PMP SLIDE BY: مهندس استشارى حسن فرج ENG. HASSAN FARAG EL-SAYED PMP INSTRUCTOR AUS
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Transcript of PMP SLIDE BY: مهندس استشارى حسن فرج ENG. HASSAN FARAG EL-SAYED PMP INSTRUCTOR AUS
Projects versus Operations
Projects Performed by people Constrained by limited
resources Planned, executed and
controlled Temporary Unique
Operations Performed by people Constrained by limited
resources Planned, executed and
controlled Ongoing Repetitive
HA
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Triple Contraint
Quality
Scope
Time
Cost
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Triple Contraint
Increased Scope = increased time + increased cost
Tight Time = increased costs + reduced scope
Tight Budget = increased time + reduced scope.
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What is a project?
Temporary Unique Progressive elaboration
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What is a project?
Temporary with a beginning and end Creates a unique product, service or result Progressive elaboration Done for a purpose Has interrelated activities
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Temporary
Definite beginning and end End is reached when the project objectives
have been achieved Market Demands Ad hoc team
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What is project management?
Application of : Knowledge Skills Tools and techniques To project activities to meet or exceed
stakeholders’ expectations while using resources efficiently and effectively
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What is a stakeholder? Project manager Customer Performing organization Sponsor Team Internal/external End user Society, citizens
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The project management team must:
Identify stakeholders Determine their needs and expectations Manage and influence those expectations
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Project Integration Management Processes
Develop the project charter: Work with stakeholders to create the document that formally authorizes a project—the charter.
Develop the preliminary project scope statement: Work with stakeholders, especially users of the project’s products, services, or results, to develop the high-level scope requirements and create a preliminary project scope statement.
Develop the project management plan: Coordinate all planning efforts to create a consistent, coherent document—the project management plan.
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Nine Project Management Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement ManagementHASSAN FARAG EL-SAYED
Project Integration Management Processes
Direct and manage project execution: Carry out the project management plan by performing the activities included in it.
Monitor and control the project work: Oversee project work to meet the performance objectives of the project.
Perform integrated change control: Coordinate changes that affect the project’s deliverables and organizational process assets.
Close the project: Finalize all project activities to formally close the project.
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Project Integration
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Scope Statements
A scope statement is a document used to develop and confirm a common understanding of the project scope.
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Contents of Scope Statement
Project objectives Product or service
requirements and characteristics
Project boundaries Deliverables Product acceptance criteria Project assumptions and
constraints Organizational structure for
the project
Initial list of defined risks Summary of schedule
milestones Rough order of magnitude
cost estimate Configuration management
requirements Description of approval
requirements
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Project Management Plans
A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control.
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Project Plans
Just as projects are unique, so are project plans.
Plans should be:
Dynamic
Flexible
Updated as changes occur
Plans should first and foremost guide project execution by helping the project manager lead the project team and assess project status.
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Common Elements of a Project Management Plan
Introduction or overview of the project.
Description of how the project is organized.
Management and technical processes used on the project.
Work to be done, schedule, and budget information.
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Stakeholder Analysis
A stakeholder analysis documents important (often sensitive) information about stakeholders such as:
Stakeholders’ names and organizations.
Their roles on the project.
Unique facts about each stakeholder.
Their level of influence on and interest in the project.
Suggestions for managing relationships with each stakeholder.
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Sample Stakeholder Analysis
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Project Execution Project execution involves managing and performing
the work described in the project management plan.
The majority of time and money is usually spent on execution.
The application area of the project directly affects project execution because the products of the project are produced during project execution.
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Coordinating Planning and Execution
Those who will do the work should help to plan the work.
Project managers must solicit input from the team to develop realistic plans.
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Important Skills for Project Execution
General management skills such as leadership, communication, and political skills.
Product, business, and application area skills and knowledge.
Use of specialized tools and techniques.
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Monitoring and Controlling Project Work
Changes are on most projects, so it’s important to develop and follow a process to monitor and control changes.
Monitoring project work includes collecting, measuring, and disseminating performance information.
Two important outputs of monitoring and controlling project work include recommended corrective and preventive actions.
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Integrated Change Control
Three main objectives are:
Influence the factors that create changes to ensure that changes are beneficial.
Determine that a change has occurred.
Manage actual changes as they occur.
A baseline is the approved project management plan plus approved changes.
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Change Control System
A formal, documented process that describes when and how official project documents and work may be changed.
Describes who is authorized to make changes and how to make them.
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Project Agreement vs Problem Statement
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Project Management: Project Organization
Chief Executive
First Level Manager(“Front-Line Manager”)
Project Members
Basis of organization:Complicated information and control flow
across hierarchical boundaries
A B
A wants to talk to B: Complicated Information FlowA wants to make sure B does a certain change: Complicated
Control flow
Information FlowControl Flow
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Example of Organization:Chief Programmer Team
Chief Programmer
Librarian Administration Tester
Junior Programmer
AssistantChief Programmer
Senior Programmer
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Project-Based Project Organization
Project Leader
Coaches
Team Members
Basis of organization:Nonlinear information flow across dynamically formed
units
Subsystem Team
Subsystem Team
Subsystem Team
A B
A wants to talk to B: Communication FlowA wants to make sure B does a certain change: Decision Flow
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Assigning Responsibilities To People
“To Do” List for the Project
• Item 1• Item 2• Item 3• Item 4• Item 5• Item 6• Item 7• Item 8• Item 9
Item 1
Item 2
Item 9
Role 1
Item 4Item 5Item 7
Role 2
Item 3Item 6Item 8
Role 3
Person A
Role 1
Role 2
Person B
Role 3
Team A
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Activity Graph for Activity “Building a House”
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PERT Chart Example for "Building a House"
Start Time
Slack Time
MS Project PERTcy Chart with Duration of
Activities (Pfleeger 2.3)
Duration
Building a House:
START
8/27/94
00
Request Permits
8/27/94
150
Surveying
8/27/94
312
Excavation
9/17/94
100
Legend
8/29/94
00
Buy Material
10/1/94
100
Lay Founda
tion
10/15/94
150
Build Outside
Wall
11/5/94
200
Install Exterior Plumbing
12/3/94
1012
Install Interior Plumbing
12/3/94
120
Install Exterior Electrical
12/17/94
1012
Install Interior
Electrical
12/21/94
150
Install Exterior
Siding
12/31/94
812
Install Wallboard
1/11/95
90
Paint Exterior
1/12/95
512
Install Roofing
1/19/95
912
InstallFlooring
1/22/95
180
Paint Interior
1/22/95
110
Install Interior
Doors
2/8/95
70
Install Exterior
Doors
1/19/95
615
FINISH
2/16/95
00
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Slack Time and Critical Path
Slack Time Available Time - Estimated (“Real”) Time for a task or
activity Or: Latest Start Time - Earliest Start Time
Critical Path The path in a project plan for which the slack time at
each task is zero.
The critical path has no margin for error when performing the tasks (activities) along its route.
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Project Life Cycle
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Initiation Phase
Define the need Return on Investment Analysis Make or Buy Decision Budget Development
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Definition Phase
Determine goals, scope and project constraints Identify members and their roles Define communication channels, methods, frequency
and content Risk management planning
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Planning Phase
Resource Planning Work Breakdown Structure Project Schedule Development Quality Assurance Plan
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Work Breakdown Structure
For defining and organizing the total scope of a project
First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope.
Subsequent levels - represent 100% of the scope of their parent node
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Implementation Phase
Execute project plan and accomplish project goals Training Plan System Build Quality Assurance
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Deployment Phase
User Training Production Review Start Using
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Closing Phase
Contractual Closeout Post Production Transition Lessons Learned
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Project Management Tools
PERT Chart- designed to analyze and represent the tasks involved in completing a given project
• Gantt Chart - popular type of bar chart that illustrates a project schedule
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Role of a Project Manager
Process Responsibilities
People Responsibilities
• Project issues • Disseminating project information• Mitigating project risk • Quality • Managing scope • Metrics • Managing the overall work plan
• Implementing standard processes• Establishing leadership skills• Setting expectations• Team building• Communicator skills
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Gantt Chart
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PERT Chart
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Scope Management
Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion.
Primarily it is the definition and control of what IS and IS NOT included in the project.
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Issue Management
Issues are restraints to accomplishing the deliverables of the project.
Issues are typically identified throughout the project and logged and tracked through resolution.
In this section of the plan the following processes are depicted: Where issues will be maintained and tracked The process for updating issues regularly The escalation process The vehicle by which team members can access documented issues
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Cost Management
This process is required to ensure the project is completed within the approved budget and includes: Resource Planning - The physical resources required
(people, equipment, materials) and what quantities are necessary for the project
Budget Budget estimates Baseline estimates Project Actuals
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Cost Terms: Cash flow analysis determines the estimated annual
costs and benefits for a project and the resulting annual cash flow.
Cost budgeting: Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance.
Cost control: Controlling changes to the project budget.
Cost estimating: Developing an approximation or estimate of the costs of the resources needed to complete a project.
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Direct costs are costs that can be directly related to producing the products and services of the project.
Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project.
Life cycle costing considers the total cost of ownership, or development plus support costs, for a project.
Profits are revenues minus expenses. A cost management plan is a document that describes
how the organization will manage cost variances on the project.
Cost budgeting involves allocating the project cost estimate to individual work items over time.
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2- Cost Estimation:
Total direct cost Total Materials cost Total Labor cost Total Equipment cost Total Sub-contract
Total indirect cost (overhead) Project (job or site) overhead (10 to 20 %) Office (management) overhead (5 to 10 %) Sales tax (3 to 6 %)
.
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Risk estimation (for critical activities and resources) (Owner === Change orders === from 0 up to 25%) Total cost = Direct cost + Indirect cost + Risk
estimation Profit (10 to 20 %) For normal projects Price = Total cost + Profit Markup = Office overhead + Profit = (15 to 30 %) Profit = Revenue – Total cost % = Revenue / Total cost
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Price policy for construction projects: Price limit = (1.3 to 1.7) Margin Factor = 1.3 to 1.5
Price Estimation Parameters: Price = Total Cost * Weight Factor
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1- Project information: Scope and requirements -Location and Utilities HSE (Health-Safety-Environment) requirements Quality requirements Duration, etc.
2- Contractor information: Company strategy or policy Resource availability Available and unused capacity (work load) Overhead ratio Value added ratio Contractor history (CV & Quality manual), etc.
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3- Owner information: Owner strategy or policy Contract type Price measurement (LE or $) Payment condition (Cash flow) Bonus/ penalty Future projects Owner history, etc.
4- Market information: Competition level Relationships Environment conditions Limitations and constraints, etc.
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Quality Management
Quality Management is the process that insure the project will meet the needs via: Quality Planning, Quality Assurance, and Quality
Control Clearly Defined Quality Performance Standards How those Quality and Performance Standards are
measured and satisfied How Testing and Quality Assurance Processes will ensure
standards are satisfied Continuous ongoing quality control
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Communications Management
This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using: Communications planning Information Distribution Performance Reporting
Define the schedule for the Project Meetings (Team), Status Meetings and Issues Meetings to be implemented
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Risk Management
Risk identification and mitigation strategy When\if new risks arise Risk update and tracking
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Change Control Management
Define how changes to the project scope will be executed Formal change control is required for all of the following
1.Scope Change
2.Schedule changes
3.Technical Specification Changes
4.Training Changes
All changes require collaboration and buy in via the project sponsor’s signature prior to implementation of the changes
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