Introduction to Project Management

Introduction to Project Management
Waleed El-Naggar, MBA, PMP, MCP
https://www.facebook.com/waleed.naggar 1

 Understand what a project is, provide example of projects
 Understand what is project management
 Describe the triple constraint
 Discuss the relationship between projects, programs and portfolios
 Understand the project management domains
 Understand the project management knowledge areas
 Understand the different organizational Structures
Learning Objectives

“A project is a temporary endeavor undertaken to
create a unique product or service”
What is a Project?
 Operations is work done to sustain the business
 Projects end when their objectives have been reached
or the project has been terminated
 Projects can be large or small and take a short or long
time to complete

 Temporary: Definite beginning and end. Not
a continuous process.
 Unique: different in some distinguished way
from similar ones
 Progressive elaboration
 Needs resources
 Primary customer or sponsor
Project Attributes

Project or Operation?

 Includes planning, organizing,
directing and controlling
activities in addition to
motivating the people involved
in the project management.
Project Management
“The application of Knowledge, skills, tools and
techniques to project activities in order to meet or
exceed stakeholders needs and expectations”

Project Management

 Accountability
 Improved project organization and tracking
 Better control of financial, physical and human resources
 Improved customer relations
 Reduced duration and cost
 Higher worker morale
 Reduced complexity of inter-related tasks
 Allows measurement of outcome versus plans
 Early identification of problems and quick correction
Why Project Management

 Time: Finish on time
 Cost: Complete within
budget
 Quality: Meet performance
requirements and quality
targets.
 Scope: All deliverables are
completed.
Triple Constraints
Time
Quality
Scope
Risk
Customer Satisfaction
Cost

Stakeholders’ Expectation

 Project Initiation
 Project Planning
 Project Execution
 Project Monitoring and Controlling
 Project Closure
 Professional and Social Responsibility
Project Management Process Groups

Project Management Life Cycle
Executing/Controlling
Process
Initiating
Process
Planning
Process
Controlling
Process
Executing
Process
Closing
Process
Scope of
Work
Status
Issues
Change
Requests
Project
Management
Plan
Product
Project
Charter
Approved Corrective
Actions
Lessons Learned
Make Good
Reports
Opportunity
Assessment
Process

Project Management Timeline

Project Charter

 What will the project produce (scope)
 How much time
 How much will it cost
 How will project quality be managed
 What might get wrong? And how shall project team
handle it? (Risk)
 What will be purchased?
 What resources are required?
 What communication needs have to be fulfilled
Project Management Plan

Project Management Framework

Knowledge areas describe the key
competencies that project managers must
develop
4 core knowledge areas lead to specific
project objectives (scope, time, cost, and
quality)
5 facilitating knowledge areas, means to
achieve project objectives (human
resources, stakeholders, communication,
risk & procurement management
1 knowledge area (project integration
management) affects & is affected by all of
the other knowledge areas
All knowledge areas are important!
Project Management Knowledge Areas

Knowledge Areas vs. Process Groups

 Project scope identifies project boundaries.
 Project scope statement describes project scope, major
deliverables, assumptions, constraints and acceptance
criteria.
 The scope has to be managed to avoid scope creep
(deviation from agreed scope).
Project Scope Management
Scope Statement
Example

 Split in groups of 4-5
 Each group will select any project and describe its
scope
Exercise

 Identify the activities necessary to complete the
project.
 Estimate effort and duration
 Decide dependencies (sequence) of activities
 Identify critical path
Project Schedule Management
Project Schedule

Critical Path
B : 3 C : 4
Start
A:2
E : 2 H : 2
End

 Ensure the project is completed within approved budget
 Earned Value Management: a project performance
measurement technique that integrates scope, time and
cost data.
Project Cost Management

 Ensure the project will satisfy quality needs –
commitment t deliver the project output that meet the
stakeholders’ requirements.
 Quality Control is concerned with project deliverables –
conformance to requirements and fitness for use
Project Quality Management
 Quality Assurance is
concerned with the
process used allover
the project.

 Identify and acquire the project human resources needs.
 Identify roles and responsibilities
 Conflict Resolution
 Team Building
 Motivation
Project Team Management

No Resources … No Results

 Determine and execute stakeholders’ information needs.
 Overcome communication barriers
 Formal communication vs. Information Communications
 Verbal Communications vs. Written Communications
Project Communications Management

 Risks are uncertain positive or negative events
 Identification and evaluation (probability & impact).
 Risk response planning
 Contingency
Project Risk Management
Risk Management
Register

 Processes required to acquire goods or services (sub-
contracting)
 Bidding
 Types of contracts
 Fixed Price
 Cost reimbursable
 Time and Material
Project Procurement Management

Project Stakeholder

 Identify project stakeholders
 Identify and execute stakeholder management strategy
Project Stakeholders Management

 Integration of all the 9
processes to provide
consistent project
management plan, execution
and control processes.
Project Integration Management

• Executive support
• User involvement
• Skilled and experienced project team
• Clear business objectives
• Well-defined scope
• Formal methodology
• Reliable estimates
• Other criteria, such as small milestones, proper
planning, competent staff, and ownership
What helps Project Success

Project, Program and Portfolio

Program: A group of related projects managed in a
coordinated way.
Portfolio Management: managing a group of
programs to achieve a specific strategic business goal.
The programs may not be related other than the fact
that they help in reaching a common business goal.
Project, Program and Portfolio

 Organizational culture and processes
 Government, industry laws and standards
 Infrastructure
 Existing human resources
 HR policies and procedures
 Stakeholder risk tolerance
 Political and Economical factors
Environmental Factors

Authority/Responsibility
Balance

 Founded in 1969
 Advocacy for the profession, setting professional
standards, conducting research and providing access
to a wealth of information and resources.
 Promotes career and professional development and
offer certification, networking and community
involvement opportunities
 PMP ® credential is the most globally-recognized
certification in the profession.
 http://www.pmi.org
Project Management Institute (PMI)

 The PMP certification is the most widely recognized and
respected certification in the field of project
management. The purpose and goal of this certification
program is the development, maintenance, evaluation,
promotion, and administration of a rigorous,
examination-based, professional certification program of
the highest caliber.
 Worldwide there are 669,688 PMPs all over the world
(Aug 31st
, 2014).
 Around 3,000 PMPs in Egypt
 http://www.pmi.org/certification.aspx
PMP

PMI Fact File

 PMI, http://www.pmi.org/certification.aspx
 https://www.projectmanager.com
 PMP Egypt Group,
https://www.facebook.com/groups/pmpegypt/
Useful Websites

Introduction to Project Management

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