Introduction to Project Management

Prepared by: Mohamed Abdalla

Lecture Outlines
Explain what a project is, list various
attributes of projects, and describe the triple
constraint of projects.
The definition of Project Management and its
Knowledge Areas
Advantages of Using Formal Project
Management
Project Success Factors
History of project management

What is a Project?
A project can be defined as (a
temporary endeavor undertaken to
create a unique product or service).

 Temporary means that every project

has a definite beginning and a definite
end. because either:
The objective has been achieved.
The scheduled time has passed.
The financial resources have been
used up.
The organization involved has closed
down.
Unique means that the product or
service is different in some
distinguishing way from all other
products or services.

Project and Program

Managers
Project managers work with project sponsors,
project teams, and other people involved in
projects to meet project goals.

 Program: A group of related projects

managed in a coordinated way to obtain
benefits and control not available from
managing them individually.*
Program managers oversee projects and often
act as bosses for project managers.

The Triple Constraint

Every project is constrained in different
ways by its:
Scope goals: What work will be done?
Time goals: How long should it take to
complete?
Cost goals: What should it cost?

It is the project managers duty to

balance these three often-competing
goals.
Figure 1-1. The Triple Constraint of
Project Management

 What is Project management?

Project management: is the application of
knowledge, skills, tools, and techniques to
project activities in order to meet
stakeholders needs and expectations from a
project.
Applying the practices, tools and techniques,
and knowledge and skills of project
management helps increase the likelihood of
project success.

The Project Management

Knowledge Areas
The Project Management
Knowledge Areas
Project Scope Management: describes
the processes required to ensure that
the project includes all the work

required, and only the work required,

to complete the project successfully. It
consists of initiation, scope planning,
scope definition, scope verification,
and scope change control.
Project Procurement Management:
describes the processes required to
acquire goods and services from
outside the performing organization. It
consists of procurement planning,
solicitation planning, solicitation,
source selection, contract
administration, and contract closeout.

The Project Management

Knowledge Areas

 Project Time Management: describes

the processes required to ensure
timely completion of the project. It
consists of activity definition, activity
sequencing, activity duration
estimating, schedule development, and
schedule control.
Project Cost Management: describes
the processes required to ensure that
the project is completed within the
approved budget. It consists of
resource planning, cost estimating, cost
budgeting, and cost control.

The Project Management

Knowledge Areas
Project Quality Management:
describes the processes required to
ensure that the project will satisfy the

needs for which it was undertaken. It

consists of quality planning, quality
assurance, and quality control.
Project Human Resource
Management: describes the processes
required to make the most effective
use of the people involved with the
project. It consists of organizational
planning, staff acquisition, and team
development.

The Project Management

Knowledge Areas
Project Communications
Management: describes the processes
required to ensure timely and
appropriate generation, collection,
dissemination, storage, and ultimate
disposition of project information. It

consists of communications planning,

information distribution, performance
reporting, and administrative closure.
Project Risk Management: describes
the processes concerned with
identifying, analyzing, and responding
to project risk. It consists of risk
management planning, risk
identification, qualitative risk analysis,
quantitative risk analysis, risk response
planning, and risk monitoring and
control.

The Project Management

Knowledge Areas
Project Integration Management: describes
the processes required to ensure that the
various elements of the project are properly
coordinated. It consists of project plan

development, project plan execution, and

integrated change control.

Project Management Tools

and Techniques
Project management tools and techniques
assist project managers and their teams in
various aspects of project management.
Specific tools and techniques include:
Project charters, scope statements, and
WBS (scope).
Gantt charts, network diagrams, critical
path analyses, PERT & PDM(time).
Cost estimates and earned value
management (cost).

Project Portfolio Management

A portfolio refers to projects, programs and
operations managed as a group to achieve
strategic objectives.

 The projects or programs of the portfolio may

not necessarily be interdependent or directly
related.
Combining the projects, programs, and
operations into one or more portfolios helps
optimize the use of resources, enhances the
benefits to the organization, and reduces risk.

Advantages of Using Formal

Project Management
Better control of financial, physical, and
human resources.
Improved customer relations.
Shorter development times.
Lower costs.
Higher quality and increased reliability.
Higher profit margins.
Improved productivity.
Better internal coordination.
Higher worker morale (less stress).

Project Success Factors

1. Executive support
2. User involvement
3. Experienced project manager
4. Clear business objectives
5. Minimized scope
6. Standard software infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as small
milestones, proper planning,
competent staff, and ownership

History of project
management
Henry Gantt (1861 - 1919)

 Designed bar chart as a visual aid for planning

and controlling his shipbuilding projects
especially during World War 1.

History of project
management
Henry Fayol (1841 - 1925).
Created the five management functions that
form the foundation of the body of
knowledge associated with project and
program management
Planning (Forecasting).
Organizing (Staffing).
Commanding (Motivating).
Directing (Co-ordinating).
Controlling (Monitoring).

History of project
management

 US defence-aerospace industry
(1950s).
PERT.
CPM.
EV.
WBS.
Project Life-cycle.

History of project
management
In 1969, the Project Management
Institute (PMI) was formed in the USA.
PMI publishes A Guide to the Project
Management Body of Knowledge
(PMBOK Guide), which describes
project management practices that are
common to "most projects, most of the
time." PMI also offers multiple
certifications such as Project

Management Professional Certification

(PMP).

Thank You