Introduction to

Project
Management

As per PMP 2021

Course Agenda
• Plan and Manage Project Framework

• Introduction to Agile Project Management

• Life-Cycle Selection (Waterfall / Agile)

• Creating Agile Environment

• People Skills

• Agile Teams

• SCRUM
Course Agenda – cont.
• Delivering in an Agile Environment
• Charter the Project and the Team
• Agile Project Challenges

• Organizational Consideration for Agility

• Organizational Change Management
• Organizational Culture
• Procurement and Contracts
• Agile and the PMO
• Organizational Structure

• Additional Agile Methods

 Project
Framework
What is a Project?
A Project is a temporary endeavor undertaken to create a unique product, service, or result

• Temporary endeavor
• Every project has a definite beginning and a definite end. Not necessarily short duration.

• Undertaken to create a unique product, service or result

• A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a
component item.
• A capability to perform a service, such as business functions supporting production or distribution.
• A result, such as outcomes or document.

• Progressively Elaborated (Agile)

• Distinguishing characteristics of each unique project will be progressively detailed as the project is
better understood.
Why the Project is Started?
• Meet legal or social requirements

• Satisfy stakeholder requests

• Implement or change business or technological strategy

• Create improve or fix products, processes or services:

• New Building.
• Developing a new product.
• Restructuring of an organization.
• Publication of a book.
• Olympic games.
When the Project is closed?

• 1- When we reach the final deliverable.

• 2- If the project is cancelled:

• The objectives will not or cannot be met.
• Funding is exhausted.
• The need for the project no longer exists
• Terminated for legal cause or convenience.
 • Operations management is concerned with the ongoing production of goods and/or
services.

• Projects drive change: the project moves an organization

from one state to another.

• Projects enable business value creation By create benefits

to Organization.
• Business value: the net quantifiable benefit derived from a
business endeavor.
• Benefits may be tangible or intangible or both
 Project Management
“Project Management” is the application of knowledge, skills, tools and techniques to project
activities to meet the project requirements.

“Project Manager” is the person assigned by the performing organization to achieve the project
objective.”

• Managing a project includes

• Identifying requirements
• Adapting the specifications, plans, and approach to the different concerns and expectations of the
stakeholders

• Methodology is a system of practices, techniques, procedures, and rules used by those who work
in a discipline which project manager apply in their management.
Project & Programs & Portfolio
Project & Programs & Portfolio
• Portfolio:
- Centralized management of one or more portfolios to achieve strategic objectives

- Focuses on doing the “right” programs and projects which may not necessarily be interdependent or
directly related.

• Program:
- group of related projects, subsidiary programs, and program activities managed in a coordinated
manner to obtain benefits not available from managing them individually.
- Programs are not large projects. A very large project may be referred to as a megaproject.
- Program and project management focus on doing programs and projects the “right” way.
Organizational Project Management (OPM):

• framework in which portfolio, programs, and project management are

integrated to achieve strategic objectives.

• And to ensure that the organization undertakes the right projects and allocates
critical resources appropriately and ensure that all levels in the organization
understand the strategic vision.
Project Life Cycle
• Project life cycle is the series of phases that a project passes through.
• It provides the basic framework for managing the project.
• The phases may be sequential, iterative, or overlapping.

• Within a project life cycle, there are generally one or more phases that are associated with the
development of the product, service, or result; These are called a development life cycle
• Development life cycle can be(predictive, iterative, incremental, adaptive, or a hybrid model).
Project Life Cycle
• Predictive life cycle (Waterfall): the project scope, time, and cost are determined in the early phases of the life

• Adaptive/Agile life cycles are iterative and incremental. The detailed scope is defined and approved before the
start of an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.

• Iterative life cycle: project scope is generally determined early in the project life cycle, but time and
cost estimates are routinely modified
• Incremental life cycle deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame and it’s considered complete only after the final
iteration

• Hybrid combination of a predictive and an adaptive. Those elements of the project that are well known or have
fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow
an adaptive development life cycle
Product Life Cycle
• Product life cycle is the series of phases that represent the evolution of a product, from
concept through delivery, growth, maturity, and to retirement.

• Project Phase: Collection of logically related project activities that culminates in the
completion of one or more deliverables.

• Phase gate:(phase review, stage gate, kill point, and phase entrance or phase exit).
Agile vs Waterfall
• Agile is an incremental and iterative approach; Waterfall is a linear and sequential
approach.

• Agile separates a project into sprints; Waterfall divides a project into phases.
• Agile helps complete many small projects; Waterfall helps complete one single project
Tailoring
Processes as in PMBOK
• Based on Plan-do-check-act cycle (as defined by Shewhart and modified by Deming)
• The application of the project management processes to a project is iterative and many
processes are repeated and revised during the Project.
Business Documents
Business Case
• Business case is a documented economic feasibility study used to establish the validity of the
benefits of a selected component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities

• It lists the objectives and reasons for project initiation.

• It helps measure the project success at the end of the project against the project objectives

• The business case may be used before the project initiation and may result in a go/no-go decision
for the project.

• A business case may include (Business Needs, Evaluation, Analysis of the situation (Required,
Desired, Optional))
Business Case
• Sponsor is accountable for the development and maintenance of the business case.

• The project manager is responsible for providing recommendations and oversight.

• The project manager does not update or modify the business documents since they are
not project documents; however, the project manager may make recommendations.

• In some organizations, the business case and benefits management plan are maintained
at the program level.
Benefits Management Plan
• Describes how and when the benefits of the project will be delivered and how to measure them.

• Development and maintenance of the project benefits management plan is an iterative activity

• Development of the benefits management plan begins early in the project life cycle with the
definition of the target benefits to be realized and it may include (Target benefits, Strategic
alignment, Timeframe for realizing benefits, benefits owner, metrics, assumptions, risks)

• Developing the benefits management plan makes use of the data and information documented in
the business case and needs assessment.
Project Charter & Project Management Plan
• Project Charter: document that formally authorizes the existence of a project and
provides the project manager with the authority to apply organizational resources to
project activities.

• Project manager is identified and assigned as early in the project as is feasible, preferably
while the project charter is being developed and always prior to the start of planning.

• The project charter can be developed by the sponsor or the project manager in
collaboration with the initiating entity; but it is not considered to be a contract.

• Project Management Plan: The document that describes how the project will be
executed, monitored, and controlled.
Questions?
Day 1 Questions
A project is:
A. A set of sequential activities performed in a process or system.
B. A revenue-generating activity that needs to be accomplished while achieving
customer satisfaction.
C. An ongoing endeavor undertaken to meet customer or market requirements.
D. A temporary endeavor undertaken to create a unique product, service, or
result.
A project is:
A. A set of sequential activities performed in a process or system.
B. A revenue-generating activity that needs to be accomplished while achieving
customer satisfaction.
C. An ongoing endeavor undertaken to meet customer or market requirements.
D. A temporary endeavor undertaken to create a unique product, service, or
result.
• Project management is:
A. The integration of the critical path method and the Earned Value
Management system.
B. The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
C. The application of knowledge, skills, wisdom, science, and art to
organizational activities to achieve operational excellence.
D. A subset of most engineering and other technical disciplines.
• Project management is:
A. The integration of the critical path method and the Earned Value
Management system.
B. The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
C. The application of knowledge, skills, wisdom, science, and art to
organizational activities to achieve operational excellence.
D. A subset of most engineering and other technical disciplines.
• Portfolio management refers to:
A. Managing various contents of the project file.
B. Managing the levels of the levels of financial authority to facilitate project
decision making
C. The centralized management of one or more portfolios to achieve strategic
objectives.
D. Applying resource leveling heuristics across all the organization’s strategic
objectives.
• Portfolio management refers to:
A. Managing various contents of the project file.
B. Managing the levels of the levels of financial authority to facilitate project
decision making
C. The centralized management of one or more portfolios to achieve strategic
objectives.
D. Applying resource leveling heuristics across all the organization’s strategic
objectives.
• A program is a:
A. Group of related tasks lasting one year or less.
B. Group of related projects, subsidiary programs, and program activities
managed in a coordinated manner.
C. Large projects with significant cost and resource requirements.
D. Sequence of activities constituting a major project.
• A program is a:
A. Group of related tasks lasting one year or less.
B. Group of related projects, subsidiary programs, and program activities
managed in a coordinated manner.
C. Large projects with significant cost and resource requirements.
D. Sequence of activities constituting a major project.
• All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing endeavors that produce repetitive outputs, with resources
assigned to do basically the same set of tasks according to the standards
institutionalized in a product life cycle, whereas projects are temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations
require business process management, operations management activities, and skill
sets.
C. Projects can intersect with operations at various points during the product life cycle.
At each point, deliverables and knowledge are transferred between the project and
operations for implementation of the delivered work.
D. Because of their temporary nature, projects cannot help achieve an organization’s
long-term goals. Therefore, strategic activities in the organization can be generally
• All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing endeavors that produce repetitive outputs, with resources
assigned to do basically the same set of tasks according to the standards
institutionalized in a product life cycle, whereas projects are temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations
require business process management, operations management activities, and skill
sets.
C. Projects can intersect with operations at various points during the product life cycle.
At each point, deliverables and knowledge are transferred between the project and
operations for implementation of the delivered work.
D. Because of their temporary nature, projects cannot help achieve an organization’s
long-term goals. Therefore, strategic activities in the organization can be generally
• You are managing a project in which you intend to respond to high
levels of change and ongoing stakeholder involvement. The most
suitable project life cycle for your project is the:
• A. Predictive life cycle.
• B. Adaptive life cycle.
• C. Waterfall life cycle.
• D. Configuration management life cycle.
• You are managing a project in which you intend to respond to high
levels of change and ongoing stakeholder involvement. The most
suitable project life cycle for your project is the:
• A. Predictive life cycle.
• B. Adaptive life cycle.
• C. Waterfall life cycle.
• D. Configuration management life cycle.
Amr Elkhodary