PMP Preparation Course

Sherif El-wishahy, PMP

Course Objectives

After completing this course, you should be able to:

Help you to prepare for the PMP® Certification Exam

Make the most of limited study time for taking the PMP®

Become familiar with the exam format and question types

Develop a personal study plan

Identify personal areas of competency and weakness

Reinforce knowledge of the ten Project Management

Knowledge Areas, and the five Project Management

Process Groups.

Arch. Sherif Elwishahy, PMP

Project Management

Institute

The Project Management Institute (PMI)

was founded in 1969 and started offering

the PMP certification exam in 1984.

The PMI certification program has attained the (ISO) 9001.

PMI provides certification such as: Project Management Professional (PMP)

Certified Associate Project Manager (CAPM)

Program Management Professional (PgMP)

PMI Scheduling Professional (PMI – SP)

PMI Risk Management Professional (PMI – RMP)

It demonstrates proof of

professional achievement.

It increases your marketability.

It provides greater opportunity

for advancement in your field.

It raises customer confidence

in you and in your company’s

services.

About the Exam

4 hours to write the exam

Multiple Choice format

Provides option to mark answers for later review

175 / 200 questions are actually marked – 25 are dummy

questions

You will not know which 25 are not marked – therefore

answer all carefully

108/175 correct to pass at 61%

You will be notified if you pass or fail immediately after

completing the exam

You will not be given your actual mark

3 attempts per year – but you will pass this !!

Project Management

Introduction

Project Definition

A project is :

“A temporary endeavor undertaken to create a

unique product, service, or result”

Temporary: Projects have a definite

beginning and end.

Projects are unique: first time not repetitive.

Progressively: proceeding in steps

Elaborated: worked with care and detail

Project Definition

Projects end when their objectives have been reached or the project has been terminated.

Scope of project should remain constant even as characteristics are “progressively elaborated”.

Project Definition

Examples of projects

Developing a new product, service, or result.

Effecting a change in the structure, processes, staffing, or style of an organization.

Developing or acquiring a new or modified information system (hardware or software).

Conducting a research effort

Constructing a building, or infrastructure.

Implementing, improving, or enhancing existing business processes and procedures.

Project Management

The application of knowledge, skills, tools

and techniques to project activities in

order to meet the project requirements,

through the appropriate application and

integration of the 47 logically grouped

project management processes, which are

categorized into five Process Groups.

Initiating, Planning, Executing, Monitoring

and Controlling, and Closing.

Is the person assigned by the performing organization to achieve the project objectives.

Characteristics of the Project Manager: knowledge: what the P.M. knows about

project management. Performance: what is the P.M. able to do. Personal: how the P.M. behaves.

The Project Manager

Project Manager’s

Areas of Expertise

Project Constraints

Quality / Scope

Defines the specifications ofthe work of the project.

Cost / Resources

Requires constant monitoring, immediate corrective action Schedule / Time

Most likely to change

Program managementA group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.Ex. a new communications satellite

system.

Program Management

Portfolio managementA collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

Ex. an infrastructure firm makes a portfolio that

Includes a mix of projects in oil and gas, power.

Portfolio Management

Projects and

Strategic Planning

Projects are authorized

as a result of:

A market demand

A business need

A customer request

A technological

advance

A legal requirement

Is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projectsunder its domain.

The primary function of a PMO:

Managing shared resources across all projects.

Coaching, mentoring, and training for PM.

Monitoring compliance with project management standards.

Developing and managing project standards.

Coordinating communication across projects.

Project management office(PMO)

Projects and

Operational Work

Planned, executed & Controlled series of tasks and activities Constrained by limited resources to produce an output/product.

operation Projects

Ongoing and repetitive Temporary

Similar outputs Unique output

Permanent resources Resources temporary

upon-need basis

Organizational Influences

& Project Life Cycle

Organizational Influences on

Project Management

Organizational Cultures and Styles

Cultures and styles are group phenomena known as cultural norms, which develop over time.

Organizational culture is shaped by the common experiences of members of the organization.

Organizations develop unique cultures over time by practice and common usage.

The organization’s culture is an enterprise environmental factor.

Organizational Communications

Project management success is highly dependent on an effective organizational communication style.

Project managers in distant locations are able to communicate with all relevant stakeholders to facilitate decision making.

Project Management

Organizational Structure

PMI Defines 5 types of Organizational Structure:

Functional Organizations.

Projectized Organizations.

Weak Matrix Organizations.

Balanced Matrix Organizations.

Strong Matrix Organizations.

Project Management

Functional Organization

Functional

Manager

Functional

Manager

Functional

Manager

Functional

Manager

Project coordination

Projectized Organization

Project Manager

C.E.OProject

coordination

Weak Matrix Organization

Functional

Manager

Functional

Manager

Functional

Manager

Functional

Manager

Project

coordination Arch. Sherif Elwishahy, PMP

Balanced Matrix Organization

Functional

Manager

Project manager

Functional

Manager

Functional

Manager

Functional

Manager

Project

Strong Matrix Organization

Functional

Manager

Functional

Manager

Functional

Manager

Manager of Project

Managers

Project manager

Project

Organizational Structure

DedicatedDedicatedMostly

DedicatedNot

Dedicated

Project

Program

or Project

Manager

Project or

Program

Manager

Project

Manager

Lead /

Coordinator /

Expeditor

Project

Lead /

CoordinatorPM’s Title

PMPMBalancedFunctional

Functional

Budget

Control

AvailableMostly

Available

None / few

Available

Resource

Availability

CompleteStrongBalanced

w/ Funct.

WeakLittle or

Authority

ProjectizedStrong

Matrix

Balanced

Matrix

MatrixFunctional

Organization

Structure

Project

Characteristics

Organizational Process Assets

اصول عمليات المنظمة

Include any or all process related assets, from

any or all of the organizations involved in the project.

Components may include:

1.Processes and Procedures

Organizational standard processes

Templates

Organization communication requirements

Project closure guidelines

Financial Control procedures

Change Control proceduresArch. Sherif Elwishahy, PMP

Organizational Process Assets

اصول عمليات المنظمة

2.Corporate Knowledge Base

Projects files.

Historical Information.

Issues & defect management databases.

Financial databases

Enterprise Environmental Factors

العوامل البيئية للهيئة

Refer to both internal and external environmental factors

that surround and influence a project’s success.

Organizational culture, structure, and processes.

Government or industry standards.

Infrastructure.

Existing human resources.

Company work authorization systems.

Marketplace conditions.

Political climate.

Organization’s established communications channels.

Project management information systems (PMIS)Arch. Sherif Elwishahy, PMP

A stakeholder is someone whose interests may be positively or negatively impacted by the project.

Project stakeholders

أصــحـــاب المصــلحــة

Project Governance

Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle.

Project governance involves stakeholders as well as documented policies, procedures, and standards; responsibilities; and authorities.

Elements of project governance framework :

Project success and deliverable acceptance criteria.

Process to identify, escalate, and resolve issues.

Relationship among the project team, and external stakeholders.

Project organization chart that define project roles.

Processes and procedures for communication.

Project decision-making processes.

Project Governance

Project Team

Project management staff.

Project staff.

Supporting experts.

User or Customer Representatives.

Business partner.

Business partners members.

Composition of Project Teams

It varies based on factors such as organizational culture, scope, and location.

The relationship between the project manager and the team varies depending on the authority of the project manager.

Project Team

Examples of basic project team compositions:

Dedicated: all or a majority of the project team

members are assigned to work full-

time on the project.

Part-Time: Some projects are established as temporary

additional work, with part-time team

members may also be assigned to more than

one project at a time

Project Team

Initiating

Planning

Executing Monitoring and

controlling

Closing

Initiating Planning

Executing Monitoring

and controlling

Closing

Initiating Planning

Executing Monitoring

and controlling

Closing

Project Life Cycle

A project life cycle is the series of phases that a project passes through from its initiation to its closure, the phases are generally sequential and sometimes overlapping.

Characteristics of the

Project Life Cycle

Characteristics of the

Project Life Cycle

A project phase is a collection of logically related

project activities that lead to the completion of one or

more deliverables.

A project may be divided into any number of phases.

All phases have similar characteristics:

The work has a distinct focus that differs from any other phase.

Achieving the objective of the phase requires controls or processes unique to the phase or its activities.

The closure of a phase ends with the transfer or hand-off of the work produced as the phase deliverable.

Project Phases

Phase-to-Phase Relationships

Predictive Life Cycles

Also known as Fully Plan-Driven:

are ones in which the project scope, and the time and

cost required to deliver that scope, are determined as

early in the project life cycle as practically possible.

Iterative and Incremental

Life Cycles Are ones in which project phases (also called

iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.

Iterations develop the product through a series of

repeated cycles, while increments successively add

to the functionality of the product.

These life cycles develop the product both iteratively

and incrementally.

Adaptive Life Cycles

Also known as change-driven or agile methods:

are intended to respond to high levels of change and ongoing stakeholder involvement.

Difference between Adaptive methods and iterative:

Iterations are very rapid usually with a duration of

2 to 4 weeks.

Fixed in time and cost.

Project Management

Processes

Project Management

Process Groups

Project

Management

Integration

Management

Cost Management

Communications

Management

Management Human Resource

Management

Procurement

Management

Quality

Management

Risk ManagementStakeholder

Management

Time Management

Project Management

Process Groups

Project

Process

Groups Interaction

Project Management

Process Groups

Initiating process group

performed to define a new project or a new phase of an existing project.

Planning process group

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

Executing process group

performed to complete the work defined in the project management plan to satisfy the project specifications.

Monitoring and Controlling process group

the processes required to track, review, and regulate the progress and performance of the project.

Closing process group

performed to formally complete the project, phase, or contractual obligations.

Project Management

Process Groups

Initiation Process

As you engage potential team members and stakeholders, project initiation activities establish the scope, goals and preliminary plan.

Key Activities

Scope Definition

Confirm sponsorship and funding

Confirm initial clarification of requirements

Determine Project Stakeholders and their roles

Draft high level plan for inputs and resources

Sponsor /customer

Project Statement

of Work

Company culture

and existing systems

Processes, procedures,

and historical

information

Project manager

assists the sponsor with the charter if necessary

Sponsor issues the

charter

Project manager

develops the preliminary

project scope statement and

the project management

The Project management plan is

bought into, approved, realistic, and formal

Initiation Process

The planning processes develop the project

management plan and project documents.

As more information is known about the project

additional planning may be required.

The progressive detailing of the project management

plan is called ( rolling wave planning)

The project management plan defines how the

project is executed, monitored, controlled,

and closed. Arch. Sherif Elwishahy, PMP

Project plan execution involves managing and performing the work described in the project plan.

The majority of time and money is usually spent on execution.

The application area of the project directly affects project execution.

The outcomes of the project are realized during and after the execution stage.

Track and review actual project accomplishments and results to project plans.

Help team and management take corrective action early when project performance varies significantly from original plans.

Tracks all major project variables

Quality of Deliverables

Administrative Closure : generating necessary information

to formally recognize Phase or project completion.

Contract Close-out : completion and delivery of project

deliverables and resolving open issues such as:

Procurement Audits

Product Verification

Formal Acceptance

Lessons Learned

Update Records

Archive Records

Release TeamArch. Sherif Elwishahy, PMP

Project Information

Work performance data:

The raw observations and measurements

identified during activities performed

Work performance information:

The performance data collected from various

controlling processes,

Work performance reports:

The physical or electronic representation of

work performance information

Project Information

Which of the following is NOT a characteristic

of a project?

A. Constrained by limited resources

B. Planned, executed, and controlled

C. Creates a unique product or service

D. Ongoing and repetitive

Question No : 1

In your organization, all big technical projects go

through Initiate, Analyze, Design, Implement, Test,

and Closeout. In this context, a project life cycle:

A. Defines the product life cycle

B. Defines the project phases

C. Contains several product life cycles

D. Has deliverables that must be completed before

work starts on the next phase

Question No : 2

You have been managing a project to construct a flyover

on Interstate 10. You have divided the project into phases

to provide better management control. Which of the

following is a characteristic of a project phase?

A. Formal phase completion necessarily includes

authorization for the subsequent phase.

B. A project phase can be closed with a decision not to

initiate the subsequent phase.

C. A project phase should not be divided into sub-phases

even in complex projects, because it will be difficult to

manage.

D. All deliverables in the project phase should

correspond to the project management process.

Question No : 3

Which of the following is not a Project

Management Knowledge Area?

A. Project Integration Management

B. Project Procurement Management

C. Project Configuration Management

D. Project Communications Management

Question No : 4

You are responsible for managing a project in

your company but you have least authority and

have to constantly report to a functional

manager. To which organizational structure

does your company belong?

A. Matrix

B. Functional

C. Projectized

D. Balanced

Question No : 5

Which of the following processes occurs in

the Planning Process Group?

A. Identify Risks

B. Manage Stakeholders Expectations

C. Acquire Project Team

D. Identify Stakeholders

Question No : 6

In which Process Group will work defined be completed and all the specifications of your project be satisfied?

A. Planning Process Group

B. Executing Process Group

C. Monitoring and Controlling Process Group

D. Closing Process Group

Question No : 7

The project charter is created in which Process Group ?

A. Executing

B. Planning

C. Closing

D. Initiating

Question No : 8

The person who should be in control of the project during the planning is the :

A. Project manager

B. Team member

C. Functional manager

D. Sponsor

Question No : 9

Which of the following is a characteristic of project management processes ?

A. Iterative

B. Unique

C. Unnecessary

D. Standardized

Question No : 10

Project Integration

Management

Its best described as putting all other management processes of the project into

a cohesive whole.

Integration … is What?

Project IntegrationManagement

Includes the processes and activities needed to combine, unify, and coordinate the various processes and project management activities.

Choosing where to concentrate resources and effort at any given moment.

The integration effort also involves making trade-offs among competing objectives and alternatives.

Is the glue that connects all the knowledge areas.

Planning

Executing

4. Integration Management

Monitoring

4.6Closing

Initiating

4.1 Develop Project Charter

Developing a document that formally authorizes a project or a phase.

Documenting initial requirements that satisfy thestakeholders’ needs and expectations.

Is recommended that the project manager participatein the development of the project charter

It provides the project manager with the authority to apply resources to project activities..

1. Project Statement of work Is a narrative description of products or services to be delivered by the project.The SOW references: Business need Product scope description Strategic plan2 .Business Case Provides the necessary information from a business

standpoint to determine whether or not the projectis worth the required investment.

Market demand, Organizational need, Customer request, Technological advance, Legal requirement.

4.1.1 Develop Project Charter: Inputs

Economic Project Selection

Techniques

3. Agreement

Is an input if the project is being done for an external customer.

4. Enterprise environmental Factors

Governmental or industry standards

Organization infrastructure

Marketplace conditions

5. Organizational Process assets

Organizational standard processes, policies.

Templates (e.g., project charter template).

Historical information and lessons learned database.

4.1.1 Develop Project Charter: Inputs

1. Expert judgment

Expertise is provided by any group or individual with specialized knowledge or training.

2. Facilitation Techniques

Brainstorming, conflict resolution, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities.

4.1.2 Develop Project Charter: tools and techniques

1. Project Charter

Documents the business needs, current understanding of

the customer’s needs, and the new product, or service:

Project purpose or justification

Measurable project objectives.

High-level requirements, and project description.

High-level risks.

Summary milestone, schedule, and budget.

Project approval requirements

Assigned project manager, responsibility, and authority,

Name and authority of the sponsor or other person(s)

authorizing the project charter.

4.1.3 Develop Project Charter:

outputs

4.2 Develop Project

Management Plan

Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

1. Project Charter

2. Outputs from Planning Processes

Outputs of the planning processes described in Chapters 5 through 12 are integrated to create the project management plan.

Any baselines and subsidiary management plans that are an output from other planning processes are inputs to this process.

Updates to these documents can necessitate updates to the project management plan.

4.2.1 Develop Project

management Plan: Inputs

1. Expert Judgment

Expert judgment is utilized to:

Tailor the process to meet the project needs,

Develop technical and management details.

Determine resources and skill levels needed to perform project work.

Determine which project documents will be subject to the formal change control process.

2. Facilitation Techniques

1. Project management Plan

Integrates all of the subsidiary management plans and baselines.

Schedule baseline.

Cost performance baseline.

Scope baseline.

The life cycle selected for the project and the processes that will be applied to each phase.

How work will be executed to accomplish the project objectives.

A change management plan that documents how changes will be monitored and controlled.

4.3Direct and manage

Project Work

Direct and Manage Project Execution is the process of performing

the work defined in the project management plan to achieve the project’s objectives.

1. Project management Plan

2. approved Change Requests

Approved change requests are the documented, authorized

changes to expand or reduce:

project scope.

The project management plan

Procedures

Budgets

Schedules.

Implementation of preventive or corrective actions.

4.3.1 Direct and manage Project

Execution: Inputs

1. Expert Judgment:

2. Project Management Information System [PMIS]: Is used for communication and information distribution on

the project. Not necessary a high tech system

3. Meetings

1. Deliverables

An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.

2. work Performance Data:

Information from project activities is routinely collected as the project progresses. Include but not limited to:

Deliverable status.

Schedule progress.

Costs incurred.

3. Change Requests

Can be direct or indirect, externally or internally initiated, and can be optional or mandated. and can include:

Corrective action.

Preventive action.

Defect repair.

updates.

4. Project management Plan updates

5. Project Document updates

4.4Monitor and Control

Project Work

Is the process of:

Tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.

It can include:

Collecting performance information

Measuring performance information

Interpreting performance information

4.4 monitor and Control

Project work

4.4 monitor and Control

Project work

1. Change Requests

Corrective action.

Preventive action.

Defect repair.

2. Work Performance Reports

4. Project Document updatesArch. Sherif Elwishahy, PMP

Configuration: التهيئة

Functional and physical characteristics of a deliverable (product) as defined in technical documents and achieved in the product.

Configuration item: عناصر التهيئة

A part that has a set of function and is designated for configuration management.

Configuration management system: نظام ادارة التهيئة

Provides a standardized way to centrally manage approved changes and baselines within a project.

Configuration management system

نظام ادارة التهيئة

Configuration identification: تحديد التهيئة

Breaking down the project into configuration items, and creating a unique numbering system for each item, and establishing configuration baselines.

Configuration status accounting: تفسير حالة التهيئة

Provides a complete record of what happened to the configuration to date.

Configuration verification and audit: مراجعة وتدقيق التهيئة

Ensures that project’s configuration items is correct and

that corresponding changes are registered, assessed,

approved, tracked, and correctly implemented.

Configuration management system

نظام ادارة التهيئة

4.5Perform Integrated

Change Control

Is the process of:

Reviewing all change requests.

Approving changes.

Managing changes to the deliverables, project documents, and the project management plan.

The Change Control Board [CCB] can evaluate changes as part of the change control procedures.

4.5 Perform Integrated Change

Control

1. Expert Judgment.

2. Meetings

3. Change Control Tools:

Manual or automated tools may be used.

Based on the needs of the project stakeholders.

Used to manage the change requests and the resulting decisions.

1. Approved Change Requests .

2. Change Log.

4. Project Document updates

4.6Close Project or

Is the process of:

Performing the work defined in the project management plan to achieve the project’s objectives.

It is important to remember that when a project

stops (regardless or reason), the project must be

closed.

4.6 Close Project or

1. Expert judgment

These experts ensure the project or phase closure

is performed to the appropriate standards.

1. Final Product, Service, or Result transition

This output refers to the transition of the final product,

service, or result that the project was authorized to produce.

2. organizational Process assets updates

Project files.

Project or phase closure documents

Historical information.

In a recent job interview, you are asked to define

the most important characteristic of a project

manager. Which of the following will be the best

answer?

A. Subject matter expert

B. Integrator

C. Creative person

D. Risk minimizer

Question No : 1

Your project is nearing completion, when the

customer requests you to include an additional

feature in the project`s final product.

The BEST course of action is to:

A. Include the feature, as it will improve customer

satisfaction

B. Include the feature -- otherwise the product will not

be accepted by the customer

C. Talk with the customer and explain that the new

feature does not make business sense

D. Take the requirement through the change control

process

Question No : 2

In your project, you are in the process of

performing the work as defined in the project

management plan to achieve the project`s

objectives. This is done during:

A. Direct and Manage Project Execution

B. Develop Project Management Plan

C. Monitor and Control Project Work

D. Create Deliverables

Question No : 3

Project integration management includes the

processes and activities needed to identify, define,

combine, unify, and coordinate the various processes

and project management activities. For successful

project integration management, you definitely

need(select the best answer):

A. A strong matrix organizational structure in your

company

B. A good communication management plan

C. Good project selection techniques

D. Positive stakeholders who support the project

Question No : 4

A change in your project schedule has resulted in

increased cost and risk. It has also impacted your

resource plan. To coordinate changes across the

entire project, you will need to rely on which of the

following:

A. Change control system

B. Perform Integrated Change Control

C. Change requests

D. Changes to project plan baselines

Question No : 5

Project Scope

Management

What is the meaning of the word

“Scope”?

An area in which something acts or operates or has power or control.

Define Scope

Project Scope Management

Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project preventing extra work or gold plating.

You should give the customer what exactly they asked for, no more and no less.

Giving any extras is a waste of time and adds no benefit to the project.

The term “Scope” can be applied to:

Product scope: Features and functions that characterize a product, service or result.

Project scope: Work that must be performed to deliver a product, service, or result with the Specified features and functions.

Completion of project scope is measured against the project management plan, the project scope statement, and the associated WBS.

Completion of the product scope is measured against the product requirements

Project Scope Management

5.1Plan Scope Management

Is the process of:

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

5.1 Plan Scope Management

1. Project Management Plan

2. Project Charter

It provides the high-level

project description, and

characteristics from the

project statement of

5.1.1 Plan Scope Management:

Inputs

3.Enterprise Environmental Factors

include, but are not limited to:

Organization’s culture, Infrastructure, Personnel administration, and Marketplace conditions.

4.Organizational Process Assets

include, but are not limited to:

Policies and procedures, and Historical information.

Inputs

1.Expert Judgment

Refers to input received from knowledgeable and experienced parties.

Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans.

2.Meetings

Project teams may attend project meetings to develop the scope management plan.

Tools & Techniques

1. Scope Management Plan

Describes how the scope will be defined, developed, monitored, controlled, and verified.

The components of a scope management plan include:

Process for preparing a project scope statement.

Process that enables the creation of the WBS.

Process that establishes how the WBS will be maintained and approved.

Process that specifies how formal acceptance of the completed project deliverables will be obtained.

Process to control how requests for changes to the detailed project scope statement will be processed.

Outputs

2. Requirements Management Plan

Describes how requirements will be analyzed, documented,

and managed.

Components of the requirements management include:

How requirements activities will be planned, and reported.

How changes to the product will be initiated.

How impacts will be analyzed, traced, and reported.

Requirements prioritization process.

Product metrics that will be used and the rationale.

Traceability structure to reflect which requirement attributes will be captured on the traceability matrix.

Outputs

5.2Collect Requirements

Is the process of:

Defining and documenting, and managing stakeholders’

needs, and requirements to meet the project objectives.

Requirements include:

Quantified and documented needs.

Expectations of the sponsor.

Expectations of the customer.

Expectations of other stakeholders.

Product Requirements: The Features and functions that characterize a product, service or result.

Project Requirements: The work that needs be accomplished to deliver a product, service or result.

5.2 Collect Requirements

2. Requirements Management Plan

3.Stakeholder Management Plan

Is used to understand stakeholder the level of stakeholder engagement in order to assess and adapt to the level of participation in requirements activities.

4. Project Charter

Is used to provide the high-level description of the product, service, or result of the project.

5.Stakeholder Register

Is used to identify stakeholders who can provide

information on the requirements. Arch. Sherif Elwishahy, PMP

1. Interviews:

Is a formal or informal approach to discover information from stakeholders by talking to them directly.

Interviewing experienced project participants, stakeholders, and subject matter experts can aid in identifying and defining the features and functions of the desired project deliverables.

2. Focus Groups:

Bring together prequalified stakeholders and subject matter experts to learn about their expectations

and attitudes about the proposed product,

service or result.

3. Facilitated Workshops:

Are focused sessions that bring key cross-functional stakeholders together to define product requirements.

For example:

In S/W development Industry, (JAD) Joint Application Development –or Design.

In Manufacturing Industry, (QFD) Quality Function Development.

Sometimes Known as (VOC) Voice Of the Customer.

4. group Creativity Techniques

Brainstorming.

Nominal group technique.

Idea/mind mapping.

Affinity diagram.

Multi-criteria decision analysis.

5. Group Decision Making Techniques:

Is an assessment process of multiple alternatives with

an expected outcome in the form of future actions

resolution.

For example:

Unanimity.

Majority.

Plurality.

Dictatorship.

6. Questionnaires and Surveys:

Written sets of questions designed to quickly accumulate information from wide number of respondents.

Requires Statistical analysis.

7. Observation:

Provide a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes.

Sometimes called “Job Shadowing”.

Used to uncover hidden requirements.

8. Prototypes:

Obtaining early feedback on requirements by providing a work model of the expected product before actually building it.

9.Benchmarking

Involves comparing actual or planned practices, to those of comparable organizations to provide a basis for measuring performance.

The organizations compared during benchmarking can be internal or external.

10. Context Diagrams

Is an example of a scope model which visually depict the product scope.

It shows inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.

11. Document Analysis

Is used to find requirements by analyzing existing documentation and identifying information relevant to the requirements.

Examples of documents that may be analyzed:

Business plans,

Requests for proposal,

Current process flows

Requirements documentation,

Problem/issue logs,

Policies, procedures, and regulatory documentation such as laws.

1. Requirements Documentation:

Describes how individual requirements meet the business need for

the project.

Components may include:

Business need or opportunity to be seized.

Functional requirements.

Quality requirements.

Requirements assumptions and constraints

Acceptance criteria.

Support and training required.

2. Requirements Traceability Matrix:

Is a table that links requirements to their origin and traces

them throughout the project life cycle.

Processes may include:

Requirements to business needs.

Requirements to project objectives.

Requirements to project scope.

Requirements to product design.

Define Scope

Is the process of:

Developing a detailed description of the project and product.

We need to define the following:

What the project consists of?

What is involved to create the project?

What it is expected to do when complete.

It emphasis is on creating a written Scope Statement to be used in future project decision making.

5.3 Define Scope

5.3.1 Define Scope :

Inputs

2.Project Charter

3 . Requirements Documentation

4 . Organizational Process Assets

Tools & Techniques

1. Expert Judgment:

2. Product Analysis:

Involves translating the project goals into realistic deliverables.

Techniques to develop a better understanding of the product.

Tools & Techniques

3. Alternative Generation:

Involves looking at different techniques to achieve the goals of the project.

This can include brainstorming, pair wise comparisons, and lateral thinking.

4. Facilitated Workshops.

Outputs

1. Project Scope Statement

Detailed description of the project deliverables, and the work required to create those deliverables.

May include:Project Deliverables. Project assumptions. Project Constraints. Project Exclusions. Product acceptance criteria. Product Scope Description.

2.Project Document Updates.

Create WBS

Is the process of:

Subdividing project deliverables and project work into smaller, more manageable components.

The pieces are ultimately rolled into the Work Breakdown Structure (WBS).

The lowest level of the WBS is the work package.

5.4 Create WBS

Is a deliverable or project work component at the lowest level of each branch of the work breakdown structure .

Level at which the cost and schedule for the work can be reliably estimated, monitored, and controlled.

Approximated time expected for work package is 80 hours.

Work Package

5.4 Create WBS

Provides a structure for planning the projectProvides a basis for assigning work to groups and

individualsProvides a basis for preparing estimates, calculating

costs, and measuring the progress of workClarifies roles and responsibilities of personnelDefines the project scope and thus provides a

mechanism for assessing the impact of proposed changes

Provides data for projecting costs and activities needed on future, similar projects

Benefits of using WBS

1.0 Concept

1.1 Evaluate current systems

1.2 Define Requirements

1.2.1 Define user requirements

1.2.2 Define content requirements

1.2.3 Define system requirements

1.2.4 Define server owner

requirements

1.3 Define specific functionality

1.4 Define risks and risk management approach

1.5 Develop project plan

1.6 Brief web development team

2.0 Web Site Design

3.0 Web Site Development

4.0 Roll Out

5.0 Support

5.4 Create WBS

5.4.1 Create WBS:

Inputs

2 . Project scope statement

3 . Requirements documentation

5 . Organizational process assets

5.4.2 Create WBS:

Tools & Techniques

1. Decomposition:Subdividing of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level.Generally involves five steps:1.Identify the deliverables and related work.2.Structure and organize the WBS.3.Decompose the upper WBS levels into lower detailed

components.4.Develop and assign identification codes to the WBS.5.Verify that the degree of decomposition is necessary and

sufficient.

2. Expert JudgmentArch. Sherif Elwishahy, PMP

5.4.3 Create WBS:

Outputs

1. Scope Baseline:- Project scope statement- WBS- WBS DictionaryA document that describes each component in the WBS

For each WBS component, the WBS dictionary includes a:

Code of account identifier

Statement of work

Responsible organization

List of schedule milestones

2. Project Document UpdatesArch. Sherif Elwishahy, PMP

Validate Scope

Is the process of:

Formalizing acceptance of the completed project deliverables.

Reviewing deliverables with the customer or sponsor.

The main goal of Scope Verification is to secure signoff of the project scope and obtain Formal Acceptance.

If the project is terminated early, the scope verification process should establish and document the level and extent of completion.

5.5 Validate Scope

2. Requirements Documentation

3.Requirements Traceability Matrix

4. Verified Deliverables

Validated deliverables have been completed and checked for correctness by the Perform Quality Control process.

5. Work Performance Data

5.5.1 Validate Scope:

Inputs

5.5.2 Validate Scope :

Tools & Techniques

1. Inspection:

Is used to validate that the correct work has been done.

Includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements.

Purpose is to specifically identify deficiencies, gaps and errors against the project documentation.

2. Group Decision Making Techniques

1. Accepted Deliverables

Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor.

2 .Change Requests

3. Work Performance Information

4. Project Document Updates

5.5.3 Validate Scope :

Outputs

Control Scope

Is the process of:

Monitoring the status of the project and product scope.

Managing changes to the Scope Baseline.

Assure that all requested changes and recommended corrective actions are processed through the Integrated Change Control process.

Manage the actual changes when they occur.

Uncontrolled changes are referred to as

project Scope Creep.

Change Control Board (CCB) is responsible for

approving or rejecting change request.

5.6 Control Scope

1.Project Management Plan.

2. Requirements Documentation

3. Requirements Traceability Matrix

4. Work Performance Data:

Information about progress such as which deliverables have started, their progress and which deliverables have finished.

5. Organizational Process Assets

5.6.1 Control Scope:

Inputs

1. Variance Analysis:

Determining the cause of variance relative to the scope baseline and deciding whether corrective action is required.

Method for resolving the total variance in the set of scope, cost, and schedule variables.

Tools & Techniques

Measurements can include planned vs. actual technical performance or other scope performance

measurements. This information is documented and communicated to stakeholders.

2. Change Requests

Change requests can include preventive or corrective actions or defect repairs.

Outputs

3. Project Management Plan Updates

Scope Baseline Updates.

Other Baseline Updates.

5. Organizational Process Assets Updates

Causes of variances, Corrective action chosen and the reasons.

Outputs

You are probably going to be the project

manager for the HGD Project and will

need as many inputs to the initiation

phase as possible. Of the following,

which is the best source of information

for your project?

A. Business plans

B. Historical information

C. WBS

D. The project charter

Question No : 1

You are the project manager for the NBG

Project. This project must be completed within

six months. This is an example of which of the

following?

A. Schedule

B. Assumption

C. Constraint

D. Planning process

Question No : 2

Of the following, which does the scope

statement not provide?

A. Project justification

B. Project product

C. Project manager authority

D. Project objective

Question No : 3

You are a project manager for a large manufacturer.

Your current project is to create a new manufacturing

assembly line that will allow your organization to create its

products with less downtime and faster turnaround time

for its clients. Which of the following is an example of

value-added change in this project?

A. Adding more team members to the project to get the

project work done faster.

B. Outsourcing portions of the project execution to transfer

C. Adding a recently created computer program to control

and monitor the manufacturing assembly.

D. Documenting the project and how the manufacturing

assembly should work.

Question No : 4

You are the project manager of the WIFI Project. You

would like to meet with a stakeholder for scope

verification. Which of the following is typical of scope

verification?

A. Reviewing changes to the project scope with the

stakeholders

B. Reviewing the performance of the project deliverables

C. Reviewing the performance of the project team to date

D. Reviewing the EVM results of the project to date

Question No : 5

Project Time

Management

Project Time Management includes the

processes required to manage timely completion

of the project.

The Project time management processes and

their associated tools and techniques are

documented in the schedule management plan.

6. Time Management

Sequence

Activities

Estimate Activity

Duration

Define

Activities

Develop

Schedule

Planning Controlling

Control

Schedule

Estimate Activity

Resources

6. Time Management

Plan Schedule

Management

6.1 Plan ScheduleManagement

Is the process of

Establishing the policies, procedures, and

documentation for planning, developing, managing,

executing, and controlling the project schedule.

The key benefit of this process is that it provides

guidance and direction on how the project schedule

will be managed throughout the project.

6.1 Plan ScheduleManagement

6.1 Plan Schedule Management

2. Project Charter

4.Organizational Process Assets

Inputs

1. Expert Judgment

2. Analytical Techniques

The process may involve choosing strategic options

to estimate and schedule the project such as:

Scheduling methodology,

Scheduling tools and techniques,

Estimating approaches,

Formats, and project management software.

6.1.2 Plan Schedule Management:Tools & Techniques

3. Meetings

Project teams may hold planning meetings to develop the schedule management plan.

6.1.2 Plan Schedule Management:Tools & Techniques

1. Schedule Management Plan

A component of the project management plan.

Level of accuracy

Units of measure

Project schedule model maintenance

Control thresholds

Reporting formats

Process descriptions

Outputs

6.2 Define Activities

Is the process of

Identifying the specific actions to be performed

to produce the project deliverables and objectives.

Identifying and documenting the work that is

planned to be performed.

The Activity Definition process will identify the

deliverables at the lowest level (Work Package).

Work packages are decomposed into smaller components called Schedule Activities

2. Scope Baseline

3. Enterprise Environmental Factors

4. Organization Process Assets

6.2.1 Define Activities: Inputs

1. Decomposition:

Subdividing the project work packages into smaller, more manageable components called schedule activities.

The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently,

Is often performed by the project team members responsible for the work package.

6.2.2 Define Activities:Tools & Techniques

2. Rolling Wave Planning:

Is a form of progressive elaboration planning.

The work to be accomplished in the near term is planned

in detail at a low level of the WBS.

Work far in the future is planned for WBS components

that are at a relatively high level.

Schedule activities can exist at various levels of detail in

the project’s life cycle.

3. Expert Judgment:

Project team members or other experts can provide expertise in defining activities.

6.2.2 Define Activities:Tools & Techniques

6.2.3 Define Activities: Outputs

1. Activity List

The activity list is a comprehensive list including all schedule activities required on the project.

Includes the activity identifier

Scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.

2. Activity Attributes:

Extend the description by identifying multiple components associated with each activity.

May include most of the following:

WBS ID.

Activity Name.

Activity Code.

Activity Description.

Predecessor, and Successor Activities.

Logical Relationship.

Constraints.

3. Milestone List

A milestone is a significant point or event in the project.

A milestone list identifies all milestones

Indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information.

6.3 Sequence Activities

Is the process of:Identifying and documenting relationships among

the project activities.Logically sequenced with proper precedence

relationships.Involves leads and lags to support later

development of a realistic and achievable project schedule.

Sequencing can be performed by using project management software or by using manual techniques.

2. Activity List.

3. Activity Attributes.

4. Milestone List.

5. Project Scope Statement.

7. Organization Process Assets.

6.3.1 Sequence Activities: Inputs

1. Precedence Diagramming method (PDM)

6.3.2 Sequence Activities:Tools & Techniques

PDM includes four types of dependencies or logical relationships:

2. Dependency Determination:Mandatory dependencies:Inherent in the nature of the work; (Hard logic).Discretionary dependencies:Defined by the project team (Soft logic).External dependencies:Involve relationships between project and non-project activities.Internal dependencies. A precedence relationship between project activities

and are generally inside the project team’s control.

3.Applying Leads and Lags:

Lead: Is an accelerant of an activity.

Lag: Is a delay between activities.

6.3.3 Sequence Activities: Outputs

SS +10

FS +15

1. Project Schedule network Diagrams

2. Project Document Updates.Arch. Sherif Elwishahy, PMP

6.4 Estimate Activity

Resources

Is the process of:

Estimating the type and quantities of material,

people, equipment, or support required to

perform each activity.

6.4 Estimate Activity Resources

2. Activity List.

4. Resource Calendars.

5. Risk Register

7. Organization Process Asset

6.4.1 Estimate Activity Resources:Inputs

1. Expert Judgment

2. Alternative Analysis:

They include using various levels of resource

capability or skills.

Different size or type of machines.

Different tools (hand versus automated).

Make-or-buy decisions.

6.4.2 Estimate Activity Resources:Tools & Techniques

3.Published Estimating Data:Several companies routinely publish updated production

rates and unit costs.Very common practice in Construction field (Materials &

Labor).

4. Bottom-Up Estimating:When a schedule activity cannot be estimated with a

reasonable degree of confidence, the work within the schedule activity is decomposed into more detail.

The team and project manager create an estimate from the activity level and roll the estimates up to create a total project estimate.

5. Project Management Software:

6.4.2 Estimate Activity Resources:Tools & Techniques

1. Activity Resource Requirements

The process identifies the types and quantities of resources required for each activity in a work package.

The amount of detail and the level of specificity can vary by application area.

Can include the basis of estimate, and the assumptions that were made in determining resources.

2.Resource Breakdown Structure

6.4.3 Estimate Activity Resources:Outputs

6.5 Estimate Activity

Duration

Is the process of:

Approximating the number of work periods needed to complete individual activities with estimated resources.

The key is to estimate the number of work days (or hours) to complete each activity.

Estimation then rolls up to create summary (high level) estimates.

6.5 Estimate Activity Duration

6.5.1 Estimate Activity Duration: Inputs

1. Schedule Management Plan.

2. Activity List.

4. Activity Resource Requirements.

7. Risk Register

8.Resource Breakdown Structure

1. Expert Judgment:

2. Analogous Estimating

Uses parameters such as duration, budget, size, weight,

and complexity, from a previous, similar project, as the

basis for estimating for a future project.

Used when there is limited amount of detailed information

Analogous estimating uses historical information and

expert judgment.

Is generally less costly and time consuming than

other techniques.

6.5.2 Estimate Activity Duration: Tools & Techniques

3. Parametric Estimating

Parametric estimating uses a statistical relationship between historical data and other variables.

to calculate an estimate for activity parameters, such as cost, budget, and duration.

(square footage in construction)

4. Three-point Estimates

(Program Evaluation and Review Technique) PERT Uses three

estimates to define an approximate range for an activity’s duration.

Most likely: the duration of the activity, given the resources

likely to be assigned, their productivity.

Optimistic: the activity duration is based on analysis of the best-

case scenario for the activity.

Pessimistic: the activity duration is based on analysis of the

worst-case scenario for the activity.

T = O + 4 M + P

Standard Deviation (σ) = P – O Variance (V) = σ2

6Arch. Sherif Elwishahy, PMP

Example

Variance

V = σ2

Standard

Deviation

(P – O)

Expected

duration

(O+ 4*M +P)

PessimisticMost

likely

OptimisticActivity

0.440.674642A

0.440.675753B

1171074C

0.110.335654D

5. Group decision-making Techniques.

6. Reserve Analysis:

Is used when a team wants to plan for known unknowns.

Sometimes called Contingency reserves.

The analysis adds extra time to the estimates from a work units or percentage estimates.

1. Activity Duration Estimates

Activity duration estimates are quantitative assessments of the likely

number of work periods that will be required to complete an activity.

Duration estimates do not include any lags as described in 6.2.2.3.

Activity duration estimates may include some indication of the range of

possible results.

For example:

2 weeks ± 2 days to indicate that the activity will take at least eight days

and no more than twelve (assuming a five-day workweek).

15% probability of exceeding three weeks to indicate a high probability

—85% percent—that the activity will take three weeks or less.

2. Project Document Updates.

6.5.2 Estimate Activity Duration: Outputs

6.6 Develop Schedule

Is the process of: Analyzing activity sequences, Durations, resource

requirements, and schedule constraints to createthe project schedule.

At this point, the following come together and the schedule is born: WHAT; activity list and WBS. WHEN; start and finish dates. WHO; resources. WHAT ORDER; activity sequencing.

1. Schedule Management Plan.

2. Activity List.

4. Project Schedule network Diagrams

5. Activity Resource Requirements.

7. Activity Duration Estimates

9. Risk Register

10. Project staff assignments

11. Resource Breakdown Structure

6.6.1 Develop Schedule:Inputs

1. Schedule Network Analysis

It is a technique that generates the schedule.

It employs several techniques such as:

Critical path analysis.

Critical chain analysis.

What If analysis.

Resource leveling.

6.6.2 Develop Schedule:Tools & Techniques

2. Critical Path Method (CPM):

It calculates the early start and finish dates.

It calculates the late start and finish dates.

It doesn't take account of any resource limitations.

Generates the CPM by performing a forward and backward pass analysis through the schedule network.

StartFinish

2 Days 12 Days 5 Days

A network diagrams is a schematic display of project’s activities and dependencies.

2 Days

6 Days

The Forward Pass

Early Start

Early Finish

Start Finish

0 2 2 14 14 19

6 6 13 13 16

Highest of predecessor’sEarly Finish Times

Early Start =

Start Finish

Finish

5 Days

3 Days

The Backward Pass

Late Start

Late Finish

Finish

Start Finish

0 2 2 14

6 6 13

Lowest of successor’s Late Start TimesLate Finish =

3 9 9 16

StartFinish

Start Finish

0 2 2 14

6 6 13

3 9 9 16

StartFinish

0 2 2 14 14 19

0 6 6 13 13 16

2.Critical Path Method (CPM):

If one or more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken

Misconceptions:

The critical path is not the one with all the critical activities; it only accounts for time.

There can be more than one critical path. The critical path can change as the project progresses.

Start Finish

0 2 2 14

6 6 13

3 9 9 16

StartFinish

0 2 2 14 14 19

0 6 6 13 13 16

Start Finish

0 2 2 14

6 6 13

3 9 9 16

StartFinish

0 2 2 14 14 19

0 6 6 13 13 16

Path A 19 Days

Path B 11 Days

Path C 16 Days Arch. Sherif Elwishahy, PMP

Free float ( slack )

The amount of time an activity can delay without delaying the early start of its successor .

Total float ( slack )

The amount of time an activity can delay without delaying the project completion date .

Start Finish

0 2 2 14

6 6 13

3 9 9 16

StartFinish

0 2 2 14 14 19

0 6 6 13 13 16

Free float ( slack )= 3 Days Arch. Sherif Elwishahy, PMP

3. Critical Chain Method

Accounts for limited resources.

There is a focus on starting activities as late as possible.

Project Buffer: placed after last task in project to protect schedule .

Feeding Buffers: placed between a noncritical task and a critical task when the noncritical task is an immediate predecessor of the critical task.

Resource Buffers: placed just before a critical task that uses a new resource type .

3. Critical Chain Method

4. Resource Optimization Techniques:

Leveling is the process of adjusting resource peeks and valleys to create a level usage of the resources.

Typically, leveling sacrifice the overall finish date, and it is not uncommon to see the schedule stretch out a little.

5. Modeling Techniques:

It is an analysis of the question “What happens if” the situation represented by scenario “X” happens?

Delaying a major component delivery.

Extending specific engineering duration.

Introducing an external factor.

Simulation

calculating multiple project durations with different sets of activity assumptions.

The most common simulation technique is Monte Carlo analysis.

6. Applying Leads and Lags:

Are done to fine tune the schedule.

Adds delays (Lags) or accelerators (Lead) that sometimes come between activities.

7. Schedule Compression:After the initial schedule has been put together.To achieve a more aggressive time goal.To compensate for a delay in an activity on the

critical path.If the initial schedule does not meet the

required end Due date of the project.Can be achieved mainly by two techniques:Crashing.Fast Tracking.

Crashing:Involves putting more people on the critical path

activity.Excludes re-sequencing activities.Requires extra cost –affects budget.

Fast Tracking:Refers to making activities parallel.Use the network diagram to re-plan the sequence

of activities to make more activities parallel.Includes Risk exposure associated with re-

sequencing, and parallel activities.

8.Scheduling Tool:Automated scheduling tools expedite the

scheduling process by generating start and finish dates based on the input of: Activities. Network diagrams. Resources. Activity durations. Can be used in conjunction with other

project management software. Very sensitive to input data.

6.6.3 Develop Schedule:Outputs

1. Project schedule

2. Schedule baseline

Is the accepted and approved version of the project schedule.

3. Schedule data

Includes the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints.

4. Project Calendars

5. Project Management Plan Update

6. Project document updates.

6.7Control Schedule

Is the process of:

Monitoring the status of the project.

Updating project progress.

Managing changes to the schedule baseline.

Schedule control is concerned with:

Determining the current status of the project schedule.

Influencing the factors that create schedule changes.

Determine that the project schedule has changed.

Managing the actual changes as they occur.

6.7 Control Schedule

1. Project Management Plan.

2. Project schedule

3. Work Performance Data.

4. Project Calendars.

5. Schedule Data.

6. Organization Process Asset.

1. Performance reviews

Performance reviews measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress.

Trend analysis

Critical path method

Critical chain method

Earned value management

2. Project management software

3. Resource Optimization Techniques

5. Modeling Techniques

6. Leads and lags

7. Schedule compression

8. Scheduling tool

1. Work Performance Information.

2. Schedule Forecasts.

3. Change Requests.

4. Project Management Plan Updates.

5. Project Documents Updates.

6. Organization Process Asset Updates.

You are the project manager of the JHG Project.

This project has 32 stakeholders and will require implementation activities in North and South America. You have been requested to provide a duration estimate for the project. Of the following, which will offer the best level of detail in your estimate?

A. WBS

B. Order of magnitude

C. Requirements document

D. Stakeholder analysis

Question No 1

You are the project manager for the LLL Project. Steven, a project team member, is confused about network diagrams. Specifically, he wants to know what the critical path is in a network diagram. Your answer is which one of the following?A. The critical path is the network that hosts the

activities most critical to the project success.B. The critical path is the path with the longest duration.C. The critical path is always one path that cannot be

delayed or the entire project will be delayed.D. The critical path is the path from start to completion

with no deviation from the project plan.

Question No 2

You are the project manager for the POL Project. This project will use PERT to calculate the estimates for activity duration. For activity D, you have the following information: P=9, O=4, M=5. What is the result of PERT?

A. 18 weeks

B. 5.5 weeks

C. 33.33 days

D. 3 weeks

Question No 3

You are the project manager for a project with the following network diagram. Studying the diagram, which path is the critical path?A. ABCDB. EBCDC. EFHD. EGH

Question No 4

Bertha is the project manager for the HAR

Project. The project is behind schedule and

Bertha has elected, with management’s

approval, to crash the critical path. This process

adds more what?

A. Cost

B. Time

C. Risk

D. Documentation

Question No 5

Project Cost

Management

Includes the processes involved in

estimating, budgeting, and controlling

costs so that the project can be

completed within the approved budget.

Estimate costs

Determine budgetControl costs

7. Cost Management

Should include most of the following:

Level of Accuracy.

Units to Measure.

Organizational procedures links (Control

account).

Control Thresholds: an agreed-upon

amount of variation allowed before action

needs to be taken.

Rules of Performance Measurement.

Reporting Format.

Process Description.

Cost ManagementPlan

Generally

Accepted

Estimate

Tolerance

Example

(Actual Cost)

Tolerance

Process

Estimate Name

750–1’750

1’000 EGP-25% to +75%InitiationOrder of

Magnitude درجة

الضخامة التقريبية

900 –1’250

1’000 EGP-10% : + 25% Planning

(Early)

Budget

الموازنة

950 –1’100

1’000 EGP-5% : + 10% Planning

(Late)

Definitiveالمؤكد

Level of accuracy

Means that the cost of operation and

maintenance is to be considered and

managed with the project Cost.

LIFE CYCLE COSTING

PROJECT OPERATIONS ANDMAINTENANCE PHASE

costs costs

Are costs that have already been spent on

a project.

DO NOT consider these costs when making

future project decisions.

Example:

When terminating a project don’t consider

all previous payments in your decision.

Sunk Cost

Determine

Budget

Control

Estimate

7. Cost Management

Plan Cost

Management

7.1 Plan Cost Management

1. Project management plan

2. Project charter

3. Enterprise environmental factors

4. Organizational process assets

7.1.1 Plan Cost Management:

Inputs

Tools & Techniques

1. Expert judgment

2. Analytical techniques

3. Meetings

1. Cost management plan

A component of the project management plan.

Level of accuracy

Units of measure

Project schedule model maintenance

Control thresholds

Reporting formats

Process descriptions

Outputs

7.2 Estimate Costs

Is the process of:

Developing an approximation of the monetary

resources needed to complete project

activities.

The estimator considers the possible causes

of variation of the cost estimates, including

risks.

It is a key element because good estimates

can determine project success or failure.

7.1 Estimate Costs

7.2 Estimate Costs

1. Cost Management Plan.

2. Human Resource Plan.

3. Scope Baseline.

4. Project Schedule.

5. Risk Register.

6. Enterprise Environmental Factors.

7. Organizational Process Assets.

7.2.1 Estimate Costs:Inputs

1. Expert Judgment:

2. Analogous Estimating:( التقدير التناظرى )

It is a high level estimate not a detailed one.

Is done by reviewing similar projects, and bench-

marking with them.

7.2.2 Estimate Costs:Tools & Techniques

The Carlton Park Project was to pave a sidewalk

around a pond in the community park.

The sidewalk of Carlton Park was 1048 feet by 6 feet,

used a textured surface, had some curves around

trees, and cost $25,287 to complete or $4.021 / foot .

The current project, King Park, will have a similar

surface and will cover 4,500 feet by 6 feet.

The analogous estimate for this project, based on

the work in Carlton Park, is 108,500 $.

This is based on the price per foot of material

at $4.021.

Example of

Analogous Estimating

3. Parametric Estimating:( (التقدير البارامترى

Uses a mathematical model based on known

parameters to predict the cost of a project.

Example:

Consultant Hour Rate = 200 EGPS.

He is expected to work on the project for = 25 Hours.

C = W * R

Total Cost= 200 * 25 = 5’000 EGP.

4. Bottom-Up Estimating:

The team builds the total detailed estimate from the

bottom up.

5. Three Point Estimating:

Mathematical function.

D = (O + ( 4 * M ) + P)

Sometimes called Contingency reserves.

May be a percentage of the estimated cost, a fixed

number.

7. Cost Of Quality [COQ]: (8.1 Plan Quality)

Assumptions about COQ is factored in to

create the project cost estimate.

8. Project Management Estimating Software:

Has the capability to help plan, organize, and manage resource pools.

Computerized Spreadsheets.

Simulations.

Statistical Tools.

Can facilitate cost estimate alternatives.

9.Vendor Bid Analysis: (Procurement Management Module)

10. Group Decision Making Techniques.

1. Activity Cost Estimates

2. Basis of Estimates:

The amount and type of additional details supporting the cost estimates.

Should include most of the following:

The basis of estimate

All assumptions made.

Known constraints.

Range of possible estimates (10’000 EGP ± 10%)

Indication of the confidence level of the final estimate.

7.2.3 Estimate Costs:Outputs

7.3 Determine Budget

Is the process of:

Aggregating the estimated costs of individual

activities or work packages to establish an

authorized cost baseline.

The budgeting should include a time–based

approach to help determine project costs needs as

time passes.

It establishes the basis for measurement,

monitoring, and controlling of the project costs.

1. Cost management plan.

2. Scope Baseline.

3. Activity Cost Estimates.

4.Basis of Estimates.

5.Project Schedule.

6.Resource Calendars.

7. Risk register

8. Agreements.

9.Organizational Process Assets.

7.3.1 Determine Budget:Inputs

1. Cost Aggregation:

Schedule activity cost estimates are aggregated by work packages in accordance with the WBS.

The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts, and ultimately for the entire project.

Is done to roll-up the project costs starting with the activity level task.

7.3.2 Determine Budget:Tools & Techniques

8. Cost Budget

7.Management Reserves

6. Cost Baseline

5. Contingency Reserves

4. Project Estimates

3. Control Account

Estimate

2. Work Package Estimate

1. Activity Estimates

$ 1423

$ 1355

$ 1250

Cost Aggregation

Is used when a team wants to plan for known

unknowns.

Contingency Reserve / Management Reserve.

Reserves are NOT part of the project cost baseline.

Reserves MAY be included in the total budget.

Reserves are NOT included in EVM.(قياس القيمة المكتسبة )

3. Expert Judgment.

4. Historical Relationships:

Any historical relationships that result in

parametric estimates or analogous estimates.

Example:

residential home construction is based on

X cost / m2 of space.

5. Funding Limit Reconciliation:

Large variations in the periodic expenditure of

funds are usually undesirable for organizational

operations.

The expenditure of funds is reconciled with the

funding limits set by the customer or performing

organization.

7.3.3 Determine Budget:Outputs

1. Cost Baseline:

An authorized time-phased budget at completion (BAC)

used to measure, and control overall cost performance of

the project.

2. Project Funding Requirements:

7.3.3 Determine Budget:Outputs

7.4 Control Costs

Is the process of:

Monitoring the status of the project.

Updating the project budget.

Managing changes to the baseline.

Can Involve:

Managing cost Levels compared to the Baseline.

Analyzing and managing cost variance.

Documenting cost records.

Communicating with stakeholders about cost issues.

7.4 Control Costs

2.Project Funding Requirements.

3.Work Performance Data.

7.4.1 Control Costs:Inputs

1.Earned Value Management: قياس القيمة المكتسبة

Is a method of measuring project performance by comparing the amount of work planned with that actually accomplished, in order to determine if cost and schedule performance are as planned.

Budget At

Completion

The total amount originally

expected to be spent on the

project.

Key Dimension Planned ValueThe authorized budget

assigned to the work to be

accomplished

Earned Value(PV)% *

The value of work performed

Actual CostThe total cost actually incurredAC

Cost Performance

EV/ACCPI

Performance

IndexSchedule

Performance Index

EV/PVSPI

Cost VarianceEV – AC.CV

VarianceSchedule VarianceEV – PVSV

Variance At

Completion

BAC - EACVAC

Earned Value Management

2. Forecasting

If the BAC is no longer viable, the project manager

should develop a Forecasted EAC.

Forecasts are generated based on work performance

information provided as the project is executed.

The work performance information covers the

project’s past performance and any information that

could impact the project in the future.

AC + Bottom –up ETC

It is used when the original

estimate was fundamentally

flawed.

Estimate

Completion

Cumulative CPI

It is used when no variances

from the BAC have occurred

or will continue at the same

rate of spending.

AC + (BAC – EV )

It calculates actual to date

plus the remaining value of

work to perform is used if

variances are atypical.

(BAC – EV)

∑ CPI + ∑ SPI

It calculates actual to date

plus the remaining budget

modified by performance.

EAC–ACThe amount needed to finish

the work based on the current

spending

If BAC is still valid(BAC – EV)

(BAC – AC)

If BAC is flawed(BAC – EV)

(EAC – AC)

3. To-Complete Performance Index (TCPI)

Is the calculated projection of cost performance that

must be achieved on the remaining work to meet a

specified management goal, such as the BAC or the EAC.

It answers the question of “ In order to stay within

budget what rate must we meet for the remaining work?”

4. Performance Reviews: (11.5 Plan Risk Responses)

Compare cost performance over time,

schedule activities or work packages

overrunning and under running the budget.

If EVM is being used, the following

information is determined:

Variance Analysis.

Trend Analysis.

Earned Value Performance.

5. Project Management Software:

Often used to monitor the three EVM dimensions (PV, EV, and AC).

Used to:

Display graphical trends.

Forecast a range of possible final project results.

Cost performance measurements (CV, CPI) are used to assess the magnitude of variation to the original cost baseline.

1.Work Performance Information.

2.Cost Forecasts.

3.Change Requests.

4.Project Management Plan (UPDATE).

5.Project Document (UPDATE).

6.Organizational Process Assets (UPDATE).

You are a project Manager responsible for delivering a new manufacturing facility.

Consider the following table which represents a project list of activities.

Prepare a detailed Status Report

of this project on day.

Is this project OK ???

Case Study

EV% CompleteACPVActivity

$ 300100%$ 300$ 300

DAY 1 $ 150100%$ 200$ 150

$ 100100%$ 150$ 100

DAY 2 $ 200100%$ 225$ 200

$ 100100%$ 100$ 100

DAY 3 $ 15060%$ 300$ 250

$ 13065%$ 140$ 200

DAY 4 $ 8020%$ 100$ 400

$ 00%$ 0$ 300

DAY 5 $ 00%$ 0$ 200

1.Calculate BAC: Budget At Completion for the Project

BAC= Σ PV for all Activities

BAC= 300+150+100+200+100+250+200+400+300+200

BAC= 2200

2.Calculate PV: Planned Value for the Scheduled Project

PV = Σ PV for activities till day 3

PV = 300+150+100+200+100+250 = 1100

3.Calculate AC: Actual Costs for the Project

AC = Σ AC for all activities

AC = 300+200+150+225+100+300+140+250+0+0

AC = 1515

Case Study

4.Calculate EV: for the Project

EV= Σ EV for all activities

EV= 300+150+100+200+100+150+130+80+0+0

EV= 1210

5.Calculate CPI: Cost Performance Index

CPI = EV / AC

CPI = 1210 / 1515 = 0.799

6.Calculate SPI: Schedule Performance Index

SPI= EV / PV

SPI= 1210 / 1100 = 1.1

Case Study

7.Calculate CV: Cost Variance

CV = EV–AC = 1210 –1515 = -305

8.Calculate SV: Schedule Variance

SV= EV–PV = 1210 –1100 = 110

9.Calculate EAC: Estimate At Completion

(No corrective action + same performance expected)

EAC= BAC / CPI

EAC= 2200 / 0.799 = 2753 (Case I)

(Corrective action + one time error only)

EAC= BAC+ (AC –EV)

EAC= BAC–CV = 2200 –(-305) = 2505 (Case II)

Case Study

10.Calculate ETC: Estimate To Completion

ETC = EAC-AC

ETC = 2753 –1515 = 1238 (Case I)

ETC = 2505 –1515 = 990 (Case II)

11.Calculate VAC: Variance At Completion

VAC= BAC-EAC

VAC= 2200 –2753 = -553 (Case I)

VAC= 2200 –2505 = -305(Case II)

12.Calculate TCPI: To-Completion Performance Index

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

TCPI= (2200 –1210) / (2200 –1515)

TCPI= 990 / 685 = 1.445

Case Study

You are the project manager for the JKH Project.

You have elected to use parametric modeling in

your cost estimating for the project. Which one of

the following is an example of parametric

modeling?

A. $750 per ton

B. Historical information from a similar project

C. Estimates built from bottom-up based on the

D. Estimates based on top-down budgeting

Question No : 1

You are the project manager for a technical

implementation project. The customer has

requested that you factor in the after-the-project

costs, such as maintenance and service.

This is an example of which one of the following?

A. Life cycle costs

B. Scope creep

C. Project spin off

D. Operations

Question No : 2

You have just completed the initiating processes of a

small project and are moving into the planning

processes when a project stakeholder asks you for the

project’s budget and cost baseline. What should you tell

A. The project budget can be found in the project’s

charter which has just been completed.

B. The project budget and baseline will not be finalized

and accepted until the planning processes are

completed.

C. The project management plan will not contain the

project’s budget and baseline, this is a small project.

D. It is impossible to complete an estimate before the

project management plan is created.

Question No : 3

Your project has a CV of -200. This means:

A. Your project is under budget

B. Your SPI is also negative

C. Your project is above budget

D. CV cannot be negative and there must be an

error in the calculation.

Question No : 4

You are the project manager of the Carpet

Installation Project for a new building. Your

BAC is $600,000. You are now 40 percent done

with the project, though your plan called for

you to be 45 percent done with the work at this

time. What is your earned value?

A. $240,000

B. $270,000

C. $30,000

D. –$30,000

Question No : 5

Important Quality

Concepts

Quality

Is the sum of the characteristics of a product that allow it to meet the demands or expectations of the project.

Quality is all about fulfilling requirements

Is a category or rank given to entities having the same functional use but different technical characteristics

For example: there are different grades of paint, different grades of metal, and even different grades of travel.

Quality & Grade

Accuracy

Means that the measured value is very close to the

true value.

Example: if you are testing a process and the target

is 300 ml. output, accuracy deals with how close

the measurement is to the 300 ml. target.

Precision

Means the values of repeated measurements are

clustered and have little scatter.

Example: how many of the outputs are 300 ml.

Precision & Accuracy

Prevention

Deals with eliminating defects and potential

defects from the process.

It is a proactive approach to quality.

Inspection

Deals with fixing errors as they come up in the

process of creating the product.

It is a reactive approach to quality.

Prevention & Inspection

Is a philosophy conceived by Dr. Deming.

It focuses on proactive attitude toward quality with a

statistical analysis to document improvement.

Quality should be planned not inspected.

Total Quality Management

Is a concept created by Philip Crosby.

“Do something right initially, and you shouldn’t

have to repeat it”.

If the money is spent upfront, the effort will

eliminate or minimize the need for rework if

defects occur.

Main points:

Cost of quality is measured by cost of non-

conformance.

Conformance to requirements.

Quality comes from Prevention.

Zero Defect

Is a concept created by Joseph Juran.

“The needs of the customers and

stakeholders are defined and then

attempted to satisfy”.

The main goal is to satisfy the real need

of the customers and stakeholders.

Fitness For Use

Means Kai (alter) and Zen (make better or

improve).

Small improvements in products or processes

to reduce costs and ensure consistency of

performance of products or services.

In the US and most of Western Europe

improvements are thought of as BIG

improvements.

In Japan, improvements are thought of as

small improvements.

Kaizen

The formula for standard deviation is (P –O) / 6.

Minimum defects % acceptable from a process is

sigma levels:

1 Sigma = 68.26%

Accepted Defects = 317’300’000 / Billion

2 Sigma = 95.46%

Accepted Defects = 45’400’000 / Billion

3 Sigma = 99.73%

Accepted Defects = 2’700 / Billion

6 Sigma = 99.9997%

Accepted Defects = 3.4 / Billion

Standard Deviation

( Sigma )

68.26%

95.46%

99.73%

6 Sigma

99.9997%

Standard Deviatio ( Sigma )

99.9997%

Project Quality

Management

Project Quality Management includes the

processes and activities that determine

quality policies, objectives, and

responsibilities.

The objective is to satisfy the needs for

which the project was undertaken.

It applies to all projects, regardless of the

nature of their product.

8. Quality Management

8.38.1

8. Quality Management

Executing

8.1 Plan Quality Management

Is the process of:

Identifying quality requirements and/or

standards for the project and product.

Documenting how the project will

demonstrate compliance.

Think through the rules that will define

quality and establish them to verify that the

product will adhere to the quality needs of

the project.

1. Project management plan

2. Stakeholder register

3. Risk register

4. Requirements documentation

5. Enterprise environmental factors

6. Organizational process assets

8.1.1 Plan Quality Management :Inputs

1. Cost-Benefit Analysis:

Is a key tool that involves analysis of how to minimize rework and maximize satisfaction and productivity.

Marginal Analysis:

Optimal quality is reached at the point where the incremental -revenue from improvement equals the incremental cost to secure it.

8.1.2 Plan Quality Management :Tools & Techniques

2. Cost Of Quality [COQ]:

Is the cost associated with conformance to requirements

and steps taken to eliminate non-conformance.

2. Cost Of Quality [COQ]:

3. Seven basic quality tools:

1- Cause and Effect Diagrams

Also called Ishikawa diagrams or fishbone diagrams.

Illustrate how various factors might be linked to

potential problems or effects.

A possible root cause can be uncovered by continuing

to ask “why” or “how” along one of the lines.

8.1.2 Perform Quality Control:Tools & Techniques

2- Control Charts:

Help measure and track output.

Shows output over time so monitoring for

variance and trends can be completed.

Contains two limitations:

Upper and Lower Control Limits (UCL, LCL).

Upper and Lower Specs. Limits (USL, LSL).

Assignable Cause: Is a measurement on the

control chart that must be researched before

you can determine the reason of the failure.

2- Control Charts:

Special Causes:

Sometimes are called unusual events.

They deal with things that don’t typically

happen associated with a test process.

Common Causes:

Sometimes called normal process variation

or random cause.

They deal with the variation that typically

happens within a process.

It deals with random events that can occur.

2- Control Charts:

3- Flowcharting:

4- Histogram

5- Pareto Chart:

6- Check Sheets

7- Scatter Diagram

4. Benchmarking:

Is a key tool used to compare the product or service to other established standards.

Comparing planned practices to other projects, in order to generate ideas for improvement and to provide a standard against which to measure performance.

5. Design of Experiments:

Analytical technique that helps identify which variables have the most influence on the overall outcome

Helps determine an optimal solution from a relatively limited number of cases.

6. Statistical Sampling:

Is used to test an appropriate amount of output to detect defects.

The quantity tested is enough so that the cost would not out weight the benefit.

7. Additional Quality Planning Tools:

These include but not limited to:

Brainstorming.

Affinity Diagrams.

Force Field Analysis.

Nominal Group Technique.

Matrix Diagrams.

Prioritization Matrices.

8. Meetings.

1. Quality management plan

2. Quality metrics

Is an operational definition that describes,

in very specific terms, a project or product

attribute and how the quality control process

will measure it.

8.1.3Plan Quality Management :Outputs

3. Quality checklists

It’s usually a list of activities that workers will

check off to ensure each task has been

completed.

Checklists can be quick instructions of what

needs to be done to clean a piece

of equipment, or questions that

remind the employee to

complete a task.

4. Process improvement Plan:

Process boundaries: Describes the purpose of

processes, their start and end, their inputs/ outputs, the

data required, the owner, and the stakeholders.

Process configuration: A graphic depiction of

processes, with interfaces identified, used to facilitate

analysis.

Process metrics: Along with control limits, allows

analysis of process efficiency.

Targets for improved performance: Guides the process

improvement activities.

5. Project Document updates.

8.2 Perform Quality

Assurance

Is the process of:

Auditing the quality requirements and the results

from quality control measurements to insure

appropriate quality standards and operational

definitions are used.

We verify or validate that the quality standards

defined for the project will indeed meet the

standards.

This validates the quality process not the

product.

8.2 Perform Quality Assurance

1. Quality management plan

2. Process improvement plan

3. Quality metrics

4. Quality control measurements

5. Project documents

8.2.1 Perform Quality Assurance:Inputs

8.2.2 Perform Quality Assurance:Tools & Techniques

1. Plan Quality and Control Quality Tools &

Techniques.

2. Quality Audits:

Is a structured, independent review to determine whether

project activities comply with organizational and project

policies, processes, and procedures.

The objectives of a quality audit are:

Identify all the good/best practices being implemented,

Identify all the gaps/shortcomings,

Share the good practices.

Proactively offer assistance in a positive manner.

Highlight contributions of each audit in the lessons

learned repository of the organization.

3. Process Analysis:

Utilize the process improvement plan to

figure out ways to optimize the project

execution.

Root-Cause analysis is done to determine

what is causing any problems and takes

steps to eliminate similar problems in the

future.

1. Change requests

2. Project management plan updates

3. Project document updates

4. Organizational process assets updates

8.2.3 Perform Quality Assurance:Outputs

8.3 Perform Quality

Control

Is the process of:

Monitoring and recording results of executing

the quality activities to assess performance and

recommend necessary changes.

It is the process area in which the product or the

output of the process is measured against the

specifications.

The items that “roll off the line” would be

measured against the approved standard.

8.3 Perform Quality Control

2.Quality Metrics.

3.Quality Checklists.

4.Work Performance Data.

5.Approved Change Requests.

6.Deliverables.

7. Project Documents

8.3.1 Perform Quality Control:Inputs

1. Seven Basic Quality Tools

2. Statistical Sampling:

3. Inspection:

Is the process of verifying that the work was

built as intended includes measuring,

examining, and testing.

Performed at various points in the project Also

referred to as reviews, peer reviews, audits, and

walk-thorough.

4. Approved Change Requests Review:

1. Quality control measurements

2. Validated changes

3. Verified deliverables

5. Change requests

7. Project document updates

8.3.3Perform Quality Control:Outputs

The customer was not satisfied with the

finished product`s quality. The cost of

poor quality can also be referred to as:

A. Cost of conformance

B. Failure cost

C. Rework cost

D.Opportunity cost .

Question No : 1

You are the project manager for the Floor

Installation Project. Today, you plan to meet with

your project team to ensure the project is

completed with no deviations from the project

requirements.

This process is which of the following?

A. Quality planning

B. Quality management

C. Quality control

D. Quality assurance

Question No : 2

All the following statements about "Quality"

and "Grade" are true EXCEPT:

A. Grade is a rank given to entities having the

same functional use but different technical

characteristics.

B. Low quality product may be of high grade.

C. Low grade product may be of high quality.

D. It is a problem if the product is of high

quality and low grade.

Question No : 3

You are the project manager for the KOY Project.

This project Requires Quality that maps to federal

guidelines. To ensure that you can meet these

standards, you have elected to send the project

team through training specific to the federal

guidelines your project must adhere to. The costs

of these classes can be assigned to which of the

following?

A. Cost of doing business

B. Cost of quality

C. Cost of adherence

D. Cost of nonconformance

Question No : 4

In the following graphic, what does the

highlighted area represent?

A. Out of control data points

B. In control data points

C. Rule of seven

D. Standard deviation

Question No : 5

Project Human Resource

Management

Planning Executing

9. Human Resource

Management

Project HR Management includes the processes that organize, manage, and lead the project team.

PMI’s perspective is that the Project Manager has human resource responsibilities and authority.

9. Human Resource

Management

9.1 Develop Human

Resource Plan

Is the process of:Identifying and documenting project

roles, responsibilities and required skills.Reporting relationshipsCreating a staffing management plan.Individuals and groups may be part of

the organization or external to it.

9.1 Develop Human Resource Plan

9.1 Plan Human ResourceManagement

2.Activity Resource Requirements.

3.Enterprise Environmental Factors.

9.1.1 Develop Human Resource Plan : Inputs

1. Organization Charts and Position Description:Also known as Organizational Breakdown Structure

[OBS] or Resource Breakdown Structure [RBS]. It is a graphical display of reporting relationships on

the project.Position Description help team members understand

their project responsibilities.We can categorize into (3) types:Hierarchical-type chart (OBS, or RBS).Matrix-based chart (RAM).Text-oriented format.

9.1.2 Develop Human Resource Plan : Tools & Techniques

2. Networking:

Is a good opportunity to ensure that an appropriate approach to staffing and the appropriate parties are involved.

Is a formal and informal interaction with others in an organization, industry, or professional environment.

Human Resource networking activities include:

Proactive correspondence.

Luncheon meetings.

Informal conversations.

Trade conferences.

3. Organizational Theory:

Helps establish how the organization or project should be structured.

Effective use of this information can:

Shorten the amount of time, cost, and effort needed to create the human resource planning outputs.

Improve the likelihood that the planning will be effective.

4. Expert Judgment

5. Meetings

1. Human Resource Plan:Is created to include roles and responsibilities,

organizational charts, and a staffing management plan for the project.

The plan should include –at minimum:Documentation of roles and responsibilities. Project organization charts that define team

members and their reporting hierarchy.Staffing Management Plan.

9.1.2 Develop Human Resource Plan : Outputs

Role: The portion of a project for which a person is

accountable.

Authority: Right to apply project resources, expend funds,

make decisions, or give approvals

Responsibility: Work that a project team member is

expected to perform.

Competency: Skill and capacity required to complete

project activities.

Role &Responsibility

Is part of the Human Resource Plan and helps Project Manager and team do the following:

Acquire staff.

Establish Resource Calendar.

Create a staff release plan.

Establish training requirements.

Establish recognition and rewards.

Ensure compliance.

Ensure safety.

Staffing Management Plan

9.2 Acquire Project Team

Is the process of:

Confirming human resource availability.

Obtaining the team necessary to complete project assignments.

The project management team may or may not have direct control over team member selection because:

Use of subcontractor personnel.

Matrix project environment.

1.Human Resource Management Plan.

2.Enterprise Environmental Factors.

9.2.1 Acquire Project Team:Inputs

1. Pre-Assignment:

Pre-assignment occurs when it is known in advance

that certain people will be on the project team.

Some of the reasons could be:

Some people being promised as part of a competitive

proposal.

The project depends upon the expertise of particular

persons.

Some staff assignments are defined within the project

charter.

9.2.2 Acquire Project Team:Tools & Techniques

2. Negotiation:

Staff assignments are negotiated on many projects.

The project management team negotiates with:

Functional Managers.

Other Project Management teams.

External organizations (vendors, contractors).

3. Acquisitions:

Required services may be acquired from outside

sources.

Can involve hiring individual consultants or sub-

contracting work to another organization.

4. Virtual Teams:

Are comprised of people working in various locations.

They can work together virtually via technology for activities

such as communication and information sharing.

Benefits may be:

Form teams who live in widespread geographic areas.

Incorporate employees who work from home offices.

Include people with mobility limitations or disabilities.

Launch projects that would have been ignored due to travel

expenses.

5. Multi-Criteria Decision Analysis

Criteria is developed and used to rate potential team members.

The criteria is weighted according to the relative importance.

Some examples of selection criteria are as follows:

Availability.

Experience.

Ability.

Knowledge

Skills.

Attitude.

International factors.

1. Project Staff Assignments.

2. Resource Calendars:

Document the time periods that each project team member can work on the project.

This should include:

Vacations.

Commitment to other projects.

Team member availability.

3. Project Management Plan Update.

9.2.3 Acquire Project Team:Outputs

9.3 Develop Project Team

Is the process of:

Improve knowledge and skills of team members.

Improve feelings of trust and agreement among team members to lower conflict, and increase team work.

Create a team culture to allow cross-training and mentoring between team members to share

knowledge and expertise.

1.Project Human Resource Plan.

2.Project Staff Assignments..

3.Resource Calendars.

9.3.1 Develop Project Team:

Inputs

1. Interpersonal Skills:

Sometimes known as “Soft Skills”.

Are vital to maximize the output of the team.

This allows the project manager to work with the appropriate parties as needed to get the necessary outcome.

Skills such as:

Empathy.

Influence.

Creativity.

Group Facilitation.

Tools & Techniques

2. Training: Is a key to team development. Training focuses on developing the individual,

which helps make the team stronger.There are a number of training formats: Online, and Computer-based. Classroom. On-the-job. Mentoring, and Coaching. Learning from other team members.

Tools & Techniques

3. Team-Building Activities:

Help in team development.

Activities could include group lunches or an evening away from work in a social environment.

Reward and recognize individual work efforts.

Tools & Techniques

Team Development Life Cycle

4. Ground Rules:

Help set performance and other expectations by the team members.

Early commitment to clear guidelines decreases misunderstandings and increase productivity.

All project team members share responsibility for enforcing the rules once they are established.

Tools & Techniques

5. Co-Location:

Team members are places at the same location (War Room).

It generally helps facilitate team-building by having people working together.

While co-location is considered a good strategy, the use of virtual teams is sometimes unavoidable.

Tools & Techniques

6. Recognition and Rewards:

It is part of the Develop Human Resource Plan.

To help with cohesiveness, by including rewards that all on the project can win, not just a certain person or a few.

Tools & Techniques

7. Personnel Assessment Tools: These tools help project managers assess the team

preferences, aspirations, how they process information, how they make decisions, and how they prefer to interact with people.

Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups.

These tools can provide improved understanding, trust, commitment, and communications among team members.

Tools & Techniques

1.Team Performance Assessments:

The evaluation may include:

Improvement in skills.

Improvements in competencies that help the team perform better as a team.

Reduced staff turnover rate.

Increased team cohesiveness.

2.Enterprise Environmental Factors (UPDATE).

Outputs

9.4 Manage Project Team

Is the process of: Tracking team member performance. Providing feedback. Resolving issues. Managing changes to optimize project

performance. It requires a variety of management skills to

create high-performance teams.

1.Human Resource Management Plan.

2.Project Staff Assignments.

3.Team Performance Assessment.

4. Issue Log.

5.Work Performance Reports.

9.4.1 Manage Project Team:Inputs

1. Observation and Conversation: Used to monitor work being accomplished, plus

their attitude on the project.

2. Project Performance Appraisals:

Used to evaluate team members performance.

They can be formal or informal.

Is sometimes called 360 degree feedback because the feedback comes from all around the team members –including the member under review himself / herself.

9.4.2 Manage Project Team:Tools & Techniques

3. Conflict Management:

Helps raise productivity and enhance working relationships.

Common sources of can be:

Scheduling

Project priorities.

Resource.

Technical Opinions.

Problem Solving (confrontation)

Directly addresses disagreements this method is considered to be a win-win, should be the first choice.

Compromising (bargaining)

Both parties must give up something.

Smoothing

Emphasizes on commonalties keeps the atmosphere friendly.

Conflict Resolution Techniques

Collaborating

Involves incorporating multiple ideas and viewpoints from people with different perspectives.

Withdrawal (avoidance)

Retreating from actual or potential disagreements.

Forcing

Exerts one's viewpoint at the potential expense of

another party, it provides resolution but is considered to be a win-lose.

Conflict Resolution Techniques

Are keys to working with team members as needed to maximize team performance.

Vital interpersonal skills :

Leadership.

Influencing.

Effective decision making.

Legitimate (Formal) Power :

The power is based on position.

Reward Power :

Stems from the ability to reward.

Expert Power :

The power comes from being the technical expert.

Referent Power:

Is based on the person liking the individual.

Punishment Power:

Comes from the ability to penalize.

Power of Project

Manger

1.Change requests

2.Project management plan updates

3. Project Document Update.

4.Enterprise environmental factors updates

5.Organizational process assets updates

9.4.3 Manage Project Team:Outputs

Motivational Theories

Maslow’s Hierarchy

of Needs

A Satisfied need is no

longer a motivation!!

Herzberg had two (2) main areas for workspace success:

Hygiene Factors:

Focus mainly on areas associated with workplace (safe work environment, steady pay, and stable job).

Motivational Factors:

Non financial characteristics of work (opportunity to improve, do more, education, and responsibility)

“Money does not create motivation”.

Herzberg Hygiene

Factor

Resolves around three (3) aspects:

Achievement: Being successful.

Power: Influencing others.

Affiliation: Belonging.

McClelland’s theory

McGregor’s Theory X &

Theory Y

Theory “ X “:

Management assumed employees ARE lazy and hate work.

Employees will avoid work

Employees are only after $$

Managers blame & punish

Manager’s job is to structure and energize employees.

Theory “ Y “:

Employees enjoy their physical and mental work.

Employees MIGHT BE ambitious & self motivated

Managers assume that if given the right conditions, people will DO WELL, which is THE MOTIVE.

The employee work a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort.

This assumption can usually be quite a disappointment for those believing they will be greatly rewarded when the project is done.

Expectancy Theory

You are the project manager of the PUY

Project. This project requires a chemical

engineer for seven months of the project

although there are no available chemical

engineers within your department.

This is an example of which of the following?

A. Organizational interfaces

B. Staffing requirements

C. Contractor requirements

D. Resource constraints

Question No : 1

You are the project manager for the LMG Project.

Your project will have several human resource

issues that must be coordinated and approved by

the union. Which of the following statements is

correct about this scenario?

A. The union is considered a resource constraint.

B. The union is considered a management

constraint.

C. The union is considered a project stakeholder.

D. The union is considered a project team

member.

Question No : 2

Management has requested that you

create a chart depicting all of the project

resource needs and the associated

activities.

Management is looking for which type of

chart?

A. A roles chart

B. A roles matrix

C. A roles and responsibilities matrix

D. A Gantt chart

Question No : 3

Which problem-solving technique is the

best for most project management

situations?

A. Confronting

B. Compromising

C. Forcing

D. Avoidance

Question No : 4

Mike is the project manager for a project with a very

tight schedule. The project is running late and Mike

feels that he does not have time to consider all the

possible solutions that two team members are in

disagreement over. Mike quickly decides to go with

the team member with the largest amount of

seniority. This is an example of which of the

following?

A. Problem solving

B. Compromising

C. Forcing

D. Withdrawal

Question No : 5

Project Communication

Management

Miscommunication

Internal

External

Vertical

Horizontal

Formal

Informal

Written and Oral

Verbal and Non-verbal

Communication Activities

listening actively and effectively,

Questioning, probing ideas and situations to ensure better understanding,

Educating to increase team’s knowledge so that they can be more effective.

Fact-finding to identify or confirm information,

Persuading a person or organization to perform an action.

Negotiating to achieve mutually acceptable agreements between parties.

Resolving conflict to prevent disruptive impacts.

Communications Skills

Communication Types

and Methods

Formal Written: charter, plans, long distance

Formal verbal : Speeches, Press conferences

Informal Written: emails, memos

Informal verbal: meetings, conversations

Planning Executing

10. Communication

Management

Monitoring

10.1 Plan Communication

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.

Key criteria here is:

What information they need?

When it’s needed?

In what format?

1. Communication Requirements Analysis:

Factors in the communication requirements to ensure they are properly addressed in the Communication Management Plan.

This analysis can include:

Organization Charts.

Responsibility Assignment Matrix [RAM].

Logistical needs.

Internal and external information requirements.

10.1.2 Plan Communication:

Tools & Techniques

Communications is a complex part of any project.

The more people involved in a project, the more communication channels among them.

The formula is:

Number of communication channels =

N * (N-1) / 2

Where N is the number of people on the project.

Tools & Techniques

A Project Manager has a team of 6 working on the project. During a certain phase of the project, 2 new members have been added to the project.

How many channels were added when the new members joined ?

Example

N Original = 7

Channels Original = 7 * 6 / 2 = 21

N New= 9

Channels New= 9 * 8 / 2 = 36

Added channels = 36 –21 = 15 channel

2. Communication Technology:Distributes project information per the

requirements in the Communication Management Plan.

Variables that influence the use of the technology could be:The importance of the information needed.The use of the technology infrastructure.Staffing levels.Project length.Project team culture.

Tools & Techniques

3. Communication Models:Are used to establish how communication will be

encoded, decoded and what the medium of the message will be.

Tools & Techniques

Encode

decode

encode

sender receiverNoise

medium

Message

Feedback- message

Key components of a basic model of communication include:

Encode - to translate thoughts or ideas into a language that is understood by others

Message - output of encoding

Medium - method used to convey the message

Noise - anything that interferes with the transmission and understanding of the message

Decode - translate the message back into meaningful thoughts or ideas

Tools & Techniques

4. Communication methods

Interactive communications

Push communications

Pull communications

5. Meetings.

Tools & Techniques

1. Communications Management Plan:

The plan defines:

Communication needs of the stakeholders.

Communication format.

Communications frequency.

The plan helps the PM do:

Communication infrastructure for distributing information.

Report performance on the project.

Deal with communication issues that arise on the

project.

Outputs

10.2 Manage Communication

Is the process of:

Ensuring that the information communicated has been appropriately generated, received and understood.

Techniques for effective communications management:

Sender-receiver models.

Choice of media.

Writing style.

Meeting management techniques.

Presentation techniques.

Facilitation techniques.

Listening techniques.

1. Communication technology

2. Communication models

3. Communication methods

4. Information management systems

5. Performance reporting

Analysis of past performance.

Analysis of project forecasts (including time and cost).

Current status of risks and issues.

Work completed during the period.

Work to be completed in the next period.

Summary of changes approved in the period.

10.2.2 Manage Communication:Tools & Techniques

10.2.3 Manage Communication:Outputs

1. Project communicationsThe activities that are required for information to

be created, distributed, received, acknowledged, and understood.

3. Project documents updates

10.3 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.

1. Work performance information

2. Change requests

Of the following, which one is not an example of formal communications?

A. Presentations to groups

B. conversations

C. Contractual agreements

D. Presentations to management

Question No : 1

You are the project manager for the LKH Project. Management has requested that you create a document detailing what information will be expected from stakeholders and to whom that information will be disseminated. Management is asking for which one of the following?A. Roles and responsibilities matrixB. Scope Management PlanC. Communications Management PlanD. Communications worksheet

Question No : 2

You are the project manager for the JGI Project. You have 32 stakeholders on this project.How many communications channels do you have?A. Depends on the number of project team

members.B. 496C. 32D. 1

Question No : 3

Which one of the following is an output from controlling communications?A. Trend analysisB. EVMC. Variance analysisD. Change requests

Question No : 4

Project Risk

Management

Objectives are to increase the probability and impact of positive events and decrease the probability and impact of negative events In the project

A key overlying concept is consistency and proactively approach the risk on the project.

Planning

11. Risk Management

Monitoring

11.1 Plan Risk Management

Is the process of:

Defining how to conduct risk management activities for a project.

The PM and the team proactively plan how to identify, rank, and address risk and risk management.

The company’s risk management policies help define what the team will do on the project regarding risk and risk management.

Analytical techniques are used to understand and define the overall risk management context of the project.

Stakeholder risk profile analysis is performed to grade and qualify the project stakeholder risk appetite and tolerance.

Risk scoring sheets, are used to provide a high-level assessment of the risk exposure of the project.

1. Risk Management Plan

Methodology: a guideline system for solving a problem, with specific components such as phases, tasks, methods, techniques and tools.

Roles and Responsibilities

Budgeting

Timing

Risk Categories

Definition of Risk Probability and Impact

Revised Stakeholders' Tolerance

Reporting Formats

Tracking Arch. Sherif Elwishahy, PMP

Risk Breakdown

Structure

Probability & Impact Matrix

Impact

Probability

Very Low

Moderate

Very High

.045 .09 .18 .36 .72

High 70%

.035 .07 .14 .28 .56

Moderate 50%

.025 .05 .10 .20 .40

Low 30%

.015 .03 .06 .12 .24

Very Low

.01 .01 .02 .04 .08

Probability & Impact Matrix

Risk tolerance for a person or organization can influence the project environment.

There are three types of risk tolerance:

Risk-Averse

Is a mentality of risk avoidance.

Risk-Neutral

Is a middle ground mentality towards risk.

Risk-Seeker

Is a mentality of looking for risk,

Risk Tolerance

11.2 Identify Risks

Is the process of:

The project Manager, team, and any key stakeholder determine which risks may affect the project and documenting their characteristics.

These risks could be small impact risks with a low probability of happening, to large impact risks with a high probability of happening.

The team could also use a predefined list from previous projects as a starting point for the project.

When complete, the team moves any risks to Qualitative Risk Analysis. Or determine that they don’t need to devote time to developing a response strategy.

11.2 Identify Risks

1. Documentation Reviews:

Are done on a project to evaluate potential risk and trigger identification.

One of the important documents to be revised is the WBS.

2. Information Gathering Techniques:

This can include:

Brainstorming.

Delphi Technique.

Interviewing.

Root cause Identification

3. Checklist Analysis: Is useful for verification that things are done as planned.

11.2.2 Identify Risks:Tools & Techniques

4. Assumption Analysis.

5. Diagramming Techniques:

Cause and Effect Diagram (Ishikawa –Fishbone).

System or Process Flow Charts.

Influence Diagrams.

6. SWOT Analysis:

Is done to perform a review of the project environment to see:

Strengths

Weakness

Opportunities

Threats

7. Expert Judgment.

11.2.3 Identify Risks:Outputs

1. Risk Register:

11.3 Perform Qualitative

Risk Analysis

The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact

Comes from evaluating a component (risk) of a project as high, medium, or low.

11.3 Perform QualitativeRisk Analysis

1. Risk Probability and Impact Assessment:

Helps show what is likely to happen on the project and the effects of it by applying it to a Probability and Impact Matrix.

Severity of Risk Event (Risk Score) = Impact X Probability

11.3.2 Perform QualitativeRisk Analysis: Tools & Techniques

Probability

Impact

Very Low 0.05 Low 0.10 Moderate 0.20 High 0.40 Very High 0.80

Very High 90% .045 .09 .18 .36 .72

High 70% .035 .07 .14 .28 .56

Moderate 50% .025 .05 .10 .20 .40

Low 30% .015 .03 .06 .12 .24

Very Low 10 % .01 .01 .02 .04 .08

2. Probability and Impact Matrix:

3. Risk Data Quality Assessment:

Qualitative risk analysis requires accurate and unbiased data for it to be credible.

It provides a technique to evaluate the degree to which the data about risks is useful for risk management.

Involves examining the:

Degree to which the risk is understood.

Accuracy, reliability, and integrity of the risk data.

4. Risk Categorization:

Is used to help group sources of risk and areas of project risk.

Grouping risks by common root causes can result in developing effective risk responses.

Categories can be based on:

Source of the risk using the Risk Breakdown Structure.

Areas of the project affected using the Work Breakdown Structure.

Other categories like project phases.

5. Risk Urgency Assessment:

Review risk requiring near-term responses.

6. Expert Judgment:

Is a key to assess the probability and impact of each risk.

Experts with relevant experience of:

Similar Projects.

Business Areas.

Expert’s bias needs to be taken into consideration here.

11.4 Perform Quantitative

Risk Analysis

Is the process of:Numerically analyzing the effect of identified

risks on overall project objectives.Quantitative Risk Analysis breaks down risks

from a high, medium, and low ranking to actual numerical values and probabilities of occurrence.

Risks that are higher in probability and impact are more likely to be evaluated via quantitative risk analysis.

11.4 Perform QuantitativeRisk Analysis

1. Date Gathering and Representation Techniques: Interviewing Probability Distributions

11.4.2 Perform Quantitative RiskAnalysis: Tools & Techniques

2. Quantitative Risk Analysis and Modeling Techniques:

Commonly used techniques in Quantitative Risk Analysis include:

Sensitivity Analysis.Expected Monetary Value Analysis (EMV).Decision Tree Analysis.

Sensitivity Analysis:

A technique used to determine how different values of an independent variable will impact a particular dependent variable under a given set of assumptions. such as the effect that changes in interest rates will have on a bond's price.

EMV (Expected Monetary Value):

Is a statistical concept that calculates the average

outcome when the future includes scenarios that may or may not happen.

Decision tree analysis:

Is usually structured using a decision tree diagram that describes a situation under consideration.

$ 100,000 FFP Contract Value

$ 1,000Per Day Penalty for delay

Self Execute

$ 80,00080% chance the cost is

95 %Chance the project is on time

5 %Chance the project is delayed 2 days

Out source

$ 80,00040 % chance the cost is

80 %Chance the project is on time

20 %Chance the project is delayed 20 days

Case Study

Self Exec.

Source

EVM = 22000 $ The decision to out source the contract

Modeling & Simulation:

Is using a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.

Monte Carlo is a mock-up technique that uses software to simulate project characteristics to determine possible outcome.

Probability Tables.

1.Project Documents Updates:

Probabilistic analysis of the project.

Probability of achieving cost and time objectives.

Prioritized list of quantified risks.

Trends in quantitative risk analysis results.

11.4.3 Perform Quantitative RiskAnalysis: Outputs

11.5 Plan Risk Response

Is the process of:

Developing options and actions to enhance opportunities and to reduce threats to project objectives.

This could be anything from doing nothing, to full implementation of a detailed risk response.

Do it ourselves (do

not subcontract)

Changing the plan to eliminate a

risk by avoiding the

cause/source of risk

Buy/subcontract:

move liabilities

Shift responsibility of risk

consequence to another party

Transfer

Use more qualified

resources

Seeks to reduce the impact or

probability of the risk event to an

acceptable threshold

Mitigate

1. Strategies for Negative Risk or Threats:

11.5.2 Plan Risk Response:Tools & Techniques

ExampleDefinitionStrategy

The technology company

formed a partnership with a

marketing company to launch a

sales campaign.

Involves sharing the

responsibility (and benefits) of

the risk with a third party to

maximize an opportunity

The new project had the best

resources assigned to maximize

the probability of success

Involves taking steps to ensure

the risk and success of the event

or project.

Exploit

When sales were exceeding

projections, the company hired

more sales people to ensure that

as many customers as possible

knew of their products

Involves taking steps to improve

the size / capacity of the risk

event by determining the key

components of the risk and

maximize those components.

Enhance

2. Strategies for Positive Risk or Opportunity:

Strategy for Positive and Negative Risk:

Acceptance:

Involves tolerating the risk and dealing with it. It is a valid option if there are no other options available.

Determining that if a union goes on strike, the project will have to stop until the strike is settled.

3. Contingent Response Strategy:

Created to be used if only certain conditions are present.

This could be created if conditions change on the project or to accommodate for worst case situations.

Example:

The team developed a contingency plan to add staff to the project if the important development milestones was missed.

Residual Riskis the amount of risk remaining after a risk response has been implemented.

Secondary Riskis a jeopardy that results from the implementationof a risk response (side effects).

Work aroundis a contingency put into action when a risk response and any backup plan don’t work.

Important Notes

Contingency Reserves:Known Unknowns: for risk events that you know can occur on a project.Example:Something costing more than planned, taking longer than planned, or scope creep.

Management Reserves:Unknown Unknowns: for risk events you can’t forecast potentially occurring on a project.Example:Natural disaster or terrorist attack.

Important Notes

11.6 Control Risks

Is the process of: Implementing risk response plans. Tracking identified risks. Monitoring residual risks. Identifying new risks. Evaluating risk process effectiveness

throughout the project. It can include verifying if project assumptions

are still applicable.

11.6 Monitor & Control Risks

11.6 Control Risks

1. Risk Reassessment:

Should go on throughout the project.

Reevaluate the probability and impact of the identified risk.

Monitor for any new risk.

2. Risk Audits:

Are used for effectiveness.

Periodic project Risk Reviews can help detect potential risk exposure.

11.6 Control Risks:Tools & Techniques

3. Variance and Trend Analysis:

Trends in projects execution should be reviewed using performance data.

Earned value analysis and other trend analysis may be used for monitoring overall project performance.

4. Technical Performance Measurement:

Helps verify if the project is performing compared to the planned standard.

Analyze the amount of schedule or budget contingency reserve to the remaining risk on the project.

6. Meetings:

Can be an agenda item at periodic status meetings.

1. Work performance information

2. Change requests

11.6 Control Risks:Outputs

The customers of the project have requested additions

to the project scope. The project manager brings notice that additional risk planning will need to be added to the project schedule. Why?

A. The risk planning should always be the same amount of time as the activities required by the scope change.

B. Risk planning should always occur whenever the scope is adjusted.

C. Risk planning should only occur at the project manager’s discretion.

D. The project manager is incorrect; risk planning does not need to happen at every change in the project.

Question No : 1

You are the project manager of the KLJH Project. This project will last two years and has 30 stakeholders.

How often should risk identification take place?

A. Once at the beginning of the project.

B. Throughout the execution processes.

C. Throughout the project.

D. Once per project phase.

Question No : 2

You are the project manager for a project that will create a new

and improved web site for your company. Currently, your

company has over eight million users around the globe. You

Would like to poll experts within your organization with a simple,

anonymous form asking for any foreseeable risks with the

design, structure, and intent of the web site. With the collected

information, subsequent anonymous polls are submitted to the

group of experts. This is an example of ____.

A. Risk identification

B. A trigger

C. An anonymous trigger

D. The Delphi Technique

Question No : 3

You have just been assigned as the project for a new telecommunications project that is entering the second phase of the project. There appear to be many risks on this project but no one has evaluated them to assess the range of possible project outcomes. What needs to be done?A. Plan risk management.B. Perform quantitative risk analysis.C. Plan risk responses.D. Monitor and control risks.

Question No : 4

The water sanitation project manager has determined the risks associated with handling certain chemicals are too high. He has decided to allow someone else to complete this portion of the project, and so has outsourced the handling and installation of

the chemicals and filter equipment to an experienced contractor. This is an example of which of the following?

A. Avoidance

B. Acceptance

C. MitigationD. Transference

Question No : 5

Project Procurement

Management

Planning Executing

12.312.1

12. Procurement Management

Monitoring

Closing

Includes the processes to purchase or acquire the products, services, needed from outside the project team to perform the work.

12.1 Plan Procurement

Management

Plan procurements is the process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers.

Plan procurement process includes consideration of the risks involved with each make-or-buy decision.

1. Make-or-buy analysis

A general management technique used to determine

whether particular work can be best accomplished by

the project team or must be purchased from outside

sources.

Budget constraints may influence make-or-buy

decisions, or purchase/lease decision.

Example

Purchase investment cost is $2000, Daily cost is $40

and Daily Lease cost $240. How long will it take for

the lease cost to be the same as the purchase cost?

Solution:

2000 + 40 * X = 240 * X

2000=240*x-40*x

2000=(240-40)x

X = 2000 / 200 = 10 days

Contracts: are a legally binding documents

(formal agreement), should state all

requirements.

Contract must be followed and everything

provided in it must be done.

Any change must be written and formally

controlled and approved by both parties.

Contracts mainly fall into one of following 4 Categories:

Purchase Order (PO).

Fixed Price (FP). Known as Lump Sum.

Cost Reimbursement (CR).

Time and Materials (TM) (T&M).

Firm fixed price contracts (FFP )

The most commonly used contract type is the FFP.

Any cost increase due to adverse performance is the responsibility of the seller.

The buyer must precisely specify the product or services to be procured.

Fixed price incentive fee contracts (FPIF )

It allows for deviation from performance, with financial incentives tied to achieving agreed to metrics.

Under FPIF contracts, a price ceiling is set.

Fixed price with economic price adjustment contracts (FB-EPA)

Is used when the work required spans a period of years.

Fixed Price (FP)

العقود ذات االسعار الثابتة

Cost-reimbursable contracts

تعاقدات التكلفة مستحقة االداء

Cost plus fixed fee contracts (CPFF)

The seller is reimbursed for all allowable costs for performing the contract work.

The seller receives a fixed fee payment calculated as a percentage of the initial estimated project costs.

Cost plus award fee contracts (CPAF)

The seller is reimbursed for all legitimate costs.

The majority of the fee is earned based on the satisfaction of certain broad subjective performance criteria.

Cost plus incentive fee contracts (CPIF)

The seller is reimbursed for all allowable costs.

The seller receives a predetermined incentive fee based upon achieving certain performance objectives.

Description

Solution:

Seller saved on cost.

Cost savings = 200 – 190 = $10k

Incentive = 40% * 10 = $4k

Seller’s total fees = 50 + 4 = $54k

Final price = cost + fees = 190 + 54= $244k

Target Cost $200k

Target Fee $50k

Target Price $250k

Sharing Ratio 60/40

Actual Cost $190k

Ceiling Price $290K

Example

Cost Plus Incentive Fee

Given the data in the table calculate the total cost of the contract and

the seller’s total fee.

1. Procurement Management Plan: A document that describes how the procurement

process will be managed . It can include guidance to: Types of contracts to be used. Standardized procurement documents. Coordinating procurement with other project aspects. Risk Management issues. Managing multiple suppliers. Any constraints and assumptions that affects

procurement. Identify prequalified sellers –if any.

2. Procurement Statement Of Work

The part of contract that describes what the seller will do for the buyer.

Approaches to develop the Scope of Work in the contract, such as:

Performance.

Design.

Functionality.

3. Make-or-buy decisions.

4. Procurement Documents: Used to solicit proposals from prospective sellers. Buyer and seller organizations ensure that non-

disclosure agreements are approved and accepted before disclosing any project specific intellectual property information to the other party.

5. Source Selection Criteria: Sometimes included as part of the procurement

solicitation documents.May include: Overall or life-cycle cost. Technical Capability. Risk. Warranty. Financial Capacity. Production Capacity and interest. Business size and type. Past performance of sellers. Intellectual property rights.

12.2 Conduct Procurement

Is the process of:

Obtaining sellers’ responses.

Selecting a seller.

Award a contract.

The overall process can be repeated.

A short list of qualified sellers can be

established based on preliminary proposal.

1. Bidder Conferences:

It is a meeting during which companies considering

bidding on a project can ask a buyer any questions

and get clarification on any potential issue before

creation of proposal.

12.2.2 Conduct Procurement:

Tools & Techniques

2. Proposal Evaluation Techniques: A formal evaluation review process will be

defined by the buyer’s procurement policies. It is usually done by a previously defined weighted

criteria. The evaluation committee will make their

selection for approval by management.

Tools & Techniques

2. Proposal Evaluation Techniques:

3. Independent Estimates:Are used to help validate what a project should cost.These estimates could be created from within the

company or by an outside source.Seller’s offers are evaluated against this estimate for

guidance.

4. Expert Judgment: Will often be required to assess the inputs to and

outputs from this process. Can be used to evaluate offers or proposals

made by sellers.

Tools & Techniques

5. Advertisement : Placing advertisements in general-circulation

publications, such as newspapers, or in specialty publications, such as journals.

6. Analytical Techniques.

Tools & Techniques

7. Procurement Negotiations : PMI considers this is a partnership contract

rather than a supplier agreement. PMI requests a Win / Win situation from any

contract. Involves clarification and mutual agreement

on the structure and requirements of the contract, prior to the signing of the contract.

Tools & Techniques

12.3 Control Procurement

Is the process of:

Managing procurement relationships.

Monitoring contract performance.

Making changes and corrections as needed.

many organizations treat contract administration as a

function separate from the project organization.

12.3 Administer Procurement

12.3 Control Procurement

1. Contract Change Control System: Defines the procedures for how the contract may

be changed, is part of Integrated Change Control. The process for changing the contract includes: Paper work. Tracking system. Dispute resolution procedures. Procedures for getting the changes approved

within the performing organization.

12.3.2 Control Procurement:

Tools & Techniques

2. Procurement Performance Reviews:Is a structured review of the seller’s progress to deliver

project scope and quality, within cost and on schedule, as compared to the contract.

3. Inspections and Audits:Are performed as the contract is executing.To ensure the appropriate work and quality of work is

being completed per the terms of the contract. If we identify any weaknesses in the seller’s work

proper corrective actions must be taken.

Tools & Techniques

4. Performance Reporting:Provides management with information about how

effectively the seller is achieving the contractual objectives.

5. Payment System:The system must include the appropriate reviews

and approvals by the project management team.

Tools & Techniques

6. Claims Administration:They are those requested changes where the buyer

and seller cannot agree on compensation for the change, or cannot agree that a change has even occurred.

Can be invoked prior to or after contract closure.

7. Records Management System: Is part of the Project Management Information

System. It is used to ensure that appropriate contract-related

records are created, communicated, and archived.

Tools & Techniques

12.4 Close Procurement

Is the process of:Complete each project procurement.Verification that all work and deliverables were

acceptable.Formal Acceptance should be achieved.

1. Procurement Audits:Structured reviews of the procurement process,

from procurement planning through contract administration

Are used to determine success and failure of the procurement process for this project.

Lessons can be applied to this project and others within the organization.

12.4.2 Close Procurement:

Tools & Techniques

2. Procurements Negotiations:The final equitable settlement of all outstanding

issues, claims, and disputes by negotiation is a primary goal.

Alternative Dispute Resolution [ADR] including mediation or arbitration may be explored.

When all else fails, litigation in courts is the least desirable option.

3. Records Management System:

12.4.2 Close Procurement:

Tools & Techniques

Bonnie is the project manager for the HGH Construction Project. She has contracted a portion of the project to the ABC Construction Company. Bonnie has offered a bonus to ABC if they complete their portion of the work by August 30.

This is an example of which one of the following?

A. Project requirement

B. Project incentive

C. Project goal

D. Fixed price contract

Question No : 1

Sammy is the project manager of the DSA Project. He is considering proposals and contracts presented by vendors for a portion of the project work. Of the following, which contract is least dangerous to the DSA Project?

A. Cost plus fixed fee

B. Cost plus percentage of costs

C. Cost plus incentive fee

D. Fixed price

Question No : 2

Martha is the project manager of the MNB Project. She wants a vendor to offer her one price to do all of the detailed work. Martha is looking for which type of document?

A. RFP

B. RFI

C. Proposal

D. IFB

Question No : 3

Mary is the project manager of JHG Project. She has created a Statement of Work (SOW) for

a vendor. For Mary’s SOW to be a legal contract, what must be included?

A. Affidavit of agreement

B. Signatures of both parties agreeing to SOW

C. Signature of vendor

D. Signature of Mary

Question No : 4

You are completing the closeout of a project to design a warehouse in Columbus, Ohio. The contract is a cost plus incentive fee contract. The target costs are $300,000, with a 10 percent target profit. However, the project came in at $275,000. The incentive split is 80/20. How much is the total contract cost??A. $300,000B. $275,000C. $310,000D. $330,000

Question No : 5

Project Stakeholder

Management

Project StakeholderManagement

Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project.

Analyze stakeholder expectations and their impact on the project.

Focuses on continuous communication with stakeholders to understand their needs and expectations.

Planning

Executing

13. Stakeholder Management

Monitoring

13.1Initiating

13.1 Identify Stakeholders

The process of: Identifying the people, groups, or organizations that

could impact or be impacted by the project. Analyzing and documenting relevant information

regarding their interests, involvement, influence,and potential impact on project success.

13.1.2 Identify Stakeholders: tools and techniques

1. Stakeholder Analysis:

Stakeholder analysis follows the steps described below:

Identify all potential project stakeholders and relevant information.

Analyze the potential impact or support each stakeholder could generate.

Assess how key stakeholders are likely to react or respond in various situations.

13.1.2 Identify Stakeholders: tools and techniques

Power/Interest Grid with StakeholdersArch. Sherif Elwishahy, PMP

13.1.3 Identify Stakeholders:

outputs

1. Stakeholder Register:

This contains all details related to the identified 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.

Stakeholder classification:

Internal/external, supporter/neutral/resistor, etc.

13.2 Plan Stakeholder

Management

is the process of:

Developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle.

Based on the analysis of their needs, interests, and potential impact on project success.

The current engagement level of all stakeholders is compared to the planned engagement levels.

The engagement level of the stakeholders is classified to:

Unaware: Unaware of project and potential impacts.

Resistant: Aware of project and potential impacts and resistant to change.

Neutral: Aware of project yet neither supportive nor resistant.

Supportive: Aware of project and potential impacts and supportive to change.

Leading: Aware of project and potential impacts and actively engaged in ensuring the project’s success.

13.2.2 Plan Stakeholder management :

Tools & Techniques

13.2.2 Plan Stakeholder management :

Tools & Techniques

Stakeholders Engagement Assessment

Matrix

1. Stakeholder management plan:

Desired and current engagement levels of key stakeholders.

Scope and impact of change to stakeholders.

Identified interrelationships between stakeholders.

Stakeholder communication requirements.

Information to be distributed to stakeholders.

Reason for the distribution of that information and the expected impact to stakeholder engagement.

Time frame and frequency for the distribution information.

Method for updating and refining the stakeholder management plan as the project progresses and develops.

Manage Stakeholder

Engagement

is the process of:

Communicating and working with stakeholders

to meet their needs/expectations.

Address issues as they occur.

Foster appropriate stakeholder engagement in project activities throughout the project life cycle.

1. Communication Methods.

The project manager applies interpersonal skills to manage stakeholders’ expectations. For example:

Building trust,

Resolving conflict,

Active listening, and

Overcoming resistance to change.

3. Management Skills:

The project manager applies management skills to

coordinate and harmonize the group toward

accomplishing the project objectives.

For example:

Facilitate consensus toward project objectives.

Influence people to support the project.

Negotiate agreements to satisfy the project needs.

Modify organizational behavior to accept the project outcomes.

13.4Control Stakeholder

Engagement

Is the process of:

Monitoring overall project stakeholder

relationships and adjusting strategies and

plans for engaging stakeholders.

The key benefit of this process is that it will

maintain or increase the efficiency and

effectiveness of stakeholder engagement

activities.

13.4 Control StakeholderEngagement

Information in the stakeholder register should be:

A. Accessible only to the project manager

B. Available to the project manager and the PMO staff

C. Available to all stakeholders and team members

D. Shared with others at the discretion of the project manager

Question No : 1

The degree to which a particular stakeholder may be able to positively or negatively affect a project is his/her :

A. Level of engagement

B. Level of interest

C. Level of commitment

D. Level of influence

Question No : 2

The key objective of stakeholder management is

A. Communication

B. Coordination

C. Satisfaction

D. Relationships

Question No : 3

The stakeholder register is an input to which of the following processes:

A. Plan risk management and collect requirements

B. Perform integrated change control and plan communication management

C. Plan quality management and perform quality assurance

D. Identify risks and develop project charter

Question No : 4

A stakeholder’s belief about or mental picture of the future is a(n): A. Requirement B. Heuristic C. Expectation D. Constraint

Question No : 5

Professional &

Social Responsibility

Project Management Professional Code Of Conduct:

RESPONSIBILITY

RESPECT

FAIRNESS

HONESTY

Professional &

Social Responsibility

Make decisions based on the best interest of the company and the team.

Make sure the sponsor knows of any gaps in your qualifications before accepting the assignment.

Do what you say you will do. Acknowledge your own errors. Respect confidentiality requirements. Uphold law.Report unethical behavior to management. Report violations of PMI’s code of ethics when

you have factual proof.

Responsibility

Ownership of Decisions and Actions.

Maintain an attitude of mutual cooperation.Respect cultural differences.Do not gossip or say things that could damage

another persons reputation.Engage in good faith negotiations.Respect others.Be direct in dealing with conflict.Do not use your power to influence others for

your own personal benefit.

Respect

The appropriate treatment of others

Act impartially without favoritism.Continuously look for conflicts of

interest and disclose them.Do not discriminate against others.Honor your duty of loyalty to those

companies and organizations you are affiliated with.

Do not use your position for personal or business gain.

Fairness

Being objective

Try to understand the truth.Be truthful in all communications.Make sure the information you are using or

sending out is truthful.Work to create an environment where others tell

the truth.Do not deceive others.

Honesty

Understanding the truth

You are the project manager of the JKN Project. The project customer has requested that you inflate your cost estimates by 25 percent. He reports that his Management always reduces the cost of the estimates so this is the only method to get the monies needed to complete the project. Which of the following is the best response to this situation?A. Do as the customer asked to ensure the project requirements can be met by adding the increase as a contingency reserve.B. Do as the customer asked to ensure the project requirements can be met by adding the increase across each task.C. Do as the customer asked by creating an estimate for the customer management and another for the actual project implementation.D. Complete an accurate estimate of the project. In addition,

create a risk assessment on why the project budget wouldbe inadequate.

Question No : 1

You are the project manager for the BNH Project. This project takes place in a different county than where you are from. The project leader from this country presents a team of workers thatare only from his family. You should do which one of the following?A. Reject the team leader’s recommendations and assemble your own project team.B. Review the résumé and qualifications of the proposed project team before approving the team.C. Determine if the country’s traditions include hiring from the immediate family before hiring from outside the family.D. Replace the project leader with an impartial project leader.

Question No : 2

You are about to begin negotiations on a new project that is to take place in another country.Which of the following should be your guide on what business practices are allowed and discouraged?A. The project charterB. The project planC. Company policies and proceduresD. The PMP code of conduct

Question No : 3

You are the project manager of the PMH Project. You have been contracted to design the placement of several pieces of equipment. You have completed the project scope and are ready to pass the work over to the installer. The installer begins to schedule you to help with the installation of the equipment. You should:A. Help the installer place the equipment according to the design documents.B. Help the installer place the equipment as the customer sees fits.C. Refuse to help the installer since the project scope has been completed.D. Help the installer place the equipment, but insist that the quality control be governed by your design specifications.

Question No : 4

You are a project manager within an organization that completes technical projects for other entities. You have plans to leave your company within the next month to launch your own consulting business—which will compete with your current employer. Your company is currently working on a large proposal for a government contract that your new company could also benefit from. What should you do?A. Resign from your current job and bid against your employer to get the contract.B. Decline to participate due to a conflict of interest.C. Help your employer prepare the proposal.D. Inform your employer that you will be leaving their

company within a month and it would be inappropriatefor you to work on the current proposal.

Question No : 5

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