Framework-2021-05-04 21 - 32 - 43

PMP Preparation
Course 2021
Project Management Professional
PMP
BY: SAYED MOHSEN

PMP, PMI-RMP, PMI-SP, PMI-ACP
Sayed Mohsen PMP / PMP TRICKS www.pm-tricks.com
PMP Certification
Eligibility Requirements
Educational Background PM Experience PM Education
High School Diploma

• 60+ Months 35 Contact Hours
Associate’s Degree or
• 7,500+ Hours
Global Equivalent
Educational Background PM Experience PM Education
Bachelor’s Degree or •36+ Months

35 Contact Hours
Global Equivalent • 4,500+ Hours
BY: EL-Sayed Mohsen

PMP®, PMI- RMP® , PMI- SP®, PMI- ACP®
The Exam Consists Of 3 Basic Domains
Domains % of Domain # of Questions

Domain 01 : People 42% 75
Domain 02 : Process 50% 90
Domain 03 : Business Environment 8% 15
Total number of scored questions 180
Total number of unscored questions 0
Total number of questions 180

Allotted Examination Time 230 Minutes
Exam Language English - Arabic
BY: EL-Sayed Mohsen

The New PMP Exam 2021
 Multiple-choice
 Multiple responses
 Matching
 Fill-in-the-blank.
(1) (3)
(2) (4)
The New PMP Exam 2021

PMP exam fee
for members
$405
PMP exam fee for

non-members
$555
PMI
membership fee
$129/Year
BY: EL-Sayed Mohsen
PMP Exam Content Outline ( ECO )
Old PMP Exam

Content Outline
BY: EL-Sayed Mohsen

New PMP Exam Content Outline ( ECO )
PEOPLE – emphasizing the skills and activities

New Exam Content % 2021 associated with effectively leading a project team.
PROCESS – reinforcing the technical aspects of

8% managing a project.
Process BUSINESS ENVIRONMENT – highlighting the

50% People connection between projects and organization
42% Business strategy.
BY: EL-Sayed Mohsen

Address
14 Campus Boulevard
Newtown Square, PA 19073-3299 USA
BY: EL-Sayed Mohsen

Course Agenda
Introduction ( Framework )
Agile Practice Guide
Exam Content Outline ( 3 Domains : 35 Tasks )
Revision
Practice Tests
BY: EL-Sayed Mohsen
Lecture 1: Project Management Framework
Contents
1. What is the Project ? 6.Project Management data and Information
2. What is Project Management? 7 . Ta i l o r i n g
3. Importance of Project Management 8.Project Management Business Document
4. Project, Program, and Portfolio 9. Project influences
5. PMBOK GUIDE Key Component 10. Organizational Structure
5.1 The Project Life Cycle 11 . P r o j e c t M a n a g e m e n t O f f i c e

5.2 Project phase
12.The Role of The Project Manager
5.3 Phase gate
13. Questions
5.4 Project Management Processes
5.5 Project management process group

BY: EL-Sayed Mohsen
5.6 Project Management Knowledge Area PMP®, PMI- RMP® , PMI- SP®, PMI- ACP®
Introduction
BY: EL-Sayed Mohsen
1. What is the Project ?
Project : A temporary endeavor undertaken to create a unique product, service, or result.

ُ ‫ش‬
.‫اﻟﻤ�وع ﻫﻮ ﻣﺴ� ﻣﺆﻗﺖ ﻳﺘﺨﺬ ﻣﻦ أﺟﻞ اﻟﻮﺻﻮل ﻟﻤﻨﺘﺞ أو ﺧﺪﻣﺔ أو ﻧت�ﺠﺔ ﻣﺘﻔﺮدة‬
1 Temporary endeavor ‫ش‬

‫اﻟﻤ�وع �ﻜﻮن ﻟﻪ بﺪا�ﺔ وﻧﻬﺎ�ﺔ ﻣﺤﺪدة‬
2 Unique product, service, or result ‫ أو اﻟﻨت�ﺠﺔ اﻟﻤﺘﻔﺮدة‬،‫ أو اﻟﺨﺪﻣﺔ‬،‫اﻟﻤﻨﺘﺞ‬
3 Projects drive change �‫اﻟﺘﻐﻴ‬

‫ي‬ �‫اﻟﻤﺸﺎر�ـ ــﻊ ﺗﻘﻮد إ‬
4 Projects Enable Business Value Creation ‫اﻟﻤﺸﺎر�ـ ــﻊ ﺗﻤﻜﻦ ﻣﻦ إ�ﺸﺎء ﻣﺮدود اﻷﻋﻤﺎل‬
5 Project Initiation Context ‫ﺳ�ﺎق بﺪء اﻟﻤﺸﺎر�ـ ــﻊ‬
BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

Projects Drive
�‫اﻟﺘﻐﻴ‬
‫ي‬ �‫اﻟﻤﺸﺎر� ــﻊ ﺗﻘﻮد إ‬
Change
‫ف‬
• Projects drive change in organizations .‫اﻟﺘﻐﻴ� ي� اﻟﻤﺆﺳﺴﺎت‬
‫ي‬ �‫اﻟﻤﺸﺎر� ــﻊ ﺗﻘﻮد إ‬
• A project is aimed at moving an organization from one state to another state in order to achieve a specific objective.
‫�ﺴﺘﻬﺪف ش‬
.‫اﻟﻤ�وع ﻧﻘﻞ اﻟﻤﺆﺳﺴﺔ ﻣﻦ وﺿﻊ إ� وﺿﻊ آﺧﺮ ﻣﻦ أﺟﻞ ﺗﺤﻘﻴﻖ ﻫﺪف ﻣﺤﺪد‬
• The successful completion of a project results in the organization moving to the future state and achieving the specific
objective. ‫اﻟﻤﺴﺘﻘب� وﺗﺤﻘﻴﻖ اﻟﻬﺪف اﻟﻤﺤﺪد‬ ‫اﻻ�ﺘﻤﺎل اﻟﻨﺎﺟﺢ ش‬
‫ﻟﻠﻤ�وع ﻳنﺘﺞ ﻋﻨﻪ اﻧﺘﻘﺎل اﻟﻤﺆﺳﺴﺔ إ� اﻟﻮﺿﻊ‬
‫ي‬
BY: EL-Sayed Mohsen
 Projects drive change
‫�ﺴﺘﻬﺪف ش‬
.‫اﻟﻤ�وع ﻧﻘﻞ اﻟﻤﺆﺳﺴﺔ ﻣﻦ وﺿﻊ إ� وﺿﻊ آﺧﺮ ﻣﻦ أﺟﻞ ﺗﺤﻘﻴﻖ ﻫﺪف ﻣﺤﺪد‬
BY: EL-Sayed Mohsen

Projects Enable Business Value Creation

‫اﻟﻤﺸﺎر�ـ ــﻊ ﺗﻤﻜﻦ ﻣﻦ إ�ﺸﺎء ﻣﺮدود اﻷﻋﻤﺎل‬
value is the net quantifiable benefit derived from a business endeavor. The benefit may be
tangible, intangible, or both
‫اﻟﻌﻨﺎ� اﻟﻤﺎد�ﺔ‬ ‫اﻟﻌﻨﺎ� اﻟﻤﻌﻨ��ﺔ‬
Examples of tangible elements Examples of intangible

include elements include
• Monetary assets ‫اﻷﺻﻮل اﻟﻨﻘﺪ�ﺔ‬ • Goodwill ‫اﻟﻘ�ﻤﺔ اﻟﺴﻮﻗ�ﺔ‬

• Utility ‫اﻟﻤﺮاﻓﻖ‬ ‫ت‬
• Brand recognition ‫اﻻﻋ�اف بﺎﻟﻌﻼﻣﺔ اﻟﺘﺠﺎر�ﺔ‬
• Tools ‫اﻷدوات‬ • Public benefit ‫اﻟﻤﻨﻔﻌﺔ اﻟﻌﺎﻣﺔ‬
��‫اﺗ‬ ‫ت‬
• Market share ‫اﻟﺤﺼﺔ اﻟﺴﻮﻗ�ﺔ‬ • Strategic alignment ‫اﻟﺘﻮاﻓﻖ اﻻﺳ� � ي‬
• Reputation ‫اﻟﺴﻤﻌﺔ‬
BY: EL-Sayed Mohsen
Project
Project Create, Implement or

Meet
Initiation Satisfy
stakeholder Improve or change
Regulatory,
local or social
Context requests or fix products,
processes or
business or
technological
requirements
needs
services strategies
‫ﺳ�ﺎق بﺪء اﻟﻤﺸﺎر�ـ ــﻊ‬
‫ين‬
‫ﺗﺤﺴن أو‬ ‫إﻋﺪاد أو‬ ‫ﺗﻐﻴ� اﻷﻋﻤﺎل‬
‫ﺗﻨﻔ�ﺬ أو ي‬ ‫ﺗﻠﺒ�ﺔ اﻟﻤﺘﻄﻠبﺎت‬
‫إرﺿﺎء ﻃﻠبﺎت أو‬
‫ين‬ ‫إﺻﻼح اﻟﻤﻨﺘﺠﺎت أو‬ ‫ت‬
‫اﻻﺳ�اﺗ�ﺠ�ﺎت‬ ‫أو‬ ‫اﻟﺘﻨﻈ�ﻤ�ﺔ أو اﻟﻘﺎﻧﻮﻧ�ﺔ‬
‫اﻟﻤﻌﻨﻴن‬ ‫اﺣﺘ�ﺎﺟﺎت‬
.‫اﻟﻌﻤﻠ�ﺎت أو اﻟﺨﺪﻣﺎت‬ ‫اﻟﺘﻜﻨﻮﻟﻮﺟ�ﺔ‬ ‫أو اﻻﺟﺘﻤﺎﻋ�ﺔ‬
BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

2. What is Project Management?
‫ﻣﺎ ھﻲ إدارة اﻟﻣﺷروع؟‬
The application of knowledge, skills, tools and technique to
project activities to meet project requirements.
‫ھﻲ ﺗطﺑﯾﻖ ﻟﻠﻣﻌﺎرف واﻟﻣﮭﺎرات واﻻدوات واﻻﺳﺎﻟﯾب ﻟﺗﺣﻘﯾﻖ اھداف وﻣﺗطﻠﺑﺎت اﻟﻣﺷروع‬
knowledge skills tools technique
BY: EL-Sayed Mohsen

PMP®, PMI- RMP® , PMI- SP®, PMI- ACP® PAGE // 25
The Importance of Project Management
Effective project management helps individuals, groups, and public and private
organizations to: : �� ‫�ﺴﺎﻋﺪ اﻹدارة اﻟﻔﻌﺎﻟﺔ ﻟﻠﻤﺸﺎر� ــﻊ اﻷﻓﺮاد واﻟﻤﺠﻤﻮﻋﺎت واﻟﻤﺆﺳﺴﺎت اﻟﻌﺎﻣﺔ واﻟﺨﺎﺻﺔ ﻋ� ﻣﺎ‬
Meet business objectives ‫ﺗﺤﻘﻴﻖ أﻫﺪاف اﻻﻋﻤﺎل‬
Satisfy stakeholder expectations ‫يض‬

‫اﻟﻤﻌﻨﻴن‬ ‫إرﺿﺎء ﺗﻮﻗﻌﺎت‬
� ‫ﺗﻜﻮن‬
Be more predictable ‫أ�� ﻗﺎبﻠ�ﺔ ﻟﻠﺘﻮﻗﻊ‬
Increase chances of success ‫ز�ﺎدة ﻓﺮص اﻟﻨﺠﺎح‬
‫ف‬
Deliver the right products at the right time ‫�ﺴﻠ�ﻢ اﻟﻤﻨﺘﺠﺎت اﻟﺼﺤ�ﺤﺔ ي� اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ‬
Resolve problems and issues ‫ﺣﻞ اﻟﻤﺸكﻼت واﻹﺷكﺎﻻت‬
Respond to risks in a timely manner ‫اﻻﺳﺘﺠﺎبﺔ ﻟﻠﻤﺨﺎﻃﺮ ف ي� اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ‬
BY: EL-Sayed Mohsen

The Importance of Project Management
Poorly managed projects or the absence of project management may result in:
:��
‫أﻣﺎ اﻹدارة اﻟﺴيﺌﺔ ﻟﻠﻤﺸﺎر� ــﻊ أو ﻏ�ﺎب إدارة اﻟﻤﺸﺎر� ــﻊ ﻗﺪ ﻳﺆدي إ� ﻣﺎ ي‬
Missed deadlines ‫ﺗﺠﺎوز ﻣﻮاﻋ�ﺪ اﻟتﺴﻠ�ﻢ‬
Cost overruns ‫ﺗﺠﺎوز اﻟﺘكﺎﻟ�ﻒ‬
Poor quality ‫ﺟﻮدة ﺳيﺌﺔ‬
Rework ‫اﻋﺎدة ﺗﻨﻔ�ﺬ اﻟﻌﻤﻞ‬
Unsatisfied stakeholders ‫ي ض‬
‫اﻟﻤﻌﻨﻴن‬ ‫ﻋﺪم رﺿﺎء‬
Loss of reputation for the organization ‫ﺧﺴﺎرة ﺳﻤﻌﺔ اﻟﻤﺆﺳﺴﺔ او ش‬

‫اﻟ�ﻛﺔ‬
BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen
4. Project, Program, Portfolio
BY: EL-Sayed Mohsen

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Project Operations
BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

Relationship of Project, Program, Portfolio, and Operations Management
 Project : A temporary endeavor undertaken to create a unique product, service, or result.
 Program : Group of related projects managed in a coordinated way to obtain benefits and control
not available from managing them individually.
.‫ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻟﻤﺸﺎر� ــﻊ اﻟﻤﺮﺗبﻄﺔ ﺑبﻌﻀﻬﺎ ﻳﺘﻢ ادارﺗﻬﺎ بﻄ��ﻘﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻟﻠﺤﺼﻮل ﻋ� ﻓﺎﺋﺪة ﻣﻦ ذﻟﻚ‬
 Portfolio : is a collection of projects, programs, subsidiary portfolios, and operations managed as a

group to achieve strategic objectives.
‫ت‬
. ‫اﻻﺳ�اﺗ�ﺠ�ﺔ‬ ‫ت‬
‫اﻟي ﺗﺪار كﻤﺠﻤﻮﻋﺔ ﻟﺘﺤﻘﻴﻖ اﻷﻫﺪاف‬
‫اﻟ�اﻣﺞ واﻟﻤﺤﺎﻓﻆ اﻟﻔﺮﻋ�ﺔ واﻟﻌﻤﻠ�ﺎت ي‬
‫ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻟﻤﺸﺎر� ــﻊ او ب‬
 Operational Work : ongoing production of goods and/or services like manufacturing, production,
plant work, and assembly lines. (‫ و ﺗﻜﻮن ﻣﺴﺘﻤﺮة )بﻌﻜﺲ اﻟﻤﺸﺎر� ــﻊ‬,‫اﻷﻋﻤﺎل اﻟﻤﺴﺘﻤﺮة ﻣﺜﻞ اﻻﻧﺘﺎج و اﻟﺘﺼنﻴﻊ و ﺧﻄﻮط اﻟﺘﺠﻤﻴﻊ‬
BY: EL-Sayed Mohsen

Relationship of Project, Program, Portfolio, and Operations Management
BY: EL-Sayed Mohsen

5. PMBOK GUIDE Key Component
BY: EL-Sayed Mohsen

5.1 The Project Life Cycle
• The Project Life Cycle
BY: EL-Sayed Mohsen

The Project Life Cycles
Construction
Feasibility Planning Design Production Handover
IT Project
Requirement Design Program Test Implement Handover
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®

BY: EL-Sayed Mohsen

‫ اﻟﻣﺧﺎطر و اﻟﻐﻣوض و ﺗﺄﺛﯾر اﻟﻣﻌﻧﯾﯾن ﯾﻛون اﻛﺑر ﻣﺎ ﯾﻣﻛن ﻓﻲ ﺑداﯾﺔ اﻟﻣﺷروع ﺛم ﺗﻘل ﺑﻌد ذﻟك‬-
‫ ﺗﻛﺎﻟﯾف اﻟﺗﻐﯾﯾر ﺗﻛون اﻗل ﻣﺎ ﯾﻣﻛن ﻓﻲ ﺑداﯾﺔ اﻟﻣﺷروع ﺛم ﺗزﯾد ﻣﻊ ﺗﻘدم اﻟﻌﻣل ﻓﻲ اﻟﻣﺷروع‬-
Initial Phase Intermediate Phase(s) Final Phase
Cost and staffing level
Risk and uncertainty
influence of stakeholders
cost of changes
BY: EL-Sayed Mohsen Time

5.1 Project and development Life Cycle
‫دورة اﻟﺤ�ﺎة اﻟﺮﺷ�ﻘﺔ‬ ‫دورة اﻟﺤ�ﺎة اﻟﺘنﺒ��ﺔ‬

Adaptive life cycles Predictive life cycle
BY: EL-Sayed Mohsen

1- Predictive life cycle ‫دورة اﻟﺤ�ﺎة اﻟﺘنﺒ��ﺔ‬
• The project scope, time, and cost are determined in the early phases of the life cycle.
• Any changes to the scope are carefully managed. ‫ﺗﻐﻴ�ات ﺗﻄﺮأ ﻋ� اﻟﻨﻄﺎق ﺗﺪار بﻌﻨﺎ�ﺔ‬
‫أي ي‬
• May also be referred to as waterfall life cycles. .�‫اﻟﺸﻼ‬

‫ي‬ ‫كﻤﺎ �ﻤﻜﻦ اﻹﺷﺎرة بﺄﻧﻬﺎ دورات اﻟﺤ�ﺎة اﻟﻘﺎﺋﻤﺔ ﻋ� اﻟﻨﻤﻮذج‬
• These project proceed through a series of sequential or overlapping phases Scope
Predictive
life cycle
Cost Time
BY: EL-Sayed Mohsen

1- Predictive ( Waterfall )
BY: EL-Sayed Mohsen

2- Adaptive life cycles ( agile) ‫دورات اﻟﺤ�ﺎة اﻟﻤﺘﻜ�ﻔﺔ اﻟﺮﺷ�ﻘﺔ‬
• The detailed scope is defined and approved before the start of an iteration.
‫اﻟﺘﻔﺼ�� و�ﻌﺘﻤﺪ ﻗبﻞ بﺪا�ﺔ اﻟﺘﻜﺮار‬
‫ي‬ ‫�ﺤﺪد اﻟﻨﻄﺎق‬
• Adaptive life cycles are also referred to as agile or change-driven life cycles. See Appendix X3.
Scope
Adaptive
life cycle
Cost Time
‫ﻣﺎ ﻫﻮ اﻻﺟﺎﻳﻞ ؟‬
‫اﻷﺟﺎﻳﻞ ﻫﻲ ﻣﻨﻬﺠﻴﺔ )ﻃﺮﻳﻘﺔ( ﻹدارة اﻟﻤﺸﺎرﻳﻊ اﻟﺒﺮﻣﺠﻴﺔ واﻟﻐﻴﺮ ﺑﺮﻣﺠﻴﺔ ﺗﺮﻛﺰ ﻋﻠﻰ ﺑﻨﺎء اﻟﻤﻨﺘﺞ ﻋﻠﻰ ﻋﺪة‬
‫ﻣﻨﺘﺠﺎ ﻣﺘﻤﻴﺰً ﻋﻦ ﺳﺎﺑﻘﻪ ﺑﺨﺼﺎﺋﺺ إﺿﺎﻓﻴﺔ‪ .‬وﻳﻌﺘﺒﺮﻫﺬا‬‫ً‬ ‫وﺗﻮﻟﺪ ﻛﻞ ﻣﺮﺣﻠﺔ‬
‫ﻣﺮاﺣﻞ وﺑﻔﺘﺮات زﻣﻨﻴﺔ ﻗﺼﻴﺮة‪ّ ،‬‬
‫ً‬
‫ﺣﻘﻴﻘﻴﺎ ﻳﺴﺘﻄﻴﻊ اﻟﺰﺑﻮن )اﻟﻌﻤﻴﻞ( اﻟﺘﻔﺎﻋﻞ ﻣﻌﻪ‪ ،‬واﻟﻐﺎﻳﺔ ﻣﻦ ذﻟﻚ ﺗﻘﺮﻳﺐ اﻟﻤﻨﺘﺞ‬ ‫ً‬
‫ﻣﻨﺘﺠﺎ‬ ‫اﻟﻤﻨﺘﺞ )اﻟﻤﺮﺣﻠﻲ(‬
‫ﻟﻠﺰﺑﻮن)اﻟﻌﻤﻴﻞ(ﻟﻘﻴﺎس رﺿﺎه ﺑﻤﺮاﺣﻞ ﺗﻄﻮر ﻣﻨﺘﺠﻪ‪ ،‬وﻳﺘﻢ ﺗﻄﺒﻴﻖ اﻷﺟﺎﻳﻞ ﺑﻄﺮق ﻋﺪة ﻣﻨﻬﺎ اﻻﺳﻜﺮم وﻛﺎﻧﺒﺎن‪.‬‬
‫‪BY: EL-Sayed Mohsen‬‬

‫®‪PMP®, PMI- RMP® , PMI- SP®, PMI- ACP‬‬
‫ﻟﻢ ﺗﺴﺘﻄﻊ اﻟﻄﺮق اﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﻦ ﻣﻮاﻛﺒﺔ ﺗﻄﻮر اﻟﺒﺮﻣﺠﻴﺎت وﺗﻐﻴﺮات اﻟﺤﻴﺎة اﻟﺴﺮﻳﻌﺔ وﻣﻮاﻛﺒﺔ ﺗﻄﻮﻳﺮ وﺗﻐﻴﻴﺮ ﻣﺘﻄﻠﺒﺎت اﻟﻤﺸﺎرﻳﻊ‪ ،‬ﻓﺎﻻﻋﺘﻤﺎد‬
‫ﻋﻠﻰ اﻟﻄﺮق اﻟﺘﻘﻠﻴﺪﻳﺔ‪ ،‬ﻓﺈن اﻟﻤﺸﺮوع ﻳﺤﺘﺎج إﻟﻰ وﻗﺖ ﻃﻮﻳﻞ ﻹﻧﺠﺎزه‪ ،‬وﻫﺬا ﻳﺘﻄﻠﺐ ﺑﺎﻟﻀﺮورة إﻟﻰ ﺗﻜﻠﻔﺔ ﻛﺒﻴﺮة‪ ،‬وﺗﻜﻮن ﺗﻜﻠﻔﺔ إﻋﺎدة‬
‫اﻟﺘﺼﻤﻴﻢ واﻟﺘﻄﻮﻳﺮ واﻟﺘﻐﻴﻴﺮ)ﻟﺘﻼﺋﻢ ﺗﻐﻴﺮ اﻟﻤﺘﻄﻠﺒﺎت( ﻛﺒﻴﺮة ً‬
‫ﺟﺪا‪.‬‬
‫ﺗﻤﺎﻣﺎ ﻋﻦ اﻟﻄﺮق اﻟﺘﻘﻠﻴﺪﻳﺔ‪ ،‬ﻓﻬﻲ ﺗﺮﻛﺰ ﻋﻠﻰ ﺧﺼﺎﺋﺺ ﻣﻌﻴﻨﺔ‪ ،‬ﻳﺘﻢ ﺗﻨﻔﻴﺬﻫﺎ ﺑﻮﻗﺖ ﻗﺼﻴﺮ وﻋﺮﺿﻬﺎ ﻋﻠﻰ اﻟﺰﺑﻮن‬ ‫ً‬ ‫ﻃﺮﻳﻘﺔ ‪Agile‬ﻣﺨﺘﻠﻔﺔ‬
‫)اﻟﻌﻤﻴﻞ(‪ ،‬ﻫﻨﺎ ﻳﺴﺘﻄﻴﻊ اﻟﺰﺑﻮن )اﻟﻌﻤﻴﻞ( أن ﻳﺮى أﻛﺜﺮ ﻛﻴﻒ ﺗﻢ ﺗﻄﺒﻴﻖ ﻓﻜﺮﺗﻪ‪ ،‬وﻧﺴﺘﻄﻴﻊ ﻧﺤﻦ أن ﻧﺮى ردة ﻓﻌﻠﻪ ﻋﻨﺪ رؤﻳﺔ اﻟﻤﻨﺘﺞ‪ ،‬إن ﻛﺎن‬
‫ﻫﻨﺎك ﺗﻌﺪﻳﻼت أو ﺗﻐﻴﻴﺮات ﻓﻴﻤﻜﻦ ﺑﺴﻬﻮﻟﺔ وﺑﺴﺮﻋﺔ أن ﻧﻘﻮم ﺑﻬﺎ‪ ،‬وﻣﻦ ﺛﻢ ﻳﺘﻢ اﻻﻧﺘﻘﺎل إﻟﻰ ﺧﺎﺻﻴﺔ ﺗﺎﻟﻴﺔ ﺣﺘﻰ ﻳﺘﻢ ﺑﻨﺎء اﻟﻤﺸﺮوع‬
‫ﺑﺸﻜﻞ ﻛﺎﻣﻞ‪.‬‬
‫ﺑﺸﻜﻞ ﻋﺎم اﻟﺰﺑﻮن )اﻟﻌﻤﻴﻞ( ﻻﻳﺴﺘﻄﻴﻊ اﻟﺘﻌﺒﻴﺮ ﻋﻦ ﻓﻜﺮﺗﻪ وﻣﺎﻳﺮﻳﺪه ﺑﺎﻟﻀﺒﻂ ﻣﻦ اﻟﺒﺪاﻳﺔ‪ ،‬ﻳﻜﻮن ﻟﺪﻳﻪ ﻓﻜﺮة‪ ،‬وﺷﺮح ﻋﻦ ﻓﻜﺮﺗﻪ وﻛﻴﻒ ﻳﺘﺨﻴﻞ‬
‫اﻟﺒﺮﻣﺠﻴﺔ‪ ،‬وﻟﻜﻦ ﻳﺒﻘﻰ ﻛﻴﻔﻴﺔ ﺗﻄﺒﻴﻘﻬﺎ واﻟﺨﺼﺎﺋﺺ اﻟﺘﻲ ﻳﺮﻳﺪﻫﺎ ﺿﺒﺎﺑﻴﺔ ﺣﺘﻰ ﻳﺮى ﻣﻨﺘﺞ ﺑﺄم ﻋﻴﻨﻴﻪ‪ ،‬ﻟﻴﺴﺘﻄﻴﻊ اﻟﺘﻘﻴﻴﻢ ﻫﻞ ﻫﺬا ﻣﺎﻳﺮﻳﺪ أم ﻻ‬

‫ً‬
‫إذا‪ ،‬اﻟـ ‪Agile‬ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺗﻘﺪﻳﻢ ﻣﻨﺘﺠﺎت أوﻟﻴﺔ ﺣﻘﻴﻘﻴﺔ ﺧﻼل ﻓﺘﺮات زﻣﻨﻴﺔ ﻣﺘﺘﺎﻟﻴﺔ ﻟﻠﺰﺑﻮن )اﻟﻌﻤﻴﻞ(‪ ،‬واﻟﺘﻲ ﻳﺴﺘﻄﻴﻊ اﻟﺰﺑﻮن‬
‫)اﻟﻌﻤﻴﻞ( ﺗﺠﺮﺑﺘﻬﺎ وﺗﻘﻴﻴﻤﻬﺎ وإﻋﻄﺎء اﻟﻤﻼﺣﻈﺎت أو اﻷﺧﻄﺎء اﻟﻤﻮﺟﻮدة‪ ،‬وﺑﺎﻟﺘﺎﻟﻲ ﻣﻦ اﻟﺴﻬﻞ ﺗﺠﺎوز ﻫﺬه اﻷﺧﻄﺎء أو اﻟﻤﻼﺣﻈﺎت‬
‫ﻛﻮﻧﻚ ﻓﻲ ﻣﺮﺣﻠﺔ ﻣﺒﻜﺮة ﻣﻦ اﻟﻌﻤﻞ‪ ،‬وﺗﺴﺘﻄﻴﻊ اﻟﺘﻘﺪم إﻟﻰ اﻟﺨﻄﻮة اﻟﺘﺎﻟﻴﺔ ﺑﺜﺒﺎت أﻛﺒﺮ وإﻧﺠﺎز اﻟﻨﺴﺨﺔ اﻟﺘﺎﻟﻴﺔ ﺑﺈﺿﺎﻓﺔ ﺑﻌﺾ اﻟﻤﻴﺰات‬
‫واﻟﺨﺼﺎﺋﺺ إﻟﻰ أن ﻳﻨﺘﻬﻲ اﻟﻤﺸﺮوع‪.‬‬

‫دورة اﻟﺤ�ﺎة اﻟﺘنﺒ��ﺔ‬ ‫اﻟﻨﻬﺞ اﻟﺘﻘﻠ�ﺪى‬
(Predictive life cycle)
‫دورة اﻟﺤ�ﺎة اﻟﻤﺮﻧﻪ او اﻟﺮﺷ�ﻘﺔ‬ ‫اﻟﻨﻬﺞ اﻟﺤﺪ�ﺚ‬

(Adaptive life cycle)
BY: EL-Sayed Mohsen

3- hybrid
 A combination of predictive and agile.
 It is not necessary to use a single approach for an entire project. Projects often combine elements of different
life cycles in order to achieve certain goals.
What is the difference between Project Life Cycle and development Life Cycle ?
 Project Life Cycle The series of phases that a project passes through from its start to its completion.
‫اﻟى �ﻤﺮ ﺑﻬﺎ ش‬
‫اﻟﻤ�وع ﻣﻦ اﻟبﺪا�ﺔ ا� اﻟﻨﻬﺎ�ﺔ وﺗﺨﺘﻠﻒ بﺎﺧﺘﻼف اﻟﻤﺠﺎل او اﻟﺼﻨﺎﻋﺔ‬ ‫� اﻟﻤﺮاﺣﻞ ت‬
 Development Life Cycle ‫دورة ﺣﯾﺎة اﻟﺗطوﯾر‬ ‫ﻫﻮ اﻟﻨﻬﺞ اﻟﺬى ﺳﻮف ﻳتﺒﻊ ﺧﻼل ﺗﻄ��ﺮ اﻟﻤﻨﺘﺞ‬
Predictive ( Waterfall ) ‫�ﺴﺘﺨﺪم ض� اﻟﻤﺸﺎر� ــﻊ اﻟﻤﻌﺮف ﻧﻄﺎق اﻟﻌﻤﻞ ﻓﻴﻬﺎ وواﺿﺢ‬
Adaptive ‫ﻛﺜ� ﻣﻦ اﻟﻤﺨﺎﻃﺮ‬

‫ﻏ� واﺿﺢ و�ﻮﺟﺪ ي‬
‫واﻟ�ﺒ�ة وﻧﻄﺎق اﻟﻌﻤﻞ ﻓﻴﻬﺎ ي‬
‫ي‬ ‫ﺗتﻨﺎﺳﺐ ﻣﻊ اﻟﻤﺸﺎر� ــﻊ اﻟﻤﻌﻘﺪة‬
BY: EL-Sayed Mohsen
Product life cycle:
The series of phases that represent the evolution of product, from concept through
delivery, growth, maturity, and to retirement.
BY: EL-Sayed Mohsen

5.2 Project Phase
BY: EL-Sayed Mohsen

5.2 Project Phase
Starting Organizing Carrying Out Ending the
the Project and Preparing the Work project
 A project phase is a collection of logically related project activities that culminates in the completion of
one or more deliverables.
The phases in a life cycle can be described by a variety of attributes. Attributes may be measurable and unique to a specific
phase. Attributes may include but are not limited to:
• Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal phase),
• Number (e.g., three phases in the project, five phases in the project),
• Duration (e.g., 1 week, 1 month, 1 quarter),
• Resource requirements (e.g., people, buildings, equipment),
• Entrance criteria for a project to move into that phase (e.g., specified approvals documented)
• Exit criteria for a project to complete a phase (e.g., documented approvals, completed documents, completed deliverables).
BY: EL-Sayed Mohsen
5.2 Project Phase
Feasibility Planning Design Production Turnover
 Projects may be separated into distinct phases or subcomponents. These phases or subcomponents are generally
given names that indicate the type of work done in that phase. Examples of phase names include but are not limited to:
• Concept development, • Test,

• Feasibility study, • Build,
• Customer requirements, • Transition,
• Solution development, • Commissioning,
• Design, • Milestone review
• Prototype, • Lessons learned.
BY: EL-Sayed Mohsen

5.2 Project Phase
 The project phases may be established based on various factors including, but not limited to:
• Management needs.
• Nature of the project.
• Unique characteristics of the organization, industry, or technology.
• Project elements including, but not limited to, technology, engineering, business, process, or legal
• Decision points (e.g., funding, project go/no-go, and milestone review).
Using multiple phases may provide better insight to managing the project. It also provides an opportunity to assess
the project performance and take necessary corrective or preventive actions in subsequent phases. A key component
used with project phases is the phase review
BY: EL-Sayed Mohsen

5.2 Project Phase
BY: EL-Sayed Mohsen

5.3 Phase Gate
BY: EL-Sayed Mohsen

5.3 Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and progress are compared to project
and business documents including but not limited to:
• Project business case Starting Organizing Carrying Out Ending the
• Project charter
• Project management plan
• Benefits management plan
 A decision (e.g., go/no-go decision) is made as a result of this comparison to:
• Continue to the next phase,
Depending on the organization other
• Continue to the next phase with modification, terms such as,
• End the project, • Phase review
• Stage gate
• Remain in the phase, or • kill point
• Repeat the phase or elements of it. • Phase entrance
• Phase exit
BY: EL-Sayed Mohsen
BY: EL-Sayed Mohsen

Inputs Tools & Techniques Outputs
• Input H • Technique A • Project Output A
• Input J • Tool B • Project Output B
BY: EL-Sayed Mohsen

5. The Project Life Cycle
BY: EL-Sayed Mohsen

5.5 Project management Process group
Project Management
Project Management is accomplished through the
application and integration of five processes.
‫ﻳﺘﻢ ﺗﻨﻔ�ﺬ إدارة ش‬

‫اﻟﻤ�وع ﻣﻦ ﺧﻼل ﺗﻄﺒﻴﻖ‬
.‫وﺗكﺎﻣﻞ ﺧﻤﺲ ﻋﻤﻠ�ﺎت‬
BY: EL-Sayed Mohsen PAGE // 72

5.5 Project management Process group
BY: EL-Sayed Mohsen

5.6 Project management Knowledge Area
BY: EL-Sayed Mohsen

Project
Management
Knowledge
Areas
Exam Content
Outline 2021
( Domains )
People 42% Process 50%
1. Manage conflict. 1. Execute project with the urgency required to deliver business value.
2. Lead a team. 2. Manage communications.
3. Support team performance. 3. Assess and manage risks.
4. Empower team members and stakeholders. 4. Engage stakeholders.
5. Ensure team members/stakeholders are adequately trained. 5. Plan and manage budget and resources.
6. Build a team. 6. Plan and manage schedule.
7. Address and remove impediments, obstacles, and blockers for the team. 7. Plan and manage quality of products/deliverables.
8. Negotiate project agreements. 8. Plan and manage scope.
9. Collaborate with stakeholders. 9. Integrate project planning activities.
10. Build shared understanding. 10. Manage project changes.
11. Engage and support virtual teams 11. Plan and manage procurement.
12. Define team ground rules. 12. Manage project artifacts.
13. Mentor relevant stakeholders. 13. Determine appropriate project methodology/methods and practices
14. Promote team performance through the application of emotional intelligence. 14. Establish project governance structure.
15. Manage project issues.
16. Ensure knowledge transfer for project continuity.
17. Plan and manage project/phase closure or transitions.
Business Environment 8%
= 35 Tasks
1. Plan and manage project compliance.
2. Evaluate and deliver project benefits and value.
3. Evaluate and address external business environment changes for impact on scope
4. Support organizational change
BY: EL-Sayed Mohsen
PMI Methodology
2021
10 49 5 3Domains
Knowledge Processes Process
Area Groups
6. Project Management data and Information
Work performance data
‫ﺑﯾﺎﻧﺎت أداء اﻟﻌﻣل‬
‫اﻟﻤﺸﺎر�ـ ــﻊ ﺗﻤﻜﻦ ﻣﻦ إ�ﺸﺎء ﻣﺮدود اﻷﻋﻤﺎل‬
• Raw observations and
measurements. Work performance information
Ex: ‫ﻣﻌﻠوﻣﺎت أداء اﻟﻌﻣل‬
• Start and finish dates. Work performance reports
• Analyzed Work Performance Data
• Number of change requests. ‫ﺗﻘﺎرﯾر أداء اﻟﻌﻣل‬
• Number of defects. • Status of deliverables.
• Status reports.
• Actual costs, Actual durations. • Implementation status for
change requests. • Memos, justifications.
• Forecast estimates to complete. • Electronic dashboards.

• Recommendations
• Help Stakeholders Make Decisions
BY: EL-Sayed Mohsen

6. Project Management data and Information
BY: EL-Sayed Mohsen

Work P. Data & Work P. Information & Work P. Report
Inputs
Outputs
Manage Communication
Process
BY: EL-Sayed Mohsen

7. Tailoring
BY: EL-Sayed Mohsen

7. Tailoring
Tailoring ‫اﻟﺘﺨﺼ�ﺺ‬
• Usually, project managers apply a project management methodology to their work.
 A methodology is a system of practices, techniques, procedures, and rules used by those who
work in a discipline. ‫ف‬
.‫ﻣﻬي ﻣﺎ‬ ‫ف‬ ‫ت‬
‫اﻟي �ﺴﺘﺨﺪﻣﻬﺎ اﻟﻌﺎﻣﻠﻮن ي� ﻣﺠﺎل ي‬
‫اﻟﻤﻨﻬﺠ�ﺔ ﻣﻨﻈﻮﻣﺔ ﻣﻦ اﻟﻤﻤﺎرﺳﺎت واﻷﺳﺎﻟ�ﺐ واﻹﺟﺮاءات واﻟﻘﻮاﻋﺪ ي‬
This definition makes it clear that this guide itself is not a methodology
• The project management body of knowledge that is generally recognized as good practice. “Good practice” does not
mean that the knowledge described should always be applied uniformly to all projects.
The appropriate project management processes, inputs, tools, techniques, outputs, and life cycle phases
should be selected to manage a project. This selection activity is known as tailoring project management to
the project.
BY: EL-Sayed Mohsen
7. Tailoring
Tailoring ‫اﻟﺘﺨﺼ�ﺺ‬
Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output
identified in the PMBOK® Guide is required on every project.
‫ض‬ ‫ﺨ�ج ﻣﺤﺪد ض‬ َ ُ
َ ‫ﺪﺧﻞ أو ُﻣ‬ � �‫و�ﻌﺪ اﻟﺘﺨﺼ�ﺺ ض‬
‫ور�ﺎ �ﺴبﺐ ﺗﻔﺮد كﻞ ش‬
‫اﻟﻤﻌﺮ� ﻹدارة‬
‫ي‬ ‫اﻟﺪﻟ�ﻞ‬ �‫ي‬ ‫ﻣ�وع؛ ﻓﻠ�ﺴﺖ كﻞ ﻋﻤﻠ�ﺔ أو أداة أو أﺳﻠﻮب أو ﻣ‬
‫اﻟﻤﺸﺎر� ــﻊ ﻣﻄﻠﻮب ف� كﻞ ش‬
.‫ﻣ�وع‬ ‫ي‬
BY: EL-Sayed Mohsen

8. Project Management Business Document
‫دراﺳﺔ اﻻﻋﻤﺎل ش‬
‫ﻟﻠﻤ�وع‬
‫ﺧﻄﺔ ادارة ﻣﻨﺎﻓﻊ ش‬

‫اﻟﻤ�وع‬
- The project sponsor is generally accountable for the development and maintenance of the project business case document.
- The project manager is responsible for providing recommendations and oversight to keep the project
business case, project management plan, project charter, and project benefits management plan success measures in
alignment with the goals and objectives of the organization
BY: EL-Sayed Mohsen
1- Project business case ‫ش‬
‫ﻟﻠﻤ�وع‬ ‫دراﺳﺔ اﻷﻋﻤﺎل‬
‫�ﺴﺠﻞ اﻷﻫﺪاف واﻷﺳبﺎب اﻟﻼزﻣﺔ ﻟبﺪء ش‬

• The business case lists the objectives and reasons for project initiation. ‫اﻟﻤ�وع‬
• It helps measure the project success at the end of the project against the project objectives.
• The business case is a project business document that is used throughout the project life cycle.
• The business case may be used before the project initiation and may result in a go/no-go decision for the project.
A needs assessment ‫ﺗﻘﻴ�ﻢ اﻻﺣﺘ�ﺎﺟﺎت‬
• Often precedes the business case. ‫ﺗﻘﻴ�ﻢ اﻻﺣﺘ�ﺎﺟﺎت ﻏﺎﻟبﺎ ﻣﺎ �ﺴﺒﻖ دراﺳﺔ اﻷﻋﻤﺎل‬
• The needs assessment involves understanding business goals and objectives, issues, and opportunities.
‫ واﻹﺷكﺎﻻت واﻟﻔﺮص‬،‫ﻓﻬﻢ أﻫﺪاف وﻏﺎ�ﺎت اﻷﻋﻤﺎل‬
• The results of the needs assessment may be summarized in the business case document.
‫ف‬
.‫و�ﻤﻜﻦ ﺗﻠﺨ�ﺺ ﻧﺘﺎﺋﺞ ﺗﻘﻴ�ﻢ اﻻﺣﺘ�ﺎﺟﺎت ي� وﺛ�ﻘﺔ دراﺳﺔ اﻷﻋﻤﺎل‬
BY: EL-Sayed Mohsen

2- Project benefits management plan ‫ﺧﻄﺔ إدارة ﻣﻨﺎﻓﻊ ش‬
 The project benefits management plan is the document that describes:

� ُ
‫ﺴﻠﻢ ﻣﻨﺎﻓﻊ ش‬ ‫ﻛ�ﻒ ت‬
• How and when the benefits of the project will be delivered ‫اﻟﻤ�وع‬ � ‫وﻣى ﺳﻮف‬
• Describes the mechanisms that should be in place to measure those benefits.
‫اﻟي �ﺠﺐ أن ﺗﻮﺿﻊ ض ي� اﻟﻤكﺎن اﻟﻤﻨﺎﺳﺐ ﻟﻘ�ﺎس ﻫﺬە اﻟﻤﻨﺎﻓﻊ‬
‫ت‬
‫وﺗﺼﻒ اﻵﻟ�ﺎت ي‬
 The benefits management plan describes key elements of the benefits and may include but is not limited to:
• Target benefits (financial value)
• Strategic alignment (e.g., how well the project benefits align to the business strategies of the organization)
• Timeframe for realizing benefits (e.g., benefits by phase, short-term, long-term, and ongoing)
• Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits)
• Metrics (e.g., the measures to be used to show benefits realized, direct measures, and indirect measures)
• Risks (e.g., risks for realization of benefits). ‫ﻣﺨﺎﻃﺮ ﺗﺤﻘﻴﻖ اﻟﻤﻨﺎﻓﻊ‬

BY: EL-Sayed Mohsen
Chapter 2
The Environment
in Which Projects
Operate
BY: EL-Sayed Mohsen
9. Project Influences
Influences
‫اﻟﺘﺄﺛ�ات‬
‫ي‬
‫أﺻﻮل ﻋﻤﻠ�ﺎت اﻟﻤﺆﺳﺴﺔ اﻟﺪاﺧﻠ�ﺔ‬
‫ش‬
‫بﺎﻟﻤ�وع‬ ‫اﻟﻌﻮاﻣﻞ اﻟﻤﺤ�ﻄﺔ‬
Enterprise Internal
Environmental Organizational
Factors Process Assets
Processes, Corporate
External Internal policies and Knowledge Base
procedures
‫ﺧﺎرﺟ�ﺔ‬ ‫داﺧﻠ�ﺔ‬ ‫ﻗﻮاﻋﺪ اﻟﻤﻌﺮﻓﺔ‬
‫اﻟﻌﻤﻠ�ﺎت واﻟﺴ�ﺎﺳﺎت‬
‫واﻹﺟﺮاءات‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬
BY: EL-Sayed Mohsen

EEFs Internal to The organization
01 Organizational culture, structure ( ‫اﻟﺘﻨﻈ�� ) اﻟﻘ�ﻢ واﻟﻤﻌﺘﻘﺪات وأﺳﻠﻮب اﻟﻘ�ﺎدة‬

‫ي‬ ‫ﺛﻘﺎﻓﺔ اﻟﻤﺆﺳﺴﺔ واﻟﻬ�كﻞ‬
02 Employee capability (‫ﺧ�اﺗﻪ – ﻗﺪراﺗﻪ – ﻣﻌﺮﻓﺘﻪ – ﻣﻬﺎراﺗﻪ‬

‫ﻗﺪرة اﻟﻤﻮﻇﻒ ) ب‬
03 Resource availability ‫ﺗﻮﻓﺮ اﻟﻤﻮاد �ﺴبﺐ اﻟﻘﻴﻮد ﻋ� ث‬

‫اﻟ�اء ﻣﺜﻼ‬
04 Information technology software ‫ﺑﺮاﻣﺞ ﺗﻜﻨﻮﻟﻮﺟ�ﺎ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ف‬
05 Geographic distribution of facilities and resources ‫ا� ﻟﻠﻤﻮارد واﻟﻤﺮاﻓﻖ‬
‫اﻟﺘﻮز�ـ ــﻊ اﻟﺠﻐﺮ ي‬
06 Infrastructure ( ‫اﻟﺒيﺌﺔ اﻟﺘﺤﺘ�ﺔ ) ﻣﺜﻞ اﻟﻤﺮاﻓﻖ اﻟﻘﺎﺋﻤﺔ واﻟﻤﻌﺪات‬
BY: EL-Sayed Mohsen

EEFs External to The Organization
01 Marketplace conditions. ‫ﻇﺮوف اﻟﺴﻮق‬

01
02 Physical environmental elements ‫ﻇﺮوف اﻟﻌﻤﻞ واﻟﻄﻘﺲ واﻟﻘﻴﻮد‬
03 Financial considerations. ‫اﻻﻋﺘبﺎرات اﻟﻤﺎﻟ�ﺔ ﻣﺜﻞ اﺳﻌﺎر اﻟﻌﻤﻼت – ﻣﻌﺪﻻت اﻟﺘﻀﺨﻢ‬ EEFs originate from the
environment outside of the
04 Government or industry standards. ‫ﻣﻌﺎﻳ� اﻟﺤﻜﻮﻣﺔ واﻟﺼﻨﺎﻋﺔ‬
‫ي‬ project and often outside of
the enterprise
05 Commercial databases. ‫ﻗﻮاﻋﺪ اﻟﺒ�ﺎﻧﺎت اﻟﺘﺠﺎر�ﺔ‬
06 Social and cultural influences and issues. ‫اﻟﺘﺄﺛ�ات واﻹﺷكﺎﻻت اﻻﺟﺘﻤﺎﻋ�ﺔ واﻟﺜﻘﺎﻓ�ﺔ‬
‫ي‬
07 Legal restrictions. ‫ي ن‬
(‫اﻟﻘﻮاﻧن واﻟﻠﻮاﺋﺢ اﻟﻮﻃﻨ�ﺔ واﻟﻤﺤﻠ�ﺔ اﻟﻤﺘﻌﻠﻘﺔ بﺎﻷﻣﻦ‬ ) ‫اﻟﻘﻴﻮد اﻟﻘﺎﻧﻮﻧ�ﺔ‬
BY: EL-Sayed Mohsen

Organizational Process Assets ( OPAs)
Processes, policies, and procedures. •‫اﻟﻌﻤﻠ�ﺎت واﻟﺴ�ﺎﺳﺎت واﻹﺟﺮاءات‬
Organizational knowledge bases. .‫ﻗﻮاﻋﺪ اﻟﻤﻌﺮﻓﺔ ﻟﻠﻤﺆﺳﺴﺔ‬
BY: EL-Sayed Mohsen

9. Organizational Process Assets
BY: EL-Sayed Mohsen

10. Organizational Structure
1- Functional Organization
2- Projectized Organization
3- Matrix Organization
BY: EL-Sayed Mohsen

1- Functional Organization
 The organization is grouped by areas of specialization within different functional areas.
Project managers in a Functional Organization:

 Report To a functional manager
 Project manager authority is Little or none.
 Resource Availability Little or none
 Project Coordinator
 Part Time Role
 Functional manager manage the Project budget
BY: EL-Sayed Mohsen

2- Projectized Organization
• The entire company is organized by projects. ‫اﻟﻤﻨﻈﻤﺔ ﻋبﺎرة ﻋﻦ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻟﻤﺸﺎر� ــﻊ‬
• The project manager has control of projects. ‫ﻣﺪﻳﺮ ش‬

‫اﻟﻤ�وع ﻟﻪ كﺎﻣﻞ اﻟﺼﻼﺣ�ﺎت‬
• Personnel are assigned and report to a project manager. ‫ﺗﺮﺳﻞ اﻟﺘﻘﺎر�ﺮ ا� ﻣﺪﻳﺮ ش‬
• Members complete project work and when its over they don't have HOME.
‫ﺧ�ات‬
‫ �ﻌ�ﺐ ﻫﺬا اﻟﻨ�ع ﻋﺪم ﺑﻨﺎء ب‬، ‫ﻋﻨﺪﻣﺎ ﻳﺘﻢ اﻧﻬﺎء اﻻﻋﻤﺎل ﻣﻦ ﻗبﻞ اﻟﻔ��ﻖ ﺑيﺘﻢ �� ــﺢ اﻟﻌﻤﺎل‬
‫ﻣﺪﯾﺮ اﻟﺸﺮﻛﺔ‬
‫ﻣﺪﯾﺮ ﻣﺸﺮوع‬ ‫ﻣﺪﯾﺮ ﻣﺸﺮوع‬ ‫ﻣﺪﯾﺮ ﻣﺸﺮوع‬

3 2 1
‫ﻓﺮﯾﻖ اﻟﻌﻤﻞ‬ ‫ﻓﺮﯾﻖ اﻟﻌﻤﻞ‬ ‫ﻓﺮﯾﻖ اﻟﻌﻤﻞ‬

3 ‫ﻣﺸﺮوع‬ 2 ‫ﻣﺸﺮوع‬ 1 ‫ﻣﺸﺮوع‬
Projectized Organization
BY: EL-Sayed Mohsen

3- Matrix ‫ﻣﺻﻔوﻓﻰ‬
 Team members report to two bosses. ‫ﻓﯾﮭﺎ اﻟﻣوظف ﻟﮫ رﺋﯾﺳﺎن ﺑﺎﻟﻌﻣل‬
1- Strong Matrix : Power with project manager ‫ﺻﻼﺣﯾﺎت اﻋﻠﻰ ﻟﻣدﯾر اﻟﻣﺷروع‬
2- Balanced Matrix : Power is shared between project manager and functional manager.
‫ﺻﻼﺣﯾﺎت ﻣﺗﺳﺎوﯾﺔ ﺑﯾن ﻣدﯾر اﻟﻣﺷروع و اﻟﻣدﯾر اﻟوظﯾﻔﻲ‬
3- Weak matrix : Power with the functional manager and the project manager will work as
coordinator or expediter. ‫ﺻﻼﺣﯾﺎت اﻋﻠﻰ ﻟﻠﻣدﯾر اﻟوظﯾﻔﻲ‬
- Expediter : Cannot take decision. Staff assistant and Communication coordinator.
- Coordinator : Similar to Project Expeditor except has some power to take decision.
.‫ و ﻟﻛن ﻟﮫ ﺻﻼﺣﯾﺎت ﻻﺧذ ﺑﻌض اﻟﻘرارات‬expediter ‫ﻣﻧﺳﻖ ﻟﻠﻣﺷروع ﻣﺛل ال‬
BY: EL-Sayed Mohsen

11 . Project Management Office
‫ﻣﻜﺘﺐ إدارة اﻟﻤﺸﺎر�ـ ــﻊ‬
BY: EL-Sayed Mohsen

11 . Project Management Office
‫أﻧﻮاع ﻣﻜﺘﺐ ش‬
PMO Types: ‫اﻟﻤ�وﻋﺎت‬
 Supportive (The degree of control is Low)

 Provide a consultative role to projects by supplying templates, best practices,
training, access to information, and lessons learned from other projects.
‫ و�ﻣكﺎﻧ�ﺔ اﻟﻮﺻﻮل ا� اﻟﻤﻌﻠﻮﻣﺎت واﻟدروس اﻟﻣﺳﺗﻔﺎدة‬،‫ واﻟﺘﺪر�ﺐ‬،‫ وأﻓﻀﻞ اﻟﻤﻤﺎرﺳﺎت‬،‫ﺗﻮﻓ� اﻟﻘﻮاﻟﺐ‬ � �
‫ﺗﻘﺪم ﻣكﺎﺗﺐ إدارة اﻟﻤﺸﺎر� ــﻊ اﻟﺪاﻋﻤﺔ دورا اﺳتﺸﺎر�ﺎ ﻟﻠﻤﺸﺎر� ــﻊ ﻣﻦ ﺧﻼل ي‬
 Controlling (The degree of control is moderate)
 provide support and require compliance (Use of specific templates, forms, and tools)
 Directive (The degree of control is High)
 Take control of the projects by directly managing the projects. Project managers are
assigned by and report to the PMO.
BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen
BY: EL-Sayed Mohsen
Chapter 3
The Role of The
Project Manager
Project
Manager Characteristics:
• Knowledge: Project
Management Knowledge
The person responsible for (Not Technical Knowledge).
accomplishing the project • Performance: What PM is
objectives. able to do or accomplish
while applying his project
‫ﻣﺴﺌﻮل ﻋﻦ ﺗﺤﻘﻴﻖ اﻫﺪاف ش‬
management knowledge
• Personal: Decision Maker,

Integrity and Honesty,
leadership, Negotiation,
PAGE //109
communication.
‫‪Project Manager‬‬
‫‪Competences‬‬
‫‪The PMI Talent Triangle‬‬

‫ﻣﺜﻠﺚ ﻣﻮاﻫﺐ ﻣﻌﻬﺪ إدارة اﻟﻤﺸﺎر�ـ ــﻊ‬
‫ت‬
‫اﻻﺳ�اﺗ�ﺠ�ﺔ و�دارة اﻻﻋﻤﺎل‬ ‫اﻹدارة‬
1- Technical Project Management Skills ‫ﻣﻬﺎرات اﻹدارة اﻟﻔﻨ�ﺔ ﻟﻠﻤﺸﺎر�ـ ــﻊ‬
The skills to effectively apply project management knowledge to deliver the desired outcomes for
programs or projects.
1- Focus on the critical technical project management elements for each project they manage.
‫ﻛ� ﻋ� اﻟﻌﻨﺎ� اﻟﺤﻴ��ﺔ ﻟﻺدارة اﻟﻔﻨ�ﺔ ﻟﻠﻤﺸﺎر�ـ ــﻊ ﻟ�ﻞ ش‬
‫ﻣ�وع ﻗﺎﻣﻮا ﺑ�دارﺗﻪ‬ ‫ت‬
‫اﻟ� ي ف‬
• Critical success factors for the project,
• Schedule,
• Selected financial reports, and
• Issue log.
2- Make time to plan thoroughly and prioritize diligently. .‫ﺗﺨﺼ�ﺺ اﻟﻮﻗﺖ ﻟﻠﺘﺨﻄ�ﻂ اﻟﺸﺎﻣﻞ وﺗﺤﺪ�ﺪ اﻷوﻟ��ﺎت بﺪﻗﺔ‬
3- Manage project elements, including, but not limited to, schedule, cost, resources, and risks.
‫ف‬ ‫ف‬ ‫إدارة ﻋﻨﺎ� ث‬
‫ واﻟﻤﺨﺎﻃﺮ‬،‫ واﻟﻤﻮارد‬،‫ واﻟﺘكﻠﻔﺔ‬،‫اﻟﺰﻣى‬
‫ي‬ ‫ اﻟﺠﺪول‬،�‫ ﻋ� ﺳب�ﻞ اﻟﻤﺜﺎل ﻻ اﻟﺤ‬،‫ بﻤﺎ ي� ذﻟﻚ‬، ‫اﻟﻤ�وع‬
BY: EL-Sayed Mohsen

‫‪2- Strategic and Business Management Skills‬‬ ‫ت‬
‫اﻻﺳ�اﺗ�ﺠ�ﺔ وادارة اﻷﻋﻤﺎل‬ ‫ﻣﻬﺎرات اﻹدارة‬
‫ت‬
‫اﻻﺳ�اﺗ�ﺠ�ﺔ وادارة اﻷﻋﻤﺎل اﻟﻘﺪرة ﻋ� رؤ�ﺔ اﻟﻨﻈﺮة اﻟﻌﺎﻣﺔ ﻟﻠﻤﺆﺳﺴﺔ واﻟﺘﻔﺎوض واﻟﺘﻨﻔ�ﺬ اﻟﻔﻌﺎل ﻟﻠﻘﺮارات واﻹﺟﺮاءات‬ ‫‪� -‬ﺸﻤﻞ ﻣﻬﺎرات اﻹدارة‬
‫اﺗ��‪ .‬و�ﻤﻜﻦ أن �ﺸﻤﻞ ﻫﺬە اﻟﻘﺪرة ﻣﻌﺮﻓﺔ ﻋﻤﻠ�ﺔ بﺎﻟﻮﻇﺎﺋﻒ اﻷﺧﺮى ﻣﺜﻞ اﻟﺘﻤ��ﻞ‪ ،‬واﻟتﺴ��ﻖ‪ ،‬واﻟﻌﻤﻠ�ﺎت‪.‬‬ ‫ت‬ ‫ت‬
‫اﻟي ﺗﺪﻋﻢ اﻟﺘﻮاﻓﻖ واﻻﺑﺘكﺎر اﻻﺳ� ب ي‬
‫ي‬
‫ﻟ� �ﻜﻮﻧﻮا ﻗﺎدر�ﻦ ﻋ�‪:‬‬

‫‪ -‬و�ﺠﺐ ﻋ� ﻣﺪﻳﺮي اﻟﻤﺸﺎر�ـ ــﻊ أن �ﻜﻮﻧﻮا ﻋ� درا�ﺔ كﺎﻓ�ﺔ بﺎﻷﻋﻤﺎل ي‬
‫ش‬
‫ﻟﻠﻤ�وع‬ ‫ش‬
‫��ح ﻟﻶﺧ��ﻦ ﺟﻮاﻧﺐ اﻷﻋﻤﺎل اﻷﺳﺎﺳ�ﺔ‬
‫اﻟﻤ�وع‬ ‫اﻟﻤ�وع‪ ،‬واﻟﺨ�اء ض� اﻟﻤﺠﺎل ﻟﻮﺿﻊ ت‬

‫اﺳ�اﺗ�ﺠ�ﺔ ﻣﻨﺎﺳبﺔ ﻟتﺴﻠ�ﻢ ش‬ ‫ﻟﻠﻤ�وع‪ ،‬وﻓ��ﻖ ش‬
‫ش‬ ‫اﻟﻌﻤﻞ ﻣﻊ اﻟﺠﻬﺔ اﻟﺮاﻋ�ﺔ‬
‫ي‬ ‫ب‬
‫ش‬
‫ﻟﻠﻤ�وع‪.‬‬ ‫ت‬
‫اﻻﺳ�اﺗ�ﺠ�ﺔ بﻄ��ﻘﺔ ﺗﺤﻘﻖ أﻗ� ﻗﺪر ﻣﻦ اﻟﻘ�ﻤﺔ اﻟﺘﺠﺎر�ﺔ‬ ‫ﺗﻨﻔ�ﺬ ﻫﺬە‬

3- Leadership Skills ‫ﻣﻬﺎرات اﻟﻘ�ﺎدة‬
Leadership skills involve the ability to guide, motivate, and direct a team.
1- Dealing with People ‫اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻷﺷﺨﺎص‬
2- Qualities and skills of a Leader ‫ﺻﻔﺎت وﻣﻬﺎرات اﻟﻘﺎﺋﺪ‬
• Being a visionary, Being optimistic and positive, Being collaborative, Managing relationships and conflict, Communicating
‫وا�ﺠﺎئ وﻣﺘﻌﺎون واﺟﺎدة ادارة اﻟﻤﻨﺎزﻋﺎت و�ﺠ�ﺪ ادارة اﻻﺗﺼﺎﻻت‬
‫ب‬ ‫ﺻﺎﺣﺐ رؤ�ﺔ و �ﻜﻮن ﻣﺘﻔﺎﺋﻞ‬
3- Politics, Power, and Getting Things done ‫ و�ﻧﺠﺎز اﻷﻣﻮر‬،‫ واﻟﺴﻠﻄﺔ‬،‫اﻟﺴ�ﺎﺳﺔ‬
 Project management is more than just working with numbers, templates, charts, graphs, and computing systems
 A common denominator in all projects is people.
 People can be counted, but they are not numbers.
BY: EL-Sayed Mohsen

Project Constrains ‫ﻗﻴﻮد اﻟﻤﺸﺮوع‬
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Project Stakeholders
BY: EL-Sayed Mohsen

PMP
Questions
( Project Framework Management )
119
BY: EL-Sayed Mohsen
Q1) A ______ is a collection of projects or programs grouped together
for strategic business needs.
A- Portfolio
B- Management System
C- Enterprise PMBOK 13
D- Array
BY: EL-Sayed Mohsen

Q2) In a typical project, in which stage do stakeholders have
maximum influence?
A- Middle stage
B- Influence is similar at all stages
C- Final stage
D- Initial stage
PMBOK 549
BY: EL-Sayed Mohsen

Q3) you are a project manager in the implementation phase, if the project
sponsor has told the functional manager that the project will delay by
two weeks, and the Functional Manager has told you to document that,
which type of organizational structure you are working in?
A.Functional
B. Projectized
C. Strong Matrix
D. Tight Matrix
BY: EL-Sayed Mohsen

Q4) You have been appointed a project manager within an information
systems organization. You are not aware of the organization’s policies and
procedures. If you want to know more about the organization’s general
issues management procedures and templates, which of the following
should you review?
A- Issue Log
B- Project Management Plan
C- Organizational Process Assets ( OPA )
D- Enterprise environmental factors ( EEF)
BY: EL-Sayed Mohsen

Q6) Which of the following is Enterprise Environmental Factors ?
A- Organizational culture, structure
B- Lessons Learned
C- Stakeholders Templates
D- Processes, policies, and procedures
BY: EL-Sayed Mohsen

Q7) A typical title for a Project Manager in a weak matrix structure is:
A- Project Coordinator
B- Project Manager
C- Project Leader
D- Program Manager
BY: EL-Sayed Mohsen

Q8) The project manager works with the project team and other
stakeholders to determine and use the appropriate generally recognized
good practices for each project. Determining the appropriate combination
of processes, inputs, tools, techniques, outputs and life cycle phases to
manage a project is referred to as “___________” the application of the
knowledge described in this guide.
A- Good Practices
B- PMBOKGUIDE
C- Tailoring
D- Regulatory requirements
PMBOK 48
BY: EL-Sayed Mohsen

Q9) The PMO (Project Management Office) in your organization,
directly controls all projects by using PMO staff to manage them.
What type of PMO is this?
A- Controlling
B- Supportive
C- Commanding
D- Directive
PMBOK 48
BY: EL-Sayed Mohsen

Q10) A project manager has been asked by the sponsor to assist in
creating a document that will detail project benefits, when they will
be delivered and how they will be measured. Which document has
been asked for?
A- Scope baseline
B- Project charter
C- Benefits management plan
D- Business case PMBOK 33
BY: EL-Sayed Mohsen

Q11) Your organization's PMO is periodically asking for project artefacts
from all projects and checking whether corporate standards of project
management are being adhered to or not. They are also supportive in
providing templates and guidelines related to project management when
asked. Which type of PMO are we referring to here?
A- Directing PMO
B- Controlling PMO
C- Supporting PMO
D- Governing PMO
BY: EL-Sayed Mohsen

Q12) Which of the following best describes the role of a project sponsor?
A- Project Sponsor is responsible for providing funding for the project

B- Project Sponsor is responsible for managing the project
C- Project Sponsor is responsible for managing the quality of deliverables
D- Project Sponsor is responsible for identifying key stakeholders
BY: EL-Sayed Mohsen

Q13) A group of projects that must be managed in a coordinated
manner to ensure that common goals and potential resource conflicts
are managed effectively is known as what?
A- Program
B- Portfolio
C- PMO
D- Life cycle
Program is correct because a program is a group of

projects that are interrelated in some way. A project
may be part of a program, but a program will
always have projects.
BY: EL-Sayed Mohsen
Q14) A multiphase project that has been executed with internal
resources has reached a phase gate. The key project stakeholders
want to determine if the phase has met its success criteria, and
whether or not the project should progress to the next phase. In
addition to the project management plan, which documents will be
required?
A- Business documents and project charter
B- Agreements including procurement contracts
C- Lessons learned register and lessons learned repository
D- Risk register and risk report
BY: EL-Sayed Mohsen

Q15) You are the project manager of the HDM Project. Your project
must be completed by September 11 and cannot exceed $10,000.
$10,000 is an example of which one of the following?
A- Constraint
B- Management reserve
C- Scheduled completion date
D- Assumption
BY: EL-Sayed Mohsen

www.pm-tricks.com
www.pm-tricks.com
Learn Today.. To Lead Tomorrow

Study Group in Facebook :-
https://www.facebook.com/groups/PMPTRICKS/
My YouTube Channel :-

https://www.youtube.com/channel/UCWB63onAp4wm1crrLphkNjA/playlists?view_as=subscriber
/Sayed Mohsen PMP +966554665714 / PMP TRICKS

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What are the requirements to become PMP certified?

What are the requirements to become PMP certified?

What are the three domains covered in the PMP exam?

What are the three domains covered in the PMP exam?

PMP Preparation

Project Management Professional

BY: SAYED MOHSEN

Educational Background PM Experience PM Education

High School Diploma

Educational Background PM Experience PM Education

Bachelor’s Degree or •36+ Months

BY: EL-Sayed Mohsen

Domains % of Domain # of Questions

Total number of unscored questions 0

Total number of questions 180

BY: EL-Sayed Mohsen

The New PMP Exam 2021

PMP exam fee for

Old PMP Exam

BY: EL-Sayed Mohsen

PEOPLE – emphasizing the skills and activities

PROCESS – reinforcing the technical aspects of

Process BUSINESS ENVIRONMENT – highlighting the

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

Agile Practice Guide

Exam Content Outline ( 3 Domains : 35 Tasks )

1. What is the Project ? 6.Project Management data and Information

2. What is Project Management? 7 . Ta i l o r i n g

3. Importance of Project Management 8.Project Management Business Document

4. Project, Program, and Portfolio 9. Project influences

5. PMBOK GUIDE Key Component 10. Organizational Structure

5.1 The Project Life Cycle 11 . P r o j e c t M a n a g e m e n t O f f i c e

5.5 Project management process group

Project : A temporary endeavor undertaken to create a unique product, service, or result.

1 Temporary endeavor ‫ش‬

2 Unique product, service, or result ‫ أو اﻟﻨت�ﺠﺔ اﻟﻤﺘﻔﺮدة‬،‫ أو اﻟﺨﺪﻣﺔ‬،‫اﻟﻤﻨﺘﺞ‬

3 Projects drive change �‫اﻟﺘﻐﻴ‬

5 Project Initiation Context ‫ﺳ�ﺎق بﺪء اﻟﻤﺸﺎر�ـ ــﻊ‬

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

Projects Enable Business Value Creation

Examples of tangible elements Examples of intangible

• Monetary assets ‫اﻷﺻﻮل اﻟﻨﻘﺪ�ﺔ‬ • Goodwill ‫اﻟﻘ�ﻤﺔ اﻟﺴﻮﻗ�ﺔ‬

Project Create, Implement or

BY: EL-Sayed Mohsen

BY: EL-Sayed Mohsen

knowledge skills tools technique

BY: EL-Sayed Mohsen

Meet business objectives ‫ﺗﺤﻘﻴﻖ أﻫﺪاف اﻻﻋﻤﺎل‬

Satisfy stakeholder expectations ‫يض‬

Increase chances of success ‫ز�ﺎدة ﻓﺮص اﻟﻨﺠﺎح‬

Resolve problems and issues ‫ﺣﻞ اﻟﻤﺸكﻼت واﻹﺷكﺎﻻت‬

Respond to risks in a timely manner ‫اﻻﺳﺘﺠﺎبﺔ ﻟﻠﻤﺨﺎﻃﺮ ف ي� اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ‬

BY: EL-Sayed Mohsen

Cost overruns ‫ﺗﺠﺎوز اﻟﺘكﺎﻟ�ﻒ‬