‫تعالوا نسهلها‬ ‫أهال بيكم يا محترفين‬

Process

+201111921056 /EASY PMP By: Mohamed Ghanem,PMI-ATP

PMP Exam Content Outline (ECO)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
Domain II Process—50%

17
Tasks
61
Enablers
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
2.13. : Determine Appropriate Project Methodology/Methods and Practices

Task 13 : Determine appropriate project

methodology/methods and practices
2.13.1- Assess project needs, complexity, and magnitude
2.13.2- Recommend project execution strategy (e.g., contracting,
finance)
2.13.3- Recommend a project methodology/approach (i.e.,
predictive, agile, hybrid)
2.13.4- Use iterative, incremental practices throughout the
project life cycle (e.g., lessons
learned, stakeholder engagement, risk)
‫أساليب المشروع والممارسات المناسبة‬/‫ تحديد منهجية‬:13 ‫مهمة‬
- ‫ تقييم احتياجات المشروع ومدى تعقيده وحجمه‬-
- ‫ التمويل‬،‫ التعاقد‬،‫ اقتراح استراتيجية تنفيذ المشروع (على سبيل المثال‬-
- (Agile‫الرشيق‬،‫أسلوب المشروع ( مثل التنبؤي‬/‫أقتراح منهجية‬-
- ‫ استخدام الممارسات المتكررة التدريجية خالل دورة حياة المشروع ( مثل‬- By: Mohamed Ghanem,PMI-ATP
)‫ الخطر‬،‫ إشراك المعنيين‬،‫الدروس المستفادة‬ PMP ,PMI ( RMP,ACP,SP ) P3O
 2.13. : Determine appropriate project methodology/methods and practices

Predictive
- A more traditional approach, with the bulk of planning occurring
upfront, then executing in a single pass a sequential process.

- Predictive life cycles expect to take advantage of high certainty

around firm requirements, a stable team, and low risk.

- Predictive projects do not typically deliver business value until the

end of the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.13. : Determine appropriate project methodology/methods and practices

Agile More modern approach

-Require research and development;

-Have high rates of change;
-Have unclear or unknown requirements, uncertainty, or risk; or
-Have a final goal that is hard to describe
-Agile life cycles combine both iterative and Incremental approaches in order to adapt
to high degrees of change and deliver Project value more often.
-Agile life cycles are those that fulfill the principles of the agile manifesto.
- In particular, customer satisfaction increases with early and continuous delivery of
valuable products moreover, an incremental deliverable that is functional and
provides value is the primary measure of progress

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.13. : Determine appropriate project methodology/methods and practices

Hybrid

-A combination of Predictive, Iterative, Incremental and/or Agile

-It is not necessary to use a single approach for an entire Project. Projects often
combine elements of different life cycles in order to achieve certain goals

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.13. : Determine appropriate project methodology/methods and practices
Project Business Documents

➢ The business case lists the objectives and reasons for project initiation.
➢ It helps measure the project success at the end of the project against the project objectives.
➢ The business case is a project business document that is used throughout the project life cycle.
➢ The business case may be used before the project initiation and may result in a go/no go decision
for the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.13. : Determine appropriate project methodology/methods and practices
Business Case and Business need Documents
Business Case

Business Needs
 2.8. : Plan and Manage Scope

Task 8 : Plan and manage scope

2.8.1- Determine and prioritize requirements
2.8.2- Break down scope (e.g., WBS, backlog)
2.8.3- Monitor and validate scope
‫ تخطيط النطاق وإدارته‬: 8 ‫مهمة‬
- ‫ تحديد المتطلبات وتحديد أولوياتها‬-
، (WBS ‫ هيكل تجزئة العمل‬،‫تقسيم النطاق (على سبيل المثال‬
- ‫سجل األعمال‬
- ‫متابعة النطاق والتحقق منه‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.8. : Plan and manage scope
WHAT IS A SCOPE ?
Scope can be defined as the range, detail, or a boundary of a term it is attached to.

if it is attached to project then it means the details Project

of the project.
Scope

If it is used with the term product, it means the

details of the product, Product
Scope
Boundary

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 WHAT IS A PRODUCT SCOPE ?
Product scope is about the product details. Product scope defines what the product will look like, how will it
work, its features, etc.

According to the PMBOK Guide 6th edition, product scope is the features and functions that characterize a
product, service or result.

For example, if the product is a bridge, the product scope might be its length,
width, load strength, etc.

If the product is a T.V , its product scope will be its screen size, Weight, Screen
dimension, receiver type, Resolution, etc.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope Management

Project scope Management Includes the process required to ensure that the project
includes all work required, and only the work required, to complete the project successfully.

Managing the Project scope is primarily concerned with defining and controlling what
is and what is not included in the Project

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
Scope Management Plan Include which Scope ?

OR
Project Scope Product Scope

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope Management Contents

Planning M&C

1 Plan Scope Management 5 Validate Scope

2 Collect Requirements 6 Control Scope

3 Define Scope

4 Create WBS
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope Management (Planning)

Plan scope Management is the process of Creating a scope management plan that
documents how the project and product scope will be defined,

The Key Benefit of this process : Provides guidance and direction on how scope will
be managed throughout the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.1. PLAN SCOPE MANAGEMENT (PLANNING)

T&T

1- Expert judgment
Expertise should be considered from individuals or groups with specialized knowledge or training in the following
topics:
• Previous similar projects,
• Information in the industry, discipline, and application area.
2-- DATA ANALYSIS
A data analysis technique that can be used for this process includes but is not limited to alternatives analysis. Various
ways of collecting requirements, elaborating the project and product scope, creating the product, validating the scope,
and controlling the scope are evaluated.

3 - Meeting
Meetings to develop the scope management plan Attendees may include the project manager, the project sponsor,
selected project team members, selected stakeholders, anyone with responsibility for any of the scope management
processes, and others as needed. By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 5.1. PLAN SCOPE MANAGEMENT (PLANNING)

Outputs

1- Scope Management Plan

Component of the project management plan.

How scope will be defined, developed, monitored, controlled, and validated.

2- Requirements Management Plan

Component of the project management plan.

How project and product requirements will be analyzed, documented, and managed

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Requirements (Planning)
Collect Requirements is the process of • Determining, documenting, and managing
stakeholder needs and requirements to meet objectives

The Key Benefit of this process : Provides the basis for defining the product scope
and project scope..

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.8. : Plan and manage scope

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Data Gathering

Elicitation
Techniques

Brainstorming

Gathering

Quaternaries
Benchmarking And Survey

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Used to generate and collect multiple ideas related to project and product requirements

Interviews are also useful for obtaining confidential information

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

Written sets of questions designed to quickly accumulate information from a large number of respondents.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Benchmarking involves comparing actual or planned practices, such as processes and operations, to those
of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis
for measuring performance. The organizations compared during benchmarking can be internal or external

Data Analysis

Document Analysis:
Such as agreements, business plans, current process flows, issue logs, policies, procedures, Specs.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Decision Making :

Unanimity : Everyone agrees on a single course of action

Majority : Support from more than 50%

Plurality: The largest group even if no majority , When voting is for more than two options ( More
than 50% not support the decision )

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Decision Making :

One individual takes responsibility for making the decision for the group

Uses a decision matrix to provide a systematic analytical approach for establishing criteria, such as
risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Data Representation :

Ideas created through individual brainstorming sessions are consolidated into a single map to reflect
commonality and differences in understanding and to generate new ideas

Allow large numbers of ideas to be classified into groups for review and analysis

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)
Interpersonal and team skills :

Enhances brainstorming with a voting process used to rank the most useful ideas for further
brainstorming or for prioritization

- A direct way of viewing individuals in their environment and how they perform their jobs or tasks
and carry out processes.
- It is particularly helpful for detailed processes when the people who use the product have difficulty
or are reluctant to articulate their requirements
- Used to uncover hidden requirements
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)
Interpersonal and team skills :

Bring key stakeholders together to define product requirements

can be used to quickly define cross-functional requirements and reconcile stakeholder differences.

Well-facilitated sessions can build trust, foster relationships, and improve communication among the
participants.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)
Context Diagram : ‫مخطط السياق‬

Context diagrams visually depict the product

scope by showing a business system (process,
equipment, computer system, etc.), and how
people and other systems (actors) interact with it.
Context diagrams show inputs to the business
system, the actor(s) providing the input, the
outputs from the business system, and the
actor(s) receiving the output.

‫ توفر مخططات السياق وصفا‬.‫مخطط السياق هو مثال لنموذج النطاق‬

‫ والمعدات‬،‫مرئي لنطاق المنتج من خالل عرض نظام العمل (العمليات‬
‫ وكيفية تفاعل األشخاص واألنظمة األخرى‬،)‫ وغيرها‬،‫وأنظمة الحاسوب‬
‫( األطراف الفاعلة) معه‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 5.2. COLLECT REQUIREMENTS (PLANNING)

Prototypes :

Prototyping is a method of obtaining early feedback on requirements by providing a model of the

expected product before actually building it.

Examples
- Small-scale products
- Computer generated 2D and 3D models
- Mock-ups
 5.2. COLLECT REQUIREMENTS (PLANNING)

Outputs

1- Requirements documentation ‫وثائق المتطلبات‬

How individual requirements meet the business need for the project.

Before being base lined, requirements need to be unambiguous (measurable and testable), traceable, complete,
consistent, and acceptable to key stakeholders

2- Requirements Traceability Matrix ‫مصفوفة تتبع المتطلبات‬

Component of the project documents.

The requirements traceability matrix links product requirements to the deliverables that satisfy them and helps
to focus on the final outcomes and helps assess the impact of the change on the project scope
‫تربط مصفوفة تتبع المتطلبات بين متطلبات المنتج والتسليمات التي تفي بها وتساعد في التركيز على الناتج النهائي وتساعد في تقييم‬
.‫تأثير التغير على نطاق المشروع‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
1- Requirements documentation

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫وثائق المتطلبات‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (Planning)

Define Scope is the process of • Developing a detailed description of the project and
product.

The Key Benefit of this process : Describes the product, service, or result
boundaries and acceptance criteria

Boundary
2.8. : Plan and manage scope

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] SCOPE (PLANNING)

T&T

Alternatives analysis used to evaluate ways to meet the requirements and the
objectives identified in the charter.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] SCOPE (PLANNING)

Outputs

Project scope description

• Acceptance criteria

• Project deliverables

• Project exclusions

• Project constraints

• Project assumptions
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Work Breakdown Structure (Planning)

Create WBS is the process of • Subdividing project deliverables and project work
into smaller, more manageable components.

The Key Benefit of this process : Provides a framework of what has to be

delivered.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 New Building

Architecture Electrical Mechanical Control

Work
Civil Work Work Work Accounts

Fire Plumbing Planning

HVAC
Fighting Work Packages
Work
Work

Water Work Packages

Drainage supply
Work Work

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.8. : Plan and manage scope

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Work Breakdown Structure (Planning)

T&T

Is a technique used for dividing and subdividing the project scope and project deliverables into smaller,
more manageable parts.

The work package level is the lowest level in the WBS that the cost and the durations can be estimated and
managed.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
Decomposition

Project Scope

Work Package

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Work Breakdown Structure (Planning)

Outputs

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Work Breakdown Structure (Planning)

The WBS is a hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required deliverables.

WBS Dictionary The WBS dictionary is a document that provides detailed deliverable,
activity, and scheduling information about each component in the WBS

‫يشرح قاموس هيكل تجزئة العمل كل ما يتعلق بحزمة العمل من معايير القبول والمدة الالزمة‬ ‫مهم‬
... ‫ الخ‬... ‫والشخص المسؤول عنها وتكلفتها‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.8. : Plan and manage scope
Product and Iteration Backlogs

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.8. : Plan and Manage Scope
❖Scope
(Waterfall) (Agile)
Story 7

Story 5
Product Backlog
Story 1

Story 6

Story 3

Story 2

Story 4

Work Breakdown Structure (WBS) By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)

Validate Scope is the process of • Formalizing acceptance of the completed

project deliverables.

The Key Benefit of this process : Increases the probability of final product,
service, or result acceptance by validating each deliverable.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)

Inputs

Verified deliverables

Verified deliverables are project deliverables that are completed and checked for correctness through
the Control Quality process by Project team

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)
T&T

Inspection
Includes activities such as measuring and testing to determine whether deliverables meet
requirements and product acceptance criteria

Inspections are sometimes called reviews, product reviews, and walkthroughs.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)

Outputs

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

Work Performance Information:

It includes information about progress, such as which deliverables have started, their progress,
which deliverables have finished, or accepted.

This information is documented and communicated to stakeholders.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.8. : Plan and Manage Scope
Tools, Techniques and approaches can be used to Verify the scope in Agile Projects

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)

Control Scope is the process of • Monitoring the status of the project and
product scope and managing changes to the scope baseline

The Key Benefit of this process : The scope baseline is maintained

throughout the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)
Scope Creep : The uncontrolled expansion to product or project scope without adjustments to time, cost,
and resources.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Gold Plating
Gold plating is performing extra work that wasn't originally agreed to.

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

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

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Scope (M&C)

T&T

Variance Analysis

Used to compare the baseline to the actual results and determine if the variance is within the
threshold amount or if corrective or preventive action is appropriate.

Trend analysis

Examines project performance over time to determine if performance is improving or deteriorating.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q1

During the scope validation inspection, Gloria finds out that the deliverables being
presented for inspection do not meet the acceptance criteria. What should Gloria do
as a project manager immediately ?

A. Adjust the project baseline

B. Document the reasons for non-acceptance
C. Ask the team to correct the problem
D. Assess the impact on cost, quality and schedule

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q2

You need a public opinion as part of the requirements gathering process for your
project. You selected a wide variety of people for your study and want to use a
requirements gathering technique that can produce results quickly. Which technique
is best suited for this scenario?

A. Observations
B. Questionnaires and Surveys
C. Brainstorming
D. Affinity Diagrams

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q3

Which management plan includes how requirements activities will be planned,

tracked, and reported and how changes to the product, service, or resulting
requirements will be initiated?

A. Cost Management Plan

B. Requirements Management Plan
C. Configuration Management Plan
D. Change Management Plan

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q4

The project team inspected a random sample of their products. The resulting control
chart showed that any process variance was within acceptable limits. The project
team in this way, verified their deliverables. Which of the following processes would
take these verified deliverables as an input and generate accepted deliverables as an
output?

A. Control Scope
B. Control Quality
C. Validate Scope
D. Collect Requirements

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q5

Mary suspects that some of her team members have not properly completed the work
packages assigned to them. Mary strongly believes that these team members have
compromised the deliverables, due to their laziness and unprofessionalism. Which of
the following processes should Mary use to ensure the proper completion of work
packages?

A. Control Scope
B. Perform Integrated Change Control
C. Perform Quality Assurance
D. Identify Risks

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q6

Which of the following information sources is used during the Control Scope process
as a comparison to actual results to determine if a change, corrective action, or
preventive action is necessary to be implemented?

A. Requirements Traceability Matrix

B. Requirements Documentation
C. Work Performance Data
D. Scope Baseline

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q7

While gathering requirements in your project, you decide which requirements to

accept from stakeholders based on the agreement from a largest block even if a
majority is not achieved. What group decision-making technique are you using in this
scenario?

A. Plurality
B. Unanimity
C. Dictatorship
D. Majority

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q8

Which of the project management processes ensures that only the approved work has
been performed on a project?

A. Define Scope
B. Create WBS
C. Control Scope
D. Define Activities

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q9

You are in charge of a project to build a bridge across a river. You are midway through
the project. However, due to changes in environmental laws, the project can no longer
proceed and would need to be terminated. Executive management has asked you to
document the level of work completed for the project. In which of the following
processes would this be done?

A. Validate Scope
B. Contract closure
C. Project Closure
D. Project charter

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q10

You are a Project Manager of a software development project. The project sponsor
asks the project manager to email him a project document that was presented during
the last project status meeting. The project sponsor states that he has forgotten the
name of the document, but he remembers it contained the description, owner, source,
priority, and status of product requirements. Which project document is the project
sponsor requesting?

A. The work breakdown structure (WBS)

B. The requirements traceability matrix
C. The requirements management plan
D. The scope management plan
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Q11

A new project manager is brought on the project. She wants to understand the process
by which this particular project formally accepts deliverables. Which of the following
will she have to reference?

A. The quality management plan

B. The stakeholder management plan
C. The requirements management plan
D. The scope management plan

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫أثناء فحص التحقق من صحة النطاق‪ ،‬اكتشفت غلوريا أن التسليمات المقدمة للفحص ال تفي بمعايير القبول‪ .‬ما‬
‫الذي يجب على غلوريا فعله على الفور كمديرة للمشروع؟‬

‫أ‪ .‬ضبط خط األساس للمشروع‬

‫ب‪ .‬توثيق أسباب عدم القبول‬
‫ج‪ .‬اطلب من الفريق تصحيح المشكلة‬
‫د‪ .‬تقييم التأثير على التكلفة والجودة والجدول الزمني‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q2‬‬

‫أنت بحاجة إلى رأي عام كجزء من عملية جمع المتطلبات لمشروعك‪ .‬لقد قمت باختيار مجموعة واسعة من‬
‫األشخاص لدراستك وترغب في استخدام تقنية جمع المتطلبات التي يمكن أن تؤدي إلى نتائج بسرعة‪ .‬ما هي‬
‫التقنية األنسب لهذا السيناريو؟‬

‫أ‪ .‬المالحظة‬
‫ب‪ .‬االستبيانات واالستقصاءات‬
‫ج‪ -‬العصف الذهني‬
‫د‪ .‬مخططات التقارب‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q3‬‬

‫ما هي خطة اإلدارة التي تتضمن كيفية تخطيط أنشطة المتطلبات وتتبعها واإلبالغ عنها وكيف سيتم بدء التغييرات‬
‫على المنتج أو الخدمة أو المتطلبات الناتجة؟‬

‫أ‪ .‬خطة إدارة التكلفة‬

‫ب‪ .‬خطة إدارة المتطلبات‬
‫ج‪ .‬خطة إدارة التهيئة‬
‫د‪ .‬خطة إدارة التغيير‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q4‬‬

‫قام فريق المشروع بفحص عينة عشوائية من منتجاتهم‪ .‬أظهر مخطط التحكم أن أي تباين في العملية كان ضمن‬
‫الحدود المقبولة‪ .‬وبهذه الطريقة‪ ،‬قام فريق المشروع بالتحقق من نتائجهم‪ .‬أي من العمليات التالية ستأخذ هذه‬
‫التسليمات التي تم التحقق منها كمدخل وتنتج تسليمات مقبولة ك ُمخرج؟‬

‫أ‪ .‬التحكم في النطاق‬

‫ب‪ .‬مراقبة الجودة‬
‫ج‪ .‬التحقق من النطاق‬
‫د‪ .‬جمع المتطلبات‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q5‬‬

‫تشك ماري في أن بعض أعضاء فريقها لم يكملوا بشكل صحيح حزم العمل المخصصة لهم‪ .‬تعتقد ماري اعتقادًا‬
‫راس ًخا أن أعضاء الفريق هؤالء قد أضروا بالنتائج‪ ،‬بسبب كسلهم وعدم احترافهم‪ .‬أي من العمليات التالية يجب‬
‫على ماري استخدامها لضمان إكمال حزم العمل بشكل سليم؟‬

‫أ‪ .‬التحكم في النطاق‬

‫ب‪ .‬إجراء التحكم المتكامل في التغيير‬
‫ج‪ .‬إجراء ضمان الجودة‬
‫د‪ .‬تحديد المخاطر‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q6‬‬

‫أي من مصادر المعلومات التالية يتم استخدامه أثناء عملية التحكم في النطاق كمقارنة بالنتائج الفعلية لتحديد ما إذا‬
‫كان من الضروري تنفيذ التغيير أو اإلجراء التصحيحي أو اإلجراء الوقائي؟‬

‫أ‪ .‬مصفوفة تتبع المتطلبات‬

‫ب‪ .‬توثيق المتطلبات‬
‫ج‪ .‬بيانات أداء العمل‬
‫د‪ .‬خط األساس للنطاق‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q7‬‬

‫أثناء جمع المتطلبات في مشروعك‪ ،‬عليك أن تقرر المتطلبات التي سيتم قبولها من المعنيين بنا ًء على موافقة‬
‫الكتلة األكبر حتى لو لم يتم تحقيق األغلبية‪ .‬ما هي تقنية اتخاذ القرار الجماعي التي تستخدمها في هذا السيناريو؟‬

‫أ‪ -‬األكثرية‬
‫ب‪ -‬اإلجماع‬
‫ج‪ -‬الدكتاتورية‬
‫د‪ -‬األغلبية‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q8‬‬

‫أي من عمليات إدارة المشروع تضمن أن العمل المعتمد فقط هو الذي تم تنفيذه في المشروع؟‬

‫أ‪ .‬تحديد النطاق‬

‫ب‪ .‬إنشاء هيكل تقسيم العمل‬
‫ج‪ .‬التحكم في النطاق‬
‫د‪ .‬تحديد األنشطة‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q9‬‬

‫نظرا‬
‫أنت مسؤول عن مشروع لبناء جسر عبر النهر‪ .‬أنت في منتصف الطريق من خالل المشروع‪ .‬ومع ذلك‪ً ،‬‬
‫قادرا على االستمرار وسيحتاج إلى إنهائه‪ .‬لقد طلبت منك اإلدارة‬
‫للتغيرات في القوانين البيئية‪ ،‬لم يعد المشروع ً‬
‫التنفيذية توثيق مستوى العمل المنجز للمشروع‪ .‬في أي من العمليات التالية سيتم ذلك؟‬

‫أ‪ .‬التحقق من النطاق‬

‫ب‪ .‬إغالق العقد‬
‫ج‪ .‬إغالق المشروع‬
‫د‪ -‬ميثاق المشروع‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q10‬‬

‫أنت مدير مشروع لمشروع تطوير البرمجيات‪ .‬يطلب راعي المشروع من مدير المشروع أن يرسل له عبر البريد‬
‫اإللكتروني وثيقة المشروع التي تم تقديمها خالل االجتماع األخير لحالة المشروع‪ .‬يذكر راعي المشروع أنه نسي‬
‫اسم الوثيقة‪ ،‬لكنه يتذكر أنها تحتوي على الوصف والمالك والمصدر واألولوية وحالة متطلبات المنتج‪ .‬ما هي‬
‫وثيقة المشروع التي يطلبها راعي المشروع؟‬

‫أ‪ .‬هيكل تقسيم العمل‬

‫ب‪ .‬مصفوفة تتبع المتطلبات‬
‫ج‪ .‬خطة إدارة المتطلبات‬
‫د‪ .‬خطة إدارة النطاق‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q11‬‬

‫يتم جلب مديرة مشروع جديدة في المشروع‪ .‬إنها تريد أن تفهم العملية التي يقبل من خاللها هذا المشروع بالذات‬
‫التسليمات رسميًا‪ .‬أي مما يلي يجب عليها الرجوع إليه؟‬

‫أ‪ .‬خطة إدارة الجودة‬

‫ب‪ .‬خطة إدارة المعنيين‬
‫ج‪ .‬خطة إدارة المتطلبات‬
‫د‪ .‬خطة إدارة النطاق‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.6. : Plan and Manage Schedule

Task 6 : Plan and manage schedule

2.6.1- Estimate project tasks (milestones, dependencies,
story points)
2.6.2- Utilize benchmarks and historical data
2.6.3- Prepare schedule based on methodology
2.6.4- Measure ongoing progress based on methodology
2.6.5- Modify schedule, as needed, based on methodology
2.6.6- Coordinate with other projects and other operations
‫ تخطيط الجدول الزمني وإدارته‬: 6 ‫مهمة‬
)‫ نقاط القصة‬،‫ االعتمادية‬،‫❖ تقدير مهام المشروع (المعالم‬
‫❖ استخدام مقارنات األداء المرجعية والمعلومات التاريخية‬
‫❖ إعداد جدول زمني حسب المنهجية‬
‫❖ قياس التقدم الحالي حسب المنهجية‬
‫❖ تعديل الجدول الزمني حسب المنهجية عند الحاجة‬
‫❖ التنسيق مع المشاريع األخرى والعمليات األخرى‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Schedule Management Contents

Planning M&C

1 Plan Schedule Management

2 Define Activities
6 Control Schedule
3 Sequence Activities

4 Estimate Activity Duration

5 Develop Schedule
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Schedule Management Considerations for Agile/ Adaptive Environments
➢ The Agile approach uses short cycle
for work, review and adaptation for
adjustments.

➢ The rapid feedback about the

approach and deliverables received
becomes the basis for iterative
scheduling.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Schedule Management (Planning)
Plan scoPlan scope Management is the process of pe
Plan schedule management
Management is the
is the process of process of
• Establishing the policies, procedures, and documentation for planning, developing,managing, executing,
And controlling the project schedule.

The key Benefit of this process

Provides guidance and direction on how the project schedule will be managed
throughout the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Guidelines for Creating Schedule Management Plan

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 T&T [Link] Schedule Management (Planning)
1- EXPERT JUDGMENT

Expertise should be considered from individuals or groups with specialized knowledge or training in previous, similar projects:
• Schedule development, management, and control;
• Scheduling methodologies (e.g., predictive or adaptive life cycle(
• Scheduling software The specific industry for which the project is developed.

2- DATA ANALYSIS
Alternatives analysis
Can include determining which schedule methodology to use, or It can also include determining how detailed the schedule
needs to be, the duration of waves for rolling wave planning, and how often it should be reviewed and updated.

3- MEETINGS
Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings
may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone
with responsibility for schedule planning or execution, and others as needed. By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Outputs
[Link] Schedule Management (Planning)

❑ Schedule management plan

It’s a component of the project management plan.
Establishes the criteria and the activities for developing, monitoring, and controlling the schedule.

It can establish the following:

✓ Project schedule model development (Methodology - Scheduling tool(

✓ Level of accuracy (acceptable range used in determining realistic activity duration estimates(

✓ Units of measure (such as staff hours, staff days, or weeks for time measures, or meters, liters, tons, kilometers,
or cubic yards for quantity measures(

✓ Control thresholds (allowed Variance before some action needs to be taken(

✓ Rules of performance measurement. ( Earned value management (EVM) rules(

✓ Reporting formats.
✓ Release and iteration length ( The time boxed periods per iterations ) By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Activities )Planning (
Plan scoPlan scope Management is the process of pe
Define Activities is theis process
Management the processof
of
• Identifying and documenting the specific actions to be performed to produce the
project deliverables

The key Benefit of this process

Decomposes work packages into schedule activities that provide a basis for
estimating, scheduling, executing, monitoring, and controlling the project work.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI
BY EL--SSaayedd Mohsen n, ,(PMP
RMP,ACP,SP
P®, PMI ) P3O
I-- PMII
 2.6. : Plan and Manage Schedule
Guidelines Estimating Project Activities

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
T&T

❑ Decomposition
Each work package within the WBS is decomposed into
the activities required to produce the work package
deliverables.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 New Building

Architecture Electrical Mechanical Control

Civil Work
Work Work Work Accounts

Fire Plumbing Planning

HVAC
Fighting Work Packages
Work
Work

Water
Drainage Work Packages
supply
Work Work

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Activities (Planning)

T&T

❑ Rolling Wave Planning

• an iterative planning technique in which the work to be accomplished in the near term is planned

in detail, while work further in the future is planned at a higher level.

• It is a form. of progressive elaboration

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Rolling Wave Planning in Iterative Scheduling With a Backlog

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Activities (Planning)

Outputs

❑ Activity List
• Includes the schedule activities required on the project.
• Includes an activity identifier and a scope of work description for each activity in sufficient detail
to ensure that project team members understand what work is required to be completed.
 [Link] Activities (Planning)

Outputs ❑ Activity attributes

Activity attributes are the details about the activity. Sometimes the information is entered directly into the schedule software.
Other times
the information is collected in a form that can be used later to assist in building the schedule model. Activity attributes can
include:
• Activity identifier or code

• Activity name
• Activity description
• Predecessor and successor activities
• Logical relationships
• Leads and lags
• Imposed dates
• Constraints
• Assumptions
• Resource requirements and skill levels
• Location of performance
 [Link] Activities (Planning)

Outputs

❑ Milestone List
• Is a significant point or event in a project.
• Milestones have zero duration because they represent a significant point or event.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Activities (Planning)
Plan scoPlan scope Management is the process of pe
Define Activities is theis process
Management the processof
of
• Identifying and documenting relationships among the project activities

The key Benefit of this process

Defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Guidelines to Sequence Project Activities

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
6.3. Sequence Activities (Planning)
T&T ❑ Precedence Diagramming Method (PDM(
Relationship types :
1- Finish-to-Start: a successor activity cannot start until a predecessor activity
has finished.

2- Finish-to-Finish: a successor activity cannot finish until a predecessor activity

has finished

3- Start-to-Start: a successor activity cannot start until a predecessor activity has

started.

4- Start-to-Finish: a successor activity cannot finish until a predecessor activity

has started.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
6.3. Sequence Activities (Planning)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 T&T Dependency Determination & Integration

• Mandatory Dependency (Hard Logic)

Describe activities that must be completed in a particular order
– Cement has to be Dry

• Discretionary Dependency (Soft Logic)

– shift workloads by moving tasks to periods in the schedule when
a particular resource is less utilized

• External Dependency
– Example outsource activity
- External dependencies involve a relationship between project
activities and non project activities for example government
permissions
By: Mohamed Ghanem,PMI-ATP
• Internal Dependency PMP ,PMI ( RMP,ACP,SP ) P3O
– Project Dependency within the project
 Lecture 03 : Project Schedule Management
6.3. Sequence Activities
3. Sequence Activities (Planning)(Planning)

T&T ❑ Leads and Lags

Lead: Is the amount of time a successor activity can be advanced with respect to a predecessor activity.
)Starting the activity before completing its predecessor (

Lag: Is the amount of time a successor activity will be delayed with respect to a predecessor activity.
) Waiting time between activities(

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
6.3. Sequence Activities (Planning)
Lag:
"Amount of time whereby a successor activity is required to be delayed with respect to a
predecessor activity" Example: Three day curing period for special epoxy glue
Figure 6-10. Example ofLag
3 days

Activity
B

Lead:
"Amount of time whereby a successor activity can be advanced with respect to a predecessor activity''
Example: Begin developing prototype one day before design complete
Figure 6-11. Example of Lead
Activity A

By: Mohamed Ghanem,PMI-ATP

Activity B

PMP ,PMI ( RMP,ACP,SP ) P3O

 6.3. Sequence Activities (Planning)
Outputs ❑ Project Schedule Network Diagram

✓ Is a graphical representation of the logical relationships, also referred to as dependencies, among

the project schedule activities.

AON

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O BY: E L- Sayed , PMP®, PMI- RMP®, PMI-SP
Mohsen
 6.4. Estimate Activities Durations (Planning)

• Estimating the number of work periods needed to complete individual activities with

estimated resources.

✓ It provides the amount of time each activity will take to complete.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Guidelines to Estimate Activity Durations

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.4. Estimate Activities Durations (Planning)
T&T ❑1- Analogous Estimate

Using historical data from a similar activity or project.

Used when there is a limited amount of detailed information
Less costly and less time-consuming but less accurate.

❑2- Parametric estimating

Used to calculate cost or duration based on historical data and project parameters. (e.g.,
square footage in construction) to calculate an estimate for activity parameters, such as
cost, budget, and duration.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.4. Estimate Activities Durations (Planning)
❑ 3-Three-Point Estimating

M : Most likely duration

O: Optimistic duration
P : Pessimistic duration

Triangular Distribution

E = (O + M + P) / 3

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 03 : Project Schedule Management
6.4. Estimate Activities Durations (Planning)
4. Estimate Activity Duration (Planning)
❑ 4- Bottom-up estimating

✓ A method of estimating project duration or cost by aggregating the estimates of the lower level components

of the WBS.

✓ When an activity’s duration cannot be estimated with a reasonable degree of confidence, the work within the
activity is decomposed into more detail. The detail durations are estimated. These estimates are then
aggregated into a total quantity for each of the activity’s durations.

✓ This method need WBS.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 03 : Project Schedule Management
6.4. Estimate Activities
4. Estimate Durations
Activity Duration (Planning)
(Planning)
Student Syndrome
✓ Probably everyone has ever been a student. Countless lectures, seminars,
home tasks, projects, etc. Sounds familiar? Then you also remember that often
all learning activities were postponed to the last to have more leisure time. It’s
in our human nature. We enjoy having rest and are burdened with work.

Parkinson’s Law
✓ Parkinson's Law is the old adage that work expands to fill the time allotted for its completion. The term was
first coined by Cyril Northcote Parkinson in a humorous essay he wrote for “The Economist” in 1955
Dropped Baton
If the person "Dropped baton" has not done their part of the work and has left the new team behind without
sharing all the information's, and have not met the requirements of the handover, the result is a delay in the
continued workflow.
Self Protection
Workers are reluctant to finish tasks early so as not to communicate their
effciency and set precedents for future tasks By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 6.4. Estimate Activities Durations (Planning)
T&T Data Analysis
Alternatives Analysis
Comparing multy options to chose suitable one
Reserve Analysis
Used to determine the amount of contingency and management reserve needed for the project

Contingency
Reserve
VS Management
Reserve

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Cycle Time

Lead Time : from the time you put it on the

Board until you deliver it. Because you can
Change the order of the items in the ready
Column, this can be unpredictable.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Velocity

Story Points
Important : Teams might discover it can take four to

Iteration
eight iterations to achieve a stable velocity. The teams
need the feedback from each iteration to learn about
how they work and how to improve.

By: Mohamed Ghanem,PMI-ATP Team Velocity = (15+20+13+24)/4 = 18

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.4. Estimate Activities Durations (Planning)
Outputs ❑ Duration Estimates

✓ Duration estimates are quantitative assessments of the likely number of time periods that are required to

complete an activity, a phase, or a project

✓ Duration estimates do not include any lags.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 03 : Project Schedule Management
6.4. Estimate Activities Durations (Planning)
4. Estimate Activity Duration (Planning)

❑ BASIS OF ESTAMITS

✓ The amount and type of additional details supporting the duration estimate vary by application area
✓ Documentation of the basis of the estimate (i.e., how it was developed),
✓ Documentation of all assumptions made,
✓ Documentation of any known constraints,
✓ Indication of the range of possible estimates (e.g., ±10%) to indicate that the duration is estimated
between a range of values),
✓ Documentation of individual project risks influencing this estimate.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)

• Analyzing activity sequences, durations, resource requirements, and sche dule constraints to create a
schedule model for project execution and monitoring and controlling.
.‫نياوادجال لىع دو ق ابو در وم ت ط‬
‫تمنز ل اونادج جذالوم ء شال إل تمز ل‬ ‫اليارمو ع اوشالم ذ فال‬
‫لوا هت ق‬ ‫•ةيلمعهي ا‬
‫فبمكحتال ا‬
‫تل‬ ‫ا‬ ‫ل‬

✓ Generates a schedule model with planned dates for completing project activity
.‫ت ر او نتأمز ل اوالدج جذ‬
‫ةطش ليمكا سل ةططخم خ‬
‫لشم ال‬
‫عاو‬
‫تا‬ ‫ل‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
6.5. Develop Schedule (Planning)

ES D EF
Activity Name
LS TF LF

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
D
Activity )Days( Dependency Critical Path Method (Example(
A 5 Start

B 4 Start

C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A

E 6 A, B

F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End

Consider all relationships are FS=0 0 18

Example for Activity
Form 0 3 3 3 4 7
ES D EF C F
Activity Name
LS TF LF
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
D
Activity (Days) Dependency Critical Path Method (Example(
A 5 Start

B 4 Start

C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A

E 6 A, B

F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End

Consider all relationships are FS=0

0 18
Example for Activity
Form 0 3 3 3 4 7
ES D EF C F
Activity Name
LS TF LF
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
D
Activity (Days) Dependency Critical Path Method (Example(
A 5 Start

B 4 Start

C 3 Start 0 5 5 5 3 8 8 9 17
A D G
D 3 A
0 0 5 6 1 9 9 1 18
E 6 A, B

F 4 C
0 18
G 9 D 0 4 4 5 6 11 11 7 18
H 7 D, E
Start B E H End
1 1 5 5 0 11 11 0 18
Consider all relationships are FS=0 0 18
Example for Activity
Form 0 3 3 3 4 7
ES D EF C F
11 11 14 14 11 18
Activity Name
LS TF LF • Critical Path is : A – E – H
• FF.B = 1 By: Mohamed Ghanem,PMI-ATP
• TF.H = 0 PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
Critical Path Method
ES : Early Start EF: Early Finish
LS : Late Start LF : Late Finish
Total Float: amount of time that a schedule activity can be delayed without delaying the project finish date.

TF= ( LF – EF ) = ( LS – ES (
Free Float: amount of time that a schedule activity can be delayed without delaying the early start date of any successor.

FF = ESE - EFB

ES D EF 0 4 4 5 6 11
Activity Name B E
1 1 5 5 0 11
LS TF LF
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
T&T Schedule Network Analysis

Technique used to generate the project schedule model.

Critical Path Method

Used to estimate the minimum project duration.

• Calculates the early start, early finish, late start, and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis
• The critical path is the sequence of activities that represents the longest path through a project
• A critical path is normally characterized by zero total float on the critical path.

Float

Defines how long non-crltlcal activities can be delayed without delaying project
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
T&T ❑ Resource optimization

Resource Optimization

Affect Not Affect

Critical Resource Resource Critical
Path leveling. Smoothing Path

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
T&T ❑ Resource optimization

Resource Leveling

Adjust start and finish dates based on resource constraints

Resource leveling can often cause
Resource the original critical path to change.
Optimization

Resource Smoothing

Spread the resource over time

only for activities thatResource
Smoothing is usedResource are not on the critical path
The project’s critical path is not changedSmoothing
leveling. and the completion date may not be delayed

Activities may only be delayed within their free and total float

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
6.5. Develop Schedule (Planning)

By: Mohamed Ghanem,PMI-ATP

PMP ,,PMI
BY: E L- Sayed Mohsen ( RMP,ACP,SP
PMP®, MI- RMP®,) P3OPMI-SP
P
 6.5. Develop Schedule (Planning)
T&T Schedule Compression
Schedule compression techniques are used to shorten or accelerate the schedule duration
without reducing scope project the
Crashing High Cost A technique used to shorten the schedule duration by adding resources

Examples of crashing include approving overtime, bringing in additional resources

Crashing works only for activities on the critical path.

Fast tracking High Risk Activities are performed in parallel.

An example is constructing the foundation for a building before completing all of the architectural drawings.
Fast tracking may result in rework and increased risk.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)
Fast Tracking Examples

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.6. : Plan and Manage Schedule
Agile Release Planning

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)

Outputs Schedule Baseline

Is the approved version of a schedule model that can be changed only through formal
change control procedures.

Used as a basis for comparison to actual results.

The schedule baseline is a component of the project management plan.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.5. Develop Schedule (Planning)

Outputs ❑ Project Schedule

Bar charts
• Also known as Gantt charts, bar charts

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 03 : Project Schedule Management
6.5. 5.
Develop Schedule
Develop Schedule (Planning)
(Planning)

Outputs ❑ Project Schedule

Milestone charts
• Only identify the scheduled start or completion of major deliverables and key external interfaces

ID Activity Name Duration Jan Feb March April

01 Excavation Start 0
02 HVAC Equipment Delivery 0
03 Finishing Works 0

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.6. Control Schedule (M&C)

Control Schedule is the process of :

• Monitoring the status of the project to update the project schedule and managing changes to the
schedule baseline.

The key benefit of this process :

The schedule baseline is maintained throughout the project

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 6.6. Control Schedule (M&C)
T&T Data analysis
Performance Reviews
Measure, compare, and analyze schedule performance against the schedule baseline
such as actual start and finish dates, percent complete, and remaining duration for work
in progress. Examples of performance information are status of deliverables,
implementation status for change requests, and forecast estimates to complete
، ‫ مثل تواريخ البدء واالنتهاء الفعلية‬، ‫قم بقياس أداء الجدول الزمني ومقارنته وتحليله مقابل األساس األساسي للجدول‬
‫ وحالة التنفيذ‬، ‫ أمثلة على معلومات األداء هي حالة التسليمات‬.‫ والمدة المتبقية للعمل الجاري‬، ‫والنسبة المئوية لالكتمال‬
‫ والتقديرات المتوقعة إلكمالها‬، ‫لطلبات التغيير‬
Trend Analysis
Examines project performance over time to determine whether performance is
improving or deteriorating
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Q1

When is the agile team can calculate velocity based in past performance?

A. After One Iteration

B. After Two Iteration
C. After Three Iteration
D. After Four Iteration

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q2
A Project team has developed the initial schedule using a network diagramming method has arrived at
the overall project duration. Upon examining the schedule, the project manger finds that there are
several activities that may require buffers to mitigate or eliminate potential scheduling conflicts. Match
the following common terms with their explanation that evaluate the buffers or constraints.
Workers use all the time allocated for an
A Self-Protection 1 activity regardless of how long it actually takes
to complete the task

B Parkinson's Law An activity is not ready to start and the

2 preceding activity finishes early. Resulting in
lost time between activates
C Student Syndrome Workers are reluctant to finish tasks early so as
3 not to communicate their efficiency and set
precedents for future tasks
D Dropped Baton
Procrastination in starting activities can use up
4
valuable slack built into the activity duration

By: Mohamed Ghanem,PMI-ATP

+201111921056 /EASY PMP PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫متى يستطيع الفريق الرشيق حساب السرعة بنا ًء على األداء السابق؟‬

‫أ‪ .‬بعد تكرار واحد‬

‫ب‪ .‬بعد تكرارين‬
‫ج‪ .‬بعد ثالثة تكرارات‬
‫د‪ .‬بعد أربعة تكرارات‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q2‬‬
‫قام فريق المشروع بتطوير الجدول الزمني األولي باستخدام طريقة رسم تخطيطي للشبكة ووصل إلى المدة اإلجمالية للمشروع‪ .‬عند‬
‫فحص الجدول الزمني‪ ،‬وجد مدير المشروع أن هناك العديد من األنشطة التي قد تتطلب احتياطي للتخفيف من تعارضات الجدولة المحتملة‬
‫أو إزالتها‪ .‬قم بمطابقة المصطلحات الشائعة التالية مع شرحها الذي يقيم االحتياطات أو القيود‪.‬‬

‫يستخدم العمال كل الوقت المخصص للنشاط بغض النظر عن‬

‫‪A‬‬ ‫حماية الذات‬ ‫‪1‬‬ ‫المدة التي يستغرقها إكمال المهمة فعليًا‬

‫‪B‬‬ ‫قانون باركنسون‬ ‫مبكرا‪ .‬مما‬

‫ً‬ ‫ً‬
‫جاهزا للبدء وينتهي النشاط السابق‬ ‫النشاط ليس‬
‫‪2‬‬
‫أدى إلى ضياع الوقت بين األنشطة‬

‫‪C‬‬ ‫متالزمة الطالب‬

‫يتردد العمال في إنهاء المهام في وقت مبكر حتى ال تُعرف‬
‫‪3‬‬
‫قدراتهم ويُلزموا بتوقيتات للمهام المستقبلية‬
‫‪D‬‬ ‫اسقاط العصا‬
‫‪4‬‬ ‫يمكن أن يؤدي التسويف في بدء األنشطة إلى استهالك فترة‬
‫االحتياطي المشمولة في مدة النشاط‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪+201111921056‬‬ ‫‪/EASY PMP‬‬ ‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.5. : Plan and Manage Budget and Resources
Task 5 : Plan and manage budget and resources
2.5.1- Estimate budgetary needs based on the scope of
the project and lessons learned
from past projects
2.5.2- Anticipate future budget challenges
2.5.3- Monitor budget variations and work with
governance process to adjust as
necessary
2.5.4- Plan and manage resources
‫ تخطيط الموازنة والموارد وإدارتهما‬:5 ‫مهمة‬
‫❖ تقدير احتياجات الموازنة بناء على نطاق المشروع والدروس‬
‫المستفادة من المشاريع السابقة‬
‫❖ توقع التحديات المستقبلية للموازنة‬
‫❖ متابعة تباينات الموازنة والعمل مع عملية الحوكمة للتعديل حسب‬
‫الحاجة‬
- ‫❖ تخطيط الموارد وإدارتها‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Cost Management Contents

Planning M&C

1 Plan Cost Management

4 Control Costs
2 Estimate Costs

3 Determine Budget

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 04 : Project Cost Management
[Link] CostManagement
[Link] Cost Management(Planning)
(Planning)

• Defining how the project costs will be estimated, budgeted, managed, Monitored, and controlled.
‫يلاكت ريدقت ةيفيك ديدحت ةيلهمع مكالح و ه ق ارم و هتينرا داو إ هت ا يم اعت‬
.‫لع اوشمب ا‬،‫ض اواو ت‬
‫ف‬ ‫ب‬ ‫ا‬ •

✓ provides guidance and direction on how the project costs will be managed throughout the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Outputs [Link] Cost Management (Planning)

1- Cost management plan

It’s a component of the project management plan.
Describes how the project costs will be planned, structured, and controlled

Cost management plan can establish the following:

1- Units of measure (such as staff hours, staff days, or weeks for time measures; meters, liters, tons,
kilometers, or cubic yards for quantity measures; or lump sum)
2- Level of Precision (rounding up or down, ex: US$995.59 to US$1,000)
3- Level of Accuracy The acceptable range (ex: ± 10%)
4- Control thresholds (agreed-upon amount of variation to be allowed before some action needs to be taken)
5- Reporting formats

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.2. Estimate Costs (Planning)

• Developing an approximation of the cost of resources needed to complete project work.

. ‫•عوشمال لمع المكإل ةمزالال ةيالمال دارومال ةفلكتل بيقت ريدقت عضو ةيلمع ه‬

✓ Determines the monetary resources required for the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.5. : Plan and Manage Budget and Resources
Guidelines to Estimate Costs

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.2. Estimate Cost (Planning)
T&T ❑1- Analogous Estimate

Using historical data from a similar activity or project.

Used when there is a limited amount of detailed information
Less costly and less time-consuming but less accurate.

❑2- Parametric estimating

Used to calculate cost or duration based on historical data and project parameters. (e.g.,
square footage in construction) to calculate an estimate for activity parameters, such as
cost, budget, and duration.

❑3- Bottom-up estimating

• The cost of individual work packages or activities is estimated to the greatest level of specified
detail. The detailed cost is then summarized or “rolled up” to higher levels.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.2. Estimate Cost (Planning)
T&T ❑ Three-Point Estimating
✓ The accuracy of single-point duration estimates may be improved by considering estimation
uncertainty and risk.
M : Most likely (based on realistic effort assessment for the required)
O : Optimistic (best-case scenario for the activity(
P : Pessimistic )worst-case scenario for the activity(

❖ Triangular distribution. E = (O + M + P) / 3

❖ Beta distribution or PERT analysis . E = (O + 4M + P) / 6

By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.2. Estimate Cost (Planning)
❑ Rough order of magnitude (ROM) ‫تقدير تقريبي لحجم النطاق والتكلفة‬

A project in the initiation phase may have a rough order of

magnitude (ROM) estimate in the range of -25% to +75%.
Later in the project, as more information is known, definitive
estimates could narrow the range of accuracy to -5% to
+10%.

‫قد يكون للمشروع في مرحلة البدء تقدير تقريبي للحجم في‬

‫ ومع‬، ‫ في وقت الحق من المشروع‬.٪75 + ‫ إلى‬٪25 - ‫حدود‬
‫ يمكن للتقديرات النهائية تضييق‬، ‫معرفة المزيد من المعلومات‬
.٪10 + ‫ إلى‬٪5- ‫نطاق الدقة إلى‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.2. Estimate Cost (Planning)
Outputs ❑ COST ESTIMATES

Costs are estimated for all resources that are applied to the cost estimate includes :
Direct Cost (Labor, materials, equipment and services(
Inflation allowance, exchange rates
Cost contingency reserve
Indirect costs

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 04 : Project Cost Management
7.2. Estimate Cost (Planning)
[Link] Costs (Planning)

Outputs ❑ COST ESTIMA TES Basis

❑ Documentation of the basis of the estimate (i.e., how it was developed(

❑ Documentation of all assumptions made,

❑ Documentation of any known constraints,

❑ Documentation of identified risks included when estimating costs,

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.3. Determine Budget (Planning)

• Aggregating the estimated costs of individual activities or work packages to establish an

authorized cost baseline.

✓ Determines the cost baseline against which project performance can be monitored and
controlled.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.5. : Plan and Manage Budget and Resources
Guidelines of Estimating Cost Baseline

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.3. Determine Budget (Planning)
T&T ❑ Financing
✓ Financing entails acquiring funding for projects.
✓ It is common for long-term infrastructure and industrial to seek external sources of funds. If a project is funded
externally, the funding entity may have certain requirements that are required to be met.
COST AGGREGATION
Cost estimates are aggregated by work packages in accordance with the WBS.
The work package cost estimates are then aggregated for the higher component levels of the WBS (such as
control accounts) and, ultimately, for the entire project.
❑ Funding Limit Reconciliation
The expenditure of funds should be reconciled with any funding limits on the commitment of funds for
the project.
A variance between the funding limits and the planned expenditures will sometimes necessitate the
rescheduling of work to level out the rate of expenditures.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.3. Determine Budget (Planning)
TT
T&T ❑ Data Analysis Management Reserve

Reserve Analysis : Contingency Reserve

Cost Baseline

Cost Budget
• Contingency Reserve.
• Management Reserve : Cost estimates
• For unforeseen work that is within scope of the project.
• Address the unknown unknowns that can affect a project.
• Is not included in the cost baseline but is part of the overall project budget.

• When an amount of management reserves is used to fund unforeseen work, the amount of management reserve
used is added to the cost baseline, thus requiring an approved change t o the cost baseline.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.3. Determine Budget (Planning)
Outputs ❑ Cost Baseline

✓ Is the approved version of the time-phased project budget.

✓ Excluding any management reserves.

✓ Can only be changed through formal change control procedures.

✓ It is used as a basis for comparison to actual results.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.3. Determine Budget (Planning)
✓ The cost baseline is often allocated across the
project schedule to reflect when the costs will be
incurred.
✓ This practice allows project managers to balance the
funds approved in a specific budget period with the
scheduled work. If there are funding limitations for
a budget period, the work may need to be
rescheduled to meet those limitations.
✓ The project budget should include contingency
reserve funds to allow for uncertainty.
✓ Contingency reserves are set aside to implement a
risk response or to respond to risk events should
they occur.
✓ Management reserves are set aside for unexpected
activities related to in-scope work. Depending on
the organization’s policies and organizational By: Mohamed Ghanem,PMI-ATP
structure, PMP ,PMI ( RMP,ACP,SP ) P3O
2.5. : Plan and Manage Budget and Resources
Budget Estimates

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)

• Monitoring the status of the project to update the project costs and managing
changes to the cost baseline.

✓ The cost baseline is maintained throughout the

project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
Project is to lead 1500 L.M of cables in 15 Days
Planed Cost to lead 1 L.M of cable = 100 $ = PV
Total Planed Cost = 1500 L.M X 100 = 150,000 $ = BAC

What is Planed Value after 10 Days ?

What is Actual Cost after 10 Days ?

What is Earned Value after 10 Days ?

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
T&T ❑ Data Analysis

❑ Earned Value analysis:

1- Planned Value (PV)

- It is the authorized budget planned for the work to be accomplished for an activity.

2- Earned value (EV)

- It is the budget associated with the authorized work that has
been completed.

3- Actual Cost (AC)

- Is the realized cost incurred for the work performed on an activity during a
specific time period
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)

Project is to Install 1000 KG of G.I Duct work in 10 Days

Cost of 1 KG is 1$
After 5 Days only 400 KG finished and cost at this point is 600 $

What is Planed Value ?

What is Actual Cost ?

What is Earned Value ?

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
T&T ❑ Data Analysis

❑ Variance analysis: .
1- Schedule variance (SV(

SV = EV – PV

2- Cost variance (CV)

CV = EV – AC

3- Schedule Performance index (SPI(

SPI = EV / PV

4- Cost Performance index (CPI(

CPI = EV / AC
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
T&T ❑ Data Analysis

❑ Variance analysis:

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 04 : Project Cost Management
4. Control Costs (M/C)
7.4. Control Cost (M&C)
Example :

Cost/Unit Quantity
Budget 2000 180
Actual 2400 160

PV =2000x180 = 360,000
EV =2000x160 = 320,000
AC =2400X160 = 384,000
Variance :
SV = EV - PV = 320,000-360,000 = - 40,000 )Behind Schedule(
CV = EV - AC = 320,000-384,000 = - 64,000 )Over Budget(
Performance Index
SPI = EV / PV = 320,000/360,000 = 0.88 )Behind Schedule(
CVI = EV / AC =320,000/384,000 = 0.83 )Over Budget(
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
SV > 0 Ahead of Schedule CV > 0 Under Budget
SV = 0 On Schedule CV = 0 On Budget
SV < 0 Behind Schedule CV < 0 Over Budget

SPI > 1 Ahead of Schedule CPI > 1 Under Budget

SPI = 1 On Schedule CPI = 1 On Budget

SPI < 1 Behind Schedule CPI < 1 Over Budget

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
Project is to Install 1000 KG of G.I Duct work in 10 Days
Cost of 1 KG is 1$
After 5 Days only 400 KG finished and cost at this point is 600 $

What is CV,SV,SPI and CPI

Behind Schedule or ahead of schedule ?

Over Budget or Under budget ?

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
T&T ❑ Data Analysis
❑ Trend analysis: . ‫ي‬
Forecasting
Estimate at Completion (EAC) = Actual costs + Estimate to Complete (ETC(
‫ن اال عالقو م‬
‫التم ء ه‬
‫عاوش‬+ ‫ف ةم اق‬
‫اليبح ةال عي‬
‫ه يافالةعقو م =نل‬
‫تشم ة ن‬
‫ال ةميقلعاو‬
‫ل‬

1- If future work will be accomplished at the planned rate, use:

EAC = AC + BAC – EV
2- If the CPI is expected to be the same for the remainder of the project
EAC = BAC / CPI

3- If both the CPI and SPI influence the remaining work

EAC = AC + {(BAC – EV)/ (CPI x SPI) { By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
Forecast :

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)

Variance at Completion ( VAC )

VAC = BAC - EAC

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 04 : Project Cost Management
7.4. Control Cost (M&C)
4. Control Costs (M/C)

T&T ❑ To-complete performance index (TCPI)

• is a measure of the cost performance that is required to be achieved with the remaining resources in order
to meet a specified management goal.

• Expressed as the ratio of the :

• The equation for the TCPI based on the BAC:

)BAC – EV) / (BAC – AC(

(BAC – EV) / (EAC – AC). If BAC is no longer Valid

If TCPI < 1 Easier to complete

If TCPI > 1 Harder to complete By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 7.4. Control Cost (M&C)
TT
T&T ❑ Data Analysis
❑ Variance analysis:

By: Mohamed Ghanem,PMI-ATP

PMP
BY: E L- Sayed ,PMI ( RMP,ACP,SP
Mohsen ) P3O
, PMP®, MI- RMP®
P
 Q1

a project manager in construction project, if the Project Sponsor tells you that the
project will be terminated because of Stumbled in the credit limit of the bank. What
could have done by the project manager to prevent this type of situation?

A. Funding Limit Reconciliation

B. Reserve Analysis
C. Critical path method
D. Critical chain method

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫أنت مدير مشروع في مشروع بناء‪ ،‬إذا أخبرك راعي المشروع أنه سيتم إنهاء المشروع بسبب تعثر في الحد‬
‫االئتماني للبنك‪ .‬ما الذي كان يمكن أن يفعله مدير المشروع لمنع هذا النوع من المواقف؟‬

‫أ‪ .‬تسوية حدود التمويل‬

‫ب‪ .‬تحليل االحتياطي‬
‫ج‪ .‬طريقة المسار الحرج‬
‫د‪ -‬طريقة السلسلة الحرجة‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.7. : Plan and Manage Quality of Products/Deliverables

Task 7 : Plan and manage quality of

products/deliverables
2.7.1- Determine quality standard required for
project deliverables
2.7.2- Recommend options for improvement
based on quality gaps
2.7.3- Continually survey project deliverable
quality
‫التسليمات وإدارتها‬/‫ تخطيط جودة المنتجات‬:7 ‫مهمة‬
‫❖ تحديد معيار الجودة المطلوب لتسليمات المشروع‬
‫❖ اقتراح خيارات للتحسين بناء على فجوات الجودة استمرار‬
-‫استطالع اآلراء حول جودة تسليمات المشروع‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quality Management Contents

Planning M&C

1 Plan Quality Management 3 Control Quality

Executing

2 Manage Quality

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quality Management

VS
Quality
Grade

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 05 : Project Quality Management
8.1. Plane Quality Management (Planning)
01. Plan Quality Management (Planning)

• Identifying quality requirements and/or standards for the project and its deliverables, and documenting
how the project will demonstrate compliance with quality requirements and/or standards.

✓ Provides guidance and direction on how quality will be managed and verified throughout the
project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.7. : Plan and Manage Quality of Products/Deliverables
Quality Standards and Regulations

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 8.1. Plane Quality Management (Planning)
T&T ❑ Data Analysis

Cost Benefit Analysis:

• Compares the cost of the quality step to the expected benefit.

• Help the project manager determine if the planned quality activities are cost effective.

• Examples of benefits: less rework, higher productivity, lower costs, increased stakeholder
satisfaction, and increased profitability.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 8.1. Plane Quality Management (Planning)
T&T ❑ Data Analysis

Cost of quality:

Failure Found by the Failure Found by

Project Team the Customer
 8.1. Plane Quality Management (Planning)
Outputs ❑ Quality Management Plan

• A component of the project management plan that describes how applicable policies, procedures, and guidelines will
be implemented to achieve the quality objectives.
The quality management plan may include:
• Quality standards that will be used by the project.
• Quality objectives of the project.
• Quality roles and responsibilities.
• Project deliverables and processes subject to quality review.
• Quality control and quality management activities planned for the project.
• Major procedures relevant for the project, such as dealing with nonconformance, corrective actions procedures, and
continuous improvement procedures.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 05 : Project Quality Management
8.1. Plane Quality Management (Planning)
01. Plan Quality Management (Planning)

Outputs ❑ Quality Metrics

Describes a project or product attribute and how the Control Quality process will verify compliance to it.

➢ Some examples of quality metrics include:

• Percentage of tasks completed on time.

• Cost performance measured by CPI

• Failure rate
• Number of defects identified per day.

• Customer satisfaction scores

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
8.1. Plane Quality Management (Planning)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 8.2. Manage Quality (Executing)

• Translating the quality management plan into executable quality activities that incorporate the
organization’s quality policies into the project.

✓ Increases the probability of meeting the quality objectives.

✓ Identifying ineffective processes and causes of poor quality.
✓ Uses the data and results from the control quality process to reflect the overall quality status of
the project to the stakeholders.

By: Mohamed Ghanem,PMI-ATP

BY: E L- Sayed PMP
Mohsen
,PMI ( ,RMP,ACP,SP
PMP®, MI- RMP®
) P3O
P
 8.2. Manage Quality (Executing)
T&T ❑ Audits

➢ Audit is a structured, independent process used to determine if project activities comply with
organizational and project policies, processes, and procedures.

➢ Identifying all good and best practices being implemented.

➢ Identifying all nonconformity, gaps.

By: Mohamed Ghanem,PMI-ATP

PMP Mohsen
BY: E L- Sayed ,PMI ( RMP,ACP,SP
, PMP®, )MI-
P3ORMP®
P
2.7. : Plan and Manage Quality of Products/Deliverables
Quality Audits

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 05 : Project Quality Management
8.2. Manage Quality (Executing)
02. Manage Quality (Executing)
TT
T&T ❑ Root cause analysis (RCA(
Used to determine the basic underlying reason that causes a variance, defect, or risk.
Used as a technique for identifying root causes of a problem and solving them.

❑ Data Representation

❑ Cause-and-effect diagrams
➢ Also known as fishbone diagrams, why-why diagrams and Ishikawa diagrams
➢ Helping to identify the main or root cause of the problem.

By: Mohamed Ghanem,PMI-ATP

BY: E Sayed PMP ,PMI ( ,RMP,ACP,SP
Mohsen PMP®, ) P3O
P
 8.2. Manage Quality (Executing)
T&T ❑ Problem Solving

➢ Defining the problem.

➢ Identifying the root-cause.

➢ Generating possible solutions.

➢ Choosing the best solution.

➢ Implementing the solution.

➢ Verifying solution effectiveness.

By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 8.3. Control Quality (M&C)

• Monitoring and recording results of executing the quality management activities in order to assess
performance and ensure the project outputs are complete, correct, and meet customer expectations.

✓ verifying that project deliverables and work meet the requirements specified by key stakeholders

for final acceptance.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.7. : Plan and Manage Quality of Products/Deliverables
Quality Measurement Tools

Control Pareto
Charts Chart

Statistical
Inspection
Sampling

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.7. : Plan and Manage Quality of Products/Deliverables
Control Chart and Variability
➢ Measurements that exceed the range between the upper and lower control limits are considered
to be an unstable process.

➢ Measurements that above the UCL or below the LCL result from an unstable process.

Variability below the mean

Variability above the mean By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.7. : Plan and Manage Quality of Products/Deliverables
Pareto Chart
➢ Pareto Chart a histogram
that is used to rank
causes of problems in a
hierarchical format .

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.7. : Plan and Manage Quality of Products/Deliverables
Statistical Sampling
➢ Statistical Sampling is choosing
part of a population of
interest for inspection.

➢ Used to determine
characteristics of an entire
population based on actual
measurement of it’s
representative sample.

➢ Produces a process that

doesn't require inspection of
By: Mohamed Ghanem,PMI-ATP
every time. PMP ,PMI ( RMP,ACP,SP ) P3O
 2.7. : Plan and Manage Quality of Products/Deliverables
Inspection
➢ Examination to the product to determine if it conforms to documented standards or to validate defect
repairs. Also called reviews, audits, or walkthroughs.
➢ Conducted at any level (ex: single activity or final product)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Lecture 05 : Project Quality Management
8.3. Control Quality (M&C)
03. Control Quality (M/C)

Outputs

VERIFIED DELIVERABLES

➢ 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 for formalized acceptance.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Control Quality Manage Quality
Focuses on defect identification. Focuses on defect prevention.

Vou try to find defects and correct them while making the Vou plan to avoid the defect in the planning phase.
product.
ls a Reactive process ls a Proactive process.

Are used to verify the quality of the product. lnvolves processes managing quality

Dealing with the deliverables to confirm if it is matching with Dealing with the processes during the execution to confirm if it
the is matching with organizational and project policies,
requirements and if it is approved will take it to validate scope processes , and procedures.
Process for Formai Acceptance by the customer.

Inspection are example of the quality contrai process. Quality audit is an example of Manage Quality Process

Summary
Control Quality = Product
Manage Quality = Process
Validate scope = Formal acceptance = accepted deliverables by customer
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
Task 2 : Manage communications
2.2.1- Analyze communication needs of all
stakeholders
2.2.2- Determine communication methods, channels,
frequency, and level of detail for all
stakeholders
2.2.3- Communicate project information and updates
effectively
2.2.4- Confirm communication is understood and
feedback is received
‫ إدارة التواصل‬: 2 ‫مهمة‬
‫❖ تحليل متطلبات التواصل لجميع المعنيين‬
‫❖ تحديد طرق التواصل وقنواته وتكراره ومستوى التفاصيل لجميع‬
‫المعنيين‬
‫❖ نقل معلومات المشروع والتحديثات بفعالية‬
‫❖ التأكد من فهم رسالة التواصل وتلقي المالحظات‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Types of Communications
• Verbal: voice inflection
• Non verbal: body language, eye contact
Formal • Internal: inside project
Informal
• External: customer ,public other projects
Verbal Hierarchical • Formal: Briefings, reports
Non- focus.
verbal • Informal: memo, emails, Ad-hoc conversations
• Official : published reports
Communication • Un-official : off the records
• Hierarchical focus.
Written Internal • Upward:Senior management stakeholders.
Oral External • [Link] team and others who contribute

Official to work
Un- • Horizontal: with peers
official
Written & oral: social media and websites, media
releases
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Project
Communications
Gov Team Management
Sponsor
CRITICALLINKS
between
people, ideas and
Department information -> Success!
Top
Management 90% of PM time is
spent communicating.
•
•

Media

PM

By: Mohamed Ghanem,PMI-ATP

11
+2-0100-535-4327
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
Communication Requirement Analysis

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
Communication Type

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
Communication Models

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 10.1. Plane Communication Management (Planning)
Communication Methods Methods of
Interactive
Communications
•Interactive
•2 or more parties
•Multidirectional
•Most effective

Communication •Ensures common

understanding
•Push

Pull Push •One way from sender

•No guarantees of
delivery or
understanding
•Pull: •at recipient’s own
By: Mohamed Ghanem,PMI-ATP discretion 12
PMP ,PMI ( RMP,ACP,SP ) P3O
10.1. Plane Communication Management (Planning)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Communication Channel
•The larger the team and
the more people who
communicate, the more
messy it gets …
• Number of channels
does not grow linearly
with number of people.
• Number of
Communications
channels = N(N-1)/2
• HINT: on the exam
calculate the difference in
number of channels
Communication channel = N (N-1) / 2 where N is No. of
people. If N=3 → Channels = 3(3-1)/2 = 3 If N=4 → Channels =
4(4-1)/2 = 6

By: Mohamed Ghanem,PMI-ATP

24
+2-0100-535-4327
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
Feedback
❖Communication is a two way street
(Positive) (Negative)
❑ If the message was received and understood as ❑ If the receiver does not understand what the
intended by the sender. sender intended to convey.
➢ In this case , the sender does not need to take ➢ In this case , the sender must take some action
any action regarding the communication. to correct the misunderstanding.

❖ In most situations there will be no feedback, thus providing an implicit acceptance of the
message by the recipient.

❖ Effective feedback should be clear, specific, and offered in a timely manner.

By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 10.1. Plane Communication Management (Planning)
Outputs
Specifies what information will be distributed and
updated, in what format, how often, and to which
stakeholders; descriptions of communication models
and methods

By: Mohamed Ghanem,PMI-ATP

+2-0100-535-4327
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.2. : Manage Communications
❖Component of Communication Management Plan.
 2.2. : Manage Communications
❖Communications Management Plan.
 2.4. : Engage Stakeholders
Task 4 : Engage stakeholders
2.4.1- Analyze stakeholders (e.g., power
interest grid, influence, impact)
2.4.2- Categorize stakeholders
2.4.3- Engage stakeholders by category
2.4.4- Develop, execute, and validate a
strategy for stakeholder engagement
‫ إشراك المعنيين‬: 4 ‫مهمة‬
‫ مصفوفة‬،‫❖ تحليل المعنيين (على سبيل المثال‬
)‫ التأثير‬،‫المصالح‬/‫السلطة‬
‫❖ تصنيف المعنيين‬
‫❖ إشراك المعنيين حسب الفئة‬
‫❖ تطوير استراتيجية إشراك المعنيين وتنفيذها والتحقق من‬
‫صالحيتها‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 13.1. Identify Stakeholders (Initiation)
T&T ❑Data Representation

Stakeholder Mapping and Representation:

✓ Is a method of categorizing stakeholders using various methods.
❖ Common methods include:

- Power/interest grid, power/influence grid, or impact/influence grid

✓ Power/interest grid: grouping the stakeholders based on their level of authority (“power"(
and their level or concern (“interest").

✓ Power/influence grid: grouping the stakeholders based on their level of authority (“power“)
and their active involvement (“influence”) in the project.
✓ Influence/impact grid: grouping the stakeholders based on their active involvement (“influence“)
in the project and their ability to effect changes to the project’s planning or execution (“impact“).
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 13.1. Identify Stakeholders (Initiation)
❑ Power/interest grid

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.4. : Engage Stakeholders
Stakeholders Categories
➢ Sponsors : Who may be individuals or groups that provide the financial assistance, resources, and
support for the project. The sponsor formally authorizes the project by signing the project charter.

➢ Customers and users : who will approve the project’s deliverables.

➢ Sellers : who will provide components or services to the project under a contract.

➢ Organization Groups : that are internal stakeholders affected by the activities of the project team
such as legal, finance, operations, sales, and customer services.

➢ Functional Managers : who mange organizational departments such as human resources, finance,
procurement, or accounting and who need to support the project activities.

➢ Other Stakeholders : that contribute to or have an interest in the deliverables such as government
regulators, consultants, and financial
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 13.2. Plan Stakeholder Engagement (Planning)
T&T Stakeholder Engagement Assessment Matrix
Unaware

Leading Resistant

Neutral
Supportive
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 13.2. Plan Stakeholder Engagement (Planning)
T&T ❑Data representation
➢ Stakeholder engagement assessment matrix
Supports comparison between the current engagement levels of stakeholders and the desired engagement
levels required for successful project delivery.
❖ The engagement level of stakeholders can be classified as follows :
✓ Unaware: Unaware of the project and potential impacts.
✓ Resistant: Aware of the project and potential impacts but resistant to any changes
✓ Neutral: Aware of the project, but neither supportive nor unsupportive.

✓ Supportive: Aware of the project and potential impacts and supportive of the work and its outcomes.
✓ Leading: Aware of the project and potential impacts and actively engaged in ensuring that the project is a success.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 13.2. Plan Stakeholder Engagement (Planning)
➢ Stakeholder engagement assessment matrix
C: Represents the current engagement level of each stakeholder.

D: Indicates the level that the project team has assessed as essential to ensure project success (Desired).

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 13.2. Plan Stakeholder Engagement (Planning)
Outputs ❑Stakeholder Engagement Plan
✓ Is a component of the project management plan.

✓ Identifies the strategies and actions required to promote productive involvement of stakeholders in decision
making and execution.

✓ Specific strategies or approaches for engaging with individuals or groups of stakeholders.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q1

Kevin has assigned as a project manager in a multinational company to implement new

software that will impact several departments. To guarantee alignment of stakeholder
expectations with the final product, what should Kevin develop ?

A. Stakeholder engagement assessment matrix.

B. Resource breakdown structure (RBS)
C. Business case
D. Stakeholder engagement plan.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q2

A stakeholder who was incorrectly classified as a supporter is now reluctant and the
project manager becomes worried. What should the project manager do more carefully in
future projects?

A. Develop interpersonal skills to manage stakeholder expectations

B. Conduct a meeting with senior management
C. Create the stakeholders engagement assessment matrix
D. Identify stakeholders

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫تم تعيين كيفن كمدير مشروع في شركة متعددة الجنسيات لتنفيذ برامج جديدة ستؤثر على العديد من األقسام‪ .‬لضمان‬
‫توافق توقعات المعنيين مع المنتج النهائي‪ ،‬ما الذي يجب على كيفن تطويره؟‬

‫أ‪ .‬مصفوفة تقييم مشاركة المعنيين‪.‬‬

‫ب‪ .‬هيكل توزيع الموارد‬
‫ج‪ -‬حالة األعمال‬
‫د‪ .‬خطة إشراك المعنيين‪.‬‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q2‬‬

‫أحد المعنيين الذي تم تصنيفه بشكل غير صحيح على أنه مؤيد أصبح اآلن مترددًا وأصبح مدير المشروع قلقًا‪ .‬ما الذي‬
‫يجب على مدير المشروع فعله بعناية أكبر في المشاريع المستقبلية؟‬

‫أ‪ .‬تطوير مهارات التعامل مع اآلخرين إلدارة توقعات المعنيين‬

‫ب‪ .‬عقد اجتماع مع اإلدارة العليا‬
‫ج‪ .‬إنشاء مصفوفة تقييم مشاركة المعنيين‬
‫د‪ .‬تحديد المعنيين‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.3. : Assess and Manage Risks

Task 3 : Assess and manage risks

required to deliver business value
2.3.1- Determine risk management
options
2.3.2- Iteratively assess and prioritize
risks
‫ تقييم المخاطر وإدارتها‬:3 ‫مهمة‬
‫❖ تحديد خيارات إدارة المخاطر‬
-‫❖ تقييم المخاطر وتحديد أولويتها بشكل متكرر‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
2.3. : Assess and Manage Risks
(Individual VS Overall) Project Risk

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.3. : Assess and Manage Risks
Project Risk Management Objectives

The objective of project risk management

are to increase the probability and impact
of positive events, and decrease the
probability and impact of events adverse to
the Project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Management Contents

Planning Executing

1 Plan Risk Management

6 Implement Risk response
2 Identify Risks

3 Perform Qualitative Risk Analysis M&C

4 Perform Quantitative Risk Analysis
7 Monitor Risks
5 Plan Risk Responses

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Management (Planning)

Plan Risk Management is the process of Defining how to conduct risk management activities
for a project.

The Key Benefit of this process : ensures that the degree, type, and visibility of risk
management are proportionate to both risks and the importance of the project to the
organization and other stakeholders.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Management (Planning)

Outputs

Risk Management Plan

Risk strategy: Describes the general approach to managing risk on this project
Methodology: Approaches, tools, and data sources that will be used.
Roles & responsibilities: Who will do what.
Funding: Identifies the funds needed to perform activities related to Project Risk Management

Timing: When and how often risk management processes will be done.
Risk categories : ( Risk Breakdown Structure) (RBS)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
Risk categories
 [Link] Risk Management (Planning)

Definitions of risk probability and impacts

Definitions of risk probability and impact levels are specific to the project context and reflect the risk appetite and
thresholds of the organization and key stakeholders.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Management (Planning)

Stakeholder risk appetite:

Identify the risk thresholds of the organization(s) and key stakeholders on the project with regard to each objective

Reporting Formats:
How risk management output will be analyzed and documented.

Tracking:

How risk activities will be recorded, tracked, and audited.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Management (Planning)

RISK THRESHOLD Is the measure of acceptable variation around an objective that reflects
the risk appetite of the organization and its stakeholders.
❑ Risk thresholds include :
➢ Minimum level of risk exposure for a risk to be included in the risk register.
➢ Qualitative or quantitative definitions of risk rating.
➢ Maximum level of risk exposure that can be managed before an escalation is triggered.

Trigger Condition. An event or situation that indicates

that a risk is about to occur.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risks (Planning)

Identify Risks is the process of • Identifying individual project risks as well as sources of
overall project risk, and documenting their characteristics

The Key Benefit of this process : The documentation of existing individual project
risks and the sources of overall project risk.

Brings together information so the project team can respond appropriately to

identified risks.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risks (Planning)

T&T Data Gathering

Brainstorming

Obtain a comprehensive list of individual project risks and sources of overall project risk

Checklists:
Risk checklists are developed based on historical information and knowledge that has been accumulated
from similar projects.

Interviews.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risks (Planning)

T&T Data analysis

Root cause analysis:

• Used to discover the underlying causes that lead to a problem, and develop preventive action.

Assumption and constraint analysis:

Explores the validity of assumptions and constraints to determine which pose a risk to the project.

SWOT Analysis:
S= Strength W= Weakness
O= Opportunities T= Threats

Identify opportunities that are result of organization strength as well as threats that are result of
organization weakness By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risks (Planning)

T&T Data analysis

Document analysis

Uncertainty in project documents may be indicators of risk on the project.

Prompt List

The risk categories in the lowest level of the risk breakdown structure can be used as a prompt list for
individual project risks.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risks (Planning)

Outputs

Risk Register:

The risk register captures details of identified individual project risks.

The content of the risk register may include but is not limited to:
✓ List of identified risks.
✓ Potential risk owners.
Where a potential risk owner has been identified during the Identify Risks process, the risk owner is recorded in
the risk register. This will be confirmed during the Perform Qualitative Risk Analysis process .
✓ List of potential risk responses.
• Where a potential risk response has been identified during the Identify Risks process, it is recorded in the risk
register

Risk register will be updated through each process of risk management.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
Risk Register
 [Link] Risks (Planning)

Outputs

Risk Report:

Information in the risk report may include but is not limited to:
✓ Sources of overall project risk, indicating which are the most important drivers of overall project risk exposure.
✓ Summary information on identified individual project risks, such as number of identified threats and
opportunities, distribution of risks across risk categories, metrics and trends

Risk report will be updated through each process of risk management.

Project Documents Updates

• Assumption log
• Issue log
• Lessons learned register By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 11.3. Perform Qualitative Risk Analysis (Planning)

Perform Qualitative Risk Analysis is the process of • Prioritizing individual project

risks for further analysis or action by assessing their probability of
occurrence and impact as well as other characteristics.

The Key Benefit of this process : it focuses efforts on high-priority risks

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.3. Perform Qualitative Risk Analysis (Planning)

T&T

Risk Data Quality Assessment : Evaluates the degree to which the data about individual project risks is
accurate and reliable.

Considers the likelihood that a specific risk will occur.

Risk impact assessment considers the potential effect on one or more project objectives such as schedule,
cost, quality, or performance.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.3. Perform Qualitative Risk Analysis (Planning)

T&T

Grouping risks into categories can lead to the development of more effective risk responses by
focusing attention and effort on the areas of highest risk exposure.

This helps finding risks need immediate response, risks need additional analysis, and risks need to be put on
the watch list.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Other Assessment
Urgency : The period of the time within which a response to the
risk is to be implemented in order to be effective

‫ ( اإللحاح ) الفترة الزمنية االزم تنفيذ االستجابة للمخاطر خاللها كي‬: ‫الضرورة‬
‫تكون فعالة وتعبر الفتره القصيرة عن الضرورة البالغة‬

Proximity : The period of the time before the risk might

have an impact on one or more of project objectives.

‫ ( مدي اقتراب حدوث الخطر ) الفترة الزمنية قبل حدوث تأثير المخاطر‬: ‫القرب‬
.‫علي واحد أو أكثر من أهداف المشروع‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Other Assessment

Dormancy : The period of the time that may elapse after a risk
has occurred before its impact is discovered.
‫ ( الهدوء الذي يسبق العاصفة ) الفترة الزمنية التي قد تنقضي بعد حدوث‬: ‫السكون‬
.‫خطر قبل اكتشاف تأثيره‬

Connectivity : The extent to which the risk is related

to other individual project risks .
‫ ( عالقة الخطر بباقي المخاطر ) مدي ارتباط الخطر بمخاطر‬: ‫االرتباط‬
.‫المشروع األخرى‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quantitative Risk Analysis(Planning)

Perform Quantitative Risk Analysis is the process of : Numerically analyzing the combined
effect of identified individual project risks and other sources of uncertainty on overall project
objectives.

The Key Benefit of this process : Quantifies overall project risk exposure, and
it can also provide additional quantitative risk information to support
risk response planning.

This process is not required for every project, but where it is used, it is performed throughout the
project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quantitative Risk Analysis(Planning)

T&T

Simulation. Decision tree analysis

Influence diagrams Sensitivity analysis
Simulation.

Performed using a Monte Carlo analysis

Simulates the combined effects of individual project risks and other

sources of uncertainty to evaluate their potential impact on
achieving project objectives.

Computer software is used to iterate the quantitative risk analysis

model several thousand times

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quantitative Risk Analysis(Planning)

T&T

Sensitivity analysis

Helps to determine which individual project risks or other sources of uncertainty have the most potential
impact on project outcomes.
Tornado diagram is a typical display of
sensitivity analysis

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quantitative Risk Analysis(Planning)

T&T

Decision tree analysis

Used to support selection of the best of several alternative courses of action.

✓ Alternative paths through the project are shown in the decision tree.
✓ The decision tree is evaluated by calculating the expected monetary value of each branch, allowing the
optimal path to be selected.
✓ EMV = P x I where P=Probability and I=Impact

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Quantitative Risk Analysis(Planning)
Expected Monetary Value :

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Risk Responses (Planning )

Plan Risk Responses is the process of • Developing options, selecting strategies, and
agreeing on actions to address overall project risk exposure, as well as to treat
individual project risks.
The Key Benefit of this process : Identifies appropriate ways to address overall project
risk and individual project risks.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Escalate.
ESCALATE. ➢ Escalation is appropriate when the project team or the project sponsor
agrees that a threat is outside the scope of the project or the proposed
response would exceed the project manager’s authority

Extending the schedule

Prototype More tests
Reducing scope Stable supplier
 [Link] Risk Responses (Planning )

Active acceptance
VS
Passive acceptance

Establish a contingency reserve,

including amounts of time, No proactive action
money, or resources to handle
the threat if it occurs.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Escalate.
➢ Escalation is appropriate when the project team or the project sponsor
agrees that a Opportunities is outside the scope of the project or the
proposed response would exceed the project manager’s authority

Extending the schedule

Prototype More tests
Reducing scope Stable supplier
 Strategies for overall project risk

➢ Escalation

Extending the schedule

Reducing scope
 [Link] Risk Responses (Planning )

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 PLAN RISK RESPONSES
( Secondary Risks )
❑ Risk responses, when implemented, can have potential
effects on the objectives and as such, can generate additional
risks.
❑ These are known as secondary risks and are analyzed and
planned for in the same way as those risks that were initially
identified.

( Residual Risks )

❑ There may be residual risks that remain after the responses

are implemented. ( Residual Risks )
❑ These residual risks are clearly identified, analyzed,
documented, and communicated to all relevant stakeholders
until they are satisfied. By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 11.6. Implement Risk Responses(Executing )

Implement Risk Responses is the process of • implementing agreed-upon risk

response plans.
The Key Benefit of this process : Ensures that agreed-upon risk responses are
executed as planned in order to address overall project risk exposure, minimize
individual project threats, and maximize individual project opportunities.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.6. Implement Risk Responses(Executing )

T&T

EXPERT JUDGMENT

Expertise should be considered from individuals or groups with specialized knowledge to validate
or modify risk responses if necessary, and decide how to implement them in the most efficient
and effective manner.

PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

Project management information systems can include schedule, resource, and cost software to
ensure that agreed-upon risk response plans and their associated activities are integrated into
the project alongside other project activities

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.6. Implement Risk Responses(Executing )

Outputs

CHANGE REQUESTS
Implementation of risk responses may result in a change request to the cost and schedule
baselines or other components of the project management plan

PROJECT DOCUMENTS UPDATES

Risk register
✓ May be updated to reflect any changes to the previously agreed-upon risk responses for individual
project risks.
➢ Risk report
✓ May be updated to reflect any changes to the previously agreed-upon risk response to overall
project risk exposure.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 11.7. Monitor Risks (M&C )
Monitor Risks is the process of • Monitoring the implementation of agreed-upon
risk response plans, tracking identified risks, identifying and analyzing new risks,
and evaluating risk process effectiveness throughout the project

The Key Benefit of this process : enables project decisions to be based on current
information about overall project risk exposure and individual project risks.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.7. Monitor Risks (M&C )
T&T DATA ANALYSIS

Reserve analysis
Compares the amount of the contingency reserves remaining to the amount of risk remaining at
any time in the project in order to determine if the remaining reserve is adequate.

AUDITS

Used to consider the effectiveness of the risk management process.

✓ The project manager is responsible for ensuring that risk audits are performed at an
appropriate frequency, as defined in the project’s risk management plan.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 11.7. Monitor Risks (M&C )
T&T MEETINGS:

Risk Reviews

✓ Examine and document the effectiveness of risk responses in dealing with overall project risk
and with identified individual project risks.

✓ Identification of new individual project risks.

✓ Reassessment of current risks.

✓ The closing of risks that are outdated.

✓ Issues that have arisen as the result of risks that have occurred.

✓ identification of lessons to be learned for implementation in ongoing phases in the current

project or in similar projects in the future
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Workaround
What is a workaround
Workarounds are responses that were not initially planned but are required to deal with emerging
risks that were previously unidentified or accepted passively.

Which plan will you use to manage a workaround

Please note that the contingency plan and fallback plan are developed to manage identified risks,
and workarounds are a response for unidentified risks. Therefore, none of these plans have
strategies for workarounds.

When any unidentified risk occurs, you will discuss it with your team members and come up
with a strategy to contain the incident.

Which reserve will you use for workarounds

By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Q1
During project execution, the risk owner is monitoring the critical speed rate of a power
engine to eventually trigger the defined risk-response strategy. During the risk assessment
and management process phase, it was defined that the power engine has the following
characteristics
1,600 rpm (rate-per-minute) -> stops working and crashes the system
1.500 rpm (rate-per-minute) -> warns of max rate allowed
1.400pm (rate-per-minute) -> reduces the power and brakes the engine
Which of the following statements is correct?
A. 1,600 rpm is a project issue, 1,500 rpm is an event that triggers a response strategy and
1,400 rpm is a project risk
B. 1,600 rpm is a project risk, 1,500 rpm is an event that triggers a response strategy and
1,400 rpm is a project issue.
C. 1.600 rpm is an event that triggers a response strategy. 1,500 rpm is a project issue and
1,400 rpm is a project risk.
D. 1600 rpm is a project issue; 1,500 rpm is a project risk; and 1,400 rpm is an event that
triggers a response strategy
 Q2
Project manager with project team should identify the project risk and analyse them to
document their probability and impact. Also there are other Assessment such as
Urgency, Proximity, Dormancy and Connectivity. Drag the assessment from left and drop
to suitable definition on right
The extent to which the risk is related to other
A Urgency
1 individual project risks

The period of the time that may elapse after a

B Proximity
2 risk has occurred before its impact is discovered

The period of the time within which a response

C Dormancy to the risk is to be implemented in order to be
3 effective

The period of the time before the risk might

D Connectivity 4
have an impact on one or more of project
objectives
 ‫‪Q1‬‬
‫أثناء تنفيذ المشروع‪ ،‬يقوم صاحب المخاطر بمراقبة معدل السرعة الحرجة لمحرك الطاقة لتفعيل استراتيجية االستجابة‬
‫للمخاطر المحددة في النهاية‪ .‬أثناء مرحلة تقييم المخاطر وإدارتها‪ ،‬تم تحديد أن محرك الطاقة يتمتع بالخصائص التالية‬

‫‪ 1600‬دورة في الدقيقة (معدل الدقيقة) ‪ >-‬يتوقف عن العمل ويتعطل النظام‬

‫‪ 1500‬دورة في الدقيقة (معدل الدقيقة) ‪ >-‬يحذر من الحد األقصى للمعدل المسموح به‬
‫‪( 1400‬معدل الدقيقة) ‪ >-‬يقلل من قوة المحرك ويكبحه‬
‫أي من العبارات التالية صحيحة؟‬

‫‪ 1600‬دورة في الدقيقة هي مشكلة ‪ ،‬و‪ 1500‬دورة في الدقيقة هي حدث يؤدي إلى إطالق استراتيجية استجابة و‪1400‬‬
‫دورة في الدقيقة هي مخاطرة‬
‫تمثل ‪ 1600‬دورة في الدقيقة أحد مخاطر‪ ،‬و‪ 1500‬دورة في الدقيقة حدثًا يؤدي إلى إطالق استراتيجية استجابة‪ ،‬و‪1400‬‬
‫دورة في الدقيقة تمثل مشكلة‪.‬‬
‫‪ 1.600‬دورة في الدقيقة هو حدث يطلق استراتيجية االستجابة‪ 1500 .‬دورة في الدقيقة هي مشكلة و‪ 1400‬دورة في‬
‫الدقيقة هي مخاطرة ‪.‬‬
‫خطرا على المشروع؛ و‪ 1400‬دورة في الدقيقة هو‬‫ً‬ ‫‪ 1600‬دورة في الدقيقة هي مشكلة ؛ ‪ 1500‬دورة في الدقيقة تمثل‬
‫الحدث الذي يطلق استراتيجية االستجابة‬
 ‫‪Q2‬‬
‫يجب على مدير المشروع مع فريق المشروع تحديد مخاطر المشروع وتحليلها لتوثيق احتماالتها وتأثيرها‪ .‬هناك‬
‫أيضًا تقييمات أخرى مثل الضرورة والقرب والسكون واالرتباط‪ .‬اسحب التقييم من اليسار وأفلته إلى التعريف‬
‫المناسب على اليمين‬

‫‪A‬‬ ‫الضرورة‬ ‫‪1‬‬ ‫مدى ارتباط المخاطر بمخاطر المشروع الفردية األخرى‬

‫‪B‬‬ ‫القرب‬ ‫هي الفترة الزمنية التي قد تنقضي بعد وقوع الخطر قبل‬
‫‪2‬‬
‫اكتشاف أثره‬

‫السكون‬ ‫‪3‬‬ ‫الفترة الزمنية التي سيتم خاللها تنفيذ االستجابة للخطر حتى‬
‫‪C‬‬ ‫تكون فعالة‬

‫‪D‬‬ ‫االرتباط‬ ‫قد يكون للفترة الزمنية التي تسبق وقوع الخطر تأثير على‬
‫‪4‬‬ ‫واحد أو أكثر من أهداف المشروع‬
 2.11. : Plan and Manage Procurement
Task 11 : Plan and manage procurement
2.11.1- Define resource requirements and
needs
2.11.2- Communicate resource requirements
2.11.3- Manage suppliers/contracts
2.11.4- Plan and manage procurement strategy
2.11.5- Develop a delivery solution
‫ تخطيط المشتريات وإدارتها‬:11 ‫مهمة‬
‫❖ تحديد متطلبات الموارد واحتياجاتها‬
‫❖ التواصل بشأن متطلبات الموارد‬
‫العقود‬/‫❖ إدارة الموردين‬
‫❖ تخطيط استراتيجية المشتريات وإدارتها‬
-‫❖ تطوير حل للتسليم‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Procurement Strategy

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Procurement SOW
➢ Developed from the project scope baseline and
defines only that portion of the project.

➢ Describes the Procurement Items in sufficient

details and distributed to potential sellers, who will
use it to evaluate their capability to perform the
work or provide the service.

➢ Statement of work (SOW) can include

specifications, quantity desired, quantity levels and
performance reporting.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Procurement Management Plan

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Qualified Vendors

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Qualified Vendors List

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Source Selection Criteria
➢ Source Selection Criteria is a set of attributes desired by the buyer which
a seller is required to meet or exceed to be selected for a contract.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ❑ BID DOCUMENTS

➢ Bid documents are used to solicit proposals from prospective sellers

➢Request for information (RFI)

➢Request for quotation (RFQ).

➢ Request for proposal (RFP)

✓ The buyer structures procurement documents to facilitate an accurate and complete
response from each prospective seller and to facilitate easy evaluation of the responses

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.11. : Plan and Manage Procurement

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.11. : Plan and Manage Procurement

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Types

1- Fixed Price (FP(

2- Cost-reimbursable contracts

3- Time and material contracts )T&M).

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Types

1- Fixed Price (FP)

1.1 Firm Fixed Price (FFP):
✓ The most common used contract type.
✓ It is favored by most buying organizations because the price for goods is set at the
✓ outset. Buyer has little risk, provides he has a complete defined scope.

1.2 Fixed Price Incentive Fee (FPIF):

✓ Financial incentives tied to achieving agreed-upon metrics such financial incentives are related to cost ,
schedule, or technical performance of the seller.
✓ Ex: for every month early, $15,000 will be paid to the seller.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Types

1- Fixed Price (FP)

1.3 Fixed price with economic price adjustments (FPEPA).

✓ Used whenever the seller’s performance period spans a considerable period of years.

✓ Special provision allowing for predefined final adjustments to the contract price due to changed conditions,
such as inflation changes or cost increases (or decreases) for specific commodities.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Contract Types

2- Cost-reimbursable contracts
2.1 Cost plus fixed fee (CPFF).
✓ The seller is reimbursed for all allowable costs for performing the contract work and

✓ Receives a fixed-fee payment calculated as a percentage of the initial estimated project costs.

2.2 Cost plus incentive fee (CPIF).

✓ The seller is reimbursed for all allowable costs for performing the contract work and
✓ receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract.

✓ If the final costs are less or greater than the original estimated costs, then both the buyer and seller share costs
based upon aprenegotiated cost-sharing formula.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Types
2- Cost-reimbursable contracts
2.3 Cost plus award fee (CPAF).

✓ The seller is reimbursed for all legitimate costs, but the majority of the fee is earned based on the satisfaction

of certain broad subjective performance criteria that are defined and incorporated into the contract.

✓ The determination of fee is based solely on the subjective determination of seller performance by the buyer.

✓ Not subject to appeals.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Types

3- Time and material contracts (T&M).

✓ (also called time and means)

✓ a hybrid type of contractual arrangement with aspects of both cost-reimbursable and fixed-price
contracts.

✓ are often used for staff augmentation, acquisition of experts, and any outside support when a precise
statement of work cannot be quickly prescribed.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
Contract Types

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.11. : Plan and Manage Procurement

Who Has More Risk ?

Buyer Seller

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Summary

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement

• Managing procurement relationships.

• Monitoring contract performance.
• Making changes corrections as appropriate.
• Closing out contracts.

✓ Ensures that both the seller’s and buyer’s performance meet the project’s requirements according to
the terms of the legal agreement.

✓ This process is performed throughout the project as needed.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Contract Change Control System
➢ The System used to collect, track, adjudicate, and communicate changes to a contract.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Types of Contract Changes

BY: MOHAMED GHANEM,PMP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Legal Concepts when Managing Disputes
➢ If the buyer and seller may resort to Alternative Dispute Resolution (ADR), which includes
meditation and arbitration, if settlement can't be achieved through direct negotiations held
between the parties.
➢ Negotiated settlements might be undertaken to arrive at a final equitable settlement of all
outstanding issues, claims, and disputes by negotiation.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Claims Resolution Sequence

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.11. : Plan and Manage Procurement
Guidelines to Close Procurements

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q1

A project is contracted on a Cost-Plus-Fixed-Fee (CPFF) basis with a Fixed fee of US

$5,000. The estimated cost is US$50,000. If the project comes in at US$60,000 with
no changes in project scope, what would be the total cost of the contract?

A. US$80,000
B. US$55,000
C. US$65,000
D. US$75,000

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 Q2

You are a project manager for a project has reported the potential for a delivery delay
due to a technical issue with the sub supplier to stay on schedule, the vendor
proposed replacing the sub- supplier's component with a similar part that is different
from the one that is stipulated in the project specifications. What should the project
manager do next?

A. Insist on using the component per the project specifications and air freight the
equipment to mitigate the delay
B. Instruct the vendor to use the part that is compliant with the project specifications
and update the schedule
C. Accept the proposed replacement in order to keep procurement activities on track
D. Consult with a subject matter expert (SME) to see if the proposed change is
acceptable
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 Q3

An organization is transitioning from predictive to agile. Based on the requirements,

the project team estimates the budget and decides to use a fixed-price contract with
its vendor. However, during the execution of the project, the requirements evolve and
priorities start to change constantly, which puts the project and the estimate at
completion (EAC) off by 50%. What should the project manager do next?

A. Submit a change request to the financial manager to increase the funding and
continue as is
B. Meet with the stakeholders to recommend the use of a time and materials (T&M)
contract to address the problem.
C. Wait until the next gate review meeting to highlight the risk of low funds to the
stakeholders
D. Send a detailed status report highlighting the issue with funding to all of the
stakeholders By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫يتم التعاقد على المشروع على أساس التكلفة مضافًا إليها الرسوم الثابتة برسوم ثابتة قدرها ‪ 5000‬دوالر‬
‫أمريكي‪ .‬التكلفة التقديرية هي ‪ 50.000‬دوالر أمريكي‪ .‬إذا بلغت تكلفة المشروع ‪ 60.000‬دوالر أمريكي دون أي‬
‫تغييرات في نطاق المشروع‪ ،‬فما هي التكلفة اإلجمالية للعقد؟‬

‫أ‪ 80 .‬ألف دوالر أمريكي‬

‫ب‪ 55.000.‬دوالر أمريكي‬
‫ج‪ 65,000 -‬دوالر أمريكي‬
‫د‪ 75.000 -‬دوالر أمريكي‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q2‬‬

‫أنت مدير مشروع لمشروع أبلغت عن احتمالية تأخير التسليم بسبب مشكلة فنية مع المورد الفرعي للبقاء في‬
‫الموعد المحدد‪ ،‬واقترح البائع استبدال مكون المورد الفرعي بجزء مماثل يختلف عن الجزء المنصوص عليه في‬
‫مواصفات المشروع ‪ .‬ما الذي يجب على مدير المشروع فعله بعد ذلك؟‬

‫أ‪ .‬اإلصرار على استخدام المكون وفقًا لمواصفات المشروع والشحن الجوي للمعدات للتخفيف من التأخير‬
‫ب‪ .‬إرشاد البائع الستخدام الجزء المتوافق مع مواصفات المشروع وتحديث الجدول الزمني‬
‫ج‪ .‬قبول االستبدال المقترح من أجل إبقاء أنشطة المشتريات على المسار الصحيح‬
‫د‪ .‬التشاور مع خبير في الموضوع لمعرفة ما إذا كان التغيير المقترح مقبوالً‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 ‫‪Q3‬‬

‫تنتقل المنظمة من التنبؤية إلى الرشيقة‪ .‬واستنادًا إلى المتطلبات‪ ،‬يقوم فريق المشروع بتقدير الميزانية ويقرر استخدام‬
‫عقد بسعر ثابت مع البائع‪ .‬ومع ذلك‪ ،‬أثناء تنفيذ المشروع‪ ،‬تتطور المتطلبات وتبدأ األولويات في التغير باستمرار‪ ،‬مما‬
‫يجعل المشروع والتقدير عند االنتهاء يتراجع بنسبة ‪ .٪50‬ما الذي يجب على مدير المشروع فعله بعد ذلك؟‬

‫أ‪ .‬تقديم طلب تغيير إلى المدير المالي لزيادة التمويل وإستمراره كما هو‬
‫ب‪ .‬االجتماع مع المعنيين للتوصية باستخدام عقد الوقت والمواد لمعالجة المشكلة‪.‬‬
‫ج‪ .‬انتظر حتى اجتماع مراجعة البوابة التالي لتسليط الضوء على مخاطر انخفاض األموال للمعنيين‬
‫د‪ .‬إرسال تقرير حالة تفصيلي يسلط الضوء على مشكلة التمويل إلى جميع المعنيين‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.9 : Integrate Project Planning Activities
Task 9 : Integrate project planning activities
2.9.1- Consolidate the project/phase plans
2.9.2- Assess consolidated project plans for dependencies,
gaps, and continued business
value
2.9.3- Analyze the data collected
2.9.4- Collect and analyze data to make informed project
decisions
2.9.5- Determine critical information requirements
‫ دمج أنشطة تخطيط المشروع‬:9 ‫مهمة‬
‫المرحلة‬/‫❖ دمج خطط المشروع‬
‫❖ تقييم خطط المشروع المدمجة الكتشاف االعتمادية والفجوات ومردود‬
‫األعمال المستمر‬
‫❖ تحليل البيانات التي تم جمعها‬
‫❖ جمع البيانات وتحليلها التخاذ قرارات مدروسة بشأن المشروع‬
-‫❖ تحديد متطلبات المعلومات المهمة‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
2.9 : Integrate Project Planning Activities
Integration Management

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.2. Develop Project Management Plan (Planning)

Defining, preparing, and coordinating all plan components and consolidating them into an integrated project
management plan.

✓ Production of a comprehensive document that defines the basis of all project work and how the
work will be performed.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.9 : Integrate Project Planning Activities
Project Management Plan Tools and Techniques

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
4.2. Develop Project Management Plan (Planning)
T&T

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.9 : Integrate Project Planning Activities
Project Management Information System (PMIS)
 2.9 : Integrate Project Planning Activities
Project Management Information System (PMIS)

❑Microsoft Project

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.2. Develop Project Management Plan (Planning)
Outputs ❑ project management plan

✓ Is the document that describes how the project will be executed, monitored and controlled, and
closed.

✓ It integrates and consolidates all of the subsidiary management plans and baselines, and other
information necessary to manage the project.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.2. Develop Project Management Plan (Planning)
Outputs ❑ project management plan

✓ Change management plan. Describes how the change requests throughout the project will be
formally authorized and incorporated.
✓ Configuration management plan. Describes how the information about the items of the project

(and which items) will be recorded and updated so that the product, service, or result of the
project remains consistent and operative.
✓
Performance measurement baseline. An integrated scope-schedule-cost plan for the project
work against which project execution is compared to measure and manage performance.
✓ Project life cycle. Describes the series of phases that a project passes through from its
initiation to its closure.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
Daily or 3 Times
per week

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.1 : Execute Project With The Urgency Required To Deliver Business Value

Task 1 : Execute project with the urgency

required to deliver business value
2.1.1- Assess opportunities to deliver value
incrementally
2.1.2- Examine the business value throughout the
project
2.1.3- Support the team to subdivide project tasks as
necessary to find the minimum
viable product
‫ تنفيذ المشروع بالسرعة المطلوبة لتحقيق مردود األعمال‬:1 ‫مهمة‬
‫❖ تقييم الفرص لتحقيق المردود بشكل تزايدي‬
‫❖ دراسة مردود األعمال عبر المشروع بالكامل‬
‫❖ دعم فريق العمل لتقسيم مهام المشروع حسب الحاجة للوصول‬
By: Mohamed Ghanem,PMI-ATP
‫إلى الحد األدنى من المنتج قابل لالستخدام‬ PMP ,PMI ( RMP,ACP,SP ) P3O
 4.3. Direct and Manage Project Work (Executing)

• Leading and performing the work defined in the project management plan.
• Implementing approved changes to achieve the project’s objectives.

✓ It provides overall management of the project work and deliverables.

✓ Improving the probability of project success.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.1 : Execute Project With The Urgency Required To Deliver Business Value

Examination of Business Value

➢ Business Value : The net quantifiable benefit derived from a business value endeavor. The
benefit may tangible, intangible, or both.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.1 : Execute Project With The Urgency Required To Deliver Business Value

Product Roadmaps

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.1 : Execute Project With The Urgency Required To Deliver Business Value

Minimum Business Increment

➢ MBI : The Smallest amount of value that can be added to a product or service that benefits the
business.
 Q1

How should the project manager develop the project management plan to ensure that
the project continually delivers the expected benefits?

A. Perform integration testing of each release

B. Identify the goal of each work product
C. Clarify project benefits with the sponsor.
D. Include the entire project team in testing

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫كيف ينبغي لمدير المشروع تطوير خطة إدارة المشروع للتأكد من أن المشروع يحقق الفوائد المتوقعة باستمرار؟‬

‫أ‪ .‬إجراء اختبار التكامل لكل إصدار‬

‫ب‪ .‬تحديد الهدف من كل منتج عمل‬
‫ج‪ .‬توضيح فوائد المشروع مع الراعي‪.‬‬
‫د‪ .‬إشراك فريق المشروع بأكمله في االختبار‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.10 : Manage Project Changes
Task 10 : Manage project changes
2.10.1- Anticipate and embrace the need for change
(e.g., follow change management
practices)
2.10.2- Determine strategy to handle change
2.10.3- Execute change management strategy according
to the methodology
2.10.4- Determine a change response to move the
project forward
‫ إدارة تغييرات المشروع‬: 10 ‫مهمة‬
‫ اتباع ممارسات‬،‫❖ توقع الحاجة إلى التغيير وتقبلها ( على سبيل المثال‬
)‫إدارة التغيير‬
‫❖ تحديد استراتيجية التعامل مع التغيير‬
‫❖ تنفيذ استراتيجية إدارة التغيير حسب المنهجية‬
By: Mohamed Ghanem,PMI-ATP
‫❖ تحديد االستجابة للتغيير للمضي بالمشروع قد ًما‬ PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)

Reviewing all change requests; approving changes and managing changes to deliverables, project
documents, and the project management plan; and communicating the decisions.

✓ Allows for documented changes within the project to be considered in an integrated manner while
addressing overall project risk, which often arises from changes made without consideration of the
overall project objectives or plans.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)

Cost of Change
The later a defect is found, the more expensive it is
to correct. This is because design and
development work have typically already occurred
based on the flawed component. Also, activities
are more costly to modify as the life cycle
progresses since more stakeholders are impacted.
This phenomenon is characterized by the cost of
change curve

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.10 : : Manage Project Changes
Change Management Plan
➢ Is a component of the project management plan that establishes the change control board,
documents that extent of it’s authority, and describes how the change control system will be
implemented .

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.10 : : Manage Project Changes
Causes of Project Changes

Inaccurate initial
Specification Changes
estimates

New Regulations Missed Requirements

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Change control board (CCB)
✓ is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes
to the project and for recording and communicating such decisions.

❑ Approved change requests can require new or revised:

• Cost estimates
• Activity sequences
• Schedule dates
• Resource requirements
Analysis of risk response alternatives
Adjustments to the project management plan and project documents.

❖ Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

1- Meeting with stakeholder to

understand reason / What he need
to change and document it

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Analyze impact of the change with

the project team on Project
Constrains ( Scope - Cost – Schedule
– Quality – Risk – etc.….)

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Inform stakeholder about the

impact of such change

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Submit change request to the CCB

If Rejected

Update change log.

By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Submit request to the sponsor ( if

sponsor is not part of the CCB)
PMBOK.115

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Update change log.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

7 Project
Management Impacted
Update project management plan,
Plan baseline
Baselines and documents.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

inform the Relative stakeholder

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request

Implement the Approved change

Request by the Project team.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 4.6. Perform Integrated Change Control (M&C)
Steps of Change Request
1- Meeting with stakeholder to understand reason / What he need to change
2- Analyze impact of the change with the project team on Project Constrains ( Scope - Cost
– Schedule – Quality – Risk – etc.….)
3- Inform stakeholder about the impact of such change
4- Send change request to the CCB
5- Send request to the sponsor ( if sponsor is not part of the CCB) PMBOK.115
6- After approval by CCB/ Sponsor record the change in the change log

7- Update project management plan, Baselines and documents.

8- Communicate / inform the key stakeholder
9- Implement the Approved change Request by the Project team.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.10 : : Manage Project Changes
Approved Change Request

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.12 : Manage Project Artifacts

Task 12 : Manage project artifacts

2.12.1- Determine the requirements (what, when, where,
who, etc.) for managing the
project artifacts
2.12.2- Validate that the project information is kept up to
date (i.e., version control) and
accessible to all stakeholders
2.12.3- Continually assess the effectiveness of the
management of the project artifacts
‫ إدارة نتاجات المشروع‬: 12 ‫مهمة‬
‫ وغيرها) إلدارة‬،‫ األشخاص‬،‫ المكان‬،‫ الوقت‬،‫❖ تحديد المتطلبات (الماهية‬
‫نتاجات المشروع‬
)‫❖ التحقق من إبقاء معلومات المشروع محدّثة (أي التحكم في اإلصدار‬
‫وسهلة الوصول لجميع المعنيين‬
‫❖ التقييم المستمر لفعالية إدارة نتاجات المشروع‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪2.12 : Manage Project Artifacts‬‬
‫‪Project Artifacts‬‬

‫ٌمخرجات المشروع هي أي وثيقة أو تسليم تتعلق بالمشروع‬

‫سيقوم فريق المشروع بإنشاء وصيانة العديد من ُمخرجات المشروع خالل عمر المشروع‬

‫عادة ما تكون ُمخرجات المشروع عبارة عن مستندات حيه ويتم تحديثها باستمرار لتعكس التغييرات في متطلبات المشروع والنطاق‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
 2.12 : Manage Project Artifacts
Project Artifacts
Project Artifacts include but are not limited to Artifacts unique to agile projects
the following

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.12 : Manage Project Artifacts
Version Control

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.14 : Establish Project Governance Structure

Task 14 : Establish project governance

structure
2.14.1- Determine appropriate governance for
a project (e.g., replicate organizational
governance)
2.14.2- Define escalation paths and thresholds
‫ وضع هيكل حوكمة المشروع‬: 14 ‫مهمة‬
،‫❖ تحديد الحوكمة المناسبة للمشروع (على سبيل المثال‬
)‫تكرار الحوكمة المؤسسية‬
‫❖ تحديد مسارات التصعيد والحدود الفاصلة‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.14 : Establish Project Governance Structure
Project Governance

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.15 : Manage Project Issues

Task 15 : Manage project issues

2.15.1- Recognize when a risk becomes an
issue
2.15.2- Attack the issue with the optimal
action to achieve project success
2.15.3- Collaborate with relevant
stakeholders on the approach to resolve the
issues
‫ إدارة مشاكل المشروع‬:15 ‫مهمة‬
‫❖ إدراك وقت تحول الخطر إلى مشكلة‬
‫❖ مواجهة المشكلة باإلجراء األمثل إلنجاح المشروع‬
‫❖ التعاون مع المعنيين ذوي الصلة حسب األسلوب لحل‬
- ‫المشاكل‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.15 : Manage Project Issues
Issues
Issues is a current condition or situation that may have an impact on the project
objectives. In other words, it is an action item that the project team must
address.
❖ Common areas include :
✓ Scope Change Control.
✓ Schedule Control.
✓ Cost Control.
✓ Quality.
✓ Risk.
✓ Procurement.
✓ Communication.
✓ Project Variance Analysis.
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.15 : Manage Project Issues

Risks VS Issues

Focused on the Future Focused on the Present

Can be Positive or Negative Will always be Negative

Is Documented in the Risk Is Documented in the Issue

Register Log
Response is Called a “Risk Response is Called a
Response” “Workaround”
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 2.15 : Manage Project Issues
Issues Log
Issues Log is a document where information about issues is recorded and
monitored. It is used to track problems, inconsistencies, or conflicts that occur
during the life of the Project and require investigation in order to work toward a
resolution.
❖ Issue Log can be like following :

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.15 : Manage Project Issues
Issues Resolution

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.16 : Ensure Knowledge Transfer For Project Continuity

Task 16 : Ensure knowledge transfer for

project continuity
2.16.1- Discuss project responsibilities
within team
2.16.2- Outline expectations for working
environment
2.16.3- Confirm approach for knowledge
transfers

‫ ضمان نقل المعرفة الستمرار المشروع‬: 16 ‫مهمة‬

‫❖ مناقشة مسؤوليات المشروع داخل فريق العمل‬
‫❖ تحديد التوقعات بالنسبة إلى بيئة العمل‬
‫❖ التأكيد على أسلوب نقل المعرفة‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)

Explicit
VS
Tacit
knowledge knowledge

❑ Information management ❑ Knowledge Management

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)
❑ Explicit knowledge ‫المعرفة الرصيحة‬
Throughout the project, project teams develop and share explicit knowledge. Explicit
knowledge can be readily codified using words, pictures, or numbers. For example, the steps to a
new process are explicit knowledge that can be documented. Explicit knowledge can be distributed
using information management tools to connect people to information, such as manuals, registers,
web searches, and databases.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)
❑ Tacit knowledge ‫المعرفة الضمنية‬
Tacit knowledge is challenging to express as it cannot be codified. Tacit knowledge is comprised of
experience, insights, and practical knowledge or skill. Tacit knowledge is shared by connecting the
people who need the knowledge with people who have the knowledge. This can be accomplished via
networking, interviews, job shadowing, discussion forums, workshops, or other similar methods

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)
❑ Job Shadowing ‫التدريب أثناء العمل‬
Job shadowing refers to the process of following
professionals performing one’s job of interest to help them
learn the required skills and ace the role. The tenure of
shadowing could range from a couple of hours to a few
weeks in a row, giving individuals a chance to observe the
professionals closely and understand every aspect related
to the job role.

‫يشير التدريب أثناء العمل إلى عملية متابعة المهنيين الذين يؤدون‬
‫الوظيفة التي تهمهم لمساعدتهم على تعلم المهارات المطلوبة‬
‫ يمكن أن تتراوح فترة التدريب من ساعتين إلى‬.‫وإتقان الدور‬
‫ مما يمنح األفراد فرصة لمراقبة المهنيين‬، ‫بضعة أسابيع متتالية‬
.‫عن كثب وفهم كل جانب يتعلق بالدور الوظيفي‬
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)
❑ Networking ‫االجتماع‬
‫ي‬ ‫التواصل‬

Networking is a measure of how a team member

interacts with other members. Social
communication depends on the quality and
number of relationships that bind the individual
to others in the social circle and the work circle.

‫التواصل االجتماعي هو مقياس لكيفية تفاعل عضو الفريق مع باقي‬

‫ يعتمد التواصل االجتماعي على نوعية وعدد العالقات التي‬.‫األعضاء‬
. ‫تربط الفرد باآلخرين في الدائرة االجتماعية ودائرة العمل‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 [Link] Project knowledge (Executing)
Outputs ❑ lessons learned register

❑ The lessons learned register is created as an output of this process early in the project. Thereafter

it is used as an input and updated as an output in many processes throughout the project.

❑ The persons or teams involved in the work are also involved in capturing the lessons learned.

❑ Knowledge can be documented using videos, pictures, audios.

❑ At the end of a project or phase, the information is transferred to an organizational process asset

called a lessons learned repository.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.16 : Ensure Knowledge Transfer For Project Continuity
Considerations of Lesson Learned

Scheduling Lessons Learned Strategic Lessons Learned

Conflict Management Lessons Learned

Technical Lessons Learned

Vendor Lessons Learned

Other aspects of Lessons Learned Customer Lesson Learned

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.16 : Ensure Knowledge Transfer For Project Continuity

❑ (Lesson Learned Register) ❑ (Lesson Learned Repository)

➢ Used to record knowledge gained during a ➢ A store of historical information about
project. lessons learned.

➢ Used in the current Project. ➢ Will become an organizational process asset

for current and future Projects.
➢ Entered into the lesson learned repository.
➢ Entered into the lesson learned repository.
➢ As the project progresses, you will
continuously add information to the ➢ Avoid repeating mistakes, and also leverage
lessons-learned register. the ongoing organizational learned.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.16 : Ensure Knowledge Transfer For Project Continuity
Knowledge Transfer Approach
❑ Knowledge transfer consists of connecting individuals or virtually, to share
tacit knowledge and collaborate together.
❖ This can be accomplished by a number of techniques including:

➢ Networking and Job Shadowing

➢ Meetings, Seminars, encourage people to interact and exchange ideas and knowledge.

➢ Training that involves interaction between attendees.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.9 : Integrate Project Planning Activities
Dashboards
A common way of showing large quantities of information on metrics is a dashboard. Dashboards
generally collect information electronically and generate charts that depict status. Often, dashboards
offer high-level summaries of data and allow drill-down analysis into contributing data.
Figure 2-27 provides an example of a dashboard. Dashboards often include information displayed as
stoplight charts (also known as RAG charts where RAG is an abbreviation for red-amber-green), bar
charts, pie charts, and control charts. A text explanation can be used for any measures that are outside
the established thresholds.

‫لوحة المعلومات‬
‫ تقوم لوحات المعلومات عمو ًما بجمع المعلومات‬.‫من الطرق الشائعة إلظهار كميات كبيرة من المعلومات عن المقاييس لوحة المعلومات‬
‫ تقدم لوحات المعلومات ملخصات عالية المستوى للبيانات‬، ‫ في كثير من األحيان‬.‫إلكترونيًا وإنشاء الرسومات البيانية التي تصف الحالة‬
.‫ مثاالً على لوحة القيادة‬27-2 ‫ يقدم الشكل‬.‫وتسمح بالتحليل التفصيلي للبيانات المساهمة‬
‫غالبًا ما تتضمن لوحات المعلومات معلومات معروضة على هيئة مخططات توقف والمخططات الشريطية والمخططات الدائرية ومخططات‬
.‫ يمكن استخدام شرح نصي ألي مقاييس خارج الحدود الموضوعة‬.‫التحكم‬
Dashboard Example
 Q1

A technical subject matter expert (SME) identifies an occurrence that should be

captured in the project's lessons learned The SME asks the project manager to write,
document and include it in the lessons learned register What should the project
manager do?

A. Take ownership of documenting this information

B. Ask the SME to document and capture the occurrence.
C. Request the SME to wait until the project closure phase.
D. Assign the documenting task to a project team member

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫‪Q1‬‬

‫يحدد الخبير الفني في الموضوع الحدث الذي يجب تسجيله في الدروس المستفادة من المشروع‪ .‬ويطلب الخبير‬
‫الفني من مدير المشروع كتابته وتوثيقه وإدراجه في سجل الدروس المستفادة‪ .‬ما الذي يجب على مدير المشروع‬
‫فعله؟‬

‫أ‪ .‬الحصول على ملكية توثيق هذه المعلومات‬

‫ب‪ .‬اطلب من الخبير توثيق الحدث والتقاطه‪.‬‬
‫ج‪ .‬الطلب من الخبيراالنتظار حتى مرحلة إغالق المشروع‪.‬‬
‫د‪ .‬إسناد مهمة التوثيق إلى أحد أعضاء فريق المشروع‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬
2.17 : Plan and Manage Project/Phase Closure Or Transitions

Task 17 : Plan and manage project/phase closure or transitions

2.17.1- Determine criteria to successfully close the project or
phase
2.17.2- Validate readiness for transition (e.g., to operations
team or next phase)
2.17.3- Conclude activities to close out project or phase (e.g.,
final lessons learned, retrospective, procurement, financials,
resources)

‫المرحلة أو عمليات االنتقال وإدارتها‬/‫ تخطيط إغالق المشروع‬:17 ‫مهمة‬

‫❖ تحديد المعايير للتمكن من إغالق المشروع أو المرحلة بنجاح‬
‫ إلى فريق العمليات أو‬،‫❖ التحقق من االستعداد لعملية االنتقال (على سبيل المثال‬
)‫المرحلة التالية‬
‫ الدروس‬،‫❖ إنهاء األنشطة إلغالق المشروع أو المرحلة (على سبيل المثال‬
،‫ الموارد) التقييم بأثر رجعي‬،‫ الشؤون المالية‬،‫ المشتريات‬،‫النهائية المستفادة‬ By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 4.7. Close Project or Phase (Closing)

Finalizing all activities for the project, phase, or contract.

✓ The project or phase information is archived.

The planned work is completed

This process is performed once or at predefined points in the project

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Close Project or Phase Criteria

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.17 : Plan and Manage Project/Phase Closure Or Transitions
Close Procurement

➢ Procurements are closed when the contract terms of the

procurement have been satisfied by both buyer and seller.

➢ This occurs throughout the life of the project, not during

Project Closer.

➢ Contracts are not kept open any longer than necessary, to

avoid erroneous or unintentional charges against the
contract.

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Acceptance

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Payments

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Lesson Learned Register

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Close out Meetings

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Retrospective

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 2.17 : Plan and Manage Project/Phase Closure Or Transitions
Delivery acceptance document ‫وثيقة قبول التسليم‬
Delivery acceptance document is needed to
close out the project or a phase

‫وثيقة قبول التسليم مطلوبة إلغالق المشروع أو المرحلة‬

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
2.17 : Plan and Manage Project/Phase Closure Or Transitions
Guidelines to Close a Project or Phase

By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
By: Mohamed Ghanem,PMI-ATP
PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫رسالتنا اننا نسهلها‬
‫بالتوفيق والنجاح أبف تارجت يا محترفين‬
‫انضم لجروبنا علي الفيس بوك من اللينك ده‬
[Link]
‫وتابع صفحتنا علي الفيس من هنا‬
[Link]
‫ولمشاهدة قناتنا علي اليوتيوب من هنا‬
[Link]

+201111921056 /EASY PMP By: Mohamed Ghanem,PMI-ATP

PMP ,PMI ( RMP,ACP,SP ) P3O
 ‫بالتوفيق والنجاح في‬
‫بالنجاح والتوفيق في‬ ‫االمتحان‬
‫الحياة العملية‬ ‫) ‪) Above Target‬‬
‫ان شاء هللا‬

‫‪By: Mohamed Ghanem,PMI-ATP‬‬

‫‪PMP ,PMI ( RMP,ACP,SP ) P3O‬‬