1.
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2.
Egypt’s vision
Pillars of Egypt 2030 Strategy – more than 77 megaprojects &
programs to achieve the objectives
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3.
 Egypt is embarking a “comprehensive digital transformation strategy” that
focuses on three main pillars including developing infrastructure, creating the
right “conducive” business environment, and investing in human capital
 Egypt is moving forward towards creating smart cities and communities to
promote more innovative technologies and digital transformation, with currently
more than 13 4G cities under development
 Egypt strives to achieve the digital economy through the use of ICT tools to
provide prosperity, freedom and social equity for all.
 Its mission is to enable the development of a knowledge-based society and a
strong digital economy relying on equitable and affordable access to
knowledge; digital rights; and the development of a competitive, innovative
national ICT industry.
Egypt’s ICT’s direction / requirements
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4.
 Focusing on the technical details rather than the business value
 Limited capacity to cover all of the mega projects
 Inconsistent processes & methodologies because of the different natures of the
projects
 Lack of involvement of the customers i.e the ministries or associations
 Limited capacity of the subject matter experts
 Limited availability of the required tools and resources
Challenges
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5.
 Focus on business value, not technical detail.
– This involves establishing a clear link between the project and the organizations key strategic practices. The project plan needs to cover t he
planned delivery, the business change required and the means of benefits realization.
 Establish clear accountability for measured results.
– There must be clear view of the interdependencies between the projects, the benefits, and the criteria against which success will be judged.
 Have consistent processes for managing unambiguous checkpoints.
– The lack of effective quality centered mechanisms can be a major contributor to both cost and schedule overruns.
 Have a consistent methodology for planning and executing projects.
– There should be a detailed plan developed before any release date of a project is announced. Inadequate planning is one of the major
reasons why projects spin out of control.
 Include the customer at the beginning of the project and continually involve the customer as things
change so that the required adjustments can be made together.
– Projects are less likely to fail if there are informed customers giving meaningful input during every phase of requirements elicitation, product
description and implementation.
 Provide and manage SMEs and ensure that the project efforts will experience a zone of optimal
performance throughout its life.
– This involves managing and retaining the most highly skilled and productive people. Knowledge is money. A project team made up of higher
paid people with the right specialized skills is worth more per dollar than a group of lower cost people who need weeks or months of training
before they can start to be productive.
 Provide the project team members the tools and techniques the need to produce consistently
successful projects.
– The project team must be skilled and experienced with clear defined roles and responsibilities. If not, there must be access to expertise which
can benefit those fulfilling the requisite roles.
How can Prime tackle them
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6.
Inception Assessment Operation
PMO Approach
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Scoping & Sizing
KPIs Definition
Deployment Roadmap
Specifications
Procurement
Outsourced Project management operation
Governance
PMO Setup & Capacity Building
Vendor Management

7.
 Implementation plan
 Work breakdown plan
 Change management plan
 Quality Management plan
 Risk management plan & contingency plans
 Financial Management plan
 Procurement plan
 Communications & follow up plan
 Delivery assurance plan
Plans/deliverables
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8.
METHODOLOGY
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9.
Prime’s approach to governance orchestration will have a direct impact on
the scale of development and effectiveness of the projects through
delivering 4 main aspects:
 Model development.
 Workflow design.
 PMO establishment and resourcing.
 Compliance policies.
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10.
Prime will support the enablement and development of an efficient and effective governance model
through tackling the following aspects:
 Organize operational, financial, risk management and reporting processes such that the different
stakeholders receive the information they require to enable efficient governance, effective
management and smooth flow so that the business units can conduct their activities in ways that
comply with regulations and serve strategic ends.
 Develop the organization’s governance framework detailed to the level of roles, responsibilities,
reporting lines and communications to bridge the gap between the governance framework and
operational realities.
 Design a model that answers the people’s questions such as: “Why are we doing this?” “Is this okay?”
“Whose call is this?” and “Who do we need to tell about this?” and to know when to ask such
questions.
 Sustain governance by creating a feedback loop in which the board and management can identify and
respond to new operational, competitive and regulatory needs.
Model Development
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11.
Prime’s engagement is primarily focused on achieving the optimum workflow
design that would best serve the organization’s strategy on all levels.
 The structure of the sector will have a direct impact on the following:
– Behavior of how people act and work.
– Motivation of workers.
– Performance.
– Teamwork and cooperation.
– Intergroup and interdepartmental relationships.
Workflow design
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12.
Prime’s engagement takes a very close look into the different strategies and fall back on
its ability to synchronize and ensure the best alignment of the organization to achieve its
milestones through tackling the below:
 Ensure compatibility of the current structure with the strategies and action plans.
 Identify the gaps, making clear recommendations to ensure the success of these
plans.
 Ensure the compliance of the different processes with the objectives, strategies,
procurement, tendering, implementation, contractual process, performance
benchmarks and delivery within the assigned timeframe.
 Facilitate the establishment of business & functional synergies that break down
organizational silos and help initiate and foster divisional connections that address a
unified vision, improve utilization of the organization’s resources and boost productivity
and profitability.
Organizational Synergy & Compliance Policies
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13.
Based on our expertise, Prime will support the establishment and
resourcing of a PMO unit that will earn the different sectors the following
benefits:
 Deliver projects with predictable consistency, efficiency and success.
 Provide transparent status and financial reporting to executive leadership.
 Establish foundation for managing organizational portfolio effectively.
 Align investment to the organizational strategy.
 Improve stakeholder satisfaction.
 Improve employee productivity.
 Implement world class standard practices.
 Long-term cost savings through improved resource management, limited
project failures and effective execution of high return on investment (ROI)
initiatives.
PMO Establishment
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14.
The following are the components of a PMO; these components are different models of the PMO; they are
interdependent and the effectiveness of the PMO relies on them:
 Function
– The PMO could be a standard setting entity, a governance controlling body, a delivery management unit and a strategic partner to
other entities within the organization.
– This progressive order is necessary; governance cannot exist without standards, and efficient delivery cannot be implemented
without diligent oversight.
– The strategic component of the PMO entails the management of a collection of projects (program or portfolio), driven and prioritized
by the organization’s overarching business strategy.
 Structure
– The people of the PMO are its leadership and its own personnel (portfolio/program /project managers, project coordinators and, in
some cases, business analysts)
– The processes that govern the PMO are based on the disciplines it engages (e.g. scope and risk management).
– These processes should be practical, adaptable and based on buy-in from relevant areas of the organization.
– They need to be strategic thinkers, nimble, driven, objective, well-versed in project management methodologies and tools,
comfortable in chaos and confident in executive presence.
 Tools
– The PMO must tailor its tools based on the availability of technology and the knowledge of its users.
– These tools should incorporate the disciplines that the PMO is working with:
– Capture the required information accurately.
– Keep it current easily.
– Provide reporting mechanisms for effective executive decision-making.
PMO Establishment
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15.
Develop & review plans for:
– Procurement Management
– Schedule Management
– Integration Management
– Scope Management
– Cost Management
– Human Resources Management
– Risk Management
– Quality Management
– Communications Management
Supervise master project:
– Review and oversee updating of:
– The Master Project Plan
– The Work Breakdown Structure (WBS)
– The Integrated Master Schedule
– The Master Status Report
– Schedule variance management and
documentation
Governance:
– Review and oversee updating of
– The Communications Plan for all project
stakeholders.
– The Risk Management Plan (RMP) and
Risk Registry
– The Change Management Plan
– The Quality Assurance (QA) Plan
– Function as a liaison between Agency personnel,
project stakeholders and the Development
Contractor.
– Ensure project governance processes and project
documents are well documented and practiced.
PSO
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16.
Prime will apply the following methods of project controlling:
 Investment analysis.
 Cost–benefit analysis.
 Value benefit analysis.
 Expert surveys.
 Simulation calculations.
 Risk-profile analysis.
 Surcharge calculations.
 Milestone trend analysis.
 Cost trend analysis.
 Target/actual-comparison.
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17.
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