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PMP PMBOK 6th

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PMP PMBOK 6th

  1. 1. PMP PREPARATION COURSE ashrafnur89@gmail.comAshraf Osman, MBA, PMP Based o PMBOK Guide®, 6th Edition MBA, PMP A s h r a f O s m a n
  2. 2. NOTICE Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well. it is my pleasure to share this slides with you. I spent almost 3 months to prepare them.  Feel free to share it with your friends but please, don't use them for commercial use. Sorry for the ugly picture  MBA, PMP A s h r a f O s m a n
  3. 3. OVERVEIW About PMP exam to pass the exam PERCENT IS REQUIRED 25 questions are pretest questions, which don’t count . They are scattered throughout the exam. QUESTIONS  to complete the exam HOURS 61 200 4 MBA, PMP A s h r a f O s m a n
  4. 4. OVERVEIW About PMP exam The cost of the exam for PMI members & $555 for non-members.  membership cost is $139 DOLLAR Are tha validity of the certificate YEARS Must be earned to maintain the certificate PDUs 405 3 60 MBA, PMP A s h r a f O s m a n
  5. 5. INTRODUCTION TO PMP EXAM THE EXAM CONSISTS OF 5 BASIC DOMAINS: Initiating: 23 questions Planning: 42 questions Executing: 53 questions Monitoring & Controlling: 43  questions Closing: 14 questions Initiating 13% planning 24% Executing 30% Monitor& Control 25% Closing 8% MBA, PMP A s h r a f O s m a n
  6. 6. INTRODUCTION TO PROJECT MANAGEMENT PMP PREPARATION COURSE BY: ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  7. 7. A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE UNIQUE PRODUCTS, SERVICES OR RESULT. WHAT IS THE PROJECT? MBA, PMP A s h r a f O s m a n
  8. 8. WHY ARE PROJECTS UNDERTAKEN? LEGAL REQUIREMENT MARKET DEMAND ORGANIZATION NEED CUSTOMER REQUEST
  9. 9. PROJECT   VS  OPERATION TEMPORARY   ONGOING UNIQUE REPETITIVE ENDS WHEN OBJECTIVES ARE MET DOES NOT END WHEN OBJECTIVES ARE MET MBA, PMP A s h r a f O s m a n
  10. 10. WHATS IS THE PROJECT MANAGEMENT ? PROJECT MANAGEMENT IS THE  APPLICATION OF PROCESSES,  KNOWLEDGE, SKILLS AND EXPERIENCE TO ACHIEVE THE PROJECT OBJECTIVES. MBA, PMP A s h r a f O s m a n
  11. 11. THE PROJECT CONSTRAINTS SCOPE THE PROJECT TIME QUALITY RESOURCES RISK COST MBA, PMP A s h r a f O s m a n
  12. 12. WHAT IS THE PROGRAM? A PROGRAM IS A GROUP OF RELATED PROJECTS, SUBSIDIARY PROGRAMS, AND PROGRAM ACTIVITIES MANAGED IN A COORDINATED WAY TO OBTAIN BENEFITS AND CONTROL NOT AVAILABLE FROM MANAGING THEM INDIVIDUALLY PROGRAM MANAGEMENT FOCUSES ON INTERDEPENDENCIES OF PROJECTS AND DESCRIBES THE BEST APPROACH TO ACHIEVE PROGRAM OBJECTIVES MBA, PMP A s h r a f O s m a n
  13. 13. WHAT IS THE  PORTFOLIO? A PORTFOLIO IS A COLLECTION OF PROJECTS, PROGRAMS, SUBSIDIARY PORTFOLIOS, AND OPERATIONS MANAGED AS A GROUP TO ACHIEVE STRATEGIC OBJECTIVES. MBA, PMP A s h r a f O s m a n
  14. 14. LIFE C O M P A N Y . C O M PROJECT CYCLE
  15. 15. PROJECT PHASE DELIVERABLE PHASE A DELIVERABLE is a measurable, verifiable work product. Is a collection of logically related project activities that culminates in the completion of one or more deliverables. MBA, PMP A s h r a f O s m a n
  16. 16. INPUTS TOOLS & TECHNIQUES OUTPUTS  PROJECT MANAGEMENT PROCESSES Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. MBA, PMP A s h r a f O s m a n
  17. 17. INPUTS TOOLS & TECHNIQUES OUTPUTS  PROJECT MANAGEMENT PROCESSES Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. MBA, PMP A s h r a f O s m a n   PROCESS GROUPS Grouping of project management processes to achieve specific project objectives. Five Project Management Process Groups: 1. Initiating Process Group 2. Planning Process Group 3. Executing Process Group 4. Monitor & Controlling Process Group 5. Closing Process Group Identified area described in terms of its component processes, practices, inputs, outputs, tools, and techniques. 1. Project Integration Management 2. Project Scope Management 3. Project Schedule Management 4. Project Cost Management 5. Project Quality Management 6. Project Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Managemen 10. Project Stakeholder Management KNOWLEDGE AREAS MBA, PMP A s h r a f O s m a n
  18. 18. INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING 4.1 Develop Project        Charter 4.2 Develop Project        Mgmt Plan 4.3 Direct & Manage        Project Work 4.4 Manage Project        Knowledge 4.5 Monitor & Control         Project Work 4.6 Perform Integrated         Change Control 13.1 Identify              Stakeholders 13.2 Plan Stakeholder                  Engagement 13.3 Manage Stakeholder            Engagement 13.4 Monitor Stakeholder           Engagement 5.1 Plan Scope mgmt 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6.1 Plan Schedule Mgmt 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 11.1 Plan Risk mgmt 11.2 Identify Risks 11.3 Perform Qualitative Risk            Analysis 11.4 Perform Quantitative Risk                Analysis 11.5 Plan Risk Responses 11.7 Monitor Risks 12.1 Plan Procurement Mgmt 12.3 Control Procurements 7.1 Plan Cost Mgmt 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 9.1 Plan Resource mgmt 9.2 Estimate Activity Resources 9.6 Control Resources 8.1 Plan Quality Mgmt 8.3 Control Quality 4.7 Close Project or Phase 8.2 Manage Quality 10.1 Plan Communications  10.3 Monitor Communications10.2 Manage Communications 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 11.6 Implement Risk           Responses 12.2 Conduct Procurements INTEGRATION SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER
  19. 19. PROJECT MANAGEMENT DATA AND INFORMATION THEY ARE THREE WORK PERFORMANCE DATA Therawobservations andmeasurements identifiedduring activitiesperformedto carryouttheproject work. Theperformancedata collectedfromvarious controllingprocesses, analyzedincontextand integratedbasedon relationshipsacross areas. Thephysicalorelectronic representationofwork performanceinformation compiledinproject documents,whichis intendedtogenerate decisionsorraiseissues, actions,orawareness. MBA, PMP A s h r a f O s m a n WORK PERFORMANCE INFORMATION WORK PERFORMANCE REPORTS
  20. 20. TAILORING The appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases should be selected to manage a project. This selection activity is known as tailoring project management to the project. Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified in the PMBOK® Guide is required on every project MBA, PMP A s h r a f O s m a n
  21. 21. PROJECT MANAGEMENT OFFICE (PMO) Managing shared resources across all projects administered by the PMO Identifying and developing project management methodology, best practices, and standards Coaching, mentoring, training, and oversight Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits Developing and managing project policies, procedures, templates, and other shared documentation Coordinating communication across projects MBA, PMP A s h r a f O s m a n
  22. 22. TYPES OF PMOS THEY ARE THREE SUPPORTIVE  Providesaconsultative roletoprojectsby supplyingtemplates,best practices,training,access toinformationand lessonslearnedfrom otherprojects.   Thedegreeof  controlislow Provides supportand requirecompliance throughusingspecific templates,formsand tools,orconformance togovernance. Thedegreeofcontrol  ismoderate. Takescontrolofthe projectsbydirectly managingtheprojects. Thedegreeof control ishigh. CONTROLLING DIRECTIVE MBA, PMP A s h r a f O s m a n
  23. 23. ENTERPRICE ENVIRONMENTAL FACTORS ORGANIZATIONAL PROCESS ASSETS MBA, PMP A s h r a f O s m a n
  24. 24. ENTERPRISE ENVIRONMENTAL FACTORS (EEF) CONDITIONS, NOT UNDER THE CONTROL OF THE PROJECT TEAM INFLUENCE THE PROJECT. IT INCLUDES: 1. ORGANIZATIONAL STRUCTURE (FUNCTIONAL …ETC) 2. ORGANIZATIONAL CULTURE 3. GOVERNMENTAL/INDUSTRY STANDARDS 4. INFRASTRUCTURE 5. EXISTING HUMAN RESOURCES 6. PERSONNEL ADMINISTRATION 7. ORGANIZATION’S WORK AUTHORIZATION SYSTEM 8. MARKETPLACE CONDITIONS 9. STAKEHOLDERS’ RISK TOLERANCE 10. PROJECT MANAGEMENT INFORMATION          SYSTEM PLANS, PROCESSES, POLICIES, PROCEDURES & KNOWLEDGE BASES SPECIFIC TO & USED BY THE PERFORMING ORGANIZATION 1. ORGANIZATIONAL PROCESSES, STANDARDS & PROCEDURES 2. TEMPLATES 3. ORGANIZATIONAL KNOWLEDGE BASE 4. LESSONS LEARNED ORGANIZATIONAL PROCESS ASSETS (OPA) MBA, PMP A s h r a f O s m a n
  25. 25. ORGANIZATIONAL STRUCTURE TYPES MBA, PMP A s h r a f O s m a n
  26. 26. FACTORS IN ORGANIZATION STRUCTURE SELECTION Degree of alignment with organizational objectives Specialization capabilities Span of control, efficiency, and effectiveness Clear path for escalation of decisions Clear line and scope of authority Delegation capabilities Accountability assignment Responsibility assignment Adaptability of design Simplicity of design Efficiency of performance Cost considerations Physical locations (e.g., colocated, regional, and virtual) Clear communication (e.g., policies, status of work and organization’s vision). MBA, PMP A s h r a f O s m a n
  27. 27. Work Groups Arranged by: P.M  Authority P.M  Role Resource Availability Project  Budget Administrative Staff Flexible; people working side-by-side Little or none Part-time Owner Little or none Job being done Little or none Part-time Functional manager Part-time One of: product; production Little or none Part-time Functional manager Part-time By job function, with  P.M as a function Moderate to high Full-time Project manager Full-time Job function Low Part-time Functional manager Part-time Job function Low to moderate Part-time Mixed Mixed Part-time Project Network structure Mix of other types Low to moderate Mixed Mixed Mix of other types Organizational Structure Type Organic or Simple Functional Multi-divisional Matrix – strong Matrix – weak Matrix – Balanced Project-oriented Virtual Hybrid PMO High to almost total Little or none Little or none Little or none Moderate to high Low to moderate Low to moderate High to almost total High to almost total Low Mixed High to almost total Full-time Full-time Full-time Project  Manager Mixed Mixed Project  Manager Full-time Full-time Full/Part -time ORGANIZATIONAL STRUCTURES ON PROJECTS
  28. 28. THANK YOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ ADD/FOLLOW ME ON LINKEDIN PROFILE : ASHRAF OSMAN, MBA, PMP ASHRAF OSMAN, MBA, PMP  |  0530392489  |  RIYADH, SAUDI ARABIA MBA, PMP A s h r a f O s m a n Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  29. 29. THE ROLE OF THE PROJECT MANAGER PREPARED BY ASHRAF NOUR, MBA, PMP| +966530392489
  30. 30. O V E R V E I W The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives. This role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  31. 31. R P R O J E C T M A N A G E R & O R C H E S T R A C O N D U C T O R A simple analogy may help in understanding the roles of a project manager for a large project by comparing them to the roles of a conductor for a large orchestra L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  32. 32. T H E R O L E S O F T H E P R O J E C T M A N A G E R Leading the team Having knowledge, understanding, and experience Having management knowledge as well as technical knowledge,  L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  33. 33. D E F I N I T I O N O F T H E P R O J E C T M A N A G E R The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  34. 34. THE PROJECT MANAGER’S SPHERE OF INFLUENCE L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M Project managers fulfill numerous roles within their sphere of influence. These roles reflect the project manager’s capabilities and the added value of the project management profession.  PROJECT INDUSTRY ORGANIZATION DISCIPLINE A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  35. 35. L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M C O M P E T E N C E S of the Project Manager TECHNICAL PROJECT MANAGEMENT LEADERSHIP OF THE TEAM STRATEGIC AND BUSINESS MANAGEMENT A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  36. 36. T H E P M I T A L E N T T R I A N G L E ® L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M TECHNICALP.M LEADERSHIP STRATEGIC & BUSINESS MANAGEMENT A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  37. 37. INTEGRATION P E R F O R M I N G
  38. 38. T H E I N T E G R A T O R The role of the project manager when performing integration on the project L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  39. 39. W o r k i n g w i t h t h e p r o j e c t s p o n s o r t o u n d e r s t a n d t h e s t r a t e g i c o b j e c t i v e s E n s u r e t h e a l i g n m e n t o f t h e p r o j e c t o b j e c t i v e s a n d r e s u l t s w i t h   b u s i n e s s a r e a s . G u i d i n g t h e t e a m t o w o r k t o g e t h e r t o f o c u s o n w h a t i s r e a l l y e s s e n t i a l T h e i n t e g r a t i o n o f p r o c e s s e s , k n o w l e d g e , a n d p e o p l e .
  40. 40. THANKS! follow me on LinkedIn: Ashraf Osman, MBA, PMP 0530392489 L L I C , 2 0 2 0P R E P A R E D B Y N I C O L E L I M A S H R A F N U R 8 9 @ G M A I L . C O MA S H R A F N O U R , M B A , P M P
  41. 41. PROJECT I N T E G R A T I O N M A N A G E M E N T A S H R A F   O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n
  42. 42. INTEGRATION THIS KNOWLEDGE AREA IS ALL ABOUT INTEGRATING ALL OTHER KNOWLEDGE AREAS, IT CONSISTS OF: DEVELOP PROJECT CHARTER DEVELOP PROJECT MANAGEMENT PLAN DIRECT AND MANAGE PROJECT WORK MANAGE PROJECT KNOWLEDGE MONITOR AND CONTROL PROJECT WORK PERFORM INTEGRATED CHANGE CONTROL CLOSE PROJECT OF PHASE
  43. 43. P R O J E C T L I F E C Y C L E . D E V E L O P M E N T L I F E C Y C L E M A N A G E M E N T A P P R O A C H E S K N O W L E D G E M A N A G E M E N T L E S S O N S L E A R N E D TAILORING CONSIDERATIONS U S E O F A U T O M A T E D T O O L S U S E O F V I S U A L M A N A G E M E N T T O O L S P R O J E C T K N O W L E D G E M A N A G E M E N T E X P A N D I N G T H E P R O J E C T M A N A G E R ’ S R E S P O N S I B I L I T I E S H Y B R I D M E T H O D O L O G I E S TRENDS AND EMERGING PRACTICES
  44. 44. Develop Project Charter The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Here where the initial planning or high-level planning is started
  45. 45. Develop Project Charter Establishes a partnership between the performing and requesting organizations. Project Manager is identified Provides Project Manager with the authority to use resources to the project Provides Project Manager with the reporting authority issued by project initiator/sponsor (external to project), who is funding the project. IMPORTANCE
  46. 46. DEVELOP PROJECT CHARTER 1- Business documents • Business case • Benefits mgmt plan 2- Agreements 3- OPA 4- EEF 1- Expert Judgement & Meeting 2- Interpersonal and team skills • Conflict management • Facilitation 3- Data gathering • Brainstorming • Focus groups • Interviews 1- Project Charter 2- Assumption log INPUTS TOOLS & TECHS OUTPUTS MBA, PMP A s h r a f O s m a n
  47. 47. DEVELOP PROJECT CHARTER (INPUTS) ENTERPRISE ENVIRONMENTAL FACTORS BUSINESS DOCUMENTS AGREEMENTS Determines whether or not the project is worth the required investment Include but are not limited to: Government or industry standards Legal and regulatory requirements Marketplace conditions Organizational culture When a project is being performed for an external customer. It also includes agreement with the project manager to start working on the porject BUSINESS CASE
  48. 48. Contents of  the Charter 1. Purpose / Justifications 2. Project objectives and success criteria 3. High-level requirements 4. High-level project description 5. High-Level Risks 6. Summary of Milestone schedule 7. Summary budget 8. Project approval requirements 9. Assigned project manager and authority 10. Name and authority of the sponsor
  49. 49. DEVELOP PROJECT MANAGEMENT PLAN The process of defining, preparing, and coordinating all subsidiary plans and baselines and integrating them into a comprehensive project management plan.
  50. 50. PROJECTMANAGEMENTPLAN Project Management Plan contents vary upon application area It is progressively elaborated Explains how plan is executed, monitored and controlled and closed Project Management Plan integrates and consolidates the subsidiary management plans and baselines Descriptions of Tools and Techniques selected for use How work is executed How Change is Monitored and Controlled How is Configuration Management performed? How are Performance measurement baselines maintained? How are communications established? How are Risks managed? How is Quality managed? MBA, PMP A s h r a f O s m a n MBA, PMP A s h r a f O s m a n
  51. 51. I N P U T S 1. PROJECT CHARTER 2. OUTPUTS FROM OTHER PROCESSES 3. EEF 4. OPA T O O L S & T E C H S 1. EXPERT JUDGEMENT 2. DATA GATHERING 3. INTERPERSONAL & TEAM SKILLS 4. MEETINGS O U T P U T S 1- PROJECT MGMT PLAN DEVELOP PROJECT MANAGEMENT PLAN MBA, PMP A s h r a f O s m a n
  52. 52. I T L I S T S A L L O F T H E H I G H - L E V E L D E T A I L S F O R Y O U R P R O J E C T + Y O U C A N ’ T S T A R T P L A N N I N G W I T H O U T A C H A R T E R . PROJECT CHARTER P L A N N I N G P R O C E S S E S : A L L O F T H E B A S E L I N E S A N D P L A N N I N G P R O C E S S E S I N K N O W L E D G E A R E A S E X E C U T I O N – M O N I T O R I N G A N D C O N T R O L L I N G P R O C E S S E S : O U T P U T S F R O M E – M & C I N C L U D I N G T H E C H A N G E R E Q U E S T . I N P U T S T O D E V E L O P P R O J E C T M G M T P L A N OUTPUTS FROM OTHER PROCESSES 
  53. 53. B A S I C P L A N S FROM SCOPE MGMT. PLAN TO STAKEHOLDERS MGMT. PLAN B A S E L I N E S SCOPE, TIME & COST BASELINES = PROJECTMANAGEMENT PLAN 9 3 MBA, PMP A s h r a f O s m a n
  54. 54. DIRECT AND MANAGE PROJECT WORK The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives MBA, PMP A s h r a f O s m a n
  55. 55. OUTPUTS DIRECT & MANAGE PROJECT WORK TOOLS & TECHNIQUES INPUTS 1. Project Mgmt Plan 2. Project documents 3.Approved change requests 4. OPA & EEF 1. Expert Judgment 2. Project Mgmt Information System 3. Meetings 1. Deliverables 2. Work Performance Data 3. Change Requests 4. Issue log 5. Project Mgmt Plan updates 6. Project Document updates 7. OPA updates
  56. 56. Any output produced : e.g. product , service , results , reports , documents ….etc. DELIVERABLE  Corrective action: An intentional activity that re-aligns the performance of the project work with the project management plan; Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan; Defect repair—An intentional activity to modify a nonconforming product or product component; and/or Updates — reflect modified or additional ideas or content. APPROVED CHANGE REQUESTS Inputs MBA, PMP A s h r a f O s m a n
  57. 57. ANY OUTPUT PRODUCED: E.G. PRODUCT, SERVICE, RESULTS, REPORTS, DOCUMENTS ….ETC. DELIVERABLE THE RAW OBSERVATIONS AND MEASUREMENTS IDENTIFIED DURING ACTIVITIES BEING PERFORMED TO CARRY OUT THE PROJECT WORK. DATA IS GATHERED THROUGH WORK EXECUTION AND PASSED TO THE CONTROLLING PROCESSES OF EACH PROCESS AREA FOR FURTHER ANALYSIS. IT’S CALLED “STATUS REPORT’ WORK PERFORMANCE DATA Outputs
  58. 58. 1. EXPERT JUDGMENT 2. KNOWLEDGE MGMT 3. INFORMATION MGMT 4. INTERPERSONAL & TEAM SKILLS 1.PROJECT MGMT PLAN 2. PROJECT DOCUMENTS • LESSONS LEARNED REGISTER • PROJECT TEAM ASSIGNMENTS • RESOURCE BREAKDOWN STRUCTURE • SOURCE SELECTION CRITERIA • STAKEHOLDER REGISTER 3. DELIVERABLES 4. EEF 5. OPA 1. LESSONS LEARNED REGISTER 2. PROJECT MGMT PLAN UPDATES 3. PROJECT DOCUMENTS UPDATES INPUTS TOOLS & TECH OUTPUTS M A N A G E P R O J E C T K N O W L E D G E THE PROCESS OF USING EXISTING KNOWLEDGE AND CREATING NEW KNOWLEDGE TO ACHIEVE THE PROJECT’S OBJECTIVES AND CONTRIBUTE TO ORGANIZATIONAL LEARNING.
  59. 59. MONITOR AND CONTROL PROJECT WORK THE PROCESS OF TRACKING, REVIEWING, AND REPORTING PROJECT PROGRESS AGAINST THE PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN. IT IS ABOUT COMPARING THE PLAN VS ACTUAL WORK MBA, PMP A s h r a f O s m a n
  60. 60. MONITOR AND CONTROL PROJECT WORK IT INCLUDES 1. Comparing actual project performance against project plan. 2. Assess and implement needed corrective / preventive actions 3. Analyzing and tracking and monitoring Project risks and implementing risk responses accordingly 4. Monitoring Implementation of approved changes MBA, PMP A s h r a f O s m a n
  61. 61. MONITOR AND CONTROL PROJECT WORK 1. PROJECT MGMT PLAN 2. PROJECT DOCUMENTS • COST FORECASTS • MILESTONE LIST • QUALITY REPORTS • RISK REGISTER • RISK REPORT • SCHEDULE FORECASTS 3. AGREEMENTS 4. WORK PERFORMANCE INFORMATION 5. EEF 6. OPA 1. EXPERT JUDGMENT & MEETINGS 2. DATA ANALYSIS • ALTERNATIVES ANALYSIS • COST-BENEFIT ANALYSIS • EARNED VALUE ANALYSIS • ROOT CAUSE ANALYSIS • TREND ANALYSIS • VARIANCE ANALYSIS .3 DECISION MAKING 1. CHANGE REQUESTS 2. WORK PERFORMANCE REPORTS 3. PROJECT MANAGEMENT PLAN UPDATES 4. PROJECT DOCUMENT UPDATES OUTPUTSTOOLS & TECHNIQUES INPUTS
  62. 62. A R E D E R I V E D F R O M P R O G R E S S V S T H E S C H E D U L E B A S E L I N E A R E D E R I V E D F R O M P R O G R E S S V S T H E C O S T B A S E L I N E I N C L U D E S Q U A L I T Y M A N A G E M E N T I S S U E S ; R E C O M M E N D A T I O N S F O R P R O C E S S , P R O J E C T , A N D P R O D U C T I M P R O V E M E N T S A N D T H E S U M M A R Y O F F I N D I N G S F R O M T H E C O N T R O L Q U A L I T Y P R O C E S S . S C H E D U L E F O R E C A S T S C O S T F O R E C A S T S Q U A L I T Y R E P O R T S
  63. 63. WORK PERFORMANCE DATA WORK PERFORMANCE REPORTS WORK PERFORMANCE INFORMATION The raw observations and measurements identified during activities being performed to carry out the project work information resulted from when these raw measurement are analyzed  Is the summation of WPI in physical or electronic form
  64. 64. P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L T H E P R O C E S S O F R E V I E W I N G A L L C H A N G E R E Q U E S T S ; A P P R O V I N G / R E J E C T I N G C H A N G E S A N D M A N A G I N G C H A N G E S T O D E L I V E R A B L E S , O R G A N I Z A T I O N A L P R O C E S S A S S E T S , P R O J E C T D O C U M E N T S , A N D T H E P R O J E C T M A N A G E M E N T P L A N ; A N D C O M M U N I C A T I N G T H E I R D I S P O S I T I O N .
  65. 65. PERFORM INTEGRATED CHANGE CONTROL THIS PROCESS INCLUDES THE FOLLOWING CHANGE MANAGEMENT ACTIVITIES: 01 Identifying the change need or change occurred. 03 Reviewing and approving change requests 02 Ensuring only approved changes are implemented 04 Managing approved changes MBA, PMP A s h r a f O s m a n
  66. 66. 1. EXPERT JUDGMENT 2. MEETINGS 3. CHANGE CONTROL TOOLS 4. DATA ANALYSIS • ALTERNATIVES ANALYSIS • COST-BENEFIT ANALYSIS 5. DECISION MAKING 1.PROJECT MANAGEMENT PLAN 2. WORK PERFORMANCE REPORTS 3. CHANGE REQUESTS 4. EEF 5. OPA 1. APPROVED CHANGE REQUEST 2. PROJECT MANAGEMENT PLAN UPDATES 3. PROJECT DOCUMENTS UPDATES INPUTS TOOLS & TECH OUTPUTS P E R F O R M I N T E G R A T E D C H A N G E C O N T R O L
  67. 67. RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL MANAGERS, TECHNICAL TEAM MEMBERS…ETC. CHANGE CONTROL BOARD
  68. 68. Close Project or Phase INPUTS 1. Project Management Plan 2. Accepted Deliverables 3. OPA 4. Project charter 5. Project documents 6. Agreements 7.Procurement documentation 8. Business documents T&T 1. Expert Judgment 2. Data analysis • Document analysis • Variance analysis 3. Meetings OUTPUTS1. Final Product, Service or result transition 2. Updated Organizational Process Assets 3. Final Report 4. Project documents updates T h e p r o c e s s o f f i n a l i z i n g a l l a c t i v i t i e s a c r o s s a l l o f t h e P r o j e c t M a n a g e m e n t P r o c e s s G r o u p s t o f o r m a l l y c o m p l e t e t h e p h a s e o r p r o j e c t . MBA, PMP A s h r a f O s m a n
  69. 69. THANK YOU. I hope you enjoyed my presentation. PMP PREPARATION COURSE ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  70. 70. PMP PREPARATION COURSE PROJECT SCOPE MANAGEMENT   ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  71. 71. DEFINE SCOPECOLLECT REQUIREMENTSPLAN SCOPE MANAGEMENT Plan out all of the work you’ll do to define your scope, make sure the team is planning to do the right work, and control it. Find out all of the stakeholders’ needs and write them down so that you know what to build and your requirements can be measured and tracked. Detailed description of the work that will be done and produced. OVERVIEW
  72. 72. CONTROL SCOPE OVERVIEW VALIDATE SCOPECREATE WBS The process of subdividing project deliverables and project work into smaller, more manageable components. The process of formalizing acceptance of the completed project deliverables. The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
  73. 73. PROJECT SCOPE MANAGEMENT Features and functions of the product of the project Completion of product scope is measured against the requirements The work needed to create product of the project Completion of a project is measured against the plan Project ScopeProduct Scope CONSISTS OF : MBA, PMP A s h r a f O s m a n
  74. 74. TAILORING CONSIDERATIONS 1 - K n o w l e d g e & r e q u i r e m e n t s       m a n a g e m e n t 2 -   V a l i d a t i o n a n d c o n t r o l 3 -   D e v e l o p m e n t a p p r o a c h 4 -   S t a b i l i t y o f r e q u i r e m e n t s 5 -   G o v e r n a n c e . MBA, PMP A s h r a f O s m a n
  75. 75. PLAN SCOPE MANAGEMENT T H E P R O C E S S O F C R E A T I N G A S C O P E M A N A G E M E N T P L A N T H A T D O C U M E N T S H O W T H E P R O J E C T S C O P E W I L L B E D E F I N E D , V A L I D A T E D , A N D C O N T R O L L E D . I T F I G U R E S O U T W H A T W O R K Y O U ’ L L D O A N D W H A T ’ S O U T O F S C O P E . MBA, PMP A s h r a f O s m a n
  76. 76. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project management plan 2. Project Charter 3. OPA 4. EEF 1. Expert Judgement 2. Meetings 3. Data analysis      • Alternatives analysis 1. Scope management plan 2. Requirements management plan
  77. 77. SCOPE MANAGEMENT PLAN Helps to prepare a detailed project scope statement Enables the creation of the WBS from the detailed project scope statement Establishes how the WBS will be maintained and approved Specifies how formal acceptance of the completed project deliverables will be obtained
  78. 78. REQUIREMENTS MANAGEMENT PLAN It describes how requirements will be collected, analyzed, documented, and managed. How codification of  requirements  will be planned, tracked and reported Description of requirements prioritization. How traceability structure is defined. MBA, PMP A s h r a f O s m a n
  79. 79. The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. By sitting down with all of the stakeholders for your project and working out what their needs are, and that’s what you do in the Collect Requirements process COLLECT REQUIREMENTS MBA, PMP A s h r a f O s m a n
  80. 80. COLLECT REQUIREMENTS INPUTS 1. Project mgmt plan    • Scope mgmt plan    • Requirements mgmt        plan 2. Project charter 3. Project documents 4. Business documents 5. Agreements 6. OPA   7. EEF TOOLS & TECHNIQUES 1. Expert judgment 2. Data gathering 3. Data analysis 4. Decision making 5. Data representation 6. Interpersonal and team          skills 7. Context diagram 8. Prototypes OUTPUTS 1. Requirements       Documentation 2. Requirements           Traceability Matrix MBA, PMP A s h r a f O s m a n
  81. 81. PROJECT MGMT PLAN PROJECT DOCUMENTS BUSINESS DOCUMENTS It contains plans like: 1-Scope plan:  how scope will be defined 2-Requirements plan: how  requirements will be collected, analyzed 3-Stakeholder plan: how to work with stakeholders to collect their requirements It contains documents like:  1-Stakeholder Register  identify stakeholders who can provide information on the requirements. 2-Lessons learned register  provide information on effective requirements collection techniques It contains business case, which can describe required, desired, and optional criteria for meeting the business needs. INPUTS (EXPLANATIONS)
  82. 82. Expertise from individuals or groups in what and how to collect requirements  EXPERT JUDGMENT01 By Brainstorming, Interviews,  Focus groups & Questionnaires. DATA GATHERING02 1. Unanimity 2. Majority 3. Plurality 4. Autocratic  DECISION MAKING03 Document analysis like:  - Agreements; - Business plans; - Business process DATA ANALYSIS04
  83. 83. Includes: Nominal group technique & Observation/ conversation. INTERPERSONAL AND TEAM SKILLS 05 Data representation techniques can include:  Affinity diagrams & Mind mapping DATA REPRESENTATION06 Prototyping is a method of obtaining early feedback on requirements by providing a model of the expected product before actually building it. PROTOTYPES07 It shows the boundaries of the product scope by highlighting the product and its interfaces with people, processes, or systems CONTEXT DIAGRAMS08
  84. 84. OUTPUTS 1.REQUIREMENTS DOCUMENTATION Contains: 1. Business needs 2. Functional Requirements 3. Non-Functional Requirements 4. Quality Requirements 5. Acceptance Criteria 2.REQUIREMENTS TRACEABILITY MATRIX To trace the collected requirements  MBA, PMP A s h r a f O s m a n
  85. 85. DEFINE SCOPE 1.  Project management plan     • Scope management plan 2. Project charter 3. Project documents     • Requirements documentation 4. OPA     5. EEF INPUTS 1. Expert judgment 2. Product analysis 3. Data analysis     • Alternatives analysis 4. Decision making 5. Interpersonal and team skills The process of developing a detailed description of the project and product. it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. TOOLS & TECH 1.  Project Scope Statement 2. Project Document Updates OUTPUTS MBA, PMP A s h r a f O s m a n
  86. 86. INTERPERSONAL & TEAM SKILLS DEFINE SCOPE (T&T) PRODUCT ANALYSISDATA ANALYSIS Alternatives analysis can be used to evaluate ways to meet the requirements and the objectives identified in the charter. It includes asking questions about a product or service and forming answers to describe the use, characteristics, and other relevant aspects  The goal is to reach a cross-functional & common understanding of the project deliverables and project & product boundaries.
  87. 87. PROJECT SCOPE STATEMENT (OUTPUT) Project Scope Statement defines what work will be performed and what work is excluded. Project Scope Description Product Acceptance Criteria Project Deliverables Project exclusions Project Constraints & Assumptions MBA, PMP A s h r a f O s m a n
  88. 88. CREATE WBS The process of subdividing project deliverables and project work into smaller, more manageable components called work packages MBA, PMP A s h r a f O s m a n
  89. 89. EXAMPLEWBS 1. STRUCTURAL 2. UTILITIES 3. FINISHING 1. 1 EXCAVATION 1.2 FOUNDATION 1.3 FRAMING 2.1 HVAC 2.2 PLUMBING 2.3 ELECTRICAL 3.1 PAINTING 3.2 WINDOWS 3.3 DECORATION BUILDING
  90. 90. COST ESTIMATING ACTIVITY DEFINITION COST BUDGETING RESOURCE PLANNING RISK   PLANNING CREATE WBS WBS is very important as it is an input to FIVE core processes
  91. 91. CREATE WBS INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt plan    • Scope mgmt plan 2. Project documents    • Project scope               statement    • Requirements      documentation 4. EEF   5. OPA 1. Decomposition 2. Expert judgement 1. Scope Baseline 2. Project documents          updates    • Assumption log    • Requirements      documentation
  92. 92. WBS SCOPE STATEMENT WBS DICTIONARY Deliverable-oriented breakdown of a project into smaller components Document that provides a detailed information about each element in the WBS Document outlines the project's deliverables and identify the constraints, assumptions and key success factors SCOPE BASELINE (OUTPUTS) The scope baseline is the approved version of a Scope Statement + WBS + WBS Dictionary. It is used as a basis for measuring performance. It is a component of the project management plan.
  93. 93. The process of monitoring the status of the project and product scope and managing changes to the scope baseline. It allows the scope baseline to be maintained throughout the project.  It ensures all requested changes are processed through the Perform Integrated Change Control process. CONTROL SCOPE
  94. 94. CONTROL SCOPE INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt plan 2. Project documents     • Requirements            documentation    • Requirements           traceability matrix 3.Work performance     data 4. OPA 1. Data analysis     • Variance analysis       to compare the        baseline to the              actual performance     • Trend analysis        examines project           performance over         time to check it  1. Work performance          information 2. Change requests 3. Project management      plan updates 4. Project documents          updates
  95. 95. SCOPE CREEP The uncontrolled expansion of product or project scope without adjustments to time, cost, and resources is referred to as scope creep.  MBA, PMP A s h r a f O s m a n
  96. 96. VALIDATE SCOPE V a l i d a t e S c o p e i s t h e p r o c e s s o f t h e c u s t o m e r a c c e p t i n g t h e p r o j e c t d e l i v e r a b l e s . H a p p e n s a t t h e e n d o f e a c h p r o j e c t p h a s e o r a m a j o r d e l i v e r a b l e s a r e c r e a t e d I t e n s u r e s t h a t t h e d e l i v e r a b l e s a r e i n a l i g n m e n t w i t h t h e p r o j e c t s c o p e
  97. 97. QUALITY CONTROL VS VALIDATE SCOPE P e r f o r m e d i n t e r n a l l y b y t h e p r o j e c t m a n a g e r w i t h t h e q u a l i t y m a n a g e m e n t t e a m P e r f o r m e d e x t e r n a l l y b y t h e c l i e n t w i t h t h e p r o j e c t m a n a g e r . T h e p u r p o s e o f Q C i s t o m a k e s u r e t h e p r o d u c t i s d e f e c t f r e e &   f u l f i l l s i t s r e q u i r e m e n t s T h e p u r p o s e o f t h e V a l i d a t e S c o p e i s t o g e t f o r m a l a c c e p t a n c e f r o m t h e c u s t o m e r I s u s u a l l y p e r f o r m e d a t t h e e n d o f t h e p h a s e I s p e r f o r m e d a t t h e e n d o f t h e p r o j e c t T h e d e l i v e r a b l e p r o d u c e d o u t o f t h i s p r o c e s s i s “ V E R I F I E D D E L I V E R A B L E ” T h e d e l i v e r a b l e p r o d u c e d o u t o f t h i s p r o c e s s i s   “ A C C E P T E D D E L I V E R A B L E ”
  98. 98. VALIDATE SCOPE INPUTS TOOLS & TECHS OUTPUTS 1. Project mgmt          plan 2. Project document 3. Verified      deliverables 4. Work performance     data 1. Inspection 2. Decision making 1. Work performance     information 2. Accepted     deliverables 3. Change requests 4. Project document      updates
  99. 99. Deliverable Journey Charter Project Mgmt Plan Deliverable Verified Deliverable Accepted Deliverable Final product service or result Develop Charter Develop PMP D&M project work QC Validate Scope Close Project MBA, PMP A s h r a f O s m a n
  100. 100. ASHRAF OSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489 THANK YOU  NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT MBA, PMP A s h r a f O s m a n Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ Facebook page: https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel
  101. 101. PROJECT TIME MANAGEMENT PMP PREPARATION COURSE ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  102. 102. 01Plan Schedule Management 02Define Activities 03Sequence Activities 04Estimate Activity Durations 05Develop Schedule 06Control Schedule SCHEDULEMANAGEMENT PROCESSES
  103. 103. MBA, PMP A s h r a f O s m a n TRENDS AND EMERGING PRACTICES 01 This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction & the product features are developed using time- boxed periods of work. 02 On-demand scheduling does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available. ITERATIVE SCHEDULING WITH A BACKLOG ON-DEMAND SCHEDULING MBA, PMP A s h r a f O s m a n
  104. 104. TAILORING CONSIDERATIONS What is the most appropriate life cycle approach that allows for a more detailed schedule? How will the presence of project complexity, technological uncertainty, product novelty, pace, or progress tracking impact the desired level of control? Is technology used to develop, record, transmit, receive, and store project schedule model information and is it readily accessible? LIFE CYCLE APPROACH RESOURCE AVAILABILITY PROJECT DIMENSIONS TECHNOLOGY SUPPORT What are the factors influencing durations (such as the correlation between available resources and their productivity)? MBA, PMP A s h r a f O s m a n
  105. 105. PLAN SCHEDULE MANAGEMENT The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule MBA, PMP A s h r a f O s m a n
  106. 106. PLAN SCHEDULE MANAGEMENT 1. PROJECT MANAGEMENT PLAN 2. PROJECT CHARTER 3. EEF  4. OPA 1. EXPERT JUDGEMENT 2. DATA (ALTERNATIVES)  ANALYSIS 3. MEETINGS 1. SCHEDULE MANAGEMENT PLAN INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS MBA, PMP A s h r a f O s m a n
  107. 107. 01 Project schedule model development (software) 02Level of accuracy (+/- %) 03Units of measure  04Project schedule model maintenance (update) 05Control thresholds 06Performance Measurement(EVM) SCHEDULEMANAGEMENTPLAN CONTENTS
  108. 108. DEFINE ACTIVITIES THE PROCESS OF IDENTIFYING AND DOCUMENTING THE SPECIFIC ACTIONS TO BE PERFORMED TO PRODUCE THE PROJECT DELIVERABLES. Define Activities will decompose the work package into smaller components, are called schedule activities. These activities provide a basis for estimating, scheduling, executing, and monitoring and controlling the project work MBA, PMP A s h r a f O s m a n
  109. 109. DELIVERABLE WORK PACKAGE ACTIVITY CREAT WBS DEFINE ACTIVITIES MBA, PMP A s h r a f O s m a n
  110. 110. DEFINE ACTIVITIES 1. PROJECT MANAGEMENT PLAN   • SCHEDULE MGMT            PLAN   • SCOPE BASELINE 3. EEF         4. OPA 1. DECOMPOSITION 2. ROLLING WAVE     PLANNING 3. EXPERT JUDGMENT 4. MEETINGS 1. ACTIVITY LIST 2. ACTIVITY ATTRIBUTES 3. MILESTONE LIST 4. CHANGE REQUESTS 5. PROJECT MGMT PLAN      UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  111. 111. ROLLING WAVE PLANNING THE PROCESS OF PROJECT PLANNING IN WAVES AS THE PROJECT PROCEEDS AND LATER DETAILS BECOME CLEARER. TOOLS & TECHNIQUES MBA, PMP A s h r a f O s m a n
  112. 112. DEFINE ACTIVITIES List of the activities & their description It explain the activity list so it includes predecessor activities, successor activities, constraints, information about resources or time A milestone is an activity of zero duration that shows an important achievement in a project. ACTIVITY LIST OUTPUTS ACTIVITY ATTRIBUTE MILESTONE LIST
  113. 113. SEQUENCE ACTIVITIES The process of identifying and documenting relationships among the project activities MBA, PMP A s h r a f O s m a n
  114. 114. SEQUENCE ACTIVITIES 1. PROJECT MANAGEMENT PLAN 2. PROJECT DOCUMENTS  • ACTIVITY LIST  • ACTIVITY     ATTRIBUTES  • MILESTONE    LIST 3. EEF 4. OPA 1. PRECEDENCE DIAGRAMMING METHOD (PDM) 2. DEPENDENCY DETERMINATION & INTEGRATION 3. LEADS & LAGS 4. PROJECT MANAGEMENT INFORMATION SYSTEM 1. PROJECT SCHEDULE NETWORK DIAGRAMS 2. PROJECT DOCUMENTS UPDATE INPUTS TOOLS & TECHNIQUES OUTPUTS The process of identifying and documenting relationships among the project activities
  115. 115. PRECEDENCE DIAGRAMMING METHOD PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT THE ACTIVITIES, WHICH ARE CALLED NODES. THE NODES ARE CONNECTED WITH ARROWS SHOWING THE DEPENDENCIES BETWEEN ACTIVITIES. THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).
  116. 116. PDM 01 1. Most frequently used 2. Describes that the independent activity must finish before the dependent activity can start 3. B doesn't start before A is finished e.g. foundation -concrete 03 1. The independent activity must finish before the dependent activity finishes  2. B doesn't finish before A is finished e.g. Last chapter written (FF) Entire book completed 02 1.  The independent activity must start before the dependent activity can start. 2. B doesn't start before A Starts e.g. Project work started (SS) Project Management activities started 04 1. The independent activity must start before the dependent activity can finish  2. This logical relationship is seldom used  B doesn't finish before A starts  e.g. shifts FINISH TO START FINISH TO FINISH START TO START START TO FINISH The precedence diagramming method has four logical relationships/ dependencies
  117. 117. Also know as hard logic or hard dependencies. The nature of the work dictates the order in which the activities should be Performed legally or contractually Involves Physical limitations  Also know as preferred logic or soft logic or preferential logic. Defined by project management team Process / procedure driven or best practices techniques Internal to the project and controlled by the team External to the project An external activity which is non- project activity has an impact on project activities. MANDATORY DEPENDENCY EXTERNAL DEPENDENCY DISCRETIONARY DEPENDENCY INTERNAL DEPENDENCY DEPENDENCY DETERMINATION & INTEGRATION ALSO 4 DEPENDENCIES
  118. 118. Leads and Lags Lead Lag Speed up the successor activities and require time to be subtracted from the start date or the finish date of the activity scheduled Delay successor activities and require time added either to the start date or to the finish date of the activity scheduled ACTIVITY A ACTIVITY B LAGLEAD ACTIVITY A ACTIVITY B
  119. 119. ESTIMATE ACTIVITY DURATIONS The process of estimating the number of work periods needed to complete individual activities with estimated resources. MBA, PMP A s h r a f O s m a n
  120. 120. ESTIMATE ACTIVITY DURATIONS ESTIMATE ACTIVITY DURATIONS 1. PROJECT MANAGEMENT PLAN 2. PROJECT DOCUMENTS • ACTIVITY ATTRIBUTES • ACTIVITY LIST • MILESTONE LIST • PROJECT TEAM ASSIGNMENTS • RESOURCE BREAKDOWN   STRUCTURE • RESOURCE CALENDARS • RESOURCE REQUIREMENTS • RISK REGISTER 3. EEF    4. OPA .1 EXPERT JUDGMENT .2 ANALOGOUS ESTIMATING .3 PARAMETRIC ESTIMATING .4 THREE-POINT ESTIMATING .5 BOTTOM-UP ESTIMATING .6 DATA ANALYSIS • ALTERNATIVES ANALYSIS • RESERVE ANALYSIS .7 DECISION MAKING .8 MEETINGS .1 DURATION ESTIMATES .2 BASIS OF ESTIMATES .3 PROJECT DOCUMENTS UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  121. 121. ESTIMATE ACTIVITY DURATIONS TOOLS & TECHNIQUES (EXPLANATION) Also called Top-down estimating Most useful when the previous similar activities to activities being estimated  three numbers: a most likely , an optimistic scenario, and a pessimistic The final estimate is the average= (O+4M+P)/6 Set some money aside to account the risk ANALOGOUS ESTIMATING PARAMETRIC ESTIMATING THREE-POINT ESTIMATES RESERVE ANALYSIS Based on data and project parameters. We have 4 meters of cables (data) each 1 meter will take  1 minute to install . total duration = 4 mintues x X Y y
  122. 122. ESTIMATE ACTIVITY DURATIONS TOOLS & TECHNIQUES (EXPLANATION) Different way or resources to do the work.  e.g Brick Or Wood? Hand Or Automated? the project manager asks the team to show their estimation by voting With the one who will do the work ALTERNATIVE ANALYSIS BOTTOM-UP ESTIMATING DECISION MAKING EXPERT JUDGMENT Further Decomposition of activity to estimate the duration. These estimates are then aggregated into a total quantity for each of the activity’s durations.
  123. 123. DURATION ESTIMATES BASIS OF ESTIMATES PROJECT DOCUMENTS UPDATES OUTPUTS number of time periods that are required to complete an activity Additional details or justifications show how the duration estimate was derived. Like  activity attributes, risk register, Lessons learned register...etc MBA, PMP A s h r a f O s m a n
  124. 124. DEVELOP SCHEDULE The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. MBA, PMP A s h r a f O s m a n
  125. 125. ESTIMATE ACTIVITY DURATIONS DEVELOP SCHEDULE .1 PROJECT MANAGEMENT PLAN • SCHEDULE MANAGEMENT PLAN • SCOPE BASELINE .2 PROJECT DOCUMENTS • ACTIVITY ATTRIBUTES • ACTIVITY LIST • MILESTONE LIST • BASIS OF ESTIMATES • DURATION ESTIMATES • PROJECT SCHEDULE NETWORK DIAGRAMS • PROJECT TEAM ASSIGNMENTS • RESOURCE CALENDARS • RESOURCE REQUIREMENTS • RISK REGISTER .3 AGREEMENTS    .4 EEF     5 OPA .1 SCHEDULE NETWORK ANALYSIS .2 CRITICAL PATH METHOD .3 RESOURCE OPTIMIZATION .4 DATA ANALYSIS • WHAT-IF SCENARIO ANALYSIS • SIMULATION .5 LEADS AND LAGS .6 SCHEDULE COMPRESSION .7 PROJECT MANAGEMENT INFORMATION SYSTEM .8 AGILE RELEASE PLANNING .1 SCHEDULE BASELINE .2 PROJECT SCHEDULE .3 SCHEDULE DATA .4 PROJECT CALENDARS .5 CHANGE REQUESTS .6  PROJECT MGMT PLAN UPDATES .7  PROJECT DOCUMENTS UPDATES INPUTS, TOOLS AND TECHNIQUES  & OUTPUTS
  126. 126. CRITICAL PATH METHOD (CPM) Longest Duration Path (not longest path) through the network diagram Near critical path : close in duration to critical path. sometimes the near CP can be the CP which will increase the risk. Total Float (Slack) :amount of time that an  activity can be delayed without delaying the project finish date Critical Path has always 0 float. Early start (ES) Is the earliest time that an activity can start. Late start (LS) Is the latest time that an activity can start. Late finish (LF) Is the latest time that an activity can finish. Early finish (EF) Is the earliest time that an activity can finish.
  127. 127. RESOURCE OPTIMIZATION  RESOURCE LEVELING RESOURCE SMOOTHING IS A METHOD TO FLATTEN THE SCHEDULE WHEN RESOURCES ARE OVER-ALLOCATED IT WILL LENGTHEN THE SCHEDULE 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. IT WILL NOT AFFECT THE SCHEDULE MBA, PMP A s h r a f O s m a n
  128. 128. DATA ANALYSIS Simulation allow project managers to examine the feasibility of the project schedule under different conditions, variables and events (Monte Carol analysis) What-If Scenario Simulations provide “what-if” questions, worst case scenarios, and potential disasters. MBA, PMP A s h r a f O s m a n
  129. 129. PROJECT COST management P M P P R E P A R A T I O N C O U R S E A S H R A F O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n
  130. 130. The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled. PLAN COST MGMT ESTIMATE COSTS DETERMINE BUDGET CONTROL COSTS The process of developing an approximation of the monetary resources needed to complete project work. The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline. COST MGMT PROCESSES
  131. 131. KEY CONCEPTS Is primarily concerned with the cost of the resources needed to complete schedule activities. Also considers Is also called as Life-Cycle Costing Cost of using, Cost of maintaining Cost of supporting the product, service or result
  132. 132. Cost Project 1 Project 2 1000 500 2000 3000 3000 3500 Maintenance Life cycle cost LIFE CYCLE COST MBA, PMP A s h r a f O s m a n
  133. 133. TAILORING CONSIDERATIONS 1- Knowledge management 2- Estimating & budgeting 3- Earned value mgmt 4- Use of agile approach 5- Governance Tailoring Cost Management processes like:
  134. 134. PLAN COST MANAGEMENT INPUTS 1. Project management plan 2. Project charter 3. EEF 4. OPA TOOLS TECHNIQUES 1. Expert judgment 2. Data analysis 3. Meetings OUTPUTS 1. Cost management plan The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
  135. 135. DATA ANALYSIS It includes but is not limited to alternatives analysis. reviewing strategic funding options such as: self-funding, funding with equity, or funding with debt. It can also include consideration of ways to acquire project resources such as making, purchasing renting, or leasing. As well as currency like dollar vs Saudi Riyal MBA, PMP A s h r a f O s m a n
  136. 136. COST MANAGEMENT PLAN CONTENTS Level of accuracy Units of measure Each unit used in measurement, such as staff hours/staff days is defined Control thresholds EVM calculating formulas are defined Funding Decisions Reporting formats 01 02 03 04 05 06 07
  137. 137. ESTIMATE COSTS ESTIMATE COSTS IS THE PROCESS OF CALCULATING THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO COMPLETE THE PROJECT WORK. ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF CURRENCY MBA, PMP A s h r a f O s m a n
  138. 138. INPUTS OUTPUTS TOOLS & TECHNIQUES 1. Project management plan • Cost management plan • Quality management plan • Scope baseline 2. Project documents • Risk register • Project schedule • Resources requirements 3. EEF 4. OPA 1. Expert judgment 2. Analogous estimating 3. Parametric estimating 4. Bottom-up estimating 5. Three-point estimating 6. Data analysis • Alternatives analysis • Reserve analysis • Cost of quality 7. Project management information system 1. Cost estimates 2. Basis of estimates 3. Project documents updates ESTIMATE COSTS
  139. 139. DETERMINE BUDGET TOOLS TECHNIQUES OUTPUTSINPUTS 1. Project mgmt plan • Cost mgmt plan • Scope baseline 2. Project documents • Basis of estimates • Cost estimates • Project schedule • Risk register 3. Agreements 4. OPA 5. EEF 1. Cost aggregation 2. Data analysis • Reserve analysis 3. Expert judgment 4. Historical information review 5. Funding Limit reconciliation 6. Financing 1. Cost baseline 2. Project funding requirements 3. Project documents updates The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline MBA, PMP A s h r a f O s m a n
  140. 140. CONTROL COSTS THE PROCESS OF MONITORING THE STATUS OF THE PROJECT TO UPDATE THE PROJECT COSTS AND MANAGING CHANGES TO THE COST BASELINE MBA, PMP A s h r a f O s m a n
  141. 141. INPUTS OUTPUTS TOOLS & TECHNIQUES 1. Project management plan • Cost management plan • Cost baseline 2. Project funding requirements 3. Work performance data 4. Project documents 4. Organizational process assets 1. Earned value management 2. Data analysis • Earned value analysis • Variance analysis • Trend analysis • Reserve analysis 3. To-complete performance index (TCPI) 4. Project management information system 1. Work performance information 2. Cost forecasts 3. Change requests 4. Project management plan updates 5. Project documents updates CONTROL COSTS
  142. 142. EARNED VALUE ANALYSIS “The rabbit wouldn't’ have lost the race if someone informed about its performance time to time…”
  143. 143. EARNED VALUE ANALYSIS METHODOLOGY TO TRACK: Schedule Performance Cost Performance
  144. 144. BENEFITS OF EVA Reliable project costs and schedule data for more effective decision-making Early identification of potential problems Accurate prediction of project costs at completion What did we get for money spent How much will the project cost to complete When will the project be complete MBA, PMP A s h r a f O s m a n
  145. 145. EARNED VALUE ANALYSIS PV BAC PLANNED VALUE The authorized budget assigned to scheduled work. BUDGET AT COMPLETION Budget planned for an activity or work package Cumulative and Current BAC is the sum of all budgets allocated to a project The Project BAC must always equal the Project Total PV. BAC = SUM (PV) EARNED VALUE ANALYSIS
  146. 146. EARNED VALUE ANALYSIS AC EV is the quantification of the “worth” of the work done ACTUAL COST EV tells us in physical terms, what the project has accomplished. Cumulative and Current the cost incurred for executing work on a project It is the total cost incurred in accomplishing the work that the EV measured Cumulative and Current EV EARNED VALUE
  147. 147. EARNED VALUE ANALYSIS
  148. 148. SCHEDULE VARIANCE VARIANCE ANALYSIS COST VARIANCE VARIANCE AT COMPLETION The amount by which the project is ahead or behind the planned delivery date, SV = EV – PV A negative variance means the project is behind schedule. The amount of budget deficit or surplus at a given point in time CV = EV – AC A negative variance means the project is over-budget. How much over or under budget (will the total project cost be?) do we expect to be at the end of the project? VAC = BAC – EAC
  149. 149. indexes Schedule Performance Index (SPI) SPI = EV/PV (SPI<1 means project is behind schedule) CPI = EV/AC (CPI<1 means project is Over budget) Cost Performance Index (CPI)
  150. 150. As the project progresses, the team may develop a forecast for the estimate at completion (EAC) that may differ from the budget at completion (BAC) based on the project performance. If it becomes obvious that the BAC is no longer viable, the project manager should consider the forecasted In earned value analysis, three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. FORECASTING RESERVE ANALYSIS TREND ANALYSIS Trend analysis examines project performance over time to determine if performance is improving or deteriorating.
  151. 151. ESTIMATE AT COMPLETION (EAC) CASES What do we currently expect the TOTAL project (at completion) to cost? 1- Typical When Variance will continue, or no variance, or same performance or (CPI at same rate) EAC=BAC / CPI When Variance will end or spending at same budgeted/planned rate EAC= AC + BAC - EV EAC= AC + BAC - EV (CPI x SPI) 2- Atypical EAC= AC + ETC (Bottom-Up) 3- initial plan is no longer valid or wrong 4- When considering CPI & SPI
  152. 152. From now on, how much MORE money will it take to finish the project? ETC = EAC – AC That is ratio between remaining work and funds remaining TCPI = (BAC-EV) / (BAC-AC) ETC (ESTIMATE TO COMPLETE) TCPI (TO-COMPLETE PERFORMANCE INDEX) CONTROL COSTS (T&T) CONT'D
  153. 153. Value of work planned to be done Planned Value (PV) Must always equal the Project Total PV The Project BAC The cost incurred for executing work Actual Cost (AC) Value of work done to date Earned Value (EV) SUMMARY MBA, PMP A s h r a f O s m a n
  154. 154. SUMMARY What do we currently expect the TOTAL project (at completion) to cost ? Estimate At Completion (EAC) From now on, how much MORE money will it take to finish the project ? Estimate To Complete (ETC) How much over or under budget (will the total project cost be?) do we expect to be at the end of the project? Variance At Completion (VAC) MBA, PMP A s h r a f O s m a n
  155. 155. YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED. EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000 PER SIDE. THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER. TODAY IS THE END OF DAY THREE. PV EV AC BAC CV CPI SV SPI EAC ETC VAC CALCULATE ACTIVITY STAUTS Complete, spent $1,000 Complete, spent $1,200 50% done, spent $600 Not yet started SIDE 2 SIDE 3 SIDE 1 SIDE 4
  156. 156. PV = 1,000 + 1,000 + 1,000= 3,000 EV = 1,000 + 1,000 + (50% X 1000) = 2500 AC = 1,000 + 1,200 + 600 = 2800 BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000 CV = 2,500 – 2,800 = -300 CPI = 2,500 / 2,800 = 0.893 SV = 2,500 – 3,000 = -500 SPI = 2,500 / 3,000 = 0.833 EAC = 4,000 / .893 = 4479 ETC = 4.479 – 2,800 = 1679 VAC = 4,000 – 4,479 = -479 WE SHOULD HAVE DONE $3,000 WORTH OF WORK. WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK WE HAVE ACTUALLY SPENT $2,800 OUR PROJECT BUDGET IS $4,000. $300 OVER BUDGET WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT. WE ARE BEHIND SCHEDULE WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479 WE NEED TO SPEND $1,679 TO FINISH THE PROJECT WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED. ANSWERS MBA, PMP A s h r a f O s m a n
  157. 157. THANK YOU A S H R A F O S M A N , M B A , P M P MBA, PMP A s h r a f O s m a n https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel Linkedin: Facebook Page:
  158. 158. PROJECT QUALITY MANAGEMENT PMP PREPARATION COURSE By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  159. 159. PROJECT QUALITY MANAGEMENT PLAN QUALITY MANAGEMENT The process of identifying quality or standards MANAGE QUALITY Translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. CONTROL QUALITY Monitoring and recording the results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations. By: Ashraf Osman,MBA, PMP
  160. 160. TRENDS AND EMERGING PRACTICES IN PROJECT QUALITY MANAGEMENT Customer satisfaction Continual improvement Management responsibility Prevention of defects and reworks Everyone's responsibility Continuous improvement              (Plan – Do – Check – Act) By: Ashraf Osman,MBA, PMP
  161. 161. TAILORING CONSIDERATIONS By: Ashraf Osman,MBA, PMP Policy compliance and auditing Standards and regulatory compliance Continuous improvement Stakeholder engagement
  162. 162. MORE QUALITY CONCEPTS TQM SIX SIGMA Says that the process is the problem, not people TQM stipulates that quality must be managed in and that quality improvement should be a continuous way of doing business Is a quality management approach Mostly used in manufacturing and services industries Is  focuses on process improvement and variation reduction by applying Six  Sigma methodologies By: Ashraf Osman,MBA, PMP
  163. 163. KAIZEN TECHNOLOGY MARGINAL ANALYSIS A quality philosophy of applying continuous small improvements to reduce costs and ensure consistency. The cost of the incremental improvements to a process or a product is compared with the increase in revenue made from the improvements. MORE QUALITY CONCEPTS By: Ashraf Osman,MBA, PMP
  164. 164. Q U A L I T Y G R A D E V S Q U A L I T Y G R A D E The sum of the characteristics of a product that meet the specifications / expectations of the project The category or rank given to entities having the same functional use but different characteristics MBA, PMP A s h r a f O s m a n
  165. 165. STEAK  FOOL The steak is a high-grade meal But if the steak didn't meet the expectation and the fool did, then the steak is a low quality while the fool is a high quality The fool is a low-grade meal By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  166. 166. QUALITY PIONEERS EASTWAY UNIVERSITY OF SOCIAL SCIENCES WWW.EUSS.EDU PHILIP CROSBY CROSBY DEVISED THE “ZERO DEFECTS” PRACTICE   THAT IS, DO IT RIGHT THE FIRST TIME   PREVENTION IS THE KEY SUGGESTED THAT AS MUCH AS 85% OF QUALITY ISSUES IS MANAGEMENT PROBLEM  DEMING IS MAJOR CONTRIBUTOR OF TOTAL QUALITY MANAGEMENT (TQM) IS KNOWN FOR HIS “FITNES FOR USE”   THAT IS CUSTOMERS’ EXPECTATIONS ARE MET  CONFORMANCE TO SPECIFICATIONS JOSEPH JURAN VLOGGER EDWARD DEMING By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  167. 167. PlanQualityManagement The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements. inputs outputstools&techniques 1. PROJECT CHARTER 2. PROJECT MANAGEMENT PLAN 3. PROJECT DOCUMENTS    • ASSUMPTION LOG    • REQUIREMENTS      DOCUMENTATION    • RISK REGISTER    • STAKEHOLDER                   REGISTER 4. EEF 5. OPA 1. MEETINGS & EXPERT     JUDGMENT 2. DATA GATHERING     • BENCHMARKING     • BRAINSTORMING     • INTERVIEWS 3. DATA ANALYSIS     • COST-BENEFIT ANALYSIS     • COST OF QUALITY 4. DECISION MAKING 5. DATA REPRESENTATION 6. INSPECTION PLANNING 1. QUALITY MANAGEMENT PLAN 2. QUALITY METRICS 3. PROJECT DOCUMENTS UPDATES 4. PROJECT DOCUMENTS UPDATES By: Ashraf Osman,MBA, PMP
  168. 168. PLAN QUALITY MANAGEMENT  T&T MBA, PMP A s h r a f O s m a n
  169. 169. PlanQualityManagement(T&T) Is comparison among two projects, processes or performance of organizations The goal is to evaluate the differences between two projects and to make corrective actions to the current project Is also used as a measurement against industry standards, competitors’ level of performance Benchmarking multicriteria decision analysis. it  helps to  prioritize quality metrics. E.g., prioritization matrix can be used to identify the key issues and suitable alternatives to be prioritized as a set of decisions for implementation Decision Making Total cost of quality-related efforts 4 types: A- Prevention costs: Includes quality planning, Training B- Appraisal costs: Includes inspections and testing. C- Internal Failure Costs D- External Failure Costs Cost of Quality By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  170. 170. DATA REPRESENTATION FLOW CHART A flowchart is a type of diagram that represents an algorithm, workflow or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagrammatic representation illustrates a solution model to a given problem. By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  171. 171. DATAREPRESENTATION The logical data model can be used to identify where data integrity or other quality issues can arise. Logical Data Model Matrix diagrams help find the strength of relationships among different factors and causes  that exist between the rows and columns that form the matrix. Matrix diagrams diagrammatic method used to visually organizing information.  The mind-mapping technique may help in the rapid gathering of project quality requirements Mind mapping By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  172. 172. QUALITY MANAGEMENT PLAN QUALITY METRICS PLAN & DOCUMENTS UPDATES Describes how the organization’s quality policies will be implemented. It contains: 1-Standard 2-Roles & Responsibility 3-Reports 4-Metrics 5-The deliverable that will be tested A quality metric specifically describes a project or product attribute and how the Control Quality process will verify compliance to it e.g variance in height, number of bugs, number of crashes...etc Risk management plan Scope baseline Requirements traceability matrix planqualitymanagenet(outputs) By: Ashraf Osman,MBA, PMP
  173. 173.  manage Quality (qa) The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into project. Manage Quality is called Quality Assurance. inputs outputstools&techniques 1. PROJECT MGMT PLAN   • QUALITY MGMT PLAN 2. PROJECT DOCUMENTS   • LESSONS LEARNED     REGISTER   • QUALITY CONTROL     MEASUREMENTS   • QUALITY METRICS   • RISK REPORT 3. OPA 1. DATA GATHERING     • CHECKLISTS 2. DATA ANALYSIS 3. DECISION MAKING 4. DATA REPRESENTATION 5. AUDITS 6. DESIGN FOR X 7. PROBLEM SOLVING 8. QUALITY IMPROVEMENT     METHODS 1. QUALITY REPORTS 2. TEST & EVALUATION     DOCUMENTS 3. CHANGE REQUESTS 4. PROJECT MGMT      PLAN UPDATES 5. PROJECT DOCUMENTS     UPDATES By: Ashraf Osman,MBA, PMP
  174. 174. I d e n t i f i e s o p p o r t u n i t i e s f o r p r o c e s s i m p r o v e m e n t s . T h i s a n a l y s i s a l s o e x a m i n e s p r o b l e m s , c o n s t r a i n t s , a n d n o n - v a l u e - a d d e d a c t i v i t i e s t h a t o c c u r d u r i n g a p r o c e s s . A n a l y t i c a l t e c h n i q u e u s e d t o d e t e r m i n e t h e b a s i c u n d e r l y i n g r e a s o n t h a t c a u s e s a v a r i a n c e , d e f e c t , o r r i s k . U s e d t o e v a l u a t e i d e n t i f i e d o p t i o n s i n o r d e r t o s e l e c t w h i c h d i f f e r e n t q u a l i t y o p t i o n s o r a p p r o a c h e s a r e m o s t a p p r o p r i a t e t o u s e PROCESSANALYSIS ROOTCAUSEANALYSIS ALTERNATIVES ANALYSIS DOCUMENT ANALYSIS Data analysis T h e a n a l y s i s o f d o c u m e n t s p r o d u c e d i n p r o j e c t c o n t r o l p r o c e s s e s c a n p o i n t t o a n d f o c u s o n p r o c e s s e s t h a t m a y b e o u t o f c o n t r o l a n d m a y j e o p a r d i z e m e e t i n g t h e s p e c i f i e d r e q u i r e m e n t s  
  175. 175. Manage Quality (T&T) A structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures. Quality audits can  confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions. Audits Is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. Design for X Quality improvements can occur based on findings and recommendations from quality control processes, the findings of the quality audits, or problem-solving in the Manage Quality process. Example: Plan-do-check-act and Six Sigma Quality improvement By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  176. 176. CAUSE AND EFFECT DIAGRAM Also called Fishbone diagrams or Ishikawa diagrams They are used to figure out what caused a defect. You list all of the categories of the defects that you have identified and then write the possible causes of the defect you are analyzing from each category. Fishbone diagrams help you see all of the possible causes in one place so you can think of how you might prevent the defect in the future. DATA REPRESENTATION By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  177. 177. HISTOGRAM Also called (Frequency Distribution Chart) A bar graph that groups the data by predetermined intervals to show the frequency of the data set Used to measure and analyze the data and identify Defect Classification, Delivery Times, Survey Findings By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  178. 178. SCATTER DIAGRAM It is used for problem-solving and understanding cause and effect relationships It shows if a relation exists between Two variables Positive correlation Negative correlation No correlation Types of Correlations By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  179. 179. MANAGE QUALITY: OUTPUTS EASTWAY UNIVERSITY OF SOCIAL SCIENCES WWW.EUSS.EDU QUALITY REPORTS Include all quality mgmt issues escalated by the team; recommendations improvements; and the summary of findings from the Control Quality process. If changes occur during the Manage Quality process that impact any of the componentsof the project mgmt plan, project documents,  They are inputs to the Control Quality process and are used to evaluate the achievement of quality objectives. TEST &EVALUATION DOCUMENTS VLOGGER CHANGE REQUESTS By: Ashraf Osman,MBA, PMP
  180. 180.  control Quality (QC) The process of monitoring and recording results of executing the quality mgmt activities in order to assess performance & ensure the project outputs are complete, correct, & meet customer expectations. inputs outputstools&techniques 1. PROJECT MGMT PLAN   • QUALITY MGMT PLAN 2. PROJECT DOCUMENTS   • QUALITY METRICS   • TEST & EVALUATION     DOCUMENTS 3. APPROVED CHANGE          REQUESTS 4. DELIVERABLES 5. WORK PERFORMANCE      DATA 6. EEF 7. OPA 1. DATA GATHERING     • CHECKLISTS     • CHECK SHEETS     • STATISTICAL SAMPLING 2. DATA ANALYSIS     • PERFORMANCE REVIEWS     • ROOT CAUSE ANALYSIS 3. INSPECTION 4. TESTING/PRODUCT EVALUATIONS 5. DATA REPRESENTATION 6. MEETINGS 1. QUALITY CONTROL     MEASUREMENTS 2. VERIFIED DELIVERABLES 3. WORK PERFORMANCE      INFORMATION 4. CHANGE REQUESTS 5. PROJECT MGMNT PLAN     UPDATES 6. PROJECT DOCUMENTS            UPDATES By: Ashraf Osman,MBA, PMP
  181. 181. DATA REPRESENTATION CHECK SHEETS They are especially useful for gathering attributes data while performing inspections to identify defects.  For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams. By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  182. 182. CONTROL CHART Used to objectively define a process and variation Process containing only common causes of variation is considered stable, implying that the variation is predictable within the established control limits Processes containing special as well as common causes of variation are considered unstable. In such cases the special causes fall outside the established control limits Control charts can be plotted for tracking Production failures, defects by schedule/effort/cost and variances By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n DATA REPRESENTATION
  183. 183. QUALITY CTRL MEASUREMENTS VERIFIED DELIVERABLES WORK PERFORMANCE INFO Quality control measurements are the documented results of Control Quality activities A goal of the Control Quality process is to determine the correctness of deliverables. The results of performing the Control Quality process are verified deliverables that become an input to the Validate Scope process Includes information on project requirements fulfillment, causes for rejections, rework required, recommendations for corrective actions, lists of verified deliverables, status of the quality metrics, & the need for process adjustments. control quality(outputs) By: Ashraf Osman,MBA, PMP
  184. 184. QA Makes Sure that we are doing the right thing in the right way Focuses on building in quality and hence preventing defects Deals with process Preventing process (proactive) Makes Sure that results of what we’ve done are what we are expected Focuses on testing for quality and hence detecting defects Deals with products Corrective process (reactive) QC VS By: Ashraf Osman,MBA, PMP
  185. 185. THANKYOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel By: Ashraf Osman,MBA, PMP MBA, PMP A s h r a f O s m a n
  186. 186. PROJECT RESOURCE MANAGEMENT PMP PREPARATION COURSE BY: ASHRAF NOUR, MBA, PMP MBA, PMP A s h r a f O s m a n
  187. 187. Plan Resource Management It defines how to estimate, acquire, manage, and utilize physical and team resources. 1 Estimate Activity Resources estimating the type and quantities of resources  necessary to perform project work. 2 Acquire Resources Obtaining human and physical resources necessary to complete project work. 3 Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. 
  188. 188. Develop Team The process of improving competencies,  interactions & team environment to enhance performance. 4 Manage Team Tracking team member performance, providing feedback, resolving issues 5 Control Resources Ensuring that the physical resources are available as planned, as well as monitoring the planned versus actual use of resources, 6 Resources include physical resources as well as human resources.
  189. 189. TAILORING CONSIDERATIONS DIVERSITY PHYSICAL LOCATION INDUSTRY- SPECIFIC RESOURCES TEAM MGMT. LIFE CYCLE APPROACHES Whatisthe diversity backgroundof theteam? Whatisthe physicallocation ofteammembers andphysical resources? Whatspecial resourcesare neededinthe industry? Howisteam development managedforthe project? Whatlifecycle approachwillbe usedonthe project?
  190. 190. PLAN RESOURCE MANAGEMENT Theprocessofdefining howtoestimate, acquire,manage,anduse teamandphysical resources. INPUTS TOOLS & TECHNIQUES OUTPUTS 1.Projectcharter 2.Projectmanagementplan 3.Projectdocuments   •Projectschedule   •Requirementsdocumentation   •Riskregister  •Stakeholderregister 3.EEF   4.OPA 1.Datarepresentation   •Hierarchicalcharts   •Responsibilityassignmentmatrix   •Text-orientedformats 2.Organizationaltheory 3.Expertjudgment&Meetings 1. Resourcemanagementplan 2.Teamcharter 3.Projectdocumentsupdates
  191. 191. DATA REPRESENTATION Datarepresentationbyusingcharts. Variousformatsexisttodocumentand communicateteammemberrolesand responsibilities.Mostfallinto hierarchical,matrix,ortext- oriented formats.
  192. 192. 1-  HIERARCHICAL – ORGANIZATIONAL CHART 2-  ASSIGNMENT MATRIX  A-ResponsibilityAssignment Matrix-RAM (whowilldowhat?) B-RACIMatrix  (Responsible-Accountable- Consult-Inform) DATAREPRESENTATION-CHARTS
  193. 193. 3- TEXT – ORIENTED FORMAT DATAREPRESENTATION-CHARTS
  194. 194. ORGANIZATION THEORIES MBA, PMP A s h r a f O s m a n
  195. 195. People have needs, and until the lower ones are satisfied they won’t even begin to think about the higher ones. ORGANIZATION THEORIES MASLOW’S HIERARCHY OF NEEDS
  196. 196. Hygiene agents  1- Job security 2- Salary 3- Acceptable working conditions 4- Relationships Motivating agents 1- Opportunity 2- Responsibility 3- Appreciation 4- Recognition 5- Education ORGANIZATION THEORIES HERZBERG’S THEORY OF MOTIVATION
  197. 197. ORGANIZATION THEORIES THEORY X & THEORY Y Thoery X  Management assumed employees are lazy and hate work.  Theory Y Employees enjoy their physical and mental work.
  198. 198. People will behave based on what they expect Will work in relation to the expected reward E.g Sales Commission Policy, Jannah ORGANIZATION THEORIES EXPECTANCY THEORY
  199. 199. Theresourcemanagementplan, apartoftheprojectmanagementplan, providesguidanceonhowprojectresources shouldbecategorized,allocated,managed,and released. Itincludes: 1. Identificationofresources 2. Guidanceonhowtoacquire resources 3. Rolesandresponsibilities 4. Projectorganizationcharts 5. Projectteamresourcemanagement 6. Training 7. Teamdevelopment 8. Resourcecontrol 9. Recognitionplan RESOURCE MANAGEMENT PLAN MBA, PMP A s h r a f O s m a n
  200. 200. Theteamcharterisadocumentthat establishestheteamvalues,agreements,and operatingguidelinesfortheteam. Theteamchartermayincludebutisnotlimited to: Teamvalues Communicationguidelines Decision-makingcriteriaandprocess Conflictresolutionprocess Meetingguidelines Teamagreements MBA, PMP A s h r a f O s m a n TEAM CHARTER
  201. 201. ESTIMATE ACTIVITY RESOURCES Theprocessof estimatingteam resourcesandthetype& quantitiesofmaterials, equipment,andsupplies necessarytoperform projectwork INPUTS TOOLS & TECHNIQUES OUTPUTS 1.Projectmanagementplan   •Resourcemanagementplan   •Scopebaseline 2.Projectdocuments   •Activityattributes •Activitylist   •Costestimates    •Resourcecalendars   •Riskregister 3.EEF  4.OPA 1.Expertjudgment& Meetings 2.Bottom-upestimating 3.Analogousestimating 4.Parametricestimating 5.Dataanalysis   •Alternativesanalysis 6.Projectmanagementinformationsystem 1.Resourcerequirements 2.Basisofestimates 3.Resourcebreakdownstructure 4.ProjectdocumentsupdatesMBA, PMP A s h r a f O s m a n
  202. 202. Wecallit the"4M" Manpower Machineries Material ESTIMATE ACTIVITY RESOURCES Money MBA, PMP A s h r a f O s m a n
  203. 203. ACQUIRE RESOURCES Theprocessof obtaining teammembers,facilities, equipment,materials, supplies,andother resourcesnecessaryto completeprojectwork INPUTS TOOLS & TECHNIQUES OUTPUTS 1.Projectmanagementplan 2.Projectdocuments  •Projectschedule  •Resourcecalendars  •Resourcerequirements  •Stakeholderregister 3.EEF  4.OPA 1.Pre-assignment 2.Decisionmaking 3.Interpersonalandteamskills 4.Virtualteams 1. Physicalresourceassignments 2.Projectteamassignments 3.Resourcecalendars 4. Changerequests 5.Projectmanagementplanupdates 6. Projectdocumentsupdates 7.EEF&OPAupdatesMBA, PMP A s h r a f O s m a n
  204. 204. ACQUIRE RESOURCES Whenphysicalor teamresources foraprojectare determinedin advance,theyare consideredpre- assigned. PRE ASSIGN- MENT  Groupwithlittle ornotimespent meetingfaceto face. Identifiesthe workingdays, shifts, business hours,weekends, and holidays.  VIRTUAL TEAMS  RESOURCE CALENDAR
  205. 205. DEVELOP  TEAM Theprocessofimproving competencies,team memberinteraction,and overallteamenvironment toenhanceproject performance 1.Projectmanagementplan 2.Projectdocuments  •Projectteamassignments  •Resourcecalendars  •Teamcharter 3.EEF  4.OPA 1.Colocation 2.Virtualteams 3.Communicationtechnology 4.Interpersonalandteamskills 5.Training 6.Recognitionandrewards 7.Individualandteamassessments 8.Meetings 1.Teamperformanceassessments 2.Changerequests      3.ProjectMgmtplanupdates 4.Projectdocumentsupdates    5.EEF&OPAupdates MBA, PMP A s h r a f O s m a n INPUTS TOOLS & TECHNIQUES OUTPUTS
  206. 206. STAGES OF TEAM DEVELOPMENT FORMING STORMING NORMING PERFORMING ADJOURNING Teamacquaints andestablishes groundrules. Formalitiesare preservedand membersare treatedas strangers. Members startto communicate theirfeelingsbut sillview themselvesas individuals.They  showhostility. Peoplestartto resolvetheir differences, appreciate colleagues' strengths,and respectthe weeknesses Theteamreach thisstage,when hardworkleads withoutfriction,to theachievement oftheteam'sgoal isthebreak-upof thegroup, hopefullywhen thetaskis completed successfully, or aspartofthe  ProjectClosure
  207. 207. MANAGE TEAM Theprocessoftracking teammember performance,providing feedback,resolving issues,andmanaging changestooptimize projectperformance INPUTS TOOLS & TECHNIQUES OUTPUTS 1.Projectmanagementplan 2.Projectdocuments 3.Teamperformanceassessments 4.Workperformancereports 5.EEF  6.OPA 1.Interpersonalandteamskills 2.Projectmanagementinformationsystem 1.Changerequests 2.Projectmanagementplanupdates 3.Projectdocumentsupdates 4.Enterpriseenvironmentalfactorsupdates MBA, PMP A s h r a f O s m a n
  208. 208. CONFLICT RESOLUTION C O M P A N Y . C O M MBA, PMP A s h r a f O s m a n
  209. 209. CONFLICT RESOLUTION Conflictisnatural  Conflictisateamissue  Opennessresolvesconflict  Conflictresolutionshouldfocusonissues, notpersonalities  Conflictresolutionshouldfocusonthe present,notthepast MBA, PMP A s h r a f O s m a n
  210. 210. CONFRONTING  COLLABORATING COMPROMISING CONFLICT RESOLUTION TECHNIQUES Confrontsthe problemhead-on  Thepreferredmethod Incorporatingmultiple viewpointsfrom differing perspectives, leadingtoconsensus Requiresbothparties giveupsomething   Decisionisablendof twopartiesargument   Lose-losesolution  Usedtoavoidfight
  211. 211. SMOOTHING FORCING WITHDRAWAL CONFLICT RESOLUTION TECHNIQUES Smoothingby minimizingthesizeof theproblem  Temporarysolution Decisionismadewith power  Maynotbethebest solution  Immediatesolution Onepartywithdraws formtheproblemwith disgustYield-loose solution  Worstconflict resolution
  212. 212. CONTROL RESOURCES Theprocessofensuring thatthephysical resourcesareavailableas planned,aswellas monitoringtheplanned versusactualuseof resources, INPUTS TOOLS & TECHNIQUES OUTPUTS 1.Projectmanagementplan 2.Projectdocuments 3.Workperformancedata 4.Agreements 5.OPA 1.Dataanalysis 2. Problemsolving 3. Interpersonalandteamskills 4.Projectmanagementinformationsystem 1.Workperformanceinformation 2.Changerequests 3.Projectmanagementplanupdates 4.Projectdocumentsupdates MBA, PMP A s h r a f O s m a n
  213. 213. T H A N K Y O U ! A S H R A F   O S M A N , M B A , P M P h t t p s : / / w w w . l i n k e d i n . c o m / i n / a s h r a f - o s m a n - m b a - p m p - 1 a 1 4 8 4 9 8 / h t t p s : / / w w w . f a c e b o o k . c o m / p m p h e r o s / ? r e f = a y m t _ h o m e p a g e _ p a n e l MBA, PMP A s h r a f O s m a n
  214. 214. PROJECT COMMUNICATIONS MANAGEMENT PMP PREPARATION COURSE ASHRAF OSMAN, MBA, PMP MBA, PMP A s h r a f O s m a n
  215. 215. It includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artifacts and implementation of activities designed to achieve effective information exchange. Communications Management consists of two parts. The first part is developing a strategy to ensure communication is effective for stakeholders. The second part is carrying out the activities necessary to implement the communication strategy. 90% of a project manager’s job is communication. Communications Management makes sure everybody gets the right message at the right time. PROJECT COMMUNICATIONS MANAGEMENT MBA, PMP A s h r a f O s m a n
  216. 216. OVERVEIW This process is based on the information needs of each stakeholder or group, available organizational assets & the needs of the project. PLAN COMMUNICATIONS MANAGEMENT The process of ensuring timely & appropriate collection, creation, distribution, storage, retrieval, management, monitoring,  of project information MANAGE COMMUNICATIONS The process of ensuring the information needs of the project and its stakeholders are met. MONITOR COMMUNICATIONS
  217. 217. Internal, External, Vertical & Horizontal. C O M M U N I C A T I O N C A N B E : K E Y C O N C E P T S PROJECTOther project managers Other projects Customer - Sponsor Project management team MBA, PMP A s h r a f O s m a n
  218. 218. / NORTH HAMPSHIRE F O R M A L W R I T T E N   P R O J E C T C H A R T E R , P L A N , L O N G D I S T A N C E C O M M U N I C A T I O N I N F O R M A L W R I T T E N E - M A I L , T E X T M E S S A G E S I N F O R M A L V E R B A L M E E T I N G S , C O N V E R S A T I O N S F O R M A L V E R B A L P R E S E N T A T I O N , S P E E C H E S KEY CONCEPTS
  219. 219. TRENDS AND EMERGING PRACTICES IN PROJECT COMMUNICATIONS MANAGEMENT 1-  Inclusion of stakeholders in project reviews. 2- Inclusion of stakeholders in project meetings. 3- Increased use of social computing. 4- Multifaceted approaches to communication. TAILORING CONSIDERATIONS 1- Stakeholders 2- Physical location 3-  Communications technology 4- Language 5- Knowledge management PROJECT COMMUNICATIONS MANAGEMENT MBA, PMP A s h r a f O s m a n
  220. 220. PLAN COMMUNICATION MANAGEMENT 1. PROJECT CHARTER 2. PROJECT MANAGEMENT          PLAN 3. PROJECT DOCUMENTS • REQUIREMENTS    DOCUMENTATION • STAKEHOLDER REGISTER 4. EEF     5. OPA 1. COMMUNICATION REQUIREMENTS ANALYSIS 2. COMMUNICATION          TECHNOLOGY 3. COMMUNICATION MODELS 4. COMMUNICATION METHODS 5. MEETINGS 6. EXPERT     JUDGMENT 7. INTERPERSONAL AND TEAM     SKILLS 8. DATA REPRESENTATION 1. COMMUNICATION     MANAGEMENT PLAN 2. PROJECT MANAGEMENT        PLAN UPDATES 3. PROJECT DOCUMENT     UPDATES THE PROCESS OF DEVELOPING AN APPROPRIATE APPROACH AND PLAN FOR PROJECT COMMUNICATIONS BASED ON STAKEHOLDER’S INFORMATION NEEDS AND REQUIREMENTS, AND AVAILABLE ORGANIZATIONAL ASSETS MBA, PMP A s h r a f O s m a n
  221. 221. • Organizational charts; • Project organization and stakeholder responsibility relationships; • Disciplines, departments, and specialties involved in the project; • How many persons will be involved with the project and at which locations; COMMUNICATIONS REQUIREMENTS ANALYSIS • Availability of Technology • Urgency • Expected project staffing • Project Environment • Duration of the project COMMUNICATION TECHNOLOGY  Push Communication: Includes sending to specific recipients who need the information like sending emails, letters, SMS...etc Pull Communication:  Requires the recipients to access the communication  e.g.   Websites, Could services Interactive Communication: Between two or more parties COMMUNICATION  METHODS PLAN COMMUNICATION MANAGEMENT (T&T)
  222. 222. The stakeholder engagement assessment matrix, displays gaps between current and desired engagement levels of individual stakeholders, it can be further analyzed in this process to identify additional communication requirements DATA REPRESENTATION The Plan Communications Management process requires discussion with the project team to determine the most appropriate way to update and communicate project information, and to respond to requests from various stakeholders for information. MEETINGS Communication styles assessment:                     A technique used to assess communication styles and identify the best communication method,  Cultural awareness         An understanding of the differences between individuals, groups, and organizations and adapting the project’s communication strategy in the context of these differences. INTERPERSONAL AND TEAM SKILLS PLAN COMMUNICATION MANAGEMENT (T&T)
  223. 223. COMMUNICATION MODEL SENDER MESSAGE MEDIUM NOISE NOISE FEEDBACK-MESSAGE RECIEVER ENCODE DECODE DECODE ENCODE
  224. 224. COMMUNICATION MANAGEMENT PLAN (OUTPUT) HOW PROJECT COMMUNICATIONS WILL BE PLANNED, STRUCTURED, MONITORED, AND CONTROLLED. THE PLAN CONTAINS THE FOLLOWING INFORMATION: • COMMUNICATIONS ITEM • PURPOSE • FREQUENCY • START / END DATES • FORMAT / MEDIUM • RESPONSIBILITY
  225. 225. 1.Project management plan • Communications mgmt. plan • Stakeholder engagement plan 2. Project documents 3. Work performance reports 4. EEF 5. OPA I 1. Communication Technology 2. Communication Models 3. Communication skills 4. Project management information system 5. Project reporting 6. Interpersonal and team skills 7. Meetings T&T 1. Project communications 2. Project management plan updates 3. Project Document Updates 4. OPA updates O MANAGE COMMUNICATIONS THEPROCESSOFCREATING, COLLECTING,DISTRIBUTING, STORING,RETRIEVINGANDTHE ULTIMATEDISPOSITIONOF PROJECTINFORMATIONIN ACCORDANCEWITHTHE COMMUNICATIONS MANAGEMENTPLAN. ITISALLABOUTMAKINGSURE THATTHERIGHTINFORMATION MAKESITTOTHERIGHTPEOPLE.
  226. 226. MONITOR COMMUNICATIONS  1. PROJECT MANAGEMENT    PLAN 2. PROJECT DOCUMENTS    •  ISSUE LOG    •  PROJECT              COMMUNICATIONS 3. WORK PERFORMANCE     DATA 4. OPA    5. EEF 1. INFORMATION     MANAGEMENT SYSTEM 2. EXPERT JUDGMENT          & MEETINGS 3. INTERPERSONAL AND     TEAM SKILLS 4.  DATA ANALYSIS 1. WORK PERFORMANCE     INFO 2. CHANGE REQUEST 3. PROJECT MANAGEMENT     PLAN UPDATES 4. PROJECT DOCUMENT     UPDATES THE PROCESS OF ENSURING THE INFORMATION NEEDS OF THE PROJECT AND ITS STAKEHOLDERS ARE MET.
  227. 227. PROJECT STAKEHOLDER MANAGEMENT ASHRAF NOUR, MBA, PMPPMP PREPERATION COURSE MBA, PMP A s h r a f O s m a n
  228. 228. Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact/impacted by the project, to analyze their expectations /impact on the project, and to develop strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders. OVERVEIW
  229. 229. PROJECT STAKEHOLDER MANAGEMENT 01 Figuring out who your stakeholders and analyzing their interests, involvement, influence, and potential impact on project success 03 The process of communicating and working with stakeholders to meet their needs/expectations 02 developing approaches to involve project stakeholders based on their needs, expectation, interests, and potential impact on the project. 04 monitoring project stakeholder relationships & tailoring strategies for engaging stakeholders through the modification of strategies & plans. IDENTIFY STAKEHOLDERS MANAGE STAKEHOLDER ENGAGEMENT PLAN STAKEHOLDER ENGAGEMENT MONITOR STAKEHOLDER ENGAGEMENT
  230. 230. TRENDS AND EMERGING PRACTICES 01 All stakeholders, not just a limited set 03 The stakeholder community regularly, often in parallel with reviews of individual project risks 02 That all team members are involved in stakeholder engagement activities 04 With stakeholders who are most affected by the work or outcomes of the project through the concept of co-creation IDENTIFYING REVIEWING ENSURING CONSULTING
  231. 231. IDENTIFY STAKEHOLDERS The process of identifying regularly the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, influence, and potential impact on project success INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project charter 2. Business documents 3. Project mgmt plan   • Communications &         Stakeholder engagement    plan 4. Project documents 5. Agreements 6. OPA  7. EEF 1. Data gathering 2. Data analysis    • Stakeholder analysis    • Document analysis 3. Data representation     • Stakeholder mapping/       representation 4. Expert judgment      & Meetings 1. Stakeholder register 2. Change requests 3. Project management        plan updates 4. Project documents          updates
  232. 232. DATA ANALYSIS STAKEHOLDER ANALYSIS Stakeholder analysis results in a list of stakeholders and relevant information such as their positions in the organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for the project), and their interest in information about the project.
  233. 233. STAKEHOLDER MAPPING AND REPRESENTATION Grouping the stakeholders based on their level of authority (“power”) and their level of concern about the project’s outcomes (interest) Classifies stakeholders according to their influence on the work of the project or the project team itself: 1- Upward: like senior mgmt 2- Downward: like the team. 3- Outward: stakeholder             outside the project 4- Sideward: the peers of the      project manager, Grouping the stakeholders based on their power (ability to impose their will) urgency (need for immediate attention), and legitimacy (their involvement) POWER/ INTEREST GRID DIRECTIONS OF INFLUENCE SALIENCE MODEL
  234. 234. international projects Manage Closely Keep Informed Monitor (Minimum Effort) Keep Satisfied Power Interest Grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes POWER / INTEREST GRID
  235. 235. STAKEHOLDER REGISTER (CONTENTS) 01 Name, organizational position, location, role in the project, contact information; 02 Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest IDENTIFICATION INFORMATION ASSESSMENT INFORMATION 03 Internal/external, supporter/neutral/resistor, etc. STAKEHOLDER CLASSIFICATION
  236. 236. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project charter 2. Project mgmt plan 3. Project documents     • Project schedule     • Risk register     • Stakeholder       register 4. Agreements 5. EEF / OPA 1. Expert judgment/meetings 2. Data gathering     • Benchmarking 3. Data analysis 4. Decision making 5. Data representation     • Mind mapping     • Stakeholder engagement        assessment matrix 1. Stakeholder     engagement plan PLAN STAKEHOLDERS ENGAGEMENT The process of developing approaches to involve project stakeholders based on theirneeds, expectations, interests, and potential impact on the project.
  237. 237. STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX The current engagement level of all stakeholders needs to be compared to the planned engagement levels.   The engagement level of the stakeholders can be classified as follows: 0 1 UNAWARE 02 RESISTANT 03 NEUTRAL 04 SUPPORTIVE 05 LEADING
  238. 238. STAKEHOLDER ENGAGEMENT PLAN CONTENTS Data gathered in Stakeholder register. Desired and current engagement levels of key stakeholders; Identified interrelationships and potential overlap between stakeholders; Stakeholder communication requirements for the current project phase; Information to be distributed to stakeholders, including language, format, content, and level of detail; Reason for the distribution of that information Time frame and frequency for the distribution of required information to stakeholders; and Method for updating and refining the stakeholder management plan as the project progresses and develops.
  239. 239. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project mgmt plan 2. Project documents    • Issue log    • Stakeholder register 3. EEF/OPA 1. Expert          judgment/meetings 2. Communication       skills 3. Interpersonal &      team skills 4. Ground rules 1. Change requests 2. Project mgmt plan     updates 3. Project documents     updates MANAGE STAKEHOLDERS ENGAGEMENT The process of communicating and working with stakeholders to meet theirneeds and expectations, address issues, and foster appropriate stakeholder involvement.
  240. 240. INPUTS TOOLS & TECHNIQUES OUTPUTS 1. Project mgmt plan 2. Project documents 3. Work performance     data 4. EEF & OPA 1. Data analysis 2. Data representation 3. Decision making 4. Communication skills 5. Interpersonal and      team skills 6. Meetings 1. Work performance     information 2. Change requests 3. Project management     plan updates 4. Project documents     updates MONITOR STAKEHOLDERS ENGAGEMENT The process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.
  241. 241. THANK YOU Ashraf Nour, MBA, PMP https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/ https://www.facebook.com/pmpheros/?ref=aymt_homepage_panel MBA, PMP A s h r a f O s m a n

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