Project Management Principles Ramy Youssef Al-Tawagny , PMP MCDR

Ramy Youssef Al-Tawagny , PMP What Is a Project ? “Temporary Endeavour undertaken to create a unique product, service or result “ Temporary : has a definite beginning and ending Unique : in nature. They do not involve repetitive processes. Every project undertaken is different from the last. Progressively elaborated : Developing in steps A project is a temporary effort to create a unique product or service Scope of project should remain constant even as characteristics are “progressively elaborated” Ice breaker The PMBOK is not a study guide, but rather a project management framework reference, much like a dictionary. Ramy Youssef Al-Tawagny , PMP

Ramy Youssef Al-Tawagny , PMP What is NOT a Project ? Daily / Ongoing /Repetitive Its outcome is the Same product (identical) No progressive elaboration needed Doesn’t this sound like a Process to you ? Or is it Operation ? One thing for sure . It is NOT a Project if it does not answer yes for the following 3 questions Does the event have a definitive beginning? Does the event have a duration in which various activities occur? Does the event have a definitive ending? If the event has a beginning but has stopped before the ending, it may still constitute a project Attention getter , still needs more work Ramy Youssef Al-Tawagny , PMP

Projects and Operations Projects and operational work have many characteristics in common. For example, they are both: Performed by people Constrained by limited resources Planned, executed, monitored, and controlled Performed to meet organizational needs BUT Operations are repetitive processes that produce products, services, or results. Payroll is an example of operational work. the distribution of a yearly bonus is an example for aProject Ramy Youssef Al-Tawagny , PMP

What is project management? PMBOK Definition: "The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.” This will require planning, organizing, managing resources , monitoring and controlling which will lead to project product delivery. This includes –But not limited to- the areas of project evaluation and scheduling plus project coordination . Useful techniques in project management include the concepts of cash flow and present worth, decision tree analysis, critical resource analysis and critical path scheduling. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the project constraints Psychological preparation Ramy Youssef Al-Tawagny , PMP

What is project management? No one can provide a recipe for success when it comes to project management but the PMBOK guide gives the best practices and a system of organization to manage projects, it can benefit the leading and the project participants as they are applied to most projects most of the time You apply knowledge, skills, tools and techniques to project activities in order to meet NOT exceed stakeholder needs and expectations for a defined project by balancing the following: Scope, time, cost, and quality Stakeholders’ expectations Requirements (needs) vs. unidentified requirements (expectations) Psychological preparation Ramy Youssef Al-Tawagny , PMP

Project Stakeholders Stakeholder management is a proactive task Project Manager Influencers Customer / User / Client PMO Sponsor Performing organization Project team Member Project management team Project manager. The person responsible for managing the project. • Customer/user. The person or organization that will use the project’s product. There may be multiple layers of customers. For example, the customers for a new pharmaceutical product can include the doctors who prescribe it, the patients who take it and the insurers who pay for it. In some application areas, customer and user are synonymous, while in others, customer refers to the entity acquiring the project’s product and users are those who will directly utilize the project’s product. • Performing organization. The enterprise whose employees are most directly involved in doing the work of the project. • Project team members. The group that is performing the work of the project. • Project management team. The members of the project team who are directly involved in project management activities. • Sponsor. The person or group that provides the financial resources, in cash or in kind, for the project. • Influencers. People or groups that are not directly related to the acquisition or use of the project’s product, but due to an individual’s position in the customer organization or performing organization, can influence, positively or negatively, the course of the project. • PMO. If it exists in the performing organization, the PMO can be a stakeholder if it has direct or indirect responsibility for the outcome of the Stakeholder management is a proactive task Project Mangers must determine all stakeholders and incorporate their needs into the project as early as possible. Ramy Youssef Al-Tawagny , PMP

Question: What is the ROLE of Project Manager? the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. identifying requirements, establishing clear and achievable objectives, balancing the competing demands from the different stakeholders and ensuring that a commonality of purpose is achieved. Last but not least, to be a good project manager one must be a strong leader to effectively control the project. Being a leader means taking complete charge of the project. Discuss Ramy Youssef Al-Tawagny , PMP

Ramy Youssef Al-Tawagny , PMP Organizational Types Functional, Matrix, and Projectized Organizations The PMBOK identifies the differences in relation to the project manager's authority, role, titles, and administrative staff, and the percentage of an organization's personnel assigned to project work when determining whether an organization has a functional, matrix, or projectized organizational structure. Project Manager has maximum authority in a Projectized organization and least authority in a Functional organization. In Functional organizations staff is organized based upon their specialty, such as engineering or sales. In these organizations, functional managers are responsible for specialized departments like marketing. In Functional organization, the role of Project Manager is limited. In Projectized organization, PMs have more authority and independence. All the persons in the project team report to the Project Manager. Real situations are a mixture of functional and projectized organizations. These mixed situations are called matrix organizations. Strong matrix organizations have characteristics of projectized organizations. Weak matrix organizations have characteristics of functional organizations. Ramy Youssef Al-Tawagny , PMP

Low to moderate level of authority. Functional Weak Matrix Balanced Matrix Strong Matrix Projectized Hierarchy Type Traditional. The staff reports to functional managers. The staff reports to the functional manager with minimal project manager involvement. The staff reports to the functional manager with moderate project manager involvement. The staff reports to the functional manager with heavy project manager involvement. The staff reports to the project manager. Project Manager Involvement Part time or limited involvement. Part time with increased involvement. Full-time involvement. Staff Time Allocated to Projects Part-time staff. Full-time staff. Authority Level of Project Manager None or a limited level of authority. Limited level of authority. Low to moderate level of authority. Moderate to high level of authority. High to almost full level of authority. Advantages The functional manager is held accountable for the staff and project. Some level of authority and staff for the project and project manager. Increased authority and staff for the project. Further increased authority and staff for the project. Highest level of authority and staff allocation for the project. Disadvantages The project manager has little or no authority or staff for the project. Conflicts between functional manager and project manager can occur. Confusion about who is actually responsible for what parts of the project may develop. The functional manager may feel left out of the process unless the project manager keeps him informed. The project manager is held responsible for the staff and project results.

Project management Knowledge areas Integration Scope Cost HR Risk Time Quality Communication Procurement Ramy Youssef Al-Tawagny , PMP

Project Management Process Groups Closure Control Execution Planning Initiation Ramy Youssef Al-Tawagny , PMP

Ramy Youssef Al-Tawagny , PMP The Project Management Knowledge Areas and Processes The PMBOK breaks down the nine knowledge areas into 42 processes, Ramy Youssef Al-Tawagny , PMP

Project life cycle Project Life Cycle defines: Technical work performed in each phase Who is involved in each phase Project Phases can overlap – “Fast Tracking” Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher towards the end Probability of successfully completing project is low at beginning, higher towards the end as project continues Stakeholder influence is high at the beginning and progressively lowers as project continues

Ramy Youssef Al-Tawagny , PMP Project life cycle Initial Phase Intermediate Phase Final Phase Cost of change Develop Execute Finish Concept Effort Time Stakeholders influence Risk and uncertainty Ramy Youssef Al-Tawagny , PMP

Project Management life-cycle Initiating Process Group Closing Process Group Planning Process Group Executing Process Group Monitoring and Control Process Group Ramy Youssef Al-Tawagny , PMP

Project Management life-cycle (PLAN-DO-CHECK-ACT) Monitoring and controlling initialing Executing Planning Closing Ramy Youssef Al-Tawagny , PMP

Project Life Cycle Example initialing Executing Planning Closing initialing Executing Planning Closing initialing Executing Planning Closing Stage Gates (Kill Points) Phase 1 Phase 2 Phase 3 Ramy Youssef Al-Tawagny , PMP Ramy Youssef Al-Tawagny , PMP Ramy Youssef Al-Tawagny , PMP

How to become Certified PMP? Prerequisites to take the Exam : Secondary degree (high school diploma, associate’s degree or the global equivalent) 7,500 hours leading and directing projects 35 hours of project management education OR Four-year degree 4,500 hours leading and directing projects Source: www.pmi.org Ramy Youssef Al-Tawagny , PMP

Ramy Youssef Al-Tawagny , PMP Why PM should be used ? Completing projects more quickly and cheaply. Stopping “bad” projects more quickly. Being more predictable helps Decision making Saving effort and cost with proactive scope management. Better solution “fit” the first time through better planning. Resolving problems more quickly. Resolving future risk before the problems occur. More focus on metrics and fact-based decision making. Ramy Youssef Al-Tawagny , PMP

Thank You.