Post - محمد جمال

About this course

A practical programme that turns project management from certificate jargon into tools you can use tomorrow morning: how a problem is framed, when to say \"no\" to a project, and how progress is measured by an indicator rather than an opinion. Built on 16 years of execution — from shipping operations at TNT, to logistics management across 5 ports at Maersk, to leading national investment portfolios at The Sovereign Fund of Egypt.

Curriculum

▸The Foundation — Why Do Projects Fail? 3 lessons

▶ What Are We Actually Managing? A project is not simply a lot of work in a short time — it is a change with a start, an end, and a measurable result. We draw that line first. 11 m Preview

ملخّص الجلسة الأولى.pdf 15 bytes

▶ Failure Begins in the Framing, Not the Execution Most of what gets called an execution failure is a framing error that surfaced late: the wrong goal, executed flawlessly. 14 m Preview

🔒 The Difference Between a Project and an Ongoing Operation A project ends; an operation runs. Confusing the two produces a team chasing an ending that never comes — or an operation managed with project tools. 9 m

▸Framing the Decision 3 lessons

🔒 Defining the Problem Before Designing the Solution State the problem in one testable sentence. What is not stated is not measured, and what is not measured stays contested to the end. 16 m

🔒 The Go / No-Go Decision — By Which Criterion? A "no" is a management decision, not a personal rejection. Set the rejection criterion before you need it, so it is not made under pressure. 18 m

🔒 Prioritising the Portfolio When projects compete for the same money and the same people, the ranking is the real strategy — not the written plan. 13 m

▸Execution You Can Measure 3 lessons

🔒 From a Plan to a Roadmap A plan promises a date; a roadmap promises an order. The difference shows the first time something slips. 15 m

🔒 Performance Indicators: What Gets Measured and What Gets Ignored Every indicator has a collection cost and a behaviour it encourages. Keep the few that change a decision; drop the ones that decorate a report. 17 m

🔒 Stakeholder Management Stakeholders are not an audience to be informed — each has something to lose. Map that before the first meeting. 12 m

▸Governance and Sustainability 3 lessons

🔒 Establishing a Project Management Office (PMO) A PMO exists to settle a decision, not to collect reports. Built for reports, it becomes a layer of bureaucracy. 19 m

🔒 Executive Reporting An executive report: one page saying where we stand, what decision is needed now, and what happens if it waits. 12 m

🔒 Rescuing a Troubled Project A troubled project is not rescued with more effort but with reframing: what still earns its cost, and what stops today. 21 m

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