Project Management

WEEK 1

Prepared by
Dr. Muhammad Nafea, Ph.D.
[email protected]
 Criteria Grade
Group Project (Max. Three Members) 40%
Mid-Term Exam 20%
Final Exam 40%
Total 100%
 Learning Objectives
1. Projectizing your idea.

2. Plan for the idea till final launch.

3. Applying Project Planning Tools.

4. Monitoring and controlling progress using practical and real-life concepts to

take corrective or preventive actions.

5. How to lead organizational change using project management mindset.

6. Plan, develop, organise project

7. Use tools like Microsoft Project to sucessfully manage your projects.

8. Giving you the theoretical threshold of practice and knowledge on project

management
 Introduction
❑For a given idea or initiative, to be transmitted
from being a dream to the execution phase, we
need a Project Management Mindset.
❑It’s better, effective and efficient to manage this
new idea through the project management than
traditional management concepts.
 Why Do We Need Project
Management?
1. We can’t fight without a team
2. Repeated operations and
functions provide an unreal sense
of urgency.
3. To be able to close any project as
planned. (Before you start
anything, learn how to Finish ☺)
 Why Do We Need Project Management?
The Absence of Project Management Leads to:

❑ Missed deadlines: Unexpected events, or poor time estimations.

❑ Cost overruns

❑ Poor Quality: due to being overdue or cost overruns.

❑ Uncontrolled expansion of work.

❑ Snowball effect: minor cost overruns progressively affect other parts of the project.

❑ Unutilized resources: Some HR are key resources of the project, and the rest are loafers or free riders.

❑ Unsatisfied Stakeholders: they are convinced that we are firefighting only without achieving objectives at the
planned time, costs and quality.

❑ Rework, waste and FAILURE

What is a Project?
 Project Definition Insights
Understanding, work and even problems increase by time

+ve or –ve (being committed to Objectives not Plans i.e

plans could be changed)
• Objectives
• Customers

A project starts by getting the approvals

 Operations vs. Project Work
Ongoing, day-to-day activities Takes place outside the normal,
Operations
to produce goods and services process-oriented world

Project
Use existing systems, Unique and separate from
properties, and capabilities routine, process-driven work

Typically repetitive Continually evolving

A project is a temporary endeavor undertaken to create a unique product or

service.
PMBoK 2008
 Fundamental Elements of A Project

❑Projects aim to transform people and businesses from one status to another better
status.

❑There are a lot of benefits that could be reaped from projects as follows:

Capital Increase Goodwill

Intangible
Tangible

Public Benefits
Monetary Assets
Brand Recognition
 Not Every Project is Called A Project
❑ Project may be managed as a stand-alone project, within a
program, or within a portfolio.
Cairo Monorail Construction A single infrastructure
development project to build a modern monorail
connecting key areas in Cairo and the New
Administrative Capital.

Grand Egyptian Museum (GEM) Development A

specific initiative focused on the construction and
launch of the largest archaeological museum in the
world.

❑ Program is a group of related projects, subsidiary programs

and program activities managed in a coordinated manner to
reap its benefits.
Suez Canal Expansion & Logistics Development A
program including the Suez Canal expansion, the
construction of industrial zones, and development of
surrounding logistics hubs.
 Not Every Project is Called A Project
❑ Portfolio is a set of projects, programs and operations
managed as a group to achieve strategic objectives.
• The new Administrative Capital of Egypt

• NEOM City in Saudi Arabia

New Administrative Capital Development
Portfolio: A portfolio that includes multiple
programs and projects, such as city
infrastructure, residential areas, financial
districts, and transportation networks (e.g., the
electric train, smart governance systems).

Egyptian Railways Modernization Portfolio

Includes multiple projects such as high-speed
trains (e.g., the Siemens high-speed rail), metro
expansions, and railway electrification projects.
Examples for Global Projects?

The Grand Egyptian Museum

(2012 - 2023

Construction 12 March 2012

started
Completed February 2023
Opened 6 February 2023
(limited access)
Cost $1 billion
 Project Life Cycles
Man Hours

Conceptualization Planning Execution Termination

 Project Life Cycles
❑Conceptualization - the development of the initial
goal and technical specifications.
❑Planning – all detailed specifications, schedules,
schematics, and plans are developed (Failing to
Plan is Planning to Fail)
❑Execution – the actual “work” of the project is
performed
❑Termination – project is transferred to the
customer, resources reassigned, project is closed
out.
 Project’s Triple Constrains
How do we deliver the
project at the right
QUALITY with no
change to completion
Date or actual project
Cost?

How do we complete How do we complete

the project within the the project at planned
agreed DATE while COSTS while completing
keeping Costs and the project on Time and
Quality of deliverables delivering the agreed
as planned? Scope?
 The Project Stakeholders
Stakeholders Mangament

1. Expectations

2. Roles & Responsibilities

3. Communication

4. Decision Making

5. Coordination (Work
division and Sequencing)
Project Management Stakeholders
Project Management Stakeholders
 Project Manager Responsibilities
1. Selecting a team
2. Developing project objectives and a plan
for execution
3. Performing risk management activities
4. Cost estimating and budgeting
5. Scheduling
6. Managing resources
Project Manager Skills
Project Charter
❑ Objectives of A Charter

❑ General understanding of a project.

❑ Contract between project sponsor and

stakeholders.

❑ Defines “the why” of the project.

❑ Project benefits and return on investment

❑ Documenting constraints and assumptions.

❑ Clear split between what is in scope and out of

scope.

❑ Authorization to move forward on the project

 Industries Utilizing Project Management
Pharmaceuticals (Vaccine)

Construction
Entertainment Industry
(Film Making)

Transportation Software
Development

Equipment
New Product Management
Installation
(Concept to Shelf)
Furnishing and
Product Manager = Project
Equipping
Manger
Hospitals
Outputs, Outcomes and Benefits
Outputs, Outcomes and Benefits
Output
A deliverable from a project

The objective is to have these outputs generated according to

Scope Budget
Time
 Outputs, Outcomes and Benefits

Outcome
An outcome is the result in operations achieved by
a change after a Transformation period based on
the quality of the projects’ outputs.
Result in operations: outcome is related only to operations

Transformation Period: that’s expected because the change requires a Transformation period

The outputs: the outcome that we seek achieving depend on the quality of the project outputs
 Outputs, Outcomes and Benefits

Benefit
A gain from a change through outputs and
resulted outcomes that contributes
toward achieving the strategic objective.
A gain: a positive improvement perceived by any stakeholder

Outputs and Outcomes: benefits are realised through both outputs and outcomes

Strategic Objectives: which is achieved based on realizing benefits

 Outputs, Outcomes and Benefits

Benefits are the link between the project and

the strategy of organizations.

That’s why defining the relationship between

benefits and strategic objectives.
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Output

????
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Output

Filters installed
in as scheduled
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Output

Filters installed
in as scheduled
Based on the quality of the
output, we get the outcome
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Outcome

Output
???
Filters installed
in as scheduled
Based on the quality of the
output, we get the outcome
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Outcome

Reduced harmful
Output
material entering
Filters installed the car
in as scheduled
Based on the quality of the
output, we get the outcome
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Outcome

Reduced harmful
Output
material entering
Filters installed the car
Based on the achievement of the
in as scheduled outcome, we realise the benefits

Based on the quality of the output,

we get the outcome
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Benefits

Outcome
???
Reduced harmful
Output
material entering
Filters installed the car
Based on the achievement of the
in as scheduled outcome, we realise the benefits

Based on the quality of the output,

we get the outcome
 Outputs, Outcomes and Benefits
Example: Project – Installing Clean Air Filtering system in one of its models.

Benefits

Outcome - Improved image

Reduced harmful - More sales
Output
material entering
Filters installed the car
Based on the achievement of the
in as scheduled outcome, we realise the benefits

Based on the quality of the output,

we get the outcome
 Outputs, Outcomes and Benefits

Think of this principle:

“Start with the end results in minds”

It means that you start thinking of the project, when you are
able to imaging the benefits that you want to realise

Project is all about realizing benefits

 Basic Needs – Must Have -
Unspoken ❑ Basic Needs: Features that lead to dissatisfaction but
can’t increase satisfaction.
More is Better

Nice to Have (Delighters) - ❑ More is Better: The more of these features is met, the
VOC → CCR Unspoken more customers will be satisfied.

Indifferent Quality
❑ Delighter: If these features were absent, they
wouldn’t cause dissatisfaction –as, customers don’t
Reversed Quality know or expect them-. However, if they were present,
they will delight customers.

❑ Indifferent: The customer is indifferent to whether the

feature is present or not.

❑ Reversed: The features caused dissatisfaction.

Figure 1: An example of
the Kano model being
used for a smartphone
(source: https://www.lea
n-bd.de/das-kano-
modell/)
Figure 2: An example of
the Kano model being
used for an airline
(source:
https://management-
beratung.com/wp-
content/uploads/2016/01
/Kundenorientierung_Aus
z%C3%BCge.pdf)
What is a Project Management?
 Project Management Processes

❑Any project management passes by 5 basic processes from the

start to the delivery of the final project deliverables.
❑They could be described as follows:
1. Initiating process (is it feasible to do it? Funding? Approvals?)
2. Planning process (no. of plans depends on the project size)
3. Executing process
4. Monitoring and controlling (Quality, Budget, Time)
5. Closing process
 Project Business Case
Project Business Case: is a documented economic feasibility
study used to establish the validity of the benefits of a
selected component lacking sufficient definition. It includes:

❑ Business needs

❑ Identification of Stakeholders

❑ Identification of the scope (size of the business relative to

the size of the project)

❑ Analysis of the situation

❑ Identification of known risks

❑ Identification of critical success factors.

 Enterprise Environmental Factors (EEF)
EEF refer to conditions,
not under control of the
project team, that
influence, constrain, or
direct the project
positively or negatively.
 Enterprise Environmental Factors (EEF)
Resources Availability Marketplace Conditions (Post-COVID-19)

External EEFs
Internal EEFs

Employee Capability Legal restrictions

Infrastructure
Physical environmental elements (Cold,
Hot – Saudi Projects stop at 12-4 PM)
Organizational culture
Risk Study information
Organizational structure

Cultural Differences
Geographic distribution of
facilities and resources
THANK YOU