Project Management

Dr. Amr El-Baradie

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 Course Objective
• Project management has become central to operations in industries as
diverse as construction and information technology, architecture and
hospitality, and engineering and new product development; therefore, this
course simultaneously embraces the general principles of project
management while addressing specific examples across the wide assortment
of its applications.

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 Course Content
1. Modern Project Management
2. Organization Strategy and Project Selection
3. Organization: Structure and Culture
4. Defining the Project
5. Estimating Project Times and Costs
6. Developing a Project Schedule
7. Managing Risk
8. Scheduling Resources and Costs
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 Course Content
9. Reducing Project Duration
10.Being an Effective Project Manager
11.Managing Project Teams
12.Outsourcing: Managing Interorganizational Relations
13.Progress and Performance Measurement and Evaluation
14.Project Closure
15.Agile Project Management
16.International Projects
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 Course Textbooks
Project Management: The Managerial Process

Erik W. Larson & Clifford F. Gray

Eighth Edition
McGraw-Hill – 2021

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 Course Grades

Assignments 15%
Term Project 85%
Total 100%

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Modern Project
Management
CHAPTER ONE

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 Learning Objectives
• Understand why project management (PM) is crucial in today’s world.
• Distinguish a project from routine operations.
• Identify the different stages of a project life cycle.
• Describe how Agile PM is different from traditional PM.
• Understand that managing projects involves balancing the technical and
sociocultural dimensions of the project.

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 OUTLINE
• What Is a Project?
• Agile Project Management
• Current Drivers of Project Management
• Project Management Today: A Socio-Technical Approach
• Assignment

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 All of mankind’s greatest accomplishments—
from building the great pyramids to discovering a
cure for polio to putting a man on the moon—
began as a project.

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What Is a Project?

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 What Is a Project?
• A project is a temporary endeavor undertaken to create a unique product, service, or
result.
• The major characteristics of a project are as follows:
1. An established objective.
2. A defined lifespan with a beginning and an end.
3. Usually, the involvement of several departments and professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.

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 What a Project Is Not
• Projects should not be confused with everyday work.

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 Program versus Project
• A program is a group of related projects designed to accomplish a common goal
over an extended period of time.
• The major differences lie in scale and time span.
• Program management is the process of managing a group of ongoing,
interdependent, related projects in a coordinated way to achieve strategic objectives.
• Example:
• Project: completion of a required course in project management.
• Program: completion of all courses required for a business major.

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Project
Life
Cycle

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Agile Project Management

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 Agile Project Management
• Traditional project management
focuses on thorough planning up
front.
• Planning requires predictability.

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 Agile Project Management
• Agile methodologies emerged out of frustration with using traditional project
management processes to develop software.
• Software projects are notorious for having unstable scopes in which end user
requirements are discovered not defined up front.
• Fundamentally, Agile PM employs an incremental, iterative process sometimes
referred to as a “rolling wave” approach to complete projects.
• Instead of trying to plan for everything up front, the scope of the project evolves.
That is, the final project design/outcome is not known in great detail and is
continuously developed through a series of incremental iterations (waves).
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Rolling Wave Development

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Current Drivers of Project
Management

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 Current Drivers of Project Management
• Compression of the Product Life Cycle
• Time to market for new products with short life cycles has become increasingly important.
• Knowledge Explosion
• The growth in new knowledge has increased the complexity of projects because projects
encompass the latest advances.
• Triple Bottom Line (Planet, People, Profit)
• The threat of global warming has brought sustainable business practices to the forefront.
• Businesses can no longer simply focus on maximizing profit to the detriment of the
environment and society.

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 Current Drivers of Project Management
• Increased Customer Focus
• Increased competition has placed a premium on customer satisfaction.
• Customers no longer simply settle for generic products and services.
• Small Projects Represent Big Problems
• The velocity of change required to remain competitive or simply keep up has created an
organizational climate in which hundreds of projects are implemented concurrently.
• This climate has created a multi-project environment and a plethora of new problems.
• Sharing and prioritizing resources across a portfolio of projects is a major challenge for
senior management.

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Project Management Today: A
Socio-Technical Approach

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 Project
Management
Today: A Socio-
Technical
Approach

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Assignment

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 Assignment
• Case 1.1 – A Day in the Life—2019
• Case 1.2 – The Hokies Lunch Group

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Thank You

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