CAPM

Mohamed Aita ‫محمد عيطه‬

➢ 23 years experience in Software, IT and Project Management
➢ Project Management Lecturer at Royal British College
➢ Instructor for
✓ • PMP (Project Management)
✓ • RMP (Risk Management)
✓ • ACP (Agile Project Management)
✓ • ITIL 4 Foundation
✓ • Microsoft Project
✓ • Python
✓ • Data Analysis
✓ • Power BI
✓ • Excel
CAPM Examination Information
Active participation
 Agenda
Chapter 1: Introduction.
➢ Project Definition and the value of Projects
➢ Program, Portfolio and Operations Management.
➢ Project development cycles
➢ Project management processes
Chapter 2 : The Environment in Which Project Operate
➢ Enterprise Environmental Factors (EEF)
➢ Organizational Process Assets (OPA)
➢ Organization Structure Types
➢ Project Management Office
Chapter 3: The Role of The Project Manager
➢ The Project manager's sphere of influence.
➢ Project manager competences.
History Of Project Management
 Chapter 1 Introduction
What is a project ?
Temporary endeavor undertaken to
create a unique
SERVICE or PRODUCT or RESULT
Temporary: Means definite beginning
and definite end
Unique : Different design, different
location… etc.
 Temporary endeavor
The end of the project is reached when
one or more of the following is true
➢The project’s objectives have been achieved
➢ The objectives will not or cannot be met
➢ Funding is exhausted or no longer available for
allocation to the project
➢ The need for the project no longer exists
➢ The human or physical resources are no longer
available
➢ The project is terminated for legal cause or
convenience.
Unique product, service, or result
• A new end item
Product • An enhancement or
correction to an item
• Business consultancy
Service • A capability to perform a
service
• Research project
Result • Outcome
• Document
 Projects drive change
From a business perspective, a project is aimed at
moving an organization from one state to another
state in order to achieve a specific objective

Current State Future State

Project Initiation Context
 Portfolio
(Strategic objective 2M developers)

Program Program
‫الصحة‬ ‫التعليم‬

Project Project Project Project Project Project

‫تطوير‬ ‫تطعيمات‬ ‫بناء‬ ‫تطوير‬ ‫تطوير‬ ‫بناء‬
‫األطباء‬ ‫مستشفيات‬ ‫المعلم‬ ‫مناهج‬ ‫مدارس‬
 RELATIONSHIP OF PROJECT, PROGRAM,
PORTFOLIO, AND OPERATIONS MANAGEMENT
 PROGRAM MANAGEMENT
➢ Group of related projects managed in a
coordinated way to obtain benefits and
control not available from managing
them individually.
➢ Aligning with the organizational or
strategic direction
➢ Allocating budgets across multiple
projects within the program
 PORTFOLIO MANAGEMENT
➢ Select the optimal mix of programs
and projects to meet strategic
objectives.
➢ Guide organizational investment
decisions.
➢ Centralize the management of the
aggregate risk profile of all
components
 OPERATIONS MANAGEMENT
➢ Ongoing production of goods and/or services
➢ Transform inputs
(e.g., materials, components, energy, and labor)
➢ Into outputs
(e.g., products, goods, and/or services).

Operation Ongoing & Repetitive

Project Temporary & Unique

 Project lifecycle
Adaptive or Agile Predictive
Scope, time and
The detailed Scope is defined and
cost determined
approved before the iteration in early Phases
Iterative
Incremental Hybrid
General Scope
The determined Early Combination
deliverable is
But time and cost are between
produced in a
series of modified as the team adaptive and
iterations understand the product Predictive
increases
 PROJECT AND DEVELOPMENT LIFE CYCLES
1- Predictive (waterfall ) life cycle
➢ The project scope, time, and cost are
determined in the early phases
➢ Any changes to the scope are carefully
managed.
 PROJECT AND DEVELOPMENT LIFE CYCLES

2-Iterative life cycle

➢ Scope is generally determined early
➢ Time and cost estimates are routinely
modified as the project team’s understanding.
➢ Iterations develop the product through a
series of repeated cycles.
 PROJECT AND DEVELOPMENT LIFE CYCLES
3-Incremental life cycle
➢The deliverable is produced through a series
of iterations.
➢The deliverable are considered complete
only after the final iteration.
 PROJECT AND DEVELOPMENT LIFE CYCLES
4- Adaptive life cycles.
The detailed scope is defined and approved
before the start of an iteration.
referred to as agile or change-driven life
cycles.
 PROJECT AND DEVELOPMENT LIFE CYCLES

5-A hybrid life cycle

➢ A combination of a predictive & adaptive life cycle.
➢Have fixed requirements follow a predictive
development life cycle, and those elements that are
still evolving follow an adaptive development life
cycle.
 PROJECT PHASE
➢Name (Phase 1, Phase 2, …)
➢Number (Three phases)
➢Duration (1 week, 1 month, ..)
➢Resource requirements
➢Entrance criteria for a project to
move into that phase
➢ Exit criteria for a project to
complete a phase (Phase Gate )
Phase Gate=phase review=stage gate=kill point
 Examples of phases
➢ Concept development
➢ Feasibility study
➢ Customer requirements
➢ Solution development
➢ Design
➢ Prototype
➢ Build
➢ Test
➢ Transition
➢ Commissioning
➢ Milestone review
➢ Lessons learned
PROJECT MANAGEMENT PROCESS GROUPS
 PROJECT MANAGEMENT PROCESSES
Inputs Tools& Outputs
Document s or Techniques
documentable Document s or
items that will Mechanisms applied documentable
be acted upon to inputs to create items that are a
output result of a process
PROJECT MANAGEMENT DATA AND INFORMATION
Impact of Variables Over Time
 Chapter 2
THE ENVIRONMENT
IN WHICH PROJECTS
OPERATE
OVERVIEW
 Difference between EEF& OPA
EEF OPA
Conditions, not Plans, processes,
under the control policies,
of the project team procedures, and
that influence, knowledge bases
constrain, or direct specific to and
the project used by the
performing
organization
 Organizational Structure Type

Functional Projectized
Matrix
FM>PM PM

Week Balance Strong

FM>PM FM=PM FM<PM

 Project Management Office (PMO)
Organizational structure standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies
 Chapter 3
THE ROLE OF THE
PROJECT MANAGER
 DEFINITION OF A PROJECT MANAGER
Functional Operations Project
manager manager manager

Management Ensuring that Responsible

oversight for business for achieving
a functional operations the project
or business are efficient. objectives.
unit.
THE PROJECT MANAGER’S SPHERE OF INFLUENCE
 PROJECT MANAGER COMPETENCES

✓Technical
project
management.
✓Leadership
✓Strategic and
business
management.
 LEADERSHIP SKILLS

➢ Ability to guide, motivate, and direct a team

➢ Demonstrating

➢ Essential capabilities such as,

communication, problem solving, critical
thinking, and interpersonal skills
 QUALITIES AND SKILLS OF A LEADER
1. Being a visionary

2. Being optimistic and positive

3. Being collaborative

4. Managing relationships and conflict

5. Communicating

6. Being respectful

7. Exhibiting integrity

8. Giving credit to others where due

9. Being a life-long learner

10. Focusing on the important things

11. Having a holistic and systemic view of the project

12. Being able to apply critical thinking

13. Being able to build effective teams

COMPARISON OF LEADERSHIP AND MANAGEMENT
 PERFORMING INTEGRATION

➢ Ensure the alignment of the project

objectives and results with those of the
portfolio, program, and business areas

➢ Guiding the team to work together to

focus on what is really essential at the
project Level. This is achieved through
the integration of processes, knowledge,
and people
1.A project is:
A. A set of sequential activities performed in a
process or system.

B. A revenue-generating activity that needs to

be accomplished while achieving customer
satisfaction.
C. An ongoing endeavor undertaken to meet
customer or market requirements.
D. A temporary endeavor undertaken to create a
unique product, service, or result.
2. Your job responsibility is to align components
(projects, programs, or related operations) to the
organizational strategy, organized into portfolios or
subsidiary portfolios to optimize project or program
objectives, dependencies, costs, timelines, benefits,
resources, and risks. This is known as:
[Link] management.
[Link] management.
[Link] management.

[Link] management.
[Link] of the following are questions that the key
stakeholders and project managers should
answer to develop the project success
measures EXCEPT:

[Link] does success look like for the project?

[Link] will success be measured?

[Link] are the communication requirements?

[Link] factors may impact success?

[Link] of the following are external environmental
factors EXCEPT:

[Link] restrictions.

[Link] values and principles.

[Link] movements.

[Link] conditions.
[Link] types of project management office (PMO) structures
in organizations include all of the following EXCEPT:
[Link] PMOs that provide a consultative role to
projects by supplying templates, best practices, training,
access to information, and lessons learned from other
projects.
[Link] PMOs that provide support and require
compliance through various means.
[Link] PMOs that strive to reduce conflict and
improve harmony among project team members.
[Link] PMOs that take control of the projects by
directly managing the projects.
[Link] are managing a project in which you
intend to respond to high levels of change and
ongoing stakeholder involvement. The most
suitable project life cycle for your project is the:
[Link] life cycle.
[Link] life cycle.

[Link] life cycle.

[Link] management life cycle.

[Link] managers exhibit different leadership
styles. Which of the following is NOT a
leadership style?

[Link]-faire.

[Link].

[Link].

[Link] Leader.
[Link] following are all key competencies of
a project manager EXCEPT:

[Link] project management.

[Link] management.

[Link].

[Link] management.
[Link] of the following are generally true about leadership in
a project environment EXCEPT:

[Link] involves focusing the efforts of a group of people

toward a common goal and enabling them to work as a
team.

[Link] is the ability to get things done through others.

[Link] and trust, rather than fear and submission, are

the key elements of effective leadership.

[Link] important throughout all project phases,

effective leadership is critical during the Closing phase of a
project when the emphasis is on stakeholder acceptance of
the project.
[Link] process assets (OPAs)
influence the management of projects. Which
one of the following best describes the important
categories of OPAs?
[Link] knowledge bases &processes.
[Link], policies, procedures, tools, and
techniques.
[Link] knowledge bases, processes,
policies, and procedures.
[Link] knowledge bases, tools, and
techniques.
[Link] of the following are true about projects and operations
EXCEPT:
[Link] are ongoing endeavors that produce repetitive
outputs, with resources assigned to do basically the same set of
tasks according to the standards institutionalized in a product
life cycle, whereas projects are temporary endeavors.
[Link] require project management activities and skill sets,
whereas operations require business process management,
operations management activities, and skill sets.
[Link] can intersect with operations at various points during
the product life cycle. At each point, deliverables and knowledge
are transferred between the project and operations for
implementation of the delivered work.
[Link] of their temporary nature, projects cannot help
achieve an organization's long-term goals. Therefore, strategic
activities in the organization can be generally addressed within
the organization's normal operations.