Project Management

Higher Technological Institute (HTI), Mechanical Engineering
10th of Ramadan City Department
Lecture (1)
Project Management: An Overview
First Term (2022- 2023)
Dr. Asmaa Soliman
1
Asmaa.soliman@hti.edu.eg
Higher Technological Institute (HTI), 10th of Ramadan City.

Project Management, Dr. Asmaa Ahmed Soliman
Construction Project Terminology
2
 Project, whether it is in construction or not, is a temporary
endeavor undertaken to accomplish a unique a service or result.
 A complex, non routine, one-time effort limited by time, budget,
resources, and performance specifications designed to meet
customer needs.
Projects Characteristics
A defined goal A defined beginning

or objective and end
Specific tasks to Resources being

be performed. consumed.

Temporary
3
1. Definite beginning and end
2. End is reached when the project objectives have been achieved
3. Market window
4. Ad hoc team For This Purpose
Unique
1. Something new
2. Size does not matter: New airliner
3. Requires progressive elaboration
Progressive
 Proceeding in steps-Continuing steadily in increments
Elaboration
 Worked out with care and detail - Developed thoroughly

4 Major Characteristics of a Project
1. Has an established objective.
2. Has a defined life span with a beginning and an end.
3. Requires across-the-organizational participation.
4. Involves doing something never been done before.
5. Has specific time, cost, and performance requirements.

5

Some Fields of Projects
 Developing a new product or service such as designing
a new transportation vehicle
 Getting a new or modified data system
 Running a campaign for political office
6  Improving a business process

Classification of Project
7
 Every Project is different from one another. Projects can be classified
based on several different points.
 The classification of projects in project management varies according to
a number of different factors
Factors of Project
Classification
Source of
Purpose Involved Content Complexity
Capital

According to Complexity:
8  Easy: A project is classified as easy when the relationships between tasks are
basic and detailed planning. A small work team and a few external stakeholders.
 Complicated: There are many task interdependencies. This type of project
requires proper planning. Here, the importance of project management and how
an effective tool could help to meet project constraints.
According to the Source of Capital:

 Public: Financing comes from Governmental institutions.
 Private: Financing comes from businesses or private companies.
 Mixed: Financing comes from a mixed source of both public and private
funding.

According to Project content:
9
 Construction: These are projects that have anything to do with the construction
of civil or architectural work. Construction is an engineering project and the
process of planning its execution must be done to achieve the desired outcome.
 IT: Any project that has to do with software development, IT system, etc.
 Business: These projects are involved with the development of a business idea,
management of a work team, cost management, etc., and they usually follow a
commercial strategy.
 Service or product production: These are projects that involve the
development of an innovative product or service, design of a new product, etc.

According to those Involved:
10
 Departmental: When a certain department or area of an organization is
involved.
 Internal: When a whole company itself is involved in the project’s
development.
 External: When a company outsources external project manager or teams
to execute the project. This is common in digital transformations, process
improvements and strategy changes

According to its Objective:
11
 Production: Oriented at the production of a product or service taking into
consideration a certain determined objective to be met by an organization.
 Social: Oriented at the improvement of the quality of life of people.
Educational: Oriented at the education of others. This is always done to make
them better.
 Community: Oriented at people too, however with their involvement.
 Research: Oriented at innovation and the gaining of knowledge to enhance the
operational efficiency of an organization.

Project Success Measures
 Project success occurs when the expectations of
the project sponsor or client are met
 Business outcomes have been realized
 Timeframe and budget have been delivered
 Quality and scope requirements have been
delivered
12

Project Management, Dr. Mahmoud Malek, Dr. Asmaa Ahmed Soliman
13
Project Management Definition

Source – Adapted from PMBOK, 5th Edition
Project Management Definition
14
Is the application of knowledge areas, skills, tools and techniques
applied to project activities to deliver project requirements.
 Project management typically includes:

Identifying requirements, addressing stakeholder expectations to ensure the
project is planned and executed correctly,
Balancing competing project constraints such as time, cost, quality and scope,
and reducing the impact of risks.
The project management team is responsible for determining what ideas and
practices are appropriate for any given project.
The art of organizing, leading, reporting and completing a project through people .
Source – Adapted from PMBOK, 5th Edition
Benefits of Project Management
15

16
Advantages of Using Formal Project Management
1. Better control of financial, physical, and human resources
2. Improved customer relations
3. Shorter development times
4. Lower costs
5. Higher quality and increased reliability
6. Higher profit margins
7. Improved productivity
8. Better internal coordination
9. Higher worker morale

Importance of Project Management
17
• Factors leading to the increased use of
project management:
1. Compression of the product life cycle
2. Knowledge explosion
3. Triple bottom line (planet, people, profit)
4. Corporate downsizing
5. Increased customer focus
6. Small projects represent big problems

18
Benefits of an Integrative Approach to Project Management
Integration (or centralization) of project management provides senior
management with:
1. An overview of all project management activities
2. A big picture of how organizational resources are used
3. A risk assessment of their portfolio of projects ‫تقييم المخاطر‬
4. A rough metric of the firm’s improvement in managing projects
relative to others in the industry
5. Linkages of senior management with actual project execution
management

9 Project Management Knowledge Areas
19

20
9 Project Management Knowledge Areas
 Knowledge areas describe the key competencies that
project managers must develop
– 4 core knowledge areas lead to specific project objectives
(scope, time, cost, and quality)
– 4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management)
– 1 knowledge area (project integration management)
affects and is affected by all of the other knowledge areas

Project Management Framework
21 Enterprise
project
management
(EPM) is the
discipline of
managing
multiple
projects
happening at
the same
time within
an
organization.
‫هو نظام إدارة‬

‫مشاريع متعددة‬
‫تحدث في نفس‬
‫الوقت داخل‬
‫المنظمة‬

The Triple Project Constraints
22
How long
should it take to
complete?
What should it What is the project

cost? trying to accomplish?
 It is the project manager’s duty to balance these three often competing goals
The Triple Project Constraints
23
 Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor.

Project Constraints
24
How long
should it take to
complete?
What should it What is the project

cost? trying to accomplish?

Program Management Definition
25
Grouping related projects in order to manage and co-ordinate the
outcomes and enhance the achievement of benefits
Program
Project #A Project # B Project #c
Sub project
Sub project A2
A1

Project Management, Dr. Mahmoud Malek, Dr. Asmaa Ahmed Soliman Source – Adapted from PMBOK, 5th Edition
Portfolio Management Definition
26
 Grouping of a collection of projects or programs together so they can be
managed as a whole in order to achieve strategic business objectives.
The focus is on prioritization of resource allocation so that the
portfolio objectives are aligned to organizational strategies.
Portfolio Management
Portfolio
project Program
Manga. Manga.
Programs #1 Programs #2 Programs#3 Programs#....etc.
Project #A Project # B Project #c
Sub project A1 Sub project A2

Major Functions of Portfolio Management
27
 Oversee project selection.
 Monitor aggregate resource levels and skills.
 Encourage use of best practices.
 Balance projects in the portfolio in order to represent a risk level appropriate to
the organization.
 Improve communication among all stakeholders.
 Create a total organization perspective that goes beyond thinking.
 Improve overall management of projects over time.

Organizational Project Management (OPM)
28
 Organizational project
management (OPM) is
the framework used to
align project, program,
and portfolio
management practices
with organizational
strategy and
 Its objectives is to
deliver organizational
strategy to produce
better performance and
better results.
Project Management, Dr. Asmaa Ahmed Soliman Source – Adapted from (PMI, 2013a, p. 3
Project Management Office (PMO)
29
 Primary function of a PMO is to support project managers by:
1) Managing shared resources
2) Specifying and developing the project management methodology,
best practice, standards and tools
3) Coaching, mentoring, training and career management
4) Project assurance and compliance with methodologies and standards
5) Coordinating communication across projects and within the project
management community
6) Project reviews and health checks to ensure projects are running
according to plans and expected outcomes

Project Management, Dr. Asmaa Ahmed Soliman Source – Adapted from (PMI, 2013a, p. 3
30
Project Manager Interpersonal Skills
 Project Managers require important interpersonal skills to assist in
the effective management of projects, specifically in the
achievement of project objectives and success criteria by:
1. Leadership 7. Political and Cultural Awareness

2. Team Building 8. Negotiation
3. Motivation 9. Conflict management
4. Communication 10. Coaching
5. Influencing
6. Decision Making

Project Management, Dr. Asmaa Ahmed Soliman Source – PMBOK, 5th Edition, Appendix X3 Interpersonal Skills
31 Project Managers vs PMOs
Project Managers PMOs
1. Objectives: Focusing on the project 1. Objectives: Managing the major
objectives program scope changes to optimize
2. Resource: Controlling the assigned achievement of broader business
project resources to best meet project objectives
objectives 2. Resources: Optimizing the use of
3. Constraints: Managing the constraints shared organizational resources
of the individual project (scope, time, 3. Constraints: Managing
cost, quality, risk etc.) methodologies, standards, overall risks

32 Project Management Tools and Techniques
 Project management tools and techniques assist project managers
and their teams in various aspects of project management
• Some specific ones include
– Project Charter, scope statement, and WBS (work breakdown structure)
(scope)
– Gantt charts, network diagrams, critical path analysis, critical chain
scheduling (time)
– Cost estimates and earned value management (cost)

33
Project Management Tools and Techniques

34 Project Management Tools and Techniques
SWOT analysis diagram Cause and effect diagram

A Stakeholder Definition
35
 Is individuals and organizations
who are actively involved in
the project, or
 whose interests may be
positively or negatively
affected as a result of project
execution or successful project
completion
 These stakeholders help the
project management team to
complete the project
successfully.

Project Management, Dr. Asmaa Ahmed Soliman Source: (Project Management Institute (PMI®), 1996)
36
A Stakeholder Definition (Continued)
Internal stakeholders are within the External stakeholders are outside the
organization for example: organization for example:
1. A sponsor 1. An external customer or client (if
2. An internal customer or client (if the project is a result of a contract)
the project is for an internal need 2. A supplier
of an organization) 3. Subcontractors
3. A project team 4. The government
4. A program manager 5. Local authorities
5. A portfolio manager 6. Local communities
6. Management 7. The media
7. Another group’s manager (e.g.,
functional manager, operational
manager, admin manager, etc.).
Project Management, Dr. Asmaa Ahmed Soliman Source: (Project Management Institute (PMI®), 1996)
Sponsor:
37
 A sponsor is a person or group who provides supplies and support
for the project and is liable for assisting success. He may be
external or internal to the organization.
Customers and Users:
 Customers are the people or organizations who will approve and
manage the project’s product, service, or result.
 Users, as clear from the name, use the product.
Suppliers:
 Traditionally, suppliers might have been considered
to be organizations contracted to provide physical
supplies such as goods, materials, labors, and so on,

38 Stakeholder Engagement process
1. Identify Stakeholders
2. Assess needs
3. Define actions
4. Establish communication channels
5. Gather feedback
6. Monitor and review

39 The Challenge of Project Manager
 The Project Manager
1. Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration
to the project team.
• Is responsible for performance and success of the project.
2. Must induce the right people at the right time to address the right
issues and make the right decisions.
40 Process
A process is defined by cycles. Also it has a beginning,
middle, and end; however, this cycle repeats itself over an
average period of time.
Allowing you to control results, and improve task time and
cycle time
Getting a clear understanding of what each team member
is doing

41
Similarity between Projects and Processes
There is a Clear Similarity between Projects and Processes
Both projects and processes carried out by individuals.
Both are subject to restrictions including resources, schedule,
risks and others.
Both are planned, implemented and controlled.
Both are designed to achieve organizational and/or strategic
objectives

42 Key Differences between Projects and Processes
The project ends at some point, while process continue
along the life of the product.
The project may contain unpredictable elements, while
process elements are predictable and replicable.

43 An Overview of Project Management

44


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Higher Technological Institute (HTI), Mechanical Engineering

10th of Ramadan City Department

Higher Technological Institute (HTI), 10th of Ramadan City.

A defined goal A defined beginning

Specific tasks to Resources being

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

 Getting a new or modified data system

 Running a campaign for political office

6  Improving a business process

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

According to the Source of Capital:

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.

Higher Technological Institute (HTI), 10th of Ramadan City.