Eng.Mohamed Ezzat Abouzied 0592803214 ezat104@gmail.

com

1 INTRODUCTION

1.1.3 CODE OF ETHICS AND PROFESSIONAL CONDUCT

The values that the global project management
Community defined as most important were responsibility, respect, fairness, and honesty. The Code of
Ethics and Professional Conduct affirms these four values as its foundation.

1.2 FOUNDATIONAL ELEMENTS

1.2.1 PROJECTS
A project is a temporary endeavor undertaken to create a unique product, service, or result.

UNIQUE PRODUCT, SERV ICE, OR RESULT:-

Repetitive elements may be present in some project deliverables and activities. This repetition does not
change the fundamental and 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 in key characteristics (e.g., location, design, environment,
situation, people involved).

TEMPORARY ENDEAVOR: -
Project has a definite beginning and end. Temporary does not necessarily mean a project has a short
duration. Projects are temporary, but their deliverables may exist beyond the end of the project. The end
of the project is reached when one or more of the following is true:
 The project’s objectives have been achieved;
 The objectives will not or cannot be met;
 Funding is exhausted or no longer available for allocation to the project;
 The need for the project no longer exists
 The human or physical resources are no longer available
 The project is terminated for legal cause or convenience.

PROJECTS DRIVE CHANGE

The successful completion of a project results in the
organization moving to the future state and achieving the
specific objective.

PROJECTS ENABLE BUSINESS VALUE CREATION

Business value as the net quantifiable benefit derived
from a business endeavor. Refers to the benefit that the
results of a specific project provide to its stakeholders. The
benefit from projects may be tangible, intangible, or both.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

PROJECT INITIATION CONTEXT

There are four fundamental categories for these factors, which
illustrate the context of a project: -
 Meet regulatory, legal, or social requirements
 Satisfy stakeholder requests or needs
 Implement or change business or technological strategies
 Create, improve, or fix products, processes, or services.
These factors ultimately should link to the strategic objectives of
the organization and the business value of each project.

1.2.2 THE IMPORTANCE OF PROJECT MANAGEMENT

- PROJECT MANAGEMENT
 The application of knowledge, skills, tools, and techniques to project activities to meet the
project requirements. Enables the achievement of organizational goals and objectives.
- Effective project management
- Poorly project management
Companies are embracing project management to consistently deliver business value

1.2.3 RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLI O, AND OPERATIONS M AN AGEMENT

- A project may be managed in three separate scenarios:
 Stand-alone project (Outside of a portfolio or program)

 within a program

 within a portfolio

- Program / is a group of related projects, subsidiary programs, and program activities that are
managed in a coordinated manner to obtain
benefits not available from managing them
individually. Programs are not large projects.
 Megaprojects cost US $1billion or more, affect
1 million or more people, and run for years.

- Portfolio / is a collection of projects, programs, subsidiary portfolios, and operations managed

as a group to achieve strategic objectives. Program and project management focus on
doing programs and projects the “right” way; and Portfolio management focuses on
doing the “right” programs and projects.

1.2.3.2 PROGRAM MANAGEMENT

- Defined as the application of knowledge, skills, and principles to a program to achieve
the program objectives and to obtain benefits and control not available by managing

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

program components individually. Harmonizes its program components and controls

interdependencies in order to realize Specified benefits.

- Project management focuses on interdependencies ‫اﻟﺘﺮاﺑﻂ‬within a project to determine the optimal

approach for managing the project

1.2.3.3 PORTFOLIO MANAGEMENT

- Defined as the centralized management of one or more portfolios to achieve strategic

objectives. The programs or projects of the portfolio may not necessarily be
interdependent or directly related. Aligns portfolios with organizational strategies by
selecting the right programs or projects, prioritizing the work, and providing the needed
resources.
The aim of portfolio management is to:
 Guide organizational investment decisions.
 Select the optimal mix of programs and projects to meet strategic objectives.
 Provide decision-making transparency.
 Prioritize team and physical resource allocation.
 Increase the likelihood of realizing the desired return on investment.
 Centralize the management of the aggregate risk profile of all components.

1.2.3.4 OPERATIONS M ANAGEMENT

- Operations management is concerned with the ongoing production of goods and/or
services. It ensures that business operations continue efficiently by using the optimal
resources needed to meet customer demands. It is concerned with managing processes
that transform inputs (e.g., materials, components, energy, and labor) into outputs (e.g.,
products, goods, and/or services).
1.2.3.5 OPERATIONS AND PROJECT MANAGEMENT
- Projects can intersect with operations at various points during the product life cycle: -
 When developing a new product, upgrading a product, or expanding outputs
 While improving operations or the product development process
 At the end of the product life cycle
 At each closeout phase
1.2.3.6 ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES
- OPM / is defined as a framework in which portfolio, program, and project management are
integrated with organizational enablers in order to achieve strategic objectives.
The purpose of OPM:-
 To ensure that the organization undertakes the right projects.
 Allocates critical resources appropriately.
 Helps to ensure that all levels in the organization understand the strategic vision.

1.2.4.1 PROJECT AND DEVELOPMENT LIFE CYCLES

- Project life cycle / is the series of phases that a project passes through from its start to its
completion. The phases may be sequential, iterative, or overlapping.
- Project life cycles can be predictive or adaptive
- Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model

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 Predictive life cycle / waterfall life cycles

- The project scope, time, and cost are determined in the early phases of the life cycle. Any
Changes to the scope are carefully managed.

 Iterative life cycle

- The project scope is generally determined early in the project life cycle, but time and cost
estimates are routinely modified 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.

 Incremental life cycle

- The deliverable is produced through a series of iterations that successively add functionality
within a predetermined time frame. The deliverable contains the necessary and sufficient
capability to be considered complete only after the final iteration.
 Adaptive life cycles / Agile / change-driven life cycles
- The detailed scope is defined and approved before the start of an iteration

 Hybrid life cycle

- Combination of a predictive and an adaptive life cycle. 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.
- It is up to the project management team to determine the best life cycle for each project. The project
life cycle needs to be flexible enough to deal with the variety of factors included in the project

1.2.4.2 PROJECT PHASE

- Collection of logically related project activities that culminates in the completion of one or more
deliverables. Using multiple phases may provide better insight to managing the project. It also
provides an opportunity to assess the project performance and take necessary corrective or
preventive actions in subsequent phases.

1.2.4.3 PHASE GATE

- A review at the end of a phase in which a decision is made to continue to the next phase, to
continue with modification, or to end a program or project. (Phase review, stage gate, kill point,
and phase entrance or phase exit)

1.2.4.4 PROJECT MANAGEMENT PROCESSES

- A systematic series of activities directed toward causing an end result where one or more inputs
will be acted upon to create one or more outputs.
- The project life cycle is managed by executing a series of project management activities.

1.2.4.5 PROJECT MANAGEMENT PROCESS GROUPS

- It is a logical grouping of project management processes to achieve specific project objectives.
- A logical grouping of project management inputs, tools and techniques, and outputs.
- Include Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
- Project Management Process Groups are not project phases.

1.2.4.6 PROJECT MANAGEMENT KNOWLEDGE AREAS

- Knowledge requirements and described in terms of its component processes, practices,
inputs, outputs, tools, and techniques.

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

1.2.4.7 PROJECT MANAGEMENT DATA AND INFORMATION

Project data are regularly collected and analyzed throughout the project life cycle. The following
definitions identify key terminology regarding project data and information:-
 WORK PERFORMANCE DATA. ( EXECUTING PROCESS)
The raw observations and measurements identified during activities performed to carry out the
project work. Examples
- Include reported percent of work physically completed
- Quality and technical performance measures
- Start and finish dates of schedule activities
- Number of change requests
- Number of defects
- Actual costs
- Actual durations
Project data are usually recorded in a Project Management Information System (PMIS) and in project
documents.
 WORK PERFORMANCE INFORMATION. ( CONTRLOLLING PROCESS)
The performance data collected from various controlling processes, analyzed in context and
integrated based on relationships across areas. Examples
- Status of deliverables,
- Implementation status for change requests
- Forecast estimates to complete.
 WORK PERFORMANCE REPORTS. (Overall Project Control)
The physical or electronic representation of work performance information compiled in project
documents, which is intended to generate decisions or raise issues, actions, or awareness.
Examples
- Status reports
- memos
- justifications
- information notes
- electronic dashboards
- Updates.
1.2.5 TAILORING
- A Methodology / is a system of practices, techniques, procedures, and rules
used by those who work in a discipline. This definition makes it clear that this
guide itself is not a methodology. And it’s outside the scope of this guide.
- The appropriate project management processes, inputs, tools, techniques, outputs,
and life cycle phases should be selected to manage a project. This selection activity
is known as tailoring.
Tailoring is necessary because
 each project is unique; not every process, tool, technique, input, or output identified in
the PMBOK® Guide is required on every project.
 The importance of each constraint is different for each project.
 the culture of the organization.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

1.2.6 PROJECT MANAGEMENT BUSINESS DOCUMENTS

 The project sponsor is generally accountable for the development and maintenance of
the project business case document.
 The project manager is responsible for providing recommendations and oversight to
keep the project business case, project management plan, project charter, and project
benefits management plan success measures in alignment with one another and with the
goals and objectives of the organization.

1.2.6.1 PROJECT BUSINESS CASE

 It 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.
 Lists the objectives and reasons for project initiation.
 It helps measure the project success at the end of the project against the project
objectives.
 May be used before the project initiation and may result in a go/no-go decision for
the project.
 The results of the needs assessment may be summarized in the business case
document.
1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN
 It is the document that describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be in place to measure those
benefits.
 Development of the benefits management plan begins early in the project life cycle with
the definition of the target benefits to be realized.
1.2.6.3 PROJECT CHARTER AND PROJECT MANAGEMENT PLAN
 The project charter / is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.

 The project management plan / is defined as the document that describes how the project will
be executed, monitored, and controlled.

1.2.6.4 PROJECT SUCCESS MEASURES

- Three questions that the key stakeholders and the project manager should answer are:
 What does success look like for this project?
 How will success be measured?
 What factors may impact success?
When the business alignment for a project is constant, the chance for project success greatly
increases because the project remains aligned with the strategic direction of the organization.

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

2 THE ENVIRONMENT IN WHICH PROJECTS OPERATE

2.2 ENTERPRISE ENVIRONMENTAL FACTORS (EEFS)

 Refer to conditions, not under the control of the project team.
 These conditions can be internal and/or external to the organization.
 EEFs are considered as inputs to many project management processes, specifically for most
planning processes.

2.2.1 EEFS INTERNAL TO THE ORGANIZATION

 Organizational culture, structure, and governance.
 Geographic distribution of facilities and resources
 Infrastructure
 Information technology software
 Resource availability
 Employee capability

2.2.2 EEFS EXTERNAL

 Marketplace conditions
 Social and cultural influences and issues
 Legal restrictions
 Commercial databases
 Academic research.
 Government or industry standards
 Financial considerations.
 Physical environmental elements.

2.3 ORGANIZATIONAL PROCESS ASSETS (OPAS)

 Are the plans, processes, policies, procedures, and knowledge bases specific to and
used by the performing organization
 also include the organization’s lessons learned from previous projects and historical
information
 Completed schedules, risk data, and earned value data.
 The project team members may be able to update and add to the organizational
process assets as necessary throughout the project.
 Processes, policies, and procedures.
Grouped into two categories:

 Processes, policies, and procedures. Are not updated as part of the project work. Are
usually established by the project management office (PMO) or another function outside
of the project.
 Organizational knowledge bases. Are updated throughout the project with
project information.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

2.4.4.1 ORGANIZATIONAL STRUCTURE TYPES

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

2.4.4.3 PROJECT MANAGEMENT OFFICE

- A project management office (PMO) / is an organizational structure that standardizes the
project-related governance processes and facilitates the sharing of resources, methodologies,
tools, and techniques
- Types of PMOs in organizations

 SUPPORTIVE / 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 by the PMO is low.

 CONTROLLING / provide support and require compliance through various means. The degree of
control provided by the PMO is moderate. Compliance may involve: Adoption of project
management frameworks or methodologies; Use of specific templates, forms, and tools; and
Conformance to governance frameworks.

 DIRECTIVE / take control of the projects by directly managing the projects. Project managers
are assigned by and report to the PMO. The degree of control provided by the PMO is high.

- A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project in order to keep it aligned with the business
objectives. The PMO may:
 Make recommendations
 Lead knowledge transfer
 Terminate projects
 Take other actions, as required
 support project managers in a variety of ways
- 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.
- Coordinating communication across projects.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

3 THE ROLE OF THE PROJECT MANAGER

3.2 DEFINITION OF A PROJECT MANAGER

- The project manager / is the person assigned by the performing organization
to lead the team that is responsible for achieving the project objectives.
3.3 THE PROJECT MANAGER’S SPHERE OF INFLUENCE
 3.3.2 THE PROJECT:-
 Leads the project team to meet the project’s
objectives and stakeholders’ expectations.
 Works to balance the competing constraints on the
project with the resources available.
 Performs communication roles between the project
sponsor, team members, and other stakeholders.

 3.3.3 THE ORGANIZATION:-

- The project manager proactively interacts with other project managers.
- Maintains a strong advocacy role within the organization.
- Works with the project sponsor to address internal political and strategic issues that
may impact the team or the viability or quality of the project.
- Demonstrate the value of project management.
- Increase acceptance of project management in the organization.
- Advance the efficacy of the PMO when one exists in the organization.
 3.3.4 THE INDUSTRY: - The project manager stays informed about current industry
trends.
 3.3.5 PROFESSIONAL DISCIPLINE
 3.3.6 ACROSS DISCIPLINES

3.4 PROJECT MANAGER COMPETENCES

- Recent PMI studies applied the Project Manager
Competency Development (PMCD) Framework to
the skills needed by project managers through the
use of The PMI Talent Triangle®
 Technical project management.
 Leadership.
 Strategic and business management.
- To be the most effective, project managers need
to have a balance of these three skill sets.

3.4.2 TECHNICAL PROJECT MANAGEMENT SKILLS

- Defined as the skills to effectively apply project management knowledge to deliver the
desired outcomes for programs or projects.
- Focus on the critical technical project management elements for each project they
manage.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

3.4.3 STRATEGIC AND BUSINESS MANAGEMENT SKILLS / DOMAIN KNOWLEDGE

- Help the project manager to determine which business factors should be
considered for their project.
- The project manager should be continuously working with the project sponsor to
keep the business and the project strategies aligned.
3.4.4 LEADERSHIP SKILLS
- Leadership skills involve the ability to guide, motivate, and direct a team.
 3.4.4.1 DEALING WITH PEOPLE

 3.4.4.2 QUALITIES AND SKILLS OF A LEADER

- Research shows that top project managers spend about 90% of their time on a
project in communicating

 3.4.4.3 POLITICS, POWER, AND GETTING THINGS DONE

 Positional (sometimes called formal, authoritative, legitimate) (e.g., formal position granted in
the organization or team)
 Informational (e.g., control of gathering or distribution);
 Referent (e.g., respect or admiration others hold for the individual, credibility gained);
 Situational (e.g., gained due to unique situation such as a specific crisis);
 Personal or charismatic (e.g., charm, attraction);
 Relational (e.g., participates in networking, connections, and alliances);
 Expert (e.g., skill, information possessed; experience, training, education, certification);
 Reward-oriented (e.g., ability to give praise, monetary or other desired items);
 Punitive or coercive (e.g., ability to invoke discipline or negative consequences);
 Ingratiating (e.g., application of flattery or other common ground to win favor or cooperation);
 Pressure-based (e.g., limit freedom of choice or movement for the purpose of gaining
compliance to desired action);
 Guilt-based (e.g., imposition of obligation or sense of duty);
 Persuasive (e.g., ability to provide arguments that move people to a desired course of action);
 voiding (e.g., refusing to participate).

3.4.5 COMPARISON OF LEADERSHIP AND MANAGEMENT

- Management / is more closely associated with directing another person to get from one
point to another using a known set of expected behaviors.

- Leadership / involves working with others through discussion or debate in order to guide
them from one point to another.
 Project managers need to employ both leadership and management in order to be
successful.

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

Management Leadership
using positional power using relational power
Maintain - Administrate Develop- Innovate
Focus on systems and structure Focus on relationships with people
Ask how and when Ask what and why
Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspiration

3.4.5.1 LEADERSHIP STYLES

- The style a project manager uses may change over time based on the factors in play.
Major factors to consider include but are not limited to :-
 (Leader /Team member /Organizational /Environmental) characteristics.

Leadership STYLES: -

 Laissez-faire / allowing the team to make their own decisions and establish their own goals, also
referred to as taking a hands-off style
 Transactional / focus on goals, feedback, and accomplishment to determine rewards;
management by exception
 Servant leader / demonstrates commitment to serve and put other people first; focuses on other
people’s growth, learning, development, autonomy, and well-being; concentrates on relationships,
community and collaboration; leadership is secondary and emerges after service
 Transformational / empowering followers through idealized attributes and behaviors,
inspirational motivation, encouragement for innovation and creativity, and individual consideration.
 Charismatic / able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions.
 Interactional / a combination of transactional, transformational, and charismatic
3.4.5.2 PERSONALITY
 Authentic / accepts others for what and who they are, show open concern
 Courteous / ability to apply appropriate behavior and etiquette
 Creative / ability to think abstractly, to see things differently, to innovate
 Cultural / measure of sensitivity to other cultures including values, norms, and beliefs.
 Emotional / ability to perceive emotions and the information they present and to
manage them; measure of interpersonal skills.
 Intellectual / measure of human intelligence over multiple aptitudes.
 Managerial / measure of management practice and potential.
 Political / measure of political intelligence and making things happen.
 Service-oriented / evidence of willingness to serve other people.
 Social / ability to understand and manage people.
 Systemic / drive to understand and build systems.

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 Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]

3.5 PERFORMING INTEGRATION

 Project managers play a key role in working with the project sponsor to
understand the strategic objectives and ensure the alignment of the project
objectives and results with those of the portfolio, program, and business areas. In
this way, project managers contribute to the integration and execution of the
strategy.
 Integration is a critical skill for project managers.

3.5.4 INTEGRATION AND COMPLEXITY

- Complexity within projects is a result of the organization’s system behavior,
human behavior, and the uncertainty at work in the organization or its
environment.
- These three dimensions of complexity are defined as:
 System behavior. The interdependencies of components and systems.
 Human behavior. The interplay between diverse individuals and groups.
 Ambiguity ‫اﻟﺘﺒﺎس‬.Uncertainty of emerging issues and lack of understanding or
confusion.

Eng.Mohamed Ezzat Abouzied 0592803214 [email protected]