Introduction ch1

Project Content

1- Business Case: provides justification for undertaking a project, programme or portfolio. It

evaluates the benefit, cost and risk of alternative options and provides a rationale for the
preferred solution.

2- Project Charter: A project charter is a formal, typically short document that describes your
project in its entirety — including what the objectives are, how it will be carried out, and who
the stakeholders are. It is a crucial ingredient in planning out the project because it is used
throughout the project lifecycle. ‫شهاده ميالد المشروع‬

3- Stakeholder Register: is a project document that has information about the project
stakeholders. It identifies the people, groups, and organizations that have any interest in the
work and the outcome.

4- Scope Statement: outlines the entire project, including any deliverables and their features,
as well as a list of stakeholders who will be affected. It will also include any major project
objectives, deliverables and goals to help measure success.

5- Work Breakdown Structure WBS: is the tool that utilizes this technique and is one of
the most important project management documents. It singlehandedly integrates scope, cost
and schedule baselines ensuring that project plans are in alignment.

6- WBS Dictionary : A document that provides detailed information about deliverables,

activity and scheduling of each component in the Work Breakdown Structure (WBS). The
WBS Dictionary describes each component of the WBS with milestones, deliverables,
activities, scope, and sometimes dates, resources, costs, quality. it becomes a project
kaleidoscope that allows you to look at your project data in an infinite number of ways.

7- Activity List : characterize the measure of work that changes over a plan for appropriate
outcomes. Activities in a project are the method to identify and document the activities that
are accessible to produce the project deliverables.

8- Activity Attributes : are descriptive components of an activity. Examples of these

attributes are the activity name, description, responsible person, resources required, type of
effort, location, predecessor activities and successor activities.

9- Activity Resources : is a process that helps the project team in assessing the nature and
number of material, HR, tools, or supplies that is required for the project. One of the
advantages of this process is that it identifies the sort, quality, and attributes of the resources
that are expected to finish a particular activity. Also, this will likewise allow the cost and
duration estimation in a precise manner.
10- Activity Duration ‫زمن تنفيذ المشروع‬: is a noun that represents the specific quantity
of time that exists between the designated start time and end time of a scheduled activity .
It should be carefully measured from the start date to the end date and can be calculated in
whatever calendar units are appropriate given the anticipated timeframe of the project, such
as days, weeks, months, etc. The activity duration can be established when a project is
conceived, or it can be established when a project is kicked off, and is typically fluid in nature,
and able to be modified if the situation merits and with the agreement of all parties.
Furthermore, the sum total of the activity duration can also be broken up into smaller parts
in the establishment of project milestones, points at which either the current state of the
project will be assessed, or potentially sum or all deliverables will be submitted in either final
or draft form.

11- Project Schedule ‫مراحل تنفيذ المشروع كله علي بعضه‬: indicates what needs to be done,
which resources must be utilized, and when the project is due. In short, it's a timetable that
outlines start and end dates and milestones that must be met for the project to be completed
on time. The project schedule is often used in conjunction with a Work Breakdown Structure
(WBS) as a way to evenly distribute work among team members. The project schedule should
be updated on a regular basis in order to gain a better understanding of the project's current
status.

12- Project Resource Leveling‫تحريك االنشطة لخدمة نشاط معين‬ : is a resource

optimization technique that answers when the project can be finished with the available
resources without overbooking them or spreading them too thin. Resource leveling will
generally aim to distribute work between resources fairly, which not only contributes to a
healthy work environment, but also makes the project schedule realistic and achievable.

13- Cost Performance Baseline: is an authorized time-phased budget used to measure, monitor,
and control overall cost performance on the project. It is developed as a summation of the approved budgets by
time period and is typically displayed in the form of an S-curve

14- Net Cash Flow: (cash in & cash out)

15- Project Schedule Crashing ‫ ضغط المشروع‬: means to throw additional resources to the
critical path without necessarily getting the highest level of efficiency. Crashing is
another schedule compression technique where you add extra resources to the project to compress the schedule
Crashing is a schedule compression technique used to reduce or shorten the project schedule .
 16- Cost Control (Earned Value : Helps project managers to measure project performance. It
is a systematic project management process used to find variances in projects based on the comparison of
worked performed and work planned. EVM is used on the cost and schedule control and can be very useful in
project forecasting. The project baseline is an essential component of EVM and serves as a reference point for
all EVM related activities. EVM provides quantitative data for project decision making.

17- Risk Register : is a tool project managers use to track and monitor any risks that might impact
their projects. Risk management is a vital component of project management because it’s how you proactively

combat potential problems or setbacks. Using a project risk register, also called a risk log, is an essential part of

this risk management process.

18. Lesson Learned : the learning gained from the process of performing the project. Formally conducted
lessons learned sessions are traditionally held during project close-out, near the completion of the project. However,
lessons learned may be identified and documented at any point during the project's life cycle. The purpose of
documenting lessons learned is to share and use knowledge derived from experience to:

• Promote the recurrence of desirable outcomes

• Preclude the recurrence of undesirable outcomes

As a practice, lessons learned includes the processes necessary for identification, documentation, validation, and
dissemination of lessons learned. Utilization and incorporation of those processes includes identification of applicable
lessons learned, documentation of lessons learned, archiving lessons learned, distribution to appropriate personnel,
identification of actions that will be taken as a result of the lesson learned, and follow-up to ensure that appropriate
actions were taken.

Project management is not new. It has been in use for hundreds of years. Examples of project outcomes include:

‫ فكر إدارة المشروعات موجود من سنين بس كان بيعتمد علي شخصية القائد حاليا معتمد علي‬processes‫مشي مدير المشروع يجي غيره يكمل‬

Pyramids of Giza, Olympic games, Great Wall of China, Taj Mahal, Publication of a children’s book, Suze Canal,
Development of commercial jet airplanes, Polio vaccine, Human beings landing on the moon, New Capital
Commercial software applications, Portable devices to use the global positioning system (GPS)

PROJECT: A temporary endeavor undertaken to create a unique product, service or result.

‫ نتيجة فريدة‬، ‫ خدمة‬، ‫ عبارة عن مجهود مؤقت (له بداية و نهايه) يتعمل علشان يخلق منتج‬: ‫المشروع‬

Product ‫ امسكه في ايدي‬service is intangible ‫ مش بتتمسك‬a result which would be a research

transformed into production ‫زي اللقاح‬

PROJECT MANAGEMENT : The application of knowledge, skills and tools & techniques to meet
project requirements.

‫◄تطبيق المعرفة و الخبرة و المهارات و االدوات علشان نحقق الهدف من المشروع‬

Projects are undertaken to fulfill objectives by producing deliverables, Fulfillment of project

objectives may produce one or more of the following deliverables:
 ‫المشروع ينتج‬

Unique product or service or result or a combination of product + service

1. A unique product that can be either a component of another item, an enhancement or

correction to an item, or a new end item in itself (I Phone , Water Bottle, Laptop);

2. A unique service or a capability to perform a service (e.g., a soft ware application to

Supports Public services;

3. A unique result, such as an outcome or document (e.g., a research);

4. A unique combination of one or more products, services, or results

‫ التكلفه‬، ‫ التصميم‬، ‫منتج المشروع ممكن يكون ملموس او غير ملموس و كلمة فريد مش معناه لم يتكرر لكن بيكون مختلف في مراحله‬
‫ اصحاب المصلحه‬، ‫ المالك‬، ‫ المكان‬،

‫حتي لو نفس المشروع اتكرر يتغير فى حاجات كتير امثله للمشروعات عمل خدمه ماليه جديدة‬

The outcome of the project may be tangible or intangible. Although repetitive elements may be
present in some project deliverables and activities; this repetition does not change the fundamental,
unique characteristics of the project work.

For example, office buildings can be constructed with the same or similar materials and by the same
or different teams. However, each building project remains unique with a different location,
different design, different situations, different stakeholders, and so on.

Project Screening Matrix: is a tool used to screen projects by listing each one against
different categories of weighted screening criteria. The result is a qualitative score given to
each project that can be compared and ranked to determine which projects to approve
Project proposal: is the initial document used to define an internal or external project. The
proposal includes sections such as title, start and end dates, objectives and goals, requirements, and
a descriptor of the proposed solution.

Projects drive change. Projects drive change in organizations. From a business perspective, a project
is aimed at moving an organization from one state to another state in order to achieve a specific
objective Before the project begins.

‫ تغير الشركة من حاله لحاله ثانية و ترفع المشروع من قيمة لقيمة ثانية‬: ‫قيمة المشروعات‬

Little business value to higher business value

Effective project management helps individuals, groups, and public and private

organizations to: ‫بشوف حققت ايه‬

Meet business objectives; Satisfy stakeholder expectations;

Increase chances of success; Deliver the right products at the right time;

Resolve problems and issues; Respond to risks in a timely manner;

Optimize the use of organizational resources; Identify, recover, or terminate failing projects;

Manage constraints (e.g., scope, quality, schedule, costs, resources);

♥ Deliver the right products at the right time; ‫وفقا لمراحل المشروع مثال قبل رمضان ده محدد في العقد‬

♥Optimize the use of organizational resources; 10 ‫توظيف كل إمكانيات الشرك لتحقيق الهدف مثال الشركة فيها‬
‫ شغالين‬10 ‫مهندسين االقي ال‬

Poorly managed projects or the absence of project management may result in:

‫المؤشر بقي لونه أحمر و ده معناه ان المشروع يواجه مشكله‬

Missed deadlines, Cost overruns, Poor quality, Rework,

Uncontrolled expansion of the project, Loss of reputation for the organization,

Unsatisfied stakeholders, and Failure in achieving the objectives for which the project was
undertaken

Poor quality / rework / unsatisfied stakeholder ‫لو حصلت كلها يبقي فشل كلي لكن فى حاجات عيب في مدير‬
‫المشروع‬

The end of the Project is reached when

The project’s objectives have been achieved

The project is terminated because its objectives will not or cannot be met

When the need for the project no longer exists.

 A project may also be terminated if the client (customer, sponsor) wishes

to terminate the project.

Funding is no longer available for allocation to the project;

The project is terminated for legal cause

PROJECT MANAGEMENT FRAMEWORK

Projects vs Operations: - Project are TEMPORARY and of UNIQUE Results (products or services)

- Operations are ONGOING and of REPETITIVE Results (products or services)

- Both are important for achieving the organization strategic goals

Operation management ‫ المشروع يشتغل لحد ما المنتج يطلع‬، ‫المشروعات مؤقنه لكن االوبريشن مستمر‬

‫و تستمر العمليه‬
Projects vs Operations

Constrains ‫نركز في ان نهاية المشروع هي بداية االوبريشن و الزم نركز في‬

Project Management Context

In mature project management organizations, project management exists in a broader context

governed by: program management and, portfolio management
 ‫‪program‬البرنامج تحته كام مشروع بيكملوا بعض‬
‫‪ Portfolio‬محفظة فيها برامج و مش الزم يكونوا مترابطين ببعض بس لهم عالقة باستراتيجية الشركة‬
‫‪Vision >>>>>> strategy >>>>> Portfolio >>>>>>> Program >>>>> Projects‬‬
‫االسكان االجتماعي في إسكندرية و القاهرة و أسوان كلهم تحت برنامج اسمه االسكان االجتماعي ( جواه االسكان المتوسط و‬
‫الفاخر)‬
 PROJECT MANAGEMENT FRAMEWORK

Projects and Strategic Planning

Projects are typically authorized as a result of one or more of the

following strategic considerations:
1. A market demand (e.g., response shortages)
2. Strategic opportunity/ Business need (e.g., to increase revenues)
3. Social need
4. Environmental consideration
5. A customer request
6. A technological advance
7. A legal requirement : ‫تشريع قانون‬

‫البداية كده عندنا مشروع و هي أقل مرحلة يتصرف فيها فلوس‬- ‫ مراحل المشروع‬: Initiating

Executing ‫و المرحلة اللي بيتصرف فيها فلوس كتير و وقت اطول هي مرحلة‬

Monitoring and control >>>>> across all stages

What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements. Project management is accomplished through the appropriate
application and integration of logically grouped project management processes, which are
categorized into five Process Groups. These five Process Groups are:

Initiating,
Planning,

Executing,

Monitoring and Controlling, and

Closing.

Managing a project typically includes, but is not limited to:

• Identifying requirements; • Addressing the various needs, concerns, and expectations of
the stakeholders in planning and executing the project;
• Setting up, maintaining, and carrying out communications among stakeholders that are
active, effective, and collaborative in nature;
• Managing stakeholders towards meeting project requirements and creating project
deliverables;
• Balancing the competing project constraints, which include, but are not limited to:
o Scope, Quality,
o Schedule, Budget,
o Resources, and Risks.

Project Management Office (PMO)

‫توحد إدارة المشروع في كل الشركه‬

A project management office (PMO) is a management structure that standardizes the project-
related governance processes and facilitates the sharing of resources, methodologies, tools,
and techniques.

The responsibilities of a PMO can range from providing project management support
functions to actually being responsible for the direct management of one or more projects.
 Project Management Office (PMO)
‫ مستويات‬3 ‫لها‬

➢ Supportive PMOs provide a consultative role to projects by supplying templates,

best practices, training, access to information and lessons learned from other projects.
This type of PMO serves as a project repository. The degree of control provided is low.

➢ Controlling PMOs provide support and require compliance through various

means. Compliance may involve adopting project management frameworks or
methodologies, using specific templates, forms and tools, or conformance to governance.
The degree of control provided is moderate.

➢ Directive PMOs take control of the projects by directly managing the projects. The
degree of control provided is high.

A primary function of a PMO is to support project managers in a variety of ways which may
include, but are not limited to:

Managing shared resources across all projects administered by the PMO;

Identifying and developing project management methodology, best practices, and standards;

Coaching, mentoring, training, and oversight;

Monitoring compliance with project management standards, policies, procedures, and templates
by means of project audits;

Developing and managing project policies, procedures, templates, and other shared
documentation (organizational process assets);

Coordinating communication across projects

Organization Structures
POWER ‫ الخناقه مين اللي معاه‬organizational structure ‫ أنواع من‬5 ‫يوجد‬

Organizational theory describes how a company can be organized to complete its work.
There are five types of organizational structure. Each type is described in terms of the project
manager’s level of authority.

Hot topics related to organizational theory include:

Who has the power in each type of organization; the project manager or the functional manager?
Advantages and Disadvantage of each type of organization.

Functional Organization

The classic functional organization, is a hierarchy where each employee has one clear superior. Staff
members are grouped by specialty, such as production, marketing, ,and accounting at the top level.
Specialties may be further subdivided into focused functional units, such as mechanical and
electrical engineering. Each department in a functional organization will do its project work
independently of other departments.

‫ مدير بقي عندنا مشكلة إتصال واحد من اللي مدير تحت‬2 ‫ناخد من إدارة ناس للمشروع بقي عندنا‬
‫المدير اللي بيقرر و لنفس المديرو ده أسوأ نوع يكسب خبرات في نفس الشركة‬
Projectized Organization

In a projectized organization, team members are often collocated. Most of the organization’s
resources are involved in project work, and project managers have a great deal of independence
and authority. Virtual collaboration techniques are often used to accomplish the benefits of
collocated teams. Projectized organizations often have organizational units called departments, but
they can either report directly to the project manager or provide support services to the various
projects.

‫من أول المشروع و هما هما نفس الناس و كلهم بيقدموا تقارير لنفس المدير و صالحيته عالية جدا‬
‫عيب النظام ده انه بنهاية المشروع ان كل الناس دي بتمشي و يروحوا بخبرتهم شركه تانيه‬

Matrix organizations, reflect a blend of functional and projectized characteristics. Matrix

organizations can be classified as weak, balanced, or strong depending on the relative level of power
and influence between functional and project managers.

Weak matrix organizations maintain many of the characteristics of a functional organization,

and the role of the project manager is more of a coordinator or expediter.

Strong matrix organizations have many of the characteristics of the projectized organization,
and have full-time project managers with considerable authority and full-time project
administrative staff.

Balanced matrix organization recognizes the need for a project manager, it does not provide
the project manager with the full authority over the project and project funding

‫ علي حسب العالقة بين مدير المشروع و مدير االدراة لو قرار المدير اللي يمشي يبقى‬Balanced
‫مدير المشروع مالهوش صالحيات‬
‫و تعتمد علي االشخاص و نوع المشروع و ارتباطه بالشركة‬

Division of Project Manager and Functional Manager Responsibilities in a

Matrix
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?

When should the task be Where will the task be

done? done?

How much money is
available to do the task
Why will the task be done?
Is the task satisfactorily
completed?
How will the project
involvementto do the task?
impact normal functional
activities?
 How well has the total been How well has the functional
done? input been integrated?

Project Expeditor vs. Coordinator

•Weak matrix organizations maintain many of the characteristics of a functional

organization, and the role of the project manager is more of a coordinator or
expediter.

•A project expediter works as staff assistant and communications coordinator. The

expediter cannot personally make or enforce decisions.

•Project coordinators have power to make some decisions, have some authority, and
report to a higher-level manager.

Organizational Structure Influences on Projects

Organizational Process Assets

Organizational process assets include any or all process related assets such as formal and informal
plans, policies, procedures, and guide lines that can be used to influence the project’s success. It
comes from any or all of the organizations involved in the project

‫ أي شئ له عالقة بمشاريع اخري و يكون من جزئين‬OPA

 ‫و كل ما الشركة تكون كبيرة الحتة دي تكون كبيرة و مرتبطة‬

Enterprise Environmental Factors

‫ داخلية و خارجية و تؤثر فى مرحلة التخطيط‬EEF ‫العوامل البيئية الخارجة عن المدير‬

Enterprise environmental factors refer to conditions, not under the control of the project tea m, that
influence , constrain , or direct the project. Enterprise environmental factors are considered inputs
to most planning processes , may enhance or constrain project management options , and may have
a positive or negative influence on the outcome. Including:

• Factors related to the organization of the involved enterprise and its capabilities
• Factors related to Government or industry standards
• HR & Personnel administration
• Marketplace conditions
• Political climate
Project Stakeholders

A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively
involved in the project or have interests that may be positively or negatively affected by the
performance or completion of the project Stakeholders

Stakeholders include all members of the project team as well as all interested entities that are
internal or external to the organization The project team identifies internal and external, positive
and negative, and performing and advising stakeholders in order to determine the project
requirements and the expectations of all parties involved The project manager should manage the
influences of these various stakeholders in relation to the project requirements to ensure a successful
outcome

Project Stakeholders
Project Success

Success of the project should be measured in terms of completing the project within the constraints
of scope, time, cost, quality, resources, and risk as approved between the project managers and
senior management.

Project success should be referred to the last baselines approved by the Authorized stakeholders
The project manager is responsible and accountable for setting realistic and achievable boundaries
for the project and to accomplish the project within the approved baselines

‫مثلث فشل و نجاح المشروعات‬

‫ كل واحد لما يخلص يبقي‬Time / cost / quality
standard ‫ النها‬baseline ‫ ليست‬quality ‫ إال‬baseline

Owner + Project manager ‫ هما‬quality ‫اللي بيحدد‬

‫لو في تكلفة إضافية للجودة يتم دفعها الن المالك هو اللي طلبها‬

Quality fitness to use

‫ ك بيؤدي الوظيفة الوظيفة المطلوبة طيب محتاج اعلي الوظيفة اخليه ريش‬140 ‫اعمل كرسي يشيل وزن‬
‫ رتبه تعلي الوظيفة االساسية‬grade ‫نعام يبقي ده اسمه‬

‫** فشل مرحله فقط ده اسمه فشل جزئي لو فشلت االربع مراحل ده اسمه فشل كلي‬
Project Team
The project team includes the project manager and the group of individuals who act together in
performing the work of the project to achieve its objectives. The project team includes the project
manager, project management staff, and other team members who carry out the work but who are
not necessarily involved with management of the project, from different groups with specific subject
matter knowledge or with a specific. The structure and characteristics of a project team can vary
widely.

Project Life Cycle (PLC)

A project life cycle is a collection of generally sequential and sometimes over lapping project phases
whose name and number are or organizations involved in the project, determined by the
management and control needs of the organization of the project itself, and its area of application.

‫ممكن تداخل المراحل أو مرحله بعد مرحله‬

‫كل مرحلة ممكن تشتغل مع اللي قبلها‬

Predictive Life Cycle

Predictive life cycles (also known as fully plan driven) are ones in which the project scope and the
time and cost required to deliver that scope, are determined as early in the project life cycle as
practically possible, these projects proceed through a series of sequential or overlapping phases
with each phase generally focusing on a subset of project activities and project management
processes The work performed in each phase is usually different in nature to that in the preceding
and subsequent phases, therefore, the makeup and skills required of the project team may vary from
phase to phase Predictive life cycles are generally preferred when the product to be delivered is well
understood

Type 3 Iterative & Incremental Life Cycle

Iterative and incremental life cycles are ones in which project phases intentionally repeat one or
more project activities as the project team’s understanding of the product increases Iterations
develop the product through a series of repeated cycles while increments successively add to the
functionality of the product These life cycles develop the product both iteratively and incrementally
Iterative and incremental life cycles preferred when an organization needs to manage changing
objectives and scope, to reduce the complexity of a project
Type 4 Adaptive Life Cycle

Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to
high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative
and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks)
and are fixed in time and cost.

Adaptive methods are generally preferred when dealing with a rapidly changing environment,
when requirements and scope are difficult to define in advance

PROCESS GROUPS (PM PHASES)

INITIATING

•Defining a new project or phase

•Ensuring the organization is committed.
•Identifying stakeholders.
•Selecting the project manager If not already assigned.

PLANNING

•Defining the course of action required to attain the project objectives.

•It contains many loops (iterations) as new and detailed information arise (progressive
elaboration)

EXECUTING ‫اكبر مرحلة تاخد وقت و جهد و فلوس‬

•It contains performing the work defined in the project management plan to produce the project
deliverables.

•Coordination and integration.

MONITORING& CONTROLLING (across all phases)

•Identifying variance to the project management plan (if any).

•Identifying changes(if any).
•Identifying the corrective or preventive actions.

CLOSING (formal compilation)

•Concluding all the project activities to a formal completion of a project or phase.

Practice Exercise
1. In a projectized organization, the project team:

A. Reports to many bosses.

B. Has no loyalty to the project.

C. Reports to the functional manager.

D. Will not always have a “home”.

2. A project manager has very little project experience, but he has been assigned as the project
manager of a new project. Because he will be working in a matrix organization to complete his
project, he can expect communications to be:
A. Simple.
B. Open and accurate.
C. Complex.
D. Hard to automate.

3. A team member is taking to another team member and complaining that many people are
asking him to do things If he works in a functional organization, who has the power to give
direction to the team member?

A. The project manager.

B. The functional manager.
C. The team.
D. Tight matrix.

4. All of the following are characteristics of a project Except

A. Temporary.
B. Definite beginning and end.
C. Interrelated activities.
D. Repeats itself every month.
5 . One of your team members informs you that he does not know which of the many projects he is
working on is most important Who should determine the priorities among projects in a company?

A. The project manage.

B. The project management team.
C. The project management office.
D. The team.

6.All of the following are part of stakeholder management effort EXCEPT

A. Giving stakeholders extras.

B. Identifying stakeholders.
C. Determining stakeholders’ needs.
D. Managing stakeholders expectations.

7.The project charteris created in which process management process group?

A. Executing.
B. Planning.
C. Closing.
D. Initiating.

8. The BEST time to assign a project manager to a project is during:

A. Executing. B. Closing. C. Initiating. D. Planning.

9.Which process management process group normally takes the MOST project time and
resources?
A. Planning. B. Design. C. Integration. D. Executing.

10.Whichprocessgroupsmustbeincludedineveryproject?

A. Planning, executing, and closing. B. Initiating, planning, and executing.

C. Initiating, planning, executing, monitoring and controlling, and closing.

D. Planning, executing, and monitoring and controlling.