Ramzeldin Hamza

PMP certified 2013

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 What is a Project?
A temporary endeavor undertaken to
produce a unique product, services or
result.

❖ Its plan is usually progressively elaborated.

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 Projects and Operations
Similarities between Operations and Projects
➢ Performed by people
➢ Constrained by limited resources
➢ Planned executed and controlled
Differences between Operations and Project
➢ Operations do not have any timelines. Projects are
temporary and have finite time duration.
➢ Objective of Operations is usually to sustain the business.
Objective of a project is to attain the objective and close the
project.

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 Project Management
Is applying
tools/techniques and
knowledge to project
activities to bring about
successful needs and meet
the scheme requirements

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 Process Groups

1. Initiation

5. Closing
2. Planning

4.
Monitoring 3. Execution
and Control
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1. Integration management
2. Scope management
3. Time management
4. Cost management
5. Quality management
6. HR management
7. Communication management
8. Risk management
9. Procurement management
10.Stakeholder management 8
✓ Project management office
✓ Portfolio
✓ Program
✓ Project
✓ Subproject

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Project Management Office
(PMO)
➢• Central coordination for
communication management
across projects.
➢• Central monitoring of all project
timelines and budgets, usually at
the enterprise level.
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 Portfolio Management
❖ Portfolio is the collection of
projects or programs and
associated operational work
❖ Portfolio Management is the
selection and support of projects or
program investments.

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 Group of projects managed in a
coordinated way to obtain benefits
not available from managing them
individually, in order to gain
efficiencies on cost, time,
technology, etc.

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❑• Functional
❑• Project Based
❑ Composite :-
Weak Matrix
Balanced
Strong Matrix
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General Management Skills
o• Leading
o• Communicating
o• Negotiating
o• Problem Solving
o • Influencing the Organization

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➢ Anyone whose interests may be
positively or negatively impacted by
the project.
➢ It is important to Indentify all stakeholders
➢ Determine all of their requirements
➢ Determine all of their expectations
➢ Communicate with them
➢ Manage their influence
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Roles & Responsibilities
❑• Project Manager
❑• Project Coordinator
❑• Project Expediter
❑• Functional Manager
❑• Senior Management
❑• Sponsor
❑• Project Team Members

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 Sponsor
❖• The person paying for the
project.
❖• May be internal or external to
the company.
❖• Called the project champion.
❖• The sponsor and the customer
may be the same person.
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Project Team ( )
❖• The people who actually do the
work that goes toward meeting the
scope of the project.
❖• Can be analysts, programmers,
technical writers, construction
personnel, testers, etc.

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The concept behind expert
judgment is to rely on
individuals, or groups of people,
who have training, specialized
knowledge, or skills in the areas
you're assessing.
1- Predictive Development Life Cycle
(Also Known as Plan-Driven Life Cycle
or Waterfall)
2- Iterative Development Life Cycle
3- Incremental Development Life Cycle
4- Hybrid Development Life Cycle

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 Agile Methodologies
Agile project management is a
method of managing projects in
small, incremental portions of
work that can be easily
assigned, easily managed, and
completed within a short period
of time.
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Agile Methodologies

Kanban
Kaizen

Six Sigma
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Assessing Project Need
project selection
 project selection
Projects of significant cost or
complexity usually involve
more than one benefit
measurement method when
go or no-go decisions are
being made or one project is
being chosen over another.
Benefit–Cost Ratio Analysis
Scoring Models
Cash Flow Analysis Techniques
 PAYBACK PERIOD
The payback period (PBP) is the length
of time it takes the company to
recoup the initial costs of producing
the product, service, or result of the
project. This method compares the
initial investment to the cash inflows
expected over the life of the product,
service, or result
DISCOUNTED CASH FLOWS
NET PRESENT VALUE
 INTERNAL RATE OF RETURN
The internal rate of return (IRR) is a
complicated formula and should be
performed on a financial calculator or
computer. IRR can be
figured manually, but it's a trial-and-
error approach to get to the answer.
IRR & NPV
The project charter is the written
acknowledgment that the project
exists. The project charter documents
the name of the project manager and
give that person the authority to assign
organizational resources to the project.
The project is officially authorized
when the project charter is signed.
Business Case
 business value
Defining and assessing business
value is not a onetime activity. You
and the stakeholders need to
continually assess business value
throughout the project to make
sure that you are realizing the
benefits the project set out to
produce.
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