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1 Project Management. Professional (PMP) Redf [email protected] What's Up: +966558411183 Linked In: ht tps://sa.linkedin.com/in/nasseribrahim

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1

Project Management.

Professional

(PMP)

[email protected]

What's Up: +966558411183

Linked In: https://sa.linkedin.com/in/nasseribrahim

2

Welcome

Introducing

Lecturer

Attendance

Project Management Institute (PMI)

• Not-for-profit professional association. primary goal is

to advance the practice, science and profession of

project management.

• Recognized since 1969 by working PMs – Nearly

550,000 members.

• Headquartered in Pennsylvania USA.

3

130 * 550,000 = 71,500,000$/Year

Not for Profit

4

PMI Certification Programs

• PMI® Certification Programs include PMP, PgMP, PMI-SP

(Scheduling Professional) PMI-RMP (Risk Mgmt Professional).

• Examination is offered via computer, worldwide.

• Individual Benefits:

Professional/ personal recognition.

Expedites professional advancement.

Create job growth/ opportunities within organizations.

Provides framework for standardized project management

requirements.

5

66

PMI Certification Materials

• To assist PMI candidates for

completing the PMI certification

exam administered by the

Project Management Institute.

• Content is based on “A Guide To

The Project Management Body

Of Knowledge” Fifth Edition

(PMBOK), and others sources.

7

The Exam

• Exam Does test of:

• Your knowledge of PMI’s processes.

• Your understanding of the terms that are used.

• Your ability to apply the processes in a variety of situations.

• Your ability to apply key formulas to scheduling, costing, estimating, and other problems.

• Your understanding of professional responsibility as it applies to project management.

8

Continue The Exam

• It is 200 pass/fail questions.

• To pass, you have to answer 106 graded questions

correctly out off 175. That translates to 61% *.

• The other 25 questions are considered experimental

questions that PMI is evaluating for use on future

exams. However, they do not count toward your grade

and you will not know which questions count and

which don’t.

9

Requirements to Apply

• To be eligible for PMP Certification, you will need to demonstrate

that you meet certain minimum criteria as below:

With a College Diploma

A university Degree,

4,500 hours of project management experience,

35 hours of project management education.

Without a College Diploma

A high school diploma or equivalent,

7,500 hours of project management experience,

35 hours of project management education.

10

Validity

• The credential is valid for 3 Years.‘

• Candidates must recertify every 3 years by earning

60 Professional Development Units (PDUs).

PMP Pay Scale

11

12

13

Ethics in Project Management

• For this reason, PMI offers guides for practitioners like

the PMI Code of Ethics and Professional Conduct, and

an avenue to report and resolve matters involving

unethical behavior through the PMI Ethics Review

Committee.

• In-order to earn the PMP certification, applicants must

agree to the PMP code of professional conduct.

14

15

End

16

Project Management Framework

17

What Is A Project?

• Project

A Project is a temporary endeavour undertaken to

create a unique product, service or result.

End is reached when the objectives have been

achieved, or when the project is terminated

because it’s objectives will not or cannot be met,

or when the need for the project no longer exists.

Projects require project management.

18

Project Management

• What is a Project Management?

Project management is the application of

knowledge, skills, tools, and techniques to project

activities to meet the project requirements.

47 project management processes which logically

categorized into five Process Groups.

It is both a science and an art.

Portfolio, Program, and Projects

• Portfolio refers to a collection of projects, programs,

sub portfolios, and operations managed as a group to

achieve strategic objectives.

• program is a group of related subprogram, projects,

and operations where doing them together to provides

benefit or efficiency.

19

Again

What is Project, Project Management?

20

Project Management Office

A project management office (PMO) is a management

structure that standardizes the project-related

governance processes and facilitates the sharing of

resources, methodologies, tools, and techniques.

A PMO may be delegated the authority to act as an

integral stakeholder and a key decision maker.

Supportive. Supportive PMOs provide a consultative role to projects

by supplying templates, best practices, training, access to

information and lessons learned from other projects.

controlling. Controlling PMOs provide support and require compliance

through various means. Compliance may involve adopting project

management frameworks or methodologies, using specific templates,

forms and tools, or conformance to governance.

Directive. Directive PMOs take control of the projects by directly

managing the projects. The degree of control provided by the PMO is

high.

21

Types of PMO:

Operations

Are organizational function performing the ongoing

execution of activities that produce the same product or

provide a repetitive service.

Are permanent endeavors to produce repetitive outputs,

with resources assigned to do basically the same set of

tasks according to the standards institutionalized in a

product life cycle.

Operations require business process management or

operations management.

22

Projects Vs. Operational Work

• Operations differ of:

Are ongoing.

Produce repetitive products, services, or

results.

Operations work sustain the organization

overtime.

23

• Leadership • Team building

• Motivation • Communication

• Influencing • Decision making

• Political and cultural awareness • Negotiation

• Conflict management • Coaching

Role of the Project Manager

25

End

26

Foundational Terms & Concepts

Organizational influences on a Project

Organizational cultures and Styles

An organization’s culture and style affect how it conducts

projects. Cultures and styles are known as cultural norms,

which develop over time. Example: Shared visions, mission,

beliefs, and Regulations, Policies, and reward systems;

Organizational communications

Organizational communications capabilities have great

influence on how projects are conducted.

27

Organizational Process Assets

Organizational process assets are the plans,

processes, policies, procedures.

It include the organization’s knowledge bases

such as lessons learned & historical info.

28

Enterprise Environmental Factors

It may have a positive or negative influence on the outcome.

They are considered as inputs to most planning processes.

• Enterprise Environmental Factors include:

Organizational culture, structure, and processes.

Government regulations or industry standards.

29

Organizational Structure

• Organizational structure is EEF which affect

the availability of resources and Influence how

projects are conducted .

• Organizational structures range from

functional to projectized, with a variety of

matrix structures in between.

30

31

Organizational Structure

• Culture & Structure is EEF. so, a PM should understand

the differences that may affect a project as it will

have impact on the way the project is managed and

even its ultimate success.

• Three major types of organizations Structure

1. Functional Structure

2. Projectized Structure

3. Matrix Structure:

Weak Matrix - Strong Matrix - Balanced Matrix

Functional Organization

32

Projectized Organization

33

Weak Matrix Organization

34

Balanced Matrix Organization

35

Strong Matrix

36

38

Organizational Structure

• Project Manager’s Power

Project Life Cycle

a collection of generally sequential or overlapping project phases.

39

Project Life Cycle

40

Planning

Executing

Monitoring &

Controlling

Closing

Initiating

Continue Project Life Cycle

41

42

What is A Project Management

Process?

A package of inputs, tools and techniques, and outputs used together to do something on the project.

There are 47 unique processes.

The output from process are often used as inputs into other processes.

43

Essential Terms

• Progressive Elaboration

You don’t know all of the characteristics about a product or project when you begin. Instead, they may be revisited often and refined,

The characteristics of the product emerge over time, or “progressively”.

44

Essential Terms

• Baseline

Baseline refers to the accepted and

approved plans & their related documents.

Baselines are prepared on triple constraints:Scope (Quality), Time, Cost.

45

Essential Terms

• Regulation

Official document that provides guidelines that must be followed.

Issued by government or another official organization.

• Standard

A document approved by a recognised body that provide a guidelines. It is not mandatory.

46

Essential Terms

• Policy

Organization policy is an asset.

Gives guidance to your action as per local organization rule.

Save time later in the future by preventing you from doing something your company would frown upon.

PMs should follow company policy.

Essential Terms

Sellers.

Sellers, also called vendors, suppliers, or

contractors, are external companies that

inter into a contractual agreement to

provide components or services necessary

for the project.

Business partners.

Also external companies, but they have a

special relationship with the organization.

47

48

Essential Terms

• Project Coordinator.

Weaker than a PM.

Can't make overall project decisions.

have some authority to reassign assign resources.

Found in weak matrix or functional organization.

• Project Expeditor .

The weakest among all.

Staff assistant with little or no formal authority.

Do not have any authority of resources.

Found in a functional organization.

49

Essential Terms

• The Triple Constraint

Concept that scope, time, &

cost are closely interrelated,

Expanded view of “triple”

constrained could be

represented as a hexagon.

Quality

Scope

Stakeholders

Are persons or organizations who are actively

involved in the project or whose interests may be

positively or negatively affected by the performance

or completion of the project.

The project management team must:

- Identify both internal and external stakeholders.

- Determine stakeholders requirements and

expectations.

50

Continue Stakeholders

51

52

So, we have

5 process groups,

10 knowledge areas,

47 project management processes,

53

End

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54

55

Project Management Processes

56

PMI Framework

• Framework Organized into:

10 knowledge areas: Integration, Scope, Time, Cost,

Quality, HR, Communication, Risk, Procurement and

Stakeholder Management.

5 process groups: Initiating, Planning, Executing ,

Monitoring and Controlling, and Closing. And

47 Project Management Processes

57

Process

A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service.

47 unique processes composed of three elements:

1.Inputs

2.Tools and Techniques

3.Outputs

To Project Success

Select appropriate processes required to meet the

project objectives.

Use a defined approach that can be adopted to meet

requirements.

Comply with requirements to meet stakeholder

needs and expectations.

Balance the competing demands.

58

59

Organization

Process groups are not completely linear.

The scope is “progressively elaborated,” which means that some processes are performed iteratively.

Important Issues:

60

61

End

62

Integration Management

63

64

Integration Management

• Integration process cover all project Phases.

• Takes a high-level view of the project from start to finish.

• Why using the word “Integration”? Changes made in any

one area of the project must be integrated into the rest

of the project.

• The PM must prioritize different objectives that are

competing for time & resources & also keep the team

focused on completing the work.

65

Integration Management

66

Developed Project Charter

Inputs T&T Outputs

1. Project Statement of Work (SOW)

2. Business Case

3. Agreements

3. Enterprise Environmental Factors

4. Organizational Process Assets

1-Expert Judgment

2-Facilitation

Techniques

Project Charter

• The document that officially starts the project.

• Work starts even before the project comes official,

but it will not be real until the charter is issued.

67

Inputs

• Statement Of Work (SOW)

a narrative description of products or services to be

delivered by the project and is provided by the

project initiator or customer.

• Business Case

A business case justification for doing the project in

first place. (Include: ROI)

• Agreements

• Enterprise Environmental Factors

• Organizational Process Assets

68

Tools and Techniques

• Expert Judgement

Used to assess the inputs to develop a project charter. Such judgement and expertise is applied to any technical and management details during this process.

Ex: Other units within the organization, Consultant, subject matter experts, and

• Facilitation techniques

Facilitation techniques have broad application within

project management processes and guide the

development of the project charter.

Ex: Agenda, Ground Rule, Brainstorming, Nominal Group

69

Outputs

Project Charter

Documents the business needs, current

understanding of the customer's needs, and the

new product, service, or result that it is intended

to satisfy, such as:

Product purpose or justification.

Measurable project objectives and related

success criteria.

High-level requirements.

High-level risks.

Project Charter

Summery milestone schedule.

Summery budget.

Assigned PM, responsibility, and authority level,

and Name and authority of the sponsor or other

person(s) authorizing the project charter.

Project Goal & Scope Statement.

Deliverables & Key Stakeholders.

Assumptions & Constraints.

Initial Risks & Schedule Estimates.

Cost Estimates & Success Criteria

“Signatures”

70

71

Develop Project Mgmt Plan

• The process of documenting the actions necessary to

define, prepare, integrate, and coordinate all subsidiary

plans.

• Specifies the who, what, when, where and how.

• Progressively elaborated, meaning that it is developed,

refined, revisited, and updated.

Inputs T&T Outputs

1. Project Charter

2. Outputs from other Processes

3. Enterprise Environmental Factors

4. Organizational Process Assets

1-Expert Judgment

2-Facilitation

Techniques

Project Mgmt Plan

Inputs

Project Charter.

Outputs from other Planning Processes.

(from other knowledge area)

Enterprise Environmental Factors.

Organizational Process Assets.

72

73

T&T• Expert Judgement.

• Facilitation Techniques.

74

Outputs

• Project Management Plan

It is “A formal, approved document that defines how the project is managed, executed, and controlled”.

It may be Summary or detailed.

It composed of one or more subsidiary management plans and other planning documents.

Project Management Plan and Project

documents

75

Differentiation Between the Project Management Plan and Project documents

76

Direct & Manage Project Execution

Inputs T&T Outputs

1. Project Management Plan

2. Approved Change Requests

3. Enterprise Environmental Factors

4. Organizational Process Assets

1. Expert Judgment

2. Meetings

3. PMIS

1. Deliverables

2. Work Performance data

3. Change Requests

4. Project Mgmt Plan Updates

5. Project Document Updates

• This is where things get done!,

• Most of the project’s time, cost, and resources are

consumed her.

77

Inputs

• Approved Change Requests

It can modify policies, the project management

plan, procedures, costs, or budgets, or revise

schedules.

It may require implementation of preventive or

corrective actions.

• Enterprise Environmental Factors

• Organizational Process Assets

T&T

• Project Management Information System (PMIS)

Provides access to an automated tool, such as

scheduling SW tool, a configuration management

system, and information collection system.

• Meetings

Meetings tend to be one of three types:

Information exchange; option evaluation or Decision

making.

78

79

Outputs

• Deliverables

Any product, service, or result.

• Work Performance data

Information from project activates collected as the project progresses.

• Change Requests (not approved)

When issues are found, it may modify project policies, or procedures, project scope, project cost or budget,

It could be: Corrective Actions, Preventive Actions, Defect Repairs.

Continue Outputs

• Project management plan updates

Elements of project management plan.

• Project Documents updates

Requirements documents.

project logs (issues, assumptions, etc.).

Risk register, and stakeholder register.

80

81

Monitor & Control Project Work

• Looks at all of the work that is being performed &

makes sure that the deliverables themselves & the

way in which they are being produced are inline with

the plan.

• All M&C processes compare the work results to the

plan & make whatever adjustments are necessary to

ensure that they match and that any necessary

changes in the work or the plan are identified and

made.

82

Monitor & Control Project Work

Inputs T&T Outputs

1. Project Management Plan

2. Schedule forecasts

3. Cost forecasts

4. Validated changes

5. Work performance Info

6. Enterprise Environmental Factors

7. Organizational Process Assets

1. Expert Judgment

2. Analytical

Techniques

3. PMIS

4. Meetings

1. Change Requests

2. Work performance reports

3. Project Management plan

updates

4. Project Documents updates

83

Inputs

• Project Management Plan.

• Schedule Forecasts

This is expressed in a form of SV and SPI, variance

between planned date and forecasted finish date.

• Cost Forecasts

Expressed in a form of CV, CPI, BAC and variance against

planned and actual expenditure .

• Validated changes

Approved changes that result from the Perform Integrated

Change Control process require validation to ensure that

the change was appropriately implemented.

• Work Performance Information

Work performance information is circulated through

communication processes.

• Enterprise Environmental Factors

• Organizational Process Assets

84

Continue Inputs

85

86

Tools and Techniques

• Expert Judgment

• Analytical techniques

Analytical techniques are applied in project

management to forecast potential outcomes based on

possible variations of project or environmental

variables and their relationships with other variables.

• Project Management Information System

• Meetings

87

Outputs• Change Requests (not approved)

• Work performance reports

Should be prepared by the project team detailing

activates, accomplishments, milestones, identified issues,

and problems,

It can be used to report the key information including:

Current status,

Forecasts, and

Issues.

• Project Management Plan Update

• Project Document Updates

Forecasts, Performance reports, Issue log.

Perform Integrated Change Control

• When change occurs in one area, it is SHOULD

evaluated for its impact across the entire

project.

88

Inputs T&T Outputs

1. Project Management Plan

2. Work Performance Reports

3. Change Requests

4. EEF

5. OPA

1.Expert Judgment

2.Meetings

3.Change Control

Tools

1. Approved Change requests

2. Change log

3. Project Mgmt Plan Updates

4. Project Document Updates

Inputs

• Project Management Plan.

• Work Performance Reports.

• Change Requests.

• Enterprise Environmental Factors

• Organizational Process Assets

89

T&T

• Expert Judgment.

• Meetings.

• Change Control Tools

Manual or automated tools may be used.

Tools are used to manage the change requests and the

resulting decisions.

90

91

Outputs

• Approved Change Requests

Approved change requests will be implemented through the

Direct and Manage Project Work process.

• Change Log

• Project management Plan Updates

Any subsidiary management plans.

• Project Document Updates

92

Close Project or Phase

• Is the process of finalizing all activates across all of

the project management process group to formally

complete the project or phase.

• Creating the necessary documentation and archives,

capturing the lessons learned, ensuring that the

contract is properly closed, and updating all org

process assets,

• It can’t be completed until the project is finished.

93

Close Project or Phase

Inputs T&T Outputs

1. Project Management Plan

2. Accepted Deliverables

3. OPA

1.Expert Judgment

2.Analytical techniques

3.Meetings

1. Final Product, Service,

or Result Transition

2. Organizational Process

Assets Update

94

Inputs

• Project Management Plan.

• Accepted Deliverables

Those deliverables that have been accepted

through the (Verify Scope process).

• Organizational Process Assets

Project/phase closure guidelines or requirements

(project audits, project evaluations, and transition

criteria), and

T&T

• Expert Judgment

Expert judgment is applied when performing administrative

closure activities. These experts ensure the project or

phase closure is performed to the appropriate standards.

• Analytical Techniques

• Meetings

95

96

Outputs• Final Product, Service, or Result Transition

The transition of the final product, service, or result that

the project was authorised to produce (or in the case of

phase closure, the intermediate product, service, or

result),

• Organizational Process Assets Updates

Project Files.

Historical Information. Historical information and lessons

learned information are transferred to the lessons

learned knowledge base for use by future projects or

phases.

97

END

98

Scope Management

99

100

Scope Management

• The overall goals of scope mgmt are to:

Define the need, expectations, Manage changes,

and Gain acceptance.

• Include the processes required to insure that the

project includes all the work required to complete

the project successfully.

• Scope changes should be handled in a structured,

procedural, and controlled manner.

Continue Scope Mgmt

• Requirements should be documented with the

acceptance criteria.

• PMs should work proactively to identify and influence

the factors that cause changes.

• In the project context, the term scope can refer to:

Product Scope. The features and functions that

characterize a product, service, or result.

Project Scope. The work that needs to be

accomplished to deliver a product, service, or result

with the specific features and functions.

101

102

Plan Scope Management

Inputs T&T Outputs

1. Project Management Plan

2. Project Charter

3. OPA

4. EEF

1. Expert Judgement.

2. Meetings

1. Scope Management Plan

2. Requirements Management Plan.

Plan Scope Management is the process of creating a

scope management plan that documents how the project

scope will be defined, validated, and controlled.

OutputsScope Management Plan

The components of a scope management plan include:

Process for preparing a detailed project scope statement;

Process that enables the creation of the WBS from the

detailed project scope statement;

Process that establishes how the WBS will be maintained

and approved;

103

Continue Outputs

Requirements Management Plan

• The requirements management plan is a component of the

project management plan that describes how requirements

will be analyzed, documented, and managed. It include, but

are not limited to:

How requirements activities will be planned, tracked, and

reported.

Requirements prioritization process;

Product metrics that will be used and the rationale for

using them.

104

105

Collect Requirements

• Defining and documenting stakeholder’s needs,

• The project success is directly influenced by the care

taken in capturing and managing project and product

requirements,

• It could categorize into:

Project requirements.

Product requirements.

106

Collect Requirements

Inputs T&T Outputs

1. Scope Management

Plan

2. Requirement

Management Plan

3. Stakeholder

management plan

4. Project Charter

5. Stakeholder

Register

1. Interviews

2. Focus group

3. Facilitated workshops

4. Group creativity techniques

5. Group decision making techniques

6. Questionnaires and surveys

7. Observations

8. Prototypes

9. Benchmarking

10. Context diagrams

11. Document analysis

1. Requirements

documentation

2. Requirements traceability

Matrix

107

Inputs

• Stakeholders Management Plan

• The stakeholder management plan is used to understand

stakeholder communication requirements and the level of

stakeholder engagement.

• Project Charter

• Stakeholder Register

Used to identify stakeholders that can provide

information on detailed project and product

requirements.

T&T• Interviews

Formal or informal approach to discover info from

stakeholders by talking to them directly.

• Focus Groups

Bring together prequalified stakeholders and subject matter experts to learn about their expectations about a proposed project.

• Facilitated Workshop

Primary technique for defining cross-functional requirements and reconciling stakeholder differences, focused sessions that bring key cross-functional stakeholders together to define product requirements.

108

Continue T&T

• Group Creativity Techniques

Brainstorming

Nominal Group Technique

Idea/Mind Mapping

Affinity Diagram

Multi criteria decision analysis

109

Continue T&T

• Group Decision Making Techniques

Assessment process for multiple alternatives with an expected outcome in the form of future actions resolution.

There are multiple methods for reaching a group decision, Ex:

Unanimity . Everyone agrees on a single course of action.

Majority . Support from more than 50% of the members of the group.

Plurality. The largest block in a group decides even if a majority is not a achieved.

Dictatorship . One individual makes the decision for the group.

110

Continue T&T

• Questioners and Surveys

• Observations

• Prototypes

Obtaining early feedback on requirements by

providing a working model of the expected product

before actually building it.

It supports the concept of progressive elaboration.

111

Benchmarking

Benchmarking involves comparing planned practices to those

of comparable organizations to identify best practices.

Context diagrams

Context diagrams show inputs to the business system, the

actor(s) providing the input, the outputs from the business

system, and the actor(s) receiving the output.

Document Analysis

Document analysis is used to elicit requirements by analyzing

existing documentation and identifying information relevant to

the requirements.112

Continue T&T

113

Outputs

• Requirements Documentation

Requirements may start out at a high level and become

progressively more detailed as more is known.

Acceptance criteria.

Impact to other entities inside & outside the org.

Support & training requirements.

Requirements assumptions & constraints.

Continue Outputs

• Requirements Traceability Matrix

Tables that links requirements to their origin and traces

them throughout the project life cycle.

It helps ensures that each requirement adds business

value by linking it to the business and project objectives.

High-level requirements to more detailed requirements.

It helps identifying key info about the requirements.

114

115

Define Scope

A detailed understanding of the requirements to be executed,

verified, and delivered. It is this process where the

requirements are gathered and documented.

Inputs T&T Outputs

1. Scope Management Plan

2. Project Charter

3. Req. Documentation

4. OPA

1. Expert Judgment

2. Product Analysis

3. Alternatives Identification

4. Facilitated Workshops

1. Project Scope Statement

2. Project Document Update

116

Inputs

• Scope Management plan

• Project Charter

• Requirements Documentation.

• Organizational Process Asset

((Gold Plating concept))

117

Tools and Techniques

• Expert Judgment

• Product Analysis

Detailed Analysis of the project’s product, service, or result, with the intent of improving the project team’s understanding of the product and the requirements.

• Alternatives Identification

To make sure that the team is properly considering all options as they relate to the project’s scope.

Techniques to generate creative thought are used.

• Facilitated Workshops

118

Outputs

• Project Document Updates

• Project Scope Statement

More detailed than the SOW.

It includes:

Goal of the project.

Product descriptions.

Identified risk up to now.

Acceptance criteria.

Cost estimate.

Project exclusions, assumptions, constraints.

119

Create WBS ((Team Work))

The process of sub dividing project deliverables and

project work into smaller more manageable components.

Inputs T&T Outputs

1. Scope Management Plan

2. Project Scope Statement

3. Requirements Documentation

4. Org Process Assets

5.Enterprise Env Factors

1. Decomposition

2. Expert Judgment

1. Scope Baseline

2. Project doc updates

120

T&T

• Decomposition

Breaking down the project deliverables into components (the work package level).

In the WBS, top layer is very general (just name), and each subsequent layer is more and more specific. Every level is the detailed explanation of the level above it.

To what level we decompose?

Are tour work packages small enough to be manage and estimated for time and cost.

• Expert Judgment

121

Outputs

• Scope Baseline

Which include :

Project Scope Statement.

Work Breakdown Structure. (WBS)

WBS Dictionary .

122

Continue WBS

Elements of a Good WBS

It must be detailed down to a low level. The

lowest level called work packages.

Graphically, arranged, where each sub-level rills

up to the level above it.

The project team with the PM creates it. It can

be means of team building.

It helps define responsibilities for the team.

It is a communicational tool.

Continue WBS

123

124

Continue Outputs• WBS Dictionary

A document that detail information to the contents (nodes) of the WBS.

WBS dictionary may include, but is not limited to:

○ Code of account identifier. ○ Description of work.

○ Assumptions and constraints. ○ Responsible organization.

○ Schedule milestones. ○ Associated schedule activities.○

Resources required.

○ Cost estimates.○ Quality requirements. ○ Acceptance

criteria,○ Technical references. and ○ Agreement

information.

• Project Document Updates

Example

• SAAD want to re-qualify his bed room; he

decide to change his bed, paint walls, buy

new sofa and Get rid of old furniture's.

• Since he do not have enough budget; he

also decide to keep some money from his

monthly salary for three months.

125

Example

“SAAD Room Re-qualify Project”

Could you create WBS for this project?

126

127

Validate Scope

Validate Scope is the process of formalizing acceptance of

the completed project deliverables.

• Scope Validation & Quality Control

Both inspect the product against the scope.

SV performed after QC & can be performed at the

same time.

• Difference:

SV focuses on the completeness of the work, while

QC focuses on the correctness of the work.

128

Validate Scope

Inputs T&T Outputs

1. Project Management Plan

2. Requirements Documentation

3. Requirements Traceability Matrix

4. Verified Deliverables

5. Work Performance data

1. Inspection

2. Group decision

making techniques

1. Accepted Deliverables

2. Change Requests

3. Work performance Info

4. Project Document Updates

129

Inputs

• Project Management Plan

• Requirements Documentation

• Requirements Traceability Matrix

• Verified Deliverables

• Work Performance data

130

T&T

• Inspection

Includes activities such as measuring, examining and verifying to determine whether work and deliverables meet requirements and product acceptance criteria.

They are sometimes called reviews, product reviews, audits, and walkthroughs.

• Group decision-Making techniques

131

Outputs

• Accepted Deliverables

Performed by the PM, the sponsor, the customer, and the functional managers.

• Change Requests

• Work Performance information

Work performance information includes information

about project progress, such as which deliverables have

started, their progress, which deliverables have finished,

or which have been accepted.

• Project Document Updates

132

Control Scope

Inputs T&T Outputs

1. Project Mgmt Plan

3. Requirements Doc

4. Requirements Traceability

Matrix

5.Work Performance data

6. Org Process Assets

Variance Analysis 1. Work Performance

information

2. Change Requests

3. Project Mgmt Plan Updates

4. Project document Updates

5. Org Process Assets Updates

An on-going process that begins as soon as the scope

baseline is created where each scope change request

should be controlled and managed.

133

Inputs

• Project Management Plan

• Requirements Documentation.

• Requirements Tractability Matrix.

• Work Performance data

Work performance data can include the number of

change requests received, the number of requests

accepted or the number of deliverables completed, etc.

T&T

• Variance Analysis

Used to measure differences between what was defined in the scope baseline and what was actually created.

A way to investigate and understand the root causes behind the differences.

134

Outputs

• Work Performance Information

• Change requests

• Project Management Plan Updates

• Project Document Updates

Requirements documentation.

Requirements traceability matrix.

135

13

6

End

13

7

Time Management

138

139

Time Management

• The PM should be in control of the schedule.

• Schedule is built from the ground up, derived from

the scope baseline and other info, and rigorously

managed throughout the life of the project.

• Most critical constraint, based of The Triple

Constraint model.

Quality

Scope

Plan Schedule ManagementPlan Schedule Management is the process of establishing the

policies, procedures, and documentation for planning,

developing, managing, executing, and controlling the project

schedule.

140

OutputsT&TInputs

1-Schedule Management Plan1-Expert Judgement.

2-Analytical Technique.

3-Meeting.

1- project management plan.

2- project charter.

3- EEF.

4- OPA.

Outputs• Schedule Management Plan

A component of the project management plan that

establishes the criteria and the activities for developing,

monitoring, and controlling the schedule. The schedule

management plan may be formal or informal, highly

detailed.

For example, the schedule management plan can

establish the following:

Project schedule model development, Level of accuracy.

Control thresholds, and Process descriptions.

Rules of performance measurement, reporting formats.

141

142

Define Activities

Identifying the specific actions to be performed to

produce the deliverables, WBS identifies the deliverables

at the lowest level in the WBS, the work package.

Project work packages are decomposed into smaller

components called activities that represents the work

necessary to complete.

Inputs T&T Outputs

1. Schedule Mgmt plan

2. Scope Baseline

3. EEF.

4. OPA.

1. Decomposition

2. Rolling Wave Planning

3. Expert Judgment

1. Activity List

2. Activity Attributes

3. Milestone List

Inputs

• Schedule management plan

• Scope Baseline

The project deliverables, WBS, constraints, & assumptions documented in the project scope baseline are considered explicitly when defining activities.

• Enterprise Environmental Factors

• Organizational Process Assets

143

144

T&T

• Decomposition Subdividing the work packages into smaller, more

manageable components called activities.

Involving team members in the decomposition can lead to better and more accurate results.

• Rolling Wave PlanningA form of progressive elaboration that models

project planning the way we see things in the real world.

145

Outputs• Activity List

All of scheduled activities that need to be performed,

Finally, activities are used to create the project schedule.

• Activity Attributes

For planning, we need to have additional info about activities.

It is an expansion of the activity list and it will be seen with it.

• Milestone List

A significant point or event in the project.

Imposed, dates based on contractual obligation.

Optional, dates based on historical information.

Ex: Activity list

146

Ex: activity attribute

147

148

Sequence ActivityIdentifying and documenting relationships among the

project activities.

We can use project management software or using

manual or automated techniques.

Ex: MS Projects, primavera.

Inputs T&T Outputs

1. Schedule Mgmt plan

2. Activity List

3. Activity Attributes

4. Milestone List

5. Project Scope Statement

6. EEF

6. OPA

1. Precedence Diagramming

Method (PDM)

2. Dependency Determination

3. Leads and Lags

1. Project Schedule

Network Diagrams

2. Project Document

Updates

149

Inputs

• Schedule Management plan.

• Activity List.

• Activity Attributes.

• Milestone List

• Project Scope Statement

• Organizational Process Assets

150

T&T• Precedence Diagramming Method (PDM) or (AON)

Used in Critical Path Method (CPM) for constructing a project schedule network diagram.

Activities are represented by the node (Rectangles), with arrows representing the dependencies between them.

PDM

151

Note:PDM is Activity on NODE (AON); it mean activity present

by node.

While Activity On Arrow(AOA); activity present by Arrow.

152

Continue T&T

153

• PDM includes four types of dependencies or logical relations:

Finish-to-start (FS): The initiation of the successor activity depends upon the completion of the predecessor activity.

Finish-to-finish (FF): The completion of the successor activity depend upon the completion of the predecessor activity.

Start-to-star (SS): The initiation of the successor activity depends upon the initiation of the predecessor activity.

Start-to-finish: The completion of the successor activity depend upon the initiation of the predecessor activity.

154

Continue T&T

• Dependency Determination

Mandatory Dependencies: can’t be broken. Also know

as hard logic.

Discretionary Dependencies: soft logic or preferred

logic. Can be a result of best practices that means it is

based on historical information,

External Dependencies.

Internal Dependencies.

155

Continue T&T• Leads and Lags

A lead: One activity getting a jump start on

another.

It allows the acceleration of the successor activity.

Ex. Finish-to-Start Activity (mandatory)

Continue T&T

A lag : a waiting period that exists

(must occur) between two activity.

It directs a delay in the successor activity.

During this lag there is no work to performed.

Ex. Start-to-Start Activity (discretionary)

156

157

Outputs

• Project Schedule Network Diagram

No dates are assigned to the activities yet.

Include full representation of every activity with

enough documentation so the flow of activity can be

understood.

• Project Document Updates

Activity list.

Activity attributes.

Risk register.

Part of Activity List for retail Department development Project

158

Activity Description Predecessors Duration-Month

A Review customer complaints - 2

B Review old process flow

documents

- 3

C Specify repeated procedures B 1

D Make short list of complaints A 1

E Make required change to satisfy

customer

D 4

F Approve for changes and delete

repeated procedures

C,E 1

G Update process flow F 1

H Inform interested party G 1

Exercise1

Draw PDM for above activity list

159

160

Estimate Activity Resource

Inputs T&T Outputs

1. Schedule Management Plan

2. Activity List

3. Activity Attributes

4. Resource Calendars

5. Risk Register

6. Activity cost Estimates

7. EEF.

8. OPA.

1. Expert Judgment

2. Alternatives Analysis

3. Published Estimating

Data

4. Bottom-Up Estimating

5. Project Mgmt Software

1. Activity Resource

Requirements

2. Resource Breakdown

Structure

3. Project Document

Updates

Analysing project activity to determine the type and quantities of material, people, logistics, or supplies required to perform each activity.

161

Input• Schedule Management Plan

• Activity List

• Resource Calendars

Information on which resources are potentially available

(when and how) during the activity period,

• Risk Register

Risk events may impact resource selection and availability.

Updates to the risk register are included with project

documents updates.

Risk Register Example

Continue Inputs

• Activity cost Estimates

The cost of resources may impact resource selection.

• Enterprise Environmental Factors

• Organizational Process Assets

162

163

T&T

• Expert Judgement.

• Bottom-Up Estimating

• Alternative Analysis

Outsourcing an activity, purchasing a S.W. component rather than building it, or using a totally different approach to complete the activity.

• Published Estimating Data

Data available through published, recognized sources that can help in estimating,

• Project Management Software

164

Outputs

• Activity Resource Requirements

The type & quantity of resources required for each schedule activity is the primary output.

Ex. Two senior programmers are required for 4 months.

• Resource Breakdown Structure (RBS)

Similar to WBS, is a hierarchical structure of the

identified resources by resource category &

resource type.

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

165

Continue Outputs

• Project Document Updates

Activity list.

Activity attributes.

Resource calendar.

166

Estimate Activity Durations

• Analyze each activity in the activity list to estimate

how long it will take. It focuses on determining the

duration.

• It requires the amount of work effort required to

complete is estimated and the amount of resources

to be applied to complete the activity is estimated,

these are used to approximate the number of work

periods needed to complete the activity.

• project management software can be used.

167

Estimate Activity Durations

Inputs T&T Outputs

1. Schedule Management Plan

2. Activity List

3. Activity Attributes

4. Activity Resource

Requirements

5. Resource Calendar

6. Project Scope Statement

7.Risk Register

8.Resource Breakdown structure

9.EEF

10. OPA

1. Expert Judgment

2. Analogous Estimating

3. Parametric Estimating

4. Three-Points Estimates

5. Group Decision Making

Techniques

6. Reserve Analysis

1. Activity Duration

Estimates

2. Project Document

Updates

168

Inputs

• Schedule Management Plan

• Activity List.

• Activity Attributes.

• Activity Resource Requirements

The resources assigned to the activity, and the

availability of the resources will influence the

duration of most activities.

• Resource Calendars

The type, availability, & capabilities of human

resources.

The type, quantity, availability, & capability when

applicable, of both equipment & material resources.

Continue Inputs

• Project Scope Statement

• Risk Register

The risk register provides the list of risks, along with the

results of risk analysis and risk response planning.

• Resource Breakdown Structure

provides a hierarchical structure of the identified

resources by resource category and resource type.

• Enterprise Environmental Factors

• Organizational Process Assets

Duration estimating databases and other reference data,

productivity metrics, and published commercial 169

170

T&T• Expert Judgement.

• Analogous Estimating

Top-Down Estimating use info from a previously performed project to estimate the current project.

Uses parameters such as duration, budget, size, weight, and complexity as the basis for estimating.

• Parametric Estimating

It can produce a higher levels of accuracy.

Uses statistical relationship between historical data and other variables.

171

Continue T&T• Three-Point Estimating (PERT) : PERT, use three data points for

the duration instead of simply one.

Pessimistic, Most Likely or realistic, and Optimistic estimates,

Formula: Pessimistic + 4XMost Likely + Optimistic

6

Standard Deviation for an Estimate:

Sigma= Pessimistic – Optimistic

6

• Two commonly used formulas are triangular and beta

distributions. The formulas are:

• Triangular distribution. tE = (tO + tM + tP) / 3

• Beta distribution tE = (tO + 4tM + tP) / 6

• Group Decision-Making techniques

• Reserve Analysis

Reserve time or Contingency and some time

referred to as buffer into the overall project

schedule to account for schedule uncertainty,

Revisited throughout the life of the project, being

revised up or down as more info on schedule risk

becomes available.

172

Continue T&T

173

Outputs• Activity Duration Estimates

Quantitative assessments of the likely number of

work periods that will be required to complete an

activity.

Contains an estimated duration for each activity in

the activity list.

• Project Document Updates

Activity attributes, and

Assumptions made in developing the activity duration

estimate such as skill level and availability.

174

Develop Schedule

• Analyzing activity sequences, durations. resource

requirements, and schedule constraints to create the

project schedule.

• Developing an acceptable project schedule, it

determines the planned start and finished dates for the

project activities and milestones.

• Revising and maintaining a realistic schedule continues

throughout the project as work progresses.

175

Continue Develop Schedule

Inputs T&T Outputs

1. Schedule Management Plan

2. Activity List

3. Activity Attributes

4. Project Schedule Network

Diagrams

5. Activity Resource Requirements

6. Resource Calendars

7. Activity Duration Estimates

8. Project Scope Statement

9.Risk Register

10.Project staff assignment

11.Resource Breakdown Structure

12. Enterprise Environmental

Factors

13. Org Process Assets

1. Schedule Network Analysis

2. Critical Path Method (CPM)

3. Critical Chain Method

4. Resource Optimization

techniques

5. Modeling Techniques

6. Leads and Lags

7. Schedule Compression

8. Scheduling Tool

1. Schedule Baseline

2. Project Schedule

3. Schedule Data

4.Project Calendars

5.Project

Management plan

updates

6. Project Document

Updates

176

Inputs• Schedule Management Plan

• Activity List.

• Activity Attributes.

• Project Schedule Network Diagram.

• Activity Resource Requirements.

• Resource Calendars.

• Activity Duration Estimates.

• Project Scope Statement.

• Risk Register

• Project Staff Assignment

• Resource Breakdown structure

• Enterprise Environmental Factors.

• Organizational Process Assets.

177

T&T

• Schedule Network Analysis

The technique of identifying early and late start

dates, as well as early and late finish dates, for the

uncompleted portions of project schedule activities.

Slack Time : amount of time the Task can be

delayed without delay project

SL = LS – ES OR SL= LF-EF

Schedule Network Analysis

178

• Critical Path Method

The critical path method, used to estimate the

minimum project duration and determine the

amount of scheduling flexibility on the logical

network paths within the schedule model.

Any delay of any activity locate on Critical Path,

will effect direct of project finish dates.

179

Continue T&T

What Critical Path ?

180

Exercise

Continue T&T

• Critical chain method

It is an upgraded version of the critical path

method, which is a more practical approach to

developing the project schedule.

In critical chain method, the availability of

resources is taken into consideration while drawing

the network diagram.

181

Continue Critical Chain Method

PM should Add “buffers” between activities and make sure not to exceed your buffer.

182

PM should Add “buffers” between activities and make sure not to exceed your buffer.

To achieve this, you first must perform the critical

path analysis and then analyze resource constraints

and probabilities in order to build the schedule and

the buffers.

The size for each buffer should account for the

uncertainty in the duration of the chain, of

dependant tasks leading up to that buffer.

183

Continue Critical Chain Method

Continue Critical Chain Method

• Project Buffer

This buffer is placed between the last task and the project completion date

as a non-activity buffer.

• Feeding Buffers

They are inserted between the last task on a non-critical chain and the

critical chain.

• Resource Buffer

These buffers are kept alongside the critical chain to make sure that they

are available when they are required.

184

• CRITICAL PATH VS CRITICAL CHAIN

The critical path method (CPM) is a popular approach to

project scheduling that considers the amount of float on

project activities.

Critical chain takes CPM a step further by adding time

buffers to account for limited resources.

185

Continue T&T

Continue T&T

• Resource Optimization Techniques

1.Resource Leveling

A technique in which start and finish dates are

adjusted based on resource constraints with the

goal of balancing demand for resource with the

available supply.

It often cause the original critical path to change.

((extend time to reduce resource load))

In case no more resource's

186

187

Continue T&T

2. 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.

((Move work to other resources if the load is over))

• Modeling Techniques

Examples of modeling techniques include, but are not

limited to:

1. What-If Scenario Analysis.

2. Simulation

Simulation involves calculating multiple project durations

with different sets of activity assumptions, usually using

probability distributions constructed from the three-point

estimate.

• Leads and Lags

188

Continue T&T

Continue T&T

• Schedule Compression

Fined ways to complete the project earlier without

cutting the project’s scope:

1. Crashing: adding resources to the project

activity. It almost always increase cost.

2. Fast Tracking: re-ordering the sequence of

activities so that the some of the activities are

performed in parallel, or at the same time. It

does not necessary increase cost, but it

increases risk.

189

Continue T&T

• Scheduling Tool

Automated scheduling tools expedite the

scheduling process by generated start and finish

dates based on the inputs of activities, network

diagrams, resources, resources and activity

durations.

190

191

Outputs• Schedule Baseline

A schedule baseline is the approved version of a schedule

model that can be changed only through formal change

control.

• Project Schedule

Shows when each activity is scheduled to begin and end,

as well as schedule start and finish for overall project.

It may be presented in summery form, sometimes

referred to as the master schedule or milestone schedule,

or presented in detail,

Continue Outputs

Milestone Charts Similar to bar charts, but only

identify the scheduled start or completion of major

deliverables or milestones and key external

interfaces.

Provides general level of information.

Used for brief, high level presentations where a lot

of schedule detail would be undesirable.

192

Continue Outputs

Bar Charts (Gant Chart) representing activities, show

activity starts and end dates, durations.

- Easy, and frequently used. Show percentage complete

- Represents the activity on horizontal bars with calendars.

- The length of the bar corresponds to the length of the time the activity should require.

Project Schedule Net. Diagram. show interdependencies,

the sequences, and the critical path.

- Can be presented in the activity-on-node diagram format, or

presented in a time-scale schedule network diagram format,

sometimes called a logic bar chart.

193

Continue Outputs

• Schedule Data

• Schedule Baseline

It is accepted and approved by the project management team

as the schedule baseline with baseline start dates and

baseline finish dates.

194

195

Continue Outputs

• Project calendars

Identifies working days and shifts that are available for

scheduled activities

• Project Management Plan Updates

• Project Document Updates

196

Control Schedule

• Concept of any controlling process, is to compare the work

results to the plan and ensure that they line up.

• Schedule is controlled to make sure that time-related

performance on the project is inline with the plan.

• Determining the current status of the schedule.

• Influencing the factors that create schedule changes.

• Determining that the project schedule has changed.

197

Control Schedule

Inputs T&T Outputs

1. Project Mgmt Plan

2. Project Schedule

3. Work Performance

data

4.Project Calendars

5.Schedule Data

6. Organizational

Process Assets

1. Performance Reviews

2. Project Mgmt software

3. Resource optimization

techniques

4. Modeling Techniques

5. Leads and Lags

6. Schedule Compression

7. Scheduling Tool

1. Work Performance

Information

2.Schedule Forecasts

3. Change Requests

4. Project Mgmt Plan updates

5. Project Document Updates

6.Organizational process assets

update

198

Inputs

• Project Management Plan

• Project Schedule

• Project Calendars

• Schedule Data

• Organizational Process Assets

• Work performance data

199

T&T

• Performance Reviews

1.Trend Analysis

2.Critical path method.

3.Earned value management (cost management chapter).

4.Critical Chain Method

• Project Management Software

Continue T&T

• Resource Optimization Techniques

• Modeling Techniques

• Leads and Lags

• Schedule Compression

• Scheduling Tools

200

201

Outputs

• Work Performance Information

• Change Requests.

• Project Management Plan Updates

• Project Document Updates

• Organizational Process Assets Updates

20

2

End

20

3

Cost Management

204

205

Cost Management

• Second main project constraint, based of The Triple

Constraint model.

• PM should have a well-defined WBS, an activity list with

resource and duration estimates for all activities.

• PM should M&C cost against time, scope, quality, and

risk to ensure that all projection remain realistic and

clearly defined.

Quality

Scope

Plan Cost Management

Plan Cost Management is the process that establishes the

policies, procedures, and documentation for planning,

managing, expending, and controlling project costs.

206

OutputsT&TInputs

1-Cost Management Plan1-Expert Judgement.

2-Analytical Technique.

3-Meeting.

1- project management plan.

2- project charter.

3.EEF.

4.OPA.

Outputs

• Cost Management Plan

The cost management plan is a component of the project

management plan and describes how the project costs will be

planned, structured, and controlled.

For example, the cost management plan can establish the

following:

- Units of measure. - Level of accuracy

- thresholds(upper & lower limit) - Process descriptions

- Rules of performance measurement

- Organizational procedures - reporting formats

207

208

Estimate costs

Estimate Type Range

Rough Order of Magnitude Estimate

at project initiationFrom -50% to +100%

Preliminary Estimate (Used for approvals) From -20% to +30%

Definitive Estimate (Used for project control) From -15% to +20%

Detailed Cost (Used for bid preparation) From -10% to +15%

Estimate Costs is the process of developing an approximation

of the monetary resources needed to complete project

activities.

Estimation become more mature and accurate while project

progressing.

Estimate Costs

209

Inputs T&T Outputs

1.Cost management Plan

2.HR Management plan.

3. Scope Baseline

4. Project Schedule

5. Risk register

6. EEF

7. OPA

1. Expert Judgment

2. Analogues Estimating

3. Parametric Estimating

4. Bottom-up Estimating

5. Three-point estimates

6. Reserve analysis

7. Cost of quality

8. Project Management SW

9. Vendor Bid Analysis

10.Group decision making tech.

1. Activity Cost Estimates

2. Basis of Estimates

3. Project Documents Updates

210

Inputs• Cost Management Plan

• Human Resources Management Plan

Provides project staffing attributes, personnel rates, and

related rewards/recognition, which are necessary

components for developing the project cost estimates.

Human Resource Management Plan input on Estimate Costs?

• Scope baseline :

Scope statement – WBS – and WBS dictionary

• Project Schedule.

• Risk Register.

• EEF & OPA.

T&T

• Expert Judgment:

• Analogous Estimating (Top Down)

• Parametric Estimating

• Bottom-Up (Detailed) Estimating

• Three point estimate:

211

212

T&T

• Reserve Analysis

Reserve amount also called Contingency.

The reserved amount should be analyzed to ensure that the amount of reserve being planned reflects the risk associated with the project.

• Cost of Quality (COQ) (During Product life cycle)

Refers to all of the costs that are incurred to (prevent defects) in products or costs that (result from defects) in the products.

Also used in the quality planning process.

213

T&T

• Project Management Estimating Software:

Computerized applications like spreadsheets,

simulations and statistical tools.

• Vendor Bid Analysis

Bids should be analyzed, to improve the project

team’s understanding of cost.

• Group decision-Making techniques

214

Outputs

• Activity Cost Estimating

How much it would cost to complete each schedule activity.

• Basis of estimates

Document of the basis of estimates.

Document of all assumptions.

Document of any known constrains.

Confidence level of final estimates.

• Project Documents Updates

215

Determine Budget

aggregating the estimated costs of work packages to

establish an authorized cost baseline.

It distribute cost on time phases so that the

performing org. will know how to plan for cash flow

and likely expenses.

It should be performed after activity definition,

activity duration estimate, and activity resource

estimate have been performed.

Determine Budget

216

Inputs T&T Outputs

1.Cost Management Plan

2.Scope Baseline

3. Activity Cost Estimate

4. Basis Of Estimates

5. Project Schedule

6. Resource Calendars

7.Risk Register

8. Agreements

9. OPA

1. Cost aggregation

2. Reserve analysis

3. Expert judgment

4. Historical information

5. Funding limits reconciliation

1. Cost baseline

2. Project Funding

Requirements

3. Project Documents

Updates

217

Inputs

• Cost Management Plan

• Scope Baseline

• Basis of estimates

• Project schedule

• Recourse calendar

• Risk Register

• Agreements

• OPA

218

T&T

• Expert Judgment

• Cost Aggregation

Costs are estimated at an activity level, these estimates should be aggregated to the work package level where they will be measured, managed, and controlled during the project.

• Reserve Analysis

Related to risk.

Almost all projects maintain a financial reserve to protect them against cost overrun.

How much they keep, how they track it vary from project to another. These buffers go by various names such as management reserve, and Contingency reserve.

• Reserve Analysis

219

220

Continue T&T

• Historical Relationship (Parametric Estimation)

A good way to check the validity of your budget is to compare

it with any historic data or industry data that show cost

relationships.

• Funding Limit Reconciliation

The process of identify any variances between the funding

limits and the planned expenditures.

221

Outputs

• Cost Baseline

Provides Budget at completion.

Specifies what costs will be incurred & when.

Larger project may be divided into multiple cost baselines.

• Project Funding Requirements

Cost Baseline is used to determine the project’s funding requirements that are almost always related to the planning expenditures, but not identical to them.

They also should include any planned contingency or reserve funds, since these must be available to the project as soon as they are needed.

• Project documents updates

222

Control Cost

223

Inputs T&T Outputs

1. Project mgmt plan

2. Project funding Req.

3. Work Performance data

4. OPA

1. Earned value mgmt

2. Forecasting

3. To-complete

performance index

4. Performance reviews

5. Project mgmt Software

6. Reserve analysis

1. Work performance Info.

2. Cost forecasts

3.Change requests

4.Project mgmt. plan updates

5.Project document updates

6. OPA update

224

Inputs

• Project management plan

• Project Funding Requirements

• Work performance Data

• Organization process assets

225

T&T

• Earned value management (EVM)

It’s a method of performance measurement, it

integrates project scope, cost and schedule to help

measure project performance.

EVM monitor, three monitory values:

Planned value - Earned value - Actual cost

• By EVM Project manager will know whether the project is:

− ahead of / on / behind schedule

− under / on / over budget

EVMPlanned Value (PV):

How much Work should have been completed at a point in time based on the plan.

The authorized budget assigned to be accomplished.

(Planned % complete X BAC)

Total PV for the project is also known as (BAC)Earned Value (EV) :

The monitory value of work performed.

Delivered by measuring where you actually are in terms of work completed during a given period of time in the schedule.

Actual Cost (AC):

The actual cost incurred.

The money spent during a given period of time.

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227

EVM monitor, two variances

Cost Variance:

• The difference between what we expected to spend and what was actually spent.

• CV= EV-AC

Schedule Variance:

• The difference between where we planned to be in the schedule and where we are in the schedule.

• SV=EV-PV.

EVM

EVM

Schedule performance index.

• It measures how efficiently the project team is

using its time.

• SPI = EV/PV

Cost performance index.

• The cost performance index (CPI) is a measure of

the cost efficiency of budgeted resources,

expressed as a ratio of earned value to actual

cost.

• CPI = EV/AC

228

Earned Value Management

229

Where we are now? Ahead or Behind

Assume 4 equal sides, budget 200$ per side, schedule 1 side per day. Finish 4 days & cost 800$.Day1: side 1 complete, budget of 200$ spent.Day2: side 2 started but not complete, expected budget 220$Day3: side 2 complete, and half of side 3 completed but team left early and only spent 140$

Exercise

230

4 equal sides, budget 200$ per side, 1 side per day. Finish 4 days & cost 800$.Day1:side 1 complete, budget of 200$ spent.Day2:side 2 started but not complete, expected budget 220$Day3:side 2 complete, and half of side 3 completed but team left early and only spent 140$

EVM Example:

231

Continue T&T

Forecasting.

− EAC forecast for ETC work performed at the budgeted

rate. This EAC method Equation: EAC = AC + (BAC - EV)

− EAC forecast for ETC work performed at the present

CPI Equation: EAC = BAC / CPI

− EAC forecast for ETC work considering both SPI and

CPI factors. Equation:

EAC = AC + [(BAC - EV) / (CPI x SPI)]

232

• Project of Highway Paving 100 Km; for each 10 Km we need

a month with cost 100 k$, total project budget is 1 million

and duration 10 Month.

• MONTH1: 10 km complete, budget of 90k spent.

• MONTH2: 15 km complete, budget of 150k spent.

• MONTH3: 15 km complete, budget of 110k spent.

• MONTH4: 10 km complete, budget of 100k spent.

Where we are now? Ahead or Behind

233

Earned Value Management

Exercise

Answer

234

• PV ; EV ; AC ;

• CV= EV-AC

• SV=EV-PV

• CPI = EV/AC

• SPI = EV/PV

Answer

235

• PV = 100 + 100 + 100 + 100 = 400 k

• EV = (10+15+15+10)=50 km * 100k = 500k

• AC = 90 + 150 + 110 + 100 = 450 k

• CV= EV-AC = 500 – 450 = 50

• SV=EV-PV = 500 – 400 = 100

• CPI = EV/AC = 500 /450 = 1.1

• SPI = EV/PV = 500 / 400 = 1.25

T&T

• To-Complete Performance Index (TCPI)

Is a measure of the cost performance that is required to

be achieved with the remaining resources in order to

meet a specified management goal .

TCPI = (BAC-EV)/(BAC-AC)

TCPI = (BAC-EV)/(EAC-AC)

236

237

T&T

EAC=AC+[(BAC-EV)/(cumulative CPIX cumulative SPI], this

estimate introduce SPI as a factor in estimating EAC and

we can add a weighting value (80/20 or 50/50) between

SPI and CPI

• To Complete Performance Index(TCPI)

If the BAC is no longer viable, the project manager develop a

forecast estimate at completion. Once its approved TCPI will

replace BAC.

TCPI based on BAC: (BAC-EV)/(BAC-AC),

If CPI false below the baseline (-ve value)TCPI based on

EAC will be calculated and will be set as new target

TCPI=(BAC-EV)/(EAC-AC).

238

Continue T&T

239

240

Continue T&T

• Performance Reviews

Meetings held to measure actual performance against the plan.

• Project Management Software

The software that will help in automating the generation of EVM variables, indexes and forecasts.

• Reserve Analysis

241

Outputs

• Work Performance Measurements

Show how the project is performing against the plan,

CV, SV, CPI, and CPI.

• Cost Forecasts

Either a calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders.

• Change requests (By Default)

Corrective actions.

Preventive actions.

242

Continue Outputs

• Project management Plan updates

• Project documents updates

• Organization process assets update

243

24

4

End

24

5

Quality Management

246

Quality Management

• Quality:

The degree to which a set of inherent

characteristics fulfill requirements.

• Differences between grade and quality

Grade: The same technical use, but different

characteristics.

Quality: The degree of characteristics fulfill the

requirements.

247

Terms and Definitions

We must differentiate between quality control and

quality assurance:

Quality assurance: The planned and systematic

activities implemented in a quality system so that

quality requirements for a product or service will

be fulfilled.

Quality control: The observation techniques and

activities used to fulfill requirements for quality.

248

Quality Pioneers and Philosophies

• JURAN: Issue Pareto principle (80% of the problems

are caused by 20% of the causes), He developed

“Juran’s Trilogy”: quality planning, quality control,

and quality improvement.

• CROSBY: Zero Defect, which led to Six Sigma.

• DEMING: Increase quality and reduce costs by

continuous process improvement. (Plan-Do-Check-Act)

249

Continue Terms and Definitions

Just-In-Time (JIT): A manufacturing method that

brings inventory down to zero (or near zero) levels. It

forces a focus on quality, since there is no excess

inventory on hand to waste.

Six Sigma: it focuses very high levels of quality by

controlling the process and reducing defects.

It puts a primary focus on quantifying, measuring,

and controlling the quality of products, services,

and results.

250

251

Continue Terms and Definitions

252

Continue Terms and Definitions

Attribute sampling: Measures whether or not the results conform to specifications. (YES or NO)

Variable sampling: continuous scale that measures the degree of conformity. The result is rated on degree of conformity.

Control limits: identify the boundaries of common variation in a statistically stable process or process performance.

Tolerance: specified range of acceptable results.

253

Plan Quality Management

It is the process of identifying quality requirements and/or

standards for the project and its deliverables, and documenting

how the project will demonstrate compliance with relevant

quality requirements and / or standards.

Inputs T&T Outputs

1.Project Management Plan

2. Stakeholder register

3. Risk register

4.Requirements Documentation

5. EEF

6. OPA

1. Cost-Benefit-Analysis

2. Cost of Quality

3.Seven Basic Quality tools

4. Benchmarking

5. Design of Experiments

6. Statistical sampling

7. Additional Quality Planning Tools

8.Meetings

1. Quality Management Plan

2. Process Improvement Plan

2. Quality Metrics

3. Quality Checklists

5. Project document updates

Inputs

• Project Management Plan

• Stakeholder register

• Risk register

• Requirements Documentation

• EEF

• OPA

254

255

T&T

• Cost-Benefit Analysis

A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.

• Cost of Quality (COQ)

Looks at all of the costs that will be realized in order to achieve quality.

• Seven Basic Quality tools

- Cause-and-effect diagrams - Flowcharts

- Check sheets - Pareto diagrams

- Histograms - Control charts

- Scatter diagrams

256

T&T

• Benchmarking

Project’s quality standards are compared to those of other projects which will serve as a basis for comparison.

• Design of Experiments (DOE)

We need to know what is the predicted outcome of a systems under experiment (measure phase in 6sigma).

Uses data analysis to determine optimal conditions.

• Additional quality planning tools

Like brain storming, force field analysis, nominal group techniques and Quality Management and control tools .

• Meetings

257

258

Outputs• Quality Management Plan: Describes how the quality policy

will be met.

• Process Improvement Plan: Deals with how quality activities

will be streamlined and improved. Areas to consider:

Process boundaries,

Process configuration,

Process metrics,

Target to improve performance.

• Quality Metrics : Define how quality will be measured.

• Quality Checklists: (list of steps)To ensure that all steps were

performed. and that they were performed in the proper

sequence.

• Project Documents Updates

259

Perform Quality Assurance

The process of auditing the quality requirements and the

results from quality control measurements ensure that

appropriate quality standards are used.

Inputs T&T Outputs

1. Quality Mgmt. Plan

2. Process Improvement Plan

3. Quality Metrics

4. Quality Control

5. Project Documents

1.Qulaity Management

and control tools

2. Quality Audits

3. Process Analysis

1.Changes Requests

2.Project Mgmt. Plan

Updates

3.Project Document

Updates

4. Org Process Assets

updates

Input

• Quality Management Plan

• Process Improvement Plan

• Quality Metrics

The quality metrics provide the attributes that should be

measured and the allowable variations.

• Quality control Measurements

The results of control quality activities. They are used to

analyze and evaluate the quality of the processes of the

project.

Project documents

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261

T&T

• Quality Management and Control Tools

Tools and techniques from plan quality process.

- Affinity diagrams

- Process decision program charts (PdPc)

- Interrelationship digraphs.

- Tree diagrams.

- Prioritization matrices

- Activity network diagrams

- Matrix diagrams.

T&T

• Quality Audits

Review the project to evaluate which activities taking

place on the project should be improved and which meet

quality standards,

The goal is to improve acceptance of the product and the

overall cost of quality.

• Process Analysis

Reviews the quality process to ensure that it is working

efficiently & effectively.

262

Outputs

• Change requests

• Project management plan updates

• Project document updates

• Organization process assets updates

263

264

Control Quality

Inputs T&T Outputs

1.Project Management

Plan

2. Quality Metrics

3. Quality Checklists

4. Work Performance

Data

5. Approved Change

Requests

6. Deliverables

7.Project Documents

8.Organizational

process assets

1.Seven Basic Quality

Control Tools

2. Statistical Sampling

3. Inspection

4. Approved change

requests Review

1. Quality Control Measurements

2. Validated changes

3. Verified Deliverables

4. Work performance info

5. Change requests

6. Project Mgmt Plan Updates

7. Project document updates

8. Org Process Assets Updates

265

Inputs

• Project management plan

• Work performance measurements

• Approved change requests

• Deliverables.

• Project Documents

• Organization process assets

1- Cause and Effect Diagram (Ishikawa or Fishbone)

Show how different factors relate together & might be tied to potential problems.

Identifies quality problems and trying to uncover the underlying causes.

266

T&TSeven Basic Quality Tools

Example

267

T&T2.Control Charts

3.Flowcharting

Show how various components relate in a system.

Can be used to predict where quality problems may happen.

Cause & effect diagrams are another type of flowcharting.

4.Histogram or Column Char

Shows how often something occurs, or its frequency,

Pareto chart is one example of a type of histogram.

5.Pareto Charts (80/20 rule)

Pareto Law: 80/20 Rule. 80% of problems come from 20% of the

causes.

Shows defects ranked from greatest to least.

268

T&T

Used to focus on the problems most likely to change results.

It helps to determine the few root causes behind the

majority of the problems on a project.

269

Continue T&T6.Run Chart

Taking a snapshot of the way things are at a point in time,

The PM can analyze how quality is trending over time.

7.Scatter Diagram

Powerful tool for spotting trends in data,

Uses two variables dependent and independent variable,

270

Continue T&T• Statistical Sampling

• Inspection

An inspection is the examination of a work product to

determine if it conforms to documented standards.

Inspections may be called reviews, peer reviews, audits, or

walkthroughs. In some application areas, these terms have

narrow and specific meanings.

• Approved change requests review

All approved change requests should be reviewed to verify

that they were implemented as approved.

Outputs

• Quality control measurements

resulting documents out from quality control activates.

• Validated changes

Any changed or repaired items are inspected and either accepted or rejected (return for rework).

• Verified deliverables

Are inputs to verify scope process.

271

Continue Outputs

• Work performance Information

• Change requests

• Project management plan updates

• Project document updates

• Organization process assets updates

272

Perform Quality Assurance & Control Quality

273

27

4

End

275

27

6

HR Management

277

Human Resource Management

• The process that organize and manage the project team,

• The project management team is a subset of the project team

and called the CORE, EXECUTING, team

• Managing the project team includes:

Influencing the project team,

Professional and ethical behavior.

278

Terms and Definitions

• Maslow's hierarchy need theory

• Mcgregor - theory x y

• Herzberg's motivation-hygiene theory

• McClelland's Human Motivation Theory

279

Maslow's hierarchy need theory

280

Mcgregor - Theory x, y

281

Herzberg's theory

282

McClelland's Human Motivation Theory

283

284

Develop human Resource Plan

• This process defines

Roles, required skills,

Responsibilities, reporting relationships, and

When to acquire and release project team.

Inputs T&T Outputs

1.Project Management Plan

2.Activity resource requirements

3.EEF

4.OPA

1. Org Charts & Position

Descriptions

2. Networking

3. Organization al Theory

4. Expert Judgment

5. Meetings

1. Human resource Plan

Input

• Project Management Plan

• Activity resource requirements

• Enterprise environmental factors

• Organization process assets

285

286

T&T

• Org Charts and Position Description

Present who will be working on the project and what

they will be responsible for doing, including

Responsibility availability matrix hierarchical charts

(WBS,OBS,RBS), text oriented formats.

Hierarchical type charts.

T&T

Matrix based charts (Ex. RAS)

RACI (Responsible, Accountable, Consultant, Inform)

Text oriented formats

287

T&T

• Networking

Communicating with others within your “network” of contacts, like correspondence, meetings and information conversation.

• Organization Theory

Provides info regarding the way in which people, teams, and organizational units behave.

• Expert Judgement

• Meetings

288

Outputs

Human Resources Management Plan:

It includes:

Roles and Responsibilities

Project Organizations Charts

Staffing Management plan

Staffing acquisition.

Resource calendar.

Staff release plan.

Training needs.

Rewards and recognition.

Compliance with governmental, union regulations.

Safety.

289

290

Acquire Project Team

Inputs T&T Outputs

1.Human Resource Mgmt plan

2. EEF

3. OPA

1. Pre-Assignment

2. Negotiation

3. Acquisition

4. Virtual Teams

5.Multi-Criteria

decision analysis

1. Project Staff Assignments

2. Resource calendars

3. Project management plan

updates

Inputs

• Human Resource Management Plan

• Enterprise environmental factors

• Organizational process assets

291

T&T• Pre-Assignment

Staffing done before the running of this process for the sake of project requirements or as a result of organization policy or politics.

• Negotiation

It is an important skill for the PM, PM needs to negotiate with functional managers and with project team other project managers and external organizations.

• Acquisition

Looking outside the org for resources when they cannot be provided by your organization.

• Virtual Teams (tools)

Group of individuals who may or may not see each other in person.

292

T&T

• Multi-criteria decision Analysis

Selection criteria are often used as a part of acquiring

the project team. By use of a multi-criteria decision

analysis tool, criteria are developed and used to rate or

score potential team members

293

Outputs• Project Staff Assignments

Each role that was defined should have a resource assigned to it.

• Resource calendar

The time they are assigned to work on activities should be documented.

• Project management plan updates.

294

295

Develop Project Team

Inputs T&T Outputs

1.Human Resources

Management Plan

2. Project Staff

Assignments

3. Resource calendars

1. Interpersonal skills

2. Training

3. Team-Building Activities

4.Ground Rules

5. Co-location

6. Recognition and Rewards

7. Personnel Assessment

Tools

1. Team Performance

Assessment

2. Enterprise

environmental factors

Update

Inputs• Human Resource Management

• Project staff assignment

• Resource calendars

296

T&T

• Interpersonal skills

Or what is called “soft skills” like empathy,

creativity, group facilitation, understanding and

sentiments.

• Training

formal or informal training.

• Team building activities

Building relationships among team members by

participating in team problems solving.

In theory there are five stages of development a

team might go through: 297

Team building activities (THE TUCKMAN MODEL)

298

T&T

• Ground Rules

• Co-location (War Room)

• Recognition and Rewards

Desirable behaviors should be rewarded and recognized,

Win-win rewards is the best choices for team building,

Win-lose rewards such a contest where one team member wins and others do not, can be detrimental to the sense of team.

• Personnel Assessment tools

299

Outputs

• Team Performance Assessment

Measuring and evaluating how the team is doing,

E.g., measure the work performance, the experience

the team is acquire.

• EEF updates

300

Manage Project Team

301

• project manager can use five types of power to

influence his team members as follows:

− Formal or Legitimate Power

− Reward Power

− Penalty Power

− Expert Power

− Referent Power

What is the best power of the project manager?

302

Manage Project Team

Inputs T&T Outputs

1.Human Resource Mgmt Plan

2. Project Staff Assignments

3. Team Performance

Assessment

4. Issue log

5. Work Performance Reports

6. OPA

1. Observation &

Conversation

2. Project Performance

Appraisals

3. Conflict Mgmt

4. Interpersonal skills

1. Change requests

2. Project Mgmt Plan Updates

3.Project Documents Updates

4.EEF updates

5.OPA Updates

Inputs

• Human Resource management plans

• Project staff assignments

• Team performance assessment

303

Inputs

• Issue log

An issue log can be used to document and monitor who is

responsible for resolving specific issues by a target date.

• Work Performance reports

• Organizational Process Assets

304

T&T

• Observation and Conversation

• Project Performance Appraisals

PM and other personnel managers on the project

meet the people who report to them on the project

and provide feedback on their performance.

305

T&T• Conflict Management

Conflict occur between individuals or groups on the project, it could occurs between PMs and Functional Managers.

Methods of conflict Management:

306

Continue T&T

• Interpersonal skills

Includes leadership, influencing, and effective decision making.

307

Outputs

• Change requests

• Project management plan update

• Enterprise environmental factors updates

• Organizational Process Assets updates

308

30

9

End

31

0

Communication Management

311

312

Communication Management

• All tasks related to producing, compiling, sending,

storing, distributing, and managing project records.

• It is made up of 3 processes to determine what to

communicate, to whom, how often, and when to

reevaluate the plan.

• PMs spend %90-70 of their time communicating with

team members and other project stakeholders.

Communication Type

• Internal and external

• Formal (reports, memos) and informal (emails, ad-hoc

discussions).

• Official (newsletter, annual report) and unofficial (off

the record communications).

• Vertical (up and down the organization) and horizontals

(with peers).

• Verbal and non-verbal (voice inflections, body language).

313

Plan Communication Management

Plan Communications Management is the process of

developing an appropriate approach and plan for project

communications based on stakeholder’s information needs

and requirements, and available organizational assets.

314

Inputs T&T Outputs

1.Project Management Plan.

2.Stackholders register.

3.EEF.

4.OPA.

1.Communication Requirement

analysis.

2. Communication technology

3. Communication Model.

4. Communication Method

5. Meetings

1- Communication

Management Plan

Inputs

• Project Management Plan

• Stakeholder register

• Enterprise Environmental Factors

• Organizational Process Assets

315

T&T

• Communication Requirements Analysis

PM should consider the number of communication

Channels or paths as an indicator of the complexity

of a project’s communication,

Channels = n(n-1)/2 where n=no. of people

316

317

318

T&T

• Communications Technology

The right tool should be selected for a given

communications need.

Factors that can affect the project include:

Urgency of the need for information.

Availability of technology.

Ease of Use.

Project Environment.

Sensitivity and confidentiality of the information.

T&T• Communication Models

319

Communication Models

The sender is responsible for:

Encode the message clearly

Select a communication method

Send the message

Confirm that it was understood from the

receiver

The receiver is responsible for:

Decode the message

Confirm that the message was understood

320

T&T

• Communication Methods

Interactive communication: Phone, Meeting

Push communications : Email

Pull communications : Shared Files

• Meetings

321

Outputs• Communications Management Plan

In addition to what was described, the communication

plan must Identify the project documents that will be

created during the course of the project and define

how these documents will be shared and archived,

322

Outputs

• Communication Management Plan include:

Stakeholder communication requirements.

Information to be communicated, including

language, format, content, and level of detail.

Reasons for the distribution of that information.

Time frame and frequency for the distribution of

the required information.

Person responsible for communicating the

information.

323

• Communication Management Plan include:

Methods or technology used to convey the information.

Escalation process.

Methods for updating and refining the communications

management plan.

Communication constraints.

It can also include guidelines and templates for project

status meetings, project team meetings, e-meetings,

and e-mail.

324

Outputs

• Project Document Updates

Project schedule,

Stakeholder register.

325

Manage communications Manage Communications is the process of creating,

collecting, distributing, storing, retrieving, and the ultimate

disposition of project information in accordance to the

communications management plan.

326

Inputs T&T Outputs

1- Communication

Management Plan

2.Work performance Reports

3.EEF.

4.OPA.

1. Communication technology

2. Communication Model.

3. Communication Method

4. Information Management Sys.

5.Performance Reporting.

1.Project Communications

2. Project Management Plan

updates.

3. Project documents updates

4. OPA Updates

327

Inputs • Communication Management Plan

• Work Performance Reports

• Enterprise Environmental Factors

• Organizational Process Assets

T&T

• communication technology

• communication Models

• communication Methods

• Information Management Systems

• Performance reporting

328

Outputs

• Project communications

The Manage Communications process involves the activities

that are required for information to be created, distributed,

received, acknowledged, and understood.

• Project Management Plan updates

• Project documents updates

• Organizational Process Assets updates

329

Control Communications

Control Communications is the process of monitoring and

controlling communications throughout the entire project

life cycle to ensure the information needs of the project

stakeholders are met.

330

Inputs T&T Outputs

1. Project Management Plan.

2.Comm. Management Plan.

3.Issue Log.

4.Work performance data.

5.OPA.

1. Information Management Sys.

2.Expert Judgement.

3.Meeting.

1. Work Performance

Information.

2. Change requests

3. Project Management Plan

updates.

4. Project documents updates

5. OPA Updates

Inputs

• Project Management Plan

• Project communications

• Issue Log

Or also called action item log can be used to document

and monitor the resolution of issues.

Can be used to facilitate communication and ensure a

common understanding of issues.

• Work Performance data

• Organizational Process Assets

331

T&T

• Information Management Systems

• Expert Judgment

• Meetings

332

Outputs

• Work Performance Information

• Change Requests

• Project Management Plan Updates

• Project Document Updates

• Organizational Process Assets Updates

333

END

334

33

5

Risk Management

336

337

Risk Management

• The PM is in control and proactively managing events, avoiding

as many problems as possible,

• The PM must understand how to anticipate and identify areas

of risks, how to quantify and qualify them, and how to plan

for them,

• Risk has two characteristics:

It is related to an uncertain events.

May affect the project for good or for bad.

Risk Management

• The risk attitudes of both the organization and the stakeholders

may be influenced by a number of factors, which are classified

into three themes:

Risk appetite which is the degree of uncertainty an entity is

willing to take on in anticipation of a reward.

Risk threshold which refers to measures along the level of

uncertainty or the level of impact at which a stakeholder may

have a specific interest. Below that risk threshold, the

organization will accept the risk. Above that risk threshold, the

organization will not tolerate the risk.

Risk tolerance which is the degree, amount, or volume of risk

that an organization or individual will withstand.

338

339

Plan Risk Management

Inputs T&T Outputs

1.Project Management Plan

2. Project Charter

3. Stakeholder Register

4. Enterprise Environmental Factors

5. Org .Process Assets

1. Analytical techniques

2. Expert judgment

3. Meetings

1. Risk Mgmt Plan

Again Analytical techniquesEnable PM to examine complex relationships between variables

340

Inputs

• Project Management Plan

• Project Charter

• Stakeholder register

• EEF

• OPA

341

T&T

• Analytical Techniques

• Expert Judgment

• Meetings

342

Outputs

• Risk Management Plan

Methodology: define approach, tools and data sources used for risk management.

Roles and responsibilities: How risk will be managed and by whom.

Budgeting.

Timing.

Categorize:

Definition of Risk probability and impact.

Probability and impact matrix.

Revised stakeholders’ tolerances.

Reporting formats.

Tracking

343

Risk Management Plan Include also:

344

Identify Risks

Inputs T&T Outputs

1. Risk management Plan

2. Cost management Plan

3. Schedule management Plan

4. Quality management plan

5. Human Resource management plan

6. Scope baseline

7. Activity Cost Estimates

8. Activity duration estimates

9. Stakeholder register

10. Project documents

11.Procurements documents

12.Enterprise Environmental

Factors

13. Org Process Assets

1. Documentation Reviews

2. Info Gathering Techniques

3. Checklist Analysis

4. Assumptions Analysis

5. Diagramming Technique

6. SWOT analysis

7. Expert judgment

1. Risk Register

345

Inputs

• Risk management plan

• Cost management plan

• Schedule management plan

• Quality management plan

• Human resource management plan

• Scope baseline

• Activity Cost estimates

• Activity duration estimates

• Stakeholder register

346

Continue Inputs

• Project documents

• Procurement documents

If the project requires external procurement of

resources, procurement documents become a key

input to the Identify Risks process.

• EEF

• 0PA

347

T&T• Documents reviews

• Information Gathering Technique

Brainstorming , Delphi technique, Interviewing, Root Cause analysis.

• Checklist Analysis

Risk identification checklists are developed based on

historical information and knowledge that has been

accumulated from previous similar projects and from

other sources of information.

• Assumptions Analysis

Assumptions should be analyzed and documented and

challenged if necessary.

348

Continue T&T• Diagramming technique

Cause-and-effect or Ishikawa

System or process flow charts

• SWOT Analysis (Strength, Weakness, Opportunity, and Threat)

SWOT Analysis, used to measure each risk’s strengths, weaknesses, opportunities, and threats.

It helps specify the most significant project risk factor.

• Expert Judgement

SWOT Analysis

349

350

Outputs

• Risk Register

Provides a list of all identified risks on the

project.

List of Potential response.

What the possible actions to this risk are.

What categories the risks fall into.

To update the RBS.

351

Risk Register

Inputs

• Risk management plan

• Scope Baseline

• Risk Register

• Enterprise Environmental factors

• Organization process assets

352

353

T&T

• Risk Probability and Impact Assessments/

Probability and Impact Matrix

To determine what the highest priorities, can be assesses by meetings or interviews with experts of risk categories.

Each risk in the risk register is evaluated for its likelihood of occurring and its potential impact on the project.

Risk Probability and Impact Assessments

354

355

T&T• Risk Data Quality Assessment

The data used should be evaluated to determine whether or not it is

accurate and of acceptable quality.

• Risk Categorization

Can be categorized in many ways (i.e:RBS or by project phases)

• Risk Urgency Assessment

Risks that cannot wait,

Determine which risks are the most urgent, requiring immediate

attention.

• Expert judgment

Outputs

• Project Documents updates

1.Risk Register Updates.

Relative ranking or priority list of project risks,

Risks grouped by categories,

Causes of risk or project areas requiring particular attention,

list of risks requiring response in the near-term,

List of risks for additional analysis and response,

Watch lists of low-priority risks.

2.Assumptions log updates.

356

357

Perform Quantitative Risk Analysis

• Assigns a projected value to (quantify) the risks that

have been ranked by qualitative risk analysis.

• This value is specified in terms of cost or time.

Inputs T&T Outputs

1. Risk Mgmt Plan

2. Cost Mgmt plan

3. Schedule Mgmt plan

4. Risk Register

5. EEF

6. OPA

1. Data Gathering and

Representation Techniques

2. Quantitative Risk Analysis

and Modeling Techniques

3. Expert Judgment

1. Project documents

updates

358

Inputs

• Risk management plan.

• Cost management plan.

• Schedule management plan

• Risk register

• Enterprise Environmental Factors

• Organization process assets

359

T&T

• Data Gathering and Representation Techniques

Interviewing - Experts Judgment - Probability distribution.

• Quantitative Risk Analysis & Modeling Techniques

Sensitivity Analysis: analyze the project and determine how sensitive it is to risk.

Tornado Diagrams: analyse project sensitivity to cost or to other factors.

360

Impact Cost Time Quality

Very low Variations manageable by

virement against internal budget

headings

Slight slippage against internal

targets

Slight reduction in quality/scope

with no overall impact on

usability/standards

Low Requires some additional funding

from organisation

Slight slippage against key

milestones or published targets

Failure to include certain ‘nice to

have’ elements or ‘bells and

whistles’ promised to stakeholders

Medium Requires significant additional

funding from organisation

Delay affects key stakeholders

and causes loss of confidence in

the project

Significant elements of scope or

functionality will be unavailable

High Requires significant reallocation of

organisation funds (or borrowing)

to meet project objectives

Failure to meet key deadlines in

relation to the academic year or

strategic plan

Failure to meet the needs of a

large proportion of stakeholders

Very high Increases threaten viability of

project

Delay jeopardises viability of

project

Project outcomes effectively

unusable

Tornado Diagrams

361

Quantitative Risk Analysis & Modeling Tech.

Expected Monetary Value Analysis EMV.

Decision Tree Analysis: used to show probability

and arrive at a dollar amount associated with each

risk.

362

Example

363

364

T&T

Modeling and Simulation

Using Monte Carlo analysis,

Takes details and assembles a big picture,

Performed by computer .

Expert judgment

Outputs

• Project documents updates

Project documents are updated with information resulting

from quantitative risk analysis.

365

366

Plan Risk Response

Inputs T&T Outputs

1. Risk Mgmt. Plan

2. Risk Register

1.Strategies for Negative Risks or

Threats

2. Strategies for Positive Risks

or Opportunities

3. Contingent Response Strategies

4. Expert Judgment

1. Project Mgmt Plan Updates

2. Project document updates

367

Inputs

• Risk management plan

• Risk register

368

T&T

• Strategies for Negative Risks or Threats

Avoid : appropriate for undesirable risk

Transfer : transfer it to another party (Transferee the loss associated with risks to a third party) and make him responsible (e.g. insurance),

Mitigate : make it less, minimizing the probability and impact of risks to acceptable level (e.g. construct outside rainy season).

T&T

• Strategies for Positive Risks or Opportunities

Exploit: trying to remove any uncertainty. Finishing the project early, adding more people to complete early

Share : working with another party how can better utilize the opportunity.

Enhance: seek to increase the opportunity probability.

369

T&T

• Contingent Response Strategy

The project team may make one decision related to risk, but make that decision contingent upon certain conditions.

E.g. mitigate a technology risk by hiring an outside firm with expertise, but that decision my be contingent upon the outside firm meeting intermediate milestones related to that risk.

• Expert judgment.

370

Outputs

• Risk Management Plan Updates

• Project Document Updates.

371

372

Control Risk

Inputs T&T Outputs

1. Project Mgmt Plan

2. Risk Register

3. Work Performance

data

4. Performance

Reports

1. Risk Reassessment

2. Risk Audits

3. Variance and Trend

Analysis

4. Technical Performance

Measurement

5. Reserve Analysis

6. Meetings

1. Work performance Info

2. Change requests

3. Project Mgmt Plan Updates

4. Project document updates

5. Org Process Assets Updates

373

Inputs

• Project management plan.

• Risk register

• Work performance data

• Work Performance reports

374

T&T

• Risk reassessment

To identify new risks and closing risks that are

outdated.

• Risk Audits

Focused on overall risk management.

• Variance and Trend Analysis

Variance Analysis, focus on the difference between what was planned and what was executed.

Trend Analysis, shows how performance is trending. It shows worst cost performance.

375

T&T

• Technical Performance Measurement

Focus on functionality, looking at how the project

has met its goals for delivering the scope over time.

• Reserve Analysis

Project reserve or contingency can apply to

schedule, time or cost. Periodically should be

evaluated to ensure that it is sufficient to address

the amount of risk the project expects to.

• Meetings

Outputs

376

• Work Performance Information

• Change requests

• Project management plan updates

• Project document updates.

• Organizational process assets updates

37

7

End

37

8

Procurement Management

379

380

Procurement Management

Processes performed to obtain goods, services, or

scope from outside the organization.

• There are two Procurement primary roles:

Buyer: the organization purchasing or procuring the goods or services from the seller.

Seller: the organization providing or delivering the goods or services to the buyer.

Procurement Management

Contracts could take one of Three types:Firm Fixed Price Contracts

Firm Fixed Price (FFP)

Fixed Price Incentive Fee (FPIF)

Fixed Price Economic Price Adjustment (FPEPA)

Cost Reimbursable Contracts (CR)

Cost Plus Fixed Fee (CPFF)

Cost Plus Incentive Fee Contracts (CPIF)

Cost Plus Award Fee Contracts (CAF)

Time and Material Contracts (T&M)

Marge of above two contracts types.

381

Procurement Management

• Who bears the risk of each contract type?

382

WHO PEARS RISKCONTRACT TYPE

SELLERFirm Fixed Price Contracts

BUYERCost Plus Fixed Fee (CPFF)

SELLER AND BUYERCost Plus Incentive Fee Contracts (CPIF)

SELLER AND BUYERCost Plus Award Fee Contracts (CAF)

BUYERTime and Material Contracts (T&M)

383

Plan Procurement

Inputs T&T Outputs

1. Project Management Plan

2. Requirements documentation

3. Risk register

4. Activity resource requirements

5. Project schedule

6. Activity cost estimates

7. Stakeholder Register

8. Enterprise Environmental

Factors

9. Org Process Assets

1. Make-or-Buy

Analysis

2. Expert Judgment

3. Market Research

4. Meetings

1. Procurement Mgmt Plan

2. Procurement statements

of work

3. Procurement documents

4. Source selection criteria

5. Make-or-Buy Decisions

6. Change requests

7.Project documents updates

384

T&T

• Make-or-Buy Analysis

Look at all of the factors that could sway the decision toward making internally or buying externally, including risk factors, costs, releasing proprietary info, and a host of other decision pointing.

• Expert judgment

• Market Research

• Meetings

385

Conduct ProcurementObtaining seller responses, selecting a seller, and awarding

a contract. A short list of qualified sellers can be

established based on preliminary proposal.

Inputs T&T Outputs

1.Procurement Management plan

2. Procurement documents

3. Source selection criteria

5. Seller proposals

6. Project documents

7. Make-or-Buy Decision

8. Procurement Statement of work

9. Org process assets

1. Bidder conferences

2. Proposal evaluation

techniques

3. Independent

estimates

4. Expert Judgment

5. Advertising

6. Analytical techniques

7. Procurement

Negotiations

1. Selected sellers

2. Agreements

3. Resource colanders

4. Change requests

5. Project Mgmt plan

updates

6. Project document updates

T&T• Bidder Conference.

• Proposal evaluation techniques

Expert judgment.

Advertising.

Internet search.

Procurement negotiations.

• Independent Estimates

• Expert Judgment

• Advertising

• Analytical techniques

• Procurement negotiations

386

387

Control Procurement

Inputs T&T Outputs

1. Procurement Mgmt Plan

2. Procurement Documents

3. Agreements

4. Approved change requests

5. Work Performance reports

6. Work performance Data

1. Contract change control system

2. Procurement performance reviews

3. Inspections and audits

4. Performance reporting

5. Payments systems

6. Claims administration

7. Records mgmt system

1.Work Performance info

2.Change requests

3. Project mgmt plan Updates

4. Project documents updates

5. Org process assets Updates

T&T

• Contract change control system.

• Procurement performance reviews.

• Inspections and audits.

• Performance reporting.

• Payments systems.

• Claims administration.

• Record management system.

388

389

Close Procurement

Inputs T&T Outputs

1. Project Mgmt Plan

2. Procurement

Documentation

1. Procurement Audits

2. Procurements negotiations

3. Records Mgmt System

1. Closed procurements

2. Org Process Assets Updates

390

T&T

• Procurement Audits.

• Procurements negotiations.

• Record Management System.

39

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End

39

2

Stakeholders Management

393

Identify Stakeholders

394

Inputs T&T Outputs

1. Project Charter

2. Procurement Documents

3. EEF

4. OPA

1. Stakeholder Analysis

2. Expert Judgment

3. Meetings

1. Stakeholder Register

T&T

• Stakeholder Analysis

Influence/impact grid: Grouping the stakeholders based on

their active involvement (“influence”) in the project and their

ability to effect changes to the project’s planning or

execution (“impact”) in the project.

395

Outputs

• Stakeholder Register

Contains all details related to the identify stakeholders

including, but not limited to:

Identification information: name, organizational

position, location, role in the project, contact

information

Assessment information: major requirements, main

expectations, potential influence in the project, phase

in the life cycle with the most interest, and

Stakeholder classification: internal/external,

supporter, natural, resistor, etc.

396

397

Plan Stakeholder mgmt.

Inputs T&T Outputs

1. Project Mgmt Plan

2. Stakeholder Register

3. EEF

4. OPA

1. Analytical Technique

2. Expert Judgment

3. Meetings

1. Stakeholder

Mgmnt Plan

2. Project Document

updates

• Expert Judgment

• Meetings

• Analytical techniques

The engagement level of the stakeholders can be classified as

follows:

Unaware.

Resistant.

Neutral.

Supportive.

Leading.

398

T&T

Manage Stakeholder Engagement

399

Inputs T&T Outputs

1. Project Mgmt Plan

2. Communication Mgmt Plan.

3. Change Log.

4. OPA

1. Communication

methods

2. Interpersonal skills

3. Management skills

1. Issue Log

2. Change Request

3. Project Mgmt Plan

updates.

4. Project documents

updates.

5. OPA Updates

T&T

• Communication Methods

• Interpersonal Skills

• Management Skills

400

Control Stakeholder Engagement

401

Inputs T&T Outputs

1. Project Mgmt Plan

2. Work performance data

3. Change Log.

4. Project documents

1. Information Management sys.

2. Expert Judgement

3. Meetings

1. Work performance info.

2. Change Request

3. Project Mgmt Plan

updates.

4. Project documents

updates.

5. OPA Updates

40

2

End