1. In PROJECT MANAGEMENT PMPMS®

2. BestPracticesInProjectManagement Strategic Partnership Managing Liabilities Customer Driven PM Project Management Vision Mission Accountability Creditability Building-up PM Culture PMPMS® Risk Game

3. CORPORATE FRAMEWORK PMPMS® Management Support Professional Mandate For Civilization Accountability Sustainability Continuous Improvement Team Work Strategy Quality Value Grow Asset

4. DEFINITION OF RISK PMPMS® RiskThreats OBJECTIVE “Uncertainty is an uncommon state of Nature, characterized by the absence of any Information related to a desired outcome” “Risk is a discrete occurrence that may affect the project for Good or Bad” RiskOpportunities What Impact When How-often Uncertainty

5. RISK OWNER Does not Accept Risk Does not want Risk Does Not Realizes Risks Accepts certain amount of Risk Calculates Risks & Responses Monitors Risk Occurrence Tolerant RiskManager Analyzes/Plans Responses Ready to Confront/Manage Risks Project Manager Averse PMPMS® Threats Opportunities Threats Opportunities Threats Opportunities Threats Opportunities

6. PM in CORPORATE RISK MANAGEMENT PMPMS® BOARD OF EXECUTIVES RISK EXECUTIVE Administration & Documentation Integrated Risk (Operations) Risk Framework (Guidelines) Risk R&D (Profile Management) Outsourced Consultancy Risk Operations CommitteeRisk Response Core Team Interdepartmental Coordination Corporate Risk Awareness Singular Process TeamBusiness Continuity Plan Business Operations ExecutivesBusiness Operations Units PM

7. Document Audit Monitor Control Plan Analyze Prioritize Identify Communications Scope Statement Scope Definition Planning Processes Integration Management Lessons Learned CACS Controlling Processes Execution Processes PMPMS® RISK CYCLE

8. PMPMS® Strategic Objectives Strategies Year 4Year 3Year 2Year 1 Risk Exploration & Tentative Actions Departmental Interface on Risk issues Risk Charter Risk Frame work Risk Policy Implementation of Risk Framework Development of Risk Team Risk Audit &Planning of EnhancementsDevelopment of Risk FrameworkOutsourcing Risk Int’l ExpertiseAnalysis & Documentation of Riskownership; Categories & ResponseParametersFormal Issue of DIFC Risk PolicyAnnual Risk Audit RISK IN CORPORATE DEVELOPMENT

9. Customer Satisfaction Customer Dissatisfaction Customer Satisfaction Team Speaks with One Voice Speak Customer’s Language Quickly Correcting Mistakes Extremely Responsive to Customer’s Concerns 8 1 Carefully Managed Information Flow Active Customer Involvement Work Closely with the Client’s Organization Acquire Glimpses of Effort Avoiding Surprises Turn Expectations into Data PMPMS® Clear Scope Statement Reliable Communication System

10. Business Performance Technical Performance RESPONSE PLANNINGPROFILE POLICYFRAMEWORKEXECUTION Mission Project Management Property Management PM Territories PMPMS® AUDIT CONTROL Property Management RISK CHAIN

11. From a Business Point of View Risk Opportunities Qualitative Quantitative Tolerance Rates PMPMS® Scope Implications Cost/Schedule Implications Quality Implications Risk Management Risk Responses Mitigate Risks Transfer Risks Accept Risks Insurance Quality Policy

12. From a Business Point of View Execution/Control Risk Opportunities Expectations Info Flow Skepticism Project Management Risk Management Main Contractor Lead Consultant Project Manager Suppliers Authority Regulators Procurement System Peer Reviewers PMPMS® Scope Management Reporting System Quality Management

13. BENEFITS OF MoR PMPMS® Corporate decision making is improved through the high visibility of risk exposure, both for individual activities, and major projects, across the whole of the organization A progressive management style and a culture of continuous improvement that is enhanced by the encouragement of openness in relation to risk The objectives of the organization and its stakeholders are more likely to be realized through the early identification and proactive management of threats to cost, time and performance The needs of corporate governance are met by embedding the MoR processes which provide a clear message and directives There is clear ownership and accountability for risk and its management, so that they are effectively monitored, and proactively managed Financial benefit to the organization through improved 'value for money' potential and better management of project and programmed finance Management of project risk is carried out within the wider context of programmers, thus minimizing the risk of individual project failure through greater visibility of the potential impact of other projects Consistency of approach through high-level monitoring and direction Creation of an environment for the conscious acceptance of business risks on an informed basis Improved contingency plans and the organization's business continuity plans Better awareness in all personnel of the cost and benefit implications of their actions.

14. PMPMS®

15. GOALS OF MoR PMPMS® Increased certainty and fewer surprises Value for money Better services More effective management of change and greater confidence in innovation More efficient use of resources Improved decision-making; better management Reduced waste and fraud

16. Service SOW Hierarchy Scope Conceptual Commonly Responsibility Formally Principally Construction Manager CMP Project Manager PMP Employed By the ClientAgent to the Client Partially Substitutes Supervision Consultant Monitors Performance of All Employed Parties Focuses on Time, Cost & Quality Focuses on Scope, Time, Cost & Quality Unlikely Involved in Business Plan Processes Assist Developing Business Plan Literally for Construction Industry Applicable to All Industries Primarily Manages Execution works Primarily Manages Planning & Controls Protected by the Client US Labor Office Protected by his Management PMI PMPMS®

17. Why?What?When? How Much? Processes to Plan & Control Execution Fulfillment of Project Plan To Verify suitability to business plan or agreed specifications Performance Change Orders Business Plan OrStakeholders’Interests Market Dynamics Detailed Description of Targeted Service or Product A project generally results in a single product, but that product may include subsidiary components, each with its own separate but interdependent product scopes Scope Management PMPMS®

18. Scope Definition Out-putsToolsIn-putsAffectionSource Scope Planning is the process of progressively elaborating and documenting the project work that produces the product of the project From Initiation As Verified By the Project ManagerDecomposition Documented Baseline & Revisable Project Plan Documented Details of Project Performance Work Breakdown Structure Templates WBS PMPMS® Decision Making Analytical Tools Follow up, Assessment & Recommendations Other planning outputs Assumptions Scope Statement Constraints Historical Information WBS Scope Statement Update

19. From Scope Planning From Scope Definition From Scope Verification From PMIS Back to Scope Definition Additional Planning Performance Reports Back to Schedule & Cost Controls Back to Scope Definition Scope Changes Performance Measurements Scope Change Control System Back to Initiation Database Lessons Learned Scope Change Control Out-putsToolsIn-putsAffectionSource PMPMS® Adjusted Baseline Corrective Actions WBS Change Requests Scope Management Plan

20. Change or Completion Progress Performance Instructions Decision-Making Decision Process Acceptance Planning Out-Put Decision Conformity Decision Process Controlling Decision Monitoring Tools & Techniques Process Improvement PMPMS®

22. The Template Template PartiesReferenceAuditability Project PlanPerformanceProgress RequestInstructionReport Acceptance Change Information Actions Change Irregular Weekly Monthly CorrelationComplianceCompletion AuthorizationMonitoringQuality The Design of the Templates should adequately meet the Products of the pre- determined Technology for both Processing & Monitoring PMPMS® Purpose Subject Form

23. Communications Breakdown Technical Skills Personal Skills Negotiation Briefing Decisions Instructions ProjectTeam Recommendations Meeting Stakeholders Sponsor Management ProjectManager Vocal Interfaces Written Interfaces To Maintain Both Business & Project Plans PMPMS®

24. SponsorSponsor High Way vs. PMI Way Cost Index Schedule Index Impressionist Editorial Politically-oriented Covert Reporting Concept Check Lists PMPMS® Logs

25. Earned Value PV/EV=SPISchedule Performance Index AC/EV=CPICost Performance Index Budgeted Cost of work Scheduled=PVPlanned Value Cost of work-done=ACActual Cost Project Budget=BACBudget At Completion BACx% Comp=EVEarned Value WBS Cost Time Actual Planned A B PMPMS®

26. Project Plan Scope Statement Project Documents Formal Acceptance ProjectTeam Progress Reports Performance Reports Stakeholders Sponsor Management ProjectManager Corrective Actions Contractual Documents Maintain Project Plan Sufficient Reporting PMPMS®

27. BlindSelf UnknownSelfPrivateSelf PublicSelf Unknown to Self Known to Self Known to Others Unknown to Others Behavior Frequency 100% Time Professional Development To Gain Trust Speak Customer's Language Anticipate Customer’s Expectations Quickly Response to Queries Maturely Show off Your Efforts !! PMPMS®

29. The Project Third Parties Procedures Stakeholders Quality Assets People Policies & Strategies Partnership & Resources Theory of Quality Performance Contract Product BASELINES PMPMS®

30. High Way vs. PMI Way INDEX Performance Reporting Controlling Processes Sponsor Execution Processes Planning Processes Reporting System Corrective Actions Construction Processes Sponsor Design Processes Baseline Documents WBS Control Theory PMPMS®

31. Auditable Roles & Responsibilities Matrix Inspection Upon Completion of a Task Measurable Tangible Certifiable Preferable Quality Management Initiation of Dependency Task Satisfactory, Conduction, Conformity, Correctly, Completion & Signing off Scope Verification primary focus is on customer acceptance of the work, while quality control involves analysis of the acceptance of the work. Both work in parallel Formal Acceptance as Authorized Inspections PMPMS®

32. The Breakthrough Success Partnership Constructability Scope Satisfaction Communications Liabilities Change Control Written Formal Developing Skills Draw Boarders Legal Theme Efficiency Creditability Quality Auditable Performance Quality Theme Accountability PMPMS®

33. PMI Best Practices PMPMS® Executive Participation Promoting Professionalism Enabling Tools Experienced Project Managers Program Management Support Obtaining executive-level support Recognizing and broadcasting the need for change Gathering cooperation by using effective community Putting together quality teams Knowing what the customer needs and wants Prioritization of Projects Providing goals that relate to organization’s strategic plan Performance Measures Measuring outcomes accurate Defined Processes Continuing to plan for improvement

34. Thank You & Good Luck PMPMS®