PM - EYouth Training

Professional
Project Manager
Kick-start Your
Project Management Career
By: Mohamed AboElEnin Rabee

Workshop Outline
1. What is a Project?
2. What is Project Management?
3. Why to be a Project Manager?
4. Project Managers' Skill Set
5. Project Management Career Path
6. Project Management Domains and Knowledge Areas
7. Agile Project Management
What is a Project?
Project Not a Project
Vote by a Reaction
Project ✋
Not a Project 😆
Project Definition
A temporary endeavor to create

a unique product, service, or result
PMI, PMBOK 6th
Vote by a Reaction
Project ✋
Not a Project 😆
Project Definition
A temporary endeavor to create

a unique product, service, or result
PMI, PMBOK 6th
Products, Services, and Results
Product Service Result
Bridge Mobile Apps Transportation Sys.

Entertainment Event
Bridge Mobile Apps Transportation Sys
Entertainment Event
Market Share
Entertainment Market Share

Car
Car Entertainment Market Share

ISO Certification
ISO Certification
Surveillance System
Surveillance System Compliance & Security

Robot Manufacturing
Robot Manufacturing Surveillance System Compliance & Security

Projects Types
Internal Projects B2B Projects B2C Projects

Project Vs. Operations Management
Project Vs. Operations Management
Project Management Operations Management
Job Nature Temporary Project Duties Day-to-day Activities
Output Unique Repetitive
Termination Upon Project Objectives Achievement On-going

Project Vs. Product Management
Project Vs. Product Management
Project Management Product Management
Focus Delivery and Project Deliverables Strategy and Product Roadmap
Planning Work Breakdown Structure Research and Development
Concern Completion Growth
Main Tasks Resources Coordination Product-Market Fit

Entrepreneur Vs. Project Manager
Entrepreneur Vs. Project Manager
Project Manager Entrepreneur
Focus Makes the vision into reality Sets the vision
Planning Short-term deliverables Long-term future goals
Concern Implementation Discovery

What is Project Management?
What is Project Management?
Resources Coordination For Business Benefits Realization

Job Nature
• CEO of Your Project

• Self-directed
• Data-oriented
• Stakeholders Engagement & Satisfaction
Daily Duties
• Monitor Progress
• Quality & Satisfaction
• Develop Team
• Budget Planning
• Schedule Planning
• Manage Issues & Risks
• Reporting & Documentation
• Resources Planning
How is Projects Success Measured?
Achieving the project deliverables with target quality, on

schedule, and within budget
pe
Co
Sco
Quality
st
Schedule
Work Breakdown Structure (WBS)
• In agile management, it’s called “Backlog”
• Creating WBS: The process of subdividing project deliverables
and project work into smaller, more manageable components.
Project Deliverable WBS (Manageable Components)

Why to be a
Project Manager?
Why to be a Project Manager?
All Businesses Need Project Management

Remote Work And International Exposure

Make A Difference
CEO Of Your Project, With Less Responsibility

Well-paid Job
Project Managers’ Skills
Project Managers’ Domains
Process People
Business
Environment
Business Env.
8%
Process
People 50%
42%
Typical Career Path
PMO
Portfolio Manager
Program Manager
Senior Manager
Project PM
Associate Manager
PMO/ PM
Coordinator
Learning Resources
• Books:
• The Projecteer
Project Management
Body of Knowledge (PMBOK)
• LinkedIn Learning Path
• Google Professional Certificates

Project Manager’s Talent Triangle
No specific specializations
required; all backgrounds are
welcome.
A project managers is someone

with diversified skills and rich
knowledge in different domains.
Power Skills (Leadership)
Project Manager’s Skills
Projects are done People management

by people and for is harder than tasks
people. management.
Comfortable Life is already hard,

workplaces let’s try to make it a
increase little easier on each
productivity. other.
• Team Building and Development

(forming, storming, norming, performing)
• Work-life Balance
• Communications
(daily face-to-face comm. for updates and clarification)
• Stakeholders’ Management
(the target of projects is customers satisfaction)
• Conflict resolution
(human nature, problem solving techniques -> collaboration, compromising,
smoothing, forcing, withdrawal)
• Team coaching and motivation
(assessment and appraisal, intrinsic motivation, human interaction)
Business Acumen (Strategic & Business Management)
Business Acumen (Strategic & Business Management)
• Subject matter expertise

• Industry awareness
• Benchmarking and market surveying
• How different departments work
Ways of Working (Technical Project Management)
Ways of Working (Technical Project Management)
• The Project Management Body of Knowledge (PMBoK) stated

that projects life cycles are consisted of
5 Process Groups and 10 Knowledge Areas

Project Management Knowledge Areas
Project Management Process Groups
Project Management Life Cycle
• Scope Definition (Requirements Gathering)
• Analysis & Planning
• Execution & Implementation
• Monitoring & Control (Testing)
• Delivery & Closure
Initiating
Planning
Executing
Monitoring &
Controlling
Closing
Initiating
This phase takes care of:
• Defining the project & its objectives; scope & deliverables
• Project stakeholders identification
Project Charter
Planning
Proper Planning Prevents Poor Project Performance

• Defining & refining project objectives and deliverables in details
• Explaining the scope, exclusions, and constraints
• Work Breakdown Structure (WBS) development
Work Breakdown Structure (WBS)
• In agile management, it’s called “Backlog”
• Creating WBS: The process of subdividing project deliverables
and project work into smaller, more manageable components.
Project Deliverable WBS (Manageable Components)

Planning
Planning includes:
• Estimating needed resources and budget
• Determining needed procurements
• Tasks scheduling
• Potential risks and opportunities identification
• Planning quality assurance and control
Executing
• Project plan implementation
• Resources coordination and team development
• Stakeholders engagement management
• Quality management and process improvement
• Lessons learnt documentation
Monitoring & Controlling
• Project progress review
• Project control; measurement against plans
• Needed corrective and preventive actions
Closing
• Project deliverables submission
• Project documents archiving (templates, lessons learnt, reports,
…)
• Conflicts and contracts settlement

Scope Management
Scope Management
• Project Charter
• Stakeholders Register
• Work Breakdown Structure
Schedule Management
Schedule Management
• Define Activities
Define Activities
• Divide the project scope
and project deliverables
into smaller, more
manageable parts.
• Involve team members in
the decomposition; this
leads to accurate results
and ownership.
Schedule Management
• Sequence Activities
Sequence Activities
The process of identifying and documenting relationships among

the project activities.
Sequence Activities
Every activity, except the first and last, should be connected to at
least one predecessor and at least one successor activity with an
logical relationship.
Sequence Activities
It may be necessary to use lead or lag time between activities to
support a realistic and achievable project schedule.
Sequence Activities
Logical Relationship Types
Most common
Finishing Activities Handover Activities
Starting a new
shift
Too rare
Sequence Activities
Dependency Determination and Integration
Mandatory Dependencies
• Sometimes referred to as hard logic or hard dependencies.
• legally or contractually required
Discretionary Dependencies
• Also referred to as soft logic
• Based on knowledge of best practices
Sequence Activities
Dependency Determination and Integration
External Dependencies
• A relationship between project activities and non-project activities
• Usually outside of the project team’s control
Internal Dependencies
• Relationship between project activities
• Generally inside the project team’s control
Sequence Activities
Activities Network Diagram
Alternatives
Analysis
Schedule Crashing
Fast Tracking
Schedule Management
• Sequence Activities
• Estimate Activity Durations
Estimate Activity Durations
• Resource Calendars: availability of specific resources
• Resource Requirements: estimated activity resource
requirements will influence the duration of the activity.
Analogous Estimating
• Estimating the duration or cost of an activity using historical data
from a similar activity from a previous, similar project
• Used when there is a limited amount of detailed information
about the project
• Less costly and less time-consuming than other techniques, and
also less accurate.
• The project team members preparing the estimates should have
the needed expertise.
Parametric Estimating
• An algorithm used for calculations based on historical data and
project parameters, it uses a statistical relationship between
historical data and other variables.
• Durations can be quantitatively determined by multiplying the
quantity of work to be performed by the number of labor hours
per unit of work.
• This technique can produce higher levels of accuracy.
Three-point Estimating
A technique that uses the weighted averages of three estimates:
• O : Optimistic Duration - Best-case Scenario
• P : Pessimistic Duration - Worst-case Scenario
• M : Most Likely Duration - Most Occasion Scenario

Three-point Estimating
Triangular Distribution
May also be called PERT

Duration Estimates & Basis Of Estimates
Supporting documentation to provide a clear and complete understanding of
how the duration estimate was derived
This may include:
– Documentation of the basis of the estimate (i.e., how it was developed)
– Documentation of all assumptions made
– Documentation of any known constraints
– Indication of the range of possible estimates (e.g., ±10%) to indicate that the
duration is estimated between a range of values
– Indication of the confidence level of the final estimate
– Documentation of individual project risks influencing this estimate
Develop Schedule
Critical Path Method (CPM)
Used to estimate the minimum project duration and determine the amount of
schedule flexibility on the logical network paths within the schedule
Develop Schedule
Develop Schedule
Develop Schedule
Schedule Compression
Cost Management
Cost Management
• Estimate Costs
Cost Management
Cost of Quality
Cost Management
• Estimate Costs
• Earned Value Management
Control Cost
Earned Value Analysis
• A project management technique for technique to measure project
performance and progress
• Compares the performance measurement baseline to the actual
schedule and cost performance
• EVM integrates the scope, schedule, and cost baselines to form the
performance measurement baseline.
Control Cost
• Used to determine the status of the project:
–Schedule: Ahead Of / On / Behind Schedule
–Cost: Under / On / Over Budget
Main Terms:
PV Planned Value (planned)
EV Earned Value (actual)
AC Actual Cost (actual)
Control Cost
Project Performance Index
Schedule Performance Index
SPI = EV / PV
Behind Schedule On Schedule Ahead of Schedule

When SPI < 1 When SPI = 1 When SPI > 1
Control Cost
Project Performance Index
Cost Performance Index
CPI = EV / AC
Over Budget On Budget Under Budget

When CPI < 1 When CPI = 1 When CPI > 1
Control Cost
In a construction project, the EVM shows that the SPI is 1.2 and CPI is 0.8. This
project is:
A- Ahead of schedule and under budget
B- Behind schedule and under budget
C- Ahead of schedule and over budget
D- Behind schedule and over budget

Control Cost
In a construction project, the EVM shows that the SPI is 1.2 and CPI is 0.8. This
project is:
A- Ahead of schedule and under budget
B- Behind schedule and under budget
C- Ahead of schedule and over budget
D- Behind schedule and over budget

Work Breakdown Structure
Quality Management
Quality Management
• Quality
As a delivered performance or result is “the degree to which a set of inherent

characteristics fulfill requirements.
• Grade
As a design intent is a category assigned to deliverables having the same

functional use but different technical characteristics.
Quality Management
Quality Management
• Precession
Values of repeated measurements have little scatter.
• Accuracy
Values are very close to the true.

Quality Management
Data Gathering Techniques
– Benchmarking
Involves comparing actual or planned project practices or the project’s quality
standards to those of comparable projects to identify best practices, generate
ideas for improvement, and provide a basis for measuring performance.
Quality Management
Root Cause Analysis
– To determine the basic underlying reason that causes a variance, defect, or risk
– Used as a technique for identifying root causes of a problem and solving them so that
the problem does not recur
Quality Management
Data Representation
Affinity diagrams
– Organize potential causes of defects into groups, showing areas that should be focused
on the most.
Quality Management
Data Representation
Cause-and-effect Diagrams
– Aka fishbone diagrams, or Ishikawa diagrams

Quality Management
Quality Management
Problem Solving
1. Defining the problem
2. Identifying the root-cause
3. Generating possible solutions
4. Choosing the best solution
5. Implementing the solution
6. Verifying solution effectiveness

Risk Management
Risk Management
Risk management is to increase the probability and/or impact of positive risks and
to decrease the probability and/or impact of negative risks, in order to
optimize the chances of project success.
Risk Management
Risk Issue
May or may not occur Occurred already
Guessed and Anticipated Realized
Needs prevention and mitigation steps Needs resolution and corrective steps
Can be +ve or -ve Always -ve

Risk Management
Identify Risks
SWOT Analysis
Examines the project from each of the

strengths, weaknesses, opportunities, and
threats.
Plan Risk Responses
Strategies for Threats
Escalate
– Are usually escalated to the level that is affected if the threat occurred
– Are not monitored further by the project team after an escalation
Plan Risk Responses
Avoid
– It generally calls for altering the project management plan, like you make changes in
scope or design or even in the implementation plan
– Risks identified at an early stage can be avoided by improving communication or
acquiring skills.
– Eliminates the probability of risk events
– Implemented in critical risks which have a substantial impact on the viability of complete
project.
– The idea is to try to avoid as many critical risks as possible.
Plan Risk Responses
Mitigate
– Reduces the probability and/or impact of a threat to bring it within the acceptable
threshold limits
– A hands-on approach to lower the criticality of risk
– Normally involves modifying the project management plan, like adding activities in
project schedule or adding scope of the project
– It does not remove risk from the risk register, instead brings down the criticality level of
the given risk.
Plan Risk Responses
Transfer
– The responsibility of the risk gets transferred to another party. This however does not
eliminate the risk.
– Requires paying a risk premium as another party is managing the risk.
– Involves tools like insurance, performance bonds, warranties, guarantees, etc.
– You may identify secondary risks while doing the transfer. For example, transfer of the
risk involves guarantees and you may identify new risk, what if vendor violates the terms
of the guarantee.
Plan Risk Responses
Accept
– Adopted for non critical risks since it is not feasible or cost-effective to avoid, mitigate or
transfer all risk.
– The identified risk remains in risk register and there is no change in its risk exposure.
– Passive Acceptance; project team decide to take care of risks as they occur.
– Active Acceptance; the team establishes the contingency reserve, including amounts of
time, money, or resources to handle the risks as it occur.
Plan Risk Responses
Strategies for Opportunities
Escalate: Escalate the risk to your seniors because you do not have the authority to execute
steps of risk response strategies.
Exploit: Explore strategies to make sure risk happens for sure.
Share: Make a partnership to realize risk as you feel you cannot execute it alone.
Enhance: You are not 100% sure of risk realization so you explore strategies to increase its
probability.
Accept: You choose not to take any actions to realize risks, but you monitor it if it becomes
important to get risk response strategies.
Resources Management
Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project. These processes help
ensure that the right resources will be available to the project manager and project team
at the right time and place.
• The project manager should invest suitable effort in acquiring, managing, motivating, and
empowering the project team.
• The involvement of all team members in project planning and decision making is
beneficial.
• The project manager is responsible for the team formation as an effective group.
• Organizations should have a database on resource demands, now and in the future
Points to Consider
• Emotional intelligence (EI)
• Self-organizing teams
• Virtual teams/distributed teams
• Diversity
The project manager should be aware of:
• Team Environment
• Geographical Locations Of Team Members
• Communications Among Stakeholders
• Internal And External Politics
• Cultural Issues
Develop Team
Definition:
The process of improving competencies, team member interaction, and the

overall team environment to enhance project performance. The objectives of
this are:
– Improving team knowledge and skills

– Improving feelings of trust & agreement
– Creating a dynamic & collaborative team
– Empowering the team to participate in decision making
Develop Team
Project managers require the skills to identify, build, maintain, motivate, lead, and
inspire project teams to achieve high team performance and to meet the project’s
objectives.
Teamwork is a critical factor for project success.
Developing effective project teams is one of the primary responsibilities of the

project manager.
Project managers should create an environment that facilitates teamwork and

continually motivates the team by providing challenges and opportunities, providing
timely feedback and support as needed, and recognizing and rewarding good
performance.
Develop Team
High team performance can be achieved by employing these behaviors:
• Using open and effective communication
• Creating team-building opportunities
• Developing trust among team members,
• Managing conflicts in a constructive manner
• Encouraging collaborative problem solving
• Encouraging collaborative decision making
Develop Team
Tuckman Ladder Model
Adjourning
Performing
Norming
Storming
Forming
Communication Management
• Project managers spend ~90% from their time in communication.
• Communication activities have many dimensions:

– Internal or External
– Verbal or Nonverbal
– Formal or Informal
• Stakeholders must be always considered in all project communications.

We need to ensure that messages are well-delivered.

Meeting Management
• Prepare and distribute meeting agenda
• Ensure the meetings start and finish at the published time
• Ensure the appropriate participants are invited and attend
• Stay on topic
• Manage expectations and issues
• Record all actions
Stakeholder Engagement Assessment Matrix

Stakeholders Engagement Management
Categorizing stakeholders using various methods to assist the
team in building relationships with the identified stakeholders.

Agile Project Management Approach
174
Project Management Approaches
Waterfall Agile
What is Agile Management?
Agile is an iterative and incremental
time-boxed approach in management.

Iterative: due to the VUCA situation:
V U C A
Volatility Uncertainty Complexity Ambiguity
Incremental:
Learn by going forward
Break down big blocks into shippable chunks

Time-boxed:
Designed to minimize the effects of Parkinson’s Law

and Student Syndrome.
Approach:
Agile is a philosophy, Agility is a mindset.

What is Agile Mindset?
• Recognize, accept, and respond to change
• Fast and continuous value delivery
• Collaboration (internal & external)
• Respect
Agile Manifesto
Agile Manifesto
Lean and Agile concepts are on the surface since 1950.
Several frameworks existed before the Manifesto, like:

• Kanban
• Adaptive Software Development (ASD)
• Crystal Clear
• Scrum
• Dynamic System Development Method (DSDM)
• Feature-Driven Development (FDD)
• Extreme Programing (XP)
Agile Manifesto
All methodologies shared the ideas of:
• Lightweight documentation
• Close collaboration between the development and business
teams
• People-oriented practices
• Frequent delivery of valuable software to business
Agile Manifesto
Value # 1
Individuals and Interactions

Over
Processes and Tools

Agile Manifesto
Value # 2
Working Software
Over
Comprehensive Documentation
Agile Manifesto
Value # 3
Customer Collaboration
Over
Contract Negotiation
Team Users
Agile Manifesto
Value # 4
Responding to Change
Over
Following a Plan
Agile Manifesto Principles
Customer Welcome Frequent

Collaboration
Satisfaction Change Delivery
Team Trust & Face-to-Face Working Sustainable

Motivation Interaction Software Pace
Technical Self-Organized Regular

Simplicity
Excellence Teams Reflections
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
• Most important principle and stakeholder
• Customers need results, show them results ASAP
• Fail fast
• Corrective actions and changes are executed early to ensure the cost of
change is less
• Working on the most important parts first

Collaboration


Simplicity
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
• Build the work on flexibility
• The market is very dynamic and competitive

Collaboration


Simplicity
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
• Add value to customer
• Receive feedback
• Accept changes
• Student Syndrome / Parkinson’s Law
• Nobody can delay the work; it’d be obvious they are lazy!

Collaboration


Simplicity
4. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
• Sustainable pace
• Time-boxed, short deadlines
• Work-life balance; avoid turnover and its time wasted

Collaboration


Simplicity
5. Business people and developers must work together daily
throughout the project.
• Developers can produce better work as needed
• They will understand the business benefits
• Business people will learn more about the solutions

Collaboration


Simplicity
6. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
• Projects are done by people and for people
• Self-organized team
• People in knowledge-work businesses require freedom to make
decisions and be creative, to be comfortable to make mistakes and try
new stuff
• Micro-management Vs. Servant Leadership

Collaboration


Simplicity
7. The best architectures, requirements, and designs emerge from
self-organizing teams.
• Emerge; no heavy planning ahead
• Knowledge-based/creative industry needs motivation and trust
• Cross-functional

Collaboration


Simplicity
8. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
• Lessons learnt are applied within the same project
• Retrospectives at the end of each iteration

Collaboration


Simplicity
9. The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
• Quick and clear answers
• Osmotic communication ‫ اﻟﻤﻘﺼﻮد‬z{‫ﻏ‬v‫اﻟﻨﺎﻓﺬ‬v t
u ‫اﻟﺘﻮاﺻﻞ اﻟﺘﻨﺎﺿ‬
• Co-location
• Fishbowl windows and remote pairing

Collaboration


Simplicity
10. Working software is the primary measure of progress.
• Documentation is nothing without working software!
• Get feedback regularly, from clients, end users, and all concerned
stakeholders

Collaboration


Simplicity
11. Continuous attention to technical excellence and good design
enhances agility.
• Editable architecture to accommodate change
• Start with the change in mind!
• Avoid technical debt …u † ‫اﻟﺪﻳﻦ اﻟﺘﻘ‬
• Follow design patterns ‫ﻢ‬Š‫ أﻧﻤﺎط اﻟﺘﺼﻤ‬to avoid wasting time
12. Simplicity--the art of maximizing the amount of work not done--
is essential.
• Simple software, features, architecture, and procedures
• Refactoring ‫ﺔ‬Š‫ﻣﺠ‬z”‫ﻤﺎت اﻟ‬Š‫إﻋﺎدة ﺑﻨﺎء اﻟﺘﻌﻠ‬
Is Waterfall Really Bad?!
• There is no shame in saying “I’m using waterfall”!
• Approaches are chosen as per projects natures, which are
unique by definition.
• SCOPE clarity is the main differentiator.

• Hybrid models can be applied too.
Scrum Framework
Scrum Framework
• Frameworks are tools; use the appropriate tool to solve the right problem in the
suitable context
• Customizations and tailoring for companies nature
• Scrum is a time-boxed agile framework
• +70% of the companies adopting agile are applying scrum. Companies include Google,
Apple, Microsoft, IBM, Siemens and others.
Scrum Framework
Scrum Framework
Main Characteristics of Scrum
• Progress is made through sprints

• Self organizing teams
• Inspection and adaptation
Product Owner
• Client advocate
• Responsible for the product backlog
• Prioritizes backlog items features
Product Owner
• Features may have one or more user stories

Scrum Master
• Servant leader
• Emphasizes agile values and principles
• Removes impediments
• Coaches the team to be self organizing
• Protects the team from external interference

Servant Leadership Responsibilities
“We lead teams by standing behind them”
The value of project managers is not in their position, but in their ability to make everyone
else better.
• Servant leadership emphasizes shifts from “managing coordination” to “facilitating

collaboration”.
• Create a team that is cross-functional and 100% dedicated to one team.

• Facilitate collaboration
• Remove organizational impediments and bottlenecks
• Educate stakeholders around why and how to be agile
• Support the team through mentoring and encouragement
• Help the team with technical project management activities
• Celebrate team successes
• Bridge building activities with external groups.
• Unlocker
• Change agent
• Mentor
• Coach
Development Team
• 5 - 9 people
• Cross-functional / generalists (I-Shaped Vs. T-Shaped)
• Co-located in a war-room
• Self-organized
Sprint Backlog
• Developed during the spring planning meeting (2 - 4 hours)
• Has the planned tasks for the sprint
• Responsibility of the team
• Tasks status is updated daily
• Story points sizes, estimation, and teams’ velocity vary

Sprint Backlog
Sprint
• 1 - 4 weeks long, constant duration

• No requirements change during the sprint
• Earned value in agile is based on finished features
Daily Standup
• aka Daily Scrum
• 10 - 15 minutes max
• Defined time and place everyday
• Can be run by anybody on the team
• Not made for problem solving, use a parking lot
• Each team member answers three main questions:
• What did you do yesterday?
• What will you do today?
• Is there anything blocking/delaying you?
Sprint Review
• Demo for potentially shippable product increment
• Product owner and team attend to ensure the “DOD”
• Definition of Done is agreed upon in details in planning. It includes functional and
non-functional requirements (acceptance criteria).
• Other stakeholders may attend as per need.

• Any new tasks are added and prioritized in the backlog.
• Typically 30 - 60 mins
Sprint Retrospective
• Mainly meant for the scrum master and development team
• The product owner and other stakeholders may attend.
• Typically takes 1 - 2 hours
• Does not have to happen after sprints, can be done any time to solve any problems
• Capture no more than three items to improve at each retrospective.
• Spikes; timeboxed research or experiments activities

How to be agile?
Understand the manifesto.
Read about the “Agile Manifesto for Personal Life”.
Reflect & implement in your current job.

Project Management Tools
• JIRA
• ClickUp
• Asana
• Notion
• Microsoft Project
Questions?
Thank You

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Professional

By: Mohamed AboElEnin Rabee

A temporary endeavor to create

A temporary endeavor to create

Bridge Mobile Apps Transportation Sys.

Bridge Mobile Apps Transportation Sys

Bridge Mobile Apps Transportation Sys

Entertainment Market Share

Bridge Mobile Apps Transportation Sys

Car Entertainment Market Share

Bridge Mobile Apps Transportation Sys

Car Entertainment Market Share

Bridge Mobile Apps Transportation Sys

Car Entertainment Market Share

Surveillance System Compliance & Security

Bridge Mobile Apps Transportation Sys

Car Entertainment Market Share

Robot Manufacturing Surveillance System Compliance & Security

Internal Projects B2B Projects B2C Projects

Project Management Operations Management

Job Nature Temporary Project Duties Day-to-day Activities

Output Unique Repetitive

Termination Upon Project Objectives Achievement On-going

Project Management Product Management

Focus Delivery and Project Deliverables Strategy and Product Roadmap

Planning Work Breakdown Structure Research and Development

Concern Completion Growth

Main Tasks Resources Coordination Product-Market Fit

Project Manager Entrepreneur

Focus Makes the vision into reality Sets the vision

Planning Short-term deliverables Long-term future goals

Concern Implementation Discovery

Resources Coordination For Business Benefits Realization

• CEO of Your Project

Achieving the project deliverables with target quality, on

Project Deliverable WBS (Manageable Components)

All Businesses Need Project Management

Remote Work And International Exposure

CEO Of Your Project, With Less Responsibility

• LinkedIn Learning Path

• Google Professional Certificates

A project managers is someone

Projects are done People management

Comfortable Life is already hard,

• Team Building and Development

• Subject matter expertise

• The Project Management Body of Knowledge (PMBoK) stated

5 Process Groups and 10 Knowledge Areas

Proper Planning Prevents Poor Project Performance

This phase takes care of:

Project Deliverable WBS (Manageable Components)

• Conflicts and contracts settlement

The process of identifying and documenting relationships among

Finishing Activities Handover Activities

A technique that uses the weighted averages of three estimates:

• O : Optimistic Duration - Best-case Scenario

• P : Pessimistic Duration - Worst-case Scenario

• M : Most Likely Duration - Most Occasion Scenario

May also be called PERT

Project Performance Index

Schedule Performance Index

Behind Schedule On Schedule Ahead of Schedule

Project Performance Index

Cost Performance Index