Document From Shehab Wahba

PMP
PREPARATION
COURSE Based o PMBOK Guide®, 6th Edition
Ashraf Osman, MBA, PMP ashrafnur89@gmail.com
Ashraf Osman
MBA, PMP
NOTICE
Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well.
it is my pleasure to share this slides with you. I spent almost 3 months to prepare them.
Feel free to share it with your friends but please, don't use them for commercial use.
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Ashraf Osman
MBA, PMP
OVERVEIW
About PMP exam
61 200 4
PERCENT IS REQUIRED QUESTIONS HOURS
to pass the exam 25 questions are to complete the

pretest questions, exam
which don’t count .
They are scattered
throughout the exam.
Ashraf Osman
MBA, PMP
OVERVEIW
About PMP exam
405 3 60
DOLLAR YEARS PDUs
The cost of the exam Are tha validity of the Must be earned to
for PMI members & certificate maintain the
$555 for non-members. certificate
membership cost is
$139
Ashraf Osman
MBA, PMP
INTRODUCTION TO PMP EXAM
THE EXAM CONSISTS OF 5 BASIC

DOMAINS: Closing Initiating
8%
13%
Initiating: 23 questions Monitor& Control
Planning: 42 questions 25%
planning
Executing: 53 questions 24%
Monitoring & Controlling: 43 questions

Closing: 14 questions
Executing
30%
Ashraf Osman
MBA, PMP
INTRODUCTION
TO PROJECT
MANAGEMENT
PMP PREPARATION COURSE
BY: ASHRAF OSMAN, MBA, PMP
Ashraf Osman
MBA, PMP
WHAT IS THE PROJECT?
A TEMPORARY ENDEAVOR
UNDERTAKEN TO CREATE UNIQUE
PRODUCTS, SERVICES OR RESULT.
Ashraf Osman
MBA, PMP
MARKET CUSTOMER
DEMAND REQUEST
WHY ARE
PROJECTS
UNDERTAKEN?
ORGANIZATION LEGAL
NEED REQUIREMENT
PROJECT VS OPERATION
TEMPORARY ONGOING
UNIQUE REPETITIVE
ENDS WHEN DOES NOT

OBJECTIVES END WHEN
ARE MET OBJECTIVES
Ashraf Osman ARE MET
MBA, PMP
WHATS IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS THE APPLICATION OF
PROCESSES, KNOWLEDGE, SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT OBJECTIVES.
Ashraf Osman
MBA, PMP
THE PROJECT CONSTRAINTS
SCOPE
RISK QUALITY
THE
PROJECT
COST TIME
Ashraf Osman RESOURCES

MBA, PMP
A PROGRAM IS A GROUP OF
RELATED PROJECTS, SUBSIDIARY
PROGRAMS, AND PROGRAM
ACTIVITIES MANAGED IN A
COORDINATED WAY TO OBTAIN
BENEFITS AND CONTROL NOT
AVAILABLE FROM MANAGING THEM
INDIVIDUALLY
PROGRAM MANAGEMENT
FOCUSES ON INTERDEPENDENCIES
WHAT IS THE OF PROJECTS AND DESCRIBES
THE BEST APPROACH TO
PROGRAM? ACHIEVE PROGRAM OBJECTIVES
Ashraf Osman
MBA, PMP
A PORTFOLIO IS A COLLECTION
OF PROJECTS, PROGRAMS,
SUBSIDIARY PORTFOLIOS, AND
OPERATIONS MANAGED AS A
GROUP TO ACHIEVE STRATEGIC
OBJECTIVES.
WHAT IS THE
PORTFOLIO?
Ashraf Osman
MBA, PMP
PROJECT
LIFE
CYCLE
COMPANY.COM
PROJECT PHASE
DELIVERABLE
A DELIVERABLE is a measurable, verifiable work product.
PHASE
Is a collection of logically related project activities that

culminates in the completion of one or more
deliverables.
Ashraf Osman
MBA, PMP
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.
INPUTS TOOLS & OUTPUTS

TECHNIQUES
Ashraf Osman
MBA, PMP
PROJECT MANAGEMENT PROCESSES
PROCESS GROUPS KNOWLEDGE AREAS
Grouping of project management Identified area described in terms

Every project management process produces one or more outputs from one or
processes to achieve
more inputs by usingspecific of its component
appropriate project management toolsprocesses,
and techniques.
project objectives. Five Project practices, inputs, outputs, tools,
Management Process Groups: and techniques.
1. Initiating Process Group 1. Project Integration Management

2. Planning Process Group 2. Project Scope Management
3. Executing Process Group 3. Project Schedule Management
4. Monitor & Controlling Process Group 4. Project Cost Management
5. Closing Process Group 5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
INPUTS TOOLS &8. Project Risk Management
OUTPUTS
9. Project Procurement Managemen
TECHNIQUES
10. Project Stakeholder Management
Ashraf Osman
MBA, PMP
MONITORING
INITIATING PLANNING EXECUTING CLOSING
& CONTROLLING
4.1 Develop Project 4.2 Develop Project 4.3 Direct & Manage 4.5 Monitor & Control 4.7 Close
INTEGRATION Charter Mgmt Plan Project Work Project Work Project
4.4 Manage Project 4.6 Perform Integrated or Phase
Knowledge Change Control
5.1 Plan Scope mgmt 5.5 Validate Scope

5.2 Collect Requirements 5.6 Control Scope
SCOPE
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Mgmt 6.6 Control Schedule

6.2 Define Activities
SCHEDULE 6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Mgmt 7.4 Control Costs
COST 7.2 Estimate Costs
7.3 Determine Budget
QUALITY 8.1 Plan Quality Mgmt 8.2 Manage Quality 8.3 Control Quality
9.1 Plan Resource mgmt 9.3 Acquire Resources
9.6 Control Resources
RESOURCE 9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
COMMUNICATIONS 10.1 Plan Communications 10.2 Manage Communications 10.3 Monitor Communications
11.1 Plan Risk mgmt 11.6 Implement Risk 11.7 Monitor Risks
11.2 Identify Risks Responses
RISK 11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
PROCUREMENT 12.1 Plan Procurement Mgmt 12.2 Conduct Procurements 12.3 Control Procurements
13.1 Identify 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
STAKEHOLDER
Stakeholders Engagement Engagement Engagement
PROJECT
MANAGEMENT DATA
AND INFORMATION
THEY ARE THREE
WORK WORK WORK

PERFORMANCE PERFORMANCE PERFORMANCE
DATA INFORMATION REPORTS
The raw observations The performance data The physical or electronic

and measurements collected from various representation of work
identified during controlling processes, performance information
activities performed to analyzed in context and compiled in project
carry out the project integrated based on documents, which is
work. relationships across intended to generate
areas. decisions or raise issues,
actions, or awareness.
Ashraf Osman
MBA, PMP
TAILORING
The appropriate project management
processes, inputs, tools, techniques, outputs,
and life cycle phases should be selected to
manage a project. This selection activity is
known as tailoring project management to the
project.
Tailoring is necessary because each project is
unique; not every process, tool, technique,
input, or output identified in the PMBOK®
Guide is required on every project
Ashraf Osman
MBA, PMP
PROJECT
MANAGEMENT OFFICE
(PMO)
Managing shared resources across all projects
administered by the PMO
Identifying and developing project management
methodology, best practices, and standards
Coaching, mentoring, training, and oversight
Monitoring compliance with project
management standards, policies, procedures,
and templates by means of project audits
Developing and managing project policies,
procedures, templates, and other shared
documentation
Coordinating communication across projects
Ashraf Osman
MBA, PMP
TYPES OF PMOS
THEY ARE THREE
SUPPORTIVE CONTROLLING DIRECTIVE

Provides a consultative Provides support and Takes control of the
role to projects by require compliance projects by directly
supplying templates, best through using specific managing the projects.
practices, training, access templates, forms and The degree of
to information and tools, or conformance control is high.
lessons learned from to governance.
other projects. The degree of control
The degree of is moderate.
control is low
Ashraf Osman
MBA, PMP
ENTERPRICE
ENVIRONMENTAL FACTORS
ORGANIZATIONAL
PROCESS ASSETS
Ashraf Osman
MBA, PMP
ENTERPRISE ORGANIZATIONAL
ENVIRONMENTAL FACTORS PROCESS ASSETS
(EEF) (OPA)
CONDITIONS, NOT UNDER THE PLANS, PROCESSES, POLICIES,

CONTROL OF THE PROJECT TEAM PROCEDURES & KNOWLEDGE BASES
INFLUENCE THE PROJECT. SPECIFIC TO & USED BY THE
IT INCLUDES: PERFORMING ORGANIZATION
1. ORGANIZATIONAL STRUCTURE 1. ORGANIZATIONAL PROCESSES,

(FUNCTIONAL …ETC) STANDARDS & PROCEDURES
2. ORGANIZATIONAL CULTURE 2. TEMPLATES
3. GOVERNMENTAL/INDUSTRY STANDARDS 3. ORGANIZATIONAL KNOWLEDGE BASE
4. INFRASTRUCTURE 4. LESSONS LEARNED
5. EXISTING HUMAN RESOURCES
6. PERSONNEL ADMINISTRATION
7. ORGANIZATION’S WORK
AUTHORIZATION SYSTEM
8. MARKETPLACE CONDITIONS
9. STAKEHOLDERS’ RISK TOLERANCE
10. PROJECT MANAGEMENT INFORMATION
SYSTEM
Ashraf Osman
MBA, PMP
ORGANIZATIONAL
STRUCTURE TYPES
Ashraf Osman
MBA, PMP
FACTORS IN
ORGANIZATION
STRUCTURE SELECTION
Degree of alignment with organizational objectives
Specialization capabilities
Span of control, efficiency, and effectiveness
Clear path for escalation of decisions
Clear line and scope of authority
Delegation capabilities
Accountability assignment
Responsibility assignment
Adaptability of design
Simplicity of design
Efficiency of performance
Cost considerations
Physical locations (e.g., colocated, regional, and
virtual)
Clear communication (e.g., policies, status of work
and organization’s vision).
Ashraf Osman
MBA, PMP
ORGANIZATIONAL STRUCTURES ON
PROJECTS
Organizational Work Groups P.M P.M Resource Project Administrative
Structure Type Arranged by: Authority Role Availability Budget Staff
Organic or Flexible; people
Simple Little or none Part-time Little or none Owner Little or none
working
side-by-side
Functional Little or none Part-time Little or none Functional Part-time
Job being done
manager
Multi-divisional One of: product; Little or none Part-time Little or none Functional Part-time
production manager
By job function, Moderate to Full-time Project
Matrix – strong Moderate to Full-time
with P.M as a
high high manager
function
Matrix – weak Job function Low Part-time Low Functional Part-time

manager
Matrix – Job function Low to Part-time Low to Mixed Part-time
Balanced
moderate moderate
Project High to almost Full-time High to almost Project Full-time
Project-oriented
total total Manager
Virtual Network Low to Full-time Low to Full/Part

Mixed
structure moderate moderate -time
Mix of other Mixed Mixed Mixed Mixed Mixed

Hybrid
types
Mix of other High to almost High to almost Project

PMO Full-time Full-time
types total total Manager
THANK YOU
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https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
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ASHRAF OSMAN, MBA, PMP | 0530392489 | RIYADH, SAUDI ARABIA
Ashraf Osman
MBA, PMP
THE ROLE
OF THE PROJECT MANAGER
PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489

OVERVEIW
The project manager plays a
critical role in the leadership
of a project team in order to
achieve the project’s
objectives. This role is clearly
visible throughout the
project. Many project
managers become involved in
a project from its initiation
through closing.
ASHRAF NOUR, MBA, PMP ASHRAFNUR89@GMAIL.COM

RPROJECT
MANAGER
&ORCHESTRA
CONDUCTOR
A simple analogy may help in
understanding the roles of a
project manager for a large
project by comparing them to
the roles of a conductor for
a large orchestra
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L I PM A S H R A F N U R 8 9 @ GL M
L IACI ,L .2C0O2 M
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THE ROLES
OF THE
PROJECT
MANAGER
Leading the team

Having knowledge,
understanding, and
experience
Having management
knowledge as well as
technical knowledge,
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
DEFINITION
OF THE
PROJECT
MANAGER
The project manager is the person

assigned by the performing
organization to lead the team that
is responsible for achieving the
project objectives.
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
PROJECT ORGANIZATION
THE PROJECT
MANAGER’S SPHERE
OF INFLUENCE
INDUSTRY DISCIPLINE
Project managers fulfill numerous roles within their sphere

of influence. These roles reflect the project manager’s
capabilities and the added value of the project
management profession.
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
COMPETENCES
of the Project Manager
TECHNICAL LEADERSHIP STRATEGIC

PROJECT OF THE AND BUSINESS
MANAGEMENT TEAM MANAGEMENT
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
P.M
LE
AD
AL
ER
NIC
SH
CH
IP
TE
STRATEGIC &
BUSINESS
MANAGEMENT
THE PMI
TALENT
TRIANGLE®
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
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PERFORMING
INTEGRATION
THE INTEGRATOR
The role of the project manager when performing
integration on the project
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
Working with the
project sponsor to
understand the
strategic
objectives
Ensure the
alignment of the Guiding the team
project objectives to work together to
and results with focus on what is
business really essential
areas.
The integration of
processes,
knowledge, and
people.
THANKS!
follow me on LinkedIn: Ashraf Osman, MBA, PMP
0530392489
PR
A SH
EPRA
ARF ENDO B
U YR , NM
I CBOA L, EP M
L IACI ,L .2C0O2 M
0
PROJECT
I N T E G R A T I O N
M A N A G E M E N T
A S H R A F O S M A N , M B A , P M P Ashraf Osman
MBA, PMP
THIS KNOWLEDGE AREA IS
ALL ABOUT INTEGRATING
ALL OTHER KNOWLEDGE INTEGRATION
AREAS, IT CONSISTS OF:
DEVELOP PROJECT
CHARTER
DEVELOP PROJECT
MANAGEMENT PLAN
DIRECT AND MANAGE

PROJECT WORK
MANAGE PROJECT
KNOWLEDGE
MONITOR AND CONTROL
PROJECT WORK
PERFORM INTEGRATED
CHANGE CONTROL
CLOSE PROJECT OF PHASE

TAILORING CONSIDERATIONS
PROJECT LIFE CYCLE.

DEVELOPMENT LIFE CYCLE
MANAGEMENT APPROACHES
KNOWLEDGE MANAGEMENT
LESSONS LEARNED
TRENDS AND EMERGING PRACTICES
USE OF AUTOMATED TOOLS

USE OF VISUAL MANAGEMENT TOOLS
PROJECT KNOWLEDGE MANAGEMENT
EXPANDING THE PROJECT MANAGER’S
RESPONSIBILITIES
HYBRID METHODOLOGIES
Develop
Project Charter
The process of developing a document that formally

authorizes the existence of a project and provides the
project manager with the authority to apply
organizational resources to project activities.
Here where the initial planning or high-level planning

is started
Develop Project
Charter
IMPORTANCE
Establishes a partnership
between the performing and
requesting organizations.
Project Manager is identified
Provides Project Manager with
the authority to use resources
to the project
Provides Project Manager with
the reporting authority
issued by project
initiator/sponsor (external to
project), who is funding the
project.
DEVELOP PROJECT CHARTER

TECHS
1- Business documents 1- Expert Judgement & Meeting 1- Project Charter

• Business case 2- Interpersonal and team skills 2- Assumption log
• Benefits mgmt plan • Conflict management
2- Agreements • Facilitation
3- OPA 4- EEF 3- Data gathering
• Brainstorming
• Focus groups
• Interviews Ashraf Osman
MBA, PMP
DEVELOP
PROJECT ENTERPRISE
ENVIRONMENTAL
BUSINESS AGREEMENTS
DOCUMENTS
CHARTER FACTORS
(INPUTS) Include but are not When a project is being

BUSINESS CASE performed for an
limited to:
external customer. It also
Government or Determines whether or
includes agreement with
industry standards not the project is worth
the project manager to
Legal and regulatory the required investment
start working on the
requirements
porject
Marketplace
conditions
Organizational culture
Contents of
the Charter
1. Purpose / Justifications
2. Project objectives and success
criteria
3. High-level requirements
4. High-level project description
5. High-Level Risks
6. Summary of Milestone
schedule
7. Summary budget
8. Project approval requirements
9. Assigned project manager and
authority
10. Name and authority of the
sponsor
The process of defining,
preparing, and
coordinating all subsidiary
plans and baselines and
integrating them into a
comprehensive project
management plan.
DEVELOP
PROJECT
MANAGEMENT
PLAN
PROJECT MANAGEMENT PLAN
Project Management Plan contents vary upon application area
It is progressively elaborated
Explains how plan is executed, monitored and controlled and
closed
Project Management Plan integrates and consolidates the
subsidiary management plans and baselines
Descriptions of Tools and Techniques selected for use
How work is executed
How Change is Monitored and Controlled
How is Configuration Management performed?
How are Performance measurement baselines maintained?
How are communications established?
How are Risks managed?
How is Quality managed?
Ashraf Osman Ashraf Osman

MBA, PMP MBA, PMP
INPUTS
1. PROJECT CHARTER
2. OUTPUTS FROM OTHER
PROCESSES
3. EEF 4. OPA
DEVELOP
PROJECT MANAGEMENT PLAN
TOOLS & TECHS
1. EXPERT JUDGEMENT
2. DATA GATHERING
3. INTERPERSONAL &
TEAM SKILLS
4. MEETINGS
OUTPUTS
1- PROJECT MGMT PLAN
Ashraf Osman
MBA, PMP
PROJECT CHARTER
IT LISTS ALL OF THE HIGH-LEVEL

DETAILS FOR YOUR PROJECT + YOU
CAN’T START PLANNING WITHOUT A
CHARTER.
OUTPUTS FROM OTHER PROCESSES
PLANNING PROCESSES: ALL OF THE

BASELINES AND PLANNING PROCESSES
INPUTS
IN KNOWLEDGE AREAS
TO
EXECUTION – MONITORING AND
CONTROLLING PROCESSES: OUTPUTS
DEVELOP
FROM E – M&C INCLUDING THE CHANGE
REQUEST.
PROJECT
MGMT
PLAN
9
PROJECT MANAGEMENT
BASIC PLANS
FROM SCOPE MGMT.
PLAN TO
STAKEHOLDERS
MGMT. PLAN
PLAN
3
BASELINES
SCOPE, TIME & COST

BASELINES
Ashraf Osman
MBA, PMP
The process of leading
and performing the
work defined in the
project management
DIRECT
plan and implementing AND
approved changes to MANAGE
achieve the project’s PROJECT
objectives WORK
Ashraf Osman
MBA, PMP
DIRECT & MANAGE PROJECT WORK
1. Project Mgmt Plan 1. Expert Judgment 1. Deliverables

2. Project documents 2. Project Mgmt 2. Work
3.Approved change Information System Performance Data
requests 3. Meetings 3. Change Requests
4. OPA & EEF 4. Issue log
5. Project Mgmt Plan
updates
6. Project Document
updates
7. OPA updates

TECHNIQUES
APPROVED DELIVERABLE
Any output produced : e.g.
CHANGE product , service , results ,
REQUESTS reports , documents ….etc.
Corrective action: An intentional

activity that re-aligns the
performance of the project work Inputs
with the project management
plan;
Preventive action—An
intentional activity that ensures
the future performance of the
project work is aligned with the
project management plan;
Defect repair—An intentional
activity to modify a
nonconforming product or
product component; and/or
Updates — reflect modified or
additional ideas or content.
Ashraf Osman
MBA, PMP
DELIVERABLE
ANY OUTPUT PRODUCED: E.G.
PRODUCT, SERVICE, RESULTS,
REPORTS, DOCUMENTS ….ETC.
WORK
Outputs PERFORMANCE
DATA
THE RAW OBSERVATIONS AND
MEASUREMENTS IDENTIFIED DURING
ACTIVITIES BEING PERFORMED TO CARRY
OUT THE PROJECT WORK. DATA IS
GATHERED THROUGH WORK EXECUTION
AND PASSED TO THE CONTROLLING
PROCESSES OF EACH PROCESS AREA
FOR FURTHER ANALYSIS. IT’S CALLED
“STATUS REPORT’
MANAGE
PROJECT
KNOWLEDGE
THE PROCESS OF USING EXISTING KNOWLEDGE AND CREATING NEW KNOWLEDGE TO ACHIEVE
THE PROJECT’S OBJECTIVES AND CONTRIBUTE TO ORGANIZATIONAL LEARNING.
INPUTS TOOLS OUTPUTS

& TECH
1.PROJECT MGMT PLAN 1. EXPERT JUDGMENT

2. PROJECT DOCUMENTS 1. LESSONS LEARNED
2. KNOWLEDGE MGMT REGISTER
• LESSONS LEARNED REGISTER 3. INFORMATION MGMT
• PROJECT TEAM ASSIGNMENTS 2. PROJECT MGMT PLAN
4. INTERPERSONAL & TEAM UPDATES
• RESOURCE BREAKDOWN SKILLS
STRUCTURE 3. PROJECT DOCUMENTS
• SOURCE SELECTION CRITERIA UPDATES
• STAKEHOLDER REGISTER
3. DELIVERABLES
4. EEF 5. OPA
MONITOR AND
CONTROL
PROJECT WORK
THE PROCESS OF TRACKING,
REVIEWING, AND REPORTING
PROJECT PROGRESS AGAINST
THE PERFORMANCE OBJECTIVES
DEFINED IN THE PROJECT
MANAGEMENT PLAN.
IT IS ABOUT COMPARING THE

PLAN VS ACTUAL WORK
Ashraf Osman
MBA, PMP
MONITOR AND
CONTROL
PROJECT WORK
IT INCLUDES
1. Comparing actual project
performance against project
plan.
2. Assess and implement
needed corrective / preventive
actions
3. Analyzing and tracking and
monitoring Project risks and
implementing risk responses
accordingly
4. Monitoring Implementation of
approved changes
Ashraf Osman
MBA, PMP
MONITOR AND CONTROL PROJECT WORK
1. PROJECT MGMT PLAN

2. PROJECT DOCUMENTS 1. EXPERT JUDGMENT
1. CHANGE REQUESTS
• COST FORECASTS & MEETINGS
2. DATA ANALYSIS 2. WORK
• MILESTONE LIST PERFORMANCE
• ALTERNATIVES ANALYSIS
• QUALITY REPORTS • COST-BENEFIT ANALYSIS REPORTS
• RISK REGISTER • EARNED VALUE ANALYSIS 3. PROJECT
• RISK REPORT • ROOT CAUSE ANALYSIS
MANAGEMENT PLAN
• SCHEDULE FORECASTS • TREND ANALYSIS
• VARIANCE ANALYSIS UPDATES
3. AGREEMENTS
.3 DECISION MAKING 4. PROJECT DOCUMENT
4. WORK PERFORMANCE
UPDATES
INFORMATION
5. EEF 6. OPA

TECHNIQUES
ARE DERIVED FROM PROGRESS
SCHEDULE FORECASTS
VS THE SCHEDULE BASELINE
ARE DERIVED FROM PROGRESS

VS THE COST BASELINE
COST FORECASTS
INCLUDES QUALITY MANAGEMENT

ISSUES; RECOMMENDATIONS FOR
PROCESS, PROJECT, AND PRODUCT
QUALITY REPORTS
IMPROVEMENTS AND THE SUMMARY
OF FINDINGS FROM THE CONTROL
QUALITY PROCESS.
WORK
PERFORMANCE
DATA
The raw observations and
measurements identified during
activities being performed to carry out
the project work
WORK
PERFORMANCE
INFORMATION
information resulted from when
these raw measurement are
analyzed
WORK
PERFORMANCE
REPORTS
Is the summation of WPI in physical
or electronic form
PERFORM INTEGRATED CHANGE CONTROL
THE PROCESS OF REVIEWING ALL CHANGE REQUESTS;

APPROVING/REJECTING CHANGES AND MANAGING
CHANGES TO DELIVERABLES, ORGANIZATIONAL
PROCESS ASSETS, PROJECT DOCUMENTS, AND THE
PROJECT MANAGEMENT PLAN; AND COMMUNICATING
THEIR DISPOSITION.
THIS PROCESS
INCLUDES THE
FOLLOWING
CHANGE
MANAGEMENT 01 Identifying the 02
Ensuring only
ACTIVITIES:
change need approved
or change changes are
occurred. implemented
03 Reviewing 04 Managing
and approved
PERFORM
approving changes
INTEGRATED change
CHANGE requests
CONTROL
Ashraf Osman
MBA, PMP
PERFORM
INTEGRATED
CHANGE
CONTROL
INPUTS TOOLS OUTPUTS

& TECH
1.PROJECT 1. EXPERT JUDGMENT 1. APPROVED CHANGE

MANAGEMENT PLAN 2. MEETINGS REQUEST
2. WORK PERFORMANCE 3. CHANGE CONTROL 2. PROJECT
REPORTS TOOLS MANAGEMENT PLAN
3. CHANGE REQUESTS 4. DATA ANALYSIS UPDATES
4. EEF • ALTERNATIVES 3. PROJECT DOCUMENTS
5. OPA ANALYSIS UPDATES
• COST-BENEFIT
ANALYSIS
5. DECISION MAKING
CHANGE CONTROL BOARD
RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE

REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT
PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL
MANAGERS, TECHNICAL TEAM MEMBERS…ETC.
INPUTS
1. Project Management Plan
2. Accepted Deliverables 3. OPA
Close
4. Project charter
5. Project documents Project or
6. Agreements
7.Procurement documentation
8. Business documents
Phase
T&T The process of
finalizing all
1. Expert Judgment activities across
2. Data analysis all of the Project
• Document analysis Management
• Variance analysis Process Groups
3. Meetings to formally
complete the
OUTPUTS
1. Final Product, Service or result transition
phase or project.
2. Updated Organizational Process Assets Ashraf Osman

3. Final Report 4. Project documents updates MBA, PMP
THANK YOU.
I hope you enjoyed
my presentation.
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia

PMP PREPARATION
COURSE
PROJECT SCOPE MANAGEMENT
Ashraf Osman ASHRAF OSMAN, MBA, PMP
MBA, PMP
OVERVIEW
Plan out all of the Find out all of the Detailed description
work you’ll do to stakeholders’ needs of the work that will
define your scope, and write them down be done and
make sure the team so that you know produced.
is planning to do the what to build and
right work, and your requirements
control it. can be measured and
tracked.
PLAN SCOPE MANAGEMENT COLLECT REQUIREMENTS DEFINE SCOPE

OVERVIEW
The process of The process of The process of

subdividing project formalizing monitoring the
deliverables and acceptance of the status of the project
project work into completed project and product scope
smaller, more deliverables. and managing
manageable changes to the
components. scope baseline.
CREATE WBS VALIDATE SCOPE CONTROL SCOPE

PROJECT SCOPE MANAGEMENT
CONSISTS OF :
Product Scope Project Scope
Features and functions of the The work needed to create product

product of the project of the project
Completion of product scope is Completion of a project is measured
measured against the requirements against the plan
Ashraf Osman
MBA, PMP
TAILORING
CONSIDERATIONS
1- Knowledge & requirements

management
2- Validation and control
3- Development approach
4- Stability of requirements
5- Governance.
Ashraf Osman
MBA, PMP
PLAN SCOPE
MANAGEMENT
THE PROCESS OF
CREATING A SCOPE
MANAGEMENT PLAN
THAT DOCUMENTS HOW
THE PROJECT SCOPE
WILL BE DEFINED,
VALIDATED, AND
CONTROLLED.
IT FIGURES OUT WHAT
WORK YOU’LL DO AND
WHAT’S OUT OF SCOPE.
Ashraf Osman
MBA, PMP
1. Project management plan
INPUTS 2. Project Charter

3. OPA
4. EEF
TOOLS & 1. Expert Judgement

2. Meetings
3. Data analysis
TECHNIQUES • Alternatives analysis
1. Scope management plan

OUTPUTS 2. Requirements management plan
SCOPE
MANAGEMENT
PLAN
Helps to prepare a detailed project

scope statement
Enables the creation of the WBS from
the detailed project scope statement
Establishes how the WBS will be
maintained and approved
Specifies how formal acceptance of
the completed project deliverables
will be obtained
REQUIREMENTS
MANAGEMENT
PLAN
It describes how requirements will

be collected, analyzed, documented,
and managed.
How codification of requirements
will be planned, tracked and reported
Description of requirements
prioritization.
How traceability structure is defined.
Ashraf Osman
MBA, PMP
COLLECT REQUIREMENTS
The process of determining, documenting, and
managing stakeholder needs and requirements
to meet project objectives.
By sitting down with all of the stakeholders for
your project and working out what their needs
are, and that’s what you do in the Collect
Requirements process
Ashraf Osman
MBA, PMP
COLLECT REQUIREMENTS
TOOLS
INPUTS & OUTPUTS
TECHNIQUES
1. Project mgmt plan 1. Expert judgment 1. Requirements

• Scope mgmt plan 2. Data gathering Documentation
• Requirements mgmt 3. Data analysis 2. Requirements
plan 4. Decision making Traceability Matrix
2. Project charter 5. Data representation
3. Project documents 6. Interpersonal and team
4. Business documents skills
5. Agreements 7. Context diagram
6. OPA 7. EEF 8. Prototypes
Ashraf Osman
MBA, PMP
INPUTS (EXPLANATIONS)
PROJECT PROJECT BUSINESS

MGMT PLAN DOCUMENTS DOCUMENTS
It contains plans like: It contains documents like: It contains business

1-Scope plan: 1-Stakeholder Register case, which can
how scope will be defined identify stakeholders describe required,
2-Requirements plan: who can provide information desired, and optional
how requirements will be on the requirements. criteria for meeting the
collected, analyzed 2-Lessons learned register business needs.
3-Stakeholder plan: provide
how to work with information on effective
stakeholders to collect requirements collection
their requirements techniques
01 EXPERT
JUDGMENT 02 DATA
GATHERING
Expertise from individuals or By Brainstorming, Interviews,
groups in what and how to Focus groups & Questionnaires.
collect requirements
03 DECISION
MAKING 04 DATA
ANALYSIS
1. Unanimity Document analysis like:
2. Majority - Agreements;
3. Plurality - Business plans;
4. Autocratic - Business process
INTERPERSONAL
05 AND TEAM 06 DATA
REPRESENTATION
SKILLS
Includes: Nominal group Data representation techniques can
technique & Observation/ include:
conversation. Affinity diagrams & Mind mapping
07 PROTOTYPES 08 CONTEXT
DIAGRAMS
Prototyping is a method of It shows the boundaries of the
obtaining early feedback on product scope by highlighting
requirements by providing a the product and its interfaces
model of the expected product with people, processes, or
before actually building it. systems
OUTPUTS
1.REQUIREMENTS 2.REQUIREMENTS
DOCUMENTATION TRACEABILITY MATRIX
Contains: To trace the collected requirements

1. Business needs
2. Functional Requirements
3. Non-Functional Requirements
4. Quality Requirements
5. Acceptance Criteria
Ashraf Osman
MBA, PMP
INPUTS
• Scope management plan
DEFINE
2. Project charter
3. Project documents
SCOPE
• Requirements documentation
4. OPA 5. EEF
The process of developing a
TOOLS & TECH
detailed description of the project
1. Expert judgment
and product.
2. Product analysis
3. Data analysis
it describes the project, service, or
• Alternatives analysis
result boundaries by defining which
4. Decision making
of the requirements collected will be
5. Interpersonal and team skills
included in and excluded from the
OUTPUTS project scope.
1. Project Scope Statement
2. Project Document Updates
Ashraf Osman
MBA, PMP
DEFINE SCOPE (T&T)
Alternatives analysis It includes asking The goal is to reach

can be used to questions about a a cross-functional &
evaluate ways to product or service common
meet the and forming answers understanding of
requirements and to describe the use, the project
the objectives characteristics, and deliverables and
identified in other relevant project
the charter. aspects & product
boundaries.
DATA ANALYSIS PRODUCT ANALYSIS INTERPERSONAL & TEAM SKILLS

PROJECT SCOPE
STATEMENT
(OUTPUT)
Project Scope Statement defines
what work will be performed and
what work is excluded.
Project Scope Description

Product Acceptance Criteria
Project Deliverables
Project exclusions
Project Constraints & Assumptions
Ashraf Osman
MBA, PMP
CREATE WBS
The process of subdividing

project deliverables and project
work into smaller, more
manageable components called
work packages
Ashraf Osman
MBA, PMP
EXAMPLE WBS BUILDING
1. STRUCTURAL 2. UTILITIES 3. FINISHING
1. 1 EXCAVATION 2.1 HVAC 3.1 PAINTING
1.2 FOUNDATION 2.2 PLUMBING 3.2 WINDOWS
1.3 FRAMING 2.3 ELECTRICAL 3.3 DECORATION

CREATE WBS is very important as it is an
input to FIVE core processes
WBS
COST ACTIVITY
ESTIMATING DEFINITION
RESOURCE
PLANNING
COST RISK
BUDGETING PLANNING
TECHS
1. Project mgmt plan 1. Decomposition 1. Scope Baseline
• Scope mgmt plan 2. Expert judgement 2. Project documents
2. Project documents updates
• Project scope • Assumption log
statement • Requirements
documentation
4. EEF 5. OPA
CREATE WBS
SCOPE BASELINE WBS
(OUTPUTS)
Deliverable-oriented
breakdown of a project
into smaller components
The scope baseline is the

approved version of a WBS
Scope Statement + WBS DICTIONARY
+ WBS Dictionary. Document that provides a
detailed information about each
It is used as a basis for element in the WBS
measuring performance.
It is a component of the SCOPE
project management STATEMENT
plan. Document outlines the
project's deliverables and
identify the constraints,
assumptions and key success
factors
The process of monitoring the status of
the project and product scope and
CONTROL managing changes to the scope baseline.

It allows the scope baseline to be
SCOPE maintained throughout the project.

It ensures all requested changes are
processed through the Perform Integrated
Change Control process.
TECHS
1. Project mgmt plan 1. Data analysis 1. Work performance
2. Project documents • Variance analysis information
• Requirements to compare the 2. Change requests
documentation baseline to the 3. Project management
• Requirements actual performance plan updates
traceability matrix • Trend analysis 4. Project documents
3.Work performance examines project updates
data performance over
4. OPA time to check it
CONTROL SCOPE
SCOPE CREEP
The uncontrolled expansion of

product or project scope
without adjustments to time,
cost, and resources is referred
to as scope creep.
Ashraf Osman
MBA, PMP
VALIDATE
SCOPE
Validate Scope is the
process of the customer
accepting the project
deliverables.
Happens at the end of

each project phase or a
major deliverables are
created
It ensures that the

deliverables are in
alignment with the
project scope
QUALITY CONTROL VS VALIDATE SCOPE
Performed internally by the Performed externally by

project manager with the the client with the project
quality management team manager.
The purpose of QC is to The purpose of the

make sure the product is Validate Scope is to get
defect free& fulfills its formal acceptance from the
requirements customer
Is usually performed at the Is performed at the end of

end of the phase the project
The deliverable produced The deliverable produced

out of this process is out of this process is
“VERIFIED DELIVERABLE” “ACCEPTED DELIVERABLE”
TECHS
1. Project mgmt 1. Inspection 1. Work performance
plan 2. Decision making information
2. Project document 2. Accepted
3. Verified deliverables
deliverables 3. Change requests
4. Work performance 4. Project document
data updates
VALIDATE SCOPE
Deliverable
Journey
Develop Validate
Develop PMP D&M project work QC Close Project
Charter Scope
Charter Project Deliverable Verified Accepted Final

Mgmt Deliverable Deliverable product
Plan service or
result
Ashraf Osman
MBA, PMP
THANK YOU
NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT
ASHRAF OSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489
Ashraf Osman
MBA, PMP
PROJECT TIME
MANAGEMENT
ASHRAF OSMAN, MBA, PMP
Ashraf Osman
MBA, PMP
01 02
SCHEDULE MANAGEMENT
Plan Schedule Define Activities
Management
PROCESSES
03
Sequence Activities
04
Estimate Activity
Durations
05
Develop Schedule
06
Control Schedule
TRENDS
ITERATIVE ON-DEMAND
SCHEDULING WITH SCHEDULING
AND A BACKLOG
01 02
EMERGING This is a form of rolling On-demand scheduling
wave planning based on does not rely on a
PRACTICES adaptive life cycles, schedule that was
such as the agile approach developed previously for
for product development. the development of the
The requirements are product or product
documented in user increments, but rather
stories that are then pulls work from a backlog
prioritized and refined just or intermediate queue of
prior to construction & the work to be done
product features are immediately as resources
developed using time- become available.
boxed periods of work.
Ashraf Osman
MBA, PMP
TAILORING
CONSIDERATIONS
LIFE CYCLE RESOURCE PROJECT TECHNOLOGY

APPROACH AVAILABILITY DIMENSIONS SUPPORT
What is the most What are the factors How will the Is technology used to
appropriate life cycle influencing durations presence of project develop, record,
approach that allows for (such as the correlation complexity, transmit, receive, and
a more detailed between available technological store project schedule
schedule? resources and their uncertainty, product model information and
productivity)? novelty, pace, or is it readily accessible?
progress tracking
impact the desired
level of control?
Ashraf Osman
MBA, PMP
PLAN
SCHEDULE
MANAGEMENT
The process of establishing the policies,
procedures, and documentation for
planning, developing, managing, executing,
and controlling the project schedule
Ashraf Osman
MBA, PMP
1. PROJECT
PLAN MANAGEMENT PLAN
2. PROJECT CHARTER
SCHEDULE 3. EEF 4. OPA
MANAGEMENT
1. EXPERT
JUDGEMENT
INPUTS, TOOLS AND 2. DATA
TECHNIQUES & OUTPUTS (ALTERNATIVES)
ANALYSIS
3. MEETINGS
1. SCHEDULE
MANAGEMENT
PLAN
Ashraf Osman
MBA, PMP
01 02
SCHEDULE MANAGEMENT PLAN
Project schedule model
Level of accuracy (+/- %)
development (software)
CONTENTS
03
Units of measure
04
Project schedule model
maintenance (update)
05
Control thresholds
06
Performance
Measurement(EVM)
DEFINE
ACTIVITIES
THE PROCESS OF IDENTIFYING
AND DOCUMENTING THE
SPECIFIC ACTIONS TO BE
PERFORMED TO PRODUCE Define Activities will decompose
THE PROJECT DELIVERABLES. the work package into smaller
components, are called schedule
activities.
These activities provide a basis for

estimating, scheduling,
executing, and monitoring and
controlling the project work
Ashraf Osman
MBA, PMP
DELIVERABLE
CREAT WBS
WORK
PACKAGE
DEFINE ACTIVITIES
ACTIVITY
Ashraf Osman
MBA, PMP
1. PROJECT
MANAGEMENT PLAN
• SCHEDULE MGMT
DEFINE PLAN
ACTIVITIES • SCOPE BASELINE
3. EEF 4. OPA
1. DECOMPOSITION
2. ROLLING WAVE
INPUTS, TOOLS AND PLANNING
TECHNIQUES & OUTPUTS 3. EXPERT JUDGMENT
4. MEETINGS
1. ACTIVITY LIST
2. ACTIVITY ATTRIBUTES
3. MILESTONE LIST
4. CHANGE REQUESTS
5. PROJECT MGMT PLAN
UPDATES
TOOLS & TECHNIQUES
ROLLING WAVE PLANNING
THE PROCESS OF PROJECT PLANNING IN

WAVES AS THE PROJECT PROCEEDS AND
LATER DETAILS BECOME CLEARER.
Ashraf Osman
MBA, PMP
DEFINE ACTIVITIES
OUTPUTS
ACTIVITY ACTIVITY MILESTONE

LIST ATTRIBUTE LIST
List of the activities & It explain the activity list A milestone is an

their description so it includes activity of zero
predecessor activities, duration that shows
successor activities, an important
constraints, information achievement in a
about resources or time project.
SEQUENCE
ACTIVITIES
The process of identifying and documenting
relationships among the project activities
Ashraf Osman
MBA, PMP
The process of
TOOLS &
identifying and INPUTS TECHNIQUES OUTPUTS
documenting 1. PRECEDENCE 1. PROJECT
1. PROJECT
relationships MANAGEMENT DIAGRAMMING SCHEDULE
among the PLAN METHOD (PDM) NETWORK
2. DEPENDENCY DIAGRAMS
project activities 2. PROJECT
DETERMINATION
DOCUMENTS 2. PROJECT
& INTEGRATION
• ACTIVITY LIST DOCUMENTS
3. LEADS & LAGS
• ACTIVITY 4. PROJECT UPDATE
ATTRIBUTES MANAGEMENT
• MILESTONE INFORMATION
LIST SYSTEM
SEQUENCE 3. EEF 4. OPA
ACTIVITIES
PRECEDENCE DIAGRAMMING METHOD
PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT

THE ACTIVITIES, WHICH ARE CALLED NODES.
THE NODES ARE CONNECTED WITH ARROWS SHOWING THE
DEPENDENCIES BETWEEN ACTIVITIES.
THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).
FINISH TO START START TO START
PDM
01 1. Most frequently used 02 1. The independent
2. Describes that the activity must start before
independent activity must the dependent activity can
finish before the start.
The precedence dependent activity can 2. B doesn't start before A
start Starts
diagramming 3. B doesn't start before A e.g. Project work started
method has four is finished (SS) Project Management
e.g. foundation -concrete activities started
logical
relationships/ FINISH TO FINISH START TO FINISH
dependencies 1. The independent activity 1. The independent activity
03 04
must finish before the must start before the
dependent activity finishes dependent activity can
2. B doesn't finish before finish
A is finished 2. This logical relationship
e.g. Last chapter written is seldom used
(FF) Entire book completed B doesn't finish before A
starts
e.g. shifts
DEPENDENCY DETERMINATION &
INTEGRATION
ALSO 4 DEPENDENCIES
MANDATORY DEPENDENCY DISCRETIONARY DEPENDENCY

Also know as hard logic or hard Also know as preferred logic or soft
dependencies. logic or preferential logic.
The nature of the work dictates the Defined by project management
order in which the activities should team
be Performed legally or Process / procedure driven or best
contractually practices techniques
Involves Physical limitations
INTERNAL DEPENDENCY EXTERNAL DEPENDENCY

Internal to the project and External to the project
controlled by the team An external activity which is non-
project activity has an impact on
project activities.
Leads and Lags
ACTIVITY A ACTIVITY A
LEAD LAG
ACTIVITY B ACTIVITY B
Lead Lag
Speed up the successor Delay successor
activities and require activities and require
time to be subtracted time added either to
from the start date or the start date or to the
the finish date of the finish date of the
activity scheduled activity scheduled
ESTIMATE
ACTIVITY
DURATIONS
The process of estimating the number of
work periods needed to complete individual
activities with estimated resources.
Ashraf Osman
MBA, PMP
1. PROJECT MANAGEMENT PLAN
2. PROJECT DOCUMENTS
• ACTIVITY ATTRIBUTES
• ACTIVITY LIST
ESTIMATE
ESTIMATE
• MILESTONE LIST
• PROJECT TEAM ASSIGNMENTS
• RESOURCE BREAKDOWN
ACTIVITY
ACTIVITY STRUCTURE
• RESOURCE CALENDARS
DURATIONS
• RESOURCE REQUIREMENTS
DURATIONS • RISK REGISTER
3. EEF 4. OPA
.1 EXPERT JUDGMENT
.2 ANALOGOUS ESTIMATING
.3 PARAMETRIC ESTIMATING
INPUTS, TOOLS AND .4 THREE-POINT ESTIMATING
TECHNIQUES & OUTPUTS .5 BOTTOM-UP ESTIMATING
.6 DATA ANALYSIS
• ALTERNATIVES ANALYSIS
• RESERVE ANALYSIS
.7 DECISION MAKING
.8 MEETINGS
.1 DURATION ESTIMATES
.2 BASIS OF ESTIMATES
.3 PROJECT DOCUMENTS UPDATES
ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
x
X
ANALOGOUS PARAMETRIC THREE-POINT RESERVE

ESTIMATING ESTIMATING ESTIMATES ANALYSIS
Also called Top-down Based on data and three numbers: a Set some money aside
estimating project parameters. most likely , an to account the risk
Most useful when the We have 4 meters of optimistic scenario,
previous similar activities cables (data) each 1 and a pessimistic
to activities being meter will take 1 The final estimate is
estimated minute to install . total the average=
duration = 4 mintues (O+4M+P)/6
ESTIMATE ACTIVITY
DURATIONS
TOOLS & TECHNIQUES (EXPLANATION)
ALTERNATIVE BOTTOM-UP DECISION EXPERT

ANALYSIS ESTIMATING MAKING JUDGMENT
Different way or Further Decomposition of the project With the one

resources to do activity to estimate the manager asks the who will do the
the work. duration. These estimates team to show their work
e.g Brick Or Wood? are estimation by
Hand Or Automated? then aggregated into a voting
total quantity for each of
the activity’s durations.
DURATION
ESTIMATES
number of time periods
that are required to
complete an activity
BASIS OF
ESTIMATES
Additional details or
OUTPUTS justifications show how the
duration estimate was
derived.
PROJECT DOCUMENTS
UPDATES
Like activity attributes,
risk register, Lessons
learned register...etc
Ashraf Osman
MBA, PMP
DEVELOP
SCHEDULE
The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project
schedule model.
Ashraf Osman
MBA, PMP
.1 PROJECT MANAGEMENT PLAN
• SCHEDULE MANAGEMENT PLAN
• SCOPE BASELINE
.2 PROJECT DOCUMENTS
ESTIMATE
• ACTIVITY ATTRIBUTES
DEVELOP
• ACTIVITY LIST
• MILESTONE LIST
ACTIVITY
• BASIS OF ESTIMATES
SCHEDULE
• DURATION ESTIMATES
• PROJECT SCHEDULE NETWORK DIAGRAMS
• PROJECT TEAM ASSIGNMENTS
DURATIONS
• RESOURCE CALENDARS
• RESOURCE REQUIREMENTS
• RISK REGISTER
.3 AGREEMENTS .4 EEF 5 OPA
.1 SCHEDULE NETWORK ANALYSIS

.2 CRITICAL PATH METHOD
INPUTS, TOOLS AND .3 RESOURCE OPTIMIZATION
TECHNIQUES & OUTPUTS .4 DATA ANALYSIS
• WHAT-IF SCENARIO ANALYSIS
• SIMULATION
.5 LEADS AND LAGS
.6 SCHEDULE COMPRESSION
.7 PROJECT MANAGEMENT
INFORMATION SYSTEM
.8 AGILE RELEASE PLANNING
.1 SCHEDULE BASELINE
.2 PROJECT SCHEDULE
.3 SCHEDULE DATA
.4 PROJECT CALENDARS
.5 CHANGE REQUESTS
.6 PROJECT MGMT PLAN UPDATES
.7 PROJECT DOCUMENTS UPDATES
CRITICAL PATH METHOD (CPM)
Longest Duration Path (not longest path) through the network diagram
Near critical path : close in duration to critical path. sometimes the near CP
can be the CP which will increase the risk.
Total Float (Slack) :amount of time that an activity can be delayed without
delaying the project finish date
Critical Path has always 0 float.
Early start (ES) Early finish (EF)

Is the earliest time that an Is the earliest time that an
activity can start. activity can finish.
Late start (LS) Late finish (LF)

Is the latest time that Is the latest time that an
an activity can start. activity can finish.
RESOURCE LEVELING
IS A METHOD TO FLATTEN THE
SCHEDULE WHEN RESOURCES ARE
RESOURCE OVER-ALLOCATED
OPTIMIZATION IT WILL LENGTHEN THE SCHEDULE
RESOURCE SMOOTHING
A TECHNIQUE THAT ADJUSTS THE
ACTIVITIES OF A SCHEDULE MODEL
SUCH THAT THE REQUIREMENTS FOR
RESOURCES ON THE PROJECT DO
NOT EXCEED CERTAIN PREDEFINED
RESOURCE LIMITS.
Ashraf Osman
IT WILL NOT AFFECT THE SCHEDULE
MBA, PMP
DATA
ANALYSIS
Simulation allow project managers
to examine the feasibility of the
project schedule under different
conditions, variables and events
(Monte Carol analysis)
What-If Scenario Simulations

provide “what-if” questions, worst
case scenarios, and potential
disasters.
Ashraf Osman
MBA, PMP
Ashraf Osman
MBA, PMP
PROJECT COST
management
COST MGMT PROCESSES
PLAN COST ESTIMATE DETERMINE CONTROL
MGMT COSTS BUDGET COSTS
The process of The process of The process of The process of

defining how developing an aggregating the monitoring the
the project approximation estimated costs status of the
costs will be of the of individual project to
estimated, monetary activities or update the
budgeted, resources work packages project costs
managed, needed to to establish an and manage
monitored, and complete authorized cost changes to the
controlled. project work. baseline. cost baseline.
KEY CONCEPTS
Is primarily concerned with the cost
of the resources needed to complete
schedule activities.
Also considers
Cost of using,
Cost of maintaining
Cost of supporting the product,
service or result
Is also called as Life-Cycle Costing

LIFE CYCLE COST Ashraf Osman
MBA, PMP
Project 1 Project 2
Cost 1000 500
Maintenance 2000 3000
Life cycle
3000 3500
cost
TAILORING
CONSIDERATIONS
Tailoring Cost
Management processes
like:
1- Knowledge management 4- Use of agile approach

2- Estimating & budgeting 5- Governance
3- Earned value mgmt
PLAN COST MANAGEMENT
The process of defining how the project costs will be estimated,
budgeted, managed, monitored, and controlled.
TOOLS
INPUTS TECHNIQUES
OUTPUTS
1. Project 1. Expert judgment 1. Cost management

management plan 2. Data analysis plan
2. Project charter 3. Meetings
3. EEF
4. OPA
Ashraf Osman
MBA, PMP
DATA ANALYSIS
It includes but is not limited to
alternatives analysis.
reviewing strategic funding

options such as: self-funding,
funding with equity, or
funding with debt. It can also
include consideration of ways to
acquire project resources such as
making, purchasing renting, or
leasing. As well as currency like
dollar vs Saudi Riyal
COST MANAGEMENT PLAN CONTENTS
01 Level of accuracy
02 Units of measure
03 Each unit used in measurement, such as

staff hours/staff days is defined
04 Control thresholds
05 EVM calculating formulas are defined
06 Funding Decisions
07 Reporting formats
Ashraf Osman
MBA, PMP
ESTIMATE COSTS
ESTIMATE COSTS IS THE PROCESS OF CALCULATING
THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO
COMPLETE THE PROJECT WORK.
ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF

CURRENCY
• Cost management plan
• Quality management plan
INPUTS
• Scope baseline
• Risk register
• Project schedule
• Resources requirements
3. EEF 4. OPA
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
TOOLS & 4. Bottom-up estimating
5. Three-point estimating
6. Data analysis
TECHNIQUES • Alternatives analysis
• Reserve analysis
• Cost of quality
7. Project management information system
1. Cost estimates
OUTPUTS 2. Basis of estimates

ESTIMATE COSTS
Ashraf Osman
MBA, PMP
DETERMINE BUDGET
The process of aggregating the estimated costs of
individual activities or work packages to establish an
authorized cost baseline
TOOLS
INPUTS TECHNIQUES OUTPUTS
1. Project mgmt plan 1. Cost aggregation 1. Cost baseline

• Cost mgmt plan 2. Data analysis 2. Project funding
• Scope baseline • Reserve analysis requirements
2. Project documents 3. Expert judgment 3. Project documents
• Basis of estimates 4. Historical information updates
• Cost estimates review
• Project schedule 5. Funding Limit
• Risk register reconciliation
3. Agreements 6. Financing
4. OPA 5. EEF
Ashraf Osman
MBA, PMP
CONTROL COSTS
THE PROCESS OF MONITORING THE STATUS OF THE
PROJECT TO UPDATE THE PROJECT COSTS AND
MANAGING CHANGES TO THE COST BASELINE
• Cost management plan
INPUTS
• Cost baseline
2. Project funding requirements
3. Work performance data
4. Organizational process assets
1. Earned value management

2. Data analysis
TOOLS & • Earned value analysis
• Variance analysis
TECHNIQUES
• Trend analysis
• Reserve analysis
3. To-complete performance index (TCPI)
1. Work performance information

2. Cost forecasts
OUTPUTS
3. Change requests
4. Project management plan updates
CONTROL COSTS
EARNED VALUE
ANALYSIS
“The rabbit wouldn't’ have
lost the race if someone
informed about its
performance time to time…”
EARNED VALUE Schedule Performance
ANALYSIS
METHODOLOGY
TO TRACK:
Cost Performance
Ashraf Osman
MBA, PMP
BENEFITS OF EVA
Reliable project costs and
schedule data for more
effective decision-making
Early identification of potential
problems
Accurate prediction of project
costs at completion
What did we get for money
spent
How much will the project cost
to complete
When will the project be
complete
EARNED VALUE ANALYSIS
PV BAC
PLANNED BUDGET AT
VALUE COMPLETION
The authorized budget assigned BAC is the sum of all budgets
to scheduled work. allocated to a project
Budget planned for an activity or The Project BAC must always

work package equal the Project Total PV.
Cumulative and Current BAC = SUM (PV)

EV AC
EARNED ACTUAL
VALUE COST
EV is the quantification of the the cost incurred for executing
“worth” of the work done work on a project
It is the total cost incurred in
EV tells us in physical terms, what
accomplishing the work that the
the project has accomplished.
EV measured
Cumulative and Current Cumulative and Current

The amount by which the
SCHEDULE project is ahead or behind

the planned delivery date,
VARIANCE SV = EV – PV
A negative variance means the
project is behind schedule.
The amount of budget deficit or

COST surplus at a given point in time
CV = EV – AC
VARIANCE A negative variance means the
project is over-budget.
How much over or under budget
VARIANCE AT (will the total project cost be?)

do we expect to be at the end
COMPLETION of the project?

VAC = BAC – EAC
VARIANCE
ANALYSIS
indexes
Schedule Performance Index (SPI)
SPI = EV/PV
(SPI<1 means project is behind schedule)
Cost Performance Index (CPI)
CPI = EV/AC
(CPI<1 means project is Over budget)

TREND ANALYSIS
Trend analysis examines project performance over time to
determine if performance is improving or deteriorating.
FORECASTING RESERVE ANALYSIS
As the project progresses, the In earned value analysis, three

team may develop a forecast for parameters of planned value,
the estimate at completion (EAC) earned value, and actual cost
that may differ from the budget at can
completion (BAC) based on the be monitored and reported on
project performance. If it becomes both a period-by-period basis
obvious that the BAC is no longer (typically weekly or monthly) and
viable, the project manager should on a cumulative basis.
consider the forecasted
ESTIMATE AT CASES
COMPLETION (EAC)
1- Typical
What do we currently When Variance will continue, or no variance,
or same performance or (CPI at same rate)
expect the TOTAL project
EAC=BAC / CPI
(at completion) to cost?
2- Atypical
When Variance will end or spending at

same budgeted/planned rate
EAC= AC + BAC - EV
3- initial plan is no longer valid or wrong
EAC= AC + ETC (Bottom-Up)
4- When considering CPI & SPI
EAC= AC + BAC - EV
(CPI x SPI)
CONTROL COSTS (T&T) CONT'D
TCPI
ETC
(TO-COMPLETE
(ESTIMATE TO
PERFORMANCE
COMPLETE)
INDEX)
From now on, how much MORE That is ratio between remaining
money will it take to finish the work and funds remaining
project? TCPI = (BAC-EV) / (BAC-AC)
ETC = EAC – AC
Planned Value (PV) Ashraf Osman
Value of work planned to be done MBA, PMP
The Project BAC

Must always equal the Project Total PV
Actual Cost (AC)

The cost incurred for executing work
Earned Value (EV)

Value of work done to date
SUMMARY
Estimate At Completion (EAC) Ashraf Osman
MBA, PMP
What do we currently expect the
TOTAL project (at completion) to cost ?
Estimate To Complete (ETC)

From now on, how much MORE money
will it take to finish the project ?
Variance At Completion (VAC)

How much over or under budget (will the total project
cost be?) do we expect to be at the end of the project?
SUMMARY
YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED.
EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000
PER SIDE.
THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER.
TODAY IS THE END OF DAY THREE.
CALCULATE
PV
ACTIVITY STAUTS
EV
AC
SIDE 1 Complete, spent $1,000
BAC
CV
SIDE 2 Complete, spent $1,200
CPI
SV
SIDE 3 50% done, spent $600
SPI
EAC
SIDE 4 Not yet started ETC
VAC
ANSWERS Ashraf Osman
MBA, PMP
PV = 1,000 + 1,000 + 1,000= 3,000 WE SHOULD HAVE DONE $3,000 WORTH OF WORK.
EV = 1,000 + 1,000 + (50% X 1000) = 2500 WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK
AC = 1,000 + 1,200 + 600 = 2800 WE HAVE ACTUALLY SPENT $2,800
BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000 OUR PROJECT BUDGET IS $4,000.
CV = 2,500 – 2,800 = -300 $300 OVER BUDGET
CPI = 2,500 / 2,800 = 0.893 WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT.
SV = 2,500 – 3,000 = -500 WE ARE BEHIND SCHEDULE
SPI = 2,500 / 3,000 = 0.833 WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED
EAC = 4,000 / .893 = 4479 WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479
ETC = 4.479 – 2,800 = 1679 WE NEED TO SPEND $1,679 TO FINISH THE PROJECT
VAC = 4,000 – 4,479 = -479 WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED.
Ashraf Osman
MBA, PMP
THANK YOU
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Ashraf Osman
MBA, PMP
PROJECT QUALITY
MANAGEMENT
By: Ashraf Osman,MBA, PMP

PROJECT QUALITY MANAGEMENT
PLAN QUALITY MANAGEMENT

The process of identifying quality or standards
MANAGE QUALITY
Translating the quality management plan into
executable quality activities that
incorporate the organization’s quality policies into
the project.
CONTROL QUALITY
Monitoring and recording the results of executing
the quality management activities to assess
performance and ensure the project outputs are
complete, correct, and meet customer expectations.

TRENDS AND EMERGING
PRACTICES IN PROJECT
QUALITY MANAGEMENT
Customer satisfaction
Continual improvement
Management responsibility
Prevention of defects and reworks
Everyone's responsibility
Continuous improvement
(Plan – Do – Check – Act)

Policy compliance and auditing

Standards and regulatory
compliance
Continuous improvement
Stakeholder engagement

MORE QUALITY CONCEPTS
Says that the process is the
problem, not people
TQM stipulates that quality
must be managed in and that
quality improvement should
be a continuous way of doing
business
TQM
Is a quality management
approach
Mostly used in manufacturing
and services industries
Is focuses on process
improvement and variation
reduction by applying Six
Sigma methodologies SIX SIGMA

MORE QUALITY CONCEPTS
A quality philosophy of
applying continuous
small improvements
to reduce costs and
ensure consistency.
KAIZEN TECHNOLOGY
The cost of the incremental

improvements to a process
or a product is compared
with the increase in
revenue made from the
improvements.
MARGINAL ANALYSIS

Ashraf Osman
MBA, PMP The sum of the

characteristics
of a product
that meet the
specifications /
expectations of
the project
QUALITY VS
QUALITY
GRADE The category or

rank given to
entities having
the same
functional use
but different
characteristics
GRADE
Ashraf Osman
MBA, PMP
STEAK FOOL
The steak is a high-grade meal The fool is a low-grade meal
But if the steak didn't meet the expectation and the fool did,
then the steak is a low quality while the fool is a high quality

Ashraf Osman
MBA, PMP
QUALITY PIONEERS
PHILIP CROSBY JOSEPH JURAN EDWARD DEMING

CROSBY DEVISED VLOGGER
IS KNOWN FOR HIS SUGGESTED THAT AS
THE “ZERO “FITNES FOR USE” MUCH AS 85% OF
DEFECTS” THAT IS QUALITY ISSUES IS
PRACTICE CUSTOMERS’ MANAGEMENT
THAT IS, DO IT EXPECTATIONS PROBLEM
EASTWAY UNIVERSITY
RIGHT
OF SOCIALTHE FIRST
SCIENCES ARE MET DEMING IS WWW.EUSS.EDU
MAJOR
TIME CONFORMANCE CONTRIBUTOR OF
PREVENTION IS TO TOTAL QUALITY
THE KEY SPECIFICATIONS MANAGEMENT (TQM)
Plan Quality Management
The process of identifying quality requirements and/or standards
for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
inputs tools & techniques outputs
1. PROJECT CHARTER 1. MEETINGS & EXPERT 1. QUALITY
2. PROJECT JUDGMENT MANAGEMENT PLAN
MANAGEMENT PLAN 2. DATA GATHERING 2. QUALITY METRICS
3. PROJECT DOCUMENTS • BENCHMARKING 3. PROJECT DOCUMENTS
• ASSUMPTION LOG • BRAINSTORMING UPDATES
• REQUIREMENTS • INTERVIEWS 4. PROJECT DOCUMENTS
DOCUMENTATION 3. DATA ANALYSIS UPDATES
• RISK REGISTER • COST-BENEFIT ANALYSIS
• STAKEHOLDER • COST OF QUALITY
REGISTER 4. DECISION MAKING
4. EEF 5. OPA 5. DATA REPRESENTATION
6. INSPECTION PLANNING

Ashraf Osman
MBA, PMP
PLAN QUALITY
MANAGEMENT
T&T
Ashraf Osman
MBA, PMP
Plan Quality Management (T&T)
Benchmarking Decision Making Cost of Quality
Is comparison among two multicriteria decision analysis. Total cost of quality-related

projects, processes or it helps to prioritize quality efforts
performance of metrics. 4 types:
organizations E.g., prioritization matrix can A- Prevention costs: Includes
The goal is to evaluate the be used to identify the key quality planning, Training
differences between two issues and suitable B- Appraisal costs: Includes
projects and to make alternatives to be prioritized inspections and testing.
corrective actions to the as a set of decisions for C- Internal Failure Costs
current project implementation D- External Failure Costs
Is also used as a
measurement against
industry standards,
competitors’ level of
performance

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
FLOW CHART
A flowchart is a type of diagram that
represents an algorithm, workflow or
process, showing the steps as boxes of
various kinds, and their order by
connecting them with arrows. This
diagrammatic representation
illustrates a solution model to a given
problem.

Ashraf Osman
MBA, PMP
DATA REPRESENTATION
Logical Data Model Matrix diagrams Mind mapping
The logical data model can Matrix diagrams help find the diagrammatic method used to
be used to identify strength of relationships visually organizing
where data integrity or among different factors and information.
other quality issues can causes that exist between the The mind-mapping technique
arise. rows and columns that form may help in the rapid
the matrix. gathering of project
quality requirements

plan quality managenet (outputs)
QUALITY MANAGEMENT PLAN QUALITY METRICS PLAN & DOCUMENTS UPDATES
Describes how the A quality metric specifically Risk management plan

organization’s quality policies describes a project or product Scope baseline
will be implemented. It contains: attribute and how the Control Requirements traceability
1-Standard Quality process will matrix
2-Roles & Responsibility verify compliance to it e.g
3-Reports variance in height, number of
4-Metrics bugs, number of crashes...etc
5-The deliverable that will be
tested

manage Quality (qa)
The process of translating the quality management plan into executable
quality activities that incorporate the organization’s quality policies into
project. Manage Quality is called Quality Assurance.
1. PROJECT MGMT PLAN 1. DATA GATHERING 1. QUALITY REPORTS
• QUALITY MGMT PLAN • CHECKLISTS 2. TEST & EVALUATION
2. PROJECT DOCUMENTS 2. DATA ANALYSIS DOCUMENTS
• LESSONS LEARNED 3. DECISION MAKING 3. CHANGE REQUESTS
REGISTER 4. DATA REPRESENTATION 4. PROJECT MGMT
• QUALITY CONTROL 5. AUDITS PLAN UPDATES
MEASUREMENTS 6. DESIGN FOR X 5. PROJECT DOCUMENTS
• QUALITY METRICS 7. PROBLEM SOLVING UPDATES
• RISK REPORT 8. QUALITY IMPROVEMENT
3. OPA METHODS

Used to evaluate
identified options in
order to select which
different quality
options or approaches
are most appropriate to
use
ALTERNATIVES ANALYSIS
Identifies
ROOT CAUSE ANALYSIS

opportunities for
Data
process PROCESS ANALYSIS Analytical technique
improvements. This used to determine the
analysis also basic underlying
analysis
examines problems, reason that causes a
constraints, and non- variance, defect, or
value-added activities risk.
that occur during a
process.
DOCUMENT ANALYSIS
The analysis of
documents produced in
project control
processes can point to
and focus on processes
that may be out of
control and may
jeopardize meeting the
specified requirements
Ashraf Osman
MBA, PMP
Manage Quality (T&T)
Audits Design for X Quality
improvement
A structured, independent Is a set of technical Quality improvements can
process used to determine guidelines that may be occur based on findings and
if project activities comply applied during the design of recommendations from
with organizational and a product for the quality control processes, the
project policies, processes, optimization of a specific findings of the quality audits,
and procedures. aspect of the design. or problem-solving in the
Quality audits can Manage Quality process.
confirm the Example: Plan-do-check-act
implementation of and Six Sigma
approved change requests
including updates,
corrective actions,
defect repairs, and
preventive actions.

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
CAUSE AND EFFECT

DIAGRAM
Also called Fishbone diagrams or Ishikawa
diagrams
They are used to figure out what caused a
defect. You list all of the categories of the
defects that you have identified and then
write the possible causes of the defect you
are analyzing from each category.
Fishbone diagrams help you see all of the
possible causes in one place so you can think
of how you might prevent the defect in the
future.

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
HISTOGRAM
Also called (Frequency Distribution Chart)
A bar graph that groups the data by
predetermined intervals to show the frequency of
the data set
Used to measure and analyze the data and
identify Defect Classification, Delivery Times,
Survey Findings

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
SCATTER DIAGRAM
It is used for problem-solving and
understanding cause and effect
relationships
It shows if a relation exists between
Two variables
Types of Correlations
Positive correlation
Negative correlation
No correlation

MANAGE QUALITY: OUTPUTS
QUALITY REPORTS TEST &EVALUATION CHANGE REQUESTS

DOCUMENTS
VLOGGER
Include all quality They are inputs to the If changes occur during the
mgmt issues escalated Control Quality Manage Quality process
by the team; process and are used that impact any of the
recommendations to evaluate the componentsof the project
improvements;
EASTWAY UNIVERSITY
OF SOCIAL SCIENCES
and achievement of quality mgmt plan, project
WWW.EUSS.EDU
the summary of objectives. documents,
findings from the
Control Quality
process.
control Quality (QC)
The process of monitoring and recording results of executing the
quality mgmt activities in order to assess performance & ensure the
project outputs are complete, correct, & meet customer expectations.

1. PROJECT MGMT PLAN 1. DATA GATHERING 1. QUALITY CONTROL
• QUALITY MGMT PLAN • CHECKLISTS MEASUREMENTS
2. PROJECT DOCUMENTS • CHECK SHEETS 2. VERIFIED DELIVERABLES
• QUALITY METRICS • STATISTICAL SAMPLING 3. WORK PERFORMANCE
• TEST & EVALUATION 2. DATA ANALYSIS INFORMATION
• PERFORMANCE REVIEWS 4. CHANGE REQUESTS
DOCUMENTS
5. PROJECT MGMNT PLAN
3. APPROVED CHANGE • ROOT CAUSE ANALYSIS
UPDATES
REQUESTS 3. INSPECTION
4. DELIVERABLES 4. TESTING/PRODUCT
UPDATES
5. WORK PERFORMANCE EVALUATIONS
DATA 5. DATA REPRESENTATION
6. EEF 7. OPA 6. MEETINGS

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
CHECK SHEETS
They are especially useful for
gathering attributes data while
performing inspections to identify
defects.
For example, data about the
frequencies or consequences of
defects collected in checksheets are
often displayed using Pareto diagrams.

Ashraf Osman
MBA, PMP
DATA
REPRESENTATION
CONTROL CHART
Used to objectively define a process and variation
Process containing only common causes of
variation is considered stable, implying that the
variation is predictable within the established
control limits
Processes containing special as well as common
causes of variation are considered unstable. In
such cases the special causes fall outside the
established control limits
Control charts can be plotted for tracking
Production failures, defects by
schedule/effort/cost and variances
control quality (outputs)
QUALITY CTRL MEASUREMENTS VERIFIED DELIVERABLES WORK PERFORMANCE INFO
Quality control measurements A goal of the Control Quality Includes information on project
are the documented results of process is to determine the requirements fulfillment, causes
Control Quality activities correctness of deliverables. for rejections, rework required,
The results of performing the recommendations for corrective
Control Quality process are actions, lists of verified
verified deliverables that deliverables, status of the quality
become an input to the metrics, & the need for process
Validate Scope process adjustments.

VS
QA QC
Makes Sure that we are Makes Sure that results
doing the right thing in of what we’ve done are
the right way what we are expected
Focuses on building in Focuses on testing for

quality and hence quality and hence
preventing defects detecting defects
Deals with process Deals with products
Preventing process Corrective process

(proactive) (reactive)
Ashraf Osman
MBA, PMP
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PROJECT
RESOURCE
MANAGEMENT
BY: ASHRAF NOUR, MBA, PMP
Ashraf Osman
MBA, PMP
Project Resource Management includes the
processes to identify, acquire, and manage the
resources needed for the successful
completion of the project.
Plan Resource Management

1 It defines how to estimate, acquire, manage,
and utilize physical and team resources.
Estimate Activity Resources
2 estimating the type and quantities of
resources necessary to perform project
work.
Acquire Resources
Obtaining human and physical
3 resources necessary to complete
project work.
Resources include physical resources as well
as human resources.
Develop Team
4 The process of improving competencies,
interactions & team environment to
enhance performance.
Manage Team
5 Tracking team member performance,
providing feedback, resolving issues
Control Resources
Ensuring that the physical
6 resources are available as planned,
as well as monitoring the planned
versus actual use of resources,
DIVERSITY PHYSICAL INDUSTRY- LIFE CYCLE

TEAM MGMT.
LOCATION SPECIFIC APPROACHES
RESOURCES
What is the What is the What special How is team What life cycle
diversity physical location resources are development approach will be
background of of team members needed in the managed for the used on the
the team? and physical industry? project? project?
resources?
PLAN INPUTS
RESOURCE 1. Project charter
MANAGEMENT 2. Project management plan
• Risk register • Stakeholder register
The process of defining 3. EEF 4. OPA
how to estimate,
acquire, manage, and use TOOLS & TECHNIQUES
1. Data representation
team and physical • Hierarchical charts
resources. • Responsibility assignment matrix
• Text-oriented formats
2. Organizational theory
3. Expert judgment & Meetings
OUTPUTS
1. Resource management plan
2. Team charter
Data representation by using charts.
Various formats exist to document and
communicate team member roles and
responsibilities. Most fall into
hierarchical, matrix, or text-
oriented formats.
DATA REPRESENTATION
1- HIERARCHICAL – ORGANIZATIONAL CHART
DATA REPRESENTATION - CHARTS
2- ASSIGNMENT MATRIX
A- Responsibility Assignment
Matrix - RAM
(who will do what?)
B- RACI Matrix
(Responsible - Accountable -
Consult - Inform)
DATA REPRESENTATION - CHARTS
3- TEXT – ORIENTED FORMAT

ORGANIZATION
THEORIES
Ashraf Osman
MBA, PMP
MASLOW’S HIERARCHY OF NEEDS
People have needs, and

until the lower ones are
satisfied they won’t
even begin to think
about the higher ones.
ORGANIZATION THEORIES
HERZBERG’S THEORY OF MOTIVATION
Hygiene agents Motivating agents

1- Job security 1- Opportunity
2- Salary 2- Responsibility
3- Acceptable working 3- Appreciation
conditions 4- Recognition
4- Relationships 5- Education
THEORY X & THEORY Y
Thoery X Theory Y
Management assumed Employees enjoy
employees are lazy and their physical and
hate work. mental work.
EXPECTANCY THEORY
People will behave based on what they expect

Will work in relation to the expected reward
E.g Sales Commission Policy, Jannah
RESOURCE It includes:
MANAGEMENT PLAN 1. Identification of resources
The resource management plan, 2. Guidance on how to acquire resources
a part of the project management plan, 3. Roles and responsibilities
provides guidance on how project resources 4. Project organization charts
should be categorized, allocated, managed, and 5. Project team resource management
released. 6. Training
7. Team development
8. Resource control
Ashraf Osman
MBA, PMP
9. Recognition plan
TEAM CHARTER
The team charter is a document that

establishes the team values, agreements, and
operating guidelines for the team.
The team charter may include but is not limited
to:
Team values
Communication guidelines
Decision-making criteria and process
Conflict resolution process
Meeting guidelines
Team agreements
Ashraf Osman
MBA, PMP
INPUTS
ESTIMATE 1. Project management plan
ACTIVITY • Resource management plan
• Scope baseline
RESOURCES 2. Project documents
• Activity attributes • Activity list
• Cost estimates • Resource calendars
• Risk register
The process of 3. EEF 4. OPA
estimating team TOOLS & TECHNIQUES
resources and the type & 1. Expert judgment & Meetings
quantities of materials, 2. Bottom-up estimating
3. Analogous estimating
equipment, and supplies 4. Parametric estimating
necessary to perform 5. Data analysis
project work • Alternatives analysis
OUTPUTS
1. Resource requirements
2. Basis of estimates
3. Resource breakdown structure
Ashraf Osman
MBA, PMP
ESTIMATE ACTIVITY
RESOURCES
Manpower
We call it Machineries
the "4 M" Material
Money
Ashraf Osman
MBA, PMP
INPUTS
ACQUIRE
1 .Project management plan
RESOURCES 2. Project documents
• Resource calendars
• Resource requirements
• Stakeholder register
The process of obtaining 3. EEF 4. OPA
team members, facilities, TOOLS & TECHNIQUES
equipment, materials, 1. Pre-assignment

2. Decision making
supplies, and other 3. Interpersonal and team skills
resources necessary to 4. Virtual teams
complete project work OUTPUTS
1. Physical resource assignments
2. Project team assignments
3. Resource calendars
4. Change requests
Ashraf Osman 6. Project documents updates
MBA, PMP 7. EEF & OPA updates
ACQUIRE RESOURCES
PRE ASSIGN- VIRTUAL RESOURCE

MENT TEAMS CALENDAR
When physical or Group with little Identifies the

team resources or no time spent working days,
for a project are meeting face to shifts, business
determined in face. hours, weekends,
advance, they are and holidays.
considered pre-
assigned.
INPUTS
DEVELOP
TEAM 2. Project documents
• Project team assignments
• Resource calendars
• Team charter
3. EEF 4. OPA
The process of improving TOOLS & TECHNIQUES
competencies, team 1. Colocation
member interaction, and 2. Virtual teams 3. Communication technology
overall team environment 4. Interpersonal and team skills 5. Training
6. Recognition and rewards
to enhance project 7. Individual and team assessments
performance 8. Meetings
OUTPUTS
1. Team performance assessments
2. Change requests
3. Project Mgmt plan updates
Ashraf Osman 5. EEF & OPA updates
MBA, PMP
STAGES OF TEAM DEVELOPMENT
FORMING STORMING NORMING PERFORMING ADJOURNING

Team acquaints Members People start to The team reach is the break-up of
and establishes start to resolve their this stage,when the group,
ground rules. communicate differences, hard work leads hopefully when
Formalities are their feelings but appreciate without friction, to the task is
preserved and sill view colleagues' the achievement completed
members are themselves as strengths, and of the team's goal successfully, or
treated as individuals . They respect the as part of the
strangers. show hostility. weeknesses Project Closure
MANAGE
INPUTS
TEAM
3. Team performance assessments
4. Work performance reports
5. EEF 6. OPA
The process of tracking
team member
performance, providing TOOLS & TECHNIQUES
feedback, resolving 2. Project management information system
issues, and managing
changes to optimize
project performance OUTPUTS
1. Change requests
4. Enterprise environmental factors updates
Ashraf Osman
MBA, PMP
CONFLICT
RESOLUTION
Ashraf Osman
MBA, PMP COMPANY.COM

CONFLICT
RESOLUTION
Conflict is natural
Conflict is a team issue
Openness resolves conflict
Conflict resolution should focus on issues,
not personalities
Conflict resolution should focus on the
present, not the past
Ashraf Osman
MBA, PMP
CONFLICT RESOLUTION TECHNIQUES
Confronts the Incorporating multiple Requires both parties

problem head-on viewpoints from give up something
The preferred method differing Decision is a blend of
perspectives, two parties argument
leading to consensus Lose-lose solution
Used to avoid fight
CONFRONTING COLLABORATING COMPROMISING

CONFLICT RESOLUTION TECHNIQUES
Smoothing by Decision is made with One party withdraws

minimizing the size of power form the problem with
the problem May not be the best disgust Yield-loose
Temporary solution solution solution
Immediate solution Worst conflict
resolution
SMOOTHING FORCING WITHDRAWAL

CONTROL
INPUTS
RESOURCES
4. Agreements
5. OPA
The process of ensuring
that the physical
resources are available as TOOLS & TECHNIQUES
1. Data analysis
planned, as well as 2. Problem solving
monitoring the planned 3. Interpersonal and team skills
versus actual use of 4. Project management information system
resources, OUTPUTS
2. Change requests
Ashraf Osman
MBA, PMP
THANK YOU!
Ashraf Osman
MBA, PMP
PROJECT
COMMUNICATIONS
MANAGEMENT
Ashraf Osman
MBA, PMP
PROJECT COMMUNICATIONS MANAGEMENT
It 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. Communications
Management 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.
90% of a project manager’s job is communication.
Communications Management makes sure everybody

gets the right message at the right time.
Ashraf Osman
MBA, PMP
OVERVEIW
PLAN
MANAGE MONITOR
COMMUNICATIONS
COMMUNICATIONS COMMUNICATIONS
MANAGEMENT
This process is based on The process of ensuring The process of ensuring the
the information needs of timely & appropriate information needs of the
each stakeholder or group, collection, creation, project and its stakeholders
available organizational distribution, are met.
assets & the needs of the storage, retrieval,
project. management, monitoring,
of project information
Customer - KEY CONCEPTS
Sponsor
COMMUNICATION
CAN BE:
Other project Other
PROJECT
managers projects
Internal, External,
Vertical & Horizontal.
Project
management
team
Ashraf Osman
MBA, PMP
/ NORTH HAMPSHIRE
FORMAL WRITTEN
PROJECT CHARTER,
PLAN,
LONG DISTANCE
COMMUNICATION
INFORMAL WRITTEN INFORMAL VERBAL

E-MAIL,
KEY MEETINGS,
TEXT MESSAGES CONCEPTS CONVERSATIONS
FORMAL VERBAL
PRESENTATION,
SPEECHES
PROJECT COMMUNICATIONS MANAGEMENT
TRENDS AND EMERGING PRACTICES IN PROJECT

COMMUNICATIONS MANAGEMENT
1- Inclusion of stakeholders in project reviews.

2- Inclusion of stakeholders in project meetings.
3- Increased use of social computing.
4- Multifaceted approaches to communication.
1- Stakeholders
2- Physical location
3- Communications technology
4- Language
5- Knowledge management
Ashraf Osman
MBA, PMP
1. PROJECT CHARTER
2. PROJECT MANAGEMENT
PLAN PLAN
COMMUNICATION • REQUIREMENTS
MANAGEMENT DOCUMENTATION
4. EEF 5. OPA
1. COMMUNICATION
REQUIREMENTS ANALYSIS
2. COMMUNICATION
THE PROCESS OF DEVELOPING AN TECHNOLOGY
3. COMMUNICATION MODELS
APPROPRIATE APPROACH AND PLAN 4. COMMUNICATION METHODS
FOR PROJECT COMMUNICATIONS 5. MEETINGS 6. EXPERT
BASED ON STAKEHOLDER’S JUDGMENT
INFORMATION NEEDS AND 7. INTERPERSONAL AND TEAM
SKILLS
REQUIREMENTS, AND AVAILABLE 8. DATA REPRESENTATION
ORGANIZATIONAL ASSETS
1. COMMUNICATION
MANAGEMENT PLAN
PLAN UPDATES
3. PROJECT DOCUMENT
UPDATES
Ashraf Osman
MBA, PMP
PLAN COMMUNICATION MANAGEMENT (T&T)
COMMUNICATIONS COMMUNICATION COMMUNICATION

REQUIREMENTS TECHNOLOGY METHODS
ANALYSIS
• Organizational charts; • Availability of Technology Push Communication:
Includes sending to
• Project organization and • Urgency
specific recipients who
stakeholder responsibility • Expected project staffing need the information
like sending emails,
relationships; • Project Environment letters, SMS...etc
• Disciplines, departments, • Duration of the project Pull Communication:
Requires the recipients
and specialties involved in the
to access the
project; communication e.g.
Websites, Could
• How many persons will be
services
involved with the project and Interactive Communication:
at which locations; Between two or more parties
PLAN COMMUNICATION MANAGEMENT (T&T)
DATA MEETINGS INTERPERSONAL

REPRESENTATION AND TEAM SKILLS
The stakeholder engagement The Plan Communications Communication styles

assessment:
assessment matrix, displays Management process
A technique used to
gaps between current and requires discussion with the assess communication
styles and identify the
desired engagement levels of project team to determine
best communication
individual stakeholders, it can the most appropriate way to method,
Cultural awareness
be further analyzed in this update and communicate An understanding of the
process to identify additional project information, and to differences between
individuals, groups,
communication requirements respond to requests from and organizations and
various stakeholders for adapting the project’s
communication strategy
information. in the context of these
differences.
COMMUNICATION
MODEL
SENDER RECIEVER
MESSAGE
ENCODE DECODE
NOISE
MEDIUM
NOISE
DECODE ENCODE
FEEDBACK-MESSAGE
COMMUNICATION MANAGEMENT PLAN (OUTPUT)
HOW PROJECT COMMUNICATIONS

WILL BE PLANNED, STRUCTURED,
MONITORED, AND CONTROLLED.
THE PLAN CONTAINS THE
FOLLOWING INFORMATION:
• COMMUNICATIONS ITEM
• PURPOSE
• FREQUENCY
• START / END DATES
• FORMAT / MEDIUM
• RESPONSIBILITY
MANAGE
COMMUNICATIONS
1.Project management plan
• Communications mgmt. plan
THE PROCESS OF CREATING, • Stakeholder engagement plan
COLLECTING, DISTRIBUTING, I 2. Project documents
STORING, RETRIEVING AND THE 3. Work performance reports
4. EEF 5. OPA
ULTIMATE DISPOSITION OF
PROJECT INFORMATION IN 1. Communication Technology
2. Communication Models
ACCORDANCE WITH THE 3. Communication skills
COMMUNICATIONS T&T 4. Project management information system
MANAGEMENT PLAN. 5. Project reporting
7. Meetings
IT IS ALL ABOUT MAKING SURE 1. Project communications
THAT THE RIGHT INFORMATION O 2.

3.
Project management plan updates
Project Document Updates
MAKES IT TO THE RIGHT PEOPLE. 4. OPA updates
PLAN
MONITOR 2. PROJECT DOCUMENTS
• ISSUE LOG
COMMUNICATIONS • PROJECT
COMMUNICATIONS
3. WORK PERFORMANCE
DATA
4. OPA 5. EEF
1. INFORMATION
THE PROCESS OF ENSURING THE MANAGEMENT SYSTEM
2. EXPERT JUDGMENT
INFORMATION NEEDS OF THE & MEETINGS
PROJECT AND ITS STAKEHOLDERS ARE 3. INTERPERSONAL AND
MET. TEAM SKILLS
4. DATA ANALYSIS
1. WORK PERFORMANCE
INFO
2. CHANGE REQUEST
PLAN UPDATES
4. PROJECT DOCUMENT
UPDATES
PMP PREPERATION COURSE ASHRAF NOUR, MBA, PMP
PROJECT
STAKEHOLDER
MANAGEMENT
Ashraf Osman
MBA, PMP
OVERVEIW
Project Stakeholder Management includes
the processes required to identify the
people, groups, or organizations that could
impact/impacted by the project, to analyze
their expectations /impact on the project,
and to develop strategies for effectively
engaging stakeholders in project decisions
and execution. Stakeholder management
also focuses on continuous communication
with stakeholders.
IDENTIFY STAKEHOLDERS PLAN STAKEHOLDER
ENGAGEMENT
Figuring out who your stakeholders developing approaches to involve

01 and analyzing their interests,
02
project stakeholders based
involvement, influence, and potential on their needs, expectation,
impact on project success interests, and potential impact on
the project.
MANAGE STAKEHOLDER MONITOR STAKEHOLDER

ENGAGEMENT ENGAGEMENT
The process of communicating and monitoring project stakeholder
03 working with stakeholders to meet
04 relationships & tailoring
their needs/expectations strategies for engaging
stakeholders through the
modification of strategies & plans.
PROJECT STAKEHOLDER MANAGEMENT

IDENTIFYING ENSURING
All stakeholders, not just a limited set That all team members are involved
01 02
in stakeholder engagement
activities
REVIEWING CONSULTING
The stakeholder community With stakeholders who are most

03 regularly, often in parallel with
04 affected by the work or outcomes
reviews of individual project risks of the project through the
concept of co-creation
TRENDS AND EMERGING PRACTICES

IDENTIFY STAKEHOLDERS
The process of identifying regularly the people, groups, or
organizations that could impact or be impacted by a decision,
activity, or outcome of the project; and analyzing and
documenting relevant information regarding their interests,
involvement, influence, and potential impact on project success
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project charter 1. Data gathering 1. Stakeholder register

2. Business documents 2. Data analysis 2. Change requests
3. Project mgmt plan • Stakeholder analysis 3. Project management
• Communications & • Document analysis plan updates
Stakeholder engagement 3. Data representation 4. Project documents
plan • Stakeholder mapping/ updates
4. Project documents representation
5. Agreements 4. Expert judgment
6. OPA 7. EEF & Meetings
DATA
STAKEHOLDER ANALYSIS
Stakeholder analysis results in a list of

stakeholders and relevant information
ANALYSIS
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.
STAKEHOLDER MAPPING AND
REPRESENTATION
POWER/ DIRECTIONS SALIENCE

INTEREST OF MODEL
GRID INFLUENCE
Grouping the Classifies stakeholders Grouping the

stakeholders based on according to their influence stakeholders based
their level of on the work of the project or on their power
authority (“power”) the project team itself: (ability to impose
and their level of 1- Upward: like senior mgmt their will) urgency
concern about the 2- Downward: like the team. (need for immediate
project’s 3- Outward: stakeholder attention), and
outcomes (interest) outside the project legitimacy (their
4- Sideward: the peers of the involvement)
project manager,
Power
Grouping the Keep Manage

stakeholders based Satisfied Closely
on their level of
authority (“power”)
and their level or
concern (“interest”) Monitor
Keep
international
regarding the (Minimum projects
project outcomes
Informed
Effort)
Interest
POWER / INTEREST GRID

IDENTIFICATION INFORMATION STAKEHOLDER CLASSIFICATION
Name, organizational position, Internal/external,
01 location, role in the project, 03 supporter/neutral/resistor, etc.
contact information;
ASSESSMENT INFORMATION
Major requirements, main
02 expectations, potential influence in
the project, phase in the life cycle
with the most interest
STAKEHOLDER REGISTER (CONTENTS)

PLAN STAKEHOLDERS ENGAGEMENT
The process of developing approaches to involve project
stakeholders based on theirneeds, expectations, interests, and
potential impact on the project.
1. Project charter 1. Expert judgment/meetings 1. Stakeholder

2. Project mgmt plan 2. Data gathering engagement plan
3. Project documents • Benchmarking
• Project schedule 3. Data analysis
• Risk register 4. Decision making
• Stakeholder 5. Data representation
register • Mind mapping
4. Agreements • Stakeholder engagement
5. EEF / OPA assessment matrix
STAKEHOLDER ENGAGEMENT
ASSESSMENT MATRIX
The current engagement level of all stakeholders needs to be
compared to the planned engagement levels.
The engagement level of the stakeholders can be classified
as follows:
UNAWARE RESISTANT NEUTRAL

01 02 03
SUPPORTIVE LEADING
04 05
CONTENTS
Data gathered in Stakeholder register.

Desired and current engagement levels of key stakeholders;
Identified interrelationships and potential overlap between stakeholders;
Stakeholder communication requirements for the current project phase;
Information to be distributed to stakeholders, including language, format, content, and
level of detail;
Reason for the distribution of that information
Time frame and frequency for the distribution of required information to stakeholders;
and
Method for updating and refining the stakeholder management plan as the project
progresses and develops.
STAKEHOLDER ENGAGEMENT PLAN
MANAGE STAKEHOLDERS ENGAGEMENT
The process of communicating and working with stakeholders
to meet theirneeds and expectations, address issues, and foster
appropriate stakeholder involvement.
1. Project mgmt plan 1. Expert 1. Change requests

2. Project documents judgment/meetings 2. Project mgmt plan
• Issue log 2. Communication updates
• Stakeholder register skills 3. Project documents
3. EEF/OPA 3. Interpersonal & updates
team skills
4. Ground rules
MONITOR STAKEHOLDERS ENGAGEMENT
The process of monitoring project stakeholder relationships
and tailoring strategies for engaging stakeholders through
modification of engagement strategies and plans.
1. Project mgmt plan 1. Data analysis 1. Work performance

2. Project documents 2. Data representation information
3. Work performance 3. Decision making 2. Change requests
data 4. Communication skills 3. Project management
4. EEF & OPA 5. Interpersonal and plan updates
team skills 4. Project documents
6. Meetings updates
THANK YOU
Ashraf Nour, MBA, PMP
Ashraf Osman
MBA, PMP
PROJECT RISK
MANAGEMENT
ASHRAF NOUR, MBA, PMP

PERFORM
PLAN RISK IDENTIFY
QUALITATIVE
MANAGEMENT RISKS
RISK ANALYSIS
PERFORM
QUANTITATIVE
RISK ANALYSIS
PLAN RISK IMPLEMENT MONITOR

RESPONSES RISK RESPONSES RISKS
Ashraf Osman 7 PROCESSES

MBA, PMP
WHAT IS “RISK”?
Risk is unplanned event or

condition that can have a
positive (OPPORTUNITY )
or negative (THREAT)
effect on a project objective
Risk is uncertainty
Ashraf Osman
MBA, PMP
INDIVIDUAL PROJECT RISK
is an uncertain event or condition that, if it occurs, has

a positive or negative effect on one or more project
objectives
OVERALL PROJECT RISK
is the effect of uncertainty on the project as a whole, arising

from all sources of uncertainty including individual risks,
representing the exposure of stakeholders to the implications
of variations in project outcome, both positive and negative
KEY CONCEPTS
1. Project size
2. Project complexity
3. Project importance
4. Development approach
INPUTS
PLAN RISK 2. Project charter
MANAGEMENT 4. EEF 5. OPA
The process of defining TOOLS & TECHS

how to conduct risk 1. Data analysis
• Stakeholder analysis
management activities 2. Expert judgment
for a project. 3. Meetings
OUTPUTS
1. Risk management plan
Ashraf Osman
MBA, PMP
RISK MANAGEMENT PLAN
CONTENTS
METHODOLOGY
METHODOLOGY
ROLES & RESPONSIBILITY
METHODOLOGY
FUNDING
METHODOLOGY
TIMING
RISK CATEGORIES
RISK MANAGEMENT PLAN
CONTENTS
DEFINITIONS OF RISK
PROBABILITY & IMPACT
PROBABILITY & IMPACT

METHODOLOGY
MATRIX
STAKEHOLDERS’ RISK
METHODOLOGY
APPETITE
METHODOLOGY
REPORTING FORMATS
TRACKING
Ashraf Osman
MBA, PMP
PROBABILITY
IS THE CHANCE THAT SOMETHING IS LIKELY TO HAPPEN

RANKED AS “VERY UNLIKELY” TO “ALMOST CERTAINTY”
IMPACT
THE RESULTANT OF THE PROBABLE EVENT, IS MEASURED AS IMPACT

NEGATIVE FOR THREATS OR POSITIVE OPPORTUNITIES
RANKED AS “VERY LOW”, “LOW”, “MODERATE”, “HIGH”, “VERY HIGH”
IMPACT
PROBABILITY
IDENTIFY RISKS
THE PROCESS OF
IDENTIFYING INDIVIDUAL
PROJECT RISKS AS WELL
AS SOURCES OF OVERALL
PROJECT RISK, AND
DOCUMENTING THEIR
CHARACTERISTICS.
INPUTS T&T OUTPUTS

1. Project management plan 1. Data gathering 1. Risk register
• Risk management plan • Brainstorming 2. Risk report
• Schedule management plan • Checklists 3. Project documents
• Cost management plan • Interviews. updates
• Quality management plan 2. Data analysis
• Resource management plan • Root cause analysis
• Scope baseline • Assumption/constraint analysis
2. Project documents • SWOT analysis
• Cost & Duration estimates • Document analysis
• Requirements documentation 3. Interpersonal and team skills
• Resource requirements 4. Prompt lists
• Stakeholder register 5. Expert judgment & Meetings
3. Agreements
4. Procurement documents
5. EEF 6. OPA
IDENTIFY
RISKS
(T&T)
ASSUMPTION &CONSTRAINT PROMPT

SWOT ANALYSIS
ANALYSIS LISTS
This technique examines the Assumption and constraint Discover the underlying
project from each of the analysis explores the causes that lead to a problem,
strengths, weaknesses, validity of assumptions and and develop preventive action.
opportunities, & threats constraints to determine which It can be used to identify
(SWOT) perspectives. pose a risk to the project. threats by starting with a
problem statement and
starts with the identification of exploring which threats might
strengths and weaknesses result in that problem
of the organization, focusing occurring.
on either the project,
organization or the business Used to find opportunities by
area in general. starting with a benefit
then identifies any statement & exploring which
opportunities for may arise opportunities might result in
from strengths, and any that benefit being realized.
threats resulting from
weaknesses.
RISK REGISTER
The risk register is where most of the risk information is kept. Think of
it as one document for the whole risk management process that will be
constantly updated with information as Identify Risks
and the later risk management processes are completed.
It includes (as of this process):
- List of identified risks
- Potential risk owners
- Potential risk responses
RISK REPORT
The risk report presents information on sources of overall project risk, together
with summary information on identified individual project risks.
IDENTIFY RISKS (OUTPUTS)

PERFORM
QUALITATIVE
RISK ANALYSIS
The process of prioritizing risks for further analysis or

action by assessing and combining their probability of
occurrence and impact (Rank your risks)
Some risks can kills you and other barely scratch you.
PERFORM Qualitative Analysis is a
subjective approach to
QUALITATIVE prioritizing risks.
RISK ANALYSIS According to probability
and potential impact,
identified risks are rated
THE RANKED RISKS ARE

CATEGORIZES INTO
That require additional

analysis (quantitative risk
analysis)
That may proceed directly
to risk response planning
(plan risk response)
That are not critical
(watchlist)
Ashraf Osman
MBA, PMP
PERFORM
QUALITATIVE
RISK ANALYSIS
INPUTS TOOLS & TECHS OUTPUTS

1. Project (Risk) Mgmt plan 1. Data gathering 1. Project documents updates
2. Project documents 2. Data analysis • Risk register
• Assumption log • Risk data quality assessment • Risk report
• Risk register • Risk probability and impact
• Stakeholder register assessment
3. EEF 4. OPA 3. Data representation
• Probability and impact matrix
4. Risk categorization
Ashraf Osman
6. Expert judgment & Meeting
MBA, PMP
PROBABILITY & IMPACT ASSESSMENT/
PROBABILITY AND IMPACT MATRIX
1- WE ASSESS THE
2- WE RANK THE
RISKS AS
RISK USE
FOLLOWS:
THE MATRIX
PROJECT DOCUMENTS UPDATES(OUTPUTS)
Risk report updates
Assumptions log updates
Updated Risk Register
Relative ranking or priority list of risks
Risks grouped by categories
List of risks requiring responses in the near term
List of risks for additional analysis and response
Watch-lists of low priority judgment
Ashraf Osman
MBA, PMP
PERFORM QUANTITATIVE RISK ANALYSIS
The process of numerically analyzing the combined effect of
identified individual project risks and other sources of uncertainty
on overall project objectives.
We calculate the risk in term of cost & time.
THE OBJECTIVES OF QUANTITATIVE RISK ANALYSIS:
1. Ascertain the likelihood of project success

2. Determine the likely amount of contingency reserve needed
3. Determine the risks with largest impact on the project
4. Determine the risk exposure
PERFORM QUANTITATIVE
RISK ANALYSIS
• Risk mgmt plan • Cost & Schedule baseline
INPUTS
• Basis of estimates • Cost estimates
• Duration estimates • Risk register & Report
3. EEF 4. OPA
1. Data Gathering
TOOLS &
• Interviews
TECHNIQUES
• Facilitation
3. Representations of uncertainty
4. Expert Judgment
5. Data analysis
OUTPUTS 1. Project documents updates

• Risk report
DATA ANALYSIS
SENSITIVITY ANALYSIS (TORNADO DIAGRAM)
Analyze and compare

potential impacts of one
risk. looking at the effect
one variable (assumption)
might have if you could
completely isolate it. e.g.
windstorm (but no
windstorm-fire)
DATA ANALYSIS
EXPECTED MONETARY VALUE

ANALYSIS
(DECISION TREE ANALYSIS)
lets you examine costs of all of the paths you

might take through the project (depending on
which risks occur) and assign a monetary
value to each decision.
opportunities are expressed as positive
values, while those of threats are expressed
as negative values.
OUTPUTS OF PERFORM
QUANTITATIVE RISK ANALYSIS
PROJECT DOCUMENTS UPDATES
Updated Risk Register

Probabilistic Analysis of the Project
Probability of Achieving Cost and
Time Objectives
Prioritized list of quantified risks
INPUTS
1. Project Mgmt. plan
PLAN RISK 3. EEF & OPA
RESPONSES TOOLS & TECHS

1. Strategies For -/+ Risks
The process of developing 2. Contingent Response Strategies
3. Data gathering & analysis
options and actions to
4. Expert Judgment & Meeting
enhance opportunities and to 5. Interpersonal and team skills
reduce threats to project 6. Decision making
objectives. It addresses the OUTPUTS
risks by their priority, 1. Change requests
inserting resources and 2. Project mgmt plan updates
activities into the budget,
schedule and project
management plan as needed.
PLAN RISK RESPONSES (T&T)
STRATEGIES FOR THREATS
AVIOD MITIGATE
ESCALATE
TRANSFER ACCEPT
STRATEGIES FOR THREATS
AVOID MITIGATE TRANSFER

Eliminate the threat by Reduce the probability and/or Make another party
eliminating the cause, such as the impact of a threat, thereby responsible for the risk by
removing the work package or making it a smaller risk and purchasing insurance,
person. Avoiding the threat possibly removing it from the performance bonds,
might even involve expanding list of top risks on the project. warranties, or guarantees or
the scope of the project. by outsourcing the work.
STRATEGIES FOR OPPORTUNITIES
EXPLOIT ENHANCE
ESCALATE
SHARE ACCEPT
STRATEGIES FOR OPPORTUNITIES
EXPLOIT ENHANCE SHARE

(the reverse of avoid) (the reverse of mitigate) (the reverse of Transfer)
Add work or change the project Increase the likelihood Forming a partnership, team,
to make sure the opportunity (probability) and/or positive or joint venture) that is best
occurs. impacts of the risk event. able to achieve the
opportunity
ESCALATE
(FOR BOTH OPPORTUNITY & THREATS)
Escalation is appropriate when

the project team or the project
sponsor agrees that an
opportunity or a threat is
outside the scope of the project
or that the proposed response
would exceed the project
manager’s authority.
ACCEPT
(FOR BOTH OPPORTUNITY & THREATS)
Accept Do nothing and say, "If

it happens, it happens." Two
types of acceptance:
1- Active acceptance:
may involve the creation of
contingency plans to be
implemented if the risk occurs
2- Passive acceptance:
leaves actions to be
determined when risk occured
(workarounds)
DATA
ANALYSIS
Data analysis techniques that can be
used to select a preferred risk
response strategy include but are not
limited to:
Alternatives Analysis
Comparisons of the characteristics

of alternative risk response
options can lead to a decision on
which response is most appropriate.
Cost-benefit Analysis
Comparing the cost the response to

the benefit achieved from
implementing that response.
CONTINGENT RESPONSE STRATEGIES (T&T)
Some responses are designed for use only if certain events occur. For some
risks, it is appropriate for the project team to make a response plan that will
only be executed under certain predefined conditions often called
contingency plans or fallback plans and include identified triggering events
that set the plans in effect.
Contingency Plan: Fire fighting system will operate when the there is a fire.
Fallback plan: (when contingency plan fails), Evacuate the building.

PLAN RISK
RESPONSES
(OUTPUTS)
Risk owners and assigned

responsibilities
Agreed-upon response
strategies;
Trigger conditions,
symptoms, and warning signs
of a risk occurrence
Residual risks that are
expected to remain after
planned responses have been
taken, as well as those that
have been deliberately
accepted
INPUTS
IMPLEMENT 1. Project Mgmt. plan
RISK 3. OPA
RESPONSES TOOLS & TECHS

1. Expert judgment
The process of implementing 2. Interpersonal and team skills
• Influencing
agreed-upon risk response 3. Project management
plans to address overall information system
project risk exposure,
minimize individual project OUTPUTS
threats, and maximize 1. Change requests
individual project 2. Project documents updates
opportunities.
MONITOR
RISKS
The process of implementing risk response
plans, tracking identified risks, monitoring
residual risks, identifying new risks, and
evaluating risk process effectiveness
throughout the project
MONITOR RISKS
INPUTS 2. Risk register

4. Work performance reports
1. Risk reassessment
TOOLS &
2. Risk audits
3. Variance and trend analysis
TECHNIQUES
4. Technical performance measurement
5. Reserve analysis
6. Meetings
OUTPUTS
2. Change requests
5. Organizational process assets updates
THANK
YOU!
https://www.linkedin.com/in/ashraf-
osman-mba-pmp-1a148498/
PROJECT PROCUREMENTS
MANAGEMENT
Ashraf Osman
MBA, PMP
OVERVIEW
THE PROCESSES NECESSARY TO PURCHASE OR

ACQUIRE PRODUCTS, SERVICES, OR RESULTS NEEDED
FROM OUTSIDE THE PROJECT
1. PLAN PROCUREMENT MANAGEMENT

PLAN OUT WHAT YOU’LL PURCHASE, AND HOW AND WHEN.
2. CONDUCT PROCUREMENTS
DECIDE ON THE SELLER(S) YOU ARE GOING TO WORK WITH,
FINALIZE & SIGN THE CONTRACT
3. CONTROL PROCUREMENTS
MAKE SURE YOUR COMPANY IS GETTING WHAT YOU PAID FOR,
MAKING CHANGES TO THE CONTRACT, AND CORRECTING ANY
PROBLEMS WITH THE SELLER’S WORK.
Ashraf Osman
MBA, PMP
TRENDS AND
EMERGING
PRACTICES
1. ADVANCES IN TOOLS
2. MORE ADVANCED RISK MANAGEMENT.
3. CHANGING CONTRACTING PROCESSES
4. LOGISTICS AND SUPPLY CHAIN

MANAGEMENT
5. TECHNOLOGY AND STAKEHOLDER

RELATIONS
6. TRIAL ENGAGEMENTS
CONSIDERATIONS FOR
AGILE/ADAPTIVE
ENVIRONMENTS
In agile environments, specific sellers may be used to extend the

team. This collaborative working relationship can
lead to a shared risk procurement model where both the buyer and
the seller share in the risk and rewards associated
with a project.
Ashraf Osman
MBA, PMP
PLAN PROCUREMENTS
MANAGEMENT
T W
The process of documenting project A H
H ET
procurement decisions, specifying the W H
approach, and identifying potential
ER
sellers.
O H
TO ACQUIRE?
W
It determines whether to acquire
N E
M
outside support and if so, what to
H
U
W
acquire, how to acquire it, how much is
HC
needed, and when to acquire it.
HOW
1. PROJECT MANAGEMENT PLAN
2. PROJECT CHARTER
INPUTS • MILESTONE LIST • PROJECT TEAM ASSIGNMENTS

• REQUIREMENTS DOCUMENTATION
• RESOURCE REQUIREMENTS • RISK REGISTER
5. EEF 6. OPA
1. EXPERT JUDGMENT & MEETINGS

2. DATA GATHERING
TOOLS & • MARKET RESEARCH
TECHS
3. DATA ANALYSIS
• MAKE-OR-BUY ANALYSIS
4. SOURCE SELECTION ANALYSIS
1. PROCUREMENT MANAGEMENT PLAN

2. PROCUREMENT STATEMENT OF WORK
OUTPUTS
3. BID DOCUMENTS 4. INDEPENDENT COST ESTIMATES
5. SOURCE SELECTION CRITERIA
6. PROCUREMENT STRATEGY
7. MAKE-OR-BUY DECISIONS
8. CHANGE REQUESTS
9. PROJECT DOCUMENTS UPDATES 10. OPA UPDATES
A TECHNIQUE USED TO
DETERMINE WHETHER
PARTICULAR WORK CAN
BEST BE ACCOMPLISHED BY
THE PROJECT TEAM OR
SHOULD BE PURCHASED
FROM OUTSIDE SOURCES
(BUY OR RENT)
Factor to consider:
- Availability
- Cost
- Skills
MAKE-OR-BUY - Control on work
ANALYSIS - Learned skills

SOURCE SELECTION CRITERIA (OUTPUT)
SOURCE SELECTION CRITERIA

ARE OFTEN INCLUDED AS A PART
OF THE PROCUREMENT
DOCUMENTS. SUCH CRITERIA
ARE DEVELOPED AND USED TO
RATE OR SCORE SELLER
PROPOSALS
1. Understanding of project needs 6. Financial stability and capacity

2. Life-Cycle Cost 7. Production Capacity
3. Technical ability 8. Business Size and Type
4. Risk 9. Past Performance
5. Warranty 10. References
PROCUREMENTS
MANAGEMENT
PLAN
1. HOW VENDORS WILL BE SELECTED
2. THE TYPE OF CONTRACT TO BE USED
3. THE PROCESS OF INDEPENDENT

ESTIMATING
4. STANDARDIZED PROCUREMENT
DOCUMENTS, FORMS AND CONTRACTS
5. HOW MULTIPLE VENDORS WILL BE

MANAGED
6. THE COORDINATION BETWEEN SELLERS

AND PROJECT TEAM
GENERAL TYPES OF CONTRACTS
FIXED-PRICE OR LUMP-SUM COST-REIMBURSABLE TIME & MATERIAL

CONTRACTS CONTRACTS CONTRACTS
1. Firm-Fixed Price 1. Cost-Plus-Fixed-Fee

Contracts (FFP) (CPFF)
2. Fixed Price Incentive 2. Cost-Plus-Award Fee
Fee Contracts (FPIF) (CPAF)
3. Fixed-Price with 3. Cost-Plus-Incentive
Economic Price Fee (CPIF)
Adjustment Contracts
(FP-EPA)
IT IS ALSO CALLED
LUMP-SUM CONTRACTS
A fixed-price contract is used for

acquiring goods, products, or
services with well-defined scope
FIXED PRICE
Used in construction rather than IT
CONTRACTS
the buyer has the least cost risk in
this type of contract because the
seller will bear the additional costs
The profit is not disclosed to the

buyer in this contract type
WHAT IF THE SCOPE
IS NOT WELL DEFINED?
The seller is forced to accept a high level

of risk.
The seller needs to add a huge amount of FIXED PRICE

reserves to their price to cover their risks
CONTRACTS
The seller can more easily try to increase
profits by cutting scope or claiming that
work the buyer wants is outside the
contract and thus requires a change
the buyer can't determine if something is

within the scope or outside of it
FIXED PRICE CONTRACTS
3 TYPES
FIXED PRICE FIXED-PRICE WITH

FIRM-FIXED PRICE
INCENTIVE FEE ECONOMIC PRICE
CONTRACTS (FFP)
CONTRACTS (FPIF) ADJUSTMENT (FPEPA)
Is an agreement to Allows flexibility to seller Is used when contract

provide the product and buyer for deviation spans for a longer period
for a total price from performance with and desiring long-term
Least risk incentives relationships
Contract = $ 1,000 Fixed price + (Incentive for Predefined final
each month finished early) adjustments allow
Contract = $1000. I will modifications in contract
pay additional $100 for price
each month Contract = $1000 but in
finished earlier year 2 it will be revised
Ashraf Osman
MBA, PMP
COST
REIMBURSABLE
CONTRACTS
The allowable costs, associated with

producing the products or services, are
charged to the buyer
Used whenever the scope of work
cannot be precisely defined at the start
and could be altered.
High risk as total costs are not fixed
COST REIMBURSABLE
CONTRACTS
3 TYPES
COST-PLUS-FIXED- COST-PLUS- COST-PLUS-

FEE (CPFF) AWARD FEE (CPAF) INCENTIVE-FEE (CPIF)
The buyer agrees to In a cost plus award fee A cost plus incentive fee
reimburse allowable contract, the buyer pays all contract provides for the
costs and a fixed fee costs + base fee + an award seller to be paid for
The risk is moderate amount (a bonus) based on actual costs + fee +
as fee is fixed and performance incentive that will be
costs are variable (subjectively). adjusted based on
Seller is neutral Win-Win. whether the specific
Contract = Total Cost Contract = Total Cost + performance objectives.
+ $ 100,000 Fee + Subjective Award Sharing formula e.g 80/20
- 60/40 for loss and gain
Ashraf Osman
MBA, PMP
TIME & MATERIAL
(T&M) CONTRACTS
IT’S A COMBINATION OF
FIXED PRICE AND COST
REIMBURSABLE
CONTRACTS
IT IS AWARDED WHEN
THE TOTAL AMOUNT OF
THE MATERIAL COST IS
NOT KNOWN AT THE
TIME OF CONTRACT.
CAN GROW IN
CONTRACT VALUE
MEDIUM RISK
CONDUCT
PROCUREMENTS
The process of obtaining seller responses, selecting a seller and

awarding a contract. You narrow down your list of sellers to a few
who look like they might be good candidates, you evaluate all of
their responses against your source selection criteria and choose
the vendor you’re going to work with.
Ashraf Osman
MBA, PMP
CONDUCT PROCUREMENTS
INPUTS T&T OUTPUTS

1.Project management plan 1. Bidder conference 1. Selected sellers
• Procurement mgmt plan 2. Data analysis 2. Agreements
• Scope management plan • Proposal evaluation 3. Change requests
• Communications mgmt plan 3. Expert judgment 4. Project mgmt plan update
• Risk management plan 4. Advertising 5.Project documents updates
• Cost baseline 5. Interpersonal and team skills 6. Organizational process
2. Procurement documentation • Procurement negotiations assets updates
3. Seller proposals
• Stakeholder register
5. OPA 6.EEF
Ashraf Osman
MBA, PMP
INPUTS
2. Procurement documents
3. Project documentation
3. Agreements
CONTROL 4. Approved change requests
PROCUREMENTS 6.Work performance data 7.EEF 8.OPA
TOOLS & TECHNIQUES

1. Expert judgment
Control Procurements is the 2. Claims administration

3.Data analysis
process of managing
• Performance reviews
procurement relationships, • Earned value analysis
monitoring contract • Trend analysis
performance, and making 4. Inspection
5. Audits
changes and corrections to
contracts as appropriate.
OUTPUTS
1. Closed procurements
It ensures that both the seller’s 2. Work performance information
and buyer’s performance meets 3. Procurement documentation updates
4. Change requests 5.Project mgmt plan
procurement requirements
updates 6. Project documents updates
according to the terms of the 7. OPA updates
legal agreement
THANK YOU!
END OF THE MATERIAL
ASHRAF OSMAN, MBA, PMP ASHRAFNUR89@GMAIL.COM

Ashraf Osman
MBA, PMP

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Sorry for the ugly picture

to pass the exam 25 questions are to complete the

THE EXAM CONSISTS OF 5 BASIC

Initiating: 23 questions Monitor& Control

Planning: 42 questions 25%

Monitoring & Controlling: 43 questions

BY: ASHRAF OSMAN, MBA, PMP

ENDS WHEN DOES NOT

Ashraf Osman RESOURCES

A DELIVERABLE is a measurable, verifiable work product.

Is a collection of logically related project activities that

INPUTS TOOLS & OUTPUTS

Grouping of project management Identified area described in terms

1. Initiating Process Group 1. Project Integration Management

5.1 Plan Scope mgmt 5.5 Validate Scope

6.1 Plan Schedule Mgmt 6.6 Control Schedule

WORK WORK WORK

The raw observations The performance data The physical or electronic

SUPPORTIVE CONTROLLING DIRECTIVE

CONDITIONS, NOT UNDER THE PLANS, PROCESSES, POLICIES,

1. ORGANIZATIONAL STRUCTURE 1. ORGANIZATIONAL PROCESSES,

Matrix – weak Job function Low Part-time Low Functional Part-time

Virtual Network Low to Full-time Low to Full/Part

Mix of other Mixed Mixed Mixed Mixed Mixed

Mix of other High to almost High to almost Project

ASHRAF OSMAN, MBA, PMP | 0530392489 | RIYADH, SAUDI ARABIA

PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489

ASHRAF NOUR, MBA, PMP ASHRAFNUR89@GMAIL.COM

Leading the team

The project manager is the person

Project managers fulfill numerous roles within their sphere

TECHNICAL LEADERSHIP STRATEGIC

DIRECT AND MANAGE

CLOSE PROJECT OF PHASE

PROJECT LIFE CYCLE.

TRENDS AND EMERGING PRACTICES

USE OF AUTOMATED TOOLS

The process of developing a document that formally

Here where the initial planning or high-level planning

INPUTS TOOLS & OUTPUTS

1- Business documents 1- Expert Judgement & Meeting 1- Project Charter

(INPUTS) Include but are not When a project is being

Ashraf Osman Ashraf Osman

1- PROJECT MGMT PLAN

IT LISTS ALL OF THE HIGH-LEVEL

OUTPUTS FROM OTHER PROCESSES

PLANNING PROCESSES: ALL OF THE

SCOPE, TIME & COST

1. Project Mgmt Plan 1. Expert Judgment 1. Deliverables

INPUTS TOOLS & OUTPUTS

Corrective action: An intentional

INPUTS TOOLS OUTPUTS

1.PROJECT MGMT PLAN 1. EXPERT JUDGMENT

IT IS ABOUT COMPARING THE

1. PROJECT MGMT PLAN

INPUTS TOOLS & OUTPUTS

ARE DERIVED FROM PROGRESS

INCLUDES QUALITY MANAGEMENT

THE PROCESS OF REVIEWING ALL CHANGE REQUESTS;

INPUTS TOOLS OUTPUTS

1.PROJECT 1. EXPERT JUDGMENT 1. APPROVED CHANGE