PMP Course PDF

PMP
PREPERATION
COURSE
AshrafOsman, MBA, PMP ashrafnur89@gmail.com
Ashraf Osman
MBA, PMP
NOTICE
Hello, This is ASHRAF OSMAN from Sudan, I'm MBA & PMP holder and trainer as well.
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Feel free to share it with your friends but please, don't use them for commercial use.
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Ashraf Osman
MBA, PMP
OVERVEIW
About PMP exam
61 200 4
IS REQUIRED QUESTIONS HOURS
to pass the exam 25 questions are to complete the

pretest questions, exam
which dont count .
They are scattered
throughout the exam.
Ashraf Osman
MBA, PMP
OVERVEIW
About PMP exam
405 3 60
DOLLAR YEARS PDUs
The cost of the exam Are tha validity of the Must be earned to
for PMI members & certificate maintain the
$555 for non-members. certificate
membership cost is
$139
Ashraf Osman
MBA, PMP
INTRODUCTION TO PMP EXAM
THE EXAM CONSISTS OF5 BASIC

DOMAINS: Closing Initiating
8%
13%
Initiating: 23 questions Monitor& Control

Planning: 42 questions 25%
planning
Executing: 53 questions 24%
Monitoring & Controlling: 43

questions
Closing: 14 questions Executing
30%
Ashraf Osman
MBA, PMP
INTRODUCTION
TO PROJECT
MANAGEMENT
PMP PREPARATION COURSE
BY: ASHRAF OSMAN, MBA, PMP
Ashraf Osman
MBA, PMP
WHAT IS THE PROJECT?
A TEMPORARY ENDEAVOR
UNDERTAKEN TO CREATE UNIQUE
PRODUCTS, SERVICES OR RESULT.
Ashraf Osman
MBA, PMP
PROJECT VS OPERATION
TEMPORARY ONGOING
UNIQUE REPETITIVE
ENDS WHEN DOES NOT

OBJECTIVES END WHEN
ARE MET OBJECTIVES
Ashraf Osman ARE MET
MBA, PMP
WHATS IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS THE APPLICATION OF
PROCESSES, KNOWLEDGE, SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT OBJECTIVES.
Ashraf Osman
MBA, PMP
1- GENERAL
TO BE A GOOD MANAGEMENT SKILLS
PROJECT MANAGER
YOU SHOULD HAVE
2- INTERPERSONAL SKILLS
3- UNDERSTANDING
PROJECT ENVIRONMENT
Ashraf Osman
MBA, PMP
MANAGING A PROJECT
MEANS
IDENTIFYING SETTING BALANCING

Requirements Clear and The TRIPLE
Achievable Constraints
Objectives
Ashraf Osman
MBA, PMP
THE PROJECT CONSTRAINTS
SCOPE
RISK QUALITY
THE
PROJECT
COST TIME
Ashraf Osman RESOURCES

MBA, PMP
A PROGRAM IS A GROUP OF
RELATED PROJECTS MANAGED IN
A COORDINATED WAY TO
OBTAIN BENEFITS AND CONTROL
NOT AVAILABLE FROM MANAGING
THEM INDIVIDUALLY
PROGRAM MANAGEMENT
FOCUSES ON INTERDEPENDENCIES
WHAT IS THE OF PROJECTS AND DESCRIBES
THE BEST APPROACH TO
PROGRAM? ACHIEVE PROGRAM OBJECTIVES
Ashraf Osman
MBA, PMP
MARKET CUSTOMER
DEMAND REQUEST
WHY ARE
PROJECTS
UNDERTAKEN?
ORGANIZATION LEGAL
NEED REQUIREMENT
PROJECT
MANAGEMENT OFFICE
(PMO)
COORDINATES RESOURCES
DEVELOPS PROJECT MANAGEMENT
METHODOLOGIES, BEST PRACTICES, AND
STANDARDS
REPOSITORY OF PROJECT TEMPLATES AND
DOCUMENTS
MONITORING QUALITY OF PROJECTS
Ashraf Osman
MBA, PMP
TYPES OF PMOS
THEY ARE THREE
SUPPORTIVE CONTROLLING DIRECTIVE

Provides a consultative Providessupport and Takes control of the
role to projects by require compliance projects by directly
supplying templates, best through using specific managing the projects.
practices, training, access templates, forms and The degree of
to information and tools, or conformance control is high.
lessons learned from to governance.
other projects. The degree of control
The degree of is moderate.
control is low
Ashraf Osman
MBA, PMP
PROJECT
LIFE
CYCLE
COMPANY.COM
PROJECT PHASE
DELIVERABLE
A DELIVERABLE is a measurable, verifiable work product.
PHASE
The completion and approval of one or more deliverables

characterizes a PROJECT PHASE
Ashraf Osman
MBA, PMP
PHASE TO PHASE
RELATIONSHIPS
SEQUENTIAL OVERLAPPING ITERATIVE
PHASE 1
PHASE 1 PHASE 2 PHASE 1 PHASE 2
PHASE 2
Ashraf Osman
MBA, PMP
PROJECT
STAKEHOLDERS
PROJECT STAKEHOLDERS ARE INDIVIDUALS
AND ORGANIZATIONS WHO ARE ACTIVELY
INVOLVED IN THE PROJECT, OR WHOSE
INTERESTS MAY BE POSITIVELY OR
NEGATIVELY AFFECTED AS A RESULT OF
PROJECT EXECUTION OR SUCCESSFUL
COMPLETION
Ashraf Osman
MBA, PMP
PROJECT
STAKEHOLDERS
FIRST, WE IDENTIFY STAKEHOLDERS

THEN WE DETERMINE REQUIREMENTS
AND EXPECTATIONS & INFLUENCES
STAKEHOLDERS' INFLUENCE
POSITIVE NEGATIVE
Ashraf Osman
MBA, PMP
TYPE OF ORGANIZATIONS
FUNCTIONAL MATRIX PROJECTIZED

WHEN YOU SEE WHEN YOU SEE WHEN YOU SEE
FUNCTIONAL, MATRIX ,THINK PROJECTIZED ,THINK
THINK SILO TWO BOSSES NO HOME
Ashraf Osman
MBA, PMP
FUNCTIONAL ORGANIZATION
IN A FUNCTIONAL ORGANIZATION, THE TEAMS WORKING ON THE PROJECT DONT REPORT DIRECTLY
TO THE PM. INSTEAD, THE TEAMS ARE IN DEPARTMENTS, AND THE PROJECT MANAGER NEEDS TO
BORROW THEM FOR THE PROJECT.
ALL OF THE PROJECT WORK TYPICALLY HAPPENS WITHIN A PARTICULAR DEPARTMENT, AND THAT
DEPARTMENTS MANAGER IS COMPLETELY IN CHARGE OF EVERYTHING.
PROJECT CEO
COORDINATION
FUNCTIONAL FUNCTIONAL FUNCTIONAL

MANAGER MANAGER MANAGER
STAFF STAFF STAFF
Ashraf Osman
STAFF STAFF STAFF
MBA, PMP
WEAK MATRIX O R G A N I Z A T I O N
WEAK MATRIX ORGANIZATIONS MAINTAIN MANY OF THE CHARACTERISTICS OF A
FUNCTIONAL ORGANIZATION, AND THE ROLE OF THE PROJECT MANAGER IS MORE OF A
COORDINATOR.
CEO

PROJECT
COORDINATION
STAFF STAFF STAFF
Ashraf Osman
STAFF STAFF STAFF
MBA, PMP
BALANCEDMATRIXO R G A N I Z A T I O N

WEAK MATRIX ORGANIZATIONS MAINTAIN MANY OF THE CHARACTERISTICS OF A
FUNCTIONAL ORGANIZATION, AND THE ROLE OF THE PROJECT MANAGER IS MORE OF A
COORDINATOR.
CEO

PROJECT
COORDINATION
PROJECT
MANAGER STAFF STAFF
Ashraf Osman
STAFF STAFF STAFF
MBA, PMP
STRONGMATRIX ORGANIZATION
PROJECT MANAGERS HAVE MORE AUTHORITY THAN FUNCTIONAL MANAGERS, BUT THE
TEAM STILL REPORTS TO BOTH MANAGERS.
CEO
FUNCTIONAL FUNCTIONAL MANAGER OF

PROJECT
MANAGER MANAGER MANAGERS
PROJECT
COORDINATION
STAFF STAFF P.M
Ashraf Osman
STAFF STAFF P.M
MBA, PMP
PROJECTIZED ORGANIZATION
THE PROJECT MANAGER MAKES ALL OF THE DECISIONS ABOUT A PROJECTS BUDGET,
SCHEDULE, QUALITY, AND RESOURCES.
ALL OF THE PROJECT WORK TYPICALLY HAPPENS WITHIN A PARTICULAR DEPARTMENT,
AND THAT DEPARTMENTS MANAGER IS COMPLETELY IN CHARGE OF EVERYTHING.
CEO
PROJECT
COORDINATION
PROJECT PROJECT PROJECT

STAFF STAFF STAFF
Ashraf Osman
STAFF STAFF STAFF
MBA, PMP
ENTERPRICE
ENVIRONMENTAL FACTORS
ORGANIZATIONAL
PROCESS ASSETS
Ashraf Osman
MBA, PMP
ENTERPRISE ORGANIZATIONAL
ENVIRONMENTAL FACTORS PROCESS ASSETS
(EEF) (OPA)
CONDITIONS, NOT UNDER THE KNOWLEDGE FROM ANY OR ALL OF

CONTROL OF THE PROJECT TEAM THE ORGANIZATIONS INVOLVED IN
INFLUENCE THE PROJECT. THE PROJECT THAT CAN BE USED TO
IT INCLUDES: PERFORM OR GOVERN THE PROJECT.
1. ORGANIZATIONAL STRUCTURE 1. ORGANIZATIONAL PROCESSES,

(FUNCTIONAL ETC) STANDARDS & PROCEDURES
2. ORGANIZATIONAL CULTURE 2. TEMPLATES
3. GOVERNMENTAL/INDUSTRY STANDARDS 3. ORGANIZATIONAL KNOWLEDGE BASE
4. INFRASTRUCTURE 4. LESSONS LEARNED
5. EXISTING HUMAN RESOURCES
6. PERSONNEL ADMINISTRATION
7. ORGANIZATIONS WORK
AUTHORIZATION SYSTEM
8. MARKETPLACE CONDITIONS
9. STAKEHOLDERS RISK TOLERANCE
10. PROJECT MANAGEMENT INFORMATION
SYSTEM
Ashraf Osman
MBA, PMP
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ASHRAF OSMAN, MBA, PMP| 0530392489 | RIYADH, SAUDI ARABIA
Ashraf Osman
MBA, PMP
Ashraf Osman
MBA, PMP
PMP Preparation Course

PROJECT MANAGEMENT
PROCESSES
ASHRAF OSMAN, MBA, PMP

Ashraf Osman
MBA, PMP
DEFINITION OF THE PROCESS
A PROCESS IS SET OF
INTERRELATED ACTIVITIES THAT
ARE PERFORMED TO ACHIEVE PRE-
SPECIFIED SET OF PRODUCTS,
SERVICES OR RESULTS.
AASSH
HRRAAFF N
OOSU
MRA, N
P ,MM
PB, A
M, BPAM P
Ashraf Osman
MBA, PMP
PROJECT MANAGEMENT PROCESSES

You can think of each process as a little machine. It takes the inputs
information you use in your projectand turns them into outputs:
documents, deliverables, and decisions. . Every single process has inputs, tools
and techniques that are used to do the work, and outputs.

Ashraf Osman
MBA, PMP Project Management Processes
Generally applicable processes

irrespective of product of the project
Product Oriented Processes
Very specific to product of the project
AASSH
HRRAAFF N
OOSU
MRA, N
P ,MM
PB, A
M, BPAM P
INITIATION
PROCESS
GROUP
Two (2) Processes

Develop Project Charter
Identify Stakeholders
AASSH
HRRAAFF N
OOSU
MRA, N
P ,MM
PB, A
M, BPAM P
1. PROJECT
DEVELOP STATEMENT OF
WORK
PROJECT
CHARTER 2. BUSINESS CASE
WHAT DO WE NEED TO DEVELOP

PROJECT CHARTER?
3. AGREEMENTS
4.ORGANIZATIONAL
PROCESS ASSETS
5. ENTERPRISE
ENVIRONMENTAL
FACTORS
Ashraf Osman
MBA, PMP
WE CALL THEM
INPUTS
DEVELOP
PROJECT
CHARTER 1.EXPERT
JUDGMENT
WHAT DO WE DO WITH THESE INPUTS
TO DEVELOP PROJECT CHARTER?
2. FACILITATION
TECHNIQUES
Ashraf Osman
MBA, PMP
WE CALL THEM
TOOLS AND
TECHNIQUES
Ashraf Osman
MBA, PMP
OUTPUTS
PROJECT CHARTER
Ashraf Osman
MBA, PMP
DEVELOP PROJECT
CHARTER
INPUTS, TOOLS & TECHNIQUES & OUTPUTS
INPUTS TOOLS & OUTPUTS

1- Project Statement TECHNIQUES 1- Project
of Work 1- Expert Charter
2- Business Case Judgement
3- Agreements 2- Facilitation
4- Organizational Techniques
Process Assets
5- Enterprise
Environmental
Factors
Ashraf Osman
MBA, PMP
IDENTIFY
STAKEHOLDERS
INPUTS, TOOLS & TECHNIQUES & OUTPUTS

1- Project charter TECHNIQUES 1- Stakeholders
2- Procurement 1- Stakeholders Register
Documents Analysis
3- Enterprise 2- Expert Judgment
Environmental 3- Meetings
Factors
4- Organizational
Process Assets
PLANNING PROCESS GROUP
Twenty Four (24) processes
1. Develop Project Management Plan

2. Plan Scope Management
3. Collect Requirements
4. Define Scope
5. Create WBS
6. Plan ScheduleManagement
7. Define Activities
8. Sequence Activities
9. Estimate Activity Resources
10. Estimate Activity Duration
11. Develop Schedule
12. Plan Cost Management

PLANNING PROCESS GROUP
Twenty Four (24) processes
13. Estimate Costs

14. Determine Budgets
15. Plan Quality
16. Plan Human Resource Management
17. Plan Communications Management
18. Plan Risk Management
19. Identify Risks
20. Perform Qualitative Risk Analysis
21. Perform Quantitative Risk Analysis
22. Plan Risk Response
23. Plan Procurement Management
24. Plan Stakeholder Management

EXECUTING PROCESS GROUP
Eight (8) processes
1. Direct and Manage Project work

2. Perform Quality Assurance
3. Acquire Project Team
4. Develop Project Team
5. Manage Project Team
6. Manage Communications
7. Conduct Procurements
8. Manage Stakeholder engagement

MONITORING & CONTROLLING
PROCESS GROUP
Eleven (11) processes
1. Monitor and Control Project Work

2. Perform Integrated Change Control
3. Validate Scope
4. Control Scope
5. Control Schedule
6. Control Costs
7. Control Quality
8. Control Communications
9. Control Risks
10. Control Procurements
11. Control Stakeholder Engagement.

CLOSING PROCESS GROUP
Two(2) processes
1. Close Project or phase

2. Close Procurements

KNOWLEDGE AREA
PROCESS GROUPS
PROCESS GROUP
KNOWLDEGE AREAS
THANK
Ashraf Osman
MBA, PMP
YOU!
ashrafnur89@gmail.com |053-039-2489 | Riyadh, Saudi Arabia
Linkedin: https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
PROJECT
I N T E G R A T I O N
M A N A G E M E N T
A S H R A F O S M A N , M B A , P M P Ashraf Osman
MBA, PMP
THIS KNOWLEDGE AREA IS
ALL ABOUT INTEGRATING
ALL OTHER KNOWLEDGE
AREAS,IT CONSISTS OF: INTEGRATION
DEVELOP PROJECT
CHARTER
DEVELOP PROJECT
MANAGEMENT PLAN (SCOPE+TIME+COST..
+ STAKEHOLDERS)
DIRECT AND MANAGE
PROJECT WORK
MONITOR AND CONTROL

PROJECT WORK
PERFORM INTEGRATED
CHANGE CONTROL
CLOSE PROJECT OF PHASE Ashraf Osman
MBA, PMP
The process of developing a document
that formally authorizes the existence of
Develop a project and provides the project

manager with the authority to apply
Project organizational resources to project
Charter activities.
Here where the initial planning or high-

level planning is started
Develop
Project
Charter
Importance
Project Manager is identified

Provides Project Manager with the
authority to use resources to the
project
Provides Project Manager with the
reporting authority
Is issued by project initiator/sponsor
(external to project), who is funding
the project.
Ashraf Osman
MBA, PMP
DEVELOP PROJECT CHARTER
Inputs Tools & Outputs

Techniques
1- Project Statement of Work 1- Expert Judgement 1- Project Charter

2- Business Case 2- Facilitation Techniques
3- Agreements
4- OPA
5- EEF
Ashraf Osman
MBA, PMP
PROJECT
STATEMENT OF BUSINESS CASE AGREEMENTS
WORK
Narrative description of Determines whether or not When a project is being
products, services, or results the project is worth the performed for an external
to be delivered by a project . required investment customer. It also includes
DEVELOP It contains:
Business need : (why we

agreement with the project
manager to start working
PROJECT need the project?)
Product scope
on the porject
CHARTER description
Strategic plan
(INPUTS) documents the

organizations strategic
vision, goals, and
objectives and how the
project will achieve them
CONTENTS
1.Purpose / Justifications
2. Measurable Project objectives
and success criteria
3. High-level requirements
4. High-level project description
5. High-Level Risks
6. Summary of Milestone
Schedule
PROJECT 7. Summary budget

8. Project approval requirements
CHARTER 9. Assigned project manager and

authority
10. Name and authority of the
sponsor
The process of defining,
preparing, and
coordinating all subsidiary
plans and integrating them
into a comprehensive
project management plan.
DEVELOP The projects integrated

PROJECT baselines and subsidiary
plans will be included
MANAGEMENT within the project
PLAN management plan
PROJECT MANAGEMENT PLAN
Project Management Plan contents vary upon application area
It is progressively elaborated
Explains how plan is executed, monitored and controlled and
closed
Project Management Plan integrates and consolidates the
subsidiary management plans and baselines
Descriptions of Tools and Techniques selected for use
How work is executed
How Change is Monitored and Controlled
How is Configuration Management performed?
How are Performance measurement baselines maintained?
How are communications established?
How are Risks managed?
How is Quality managed?
Ashraf Osman Ashraf Osman

MBA, PMP MBA, PMP
INPUTS
1. PROJECT CHARTER
2. OUTPUTS FROM OTHER
PROCESSES
3. EEF
DEVELOP
4. OPA PROJECT MANAGEMENT PLAN
TOOLS & TECHS
1. EXPERT JUDGEMENT
2. FACILITATION
TECHNIQUES
OUTPUTS
1- PROJECT MANAGEMENT
PLAN
Ashraf Osman
MBA, PMP
PROJECT CHARTER
IT LISTS ALL OF THE HIGH-LEVEL

DETAILS FOR YOUR PROJECT + YOU
CANT START PLANNING WITHOUT A
CHARTER.
OUTPUTS FROM OTHER PROCESSES
PLANNING PROCESSES: ALL OF THE

BASELINES AND PLANNING PROCESSES
INPUTS
IN KNOWLEDGE AREAS
TO
EXECUTION MONITORING AND
CONTROLLING PROCESSES: OUTPUTS
DEVELOP
FROM E M&C INCLUDING THE CHANGE
REQUEST.
PROJECT
MGMT
PLAN
9
PROJECT MANAGEMENT
PLANS
FROM SCOPE TO
STAKEHOLDER
PLAN
3
BASELINES
SCOPE, TIME & COST

BASELINES
Ashraf Osman
MBA, PMP
The process of leading
and performing the
work defined in the
project management
DIRECT
plan and implementing AND
approved changes to MANAGE
achieve the projects PROJECT
objectives WORK
Ashraf Osman
MBA, PMP
DIRECT & MANAGE PROJECT WORK
1.Project 1. Expert Judgment 1. Deliverables

Management Plan 2. Project 2. Work
2. Approved change Management Performance Data
requests Information System 3. Change Requests
3. EEF 3. Meetings 4. Project
4. OPA Management Plan
updates
5. Project Document
updates

TECHNIQUES
DELIVERABLE
CHANGE REQUEST Any output produced : e.g.
product , service , results ,
Corrective action: An intentional reports , documents .etc.
activity that re-aligns the
performance of the project work
with the project management
plan; Inputs
Preventive actionAn
intentional activity that ensures
the future performance of the
project work is aligned with the
project management plan;
Defect repairAn intentional
activity to modify a
nonconforming product or
product component; and/or
Updates reflect modified or
additional ideas or content.
Ashraf Osman
MBA, PMP
DELIVERABLE
ANY OUTPUT PRODUCED: E.G.
PRODUCT, SERVICE, RESULTS,
REPORTS, DOCUMENTS .ETC.
WORK
Outputs PERFORMANCE
DATA
THE RAW OBSERVATIONS AND
MEASUREMENTS IDENTIFIED DURING
ACTIVITIES BEING PERFORMED TO CARRY
OUT THE PROJECT WORK. DATA IS
GATHERED THROUGH WORK EXECUTION
AND PASSED TO THE CONTROLLING
PROCESSES OF EACH PROCESS AREA
FOR FURTHER ANALYSIS. ITS CALLED
STATUS REPORT
MONITOR AND
CONTROL
PROJECT WORK
THE PROCESS OF TRACKING,
REVIEWING, AND REPORTING
PROJECT PROGRESS AGAINST
THE PERFORMANCE OBJECTIVES
DEFINED IN THE PROJECT
MANAGEMENT PLAN.
IT IS ABOUT COMPARING THE

PLAN VS ACTUAL WORK
Ashraf Osman
MBA, PMP
MONITOR AND
CONTROL
PROJECT WORK
IT INCLUDES
1. Comparing actual project
performance against project
plan.
2. Assess and implement
needed corrective / preventive
actions
3. Analyzing and tracking and
monitoring Project risks and
implementing risk responses
accordingly
4. Monitoring Implementation of
approved changes
Ashraf Osman
MBA, PMP
MONITOR AND CONTROL PROJECT WORK
1. PROJECT 1. EXPERT JUDGMENT 1. CHANGE REQUESTS

MANAGEMENT PLAN 2. ANALYTICAL 2. WORK
2. SCHEDULE TECHNIQUES PERFORMANCE
FORECASTS 3. PROJECT REPORTS
3. COST FORECASTS MANAGEMENT 3. PROJECT
4. VALIDATED CHANGES INFORMATION MANAGEMENT PLAN
5. WORK PERFORMANCE SYSTEM UPDATES
INFORMATION 4. MEETINGS 4. PROJECT DOCUMENT
6. EEF UPDATES
7. OPA

TECHNIQUES
ARE DERIVED FROM PROGRESS VS
THE SCHEDULE BASELINE
SCHEDULE FORECASTS
ARE DERIVED FROM PROGRESS VS

THE COST BASELINE COST FORECASTS
APPROVED CHANGES THAT RESULT

FROM THE PERFORM INTEGRATED
CHANGE CONTROL PROCESS REQUIRE
VALIDATION TO ENSURE THAT THE
CHANGE WAS APPROPRIATELY
IMPLEMENTED.
VALIDATED CHANGES
IT PROVIDES THE NECESSARY DATA

TO CONFIRM THAT THE CHANGE WAS
APPROPRIATELY EXECUTED.
WORK
PERFORMANCE
DATA
The raw observations and
measurements identified during
activities being performed to carry out
the project work
WORK
PERFORMANCE
INFORMATION
information resulted from when
these raw measurement are
analyzed
WORK
PERFORMANCE
REPORTS
Is the summation of WPI in physical
or electronic form
PERFORM INTEGRATED CHANGE CONTROL
THE PROCESS OF REVIEWING ALL CHANGE REQUESTS;

APPROVING/REJECTING CHANGES AND MANAGING
CHANGES TO DELIVERABLES, ORGANIZATIONAL
PROCESS ASSETS, PROJECT DOCUMENTS, AND THE
PROJECT MANAGEMENT PLAN; AND COMMUNICATING
THEIR DISPOSITION.
THIS PROCESS
INCLUDES THE
FOLLOWING
CHANGE
MANAGEMENT 01 Identifying the 02
Ensuring only
ACTIVITIES:
change need approved
or change changes are
occurred. implemented
03 Reviewing 04 Managing
and approved
PERFORM
approving changes
INTEGRATED change
CHANGE requests
CONTROL
Ashraf Osman
MBA, PMP
PERFORM
INTEGRATED
CHANGE
CONTROL
INPUTS TOOLS OUTPUTS

& TECH
1.PROJECT 1. EXPERT JUDGMENT 1. APPROVED CHANGE

MANAGEMENT PLAN 2. MEETINGS REQUEST
2. WORK PERFORMANCE 3. CHANGE CONTROL 2. CHANGE LOG
REPORTS TOOLS 3. PROJECT
3. CHANGE REQUESTS MANAGEMENT PLAN
4. EEF UPDATES
5. OPA 4. PROJECT DOCUMENTS
UPDATES
CHANGE CONTROL BOARD
RESPONSIBLE FOR REVIEWING AND ANALYZING CHANGE

REQUESTS IN ACCORDANCE TO PROJECT MANAGEMENT
PLAN. IT MAY INCLUDE SPONSOR, PM, FUNCTIONAL
MANAGERS, TECHNICAL TEAM MEMBERSETC.
PROCESS OF EVALUATING THE CHANGE
1. Evaluate the impact of change to all aspect of the

project (scope, time, cost , risks.etc) all knowledge areas
2. Identify options e.g. crashing, fast tracking or acquiring

new resources.
3. Approve or Reject the change.
4. Communicate the result.
Ashraf Osman
MBA, PMP
INPUTS Close
1. Project Management Plan
2. Accepted Deliverables Project or
Phase
3. OPA
T&T The process of

1. Expert Judgment finalizing all
2. Analytical Techniques activities across
3. Meetings all of the Project
Management
Process Groups
OUTPUTS to formally
complete the
phase or project.
1. Final Product, Service or result transition
2. Updated Organizational Process Assets
Ashraf Osman
MBA, PMP
THANK YOU.
I hope you enjoyed
my presentation.
ashrafnur89@gmail.com 0530392489 Riyadh, Saudi Arabia

PMP PREPARATION
COURSE
PROJECT SCOPE MANAGEMENT
Ashraf Osman ASHRAFOSMAN, MBA, PMP
MBA, PMP
OVERVIEW
Plan out all of the Find out all of the Detailed description
work youll do to stakeholders needs of the work that will
define your scope, and write them down be done and
make sure the team is so that you know produced.
planning to do the what to build and
right work, and your requirements
control it. can be measured and
tracked.
PLAN SCOPE MANAGEMENT COLLECT REQUIREMENTS DEFINE SCOPE

OVERVIEW
The process of The process of The process of

subdividing project formalizing monitoring the
deliverables and acceptance of the status of the project
project work into completed project and product scope
smaller, more deliverables. and managing
manageable changes to the
components. scope baseline.
CREATE WBS VALIDATE SCOPE CONTROL SCOPE

PROJECT SCOPE MANAGEMENT
CONSISTS OF :
Product Scope Project Scope
Features and functions of the The work needed to create product

product of the project of the project
Completion of product scope is Completion of a project is measured
measured against the requirements against the plan
Ashraf Osman
MBA, PMP
PLAN SCOPE
MANAGEMENT
THE PROCESS OF
CREATING A SCOPE
MANAGEMENT PLAN
THAT DOCUMENTS HOW
THE PROJECT SCOPE
WILL BE DEFINED,
VALIDATED, AND
CONTROLLED.
IT FIGURES OUT WHAT
WORK YOULL DO AND
WHATS OUT OF SCOPE.
Ashraf Osman
MBA, PMP
1. Project management plan
INPUTS 2. Project Charter

3. OPA
4. EEF
TOOLS & 1. Expert Judgement

2. Meetings
TECHNIQUES
OUTPUTS 1. Scope management plan

2. Requirements management plan
SCOPE
MANAGEMENT
PLAN
Helps to prepare a detailed project

scope statement
Enables the creation of the WBS from
the detailed project scope statement
Establishes how the WBS will be
maintained and approved
Specifies how formal acceptance of
the completed project deliverables
will be obtained
REQUIREMENTS
MANAGEMENT
PLAN
It describes how requirements will be

analyzed, documented, and managed.
How configuration activities will be
planned, tracked and reported
Description of requirements
prioritization.
How traceability structure is defined.
Ashraf Osman
MBA, PMP
COLLECT REQUIREMENTS
The process of determining, documenting, and
managing stakeholder needs and requirements
to meet project objectives.
By sitting down with all of the stakeholders for
your project and working out what their needs
are, and thats what you do in the Collect
Requirements process
Ashraf Osman
MBA, PMP
COLLECT REQUIREMENTS
TOOLS
INPUTS & OUTPUTS
TECHNIQUES
1.Scope 1. Interviews 1. Requirements

management plan 2. Focus groups Documentation
2. Requirements 3. Facilitated workshops 2. Requirements
management plan 4. Group creativity Traceability Matrix
3. Stakeholder techniques
management plan 5. Group decision making
4. Project charter techniques
5. Stakeholder 6. Questionnaires&
register surveys
7. Observations
8. Prototypes
9. Benchmarking
Ashraf Osman 10.Context diagrams
MBA, PMP 11. Document analysis
INPUTS (EXPLANATIONS)
STAKEHOLDER STAKEHOLDER PROJECT

MGMT PLAN REGISTER CHARTER
Because it The ability to high level what

defines how to work together as the project is
understand an integrated supposed to
stakeholders team is part of accomplish +
needs and how our daily lives, it high level
youll is what we are requirements
communicate made to do
with them.
01 OBSERVATION 02 DOCUMENT
ANALYSIS
How they perform their jobs or Like reviewing : Agreements,
tasks and carry out processes. requests for proposal
(job-shadowing )
GROUP GROUP
03 DECISION- 04 CREATIVITY
MAKING TECHNIQUES
1.Unanimity 1. Brainstorming.
2. Majority 2. Nominal group technique.
3. Plurality 3. Idea/mind mapping.
4. Dictatorship 4. Affinity diagram.
05 PROTOTYPES 06 BENCHMARKING
A model of the proposed Comparing against standards,

product presented to competitors or previous projects
stakeholders for feedback
07 FACILITATED
WORKSHOPS 08 CONTEXT
DIAGRAMS
Bring together stakeholders with It shows the boundaries of the
different perspectives to talk product scope by highlighting
about the product the product and its interfaces
with people, processes, or
systems
OUTPUTS
1.REQUIREMENTS 2.REQUIREMENTS
DOCUMENTATION TRACEABILITY MATRIX
Contains: To trace the collected

1. Business needs requirements
2. Functional Requirements
3. Non-Functional
Requirements
4. Quality Requirements
5. Acceptance Criteria
Ashraf Osman
MBA, PMP
INPUTS
1. Scope management plan
DEFINE
2. Project charter
3. Requirements documentation
4. Organizational process assets
SCOPE
TOOLS & TECH The process of developing a
1. Expert judgment detailed description of the project
2. Product analysis and product.
( turning the requirement into
product and then analyze it ) it describes the project, service, or
3. Alternatives generation result boundaries by defining which
4. Facilitated workshops of the requirements collected will be
included in and excluded from the
OUTPUTS project scope.
1. Project Scope Statement
2. Project Document Updates
Ashraf Osman
MBA, PMP
PROJECT SCOPE
STATEMENT
(OUTPUT)
Project Scope Statement defines
what work will be performed and
what work is excluded.
Project Scope Description

Product Acceptance Criteria
Project Deliverables
Project exclusions
Project Constraints & Assumptions
Ashraf Osman
MBA, PMP
EXAMPLE WBS BUILDING
1. STRUCTURAL 2.UTILITIES 3. FINISHING
1. 1 EXCAVATION 2.1 HVAC 3.1 PAINTING
1.2FOUNDATION 2.2 PLUMBING 3.2 WINDOWS
1.3 FRAMING 2.3 ELECTRICAL 3.3 DECORATION

CREATE WBS
The process of subdividing project

deliverables and project work into
smaller, more manageable
components called work packages
Ashraf Osman
MBA, PMP
CREATE WBS is very important as it is an
input to FIVE core processes
WBS
COST ACTIVITY
ESTIMATING DEFINITION
RESOURCE
PLANNING
COST RISK
BUDGETING PLANNING
TECHS
1. Scope 1. Decomposition 1. Scope Baseline
management plan 2. Expert judgement 2. Project documents
2. Project scope updates
statement
3. Requirements
documentation
4. EEF
5. OPA
CREATE WBS
SCOPE BASELINE
WBS
(OUTPUTS) Deliverable-oriented
breakdown of a project into
smaller components
The scope baseline is the

approved version of a WBS
Scope Statement + WBS DICTIONARY
+WBS Dictionary. Document that provides a detailed
information about each element in
It is used as a basis for the WBS
measuring performance.
It is a component of the SCOPE
project management STATEMENT
plan. Document outlines the project's
deliverables and identify the
constraints, assumptions and
key success factors
The process of monitoring the status of the
project and product scope and managing
CONTROL changes to the scope baseline.

It allows the scope baseline to be maintained
SCOPE throughout the project.

It ensures all requested changes are
processed through the Perform Integrated
Change Control process.
CONTROL SCOPE
INPUTS T&T OUTPUTS
1. Project management 1. Work performance

plan information
2. Requirements 2. Change requests
documentation 1. Variance analysis 3. Project management
3. Requirements plan updates
traceability matrix 4. Project documents
4.Work performance updates
data 5. OPA updates
5. OPA
SCOPE CREEP
The uncontrolled expansion

of product or project scope
without adjustments to time,
cost, and resources is
referred to as scope creep.
It can be the fault of the PM
or the Team.
Ashraf Osman
MBA, PMP
VALIDATE
SCOPE
VALIDATE SCOPE IS THE
PROCESS OF THE
CUSTOMER ACCEPTING
THE PROJECT
DELIVERABLES.
HAPPENS AT THE END OF

EACH PROJECT PHASE OR
A MAJOR DELIVERABLES
ARE CREATED
IT ENSURES THAT THE

DELIVERABLES ARE IN
ALIGNMENT WITH THE
PROJECT SCOPE
QUALITY CONTROL VS VALIDATE SCOPE
Performed internally by the Performed externally by

project manager with the the client with the project
quality management team manager.
The purpose of QC is to The purpose of the

make sure the product is Validate Scope is to get
defect free&fulfills its formal acceptance from the
requirements customer
Is usually performed at the Is performed at the end of

end of the phase the project
The deliverable produced The deliverable produced

out of this process is out of this process is
VERIFIED DELIVERABLE ACCEPTED DELIVERABLE
Deliverable
Journey
Develop Validate
Develop PMP D&M project work QC Close Project
Charter Scope
Charter Project Deliverable Verified Accepted Final

Mgmt Deliverable Deliverable product
Plan service or
result
Ashraf Osman
MBA, PMP
THANK YOU
NEXT CHAPTER: PROJECT SCHEDULE MANAGEMENT
ASHRAFOSMAN,MBA, PMP I ASHRAFNUR89@GMAIL.COM I 0530392489
Ashraf Osman
MBA, PMP
PROJECT TIME
MANAGEMENT
PMP Preparation Course
Ashraf Osman
MBA, PMP
PLAN
SCHEDULE
MANAGEMENT
The process of establishing the policies,
procedures, and documentation for
planning, developing, managing, executing,
and controlling the project schedule
Ashraf Osman
MBA, PMP
1. PROJECT
PLAN MANAGEMENT PLAN
2. PROJECT CHARTER
SCHEDULE 3. EEF
MANAGEMENT 4. OPA
1. EXPERT
JUDGEMENT
INPUTS, TOOLS AND 2. ANALYTICAL
TECHNIQUES & OUTPUTS TECHNIQUES
3. MEETINGS
1. SCHEDULE
MANAGEMENT
PLAN
01 02
SCHEDULE MANAGEMENT PLAN
Project schedule model
Level of accuracy (+/- %)
development (software)
CONTENTS
03
Units of measure
04
Project schedule model
maintenance (update)
05
Control thresholds
06
Performance
Measurement(EVM)
DEFINE
ACTIVITIES
THE PROCESS OF IDENTIFYING
AND DOCUMENTING THE
SPECIFIC ACTIONS TO BE
PERFORMED TO PRODUCE Define Activities will decompose
THE PROJECT DELIVERABLES. the work package into smaller
components, are called schedule
activities.
These activities provide a basis for

estimating, scheduling,
executing, and monitoring and
controlling the project work
DELIVERABLE
CREAT WBS
WORK
PACKAGE
DEFINE ACTIVITIES
ACTIVITY
Ashraf Osman
MBA, PMP
1. SCHEDULE
DEFINE MANAGEMENT PLAN
2. SCOPE BASELINE
ACTIVITIES 3. EEF
4. OPA
1. DECOMPOSITION
INPUTS, TOOLS AND 2. ROLLING WAVE
TECHNIQUES & OUTPUTS PLANNING
3. EXPERT JUDGMENT
1. ACTIVITY LIST
2. ACTIVITY
ATTRIBUTES
3. MILESTONE LIST
TOOLS & TECHNIQUES
ROLLING WAVE PLANNING
THE PROCESS OF PROJECT PLANNING IN

WAVES AS THE PROJECT PROCEEDS AND
LATER DETAILS BECOME CLEARER.
Ashraf Osman
MBA, PMP
DEFINE ACTIVITIES
OUTPUTS
ACTIVITY ACTIVITY MILESTONE

LIST ATTRIBUTE LIST
List of the activities & It explain the activity list A milestone is an

their description so it includes activity of zero
predecessor activities, duration that shows
successor activities, an important
constraints, information achievement in a
about resources or time project.
SEQUENCE
ACTIVITIES
The process of identifying and documenting
relationships among the project activities
Ashraf Osman
MBA, PMP
The process of
TOOLS &
identifying and INPUTS TECHNIQUES OUTPUTS
documenting 1. SCHEDULE 1. PRECEDENCE 1. PROJECT
relationships MANAGEMENT DIAGRAMMING SCHEDULE
among the PLAN METHOD (PDM) NETWORK
2. ACTIVITY LIST 2. DEPENDENCY DIAGRAMS
project activities DETERMINATION
3. ACTIVITY 2. PROJECT
3. LEADS AND
ATTRIBUTES DOCUMENTS
LAGS
4. MILESTONE UPDATE
LIST
5. PROJECT
SCOPE
SEQUENCE STATEMENT
ACTIVITIES 6. EEF
7. OPA
PDM
PRECEDENCE DIAGRAMS USE OR RECTANGLES TO REPRESENT
THE ACTIVITIES, WHICH ARE CALLED NODES.
THE NODES ARE CONNECTED WITH ARROWS SHOWING THE
DEPENDENCIES BETWEEN ACTIVITIES.
THIS METHOD IS ALSO CALLED ACTIVITY ON NODE (AON).
FINISH TO START START TO START
PDM
01 1. Most frequently used 02 1. The independent
2. Describes that the activity must start before
independent activity must the dependent activity can
finish before the start.
The precedence dependent activity can 2. B doesn't start before A
start Starts
diagramming 3. B doesn't start before A e.g. Project work started
method has four is finished (SS) Project Management
e.g. foundation -concrete activities started
logical
relationships/ FINISH TO FINISH START TO FINISH
dependencies 1. The independent activity 1. The independent activity
03 04
must finish before the must start before the
dependent activity finishes dependent activity can
2. B doesn't finish before finish
A is finished 2. This logical relationship
e.g. Last chapter written is seldom used
(FF) Entire book completed B doesn't finish before A
starts
e.g. shifts
DEPENDENCY DETERMINATION
ALSO 4 DEPENDENCIES
MANDATORY DEPENDENCY DISCRETIONARY DEPENDENCY

Also know as hard logic or hard Also know as preferred logic or soft
dependencies. logic or preferential logic.
The nature of the work dictates the Defined by project management
order in which the activities should team
be Performed legally or Process / procedure driven or best
contractually practices techniques
Involves Physical limitations
INTERNAL DEPENDENCY EXTERNAL DEPENDENCY

Internal to the project and External to the project
controlled by the team An external activity which is non-
project activity has an impact on
project activities.
Leads and Lags
ACTIVITY A ACTIVITY A
LEAD LAG
ACTIVITY B ACTIVITY B
Lead Lag
Speed up the successor Delay successor
activities and require activities and require
time to be subtracted time added either to
from the start date or the start date or to the
the finish date of the finish date of the
activity scheduled activity scheduled
ESTIMATE
ACTIVITY
RESOURCES
The process of estimating the type and
quantities of material, human resources,
equipment, or supplies required to perform
each activity for accurate duration and cost
estimation.
Ashraf Osman
MBA, PMP
ESTIMATE ACTIVITY
RESOURCES
Manpower
Machineries
We call it
the "4 M" Material
Money
Ashraf Osman
MBA, PMP
1. SCHEDULE MANAGEMENT
PLAN
2. ACTIVITY LIST
3. ACTIVITY ATTRIBUTES
ESTIMATE 4. RESOURCE CALENDARS
5. RISK REGISTER
ACTIVITY 6. ACTIVITY COST ESTIMATES
7. EEF
RESOURCES 8. OPA
1. EXPERT JUDGMENT
2. ALTERNATIVE ANALYSIS
INPUTS, TOOLS AND 3. PUBLISHED ESTIMATING
DATA
TECHNIQUES & OUTPUTS 4. BOTTOM-UP ESTIMATING
5. PROJECT MANAGEMENT
SOFTWARE
1. ACTIVITY RESOURCE
REQUIREMENTS
2. RESOURCE BREAKDOWN
STRUCTURE
3. PROJECT DOCUMENTS
UPDATES
INPUTS
RISK REGISTER
01 Risk events may impact resource

selection and availability.
ACTIVITY COST ESTIMATES
02 The cost of resources may impact

resource selection.
RESOURCE CALENDAR
03 know which resources youre authorized to

use on your project ,for various activities,
and when theyre available.
ESTIMATE ACTIVITY
RESOURCES
TOOLS & TECHNIQUES (EXPLANATION)
PROJECT
ALTERNATIVE BOTTOM-UP PUBLISHED
MANAGEMENT
ANALYSIS ESTIMATING ESTIMATING DATA
SOFTWARE
Different way or Further Decomposition Primavera, MS They rely on articles,
resources to do of activity to estimate project ...etc books, journals, and
the work. the resources & cost. periodicals that collect,
e.g Brick Or Wood? e.g Painting activity = analyze, and publish
Hand Or Automated? labour + ladder + data from other
painting bucket peoples projects.
ACTIVITY RESOURCE
OUTPUTS
REQUIREMENTS
Types and quantities of
resources required for each
activity in a work package
RESOURCE BREAKDOWN
STRUCTURE (RBS)
The resource breakdown
structure is a hierarchical
representation of resources
by category and type
PROJECT DOCUMENTS
UPDATES
Like activity list, activity
attributes, risk register,
activity cost
Ashraf Osman
estimates...etc
MBA, PMP
ESTIMATE
ACTIVITY
DURATIONS
The process of estimating the number of
work periods needed to complete individual
activities with estimated resources.
Ashraf Osman
MBA, PMP
.1 SCHEDULE MANAGEMENT PLAN
.2 ACTIVITY LIST
.3 ACTIVITY ATTRIBUTES
.4 ACTIVITY RESOURCE
ESTIMATE
ESTIMATE
REQUIREMENT
.5 RESOURCE CALENDARS
.6 PROJECT SCOPE STATEMENT
ACTIVITY
ACTIVITY .7 RISK REGISTER
.8 RESOURCE BREAKDOWN
DURATIONS
STRUCTURE
DURATIONS .9 EEF .10 OPA
.1 EXPERT JUDGMENT
.2 ANALOGOUS ESTIMATING
3 PARAMETRIC ESTIMATING
INPUTS, TOOLS AND 4 THREE-POINT ESTIMATING
TECHNIQUES & OUTPUTS 5 GROUP DECISION-MAKING
TECHNIQUES
.6 RESERVE ANALYSIS
.1 ACTIVITY DURATION ESTIMATES

.2 PROJECT DOCUMENTS UPDATES
Also called Top-down estimating
Most useful when the previous similar
ANALOGOUS
activities to activities being estimated
ESTIMATE
ESTIMATING Is used to estimate total project duration
Useful in the early stages of project
ACTIVITY Based on historical data and project
DURATIONS
parameters.
PARAMETRIC
Parametric estimating uses a statistical
ESTIMATING
relationship between historical data
and other variables
Means adding extra time to the

schedule (called a contingency reserve
RESERVE
or a buffer) to account for extra risk.
ANALYSIS
(will be explained in more details in
TOOLS & TECHNIQUES the risk chapter)
When you come up with three numbers:

a most likely estimate that probably will
THREE- happen, an optimistic one that
POINT represents the best-case scenario, and a
ESTIMATES
pessimistic one that represents the
worst case scenario.
The final estimate is the average=
(O+4M+P)/6
DEVELOP
SCHEDULE
The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project
schedule model.
Ashraf Osman
MBA, PMP
.1 SCHEDULE MANAGEMENT PLAN
.2 ACTIVITY LIST
.3 ACTIVITY ATTRIBUTES
.4 PROJECT SCHEDULE NETWORK
ESTIMATE
DIAGRAMS
DEVELOP
.5 ACTIVITY RESOURCE REQUIREMENTS
.6 RESOURCE CALENDARS
.7 ACTIVITY DURATION ESTIMATES
ACTIVITY
SCHEDULE
.8 PROJECT SCOPE STATEMENT
.9 RISK REGISTER
.10 PROJECT STAFF ASSIGNMENTS
DURATIONS
.11 RESOURCE BREAKDOWN STRUCTURE
.12 EEF .13 OPA
.1 SCHEDULE NETWORK ANALYSIS

.2 CRITICAL PATH METHOD
.3 CRITICAL CHAIN METHOD
INPUTS, TOOLS AND .4 RESOURCE OPTIMIZATION
TECHNIQUES
TECHNIQUES & OUTPUTS .5 MODELING TECHNIQUES
.6 LEADS AND LAGS
.7 SCHEDULE COMPRESSION
.8 SCHEDULING TOOL
.1 SCHEDULE BASELINE
.2 PROJECT SCHEDULE
.3 SCHEDULE DATA
.4 PROJECT CALENDARS
.5 PROJECT MANAGEMENT PLAN
UPDATES
.6 PROJECT DOCUMENTS UPDATES
CRITICAL PATH METHOD (CPM)
Longest Duration Path (not longest path) through the network diagram
Near critical path : close in duration to critical path. sometimes the near CP
can be the CP which will increase the risk.
Total Float (Slack) :amount of time that an activity can be delayed without
delaying the project finish date
Critical Path has always 0 float.
Early start (ES) Early finish (EF)

Is the earliest time that an Is the earliest time that an
activity can start. activity can finish.
Late start (LS) Late finish (LF)

Is the latest time that Is the latest time that an
an activity can start. activity can finish.
CRITICAL CHAIN
METHOD (CCM)
Is a schedule network analysis technique used to modify
project schedule when resources are limited
Resource-constrained critical path is known as Critical Chain
Aims to eliminate bottlenecks that hold up project progress
Ashraf Osman
MBA, PMP
RESOURCE LEVELING
IS A METHOD TO FLATTEN THE
RESOURCE SCHEDULE WHEN RESOURCES ARE
OVER-ALLOCATED
OPTIMIZATION
TECHNIQUES IT WILL LENGTHEN THE SCHEDULE
RESOURCE SMOOTHING
A TECHNIQUE THAT ADJUSTS THE
ACTIVITIES OF A SCHEDULE MODEL
SUCH THAT THE REQUIREMENTS FOR
RESOURCES ON THE PROJECT DO
NOT EXCEED CERTAIN PREDEFINED
RESOURCE LIMITS.
Ashraf Osman
IT WILL NOT AFFECT THE SCHEDULE
MBA, PMP
MODELING
TECHNIQUES
Simulation allow project managers
to examine the feasibility of the
project schedule under different
conditions, variables and events
(Monte Carol analysis)
What-If Scenario Simulations

provide what-if questions, worst
case scenarios, and potential
disasters.
Ashraf Osman
MBA, PMP
SCHEDULE COMPRESSION
The approach is to add more The activities that would normally
resources to activities on the critical done in sequence, are allowed to be
path to complete the project earlier done in parallel or with some overlap
Crashing involves extra expenses It involves risk and reworks
CRASHING
FAST TRACKING
CONTROL
SCHEDULE
The process of monitoring the status of
project activities to update project progress
and manage changes to the schedule
baseline to achieve the plan
Ashraf Osman
MBA, PMP
1. PROJECT MANAGEMENT PLAN
ESTIMATE
2. PROJECT SCHEDULE
CONTROL 3. WORK PERFORMANCE DATA

4. PROJECT CALENDARS
ACTIVITY
SCHEDULE
5. SCHEDULE DATA
6. OPA
DURATIONS 1.PERFORMANCE REVIEWS

SOFTWARE
3. RESOURCE OPTIMIZATION
INPUTS, TOOLS AND TECHNIQUES
4. MODELING TECHNIQUES
TECHNIQUES & OUTPUTS 5. LEADS AND LAGS
6. SCHEDULE COMPRESSION
7. SCHEDULING TOOL
1.WORK PERFORMANCE
INFORMATION
2. SCHEDULE FORECASTS
3. CHANGE REQUESTS
UPDATES
5. PROJECT DOCUMENTS UPDATES
6. OPA UPDATES
THANK
YOU
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Ashraf Osman
MBA, PMP
PROJECT COST
management

PROJECT COST
MANAGEMENT
Is primarily concerned with the cost
of the resources needed to complete
schedule activities.
Also considers
Cost of using,
Cost of maintaining
Cost of supporting the product,
service or result
Is also called as Life-Cycle Costing

LIFE CYCLE COST Ashraf Osman
MBA, PMP
Project 1 Project 2
Cost 1000 500
Maintenance 2000 3000
Life cycle
3000 3500
cost
PLAN COST MANAGEMENT
The process that establishes the policies, procedures, and
documentation for planning, managing, expending, and controlling
project costs.
TOOLS
INPUTS TECHNIQUES
OUTPUTS
1. Project 1. Expert judgment 1. Cost management

management plan 2. Analytical techniques plan
2. Project charter 3. Meetings
3. EEF
4. OPA
COST MANAGEMENT PLAN CONTENTS
01 Level of accuracy
02 Units of measure
03 Each unit used in measurement, such as

staff hours/staff days is defined
04 Control thresholds
05 EVM calculating formulas are defined
06 Funding Decisions
07 Reporting formats
Ashraf Osman
MBA, PMP
ESTIMATE COSTS
ESTIMATE COSTS IS THE PROCESS OF CALCULATING
THE COSTS OF THE IDENTIFIED RESOURCES NEEDED TO
COMPLETE THE PROJECT WORK.
ESTIMATES ARE GENERALLY EXPRESSED IN UNITS OF

CURRENCY
1. Cost management plan
2. Human resource management plan
INPUTS
3. Scope baseline
4. Project schedule
5. Risk register
6. EEF
7. OPA
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
TOOLS & 4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
TECHNIQUES 7. Cost of quality
8. Project management software
9. Vendor bid analysis
10.Group decision-making techniques
1. Activity cost estimates
OUTPUTS 2. Basis of estimates

3. Project documents updates
ESTIMATE COSTS
Ashraf Osman
MBA, PMP
DETERMINE BUDGET
The process of aggregating the estimated costs of
individual activities or work packages to establish an
authorized cost baseline
TOOLS
INPUTS TECHNIQUES OUTPUTS
1. Cost management plan 1. Cost aggregation 1. Cost baseline

2. Scope baseline 2. Reserve analysis 2. Project funding
3. Activity cost estimates 3. Expert judgment requirements
4. Basis of estimates 4. Historical relationships 3. Project documents
5. Project schedule 5. Funding Limit updates
6. Resource calendars reconciliation
7. Risk register
8. Agreements
9. OPA
Ashraf Osman
MBA, PMP
CONTROL COSTS
THE PROCESS OF MONITORING THE STATUS OF THE
PROJECT TO UPDATE THE PROJECT COSTS AND
MANAGING CHANGES TO THE COST BASELINE
2. Project funding requirements
INPUTS 3. Work performance data

4. Organizational process assets
1. Earned value management

TOOLS & 2. Forecasting
3. To-complete performance index (TCPI)
TECHNIQUES
4. Performance reviews
5. Project management software
6. Reserve analysis
1. Work performance information

2. Cost forecasts
OUTPUTS
3. Change requests
4. Project management plan updates
6. OPA updates
CONTROL COSTS
EARNED VALUE
ANALYSIS
The rabbit wouldn't have
lost the race if someone
informed about its
performance time to time
EARNED VALUE Schedule Performance
ANALYSIS
METHODOLOGY
TO TRACK:
Cost Performance
Ashraf Osman
MBA, PMP
BENEFITS OF EVA
Reliable project costs and
schedule data for more
effective decision-making
Early identification of potential
problems
Accurate prediction of project
costs at completion
What did we get for money
spent
How much will the project cost
to complete
When will the project be
complete
EARNED VALUE ANALYSIS
PV BAC
PLANNED BUDGET AT
VALUE COMPLETION
PV tells you what you plan to do BAC is the sum of all budgets
allocated to a project
known as Budgeted Cost of The Project BAC must always

Work Scheduled (BCWS) equal the Project Total PV.
Cumulative and Current BAC = SUM (PV)

EV AC
EARNED ACTUAL
VALUE COST
EV is the quantification of the the cost incurred for executing
worth of the work done work on a project
EV tells us in physical terms, what AC is also called Actual Cost of

the project has accomplished. Work Performed (ACWP).
Cumulative and Current Cumulative and Current

SCHEDULE COST
VARIANCE (SV) VARIANCE (CV)
SV = (EV PV) CV = (EV AC)

A comparison of the amount of A comparison of the budgeted
work performed during a given cost of work performed with
period of time to what was actual cost.
scheduled to be performed. A negative variance means the
A negative variance means the project is over-budget.
project is behind schedule.
indexes
Schedule Performance Index (SPI)
SPI = EV/PV
(SPI<1 means project is behind schedule)
Cost Performance Index (CPI)
CPI = EV/AC
(CPI<1 means project is Over budget)

ESTIMATE AT CASES
COMPLETION (EAC)
1- Typical
What do we currently When Variance will continue, or no variance,
or same performance or (CPI at same rate)
expect the TOTAL project
EAC=BAC / CPI
(at completion) to cost?
2- Atypical
When Variance will end or spending at

same budgeted rate
EAC= AC + BAC - EV
3- Estimation is wrong or no longer valid
EAC= AC + ETC (Bottom-Up)
4- When considering CPI & SPI
EAC= AC + BAC - EV
(CPI x SPI)
ETC From now on, how much MORE
(ESTIMATE TO money will it take to finish the
COMPLETE) project?
How much over or under budget

VAC (will the total project cost be?) do
(VARIANCE AT we expect to be at the end of the
COMPLETION) project?
TCPI That is ratio between remaining

(TO-COMPLETE work and funds remaining
PERFORMANCE
INDEX) TCPI = (BAC-EV) / (BAC-AC)
Planned Value (PV) Ashraf Osman
Value of work planned to be done MBA, PMP
The Project BAC

Must always equal the Project Total PV
Actual Cost (AC)

The cost incurred for executing work
Earned Value (EV)

Value of work done to date
SUMMARY
Estimate At Completion (EAC) Ashraf Osman
MBA, PMP
What do we currently expect the
TOTAL project (at completion) to cost ?
Estimate To Complete (ETC)

From now on, how much MORE money
will it take to finish the project ?
Variance At Completion (VAC)

How much over or under budget (will the total project
cost be?) do we expect to be at the end of the project?
SUMMARY
YOU HAVE A PROJECT TO BUILD A NEW FENCE. THE FENCE IS FOUR SIDED.
EACH SIDE IS TO TAKE ONE DAY TO BUILD AND IS BUDGETED FOR $1,000
PER SIDE.
THE SIDES ARE PLANNED TO BE COMPLETED ONE AFTER THE OTHER.
TODAY IS THE END OF DAY THREE.
CALCULATE
PV
ACTIVITY STAUTS
EV
AC
SIDE 1 Complete, spent $1,000
BAC
CV
SIDE 2 Complete, spent $1,200
CPI
SV
SIDE 3 50% done, spent $600
SPI
EAC
SIDE 4 Not yet started ETC
VAC
ANSWERS Ashraf Osman
MBA, PMP
PV = 1,000 + 1,000 + 1,000= 3,000 WE SHOULD HAVE DONE $3,000 WORTH OF WORK.
EV = 1,000 + 1,000 + (50% X 1000) = 2500 WE HAVE ACTUALLY COMPLETED $2,500 WORTH OF WORK
AC = 1,000 + 1,200 + 600 = 2800 WE HAVE ACTUALLY SPENT $2,800
BAC = 1,000 + 1,000 + 1,000 + 1,000= 4000 OUR PROJECT BUDGET IS $4,000.
CV = 2,500 2,800 = -300 $300 OVER BUDGET
CPI = 2,500 / 2,800 = 0.893 WE ARE ONLY GETTING 89 CENTS OUT OF EVERY DOLLAR WE PUT INTO THE PROJECT.
SV = 2,500 3,000 = -500 WE ARE BEHIND SCHEDULE
SPI = 2,500 / 3,000 = 0.833 WE ARE ONLY PROGRESSING AT 83% OF THE RATE PLANNED
EAC = 4,000 / .893 = 4479 WE CURRENTLY ESTIMATE THAT THE TOTAL PROJECT WILL COST $4,479
ETC = 4.479 2,800 = 1679 WE NEED TO SPEND $1,679 TO FINISH THE PROJECT
VAC = 4,000 4,479 = -479 WE CURRENTLY EXPECT TO BE $479 OVER BUDGET WHEN THE PROJECT IS COMPETED.
Ashraf Osman
MBA, PMP
THANK YOU
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Page:
Ashraf Osman
MBA, PMP
PROJECT QUALITY
MANAGEMENT
By: AshrafOsman,MBA, PMP

PROJECT QUALITY MANAGEMENT
PLAN QUALITY MANAGEMENT

The process of identifying quality or standards
PERFORM QUALITY ASSURANCE

Applying the planned, systematic quality activities
to ensure that the project employs all processes
needed to met the requirements
CONTROL QUALITY
Look at each deliverable and inspect it for defects.

QUALITY
MANAGEMENT
CHARACTERISTICS
Customer satisfaction
Prevention of defects and reworks
Everyone's responsibility
Continuous improvement (Plan
Do Check Act)

MORE QUALITY CONCEPTS
Says that the process is the
problem, not people
TQM stipulates that quality
must be managed in and that
quality improvement should
be a continuous way of doing
business
TQM
Is a quality management
approach
Mostly used in manufacturing
and services industries
Is focuses on process
improvement and variation
reduction by applying Six
Sigma methodologies SIX SIGMA

MORE QUALITY CONCEPTS
A quality philosophy of
applying continuous
small improvements
toreduce costs and
ensure consistency.
KAIZEN TECHNOLOGY
The cost of the

incremental
improvements to a
process or a product is
compared with the
increase in revenue made
MARGINAL ANALYSIS
from the improvements.

Ashraf Osman
MBA, PMP The sum of the

characteristics
of a product
that meet the
specifications /
expectations of
the project
QUALITY VS
QUALITY
GRADE The category or

rank given to
entities having
the same
functional use
but different
characteristics
GRADE
Ashraf Osman
MBA, PMP
STEAK FOOL
The steak is a high-grade meal The fool is a law-grade meal
But if the steak didn't meet the expectation and the fool did,
then the steak is a low quality while the fool is a high quality

Ashraf Osman
MBA, PMP
QUALITY PIONEERS
PHILIP CROSBY JOSEPH JURAN EDWARD DEMING

CROSBY DEVISED VLOGGER
IS KNOWN FOR HIS SUGGESTED THAT AS
THE ZERO FITNES FOR USE MUCH AS 85% OF
DEFECTS THAT IS QUALITY ISSUES IS
PRACTICE CUSTOMERS MANAGEMENT
THAT IS, DO IT EXPECTATIONS PROBLEM
EASTWAY UNIVERSITY
RIGHT
OF SOCIALTHE FIRST
SCIENCES ARE MET DEMING IS WWW.EUSS.EDU
MAJOR
TIME CONFORMANCE CONTRIBUTOR OF
PREVENTION IS TO TOTAL QUALITY
THE KEY SPECIFICATIONS MANAGEMENT (TQM)
Plan Quality Management
The process of identifying quality requirements and/or standards
for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
inputs tools & techniques outputs
1. PROJECT 1. COST-BENEFIT ANALYSIS 1. QUALITY
MANAGEMENT PLAN 2. COST OF QUALITY MANAGEMENT PLAN
2. STAKEHOLDER 3. SEVEN BASIC QUALITY 2. PROCESS
REGISTER TOOLS IMPROVEMENT PLAN
3. RISK REGISTER 4. BENCHMARKING 3. QUALITY METRICS
4. REQUIREMENTS 5. DESIGN OF EXPERIMENTS 4. QUALITY CHECKLISTS
DOCUMENTATION 6. STATISTICAL SAMPLING 5. PROJECT DOCUMENTS
5. EEF 7. ADDITIONAL QUALITY UPDATES
6. OPA PLANNING TOOLS
8. MEETINGS

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
CHECK SHEETS
They are especially useful for
gathering attributes data while
performing inspections to identify
defects.
For example, data about the
frequencies or consequences of
defects collected in checksheets are
often displayed using Pareto diagrams.

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
FLOW CHART
A flowchart is a type of diagram that
represents an algorithm, workflow or
process, showing the steps as boxes of
various kinds, and their order by
connecting them with arrows. This
diagrammatic representation
illustrates a solution model to a given
problem.

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
CONTROL CHART
Used to objectively define a process and variation
Process containing only common causes of
variation is considered stable, implying that the
variation is predictable within the established
control limits
Processes containing special as well as common
causes of variation are considered unstable. In
such cases the special causes fall outside the
established control limits
Control charts can be plotted for tracking
Production failures, defects by
schedule/effort/cost and variances
Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
CAUSE AND EFFECT

DIAGRAM
Also called Fishbone diagrams or Ishikawa
diagrams
They are used to figure out what caused a
defect. You list all of the categories of the
defects that you have identified and then
write the possible causes of the defect you
are analyzing from each category.
Fishbone diagrams help you see all of the
possible causes in one place so you can think
of how you might prevent the defect in the
future.

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
HISTOGRAM
Also called (Frequency Distribution Chart)
A bar graph that groups the data by
predetermined intervals to show the frequency of
the data set
Used to measure and analyze the data and
identify Defect Classification, Delivery Times,
Survey Findings

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
PARETO CHART
Also called (80 20 rule)
Provides the ability to Categorize
Items, usually by content (type of
defect, position, process, time, etc.)
Identify the causes or characteristics
that contribute most to a problem
Decide which basic causes of a problem
to work on first
Sort the data in descending order by
occurrence/frequency of
cause/characteristics.

Ashraf Osman
MBA, PMP
SEVEN BASIC
QUALITY TOOLS
(7QC TOOLS)
SCATTER DIAGRAM
It is used for problem-solving and
understanding cause and effect
relationships
It shows if a relation exists between
Two variables
Types of Correlations
Positive correlation
Negative correlation
No correlation

Ashraf Osman
MBA, PMP CHECK SHEETS
FLOW CHART
CONTROL CHART
CAUSE AND EFFECT DIAGRAM
SEVEN
BASIC HISTOGRAM
QUALITY
TOOLS PARETO CHART
SCATTER DIAGRAM

Ashraf Osman
MBA, PMP
Plan Quality Management (T&T)
Benchmarking Design of Experiments Cost of Quality
Is comparison among two The approach relies on Total cost of quality-related

projects, processes or statistical what-if scenarios efforts
performance of to determine what 4 types:
organizations variables within a project A- Prevention costs:Includes
The goal is to evaluate the will result in the best quality planning, Training
differences between two outcome B- Appraisal costs: Includes
projects and to make Most often used on the inspections and testing.
corrective actions to the product of project rather C- Internal Failure Costs
current project than the project D- External Failure Costs
Is also used as a Is also used as a method to
measurement against identify which variables
industry standards, within a project or product ,
competitors level of are causing failures
performance

Ashraf Osman
MBA, PMP outputs (explanation)
QUALITY MANAGEMENT PLAN PROCESS IMPROVEMENT PLAN QUALITY METRICS
Describes how the Analyzing the process that How the product is doing
organizations quality policies make the project & product before issuing change request
will be implemented. It contains: scope and improve them e.g variance in height, number
1-Standard of bugs, number of
2-Roles& Responsibility crashes...etc
3-Reports
4-Metrics
5-The deliverable that will be
tested

performQualityassurance
The process of auditing the quality requirements and the results
from quality control measurements to ensure that appropriate
quality standards and operational definitions are used.
1. QUALITY 1.QUALITY MANAGEMENT 1. CHANGE REQUESTS
MANAGEMENT PLAN AND CONTROL TOOLS 2. PROJECT
2. PROCESS 2.QUALITY AUDITS MANAGEMENT
IMPROVEMENT PLAN 3.PROCESS ANALYSIS PLAN UPDATES
3. QUALITY METRICS 3. PROJECT DOCUMENTS
4. QUALITY CONTROL UPDATES
MEASUREMENTS 4. OPA UPDATES
5. PROJECT
DOCUMENTS

controlQuality
The process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary
changes.
1. PROJECT MGMNT 1. SEVEN BASIC QUALITY 1. QUALITY CTRL
PLAN TOOLS MEASUREMENTS
2. QUALITY METRICS 2. STATISTICAL SAMPLING 2. VALIDATED CHANGES
3. QUALITY CHECKLISTS 3. INSPECTION 3. VERIFIED DELIVERABLES
4.WORK PERFORMANCE 4. APPROVED CHANGE 4. WORK PERFORMANCE
DATA REQUESTS REVIEW INFORMATION
5. APPROVED CHANGE 5. CHANGE REQUESTS
6. PROJECT MGMNT PLAN
REQUESTS
UPDATES
6. DELIVERABLES
UPDATES
8. OPA
8. OPA UPDATES

VS
QA QC
Makes Sure that we are Makes Sure that results
doing the right thing in of what weve done are
the right way what we are expected
Focuses on building in Focuses on testing for

quality and hence quality and hence
preventing defects detecting defects
Deals with process Deals with products
Preventing process Corrective process

(proactive) (reactive)
Ashraf Osman
MBA, PMP
THANK YOU https://www.linkedin.com/in/ashraf-osman-mba-pmp-1a148498/
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PROJECT
HUMAN RESOURCE
MANAGEMENT
BY: ASHRAF NOUR, MBA, PMP
Ashraf Osman
MBA, PMP
In the Plan Human Resource Management
process, you plan out exactly which resources
youll need, what their roles and
responsibilities are, and how youll train your
team and make sure they stay motivated.
Plan Human Resource Management
1 plan out the staffing needs for your project,
and how youll manage and reward the team
Acquire Project Team
2 put together your team. This means you
may need to negotiate for some of the
resources.
Develop Project Team
3 Forming the team and train them
Manage Project Team

4 rewards in order to get the project
done& resolve conflict
PLAN HUMAN
RESOURCES INPUTS
MANAGEMENT 1. Project management plan

2. Activity resource requirements
3. EEF
4. OPA
The process of
identifying and
TOOLS & TECHNIQUES
documenting project
1. Organization charts and position descriptions
roles, responsibilities,
2. Networking
required skills, 3. Organizational theory
reporting 4. Expert judgment
relationships, and 5. Meetings
creating a staffing
OUTPUTS
management plan
Project organization chart includes people or
relationships that may not necessarily show
up on a company organization chart. If youve
got a team built from multiple consultants
and subcontractors, this chart will be the only
place where everyone is listed at once.
PROJECT ORGANIZATION CHART VS ORGANIZATION CHART

1- HIERARCHICAL TYPE ORGANIZATIONAL CHART
2- MATRIX BASED RESPONSIBILITY CHART

ORGANIZATIONS CHARTS
A- Responsibility
Assignment Matrix - RAM
(who will do what?)
B- RACI Matrix
(Responsible -
Accountable - Consult -
Inform)
3- TEXT ORIENTED FORMAT
ORGANIZATIONS CHARTS
ORGANIZATION
THEORIES
Ashraf Osman
MBA, PMP
MASLOWS HIERARCHY OF NEEDS
People have needs,

and until the lower
ones are satisfied
they wont even
begin to think about
the higher ones.
ORGANIZATION THEORIES
HERZBERGS THEORY OF MOTIVATION
Hygiene agents Motivating agents

1- Job security 1- Opportunity
2- Salary 2- Responsibility
3- Acceptable working 3- Appreciation
conditions 4- Recognition
4- Relationships 5-Education
THEORY X & THEORY Y
EXPECTANCY THEORY
People will behave based on what they expect

Will work in relation to the expected reward
E.g Sales Commission Policy, Jannah
MANAGEMENT STYLES
AUTOCRATIC
The Project manager makes all the decisions
DEMOCRATIC
The Project Team is involved in the decision
making process
LAISSEZ FAIRE
The Project Manager leaves everything on the
team. The team is self-led
EXCEPTIONAL
The Project Manager only pays attention to the
top 10% of the performers and bottom 10% of
the performers
OUTPUTS: HUMAN RESOURCE MANAGEMENT PLAN
The human resource management plan,

a part of the project management plan,
provides guidance on how project
human resources should be defined,
staffed, managed, and eventually
released.
It is divided into 3 components:

1. Project organization chart
2. Roles and responsibilities
3. Staffing Management plan:
Staff Acquisition
Timetable
Release Criteria
Training Needs
Recognition and Rewards
Compliance
Safety
Ashraf Osman
MBA, PMP
ACQUIRE
PROJECT INPUTS
TEAM 1.HR management plan

2. EEF
3. OPA
The process of getting

the needed resources
TOOLS & TECHNIQUES
on the project
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
OUTPUTS
1. Project staff assignments

2. Resource calendars
Ashraf Osman 3. Project management plan updates
MBA, PMP
DEVELOP
PROJECT INPUTS
TEAM 1. Human resource management plan

2. Project staff assignments
The process of
improving
TOOLS & TECHNIQUES
competencies, team
1. Interpersonal skills
member interaction,
2. Training 3. Team-building activities
and overall team 4. Ground rules 5. Colocation
environment to 6. Recognition and rewards
enhance project 7. Personnel assessment tools
performance
OUTPUTS
1. Team performance assessments

2. EEF updates
Ashraf Osman
MBA, PMP
TYPES OF PROJECT
MANAGER POWER
EXPERT
The authority of the project manager comes from
experience with the technology of the application area
FORMAL OR POSITIONAL POWER

The project manager has been assigned by senior
management
REWARD POWER
The project manager has the authority to reward
the project team
COERCIVE OR PENALTY POWER

The project manager has the authority to discipline
the project team members
REFERENT / (REFERRED BY)

Ashraf Osman The project manager has been assigned by CEO
MBA, PMP (sometimes it is informal power)
STAGES OF TEAM DEVELOPMENT
FORMING STORMING NORMING PERFORMING ADJOURING

Team acquaints Members People start to The team reach is the break-up
and establishes start to resolve their this stage,when of the group,
ground rules. communicate differences, hard work leads hopefully when
Formalities are their feelings appreciate without friction, the task is
preserved and but sill view colleagues' to the completed
members are themselves as strengths, and achievement of successfully,
treated as individuals . respect the the team's goal everyone can
strangers. They show weeknesses move on to new
hostility. things
MANAGE
INPUTS
PROJECT
TEAM 2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
The process of tracking 6. Organizational process assets
team member TOOLS & TECHNIQUES

performance,
1. Observation and conversation
providing feedback, 2. Project performance appraisals
resolving issues, and 3. Conflict management
managing changes to 4. Interpersonal skills
optimize project
OUTPUTS
performance
1. Change requests
4. Enterprise environmental factors updates
Ashraf Osman
5. Organizational process assets updates
MBA, PMP
CONFLICT
RESOLUTION
Ashraf Osman
MBA, PMP COMPANY.COM

CONFLICT
RESOLUTION
Conflict is natural
Conflict is a team issue
Openness resolves conflict
Conflict resolution should focus on issues,
not personalities
Conflict resolution should focus on the
present, not the past
Ashraf Osman
MBA, PMP
CONFLICT RESOLUTION TECHNIQUES
Confronts the Incorporating Requires both
problem head-on multiple viewpoints parties give up
The preferred from differing something
method perspectives, Decision is a blend
leading to of two parties
consensus argument
Lose-lose solution
Used to avoid fight
CONFRONTING
/PROBLEM COLLABORATING COMPROMISING
SOLVING
CONFLICT RESOLUTION TECHNIQUES
Smoothing by Decision is made One party
minimizing the size with power withdraws form the
of the problem May not be the best problem with
Temporary solution solution Immediate disgust Yield-loose
Lose-lose solution solution solution

Worst conflict
resolution
SMOOTHING FORCING WITHDRAWAL

THANK YOU!
ASHRAFOSMAN, MBA, PMP
Ashraf Osman
MBA, PMP
PROJECT
COMMUNICATIONS
MANAGEMENT
Ashraf Osman
MBA, PMP
PROJECT COMMUNICATION MANAGEMENT
Project Communications Management includes the

processes that are required to ensure timely and
appropriate planning, collection, creation, distribution,
storage, retrieval, management, control, monitoring, and
the ultimate disposition of project information .
90% of a project managers job is communication.
Communications Management makes sure everybody

gets the right message at the right time.
Ashraf Osman
MBA, PMP
APPETIZERS
PLAN
MANAGE CONTROL
COMMUNICATIONS
COMMUNICATIONS COMMUNICATIONS
MANAGEMENT
based on stakeholders The process of creating, control of all of the

information needs and collecting, distributing, communication that goes on
requirements, and storing, retrieving project throughout the project,
available organizational info. whether its to communicate
assets. your teams performance, or to
keep stakeholders up to date
on the project.
Customer -
Sponsor
COMMUNICATION
CAN BE:
Other project Other
PROJECT
managers projects
Internal, external,
vertical & Horizontal.
Project
management
team
Ashraf Osman
MBA, PMP
/ NORTH HAMPSHIRE
FORMAL WRITTEN
PROJECT CHARTER,
PLAN,
LONG DISTANCE
COMMUNICATION
INFORMAL WRITTEN INFORMAL VERBAL

E-MAIL,
TYPE OF MEETINGS,
TEXT MESSAGES COMMUNICATIONS CONVERSATIONS
FORMAL VERBAL
PRESENTATION ,
SPEECHES
PLAN 1. PROJECT MANAGEMENT
PLAN
COMMUNICATION 2. STAKEHOLDER REGISTER
3. EEF
MANAGEMENT 4. OPA
1.COMMUNICATION
REQUIREMENTS ANALYSIS
THE PROCESS OF DEVELOPING AN 2. COMMUNICATION
TECHNOLOGY
APPROPRIATE APPROACH AND PLAN 3. COMMUNICATION
FOR PROJECT COMMUNICATIONS MODELS
BASED ON STAKEHOLDERS 4. COMMUNICATION
INFORMATION NEEDS AND METHODS
5. MEETINGS
REQUIREMENTS, AND AVAILABLE
ORGANIZATIONAL ASSETS
1.COMMUNICATION
MANAGEMENT PLAN
2. PROJECT DOCUMENT
UPDATES
Ashraf Osman
MBA, PMP
PLAN COMMUNICATION MANAGEMENT (T&T)
COMMUNICATIONS COMMUNICATION COMMUNICATION

REQUIREMENTS TECHNOLOGY METHODS
ANALYSIS
Organizational charts; Availability of Technology Push Communication:
Includes sending to
Project organization and Urgency
specific recipients who
stakeholder responsibility Expected project staffing need the information
like sending emails,
relationships; Project Environment letters, SMS...etc
Disciplines, departments, Duration of the project Pull Communication:
Requires the recipients
and specialties involved in the
to access the
project; communication e.g.
Websites, Could
How many persons will be
services
involved with the project and Interactive Communication:
at which locations; Between two or more parties
COMMUNICATION
MODEL
SENDER RECIEVER
MESSAGE
ENCODE DECODE
NOISE
MEDIUM
NOISE
DECODE ENCODE
FEEDBACK-MESSAGE
COMMUNICATION MANAGEMENT PLAN (OUTPUT)
HOW PROJECT COMMUNICATIONS

WILL BE PLANNED, STRUCTURED,
MONITORED, AND CONTROLLED.
THE PLAN CONTAINS THE
FOLLOWING INFORMATION:
COMMUNICATIONS ITEM
PURPOSE
FREQUENCY
START / END DATES
FORMAT / MEDIUM
RESPONSIBILITY
MANAGE
COMMUNICATIONS
THE PROCESS OF CREATING, 1. Communication Management Plan
COLLECTING, DISTRIBUTING, I 2. Work performance reports

3. EEF 4. OPA
STORING, RETRIEVING AND THE
ULTIMATE DISPOSITION OF
1. Communication Technology
PROJECT INFORMATION IN 2. Communication Models
ACCORDANCE WITH THE T&T 3. Communication Methods
COMMUNICATIONS 4. Information management system
5. Performance reporting
MANAGEMENT PLAN.
1. Project communications
IT IS ALL ABOUT MAKING SURE O 2. Project management plan updates
THAT THE RIGHT INFORMATION 3. Project Document Updates
4. OPA updates
MAKES IT TO THE RIGHT PEOPLE.
PLAN
CONTROL 2. PROJECT
COMMUNICATIONS
COMMUNICATIONS 3. ISSUE LOG
4. WORK PERFORMANCE DATA
5. OPA
THE PROCESS OF MONITORING AND 1. INFORMATION

CONTROLLING COMMUNICATIONS MANAGEMENT SYSTEM
2. EXPERT JUDGMENT
THROUGHOUT THE ENTIRE PROJECT 3. MEETINGS
LIFE CYCLE TO ENSURE THE
INFORMATION NEEDS OF THE
PROJECT STAKEHOLDERS ARE MET
1. WORK PERFORMANCE
INFO
2. CHANGE REQUEST
PLAN UPDATES
4. PROJECT DOCUMENT
UPDATES
5. OPA UPDATES
PMP PREPERATION COURSE ASHRAF NOUR, MBA, PMP
PROJECT
STAKEHOLDER
MANAGEMENT
Ashraf Osman
MBA, PMP
OVERVEIW
Project Stakeholder Management includes
the processes required to identify the
people, groups, or organizations that could
impact/impacted by the project, to analyze
their expectations /impact on the project,
and to develop strategies for effectively
engaging stakeholders in project decisions
and execution. Stakeholder management
also focuses on continuous communication
with stakeholders.
IDENTIFY STAKEHOLDERS PLAN STAKEHOLDER
MANAGEMENT
figuring out who your stakeholders figuring out what your

01 and analyzing their interests,
02
stakeholders current level of
involvement, influence, and engagement is, and plan how youll
potential impact on project success get them to support your project.
MANAGE STAKEHOLDER CONTROL STAKEHOLDER

ENGAGEMENT ENGAGEMENT
The process of communicating and Monitor all of the stakeholder
03 working with stakeholders to meet
04 relationships youve built and
their needs/expectations adjust plans and actions to keep
their needs fulfilled.
PROJECT STAKEHOLDER MANAGEMENT

IDENTIFY STAKEHOLDERS
The process of identifying the people, groups, or
organizations that could impact or be impacted by a decision,
activity, or outcome of the project; and analyzing and
documenting relevant information regarding their interests,
involvement, influence, and potential impact on project success
INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project charter 1. Stakeholder 1. Stakeholder

2. Procurement analysis register
documents 2. Expert judgment
3. EEF 3. Meetings
4. OPA
STAKEHOLDER
STEPS IN STAKEHOLDER ANALYSIS
1. Identify All project Stakeholders. Key

stakeholders are anyone in decision-
ANALYSIS
making, management roles such as
sponsor and primary customer
2. Identify the potential impact, power or

support from each stakeholder
CLASSIFICATION MODELS USED FOR
STAKEHOLDERS
POWER/ INFLUENCE/ SALIENCE

INFLUENCE IMPACT GRID MODEL
GRID
Grouping the Grouping the Grouping the

stakeholders based on stakeholders based on stakeholders based
their level of their active on their power
authority (power) involvement (ability to impose
and their active (influence) in the their will) urgency
involvement project and their ability (need for immediate
(influence) in the to effect changes to the attention), and
project; projects planning or legitimacy (their
execution (impact) involvement)
Power
Grouping the Keep Manage

stakeholders based Satisfied Closely
on their level of
authority (power)
and their level or
concern (interest) Monitor
Keep
international
regarding the (Minimum projects
project outcomes
Informed
Effort)
Interest
POWER / INTEREST GRID

IDENTIFICATION INFORMATION STAKEHOLDER CLASSIFICATION
Name, organizational position, Internal/external,
01 location, role in the project, 03 supporter/neutral/resistor, etc.
contact information;
ASSESSMENT INFORMATION
Major requirements, main
02 expectations, potential influence in
the project, phase in the life cycle
with the most interest
STAKEHOLDER REGISTER (CONTENTS)

PLAN STAKEHOLDERS MANAGEMENT
The process of developing appropriate management strategies
to effectively engage stakeholders throughout the project life
cycle, based on the analysis of their needs, interests, and
potential impact on project success
1. Project 1. Expert judgment 1. Stakeholder

management plan 2. Meetings management plan
2. Stakeholder 3. Analytical 2. Project documents
register techniques updates
3. EEF
4. OPA
ANALYTICAL TECHNIQUES
The current engagement level of all stakeholders needs to be
compared to the planned engagement levels.
The engagement level of the stakeholders can be classified
as follows:
UNAWARE RESISTANT NEUTRAL

01 02 03
SUPPORTIVE LEADING
04 05
CONTENTS
Data gathered in Stakeholder register.

Desired and current engagement levels of key stakeholders;
Identified interrelationships and potential overlap between stakeholders;
Stakeholder communication requirements for the current project phase;
Information to be distributed to stakeholders, including language, format, content, and
level of detail;
Reason for the distribution of that information
Time frame and frequency for the distribution of required information to stakeholders;
and
Method for updating and refining the stakeholder management plan as the project
progresses and develops.
STAKEHOLDER MANAGEMENT PLAN

MANAGESTAKEHOLDERS ENGAGEMENT
The process of communicating and working with stakeholders
to meet their needs/expectations, address issues as they occur,
and foster appropriate stakeholder engagement in project
activities throughout the project life cycle
1. Stakeholder 1. Communication 1. Issue log

management plan methods 2. Change requests
2.Communications 2. Interpersonal skills 3. Project
management plan 3. Management skills management plan
3. Change log updates
4. Organizational 4. Project documents
process assets updates
5. OPA Uptades
CONTROLSTAKEHOLDERS ENGAGEMENT
The process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for engaging
stakeholders
1. Project 1. Information 1. Work performance

management plan management systems information
2. Issue log 2. Expert judgment 2. Change requests
3. Work performance 3. Meetings 3. Project management
data plan updates
4. Project documents 4. Project documents
updates
5. OPA updates
ISSUE LOG
THANK YOU
Ashraf Nour, MBA, PMP
Ashraf Osman
MBA, PMP
PROJECT RISK
MANAGEMENT
ASHRAFNOUR, MBA, PMP

SNEAK PEAK
PERFORM
PLAN RISK IDENTIFY
QUALITATIVE
MANAGEMENT RISKS
RISK ANALYSIS
PERFORM
PLAN RISK CONTROL RISKS
QUANTITATIVE
RESPONSES
RISK ANALYSIS
Ashraf Osman 6 PROCESSES

MBA, PMP
WHAT IS RISK?
Risk is unplanned event or

condition that can have a
positive (OPPORTUNITY )
or negative (THREAT)
effect on a project objective
Risk is uncertainty
Ashraf Osman
MBA, PMP
INPUTS
.1 Project management plan
PLAN RISK .2 Project charter
.3 Stakeholder register
MANAGEMENT .4 EEF .5 OPA
The process of defining TOOLS & TECHS

how to conduct risk .1 Analytical techniques
.2 Expert judgment
management activities .3 Meetings
for a project.
OUTPUTS
.1 Risk management plan
Ashraf Osman
MBA, PMP
RISK MANAGEMENT PLAN
CONTENTS
METHODOLOGY
METHODOLOGY
ROLES & RESPONSIBILITY
METHODOLOGY
BUDGETING
METHODOLOGY
TIMING
RISK CATEGORIES
RISK MANAGEMENT PLAN
CONTENTS
DEFINITIONS OF RISK
PROBABILITY & IMPACT
PROBABILITY & IMPACT

METHODOLOGY
MATRIX
STAKEHOLDERS
METHODOLOGY
TOLERANCES
METHODOLOGY
REPORTING FORMATS
TRACKING
Ashraf Osman
MBA, PMP
PROBABILITY
IS THE CHANCE THAT SOMETHING IS LIKELY TO HAPPEN

RANKED AS VERY UNLIKELY TO ALMOST CERTAINTY
IMPACT
THE RESULTANT OF THE PROBABLE EVENT, IS MEASURED AS IMPACT

NEGATIVE FOR THREATS OR POSITIVE OPPORTUNITIES
RANKED AS VERY LOW, LOW, MODERATE, HIGH, VERY HIGH
IMPACT
PROBABILITY
IDENTIFY RISKS
THE PROCESS OF
DETERMINING WHICH
RISKS MAY AFFECT THE
PROJECT AND
DOCUMENTING THEIR
CHARACTERISTICS
TOOLS &
INPUTS OUTPUTS
TECHS
.1 Risk management plan .1 Documentation reviews .1 Risk register
.2 Cost management plan .2 Information gathering
.3 Schedule management plan techniques
.4 Quality management plan .3 Checklist analysis
.5 HR management plan .4 Assumptions analysis
.6 Scope baseline .5 Diagramming techniques
.7 Activity cost estimates .6 SWOT analysis
.8 Activity duration estimates .7 Expert judgment
.9 Stakeholder register
.10 Project documents
.11 Procurement documents
.12 EEF .13 OPA
PERFORM
QUALITATIVE
RISK ANALYSIS
The process of prioritizing risks for further analysis or

action by assessing and combining their probability of
occurrence and impact (Rank your risks)
Some risks can kills you and other barely scratch you.
PERFORM Qualitative Analysis is a
subjective approach to
QUALITATIVE prioritizing risks.
RISK ANALYSIS According to probability
and potential impact,
identified risks are rated
THE RANKED RISKS ARE

CATEGORIZES INTO
That require additional

analysis (quantitative risk
analysis)
That may proceed directly
to risk response planning
(plan risk response)
That are not critical
(watchlist)
Ashraf Osman
MBA, PMP
PERFORM
QUALITATIVE
RISK ANALYSIS
INPUTS TOOLS & TECHS OUTPUTS

1. Risk management 1. Risk probability 1. Project documents
plan & impact assessment updates
2. Scope baseline 2. Probability & impact
3. Risk register matrix
4. EEF 3. Risk data quality
5. OPA assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Ashraf Osman
MBA, PMP
PROBABILITY & IMPACT ASSESSMENT/
PROBABILITY AND IMPACT MATRIX
FIRST, WE ASSESS
THEN WE RANK
THE RISKS AS
THE RISK USE
FOLLOWS:
THE MATRIX
PROJECT DOCUMENTS UPDATES(OUTPUTS)
Assumptions log updates
Updated Risk Register
Relative ranking or priority list of risks
Risks grouped by categories
List of risks requiring responses in the near term
List of risks for additional analysis and response
Watch-lists of low priority judgment
Ashraf Osman
MBA, PMP
PERFORM QUANTITATIVE RISK ANALYSIS
The process of numerically analyzing the effect of

identified risks on overall project objectives.
We calculate the risk in term of cost & time...etc.
THE OBJECTIVES OF QUANTITATIVE RISK ANALYSIS:
1. Ascertain the likelihood of project success

2. Determine the likely amount of contingency reserve needed
3. Determine the risks with largest impact on the project
4. Determine the risk exposure
PERFORM QUANTITATIVE
RISK ANALYSIS
1. Risk mgmt plan
2. Cost mgmt plan
INPUTS
3. Schedule mgmt plan
4. Risk register
5. EEF
6. OPA
1. Data Gathering And Representation
TOOLS & Techniques (Interviewing)
TECHNIQUES
2. Quantitative Risk Analysis & Modeling
techniques
3. Expert Judgment
OUTPUTS 1. Project documents updates

QUANTITATIVE RISK ANALYSIS AND
MODELING TECHNIQUES
SENSITIVITY ANALYSIS (TORNADO DIAGRAM)
Analyze and compare

potential impacts of one
risk. looking at the effect
one variable (assumption)
might have if you could
completely isolate it. e.g.
windstorm (but no
windstorm-fire)
QUANTITATIVE RISK ANALYSIS
AND MODELING TECHNIQUES
EXPECTED MONETARY VALUE

ANALYSIS
(DECISION TREE ANALYSIS)
lets you examine costs of all of the paths you

might take through the project (depending on
which risks occur) and assign a monetary
value to each decision.
opportunities are expressed as positive
values, while those of threats are expressed
as negative values.
OUTPUTS OFPERFORM
QUANTITATIVE RISK ANALYSIS
PROJECT DOCUMENTS UPDATES
Updated Risk Register

Probabilistic Analysis of the Project
Probability of Achieving Cost and
Time Objectives
Prioritized list of quantified risks
INPUTS
1. Risk Management Plan
PLAN RISK 2. Risk Register
RESPONSES TOOLS & TECHS

1. Strategies For negative
The process of developing risks or Threats
options and actions to 2. Strategies for positive
risks or Opportunities
enhance opportunities and to 3. Contingent Response
reduce threats to project Strategies
objectives. It addresses the 4. Expert Judgment
risks by their priority, OUTPUTS

inserting resources and .1 Risk management plan
activities into the budget,

schedule and project
management plan as needed.
PLAN RISK RESPONSES (T&T)
STRATEGIES FOR NEGATIVE RISKS OR THREATS
AVIOD MITIGATE
TRANSFER ACCEPT
STRATEGIES FOR NEGATIVE RISKS OR THREATS
AVOID MITIGATE TRANSFER

Eliminate the threat by Reduce the probability and/or Make another party
eliminating the cause, such as the impact of a threat, thereby responsible for the risk by
removing the work package or making it a smaller risk and purchasing insurance,
person. Avoiding the threat possibly removing it from the performance bonds,
might even involve expanding list of top risks on the project. warranties, or guarantees or
the scope of the project. by outsourcing the work.
STRATEGIES FOR POSITIVE RISKS OR OPPORTUNITIES
EXPLOIT ENHANCE
SHARE ACCEPT
STRATEGIES FOR POSITIVE RISKS OR OPPORTUNITIES
EXPLOIT ENHANCE SHARE

(the reverse of avoid) (the reverse of mitigate) Forming a partnership, team,
Add work or change the project Increase the likelihood or joint venture) that is best
to make sure the opportunity (probability) and/or positive able to achieve the
occurs. impacts of the risk event. opportunity
ACCEPT
(FOR BOTH OPPORTUNITY & THREATS)
Accept Do nothing and say, "If

it happens, it happens." Two
types of acceptance:
1- Active acceptance:
may involve the creation of
contingency plans to be
implemented if the risk occurs
2- Passive acceptance:
leaves actions to be
determined when risk occured
(workarounds)
CONTINGENT RESPONSE STRATEGIES (T&T)
Some responses are designed for use only if certain events occur. For some
risks, it is appropriate for the project team to make a response plan that will
only be executed under certain predefined conditions often called
contingency plans or fallback plans and include identified triggering events
that set the plans in effect.
Contingency Plan: Fire fighting system will operate when the there is a fire.
Fallback plan: (when contingency plan fails), Evacuate the building.

PLAN RISK
RESPONSES
(OUTPUTS)
Risk owners and assigned

responsibilities
Agreed-upon response
strategies;
Trigger conditions,
symptoms, and warning signs
of a risk occurrence
Residual risks that are
expected to remain after
planned responses have been
taken, as well as those that
have been deliberately
accepted
THE COMPLETE RISK REGISTER
CONTROL
RISKS
The process of implementing risk response
plans, tracking identified risks, monitoring
residual risks, identifying new risks, and
evaluating risk process effectiveness
throughout the project
CONTROL RISKS
.1 Project management plan
INPUTS .2 Risk register

.3 Work performance data
.4 Work performance reports
.1 Risk reassessment
TOOLS &
.2 Risk audits
.3 Variance and trend analysis
TECHNIQUES
.4 Technical performance measurement
.5 Reserve analysis
.6 Meetings
.1 Work performance information
OUTPUTS
.2 Change requests
.3 Project management plan updates
.4 Project documents updates
.5 Organizational process assets updates
THANK
YOU!
https://www.linkedin.com/in/ashraf-
ASHRAFOSMAN, MBA, PMP
osman-mba-pmp-1a148498/
PROJECTPROCUREMENTS
MANAGEMENT
Ashraf Osman
MBA, PMP
OVERVIEW
THE PROCESSES NECESSARY TO PURCHASE OR

ACQUIRE PRODUCTS, SERVICES, OR RESULTS NEEDED
FROM OUTSIDE THE PROJECT
1. PLAN PROCUREMENT MANAGEMENT

PLAN OUT WHAT YOULL PURCHASE, AND HOW AND WHEN.
2. CONDUCT PROCUREMENTS
DECIDE ON THE SELLER(S) YOU ARE GOING TO WORK WITH,
FINALIZE & SIGN THE CONTRACT
3. CONTROL PROCUREMENTS
MAKE SURE YOUR COMPANY IS GETTING WHAT YOU PAID FOR,
MAKING CHANGES TO THE CONTRACT, AND CORRECTING ANY
PROBLEMS WITH THE SELLERS WORK.
4. CLOSE PROCUREMENTS
Ashraf Osman CONFIRM THAT THE WORK WAS DONE RIGHT AND THAT ALL
MBA, PMP OBLIGATIONS ARE FULFILLED ON BOTH SIDES.

PLAN PROCUREMENTS
MANAGEMENT
T W
The process of documenting project A H
H ET
procurement decisions, specifying the W H
approach, and identifying potential
ER
sellers.
O H
TO ACQUIRE?
W
It determines whether to acquire
N E
M
outside support and if so, what to
H
U
W
acquire, how to acquire it, how much is
HC
needed, and when to acquire it.
HOW
2. REQUIREMENTS DOCUMENTATION
3. RISK REGISTER
INPUTS 4. ACTIVITY RESOURCE REQUIREMENTS

5. PROJECT SCHEDULE
6. ACTIVITY COST ESTIMATES
7. STAKEHOLDER REGISTER
8. EEF 9. OPA
1. MAKE-OR-BUY ANALYSIS
TOOLS & 2. EXPERT JUDGMENT
TECHS
3. MARKET RESEARCH
4. MEETINGS
1. PROCUREMENT MANAGEMENT PLAN

2. PROCUREMENT STATEMENT OF WORK
OUTPUTS 3. PROCUREMENT DOCUMENTS

4. SOURCE SELECTION CRITERIA
5. MAKE-OR-BUY DECISIONS
6. CHANGE REQUESTS
7. PROJECT DOCUMENTS UPDATES
A TECHNIQUE USED TO
DETERMINE WHETHER
PARTICULAR WORK CAN
BEST BE ACCOMPLISHED BY
THE PROJECT TEAM OR
SHOULD BE PURCHASED
FROM OUTSIDE SOURCES
(BUY OR RENT)
Factor to consider:
- Availability
- Cost
- Skills
MAKE-OR-BUY - Control on work
ANALYSIS - Learned skills

SOURCE SELECTION CRITERIA (OUTPUT)
SOURCE SELECTION CRITERIA

ARE OFTEN INCLUDED AS A PART
OF THE PROCUREMENT
DOCUMENTS. SUCH CRITERIA
ARE DEVELOPED AND USED TO
RATE OR SCORE SELLER
PROPOSALS
1. Understanding of project needs 6. Financial stability and capacity

2. Life-Cycle Cost 7. Production Capacity
3. Technical ability 8. Business Size and Type
4. Risk 9. Past Performance
5. Warranty 10. References
PROCUREMENTS
MANAGEMENT
PLAN
1. HOW VENDORS WILL BE SELECTED
2. THE TYPE OF CONTRACT TO BE USED
3. THE PROCESS OF INDEPENDENT

ESTIMATING
4. STANDARDIZED PROCUREMENT
DOCUMENTS, FORMS AND CONTRACTS
5. HOW MULTIPLE VENDORS WILL BE

MANAGED
6. THE COORDINATION BETWEEN SELLERS

AND PROJECT TEAM
GENERAL TYPES OF CONTRACTS
FIXED-PRICE OR LUMP-SUM COST-REIMBURSABLE TIME & MATERIAL

CONTRACTS CONTRACTS CONTRACTS
1. Firm-Fixed Price 1. Cost-Plus-Fee (CPF)

Contracts (FFP) 2. Cost-Plus-Fixed-Fee
2. Fixed Price Incentive (CPFF)
Fee Contracts (FPIF) 3. Cost-Plus-Award Fee
3. Fixed-Price with (CPAF)
Economic Price 4. Cost-Plus-Incentive
Adjustment Contracts Fee (CPIF)
(FP-EPA)
IT IS ALSO CALLED
LUMP-SUM CONTRACTS
A fixed-price contract is used for

acquiring goods, products, or
services with well-defined scope
FIXED PRICE
Used in construction rather than IT
CONTRACTS
the buyer has the least cost risk in
this type of contract because the
seller will bear the additional costs
The profit is not disclosed to the

buyer in this contract type
WHAT IF THE SCOPE
IS NOT WELL DEFINED?
The seller is forced to accept a high level

of risk.
The seller needs to add a huge amount of FIXED PRICE

reserves to their price to cover their risks
CONTRACTS
The seller can more easily try to increase
profits by cutting scope or claiming that
work the buyer wants is outside the
contract and thus requires a change
the buyer can't determine if something is

within the scopeor outside of it
FIXED PRICE CONTRACTS
3 TYPES
FIXED PRICE FIXED-PRICE WITH

FIRM-FIXED PRICE
INCENTIVE FEE ECONOMIC PRICE
CONTRACTS (FFP)
CONTRACTS (FPIF) ADJUSTMENT (FPEPA)
Is an agreement to Allows flexibility to seller Is used when contract

provide the product and buyer for deviation spans for a longer period
for a total price from performance with and desiring long-term
Least risk incentives relationships
Contract = $ 1,000 Fixed price + (Incentive for Predefined final
each month finished early) adjustments allow
Contract = $1000. I will modifications in contract
pay additional $100 for price
each month Contract = $1000 but in
finished earlier year 2 it will be revised
Ashraf Osman
MBA, PMP
COST
REIMBURSABLE
CONTRACTS
The allowable costs, associated with

producing the products or services, are
charged to the buyer
Used whenever the scope of work
cannot be precisely defined at the start
and could be altered.
High risk as total costs are not fixed
COST-PLUS-FEE (CPF)
Also called as Cost Plus Percentage

COST REIMBURSABLE
CONTRACTS TYPES of Cost (CPPC)
The buyer reimburses the seller for
allowable costs plus a fee,
calculated as percentage of costs
High risk as costs are not fixed
Contract = (total cost X 10%) +
total cost
COST-PLUS-FIXED- FEE (CPFF)
The buyer agrees to reimburse

allowable costs and a fixed fee
The risk is moderate as fee is
fixed and costs are variable
Seller is neutral
Contract = Total Cost + $ 100,000
COST-PLUS-AWARD FEE (CPAF)
COST REIMBURSABLE
In a cost plus award fee CONTRACTS TYPES
contract, the buyer pays all

costs + base fee + an award
amount (a bonus) based on
performance (subjectively).
Win-Win.
Contract = Total Cost + Fee +
Subjective Award
COST-PLUS- INCENTIVE-FEE (CPIF)
A cost plus incentive fee

contract provides for the seller
to be paid for actual costs + fee
+ incentive that will be adjusted
based on whether the specific
performance objectives.
Sharing formula e.g 80/20 -
60/40 for loss and gain
TIME & MATERIAL
(T&M) CONTRACTS
ITS A COMBINATION OF
FIXED PRICE AND COST
REIMBURSABLE
CONTRACTS
IT IS AWARDED WHEN
THE TOTAL AMOUNT OF
THE MATERIAL COST IS
NOT KNOWN AT THE
TIME OF CONTRACT.
CAN GROW IN
CONTRACT VALUE
MEDIUM RISK
CONDUCT
PROCUREMENTS
The process of obtaining seller responses, selecting a seller and

awarding a contract. You narrow down your list of sellers to a few
who look like they might be good candidates, you evaluate all of
their responses against your source selection criteria and choose
the vendor youre going to work with.
Ashraf Osman
MBA, PMP
CONDUCT PROCUREMENTS

TECHNIQUES
1. Procurement mgmt plan 1. Bidder conference
1. Selected sellers
2. Procurement documents 2. Proposal evaluation
2. Agreements
3. Source selection criteria techniques
4. Seller proposals 3. Independent estimates
4. Change requests
5. Project documents 4. Expert judgment
6. Make-or-buy decisions 5. Advertising
updates
7. Procurement statement 6. Analytical techniques
6. Project documents
of work 7. Procurement
updates
8. OPA negotiations
Ashraf Osman
MBA, PMP
INPUTS
2. Procurement documents
CONTROL
3. Agreements
4. Approved change requests
PROCUREMENTS 5. Work performance reports

6.Work performance data
TOOLS & TECHNIQUES

Control Procurements is the
1. Contract change control system
process of managing
2. Procurement performance reviews
procurement relationships, 3. Inspections and audits
monitoring contract 4. Performance reporting
performance, and making 5. Payment systems
changes and corrections to 6. Claims administration
7. Records management system
contracts as appropriate.
OUTPUTS
it ensures that both the sellers
1. Work performance information
and buyers performance meets 2. Change requests
procurement requirements 3. Project management plan updates
according to the terms of the 4. Project documents updates
legal agreement 5. OPA updates
INPUTS
2. PROCUREMENT DOCUMENTS CLOSE
PROCUREMENTS
TOOLS & TECHNIQUES The process of completing

1. PROCUREMENT AUDITS
each procurement.
2. PROCUREMENT NEGOTIATIONS
3. RECORDS MANAGEMENT SYSTEM
It documents agreements
and related documentation
for future reference.
OUTPUTS
1. CLOSED PROCUREMENTS
2. OPA UPDATES
THANK YOU!
END OF THE MATERIAL
ASHRAF OSMAN, MBA, PMP ASHRAFNUR89@GMAIL.COM

Ashraf Osman
MBA, PMP

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PMP

Sorry for the ugly picture

to pass the exam 25 questions are to complete the

THE EXAM CONSISTS OF5 BASIC

Initiating: 23 questions Monitor& Control

Monitoring & Controlling: 43

BY: ASHRAF OSMAN, MBA, PMP

ENDS WHEN DOES NOT

IDENTIFYING SETTING BALANCING

Ashraf Osman RESOURCES

SUPPORTIVE CONTROLLING DIRECTIVE

A DELIVERABLE is a measurable, verifiable work product.

The completion and approval of one or more deliverables

SEQUENTIAL OVERLAPPING ITERATIVE

FIRST, WE IDENTIFY STAKEHOLDERS

FUNCTIONAL MATRIX PROJECTIZED

FUNCTIONAL FUNCTIONAL FUNCTIONAL

STAFF STAFF STAFF

FUNCTIONAL FUNCTIONAL FUNCTIONAL

FUNCTIONAL FUNCTIONAL FUNCTIONAL

FUNCTIONAL FUNCTIONAL MANAGER OF

PROJECT PROJECT PROJECT

STAFF STAFF STAFF

CONDITIONS, NOT UNDER THE KNOWLEDGE FROM ANY OR ALL OF

1. ORGANIZATIONAL STRUCTURE 1. ORGANIZATIONAL PROCESSES,

ASHRAF OSMAN, MBA, PMP| 0530392489 | RIYADH, SAUDI ARABIA

PMP Preparation Course

ASHRAF OSMAN, MBA, PMP

DEFINITION OF THE PROCESS

PROJECT MANAGEMENT PROCESSES

ASHRAF OSMAN, MBA, PMP

MBA, PMP Project Management Processes

Generally applicable processes

Product Oriented Processes

Very specific to product of the project

Two (2) Processes

WHAT DO WE NEED TO DEVELOP

INPUTS TOOLS & OUTPUTS

INPUTS TOOLS & OUTPUTS

1. Develop Project Management Plan

ASHRAF OSMAN, MBA, PMP

13. Estimate Costs

ASHRAF OSMAN, MBA, PMP

1. Direct and Manage Project work

ASHRAF OSMAN, MBA, PMP

1. Monitor and Control Project Work

ASHRAF OSMAN, MBA, PMP

1. Close Project or phase

ASHRAF OSMAN, MBA, PMP

MONITOR AND CONTROL

CLOSE PROJECT OF PHASE Ashraf Osman

Develop a project and provides the project

Here where the initial planning or high-

Project Manager is identified

Inputs Tools & Outputs

1- Project Statement of Work 1- Expert Judgement 1- Project Charter

Business need : (why we

(INPUTS) documents the

PROJECT 7. Summary budget