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Project Management Professional (PMP) Presented by : Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer Whatsup: +966558411183 Welcome  Trainers  Course : Nasser Almohimeed : Project Management. Professional - PMP Sessions 04:00 – 05:45 06:00 – 8:00 08:00 – 09:45 Course Instractions Project Management Certifications Content‎is‎based‎on‎“A‎Guide‎To‎The‎Project‎Management‎ Body‎Of‎Knowledge”‎Sixth Edition (PMBOK), and others sources. The owner: Project Management Institute (PMI) Not-for-profit professional association. primary goal is to advance the practice, science and profession of project management. Recognized since 1969 by working PMs. Headquartered in Pennsylvania USA. Fact File PMP Exam Requirements To be eligible for PMP Certification, you will need to demonstrate that you meet certain minimum criteria as below:  University Degree,  4,500 hours of project management experience,  35 hours of project management education.  High school diploma or equivalent  7,500 hours of project management experience,  35 hours of project management education. PMP Exam 200 questions. To pass, you have to answer 106 graded questions correctly out off 175. That translates to 61% *. There are 25 questions considered for use on future exams. However, they do not count toward your grade and you will not know which questions count and which‎don’t. Validity  The credential is valid for 3 Years.  Candidates must recertify every 3 years by earning 60 Professional Development Units (PDUs).  How to earn 60 PDU? Course or Training. Work as a Practitioner. Create Content. Give a Presentation. Organization Meetings. Volunteer. Read. Share Knowledge. 1. INTRODUCTION PROJECT MANAGEMENT Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 11 What is a Project Project is a temporary endeavor undertaken to create a unique product, service, or result. The end of the project is reached when 1. The project’s objectives have been achieved. 2. The objectives will not or cannot be met. 3. Funding is exhausted. 4. The need for the project no longer. 5. Terminated for legal cause or convenience. success 12 Fundamental elements of Project Projects drive change the project moving an organization from one state to another state. Projects enable business value creation By create benefits to Organization. Benefits my be tangible or intangible or both Project Initiation Context.  Meet legal, or social requirements;  Satisfy stakeholder requests.  Implement or change business or technological strategies.  Create, improve, or fix products, processes, or services Projects Vs. Operational Work Operations differ of:  Are ongoing.  Produce repetitive products, services, or results.  Operations work sustain the organization overtime. 13 14 Importance of Project management Project management Is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management enables organizations to execute projects effectively and efficiently Project May be managed as a stand-alone project, within a program, or within a portfolio. Portfolio Is a projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Program Group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. 15 Relation between Project, Program, Portfolio,& Operations Operations management concerned with ongoing production of goods and/or services. Program and project management focus on doing programs and projects the “right” way. Portfolio management focuses on doing the “right” programs and projects. 16 Relation between Project, Program, Portfolio,& Operations 17 Relation between Project, Program, Portfolio,& Operations Organizational Project Management (OPM). Defined as a framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives. Ensure that the organization undertakes the right projects. Allocates critical resources appropriately. Ensure that all levels in the organization understand the strategic vision, the initiatives that support the vision, the objectives, and the deliverables. 18 Relation between Project, Program, Portfolio,& Operations 19 Project Lifecycle Project life cycle Is the series of phases that a project passes through from its start to its completion. It provides the basic framework for managing the project. Project life cycles can be predictive or adaptive to accomplish the product. It is up to the project management team to determine the best life cycle for each project. Project Lifecycle Example 1 Example 2 21 Development Lifecycle Development life cycles: one or more phases that are associated with the development. Predictive life cycle (waterfall) scope, time, and cost are determined in the early phases. Iterative life cycle, the project scope is generally determined early, but time and cost estimates are routinely modified. Incremental life cycle, the deliverable is produced through a series of iterations that successively add functionality within a predetermined timeframe. Adaptive life cycles are agile or change-driven life cycles, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. hybrid life cycle is a combination of a predictive and an adaptive life cycle. 22 Development Lifecycle Phase Is a collection of logically related project activities described by attributes (Name, number, Duration, Resource requirements, etc.) Phase Gate A phase gate, is held at the end of a phase. The project’s‎performance‎and‎progress‎are‎compared‎to‎project‎ and business documents (business case, Project charter, Project management plan ,Benefits management plan). May be called (phase review, stage gate, kill point). A decision (e.g., go/no-go decision) is made Depending on the organization. 23 Project Management Processes Project Management Processes Every project management process produces one or more outputs from one or more inputs by using appropriate project management tools and techniques. Project management processes are logically linked by the outputs they produce. Processes may contain overlapping activities that occur throughout the project. 24 Project Management Processes Project Management Process Group is a logical grouping of project management processes to : Initiating - Planning - Executing - Monitoring and Controlling – And Closing Process Group. Project management Knowledge Areas: Integration Management Scope Management. - Schedule Management - Cost Management. Quality Management - Resource Management. - Communications Management. - Risk Management - Procurement Management. Stakeholder Management.. Processes generally fall into one of three categories:  Used once or at predefined points in the project.  Processes that are performed periodically as needed  Processes that are performed continuously throughout the project. 25 Knowledge Areas Project Integration Management Initiating Planning 4.1 Develop 4.2 Develop Project Management Plan Project Charter Project Scope Management Project Management Process Groups Executing Monitoring and Controlling Closing 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule Management 5.5 Validate Scope 5.6 Control Scope Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budge 7.4 Control Costs Project Quality Management Project Resource Management 8.1 Plan Quality Management Project Schedule Management 8.2 Manage Quality 9.1 Plan Resource Management 9.2 Estimate Activity Resources Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management 6.6 Control Schedule 13.1 Identify Stakeholders 8.3 Control Quality 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 10.1 Plan Communications Management 10.2 Manage Communications 9.6 Control Resources 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Engagement 13.4 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 10.3 Monitor Communications 26 Project Management Processes Project Management Data and Information Project data are regularly collected and analyzed throughout the project life cycle Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Work performance information. The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas Work performance reports. The physical or electronic representation of work performance information. 27 Project Management Processes 28 Project Management Processes TAILORING is a selection of the appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases. Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk. The project manager collaborates with the project team, sponsor, organizational management, or some combination thereof. 29 Project Management Business Documents Project Business Documents Project business case: A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. Project benefits management plan: Is the document that describes how and when the benefits of the project will be delivered, and describes the mechanisms that should be in place to measure those benefits. A project benefit is defined as an outcome of actions, behaviors, products, services, or results that provide value to the sponsoring. 30 Assessment and Critical Business/Project Documents 31 Project Management Business Documents Project Charter And Project Management Plan The project charter Is defined as a document issued by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The project management plan Is defined as the document that describes how the project will be executed, monitored, and controlled. 32 Project Management Business Documents Project Success Measures Completing the project benefits management plan. Meeting the agreed-upon financial measures documented in the business case. Meeting business case nonfinancial objectives. Completing movement of an organization from its current state to the desired state. Fulfilling contract terms and conditions. Meeting organizational strategy, goals, and objectives. Achieving stakeholder satisfaction. Achieving agreed-upon quality of delivery. Meeting governance criteria. Achieving other agreed-upon success measures or criteria (e.g., process throughput). Traditionally: Time / Cost / Scope are most important 2. THE ENVIRONMENT IN WHICH PROJECT OPERATE Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 34 Project Environment 35 Project Environment Enterprise environmental factors Refer to conditions, not under the control of the project team, that influence, constrain, or direct the project positive or negative. Internal EEFs Examples: External EEFs Examples: Resource availability. Employee capability. Infrastructure. Information technology software. Organizational culture, structure, and governance. Geographic distribution of facilities and resources. Marketplace conditions. Social and cultural influences and issues. Legal restrictions. Commercial databases. Government or industry standards. Financial considerations. Physical environmental elements. 36 Project Environment Organizational process assets - OPA Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. Processes, policies, and procedures Organizational knowledge bases 37 Project Environment OPA- Processes, Policies, And Procedures 1 Related to Initiating and Planning 2 Executing, Monitoring, and Controlling: 3 Related to Closing 4 OPA- Organizational knowledge bases Configuration management knowledge repositories. Financial data repositories. Historical information and lessons learned knowledge repositories Issue and defect management data. Data repositories for metrics and measurement. Project files from previous projects. 38 Organizational Governance Refers to organizational or structural arrangements at all levels of an organization designed‎to‎determine‎and‎influence‎the‎behavior‎of‎the‎organization’s‎members. Includes consideration of people, roles, structures, and policies. Requires providing direction and oversight through data and feedback. Governance Framework Includes but is not limited to: Relationships. Rules. Systems. Policies. Procedures. Processes. Norms. 39 Governance of Portfolios, Programs, and Projects Project governance refers to the framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals. A governance framework should be tailored to the organizational culture, types of projects, and the needs of the organization in order to be effective. 40 Organizational Structure type Structure Type PM Authority PM Role Resource Av. Manages Budget Organic or Simple L or none Part-time; may or may not be a designated job role like coordinator L or none Owner Functional L or none Part-time; may or may not be a designated job role like coordinator L or none Project-oriented H to almost total Full-time designated job role H to almost total PM Matrix – strong Moderate to high Full-time designated job role M to H PM Matrix – weak L Part-time; done as part of another job and not a designated job role like coordinator L FM Matrix – balanced L to moderate Part-time; embedded in the functions as a skill and may not be a designated job role like coordinator L to moderate Multi-divisional L or none Part-time; may or may not be a designated job role like coordinator L or none Virtual L to moderate Full-time or part-time L to moderate Hybrid PMO Mixed H to total Mixed Full-time designated job role Mixed H to almost total FM Mixed FM Mixed Mixed PM 41 Organizational Structure type 42 Project management office PMO Project management office PMO is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques Controlling Provide support and require compliance The degree of control is moderate. Supportive Directive Provide a consultative role by supplying templates, best practices, training, access to information, and lessons learned from other projects. Directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control is high. 43 Project management office PMO A primary function of a PMO is to support project managers by: Managing shared resources across all projects. Identifying and developing project management methodology, best practices, and standards. Coaching, mentoring, training, and oversight. Monitoring project compliance and project audits. Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets). Coordinating communication across projects. 3. THE ROLE OF PROJECT MANAGER Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer The Project Manager Competency Project manager is the person assigned by the performing organization to lead the team responsible for achieving the project objectives. The Project Manager Competency PMI studies applied the Project Manager Competency Development (PMCD) Framework to the skills needed by project managers through the use of The PMI Talent Triangle. Technical project management. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. Strategic and business management. The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes. Leadership The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals. The Project Manager Competency LEADERSHIP Leadership skills involve the ability to guide, motivate, and direct a team. include essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Dealing with people A project manager applies leadership skills and qualities when working with all project stakeholders, including the project team, the steering team, and project sponsors. 48 Leadership styles Laissez-faire: allowing the team to make their own decisions and establish their own goals. Transactional: focus on goals, feedback, and accomplishment to determine rewards; management by exception. Project Manager Servant leader: demonstrates commitment to serve and put other people first; focuses on other people’s‎growth, learning, development, autonomy, and well-being; concentrates on relationships, community and collaboration. 49 Leadership styles Transformational: empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration. Charismatic: able to inspire; is high-energy, enthusiastic, selfconfident; holds strong convictions. Project Manager Interactional: a combination of transactional, transformational, and charismatic. 50 Manager vs Leader Project managers need to employ both leadership and management in order to be successful. Management 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Direct using positional power Maintain Administrate Focus on systems and structure Rely on control Focus on near-term goals Ask how and when Focus on bottom line Accept status quo Do things right Focus on operational issues and problem solving Leadership 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Guide, influence, and collaborate using relational power Develop Innovate Focus on relationships with people Inspire trust Focus on long-range vision Ask what and why Focus on the horizon Challenge status quo Do the right things Focus on vision, alignment, motivation, and inspiration 51 Perform Integration Integration is a critical skill for project managers. Integration and execution of the strategy. When working with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas. A B C D Integration of processes, knowledge, and people. By guiding the team to work together to focus on what is really essential at the project level. 4. PROJECT INTEGRATION MANAGEMENT Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 53 Project Integration Management Project Integration Management Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. Includes making choices about: Resource allocation. Balancing competing demands. Examining any alternative approaches. Tailoring the processes to meet objectives. Managing the interdependencies among the Project Management Knowledge Areas 54 Knowledge Areas Project Integration Management Initiating Planning 4.1 Develop 4.2 Develop Project Management Plan Project Charter Project Scope Management Project Management Process Groups Executing Monitoring and Controlling Closing 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule Management 5.5 Validate Scope 5.6 Control Scope Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budge 7.4 Control Costs Project Quality Management Project Resource Management 8.1 Plan Quality Management Project Schedule Management 8.2 Manage Quality 9.1 Plan Resource Management 9.2 Estimate Activity Resources Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management 6.6 Control Schedule 13.1 Identify Stakeholders 8.3 Control Quality 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 10.1 Plan Communications Management 10.2 Manage Communications 9.6 Control Resources 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 10.3 Monitor Communications 55 Key concepts for Project Integration Management Project Management it is the specific responsibility of the Projects and project project manager and it cannot be delegated or transferred. management are integrative 01 02 Project manager combines the results from all the other Knowledge Areas to provide an overall view of the project.. by nature 03 04 The project manager is ultimately responsible for the project as a whole 56 Key concepts for Project Integration Management Tailoring consideration Because each project is unique, the project manager may need to tailor the way that Project Integration Management Project life cycle Development life cycle. Management approaches Knowledge management. Change Governance Lessons learned Benefits A B C D 57 4.1 Develop Project Charter Develop Project Charter Inputs 1 Business documents ‎Business‎case ‎Benefits‎management‎plan Tools & Techniques 1 Expert judgment.1 Project charter 2 Data gathering.2 Assumption log ‎Brainstorming 2 Agreements ‎Focus‎groups 3 EEF ‎Interviews 4 OPA Outputs 3 Interpersonal and team skills ‎Conflict‎management ‎Facilitation ‎Meeting‎management 4 Meetings PURHASE Project Integration Management 4.1 Develop Project Charter Input 01 02 03 04 Business documents Agreements They are used to define initial intentions for a project. Agreements May take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements.  A contract is used when a project is being performed for an external customer. Enterprise Environmental Factor Organization Process Asset 58 Project Integration Management 4.1 Develop Project Charter Tools & Techniques 01 Expert judgment 02  Defined as judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed.  Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training. Data Gathering Brainstorming Is used to identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator. Brainstorming comprises two parts: idea generation and analysis. 59 Project Integration Management 4.1 Develop Project Charter Tools & Techniques 02 Data Gathering Focus group Bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview. Interviews Are used to obtain information on high-level requirements, assumptions or constraints, approval criteria, and other information from stakeholders by talking directly to them. 60 Project Integration Management 4.1 Develop Project Charter Tools & Techniques 02 03 04 Interpersonal and team skills Conflict management Can be used to help bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description, summary milestones, and other elements of the charter. Facilitation The ability to effectively guide a group event to a successful decision. A facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all contributions are considered, that conclusions or results have full buy-in. Meeting management Includes preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and preparing and sending the follow-up minutes and actions. Meetings meetings are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, and other summary information. 61 Project Integration Management 4.1 Develop Project Charter Output 01 02 Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities Assumption Log High-level strategic and operational assumptions and constraints. Lower-level activity and task assumptions (technical specifications, estimates, the schedule, risks) The assumption log is used to record all assumptions and constraints throughout the project life cycle. 62 Project Integration Management Project Charter Project charter documents the high-level information on the project such as: Project purpose; Measurable project objectives and related success criteria; High-level requirements; Overall project risk; Summary milestone schedule; Preapproved financial resources; Key stakeholder list; Name and authority of the sponsor or other person(s) authorizing the project charter. 63 64 4.2 Develop Project Management Plan Develop Project Management Plan Inputs Inputs Tools & Techniques Outputs 1 Project charter 1 Expert judgment 2 Outputs from other processes 2 Data gathering 3 EEF ‎Brainstorming 4 OPA ‎Checklists ‎Focus‎groups ‎Interviews 3 Interpersonal and team skills ‎Conflict‎management ‎Facilitation ‎Meeting‎management PURHASE 4 Meetings Outputs 1 Project management plan Project Integration Management 4.2 Develop Project Management Plan Input 01 02 Project charter Outputs from other processes 03 04 Subsidiary plans All baselines Enterprise Environmental Factor Organization Process Asset 65 Project Integration Management 4.2 Develop Project Management Plan Tools & Techniques 01 02 03 04 Expert judgment Data gathering Brainstorming Focus group Interviews Checklists:A checklist may guide the project manager to develop the plan or may help to verify that all the required information is included in the project management plan. Interpersonal and team skills Conflict management Facilitation Meeting management Meetings 66 Project Integration Management 4.2 Develop Project Management Plan Output 01 Project Management Plan is the document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project Project baselines: Scope baseline. Schedule baseline. Cost baseline. Additional components as: Change management plan Configuration management plan Management reviews Subsidiary plans as: Scope plan, Schedule management plan, Etc. 67 Project Integration Management Project Management Plan 1. Scope management plan 2. Requirements management plan 3. Schedule management plan 4. Cost management plan 5. Quality management plan 6. Resource management plan 7. Communications management plan 8. Risk management plan 9. Procurement management plan 10. Stakeholder engagement plan 11. Change management plan 12. Configuration management plan 13. Scope baseline 14. Schedule baseline 15. Cost baseline 16. Performance measurement baseline 17. Project life cycle description 18. Development approach Project Documents 1. Activity attributes 2. Activity list 3. Assumption log 4. Basis of estimates 5. Change log 6. Cost estimates 7. Cost forecasts 8. Duration estimates 9. Issue log 10. Lessons learned register 11. Milestone list 12. Physical resource assignments 13. Project calendars 14. Project communications 15. Project schedule 16. Project schedule network diagram 17. Project scope statement 18. Project team assignments 19. Quality control measurements 20. Quality metrics 21. Quality report 22. Requirements documentation 23. Requirements traceability matrix 24. Resource breakdown structure 25. Resource calendars 26. Resource requirements 27. Risk register 28. Risk report 29. Schedule data 30. Schedule forecasts 31. Stakeholder register 32. Team charter 33. Test and evaluation documents 68 69 4.3 Direct and Manage Project Work 4.3 Direct and Manage Project Work Inputs.1 Project management plan ‎Any‎component.2 Project documents ‎Change‎log ‎Lessons‎learned‎register ‎Milestone‎list ‎Project‎communications Outputs Tools & Techniques.1 Expert judgment.1 Deliverables.2 Project management information.2 Work performance data system.3 Issue log.3 Meetings.4 Change requests.5 Project management plan updates ‎Any‎component.6 Project documents updates ‎Project‎schedule ‎Activity‎list ‎Requirements‎traceability matrix ‎Assumption‎log ‎Risk‎register ‎Lessons‎learned‎register ‎Risk‎report ‎Requirements documentation.3 Approved change requests ‎Risk‎register.4 EEF ‎Stakeholder‎register.5 OPA.7 OPA updates Project Integration Management 4.3 Direct and Manage Project Work Input 01 Project management plan 02 Project documents ‎Change‎log ‎Project‎schedule ‎Requirements‎traceability‎matrix ‎Lessons‎learned‎register ‎Milestone‎list ‎Risk‎register ‎Risk‎report ‎Project‎communications 03 Approved change requests an output of the Perform Integrated Change Control process, 04 EEFs. 05 OPA. 70 Project Integration Management 4.3 Direct and Manage Project Work 01 02 03 Tools & Techniques Expert judgment Project Management Information System(PMIS) Is part of the environmental factors, provides access to tools : scheduling tool - configuration management system - information collection and distribution system - Interfaces to other online automated systems. Meetings 71 Project Integration Management 4.3 Direct and Manage Project Work 01 02 03 Output Deliverable: deliverable is any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Work performance data: are the raw observations and measurements identified during activities being performed to carry out the project work. Issue log: is a project document where all the issues are recorded and tracked Project communications. 72 Project Integration Management 4.3 Direct and Manage Project Work 04 Output Change Requests Corrective action. An intentional activity that realigns the performance of the project work with the project management plan. Preventive action. An intentional activity that ensures the future performance of the project work is aligned with the plan. Defect repair. An intentional activity to modify a nonconforming product or product component. Updates. Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content. 05 06 07 Project management plan updates Project document updates Organizational process assets updates 73 Project Integration Management 4.4 Manage Project Knowledge Manage Project Knowledge the process of using existing knowledge and creating new knowledge to achieve the‎project’s‎objectives and contribute to organizational learning. The Key Benefit are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. 74 75 4.4 Manage Project Knowledge 4.4 Manage Project Knowledge Inputs 1 Project management plan ‎All‎components 2 Project documents ‎Lessons‎learned‎register Tools & Techniques 1 Expert judgment 1 Lessons learned register 2 Knowledge management 2 Project management plan 3 Information management updates 4 Interpersonal and team skills ‎Any‎component ‎Project‎team‎assignments ‎Active‎listening ‎Resource‎breakdown structure ‎Facilitation ‎Source‎selection‎criteria ‎Leadership ‎Stakeholder‎register ‎Networking 3 Deliverables 4 EEF 5 OPA Outputs ‎Political‎awareness 3 OPA update Project Integration Management 4.4 Manage Project Knowledge 01 Project management plan. 02 Project documents. 03 Lessons learned register Project team assignments Resource breakdown structure Source selection criteria Stakeholder register Input Deliverables. Deliverable is any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. 04 EEFs. 05 OPA. 76 Project Integration Management 4.4 Manage Project Knowledge 01 2 3 4 Tools & Techniques Expert judgment Knowledge management tools and techniques connect people so they can work together to create new knowledge. Information management Interpersonal and team skills Active listening. Facilitation. Leadership. Networking. Allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge. Political awareness. Helps the project manager to plan communications based on the project environment‎as‎well‎as‎the‎organization’s‎political‎environment. 77 Project Integration Management 4.4 Manage Project Knowledge Output 01 Lessons learned register can include  the category and description of the situation  the impact, recommendations, and proposed actions associated with the situation.  record challenges, problems, realized risks and opportunities, or other content as appropriate. 02 Project management plan updates 03 OPA updates 78 79 4.5 Monitor and Control Project Work 4.5 Monitor and Control Project Work Inputs Outputs Tools & Techniques 1 Project management plan.1 Expert judgment 1 Work performance reports 2 Project documents.2 Data analysis 2 Change requests ‎Assumption‎log ‎Alternatives‎analysis 3 Project management plan ‎Cost-benefit analysis updates ‎Issue‎log ‎Earned‎value‎analysis 4 Project documents updates ‎Lessons‎learned‎register ‎Root‎cause‎analysis ‎Cost‎forecasts ‎Milestone‎list ‎Trend‎analysis ‎Issue‎log ‎Quality‎reports ‎Variance‎analysis ‎Lessons‎learned‎register ‎Basis‎of‎estimates ‎Cost‎forecasts ‎Risk‎register ‎Risk‎report ‎Schedule‎forecasts.3 Work performance information.4 Agreements.5 Enterprise environmental factors.6 Organizational process assets.3 Decision making ‎Risk‎register.4 Meetings ‎Schedule‎forecasts 80 Project Integration Management 4.5 Monitor and Control Project Work Input 01 Project management plan 02 Project documents ‎Assumption‎log ‎Basis‎of‎estimates ‎Cost‎forecasts ‎Issue‎log ‎Lessons‎learned‎register 03 ‎Milestone‎list ‎Quality‎reports ‎Risk‎register ‎Risk‎report ‎Schedule‎forecasts Work performance information  It is gathered through work execution and passed to the controlling processes.  To become work performance information, the work performance data are compared with the project management plan components, project documents, and other project variables. 04 Agreements 05 EEFs 06 OPA Project Integration Management 4.5 Monitor and Control Project Work Tools & Techniques 01 02 Expert judgment Data analysis Alternatives analysis. is used to select the corrective actions or a combination of corrective and preventive actions to implement when a deviation occurs. Cost-benefit analysis. helps to determine the best corrective action in terms of cost in case of project deviations. Earned value analysis. provides an integrated perspective on scope, schedule, and cost performance. Root cause analysis. focuses on identifying the main reasons of a problem. It can be used to identify the reasons for a deviation and the areas the project manager should focus on in order to achieve the objectives of the project. 81 Project Integration Management 4.5 Monitor and Control Project Work Tools & Techniques 02 Data analysis Trend analysis.  It is used to forecast future performance based on past results.  It looks ahead in the project for expected slippages and warns the project manager ahead of time that there may be problems later in the schedule if established trends persist.  This information is made available early enough in the project timeline to give the project team time to analyze and correct any anomalies.  The results of trend analysis can be used to recommend preventive actions if necessary. 82 Project Integration Management 4.5 Monitor and Control Project Work Tools & Techniques 02 Data analysis Variance analysis. Reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics. 03 Decision making Voting, It can include making decisions based on unanimity, majority, or plurality. 04 Meetings 83 Project Integration Management 4.5 Monitor and Control Project Work Output 01 Work performance reports 02 Change requests 03 Project management plan updates Project documents updates ‎Cost‎forecasts ‎Issue‎log ‎Lessons‎learned‎register ‎Risk‎register ‎Schedule‎forecasts 84 85 4.6 Perform Integrated Change Control 4.6 Perform Integrated Change Control Inputs Tools & Techniques Outputs.1 Expert judgment.1 Approved change requests ‎Change‎management‎plan.2 Change control tools.2 Project management plan updates ‎Configuration‎management plan.3 Data analysis.1 Project management plan ‎Scope‎baseline ‎Alternatives‎analysis ‎Schedule‎baseline ‎Cost-benefit analysis ‎Cost‎baseline.2 Project documents.4 Decision making ‎Voting ‎Basis‎of‎estimates ‎Autocratic‎decision‎making ‎Requirements‎traceability matrix ‎Multi-criteria decision analysis ‎Risk‎report.3 Work performance reports.4 Change requests.5 Enterprise environmental factors.6 Organizational process assets.5 Meetings ‎Any‎component.3 Project documents updates ‎Change‎log Project Integration Management 4.6 Perform Integrated Change Control Input 01 Project management plan 02 Project documents. 03 Work performance reports. Reports of particular interest to the Perform Integrated Change Control process include resource availability, schedule and cost data, earned value reports, and burn-up or burn-down charts. 04 Change requests. 05 EEFs. 06 OPA. 86 Project Integration Management 4.6 Perform Integrated Change ControlTools & Techniques 01 02 EXPERT JUDGMENT In addition‎to‎the‎project‎management‎team’s‎expert‎judgment,‎stakeholders‎may‎be‎ asked to provide their expertise and maybe asked to sit on the change control board (CCB). CHANGE CONTROL TOOLS Tools are used to manage the change requests and the resulting decisions. It should support the following configuration management activities:  Identify configuration item.  Record and report configuration item status.  Perform configuration item verification and audit. 87 Project Integration Management 4.6 Perform Integrated Change Control Tools & Techniques 03 04 05 DATA ANALYSIS Alternatives analysis. Cost-benefit analysis. DECISION MAKING Voting.  Voting can take the form of unanimity, majority, or plurality to decide on whether to accept, defer, or reject change requests. Autocratic decision making.  One individual takes the responsibility for making the decision for the entire group. Multi-criteria decision analysis.  This technique uses a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to a set of predefined criteria. MEETINGS 88 Project Integration Management 4.6 Perform Integrated Change Control Output 01 APPROVED CHANGE REQUESTS Approved change requests will be implemented through the Direct and Manage Project Work process. All change requests are recorded in the change log as a project document update. 02 PROJECT MANAGEMENT PLAN UPDATES 03 PROJECT DOCUMENTS UPDATES. 89 Project Integration Management 4.7 Close Project or Phase the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. Actions and activities necessary to satisfy completion or exit criteria for the phase or project Making certain that all documents and deliverables are up-to-date and that all issues are resolved. Confirming the delivery and formal acceptance of deliverables by the customer. Ensuring that all costs are charged to the project. Closing project accounts. Reassigning personnel. Dealing with excess project material. Reallocating project facilities, equipment, and other resources. Elaborating the final project reports as required by organizational policies. 90 91 4.7 Close Project or Phase 4.7 Close Project or Phase Inputs 1 Project charter 2 Project management plan 3 Project documents ‎Assumption‎log ‎Basis‎of‎estimates ‎Change‎log ‎Issue‎log ‎Lessons‎learned‎register ‎Milestone‎list ‎Project‎communications ‎Quality‎control measurements ‎Quality‎reports ‎Requirements documentation ‎Risk‎register ‎Risk‎report 4 Accepted deliverables 5 Business documents ‎Business‎case ‎Benefits‎management‎plan 6 Agreements 7 Procurement documentation 8 Organizational process assets Outputs Tools & Techniques.1 Expert judgment.2 Data analysis ‎Document‎analysis ‎Regression‎analysis.1 Project documents updates ‎Lessons‎learned‎register.2 Final product, service, or result transition ‎Trend‎analysis.3 Final report ‎Variance‎analysis.4 Organizational process assets.3 Meetings updates Project Integration Management 4.7 Close Project or Phase Input 01 PROJECT CHARTER 02 PROJECT MANAGEMENT PLAN 03 PROJECT DOCUMENTS 04 ACCEPTED DELIVERABLES. 05 BUSINESS DOCUMENTS. 06 AGREEMENTS. 07 PROCUREMENT DOCUMENTATION. 08 OPA. 92 Project Integration Management 4.7 Close Project or Phase Tools & Techniques 01 EXPERT JUDGMENT 02 DATA ANALYSIS Document analysis. Regression analysis. Analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects. Trend analysis. Variance analysis. 03 MEETINGS 93 4.7 Close Project or Phase Output 01 PROJECT DOCUMENTS UPDATES 02 FINAL PRODUCT, SERVICE, OR RESULT TRANSITION 03 04 FINAL REPORT The final report provides a summary of the project performance. OPA UPDATES Project Integration Management 94 5. PROJECT SCOPE MANAGEMENT Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 96 Project Scope Management Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. primarily concerned with defining and controlling what is and is not included in the project. 97 Knowledge Areas Project Integration Management Initiating Planning 4.1 Develop 4.2 Develop Project Management Plan Project Charter Project Scope Management Project Management Process Groups Executing Monitoring and Controlling Closing 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule Management 5.5 Validate Scope 5.6 Control Scope Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budge 7.4 Control Costs Project Quality Management Project Resource Management 8.1 Plan Quality Management Project Schedule Management 8.2 Manage Quality 9.1 Plan Resource Management 9.2 Estimate Activity Resources Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management 6.6 Control Schedule 13.1 Identify Stakeholders 8.3 Control Quality 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 10.1 Plan Communications Management 10.2 Manage Communications 9.6 Control Resources 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 10.3 Monitor Communications 98 Key concepts for Project Scope Management The term “scope” can refer to: Product scope. The features and functions that characterize a product, service, or result. Project scope. The work performed to deliver a product, service, or result with the specified features and functions.‎The‎term‎“project‎ scope”‎is‎sometimes‎viewed‎as‎including‎ product scope.  Project scope completion is measured against the project management plan.  product scope completion is measured against the product requirements  The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. 99 Key concepts for Project Scope Management TAILORING CONSIDERATIONS Knowledge and requirements management. Validation and control. Development approach. Stability of requirements. Governance. Scope Creep (requirement creep, function creep) Refers to changes, continuous or uncontrolled growth in a project’s scope. It occurs when the scope of a project is not properly defined, documented, or controlled. Gold Plating concept Giving the customer more than what he originally asked for. 100 Project Scope Management 5.1 Plan Scope Management 5.1 Plan Scope Management Inputs Tools & Techniques Outputs 1 Project charter.1 Expert judgment 1 Scope management plan 2 Project management plan.2 Data analysis 2 Requirements management plan ‎Quality‎management‎plan ‎Project‎life‎cycle‎description ‎Development‎approach 3 Enterprise environmental factors 4 Organizational process assets ‎Alternatives‎analysis.3 Meetings 101 Project Scope Management 5.1 Plan Scope Management Input 01 PROJECT CHARTER 02 PROJECT MANAGEMENT PLAN 03 04 Quality management plan Project life cycle description Development approach ENTERPRISE ENVIRONMENTAL FACTORS ORGANIZATIONAL PROCESS ASSETS 102 Project Scope Management 5.1 Plan Scope Management Tools & Techniques 01 02 03 Expert judgment Data Analysis Alternatives analysis Meetings 103 Project Scope Management 5.1 Plan Scope Management Output 01 SCOPE MANAGEMENT PLAN Component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated; 02 REQUIREMENTS MANAGEMENT PLAN  Component of the project management plan that describes how project and product requirements will be analyzed, documented, and managed.  Some organizations refer to it as a business analysis plan. 104 Project Scope Management 5.2 Collect Requirements 5.2 Collect Requirements Inputs.1 Project charter.2 Project management plan ‎Scope‎management‎plan ‎Requirements‎management plan ‎Stakeholder‎engagement plan.3 Project documents ‎Assumption‎log ‎Lessons‎learned‎register ‎Stakeholder‎register.4 Business documents ‎Business‎case.5 Agreements.6 Enterprise environmental factors.7 Organizational process assets Outputs Tools & Techniques.1 Expert judgment.2 Data gathering ‎Brainstorming ‎Interviews ‎Focus‎groups ‎Questionnaires‎and surveys ‎Benchmarking.3 Data analysis ‎Document‎analysis.4 Decision making ‎Voting ‎Multicriteria decision analysis.5 Data representation ‎Affinity‎diagrams ‎Mind‎mapping.6 Interpersonal and team skills ‎Nominal‎group‎technique ‎Observation/conversation ‎Facilitation.7 Context diagram.8 Prototypes.1 Requirements documentation.2 Requirements traceability matrix 105 Project Scope Management 5.2 Collect Requirements Input 01 02 03 PROJECT CHARTER PROJECT MANAGEMENT PLAN Scope management plan. Requirements management plan. Stakeholder engagement plan. PROJECT DOCUMENTS Assumption Log. Lessons learned register. Stakeholder Register. 04 BUSINESS DOCUMENTS 05 AGREEMENTS 06 EEF 07 OPA 106 Project Scope Management 5.2 Collect Requirements 01 Tools & Techniques DATA GATHERING Brainstorming. generate and collect multiple ideas related to project and product requirements. Focus groups. bring together stakeholders and subject matter experts to learn about their expectations. Interviews. Formal/ informal approach to elicit information from stakeholders by talking to them directly. Questionnaires & surveys. sets of questions designed to quickly accumulate information Benchmarking comparing actual or planned products, to those of comparable organizations to identify best practices, generate ideas for improvement. 107 Project Scope Management 5.2 Collect Requirements 02 03 04 Tools & Techniques EXPERT JUDGMENT DATA ANALYSIS Document analysis: reviewing and assessing any relevant documented information to elicit requirements by analyzing existing documentation and identifying information relevant to the requirements. DECISION MAKING Voting. Unanimity - everyone agrees on a single course of action. Majority – More than 50% of the members agree. Plurality. – Largest block in a group decides. Autocratic decision making one individual takes responsibility for making the decision. Multi-criteria decision analysis uses a decision matrix to provide a systematic analytical approach for establishing criteria to evaluate and rank many ideas. 108 Project Scope Management 5.2 Collect Requirements 05 06 07 Tools & Techniques DATA REPRESENTATION Affinity diagrams - large numbers of ideas to be classified into groups for review and analysis. Mind mapping - consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas. INTERPERSONAL AND TEAM SKILLS Nominal group technique Observation/conversation Facilitation. Prototypes providing a model of the expected product before actually building it, to obtaining early feedback on requirements 109 Affinity Diagram 110 111 Mind Map Project Scope Management 5.2 Collect Requirements 08 CONTEXT DIAGRAM Visually depict the product scope by showing a business system, and how people and other systems (actors) interact with it. Tools & Techniques 112 Project Scope Management 5.2 Collect Requirements 01 Output REQUIREMENTS DOCUMENTATION  Business requirements. describe the higher-level needs of the organization as a whole.  Stakeholder requirements. describe needs of a stakeholder or stakeholder group.  Solution requirements. describe features, functions, and characteristics of the product, service, or result that will meet the business and stakeholder requirements. Functional Ex: actions, processes, data, and interactions that the product should execute Nonfunctional Ex: reliability, security, performance, safety, level of service, supportability, retention.  Transition and readiness requirements.  Project requirements.  Quality requirements. Ex: include tests, certifications, validations, etc. 113 Project Scope Management 5.2 Collect Requirements 02 Requirements Traceability Matrix Output 114 Project Scope Management 5.3 Define Scope 5.3 Define Scope Inputs Tools & Techniques Outputs 1 Project charter.1 Expert judgment 1 Project scope statement 2 Project management plan.2 Data analysis 2 Project documents updates ‎Scope‎management‎plan 3 Project documents ‎Assumption‎log ‎Requirements documentation ‎Risk‎register 4 Enterprise environmental factors 5 Organizational process assets ‎Alternatives‎analysis.3 Decision making ‎Multicriteria decision analysis.4 Interpersonal and team skills ‎Facilitation.5 Product analysis ‎Assumption‎log ‎Requirements documentation ‎Requirements‎traceability matrix ‎Stakeholder‎register 115 Project Scope Management 5.3 Define Scope Input 01 PROJECT CHARTER 02 PROJECT MANAGEMENT PLAN Assumption log: identifies assumptions and constraints about the product, project, environment, stakeholders, and other factors that can influence the project Requirements documentation. Risk register. 03 ENTERPRISE ENVIRONMENTAL FACTORS ORGANIZATIONAL PROCESS ASSETS 04 116 Project Scope Management 5.3 Define Scope 01 02 Tools & Techniques EXPERT JUDGMENT DATA ANALYSIS Alternatives analysis can be used to evaluate ways to meet the requirements and the objectives identified in the charter. 03 DECISION MAKING 04 INTERPERSONAL AND TEAM SKILLS 05 PRODUCT ANALYSIS 117 Project Scope Management 5.3 Define Scope Tools & Techniques Product Analysis 118 Project Scope Management 5.3 Define Scope Project scope statement Output 119 Project Scope Management 5.3 Define Scope 01 02 Output PROJECT SCOPE STATEMENT  Description of the project scope, major deliverables, assumptions, and constraints. It contains a detailed description of the scope components.  The detailed project scope statement includes: Product scope description. Deliverables. Acceptance criteria. Project exclusions. PROJECT DOCUMENTS UPDATES Assumption log. Requirements documentation. Requirements traceability matrix. Stakeholder register. 120 121 Statement Of Work VS Scope Statement Project Scope Management 5.4 Create WBS 5.4 Create WBS Inputs.1 Project management plan ‎Scope‎management‎plan.2 Project documents ‎Project‎scope‎statement ‎Requirements documentation.3 Enterprise environmental factors.4 Organizational process assets Tools & Techniques Outputs.1 Expert judgment.1 Scope Baseline.2 Decomposition.2 Project documents updates ‎Assomption log ‎Requirements documentation 122 Project Scope Management 5.4 Create WBS CREATE WBS IS the process of subdividing project deliverables and project work into smaller, more manageable components. WBS is a hierarchical decomposition of the total scope of work. specified in the current approved project scope statement. The 100% Rule: the sum of the work at the "child" level must equal 100% of the work represented‎by‎the‎"parent“. 123 Project Scope Management 5.4 Create WBS 01 02 Input PROJECT MANAGEMENT PLAN PROJECT DOCUMENTS Project scope statement. Requirements documentation. 03 ENTERPRISE ENVIRONMENTAL FACTORS (EEF) 04 ORGANIZATIONAL PROCESS ASSETS (OPA) 124 Project Scope Management 5.4 Create WBS Tools & Techniques 01 EXPERT JUDGMENT 02 DECOMPOSITION is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. Control account is a management control point where scope, budget, and schedule are integrated and compared to the earned value for performance measurement. Planning package is a work breakdown structure component below the control account and above the work package with known work Control account has two or more work packages. 125 Project Scope Management 5.4 Create WBS 100% Rule Indexing No Time Squencing WBS Dictionary 126 Project Scope Management 5.4 Create WBS Output 01 02 SCOPE BASELINE  Project scope statement.  WBS.  WBS Dictionary: it is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. It includes Code of account identifier, Description of work, Assumptions and constraints, Responsible organization, Schedule milestones, Associated schedule activities, PROJECT DOCUMENTS UPDATES Assumption log. Requirements documentation. 127 Project Scope Management 5.4 Create WBS 128 Project Scope Management 5.4 Create WBS Excersice SAAD want to re-qualify his bedroom; he decides to change his bed, paint walls, buy new sofa and Get rid of old furniture's. Since‎he‎doesn’t‎have‎enough‎budget;‎he‎also‎decides‎to‎keep‎some‎ money from his monthly salary for three months. “SAAD Room Re-qualify Project” Could you create WBS for this project? 129 Option 1 Requalified Room Project 1.1 ‎Collect Money 1.2 ‎ Paints walls 1.3 Get rid old ‎Furniture's 1.4 ‎Change sofa 130 Option 2 Requalified Room Project 1.1 ‎Planning 1.2 ‎ Implementing 1.3 Get rid old ‎Furniture's 131 Project Scope Management 5.5 Validate Scope 5.5 Validate Scope Inputs.1 Project management plan ‎Scope‎management‎plan ‎Requirements‎management plan ‎Scope‎baseline.2 Project documents Outputs Tools & Techniques.1 Inspection.1 Accepted deliverables.2 Decision making.2 Work performance information ‎Voting.3 Change requests.4 Project document updates ‎Lessons learned register ‎Lessons‎learned‎register ‎Requirements documentation ‎Quality‎reports ‎Requirements traceability ‎Requirements documentation matrix ‎Requirements‎traceability matrix.3 Verified deliverables.4 Work performance data 132 Project Scope Management 5.5 Validate Scope Input 01 Project management plan ‎Scope‎management‎plan ‎Requirements‎management‎plan ‎Scope‎baseline 02 Project documents ‎Lessons‎learned‎register ‎Quality‎reports ‎Requirements‎documentation ‎Requirements‎traceability‎matrix 03 Verified deliverables 04 Work performance data 133 Project Scope Management 5.5 Validate Scope 01 02 Tools & Techniques INSPECTION Includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. Inspections are sometimes called reviews, product reviews, and walkthroughs. DECISION MAKING Voting is used to reach a conclusion when the validation is performed by the project team and other stakeholders. 134 Project Scope Management 5.5 Validate Scope Output 01 ACCEPTED DELIVERABLES 02 WORK PERFORMANCE INFORMATION 03 CHANGE REQUESTS 04 PROJECT DOCUMENTS UPDATES Lessons learned register. Requirements documentation. Requirements traceability matrix. 135 Project Scope Management 5.6 Control Scope 5.6 Control Scope Inputs 1 Project management plan ‎Scope‎management‎plan ‎Requirements‎management plan ‎Change‎management‎plan ‎Configuration‎management plan ‎Scope‎baseline ‎Performance‎measurement baseline.2 Project documents ‎Lessons‎learned‎register ‎Requirements documentation ‎Requirements‎traceability matrix.3 Work performance data.4 Organizational process assets Tools & Techniques.1 Data analysis ‎Variance‎analysis ‎Trend‎analysis Outputs.1 Work performance information.2 Change requests.3 Project management plan updates ‎Scope‎management‎plan ‎Scope‎baseline ‎Schedule‎baseline ‎Cost baseline ‎Performance‎measurement baseline.4 Project documents updates ‎Lessons learned register ‎Requirements documentation ‎Requirements traceability matrix 136 Project Scope Management 5.6 Control Scope Input 01 PROJECT MANAGEMENT PLAN Scope management plan. Requirements management plan. Change management plan. Configuration management plan. Scope baseline. Performance measurement baseline. 02 PROJECT DOCUMENTS Lessons learned register Requirements documentation. Requirements traceability matrix. 03 WORK PERFORMANCE DATA 04 ORGANIZATIONAL PROCESS ASSETS 137 Project Scope Management 5.6 Control Scope Tools & Techniques 01 DATA ANALYSIS  Variance analysis. Is used to compare the baseline to the actual results and determine if the variance is within the threshold amount or if corrective or preventive action is appropriate.  Trend analysis. Examines project performance over time to determine if performance is improving or deteriorating. 138 Project Scope Management 5.6 Control Scope Output 01 WORK PERFORMANCE INFORMATION 02 CHANGE REQUESTS 03 PROJECT MANAGEMENT PLAN UPDATES Scope management plan. Scope baseline. Schedule baseline. Cost baseline. Performance measurement baseline. 04 PROJECT DOCUMENTS UPDATES Lessons learned register. Requirements documentation. Requirements traceability matrix. 139 6. PROJECT SCHEDULE MANAGEMENT Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 141 Project Schedule Management Project Schedule Management includes the processes required to manage the timely completion of the project. Project scheduling provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope and serves as a tool for communication, managing‎stakeholders’‎expectations,‎and‎as‎a‎basis‎ for performance reporting. Project schedule Management Knowledge Areas Project Integration Management Initiating Planning 4.1 Develop 4.2 Develop Project Management Plan Project Charter Project Scope Management Project Management Process Groups Executing Monitoring and Controlling Closing 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule Management 5.5 Validate Scope 5.6 Control Scope Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budge 7.4 Control Costs Project Quality Management Project Resource Management 8.1 Plan Quality Management Project Schedule Management 8.2 Manage Quality 9.1 Plan Resource Management 9.2 Estimate Activity Resources Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management 6.6 Control Schedule 13.1 Identify Stakeholders 8.3 Control Quality 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 10.1 Plan Communications Management 10.2 Manage Communications 9.6 Control Resources 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 10.3 Monitor Communications 142 Project schedule Management Key concepts for Project Schedule Management TAILORING CONSIDERATIONS Life cycle approach. Resource availability. Project dimensions. Technology support. 143 Project schedule Management 6.1 Plan Schedule Management 6.1 Plan Schedule Management Inputs.1 Project charter.2 Project management plan ‎Scope‎management‎plan ‎Development‎approach.3 EEF.4 PA Tools & Techniques.1 Expert judgment.2 Data analysis.3 Meetings Outputs 1 Schedule management plan 144 Project schedule Management 6.1 Plan Schedule Management Input 01 PROJECT CHARTER 02 PROJECT MANAGEMENT PLAN Scope management plan. Development approach. 03 ENTERPRISE ENVIRONMENTAL FACTORS 04 ORGANIZATIONAL PROCESS ASSETS 145 Project schedule Management 6.1 Plan Schedule Management 01 Expert judgment 02 Data Analysis 03 Meetings Tools & Techniques 146 Project schedule Management 6.1 Plan Schedule Management Output 01 SCHEDULE MANAGEMENT PLAN Establishes the criteria and the activities for developing, monitoring, and controlling the schedule. It may be formal or informal, highly detailed, or broadly framed based on the needs of the project, and includes appropriate control thresholds. The schedule management plan can establish the following:  Project schedule model development.  Release and iteration length.  Level of accuracy and Units of measure.  Organizational procedures links.  Control thresholds.  Rules of performance measurement.  Reporting formats. 147 Project schedule Management 6.2 Define Activities 6.2 Define Activities Inputs 1 Project management plan ‎Schedule management plan ‎Scope baseline 2 EEF 3 OPA Tools & Techniques Outputs.1 Expert judgment.1 Activity list.2 Decomposition.2 Activity attributes.3 Rolling wave planning.3 Milestone list.4 Meetings.4 Change requests.5 Project management plan updates ‎Schedule baseline ‎Cost baseline 148 Project schedule Management 6.2 Define Activities Input 01 PROJECT MANAGEMENT PLAN Schedule management plan. Scope baseline. 02 ENTERPRISE ENVIRONMENTAL FACTORS 03 ORGANIZATIONAL PROCESS ASSETS 149 Project schedule Management 6.2 Define Activities Tools & Techniques 01 Expert judgment 02 Decomposition 03 04 Rolling wave planning Is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach. Meetings 150 Project schedule Management 6.2 Define Activities 01 02 Output Activity list The activity list includes an activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed. Activity attributes Extend the description of the activity by identifying multiple components associated with each activity. 151 Project schedule Management 6.2 Define Activities Output Remamber: No standard templates With PMP. 152 Project schedule Management 6.2 Define Activities Output 03 Milestone list A milestone is a significant point or event in a project. A milestone list identifies all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based on historical information. Milestones have zero duration because they represent a significant point or event. 04 Change requests 05 Project management plan updates Schedule baseline Cost baseline 153 Project schedule Management 6.3 Sequence Activities 6.3 Sequence Activities Inputs.1 Project management plan Tools & Techniques Outputs 1 Precedence diagramming method.1 Project schedule network ‎Schedule‎management‎plan 2 Dependency determination and diagrams ‎Scope‎baseline integration.2 Project documents updates.3 Leads and lags ‎Activity‎attributes ‎Activity‎attributes.4 Project management information ‎Activity‎list ‎Activity‎list system ‎Assumption‎log.2 Project documents ‎Assumption‎log ‎Milestone‎list.3 EES.4 OPA ‎Milestone‎list 154 Project schedule Management 6.3 Sequence Activities Input 01 PROJECT MANAGEMENT PLAN Schedule management plan Scope baseline 02 PROJECT DOCUMENTS Activity attributes Activity list Assumption log Milestone list 03 ENTERPRISE ENVIRONMENTAL FACTORS 04 ORGANIZATIONAL PROCESS ASSETS 155 Project schedule Management 6.3 Sequence Activities Tools & Techniques 01 Precedence diagramming method  PDM is a technique for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. predecessor Successor  PDM includes four types of dependencies or logical relationships. Finish-to-start (FS). Finish-to-finish (FF). Start-to-start (SS). Start-to-finish (SF). 156 Project schedule Management 6.3 Sequence Activities Tools & Techniques Types of dependencies or logical relationships. Finish-to-start (FS) Activity B Activity A Activity A Activity A Start-to-start (SS) Finish-to-finish (FF). Activity B Activity B Activity A Activity B Start-to-finish (SF) 157 Project schedule Management 6.3 Sequence Activities 02 Tools & Techniques Dependency determination and integration  Mandatory dependencies. (Hard Logic) Legally or contractually required or inherent in the nature of the work.  Discretionary dependencies Preferred logic or preferential logic, or soft logic.  External dependencies. Relationship between project activities and non project activities.(suppliers)  Internal dependencies. Precedence relationship between project activities and are generally inside the project‎team’s‎control. 158 Project schedule Management 6.3 Sequence Activities Tools & Techniques 03 Leads and lags Lead Time 04 Lag Time Project management information system Includes scheduling software that has the capability to help plan, organize, and adjust the sequence of the activities; insert the logical relationships, lead and lag values; and differentiate the different types of dependencies. 159 Project schedule Management 6.3 Sequence Activities 01 Output PROJECT SCHEDULE NETWORK DIAGRAMS Graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. 160 Project schedule Management 6.3 Sequence Activities 02 Output PROJECT DOCUMENTS UPDATES Activity attributes. Activity list. Assumption log Milestone list. Note: PDM Is Activity On Node (AON); It Mean Activity Present By Node. While Activity On Arrow (AOA); Activity Present By Arrow. 161 Project schedule Management Exercise Activity Description Predecessors Duration-Month A Review customer complaints - 2 B Review old process flow documents - 3 C D Specify repeated procedures Make short list of complaints B A 1 1 E Make required change to satisfy customer D 4 C,E 1 F G 1 1 F G H Approve for changes and delete repeated procedures Update process flow Inform interested party Draw PDM for above activity list 162 Project schedule Management Exercise 163 Project schedule Management 6.4 Estimate Activity Durations 6.4 Estimate Activity Durations Inputs.1 Project management plan ‎Schedule‎management‎plan ‎Scope‎baseline.2 Project documents ‎Activity‎attributes ‎Activity‎list ‎Assumption‎log ‎Lessons‎learned‎register ‎Milestone‎list ‎Project‎team‎assignments ‎Resource‎breakdown structure ‎Resource‎calendars ‎Resource‎requirements ‎Risk‎register.3 EEF.4 OPA Tools & Techniques Outputs.1 Expert judgment.1 Duration estimates.2 Analogous estimating.2 Basis of estimates.3 Parametric estimating.3 Project documents updates.4 Three-point estimating ‎Activity‎attributes.5 Bottom-up estimating ‎Assumption‎log.6 Data analysis ‎Lessons‎learned‎register ‎Alternatives‎analysis ‎Reserve‎analysis.7 Decision making.8 Meetings 164 Project schedule Management 6.4 Estimate Activity Durations Input 01 02 03 04 Project management plan  Schedule management plan  Scope baseline Project documents  Activity attributes   Activity list  Assumption log   Lessons learned register  Milestone list   Risk register  Enterprise environmental factors Organizational process assets Project team assignments Resource breakdown structure Resource calendars Resource requirements 165 Project schedule Management 6.4 Estimate Activity Durations Tools & Techniques 01 Expert judgment 02 Analogous estimating A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Less costly Less time Less accurate 03 Parametric estimating An estimating technique in which the duration is calculated based on historical data and project parameters. It uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters. Provide higher level of accuracy compared with analogous estimating technique 166 Project schedule Management 6.4 Estimate Activity Durations Tools & Techniques Three-point estimating The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk.  Triangular distributions. used when there is insufficient historical data or when using judgmental data 04 ‎E = (O + M + P)/ 3 Most likely (tM) - Optimistic (tO) - Pessimistic (tP) Standard Deviation = (tP - tO) / 6  Activity standard deviation is the possible range for the estimate. 167 Project schedule Management 6.4 Estimate Activity Durations 05 06 07 07 09 Tools & Techniques Bottom-up estimating estimating project duration or cost by aggregating the estimates of the lowerlevel components of the WBS Data analysis Decision Making Meetings Reserve analysis: Determine the amount of contingency and management reserve needed for the project.  Contingency reserves Associated with the known-unknowns that can affect a project. Contingency should be clearly identified in the schedule documentation.  Management reserves Associated with the unknown-unknowns that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. 168 Project schedule Management 6.4 Estimate Activity Durations Output 01 Duration Estimates Number of time periods that are required to complete an activity. Duration estimates do not include any lags May include some indication of the range of possible results. 02 Basis of Estimates Documentation of the basis of the estimate. Documentation of any known constraints. 03 Project documents updates Activity attributes Assumption log Lessons learned register 169 Project schedule Management 6.5 Develop Schedule 6.5 Develop Schedule Inputs.1 Project management plan ‎Schedule‎management‎plan ‎Scope‎baseline.2 Project documents ‎Activity‎attributes ‎Activity‎list ‎Assumption‎log ‎Basis‎of‎estimates ‎Duration‎estimates ‎Lessons‎learned‎register ‎Milestone‎list ‎Project‎schedule‎network diagrams ‎Project‎team‎assignments ‎Resource‎calendars ‎Resource‎requirements ‎Risk‎register.3 Agreements.4 EEF.5 OPA Tools & Techniques 1 Schedule network analysis 2 Critical path method 3 Resource optimization 4 Data analysis ‎What-if scenario analysis ‎Simulation 5 Leads and lags 6 Schedule compression 7 Project management information system 8 Agile release planning Outputs.1 Schedule baseline.2 Project schedule.3 Schedule data.4 Project calendars.5 Change requests.6 Project management plan updates ‎Schedule‎management‎plan ‎Cost‎baseline.7 Project documents updates ‎Activity‎attributes ‎Assumption‎log ‎Duration‎estimates ‎Lessons‎learned‎register ‎Resource‎requirements ‎Risk‎register 170 Project schedule Management 6.5 Develop Schedule Input 01 02 03 04 05 Project management plan ‎Schedule‎management‎plan ‎Scope‎baseline Project documents ‎Activity‎attributes ‎Milestone‎list ‎Activity‎list ‎Project‎schedule‎network‎diagrams ‎Assumption‎log ‎Project‎team‎assignments ‎Basis‎of‎estimates ‎Resource‎calendars ‎Duration‎estimates ‎Resource‎requirements ‎Lessons‎learned‎register ‎Risk‎register Agreements Enterprise environmental factors Organizational process assets 171 Project schedule Management Schedule Network Analysis 172 Project schedule Management 6.5 Develop Schedule Tools & Techniques 01 02 SCHEDULE NETWORK ANALYSIS A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities. CRITICAL PATH METHOD  Critical path is the sequence of activities that represents the longest path through a project. Determines the shortest possible project duration  Characterized by zero total float.  Schedule networks may have multiple near-critical paths. 173 Project schedule Management 6.5 Develop Schedule Tools & Techniques 174 Project schedule Management 6.5 Develop Schedule Tools & Techniques 03 RESOURCE OPTIMIZATION used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability. Resource leveling A technique in which start and finish dates are adjusted based on resource constraints. A way to fix resource over allocation. Critical path may change. Resource Smoothing A technique that adjusts the activities of a schedule model to solve utilization. Critical path is not changed and the completion date may not be delayed. Activities may be delayed within their free and total float. 175 Project schedule Management 6.5 Develop Schedule Tools & Techniques 176 Project schedule Management 6.5 Develop Schedule 04 Tools & Techniques DATA ANALYSIS  What-If Scenario Analysis: Evaluating scenarios in order to predict their effect positively or negatively on project objectives.  Simulation: Calculating multiple project durations with different sets of activity assumptions usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis it used to calculate possible schedule outcomes for the total project based on 3-point estimates for each activiy on network diagram. 05 LEADS AND LAGS 177 Project schedule Management 6.5 Develop Schedule 06 Tools & Techniques SCHEDULE COMPRESSION Shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives  Crashing: A technique used to shorten the schedule duration by adding resources (increase cost)  Fast tracking: Activities or phases normally done in sequence are performed in parallel. 07 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) 178 Project schedule Management 6.5 Develop Schedule Tools & Techniques 179 Project schedule Management 6.5 Develop Schedule 08 Tools & Techniques AGILE RELEASE PLANNING Provides a high-level summary timeline of the release schedule (typically 3 to 6 months) based on the product roadmap. Determines the number of iterations or sprints in the release. 180 Project schedule Management 6.5 Develop Schedule 01 02 Output Schedule Baseline The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. Accepted & approved by the appropriate stakeholders. Project Schedule presents linked activities with planned dates, durations, milestones, and resources. It can be presented in tabular form using below formats: Bar charts (Gantt charts) Milestone charts Project schedule network diagrams (logical diagram) presented in the activity-on-node diagram format showing activities and relationships without a time scale, 181 Project schedule Management 6.5 Develop Schedule Output Bar charts (Gantt charts) Milestone charts 182 Project schedule Management 6.5 Develop Schedule Output 03 Schedule Data The collection of information for describing and controlling the schedule. Includes (milestones, schedule activities, activity attributes, and documentation of all identified assumptions & constraints) 04 Project calendar 05 Change requests 06 Project management plan updates 07 Project documents updates 183 Project schedule Management 6.6 Control Schedule 6.6 Control Schedule Inputs 1 Project management plan ‎Schedule‎management‎plan ‎Schedule‎baseline ‎Scope‎baseline ‎Performance‎measurement baseline 2 Project documents ‎Lessons‎learned‎register ‎Project‎calendars ‎Project‎schedule ‎Resource‎calendars ‎Schedule‎data 3 Work performance data 4 OPA Tools & Techniques Outputs.1 Data analysis ‎Earned‎value‎analysis ‎Iteration‎burndown‎chart ‎Performance‎reviews ‎Trend‎analysis ‎Variance‎analysis ‎What-if scenario analysis.2 Critical path method.3 Project management information system.4 Resource optimization.6 Leads and lags.7 Schedule compression.1 Work performance information.2 Schedule forecasts.3 Change requests.4 Project management plan updates ‎Schedule‎management‎plan ‎Schedule‎baseline ‎Cost‎baseline ‎Performance‎measurement baseline.5 Project documents updates ‎Assumption‎log ‎Basis‎of‎estimates ‎Lessons‎learned‎register ‎Project‎schedule ‎Resource‎calendars ‎Risk‎register ‎Schedule‎data 184 Project schedule Management 6.6 Control Schedule Input 01 Project management plan ‎Schedule‎management‎plan ‎Schedule‎baseline ‎Scope‎baseline ‎Performance‎measurement baseline 02 Project documents ‎Lessons‎learned‎register ‎Project‎calendars ‎Project‎schedule ‎Resource‎calendars ‎Schedule‎data 03 Enterprise environmental factors 04 Organizational process assets 185 Project schedule Management 6.6 Control Schedule 01 Tools & Techniques DATA ANALYSIS Earned value analysis (cost part) Iteration burndown chart This chart tracks the work that remains to be completed in the iteration backlog. Performance reviews compare, and analyze schedule performance against the schedule baseline 02 Critical Path Method 03 Project Management Information System 04 Resource Optimization 05 Leads And Lags 06 Schedule Compression 186 Project schedule Management 6.6 Control Schedule Output 01 Work performance information 02 Schedule forecasts are estimates‎or‎predictions‎of‎conditions‎and‎events‎in‎the‎project’s‎‎future‎based‎ on information and knowledge available at the time of the forecast. 03 Change requests 04 Project management plan updates ‎Schedule‎management‎plan ‎Performance measurement baseline 05 Project documents updates 187 7. PROJECT COST MANAGEMENT Presented by:‎ Nasser Al Mohimeed PMO Director, ISO ‎21500‎‎ Lead Project Manager Certified Project Managers Trainer 189 Project Cost Management Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget 190 Knowledge Areas Project Integration Management Initiating Planning 4.1 Develop 4.2 Develop Project Management Plan Project Charter Project Scope Management Project Management Process Groups Executing Monitoring and Controlling Closing 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control Project 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule Management 5.5 Validate Scope 5.6 Control Scope Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budge 7.4 Control Costs Project Quality Management Project Resource Management 8.1 Plan Quality Management Project Schedule Management 8.2 Manage Quality 9.1 Plan Resource Management 9.2 Estimate Activity Resources Project Communications Management Project Risk Management Project Procurement Management Project Stakeholder Management 6.6 Control Schedule 13.1 Identify Stakeholders 8.3 Control Quality 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 10.1 Plan Communications Management 10.2 Manage Communications 9.6 Control Resources 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 10.3 Monitor Communications 191 Key concepts for Project Cost Management TAILORING CONSIDERATIONS Project Cost Management processes are applied. Considerations for tailoring include : Knowledge management. Estimating and budgeting. Earned value management. Use of agile approach. Governance. 192 7.1 Plan Cost Management 7.1 Plan Cost Management Inputs Tools & Techniques.1 Project charter.1 Expert judgment.2 Project management plan.2 Data analysis ‎Schedule‎management‎plan ‎Risk‎management‎plan.3 EEF.4 OPA.3 Meetings Outputs.1 Cost management plan 193 7.1 Plan Cost Management Input 01 PROJECT CHARTER 02 PROJECT MANAGEMENT PLAN 03 ENTERPRISE ENVIRONMENTAL FACTORS 04 ORGANIZATIONAL PROCESS ASSETS 194 7.1 Plan Cost Management Tools & Techniques 01 Expert judgment 02 Data Analysis 03 Meetings 195 7.1 Plan Cost Management Output 01 Cost management plan Describes how the project costs will be planned, structured, and controlled. Units of measure. Level of precision. rounded up or down. Level of accuracy. The acceptable range (e.g., ±10%). Organizational procedures links. Each control account is assigned a unique code or account number(s) that links directly to the performing‎organization’s‎accounting system. Control thresholds. the percentage deviations from the baseline plan. Rules of performance measurement. EVM rules Reporting formats. The formats and frequency for cost reports. 196 7.2 Estimate Costs 7.2 Estimate Costs Inputs Tools & Techniques Outputs.1 Expert judgment.1 Cost estimates ‎Cost‎management‎plan.2 Analogous estimating.2 Basis of estimates ‎Quality‎management‎plan.3 Parametric estimating.3 Project documents updates ‎Scope‎baseline.4 Bottom-up estimating ‎Assumption‎log.5 Three-point estimating ‎Lessons‎learned‎register.6 Data analysis ‎Risk‎register. 1 Project management plan.2 Project documents ‎Lessons‎learned‎register ‎Project‎schedule ‎Resources‎requirements ‎Risk‎register.3 EEF.4 OPA ‎Alternatives‎analysis ‎Reserve‎analysis ‎Cost‎of‎quality.7 PMIS.8 Decision making 197 7.2 Estimate Costs Input 01 PROJECT MANAGEMENT PLAN 02 PROJECT DOCUMENTS 03 ENTERPRISE ENVIRONMENTAL FACTORS 04 ORGANIZATIONAL PROCESS ASSETS 198 7.2 Estimate Costs Tools & Techniques 01 Expert Judgment 02 Analogous Estimating 03 Parametric Estimating 04 Bottom-up Estimating 05 Three-point Estimating 06 PMIS 07 Decision Making 08 Data Analysis Alternatives Analysis - Reserve Analysis - Cost Of Quality. $ 199 7.2 Estimate Costs Output 01 02 03 COST ESTIMATES Include quantitative assessments of the costs required to complete project work, as well as contingency amounts to account for identified risks, and management reserve to cover unplanned work. Direct cost : labor, materials, equipment, information technology,Etc Indirect costs: can be included at the activity level or at higher levels. BASIS OF ESTIMATES should provide a clear and complete understanding of how the cost estimate was derived. PROJECT DOCUMENTS UPDATES Assumption log - Lessons learned register - Risk register $ 200 7.3 Determine Budget A project budget includes all the funds authorized to execute the project. The cost baseline is the approved version of the timephased project budget that includes contingency reserves, but excludes management reserves. 201 7.3 Determine Budget 7.3 Determine Budget Inputs.1 Project management plan ‎Cost‎management‎plan ‎Resource‎management‎plan ‎Scope‎baseline.2 Project documents ‎Basis‎of‎estimates ‎Cost‎estimates ‎Project‎schedule ‎Risk‎register.3 Business documents ‎Business‎case ‎Benefits‎management‎plan.4 Agreements.5 EEF.6 OPA Inputs Tools & Techniques Outputs Outputs.1 Expert judgment.1 Cost baseline.2 Cost aggregation.2 Project funding requirements.3 Data analysis.3 Project documents updates ‎Reserve‎analysis ‎Cost‎estimates.4 Historical information review ‎Project‎schedule.5 Funding limit reconciliation ‎Risk‎register.6 Financing 202 7.3 Determine Budget 01 Input Project management plan Cost management plan - Resource management plan - Scope baseline 02 Project documents Basis of estimates - Cost estimates - Project schedule - Risk register 03 04 05 06 Business documents Business case - Benefits management plan Agreements Enterprise environmental factors Organizational process assets 203 7.3 Determine Budget 01 EXPERT JUDGMENT 02 COST AGGREGATION Tools & Techniques The work package cost estimates are then aggregated for the higher component levels of the WBS (such as control accounts) and, ultimately, for the entire project. 03 DATA ANALYSIS 04 HISTORICAL INFORMATION REVIEW Assist in developing parametric estimates or analogous estimates. 05 FUNDING LIMIT RECONCILIATION The expenditure of funds should be reconciled with any funding limits on the commitment of funds for the project. 06 FINANCING: Financing entails acquiring funding for projects. $ 204 Cost Aggregation 7.3 Determine Budget Tools & Techniques 205 7.3 Determine Budget Output 01 02 03 COST BASELINE It is the approved version of the project budget, excluding any management reserves, Can only be changed through formal change control procedures. PROJECT FUNDING REQUIREMENTS  Total funding requirements and periodic funding requirements (e.g., quarterly, annually) are derived from the cost baseline.  Total funds required are those included in the cost baseline plus management reserves PROJECT DOCUMENTS UPDATES Cost estimates - Project schedule - Risk register 206 Project budget. 207 Project budget. 208 7.4 Control Costs 7.4 Control Costs Inputs.1 Project management plan ‎Cost‎management‎plan ‎Cost‎baseline ‎Performance‎measurement baseline.2 Project documents ‎Lessons‎learned‎register.3 Project funding requirements.4 Work performance data.4 EEF.5 OPA Outputs Tools & Techniques.1 Expert judgment.1 Work performance information.2 Data analysis.2 Cost forecasts ‎Earned‎value‎analysis.3 Change requests ‎Variance‎analysis.4 Project management plan updates ‎Trend‎analysis ‎Cost‎management‎plan ‎Reserve‎analysis ‎Cost‎baseline.3 To-complete performance index ‎Performance‎measurement.4 PMIS baseline.5 Project documents updates ‎Assumption‎log ‎Basis‎of‎estimates ‎Cost‎estimates ‎Lessons‎learned‎register ‎Risk‎register 209 7.4 Control Costs Input 01 02 03 Project management plan ‎Cost‎management‎plan ‎Cost‎baseline ‎Performance‎measurement baseline Project documents ‎Lessons‎learned‎register Project funding requirements 04 Enterprise environmental factors 05 Organizational process assets 210 7.4 Control Costs Tools & Techniques 01 EXPERT JUDGMENT 02 DATA ANALYSIS  Earned value analysis (EVA). compares the performance measurement baseline to the actual schedule and cost performance.  Planned value (PV) - Earned value (EV) - Actual cost (AC)  Schedule variance (SV) : SV = EV – PV Positive = Ahead of Schedule / Neutral = On schedule / Negative = Behind Schedule  Cost variance (CV) : CV = EV – AC Positive = Under planned cost / Neutral = On planned cost / Negative = Over planned cost 211 7.4 Control Costs Tools & Techniques  Schedule performance index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is accomplishing the work. SPI = EV/PV. SPI < 1.0 indicates less work was completed than was planned. SPI > 1.0 indicates that more work was completed than was planned. SPI = Neutral indicates On schedule  Cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, CPI = EV/AC CPI < 1.0 indicates a cost overrun CPI > 1.0 indicates a cost underrun of performance to date. CPI= Neutral indicates a cost On planned cost $ 212 7.4 Control Costs Tools & Techniques  The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. VAC = BAC – EAC  Trend analysis examines project performance over time to determine if performance is improving or deteriorating.  Reserve analysis $ 213 7.4 Control Costs Tools & Techniques  Forecasting. the project team may develop a forecast (EAC) that may differ from the budget at completion (BAC) based on the project performance 1.If the CPI is expected to be the same for the remainder of the project, EAC = BAC/CPI 2.If future work will be accomplished at the planned rate, EAC = AC + BAC – EV 3.If the initial plan is no longer valid, EAC = AC + Bottom-up ETC 4.If both the CPI and SPI influence the remaining work, EAC = AC + [(BAC – EV)/(CPI x SPI)] $ 214 7.4 Control Costs 03 Tools & Techniques TO-COMPLETE PERFORMANCE INDEX A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal, The efficiency that must be maintained in order to complete on plan. TCPI = (BAC – EV)/(BAC – AC) The efficiency that must be maintained in order to complete the current EAC. TCPI = (BAC – EV)/(EAC – AC) TCPI > 1.0 Harder to complete TCPI = 1.0 Same to complete TCPI

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