Pmp presentation chapter 1 to 7

PMP Presentation
Saad Merie, PMP
Planning Engineer
Engosoft

Introduction
The Exam
PMBOK
Why I need PMP
PMP Preparation Course – Engosoft – Saad Merie

Introduction
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Introduction
PMBOK
Organizations
& Framework
General Organizations
Knowledge Areas
Integration
Human
Resources
Scope
Communication
Time
Risk
Cost
Procurement
Quality
Stakeholder
Framework

1. Introduction: General 1.2
Project?
temporary endeavor undertaken to create
a unique product, service, or result.
Considered Finished in three cases:
• Complete all objectives (from Owner Side).
• Terminated when Can't Complete its objectives.
• Terminated when there is no need for it anymore.

1. Introduction: General
• Temporary: Has Start and End Dates
• Creates a unique product
• Progressively Elaborated
• Over the Product Life Cycle
• Enhancements with production
• Enhancements may be small projects
Project
Operation
1.2

Project
Operation
1.2
Building an Extension on a houseShelving books at the libraryBaking a wedding cakeWatering Plants Twice a week
Running an assembly line in a
toy factory
Organizing a large conference

Portfolio
Subportfolio
Programs
Projects
Program
Subprogram
Projects
Project
Phase 1 Phase 2
1.2.1

Project
Result of
Company’s
Strategic
Considerations
Program
Coordination
between projects
to obtain benefits
not available by
managing projects
individually
Portfolio
Manage Programs
and Projects
together to achieve
Company’s
Strategic
Objectives
1.4

Market
Demand
Business
Need
Social Needs
Environmental
Needs
Customer
request
Technological
advance
Legal
Requirement
Why we make a Project?
1.4.3

Project Management Office PMO
Supportive
Act like Consultant
Templates, best practices,
Training
Projects May not follow
PMO instructions
Low Control
Controlling
Force Projects to follow
PMO rules
Rules may be management
framework and
methodologies
Moderate Control
Directive
Act like project manager
High Control
1.4.3

Project Management Office PMO
Supportive Controlling Directive
1.4.3
Provides the process
documents and templates for
your project.
A centralized group of project
managers who are
assigned to manage projects.
When a project gets started, this
group makes sure that the team
has followed all of the initiating
processes and have the right
approvals to start
working.
When you sit down to do your risk
planning for your project, you go
to them to find a good example of
a risk plan that’s been useful on
other projects.

Initiating
What is Project management?
Closing
Planning
Executing
Monitoring
and
Controlling
5 Process Groups
47 Processes
1.3

2.1 Organizational Influences 2.1
Organization?
Organizations are systematic arrangements of
entities (persons and/or departments) aimed at
accomplishing a purpose, which may involve
undertaking projects.
Structure
Functional
Matrix
Projectized
Culture and Style
Values
Reward System
Policies
Communications
Distance Effect
Technology Usage

2.1 Organizational Influences 2.1.3
Organizations Structure Types
Each Employee has
one boss (The
Functional Manager)
Employees are staffed by
department (Production,
Marketing, Finance ..)
Each Department do its part
in the project interdependent
from other departments
Coordination on
Functional
Managers Level
Functional Organization

Organizations Structure Types
Project Manager
is assigned as
coordinator
Project Manager
has some
Authorities
Each Department do its part
in the project in Coordination
with Other Departments
Coordination
on Lowest
Level
Weak Matrix Organization

Organizations Structure Types Balanced Matrix Organization
Project
Manager
work full time
Project Manager
has more
Authorities
Project Manager is
under Functional
Manager Department

Organizations Structure Types Strong Matrix Organization
Project
Manager
work full time
Project Manager
has wide but not
full Authorities
Project Manager is under
Projects Management
Department

Organizations Structure Types Projectized Organization
Project Team work
in same place
Project Manager
has full Authorities
All Company’s Resources
located in the projects

Organizational Structure Effect

Organizational Process Assets (OPA)
OPA
The plans, processes, policies, procedures, and
Knowledge bases specific to and used by the
performing organization.
The Project Team can follow OPA when needed.

Organizational Process Assets (OPA)
OPA
• Internal Guidelines and Policies
• Internal Forms and Templates
• Change Procedures
• Financial controls procedures
• Risk control procedures
• Historical information and lessons learned
• Project files from previous projects

Enterprise Environmental Factors (EEF)
EEF
Refer to conditions, not under the control of the
project team, that influence, constrain, or direct
the project.

Enterprise Environmental Factors (EEF)
EEF
• Organizational culture and structure
• Government or industry standards
• Existing human resources
• Personnel administration
• Marketplace conditions
• Political climate
• Project management information system

2.2 Project Stakeholders 2.2.1
Stakeholders?
All interested entities that may affect on the
project in Positive or Negative way.
• Project Team
• Project Manager
• The Owner
• The Consultant
• Competitor

2.2.3 Project Success 2.2.3
Scope
Time
Cost
Quality
Resources
and Risk
Will be measured in terms of
completing the project within
the constraints of:
As Approved

2.4 Project Life Cycle 2.4
A project life cycle is the series of phases that a
project passes through from its initiation to its
closure.
Design
Phase
Construction
Phase
Maintenance
Phase
Project
Life Cycle

Design Phase
• Initiating
• Planning
• Executing
• Controlling
• Closing
Construction Phase
• Initiating
• Planning
• Executing
• Controlling
• Closing
Maintenance Phase
• Initiating
• Planning
• Executing
• Controlling
• Closing
THE PROJECT

Predictive
Plan Driven / Waterfall
Scope, Time and Cost Determined early
and everything is planned
Construction Projects
Iterative
Repetitive iterations or phases to
develop the product
Each iteration include activities from
process groups
Design Projects
Adaptive
Change Driven / Agile
Product Concept Submitted in short
period and enhance with next
submission
Software Projects
Types

3. Project Management Processes
What is Project management?
3.1

T 3-1
Knowledge
Areas
Project Management Process Groups
Initiating
Process
Group
Planning Process Group
Executing
Process
Group
Monitoring and
Controlling Process
Group
Closing
Process Group
4. Project Integration
Management
4.1 Develop
Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct and
Manage
Project
Work
4.4 Monitor and Control
Project Work
4.5 Perform Integrated
Change Control
4.6 Close Project
or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Time
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule

T 3-1
Knowledge
Areas
Initiating
Process
Group
Executing Process
Group
Monitoring and
Controlling
Process Group
Closing
Process Group
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality
Management
8.2 Perform Quality
Assurance
8.3 Control Quality
9. Project HR
Management
9.1 Plan Human Resource
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project
Communication
Management
10.1 Plan Communications
Management
10.2 Manage
Communications
10.3 Control
Communications

T 3-1
Knowledge
Areas
Initiating
Process
Group
Executing
Process Group
Monitoring and
Controlling Process
Group
Closing Process
Group
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk Responses
11.6 Control Risks
12. Project
Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct
Procurements
12.3 Control
Procurements
12.4 Close
Procurements
13. Project
Stakeholder
Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage
Stakeholder
Engagement
13.4 Control
Stakeholder
Engagement

3. Project Management Processes
Project Information
3.1
Work Performance
Data
• Raw Data
• Activity Progress
• Quality Measures
• Start and End Dates
• Number of Defects
Work Performance
Information
• Analyzing raw data
• Deliverables Status
• Change Requests Status
• Estimated Finish
Work Performance
Reports
• Reports about Data
• Dashboards
• KPI
• Graphs
• Suggestions

Common Terms in PMBOK
Process
Series of activates
to get an
output(s)
Deliverable
Any Unique and
Verifiable result
required to be
produced to
complete the
project
WBS
Work Breakdown
Structure
554

Baseline
Approved Version
of a work product
that can be changed
only through formal
Change Request
Change Request
A formal proposal
to modify any
document,
deliverable, or
baseline.
EEF
Conditions, not
under the
immediate control
of the team, that
influence, constrain,
or direct the project
554

Expert Judgment
Judgment provided
based upon
expertise in an
application area
Milestone
A significant point
or event in a
project
Product
An artifact that is
produced, is
quantifiable, and
can be either an
end item in itself or
a component item
554

PMIS
Project
Management
Information
System
Requirement
A condition or
capability that is
required to be
present in a
product, to satisfy
the contract
Resource
Manpower
Equipment
And Materials
554

Work Authorization System
Formal Document define who is
authorized to do what, and which are
the procedures for the work to be done
554

Exam Questions Q
A project is handled by departments of an organization and expedited by a
project coordinator. Which of the following statements is most likely to be true?
a) The performing organization is a weak matrix
b) The performing organization is doing "management by projects"
c) The performing organization is a strong matrix
d) The performing organization is Projectized.

Exam Questions Q
Which of the following is NOT a type of project management office?
A. Directive
B. Value-driven
C. Supportive
D. Controlling

Exam Questions Q
Which of the following is NOT a characteristic of a project?
A. Temporary
B. Strategic
C. Specific result
D. Progressively elaborated

Exam Questions Q
Which of the following is NOT true about portfolio management?
A. The portfolio manager judges the success of the portfolio by combining data
from all of its programs and projects.
B. A portfolio can contain projects and programs.
C. A portfolio is organized around a business goal.
D. A portfolio is always a group of programs.

Exam Questions Q
A project coordinator is having trouble securing programmers for her project.
Every time she asks her boss to give a resource to the project he says that they are
too busy to help out with her project. Which type of organization is she working
in?
A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized

Exam Questions Q
You’re a project manager working on a software engineering project. The
programmers have started building the software, and the testers have started to
create the test environment. Which process group includes these activities?
A. Initiating
B. Planning
C. Executing
D. Closing

Exam Questions Q
Which of the following is NOT true about overlapping phases?
A. Each phase is typically done by a separate team.
B. There’s an increased risk of delays when a later phase can’t start until an earlier
one ends.
C. There’s an increased risk to the project due to potential for rework.
D. Every phase must go through all five process groups.

4. Project Integration Management 4
Integration?
includes the processes and activities to identify,
define, combine, unify, and coordinate the
various processes and project management
activities within the Project Management
Process Groups
Knowledge
Areas
Initiating
Process
Group
Planning Process
Group
Executing
Process Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
4. Project
Integration
Management
4.1 Develop
project
Charter
4.2 Develop Project
Management Plan
4.3 Direct and
Manage Project
Work
4.4 Monitor and
Control Project Work
4.5 Perform
Integrated Change
Control
4.6 Close Project
or Phase

4. Project Integration Management 4.1
4.1
Project
Charter
document that formally authorizes the existence
of a project and provides the project manager
with the authority to apply organizational
resources to project activities.

4.1
Project
Charter
• Formally Authorize the project
• Define Start and End
• Create official record for the project
• Guarantee that the project align with company’s strategic
goals
• It is not a contract
• Approved and Changed by the sponsor
• should be general so we don’t change it
• Scope Changes subject to what is written in Charter
• Without Charter, Project Cannot begin

4.1 Develop Project Charter
Inputs
.1 Project statement of work
.2 Business case
.3 Agreements
.4 Enterprise environmental factors
.5 Organizational process assets
Tools & Techniques
.1 Expert judgment
.2 Facilitation techniques
Outputs
.1 Project charter

• Description of the product that the project create
• Part of the Tender or the Contract
• Refer to:
• Business need (same as following business case)
• Company’s Strategic Plan and where the project fit in it.
4.1.1 Develop Project Charter: Inputs
4.1.1.1 Project Statement of work

• Describe from business point of view if the project worth
investment.
• Determine Project Boarder
• Business Case define why we created the project (same reasons
mentioned before here)
4.1.1.2 Business Case

• Can be Contract, Letter of Agreement, Letter of Intent, Email,
or any other formal document
4.1.1.3 Agreements

• Consultants
• Stakeholders
• Technical Advisors
• Industry Experts
• Subject Matter Experts (SME)
• Project Management Office (PMO)
4.1.2 Develop Project Charter: Tools and Techniques
4.1.2.1 Expert Judgment

• Brainstorming
• Conflict Resolution
• Problem Solving
• Meeting Management
4.1.2 Develop Project Charter: Tools and Techniques
4.1.2.2 Facilitation Techniques

4.1.3 Develop Project Charter: Outputs
4.1.3.1 Project Charter
Project Manager
Authority
Project Purpose Project Objectives
Assumptions and
Constraints
Customer Needs
High Level
Requirements
High Level Risks
Summary Milestone
Schedule
Summary Budget Stakeholder List
Project Success
Criteria
Who Approve the
Charter

the process of defining, preparing, and
coordinating all subsidiary plans and integrating
them into a comprehensive project
management plan. The key benefit of this
process is a central document that defines the
basis of all project work
4.2 Project
Management
Plan

4.2 Project
Management
Plan
• Define how to Execute, Monitor and Close Project.
• It is Progressively Elaborated and prepared over the
project life cycle until project close.
• It is controlled and approved through Perform
Integrated Change Control Process.
• When it is baselined, it can be changed Only with
Change Request.

4.2 Develop Project Management Plan
Inputs
.1 Project charter
.2 Outputs from other processes
Tools & Techniques
.1 Expert judgment
.2 Facilitation techniques
Outputs
.1 Project management plan

4.2 Develop Project Management Plan
4.2.3 Develop Project Management: Outputs
4.2.3.1 Project Management Plan
• All other management plans
• Scope Baseline, Schedule Baseline, Cost baseline
• Selected Project life cycle
• Selected processes for this project
• Description of the Tools and Techniques for those processes
• Description how we maintain the integrity of the baselines
• Open Issues and cases

4.3 Direct and
Manage Project
Work
the process of leading and performing the work
defined in the project management plan and
implementing approved changes to achieve the
project’s objectives.
The key benefit of this process is that it provides
overall management of the project work.

4.3 Direct and Manage Project Work
Inputs
.2 Approved change requests
Tools & Techniques
.1 Expert judgment
.2 Project management information
system
.3 Meetings
Outputs
.1 Deliverables
.2 Work performance data
.3 Change requests
.4 Project management plan updates
.5 Project documents updates

• Perform Project Activities
• Create Deliverables
• Acquire, Train and manage project team
• Get and manage resources
• Apply method of Statements
• Create and manage communication tunnels
• Issue Change Requests
• Manage Risks, Procurement and stakeholders
• Collect and manage lessons learned
• Apply process enhancements

4.3.1 Direct and Manage Project Work: Inputs
4.3.1.2 Approved Change Requests
• Outcome from 4.5 Perform Integrated Change Control
• CRs which approved by CCB (Change Control Board)
• Approve
• 4.5 Perform
Integrated
Change
Control
CR
• Implement
• 4.3 Direct
and Manage
Project Work
Approved
CR
• Follow up
• 4.4 Monitor
and Control
Project Work
Validated
CR

4.3.2 Direct and Manage Project Work: Tools and Techniques
4.3.2.2 Project Management Information System (PMIS)
Part of EEF that Contain:
• Scheduling Tool
• Work Authorization System
• Configuration Management System
• Information Collection and Distribution System
• Interface to Online Automated System
• Automated Gathering and Reporting on KPIs

4.3.2 Direct and Manage Project Work: Tools and Techniques
4.3.2.3 Meetings
• Three Types:
1. Information Exchange.
2. Brainstorming and Options Evaluation.
3. Decision Making.
• The Best Practice is to make each type in separate meeting.
• Each meeting should have specific Agenda, Purpose and Time.
• Should Documented through MOM and Action Items.
• MOM to be saved in PMIS as planned.
• Preferably FACE to FACE meeting.

4.3.3 Direct and Manage Project Work: Outputs
4.3.3.1 Deliverables
Any Unique and Verifiable result required to be produced to
complete the project.

Work Performance
Data
• Raw Data
• Activity Progress
• Quality Measures
• Start and End Dates
• Number of Defects
Work Performance
Information
• Analyzing raw data
• Deliverables Status
• Change Requests Status
• Estimated Finish
Work Performance
Reports
• Reports about Data
• Dashboards
• KPI
• Graphs
• Suggestions
4.3.3.2 Work Performance Data

4.3.3.3 Change Requests
• CR: A formal proposal to modify any document, Deliverable, or baseline.
• CRs are implemented in this process only.
Corrective Action
Realign Project
Performance with
Project Management
Plan
Preventive Action
Insure that future
performance is aligned
with Project
Management Plan
Defect Repair
Modify the product or
part of it as per
requirements and
standards
Updates
Update plans and
documents to match
new idea or content

Corrective Action Preventive Action Defect Repair Updates
Honeycomb at
Columns
Costs are over
budget
Final Project Cost
may exceed Budget
Change Wall Colors

the process of tracking, reviewing, and reporting the
progress to meet the performance objectives defined
in the project management plan.
The key benefit of this process is that it allows
stakeholders to understand the current state of the
project, the steps taken, and budget, Schedule, and
scope forecasts.
4.4 Monitor
and Control
Project Work

• Compare Actual vs Planned Performance
• Determine if Change Request is needed
• Identify new Risks and follow up current ones
• Monitor Product Status
• Analyze project information
• Prepare Cost and Schedule Estimates
• Follow up Implemented Change Requests
4.4 Monitor
and Control
Project Work

Inputs
.2 Schedule forecasts
.3 Cost forecasts
.4 Validated changes
.5 Work performance information
Tools & Techniques
..1 Expert judgment
.2 Analytical techniques
.3 Project management information
system
.4 Meetings
Outputs
.1 Change requests
.2 Work performance reports
updates
4.4 Monitor and Control Project Work

4.4.1 Monitor and Control Project Work: Inputs
4.4.1.2 Schedule Forecasts
Comes from Control Schedule Process
4.4.1.3 Cost Forecasts
Comes from Control Costs Process

4.4.1.4 Validated Changes
• Approve
• 4.5 Perform
Integrated
Change
Control
CR
• Implement
• 4.3 Direct
and Manage
Project Work
Approved
CR
• Follow up
• 4.4 Monitor
and Control
Project Work
Validated
CR

4.4.1.5 Work Performance Information
Performance
Data
From
4.3
Performance
Information
Performance
Reports

4.4.2 Monitor and Control Project Work: tools and Techniques
4.4.2.2 Analytical Techniques
Regression Analysis Grouping Methods Casual Analysis Root Cause Analysis
Failure Mode and
Effect Analysis FMEA
Fault Tree Analysis
FTA
Reserve Analysis Trend Analysis
Earned Value
Management
Variance Analysis

4.4.3 Monitor and Control Project Work: Outputs
Comparing Performance Results with Plan may require CR
4.4.3.2 Work Performance Reports
• Reports is the way to show information in useful interface to
make it easy for decision makers, or to highlight problems.
• It is part of Project Documents
• Contain: Project Status, Memos, Reasons of Delay, Notes,
Recommendations, Updates.

the process of reviewing all change requests; approving
changes and managing changes to deliverables,
organizational process assets, project documents, and the
project management plan; and communicating their
disposition.
The key benefit of this process is that it allows for documented changes within
the project to be considered in an integrated fashion while reducing project
risk, which often arises from changes made without consideration to the overall
project objectives or plans.
4.5 Perform
Integrated
Change
Control

• It is Project Manager Responsibility Entirely
• It started from first inspection in the project till close
• CRs may be requested by a stakeholder
• All CRs should be documented officially
• Estimate the impact of CR on time and cost
• Approval through Change Control Board (CCB)
• CCB can be one person and can include the sponsor
• Approved and Rejected CRs to be distributed
• Approved CRs will be implemented through 4.3
4.5 Perform
Integrated
Change
Control

Configuration Management Control Keep:
1. Deliverables Specs
2. Processes Specs
4.5 Perform
Integrated
Change
Control
Change Management Control:
1. Manage Changes on Deliverables
2. Manage Changes on Documents
3. Manage Changes on Baselines and Plans

Inputs
.2 Work performance reports
.3 Change requests
Tools & Techniques
.1 Expert judgment
.2 Meetings
.3 Change control tools
Outputs
.1 Approved change requests
.2 Change log
updates
4.5 Perform Integrated Change Control

4.5.1 Perform Integrated Change Control: Inputs
• Approve
• 4.5 Perform
Integrated
Change
Control
CR
• Implement
• 4.3 Direct
and Manage
Project Work
Approved
CR
• Follow up
• 4.4 Monitor
and Control
Project Work
Validated
CR
Project Manager Main Priority is to resist unnecessary changes

4.5.3 Perform Integrated Change Control: Outputs
4.5.3.2 Change Log
• Approved and Rejected CRs to be documented in Change Log
• to be updated and distributed Regularly to entities and
stakeholders
• Change Log is part of Project Documents

the process of finalizing all activities across all of the
Project Management Process Groups to formally
complete the project or phase.
The key benefit of this process is that it provides
lessons learned, the formal ending of project work,
and the release of organization resources to pursue
new endeavors.
4.6 Close
Project or
Phase

Inputs
.1 Project management
plan
.2 Accepted deliverables
.3 Organizational process
assets
Tools & Techniques
.1 Expert judgment
.3 Meetings
Outputs
.1 Final product, service,
or result transition
.2 Organizational process
assets updates
4.6 Close Project or Phase

4.6.1 Close Project or Phase: Inputs
4.6.1.2 Accepted Deliverables
Control
Quality
Deliverable
Validate
Scope
Verified
Deliverable
Close
Project /
Phase
Accepted
Deliverable

4.6.3 Close Project or Phase: Outputs
4.6.3.2 Organizational Process Assets Updates
OPA to be update:
• Project file in Company’s Archive
• Lessons learned
If the owner has no more money to pay for the project
Then We have to close it

Exam Questions Q
A team member approaches you with a change that could cut your schedule down
by a month. What is the first thing you should do?
A. Write up a change request and see if you can get it approved.
B. Make the change; it’s going to save time and nobody will want the project to
take longer than it should.
C. Figure out the impact on the scope of the work and the cost before you write
up the change request.
D. Tell the team member that you’ve already communicated the deadline for the
project, so you can’t make any changes now.

Exam Questions Q
Brandi is a project manager on a software project. About halfway through
development, her team found that they had not estimated enough time for some
of the technical work they needed to do. She requested that the new work be
added to the scope statement and that the time to do the work be added to the
schedule. The change control board approved her change. What’s her next step?
A. Update the scope and schedule baselines to reflect the approved change.
B. Start doing the work.
C. Gather performance metrics on the team’s work so far.
D. Perform Quality Assurance.

Exam Questions Q
You have just delivered a product to your client for acceptance when you get a call
that some features they were expecting are missing. What’s the first thing you
should do?
A. Get your team together and reprimand them for building a product that
doesn’t meet user expectations.
B. Tell the client that the product passed all of your internal quality inspections
and scope verification processes, so it must be fine.
C. Tell the team to start building the missing features into the product right away.
D. Call a meeting with the client to understand exactly what is unacceptable in
the product and try to figure out what went wrong along the way.

Exam Questions Q
Which of the following BEST describes the main purpose of the project charter?
A. It authorizes the project manager to work on the project.
B. It identifies the sponsor and describes his or her role on the project.
C. It contains a list of all activities to be performed.
D. It describes the initial scope of the work.

Exam Questions Q
Which of the following is NOT a characteristic of the Project Management plan?
A. Collection of subsidiary plans
B. Formal, written communication
C. A bar chart that shows the order of tasks and their resource assignments
D. Must be approved by project sponsor

Exam Questions Q
You are a project manager for a software project. Your team buys a component
for a web page, but they run into defects when they use it. Those defects slow
your progress down considerably. Fixing the bugs in the component will double
your development schedule, and building your own component will take even
longer. You work with your team to evaluate the cost and impact of all of your
options and recommend hiring developers at the company that built the
component to help you address problems in it. That will cost more, but it will
reduce your delay by a month. What is your next step?
A. Fix the component.
B. Write up the change request and take it to the change control board.
C. Start Plan Procurements so you can get the contract ready for the vendor.
D. Change the scope baseline to include your recommendation.

Exam Questions Q
The terms of union contracts are considered ______________ in your project plan.
A. Assumptions
B. Constraints
C. Requirements
D. Collective bargaining agreements

5. Project Scope Management 5
includes the processes required to ensure that
the project includes all the work
required, and only the work required, to
complete the project successfully.
Knowledge
Areas
Initiating
Process
Group
Planning Process
Group
Executing
Process Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
5. Project Scope
Management
5.1 Plan Scope
Management
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
Scope
Management

Product Scope
Specs and Properties of the
required Product
Final Product Should be
Compared with Product
Requirements (5.2)
Project Scope
It is the work required to get the
product
Final Result should be compared
with Project Management Plan

Scope Change
Controlled
Uncontrolled
(Gold Plating)
(Scope Creep)

Inputs
.2 Project charter
Tools & Techniques
.1 Expert judgment
.2 Meetings
Outputs
.1 Scope management plan
.2 Requirements management plan

5.1.3 Plan Scope Management: Outputs
5.1.3.1 Scope Management Plan
A plan to define how the Scope will be defined, Managed,
Controlled and Checked.
5.1.3.2 Requirements Management Plan
A plan to define how the requirements will be analyzed,
documented and managed.

The Process of collect, document and manage
stakeholders requirements to achieve project
objectives.
Project Success Depend on how much
stakeholder involve in collect and document
requirements process
5.2 Collect
Requirements

Inputs
.2 Requirements management plan
.3 Stakeholder management plan
.4 Project charter
.5 Stakeholder register
Tools & Techniques
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision-making techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes
.9 Benchmarking
.10 Context diagrams
.11 Document analysis
Outputs
.1 Requirements documentation
.2 Requirements traceability matrix

Business Requirements
Stakeholder
Requirements
Solution Requirements
Transition
Requirements
(Training)
Project Requirements Quality Requirements

5.2.2 Collect Requirements: Tools and Techniques
5.2.2.2 Focus Groups
Arranged meetings between the prequalified stakeholders and
subject matter experts to get their ideas about the required
product.

5.2.2.3 Facilitated Workshops
• Workshop between The Key Stakeholders
• It increases trust between Stakeholders
• One example is Joint Application Design (JAD) in software field
• Other example is Quality Function Development QFD in industries
• QFD Start with collecting customer need which known as Voice of Customer
VOC.
• The requirements get arranged and prioritized.

5.2.2.4 Group Creativity Techniques
• Brainstorming
• Nominal Group Technique: same as brainstorming but with vote
• Idea/Mind Mapping: put all the ideas in one map
• Affinity Diagram: put similar ideas in groups
• Multi criteria Decision Analysis: add several criteria to ideas

5.2.2.5 Group Decision Making Techniques
• Unanimity (All)
• Majority (More than 50%)
• Plurality (Most of, Less than 50%)
• Dictatorship
5.2.2.6 Questionnaires and Surveys
When trying to get requirements from wild audience, or several places.

5.2.2.7 Observations
• Known as Job Shadowing
• Check how experts do the work
• Used when it is hard to get the requirements
5.2.2.8 Prototypes
• To get early feedback on requirements and Model of the product.
• Type of Risk Avoidance

5.2.2.9 Benchmarking
• Compare current practice with Best Practice
5.2.2.10 Context Diagrams
• Chart that show the whole process
5.2.2.11 Document Analysis
• We can get requirements by analyzing some documents like business plans,
market conditions, agreements, request for proposal…

5.2.3 Collect Requirements: Outputs
5.2.3.1 Requirements Documentation
Requirements Have to be:
1. Unambiguous (measurable and testable)
2. Traceable
3. Complete
4. Consistent
5. Acceptable to key stakeholders

5.2.3 Collect Requirements: Outputs
5.2.3.2 Requirements Traceability Matrix
• It link Requirements with Deliverables, and Reduce Gold plating
• The benefit of it is to insure that each requirement add business value
• It is the basis of Requirement Management

the process of developing a detailed description
of the project and product.
Not all requirements will be in the scope of
works, here we define which requirements
should be included.
5.3 Define
Scope

5.3 Define Scope
Inputs
.2 Project charter
Tools & Techniques
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
Outputs
.1 Project scope statement

5.3 Define Scope
5.3.2 Define Scope: Tools and Techniques
5.3.2.2 Product Analysis
• It is used when the project is created to make a product only
• To get the product, there are several ways, analyzing the product help to
define them
5.3.2.3 Alternatives Generation
• Analyze all possible methods to accomplish the project

5.3 Define Scope
5.3.3 Define Scope: Outputs
5.3.3.1 Project Scope Statement
It is progressively elaborated, and contains:
• Product Scope Description
• Acceptance Criteria
• Deliverables list
• Project Exclusion (what is excluded)
• Constraints
• Assumptions (Assumed in Charter, Detailed in Define Scope)

the process of subdividing project
deliverables and project work into smaller,
more manageable components.
The project decomposed into work packages, each one
represent the lowest level that work can be managed, estimate,
and controlled.
5.4 Create
WBS

5.4 Create WBS
Inputs
Tools & Techniques
.1 Decomposition
.2 Expert judgment
Outputs
.1 Scope baseline

5.4 Create WBS
5.4.2 Create WBS: Tools and Techniques
5.4.2.1 Decomposition
• Subdividing Scope intro smaller components
• It is progressively elaborated, and this known as Rolling Wave
Planning
• Level of decomposition depend on the project complexity
• Decomposition can be by Stage or Deliverable
• Extra Decomposition make work hard to follow up

5.4 Create WBS
5.4.3 Create WBS: Outputs
5.4.3.1 Scope Baseline
WBS
Dictionary
WBS Scope
Statement
Scope
Baseline

5.4 Create WBS
5.4.3 Create WBS: Outputs
5.4.3.1 Scope Baseline
WBS Dictionary includes details about each WBS like:
• WBS Accounts Code
• Work Description
• Constraints and Assumptions
• Entity in charge
• Internal Activities
• Cost, time, resources estimates

the process of formalizing acceptance of the
completed project deliverables.
5.5 Validate
Scope

5.5 Validate Scope
Inputs
.4 Verified deliverables
Tools & Techniques
.1 Inspection
.2 Group decision-making
techniques
Outputs
.1 Accepted deliverables
.2 Change requests

5.5 Validate Scope
5.5.3 Validate Scope: Outputs
5.5.3.1 Accepted Deliverables
Control
Quality
Deliverable
Validate
Scope
Verified
Deliverable
Close
Project /
Phase
Accepted
Deliverable

the process of monitoring the status of the
project and product scope and managing
changes to the scope baseline.
Scope Creep: the additional work added to scope without
consideration for time or cost or resources.
5.6 Control
Scope

5.6 Control Scope
Inputs
Tools & Techniques
.1 Variance analysis
Outputs
.2 Change requests
.5 Organizational process assets updates

Exam Questions Q
Which of the following best describes decomposition?
A. Waiting for a task to expire so that it can break down into smaller tasks
B. Taking a deliverable and breaking it down into the smaller work Packages so
that it can be organized and planned
C. Categorizing work packages
D. Dividing work packages into deliverables that can be planned for

Exam Questions Q
Tom is the project manager of an accounting project. He has just finished defining
the scope for the project and is creating the WBS. He goes to his organizational
process asset library and finds a WBS from a past project to use as a jumping-off
point. Which of the following describes the asset that Tom is using?
A. Decomposition
B. Delphi technique
C. Brainstorming
D. Templates

Exam Questions Q
Which of the following is the correct order of the Monitoring and Controlling
processes for Scope Management?
A. First Validate Scope, then Control Scope.
B. First Control Scope, then Validate Scope.
C. Both happen simultaneously.
D. There is not enough information to decide.

Exam Questions Q
You are managing a software project. During a walkthrough of newly implemented
functionality, your team shows you a new feature that they have added to help
make the workflow in the product easier for your client. The client didn’t ask for
the feature, but it does look like it will make the product easier to use. The team
developed it on their own time because they wanted to make the client happy.
You know this change would never have made it through change control. What is
this an example of?
A. Gold plating
B. Scope creep
C. Alternatives analysis
D. Schedule variance

Exam Questions Q
You are developing the project scope statement for a new project. Which of the
following is NOT part of creating a project scope statement?
A. Validate Scope
B. Using the project charter
C. Alternatives identification
D. Obtaining plan approval

Exam Questions Q
The scope baseline consists of:
A. The Scope Management plan, the project scope statement, and the WBS
B. The Scope Management plan, requirements documents, and the WBS
C. The Scope Management plan, the WBS, and the WBS dictionary
D. The project scope statement, the WBS, and the WBS dictionary

Exam Questions Q
You are the project manager on a construction project. As you’re planning out the
work your team will do, you divide up all of the work into work packages and
create a WBS that shows how they fit into categories. For each one of the work
packages, you write down details such as initial estimates and information about
what account it should be billed against. Where do you store all of that
information?
A. Scope Management plan
B. WBS
C. WBS dictionary
D. Project scope statement

6. Project Time Management 6
includes the processes required to manage the
timely completion of the project.
Knowledge
Areas
Initiating
Process
Group
Executing
Process
Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
6. Project Time
Management
Time
Management

Inputs
.2 Project charter
Tools & Techniques
.1 Expert judgment
.3 Meetings
Outputs
.1 Schedule management plan

6.1.3 Plan Schedule Management: Outputs
6.1.3.1 Schedule Management Plan
• Methodology and tool of developing project schedule
• Accuracy level of estimating
• Units (days, months?) and Calendars
• Updating Schedule procedures
• Control Thresholds
• Performance measurement rules (like EVM)
• Reports samples

Inputs
.2 Scope baseline
Tools & Techniques
.1 Decomposition
.2 Rolling wave planning
.3 Expert judgment
Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list

6.2.2 Define Activities: Tools and Techniques
6.2.2.2 Rolling Wave Planning
Iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while the
work in the future is planned at a higher level.
It is a form of progressive elaboration.

6.2.3 Define Activities: Outputs
6.2.3.2 Activity Attributes
Other attributes to be added to activity list like:
• Activity ID
• WBS ID
• Activity Start and End Dates
• Successor and Predecessor
• Resources requirements

Inputs
.2 Activity list
.4 Milestone list
Tools & Techniques
.1 Precedence diagramming
method (PDM)
.2 Dependency determination
.3 Leads and lags
Outputs
.1 Project schedule network
diagrams

6.3.2 Sequence Activities: Tools and Techniques
6.3.2.1 Precedence Diagramming Method (PDM)
One way to show it is AON (Activity on Node)
The Activity on node, and the relationship on Arrow
It has 4 types of relationships:
FS,FF,SS,SF
A B

6.3.2.2 Dependency Determination
Mandatory
Dependencies
Hard Logic
Contractually or legally required
Inherent in the nature of work
Has Physical limits
It is not Constraints
Discretionary
Dependencies
Soft Logic
Best Practice
Documented
External
Dependencies
Out of Project team control
Internal
Dependencies
Under project team control

6.3.2.3 Leads and Lags

6.3.3 Sequence Activities: Outputs
6.3.3.1 Project Schedule Network Diagrams
Workflow shows logical relationships between activities, and
explanation for strange ones.

Inputs
.2 Activity list
.4 Resource calendars
.5 Risk register
.6 Activity cost estimates
Tools & Techniques
.1 Expert judgment
.2 Alternative analysis
.3 Published estimating data
.4 Bottom-up estimating
.5 Project management software
Outputs
.1 Activity resource requirements
.2 Resource breakdown structure

6.4.2 Estimate Activity Resources: Tools and Techniques
6.4.2.2 Alternative Analysis
• Manual vs Automatic
• Buy vs Build vs Rent

6.4.3 Estimate Activity Resources: Outputs
6.4.3.1 Activity Resource Requirements
• Quantity and Type
• Assumptions and Basis of Estimate
• Availability

Inputs
.2 Activity list
.7 Risk register
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.6 Reserve analysis
Outputs
.1 Activity duration estimates

6.5.2 Estimate Activity Duration: Tools and Techniques
6.5.2.2 Analogous Estimating
• Use date from old project for same activity
• Activity should be same quantity
• Used when we don’t have a lot of information
• Pros: Low cost and Time
• Cons: Lack of Accuracy

6.5.2.3 Parametric Estimating
• Depends on unit estimate
• Like square meter cost in construction
• More Accuracy

6.5.2.4 Three-Point Estimating
Depend on Pert Technique:
tO: Optimistic tP: Pessimistic tM: Most Likely
𝑇𝑟𝑖𝑎𝑛𝑔𝑢𝑙𝑎𝑟 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑡𝐸 =
𝑡𝑂 + 𝑡𝑀 + 𝑡𝑃
3
𝑃𝑒𝑡𝑎 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑡𝐸 =
𝑡𝑂 + 4. 𝑡𝑀 + 𝑡𝑃
6

6.5.2.5 Group Decision-Making Techniques
• Brainstorming , Delphi Technique , Nominal group
• Used to enhance estimates
• People who participate in estimates tend to keep their words.

6.5.2.6 Reserve Analysis
Contingency Reserves
Known-unknowns
Accepted Identified Risks which have response Strategies
Can be % or fixed number
Calculated by Monte-Carlo Simulation
Visited while executing
Documented
Management Reserves
Unknown-Unknowns
Unseen work inside scope
Not part of Schedule Baseline
Part of Overall Project Duration Requirements

The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project schedule
model.
6.6
Develop
Schedule

Inputs
.2 Activity list
.4 Project schedule network diagrams
.7 Activity duration estimates
.9 Risk register
.10 Project staff assignments
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Critical chain method
.4 Resource optimization techniques
.5 Modeling techniques
.6 Leads and lags
.7 Schedule compression
.8 Scheduling tool
Outputs
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars

6.6.2 Develop Schedule: Tools and Techniques
6.6.2.2 Critical Path Method (CPM)
Time
A
C
E
B
D
Float

Time
Free
Float
Total
Float
A
B
C
D

• Critical path is the longest path represent minimum project duration
• Calculate ES,LS,EF,LF for all activities using forward pass and backward pass
• It doesn’t consider Resources Limitation
• It is used to Calculate float for each path in the Scheduling model
• Total float: amount of time the activity can be late without making project late
• Free float: amount of time the activity can be late without making next ES late
• Total float for Critical path = 0 (Usually)

6.6.2.3 Critical Chain Method
CP
Path 1
Path 2
Buffer
Buffer

6.6.2.3 Critical Chain Method
• We add Buffer for each path to consider Resources Limitation and Uncertainty
• It developed from CPM
• It consider resource levelling and optimization
• Critical Chain is Critical Path constrained by resources
• Instead of Float Management, we have Buffer Management
• We add Feeding Buffer on non-critical paths

6.6.2.4 Resource Optimization Techniques
Resource Levelling
Adjust Actives Start and Finish to get balanced resource
requirements
Used when we have same Resources for same period
Done on Critical Path
It may extend the project
Resource Smoothing
Adjust Activities Start and Finish in Free / Total Float
Put fixed limit for resources
Not on Critical path
No project extension

6.6.2.5 Modelling Techniques
What-if Scenario Analysis
• Study each scenario and its impact on the project
• What would happen in Scenario X?
• It help with contingency plans
Simulation
• Check project duration with different estimates (like three point estimates)
• Most famous one is Monte Carlo Simulation
• We choose several input values randomly and check possible project duration
• We put possibilities in Histogram

6.6.2.5 Modelling Techniques

6.6.2.7 Schedule Compression
Crashing
Add Resources
Add Overtime
Applied on Critical Path
May increase Risk and Cost
Fast Tracking
Make Activities Overlapping
Modify Leads and Lags
May cause re-work
May increase Risk

6.6.3 Develop Schedule: Outputs
6.6.3.1 Schedule Baseline
It is the Approved version of Schedule Model, and used as basis of comparison
6.6.3.2 Project Schedule
In the beginning of project it is same as schedule baseline, then it get updates
• Bar Chart or Gantt Chart
• Milestone Chart
• AON

6.6.3 Develop Schedule: Outputs
6.6.3.3 Schedule Data
• Resources Histogram
• Alternative Schedules in Best case or Worst Case
• Contingency Reserves
• Cash-Flow (later)
• Procurement Schedule
• Submittals Schedule
• Assumptions and Constraints
• Attributes

Inputs
.2 Project schedule
.4 Project calendars
.5 Schedule data
Tools & Techniques
.1 Performance reviews
.3 Resource optimization techniques
.4 Modeling techniques
.5 Leads and lags
.6 Schedule compression
.7 Scheduling tool
Outputs
.2 Schedule forecasts
.3 Change requests

6.7.2 Control Schedule: Tools and Techniques
6.7.2.1 Performance Reviews
To compare and measure time performance like:
• Trend Analysis
• Critical Path Method – Float Management
• Critical Chain Method – Buffer Management
• Earned Value Management

7. Project Cost Management 7
the process that establishes the policies, procedures, and
documentation for planning, managing, expending, and
controlling project costs.
Knowledge
Areas
Initiating
Process
Group
Executing
Process
Group
Monitoring and
Controlling
Process Group
Closing
Process
Group
7. Project Cost
Management
7.2 Estimate Costs
7.4 Control Costs
Cost
Management

Inputs
.2 Project charter
Tools & Techniques
.1 Expert judgment
.3 Meetings
Outputs
.1 Cost management plan

7.1.2 Plan Cost Management: Tools and Techniques
7.1.2.2 Analytical Techniques
Used to calculate funding and revenue for the project
• payback period
• return on investment
• internal rate of return
• discounted cash flow
• net present value

7.1.3 Plan Cost Management: Outputs
7.1.3.1 Cost Management Plan
• Units and currency
• Level of Precision (0.00)
• Level of Accuracy (±10%)
• Organizational procedures links
• Control Thresholds
• Performance measurements rules (like EVM)

7.2 Estimate Costs
• Rough Order of Magnitude ROM -25% to +75%
• Definitive Estimate: -5% to +10%
Fixed
• Mobilization
• Set-up Costs
Variable
• Material Costs
Direct
• Salaries
• Materials
Indirect
• Taxes
• Zakat
Can Cut Costs

7.2 Estimate Costs
Inputs
.2 Human resource management plan
.3 Scope baseline
.4 Project schedule
.5 Risk register
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Bottom-up estimating
.5 Three-point estimating
.6 Reserve analysis
.7 Cost of quality
.9 Vendor bid analysis
Outputs
.2 Basis of estimates

7.2 Estimate Costs
7.2.2 Estimate Costs: Tools and Techniques
7.2.2.2 Analogous Estimating
• Use date from old project for same activity
• Activity should be same quantity
• Used when we don’t have a lot of information
• Pros: Low cost and Time
• Cons: Lack of Accuracy

7.2 Estimate Costs
7.2.2.3 Parametric Estimating
• Depends on unit estimate
• Like square meter cost in construction
• More Accuracy

7.2 Estimate Costs
7.2.2.5 Three-Point Estimating
Depend on Pert Technique:
cO: Optimistic cP: Pessimistic cM: Most Likely
𝑇𝑟𝑖𝑎𝑛𝑔𝑢𝑙𝑎𝑟 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑐𝐸 =
𝑐𝑂 + 𝑐𝑀 + 𝑐𝑃
3
𝑃𝑒𝑡𝑎 𝐷𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑡𝐸 =
𝑐𝑂 + 4. 𝑐𝑀 + 𝑐𝑃
6

7.2 Estimate Costs
7.2.2.6 Reserve Analysis
Known-unknowns
Accepted Identified Risks which have response Strategies
Can be % or fixed number
Included in Cost Baseline
Visited while executing
Documented
Management Reserves
Unknown-Unknowns
Unseen work inside scope
Not part of Cost Baseline
Part of Overall Project Cost Requirements
When used it moves to Cost baseline through CR

7.2 Estimate Costs
7.2.2.7 Cost of Quality (COQ)
Cutting off this
costs may increase
Risks

7.2 Estimate Costs
7.2.2.9 Vendor Bid Analysis
By offer the job or part of it to vendors
7.2.2.10 Group Decision-Making Techniques
• Brainstorming
• Nominal Group Techniques
• Delphi Technique

7.2 Estimate Costs
7.2.3 Estimate Costs: Outputs
7.2.3.1 Activity Cost Estimates
• Direct and Indirect Costs
• Inflation influence
• Contingency Reserves
7.2.3.2 Basis of Estimates
• How estimate done
• Assumptions and Constraints
• Level of Accuracy

Inputs
.2 Scope baseline
.4 Basis of estimates
.5 Project schedule
.7 Risk register
.8 Agreements
Tools & Techniques
.1 Cost aggregation
.2 Reserve analysis
.3 Expert judgment
.4 Historical relationships
.5 Funding limit reconciliation
Outputs
.1 Cost baseline
.2 Project funding requirements

7.3.2 Determine Budget: Tools and Techniques
7.3.2.4 Historical Relationships
• Parametric Estimates
• Analogous Estimates
7.3.2.5 Funding Limit Reconciliation
• Reconcile Funding limits
• Funding may effect budget on time
• Funding may require re-scheduling

7.3.3 Determine budget: Outputs
7.3.3.1 Cost Baseline
• It is the Approved version of (Time Phased Project Budget)
• Used as basis of comparison
Project Budget
Management
Reserves
Cost Baseline
Work Package Cost Estimate
Activity Contingency
Reserves
Activity Cost Estimate

7.3.3 Determine budget: Outputs
7.3.3.2 Project Funding Requirements

• Check influences on Cost Baseline
• Manage Changes when happened
• Monitor expenses and compare it to funds
• Control cost performance and variance
7.4 Control
Costs

7.4 Control Costs
Inputs
.2 Project funding requirements
Tools & Techniques
.1 Earned value management
.2 Forecasting
.3 To-complete performance index (TCPI)
.4 Performance reviews
.6 Reserve analysis
Outputs
.2 Cost forecasts
.3 Change requests

7.4 Control Costs
7.4.2 Control Costs: Tools and Techniques
7.4.2.1 Earned Value Management
Term Definition
SV Schedule Variance
CV Cost Variance
SPI Schedule Performance Index
CPI Cost Performance Index
Budget of Remaining Work BAC – EV
Remaining Funds BAC - AC
Term Definition
EV Earned Value
AC Actual Cost
PV Planned Value
BAC = Budget Budget At Completion
EAC Estimate At Completion
ETC Estimate to Complete
VAC Variance at completion

7.4 Control Costs
SPI =
CPI =
SV =
CV =
EV
EV
EV
EV
PV
PV
AC
AC

7.4 Control Costs
Under Budget
SPI
CPI
10
0
Ahead of Schedule
Over Budget
Ahead of Schedule
Under Budget
Behind Schedule
Over Budget
Behind Schedule

7.4 Control Costs
Under Budget
SV
CV
0
Ahead of Schedule
Over Budget
Ahead of Schedule
Under Budget
Behind Schedule
Over Budget
Behind Schedule
-
-
+
+

7.4 Control Costs
Activity: Cutting the Grass
Budget Cost: 1000 SAR
Duration: 10 Days
After 5 Days:
• We spent 600 SAR
• We Finished 40% of the Field
What is SPI,CPI,CV,SV for this activity?
40%

7.4 Control Costs
Actual Cost = 600 SAR
40%
Planned Value= 5 Days x 100 SAR= 500 SAR
Earned Value= 40% x 1000 SAR= 400 SAR
Cost= 600
Value= 400
SPI = EV / PV = 400 / 500 = 0.8
CPI = EV / AC = 400 / 600 = 0.67
SV = EV – PV = 400 – 500 = -100
CV = EV – AC = 400 – 600 = -200

7.4 Control Costs
PV
AC
EV
0
200
400
600
800
1000
1200
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
Over Budget
Behind Schedule

7.4 Control Costs

7.4 Control Costs
7.4.2.2 Forecasting
PV
AC
EV
0
200
400
600
800
1000
1200
1400
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 + Day 10
BAC
EAC
Budget of Remaining Works = BAC
- EV
ETC = (BAC – EV) (/CPI=1)
EAC = ETC + AC
1st Scenario: Continue as Planned
VAC = BAC - EAC

7.4 Control Costs
7.4.2.2 Forecasting
PV
AC
EV
0
200
400
600
800
1000
1200
1400
1600
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 +Day 10
BAC
EAC
- EV
ETC = (BAC – EV) / CPI
2nd Scenario: Consider Prev. CPI
EAC = ETC + AC
VAC = BAC - EAC

7.4 Control Costs
7.4.2.2 Forecasting
PV
AC
EV
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 + Day 10
BAC
EAC
- EV
ETC = (BAC – EV) / CPI x SPI
3rd Scenario: Consider Prev. CPI and SPI
EAC = ETC + AC
VAC = BAC - EAC

7.4 Control Costs
7.4.2.2 Forecasting
CPI = 1
𝐸𝑇𝐶 = 𝐸𝐴𝐶 − 𝐴𝐶
=
𝐵𝑢𝑑𝑔𝑒𝑡 𝑜𝑓 𝑅𝑒𝑚𝑎𝑖𝑛𝑖𝑛𝑔 𝑊𝑜𝑟𝑘
𝐶𝑃𝐼=1
𝐸𝐴𝐶 = 𝐴𝐶 + (𝐵𝐴𝐶 − 𝐸𝑣)
CPI = Current
=
𝐶𝑃𝐼
𝐸𝐴𝐶 = 𝐵𝐴𝐶/𝐶𝑃𝐼
CPI and SPI = Current
𝐸𝑇𝐶 = 𝐸𝐴𝐶 − 𝐴𝐶 =
𝐵𝐴𝐶 −𝐸V
𝐶𝑃𝐼𝑥𝑆𝑃𝐼
=
𝐸𝐴𝐶 = 𝐴𝐶 +
(𝐵𝐴𝐶 − 𝐸V)

7.4 Control Costs
7.4.2.2 Forecasting
40%
ETC = BAC – EV = 600
EAC = ETC + AC = 1200
VAC = BAC – EAC = -200
ETC = (BAC – EV) / 0.67 = 900
EAC = ETC + AC = 1500
ETC = (BAC – EV) / 0.67*0.8 = 1125
EAC = ETC + AC = 1725
1
2
3

7.4 Control Costs
7.4.2.3 To-Complete Performance Index (TCPI)
PV
AC
EV
0
200
400
600
800
1000
1200
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
BAC
EAC
EAC = BAC
ETC = BAC – AC
VAC = 0

7.4 Control Costs
TCPI: The required CPI to finish the project on the original budget
It is the most index to tell us what is the performance of the project
𝐸𝐴𝐶 = 𝐵𝐴𝐶
𝐶𝑃𝐼 = 𝑇𝐶𝑃𝐼 =
𝐵𝐴𝐶 − 𝐸𝑉
𝐵𝐴𝐶 − 𝐴𝐶
=
𝑅𝑒𝑚𝑎𝑖𝑛𝑖𝑛𝑔 𝐹𝑢𝑛𝑑𝑠

7.4 Control Costs
40%
EAC = BAC = 1000
ETC = EAC - AC = 400
VAC = BAC – EAC = 0
𝐶𝑃𝐼 = 𝑇𝐶𝑃𝐼 =
𝐵𝐴𝐶 − 𝐸𝑉
𝐵𝐴𝐶 − 𝐴𝐶
=
600
400
= 1.5
TCPI

7.4 Control Costs
7.4.2.4 Performance Reviews
• Variance Analysis
• SV
• CV
• VAC
• The Accepted Variance get decrease with project progress
• Trend Analysis
• Earned Value Management

Exam Questions Q
You are the project manager for a railroad construction project. Your sponsor has
asked you for a forecast for the cost of project completion. The project has a total
budget of $80,000 and CPI of .95. The project has spent $25,000 of its budget so
far. How much more money do you plan to spend on the project?
A. $59,210
B. $80,000
C. $84,210
D. $109,210

Exam Questions Q
You are managing a project with a total budget of $450,000. According to the
schedule, your team should have completed 45% of the work by now. But at the
latest status meeting, the team reported that only 40% of the work has actually
been completed. The team has spent $165,000 so far on the project. How would
you BEST describe this project?
A. The project is ahead of schedule and within its budget.
B. The project is behind schedule and within its budget.
C. The project is ahead of schedule and over its budget.
D. The project is behind schedule and over its budget.

Exam Questions Q
You are managing a construction project that is currently being initiated. You met
with the sponsors, and have started to work on identifying stakeholders. You’ve
documented several key stakeholders and identified their needs. Before you can
finish initiating the project, your company guidelines require that you make a
rough order of magnitude estimate of both time and cost, so that the sponsor can
allocate the final budget.
What’s the range of a rough order of magnitude (ROM) estimate?
A. –10% to +10%
B. –25% to +75%
C. –50% to +100%
D. –100% to +200%

Exam Questions Q
You are managing a construction project to install new door frames in an office
building. You planned on spending $12,500 on the project, but your costs are
higher than expected, and now you’re afraid that your project is spending too
much money. What number tells you the difference between the amount of
money you planned on spending and what you’ve actually spent so far on the
project?
A. AC
B. SV
C. CV
D. VAC

Exam Questions Q
You’re managing a construction project to install several hundred air conditioner
panels in a new office building. You have completed 350 panels out of a total of
900 planned panels, but according to your schedule you should have completed
400 of them. Your company’s contract states that you’ll be paid a fixed price of $75
per panel. You’ve spent $45,000 so far on the project. Which of the following BEST
describes your situation?
A. The CPI is .813, which means your project is currently over your budget.
B. The CV is –$4,350, which means your project is currently over your budget.
C. The TCPI is 1.833, which is the minumum CPI you need to stay within budget.
D. The SPI is .84, which means your project is behind schedule.

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