Project: is a temporary endeavor undertaken to create a unique product,

service, or result. ‫تعر يف‬

Like most organizational efforts, the major goal of a project is to satisfy a
customer’s need.
The major characteristics of a project are as follows:
1- An established objective.: This singular purpose is often lacking in daily
organizational life in which workers perform repetitive operations each day.
2- A defined life span with a beginning and an end: Second, because there is a
specified objective, projects have a defined endpoint, which is contrary to the
ongoing duties and responsibilities of traditional jobs.
3- Usually, the involvement of several departments and professionals: projects
typically require the combined efforts of a variety of specialists.
4- Typically, doing something that has never been done before: a project is that
it is nonroutine and has some unique elements.
5- Specific time, cost, and performance requirements: Finally, specific time, cost,
and performance requirements bind projects. Projects are evaluated according
to accomplishment, cost, and time spent. These triple constraints impose a
higher degree of accountability than you typically find in most jobs. These three
also highlight one of the primary functions of project management, which is
balancing the trade-offs among time, cost, and performance while ultimately
satisfying the customer.
Projects should not be confused with everyday work. A project is not routine,
repetitive work.
Program: is a group of related projects designed to accomplish a common goal
over an extended period of time. ‫تعر يف‬
Each project within a program has a project manager. The major differences lie
in scale and time span.
Program management: is the process of managing a group of ongoing,
interdependent, related projects in a coordinated way to achieve strategic
objectives. ‫تعر يف‬
Although each project retains its own goals and scope, the project manager and
team are also motivated by the higher program goal. Program goals are closely
related to broad strategic organization goals.
project life cycle. Some project managers find it useful to use the project life
cycle as the cornerstone for managing projects.
The project life cycle typically passes sequentially through four stages: ‫بالترتيب‬
‫حفظ‬.
1- Defining stage: Specifications of the project are defined; project objectives are
established; teams are formed; major responsibilities are assigned.
2- Planning stage: The level of effort increases, and plans are developed to
determine what the project will entail, when it will be scheduled, whom it will
benefit.
3- Executing stage: A major portion of the project work takes place—both
physical and mental. The physical product is produced.
4- Closing stage: Closing includes three activities: delivering the project product
to the customer, redeploying project resources, and post-project review.

‫نعرف بس مين اعلى مستوى من الجهد‬

the project life cycle is used by some project groups to depict the timing of
major tasks over the life of the project.
The project manager is:
1- They plan, schedule, motivate, and control, they manage temporary,
nonrepetitive activities, to complete a fixed life project.
2- create a project team and organization where none existed before.
3- decide what and how things should be done instead of simply managing set
processes.
4- meet the challenges of each phase of the project life cycle, and even oversee the
dissolution of their operation when the project is completed.
5- work with a diverse troupe of characters to complete projects, direct link to the
customer.
6- provide direction, coordination, and integration to the project team, which is
often made up of part-time participants loyal to their functional departments.
They often must work with a cadre of outsiders.
Project managers are ultimately responsible for performance ensure that
appropriate trade-offs are made among the time, cost, and performance.
 orchestrate the completion of the project by inducing the right people, at the
right time, to address the right issues and make the right decisions.
Good project managers are always in demand. Every industry is looking for
effective people who can get the right things done on time.
Most people’s first exposure to project management occurs while working as
part of a team Sometimes this work is full-time, but in most cases, people work
part-time on one or more projects.
Their team may consist of strangers from different departments and
organizations.
They need to be a positive force in helping the team coalesce into an effective
project team.
Not only are there people issues, but project members are also expected to use
project management tools and concepts.
project members work with others to create a project schedule and budget that
will guide project execution.
project members must know how to monitor and report project progress.
Project members need to know how to avoid the dangers of scope creep,
manage the critical path, engage in timely risk management, negotiate, and
utilize virtual tools to communicate.
Several reasons why this is the case are briefly discussed below (Current
Drivers of Project Management):
1- Compression of the Product Life Cycle: One of the most significant driving
forces behind the demand for project management is the shortening of the
product life cycle.
2- Knowledge Explosion: The growth in new knowledge has increased the
complexity of projects because projects encompass the latest advances.
3- Triple Bottom Line (Planet, People, Profit): Businesses can no longer simply
focus on maximizing profit to the detriment of the environment and society.
4- Increased Customer: Focus Increased competition has placed a premium on
customer satisfaction. Customers no longer simply settle for generic products
and services. They want customized products. and services that cater to their
specific needs. This requires a much closer working relationship between the
provider and the receiver.
5- Small Projects Represent Big Problems: small hundreds of projects are
implemented concurrently. This climate has created a multi project environment
and a plethora of new problems. Sharing and prioritizing resources across a
portfolio of projects is a major challenge for senior management. Small
 projects typically carry the same or more risk as do large projects. Small
projects can represent hidden costs not measured in the accounting system. how
to create an organizational environment that supports multi project
management. A process is needed to prioritize and develop a portfolio of small
projects. Project management appears to be ideally suited for a business
environment requiring accountability, flexibility, innovation, speed, and
continuous improvement.
Competing in a global market influenced by rapid change, innovation, and
time.
Some means for coordinating and managing projects in this changing
environment is needed. Centralization.
Centralization entails governance of all project processes and practices to
improve project management.
Governance: is designed to improve project management in the whole
organization over the long haul. ‫تعر يف‬
The reasons that governance for:
1- An overview of all project management activities;
2- A big picture of how organizational resources are being used;
3- An assessment of the risk their portfolio of projects represents;
4- A rough metric for measuring the improvement of managing projects relative to
others in the industry;
5- Linkages of senior management with actual project execution management.
Governance enables management to have greater flexibility and better control
of all project management activities.
what does project management integration mean? It necessitates combining
all of the major dimensions of project management under one umbrella.
Governance: means applying a set of knowledge, skills, tools, and techniques
to a collection of projects in order to move the organization toward its strategic
goals. ‫تعر يف‬
projects are the work process for implementing strategy, Strategic plans are
written by one group of managers, projects selected by another group, and
projects implemented by another. These independent decisions by different
groups of managers create a set of conditions leading to conflict, confusion,
and frequently an unsatisfied customer. Under these conditions, resources of the
organization are wasted in non-value-added activities/ projects. Selection
criteria need to ensure each project is prioritized and contributes to strategic
goals, all of the projects selected become part of a project portfolio that
balances the total risk for the organization. ‫نتائج القرارات المستقلة وحلها‬
Senior management is often involved in selecting projects but seldom involved
in implementing them. Implementing the project is the challenge.
Managing a project is multidimensional. The first dimension is the technical
side of the management process.
This technical dimension includes planning, scheduling, and controlling
projects.
The second and opposing dimension is the sociocultural side of project
management, It centers on creating a temporary social system within a larger
organizational environment that combines the talents of a divergent set of
professionals working to complete the project. Project managers must shape a
project culture that stimulates teamwork.
The sociocultural dimension also involves managing the interface between the
project and external environment. Project managers have to assuage and shape
expectations of customers, sustain the political support of top management,
negotiate with their functional counterparts, monitor subcontractors, and so
on. Overall, the manager must build a cooperative social network among a
divergent set of allies with different standards, commitments, and perspectives.
Some suggest that the technical dimension represents the “science” of project
management while the sociocultural dimension represents the “art” of
managing a project.
Good project managers balance their attention to both the technical and
sociocultural aspects of project management.
The sociocultural is (art) and the technical is (science).