Mohamed Elashri

Earned Value Management (EVM)

2008-06-30T04:44:00.000-07:00

Earned Value Management (EVM)
The earned value Management involves developing these key values for each schedule activity, work package, or control account:
Planned value (PV). PV is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point in time.
Earned value (EV). EV is the budgeted amount for the work actually completed on the schedule activity or WBS component during a given time period.
Actual cost (AC). AC is the total cost incurred in accomplishing work on the schedule activity or WBS component during a given time period. This AC must correspond in definition and coverage to whatever was budgeted for the PV and the EV (e.g., direct hours only, direct costs only, or all costs including indirect costs).
Cost variance (CV). CV equals earned value (EV) minus actual cost (AC). The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. Formula: CV= EV - AC
Schedule variance (SV). SV equals earned value (EV) minus planned value (PV). Schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Formula: SV = EV - PV
These two values, the CV and SV, can be converted to efficiency indicators to reflect the cost and schedule performance of any project.
Cost performance index (CPI). A CPI value less than 1.0 indicates a cost overrun of the estimates. A CPI value greater than 1.0 indicates a cost underrun of the estimates. CPI equals the ratio of the EV to the AC. The CPI is the most commonly used cost-efficiency indicator. Formula: CPI = EV/AC
Schedule performance index (SPI). The SPI is used, in addition to the schedule status to predict the completion date and is sometimes used in conjunction with the CPI to forecast the project completion estimates. SPI equals the ratio of the EV to the PV. Formula: SPI = EV/PV

Forecasting
Forecasting includes making estimates or predictions of conditions in the project's future based on information and knowledge available at the time of the forecast. Forecasts are generated, updated, and reissued based on work performance information provided as the project is executed and progressed.
BAC is equal to the total PV at completion for a schedule activity, work package, control account, or other WBS component. Formula: BAC = total cumulative PV at completion.
ETC is the estimate for completing the remaining work for a schedule activity, work package, or control account.
ETC based on new estimate. ETC equals the revised estimate for the work remaining, as determined by the performing organization. This more accurate and comprehensive completion estimate is an independent, non-calculated estimate to complete for all the work remaining, and considers the performance or production of the resource(s) to date.
Alternatively, to calculate ETC using earned value data, one of two formulas is typically used:
ETC based on atypical variances. This approach is most often used when current variances are seen as atypical and the project management team expectations are that similar variances will not occur in the future. ETC equals the BAC minus the cumulative earned value to date (EV). Formula: ETC = (BAC - EV)
ETC based on typical variances. This approach is most often used when current variances are seen as typical of future variances. ETC equals the BAC minus the cumulative EV (the remaining PV) divided by the cumulative cost performance index (CPI). Formula: ETC = (BAC - EV) / CPI
EAC is the projected or anticipated total final value for a schedule activity, WBS component, or project when the defined work of the project is completed. One EAC forecasting technique is based upon the performing organization providing an estimate at completion:
EAC using a new estimate. EAC equals the actual costs to date (AC) plus a new ETC that is provided by the performing organization. This approach is most often used when past performance shows that the original estimating assumptions were fundamentally flawed or that they are no longer relevant due to a change in conditions. Formula: EAC = AC + ETC
The two most common forecasting techniques for calculating EAC using earned value data are some variation of:
EAC using remaining budget. EAC equals AC plus the budget required to complete the remaining work, which is the budget at completion (BAC) minus the earned value (EV). This approach is most often used when current variances are seen as atypical and the project management team expectations are that similar variances will not occur in the future. Formula: EAC = AC + BAC - EV
EAC using CPIC. EAC equals actual costs to date (AC) plus the budget required to complete the remaining project work, which is the BAC minus the EV, modified by a performance factor (often the CPIC). This approach is most often used when current variances are seen as typical of future variances. Formula: EAC = AC + ((BAC - EV) / CPI)

Project Cost Management

2008-06-12T13:52:00.001-07:00

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Project Time Management

2008-06-05T08:31:00.001-07:00

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Virtual Team

2008-05-18T06:05:00.000-07:00

What is Virtual Team?
A Virtual Team – also known as a Geographically Dispersed Team (GDT) – is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.
Geographically dispersed teams allow organizations to hire and retain the best people regardless of location

Reasons for Virtual Teams
Reasons for virtual teams center around the differences in time and space for team members.

Team members may not be physically collocated.
It may not be practical to travel to meet face-to-face.
Team members may work different shifts

Specifically, teams may be distributed because of the new realities facing organizations such as:

organization-wide projects or initiatives
alliances with different organizations, some of which may be in other countries
mergers and acquisitions
emerging markets in different geographic locations
the desire of many people and government organizations for telecommuting
the continuing need for business travel and information and communications technologies available to support this travel
a need to reduce costs
a need to reduce time-to-market or cycle time in general (the increasing velocity in business)

Benefits of the virtual teams

Best employees may be located anywhere in the world.
Workers demand personal flexibility.
Workers demand increasing technological sophistication.
A flexible organization is more competitive and responsive to the marketplace.
Workers tend to be more productive – less commuting and travel time.
The increasing globalization of trade and corporate activity.
The global workday is 24 vs. 8 hours.
The emergence of environments which require inter-organizational cooperation as well as competition.
Changes in workers’ expectations of organizational participation.
A continued shift from production to service/knowledge work environments.
Increasing horizontal organization structures characterized by structurally and geographically distributed human resources.

Main challenges in virtual teams

Not every type of project is suitable for a virtual organization.
Not everyone can perform well in a virtual team environment, the members should be self motivated and able to work independently.
The team member should be able to communicate clearly.
Result-orientation, unless the person shows clear results.
Managers of virtual teams also need to pay much more attentions to maintaining clear goals, performance standards, and communication rules.
Building and maintaining trust between the team members.

How to handle the challenge and managing the team

Include face-to-face time if at all possible.
Keep the Project Visible.
Avoid or Reduce Communications Delays.
Keep Team Members Visible.
Augment Text Only Communications.
Use Computer Supported Cooperative Work Technologies Where Possible.
Establish Ground Rules or Group Norms.
Take Time Out for Self-assessment.
Recognize People.
Learn from Experience.

Types of Virtual Teams

Networked Teams consist of individuals who collaborate to achieve a common goal or purpose; membership is frequently diffuse and fluid.
Parallel Teams work in short term to develop recommendations for an improvement in a process or system; has a distinct membership.
Project or Product-Development Teams conduct projects for users or customers for a defined period of time. Tasks are usually nonroutine, and the results are specific and measurable; team has decisionmaking authority.
Work or Production Teams perform regular and ongoing work usually in one function; clearly defined membership.
Service Teams support customers or the internal organization in typically a service/technical support role around the clock.
Management Teams work collaboratively on a daily basis within a functional division of a corporation.
Action Teams offer immediate responses activated in (typically) emergency situations.

How to develop virtual team

Secure a project-based idea conducive to collaboration.
Build a business plan to include the team vision, purpose and goal.
Identify critical players to support the project.
Select people who can contribute their core competencies to the project.
Enlist their service.
Establish an initial meeting with members to lay down the groundwork, set guidelines and processes.
Strategically align all members to the projects goal.
Set a timeline.
Monitor activities and progress.

Effective Virtual Team Meetings
Four major roles to be fulfilled for effective virtual team meetings:

Owner: defines objectives and outcomes; works with facilitator to develop agenda and action items.
Participant: prepares for meeting; participates fully.
Facilitator: matches technology to the goals of the meeting; tests the technology prior to the meeting; responsible for meeting process (similar to face-to-face role).
Technologist: serves the meeting; should increase productivity. If technology is complex, a separate facilitator, or “technographer” is sometimes used to focus solely on the technology (is typically not a team member).

Five activities for all virtual meetings:

Selecting the appropriate technology and type of interaction (real time or asynchronous), given the purpose of the meeting; match the technology to specific agenda items and facilitation goals.
Manage the agenda, the participants, and the technology.
Leverage the agenda and use of technology to maximize recall, the opportunity to contribute, motivate, and reduce social pressure.
Make use of social protocols and best practices for selected technology.
Facilitating the effective use of technology; have a backup or contingency plan.

The following matrix assist the virtual team facilitator choose the appropriate technology based upon the purpose of the meeting:

IT Project Manager Jobs

2008-05-12T05:10:00.000-07:00

Company: Cubic Art Technologies
Website: www.cubic-art.com
Job Location: Abu DhabiJob
Title: Project Manager
Job Details:
Education: At least a graduate, if not a Masters, in Computer Sciences from a recognized local or foreign institution.
Experience: A minimum of 3 years experience in an organization, whichhas dealt with international and local clients within thescope of the information technology services. The candidate would have to show a track record in termsof achieving internal and external targets. The candidate would have to show a track record ofeffectively managing resources and meeting deadlines Experience leading three or more enterprise-scalesolution engagements - at architecture and design levels.
Example responsibilities include: developing solutionsframework, authoring of architecture design documents, andtechnical oversight for custom engagement involvingmultiple developers Prior experience working within Professional Services,Solutions or consulting environment strongly desired Experience with workflow, document archival, businessmessaging are a pluss The ideal candidate will have strong software developmentexperience.
Skills: Ability to supervise a number or professionals fromvarying backgrounds and disciplines Highly adept at project management skills. Able to maintain client relationships. Leadership/Coordination Role, Experience with MicrosoftProject, Rational Rose. Able to create technical and design documents andcontribute in coding of applications. Knowledge of n-tier development. Strong interest in latest technological developments.
Responsibilities: The Project Manager is responsible for managing allsoftware projects under their domain. The PM is responsible for advising the Management ondecisions related to particular project(s) to ensure thatthe best decisions are taken. The PM will be responsible for interacting with clientsto ensure that best-of-breed solutions are delivered tothe client. The PM is responsible for ensuring that projects areexecuted with the specified time line for that particularproject. The PM is also responsible for ensuring that projects areexecuted with in the specified budget. Analyze and Design Application and Databases. Define Project Scope. Design Applications. Develop Information to be Documented. Monitor and Adjust Project Plan. Oversee Project Staff. Perform Analysis for Application Development. Provide Customer Service and Support. Provide Data Assurance. Provide Database Client and User Services. Troubleshoot Problems.

Email your CV to job@cubic-art.com with "Jobs123.com" in the subject line

Project Scope Statement

2008-04-30T08:46:00.000-07:00

Definition:
The project scope statement describes, in detail, the project’s deliverables and the work required to create those deliverables. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives. It also enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.(PMBOK, PMI)

Audience:
Sponsor, customer and if applicable Key Stakeholders

Content:
The Statement of Project Scope will encompass the project justification, a brief description of the projects products and a summary of all the deliverables, the measurements to determine the project's success and any items of work that are excluded from the scope or yet to be resolved as a part of the scope, project objectives, project assumptions, project constraints, and a statement of work. It provides a documented basis for making future project decisions.

Project Charter

2008-04-30T08:24:00.000-07:00

Definition:
The project charter is a one-time announcement. It clearly establishes the project manager’s right to make decisions and lead the project.
The intent of a project charter is to give notice of the new project and new project manager and to demonstrate the upper management support for the project and the project manager. It is also used by the sponsor to provide a broad direction for the project to the project manager. The charter should precede the other project documents as it establishes the project manager’s authority which, in turn, is necessary to get the stakeholder agreements written.
There are two ways most firms organizations use the term project charter:

A project definition document
A formal recognition of authority

The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. (PMBOK, PMI)

Audience:

Sponsor, customer and if applicable Key Stakeholders

Content:

Developing the project charter is primarily concerned with documenting the business needs, project justification, current understanding of the customer’s requirements, and the new product, service, or result that is intended to satisfy those requirements.

Five Innovation Principles

2008-02-26T01:19:00.000-08:00

To drive growth through innovation, you must embrace the following five innovation principles into your own unique approach:
Principle 1: Innovation Must Be Approached as a Discipline
To practice innovation as a discipline means first and foremost that you distinguish between creativity (coming up with ideas) and innovation (bringing them to top- and bottom-line results for the company).
Companies sometimes seek to promote creativity, by, for example, sending their people to facilitated brainstorming sessions. In a cover article in Inc. Magazine several years ago, a reporter was allowed to participate in one such session at a leading ideation center, and write about the methods used. The article detailed how a team of managers from a mid-sized food company facing flat sales growth was led through various proprietary lateral thinking exercises and came away with 75 high potential ideas. But three years later, we were told that not a single idea became a product that made if into the marketplace. Blaming the firm's "corporate structure and management," the spokesperson lamented that "It's hard to get ideas through an organization."
Such sessions are incredibly fun and often produce lots of new possibilities and plenty of excitement. But nothing happens because innovation, or inventing the future as it's sometimes called, is not a discipline, and ideas, no matter how good, get pummeled by the pressures of the present.
Principle 2: Innovation Must Be Approached Comprehensively
Innovation can't be confined to one department or an elite group of star performers. It cannot be assigned to a skunkworks far afield from the main organization and insulated from the company's bureaucracy. It must permeate the company, and it must encompass new I products, services, processes, strategies, business models, distribution channels, and markets. It must become part of the DNA of the entire organization.
A comprehensive approach to innovation means that it becomes the responsibility and way of operating of business units and functional departments, whether purchasing, operations, finance, or human resources, just as much as it is for new product development or marketing.
Principle 3: Innovation Must Include an Organized, Systematic, and Continual Search for New Opportunities
Back in the early 1990s, AT&T's top brass allowed a small unit of its planning department to call itself the Opportunity Discovery Department—ODD, for short. This band of maverick thinkers gave itself the task of shaking up the giant company's thinking. One day in 1995, members of the unit donned sandwich boards that read: "What if long distance were free?"
While the question was dismissed as "ridiculous and irrelevant" at the time, five years later the firm's long-distance revenue was declining so rapidly that the company sought to sell off its long-distance unit at fire sale prices. Clearly, today's seemingly irrelevant question could quickly become tomorrow's threat—or opportunity.
Principle 4: Innovation Must Involve Everyone in the Organization
In most organizations today, new ideas are almost always directed from the top down, rather than from the bottom up. Not only do most organizations not expect their people to innovate; they don't really expect them to think. Nearly two-thirds of the managers and workers surveyed by Kepner-Tregoe, a leading training and consulting firm, said their companies don't use even half their brainpower. More than 70 percent compared their organizations to a "slow moving truck," blaming the condition on a failure to involve employees in decisions and a lack of training or rewards.
Beyond a seldom-used suggestion system for cost-saving ideas, most companies have no way to stimulate or harvest the good ideas of their people. Not so at companies that are designed for continuous, all-enterprise innovation. The assumption that lower-ranked managers and rank and file employees cannot come up with powerful, growth-producing, breakthrough ideas is viewed in these firms as a paradigm unfitted to 21st century reality.
Principle 5: Innovation Must Be Customer-Centered
Innovation-adept firms live and breathe the customer. They know that the customer is fickle, whimsical, and always difficult to predict, but they don't let that stop them from trying. They also know that creating value for the customer is the only route to success, and that while you can fool some customers all the time, and all customers some of the time, ultimately, the reputation and acceptance of "new and improved" products, services, and service offerings had better deliver.
Because today's customer is more sophisticated, with more information available at the touch of a keyboard to compare and contrast an ever-increasing array of value propositions, the discipline of innovation means learning to listen to customers and potential customers in new ways. And it means inviting the voice of the customer to permeate the design and implementation of new concepts, if those ideas are ultimately going to drive growth.
Source of Reference:Robert B Tucker, Driving Growth Through Innovation, Berrett-Koehler Publishers.

Organizational Cultures and Styles

2008-02-17T04:49:00.000-08:00

Most organizations have developed unique and describable cultures. These cultures are reflected in numerous factors, including, but not limited to:

Shared values, norms, beliefs, and expectations
Policies and procedures
View of authority relationships
Work ethic and work hours.

The structure of the performing organization often constrains the availability of resources in a spectrum from functional to projectized, with a variety of matrix structures in between.

The functional organization: is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Engineering may be further subdivided into functional organizations that support the business of the larger organization, such as mechanical and electrical. Functional organizations still have projects, but the scope of the project is usually limited to the boundaries of the function.Projectized organization: team members are often collocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have organizational units called departments, but these groups either report directly to the project manager or provide support services to the various projects.

Matrix organizations: are a blend of functional and projectized characteristics.

Weak matrices: maintain many of the characteristics of a functional organization and the project manager role is more that of a coordinator or expediter than that of a manager.

strong matrices: have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.

balanced matrix organization: recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding

Most modern organizations involve all these structures at various levels which called Composite Organization

Project Management Definitions

2008-02-12T06:16:00.000-08:00

Project: is a temporary endeavor undertaken to create a unique product, service, or result.

Operation: An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.

Projects vs. Operational Work

Operations are ongoing and repetitive Work, while projects are temporary and unique.

Project management: is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing.

Project manager: is the person responsible for accomplishing the project objectives.

Program: is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

Program management: is the centralized, coordinated management of a group of projects to achieve the program’s strategic objectives and benefits.

Portfolio: is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

Portfolio management: aim to maximize the value of the portfolio by careful examination of candidate projects and programs for inclusion in the portfolio and the timely exclusion of projects not meeting the portfolio’s strategic objectives, And to balance the portfolio among incremental and radical investments and for efficient use of resources.

Project management office (PMO): is an organizational unit to centralize and coordinate the management of projects under its domain.

Project stakeholders: are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.

Process: A set of interrelated actions and activities performed to achieve a specified set of products, results, or services.

Project Life Cycle: A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology.

Organization: A group of persons organized for some purpose or to perform some type of work within an enterprise.

Enterprise. A company, business, firm, partnership, corporation, or governmental agency.

Overview of Project Management Knowledge Areas and Project Management Processes

Tool: Something tangible, such as a template or software program, used in performing an activity to produce a product or result.

Technique: A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.

Standard: A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.

Skill: Ability to use knowledge, a developed aptitude, and/or a capability to effectively and readily execute or perform an activity.

Practice: A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.

Methodology: A system of practices, techniques, procedures, and rules used by those who work in a discipline.

Procedure: A series of steps followed in a regular definitive order to accomplish something.

Knowledge: Knowing something with the familiarity gained through experience, education, observation, or investigation, it is understanding a process, practice, or technique, or how to use a tool.

Discipline: A field of work requiring specific knowledge and that has a set of rules governing work conduct

Deliverable: Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.

contract: is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.

Resource: Skilled human resources , equipment, services, supplies, commodities, materiel, budgets, or funds.

Product: An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item.

Specification: A document that specifies, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system, component, product, result, or service and, often, the procedures for determining whether these provisions have been satisfied.

Requirement: A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed documents. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.

Estimate: A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy.

Variance: A quantifiable deviation, departure, or divergence away from a known baseline or expected value.

Quality: The degree to which a set of inherent characteristics fulfills requirements.

Acceptance Criteria: Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted.

Objective: Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.

Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.

Defect: An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.

Effort: The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast with duration.

Issue: A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.

Inspection: Examining or measuring to verify whether an activity, component, product, result or service conforms to specified requirements.

Earned Value Management (EVM): A management methodology for integrating scope,schedule, and resources, and for objectively measuring project performance and progress.

Work Breakdown Structure (WBS): A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work.

Opportunity: A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes. Contrast with threat.

Template: A partially complete document in a predefined format that provides a defined structure for collecting, organizing and presenting information and data.

Project Management Jobs

2008-02-12T06:13:00.000-08:00

Chief Executive Officer (CEO)

This position is the top executive position, responsible for the overall direction of the business and for achieving maximum return on invested capital. Leads the efforts of the senior executives and works with them to develop current and long-range objectives, policies, and procedures for the organization. Represents the organization to its customers, the financial community, and the general public.

Chief Information Officer (CIO)

Identifies changes and trends in computer and systems technology and interprets their meaning to senior management. Participates in overall business planning bringing a current knowledge and future vision of technology and systems as related to the organization’s competitive position. Determines long-term organization-wide information needs and develops overall strategy for information needs, systems development and hardware acquisition, and integration including mainframe, mini, macro, and client/server computing applications. Acts to assure integrity of organization data, proprietary information, and related intellectual property through information security and access management. Acts as highest interface with non-technical user functions in determining overall information systems approach. Frequently reports to a Chief Executive Officer.

Director of Project Management Office (PMO)

Responsible for the operations of the organization’s Project Management Office. May also be responsible for the organization-wide integration of consistent project management methodologies and terminology.

Portfolio Manager

In the extreme case, will be responsible for the management of the entire set of projects undertaken by an organization or division in a manner that optimizes the ROI from these projects and ensures their alignment with the organizations strategic objectives. Particularly in large organizations, a Portfolio Manager may only have responsibility for a subset of the organizations projects and their alignment to organizational strategic objectives. While the portfolio of projects may share resources, they may have diverse objectives and may be operationally independent of one another. A Portfolio Manager may interact with senior managers, executives, and major stakeholders to establish strategic plans and objectives for an organization. May also be responsible for the organization-wide integration of consistent project management methodologies and terminology.

Program Manager

Responsible for the coordinated management of multiple related projects, and in many (most) cases, ongoing operations which are directed toward a common objective. Works with constituent Project Managers (who are responsible to the program manager for the execution of their project and its impact on the program) to monitor cost, schedule, and technical performance of component projects and operations, while working to ensure the ultimate success of the program. Generally responsible for determining and coordinating the sharing of resources among their constituent projects to the overall benefit of the program. Usually responsible for stakeholder management, particularly stakeholders external to the organization.

Project Manager

Under general direction of either a Portfolio Manager or in some cases a Program Manager, oversees high-priority projects, which often require considerable resources and high levels of functional integration. he takes projects from original concept through final implementation. Interfaces with all areas affected by the project including end users, distributors, and vendors. Ensures adherence to quality standards and reviews project deliverables, assembling project team, assigning individual responsibilities, identifying appropriate resources needed, and developing schedule to ensure timely completion of project. May communicate with a company executive regarding the status of specific projects.

Who I am?

2008-02-12T05:19:00.000-08:00

I am Mohamed Elashri, a software project manager with over 7 years in IT Field, I have a wide experience in software Project Planning, Project Monitoring and control, Risk Management, Software Estimation, Measurement And Analysis, Software development and system analysis and design, Object oriented solutions analysis, design and implementation, I have a wide experience in RUP Model implementation and tailoring , I have a wide experience in e-business & e-commerce business, Process Improvement and CMMI Model and Six Sigma. I have been certified as Certified Six Sigma Green Belt form Quality America Inc Since 2006, also I have been certified as PMP since 2007.

I have attended many courses in software architecture, Software analysis and design, project management and Process Improvement in many respectable Institutes Like SEI , QAI India, AUC, Nile University, PMI and Quality America Inc.

I am now working as a project Manager and Process Improvement Engineer in Egyptian Company named EgyptNetwork, it’s one of a fast growing information technology and communication solution providers in the Middle East.