كتاب ادارة المشاريع 5-2-2017 PDF

1438 2017 /
14382017/
1437

.PMI
1437 .
173 29.7 21
978-603-01-9733-0 :
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PMI
PMI

.
)1(PMI
.

PMBOK
PMI 1969
1996 Standards, and Accreditation Committee Final Report. Ethics
2000 PmBok 5 2013. ()2
1983 PmBok
Knowledges Good
( )1 Project
Practices .
.Management Institute
( )2 Project Management
.
.Body of Knowledge
11
?What is a Project

PMI
.
Association of Projects Management

.

PMI :
.PMI

.

()1
. .

PMO 80
100 .
( )1
PMI
.

PMI
Successful projects and failed projects
( )1:
* .
* . * .
PMP Baselines
.

. .
:
* .
* .
( )1 * .
*
: .
.

PMI
The Relationships among Portfolios, Programs, and Projects
Portfolio Program

:
.
:
.
?What is Project Management

: .
PMI PMBOK 47 10
:
* .
* .
* . * .
* .
PMO
PMI
PMO : -
.
:
Support
*
Control
*
* .Direct
:Support
( )1
.
.
:Control

( )1
.
.
.
!!
:Direct
PMI
.
.
:
Integration
.

Stakeholder
.
: (
:
PMI
)
:
) 1 ( )
.
) 2 .
) 3 .
:
: . CONTROL


PMI
Relationship between Project Management, Operations Management,
and Organizational Strategy

. Operation
.
Operations Project:
* Operations On Going . .
Unique .
* Operations .
* Operations .


PMI
Role of the Project Manager
:

( )1 :
* .
* .
* .
* .
* .
* .
* .
* .
* .
* .
* .
* .
* .
* .
* . * .
* .
( )1 .

PMI
Responsibilities and Competencies of the Project Manager
.

:
* (.)1
* (.)2
* .

( )1
PMP
.
( )2
.

PMI
Interpersonal Skills of a Project Manager
Project Manager
Stakeholders
.
:
*.
* .
* .
* .


ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
.

:

Projectized Organization

.


Organizational Cultures and Styles
:
* .
* .
* . * .
* .

Organizational Communications
.
.

.

Organizational Structures

.
. :

Projectized /
Functional Structure
Structure Strong Matrix Balanced Matrix Weak Matrix

.
.
:

. .


:

Project chief
Coordination Executive
Functional Functional Functional

Manager Manager Manager
Staff Staff Staff
Staff Staff Staff
Staff Staff Staff
)(Gray boxes represent staff engaged in project activities
Functional Organization

Project Manager Project Coordinator
.
Project Manager Project Coordinator
.Project Expeditor

Project Expeditor
.

Project Coordinator
.

:

chief
Executive

Staff Staff Staff
Staff Staff Staff
Staff Staff Staff

Project
Coordination
Weak Matrix Organization
:

chief
Executive

Staff Staff Staff
Staff Staff Staff
Project Manager Staff Staff
)(Gray boxes represent staff engaged in project activities Project

Coordination
Balance Matrix Organization
Project Coordinator
.
:

chief
Executive
Functional Functional Functional Manager of

Manager Manager Manager Project Manager
Staff Staff Staff Project Manager
(Gray boxes represent staff engaged in project activities) Project Coordination
Strong Matrix Organization
PMO
Projects
. Management Office
:

Project chief
Coordination Executive
Project Project Project

Staff Staff Staff
Staff Staff Staff
Staff Staff Staff
Projectzed Organization

.

.

Organizational Process Assets

Organizational Process Asset OPA
.
.
.
OPA
.
:OPA

Organizational Process Asset Input .


Enterprise Environmental Factors

Enterprise Environmental FactorEEF
.
:
* .
* .
* .
: %1 .
Enterprise Environmental Factor

Input .


Organizational Process Assets VS. Enterprise Environmental Factors

Organizational Process Asset Enterprise Environmental
Factor :
* Organizational Process Asset
.

* Enterprise Environmental Factor
.
* Enterprise Environmental Factor .
* Organizational Process Asset
.
:
.
:
.

Project Stakeholders

Stakeholders
.

.

:
*
.
* .
*
.


PROJECT MANAGEMENT PROCESSES

Process .
.
Inputs Tools & Techniques
Outputs :
Process 47 Process Group:

* .Initiation Process Group
* . Planning Process Group
* . Execution Process Group
* . Monitoring and Controlling Process Group
* ..Closing Process Group
10 (- - ..)
.Stakeholders

Process Group:
( Initiation .)2

Charter .
( Planning .)24

.How
( Execution .)8

.
( Monitoring and Controlling .)11

.

( Closing .)2
.

PMP 47

.

The relationship between K.A areas and Project MGMT Processes

* .
* . * .
* .
*.
( )1-1 .
: :
* . * .
* . * .
* .
* .
:
* Planning
* Initiation
* * Execution Monitoring And Controlling
* .Closing
:
: .
: .

: .
: + .
: .

Project Management Process Groups
Area Initiating Planning Executing Monitoring & Controlling Closing
Project Integration Management 4.1 Develop 4.2 Develop Project Management 4.3 Direct and Manage Project 4.4 Monitor and Control Project Work 4.6 Close Project or Phase
Project Plan Work 4.5 Perform Integrated Change Control
Charter

Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Denfine Scope
5.4 Create WBS
Project Time Management 6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
Knowledege Areas
6.6 Develop Schedule
Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality
Project Human Resource 9.1 Plan Human Resource 9.2 Acquire Project Team
Management Management 9.3 Develop Project Team
9.4 Manage Project Team
Project Communications 10.1 Plan Communications 10.2 Manage Communications 10.3 Control Communications
Management Management
Project Risk Management 11.1 Plan Risk Management 11.6 Control Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurement 12.3 Control Procurement 12.4 Close Procurement
Project Stakeholder Management 13.1 Identify 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder 13.3 Control Stakeholder Management
Stakeholders Management
)1-1(

PROJECT INTEGRATION MANAGEMENT

.
Integration Management Knowledge Area

.

. Knowledge Area
* Integration .
* Integration (
- ) .

.
:
* .Weighted Scoring Model

* .Simple Pay Back Period Model
* .Discount Pay Back Period
* .)Net Present Value (NPV
* .Profitability Index Model
* . Return On Investment

( )Integration
( ..)
Develop Project Charter
:

Project Charter

.

.

:Expert Judgment

.

.

.
:Facilitation Techniques

.

.
* Project Charter .
* Project Charter
Project Charter .High Level Details
Project Charter :
:
* .
* .
* .
* .
* .
%60 Charters Project
. .Sponsors

. :

Develop Project Management Plan
:


: :

Knowledge Area

.
:

1. Project
charter

2.
Outputs from other
processes

3. Enterprise
Knowledge environmental
Area factors

Inputs

4. Organizational process .
assets Knowledge Area
.
1. Project charter
2. Outputs from other processes
3.

1. Enterprise environmental factors
Tools & Techniques
Expert judgment
Inputs
.
4.
2. Organizational process assets
Facilitation techniques

Tools & Techniques
1. Expert judgment
2. Facilitation techniques
configuration management plan .change management plan
Outputs
1. Project management plan

.
Outputs
* Organizational Process Asset Enterprise Environmental
Factor .
* Project Management Plan Input .

( )1 %20 %80 . .
.

.

.

( )1

.
Direct and Manage Project Work
:

. : :

.

: .

1. Project
management
plan

2. Approved change requests
.
. .
Inputs

3.
1. Enterprise environmental factors :Project Management Information System
Tools & Techniques
Expert judgment
Inputs
4.
2. Organizational process
Project management assets
information
system Organizational Process Asset
3. Meetings

1. Deliverables .
Tools & Techniques
1. Expert judgment
2. Work performance data
2. Project management information
3. Change requests
system
Outputs

3. Meetings
updates :Meeting
5. Project documents
updates
1. Deliverables
3. Change requests
.
Outputs
Execution Knowledge Area .

updates
updates
Monitor and Control Project Work
:

: :

.
1. Project
management
: plan
.
2. Schedule
forecasts

3. Cost forecasts

4. Validated changes

Inputs
5.
Workperformance information

6. Enterprise environmental factors .

1. Project management plan .
2. Schedule forecasts
3. Cost forecasts
1. Expert judgment
4. Validated changes :
Tools & Techniques
Inputs
2. Analytical techniques
5. Work performance information
3. Project management information
system .
4. Meetings
Change Request
1. Expert judgment
.
Tools & Techniques
1.
3. Change requests
Project management information
2. Work
system performance reports

Outputs
3.
4. Project
Meetingsmanagement plan updates
4. Project documents updates

.
1. Change requests
2. Work performance reports
.
Outputs
3. Project management plan updates


.

Work Performance Life Cycle

Analytical Technique

:
* :Regression Analysis

.
* :Grouping Methods
.
* :Multiple Equation Models
.

Perform Integrated Change Control
:

.

.
: : :

1. Project management
plan


3. Change
requests
.
Inputs
environmental
4. Enterprise
factors

.
.

3.
1. Change requests
Tools & Techniques
Expert judgment

Inputs
4.
2. Meetings environmental factors
Enterprise
5.
3. Organizational
Change controlprocess
tools assets
.

Tools & Techniques
1. Expert judgment
1.
2. Approved
Meetings change requests
2.
3. Change log
control tools .
Outputs


Change Request
2. Change log
(:)1
Outputs

4. Project updates
documents ( )1
* .Root Cause Analysis

* .
.
* Crashing
Fast Track .
* .
* .

* .
* .
.
.Root Cause Analysis

Scope Creeping.

:Change Control Tools
.

:Configuration Management
.
: .
.

Close Project or Phase
:


)- ....-(
: :

.
:

1.
Project management
plan
)- ....-(
(- ....-).

2. Accepted
deliverables

Inputs

.
.
2. Accepted deliverables
:
Tools & Techniques
1. Expert judgment
Inputs

3. Meetings
* .
* .
* .
Tools & Techniques
1. Expert judgment
2. Final
product, service, or result * * . .
3. Meetings
transition
Outputs

updates * .
. .
*
1. Final product, service, or result
transition

Outputs

updates

.

PROJECT SCOPE MANAGEMENT

.

. Scope :
: : Product Scope
.
: : Project Scope
.
Plan Scope Management
Plan Scope Management
:

: :
.

.
Plan Scope Management .
:

.
.

2. Project charter .
Inputs


2.
1. Project charter .

Tools & Techniques
Expert judgment
Inputs
3.
2. Meetings environmental factors
Enterprise

Scope Creep .
& Techniques
1. Expert judgment
1.
2. Scope management plan
Meetings
2. Requirements management plan

Outputs
Tools
.
: .
2. Requirements management plan
Outputs
.Facilitation tech
Collect Requirements
:

.
. : :


:

1.Scope management . plan
. .

2. .
Requirements management
plan

.
Inputs
3. Stakeholder management plan

4. Project charter
5. Stakeholder register
1. Interviews
2.
1.Focus
3.
Scopegroups
management plan
Facilitated
2. Requirementsworkshops
management plan

Tools & Techniques
Inputs
4.
3.Group creativity
Stakeholder techniques
management plan
5.
4.Group
Projectdecision-making
charter techniques
6.
5.Questionnaires
7. Observations
and surveyss
Stakeholder register
8. Prototypes
Interviews :
9. Benchmarking 10. Context diagrams
.
1. Interviews
11. Document analysis
2. Focus groups
3. Facilitated workshops
Tools & Techniques
4. Group creativity techniques

1. Group
5. Requirements documentation
decision-making techniques
2. Questionnaires
6. Requirements traceability matrix
and surveyss
Outputs
7. Observations 8. Prototypes
9. Benchmarking 10. Context diagrams
.
11. Document analysis
:Focus Groups
( : )
Outputs
:Facilitated Workshops
.

.
.

:Group Creativity Techniques
:
:Brainstorming
.
:Nominal group technique

.
: Idea/mind mapping
: Affinity diagram
.
:Multi-criteria decision analysis

.

:Group Decision-Making Techniques
:
* ( Unanimity )%100
* ( Majority )%50
* ( Plurality %50 )
* .Dictatorship
Questionnaires and Surveys

.

.
Observations

.

. .
Prototypes

.
.
Benchmarking

.
.
Context Diagrams
.
Document Analysis
.
* requirements traceability matrix
.
* : Observations .
* : Prototypes .

Business
.Analyst

. .

.

!
. 12
600 ( .)1

.

.

( )1 (

) . .
. ..2000 .
Dene Scope Define Scope
:
.
: :

.

.
Dene Scope .
:
.


.2. Project charter

Inputs
.
.

2.
1. Project charter
Tools & Techniques
Expert judgment
Inputs
3.
2. Requirements
Product analysisdocumentation
4. Organizational
3. Alternatives process assets
generation
:Product Analysis

Tools & Techniques
1. Expert judgment
1.
2. Project
2.
Productscope
3. Project
statement
analysis
documents
Alternatives updates
generation
.
Outputs

.
1. Project scope statement
Outputs
:
* .Product Breakdown
* .System Analysis
* .Requirement Analysis
* .System Engineering
* .Value Engineering

:Alternatives Generation
.

Create WBS
Create WBS
: Work Breakdown Structure WBS

:
Work Breakdown Structure WBS
.
.
.
Create WBS .
: WBS
:
1.WBS Scope management
plan
Work Breakdown Structure

.
.

.
Inputs

Project Scope
1. Scope management plan Statement .
3.
1. Requirements
Decompositiondocumentation
Tools & Techniques
WBS
Inputs
4.
Expert judgment
.Work Package
Activities .
Tools & Techniques
1. Decomposition
1.
2. Scope
Expertbaseline
judgment
Outputs
.

1. Scope baseline
(
) .
Outputs
WBS:
* WBS .
* WBS .
* .
* . Work Package
.

Decomposition WBS
. . Work Package
. Decomposition .
TOP-DOWN
.
BOTTOM-UP Integrate Project

Deliverables .

WBS .Rolling Wave Planning
WBS WBS Dictionary

WBS

Work Package .

: WBS .
1-1
4-2 3-2 2-2 1-2
8-3 7-3 4-3 5-3 6-3 3-3 2-3 1-3
1-4
Validate Scope
Validate Scope
:

.
: :

..
Validate Scope .
:


.
.
2. Requirements
documentation

3. Requirements traceability
.. matrix

Inputs
4. Veried deliverables


3.
1. Requirements traceability matrix .
Tools & Techniques
Inspection
Inputs
4.
Group decision-making techniques

.
Tools & Techniques
1. Inspection
1.
2. Accepted deliverables techniques
Group decision-making
2. Change requests

Outputs


.
1. Accepted deliverables
2. Change requests

Outputs

Inspection .
Review .Audit
Control Scope
:

Control Scope

.
: :

.
Control Scope
:

1. Project
management plan
.

.
3.
Requirements
traceability matrix
Inputs

4. Work performance data .

.

Tools & Techniques

Inputs
4. Work performance
1. Variance analysis data
5. Organizational process assets .

Tools & Techniques

2.
1. Change
Variancerequests
Variance Analysis
analysis
Outputs

updates

2. Change requests
Outputs

updates

Project Time Management
* .
* .
* . :

.

.

.
.

.
.
.
71
Plan Schedule Management
:

: :

.
:
1. Project
management
plan
.

2. Project charter

3. Enterprise
environmental
factors

Inputs

.

2. Project charter . Expert Judgment
3.
Tools & Techniques
Expert judgment
Meeting .Facilitation Tech .
Inputs

3. Meetings

:Analytical Techniques
Tools & Techniques
1. Expert judgment
3. Meetings
Outputs
1. Schedule management plan

:
.

.
Outputs
Dene Activities
Define Activities
:
WBS WBS Dictionary
: :

WORK
PACKAGE .WBS

.
Dene Activities WBS WBS Dictionary

:
WBS WBS Dictionary
.
WORK
Decomposition
2. Scope
.WBSbaseline
PACKAGE
3.
Enterprise
environmental
factors

Inputs
.
WORK PACKAGE .WBS

2. Scope baseline
3.
Tools & Techniques
Decomposition
Inputs
4.
Rolling wave planning
3. Expert judgment WBS

Rolling Wave Planning
Tools & Techniques
1. Decomposition
2. Activity
1. Rolling wave
list planning
3. Activity
Expert judgment
.
2. attributes
Outputs
3. Milestone list

.
1. Activity list
Uncertainty .
2. Activity attributes
Outputs
3. Milestone list
. Progress Elaborations
.
Sequence Activities
:

Sequence Activities
Work Package
Define Activities

. : :

Sequence Activities
Work Package
1. Schedule
management plan
:
2.
Activity list

Work Package
.Define Activities
Define Activities
4. Milestone
list

Inputs

.

.

2. Activity list

4.
1. Milestone
Precedencelist
Tools & Techniques
diagramming method
Inputs

)(PDM
6.
2. Enterprise
Dependency environmental factors
determination
7.
3. Organizational
Leads and lags process assets
: Precedence Diagramming Method
PDM NODE

Tools & Techniques
1. Precedence diagramming method

)(PDM
AOA .AON
1. Project schedule network diagrams
2. Project
Dependency determination
documents updates
Outputs
3. Leads and lags

precedence diagram
.
1. Project schedule network diagrams
Outputs
PDM .
-- )Finish-to-start (FS
. :
.
-- )Finish-to-finish (FF
. :

-- )Start-to-start (SS
. :
-- )Start-to-finish (SF
. :
.
-- --.

: PDM .
AOA NOA
:

Start
Finish
:Dependency Determination
:
:Mandatory
: .
:Discretionary
: .
:Internal
.
:External
.

:Leads and Lags
Leads Activity .
Lags .
: Lags .
: Leads
.

Estimate Activity Resources
:

Define Activities
: :

.
:

2. Activity list
.Define Activities

3.Activity attributes

Define Activities
4. Resource calendars

Inputs
5. Risk register

6. Activity cost estimates
.
8.
1. Organizational process plan
Schedule management assets
.

2. Activity list
1. Resource
4. Expert judgment
calendars
Tools & Techniques
2. Alternative
Risk registeranalysis
Inputs
5.
3. Activity
6.
7.
Published estimating
cost
4. Enterprise
estimates
Bottom-upenvironmental
estimating
data
factors

5. Organizational
8. Project management software
process assets
:Alternative Analysis
1. Expert judgment

Tools & Techniques
2. Alternative analysis
3. Activity
1. Published estimating
resource data
requirements
. .
4. Resource
2. Bottom-up estimatingstructure
breakdown
Outputs
3. management software
updates
:Published Estimating Data

1. Activity resource requirements

2. Resource breakdown structure
Outputs
:Bottom-Up Estimating

.
:
.

Estimate Activity Durations
:
. Estimate Activity Durations

) (.

.
Estimate Activity Durations : .

2.

Activity : list
3.
Activity .
attributes
4.
(.
resource
Activity
5. Resource

requirements
calendars

)
( ).
Inputs
.
7. Risk register
.
1. Schedule
10. management
Organizational processplan
assets

2. Activity list

1.Resource
Expert calendars
judgment
5.
:Analogous Estimating
Tools & Techniques
6.
2.Project scope statement
Inputs
Analogous estimating
7. Risk register
3. Parametric estimating

4.Enterprise
9. Three-point estimating
environmental factors
5. Group
10. decision-making
Organizational process assets techniques
6. Reserve analysis
1. Expert judgment
.
Tools & Techniques
2. Analogous estimating
1.
4. Activity duration
Three-point estimates
estimating
Outputs
2.
Group decision-making techniques
6. Reserve analysis
.
:
1. Activity duration estimates
.
Outputs
Analogous Estimating
.Project Charter

:Parametric Estimating
.
: 100 100 * 100 :
.
.
.Analogous Estimating

:Three-Point Estimating
Program Evaluation and Review Technique
PERT

:
* Pessimistic
* Optimistic
* Most likely
.
:
( ( + + ) 4 ) 6 /
:Standard Deviation Activity
.
6/)P-O( : P O .
:
200 : 100: 150.
:
( ( + + ) 4 ) 6 /

( 150 = 6 )100+)1504(+200
:Reserve Analysis
Contingency Reserves Buffers
.

.
Unkown-Unkown .
Known-Unkown
Contingency Reserve
. Unkown-Unkown
.Management Reserve
Management Reserve
.
:

: Known-Unknown
: Unkown-Unknown
Reserve Analysis . .

Develop Schedule Develop Schedule
: :
: :

.

Develop Schedule
.
: :
.

2.
Activity
list

.

4.
Project schedule
network
diagrams

.

7. Risk register
.
Inputs
1. Activity
8. Scheduleduration
management plan
estimates
2. Activity
9. list statement
Project scope
3. Activity
10. Projectattributes
sta assignments
4.
11.Project
5. Activity
schedule
Resource network
breakdown
resource
diagrams
structure
requirements

6.
13.Resource calendars
Organizational
7. Risk register
process assets
:Critical Path Method -CPM
Inputs
8.1.Activity
Schedule duration
networkestimates
analysis
9.2.Project
Criticalscope
path statement
method
10. Project chain
3. Critical sta assignments
method
Tools & Techniques
11. Resource breakdown

4. Resource
12.
optimizationstructure
Enterprisetechniques
techniques
Logical Network Precedence Diagram
5. Modeling

13. Organizational
6. Leads and lags process assets
7. Schedule compression
1.
8. Schedule network
tool analysis

Scheduling
2. Critical path method
3. Critical chain method
Tools & Techniques
1.
4. Schedule
2.
Resource baseline
Project
optimization techniques
schedule
Total Float Slack
5. Modeling techniques

3.
6. Schedule
Leads anddata
Outputs
lags
4.
7. Project
Schedule calendars
compression
5.

Scheduling tool
1. Schedule baseline
2. Project schedule
.
3. Schedule data
Outputs
https://sa.linkedin.com/in/nasseribrahim
4. Project calendars 84
Total Float :
.
: PDM
:

- Start
1 A
5 B
10 C

1 D
3 E
2 F
- Finish
: PDM .
Start A C D Finish : 1 + 10 + 1 = 12
Start B C D Finish : 5 + 10 + 1 = 16
Start B E F Finish : 5 + 3 + 2 = 10
.
Start B C D Finish 16

:
16 - B : E
D . - 3 A .
:Critical Chain Method

Buffer Feeding Buffer
.
Float
:Resource Optimization
:
/ :Leveling
.
.
/ :Smoothing
. .
:Modeling Techniques
. :
- :What-if scenario analysis

. .

:Simulation
: .
:Schedule Compression
:
Crashing .
Fast Tracking .

Control Schedule
:

Control Schedule

.
: :

Control Schedule
.
:

1.
Project
management
plan

2. Project schedule
.
3.
Work performance
data

4. Project calendars .
Inputs

5. Schedule data .

.

2.
1. Project schedule
Performance reviews
3.
2. Work
Projectperformance
management data
software
Tools & Techniques
4.
3. Project calendars
Inputs
Resource optimization techniques

5.
4. Schedule
Modeling data
techniques
6.
5. Leads and lags process assets
Organizational
6. Schedule compression

7. Scheduling tool
1. Performance reviews :Performance Reviews
1.
Tools & Techniques
Resource optimization techniques

2.
4. Schedule
Modeling forecasts
techniques
3.
5. Change
Leads andrequests
lags
.
Outputs
6. Schedule compression plan updates
7. Scheduling tool updates
updates
:
2. Schedule forecasts
3. Change requests * :Network Diagram
Outputs

5. Project documents updates .
updates
* :Milestone Charts .
* :Bar charts Gantt Chart

.Milestone Charts
. :

Milestone
Charts .Bar charts


PROJECT COST MANAGEMENT
.
.
: :
: : :

(.)1
.
.

.
Initiation % -25

%75+ %10+ %5- .
( )1 ]2597[ :]4843[ :
91
Plan Cost Management Plan Cost Management
:

.
:

.

Plan Cost Management
.
:

.
2. Project charter

3. Enterprise environmental
factors
Inputs
.
:

2. Project charter
* * . .
Tools & Techniques
3.
Expert judgment
Inputs

3. Meetings * .

Tools & Techniques
1. Expert judgment

3. Meetings
Outputs
1. Cost management plan .

.

Outputs
1. Cost management plan

.
Estimate Costs
:

.

Estimate Costs
: :
.
Estimate Costs

1. Cost
management plan:

.

2. Human resource management plan
.
3. Scope
baseline
.
4. Project schedule .
Inputs
5. Risk register
work package
WBS .WBS Dictionary

1. Expert judgment
2. Analogous
3. estimating
Scope baseline
.
4. Project schedule
Tools & Techniques
4. Bottom-up estimating
Inputs
5. Risk register

6. Enterprise
6. Reserve environmental factors
analysis
7. Cost
7. of quality
Organizational process assets
.

9. Vendor bid analysis
Initiation rough order of magnitude
1.
10.Expert
Groupjudgment
decision-making techniques
2. Analogous estimating
) (ROM %25- %75 %5-.%10
Tools & Techniques
4. Bottom-up estimating
6. Reserve analysis
7. Cost of quality
Outputs

2. Basis of estimates
8. Project
3. Project
9. Vendor
management
biddocuments
analysis
software
updates
10. Group decision-making techniques
:Project Management Software
.
2.
Basis of : Vendor Bid Analysis
Outputs
estimates
.
.
.
Determine Budget
Determine Budget
: :

.
)(
.
Determine Budget

:
2. Scope baseline
Baseline ..

3. Activity
cost estimates

4.Basis

5.Project

of estimates
.
schedule
)( ()
Inputs
6.Resource calendars .
7.Risk register
8.Agreements .
9.Organizational process
1. Cost management planassets

2. Scope baseline
1. Costofaggregation
4.Basis estimates
Tools & Techniques
5.Project
2. Reserve schedule
analysis
Inputs
6.Resource calendars
3. Expert judgment
7.Risk register
4. Historical relationships
8.Agreements
5. Funding limitprocess
9.Organizational reconciliation
assets
:Cost Aggregation
1. Cost aggregation
work package
Tools & Techniques
2. Reserve analysis
3. Expert judgment WBS WBS
1. Historical
4. Cost baseline
relationships
Outputs
2. Funding
5. Project funding requirements
limit reconciliation
Control Account
.
1. Cost baseline
Outputs
2. Project funding requirements

:
Project Management
Budget Reserve
Cost
Baseline
Control Contingency
Accounts Reserve
Work Package
Total Amount

Cost Activity
Estimates Contingency
Reserve
Activity
Cost
Estimates
Project Budget Components
Project Budget Components
:Historical relationships
- .
.
: 100 $ 30.000
.$ 3000.000 = 30.000100
Funding limit reconciliation

Control Costs
Control Costs
:

.
: :

.
Control Costs .

:

1. Project
management
plan .

.
2.
Project funding
requirements

Inputs
.

1. Project
Earned value management
management plan

2. Project
Forecasting
funding requirements
:Performance Reviews
Tools & Techniques
3. To-complete performance
Work performance data index
Inputs
)(TCPI
4. Performance reviews
6. Reserve analysis
1. Earned value management EVM .
2.
1. Forecasting
Work performance information
Tools & Techniques
3.
2. To-complete performance index
Cost forecasts
)(TCPI
3. Change requests
4.
4. Performance reviews plan updates
:Earned Value Management-EVM
Outputs
Project management
6. Reserve analysis
6. Organizational process assets ..
updates
(
2. Cost forecasts
3. Change requests
+ +) .
Outputs

updates
:
* ).Earned Value (EV
).Planned Value (PV
*
* ).Actual Cost (AC
:
: schedule variance - SV
:
SV = EV PV.

: cost variance - CV
:

CV = EV AC.
:SCHEDULE PERFORMANCE INDEX - SPI
:
SPI=EV/PV.
:COST PERFORMANCE INDEX CPI
:

CPI=EV/AC.

:
Estimate At Complete - EAC :
)EAC = AC + (BAC - EV
EAC = BAC / CPI
])EAC = AC + [(BAC - EV) / (CPI x SPI
* VAC :
VAC = BAC EAC

* EAC :
EAC= BAC/CPI
EAC= AC+BAC-EV
EAC=AC + Bottom-up ETC
])EAC= AC+[(BAC-EV)/ (CPI x SPI
* ETC :
ETC= EAC-AC
ETC = Reestimate
* TCPI :
)TCPI = (BAC-EV)/(BAC-AC
)TCPI = (BAC-EV)/(EAC-AC
* : Variance .
* : Variance .
* : Variance "" .
* : performance index ""
.
* : performance index ""
.

* : performance index "" .

PROJECT QUALITY MANAGEMENT

.
.
Quality Grade
. .
Precision .
.
101
:
:
: :

.
80-20 %80 %20 .
:

6.

:
Statistical Control Chart
. .Plan-Do-Check-Act :

. :
( )1 : (.)2
( )1 .30
( )2 - .1880 :

.

.

Plan Quality Management Plan Quality Management
:

: :

.

.

Plan Quality Management
.
:

1. Project
management
2. Stakeholder

plan
register
.

3. Risk register .
Inputs
4. Requirements documentation .
1. Cost-benet analysis
2. Cost of quality
2. Stakeholder
3. Seven register
basic quality tools
Tools & Techniques
3. Risk register
Inputs

4. Benchmarking
4.
5.
Requirements
5. Design documentation
of experiments
Enterprisesampling
6. Statistical environmental factors :Cost-Benefit Analysis
6. Organizational
7. Additional process
quality assets
planning tools
8.
1. Meetings
Cost-benet analysis :
2. Cost of quality
3. Seven basic quality tools .
Tools & Techniques
4.
1. Benchmarking
Quality management plan
5.
2. Design
Processofimprovement
experiments plan
.
Outputs
6. Statistical sampling
3. Quality metrics
7. Additional quality planning tools
4. Quality checklists
8. Meetings
):Cost of Quality (COQ
1. Quality management plan
2. Process improvement plan ( + )

Outputs
3. Quality metrics
4. Quality checklists . .
:Seven Basic Quality Tools
* - - :Cause-and-effect .fishbone diagrams or Ishikawa diagrams :
* :Flowcharts process maps
.
Tally Sheet
* :Check sheets
.
* :Pareto diagrams .
. 80-20 "" .
* :Histograms

.
.
* :Control charts
.
* :Scatter diagrams ( )xy
x. y
:Benchmarking

. .
:Design of Experiments - DOE
.
Statistical Sampling
( 10 ).
:
* .Force field analysis * .Brainstorming
* .Nominal group technique

* .Quality management and control tools
* .Gold Plating
Gold Plating .
* Process Improvement Plan

.
Quality Metrics .
Perform Quality Assurance
:

.

. : :

.
:
1. Quality
management
plan
. .
.
2. Process improvement plan
.

3. Quality
metrics
.
Inputs
4. Quality
control
measurements

.
.
2.
1. Process
3.
improvementand
Quality management
Quality metrics
plancontrol

Tools & Techniques
tools
Inputs
4.
2. Quality
Quality control
audits measurements
5. Project documents :Quality Audits

3. Process analysis
.
1. Quality management and control
:
Tools & Techniques
1. Change requests
tools
Project management
2. Quality audits plan updates
Project documents
3. Process analysis updates * .
Outputs

updates * .
1. Change requests
* .
* .
Outputs
* .
updates
:Process Analysis .
Control Quality
Control Quality
:

:

.
( :

.
( .
Control Quality
.

:
2. Quality metrics

:
3. Quality
checklists
.
( :

)1 .
5.
Approved change
requests
Inputs
( .
6. Deliverables
.
)2 .
1.
Organizational plan
process assets
2. Quality metrics
3. Quality checklists :
1. Seven basic quality tools
Tools & Techniques

Inputs
2. Statistical sampling
6. Deliverables
3. Inspection
:Prevention .

4. Approved change requests review
8. Organizational process assets :Inspection .
1. Quality control measurements

1. Seven basic quality tools
:Attribute : .

Tools & Techniques
2. Veried
Statistical sampling
3.
3. Work
4.
deliverables
Inspection
performance information :Variable .
Outputs
4. Change
5. Approved change requests review
requests
:Tolerances Control
1. Quality control measurements
updates
.

Limits

Outputs
5. Change requests
. .
updates

PROJECT HUMAN RESOURCE MANAGEMENT
.
.
.
.

.
:

Maslows :
.
.
109

McGregor:
:
:X .
:Y .
Hezbergs :

hygiene factors:
- -
- -
- .
.
.
motivators:

- - -
- .
. ( )
.
McClellands

:
:
.
:

.

.

PMI .

. : (.)1
.
.
. .
.

:

( .)1 :

()2

: :

:

(.)3

( )1 .42
( )2 (.)2227
( )3 ( )5460 (.)1663
( )4 ( )30 (.)1661
Plan Human Resource Management
: :

.

.
:
.

1.
Project
management plan

2. Activity
resource
requirements

.

Inputs

4. Organizational.
process assets

.

1. Organization charts and position
descriptions
Tools & Techniques

Inputs
2. Networking

Organization Charts and Position Descriptions
3. Organizational theory
4. Expert judgment
5. Meetings
1. Organization charts and position

:
descriptions
Tools & Techniques
2. Networking
3. Organizational theory
* Hierarchical-type charts
Outputs
1.
Expert judgment
5. Meetings * Responsibility
)assignment matrix (RAM
Outputs
RACI Chart Person

Activity Ann Ben Carlos Dina Ed
Create Cahrater A R I I I
Collect requirements I A R C C
Submit change request I A R R C
Develop test plan A C I I R
R = Responsible A = Accountable C = Consult I = Inform

RACI Matrix
:Networking

.

::Organizational Theory
. .

Acquire Project Team
:

.

Acquire Project Team
.
Acquire Project Team : :

.
:

.

. factors

Inputs
1.
Pre-assignment
2.
2. Enterprise
Negotiationenvironmental factors
Tools & Techniques
Inputs

3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
:Pre-assignment
1. Pre-assignment

2. Negotiation
.
Tools & Techniques
3. Acquisition
1. Project sta assignments
4. Virtual teams
Outputs
5. Multi-criteria decision analysis

:Negotiation

.
.
Outputs
:Acquisition
.
:Virtual Teams

.

:Multi-Criteria Decision Analysis

.
.
Halo Effect

:
(.)1
: ( )2
.
( )1 (.)6248
( )2 .55

Develop Project Team Develop Project Team
:
: :

.

.
.
Develop Project Team
:

.
1. Human
resource
management
plan
.
2. Project
sta assignments

Inputs
.
:

1. Human
1. Interpersonal skills
resource management plan
Interpersonal Skills :
2. Training

Tools & Techniques
Inputs
3. Team-building
3. activities
Resource calendars
4. Ground rules
.

5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
2. Training :Training
Tools & Techniques
3. Team-building activities
4. Ground rules
1.
5. Team performance assessments
Colocation
Outputs
2. Enterprise
6. Recognition
updates
environmental
and rewards factors .
7. Personnel assessment tools

.
1. Team performance assessments
Outputs

updates
:Team-Building Activities
. " "Tuckman
:Tuckman ladder

.
:Forming

. Project Charter .
:Storming
.
.

:Norming

.
:Performing
.
:Adjourning
.
* .
.
Ground Rules
.
.
. .
:Colocation
tight matrix war room

:Recognition and Rewards

. .
.

.
.
.

.
.
.

Manage Project Team
: :

.

.
Power
:
: Formal .

: Reward .
: Penalty .
: Expert .
: Referent
.
: Issue Log .

:Observation and Conversation
.
.
:Project Performance Appraisals

.
:Conflict Management

. :
/ :Collaborate/Problem Solve

(.)win - win
Collaborate/Problem Solve
.
/ :Compromise/Reconcile
(.)lose-lose
Compromise/Reconcile
.
/ :Withdraw/Avoid
.
.

Withdraw/Avoid
. :
.
/ :Smooth/ Accommodate

.
/ :Force/Direct
(.)lose-win

Force/Direct
.
:Interpersonal Skills

. .

: - .

.
:
!!

.
:
(.)1
:

: ( )2
/ Force/Direct . .
y . :

: . .

. : ! ! . :

:! )3(. /
Collaborate/Problem Solve ..
( )1 .65
( )2 : {.}343/3
( )3 :

( )2360 (.)108/15

PROJECT COMMUNICATIONS MANAGEMENT

stakeholders . .
:
* .
* .
* .

* .
.
*

.
: .
%90
.

Organizational Process Assets
.
.
.

Plan Communications Management Plan Communications Management
:
: :

.

.
Plan Communications Management
:

.
.

1.
Project management
plan
.
2. Stakeholder
register

Inputs

.
.

1.Stakeholder
2. Communication requirements
register
analysis

Inputs
Techniques
& Techniques

2. Organizational
4. Communication technology
process assets
3. Communication models
4. Communication methods .
& Tools
5. Meetings
Tools

1. Communication requirements
analysis
Tools & Techniques
3. Communications
management
4. Communication methods
Outputs
plan
5. Project
2. Meetingsdocuments updates
:Communication Requirements Analysis
1. Communications management .
Outputs
plan
. (-- .)
. n*(n-1) /2 : n .
: 4 3
:
8 = 5 + 3 : n(n-1) /2 :
8 7 28 = 2 .
:Communication Technology
. :
.Urgency of the need for information
.Availability of technology
.Ease of Use

Project environment, Virtual Team
Sensitivity and confidentiality of the information
:Communication Models
.
:
.Encode
.Transmit Message
.Decode
.Acknowledge
.Feedback/Response
Transmit
Message
Encode Decode

Noise
Noise Acknowledge
Message
Sender Receiver
Medium
Decode Encode
Noise Feedback
Message
Basic Communication Model
.

.
:Communication Methods
. :
:interactive communication

.
:Push communication
:Pull communication
.
.
% 60 ( )face to face
. .
.
:

.
( )1

((( (.)5659
Manage Communications Manage Communications
:
: :

.

.
Manage Communications

:
.

1. Communications management
.
.
plan
2. Work
. performance reports

Inputs

4. Organizational process assets : -
1. Communications management - - .
plan

Tools & Techniques
Inputs
3. Communication methods
4. Information management systems
5. Performance reporting
.
.

Tools & Techniques
2. Project
1. Communication
3. Project
2. Communication
models
communications
methods
management plan updates

Outputs
/
updates
()1
.
1. Project communications
Outputs

.
updates ()1
:

* Formal Written
* Formal Verbal

* Informal Written
* .Informal Verbal
.

Control Communications
:

: :

.

.
:
1. Project
management
plan

.


.
3. Issue
log

Inputs
4. Work performance
data .


3.
1. Issue log
Information management systems .
Tools & Techniques
Inputs
4.
2. Work
Expertperformance
judgment data
5.
3. Organizational
Meetings process assets

. .

1. Work
Information management systems
Tools & Techniques
1. performance information
2. Change
2. Expert judgment
requests

3. Project
3. Meetingsmanagement plan updates
Outputs
. :
updates
1. Work performance information ( )1

:
2. Change requests

Outputs
.12 4.

Project ( )1
documents updates
( )2 .
updates

(.)2


PROJECT RISKS MANAGEMENT
Risks
.
Opportunity Threats . .
.
Contingency Reserve
.Management Reserve
. :
:Risk appetite .

:Risk threshold .
:Risks Tolerance .

Plan Risk Management
: :
:
.

.
.
.

:
.
.

2. Project
charter

3. Stakeholder
register
.
.
Inputs

4. Enterprise.


2. Project charter
3.
Analytical techniques
Tools & Techniques
.
Inputs
4.
Expert judgment
5.
3. Organizational
Meetings process assets

Tools & Techniques

2. Expert judgment
3. Meetings :Analytical Techniques
Outputs
1. Risk management plan

.
.
Outputs

Identify Risks Identify Risks
:

.
: :
.
Identify Risks .
2. Cost

management
plan :

.
resource
5. Human plan
management .
:Risks Register
baseline
6. Scope
7. Activity cost estimates .
Inputs


11.Procurement documents
1. Risk
13. management
Organizational plan assets
process
1. Documentation reviews
.

6. Scope baseline
2. Information gathering techniques
Tools & Techniques
Inputs
3. Checklist analysis
4. Assumptions analysis
.
11.Procurement documents
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
1. Documentation reviews
2. Information gathering techniques
.
Tools & Techniques
3. Checklist analysis

4. Assumptions analysis
5. Diagramming techniques
Outputs
1.
6. Risk register
SWOT analysis
7. Expert judgment

:Documentation Reviews
register
.
Outputs
1. Risk
:Checklist Analysis
WBS Risks Breakdown
Structure RBS .
:Assumptions Analysis

:Diagramming Techniques
:

- .
:SWOT
: strengths weakness
opportunities threat
.
( )1 .
.
.

. : ..
. ::
( ..)2 ..

( )1 -

( )2)6116(
Perform Qualitative Risk Analysis
:

: :
.

.
""
.
:


2. Scope
baseline
.
3.
Risk register

Inputs
.

1. Risk probability and impact
2. Scope baseline

assessment
3. Risk register
Tools & Techniques
Inputs
2. Probability and impact matrix

3. Risk data quality assessment
4. Risk categorization
:Risk Probability and Impact Assessment
5. Risk urgency assessment
6. Expert judgment
1. Risk probability and impact
.

assessment
Tools & Techniques
2. Probability and impact matrix

3. Risk data quality assessment
4. Risk categorization
Outputs
1.
Risk urgency updates
assessment :Risk Data Quality Assessment
6. Expert judgment

.
Outputs

.
:Risk Categorization
.

:Risk Urgency Assessment

.
:Probability and Impact Matrix

.
.


Probability and Impact Matrix
Perform Quantitative Risk Analysis
Perform Quantitative Risk Analysis
:
.

. : :
Perform Quantitative Risk Analysis .
.
:
1. Risk.
management plan

management
2. Cost
plan
.
Inputs
4. Risk register

2. Cost management plan :Data Gathering and Representation
3.
1. Schedule management
Data gathering plan
and representation
Tools & Techniques
Inputs
4. Risk register
techniques
5.
2. Enterprise
Quantitativeenvironmental
6. Organizational
risk analysis factors
and
process assets
) 1:
modeling techniques
3. Expert judgment --
1. Data gathering and representation .
Tools & Techniques

techniques
2. Quantitative risk analysis and .
modeling techniques
Outputs
1.
Expert judgment
) 2 :Probability distributions
. .
Outputs
:Quantitative Risk Analysis and Modeling Techniques
) 1 :Sensitivity analysis
. Tornado
.Diagram
) 2 :Expected monetary
.
.
.
Risk 1
Risk 1
Risk 2 Key Negative Impact
Positive Impact
Risk 3

Risk 4
Risk 5
Risk 6
Example of Tornado Diagram
) 3 :Modeling and simulation
Monte Carlo
.
: %60 %40

:
1.000.000 : 600.000 = 0.6 1.000.000 : ( )
1.000.000 : 400.000 = 0.4 1.000.000 : ( )
200.000 = 400.000 600.000 :

Plan Risk Responses
Plan Risk Responses
:

.
: :

Plan Risk Responses
.
: .

.

Inputs
2. Risk
register
.

.
1. Risk
1. Strategies for negative
management plan risks

or threats
Tools & Techniques
Inputs
2. Risk register
2. Strategies for positive risks
or opportunities
3. Contingent response strategies
:
4. Expert judgment
1. Strategies for negative risks

:

or threats
Tools & Techniques
2. Strategies for positive risks Avoid : .

or opportunities
Outputs
3. Project
Contingent response strategies
2. documents
4. Expert judgment
updates
Transfer : .
Mitigate : .
1. Project management plan updates .
Outputs

Accept : .
:
Exploit : .
Enhance : .
Share : .
Accept : .
:Contingent Response Strategies

. contingent actions
.

( )1
.
( )1 - .48-46

Control Risks
Control Risks
: :

.

Control Risks
.
: .

1. Project
management
plan

2. Risk
register
.

Inputs
.

4. Work performance
reports .

1.
1. Project
2.
management plan
Risk reassessment
Risk register
2. Risk audits

Tools & Techniques
3.
3. Work performance
and trend data
Inputs
Variance analysis
4.
4. Work performance
Technical reports
performance
measurement :Risk Reassessment
5. Reserve analysis
.
6. Meetings
1. Risk reassessment
2. Risk audits
.

Tools & Techniques
3. Work
1. Variance and trend information
performance analysis
4. Change
2. Technical performance
requests
measurement
Outputs
5.
4. Reserve
6.
analysis updates
Project documents
5. Meetings
Organizational process assets
:Risk Audits
updates

.
2. Change requests
Outputs

updates
:Variance and Trend Analysis
( )Variance and Trend Analysis
. .
EMV .
:Technical Performance Measurement

.
.
:Reserve Analysis
( -) .
.
%100
. Accept .
: Execution
: .

PROJECT PROCUREMENT MANAGEMENT
.
. .
.
.
.
: fixed price cost reimbursable

.. time and materials contract .
:Fixed-Price Contract

. :
: .Firm Fixed Price Contracts -FFP
: .Fixed Price Incentive Fee Contracts -FPIF
: . Fixed Price with Economic Price Adjustment Contracts -FP-EPA
153
Cost-reimbursable contracts-
.
:

: ).Cost Plus Fixed Fee Contracts (CPFF
: ).Cost Plus Incentive Fee Contracts (CPIF
: Cost Plus Award Fee Contracts (CAF).
Time and Material Contracts (T&M) -

Cost-reimbursable contracts
.Fixed-Price Contract

. .
:
:RFP .Request for Proposal
:RFB .Request for Bid
:RFQ .Request for Quotation

. Cost Reimbursable
. Fixed-Price Contract .

Plan Procurement Management Plan Procurement Management
:

.
: :

.
Plan Procurement Management

.
:

3.
Risk register
.
4. Activity
resource
requirements

5. Project schedule
.
.
Inputs

1.
Organizational plan
process assets

3. Risk register
1.Project
5. Make-or-buy
scheduleanalysis
Tools & Techniques
Inputs
2.Activity
6. Expert cost
3.Stakeholder
7.
judgment
estimates
Market research
register
.
8.
4.Enterprise
Meetingsenvironmental factors

1. Procurement
1. Make-or-buymanagement
analysis plan
Tools & Techniques
2. Procurement
2. Expert judgment
statement of work
3. Procurement
3. Market research
4. Source
Meetings
documents -- :Make-or-Buy Analysis
Outputs
4. selection criteria

5. Make-or-buy decisions
6. Change requests
1. Procurement management plan
2. Procurement statement of work
.
3. Procurement documents
Outputs
4. Source selection criteria

5. Make-or-buy decisions :Market Research
6. Change requests
.
: . .
6000 . 2000 . Make-or-Buy Analysis

: 6000 :
4000 = 22000 :.
.
Change Request
Make-or-Buy .

Conduct Procurements
Conduct Procurements
:
.

) -(
: :
.
Conduct Procurements .
1. Procurement management plan
:
2. Procurement
documents .
( -)
3. Source
selection
criteria

4. Sellerproposals
) -(
.
.
Inputs
6. Make-or-buy decisions
7. Procurement statement of work
1.
8. Procurement
Organizationalmanagement plan
process assets
3.
:
1. Source
Bidder selection
conference criteria
4.
2. Seller proposals
Proposal evaluation techniques
Tools & Techniques
Inputs
5.
Independent estimates
6.
4. Make-or-buy
7.
Expert judgment
5. Procurement
decisions
Advertising statement of work
:
8.
Analytical techniques
7.Procurement negotiations - .
1. Bidder conference
2. Proposal evaluation techniques
- .
Tools & Techniques
1.
3. Selected sellers
Independent estimates
2. Agreements
4. Expert judgment
3.

Advertising
Outputs
4. Change requests
7.Procurement plan updates
negotiations
:
1. Selected sellers - .
2. Agreements
-
Outputs
4. Change requests
6. Project documents updates .
:
: Bidder Conferences
.
(.)1
:Proposal Evaluation Techniques

.
:Independent Estimates
.Should cost
:Advertising

.
.
( )1

:Procurement Negotiations
( ) give and take ( )
.

Control Procurements
: :

.

.
: .
1. Project
management
plan

.
2. Procurement
documents

3. Agreements
.

Inputs

5. Work performance reports .

1. Contract change control system
2. Procurement performance
3. Agreements
reviews
Tools & Techniques
Inputs

3. Inspections and audits
5. Payment systems :Contract change Control system
6. Claims administration
.
1. Contractmanagement
7.Records change control system
system
2. Procurement performance
reviews
Tools & Techniques
1.
3. Work
2.
performance
Inspections
Change
information
and audits
requests
.

3.
Outputs
Payment systems
4.
5.
Claims administration
Organizational
7.Records processsystem
management assets :Procurement performance review
updates

2. Change requests
.
Outputs

updates
:Payment system
.
:Claims administration
.

Close Procurements Close Procurements
:
: :
.

.
Close Procurements .
:
.
.

. plan

Inputs

:Procurement Audits
.
Tools & Techniques
Inputs
1. Procurement
audits
2. Procurement negotiations
3. Records management system
.
Tools & Techniques
1. Procurement audits
2. Procurement negotiations
1. Closed procurements :Records Management System
3. Records management system
Outputs

updates
.
1. Closed procurements
. Project Close
Outputs
Close Procurement
updates
.

PROJECT STAKEHOLDER MANAGEMENT

.
.
.
.
.

.

:

.

Identify Stakeholders
:

: :
.

.
:

1.
2.
Project charter
.
Procurement
documents

Inputs
.
factors

.
.
1. Project charter
Tools & Techniques

Inputs
1. Enterprise
3. Stakeholder analysis
2. Expert judgment
3. Meetings
:Stakeholder Analysis

Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings . :
Outputs
* .

* .
Outputs
* .
/ :Power/Interest Grid With Stakeholders
: : .
:
* .
* .
* .
* .
:
:

:

(.)1
.
.
.

( )1 (.)142
Plan Stakeholder Management
:

.

: :

:

1.
Projectmanagement plan

.
.
Inputs
3. Enterprise
environmental
factors


Tools & Techniques
1. Enterprise
Expert judgment
Inputs
3. environmental factors

2. Meetings

Tools & Techniques
1. Expert judgment
2. Stakeholder
1. Meetings management plan

Outputs
3. Project
documents updates

Outputs
:
( )1 .

( )1 ( )3336
( )2638 .
Manage Stakeholder Engagement
:

.
: :

.
:

1.
Stakeholder
management plan

2. Communications
management
.
.
plan
Inputs

3. Change log

.
4. Organizational
process
assets
.

2. Communications management
plan
Tools & Techniques
Inputs
1. Change
3. Communication
log methods
2. Organizational
process assets
3. Management skills
Issues Log .
: Competing
.Requirements .
Tools & Techniques
1.
1. Issue log
Communication methods
2.Change requests
3.
Management skills plan updates
Outputs

.

updates
1. Issue log

2.Change requests
3. Project management plan updates Requirements Traceability Matrix Business
Outputs

5. Organizational process assets Owner .
updates
Control Stakeholder Engagement
: :

.

.
:
.


2.
Issue . log

3. Work
performance
data

Inputs
.
.

2. Issue log
Tools & Techniques
Inputs
1. Project
documents
2. Expert judgment
3. Meetings
.
Tools & Techniques
1. Work
Information management systems
1.
2. Expert
performance
judgment
2. Change requests
information
(
3. Project
Meetings
Outputs
3. management plan updates

4. Project documents updates ) .

updates

2. Change requests
Outputs

updates

Ideas to simplify the understanding of the processes input output
* Organizational Process Assets

.Enterprise Environmental Factors

* Develop Project Management Plan
.
* Project Management Plan Organizational Process Assets
.
Work Performance Data
* 10 :
+ Management Plan Develop+
* Expert Judgment . Integration Management
* Expert Judgment
. Control Costs

* Expert Judgment
. Control Risks
* Expert Judgment
.Manage Stakeholders Engagement
* Meeting .
* Develop Project Charter Develop Project Management Plan

: Expert Judgment .Facilitation Technique
* : - -
: Expert judgment Meetings
.Analytical Techniques
Output .
Change Request
*
* Organizational Process Assets
.
* Project Management Plan Updates Output

.Validate Scope
* Project Management Plan Updates Output

.Develop Project Team
* Project Document Updates Output
Develop Project Team
.Acquire Project Team



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1438 2017 /

Association of Projects Management

?What is Project Management

Functional Functional Functional

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

)(Gray boxes represent staff engaged in project activities

Functional Functional Functional

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

)(Gray boxes represent staff engaged in project activities

Weak Matrix Organization

Functional Functional Functional

Staff Staff Staff

Staff Staff Staff

Project Manager Staff Staff

)(Gray boxes represent staff engaged in project activities Project

Balance Matrix Organization

Functional Functional Functional Manager of

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

(Gray boxes represent staff engaged in project activities) Project Coordination

Strong Matrix Organization

Project Project Project

Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

)(Gray boxes represent staff engaged in project activities

Organizational Process Asset Input .

Enterprise Environmental Factor

Process 47 Process Group:

* . Planning Process Group

* . Execution Process Group

* . Monitoring and Controlling Process Group

* ..Closing Process Group

6.6 Develop Schedule

1. Project management plan

1. Project management plan

Direct and Manage Project Work

4. Organizational process assets

4. Project management plan

4. Project management plan

Execution Knowledge Area .

7. Organizational process assets

3. Project management plan updates

1. Project management plan .

3. Project management plan updates

1. Approved change requests

3. Project management plan updates

3. Organizational process assets

2. Organizational process assets

2. Organizational process assets

3. Enterprise environmental factors

3. Stakeholder management plan

4. Group creativity techniques