Preparation Course for

Project Management
Framework

Eng. Andrew Rizkalla , PMP®, PMI-RMP®, PRMG, CPM

[email protected]
0128-1150-908
 Lecture 1 : Project Management Framework Content

1. What is the Project? 6. Project Management data and information

2. What is Project Management? 7. Tailoring
3. Importance of Project Management? 8. Project Management Business document
4. Project, Program and Portfolio 9. Project Influences
5. PMBOK GUIDE Key Component 10. Organizational Structure
1. The Project life cycle 11. Project Management Office PMO
2. Project phase 12. The Role of The Project Manager
3. Phase gate
4. Project Management Processes
5. Project Management Process Group
6. Project Management Knowledge Area

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
1. What is the Project?

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

service, or result.

Unique: The product or service is different in some way from other

products or services

Temporary: Has a definite beginning

and end, not an on-going effort.
Their deliverables may exist beyond
the end of the project.
Team disbanded upon completion.

Projects drive change

Projects Enable Business Value Creation

Project Initiation Context

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Projects Enable Business Value Creation
value is the net quantifiable benefit derived from a business endeavor. The benefit may be
tangible, intangible, or both

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Creation Context

Satisfy stakeholder requests or needs

Create, Improve or fix products, processes or services

Implement or change business or technological strategies

Meet Regulatory, local or social requirements

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Initiation context

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 2.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
3. The Importance of Project Management
Effective project management helps individuals, groups, and public and private
organizations to:
▪ Meet business objectives
▪ Satisfy stakeholder expectations
▪ Be more predictable
▪ Increase chances of success
▪ Deliver the right products at the right time
▪ Resolve problems and issues
▪ Respond to risks in a timely manner

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 3. The Importance of Project Management
Poorly managed projects or the absence of project management may result in:

Missed deadlines

Cost overruns

Poor quality

Rework

Unsatisfied stakeholders

Loss of reputation for the organization

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4. Project, Program, Portfolio
What is a Program?
A program is:
▪ “a group of related projects managed in a coordinated way to obtain benefits
and control not available from managing them individually.”
▪ A program manager provides leadership and direction for the project managers
heading the projects within the program.

ADVANTAGES
▪ Decreased risk
▪ Economies of Scale

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
4. Project, Program, Portfolio
Portfolios and Portfolio Management

▪ A portfolio is a collection of projects or programs and other work that are

grouped together to facilitate effective management of that work to meet
strategic business objectives.

▪ Portfolio managers help their organizations

– make wise investment decisions

– by helping to select and analyze projects from a strategic perspective

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
4. Project, Program, Portfolio

What is Operation?
Operation is:

▪ An area of management concerned

with designing and controlling the
process of production and
redesigning business operations in
the production of goods or services

▪ It is concerned with the ongoing

production of goods and/or services.

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
Projects and Operations
Projects and Operations
▪ Both Involve employees
▪ Both Typically have limited Resources, people, money or both
▪ Both are designed , executed, and managed

Projects and Operations

Projects are Temporary
▪ Developing a new products or services
▪ Moving, adding, changing, or Deleting
▪ Implementing new service or solution

Operations are Ongoing

▪ Repetitive actions
▪ Maintenance
▪ Core business functions

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4. Project, Program, Portfolio
Relationship of Project, Program, Portfolio, and Operations Management
Project : A temporary endeavor undertaken to create a unique product, service, or result.

Program : Group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.

Portfolio : is a collection of projects, programs, subsidiary portfolios, and operations

managed as a group to achieve strategic objectives.

Operational Work : ongoing production of goods and/or services like manufacturing,

production, plant work, and assembly lines

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4. Project, Program, Portfolio

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
5. PMBOK Guide Key Component
5.1 Project Life Cycle

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 The Project Life cycle

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 Development Approaches

▪ Predictive approach (Waterfall). Project and product

requirements can be defined, collected, and analyzed at the
start of the project.
▪ Adaptive approach (Agile). Requirements are subject to a
high level of uncertainty and are likely to change throughout
the project.
▪ Iterative (Develop the product through a series of repeated cycles).
▪ Incremental (Project considered complete only after the final iteration).
▪ Hybrid approach. A combination of adaptive and predictive
approaches.

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 Development Approach

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 Development Approach

1- Predictive life cycle

▪ The project scope, time, and cost are determined in the early phases of the life cycle.
▪ Any changes to the scope are carefully managed.
▪ May also be referred to as waterfall life cycles.
▪ These project proceed through a series of sequential or overlapping phases.

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 Development Approach

2- Adaptive life cycles (Agile)

▪ The detailed scope is defined and approved before the start of an iteration.
▪ Adaptive life cycles are also referred to as agile or change-driven life cycles.

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Development Approach

3- Hybrid

▪ A combination of predictive and agile.

▪ It is not necessary to use a single approach for an entire project. Projects often combine
elements of different life cycles in order to achieve certain goals.

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Life Cycle and Product Life Cycle Relationships
Product life cycle:
The series of phases that represent the evolution of product, from concept through delivery,
growth, maturity, and to retirement.

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5. PMBOK Guide Key Component
5.2 Project Phase
▪ A project phase is a collection of logically related project activities that culminates in the
completion of one or more deliverables.
▪ Projects may be separated into distinct phases or subcomponents. These phases or
subcomponents are generally given names that indicate the type of work done in that
phase.

▪ Concept development ▪ Test

▪ Feasibility study ▪ Build
▪ Customer requirements ▪ Transition
▪ Solution development ▪ Commissioning
▪ Design ▪ Millstone Review
▪ Prototype ▪ Lesson Learned

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5. PMBOK Guide Key Component
5.2 Project Phase
The project phases may be established based on various factorsi ncluding, but not
limited to:

▪ Management needs.

▪ Nature of the project.

▪ Unique characteristics of the organization, industry, or technology.

▪ Project elements including, but not limited to, technology, engineering, business,
process, or legal

▪ Decision points ( funding, project go/no-go, and milestone review).

Note:
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. A key component used with project phases is the phase review.

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5. PMBOK Guide Key Component
5.2 Project Phase

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5. PMBOK Guide Key Component
5.3 Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and progress are
compared to project and business documents including but not limited to:

▪ Project business case.

▪ Project charter.
▪ Project management plan.
▪ Benefits management plan.

A decision (e.g., go/no-go decision) is made as a result of this comparison to:

▪ Continue to the next phase.
Depending on the organization other
▪ Continue to the next phase with modification.
terms such as,
▪ End the project.
▪ Phase review
▪ Remain in the phase, or
▪ Stage gate
▪ Repeat the phase or elements of it.
▪ kill point
▪ Phase entrance
▪ Phase exit

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5. PMBOK Guide Key Component

5.3 Phase Gate

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5. PMBOK Guide Key Component
5.4 Project Management Process
TOOLS &
INPUT OUTPUT
TECHNIQUES
5.5 Project Management Process Group

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5. PMBOK Guide Key Component
5.6 Project Management Knowledge Area

1. Project Integration Management

2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resources Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
6. Project Management Data and Information

Work Performance Data Work Performance Information

▪ Raw observations and measurements. ▪ Analyzed Work Performance Data.

Ex: ▪ Status of deliverables.
▪ Start and finish dates. ▪ Implementation status for change
▪ Number of change requests. requests.
▪ Number of defects. ▪ Forecast estimates to complete.
▪ Actual costs, Actual durations.

Work Performance Reports

▪ Status reports.
▪ Memos, justifications.
▪ Electronic dashboards.
▪ Recommendations
▪ Help Stakeholders Make Decisions

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7. Tailoring
Deliberate adaptation of the project management approach, governance, and processes to
make them more suitable for the given environment and the work at hand.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
8. Project Management Business Document

1. Project business case

▪ The business case lists the objectives and reasons for project initiation.
▪ It helps measure the project success at the end of the project against the project
objectives.
▪ The business case is a project business document that is used throughout the project life
cycle.
▪ The business case may be used before the project initiation and may result in a go/no-go
decision for the project.

2-Project benefits management plan

The project benefits management plan is the document that describes:
▪ How and when the benefits of the project will be delivered.
▪ Describes the mechanisms that should be in place to measure those benefits.

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8. Project Management Business Document

Business Case

Business Case defines the reason for project establishment:

1. Market demand
2. Organization need
3. Technological Development
4. Legal Requirement
5. Social Need

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
9. Project Influence

Influences

Enterprise Organizational
Environmental Factors Process Assets
EEF OPA

Internal External Processes, Corporate

policies and Knowledge
procedures Base

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9. Project Influence

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
10. Organizational Structure

1 Functional Organization
2 Projectized Organization
3 Matrix Organization

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10. Organizational Structure

1- Functional Organization

▪ The organization is grouped by areas of specialization within different functional

areas.

Project managers in a Functional Organization:

▪ Report To a functional manager.

▪ Project manager authority is Little or none.

▪ Resource Availability Little or none.

▪ Project Coordinator.

▪ Part Time Role.

▪ Functional manager manage the Project budget.

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10. Organizational Structure

2- Projectized Organization

▪ The entire company is organized by projects.

▪ The project manager has control of projects.
▪ Personnel are assigned and report to a project manager.
▪ Members complete project work and when its over they don't have HOME.

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10. Organizational Structure

2- Matrix Organization

1- Strong Matrix : Power with project manager

2- Balanced Matrix :Power is shared between

project manager and functional manager.

3- Weak matrix : Power with the functional manager and

the project manager will work as coordinator or expediter.
Expediter : Cannot take decision. Staff assistant and
Communication coordinator.
Coordinator : Similar to Project Expeditor except has some
power to take decision.

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10. Organizational Structure
Weak Matrix Organization Strong Matrix Organization

Balanced Matrix Organization

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
11. Project Management Office

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11. Project Management Office

PMO Types
Supportive (The degree of control is Low)
▪ Provide a consultative role to projects by supplying templates, best practices, training,
access to information, and lessons learned from other projects.

Controlling (The degree of control is moderate)

▪ provide support and require compliance (Use of specific templates, forms, and tools)

Directive (The degree of control is High)

Take control of the projects by directly managing the projects. Project managers are
assigned by and report to the PMO.

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
12. The Role of The Project Manager
Lead project team to achieve project objectives
Qualities and skills of a leader:
▪ Visionary.

▪ Optimistic.

▪ Building effective teams.

▪ Managing relationships and conflict.

▪ Integrity and culturally sensitive.

▪ Giving credit to others where due.

▪ Being a life-long learner.

▪ Focusing on the important things.

▪ Having a holistic and systemic view of the project.

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12. The Role of The Project Manager
The PMI Talent Triangle

1- Technical Project Management Skills

1. Focus on the critical technical project management
elements for each project they manage.
▪ Critical success factors for the project,
▪ Schedule,
▪ Selected financial reports, and
▪ Issue log.
2. Make time to plan thoroughly and prioritize diligently.

3.Manage project elements, including, but not limited to,

schedule, cost, resources, and risks.

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12. The Role of The Project Manager
The PMI Talent Triangle

2- Strategic and Business Management Skills

Strategy Explain essential business aspect of a project.

Team Work with the project sponsor, teams, and

SMEs.
Implement strategy to maximize business
Value
Value.

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12. The Role of The Project Manager
The PMI Talent Triangle

3- Leadership Skills
Leadership skills involve the ability to guide, motivate, and
direct a team.

1- Dealing with People.

2- Qualities and skills of a Leader

Being a visionary, Being optimistic and positive, Being
collaborative, Managing relationships and conflict,
Communicating.

3- Politics, Power, and Getting Things done

Project management is more than just working with numbers, templates, charts, graphs, and computing
systems.
▪ A common denominator in all projects is people.
▪ People can be counted, but they are not numbers.

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 Project Constrains

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OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Constrains

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Constrains

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Constrains

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Project Constrains

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
Thank you