Mahmoud Karem

Mahmoud
Telecommunication Engineer

Project Manager In Telecommunication Field for 5 Years

PMP Certified
 PMP
Purpose of the PMBOK
It is the Best Practices to be Followed in Management of Any-1
.Projects to Achieve the Projects Within Budget and time and so on

To use a Common Language between all Project Managers all over-2

.the world

.To Solve the Problems with Correct Way-3

Project Manager can manage any Projects even different Experience-4

.Industry
 Strategic MGMT Plan
. Vision-1
. Mission-2
. Swot Analysis-3
. Goals-4
. Objectives-5
. Strategies -6
. Action Plan-7
. Implementation-8
 Example
: Vodafone Egypt

.Vision : We will be the communications leader in an increasingly connected world

Mission : Connecting and empowering people and communities, accelerating the

.development of Egypt

SWOT Analysis : To check weakness And Strength Points comparing with the
.Competitors to achieve my Vision

: Goals
.Installation of All Sites in Cairo within 1 Year -1
.Installation of Sites in Upper Egypt within 1 Year -2
.Installation of Sites in Red Sea and Sinai within 1 Year -3
.Prepare a Maintenance Team per Area within 1 Year -4
: Objectives
. Finalize 50 Sites per Month in Cairo -1
. Finalize 50 Sites per Month in Upper -2
. Finalize 50 Sites per Month in Red Sea-3

: Strategies
Make an agreement with Vendors to support by the Equipment and Prioritize-1
.between vendors
Make an Agreements with Vendors and Main Contractors for Installation and -2
.……,Maintenance Service
. Provide the Vendors and Main Contractors with Safety Roles to be followed-3
.Make work Performance data and Work Performance Information-4

: Action Plan
. Determine the Structure of Contractors-1
.Determine the Responsibilities and Escalation Matrix-2
 ? What is The Project
A Project is a temporary endeavor undertaken to create a unique product (Tangible
Like Mobile Phone), service (Intangible Like Customer Service or Call Center or
.Installation), or result (Intangible like Researches)

Temporary : A project has a definite beginning and end even It will be for Long
. Time

: The Project Reaches to end

.When Project’s Objectives have been Achieved-1
when the project is terminated because its objectives will not or cannot be met -2
(Like Google Social Media which was closed)
when the need for the project no longer exists (Like Mobile Station Sites) -3
.If the Customer Needed to Terminate the Project-4
: Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
.information and more accurate estimates become available
 Project Vs. Operation

. Operation Like Production Line like Chips or Molto Lines

Project Vs. Operation

?What is Project Management

Project management
is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements. Project
management is accomplished through the appropriate application
and integration of the 47 logically grouped project management
.processes, which are categorized into five Process Groups

:Process Groups are

,Initiating•
,Planning•
,Executing•
Monitoring and Controlling, and•
.Closing•
Constraints
 OPM , Program MGMT and
Portfolio MGMT
OPM is a strategy execution framework utilizing project, program, and
portfolio management as well as organizational enabling practices to
consistently and predictably deliver organizational strategy producing better
. performance, better results, and a sustainable competitive advantage
Portfolio management
aligns with organizational strategies by selecting and Prioritizing the right programs
.or projects
Program management
harmonizes its projects and program components and controls interdependencies in
order to realize specified benefits
Project management
develops and implements plans to achieve a specific scope that is driven by the
objectives of the program or portfolio
 Projects and strategic
planning
Projects are typically authorized as a result of one or more of the following
:strategic considerations

Market demand (efficient cars in response to gasoline shortage)-1

Strategic opportunity /business (training company authorizing a project to-2

create new course to increase revenue)

Technological advance (electronic firm authorizing a project to develop-3

faster ,cheaper & smaller laptop in response to advance in electronics)

Customer request (electric utility authorizing a project to build new substation in-4
response to serving new industrial park)

Legal requirements (chemical manufacture authorizing a project to establish-5

guidelines for handling new toxic material)
Environmental consideration (e.g., a public company authorizing a project to-6
;create a new service for electric car sharing to reduce pollution)

Social need (e.g., a nongovernmental organization in a developing country-7

authorizing a project to provide potable water systems, latrines, and sanitation
;education to communities suffering from high rates of infectious diseases)
 Project management office
(PMO)

PMO centralizes and standardizes the management of Projects (Note that some
organizations refer to this as a portfolio management office.)

:PMO can take one of several different forms, including

Supportive : (provide a consultative role) A supportive PMO provides the

policies, methodologies, templates, and lessons learned for managing
projects within the organization. It typically exercises a low level of control
.over projects
Controlling : A controlling PMO provides support and guidance in the
organization on how to manage projects, trains others in project management
and project management software, assists with specific project management
tools, and ensures compliance to organizational practices , It typically has a
moderate level of control
Directive : A directive PMO provides project managers for different projects, and
is responsible for the results of those projects; all projects, or projects of a certain
size, Type or influence are managed by this office. A directive PMO has a high
.level of control over projects

: PMO Tasks

. Manage The Shared Resources across all Projects-1

Identifying The Methodologies and Best Practices and the Needed Templates -2
. Coaching and Training-3
Coordinating communication across projects-4

: Projects can intersect with operations at

;At each closeout phase •
;When developing a new product, upgrading a product, or expanding outputs •
While improving operations or the product development process •
.Until the end of the product life cycle •
 Organizational
governance
Organizational established criteria, processes and procedures intended to make
. sure projects meet the strategic goals. And can impose constraints on projects
:Notes
It is Necessary to build a simple Organization Structure to determine the -1
. Responsible for each Department
Distribute the Responsibilities for each employee in the Organization with-2
. Specific Job Description to reward or punish
. Share The Authorities to avoid any Conflicts between the Departments-3
The Organization must have Internal Audit on the Processes Compliance and -4
. also the Organization Compliance with The Laws and Report to the Managers
 Project-Based Organizations
(PBOs)
In order to achieve strategic goals, project-based organizations, or PBOs, create
temporary frameworks around their projects that allow them to circumvent any
obstacles inherent in their existing organizational structure (whether functional,
Projectized, or matrix). This ensures successful project completion while
minimizing the impact or limitations (e.g., bureaucracy) that the established
.organization's structure may otherwise have on a project and its success

Example : Assign an Accountant and marketing and HR Specialists to the Specific

. Project till be finished
 Business Value
Business value is a concept that is unique to each organization. Business
value is defined as the entire value of the business; the total sum of all
tangible and intangible elements. Examples of tangible elements Profit and
Specific Revenue. Examples of intangible elements include good will, brand
.recognition, public benefit, and trademarks
Depending on the organization, business value scope can be short-,
medium-, or long-term. Value may be created through the effective
management of ongoing operations
 Role of the 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

Functional manager is focused on providing management oversight for a functional or

a business unit. (Customer service, sales or financial manager)

Operations managers are responsible for ensuring that business operations are
efficient. Operations like (development, production, and manufacturing) (Production
manager)

effective project management requires that the project manager possess the
:following competencies

.Knowledge—Refers to what the project manager knows about project management •

Performance—Refers to what the project manager is able to do or accomplish while •
.applying his or her project management knowledge
Personal—Refers to how the project manager behaves when performing the project •
Organizational Influence on
Project Management
Organizational Cultures and Styles
Organizational culture is shaped by the common experiences of
members of the organization Common experiences include, but are not
:limited to
;Shared visions, mission, values, beliefs, and expectations •
;Regulations, policies, methods, and procedures •
;Motivation and reward systems •
;Risk tolerance •
;View of leadership, hierarchy, and authority relationships •
Code of conduct, work ethic, and work hours; and •
Operating environments (The System of Work , For Example : Needed signs •
for Settlements )
:Note
The project manager needs to know which individuals in the organization are
the decision makers or influencers and work with them to increase the
.probability of project success
 Organizational
Structures
One of the main forms of influence is how the company is
organized. The organizational structure will dictate who the
project manager goes to for help with resources, how
communications must be handled, and many other aspects of
.project management
 Functional organization

:Notes
.The Project Manager Has a Little or None Authority-1
. Team Members report to only one Manager-2
. No Career Path In Project Management-3
. The Maximum attention to the Departments work not Project Work-4
. Less efficient Communication-5
. ”Project Team “Part time” and Project Manager “Part time-6
 Projectized organization

:Notes
.The Project Manager Has Maximum Authority-1
. Team Members report to Project Manager-2
. No home for Team Members when Project is Completed-3
. Twam Loyalty to the Project-4
. Efficient Communication-5
. ”Project Team “Full time” and Project Manager “Full time-6
 Weak matrix
organizations

: Notes
. The Role Of Project Manager is Coordinator or Expeditor-1
. The expediter cannot personally make or enforce decisions -2
Project coordinators have power to make some decisions, have some -3
.authority, and report to a higher-level manager
. The Project Manager has Low Authority-4
. ”Project Team “Part time” and Project Manager “Part time-5
 balanced matrix organization

:Notes
.Project managers share authority with the functional managers-1
PMs run their people‑management decisions by the functional manager, -2
.but the functional Manager runs his project decisions by the PM
. The Project Manager Authority is Low to Moderate-3
Assume that you work in Balanced Matrix organization if not-4
. mentioned
. ”Project Team “Part time” and Project Manager “Full time-5
 Strong matrix
organizations

:Notes
. Project managers have more authority than functional managers -1
.In a strong matrix, delivery of the project is most important-2
. The Project Managers Authority is Moderate to High-3
. ”Project Team “Full time” and Project Manager “Full time-4
 Composite organization

: Notes
Composite organization, For example, even a fundamentally functional -1
.organization may create a special project team to handle a critical project
Such a team may have many of the characteristics of a project team in -2
a Projectized organization
 OPA (Organizational Process
Assets)
.Organization process assets can be divided into two categories
The first category is for processes and procedures for conducting work,
:which includes the following
Policies
Procedures
Standard template
General guidelines
:corporate knowledge base for storing and retrieving information
Lessons Learned (What was done right, what was done wrong and what-1
would be done differently if the project could be redone)
Past project files-2
Historical information-3
.Financial databases containing information such as labor hours -4
 EEF (Enterprise Environmental
Factors)
Enterprise environmental factors refer to conditions, not under the control of
. the project team, that influence, constrain, or direct the project
:Examples of external enterprise environmental factors are as follows
Government regulation
Market conditions
Infrastructure
External political conditions
And the following are a few examples of internal enterprise environmental
:factors
Organizational culture
Type of organizational structure
Available resources (Skills)
Company work authorization systems
PMIS (Project Management Information System)
 Project Stakeholders
Persons or organizations who are actively involved in the project or whose
interests may be positively or negatively affected by the performance or
.completion of the project
 Examples for Stakeholders :
• - Customer / User

• - Sponsor

• - Project Management Office

• - Program Manager / Portfolio Manager

• - Project Manager / Project Team (Dedicated or Part Time)

• - Functional Manager / Operational Manager

• - Sellers / Vendors / contractors / Business Partners

Project Success
the success of the project should be measured in terms of completing the
project within the constraints of scope, time, cost, quality, resources, and risk
.as approved between the project managers and senior management
 Project Life Cycle
A project life cycle (Methodology) is the series of phases that a project
.passes through from its initiation to its closure
,The life cycle provides the basic framework for managing the project
.regardless of the specific work involved
Cost and staffing levels are low at the start, peak as the work is carried out,-1
.and drop rapidly as the project draws to a close

.Risk and uncertainty are greatest at the start of the project-2

These factors decrease over the life of the project as decisions are reached and
.as deliverables are accepted

. Cost Of Change is lower t the start and become higher at next stages-3
 Phase-to-Phase Relationships
Sequential relationship. In a sequential relationship, a phase
.starts only when the previous phase is complete

Overlapping relationship. In an overlapping relationship, a

phase starts prior to completion of the previous one (Fast Tracking)
Predictive Life Cycle (fully plan-driven or Waterfall)
The project scope, and the time and cost required to deliver that scope, are-1
.determined as early in the project life cycle as practically possible

Predictive life cycles are generally preferred when the product to be-2
delivered is well understood, there is a substantial base of industry practice,
or where a product is required to be delivered in full to have value to
stakeholder groups

Iterative and Incremental Life Cycles (iterations)

It intentionally repeats one or more project activities as the project team’s-1
.understanding of the product increases

Large and complex projects are frequently executed in an iterative fashion -2

to reduce risk by allowing the team to incorporate feedback and lessons
.learned between iterations
 Adaptive Life Cycles(change-driven or Agile)

Adaptive methods are also iterative and incremental, but differ-1

in that iterations are very rapid (usually with a duration of 2 to 4 weeks)
.and are fixed in time and cost

Adaptive methods are generally preferred when dealing with a rapidly-2

changing environment, when requirements and scope are difficult to define
in advance
 PROJECT MANAGEMENT
PROCESSES
Initiating Process Group. Those processes performed to define a new •
project or a new phase of an existing project by obtaining authorization to start
.the project or phase
Planning Process Group. Those processes required to establish the scope •
of the project, refine the objectives, and define the course of action required to
.attain the objectives that the project was undertaken to achieve
Executing Process Group. Those processes performed to complete the •
work defined in the project management plan to satisfy the project
.specifications
Monitoring and Controlling Process Group. Those processes required to •
track, review, and regulate the progress and performance of the project; identify
any areas in which changes to the plan are required; and initiate the
.corresponding changes
Closing Process Group. Those processes performed to finalize all activities •
.across all Process Groups to formally close the project or phase
Knowledge Areas
 Process Groups Interact in a
Phase or Project

You can plan for hiring resources then hiring the Management team for planning
then return to Complete other Plans ,, you can monitor your Plans to check that the
approved changes has been incorporated , you can update the Plans while executing
or Monitoring and Control , Phase 1 may overlap with Phase 2 so I execute Phase 1
. and initiate phase 2 or close phase 1 while Plan Phase 2
?Which of the following is NOT a characteristic of a project

Constrained by limited resources .1

Planned, executed, and controlled .2

Creates a unique product or service .3

Ongoing and repetitive .4

?Which of the following is NOT a characteristic of a project

Constrained by limited resources .1

Planned, executed, and controlled .2

Creates a unique product or service .3

Ongoing and repetitive .4

In a kick-off meeting for your project, you provided information to your
team members about the different process groups to be followed in the
project. According to PMI, which are the project management process
?groups

Conceptualizing, Initiating, Executing, Monitoring and Controlling, .1

and Closing

Initiating, Planning, Executing, Monitoring and Controlling, and .2

Closing

Initiating, Verifying, Executing, Monitoring and Controlling, and .3

Closing

Initiating, Planning, Executing, Controlling, and Administrative .4

Closure
In a kick-off meeting for your project, you provided information to your
team members about the different process groups to be followed in the
project. According to PMI, which are the project management process
?groups

Conceptualizing, Initiating, Executing, Monitoring and Controlling, .1

and Closing

Initiating, Planning, Executing, Monitoring and Controlling, and .2

Closing

Initiating, Verifying, Executing, Monitoring and Controlling, and .3

Closing

Initiating, Planning, Executing, Controlling, and Administrative .4

Closure
You are the project manager in a company where
you have maximum authority. To which
?organizational structure does your company belong
Functional .1
Weak Matrix .2
Strong Matrix .3
Projectized .4
You are the project manager in a company where
you have maximum authority. To which
?organizational structure does your company belong
Functional .1
Weak Matrix .2
Strong Matrix .3
Projectized .4