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. They managed:

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”

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

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.

“Project Management Body of Knowledge”

The Project Management Institute was founded by Ned Engman (McDonald Douglas Automation), James Snyder and Susan Gallagher (SmithKline & French Laboratories), Eric Jenett (Brown & Root) and J Gordon Davis (Georgia Institute of Technology) at the Georgia Institute of Technology. In 1969 as a nonprofit organization. It was incorporated in the state of Pennsylvania in the same year. PMI described its objectives in 1975 as to "foster recognition of the need for professionalism in project management; provide a forum for the free exchange of project management problems, solutions and applications; coordinate industrial and academic research efforts; develop common terminology and techniques to improve communications; provide interface between users and suppliers of hardware and software systems; and to provide guidelines for instruction and career development in the field of project management.

In the 1970s standardization efforts represented 10 to 15 percent of the Institute's efforts. The functions were performed through the Professional Liaison Committee which called on and coordinated with the Technology, Research Policy and Education Committees. The institute participated in national activities through the American National Standards Committee XK 36.3 and internationally, through liaison with an appointed observer to Europe's International Project Management Association, by then called INTERNET. PMI did not deal with the US Federal Government directly; a number of members were Federal employees in agencies involved with project management.

In the 1980s efforts were made to standardize project management procedures and approaches. The PMI produced the first Project Management Body of Knowledge (PMBOK) in 1996.

In the late 1990s Virgil R. Carter became president of the PMI. During his incumbency the number of members tripled to 90,000 members from 120 countries around the globe. In 2002 Carter was succeeded by Gregory Balestrero, who directed the Institute into the next decade. The current president is Mark Langley. The number of members tripled again to 260,000 members from 150 countries in 2008. The membership in 2015 exceeds 467,000 in 204 countries.

“PMI Family of Credentials and Certifications”

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

Application Requirements

Secondary diploma (high school diploma/global

equivalent) AND

1,500 hours experience OR

23 hours pm education *

Secondary diploma (high school diploma/global

equivalent) 5 years project

management experience with at least

7,500 hours spent leading and directing project tasks

and 35 hours project

management education OR

Four-year degree (bachelor's degree/global

equivalent) 3 years project

management experience with

4,500 hours spent leading and directing project tasks

and 35 hours project

management education

Secondary diploma (high school diploma/global

equivalent) 4 years project

management experience 7 years program

management experience OR

Four-year degree (bachelor's degree/global

equivalent) 4 years project

management experience 4 years program

management experience

Secondary diploma (high school diploma/global

equivalent) 4,500 hours project risk

management experience 40 hours project risk

management education OR

Four-year degree (bachelor's degree/global

equivalent) 3,000 hours project risk

management experience 30 hours project risk

management education

Secondary diploma (high

school diploma/global

equivalent) 2,000 hours

general project

experience (minimum 12

months) working on

project teams, earned within past 5 years**

AND 1,500 hours working on

Agile project teams or in

agile methodologies (earned within

the last 3 years) AND

21 hours training in

agile practices

How Do I Earn This Certification?

Application process + multiple-choice exam

Application process + multiple-choice exam

3 evaluations - application panel review + multiple-

choice exam + multi-rater assessment

Application process + multiple-choice exam

Application process + multiple-

choice exam

Exam Overview 3 hours; 150 questions 4 hours; 200 questions 4 hours; 170 questions 3.5 hours; 170 questions 3 hours; 120

questions

PMI® Exam Fees US $225 PMI member (US $300 nonmember)

US $405 PMI member (US $555 nonmember)

US $1,500 PMI member (US $1,800 nonmember)

US $520 PMI member (US $670 nonmember)

US $435 PMI member (US $495

nonmember)

Certification Study Options CAPM Products

CAPM e-Learning

PMP Products PMP Classes

PMP e-Learning

Program Management e-Learning

PMI-RMP® Products Risk e-Learning

PMI-ACP® Products

PMI-ACP® Classes

Maintenance Requirements and PDU Earning Options

5 years; re-exam 3 years; 60 PDUs

e-Learning Bundles Live Online Classes

3 years; 60 PDUs e-Learning Bundles Live Online Classes

3 years; 30 PDUs in risk management

Risk e-Learning Live Online Risk Class

Read a Book

3 years; 30 PDUs/3CEUs in agile principles

and practices***

“PMP Credential process Flow”

“PMP Exam Changes”

The PMP examination is a vital part of the activities leading to earning a professional credentials, thus it

is imperative that the PMP examination reflect accurately the practices of the project management

practitioner. The proportion of questions from each domain is showing in the following table. The

percentages are used to determine the number of questions related to each domain and the task that

should appear on the exam.

Domains Percentage of

Questions/Domain

Initiating 13%

Planning 24%

Executing 31%

Monitoring & Controlling 25%

Closing 7%

Total Number of Scored Questions 175

Total Number of Unscored (Pretest) Questions 25

Total Number of Questions 200

“The updates are shown as follows”

“Initiating”

“Planning”

“Executing”

“Monitoring & Controlling”

What Is Project, and what is Project Management?

Project

Idea / Vision

PROJECT

Reality

Making Something Different / Unique

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.

Is it a Project or Operation?

Construction Hand Over

Project Operations

Another example showing the difference between project

and operation.

Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet the project

requirements to deliver the on-time, on-budget results, learning and integration that organizations

need. Project management knowledge draws on ten areas:

Existing Product Upgrading Product

Operations Project

Who is Acquiring Product/Service/Project?

Client.

Customer.

Sponsor.

Buyer.

Who is performing a project?

Seller.

Contractors.

Subcontractors.

Vendors.

Suppliers.

What is the relation between project, project

management and what does project manager need to

deliver a successful product?

As described in the previous section that project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements to deliver the on-time, on-budget results, learning and integration that organizations need. In addition project management involves roles, responsibilities and authority level to help project manager to increase the likelihood of project success and decrease the likelihood of project failure, this means that project manager need to apply project management aspects to deliver the project’s product on-time, within-budget.

Things to Keep in Mind;

The Relation between Project, Program and Portfolio

Organizational Structures

The Influence of organizational structure on projects

Enterprise Environmental Factors

Organizational Process Assets

Project Stakeholders

Stakeholder is any entity the may positively or negatively affect or being affected by the project or its outcome. Stakeholders may be external to the project team. In other words; people or groups who might exert positive or negative influence over the project but would not otherwise are considered a part of the project also considered a stakeholder.

A professional project manger should identify, analyze and manage stakeholder’s needs and their influence throughout the project. As stakeholder management is vital aspect of project management framework and strongly influence the project success, PMI introduced a dedicated knowledge area for stakeholder management. Indentify Stakeholders: A process of Identifying all people and organizations that being impacted by a project and documenting all relevant information’s regarding their interest and impact on project success. Stakeholders are being identifying using stakeholder register and this register should have all relevant information’s to a stakeholder.

An example of stakeholder register is shown below:

Stakeholder Name Role Contact Information’s Position in (Power / Interest )

Grid

Power – Interest Grind

An example showing different types of stakeholders and their influence:

Project Constraints

A professional project manager should Juggle many factors on his project to assure the project success, among these factors; Constraints. Priority of each constraint is being directly or indirectly set by the management. A Project manager should evaluate the effect of changing any constraint on other constraints. The following diagram shows the Project constraints;

Project Life Cycle

A project life cycle is a series of phases that project passes from its initiation till closure, these phases are generally sequential. The nature of these phases are being prepared, documented and implemented with respect to the performing organization culture and area of application. Project life cycle varies from Plan-driven to change-driven life cycle. Plan-driven life cycle; also sometime referred to as Predictive or waterfall life cycle where Scope, time and cost should be defined in details before starting the work. Change-driven life cycle; also sometimes referred to as adaptive or agile life cycle where iterative, incremental technique in planning will be implemented and will have varying level of scope, schedule and cost. Project life cycle cost and staffing has a generic shape according to the application of each phase’s processes.

Obviously Risk and uncertainty are highest at the beginning of the project, and decreased throughout the project life cycle;

Project may be one phase or divided to multiphases. Project phase is a collection of logically related activities that contributes in delivering the product of the project.

The relational between phases in multiphase project either sequential;

Or overlap;

Project Management Processes

What do you need to do to deliver the product of the project?, Project management processes are the efforts spent through initiating, planning, executing, monitoring & controlling and closing the project to deliver the product of the project.

Obviously the project is approved during the initiating stage and the project manager is being assigned with specific authority level. The role of project manager is to start the planning how he is going to plan the different project phases, how to execute the work, how to monitor & control the project work and finally how to close the project or phase. Such sequence will require a full knowledge of the business case and the objectives of the project to enable the project manager to define the scope, time and cost. In addition; the quality standards of the project and the customers’ requirements. All these aspects should be planned to achieve the project objectives. PMBOK has distinguished forty seven processes under five process groups and ten knowledge areas to enable the project manager to successfully deliver the product of the project.