This document provides an overview of project management concepts and frameworks. It discusses the following key points in 3 sentences: The document defines what a project is and outlines different project organizational structures including functional, projectized, and matrix models. It then describes the typical roles and responsibilities in project management such as the project manager, project sponsor, and steering committee. Finally, it summarizes the five process groups in project management based on the PMBOK framework - initiating, planning, executing, monitoring and controlling, and closing.

1. Dr. Mostafa Elgamala
PMP-ITIL-IBDL-LDP8
RHCE-MCSA-CCNA/CCAI-CSCU
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2. Guidelines
 Time
 Mobile
 Interactivity (experience transfer)
 Side take
 Debate
 Implementation
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3. Project Management frameworks
 PMBOK (PMI - USA)
 PRINCE2 (Axel - UK)
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4. Chapter 1
Introduction

5. Project Management
 Not a new concept, used in the past in large projects
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6. Increased need for Project Management
 Growth of Human Knowledge & Privatization
 Globalization
 Demand for more efficient operation
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7. 1-1 Introduction
 Project: Is a temporary endeavor with a begining and
end to creates a unique product, service, or result.
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Term Means that a Project
temporary Has a beginning and end
endeavor Involves effort, work
to create Has an intention to produce something (project
"deliverables"
unique One of a kind, rather than a collection of identical items
product Tangible objects, but could include things like computer
software, film or stage works
service Might include the establishment of a day-care center, for
instance, but not its daily operations.

8.  Product results of a Project
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 Project
 Build a bridge
 Develop drug to combat
virus
 Product
 The bridge
 The drug

9. Project vs. operation
 Projects are temporary , unique deliverables
 The main objective is to meet the objectives
 Operations are ongoing, repetitive outputs
 The main objective is to sustain the business
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10. Objectives
 Contained in project charter
 Objectives are determined in the initiating process
group and refined in the planning process group.
 If the objectives cannot be met, the project must be
terminated.
 The reason for quality activities is to make sure the
project meets its objectives
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11. S
specific Objectives should be stated in terms that include some quantitative
target for the end product.
M
measurable There should be some way of actually testing whether or not that stated
target has been met.
A
attainable The desired objective must be one that is actually possible to achieve
within the time and cost parameters provided.
R
relevant The desired objective should relate directly to the organization's
business needs and stated mission.
T
time-Bound The boundaries for completion date of the desired objective should be
either a specific date or time or an "offset" from the beginning of the
project. (For example, must be completed within five months of project
launch.)
Writing SMART Objectives

12. Needs for projects
 Market demand (market research)
 Customer request
 Technological advance
 Legal requirements/social needs
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13.  Program : is a group of a related projects managed in a
coordinated way.
 Portfolio : a collection of programs or projects to
achieve strategic business objectives.
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14. Constraints
 Any factors limit options
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Cost
Time
Quality
Scope
Resources
Risk

15. 1-2 Organizational Models (structure)
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 Functional organization ( pure line organization)
 Project organization (projectized)
 Matrix organization

16. Functional organization
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17. 17
 No specific position for PM.
 PM function are aligned to the project for a
specific time.
 The project is divided into partial tasks and
delegated to responsible departments.
 The team members continue to report to their
line-directors and upper managers.

18. Functional organization
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 Advantages :
 Reduced overhead, as no additional project team
members have to be hired.
 Clearly marked career paths.
 Easy post-project transition.
 Reporting to only one manager.

19. Functional organization
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 Disadvantages :
 Co-ordination of functional tasks is difficult as little
reward for co-operation with other departments.
 Slow reaction time due to long communication lines
within the project.
 No career path in project management.
 PM (if there) has no authority.
 No loyalty to the project.

20. The pure project organization
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21. The pure project organization
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 Team members are often co-located.
 Most of the organization’s resources are involved in
project work .
 PMs have a great deal of independence and authority.
 Projectized organizations often have organizational
units called departments ( report directly to the PM or
provide support services to the various projects).

22. The pure project organization
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 Advantages:
 Simple and fast.
 Effective communication than functional.
 A project team has high level of commitment.
 PM has the total power.

23. The pure project organization
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 Disadvantages:
 Can lead to a duplication of staff.
 PMs tend to stockpile equipment and technical
assistance. (less efficient use of resources).
 No home when the project is completed

24. The matrix organization
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 Strong , Weak, or Balanced matrix organization.
 “Project” or “strong” matrix organizations
 Most closely resemble the pure project organization.
 PM decides work and personnel-progress.
 Line manager provides resources.

25. Strong matrix
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26.  Functional or weak matrix
 Resembles the functional form.
 PM only co-ordinates the contributions of the different dep.
 The authority stays with the department head.
 PM role may be:
 Project expeditor: communication coordinator, staff
assistant, has no power in decision making
 Project Coordinator: has some power to make decisions,
report to a higher level manager.
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27. Weak matrix
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28.  The “balanced” matrix
 Lies in between the others.
 Project and line managers approximately have
equal competence and agree upon a common
decision.
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29. Balanced matrix
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30. The matrix organization
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Advantages:
 Maximum utilization of scarce resources.
 Better coordination.
 Effective horizontal and vertical dissemination
of information.
 Improve PMs control over resources.
 Home maintaining

31. The matrix organization
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 Disadvantages:
 Potential for conflict between functional vs. project
groups.
 A conflict between line managers and PM over the
allocation of resources (different priorities).

32. 1-3 Project Organization and Responsibilities
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The general framework of such an internal project organization

33. Project Organization and Responsibilities
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 The project sponsor:
 Manager within the organization
 Not directly involved in the operational work of the
project.
 Oversee a project, delegate authority to Project
Manager .
 Can provide support as training or coaching to the
Project Manager.

34. Project Organization and Responsibilities
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 Steering committee
 A group of senior managers, recruited from the
senior management.
 Responsible for business issues affecting the
project.
 They usually have budget approval authority.
 Make decisions about changes in goals and scope.

35. Project Organization and Responsibilities
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 Advisory committee
 A group of people that represents key project
stakeholders and provides advice to the project.
 Recruited from senior management.
 Provide technical advice and other relevant
initiatives.

36. Project Organization and Responsibilities
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 Project manager
 The key person within the project organization.
 PM report to the steering committee.
 Responsible for accomplishing the project objectives
within the agreed constraints.
 PM must have knowledge, interpersonal skills.

37. 44
• Decision-maker
• Team Leader
• Communicator
• Motivator
• Negotiator
• Manager
 Role Model
 Facilitator
PM Roles

38. 45
• Project Planning
• Definition of Work Scope
• Goal & Objective Setting
• Project Implementation
• Communications
• Team selection, retention & motivation
PM Responsibilities

39. 46
 Conflict resolution
 Regulation compliance
 Meeting schedule & budget
 Change control
PM Responsibilities

40. Centralizes the management of projects, provide PM for
different projects.
PMO roles is to support PMs by:
 Managing shared resources and interdependencies between
projects
 Developing & managing project procedures & templates
 Coaching & training for PM
 Be part of change control board
 Help gather lesson learned and make them available
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PMO

41. 39
Project Stakeholders
 Individuals and organizations that are actively
involved in the project, or whose interest may be
positively or negatively affected as a result of project
execution or project completion.

42. 40
Project Stakeholders examples:
 Upper management
 Project sponsor
 Project advisory boards
 Executive management “steering committee”
 Project requestor (client)
 Project manager and team
 If a team member has a line manager, he or she is a key
stakeholder as well.

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 Consultants
 Legal/Telecommunications/IT
 External entities affected by the project
 Vendors
 Governmental agencies
 Other regulatory bodies
Project Stakeholders examples:

44. 44
 Responsible for managing one part of a project,
or a “subproject.”
 This position only exists on large projects .
Team leader

45. Choosing the Project Organization & Model
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 Deciding project organization structure:
 Size of project
 Strategic importance
 Integration requirements (departments involved)
 Complexity (number of external interfaces)
 Budget and time constraints

46. Choosing the Project Organizational & Model
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Recent developments shows that companies tend more and
more to change the project organization during the project
The advantages of different project organizations are utilized by such an approach
“Composite Organization”

47. Chapter 2
Project Life Cycle

48. 2-1 Product life cycle
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49. 2-2 Project life cycle
 A project life cycle is a collection of generally
sequential and sometimes overlapping project phases.
 Depending on the industry you work in or the
company prefernces.
 Ex. IT : High level design, detailed design, coding,
testing, installation, operation.
 Ex. IT services: service strategy , service design, service
transition , service operation. 49

50. Project Life Cycle
 Generic life cycle
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51. Project Life Cycle Characteristics
 The probability of successfully completing the
project is lowest at the start of the project.
 The cost of changes and error correction generally
increases as the project continues.
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52. 52

53. 2-3 What is project management?
 Is the application of knowledge, skills, tools, and
techniques to meet project abjectives.
 It integrate 47 processes contained into 5 process
groups & 10 knowledge areas.
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54.  Initiating processes,
 Planning processes,
 Executing processes,
 Monitoring and controlling processes,
 Closing processes.
Project Management process groups

55. 2-4 Project Phases
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 Divisions within a project where extra control is needed.
 Sequentially order , but can overlap in some project
situations.
 When phases are sequential, the phase end represents a
natural point to reassess the effort underway (phase exits,
milestones, phase gates, decision gates, stage gates, or kill
points).

56. Single phase project
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57. 2-5 Phases–to–Phase relationship
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 There are 3 basic types of Phases–to–Phase relationship:
 Sequential relationship :

58. 58
 Overlapping relationship : where the phase starts prior
to completion of the previous one.

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 Iterative relationship : where only one phase is
planned at any given time and planning of the next is
carried out as work progresses in the current phase.
 This approach is useful in undefined, uncertain, or
rapidly changing environments.

60.  Initiation : identify need, deliverables & assign priority
 Planning (Developing the Plan): project specifics, such as
tasks, milestones, and associated costs
 Implementation (Executing the Plan): applies project plan;
direct team in producing deliverables
 Monitoring & Controlling Process: monitor the project’s
schedule and budget, making adjustments
 Completion (Closing Out the Project): project assessment &
wrap-up report, lesson learned.
2-6 Process groups

61. Process groups interact in a phase
or project
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62. Initiating process group
 Input to this group:
 Business case (why)
 Historical WBS & estimates
 Company culture
 People who may be good team members
 Templates from past projects
 Product description
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63. Output of Initiating process group
 Develop project charter
 Identify stakeholders
 Project manager assinged
 High level planning is done during this group
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64. Output of Planning process group
 Develop the project management plans
 Collect requirements
 Define scope
 Create WBS
 Define activities
 Estimate costs
 Risk identification
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65. Execute process group
 Complete work defined in project management plan.
 Focus on managing people, following processes,
distribute information
 Conduct procurements
 Manage stakeholder expectations
 Perform quality assurance
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66. Monitor and control process group
 Measuring the performance of the project compared to
the project management plan and approving change
request
 Report performance
 Control cost/ schedule/ scope
 Perform integrated change control
 Monitor and control risk
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67. Closing process group
 Close project or phase
 Close procurements
 Celebration
 Release resources
 Handoff to operation and maintenance
 Measuring customer satisfaction
 Final sign-off and formal acceptance
 Final version of lesson learned
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68. Knowledge areas:
 Project Scope Management
 Project Time Management
 Project Cost Management
 Project Quality Management
 Project Human Resource Management
 Project Communications Management
 Project stakeholder management
 Project Risk Management
 Project Procurement Management
 Project Integration Management
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69. Thank you
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