This document outlines an agenda for a planning presentation on the "TDTS Competition" project. The presentation will be led by Mostafa Khalefa as team leader, and other presenters include Alshymaa Saber, Yomna Essam, Rasha Rashad, and Mohamed Elshora. The agenda includes introductions to planning, developing a project management plan, project time planning, and project cost planning. Attendees are asked to write down their expectations and provide later feedback. The goals are to help attendees gain confidence in their PM roles and understand how to plan projects scientifically using PM knowledge and skills.

1. Planning Process “TDTS Competition”
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2. Presenters
 Mostafa Khalefa “Team Leader”
 Alshymaa Saber “Leader Assistant”
 Yomna Essam
 Rasha Rashad
 Mohamed Elshora
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3. Agenda
 Introduction in Planning.
 Develop Project Management Plan.
 Project Time Planning.
 Project Cost Planning.
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4. Audiences Expectations
 At the first page of your notebook write down the following:
 Your expectations from this presentation.
 At the end of the course evaluate the deliverable against your
expectations.
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5. Project Goals
 As a result of participating in this presentation, attendees will
 Have confidence in their ability to perform their PM role.
 Planning any project by scientific method.
 Understand how and when PM knowledge and skills are applied.
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6. PMBOK ©
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7. Agenda
 Introduction in Planning.
 Develop Project Management Plan.
 Project Time Planning.
 Project Cost Planning.
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8. Introduction in Planning:
When managers are managing, they use a series of
activities called management functions to achieve
their objectives.
planning
organizing
directing
controlling
Performing Management Functions
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9. Planning
The first step in managing is
planning, determining your
business’s objectives and how
you are going to reach them.
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planning the act of
setting goals, developing
strategies, and outlining
tasks and timelines to
meet those goals
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10. Planning
The three levels of planning are:
Strategic plans
Tactical plans
Operational plans
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11. Planning
Strategic plans are long-term
plans that do not usually
include a specific target date.
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strategic plans longrange objectives based on
long-term goals used to
map out a business for
three to five years
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12. Planning
Tactical plans are mediumrange plans that help ensure
that you accomplish specific
objectives to meet your plans.
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tactical plans
midrange objectives that
focus on a period of one
year or less, built on
specific objectives with
target dates
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13. Planning
Operational plans are shortterm plans that bring tactical
plans to life.
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operational plans
short-term objectives
that help achieve tactical
plans, including
policies, rules and
regulations, and budgets
for day-to-day operations
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14. Agenda
 Introduction in Planning.
 Develop Project Management Plan.
 Project Time Planning.
 Project Cost Planning.
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15. Develop Project Management Plan
 It defines how the project is
 Executed,
 Monitored and Controlled, and
 Closed.
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16. Project Management Plan
 It is composed of plans and documents generated by the various processes
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such as:
Scope management plan
Schedule management plan
Cost management plan
Quality management plan
Staffing management plan
Communication management plan
Risk management plan
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17. The Project Triple Constraint
 Successful project management
means meeting all three goals
(scope, time, and cost) – and
satisfying the project’s sponsor!
 Define Scope: The process of
developing a detailed description
of the project and product.
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18. Agenda
 Introduction in Planning.
 Develop Project Management Plan.
 Project Time Planning.
 Project Cost Planning.
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19. Project Time Management
 Importance of Project Schedules:
 Managers often view delivering projects on time as one of their biggest
challenges.
 Time has no flexibility; it passes no matter what happens on a project.
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20. Project Time Management Steps:
 Define Activities: identifying the specific activities that the project team
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members and stakeholders must perform to produce the project deliverables
Sequence Activities: identifying and documenting the relationships between
project activities
Estimate Activity Resources: estimating how many resources a project team
should use to perform project activities
Estimate Activity Duration: estimating the number of work periods that are
needed to complete individual activities
Develop Schedule: analyzing activity sequences, activity resource estimates, and
activity duration estimates to create the project schedule
Control Schedule: controlling and managing changes to the project schedule
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21. Agenda
 Introduction in Planning.
 Develop Project Management Plan.
 Project Time Planning.
 Project Cost Planning.
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22. What is Cost and Project Cost Management?
 Cost is a resource sacrificed to achieve a specific objective.
 Costs are usually measured in monetary units like dollars.
 Estimate cost: estimate of the costs of the resources needed to complete a
Project.
 Determine budget: allocating the overall cost estimate to individual work
items to establish a baseline for measuring Performance.
 Cost control: controlling changes to the project budget.
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23. Basic Principles of Cost Management
 Most members of an executive board better understand and are more
interested in financial terms, so Project Managers must speak their
language
 Profits are revenues minus expenditures
 Profit margin is the ratio of revenues to profits.
 Cash flow analysis determines the estimated annual costs and benefits for a
project and the resulting annual cash flow
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24. Basic Principles of Cost Management
 Tangible costs or benefits are those costs or benefits that an organization
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can easily measure in dollars
Intangible costs or benefits are costs or benefits that are difficult to
measure in monetary terms
Direct costs are costs that can be directly related to producing the
products and services of the project
Indirect costs are costs that are not directly related to the products or
services of the project, but are indirectly related to performing the project
Sunk cost is money that has been spent in the past; when deciding what
projects to
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