Complete PMP Course Presentation 2016

Project Management.
Professional
(PMP)
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Welcome
Introducing
Lecturer
Attendance
Project Management Institute (PMI)

Not-for-profit professional association. primary goal is
to advance the practice, science and profession of
project management.
Recognized since 1969 by working PMs Nearly
550,000 members.
Headquartered in Pennsylvania USA.
130 * 550,000 = 71,500,000$/Year
Not for Profit
3
PMI Certification Programs

PMI Certification Programs include PMP, PgMP, PMI-SP
(Scheduling Professional) PMI-RMP (Risk Mgmt Professional).
Examination is offered via computer, worldwide.
Individual Benefits:
Professional/ personal recognition.
Expedites professional advancement.

Create job growth/ opportunities within organizations.
Provides framework for standardized project management
requirements.
5
PMI Certification Materials

To assist PMI candidates for
completing the PMI certification
exam administered by the
Project Management Institute.
Content is based on A Guide To
The Project Management Body
Of Knowledge Fifth Edition
(PMBOK), and others sources.
The Exam
Exam Does test of:
Your knowledge of PMIs processes.
Your understanding of the terms that are used.
Your ability to apply the processes in a variety of
situations.
Your ability to apply key formulas to scheduling,
costing, estimating, and other problems.
Your understanding of professional responsibility as
it applies to project management.
Continue The Exam

It is 200 pass/fail questions.
To pass, you have to answer 106 graded questions
correctly out off 175. That translates to 61% *.
The other 25 questions are considered experimental

questions that PMI is evaluating for use on future
exams. However, they do not count toward your grade
and you will not know which questions count and
which dont.
Requirements to Apply
To be eligible for PMP Certification, you will need to demonstrate
that you meet certain minimum criteria as below:
With a College Diploma
A university Degree,
4,500 hours of project management experience,
35 hours of project management education.
Without a College Diploma

A high school diploma or equivalent,
7,500 hours of project management experience,
35 hours of project management education.
Validity
The credential is valid for 3 Years.
Candidates must recertify every 3 years by earning

60 Professional Development Units (PDUs).
10
PMP Pay Scale
11
12
Ethics in Project Management

For this reason, PMI offers guides for practitioners like
the PMI Code of Ethics and Professional Conduct, and
an avenue to report and resolve matters involving
unethical behavior through the PMI Ethics Review
Committee.
In-order to earn the PMP certification, applicants must
agree to the PMP code of professional conduct.
13
14
End
15
Project Management Framework
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What Is A Project?
Project
A Project is a temporary endeavour undertaken to
create a unique product, service or result.
End is reached when the objectives have been
achieved, or when the project is terminated
because its objectives will not or cannot be met,
or when the need for the project no longer exists.
Projects require project management.
17
Project Management
What is a Project Management?
Project management is the application of
knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
47 project management processes which logically
categorized into five Process Groups.
It is both a science and an art.
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Portfolio, Program, and Projects

Portfolio refers to a collection of projects, programs,
sub portfolios, and operations managed as a group to
achieve strategic objectives.
program is a group of related subprogram, projects,
and operations where doing them together to provides
benefit or efficiency.
Again
What is Project, Project Management?
19
Project Management Office

A project management office (PMO) is a management
structure that standardizes the project-related
governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques.
A PMO may be delegated the authority to act as an
integral stakeholder and a key decision maker.
20
Types of PMO:
Supportive. Supportive PMOs provide a consultative role to projects
by supplying templates, best practices, training, access to
information and lessons learned from other projects.
controlling. Controlling PMOs provide support and require compliance

through various means. Compliance may involve adopting project
management frameworks or methodologies, using specific templates,
forms and tools, or conformance to governance.
Directive. Directive PMOs take control of the projects by directly
managing the projects. The degree of control provided by the PMO is
high.
21
Operations
Are organizational function performing the ongoing
execution of activities that produce the same product or
provide a repetitive service.
Are permanent endeavors to produce repetitive outputs,
with resources assigned to do basically the same set of
tasks according to the standards institutionalized in a
product life cycle.
Operations require business process management or

operations management.
22
Projects Vs. Operational Work

Operations differ of:
Are ongoing.
Produce repetitive products, services, or

results.
Operations work sustain the organization
overtime.
23
Role of the Project Manager

Leadership
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness Negotiation

Conflict management
Coaching
End
25
Foundational Terms & Concepts
26
Organizational influences on a Project

Organizational cultures and Styles
An organizations culture and style affect how it conducts
projects. Cultures and styles are known as cultural norms,
which develop over time. Example: Shared visions, mission,
beliefs, and Regulations, Policies, and reward systems;
Organizational communications
Organizational communications capabilities have great
influence on how projects are conducted.
27
Organizational Process Assets

Organizational process assets are the plans,
processes, policies, procedures.

It include the organizations knowledge bases
such as lessons learned & historical info.
28
Enterprise Environmental Factors

It may have a positive or negative influence on the
outcome.
They are considered as inputs to most planning
processes.
Enterprise Environmental Factors include:

Organizational culture, structure, and processes.
Government regulations or industry standards.
29
Organizational Structure
Organizational structure is EEF which affect
the availability of resources and Influence how
projects are conducted .

Organizational structures range from
functional to projectized, with a variety of
matrix structures in between.
30
Culture & Structure is EEF. so, a PM should understand
the differences that may affect a project as it will
have impact on the way the project is managed and
even its ultimate success.
Three major types of organizations Structure
1. Functional Structure
2. Projectized Structure
3. Matrix Structure:
Weak Matrix - Strong Matrix - Balanced Matrix
31
Functional Organization
32
Projectized Organization
33
Weak Matrix Organization
34
Balanced Matrix Organization
35
Strong Matrix
36
Project Managers Power
38
Project Life Cycle

a collection of generally sequential or
overlapping project phases.
39
Project Life Cycle

Initiating
Planning
Monitoring &
Controlling
Executing
Closing
40
Continue Project Life Cycle
41
What is A Project Management

Process?
A package of inputs, tools and techniques,
and outputs used together to do something
on the project.
There are 47 unique processes.
The output from process are often used as

inputs into other processes.
42
Essential Terms
Progressive Elaboration
You dont know all of the characteristics
about a product or project when you begin.
Instead, they may be revisited often and
refined,
The characteristics of the product emerge

over time, or progressively.
43
Essential Terms
Baseline
Baseline refers to the accepted and
approved plans & their related documents.
Baselines are prepared on triple constraints:
Scope (Quality), Time, Cost.
44
Essential Terms
Regulation
Official document that provides guidelines
that must be followed.
Issued by government or another official
organization.
Standard
A document approved by a recognised body
that provide a guidelines. It is not
mandatory.
45
Essential Terms
Policy
Organization policy is an asset.
Gives guidance to your action as per local
organization rule.
Save time later in the future by preventing
you from doing something your company
would frown upon.
PMs should follow company policy.
46
Essential Terms
Sellers.
Sellers, also called vendors, suppliers, or
contractors, are external companies that
inter into a contractual agreement to
provide components or services necessary
for the project.
Business partners.
Also external companies, but they have a
special relationship with the organization.
47
Essential Terms
Project Coordinator.
Weaker than a PM.
Can't make overall project decisions.
have some authority to reassign assign resources.
Found in weak matrix or functional organization.
Project Expeditor .
The weakest among all.
Staff assistant with little or no formal authority.
Do not have any authority of resources.
Found in a functional organization.
48
Essential Terms
The Triple Constraint
Scope
Quality
Concept that scope, time, &

cost are closely interrelated,
Expanded view of triple
constrained could be
represented as a hexagon.
49
Stakeholders
Are persons or organizations who are actively
involved in the project or whose interests may be
positively or negatively affected by the performance
or completion of the project.
The project management team must:
- Identify both internal and external stakeholders.
- Determine stakeholders requirements and

expectations.
50
Continue Stakeholders
51
So, we have
5 process groups,
10 knowledge areas,
47 project management processes,
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End
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Project Management Processes
55
PMI Framework
Framework Organized into:
10 knowledge areas: Integration, Scope, Time, Cost,
Quality, HR, Communication, Risk, Procurement and
Stakeholder Management.
5 process groups: Initiating, Planning, Executing ,
Monitoring and Controlling, and Closing. And
47 Project Management Processes
56
Process
A process is a set of interrelated actions and
activities performed to achieve a pre-specified
product, result, or service.
47 unique processes composed of three
elements:
1.Inputs
2.Tools and Techniques
3.Outputs
57
To Project Success
Select appropriate processes required to meet the
project objectives.
Use a defined approach that can be adopted to meet

requirements.
Comply with requirements to meet stakeholder
needs and expectations.
Balance the competing demands.
58
Organization
Important Issues:
Process groups are not
completely linear.
The scope is
progressively
elaborated, which
means that some
processes are
performed iteratively.
59
60
End
61
Integration Management
62
63
Integration process cover all project Phases.
Takes a high-level view of the project from start to finish.
Why using the word Integration? Changes made in any
one area of the project must be integrated into the rest
of the project.
The PM must prioritize different objectives that are
competing for time & resources & also keep the team
focused on completing the work.
64
65
Developed Project Charter

The document that officially starts the project.
Work starts even before the project comes official,
but it will not be real until the charter is issued.
Inputs
1. Project Statement of Work (SOW)
2. Business Case
3. Agreements
3. Enterprise Environmental Factors
4. Organizational Process Assets
T&T
Outputs
1-Expert Judgment Project Charter

2-Facilitation
Techniques
66
Inputs
Statement Of Work (SOW)
a narrative description of products or services to be
delivered by the project and is provided by the
project initiator or customer.
Business Case
A business case justification for doing the project in
first place. (Include: ROI)
Agreements
67
Tools and Techniques

Expert Judgement
Used to assess the inputs to develop a project charter.
Such judgement and expertise is applied to any
technical and management details during this process.
Ex: Other units within the organization, Consultant,
subject matter experts, and
Facilitation techniques
Facilitation techniques have broad application within

project management processes and guide the
development of the project charter.
Ex: Agenda, Ground Rule, Brainstorming, Nominal Group
68
Outputs
Project Charter
Documents the business needs, current
understanding of the customer's needs, and the
new product, service, or result that it is intended
to satisfy, such as:
Product purpose or justification.
Measurable project objectives and related
success criteria.
High-level requirements.
High-level risks.
69
Project Charter
Summery milestone schedule.
Summery budget.
Assigned PM, responsibility, and authority level,
and Name and authority of the sponsor or other
person(s) authorizing the project charter.
Project Goal & Scope Statement.
Deliverables & Key Stakeholders.
Assumptions & Constraints.
Initial Risks & Schedule Estimates.
Cost Estimates & Success Criteria
Signatures
70
Develop Project Mgmt Plan

The process of documenting the actions necessary to
define, prepare, integrate, and coordinate all subsidiary
plans.
Specifies the who, what, when, where and how.
Progressively elaborated, meaning that it is developed,

refined, revisited, and updated.
Inputs
T&T
1. Project Charter
1-Expert Judgment
2. Outputs from other Processes
2-Facilitation
3. Enterprise Environmental Factors Techniques
Outputs
Project Mgmt Plan

71
Inputs
Project Charter.
Outputs from other Planning Processes.
(from other knowledge area)
Enterprise Environmental Factors.

Organizational Process Assets.
72
T&T
Expert Judgement.
Facilitation Techniques.
73
Outputs
Project Management Plan
It is A formal, approved document that defines
how the project is managed, executed, and
controlled.
It may be Summary or detailed.
It composed of one or more subsidiary management
plans and other planning documents.
74
Project Management Plan and Project

documents
Differentiation Between the Project Management Plan and Project documents

75
Direct & Manage Project Execution

This is where things get done!,
Most of the projects time, cost, and resources are
consumed her.
Inputs
1. Project Management Plan
2. Approved Change Requests
T&T
Outputs
1. Expert Judgment 1. Deliverables

2. Meetings
2. Work Performance data
3. Enterprise Environmental Factors 3. PMIS

3. Change Requests
4. Project Mgmt Plan Updates
5. Project Document Updates
76
Inputs
Approved Change Requests
It can modify policies, the project management
plan, procedures, costs, or budgets, or revise
schedules.
It may require implementation of preventive or
corrective actions.
77
T&T
Project Management Information System (PMIS)
Provides access to an automated tool, such as
scheduling SW tool, a configuration management
system, and information collection system.
Meetings
Meetings tend to be one of three types:
Information exchange; option evaluation or Decision
making.
78
Outputs
Deliverables
Any product, service, or result.
Work Performance data
Information from project activates collected as the
project progresses.
Change Requests (not approved)
When issues are found, it may modify project
policies, or procedures, project scope, project cost
or budget,
It could be: Corrective Actions, Preventive Actions,
Defect Repairs.
79
Continue Outputs
Project management plan updates
Elements of project management plan.
Project Documents updates
Requirements documents.
project logs (issues, assumptions, etc.).
Risk register, and stakeholder register.
80
Monitor & Control Project Work

Looks at all of the work that is being performed &
makes sure that the deliverables themselves & the
way in which they are being produced are inline with
the plan.
All M&C processes compare the work results to the

plan & make whatever adjustments are necessary to
ensure that they match and that any necessary
changes in the work or the plan are identified and
made.
81
Monitor & Control Project Work

Inputs
2. Schedule forecasts
3. Cost forecasts
4. Validated changes
T&T
1. Expert Judgment
2. Analytical
Techniques
3. PMIS
5. Work performance Info

4. Meetings
Outputs
1. Change Requests
2. Work performance reports
3. Project Management plan
updates
4. Project Documents updates
82
Inputs
Project Management Plan.
Schedule Forecasts
This is expressed in a form of SV and SPI, variance
between planned date and forecasted finish date.
Cost Forecasts
Expressed in a form of CV, CPI, BAC and variance against
planned and actual expenditure .
83
Continue Inputs
Validated changes
Approved changes that result from the Perform Integrated

Change Control process require validation to ensure that
the change was appropriately implemented.
Work Performance Information
Work performance information is circulated through
communication processes.
84
85

Expert Judgment
Analytical techniques
Analytical techniques are applied in project

management to forecast potential outcomes based on
possible variations of project or environmental
variables and their relationships with other variables.
Project Management Information System
Meetings
86
Outputs
Change Requests (not approved)
Work performance reports

Should be prepared by the project team detailing
activates, accomplishments, milestones, identified issues,
and problems,
It can be used to report the key information including:
Current status,
Forecasts, and
Issues.
Project Management Plan Update

Project Document Updates
Forecasts, Performance reports, Issue log.
87
Perform Integrated Change Control

When change occurs in one area, it is SHOULD
evaluated for its impact across the entire
project.
Inputs
2. Work Performance Reports
3. Change Requests
4. EEF
5. OPA
T&T
1.Expert Judgment
2.Meetings
3.Change Control
Tools
Outputs
1. Approved Change requests
2. Change log
88
Inputs
Work Performance Reports.
Change Requests.
89
T&T
Expert Judgment.
Meetings.
Change Control Tools
Manual or automated tools may be used.
Tools are used to manage the change requests and the
resulting decisions.
90
Outputs
Approved Change Requests
Approved change requests will be implemented through the
Direct and Manage Project Work process.
Change Log
Project management Plan Updates
Any subsidiary management plans.
91
Close Project or Phase

Is the process of finalizing all activates across all of
the project management process group to formally
complete the project or phase.
Creating the necessary documentation and archives,
capturing the lessons learned, ensuring that the
contract is properly closed, and updating all org
process assets,
It cant be completed until the project is finished.
92
Close Project or Phase

Inputs
T&T
Outputs
1.Expert Judgment
1. Final Product, Service,
2. Accepted Deliverables
2.Analytical techniques
or Result Transition
3. OPA
3.Meetings
2. Organizational Process
Assets Update
93
Inputs
Accepted Deliverables
Those deliverables that have been accepted
through the (Verify Scope process).

Project/phase closure guidelines or requirements
(project audits, project evaluations, and transition
criteria), and
94
T&T
Expert Judgment
Expert judgment is applied when performing administrative
closure activities. These experts ensure the project or
phase closure is performed to the appropriate standards.
Analytical Techniques
Meetings
95
Outputs
Final Product, Service, or Result Transition
The transition of the final product, service, or result that
the project was authorised to produce (or in the case of
phase closure, the intermediate product, service, or
result),
Organizational Process Assets Updates

Project Files.
Historical Information. Historical information and lessons
learned information are transferred to the lessons
learned knowledge base for use by future projects or
phases.
96
END
97
Scope Management
98
99
Scope Management
The overall goals of scope mgmt are to:
Define the need, expectations, Manage changes,

and Gain acceptance.
Include the processes required to insure that the
project includes all the work required to complete
the project successfully.
Scope changes should be handled in a structured,
procedural, and controlled manner.
100
Continue Scope Mgmt

Requirements should be documented with the
acceptance criteria.
PMs should work proactively to identify and influence
the factors that cause changes.
In the project context, the term scope can refer to:
Product Scope. The features and functions that
characterize a product, service, or result.
Project Scope. The work that needs to be
accomplished to deliver a product, service, or result
with the specific features and functions.
101
Plan Scope Management

Plan Scope Management is the process of creating a
scope management plan that documents how the project
scope will be defined, validated, and controlled.
Inputs
T&T
Outputs
1. Expert Judgement. 1. Scope Management Plan
2. Project Charter
3. OPA
4. EEF
2. Meetings
2. Requirements Management Plan.
102
Outputs
Scope Management Plan
The components of a scope management plan include:
Process for preparing a detailed project scope statement;

Process that enables the creation of the WBS from the
detailed project scope statement;
Process that establishes how the WBS will be maintained

and approved;
103
Continue Outputs
Requirements Management Plan
The requirements management plan is a component of the
project management plan that describes how requirements
will be analyzed, documented, and managed. It include, but
are not limited to:
How requirements activities will be planned, tracked, and
reported.
Requirements prioritization process;

Product metrics that will be used and the rationale for
using them.
104
Collect Requirements
Defining and documenting stakeholders needs,
The project success is directly influenced by the care
taken in capturing and managing project and product
requirements,
It could categorize into:

Project requirements.
Product requirements.
105
Collect Requirements
Inputs
T&T
Outputs
1. Scope Management
Plan
1. Interviews
2. Focus group
1. Requirements
documentation
2. Requirement
Management Plan
3. Stakeholder
management plan
3. Facilitated workshops
4. Group creativity techniques
5. Group decision making techniques
6. Questionnaires and surveys
2. Requirements traceability
Matrix
4. Project Charter
5. Stakeholder
Register
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis
106
Inputs
Stakeholders Management Plan
The stakeholder management plan is used to understand
stakeholder communication requirements and the level of
stakeholder engagement.
Project Charter
Stakeholder Register
Used to identify stakeholders that can provide
information on detailed project and product
requirements.
107
T&T
Interviews
Formal or informal approach to discover info from

stakeholders by talking to them directly.
Focus Groups
Bring together prequalified stakeholders and
subject matter experts to learn about their
expectations about a proposed project.
Facilitated Workshop
Primary technique for defining cross-functional
requirements and reconciling stakeholder
differences, focused sessions that bring key crossfunctional stakeholders together to define product
requirements.
108
Continue T&T
Group Creativity Techniques
Brainstorming
Nominal Group Technique
Idea/Mind Mapping
Affinity Diagram
Multi criteria decision analysis
109
Continue T&T
Group Decision Making Techniques
Assessment process for multiple alternatives with
an expected outcome in the form of future actions
resolution.
There are multiple methods for reaching a group
decision, Ex:
Unanimity . Everyone agrees on a single course of
action.
Majority . Support from more than 50% of the
members of the group.
Plurality. The largest block in a group decides even if
a majority is not a achieved.
Dictatorship . One individual makes the decision for
the group.
110
Continue T&T
Questioners and Surveys
Observations
Prototypes
Obtaining early feedback on requirements by
providing a working model of the expected product
before actually building it.
It supports the concept of progressive elaboration.
111
Continue T&T
Benchmarking
Benchmarking involves comparing planned practices to those
of comparable organizations to identify best practices.
Context diagrams
Context diagrams show inputs to the business system, the
actor(s) providing the input, the outputs from the business
system, and the actor(s) receiving the output.
Document Analysis
Document analysis is used to elicit requirements by analyzing
existing documentation and identifying information relevant to
the requirements.
112
Outputs
Requirements Documentation
Requirements may start out at a high level and become
progressively more detailed as more is known.
Acceptance criteria.
Impact to other entities inside & outside the org.
Support & training requirements.
Requirements assumptions & constraints.
113
Continue Outputs
Requirements Traceability Matrix
Tables that links requirements to their origin and traces
them throughout the project life cycle.
It helps ensures that each requirement adds business

value by linking it to the business and project objectives.
High-level requirements to more detailed requirements.
It helps identifying key info about the requirements.
114
Define Scope
A detailed understanding of the requirements to be executed,
verified, and delivered. It is this process where the
requirements are gathered and documented.
Inputs
T&T
1. Scope Management Plan

2. Project Charter
1. Expert Judgment
2. Product Analysis
3. Req. Documentation
4. OPA
3. Alternatives Identification
4. Facilitated Workshops
Outputs
1. Project Scope Statement
2. Project Document Update
115
Inputs
Scope Management plan
Project Charter
Requirements Documentation.
Organizational Process Asset
((Gold Plating concept))
116

Expert Judgment
Product Analysis
Detailed Analysis of the projects product, service,

or result, with the intent of improving the project
teams understanding of the product and the
requirements.
Alternatives Identification
To make sure that the team is properly considering

all options as they relate to the projects scope.
Techniques to generate creative thought are used.
Facilitated Workshops
117
Outputs
Project Scope Statement

More detailed than the SOW.
It includes:
Goal of the project.
Product descriptions.
Identified risk up to now.
Acceptance criteria.
Cost estimate.
Project exclusions, assumptions, constraints.
118
Create WBS ((Team Work))

The process of sub dividing project deliverables and
project work into smaller more manageable components.
Inputs
1. Scope Management Plan
3. Requirements Documentation
4. Org Process Assets
5.Enterprise Env Factors
T&T
1. Decomposition
2. Expert Judgment
Outputs
1. Scope Baseline
2. Project doc updates
119
T&T
Decomposition
Breaking down the project deliverables into
components (the work package level).
In the WBS, top layer is very general (just name),
and each subsequent layer is more and more
specific. Every level is the detailed explanation of
the level above it.
To what level we decompose?
Are tour work packages small enough to be
manage and estimated for time and cost.
Expert Judgment
120
Outputs
Scope Baseline
Which include :
Project Scope Statement.

Work Breakdown Structure. (WBS)
WBS Dictionary .
121
Continue WBS
Elements of a Good WBS
It must be detailed down to a low level. The
lowest level called work packages.
Graphically, arranged, where each sub-level rills
up to the level above it.
The project team with the PM creates it. It can
be means of team building.
It helps define responsibilities for the team.
It is a communicational tool.
122
Continue WBS
123
Continue Outputs
WBS Dictionary
A document that detail information to the contents
(nodes) of the WBS.
WBS dictionary may include, but is not limited to:
Code of account identifier. Description of work.
Assumptions and constraints. Responsible organization.

Schedule milestones. Associated schedule activities.
Resources required.
Cost estimates. Quality requirements. Acceptance
criteria, Technical references. and Agreement
information.
124
Example
SAAD want to re-qualify his bed room; he
decide to change his bed, paint walls, buy
new sofa and Get rid of old furniture's.
Since he do not have enough budget; he
also decide to keep some money from his
monthly salary for three months.
125
Example
SAAD Room Re-qualify Project
Could you create WBS for this project?
126
Validate Scope
Validate Scope is the process of formalizing acceptance of
the completed project deliverables.
Scope Validation & Quality Control
Both inspect the product against the scope.
SV performed after QC & can be performed at the
same time.
Difference:
SV focuses on the completeness of the work, while

QC focuses on the correctness of the work.
127
Validate Scope
Inputs
T&T

2. Requirements Documentation
3. Requirements Traceability Matrix
1. Inspection
2. Group decision
making techniques
4. Verified Deliverables
Outputs
1. Accepted Deliverables
2. Change Requests
128
Inputs
Requirements Traceability Matrix
Verified Deliverables
129
T&T
Inspection
Includes activities such as measuring, examining and
verifying to determine whether work and
deliverables meet requirements and product
acceptance criteria.
They are sometimes called reviews, product
reviews, audits, and walkthroughs.
Group decision-Making techniques
130
Outputs
Accepted Deliverables
Performed by the PM, the sponsor, the customer, and
the functional managers.
Change Requests
Work Performance information
Work performance information includes information
about project progress, such as which deliverables have
started, their progress, which deliverables have finished,
or which have been accepted.
131
Control Scope
An on-going process that begins as soon as the scope
baseline is created where each scope change request
should be controlled and managed.
Inputs
1. Project Mgmt Plan
3. Requirements Doc
4. Requirements Traceability
Matrix
5.Work Performance data
T&T
Variance Analysis
Outputs
1. Work Performance
information
2. Change Requests
4. Project document Updates
5. Org Process Assets Updates
132
Inputs
Requirements Documentation.
Requirements Tractability Matrix.
Work performance data can include the number of
change requests received, the number of requests
accepted or the number of deliverables completed, etc.
133
T&T
Variance Analysis
Used to measure differences between what was
defined in the scope baseline and what was
actually created.
A way to investigate and understand the root
causes behind the differences.
134
Outputs
Change requests
Project Management Plan Updates
Requirements documentation.
Requirements traceability matrix.
135
End
13
Time Management
13
138
Time Management
The PM should be in control of the schedule.
Schedule is built from the ground up, derived from
the scope baseline and other info, and rigorously
managed throughout the life of the project.
Most critical constraint, based of The Triple

Constraint model.
Scope
Quality
139
Plan Schedule Management

Plan Schedule Management is the process of establishing the
policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
Inputs
1234-
project management plan.

project charter.
EEF.
OPA.
T&T
1-Expert Judgement.
2-Analytical Technique.
3-Meeting.
Outputs
1-Schedule Management Plan
140
Outputs
Schedule Management Plan
A component of the project management plan that
establishes the criteria and the activities for developing,
monitoring, and controlling the schedule. The schedule
management plan may be formal or informal, highly
detailed.
For example, the schedule management plan can
establish the following:
Project schedule model development, Level of accuracy.
Control thresholds, and Process descriptions.
Rules of performance measurement, reporting formats.

141
Define Activities
Identifying the specific actions to be performed to
produce the deliverables, WBS identifies the deliverables
at the lowest level in the WBS, the work package.
Project work packages are decomposed into smaller
components called activities that represents the work
necessary to complete.
Inputs
1. Schedule Mgmt plan
2. Scope Baseline
3. EEF.
4. OPA.
T&T
1. Decomposition
2. Rolling Wave Planning
3. Expert Judgment
Outputs
1. Activity List
2. Activity Attributes
3. Milestone List
142
Inputs
Schedule management plan
Scope Baseline
The project deliverables, WBS, constraints, &
assumptions documented in the project scope
baseline are considered explicitly when defining
activities.
143
T&T
Decomposition
Subdividing the work packages into smaller, more
manageable components called activities.
Involving team members in the decomposition can
lead to better and more accurate results.
Rolling Wave Planning

A form of progressive elaboration that models
project planning the way we see things in the real
world.
144
Outputs
Activity List
All of scheduled activities that need to be performed,

Finally, activities are used to create the project
schedule.
Activity Attributes
For planning, we need to have additional info about

activities.
It is an expansion of the activity list and it will be seen
with it.
Milestone List
A significant point or event in the project.

Imposed, dates based on contractual obligation.
Optional, dates based on historical information.
145
Ex: Activity list
146
Ex: activity attribute
147
Sequence Activity
Identifying and documenting relationships among the
project activities.
We can use project management software or using
manual or automated techniques.
Ex: MS Projects, primavera.
Inputs
2. Activity List
4. Milestone List
6. EEF
6. OPA
T&T
1. Precedence Diagramming
Method (PDM)
2. Dependency Determination
3. Leads and Lags
Outputs
1. Project Schedule
Network Diagrams
2. Project Document
Updates
148
Inputs
Schedule Management plan.

Activity List.
Activity Attributes.
Milestone List
149
T&T
Precedence Diagramming Method (PDM) or (AON)
Used in Critical Path Method (CPM) for
constructing a project schedule network diagram.
Activities are represented by the node
(Rectangles), with arrows representing the
dependencies between them.
150
PDM
151
Note:
PDM is Activity on NODE (AON); it mean activity present
by node.
While Activity On Arrow(AOA); activity present by Arrow.
152
Continue T&T
PDM includes four types of dependencies or logical relations:
Finish-to-start (FS): The initiation of the successor

activity depends upon the completion of the predecessor
activity.
Finish-to-finish (FF): The completion of the successor
activity depend upon the completion of the predecessor
activity.
Start-to-star (SS): The initiation of the successor activity

depends upon the initiation of the predecessor activity.
Start-to-finish: The completion of the successor activity
depend upon the initiation of the predecessor activity.
153
Continue T&T
Dependency Determination
Mandatory Dependencies: cant be broken. Also know

as hard logic.
Discretionary Dependencies: soft logic or preferred
logic. Can be a result of best practices that means it is
based on historical information,
External Dependencies.
Internal Dependencies.
154
Continue T&T
Leads and Lags
A lead: One activity getting a jump start on

another.
It allows the acceleration of the successor activity.
Ex. Finish-to-Start Activity (mandatory)
155
Continue T&T
A lag : a waiting period that exists
(must occur) between two activity.
It directs a delay in the successor activity.
During this lag there is no work to performed.

Ex. Start-to-Start Activity (discretionary)
156
Outputs
Project Schedule Network Diagram
No dates are assigned to the activities yet.

Include full representation of every activity with
enough documentation so the flow of activity can be
understood.
Activity list.
Activity attributes.
Risk register.
157
Exercise1
Part of Activity List for retail Department development Project
Activity Description
A
Review customer complaints
B
Review old process flow
documents
C
Specify repeated procedures
D
Make short list of complaints
E
Make required change to satisfy
customer
F
Approve for changes and delete
repeated procedures
G
Update process flow
H
Inform interested party
Predecessors
-
Duration-Month
2
3
B
A
D
1
1
4
C,E
F
G
1
1
Draw PDM for above activity list

158
159
Estimate Activity Resource

Analysing project activity to determine the type and quantities of
material, people, logistics, or supplies required to perform each
activity.
Inputs
T&T
Outputs
1. Schedule Management Plan

2. Activity List
1. Expert Judgment
2. Alternatives Analysis
1. Activity Resource
Requirements
4. Resource Calendars
5. Risk Register
6. Activity cost Estimates
3. Published Estimating
Data
4. Bottom-Up Estimating
5. Project Mgmt Software
2. Resource Breakdown
Structure
3. Project Document
Updates
7. EEF.
8. OPA.
160
Input
Activity List
Resource Calendars
Information on which resources are potentially available
(when and how) during the activity period,
Risk Register
Risk events may impact resource selection and availability.
Updates to the risk register are included with project
documents updates.
Risk Register Example
161
Continue Inputs
Activity cost Estimates
The cost of resources may impact resource selection.

162
T&T
Expert Judgement.
Bottom-Up Estimating
Alternative Analysis
Outsourcing an activity, purchasing a S.W. component
rather than building it, or using a totally different
approach to complete the activity.
Published Estimating Data
Data available through published, recognized sources
that can help in estimating,
Project Management Software
163
Outputs
Activity Resource Requirements
The type & quantity of resources required for each
schedule activity is the primary output.
Ex. Two senior programmers are required for 4
months.
Resource Breakdown Structure (RBS)
Similar to WBS, is a hierarchical structure of the
identified resources by resource category &
resource type.
It is useful for organizing and reporting project
schedule data with resource utilization
information.
164
Continue Outputs
Activity list.
Activity attributes.
Resource calendar.
165
Estimate Activity Durations

Analyze each activity in the activity list to estimate
how long it will take. It focuses on determining the
duration.
It requires the amount of work effort required to
complete is estimated and the amount of resources
to be applied to complete the activity is estimated,
these are used to approximate the number of work
periods needed to complete the activity.
project management software can be used.
166
Estimate Activity Durations

Inputs
2. Activity List
4. Activity Resource
Requirements
5. Resource Calendar
7.Risk Register
8.Resource Breakdown structure
9.EEF
10. OPA
T&T
1. Expert Judgment
2. Analogous Estimating
3. Parametric Estimating
4. Three-Points Estimates
5. Group Decision Making
Techniques
6. Reserve Analysis
Outputs
1. Activity Duration
Estimates
2. Project Document
Updates
167
Inputs

Activity List.
Activity Resource Requirements
The resources assigned to the activity, and the
availability of the resources will influence the
duration of most activities.
Resource Calendars
The type, availability, & capabilities of human
resources.
The type, quantity, availability, & capability when
applicable, of both equipment & material resources.
168
Continue Inputs
Risk Register
The risk register provides the list of risks, along with the
results of risk analysis and risk response planning.
Resource Breakdown Structure
provides a hierarchical structure of the identified
resources by resource category and resource type.
Duration estimating databases and other reference data,
169
T&T
Expert Judgement.
Analogous Estimating
Top-Down Estimating use info from a previously
performed project to estimate the current project.
Uses parameters such as duration, budget, size, weight,
and complexity as the basis for estimating.
Parametric Estimating
It can produce a higher levels of accuracy.
Uses statistical relationship between historical data and
other variables.
170
Continue T&T
Three-Point Estimating (PERT) : PERT, use three data points for
the duration instead of simply one.
Pessimistic, Most Likely or realistic, and Optimistic

estimates,
Formula: Pessimistic + 4XMost Likely + Optimistic
6
Standard Deviation for an Estimate:
Sigma= Pessimistic Optimistic
6
Two commonly used formulas are triangular and beta
distributions. The formulas are:
Triangular distribution. tE = (tO + tM + tP) / 3

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

171
Continue T&T
Group Decision-Making techniques
Reserve Analysis
Reserve time or Contingency and some time
referred to as buffer into the overall project
schedule to account for schedule uncertainty,
Revisited throughout the life of the project, being
revised up or down as more info on schedule risk
becomes available.
172
Outputs
Activity Duration Estimates
Quantitative assessments of the likely number of

work periods that will be required to complete an
activity.
Contains an estimated duration for each activity in
the activity list.
Activity attributes, and
Assumptions made in developing the activity duration
estimate such as skill level and availability.
173
Develop Schedule
Analyzing activity sequences, durations. resource
requirements, and schedule constraints to create the
project schedule.
Developing an acceptable project schedule, it

determines the planned start and finished dates for the
project activities and milestones.
Revising and maintaining a realistic schedule continues
throughout the project as work progresses.
174
Continue Develop Schedule

Inputs
T&T
Outputs

2. Activity List
1. Schedule Network Analysis

2. Critical Path Method (CPM)
3. Critical Chain Method
1. Schedule Baseline
2. Project Schedule
3. Schedule Data
4. Project Schedule Network

Diagrams
5. Activity Resource Requirements
4. Resource Optimization
techniques
5. Modeling Techniques
6. Leads and Lags
4.Project Calendars
5.Project
Management plan
updates
7. Activity Duration Estimates

9.Risk Register
10.Project staff assignment
7. Schedule Compression
8. Scheduling Tool
6. Project Document
Updates
11.Resource Breakdown Structure

12. Enterprise Environmental
Factors
175
Inputs
Activity List.
Project Schedule Network Diagram.
Activity Resource Requirements.
Resource Calendars.
Activity Duration Estimates.
Project Scope Statement.
Risk Register
Project Staff Assignment
Resource Breakdown structure
Enterprise Environmental Factors.
Organizational Process Assets.

176
T&T
Schedule Network Analysis
The technique of identifying early and late start
dates, as well as early and late finish dates, for the
uncompleted portions of project schedule activities.
Slack Time : amount of time the Task can be

delayed without delay project
SL = LS ES OR SL= LF-EF
177
Schedule Network Analysis
178
Continue T&T
Critical Path Method
The critical path method, used to estimate the
minimum project duration and determine the
amount of scheduling flexibility on the logical
network paths within the schedule model.
Any delay of any activity locate on Critical Path,

will effect direct of project finish dates.
179
Exercise
What Critical Path ?

180
Continue T&T
Critical chain method
It is an upgraded version of the critical path
method, which is a more practical approach to
developing the project schedule.
In critical chain method, the availability of
resources is taken into consideration while drawing
the network diagram.
181
Continue Critical Chain Method

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

sure not to exceed your buffer.
182

To achieve this, you first must perform the critical
path analysis and then analyze resource constraints
and probabilities in order to build the schedule and

the buffers.
The size for each buffer should account for the

uncertainty in the duration of the chain, of
dependant tasks leading up to that buffer.
183
Project Buffer
This buffer is placed between the last task and the project completion date
as a non-activity buffer.
Feeding Buffers
They are inserted between the last task on a non-critical chain and the
critical chain.
Resource Buffer
These buffers are kept alongside the critical chain to make sure that they
are available when they are required.
184
Continue T&T
CRITICAL PATH VS CRITICAL CHAIN
The critical path method (CPM) is a popular approach to
project scheduling that considers the amount of float on
project activities.
Critical chain takes CPM a step further by adding time
buffers to account for limited resources.
185
Continue T&T
Resource Optimization Techniques
1.Resource Leveling
A technique in which start and finish dates are

adjusted based on resource constraints with the
goal of balancing demand for resource with the
available supply.
It often cause the original critical path to change.
((extend time to reduce resource load))

In case no more resource's
186
Continue T&T
2. Resource Smoothing
A technique that adjusts the activities of a schedule

model such that the requirements for resources on the
project do not exceed certain predefined resource
limits.
((Move work to other resources if the load is over))
187
Continue T&T
Modeling Techniques
Examples of modeling techniques include, but are not
limited to:
1. What-If Scenario Analysis.
2. Simulation
Simulation involves calculating multiple project durations
with different sets of activity assumptions, usually using
probability distributions constructed from the three-point
estimate.
Leads and Lags
188
Continue T&T
Schedule Compression
Fined ways to complete the project earlier without
cutting the projects scope:
1. Crashing: adding resources to the project

activity. It almost always increase cost.
2. Fast Tracking: re-ordering the sequence of

activities so that the some of the activities are
performed in parallel, or at the same time. It
does not necessary increase cost, but it
increases risk.
189
Continue T&T
Scheduling Tool
Automated scheduling tools expedite the
scheduling process by generated start and finish
dates based on the inputs of activities, network
diagrams, resources, resources and activity
durations.
190
Outputs
Schedule Baseline
A schedule baseline is the approved version of a schedule

model that can be changed only through formal change
control.
Project Schedule
Shows when each activity is scheduled to begin and end,
as well as schedule start and finish for overall project.
It may be presented in summery form, sometimes

referred to as the master schedule or milestone schedule,
or presented in detail,
191
Continue Outputs
Milestone Charts Similar to bar charts, but only
identify the scheduled start or completion of major

deliverables or milestones and key external
interfaces.
Provides general level of information.
Used for brief, high level presentations where a lot
of schedule detail would be undesirable.
192
Continue Outputs
Bar Charts (Gant Chart) representing activities, show
activity starts and end dates, durations.
- Easy, and frequently used. Show percentage complete
- Represents the activity on horizontal bars with calendars.
- The length of the bar corresponds to the length of the time
the activity should require.
Project Schedule Net. Diagram. show interdependencies,
the sequences, and the critical path.
- Can be presented in the activity-on-node diagram format, or
presented in a time-scale schedule network diagram format,
sometimes called a logic bar chart.
193
Continue Outputs
Schedule Data
Schedule Baseline
It is accepted and approved by the project management team

as the schedule baseline with baseline start dates and
baseline finish dates.
194
Continue Outputs
Project calendars
Identifies working days and shifts that are available for
scheduled activities
195
Control Schedule
Concept of any controlling process, is to compare the work
results to the plan and ensure that they line up.
Schedule is controlled to make sure that time-related
performance on the project is inline with the plan.
Determining the current status of the schedule.
Influencing the factors that create schedule changes.
Determining that the project schedule has changed.
196
Control Schedule
Inputs
T&T
Outputs

2. Project Schedule
3. Work Performance
1. Performance Reviews
2. Project Mgmt software
3. Resource optimization
1. Work Performance
Information
2.Schedule Forecasts
data
4.Project Calendars
5.Schedule Data
6. Organizational
techniques
4. Modeling Techniques
5. Leads and Lags
6. Schedule Compression
3. Change Requests
4. Project Mgmt Plan updates
6.Organizational process assets
Process Assets
7. Scheduling Tool
update
197
Inputs
Project Schedule
Project Calendars
Schedule Data
Work performance data
198
T&T
Performance Reviews
1.Trend Analysis
2.Critical path method.
3.Earned value management (cost management chapter).
4.Critical Chain Method
199
Continue T&T
Resource Optimization Techniques
Modeling Techniques
Leads and Lags
Schedule Compression
Scheduling Tools
200
Outputs
Change Requests.
201
End
20
Cost Management
20
204
Cost Management
Second main project constraint, based of The Triple
Constraint model.
Scope
Quality
PM should have a well-defined WBS, an activity list with

resource and duration estimates for all activities.
PM should M&C cost against time, scope, quality, and

risk to ensure that all projection remain realistic and
clearly defined.
205
Plan Cost Management

Plan Cost Management is the process that establishes the
policies, procedures, and documentation for planning,
managing, expending, and controlling project costs.
Inputs
1- project management plan.
2- project charter.
3.EEF.
4.OPA.
T&T
1-Expert Judgement.
2-Analytical Technique.
3-Meeting.
Outputs
1-Cost Management Plan
206
Outputs
Cost Management Plan
The cost management plan is a component of the project
management plan and describes how the project costs will be
planned, structured, and controlled.
For example, the cost management plan can establish the
following:
- Units of measure.
- Level of accuracy
- thresholds(upper & lower limit) - Process descriptions

- Rules of performance measurement
- Organizational procedures
- reporting formats
207
Estimate costs
Estimate Costs is the process of developing an approximation
of the monetary resources needed to complete project
activities.
Estimation become more mature and accurate while project
progressing.
Estimate Type
Rough Order of Magnitude Estimate
at project initiation
Range
From -50% to +100%
Preliminary Estimate (Used for approvals)
From -20% to +30%
Definitive Estimate (Used for project control)
From -15% to +20%
Detailed Cost (Used for bid preparation)
From -10% to +15%
208
Estimate Costs
Inputs
T&T
1.Cost management Plan

2.HR Management plan.
3. Scope Baseline
4. Project Schedule
5. Risk register
6. EEF
7. OPA
1. Expert Judgment
2. Analogues Estimating
3. Parametric Estimating
4. Bottom-up Estimating
5. Three-point estimates
6. Reserve analysis
7. Cost of quality
8. Project Management SW
9. Vendor Bid Analysis
10.Group decision making tech.
Outputs
1. Activity Cost Estimates
2. Basis of Estimates
3. Project Documents Updates
209
Inputs
Human Resources Management Plan

Provides project staffing attributes, personnel rates, and
related rewards/recognition, which are necessary
components for developing the project cost estimates.
Human Resource Management Plan input on Estimate Costs?
Scope baseline :
Scope statement WBS and WBS dictionary
Project Schedule.
Risk Register.
EEF & OPA.

210
T&T
Expert Judgment:
Analogous Estimating (Top Down)
Parametric Estimating
Bottom-Up (Detailed) Estimating
Three point estimate:
211
T&T
Reserve Analysis
Reserve amount also called Contingency.
The reserved amount should be analyzed to ensure that
the amount of reserve being planned reflects the risk
associated with the project.
Cost of Quality (COQ) (During Product life cycle)
Refers to all of the costs that are incurred to (prevent
defects) in products or costs that (result from defects)
in the products.
Also used in the quality planning process.
212
T&T
Project Management Estimating Software:
Computerized applications like spreadsheets,
simulations and statistical tools.
Vendor Bid Analysis

Bids should be analyzed, to improve the project
teams understanding of cost.
Group decision-Making techniques
213
Outputs
Activity Cost Estimating
How much it would cost to complete each schedule
activity.
Basis of estimates
Document of the basis of estimates.

Document of all assumptions.
Document of any known constrains.
Confidence level of final estimates.
Project Documents Updates
214
Determine Budget
aggregating the estimated costs of work packages to
establish an authorized cost baseline.
It distribute cost on time phases so that the
performing org. will know how to plan for cash flow
and likely expenses.
It should be performed after activity definition,
activity duration estimate, and activity resource
estimate have been performed.
215
Determine Budget
Inputs
1.Cost Management Plan
2.Scope Baseline
3. Activity Cost Estimate
4. Basis Of Estimates
5. Project Schedule
7.Risk Register
8. Agreements
9. OPA
T&T
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical information
5. Funding limits reconciliation
Outputs
1. Cost baseline
2. Project Funding
Requirements
3. Project Documents
Updates
216
Inputs
Scope Baseline
Basis of estimates
Project schedule
Recourse calendar
Risk Register
Agreements
OPA
217
T&T
Expert Judgment
Cost Aggregation
Costs are estimated at an activity level, these estimates
should be aggregated to the work package level where
they will be measured, managed, and controlled during
the project.
Reserve Analysis
Related to risk.
Almost all projects maintain a financial reserve to
protect them against cost overrun.
How much they keep, how they track it vary from
project to another. These buffers go by various names
such as management reserve, and Contingency reserve.
218
Reserve Analysis
219
Continue T&T
Historical Relationship (Parametric Estimation)
A good way to check the validity of your budget is to compare
it with any historic data or industry data that show cost
relationships.
Funding Limit Reconciliation
The process of identify any variances between the funding
limits and the planned expenditures.
220
Outputs
Cost Baseline
Provides Budget at completion.
Specifies what costs will be incurred & when.
Larger project may be divided into multiple cost
baselines.
Project Funding Requirements

Cost Baseline is used to determine the projects
funding requirements that are almost always related
to the planning expenditures, but not identical to
them.
They also should include any planned contingency or
reserve funds, since these must be available to the
project as soon as they are needed.
Project documents updates
221
222
Control Cost
Inputs
T&T
Outputs
1. Project mgmt plan

2. Project funding Req.
4. OPA
1. Earned value mgmt

2. Forecasting
3. To-complete
performance index
4. Performance reviews
5. Project mgmt Software
6. Reserve analysis
1. Work performance Info.

2. Cost forecasts
3.Change requests
4.Project mgmt. plan updates
5.Project document updates
6. OPA update
223
Inputs
Project management plan

Project Funding Requirements
Work performance Data
Organization process assets
224
T&T
Earned value management (EVM)
Its a method of performance measurement, it
integrates project scope, cost and schedule to help
measure project performance.
EVM monitor, three monitory values:
Planned value - Earned value - Actual cost
By EVM Project manager will know whether the project is:
ahead of / on / behind schedule
under / on / over budget
225
EVM
Planned Value (PV):
How much Work should have been completed at a point in

time based on the plan.
The authorized budget assigned to be accomplished.
(Planned % complete X BAC)
Total PV for the project is also known as (BAC)
Earned Value (EV) :
The monitory value of work performed.

Delivered by measuring where you actually are in terms of
work completed during a given period of time in the
schedule.
Actual Cost (AC):
The actual cost incurred.

The money spent during a given period of time.
226
EVM
EVM monitor, two variances
Cost Variance:
The difference between what we expected to spend

and what was actually spent.
CV= EV-AC
Schedule Variance:
The difference between where we planned to be in

the schedule and where we are in the schedule.
SV=EV-PV.
227
EVM
Schedule performance index.

It measures how efficiently the project team is
using its time.
SPI = EV/PV
Cost performance index.
The cost performance index (CPI) is a measure of
the cost efficiency of budgeted resources,
expressed as a ratio of earned value to actual
cost.
CPI = EV/AC
228
Exercise
Earned Value Management
Assume 4 equal sides, budget 200$ per side, schedule 1 side per
day. Finish 4 days & cost 800$.
Day1: side 1 complete, budget of 200$ spent.
Day2: side 2 started but not complete, expected budget 220$
Day3: side 2 complete, and half of side 3 completed but team left
early and only spent 140$
Where we are now? Ahead or Behind

229
4 equal sides, budget

200$ per side, 1 side per
day. Finish 4 days & cost
800$.
Day1:side 1 complete,
budget of 200$ spent.
Day2:side 2 started but
not complete, expected
budget 220$
Day3:side 2 complete,
and half of side 3
completed but team left
early and only spent 140$
230
EVM Example:
231
Continue T&T
Forecasting.
EAC forecast for ETC work performed at the budgeted
rate. This EAC method Equation: EAC = AC + (BAC - EV)
EAC forecast for ETC work performed at the present
CPI Equation: EAC = BAC / CPI
EAC forecast for ETC work considering both SPI and
CPI factors. Equation:
EAC = AC + [(BAC - EV) / (CPI x SPI)]
232
Exercise
Earned Value Management

Project of Highway Paving 100 Km; for each 10 Km we need
a month with cost 100 k$, total project budget is 1 million
and duration 10 Month.
MONTH1: 10 km complete, budget of 90k spent.

Where we are now? Ahead or Behind

233
Answer
PV ; EV ; AC ;
CV= EV-AC
SV=EV-PV
CPI = EV/AC
SPI = EV/PV
234
Answer
PV = 100 + 100 + 100 + 100 = 400 k
EV = (10+15+15+10)=50 km * 100k = 500k
AC = 90 + 150 + 110 + 100 = 450 k
CV= EV-AC = 500 450 = 50
SV=EV-PV = 500 400 = 100
CPI = EV/AC = 500 /450 =
1.1
SPI = EV/PV = 500 / 400 =
1.25
235
T&T
To-Complete Performance Index (TCPI)
Is a measure of the cost performance that is required to
be achieved with the remaining resources in order to
meet a specified management goal .
TCPI = (BAC-EV)/(BAC-AC)
TCPI = (BAC-EV)/(EAC-AC)
236
T&T
EAC=AC+[(BAC-EV)/(cumulative CPIX cumulative SPI], this
estimate introduce SPI as a factor in estimating EAC and
we can add a weighting value (80/20 or 50/50) between
SPI and CPI
To Complete Performance Index(TCPI)
If the BAC is no longer viable, the project manager develop a
forecast estimate at completion. Once its approved TCPI will
replace BAC.
TCPI based on BAC: (BAC-EV)/(BAC-AC),

If CPI false below the baseline (-ve value)TCPI based on
EAC will be calculated and will be set as new target
TCPI=(BAC-EV)/(EAC-AC).
237
Continue T&T
238
239
240
Continue T&T
Performance Reviews
Meetings held to measure actual performance against
the plan.
The software that will help in automating the generation
of EVM variables, indexes and forecasts.
Reserve Analysis
241
Outputs
Work Performance Measurements
Show how the project is performing against the
plan,
CV, SV, CPI, and CPI.
Cost Forecasts
Either a calculated EAC value or a bottom-up EAC
value is documented and communicated to
stakeholders.
Change requests (By Default)
Corrective actions.
Preventive actions.
242
Continue Outputs
Project management Plan updates
Organization process assets update
243
End
24
Quality Management
24
246
Quality Management
Quality:
The degree to which a set of inherent
characteristics fulfill requirements.
Differences between grade and quality
Grade: The same technical use, but different
characteristics.
Quality: The degree of characteristics fulfill the
requirements.
247
Terms and Definitions

We must differentiate between quality control and
quality assurance:
Quality assurance: The planned and systematic
activities implemented in a quality system so that
quality requirements for a product or service will
be fulfilled.
Quality control: The observation techniques and
activities used to fulfill requirements for quality.
248
Quality Pioneers and Philosophies

JURAN: Issue Pareto principle (80% of the problems
are caused by 20% of the causes), He developed
Jurans Trilogy: quality planning, quality control,
and quality improvement.
CROSBY: Zero Defect, which led to Six Sigma.
DEMING: Increase quality and reduce costs by
continuous process improvement. (Plan-Do-Check-Act)
249
Continue Terms and Definitions

Just-In-Time (JIT): A manufacturing method that
brings inventory down to zero (or near zero) levels. It
forces a focus on quality, since there is no excess
inventory on hand to waste.
Six Sigma: it focuses very high levels of quality by
controlling the process and reducing defects.
It puts a primary focus on quantifying, measuring,
and controlling the quality of products, services,
and results.
250
251

Attribute sampling: Measures whether or not
the results conform to specifications. (YES or NO)
Variable sampling: continuous scale that measures
the degree of conformity. The result is rated on
degree of conformity.
Control limits: identify the boundaries of common
variation in a statistically stable process or
process performance.
Tolerance: specified range of acceptable results.
252
Plan Quality Management

It is the process of identifying quality requirements and/or
standards for the project and its deliverables, and documenting
how the project will demonstrate compliance with relevant
quality requirements and / or standards.
Inputs
T&T
Outputs
1.Project Management Plan

2. Stakeholder register
1. Cost-Benefit-Analysis
2. Cost of Quality
1. Quality Management Plan

2. Process Improvement Plan
3. Risk register
4.Requirements Documentation
3.Seven Basic Quality tools

4. Benchmarking
2. Quality Metrics
3. Quality Checklists
5. EEF
6. OPA
5. Design of Experiments
6. Statistical sampling
5. Project document updates
7. Additional Quality Planning Tools

8.Meetings
253
Inputs
Stakeholder register
Risk register
EEF
OPA
254
T&T
Cost-Benefit Analysis
A cost-benefit analysis for each quality activity compares the
cost of the quality step to the expected benefit.
Cost of Quality (COQ)
Looks at all of the costs that will be realized in order to
achieve quality.
Seven Basic Quality tools

- Cause-and-effect diagrams
- Flowcharts
- Check sheets
- Pareto diagrams
- Histograms
- Control charts
- Scatter diagrams
255
256
T&T
Benchmarking
Projects quality standards are compared to those of
other projects which will serve as a basis for
comparison.
Design of Experiments (DOE)
We need to know what is the predicted outcome of a
systems under experiment (measure phase in 6sigma).
Uses data analysis to determine optimal conditions.
Additional quality planning tools
Like brain storming, force field analysis, nominal group
techniques and Quality Management and control tools .
Meetings
257
Outputs
Quality Management Plan: Describes how the quality policy
will be met.
Process Improvement Plan: Deals with how quality activities
will be streamlined and improved. Areas to consider:
Process boundaries,
Process configuration,
Process metrics,
Target to improve performance.
Quality Metrics : Define how quality will be measured.
Quality Checklists: (list of steps)To ensure that all steps were
performed. and that they were performed in the proper
sequence.
Project Documents Updates
258
Perform Quality Assurance

The process of auditing the quality requirements and the
results from quality control measurements ensure that
appropriate quality standards are used.
Inputs
1. Quality Mgmt. Plan
2. Process Improvement Plan
3. Quality Metrics
4. Quality Control
5. Project Documents
T&T
1.Qulaity Management
and control tools
2. Quality Audits
3. Process Analysis
Outputs
1.Changes Requests
2.Project Mgmt. Plan
Updates
3.Project Document
Updates
updates
259
Input
Quality Management Plan
Process Improvement Plan
Quality Metrics
The quality metrics provide the attributes that should be

measured and the allowable variations.
Quality control Measurements
The results of control quality activities. They are used to

analyze and evaluate the quality of the processes of the
project.
Project documents
260
T&T
Quality Management and Control Tools
Tools and techniques from plan quality process.
- Affinity diagrams
- Process decision program charts (PdPc)
- Interrelationship digraphs.
- Tree diagrams.
- Prioritization matrices
- Activity network diagrams
- Matrix diagrams.
261
T&T
Quality Audits
Review the project to evaluate which activities taking
place on the project should be improved and which meet
quality standards,
The goal is to improve acceptance of the product and the
overall cost of quality.
Process Analysis
Reviews the quality process to ensure that it is working
efficiently & effectively.
262
Outputs
Change requests
Project document updates
Organization process assets updates
263
Control Quality
Inputs
T&T
Outputs
1.Project Management 1.Seven Basic Quality

Plan
Control Tools
1. Quality Control Measurements

2. Validated changes
2. Quality Metrics
3. Quality Checklists
4. Work Performance
Data
3. Verified Deliverables
4. Work performance info
5. Change requests
5. Approved Change
Requests
6. Deliverables
2. Statistical Sampling
3. Inspection
4. Approved change
requests Review

7.Project Documents
8.Organizational
process assets
264
Inputs
Project management plan
Work performance measurements
Approved change requests
Deliverables.
Project Documents
265
T&T
Seven Basic Quality Tools
1- Cause and Effect Diagram (Ishikawa or Fishbone)
Show how different factors relate together & might be

tied to potential problems.
Identifies quality problems and trying to uncover the
underlying causes.
Example
266
T&T
2.Control Charts
3.Flowcharting
Show how various components relate in a system.
Can be used to predict where quality problems may happen.
Cause & effect diagrams are another type of flowcharting.
4.Histogram or Column Char
Shows how often something occurs, or its frequency,
Pareto chart is one example of a type of histogram.
5.Pareto Charts (80/20 rule)

Pareto Law: 80/20 Rule. 80% of problems come from 20% of the
causes.
Shows defects ranked from greatest to least.
267
T&T
Used to focus on the problems most likely to change results.
It helps to determine the few root causes behind the
majority of the problems on a project.
268
Continue T&T
6.Run Chart
Taking a snapshot of the way things are at a

point in time,
The PM can analyze how quality is trending over
time.
7.Scatter Diagram
Powerful tool for spotting trends in data,
Uses two variables dependent and independent variable,
269
Continue T&T
Statistical Sampling
Inspection
An inspection is the examination of a work product to
determine if it conforms to documented standards.
Inspections may be called reviews, peer reviews, audits, or
walkthroughs. In some application areas, these terms have
narrow and specific meanings.
Approved change requests review
All approved change requests should be reviewed to verify
that they were implemented as approved.
270
Outputs
Quality control measurements
resulting documents out from quality control activates.
Validated changes
Any changed or repaired items are inspected and either
accepted or rejected (return for rework).
Verified deliverables
Are inputs to verify scope process.
271
Continue Outputs
Work performance Information
Change requests
Project document updates
Organization process assets updates
272
Perform Quality Assurance & Control Quality
273
End
27
275
HR Management
27
277
Human Resource Management

The process that organize and manage the project team,
The project management team is a subset of the project team
and called the CORE, EXECUTING, team
Managing the project team includes:
Influencing the project team,
Professional and ethical behavior.
278
Terms and Definitions

Maslow's hierarchy need theory
Mcgregor - theory x y
Herzberg's motivation-hygiene theory

McClelland's Human Motivation Theory
279
Maslow's hierarchy need theory
280
Mcgregor - Theory x, y
281
Herzberg's theory
282
McClelland's Human Motivation Theory
283
Develop human Resource Plan

This process defines
Roles, required skills,
Responsibilities, reporting relationships, and
When to acquire and release project team.

Inputs

2.Activity resource requirements
3.EEF
4.OPA
T&T
1. Org Charts & Position
Descriptions
2. Networking
3. Organization al Theory
Outputs
1. Human resource Plan
4. Expert Judgment
5. Meetings
284
Input
Activity resource requirements
Enterprise environmental factors
285
T&T
Org Charts and Position Description
Present who will be working on the project and what

they will be responsible for doing, including
Responsibility availability matrix hierarchical charts
(WBS,OBS,RBS), text oriented formats.
Hierarchical type charts.
286
T&T
Matrix based charts (Ex. RAS)
RACI (Responsible, Accountable, Consultant, Inform)
Text oriented formats
287
T&T
Networking
Communicating with others within your network
of contacts, like correspondence, meetings and
information conversation.
Organization Theory
Provides info regarding the way in which people,
teams, and organizational units behave.
Expert Judgement
Meetings
288
Outputs
Human Resources Management Plan:
It includes:
Roles and Responsibilities
Project Organizations Charts
Staffing Management plan
Staffing acquisition.
Resource calendar.
Staff release plan.
Training needs.
Rewards and recognition.
Compliance with governmental, union regulations.
Safety.
289
Acquire Project Team

Inputs
1.Human Resource Mgmt plan
2. EEF
3. OPA
T&T
1. Pre-Assignment
2. Negotiation
3. Acquisition
4. Virtual Teams
Outputs
1. Project Staff Assignments
2. Resource calendars
3. Project management plan
updates
5.Multi-Criteria
decision analysis
290
Inputs
Human Resource Management Plan
Enterprise environmental factors
Organizational process assets
291
T&T
Pre-Assignment
Staffing done before the running of this process for the sake
of project requirements or as a result of organization policy or
politics.
Negotiation
It is an important skill for the PM, PM needs to negotiate with
functional managers and with project team other project
managers and external organizations.
Acquisition
Looking outside the org for resources when they cannot be
provided by your organization.
Virtual Teams (tools)
Group of individuals who may or may not see each other in
person.
292
T&T
Multi-criteria decision Analysis
Selection criteria are often used as a part of acquiring
the project team. By use of a multi-criteria decision
analysis tool, criteria are developed and used to rate or
score potential team members
293
Outputs
Project Staff Assignments
Each role that was defined should have a resource assigned to it.
Resource calendar
The time they are assigned to work on activities should be
documented.
Project management plan updates.
294
Develop Project Team

Inputs
T&T
Outputs
1.Human Resources
Management Plan
1. Interpersonal skills
2. Training
1. Team Performance
Assessment
2. Project Staff
Assignments
3. Resource calendars
3. Team-Building Activities
4.Ground Rules
5. Co-location
6. Recognition and Rewards
2. Enterprise
environmental factors
Update
7. Personnel Assessment
Tools
295
Inputs
Human Resource Management
Project staff assignment
Resource calendars
296
T&T
Interpersonal skills
Or what is called soft skills like empathy,
creativity, group facilitation, understanding and
sentiments.
Training
formal or informal training.
Team building activities

Building relationships among team members by
participating in team problems solving.
In theory there are five stages of development a
team might go through:
297
Team building activities (THE TUCKMAN MODEL)
298
T&T
Ground Rules
Co-location (War Room)
Recognition and Rewards
Desirable behaviors should be rewarded and
recognized,
Win-win rewards is the best choices for team building,
Win-lose rewards such a contest where one team
member wins and others do not, can be detrimental to
the sense of team.
Personnel Assessment tools
299
Outputs
Team Performance Assessment
Measuring and evaluating how the team is doing,
E.g., measure the work performance, the experience
the team is acquire.
EEF updates
300
Manage Project Team

project manager can use five types of power to
influence his team members as follows:
Formal or Legitimate Power

Reward Power
Penalty Power
Expert Power
Referent Power
What is the best power of the project manager?

301
Manage Project Team

Inputs
T&T
Outputs
1.Human Resource Mgmt Plan 1. Observation &

2. Project Staff Assignments
Conversation
3. Team Performance
2. Project Performance
1. Change requests
3.Project Documents Updates
Assessment
4. Issue log
5. Work Performance Reports
6. OPA
4.EEF updates
5.OPA Updates
Appraisals
3. Conflict Mgmt
302
Inputs
Human Resource management plans
Project staff assignments
Team performance assessment
303
Inputs
Issue log
An issue log can be used to document and monitor who is
responsible for resolving specific issues by a target date.
Work Performance reports
304
T&T
Observation and Conversation
Project Performance Appraisals
PM and other personnel managers on the project
meet the people who report to them on the project
and provide feedback on their performance.
305
T&T
Conflict Management
Conflict occur between individuals or groups on the
project, it could occurs between PMs and Functional
Managers.
Methods of conflict Management:
306
Continue T&T
Interpersonal skills
Includes leadership, influencing, and effective decision making.
307
Outputs
Change requests
Project management plan update
Enterprise environmental factors updates
Organizational Process Assets updates
308
End
30
Communication Management
31
Communication Management
All tasks related to producing, compiling, sending,
storing, distributing, and managing project records.
It is made up of 3 processes to determine what to

communicate, to whom, how often, and when to
reevaluate the plan.
PMs spend %90-70 of their time communicating with
team members and other project stakeholders.
312
Communication Type
Internal and external
Formal (reports, memos) and informal (emails, ad-hoc
discussions).
Official (newsletter, annual report) and unofficial (off

the record communications).
Vertical (up and down the organization) and horizontals
(with peers).
Verbal and non-verbal (voice inflections, body language).
313
Plan Communication Management

Plan Communications Management is the process of
developing an appropriate approach and plan for project
communications based on stakeholders information needs
and requirements, and available organizational assets.
Inputs
T&T
1.Project Management Plan.

2.Stackholders register.
3.EEF.
4.OPA.
1.Communication Requirement
analysis.
2. Communication technology
3. Communication Model.
Outputs
1- Communication
Management Plan
4. Communication Method
5. Meetings
314
Inputs
315
T&T
Communication Requirements Analysis
PM should consider the number of communication
Channels or paths as an indicator of the complexity
of a projects communication,
Channels = n(n-1)/2 where n=no. of people
316
317
T&T
Communications Technology
The right tool should be selected for a given

communications need.
Factors that can affect the project include:
Urgency of the need for information.
Availability of technology.
Ease of Use.
Project Environment.
Sensitivity and confidentiality of the information.
318
T&T
Communication Models
319
Communication Models
The sender is responsible for:
Encode the message clearly
Select a communication method
Send the message
Confirm that it was understood from the
receiver
The receiver is responsible for:

Decode the message
Confirm that the message was understood
320
T&T
Communication Methods
Interactive communication: Phone, Meeting
Push communications : Email
Pull communications : Shared Files
Meetings
321
Outputs
Communications Management Plan
In addition to what was described, the communication
plan must Identify the project documents that will be
created during the course of the project and define
how these documents will be shared and archived,
322
Outputs
Communication Management Plan include:
Stakeholder communication requirements.
Information to be communicated, including
language, format, content, and level of detail.
Reasons for the distribution of that information.
Time frame and frequency for the distribution of
the required information.
Person responsible for communicating the
information.
323
Communication Management Plan include:

Methods or technology used to convey the information.
Escalation process.
Methods for updating and refining the communications
management plan.
Communication constraints.
It can also include guidelines and templates for project
status meetings, project team meetings, e-meetings,
and e-mail.
324
Outputs

Project schedule,
Stakeholder register.
325
Manage communications
Manage Communications is the process of creating,
collecting, distributing, storing, retrieving, and the ultimate
disposition of project information in accordance to the
communications management plan.
Inputs
T&T
1- Communication
1. Communication technology
Management Plan
2. Communication Model.
2.Work performance Reports
3. Communication Method
3.EEF.
4. Information Management Sys.
4.OPA.
5.Performance Reporting.
Outputs
1.Project Communications
updates.
3. Project documents updates
4. OPA Updates
326
Inputs
Communication Management Plan
Work Performance Reports
327
T&T
communication technology
communication Models
communication Methods
Information Management Systems

Performance reporting
328
Outputs
Project communications
The Manage Communications process involves the activities
that are required for information to be created, distributed,
received, acknowledged, and understood.
Project Management Plan updates

Organizational Process Assets updates
329
Control Communications
Control Communications is the process of monitoring and
controlling communications throughout the entire project
life cycle to ensure the information needs of the project
stakeholders are met.
Inputs
T&T
Outputs
1. Project Management Plan.
1. Information Management Sys.
2.Comm. Management Plan.
2.Expert Judgement.
3.Issue Log.
3.Meeting.
1. Work Performance
Information.
2. Change requests
updates.
5. OPA Updates
4.Work performance data.
5.OPA.
330
Inputs
Project communications
Issue Log
Or also called action item log can be used to document
and monitor the resolution of issues.
Can be used to facilitate communication and ensure a
common understanding of issues.
331
T&T
Information Management Systems
Expert Judgment
Meetings
332
Outputs
Change Requests

333
END
334
Risk Management
33
Risk Management
The PM is in control and proactively managing events, avoiding
as many problems as possible,
The PM must understand how to anticipate and identify areas
of risks, how to quantify and qualify them, and how to plan
for them,
Risk has two characteristics:
It is related to an uncertain events.
May affect the project for good or for bad.
337
Risk Management
The risk attitudes of both the organization and the stakeholders

may be influenced by a number of factors, which are classified
into three themes:
Risk appetite which is the degree of uncertainty an entity is

willing to take on in anticipation of a reward.
Risk threshold which refers to measures along the level of
uncertainty or the level of impact at which a stakeholder may
have a specific interest. Below that risk threshold, the
organization will accept the risk. Above that risk threshold, the
organization will not tolerate the risk.
Risk tolerance which is the degree, amount, or volume of risk
that an organization or individual will withstand.

338
Plan Risk Management

Inputs
T&T
1. Analytical techniques
2. Project Charter
3. Stakeholder Register
5. Org .Process Assets
2. Expert judgment
3. Meetings
Outputs
1. Risk Mgmt Plan
Again Analytical techniques

Enable PM to examine complex relationships
between variables
339
Inputs
Project Charter
EEF
OPA
340
T&T
Analytical Techniques
Expert Judgment
Meetings
341
Outputs
Risk Management Plan
Methodology: define approach, tools and data
sources used for risk management.
Roles and responsibilities: How risk will be
managed and by whom.
Budgeting.
Timing.
Categorize:
Definition of Risk probability and impact.
342
Risk Management Plan Include also:
Probability and impact matrix.

Revised stakeholders tolerances.
Reporting formats.
Tracking
343
Identify Risks
Inputs
T&T
1. Risk management Plan

2. Cost management Plan
1. Documentation Reviews
2. Info Gathering Techniques
3. Schedule management Plan

4. Quality management plan
5. Human Resource management plan
6. Scope baseline
3. Checklist Analysis
4. Assumptions Analysis
5. Diagramming Technique
6. SWOT analysis
7. Activity Cost Estimates

8. Activity duration estimates
9. Stakeholder register
10. Project documents
11.Procurements documents
7. Expert judgment
Outputs
1. Risk Register
12.Enterprise Environmental
Factors
344
Inputs
Risk management plan
Cost management plan
Quality management plan

Human resource management plan
Scope baseline
Activity Cost estimates

Activity duration estimates
345
Continue Inputs
Project documents
Procurement documents
If the project requires external procurement of
resources, procurement documents become a key
input to the Identify Risks process.
EEF
0PA
346
T&T
Documents reviews
Information Gathering Technique

Brainstorming , Delphi technique, Interviewing, Root
Cause analysis.
Checklist Analysis
Risk identification checklists are developed based on
historical information and knowledge that has been
accumulated from previous similar projects and from
other sources of information.
Assumptions Analysis
Assumptions should be analyzed and documented and
challenged if necessary.
Continue T&T
Diagramming technique
Cause-and-effect or Ishikawa
System or process flow charts
SWOT Analysis (Strength, Weakness, Opportunity, and Threat)
SWOT Analysis, used to measure each risks strengths,

weaknesses, opportunities, and threats.
It helps specify the most significant project risk factor.
Expert Judgement
348
SWOT Analysis
349
Outputs
Risk Register
Provides a list of all identified risks on the
project.
List of Potential response.
What the possible actions to this risk are.
What categories the risks fall into.
To update the RBS.
350
Risk Register
351
Inputs
Scope Baseline
Risk Register
Enterprise Environmental factors
352
T&T
Risk Probability and Impact Assessments/
Probability and Impact Matrix
To determine what the highest priorities, can be
assesses by meetings or interviews with experts of
risk categories.
Each risk in the risk register is evaluated for its
likelihood of occurring and its potential impact on
the project.
353
Risk Probability and Impact Assessments
354
T&T
Risk Data Quality Assessment
The data used should be evaluated to determine whether or not it is

accurate and of acceptable quality.
Risk Categorization
Can be categorized in many ways (i.e:RBS or by project phases)
Risk Urgency Assessment

Risks that cannot wait,
Determine which risks are the most urgent, requiring immediate
attention.
Expert judgment
355
Outputs
Project Documents updates
1.Risk Register Updates.
Relative ranking or priority list of project risks,
Risks grouped by categories,
Causes of risk or project areas requiring particular attention,

list of risks requiring response in the near-term,
List of risks for additional analysis and response,
Watch lists of low-priority risks.
2.Assumptions log updates.
356
Perform Quantitative Risk Analysis

Assigns a projected value to (quantify) the risks that
have been ranked by qualitative risk analysis.
This value is specified in terms of cost or time.
Inputs
T&T
1. Risk Mgmt Plan

2. Cost Mgmt plan
4. Risk Register
1. Data Gathering and

Representation Techniques
2. Quantitative Risk Analysis
and Modeling Techniques
5. EEF
3. Expert Judgment
Outputs
updates
6. OPA
357
Inputs
Risk management plan.
Cost management plan.
Risk register
358
T&T
Data Gathering and Representation Techniques
Interviewing - Experts Judgment - Probability
distribution.
Quantitative Risk Analysis & Modeling Techniques

Sensitivity Analysis: analyze the project and
determine how sensitive it is to risk.
Tornado Diagrams: analyse project sensitivity to

cost or to other factors.
359
Impact
Very low
Cost
Variations manageable by
virement against internal budget
headings
Time
Slight slippage against internal
targets
Low
Requires some additional funding Slight slippage against key

from organisation
milestones or published targets
Failure to include certain nice to

have elements or bells and
whistles promised to stakeholders
Medium
Requires significant additional

funding from organisation
Significant elements of scope or

functionality will be unavailable
High
Requires significant reallocation of Failure to meet key deadlines in

organisation funds (or borrowing) relation to the academic year or
to meet project objectives
strategic plan
Failure to meet the needs of a

large proportion of stakeholders
Very high
Increases threaten viability of

project
Project outcomes effectively

unusable
Delay affects key stakeholders

and causes loss of confidence in
the project
Delay jeopardises viability of

project
Quality
Slight reduction in quality/scope
with no overall impact on
usability/standards
360
Tornado Diagrams
361
Quantitative Risk Analysis & Modeling Tech.

Expected Monetary Value Analysis EMV.
Decision Tree Analysis: used to show probability
and arrive at a dollar amount associated with each
risk.
362
Example
363
T&T
Modeling and Simulation
Using Monte Carlo analysis,
Takes details and assembles a big picture,

Performed by computer .
Expert judgment
364
Outputs
Project documents are updated with information resulting
from quantitative risk analysis.
365
Plan Risk Response

Inputs
1. Risk Mgmt. Plan
2. Risk Register
T&T
1.Strategies for Negative Risks or
Threats
Outputs
2. Strategies for Positive Risks

or Opportunities
3. Contingent Response Strategies
4. Expert Judgment
366
Inputs
Risk register
367
T&T
Strategies for Negative Risks or Threats
Avoid : appropriate for undesirable risk
Transfer : transfer it to another party

(Transferee the loss associated with risks
to a third party) and make him responsible
(e.g. insurance),
Mitigate : make it less, minimizing the
probability and impact of risks to
acceptable level (e.g. construct outside
rainy season).
368
T&T
Strategies for Positive Risks or Opportunities
Exploit: trying to remove any uncertainty.
Finishing the project early, adding more
people to complete early
Share : working with another party how can
better utilize the opportunity.
Enhance: seek to increase the opportunity
probability.
369
T&T
Contingent Response Strategy
The project team may make one decision related
to risk, but make that decision contingent upon
certain conditions.
E.g. mitigate a technology risk by hiring an outside
firm with expertise, but that decision my be
contingent upon the outside firm meeting
intermediate milestones related to that risk.
Expert judgment.
370
Outputs
Risk Management Plan Updates
Project Document Updates.
371
Control Risk
Inputs
T&T
Outputs

2. Risk Register
3. Work Performance
data
1. Risk Reassessment
2. Risk Audits
3. Variance and Trend
Analysis

2. Change requests
4. Performance
Reports
4. Technical Performance
Measurement
5. Reserve Analysis
6. Meetings
372
Inputs
Project management plan.
Risk register
Work performance data
Work Performance reports
373
T&T
Risk reassessment
To identify new risks and closing risks that are
outdated.
Risk Audits
Focused on overall risk management.
Variance and Trend Analysis
Variance Analysis, focus on the difference
between what was planned and what was
executed.
Trend Analysis, shows how performance is
trending. It shows worst cost performance.
374
T&T
Technical Performance Measurement
Focus on functionality, looking at how the project
has met its goals for delivering the scope over time.
Reserve Analysis
Project reserve or contingency can apply to
schedule, time or cost. Periodically should be
evaluated to ensure that it is sufficient to address
the amount of risk the project expects to.
Meetings
375
Outputs
Change requests
Project document updates.
Organizational process assets updates
376
End
37
Procurement Management
37
Processes performed to obtain goods, services, or
scope from outside the organization.
There are two Procurement primary roles:

Buyer: the organization purchasing or procuring
the goods or services from the seller.
Seller: the organization providing or delivering
the goods or services to the buyer.
380
Contracts could take one of Three types:
Firm Fixed Price Contracts
Firm Fixed Price (FFP)
Fixed Price Incentive Fee (FPIF)
Fixed Price Economic Price Adjustment (FPEPA)
Cost Reimbursable Contracts (CR)

Cost Plus Fixed Fee (CPFF)
Cost Plus Incentive Fee Contracts (CPIF)

Cost Plus Award Fee Contracts (CAF)
Time and Material Contracts (T&M)

Marge of above two contracts types.
381
Who bears the risk of each contract type?
CONTRACT TYPE
WHO PEARS RISK
Firm Fixed Price Contracts
SELLER
Cost Plus Fixed Fee (CPFF)
BUYER
Cost Plus Incentive Fee Contracts (CPIF)
SELLER AND BUYER
Cost Plus Award Fee Contracts (CAF)
SELLER AND BUYER
Time and Material Contracts (T&M)
BUYER
382
Plan Procurement
Inputs
T&T
Outputs

2. Requirements documentation
1. Make-or-Buy
Analysis
1. Procurement Mgmt Plan

2. Procurement statements
3. Risk register
4. Activity resource requirements
5. Project schedule
6. Activity cost estimates
2. Expert Judgment
3. Market Research
4. Meetings
of work
3. Procurement documents
4. Source selection criteria
5. Make-or-Buy Decisions
8. Enterprise Environmental
Factors
6. Change requests
7.Project documents updates
383
T&T
Make-or-Buy Analysis
Look at all of the factors that could sway the decision toward
making internally or buying externally, including risk factors,
costs, releasing proprietary info, and a host of other decision
pointing.
Expert judgment
Market Research
Meetings
384
Conduct Procurement
Obtaining seller responses, selecting a seller, and awarding
a contract. A short list of qualified sellers can be
established based on preliminary proposal.
Inputs
T&T
Outputs
1.Procurement Management plan
1. Bidder conferences
1. Selected sellers
2. Procurement documents
2. Proposal evaluation
2. Agreements
3. Source selection criteria
techniques
3. Resource colanders
5. Seller proposals
3. Independent
4. Change requests
estimates
5. Project Mgmt plan
7. Make-or-Buy Decision
4. Expert Judgment
updates
8. Procurement Statement of work
5. Advertising
9. Org process assets
6. Analytical techniques
7. Procurement
Negotiations
385
T&T
Bidder Conference.
Proposal evaluation techniques

Expert judgment.
Advertising.
Internet search.
Procurement negotiations.
Independent Estimates
Expert Judgment
Advertising
Procurement negotiations
386
Control Procurement
Inputs
T&T
Outputs
1. Procurement Mgmt Plan
1. Contract change control system
1.Work Performance info
2. Procurement Documents
2. Procurement performance reviews
2.Change requests
3. Agreements
4. Approved change requests
5. Work Performance reports
6. Work performance Data
3. Inspections and audits
3. Project mgmt plan Updates
4. Performance reporting
5. Payments systems
5. Org process assets Updates
6. Claims administration
7. Records mgmt system
387
T&T
Contract change control system.
Procurement performance reviews.
Inspections and audits.
Performance reporting.
Payments systems.
Claims administration.
Record management system.
388
Close Procurement
Inputs
2. Procurement
Documentation
T&T
Outputs
1. Procurement Audits
2. Procurements negotiations
3. Records Mgmt System
1. Closed procurements
389
T&T
Procurement Audits.
Procurements negotiations.
Record Management System.
390
End
39
Stakeholders Management
39
393
Identify Stakeholders
Inputs
T&T
1. Project Charter
2. Procurement Documents
1. Stakeholder Analysis
2. Expert Judgment
3. EEF
4. OPA
3. Meetings
Outputs
394
T&T
Stakeholder Analysis
Influence/impact grid: Grouping the stakeholders based on
their active involvement (influence) in the project and their
ability to effect changes to the projects planning or
execution (impact) in the project.
395
Outputs
Stakeholder Register
Contains all details related to the identify stakeholders
including, but not limited to:
Identification information: name, organizational

position, location, role in the project, contact
information
Assessment information: major requirements, main
expectations, potential influence in the project, phase
in the life cycle with the most interest, and
Stakeholder classification: internal/external,
supporter, natural, resistor, etc.
396
Plan Stakeholder mgmt.

Inputs
3. EEF
4. OPA
T&T
1. Analytical Technique
2. Expert Judgment
3. Meetings
Outputs
1.
2.
Stakeholder
Mgmnt Plan
Project Document
updates
397
T&T
Expert Judgment
Meetings
The engagement level of the stakeholders can be classified as
follows:
Unaware.
Resistant.
Neutral.
Supportive.
Leading.
398
Manage Stakeholder Engagement

Inputs
2. Communication Mgmt Plan.
3. Change Log.
4. OPA
T&T
1. Communication
methods
3. Management skills
Outputs
1.
2.
3.
4.
5.
Issue Log
Change Request
Project Mgmt Plan
updates.
Project documents
updates.
OPA Updates
399
T&T
Communication Methods
Interpersonal Skills
Management Skills
400
Control Stakeholder Engagement

Inputs
T&T
Outputs
1. Information Management sys.
1. Work performance info.
2. Work performance data
2. Expert Judgement
2. Change Request
3. Change Log.
3. Meetings
updates.
updates.
5. OPA Updates
401
End
40

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Project Management.

Project Management Institute (PMI)

PMI Certification Programs

Expedites professional advancement.

PMI Certification Materials

Continue The Exam

The other 25 questions are considered experimental

Without a College Diploma

Candidates must recertify every 3 years by earning

PMP Pay Scale

Ethics in Project Management

Project Management Framework

Portfolio, Program, and Projects

Project Management Office

controlling. Controlling PMOs provide support and require compliance

Operations require business process management or

Projects Vs. Operational Work

Produce repetitive products, services, or

Role of the Project Manager

Political and cultural awareness Negotiation

Foundational Terms & Concepts

Organizational influences on a Project

Organizational Process Assets

processes, policies, procedures.

Enterprise Environmental Factors

Enterprise Environmental Factors include:

projects are conducted .

Weak Matrix Organization

Balanced Matrix Organization

Project Life Cycle

Project Life Cycle

Continue Project Life Cycle

What is A Project Management

The output from process are often used as

The characteristics of the product emerge

Concept that scope, time, &

- Determine stakeholders requirements and

47 project management processes,

Project Management Processes

47 Project Management Processes

Use a defined approach that can be adopted to meet

Developed Project Charter

1-Expert Judgment Project Charter

Tools and Techniques

Facilitation techniques have broad application within

Develop Project Mgmt Plan

Progressively elaborated, meaning that it is developed,

4. Organizational Process Assets

Enterprise Environmental Factors.

Project Management Plan and Project

Differentiation Between the Project Management Plan and Project documents

Direct & Manage Project Execution

1. Expert Judgment 1. Deliverables

3. Enterprise Environmental Factors 3. PMIS

Organizational Process Assets

Monitor & Control Project Work

All M&C processes compare the work results to the

Monitor & Control Project Work

5. Work performance Info

Approved changes that result from the Perform Integrated

Tools and Techniques

Analytical techniques are applied in project

Project Management Information System

Work performance reports