11/5/2024

LESSON 3

PMI® AUTHORIZED
PLAN THE PROJECT
• Planning Projects
• Scope
PMP® • Schedule
• Resources
• Budget
EXAM PREP COURSE • Risks
• Quality
• Integrate Plans

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Planning Projects
TOPIC A

What is Planning

In the context of the Project Management Institute (PMI) and project management,
Planning refers to the process of defining the project's objectives and determining the most effective
course of action to achieve those objectives.
Planning is one of the five process groups in the PMI's Project Management Body of Knowledge (PMBOK).

،‫(وإدارة المشاريع‬PMI) ‫ﻓﻲ سياق معهد إدارة المشاريع‬

‫• يشير التخطيط إلى عملية تحديد أهداف المشروع وتحديد مسار العمل اﻷكثر ﻓعالية لتحقيق تلك‬
‫اﻷهداف‬
(PMBOK) ‫يعد التخطيط إحدى مجموعات العمليات الخمس ﻓﻲ إدارة المشاريع طبقا لكتاب‬. •
PMI. ‫الخاصة بـ‬

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What is Plan

A plan is a detailed proposal or outline of how a particular set of

activities or tasks will be carried out to achieve a specific goal or
objective. It is a structured document that serves as a roadmap,
providing guidance on what needs to be done, when it needs to be
done, how it will be done, and who will be responsible for each task.

‫الخطة عبارة عن اقتراح تفصيلﻲ أو مخطط تفصيلﻲ لكيفية تنفيذ مجموعة معينة‬
‫إنها وثيقة منظمة تعمل بمثابة‬. ‫من اﻷنشطة أو المهام لتحقيق هدف أو غرض محدد‬
‫ وكيف‬،‫ ومتى يجب القيام به‬،‫ توﻓر إرشادات حول ما يجب القيام به‬،‫خريطة طريق‬
.‫ ومن سيكون مسؤوﻻً عن كل مهمة‬،‫سيتم القيام به‬

Project Plan
In the context of project management,
a project plan is a comprehensive document that outlines the entire
scope of a project and details the approach that will be taken to
execute it successfully.
This includes information on project objectives, scope, schedule,
budget, resources, quality standards, risk management,
communication strategies, and other relevant aspects.

‫ تعد خطة المشروع وثيقة شاملة تحدد النطاق الكامل‬،‫ﻓﻲ سياق إدارة المشروع‬
‫للمشروع وتوضح بالتفصيل النهج الذي سيتم اتباعه لتنفيذه بنجاح‬
‫يتضمن ذلك معلومات حول أهداف المشروع ونطاقه والجدول الزمنﻲ والميزانية‬.
‫والموارد ومعايير الجودة وإدارة المخاطر واستراتيجيات اﻻتصال والجوانب اﻷخرى‬
‫ذات الصلة‬

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‫مرحلة ماقبل المشروع‬

‫خطة إدارة المناﻓع‬

Rolling Wave Planning

DEFINITION 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.

‫أسلوب تخطيط تكراري يتم من خﻼله التخطيط للعمل الذي سيتم إنجازه على المدى القريب‬
‫ بينما يتم التخطيط للعمل اﻹضاﻓﻲ ﻓﻲ المستقبل على مستوى أعلى‬،‫بالتفصيل‬

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Planning Starts with a Project

Management Plan
Enables project managers to ....
• Execute
The document that describes how the • Monitor
project will be executed, monitored and
• Control
controlled, and closed.
• Close
It includes:
• Subsidiary plans
• Baselines • Establishes guardrails to maintain controls,
so ....
• Additional components • Teams can tailor their way of working and
act quickly and flexibly!

*See definition tab for list

Project Management Plan

SUBSIDIARY MANAGEMENT PLANS
Scope management plan
Requirements management plan
Schedule management plan ADDITIONAL COMPONENTS
Cost management plan
Change management plan
Quality management plan
Configuration management plan
Resource management plan
Performance measurement baseline
Communications management plan
Project life cycle
Risk management plan
Development approach
Procurement management plan
Management review
Stakeholder engagement plan

BASELINES
Scope baseline
Schedule baseline
Cost baseline

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Project
Documents
‫*وثائق المشروع‬

Documentation and content created by the team to plan and manage the
project effectively

Some documents are project artifacts, which need to be maintained and

then archived at the end of the project.

They are not components of the project management plan.

*See definition tab for list

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• Adaptive and Hybrid

Development Approaches

Collaborative
Planning
Product owner decides objectives according to customer
Adaptive and needs/wants; team executes work and helps product
Hybrid owner plan the work
Development
Approaches
Team members are local domain experts in integration
management — how work will be planned and completed

Project manager, team lead or scrum master helps focus

the team to execute the planned work

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Planning Across Life Cycles

Planning Across Life Cycles

Predictive Hybrid Adaptive

Requirements Defined in specific terms Elaborated periodically Elaborated frequently

specification before development during delivery during delivery

Delivered after each

Delivered at the end of the Can be divided into pieces
Outcome(s) iteration according to
project (incremental)
stakeholder-desired value

Constrained as much as Incorporated at periodic Incorporated in real time

Change
possible intervals during delivery

Stakeholder
At specific milestones Regularly Continuously
Involvement

Through detailed planning

Risk and cost Through progressive Done as requirements and
of mostly known
controls elaboration of plans constraints emerge
consideration

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Topic Coverage

Differentiation of planning in
predictive and adaptive
approaches

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Scope
TOPIC B

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Click me!
Scope

PROJECT
SCOPE
can be defined as the range, detail, or a boundary of a term it is attached to

. ‫نطاق او تفاص ل العمل المطلوب انجازة‬

PRODUCT
SCOPE
Product scope
is about the product details. Product scope defines what the product will look like,
how will it work, its features, etc.

FIXED
.‫ وما إلى ذلك‬،‫ وميزاته‬،‫ وكيف سيعمل‬،‫يحدد نطاق المنتج الشكل الذي سيبدو عليه المنتج‬. ‫يتعلق بتفاصيل المنتج‬

The Project scope

FLEXIBLE
is the work required to create the product. It also defines what is in the scope and
whatnot, which helps you avoid scope creep.

.‫ مما يساعدك على تجنب زحف النطاق‬،‫كما أنه يحدد أيضًا ما هو موجود ﻓﻲ النطاق وما هو غير ذلك‬. ‫هو العمل المطلوب ﻹنشاء المنتج‬

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Product Scope Project Scope

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Product Scope Project Scope

Product Roadmap*
• Envisions and plans the “big picture”
• Displays product strategy and direction
and the value to be delivered
• Leads with the overarching product
vision and uses progressive elaboration
to refine vision
• Uses themes (goals) to provide structure
and associations
• Provides short-term and long-term
visualization

‫خريطة تنفيذ المنتج‬

‫• توضح التصورات وخطط المنتج "الصورة الكبيرة‬
‫• "يعرض استراتيجية المنتج واتجاهه والقيمة التﻲ سيتم‬
‫تسليمها‬
‫• يقود الرؤية الشاملة للمنتج ويستخدم التفصيل التدريجﻲ‬
‫لتحسين الرؤية‬
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Milestones
‫العﻼمات المرجعية للمنتج او المشروع‬
• Markers for big events, reviews, due
dates, payments or decision-making
• Prompts for reporting requirements or
sponsor/customer approval
• Created by project managers, customers
or both
A milestone list identifies all milestones
and indicates which are:
• Mandatory - required by contract, or
• Optional (estimated on historical
information)

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Scope Planning

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Project Planning

Project Scope Management

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.

Collect Requirements—The process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives.
Planning
Scope
Define Scope—The process of developing a detailed description of the project and product.

Create WBS—The process of subdividing project deliverables and project work into smaller,
more manageable components.

Monitoring &
Validate Scope—The process of formalizing acceptance of the completed project deliverables. Controlling

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Project Scope Management

Plan Scope Management—The process of creating a scope management plan that Scope Management Plan
documents how the project and product scope will be defined, validated, and controlled.
‫خطة إدارة النطاق‬

Collect Requirements—The process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives.
Requirements Documentation
‫وثائق المتطلبات‬

Define Scope—The process of developing a detailed description of the project and product. Scope Statement
‫نطاق المشروع‬
Create WBS—The process of subdividing project deliverables and project work into smaller,
more manageable components.
Scope Baseline
‫الخط المرجعى للمشروع‬

Validate Scope—The process of formalizing acceptance of the completed project deliverables. Accepted Deliverables
‫التسليمات المقبولة‬

Scope Planning
Comparison of Processes
PRODUCT OWNER ‫مالك المنتج‬
• Creates and refines release backlog for
PROJECT MANAGER ‫مدير المشروع‬ iteration planning meeting
• Facilitates the Collect Requirements • Explains each prioritized user story in
Process detail to the team
• Documents requirements in a:
• Scope statement (text/document) TEAM ‫ﻓريق العمل‬
• Work breakdown structure (WBS) – • Estimates effort required and creates the
(visual) iteration baseline, selecting stories to meet
the expected velocity for the iteration.
• Develops schedule, budget, resource and
quality plans to deliver requirements • Places user stories from product backlog
into release backlog to support identified
features and functions
What might a hybrid scope • Uses a story map to sequence and
planning process look like? prioritize user stories in the release
backlog

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Scope • Review of the scope activities for the project and how that work will be
Management done
Plan* • Should include processes to prepare a project scope statement
• Enables the creation of the WBS from the detailed project scope
statement
• Establishes how the scope baseline will be approved and maintained
• Specifies how formal acceptance of the completed project deliverables
will be obtained
• Can be formal or informal, broadly framed or highly detailed

‫مراجعة نطاق اﻷنشطة الخاصة بالمشروع وكيفية إنجاز هذا العمل‬ •

‫يجب أن تتضمن عمليات إعداد بيان نطاق المشروع‬ •
‫من بيان نطاق المشروع التفصيلﻲ‬WBS ‫تمكن من إنشاء‬ •
‫يحدد كيفية المواﻓقة على خط اﻷساس للنطاق والحفاظ عليه‬ •
‫يحدد كيفية الحصول على القبول الرسمﻲ لتسليمات المشروع المكتملة‬ •
،‫يمكن أن تكون رسمية أو غير رسمية‬ •

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Requirements
• A requirement is one single measurable statement of a condition or
‫المتطلبات‬ capability.
• It tells how a product, service or result satisfies a business need.
What Are They and
Why Do We Need ‫المتطلب هو بيان واحد قابل للقياس لحالة أو قدرة على التنفيذ‬
Them? .‫ﻓهو يوضح كيف يلبﻲ المنتج أو الخدمة أو النتيجة احتياجات العمل‬.

Guidelines for use:

• Start at a high level before providing details

• Must be unambiguous (measurable and testable), traceable,

complete, consistent and acceptable to key stakeholders

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Document Requirements
‫قائمة متطلبات المشروع‬
• A simple format — e.g., a document
listing all requirements, categorized
by stakeholder and priority, OR
• More elaborate — e.g., executive
summary, detailed descriptions,
attachments
• Requirements traceability matrix
• ‫قائمة تتبع المتطلبات‬

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Types of Requirements
Type Describes the...

Project Actions, processes and conditions the project must meet

Features and characteristics of the product, service or result that will meet the business
and stakeholder requirements
Product • Functional – Product features
• Nonfunctional - Supplemental environmental conditions/qualities that make the product
effective

Conditions or criteria needed to validate the successful completion of a project deliverable

Quality
or fulfilment of other project requirements

Business Higher-level organizational needs, reasons for the project

Stakeholder Stakeholder (or stakeholder group) needs —aka “Reporting requirements”

Transition/
Temporary capabilities needed to transition successfully to the desired future state
Readiness

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Collect
Requirements • Expert Judgment • Data Analysis
Process • Interpersonal/Team Skills • Document analysis
• Nominal group technique • Alternatives analysis
• Observation • Product analysis (if
deliverable is a product)
• Facilitation
• Decision-Making Techniques
• Data Gathering
• Voting
• Brainstorming
• Multi-criteria decision
• Interviews
analysis
• Focus groups
• Questionnaires and surveys • Data Representation
• Benchmarking • Mind mapping
• Affinity diagram
• Context or use case diagram
• Prototyping — e.g., storyboarding

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Scope Planning: How to Collect Requirements

Interviews Questionnaires/Surveys Observations Focus Groups Facilitated Workshops

• Identify/define • Casual/interactive • Sessions organized

features and • Written format information-sharing by project managers
• Physical technique
functions of • Captures information • Moderator-guided to determine
used learn about a
Characteristics deliverables from large groups • Includes stakeholders requirements and
specific job role,
• Can be structured, • Yields quantitative and SMEs enable stakeholder
task or function
unstructured or data • Yields qualitative agreement on project
asynchronous data outcomes

• Handles sensitive/ • Quick turnaround

• Pre-selected • Team can capture
confidential • Effective with varied
participants for varied requirements
information and geographically • Team can
opinions • Stakeholders can
• Helps identify dispersed understand where
Advantages • Small group for understand the
stakeholder respondents changes might be
focused approach concerns and
requirements, • Yields quantifiable beneficial
and gathering requirements of
goals or data for statistical
specific information others
expectations analysis

• Time consuming • Must prequalify

Considerations • Captures only a
• Answer/ data quality stakeholders • Facilitation is
(potential single point of
drawbacks) depends on question • SMEs and facilitation essential
view
quality are essential

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Example : out of PMP exam

Multi-Criteria Decision Analysis (MCDA) is a decision-making approach that

considers multiple criteria to evaluate and rank different alternatives.
Scenario: Selecting a Project Management Software
Imagine you are an instructor responsible for selecting the most suitable project management software
for your university department. You have identified three potential options:
1.Software A: Robust features, high cost, steep learning curve.
2.Software B: Moderate features, moderate cost, user-friendly interface.
3.Software C: Basic features, low cost, easy to use.
Let's identify three key criteria:
a. Functionality: How well does the software meet the project management needs of the department?
b. b. Cost: What is the overall cost, including both the software license and any additional expenses?
c. c. User-Friendliness: How easy is it for users with varying levels of technical expertise to use the software?

Now, assign weights to each criterion based on their importance. Let's say the weights are:
•Functionality: 40%
•Cost: 30%
•User-Friendliness: 30%
Example : out of PMP exam

Next, you need to score each software on a scale of 1 to 5 for

each criterion, with 5 being the best.
For example:

Criteria Software A Software B Software C

Functionality 5 3 2
Cost 2 4 5
User-Friendliness 2 4 5

Now, calculate the weighted scores for each software by multiplying the scores by the corresponding weights
and summing them up.

After calculating the total weighted scores for each software, you can compare them and make an
informed decision based on the criteria and their respective weights. The software with the highest
total weighted score is the most suitable choice according to the given criteria.

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Data Gathering
‫تجميع البيانات‬
Use Benchmarks to generate product requirements
• Requires best practices to make comparisons
• Evaluates and compares an organization’s or project’s practices
with others
• Identifies best practices in order to meet or exceed them

• Can you remember the other methods for data gathering?

• Why do you think benchmarking is effective in gathering data

for scope planning?

• Why would you choose it instead of the other methods?

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Represent Data

• Mind Mapping ‫–الخرائط الذهنية‬

Consolidate ideas created through
individual brainstorming sessions into a
single map to reflect commonality and
differences in understanding and to
generate new ideas
• Affinity Diagram ‫ – مخطط التقارب‬Allows
large numbers of ideas to be classified
for review and analysis

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
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Affinity Diagram ‫مخطط التقارب‬

Context Business Context Diagram Example

Diagrams* ‫مخطط سياق اﻻعمال‬

GOVERNMENT PRIVATE SECTOR

REQUEST FOR REQUEST FOR

FUNDING FUNDING FUNDING FUNDING

HARDWARE, SOFTWARE
AND SUPPORT EDUCATIONAL SERVICES

USER COMMUNITY UNIVERSITY INDUSTRY

REQUEST FOR HARDWARE, REQUEST FOR EDUCATIONAL
SOFTWARE AND SUPPORT SERVICES

REQUEST FOR EDUCATIONAL

EDUCATIONAL SERVICES SERVICES

EDUCATION
COMMUNITY

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Prototyping
‫النماذج اﻻولية للمنتج‬
• Evaluation and experimentation tool
• Enables early feedback for further
development and to develop a detailed
list of project requirements
• Storyboarding is a type of prototyping
that uses visuals or images to illustrate a
process or represent a project outcome.

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Scope Planning – Requirements Prioritization

Define Scope

Scope Planning – Requirements Prioritization

Tool or Technique Description Benefits

Used to reach a common understanding with • Compares several points of view
stakeholders on the importance of each requirement. • Used with timeboxing to focus on the most
They indicate: important requirements
MoSCoW Analysis
• M - Must have • Common in agile software development, Scrum,
developed by Dai Clegg
• S - Should have RAD and DSDM
• C - Could have
• W - Won't have (for now)
Understand and classify all potential customer • Development efforts can then be prioritized by the
requirements or features into four categories of need: things that most influence customer satisfaction
Kano Model
• Delighters/exciters and loyalty.
(Product management technique)
• Satisfiers
developed by Noriaki Kano
• Dissatisfiers
• Indifferent
Paired Comparison Analysis Rate and rank alternatives by comparing one against • Good for small range of subjective requirements
developed by LL Thurston the other
100 Points Method Vote for importance of requirements in a list; • Good for any size group, even large ones
(aka fixed sum or fixed allocation stakeholders distribute 100 points in any way they • Gives priority to stakeholder decision- making
method) wish (Like “Monopoly money” method) because they must exercise depth of thought
developed by Dean Leffingwell and Don
Widrig

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MoSCoW
The MoSCoW prioritization
scheme, which was
popularized by DSDM,
derives its name from the
first letters of the following
labels:

Must have
Should have
Could have
Would like to have, but no t this time

Kano Model

Kano model strives to fulfill

requirements and ensure
customer satisfaction.

This technique is used to classify

customer preferences into four
categories;

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100 Point Method

In this method, each stakeholder is given 100 points that
he or she can use to vote for the most important
requirements.

The stakeholders can distribute the 100 points in anyway

The requirements that have been allocated a higher

amount on a ratio basis are considered within the
application scope.

This technique is good if there are limited number of

requirements

Project Scope
Statement
‫بيان نطاق المشروع‬ Includes –

• Scope description - project and product

‫المشروع والمنتج‬- ‫وصف النطاق‬ •
• Acceptance criteria
‫معايير القبول‬ •
• Any required deliverables ‫أي التسليمات المطلوبة‬ •
‫أي عناصر خارجة عن النطاق مطلوبة‬ •
• Any out-of-scope items needed for ‫للتوضيح‬
clarification
‫القيود واﻻﻓتراضات‬ •
• Constraints and assumptions

Once it has been approved and baselined, changes are only permitted
in accordance with the change management plan.

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Scope Planning
Create WBS

Create the Work Breakdown

Structure (WBS)* 1.0
Top of WBS
Project name or
Project Name
‫هيكلية تجزئة اﻻعمال‬ primary deliverable

‫تقسيم هرمى لنطاق المشروع لكى يتم تنفيذه من قبل‬

‫فريق المشروغ لتحقيق أهداف وتسليمات المشروع‬ 1.1
Management control point
Integrate scope, budget, and
Control Account
schedule to compare to EV
• Follow the 100% rule!
• Include every aspect – Works needed further plan
nothing extra, nothing 1.1.2
Planning Package
Integrate scope, budget, and
schedule to compare to EV
missing
• Include project and product components
Planned works
1.1.1 1.1.2.1
• Use hierarchical structure Work Package Work Package
Group scheduled and
estimated activities
• Highest – project
• Next – deliverables Each work package is
WBS code
part of only one financial
• Lowest – work package control account.
(numbering system)

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Decompose Work
in the WBS
Steps:
‫تقسيم اﻻعمال‬ 1. Identify deliverables and the
work/tasks needed to
Divide and subdivide the accomplish them
‫المهام الﻼزمة‬/‫تحديد التسليمات والعمل‬ .1
project scope and 2. Structure and organize the WBS ‫ﻹنجازها‬
deliverables into smaller, WBS ‫هيكلة وتنظيم‬ .2
more manageable parts 3. Decompose high-level WBS scope
components into low-level ‫عالية المستوى‬WBS ‫قم بتحليل مكونات نطاق‬ .3
components ‫إلى مكونات منخفضة المستوى‬
‫تطوير وتعيين رمز تعريف ﻓريد لكل مكون من‬ .4
4. Develop and assign a unique ‫رمز الحسابات‬
identification code to each ‫قم بمراجعة تحليل حزم العمل والتحقق من‬ .5
component from the code of ‫تواﻓقها مع متطلبات المشروع‬
accounts
5. Review the decomposition of work
packages and verify that they align
with the project requirements

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Work Breakdown Structure (WBS)*

DMAIC Project

1.0 2.0 3.0 4.0 5.0

Define Measure Analyze Improve Control

1.1 2.1 3.1 4.1 5.1

1.2 2.2 3.2 4.2 5.2

1.3 2.3 3.3 4.3 5.3

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Work Breakdown Structure (WBS)*

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Work Breakdown Structure (WBS)*

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Work Breakdown Structure (WBS)*

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WBS Dictionary
‫قاموس هيكل تجزئة العمل‬ Decompose work and include:
• WBS code identifier
• Description of work
Provides detailed
• Assumptions and constraints
deliverable, activity
and scheduling • Responsible organization
information about • Schedule milestones
each component in • Associated schedule activities
the WBS
• Resources required to complete the work
‫يوﻓر معلومات مفصلة عن التسليم‬ • Cost estimations
‫والنشاط والجدولة حول كل مكون‬ • Quality requirements
WBS ‫ﻓﻲ‬ • Acceptance criteria
• Technical references
• Agreement information

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Scope Baseline • Approved version of a scope statement, WBS and its associated WBS
dictionary, that can be changed only using formal change control
‫الخط المرجعى للنطاق‬ procedures

‫ والتﻲ يمكن تغييرها ﻓقط باستخدام‬،‫المرتبط به‬WBS ‫وقاموس‬WBS ،‫• النسخة المعتمدة من بيان النطاق‬
‫إجراءات التحكم ﻓﻲ التغيير الرسمية‬

• Used as a basis for comparison to actual results

Components include:

• Project scope statement

• WBS
• Work packages
• Planning package
• WBS dictionary

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Project Planning

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VALIDATE SCOPE • Validate Scope is the process of formalizing acceptance

of the completed project deliverables.
• The key benefit of this process is that it brings
objectivity to the acceptance process and increases the
probability of final product, service, or result
acceptance by validating each deliverable.

‫التحقق من النطاق هو عملية إضفاء الطابع الرسمﻲ على قبول مخرجات المشروع المكتملة‬
‫الميزة اﻷساسية لهذه العملية هﻲ أنها تضفﻲ الموضوعية على عملية القبول وتزيد من نسبة قبول‬.
‫المنتج النهائﻲ أو الخدمة أو النتيجة من خﻼل التحقق من صحة كل تسليم‬

61

DMAIC
Project
1.0 2.0 3.0 4.0 5.0
Decomposition Define Measure Analyze Improve Control

Project 1.1 2.1 3.1 4.1 5.1

Scope 1.2 2.2 3.2 4.2 5.2

Statement 1.3 2.3 3.3 4.3 5.3

Project Scope

5 November 2024 PM. Khaled Abo Ali 62

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Scope Creep ‫زحف النطاق‬

The uncontrolled expansion to product or project

scope without adjustments to time, cost, and
resources.

‫التوسع غير المنضبط ﻓﻲ نطاق المنتج أو المشروع دون‬

‫إجراء تعديﻼت على الوقت والتكلفة والموارد‬

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Don’t Forget to
Plan for Include activities to fulfill transition/implementation in the scope of work
• Consider all stakeholders, schedules, risks, budgets, and quality
Transitions / standards.
Handovers! • Identify deliverables/outputs

These can be delivered throughout the project, not just at the end!

Questions to consider:
• Will the work be new, or an update in the business
environment?
• How best to transition the product into a live environment?
• What about decommissioning or removing old systems,
processes or materials?
• Did you ensure training and knowledge transfer are
complete/satisfactory?

How do adaptive or hybrid teams “plan” for handovers or transitions?

65

Project Scope Management

Plan Scope Management—The process of creating a scope management plan that Scope Management Plan
documents how the project and product scope will be defined, validated, and controlled.

Collect Requirements—The process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives.
Requirements Documentation

Define Scope—The process of developing a detailed description of the project and product. Scope Statement

Create WBS—The process of subdividing project deliverables and project work into smaller,
more manageable components.
Scope Baseline

Validate Scope—The process of formalizing acceptance of the completed project deliverables. Accepted Deliverables

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11/5/2024 67

Scope Planning in Adaptive

Environments
‫تخطيط النطاق في مجال بيئة العمل‬
‫التأقلمية‬

• Incremental or iterative development

• User stories propose an alternative way
of viewing the requirements process

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Release and
Iteration
Planning Collaborative planning meetings that break scope into larger releases and
then iterations/sprints

Planning also At release planning ‫( عمليات اطﻼق‬or Agile release planning), decide:
takes place at • Number of iterations or sprints needed to complete each release
the standup • Features contained in the release
meeting when • Goal dates of each release
teams discuss
At iteration planning ‫(تخطيط شوط او سبرنت‬or sprint planning):
details of work
in progress. • Review the highest prioritized user stories or key outcomes
• Ask questions
• Agree on effort required to complete the user story in the current
iteration
• Determine the activities required to deliver iteration objectives

69

Adaptive Planning Overview

A release schedule
usually lasts from 3-6
months.

Time-boxed iterations
or sprints typically last
1 - 4 weeks.

Assign story points to

tasks to determine the
amount of work

Velocity – the capacity

of the team to
complete work

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• Adaptive Planning
Overview

Project Manager Team

Or Scrum Master ‫ﻓريق العمل‬
Sponsor Product Owner ‫مدير اﻻسكرام‬
‫المالك‬ ‫مالك المنتج‬ ‫مدير المشروع‬

Project Team

Project Manager
Product Owner
‫مالك المنتج‬ Or Scrum Master
‫مدير اﻻسكرام‬ Team
‫مدير المشروع‬ ‫ﻓريق العمل‬

Team
‫ﻓريق العمل‬

Product Owner
‫مالك المنتج‬

Project Manager
Or Scrum Master
‫مدير اﻻسكرام‬
‫مدير المشروع‬

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Backlogs
Example:
• Prioritized list of the
known scope of work A product owner creates a product backlog and identifies and adds
• Information presented stories in collaboration with the team and stakeholders. Work items
in story form describe desired product functionality through user stories.
• Continually updated • The product owner is responsible for prioritizing work according to
by the product owner value.
in collaboration with
teams • The product owner and team collaborate to move work items to the
iteration/sprint backlog.

Backlogs may be known by slightly different names on your team or

project, but the names are generally descriptive — e.g., requirements
backlog, sprint backlog, lean backlog.

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User Stories
A user story is a short, informal description of a software feature or requirement
written from the perspective of a user or customer. It is used in agile software
development to communicate the product backlog and to help the team
prioritize and plan their work.
A user story typically includes the following elements:
 As a [user type] - Who is the person or role that will be using this feature?
 I want - What does the user want to do?
 So that - What is the benefit to the user?

FEATURE
A set of related requirements that allows the user to
satisfy a business objective or need.

EPIC
A large body of work that can be broken down into smaller
pieces—features and user stories. Epics can take months
to complete.

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Product Owner
‫مالك المنتج‬

Epics > Features > User Stories

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Epics > Features > User Stories

JANUARY DECEMBER

EPIC
EPIC
a major deliverable

FEATURE FEATURE
Delivers a capability that Groups related
can be estimated, tracked functionality together
USER STORY
and managed as a set to deliver value

FEATURE
Includes activities and efforts such as documentation,
bug fixes, testing and quality/defect repairs

79

MVP or MBI?
Planning for Work
Incrementally

80

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Minimum Viable Product (MVP)

‫الحد اﻷدنى من المنتج القابل للتنفيذ‬

The smallest collection of features that can be included in a

DEFINITION product for customers to consider it functional ("bare bones" or
"no frills" functionality in Lean).

‫أصغر مجموعة من الميزات التﻲ يمكن تضمينها ﻓﻲ المنتج ليعتبرها العمﻼء مقبولة و تحقق‬
. ‫الحد اﻷدنى المقبول من تنفيذ المنتج‬

Types of Minimum Viable Products

It’s useful to understand what possibilities you have for creating an MVP. There are six
main ways to use the concept.

1. Software Prototypes
A prototype of a piece of software is one of the most complex, yet most common,
types of MVPs. It requires building software with just the core components.

2. Product Designs
There are a few different ways to use product design as an MVP, all of which are
especially useful for software, mobile apps, and other tech tools. The most simple is
a sketch, which you can do by hand or using a tool. Slightly more complex is a
wireframe, which will show things like user experience, hierarchy, and navigation.
Finally, you have a mockup, which can demonstrate exactly how your product will
work.

3. Demo Videos
Through a demo video, you explain what your product will do. Showing the video to
potential users allows you to see if it’s the kind of solution the market is looking for.

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Minimum Business Increment (MBI)

DEFINITION In Disciplined Agile - the smallest amount of value that can be

added to a product or service that benefits the business.
‫أصغر قيمة يمكن إضاﻓتها إلى منتج أو خدمة تعود بالنفع على الشركة‬

Prioritize and
Refine the
Backlog

• Continual refinement done by product owner/customer prior to iteration

planning
• Additional refinement can be done jointly by the team and product
owner during the sprint/iteration
• Allows reorganization and reprioritization of work to complete higher-
priority items that deliver value first
• Split epics into user stories

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Backlog Reprioritization

Product Owner
‫مالك المنتج‬

Project Manager
Or Scrum Master
‫مدير اﻻسكرام‬ Team
‫مدير المشروع‬ ‫ﻓريق العمل‬

User Stories, Story Maps,

Roadmaps

• A story map organizes user stories into

functional groups and within a narrative
flow (“the big picture”) of the product
roadmap.
• Helpful for discovering, envisioning and
prioritizing the product and a way ahead!
- Story map technique developed by Jeff Patton

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Remem ber
Scope
Management Study Tips for
Final Exam

Definition and Key Words

Brainstorming T&T used to Generate new ideas
Interviews T&T used to collect Confidential information
Focus Group T&T used in meeting between Prequalified stakeholders and subject matter experts
Benchmarking T&T used to Comparing between project or ideas (historical data )
Affinity Diagram T&T used to Classified information
Facilitation T&T used to Bring key stakeholders - cross-functional requirements
Prototypes T&T used to obtaining early feedback
Questionnaires and surveys T&T used with a large number of respondents to quickly accumulate information
Requirements Traceability A Document used to links requirements To deliverables
Matrix
Scope creep Uncontrolled expansion to product or project scope
WBS Hierarchical decomposition of the total scope
Product Scope Include Features and Functions
Project Scope Work Performed

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Lesson 3: Scope

A product owner is invited to a sprint review meeting. At the end of the review, the product owner says that the
increment is ready to be delivered to the customer. What conclusion should the project manager come to with
regard to the product owner's statement?

A
1 The product owner will release the product to customers without showing them a demo

B The product owner does not have visibility into what the team has done in the product increment

C The product owner trusts the team and is marking the product as complete.

D The product owner has evaluated the product against the definition of done(DoD)

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Lesson 3: Scope

A company must implement a new regulation. The government has specified the date when the
regulation will be enforced but has only provided
high-level information on the regulation's requirements. Therefore, changes in definitions are to be
expected due to uncertainty.
Which life cycle should the project manager use for this project?

2 A A predictive execution strategy

B An iterative execution strategy

C An agile execution strategy

D A hybrid execution strategy

91
Lesson 3: Scope

In the initiating phase of a project, the project manager and team members are prioritizing the
product backlog along with the product owner.
What should the project manager do next?

A Produce a value-added product for the customer in each phase of the project.
3
B Produce a value-added product for the customer as continuously as possible.

C Produce a value-added product for the customer in the beginning of the project.

D Produce a value-added product along with the supporting documentation.

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Lesson 3: Scope

A project to implement a new online lending platform has started. After the first sprint, the project sponsor
requested a change. What should the project manager do next?

A
4 Validate the work completed

B Facilitate the update of the product backlog.

C Escalate the change request to the sponsor

D Inform the stakeholders of the change

93
Lesson 3: Scope

A company is struggling to define the scope of a new project that has multiple phases with a high level of
dependency between the phases.

How should the project manager approach this challenge?

A Contract with a third-party company that specializes in helping businesses define scope of work on large
5 projects.

Work with project stakeholders to recommend an iterative approach that will then help to define the
B
project's scope.

C Construct a project management plan that provides extra time within the schedule, then seek to revise
the scope of work.

Suspend final delivery dates for the project in order to have time to revise the schedule once there is
D
clarity on the scope of work.

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Lesson 3: Scope

A project manager is working with a customer who repeatedly submits new feature requests for an
existing software product.
The project manager has already provided the completed scope definition for the product's next version
release to stakeholders.
Which step is appropriate for the project manager to take next?

A Hold a meeting with the product manager to request that the number of new requests be reduced.
6
B Define project boundaries immediately with the sponsor.

C Organize a meeting with the stakeholders to set expectations.

D Analyze the scope management plan and iterate it through the scope definition process.

95
Lesson 3: Scope

During an iteration demo, a customer noticed an enhancement they would like to make to the product.
What should the team do next?

A
7 Start working on the enhancement for the customer immediately

B Add it to the product backlog to be completed in the future

C Ask the product owner to prioritize the item with the customer

D Refine and estimate the enhancement so the size is known

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ECO Coverage

2.1 Execute project with the urgency required

to deliver business value
• Support the team to subdivide Project
tasks as necessary to find the minimum
viable product (2.1.3)
2.8 Plan and manage scope
• Predictive vs Adaptive approach for
scope
• Determine and prioritize requirements
(2.8.1)
• Break down scope (e.g., WBS, backlog)
(2.8.2)
2.17 Plan and manage project/phase closure or
transitions
• Determine criteria to successfully close
the project or phase (2.17.1)

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Schedule
TOPIC C

10
0

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Get from “A” to “B”

Overview of Schedule Planning Processes

The project manager ensures that:

The project team:
• Work package is broken down into
required activities • Uses either a time boxed .
• Dependencies and precedence • Adopts release time frames
relationships are determined • Plans each iteration with work
• Activity durations are estimated based • Prioritizes, estimates and decomposes
on average resources user stories into tasks and determines
• Critical path is determined iteration velocity

• Resource overallocations are resolved • Works with product owner to refine the
backlog after each iteration and plan
• Schedule is compressed to meet any the next
constraints

101

Project Planning

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Schedule Planing
Plan Schedule
01 Management

02 Define Activities.
Planning
Schedule
03 Sequence Activities

04 Estimate Activity Durations

05 Develop Schedule

JAN FEB MAR APR JUN

Schedule • Describes how activities will be defined and progressively elaborated

Management • Identifies scheduling method and scheduling tool used

Plan* • Determines schedule format

• Establishes criteria for developing and controlling the schedule
‫خطة إدارة الجدول‬ • May be tailored for use in any type of project
‫الزمنى‬ • Defines the maintenance process for updating status and records
project progress in the schedule model during execution

ً ‫يصف كيفية تحديد اﻷنشطة وتطويرها تدريجيا‬ •

‫يحدد طريقة الجدولة وأداة الجدولة المستخدمة‬ •
‫يحدد تنسيق الجدول الزمن‬ •
‫ييضع معايير لتطوير ومراقبة الجدول الزمن‬ •
‫يمكن أن تكون مصممة لﻼستخدام ﻓﻲ أي نوع من المشاريع‬ •
‫يحدد عملية الصيانة لتحديث الحالة‬ •
‫ويسجل تقدم المشروع ﻓﻲ نموذج الجدول الزمنﻲ أثناء التنفيذ‬ •

In hybrid approaches, a schedule management plan can help by

placing management controls on the project time line. 104

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Schedule Project schedule

• Methodology/tool for schedule development
Management model
• Includes maintenance planning, including status updates and
progress during execution
Plan • Acceptable range used to determine realistic activity duration
Components Accuracy estimates
• May include risk contingency
‫مكونات الخطة‬ Units of measure Defined for each resource – e.g., staff hours, days and weeks
‫الزمنية‬ Organizational
Use of WBS to ensure consistency with estimates and schedules
procedural links

• For monitoring schedule performance before taking action – e.g.,

Control escalation/reviews
thresholds • Expressed as percentage deviations from the baseline — e.g., percent
ahead or behind schedule

Discuss how the Rules

Performance measurement — e.g., earned value management (EVM)
schedule management rules
plan can be a beneficial Reporting Frequency and formats for schedule-related reports
tool in hybrid projects.
Who would it benefit? Process
Describes how schedule management processes are documented
descriptions

105

Start with Benchmarks and

Historical Data

Benchmarking
• Compares current project schedule with
a similar product/service schedule
• Provides a good “starting point” for
estimation before detailed analysis
• Assesses feasibility in the initial stage of
scheduling

Historical data
Learn lessons from completed projects in
the organization

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
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Predictive
Schedule
Planning
The project manager:
• Breaks down a work package into the required activities
• Determines dependencies and precedence relationships
• Estimates the duration of activities based on average resources
• Determines the critical path
• Resolves resource overallocations
• Compresses the schedule, if needed, to meet constraints

107

Define Activities

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Break Down Project 1.0

Top of WBS
Project name or
Activities*
Project Name
primary deliverable

Management control point

• Break down project work packages into 1.1
Integrate scope, budget, and
activities (noun) Control Account
schedule to compare to EV
• Enter activities into the activity list using a
verb statement
Works needed further plan
• Use the activity list to develop the project 1.1.2
Integrate scope, budget, and
schedule Planning Package
schedule to compare to EV
• Include duration (start and end day) for every
activity
Planned works
1.1.1 1.1.2.1
Group scheduled and
Work Package Work Package
estimated activities

Tailor the amount of detail in Code of accounts

activities to the project (numbering system)
context to enable meaningful
estimation and planning.

109

Top of WBS
1.0
Project name or
Project Name
primary deliverable

Management control point

1.1
Integrate scope, budget, and

•Break Down
Control Account
schedule to compare to EV

1.1.2
Planning Package
Works needed further plan
Integrate scope, budget, and
schedule to compare to EV
Project
Planned works
Activities
1.1.1 1.1.2.1
Group scheduled and
Work Package Work Package
estimated activities

Activity

Activity

Activity

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 11/5/2024

Activity
Dependency DEPENDENCY TYPES
Types
Meaning Action by Project Manager
‫اﻻعتماديات بين‬ Contractually required or
Must schedule it — No way
‫اﻷنشطة‬ Mandatory inherent in the nature of
around this sequence
the work
Established because of Can be modified as needed,
best practices or a if replaceable with a better
Discretionary
specific sequence is sequence, or if schedule
desired compression is required
Activities performed
External outside the project team’s Limited or no control
work
In project work,
Internal Has control
contingent on inputs

111

Precedence
Relationships ARROW INDICATES WHICH
DRIVES THE OTHER

CONFIRM KEY STAKEHOLDER ERECT SIGNAGE WITH

• Activity dependencies AND CUSTOMER ATTENDANCE CUSTOMER BRANDING
determine precedence
relationships (aka
logical relationships) Start Finish Start Finish
and the order in which
activities are Predecessor (Driver) Successor (Driven)
performed ‫النشاط السابق‬ ‫النشاط الﻼحق‬

• Show these using the

precedence
diagramming method
(PDM) • Precedence indicates which activity drives the relationship
• Predecessor usually occurs earlier in time than successor

112

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Types of Precedence Relationships

1 Finish to Start (FS)

ACTIVITY A ACTIVITY E

3 Start to Start (SS) 2 Finish to Finish (FF)

ACTIVITY C ACTIVITY D

ACTIVITY F ACTIVITY E

4 Start to Finish (SF)

ACTIVITY D ACTIVITY F

113

Lags and Leads in Precedence Relationships

1 Finish to Start (FS)

Add lead and lag times of up to
ACTIVITY A ACTIVITY E
2 weeks to activities

Document activities and related

3 Start to Start (SS)
assumptions

ACTIVITY C

ACTIVITY F

Leads and lags do not have a value, so do

not include them in duration estimates.

114

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Activity
Duration
Estimate
Terminology Activity Duration Estimate ‫المدة الزمنية لﻼزمة ﻻتمام العمل‬
• The quantitative assessment of the likely number of time periods
required to complete an activity

Elapsed time ‫المدة الزمنية الفعلية للتنفيذ‬

• The actual calendar time required for an activity from start to finish

Effort
• The number of labor units required to complete a scheduled activity or
WBS component, often expressed in hours, days, or weeks; contrast
with duration

115

Estimating Techniques

• Less costly and time

• Uses historical data from a similar activity or • May be inaccurate,
consuming
Analogous project to estimate duration (or cost) depending on quality of
• Used when project
• aka “top-down estimating.” historical information
information is limited
• Does not account for a
• Uses an algorithm to calculate duration (or cost) • Can produce higher levels of
learning curve — i.e., work
based on historical data and project parameters. accuracy depending on
gets easier as team
Parametric • Durations can be quantitatively determined — sophistication of data from
becomes more expert
multiply quantity of work to be performed by the model
• Uniform units of work are
number of labor hours per unit of work • Scalable and linear
not typical in projects

• Defines an approximate range of an activity’s • May improve accuracy of

• Requires detailed resource
duration, using most likely, optimistic, and single-point estimations by
information
Three-Point pessimistic estimates including risk and
• Requires expert knowledge
• Used when historical data is insufficient, or uncertainty factors
to estimate tasks
subjective

• May be very time

• Very accurate and gives consuming
• Uses aggregates of the estimates of the lower
Bottom-up lower-level managers more
level components of the WBS • Can be used only after the
responsibility
WBS has been well defined

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Three-Point Estimation PERT is based on a probability distribution;

Examples therefore, we can calculate a standard deviation:

(P - O) / 6 = PERT Standard Deviation

Triangular Distribution (average) BETA Distribution (PERT average)

FORMULA FORMULA
E = (O + M + P) / 3 E = (O + 4M + P) / 6
• Optimistic = 3 weeks
• Most Likely = 5 weeks • Optimistic estimate = 3 weeks
• Pessimistic = 10 weeks • Weighted most likely estimate = 5 weeks
• Pessimistic estimate = 10 weeks
EQUATION
EQUATION
(3 + 5 + 10) / 3 = 6 weeks
[3 + 4 (5) + 10] / 6 = 5.5 weeks

117

Critical Path Method

DEFINITION Estimates the minimum project duration and determines the

amount of schedule flexibility on the logical network paths
within the schedule model.

‫تقدير الحد اﻷدنى لمدة المشروع وتحديد مقدار مرونة الجدول الزمنﻲ على مسارات الشبكة‬
‫المنطقية ضمن نموذج الجدول الزمنﻲ‬

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Critical Path Activity

DEFINITION
Any activity on the critical path in a project schedule.

.‫أي نشاط على المسار الحرج ﻓﻲ جدول المشروع‬

Critical Path* ACTIVITY 2 ACTIVITY 4

Method 4 WEEKS 3 WEEKS

ACTIVITY 1 ACTIVITY 6
Sequence mandatory START
6 WEEKS 1 WEEK
FINISH
critical path activities to
find the longest path
through a project and to
ACTIVITY 3 ACTIVITY 5
determine the shortest 5 WEEKS 4 WEEKS
possible project
duration and the amount
of flexibility in the
schedule
1[6w] + 2[4w] + 4[3w] + 6[1w] = 14-weeks

1[6w] + 3[5w] + 5[4w] + 6[1w] = 16-week critical path

120

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Activity
Node Activity Node

Early Start Early Finish

The early start date for an
The early finish date is the
activity is simply the earliest
early start date plus the
date it can start when you
duration estimate minus 1
factor in the other
unit
dependencies.

Late Start Late Finish

latest date that the activity can An activity's late finish will be
start and not impact the finish the late start plus the
date, activity's duration

Float
• Float: The amount of time an activity can be delayed from its ES without delaying
the project finish date or the consecutive activities.

Activity 2 Activity 4
4 weeks 3 weeks

2 weeks
float
Activity 1 Activity 6
Start Finish
6 weeks 1 week

Activity 3 Activity 5
5 weeks 4 weeks

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Total Float
• Total float* The amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish date or
violating a schedule constraint.

( ‫ﻓﺘﺮة الﺴﻤاح الكلية ) الﺘﻲ يﻤكن للﻨﺸاط ان يﺘأخﺮها دون تأخﺮ الﻤﺸﺮوع‬

• TF= ( LF – EF ) = ( LS – ES )

Free Float
• Free float* 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.
‫ﻓترة السماح الحر التﻲ يمكن ﻓيها أن يﺘأخﺮها الﻨﺸاط دون تأخﺮ الﺒﺪاية‬
• ‫الﻤﺒكﺮة للﻨﺸاط الﺘالﻲ‬ A B
• FF = ES.B – EF.A

2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16 (0)
Float = (0)
D E F
3 9 9 16 16 19

(3) (3) (3)

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The Project
Schedule

• Includes start and finish activities

• Uses specific dates and in a certain sequence
• Sets dates for project milestones
• Coordinates activities to ensure on-time project completion
• Tracks project progress based on schedule performance and
provides visibility of project status to upper management and project
stakeholders

125

Schedule
Presentation
Formats
Select the type of schedule to suit your project!
‫صور تقديم الجدول‬
‫الزمنى‬
• Roadmap
• Gantt Chart
• Milestone Chart
• Project Schedule Network Diagram

Do you remember the name of the tool we used for

scheduling activities in a project plan?

Hint: The output is a project schedule network diagram.

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Gantt Chart
Visualize and Track the Project Over a Time Line

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Milestone Schedule
Present Milestones with Planned Dates

ID Task Name April May June July

3/14 3/21 3/28 4/4 4/11 4/18 4/25 5/2 5/9 5/16 5/23 5/30 6/6 6/13 6/14 6/20 6/27 7/4 7/11 7/18 7/25

30 Begin Phase 1
31 Deliverable A
32 Deliverable B
33 Phase Gate Review
34 Begin Phase 2
35 Deliverable C
36 Deliverable D
37 Phase Gate Review

Remember that milestones have

zero duration 128

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Project Schedule Network Diagram

Visualize Interrelationships of Activities

Notations are for graphical

example only!

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Resource Smoothing
Optimization • Adjusts the activities within predefined resource limits and within free
and total floats
• Does not change the critical path nor delay the completion date
• Method may not be able to optimize all resources
‫• يﺴﺘخﺪم اﻻسﺘغﻼل اﻷمثل للﻤوارد لﺘعﺪيل تواريخ بﺪاية ونهاية اﻷنﺸطة لﺘعﺪيل اﻻسﺘخﺪام الﻤخطط‬
‫للﻤوارد لكﻲ يﺘﺴاوى مع مﺴﺘوى توﻓﺮ أو قلة الﻤوارد‬

Levelling
• Adjusts start and finish dates based on resource constraints
• Goal is to balance demand for resources with available supply
• Use when shared or critically required resources have limited
availability or are over-allocated
• Can change the critical path

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Resource Optimization - Smoothing

Schedule
Compression
Techniques
Fast-tracking
• Perform activities in parallel to reduce time
• May result in rework, increased risk and increased cost

Crashing
• Shortens schedule duration for the least incremental cost by adding
resources – e.g., overtime, additional resources
• Works only for activities on the critical path
• Does not always produce a viable alternative and may result in
increased risk and/or cost

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Schedule Baseline
‫*الخط المرجعى للجدول الزمنى‬
• Complete schedule planning activities
• Add the schedule baseline to the project
management plan
Ideally, this happens before the project
starts.
• Compare actual progress to the baseline
while the team works
• Use the formal change control process to
make changes to the baseline

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134

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Special Intervals

Negotiate how and when required scheduled “down” time intervals will
take place

Black-out times - deliverables are handed over for implementation:

What are special • Suspends changes
intervals known as in
your projects? • Reduces risks as the solution is released to customers

“Go Live” - at the end of the project timeline

Negotiate black-out times as project approaches release

Iteration H or hardening sprint – conducted prior to final release

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Programs for preparing

and following up on the
project schedule

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Schedule
Management in
Adaptive
Environments
• Depends on team composition and life cycle
Guidelines • Project team works with the product owner to decide
• Develop the roadmap to show release functionality and timeframes
• Choose an approach:
• Time-boxed scheduling with backlog
• On-demand, continuous scheduling
• Project team selects activities for delivery within an iteration (or
sprint)
• Teams produce increments of value for delivery and feedback

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Adaptive Scheduling Approaches

Comparative View
On-Demand (Kanban/Lean-based) Time-boxed/Iterative
• Allows individual requests to be • Uses progressive elaboration (rolling wave) to
addressed schedule activities
• Levels out work of team members • Uses a specific work interval — e.g. two
• Best when activities are divided equally weeks
• Allows changes at any time during project
Does not work well in projects with
complex dependency relationships
Prioritize requests to determine start Define requirements with user stories then
sequence then sequence stories individually prioritize stories
through completion
Team pulls work from queue Select work based on priority and time box; add
remaining stories to backlog; reintroduce stories
later, based on priority
Provides incremental business value Delivers business value early and incrementally

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Agile Release
Planning MOST
IMPORTANT
Sequence of features needed in release

Story Mapping
Priority of user stories by feature

• Group stories by
sequence and priority
• Sequence features and
functions for the release
• Prioritize user stories in
the release backlog and
associate them with
features and functions

LEAST
IMPORTANT

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Adaptive Planning Overview

A release schedule
usually lasts from 3-6
months.

Time-boxed iterations
or sprints typically last
1 - 4 weeks.

Assign story points to

tasks to determine the
amount of work

Velocity – the capacity Story Point

of the team to Story Point

complete work Story Point

Story Point

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Measure Effort, Not Time

Relative sizing
• Compares effort of multiple user stories through assignment of values (XS, S, M, L, XL)

Use common t-shirt sizes to assign values to user stories.

Story points
• Uses a relative measure – e.g., numbers in the Fibonacci
sequence – to identify the level of difficulty or complexity of
a user story or task

Planning poker
• Estimates effort or relative size of development effort
• Uses a deck of cards with modified Fibonacci numbers to vote on user stories

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T-Shirt Sizing
T-shirt sizing is a high-level estimating tool that is used to do the
initial estimates of the product features and user stories during
the initiation stage of a project.

Planning Poker
The card game that makes estimation simple and
collaborative for software teams.

 Planning poker, also known as “scrum poker”

and “pointing poker”, is a gamified technique
that development teams use to guess the effort
of project management tasks.
 These estimations are based on the entire
group’s input and consensus,
 making them more engaging and accurate than
other methods.
 To help gauge the number of story points for
the relevant tasks, teams use planning poker
cards, which are similar to poker cards.

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Definition of
Ready (DoR)*
Agile teams need to know when they can be “ready” to do the work and
and when that work is “done.”
Definition of
Done (DoD)* DoR - What needs to be in place so the team can begin work?
• Depends on the environment’s complexity and lessons learned from
past iterations.
• Use DoR checklist to communicate and collaborate with stakeholders
about readiness for work or progress.

DoD describes the goal or desired state. It must be informed by the

DoR.

DoD is similar to acceptance criteria in predictive projects.

145

Definition of Ready (DoR)*

and
Definition of Done (DoD)*

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Reprioritize
Sprint / Iteration The product owner and team collaborate to move work items from a
release backlog to an iteration/sprint backlog for the upcoming sprint.
Backlog*
Team holds a sprint planning meeting before each sprint, which
typically lasts 2 weeks.

2-week interval

ITERATION 1

Sprint
ITERATION 2
...
Feedback
planning Backlog
Prioritization

Sprint
planning

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Hybrid
Scheduling
Models
Project manager plans high-level project phases and milestones; scrum
Example master runs sprints using agile processes
• Identify project work types and try to break them down
• Create a prioritized work backlog which fulfils project phase or
achieves milestone
• Work in iterations/sprints of 2 - 4 weeks (use shorter sprints for less
Can you identify which
experienced team to facilitate alignment)
aspects of this
scheduling model are • Plan work before every iteration using prioritized backlog items
predictive and which are
adaptive? • Estimate every task to decide how many can fit in a single sprint

Can you identify who • Hold a retrospective at the end of every sprint; capture metrics to
does each of the tasks adjust timing and task estimate for next sprint
listed?

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Remem ber
Schedule
Management Study Tips for
Final Exam

Definition and Key Words

DoR What needs to be in place so the team can begin work
DoD describes the goal or desired state. It must be informed by the DoR.
T-shirt sizing is a high-level estimating tool that is used to do the initial estimates of the product
features
Planning poker also known as “scrum poker” and “pointing poker”, is a gamified technique that
development teams use to guess the effort of project management tasks.
On-Demand (Kanban/Lean- Adaptive Scheduling Approaches
based)
Fast-tracking Perform activities in parallel to reduce time
May result in rework, increased risk and increased cost
Crashing Shortens schedule duration for the least incremental cost by adding resources
– e.g., overtime, additional resources
Smoothing Adjusts the activities within predefined resource limits and within free and total
floats
Levelling Adjusts start and finish dates based on resource constraints

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Lesson 3: Schedule

A project manager is working on a data center migration project and is developing the schedule management
plan . Per the project sponsor's request, the schedule must plan for all tasks as soon as possible. Additionally,
the project manager is presented with possible network paths that will not violate schedule constraints.
The project manager needs to select the appropriate leads and lags relationship for this situation.
Which type should the project manager choose?

A Early start is smaller than the late start in all activities.

B Early start equals the late start in some activities.

C Early start equals the late start in all activities.

D Early start is smaller than the late start in some activities.

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Lesson 3: Schedule

A project manager primarily works on implementation projects. Depending on the deliverable, the project
manager is able to estimate the timeline based on previous projects. The project manager now receives a project
that is different from the previous implementation projects. What should the project manager do next?

A Break down the project into smaller tasks and estimate the durations of the activities.

B Ask the project management office (PMO) by when the project can be completed and use that date as the project timeline.

C Refer to the previous project they worked on and base the estimate on that.

D Use expert judgment to estimate the schedule and then adjust the schedule as the project progresses.

153
Lesson 3: Schedule

The project charter was just approved and the project sponsor has given permission to proceed with the project. The
program manager has confirmed that one of the requested key resources is also needed on another project at the same
time. This will affect project delivery. What should the project manager do?

A Pay overtime to key resource to get the work done outside of working hours

B Have a meeting with project manager of the other project to find a resource optimization solution that works for both projects

C Talk to the program manager and about prioritizing this project over other projects so the key resources are available

D Speak with the client to see if the project delivery deadline can be delayed due to resource availability

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Lesson 3: Schedule

During an iteration, a project team encounters problems that may cause a delay in task completion.
Another team within the same project needs the task to be completed on time in order to meet their
schedule.

What can the project manager do to resolve this problem?

A Insist that the project team work a bit harder to complete on time, in order to avoid delaying the work of
other teams.

B Work with the product owner to reprioritize the iteration backlog, so that it does not delay work by other
teams.

C Increase the iteration length, and add additional resources to the project team, so that they can meet the
appropriate deadlines.

D Ask team members to perform to the best of their abilities during the iteration, and engage in a
retrospective after completion of the iteration.

155
Lesson 3: Schedule

A new product development project has the following characteristics:

-There are three main tasks.
-Task A must be delivered 4 weeks before task C starts.
-Once task B is finished; task C will start.

What is the relationship between tasks A and B?

A Finish-to-start (FS)

B Finish-to-finish (FF)

C Start-to-start (SS)

D Start-to-finish (SF)

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ECO Coverage

2.6 Plan and manage schedule

• Predictive vs adaptive approach for schedule
• Estimate project tasks (milestones,
dependencies, story points) (2.6.1)
• Utilize benchmarks and historical data (2.6.2)
• Prepare schedule based on methodology
(2.6.3)

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Resources
TOPIC D

Resources
People and Equipment

• Value and empower internal human

resources, yet
• Leverage external sources to ensure you
have the best team and equipment
possible!

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Project Planning

Resource • Identify resources - People and equipment

Management • How to acquire them

Plan* • Peoples’ roles and responsibilities

• Role – A person’s function in a project
• Authority - Rights to use resources, make decisions, accept
deliverables.
• Responsibility - Assigned duty
• Competencies and skills required
• Project Organization Chart – (Visual with resource categories and reporting
relationships)
• Project team resource management – Guidance on how to define, select,
manage and release resources
• Training - Strategies and requirements
• Team development methods
• Resource controls - Methods for ensuring non-human-resources are
available as needed
• Recognition plan

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Assign
Resources and • Assign team members to project ‫تعيين أعضاء الفريق للمشروع‬ •
Allocate ‫تحديد اﻷدوار والمسؤوليات‬ •
Responsibilities • Decide roles and responsibilities
‫إنشاء دليل الفريق والمخطط التنظيمﻲ‬ •
• Create team directory, organization ‫والجدول الزمنﻲ‬
‫تعيين الموارد وتخصيص‬
chart and the schedule
‫المسؤوليات‬
Project schedules, resource assignments and budgets are all
interrelated and can be created at the same time
‫إن جداول المشروع وتعيينات الموارد والميزانيات كلها مترابطة ويمكن إنشاؤها ﻓﻲ نفس الوقت‬.

• Tailor responsibilities according to

‫تخصيص المسؤوليات وﻓقًا للفريق واﻻحتياجات‬ •
team, needs and project approach
‫ونهج المشروع‬
• Consider technical and “soft” skills:
‫"الخبرة‬:‫ﻓكر ﻓﻲ المهارات التقنية و"الناعمة‬ •
• Experience, knowledge, skills ‫والمعرﻓة والمهارات والسلوك‬
• Attitude ‫اﻹقليمية‬/‫العوامل العالمية‬ •
• Global/regional factors

Use Resource
Calendars*
• Document resource availability (people, equipment, material, etc.)
‫*استخدام تقاويم الموارد‬ during a planned activity period.

• Use when estimating project activities and understanding

dependencies

• Specifies when, and for how long, identified team and physical
resources will be available during the project

• Progressively elaborate and update it throughout the project

Resource calendars can be used in any kind of

project!

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Resource Calendars

Responsibility
Assignment RESPONSIBLE • Performs work to complete the task or create the deliverable

Tools A team member • Every task has at least one responsible person

ACCOUNTABLE • Delegates and reviews the work involved in a project

On the team • Ensures the responsible person/team knows project
(leadership/ expectations and completes work on time
Responsibility assignment management) • Each task has only one accountable person
matrix (RAM) or RACI chart:
• Designates types of • Provides input and feedback on project work
accountabilities CONSULTED
• Not every task or milestone needs a consulted party
assigned to resources or Stakeholders
stakeholders Consider all stakeholders, but invite only necessary
• Keeps information input
visible
INFORMED
• Needs to be informed of project progress because their work
Usually not project
might be affected, but don’t need details
decision makers

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Adaptive
Resource
Planning
Quiz
Which of these are true? (Choose several)

• Teams self-organize to distribute work. TRUE

• Adaptive teams never have a leader. FALSE
• Team members are a mix of generalists and specialists. TRUE
• Team members should be T-shaped. TRUE

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Plan the • Work with organization’s finance or procurement department

Procurement • Use pre-approved vendors before requesting a new vendor

Strategy • Observe purchase amount limits per signatory — i.e. contracts valued over a
certain threshold must be co-signed
‫تخطيط استراتيجية المشتريات‬
• Use defined bidding process and templates

• Require RFPs for contracts valued over a certain threshold

• Prerequisite OPAs
• Follow escalation procedures for approval of spending limits
• Acquisition method
• Pay contracts at a defined time – e.g., upon completion of work or at the end
• Contract types
of a project, with net payment terms
• Procurement phases
‫العمل مع قسم الشؤون المالية أو المشتريات ﻓﻲ المنظمة‬ •
‫استخدم البائعين المعتمدين مسبقًا قبل طلب بائع جديد‬ •
‫أي أن العقود التﻲ تزيد قيمتها عن حد معين يجب أن يتم التوقيع‬- ‫مراعاة حدود مبلﻎ الشراء لكل موقع‬ •
‫عليها بشكل مشترك‬
‫استخدم عملية تقديم العطاءات المحددة والقوالب‬ •

Procurement • Specifies the types of contracts that will be used

Management • Describes the process for obtaining and evaluating bids
Plan*
• Mandates standardized procurement documents

‫خطة إدارة المشتريات‬ • Describes how providers will be managed

‫يحدد أنواع العقود التﻲ سيتم استخدامها‬ •

‫يصف عملية الحصول على العطاءات وتقييمها‬ •
‫وثائق الشراء الموحدة‬ •
‫يصف كيفية إدارة مقدمﻲ الخدمة‬ •

Your organization’s procurement function will be involved in

developing this plan. Work with them closely and use the correct
procurement documents to avoid problems.
‫اعمل‬. ‫ستشارك وظيفة المشتريات ﻓﻲ مؤسستك ﻓﻲ تطوير هذه الخطة‬
.‫معهم عن كثب واستخدم وثائق الشراء الصحيحة لتجنب المشاكل‬

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Procurement
Documents • Statement of Work (SOW): Details of work required

Bid and Proposal • Request for quotation (RFQ): Bid/tender or quotation, including only
Activities cost

‫وثائق المشتريات‬ • Invitation for Bid (IFB): Buyer requests expressions of interest in
work

• Request for information (RFI): Buyer requests more information

from seller

• Request for proposal (RFP): Buyer-issued statement of work

required

• Expression of Interest (EOI): Seller-issued expression of interest in

work

Formal
Procurement
Processes
RFPs, Bidder
Conferences Organizations in highly regulated industries or government

Or, if a project needs specialist work or wants to find the best quality
available.

Use RFPs, bidder conferences, and formal processes to ensure all

prospective vendors have a clear and common understanding of
the procurement

Work closely with the procurement officer or department

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Source Selection
Criteria* • Overall or life-cycle cost

‫طريقة اختيار‬ • Understanding of need

‫الموردين‬ • Technical capability

Work with external • Management approach

resources whose values, • Technical approach
skills and attributes are
aligned with your • Warranty
project’s.
• Financial capacity
• Production capacity and interest
• Business size and type
• Past performance of sellers
• References
• Intellectual property rights
• Proprietary rights

• Are pre-approved by the organization

Qualified
Vendors • Have a history of work with the organization
• Are often “preferred” because they are proven, and their accounts are
‫الموردين المؤهلين‬ already set up
‫للتعامل‬
‫تمت المواﻓقة عليها مسبقًا من قبل المنظمة‬ •
‫لديك تاريخ من العمل مع المنظمة‬ •
‫ وتم إعداد حساباتهم بالفعل‬،‫غالبًا ما يكونون "مفضلين "ﻷنه تم إثبات صحتهم‬ •

Look in the lessons learned repository to find historical data

about vendors.
.‫ابحث ﻓﻲ سجل الدروس المستفادة للعثور على البيانات التاريخية حول البائعين‬

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Contracts*
Contracts:
Negotiate
Productive • Legalize working agreements
Relationships • Give structure to working relationships
• Further collaboration with partners
• Consider risks associated with contract types
• Deliver benefits to the buyer - different benefits by type
• Can be tailored for the partnership

DETERMINATION
REQUEST PROPOSAL CONTRACT
OF NEED

Involves payments (cost reimbursements) to the seller for all legitimate actual
Contract Types costs incurred for completed work, plus a fee (seller profit)
(1 of 3) Cost plus • Reimburses seller for all allowable costs for performing contract
fixed fee work; fixed-fee payment calculated as a percentage of the initial
(CPFF) estimated project costs.
• Fee amounts do not change unless the project scope changes.
Cost-reimbursable Cost plus • Reimburses seller for all allowable costs for performing contract
contracts - For projects incentive work; predetermined incentive fee based for achieving contract-
with expected, significant fee (CPIF) specified performance objectives.
scope changes • Shares costs between buyer and seller if final costs are less or
greater than the original estimated costs
• Bases cost sharing on a pre-negotiated cost-sharing formula —
e.g., an 80/20 split over/under goal costs
Cost plus • Reimburses seller for all legitimate costs
award fee • Bases majority of fee on satisfying subjective performance criteria
(CPAF) defined and incorporated into the contract
• Determines fee based on buyer’s assessment of seller
performance and not subject to appeals

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Contract Types
(2 of 3) Firm fixed price Price of goods set at beginning; won’t change unless scope
(FFP) changes
Fixed price • Gives buyer and seller flexibility
incentive fee • Allows for deviation from performance — i.e., financial
Fixed-price contracts – (FPIF) incentives tied to achieving agreed-upon metrics (cost,
schedule, awesomeness)
sets a fixed total price
• Sets price ceiling; any further costs charged to seller
for a defined product,
service, or result; used Fixed price
when requirements are with economic
well defined and price
no significant scope adjustments
• Allows for special provisions for predefined final adjustments to
changes are expected. (FPEPA)
the contract price — e.g., inflation, cost increases (or
decreases) for specific commodities
Pre-approved
vendors or
international
payments

Contract Types
(3 of 3)

Time and materials contracts

• Also called “time and means”

• Combine aspects of both cost-reimbursable and fixed-price contracts
• Used when a precise scope or statement of work is unavailable
• Used often for augmenting staff, acquiring experts or gaining external
support

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Components of
Contracts
• Description of work - deliverables and scope
• Delivery date and schedule information
• Identification of authority, where appropriate
• Responsibilities of both parties
• Management of technical and business aspects
• Price and payment terms
• Provisions for termination
• Applicable guarantees and warranties
• Intellectual property
• Security, confidentiality, data privacy

ECO Coverage

1.6 Build a team

• Deduce project resource requirements (1.6.2)
2.11 Plan and manage procurement (resources)
• Define resource requirements and needs (2.11.1)
• Communicate resource requirements (2.11.2)
• Manage suppliers/contracts (2.11.3)
• Plan and manage procurement strategy (2.11.4)
• Develop a delivery solution (2.11.5)

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Remem ber
Resources
Management Study Tips for
Final Exam

Definition and Key Words

Statement of Work (SOW) A narrative description of products, services, or results to be
delivered by the project.
Procurement Strategy The approach by the buyer to determine the project delivery method
and the type of legally binding agreement(s) that should be used to
deliver the desired results
bidder conferences formal processes to ensure all prospective vendors have a clear and
common understanding of the procurement

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Lesson 3: Recourses

A new development project is about to start, and the project manager knows that a high-proof customer
makes very specific and frequent requests in all sprints. This project will demand contract coordination
with third parties, and the project manager must find a better way to manage customer and partner
expectations. What strategy should the project manager use?

A
1 Work very closely with the customer and third parties to meet their needs

B Focus on the implementation of software as a service solution for the customer

C
Specify the scope and features to be deployed in the contract clearly

D Change the marketing and product management definitions to meet stakeholder needs

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Lesson 3: Recourses

An organization imports many of the materials for a product build. Due to global shipping delays,
some of the essential materials have yet to arrive, resulting in the inability to finish building the
product for the upcoming release. The project manager is meeting with stakeholders to discuss
options. What should the project manager recommend?

A
2 Update the project management plan, factoring in furloughs of the assembly team to reduce expenses

B Explore if the materials could be supplied locally and obtained on time.

C Request marketing to launch an advertising campaign for the product that IS currently in stock

D Meet with the engineering team to manufacture the materials in-house

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Lesson 3: Recourses

A company's PMO has been trying to implement an adaptive approach and a project manager
has been asked to use adaptive tools in their next project. This is not the first time the request
has been made, and the previous project failed when adaptive tools were implemented. What
should the project manager do?

A
3 Bring third-party company to develop and implement a hybrid framework for this specific project.

B Prepare a change request and seek approval from the steering committee regarding the new project framework.

C Recommend to the PMO that it’s not the right time to start implementing adaptive tools in projects.

D Conduct individual interviews with key stakeholders in order to understand all concerns then prepare a communication management plan.

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Lesson 3: Recourses

A project manager is made aware that there are defects in the parts provided by a supplier, which are
causing delays in the testing phase. The supplier claims that all parts have been delivered as per the
contract. If the defects are not fixed by the supplier within one week, the product release will be
impacted. What should the project manager do?

A
4 Review the procurement contract and ask the supplier to negotiate a solution.

B Escalate this issue to senior management, as the supplier is not following the procurement contract.

C Request a revision of the procurement contract to include specifications for the parts

D Request a cancellation of the procurement contract with the supplier and impose a penalty

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Budget
TOPIC E

Project Planning

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Budget Planning
Overview
Create budget in accordance with project life cycles:

Begin with fixed budget and amend with change control process
Consider:
• Cost as well as value
• Organization and Hybrid approaches add adaptability around surety
stakeholder attitudes
towards budget and
costs
Use burn rate

Agile teams collaborate with stakeholder partners and finance

stakeholders to suggest incremental budgeting approaches (agile
mindset)

Predictive Budget
Planning • Create a cost management plan
• Employ estimating techniques to assign costs to activities
• Tailor a cost baseline
• Is used to monitor and measure cost performance throughout the
project (compares with actual results)
• Includes budget contingencies to address identified risks
• Can be changed only through formal change control procedures

The budget at completion (BAC) is the highest point on the cost

baseline. The BAC is the sum of all budgets established, or the value
of total planned work.

‫هو مجموع‬. BAC ‫(أعلى نقطة على خط اﻷساس للتكلفة‬BAC) ‫تعد الميزانية عند اﻻكتمال‬
.‫ أو قيمة إجمالﻲ العمل المخطط له‬،‫جميع الميزانيات الموضوعة‬

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Check with
Organization
Funding Limit
Reconciliation

• Compare planned
project expenditure
against funding limits
• Align
work/expenditures on
the schedule to level
the rate of
expenditures

Historical Data
Start with What’s Known
• Check lessons learned repository for
budgets, estimates from previous,
similar projects or data from the last
iteration

‫• تحقق من الدروس المستفادة للميزانيات والتقديرات من‬

‫المشاريع السابقة والمشابهة أو البيانات من التكرار اﻷخير‬

• Look for valuable cost-estimating

information - both successes and
shortcomings

‫ النجاحات وأوجه‬- ‫• ابحث عن معلومات قيمة لتقدير التكلفة‬

‫القصور‬

• Use analogous and estimating

techniques, based on similar situations 194

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Resource Costs

• Match project need to • Assign a blended rate

resource attributes • Estimate points (effort) using planning poker or affinity
(availability, experience, diagram to find the number of user stories that can be
knowledge/skills, completed based on team velocity
attitude)
• Use a simple formula to estimate the cost per point:
• Create initial estimate
– Σ (loaded team salaries for period n) / points completed
based on average rate
in interval n
• Modify as needed
• Use a formula to estimate budget:
– (Cost per point * total point value of items to be
completed) + other expenses = forecast budget

Estimate Costs

Estimate the cost for each activity or work Expecting the scope to change?
package in a project.
Use lightweight estimation methods for
Cost estimates should include: high-level estimating.
• Direct labor
• Materials
• Equipment
• Facilities
• Services
• Information technology
• Contingency reserves
Use:
• Rough order of magnitude (-25 to +75%)
• Definitive Estimate (-5 to +10%)
• Phased estimate

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Estimating Techniques –
Advantages and Disadvantages

Analogous Parametric Bottom-up

Estimating Estimating Estimating

Can ensure no work is Is not time consuming Is very accurate and

inadvertently omitted gives lower-level
from work estimates. managers more
responsibility.

Can sometimes be May be inaccurate, May be very time

difficult for lower-level depending on the consuming
managers to apportion integrity of the historical Can be used only after
cost estimates. information. the WBS has been well-
defined.

197

Project Budget

• Use the bottom-up

approach to aggregate
activity costs, work
package costs and
cost baseline

• Include contingencies
to support risk
management

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Adaptive and Hybrid Budget Planning

Guidelines/Example

Examples

• Focus on short-term budgeting and • Estimate budget based on current data, plus a forecast
metrics versus long-term algorithm that is based on historic data or expert guidance
— e.g., lean or Kanban
• Set time periods for work and
prioritize work within those time • Use a “top-down” approach, using gross-level estimation
periods. techniques such as planning poker and affinity grouping on
feature sets, then employing progressive elaboration and
• Base cost on the resources used for
rolling-wave planning methods to drill down to the task level
that time period
on a just-in-time basis (iteratively)

• Revise budget at sprint planning intervals

ECO Coverage

2.5 Plan and manage budget and resources

• Estimate budgetary needs based on the scope
of the project and lessons learned from past
projects (2.5.1)
• Anticipate future budget challenges (2.5.2)
• Plan and manage resources (2.5.4)

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Remem ber
Budget
Management Study Tips for
Final Exam

Definition and Key Words

budget at completion (BAC) The BAC is the sum of all budgets established, or the value of total
planned work.
cost baseline the approved version of the time-phased project budget, excluding any
management reserves.
used to monitor and measure cost performance throughout the project
(compares with actual results)
Contingency Reserve
Management Reserve
Rough order of magnitude (-25 to +75%)
Definitive Estimate (-5 to +10%)

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A company is planning to utilize a new product that leverages innovative technologies and processes.
The project manager has verified that the component work packages have been defined, and constraints for each
Lesson 3: Cost

component have been identified.

Which estimating technique should the project manager use to obtain a precise cost estimate of the project?

A Analogous

1
B Three-point

C Bottom-up

D Parametric

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Lesson 3: Cost

A project manager is leading a project which shows a trend to exceed the cost baseline.
What should the project manager do first to manage the budget?

A
2 Meet with the project team to analyze the actual cost to determine deviations

B Inform the stakeholders that the project will be finished over budget

C Ask the project sponsor for assistance in getting the budget back on track

D Issue a change request including the analysis to increase the budget

205
Lesson 3: Cost

A project manager has taken over an existing project According to the previous project manager, the project is
on track and within budget, However, stakeholders are unhappy with the recent progress report since the
metrics show that the project is delayed and the cost is higher than expected.
What should the project manager do?

A
3 Conduct an earned value analysis (EVA)

B Schedule a meeting with the previous project manager

C Schedule training for project team members

D Submit a change request to the change control board (CCB)

206

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Risks
TOPIC F

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Project Planning

Risk
An uncertain event or condition that, if it
occurs, has a positive or negative effect
on one or more project objectives.

‫ سيكون له تأثير‬،‫ إذا حدث‬،‫حدث أو ظرف غير مؤكد‬

‫إيجابﻲ أو سلبﻲ على واحد أو أكثر من أهداف المشروع‬

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Positive (opportunities).
‫مخاطر ايجابية – فرص‬

Risk
Negative (threats).
‫مخاطر سلبية – تهديدات‬

Individual project risk ‫مخاطر فردية‬

is an uncertain event or condition that, if it occurs, has a positive
or negative effect on one or more project objectives.

Risk
Identification

Overall project risk ‫مخاطر اجمالى المشروع‬

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.

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Risk
TRIGGER CONDITION
Conditions of
Uncertainty
01 An event or situation that indicates
that a risk is about to occur.

OPPORTUNITY
02 A risk that, if developed, would create a
positive effect on one or more project
objectives.

THREAT
03 A risk that would have a negative effect
on one or more project objectives.

ISSUE
04 A current condition or situation that may
have an impact on the project objectives.

213

Key Concepts and Definitions

Risk appetite:
A degree of uncertainty that your organization is willing to
take on in anticipation of a reward.
 Some organizations might take a high risk if the reward is high;
 others may want to play it safe or be conservative.
 If they take risks, it means that their risk appetite is high,
 and the organization that play conservatively has a low-risk appetite.

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Risk Appetite

Risk Averter Risk Neutral Risk Seeker

Tolerance to risk is
proportional to the
amount of money at
stake Prefers an uncertain
Not likely to take a
outcome and may be
risk that is
willing to pay a
considered a high penalty to take a high
risk risk
(Financial markets,
IRR, Interest, ROI)

Key Concepts and Definitions

Risk Threshold

Is a quantified limit beyond

which your organization will not
accept the risk.

.‫هو الحد الكمﻲ اﻻقصى الذي لن تقبل مؤسسه بعده المخاطرة‬

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Key Concepts and Definitions

Trigger Condition
An event or situation that indicates that a risk is about to occur.
‫حدث أو موقف يشير إلى أن الخطر على وشك الحدوث‬
Project Management:
•Example: In project risk management, a trigger condition could be set to activate a contingency plan if
a key team member leaves the project unexpectedly. The trigger condition is: if key team member
resigns

217

Risk Probability ‫احتمال الحدوث‬

Impact ‫التأثير‬

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Project Risks
SLC Examples
Project Risks

• Working with new vendors and

building processes
• Supply chain issues for correct
bricks
• Building code compliance
• Key stakeholder conflict
• Retail market changes – decline of
in-store shopping
• Site survey shows risk of slippage
from coastal erosion < 25 years

219

Create Risk
Strategy
How would you describe the Management Guidelines
organization/ project’s risk • Use qualitative (high, medium,
appetite? low, etc.) or quantitative
(numerical) ratings
• Risk-seeking?
First, understand risk • Risk-neutral? • Set a maximum risk exposure
parameters for the • Risk-averse? level that can be managed
organization and the without escalation
project! The risk threshold is tied to
individual and organizational risk
appetites. Do you know:
• Which are too high to accept?
• Which are low enough to just be
accepted?
• What criteria determines
inclusion in the risk register?

220

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Define/Refine
Risk Set initial risk strategy, then define In the plan:
Management and refine it! • Risk strategy
Approach • Methodology
Factor in project characteristics: • Roles and responsibilities
• Size • Funding
• Complexity • Timing
• Importance • Risk categories
• Development approach • Stakeholder risk appetite
• Definition of risk probability and
impact
Create a risk management plan!
• Probability and impact matrix
• Reporting formats
• Tracking documents

221

Plan Risk Management —

The process of defining how to conduct risk management activities for a project.

Identify Risks—
The process of identifying individual project risks as well as sources of overall project risk,
and documenting their characteristics.

Perform Qualitative Risk Analysis—

The process of prioritizing individual project risks for further analysis or action by assessing Planning
Risk Management their probability of occurrence and impact as well as other characteristics.

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.
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.

Implement Risk Responses—

The process of implementing agreed-upon risk response plans.

Monitor Risks—
The process of monitoring the implementation of agreed-upon risk response plans, tracking
identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness
throughout the project.
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Risk
Identification Data Gathering and Analysis
Techniques
‫تحديد المخاطر‬ • Risk breakdown structure (RBS)
• Brainstorming
• Nominal group technique
• SWOT analysis
Use a prompt list to
evaluate the external • Affinity diagram
environment for risks.
• Assumption analysis
• Document review
• Delphi technique
• Monte Carlo simulation (larger organizations)

223

RBS Level 0 RBS Level 1 RBS Level 2

1.1 Scope definition
Risk Breakdown 1.2 Requirements definition

Structure 1. Technical Risk

1.3 Estimates, assumptions, and constraints

1.4 Technical processes

1.5 Technology
1.6 Technical interfaces
2.1 Project management
2.2 Program/portfolio management
Uses typical categories, 2.3 Operations management
such as: 2. Management Risk
2.4 Organization

• Technical 2.5 Resourcing

0. All Sources of Project Risk 2.6 Communication
• Management 3.1 Contractual terms and conditions
3.2 Internal procurement
• Commercial 3.3 Suppliers and vendors
3. Commercial Risk
• External 3.4 Subcontracts
3.5 Client/customer stability
3.6 Partnerships and join ventures
4.1 Legislation
4.2 Exchange rates
4.3 Site / facilities
4. External Risk
4.4 Environmental / weather
4.5 Competition
4.6 Regulatory

Example RBS 224

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Techniques for the Identify Risks

Brainstorming

The goal of brainstorming is to obtain a

comprehensive list of individual project risks
and sources of overall project risk.

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Techniques for the Identify Risks

Root-cause analysis
 Root-cause analysis helps to identify additional, dependent risks.
 The identified risks may be related because of their common root causes.
 Root-cause analysis can be the basis for development of preventive and comprehensive
responses and can serve to reduce apparent complexity.
SWOT Analysis

 SWOT (strength, weakness, opportunity, and threat) is a

technique that examines the initiative from each of the
SWOT perspectives
 to increase the breadth of considered risks.

This technique focuses on internal (organizational strengths and

weaknesses) and external (opportunities and threats) factors.

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Techniques for the Identify Risks

Delphi technique

Uses a facilitated anonymous polling of subject matter experts to identify risks in their
area of expertise.
The facilitator gathers the experts' initial responses and circulates them without
attribution to the entire group
The group members may then revise their contributions based on those of others.
Designed to gather information and build consensus without requiring face-to-face
meetings.
Delphi technique to gather all stakeholder opinions.

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Techniques for the Identify Risks

Expert judgment
Expert judgment is the contribution provided to risk identification based on expertise .

Historical Information
Historical records and data from past projects, programs, and portfolios help to identify
common risks and prevent repeating mistakes.

Interviews
Interviewing experienced project, program, or portfolio participants, stakeholders, and subject
matter experts can identify risks. Interviews are one of the main sources of risk identification data
gathering.

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Techniques for the Identify Risks

Questionnaire
Questionnaire techniques encourage broad thinking to identify risks; however, it
requires quality questions to be effective.

Prompt lists
Prompt lists enumerate risk categories with the purpose of detecting the most relevant to
the project, program, or portfolio.

A prompt list can be useful as a framework for brainstorming and interviews.

Categories of risks include:
 Technical risks.
 Organizational risks.
 External risks.

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Risk
Classification
Approaches Schedule Cost Quality Scope

Effect-based Risk Classification

230
PMI® Authorized PMP® Exam Prep Course – PM. Khaled Abo Ali , PMP , PMI- ACP

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Risk
Classification
Approaches Internal External Technical
Non- Industry-
Generic
technical Specific

Sourced-Based Risk Classification

231

Assess Risks
Qualitative then
Quantitative

Perform the subjective qualitative assessment first.

Prioritize risks for further analysis by assessing and combining their

probability of occurrence and impact in a probability/impact matrix.

Then, if further support is required, use a quantitative assessment.

Not every risk needs quantitative assessment.

232

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Create Risk Probability and Impact Definitions

Example
+ / - IMPACT ON PROJECT OBJECTIVES

SCALE PROBABILITY TIME COST QUALITY

VERY HIGH >70% >6 months >$5m Very significant impact on overall functionality

HIGH 51-70% 3-6 months $1m-$5m Significant impact on overall functionality

MEDIUM 31-50% 1-3 months $501k - $1m Some impact in key functional areas

LOW 11-30% 1-4 weeks $100k-$500k Minor impact on overall functionality

VERY LOW 1-10% 1 week <$100k Minor impact on secondary functions

NIL <1% No change No change No change in functionality

233

Probability and SEVERITY

IMPACT

Impact Matrix (SEVERITY)

1 2 3 4 5
PROBABILITY
VERY LOW
(LIKELIHOOD)
• Use numeric values 1 1 2 3 4 5
and/or colors
LOW
• If using numbers,
multiply them to give 2 2 4 6 8 10
a probability impact
MEDIUM
score – this makes
evaluating relative 3 3 6 9 12 15
priority easier!
HIGH

4 4 8 12 16 20
This is NOT a VERY HIGH
quantitative 5 5 10 15 20 25
evaluation.

234

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Risk Register*

Risk Score
Risk Impact Impact Level Probability Planned
(probability and Trigger Condition Owner
Description Description Score Level Score Response
impact multiplied)
What will
(IMPACT X
happen if the Rate Rate
PROBABILITY) What indicates the Who’s
risk is not 1 (LOW) to 1 (LOW) to Action plan
Address highest risk will occur. responsible
mitigated or 5 (HIGH) 5 (HIGH)
first.
eliminated
Supply chain
Supplier
issues for 5 1 5 L. De Souza
notification
correct bricks
Building code
5 2 10 Pre-checks fail K. Ayoung
compliance
Working with
new vendors
3 3 9 Delays or conflict K. Ayoung
and building
processes

235

Risk List
Probability Impact
Risk Magnitude
(1-10) (1-10)
• Working with new vendors and Teams can add (tailor)
5 6 30
building processes columns for:
• Supply chain issues for correct
5 10 50 • Owner
bricks
• Status
• Building code noncompliance 5 10 50
• Date identified
• Key stakeholder conflict (Josie
Bynoe) 4 6 24 • Date resolved

• Retail market declining 8 10 80

• Days active
• Resolution strategy
• Site survey shows risk of slippage
from coastal erosion < 25 years 5 3 15

In addition to a risk list or a risk register, teams use information radiators and a
backlog refinement process with risks added, which are discussed at various
planning meetings.
236

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Quantitative Risk
Analysis Methods • Simulations - Use computer models to determine risk factors

(1 of 2) • Monte Carlo simulations produce a quantitative risk analysis model

by using schedule and/or cost inputs to produce an integrated
quantitative cost-schedule risk analysis

• Simulations • Sensitivity analysis - Determine the greatest risk

• Sensitivity analysis • Output is the
• Decision tree analysis Tornado diagram,
a horizontal bar
• Influence diagrams chart comparing
• Expected monetary relative importance
value (EMV) of various risks,
highest on top

237

Quantitative Risk
Analysis Methods Decision tree analysis
• Branches represent decisions or events, each with associated costs
(2 of 2) and risks
• The end-points of branches represent the outcome (negative or
positive)
• Simulations Influence diagrams
• Sensitivity analysis • Quality management graphical aid
• Decision tree analysis • Shows elements of uncertainty caused by risks using ranges or
probability distributions
• Influence diagrams
• Expected monetary Used when decision trees are too complex.
value (EMV)

Expected Monetary Value (EMV)

• Multiply the monetary value of a possible outcome with its probability of
occurrence to calculate the EMV of each branch
• Select the optimal one

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7.Techniques for the

Quantitative Risk Analysis
3. Monte Carlo Simulation
 A project simulation uses a model that translates the
specified detailed uncertainties of the project into their
potential impact on project objectives.

 Simulations are typically performed using the Monte Carlo

technique.

The output illustrates the respective probability of

achieving specific cost targets.

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7.Techniques for the Quantitative Risk Analysis

4. Sensitivity Analysis

Sensitivity analysis helps to determine which risks

have the most potential impact on the project
objectives.

Helps to Determine the correct priority of every identified risk

display of sensitivity analysis is the

tornado diagram.

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7.Techniques for the Quantitative Risk Analysis

1. Decision tree analysis

 Decision tree analysis is used to determine

partial and global probabilities of occurrence.
 It is a tree-like model that calculates the
expected monetary value of different
possibilities by probability of occurrence.

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7.Techniques for the Quantitative Risk Analysis

2. Expected monetary value (EMV)

 Is a statistical technique in risk management used to

quantify risks and calculate the contingency reserve.

 It calculates the average outcome of all future events that

may or may not happen.
 The EMV of opportunities are generally expressed as
positive values, while those of threats are expressed as
negative values.

 The sum of the EMV of all events is the contingency reserve.

 A common use of this type of analysis is a decision tree

analysis.

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Risk Response
Good Practice

Risk responses should be:

• Appropriate for the significance of the risk

• Cost effective
• Realistic within the project context
• Agreed to by relevant stakeholders
• Owned by a responsible person

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
243

Plan Risk
Response
Guidelines and • A trigger condition signals a risk can develop
Terminology
• Team implements a risk response

• A secondary risk can arise as a direct result of the risk response

implementation

• Residual risk can remain after risk responses have been implemented

• Have a contingency (fallback) plan ready in case the primary risk

response fails

• The contingency reserve (or allowance) is the budget within the cost
baseline that is allocated for identified risks and their response
strategies

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Risk Response Strategies

THREAT OPPORTUNITY

Prepare strategies for threats (negative) as ESCALATE ESCALATE

well as opportunities (positive) and for
individual project risks and overall project
risk. AVOID EXPLOIT

TRANSFER SHARE

MITIGATE ENHANCE

ACCEPT ACCEPT

245

Five responses may be considered

for dealing with threats:

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1. Escalation
is appropriate when a threat is outside of the portfolio, program, or project scope or when the
proposed response exceeds a given manager's authority.

Escalated risks are managed at the enterprise domain, portfolio domain, program domain, or
other relevant part of the organization.

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2. Risk avoidance
is when the portfolio, program, or project team acts to eliminate a threat
or protect activity from risk impact.

It may be appropriate for a high-priority threat with a high probability of occurrence and
a large negative impact.

Avoidance may involve changing some aspect of the management plan or changing
the objective that is in jeopardy in order to eliminate the threat impact entirely.

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3. Transfer
involves shifting responsibility 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.
Ex: Hire a licensed contractor to complete the work

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4. Mitigation
In risk mitigation, 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.
Where it is not possible to reduce probability, a mitigation response might reduce the impact by
targeting factors that drive the severity.

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5. acceptance
Risk acceptance acknowledges the existence of a threat, but no proactive action is taken.

This strategy may be appropriate for low-priority threats.

Accept the risk When cannot outsource work nor eliminate the scope, cannot buy
insurance or mitigate the risk.

Active acceptance strategy : is to establish a contingency reserve, including

amounts of time, money, or other 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.

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Five responses may be considered

for dealing with opportunities:

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1. Escalated
This risk response strategy is appropriate when an opportunity is outside the portfolio, program,
or project scope or when the proposed response exceeds a given manager's authority.
Escalated opportunities are managed at the program domain, portfolio domain, or other relevant
part of the organization. It is important that ownership of an escalated opportunity is accepted by the
relevant party in the organization.

2. Exploit
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%.

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3. Sharing
Sharing involves transferring ownership of an opportunity to a third party so that the third
party shares some of the benefit if the opportunity occurs.
It is important to carefully select the new owner of a shared opportunity to ensure capture of the
opportunity for the benefit of the portfolio, program, or project.
Risk sharing often involves payment of a risk premium to the party taking on the opportunity.

4. The enhance
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.

5. Acceptance
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.
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Risk Response Strategies

ECO Coverage

2.3 Assess and manage risks

• Determine risk management options (2.3.1)
• Iteratively assess and prioritize risks (2.3.2)
3.1 Plan and manage project compliance
• Determine necessary approach and action to
address compliance needs (risk, legal) (3.1.6)
• Determine potential threats to compliance
(3.1.3)

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Members of a project team are not taking their risk management responsibilities seriously.
They do not consider risk management as primary to the project's success and do not
believe that the benefits are significant. What should the risk manager do?

A. Motivate and in influence the project team with risk engagement activities like workshops

B. Ensure that the risk language used by all stakeholders is consistent with the risk
management plan

C. Schedule a meeting to review and develop realistic risk thresholds with the project team

D. Ensure that risk management responsibilities are clearly identified in the risk management plan.

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A risk manager faces resistance as they try to implement the project's risk strategy.
Some members of the project team believe it is a waste of time and money. What
should the risk manager do?

A. Reduce the number of risk management activities

B. Raise the concerns with the project sponsor

C. Met with team members to address their concerns

D. Continue to implement the risk strategy

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A project manager wants to introduce new technology to improves project's performance.

However, there are some costs associated that are beyond the current budget, and the
proposed technology has not been applied to any previous company projects. What should
the project manager do in this situation?

A. Outsource the implementation of the new technology as soon as possible

B. Escalate this initiative to project decision-makers and sponsors.

C. Take advantage of this opportunity of improving the project performance

D. Accept the fact that there is a risk associated with this new technology

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During a meeting to develop the risk management plan, the risk manager recognizes
that risks may be identified that could also impact other projects that the company is
pursuing. What should the risk manager do?

A. Contact the risk managers of the other projects and inform them

B. Include an escalation process in the risk management plan

C. Take note of the extensive impact of these risks in the risk register

D. Address the unique characteristics of these risks on a case-by-case basis

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The project manager and the risk manager o f a new project to develop an application to support
autonomous driving are meeting with the sponsor and key stakeholders to discuss the project.
During the meeting, it is identified that the transport authority is discussing new traffic regulations for
the industry that could be in place before the project ends. H ow should the project manager and the
risk manager handIe this situation?

A. Perform inquiries on the website of the traffic authority weekly

B. Send a letter to the traffic authority with the general project information

C. Ensure the project complies with the current traffic regulations and laws

D. Meet with the traffic authority staff in charge of the new regulation

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The project manager starts with developing the risk management plan.
What is the expected outcome of developing the risk management plan?

A. Being able to monitor and control risks throughout the project

B. Documenting the communication strategy for risks throughout the project

C. Defining how risk management Will be executed throughout the project

D. Having the ability to identify risks throughout the project

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What should be used to determine how often a project's risk register should be
updated or reviewed in a given year when the project is in an industry with a very
high business rhythm?

A. The Risk management plan

B. The risk triggers

C. The Program management plan

D. The Risk prioritization criteria

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A risk manager of a major project facilitates a meeting to develop the risk management
plan. What two factors does the risk manager need to consider to ensure an effective
risk management plan is developed? (Choose two.)

A. Aligning to project constraints and priorities

B. Applying modern risk management techniques

C. Ensuring risk response strategies mitigate all risks

D. Minimizing implementation costs

E. Obtaining stakeholder acceptance

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The project manager works with the project team to develop the risk handling
strategies for the Identified risks. How should the project manager work with these risk-
handling strategies?

A. Implement the strategies immediately

B. Ensure the strategies are approved by the stakeholders

C. Review and revise the strategies periodically

D. Implement the strategies after completing the risk analysis

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The project manager for project X was expecting the mobilization of critical equipment from another
project, project Y. However, a day before the mobilization was scheduled, another project manager
notifies project X 's project manager that the equipment would not be available for at least another
month due to delayed activities for project Y. This has jeopardized meeting a critical milestone for
project X. How should project X 's project manager avoid this situation in the future ?

A. Request that the other project manager be added to relevant reports

B. Request that the other project manager inform if any additional delays are expected

C. Prepare a contingency response plan to implement when delays occur

D. Ask the other project manager to officially confirm the new date in writing

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A project manager has determined that an activity is too complex to complete

internally, so they hire a licensed contractor o complete the work. What is the
project manager performing in this situation?

A. Risk mitigation

B. Risk avoidance

C. Risk acceptance
D. Risk transfer

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A project manager is working on a construction project. Based on past experience, the project
manager identifies a nick that a supplier of a critical material may not deliver on time. The project
manager has already accounted for this risk in the risk management plan. If this risk materializes, the
project manager plans to procure the material from a different supplier. A potential risk in this plan is
that there may be differences in the material provided by the firs t and second supplier.
What type o f risk is this?

A. Secondary risk

B. Residual risk

C. Normal risk

D. Primary risk

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A project manager has determined that they cannot outsource work nor eliminate
the scope. They also discover that they cannot buy insurance or mitigate the risk.
What should the project manager do?

A. Avoid the risk

B. Accept the risk

C. Transfer the risk

D. Ignore the risk

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Quality
TOPIC G

27
2

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Project Planning

Quality

The degree to which a set of inherent

characteristics fulfill requirements.
Include:
• Stakeholder expectations and end-user
satisfaction
• Compliance with standards and
regulations
• Continuous improvement

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Cost of Quality
(CoQ)

Money spent during project to avoid failure Money spent during/after project because
of failures

• Prevention costs (Build a quality product) • Internal failure costs

• Training • Rework
• Document processes • Scrap
• Equipment • External failure costs
• Time to do work “right” – resources, • Liabilities
infrastructure expenses • Warranty work
• Appraisal (quality assessment) • Lost business
• Testing
• Inspections

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Stakeholder and
Customer
Expectations of
Quality PRODUCT/DELIVERABLE PROCESSES

Identify quality requirements Ongoing observation and checking

during requirements elicitation; of processes stated in quality
create quality management plan. management plan; overseen by a
quality policy.

Your organization should have a quality policy which applies to all

projects. If your organization does not have a quality policy, then
your project needs to create one.

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Quality Management Plan

• Activities and resources that achieve the

quality objectives
• Formal or informal, detailed or broadly
framed
• Reviewed throughout the project
• Benefits:
• Sharper focus on the
project’s value proposition
• Cost reductions
• Mitigated schedule
overruns from rework

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
277

Compliance
Requirements

Internal and external standards, such as:

• Appropriate government regulations
• Organizational policies
• Product and project quality requirements
• Project risk
Compliance actions:
• Classify compliance categories
• Determine potential threats to compliance
• Analyze the consequences of
noncompliance
• Determine necessary approach and action
to address compliance needs

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
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Quality Example

Standards and Documents established as a model

Standards by an authority, custom, or by Dictionary
Regulations general consent.
Requirements that can establish
product, process, or service
Regulations characteristics, including applicable Language rules
administrative provisions with
government-mandated compliance.

De facto standards or Widely accepted and adopted Words are used widely in
regulations through use, but not yet. . .. groups, like slang or jargon.

De jure standards or Mandated by law or approved by a Word enters dictionary and

regulations recognized body of experts. becomes a defined word.

A number of international institutes are devoted to quality, including:

• American Society for Quality (ASQ) - ISO 9000 Series
• The Chartered Quality Institute (CQI)
• ASTM International

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Quality Metrics,
Checklists, and
Processes
Metrics measure desired quality attributes for your product or project
through testing, use of tools, processes.

Include a tolerance level that factors in what the customer will accept
and describe the desired quality level in the acceptance criteria and
DoD.

Include checklists, templates and quality artifacts in the quality

management plan.

Adaptive teams use retrospectives and small batch cycles to ensure

quality.

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Quality Methods
for Continuous
Improvement

Six Sigma (aka Lean Six Sigma) – DMAIC framework (Define, Measure,
Analyze, Improve, Control) – focus on removing waste

Kaizen – “change for better/improve”

(PDCA) Plan – Do – Check – Act – Shewhart/Deming

Agile methods - Scrum, Kanban, Crystal Methods (software), etc.

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ECO Coverage

2.7 Plan and manage quality of products /

deliverables
• Determine quality standard required for
project deliverables (2.7.1)
3.1 Plan and manage project compliance
• Use methods to support compliance (3.1.4)
• Measure the extent to which the project is in
compliance (3.1.7)

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Integrate Plans
TOPIC H

28
4

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Integrating Plans
An Important Step
Overall, the scope, schedule, budget, resources, quality and risk plans
must support desired outcomes.

An integrated view of all plans can:

• Identify and correct gaps or discrepancies
• Align efforts and highlight how they depend on each other — so your
team works better!
• Help assess and coordinate the project during its life cycle

The result of this step is an integrated project management plan!

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Integrate Plans
At the end of the planning stage, combine all planning results
from knowledge areas.

Specific to project manager role, this task cannot be

delegated.

Reframe the approach to “plan integration” and figure out a way

forward to work with the various planning elements – adapt it
while working!

Adaptive processes and agile ceremonies provide a structure to

continuously integrate plans or aspects of a project.

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Questions about Change Typical Answers

Change Control
Who can propose a change? Roles are assigned

A change is proposed or an event

What exactly constitutes a change? changes one of the project
Use a change baselines or measures
management plan to set
a process and assigned What is the impact of the change on
Recommend evaluation method
roles for change project objectives?
What are steps to evaluate a change
Required steps per quality policy
request before approving or rejecting it?
Who has the authority to approve various Change control board, other
types and levels of change? approvals
When a change request is approved, what
project documents will record the next Change log
steps (actions)?
How will you monitor these actions to Quality metrics, RAM/RACI charts,
confirm completion and quality? information radiators
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How to Approach Complex

Plans
Fail Fast and Self-Correct!

Instead of planning, rely on tailoring,

adaptability and resilience
Adopt mindsets and frameworks that
prioritize collaboration over instruction and
control

Copyright 2023© Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
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ECO Coverage

2.9 Integrate project planning activities

• Consolidate the project/phase plans (2.9.1)
• Assess consolidated project plans for
dependencies, gaps, and continued business
value (2.9.2)
• Analyze the data collected (2.9.3)
• Collect and analyze data to make informed
project decisions (2.9.4)
• Determine critical information requirements
(2.9.5)
2.10 Manage project changes
• Determine strategy to handle change (2.10.2)

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End of Lesson 3

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