This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.

1. INTRODUCTION TO
PROJECT
MANAGEMENT
Success Basics - Workshop
By
Mena Mostafa
Jan-2015

2. Who Am I?
Mena Mostafa
 Freelance consultant
 15 years experience (software development field)
 Project Manager/Business Analyst/Developer
 Wrote my first app in ‘88
 Graduated from faculty of Engineering ‘99
 Worked in ASSET, ITWorx, etisalat…
 Managed over 150 projects (simple websites, portals,
ERP, eCommerce, games…)
 Led teams (co-located, remote, vendors)

3. Who Are You?
 Who heard about project management?
 Have you managed projects?
 What would you like to know?

4. Introduction
Key Definitions
Break (10 mins)
The Theory
The Project (workshop & breaks)
What’s Next?
The Plan

5.  I need your ears, eyes and minds
 I need your participation
 The envelope
 Microphones
 If you are not interested, please feel free to
leave at any time
The Deal

6. … Congratulations 
So… Have you failed before?

7. What is a Project?
 Unique endeavor
 To achieve a specific
goal/objective
 Having a defined beginning
and end date
 Governed by a budget

8. • Construction project
• Blue prints
• Circumstances (weather, location…)
Unique

9. • Solve a problem
Specific goal

10. • Solve a problem
• Take advantage of an opportunity
Specific goal

11. d
• Shouldn’t run for ever
Beginning and end
Jan
22
Aug
25

12. d
• Shouldn’t run for ever
Beginning and end
Jan
22
Sep
25

13. d
• Shouldn’t run for ever
Beginning and end
Jan
22
Oct
25

14. d
• Shouldn’t run for ever
• Goal is crucial to identify when the project is done
Beginning and end
Jan
22
GOAL

15. d
• Not only money
• Other constraints: people, tools and time
Budget

16. Projects are not Operations
Always has
start & end date
Produces a
unique product,
service or result
Projects
Is an ongoing
process of
functions
Always
produces the
same product,
service or result
Operations

17. What is Project Management?
The art and science of
planning, organizing, and
managing resources
to bring about the
successful completion of
specific project goals and
objectives

18. Who is the Project Manager?
Project managers bear ultimate responsibility for
making things happen. A PM must have a range
of skills:

19. Who is the Project Manager?
Project managers bear ultimate responsibility for
making things happen. A PM must have a range
of skills:
 Leadership
 People management
(customers, suppliers,
functional managers and
project team)
 Effective communication
(verbal and written)
 Influencing
 Negotiation
 Conflict management
 Planning
 Contract management
 Estimating
 Problem solving
 Creative thinking
 Time management

20. What Do Project Managers Do?
 Define the project, reduce it to a set of
manageable tasks, obtain appropriate
resources and build a team to perform the
work
 Set the final goal for the project and motivate his
or her team to complete the project on time
 Inform all stakeholders of progress on a regular
basis
 Assess and monitor risks to the project and
mitigate them
 No project ever goes exactly as planned, so
project managers must learn to adapt to and

21. Who is the Project Team?
A group of professionals committed to achieving
common objectives, who work well together and
who relate directly and openly with one another
to get things done.
 Project team membership
Project manager (chosen before Initiation)
Core team (chosen before Planning)
Supporting team (chosen before Launching)

22. Why Projects Fail?
Many things can go wrong in project
management:
 Poor
communication
 Disagreement
 Misunderstandings
 Bad weather
 Union strikes
 Personality
conflicts
 Poor management
 Poorly defined
goals and
objectives

23. Key Definitions

24. Stakeholder
 Any person or organization that is actively
involved in a project
 Or whose interests may be positively or
negatively affected by execution or
completion of the project
 It can be the client
end-user, top management,
team…

25. Role
 Although projects are different, there are
commonly occurring roles that exist in most
projects
 Sometimes individuals occupy more than one
role
 Common roles
Business owner

26. Role
 Although projects are different, there are
commonly occurring roles that exist in most
projects
 Sometimes individuals occupy more than one
role
 Common roles
Business owner
Project manager

27. Role
 Although projects are different, there are
commonly occurring roles that exist in most
projects
 Sometimes individuals occupy more than one
role
 Common roles
Business owner
Project manager
Quality team

28. Communication
 An essential component for good project
management
 Ensures all stakeholders are equally informed of:
How
When
Why
communication will happen
 Communication is a very effective way to:
Solve problems
Deal with risks
Ensure that tasks are completed on time

29. Scope
 Description of the work that will be done
 What will not be done (useful to avoid
confusion)
 Be very specific when writing it

30. Requirement
 Demands, necessities,
needs, or parameters that
must be met or satisfied
 Crucial for the success of
the whole project

31. Deliverable
 List of deliverables produced by the project
 Describe deliverables in an unambiguous manner
 Examples:
Project Plan
Requirements Document
Design Document
Source Code
Test Plan
Test Cases
Release Notes
User Guides

32. Baseline
 Baseline is the value or condition against which
all future measurements will be compared
 Baseline is a point of reference
 Three baselines
scope baseline
schedule baseline
cost baseline
 The combination of all three baselines is
referred to as the performance measurement
baseline

33. Change
 The nature of projects makes change inevitable
 Changes impact project’s budget & schedule
(sometimes outcome)
 To cope with changes use a formal change
control procedure

34. Re-work
 A rework can arise due to:
Change in scope
Quality of the deliverables not up to the mark
Change in requirements that is essentially a
change in scope
 Impact on time and budget depends on change
request time

35. Risk
 A risk is any factor that may
potentially interfere with successful
completion of the project
 A risk is not a problem. A problem
has already occurred, a risk is the
recognition that the problem will
occur
 By recognizing potential problems,
the PM can attempt to avoid a
problem through proper actions

36. Assumption
 Assumptions are
circumstances and events
that need to occur for the
project to be successful, but
are outside the total control
of the project team
 Assumptions are accepted
as true and are often without
proof or demonstration
✔

37. Constraint
 Constraints are things that
might restrict, limit, or
regulate the project
 Generally constraints are
outside the total control of
the project team

38. Work Breakdown Structure
(WBS)
 1st step in project planning
 An effective tool to list all project tasks
 Allows to group all tasks under main activities
 Ensures a clear overview of what to execute
Project
Task
Work
Work
Task
Work
Work
Task
Work
Work

39. Estimate
 Before proceeding in planning, estimate
project’s activities & tasks
 Based on the WBS, estimate effort each
task/activity will take regardless of resources
 Time and cost estimates are important for the
success of the project

40. Schedule
 The project schedule is the tool that
communicates:
What work needs to be performed
Which resources of the organization will perform the
work
The timeframes in which that work needs to be
performed
Week 1 Week 2 Week 3 Week 4 Week 5
Design
Build
Test

41. Earned Value
 Approach to monitor:
Project plan
Actual work
Work-completed value
to see if a project is on track
 EV indicates how much budget & time should
have been spent, with regards to the amount of
work done to date
 EV answers the “What did we get for the money
we spent?”

42. Forecasting
 How the future will turn out based on:
Progress
Earned value
Risks
Assumptions

43. Quality
 The degree to which the project fulfills
requirements

44. Acceptance/Signoff
 Acceptance criteria represents specific and
defined list of conditions that must be met
before a project has been considered completed
and the project deliverables can and will be
accepted by the assigning party

45. Lessons Learned
 The purpose of
lessons learned is
to bring together
any insights gained
during a project
that can be usefully
applied on future
projects
Unintended
but
successful
Planned
and
successf
ul
Planned
but
failed
Failed
and not
planned
Success
Failure
Unplanned
Planned

46. The Theory

47. Project Management
Project Management involves understanding the
fundamentals of a project:
 What business situation is being addressed?
 What do you need to do?
 What will you do?
 How will you do it?
 How will you know you did it?
 How well did you do?

48. Triple Constraints
Quality Req.
Risk
Resource
s
Scope
Scope
Project size, goals,
requirements
Time
Task durations,
dependencies, critical path
Resources
People, equipment, material
Money
Costs, contingencies, profit

49. Triple Constraints
Quality Req.
Risk
Resource
s
Scope
 Good + Fast
 Good + Cheap
 Cheap + Fast

50. Project Success
 Projects must be within cost
 Projects must be delivered
on time
 Projects must be within
scope
 Projects must meet customer
quality requirements

51. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g

52. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Initiating
Everything that is needed
to set-up the project
before work can start

53. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Planning
Detailed plans of how the
work will be carried out
including time, cost and
resource estimates

54. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Executing
Doing the work to deliver
the product, service or
desired outcome

55. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Monitoring &
Controlling
Ensuring that a project
stays on track and taking
corrective action to
ensure it does

56. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Closing
Formal acceptance of the
deliverables and
disbanding of all the
elements that were
required to run the
project

57. Project Lifecycle
Initiatin
g
Plannin
g
Closing
Monitorin
g &
Controllin
g
Executin
g
Initiating
Everything that is needed
to set-up the project
before work can start
Planning
Detailed plans of how the
work will be carried out
including time, cost and
resource estimates
Executing
Doing the work to deliver
the product, service or
desired outcome
Monitoring &
Controlling
Ensuring that a project
stays on track and taking
corrective action to
ensure it does
Closing
Formal acceptance of the
deliverables and
disbanding of all the
elements that were
required to run the
project

58. Initiating
Develop and gain approval of a general
statement of the goal and business value of the
project:
 Eliciting the needs
 Documenting the needs
 Writing a one-page description of the project
 Gaining approval to plan the project

59. Planning
Identify work to be done and estimate time, cost and resource
requirements and gain approval to do the project:
 Defining all of the work
 Estimating how long it will take to complete this work
 Estimating the resources required to complete the work
 Estimating the total cost of the work
 Sequencing the work
 Building the initial project schedule
 Analyzing & adjusting the project schedule
 Writing a risk management plan
 Documenting the project plan
 Gaining approval to launch the project

60. Executing
Recruit/assign the team and establish team
operating rules:
 Recruiting the project team
 Establishing team operating rules
 Establishing the scope change management
process
 Managing team communications
 Finalizing the project schedule
 Writing work packages

61. Monitoring & Controlling
Respond to change requests and resolve problem
situations to maintain project progress:
 Monitoring project performance
 Establishing the project performance and
reporting system
 Monitoring risk
 Reporting project status
 Processing scope change requests
 Discovering and solving problems
 Forecasting issues impact

62. Closing
Assure attainment of requirements and issue
deliverables:
 Gaining approval of having met project
requirements
 Planning and issuing deliverables
 Writing the final project report
 Conducting the post-implementation
audit/review

63. The Project

64. Workshop Setup
Project
Team
Business
Owners
Project
Managers
Quality Testers
Workers
Designers

65. Step #0: Project Definition
Activities
 Agree on project
name
 Allocate high level
budget
 Set high level
timeframe
Output
 Set meeting with
vendor

66. Step #1: Project Initiation
Activities
 Meet with client to
understand project
 Define stakeholders
 Define scope
Output
 Project signoff
Scope
High level budget
High level timeframe

67. Step #2: Project Planning (1)
Activities
 Requirements
 Deliverables
 Assumptions
 Constraints
 Risks
 Communication plan
Output
 Requirements
document
 Requirements
signoff

68. Step #3: Project Planning (2)
Activities
 WBS
 Estimate
 Cost
 Schedule
Output
 Baseline set
 Kickoff meeting

69. Work
Test
Fix
Re-work
Demo
Time
Team
Output
Risks
Conflicts
Earned value
Progress
reports
Step #4, 5 & 6
Corrective actions
Change requests
Forecasting
Executin
g
Monitorin
g &
Controllin
g
Planning

70. Step #7: Project Closure
Activities
 Acceptance test
 Retrospective
meeting
Output
 Project signoff
 Lessons learned

71. Project Management Tools
 Depends on the nature, size and complexity of the project
 There are different tools to manage:
Requirements
Resources
Time
Tasks
Documents
Issues
Defects
Billing
Reports
Calendars
Meetings
…
Varying from paper and pen to complex software

72. What’s next?

73. Further Readings
 Budget Planning
 Business Analysis
 Change
Management
 Client
Management
 Crisis
Management
 Communication
Skills
 Conflict
Management
 Customer
Satisfaction
 Decision Analysis
 Decision Making
 Influencing People
 Leadership
 MoM
Documentation
 Motivation
 Negotiation Skills
 Requirements
Management
 Risk Management
 Strategic Planning
 Task Estimation
 Team Building
 Time Management

74. Certifications
 PMP: Project Management Professional
 CAPM: Certified Associate in Project
Management
 CompTIA Project+ Certification
 MPM: Master Project Management
 CPM: Certified Project Manager Certification

75. Thank you 
Would you like to become a
PM?

76. Let’s Keep in Touch
 Twitter: @menameissa
 Blog: A Project Manager’s Diary

77. References

78. References
 http://www.lynda.com/Business-Business-Skills-
tutorials/Project-Management-Fundamentals/80780-2.html
 http://www.lynda.com/Business-Business-Skills-
tutorials/Defining-project/80780/95043-4.html
 http://www.slideshare.net/MurftheSurf/project-management-
101-2487817
 http://www.innobiz.dk/Project_Management.html
 http://management.about.com/cs/projectmanagement/a/PM1
01.htm
 http://www.projectsmart.co.uk/introduction-to-project-
management.php
 http://blog.geekmanager.co.uk/presentations/Project-
Management-Basics-for-Busy-Geeks-BarCampLondon2-Feb-
07-FINAL.pdf

79. References
 http://oe.ucdavis.edu/local_resources/docs/projectma
nagementtraining.pdf
 http://www.esi-intl.com/courses-and-
certifications/courses/project-
management/introduction-to-project-management
 http://www.slideshare.net/tsierra/project-management-
basics
 http://glossary.tenrox.com/baseline.htm
 http://www.cioarchives.ca.gov/itpolicy/pdf/pm3.10_pla
nning_risk_management.pdf
 http://apmsdiary-pm.blogspot.com/
 https://ocio.wa.gov/pmframework/initiation/organizatio
n/assumptions

80. References
 http://www.projectinsight.net/project-management-
basics/project-management-schedule
 http://www.i-leadonline.com/newsletter/what-is-quality-on-
projects.htm
 http://project-management-
knowledge.com/definitions/a/acceptance-criteria/
 http://www.projectsmart.co.uk/lessons-learned.php
 http://www.managementstudyguide.com/rework-and-scope-
management.htm
 http://www.businessdictionary.com/definition/requirements.ht
ml
 http://www.tomsitpro.com/articles/project-management-
certifications,2-670.html

81. Images Credit
 http://pmosystem.tumblr.com/post/11070115081/quotes
 http://www.clipartpanda.com/categories/project-20clipart
 http://recruitshop.com.au/how-much-does-recruitment-
advertising-really-cost-you/
 http://imgarcade.com/1/kleenex-clipart/
 http://www.lerelaisdechasse.com/w/70dc57c53e
 http://www.clker.com/cliparts/A/u/e/g/J/3/community-md.png
 http://memespp.com/mechanic-tools-clip-art/
 http://findicons.com/icon/65569/wooden_slick_drives_time_m
achine
 http://www.clipartlord.com/category/miscellaneous-clip-
art/pirate-clip-art/page/2/
 http://pixshark.com/backyard-fence-clipart.htm

82. Images Credit
 http://www.hypebot.com/.a/6a00d83451b36c69e201a3fc7a5c0a970
b-popup
 https://www.linkedin.com/pulse/20140721041448-66876514-
project-management-tools-the-grand-limitation
 http://www.clker.com/clipart-thumb-down.html
 http://www.ospreserje.si/index.php/zaposleni
 http://organizingtoronto.com/blog/enhance-your-living-space-with-
basement-remodels/
 http://activerain.trulia.com/blogsview/4469929/new-housing-starts-
jump-15-7--in-july-of-2014
 http://www.funinmarriage.com/page/3/
 http://pixgood.com/people-communicating-clipart.html
 http://imgarcade.com/1/project-scope-clipart/
 http://bethanylutheranpreschool.org/news-events/

83. Images Credit
 http://angiemakes.com/free-feather-clip-art/
 http://www.clipartguide.com/_pages/0511-1202-0214-4644.html
 http://www.clker.com/clipart-note-with-pin.html
 http://clipart-finder.com/clipart/no-u-turn-sign.html
 http://www.thewindowworks.com/do_it_yourself.html
 http://www.dreamstime.com/illustration/value.html
 http://www.clipartpanda.com/categories/handshake-20clipart
 http://www.vickidonlan.com/Womens-Business-Blog/bid/85470/3-
Lessons-Learned-for-Women-Entrepreneurs-in-2012
 http://4vector.com/free-vector/bbq-tools-clip-art-115846
 http://www.clker.com/clipart-7963.html
 http://cabinet.gov.krd/p/page.aspx?l=13&s=000000&r=432&p=363&
h=1&t=0
 http://www.gograph.com/stock-illustration/profit-forecasting.html