Pmbok summary six_edition

3/5/2019
SIX EDITION
MOHAMED EZZAT ABOZIED
ezat104@gmail.com
00966594647075
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Eng.Mohamed Ezzat Abouzied 0592803214 ezat104@gmail.com
1 INTRODUCTION
1.1.3 CODE OF ETHICS AND PROFESSIONAL CONDUCT
The values that the global project management
Community defined as most important were responsibility, respect, fairness, and honesty. The Code of
Ethics and Professional Conduct affirms these four values as its foundation.
1.2 FOUNDATIONAL ELEMENTS
1.2.1 PROJECTS
A project is a temporary endeavor undertaken to create a unique product, service, or result.
UNIQUE PRODUCT, SERVICE, OR RESULT:-
Repetitive elements may be present in some project deliverables and activities. This repetition does not
change the fundamental and unique characteristics of the project work. For example, office buildings
can be constructed with the same or similar materials and by the same or different teams. However,
each building project remains unique in key characteristics (e.g., location, design, environment,
situation, people involved).
TEMPORARY ENDEAVOR: -
Project has a definite beginning and end. Temporary does not necessarily mean a project has a short
duration. Projects are temporary, but their deliverables may exist beyond the end of the project. The end
of the project is reached when one or more of the following is true:
 The project’s objectives have been achieved;
 The objectives will not or cannot be met;
 Funding is exhausted or no longer available for allocation to the project;
 The need for the project no longer exists
 The human or physical resources are no longer available
 The project is terminated for legal cause or convenience.
PROJECTS DRIVE CHANGE
The successful completion of a project results in the
organization moving to the future state and achieving the
specific objective.
PROJECTS ENABLE BUSINESS VALUE CREATION
Business value as the net quantifiable benefit derived
from a business endeavor. Refers to the benefit that the
results of a specific project provide to its stakeholders. The
benefit from projects may be tangible, intangible, or both.
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PROJECT INITIATION CONTEXT
There are four fundamental categories for these factors, which
illustrate the context of a project: -
 Meet regulatory, legal, or social requirements
 Satisfy stakeholder requests or needs
 Implement or change business or technological strategies
 Create, improve, or fix products, processes, or services.
These factors ultimately should link to the strategic objectives of
the organization and the business value of each project.
1.2.2 THE IMPORTANCE OF PROJECT MANAGEMENT
- PROJECT MANAGEMENT
 The application of knowledge, skills, tools, and techniques to project activities to meet the
project requirements. Enables the achievement of organizational goals and objectives.
- Effective project management
- Poorly project management
Companies are embracing project management to consistently deliver business value
1.2.3 RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS MANAGEMENT
- A project may be managed in three separate scenarios:
 Stand-alone project (Outside of a portfolio or program)
 within a program
 within a portfolio
- Program / is a group of related projects, subsidiary programs, and program activities that are
managed in a coordinated manner to obtain
benefits not available from managing them
individually. Programs are not large projects.
 Megaprojects cost US $1billion or more, affect
1 million or more people, and run for years.
- Portfolio / is a collection of projects, programs, subsidiary portfolios, and operations managed
as a group to achieve strategic objectives. Program and project management focus on
doing programs and projects the “right” way; and Portfolio management focuses on
doing the “right” programs and projects.
1.2.3.2 PROGRAM MANAGEMENT
- Defined as the application of knowledge, skills, and principles to a program to achieve
the program objectives and to obtain benefits and control not available by managing
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program components individually. Harmonizes its program components and controls
interdependencies in order to realize Specified benefits.
- Project management focuses on interdependencies ‫اﻟﺘﺮاﺑﻂ‬within a project to determine the optimal
approach for managing the project
1.2.3.3 PORTFOLIO MANAGEMENT
- Defined as the centralized management of one or more portfolios to achieve strategic
objectives. The programs or projects of the portfolio may not necessarily be
interdependent or directly related. Aligns portfolios with organizational strategies by
selecting the right programs or projects, prioritizing the work, and providing the needed
resources.
The aim of portfolio management is to:
 Guide organizational investment decisions.
 Select the optimal mix of programs and projects to meet strategic objectives.
 Provide decision-making transparency.
 Prioritize team and physical resource allocation.
 Increase the likelihood of realizing the desired return on investment.
 Centralize the management of the aggregate risk profile of all components.
1.2.3.4 OPERATIONS MANAGEMENT
- Operations management is concerned with the ongoing production of goods and/or
services. It ensures that business operations continue efficiently by using the optimal
resources needed to meet customer demands. It is concerned with managing processes
that transform inputs (e.g., materials, components, energy, and labor) into outputs (e.g.,
products, goods, and/or services).
1.2.3.5 OPERATIONS AND PROJECT MANAGEMENT
- Projects can intersect with operations at various points during the product life cycle: -
 When developing a new product, upgrading a product, or expanding outputs
 While improving operations or the product development process
 At the end of the product life cycle
 At each closeout phase
1.2.3.6 ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES
- OPM / is defined as a framework in which portfolio, program, and project management are
integrated with organizational enablers in order to achieve strategic objectives.
The purpose of OPM:-
 To ensure that the organization undertakes the right projects.
 Allocates critical resources appropriately.
 Helps to ensure that all levels in the organization understand the strategic vision.
1.2.4.1 PROJECT AND DEVELOPMENT LIFE CYCLES
- Project life cycle / is the series of phases that a project passes through from its start to its
completion. The phases may be sequential, iterative, or overlapping.
- Project life cycles can be predictive or adaptive
- Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model
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 Predictive life cycle / waterfall life cycles
- The project scope, time, and cost are determined in the early phases of the life cycle. Any
Changes to the scope are carefully managed.
 Iterative life cycle
- The project scope is generally determined early in the project life cycle, but time and cost
estimates are routinely modified as the project team’s understanding of the product increases.
Iterations develop the product through a series of repeated cycles, while increments successively
add to the functionality of the product.
 Incremental life cycle
- The deliverable is produced through a series of iterations that successively add functionality
within a predetermined time frame. The deliverable contains the necessary and sufficient
capability to be considered complete only after the final iteration.
 Adaptive life cycles / Agile / change-driven life cycles
- The detailed scope is defined and approved before the start of an iteration
 Hybrid life cycle
- Combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or
have fixed requirements follow a predictive development life cycle, and those elements that are still evolving
follow an adaptive development life cycle.
- It is up to the project management team to determine the best life cycle for each project. The project
life cycle needs to be flexible enough to deal with the variety of factors included in the project
1.2.4.2 PROJECT PHASE
- Collection of logically related project activities that culminates in the completion of one or more
deliverables. Using multiple phases may provide better insight to managing the project. It also
provides an opportunity to assess the project performance and take necessary corrective or
preventive actions in subsequent phases.
1.2.4.3 PHASE GATE
- A review at the end of a phase in which a decision is made to continue to the next phase, to
continue with modification, or to end a program or project. (Phase review, stage gate, kill point,
and phase entrance or phase exit)
1.2.4.4 PROJECT MANAGEMENT PROCESSES
- A systematic series of activities directed toward causing an end result where one or more inputs
will be acted upon to create one or more outputs.
- The project life cycle is managed by executing a series of project management activities.
1.2.4.5 PROJECT MANAGEMENT PROCESS GROUPS
- It is a logical grouping of project management processes to achieve specific project objectives.
- A logical grouping of project management inputs, tools and techniques, and outputs.
- Include Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
- Project Management Process Groups are not project phases.
1.2.4.6 PROJECT MANAGEMENT KNOWLEDGE AREAS
- Knowledge requirements and described in terms of its component processes, practices,
inputs, outputs, tools, and techniques.
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1.2.4.7 PROJECT MANAGEMENT DATA AND INFORMATION
Project data are regularly collected and analyzed throughout the project life cycle. The following
definitions identify key terminology regarding project data and information:-
 WORK PERFORMANCE DATA. ( EXECUTING PROCESS)
The raw observations and measurements identified during activities performed to carry out the
project work. Examples
- Include reported percent of work physically completed
- Quality and technical performance measures
- Start and finish dates of schedule activities
- Number of change requests
- Number of defects
- Actual costs
- Actual durations
Project data are usually recorded in a Project Management Information System (PMIS) and in project
documents.
 WORK PERFORMANCE INFORMATION. ( CONTRLOLLING PROCESS)
The performance data collected from various controlling processes, analyzed in context and
integrated based on relationships across areas. Examples
- Status of deliverables,
- Implementation status for change requests
- Forecast estimates to complete.
 WORK PERFORMANCE REPORTS. (Overall Project Control)
The physical or electronic representation of work performance information compiled in project
documents, which is intended to generate decisions or raise issues, actions, or awareness.
Examples
- Status reports
- memos
- justifications
- information notes
- electronic dashboards
- Updates.
1.2.5 TAILORING
- A Methodology / is a system of practices, techniques, procedures, and rules
used by those who work in a discipline. This definition makes it clear that this
guide itself is not a methodology. And it’s outside the scope of this guide.
- The appropriate project management processes, inputs, tools, techniques, outputs,
and life cycle phases should be selected to manage a project. This selection activity
is known as tailoring.
Tailoring is necessary because
 each project is unique; not every process, tool, technique, input, or output identified in
the PMBOK® Guide is required on every project.
 The importance of each constraint is different for each project.
 the culture of the organization.
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1.2.6 PROJECT MANAGEMENT BUSINESS DOCUMENTS
 The project sponsor is generally accountable for the development and maintenance of
the project business case document.
 The project manager is responsible for providing recommendations and oversight to
keep the project business case, project management plan, project charter, and project
benefits management plan success measures in alignment with one another and with the
goals and objectives of the organization.
1.2.6.1 PROJECT BUSINESS CASE
 It is a documented economic feasibility study used to establish the validity of the benefits
of a selected component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities.
 Lists the objectives and reasons for project initiation.
 It helps measure the project success at the end of the project against the project
objectives.
 May be used before the project initiation and may result in a go/no-go decision for
the project.
 The results of the needs assessment may be summarized in the business case
document.
1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN
 It 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.
 Development of the benefits management plan begins early in the project life cycle with
the definition of the target benefits to be realized.
1.2.6.3 PROJECT CHARTER AND PROJECT MANAGEMENT PLAN
 The project charter / is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.
 The project management plan / is defined as the document that describes how the project will
be executed, monitored, and controlled.
1.2.6.4 PROJECT SUCCESS MEASURES
- Three questions that the key stakeholders and the project manager should answer are:
 What does success look like for this project?
 How will success be measured?
 What factors may impact success?
When the business alignment for a project is constant, the chance for project success greatly
increases because the project remains aligned with the strategic direction of the organization.
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2 THE ENVIRONMENT
IN WHICH PROJECTS
OPERATE

2 THE ENVIRONMENT IN WHICH PROJECTS OPERATE
2.2 ENTERPRISE ENVIRONMENTAL FACTORS (EEFS)
 Refer to conditions, not under the control of the project team.
 These conditions can be internal and/or external to the organization.
 EEFs are considered as inputs to many project management processes, specifically for most
planning processes.
2.2.1 EEFS INTERNAL TO THE ORGANIZATION
 Organizational culture, structure, and governance.
 Geographic distribution of facilities and resources
 Infrastructure
 Information technology software
 Resource availability
 Employee capability
2.2.2 EEFS EXTERNAL
 Marketplace conditions
 Social and cultural influences and issues
 Legal restrictions
 Commercial databases
 Academic research.
 Government or industry standards
 Financial considerations.
 Physical environmental elements.
2.3 ORGANIZATIONAL PROCESS ASSETS (OPAS)
 Are the plans, processes, policies, procedures, and knowledge bases specific to and
used by the performing organization
 also include the organization’s lessons learned from previous projects and historical
information
 Completed schedules, risk data, and earned value data.
 The project team members may be able to update and add to the organizational
process assets as necessary throughout the project.
 Processes, policies, and procedures.
Grouped into two categories:
 Processes, policies, and procedures. Are not updated as part of the project work. Are
usually established by the project management office (PMO) or another function outside
of the project.
 Organizational knowledge bases. Are updated throughout the project with
project information.
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2.4.4.1 ORGANIZATIONAL STRUCTURE TYPES
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2.4.4.3 PROJECT MANAGEMENT OFFICE
- A project management office (PMO) / is an organizational structure that standardizes the
project-related governance processes and facilitates the sharing of resources, methodologies,
tools, and techniques
- Types of PMOs in organizations
 SUPPORTIVE / provide a consultative role to projects by supplying templates, best practices, training,
access to information, and lessons learned from other projects. This type of PMO serves as a project
repository. The degree of control provided by the PMO is low.
 CONTROLLING / provide support and require compliance through various means. The degree of
control provided by the PMO is moderate. Compliance may involve: Adoption of project
management frameworks or methodologies; Use of specific templates, forms, and tools; and
Conformance to governance frameworks.
 DIRECTIVE / take control of the projects by directly managing the projects. Project managers
are assigned by and report to the PMO. The degree of control provided by the PMO is high.
- A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project in order to keep it aligned with the business
objectives. The PMO may:
 Make recommendations
 Lead knowledge transfer
 Terminate projects
 Take other actions, as required
 support project managers in a variety of ways
- Managing shared resources across all projects administered by the PMO.
- Identifying and developing project management methodology, best practices, and standards.
- Coaching, mentoring, training, and oversight.
- Coordinating communication across projects.
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3 THE ROLE OF THE
PROJECT MANAGER

3 THE ROLE OF THE PROJECT MANAGER
3.2 DEFINITION OF A 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.
3.3 THE PROJECT MANAGER’S SPHERE OF INFLUENCE
 3.3.2 THE PROJECT:-
 Leads the project team to meet the project’s
objectives and stakeholders’ expectations.
 Works to balance the competing constraints on the
project with the resources available.
 Performs communication roles between the project
sponsor, team members, and other stakeholders.
 3.3.3 THE ORGANIZATION:-
- The project manager proactively interacts with other project managers.
- Maintains a strong advocacy role within the organization.
- Works with the project sponsor to address internal political and strategic issues that
may impact the team or the viability or quality of the project.
- Demonstrate the value of project management.
- Increase acceptance of project management in the organization.
- Advance the efficacy of the PMO when one exists in the organization.
 3.3.4 THE INDUSTRY: - The project manager stays informed about current industry
trends.
 3.3.5 PROFESSIONAL DISCIPLINE
 3.3.6 ACROSS DISCIPLINES
3.4 PROJECT MANAGER COMPETENCES
- Recent PMI studies applied the Project Manager
Competency Development (PMCD) Framework to
the skills needed by project managers through the
use of The PMI Talent Triangle®
 Technical project management.
 Leadership.
 Strategic and business management.
- To be the most effective, project managers need
to have a balance of these three skill sets.
3.4.2 TECHNICAL PROJECT MANAGEMENT SKILLS
- Defined as the skills to effectively apply project management knowledge to deliver the
desired outcomes for programs or projects.
- Focus on the critical technical project management elements for each project they
manage.
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3.4.3 STRATEGIC AND BUSINESS MANAGEMENT SKILLS / DOMAIN KNOWLEDGE
- Help the project manager to determine which business factors should be
considered for their project.
- The project manager should be continuously working with the project sponsor to
keep the business and the project strategies aligned.
3.4.4 LEADERSHIP SKILLS
- Leadership skills involve the ability to guide, motivate, and direct a team.
 3.4.4.1 DEALING WITH PEOPLE
 3.4.4.2 QUALITIES AND SKILLS OF A LEADER
- Research shows that top project managers spend about 90% of their time on a
project in communicating
 3.4.4.3 POLITICS, POWER, AND GETTING THINGS DONE
 Positional (sometimes called formal, authoritative, legitimate) (e.g., formal position granted in
the organization or team)
 Informational (e.g., control of gathering or distribution);
 Referent (e.g., respect or admiration others hold for the individual, credibility gained);
 Situational (e.g., gained due to unique situation such as a specific crisis);
 Personal or charismatic (e.g., charm, attraction);
 Relational (e.g., participates in networking, connections, and alliances);
 Expert (e.g., skill, information possessed; experience, training, education, certification);
 Reward-oriented (e.g., ability to give praise, monetary or other desired items);
 Punitive or coercive (e.g., ability to invoke discipline or negative consequences);
 Ingratiating (e.g., application of flattery or other common ground to win favor or cooperation);
 Pressure-based (e.g., limit freedom of choice or movement for the purpose of gaining
compliance to desired action);
 Guilt-based (e.g., imposition of obligation or sense of duty);
 Persuasive (e.g., ability to provide arguments that move people to a desired course of action);
 voiding (e.g., refusing to participate).
3.4.5 COMPARISON OF LEADERSHIP AND MANAGEMENT
- Management / is more closely associated with directing another person to get from one
point to another using a known set of expected behaviors.
- Leadership / involves working with others through discussion or debate in order to guide
them from one point to another.
 Project managers need to employ both leadership and management in order to be
successful.
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Management Leadership
using positional power using relational power
Maintain - Administrate Develop- Innovate
Focus on systems and structure Focus on relationships with people
Ask how and when Ask what and why
Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspiration
3.4.5.1 LEADERSHIP STYLES
- The style a project manager uses may change over time based on the factors in play.
Major factors to consider include but are not limited to :-
 (Leader /Team member /Organizational /Environmental) characteristics.
Leadership STYLES: -
 Laissez-faire / allowing the team to make their own decisions and establish their own goals, also
referred to as taking a hands-off style
 Transactional / focus on goals, feedback, and accomplishment to determine rewards;
management by exception
 Servant leader / demonstrates commitment to serve and put other people ﬁrst; focuses on other
people’s growth, learning, development, autonomy, and well-being; concentrates on relationships,
community and collaboration; leadership is secondary and emerges after service
 Transformational / empowering followers through idealized attributes and behaviors,
inspirational motivation, encouragement for innovation and creativity, and individual consideration.
 Charismatic / able to inspire; is high-energy, enthusiastic, self-conﬁdent; holds strong convictions.
 Interactional / a combination of transactional, transformational, and charismatic
3.4.5.2 PERSONALITY
 Authentic / accepts others for what and who they are, show open concern
 Courteous / ability to apply appropriate behavior and etiquette
 Creative / ability to think abstractly, to see things differently, to innovate
 Cultural / measure of sensitivity to other cultures including values, norms, and beliefs.
 Emotional / ability to perceive emotions and the information they present and to
manage them; measure of interpersonal skills.
 Intellectual / measure of human intelligence over multiple aptitudes.
 Managerial / measure of management practice and potential.
 Political / measure of political intelligence and making things happen.
 Service-oriented / evidence of willingness to serve other people.
 Social / ability to understand and manage people.
 Systemic / drive to understand and build systems.
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3.5 PERFORMING INTEGRATION
 Project managers play a key role in working with the project sponsor to
understand the strategic objectives and ensure the alignment of the project
objectives and results with those of the portfolio, program, and business areas. In
this way, project managers contribute to the integration and execution of the
strategy.
 Integration is a critical skill for project managers.
3.5.4 INTEGRATION AND COMPLEXITY
- Complexity within projects is a result of the organization’s system behavior,
human behavior, and the uncertainty at work in the organization or its
environment.
- These three dimensions of complexity are defined as:
 System behavior. The interdependencies of components and systems.
 Human behavior. The interplay between diverse individuals and groups.
 Ambiguity ‫.اﻟﺘﺒﺎس‬Uncertainty of emerging issues and lack of understanding or
confusion.
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4 PROJECT
INTEGRATION
MANAGEMENT

4 PROJECT INTEGRATION MANAGEMENT
 PROJECT INTEGRATION MANAGEMENT includes the processes and activities to identify,
define, combine, unify, and coordinate the various processes and project management activities
within the Project Management Process Groups.
 The Project Integration Management processes are:
4.1 DEVELOP PROJECT CHARTER—the process of developing a document that formally
4.2 DEVELOP PROJECT MANAGEMENT PLAN—the process of defining, preparing, and
coordinating all plan components and consolidating them into an integrated project management
plan.
4.3 DIRECT AND MANAGE PROJECT WORK—the process of leading and performing the
work defined in the project management plan and implementing approved changes to achieve the
project’s objectives.
4.4 MANAGE PROJECT KNOWLEDGE—the process of using existing knowledge and creating
new knowledge to achieve the project’s objectives and contribute to organizational learning.
4.5 MONITOR AND CONTROL PROJECT WORK—the process of tracking, reviewing, and
reporting overall progress to meet the performance objectives defined in the project management
plan.
4.6 PERFORM INTEGRATED CHANGE CONTROL—the process of reviewing all change
requests; approving changes and managing changes to deliverables, organizational process
assets, project documents, and the project management plan; and communicating the decisions.
4.7 CLOSE PROJECT OR PHASE—the process of finalizing all activities for the project, phase,
or contract.
KEY CONCEPTS FOR PROJECT INTEGRATION MANAGEMENT
 THE PROJECT MANAGER is the one who combines the results in all the other Knowledge
Areas and has the overall view of the project. The project manager is ultimately responsible for
the project as a whole.
 The links among the processes in the Project Management Process Groups are often
iterative.
TRENDS AND EMERGING PRACTICES IN PROJECT INTEGRATION MANAGEMENT
 Project business case development and benefits management these activities have been the
responsibility of management and the project management office, but project managers are
more frequently collaborating with them to better meet project objectives and deliver benefits.
 Project managers are also engaging in more comprehensive identification and engagement
of stakeholders. This includes managing the interfaces with various functional and operational
departments and senior management personnel.
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4.1 DEVELOP PROJECT CHARTER ( INITIATION)
- DEVELOP PROJECT CHARTER is the process of developing a document that formally
 THE KEY BENEFITS OF THIS PROCESS are that it provides a direct link between the project
and the strategic objectives of the organization, creates a formal record of the project, and shows
the organizational commitment to the project.
 In the case of external projects, a formal contract is typically the preferred way to establish an
agreement.
 A project charter may still be used to establish internal agreements within an organization to
ensure proper delivery under the contract.
 The approved project charter formally initiates the project.
 A project manager is identified and assigned as early in the project as is feasible, preferably
while the project charter is being developed and always prior to the start of planning.
 The project charter can be developed by the sponsor or the project manager in collaboration
with the initiating entity. This collaboration allows the project manager to have a better
understanding of the project purpose, objectives, and expected benefits. This understanding will
better allow for efficient resource allocation to project activities.
 The project charter provides the project manager with the authority to plan, execute, and control
the project.
 Projects are initiated by an entity external to the project such as a sponsor, program, or project
management office (PMO), or a portfolio governing body chairperson or authorized
representative. The project initiator or sponsor should be at a level that is appropriate to procure
funding and commit resources to the project.
 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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4.1.1 DEVELOP PROJECT CHARTER: INPUTS
4.1.1.1 BUSINESS DOCUMENTS
 BUSINESS CASE. describes the necessary information from a business standpoint to
determine whether the expected outcomes of the project justify the required investment. It is
commonly used for decision making by managers or executives above the project level.
Typically, the business need and the cost benefit analysis are contained in the business case
to justify and establish boundaries for the project. The business case is created as a result of
one or more of the following:
 Market demand.
 Organizational need.
 Customer request.
 Technological advance.
 Legal requirement.
 Ecological impacts.
 Social need.
 The project manager does not update or modify the business documents since they are not
project documents; however, the project manager may make recommendations.
4.1.2 DEVELOP PROJECT CHARTER: TOOLS AND TECHNIQUES
4.1.2.1 EXPERT JUDGMENT
 defined as judgment provided based upon expertise in an application area, Knowledge Area,
discipline, industry, etc., as appropriate for the activity being performed. Such expertise may
be provided by any group or person with specialized education, knowledge, skill, experience,
or training.
4.1.2.2 DATA GATHERING
 BRAINSTORMING. Used to identify a list of ideas in a short period of time. It is conducted in
a group environment and is led by a facilitator. Brainstorming comprises two parts: idea
generation and analysis.
 FOCUS GROUPS. Bring together stakeholders and subject matter experts to learn about the
perceived project risk, success criteria, and other topics in a more conversational way than a
one-on-one interview.
 INTERVIEWS. Used to obtain information on high-level requirements, assumptions or
constraints, approval criteria, and other information from stakeholders by talking directly to
them.
4.1.3 DEVELOP PROJECT CHARTER: OUTPUTS
4.1.3.1 PROJECT CHARTER
 THE PROJECT CHARTER is the document issued by the project initiator or sponsor that
formally authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities. It documents the high-level
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information on the project and on the product, service, or result the project is intended to
satisfy, such as:
 Project purpose.
 Measurable project objectives and related success criteria;
 High-level requirements;
 High-level project description, boundaries, and key deliverable.
 Overall project risk;
 Summary milestone schedule;
 Preapproved financial resources;
 Key stakeholder list;
 Project approval requirements.
 Project exit criteria.
 Assigned project manager, responsibility, and authority level; and Name and authority
of the sponsor or other person(s) authorizing the project charter.
 At a high level, the project charter ensures a common understanding by the stakeholders of
the key deliverables, milestones, and the roles and responsibilities of everyone involved in the
project.
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.
 Lower-level activity and task assumptions are generated throughout the project such as
defining technical specifications, estimates, the schedule, risks, etc.
 The assumption log is used to record all assumptions and constraints throughout the project
life cycle.
4.2 DEVELOP PROJECT MANAGEMENT PLAN (
 DEVELOP PROJECT MANAGEMENT PLAN is the process of defining, preparing, and
coordinating all plan components and consolidating them into an integrated project
management plan.
 THE KEY BENEFIT OF THIS PROCESS is the production of a comprehensive document that
defines the basis of all project work and how the work will be performed.
 THE PROJECT MANAGEMENT PLAN DEFINES how the project is executed, monitored and
controlled, and closed.
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4.2.1 DEVELOP PROJECT MANAGEMENT PLAN: INPUTS
 The project team uses the project charter as a starting point for initial project planning. At a
minimum, the project charter should define the high-level information about the project that will
be elaborated in the various components of the project management.
4.2.2 DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
4.2.2.4 MEETINGS
 The project kick-off meeting is usually associated with the end of planning and the start of
executing. Its purpose is to communicate the objectives of the project, gain the commitment of
the team for the project, and explain the roles and responsibilities of each stakeholder.
 THE KICK-OFF may occur at different points in time depending on the characteristics of the
project: -
 FOR SMALL PROJECTS, there is usually only one team that performs the planning and the
execution. In this case, the kick-off occurs shortly after initiation, in the Planning Process
Group, because the team is involved in planning.
 IN LARGE PROJECTS, a project management team normally does the majority of the
planning, and the remainder of the project team is brought on when the initial planning is
complete, at the start of the development/implementation. In this instance, the kick-off
meeting takes place with processes in the Executing Process Group.
 MULTIPHASE PROJECTS will typically include a kick-off meeting at the beginning of each
phase.
4.2.3 DEVELOP PROJECT MANAGEMENT PLAN: OUTPUTS
4.2.3.1 PROJECT MANAGEMENT PLAN
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 It is the document that describes how the project will be executed, monitored and controlled,
and closed. Project management plan components include but are not limited to:
 CONFIGURATION MANAGEMENT PLAN. Describes how the information about the items of
the project (and which items) will be recorded and updated so that the product, service, or
result of the project remains consistent and/or operative.
 PERFORMANCE MEASUREMENT BASELINE. An integrated scope-schedule-cost plan for the
project work against which project execution is compared to measure and manage
performance.
 MANAGEMENT REVIEWS. Identifies the points in the project when the project manager and
relevant stakeholders will review the project progress to determine if performance is as
expected, or if preventive or corrective actions are necessary.
4.3 DIRECT AND MANAGE PROJECT WORK ( EXECUTING )
 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.
 THE KEY BENEFIT OF THIS PROCESS is that it provides overall management of the project
work and deliverables, thus improving the probability of project success.
 THE PROJECT MANAGER, along with the project management team, directs the
performance of the planned project activities and manages the various technical and
organizational interfaces that exist in the project. Direct and Manage Project Work also
requires review of the impact of all project changes and the implementation of approved
changes: corrective action, preventive action, and/or defect repair.
 WORK PERFORMANCE DATA ANALYSIS provides information about the completion status of
deliverables and other relevant details about project performance. Also be used as an input to
the Monitoring and Controlling Process Group, and can be used as feedback into lessons
learned to improve the performance of future work packages.
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4.3.2 DIRECT AND MANAGE PROJECT WORK: TOOLS AND TECHNIQUES
4.3.2.2 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
 THE PMIS provides access to information technology (IT) software tools, such as scheduling
software tools, work authorization systems, configuration management systems, information
collection and distribution systems, as well as interfaces to other online automated systems
such as corporate knowledge base repositories. Automated gathering and reporting on key
performance indicators (KPI) can be part of this system.
4.3.3 DIRECT AND MANAGE PROJECT WORK: OUTPUTS
4.3.3.1 DELIVERABLES
 A DELIVERABLE is any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project.
 CHANGE CONTROL should be applied once the first version of a deliverable has been
completed.
4.3.3.2 WORK PERFORMANCE DATA
 WORK PERFORMANCE DATA are the raw observations and measurements identified during
activities being performed to carry out the project work. Data are often viewed as the lowest level
of detail from which information is derived by other processes. Data is gathered through work
execution and passed to the controlling processes for further analysis. Examples of work
performance data include work completed, key performance indicators (KPIs), technical
performance measures, actual start and finish dates of schedule activities, story points
completed, deliverables status, schedule progress, number of change requests, number of
defects, actual costs incurred, actual durations, etc.
4.3.3.3 ISSUE LOG
 THE ISSUE LOG is a project document where all the issues are recorded and tracked. Data on
issues may include: Issue type, who raised the issue and when, Description, Priority, who is
assigned to the issue, Target resolution date, Status, and Final solution.
 THE ISSUE LOG will help the project manager effectively track and manage issues, ensuring that
they are investigated and resolved.
 THE ISSUE LOG is created for the first time as an output of this process, although issues may
happen at any time during the project. The issue log is updated as a result of the monitoring and
control activities throughout the project’s life cycle.
4.3.3.4 CHANGE REQUESTS
 A CHANGE REQUEST is a formal proposal to modify any document, deliverable, or baseline.
When issues are found while project work is being performed. Change requests may include:
 CORRECTIVE ACTION. Activity that realigns the performance of the project work with the
project management plan. ‫اﻟﻣﺷروع‬ ‫إدارة‬ ‫ﺧطﺔ‬ ‫ﻣﻊ‬ ‫اﻟﻣﺷروع‬ ‫أداء‬ ‫ﺗﻧظﯾم‬ ‫إﻋﺎدة‬ ‫ﻋﻠﻰ‬ ‫ﯾﻌﻣل‬ ‫ﻣﺗﻌﻣد‬ ‫ﻧﺷﺎط‬ .
 PREVENTIVE ACTION. Activity that ensures the future performance of the project work is
aligned with the project management plan.
 DEFECT REPAIR. Activity to modify a nonconforming product or product component.
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 UPDATES. Changes to formally controlled project documents, plans, etc., to reflect
modified or additional ideas or content.
4.4 MANAGE PROJECT KNOWLEDGE ( EXECUTING )
 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.
 THE KEY BENEFITS OF THIS PROCESS are that prior organizational knowledge is leveraged to
produce or improve the project outcomes, and knowledge created by the project is available to
support organizational operations and future projects or phases.
 Knowledge is commonly split into “explicit” ‫(ﺻرﯾﺢ‬knowledge that can be readily codified using
words, pictures, and numbers) and “tacit” ‫(ﺿﻣﻧﯾﺔ‬knowledge that is personal and difficult to
express, such as beliefs, insights, experience, and “know-how”).
 KNOWLEDGE MANAGEMENT is concerned with managing both tacit and explicit
knowledge for two purposes: reusing existing knowledge and creating new knowledge. The
key activities that underpin both purposes are knowledge sharing and knowledge integration
(of knowledge from different domains, contextual knowledge, and project management
knowledge).
 KNOWLEDGE MANAGEMENT is about making sure the skills, experience, and expertise
of the project team and other stakeholders are used before, during, and after the project.
4.4.2 MANAGE PROJECT KNOWLEDGE: TOOLS AND TECHNIQUES
4.4.2.2 KNOWLEDGE MANAGEMENT
 Connect people so they can work together to create new knowledge, share tacit knowledge,
and integrate the knowledge of diverse team members. All tools and techniques can be
applied face-to-face or virtually, or both. Face-to-face interaction is usually the most effective
way to build the trusting relationships that are needed to manage knowledge.
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4.4.2.3 INFORMATION MANAGEMENT
 Used to create and connect people to information. Tools and techniques that connect
people to information can be enhanced by adding an element of interaction, for example,
include a “contact me” function so users can get in touch with the originators of the lessons
and ask for advice specific to their project and context.
 Asking for help is generally quicker and easier than trying to identify search terms. Search
terms are often difficult to select because people may not know which keywords or key
phrases to use to access the information they need.
4.4.3 MANAGE PROJECT KNOWLEDGE: OUTPUTS
4.4.3.1 LESSONS LEARNED REGISTER
 Include the category and description of the situation. Also include the impact,
recommendations, and proposed actions associated with the situation. Record challenges,
problems, realized risks and opportunities, or other content as appropriate.
 The lessons learned register is created as an output of this process early in the project.
Knowledge can be documented using videos, pictures, audios, or other suitable means that
ensure the efficiency of the lessons captured. At the end of a project or phase, the
information is transferred to an organizational process asset called a lesson learned
repository.
4.5 MONITOR AND CONTROL PROJECT WORK ( MONITOR AND CONTROL )
 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.
 THE KEY BENEFITS OF THIS PROCESS are that it allows stakeholders to understand the
current state of the project, to recognize the actions taken to address any performance issues,
and to have visibility into the future project status with cost and schedule forecasts.
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4.5.2 MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES
4.5.2.2 DATA ANALYSIS
 ALTERNATIVES ANALYSIS. Used to select the corrective actions or a combination of
corrective and preventive actions to implement when a deviation occurs.
 TREND ANALYSIS. Used to forecast future performance based on past results. It looks ahead
in the project for expected slippages and warns the project manager ahead of time that there
may be problems later in the schedule if established trends persist. The results of trend
analysis can be used to recommend preventive actions if necessary.
 VARIANCE ANALYSIS. Reviews the differences (or variance) between planned and actual
performance. This can include duration estimates, cost estimates, resources utilization,
resources rates, technical performance, and other metrics. This allows for the appropriate
preventive or corrective actions to be initiated.
4.5.3 MONITOR AND CONTROL PROJECT WORK: OUTPUTS
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. They are
circulated to the project stakeholders through the communication processes as defined in
the project communications management plan. Examples of work performance reports
include status reports and progress reports.
 WORK PERFORMANCE REPORTS can contain earned value graphs and information,
trend lines and forecasts, reserve burn down charts, defect histograms, contract
performance information, and risk summaries. They can be presented as dashboards, heat
reports, stop light charts, or other representations useful for creating awareness and
generating decisions and actions.
4.6 PERFORM INTEGRATED CHANGE CONTROL ( MONITOR AND CONTROL )
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 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; and communicating the decisions. This process reviews all requests for
changes to project documents, deliverables, or the project management plan and determines
the resolution of the change requests.
 THE KEY BENEFIT OF THIS PROCESS is that it allows for documented changes within the
project to be considered in an integrated manner while addressing overall project risk, which
often arises from changes made without consideration of the overall project objectives or
plans.
 THE PERFORM INTEGRATED CHANGE CONTROL process is conducted from project start
through completion and is the ultimate responsibility of the project manager.
 Changes may be requested by any stakeholder involved with the project and may occur at any
time throughout the project life cycle.
 Once the project is base lined, change requests go through this process.
 Any change in a configuration element should be formally controlled and will require a change
request.
 Although changes may be initiated verbally, they should be recorded in written form and
entered into the change management and/or configuration management system.
 Change requests may require information on estimated schedule impacts and estimated cost
impacts prior to approval.
 Every documented change request needs to be either approved, deferred, or rejected by a
responsible individual, usually the project sponsor or project manager.
 THE PERFORM INTEGRATED CHANGE CONTROL PROCESS includes a change control
board (CCB), which is a formally chartered group responsible for reviewing, evaluating,
approving, deferring, or rejecting changes to the project and for recording and communicating
such decisions.
 APPROVED CHANGE REQUESTS can require new or revised cost estimates, activity
sequences, schedule dates, resource requirements, and/or analysis of risk response
alternatives. These changes can require adjustments to the project management plan and
other project documents.
 Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
4.6.2 PERFORM INTEGRATED CHANGE CONTROL: TOOLS AND TECHNIQUES
4.6.2.2 CHANGE CONTROL TOOLS
 Tools should support the following configuration management activities:
 IDENTIFY CONFIGURATION ITEM. Identification and selection of a configuration item to
provide the basis for which the product configuration is defined and verified, products and
documents are labeled, changes are managed, and accountability is maintained.
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 RECORD AND REPORT CONFIGURATION ITEM STATUS. Information recording and reporting
about each configuration item.
 PERFORM CONFIGURATION ITEM VERIFICATION AND AUDIT. Configuration verification
and configuration audits ensure that the composition of a project’s configuration items is
correct and that corresponding changes are registered, assessed, approved, tracked, and
correctly implemented. This ensures that the functional requirements defined in the
configuration documentation are met.
 Tools should support the following change management activities as well:
 IDENTIFY CHANGES. Identifying and selecting a change item for processes or project
documents.
 DOCUMENT CHANGES. Documenting the change into a proper change request.
 DECIDE ON CHANGES. Reviewing the changes; approving, rejecting, deferring, or making
any other decision about changes to the project documents, deliverables, or baselines.
 TRACK CHANGES. Verifying that the changes are registered, assessed, approved, and
tracked and communicating final results to stakeholders.
4.6.3 PERFORM INTEGRATED CHANGE CONTROL: OUTPUTS
4.6.3.1 APPROVED CHANGE REQUESTS
 Change requests are processed according to the change management plan by the project
manager, CCB, or an assigned team member. As a result, changes may be approved,
deferred, or rejected. Approved change requests will be implemented through the Direct and
Manage Project Work process. Deferred or rejected change requests are communicated to the
person or group requesting the change. The disposition of all change requests is recorded in
the change log as a project document update.
 The change log is used to document changes that occur during a project.
4.7CLOSE PROJECT OR PHASE
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 CLOSE PROJECT OR PHASE is the process of finalizing all activities for the project, phase, or
contract.
 THE KEY BENEFITS OF THIS PROCESS are the project or phase information is archived, the
planned work is completed, and organizational team resources are released to pursue new
endeavors.
 When closing the project, the project manager reviews the project management plan to
ensure that all project work is completed and that the project has met its objectives.
4.7.2 CLOSE PROJECT OR PHASE: TOOLS AND TECHNIQUES
 REGRESSION ANALYSIS. ‫اﻻﻧﺣدار‬ ‫ﺗﺣﻠﯾل‬This technique analyzes the interrelationships between
different project variables that contributed to the project outcomes to improve performance on
future projects. ‫ﻧﺗﺎﺋﺞ‬ ‫ﻓﻲ‬ ‫ﺳﺎھﻣت‬ ‫اﻟﺗﻲ‬ ‫اﻟﻣﺷروع‬ ‫ﻣﺗﻐﯾرات‬ ‫ﻣﺧﺗﻠف‬ ‫ﺑﯾن‬ ‫اﻟﻣﺗﺑﺎدﻟﺔ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫اﻟﺗﻘﻧﯾﺔ‬ ‫ھذه‬ ‫ﺗﺣﻠل‬‫ﻟﺗﺣﺳﯾن‬ ‫اﻟﻣﺷروع‬
‫اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬ ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﻓﻲ‬ ‫اﻷداء‬.
4.7.3 CLOSE PROJECT OR PHASE: OUTPUTS
4.7.3.1 PROJECT DOCUMENTS UPDATES
 All project documents may be updated and marked as final versions as a result of project
closure. Of particular interest is the lessons learned register, which is finalized to include final
information on phase or project closure.
 The final lessons learned register may include information on benefits management, accuracy
of the business case, project and development life cycles, risk and issue management,
stakeholder engagement, and other project management processes.
4.7.3.2 FINAL PRODUCT, SERVICE, OR RESULT TRANSITION
A product, service, or result, once delivered by the project, may be handed over to a different
group or organization that will operate, maintain, and support it throughout its life cycle.
4.7.3.3 FINAL REPORT
The final report provides a summary of the project performance. It can include information
such as:
 SUMMARY LEVEL description of the project or phase.
 SCOPE OBJECTIVES, the criteria used to evaluate the scope, and evidence that the
completion criteria were met.
 QUALITY OBJECTIVES, the criteria used to evaluate the project and product quality, the
verification and actual milestone delivery dates, and reasons for variances.
 COST OBJECTIVES, including the acceptable cost range, actual costs, and reasons for
any variances.
 SUMMARY OF THE VALIDATION INFORMATION for the final product, service, or result.
 SCHEDULE OBJECTIVES including whether results achieved the benefits that the project
was undertaken to address. If the benefits are not met at the close of the project, indicate
the degree to which they were achieved and estimate for future benefits realization.
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 SUMMARY OF HOW THE FINAL PRODUCT, service, or result achieved the business
needs identified in the business plan. If the business needs are not met at the close of
the project, indicate the degree to which they were achieved and estimate for when the
business needs will be met in the future.
 SUMMARY OF ANY RISKS OR ISSUES encountered on the project and how they
were addressed.
4.7.3.4 ORGANIZATIONAL PROCESS ASSET UPDATES
LESSONS LEARNED REPOSITORY. Lessons learned and knowledge gained throughout the
project are transferred to the lessons learned repository for use by future projects.
IMPORTANT NOTES
CHANGE LOG.
1. The change log contains the status of all change requests.
2. The disposition of all change requests is recorded in the change log as a project document
update Any formally controlled project document may be changed as a result of this
process. A project document that is normally updated as a result of this process is the
change log.
3. The change log is used to document changes that occur during a project.
4. The change log contains the status of all change requests throughout the project or phase.
5. As part of the Perform Integrated Change Control process, a change log update indicates
that some changes are approved and some are not.
6. The change log is used to communicate changes and approved, deferred, and rejected
change requests to the impacted stakeholders.
7. The change log may introduce a new stakeholder or change the nature of an existing
stakeholder’s relationship to the project.
8. The change log contains changes to the original scope of the project. It usually links to
specific stakeholders because they fall into categories of requesting certain changes,
making decisions about change requests, or being impacted by the implementation of
approved changes Change requests and their status are documented in the change log and
communicated to the appropriate stakeholders.
9. The change log may be updated based on any change requests.
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ASSUMPTION LOG
1. The assumption log is used to record all assumptions and constraints throughout the
project life cycle. that guided the technical specifications, estimates, schedule, risks, etc.
as affecting the project.
2. New assumptions and constraints may be added, and the status of existing assumptions
and constraints may be updated or closed out.
3. The assumption log contains information about assumptions and constraints identified.
4. The assumption log identified assumptions about the product, project, environment,
stakeholders, and other factors that can influence requirements or the project and product
scope.
5. The assumption log is updated with additional assumptions or constraints that were
identified during the Create WBS process.
6. Assumptions and constraints recorded in the assumption log may influence the way
activities are sequenced, the relationship between activities, and the need for leads and
lags, and may give rise to individual project risks that may impact the project schedule.
7. Assumptions and constraints recorded in the assumption log may give rise to individual
project risks that may impact the project schedule. This includes assumptions made in
developing the duration estimate, such as resource skill levels and availability, as well as a
basis of estimates for durations. Additionally, constraints arising out of the scheduling
methodology and scheduling tool are also documented.
8. The assumption log may be updated with changes to assumptions in duration, resource
utilization, sequencing, or other information that is revealed as a result of developing the
schedule model. Schedule performance may indicate the need to revise assumptions on
activity sequencing, durations, and productivity. During the Cost Estimates process, new
assumptions may be made, new constraints may be identified, and existing assumptions
or constraints may be revisited and changed.
9. Cost performance may indicate the need to revise assumptions on resource productivity
and other factors influencing cost performance.
10.The assumption log has all the assumptions and constraints regarding quality
requirements and standard compliance.
11.The assumption log is updated with assumptions regarding the availability, logistics
requirements, and location of physical resources as well as the skill sets and availability of
team resources.
12.The assumption log may have information on productivity factors, availability, cost
estimates, and approaches to work that will influence the nature and number of team and
physical resources.
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13.The assumption log is updated with assumptions regarding the types and quantities of
resources required. Additionally, any resource constraints are entered including collective
bargaining agreements, continuous hours of operation, planned leave, etc.
14.The assumption log may be updated with new assumptions regarding equipment,
materials, supplies, and other physical resources.
15.Assumptions and constraints recorded in the assumption log may give rise to individual
project risks and may also influence the level of overall project risk. During the Identify
Risks process, new assumptions may be made, new constraints may be identified, and
existing assumptions or constraints may be revisited and changed.
16.The assumption log is used for identifying, managing, and monitoring key assumptions
and constraints that may affect the project. These may inform the assessment of the
priority of individual project risks.
17.During the Perform Qualitative Risk Analysis process, new assumptions may be made,
new constraints may be identified, and existing assumptions or constraints may be
revisited and changed.
18.Assumptions may form inputs to the quantitative risk analysis if they are assessed as
posing a risk to project objectives. The effect of constraints may also be modeled during a
quantitative risk analysis.
19.During the Plan Risk Responses process, new assumptions may be made, new
constraints may be identified, and existing assumptions or constraints may be revisited
and changed.
20.During the Monitor Risks process, new assumptions may be made, new constraints may
be identified, and existing assumptions or constraints may be revisited and changed.
21.The assumption log documents the assumptions that have been made during the
procurement process.
22.Much of the information about the relative power, interest, and engagement of
stakeholders is based on assumptions. This information is entered into the assumption
log. Additionally, any constraints associated with interacting with specific stakeholders are
entered as well.
23.The assumption log contains information about assumptions and constraints and may be
linked to specific stakeholders.
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ISSUE LOG
- Throughout the life cycle of a project, the project manager will normally face problems, gaps,
inconsistencies, or conflicts that occur unexpectedly and that require some action so they do
not impact the project performance. The issue log is a project document where all the issues
are recorded and tracked. Data on issues may include (Issue type, who raised the issue and
when, Description, Priority, who is assigned to the issue, Target resolution date, Status, Final
solution.
1. will help the project manager effectively track and manage issues, ensuring that they are
investigated and resolved. The issue log is created for the first time as an output of this
process (manage and direct project work), although issues may happen at any time during the
project. The issue log is updated as a result of the monitoring and control activities throughout
the project’s life cycle.
2. The issue log is used to document and monitor who is responsible for resolving specific issues
by a target date.
3. New issues raised as a result of this process (manage and direct project work) are recorded in
the issue log.
4. The issue log is used to check that there is no open issue.
5. Many times, a deliverable that does not meet the quality requirements is documented as an
issue log.
6. The issue log is used to identify issues such as lack of resources, delays in raw material
supplies, or low grades of raw material.
7. Information about issues is communicated to impacted stakeholders.
8. The issue log is updated to reflect any communication issues on the project, or how any
communications have been used to impact active issues.
9. The issue log provides the project’s history, a record of stakeholder engagement issues, and
how they were resolved.
10.Issues recorded in the issue log may give rise to individual project risks and may also influence
the level of overall project risk.
11.The issue log should be updated to capture any new issues uncovered or changes in currently
logged issues.
12.Where issues are identified as part of the Implement Risk Responses process, they are
recorded in the issue log.
13.The issue log is used to see if any of the open issues have been updated and necessitate an
update to the risk register.
14.Where issues are identified as part of the Monitor Risks process, these are recorded in the
issue log.
15.The issue log records issues that may introduce new stakeholders to the project or change the
type of participation of existing stakeholders.
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16.Managing and resolving issues contained in the issue log will require additional
communications with the stakeholders affected.
17.Any project or stakeholder concerns are documented in the issue log, as well as any assigned
action items associated with managing the issue.
18.The issue log documents all the known issues related to the project and stakeholders.
19.Information in the issue log indicates stakeholder attitudes and may need to be updated.
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05 PROJECT SCOPE MANAGEMENT
- Processes required to ensure that the project includes all the work required, and only
the work required. Defining and controlling what is and is not included in the project.
5.1 PLAN SCOPE MANAGEMENT—the process of creating a scope management plan that
documents how the project and product scope will be defined, validated, and controlled.
5.2 COLLECT REQUIREMENTS—the process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
5.3 DEFINE SCOPE—the process of developing a detailed description of the project and
product.
5.4 CREATE WBS—the process of subdividing project deliverables and project work into
smaller, more manageable components.
5.5 VALIDATE SCOPE—the process of formalizing acceptance of the completed project
deliverables.
5.6 CONTROL SCOPE—the process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
KEY CONCEPTS FOR PROJECT SCOPE MANAGEMENT
PRODUCT SCOPE. The features and functions that characterize a product, service,
or result. Measured against the product requirements.
PROJECT SCOPE. The work performed to deliver a product, service, or result with the
specified features and functions. The term “project scope” is sometimes viewed as
including product scope. Completion of the project scope is measured against the
project management plan,
Type Predictive Adaptive or agile
SCOPE
Are defined at the beginning of the project and any
changes to the scope are progressively managed.
Are developed over multiple Iterations where
a detailed scope is defined and approved for
each iteration when it begins.
Processes
These processes are performed toward the
beginning of the project and updated as necessary,
using the integrated change control process.
(Collect Requirements, Define Scope, and
Create WBS) are repeated for each iteration.
Validate Scope
and Control
Scope
Validate Scope occurs with each deliverable or
phase review and Control Scope is an ongoing
process.
Two processes (Validate Scope and Control
Scope) are repeated for each iteration.
Scope
baseline
the scope baseline for the project is the approved
version of the project scope statement
Use backlogs (including product requirements
and user stories) to reflect their current needs.
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5.1 PLAN SCOPE MANAGEMENT (PLANNING)
 That documents how the project and product scope will be defined, validated,
and controlled. How scope will be managed throughout the project. This
process is performed once or at predefined points in the project.
5.1.1 PLAN SCOPE MANAGEMENT: INPUTS
 The project charter is the document issued by the project initiator or sponsor
 Formally authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
 It documents the high-level information on the project and on the product,
 Project purpose;
 Measurable project objectives and related success criteria;
 High-level requirements;
 High-level project description, boundaries, and key deliverables;
 Overall project risk;
 Summary milestone schedule;
 Preapproved financial resources;
 Key stakeholder list;
 Project approval requirements (i.e., what constitutes project success, who decides the
project is successful, and who signs off on the project);
 Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel
the project or phase);
 Assigned project manager, responsibility, and authority level;
 Name and authority of the sponsor or other person(s) authorizing the project charter.
At a high level, the project charter ensures a common understanding by the stakeholders
of the key deliverables, milestones, and the roles and responsibilities of everyone
involved in the project.
035

 Quality management plan.
 Project life cycle description.
 Development approach
5.1.1.3 ENTERPRISE ENVIRONMENTAL FACTORS
 Organization’s culture,
 infrastructure,
 Personnel administration, and
 Marketplace conditions.
5.1.1.4 ORGANIZATIONAL PROCESS ASSETS
 Policies and procedures, and
 Historical information and lessons learned repositories.
5.1.2 PLAN SCOPE MANAGEMENT: TOOLS AND TECHNIQUES
 5.1.2.1 EXPERT JUDGMENT
 5.1.2.2 DATA ANALYSIS
 5.1.2.3 MEETINGS
5.1.3 PLAN SCOPE MANAGEMENT: OUTPUTS
5.1.3.1 SCOPE MANAGEMENT PLAN ‫اﻟﻧطﺎق‬ ‫ادارة‬ ‫ﺧطﺔ‬
- THE SCOPE MANAGEMENT PLAN is a component of the project management plan that
describes how the scope will be defined, developed, monitored, controlled, and
validated. The components of a scope management plan include:
 Process for preparing a project scope statement;
 Process that enables the creation of the WBS from the detailed project scope
statement;
 Process that establishes how the scope baseline will be approved and maintained;
 Process that specifies how formal acceptance of the completed project deliverables
will be obtained.
5.1.3.2 REQUIREMENTS MANAGEMENT PLAN ‫اﻟﻤﺘﻄﻠﺒﺎت‬ ‫ادارة‬ ‫ﺧﻄﺔ‬
The requirements management plan is a component of the project management plan that
describes how project and product requirements will be analyzed, documented, and managed.
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5.2 COLLECT REQUIREMENTS (PLANNING)
- COLLECT REQUIREMENTS is the process of determining, documenting, and
managing stakeholder needs and requirements to meet objectives.
5.2.1 COLLECT REQUIREMENTS: INPUTS
 5.2.1.1 PROJECT CHARTER
 5.2.1.2 PROJECT MANAGEMENT PLAN
 Scope management plan.
 Requirements management plan.
 Stakeholder engagement plan.
 5.2.1.3 PROJECT DOCUMENTS
 Assumption Log. Identified assumptions about the product, project,
environment, stakeholders, and other factors that can influence requirements.
 Lessons learned register. Is used to provide information on effective
requirements collection techniques, especially for projects that are using an
iterative or adaptive product development methodology.
 Stakeholder Register. Is used to identify stakeholders who can provide
information on the requirements. It also captures requirements and expectations
that stakeholders have for the project.
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 5.2.1.4 BUSINESS DOCUMENTS
 5.2.1.5 AGREEMENTS
 5.2.1.6 ENTERPRISE ENVIRONMENTAL FACTORS
 5.2.1.7 ORGANIZATIONAL PROCESS ASSETS
5.2.2 COLLECT REQUIREMENTS: TOOLS AND TECHNIQUES
 BRAINSTORMING. It is a technique used to generate and collect multiple ideas
related to project and product requirements.
 INTERVIEWS. It is a formal or informal approach to elicit information from stakeholders by
talking to them directly. Also useful for obtaining confidential information.
 FOCUS GROUPS. Focus groups bring together prequalified stakeholders and subject
matter experts to learn about their expectations and attitudes about a proposed product.
 QUESTIONNAIRES AND SURVEYS. Questionnaires and surveys are written sets of
questions designed to quickly accumulate information from a large number of respondents.
 BENCHMARKING. Involves comparing actual or planned products, processes, and
practices to those of comparable organizations to identify best practices, generate ideas
for improvement, and provide a basis for measuring performance. The organizations
compared during benchmarking can be internal or external.
5.2.2.4 DECISION MAKING
 VOTING.
 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
 AUTOCRATIC DECISION MAKING. In this method, one individual takes responsibility for
making the decision for the group.
 MULTICRITERIA DECISION ANALYSIS. A technique that uses a decision matrix to provide
a systematic analytical approach for establishing criteria, such as risk levels, uncertainty,
and valuation, to evaluate and rank many ideas.
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5.2.2.5 DATA REPRESENTATION
 AFFINITY DIAGRAMS. Allow large numbers of ideas to be classified into
groups for analysis.
 MIND MAPPING. Consolidates ideas created through individual brainstorming session’s
single map to reflect commonality and differences in understanding and to generate new
ideas.
5.2.2.6 INTERPERSONAL AND TEAM SKILLS
 NOMINAL GROUP TECHNIQUE. The nominal group technique enhances
brainstorming with a voting process used to rank the most useful ideas for further
brainstorming or for prioritization.
 OBSERVATION/CONVERSATION. Provide a direct way of viewing individuals in their
environment and how they perform their jobs or tasks and carry out processes. It is done
to uncover hidden requirements.
 FACILITATION. That bring key stakeholders together to define product
requirements. Workshops can be used to quickly define cross-functional
requirements, well-facilitated sessions can build trust, foster relationships, and
improve communication among the participants. >>>>>>>>>
 JOINT APPLICATION DESIGN/DEVELOPMENT (JAD). Used in the software
development industry. These facilitated sessions focus on bringing business
subject matter experts.
 QUALITY FUNCTION DEPLOYMENT (QFD). In the manufacturing industry, it is
helps determine critical characteristics for new product development. QFD starts by
collecting customer needs. Also known as voice of the customer (VOC).
 USER STORIES, which are short, textual descriptions of required functionality, are
often developed during a requirements workshop.
5.2.2.7 CONTEXT DIAGRAM
 Depict the product scope by showing a business system.
5.2.2.8 PROTOTYPES
 It is a method of obtaining early feedback on requirements by providing a
model of the expected product before actually building it.
5.2.3 COLLECT REQUIREMENTS: OUTPUTS
5.2.3.1 REQUIREMENTS DOCUMENTATION
 How individual requirements meet the business need for the project.
039

5.2.3.2 REQUIREMENTS TRACEABILITY MATRIX
- It is a grid that links product requirements from their origin to the deliverables
that satisfy them, it provides a structure for managing changes to the product
scope.
040

5.3 DEFINE SCOPE (PLANNING)
- The process of developing a detailed description of the project and product.
5.3.1 DEFINE SCOPE: INPUTS
 5.3.1.1 PROJECT CHARTER
 5.3.1.2 PROJECT MANAGEMENT PLAN
 5.3.1.3 PROJECT DOCUMENTS
 Assumption log.
 Requirements documentation.
 Risk register.
 5.3.1.4 ENTERPRISE ENVIRONMENTAL FACTORS
 5.3.1.5 ORGANIZATIONAL PROCESS ASSETS
5.3.2 DEFINE SCOPE: TOOLS AND TECHNIQUES
 5.3.2.1 EXPERT JUDGMENT
 5.3.2.2 DATA ANALYSIS
 5.3.2.3 DECISION MAKING
- Multicriteria decision analysis.
 5.3.2.4 INTERPERSONAL AND TEAM SKILLS
- Facilitation.
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5.3.2.5 PRODUCT ANALYSIS
 Used to define products and services. It includes asking questions about a
product or service and forming answers to describe the use, characteristics,
and other relevant aspects of what is going to be delivered.
5.2.3 DEFINE SCOPE: OUTPUTS
5.3.3.1 PROJECT SCOPE STATEMENT
 The project scope statement is the description of the project scope, major
deliverables, assumptions, and constraints. The project scope statement
documents the entire scope. It is including the following: -
 PRODUCT SCOPE DESCRIPTION. Progressively elaborates the characteristics of the
product, service, or result described in the project charter and requirements
documentation.
 DELIVERABLES. Any unique and verifiable product, result, or capability to perform a
service that is required to be produced to complete a process, phase, or project.
 ACCEPTANCE CRITERIA. A set of conditions that is required to be met before
deliverables are accepted.
 PROJECT EXCLUSIONS. Identifies what is excluded from the project. Explicitly stating
what is out of scope for the project helps manage stakeholders’ expectations and can
reduce scope creep.
SCOPE CREEP / the uncontrolled expansion to product or project scope
without adjustments to time, cost
- Project documents that may be updated as a result of carrying out this process include but
are not limited to:
 ASSUMPTION LOG. It is updated with additional assumptions or constraints that were
identified during this process.
 REQUIREMENTS DOCUMENTATION. May be updated with additional or changed
requirements.
 REQUIREMENTS TRACEABILITY MATRIX. May be updated to reflect updates in
requirement documentation.
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 STAKEHOLDER REGISTER. Where additional information on existing or new stakeholders
is gathered as a result of this process, it is recorded in the stakeholder register.
DETAILED
HIGH LEVEL
043

5.4 CREATE WBS (PLANNING)
- CREATE WBS is the process of subdividing project deliverables and project work into
smaller, more manageable components.
 WBS.The WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and create the
required deliverables.
 WORK PACKAGE. the lowest level of the WBS is a work package with a unique
identifier.
5.4.2 CREATE WBS: TOOLS AND TECHNIQUES
5.4.2.2 DECOMPOSITION
 It is a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
5.4.3 CREATE WBS: OUTPUTS
5.4.3.1 SCOPE BASELINE
- It is the approved version. Used as a basis for comparison. Components of the
scope baseline include:
 Project scope statement.
 WBS.
 Work package.
 Planning package.
 WBS dictionary / it is a document that provides detailed deliverable, activity,
and scheduling information about each component in the WBS.
044

5.5 VALIDATE SCOPE ( MONITOR&CONTROL)
- It is the process of formalizing acceptance of the completed project deliverables.
This process is performed periodically throughout the project as needed.
- The verified deliverables obtained from the Control Quality process are reviewed with
the customer or sponsor to ensure they are completed satisfactorily and have received
formal acceptance of the deliverables by the customer or sponsor.
5.1 VALIDATE SCOPE: INPUTS
- Scope management plan.
- Requirements management plan.
- Scope baseline.
5.5.1.2 PROJECT DOCUMENTS
- Lessons learned register:
- Quality reports.
- Requirements documentation.
- Requirements traceability matrix.
5.5.1.3 VERIFIED DELIVERABLES
- It is project deliverables that are completed and checked for correctness through
the Control Quality process.
5.5.1.4 WORK PERFORMANCE DATA
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5.5.2 VALIDATE SCOPE: TOOLS AND TECHNIQUES
5.5.2.1 INSPECTION
- Includes activities such as measuring, examining, and validating to determine
whether work and deliverables meet requirements and product acceptance criteria.
Inspections are sometimes called reviews, product reviews, and walkthroughs.
 voting
5.5.3 VALIDATE SCOPE: OUTPUTS
5.5.3.1 ACCEPTED DELIVERABLES
- Deliverables that meet the acceptance criteria are formally signed off and
approved by the customer or sponsor.
5.5.3.2 WORK PERFORMANCE INFORMATION
- Includes information about project progress, such as which deliverables have been
accepted and which have not been accepted and the reasons why.
- The completed deliverables that have not been formally accepted are documented,
along with the reasons for non-acceptance of those deliverables. Those
deliverables may require a change request for defect repair.
 Lessons learned register.
 Requirements documentation.
 Requirements traceability matrix.
046

5.6 CONTROL SCOPE ( MONITOR&CONTROL)
- Control Scope is the process of monitoring the status of the project and product
scope and managing changes to the scope baseline. The key benefit of this
process is that the scope baseline is maintained throughout the project.
5.6.2 CONTROL SCOPE: TOOLS AND TECHNIQUES
- VARIANCE ANALYSIS/ it is used to compare the baseline to the actual results
and determine if the variance is within the threshold amount or if corrective or
preventive action is appropriate.
- TREND ANALYSIS/ examines project performance over time to determine if
performance is improving or deteriorating. Important aspects of project scope control
include determining the cause and degree of variance relative to the scope.
047

06 PROJECT
SCHEDULE
MANAGEMENT

06 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.
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.
KEY CONCEPTS FOR PROJECT SCHEDULE MANAGEMENT
 PROJECT SCHEDULING provides a detailed plan that represents how and when the project
will deliver the products, services, and results defined in the project scope and serves as a
tool for communication, managing stakeholders’ expectations, and as a basis for
performance reporting.
 The project management team selects a scheduling method,
 The detailed project schedule should remain flexible throughout the project to adjust for
knowledge gained, increased understanding of the risk, and value-added activities.
TRENDS AND EMERGING PRACTICES IN PROJECT SCHEDULE MANAGEMENT
 ITERATIVE SCHEDULING WITH A BACKLOG. This is a form of rolling wave planning
based on adaptive life cycles (agile approach) for product development. The requirements
are documented in user stories that using time-boxed periods of work. The benefit of this
approach is that it welcomes changes throughout the development life cycle.‫دورﯾﺔ‬ ‫ﺑطرﯾﻘﺔ‬ ‫ﺟدوﻟﺔ‬
 ON-DEMAND SCHEDULING. This approach, typically used in a Kanban system, is
based on the theory-of constraints and pull-based scheduling to limit a team’s work in
progress in order to balance demand against the team’s delivery throughput. ‫اﻟطﻠب‬ ‫ﺣﺳب‬ ‫ﺟدوﻟﺔ‬
048

CONSIDERATIONS FOR AGILE / ADAPTIVE ENVIRONMENTS
 Adaptive approaches use short cycles to undertake work, review the results, and adapt as
necessary. These cycles provide rapid feedback on the approaches and suitability of
deliverables.
6.1 PLAN SCHEDULE MANAGEMENT ( PLANNING)
 PLAN SCHEDULE MANAGEMENT is the process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project
schedule.
 THE KEY BENEFIT OF THIS PROCESS is that it provides guidance and direction on how the
project schedule will be managed throughout the project.
6.1.3 PLAN SCHEDULE MANAGEMENT: OUTPUTS
6.1.3.1 SCHEDULE MANAGEMENT PLAN
 THE SCHEDULE MANAGEMENT PLAN is a component of the project management plan
that establishes the criteria and the activities for developing, monitoring, and
controlling the schedule. The schedule management plan can establish the following:
- PROJECT SCHEDULE MODEL DEVELOPMENT. The scheduling methodology and the
scheduling tool to be used in the development of the project schedule.
- RELEASE AND ITERATION LENGTH. When using an adaptive life cycle, the time-boxed
periods during which the team works steadily toward completion of a goal.
- LEVEL OF ACCURACY. The level of acceptable range used in determining activity
duration estimates and contingencies. ‫اﻟدﻗﺔ‬ ‫درﺟﺔ‬
- UNITS OF MEASURE. Each unit of measurement for time measures.
049

- ORGANIZATIONAL PROCEDURES LINKS. The work breakdown structure (WBS) provides the
framework for the schedule management plan, allowing for consistency with the estimates
and resulting schedules.
- PROJECT SCHEDULE MODEL MAINTENANCE. The process used to update the status and
record progress of the project in the schedule model during the execution.
- CONTROL THRESHOLDS. amount of variation to be allowed before some action needs to be
taken. Thresholds are typically expressed as percentage deviations from the parameters
established in the baseline plan.
- RULES OF PERFORMANCE MEASUREMENT.
- REPORTING FORMATS. The formats for the various schedule reports are defined.
6.2 DEFINE ACTIVITIES ( PLANNING)
 DEFINE ACTIVITIES is the process of identifying and documenting the specific actions to be
performed to produce the project deliverables.
 THE KEY BENEFIT OF THIS PROCESS IS that it decomposes work packages into schedule
activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling
the project work.
6.2.1 DEFINE ACTIVITIES: INPUTS
 Schedule management plan
 Scope baseline
6.2.1.2 ENTERPRISE ENVIRONMENTAL FACTORS
050

6.2.2 DEFINE ACTIVITIES: TOOLS AND TECHNIQUES
6.2.2.2 DECOMPOSITION
 Decomposition is a technique used for dividing and subdividing the project scope. Each
work package within the WBS is decomposed into the activities required to produce the
work package deliverables. Involving team members in the decomposition can lead to
better and more accurate results.
6.2.2.3 ROLLING WAVE PLANNING
 Rolling wave planning is an iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while work further in the future is
planned at a higher level. It is a form of progressive elaboration
6.2.2.4 MEETINGS
6.2.3 DEFINE ACTIVITIES: OUTPUTS
6.2.3.1 ACTIVITY LIST
 The activity list includes the schedule activities required on the project.
6.2.3.2 ACTIVITY ATTRIBUTES
 Extend the description of the activity by identifying multiple components associated
with each activity.
 Can be used to identify the place where the work has to be performed.
 Used for schedule development and for selecting, ordering, and sorting the planned
schedule activities in various ways within reports.
6.2.3.3 MILESTONE LIST
 A milestone is a significant point or event in a project. So have zero duration.
6.2.3.5 PROJECT MANAGEMENT PLAN UPDATES
 Schedule baseline.
 Cost baseline.
051

6.3 SEQUENCE ACTIVITIES ( PLANNING)
 SEQUENCE ACTIVITIES is the process of identifying and documenting relationships among
the project activities.
 THE KEY BENEFIT OF THIS PROCESS is that it defines the logical sequence of work to
obtain the greatest efficiency given all project constraints.
6.3.2 SEQUENCE ACTIVITIES: TOOLS AND TECHNIQUES
6.3.2.1 PRECEDENCE DIAGRAMMING METHOD.
 THE PRECEDENCE DIAGRAMMING METHOD (PDM) is a technique used for constructing
a schedule model in which activities are represented by nodes and are graphically linked by
one or more logical relationships to show the sequence in which the activities are to be
performed.
 PDM includes four types of dependencies or logical relationships:-
 Finish-to-start (FS).
 Finish-to-finish (FF).
 Start-to-start (SS).
 Start-to-finish (SF).
 FS is the most commonly used type of precedence relationship. The SF
relationship is very rarely used.
 Multiple relationships between the same activities are not recommended, closed
loops are also not recommended in logical relationships.
052

6.3.2.2 DEPENDENCY DETERMINATION AND INTEGRATION
 DEPENDENCY HAS FOUR ATTRIBUTES, but two can be applicable at the same time in the
following ways: mandatory external dependencies, mandatory internal dependencies,
discretionary external dependencies, or discretionary internal dependencies.‫اﻟﺧﺎرﺟﯾﺔ‬ ‫اﻟﺗﺑﻌﯾﺎت‬
‫اﻟﺗﻘدﯾرﯾﺔ‬ ‫اﻟداﺧﻠﯾﺔ‬ ‫اﻟﺗﺑﻌﯾﺎت‬ ‫أو‬ ‫ﺗﻘدﯾرﯾﺔ‬ ‫ﺧﺎرﺟﯾﺔ‬ ‫وﺗﺑﻌﯾﺎت‬ ،‫اﻹﻟزاﻣﯾﺔ‬ ‫اﻟداﺧﻠﯾﺔ‬ ‫اﻟﺗﺑﻌﯾﺎت‬ ‫أو‬ ‫اﻹﻟزاﻣﯾﺔ‬
 MANDATORY DEPENDENCIES. That are legally or contractually required often involve
physical limitations, such as on a construction project, where it is impossible to erect the
superstructure until after the foundation has been built, or on an electronics project, where a
prototype has to be built before it can be tested. Mandatory dependencies are sometimes
referred to as hard logic or hard dependencies. Technical dependencies may not be
mandatory. The project team determines which dependencies are mandatory during the
process of sequencing the activities.
 DISCRETIONARY DEPENDENCIES. Referred to as preferred logic, preferential logic, or soft
logic. Based on knowledge of best practices for example, the electrical work should start after
finishing the plumbing work. This order is not mandatory and both activities may occur at the
same time (in parallel), but performing the activities in sequential order reduces the overall
project risk. Discretionary dependencies should be fully documented since they can create
arbitrary total float values and can limit later scheduling options. When fast tracking techniques
are employed, these discretionary dependencies should be reviewed and considered for
modification or removal.
 EXTERNAL DEPENDENCIES. Involve a relationship between project activities and no project
activities. These dependencies are usually outside of the project team’s control. For example,
the testing activity in a software project may be dependent on the delivery of hardware from an
external source, or governmental environmental hearings may need to be held before site
preparation can begin on a construction project. The project management team determines
which dependencies are external during the process of sequencing the activities.
 INTERNAL DEPENDENCIES. Involve a precedence relationship between project activities and
are generally inside the project team’s control. For example, if the team cannot test a
machine until they assemble it, there is an internal mandatory dependency. The project
management team determines which dependencies are internal during the process of
sequencing the activities.
6.3.2.3 LEADS AND LAGS
053

 A LEAD is the amount of time a successor activity can be advanced with respect to a
predecessor activity. Lead is often represented as a negative value for lag in scheduling.
 A LAG is the amount of time a successor activity will be delayed with respect to a
predecessor activity.
 PROJECT MANAGEMENT INFORMATION SYSTEMS include scheduling software that
has the capability to help plan, organize, and adjust the sequence of the activities;
insert the logical relationships, lead and lag values; and differentiate the different
types of dependencies.
6.3.3 SEQUENCE ACTIVITIES: OUTPUTS
6.3.3.1 PROJECT SCHEDULE NETWORK DIAGRAMS
 A PROJECT SCHEDULE NETWORK DIAGRAM is a graphical representation of the
logical relationships. Is produced manually or by using project management
software. It can include full project details, or have one or more summary activities.
 Activities that have multiple predecessor activities indicate a path convergence.
Activities that have multiple successor activities indicate a path divergence.
 Activity attributes.
 Activity list.
 Assumption log.
 Milestone list.
054

6.4 ESTIMATE ACTIVITY DURATIONS ( PLANNING)
 ESTIMATE ACTIVITY DURATIONS is the process of estimating the number of work periods
needed to complete individual activities with estimated resources.
 THE KEY BENEFIT OF THIS PROCESS is that it provides the amount of time each activity will
take to complete.
FACTORS FOR CONSIDERATION WHEN ESTIMATING DURATION INCLUDE
 LAW OF DIMINISHING RETURNS.
- used to determine the effort required to produce a unit of work is increased while all
other factors remain ﬁxed, a point will eventually be reached at which additions of that
one factor start to yield progressively smaller or diminishing increases in output.
 NUMBER OF RESOURCES. Increasing the number of resources to twice the original
number of the resources does not always reduce the time by half, as it may increase
extra duration due to risk, and at some point, adding too many resources to the activity
may increase duration due to knowledge transfer, learning curve, additional
coordination, and other factors involved.
 ADVANCES IN TECHNOLOGY. This may also play an important role in determining
duration estimates. For example, an increase in the output of a manufacturing plant
may be achieved by procuring the latest advances in technology, which may impact
duration and resource needs.
 MOTIVATION OF STAFF. The project manager also needs to be aware of Student
Syndrome—or procrastination—when people start to apply themselves only at the last
possible moment before the deadline, and Parkinson’s Law where work expands to ﬁll
the time available for its completion.
055

6.4.2 ESTIMATE ACTIVITY DURATIONS: TOOLS AND TECHNIQUES
6.4.2.2 ANALOGOUS ESTIMATING ‫ﻣﻣﺎﺛل‬ ‫ﺗﻘدﯾر‬
 ANALOGOUS ESTIMATING is a technique for estimating the duration or cost of an
activity or a project using historical data from a similar activity or project.
 Used to estimate project duration when there is a limited amount of detailed
information about the project.
 Analogous estimating is generally less costly and less time-consuming than other
techniques, but it is also less accurate.
 It is most reliable when the previous activities are similar in fact and not just in
appearance.
6.4.2.3 PARAMETRIC ESTIMATING ‫ﺣدودي‬ ‫ﺗﻘدﯾر‬
 PARAMETRIC ESTIMATING is an estimating technique in which an algorithm is used
to calculate cost or duration based on historical data and project parameters.
 Durations can be quantitatively determined by multiplying the quantity of work to be
performed by the number of labor hours per unit of work.
6.4.2.4 THREE-POINT ESTIMATING
 Most likely (tM) ‫اﻷﻛﺛر‬ً‫ﻻ‬‫اﺣﺗﻣﺎ‬ (tM)
 Optimistic (tO).
 Pessimistic (tP).
TRIANGULAR DISTRIBUTION: - LINEAR – NON-CONSIDER RISK
- Used when there is insufficient historical data or when using judgmental data. Duration
estimates based on three points with an assumed distribution provide an expected
duration and clarify the range of uncertainty around the expected duration.
- Depending on the assumed distribution of values within the range of the three
estimates, the expected duration, tE, can be calculated. One commonly used formula
is
TE = (TO + TM + TP) / 3
BETA DISTRIBUTION:- PERT – NON LINEAR - CONSIDER RISK
TE = (TO + 4 TM + TP) / 6
STANDARD DEVIATION SD = (P - O) / 6
VARIANCE V = (SD) 2
6.4.2.5 BOTTOM-UP ESTIMATING
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 BOTTOM-UP ESTIMATING is a method of estimating project duration or cost by
aggregating the estimates of the lower level components of the WBS. When an
activity’s duration cannot be estimated with a reasonable degree of confidence, the
work within the activity is decomposed into more detail. The detail durations are
estimated. These estimates are then aggregated into a total quantity for each of the
activity’s durations. Activities may or may not have dependencies between them that
can affect the application and use of resources. If there are dependencies, this
pattern of resource usage is reflected and documented in the estimated
requirements of the activity.
 ALTERNATIVES ANALYSIS is used to compare various levels of resource capability
or skills.
 RESERVE ANALYSIS is used to determine the amount of contingency and management
reserve needed for the project: -
 CONTINGENCY RESERVES are the estimated duration within the schedule baseline, which
is allocated for identified risks that are accepted. are associated with the known-unknowns
‫اﻟطوارئ‬ ‫اﺣﺗﯾﺎطﯾﺎت‬
 MANAGEMENT RESERVES are a specified amount of the project budget withheld for
management control purposes and are reserved for unforeseen work that is within
scope of the project. Intended to address the unknown-unknowns that can affect a
project. Management reserve is not included in the schedule baseline, but it is part
of the overall project duration requirements.
 Voting. is often used in agile-based projects is called the fist of five
6.4.2.8 MEETINGS
- The project team may hold meetings to estimate activity durations. When using an
agile approach, it is necessary to conduct sprint or iteration planning meetings to
discuss prioritized product backlog items (user stories) and decide which of these
items the team will commit to work on in the upcoming iteration. The team breaks
down user stories to low-level tasks, with estimates in hours, and then validates that
the estimates are achievable based on team capacity over the duration (iteration).
This meeting is usually held on the ﬁrst day of the iteration and is attended by the
product owner, the Scrum team, and the project manager. The outcome of the
meeting includes an iteration backlog, as well as assumptions, concerns, risks,
dependencies, decisions, and actions.
6.4.3 ESTIMATE ACTIVITY DURATIONS: OUTPUTS
 6.4.3.1 DURATION ESTIMATES
 6.4.3.2 BASIS OF ESTIMATES
 6.4.3.3 PROJECT DOCUMENTS UPDATES
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6.5 DEVELOP SCHEDULE ( PLANNING)
 DEVELOP SCHEDULE is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create a schedule model for project
execution and monitoring and controlling.
 THE KEY BENEFIT OF THIS PROCESS is that it generates a schedule model with planned
dates for completing project activities.
6.5.2 DEVELOP SCHEDULE: TOOLS AND TECHNIQUES
6.5.2.1 SCHEDULE NETWORK ANALYSIS overarching technique used to generate the
project schedule model. It is an iterative process that is employed until a viable
schedule model is developed. This schedule network analysis technique calculates
the early start, early finish, late start, and late finish dates for all activities without regard
for any resource limitations by performing a forward and backward pass analysis
through the schedule network.
6.5.2.2 CRITICAL PATH METHOD
 THE CRITICAL PATH METHOD is used to estimate the minimum project duration.
 The critical path is the sequence of activities that represents the longest path through a
project. The longest path has the least total float—usually zero.
 The critical path method is used to calculate the critical path(s) and the amount of total and
free float or schedule flexibility on the logical
network paths within the schedule model.
TF = (LF-EF) = (LS-ES)
 FREE FLOAT is the amount of time that a schedule activity can be delayed without
delaying the early start date of any successor or violating a schedule constraint.
FF = ES (Succ) – EF ( Preds)
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6.5.2.3 RESOURCE OPTIMIZATION
 RESOURCE OPTIMIZATION is used to adjust the start and finish dates of activities to
adjust planned resource use to be equal to or less than resource availability.
 RESOURCE LEVELING. A technique in which start and finish dates are adjusted
based with the available Resource supply (Recourse constrain). can be used
when shared or critically required resources are available only at certain times or
in limited quantities, or are over allocated, such as when a resource has been
assigned to two or more activities during the same time period, or there is a
need to keep resource usage at a constant level. Resource leveling can often
cause the original critical path to change.
 RESOURCE SMOOTHING. A technique that adjusts the activities of a schedule model
such that the requirements for resources on the project do not exceed certain
predefined resource limits. In resource smoothing, as opposed to resource leveling, the
project’s critical path is not changed and the completion date may not be delayed. In
other words, activities may only be delayed within their free and total float. Resource
smoothing may not be able to optimize all resources.
 WHAT-IF SCENARIO ANALYSIS. What-if scenario analysis can be used to assess
the feasibility of the project schedule under different conditions, and in preparing
schedule reserves and response plans to address the impact of unexpected
situations. ex (a Strike)
 SIMULATION. Simulation models the combined effects of individual project risks
and other sources of uncertainty to evaluate their potential impact on achieving
project objectives. The most common simulation technique is Monte Carlo
analysis Simulation involves calculating multiple work package durations with
different sets of activity assumptions, constraints, risks, issues, or scenarios
using probability distributions and other representations of uncertainty.
6.5.2.5 LEADS AND LAGS
6.5.2.6 SCHEDULE COMPRESSION
 SCHEDULE COMPRESSION
- Techniques are used to shorten or accelerate the schedule duration without reducing
the project scope in order to meet schedule constraints, imposed dates, or other
schedule objectives. A helpful technique the negative float analysis.
 CRASHING. A technique used to shorten the schedule duration for the least
incremental cost by adding resources. Examples of crashing include approving
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overtime, bringing in additional resources, or paying to expedite delivery to
activities on the critical path. Crashing works only for activities on the critical path
where additional resources will shorten the activity’s duration. Crashing does not
always produce a viable alternative and may result in increased risk and/or cost.
 FAST TRACKING. A schedule compression technique in which activities or phases
normally done in sequence are performed in parallel for at least a portion of their
duration. An example is constructing the foundation for a building before
completing all of the architectural drawings. Fast tracking may result in rework and
increased risk. Fast tracking only works when activities can be overlapped to
shorten the project duration on the critical path. Using leads in case of schedule
acceleration usually increases coordination efforts between the activities
concerned and increases quality risk. Fast tracking may also increase project
costs.
6.5.2.8 AGILE RELEASE PLANNING
 AGILE RELEASE PLANNING provides a high-level summary timeline of the release
schedule (typically 3 to 6 months) based on the product roadmap and the product
vision for the product’s evolution.
 Also determines the number of iterations or sprints in the release. And allows the
product owner and team to decide how much needs to be developed and how long it
will take to have a releasable product based on business goals, dependencies, and
impediments.
6.5.3 DEVELOP SCHEDULE: OUTPUTS
 6.5.3.1 SCHEDULE BASELINE
During monitoring and controlling, the approved baseline dates are compared to the
actual start and finish dates to determine if variances have occurred.it is component
of the project management plan.
 6.5.3.2 PROJECT SCHEDULE
 THE PROJECT SCHEDULE is an output of a schedule model that presents linked
activities with planned dates, durations, milestones, and resources. At a minimum,
the project schedule includes a planned start date and planned ﬁnish date for each
activity. a project schedule model can be presented in tabular form, it is more often
presented graphically, using one or more of the following formats:
 BAR CHARTS. Also known as Gantt charts schedule information where activities are
listed on the vertical axis. dates are shown on the horizontal axis, and activity
durations are shown as horizontal bars placed according to start and ﬁnish dates. Bar
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charts are relatively easy to read and are commonly used. Depending on the
audience, ﬂoat can be depicted or not. For control and management
communications, the broader, more comprehensive summary activity is used
between milestones or across multiple interdependent work packages and is
displayed in bar chart reports. An example is the summary schedule.
 MILESTONE CHARTS. These charts are similar to bar charts, but only identify the
scheduled start or completion of major deliverables and key external interfaces.
 PROJECT SCHEDULE NETWORK DIAGRAMS These diagrams are commonly presented
in the activity-on-node diagram format showing activities and relationships without a
time scale, sometimes referred to as a pure logic diagram or presented in a time-
scaled schedule network diagram format that is sometimes called a logic bar chart.
6.6 CONTROL SCHEDULE ( MONITOR & CONTROL )
 CONTROL SCHEDULE is the process of monitoring the status of the project to update
the project schedule and managing changes to the schedule baseline.
 THE KEY BENEFIT OF THIS PROCESS is that the schedule baseline is maintained
throughout the project.
6.6.2 CONTROL SCHEDULE: TOOLS AND TECHNIQUES
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 EARNED VALUE ANALYSIS. schedule variance (SV) and schedule performance
index (SPI) are used to assess the magnitude of variation to the original schedule
baseline
 ITERATION BURNDOWN CHART.
This chart tracks the work that
remains to be completed in the
iteration backlog. It is used to
analyze the variance with respect to
an ideal burndown based on the
work committed from iteration
planning.
 PERFORMANCE REVIEWS. Performance reviews measure, compare, and analyze
schedule performance against the schedule baseline such as actual start and finish
dates, percent complete, and remaining duration for work in progress.
 TREND ANALYSIS. Trend analysis examines project performance over time to
determine whether performance is improving or deteriorating. Graphical analysis
techniques are valuable for understanding performance to date and for comparing to
future performance goals in the form of completion dates.
 VARIANCE ANALYSIS. Variance analysis looks at variances in planned versus
actual start and finish dates, planned versus actual durations, and variances in float.
Part of variance analysis is determining the cause and degree of variance relative to
the schedule baseline.
 WHAT-IF SCENARIO ANALYSIS. Analysis is used to assess the various scenarios
guided by the output from the Project Risk Management processes to bring the
schedule model into alignment with the project management plan and approved
baseline.
6.6.2.2 CRITICAL PATH METHOD
6.6.2.4 RESOURCE OPTIMIZATION
6.6.3 CONTROL SCHEDULE: OUTPUTS
 6.6.3.1 WORK PERFORMANCE INFORMATION
 6.6.3.2 SCHEDULE FORECASTS
 6.6.3.3 CHANGE REQUESTS
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07 PROJECT COST MANAGEMENT
PROJECT COST MANAGEMENT / includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so that the project can be
completed within the approved budget.
The Project Cost Management processes are: -
7.1 PLAN COST MANAGEMENT—the process of defining how the project costs will be
estimated, budgeted, managed, monitored, and controlled.
7.2 ESTIMATE COSTS—the process of developing an approximation of the monetary
resources needed to complete project work.
7.3 DETERMINE BUDGET—the process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
7.4 CONTROL COSTS—the process of monitoring the status of the project to update the
project costs and manage changes to the cost baseline.
 The ability to influence cost is greatest at the early stages of the project, making
early scope definition critical.
KEY CONCEPTS FOR PROJECT COST MANAGEMEN
 Cost management is recognizing that different stakeholders measure project costs
in different ways and at different times.
TRENDS AND EMERGING PRACTICES IN PROJECT COST MANAGEMENT
EVM = (earned value - planned value)
Schedule variance sv (earned schedule ES – AT)
 If the amount of earned schedule is greater than 0, then the project is considered
ahead of schedule.
 Schedule performance index (SPI) using earned schedule metrics is ES/AT. This
indicates the efficiency with which work is being accomplished.
TAILORING CONSIDERATIONS
 Knowledge management.
 Estimating and budgeting.
 Earned value management.
 Use of agile approach.
 Governance.
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CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS
 Projects with high degrees of uncertainty or those where the scope is not yet fully
defined may not benefit from detailed cost calculations due to frequent changes.
Instead, lightweight estimation methods can be used to generate a fast, high-level
forecast of project labor costs, which can then be easily adjusted as changes arise.
Detailed estimates are reserved for short-term planning horizons in a just-in-time
fashion.
7.1 PLAN COST MANAGEMENT ( PLANNING)
 PLAN COST MANAGEMENT is the process of defining how the project costs will be
estimated, budgeted, managed, monitored, and controlled.
 THE KEY BENEFIT OF THIS PROCESS is that it provides guidance and direction on how the
project costs will be managed throughout the project.
 THE COST MANAGEMENT PLANNING effort occurs early in project planning and sets
the framework for each of the cost management processes.
7.1.2 PLAN COST MANAGEMENT: TOOLS AND TECHNIQUES
 ALTERNATIVES ANALYSIS / can include reviewing strategic funding options such as:
self-funding,‫ﺷﺧﺻﻲ‬ ‫ﺗﻣوﯾل‬ funding with equity,‫ﺑﺎﻻﺳﮭم‬ ‫ﺗﻣوﯾل‬ or funding with debt ‫ﺗﻣوﯾل‬ .
.‫ﺑﺎﻻﻗﺗراض‬It can also include consideration of ways to acquire project resources
such as making, purchasing ‫ﺗﻧﻔﯾذ‬,‫اﻟﺷرﻛﺔ‬ ‫ﺑﻌﻣﺎﻟﺔ‬ renting, or leasing ‫ﻣﻘﺎول‬ ‫ﺑواﺳطﺔ‬ ‫ﺗﻧﻔﯾذ‬
.‫ﺑﺎطن‬
7.1.2.3 MEETINGS
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7.1.3 PLAN COST MANAGEMENT: OUTPUTS
7.1.3.1 COST MANAGEMENT PLAN
- THE COST MANAGEMENT PLAN is a component of the project management plan and
describes how the project costs will be planned, structured, and controlled. The cost
management plan can establish the following:
 UNITS OF MEASURE. Each unit used in measurements is defined for each of the resources.
 LEVEL OF PRECISION. This is the degree to which cost estimates will be rounded up or
down (e.g., US$995.59 to US$1,000
 LEVEL OF ACCURACY. The acceptable range (e.g., ±10%)
 ORGANIZATIONAL PROCEDURES LINKS. The work breakdown structure (WBS)
provides the framework for the cost management plan.
- The WBS component used for the project cost accounting is called the control account.
 CONTROL THRESHOLDS. Variance thresholds for monitoring cost performance
amount of variation to be allowed before some action needs to be taken.
Thresholds are typically expressed as percentage deviations from the baseline
plan.
 RULES OF PERFORMANCE MEASUREMENT. Earned value management (EVM) rules
of performance measurement are set. For example,
- the cost management plan may: - Define the points in the WBS at which
measurement of control accounts will be performed
 REPORTING FORMATS
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7.2 ESTIMATE COSTS ( PLANNING)
- ESTIMATE COSTS is the process of developing an approximation of the cost of resources
needed to complete project work.
- THE KEY BENEFIT OF THIS PROCESS is that it determines the monetary resources required
for the project.
ROUGH ORDER OF MAGNITUDE (ROM) ESTIMATE
 in the initiation phase
 in the range of -25% to +75%
 NO more information is known
DEFINITIVE ESTIMATES
 Narrow the range of accuracy to -5% to +10%
 more information is known
 Planning and executing.
7.2.2 ESTIMATE COSTS: TOOLS AND TECHNIQUES
 7.2.2.2 ANALOGOUS ESTIMATING / uses values, or attributes, of a previous project
that are similar to the current project.
 7.2.2.3 PARAMETRIC ESTIMATING / uses a statistical relationship between relevant
historical data and other variables. This technique can produce higher levels of accuracy
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 7.2.2.4 BOTTOM-UP ESTIMATING / The cost of individual work packages or
activities is estimated to the greatest level of specified detail.
 7.2.2.5 THREE-POINT ESTIMATING / The accuracy of single-point cost estimates
may be improved by considering estimation uncertainty and risk and using three
estimates to define an approximate range for an activity’s cost. Most likely (cM). Optimistic
(cO). Pessimistic (cP).
- Two commonly used formulas are triangular and beta distributions. The formulas are:
Triangular distribution. cE = (cO + cM + cP) / 3
Beta distribution. cE = (cO + 4cM + cP) / 6
Cost estimates based on three points with an assumed distribution provide an expected
cost and clarify the range of uncertainty around the expected cost.
 ALTERNATIVES ANALYSIS
 RESERVE ANALYSIS
 CONTINGENCY RESERVES /
1. For cost uncertainty
2. Viewed as the part of the budget
3. Known - unknowns.
4. Can be provided at any level from the specific activity to the entire project.
 COST OF QUALITY / this includes evaluating the cost impact of additional
investment in conformance versus the cost of nonconformance.
- Can include spreadsheets, simulation software, and statistical analysis tools to assist
with cost estimating. Such tools simplify the use of some cost-estimating techniques
and thereby facilitate rapid consideration of cost estimate alternatives.
7.2.2.8 DECISION MAKING / VOTING
7.2.3 ESTIMATE COSTS: OUTPUTS
7.2.3.1 COST ESTIMATES
- estimated for all resources that are applied to the cost estimate. This includes but is not
limited to direct labor, materials, equipment, services, facilities, information technology,
and special categories such as cost of financing (including interest charges), an inflation
allowance, exchange rates, or a cost contingency reserve. Indirect costs, if they are
included in the project estimate, can be included at the activity level or at higher levels.
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7.2.3.2 BASIS OF ESTIMATES
 Assumption log, Lessons learned register, Risk register
7.3 DETERMINE BUDGET ( PLANNING)
- DETERMINE BUDGET is the process of aggregating the estimated costs of individual activities
or work packages to establish an authorized cost baseline.
- The key benefit of this process is that it determines the cost baseline against which project
performance can be monitored and controlled.
- A PROJECT BUDGET includes all the funds authorized to execute the project.
- THE COST BASELINE is the approved version of the time-phased project budget that includes
contingency reserves, but excludes management reserves.
7.3.2 DETERMINE BUDGET: TOOLS AND TECHNIQUES
- Expertise should be considered from individuals or groups with specialized knowledge
or training in the following topics / Previous similar projects / Information in the industry,
discipline, and application area / Financial principles; and Funding requirement and
sources
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7.3.2.2 COST AGGREGATION
- cost estimates are aggregated by work packages in accordance with the WBS. The
work package cost estimates are then aggregated for the higher component levels of
the WBS (such as control accounts) and, ultimately, for the entire project.
- MANAGEMENT RESERVES / 1. Amount of the project budget. 2. Unknown
unknowns.3. It is not included in the cost baseline but is part of the overall
project budget and funding requirements.
7.3.2.4 HISTORICAL INFORMATION REVIEW
7.3.2.5 FUNDING LIMIT RECONCILIATION. ‫اﻟﻧﻔﻘﺎت‬
- The expenditure of funds should be reconciled with any funding limits on the
commitment of funds for the project. A variance between the funding limits and
the planned expenditures will sometimes necessitate the rescheduling of work to
level out the rate of expenditures. This is accomplished by placing imposed date
constraints for work into the project schedule.
7.3.2.6 FINANCING ‫اﻟﺗﻣوﯾل‬
7.3.3 DETERMINE BUDGET: OUTPUTS
7.3.3.1 COST BASELINE
- The cost baseline is the approved version of the time-phased project budget, excluding
any management reserves.
7.3.3.2 PROJECT FUNDING REQUIREMENTS
- The total funds required are those included in the cost baseline plus management
reserves, if any. Funding requirements may include the source(s) of the funding.
- Cost estimates, Project schedule,Risk register
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7.4 CONTROL COSTS (MONITOR & CONTROL)
- CONTROL COSTS is the process of monitoring the status of the project to update the
project costs and managing changes to the cost baseline.
- THE KEY BENEFIT OF THIS PROCESS is that the cost baseline is maintained throughout
the project.
7.4.2 CONTROL COSTS: TOOLS AND TECHNIQUES
 EARNED VALUE ANALYSIS (EVA) / compares the performance measurement
baseline to the actual schedule and cost performance. The scope baseline with the
cost baseline and schedule baseline to form the performance measurement
baseline.
 PLANNED VALUE (PV) / is the authorized budget assigned to scheduled work. It is the
authorized budget planned for the work to be accomplished for an activity or work
breakdown structure (WBS) component, not including management reserve. but at a given
point in time, planned value defines the physical work that should have been
accomplished. The total of the PV is sometimes referred to as the performance
measurement baseline (PMB). The total planned value for the project is also known as
budget at completion (BAC).
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08 PROJECT QUALITY MANAGEMENT
PROJECT QUALITY MANAGEMENT
The Project Quality Management processes are:
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.
 Quality as a delivered performance or result.
 Grade it is a category assigned to deliverables having the same functional use but
different technical characteristics.
 The cost of preventing mistakes is generally much less than the cost of correcting
mistakes when
they are found by inspection or during usage. ‫ﺗﻛﻠﻔﺔ‬ ‫ﻣن‬ ‫ﺑﻛﺛﯾر‬ ‫أﻗل‬ ‫ﻋﻣوﻣﺎ‬ ‫اﻷﺧطﺎء‬ ‫ﻣن‬ ‫اﻟوﻗﺎﯾﺔ‬ ‫ﺗﻛﻠﻔﺔ‬
‫اﻷﺧطﺎء‬ ‫ﺗﺻﺣﯾﺢ‬
 Prevention (keeping errors out of the process) and inspection (keeping errors out of the
hands of the customer).
 THE COST OF QUALITY (COQ) includes all costs incurred over the life of the product by
investment in preventing nonconformance to requirements, appraising the product or service
for conformance to requirements, and failing to meet requirements (rework). Failure costs
are often categorized into internal (found by the project team) and external (found by the
customer). Failure costs are also called the cost of poor quality. Organizations choose to
invest in defect prevention because of the benefits over the life of the product. Because
projects are temporary, decisions about the COQ over a product’s life cycle are often the
concern of program management, portfolio management, the PMO, or operations.
TRENDS AND EMERGING PRACTICES IN PROJECT QUALITY MANAGEMENT
 Customer satisfaction. Stakeholder engagement with the team ensures customer
satisfaction is maintained throughout the project.
 Continual improvement. The plan-do-check-act (PDCA) cycle is the basis for quality improvement
as defined by Shewhart and modified by Deming.
 Management responsibility.
 Mutually beneficial partnership with suppliers.
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8.1 PLAN QUALITY MANAGEMENT ( PLANNING )
 PLAN QUALITY MANAGEMENT is 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.
 THE KEY BENEFIT OF THIS PROCESS is that it provides guidance and direction on how
quality will be managed and verified throughout the project.
8.1.2 PLAN QUALITY MANAGEMENT: TOOLS AND TECHNIQUES
 COST-BENEFIT ANALYSIS.
- It is a financial analysis tool used to estimate the strengths and weaknesses of
alternatives in order to determine the best alternative in terms of benefits provided.
- Compares the cost of the quality step to the expected benefit.
- Help the project manager determine if the planned quality activities are cost
effective.
- Examples of benefits: - less rework, higher productivity, lower costs, increased
stakeholder satisfaction, and increased profitability.
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 COST OF QUALITY (COQ): -
 FLOWCHARTS.
- also referred to as process maps
- Display the sequence of steps and the branching possibilities that exist for a process
that transforms one or more inputs into one or more outputs.
- Flowcharts show the activities, decision points, branching loops, parallel paths, and
the overall order of processing by mapping the operational details of procedures that
exist within a horizontal value chain. One version of a value chain, known as a
SIPOC (suppliers, inputs, process, outputs, and customers) model.
- Useful in understanding and estimating the cost of quality for a process. ‫ھﺎم‬
 LOGICAL DATA MODEL.
- It is a visual representation of an organization’s data, described in business language and
independent of any specific technology. The logical data model can be used to identify
where data integrity or other quality issues can arise.
 MATRIX DIAGRAMS. Help find the strength of relationships among different factors,
causes, and objectives that exist between the rows and columns that form the matrix. In
this process they facilitate identifying the key quality metrics that are important for the
success of the project.
 MIND MAPPING
- It is a diagrammatic method used to visually organizing information. Help in the rapid
gathering of project quality requirements, constraints, dependencies, and
relationships.
ALSO
DEFECT
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8.1.2.6 TEST AND INSPECTION PLANNING
- During the planning phase, the project manager and the project team determine: -
 how to test or inspect the product, deliverable, or service to meet the stakeholders’ needs
and expectations, as well as how to meet the goal for the product’s performance and
reliability. The tests and inspections are industry dependent and can include, for example,
alpha and beta tests in software projects, strength tests in construction projects,
inspection in manufacturing, and field tests and nondestructive tests in engineering.
8.1.3 PLAN QUALITY MANAGEMENT: OUTPUTS
8.1.3.1 QUALITY MANAGEMENT PLAN
- A component of the project management plan that describes how applicable
policies, procedures, and guidelines will be implemented to achieve the quality objectives.
- The quality management plan may include: -
 Quality standards that will be used by the project.
 Quality objectives of the project.
 Quality roles and responsibilities.
 Project deliverables and processes subject to quality review.
 Control and quality management activities planned for the project.
 Tools that will be used for the project.
 Major procedures relevant for the project, such as dealing with nonconformance,
corrective actions procedures, and continuous improvement procedures.
8.1.3.2 QUALITY METRICS ‫اﻟﺟودة‬ ‫ﻣﻘﺎﯾﯾس‬
- Describes a project or product attribute and how the Control Quality process will verify
compliance to it.
- Some examples of quality metrics include: -
 Percentage of tasks completed on time.
 Cost performance measured by CPI.
 Failure rate.
 Number of defects identified per day, total downtime per month, errors found per
line of code.
 Customer satisfaction scores.
 Percentage of requirements covered by the test plan as a measure of test
coverage.
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8.2 MANAGE QUALITY ( PLANNING )
- MANAGE QUALITY / QUALITY ASSURANCE / is the process of translating the
quality management plan into executable quality activities that incorporate the
organization’s quality policies into the project.
- THE KEY BENEFITS OF THIS PROCESS are that it increases the probability of meeting
the quality objectives as well as identifying ineffective processes and causes of poor
quality.
8.2.2 MANAGE QUALITY: TOOLS AND TECHNIQUES
 A CHECKLIST is a structured tool, usually component-specific, used to verify that a
set of required steps has been performed or to check if a list of requirements has
been satisfied. Quality checklists should incorporate the acceptance criteria included
in the scope baseline.
 ROOT CAUSE ANALYSIS (RCA). It is an analytical technique used to determine the basic
underlying reason that causes a variance, defect, or risk. A root cause may underlie more
than one variance, defect, or risk. It may also be used as a technique for identifying root
causes of a problem and solving them. When all root causes for a problem are removed,
the problem does not recur.
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 PROCESS ANALYSIS. Examines problems, constraints, and non-value-added
activities that occur during a process.
 CAUSE-AND-EFFECT DIAGRAMS. Also known as fishbone diagrams, why-why diagrams,
or Ishikawa diagrams. This type of diagram breaks down the causes of the problem
statement identified into discrete branches, helping to identify the main or root cause of the
problem.
 HISTOGRAMS. Show a graphical representation of numerical data. Histograms can show
the number of defects per deliverable, a ranking of the cause of defects, the number of
times each process is noncompliant, or other representations of project or product defects.
 PARETO DIAGRAM. ‫ھﺎم‬ It is a histogram that can help you identify & prioritize
problem areas. Pareto analysis (80-20 rule) means that 80% of problem are often due to
20% of the causes.
 SCATTER DIAGRAMS. ‫اﻟﺗﺷﺗت‬ ‫ﻣﺧططﺎت‬ It is a graph that
shows the relationship between two variables. Scatter
diagrams can demonstrate a relationship between any
element of a process, environment, or activity on one axis
and a quality defect on the other axis.
8.2.2.5 AUDITS "‫ﺟدا‬ ‫ھﺎم‬
 An audit is a structured, independent process used to determine if project activities
comply with organizational and project policies, processes, and procedures. A
quality audit is usually conducted by a team external to the project, such as the
organization’s internal audit department, PMO, or by an auditor external to the
organization.
8.2.2.6 DESIGN FOR X
 Design for X (DfX) is a set of technical guidelines that may be applied during the design of
a product for the optimization of a specific aspect of the design. DfX can control or even
improve the product’s final characteristics. The X in DfX can be different aspects of product
development, such as reliability, deployment, assembly, manufacturing, cost, service,
usability, safety, and quality. Using the DfX may result in cost reduction, quality
improvement, better performance, and customer satisfaction.
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8.2.2.7 PROBLEM SOLVING
 Problem solving entails finding solutions for issues or challenges will help eliminate
the problem and develop a long-lasting solution.
8.2.2.8 QUALITY IMPROVEMENT METHODS
 Plan-do-check-act and Six Sigma are two of the most common quality improvement
tools used to analyze and evaluate opportunities for improvement.
8.2.3 MANAGE QUALITY: OUTPUTS
 8.2.3.1 QUALITY REPORTS
 8.2.3.2 TEST AND EVALUATION DOCUMENTS
 8.2.3.3 CHANGE REQUESTS
- If changes occur during the Manage Quality process that impact any of the components
of the project management plan, project documents, or project or product management
processes, the project manager should submit a change request and follow the Perform
Integrated Change Control process.
8.3 CONTROL QUALITY ( MONITOR & CONTROL )
- 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.
- THE KEY BENEFIT OF THIS PROCESS is verifying that project deliverables and
work meet the requirements specified by key stakeholders for final acceptance.
 Agile / Control Quality performed by all team through project life cycle
 Waterfall / / Control Quality performed by specified team at specific time & toward
the end of the project or phase
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8.3.2 CONTROL QUALITY: TOOLS AND TECHNIQUES
 CHECK SHEETS. It is 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. They are especially useful for gathering attributes data while performing
inspections to identify defects.
 STATISTICAL SAMPLING. Involves choosing part of a population of interest for inspection
(for example, selecting 10 engineering drawings at random from a list of 75). The sample is
taken to measure controls and verify quality.
 QUESTIONNAIRES AND SURVEYS. Surveys may be used to gather data about customer
satisfaction after the deployment of the product or service. The cost regarding defects
identified in the surveys may be considered external failure costs.
8.3.2.3 INSPECTION
 An inspection is the examination of a work product to determine if it conforms to
documented standards. The results of a single activity can be inspected, or the final product
of the project can be inspected. Inspections may be called reviews, peer reviews, audits, or
walkthroughs. Inspections also are used to verify defect repairs.
 CONTROL CHARTS. Used to determine whether or not a process is stable or has
predictable performance. Upper and lower specification limits are based on the requirements
and reflect the maximum and minimum values allowed. Upper and lower control limits are
different from specification limits. The control limits are determined using standard statistical
calculations and principles to ultimately
establish the natural capability for a stable
process. The project manager and
appropriate stakeholders may use the
statistically calculated control limits to
identify the points at which corrective
action will be taken to prevent
performance that remains outside the
control limits.
8.3.2.6 MEETINGS
The following meetings may be used as part of the Control Quality process:
 APPROVED CHANGE REQUESTS REVIEW. All approved change requests should be
reviewed to verify that they were implemented as approved. This review should also check
that partial changes are completed and all parts have been properly implemented, tested,
completed, and certiﬁed.
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 RETROSPECTIVES/LESSON LEARNED. A meeting held by a project team to discuss:
Successful elements in the project/phase, what could be improved, what to incorporate in
the ongoing project and what in future projects, and What to add to the organization
process assets.
8.3.3 CONTROL QUALITY: OUTPUTS
 8.3.3.1 QUALITY CONTROL MEASUREMENTS
 8.3.3.2 VERIFIED DELIVERABLES /
A goal of the Control Quality process is to determine the correctness of deliverables.
009081

09 PROJECT
RESOURCE
MANAGEMENT

09 PROJECT RESOURCE MANAGEMENT
PROJECT RESOURCE MANAGEMENT includes the processes to identify, acquire, and
manage the resources needed for the successful completion of the project.
The Project Resource Management processes are:
9.1 PLAN RESOURCE MANAGEMENT—the process of defining how to estimate, acquire,
manage, and utilize physical and team resources.
9.2 ESTIMATE ACTIVITY RESOURCES—the process of estimating team resources and the
type and quantities 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 corrective action as necessary.
TRENDS AND EMERGING PRACTICES IN PROJECT RESOURCE MANAGEMENT
Trends and emerging practices for Project Resource Management include but are not
limited to:
 RESOURCE MANAGEMENT METHODS
- Due to the scarce nature of critical resources, in some industries, several trends have become
popular in the past several years. There is extensive literature about lean management, Justin-time
(JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory of constraints (TOC), and
other methods. A project manager should determine if the performing organization has adopted one
or more resource management tools and adapt the project accordingly.
 EMOTIONAL INTELLIGENCE (EI).
- The project manager should invest in personal EI by improving inbound (e.g., self-management and
self-awareness and outbound (e.g., relationship management) competencies. Research suggests
that project teams that succeed in developing team EI or become an emotionally competent group
are more effective. Additionally, there is a reduction in staff turnover.
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 Self-organizing teams.
- The increase in using agile approaches mainly for the execution of IT projects has given rise to the
self-organizing team, where the team functions with an absence of centralized control. In projects
that have self-organizing teams, the project manager (who may not be called a project manager) role
provides the team with the environment and support needed and trusts the team to get the job done.
Successful self-organizing teams usually consist of generalized specialists, instead of subject matter
experts, who continuously adapt to the changing environment and embrace constructive feedback.
 VIRTUAL TEAMS/DISTRIBUTED TEAMS.
- The globalization of projects has promoted the need for virtual teams that work on the same project,
but are not collocated at the same site. Managing virtual teams has unique advantages, such as being
able to use special expertise on a project team even when the expert is not in the same geographic
area, incorporating employees who work from home ofﬁces, and including people with mobility
limitations or disabilities. The challenges of managing virtual teams are mainly in the communication
domain, including a possible feeling of isolation, gaps in sharing knowledge and experience between
team members, and difﬁculties in tracking progress and productivity, possible time zone difference and
cultural differences.
9.1 PLAN RESOURCE MANAGEMENT (PLANNING)
 PLAN RESOURCE MANAGEMENT is the process of defining how to estimate, acquire,
manage, and use team and physical resources.
 THE KEY BENEFIT OF THIS PROCESS is that it establishes the approach and level of
management effort needed for managing project resources based on the type and complexity
of the project.
 RESOURCE PLANNING is used to determine and identify an approach to ensure that
sufficient resources are available for the successful completion of the project. Project
resources may include team members, supplies, materials, equipment, services and facilities.
Effective resource planning should consider and plan for the availability of, or competition for,
scarce resources .‫اﻟﺷﺣﯾﺣﺔ‬ ‫اﻟﻣوارد‬
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9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND TECHNIQUES
- Charts/ Various formats exist to document and communicate team member roles and
responsibilities.
- A hierarchical format / may be used to represent high-level roles.
- Text-based format / may be better suited to document the detailed responsibilities.
 HIERARCHICAL CHARTS. Used to show positions and relationships in a graphical, top-down
format.
- WORK BREAKDOWN STRUCTURES (WBS). Designed to show how project deliverables are
broken down into work packages and provide a way of showing high-level areas of
responsibility.
- ORGANIZATIONAL BREAKDOWN STRUCTURE (OBS). Arranged according to an
organization’s existing departments, units, or teams, with the project activities or work
packages listed under each department.
- RESOURCE BREAKDOWN STRUCTURE (RBS). A hierarchical list of team and
physical resources related by category and resource type that is used for planning,
managing and controlling project work. Each descending (lower) level represents an
increasingly detailed description of the resource until the information is small enough to be
used in conjunction with the work breakdown structure (WBS) to allow the work to be
planned, monitored, and controlled.
 ‫ﺟدااااااااااا‬ ‫ھﺎاااااام‬ ASSIGNMENT MATRIX. A RAM shows the project resources assigned to
each work package. It is used to illustrate the connections between work packages, or
activities, and project team members. On larger projects, For example, a high-level RAM can
define the responsibilities of a project team, group, or unit within each component of the
WBS. Lower-level RAMs are used within the group to designate roles, responsibilities, and
levels of authority for specific activities.
 The matrix format shows all activities associated with one person and all people associated
with one activity. This also ensures that there is only one person accountable for any one
task to avoid confusion about who is ultimately in charge or has authority for the work. One
example of a RAM is a RACI (responsible, accountable, consult, and inform) chart, A RACI
chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the
team consists of internal and external resources.
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 TEXT-ORIENTED FORMATS. Team member responsibilities that require detailed
descriptions can be specified in text-oriented formats. These documents provide information
such as responsibilities, authority, competencies, and qualifications. The documents are
known by various names including position descriptions and role-responsibility-authority
forms. These documents can be used as templates for future projects, especially when the
information is updated throughout the current project by applying lessons learned.
9.1.2.3 ORGANIZATIONAL THEORY
- Provides information regarding the way in which people, teams, and organizational units
behave. Effective use of common techniques identified in organizational theory can shorten the
amount of time, cost, and effort needed to create the Plan Resource Management process
outputs and improve planning efficiency.
9.1.3 PLAN RESOURCE MANAGEMENT: OUTPUTS
9.1.3.1 RESOURCE MANAGEMENT PLAN
- The component of the project management plan that provides guidance on how project
resources should be categorized, allocated, managed, and released.
The resource management plan may include but is not limited to:
- IDENTIFICATION OF RESOURCES. Methods for identifying and quantifying team and
physical resources needed.
- ACQUIRING RESOURCES. Guidance on how to acquire team and physical resources for
the project.
ROLES AND RESPONSIBILITIES:
 ROLE .‫اﻟوظﯾﻔﺔ‬ The function assumed by, or assigned to, a person in the
project. Examples of project roles are civil engineer, business analyst, and
testing coordinator.
 AUTHORITY. ‫اﻟﺳﻠطﺔ‬the rights to apply project resources, make decisions, sign
approvals, accept deliverables, and influence others to carry out the work of
the project.
 COMPETENCE. ‫اﻟﻣﮭﺎرات‬the skill and capacity required to complete assigned
activities within the project constraints.
- PROJECT ORGANIZATION CHARTS. A graphic display of project team members and
their reporting relationships, based on the needs of the project.
- PROJECT TEAM RESOURCE MANAGEMENT. Guidance on how project team resources
should be defined, staffed, managed, and eventually released.
- TRAINING. Training strategies for team members
- TEAM DEVELOPMENT. Methods for developing the project team.
- RESOURCE CONTROL. Methods for ensuring adequate physical resources are available as
needed and that the acquisition of physical resources is optimized for project needs. Includes
information on managing inventory, equipment, and supplies during throughout the project life
cycle.
- RECOGNITION PLAN. Which recognition and rewards will be given to team members, and
when they will be given?
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9.1.3.2 TEAM CHARTER
- The team charter is a document that establishes the team values, agreements, and
operating guidelines for the team. The team charter establishes clear expectations
regarding acceptable behavior by project team members. Early commitment to clear
guidelines decreases misunderstandings and increases productivity. The team charter may
include but is not limited to: Team values,Communication guidelines,Decision-making
criteria and process, Conflict resolution process, Meeting guidelines, and Team
agreements.
- Assumption log.
- Risk register.
9.2 ESTIMATE ACTIVITY RESOURCES (PLANNING)
- 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.
- THE KEY BENEFIT OF THIS PROCESS is that it identifies the type, quantity, and
characteristics of resources required to complete the project.
9.2.2 ESTIMATE ACTIVITY RESOURCES: TOOLS AND TECHNIQUES
9.2.2.2 BOTTOM-UP ESTIMATING
9.2.2.3 ANALOGOUS ESTIMATING
9.2.2.4 PARAMETRIC ESTIMATING
9.2.2.7 MEETINGS
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9.2.3 ESTIMATE ACTIVITY RESOURCES: OUTPUTS
- 9.2.3.1 RESOURCE REQUIREMENTS
- 9.2.3.2 BASIS OF ESTIMATES
- 9.2.3.3 RESOURCE BREAKDOWN STRUCTURE / It is a hierarchical representation of
resources by category and type. In this process it is a completed document that will be
used to acquire and monitor resources.
9.3 ACQUIRE RESOURCES (EXECUTING)
- Acquire Resources is the process of obtaining team members, facilities, equipment,
materials, supplies, and other resources necessary to complete project work.
- THE KEY BENEFIT OF THIS PROCESS is that it outlines and guides the selection of
resources and assigns them to their respective activities.
- The resources needed for the project can be internal or external to the project-performing
organization. Internal resources are acquired (assigned) from functional or resource managers.
External resources are acquired through the procurement processes.
9.3.2 ACQUIRE RESOURCES: TOOLS AND TECHNIQUES
- 9.3.2.1 DECISION MAKING / multicriteria decision making
- 9.3.2.2 INTERPERSONAL AND TEAM SKILLS / negotiate
- 9.3.2.3 PRE-ASSIGNMENT / When physical or team resources for a project are determined
in advance (defined within charter), they are considered pre-assigned.
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- 9.3.2.4 VIRTUAL TEAMS / can be defined as groups of people with a shared goal who
fulfill their roles with little or no time spent meeting face to face. The availability of
communication technology such as email, audio conferencing, social media, web-
based meetings, and video conferencing has made virtual teams feasible.
9.3.3 ACQUIRE RESOURCES: OUTPUTS
9.3.3.1 PHYSICAL RESOURCE ASSIGNMENTS
 Documentation of the physical resource assignments records the material, equipment,
supplies, locations, and other physical resources that will be used during the project.
9.3.3.2 PROJECT TEAM ASSIGNMENTS.
 Documentation of team assignments records the team members and their roles and
responsibilities for the project.
9.3.3.3 RESOURCE CALENDARS
 Identifies the working days, shifts, start and end of normal business hours, weekends, and
public holidays when each specific resource is available.
9.3.3.4 CHANGE REQUESTS.
======================================================================================
9.4 DEVELOP TEAM (EXECUTING)
 DEVELOP TEAM is the process of improving competencies, team member interaction, and the
overall team environment to enhance project performance.
 THE KEY BENEFIT OF THIS PROCESS is that it results in improved teamwork, enhanced
interpersonal skills and competencies, motivated employees, reduced attrition, and improved
overall project performance.
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 TUCKMAN LADDER/ one of the models used to describe team development. Which includes
five stages of development that teams may go through:
- FORMING. ‫/اﻟﺗﺷﻛﯾل‬ The team members meet and learn about the project and their formal
roles and responsibilities. Team members tend to be independent and not as open in this
phase.
- STORMING ‫/اﻗﺗﺣﺎم‬ the team begins to address the project work, technical decisions, and
the project management approach. If team members are not collaborative or open to differing
ideas and perspectives, the environment can become counterproductive. ‫ﻣﻌﺎﻟﺟﺔ‬ ‫ﻓﻲ‬ ‫اﻟﻔرﯾﻖ‬ ‫ﯾﺑدأ‬
‫اﻟﻣﺷر‬ ‫إدارة‬ ‫وﻧﮭﺞ‬ ‫اﻟﻔﻧﯾﺔ‬ ‫واﻟﻘرارات‬ ‫اﻟﻣﺷروع‬ ‫ﻋﻣل‬‫ﻣﺧﺗﻠﻔﺔ‬ ‫وﻣﻧظورات‬ ‫أﻓﻛﺎر‬ ‫ﻋﻠﻰ‬ ‫ﻣﻧﻔﺗﺣﯾن‬ ‫أو‬ ‫ﻣﺗﻌﺎوﻧﯾن‬ ‫اﻟﻔرﯾﻖ‬ ‫أﻋﺿﺎء‬ ‫ﯾﻛن‬ ‫ﻟم‬ ‫إذا‬ .‫وع‬
‫ﻋﻛﺳﯾﺔ‬ ‫ﻧﺗﺎﺋﺞ‬ ‫ذات‬ ‫اﻟﺑﯾﺋﺔ‬ ‫ﺗﺻﺑﺢ‬ ‫أن‬ ‫ﯾﻣﻛن‬ ،.
- NORMING. ‫اﻟﻧﻣﺎذج‬ ‫وﺿﻊ‬/ team members begin to work together and adjust their work habits
and behaviors to support the team. The team members learn to trust each other. ‫أﻋﺿﺎء‬ ‫ﯾﺑدأ‬
‫اﻟﺑﻌض‬ ‫ﺑﺑﻌﺿﮭم‬ ‫اﻟﺛﻘﺔ‬ ‫اﻟﻔرﯾﻖ‬ ‫أﻋﺿﺎء‬ ‫ﯾﺗﻌﻠم‬ .‫اﻟﻔرﯾﻖ‬ ‫ﻟدﻋم‬ ‫اﻟﻌﻣل‬ ‫ﻓﻲ‬ ‫وﺳﻠوﻛﮭم‬ ‫ﻋﺎداﺗﮭم‬ ‫وﺿﺑط‬ ‫ًﺎ‬‫ﻌ‬‫ﻣ‬ ‫اﻟﻌﻣل‬ ‫ﻓﻲ‬ ‫.اﻟﻔرﯾﻖ‬
- PERFORMING ‫/أداء‬ Teams that reach the performing stage function as a well-organized
unit. They are interdependent and work through issues smoothly and effectively. ‫اﻟﺗﻲ‬ ‫اﻟﻔرق‬ ‫ﺗﻌﻣل‬
‫وﻓﻌﺎﻟﯾﺔ‬ ‫ﺑﺳﻼﺳﺔ‬ ‫اﻟﻘﺿﺎﯾﺎ‬ ‫ﺧﻼل‬ ‫ﻣن‬ ‫وﺗﻌﻣل‬ ‫ﻣﺗراﺑطﺔ‬ ‫ﻓﮭﻲ‬ .ً‫ا‬‫ﺟﯾد‬ ً‫ﺎ‬‫ﺗﻧظﯾﻣ‬ ‫ﻣﻧظﻣﺔ‬ ‫ﻛوﺣدة‬ ‫اﻷداء‬ ‫ﻣرﺣﻠﺔ‬ ‫إﻟﻰ‬ ‫.ﺗﺻل‬
- ADJOURNING / .‫اﻟﻔض‬the team completes the work and moves on from the project.
This typically occurs when staff is released from the project as deliverables are
completed or as part of the Close Project or Phase process.
9.4.2 DEVELOP TEAM: TOOLS AND TECHNIQUES
9.4.2.1 COLOCATION
 Colocation involves placing many or all of the most active project team members in the
same physical location to enhance their ability to perform as a team.
9.4.2.2 VIRTUAL TEAMS
 create an online team environment where the team can store files, use conversations
threads to discuss issues, and keep a team calendar
9.4.2.3 COMMUNICATION TECHNOLOGY
 SHARED PORTAL. ‫ﻣﺷﺗرﻛﺔ‬ ‫ﺑواﺑﺔ‬A shared repository for information sharing (e.g., Website,
collaboration software or intranet) is effective for virtual project teams.
 VIDEO CONFERENCING. It is an important technique for effective communication with
virtual teams.
 AUDIO CONFERENCING. Communication within a team using audio conferencing is
another technique to build rapport and confidence within virtual teams.
 EMAIL/CHAT. Regular communications using email and chat is also an effective technique.
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 CONFLICT MANAGEMENT .‫اﻟﻧزاﻋﺎت‬ ‫ﻓض‬ The project manager needs to resolve conflicts
in a timely manner and in a constructive way in order to achieve a high-performing team.
 INFLUENCING. ‫اﻟﺗﺄﺛﯾر‬ used in this process is gathering relevant and critical information to
address important issues and reach agreements while maintaining mutual trust.
 MOTIVATION. ‫اﻟﺗﺣﻔﯾز‬ Motivation is providing a reason for someone to act. Teams are
motivated by empowering them to participate in decision making and encouraging them to
work independently.
 NEGOTIATION. ‫ﺗﻔﺎوض‬ It is used to reach consensus on project needs. Negotiation can
build trust and harmony among the team members.
 TEAM BUILDING .‫اﻟﺑﻧﺎء‬ ‫ﻓرﯾﻖ‬ It is conducting activities that enhance the team’s social
relations and build a collaborative and cooperative working environment. The objective of
team-building activities is to help individual team members work together effectively. Team-
building strategies are particularly valuable when team members operate from remote
locations without the benefit of face-to face contact. Changes in a project environment are
inevitable, and to manage them effectively, a continuous or renewed team-building effort
may be applied. The project manager should continually monitor team functionality and
performance to determine if any actions are needed to prevent or correct various team
problems.
9.4.2.5 RECOGNITION AND REWARDS ‫واﻟﻣﻛﺎﻓﺂت‬ ‫اﻻﻋﺗراف‬
 The original plan for rewarding people is developed during the Plan Resource Management
process. Rewards will be effective only if they satisfy a need that is valued by that individual.
People are motivated when they feel they are valued in the organization and this value is
demonstrated by the rewards given to them. A good strategy for project managers is to give
the team recognition throughout the life cycle of the project rather than waiting until the
project is completed.
9.4.2.6 TRAINING
 Training includes all activities designed to enhance the competencies of the project team
members. Examples of training methods include classroom, online, computer based, on-the-
job training from another project team member, mentoring, and coaching. Scheduled training
takes place as stated in the resource management plan. Unplanned training takes place as a
result of observation, conversation, and project performance appraisals conducted during
management of the project team. Training costs could be included in the project budget or
supported by the performing organization if the added skills may be useful for future projects.
It may be performed by in-house or by external trainers.
090

9.4.2.7 INDIVIDUAL AND TEAM ASSESSMENTS
 This tool gives the project manager and the project team insight into areas of strengths and
weaknesses. These tools help project managers assess team members’ preferences,
aspirations, how they process and organize information, how they make decisions, and how
they interact with people. Various tools are available such as attitudinal surveys, specific
assessments, structured interviews, ability tests, and focus groups. These tools can provide
improved understanding, trust, commitment, and communications among team members and
facilitate more productive teams throughout the project.
9.4.2.8 MEETINGS
 Used to discuss and address pertinent topics for developing the team. Attendees include the
project manager and the project team. Types of meetings include but are not limited to
project orientation meetings, teambuilding meetings, and team development meetings.
DEVELOP TEAM: OUTPUTS
 9.4.3.1 TEAM PERFORMANCE ASSESSMENTS
9.5 MANAGE TEAM (EXECUTING)
 MANAGE TEAM is the process of tracking team member performance, providing feedback,
resolving issues, and managing team changes to optimize project performance.
 THE KEY BENEFIT OF THIS PROCESS IS that it influences team behavior, manages conflict,
and resolves issues.
 Team members with low-skill abilities will require more intensive oversight than those who
have demonstrated ability and experience.
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9.5.2 MANAGE TEAM: TOOLS AND TECHNIQUES
 CONFLICT MANAGEMENT ‫اﻟﻧزاع‬ ‫ادارة‬ ‫ﺟدا‬ ‫ھﺎم‬
Successful conflict management results in greater productivity and positive working
relationships. When managed properly, differences of opinion can lead to increased creativity
and better decision making. If the differences become a negative factor, project team
members are initially responsible for their resolution. If conflict escalates, the project manager
should help facilitate a satisfactory resolution. The success of project managers in managing
their project teams often depends on their ability to resolve conflict. There are five general
techniques for resolving conflict. Each technique has its place and use:
 WITHDRAW/AVOID .‫ﺗﺟﺎھل‬ Retreating from an actual or potential conflict situation;
postponing the issue to be better prepared or to be resolved by others. • ‫ﺗﺟﺎھل‬ .‫ﺗﺟﻧب‬ / ‫ﺳﺣب‬
‫اﻵﺧرﯾن‬ ‫ﻗﺑل‬ ‫ﻣن‬ ‫ﺣﻠﮭﺎ‬ ‫ﯾﺗم‬ ‫أن‬ ‫أو‬ ‫أﻓﺿل‬ ‫ﺑﺷﻛل‬ ‫ًا‬‫د‬‫ﻣﺳﺗﻌ‬ ‫ﻟﯾﻛون‬ ‫اﻟﻘﺿﯾﺔ‬ ‫ﺗﺄﺟﯾل‬ ‫؛‬ ‫ﻣﺣﺗﻣﻠﺔ‬ ‫أو‬ ‫ﻓﻌﻠﯾﺔ‬ ‫ﻧزاع‬ ‫.ﺣﺎﻟﺔ‬
 SMOOTH/ACCOMMODATE. Emphasizing areas of agreement rather than areas of
difference; conceding one’s position to the needs of others to maintain harmony and
relationships. • ‫ﻣوﻗف‬ ‫ﻋن‬ ‫اﻟﺗﻧﺎزل‬ ‫؛‬ ‫اﻻﺧﺗﻼف‬ ‫ﻣﺟﺎﻻت‬ ‫ﻣن‬ ً‫ﻻ‬‫ﺑد‬ ‫اﻻﺗﻔﺎق‬ ‫ﻣﺟﺎﻻت‬ ‫ﻋﻠﻰ‬ ‫اﻟﺗﺄﻛﯾد‬ .‫اﺳﺗﯾﻌﺎب‬ / ‫ﺳﻠس‬ ‫ﻧﺣو‬ ‫ﻋﻠﻰ‬
‫واﻟﻌﻼﻗﺎت‬ ‫اﻻﻧﺳﺟﺎم‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﺣﻔﺎظ‬ ‫اﻵﺧرﯾن‬ ‫ﻻﺣﺗﯾﺎﺟﺎت‬ ‫.واﺣد‬
 COMPROMISE/RECONCILE. Searching for solutions that bring some degree of
satisfaction to all parties in order to temporarily or partially resolve the conflict. This
approach occasionally results in a lose-lose situation. ‫اﻟﺣﻠول‬ ‫ﻋن‬ ‫اﻟﺑﺣث‬ .‫اﻟﺗوﻓﯾﻖ‬ / ‫اﻟﺗﺳوﯾﺔ‬
‫اﻟ‬ ‫ﻣن‬ ‫درﺟﺔ‬ ‫ﺗﺟﻠب‬ ‫اﻟﺗﻲ‬‫ﺑﻌض‬ ‫ﻓﻲ‬ ‫ﯾؤدي‬ ‫اﻟﻧﮭﺞ‬ ‫ھذا‬ .‫ﺟزﺋﻲ‬ ‫أو‬ ‫ﻣؤﻗت‬ ‫ﺑﺷﻛل‬ ‫اﻟﻧزاع‬ ‫ﺣل‬ ‫أﺟل‬ ‫ﻣن‬ ‫اﻷطراف‬ ‫ﻟﺟﻣﯾﻊ‬ ‫رﺿﺎ‬
‫ﻓﯾﮭﺎ‬ ‫ﯾﺧﺳر‬ ‫وﺿﻊ‬ ‫ﻓﻲ‬ ‫اﻷﺣﯾﺎن‬
 FORCE/DIRECT. Pushing one’s viewpoint at the expense of others; offering only win-
lose solutions, usually enforced through a power position to resolve an emergency. This
approach often results to a win-lose situation. ‫ﺣﺳﺎب‬ ‫ﻋﻠﻰ‬ ‫اﻟﺷﺧص‬ ‫ﻧظر‬ ‫وﺟﮭﺔ‬ ‫دﻓﻊ‬ .‫اﻟﻣﺑﺎﺷرة‬ / ‫اﻟﻘوة‬
‫اﻟﻣﻔ‬ ‫اﻟﻔوز‬ ‫ﺣﻠول‬ ‫ﺗﻘدم‬ ‫؛‬ ‫اﻵﺧرﯾن‬‫ﻣﺎ‬ ‫ﻏﺎﻟﺑﺎ‬ ‫اﻟﻧﮭﺞ‬ ‫ھذا‬ .‫اﻟطوارئ‬ ‫ﺣﺎﻟﺔ‬ ‫ﻟﺣل‬ ‫اﻟطﺎﻗﺔ‬ ‫وﺿﻊ‬ ‫ﺧﻼل‬ ‫ﻣن‬ ‫ﻋﺎدة‬ ‫ﻓرﺿﮭﺎ‬ ‫ﯾﺗم‬ ‫واﻟﺗﻲ‬ ، ‫ﻓﻘط‬ ‫ﻘودة‬
‫ﻓﯾﮫ‬ ‫ﯾﻔوز‬ ‫وﺿﻊ‬ ‫إﻟﻰ‬ ‫.ﯾؤدي‬
 COLLABORATE/PROBLEM SOLVE. Incorporating multiple viewpoints and insights
from differing perspectives; requires a cooperative attitude and open dialogue that
typically leads to consensus and commitment. This approach can result in a win-
win situation. ‫ﯾﺗطﻠب‬ ‫؛‬ ‫ﻣﺧﺗﻠﻔﺔ‬ ‫ﻧظر‬ ‫وﺟﮭﺎت‬ ‫ﻣن‬ ‫ﻣﺗﻌددة‬ ‫وأﻓﻛﺎر‬ ‫ﻧظر‬ ‫وﺟﮭﺎت‬ ‫دﻣﺞ‬ .‫اﻟﻣﺷﻛﻠﺔ‬ ‫ﺣل‬ / ‫اﻟﺗﻌﺎون‬‫ًﺎ‬‫ﻔ‬‫ﻣوﻗ‬
‫ﻟﻠﺟﺎﻧﺑﯾن‬ ‫ﻣرﺑﺢ‬ ‫وﺿﻊ‬ ‫إﻟﻰ‬ ‫ﯾؤدي‬ ‫أن‬ ‫ﯾﻣﻛن‬ ‫اﻟﻧﮭﺞ‬ ‫ھذا‬ .‫واﻻﻟﺗزام‬ ‫اﻵراء‬ ‫ﻓﻲ‬ ‫ﺗواﻓﻖ‬ ‫إﻟﻰ‬ ‫ﻋﺎدة‬ ‫ﯾؤدي‬ ‫ًﺎ‬‫ﺣ‬‫ﻣﻔﺗو‬ ‫ا‬ً‫وﺣوار‬ ‫ًﺎ‬‫ﯾ‬‫.ﺗﻌﺎوﻧ‬
 DECISION MAKING
 EMOTIONAL INTELLIGENCE / The team can use emotional intelligence to reduce tension
and increase cooperation by identifying, assessing, and controlling the sentiments of project
team members, anticipating their actions, acknowledging their concerns, and following up on
their issues.
 INFLUENCING / Because project managers often have little or no direct authority over
team members in a matrix environment, their ability to influence stakeholders on a timely
basis is critical to project success.
 LEADERSHIP/ the ability to lead a team and inspire them to do their jobs well.
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9.5.3 MANAGE TEAM: OUTPUTS
9.6 CONTROL RESOURCES ( MONITOR & CONTROL )
 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.
 THE KEY BENEFIT of this process is ensuring that the assigned resources are available to
the project at the right time and in the right place and are released when no longer needed.
9.6.2 CONTROL RESOURCES: TOOLS AND TECHNIQUES
 ALTERNATIVES ANALYSIS. Can be analyzed to select the best resolution for correcting
variances in resource utilization.
 COST-BENEFIT ANALYSIS. This analysis helps to determine the best corrective action in
terms of cost in case of project deviations.
 PERFORMANCE REVIEWS. Measure, compare, and analyze planned resource utilization
to actual resource utilization.
 TREND ANALYSIS. Examines project performance over time and can be used to determine
whether performance is improving or deteriorating.
9.6.2.3 PROBLEM SOLVING.
9.6.2.4 INTERPERSONAL AND TEAM SKILLS / SOFT SKILLS
9.6.3 CONTROL RESOURCES: OUTPUTS
 WORK PERFORMANCE INFORMATION
 CHANGE REQUESTS
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10 PROJECT
COMMUNICATIONS
MANAGEMENT

10 PROJECT COMMUNICATIONS MANAGEMENT
PROJECT COMMUNICATIONS MANAGEMENT consists of two parts. The first part is developing
a strategy to ensure communication is effective for stakeholders. The second part is carrying out
the activities necessary to implement the communication strategy.
 The Project Communications Management processes are:
10.1 PLAN COMMUNICATIONS MANAGEMENT—The process of developing an
appropriate approach and plan for project communication activities based on the information
needs of each stakeholder or group, available organizational assets, and the needs of the
project.
10.2 MANAGE COMMUNICATIONS—the process of ensuring timely and appropriate
collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate
disposition of project information.
10.3 MONITOR COMMUNICATIONS—the process of ensuring the information needs of
the project and its stakeholders are met.
 Communication is the exchange of information, the mechanisms by which information is
exchanged can be in:
 WRITTEN FORM. Either physical or electronic.
 SPOKEN. Either face-to-face or remote.
 FORMAL OR INFORMAL (as in formal papers or social media)
 THROUGH GESTURES. Tone of voice and facial expressions
 THROUGH MEDIA. Pictures, actions, or even just the choice of words.
 CHOICE OF WORDS. There is often more than one word to express an idea; there can be
subtle differences in the meaning of each of these words and phrases.
- COMMUNICATION ACTIVITIES have many dimensions, including but not limited to:
 INTERNAL. Focus on stakeholders within the project and within the organization.
 EXTERNAL. Focus on external stakeholders such as customers, vendors, other projects,
organizations, government, and the public, and environmental advocates.
 FORMAL. ‫رﺳﻣﻲ‬ Reports, formal meetings (both regular and ad hoc), meeting agendas and
minutes, stakeholder briefings, and presentations.
 INFORMAL. ‫رﺳﻣﻲ‬ ‫ﻏﯾر‬General communications activities using emails, social media, websites,
and informal ad hoc discussions.
 HIERARCHICAL FOCUS. The position of the stakeholder or group with respect to the project team
will affect the format and content of the message, in the following ways:
- UPWARD. Senior management stakeholders.
- DOWNWARD. The team and others who will contribute to the work of the project.
- HORIZONTAL. Peers of the project manager or team.
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 OFFICIAL. ‫رﺳﻣﻲ‬ ‫ﺑﺷﻛل‬Annual reports; reports to regulators or government bodies.
 UNOFFICIAL.‫رﺳﻣﻲ‬ ‫ﻏﯾر‬ ‫ﺑﺷﻛل‬ Communications that focus on establishing and maintaining the
profile and recognition of the project and building strong relationships between the project
team and its stakeholders using flexible and often informal means.
 WRITTEN AND ORAL. Verbal (words and voice inflections) and nonverbal (body language
and actions), social media and websites, media releases
10.1 PLAN COMMUNICATIONS MANAGEMENT ( PLANNING)
- PLAN COMMUNICATIONS MANAGEMENT is the process of developing an appropriate
approach and plan for project communications activities based on the information needs of
each stakeholder or group, available organizational assets, and the needs of the project.
- THE KEY BENEFIT OF THIS PROCESS is a documented approach to effectively and
efficiently engage stakeholders by presenting relevant information in a timely manner.
10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS AND TECHNIQUES
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10.1.2.2 COMMUNICATION REQUIREMENTS ANALYSIS
 Determines the information needs of the project stakeholders. These requirements are defined
by combining the type and format of information needed with an analysis of the value of that
information.
10.1.2.3 COMMUNICATION TECHNOLOGY
 The methods used to transfer information among project stakeholders may vary
significantly. Common methods used for information exchange and collaboration
include conversations, meetings, written documents, databases, social media, and
websites.
Factors that can affect the choice of communication technology include:
- Urgency of the need for information.
- Availability and reliability of technology.
- Ease of use.
- Project environment
- Sensitivity and confidentiality of the information
10.1.2.4 COMMUNICATION MODELS
 SAMPLE BASIC SENDER/RECEIVER COMMUNICATION MODEL. ‫اﻟﻣرﺳﻠﺔ‬ ‫اﻟرﺳﺎﻟﺔ‬ ‫ﺑﻔﮭم‬ ‫ﻋﻼﻗﺔ‬ ‫ﻟﮫ‬ ‫ﻟﯾس‬
- This model is concerned with ensuring that the message is delivered, rather than understood.
 SAMPLE INTERACTIVE COMMUNICATION MODEL.
- Recognizes the need to ensure that the message has been understood.
- THE SENDER is responsible for the transmission of the message, ensuring the information
being communicated is clear and complete, and confirming the message is correctly
interpreted. - ‫ﺗﻔﺳﯾر‬ ‫وﺗﺄﻛﯾد‬ ، ‫وﻛﺎﻣﻠﺔ‬ ‫واﺿﺣﺔ‬ ‫ﺗوﺻﯾﻠﮭﺎ‬ ‫ﯾﺗم‬ ‫اﻟﺗﻲ‬ ‫اﻟﻣﻌﻠوﻣﺎت‬ ‫أن‬ ‫وﺿﻣﺎن‬ ، ‫اﻟرﺳﺎﻟﺔ‬ ‫إرﺳﺎل‬ ‫ﻋن‬ ‫ﻣﺳؤول‬ ‫اﻟﻣرﺳل‬
‫ﺻﺣﯾﺢ‬ ‫ﺑﺷﻛل‬ ‫.اﻟرﺳﺎﻟﺔ‬
- THE RECEIVER is responsible for ensuring that the information is received in its entirety,
interpreted correctly, and acknowledged or responded to appropriately.
‫ﻣﻧﺎﺳب‬ ‫ﺑﺷﻛل‬ ‫ﻋﻠﯾﮭﺎ‬ ‫اﻟرد‬ ‫أو‬ ‫ﺑﮭﺎ‬ ‫واﻻﻋﺗراف‬ ‫ﺻﺣﯾﺢ‬ ‫ﺑﺷﻛل‬ ‫وﺗﻔﺳﯾرھﺎ‬ ‫ﺑﺎﻟﻛﺎﻣل‬ ‫اﻟﻣﻌﻠوﻣﺎت‬ ‫ﺗﻠﻘﻲ‬ ‫ﺿﻣﺎن‬ ‫ﻋن‬ ‫ﻣﺳؤول‬
10.1.2.5 COMMUNICATION METHODS ‫ھﺎم‬‫ﺟدا‬ ‫ﺟدا‬
- There are several communication methods that are used to share information among project
stakeholders. These methods are broadly classified as follows:
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 INTERACTIVE COMMUNICATION. ‫اﻟﻔﻌﺎل‬ ‫اﻟﺗواﺻل‬ (MOST EFFICIENT WAY) Between two or
more parties performing a multidirectional exchange of information in real time. It employs
communications artifacts such as meetings, phone calls, instant messaging, some forms of
social media, and videoconferencing.
 PUSH COMMUNICATION. Sent or distributed directly to specific recipients who need to
receive the information. This ensures that the information is distributed but does not ensure
that it actually reached or was understood by the intended audience. Push communications
artifacts include letters, memos, reports, emails, faxes, voice mails, blogs, and press releases.
 PULL COMMUNICATION. Used for large complex information sets, or for large audiences,
and requires the recipients to access content at their own discretion subject to security
procedures. These methods include web portals, intranet sites, e-learning, lessons learned
databases, or knowledge repositories.
 COMMUNICATION STYLES ASSESSMENT. Used to assess communication styles and
identify the preferred communication method, format, and content for planned communication
activities. Often used with unsupportive stakeholders, this assessment may follow a
stakeholder engagement assessment to identify gaps in stakeholder engagement that require
additional tailored communication activities and artifacts.
 POLITICAL AWARENESS. ‫اﻟﺳﯾﺎﺳﻲ‬ ‫اﻟوﻋﻲ‬helps the project manager to plan communications
based on the project environment as well as the organization’s political environment. Political
awareness concerns the recognition of power relationships. An understanding of the strategies
of the organization, knowing who wields power and influence in this area, and developing an
ability to communicate with these stakeholders are all aspects of political awareness.
 CULTURAL AWARENESS. Understanding of the differences between individuals, groups, and
organizations and adapting the project’s communication strategy in the context of these
differences.
10.1.3 PLAN COMMUNICATIONS MANAGEMENT: OUTPUTS
10.1.3.1 COMMUNICATIONS MANAGEMENT PLAN ‫ﺟدا‬ ‫ﺟدا‬ ‫ﺟدا‬ ‫ھﺎم‬
 Describes how project communications will be planned, structured, implemented, and
monitored for effectiveness.
- Stakeholder communication requirements
- Information to be communicated, including language, format, content, and level of
- Escalation processes ‫ﻟﻠﻣﺷﻛﻠ‬ ‫اﻟﺗﺻﻌﯾد‬.‫ﺔ‬
- Reason for the distribution of that information
- Tim frame and frequency for the distribution of required information and receipt of
acknowledgment or response, if applicable
- Person responsible for communicating the information
097

- Person responsible for authorizing release of confidential information.
- Person or groups who will receive the information, including information about their needs,
requirements, and expectations
- Methods or technologies used to convey the information, such as memos, email, press
releases, or social media
- Resources allocated for communication activities, including time and budget
- Method for updating and refining the communications management plan as the project
progresses and develops, such as when the stakeholder community changes as the project
moves through different phases
- Glossary of common terminology.
- Flow charts of the information flow in the project, workflows with possible sequence of
authorization, list of reports, meeting plans.
- Constraints derived from specific legislation or regulation, technology, organizational policies.
10.2 MANAGE COMMUNICATIONS ( EXECUTING )
- MANAGE COMMUNICATIONS is the process of ensuring timely and appropriate
collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate
disposition of project information.
- THE KEY BENEFIT OF THIS PROCESS is that it enables an efficient and effective information
flow between the project team and the stakeholders.
098

10.2.2 MANAGE COMMUNICATIONS: TOOLS AND TECHNIQUES
10.2.2.3 COMMUNICATION SKILLS
- COMMUNICATION COMPETENCE / A combination of tailored communication skills that
considers factors such as clarity of purpose in key messages, effective relationships and
information sharing, and leadership behaviors.
- FEEDBACK. Feedback is information about reactions to communications, a deliverable, or a
situation. Feedback supports interactive communication between the project manager, team
and all other project stakeholders. Examples include coaching, mentoring, and negotiating.
- NONVERBAL. Examples of nonverbal communication include appropriate body language to
transmit meaning through gestures, tone of voice, and facial expressions. Mirroring and eye
contact are also important techniques.
- PRESENTATIONS. A presentation is the formal delivery of information and/or documentation.
- ELECTRONIC PROJECT MANAGEMENT TOOLS. Project management software, meeting
and virtual office support software, web interfaces, specialized project portals and
dashboards, and collaborative work management tools.
- ELECTRONIC COMMUNICATIONS MANAGEMENT. Email, fax, and voice mail; audio,
video and web conferencing; and websites and web publishing.
- SOCIAL MEDIA MANAGEMENT. Websites and web publishing; and blogs and
applications, which offer the opportunity to engage with stakeholders and form online
communities.
10.2.2.5 PROJECT REPORTING / It is the act of collecting and distributing project information.
- ACTIVE LISTENING. Techniques of active listening involve acknowledging, clarifying and
confirming, understanding, and removing barriers that adversely affect comprehension.
- MEETING MANAGEMENT. ‫ﺟدا‬ ‫ھﺎم‬ MEETING MANAGEMENT is taking steps to ensure
meetings meet their intended objectives effectively and efficiently. The following steps should
be used for meeting planning:
 Prepare and distribute the agenda stating the objectives of the meeting.
 Ensure that the meetings start and finish at the published time.
 Ensure the appropriate participants are invited and attend.
 Stay on topic.
 Manage expectations, issues, and conflicts during the meeting.
 Record all actions and those who have been allocated the responsibility for
completing the action.
- NETWORKING. Networking is interacting with others to exchange information and develop
contacts.
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10.2.2 MANAGE COMMUNICATIONS: OUTPUTS
- 10.2.3.1 PROJECT COMMUNICATIONS / may include but are not limited to:
 Performance reports
 deliverable status
 schedule progress
 cost incurred
 presentations
 Other information required by stakeholders.
10.3 MONITOR COMMUNICATIONS ( MONITOR & CONTROL )
- MONITOR COMMUNICATIONS is the process of ensuring the information needs of the
project and its stakeholders are met.
- THE KEY BENEFIT OF THIS PROCESS is the optimal information flow as defined in the
communications management plan and the stakeholder engagement plan.
10.3.3 MONITOR COMMUNICATIONS: OUTPUTS
- Includes information on how project communication is performing by comparing the
communications that were implemented compared to those that were planned.
10.3.4 CHANGE REQUESTS
- The Monitor Communications process often results in the need for adjustment, action, and
intervention on communications activities defined in the communications management plan.
These change requests may result in:
 Revision of stakeholder communication requirements, including stakeholders’
information distribution, content or format, and distribution method.
 New procedures to eliminate bottlenecks.
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11 PROJECT RISK MANAGEMENT
PROJECT RISK MANAGEMENT includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a
project. The objectives of project risk management are to increase the probability and/or impact of
positive risks and to decrease the probability and/or impact of negative risks, in order to optimize
the chances of project success.
The Project Risk Management processes are:
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.
11.6 IMPLEMENT RISK RESPONSES—the process of implementing agreed-upon risk response
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.
KEY CONCEPTS FOR PROJECT RISK MANAGEMENT
- Project Risk Management processes address both levels of risk in projects, and these are
defined as follows:
 INDIVIDUAL PROJECT RISK is an uncertain event or condition that, if it occurs, has a
positive or negative effect on one or more project objectives.
 OVERALL PROJECT RISK is the effect of uncertainty on the project as a whole, arising
from all sources of uncertainty including individual risks, representing the exposure of
stakeholders to the implications of variations in project outcome, both positive and
negative.
- Risk is initially addressed during project planning by shaping the project strategy.
- Risk thresholds express the degree of acceptable variation around a project objective.
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TRENDS AND EMERGING PRACTICES IN PROJECT RISK MANAGEMENT
Trends and emerging practices for Project Risk Management include but are not limited to:
 NON-EVENT RISKS. Most projects focus only on risks that are uncertain future events that
may or may not occur. Examples of event-based risks include: a key seller may go out of
business during the project, the customer may change the requirement after design is
complete, or a subcontractor may propose enhancements to the standard operating
processes. There is an increasing recognition that non-event risks need to be identified and
managed. There are two main types of non-event risks:
- VARIABILITY RISK.‫اﻟﻣﺧﺎطر‬ ‫ﺗﻘﻠب‬ Uncertainty exists about some key characteristics of a
planned event or activity or decision. Examples of variability risks include: productivity may be
above or below target, the number of errors found during testing may be higher or lower than
expected, or unseasonal weather conditions may occur during the construction phase.
Variability risks can be addressed using Monte Carlo analysis, with the range of variation
reflected in probability distributions, followed by actions to reduce the spread of possible
outcomes.
- AMBIGUITY RISK. ‫ﻏﺎﻣﺿﮫ‬ ‫ﻣﺧﺎطر‬ Uncertainty exists about what might happen in the future.
Areas of the project where imperfect knowledge might affect the project’s ability to achieve its
objectives include: elements of the requirement or technical solution, future developments in
regulatory frameworks, or inherent systemic complexity in the project. Ambiguity risks are
managed by defining those areas where there is a deficit of knowledge or understanding, then
filling the gap by obtaining expert external input or benchmarking against best practices.
Ambiguity is also addressed through incremental development, prototyping, or simulation.
 PROJECT RESILIENCE. ‫اﻟﻣﺷروع‬ ‫ﻣروﻧﺔ‬ (flexibility) The existence of emergent risk is
becoming clear, with a growing awareness of so-called unknowable-unknowns. These are
risks that can only be recognized after they have occurred. Emergent risks can be tackled
through developing project resilience. This requires each project to have:
- Right level of budget and schedule contingency for emergent risks.
- Flexible project processes that can cope with emergent risk while maintaining overall
direction toward project goals, including strong change management.
- Empowered project team that has clear objectives and that is trusted to get the job done
within agreed upon limits;
 Frequent review of early warning signs to identify emergent risks as early as
possible.
 Clear input from stakeholders to clarify areas where the project scope or
strategy can be adjusted in response to emergent risks.
 INTEGRATED RISK MANAGEMENT. Projects exist in an organizational context, and they
may form part of a program or portfolio. Some risks identified at higher levels will be
delegated to the project team for management, and some project risks may be escalated to
higher levels if they are best managed outside the project. A coordinated approach to
enterprise-wide risk management ensures alignment and coherence in the way risk is
managed across all levels.
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 Project size.
 Project complexity.
 Project importance.
 Development approach.
11.1 PLAN RISK MANAGEMENT ( PLANNING )
- PLAN RISK MANAGEMENT is the process of defining how to conduct risk management
activities for a project.
- THE KEY BENEFIT OF THIS PROCESS is that it ensures that the degree, type, and
visibility of risk management are proportionate to both risks and the importance of the
project to the organization and other stakeholders.
11.1.1 PLAN RISK MANAGEMENT: INPUTS
- THE STAKEHOLDER REGISTER contains details of the project’s stakeholders and provides
an overview of their project roles and their attitude toward risk on this project. This is useful
in determining roles and responsibilities for managing risk on the project, as well as setting
risk thresholds for the project.
11.1.2 PLAN RISK MANAGEMENT: TOOLS AND TECHNIQUES
11.1.2.3 MEETINGS
- The risk management plan may be developed as part of the project kick-off meeting
or a specific planning meeting may be held. Attendees may include the project
manager, selected project team members, key stakeholders, or team members who
are responsible to manage the risk management process on the project. Others
outside the organization may also be invited, as needed, including customers,
sellers, and regulators. A skilled facilitator can help participants remain focused on
the task, agree on key aspects of the risk approach, identify and overcome sources
of bias, and resolve any disagreements that may arise.
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11.1.3 PLAN RISK MANAGEMENT: OUTPUT
11.1.3.1 RISK MANAGEMENT PLAN
- The risk management plan is a component of the project management plan that describes
how risk management activities will be structured and performed.
- The risk management plan may include some or all of the following elements:
 RISK STRATEGY. Describes the general approach to managing risk on this project.
 METHODOLOGY. Approaches, tools, and data sources that will be used.
 ROLES AND RESPONSIBILITIES. Who will do what?
 FUNDING. Identifies the funds needed to perform activities related to Project Risk
Management.
 TIMING. When and how often the Project Risk Management processes will be performed.
 RISK CATEGORIES ‫اﻟﻣﺧﺎطر‬ ‫.ﺗﺻﻧﯾف‬ Provide a means for grouping individual project risks.
A common way to structure risk categories is with a risk breakdown structure (RBS), which
is a hierarchical representation of potential sources of risk. An RBS helps the project team
consider the full range of sources from which individual project risks may arise. This can be
useful when identifying risks or when categorizing identified risks.
 STAKEHOLDER RISK APPETITE. ‫اﻟﻣﻌﻧﯾﯾن‬ ‫ﻟدي‬ ‫اﻟﻣﺧﺎطرة‬ ‫ﻓﻲ‬ ‫اﻟرﻏﺑﺔ‬
Expressed as measurable risk thresholds around each project objective. These thresholds will determine
the acceptable level of overall project risk exposure, and they are also used to inform the definitions of
probability and impacts to be used when assessing and prioritizing individual project risks.
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 DEFINITIONS OF RISK PROBABILITY AND IMPACTS. Specific to the project context
and reflect the risk appetite and thresholds of the organization and key stakeholders. The
number of levels reflects the degree of detail required for the Project Risk Management
process, with more levels used for a more detailed risk approach (typically five levels), and
fewer for a simple process (usually three). These scales can be used to evaluate both
threats and opportunities by interpreting the impact definitions as negative for threats
(delay, additional cost, and performance shortfall) and positive for opportunities (reduced
time or cost, and performance enhancement).
 PROBABILITY AND IMPACT MATRIX. Opportunities and threats are represented in a
common probability and impact matrix using positive definitions of impact for opportunities
and negative impact definitions for threats. Descriptive terms (such as very high, high,
medium, low, and very low) or numeric values can be used for probability and impact.
Where numeric values are used, these can be multiplied to give a probability-impact score
for each risk, which allows the relative priority of individual risks to be evaluated within each
priority level.
 REPORTING FORMATS. Define how the outcomes of the Project Risk Management
process will be documented, analyzed, and communicated. This section of the risk
management plan describes the content and format of the risk register and the risk report.
 TRACKING. ‫اﻟﻣراﻗﺑﺔ‬ Documents how risk activities will be recorded and how risk
management processes will be audited.
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11.2 IDENTIFY RISKS ( PLANNING )
- IDENTIFY RISKS is the process of identifying individual project risks as well as sources of
overall project risk, and documenting their characteristics.
- THE KEY BENEFIT OF THIS PROCESS is the documentation of existing individual project
risks and the sources of overall project risk.
11.2.1 IDENTIFY RISKS: INPUTS
11.2.1.3 AGREEMENTS
- If the project requires external procurement of resources, the agreements may have
information such as milestone dates, contract type, acceptance criteria, and awards and
penalties that can present threats or opportunities.
11.2.2 IDENTIFY RISKS: TOOLS AND TECHNIQUES
- BRAINSTORMING. To obtain a comprehensive list of individual project risks and sources
of overall project risk. Set of experts who are not part of the team. Ideas are generated
under the guidance of a facilitator, either in a free-form brainstorm session or one that uses
more structured techniques.
- CHECKLISTS. Developed based on historical information and knowledge that has been
accumulated from similar projects and from other sources of information. An effective way
to capture lessons learned from similar completed projects. Listing specific individual
project risks that have occurred previously and that may be relevant to this project. While a
checklist may be quick and simple to use, it is impossible to build an exhaustive one.
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- INTERVIEWS. By interviewing experienced project participants, stakeholders, and subject
matter experts.
- ROOT CAUSE ANALYSIS. Used to discover the underlying causes that lead to a
problem, and develop preventive action. For example,
 The project might be delayed or over budget and exploring which threats might result in
that problem occurring.
 Early delivery or under budget and exploring which opportunities might result in that
benefit being realized.
- ASSUMPTION AND CONSTRAINT ANALYSIS. Determine which pose ‫ﺗﺷﻛل‬ a risk to the
project.
- SWOT ANALYSIS. This technique examines the project from each of the strengths,
weaknesses, opportunities, and threats (SWOT) perspectives. For risk identification, it is
used to increase the breadth of identified risks by including internally generated risks.
SWOT analysis then identifies any opportunities for the project that may arise from
strengths, and any threats resulting from weaknesses. The analysis also examines the
degree to which organizational strengths may offset threats and determines if weaknesses
might hinder opportunities.
- DOCUMENT ANALYSIS. Risks may be identified from a structured review of project
documents, including, but not limited to, plans, assumptions, constraints, previous project
files, contracts, agreements, and technical documentation. Uncertainty or ambiguity in
project documents may be indicators of risk on the project.
11.2.2.5 PROMPT LISTS ‫ﺳرﯾﻌﺔ‬ ‫ﻗواﺋم‬
- A prompt list is a predetermined ‫ﻣﺳﺑﻘﺎ‬ ‫ﻣﺣددة‬ list of risk categories that might give rise to
individual project risks and that could also act as sources of overall project risk. The prompt
list can be used as a framework to aid the project team in idea generation when using risk
identification techniques. The risk categories in the lowest level of the risk breakdown
structure can be used as a prompt list for individual project risks. Some common strategic
frameworks are more suitable for identifying sources of overall project risk, for example
PESTLE (political, economic, social, technological, legal, environmental), TECOP
(technical, environmental, commercial, operational, political), or VUCA (volatility,
uncertainty, complexity, ambiguity).
11.2.2.6 MEETINGS
- To undertake risk identification, the project team may conduct a specialized meeting (often
called a risk workshop). Most risk workshops include some form of brainstorming. Use of a
skilled facilitator will increase the effectiveness of the meeting. It is also essential to ensure
that the right people participate in the risk workshop. On larger projects, it may be
appropriate to invite the project sponsor, subject matter experts, sellers, representatives of
the customer, or other project stakeholders.
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11.2.2 IDENTIFY RISKS: OUTPUTS
11.2.3.1 RISK REGISTER.
- The risk register captures details of identified individual project risks. The content of the risk
register may include but is not limited to:
 List of identified risks.
 Potential risk owners.
 List of potential risk responses.
11.2.3.2 RISK REPORT. Presents information on sources of overall project risk, together with
summary information on identified individual project risks.
11.3 PERFORM QUALITATIVE RISK ANALYSIS ‫اﻟﻧوﻋﻲ‬ ( PLANNING )
- PERFORM QUALITATIVE RISK ANALYSIS is the process of prioritizing ‫اﻻوﻟوﯾﺎت‬ ‫ﺗﺣدﯾد‬
individual project risks for further analysis or action by assessing their probability of
occurrence and impact as well as other characteristics.
- THE KEY BENEFIT OF THIS PROCESS is that it focuses efforts on high-priority risks.
- FACILITATOR is used to support the Perform Qualitative Risk Analysis process,
addressing bias is a key part of the facilitator’s role. An evaluation of the quality of the
available information on individual project risks also helps to clarify the assessment of each
risk’s importance to the project.
- PERFORM QUALITATIVE RISK ANALYSIS establishes the relative priorities of individual
project risks for Plan Risk Responses. It identifies a risk owner for each risk who will take
responsibility for planning an appropriate risk response and ensuring that it is implemented.
Also lays the foundation for Perform Quantitative Risk Analysis if this process is required.
Performed regularly throughout the project life cycle, as defined in the risk management
plan. Often, in an agile development environment, the Perform Qualitative Risk Analysis
process is conducted before the start of each iteration.
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11.3.2 PERFORM QUALITATIVE RISK ANALYSIS: TOOLS AND TECHNIQUES
- RISK DATA QUALITY ASSESSMENT. Evaluates the degree to which the data about
individual project risks is accurate and reliable as a basis for qualitative risk analysis. The
use of low-quality risk data may lead to a qualitative risk analysis that is of little use to the
project. If data quality is unacceptable, it may be necessary to gather better data. Risk data
quality may be assessed via a questionnaire measuring the project’s stakeholder
perceptions of various characteristics, which may include completeness, objectivity,
relevancy, and timeliness. A weighted average of selected data quality characteristics can
then be generated to give an overall quality score.
- RISK PROBABILITY AND IMPACT ASSESSMENT. ‫اﻷﺛر‬ ‫وﺗﻘﯾﯾم‬ ‫اﻟﺧطر‬ ‫اﺣﺗﻣﺎل‬ RISK
PROBABILITY ASSESSMENT considers the likelihood that a specific risk will occur. Risk
impact assessment considers the potential effect on one or more project objectives such as
schedule, cost, quality, or performance. Impacts will be negative for threats and positive for
opportunities. Probability and impact are assessed for each identified individual project risk.
Risks can be assessed in interviews or meetings with participants selected for their
familiarity with the types of risk recorded in the risk register. Project team members and
knowledgeable persons external to the project are included. The level of probability for
each risk and its impact on each objective are evaluated during the interview or meeting.
Risks with low probability and impact may be included within the risk register as part of a
watch list for future monitoring.
- ASSESSMENT OF OTHER RISK PARAMETERS. The project team may consider other
characteristics of risk (in addition to probability and impact) when prioritizing individual
project risks for further analysis and action. These characteristics may include but are not
limited to:
 URGENCY. The period of time within which a response to the risk is to be implemented in
order to be effective. A short period indicates high urgency. ‫اﻟﻔﺗرة‬ .‫اﻹﻟﺣﺎح‬‫ﺗﻧﻔﯾذ‬ ‫ﺧﻼﻟﮭﺎ‬ ‫ﯾﺗم‬ ‫اﻟﺗﻲ‬ ‫اﻟزﻣﻧﯾﺔ‬
‫ﻓﻌﺎﻟﺔ‬ ‫ﺗﻛون‬ ‫أن‬ ‫أﺟل‬ ‫ﻣن‬ ‫ﻟﻠﻣﺧﺎطر‬ ‫.اﻻﺳﺗﺟﺎﺑﺔ‬
 PROXIMITY. The period of time before the risk might have an impact on one or more
project objectives. A short period indicates high proximity. ‫ﺳﺑﻘت‬ ‫اﻟﺗﻲ‬ ‫اﻟزﻣﻧﯾﺔ‬ ‫ﻟﻠﻔﺗرة‬ ‫ﯾﻛون‬ ‫اﻟﻘرب.ﻗد‬
‫اﻟﻣﺧ‬‫اﻟﻣﺷروع‬ ‫أھداف‬ ‫ﻣن‬ ‫أﻛﺛر‬ ‫أو‬ ‫واﺣد‬ ‫ﻋﻠﻰ‬ ‫ﺗﺄﺛﯾر‬ ‫ﺎطرة‬
 DORMANCY. The period of time that may elapse after a risk has occurred before its
impact is discovered. A short period indicates low dormancy. ‫ﺑﻌد‬ ‫ﺗﻧﻘﺿﻲ‬ ‫ﻗد‬ ‫اﻟﺗﻲ‬ ‫اﻟزﻣﻧﯾﺔ‬ ‫اﻟﻔﺗرة‬ .‫اﻟﺳﻛون‬
‫اﻛﺗﺷﺎف‬ ‫ﻗﺑل‬ ‫ﺧطر‬ ‫ﺣدوث‬‫أﺛرھﺎ‬
 MANAGEABILITY. The ease with which the risk owner (or owning organization) can
manage the occurrence or impact of a risk. Where management is easy, manageability is
high. ‫ا‬ ‫ﺗﺄﺛﯾر‬ ‫أو‬ ‫ﺣدوث‬ ‫إدارة‬ (‫اﻟﻣﺎﻟﻛﺔ‬ ‫اﻟﻣؤﺳﺳﺔ‬ ‫)أو‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻣﺎﻟك‬ ‫ﺑﮭﺎ‬ ‫ﯾﺳﺗطﯾﻊ‬ ‫اﻟﺗﻲ‬ ‫اﻟﺳﮭوﻟﺔ‬‫ﻟﺧطر‬ .
 CONTROLLABILITY. The degree to which the risk owner (or owning organization) is able to
control the risk’s outcome. Where the outcome can be easily controlled, controllability is
high. ‫اﻟﻣؤﺳﺳﺔ‬ ‫)أو‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻣﺎﻟك‬ ‫ﻓﯾﮭﺎ‬ ‫ﯾﻛون‬ ‫اﻟﺗﻲ‬ ‫اﻟدرﺟﺔ‬ .‫اﻟﺗﺣﻛم‬‫ﯾﻣﻛن‬ ‫ﺣﯾث‬ .‫اﻟﻣﺧﺎطر‬ ‫ﻧﺗﺎﺋﺞ‬ ‫ﻓﻲ‬ ‫اﻟﺗﺣﻛم‬ ‫ﻋﻠﻰ‬ ‫ا‬ً‫ﻗﺎدر‬ (‫اﻟﻣﺎﻟﻛﺔ‬
‫ﻋﺎﻟﯾﺔ‬ ‫اﻟﺗﺣﻛم‬ ‫ﻗﺎﺑﻠﯾﺔ‬ ‫ﺗﻛون‬ ، ‫ﺑﺳﮭوﻟﺔ‬ ‫اﻟﻧﺗﯾﺟﺔ‬ ‫ﻓﻲ‬ ‫.اﻟﺗﺣﻛم‬
109

 DETECTABILITY. The ease with which the results of the risk occurring, or being about to
occur, can be detected and recognized. Where the risk occurrence can be detected easily,
detectability is high. ‫اﻟﺣدوث‬ ‫وﺷك‬ ‫ﻋﻠﻰ‬ ‫أو‬ ، ‫ﺗﺣدث‬ ‫اﻟﺗﻲ‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻧﺗﺎﺋﺞ‬ ‫ﻋن‬ ‫اﻟﻛﺷف‬ ‫ﺑﮭﺎ‬ ‫ﯾﻣﻛن‬ ‫اﻟﺗﻲ‬ ‫اﻟﺳﮭوﻟﺔ‬ .‫اﻟﻛﺷف‬
‫ﻋﺎﻟﯾﺔ‬ ‫اﻟﻛﺷف‬ ‫إﻣﻛﺎﻧﯾﺔ‬ ‫ﺗﻛون‬ ، ‫ﺑﺳﮭوﻟﺔ‬ ‫اﻟﺧطر‬ ‫ﺣدوث‬ ‫اﻛﺗﺷﺎف‬ ‫ﯾﻣﻛن‬ ‫وﺣﯾﺛﻣﺎ‬ .‫ﻋﻠﯾﮭﺎ‬ ‫.واﻟﺗﻌرف‬
 CONNECTIVITY. The extent to which the risk is related to other individual project risks.
Where a risk is connected to many other risks, connectivity is high. ‫اﻟﻣﺧﺎطر‬ ‫ارﺗﺑﺎط‬ ‫ﻣدى‬ .‫اﻻﺗﺻﺎل‬
‫ًﺎ‬‫ﯾ‬‫ﻋﺎﻟ‬ ‫اﻻﺗﺻﺎل‬ ‫ﯾﻛون‬ ، ‫اﻷﺧرى‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻣن‬ ‫ﺑﺎﻟﻌدﯾد‬ ‫ًﺎ‬‫ط‬‫ﻣرﺗﺑ‬ ‫اﻟﺧطر‬ ‫ﯾﻛون‬ ‫ﻋﻧدﻣﺎ‬ .‫اﻷﺧرى‬ ‫اﻟﻔردﯾﺔ‬ ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫.ﺑﻣﺧﺎطر‬
 STRATEGIC IMPACT. The potential for the risk to have a positive or negative effect on
the organization’s strategic goals. Where the risk has a major effect on strategic goals,
strategic impact is high. ‫إﯾﺟﺎ‬ ‫ﺗﺄﺛﯾر‬ ‫ﻟﻠﻣﺧﺎطرة‬ ‫ﯾﻛون‬ ‫أن‬ ‫اﺣﺗﻣﺎل‬ .‫اﻻﺳﺗراﺗﯾﺟﻲ‬ ‫اﻟﺗﺄﺛﯾر‬‫اﻷھداف‬ ‫ﻋﻠﻰ‬ ‫ﺳﻠﺑﻲ‬ ‫أو‬ ‫ﺑﻲ‬
‫ًﺎ‬‫ﻌ‬‫ﻣرﺗﻔ‬ ‫اﻹﺳﺗراﺗﯾﺟﻲ‬ ‫اﻟﺗﺄﺛﯾر‬ ‫ﯾﻛون‬ ، ‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬ ‫اﻷھداف‬ ‫ﻋﻠﻰ‬ ‫ﻛﺑﯾر‬ ‫ﺗﺄﺛﯾر‬ ‫ﻟﻠﻣﺧﺎطر‬ ‫ﯾﻛون‬ ‫ﻋﻧدﻣﺎ‬ .‫ﻟﻠﻣﻧظﻣﺔ‬ ‫.اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
 PROPINQUITY. The degree to which a risk is perceived to matter by one or more
stakeholders where a risk is perceived as very significant, propinquity is high. ‫أي‬ ‫إﻟﻰ‬ .‫ﺗﺷﺎﺑﮫ‬
‫ُﻧظ‬‫ﯾ‬ ‫ﺣﯾث‬ ‫اﻟﻣﺻﻠﺣﺔ‬ ‫أﺻﺣﺎب‬ ‫ﻣن‬ ‫أﻛﺛر‬ ‫أو‬ ‫واﺣد‬ ‫ﺟﺎﻧب‬ ‫ﻣن‬ ‫ﻣﺳﺄﻟﺔ‬ ‫أﻧﮭﺎ‬ ‫ﻋﻠﻰ‬ ‫اﻟﻣﺧﺎطر‬ ‫إﻟﻰ‬ ‫اﻟﻧظر‬ ‫ﯾﻣﻛن‬ ‫درﺟﺔ‬‫أﻧﮭﺎ‬ ‫ﻋﻠﻰ‬ ‫اﻟﻣﺧﺎطر‬ ‫إﻟﻰ‬ ‫ر‬
‫ﻋﺎﻟﯾﺔ‬ ‫ﺗﻛون‬ ‫اﻟﺟﺎذﺑﯾﺔ‬ ‫ﻓﺈن‬ ، ‫ﻛﺑﯾرة‬ ‫أھﻣﯾﺔ‬ ‫ذات‬
- The consideration of some of these characteristics can provide a more robust prioritization
of risks than is possible by only assessing probability and impact.
 PROBABILITY AND IMPACT MATRIX. This matrix specifies combinations ‫دﻣﺞ‬ of
probability and impact that allow individual project risks to be divided into priority groups.
Rate the risks as low, moderate, high priority. It is also helps finding risks need immediate
response ‫ﺳرﯾﻌﺔ‬ ‫,اﺳﺗﺟﺎﺑﺔ‬ risks need additional analysis, and risks need to be put on the watch
list ‫اﻟﺿﻌﯾﻔﺔ‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻗﺎﺋﻣﺔ‬.
 HIERARCHICAL CHARTS. Where risks have been categorized using more than two
parameters, the probability and impact matrix cannot be used and other graphical
representations are required. For example,
a bubble chart displays three dimensions
of data, where each risk is plotted as a disk
(bubble), and the three parameters are
represented by the x-axis value, the y-axis
value, and the bubble size. An example
bubble chart is shown in Figure 11-10, with
detectability and proximity plotted on the x
and y axes, and impact value represented
by bubble size.
11.3.2.7 MEETINGS
 The meeting may start by reviewing and confirming the probability and impact scales to be
used for the analysis. Also identify additional risks during the discussion, and these should
be recorded for analysis. Use of a skilled facilitator will increase the effectiveness of the
meeting.
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11.3.2 PERFORM QUALITATIVE RISK ANALYSIS: OUTPUTS
 Assumption log.
 Issue log.
 RISK REGISTER. May include assessments of probability and impacts for each individual
project risk, its priority level or risk score, the nominated risk owner, risk urgency
information or risk categorization, and a watch list for low-priority risks or risks requiring
further analysis.
 RISK REPORT. Updated to reflect the most important individual project risks (usually those
with the highest probability and impact), as well as a prioritized list of all identified risks on
the project and a summary conclusion.
11.4 PERFORM QUANTITATIVE RISK ANALYSIS ‫اﻟﻛﻣ‬‫ﻲ‬ ( PLANNING )
- 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.
- THE KEY BENEFIT OF THIS PROCESS is that it quantifies overall project risk exposure,
and it can also provide additional quantitative risk information to support risk response
planning. This process is not required for every project.
- QUANTITATIVE RISK ANALYSIS usually requires specialized risk software and expertise
in the development and interpretation of risk models. It also consumes additional time and
cost.
- QUANTITATIVE RISK ANALYSIS is the only reliable method to assess overall project risk
through evaluating the aggregated effect on project outcomes of all individual project risks
and other sources of uncertainty.
- Outputs from Perform Quantitative Risk Analysis are used as inputs to the Plan Risk
Responses process.
111

11.4.2 PERFORM QUANTITATIVE RISK ANALYSIS: TOOLS AND TECHNIQUES
 SIMULATION.
- Performed using a Monte Carlo analysis.
- Simulates the combined effects of
individual project risks and other sources
of uncertainty to evaluate their potential
impact on achieving project objectives.
- Computer software is used to iterate the
quantitative risk analysis model several
thousand times. The input values (e.g.,
cost estimates, duration estimates) are chosen at random for each iteration. Outputs
represent the range of possible outcomes for the project (e.g., project end date, project
cost at completion).
 SENSITIVITY ANALYSIS.
- Helps to determine which individual project
risks or other sources of uncertainty have the
most potential impact on project outcomes.
- Typical display of sensitivity analysis is the
tornado diagram, which presents the
calculated correlation coefficient for each
element of the quantitative risk analysis model
that can influence the project outcome. This
can include individual project risks, project
activities with high degrees of variability, or
specific sources of ambiguity. Items are ordered by descending strength of correlation,
giving the typical tornado appearance.
 DECISION TREE ANALYSIS.
- Used to support selection of the best of several alternative courses of action. Alternative
paths through the project are shown in the decision tree using branches representing
different decisions or events, each of which can have associated costs and related individual
project risks (including both threats and opportunities). The end-points of branches in the
decision tree represent the outcome from following that particular path, which can be
negative or positive.
- EMV (Expected Monetary Value) = (P probability X I impact).
112

113

 INFLUENCE DIAGRAMS. It is graphical aids to decision making under uncertainty. An
influence diagram represents a project or situation within the project as a set of entities,
outcomes, and influences, together with the relationships and effects between them. Where an
element in the influence diagram is uncertain as a result of the existence of individual project
risks or other sources of uncertainty, this can be represented in the influence diagram using
ranges or probability distributions. The influence diagram is then evaluated using a simulation
technique to indicate which elements have the greatest influence on key outcomes.
11.4.3 PERFORM QUANTITATIVE RISK ANALYSIS: OUTPUTS
 Assessment of overall project risk exposure.
 Detailed probabilistic analysis of the project.
 Prioritized list of individual project risks.
 Trends in quantitative risk analysis results.
 Recommended risk responses.
11.5 PLAN RISK RESPONSES ‫ا‬ ‫ﺧطﺔ‬‫ﻻ‬‫ﺳﺗﺟﺎﺑﺔ‬‫ﻟ‬‫ﻠﻣﺧﺎطر‬ ( PLANNING )
- 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.
- THE KEY BENEFIT OF THIS PROCESS is that it identifies appropriate ways to address overall
project risk and individual project risks. This process also allocates resources and inserts
activities into project documents and the project management plan as needed.
- EFFECTIVE AND APPROPRIATE RISK RESPONSES can minimize individual threats,
maximize individual opportunities, and reduce overall project risk exposure.
- STRUCTURED DECISION-MAKING techniques may be used to choose the most
appropriate response.
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11.5.1 PLAN RISK RESPONSES: INPUTS
11.5.1.2 PROJECT DOCUMENTS
 PROJECT TEAM ASSIGNMENTS. Can show the resources that can be allocated to agreed-
upon risk responses.
 RESOURCE CALENDARS. Identify when potential resources are available to be allocated
to agreed-upon risk responses.
 RISK REGISTER. Contains details of individual project risks that have been identified and
prioritized, and for which risk responses are required. The priority level for each risk can
help to guide the selection of appropriate risk responses. For example, high-priority threats
or opportunities may require priority action and highly proactive response strategies.
Threats and opportunities in the low priority zone may not require proactive management
action beyond being placed in the risk register as part of the watch list or adding a
contingency reserve. The risk register identifies the nominated risk owner for each risk. It
may also contain preliminary risk responses identified earlier in the Project Risk
Management process. The risk register may provide other data on identified risks that can
assist in planning risk responses, including root causes, risk triggers and warning signs
‫اﻟﺗﺣذﯾر‬ ‫وﻋﻼﻣﺎت‬ ‫اﻟﺧطر‬ ‫,ﻣﺣﻔزات‬ risks requiring responses in the near term, and risks where a need
for additional analysis has been identified.
 RISK REPORT. Presents the current level of overall risk exposure of the project that will
inform selection of the risk response strategy. The risk report may also list individual project
risks in priority order and provide additional analysis of the distribution of individual project
risks that may inform risk response selection.
 STAKEHOLDER REGISTER. Identifies potential owners for risk responses.
11.5.1.3 ENTERPRISE ENVIRONMENTAL FACTORS. The risk appetite and thresholds of key
stakeholders.
11.5.2 PLAN RISK RESPONSES: TOOLS AND TECHNIQUES
11.5.2.4 STRATEGIES FOR THREATS.
Five alternative strategies may be considered for dealing with threats, as follows:
 ESCALATE. When the project team or the project sponsor agrees that a threat is outside
the scope of the project or that the proposed response would exceed the project
manager’s authority. Escalated risks are managed at the program level, portfolio level, or
other relevant part of the organization, and not on the project level. It is important that
ownership of escalated threats is accepted by the relevant party in the organization.
Escalated threats are not monitored further by the project team after escalation, although
they may be recorded in the risk register for information.
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 AVOID. Risk avoidance is when the project team acts to eliminate the threat or protect
the project from its impact. Avoidance may involve changing some aspect of the project
management plan or changing the objective that is in jeopardy in order to eliminate the
threat entirely, reducing its probability of occurrence to zero. Examples of avoidance
actions may include removing the cause of a threat, extending the schedule, changing the
project strategy, or reducing scope. Some risks can be avoided by clarifying requirements,
obtaining information, improving communication, or acquiring expertise.
 TRANSFER. ‫ﺟدا‬ ‫ﺟدا‬ ‫ھﺎم‬ Transfer involves shifting ownership of a threat to a third party to
manage the risk and to bear the impact if the threat occurs. Risk transfer often involves
payment of a risk premium to the party taking on the threat. Transfer can be achieved by a
range of actions, which include but are not limited to the use of insurance, performance
bonds, warranties, guarantees, and contracts (a fixed price contract may transfer risk to
the seller), etc. Agreements may be used to transfer ownership and liability for specified
risks to another party.
 MITIGATE. ‫اﻟﺗﺧﻔﯾف‬ action is taken to reduce the probability of occurrence and/or impact of
a threat. Early mitigation action is often more effective than trying to repair the damage
after the threat has occurred. Adopting less complex processes, conducting more tests, or
choosing a more stable seller are examples of mitigation actions. Mitigation may involve
prototype development to reduce the risk of scaling up from a bench-scale model of a
process or product. Where it is not possible to reduce probability, a mitigation response
might reduce the impact by targeting factors that drive the severity. For example,
designing redundancy into a system may reduce the impact from a failure of the original
component.
 ACCEPT. Risk acceptance acknowledges the existence of a threat, but no proactive
action is taken. This strategy may be appropriate for low-priority threats, and it may also be
adopted where it is not possible or cost-effective to address a threat in any other way.
Acceptance can be either active or passive. The most common active acceptance strategy
is to establish a contingency reserve, including amounts of time, money, or resources to
handle the threat if it occurs. Passive acceptance involves no proactive action apart from
periodic review of the threat to ensure that it does not change significantly.
11.5.2.5 STRATEGIES FOR OPPORTUNITIES
Five alternative strategies may be considered for dealing with opportunities, as follows:
 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. Escalated
opportunities are managed at the program level, portfolio level, or other relevant part of
the organization, and not on the project level. The project manager determines who
should be notified about the opportunity and communicates the details to that person or
part of the organization. It is important that ownership of escalated opportunities is
accepted by the relevant party in the organization. Opportunities are usually escalated to
the level that matches the objectives that would be affected if the opportunity occurred.
Escalated opportunities are not monitored further by the project team after escalation,
although they may be recorded in the risk register for information.
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 EXPLOIT. ‫اﺳﺗﻐﻼل‬ The exploit strategy may be selected for high-priority opportunities
where the organization wants to ensure that the opportunity is realized. This strategy
seeks to capture the benefit associated with a particular opportunity by ensuring that it
definitely happens, increasing the probability of occurrence to 100%. Examples of
exploiting responses may include assigning an organization’s most talented resources to
the project to reduce the time to completion, or using new technologies or technology
upgrades to reduce cost and duration.
 SHARE. Sharing involves transferring ownership of an opportunity to a third party so that
it shares some of the benefit if the opportunity occurs. It is important to select the new
owner of a shared opportunity carefully so they are best able to capture the opportunity
for the benefit of the project. Risk sharing often involves payment of a risk premium to the
party taking on the opportunity. Examples of sharing actions include forming risk-sharing
partnerships, teams, special-purpose companies, or joint ventures.
 ENHANCE. ‫ﺗﻌزﯾز‬ The enhance strategy is used to increase the probability and/or impact
of an opportunity. Early enhancement action is often more effective than trying to improve
the benefit after the opportunity has occurred. The probability of occurrence of an
opportunity may be increased by focusing attention on its causes. Where it is not possible
to increase probability, an enhancement response might increase the impact by targeting
factors that drive the size of the potential benefit. Examples of enhancing opportunities
include adding more resources to an activity to finish early.
 ACCEPT. Accepting an opportunity acknowledges its existence but no proactive action is
taken. This strategy may be appropriate for low-priority opportunities, and it may also be
adopted where it is not possible or cost-effective to address an opportunity in any other
way. Acceptance can be either active or passive. The most common active acceptance
strategy is to establish a contingency reserve, including amounts of time, money, or
resources to take advantage of the opportunity if it occurs. Passive acceptance involves
no proactive action apart from periodic review of the opportunity to ensure that it does not
change significantly.
11.5.2.6 CONTINGENT RESPONSE STRATEGIES ‫اﺳﺗراﺗﯾﺟﯾﺎت‬‫اﻟطﺎرﺋﺔ‬ ‫اﻻﺳﺗﺟﺎﺑﺔ‬
- Some responses are designed for use only if certain events occur. For some risks, it is
appropriate for the project team to make a response plan that will only be executed under
certain predefined conditions, if it is believed that there will be sufficient warning to
implement the plan. Events that trigger the contingency response, such as missing
intermediate milestones or gaining higher priority with a seller, should be defined and
tracked. Risk responses identified using this technique are often called contingency plans
or fallback plans ‫ﺧطط‬‫اﻻﺣﺗﯾﺎطﯾﺔ‬ ‫اﻟﺧطط‬ ‫أو‬ ‫اﻟطوارئ‬ and include identified triggering events that
set the plans in effect.
11.5.2.7 STRATEGIES FOR OVERALL PROJECT RISK
 AVOID. Where the level of overall project risk is significantly negative and outside the
agreed-upon risk thresholds for the project, an avoid strategy may be adopted. This
involves taking focused action to reduce the negative effect of uncertainty on the project as
a whole and bring the project back within the thresholds. An example of avoidance at the
overall project level would include removal of high-risk elements of scope from the project.
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Where it is not possible to bring the project back within the thresholds, the project may be
canceled. This represents the most extreme degree of risk avoidance and it should be used
only if the overall level of threat is, and will remain, unacceptable.
 EXPLOIT. Where the level of overall project risk is significantly positive and outside the
agreed-upon risk thresholds for the project, an exploit strategy may be adopted. This
involves taking focused action to capture the positive effect of uncertainty on the project as
a whole. An example of exploiting at the overall project level would include addition of high-
benefit elements of scope to the project to add value or benefits to stakeholders.
Alternatively, the risk thresholds for the project may be modified with the agreement of key
stakeholders in order to embrace the opportunity.
 TRANSFER/SHARE. If the level of overall project risk is high but the organization is unable
to address it effectively, a third party may be involved to manage the risk on behalf of the
organization. Where overall project risk is negative, a transfer strategy is required, which
may involve payment of a risk premium. In the case of high positive overall project risk,
ownership may be shared in order to reap the associated benefits. Examples of both
transfer and share strategies for overall project risk include but are not limited to setting up
a collaborative business structure in which the buyer and the seller share the overall project
risk, launching a joint venture or special-purpose company, or subcontracting key elements
of the project.
 MITIGATE/ENHANCE. These strategies involve changing the level of overall project risk
to optimize the chances of achieving the project’s objectives. The mitigation strategy is
used where overall project risk is negative, and enhancement applies when it is positive.
Examples of mitigation or enhancement strategies include preplanning the project,
changing the scope and boundaries of the project, modifying project priority, changing
resource allocations, adjusting delivery times, etc.
 ACCEPT. Where no proactive risk response strategy is possible to address overall project
risk, the organization may choose to continue with the project as currently defined, even if
overall project risk is outside the agreed upon thresholds. Acceptance can be either active
or passive. The most common active acceptance strategy is to establish an overall
contingency reserve for the project, including amounts of time, money, or resources to be
used if the project exceeds its thresholds. Passive acceptance involves no proactive action
apart from periodic review of the level of overall project risk to ensure that it does not
change significantly.
 ALTERNATIVES ANALYSIS. A simple comparison of the characteristics and requirements
of alternative risk response options can lead to a decision on which response is most
appropriate.
 COST-BENEFIT ANALYSIS. If the impact of an individual project risk can be quantified in
monetary terms, then the cost-effectiveness of alternative risk response strategies can be
determined using cost-benefit analysis. The ratio of (change in impact level) divided by
(implementation cost) gives the cost effectiveness of the response strategy, with a higher
ratio indicating a more effective response.
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 MULTICRITERIA DECISION ANALYSIS. Uses a decision matrix to provide a
systematic approach for establishing key decision criteria, evaluating and ranking
alternatives, and selecting a preferred option. Criteria for risk response selection may
include but are not limited to cost of response, likely effectiveness of response in
changing probability and/or impact, resource availability, timing constraints (urgency,
proximity, and dormancy), level of impact if the risk occurs, effect of response on related
risks, introduction of secondary risks, etc. Different strategies may be selected later in
the project if the original choice proves to be ineffective.
11.5.1 PLAN RISK RESPONSES: OUTPUTS
- RISK REGISTER. Updated when appropriate risk responses are chosen and agreed upon.
Updates to the risk register may include but are not limited to: -
 Agreed-upon response strategies.
 Specific actions to implement the chosen response strategy.
 Trigger conditions, symptoms, and warning signs of a risk occurrence.
 Budget and schedule activities required to implement the chosen responses.
 Contingency plans and risk triggers that call for their execution.
 Fallback plans for use when a risk that has occurred and the primary response proves
to be inadequate.
 Residual risks that are expected to remain after planned responses have been taken, as
well as those that have been deliberately accepted.
 Secondary risks that arise as a direct outcome of implementing a risk response.
11.6 IMPLEMENT RISK RESPONSES ( EXECUTING )
- IMPLEMENT RISK RESPONSES is the process of implementing agreed-upon risk response
plans.
- THE KEY BENEFIT OF THIS PROCESS is that it ensures that agreed-upon risk responses
are executed as planned in order to address overall project risk exposure, minimize
individual project threats, and maximize individual project opportunities.
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11.6.2 IMPLEMENT RISK RESPONSES: TOOLS AND TECHNIQUES
- Expertise should be considered from individuals or groups with specialized knowledge to
validate or modify risk responses if necessary, and decide how to implement them in the
most efficient and effective manner.
11.7 MONITOR RISKS ( MONITOR & CONTROL )
- 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.
- THE KEY BENEFIT OF THIS PROCESS is that it enables project decisions to be based on
current information about overall project risk exposure and individual project risks.
- In order to ensure that the project team and key stakeholders are aware of the current level
of risk exposure, project work should be continuously monitored for new, changing, and
outdated individual project risks and for changes in the level of overall project risk by
applying the Monitor Risks process.
- The Monitor Risks process uses performance information generated during project
execution to determine if:
 Implemented risk responses are effective.
 Level of overall project risk has changed.
 Status of identified individual project risks has changed.
 New individual project risks have arisen.
 Risk management approach is still appropriate.
 Project assumptions are still valid.
 Risk management policies and procedures are being followed.
 Contingency reserves for cost or schedule require modification.
 Project strategy is still valid.
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11.7.2 MONITOR RISKS: TOOLS AND TECHNIQUES
 TECHNICAL PERFORMANCE ANALYSIS. Compares technical accomplishments
during project execution to the schedule of technical achievement. It requires the definition
of objective, quantifiable measures of technical performance, which can be used to
compare actual results against targets. Such technical performance measures may include
weight, transaction times, number of delivered defects, storage capacity, etc. Deviation
can indicate the potential impact of threats or opportunities.
 RESERVE ANALYSIS. Throughout execution of the project, some individual project risks
may occur with positive or negative impacts on budget or schedule contingency reserves.
Reserve analysis compares the amount of the contingency reserves remaining to the
amount of risk remaining at any time in the project in order to determine if the remaining
reserve is adequate .‫ﻛﺎﻓﯾﺔ‬ This may be communicated using various graphical
representations, including a burn down chart .
11.7.2.2 AUDITS
- Risk audits are a type of audit that may be used to consider the effectiveness of the risk
management process. The project manager is responsible for ensuring that risk audits
are performed at an appropriate frequency, as defined in the project’s risk management
plan. Risk audits may be included during routine project review meetings or may form part
of a risk review meeting, or the team may choose to hold separate risk audit meetings. The
format for the risk audit and its objectives should be clearly defined before the audit is
conducted.
11.7.2.3 MEETINGS
- RISK REVIEWS are scheduled regularly and should examine and document the
effectiveness of risk responses in dealing with overall project risk and with identified
individual project risks. Risk reviews may also result in identification of new individual
project risks, (including secondary risks that arise from agreed-upon risk responses),
reassessment of current risks, the closing of risks that are outdated, issues that have arisen
as the result of risks that have occurred, and identification of lessons to be learned for
implementation in ongoing phases in the current project or in similar projects in the future.
The risk review may be conducted as part of a periodic project status meeting or a
dedicated risk review meeting may be held, as specified in the risk management plan.
 WORKAROUND determining how to handle a Risk that has occurred but that was not
included in the risk register. The project must be in the Monitor Risks process if risks have
occurred. Workarounds are created as unidentified risk events occur.
‫ﺣﺳﺎﺑﮭﺎ‬ ‫أو‬ ‫ﺗوﻗﻌﮭﺎ‬ ‫ﯾﺗم‬ ‫وﻟم‬ ‫ﺑﺎﻟﻣﺧﺎطر‬ ‫اﻟﺧﺎص‬ ‫اﻟﺳﺟل‬ ‫ﻓﻲ‬ ‫وﺿﻌﮭﺎ‬ ‫ﯾﺗم‬ ‫وﻟم‬ ‫ﻟﮭﺎ‬ ‫اﻟﺗﺧطﯾط‬ ‫ﯾﺗم‬ ‫ﻟم‬ ‫.أﻋﻣﺎل‬
 A WATCH LIST is made up of low-priority risks that, in the Perform Qualitative Risk Analysis
process, were determined to be of too low priority or low impact to require further attention
at this time.
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12 PROJECT
PROCUREMENT
MANAGEMENT

12 PROJECT PROCUREMENT MANAGEMENT
- PROJECT PROCUREMENT MANAGEMENT includes the processes necessary to purchase
or acquire products, services, or results needed from outside the project team.
- PROJECT PROCUREMENT MANAGEMENT includes the management and control
processes required to develop and administer agreements such as contracts, purchase orders,
memoranda of agreements ‫ﺗﻔﺎھم‬ ‫(ﻣذﻛرات‬MOAs), or internal service level agreements (SLAs). The
personnel authorized to procure the goods and/or services required for the project may be
members of the project team, management, or part of the organization’s purchasing department
if applicable.
- Project Procurement Management processes include the following:
 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.
- The project manager should be familiar enough with the procurement process to make
intelligent decisions regarding contracts and contractual relationships.
- The project manager is typically not authorized to sign legal agreements binding the
organization.
- THE PROJECT PROCUREMENT MANAGEMENT PROCESSES involve agreements that
describe the relationship between two parties—a buyer and a seller
- THE SELLER may be identified as a contractor, vendor, service provider, or supplier. The seller
is assumed to be providing services and/or materials to the project and is usually outside the
performing organization. For larger, more complex projects the seller may become part of an
integrated project team after the contract is awarded. ‫اﻟﺑﺎﺋ‬‫ﻊ‬‫أو‬ ‫اﻟﺧدﻣﺔ‬ ‫ﻣﻘدم‬ ‫أو‬ ‫اﻟﺑﺎطن‬ ‫ﻣﻘﺎول‬ ‫أو‬ ‫اﻟﻣﻘﺎول‬ ‫أو‬
‫اﻟﻣورد‬
- THE BUYER may be the owner of the final product, a subcontractor, the acquiring organization,
a service requestor, or the purchaser. The seller can be viewed during the contract life cycle
first as a bidder, then as the selected source, and then as the contracted supplier or vendor.
The buyer of an item for the project is assigned to the project team and/or is part of the larger
organization. ‫اﻟﻣﺷﺗر‬‫ي‬‫اﻟﻣﺷﺗري‬ ‫أو‬ ‫اﻟﺧدﻣﺔ‬ ‫طﺎﻟب‬ ‫أو‬ ‫ﺑﺎﻟﺷراء‬ ‫اﻟﻘﺎﺋﻣﺔ‬ ‫اﻟﻣؤﺳﺳﺔ‬ ‫أو‬ ‫اﻟرﺋﯾﺳﻲ‬ ‫اﻟﻣﻘﺎول‬ ‫أو‬ ‫اﻟزﺑون‬ ‫أو‬ ‫اﻟﻌﻣﯾل‬ ‫أو‬
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- FOR SMALLER ORGANIZATIONS or startup companies and those without a purchasing,
contracting, or procurement department, the project manager may assume the purchasing
authority role to negotiate and sign contracts directly (decentralized purchasing). For more
mature organizations, the actual procurement and contracting functions will be carried out by a
separate department with the specific role to purchase, negotiate, and sign contracts
(centralized purchasing).
TRENDS AND EMERGING PRACTICES IN PROCUREMENT MANAGEMENT
- Trends and emerging practices for Project Procurement Management include but are not
limited to:
 Advances in tools ‫اﻻدوات‬ ‫ﻓﻲ‬ ‫اﻟﺗﻘدم‬
 More advanced risk management.
 Changing contracting processes.
 Logistics and supply chain management.
 Technology and stakeholder relations.
 Trial engagements.
 Complexity of procurement.
 Physical location.
 Governance and regulatory environment.
 Availability of contractors.
========================================================
12.1 PLAN PROCUREMENT MANAGEMENT ( PLANNING)
- PLAN PROCUREMENT MANAGEMENT is the process of documenting project
procurement decisions, specifying the approach and identifying potential sellers.
- THE KEY BENEFIT OF THIS PROCESS is that it determines whether to acquire goods and
services from outside the project and, if so, what to acquire as well as how and when to
acquire it. Goods and services may be procured from other parts of the performing
organization or from external sources.
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12.1.1 PLAN PROCUREMENT MANAGEMENT: INPUTS
- The organizational process assets that can influence the Plan Procurement Management
process include but are not limited to:
 Preapproved seller lists.
 Formal procurement policies, procedures, and guidelines.
 CONTRACT TYPES. All legal contractual relationships generally fall into one of two broad
families: either fixed-price or cost-reimbursable. Also, there is a third hybrid type commonly
used called the time and materials contract.
 FIXED-PRICE CONTRACTS. This category of contracts involves setting a fixed total price for
a defined product, service, or result to be provided. These contracts should be used when the
type of work is predictable the requirements are well defined and no significant changes to the
scope are expected. Types of fixed-price contract include:
1. FIRM FIXED PRICE (FFP). ‫وﻣﺣدد‬ ‫ﺛﺎﺑت‬ ‫اﻟﺳﻌر‬ The most commonly used contract type is
the FFP. It is favored by most buying organizations because the price for goods is set at
the outset and not subject to change unless the scope of work changes.
2. FIXED PRICE INCENTIVE FEE (FPIF). This fixed-price arrangement gives the buyer
and seller some flexibility in that it allows for deviation from performance, with financial
incentives tied to achieving agreed-upon metrics. Typically, such financial incentives are
related to cost, schedule, or technical performance of the seller. Under FPIF contracts, a
price ceiling is set, and all costs above the price ceiling are the responsibility of the
seller.
3. FIXED PRICE WITH ECONOMIC PRICE ADJUSTMENTS (FPEPA). This type is used
whenever the seller’s performance period spans a considerable period of years, or if the
payments are made in a different currency. It is a fixed-price contract, but with a special
provision allowing for predefined final adjustments to the contract price due to changed
conditions, such as inflation changes or cost increases (or decreases) for specific
commodities.
 COST-REIMBURSABLE CONTRACTS. ‫اﻟﺗﻛﻠﻔﺔ‬ ‫اﺳﺗرداد‬ ‫ﻋﻘود‬ this category of contract involves
payments (cost reimbursements) to the seller for all legitimate actual costs incurred for
completed work, plus a fee representing seller profit. This type should be used if the scope of
work is expected to change significantly during the execution of the contract and the work is
evolving, likely to change, or not well defined. Variations can include:
1. COST PLUS FIXED FEE (CPFF). The seller is reimbursed for all allowable costs for
performing the contract work and receives a fixed-fee payment calculated as a
percentage of the initial estimated project costs. Fee amounts do not change unless the
project scope changes.
2. COST PLUS INCENTIVE FEE (CPIF). The seller is reimbursed for all allowable costs
for performing the contract work and receives a predetermined incentive fee based on
achieving certain performance objectives as set forth in the contract. In CPIF contracts, if
the final costs are less or greater than the original estimated costs, then both the buyer
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and seller share costs from the departures based upon a renegotiated cost-sharing
formula, for example, an 80/20 split over/under target costs based on the actual
performance of the seller.
3. COST PLUS AWARD FEE (CPAF). The seller is reimbursed for all legitimate costs, but
the majority of the fee is earned based on the satisfaction of certain broad subjective
performance criteria that are defined and incorporated into the contract. The
determination of fee is based solely on the subjective determination of seller
performance by the buyer and is generally not subject to appeals.
 TIME AND MATERIAL CONTRACTS (T&M). (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.
12.1.2 PLAN PROCUREMENT MANAGEMENT: TOOLS AND TECHNIQUES
- MARKET RESEARCH. Includes examination of industry and specific seller capabilities.
- MAKE-OR-BUY ANALYSIS. It is used to determine whether work or deliverables can best be
accomplished by the project team or should be purchased from outside sources. Factors to
consider in the make-or-buy decision include the organization’s current resource allocation and
their skills and abilities, the need for specialized expertise. It also includes evaluating the risks
involved with each make-or-buy decision.
12.1.3 PLAN PROCUREMENT MANAGEMENT: OUTPUTS
12.1.3.1 PROCUREMENT MANAGEMENT PLAN.
- The procurement management plan can include guidance for:
 How procurement will be coordinated with other project aspects.
 Timetable of key procurement activities.
 Procurement metrics to be used to manage contracts.
 Stakeholder roles and responsibilities related to procurement, including authority and
constraints of the project team when the performing organization has a procurement
department.
 Constraints and assumptions that could affect planned procurements.
 The legal jurisdiction and the currency in which payments will be made.
 Determination of whether independent estimates will be used and whether they are
needed as evaluation criteria.
 Risk management issues including identifying requirements for performance bonds or
insurance contracts to mitigate some forms of project risk.
 Prequalified sellers, if any, to be used.
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12.1.3.2 PROCUREMENT STRATEGY
- Once the make-or-buy analysis is complete and the decision is made to acquire from outside
the project, a procurement strategy should be identified.
- The objective of the procurement strategy is to determine the project delivery method, the type
of legally binding agreement(s), and how the procurement will advance through the
procurement phases.
12.1.3.3 BID DOCUMENTS
- Depending on the goods or services needed, the bidding documents can include:-
 REQUEST FOR INFORMATION (RFI). It is used when more information on the goods and
services to be acquired is needed from the sellers.
 REQUEST FOR QUOTATION (RFQ). It is commonly used when more information is
needed on how vendors would satisfy the requirements and/or how much it will cost.
 REQUEST FOR PROPOSAL (RFP).it is used when there is a problem in the project and
the solution is not easy to determine. This is the most formal of the “request for”
documents and has strict procurement rules for content, timeline, and seller responses.
12.1.3.4 PROCUREMENT STATEMENT OF WORK
- THE STATEMENT OF WORK (SOW) for each procurement is developed from the project scope
baseline and defines only that portion of the project scope that is to be included within the
related contract.
- THE SOW describes the procurement item in sufficient detail to allow prospective sellers to
determine if they are capable of providing the products, services, or results. Sufficient detail
can vary based on the nature of the item, the needs of the buyer, or the expected contract
form.
- INFORMATION INCLUDED IN A SOW can include specifications, quantity desired, quality
levels, performance data, period of performance, work location, and other requirements. ‫ﺟدا‬ ‫ھﺎم‬
‫ﺟدا‬
- THE PROCUREMENT SOW should be clear, complete, and concise. It includes a description of
any collateral services required, such as performance reporting or post-project operational
support for the procured item.
- THE SOW can be revised as required as it moves through the procurement process until
incorporated into a signed agreement.
12.1.3.7 INDEPENDENT COST ESTIMATES ‫اﻟﻣﺳﺗﻘﻠﺔ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﺗﻘدﯾرات‬
- For large procurements, the procuring organization may elect to either prepare its own
independent estimate or have a cost estimate prepared by an outside professional estimator
to serve as a benchmark on proposed responses. Significant differences in cost estimates
can be an indication that the procurement SOW was deficient or ambiguous, or that the
prospective sellers either misunderstood or failed to respond fully to the procurement SOW.
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12.1.3.10 ORGANIZATIONAL PROCESS ASSETS UPDATES
- Organizational process assets that are updated as a result of the Plan Procurement
Management process include but are not limited to information on qualified sellers.
12.2 CONDUCT PROCUREMENTS ( EXECUTING )
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- CONDUCT PROCUREMENTS is the process of obtaining seller responses, selecting a seller,
and awarding a contract. ‫اﻟﺑﺎﺋﻊ‬ ‫ردود‬ ‫ﻋﻠﻲ‬ ‫اﻟﺣﺻول‬–‫اﻟﺑﺎﺋﻊ‬ ‫اﺧﺗﯾﺎر‬–‫اﻟﻌﻘد‬ ‫اﺑرام‬
- THE KEY BENEFIT OF THIS PROCESS is that it selects a qualified seller and implements the
legal agreement for delivery. The end results of the process are the established agreements
including formal contracts.
- On larger projects with multiple providers, a key aspect of contract administration is managing
communication among the various providers.
12.2.1 CONDUCT PROCUREMENTS: INPUTS
12.2.1.3 PROCUREMENT DOCUMENTATION
- BID DOCUMENTS. Include the RFI, RFP, RFQ, or other documents sent to sellers so they
can develop a bid response.
- PROCUREMENT STATEMENT OF WORK. Provides sellers with a clearly stated set of
goals, requirements, and outcomes from which they can provide a quantifiable response.
- INDEPENDENT COST ESTIMATES. Developed either internally or by using external
resources and provide a reasonableness check against the proposals submitted by bidders.
- SOURCE SELECTION CRITERIA. These criteria describe how bidder proposals will be
evaluated, including evaluation criteria and weights. For risk mitigation, the buyer may
decide to sign agreements with more than one seller to mitigate damage caused by a single
seller having problems that impact the overall project.
12.2.1.4 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). If the
seller is going to submit a price proposal, good practice is to require that it be separate from
the technical proposal. The evaluation body reviews each submitted proposal according to
the source selection criteria and selects the seller that can best satisfy the buying
organization’s requirements.
12.2.2 CONDUCT PROCUREMENTS: TOOLS AND TECHNIQUES
12.2.2.2 ADVERTISING ‫اﻻﻋﻼﻧﺎت‬
- Advertising is communicating with users or potential users of a product, service, or result.
Existing lists of potential sellers often can be expanded by placing advertisements in general
circulation publications such as selected newspapers or in specialty trade publications. Most
government jurisdictions require public advertising or online posting of pending government
contracts.
12.2.2.3 BIDDER CONFERENCES
- Bidder conferences (also called contractor conferences, vendor conferences, and pre-bid
conferences) are meetings between the buyer and prospective sellers prior to proposal
submittal. They are used to ensure that all prospective bidders have a clear and common
understanding of the procurement and no bidders receive preferential treatment.
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- PROPOSAL EVALUATION. Proposals are evaluated to ensure they are complete and
respond in full to the bid documents, procurement statement of work, source selection
criteria, and any other documents that went out in the bid package.
- NEGOTIATION. It is a discussion aimed at reaching an agreement. It is clarifying the
structure, rights, and obligations of the parties and other terms of the purchases so that
mutual agreement can be reached prior to signing the contract. Final document language
reflects all agreements reached. Negotiation concludes with a signed contract document or
other formal agreement that can be executed by both buyer and seller. The negotiation
should be led by a member of the procurement team that has the authority to sign contracts.
The project manager and other members of the project management team may be present
during negotiation to provide assistance as needed.
12.2.3 CONDUCT PROCUREMENTS: OUTPUTS
12.2.3.1 SELECTED SELLERS
- The selected sellers are those who have been judged to be in a competitive range based on
the outcome of the proposal or bid evaluation. Final approval of complex, high-value, high-
risk procurements will generally require organizational senior management approval prior to
award.
12.2.3.2 AGREEMENTS ‫اﻟﻌﻘد‬
- A contract is a mutually binding agreement that obligates the seller to provide the specified
products, services, or results; obligates the buyer to compensate the seller; and represents
a legal relationship that is subject to remedy in the courts. The major components in an
agreement document will vary, and may include but are not limited to:
- Procurement statement of work or major deliverables; Schedule, milestones, or date by
which a schedule is required; Performance reporting; Pricing and payment terms;
Inspection, quality, and acceptance criteria; Warranty and future product support; Incentives
and penalties; Insurance and performance bonds; Subordinate subcontractor approvals;
General terms and conditions; Change request handling; and Termination clause and
alternative dispute resolution mechanisms.
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12.3 CONTROL PROCUREMENTS ( MONITOR & CONTROL )
- CONTROL PROCUREMENTS is the process of managing procurement relationships;
monitoring contract performance, and making changes and corrections as appropriate; and
closing out contracts.
- THE KEY BENEFIT OF THIS PROCESS is that it ensures that both the seller’s and buyer’s
performance meet the project’s requirements according to the terms of the legal agreement.
12.3.1 CONTROL PROCUREMENTS: INPUTS
12.3.1.4 PROCUREMENT DOCUMENTATION
- Contains complete supporting records for administration of the procurement processes.
Procurement documentation includes the statement of work, payment information, contractor
work performance information, plans, drawings, and other correspondence.
12.3.1.5 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.
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12.3.2 CONTROL PROCUREMENTS: TOOLS AND TECHNIQUES
12.3.2.2 CLAIMS ADMINISTRATION
- Requested changes where the buyer and seller cannot reach an agreement on compensation
for the change or cannot agree that a change has occurred. These contested changes are
called claims.
- If the parties themselves do not resolve a claim, it may have to be handled in accordance with
alternative dispute resolution (ADR) typically following procedures established in the contract.
- Settlement of all claims and disputes through negotiation is the preferred method.
12.3.3 CONTROL PROCUREMENTS: OUTPUTS
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.
- Requirements for formal procurement closure are usually defined in the terms and conditions
of the contract and are included in the procurement management plan.
- All deliverables should have been provided on time and meet technical and quality
requirements, there should be no outstanding claims or invoices, and all final payments
should have been made. The project management team should have approved all
deliverables prior to closure.
010131

13 PROJECT
STAKEHOLDER
MANAGEMENT

13 PROJECT STAKEHOLDER MANAGEMENT
- PROJECT STAKEHOLDER MANAGEMENT. The processes support the work of the project
team to analyze stakeholder expectations, assess the degree to which they impact or are
impacted by the project, and develop strategies to effectively engage stakeholders in support of
project decisions and the planning and execution of the work of the project.
The Project Stakeholder Management processes are:
- 13.1 IDENTIFY STAKEHOLDERS—The process of identifying project stakeholders regularly and
analyzing and documenting relevant information regarding their interests, 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.
KEY CONCEPTS FOR PROJECT STAKEHOLDER MANAGEMENT
- The process of stakeholder identification and engagement should commence as soon as
possible after the project charter has been approved, the project manager has been assigned
and the team begins to form.
- The process of identifying and engaging stakeholders for the benefit of the project is iterative.
the activities of identification, prioritization, and engagement should be reviewed and updated
routinely, and at least at the following times when:
 The project moves through different phases in its life cycle.
 Current stakeholders are no longer involved in the work of the project or new
stakeholders become members of the project’s stakeholder community.
 There are significant changes in the organization or the wider stakeholder community.
TRENDS AND EMERGING PRACTICES IN PROJECT STAKEHOLDER ENGAGEMENT
- TAILORING CONSIDERATIONS
 Stakeholder diversity. ‫اﻟﺗﻧو‬‫ع‬
 Complexity of stakeholder relationships.
 Communication technology.
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13.1 IDENTIFY STAKEHOLDERS ( PLANNING )
- IDENTIFY STAKEHOLDERS is the process of identifying project stakeholders regularly and
analyzing and documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.
- THE KEY BENEFIT OF THIS PROCESS is that it enables the project team to identify the
appropriate focus for engagement of each stakeholder or group of stakeholders.
- This process frequently occurs for the first time in a project either prior to or at the same
time the project charter is developed and approved. It is repeated as necessary, but should
be performed at the start of each phase and when a significant change in the project or the
organization occurs. Each time the identification process is repeated, the project
management plan components and project documents should be consulted to identify
relevant project stakeholders.
13.1.2 IDENTIFY STAKEHOLDERS: TOOLS AND TECHNIQUES
 BRAINSTORMING. Used to identify stakeholders can include:
 BRAINSTORMING. A general data-gathering and creativity technique that elicits
input from groups such as team members or subject matter experts.
 BRAIN WRITING. A refinement ‫ﺗﻧﻘﯾﺢ‬ of brainstorming that allows individual
participants time to consider the question(s) individually before the group creativity
session is held. The information can be gathered in face-to-face groups or using
virtual environments supported by technology.
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- STAKEHOLDER ANALYSIS. Stakeholder analysis results in a list of stakeholders and relevant
information such as their positions in the organization, roles on the project, “stakes,”
expectations, attitudes (their levels of support for the project), and their interest in information
about the project. Stakeholders’ stakes ‫ﺛﻘل‬can include but are not limited to a combination of:
 INTEREST. ‫اﻟﻔﺎﺋدة‬ A person or group can be affected by a decision related to the project or
its outcomes.
 RIGHTS ‫اﻟﺣﻘوق‬ (legal or moral rights). Legal rights, such as occupational health and safety,
may be defined in the legislation framework of a country. Moral rights may involve concepts
of protection of historical sites or environmental sustainability.
 OWNERSHIP.‫ة‬‫اﻟﻣﻠﻛﻲ‬ A person or group has a legal title to an asset or a property.
 KNOWLEDGE. ‫اﻟﻣﻌرﻓﺔ‬ Specialist knowledge, which can benefit the project through more
effective delivery of project objectives, organizational outcomes, or knowledge of the power
structures of the organization.
 CONTRIBUTION.‫اﻟﻣﺳﺎھﻣﺔ‬ PROVISION of funds or other resources, including human
resources, or providing support for the project in more intangible ways, such as advocacy in
the form of promoting the objectives of the project or acting as a buffer between the project
and the power structures of the organization and its politics.
- DOCUMENT ANALYSIS. Assessing the available project documentation and lessons learned
from previous projects to identify stakeholders and other supporting information.
- STAKEHOLDER MAPPING AND REPRESENTATION. It is a method of categorizing
stakeholders using various methods. Categorizing stakeholders assists the team in building
relationships with the identified project stakeholders. Common methods include:
 POWER/INTEREST GRID,
POWER/INFLUENCE GRID, OR
IMPACT/INFLUENCE GRID.
- Each of these techniques supports a
grouping of stakeholders according
to their level of authority (power),
level of concern about the project’s
outcomes (interest), ability to
influence the outcomes of the project
(influence), or ability to cause
changes to the project’s planning or
execution. These classification
models are useful for small projects
or for projects with simple
relationships between stakeholders
and the project, or within the
stakeholder community itself.
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 STAKEHOLDER CUBE. This is a refinement of the grid models previously mentioned. This
model combines the grid elements into a three-dimensional model that can be useful to
project managers and teams in identifying and engaging their stakeholder community. It
provides a model with multiple dimensions that improves the depiction of the stakeholder
community as a multidimensional entity and assists with the development of communication
strategies.
 SALIENCE MODEL. Describes classes of stakeholders based on assessments of their power
(level of authority or ability to influence the outcomes of the project), urgency (need for
immediate attention, either time-constrained or relating to the stakeholders’ high stake in the
outcome), and legitimacy (their involvement is appropriate). There is an adaptation of the
salience model that substitutes proximity for legitimacy (applying to the team and measuring
their level of involvement with the work of the project). The salience model is useful for large
complex communities of stakeholders or where there are complex networks of relationships
within the community. It is also useful in determining the relative importance of the identified
stakeholders.
 DIRECTIONS OF INFLUENCE. Classifies stakeholders according to their influence on the
work of the project or the project team itself. Stakeholders can be classified in the following
ways:
 UPWARD (senior management of the performing organization or customer organization,
sponsor, and steering committee),
 DOWNWARD (the team or specialists contributing knowledge or skills in a temporary
capacity),
 OUTWARD (stakeholder groups and their representatives outside the project team, such
as suppliers, government departments, the public, end-users, and regulators).
 SIDEWARD (the peers of the project manager, such as other project managers or middle
managers who are in competition for scarce project resources or who collaborate with the
project manager in sharing resources or information).
 PRIORITIZATION. Prioritizing stakeholders may be necessary for projects with a large number
of stakeholders, where the membership of the stakeholder community is changing frequently,
or when the relationships between stakeholders and the project team or within the
stakeholder community are complex.
13.1.2.5 MEETINGS
- Meetings are used to develop an understanding of significant project stakeholders. They can
take the form of facilitation workshops, small group guided discussions, and virtual groups
using electronics or social media technologies to share ideas and analyze data.
13.1.3 IDENTIFY STAKEHOLDERS: OUTPUTS
13.1.3.1 STAKEHOLDER REGISTER
- The stakeholder register provides the list of project stakeholders including additional
classification data and other information about identified stakeholders. that includes but is not
limited to:
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 IDENTIFICATION INFORMATION. Name, organizational position, location and contact details,
and role on the project.
 ASSESSMENT INFORMATION. Major requirements, expectations, potential for influencing
project outcomes.
 STAKEHOLDER CLASSIFICATION. Internal/external, impact/influence/power/interest,
upward/downward/outward/ sideward, or any other classification model chosen by the project
manager.
- As stakeholder identification continues throughout the project, new stakeholders, or new
information about stakeholders, may result in a change request to the product, project
management plan, or project documents.
13.2 PLAN STAKEHOLDER ENGAGEMENT ( PLANNING )
- 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.
- THE KEY BENEFIT is that it provides an actionable plan to interact effectively with
stakeholders.
13.2.2 PLAN STAKEHOLDER ENGAGEMENT: TOOLS AND TECHNIQUES
- STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX. Supports comparison between the
current engagement levels of stakeholders and the desired engagement levels required for
successful project delivery. One way to classify the engagement level of stakeholders. The
engagement level of stakeholders can be classified as follows: ‫اﻟﺣﺎﻟﯾﺔ‬ ‫اﻟﻣﺷﺎرﻛﺔ‬ ‫ﻣﺳﺗوي‬ ‫ﺑﯾن‬ ‫ﻣﻘﺎرﻧﺔ‬
‫اﻟﻣﺷروع‬ ‫ﻻﻧﺟﺎح‬ ‫اﻟﻣطﻠوﺑﺔ‬ ‫اﻟﻣﺷﺎرﻛﺔ‬ ‫وﻣﺳﺗوي‬
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 UNAWARE.‫ﻋﻠم‬ ‫ﻟدﯾﺔ‬ ‫ﻟﯾس‬ Unaware of the project and potential impacts.
 RESISTANT. ‫اﻟﻣﻘﺎوم‬Aware of the project and potential impacts but resistant to any changes
that may occur as a result of the work or outcomes of the project. These stakeholders will
be unsupportive of the work or outcomes of the project.
 NEUTRAL.‫ﻣﺣﺎﯾد‬ Aware of the project, but neither supportive nor unsupportive.
 SUPPORTIVE. ‫داﻋم‬Aware of the project and potential impacts and supportive of the work
and its outcomes.
 LEADING. Aware of the project and potential impacts and actively engaged in ensuring
that the project is a success
13.2.3 PLAN STAKEHOLDER ENGAGEMENT: OUTPUTS
13.2.3.1 STAKEHOLDER ENGAGEMENT PLAN
- A component of the project management plan that identifies the strategies and actions
required to promote productive involvement of stakeholders in decision making and
execution. May include to specific strategies or approaches for engaging with individuals or
groups of stakeholders.
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13.3 MANAGE STAKEHOLDER ENGAGEMENT ( EXECUTING )
- 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.
- THE KEY BENEFIT OF THIS PROCESS is that it allows the project manager to increase support
and minimize resistance from stakeholders.
- MANAGING STAKEHOLDER ENGAGEMENT helps to ensure that stakeholders clearly
understand the project goals, objectives, benefits, and risks for the project, as well as how
their contribution will enhance project success.
13.3.2 MANAGE STAKEHOLDER ENGAGEMENT: TOOLS AND TECHNIQUES
- CONFLICT MANAGEMENT. The project manager should ensure that conflicts are resolved in
a timely manner.
- CULTURAL AWARENESS. Used to help the project manager and team to communicate
effectively by considering cultural differences and the requirements of stakeholders.
- NEGOTIATION. Used to achieve support or agreement that supports the work of the project or
its outcomes and to resolve conflicts within the team or with other stakeholders.
- OBSERVATION/CONVERSATION. Used to stay in touch with the work and attitudes of project
team members and other stakeholders.
- POLITICAL AWARENESS. Achieved through understanding the power relationships within and
around the project.
13.3.2.4 GROUND RULES
- Ground rules, defined in the team charter set the expected behavior for project team
members, as well as other stakeholders, with regard to stakeholder engagement.
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13.4 MONITOR STAKEHOLDER ENGAGEMENT ( MONITOR & CONTROL )
- MONITOR STAKEHOLDER ENGAGEMENT is the process of monitoring project
stakeholder relationships and tailoring strategies for engaging stakeholders through
modification of engagement strategies and plans.
- THE KEY BENEFIT OF THIS PROCESS is that it maintains or increases the efficiency and
effectiveness of stakeholder engagement activities as the project evolves and its
environment changes.
13.4.2 MONITOR STAKEHOLDER ENGAGEMENT: TOOLS AND TECHNIQUES
13.4.2.5 INTERPERSONAL AND TEAM SKILL
- Interpersonal skills to that can be used for this process include but are not limited to:
 ACTIVE LISTENING. Used to reduce misunderstandings and another miscommunication.
 CULTURAL AWARENESS. Help the project manager to plan communications based on the
cultural differences and requirements of stakeholders and team members.
 LEADERSHIP. Successful stakeholder engagement requires strong leadership skills to
communicate the vision and inspire stakeholders to support the work and outcomes of the
project.
 NETWORKING. Ensures access to information about levels of engagement of stakeholders.
 POLITICAL AWARENESS. Used to understand the strategies of the organization, understand
who wields power and influence in this arena, and to develop an ability to communicate with
these stakeholders.
13.4.3 MONITOR STAKEHOLDER ENGAGEMENT: OUTPUTS
- Includes information about the status of stakeholder engagement, such as the level of current
project support and compared to the desired levels of engagement as defined in the
stakeholder engagement assessment matrix, stakeholder cube, or other tool.
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‫اﻟﻣﺷروع‬ ‫ﻣدﯾر‬ ‫ﻣﮭﺎم‬

‫المشروع‬ ‫مدير‬ ‫مهام‬
PMBOK Guide – Fifth Edition- EMAD OMARI
Domain Initiating – 13%
‫عمليات‬‫االبتداء‬
1 Perform project assessment based upon available information, lessons learned from previous
projects, and meetings with relevant stakeholders in order to support the evaluation of the
feasibility of new products or services within the given assumptions and/or constraints.
‫تقييم‬ ‫إجراء‬‫لل‬‫السابقة‬ ‫المشاريع‬ ‫من‬ ‫المكتسبة‬ ‫والدروس‬ ‫المتاحة‬ ‫المعلومات‬ ‫على‬ ‫بناء‬ ‫مشروع‬
‫مع‬ ‫واالجتماعات‬‫المعنيين‬‫بالمشروع‬‫ضمن‬ ‫الجديدة‬ ‫الخدمات‬ ‫أو‬ ‫المنتجات‬ ‫جدوى‬ ‫تقييم‬ ‫دعم‬ ‫أجل‬ ‫من‬
‫المحددة‬ ‫القيود‬ ‫أو‬ / ‫و‬ ‫االفتراضات‬
2 Identify key deliverables based on the business requirements in order to manage customer
expectations and direct the achievement of project goals.
‫أهداف‬ ‫تحقيق‬ ‫وتوجيه‬ ‫العمالء‬ ‫توقعات‬ ‫إدارة‬ ‫أجل‬ ‫من‬ ‫األعمال‬ ‫متطلبات‬ ‫إلى‬ ‫استنادا‬ ‫الرئيسية‬ ‫النتائج‬ ‫تحديد‬
‫المشروع‬.
3 Perform stakeholder analysis using appropriate tools and techniques in order to align
expectations and gain support for the project.
‫تحليل‬ ‫إجراء‬‫المعنيين‬‫بالمشروع‬‫والحصول‬ ‫التوقعات‬ ‫محاذاة‬ ‫في‬ ‫المناسبة‬ ‫والتقنيات‬ ‫األدوات‬ ‫باستخدام‬
‫للمشروع‬ ‫الدعم‬ ‫على‬
4 Identify high-level risks, assumptions, and constraints based on the current environment,
organizational factors, historical data, and expert judgment, in order to propose an
implementation strategy.
‫البي‬ ‫إلى‬ ‫استنادا‬ ‫عال‬ ‫مستوى‬ ‫على‬ ‫والقيود‬ ‫واالفتراضات‬ ‫المخاطر‬ ‫تخفيف‬‫التنظيمية‬ ‫والعوامل‬ ‫الحالية‬ ‫ئة‬
‫التنفيذ‬ ‫استراتيجية‬ ‫اقتراح‬ ‫أجل‬ ‫من‬ ،‫الخبراء‬ ‫وحكم‬ ،‫التاريخية‬ ‫والبيانات‬
5 Participate in the development of the project charter by compiling and analyzing gathered
information in order to ensure project stakeholders are in agreement on its elements.
‫ضمان‬ ‫أجل‬ ‫من‬ ‫المجمعة‬ ‫المعلومات‬ ‫وتحليل‬ ‫تجميع‬ ‫خالل‬ ‫من‬ ‫المشروع‬ ‫ميثاق‬ ‫تطوير‬ ‫في‬ ‫المشاركة‬‫احتواء‬
‫المعنيين‬‫بالمشروع‬‫الميثاق‬ ‫عناصر‬ ‫ضمن‬ ‫من‬.
6 Obtain project charter approval from the sponsor, in order to formalize the authority assigned
to the project manager and gain commitment and acceptance for the project.
‫من‬ ‫الميثاق‬ ‫مشروع‬ ‫موافقة‬ ‫على‬ ‫الحصول‬‫المالك‬‫السلطة‬ ‫على‬ ‫الرسمي‬ ‫الطابع‬ ‫إضفاء‬ ‫أجل‬ ‫من‬ ،
‫للمشروع‬ ‫والقبول‬ ‫االلتزام‬ ‫وكسب‬ ‫المشروع‬ ‫لمدير‬ ‫المخصصة‬.
7 Conduct benefit analysis with relevant stakeholders to validate project alignment with
organizational strategy and expected business value.
‫مع‬ ‫المنافع‬ ‫تحليل‬ ‫إجراء‬‫المعنيين‬‫بالمشروع‬‫صحة‬ ‫من‬ ‫للتحقق‬‫الموا‬‫ئ‬‫وقيمة‬ ‫التنظيمية‬ ‫االستراتيجية‬ ‫مع‬ ‫مة‬
‫المتوقعة‬ ‫األعمال‬.
8 Inform stakeholders of the approved project charter to ensure common understanding of the
key deliverables, milestones, and their roles and responsibilities
‫إشراك‬‫المعنيين‬‫بالمشروع‬‫المشترك‬ ‫الفهم‬ ‫لضمان‬ ‫المعتمد‬ ‫المشروع‬ ‫ميثاق‬ ‫في‬‫المشروع‬ ‫لمسلمات‬
‫والمعالم‬ ،‫الرئيسية‬‫ومسؤولياتهم‬ ‫وأدوارهم‬ ،‫الرئيسية‬.
140
34+8=42
meet
on the
Informing
5+3=8

Dom
ain
Planning – 24%
‫عمليات‬‫التخطيط‬
1 Task 1 Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project
charter, lessons learned, and by using requirement, gathering techniques in order to establish detailed project deliverables .
‫المهمة‬1‫استعراض‬‫وتقييم‬‫متطلبات‬‫المشروع‬،‫التفصيلية‬،‫والقيود‬‫واالفتراضات‬‫مع‬‫المعنيين‬‫بالمشروع‬‫استنادا‬‫إلى‬‫ميثاق‬‫المشر‬،‫وع‬
‫والدروس‬،‫المستفادة‬‫وباستخدام‬‫تقنيات‬‫جمع‬‫المتطلبات‬‫من‬‫أجل‬‫وضع‬‫تفاصيل‬‫لمخرجات‬‫المشروع‬
2 Task 2 Develop a scope management plan, based on the approved project scope and using scope management techniques, in
order to define, maintain, and manage the scope of the project .
‫المهمة‬2‫وضع‬‫خطة‬‫إلدارة‬‫النطاق‬‫استنادا‬‫إلى‬‫نطاق‬‫المشروع‬‫المعتمد‬‫وباستخدام‬‫تقنيات‬‫إدارة‬،‫النطاق‬‫من‬‫أجل‬،‫تحديد‬،‫والحفاظ‬‫وإدارة‬
‫نطاق‬‫المشروع‬.
3 Task 3 Develop the cost management plan based on the project scope, schedule ,resources, approved project charter and
other information, using estimating techniques, in order to manage project costs.
‫المهمة‬3‫وضع‬‫خطة‬‫إدارة‬‫التكاليف‬‫استنادا‬‫إلى‬‫نطاق‬،‫المشروع‬‫وجدوله‬،‫الزمني‬،‫والموارد‬‫والموافقة‬‫على‬‫ميثاق‬‫ال‬‫مشروع‬‫وغيرها‬‫من‬
،‫المعلومات‬‫وذلك‬‫باستخدام‬‫تقنيات‬‫التقدير‬،‫من‬‫أجل‬‫إدارة‬‫تكاليف‬‫المشروع‬
4 Task 4 Develop the project schedule based on the approved project deliverables and milestones, scope, and resource
management plans in order to manage timely completion of the project .
‫المهمة‬4‫وضع‬‫الجدول‬‫الزمني‬‫للمشروع‬‫استنادا‬‫إلى‬‫مخرجات‬‫المشروع‬‫الموافق‬‫عليها‬،‫والمعالم‬،‫والنطاق‬‫وخطط‬‫إدارة‬‫الموارد‬‫من‬‫أجل‬
‫إدارتها‬‫واالنتهاء‬‫ب‬‫الوقت‬‫المناسب‬‫ل‬‫لمشروع‬.
5 Task 5 Develop the human resource management plan by defining the roles and responsibilities of the project team members
in order to create a project organizational structure and provide guidance regarding how resources will be assigned and
managed .
‫المهمة‬5‫وضع‬‫خطة‬‫إدارة‬‫الموارد‬‫البشرية‬‫من‬‫خالل‬‫تحديد‬‫األدوار‬‫ومسؤوليات‬‫أعضاء‬‫فريق‬‫المشروع‬‫من‬‫أجل‬‫إنشاء‬‫التنظيمية‬ ‫هيكلية‬
‫لل‬‫مشروع‬‫وتوفير‬‫التوجيه‬‫بما‬‫يتعلق‬‫بكيفية‬‫إدارة‬‫الموارد‬‫و‬‫تعيينها‬.
6 Task 6 Develop the communications management plan based on the project organizational structure and stakeholder
requirements, in order to define and manage the flow of project information .
‫المهمة‬6‫وضع‬‫خطة‬‫إدارة‬‫االتصاالت‬‫استنادا‬‫إلى‬‫الهيكل‬‫التنظيمي‬‫ل‬‫لمشروع‬‫ومتطلبات‬‫المعنيين‬‫بالمشروع‬،‫من‬‫أجل‬‫تحديد‬‫وإدارة‬‫تدفق‬
‫معلومات‬‫المشروع‬
7 Task 7 Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that
the required project resources will be available
‫المهمة‬7‫وضع‬‫خطة‬‫إدارة‬‫المشتريات‬‫استنادا‬‫إلى‬‫نطاق‬‫المشروع‬،‫والميزانية‬‫والجدول‬،‫الزمني‬‫من‬‫أجل‬‫ضمان‬‫توافرية‬‫موارد‬‫المشروع‬
‫المطلوبة‬
8 Task 8 Develop the quality management plan and define the quality standards for the project and its products, based on the
project scope, risks, and requirements ,in order to prevent the occurrence of defects and control the cost of quality .
‫المهمة‬8‫وضع‬‫خطة‬‫إدارة‬‫الجودة‬‫وتحديد‬‫معايير‬‫الجودة‬،‫المشروع‬،‫ومنتجاته‬‫استنادا‬‫إلى‬‫نطاق‬،‫المشروع‬،‫والمخاطر‬‫والمتطل‬،‫بات‬‫وذلك‬‫لمنع‬
‫حدوث‬‫العيوب‬‫والتحكم‬‫في‬‫تكلفة‬‫الجودة‬.
9 Task 9 Develop the change management plan by defining how changes will be addressed and controlled in order to track and
manage change .
‫المهمة‬9‫وضع‬‫خطة‬‫إدارة‬‫التغيير‬‫من‬‫خالل‬‫تحديد‬‫كيفية‬‫إجراء‬‫التغييرات‬‫وتناولها‬‫و‬‫م‬‫راقب‬‫ت‬‫ها‬‫من‬‫أجل‬‫تتبع‬‫التغيير‬‫وإدارته‬.
10 Task 10 Plan for risk management by developing a risk management plan; identifying ,analyzing, and prioritizing project risk;
creating the risk register; and defining risk response strategies in order to manage uncertainty and opportunity throughout
the project life cycle.
‫المهمة‬10‫إل‬ ‫التخطيط‬‫دارة‬‫المخاطر‬‫من‬‫خالل‬‫وضع‬‫خطة‬‫إلدارة‬‫المخاطر؛‬،‫تحديد‬‫تحليل‬‫مخاطر‬‫المشروع‬‫وتحديد‬‫أولوياتها؛‬‫إنشاء‬‫سجل‬
‫المخاطر؛‬‫والتعريف‬‫استراتيجيات‬‫التصدي‬‫للمخاطر‬‫من‬‫أجل‬‫إدارة‬‫متوقعة‬ ‫الغير‬ ‫المخاطر‬‫والفرص‬‫طوال‬‫دورة‬‫حياة‬‫المشروع‬.
11 Task 11 Present the project management plan to the relevant stakeholders according to applicable policies and procedures in
order to obtain approval to proceed with project execution
‫المهمة‬11‫تقديم‬‫خطة‬‫إدارة‬‫المشروع‬‫إلى‬‫المعنيين‬‫بالمشروع‬‫وفقا‬‫إلى‬‫السياسات‬‫واإلجراءات‬‫المعمول‬‫بها‬‫من‬‫أجل‬‫الحصول‬‫على‬‫الموافقة‬
‫ل‬‫لمضي‬‫قدما‬‫مع‬‫تنفيذ‬‫المشروع‬
12 Task 12 Conduct kick-off meeting, communicating the start of the project, key milestones, and other relevant information in
order to inform and engage stakeholders and gain commitment .
‫المهمة‬12‫عقد‬‫اجتماع‬‫المشروع‬ ‫انطالق‬،‫والتواصل‬‫لبدء‬،‫المشروع‬‫الرئيسية‬ ‫المعالم‬ ‫وتحديد‬،‫وغيرها‬‫من‬‫المعلومات‬‫ذات‬‫الصلة‬‫من‬‫أجل‬
‫إعالم‬‫و‬‫مشاركة‬‫المعنيين‬‫بالمشروع‬‫منهم‬ ‫االلتزام‬ ‫وضمان‬
13 Task 13 Develop the stakeholder management plan by analyzing needs, interests, and potential impact in order to effectively
manage stakeholders' expectations and engage them in project decisions.
‫المهمة‬13‫وضع‬‫خطة‬‫إدارة‬‫المعنيين‬‫بالمشروع‬‫من‬‫خالل‬‫تحليل‬‫االحتياجات‬،‫والمصالح‬‫والتأثير‬‫المحتمل‬‫من‬‫أجل‬‫إدارة‬‫توقعات‬‫المعنيين‬
‫بالمشروع‬‫بفعالية‬‫وإشراكهم‬‫في‬‫قرارات‬‫المشاريع‬.
141
12+1=13
Scope
Cost
Time
HR
INT
Comm
Proct
.
QUA.
INT
INT
kick-off
RIS
STK

Domain Executing – 31%
‫عمليات‬‫التنفيذ‬
1 Task 1 Acquire and manage project resources by following the human resource and
procurement management plans in order to meet project requirements
‫المهمة‬1‫الحصول‬‫على‬‫موارد‬‫المشروع‬‫وإدارتها‬‫باتباع‬‫خطط‬‫إدارة‬‫الموارد‬‫البشرية‬‫والمشتريات‬
‫من‬‫أجل‬‫تلبية‬‫متطلبات‬‫المشروع‬
2 Task 2 Manage task execution based on the project management plan by leading
and developing the project team in order to achieve project deliverables
‫المهمة‬2:‫إدارة‬‫تنفيذ‬‫المهام‬‫استنادا‬‫إلى‬‫خطة‬‫إدارة‬‫المشروع‬‫من‬‫خالل‬‫قيادة‬‫وتطوير‬‫فريق‬
‫المشروع‬‫من‬‫أجل‬‫تحقيق‬‫مخرجات‬‫المشروع‬
3 Task 3 Implement the quality management plan using the appropriate tools and
techniques in order to ensure that work is performed in accordance with required
quality standards
‫المهمة‬3:‫تنفيذ‬‫خطة‬‫إدارة‬‫الجودة‬‫باستخدام‬‫األدوات‬‫والتقنيات‬‫المناسبة‬‫لضمان‬‫تنفيذ‬‫الع‬‫مل‬
‫وفقا‬‫لمعايير‬‫الجودة‬‫المطلوبة‬
4 Task 4 Implement approved changes and corrective actions by following the
change management plan in order to meet project requirements
‫المهمة‬4‫تنفيذ‬ :‫التغييرات‬‫الموافق‬‫عليها‬‫واإلجراءات‬‫التصحيحية‬‫باتباع‬‫خطة‬‫إدارة‬‫التغيير‬‫م‬‫ن‬
‫أجل‬‫تلبية‬‫متطلبات‬‫المشروع‬
5 Task 5 Implement approved actions by following the risk management plan in order
to minimize the impact of the risks and take advantage of opportunities on the
project
‫المهمة‬5‫تنفيذ‬ :‫اإلجراءات‬‫الموافق‬‫عليها‬‫باتباع‬‫خطة‬‫إدارة‬‫المخاطر‬‫من‬‫أجل‬‫تقليل‬‫أثر‬‫المخاطر‬
‫واالستفادة‬‫من‬‫الفرص‬‫المتاحة‬‫للمشرو‬‫ع‬.
6 Task 6 Manage the flow of information by following the communications plan in
order to keep stakeholders engaged and informed
‫المهمة‬6:‫إدارة‬‫تدفق‬‫المعلومات‬‫من‬‫خالل‬‫اتباع‬‫خطة‬‫االتصاالت‬‫من‬‫أجل‬‫الحفاظ‬‫على‬‫إشراك‬
‫المعنيين‬‫بالمشروع‬‫وإعالمهم‬.
7 Task 7 Maintain stakeholder relationships by following the stakeholder management
plan in order to receive continued support and manage expectations
‫المهمة‬7:‫الحفاظ‬‫على‬‫عالقات‬‫المعنيين‬‫بالمشروع‬‫من‬‫خالل‬‫اتباع‬‫خطة‬‫إدارة‬‫المعنيين‬
‫بالمشروع‬‫من‬‫أجل‬‫الحصول‬‫على‬‫الدعم‬‫المستمر‬‫وإدارة‬‫توقعاتهم‬
142
5+2=7

Domain Monitoring and Controlling – 25%
‫عمليات‬‫والمراقبة‬ ‫التحكم‬
1 Task 1 Measure project performance using appropriate tools and techniques in order
to identify and quantify any variances and corrective actions
‫المهمة‬1‫قياس‬‫أداء‬‫المشروع‬‫باستخدام‬‫األدوات‬‫والتقنيات‬‫المناسبة‬‫و‬ ‫لتعريف‬‫تحديد‬‫أي‬
‫باإلداء‬ ‫انحرافات‬‫وإجراءات‬‫تصحيحية‬.
2 Task 2 Manage changes to the project by following the change management plan in
order to ensure that project goals remain aligned with business needs
‫المهمة‬2‫إدارة‬‫التغييرات‬‫على‬‫المشروع‬‫باتباع‬‫خطة‬‫إدارة‬‫التغيير‬‫ل‬‫ضمان‬‫موائ‬‫مة‬‫أهداف‬
‫المشروع‬‫مع‬‫احتياجات‬‫العمل‬
3 Task 3 Verify that project deliverables conform to the quality standards established in
the quality management plan by using appropriate tools and techniques to meet
project requirements and business needs
‫المهمة‬3‫التحقق‬‫من‬‫توافق‬‫مخرجات‬‫المشروع‬‫مع‬‫معايير‬‫الجودة‬‫المحددة‬‫في‬‫خطة‬‫إدارة‬
‫الجودة‬‫باستخدام‬‫األدوات‬‫والتقنيات‬‫المناسبة‬‫لتلبية‬‫متطلبات‬‫المشروع‬‫واحتياجات‬‫العمل‬
4 Task 4 Monitor and assess risk by determining whether exposure has changed and
evaluating the effectiveness of response strategies in order to manage the impact of
risks and opportunities on the project .
‫المهمة‬4‫رصد‬‫وتقييم‬‫المخاطر‬‫من‬‫خالل‬‫تحديد‬‫ما‬‫إذا‬‫كان‬‫المكتشف‬‫قد‬‫غير‬‫وتقييم‬‫فعالية‬
‫است‬‫راتيجيات‬‫االستجابة‬‫من‬‫أجل‬‫إدارة‬‫تأثير‬‫المخاطر‬‫والفرص‬‫على‬‫المشروع‬
5 Task 5 Review the issue log, update if necessary, and determine corrective actions by
using appropriate tools and techniques in order to minimize the impact on the
project .
‫المهمة‬5‫قم‬‫بمراجعة‬‫سجل‬،‫المشكالت‬‫وتحديثها‬‫إذا‬‫لزم‬،‫األمر‬‫وتحديد‬‫اإلجراءات‬‫التصحيحية‬
‫وذلك‬‫باستخدام‬‫األدوات‬‫والتقنيات‬‫المناسبة‬‫من‬‫أجل‬‫تقليل‬‫األثر‬‫على‬‫المشروع‬
6 Task 6 Capture, analyze, and manage lessons learned, using lessons learned
management techniques in order to enable continuous improvement .
‫المهمة‬6‫التقاط‬‫الدروس‬‫المستفادة‬‫وتحليلها‬،‫وإدارتها‬‫باستخدام‬‫الدروس‬‫المستفادة‬‫وتقنيات‬
‫اإلدارة‬‫من‬‫أجل‬‫تمكين‬‫التحسين‬‫المستمر‬.
7 Task 7 Monitor procurement activities according to the procurement plan in order to
verify compliance with project objectives.
‫المهمة‬7‫رصد‬‫أنشطة‬‫الشراء‬‫وفقا‬‫لخطة‬‫الشراء‬‫من‬‫أجل‬‫التحقق‬‫من‬‫االمتثال‬‫ألهداف‬
‫المشروع‬.
143
5+2=7

Domain Closing – 7%
‫عمليات‬‫إغالق‬
1 Task 1 Obtain final acceptance of the project deliverables from relevant stakeholders in
order to confirm that project scope and deliverables were achieved.
‫المهمة‬1:‫الحصول‬‫على‬‫الموافقة‬‫النهائية‬‫على‬‫مخرجات‬‫المشروع‬‫من‬‫المعنيين‬‫بالمشروع‬‫للتأكد‬
‫من‬‫أن‬‫نطاق‬‫المشروع‬‫ونواتجه‬‫قد‬‫تحققت‬
2 Task 2 Transfer the ownership of deliverables to the assigned stakeholders in
accordance with the project plan in order to facilitate project closure.
‫المهمة‬2:‫نقل‬‫ملكية‬‫المشروع‬ ‫مخرجات‬‫إلى‬‫المعنيين‬‫بالمشروع‬‫وفقا‬‫لخطة‬‫المشروع‬‫من‬‫أجل‬
‫تسهيل‬‫إغالق‬‫المشروع‬
3 Task 3 Obtain financial, legal, and administrative closure using generally accepted
practices and policies in order to communicate formal project closure and ensure
transfer of liability.
‫المهمة‬3-‫الحصول‬‫على‬‫اإلقفال‬‫المالي‬‫والقانوني‬‫واإلداري‬‫باستخدام‬‫الممارسات‬‫والسياسات‬
‫المقبولة‬‫من‬‫أجل‬‫البدء‬‫التواصل‬‫الالز‬‫م‬‫إل‬‫غالق‬‫المشروع‬‫بشكل‬‫ر‬‫سمي‬‫ل‬ ‫وأيضا‬‫ضمان‬‫نقل‬
‫المسؤولية‬
4 Task 4 Prepare and share the final project report according to the communications
management plan in order to document and convey project performance and assist in
project evaluation
‫المهمة‬4-‫إعداد‬‫ومشاركة‬‫تقرير‬‫المشروع‬‫النهائي‬‫وفقا‬‫لخطة‬‫إدارة‬‫االتصاالت‬‫من‬‫أجل‬‫توثيق‬‫أداء‬
‫المشروع‬‫والمساعدة‬‫في‬‫تقييم‬‫المشروع‬
5 Task 5 Collate lessons learned that were documented throughout the project and
conduct a comprehensive project review in order to update the organization's knowledge
base
‫المهمة‬5-‫جمع‬‫الدروس‬‫المستفادة‬‫التي‬‫تم‬‫توثيقها‬‫مراحل‬ ‫خالل‬‫المشروع‬‫وإجراء‬‫مراجعة‬‫شاملة‬
‫للمشروعات‬‫من‬‫أجل‬‫تحديث‬‫قاعدة‬‫ال‬‫معرفة‬‫ب‬ ‫الخاصة‬‫المنظمة‬
6 Task 6 Archive project documents and materials using generally accepted practices in
order to comply with statutory requirements, for potential use in future projects, and
audits.
‫المهمة‬6-‫أرشفة‬‫وثائق‬‫ومواد‬‫المشروع‬‫باستخدام‬‫الممارسات‬‫المقبولة‬‫من‬‫أجل‬‫االمتثال‬
‫للمتطلبات‬‫القانونية‬‫واالستخدام‬‫المحتمل‬‫لها‬‫في‬‫المشاريع‬‫والتدقي‬‫قات‬‫المستقبلية‬
7 Task 7 Obtain feedback from relevant stakeholders using appropriate tools and
techniques and based on the stakeholder management plan in order to evaluate their
satisfaction.
‫المهمة‬7-‫الحصول‬‫على‬‫الرأي‬‫من‬‫المعنيين‬‫بالمشروع‬‫ذوي‬‫الصلة‬‫باستخدام‬‫األدوات‬‫والتقنيات‬
‫المناسبة‬‫لذلك‬‫وباالعتماد‬‫على‬‫خطة‬‫إدارة‬‫المعنيين‬‫بالمشروع‬‫من‬‫أجل‬‫تقييم‬‫مدى‬‫رضاهم‬
144
7+0=7

Pmbok summary six_edition

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Pmbok summary six_edition