1. Project Management Principles
Ramy Youssef Al-Tawagny , PMP
MCDR

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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.

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

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

13. 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

14. 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

15. 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

16. 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

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

18. 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

19. 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:
Ramy Youssef Al-Tawagny , PMP

20. 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

21. Thank You.