EF = ES + d -1

How to fill
Activity Duration
Predecessor
Name
( Days)

Guess

Formula

Early Start
(SOB)

Early Finish
(COB)

None

12

12

B,C

19

F
G

D,E
D,F

20
24

23

Early Start = Early Finish of the Predecessor Activity +1

29

Early Finish = Easrly Start + Duration -1

Late Finish = Late Start of the dependant activity -1
Late Start = Late Finish - Duration +1

LS = LF - d + 1

Formula

Guess

LF - EF

Late Start
(SOB)

Late Finish
( COB)

EF = ES + duration -1

13

19

LS = LF - duration +1

19

Forward Pass

20

23

Backward Pass

24

29

Float = LF - EF

OR

LS - ES

Float

Abu Bakar - PMP , RMP

0548 582 754

0548 582 754

trainings@windowslive.com
Facebook Group "PMP-KSA"

Risk Level

Probability

Very High
High
Medium
Low
Very Low

VH
H
M
L
VL

R=PxI
Threats
Avoid

High
Medium
Low

0.9
0.7
0.5
0.3
0.1

=PxI
Opportunities

H
M
L

Impact

Very High
High
Medium
Low
Very Low

VH
H
M
L
VL

0.8
0.4
0.2
0.1
0.05

No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25

Name

Signatures

Earned Value Management

Construct a wall with a budget of 1000 SR , and duration / schedule of 10 days
At the end of 4th day we have completed 20 % with a spending of 300 SR
(Assuming linear Planning)
Planned Value

PV

Budgeted cost of work scheduled

400

Earned Value

EV

Budgeted Cost of work performed

200

Actual Cost

AC

Actual Cost of work performed

300

Schedule Variance

SV

EV - PV

200-400

-200

Cost Variance

CV

EV - AC

200-300

-100

Schedule Performance Index

SPI

EV / PV

0.5

Cost Performance Index

CPI

EV / AC

0.66

Budget At Completion

BAC

Estimate At Completion

EAC

1000
BAC / CPI

1500

EAC ( if we are on budget for the remaining work)

EAC (we will recover the overspent amount )

1100

1000

EAC ( when SPI is also playing role) BAC / (CPI*SP1000/(0.66*0.5)

Estimate To Complete

EAC - AC

Variance at Completion = VAC = BAC - EAC

TCPI

( BAC - EV ) / ( BAC - AC)

3000

1200
-500
1.14

To Complete performance Index

TCPI = If we still want to complete the project with in the Baseline

Budget, what is the CPI we need to maintain for the remaining portion
of the project.

Earned Value Management

Construct a wall with a budget of 1000 SR , and duration / schedule of 10 days
At the end of 4th day we have completed 20 % with a spending of 300 SR
Planned Value
PV
Earned Value
EV
Actual Cost
AC
Schedule Variance
SV
Cost Variance
CV
Schedule Performance Index
Cost Performance Index
Budget At Completion
Estimate At Completion
Estimate To Complete
TCPI
To Complete performance Index

Budgeted cost of work scheduled

Budgeted Cost of work performed
Actual Cost of work performed
EV - PV
EV - AC
SPI
EV / PV
CPI
EV / AC
BAC
EAC
BAC / CPI
EAC - AC
( BAC - EV ) / ( BAC - AC)

No

Name

ABDUL RAZZAQUE
Abdul Rehman
ABDULJEMAR LOONG ABDULLA
Ahmad Baqa

Ahmad rasras

Ahmed Majeed

Akbar Ali

Azfar Ali Sohail

Ezzeddin Ahmad Al Hourani

1
2
3

10

FAROOQ ABDUL MAJID

11

Fernando Ferry Sahagun

12

24

Ghulam Mujtaba
Hammad Ahmed
hamza ahmad
Ihsanullah Khan
Imran Ali,
Malik Ahsan Bilal
MANSOUR ABDULLAH M QUDHABE
MEER AHMER ALI
MEER TEHWAR ALI
Mian Ammar Musaddiq
Mian Shahrukh
MOHAMED ABD EL MAGED SHAHEEN
Mohammed Abdul Khader

25

Mohammed Abu Ehtesham Qureshi

13
14
15
16
17
18
19
20
21
22
23

No

Name

26

MOHAMMED RIYAZ AHMED,

27

MOHAMMED SIRAJUDDIN

28

Mubarak Abdulkarim Alsadiq

29

Mugtaba Balla Elbashir

30

Muhammad Ali

31

Muhammad Fawad

32

Muhammad Tahir Imran

33

Muhammad Umair Iqbal S/O

Muhammad Iqbal Ahmed Khan

34

Musaddiq Asif

35

Qaiser Hussain Turi'

36

Raeid Abdull Aziz Awadh Bin Afif

37

Rafaqat Ali Liaqat Ali

38

Rami Monaf Mahrous

39

Rehman Ghani

40

Retheesh Panicker

41

Rizwan Jalal Khan Niazi

42

Saad Bin Mahmood

Sultan Rabiea AlSadaka
Syed Muhammad Razi
Umad Javed
WAQAS AHMED MUHAMMAD
HUMAYUN
WASSIM BEN ZLAWIA
Zeeshan Dilawar

43
44
45
46
47
48

49
50

Zohaib Ahmed Chishty

Zubair Afzal Rana

From where you found us?

FB / LI / Expats.com / Friend

From where you found us?

Project Risk Management

11.1 Plan Risk Management
( Make the Framework for Risk Management )
Framework includes How to assess , Rank ,
What types , levels we will use
What document templates we will use

How to handle the risks ?

R=PxI
Threats
Avoid ( Reduce the
probability to 0)

Opportunities
Exploit ( Raise P to 100%)

Mitigate ( Reduce
Probability or Impact or Enhance ( Raise P or I to as
both as much as possible) much as possible)
Transfer ( Outsource,
Insurance)

Share

Accept

Accept

Risk is an event that may or may

not happen , and if it happens,
there can be some impact on the
Project. The Impact could be
positive or negative.
R=PxI

Impact (VH/
(H / M / L )VH / H / M / L / VL VH / H / M /

2
NO

Risk Desc.

There can be change

requests, without
appropriate time/cost
baseline revisions. (t6)

Missing requirements in the

scope (T1)

Severity Probability

Impact

Time
VH

H
0.28

H
0.7

H
0.4

VH

VL

0.045
M
0.08

0.9
VL
0.1

0.05
VH
0.8

Utilities Failure (T1)

4
5
6
7

Getting better opporunity

(PM) (T3)
Safety threats ( T3)
Material Delay ( t4)
Access to the Site ( t4)

M
L
M
L

Jawazat Regulations Issues

(t2)

VH

9
10
11

Data loss / Laptop Crash (t2)

Price Changes (t6)
Cashflow (t6)

L
H
M

12

Time Estimation Risks (t5 )

13

Early Finishing Risks ( t5 )

VL

0.8
VL
0.05
VH
0.8
M
L
VH
VH
VH
H
VL
VH
L
VL

mpact (VH/H/M/L/VL)
1

Cost

Quality

Scope

0.4

0.2

0.4

VL

VL

VL

0.05

0.05

0.05

VH
0.8

VH
0.8

VH
0.8

L
VH
VH

L
VL
VL

L
VL
VL

VL

VH
H

VL
L

L
VL

VL

VL

VL

VL

3.4

0.35
5.6

Horizon
HO
7:30 - 5:00 pm
R1
R2
R3
R4
R5
R6

Traffic
School/kids
Sleeping
accidents
Habitual
Breakfast

2000
1000 Late arrivals
300,000
10
300
250
250
10
100
90

Activity Duration to be estimated

Activity is "Read PMBOK with understanding"
( Approx . 400 Pages)

Optimistic Est.
Most Likely
Pessimistic Est.

O
M
P

Simple Avg =

( O+M+P)/3

40
40
40
50
60
60
60
65
65
70
70
70
80
80
80
80
80
80
90
90

40
60
90
63.33333

Weighted Avg =
(O + 4M + P ) / 6
61.66667
(Three Point Est. )
PERT Estimate
( Program Evaluation & Review Technique)

Activity Duration
Eearly Start Early Finish Late Start
Predecessor
Name
( Days)
(SOB)
(COB)
(SOB)
B

None

12

B,C

10

21

13

Float = LF - EF

Activity
A
B
C
D
E
F

Duration Predecessor Eearly Start Early Finish Late Start

2
None
1
2
1
4
A
3
6
6
7
B
10
7
13
5
A
3
7
3
2
D
8
9
8
6
B,E
10
15
11

G
H
I

6
7
3

A
E,G
C,F,H

3
10
17

8
16
19

4
10
17

Late Finish
( COB)

Float

12

12

EF = ES + duration -1

10

LS = LF - duration +1

24

= LF - EF

OR

Late Finish
2
9
16
7
9
16

LS - ES

Float
0
3
3
0
0
1

Abu Bakar - PMP , RMP

0548 582 754
trainings@windowslive.com
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9
16
19

1
0
0

SAPL - Yanbu
300 Employees

7-4 pm

Number of Late Arrivals per

day
120
Reasons behind coming late
R1
Traffic Problems
R2
Waking Up Late
R3
Habitual
R4
Parking
R5
Living far away
R6
Vehicle Out of order
R7
Lineant Policies

60%

Days / wk Late
arrivals/
week
5
600
120
48
12
24
6
2
2
26
120

Late
arrivals/
Year
150,000

Loss in
Overlapped
Productivity
Avg. Late every year
Mins
( Man Hours)
10
25,000

Scope Changes
Controlled
UnControlled

Scope Creep
Customer
Contractor

Reasons of Gold Plating ??

More Business
To impress client
Compensate Mistake
To add value / enhancement

Gold Plating

Integration

Initiating

Planning

Develop P.C

Dev P.M.P

Scope

Plan Scope Mgmt.

Collect Requirements
Define Scope
Create WBS

Time

Plan Schedule Mgmt.

Cost

Plan Cost Mgmt.

Quality

Plan Quality Mgmt.

HR

Plan HR Mgmt

Comm.

Plan Com Mgmt

Risks

Plan Risk Mgmt

Procurement

Plan Proc. Mgmt

Stakeholders

Identify S.H

Plan Stakeholder Mgmt

Executing

Controlling

Closing
Close Project

Control Scope

Control Schedule

Control Cost
Control Quality

Control Comm.
Control Risks
Control Procurement
Control Stakholder

Close Procurement

Requirements Tracability Matrix (RTM)

WP-1
Req 1
Req 2
Req 3

WP-2
Here

Wp-3

wp4

WP-n

Here
Here

Req n
Helps in identifying Missed Requirements and Gold plating

Organizational Process Assets ( OPA)

================================
Policies
Procedures
Guidelines
Document Templates
Past Project Filled Documents
Lessons Learned

R=PxI
H/M/L
VH/H/M/L/VL
Asim Maqsood
ProjePhysical Sec
No Risk Desc Severity
Probability

R1

Equipment
is faulty

R2

R3

Manufactur
er may go
bankcrupt

R4

0.03

L
0.3

VL

R5

L
0.1

0.1

L
0.1

M
0.2

H
0.2

Compatibili
ty issues

Impact

0.02
Monetory
Inflation

M
0.5

M
0.5

H
0.4

L
0.03

ProjeData Center Aqeel

No Risk Desc Severity

L
0.3

L
0.1

VH/H/M/L/VL
Probability

VH/H/M/L/VL
Impact

R6

Non
redundanc
y

R7

Information
theft

Disaster
R8 recovery
R9 Hacking
R10 Cooling
ProjeBuilding Con Hameed
No Risk Desc Severity
R11 Safety

VL
L
M
VH/H/M/L/VL
Probability
L

VH/H/M/L/VL

L
0.05

Shipment
may be
delayed

VH/H/M/L/VL
Impact

Impact (VH , H , M , L , VL )
Scope
Time
VL

VH

0.05

0.8

VL

VH

0.05

0.8

VH

0.1

0.8

VL

VL

0.05

0.05

0.2

0.2

Impact (VH , H , M , L , VL )
Scope
Time
L

VH

M
H

H
H

Impact (VH , H , M , L , VL )
Scope
Time
VL
M

Equipment
unavailabili
R12 ty
delays in
procureme
R13 nt
environme
R14 ntal factors
R15 Permits

L
VL

M
L

ct (VH , H , M , L , VL )
Cost
Quality RISK SCORE
L

VL

0.1

0.05

VL

0.1

0.05

0.4

0.1

VH

VL

0.8

0.05

VL

0.2

0.05

ct (VH , H , M , L , VL )
Cost
Quality
H

VH

VH

VH

H
VH

L
H

ct (VH , H , M , L , VL )
Cost
Quality
L
L

1.4

1.4

2.6

2.75

1.4

12.1 Plan Procurement Management

b)How to explain the market / 3rd Parties that what are our needs?
RFQ/RFP
C)Advertisements / Emails
4) Contract Types
Fixed Price ( FFP , FPIF , FP-EPA )
Cost Reimbursable ( CPFF , CPIF , CPAF)
Time & Material
5) Source Selection Criteria
Baseline is 10 Million SR , in 12 Months with an incentive
of 50,000 per week delivered in advance
Now the actual delivery was done in 10.5 Months
How much total payment , the contractor deserves ?

7.3
12.1
7.9
10.3

Scoring Model ( 1000 or 100 points scoring model)

MAC ( Minimum Acceptance Criteria )
700
300
1000
SR-MM
Technical Financial
Total
Bid Amount
V-A
450
300
750
1.5
V-B
330
V-C
500
250
750
1.8
V-D
540
237
777
1.9
V-E
600
196
796
2.3
Cost Plus Incentive
Baseline is Cost plus, in 12 Months with a service fee of 10 % of the actual spending
Incentive of 20 % of whatever is saved from 20 Million
Now the actual spending was 13 Million
How much total payment , the contractor deserves ?
Bonus
15.7
13
14.3
1.14
15.44
15.36
Saving
5.7
1.14
14.4

Why we outsource / subcontract ?

a) We dont know how to make something
b) We dont have time
c) It will be expensive if we make it ourselves
d) Mandatory to outsource some parts ( e.g. Inspection /Audit)

e) Avoid headache, Risk

f) We dont have tools available
g) Something doesnt fit in our long term strategy
Customer
Contractor

Buyer
Seller

Two main types of Procurement ( Selecting a Seller )

a) Minimum Acceptance Criteria ( MAC )
b) Scoring Model ( Technical + Financial)

al spending

tion /Audit)

Project-A
Project-B
Project-C

BCR
1
2
3

CBR
0.6
0.3
0.1

ROR
5%
6%
7%

ROI
5%
6%
7%

EVA
5M
7M
9M

Project-A will give a profit of 2 M in 3 Years

Project-B will give a profit of 3 M in 4 Years
Project-C will give a profit of 4 M in 5 Years
r = 12 %
PV = FV / ( 1 + r ) ^n
n = number of periods

Payback Period
1 year
2 years
3 Years
Present Value
1.42
1.91
2.27

4.3 When Team

Works on the
assignments they
produce
deliverables

3 States of Deliverables
Pass through QC
( 8.3 )

Deliverables

Verified Deliverables
Pass through
Validate Scope
( 5.5 )

Accepted
Deliverables

Typical Control Process Structure

Inputs
What should Happen
Project Management Plan
What is Happening

Tools
Comparison
Variance Analysis

Outputs
Re Plan
Change Request, PMP -updates
Project Docs Updates
Work Performance Info

Work Performance Data

Guidelines
OPA
Work Performance Data
Work Performance Information
Work Performance Reports

Doc. Mistakes
OPA-Updates

Outputs

hange Request, PMP -updates

roject Docs Updates
Work Performance Info

oc. Mistakes
OPA-Updates

For Certificates Please SMS in the following format

PMP-Jubail-RC- March-2015 "Your_ Name"
at 0548 582 754

"Your_Email"

Standard Deviation
Activity
A
B
C
D

P
M
47
27
89
60
48
44
42
37
226
168
Project Duration

(P+4M+O)/6
O
Pert Est.
14
28.17
41
61.67
39
43.83
29
36.50
123
( Pert Est.)

(P-O)/6
Std. Dev ^2
Std. Dev Variance
5.50
30.25
8.00
64.00
1.50
2.25
2.17
4.69

RITA page

170.17

Sum of Pert Est. of all the critical Activities

Project Variance

101.19

Sum of all the activity Variances (Crt. Only)

Project Standard Deviation

Square Root of Project Variance

one standard deviation (+/-) 1 sigma covers

Two standard deviations (+/-) 2 sigma covers
Three standard deviations (+/-) 3 sigma covers
Six standard deviations (+/-) 6 sigma covers
4 out of 1 Million , items are defected
Our project estimate ( Pert ) is 170
With one standard deviation 160-180 ,
With two standard deviations 150-190 ,

10.06

68.2600%
95.4600%
99.7300%
99.9996%

68.26 % confidence
95.46%

RITA page

confidence

227

Optimistic = O = Best Case Scenario

30

Most Likely = M = Average Case Scenario

90

Pessimistic = P = Worst Case Scnario

730

Simple Average = ( O + M + P ) / 3

283.3333

Weighted Average = ( O + 4*M + P ) / 6

[ PERT Estimate ]
Three Points Estimate

186.6667

Some managers believe if "One lady can deliver a baby in 9 months"

9 Ladies can deliver a baby in 1 month

Sample activity
Read PMBOK 5 with understanding ?
Your estimate if you are going to perform this activity
30
31
30
60
60
O
M
P

60
40
60
60
90

80
70
69
120
90

43
75
120
91
60

Optimistic ( Best Case Scenario)

Most Likely ( Average Case )
Pessimistic ( Worst Case )

Average = ( O + M + P ) / 3
Weighted Avg = ( O + 4*M + P ) / 6
PERT ( Three Point Est)

155
107.5

75
60
60
60

5
60
400

Price
Profit Margin
Indirect + Misc Cost
Project Budget = ( WP-Total + Cont Res+Mgmt Res) with Cashflow
Management Reserves
(For Unknown Risks)
Cost Baseline = ( WP_Total + Cont Reserves) withCashflow
Contingency Reserves
(for Known Risks)
Work Pakages Total
31,000
WP1
WP2
WP3
10,000
5,000
16,000
A1
A2
A3
A4
A5
A6
6000
4000
3000
2000
10000
6000
5700
3700
2700
1700
8000
5400

There are two categories of Risks

Identified Risks
Unidentified Risks
Risk is also called as "Unknown"

Or

Known Risks
Unknown Risks
Funding Limit Reconciliation

Requested
Sponsor

Reserves are used for Risks

Risk is also called as Unknown
There are two types of Risks
Known-Risks
Unknown - Risks

A1

5700
10 Labor 5 days
400 Hours
1 crane
5 days
40 hours
Sand
5 trucks

5,10,10,10,8
5,10,5,10,13

Known-Unknowns
Unknown-Unknowns

20 SR / hr

8000

200 SR/hr

8000

100 SR / tr

500
16500

18000

83000
68,000
28000
15000
0
-40000
20000
48000
5000 (Outside PM-Authority)
43000 (inside PM-Authority)
12000

Some contingency reserves are

added on the activity level
Activity Padding

Or

Known-Unknowns
Cont. Rzrvs
Unknown-Unknowns Mgmt. Rzrvs

conciliation

Contingency Resrvz.
Mgmt. Resrvz.

Bid Amount Calculation ??

You are participating in a Tender, you study the SOW and analyze it ,
Your finding about the project is that it needs 3 work packages.
Each work package can be done by performing 2 activities each.
Each activity will cost you ( including man power, machine , material) as the
amounts mentioned.
What will be your Bid Amount in this case for the total project???????
WP1

WP2

WP3

10,000

5,000

16,000

A1
6000

A2
4000

A3
3000

A4
2000

A5
10000

A6
6000

Why to Compress (Schedule Compression )

Performance/Delay on CP
Client constraints
Changed condition
How to Compress
Crashing
Add more resources to do critical path activities Faster or
earlier. Results in Cost Increase
Fast Tracking
Overlap Activities , Increase Leads on the Critical Path .
Results in Risk Increase

Assignable Cause
Alrarming
340

UCL- Upper Control Limit

335

USL-Upper Specification Limit

330

Specification

325

LSL-Lower Specification Limit

320

LCL-Lower Control Limit

Alrarming
Assignable Cause

Control Charts

Rule of seven

ule of seven

8.1 Plan Quality Management

What Quality we need to meet ?
Which standards we need to meet?
How we will assure?
How we will control / inspect?
What documents we will use?
What severity levels of defects /Bugs we will use?
If required how we will improve the process? ( Process Improvement Plan)
Engineer / Re-Engineer / Reverse Engineer
Business Process Re-Engineering ( BPR )

Output = Quality Management Plan , Process Improvement Plan, Quality Metrics, Quality C
8.2 Perform Quality Assurance
Execute whatever we decided about QA procedures in Quality Management Plan
8.3 Control Quality
Execute whatever we decided about QC procedures in Quality Management Plan

We were producing 100 items in a day ( 8 hours ) and the rejections by QC were 20 out of every

or
or

Process Improvement ?
a) We are able to produce 120 items in a day , 24 are rejected by QC
b) We are able to produce 100 items in a day , 15 are rejected by QC
c) We are able to produce 100 items in 6 hours , 20 are rejected by QC

Poka Yoke
RCO
ICD

Reduce chances of Occura

Increase chances of Detec

Diference between QA and QC ( Quality assurance and Quality Control ) ?

Assurance ?
Proactive

Checking the quality of Processes , Make sure right tools ar

resources assigned , Requirement understanding exists ( H
during execution)
Control ?
Reactive

After something is produced

Precision and Accuracy ?

Grade VS Quality ?
Higher Grades means Higher Quality ? Yes / No ?
Example of Grades
5 * Hotel
4 * Hotel
3 * Hotel
Quality is a relative thing

Data Types
Continuous
examples
Discrete
Nationality , Qualification ,

Ages
Who is youngest person in this room ?

Who is second youngest person in this room ?

68.5714285714
Scatter Diagram
Temp on a Day

Sales of Jackets on that day

Age , Height , Weight

15
12
9
6
3
Temp on a Day
20
24
28
32
36

10,000
12,000
14,000
15,000
25,000

Negative Corelation

Sales of Juices on that day

10,000
12,000
14,000
Positive Corelation
15,000
25,000

P.I.P

ality Metrics, Quality Checklists

QC were 20 out of every 100

5.000000 5.000000

educe chances of Occurance

ncrease chances of Detection

, Make sure right tools are used , Right

understanding exists ( Happens before or

ge , Height , Weight

24
24.5
25

egative Corelation

ositive Corelation

20
21.75
22.5
25

Project Human Resource Management

9.1 Plan HR Management
How we will arrange the required human resources ?
( Internally available resources ( optionally by giving some trainings also )
Hire new , or take on Rental basis
What will be the teaming structure? ( TLs, Who will report to whom)
Job descriptions , Responsibility assignment matrix (RAM), Org Charts
Training needs , Safety Requirements
Output = Human Resource Management Plan ( Includes Staffing Management Plan)
9.2 Acquire Project Team
Lets arrange the resources
9.3 Develop Project Team
Develop the team ( Team building activities, Trainings etc)
Keep them motivated
9.4 Manage Project Team
Conflict Management , Appraisals
150 , 3600 , 75 , 3 , 147
972
There is a conference , in which there are 50 Sales Executives
They need to network with each other on one to one basis
Each pair needs 3 minutes to exchange min information
How much should be the min duration for the whole networking session?

n(n-1)/2

50(49)/2

1225
3675
61.25

49

147

Three types of Resources

Manpower
Machine
Material

Rent ?
Yes
Yes
No

Purchase ?
No
Yes
Yes

Lease ?
No
Yes
No

ement Plan)

Project Communications Management

10.1 Plan Communications Management
Who needs ?
What Information ?
Why they/she/he needs ?
When ( frequency) they/she/he needs?
Where they/she/he needs ?
How they/she/he needs ?
Output = CMP ( Communications Management Plan)

Verbal Comm
Non Verbal Communication
Spoken / Oral
Written
What portion of PM's Time is spent in communications ?
30
50
70
90
A PM was managing a team of 5 Architects , after 3 months , he hired 3
more architects in the team. How many communication lines were added
because
because of this change
Before Change
15
After Change
New Lines ?

36
21

High
Project - KAFD - Office & ResideMedium
Low
RiskDescription
Severity
R1 Weather Conditions
Medium
R2 Lack of Manpower
High
R3 Unskilled / Unqualified Ma High
R4 Delay in delivery of MateriaHigh
R5 No final BOQ
Medium
R6 Unforseen Site Conditions Low
R7 Sudden changes in approveHigh
R8 change orders
High
R9 emergency
Low
Efficiency / productivity
may go down during
R10 summer season

Low

VH / H / M / L / VL
Probability
L
H
H
H
L
L
L
L
L

VH / H / M / L / VL
Impact
VH
H
H
VH
VH
H
VH
H
VH

VH

VH

Impact( Very High, High , Medium , Low , Very Low)

Scope
VL
L
L
L
VH
H
L
L
L

Time
VH
H
H
H
H
H
H
H
H

Cost
H
VH
H
VH
M
H
H
H
H

Quality
VL
M
VH
L
L
L
L
L
L

Risk Responses
R=PxI
Threats
Avoid
Mitigation
Transfer
Accept

Opportunities
Exploit
Enhance
Share
Accept

Control Risks
New Risks , Evaluate and Replan
Reserve Analysis ( Keep an eye on remaining risks and remaining
reserves)
KPIs ( CPI , SPI ) and Risk Management
Risk Radar
Risk Reassessment

Risk Level

Probability

Very High
High
Medium
Low
Very Low

VH
H
M
L
VL

R=PxI
Threats
Avoid

High
Medium
Low

0.9
0.7
0.5
0.3
0.1

=PxI
Opportunities

H
M
L

Impact

Very High
High
Medium
Low
Very Low

VH
H
M
L
VL

0.8
0.4
0.2
0.1
0.05

( High / Med / Low)

Severity

(VH / H / M / L / VL )
Probability

Possibility of damage of material

1 during transportation
2 Delay in custom clearance

Medium
High

M
H

New technology may cause

3 delays because of learning curve

High

Low
High
High
High
Low

L
M
M
L
VH

High

Medium

Medium
High
Low
High
Low

H
H
L
H
M

Material delivery / long lead

16 items

Medium

17 scope is not properly defined

18 Gold plating inflates scope

High
Medium

H
L

ID Risk Desc

4
5
6
7
8

Delays due to
miscommunications
Escalation Costs
Safety and Security Risks
Possibility of Hacking
Inflation

9 Political Issues / Govt. Stability

10 Resources price may increase
11
12
13
14
15

Cash flow problems or delayed

payments
deficiency of resources
Machine damage
Scope may change
Labor strikes

Impact

Imapct ( VH / H / M / L / VL )
Scope
Time
Cost

Quality

H
VH

VL
VL

VH
VH

H
L

H
L

VH

VL

VH

M
H
VH
VH
L

L
M
L
L
VL

M
H
L
L
VL

M
VH
L
VH
VH

VL
M
H
VH
M

VH

VH

VL

VH

VL
H
M
M
M

H
H
VL
VH
VH

M
H
H
VH
H

M
M
H
H
M

M
H
VL
H
M

H
H

H
M

H
M

H
M

M
VL

ID Risk Desc
Possibility of damage of material
1 during transportation
2 Delay in custom clearance

New technology may cause

3 delays because of learning curve
Delays due to
4 miscommunications
5 Escalation Costs
6 Safety and Security Risks
7 Possibility of Hacking
8 Inflation

( High / Med / Low)

Severity

(VH / H / M / L / VL )
Probability

H
0.4
M
0.07

M
0.5
H
0.7

M
0.1

M
0.5

L
0.015
H
0.2
L
0.025
L
0.015
H
0.18

L
0.3
M
0.5
M
0.5
L
0.3
VH
0.9

Impact

10
8
20
Imapct ( VH / H / M / L / VL )
Scope
Time
Cost

5
Quality Risk Score

VH
0.8
L
0.1

VH
0.8
VL
0.05

VH
0.8
VH
0.8

VH
0.8
L
0.1

VH
0.8
L
0.1

M
0.2

VL
0.05

VH
0.8

H
0.4

H
0.4

VL
0.05
H
0.4
VL
0.05
VL
0.05
M
0.2

L
0.1
M
0.2
L
0.1
VL
0.05
VL
0.05

M
0.2
H
0.4
L
0.1
VL
0.05
VL
0.05

M
0.2
VH
0.8
L
0.1
VL
0.05
VH
0.8

VL
0.05
M
0.2
H
0.4
VL
0.05
M
0.2

34.4
9.4

16.9

6.85
22.2
5.8
2.15
17.9

EF = ES + d -1

How to fill
Activity
Name

Guess

Duration
Predecessor
( Days)

Formula

Early Start
(SOB)

Early Finish
(COB)

5000

None

6000

None

4000

3000

F
G

E
D,F

7
11

10

B,C
G,H

10
25

21
26

H
I

14
12
2

Early Start = Early Finish of the Predecessor Activity +1

24

Early Finish = Easrly Start + Duration -1

Late Finish = Late Start of the dependant activity -1
Late Start = Late Finish - Duration +1

Guess Formula
Activity
A
B
C
D
E
F
G
H
I

Duration Predecessor Eearly Start Early Finish

2
None
1
2
4
A
3
6
7
B
7
13
5
A
3
7
2
D
8
9
6
B,E
10
15
6
A
3
8
7
E,G
10
16
3
C,F,H
17
19

LS = LF - d + 1

Formula

Guess

LF - EF

Late Start
(SOB)

Late Finish
( COB)

Float

12

12

EF = ES + duration -1

10

LS = LF - duration +1

Forward Pass

10

Backward Pass

11

24

0
0

13
25

24
26

3
0

Float = LF - EF

OR

LS - ES

Formula

Guess

Late Start
1
6
10
3
8
11
4
10
17

Late Finish
2
9
16
7
9
16
9
16
19

Float
0
3
3
0
0
1
1
0
0

Abu Bakar - PMP , RMP

0548 582 754
trainings@windowslive.com
Facebook Group "PMP-KSA"

WBS = Work Breakdown Structure

Dinner
1.1 Soup

R1
R2
R3

1 Appetizer
1.2 Salad

2. Main Course
2.1 Biryani 2.2 Karahi

Activities Required for 1.1 Soup

A1- Go to market and purchase the ingredients
A2 - Cut , clean and wash the ingred.
A3- Cook the ingred acc. To recp of the soup
FS
SF
SS
FF

3. Sweetdish
3.1 Halwa

3.2 Kunafa

{ Work Packages}

Schedule
On Schedule
Ahead of Schedule
Behind Schedule
ID
1
2
3
4
5
6
7
8
9

Budget
On Budget - ( As plan)
Under Budget (Saving)
Over Budget ( Over spending)

Possible Combinations ?
On Schedule
On Budget
On Schedule
Under Budget
On Schedule
Over Budget
Ahead of Schedule
On Budget
Ahead of Schedule
Under Budget
Ahead of Schedule
Over Budget
Behind Schedule
On Budget
Behind Schedule
Under Budget
Behind Schedule
Over Budget

Y/N?
G1

G2

G3

G4

Baseline is 1000 SAR in 10 Days ,

After 4 Days, 300 Spent, 20 % Completed
PV
Planned Value
Budgeted Cost of Work Scheduled
400
EV
Earned Value
Budgeted Cost of Work Performed
200
AC
Actual Cost
Actual Cost of Work Performed
300
Schedule Variance = SV =EV - PV
200-400
-200
Cost Variance = CV = EV - AC
200-300
-100
Schedule Performance Index = SPI = EV / PV
200/400
0.5
Cost Performance Index = CPI = EV / AC
200/300
0.66
Budget At Completion = BAC = Budget =
1000
Estimate at Completion = EAC = BAC / CPI
1000/0.66
1500
( Means if we continue spending like this)
Estimate To Complete = ETC
1200
( Wherever we are standing, how much more money we need to complete ? )
ETC - Scenario 1
EAC-AC
( If we continue like this )
or ( Budget of Remaining work / CPI)
ETC - Scenario 2
If now onwards we are on baseline
ETC - Scenario 3
If we recover the original overspent also
TCPI = To complete Performance Index = ( BAC - EV ) / ( BAC - AC )
In case we still want to complete the project in the original baseline
( 1,000 SAR) , what CPI we should maintain for the remaining portion of
the project ?
1.142857
TCPI

Organizational Process Assets ( OPA's)

Policies
Procedures
Guidelines
Past Project Filled Documents
Document Templates
Lessons Learned

Changes
Controlled Change
UnControlled Change

Scope Creep

Uncontrolled Changes ( Scope Creep) has 2 types

from Customer side
from Contractor side ( Your own team)

Gold Plating

What are the possible reasons for giving something beyond agreed scope?
( Gold plating)
a) Good relations
b) Market Repute
c) More business
d) Show the flexibility
e) Cover another mistake
f) enhancement ( good idea)

SV=
CV=
SPI=
CPI=
If
If
If
If
If
If

EV
EV
EV
EV

"-"
"-"
"/"
"/"

PV
AC
PV
AC

CV , SV < 0 it shows a Bad situation

CV , SV > 0 it shows a Good situation
CV , SV = 0 it shows a "OK" situation
CPI , SPI < 1 it shows a Bad situation
CPI , SPI > 1 it shows a Good situation
CPI , SPI = 1 it shows a "OK" situation

Project-A
Project-B
Project-C
Project-D
Project-E
Project-F
Project-G
Project-H

SV

CV

-400
300
400
0

300
400
-500
0

SPI

CPI

1.4
0.4
0.5
1

4.1
0.9
1.3
1