This document provides information about an instructor of project management named Mohamed Maged. It outlines his qualifications and experience in construction management, as well as the courses and materials he provides on topics like project planning, claims resolution, and PMP exam preparation. It also briefly describes the Project Management Body of Knowledge and its integration processes, with examples of how expert judgment, facilitation, and change management apply. The document aims to help students and professionals prepare for the PMP exam and improve their project management skills.

1. PMP - Integration
revision and mini exam
Prepared by:
Engr. Mohamed Maged, PMP
Admin of:
https://www.facebook.com/Prof.Planner

2. Instructor: Mohamed Maged
Senior Project Control Engineer, B.Sc. of Civil engineering – Ain Shams
University, with experience in MENA region of (construction, infrastructure,
and roads) Mega projects, in professions of Contract administration, Procurement,
Tender estimating, Cost control, Planning & Claim analysis.
Instructor of Planning & Project Management:
- Construction Management Planning and Control (CMPC).
- Delay, Claim and Dispute Resolution (DCDR) in PMBOK, FIDIC & SCL protocol.
- Project Management Professional (PMP).
- Free lectures with cooperation of Egyptian Engineers Association in Saudi:
- Product oriented construction management
- Top 10 planning fundamentals
- Scope creep – cases and preventive actions
- Claims and dispute resolution in FIDIC

3. Mohamed Maged (Professional Certificates)
PMP Project Management Professional (PMI – USA)
SFC Scrum Fundamentals Certified (SCRUM study)
Associate of Chartered Institute of Arbitrators (CIArb - London)
Fellow of Association of International Arbitration (AIA - Brussels)
FIDIC Contracts Consultant: International academy of mediation and
arbitration - Egypt.
Six Sigma Yellow Belt Professional (6 Sigma Study- PMI)

4. Mohamed Maged (Prof. Planner)
Admin of the biggest online community of Arab Planners (10,000+)
(Facebook Page: to be prof. planner, related group: Best Advice for
Planners – Public group)
SlideShare: www.slideshare.net/MohamedMaged8/
Planning fundamentals: http://www.slideshare.net/Mohamed
Maged8/50qts-of-planning-fundamentals-ver04
YouTube Channel: https://www.youtube.com/ArabPlanners.
Arranged Two Annual Conferences of Planning and
Project Management (Anniversary of Facebook Page: Prof.Planner)-
American University in Cairo, August 2014 & 2015.

5. A GUIDE TO THE PROJECT
MANAGEMENT BODY OF
KNOWLEDGE (PMBOK®
Guide) – Fifth Edition

6. 6

7. 7
Project Management
in the Organizational
Management

8. 8
Organizational Governance. Organizations use governance to
establish strategic direction and performance parameters.
Organizational governance criteria can impose constraints on
projects - particularly if the project delivers a service which will be
subject to strict organizational governance.
Project Governance. The alignment of project objectives with the
strategy of the larger organization by the project sponsor and
project team, and is required to fit within the larger context of the
program or organization sponsoring it, but is separate from
organizational governance.
Organizational Project Management Maturity. The level of an
organization’s ability to deliver the desired strategic outcomes in a
predictable, controllable, and reliable manner - Organizational
Project Management Maturity Model (OPM3®).
What’s Governance

9. 9
Business Value.
Business value is a concept that is unique to each
organization. Business value is defined as the entire value of
the business; the total sum of all tangible and intangible
elements. Examples of tangible elements include monetary
assets, fixtures, stockholder equity, and utility. Examples of
intangible elements include good will, brand recognition,
public benefit, and trademarks. Value may be created
through the effective management of ongoing operations.
However, through the effective use of portfolio, program, and
project management, organizations will possess the ability to
employ reliable, established processes to meet strategic
objectives and obtain greater business value of investments.
Business Value

10. 10
Statement of Work (SOW). by initiator, sponsor or customer - A
narrative description of products, services, or results to be
delivered by the project (Business need, Product scope
description, Strategic plan).
Business need ) Projects are typically authorized as
a result of one or more of the following strategic
considerations(:
- Market demand - Organizational need
- Customer request - Technological advance
- Legal requirement - Social need
Project Idea

11. 11
Business Case. Typically, the business need and the cost-
benefit analysis are contained in the business case to
justify the project.
Feasibility Study. Usually consists
of Technical, Economic, Market/
Environmental, and Legal
studies.
Idea Study

12. I9
Economic Value Added (EVA). concerned with whether the project returns to the company more value than the initiative costs.
Payback period. Payback period in capital budgeting refers to the period of time to recoup the funds expended in an
investment.
Benefit cost ratio (BCR). the amount of money a project is going to make versus cost to build it. Generally, if benefit is higher
than cost, the project is a good investment.
Net present value (NPV). This is the actual value at a given time of the project minus all of the costs associated with it. This
includes the time it takes to build it. People calculate this number to see if it’s worth doing a project (PV = FV / (1+r)^n).
Internal rate of return. This is the amount of money the project will return to the company that is funding it. It’s how much
money a project is making the company. It’s usually expressed as a percentage of the funding that has been allocated to it.
Opportunity cost. When an organization has to choose between projects, it’s always giving up the money would have made
on the next best one it doesn’t do (not selected).
Law of Diminishing Returns. After a certain point, adding more input/ resource/ money will not produce a proportional
increase in productivity/ return.
Two categories:
1. Benefit measurement methods (Comparative approach)
2. Constrained optimization methods (Mathematical approach)
Project Selection

13. 13
Project Management Knowledge Area. An
identified area of project management defined
by its knowledge requirements and described in
terms of its component processes, practices,
inputs, outputs, tools, and techniques.

14. A GUIDE TO THE PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK® Guide) – Fifth Edition
• Integration (chapter 4) Review
• Exam - test questions
14

15. P1
4.1. Develop Charter - Integration
Expert Judgement. Such expertise is provided by any group or individual with
specialized knowledge or training.
Facilitation techniques. Building consensus and overcoming obstacles.
Brainstorming, conflict resolution, problem solving, and meeting management
are examples of key techniques used by facilitators.
Not having a project
charter is unethical, it
wastes company time,
human resources, and
money.
Initiating Process

16. P1
Project Charter. A document issued by the
project initiator or sponsor that formally authorizes
the existence of a project and provides the
project manager with the authority (milestones is
helpful in management, may use phase exits/
stage gates/ decision gates/ kill points as phase
end reviews to determine if the project should
continue and correct errors).
Project Charter

17. Project Management Information System (PMIS). An
information system consisting of the tools and techniques
used to gather, integrate, and disseminate the outputs of
project management processes. It is used to support all
aspects of the project from initiating through closing, and
can include both manual and automated systems.
Work Authorization System. A subsystem of the overall
project management system. It is a collection of formal
documented procedures that defines how project work
will be authorized (committed) to ensure that the work is
done by the identified organization, at the right time, and
in the proper sequence. It includes the steps, documents,
tracking system, and defined approval levels needed to
issue work authorizations.
17
Enterprise
Environmental
Factors

18. P43
4.2. Develop Project Management Plan
Develop Project Management Plan. The process of
defining, preparing, and coordinating all subsidiary
plans and integrating them into a comprehensive
project management plan.
Project
Management Plan

19. P43
Project Management Plan. The document that describes
how the project will be executed monitored, and
controlled. The project management plan’s content varies
depending upon the application area and complexity of
the project. It is developed through a series of integrated
processes extending through project closure. This process
results in a project management plan that is progressively
elaborated by updates, and controlled and approved
through the Perform Integrated Change Control process
(no need to submit change request during
planning), contains all baselines (performance
measurement baselines) and management plans.
Kickoff
Meeting
Most project documents are created by the
project manager for using during the project, and
do not require outside approval for changes.
Project Documents

20. P44
4.3. Direct and Manage Project Work
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required
to be produced to complete a process, phase, or project.
Work Performance Data. The raw observations and measurements identified during activities being
performed to carry out the project work.
Change requests. (Corrective Action, Preventive Action, Defect Repair, Scope change).
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.
Executing- Manage
Project Work

21. P45
4.4. Monitor and Control Project Work
Monitor and
Control

22. 22
Manage Commum. & HR.
Control Procurement & Risk.
Work Performance
Data - Flow

23. 23
OUTPUT:
Work Performance Reports. The physical or electronic representation
of work performance information compiled in project documents,
and includes the following types of reporting:
-Status reports: where the project now stands.
-Progress Reports: what is been accomplished to date.
-Variance report: compares actuals to performance baselines.
-Trend report: measures performance over time to determine if
performance is improving, deteriorating, or staying about the same.
-Earned value reports: reports on schedule, budget, and scope to
assess project progress.
-Forecasts: predictions of future performance
of schedule, budget, scope, risks, quality, and
other.
Work Performance
Reports

24. P46
4.5. Perform Integrated Change Control
Notes:
PM role is to influence the factors that affect the change, by determining the sources and fixing the root
causes.
Sponsor should help in control and preventing unnecessary changes (e.g. scope change not within the charter).
Approved Change Request. A
change request that has been
processed through the
integrated change control
process and approved.
Change Log. A comprehensive
list of changes made during the
project. This typically includes
dates of the change and
impacts on project constraints.
Change Control

25. fP46
Change Control Tools. Manual or automated tools to assist with change and/or
configuration management. At a minimum, the tools should support the activities of the
CCB.
Configuration Management System. A subsystem of the overall project management
system. It is a collection of formal documented procedures used to apply technical and
administrative direction and surveillance to:
identify and document the functional and physical
characteristics of a product, result, service, or
component; control any changes to such
characteristics; record and report each change
and its implementation status; and support
the audit of the products, results, or components to
verify conformance to requirements.
It includes the documentation, tracking systems, and
defined approval levels for authorizing and controlling changes.
Change
Management

26. fP46
Change Control Board (CCB). A formally chartered group
responsible for reviewing, evaluating, approving, delaying,
or rejecting Requested Change/s to the project, and for
recording and communicating such decisions. Customer or
sponsor approval may be required after CCB approval,
unless they are part of the CCB. Some of the configuration
management activities included in the Perform Integrated
Change Control process are as follows: Configuration
identification, status accounting, verification and audit.
PM to: Understand - Study
the cause &
effect/Impact -
Proactively propose
action - CCB - Sponsor
Change Control
Board

27. P47
4.6. Close Project or Phase
Final product, service or result transition. This output refers to the transition of the
final product, service, or result that the project was authorized to produce (or in
the case of phase closure, the intermediate product, service, or result of that
phase).
Organizational Process Assets Updates. Include deliverables such as: Project or
phase closure documents/ final report of success, Historical information, lessons
learned such as improved process, Project files/ archives.
All procurements
must be closed
before the project as
a whole is closed.
Closing Process

28. I8
The project manager is the person assigned by the performing
organization to lead the team that is responsible for achieving the
project objectives. Depending on the organizational structure, a
project manager may report to a functional manager. PM may
be one of several project managers who report to a program or
portfolio manager.
1- Responsibilities and Competencies of the Project Manager. to
satisfy task needs, team needs, and individual needs.
Competencies: -Knowledge – Performance -Personal, and
balancing the project constraints.
2- Interpersonal Skills of a Project Manager. such as: - Leadership, -
Team building, - Motivation, - Communication, - Influencing, -
Decision making, - Political and cultural awareness, - Negotiation,
- Trust building, - Conflict management, and - Coaching.
Project Manager
PM is integrator, focus
the interfaces, and not
to delegate this role.

29. January 2016 - Exam change (25%)
Role Delineation Study
every 3-5 years

30. Thank You
Don’t Hesitate to contact….
M.Maged
magedkom@gmail.com
mobile : 00966-580264968