Project Management Framework and Initiating the Project

1. Project Management Framework and Initiating the Project Objectives After completing Project Management Framework and Initiating the Project, you should be able to: • Describe the mapping of the 42 project management processes to the five project management process groups and the nine project management knowledge areas • Identify the differences between functional, matrix and projectized organizations • Understand the importance of Project Initiation • Identify the two general types of project selection methods

2. Introduction • This course explains the Project Management Framework and provides the rudimentary terms and concepts. • The framework includes the • first two concepts of the PMBOK, covering the • Project management context • The project management processes. • Second The rest of the PMBOK focuses on the project management knowledge areas. 1. Course Introduction

3. Project Management Basics • After completing this lesson, you should be able to:Describe the difference between a project and a program 2. Project Management Basics

4. 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? 2. Project Management Basics

5. 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- Vendor 3- Owner New products development should be seen mainly as Project Management rather than Operations Management. 

6. مدير المشروع الناجح ( المحترف )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. 2. Project Management Basics

7. What is about Program Management ! • Considering that a program is a group of related projects managed in a coordinated way, • program management is very similar to project management, but on a larger scale. ( that project not able to managed individual ) • Many of the same processes used in project management also apply to program management. • Program management is useful because it can take into account situation that may be outside of the scope of a particular project. • While individual projects of a program may be completed at any time, the program continues until all of the projects and tasks are finished. 2. Project Management Basics

8. 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 3. Project Management and Related Areas

9. 3. Project Management and Related Areas

10. 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. 3. Project Management and Related Areas

11. Project Management and Related Areas( The Project Lifecycle ) The Project Lifecycle • Projects are often broken down into phases. The culmination of these phases 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 3. Project Management and Related Areas

13. Project Management and Related Areas(Risk Of Project) • The risk of project failure is highest at the beginning and decreases over time as the probability of success increases. • This is because the uncertainty of project success is the highest at the beginning of the project. This uncertainty decreases as you proceed through the project and achieve milestones and provide key deliverables. • As more milestones are achieved and deliverables are provided, the confidence level increases and the success of the project becomes 3. Project Management and Related Areas

15. Project Management and Related Areas(Types of Stakeholders ) There are many types of stakeholders that can be involved with 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. 3. Project Management and Related Areas

16. Organizations Functional organization • This is the typical corporate environment where an employee has a specific supervisor. • Generally these types of organizations use hierarchies to determine the authority level of each employee. • They are generally the most challenging for a project manager because resources are not fully assigned to the projects and the project manager lacks full authority to control work assignments and personnel. • This organization generally starts with a CEO ( chief executive officer ) or president at the top of the hierarchy and utilizes pushdown management to monitor and control subordinates 3. Project Management and Related Areas

17. Organizations Projectized organization • This is generally a more rewarding type of environment for a project because most of the resources are specifically allocated to the project and the project manager • This allows the project manager the authority and resources to accomplish the project more effectively without conflict from the functional manager. • The project manager is generally provided referent power to accomplish the goals and objectives of the project without interference from other sources. • He is also allowed to escalate problems and issues to the highest levels of the organization in order to complete the project. • he is also held fully responsible for all problems and positive or negative results. 3. Project Management and Related Areas

19. This table summarizes the types of organizations, their project management attributes, and some advantages and disadvantages. This table summarizes the types of organizations, their project management attributes, and some advantages and disadvantages. 3. Project Management and Related Areas يتضمن مساءله

20. The Project Management Office • The Project Management Office (PMO) has become an increasingly popular in many companies. • It is generally • Auditing and tracking projects. • Provide administrative support • Involved with training, • Development of project management plans, • Templates, scheduling, • Other areas of expertise associated with projects 3. Project Management and Related Areas

22. In project management, consideration is given to the relationship between time and the level of activity associated with each of the processes and how they overlap. The Executing processes have the highest level of activity and the Planning processes have the second-highest level of activity. 5. Project Management Processes

25. The Purpose of the Project Charter • The most important result of the Initiating Process Group is the project charter, which formally authorizes the work of the project to begin (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 charter document may have a different name. For instance, the terms project initiation form and project authorization are sometimes used 6. The Importance of Project Initiation

26. Elements of a Project Charter A project charter should possess the following characteristics at a minimum: • It should include a description of the purpose of the project. • It should define the project's success criteria. • It should list the project's high-level requirements. • It should include a description of the resulting from project. • It should summarize the project milestones and budget. • It should name the person authorizing the project, the project manager, and any other responsible parties 6. The Importance of Project Initiation

27. The Importance of the Project Charter to the Project Manager • Generally, this "someone" is from senior-level management within an organization — someone who has authority over most, if not all, of the project team members. This also means that no one on the project team (including the project manager) can issue the project charter. The project charter is highly important to the project manager for three main reasons: • It makes the project manager's role legitimate. The project charter formally recognizes the project manager role and gives the project manager the authority to "get the job done." • It makes the project legitimate. The project charter formally authorizes the project to exist and/or to continue. • It sets the target for the project. The project charter provides the high-level goals and objectives the project should achieve 6. The Importance of Project Initiation

28. Project Selection Methods After completing this lesson, you should be able to: • Identify the types of project selection methods • The project selection method's used by an organization should be relevant to the objectives of the company and its managers and should be consistent with the capabilities and resources of the organization Objectives of the company Managers’s objectives Capabilities resources of the organization قدرات موارد المنظمة 7. Project Selection Methods

29. As the value of one project would need to be compared against the other projects, you could use the benefit measurement methods. This could include various techniques, of which the following are the most common. • You and your team could come up with certain criteria that you want your ideal project objectives to meet. You could then give each project scores based on how they rate in each of these criteria, and then choose the project with the highest score. • When it comes to the Cash flow method, the future value of a project is considering the present value and the interest earned on the money. The higher the present value of the project, the better it would be for your organization. • The mathematical approach is commonly used for larger projects. The constrained optimization methods require several calculations in order to decide on whether or not a project should be rejected. 7. Project Selection Methods

30. Best practices for project selection •  Be formal and ongoing, and integrated into the strategic planning system, the process management system and other continuous business cycles. •  Ensure that the executive leadership team is keenly involved with the Project Selection process. •  Include a Project Steering Committeeلجنة توجية المشروع that included executive leadership team to assist with project evaluations and recommendations. •  Require that projects are evaluated against an objective business criteria aligned with the strategic goals and receive scoring based on associated weighted factors. •  Use a well-defined threshold to separate small projects from larger strategic projects in order not to overload smaller projects with unnecessary evaluations and ensure thorough analysis of larger projects. فصل المشاريع الصغيرة عن الكبيرة مع تحليل للكبرى •  Establish clear project decision-making authority levels between organizational entities such as the executive leadership team, the project steering committee, business units, and functional departments. •  Reinforce mechanisms that support project decisions that are for “the good of the company” versus “private interests” المصالح الخاصة . .

31. Initiating Process Group • One of the main purposes of the Initiating Process Group is to ensure that authorized projects support the strategic objectives of the sponsoring organization • So Management by Objectives (MBO)الأدارة بالأهداف — a business management technique you probably studied some capacity within your organization to ensure that objectives (goals) of one level within an organization are supportive of and aligned with the objectives of the other. (Finance Objectives - Management Objectives ) Here are the MBO process steps: Establish clear and achievable objectives. Periodically check whether objectives are being met. Take corrective actions on any discrepancies. 7. Project Selection Methods

32. project initiation relates to project planning • Because many project managers have limited project initiation experience, and because many organizations have differing views on what project initiation, it is not always clear how project initiation relates to project planning. When you review the following list of common project management activities performed during the Initiating Process Group, you can understand why the line between these two major activities is not clear: • Determining business need • Collecting historical info • Determining project objectives and goals • Resolving conflicting high-level goals • Developing product descriptions • Determining deliverables • Determining process outputs • Documenting constraints • Documenting assumptions • Defining strategies • Identifying performance criteria • Determining resource requirements • Defining budgets • Producing formal documentation • Finalizing and gaining approval of the project charter from stakeholders 7. Project Selection Methods

34. Stakeholder Identification After completing this lesson, you should be able to: Describe the characteristics of project stakeholders Explain how to conduct a stakeholder analysis 8. Stakeholder Identification

35. 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 8. Stakeholder Identification