Project Management Module Lecture (1): Introduction to Project Management Dr. Mohamed Ramadan moh_ramadan@icloud.com

1. Project Management
Dr. Mohamed Ramadan
Moh_Ramadan@icloud.com

2. Project Management
Introduction to
Project Management
Lecture (1)

3. Lecture (1) Introduction Project Management
References
Key Reference:
Samuel J. Mantel, Jack R. Meredith, Scott M. Shafer, and Margaret M. Sutton (2008). Project
Management in Practice. John Wiley & Sons, Inc.
Important Readings:
Larson, E. W, and Gray, c. F. (2001). Project Management: The Managerial Process. McGraw- Hill Irwin.
Pinto. (2007). Project Management: Achieving Competitive Advantage. Pearson/Prentice Hall.

4. Muhammad Ali
❝I hated every
minute of training,
but I said, Don’t
quit.
Suffer now and
live the rest of
your life as a
champion❞

5. Lecture (1) Introduction Project Management
Project Management in Labour Market

6. Lecture (1) Introduction to Project Management

7. Lecture (1) Introduction to Project Management

8. Lecture (1) Introduction to Project Management
Introduction to Project Management
What is a PROJECT?
❝Each task is specific
and unique with a
specific deliverable aimed
at meeting a specific
need or purpose.❞
❝The routine issuance of
reports on the value of
commodity inventories, the
routine counseling of
single parents on nurturing
their offspring—these are
NOT PROJECTS.❞

9. Lecture (1) Introduction to Project Management
Introduction to Project Management
What is a PROJECT?
❝Each task is specific
and unique with a
specific deliverable aimed
at meeting a specific
need or purpose.❞
❝A endeavor
undertaken to create a
product, or
service, or result.❞
Project Management Institute, 2013

10. Lecture (1) Introduction to Project Management
Introduction to Project Management
⦿ The development of
software for an improved
business process
⦿ the expansion of sales into
a new geographic market
❝A endeavor
undertaken to create a
product, or
service, or result.❞
Project Management Institute, 2013

11. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
New Suez Canal
Actual dredged quantities according to progress of works 258.8 million cubic meters
Duration of execution 12 months, including
mobilization of dredgers
Consortium's first dredger to be employed in the project Dredger "Al-Marifaa" on
Nov. 5th,2014
Quantities of Dry excavation works 250 million cubic meters
Highest daily rate of dredged quantities was achieved by
dredger "Ibn Batouta" on April 6th,2015
230,000 cubic meters
Highest daily output of dredged quantities was achieved
on May 31th ,2015
1.73 million cubic meters
Number of dredgers employed in the project 45 dredgers
Number of sedimentation basins 20 basins
Building School
also is a project
Writing Book
also is a project

12. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
wisdom
shock
Graduation Party
Is a Project
Specific and Unique
Specific deliverable
Specific need or purpose

13. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
Government
NGOs
Corporates
International
Organizations
Why Projects?
❝We form projects in order
to fix the responsibility
and authority for the
achievement of an
organizational goal on an
individual or small group
when the job does not clearly
fall within the definition
of routine work.❞

14. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
is a large
integrated set of projects
The reorganization of
Procter & Gamble
(P&G) into a global
enterprise
“Uber and Careem have reached an agreement for Uber
to acquire Careem for $3.1 billion, consisting of $1.7
billion in convertible notes and $1.4 billion in cash. The
acquisition of Careem is subject to applicable regulatory
approvals. The transaction is expected to close in Q1 2020.”

15. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
is a large
integrated set of projects
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Activity
Project
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Sub-
Activity
Activity
Project
Program
In real life, some like to
describe the Program as
❝Projects Colony❞

16. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
is a large
integrated set of projects
Multidisciplinary
= Multidisciplinary Team
Which means different specializations,
skills and backgrounds
Conflict =
the project schedule, budget, and
specifications conflict with each other
composed of many interconnected
elements and requiring input from
groups outside the project

17. Lecture (1) Introduction to Project Management
Project
Properties
vary widely in size and type
is a large
integrated set of projects
Multidisciplinary
composed of many interconnected
elements and requiring input from
groups outside the project
= Multidisciplinary Team
Which means different specializations,
skills and backgrounds
Conflict =
the project schedule, budget, and
specifications conflict with each other
Building School
also is a project

18. Lecture (1) Introduction to Project Management
What is a PROJECT?
❝A project, then, is a temporary
endeavor undertaken to create a
unique product or service or result. It is
specific, timely, usually
multidisciplinary, and always conflict
ridden. Projects are parts of overall
programs and may be broken down
into tasks, subtasks, and further if
desired. Current trends in project
management are noted. ❞

19. ❝ The naturally high level of conflict present in
projects means that the Project Manager (PM) must have
. The fact that projects
are unique means that the PM must be
, and have the ability to .❞
Lecture (1) Introduction to Project Management
Why Project Management is needed?
Project Management vs General Management? Agile Project Management
Introduction to Project Management

20. Lecture (1) Introduction to Project Management
Why Project Management is needed?
Project Management vs General Management?
General Management Project Management
Plan
Budget
success is dependent on
good planning
planning is much more
carefully detailed
primarily modifications of
budgets for the same
activity in the previous
period.
newly created for each
project and often cover
several “budget periods” in
the future
Introduction to Project Management

21. Structure the routine work of most
organizations takes place
within a well-defined
structure of divisions,
departments, sections, and
similar subdivisions
typical project cannot thrive
under such restrictions
Lecture (1) Introduction to Project Management
Why Project Management is needed?
Project Management vs General Management?
General Management Project Management
Hierarchy there is a reasonably well
defined managerial
hierarchy
In project management this
is rarely true
Introduction to Project Management

22. Negotiation The standard departments
have their own objectives,
priorities, and personnel
PM depends on negotiation
skills to gain the cooperation
of the many departments in
the organization
Lecture (1) Introduction to Project Management
Why Project Management is needed?
Project Management vs General Management?
General Management Project Management
⦿ Purchase from the market is ....
⦿ “defeat” a department head and get resources or commitments that the department head did not wish
to give you
Introduction to Project Management

23. Ken Blanchard
❝The key to
successful
leadership
today is
influence not
authority❞

24. Lecture (1) Introduction to Project Management
Is the project on time or early?
Is the project on or under budget?
Does the project deliver the agreed-upon
outputs to the satisfaction of the customer?
The three
goals of a
PROJECT
Scope
Time
Cost
Introduction to Project Management

25. Lecture (1) Introduction to Project Management
Scope
Cost
Performance Target
Required Scope
Due Date
Unfortunately, we do not live in a
predictable (deterministic) world,
but one characterized by chance
events (uncertainty).
Murphy’s law ...
❝Anything that can go
wrong will go wrong.❞
Budget Limit
= Resources
Time = Schedule

26. Lecture (1) Introduction to Project Management
Scope
Time = Schedule
Cost
Performance Target
Required Scope
Due Date
The PM spends a great deal of time
adapting to unpredicted changes.
In this case PM should ...
Adjust the Project Goals
(Trade-off) ... Or “Swallow”
pay a penalty for late delivery
Budget Limit
= Resources

27. Lecture (1) Introduction to Project Management
Scope
Time = Schedule
Cost
Performance Target
Required Scope
Due Date Budget Limit
= Resources
If the schedule, budget, and scope
are rigidly predetermined, the
project is probably doomed to
failure unless the preset schedule
and budget are
or the difficulty in meeting the
specifications has
.

28. Lecture (1) Introduction to Project Management
Introduction to Project Management
0
100
Slow Start
Quick Momentum
Slow Finish
Time = Schedule
PercentProjectCompletion
0
100
Slow Start
Rapid Finish
Time = Schedule
PercentProjectCompletion
S-shaped J-shaped
❝There are two different paths (life cycles): One is
S-shaped and the other is J-shaped. It is an important
distinction because identifying the different life cycles
helps the PM to focus attention on appropriate
matters to ensure successful project completion.❞
Born
Grow
Wane
Die

29. Lecture (1) Introduction to Project Management
Introduction to Project Management
0
100
Time = Schedule
PercentProjectCompletion❝There are two different paths (life cycles): One is
S-shaped and the other is J-shaped. It is an important
distinction because identifying the different life cycles
helps the PM to focus attention on appropriate
matters to ensure successful project completion.❞
Born
Grow
Wane
Die
PM must make sure that the project plan really reflects the wishes of the client as well as the abilities
of the project team and is designed to be consistent with the goals and objectives of the parent firm.
PM turns into a “fuss-budget” to assure that the specifications of the project are
truly met, and handling all the details of closing out the books on the project
PM’s attention turns to the job of keeping the project on budget and schedule - or,
when chance interferes with progress, to negotiating the appropriate trade-offs to correct
or minimize the damage.

30. Frank Sinatra
❝Wake up
to reality❞