Download - Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan
![Page 1: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/1.jpg)
Naill M. Momani, Ph.D., P.E.
Excellence in Business Continuity and Crises Management
www.ebccm.org
Amman-Jordan
![Page 2: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/2.jpg)
Understand Project Management Overview and framework
Get familiarized with Project Management Institute standards (PMI)
Discuss the general concepts and practices of project management using the PMBOK model
Get familiarized with PMP Exam (content and format ) Assist to Pass the Project Management Professional
(PMP®) certification examination
![Page 3: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/3.jpg)
![Page 4: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/4.jpg)
TRAINING TOPICS- ROADMAP
Walkthrough
Project management Context
The project charter
Integrate
Identify and manage stake holders
Finalizing objectives-Scope statement
Scoop creep -WBS
Real world Estimating
Real world scheduling
Communication management
Preventing problems-risk management
Human Resources
Quality
Professional Responsibility
Procurement & Contracts
PMP Prep
![Page 5: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/5.jpg)
1. PMI 2. What is a Project 3. What Is Project Management?4. The Project Management Cycle5. Organizational 6. Processes
![Page 6: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/6.jpg)
The Project Management Institute
Established in 1969
Headquartered outside Philadelphia, Pennsylvania USA
World’s leading not-for-profit project management professional association
Concerned with the advancement of the project management profession
www.pmi.org
![Page 7: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/7.jpg)
![Page 8: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/8.jpg)
Project management body of knowledge
Approved by ANSI as PM reference
Reference manual for PM professionals
Basis for certification examination
Introduction to 9 PM knowledge areas.
![Page 9: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/9.jpg)
What is a Project?
![Page 10: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/10.jpg)
![Page 11: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/11.jpg)
A project is a temporary endeavor undertaken to create a unique product or service.
Examples:◦ Developing a new product or service◦ Effecting a change in staffing or style of an organization◦ Designing a new transportation vehicle◦ Constructing a building or facility◦ Running a campaign for political office
![Page 12: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/12.jpg)
“A temporary endeavor undertaken to create a unique product or service.”*
*2004 PMBOK Guide (p. 5).
Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something
(project "deliverables")unique One of a kind, rather than a collection of
identical itemsproduct Tangible objects, but could include things like
computer software, film or stage worksservice Might include the establishment of a day- care
center, for instance, but not its daily operations.
![Page 13: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/13.jpg)
There are few, if any, definitive definitions. Project management knowledge is shared understanding
of what it takes to deliver products and services effectively.
Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.
![Page 14: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/14.jpg)
Temporary
Project
Progressively Elaborated Unique
Consumes Resources
![Page 15: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/15.jpg)
Project
UniqueTemporary
Operation
RepetitiveOngoing
![Page 16: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/16.jpg)
![Page 17: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/17.jpg)
Quality
ScopeScope
ScopeScope
Cost
CostCost
Cost Tim
eTi
me
Tim
eTi
me
![Page 18: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/18.jpg)
Project Completion: Within Schedule Within Budget Meeting Spec requirements Acceptance by customer and or user Customer Satisfaction With minimal or agreed upon scope changes Without disturbing workflow of organization Without negatively affecting corporate culture
![Page 19: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/19.jpg)
Project Manager has primary responsibility over successful project completion
![Page 20: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/20.jpg)
![Page 21: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/21.jpg)
![Page 22: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/22.jpg)
Average Project cost overrun is 43% 15% of projects will be canceled before they ever get
completed ONLY 34% of software projects are completed on-
time and on-budget Projects completed by the largest American companies
have approximately 42% of the originally-proposed features.
100 billion lost in US in 2004 Projects 17 billion overrun in US Projects in 2004
![Page 23: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/23.jpg)
Largest study on project management : 75% of respondents reported projects consistently
coming Late And Over Budget 50% reported Project Management Methodologies
Too rarely applied to projects. 70% reported need for additional executive
support to improve project performance
![Page 24: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/24.jpg)
?
![Page 25: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/25.jpg)
Stakeholders unclear about important aspects of project
Stakeholders varying and unclear interests in project
Mismanagement of stakeholders expectations Not enough time spent in defining project
objectives No system in place to manage project objectives
over project lifecycle
![Page 26: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/26.jpg)
Not enough time spent on planning Perception of planning being non value add Attitude of “Just Do It” Attitude of “we all know what needs to be done” Too busy for planning
![Page 27: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/27.jpg)
Optimism by nature Lack of risk management Pressure of deadlines Lack of Product Development Process Lack of historical information
![Page 28: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/28.jpg)
Unclear Product development process Lack of communication The “Kill the messenger” External pressures The “yes I can”
![Page 29: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/29.jpg)
Competing for resources among projects Lack of skilled resources Budgetary constraints Not taking learning curve into
consideration Lack of resource planning
![Page 30: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/30.jpg)
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
![Page 31: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/31.jpg)
Initiating: Authorizing the project
Planning: Project objectives are determined, as well as how to reach these objectives within the given constraints.
Executing: Actual implementation of the project as indicated in the projects plans, through utilizing available resources.
Controlling: Project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements.
Closing: The project and its various phases are brought to a formal end.
![Page 32: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/32.jpg)
◦ Identifying requirements◦ Establishing clear and achievable objectives◦ Balancing the competing demands◦ Adapting specifications, plans, and approach
to the different concerns and expectations of the various stakeholders
![Page 33: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/33.jpg)
As the team knows more about the project, it can manage to a greater level of detail
![Page 34: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/34.jpg)
![Page 35: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/35.jpg)
![Page 36: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/36.jpg)
![Page 37: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/37.jpg)
Benefits of using PM:◦ Reduce changes by 50%◦ Reduce lead time by 50%◦ Reduce rework by 50 – 75%
![Page 38: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/38.jpg)
![Page 39: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/39.jpg)
Project Life-Cycle
![Page 40: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/40.jpg)
Projects are divided into phases to provide better management control with appropriate links to the
ongoing operations of the performing organization. These phases together form what is
called “project life cycle”
![Page 41: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/41.jpg)
Phase 1
Phase 2
Phase 3
Phase 4
Project Life Cycle
![Page 42: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/42.jpg)
![Page 43: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/43.jpg)
![Page 44: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/44.jpg)
![Page 45: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/45.jpg)
PLAN
DO
CHECK
ACT
![Page 46: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/46.jpg)
![Page 47: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/47.jpg)
![Page 48: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/48.jpg)
![Page 49: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/49.jpg)
![Page 50: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/50.jpg)
Define the beginning and end of a project Define the work and the types of resources
involved in each phase
![Page 51: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/51.jpg)
Each project phase has certain deliverable (s) Project phase is generally concluded with a review of
the work accomplished and the deliverables to determine acceptance, or whether extra work is still
required, or whether the phase should be considered closed.
A phase can be closed without the decision to initiate any other phases.
![Page 52: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/52.jpg)
![Page 53: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/53.jpg)
Organization
![Page 54: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/54.jpg)
Project Coordinatio
n
![Page 55: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/55.jpg)
Clear lines of authority Career development Comfortable and easier to grasp Technical expertise Flexible resource assignments
![Page 56: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/56.jpg)
No accountability over complete project No project emphasis Low coordination across functions No customer focal point Low delegation of authority Work delays due to red tape Blame game vs. objective conflict resolution Heavy politics Lack of big picture view
![Page 57: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/57.jpg)
Project Coordinatio
n
![Page 58: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/58.jpg)
Project Coordination
![Page 59: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/59.jpg)
Project Coordination
Project Coordination
![Page 60: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/60.jpg)
Addresses both functional and project requirements
Cross functional operations Stresses behavioral skills and
empowerment
![Page 61: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/61.jpg)
Unclear lines of authority Success highly dependent on individuals Two bosses Uncomfortable Difficult to master Difficulty setting priorities
![Page 62: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/62.jpg)
Project Coordination
![Page 63: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/63.jpg)
President
Project A Project B
Manufacturing Manufacturing
Marketing
Finance
Engineering
Marketing
Finance
Engineering
![Page 64: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/64.jpg)
Low
Project ManagerAuthority
High Functional Matrix Projectized
![Page 65: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/65.jpg)
VP Operations
Director Engineering
Director Information Technology
Director Manufacturing
Management
------------------------ ----Management
-------------------------- Management Management Management
-------------------Management
----------------------------
Project Manager
Staff
StaffStaffStaffStaffStaff
StaffStaffStaffStaff
--------------------
![Page 66: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/66.jpg)
Director
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
--
--
--
--
--
--
--
--
--
AA B
BB B
B
--
--
A
C
C--
CC
Project Manager
A
Project Manager
B
Project Manager
C
![Page 67: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/67.jpg)
Systematic approach to project management Creativity Well defined project lifecycle Marketing phase
![Page 68: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/68.jpg)
High risks in early project phases More difficult learning organization More difficult employee synergy
![Page 69: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/69.jpg)
Leading Communicating Negotiating Problem Solving Influencing the Organization
![Page 70: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/70.jpg)
How to L.E.A.D.?Lead with a clear purposeEmpower to participateAim for consensusDirect the process
How to Communicate?- Written and Oral (Listening and Speaking)- Internal and External- Formal and Informal- Vertical and Horizontal
What to Negotiate?- Scope, cost, and schedule objectives- Changes to scope, cost, or schedule- Contract terms and conditions- Resources and Assignments
How to Solve Problems?
- Problem definition- Brainstorming alternative solutions- Decision making
Why to Influence?- To get things done!
![Page 71: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/71.jpg)
Leadership Team building Conflict resolution Planning Organization Entrepreneurship Communication Negotiation Decision making.
Project Management Competence
Business Management Competence
Understanding of Project Environment
Understanding of Project Technology
![Page 72: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/72.jpg)
Flexibility Initiative and
leadership Assertiveness Confidence Persuasiveness Effective
Communication
Enthusiasm Creativity Generalist Well Organized Decision Maker Poise Honesty and
Integrity
![Page 73: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/73.jpg)
Integration SCOPE
TIME
COST
QUALITY Human
Resources
COMMUNICATION
RISK
Procur-
ement
![Page 74: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/74.jpg)
Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communication Management Project Risk Management Project Procurement Management
![Page 75: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/75.jpg)
Project Plan Development Project Plan Execution Integrated Change Control
![Page 76: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/76.jpg)
Initiation Scope Planning Scope Definition Scope Verification Scope Change Control
![Page 77: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/77.jpg)
Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control
![Page 78: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/78.jpg)
Resource Planning Cost Estimating Cost Budgeting Cost Control
![Page 79: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/79.jpg)
Quality Planning Quality Assurance Quality Control
![Page 80: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/80.jpg)
Organizational Planning Staff Acquisition Team Development
![Page 81: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/81.jpg)
Communication Planning Information Distribution Performance Reporting Administrative Closure
![Page 82: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/82.jpg)
Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risks Analysis Risk Response Planning Risk Monitoring and Control
![Page 83: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/83.jpg)
Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Closeout
![Page 84: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/84.jpg)
Project Charter Project Plan Risks and Issues Reports Meeting Agendas Minutes of Meetings Status Reports Closeout Report
![Page 85: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/85.jpg)
The Project Charter formally describes and authorizes work to be performed on a project.
To view a sample template, please click
![Page 86: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/86.jpg)
A formal, approved document used to guide both project execution and project control.
To view a sample template, please click
![Page 87: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/87.jpg)
A report designed to quantify the impact of uncertainties.
To view a sample template, please click.
![Page 88: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/88.jpg)
List of things to be done or discussed, at any project meeting.
To view a sample template, please click
![Page 89: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/89.jpg)
Formal notes taken during a meeting.
To view a sample template, please click
![Page 90: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/90.jpg)
The comparison of actual progress against the plan to determine variance and corrective action.
To view a sample template, please click
![Page 91: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/91.jpg)
Documentation of the completion of all work on a project.
To view a sample template, please click.
![Page 92: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/92.jpg)
Microsoft Project Primavera All Clear Many others
![Page 93: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/93.jpg)
![Page 94: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/94.jpg)
Projects are complex: projects call on various planning and implementation skills, and involve various partners and players.
Projects are collective: projects are the product of collective endeavour. They are run by teams, involve various partners and cater for the needs of others.
Projects are unique: all projects stem from new ideas. They provide a specific response to a need (problem) in a specific context. They are innovative.
![Page 95: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/95.jpg)
Projects are an adventure: every project is different and ground-breaking; they always involve some uncertainty and risk.
Projects can be assessed: projects are planned and broken down into measurable aims which must be open to evaluation.
Projects are made up of stages: projects have distinct, identifiable stages
![Page 96: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/96.jpg)
Projects have a purpose: projects have clearly-defined aims and set out to produce clearly-defined results. Their purpose is to solve a “problem”, and this involves analysing needs beforehand.◦ Suggesting one or more solutions, it aims at lasting social
change.
Projects are realistic: their aims must be achievable, and this means taking account both of requirements and of the financial and human resources available.
Projects are limited in time and space: they have a beginning and an end, and are implemented in a specific place and context.
![Page 97: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/97.jpg)
Exercises
![Page 98: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/98.jpg)
What is Project Management?
Instructions: In the space below, enter in your own words your definition of project management. Use a single sentence rather than a bulleted list.
Use this space for your team’s definition of project management.
Use this space for the other teams’ definitions.
After this workshop, create your own working definition.
PMP Preparation Course
![Page 99: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/99.jpg)
Nine Knowledge Areas Instructions: For each of the nine knowledge areas, look
back over your past project experience and if possible pick a “defining moment,” in which you intuitively used that knowledge extremely well.
1. Integration Management 2. Scope Management 3. Time Management 4. Cost Management 5. Quality Management 6. Human Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management
![Page 100: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/100.jpg)
Time: Approximately 25 minutes Instructions: Gather information about people in the room.
When completed the, each team should be able to introduce any person in the room provide the following pieces of information:
* Name * Department and job title * City of birth *What he or she considers the greatest project completed in
history
Each team will elect a project manager. The project manager and team will have three minutes to discuss their strategies for completing the project and then will provide the facilitator with a "sealed bid" indicating how long it will take their team to complete.
The participant's final score will be their actual completion time plus half of the difference between their estimated and actual time.
Mini Project
![Page 101: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/101.jpg)
Time: Approximately 25 minutes Instructions:1) Write down your individual definition of "Project Management", in
a single sentence.2) Appoint a team coordinator3) The team coordinator should let each team member read his or
her individual definition and finally let the team coordinator read his own definition.
4) Each team is responsible for composing their definition of project management, upon which they all agree.
Defining Project Management
![Page 102: Naill M. Momani, Ph.D., P.E. Excellence in Business Continuity and Crises Management Amman-Jordan](https://reader038.vdocuments.us/reader038/viewer/2022103005/56649e0e5503460f94af7d02/html5/thumbnails/102.jpg)
Time: Approximately 15 minutes Instructions:1) Use Handout as a Guide for writing down where you have already
used the knowledge areas. (You may have not used the knowledge areas before, but you may have experienced many)
Using the Nine Project Management Knowledge Areas