Mohamed.Elmehalawi

About Mohamed.Elmehalawi

Dr. Mohamed El-Mehalawi received his Ph.D. degree from The Ohio State University in industrial and systems engineering, 1998, MS in industrial engineering, 1990 and BS in mechanical engineering, 1985 from Zagazig University, Egypt. Mohamed is a certified PMP (Project Management Professional) with more than 25 years of project management and controls experience. Currently, he works as a senior project controls manager at Faithful+Gould representing the owner (BP-Husky Refinery) on a $500 million project. Before that, he served as a project management advisor at Babcock and Wilcox Company, Barberton, Ohio. He served as the project manager between 2001 and 2008 at EMH&T, Columbus, Ohio. He was responsible also for the project controls function within the company. He was an adjunct professor at Keller Graduate School of Management in 2002. Before arriving to the USA in 1994, Mohamed worked in management consulting and training for more than 8 years. He published 15 research articles and is preparing for publishing his first book on project management. Mohamed became known for simplifying hard concepts to all types of audience. Wherever he works, he gets the assignment of improving the efficiency of the process and the effectiveness of the users. Mohamed’s recent presentations are available under his LinkedIn profile: http://www.linkedin.com/in/mohamedelmehalawi

Mr. Doe Plans Everything in his Head

Mohamed El-Mehalawi, PhD, PMP Here is real story. A company that specializes in large project manufacturing has many planners and schedulers on staff. They plan and schedule engineering and procurement activities based on the information they get internally from engineering and procurement departments. They schedule manufacturing on the other hand, based on the information delivered from their vendors: since vendor information is as reliable as internal information. Both of these project types are estimated using gut feel rather than any estimating tool or empirical method, and for a long time this practice had worked fine. All of this, by the way, is based on project manufacturing which means that every product is unique.   One particularly happy customer that had received their product went on to ask for 100 more units exactly the same as the first one; and for those next 100 units to be delivered within one year. The situation then became quite different.  Does that look like they were moving into a mass production organization or what! Nevertheless, the planners and schedulers continued to follow the same estimating procedure and asked the vendor who manufactured the first unit if they were in fact able to manufacture the 100 units within one year; despite the fact that they had spent 7 months to produce the first one. The vendor of course without reluctance answered that they were capable of producing the 100 units within the required timeframe.   The project manager was smart enough to say, “That’s hard to believe. I need some facts and numbers to assure the organization that we will deliver on time.” He brought a scheduler with vendor relations and manufacturing engineering background to investigate the situation. Amazingly, the

Kids Define Management, Planning, and Scheduling

Ty is a successful project manager by profession and volunteers as a youth community leader for most of his off-work hours. He decided to make a youth get-together once a week for his kids and their friends. The ultimate goal was to have the boys socialize among a group of kids of similar ages and challenges. Ty told the kids that they needed to brainstorm what to do every week to keep the get-together attractive and enjoyable for everyone. They agreed that they would have a weekly topic to be suggested, and its discussion to be moderated by one of them. The person that suggested a topic was to be prepared by reading and researching about the topic, which was then to be used to challenge the rest of the group. Another activity they agreed upon was to have a weekly lunch together in different places - some of which might even be out of town, in a park, or on a boat to break-up any kind of monotony. They decided also that the cost of every meeting should not exceed fifteen dollars per person.   Everyone agreed to these two activities. Then, Ty asked them to create a timetable which was to be used to assign which two of the kids would be responsible for the activities for each of the weeks. One would prepare a topic and the other would arrange for the lunch. They grabbed a calendar and started to put names with responsibilities for every Sunday.   In this simple situation, where is management, planning, and scheduling?   Here, Ty directs different resources (the kids) and harmonizes their interactions with him and with each other to accomplish the goal of socializing