The Project Management framework

Eng. Amanda Salah , PMP ,PMOC .

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PMP-in
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 Name

 Organization

 Role in organization

Why do you attend this course?

 What is your expectations ?

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Ground Rules To Enhance Performance

 Start on time to End on time

 Mobile Phone Silent Please

 Questions after Permission

 RATHOLE to CONCENTRATE

 Presents 100 % to get your

certificate

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 Be ware of your own
experience and the real world.

 Your individual self-study is

vital.

 Watch out for information

overload.

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  PMP Certifications and
Requirements

 Chapter 1 – Introduction

 Chapter 2 –Project Life Cycle

and Organization

 Chapter 3 –Project Management

Process Interactions

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PMP-in January 2013
 A four-year degree (bachelor’s or the
global equivalent)
 At least three years of project
management experience, with 4,500
hours leading and directing projects
 35 hours of project management
education.
OR
 A secondary diploma (high school or
the global equivalent)
 At least five years of project
management experience, with 7,500
hours leading and directing projects
 35 hours of project management
education.

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• Computerized at Prometric
• Multiple choice (200 questions, 4 choices)
• 4 hours: wordy questions / read ? first
• Passing score:
- 25 “pre-test” or control questions; do not count in score
- Need 106 of remaining 175 (approx 61%)

• Test bank, random selection (more diverse than ever)

• Questions jump from topic to topic (no defined
sections)
• No penalty for guessing (answer all questions)

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  The day before: normal sleep, dining, beverages

 You may not bring any personal item to the

workstation
 Do the computer tutorial at the test site:
 Approximately 10 minutes (does not count
against your 4 hours)
 4 hour timer begins immediately upon
completion of tutorial
 Brain dump formula list:
 Calm down (adrenaline will be pumping at
first)
 Answer from PMI® perspective and not your
own experience (you will not always agree with
PMI®)
 Read carefully.

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  Read all the choices (“best answer”)

 Practice eliminating incorrect or

implausible choices:
 1. a b c d (use scratch paper:
booklet,)

 Look for and eliminate strange

information

 The correct answer might not be

grammatically correct

 Note “red flag” words such as “always or

never” (less likely to be correct)

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• Step 1: Determine knowledge area and process

• Step 2: Note special words, e.g. always, never, not,

except

• Step 3: What type of question is it?

• Basic concepts and definitions
• Processes, inputs, tools, outputs
• What to do next or first
• Professional and social responsibility

• Step 4: If question is lengthy (wordy), skip to

bottom and read the actual question FIRST. Then
read the scenario; discard irrelevant information!

• Step 5: Eliminate incorrect choices (down to the

two best)

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 Countdown to the Exam
A Month or More Before:
• Keep your knowledge “warm”
• Spend some time almost every day
• Take practice exams
• Review processes
• Review definitions and formulas
A Week or Two Before:
• Establish workday and weekend routines
• Take & retake practice exams every day
• Review weak areas.
• Practice writing all formulas on a blank
sheet of paper

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 Exam (I)
15 Min 

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 1.1 Purpose of the PMBOK® Guide
 1.2 What is a Project?
 1.3 What is Project management?
 1.4 Relationships Among Project
Management
 1.5 Program Management ,
Operations Management
 1.6 Business Value
 1.7 Role of Project Manager
 Projects Vs. Operational Work
 Enterprise Environmental Factors

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 The primary purpose of the
PMBOK® Guide is to identify that
Subset of the Project Management
Body of Knowledge that is generally
recognized as good practice.
 Provides common terminology for
using and applying project
management concepts

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  A project is a temporary endeavor undertaken to
create a unique product service, or result.

• Temporary Has a definite beginning and end, not an

on-going effort.
Ceases when objectives have been attained.
Team disbanded upon completion.
• Unique The product or service is different in
some way from other products or services.

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 Product

Service

Improvement
existing
product Service

Result

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PORTIFOLIO 1

PROGRAM 1
Program2

PROJECT
2 PROJECT 1

Program3 Sub-project 1 Sub-project 2

PROJECT3

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 Organizational
Strategy

Portfolio
Management

Program
Management

Project
Management

Portfolio management facilitates the alignment of investments in

projects and programs with strategy.

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The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements

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Portfolio, Program, and Project Management Interactions
Portfolio

Sub-
Sub-
Sub-
Portfolio
Sub- Project
Project
Portfolio Project
Projects
Portfolio
Portfolios

Projects
Projects Programs
Programs
Projects Programs
Programs

Sub-
Sub-
Programs
Projects Projects Programs

Projects
Projects

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 Managing Project Include

Balancing the competing

Project constraints
 Scope
 Quality
 Schedule
 Budget
 Resources , and
 Risk
 Etc…

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 Portfolio management
A portfolio is a collection of projects or programs and other
work that are grouped together to facilitate effective
management of that work to meet strategic business
objectives.

 Program management
A program is defined as a group of related projects managed
in a coordinated way to obtain benefits and control not
available from managing them individually.

 Projects and strategic planning

Projects are often utilized as a means of achieving an
organization’s strategic plan.

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 Projects, Programs, and Portfolios
Project Program Portfolio
Scope of work defined objectives. Scope is Large scope & provide Organizational scope –
progressively elaborated benefits significant changes with strategic
throughout project life cycle. benefits goals of the organization

Role of Manager •Called project manager •Called program manager •Called portfolio manager
•They expect change & •Manages project •Manages or coordinates
implement processes managers portfolio management
•Monitors and controls the •Create high-level plans staff
projects products providing guidance to •Creates and maintains
projects processes for the
•Monitors projects and aggregate portfolio
ongoing work through •Monitors aggregate
governance structures performance and value
indicators

Skills required •Project managers are team •Program managers are •Portfolio managers are
players who motivate with leaders who provide leaders providing insight
their knowledge and skills vision and leadership and synthesis
•Leadership style focuses on •Leadership style focuses •Leadership style focuses
task delivery and directive to on managing on adding value to
meet success criteria relationships and conflict portfolio management
resolution staff

Reference: : BMBOK .page 8

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 Project management office (PMO)
A (PMO) is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated
management of those projects under its domain.

 Project management and operations management

Operations are an organizational function performing the
ongoing execution of activities that produce the same
product or provide a repetitive service

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 Control
provide a consultative role to projects

repository
Supportive

Low
Supplying
templates, best practices, training, access to
information and lessons learned

PMO Controlling support and require compliance.

Structures

moderate.
*Adopting pm frameworks / methodologies,
*Using specific templates, forms & tools, or
conformance to governance

Directive
control projects by directly

High
managing

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 PMO is to support project managers in ways which may include,
but are not limited to:
 Managing shared resources across all projects administered by the
PMO
 Identifying and developing project management methodology, best
practices & Standards .
 Coaching, mentoring, training, and oversight.
 Monitoring compliance with project management standards, policies,
procedures & templates by means of project audits.
 Developing and managing project policies, procedures, templates, &
other shared document . (Organizational Process Assets .OPA)
 Coordinating Communication across projects.

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 Similarities Differences

• Performed by people • Operations are on-

• Constrained by limited going; projects
resource temporary
• Planned, executed and • Operations repetitive;
controlled Projects unique

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 Business value is defined as the entire value of the
business short – medium –long term.
Tangible Intangible
element element

monetary
Good Will
assets,

Brand
Fixtures
recognition,

Stockholder Public
equity benefit

Utility. Trademarks

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 Knowledge = What
he Knows about
Project management

Project
manager

Personal = how the Performance = What

project management able to do or accomplish
team behaves when while applying their
performing the project project management
or activity knowledge

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www.pmhouse.org
PMP-in January 2013
 2.1 Organizational Influences on Project Management

 2.2 Project Stakeholders and Governance

 2.3 Project Team

 2.4 Project Life Cycle

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PMP-in January 2013
 2.1.1 Organizational Cultures and Styles
 2.1.2 Organizational Communications
 2.1.3 Organizational Structures
 2.1.4 Organizational Process Assets
• 2.1.4.1 Processes and Procedures
• 2.1.4.2 Corporate Knowledge Base
 2.1.5 Enterprise Environmental Factors

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PMP-in January 2013
 Operating
Environments.
Shared
Code of visions,
conduct, mission,
work ethic values,
work hours beliefs,
expectations

View of
Org.
leadership,
hierarchy,
culture Regulations,
policies
methods
authority
procedures
relationships

Motivation
Risk
and reward
tolerance
systems;

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PMP-in January 2013
 Organizational communications
capabilities have great influence
on how projects are conducted.

 Stakeholders can use electronic

Comm.(including e-mail, texting,
instant messaging, social media,
video and web conferencing &
other forms of electronic media)
to communicate with the project
manager formally or informally.

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PMP-in January 2013
 It is an enterprise
environmental
factor, which can
affect the
availability of
resources and
influence how
projects are
conducted

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PMP-in January 2013
 Org. Structure Matrix
Functional Projectized

Project Structure Weak Balanced Strong

Matrix Matrix Matrix
Little or Low to Moderate to High to
Project Manager's Authority Limited
None Moderate High Almost Total

Little or Low to Moderate to High to

Resource Availability Limited
None Moderate High Almost Total

Who controls the project Functional Functional Project Project

Mixed
budget Manager Manager Manager Manager

Project Manager's Role Part-time Part-time Full-time Full-time Full-time

Project Management
Part-time Part-time Part-time Full-time Full-time
Administrative Staff

IN-36
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 C.E.O

Project
coordination

Engineer Prod Finance IT

VP VP VP VP

Staff Staff Staff

Staff

Staff Staff Staff Staff

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 C.E.O

Engineer Prod Finance IT

VP VP VP VP

Staff Staff Staff

Staff

Project
coordination
Staff Staff Staff Staff

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 C.E.O

Engineer Prod Finance IT

VPer VP VP VP

Staff Staff Staff

Staff

Project manager Staff Staff Staff

Project
coordination

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 C.E.O

Engineer Prod Finance Manager of Project

VP VP VP Managers

Project
Staff Staff
Staff manager

Staff Staff Staff

Project manager

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 C.E.O

Project Project Project Project

Manager Manager Manager Manager

Project
coordination
Staff Staff Staff
Engineers

Production Staff Staff Staff

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 C.E.O

Engineer Prod Finance Manager of Project

VP VP VP Managers

Staff
Project
Staff
Staff manager
Project B
coordination
Staff Staff
Staff
Project manager

Project A coordination

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PMP-in January 2013
 Org. Structure Functional Matrix Projectized

Project Structure Weak Balanced Strong

Matrix Matrix Matrix
Little or Low to Moderate to High to
Project Manager's Authority Limited
None Moderate High Almost Total

Little or Low to Moderate to High to

Resource Availability Limited
None Moderate High Almost Total

Who controls the project Functional Functional Project Project

Mixed
budget Manager Manager Manager Manager

Project Manager's Role Part-time Part-time Full-time Full-time Full-time

Project Management
Part-time Part-time Part-time Full-time Full-time
Administrative Staff

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OPA are the formal and informal policies,
procedures, and guidelines that could
impact how the project’s scope is managed.
Those of particular interest to scope
planning are:
◦ Organizational policies as they pertain to
scope planning and management
◦ Organizational procedures related to
scope planning and management
◦ Historical information about previous
projects, which should be considered
during scope planning. Information may be
located in prior projects’ lesson learned
project archives

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PMP-in January 2013
 Enterprise Environmental Factors include, but are not limited to the following:
• Organizational culture and structure,
• Government or industry standards (e.g., regulatory agency regulations, codes of conduct,
• product standards, quality standards, and workmanship standards),

• Infrastructure (e.g., existing facilities and capital equipment),

• Existing human resources (e.g., skills, disciplines, and knowledge,
such as design, development, law, contracting, and purchasing),
• Personnel administration (e.g., hiring and firing guidelines, employee
performance reviews, and training records),
• Company work authorization systems,
• Marketplace conditions,
• Stakeholder risk tolerances,
• Commercial databases (e.g., standardized cost estimating data, industry risk study
information, and risk databases), or
• Project management information systems (e.g., an automated tool suite, such as a
scheduling software tool, a configuration management system, an information collection
and distribution system, or web interfaces to other online automated sys.).

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 2.2.1 Project Stakeholders
 2.2.2 Project Governance
 2.2.3 Project Success

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A stakeholder is an Sellers
individual, group or Regulatory Business
Agencies partners
organization who :
 may affect,
Team Organizatio
 be affected by Members nal groups

 or perceive itself to
be affected by a
Project
decision, activity, or Subcontrac
Sponsor
tors
outcome of a project

Suppliers/ End Users

Vendors

Senior
Customer
Management

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 Project governance is
an oversight function
that is aligned with the
organization’s
governance model
and that encompasses
the project life cycle.
 The PMO may also
play some decisive
role

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 Project Success should
be measured in terms of
completing the project
within the constraints of
scope, time, cost, quality,
resources, and risk as
approved between the
project managers and
senior management.
 Ensure realization of
benefits for the undertaken
project,

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 It includes the project
manager and the group of
individuals who act
together in performing the
work of the project to
achieve its objectives

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 It varies based on factors such
as organizational culture,
scope, and location.
 The relationship between the
project manager and the team
varies depending on the
authority of the project manager

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A project life cycle is a collection of generally sequential and
sometimes overlapping project phases whose name and
number are determined by the management and control
needs of the organization or organizations involved in the
project, the nature of the project itself, and its area of
application.

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PMP-in January 2013
 Project Life Cycle: Cost and Staffing Levels

Cost / Staffing Levels

Initiate Plan Execute Close

Starting Organizing Carrying out the work Closing
the and the
project preparing project

Project Project Manag. Accepted Archived

Charter Plan Deliverables Project
Documents
Time
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PMP-in January 2013
 • Starting the project,
A generic life • Organizing & preparing,
cycle structure • Carrying out the project work &
• Closing the project

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 Risk , Influence and Changes

• Stakeholder influence
• Risk of not meeting objectives
High

• Amount at stake
• Cost of changes
Low
Early Late
Time

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 Monitor and Control

Initiation Planning

closing
Executing

Example of Single Phase Project

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 Design Phase
Monitor and Control

Plannin
Initiation g

closing
Executing

Construction Phase
Monitor and Control

Plannin
Initiation g

closing
Executing

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PMP-in January 2013
 Monitor and Control

Plannin
Initiation g

closing
Executing

Monitor and Control

Plannin
Initiation g

closing
Executing

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 AKA fully plan-driven

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 Iterations develop the
product through a series
of repeated cycles, while
 Increments successively
add to the functionality of
the product.
 These life cycles develop
the product both
iteratively & incrementally.

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 AKA change-driven or agile
methods
 Adaptive methods are iterative
& incremental, but iterations
are very rapid (usually with a
duration of 2 to 4 weeks) and are
fixed in time & cost.
 Adaptive methods are
preferred when dealing with a
rapidly changing environment,
 when requirements and scope
are difficult to define in advance,
and
 when it is possible to define
small incremental improvements
that will deliver value to
stakeholders.

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www.pmhouse.org
PMP-in January 2013
Q1- In a projectized organization, the project
team:

A. Reports to many bosses.

B. Has no loyalty to the project.
C. Reports to the functional manager.
D.Will not always have a ‘’home.’’

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Q2-Who has the MOST power in a projectized
organization?

A. The project manager

B. The functional manager
C. The team
D.They all share power

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Q3- All of the following are characteristics of a
project EXCEPT:

A. Temporary.
B. Definite beginning and end.
C. Interrelated activities.
D.Repeats itself every month.

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Q4- All of the following are parts of the team’s
stakeholder management effort EXCEPT:

A. Giving stakeholders extras.

B. Identifying stakeholders.
C. Determining stakeholders’ needs.
D. Managing stakeholders’ expectations.

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Q5- The project life cycle differs from the product
life cycle in that the project life cycle:
A.Does not incorporate a methodology.
B.Is different for each industry.
C.Can spawn many projects.
D.Describes project management activities.

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Q6- Management by objectives works only if:
A. It is supported by management.
B. The rules are written down.
C. The project does not impact the objectives.
D.The project includes the objectives in the
project charter.

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Q7- Operational work is different from project
work in that it is:
A. Unique
B. Temporary
C. On-going and repetitive.
D.A part of every project activity.

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PMP-in January 2013
Q8- Company procedures require the creation of
a lessons learned document. Which of the
following is the BEST use of lessons learned?

A. Historical records for future projects

B. Planning record for the current project
C. Informing the team about what the project
manager has done
D.Informing the team about the project
management plan

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Q9-Lesson learned are BEST completed by:

A.The project manager.

B.The team.
C.The sponsor.
D.The stakeholders.

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PMP-in January 2013
Q10 -What is a program?
A. An initiative set up by management
B. A means to gain benefits and control of
related projects
C. A group of unrelated projects managed in a
coordinated way
D.A government regulation

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3.1 Common Project Management Process
Interactions
3.2 Project Management Process Groups
3.3 Initiating Process Group
3.4 Planning Process Group
3.5 Executing Process Group
3.6 Monitoring and Controlling Process
Group
3.7 Closing Process Group
3.8 Project Information
3.9 Role of the Knowledge Areas
3.10 The Standard for Project Management of
a Project

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 Monitoring, measuring, and
taking corrective action

Approach to
executing project

Commitment to Formal product

executing project acceptance and
end of project

Coordinating
people and
other resources

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Process Groups Interact in a Project

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www.pmhouse.org
PMP-in January 2013
 Process Interactions
Project Management Process Groups are linked by the objectives they produce, with
the results or outcomes of one generally becoming an input to another or is a
deliverable of the project

Input Tools & Techniques Output

Documents or Documents or
documentable items Mechanisms
documentable items
that will be acted applied to the inputs
that are a result of the
upon to create outputs
process

Note: Many of the Inputs, Tools & Techniques, and Outputs for the 42 Project Management processes appear
in more than one of the Project Management Process Groups; many of these will be addressed only once in
the following Units unless additional information specific to a Process Group needs to be addressed

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www.pmhouse.org
PMP-in January 2013
 Project Boundaries
 It consists of those processes performed to define a new project or
a new phase of an existing project by obtaining authorization to start
the project or phase.

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Planning Process

• develop the project management plan and the project documents

• Significant changes need to revisit (possibly in initiating processes)
• delineate the strategy and tactics
• Updates arising from approved changes during the project may
significantly impact parts of the P.M plan & project doc.
• the team might recognize overly aggressive in cost & schedule
targets, thus involving considerably more risk

 It consists of those processes performed to establish the total scope of

the effort, define and refine the objectives, and develop the course of
action required to attain those objectives.

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Executing Process

• Involves coordinating people & resources, managing

stakeholder expectations.
• Integrate and perform the activities of the project in
accordance with the project management plan.
• Results may require planning updates and re-baselining
• May require detailed analysis & development of PM responses.
• The analysis can trigger change requests.

 It consists of those processes performed to complete the work defined

in the project management plan to satisfy the project specifications

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Controlling Process

• Controlling changes & recommending corrective or preventive

Monitoring &

action in anticipation of possible problems,

• Monitoring the ongoing project activities against PM plan & the
project performance measurement baseline, and
• Influencing the factors that could circumvent integrated
change control or configuration management so only approved
changes are implemented.

 It consists of those processes required to track, review, & orchestrate

the progress and performance of the project

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Monitoring & Controlling

• Obtain acceptance by the customer or sponsor to formally

close the project or phase,
• Conduct post-project or phase-end review.
• Record impacts of tailoring to any process.
Process

• Document lessons learned,

• Apply appropriate updates to organizational process assets,
• Archive all project doc. in PMIS used as historical data,
• Close out all procurement activities, Perform team members’
ass. and release project resources.

 It consists of the processes performed to conclude all activities across

all PM Process Groups to formally complete the project, phase or
contractual obligations
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 The data and information which is
collected, analyzed, transformed, and
distributed in various formats to project
team members and other stakeholders

 The information may be communicated

verbally or stored and distributed as
reports in various formats.

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 • reported percent of work
Appropriate Terminology completed
• quality & tech. performance
• status of deliverables, measures.
• implementation status • start & finish dates of schedule
for change requests, Work activities,
• forecasted estimates to
performance • number of change requests,
data.
complete. • number of defects, actual costs,
• actual durations, etc.

Work
performance
information

Work
•status reports, performance
•memos, justifications, information reports.
•notes, electronic dashboards,
•recommendations & updates.

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 Project Project Data, Information &
Execution Report Flow
Work performance data.

Controlling
Processes
PM Plan Update

Work performance information.

Overall Project
Control
Work performance reports.

Project Change Change

request P M Plan Project Comm.
Control

project team members

reports
Project stakeholders.

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PMP-in January 2013
 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
 PMBOK® Guide are Monitor & Control Project Work
Develop project Develop project management Direct & Manage Project Close Project or
Integration
grouped into ten charter plan Work Perform Integrated Change
Control
Phase

Scope Plan Scope Management

Validate Scope
separate Knowledge Collect Requirements
Define Scope
Control Scope
Create WBS
Areas. Time Plan Schedule Manag.
Define Activities
Control Schedule

Sequence Activities
 A Knowledge Area Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
represents a complete Knowledge Area
Cost Plan Cost management
Estimate Costs
Control Costs

set of concepts, terms, Quality

Determine Budget
Plan Quality management Perform quality assurance Perform quality control
HR Plan HR Management Acquire Project Team
and activities that Develop project team
Manage project team

make up a professional Comm.

Risk
Plan Communications
Management
Plan Risk Management
Manage Communications Control Communications

Control Risks

field, PM field, or area Identify Risks

Perform Qualitative Risk
Analysis

of specialization Perform Quantitative Risk

Analysis
Plan Risk Responses
Procuremen Close
Plan Procurement Manag. Conduct Procurements Control Procurements
t Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
l

Stakeholders Management Engagement Engagement

2 24 8 11 2

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Plan HR Management Acquire Project Team
HR Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

2 24 8 11 2
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A. Initiating
B. Before the project management process
C. Planning
D. Executing

D1-
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A. Executing
B. Planning
C. Closing
D. Initiating

D1-
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A. Project manager.
B. Team member.
C. Functional manager.
D. Sponsor.

D1-
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A. Company processes
B. Company culture
C. Historical WBS s
D. Project scope statement

D1-
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A. Executing.
B. Closing.
C. Initiating.
D. Planning.

D1-
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A. Iterative
B. Unique
C. Unnecessary
D. Standardized

D1-
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A. Planning, executing, and closing
B. Initiating, planning, and executing
C. Initiating, planning, executing, monitoring and
controlling, and closing
D. Planning, executing, and monitoring and
controlling

D1-
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A. Initiating
B. Planning
C. Executing.
D. Closing.

D1-
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A. Develop Project Charter
B. Create WBS.
C. Estimate Costs.
D. Sequence Activities.

D1-
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 D2-
100
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