M C S E MCSE C O facebook / Eng Ahmed Mohamed Said E A E R ...kenanaonline.com/files/0086/86620/mba - ادارة المشروعات.pdf · Powered By Eng. Ahmed Said. The Project

Eng. Ahmed said

Business skills & Information Technology InstructorMicrosoft Certified Systems Engineer MCSECisco certified . IT software and hardwareOracle certified Database model with SQLBusiness skill Management Certifiedhttp://kenanaonline.com/[email protected] / Eng Ahmed Mohamed SaidMember of Egyptian Association For Educational ResourcesMobile no : 01229894988 - 01148426459

http://kenanaonline.com/gawadahmed

Master Business Administration (MBA)

Project Management

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1. What is the project

2. Projects Vs operational

3. Proficient Project Manager

4. The Project Management Knowledge Areas and Processes

5. Project management basics

6. Project Management Processes

7. The Purpose of the Project Charter

8. What's in the Project Management Plan

9. Define Scope Vs Define Activities

10. Work Breakdown Structure

11. Types of Task Dependencies

12. Estimating Costs and Determining a Budget

13. Risk management principles

14. Direct and Manage Project Execution

15. Work Performance Information

16. Quality Principles

17. Information Distribution Methods

18. Procurement skills

19. Performing Quality Control and Monitoring Risks

20. Project Closure Criteria


The easiest way to determine whether an event is a project is to ask yourself these question:

• Does the event have a definitive beginning?

• Does the event have a duration in which various activities occur?

• Does the event have a definitive ending?


Projects Vs operational

Projects and operational work have many characteristics in common. For example, they are both:

• Performed by people

• Constrained by limited resources

• Planned, executed, monitored, and controlled

• Performed to meet organizational needs

While there are similarities, be careful not to confuse projects with operational work.

Operations are repetitive processes that produce products, services, or results. Payroll is an example of operational work.

Projects are a typical and short-term, such as the distribution of a yearly bonus.

The budget in project management is that a project has to stick with a definite budget while operations maintain a specific profit margin.

1- Team experience 2- Vendor3- Owner

New products development should be seen mainly as Project Management rather than Operations Management.Powered By Eng. Ahmed Said


Proficient Project Manager

A proficient project manager will assemble a project management team that possesses a wide set of skills.

Useful skills include:

• Familiarity with the Project Management Body of Knowledge and Teamwork

• Excellent communication skills

• Comprehension of the context of the project

• Subject matter expertise

• A project manager will also identify any skills that are useful for a particular project.


The Project Management Knowledge Areas and Processes

The PMBOK breaks down the nine knowledge areas into 42 processes, and you will need to know all of them.

The processes are organized into five groups: The Initiating Process Group, The Planning Process Group, The Executing Process Group, The Monitoring and Controlling Process Group, and The Closing Process Group.

This table lists the breakdown of the nine knowledge areas according to PMI:

Knowledge Area Description

Project Integration Management

This area includes development of the project charter and project management plan, project execution, integrated change control, and project closing.

Project Scope Management This area is composed of requirements collection, creation of the WBS, and scope definition, verification, and control.

Project Time Management This area encompasses activity definition and sequencing, estimation of activity resources and duration estimating, and schedule development and control.

Project Cost Management This area incorporates cost estimating, budgeting, and control.

Project Quality Management This area involves quality planning, assurance, and control.

Project Human Resource Management

This area pertains to developing the human resource plan and acquiring, developing, and managing the project team.

Project Communications Management

This area involves stakeholder identification and management, communications planning, information distribution, and performance reporting.

Project Risk Management This area describes risk management planning and risk identification, qualitative and quantitative risk analysis, risk response planning, monitoring, and control.

Project Procurement Management

This area focuses on procurement planning, and conducting, administering, and closing procurements.

work breakdown structure (WBS )Product-Data-Service


What is about Program Management !

• Considering that a program is a group of related projects managed in acoordinated way,

• program management is very similar to project management, but on alarger scale. ( that project not able to managed individual )

• Many of the same processes used in project management also apply toprogram management.

• Program management is useful because it can take into account situationthat may be outside of the scope of a particular project.

• While individual projects of a program may be completed at any time, theprogram continues until all of the projects and tasks are finished.


What does the program manager do ?

Job Responsibilities

- Lead cross functional virtual teams and associated work streams during a project cycle

- Work with peers to develop and drive strategic goals, define technical specifications and detailed implementation plans

-Effectively apply skills to impact product and project decisions

- Project management of timelines, communications, and cross team deliverables


Project Management and Related Areas

• After completing this lesson, you should be able to:

• Describe areas of general management

• Identify types of organizations used in project management

• Describe the function of the project management office



Project Management and Related Areas( project portfolio management )

• Another area related to project management is project portfolio management,

• which is concerned with reviewing and managing projects or program investments.


Project Management and Related Areas( The Project Lifecycle )

The Project Lifecycle

• Projects are often broken down into phases. The culmination of thesephases is known as the project lifecycle.

• During each of these phases, there will be some output of your work to show that the project is going forward. These outputs are known as deliverables.

• PMBOK defines a deliverable as a "unique product, result, or capability to perform a service."

• This could include blueprints, designs, prototype. • It could also include all the project-related reports, such as

• status reports, • communication plans,

reviews at the end of each phase of the project



Project Management and Related Areas(Risk Of Project)

• The risk of project failure is highest at thebeginning and decreases over time as theprobability of success increases.

• This is because the uncertainty of projectsuccess is the highest at the beginning ofthe project. This uncertainty decreases asyou proceed through the project andachieve milestones and provide keydeliverables.

• As more milestones are achieved anddeliverables are provided, the confidencelevel increases and the success of theproject becomes



Project Management and Related Areas(Types of Stakeholders )

There are many types of stakeholders that can be involvedwith any project. These can include:

• Project managers • Sponsors • Customers • Management teams • Project team members

Notice

Each project is unique. Most projects will have more than one of these stakeholders.

A project could also have a stakeholder that not appear on this list.


الشريك التجارى


The Project Management Office

• The Project Management Office (PMO) has become an increasinglypopular in many companies.

• It is generally

1. Auditing and tracking projects.

2. Provide administrative support

3. Involved with training,

4. Development of project management plans,

5. Templates, scheduling,

6. Other areas of expertise associated with projects



Project Management Processes


During the Initiating processes information flow feeds into the Planning processes. This information then flows into the Executing, Monitoring and Controlling, and Closing processes.

It is easiest to think of the process groups in sequential order, with one process group having an impact on the subsequent process groups. Because the project is an ongoing process that tends to draw information and details from previous process groups in order to complete the current one



In project management, consideration is given to the relationship between time andthe level of activity associated with each of the processes and how they overlap. TheExecuting processes have the highest level of activity and the Planning processes have

the second-highest level of activity.


The Purpose of the Project Charter

• The most important result of the InitiatingProcess Group is the project charter, whichformally authorizes the work of the project tobegin (or continue)

• Gives the project manager authority to do his or her job. Someone external to the team and of higher organizational rank issues this authorization.

• project cannot start without a project charter.

• In many organizations, the project charterdocument may have a different name. Forinstance, the terms project initiation form andproject authorization are sometimes used


Elements of a Project Charter

A project charter should possess the following characteristics at a minimum:

1. It should include a description of the purpose of the project. 2. It should define the project's success criteria. 3. It should list the project's high-level requirements. 4. It should include a description of the resulting from project. 5. It should summarize the project milestones and budget.6. It should name the person authorizing the project, the project

manager, and any other responsible parties


Stakeholders

Identify Stakeholders is a process in the Initiating Process Group and is an objective of Project Communications Management.

Part of the project manager's responsibility is to make sure that stakeholders are identified early in the project.

The project manager needs to analyze the following characteristics of each stakeholder:

• Level of interest • Expectations • Level of importance • Level of influence


What's in the Project Management Plan?

Project Management Plan is "a formal, approved document that defines how theproject is executed, monitored, and controlled." It may be in summary form, or it maycontain detailed information. It may also contain supporting management plans orbaselines:

• Project charter• Work Breakdown Structure (WBS)• Cost baseline• Project schedule• Risk management plan• Risk response plan• Communications plan• Cost management plan• Scope management plan• Schedule management plan• Quality management plan• Staffing management plan


Project Documents May Use With Project Plan

While not specifically part of the project management plan, other project documents may be used. These are important tools used to keep the project on track. Some examples are as follows:

• Assumptions and constraints • Cost estimates • Duration estimates • Resources requirements • Major milestones and target dates • Open issues and pending decisions • Issue logs • Change logs


Define Scope Vs Define Activities

• At first glance, Define Scope and Define Activities seem to be very similar, because

1. both involve breaking down something large into smaller2. more manageable components, 3. and both provide similar benefits

.The similar benefits of Define Scope and Define Activities

are as follows:

• Improving accuracy of cost, duration, and resource estimates. • Defining a baseline for performance measurement and control. • Facilitating clear responsibility assignments.

Define Activities Define Scope

Identifying the specific

activities that must be performed to produce the project deliverables.

Performing a detailed

assessment of the product and project


Work Breakdown Structure

The Work Breakdown is one of the most important tools for a project manager according to PMI.

After completing this lesson, you should be able to:

• Analyze the Work Breakdown Structure

• Explain what makes a WBS so important to a project


Work Breakdown Structure

• The major output of the decomposition processes is the project's Work Breakdown structure or WBS

• The WBS is a 1. Hierarchical representation

2. Definition of the project's work as it relates to project objectives

3. Provides the structure for managing this work

• As a result, it is a key tool for the project manager and is highly valued by the PMI organization .


Effective Techniques for Developing a WBS)Decomposition(

Here are a few guidelines regarding the development of the project WBS that you will want to know

• The WBS should be deliverable focused .• The WBS should be developed with the team .• Unique identifiers are assigned to each item in the WBS to allow for better management

reporting of costs and resources .• Review and refine the WBS until all key project stakeholders are satisfied .


Benefits of a WBS

For good reason the WBS is importance by PMI. More than any other project management tool, it best communicates the work of the project to all stakeholders. As a result, it offers these key benefits:

• It facilitates understanding of the project scope and the work effort

• It enables identification of all necessary work for the project. It also reduces the number of items that slip through the cracks, as well as the "Oh, I didn't think of that!" moments .

• It allows each team member to easily understand how his or her work fits into the overall project, and how it impacts the work of other team members .

• It provides a basis for staffing, cost and time needs, and decisions made for the project .

• It keeps team members focused on the deliverables .

• It provides a basis for future projects. A good WBS can be used as a template for future projects .


Types of Task DependenciesType Description Example(s) Notes

External Dependencies on events outside the project.

A permit must be granted by the local government to start construction.

A dependency can be both external and mandatory.

Mandatory Logical dependencies due to the nature of the work.

The foundation of the house must be built before the first floor construction can start.

Also known as "hard logic."

Discretionary Dependencies defined by the project team.

An internal QA review should be conducted before the deliverable is presented to the client.

Also known as "soft logic." This type is often based on "best practices" and needs to be fully documented.

Predecessor When one activity must occur "before" the other.

"Software selection" is a predecessor of "software implementation."

These relationships are captured in the network diagram and then in the project schedule.

Successor When one activity must occur "after" the other.

"Software implementation" is a successor of "software selection."

These relationships are captured in the network diagram and then in the project schedule.

Concurrent, parallel

When one activity can occur "at the same time" as the other.

"User acceptance test case design" can be performed concurrently with "software module design."

Generally, tasks can be concurrent if they are not dependent on each other.


Estimating Costs and Determining a Budget


• Explain how Estimate Costs differs from Estimate Activity Resources

• Identify some common pitfalls that apply to cost estimation

• Explain how the cost baseline is determined

The project schedule is a critical component of the project management plan, and it is a critical input for the creation of the cost baseline. In addition to this fact, you should review several other important points related to project cost estimating to help with your exam preparation.


Key Factors in the Estimate Costs Process

overlap exists between the "time" estimating and the "cost" estimating and budgeting

The key difference is that Estimate Costs is focused on the cost of the resources needed by the project, whereas Estimate Activity Durations is focused on the time duration of the project's work activities.

Level Accuracy RangeGenerally Used

During

Order of magnitude -25% to +75% Initiating Process Group

Esitimate -10% to +25% Planning Process Group

Definitive -5% to +10% Planning Process Group

One of the key factors in Estimate Costs not explicitly by the PMBOK :

•Basing cost estimates on poorly defined work definitions (scope statement and WBS)

•Basing cost estimates on a poorly developed schedule

•Not utilizing estimating techniques properly)

•Not accounting for inflation, overhead costs, or all lifecycle costs واضحPowered By Eng. Ahmed Said


1-The key PMI risk management principles

• project and project manager should be and remain in control of the project at all times.

• PMI supports the belief that effective risk management can reduce project risks by up to 90%.

Effective risk management• Reduce project risks, • Lead to much better project decision making • Higher degree of project success


1-The key PMI risk management principles

The level, type, and visibility of risk management should beconsistent with the level of risk and organization

Any factor or risk that could impact the project should beidentified, quantified, and assessed for possible impacts to theproject

The identification of risks is an iterative process. Riskidentification is repeatedly performed throughout the project,not just at the beginning

Quantitative analysis is generally reserved for high-impact risks. كبير تأثير لها التى للمخاطر التحليل

Risk management will change the project management planduring the Planning, Executing, and Monitoring and Controllingphases

The risk response plan is updated whenever a risk occurs.

A risk can be good, as in opportunities, or bad, as inthreats.


Direct and Manage Project Execution

The Executing Process Group is made up of Eightof the 42 total project management processes


• Define a project management plan

• Explain the impact of organizational policies on the Project Execution process

• List and explain other inputs, tools and techniques, and outputs of the Direct and Manage Project Execution process


Project Management Plan

The definition of a projectmanagement plan according toPMI is

“A formal, approved documentthat defines how the project isexecuted, monitored, andcontrolled."

It may be a summary, it maybe detailed, or it may even bemade up of other planningdocuments.


Organizational Policies

• The organizational policies affect the Direct and Manage Project Execution process by potentially putting limitations on execution options.

• For example, a company may state that it will only allow a certain group of people to work on the project. This may limit resource options for the execution.


Change Requestsإدارة التغيير –طلبات التغيير

Change requests are issued that may require a modification to project policies orprocedures, cost or budget, the project schedule, or the quality of the final

product.

Type of Change Request

Description

Corrective Action Documented direction for the execution of project work to bring

expected future performance of the work back in line with the

project management plan.

Preventative Action Documented direction to perform an activity that can reduce the

probability of negative consequences associated with potential

or identified risks.

Defect Repair Formally documented identification of a problem with a project

component. Also documented is a recommendation for repair or

to replace the component.

Updates Changes to formal documentation reflecting additions or

modifications to the content


Work Performance Information

Work performance information is simply information collected pertaining to the progress of project activities. These results are interpreted and evaluated to provide an input for the Report Performance process.

what is included in the work performance information

1. The status of schedule progress 2. Complete/incomplete deliverables 3. Complete/incomplete schedule activities 4. Quality standards 5. Authorized and/or incurred costs 6. Activity completion estimates 7. Lessons learned to the knowledge base 8. Details of resource utilization


Key Quality Principles

1. Quality is doing what you said you would do.

2. Quality is planned in, not inspected in.

3. Quality is "prevention over inspection."

4. The project manager has ultimate responsibility for the project product quality.

5. Effective quality management is consistent with effective project management.

6. A work package should be verified and tested before submission


Information Distribution Methods

• Information distribution tools involve methods for getting information to people so they can stay updated. Some common methods include the following:

• Project meetings

• Hard-copy documents

• Manual filing systems

• Shared-access electronic databases

• Electronic communication and conferencing tools (i.e. e-mail, fax, voicemail, telephone, video and Web conferencing)

• Electronic tools for project management (i.e. Web interfaces, project management software, portals, and meeting and virtual office support software)


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Procurement skills


Process Bottom Line Tool & TechniquesOutputs

Plan

Procurements

Make-or-

buy?

- Make or buy analysis

- Expert judgment

- Contract types

-Procurement management

plan

- Procurement statements

of work

- Make or buy decisions

- Procurement documents

- Source selection criteria

- Change requests

Conduct

Procurements

Award a

contract منح

عقد

- Bidder conferences

- Proposal evaluation

techniques

- Independent estimates

- Expert judgment

- Advertising

- Internet search

- Procurement

negotiations

- Selected sellers

- Procurement contract

award

- Resource calendars

- Change requests

- Project management plan

updates

- Project document updates


ProcessBottom Line

Tool & TechniquesOutputs

Administer Procurements

Keep track of how things are going

- Contract change control system مراقبة العقود

- Procurement performance reviews- Inspections and audits- Performance reporting- Payment systems- Claims administration- Records management system

- Procurement documentation- Organizational process assets updates- Change requests- Project management plan updates

Close Procurements

Tie up loose ends ربط النهايات المفتوحه

- Procurement audits- Negotiated settlements- Records management system

- Closed procurements

- Organizational process assets

updates


The Project Management Skills Used in Procurement Management

• The key project management skills needed for procurement management include the following:

• Proficient negotiating

• Effective verbal and written communications

• The ability to identify risks and develop appropriate responses

• Contract knowledge

• The ability to manage to a contract

• Understanding when and how to use legal assistance


Performing Quality Control and Monitoring Risks

• Performing quality control involves a variety of quality measurements defined in the quality management plan.

• Quality measurements can be

1-Statistical measurements that determine process control is within the acceptable tolerance of variation.

2- Simpler measurements for non-manufactured goods, such as software, including walkthroughs, code inspections, and audits.


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The Perform Quality Control tools and techniques are often associated with manufacturing and process control. The quality control tools are listed here:

• Cause and Effect diagrams — Also called fishbone these diagrams are useful tools for uncovering root causes of quality problems.

• Control charts — These are plotted graphs of "tolerance in a process" measurements. Upper and lower boundaries are established, and when a product or process exceeds either boundary, it is considered "out of control," and improvements to the process are warranted. The boundaries are called tolerances.

• Flowcharting — This shows activities, decision points, and process order. It can help the project team anticipate the quality problems that might occur and, as a result, can help the team figure out how to deal with them.

• Histograms — These are vertical bar charts that show the frequency of a particular characteristic of a problem or event.

• Pareto charts — This is an 80/20 rule and generally involves mapping errors in a histogram to determine which 20% of the errors cause 80% of the problems.


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Project Closure Criteria

معايير أنهاء المشروع

list of the criteria necessary to ensure project closure:

1- Formal acceptance of the project results and deliverables

2- Meeting the requirements of the delivering organization, such as الوفاء بالمتطلبات للمنظمة

Finalizing open claims

Collecting and archiving final project data

Conducting staff evaluations

Creating budget reports

Documenting lessons learned


http://en.wikipedia.org/wiki/List_of_academic_disciplines

http://en.wikipedia.org/wiki/Planning

http://en.wikipedia.org/wiki/Organizing

http://en.wikipedia.org/wiki/Managing

http://en.wikipedia.org/wiki/Resources
