Project management involves coordinating activities to achieve objectives on time and within budget. There are three ways to organize projects: as part of functional departments, as independent entities, or using a matrix structure. Projects can be engineering projects producing physical deliverables or management projects with intangible outputs. Projects are temporary with defined start and end dates, while operations are ongoing activities to achieve organizational goals. Programs manage groups of related projects, and an organization's entire portfolio includes projects, programs and operations aimed at its strategy.

1. Dr. Muhammad Tayssir
KARIM ALY

2. 2.1 Definition :
 Project management is the process of the application of
knowledge, skills, tools, and techniques to project
activities to meet project requirements.
 project management is an interrelated group of processes
that enables the project team to achieve a successful
project.

3. There are three fundamentally different ways of
organizing projects within the parent organization
1- The project as part of the Functional Organization
2- The project as a free-standing part of the parent
organization(Pure Project Organization)
3- Matrix Organization which is a hybrid of the two
above types .

14. 1.1 Project definition:
Unique process consisting of a set of coordinated planned
and controlled activities with start and finish dates,
undertaken to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality
and resources.

15.  Projects can be large or small and involve one person or thousands of people. They can
be done in one day or take years to complete.
 Examples of projects include the following:
•A college campus upgrades its technology infrastructure to provide wireless Internet access.
• A construction company designs and constructs a new office building for a client.
• A school implements new government standards for tracking student achievement.
• A group of musicians starts a company to help children develop their musical talents.
• A pharmaceutical company launches a new drug.
• A television network develops a system to allow viewers to vote for competitors and provide
other feedback on programs.
• The automobile industry develops standards to facilitate procurement

16. 1.3.1 Engineering projects :
In which the final deliverable are physical objects such as mechanical ,
electrical ,civil , pharmaceutical or medical projects .
1.3.2 Management projects :
In which the final deliverable are intangible objects Or not identifiable
as physical objects such as developing IT system , launching a new
marketing campaign , reconstructing an organization ,preparing for
exhibition .

17. - Use of a specialist staff in engineering projects at
different fields such as : design &executive staff more
than the management projects .
- The engineering projects are more affected by
environmental problems than the management projects
such as bad weather .
- In engineering projects the final deliverable are defined
in detail at the beginning of the project to comply with
exiting or international standards .

18. • A project has a unique purpose.
• A project is temporary. A project has a definite beginning and a
definite end.
• A project is developed using progressive details or in an iterative
fashion.
• A project requires resources, often from various areas.
• A project should have a primary customer or sponsor. Most
projects have many interested parties or stakeholders .
• A project involves uncertainty & risk ( e.g times, cost ) .

19.  The following outlines a few common criteria for measuring
project success :
• The project met scope, time, and cost goals.
• The project satisfied the customer/sponsor. Perhaps the project
manager never returned their calls or made important decisions without
their approval.
• The results of the project met its main objective, such as making or
saving a certain amount of money, providing a good return on
investment…etc

20. 1.6.1 A Project Versus an Operation:
The operations of an organization are continuing and repetitive activities that are
executed to achieve its mission and sustain the business, but without a definable end
to their performance and without a unique output, it is not produced or provided
only once.
1.6.2 A Project Versus a Program
A project differs from a program in that “a program is a group of related projects
managed in a coordinated way to obtain benefits and control not available from
managing them individually. Programs may include elements or related work outside
the scope of discrete projects in the program.” Furthermore, programs often involve
a series of repetitive or cyclical undertakings.

21.  Portfolio :Projects, programs and operation managed
as a group to achieve strategic objectives.