1. Organization Example - PWA
Vision
Mission
Projects
Programs
Strategy
Sector Goal(s)
Objectives

2. PWA
Vision
Sustainable management and development of Palestinian water resources.
Mission
Optimally manage, protect and conserve existing water resources and enhance new resources to meet present and future demands

3. PWA Policy Principles
Pursue Palestinian interests in connection with obtaining riparian rights to water resources shared with other countries;
All sources of water are public property;
Water has a unique value for human survival and health and all citizens have the right to water of good quality for personal consumption at costs they can afford;
Water has social, environmental and economic values;
Water supply must be based on sustainable development of all available and feasible water resources;
Industrial and agricultural development and investment must be compatible and optimally integrated with the available resources and based on sustainable development;
The development of Palestinian water resources must be coordinated at national level and carried out at the appropriate local level;
The optimal development of water supply must be complemented by a consistent water demand management;
Conservation and optimal utilization of water resources should be promoted and enhanced;
Protection and pollution control of water resources should be ensured. The polluter pays principle will be applied in order to guarantee environmental protection;
The government will cooperate with regional and extra-regional parties on programs and projects in order to promote the optimum utilization of water resources, to identify and develop new and additional supplies and to collect and share relevant information and data
Public participation in the water sector should be ensured.

4. PWA Key Strategy Secure Palestinian water rights;
Strengthen national policies and regulations;
Build institutional capacity and develop human resources;
Improve information services and assessment of water resources;
Regulate and coordinate integrated water and wastewater investments and operations;
Enforce water pollution control and protection of water resources;
Build public awareness and participation;
Promote regional & international cooperation.

5. Modern Project Management

6. Management Functions Planning Function: what has to be done:
Setting organizational goals
Establishing means for achieving goals with available resources and environment

7. Management Functions
Organizing Function: how work will be accomplished:
Human resources allocation
Other resources allocation
Organizational structure (polices, procedure, communication channels)
Leadership Function: motivate people to attain objectives:
Individual and groups relationships
Enhancement of performance
Control Function: evaluate performance with respect to standards:
Information system
Progress reports
Change Function: where the change is needed
assessment of the above four function

8. What is project management?
Contextual Definition
"the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction."
In order to function within this context, project managers are engaged in:
- planning,
- organising,
- leading and
- controlling

9. What is a Project Management?- Continued
Tradeoff Based Definition
Project success is often defined in terms of the three major parameters of cost, time and scope/performance. There is usually a tradeoff required between these parameters to ensure the overall success of the project.
The successful management of a project, however covers many other factors including the management of this tradeoff.

10. What is a Project Management?- Continued
System Based Definition
"project management is the science of identifying objectives for a task and organising activities of a group of people so that the objectives are achieved by completing the task.“
System management ensures that input elements are integrated and assembled towards achieving objectives.

11. What is a Project Management?- Continued
The systems perspective is a holistic view. It keeps the attention on the objectives . It enables the interrelationships to form a major focus of study rather than the elements.
Modern management has largely been concerned with the management of systems.
In its simplest form, the project management is the mechanism by which an initial state (problem) is transferred into a final state (a solution).

12. What is a Project Management?- Continued
Three systems are involved:
- the acting system being the project organization, dynamic, evolutionary and self organising;
- the activity system being the project process, objective-oriented, mainly rational, complex and innovative and
the object system being the project outputs and objectives.
Management of the project becomes management of these systems. Each system has its own unique characteristics.

13. What is a Project Management?- Continued
project organization
Instrumental Project Management is required to manage the project organization. Major activities include staffing and organizational setup.

14. What is a Project Management?- Continued
To manage the project process, operational project management is required. The functions emphasize planning, directing and monitoring the project process.
The managers of this phase often have a technical base as these may be most appropriate in this system as a deep understanding of the project execution stage is required.

15. What is a Project Management?- Continued
Management of the project outputs and objectives may be termed strategic project management. In many projects a broad range of skills are required to effectively manage this system.
The managers of this strategic system are often senior managers with a broad rather than specialized knowledge base.

16. What is a Project Management?- Continued
System dynamics
It is intended to understand the interaction of systems components.
It focuses on feedback processes
The nature of estimates is based on a simulation of reality, indicating likely outcome
This approach is useful when:
the whole project requires detailed consideration
nonlinear effects
scenario modeling of the project system
traditional tools do not provide effective management

17. Types of Project Manager
Project expeditors that speed up the work. Their purpose is to achieve effective communications and provide a medium of communication with the company's general manager. Project expeditors have a limited role and are therefore used on small low risk projects.
Project coordinators improve the control of a project. The construction project manager is an example of this type of role.

18. Types of Project Manager- Continued
Matrix managers that are responsible and provide a directional focus for the work
Pure project managers that provide command. These managers carry the full responsibility of the project and deal with senior functional and general management of the parent organization.

19. Forms Of Project Management
Basic project management - this form has a single purpose and project managers have an equal status with functional managers. Resources are often shared between project and functional areas.
Program management- this form covers undertakings with a long time horizon. A number of individual projects are elements of this structure. Program managers often act as the client in the normal project management situation.

20. PROGRAM MANAGEMENT
Project
Program
A process for delivering a specific outcome
An organizing framework
Will have a fixed duration
May have an indefinite time horizon
Has set objectives
Evolves in line with business needs
Involves the management of a single delivery
May involve the management of multiple related delivery
Focused on delivery of an asset or change
Focused on meeting strategic or extra-project objectives
Project manager has a single point responsibility for project's success
Program manager facilitates the interaction of numerous managers
Program management is more complex that the management of multiple projects.

21. Project Management Environments
Commercial/Profit making organizations - project managers work for their existence by seeking out new projects and preparing proposals for extending existing work.
Government/Non profit organizations - Continuity of projects are often politically based. Managers often oversee and coordinate many projects and are therefore more program than project managers.
Military project management - Technical and political considerations drive these projects rather than cost. Personnel could be from the forces or civilians.

22. Work Smart ………….. Not Hard!!!
Project Management….
Work Smart ………….. Not Hard!!!

23. Consequences of not using Project Management
Delay
Cost
Waste of Resources
Quality
Dissatisfaction
Reputation

24. How much time does Project Management take?
Not much, Probably more time is wasted as a consequence of lack of Project management tool than is spent to plan adequately, organize, control effectively and measure appropriately.
How long: As long as there are things to do.