Thursday, August 18, 2022

8 Methods for Practical Problems Solving


8 Methods for Practical Problems Solving
Step 1: Define the Problem
Step 2: Clarify the Problem
Step 3: Define the Goals
Step 4: Identify Root Cause of the Problem
Step 5: Develop Action Plan
Step 6: Execute Action Plan
Step 7: Evaluate the Results
Step 8: Continuously Improve


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إدارة المرافق والتطور الحضري


يعتمد التفويض المهني لإدارة المرافق على التحديات والإنجازات المستمرة. لقد تم تطوير هذه الصناعة بشكل منطقي من أنشطة الصيانة والعمليات ، وسوف تتطور حتماً إلى إدارة المدينة ، حيث سوف تساهم في تفسير المفاهيم الحضرية للموائل الضخمة

إدارة المرافق ليست فقط فن الحفاظ على بيئتنا المبنية ذات التكلفة العالية ؛ ولكن أيضًا جنبًا إلى جنب مع إدارة الممتلكات يتم رسم الجوانب الأخرى من العمران. في حين أن إدارة الممتلكات هي واحدة من أقدم الحرف في تاريخنا الحضري ؛ تعتبر إدارة المرافق نسبياً إطاراً معرفياً حديثاً في طور النمو

حالياً؛ لا تخدم إدارة المرافق أكثر من 10٪ من سكان العالم الحضري

لذلك ، ومن حيث كيفية ارتباطها بالموائل غير الريفية ؛ تتطور المرافق الحضرية كتعريف جديد يربط بين كل من التمدن وإدارة المرافق. وهذه هي الطريقة التي تتطور بها عتبات "إدارة المدينة" المستقبلية كذلك

The professional mandate of Facilities Management is based on continuous challenges and deliverables. This was rationally developed from Maintenance and Operations activities, and will inevitably evolve into the Town Management, which interprets the urban concepts of Mega-Habitats. 

Facilities Management is not only the art of sustaining our costly built environment; but also as combined with Property Management draw the other sides of Urbanism. While Property Management is one of the oldest trades in our urban history; Facilities Management is relatively a young-growing Knowledge Framework.

Currently; Facilities Management is serving not more than 10% of the urban world..!! 

Therefore, as how it is linked with non-rural-habitat; Urban Facilities evolves as a new definition associating both urbanism and Facilities Management. This is how the threshold for the futuristic Town Management evolves as well..

Monday, August 15, 2022

CC or Capital City

One of Three Gates of CC (Capital City)

>> There are neighborhoods to live in, neighborhoods to shop in, neighborhoods to go out in. The sports facilities are in Sports City, the embassies are in the Diplomatic District, and the students study in Academic City. "That doesn't correspond to the Egyptian way of life at all," says the 58-year-old Yasser Elsheshtawy >>

Between professional skeptics and Gov assurances; the quest became not-interesting to the public.. Yes, Architecture is a product of Wealth and Authority.. Urban is a product of Democracy and Legislation.. Built Environment is a product of Demand and Supply.. What's happening across MENA is no different.. yet speechlessly unique..!

Greater Cairo is 0.17% of Egypt and 20% of Egyptians and 35% of Economy.. Certainly lots of imbalanced impacts would suggest different vision and feasibility..

It is a region's phenomenon whereas all technical and professional proposals, critics and comments are neglected.. A great divides are already established between academia and practices.. Between uniforms and suits.. Between both bulk and elite..!

This how the Metropolitan-Visionaries are struggling to create the common sense and collective intelligence among Professionals, Politicians and Big-City-Managers..

Courtesy; ★ Pedro B. Ortiz

What is ROI (Return on Investment)?


Warren Buffett: "
If you need to use a computer or a Calculator;
You shouldn't buy it (A Property).."

ROI (return on investment)

By Alexander S. Gillis

What is ROI?

Return on investment, or ROI, is a mathematical formula that investors can use to evaluate their investments and judge how well a particular investment has performed compared to others. An ROI calculation is sometimes used with other approaches to develop a business case for a given proposal. The overall ROI for an enterprise is used as a way to grade how well a company is managed.

If an enterprise has immediate objectives, including getting market revenue share, building infrastructure or positioning itself for sale, a return on investment might be measured in terms of meeting one or more of these objectives rather than immediate profit or cost savings.

How do you calculate ROI?

There are multiple methods for calculating ROI. The most common is net income divided by the total cost of the investment, or ROI = Net income / Cost of investment x 100.

As an example, take a person who invested $90 into a business venture and spent an additional $10 researching the venture. The investor's total cost would be $100. If that venture generated $300 in revenue but had $100 in personnel and regulatory costs, then the net profits would be $200.

Using the formula above, ROI would be $200 divided by $100 for a quotient, or answer, of 2. Because ROI is most often expressed as a percentage, the quotient should be converted to a percentage by multiplying it by 100. Therefore, this particular investment's ROI is 2 multiplied by 100, or 200%.

Compare that to another example: An investor put $10,000 into a venture without incurring any fees or associated costs. The company's net profits were $15,000. The investor made $5,000. It is significantly more than the $200 in net profits generated in the first example. However, the ROI offers a different view: $15,000 divided by $10,000 equals 1.5. Multiplying that by 100 yields an ROI of 150%.

Although the first investment strategy produced fewer dollars, the higher ROI indicates a more productive investment.

Another possible method to calculate ROI is investment gain divided by investment base, or ROI = Investment gain / Investment base. There are numerous other ways to calculate ROI, so when discussing or comparing ROIs between departments or businesses, it is important to clarify which equation was used to determine the percentage. Each equation may measure a specific set of investments. ROI is shown as a percentage instead of a ratio for ease of understanding.

How do you interpret ROI calculations?

ROI can be used to gauge different metrics, all of which help determine how profitable a business is. To calculate ROI with the most accuracy, total returns and total costs should be measured.

When ROI calculations have a positive return percentage, this means the business -- or the ROI metric being measured -- is profitable. Meanwhile, if the calculation has a negative ROI percentage, that means the business -- or the metric it is being measured against -- owes more money than what is being earned. In short, if the percentage is positive, the returns exceed the total cost. If the percentage is negative, the investment is generating a loss.

What is ROI used for?

ROI can be used to evaluate various investment decisions, comparing them to their initial cost. Businesses also use ROI calculations when evaluating future or prior investments.

Individuals can calculate the ROI to judge their own personal investments and compare one investment -- whether it is a stock holding or a financial stake in a small company -- against another in their own investment portfolios.

What are examples of ROI calculations?

Calculating the investment figures for each piece of the ROI equation can sometimes get complicated for businesses.

For example, if a company wants to invest in deploying new computers, it must consider a variety of deployment costs. The business needs to consider the actual price of the computers, tax and shipping costs, consulting fees or support costs paid to purchase, plus setup and maintenance costs.

Then, the business would need to calculate net profit over a set period of time. These net profits could include hard dollar amounts coming from increased productivity and a reduction in maintenance costs compared to the previous computers.

That business could then calculate the ROI when evaluating two different types of computers using anticipated costs and projected gains to determine which ROI is higher. Therefore, which computer represents the better investment: Investment A or Investment B?

The business could also calculate the ROI at the end of the set time period using actual figures for the total net income and total cost of investment. Actual ROI can then be compared to the projected ROI to help evaluate whether the computer implementation met expectations.

What are the benefits of ROI?

Benefits of ROI ratios include the following:

  • Generally easy to calculate. Few figures are needed to complete the calculation, all of which should be available in financial statements or balance sheets.
  • Comparative analysis capability. Because of its widespread use and its ease of calculation, more comparisons can be made for investment returns between organizations.
  • Measurement of profitability. ROI relates to net income for investments made in a specific business unit. This provides a better measure of profitability by company or team.

Saturday, August 13, 2022

The LINE of Manhattan

There is an outstanding campaign to promote, justify and advocate The Line.. The political support is irrevocable; while stakeholders are mostly anonymous.. 

Such well-funded-efforts will disrupt and defeat any critics.. 

We only have to follow and take notes..!

I pointed to the core, yet unspoken determination to delivery such controversial project; if happens.. This is not based on the technical flaws (which are so many), but on the toxic collaboration between politics, business and some aligned professionals.. 

Despite how social media will allow free and non-aligned critics; the facts tell about the effective big-media that rule the public opinion.. and interests.. 

This is regretfully why professional reactions will end up with taking notes..!!


I guess I had ruined any personal opportunity at KSA..!!

الدكتور عمر الشنيطي

الدكتور عمر الشنيطي

-دورة ف الاقتصاد والادارة

-دورة تمهيدية ف الاقتصاد

-بدائل الاستثمار

الفائض الزمني

ما معنى الفائض الزمني في إدارة المشاريع؟
(Float) or (Slack)
الفائض الزمني: ويُقصد به في مجال إدارة المشاريع الوقت المتاح لتأجيل تنفيذ مهمة محددة دون أن يؤثر ذلك في إنجاز المهام التي تليها أو إتمام كامل المشروع

أنواع الفائض الزمني في إدارة المشاريع
ينقسم الفائض الزمني في إدارة المشاريع إلى عدة أنواع ، أبرزها

الفائض الزمني الكلي: أي الفترة التي يستغرقها تأجيل إحدى المهام دون أن يؤثر ذلك في تأخير موعد التسليم النهائي للمشروع
الفائض الزمني الحر: أي الفترة التي يستغرقها تأجيل إحدى المهام دون أن يؤثر ذلك في إبطاء تنفيذ المهمة أو المهام التي تليها

أهمية الفائض الزمني في إدارة المشاريع
يساعد الفائض الزمني مدراء المشاريع في جدولة مهام المشروع بإيلاء الأولوية لبعضها أو تأجيلها لوقت لاحق ، كما يفيد في إدارة الموارد على نحو فعال ، وتسليم المشروع في الوقت المناسب ، وهو جزء أساسي من أسلوب "الطريق المحكم أو الأسلوب الأمثل" التي تُستخدم لتحديد المواعيد الزمنية للأنشطة في المشروع

مثال على الفائض الزمني في إدارة المشاريع
يحتاج إعادة ترميم شقة ثلاثة شهور ، ويتطلب ذلك تركيب الأرضية وإصلاح الكهرباء وأنابيب المياه ، والتي تعدّ مهاماً حرجة المسار ، بمعنى أنه لا يصح فيها تمديد مدة العمل ، لكن يوجد مهام أخرى مثل الطلاء وتثبيت الخزائن ، وهي مهام تتمتع بفائض زمني يمكّن إنجازها بمرونة زمنية ، بالتالي يمكن تأجيلها على حساب المهام الأكثر أهمية

ابق على اطلاع بأحدث المفاهيم والمصطلحات الإدارية من خلال متابعة قسم المفاهيم الإدارية من #هارفارد_بزنس_ريفيو

Friday, August 12, 2022

The Art of Economic Policy Making


In my Opinion

The modern socioeconomic and political history reflects the seeds of Today's Challenges and hard paths that both developing and under-developing nations have to grow through. Colonial systems had not only captured resources, but also developed defective, unsustainable and ambiguous administrations and public cultures. India is one of few nations that could smoothly restructuring the public administration, aligning to Indians, replacing foreign flaws and enhancing HR competences for the public offices. Yet, with 1.3 billion population, 70% rural, 35% illiteracy, and 30% Poverty; the challenges are great. However, the 8% unemployment tells that the Indian civil leadership and institutions have recognized the dilemma; and resiliently work on setting the balances right. Therefore, the Indian model is currently partially repeated in various countries; yet the Indian cultural characteristics which enable India; are hurdles at other trials, particularly in Africa and Arabia.

I had enrolled...!

Economic policy affects every citizen. And economic policymaking is best done as a collaborative process with a wide range of stakeholders. This course brings an understanding of the relevance and impacts of economic policymaking in everyday life, and the ways for citizens to be involved in shaping economic policy, in an accessible and interesting manner. Taught by Padma Vibhushan Dr. Vijay Kelkar and Dr. Ajay Shah, along with Aromar Revi, Director, IIHS, the course synthesises more than one hundred years of their combined experience as professional economists and public intellectuals.

This course can be covered across 5 weeks with 3-5 hours of learning per week. To get the best out of the course, learners are encouraged to view all the video lectures and conversations, go through other learning material, work on all the assignments and assessments, and participate in discussions in a constructive and respectful manner. By the end of this course, you will be able to: ~ Identify the role of the government in defining and implementing policy ~ Recognise the various objective aspects of policymaking, and appreciate the various softer / people aspects involved ~ Analyse the steps involved in the process of policymaking, and discuss various nuances and challenges in defining and implementing it Each citizen plays an important role in shaping our Republic. This course enables citizens, public servants and learners to understand the implications of various aspects of governing a Republic. If you are a student of economics, public policy, law, political science, and/or management, this course will explain the process of economic policy-making and inform you about the complex systems involved in its creation and implementation. If you are a public servant in Indian Civil Services involved in public finance and economics, this course will help you gain deeper insights into topics and practices surrounding the design of economic public policy. UPSC aspirants will likewise benefit from the insights and by participating in the discussions the course offers. Employees and leaders in the private sector who will benefit from having a more nuanced understanding of economic policy and development will also find this course very educational and informative. We look forward to having you on the course!

Thursday, August 11, 2022

Replacing a PMgr..


This slide was designed at 2010.. with recent little fine-tuning.. 

It addresses psychology and the typical scenarios of behaviors and actions in any business environment.. 

It draws a road-map for any "New Guy"; in any industry or category; just with few changes to some words and definitions..

When a decision is made to replace the PMgr of an active project; this is (beside natural causes or upgrading him to a bigger or more critical assignment) often responding to one of three reasons:
1. Failure to deliver as planned;
2. Problematic relations with Stakeholders; or
3. Serious process-misconduct with Authorities..

Certainly, the Management shall be anxious to keep an open-eye on the "New-Guy"; who is probably been nominated by some Senior..

Taking over from another PMgr requires proper understanding of PMgmt Framework and associated roles.. and the Organizational Culture..

The "New Guy" should not underestimate both Old Guards and Quick Wins.. otherwise; he will be shortly replaced again..!!

Old Guards
Old Guards are the supporters of the Gone-PMgr.. Not necessary are his "Mates"; but most staff hate changes and replacements; which means new web of relations and trades that will consume efforts and time.. and luck.. Ce La Vie..!!

The Project Team (Employer, Contractors and Suppliers) will constitute great part of the Old Guards, unless they have bad experience with the "Gone-Guy"

Finally; which is often everywhere; the missing data, updates, documentations and formalities are considered as part of the "Old Guard".. They are simply great hurdles to deliver..

Quick Wins
Quick Wins are the true core of any project: Audit & Compliances; which means a fast compilation of the principle documents.. Usually in any busy projects, documentations will widely be missed; therefore; audit and report on the same; with proper plan to retrieve and comply; will attract serious management attention.. Not necessary to "Point Fingers"; but to anonymously provide autopsy of the Status Que..

Running or updating the SWOT analysis is very critical to safeguard the New Role, by addressing pros, cons, risks, stakeholders, resources, performance, etc.. The how-much is done, the secured road-map is generated..

These activities will also include audit and propose updates on project plan and resources.. 

Going Forward
Once all the above is achieved within the shortest time; probably in a long two-three weeks; the project will run smoothly and achieve its goals.. It inevitably will be intensive and had work to do..!

Final Word..
The PMgmt Team was not mentioned in this brief for many practical and rational reasons.. However, the "New-Guy" has to align them to his proposed plans and actions; regardless the effort required.. This will be the "Circus-Show" of personal and leadership skills.. Simply, PMgmt Team can make it or ... break it..!

Wednesday, August 10, 2022

Technology vs Challenges

Photograph by Ray Massey

I recently participated in an online open innovation session on the future of work hosted by Everything Omni, a UK-based group aiming to “future-proof work and the workplace for the uncertainty of today.” I was quickly in over my head. Not because of the content. That was provocative yet approachable. I found myself overwhelmed by the collaboration tools, namely the virtual whiteboard. People were moving ideas in, out, up, and down while I was still trying to make sense of the dashboard. I was suddenly a stranger in a strange land.

Sure, a big part of me was longing for face-to-face interaction and the tactile comfort of sticky notes and erasable markers. But the uncomfortable experience made me reflect on the innumerable models, methods, and tools introduced in recent years to revolutionize the way we work. To wit: one problem facing organizations is the lack of organizational alignment around why these new technological innovations are so mission-critical. Unclear purpose and the lack of comfort and expertise with the whatwherewhen, and why of work can cause slowdowns, misunderstandings, redundant work, and one-off work-arounds. These and other frictions can add distraction, inefficiency, and unpleasantness to the work experience—and may contribute to burnout as well.

As we debate grand philosophical questions around the future of work, perhaps it’s also time to devote rigor to the fundamentals of organizational life, whether in the office, fully remote, or something in between. Agreeing on well-defined and widely practiced norms that mitigate unnecessary complication and conflict is essential for a desirable and productive workplace. Before expecting whizbang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

In my experience, misalignment and dysfunction arise when three fundamental building blocks of organized activity are not taken seriously: teams, meetings, and communication. Each element is interrelated and highly complementary. For example, a high-functioning team is inherently better at communication and more productive during meetings. In other words, deficiency in one area can derail the others.


I have never encountered an organization without teams. Some see them as a cure-all. Yet, a recent Harvard Business Review article by organizational psychologist Constance Noonan Hadley and organizational behavior professor Mark Mortensen points out the historically poor performance of teams. The authors note that while teams have long struggled to fulfill their promise as an organizational form, they face especially high hurdles today, in part because organizations keep forming teams without a clear idea of their purpose, how they should be structured and governed, and what expectations members should have for their individual and collective roles and responsibilities. For their part, Hadley and Mortensen propose “co-acting groups,” an alternative team concept in which participants share a goal and work independently but gather occasionally. (Think coders, writers, and designers who contribute to a website redesign without the formality of a rigid team structure and meetings.)

Before expecting whiz-bang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

Whatever your organization’s preference for team building, it should be carefully selected from a range of options, and it should be clear to everyone why the firm chose one particular structure over another and what’s expected of everyone participating. Start with desired outcomes and cultural norms, then articulate principles to empower action, and, finally, provide the skills and tools needed for success.

For example, I encountered one organization that committed to creating and formalizing a high-quality team culture. In the model they created, a cross-functional team required a charge, a charter, and a champion. The charge precisely defined the challenge the team would tackle. The charter outlined membership, expected duration, time commitments, decision-making authority, and other governance issues. The champion was a person with sufficient positional power to do something with the team’s work product. Though initially cumbersome, the requirements ensured clarity of mission and the rules of the road, along with some assurance that the work would not be a performative exercise with little impact. When it worked, it was the embodiment of the adage “slow is smooth and smooth is fast,” which is another way of saying that doing the hard work on the front end ensures smooth functioning later on and ultimately gets you to your destination faster.