline)
Data representation (Cause-and-effect diagrams) 2 Project documents updates (Issue log) 14

Data representation (Flowcharts) 2 29
learned register)
Data representation (Histograms) 2 Project documents updates (Risk register) 23
Data representation (Matrix diagrams) 2
Data representation (Scatter diagrams) 2
Audits 3
Design for X 1
Problem solving 2
Quality improvement methods 1

276
8.2 Manage Quality
Data Flow Diagrams
277
8.2 Manage Quality Input
01
02
PROJECT DOCUMENTS
• Quality control measurements: used to analyse and evaluate the quality of the
processes and deliverables of the project against the standards of the performing
organization or the requirements specified
• Quality metrics
• Risk report
03
278
8.2 Manage Quality Tools & Techniques
DATA GATHERING
01
Checklist
Is a structured tool used to verify that a set of required steps has been
performed or to check if a list of requirements has been satisfied.
DATA ANALYSIS
02
➢ Alternatives analysis.
➢ Document analysis.
➢ Process analysis. Identifies opportunities for process
improvements.
➢ Root cause analysis (RCA).
279
03 DECISION MAKING (Multicriteria decision analysis)

Product decisions can include evaluating the life cycle cost, schedule, stakeholder
satisfaction, and risks associated with resolving product defects.
04
DATA REPRESENTATION
➢ Affinity diagrams.
➢ Cause-and-effect diagrams: or fishbone diagrams or why-why diagrams or
Ishikawa diagrams. This type of diagram breaks down the causes of the problem
statement identified into discrete branches, helping to identify the main or root
cause of the problem.
➢ Flowcharts.
33
%
95
%
280
Cause-and-effect diagrams
3
%
95
%
281
➢ Histograms. Graphical representation of numerical data. It can show:

• The number of defects per deliverable,
• A ranking of the cause of defects,
• The number of times each process is noncompliant,
➢ Matrix diagrams.
➢ Scatter diagrams. Graph that shows the relationship between two variables.
282
Histogram Scatter diagrams

Used to present the data in Used to tracks two
bar chart to determine the variables to determine
most pressing problems
their relationship
Weight
Age
283
05
AUDITS
An audit is a structured, independent process used to determine if project
activities comply with organizational and project policies, processes, and
procedures. Usually conducted by a team external to the project.
06 QUALITY IMPROVEMENT METHODS

Quality improvements can occur based on findings and recommendations from
quality control processes, the findings of the quality audits, or problem solving in
the Manage Quality process.
Plan-do-check-act and Six Sigma are two of the most common quality
improvement tools.
284
07 DESIGN FOR X
• Is a set of technical guidelines that may be applied during
the design of a product for the optimization of a specific
aspect of the design.
• DFX can control or improve the product’s final characteristics.
• The X in DfX can be different aspects of product development,
such as reliability, development, cost, usability, safety, and
quality.
08
PROBLEM SOLVING
• Problems can arise from Manage or Control Quality processes and can be associated with a
processes or deliverables.
• Problem-solving method will help eliminate the problem and develop a long-lasting solution.
• Defining - Identifying cause - Generating solutions - Choosing solution - Implementing -
Verifying effectiveness.
285
8.2 Manage Quality Output
01
QUALITY REPORTS
The quality reports can be graphical, numerical, or qualitative, include all quality
management issues escalated by the team; recommendations process, project,
and product improvements; corrective actions recommendations (including rework,
defect/bugs repair).
02 TEST AND EVALUATION DOCUMENTS

They are inputs to the Control Quality process and are used to evaluate the
achievement of quality objectives. may include dedicated checklists and detailed
requirements traceability matrices as part of the document.
03 CHANGE REQUESTS
286
8.2 Manage Quality Output

• Scope baseline
• Cost baseline
05
• Issue log
• Risk register
287
Legend:
8.3 Control Quality New Item

Project management plan (Quality 7 Data gathering (Checklists) 4 Quality control measurements 1
management plan)
Project documents (Lessons learned 27 Data gathering (Check sheets) 1 Verified deliverables 1
register)
Project documents (Quality metrics) 2 Data gathering (Statistical sampling) 1 Work performance information 10
Project documents (Test and evaluation Data gathering (Questionnaires and

1 3 Change requests 24
documents) surveys)
Approved change requests 3 Data analysis (Performance reviews) 4 4
(Quality management plan)
Deliverables 2 Data analysis (Root cause analysis) 6 14
log)
Work performance data 10 Inspection 3 29
learned register)
Enterprise environmental factors 40 Testing/product evaluations 1 23
register)
Data representation (Cause-and-effect Project documents updates (Test and
Organizational process assets 47 2 1
diagrams) evaluation documents)
Data representation (Control charts) 1
Data representation (Histograms) 2
Data representation (Scatter diagrams) 2
Meetings 28
288
8.3 Control Quality
Data Flow Diagrams
289
8.3 Control Quality Input

• Quality metrics
• Test and evaluation documents
03 Approved change requests
04 Deliverables
05 Work performance data
290
8.3 Control Quality Tools & Techniques
01 DATA GATHERING
• Checklist
• Check sheets. (Tally sheets), used to organize facts in a
manner that will facilitate the effective collection of useful data
about a potential quality problem.
• 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
• Questionnaires and Surveys
02 DATA ANALYSIS
• Performance reviews. measure, compare, and analyze the quality metrics defined by
the Plan process against the actual results.
• Root cause analysis (RCA)
03 INSPECTION: Is the examination of a work product to determine if it conforms to

documented standards. Inspections may be called reviews, peer reviews, audits, or
walkthroughs. 291
04 TESTING/PRODUCT EVALUATIONS
Testing is an organized and constructed investigation conducted to provide objective
information about the quality of the product or service in accordance with requirements.
• The intent of testing is to find errors, defects, bugs, or other nonconformance

problems in the product or service.
• Tests can be performed throughout the project, as different components of the
project become available, and at the end of the project on the final deliverables.
• Early testing helps identify nonconformance problems and reduce the cost of fixing
the nonconforming components.
33
%
95
%
292
05
DATA REPRESENTATION
• Cause-and-effect diagrams
• Histograms
• Scatter diagrams.
• Control Charts.
Used to determine whether or not a process is stable or has predictable performance.
• Upper and lower specification limits are based on the requirements.
• The control limits are determined using standard statistical calculations and
principles to ultimately establish the natural capability for a stable process.
• The PM and Stakeholder use the statistically calculated control limits to identify
33
the points at which corrective action will be taken to prevent performance that %
remains outside the control limits.
95
%
293
Control charts
• Can be used to monitor various types of output variables.
• Control charts may also be used to monitor cost and schedule variances, volume,
frequency of scope changes, or other management results
33
06 MEETINGS %
• To review the Approved Change Requests
95
• To review the lesson learned: to improve the quality in future. %
294
8.3 Control Quality Output
01 QUALITY CONTROL MEASUREMENTS. documented results of Control Quality activities
02 VERIFIED DELIVERABLES
The results of performing the Control Quality process are verified deliverables that become an
input to the Validate Scope process for formalized acceptance.
Final Product,
4.3 Direct Verified 5.5 Accepted 4.7 Close Service, or
8.3 Control
and Manage Deliverables Quality
Validate Project or
Project Work Deliverables Scope Deliverables Phase Result
Transition

04 CHANGE REQUESTS
05 PROJECT MANAGEMENT PLAN UPDATES (Quality management plan)
06
• Issue log. • Risk register
• Lessons learned register. • Test and evaluation documents.
295
9. PROJECT
RESOURCE MANAGEMENT
Presented by :
Abdulfattah Ajlan
296
Project Resource Management
Project Resource Management includes the processes

to identify, acquire, and manage the resources needed
for the successful completion of the project.
Project Resource Management help ensure that the

right resources will be available to the project manager
and project team at the right time and place.
Resource could be:

▪ Team Resource : Refer to the human resources.
▪ Physical Resource : equipment, materials, facilities, and infrastructure.
What about money?

297
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
TRENDS AND EMERGING PRACTICES IN PROJECT RESOURCE MANAGEMENT
Project management styles are shifting from a command and control structure
for managing projects and toward a more collaborative and supportive
management approach that empowers teams by delegating decision making to
the team members.
Emotional intelligence (EI). The project manager should invest in personal EI

by improving inbound (e.g.,self-management and self-awareness) and outbound
(e.g., relationship management) competencies.
Self-organizing teams. functions using agile approaches rise the use of self-
organizing team, where the team with an absence of centralized control.
299
Legend:
New Item
9.1 Plan Resource Management Already Explained Item

Project charter 14 Expert judgment 35 Resource management plan 1
Project management plan (Quality 7 Data representation (Hierarchical charts) 2 Team charter 1
management plan)
Project management plan (Scope 16
Data representation (Responsibility 1
baseline) assignment matrix) (Assumption log)
Project documents (Project schedule) 11 Data representation (Text-oriented formats) 1 23
register)
Project documents (Requirements 13 Organizational theory 1
documentation)
Project documents (Risk register) 22 Meetings 28
Project documents (Stakeholder register) 17
300
9.1 Plan Resource Management
Data Flow Diagrams
301
9.1 Plan Resource Management Input
01
Project charter

• Scope baseline
• Risk register

302
9.1 Plan Resource Management Tools & Techniques
01
EXPERT JUDGMENT
02
DATA REPRESENTATION
❖ Hierarchical charts. The traditional
chart structure can be used to show
positions and relationships in a
graphical, top-down format. Such as
organizational chart and WBS.
Hierarchical charts
303
❖ Responsibility Assignment Matrix - RAM: Shows the project resources assigned to each
work package. One example of a RAM is a RACI (Responsible, Accountable, Consulted, Informed)
❖ Text-oriented formats. Team member responsibilities that require detailed descriptions can
be specified in text oriented formats.
• Usually in outline form, these documents provide information such as responsibilities,
authority, competencies, and qualifications, such as Job Description
304
03 ORGANIZATIONAL THEORY
Provides information regarding the way in which people, teams, and organizational
units behave. Effective use of common techniques identified in organizational
theory can shorten the amount of time, cost, and effort needed to create the
Resource Management Plan.
04
MEETINGS
305
9.1 Plan Resource Management Output
01
RESOURCE MANAGEMENT PLAN
Provides guidance on how project resources should be categorized, allocated, managed, and
released.
Resource Management Plan may include :
❖ Identification of resources
❖ Acquiring resources instructions
❖ Roles and responsibilities
❖ Project organization charts.
❖ Training
❖ Team development
❖ Resource control
❖ Recognition and rewards plan
306
9.1 Plan Resource Management Output
02 TEAM CHARTER
A document that establishes the team values, agreements, and operating guidelines for
behavior of the team.
It may includes:
• Communication guidelines.
• Decision-making criteria and process.
• Conflict resolution process.
• Meeting guidelines.
• Team agreements.

• Assumption log
• Risk register
307
Legend:
New Item
9.2 Estimate Activity Resources Already Explained Item

Project management plan (Resource 14 Expert judgment 35 Resource requirements 1
management plan)
Project management plan (Scope 16 Bottom-up estimating 3 Basis of estimates 3
baseline)
Project documents (Activity attributes) 4 Analogous estimating 3 Resource breakdown structure 1

Project documents (Activity list) 4 Parametric estimating 3 4
attributes)
Project documents (Assumption log) 14 Data analysis (Alternatives analysis) 13 17
(Assumption log)
Project documents (Cost estimates) 4 Project management information system 12 29
learned register)
Project documents (Resource calendars) 7 Meetings 28
308
9.2 Estimate Activity Resources
Data Flow Diagrams
309
9.2 Estimate Activity Resources Input
01
• Resource management plan
• Scope baseline
• Activity list
• Assumption log
• Cost estimates
• Risk register
03 EEF
04 OPA
310
9.2 Estimate Activity Resources Tools & Techniques
01
EXPERT JUDGMENT
02 BOTTOM-UP ESTIMATING
03 ANALOGOUS ESTIMATING
04 PARAMETRIC ESTIMATING
05 DATA ANALYSIS
• Alternatives Analysis
06 PROJECT MANAGEMENT INFORMATION SYSTEM
07 MEETINGS
311
9.2 Estimate Activity Resources Tools & Techniques
Bottom-up Estimating
312
9.2 Estimate Activity Resources Output
01 RESOURCE REQUIREMENTS
Identify the types and quantities of resources required for each work package or
activity in a work package and can be aggregated to determine the estimated
resources for each work package, each WBS branch, and the project as a whole.
02 BASIS OF ESTIMATES
The amount and type of additional details supporting the resource estimate vary by
application area.
03 RESOURCE BREAKDOWN STRUCTURE

A hierarchical representation of resources by category and type.
Categories include but are not limited to labor, material, equipment, and supplies.
Type include the skill level, grade level, required certifications, or other information.

• Assumption log
313
9.2 Estimate Activity Resources Output
Resource Breakdown Structure
314
9.3 Acquire Resources
ACQUIRE RESOURCES
Is the process of obtaining team members, facilities, equipment, materials,
supplies, and other resources necessary to complete project work.
THE KEY BENEFIT

It outlines and guides the selection of resources and assigns
them to their respective activities.
This process is performed periodically throughout the project as needed.
315
The resources needed for the project can be internal or external to the project-performing
organization.
• Internal resources are acquired (assigned) from functional or resource managers.
• External resources are acquired through the procurement processes.
The project manager or project management team will be required to document the
impact of the unavailability of required resources in the project schedule, project budget,
project risks, project quality, training plans, and other project management plans
316
Legend:
9.3 Acquire Resources New Item

Project management plan (Resource Decision making (Multicriteria
14 8 Physical resource assignments 1
management plan) decision analysis)
Project management plan (Procurement Interpersonal and team skills
3 5 Project team assignments 1
management plan) (Negotiation)
Project management plan (Cost baseline) 7 Pre-assignment 1 Resource calendars 1
Project documents (Project schedule) 11 Virtual teams 2 Change requests 24
Project management plan updates (Resource

Project documents (Resource calendars) 7 6
management plan)
Project documents (Resource 8
requirements) baseline)
Project documents (Stakeholder register) 17 29
register)
Enterprise environmental factors 40 Project documents updates (Project schedule) 7

breakdown structure)
Project documents updates (Resource 3
requirements)
Project documents updates (Stakeholder 12

register)
Enterprise environmental factors updates 3
Organizational process assets updates 10
317
Data Flow Diagrams
318
9.3 Acquire Resources Input

• Procurement management plan
• Cost baseline
02
PROJECT DOCUMENTS
• Resource requirements
03
319
9.3 Acquire Resources Tools & Techniques
01 DECISION MAKING
Using a Multi-criteria decision analysis tool, criteria are developed and used to rate or
score potential ,The criteria are weighted according to their relative importance and values
can be changed for different types of resources.
Unique selection criteria that for team resources are:

• Experience: Verify that the team member has the relevant experience.
• Knowledge: Consider if the team member has relevant knowledge of the customer,
similar implemented projects, and nuances of the project environment.
• Skills: Determine if the team member has the relevant skills to use a project tool.
• Attitude: Determine if the team member has the ability to work with others as a cohesive
team.
• International factors: Consider team member location, time zone, and communication
capabilities.
320
02
INTERPERSONAL AND TEAM SKILLS
❖ Negotiate:
The project management team may need to negotiate with:
• Functional managers.
• Other project management teams.
• External organizations and suppliers.
03 PRE-ASSIGNMENT
When physical or team resources for a project are determined in advance, they are
considered pre-assigned. (when resources being identified as part of a competitive
proposal, or if the project is dependent upon the expertise of particular persons).
321
04 VIRTUAL TEAMS
Virtual teams can be defined as groups of people with a shared goal who fulfill their roles
with little or no time spent meeting face to face.
The availability of communication technology has made virtual teams feasible. The virtual
team model makes it possible to:
• Form teams of people who live in widespread geographic areas.
• Add special expertise.
• Work from home offices.
• Form teams of people who work different shifts, hours, or days.
• Include people with mobility limitations or disabilities.
• Move forward with projects that would have been held or canceled due to travel
expenses.
• Save the expense of offices and all physical equipment.
322
9.3 Acquire Resources Output
01 PHYSICAL RESOURCE ASSIGNMENTS

Documentation of the physical resource assignments records the material, equipment,
supplies, locations, and other physical resources that will be used during the project.
02 PROJECT TEAM ASSIGNMENTS

Documentation of team assignments records the team members and their roles and
responsibilities for the project.
03 RESOURCE CALENDARS
Identifies the working days, shifts, start and end of normal business hours, weekends,
and public holidays when each specific resource is available.
Also specify when and for how long identified team and physical resources will be
available during the project.
04 CHANGE REQUESTS
323
9.3 Acquire Resources Output
• Resource management plan.
• Cost baseline.

• Resource breakdown structure.
• Resource requirements.
• Risk register.
07 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES

• Resource availability within the organization.
• Amount of the organization’s consumable resources that have been used.
08 ORGANIZATIONAL PROCESS ASSETS UPDATES

Include updates to documentation related to acquiring, assigning and allocating resources.
324
9.4 Develop Team
DEVELOP TEAM
is the process of improving competencies, team member interaction,
and the overall team environment to enhance project performance.
THE KEY BENEFIT

it results in improved teamwork, enhanced interpersonal
skills and competencies, motivated employees, reduced
attrition, and improved overall project performance.
This process is performed periodically throughout the project as needed
325
9.4 Develop Team
The Tuckman Model
326
Legend:
9.4 Develop Team New Item

Project management plan (Resource 14 Colocation 1 Team performance assessments 1
management plan)
Project documents (Lessons learned 27 Virtual teams 2 Change requests 24
register)
Project documents (Project schedule) 11 Communication technology 3 6
(Resource management plan)
Project documents (Project team 7
assignments) management) learned register)
Interpersonal and team skills Project documents updates (Project
Project documents (Resource calendars) 7 4 7
(Influencing) schedule)
Interpersonal and team skills Project documents updates (Project
Project documents (Team charter) 2 1 4
(Motivation) team assignments)
Interpersonal and team skills Project documents updates (Resource
Enterprise environmental factors 40 5 3
(Negotiation) calendars)
Interpersonal and team skills (Team Project documents updates (Team
Organizational process assets 47 1 1
building) charter)
Recognition and rewards 1 Enterprise environmental factors updates 3
Training 1 Organizational process assets updates 10
Individual and team assessments 1
Meetings 28
327
9.4 Develop Team
Data Flow Diagrams
328
9.4 Develop Team Input

• Team charter
329
9.4 Develop Team Tools & Techniques
01 COLOCATION: 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.
02 VIRTUAL TEAMS
03 COMMUNICATION TECHNOLOGY
• Shared portal.
• Conferencing.
• Audio conferencing.
• Email/chat..

• Influencing: Reach agreements while maintaining mutual trust.
• Motivation: Providing a reason for someone to act.
• Negotiation.
• Team building: Conducting activities that enhance the team’s social relations and build a collaborative
and cooperative working environment.
330
9.4 Develop Team Tools & Techniques
05 RECOGNITION AND REWARDS

• Involves recognizing and rewarding desirable behavior.
• Rewards will be effective only if they satisfy a need that is valued by that individual.
• Reward decisions are made, formally or informally,
06 TRAINING
Includes all activities designed to enhance the competencies of the project team members.
Can be formal or informal.
07 INDIVIDUAL AND TEAM ASSESSMENTS

Give the project manager and the project team insight into areas of strengths and weaknesses.
Help project managers assess team members’ preferences, aspirations, how they make decisions,
08 MEETINGS
331
9.4 Develop Team Output
01 TEAM PERFORMANCE ASSESSMENTS
As a result of conducting an evaluation of the project management team Project
Manager can:
identify the specific training, coaching, mentoring, assistance, or changes required to
improve the team’s performance.
02 CHANGE REQUESTS

05 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES
• Employee development plan records
• Skill assessments
332
9.5 MANAGE TEAM
MANAGE TEAM
Is the process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize
project performance.
THE KEY BENEFIT

It influences team behavior, manages conflict, and resolves issues.
This process is performed throughout the project as needed.
333
Legend:
New Item
9.5 MANAGE TEAM Already Explained Item

Project management plan (Resource Interpersonal and team skills (Conflict
14 6 Change requests 24
management plan) management)
Interpersonal and team skills (Decision Project management plan updates
Project documents (Issue log) 12 1 6
making) (Resource management plan)
Interpersonal and team skills (Emotional 1
register) intelligence) (Schedule baseline)
Project documents (Project team Project management plan updates
7 Interpersonal and team skills (Influencing) 4 12
assignments) (Cost baseline)
Project documents (Team charter) 2 Interpersonal and team skills (Leadership) 3 14
log)
Work performance reports 4 Project management information system 12 29
learned register)
Team performance assessments 1 4
team assignments)
updates
334
9.5 MANAGE TEAM
Data Flow Diagrams
335
9.5 MANAGE TEAM Input

02
PROJECT DOCUMENTS
• Issue log
• Team charter
03
WORK PERFORMANCE REPORTS
04
TEAM PERFORMANCE ASSESSMENTS

336
9.5 MANAGE TEAM Tools & Techniques
01
Conflict Management.
Sources of conflict include :
• Scarce resources.
• Scheduling priorities.
• Personal work styles.
Team ground rules, group norms, solid project management practices, and
successful conflict management results in greater productivity and

positive working relationships.
337
Five general techniques for resolving conflict

Compromise ‫التوافق‬ Force/ direct. ‫التوجيه‬/‫اإلجبار‬
Searching for solutions that bring some Pushing one’s viewpoint at the
degree of satisfaction to all parties, expense of others, Win/Lose.
Lose-Lose
Compromise/
reconcile. Force/
Accommodate ‫التسوية‬ direct.
Emphasizing areas of agreement
Smooth/ Collaborate ‫حل المشكلة‬/‫التعاون‬
accommodate Incorporating multiple
rather than areas of difference
Collaborate/ viewpoints and insights from
problem solve.
differing perspectives,
Avoid ‫تجنب‬
Withdraw/ Win-Win.
Postponing the issue to be better
prepared or to be resolved by avoid
others.
338
• Decision making.
Involves the ability to negotiate and influence the organization and the project
management team.
• Emotional intelligence.
Emotional intelligence is the ability to identify, assess, and manage the personal
emotions of oneself and other people, as well as the collective emotions of groups of
people.
The 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.
339
Influencing.
Because project managers often have little or no direct authority over team members in
a matrix environment, their ability to influence stakeholders on a timely basis is critical
to project success.
Leadership. is the ability to lead a team and inspire them to do their jobs well.
Leadership is important through all phases of the project life cycle.
02 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
340
9.5 MANAGE TEAM Output
01 CHANGE REQUESTS
02
• Cost baseline

• Issue log
04
ENTERPRISE ENVIRONMENTAL FACTORS UPDATES
341
CONTROL RESOURCES
Is the process of ensuring that the physical resources assigned and
allocated to the project are available as planned, as well as
monitoring the planned versus actual utilization of resources and
taking corrective action as necessary.
THE KEY BENEFIT

To ensuring that the assigned resources are available to the
project at the right time and in the right place and are
released when no longer needed.
This process is performed throughout the project as needed
342
Legend:
New Item
9.6 Control Resources Already Explained Item

Project management plan (Resource 14 Data analysis (Alternatives analysis) 13 Work performance information 10
management plan)
Project documents (Issue log) 12 Data analysis (Cost-benefit analysis) 5 Change requests 24
Project documents (Lessons learned Project management plan updates

27 Data analysis (Performance reviews) 4 6
register) (Resource management plan)
Project documents (Physical resource Project management plan updates
assignments) (Schedule baseline)
Project documents (Project schedule) 11 Problem solving 2 12
baseline)
Interpersonal and team skills 5
Project documents updates (Assumption 17
breakdown structure) (Negotiation) log)
Project documents (Resource 8 Interpersonal and team skills (Influencing) 4 Project documents updates (Issue log) 14
requirements)
Project documents (Risk register) 22 Project management information system 12 29
learned register)
Project documents updates (Physical
resource assignments)
Agreements 11 2
breakdown structure)
Organizational process assets 47 Project documents updates (Risk register) 23
343
Data Flow Diagrams
344
9.6 Control Resources Input

• Issue log
• Physical resource assignments
• Resource requirements
• Risk register
03 WORK PERFORMANCE DATA
04 AGREEMENTS
345
9.6 Control Resources Tools & Techniques
01 DATA ANALYSIS
• Cost-benefit analysis
• Performance reviews. compare, and analyze planned resource utilization to actual
resource utilization.
• Trend analysis. examines project performance over time and can be used to
determine whether performance is improving or deteriorating.
02
PROBLEM SOLVING
The project manager should use methodical steps to deal with problem solving,
1. Identify the problem. Specify the problem.
2. Define the problem. Break it into smaller, manageable problems.
3. Investigate. Collect data.
4. Analyze. Find the root cause of the problem.
5. Solve. Choose the suitable solution from a variety of available ones.
6. Check the solution. Determine if the problem has been fixed.
346
9.6 Control Resources Tools & Techniques
03
sometimes known as “soft skills,” include:
• Negotiation.
• Influencing.
04
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
347
9.6 Control Resources Output
02 CHANGE REQUESTS

• Cost baseline

• Assumption log
• Issue log
• Physical resource assignments
• Risk register
348
10. PROJECT
COMMUNICATIONS
MANAGEMENT
Presented by :
Abdulfattah Ajlan
349
Project Communications Management
What is a Project Communications Management?

Includes the processes necessary to ensure that the
information needs of the project and its stakeholders are met
through development of artifacts and implementation of
activities designed to achieve effective information exchange
Consists of two parts

The first part is developing a strategy to ensure
communication is effective for stakeholders.
The second part is carrying out the activities necessary to
implement the communication strategy
350
Key concepts for project communication management
Project managers spend most of their time communicating with team members and other
project stakeholders, both internal (at all organizational levels) and external to the organization
Communication is the exchange of information,

intended or involuntary. The information
exchanged can be in the form of ideas,
instructions, or emotions.
Information can be sent or received, either through

communication activities, such as meetings and
presentations, or artifacts, such as emails, social
media, project reports, or project documentation.
351
Mechanisms of exchange Information
➢ Written form. Either physical or electronic. 01 02
➢ Spoken. Either face-to-face or remote. 03 04
➢ Formal or informal (as in formal papers or social media).

➢ Through gestures. Tone of voice and facial expressions.
➢ Through media. Pictures, actions, or even just the choice of words.
352
Dimensions of communications
➢ Internal & External
➢ Formal & Informal
➢ Hierarchical focus
▪ Upward: Senior management
▪ Downward: The team
▪ Horizontal: Peers of the project manager or team
➢ Official & Unofficial
➢ Written & Oral.
353
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
10.1 Plan communication management
Is the process of developing an appropriate approach and plan for

project communications activities based on the information needs of
each stakeholder or group, available organizational assets, and the
needs of the project.
The key benefit of this process is a documented approach to

effectively and efficiently engage stakeholders by presenting
relevant information in a timely manner.
355
Legend:
New Item
10.1 Plan communication management Already Explained Item

Project charter 14 Expert judgment 35 Communications management plan 1
Project management plan (Resource Project management plan updates

14 Communication requirements analysis 1 6
management plan) (Stakeholder engagement plan)
Project management plan (Stakeholder Project documents updates (Project
8 Communication technology 3 7
engagement plan) schedule)
13 Communication models 1 12
documentation) (Stakeholder register)
Project documents (Stakeholder register) 17 Communication methods 2

(Communication styles assessment)
Interpersonal and team skills (Political
awareness)
Interpersonal and team skills (Cultural 4
awareness)
Data representation (Stakeholder 4
engagement assessment matrix)
Meetings 28
356
10.1 Plan communication management
Data Flow Diagrams
357
10.1 Plan communication management Input:
01
Project charter

05
358
10.1 Plan communication management Tools & Techniques
01 Expert judgment
02
Communication requirements analysis
Determines the information needed by the project stakeholders.
Sources of project communication requirements:
• Stakeholder register and stakeholder engagement plan
• Number of potential communication channels
(one-to-one, one-to-many, and many-to-many).
• Organizational charts;
• Stakeholder responsibility, relationships, and interdependencies;
• Development approach;
• Disciplines, departments, and specialties involved in the project;
• Logistics of how many stakholders and their locations;
• Internal and External information
• Legal requirements.
359
03
Communication technology
The methods used to transfer information among stakeholders.
Factors affect the choice of communication technology

• Urgency of the need for information.
• Availability and reliability of technology.
• Ease of use.
• Project environment.
• Sensitivity and confidentiality of the information.
360
04
Communication models
Sample basic sender/receiver communication model.
Sample interactive communication model
361
05 Communication Method
• Interactive communication: like Telephone call with feedback required.
• Push communication: Like sending an email.
• Pull communication: Like downloading a report from server or cloud folder.

• Communication styles assessment:
A technique to identify the preferred communication method, format, and
content for stakeholders for planned communication activities.
• Political awareness
• Cultural awareness
07 Data representation
• Stakeholder engagement assessment matrix (Stakeholder)
08 Meetings
362
Data representation (Stakeholder engagement assessment matrix)
C= Current Status D= Desired Status
363
10.1 Plan communication management Output:
01 Communications management plan

Describes how project communications will be planned, structured,
implemented, and monitored for effectiveness
02

364
Legend:
New Item
10.2 Manage Communications Already Explained Item

Project management plan (Resource 14 Communication technology 3 Project communications 1
management plan)
Project management plan Project management plan updates
7 Communication methods 2 6
(Communications management plan) (Communications management plan)
Project management plan (Stakeholder Project management plan updates
8 Communication skills (Communication competence) 1 6
engagement plan) (Stakeholder engagement plan)
Project documents (Change log) 6 Communication skills (Feedback) 3 Project documents updates (Issue log) 14

Project documents (Issue log) 12 Communication skills (Nonverbal) 1 29
learned register)
Project documents (Lessons learned Project documents updates (Project
27 Communication skills (Presentations) 2 7
register) schedule)
Project documents (Quality reports) 5 Project management information system 12 Project documents updates (Risk register) 23

Project documents (Risk report) 10 Project reporting 1 12
register)
Project documents (Stakeholder 17 Interpersonal and team skills (Active listening) 3 Organizational process assets updates 10
register)
Work performance reports 4 Interpersonal and team skills (Conflict management) 6
Enterprise environmental factors 40 Interpersonal and team skills (Cultural awareness) 4
Organizational process assets 47 Interpersonal and team skills (Meeting management) 3
Interpersonal and team skills (Networking) 3
Interpersonal and team skills (Political awareness) 5
Meetings 28
365
10.2 Manage Communications
Data Flow Diagrams
366
10.2 Manage Communications Input:

• Communications management plan
• Change log • Lessons learned register
• Issue log • Quality report
• Risk report • Stakeholder register
03 Work performance reports
367
10.2 Manage Communications Tools & Techniques
01
Communication technology
02
Communication methods
03
Communication skills
• Communication competence: a combination of tailored communication skills.
• Feedback: is information about reactions to communications.
• Nonverbal: body language, tone of voice, and facial expressions
• Presentations: formal delivery of information and/or documentation.
04
Project management information system
05
Project reporting: is the act of collecting and distributing project information
368
10.2 Manage Communications Tools & Techniques
06
• Active listening
• Cultural awareness
• Meeting management
• Networking
• Political awareness
07
Meetings
369
10.2 Manage Communications Output:
01
Project communications
02
03
• Issue log
• Risk register
04
Organizational process assets updates
370
Legend:
New Item
10.3 Monitor Communications Already Explained Item

Project management plan (Resource 14 Expert judgment 35 Work performance information 10
management plan)
Project management plan 7 Project management information system 12 Change requests 24
(Communications management plan)
Project management plan (Stakeholder 8
Data representation (Stakeholder 4
engagement plan) engagement assessment matrix) (Communications management plan)
Interpersonal and team skills Project management plan updates
(Observation/conversation) (Stakeholder engagement plan)
Project documents (Lessons learned Project documents updates (Issue
27 Meetings 28 14
register) log)
communications) learned register)
Why “Monitor”?! 371

10.3 Monitor Communications
Data Flow Diagrams
372
10.3 Monitor Communications Input:

• Issue log
• Project communications
03 Work performance data
05
373
10.3 Monitor Communications Tools & Techniques
01 Expert judgment
02 Project management information system
03 Data representation
• Stakeholder engagement assessment matrix
• Observation/conversation
05 Meetings
374
10.3 Monitor Communications Output:
02
Change requests
03

• Issue log
375
11. PROJECT
RISK MANAGEMENT
Presented by :
Abdulfattah Ajlan
What is The objectives of project risk management?!
Project Risk Management
Project Risk Management includes the processes of

conducting risk management planning, identification, analysis,
response planning, response implementation, and monitoring
risk on a project.
The objectives of project risk management are to

increase the probability and/or impact of positive risks and to
decrease the probability and/or impact of negative risks,
in order to optimize the chances of project success.
377
Key concepts for Project Risk Management
• Project Risk Management processes address two levels of risk in projects:
o Individual project risk: uncertain event that, if it occurs, has a positive or

negative effect on one or more project objectives.
o Overall project risk: uncertain event on the project as a whole, affect the
project outcome, both positive or negative.
• Risk thresholds express the degree of acceptable variation around a project

objective.
• Project team needs to know what level of risk exposure is acceptable in

pursuit of the project objectives. (Risk thresholds).
378
Key concepts for Project Risk Management
The organization accept

award risky urgent project
(may subjected to loss
profit)
The organization allow

the schedule and cost
slippage 5% to 10%
The organization can't

accept risk with impact
more than 50,000 SR
379
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS
High-variability environments, by definition, incur more

uncertainty and risk. How to address it?
PM using adaptive approaches Have to accelerate knowledge

sharing to ensure that risk is understood and managed.
Risk is considered when selecting the content of each iteration,

and risks will also be identified, analyzed, and managed during
each iteration.
Work may be re-prioritized as the project progressing, based on

an improved understanding of current risk exposure.
381
Legend:
11.1 Plan Risk Management New Item

Project charter 14 Expert judgment 35 Risk management plan 1
Project management plan (All 3 Data analysis (Stakeholder analysis) 3

components)
Project documents (Stakeholder register) 17 Meetings 28
382
Data Flow Diagrams
383
11.1 Plan Risk Management Input
01 PROJECT CHARTER

• All components
384
11.1 Plan Risk Management Tools & Techniques
01
EXPERT JUDGMENT
02 DATA ANALYSIS
03 Meetings
33
%
95
%
95
%
385
11.1 Plan Risk Management Output
01 RISK MANAGEMENT PLAN

Describes how risk management activities will be structured and performed.
Risk strategy. general approach to managing risk on this project.
Methodology. specific approaches, tools, and data sources that will be used to
perform risk management on the project.
Roles and responsibilities. The risk management team for each activity and their
responsibilities.
Funding. The funds needed to perform activities related to Project Risk Management
Timing. When the Project Risk Management processes will be performed.
Risk categories. Grouping individual project risks using a risk breakdown structure
(RBS).
386
Risk categories.
Risk Breakdown Structure
(RBS)
387
Stakeholder risk appetite. The risk appetites of key stakeholders on the project are recorded
in the risk management plan, as they inform the details of the Plan Risk Management process
stakeholder risk appetite should be expressed as measurable risk thresholds
Definitions of risk probability and impacts. used to evaluate both threats and opportunities
by interpreting the impact definitions as negative for threats (delay, additional cost, and
performance shortfall) and positive for opportunities (reduced time or cost, and performance
enhancement).
388
Probability and impact matrix. Opportunities and threats are represented in a common probability
and impact matrix using positive definitions of impact for opportunities and negative impact definitions
for threats. Where numeric values are used, these can be multiplied to give a probability-impact score
for each risk,
389
Reporting formats. Reporting formats define how the outcomes of the Project Risk
Management process will be documented, analyzed, and communicated.
Tracking. Tracking documents:

How risk activities will be recorded and
How risk management processes will be audited.
390
Legend:
11.2 Identify Risks New Item

Project management plan (Requirements management plan) 7 Expert judgment 35 Risk register 1
Project management plan (Schedule management plan) 7 Data gathering (Brainstorming) 6 Risk report 1
Project documents updates (Assumption

Project management plan (Cost management plan) 4 Data gathering (Checklists) 4 17
log)
Project management plan (Quality management plan) 7 Data gathering (Interviews) 8 Project documents updates (Issue log) 14

Project management plan (Resource management plan) 14 Data analysis (Root cause analysis) 6 29
learned register)
Data analysis (Assumption and
Project management plan (Risk management plan) 12 2
constraint analysis)
Project management plan (Scope baseline) 16 Data analysis (SWOT analysis) 1
Project management plan (Schedule baseline) 5 Data analysis (Document analysis) 5

Project management plan (Cost baseline) 7 9
(Facilitation)
Project documents (Assumption log) 14 Prompt lists 1
Project documents (Cost estimates) 4 Meetings 28
Project documents (Duration estimates) 3
Project documents (Issue log) 12
Project documents (Lessons learned register) 27
Project documents (Requirements documentation) 13
Project documents (Resource requirements) 8
Agreements 11

391
11.2 Identify Risks
Data Flow Diagrams
392
11.2 Identify Risks Input
• Requirements management plan • Risk management plan
• Schedule management plan • Scope baseline
• Cost management plan • Schedule baseline
• Quality management plan • Cost baseline
• Assumption log • Lessons learned register
• Cost estimates • Requirements documentation
• Duration estimates • Resource requirements
• Issue log • Stakeholder register
03
AGREEMENTS
04 PROCUREMENT DOCUMENTATION
06 ORGANIZATIONAL PROCESS ASSETS 393

11.2 Identify Risks Tools & Techniques
01 EXPERT JUDGMENT
02 DATA GATHERING
• Brainstorming. to obtain a comprehensive list of individual project risks and sources of
overall project risk.
• Checklists. developed based on historical information and knowledge that has been
accumulated from similar projects and from other sources of information.
• Interviews. interviewing experienced participants, stakeholders, and subject matter
experts to identify risks
03 DATA ANALYSIS
• Root cause analysis. to discover the underlying causes that lead to a problem, and
develop preventive action.
• Assumption and constraint analysis. To explores the validity of assumptions and
constraints to determine which pose a risk to the project
33%
• SWOT analysis. examines the project from each of the strengths, weaknesses,
opportunities, and threats (SWOT) perspectives.
• Document analysis.
95%
95
394
395
395
11.2 Identify Risks Tools & Techniques
04 INTERPERSONAL AND TEAM SKILLS (Facilitation)
05
PROMPT LISTS
A prompt list is a predetermined list of risk categories that might give rise to individual
project risks and that could also act as sources of overall project risk.
common strategic frameworks for identifying sources of overall project risk
• PESTLE (political, economic, social, technological, legal, environmental),
• TECOP (technical, environmental, commercial, operational, political), or
• VUCA (volatility, uncertainty, complexity, ambiguity).
06 MEETINGS
33
(often called a risk workshop).
%
95
%
396
11.2 Identify Risks Output
01 RISK REGISTER
The risk register captures details of identified individual project risks. include :
• List of identified risks.
• Potential risk owners.
• List of potential risk responses.
It is continuously reviewed throughout the project.
02 RISK REPORT:
Presents information on sources of overall project risk, together with summary information
on identified individual project risks.
03
• Assumption log.
• Issue log..
397
11.2 Identify Risks Output
Risk Register
398
11.3 Perform Qualitative Risk Analysis Legend:
New Item

Project management plan (Risk Project documents updates
12 Expert judgment 35 17
management plan) (Assumption log)
Project documents (Assumption log) 14 Data gathering (Interviews) 8 14
log)
Data analysis (Risk data quality Project documents updates (Risk
Project documents (Risk register) 22 1 23
assessment) register)
Data analysis (Risk probability and impact Project documents updates (Risk
Project documents (Stakeholder register) 17 1 5
assessment) report)
Data analysis (Assessment of other risk
parameters)
Organizational process assets 47 Interpersonal and team skills (Facilitation) 9
Risk categorization 1
Data representation (Probability and impact 1

matrix)
Data representation (Hierarchical charts) 2
Meetings 28
399
Data Flow Diagrams
400
11.3 Perform Qualitative Risk Analysis Input

• Assumption log
• Risk register
401
11.3 Perform Qualitative Risk Analysis Tools & Techniques
01 EXPERT JUDGMENT
02
DATA GATHERING
03 DATA ANALYSIS
Risk data quality assessment: evaluates the degree to which the data about individual
project risks is accurate and reliable as a basis for qualitative risk analysis.
Risk probability and impact assessment: considers the likelihood that a specific risk
will occur and considers the potential effect on project objectives ( schedule, cost, quality,
or performance). Impacts will be negative for threats and positive for opportunities.
33
%
95
%
402
Assessment of other risk parameters.
Consider other characteristics of risk, like:
• Urgency. The period of time within which a response to the risk is to be implemented in order to be
effective. (A short period indicates high urgency.) (Ex. Storms lead to Power Outage)
• Proximity. The period of time before the risk might have an impact on one or more project
objectives. (A short period indicates high proximity.) (Ex. Delay order).
• Dormancy. The period of time that may elapse after a risk has occurred before its impact is
discovered. (A short period indicates low dormancy.) (Ex. Quit of quality employee).
• Manageability. The ease with which the risk owner can manage the occurrence or impact of risk.
• Detectability. The ease with which the results of the risk occurring, or being about to occur, can be
detected and recognized.
• Controllability. The degree to which the risk owner is able to control the risk’s outcome.
• Connectivity. The extent to which the risk is related to other individual project risks.
• Strategic impact. The potential for the risk to have a positive or negative effect on the
organization’s strategic goals
• Propinquity. The degree to which a risk is perceived to matter by one or more stakeholders. Where
a risk is perceived as very significant, propinquity is high.
403
04 INTERPERSONAL AND TEAM SKILLS (Facilitation)
05 RISK CATEGORIZATION
Risks to the project can be categorized by sources of risk (RBS); or other useful categories
(e.g., project phase, project budget, and roles and responsibilities)
✓ 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
✓ Hierarchical Charts
Where risks have been categorized using more than two parameters.
Ex: Bubble chart which displays three dimensions of data, where each risk is plotted
(bubble), and the three parameters are represented by the x-axis value, the y-axis value,
and the bubble size. 33
%
07 MEETINGS
95
%
404
Probability and impact matrix 33

%
95
%
405
33
%
95
%
406
11.3 Perform Qualitative Risk Analysis Output

• Assumption log
• Issue log
• Risk register
• Risk report
407
Legend:
11.4 Perform Quantitative Risk Analysis New Item

Project management plan (Risk Project documents updates (Risk
12 Expert judgment 35 5
management plan) report)
Project management plan (Scope baseline) 16 Data gathering (Interviews) 8
Project management plan (Schedule 5 Interpersonal and team skills (Facilitation) 9

baseline)
Project management plan (Cost baseline) 7 Representations of uncertainty 1
Project documents (Assumption log) 14 Data analysis (Simulation) 2
Project documents (Basis of estimates) 6 Data analysis (Sensitivity analysis) 1
Project documents (Cost estimates) 4 Data analysis (Decision tree analysis) 1
Project documents (Cost forecasts) 2 Data analysis (Influence diagrams) 1
Project documents (Duration estimates) 3

requirements)
Project documents (Schedule forecasts) 2
408
Data Flow Diagrams
409
11.4 Perform Quantitative Risk Analysis Input
• Risk management plan • Schedule baseline
• Scope baseline • Cost baseline
02
PROJECT DOCUMENTS
• Assumption log • Milestone list
• Basis of estimates • Resource requirements
• Cost estimates • Risk register
• Cost forecasts • Risk report
• Duration estimates • Schedule forecasts
04
410
11.4 Perform Quantitative Risk Analysis Tools & Techniques
01 EXPERT JUDGMENT
02 DATA GATHERING
04 REPRESENTATIONS OF UNCERTAINTY
Representations of an individual project’s risks, such as time, cost, or other resources.
This may take several forms. triangular, normal, lognormal, beta, uniform, or discrete distributions.
Care should be taken when selecting an appropriate probability distribution to reflect the range of
possible values for the planned activity.
05 DATA ANALYSIS
Simulation. Simulates the combined effects of individual project risks and other sources of
uncertainty to evaluate their potential impact on achieving project objectives performed using a
Monte Carlo analysis. (EX. Impact Covid-19 on schedule and cost of project), studying the 95
probability of complete the project within specific time and cost) %
411
Influence diagrams. represents a project or situation within the project as a set of entities,
outcomes, and influences, together with the relationships and effects between them.
412
Sensitivity analysis. Helps to determine which individual project risks or other

sources of uncertainty have the most potential impact on project outcomes.
TORNADO DIAGRAM
33
%
95
%
413
Decision tree analysis. used to support selection of the best of several

alternative courses of action.
Failure: 35% Probability
Setup Cost= $ 200,000 and $ 120,000 impact
Prototype
A company is trying
to determine if
Expected Monetary Value : P * I Pass: No Impact
prototyping is worth
while on the project
Prototype: Setup Cost = $ 0 Failure: 70% Probability

35% * 120,000= 42,000 And $ 450,000 impact
42,000 +200,000 = 242,000 Do not
prototype
Do Not Prototype: Pass: No Impact

70% * 450,000 = 315,000
414
11.4 Perform Quantitative Risk Analysis Output
01 PROJECT DOCUMENTS UPDATES (Risk report)

• Assessment of overall project risk exposure
• Detailed probabilistic analysis of the project.
• Prioritized list of individual project risks.
• Trends in quantitative risk analysis results.
• Recommended risk responses.
415
Legend:
11.5 Plan Risk Responses New Item

Project management plan (Resource 14 Expert judgment 35 Change requests 24
management plan)
Project management plan (Risk Project management plan updates (Schedule
12 Data gathering (Interviews) 8 3
management plan) management plan)
Project management plan (Cost Project management plan updates (Cost management
7 Interpersonal and team skills (Facilitation) 9 2
baseline) plan)
Project documents (Lessons learned Project management plan updates (Quality management
27 Strategies for threats 1 4
register) plan)
Project management plan updates (Resource
Project documents (Project schedule) 11 Strategies for opportunities 1 6
management plan)
Project documents (Project team Project management plan updates (Procurement
7 Contingent response strategies 1 3
assignments) management plan)
Project documents (Resource 7 Strategies for overall project risk 1 Project management plan updates (Scope baseline) 5
calendars)
Project documents (Risk register) 22 Data analysis (Alternatives analysis) 13 Project management plan updates (Schedule baseline) 9
Project documents (Risk report) 10 Data analysis (Cost-benefit analysis) 5 Project management plan updates (Cost baseline) 12
Project documents (Stakeholder Decision making (Multicriteria decision

17 8 Project documents updates (Assumption log) 17
register) analysis)
Enterprise environmental factors 40 Project documents updates (Cost forecasts) 2
Organizational process assets 47 Project documents updates (Lessons learned register) 29
Project documents updates (Project schedule) 7
Project documents updates (Project team assignments) 4
Project documents updates (Risk report) 5

416
Data Flow Diagrams
417
11.5 Plan Risk Responses Input
• Cost baseline
• Lessons learned register • Risk register
• Project schedule • Risk report
• Project team assignments • Stakeholder register
04
418
11.5 Plan Risk Responses Tools & Techniques
01 EXPERT JUDGMENT
02
DATA GATHERING
04 STRATEGIES FOR THREATS

1. Escalate. appropriate when a threat is outside the scope of the project. PM determines who should
be notified about the threat and communicates the details to it.
2. Avoid. when the project team acts to eliminate the threat or protect the project from its impact.
appropriate for high-priority threats with a high probability of occurrence and a large negative impact.
Like changing the project plan.
3. Transfer. shifting ownership of a threat to a third party to manage the risk. Like insurance
4. Mitigate. action is taken to reduce the probability of occurrence and/or impact of a threat. Like
dealing with professional supplier.
5. Accept. acknowledges the existence of a threat, but no proactive action is taken, appropriate for low-
priority threats. Like using the contingency reserved.
419
05 STRATEGIES FOR OPPORTUNITIES
1. Escalate.
2. Exploit. The exploit strategy may be selected for high-priority opportunities where the organization
wants to ensure that the opportunity is realized. by ensuring that it definitely happens, increasing the
probability of occurrence to 100%. Like using new technology to reduce cost and duration.
3. Share. Sharing involves transferring ownership of an opportunity to a third party so that it shares
some of the benefit if the opportunity occurs. Like joint-venture between companies.
4. Enhance. used to increase the probability and/or impact of an opportunity. Like add more resources
to activity to finish it early.
5. Accept. Accepting an opportunity acknowledges its existence but no proactive action is taken. This
strategy may be appropriate for low-priority opportunities.
06 CONTINGENT RESPONSE STRATEGIES

It is appropriate for the project team to make a response plan that will only be executed under certain
predefined conditions.
420
07 STRATEGIES FOR OVERALL PROJECT RISK

1. Escalate
2. Avoid / Exploit
3. Transfer / Share.
4. Mitigate / Enhance.
5. Accept
08 DATA ANALYSIS
• Cost-benefit analysis.
09 DECISION MAKING
421
11.5 Plan Risk Responses Output
01 CHANGE REQUESTS
02
• Schedule management plan • Procurement management plan
• Cost management plan • Scope baseline
• Quality management plan • Schedule baseline
• Resource management plan • Cost baseline

• Assumption log • Project team assignments
• Cost forecasts • Risk register
• Lessons learned register • Risk report
422
Legend:
11.6 Implement Risk Responses New Item

Project management plan (Risk 12 Expert judgment 35 Change requests 24
management plan)
Project documents (Lessons learned Project documents updates (Issue
27 Interpersonal and team skills (Influencing) 4 14
register) log)
Project documents (Risk register) 22 Project management information system 12 29
learned register)
Project documents (Risk report) 10 4
team assignments)
register)
Project documents updates (Risk 5
report)
423
11.6 Implement Risk Responses
Data Flow Diagrams
424
11.6 Implement Risk Responses Input
02
PROJECT DOCUMENTS
• Risk register
• Risk report
425
11.6 Implement Risk Responses Tools & Techniques
01 EXPERT JUDGMENT

• Influencing
03 PROJECT MANAGEMENT INFORMATION SYSTEM
33
%
95
%
95
%
426
11.6 Implement Risk Responses Output
01
CHANGE REQUESTS

• Issue log
• Risk register
• Risk report
427
Legend:
11.7 Monitor Risks New Item

Project management plan (Risk Data analysis (Technical performance
12 1 Work performance information 10
management plan) analysis)
Project documents (Issue log) 12 Data analysis (Reserve analysis) 5 Change requests 24
Project documents (Lessons learned Project management plan updates (Any

27 Audits 3 5
register) component)
Project documents (Risk register) 22 Meetings 28 Project documents updates (Assumption log) 17
Project documents (Risk report) 10 Project documents updates (Issue log) 14

learned register)
Work performance reports 4 Project documents updates (Risk register) 23
Project documents updates (Risk report) 5
428
11.7 Monitor Risks
Data Flow Diagrams
429
11.7 Monitor Risks Input

02
PROJECT DOCUMENTS
• Issue log
• Risk register
• Risk report
04 WORK PERFORMANCE REPORTS
430
11.7 Monitor Risks Tools & Techniques
01
DATA ANALYSIS
• Technical performance analysis. compares technical accomplishments

during project execution to the schedule of technical achievement.
• Reserve analysis. compares the amount of the contingency reserves

remaining to the amount of risk remaining to determine if the remaining
reserve is adequate.
02 AUDITS
Effectiveness of the risk management process & reasons of risk occurrence 33
%
03 MEETINGS 95
%
95
%
431
11.7 Monitor Risks Output

Change requests

• Any component

• Assumption log
• Issue log
• Risk register
• Risk report
04
ORGANIZATIONAL PROCESS ASSETS UPDATES
432
12. PROJECT
PROCUREMENT
MANAGEMENT
Presented by :
Abdulfattah Ajlan
433
PROJECT
PROCUREMENT
MANAGEMENT
Project Procurement Management

Includes the processes necessary to purchase or acquire
products, services, or results needed from outside the
project team.
Buyer Seller
Project Procurement . Includes the management and
control processes required to develop and administer
agreements such as contracts, purchase orders,
memoranda of agreements (MOAs), or internal service
level agreements (SLAs).
434
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Trends and emerging practices in Procurement Management
Logistics and supply chain management.

▪ Long-lead items may be procured in advance of other procurement contracts to meet the planned
project completion date.
▪ It is possible to begin contracting for these long-lead materials, supplies, or equipment before the
final design of the end product itself is completed based on the known requirements identified in the
top-level design.
Technology and stakeholder relations.

▪ Use of technology including webcams to improve stakeholder communications and relations.
▪ The progress on the project can be viewed on the Internet by all stakeholders.
▪ Video data can also be stored, allowing analysis if a claim arises.
Trial engagements.
▪ Some projects will engage several candidate sellers for initial deliverables and work products on a
paid basis before making the full commitment to a larger portion of the project scope.
▪ This accelerates momentum by allowing the buyer to evaluate potential partners, while
simultaneously making progress on project work.
436
Contracts Type
Firm Fixed Price Contracts (requirements are well defined)

Firm Fixed Price (FFP)
Fixed Price Incentive Fee (FPIF)
Fixed Price Economic Price Adjustment (FPEPA)
Cost Reimbursable Contracts (CR) (scope is expected to change significantly during the execution)
Cost Plus Fixed Fee (CPFF)
Cost Plus Incentive Fee Contracts (CPIF)
Cost Plus Award Fee Contracts (CAF)
Time and Material Contracts (T&M): (used for external staff hiring, acquisition of experts)
Marge of above two contracts types
437
Buyer Seller
Firm Fixed Price Time and Material Cost Reimbursable

Firm Fixed Price Fixed Price Incentive Fee Contracts Cost Plus Incentive Fee Cost Plus Fixed Fee
(FFP) (FPIF) (T&M) (CPIF) (CPFF)
Low Buyer Risk High
High Seller Risk Low

438
Legend:
12.1 Plan Procurement Management New Item

Project charter 14 Expert judgment 35 Procurement management plan 1
Business documents (Business case) 6 Data gathering (Market research) 1 Procurement strategy 1
Data analysis (Make-or-buy

Business documents (Benefits management plan) 5 1 Bid documents 1
analysis)
Project management plan (Scope management plan) 8 Source selection analysis 1 Procurement statement of work 1
Project management plan (Quality management plan) 7 Meetings 28 Source selection criteria 1
Project management plan (Resource management 14 Make-or-buy decisions 1

plan)
Project management plan (Scope baseline) 16 Independent cost estimates 1
Project documents (Milestone list) 9 Change requests 24

Project documents (Project team assignments) 7 29
learned register)
Project documents (Requirements documentation) 13 Project documents updates (Milestone list) 2

Project documents (Requirements traceability matrix) 7 7
documentation)
Project documents (Resource requirements) 8 7
Project documents (Risk register) 22 Project documents updates (Risk register) 23

register)
Enterprise environmental factors 40 Organizational process assets updates 10

439
Data Flow Diagrams
440
Typical procurement steps might be:

1. Prepare the procurement statement of work (SOW) or terms of reference (TOR).
2. Prepare a high-level cost estimate to determine the budget.
3. Advertise.
4. Identify a short list of qualified sellers.
5. Prepare and issue bid documents.
6. Prepare and submit proposals by the seller.
7. Conduct a technical evaluation of the proposals including quality.
8. Perform a cost evaluation of the proposals.
9. Prepare the final combined quality and cost evaluation to select the winning
proposal.
10. Finalize negotiations and sign contract between the buyer and the seller.
441
12.1 Plan Procurement Management Input
01 PROJECT CHARTER
02
BUSINESS DOCUMENTS
• Business case
• Benefits management plan

• Scope management plan • Resource management plan
• Quality management plan • Scope baseline.
04
PROJECT MANAGEMENT PLAN.
• Milestone list. • Resource requirements.
• Project team assignments. • Risk register.
• Requirements documentation. • Stakeholder register.

442
6.1 Plan Procurement Management Tools & Techniques
01 EXPERT JUDGMENT
02 DATA GATHERING
• Market research:
includes examination of industry and specific seller capabilities.
03 DATA ANALYSIS
• Make-or-buy analysis
04 SOURCE SELECTION ANALYSIS

• Least cost.
• Qualifications only.
• Quality-based/ highest technical proposal score.
• Quality and cost-based.
• Single source.
• Fixed budget.
05 Meeting
443
12.1 Plan Procurement Management Output
01 PROCUREMENT MANAGEMENT PLAN

02 PROCUREMENT STRATEGY
The objective of the procurement strategy is to determine:
1. Delivery methods: with Subcontracting, joint venture, turnkey, design build (DB), design bid
build (DBB), design build operate (DBO), build own operate transfer (BOOT)
2. Contract payment types: Fixed price – Cost plus - Incentives and awards.
3. Procurement phases: describe the phases and phase gate.
03 BID DOCUMENTS
Biding document can include:
o Request for information (RFI): is used when more information on the goods and services to be
acquired, needed from the sellers.
o Request for quotation (RFQ) : used when more information is needed on how vendors would
satisfy the requirements and/or how much it will cost.
o Request for proposal (RFP). is used when there is a problem in the project and the solution is
not easy to determine.
444
04 PROCUREMENT STATEMENT OF WORK (SOW)
• The SOW describes the procurement item in sufficient detail (specifications, quantity desired,
quality levels, performance data, period of performance, work location, and other requirements).
• The procurement SOW should be clear, complete, and concise.
• Terms of reference (TOR) is sometimes used when contracting for services.
• SOW or TOR typically includes these elements:

• Tasks the contractor is required to perform as well as specified coordination requirements;
• Standards the contractor will fulfill that are applicable to the project;
• Data that needs to be submitted for approval;
• Detailed list of all data and services that will be provided to the contractor by the buyer
• Definition of the schedule for initial submission and the review/approval time required.
05 SOURCE SELECTION CRITERIA
445
06 MAKE-OR-BUY DECISIONS
07 INDEPENDENT COST ESTIMATES

Developed either internally or by using external resources and provide a reasonableness check against
the proposals submitted by bidders.
08
CHANGE REQUESTS
09
PROJECT DOCUMENTS UPDATES.
• Lessons learned register. • Requirements traceability matrix.
• Milestone list. • Risk register.
• Requirements documentation. • Stakeholder register.
446
Legend:
12.2 Conduct Procurement Management New Item

PMP (Scope management plan) 8 Expert judgment 35 Selected sellers 1
PMP (Requirements management plan) 7 Advertising 1 Agreements 1
PMP (Communications management plan) 7 Bidder conferences 1 Change requests 24
PMP (Risk management plan) 12 Data analysis (Proposal evaluation) 1 PMP updates (Requirements management plan) 2

PMP (Procurement management plan) 3 5 PMP updates (Quality management plan) 4
(Negotiation)
PMP (Configuration management plan) 3 PMP updates (Communications management plan) 6
PMP (Cost baseline) 7 PMP updates (Risk management plan) 4
Project documents (Lessons learned register) 27 PMP updates (Procurement management plan) 3
Project documents (Project schedule) 11 PMP updates (Scope baseline) 5
Project documents (Requirements 13 PMP updates (Schedule baseline) 9

documentation)
Project documents (Risk register) 22 PMP updates (Cost baseline) 12

register)
Procurement documentation 4 7
documentation)
Seller proposals 1 7
Enterprise environmental factors 40 Project documents updates (Resource calendars) 3
Organizational process assets 47 Project documents updates (Risk register) 23
Project documents updates (Stakeholder register) 12
447
12.2 Conduct Procurement Management
Data Flow Diagrams
448
12.2 Conduct Procurement Management Input

• Scope management plan
• Procurement management plan
• Configuration management plan
• Cost baseline
02
PROJECT DOCUMENTS
• Project schedule.
• Risk register.
449
12.2 Conduct Procurement Management Input
03
PROCUREMENT DOCUMENTATION
• Bid documents.
• Procurement statement of work.
• Independent cost estimates.
• Source selection criteria.
04 SELLER PROPOSALS
• If the seller is going to submit a price proposal, good practice is to require that it be
separate from the technical proposal.
• The evaluation body reviews each submitted proposal according to the source
selection criteria and selects the seller that can best satisfy the buying organization’s
requirements.
05 EEF
06 OPA
450
12.2 Conduct Procurement Management Tools & Techniques
01 EXPERT JUDGMENT
02 ADVERTISING
• Advertising is communicating with potential users of a product, service, or result.
• Existing lists of potential sellers often can be expanded by placing advertisements in
general circulation publications such as selected newspapers or in specialty trade
publications.
• Most government jurisdictions require public advertising or online posting of pending
government contracts.
03 BIDDER CONFERENCES
• (also called contractor conferences, vendor conferences, and pre-bid conferences)
are meetings between the buyer and prospective sellers prior to proposal submittal.
• They are used to ensure that all prospective bidders have a clear and common
understanding of the procurement and no bidders receive preferential treatment.
451
12.2 Conduct Procurement Management Tools & Techniques
04
DATA ANALYSIS
• Proposal evaluation. to ensure they are complete and respond in full to the bid
documents, procurement statement of work, source selection criteria, and any other
documents that went out in the bid package.

• Negotiation
452
12.2 Conduct Procurement Management Outputs
01 SELECTED SELLERS
• The selected sellers are those who have been judged to be in a competitive range
based on the outcome of the proposal or bid evaluation.
• Final approval of complex, high-value, high-risk procurements will generally require
organizational senior management approval prior to award.
02 AGREEMENTS
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), letters of agreement, letters of intent, verbal agreements, email, or other written
agreements.
03 CHANGE REQUESTS.
453
A Contract
A contract is a mutually binding agreement that
• obligates the seller to provide the specified products,
services, or results;
• obligates the buyer to compensate the seller;
And represents a legal relationship that is subject to
remedy in the courts.
454

• Quality management plan.
• Communications management plan.
• Procurement management plan.
• Scope baseline.
• Cost baseline.

• Resource calendars.
• Risk register.
06
ORGANIZATIONAL PROCESS ASSETS UPDATES
455
Legend:
12.3 Control Procurement Management New Item

PMP (Requirements management plan) 7 Expert judgment 35 Closed procurements 1
PMP (Risk management plan) 12 Claims administration 1 Work performance information 10
PMP (Procurement management plan) 3 Data analysis (Performance reviews) 4 Procurement documentation updates 1
PMP (Change management plan) 4 Data analysis (Earned value analysis) 4 Change requests 24
PMP (Schedule baseline) 5 Data analysis (Trend analysis) 7 PMP updates (Risk management plan) 4
PMP updates (Procurement

Project documents (Assumption log) 14 Inspection 3 3
management plan)
Project documents (Lessons learned register) 27 Audits 3 PMP updates (Schedule baseline) 9
Project documents (Milestone list) 9 PMP updates (Cost baseline) 12

Project documents (Quality reports) 5 29
learned register)
Project documents (Requirements documentation) 13 3
requirements)
Project documents (Requirements traceability 7
matrix) (Requirements traceability matrix)
Project documents (Risk register) 22 23
register)
Agreements 11 Organizational process assets updates 10
Approved change requests 3
Work performance data 10

12.3 Control Procurement Management
Data Flow Diagrams
457
12.3 Control Procurement Management Input

• Change management plan.
• Assumption log.
• Milestone list.
• Quality reports.
• Risk register.
03 AGREEMENTS
458
12.3 Control Procurement Management Input
04 PROCUREMENT DOCUMENTATION
05 APPROVED CHANGE REQUESTS
459
12.3 Control Procurement Management Tools & Techniques
01
EXPERT JUDGMENT
02 CLAIMS ADMINISTRATION
• The contested changes are called claims. When they cannot be resolved, they become
disputes and finally appeals.
• Claims are documented, processed, monitored, and managed throughout the contract life
cycle, usually in accordance with the terms of the contract.
• If the parties themselves do not resolve a claim, it may have to be handled in accordance with
alternative dispute resolution (ADR) typically following procedures established in the contract.
• Settlement of all claims and disputes through negotiation is the preferred method.
03 DATA ANALYSIS
• Performance Reviews. Measure, compare, and analyze quality, resource, schedule,
and cost performance against the agreement.
• Earned Value Analysis (EVA).
• Trend Analysis. Trend analysis can develop a forecast estimate at completion (EAC)
460
12.3 Control Procurement Management Tools & Techniques
04 INSPECTION
a structured review of the work being performed
by the contractor.
Like review the contractor ongoing work at site.
05 AUDITS
• A structured review of the procurement process.
• Rights and obligations related to audits should be described in
the procurement contract.
• Resulting audit observations should be brought to the attention
of the buyer’s project manager and the seller’s project manager
for adjustments to the project, when necessary.
Like checking the manufacturing of material before delivery to site.

461
12.3 Control Procurement Management Output
01 CLOSED PROCUREMENTS
• The buyer, usually through its authorized procurement administrator, provides the seller
with formal written notice that the contract has been completed.
• Requirements for formal procurement closure are usually defined in the terms and
conditions of the contract and are included in the procurement management plan.
• Typically, all deliverables should have been provided on time and meet technical and
quality requirements, there should be no outstanding claims or invoices, and all final
payments should have been made.
• The project management team should have approved all deliverables prior to closure.

How a seller is performing by comparing the deliverables received, the technical
performance achieved, and the costs incurred and accepted against the SOW budget for the
work performed.
462
03 PROCUREMENT DOCUMENTATION UPDATES

• Includes the contract with all supporting schedules, requested unapproved
contract changes, and approved change requests.
• Procurement documentation also includes any seller-developed technical
documentation and other work performance information such as deliverables,
seller performance reports and warranties, financial documents including
invoices and payment records, and the results of contract-related inspections.
04
• Cost baseline.
463
05
• Resource requirements.
• Risk register.

• Payment schedules and requests.
• Seller performance evaluation documentation
• Prequalified seller lists updates.
• Lessons learned repository.
• Procurement file.
464
13. PROJECT
STAKEHOLDER MANAGEMENT
Presented by :
Abdulfattah Ajlan
465
PROJECT
STAKEHOLDER
MANAGEMENT
Project Stakeholder Management includes the processes required to identify the people,
groups, or organizations that could impact or be impacted by the project, to analyze
stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and execution.
466
Knowledge Areas
Control
5.3 Define Scope
5.4 Create WBS
7.3 Determine Budge
Management
9.5 Manage Team
Management
Management
Legend:
New Item
13.1 Identify Stakeholders Already Explained Item

Project charter 14 Expert judgment 35 Stakeholder register 1
Data gathering (Questionnaires and

Business documents (Business case) 6 3 Change requests 24
surveys)
Business documents (Benefits Project management plan updates
5 Data gathering (Brainstorming) 6 2
management plan) (Requirements management plan)
Project management plan 7 Data analysis (Stakeholder analysis) 3 (Communications management 6
plan)
Project management plan Project management plan updates
8 Data analysis (Document analysis) 5 4
(Stakeholder engagement plan) (Risk management plan)
Data representation (Stakeholder Project management plan updates
Project documents (Change log) 6 1 6
mapping/representation) (Stakeholder engagement plan)
Project documents (Issue log) 12 Meetings 28 17
(Assumption log)
Project documents 13
Project documents updates (Issue 14
(Requirements documentation) log)
Agreements 11 23
register)

468
13.1 Identify Stakeholders
Data Flow Diagrams
469
13.1 Identify Stakeholders Input
01 PROJECT CHARTER
02 BUSINESS DOCUMENTS
• Business case.
• Benefits management plan.

• Change log
• Issue log
05 AGREEMENTS
07 ORGANIZATIONAL PROCESS ASSETS 470
13.1 Identify Stakeholders Tools & Techniques
01
Expert judgment.
02 DATA GATHERING.
❖ Questionnaires and surveys. Can include one-on-one, reviews,

focus group sessions, or other mass information collection techniques.
❖ Brainstorming. used to identify stakeholders can include both

brainstorming and brain writing.
▪ Brainstorming. A general data-gathering and creativity technique
that elicits input from groups such as team members or subject matter
experts.
▪ Brain writing. A refinement of brainstorming that allows individual
participants time to consider the question(s) individually before the group
creativity session is held. The information can be gathered in face-to-face
groups or using virtual environments supported by technology.
471
03 DATA ANALYSIS
✓ Stakeholder analysis.
It results in a list of stakeholders and relevant information such as their positions in the
organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for
the project), and their interest in information about the project.
• Interest.
• Rights
• Ownership.
• Knowledge.
• Contribution.
✓ Document analysis. Assessing the available project documentation and lessons learned
from previous projects to identify stakeholders and other supporting information.
472
❖ Stakeholder mapping/ representation.
A method of categorizing stakeholders using various methods.to assists the team in building
relationships with the identified project stakeholders. Include:
1. Power/interest grid, power/influence grid, or impact/influence grid.
▪ Group stakeholders according to their:
✓ level of authority (power)
✓ level of concern about the project’s outcomes (interest)
✓ ability to influence the outcomes of the project (influence)
✓ ability to cause changes to the project’s planning or execution (impact).
2. Stakeholder cube.
▪ This is a refinement of the grid models previously mentioned using 3 variables .
3. Salience model.
▪ Describes classes of stakeholders based on assessments of their power ,influence,
urgency
▪ The salience model is useful for large complex communities of stakeholders or where
there are complex networks of relationships within the community.
473
Power/interest grid Stakeholder cube
474
Salience model
475
4. Directions of influence.
Classifies stakeholders according to their influence on the work of the project or the project team
itself. As the following :
▪ Upward: senior management of the performing organization or customer organization,
sponsor, and steering committee.
▪ Downward: the team or specialists contributing knowledge or skills in a temporary capacity,
▪ Outward: stakeholder groups and their representatives outside the project team, such as
suppliers, government departments, the public, end-users, and regulators.
▪ Sideward: the peers of the project manager, such as other project managers or middle
managers who are in competition for scarce project resources or who collaborate with the
project manager in sharing resources or information.
5. Prioritization.
Necessary for projects with a large number of stakeholders, where the membership of the
stakeholder community is changing frequently, or when the relationships between stakeholders
and the project team or within the stakeholder community are complex.
05 MEETINGS
476
13.1 Identify Stakeholders Output
01 STAKEHOLDER REGISTER
This document contains information about identified stakeholders
• Identification information. Name, organizational position, location and contact
details, and role on the project.
• Assessment information. Major requirements, expectations, potential for
influencing project outcomes, and the phase of the project life cycle where the
stakeholder has the most influence or impact.
• Stakeholder classification. Internal/external, impact/influence/power/interest,
upward/downward/outward/ sideward, or any other classification model chosen by
the project manager.
02 CHANGE REQUESTS
477
13.1 Identify Stakeholders Output
✓ Requirements management plan.
✓ Communications management plan.
✓ Risk management plan.
✓ Stakeholder engagement plan.

✓ Assumption log.
✓ Issue log.
✓ Risk register.
478
Legend:
New Item
13.2 Plan Stakeholder Engagement Already Explained Item

Project charter 14 Expert judgment 35 Stakeholder engagement plan 1
Project management plan (Resource 14 Data gathering (Benchmarking) 3

management plan)
Project management plan 7
Data analysis (Assumption and constraint 2
(Communications management plan) analysis)
Project management plan (Risk 12 Data analysis (Root cause analysis) 6
management plan)
Project documents (Assumption log) 14 Decision making (Prioritization/ranking) 1
Project documents (Change log) 6 Data representation (Mind mapping) 3
Data representation (Stakeholder

Project documents (Issue log) 12 4
engagement assessment matrix)
Project documents (Project schedule) 11 Meetings 28
Agreements 11
479
13.2 Plan Stakeholder Engagement
Data Flow Diagrams
480
13.2 Plan Stakeholder Engagement Input
01 PROJECT CHARTER
• Assumption log
• Change log
• Issue log
• Risk register
04 AGREEMENTS
481
13.2 Plan Stakeholder Engagement Tools & Techniques
01 Expert judgment
02 DATA GATHERING
Benchmarking. The results of stakeholder analysis are compared with information
from other organizations or other projects that are considered to be world class.
03
DATA ANALYSIS
✓ Assumption and constraint analysis : Analysis of current assumptions and
constraints may be conducted in order to tailor appropriate engagement strategies.
✓ Root cause analysis : identifies underlying reasons for the level of support of
project stakeholders in order to select the appropriate strategy to improve their level
of engagement.
04 DECISION MAKING 33
✓ Prioritization/Ranking : Stakeholder requirements need to be prioritized and %
ranked, as do the stakeholders themselves. Stakeholders with the most interest
and the highest influence are often prioritized at the top of the list. 95
% 95
%
482
G20 2019 Family Photo
483
484
485
▪ Mind mapping
▪ Stakeholder engagement assessment matrix.

Supports comparison between the current engagement levels of stakeholders
and the desired engagement levels required for successful project delivery.
The engagement level of stakeholders can be classified as follows:
➢ Unaware. Unaware of the project and potential impacts.
➢ Resistant. Aware of the project and potential impacts but resistant to any
changes that may occur as a result of the work or outcomes of the project.
These stakeholders will be unsupportive of the work or outcomes of the project.
➢ Neutral. Aware of the project, but neither supportive nor unsupportive.
➢ Supportive. Aware of the project and potential impacts and supportive of the
work and its outcomes.
➢ Leading. Aware of the project and potential impacts and actively engaged in
ensuring that the project is a success.
486
C= Current Status D= Desired Status
06 MEETINGS
487
13.2 PLAN STAKEHOLDER ENGAGEMENT Output
01 STAKEHOLDER ENGAGEMENT PLAN
✓ A component of the project management plan that identifies the
strategies and actions required to promote productive involvement
of stakeholders in decision making and execution.
✓ It can be formal or informal and highly detailed or broadly framed,

based on the needs of the project and the expectations of
stakeholders.
✓ The stakeholder engagement plan may include but is not limited to

specific strategies or approaches for engaging with individuals or
groups of stakeholders.
488
Legend:
New Item
13.3 MANAGE STAKEHOLDER ENGAGEMENT Already Explained Item

Project management plan 7 Expert judgment 35 Change requests 24
Project management plan (Risk Project management plan updates
12 Communication skills (Feedback) 3 6
management plan) (Communications management plan)
Project management plan (Stakeholder 8
engagement plan) management) (Stakeholder engagement plan)
Project management plan (Change 4
Interpersonal and team skills (Cultural 4
Project documents updates (Change 2
management plan) awareness) log)
Project documents (Change log) 6 Interpersonal and team skills (Negotiation) 5 14
log)
Interpersonal and team skills Project documents updates (Lessons
(Observation/conversation) learned register)
Interpersonal and team skills (Political 5
register) awareness) (Stakeholder register)
Project documents (Stakeholder register) 17 Ground rules 1
Enterprise environmental factors 40 Meetings 28
489
13.3 MANAGE STAKEHOLDER ENGAGEMENT
Data Flow Diagrams
490
13.3 MANAGE STAKEHOLDER ENGAGEMENT Input
✓ Risk management plan.
✓ Change management plan.
✓ Change log.
✓ Issue log.
✓ Lessons learned register.
✓ Stakeholder register.
03 ENTERPRISE ENVIRONMENTAL FACTORS (EEFs).
04 ORGANIZATIONAL PROCESS ASSETS (OPA).

491
13.3 MANAGE STAKEHOLDER ENGAGEMENT Tools & Techniques
01
EXPERT JUDGMENT
02 COMMUNICATION SKILLS
✓ The methods of communication identified for each stakeholder in the
communications management plan are applied during stakeholder engagement
management.
✓ The project management team uses feedback to assist in understanding stakeholder
reaction to the various project management activities and key decisions.
✓ Feedback may be collected in the following ways:
▪ Conversations; both formal and informal.
▪ Issue identification and discussion.
▪ Meetings.
▪ Progress reporting.
▪ Surveys.
492
03
❖ Conflict management. The project manager should ensure that conflicts are resolved in a
timely manner.
❖ Cultural awareness. is used to help the project manager and team to communicate
effectively by considering cultural differences and the requirements of stakeholders.
❖ Negotiation. is used to achieve support or agreement that supports the work of the project or
its outcomes and to resolve conflicts within the team or with other stakeholders.
❖ Observation/conversation. is used to stay in touch with he work and attitudes of project
team members and other stakeholders.
❖ Political awareness. is achieved through understanding the power relationships 33
%
within and around the project.
95
%
493
04
GROUND RULES
Defined in the team charter as output of Plan Resource Management
set the expected acceptable behavior for project team members, as
well as other stakeholders, with regard to stakeholder engagement.
05 MEETINGS
494
13.3 MANAGE STAKEHOLDER ENGAGEMENT Output
01 CHANGE REQUESTS

✓ Change log.
✓ Issue log.
✓ Lessons learned register
495
Legend:
13.4 MONITOR STAKEHOLDER ENGAGEMENT New Item

PMP (Resource management plan) 14 Data analysis (Alternatives analysis) 13 Work performance information 10
PMP (Communications management plan) 7 Data analysis (Root cause analysis) 6 Change requests 24
PMP updates (Resource

PMP (Stakeholder engagement plan) 8 Data analysis (Stakeholder analysis) 3 6
management plan)
PMP updates (Communications
Project documents (Issue log) 12 Decision making (Multicriteria decision analysis) 8 6
management plan)
Project documents (Lessons learned PMP updates (Stakeholder
27 Decision making (Voting) 7 6
register) engagement plan)
Data representation (Stakeholder engagement 4
Project documents updates (Issue 14
communications) assessment matrix) log)
Project documents (Risk register) 22 Communication skills (Feedback) 3 29
(Lessons learned register)
Project documents (Stakeholder register) 17 Communication skills (Presentations) 2 23
register)
Work performance data 10 Interpersonal and team skills (Active listening) 3 12
Enterprise environmental factors 40 Interpersonal and team skills (Cultural awareness) 4
Organizational process assets 47 Interpersonal and team skills (Leadership) 3
Interpersonal and team skills (Networking) 3
Interpersonal and team skills (Political awareness) 5
Meetings 28
496
13.4 MONITOR STAKEHOLDER ENGAGEMENT
Data Flow Diagrams
497
13.4 MONITOR STAKEHOLDER ENGAGEMENT Input

✓ Resource management plan.
✓ Issue log.
✓ Lessons learned register.
✓ Project communications.
✓ Risk register.
03
WORK PERFORMANCE DATA
04 ENTERPRISE ENVIRONMENTAL FACTORS.
05
ORGANIZATIONAL PROCESS ASSETS.
498
13.4 MONITOR STAKEHOLDER ENGAGEMENT Tools & Techniques
01 DATA ANALYSIS
• Alternatives analysis.
• Root cause analysis.
• Stakeholder analysis.
02 DECISION MAKING
• Multicriteria decision analysis.
• Voting.
03
DATA REPRESENTATION
• Stakeholder Engagement Assessment Matrix.
499
13.4 MONITOR STAKEHOLDER ENGAGEMENT Tools & Techniques
04
COMMUNICATION SKILLS
• Feedback. is used to ensure that the information to stakeholders is received
and understood.
• Presentations. provide clear information to stakeholders.
• Active listening. is used to reduce misunderstandings and other miscommunication.
• Cultural awareness. Cultural awareness and cultural sensitivity help the project manager
to plan communications based on the cultural differences and requirements of stakeholders
and team members.
• Leadership. Successful stakeholder engagement requires strong leadership skills to
communicate the vision and inspire stakeholders to support the work and outcomes of the
project.
• Networking. ensures access to information about levels of engagement of stakeholders.
• Political awareness. is used to understand the strategies of the organization, understand
who wields power and influence in this arena, and to develop an ability to communicate with
these stakeholders.
06
MEETINGS
500
13.4 MONITOR STAKEHOLDER ENGAGEMENT Output
01
WORK PERFORMANCE INFORMATION
02 CHANGE REQUESTS

• Resource management plan.

• Issue log.
• Risk register.
501
Knowledge Areas
Management Project Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project
5.5 Validate Scope
Project Scope 5.2 Collect Requirements
5.6 Control Scope
Management 5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule
Project Schedule 6.6 Control Schedule
Management
Project Cost
7.2 Estimate Costs 7.4 Control Costs
Management
7.3 Determine Budge
Project Quality
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management
Project Resource 9.1 Plan Resource Management 9.3 Acquire Resources
9.5 Manage Team
Project 10.1 Plan Communications
Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.2 Identify Risks
Project Risk 11.6 Implement Risk Responses
11.3 Perform Qualitative Risk Analysis 11.7 Monitor Risks
Management
Project Procurement 12.2 Conduct Procurements 12.3 Control Procurements
Management
Project Stakeholder 13.1 Identify 13.4 Manage Stakeholder
13.2 Plan Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
Management Stakeholders Engagement
THANKS
AND GOOD LUCK
TO BE PMP SOON
503

PMP 6 Presentation - Abdulfattah

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Project Management Professional

Presented by : Abdulfattah Ajlan

Experience: 10 Years in Projects Management

Current Position: Senior Project Engineer

Training Experience: PMP, Finance and Management Certified Trainer.

Training Topics Plan

Content is based on “A Guide To The Project Management Body Of Knowledge” Sixth

❑ High school, diploma or equivalent

Price: Exam Re-Exam Price: Membership

Planning 24% Process 50%

Executing 31% Business Environment 8%

Monitoring and Controlling 25% Total 100%

CAPM Exam: Price:

Project is a temporary endeavor undertaken to

The end of the project is reached when

• Projects drive change: the project Why Project Established?

Operations management concerned with ongoing

Program and project management focus on doing

Portfolio management focuses on doing the “right”

‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫مشروع‬ ‫تشغيل‬ ‫مشروع‬

Organizational Project Management (OPM).

Ensure that the organization undertakes the right

Project life cycles can be Predictive or Adaptive to accomplish the product.

It is up to the project management team to determine the best

Project Life Cycle

Development Life Cycle

Adaptive life cycles are agile or change-driven life cycles, iterative, or

Incremental life cycle, the deliverable is produced through a series of iterations

hybrid life cycle is a combination of a predictive and an adaptive life cycle.

phase gate phase gate phase gate phase gate 26

Project Life Cycle

Project Management Processes

Inputs Tools & Techniques Outputs

Input 1 Tool 1 Output 1

Project Management Process Group

Project management Knowledge Areas:

Processes generally fall into one of three categories:

Project Start Time Project Finish

Work performance data. The raw observations and measurements identified

Work performance information. The performance data collected from various

Work performance reports. The physical or electronic representation of work

TAILORING is a selection of the appropriate project management

Tailoring is necessary because each project is unique; not every

Tailoring should address the competing constraints of scope,

The project manager collaborates with the project team,

Project Business Documents

Project benefits management plan: Is the document that describes how

A project benefit is defined as an outcome of actions, behaviors,

Project Charter And Project Management Plan

The Project Charter :

The Project Management Plan

Project Success Measures

Internal EEFs Examples: External EEFs Examples:

Organizational process assets - OPA

Processes, policies, and procedures

OPA- Processes, Policies, And Procedures

Refers to organizational or structural arrangements at all levels of an organization

Project governance refers to the framework, functions, and processes

A governance framework should be tailored to the organizational

Part-time; may or may not be a designated job role L or none