Course Materials Eng Amr Talat

PREPARATION COURSE FOR
PROJECT MANAGEMENT PROFESSIONAL
)PMP) R
Eng : Amr Talat ,PMP amr.talaat@engineeringtracks.com 0563979528
© 2018 Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

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WELCOME
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© 2018 : Amr Talat,PMP amr.talaat@engineeringtracks.com
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Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com
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CH 1 &2&3
Project Management Framework
‫إطار عمل إدارة المشروعات‬

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1 :INTRODUCTION
‫مقدمة‬
2 : THE ENVIRONMENT IN WHICH PROJECTS OPERATE
‫البٌئة التً تعمل فٌها المشارٌع‬

3:THE ROLE OF THE PROJECT MANAGER
‫دور مدٌر المشروع‬
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1
INTRODUCTION

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Points to Note
•Please read Chapter 1, Chapter 2, and Chapter 3 from Project Management Institute, A Guide to the
Project Management Body of Knowledge, (PMBOK® Guide) – 6th Edition, Project Management Institute,
Inc., 2017 (pages 1 to 68).
•Pay close attention to all the terms used. It is very important to understand all the concepts discussed in this
chapter.

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1.2 FOUNDATIONAL ELEMENTS
‫ هو نشاط مؤقت ٌتم البدء فٌه ألنشاء منتج‬: ‫المشروع‬
Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com Pag #4 8

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‫صفات المشروع‬
Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com ‫ذات أنشطة مترابطة‬ 9

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Projects drive change.
.‫المشارٌع تقود المؤسسة إلى التغٌٌر‬

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Projects enable business value creation
.‫المشارٌع تمكن من إنشاء مردود األعمال‬
Business value:
the benefit that the results of a specific project provide to its stakeholders.
The benefit from projects may be tangible, intangible, or both.
‫ وقد تكون المنفعة التً تقدمها المشارٌع مادٌة‬.‫ٌشٌر مردود األعمال فً المشارٌع إلى المنفعة التً ٌقدمها مشروع محدد للمعنٌٌن به‬
.‫أو معنوٌة أو كالهما‬

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tangible ‫العناصر المادٌة‬
Monetary assets, ،‫األصول النقدٌة‬

Stockholder equity, ،‫حقوق المساهمٌن‬
Utility, ،‫والمرافق‬
Fixtures,
Tools, and
Market share.
intangible ‫العناصر المعنوٌة‬
Goodwill, ،‫القٌمة السوقٌة‬

Brand recognition, ،‫واالعتراف بالعالمة التجارٌة‬
Public benefit, ،‫والمنفعة العامة‬
Trademarks,
Strategic alignment, and
Reputation.. ‫السمعة‬
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Project Initiation Context.
‫لماذا تقوم المؤسسات بعمل المشاريع‬
Meet regulatory,
Satisfy stakeholder
legal, or social
requests or needs;
requirements;
Implement or Create, improve,

change business or or fix products,
technological processes, or
strategies; services.
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‫‪Project Initiation Context.‬‬
‫لماذا تقوم المؤسسات بعمل المشارٌع‬
‫تلبٌة المتطلبات التنظٌمٌة أو القانونٌة أو االجتماعٌة؛‬ ‫إرضاء طلبات أو احتٌاجات المعنٌٌن؛‬
‫تحسٌن أو أوإصالح المنتجات أو العملٌات‬ ‫تنفٌذ األعمال أو االستراتٌجٌات التكنولوجٌة؛‬
‫‪Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com‬‬

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‫المعرفة والمهارات‬

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Effective project management helps individuals, groups, and public and private
organizations to:
*Meet business objectives
*Increase chances of success;

*Manage constraints (e.g., scope, quality, schedule, costs,
resources);
Poorly managed projects or the absence of project management may result in:
*Missed deadlines,
*Poor quality,
*Rework,

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1.2.3 RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS

MANAGEMENT
Portfolios Programs
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‫الحقٌبة اإلستثمارٌه‬

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‫استمرارٌة األعمال‬

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1.2.3.6 ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES
‫االدارة المؤسسٌة للمشارٌع واالستراتٌجٌات‬

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1.2.4.1 PROJECT AND DEVELOPMENT LIFE CYCLES
A project life cycle is the series of phases that a project passes through from its start to
its completion.
Phase-to-Phase Relationships
Sequential ‫تسلسلٌة‬
Overlapping ‫متداخلة‬
parallel ‫متكررة‬
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1.2.4.2 PROJECT PHASE

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1.2.4.3 PHASE GATE
A phase gate, is held at the end of a phase.
-Continue to the next phase

-End the project,
-Repeat the phase or elements of
it.
Some organizations called (phase review, stage gate, kill point, and phase entrance or phase exit)
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Guide to the Project Management Body of
Knowledge 6TH Editions

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1.2.4.5 PROJECT MANAGEMENT PROCESS GROUPS

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1.2.4.4 PROJECT MANAGEMENT PROCESSES
2017 49
‫المدخالت‬ ‫األدوات واألسالٌب‬ ‫المخرجات‬

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1.2.4.4 PROJECT MANAGEMENT PROCESSES
Initiating Process Group : Those processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project .
.
Planning Process Group. Those processes required to establish the scope of the project, refine the objectives,.
Executing Process Group. Those processes performed to complete the work plan to satisfy the project
requirements defined in the project management
.
Monitoring and Controlling Process Group. Those processes required to track, review,
Closing Process Group. Those processes performed to formally complete or close the project, phase, or contract.

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Look at PMBOOK
PAG NO:25
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Process

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1.2.4.7 PROJECT MANAGEMENT DATA AND
INFORMATION
PROJECT INFORMATION
‫معلومات المشروع‬
Work Performance data Work Performance information Work Performance report
‫تقارٌر الموقع‬ ‫تقارٌر الجودة‬ ‫تقارٌر المشروع‬
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PMIS
P.M ( 3ways)
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Figure 1-7. Project Data,00966 563 979 528
Information, and Report Flow
1.2.5 TAILORING ‫تخصٌص المشارٌع‬
*This guide and The Standard for Project Management [1] are recommended references for tailoring
*Specific methodology recommendations are outside the scope of this guide
*the organization may require specific project management methodologies be used.
*Tailoring is necessary because each project is unique
Tailoring Methodology
project Manager Organization
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1.2.6 PROJECT MANAGEMENT BUSINESS
DOCUMENTS
‫وثائق أعمال إدارة المشروع‬
Project business case Project management plan

‫دراسة األعمال للمشروع‬
project sponsor Project managers

-feasibility study
-objectives and reasons for project initiation.
-used throughout the project life cycle
-The business case may be used before the project initiation
and may result in a go/no-go decision for the project.
-A business case may include (Business needs&

Eng : Amr Talat,PMPAnalysis of the situation &Evaluation:& Recommendation
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1.2.6.4 PROJECT SUCCESS MEASURES
‫مقاٌٌس نجاح المشروع‬
-What does success look like for this project?

-How will success be measured?
-What factors may impact success?
-Completing the project benefits management plan
-Completing movement of an organization from its current state to

the desired future state;
-Achieving stakeholder satisfaction

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2
THE ENVIRONMENT IN WHICH PROJECTS OPERATE
‫البٌئةالتً تعمل فٌها المشارٌع‬

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Project Influences
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‫العوامل البٌئٌة المؤثرة فً المشروع‬

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‫أصول العملٌة التنظٌمٌة‬

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2.4.2 ORGANIZATIONAL GOVERNANCE FRAMEWORKS
‫أطر الحوكمة التنظٌمٌة‬
organizational or structural arrangements at all levels of
an organization designed to determine and influence the behavior of the organization’s
members.
‫ تشٌر إلى الترتٌبات التنظٌمٌة أو الهٌكلٌة على جمٌع مستوٌات المؤسسة المصممة‬:‫الحوكمة‬
. ‫لتحدٌد سلوك أعضاء المؤسسة‬

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1
FM
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Matrix
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PM
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‫مكتب إدارة المشروعات‬
Project Management office
PMO

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Supportive & controlling & directive
‫داعم‬ & ‫تحكم‬ & ‫توجٌه‬
low. moderate high

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THE ROLE OF THE PROJECT MANAGER

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PROJECT MANAGER
*The project manager is the person assigned by the

performing organization to lead the team that is responsible for achieving the
project objectives
‫مدٌر المشروع هو الشخص المكلف من قبل الشركة المنفذة لقٌادة الفرٌق‬
.‫المسؤول عن تحقٌق أهداف المشروع‬
functional manager
Project manager
operations manager
different
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‫ٌعتمد للمشروع مبكرا‬
‫مسئول عن المشروع ولٌس المسئول عن الموارد‬

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Project Manager’s Sphere of Influence

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ً‫االنضباط المهن‬
3.3.5 PROFESSIONAL DISCIPLINE ً‫االنضباط المهن‬

Continuing knowledge transfer and integration is very important for the project manager
3.3.6 ACROSS DISCIPLINES ‫نقل خبراتة الى المؤسسة‬

The project manager may serve as an informal ambassador by
educating the organization as to the advantages of project management with regard to timeliness, quality,
innovation,
and resource management. Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com
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The PMI Talent Triangle® 3.4 PROJECT MANAGER COMPETENCES
‫مثلث المواهب لرفع كفائة مدراء المشارٌع‬
.‫اإلدارة االستراتٌجٌة وإدارة األعمال‬
Project managers need

Eng : Amr to have
Talat,PMP a balance of these three skill sets.
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3.4.2 : TECHNICAL PROJECT MANAGEMENT SKILLS ‫مهارات اإلدارة الفنٌة للمشارٌع‬
Knowledge Areas in this guide describe many of these necessary project management skills
Scope
Time
Cost
Quality
Risk
3.4.3 STRATEGIC AND BUSINESS MANAGEMENT SKILLS
‫مهارات اإلدارة االستراتٌجٌة وادارة األعمال‬
negotiate and implement decisions and actions that support strategic alignment and
innovation
finance, marketing, and operations
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3.4.4 LEADERSHIP SKILLS
‫مهارات القٌادة‬
A large part of the project

manager’s role involves dealing
with people

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3.4.4.2 QUALITIES AND SKILLS OF A LEADER
Being a visionary
Being optimistic and positive
Being collaborative
Managing relationships and conflict
Communicating (research shows that top project managers spend about 90% of
their time on a project in communicating(
Being respectful
Focusing on the important things,
Being able to build effective teams,

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‫مكافئات‬
Punitive
‫قدوة وعظة‬
‫تفوٌض‬

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Project managers need to employ both leadership and management in order
to be successful
3.4.5 COMPARISON OF LEADERSHIP AND

MANAGEMENT
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PAG60:64
‫وظٌفة‬
‫تحافظ‬ ‫تطور‬
‫تدٌر‬ ‫تبتكر‬
‫تعتمد على السٌطرة‬ ‫تعتمد على الثقة‬
‫تعتمد على النتٌجة النهائٌة‬ ‫تنظر الى األفق‬
‫تقبل الوضع الراهن‬ ‫تقبل التحدى‬

‫تفعل األمور الصحٌحة‬ ‫تفعل األشٌاء الصحٌحة‬

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LEADERSHIP STYLES
Laissez-faire ‫عدم التدخل‬
allowing the team to make their own decisions
Transactional ‫تفاعلى‬
focus on goals, feedback, and accomplishment to determine rewards;
Servant leader ‫القائد الخادم‬

demonstrates commitment to serve and put other people first;
Transformational
empowering followers through idealized attributes and behaviors,
Charismatic ‫جذاب‬
able to inspire; is high-energy,
Interactional ً‫تفاعل‬
combination
Eng : Amrof transactional,
Talat,PMP transformational, and charismatic
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PERSONALITY
• Authentic • ‫موثوقة‬
• Courteous • ‫مهذبة‬
• Creative • ‫إبداعٌة‬
• Cultural • ‫ثقافٌة‬
• Emotional • ‫عاطفٌة‬
• Intellectual • ‫فكرٌة‬
• Managerial • ‫إدارٌة‬
• Political • ‫سٌاسٌة‬
• Service-oriented • ‫خدمٌة التوجه‬
• Social • ‫اجتماعٌة‬
• Systemic • ‫منتظمة‬
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3.5 PERFORMING INTEGRATION
‫مع من يتعامل مدير المشروع عند عمل التكامل فى المشروع‬
project sponsor to
understand the strategic
integration of processes, objectives and
knowledge, and people. ensure the alignment of
the project

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INTEGRATION AT THE PROCESS LEVEL
• INTEGRATION AT THE COGNITIVE • INTEGRATION AT THE CONTEXT
LEVEL LEVEL
• ً‫التكامل على المستوى المعرف‬ • ‫التكامل على مستوى السٌاق‬
• processes in these Knowledge • communications planning and
Areas management for guiding the
project team.

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INTEGRATION AND COMPLEXITY
‫التكامل والتعقيد‬
difficult to manage.
System behavior Human behavior. Ambiguity
،‫سلوك نظام المؤسسة‬ ‫السلوك البشري‬ ‫الغموض‬

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Eng: Amr Talat Email: amrtalat
Eng : 15
Amr@hotmail.com Tel: 0563979528
Talat,PMP amr.talaat@engineeringtracks.com
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4 PROJECT INTEGRATION MANAGEMENT
Getting the job
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done Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com
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Project Integration Management
Study Notes

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1- Please read Chapter 4 from Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – SIX Edition, Project Management Institute, Inc., 2017 (pages
69 to 128).
2- The study notes explain topics that are important for PMP® exam preparation and you can
expect several questions from e topics.
3- Try to relate the concepts to real life examples.

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What is Project Integration Management?
•*Comprises the processes and activities needed to identify, define, combine, unify, and
coordinate the various processes and project management activities within the Project
Management Process Groups.
‫ وتنسٌق العملٌات‬،‫ وتوحٌد‬،‫ وتجمٌع‬،‫ وتعرٌف‬،‫تشمل إدارة تكامل المشروع العملٌات واألنشطة الالزمة لتحدٌد‬
‫المختلفة وأنشطة إدارة المشارٌع‬
‫ نجد أن التكامل ٌشمل خصائص التوحٌد والتجمٌع‬،‫ وفً سٌاق إدارة المشارٌع‬.‫فً مجموعات عملٌات إدارة المشارٌع‬
.‫والتواصل والعالقات المتبادلة‬

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INPUTS
TOOLS AND TECHNICS
•Includes following processes:

1-◦Develop Project Charter
2-◦Develop Project Management Plan
3-◦Direct and Manage Project Work
4- Manage Project Knowledge OUT
5-◦Monitor and Control Project Work PUT
6-◦Perform Integrated Change Control

7-◦Close Project or Phase
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4.1 DEVELOP PROJECT CHARTER
Develop Project Charter is the process of developing a document that formally authorizes the existence
of a project
and provides the project manager with the authority to apply organizational resources to project
activities.
project charter establishes a partnership between the performing and requesting organizations
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*The project charter can be developed by the sponsor or the project manager in collaboration
with the initiating entity
‫وٌمكن للراعً أو مدٌر المشروع تطوٌر مٌثاق المشروع بالتعاون مع الكٌان الذي ٌتولى البدء‬
*A project charter is not considered to be

a contract because there is no consideration or money promised or exchanged in its creation

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‫‪Inputs‬‬
‫‪PROJECT BENEFITS MANAGEMENT PLAN‬‬
‫‪The 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
‫خطة إدارة منافع المشروع‬
‫خطة إدارة منافع المشروع هً الوثٌقة التً تصف كٌف ومتى سوف ُتسلَّم منافع المشروع‪ ،‬وتصف اآللٌات التً ٌجب أن توضع فً المكان‬
‫المناسب لقٌاس هذه المنافع‪ .‬وتعرف منفعة المشروع بأنها نتٌجة لإلجراءات أو السلوكٌات أو المنتجات أوالخدمات أو النتائج التً توفر قٌمة‬
‫مبكرا فً دورة حٌاة المشروع ‪.‬‬
‫ً‬ ‫للمؤسسة الراعٌة وكذلك للمستفٌدٌن المستهدفٌن من المشروع‪ .‬وٌبدأ تطوٌر خطة إدارة المنافع‬

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factors Enterprise environmental Inputs
tell you about
how your company does business.
There’s a lot of information about your company that will be really
useful to you when you’re planning your project. You need to know
how each of the different departments operates, the market conditions
you’re working in, the company’s overall strategy, any policies you
need to work with, your company’s culture,

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Organizational process assets
your company normally runs its projects.
Every company has standards for how to run its projects. There are
guidelines and instructions for managing projects, procedures you
need to follow, categories for various things you need to keep track of,
and templates for all of the various documents that you need to create.
These things are usually stored in some sort of library.

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Tools

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Tools
‫ورش العمل التحلٌلٌة‬

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Outputs
Project Charter
‫وثٌقة تأسٌس المشروع‬
•*A document issued by the project initiator or sponsor that formally

authorizes the existence of a project (i.e., formally signals the start of a
project).
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Outputs
4.1.3.2 ASSUMPTION LOG

High-level strategic and operational assumptions and constraints are normally identified in
the business case before
the project is initiated and will flow into the project charter.
: ‫سجل االفتراضات والقٌود األستراتجٌة‬
‫تحدد فى دراسة الجدوى األولٌة وتكون ملزمة لمدٌر المشروع فى التنفٌذ اثناء المشروع وتشتمل على األفتراضات‬
،‫والقٌود تحدٌد المواصفات الفنٌة والتقدٌرات والجدول الزمنً والمخاطر الخ‬

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4.2 DEVELOP PROJECT MANAGEMENT PLAN
.1 Project charter 1 Expert judgment .1 Project management plan

.2 Outputs from other .2 Data gathering
processes • Brainstorming
.3 Enterprise environmental • Checklists
factors • Focus groups
.4 Organizational process • Interviews
assets .3 Interpersonal and
team skills
• Conflict management
• Facilitation
• Meeting management
.4 Meetings
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Components of the Project Plan
•Change management plan ‫خطة ادارة التغٌر‬
•Communications management plan
•Cost management plan

•Cost baseline
•Human resource management plan
•Procurement management plan
•Quality management plan

•Stakeholder management plan

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*Configurationmanagement plan. . )‫خطة إدارة التهٌئة ) خطة الصٌانة للمنتج‬
*Change management plan.
•Scope baseline:
◦Project scope statement
◦WBS Please note: You will understand what these
◦WBS dictionary documents signify in subsequent chapters
•Schedule baseline
•Scope management plan
•Requirements management plan
•Risk management plan
•Schedule management plan
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‫الفرق بٌن وثائق المشروع وخطط المشروع‬

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Outputs
Project Management Plan,
‫خطة ادارة المشروع‬

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‫توجٌه وادارة تنفٌذ المشروع‬
4.3 DIRECT AND MANAGE PROJECT WORK
Direct and Manage Project Work is the process of leading and performing the work
defined in the project management
plan and implementing approved changes to achieve the project’s objectives.

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DIRECT AND MANAGE PROJECT WORK
.1 Project management plan .1 Expert judgment .1 Deliverables

• Any component .2 Work performance data
.2 Project documents
.2 Project management .3 Issue log
• Change log information system .4 Change requests
• Lessons learned register .3 Meetings .5 Project management plan
• Milestone list updates
• Project communications • Any component
• Project schedule .6 Project documents updates
• Requirements traceability • Activity list
matrix • Assumption log
• Risk register • Lessons learned register
• Risk report • Requirements
.3 Approved change requests documentation
.4 Enterprise environmental • Risk register
factors • Stakeholder register
.5 Organizational process assets .7 Organizational process assets
updates

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Outputs
Chang requests
‫طلبات التغٌٌر‬
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Guiding Rule – Who Can Authorize A
Change?
Approving Authority
Type of Change
Change to project charter Person who approved the project charter
Change in the project direction impacting cost, quality, time, Management

etc.
Minor changes that can be managed within the project plan

Project Manager

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Change requests
Preventive Action Corrective Action Defect Repair
‫األجراء الوقائى‬ ‫األجراء التصحٌحى‬ ‫أصالح العٌوب‬
•Preventive Action:
◦*An intentional activity that ensures the future performance of the project work is
aligned with the project management plan.
‫مثال عمل بٌارة لعدم وجود صرف فً المشروع فً الوقت الحالى‬

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•Corrective Action:
◦*An intentional activity that realigns the performance of the project
work with the project management plan.
‫مثال تغٌر الجهة المستفٌدة من المشروع‬

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• Defect Repair:
◦*Anintentional activity to modify a nonperforming product or
product component.
‫استبدال شجر النخٌل المثمر بالموقع‬

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Project Management Information System
(PMIS)
•PMIS consists of tools and techniques used to gather, integrate, and disseminate the
outputs of project management processes.
•Used to support all aspects of the project management from initiating till closing.
•Can include both manual and automated systems

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4.4 MANAGE PROJECT KNOWLEDGE
‫إدارة معرفة المشروع‬
Manage Project Knowledge is the process of using existing knowledge and creating new
knowledge to achieve the project’s objectives and contribute to organizational learning.

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Manage Project Knowledge
.1 Project management plan .1 Lessons learned register

• All components .1 Expert judgment
.2 Project management plan
.2 Project documents .2 Knowledge management updates
• Lessons learned register .3 Information • Any component
• Project team assignments management .3 Organizational process assets
• Resource breakdown .4 Interpersonal and team updates
structure skills
• Source selection criteria • Active listening
• Stakeholder register
• Facilitation
.3 Deliverables
.4 Enterprise environmental • Leadership
factors • Networking
.5 Organizational process • Political awareness
assets ‫الوعى السٌاسى بالبٌئة المحٌطة‬

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4.4.3.1 LESSONS LEARNED REGISTER OUTPUTS
The lessons learned register can include the category and description of the situation. The lessons
learned register
may also include the impact, recommendations, and proposed actions associated with the situation.
The lessons learned
register may record challenges, problems, realized risks and opportunities, or other content as
appropriate.
‫ وٌمكن ان ٌشمل سجل الدروس المستفادة أٌضا التأثٌر والتوصٌات واإلجراءات‬.‫ٌمكن أن ٌتضمن سجل الدروس المستفادة فئة الموقف ووصفه‬
.‫ إذا كان مالئ ًما‬،‫ وٌمكن لسجل الدروس المستفادة تسجٌل التحدٌات والمشكالت والمخاطر والفرص المعلومة أو محتوى آخر‬.‫المرتبطة بالموقف‬

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4.5 MONITOR AND CONTROL PROJECT WORK
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the overall
progress to meet
the performance objectives defined in the project management plan.

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4.5 MONITOR AND CONTROL PROJECT WORK
.1 Project management plan .1 Work performance reports

• Any component .1 Expert judgment .2 Change requests
• Assumption log .2 Data analysis .3 Project management plan
• Basis of estimates • Alternatives analysis updates
• Cost forecasts • Any component
• Cost-benefit analysis
• Issue log .4 Project documents updates
• Lessons learned register • Earned value analysis • Cost forecasts
• Milestone list • Root cause analysis • Issue log
• Quality reports • Lessons learned register
• Risk register • Trend analysis
• Risk register
• Risk report • Variance analysis • Schedule forecasts
• Schedule forecasts .3 Decision making
.3 Work performance information
.4 Meetings
.4 Agreements
.5 Enterprise environmental
factors
.6 Organizational process assets

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4.5.3.1 WORK PERFORMANCE REPORTS
Work performance reports are the physical or electronic representation of

work performance information intended to generate decisions, actions, or awareness.
Examples of work performance reports include status reports and progress reports.

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‫تنفٌذ المراقبة المتكاملة للتغٌر‬
4.6 PERFORM INTEGRATED CHANGE CONTROL
Perform Integrated Change Control is the process of reviewing all change requests; approving
changes and managing
changes to deliverables, project documents, and the project management plan;

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Perform Integrated Change Control
.1 Project management plan .1 Expert judgment

• Change management plan
.1 Approved change requests
• Configuration management .2 Change control tools .2 Project management plan
plan .3 Data analysis updates
• Scope baseline • Alternatives analysis • Any component
• Schedule baseline
• Cost baseline
• Cost-benefit analysis .3 Project documents updates
.2 Project documents .4 Decision making • Change log
• Basis of estimates • Voting
• Requirements traceability • Autocratic decision making
matrix • Multicriteria decision
• Risk report
.3 Work performance reports analysis
.4 Change requests .5 Meetings
factors

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Change Control System
•*A set of procedures which describes how modifications to the project deliverables and
documentation are managed and controlled.
•It includes documentation, tracking systems, processes, and approval levels needed for authorizing
change.
•In many cases, the Change Control System of the performing organization can be adopted “as is” for
use in the present project also.
•Certain identified types of changes can be “Automatically Approved”.
•All changes must be documented.
•Changes change the project baselines.
•Includes Change Control Board (CCB) – a group responsible for approving or rejecting proposed
changes.

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•Process to review, approve/reject recommended preventive, or
corrective actions
•Involvescoordinating changes across the entire project (e.g.,

change in schedule will quality impact cost, risk, y, and staffing)
Very important: Change Control in one Knowledge Area will impact other Knowledge
Areas. So, the Project Manager should be able to relate changes across Knowledge Areas.

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4.7 CLOSE PROJECT OR PHASE
Close Project or Phase is the process of finalizing all activities for the project, phase, or contract..

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4.7 CLOSE PROJECT OR PHASE
.1 Project charter
.2 Project management plan .1 Expert judgment .1 Project documents updates
• All components • Lessons learned register
.3 Project documents .2 Data analysis .2 Final product, service, or
• Assumption log • Document analysis result transition
• Basis of estimates .3 Final report
• Change log • Regression analysis .4 Organizational process assets
• Issue log • Trend analysis updates
• Lessons learned register
• Milestone list • Variance analysis
• Project communications .3 Meetings
• Quality control
measurements
• Quality reports
• Requirements
documentation
• Risk register
• Risk report
.4 Accepted deliverables
.5 Business documents
• Business case
• Benefits management plan
.6 Agreements
.7 Procurement documentation
.8 Organizational process assets Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com
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‫الدروس المستفادة‬ Outputs
Lessons Learned
update
•*The knowledge gained during a project which shows how project events were addressed or
should be addressed in the future with the purpose of improving future performance.
•Lessons can be learned from each and every project, even if some of them
are failures.
•Lessons should be learned not only from own mistakes but also from others’
mistakes.

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PROJECT SCOPE MANAGEMENT

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‫ادارة نطاق المشروع‬

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6th Editions PAG 130

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5.1 PLAN SCOPE MANAGEMENT
.1 Scope management plan

.1 Project charter .1 Expert judgment
.2 Requirements management
.2 Project management plan .2 Data analysis
plan
• Quality management plan • Alternatives analysis
• Project life cycle description .3 Meetings
• Development approach
factors
.4 Organizational process
assets

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Requirement management plan

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‫تجمٌع األحتٌاجات‬

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5.2 COLLECT REQUIREMENTS
.1 Expert judgment
.1 Requirements documentation
.2 Data gathering
.1 Project charter • Brainstorming .2 Requirements traceability
.2 Project management plan • Interviews matrix
• Scope management plan • Focus groups
• Requirements management • Questionnaires and
surveys
plan
• Benchmarking
• Stakeholder engagement .3 Data analysis
plan • Document analysis
.3 Project documents .4 Decision making
• Assumption log • Voting
• Lessons learned register • Multi criteria decision
• Stakeholder register analysis
.4 Business documents .5 Data representation
• Affinity diagrams
• Business case
• Mind mapping
.5 Agreements .6 Interpersonal and team skills
.6 Enterprise environmental • Nominal group technique
factors • Observation/conversation
.7 Organizational process assets • Facilitation
.7 Context diagram
.8 Prototypes

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. 2 Data gathering
Brainstorming : is a technique used to generate and collect multiple
ideas related to project and product requirements.
Focus groups. Focus groups bring together prequalified stakeholders and subject matter experts to
learn about
their expectations and attitudes about a proposed product, service, or result.

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. 2 Data gathering
) ‫من قسم واحد ( متخصصٌن‬

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5.2.2.4 DECISION MAKING
++Voting. Voting is a collective decision-making technique and an assessment prioritize product requirements.
Examples of voting techniques include:
**Unanimity. A decision that is reached whereby everyone agrees on a single course of action.
**Majority. A decision that is reached with support obtained from more than 50% of the members of the group.
**Plurality. A decision that is reached whereby the largest block in a group decides, even if a majority is not
achieved. This method is generally used when the number of options nominated is more than two.
++ Autocratic decision making. In this method, one individual takes responsibility for making the decision

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‫مالحظات مشارٌع مشابة من الخارج‬

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5.2.2.5 DATA REPRESENTATION
Data representation techniques that can be used for this process include but are not limited to:
**Affinity diagrams: Affinity diagrams allow large numbers of ideas to be classified into groups for review.
‫مخططات التقارب تسمح بتصنٌف أعداد كبٌرة من األفكار فً مجموعات للمراجعة والتحلٌل‬
**Mind mapping. 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.

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*Business requirements.
*Stakeholder requirements
Solution requirements

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5.3 DEFINE SCOPE
1 Project charter .1 Expert judgment .1 Project scope statement

.2 Project management plan .2 Project documents updates
• Scope management plan
.2 Data analysis
.3 Project documents • Alternatives analysis • Assumption log
• Assumption log .3 Decision making • Requirements
• Requirements • Multicriteria decision documentation
documentation • Requirements traceability
• Risk register analysis
matrix
.4 Enterprise environmental .4 Interpersonal and team skills
factors • Facilitation
assets
.5 Product analysis

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scope statement of work (SOW)

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5.4 CREATE WBS

• Scope management plan .1 Expert judgment .1 Scope baseline
.2 Project documents .2 Project documents updates
• Project scope statement .2 Decomposition
• Requirements • Assumption log
documentation
• Requirements
factors documentation

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WBS dictionary: The WBS dictionary is a document that provides
detailed deliverable, activity, and information about each component in
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‫‪5.5 VALIDATE SCOPE‬‬
‫‪Validate Scope is the process of formalizing‬‬

‫‪acceptance of the completed project deliverables.‬‬
‫ٌقوم فرٌق العمل بتسلٌم األعمال بعد التحقق من مطابقتها للجودة وتسلٌمها الى راعى المشروع وٌمثلة فى هذة الحالة األستشارى وهذا‬
‫ٌزٌد من فرصة قبول العمل النهائى وٌتم ذلك بشكل ضورى فى المشروع‬

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5.5 VALIDATE SCOPE
.1 Project management plan .1 Inspection .1 Accepted deliverables

• Scope management plan .2 Decision making .2 Work performance
• Requirements management • Voting information
plan .3 Change requests
• Scope baseline
.4 Project document updates
• Lessons learned register • Lessons learned register
• Quality reports • Requirements
• Requirements documentation
documentation • Requirements traceability
• Requirements traceability matrix
matrix
.3 Verified deliverables
.4 Work performance data

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INSPECTION
Inspection includes activities such as measuring, examining, and validating to
determine whether work and deliverables meet requirements and product acceptance criteria. Inspections are
Inspection are some times called
reviews
product reviews
walkthroughs.
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5.6 CONTROL SCOPE
Control Scope is the process of monitoring the status of the project and product scope
and managing changes to
the scope baseline.
Controlling the project scope ensures all requested changes and recommended corrective or
preventive actions
are processed through the Perform Integrated Change Control process
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5.6 CONTROL SCOPE
.1 Project management plan .1 Work performance

• Scope management plan .1 Data analysis information
• Requirements management .2 Change requests
plan
• Variance analysis .3 Project management plan
• Change management plan • Trend analysis updates
• Configuration management • Scope management plan
plan • Scope baseline
• Scope baseline • Schedule baseline
• Performance measurement • Cost baseline
baseline • Performance measurement
.2 Project documents baseline
• Lessons learned register .4 Project documents updates
• Requirements • Lessons learned register
documentation • Requirements
• Requirements traceability documentation
matrix • Requirements traceability
.3 Work performance data matrix
assets

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‫تحلٌل التباٌن‬

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PROJECT SCHEDULE MANAGEMENT

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6
PAG173

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PROJECT SCHEDULE MANAGEMENT
Project Schedule Management includes the processes required to manage the
timely completion of the project.
The Project Schedule Management processes are:
6.1 Plan Schedule Management: The process of establishing the policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project schedule.
6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to
produce
the project deliverables
6.3 Sequence Activities—The process of identifying and documenting relationships among the project
activities.
6.4 Estimate Activity Durations—The process of estimating the number of work periods needed to
complete
individual activities with the estimated resources.
6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule model for project execution and monitoring and controlling.

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6.6 Control Schedule—The process of monitoring the status of the project to update the project schedule
and
manage changes to the schedule baseline.

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Pag : 158

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You’ll need to know how to turn a table of nodes into a network diagram,
so here’s your chance to get some practice! Here’s a list of nodes for a
PDM network diagram. Try drawing the diagram based on it:

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Now try another one!

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6.4 ESTIMATE ACTIVITY DURATIONS

• Schedule management plan
.1 Expert judgment .1 Duration estimates
• Scope baseline .2 Analogous estimating .2 Basis of estimates
.2 Project documents .3 Parametric estimating .3 Project documents updates
• Activity attributes
• Activity list
.4 Three-point estimating • Activity attributes
• Assumption log .5 Bottom-up estimating
• Assumption log
.6 Data analysis
• Milestone list • Lessons learned register
• Project team assignments
• Alternatives analysis
• Resource breakdown • Reserve analysis
structure .7 Decision making
• Resource calendars .8 Meetings
• Resource requirements
• Risk register
factors

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‫‪6.4.2.2 ANALOGOUS ESTIMATING‬‬
‫هو أسلوب لتقدٌر مدة أو تكلفة أي نشاط أو مشروع باستخدام البٌانات السابقة من نشاط أو مشروع مماثل‪.‬‬

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6.4.2.4 THREE-POINT ESTIMATING

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Activity on the critical path
Three point
Estimate
23.83to
29.33 34.83
Or29.33+/-5.5
55.33to
63.33 71.33
Or63.33+/-8
42.17to
43.67 45.17
Or43.67+/-1.5
33.83to
36 38.167
Or36+/-2.167
162.27to
172.33 182.39
Or172.33+/-10
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6.5 DEVELOP SCHEDULE
.1 Project management plan .1 Schedule baseline

• Schedule management plan .1 Schedule network analysis .2 Project schedule
• Scope baseline .3 Schedule data
.2 Critical path method
.4 Project calendars
• Activity attributes .3 Resource optimization .5 Change requests
• Activity list .4 Data analysis .6 Project management plan
• Assumption log • What-if scenario analysis updates
• Basis of estimates • Schedule management plan
• Duration estimates
• Simulation
• Cost baseline
• Lessons learned register .5 Leads and lags .7 Project documents updates
• Milestone list .6 Schedule compression • Activity attributes
• Project schedule network .7 Project management • Assumption log
diagrams • Duration estimates
• Project team assignments information system • Lessons learned register
• Resource calendars .8 Agile release planning • Resource requirements
• Resource requirements • Risk register
• Risk register
.3 Agreements
factors
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What-if scenario analysis. Monte Carlo analysis
‫الوقت الرسمى لألنتهاء من المشروع‬ ‫الوقت المتوقع لألنتهاء من المشروع‬

%10 %90

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6.5.2.6 SCHEDULE COMPRESSION

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6.6 CONTROL SCHEDULE
.1 Project management plan .1 Data analysis .1 Work performance

• Schedule management plan • Earned value analysis information
• Schedule baseline • Iteration burndown chart
.2 Schedule forecasts
• Scope baseline .3 Change requests
• Performance measurement
• Performance reviews .4 Project management plan
baseline • Trend analysis updates
.2 Project documents • Variance analysis • Schedule management plan
• Lessons learned register • What-if scenario analysis • Schedule baseline
• Project calendars .2 Critical path method • Cost baseline
• Project schedule .3 Project management • Performance measurement
• Resource calendars information system
baseline
• Schedule data .5 Project documents updates
.4 Resource optimization • Assumption log
.4 Organizational process assets .6 Leads and lags • Basis of estimates
.7 Schedule compression • Lessons learned register
• Project schedule
• Resource calendars
• Risk register
• Schedule data

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‫المخطط لة‬
‫مخطط األعمال غٌر المنجزة التكراري‪.‬‬
‫المنفذ فعلٌا‬
‫‪Iteration burndown chart‬‬
‫المتوقع‬
‫‪226‬‬ ‫فقط للمشارٌع المتشابة‬

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7.1 PLAN COST MANAGEMENT
Plan Cost Management is the process of defining how the project costs will be estimated, budgeted,
managed,
monitored, and controlled.
PLAN COST MANAGEMENT
.1 Project charter
.2 Project management plan Cost management plan
• Schedule management plan
.1 Expert judgment
• Risk management plan .2 Data analysis
.3 Enterprise environmental .3 Meetings
factors

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7.2:ESTIMATE COSTS
Estimate Costs is the process of developing an approximation of the cost of resources needed to
complete project
work.

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ESTIMATE COSTS
.1 Project management plan .1 Expert judgment .1 Cost estimates

• Cost management plan
• Quality management plan
.2 Analogous estimating .2 Basis of estimates
• Scope baseline .3 Parametric estimating .3 Project documents updates
.2 Project documents .4 Bottom-up estimating • Assumption log
• Lessons learned register .5 Three-point estimating • Lessons learned register
• Project schedule • Risk register
• Resources requirements .6 Data analysis
• Risk register • Alternatives analysis
.3 Enterprise environmental • Reserve analysis
factors
• Cost of quality
assets .7 Project management
information system
.8 Decision making
• Voting

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‫تحلٌل عرض البائع‬

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7.3 DETERMINE BUDGET
Determine Budget is the process of aggregating the estimated costs of individual activities or work
packages to
establish an authorized cost baseline.

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DETERMINE BUDGET
.1 Project management plan .1 Expert judgment .1 Cost baseline

• Cost management plan .2 Project funding requirements
• Resource management plan
.2 Cost aggregation
.3 Project documents updates
• Scope baseline .3 Data analysis
• Cost estimates
.2 Project documents • Reserve analysis
• Basis of estimates 4 Historical information review • Project schedule
• Cost estimates ..5 Funding limit reconciliation • Risk register
• Risk register .6 Financing
• Business case
.4 Agreements
factors
assets

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7.4 CONTROL COSTS
Control Costs is the process of monitoring the status of the project to
update the project costs and managing changes
to the cost baseline.

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CONTROL COSTS
.1 Project management plan .1 Work performance

• Cost management plan .1 Expert judgment information
.2 Data analysis .2 Cost forecasts
• Cost baseline .3 Change requests
• Performance measurement • Earned value analysis .4 Project management plan
baseline • Variance analysis updates
.2 Project documents • Cost management plan
• Trend analysis
• Lessons learned register • Cost baseline
.3 Project funding requirements • Reserve analysis • Performance measurement
.4 Work performance data .3 To-complete performance baseline
.5 Organizational process assets index .5 Project documents updates
.4 Project management • Assumption log
information system • Basis of estimates
• Cost estimates
• Risk register

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219 PAG:

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‫ادارة القٌمة المكتسبة‬
‫التنبؤ‬
‫مؤشر األداء األزم حتى ٌتم اكمال المشروع‬

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‫القٌمة المخططة‬
‫القٌمة المكتسبة‬
‫التكلفة الفعلٌة‬
‫تباٌن الجدول الزمنى‬
‫تباٌن التكلفة‬

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PAG :267

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Pag : 224

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8 PROJECT QUALITY MANAGEMENT

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ISO 9000 (18)

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PAG :228
) ‫الجودة & الدرجة ( الفئة‬
TOYOTA PRADO & GMC

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PMT
Over all
project
QA control
control
QC
Execution

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PROJECT QUALITY MANAGEMENT
Project Quality Management includes the processes for incorporating the organization’s quality policy
regarding
planning, managing, and controlling project and product quality requirements in order to meet stakeholders’
objectives.
8.1 Plan Quality Management: The process of identifying quality requirements and/or standards for the
project
and its deliverables, and documenting how the project will demonstrate compliance with quality requirements
and/
or standards.
8.2 Manage Quality: The process of translating the quality management plan into executable quality
activities that
incorporate the organization’s quality policies into the project.
8.3 Control Quality: The process of monitoring and recording the results of executing the quality
management
activities to assess performance and ensure the project outputs are complete, correct, and meet
customer expectations.

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8.1 PLAN QUALITY MANAGEMENT
.1 Expert judgment
.1 Project charter .1 Quality management plan
.2 Data gathering .2 Quality metrics
• Requirements management • Benchmarking .3 Project management plan
plan • Brainstorming updates
• Risk management plan • Interviews • Risk management plan
• Stakeholder engagement .3 Data analysis • Scope baseline
plan • Cost-benefit analysis .4 Project documents updates
• Scope baseline • Cost of quality • Lessons learned register
.3 Project documents • Requirements traceability
.4 Decision making
• Assumption log matrix
• Requirements • Multicriteria decision • Risk register
documentation analysis • Stakeholder register
• Requirements traceability .5 Data representation
matrix • Flowcharts
• Risk register • Logical data model
• Stakeholder register • Matrix diagrams
• Mind mapping
factors
.5 Organizational process .6 Test and inspection planning
assets .7 Meetings
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8.1.2.3 DATA ANALYSIS

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Cost of quality
‫تكلفة الجودة‬
‫حماٌة‬
‫تجهٌزات‬
‫تقٌٌم‬ ‫الطلبات‬
‫فقدات اقتصادٌة‬

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8.1.3.2 QUALITY METRICS

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MANAGE QUALITY

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8.2 MANAGE QUALITY
Manage Quality is the process of translating the quality management plan into executable quality
activities that
incorporate the organization’s quality policies into the project.
Manage Quality uses the data and results from the control quality process to reflect the overall
quality status of the
project to the stakeholders.

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MANAGE QUALITY
.1 Data gathering
.1 Project management plan • Checklists .1 Quality reports
• Quality management plan .2 Data analysis .2 Test and evaluation
.2 Project documents • Alternatives analysis documents
• Document analysis
• Lessons learned register .3 Change requests
• Process analysis
• Quality control • Root cause analysis
measurements .3 Decision making updates

• Multicriteria decision • Quality management plan
• Quality metrics analysis • Scope baseline
• Risk report .4 Data representation • Schedule baseline
.3 Organizational process assets • Affinity diagrams
• Cause-and-effect diagrams • Cost baseline
• Flowcharts .5 Project documents updates
• Histograms • Issue log
• Matrix diagrams • Lessons learned register
• Scatter diagrams • Risk register
.5 Audits
.6 Design for X
.7 Problem solving
.8 Quality improvement
methods
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Manage Quality is sometimes called quality assurance,

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Figure 8-9. Cause-and-Effect Diagram
PAG:294
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8.2.2.8 QUALITY IMPROVEMENT METHODS
Quality improvements can occur based on findings and recommendations from quality control processes, the
findings
of the quality audits, or problem solving in the Manage Quality process. Plan-do-check-act and Six Sigma are
two of the
most common quality improvement tools used to analyze and evaluate opportunities for improvement.

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8.2.3.1 QUALITY REPORTS
The quality reports can be graphical, numerical, or qualitative. The information provided can be used
by other
processes and departments to take corrective actions in order to achieve the project quality
expectations.

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Control Quality

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8.3 CONTROL QUALITY
Control Quality is the process of monitoring and recording results of executing the quality
management activities in
order to assess performance and ensure the project outputs are complete, correct, and
meet customer expectations.

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CONTROL QUALITY
.1 Data gathering .1 Quality control measurements

.1 Project management plan • Checklists .2 Verified deliverables
• Quality management plan • Check sheets
.3 Work performance
.2 Project documents information
• Statistical sampling .4 Change requests
• Questionnaires and surveys
• Quality metrics .5 Project management plan
• Test and evaluation .2 Data analysis updates
documents • Performance reviews • Quality management plan
.3 Approved change requests • Root cause analysis .6 Project documents updates
.4 Deliverables .3 Inspection • Issue log
.5 Work performance data .4 Testing/product evaluations • Lessons learned register
.5 Data representation • Test and evaluation
factors
• Cause-and-effect diagrams documents
assets • Control charts
• Histogram
• Scatter diagrams
.6 Meetings

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Check sheets.:
Check sheets are also known as tally sheets and are used to organize facts in a manner that will
facilitate the effective collection of useful data about a potential quality problem.
.‫أوراق الفحص‬
‫تعرف أوراق الفحص أٌضا باسم كشوف المراجعة وتستخدم فً تنظٌم الحقائق على نحو ٌُس ّهل التجمٌع الفعال‬
.‫للبٌانات المفٌدة بشأن مشكلة جودة محتملة‬

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2130

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9
RESOURCE MANAGEMENT

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PROJECT RESOURCE MANAGEMENT
Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for
the successful completion of the project.

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9.1 Plan Resource Management: The process of defining how to estimate, acquire, manage, and utilize
physical
and team resources.
and the type and quantities 9.2 Estimate Activity Resources: The process of estimating team resources
of
material, equipment, and supplies necessary to perform project work.
9.3 Acquire Resources : The process of obtaining team members, facilities, equipment, materials,
supplies, and
other resources necessary to complete project work.
9.4 Develop Team: The process of improving competencies, team member interaction, and the overall team
environment to enhance project performance.
9.5 Manage Team: The process of tracking team member performance, providing feedback, resolving issues,
and managing team changes to optimize project performance.
9.6 Control Resources: The process of ensuring that the physical resources assigned and allocated to
the
project are available as planned, as well as monitoring the planned versus actual use of
resources, and performing
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corrective action as necessary.
PLAN RESOURCE MANAGEMENT
.1 Project charter .1 Expert judgment .1 Resource management plan

.2 Project management plan .2 Data representation .2 Team charter
• Quality management plan • Hierarchical charts .3 Project documents updates
• Scope baseline • Assumption log
• Responsibility assignment
.3 Project documents • Risk register
matrix
• Requirements
• Text-oriented formats
documentation .3 Organizational theory
• Risk register .4 Meetings
factors
assets

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‫األختصاص & المسؤلٌة & األستشارة & األطالع‬

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9.1.3.1 RESOURCE MANAGEMENT PLAN

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Pag :266

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9.1.3.2 TEAM CHARTER
‫مٌثاق الفرٌق‬
The team charter is a document that establishes the team values, agreements, and operating
guidelines for the team.
The team charter may include but is not
limited to:
*Team values,
*Communication guidelines,
*Decision-making criteria and process,

*Conflict resolution process,
*Meeting guidelines,
*Team agreements*

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9.2 ESTIMATE ACTIVITY RESOURCES
Estimate Activity Resources is the process of estimating team resources and the type and
quantities of materials,
equipment, and supplies necessary to perform project work.
ESTIMATE ACTIVITY RESOURCES
.1 Project management plan .1 Resource requirements

• Resource management plan .1 Expert judgment .2 Basis of estimates
• Scope baseline
.2 Bottom-up estimating .3 Resource breakdown
structure
• Activity attributes .3 Analogous estimating
• Activity list .4 Parametric estimating • Activity attributes
• Assumption log .5 Data analysis • Assumption log
• Cost estimates • Lessons learned register
• Resource calendars • Alternatives analysis
• Risk register .6 Project management
.3 Enterprise environmental information system
factors
.7 Meetings
assets
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9.2.3.3 RESOURCE BREAKDOWN STRUCTURE

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9.3 ACQUIRE RESOURCES
‫حٌازة الموارد‬
Acquire Resources is the process of obtaining team members, facilities, equipment,

materials, supplies, and other
resources necessary
Eng : Amr to complete project work.
Talat,PMP amr.talaat@engineeringtracks.com
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ACQUIRE RESOURCES
.1 Physical resource
.1 Project management plan .1 Decision making
• Resource management plan • Multicriteria decision
assignments
.2 Project team assignments
• Procurement management analysis .3 Resource calendars
plan .2 Interpersonal and team skills .4 Change requests
• Cost baseline • Negotiation .5 Project management plan
.2 Project documents .3 Pre-assignment updates
• Project schedule .4 Virtual teams • Resource management plan
• Resource calendars • Cost baseline
• Resource requirements • Lessons learned register
• Stakeholder register • Project schedule
.3 Enterprise environmental • Resource breakdown
factors structure
.4 Organizational process • Resource requirements
assets • Risk register
factors updates
updates

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HALO Effect

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‫التحدٌد المسبق‬
‫التفاوض‬
‫الجلب‬

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9.4 DEVELOP TEAM

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‫تطوٌر فرٌق المشروع‬

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DEVELOP TEAM
.1 Project management plan .1 Colocation 1. Team performance

• Resource management plan assessments
.2 Virtual teams .2 Change requests
.2 Project documents .3 Communication technology
• Lessons learned register .3 Project management plan
.4 Interpersonal and team skills
• Project schedule updates
• Conflict management • Resource management plan
• Resource calendars
• Influencing .4 Project documents updates
• Team charter • Motivation • Lessons learned register
.3 Enterprise environmental • Negotiation • Project schedule
factors • Project team assignments
• Team building • Resource calendars
.5 Recognition and rewards • Team charter
assets
.6 Training .5 Enterprise environmental
.7 Individual and team factors updates
assessments updates
.8 Meetings

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Tuchman ladder PAG :338

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‫القواعد األساسٌة‬
‫الموقع المشترك‬

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‫التقدٌرات والمكافئات‬

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‫تقٌٌمات اداء فرٌق العمل‬

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9.5 MANAGE TEAM

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MANAGE TEAM
.1 Project management plan .1 Interpersonal and team skills .1 Change requests

• Resource management plan • Conflict management .2 Project management plan
• Decision making
• Issue log • Resource management plan
• Lessons learned register • Emotional intelligence • Schedule baseline
• Project team assignments • Influencing • Cost baseline
• Team charter • Leadership .3 Project documents updates
.3 Work performance reports
.2 Project management • Issue log
.4 Team performance • Lessons learned register
assessments information system • Project team assignments
.5 Enterprise environmental .4 Enterprise environmental
factors factors updates
assets

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‫المالحظة والحوووووار‬
‫تقٌٌمات اداء المشروع‬

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‫ادارة النزاعات‬

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PAG: 349
‫تأجٌل‬

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‫األولٌات‬

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‫األدوار المدمرة‬ ‫أدوار داعمة‬
‫‪2130‬‬
‫معتدي‬ ‫الباحثون عن المعلومات‬
‫المسٌطر‬ ‫المانحون المعلومات‬
‫محامً الشٌطان‬ ‫المشجع‬
‫المتسلق‬ ‫الواضح‬
‫االنسجام‬
‫الساعً للتالعب‬
‫المنسحب‬ ‫اآلخذون إجماع‬
‫مانع‬ ‫المحافظ والمٌن‬
‫المبادرٌن‬

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‫‪9.6‬‬ ‫‪CONTROL RESOURCES‬‬
‫‪Control Resources is the process of ensuring that the physical resources assigned and‬‬
‫‪allocated to the project are‬‬
‫‪available as planned, as well as monitoring the planned versus actual utilization of resources‬‬
‫‪and taking corrective‬‬
‫‪action as necessary.‬‬
‫التحكم فً الموارد هً عملٌة ضمان أن الموارد المادٌة المعٌنة والمخصصة للمشروع متوفرة كما هو مخطط‪ ،‬إضافة إلى مراقبة االستغالل‬
‫المخطط مقابل االستغالل الفعلً للموارد والقٌام باإلجراء التصحٌحً عند الحاجة‪ .‬المنفعة األساسٌة لهذه العملٌة هً ضمان أن الموارد المعٌنة‬
‫ى هذه العملٌة على مدار المشروع‪.‬‬‫متاحة للمشروع فً الوقت المناسب وفً المكان المناسب وتسرٌحها حٌنما تتوقف الحاجة إلٌها‪ .‬و ُتؤدَّ َ‬

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CONTROL RESOURCES
.1 Project management plan .1 Data analysis .1 Work performance

• Resource management plan • Alternatives analysis information
.2 Project documents • Cost-benefit analysis .2 Change requests
• Issue log • Performance reviews .3 Project management plan
• Lessons learned register • Trend analysis updates
• Physical resource .2 Problem solving • Resource management plan
assignments .3 Interpersonal and team skills • Schedule baseline
• Project schedule • Negotiation • Cost baseline
• Resource breakdown • Influencing .4 Project documents updates
structure .4 Project management • Assumption log
• Resource requirements information system • Issue log
• Risk register • Lessons learned register
.3 Work performance data • Physical resource
.4 Agreements assignments
.5 Organizational process assets • Resource breakdown
structure
• Risk register
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9.6.2.2 PROBLEM SOLVING
Problem solving may use a set of tools that helps the project manager to solve
problems that arise during the control resource process.
Identify the problem. Specify the problem.

.‫ توضٌح المشكلة‬.‫تحدٌد المشكلة‬
Define the problem. Break it into smaller, manageable problems

.‫ ٌمكن التحكم فٌها‬،‫ تقسٌمها إلى مشاكل أصغر‬.‫تعرٌف المشكلة‬
Investigate. Collect data
.‫الفحص جمع البٌانات‬
Analyze . Find the root cause of the problem

.‫ التحلٌل تحدٌد السبب الجذري للمشكلة‬.
Solve. Choose the suitable solution from a variety of available ones
.‫ الحل اختٌار الحل المناسب من بٌن مجموعة متنوعة من الحلول المتاحة‬.
Check the solution. Determine if the problem has been fixed

.‫ تحدٌد ما إذا كانت المشكلة قد ُحلَّت‬.‫ فحص الحل‬.
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Project Communications
Management Overview
10.1 Plan Communications 10.2 Manage 10.3 Monitor

Management Communications Communications
.1 Inputs .1 Inputs .1 Inputs

.1 Project charter .1 Project management plan .1 Project management plan
.2 Project management plan .2 Project documents .2 Project documents
.3 Project documents .3 Work performance reports .3 Work performance data
.4 Enterprise environmental .4 Enterprise environmental .4 Enterprise environmental
factors factors factors
.5 Organizational process assets .5 Organizational process assets .5 Organizational process assets
.2 Tools & Techniques .2 Tools & Techniques .2 Tools & Techniques
.1 Expert judgment .1 Communication technology .1 Expert judgment
.2 Communication requirements .2 Communication methods .2 Project management
analysis .3 Communication skills information system
.3 Communication technology .4 Project management .3 Data representation
.4 Communication models information system .4 Interpersonal and team skills
.5 Communication methods .5 Project reporting .5 Meetings
.6 Interpersonal and team skills .6 Interpersonal and team skills .3 Outputs
.7 Data representation .7 Meetings .1 Work performance information
.8 Meetings .3 Outputs .2 Change requests
.3 Outputs .1 Project communications .3 Project management plan
.1 Communications management .2 Project management plan updates
plan updates .4 Project documents updates
.2 Project management plan .3 Project documents updates
updates .4 Organizational process assets
.3 Project documents update updates

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‫حٌوي‬

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PLAN COMMUNICATIONS MANAGEMENT
.1 Expert judgment .1 Communications management

.1 Project charter .2 Communication requirements plan
.2 Project management plan analysis .2 Project management plan
• Resource management plan .3 Communication technology updates
• Stakeholder engagement .4 Communication models • Stakeholder engagement
plan plan
.5 Communication methods .3 Project documents updates
.3 Project documents .6 Interpersonal and team skills
• Requirements • Communication styles • Stakeholder register
documentation assessment
• Stakeholder register • Political awareness
• Cultural awareness
.4 Enterprise environmental .7 Data representation
factors • Stakeholder engagement
.5 Organizational process assessment matrix
assets .8 Meetings

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Transmit
Acknowledge
Noise
‫التشفٌر‬
‫التشوٌش‬
‫فك التشفٌر‬
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‫دقٌقة‬
‫الخطب‬
‫لغة األشارة‬

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E –mails & letters
Formal written
Formal verbal
Formal written
Informal written
Formal written
Informal verbal
Formal written
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10.2 MANAGE COMMUNICATIONS
Manage Communications is the process of ensuring timely and appropriate collection, creation, distribution,
storage,
retrieval, management, monitoring, and the ultimate disposition of project information.
MANAGE COMMUNICATIONS
.1 Project management plan 1 Communication technology .1 Project communications

• Resource management plan .2 Communication methods
• Communications .3 Communication skills
management plan • Communication competence updates
• Stakeholder engagement • Feedback • Communications
plan • Nonverbal management plan
.2 Project documents • Presentations • Stakeholder engagement
• Change log .4 Project management plan
• Issue log information system
• Lessons learned register .5 Project reporting
• Quality report .6 Interpersonal and team skills • Issue log
• Risk report • Active listening • Lessons learned register
• Stakeholder register • Conflict management • Project schedule
.3 Work performance reports • Cultural awareness • Risk register
.4 Enterprise environmental • Meeting management • Stakeholder register
factors • Networking
.5 Organizational process assets • Political awareness
.7 Meetings assets updates

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10.3 MONITOR COMMUNICATIONS
Monitor Communications is the process of ensuring the information needs of the project and its stakeholders are
met.
MONITOR COMMUNICATIONS
.1 Project management plan .1 Expert judgment .1 Work performance

• Resource management plan information
.2 Project management
• Communications .2 Change requests
management plan information system .3 Project management plan
• Stakeholder engagement .3 Data analysis updates
plan • Stakeholder engagement • Communications
.2 Project documents assessment matrix management plan
• Issue log .4 Interpersonal and team skills • Stakeholder engagement
• Lessons learned register plan
• Observation/conversation
• Project communications .4 Project documents updates
.3 Work performance data .5 Meetings • Issue log
.4 Enterprise environmental • Lessons learned register

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is an uncertain event or condition that, if it occurs, has a positive or
negative effect on
one or more project objectives
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11.1 Plan Risk Management: The process of defining how to conduct risk management activities for a project.
11.2 Identify Risks: The process of identifying individual project risks as well as sources of overall project risk,
and documenting their characteristics.
11.3 Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis
or action by assessing their probability of occurrence and impact as well as other characteristics.
11.4 Perform Quantitative Risk Analysis: The process of numerically analyzing the combined effect of identified
individual project risks and other sources of uncertainty on overall project objectives.
11.5 Plan Risk Responses :The process of developing options, selecting strategies, and agreeing on actions to
address overall project risk exposure, as well as to treat individual project risks.
response ‫تطبٌق االستجابات للمخاطر‬11.6 Implement Risk Responses: The process of implementing agreed-upon risk
plans.
11.7 Monitor Risks: The process of monitoring the implementation of agreed-upon risk response plans,
tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout
the project.

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11.1 PLAN RISK MANAGEMENT
Plan Risk Management is the process of defining how to conduct risk
management activities for a project.
PLAN RISK MANAGEMENT
.1 Project charter .1 Expert judgment .1 Risk management plan

• All components .2 Data analysis
.3 Project documents • Stakeholder analysis
.4 Enterprise environmental .3 Meetings
factors

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‫المنهجٌة‬

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PAG :406

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Risk Breakdown Structure (RBS)
PAG :406

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Probability and impact matrix
PAG :407

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‫مصفوفة األحتمال والتأثٌر‬

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‫لتحدٌد أولٌات المخاطر علً الشركة‬ PAG :331
cost

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11.2 IDENTIFY RISKS

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11.2 IDENTIFY RISKS
Identify Risks is the process of identifying individual project risks as well as sources of overall project risk.
IDENTIFY RISKS

• Requirements management .1 Expert judgment .1 Risk register
plan
• Schedule management plan .2 Data gathering .2 Risk report
• Cost management plan • Brainstorming .3 Project documents updates
• Quality management plan
• Checklists • Assumption log
• Risk management plan • Interviews • Issue log
• Scope baseline .3 Data analysis
• Cost baseline • Root cause analysis
.2 Project documents • Assumption and constraint
• Assumption log
• Cost estimates
analysis
• Duration estimates • SWOT analysis
• Issue log • Document analysis
• Requirements .4 Interpersonal and team skills
documentation • Facilitation
• Stakeholder register .5 Prompt lists‫القوائم الفورٌة‬
.3 Agreements .6 Meetings
factors Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com
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Use ISHIKAWA diagram

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‫‪11.2.2.5 PROMPT LISTS‬‬
‫‪A prompt list is a predetermined list of risk categories that might give rise to individual project‬‬
‫‪risks and that could also‬‬
‫‪act as sources of overall project risk.‬‬
‫القائمة الفورٌة هً قائمة محددة مسب ًقا بفئات المخاطر التً قد تؤدي إلى ظهور مخاطر المشروع الفردٌة والتً ٌمكن أن تعمل أٌضا كمصادر‬
‫للخطر الكلً للمشروع‪ .‬وٌمكن استخدام القائمة الفورٌة كإطار لمساعدة فرٌق المشروع فً تولٌد الفكرة عند استخدام أسالٌب تحدٌد المخاطر‪.‬‬

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11.3 PERFORM QUALITATIVE RISK ANALYSIS
Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or
action
by assessing their probability of occurrence and impact as well as other characteristics.
PERFORM QUALITATIVE RISK ANALYSIS
.1 Expert judgment
.1 Project management plan .2 Data gathering .1 Project documents updates
• Risk management plan
• Interviews • Assumption log
.3 Data analysis
• Assumption log • Risk data quality • Issue log
• Risk register
assessment • Risk register
• Risk probability and impact
.3 Enterprise environmental assessment • Risk report
factors • Assessment of other risk
.4 Organizational process assets parameters
• Facilitation
.5 Risk categorization
.6 Data representation
• Probability and impact
matrix
• Hierarchical charts
.7 Meetings
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. 11.4 PERFORM QUANTITATIVE RISK ANALYSIS
Perform Quantitative Risk Analysis is the process of numerically analyzing the combined effect of
identified individual
project risks and other sources of uncertainty on overall project objectives.
PERFORM QUANTITATIVE RISK ANALYSIS
.1 Project management plan 1 Expert judgment

• Risk management plan .1 Project documents updates
.2 Data gathering
• Scope baseline • Risk report
• Schedule baseline • Interviews
• Cost baseline
• Assumption log • Facilitation
• Basis of estimates
• Cost estimates
.4 Representations of
• Cost forecasts uncertainty
• Duration estimates
• Milestone list
.5 Data analysis
• Resource requirements • Simulations
• Risk register
• Risk report
• Sensitivity analysis
• Schedule forecasts • Decision tree analysis
factors
• Influence diagrams
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11.4.2.5 DATA ANALYSIS
Monte Carlo analysis
2.2+2.45 ‫احتمالٌة تحقٌق الهدف‬
‫المتوقع‬
‫احتمالٌة تحقٌق الهدف‬

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‫تحلٌل الحساسٌة‬ PAG:434

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‫تحلٌل القٌمة المالٌة المتوقعة‬
$2000
$13500
$12240

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200-120 =80 M
(80*0.60) + (-30*0.40 )
90 -120 = -30M
$ 36 M
EMV = $ 46 M
Upgrade 120-50 =70M
(70 *0.60) +(10*0.40)

$46 M 60-50 =10 M
‫ التكالٌف‬-‫االٌراد‬
428
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Air Line A

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‫النمذجة والمحاكاة‬

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11.5 PLAN RISK RESPONSES
Plan Risk Responses is the process of developing options, selecting strategies, and agreeing on actions to
address
overall project risk exposure, as well as to treat individual project risks.
PERFORM QUANTITATIVE RISK ANALYSIS
.1 Project management plan .1 Expert judgment .1 Change requests

• Resource management plan .2 Data gathering .2 Project management plan
• Risk management plan • Interviews updates
.3 Interpersonal and team skills • Schedule management plan
• Cost baseline
• Facilitation • Cost management plan
.2 Project documents • Quality management plan
.4 Strategies for threats
• Lessons learned register • Resource management plan
.5 Strategies for opportunities
• Project schedule • Procurement management
.6 Contingent response
• Project team assignments strategies
plan
• Resource calendars • Scope baseline
.7 Strategies for overall project
• Risk register risk
• Cost baseline
• Risk report .8 Data analysis
• Stakeholder register • Alternatives analysis
• Assumption log
• Cost-benefit analysis
.3 Enterprise environmental • Cost forecasts
.9 Decision making
factors • Lessons learned register
• Multicriteria decision
.4 Organizational process • Project schedule
analysis
assets
• Risk register
Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com • Risk report
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‫المخاطر السلبٌة‬
‫التفادى‬
‫التخفٌف‬
‫التحوٌل‬

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‫األستغالل‬
‫التحسٌن‬
‫المشاركة‬

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Response strategy for both THREATS and OPPORTUNITIES
Escalate. This risk response strategy is appropriate when the project team or the project sponsor agrees that
an opportunity is outside the scope of the project or that the proposed response would exceed the project
manager’s authority.
‫ وتعتبر هذه االستراتٌجٌة لالستجابة للمخاطر مناسبة عندما ٌوافق فرٌق المشروع أو الجهة الراعٌة للمشروع على أن الفرصة تقع خارج‬.‫التصعٌد‬
‫المصعدة على مستوى البرنامج أو مستوى‬
ّ ‫ وتدار الفرص‬.‫نطاق المشروع أو أن االستجابة المقترحة تتجاوز سلطة مدٌر المشروع‬
.‫ ولٌس على مستوى المشروع‬،‫المحفظة أو جزء آخر ذي صلة من المؤسسة‬
PMO PM
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Project documents updates

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11.6 IMPLEMENT RISK RESPONSES
Implement Risk Responses is the process of implementing agreed-upon risk response plans.
‫تطبٌق االستجابات للمخاطر‬

.‫تطبٌق االستجابات للمخاطر هً عملٌة تطبٌق خطط االستجابة للمخاطر المتفق علٌها‬

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IMPLEMENT RISK RESPONSES

• Risk management plan .1 Expert judgment .1 Change requests
.2 Project documents .2 Interpersonal and .2 Project documents updates
• Lessons learned register • Issue log
• Risk register team skills
• Risk report • Influencing • Project team assignments
.3 Organizational process .3 Project management • Risk register
assets • Risk report
information system

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11.7 MONITOR RISKS
Monitor Risks is the process of monitoring the implementation of agreed-upon risk response plans, tracking
identified
risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.
MONITOR RISKS

• Risk management plan .1 Work performance
.1 Data analysis information
• Issue log • Technical performance .2 Change requests
• Lessons learned register .3 Project management plan
analysis
• Risk register updates
• Reserve analysis • Any component
• Risk report
.3 Work performance data .2 Audits .4 Project documents updates
.4 Work performance reports .3 Meetings • Assumption log
• Issue log
• Risk register
• Risk report
updates

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‫اعادة تقٌٌم المخاطر‬
‫عملٌة تدقٌق المخاطر‬
‫تحلٌل التباٌن‬
‫قٌاس األداء الفنى‬
‫تحلٌل األحتٌاطى‬

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12
PROJECT PROCUREMENT MANAGEMENT

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PROJECT PROCUREMENT MANAGEMENT
Project Procurement Management includes the processes necessary to purchase or
acquire products, services,
or results needed from outside the project team.
12.1 Plan Procurement Management: The process of documenting project procurement decisions,
specifying the
approach, and identifying potential sellers.
12.2 Conduct Procurements: The process of obtaining seller responses, selecting a seller, and
awarding a contract.
12.3 Control Procurements : The process of managing procurement relationships, monitoring contract
performance,
making changes and corrections as appropriate, and closing out contracts.

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agreement = a contract

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ENDS AND EMERGING PRACTICES IN PROCUREMENT MANAGEMENT
‫االتجاهات والممارسات الناشئة فً إدارة المشترٌات‬
Advances in tools. .‫التطورات فً األدوات‬
More advanced risk management. .‫إدارة المخاطر األكثر تقد ًما‬
Changing contracting processes. .‫عملٌات التعاقد المتغٌرة‬
Logistics and supply chain management. .‫إدارة اللوجستٌات وسالسل االمداد‬
.‫التكنولوجٌا وعالقات المعنٌٌن‬

Technology and stakeholder relations
Trial engagements .‫االرتباطات التجرٌبٌة‬

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12.1 PLAN PROCUREMENT MANAGEMENT
Plan Procurement Management is the process of documenting project -procurement decisions,
specifying the
approach and identifying potential sellers.
PLAN PROCUREMENT MANAGEMENT
.1 Project charter .1 Procurement management

• Business case
.1 Expert judgment plan
.2 Procurement strategy
• Benefits management plan .2 Data gathering .3 Bid documents
• Scope management plan • Market research .4 Procurement statement of
work
• Quality management plan .3 Data analysis .5 Source selection criteria
• Scope baseline • Make-or-buy analysis .6 Make-or-buy decisions
.4 Project documents .4 Source selection analysis .7 Independent cost estimates
• Milestone list .8 Change requests
• Project team assignments .5 Meetings .9 Project documents updates
• Requirements • Lessons learned register
documentation • Milestone list
• Requirements traceability • Requirements
matrix documentation
• Resource requirements • Requirements traceability
matrix
• Risk register
• Stakeholder register • Risk register
.5 Enterprise environmental • Stakeholder register
.6 Organizational process assets .10 Organizational process
assets updates
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‫المالك‬
‫المقاول‬

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Pag : 362

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CPIF

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‫السعر التقدٌرى للمشروع‬
‫الحافظ المتفق علٌة‬
‫اجمالى المتفق علٌة‬
‫السعر الحقٌقى بعد األنتهاء‬

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Time and material contracts (T&M) :
Time and material contracts (also called time and means) are a hybrid
type of contractual arrangement with aspects of both cost-reimbursable and fixed-price contracts.
They are often
used for staff augmentation, acquisition of experts, and any outside support when a precise statement
of work
cannot be quickly prescribed.
.‫عقد الزمن والمواد‬

ً
‫مختلطا ٌحتوي على جوانب من عقود‬ ‫عقود الزمن والمواد )تعرف أٌضًا بعقود الوقت والوسائل( هً نوع من العقود ٌمثل ترتٌبًا تعاقدًٌا‬
‫ وتستخدم فً الغالب مع زٌادة عدد الموظفٌن واستقدام‬.‫استرداد التكلفة وعقود السعر الثابت‬
.‫الخبراء وأي دعم خارجً عندما ٌتعذر وضع بٌان عمل دقٌق بسرعة‬

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12.1.3.10 ORGANIZATIONAL PROCESS ASSETS UPDATES

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CONDUCT PROCUREMENTS
.1 Project management plan .1 Selected sellers

• Scope management plan
.1 Expert judgment .2 Agreements
• Requirements management .2 Advertising .3 Change requests
plan .4 Project management plan
• Communications
.3 Bidder conferences updates
management plan .4 Data analysis • Requirements management
plan
• Procurement management
• Proposal evaluation • Quality management plan
.5 Interpersonal and team skills • Communications
plan management plan
• Configuration management • Negotiation • Risk management plan
plan • Procurement management
• Cost baseline plan
.2 Project documents • Scope baseline
• Lessons learned register • Schedule baseline
• Project schedule • Cost baseline
• Requirements .5 Project documents updates
documentation • Lessons learned register
• Requirements
• Risk register
documentation
• Requirements traceability
.3 Procurement documentation matrix
.4 Seller proposals • Resource calendars
.6 Organizational process assets .6 Organizational process assets
updates
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‫‪12.2.1.4 SELLER PROPOSALS‬‬
‫‪Seller proposals, prepared in response to a procurement document package, form the basic‬‬
‫‪information that will be‬‬
‫‪used by an evaluation body to select one or more successful bidders (sellers).‬‬
‫‪ 4.1.2.12‬عروض البائع‬
‫تشكل عروض البائع المعدة استجابة لحزمة وثائق المشترٌات المعلومات األساسٌة التً ستستخدم بواسطة هٌئة تقٌٌم الختٌار واحد أو أكثر‬
‫من مقدمً العروض )البائعٌن( الفائزٌن‪ .‬إذا كان البائع ٌنوي تقدٌم عرض أسعار‪ ،‬فإن الممارسة الجٌدة تقتضً أن ٌكون ذلك العرض منفصالً عن‬
‫العرض الفنً‪ .‬وتراجعهٌئة التقٌٌم كل عرض مقدم وف ًقا لمعاٌٌر اختٌار المورد وتختار البائع الذي ٌمكنه الوفاء بمتطلبات المؤسسة المشترٌة على‬
‫أفضل وجه‪.‬‬

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CONTROL PROCUREMENTS

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12.3 CONTROL PROCUREMENTS
Control Procurements is the process of managing procurement relationships; monitoring contract
performance,
and making changes and corrections as appropriate; and closing out contracts.
‫التحكم فً المشترٌات‬
.‫ وإغالق العقود‬،‫ وإدخال التغٌٌرات والتصحٌحات وفق الحاجة‬،‫ ومتابعة تنفٌذ العقد‬،‫التحكم فً المشترٌات هً عملٌة إدارة عالقات المشترٌات‬
.ً‫المنفعة األساسٌة لهذه العملٌة هً أنها تضمن أن أداء البائع والمشتري ٌلبً متطلبات الشراء وف ًقا لبنود االتفاق القانون‬

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CONTROL PROCUREMENTS
.1 Project management plan 1 Closed procurements

• Requirements management
plan
.1 Expert judgment .2 Work performance
information
• Risk management plan .2 Claims administration .3 Procurement documentation
• Procurement management
plan
.3 Data analysis updates
• Change management plan • Performance reviews .4 Change requests
• Earned value analysis updates
• Assumption log • Trend analysis • Procurement management
• Milestone list
.4 Inspection plan
• Quality reports .5 Audits • Cost baseline
• Requirements
documentation
matrix
• Risk register
matrix
• Risk register
.3 Agreements
.5 Approved change requests
updates
factors
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12.3.1.5 APPROVED CHANGE REQUESTS
Approved change requests can include modifications to the terms and conditions of
the contract, including the procurement statement of work (SOW), pricing, and
descriptions of the products, services, or
results to be provided.
‫ طلبات التغٌٌر المعتمدة‬3.12:

‫ تشمل طلبات التغٌٌر المعتمدة التعدٌالت التً ُترى على شروط وأحكام العقد بما فٌها بٌان العمل الخاص‬.
‫ ٌتم توثٌق كافة التغٌٌرات المرتبطة بالمشترٌات بصورة‬.‫بالمشترٌات واألسعار ومواصفات المنتجات أو الخدمات أو النتائج المطلوب توفٌرها‬
‫رسمٌة‬
.‫خط ًٌا وٌتم اعتمادها قبل تنفٌذها خالل عملٌة التحكم فً المشترٌات‬

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‫‪12.3.2.2 CLAIMS ADMINISTRATION‬‬
‫‪Contested changes and potential constructive changes are those requested changes where the‬‬
‫‪buyer and seller‬‬
‫‪cannot reach an agreement on compensation for the change or cannot agree that a change has‬‬
‫‪occurred.‬‬
‫‪ 2.3.12‬إدارة المطالبات‬
‫تعتبر التغٌٌرات المختلف علٌها والتغٌٌرات البناءة المحتملة هً تلك التغٌٌرات المطلوبة عندما ٌتعذر على المشتري والبائع الوصول إلى اتفاق‬
‫بشأن التعوٌض نظٌر التغٌٌر أو إذا تعذر علٌهما الموافقة على وقوع التغٌٌر‪ .‬هذه التغٌٌرات المختلف علٌها تعرف باسم المطالبات‪ ،‬وحٌنما ال ٌتم‬
‫حلها فإنها تصبح نزاعات وفً النهاٌة قضاٌا‪.‬‬

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12.3.3.1 CLOSED PROCUREMENTS
The buyer, usually through its authorized procurement administrator, provides the seller with
formal written notice
that the contract has been completed.
‫المشترٌات التامة‬
‫ وٌتم تحدٌد المتطلبات الخاصة بإغالق عملٌة‬.‫ٌقدم المشتري عاد ًة من خالل مدٌر المشترٌات المفوض إشعار خطً رسمً للبائع ٌفٌد بإتمام العقد‬
.‫الشراء الرسمً فً شروط وأحكام العقد وٌتم تضمٌنها فً خطة إدارة المشترٌات‬

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13
PROJECT STAKEHOLDER MANAGEMENT

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Points to Note
•Please read Chapter 13 from Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide) – six Edition, Project Management
Institute, Inc., 2017 (pages 503 -536).
•The study notes explain topics that are important for PMP® exam preparation, and you can
expect several questions from these topics.
•It is very important to understand all the concepts discussed in this chapter, so please
pay close attention to all the terms used.

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PROJECT STAKEHOLDER MANAGEMENT
Project Stakeholder Management includes the processes required to identify the
people, groups, or organizations that could impact or be impacted by the project,.

13.1 Identify Stakeholders :The process of identifying project stakeholders regularly and analyzing and
, involvement, interdependencies, influence, and potential
impact on project success.
13.2 Plan Stakeholder Engagement: The process of developing approaches to involve project
stakeholders based
on their needs, expectation, interests, and potential impact on the project.
13.3 Manage Stakeholder Engagement: The process of communicating and working with
stakeholders to meet
their needs and expectations, address issues, and foster appropriate stakeholder engagement
involvement.
13.4 Monitor Stakeholder Engagement: The process of monitoring project stakeholder relationships and
tailoring
strategies for engaging stakeholders through the modification of engagement strategies and plans.
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IDENTIFY STAKEHOLDERS
.1 Project charter .1 Stakeholder register

.2 Business documents .1 Expert judgment .2 Change requests
• Business case .3 Project management plan
.2 Data gathering
• Questionnaires and surveys updates
.3 Project management plan • Requirements management
• Communications • Brainstorming plan
management plan .3 Data analysis • Communications
• Stakeholder engagement • Stakeholder analysis management plan
plan • Risk management plan
.4 Project documents • Document analysis • Stakeholder engagement
• Change log .4 Data representation plan
• Issue log • Stakeholder mapping/ .4 Project documents updates
• Requirements • Assumption log
representation
documentation • Issue log
.5 Agreements .5 Meetings • Risk register
factors
assets

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Pag : 397

503
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Out put

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13.2 PLAN STAKEHOLDER ENGAGEMENT
Plan Stakeholder Engagement is the process of developing approaches to involve project stakeholders
based on their
needs, expectations, interests, and potential impact on the project..
PLAN STAKEHOLDER ENGAGEMENT
1 Project charter .1 Expert judgment

.2 Project management plan .2 Data gathering .1 Stakeholder engagement
• Resource management plan • Benchmarking plan
• Communications .3 Data analysis
management plan • Assumption and constraint
analysis
• Assumption log • Root cause analysis
• Change log .4 Decision making
• Issue log • Prioritization/ranking
• Project schedule .5 Data representation
• Risk register • Mind mapping
• Stakeholder register • Stakeholder engagement
.4 Agreements
assessment matrix
factors .6 Meetings
507.6 Organizational process assets
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Eng: Amr Talat Email: amrtalat15@hotmail.com Tel: 0563979528
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‫سوف نقوم بعمل مقارنة بٌن ادراك اصحاب المصلحة الحالً وما تم التخطٌط لة لحل اي‬
‫مشاكل ‪.‬‬
‫تشبٌك‬
‫غٌر مدرك‬
‫معارض‬
‫طبٌعى وال داعم وال معارض‬
‫داعم‬
‫قٌادى او توجٌهى‬
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‫مصفوفة تقٌٌم اصحاب المصلحة‬
ً‫الوضع الحال‬ C : Current engagement
‫الوضع المنشود‬ D : desired engagement

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Stakeholder engagement assessment matrix
.‫مصفوفة تقٌٌم مشاركة المعنٌٌن‬

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‫إدارة أصحاب المصلحة‬

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13.3 MANAGE STAKEHOLDER ENGAGEMENT
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet
their
needs and expectations, address issues, and foster appropriate stakeholder involvement.
MANAGE STAKEHOLDER ENGAGEMENT
.1 Project management plan .1 Expert judgment .1 Change requests

• Communications .2 Communication skills .2 Project management plan
management plan • Feedback updates
• Risk management plan .3 Interpersonal and team skills • Communications
• Stakeholder engagement • Conflict management management plan
plan • Cultural awareness • Stakeholder engagement
• Change management plan • Negotiation plan
.2 Project documents • Observation/conversation
• Change log .3 Project documents updates
• Political awareness
• Issue log .4 Ground rules • Change log
• Lessons learned register .5 Meetings • Issue log
• Stakeholder register • Lessons learned register
.3 Enterprise environmental • Stakeholder register
factors
514assets
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MONITOR STAKEHOLDER ENGAGEMENT

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13.4 MONITOR STAKEHOLDER ENGAGEMENT
Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and
tailoring strategies
for engaging stakeholders through modification of engagement strategies and plans.
MONITOR STAKEHOLDER ENGAGEMENT
.1 Data analysis
.1 Project management plan • Alternatives analysis
.1 Work performance
• Resource management plan • Root cause analysis information
• Communications • Stakeholder analysis .2 Change requests
.2 Decision making
management plan • Multicriteria decision .3 Project management plan
• Stakeholder engagement analysis updates
plan • Voting • Resource management plan
.3 Data representation
.2 Project documents • Stakeholder engagement • Communications
• Issue log assessment matrix management plan
• Lessons learned register .4 Communication skills • Stakeholder engagement
• Feedback
• Project communications • Presentations plan
• Risk register .5 Interpersonal and team skills .4 Project documents updates
• Stakeholder register • Active listening • Issue log
• Cultural awareness
.3 Work performance data • Leadership • Lessons learned register
.4 Enterprise environmental • Networking • Risk register
factors • Political awareness • Stakeholder register
.5 Organizational process assets .6 Meetings
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PREPARATION COURSE FOR

PROJECT MANAGEMENT PROFESSIONAL

Eng : Amr Talat ,PMP amr.talaat@engineeringtracks.com 0563979528

© 2018 Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Track your …..Carrers

‫إطار عمل إدارة المشروعات‬

‫البٌئة التً تعمل فٌها المشارٌع‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

‫ هو نشاط مؤقت ٌتم البدء فٌه ألنشاء منتج‬: ‫المشروع‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com Pag #4 8

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com ‫ذات أنشطة مترابطة‬ 9

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Monetary assets, ،‫األصول النقدٌة‬

Goodwill, ،‫القٌمة السوقٌة‬

Implement or Create, improve,

‫تحسٌن أو أوإصالح المنتجات أو العملٌات‬ ‫تنفٌذ األعمال أو االستراتٌجٌات التكنولوجٌة؛‬

‫‪Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com‬‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

*Meet business objectives

*Increase chances of success;

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

1.2.3 RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

‫االدارة المؤسسٌة للمشارٌع واالستراتٌجٌات‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

-Continue to the next phase

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

‫المدخالت‬ ‫األدوات واألسالٌب‬ ‫المخرجات‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Work Performance data Work Performance information Work Performance report

‫تقارٌر الموقع‬ ‫تقارٌر الجودة‬ ‫تقارٌر المشروع‬

*Specific methodology recommendations are outside the scope of this guide

*the organization may require specific project management methodologies be used.

*Tailoring is necessary because each project is unique

Project business case Project management plan

project sponsor Project managers

-A business case may include (Business needs&

-What does success look like for this project?

-Completing the project benefits management plan

-Completing movement of an organization from its current state to

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

‫البٌئةالتً تعمل فٌها المشارٌع‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

*The project manager is the person assigned by the

‫مسئول عن المشروع ولٌس المسئول عن الموارد‬

‫‪Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com‬‬

Eng : Amr Talat,PMP amr.talaat@engineeringtracks.com

3.3.5 PROFESSIONAL DISCIPLINE ً‫االنضباط المهن‬

3.3.6 ACROSS DISCIPLINES ‫نقل خبراتة الى المؤسسة‬

.‫اإلدارة االستراتٌجٌة وإدارة األعمال‬