PowerPoint - CPR - 2019 - Ibraheem Sheerah PDF

3rd Annual
Emerging Technology & Systems Enhances ROI through CPR, Dubai,2019
How project managers can

embrace digital transformation &
the subsequent transformation in
leadership is substantial to
survive the new era
Ibraheem Sheerah, PhD
Chief Executive of Business Sector
Quality of Life Program Center (QOL)
Dr. Ibraheem Sheerah is the Chief Executive of Business at the Quality of
Life Program Center. He started his career as an Engineer then moved to
the field of project management as a project manager, program
manager, PMO manager and P3O Director for more than 15 years. After
that, he took a series of leadership positions in business development,
commercial and financial modeling, and consultation in operations and
governance. He has established many business firms and supported
many entrepreneurs.
Dr. Sheerah holds four academic degrees and more than 44 professional
certificates. He is a certified PPP Professional and one of the early
founders of the National Center for Privatization and PPP in Saudi Arabia.
He has more than 21 years of experience in many fields such as defense,
security, healthcare, agriculture, Transportation, privatization,
Technology, and retail.
Chief Executive of Business Sector
Quality of Life Program Center (QOL)
Page 2
#CPR_UAE www.cpruae.com 3rd Annual CPR (Cost, Procurement, Risk) International Conference
Agenda
• Prelude
• Project Management Value Chain
• Digital Transformation
• AI impact on Project Management
• Takeaway
Page 3
Prelude
• The 4th Industrial Revolution promotes digital
transformation across many industries and
professions, including the project management
• Project management’s value chain must adapt
technology to achieve a competitive advantage,
including strategy formulation, execution and
projects’ delivery.
• Digital transformation is about recognizing the
need for innovation and adapting new business
models progressively.
Page 4
Prelude (Cont.)
Some of the potential outcomes of digital
transformation in project management:
• Incorporating digital transformation to develop
effective strategic and tactical techniques,
• Maximizing productivity of resources while
maintaining efficient well-being behaviors,
• Managing risks and proactively putting together
plans to minimize their impact, and
• Embracing agility concept across different
disciplines within the organization
Page 5
Therefore,
This paper discusses the correlation between digital
transformation and project management value chain
and how the outcomes of digital transformation
could be realized by project managers if the
transformation has been implemented successfully
and wisely
Page 6
Project Management Value Chain
Planning or Implementation Monitoring and

Initiation Closing
development or execution controlling
Page 7

Initiation Closing
“The initiating processes determine the

nature and scope of the project.”
Source: Peter Nathan, Gerald Everett Jones (2003). PMP

certification for dummies. p.63.
Page 8

Initiation Closing
1. Project proposal (idea behind project, overall goal, duration)

2. Project scope (project direction and track)
3. Product breakdown structure (PBS)
4. Work breakdown structure (WBS)
5. Responsibility assignment matrix (RACI)
6. Tentative project schedule (milestones, important dates, deadlines)
7. Analysis of business needs and requirements against measurable goals
8. Review of the current operations
9. Financial analysis of the costs and benefits, including a budget
10. Stakeholder analysis, including users and support personnel for the project
11. Project charter including costs, tasks, deliverables, and schedules
Page 9 12. SWOT analysis

Initiation Closing
“The main purpose is to plan time, cost and

resources adequately to estimate the work
needed and to effectively manage risk during
project execution.”
Source: https://www.projectsmart.co.uk/project-
management-process-groups-explained.php
Page 10

Initiation Closing
1. Determining the project management methodology

2. Developing the scope statement;
3. Selecting the planning team;
4. Identifying deliverables and creating the product and work breakdown structures;
5. Identifying the activities needed to complete those deliverables
6. Estimating the resource requirements for the activities;
7. Estimating time and cost for activities;
8. Developing the schedule;
9. Developing the budget;
10. Risk planning;
11. Developing quality assurance measures;
Page 11 12. Gaining formal approval to begin work.

Initiation Closing
“The execution phase ensures that the project management plan's

deliverables are executed accordingly. This phase involves proper
allocation, co-ordination and management of human resources and any
other resources such as material and budgets. The output of this phase is
the project deliverables..”
Source: https://en.wikipedia.org/wiki/Project_management#cite_note-VA03-34
Page 12

Initiation Closing
“Monitoring and controlling consists of those processes performed to

observe project execution so that potential problems can be identified in
a timely manner and corrective action can be taken, when necessary, to
control the execution of the project. The key benefit is that project
performance is observed and measured regularly to identify variances
from the project management plan..”
Source: James P. Lewis (2000). The project manager's desk reference: : a comprehensive guide
to project planning, scheduling, evaluation, and systems. p.185
Page 13

Initiation Closing
1. Measuring the ongoing project activities ('where we are');

2. Monitoring the project variables (cost, effort, scope, etc.) against the project
management plan and the project performance baseline (where we should be);
3. Identifying corrective actions to address issues and risks properly
4. Influencing the factors that could circumvent integrated change control so only
approved changes are implemented.
5. In multi-phase projects, the monitoring and control process also provides feedback
between project phases, to implement corrective or preventive actions to bring the
project into compliance with the project management plan.
Page 14

Initiation Closing
“Closing a project means finishing all activities across all process groups,
disbanding the project team and signing off the project with the
customer..”
Source:
https://www.projectsmart.co.uk/project-management-process-groups-explained.php
PMI (2010). A Guide to the Project Management Body of Knowledge p.27-35
Page 15

Initiation Closing
1. Contract closure: Complete and settle each contract (including the resolution of any
open items) and close each contract applicable to the project or project phase.
2. Project close: Finalize all activities across all of the process groups to formally close the
project or a project phase
3. Post Implementation Review. looking at things that went well and analyzing things
that went badly on the project to come up with lessons learned.
Page 16

Initiation Closing
Standard RFP Process

Reviewing Proposals and
1 Project Planning 2 Drafting the RFP 3 Issuing the RFP 4 Awarding Contract
• Requirements • Introduction • Distribute to networks • RFPs scored
• Scope • Statement of purpose • Coordinate responses and • Finalists selected
• Alignment with business • Background information answer questions • Interviews and reference
strategy • Scope of work • Receive submissions checks
• Range of potential vendors • Budget • Best and final offers
• Budget • Project Schedule submitted
• Timeline • Contract terms and • Contract awarded
• Stakeholders and review conditions • Final negotiations
panel • RFP timeline and review • Other bidders notified
• Scoring criteria and review process
process • Requirements for proposal
Page 17
Digital Transformation
“Digital transformation is defined as the profound
transformation of business and organizational
activities, processes, competencies, and models to
fully leverage the changes and opportunities of a mix
of digital technologies and their accelerating impact
across society in a strategic and prioritized way, with
present and future shifts in mind.”
Source: https://blog.leanix.net/en/why-enterprise-architects-are-key-for-digital-transformation-and-how-to-
get-involved
Page 18
Digital Transformation
• One of the digital transformation tools is Artificial Intelligence (AI). By
integrating AI into all areas of a business and changing the way how value
is delivered to customers
• If we adopt AI in our Project Management Processes, we will take

advantage of data and cutting-edge analytics that help us make better
decisions, efficiently predict outcomes for projects’ sponsors and
stakeholders, as well as drive economies at scale through faster
processes.
• By 2030, 70% of companies will adopt AI in one form or another. It will

contribute up to $15.7 trillion to the global economy. Companies who fail
to take advantage of AI in the next few years may never catch up.
Page 19
AI impact on Project Management
PWC says 85% of global #CEOs predict AI will significantly
change the way they do business in the next five years.
According to the Project Management Institute's latest
Pulse of the Profession® In-Depth Report –
https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-
leadership/pulse/ai-innovators-cracking-the-code-project-performance.pdf
• 81% of respondents report AI is impacting their business

• Over the next three years, project professionals expect the
portion of projects they manage using AI to jump from 23 to 37%
• 37% of respondents say adopting AI is a high priority
• 36% of respondents say adopting AI is a low priority
• Almost 31% report less than 5% of their projects have used AI in
Page 20
the past three years
AI impact on Project Management
• Most of PM’s time is used in communication with team members
and stakeholders
• More of PM’s time will be used interacting with intelligent

machines
• In real time, AI can do:

• risks scoring
• forecasting
• status updating
• issue management
• change management
Page 21
Examples from the Market:
Assets Management End-to-End Cognitive Project Management
Page 22
Example: Virtual Scrum Master
Tool
• Accenture’s myWizard:
• Can schedule meetings
• Estimate top priority user stories
• Obtain lists of prioritized stories
• Monitor various aspects of the process
Page 23
AI can impact the PM-Value Chain

Initiation Closing
Standard RFP Process
1 Project Planning
2 Drafting the RFP
3 Issuing the RFP
4 Reviewing Proposals and
Awarding Contract
• Requirements • Introduction • Distribute to networks • RFPs scored
• Scope • Statement of purpose • Coordinate responses and • Finalists selected
• Alignment with business • Background information answer questions • Interviews and reference
strategy • Scope of work • Receive submissions checks
• Range of potential vendors • Budget • Best and final offers
• Budget • Project Schedule submitted
• Timeline • Contract terms and • Contract awarded
• Stakeholders and review conditions • Final negotiations
panel • RFP timeline and review • Other bidders notified
• Scoring criteria and review process
process • Requirements for proposal
Page 24
Predictive Analysis
Predictive analytics is a branch of advanced analytics that are fueled by machine
learning algorithms. These algorithms are made use of to predict unknown future
events, using various tactics like statistics, data mining, predictive modeling and
artificial intelligence to analyse real time data
Project Managers can leverage AI to

achieve project success through:
• Risk Management
• Repeatable administrative work
• Communication
Page 25
Takeaway:
• Project management value chain includes five main
activities: Initiation, Planning, Execution,
Monitoring and control and Closing
• Digital Transformation, if successfully implemented
in the value chain of project management, project
managers could focus more on managing more
complex parts of the project
• By 2030, 70% of companies will adopt AI in one
form or another. Companies who fail to take
advantage of AI in the next few years may never
catch up
Page 26
3rd Annual
Emerging Technology & Systems Enhances ROI through CPR, Dubai,2019
Thank You
Quality of Life Program Center
isheerah@qol.gov.sa
+966 551955155
Organized By Strategic Partner Federation Partner
Page 27

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3rd Annual

Emerging Technology & Systems Enhances ROI through CPR, Dubai,2019

How project managers can

Planning or Implementation Monitoring and

Planning or Implementation Monitoring and

“The initiating processes determine the

Source: Peter Nathan, Gerald Everett Jones (2003). PMP

Planning or Implementation Monitoring and

1. Project proposal (idea behind project, overall goal, duration)

Planning or Implementation Monitoring and

“The main purpose is to plan time, cost and

Planning or Implementation Monitoring and

1. Determining the project management methodology

Planning or Implementation Monitoring and

“The execution phase ensures that the project management plan's

Planning or Implementation Monitoring and

“Monitoring and controlling consists of those processes performed to

Planning or Implementation Monitoring and

1. Measuring the ongoing project activities ('where we are');

Planning or Implementation Monitoring and

Planning or Implementation Monitoring and

Planning or Implementation Monitoring and

Standard RFP Process

• If we adopt AI in our Project Management Processes, we will take

• By 2030, 70% of companies will adopt AI in one form or another. It will

• 81% of respondents report AI is impacting their business

• More of PM’s time will be used interacting with intelligent

• In real time, AI can do:

Assets Management End-to-End Cognitive Project Management

Planning or Implementation Monitoring and

Standard RFP Process

Project Managers can leverage AI to

Emerging Technology & Systems Enhances ROI through CPR, Dubai,2019

Organized By Strategic Partner Federation Partner

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