Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle

2. 2
• Essam Lotfi is ELV Projects Manager, Abu Dhabi, UAE, BSc. in
Electrical Engineering, Power Distribution through Zagazig
University, Egypt since 2001. Pursued and achieved his
certificates in Project Management (PMP®) from PMI-USA
since 2013, and certificate in Cost Management (CCP®) from
AACE International since june-2014.
• 16 years extensive hands on experience in various aspects of
projects and project management within maintenance, power
distribution networks monitoring and supervision and
construction projects as well.
• Authored, Co-Authored at PMWorld Library, PWLJ.
• Volunteered at PMI-Global Congress EMEA-2014 – Dubai, 5th
to 8th May 2014.
• Technical presentation at PMI-AGC 15th International
conference –Bahrain 19th to 21st January 2015.
• Technical presentation at 54th AACEi-SF Bay Annual Western
Winter Workshop, Lake Tahoe, Nevada, USA
• Technical presentation 55th AACEi-SF Bay Annual
Western Winter Workshop, Indian Wells, CA, USA
• Technical presentation 56th AACEi-SF Bay Annual
Western Winter Workshop, Indian Wells, CA, USA
• Independent Project Management and cost
engineering/Control Instructor.
Essam,Biography

3. 3
Course
Objectives
• Understand the importance
of Project Management
• Understand the Project
management framework
defined by PMI
• Learn what are Project
Management Processes,
Process Groups and
Knowledge Areas which help
Project Managers

4. Ground Rules
We agree to:
• Respect others by:
– Actively listen to others
– Turning off electronic
devices
– Putting cell phones on
silent mode
– Promoting positive
feedback
– Watching your timing
4

5. Course Outlines
Project Management Framework
• What’s Project?
• What’s a Project Management?
• Operations/Projects/Programs/Portfolios
• The Project Management Office
• Progressive Elaboration vs. Scope Creep
• The Triple Constraint
• Ten Knowledge Areas & Five Process Groups.
• Project Life Cycle

6. What do you
have to know
before starting
your venture
with PMBoK6

7. PMBoK 6th Vs.
PMBoK 5th
in Numbers
Cited from Dr. Ahmed Al Senosy Publications

8. Item Description PMBoK 5th PMBoK 6th Difference %age
Total Pages 618 695 77 12.46%
No of Processes 47 49 2 4.26%
1st Sections pages 60 68 8 13.33%
Integration 42 60 18 42.86%
Scope 36 44 8 22.22%
Schedule 52 58 6 11.54%
Cost 34 40 6 17.65%
Quality 28 36 8 28.57%
Resource 35 52 17 48.57%
Communications 22 36 14 63.64%
Risk 46 64 18 39.13%
Procurement 36 44 8 22.22%
Stockholders 22 34 12 54.55%

9. SECTION 3—THE ROLE OF THE PROJECT MANAGER
This is a new section that outlines the project manager’s role on the team. It
includes information on the project manager’s sphere of influence and
competencies. PMI’s Talent Triangle® is discussed with its emphasis on
strategic and business management skills, technical project management skills,
and leadership skills. Leadership styles and personality are also discussed as
part of this section. The final part of this section focuses on the project manager
as an integrator.
AGILE
The Sixth Edition has included a subsection called Considerations for Adaptive
Environments at the beginning of Sections 4 through 13. Some agile-specific
tools and techniques have been introduced into the PMBOK® Guide, such as
sprint and iteration planning. Appendix X3 describes the use of agile, adaptive,
iterative, and hybrid approaches from the perspective of the Project
Management Process Groups.

10. KNOWLEDGE AREA FRONT MATERIAL
Key Concepts.
Collects key concepts associated with the specific knowledge area. This
information was presented in earlier editions; in this edition, it is consolidated
and presented for consistency between knowledge areas. These key concepts are
compiled in Appendix X4.
Trends and Emerging Practices.
This subsection identifies some of the trends or emerging practices that are
occurring, but that may not be practiced on most projects.

11. KNOWLEDGE AREA FRONT MATERIAL
Tailoring Considerations.
The Sixth Edition emphasizes the importance of tailoring all aspects of the
project to meet the needs of the organization, environment, stakeholders and
other variables. This subsection identifies areas the project manager can
consider when tailoring their project. These tailoring considerations are
compiled in Appendix X5.
Considérations for Agile/Adaptive Environnements.
This subsection identifies some of the areas where adaptive approaches may
differ from predictive approaches in the particular Knowledge Area.

12. KNOWLEDGE AREA AND PROCESS
CHANGES
 Manage Project Knowledge (Section 4.4)—Added.
 Estimate Activity Resources (Section 6.4)—Moved to Project Resource
Management.
 Control Resources (Section 9.6)—Added.
 Implement Risk Responses (Section 11.6)—Added.
 Close Procurements (Section 12.4)—Eliminated.

13. KNOWLEDGE AREA AND PROCESS
CHANGES
 Perform Quality Assurance (Section 8.2)—Changed to Manage Quality.
 Plan Human Resource Management (Section 9.1)—Changed to Plan
Resource Management.
 Acquire Project Team (Section 9.2)—Changed to Acquire Resources.
 Develop Project Team (Section 9.3)—Changed to Develop Team.
 Manage Project Team (Section 9.4)—Changed to Manage Team.
 Control Communications (Section 10.3)—Changed to Monitor
Communications
 Control Risks (Section 11.6)—Changed to Monitor Risks.
 Plan Stakeholder Management (Section 13.2)—Changed to Plan
Stakeholder Engagement.
 Control Stakeholder Engagement (Section 13.4)—Changed to Monitor
Stakeholder Engagement.

14. Is Project
management
new?
It has been used
for hundreds of
years.

15. The Great Pyramid at Giza was the greatest engineering
achievement since the dawn of ‘time. Completed around
2750BC. Ancient pharaohs had managed Scope,
Materials, Budget, and workmanship to create
deliverables on time.
History of Project
Management

16. Scope; the scope had been defined to One massive monument to be constructed
as a tomb with a square base and four triangular sides. The scope was decreased
to create the actual foundation into a quarry. Site preparation, Construction and
ramp removals were the core element of the scope that was being used to create
a work breakdown, to define the activities.
Time; A clear relation and sequence between the activities were defined and
used to develop the time schedule of completing the project works and deliver
the final product of the project.
Cost; The pyramids were built by thousands craftsmen and labors, paid with
food, clothes and tax breaks.
“Hemienue understood the three aspects of Scope, Time and Cost and
managed this to great effect”
History of Project Management

17. Quality; Quality was paramount in site preparation, in insuring a firm and flat
base. An imperfect level base out by even centimeter would mean meters at the
top. The Egyptians built with incredible accuracy and precision even by today’s
standards. The pyramid’s 4 sides are perpendicular to 58 millimeters over 230
meters in length
Human Resource; Craftsmen treated well, they had excellent medical care, and
a rich meat diet of the middle classes.
Communication; Vertical (Top-Down Communications) representing the
hierarchy.
Risk; The main source of risks was the workforce risks due to high quantities of
moved materials with simple equipments. Risks were monitored
History of Project Management

18. Procurement; The project supply-chain carried millions of tons of materials thousands
of kilometers. The supply-chain had to work in lockstep with the project schedule. The
delivery of copper and timbers was schedule showstoppers. Also the delivery of food to
project workforce was considered.
Stakeholder; All the entities that affected or being affected by the project and its
outcome were identified and communicate.
Integrated all the above; they had created a clear charter with completion date of the
project.
The Job of constructing the pyramids followed a method, with phase, requirements
design & Constrains. The stakeholders depended on communication, problem solving &
decision making. They combined team efforts into a singular output. Project
management has always been there, it did not just appear in the 20th century.
History of Project Management

19. That’s it?!!!
Obviously
No….
Let’s go with the following game…..

20. How customer explained it

21. How project leader understood it

22. How analyst designed it

23. How the programmer wrote it

24. How business consultant explained it

25. How the project was documented

26. What operations installed

27. How the customer was billed

28. How it was supported

29. What the customer really needed

30. What percentage of overall projects
succeed
• As per the study conducted by Standish Group, only
– 32 % of the projects succeed
– 44 % of the projects are either late, over budget or do
not deliver all the features
– 24% of the projects never finish or are cancelled

31. Why projects fail?
• Failure to align project with organizational
objectives
• Poor scope
• Unrealistic expectations
• Lack of executive sponsorship
• Lack of project management
• Inability to move beyond individual and personality
conflicts
• Politics

32. How projects succeed?
• Project Sponsorship at executive level
• Good project charter
• Strong project management
• The right mix of team players
• Good decision making structure
• Good communication
• Team members are working toward common goals

33. Why this matters to you?
• Most of us possess some technical or specific set of
skills
• If you want to get things done, you need a good
blend of
– Business knowledge
– People management
– Knowledge of organizational politics
– AND an area of technical expertise

34. Project Managers Role
• Leadership
• Organization
• Communication
• Finance
• Technical Knowledge
• Team building
• Praising
• Punishing
• Integrator

35. Take Rest & Sneak to
PMI…..

36. PMI Credentials Family
Certified
Associate in
Project
Management
Project
Management
Professional
Program
Management
Professional
PMI Risk
Management
Professional
PMI Agile
Certified
Practitioner
Designation CAPM® PMP® PgMP® PMI-RMP® PMI-ACP®
Target
Audience
Project Team
Members
Project
Managers who
Lead and Direct
Project Teams
Project
Managers who
Lead and Direct
Multiple
Projects on an
Organization-
Wide Basis
Project
Managers or
Team Members
who Assess and
Identify Risks,
Minimize
Threats, and
Maximize
Opportunities
Project
Managers
and Team
Members
who Work in
or Must
Transition to
an Agile
Environment

37. PMI Credential Process Flow

38. Ready, Steady, GO………

39. Project Management
Framework

40. What is Project?
Idea / Vision
PROJECT
Reality
Making Something Different / Unique

41. What is Project?
Project is a Temporary endeavor undertaken to create a unique
product, service or result, and has the following characteristics:
•Definite beginning and a definite end.
•Does not mean short duration.
•Produces a product or artifact, quantifiable, an end item or a
component item.
•Has a capability to perform a service, such as telesales.
•Has a result, such as research or document.
•Has a capability to make improvement in an existing product or
service.

42. Project Drives change

43. Project Initiation Context
Meet Regulatory, legal,
or social requirements
Satisfy stakeholder
requests or needs
Create, improve, or fix
products, services or
processes
Implement or change
business or
technological strategies

44. Project Management
• Project Management is the application of information, skills, tools,
and techniques to activities involved with a project in order to meet
project needs.
• It can include:
– developing requirements,
– determining realistic goals,
– managing the triple constraint (Scope, Cost & Time), and
– adapting the various plans as needed to achieve the goals of the
project and stakeholders.
• Project management can start with selection of the suitable
processes associated with completing the work of the project.
• In addition, it can involve using an established methodology to
align project and product requirements with the product
specifications.

46. Project Management Life Cycle
What you do to MANAGE the project
Planning Process
Group
Executing Process
Group
Monitoring & Controlling
Process Group
Initiating Process
Group
Closing Process
Group
I
P
EM&C
C

47. Project Life Cycle
Projects vary in size and complexity. All
projects can be mapped to the following
generic life cycle structure:
• Starting the project
• Organizing and preparing
• Carrying out the project work
• Closing the project

48. Starting the Project
Organizing and
Preparing
Carrying out the
Work
Ending the Project
PROJECT AND DEVELOPMENT LIFE CYCLES
10
Knowledge
Areas
Initiating
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling
Processes
Closing
Processes

49. Project Life Cycle
Project Management Process for a large project
Research Design TestCode Transition
I P
E
M&C
C
I P
E
M&C
C
I P
E
M&C
C
I P
E
M&C
C
I P
E
M&C
C

50. Project Life Cycle
Project Management process for a small project
Research Design TestCode Transition
I P
E
M&C
C

51. Progressive Elaboration
• It means to work on a project for which you might not know all the details.
You plan based on what you know.
• You begin the work while learning about (and planning) the future details
of the unknown work. As you learn more about the work of the project,
the plan progresses, becoming more elaborate.
• Typically, you start out in small steps and make multiple increments in the
Planning and Executing of the project as work is completed.

52. Project
A Project:
• Has a specific purpose
• Creates specific results
• Has definite start and finish dates
• Is temporary
• Could be progressively elaborated as more is learned about the project details
• could occur as a result of a business opportunity or market need, which could
have a limited time window.

53. Program and Program
Management and

54. Project Management Office (PMO)

55. Project Management Office (PMO)
• It is a management organization with several possible
configurations:
• A centralized area for all project management
personnel to work and be assigned to projects as they
arise
• A centralized area for documentation and process
support for project management throughout the
organization
• A centralized area for project management support
and auditing of projects in the organization
• For a PMO to be successful, project goals must be
clearly defined and backed by strong executive
support.

56. Project vs. Operations Mgmt.
• Project management deals with the creation of
temporary specific initiatives.
• Operations management deals with the ongoing
repetitive day-to-day activities of running the business.

57. Triple Constraint

58. Enhanced Triple Constraint

59. Take Rest & Ask Your
Questions……..