Practical project management based on PMBOK5

Practical Project

Management

Brain Power Training

Centre

Based on PMBOK 5 EDITTION

CONTENTS

Round #1 Round #2 Discussion

Quote

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Learn by …

Read

10%

Remain

ing

90%Other

90%

Listen

20%

Remain

ing

80%Other

80%

Watch

30%

Remain

ing

70%Other

70%

Watch

& Listen

50%

Remain

ing

50%Other

50%

Say

70%

Remain

ing

30%Other

30%

Do

90%

Remain

ing

10%Other

10%

Methodology

Knowledge

Practice

Experience

Project Management Process Group and Knowledge Area Mapping

Knowledge Area Initiating Planning Executing M& C Closing

4. Project Integration Management

DevelopProject Charter

4.2 Develop Project Management

Plan

4.3 Direct & Manage

Project Work

4.4 Monitor & Control Project Work

4.5 Perform Integrated Change

Control

4.6 Close Project

or Phase

5. Project Scope Management

5.1 Plan Scope Management

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

5.5 Validate Scope

5.6 Control Scope

6. Project Time Management

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

6.7 Control Schedule

7. Project Cost Management7.1 Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

7.4 Control Costs

8. Project Quality Management 8.1 Plan Quality Management8.2 Perform Quality

Assurance8.3 Control Quality

9. Project Human Resource Management

9.1 Plan Human Resource

Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

10. Project Communications Management

10.1 Plan Communications

Management

10.2 Manage

Communications10.3 Control Communications

11. Project Risk Management

11.1 Plan Risk Management

11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses

11.6 Control Risks

12. Project Procurement Management

12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements12.4 Close

Procurements

13. Project Stakeholder

Management

IdentifyStakeholders

13.2 Plan Stakeholder

Management

13.3 Manage Stakeholder

Engagement

13.4 Control Stakeholder

Engagement

Project Management Process Group and Knowledge Area

Initiation

4%

Planning

51%

Executing

17%

M&C

24%

Closing

4%

PROCESS

Project Management Process Interactions

closing

0-1-2-3

Before anything

What we need to start

How we can develop our project

Initiating our projectIn

itia

tio

n . •project

selection

•Project statement of work

Pro

jec

t c

ha

rte

r

•Project charter contents (PMBOK)

•PROJECT CHARTER

Sta

ke

ho

lde

rs • Identify Stakeholders

•Stakeholder Analysis

•Stakeholder register

Initiating 1st step

4.1 Develop Project Charter

Inputs

Project Statement of work

Business case

Contract

EEF

OPA

T&T

Expert judgmentOutput

Project Charter

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.

Statement Of Work

A narrative description of products, services, or results to be delivered by

the project.

SOW references

Business need

Product scope

description

Strategic plan

SOW Charter

Defined scope

Inputs

Statement Of Work - sample

Project Title: BP-TC building

Introduction / Background

Brain Power Training Centre has 5 years master plan to extend it’s training & education

and consultancy activities

BPTC is targeting to optimize their training capacity in quantity & quality and entering

new market segments, adding new innovated courses and material

BPTC plans to design & construct ONE-OF-A-KIND new training center building

Objectives

To increase training hours per year from 1,000 to 5,000 training hours per year .

Scope of work

Project work includes

Design ,Construction & management of BP-TC building

Project selection

Project selection

Mathematical models

Benefit measurement

Cost-Benefit

Scoring Models

Cash flow

'Benefit Cost Ratio - BCR'• possible benefits and costs relationship • BCR = > 1 OK

'Net Present Value - NPV'

•PV of cash inflows – PV of cash outflows.

•HIGHEST NPV

Internal Rate Of Return - IRR

•The discount rate :NPV = 0

•the higher.

Payback Period

•time required to recover the cost of an investment.

•Payback Period = Cost of Project / Annual Cash Inflows

Payback LEAST precise

Organizational Process Assets (OPA)

Plans

Processes

Policies

Procedures

Knowledge Bases

specific to and used by the performing organization

Initiating and Planning:

Guidelines and criteria for tailoring the organization’s set of standard

processes and procedures

Executing, Monitoring & Controlling

2.1.5 Enterprise Environmental Factors

conditions, not under the control of the project team, that INFLUENCE, CONSTRAIN, or DIRECT

the project

Organizational culture, structure, and governance

Geographic distribution of facilities and resources

Government or industry standards

Infrastructure

Existing human resources

Personnel administration

Company work authorization systems

Project charter contents

(PMBOK)

Project purpose or justification,

Measurable project objectives

and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and

boundaries,High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,Project approval

requirements

Assigned project manager,

responsibility, and authority level,

Name and authority of the

sponsor

outputs

4.1.3.1 PROJECT CHARTER SAMPLE (1/2)Charter # :001-08-13 Date Prepared:

Project :B P B C T r a i n i n g c e n t e r b u i l d i n g

Project Sponsor: P r o f . A . S . J um a a

Project Manager: E n g r . M . R u dw a n

Project Customer:

Project Purpose or Justification:

multi-story building at Khartoum center to accommodate all training , academic & other

events of BPBC activities as part of BPBC strategy plan (2013-2018) to enable it extend its’

existing & develop new program

Project Description:

G+3 s t o r y b u i l d i n g w i t h t r a i n i n g f a c i l i t i e s

Project and Product Requirements: ..

Acceptance Criteria:

Complete all works within specified budget, time frame & industry quality

Initial Risks:

Lack of funding - Governmental permeations - …

Project Objectives Success Criteria Person ApprovingScope

Build-up area sqm 800 800 sqm + 10% QA

& land scape

Time

24 months 24 months + 6 AK

Cost

USD 572,000 $ 572,000 + 25% AZ

Quality

Summary Milestones Due Date

Project Design start 1st August 2013

Construction start 15 October 2013

….

Hand over 31 July 2015

Signature:

4.1.3.1 PROJECT CHARTER SAMPLE (2/2)

Hard copy

available

13.1 Identify Stakeholders

Input

Project charter

Procurement documents

EEF

OPA

T&T

Stakeholder analysis

Expert judgment

Meetings

Output

Stakeholder register

identifying the people, groups, or organizations that could IMPACT or be impacted by a decision,

activity, or outcome of the project; and analyzing and documenting relevant information regarding

their interests, involvement, interdependencies, influence, and potential impact on project success.

13.1 Identify Stakeholders

Organizations/Institutions

BPCT-Board

BPCT- Permanent Staff

BPCT-Part time staff

BPCT-Admin staff

State Government

Ministry of General works

Ministry of Human Resources

Development & Labor

National Council Training

….

Beneficiaries

Professionals (Engineers,

Accountants,…)

Governmental & private bodies

Graduates

…

Construction parties

Client representative

Designer

Consultant

Contractors

Sub-contractors

suppliers

Stakeholders list

Stakeholders’ Power / Interest Grid

13.1.2.1 Stakeholder Analysis

BPCT-Board

Client representative

Designer

Consultant

Professionals (Engineers, Accountants,…)

Contractors

Sub-contractorssuppliers

BPCT-Part time staff

BPCT- Permanent Staff

Development & Labor

Ministry of General works

Graduates

Governmental & private

bodies

Ministry of Human Resources

National Council Training

Interest

Po

we

r

13.1.3.1 Stakeholder register (PMI)

Name Position RoleContact Information

Requirements Expectations Influence Class.

Prof. Juma BPCT-CEO Sponsor H 1

Eng. M. R. BPBC-DM Designer H 2

Dr. A. R.National

Council Training

Governmental Authority

H 3

Eng. F.H. DIU-ID

AB-Consult

CC Contracting

Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013

Signature:

Group work Round#1

Grouping (each 4-6)

Formats ready

blank paper – list

P/I Grid

S/H Register form

1. Identify key stakeholders

2. Analyze S/H (Power – Interest)

3. Develop S/H register

STAKEHOLDER ANALYSIS MATRIX & Register form

Planning our project

Inte

gra

tio

n • Planning processes

• Develop project management plan

• Project management plan

Sc

op

e • Plan scope management

• Req. management plan

• Collect req. process

• Req. documentation

• Define scope process

• Project scope statement

• Create WBS process

• WBS

• WBS dictionary

Ris

k • Identify Risks process

• Risk register

Planning processes•4.2 Develop Project Management Plan


•5.1 Plan Scope Management

•5.2 Collect Requirements

•5.3 Define Scope

•5.4 Create WBS


•6.1 Plan Schedule Management

•6.2 Define Activities

•6.3 Sequence Activities

•6.4 Estimate Activity Resources

•6.5 Estimate Activity Durations

•6.6 Develop Schedule


•7.1 Plan Cost Management

•7.2 Estimate Costs

•7.3 Determine Budget

7. Project Cost Management

•8.1 Plan Quality Management

8. Project Quality Management

•9.1 Plan Human Resource Management


•10.1 Plan Communications Management


•11.1 Plan Risk Management

•11.2 Identify Risks

•11.3 Perform Qualitative Risk Analysis

•11.4 Perform Quantitative Risk Analysis

•11.5 Plan Risk Responses


•12.1 Plan Procurement Management


•13.2 Plan Stakeholder Management

13. Project Stakeholder Management

4.2 Develop Project Management Plan

4.2.1 Inputs

Project charter

Outputs from other processes

Enterprise environmental factors

Organizational process assets

4.2.2 Tools & Techniques

Expert judgment

Facilitation Techniques

4.2.3 Outputs

4.2.3.1 Project management plan

defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive

project management plan.

Subsidiaries' Plans

Scope management plan

Requirements management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Human resource management plan

Communications management plan

Risk management plan

Procurement management plan

Stakeholder management plan

4.2.3.1 PROJECT MANAGEMENT PLAN

Template (1/2)

Project Title: ….. Date Prepared: …….

Project Life Cycle:

…..

Variance and Baseline Management

Schedule Variance Threshold:

……

Schedule Baseline Management:

…..

Cost Variance Threshold:

….

Cost Baseline Management:…..

Scope Variance Threshold:….

Scope Baseline Management:….

Quality Variance Threshold:….

Performance Requirements Management:….

Project Reviews:……

Tailoring Decisions:……

Project-Specific Considerations:…..

4.2.3.1 PROJECT MANAGEMENT PLAN

Template (2/2)

Subsidiary Management Plans:

Area Approach

Requirements Management Plan

Scope Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Process Improvement Plan

Human Resources Management Plan

Communications Management Plan

Risk Management Plan

Procurement Management Plan

Change Management Plan

Configuration Management Plan

Baselines:Attach all project baselines.

../Samples & Templates/planing templates & samples/3.35_Project_Management_Plan.doc

../Samples & Templates/planing templates & samples/3.35_Project_Management_Plan.doc

Samples of PROJECT MANAGEMENT PLAN

5.1 Plan Scope Management

InputsProject management plan

Project charter



Tools & Techniques

Expert judgment

Meetings

Outputs



creating a scope management plan that documents how the project scope will be defined, validated, and

controlled.

5.1.3.2 REQUIREMENTS MANAGEMENT PLAN

Template


Requirements Collection:

…….

Categories:

………………..

Prioritization:

…..

Traceability:

………….

Configuration Management:

………………………

Verification:

………………………..

../Samples & Templates/planing templates & samples/3.3_Requirements_Management_Plan.doc

../Samples & Templates/planing templates & samples/3.3_Requirements_Management_Plan.doc

5.2 Collect Requirements

Inputs



Stakeholder management plan

Project charter

Stakeholder register

Tools & Techniques

Interviews

Focus groups

Facilitated workshops

Group creativity techniques

Group decision-making techniques

Questionnaires and surveys

Observations

Prototypes

Benchmarking

Context diagrams

Document analysis

Outputs

Requirements documentation

Requirements traceability matrix

Determining, Documenting, and Managing stakeholder needs and requirements to meet project

objectives.

5.2.3.1 REQUIREMENTS DOCUMENTATION

template


Stakeholder Requirement Category PriorityAcceptance

Criteria

5.3 Define Scope

5.3.1 Inputs


Project charter




Expert judgment

Product analysis

Alternatives generation

Facilitation Techniques

5.3.3 Outputs

5.3.3.1 Project scope statement

Project documents updates

process of developing a detailed description of the project and product.

it describes the project boundaries by defining which of the requirements collected will be INCLUDED in and excluded

from the project scope.

5.3.3.1 PROJECT SCOPE STATEMENT SAMPLE

Project Title: ….. Date Prepared: ……. P 1/2

Product Scope Description:

Three story building with training facilities

Project Deliverables:

• 3 story building of 800 sqm• Electromechanical• Landscaping• Furniture• Training facilities

Project Acceptance Criteria:

• As in the project charter with addition of:• …

Project Exclusions:

• Land acquire• Bank finance• ……

Project Constraints:

P 2/2

Project Assumptions:

Site is ready for construction by October 2013First design set (foundation structural drawings are completed by mid-September 2013) …….

Project charter VS. Project scope statement

Project Charter

• Project purpose or justification .

Project objectives,

Product characteristics

Project success criteria

High-level requirements

• Summary schedule, budget

• Project manager assigned to project

• Project approval requirements and approval authority

Project Scope Statement

• Project scope description,Project deliverables

• Product user acceptance criteria

• Project boundaries, constraints, assumptions

5.4 Create WBS process

5.4.1 InputsScope management plan

Project scope statement





Decomposition

Expert judgment

5.4.3 Outputs

5.4.3.1 Scope baseline


process of subdividing project deliverables and project work into smaller, more manageable components.

it provides a structured vision of what has to be delivered

5.4.3.1/a WORK BREAK DOWN STRUCTURE

SAMPLE

BPBC building

Engineering

Design

Arch

Structural design

EM design

Testing

Construction

Civil works

Earth works

Excavation

backfilling

Concrete works

Sub-structure

Foundation

Neck column

Tie beams

Flooring

Super-structure

Concrete

Columns

Beams

Slabs

Masonry

Electro-Mech.

Elect

Plumbing

Air-condition

Fire-fighting

Landscaping

Procurement

Sub-contracting

Supplying

5.4.3.1/b WBS Dictionary template

11.2 Identify Risks processdetermining which risks may affect the project and documenting their characteristics.

InputsRisk management plan

Cost management plan

Schedule management plan

Quality management plan

Human resource management plan

Tools & Techniques

Documentation reviews

Information gathering techniques

Checklist analysis

Assumptions analysis

Diagramming techniques

Outputs

Risk register

11.2.3.1 Risk register template

Executing

Executing processes

Direct & Manage Project Work

Work performance data

Executing processes

4.3 Direct & Manage Project Work





8.2 Perform Quality Assurance


•9.2 Acquire Project Team

•9.3 Develop Project Team

•9.4 Manage Project Team


10.2 Manage Communications

10. Project Communications

Management


12.2 Conduct Procurements


13.3 Manage Stakeholder Engagement


4.3 Direct & Manage Project Work

4.3.1 Inputs

Project management plan

Approved change requests




Expert judgment

Project management information system

Meetings

4.3.3 Outputs

Deliverables

4.3.3.2 Work performance data

Change requests

Project management plan updates


LEADING and PERFORMING the work defined in the project management plan and implementing

approved changes to achieve the project’s objectives.

Project Data, Information and Report Flow

Work performance data.

•raw OBSERVATIONSand measurements during activities performed

(%completed, start and finish dates)

Work performance information.

•The performance data

COLLECTED from controlling processes

•ANALYZED in context

•INTEGRATED based on

(forecasted ETC)

Work performance reports.

•The REPRESENTATIONof work performance information compiled in project documents, intended to generate decisions

(status reports)

4.3.3.2 Work performance data

work completed

key performance

indicators

technical performance

measures

start and finish dates of schedule activities

number of change requests

number of defects

actual costsactual

durations

work completed

•Excavation & Sub-structure

key performance indicators

•SPI = 1.2 CPI=1.25

start and finish dates of schedule activities

•ES: 1/7 EF: 31/7 – AS:1/7 AF:25/7

number of change requests

•0

number of defects

•1

Budget & actual costs

•B = SDG 5,000 Ac=SDG 4,000

Examples of work performance data include:

Monitoring & Control

Monitoring & Control processes

Monitor & Control Project Work

Change requests

Work performance reports

Control Costs (EV-AC-CPI)

Control risk process

Variance analysis

Monitoring & Control processes

•4.4 Monitor & Control Project Work

•4.5 Perform Integrated Change Control


•5.5 Validate Scope

•5.6 Control Scope


6.7 Control Schedule


7.4 Control Costs


8.3 Control Quality


.


10.3 Control Communications

10. Project Communications

Management

11.6 Control Risks


12.3 Control Procurements


13.4 Control Stakeholder Engagement


4.4 Monitor & Control Project Work

4.4.1 Inputs


Schedule forecasts

Cost forecasts

Validated changes

Work performance information




Expert judgment

Analytical techniques

Project management information system

Meetings

4.4.3 Outputs

4.4.3.1 Change requests

4.4.3.2 Work performance reports



TRACKING, REVIEWING, and REPORTING project progress against the performance

objectives defined in the project management plan

4.4.3.1 Change requests

Group work Round #2

Client want to change entrance structure from concrete to Pergola

(wooden)

Cost of concrete SDG 5,000 duration of 7 days

Cost of Pergola SDG 3,000 duration of 5 days

4.4.3.2 Work performance reports

7.4 Control Costs

Inputs


Project funding requirements



Tools & Techniques

Earned value management

Forecasting

To-complete performance index (TCPI)

Performance reviews

Project management software

Reserve analysis

Outputs


Cost forecasts

Change requests



Organizational process assets updates

monitoring the status of the project to update the project costs and managing changes to the cost

baseline.

7.4 Control Costs

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

0.0

20,000.0

40,000.0

60,000.0

80,000.0

100,000.0

120,000.0

EV-AC & CPI

CUM EV CUM AC CPI

monitoring the status of the project to update the project costs and managing changes to the cost baseline

11.6 Control Risks

Inputs


Risk register


Work performance reports

Tools & Techniques

Risk reassessment

Risk audits

Variance and trend analysis

Technical performance measurement

Reserve analysis

Meetings

Outputs


Change requests




implementing risk response plans, tracking identified risks, monitoring residual risks, identifying

new risks, and evaluating risk process effectiveness throughout the project

11.6.2.3 Variance and trend analysis

Planned Result Actual Result Variance

Root Cause:

Planned Response:

Schedule Variance:

Project Title: Date Prepared:

Cost Variance:


Root Cause:

Planned Response:

Quality Variance:


Root Cause:

Planned Response:

Closing

Closing processes

Close Project or Phase process

Close Procurements process

12.4.3.1 Closed procurements

Organizational process assets updates (lessons learned)

Project close-out

Closing processes

4.6 Close Project or Phase


5. Project Scope Management 6. Project Time Management 7. Project Cost Management





12.4 Close Procurements



4.6 Close Project or Phase

Inputs


Accepted deliverables


Tools & Techniques

Expert judgment

Analytical techniques

Meetings

Outputs

Final product, service, or result transition


FINALIZING all activities across all of the Project Management Process Groups to formally

complete the phase or project.

12.4 Close Procurements

Inputs


Procurement documents

Tools & Techniques

Procurement audits

Procurement negotiations

Records management system

Outputs

Closed procurements


COMPLETING each project procurement

12.4.3.1 Closed procurements


(lessons learned)

Project close-out

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. القيامةيــوم

Practical project management based on PMBOK5

Business

project management plan

project scope management

project cost management

project stakeholder

project risk management

project quality management

project activities

project team