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DAY 1
FRAMEWORK

• Exam overview
• PM Framework

Presented By
Ibrahim Mashaal . PMP

WWW.TADAFOQ.COM
Instructor in Brief

Ibrahim SH Mashaal (PMP),

Projects Manager & Agile Coach
With over 6 years’ experience in managing many teams, scheduling varying
sizes of complex software projects in multinational companies, and 11 years’
experience in Software Development field with sufficient domain knowledge.

Business Analysis |  E-Learning |  ERP  Consulting | Agile & TFS

Consulting
Mail: ibrahim.mashaal@tadafoq.com
Tel: (002)0100 7037 120 
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Course Rules and Agreements

 No Recording.
 This Is Exam Preparation training not PMP detailed diploma
 We focusing on Project Management (as middle management) topics so some practices
may differs from Senior Managers, Functional and Operations Managers point of view.
 We committed to PMI terminologies and definitions as we can regardless there is any
alternatives carry same meaning.
 Keep Questions after topic finished or raise it on Questions Board to be answered on
time.
 Always we have only one communication channels and no side talking without
permissions.
 In Management there is no true and false it’s always depends and there is many
alternative ways but in Exam think as PMI think.

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Course Schedule

Day Day Day Day

1 PMP Exam
2 Scope
3 Time
4
overview Management Management Quality
Management

PM Stakeholder Cost
Framework Management Management HR
Management

Day Day
5 Risk
6 Communication
Management Management

Procurement Integration
Management Management

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Training Objectives

 Become familiar with

 PMI
 PMP
 Other Project Management Certificates (IPMA, PRINCE2)
 Other PMI Certificates (CAMP,PMP, PgMP, PfMP, RMP, PMI- ACP , SP)
 http://www.greycampus.com/blog/project-management/pmp-vs-ipma-vs-prince2
 PMP Exam Requirements and Application Process
 PMBoK Guide Sections & How to read
 The Project Management Framework
 Define what a project is and what project management is.
 Understand the 10 project management knowledge areas.
 Define a project life cycle.
 Identify and define project stakeholders.
 Specify influences of organizational structures on project management.
 Highlight the skills required for a project manager.
 Define the Project Manager's responsibilities.
 Identify social-economic environmental influences to projects.
 Define the 5 process groups of project management.

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 ®
®

PMI P r o je

Project Management Institute

 Not for Profit Professional Association
 Established in 1969 by 5 volunteers
 Global Organization headquartered in Pennsylvania, USA
 With more than 700,000 members worldwide

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PMI credentials

 Certified Associate in Project Management (CAPM)

 Project Management Professional (PMP)

 Program Management Professional (PgMP)

 PMI Agile Certified Practitioner (PMI-ACP)

 PMI Risk Management Professional (PMI-RMP)

 PMI Scheduling Professional (PMI-SP)

 Portfolio Management Professional (PfMP)

 PMI Professional in Business Analysis (PMI-PBA)

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 ®

PMI-isms P r o je

These are globally recognized terminologies used by PMPs in

order to create a common language of understanding and
facilitate communication between stakeholders.

OPM3:
Is PMI’s organizational project manager’s maturity model,
designed to help organizations determine their level of maturity
in project management.

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PMP Exam

 There are currently 618,933 active PMP certified individuals and 272 chartered
chapters across 104 countries worldwide
Requirements: (Details in PMP Handbook)
 Demonstrated Experience
 Demonstrated Education
 Pass Examination
 Agree to Abide by the Code of Professional Conduct

 Process Groups Exam weight

 Initiating the project (13%)
 Planning the project (24%)
 Executing the project (30%)
 Monitoring and controlling the project (25%)
 Closing the project (8%)

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PMP Process

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PMP Requirements

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PMI Payments

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PMI Audit Process

 If your application is selected for an audit, you will be notified by email after payment of
the credential fee is received. The electronic audit notification provides detailed
information on how to comply with the terms of the audit.
 During an audit, you will be asked to submit supporting documentation such as:
 Copies of your diploma/global equivalent
 Signatures from your supervisor(s) or manager(s) from the project(s) recorded in the
experience verification section of the application
 Copies of certificates and/or letters from the training institute(s) for each course
recorded on the application to meet the required contact hours of project management
education

 PMI provides you with 90 days to submit the requested documentation.

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Some General Tips and Hints for Taking the Exam

 Read each question thoroughly. Really make sure you know what is asked for and do not hurry to answer.
 Be careful with negating questions, which use words like except, not and so on. Make sure you
understand the concept.*
 Words like integrate, coordinate, communicate, study, and similar words as well as their derivatives
(integrative, integration etc.) are good signals in answers that a statement may be accurate.
 Words like must, always etc. are more likely a signal of a bad statement. But be careful, things are
different in the Professional and social responsibility context: - You must always have a meeting planned
every other day. is probably not a good statement. - You must always maintain your professional integrity
is a good one.
 If you are unsure about an answer, remember that any unanswered question will score as a wrong one, so
that the better option is always to guess than to skip.
 If the question is really difficult: First identify those answers that you can eliminate. Then compare the
remaining answers again with the question.
 Write down formulas you learned during preparation, so that they are in front of you during the test and
you will not have to remember them by heart later

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PMBOK
 The Project Management Body of Knowledge (PMBOK) Guide provides and promotes a
common Language for discussing, writing, and applying project management.
 The PMBOK Guide is developed by PMI, and uses this document as a foundational project
management reference for its professional development programs.
 PMBOK 5th Edition released in June 2013.
 PMI would release an update version of the PMBOK Guide every 4 to 5 years.

Section I (1) The Project Management

Chapters 1 & 2 Framework
Section II (2) PROJECT MANAGEMENT PROCESSES
Chapter 3
Section III (3) The Project Management
Chapters 4–13 Knowledge Areas
Section IV (4) Appendices
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LET’S TAKE BREAK
See you After break, and Nice to see you today
Ibrahim Mashaal .
PMP
WWW.TADAFOQ.COM

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What is a Project ?

 A Project is a temporary endeavor undertaken to create a unique product,

service, or result.
 Temporary endeavor with a beginning and an end.
 Creates unique product, service or result.
 Is Progressively Elaborated.
 Differences between Projects and Operations
 Operations are on going and repetitive.
 Projects are temporary endeavor undertaken to create unique products or
services that are progressively elaborated.

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What is Project Management?

 The application of knowledge, skills, tools and techniques to project activities to

meet project requirements

Skills

Knowledge Techniques

Project Activities

Project Requirements

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Project Constrains

Every project is constrained by its:

Scope: What work will be done as part of the
project? What unique product, service, or
result does the customer or sponsor expect
from the project?

Time: How long should it take to complete

the project? What is the project’s schedule?

Cost: What should it cost to complete the

project? What is the project’s budget?

It is the project manager’s duty to balance these

three achieving high quality.

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Project Deliverables

 A tangible, verifiable product, result or capability to

perform a service that must be produced to complete
a process, phase, or project.
 A deliverable often marks the end of a phase of the
project
 Phase end = Phase exit, stage gates, Hand Off or kill
points

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Why Projects Initiated

 Projects are typically authorized as a result of one or more

of the following strategic considerations:
 A Market Demand
 An Organizational Need
 A Customer Request
 A Technological Advancement
 A Legal Requirement
 Social need

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Why Project Management?
Role of the Project Manager

 Ensures that policies, procedures and controls are reviewed and improved
 Ensures project stakeholders awareness for its scope of work
 Ensures involved parties' commitment
 Optimizes personnel effectiveness
 Identification of functional responsibilities to ensure that all activities are accounted for
 Minimize continuous reporting
 Measure accomplishment against plans
 Improve estimating capabilities for future planning
 Enhances the product or service quality.
 Minimize the cost of the project implementation.
 Reduces unplanned hours for project completion.
 Minimizes disruption of business operations.
 Early identification of problems so that corrective action may follow
 Knowing when objectives cannot be met or will be exceeded.

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Project, Program and Portfolio (1-3)

Program:
 A group of related projects managed in a coordinated way, eg.
Having an ERP for multiple customers or publishing a
newspaper.

Portfolio Management:
 managing a group of programs to achieve a specific strategic
business goal. The programs may not be related other than the
fact that they help in reaching a common business goal.

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Project, Program , and Portfolio (2-3)

Projects Programs Portfolios

Scope Projects have defined Have a larger scope and Portfolios have a business scope that changes
objectives. Scope is provide more significant with the strategic goals of the org
progressively elaborated benefits

throughout the life cycle

Change Project managers expect The program manager must Portfolio managers continually monitor changes
change and implement expect change from inside and in the broad environment
processes to keep change outside the program and be
managed and controlled prepared to manage it

Planning Project manages Program managers develop the Portfolio manages create and maintain
progressively elaborate overall program plan and necessary processes and communication
high level information into create high level plans to guide relative to the aggregate portfolio
detailed plans throughout detailed planning at the end of
the project life cycle the component level

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Project, Program , and Portfolio (3-3)

Projects Programs Portfolios

Management Project managers manage Program managers manage Portfolio managers may
the project team to meet the the program staff and the manage or coordinate
project objectives project managers ; they portfolio management staff
provide vision and overall
leadership

Success Success is measured by Success is measured by the Success is measured in

product and project quality , degree to which the program terms of aggregate
timelines , budget satisfies the needs and performance of portfolio
compliance, and degree of benefits for which it was components
customer satisfaction undertaken

Monitoring Project managers monitor Program managers monitor Portfolio managers monitor
and control the work of the progress of program aggregate performance
producing the products , components to ensure the and value indicators
services , results that the overall goals , schedules,
project was undertaken to budget& benefits of the
produce program will be met 25
Skills of a Project Manager

 • Leadership  • Political and cultural awareness

 • Team building  • Negotiation
 • Motivation  • Trust building
 • Communication  • Conflict management
 • Influencing  • Coaching.
 • Decision making

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Project Management Office (PMO)

 A department that centralizes the management of

projects. A PMO usually takes one of three roles:
 Project Support: Provide project management guidance
to project managers in business units.
 Project Management Process/Methodology: Develop and
implement a consistent and standardized process.
 Training: Conduct training programs or collect
requirements for an outside company.

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Standards and Regulations:

 A STANDARD is a “ document approved by a recognized body, that

provides, for common and repeated use, rules, guidelines, or
characteristics for products, processes or services with which
compliance is not mandatory. “ There are numerous standards in use
covering everything from thermal stability of hydraulic fluids to the
size of computer diskettes ”.

 A REGULATION is a “ government-imposed requirement, which specify

product, process or service characteristics, including the applicable
administrative provisions, with which compliance is mandatory.”
Building codes are an example of regulations.

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Organizational Structures

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Project Stakeholders
stakeholder is someone whose interest may be positively or negatively impacted by the
project.

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LET’S TAKE BREAK
See you After break, and Nice to see you today
Ibrahim Mashaal .
PMP
WWW.TADAFOQ.COM

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OPA , EEF

Organizational Process Assets (OPA)

Organizational process assets are the plans, processes,
policies, procedures, and knowledge bases specificto and
used by the performing organization.

Enterprise Environmental Factors (EEF)

conditions, not under the control of the project team, that influence,
constrain, or direct the project. Such as Organizational
culture, structure, and governance, industry standards,
Marketplace conditions, etc..

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Project Governance

Oversight function provides a comprehensive, consistent

method of controlling the project and ensuring its success by
defining and documenting and communicating reliable,
repeatable project practices.

Project governance framework provides the project manager

and team with structure, processes, decision-making models
and tools for managing the project, while supporting and
controlling the project for successful delivery

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Project Types based on Life Cycle

Predictive Life Cycles

(fully plan-driven)
Series of sequential or overlapping phases, with each phase
generally focusing on a subset of project activities and project
management processes..
Iterative and Incremental Life Cycles
Iterations develop the product through a series of repeated cycles,
while increments successively add to the functionality of the
product both iteratively and incrementally.
Adaptive Life Cycles (change-driven or agile methods)
Adaptive methods are also iterative and incremental, but differ in
that iterations are very rapid (usually with a duration of 2 to 4
weeks) and are fixed in time and cost.

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Impact of Variable Based on Project Time

Progressive Elaboration: the

project scope will be broadly
described early in the
project and made more
explicit and detailed with
time due to the team’s
better and more complete
understanding of objectives
and deliverables.

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Project Life Cycle (Phases-Iterations)

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Process Group / Areas Mapping (1/2)

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Process Group / Areas Mapping (2/2)

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 Q

WHO HAS THE MOST POWER IN a. The Project Manager

b. The functional manager
A PROJECTIZED ORGANIZATION?
c. The Team
d. They all share power

Answer A
 Q
THE PRODUCT LIFE CYCLE DIFFERS FROM THE
PROJECT LIFE CYCLE IN THAT THE PRODUCT
LIFE CYCLE: a. Doesn’t incorporate a methodology
b. Is different for each industry
c. Iterative & Incremental
d. Describes project management activities

Answer B
 Q
Q: A PROJECT MANAGER HAS VERY LITTLE PROJECT
EXPERIENCE BUT HE HAS BEEN ASSIGNED AS THE
PROJECT MANAGER OF A NEW PROJECT. BECAUSE a. Simple
HE WILL BE WORKING IN A MATRIX ORGANIZATION
b. Open and accurate
c. Complex
TO COMPLETE HIS PROJECT, HE CAN EXPECT
d. Hard to automate
COMMUNICATIONS TO BE:

Answer C
 Q

Q: A TEAM MEMBER OS TALKING TO ANOTHER

TEAM MEMBER COMPLAINING THAT MANY PEOPLE
a. The project manager
ARE ASKING HIM TO DO THINGS. IF HE WORKS IN b. The functional manager
A FUNCTIONAL ORGANIZATION WHO HAS POWER c. The team
TO GIVE DIRECTIONS TO THE TEAM MEMBER? d. They all share power

Answer B
 Q
ALL OF THE FOLLOWING ARE
CHARACTERISTICS OF A PROJECT a. Temporary
EXCEPT ? b. Definite beginning and end
c. Interrelated activities
d. Repeats itself every month

Answer D
THANK YOU
Presented By
Hope this course Help you to the way you manage successful projects Ibrahim Mashaal . PMP

WWW.TADAFOQ.COM

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