1. ‫ﻣ‬‫ﻓﻲ‬ ‫ﻘﺪﻣﺔ‬‫اﻟﻤﺸﺎرﯾﻊ‬ ‫إدارة‬
Introduction of projects management
© 2015 ; Ahmed Hasham

2. About InstructorAbout Instructor
• B.Sc. of Chemistry –Alazhar university .
• Business Administration Diploma .
• Quality Management Diploma .
• Human Resource Diploma .
• MINI-MBA .
• Waste Water Treatment Plants ( Operation & Maintenance )
Project Manager
• Member of the Board scientists Egypt.
• Quality assistant manager in ME-VAC for veterinary vaccines.
2/16/2015 Ahmed Hasham 2
Ahmed_hasham35@yahoo.com
00201159465989
Ahmed_hasham35@yahoo.com
00201159465989

3. ‫اﻹدارة‬
‫ورﻗﺎﺑﺔ‬ ‫وﻗﯿﺎدة‬ ‫وﺗﻨﻈﯿﻢ‬ ‫ﺗﺨﻄﯿﻂ‬ ‫ﻋﻤﻠﯿﺔ‬ ‫ھﻲ‬ ‫اﻹدارة‬
‫ﻟﻜﻞ‬ ‫واﺳﺘﺨﺪام‬ ، ‫اﻟﻤﺆﺳﺴﺔ‬ ‫وأﻋﻀﺎء‬ ‫أﻧﺸﻄﺔ‬
‫اﻟﺘﻨﻈﯿﻤﯿﺔ‬ ‫اﻟﻤﻮارد‬–‫واﻟﻤﺎﻟﯿﺔ‬ ‫اﻟﺒﺸﺮﯾﺔ‬
‫واﻟﻤﻌﻠﻮﻣﺎﺗﯿﺔ‬ ‫واﻟﻤﺎدﯾﺔ‬–‫أھﺪاف‬ ‫اﻧﺠﺎز‬ ‫ﺑﻐﺮض‬
‫وﻓﺎﻋﻠﯿﺔ‬ ‫ﺑﻜﻔﺎءة‬ ‫اﻟﻤﻨﻈﻤﺔ‬.

4. ‫ﻫﻮاﻟﻤﺸﺮوع؟‬ ‫ﻣﺎ‬
‫زﻣﻨﻴﺔ‬ ‫اﺑﻂ‬‫ﻮ‬‫ﺿ‬ ‫وﻓﻖ‬ ‫ات‬‫ﺰ‬‫اﳌﻨﺠ‬ ‫ﻣﻦ‬ ‫ﳎﻤﻮﻋﺔ‬ ‫ﻻﻧﺘﺎج‬ ‫ﻳﺪة‬‫ﺮ‬‫ﻓ‬ ‫ﻟﺔ‬‫و‬‫ﳏﺎ‬ ‫ﻫﻮ‬،‫ﻣﺎﻟﻴﺔ‬،‫ﳏﺪدة‬ ‫ﻧﻮﻋﻴﺔ‬ ‫و‬.‫ﻳﻊ‬‫ر‬‫اﳌﺸﺎ‬ ‫ﲣﺘﻠﻒ‬ ‫و‬
‫ﻳﺔ‬‫ر‬‫اﻟﺘﺠﺎ‬ ‫اﻟﻌﻤﻠﻴﺎت‬ ‫ﺣﻴﺚ‬ ‫ﻣﻦ‬،‫اﻟﺘﻤﻴﺰ‬ ‫ﺣﻴﺚ‬ ‫ﻣﻦ‬،‫اﻟﺰﻣﲏ‬ ‫اﳉﺪول‬،‫اﻧﻴﺔ‬‫ﺰ‬‫اﳌﻴ‬،‫ات‬‫ﲑ‬‫اﳌﺘﻐ‬ ‫و‬ ‫اﳌﺨﺎﻃﺮة‬.
‫اﻟﺘﻤﻴﺰ‬:‫ﻣﺘﻜﺮر‬ ‫ﺑﺸﻜﻞ‬ ‫و‬ ‫ﻣﺘﻤﺎﺛﻠﺔ‬ ‫ﻋﻤﻠﻴﺎت‬ ‫ﺗﺘﻀﻤﻦ‬ ‫اﳌﺴﺘﺨﺪﻣﺔ‬ ‫اﻟﺘﺸﻐﻴﻠﻴﺔ‬ ‫اﻻﻧﺸﻄﺔ‬ ‫ان‬ ‫ﺣﲔ‬ ‫ﰲ‬ ‫اﻵﺧﺮ‬ ‫ﻋﻦ‬ ‫ﻣﺸﺮوع‬ ‫ﻛﻞ‬‫ﳜﺘﻠﻒ‬)‫ﺗﻜﻦ‬ ‫ﱂ‬ ‫ان‬
‫ﻣﺘﻄﺎﺑﻘﺔ‬(
‫اﻟﺰﻣﻨﻲ‬ ‫اﻟﺠﺪول‬:.
‫اﻟﻤﻴﺰاﻧﻴﺔ‬:‫ﺑﺎﺋﻦ‬‫ﺰ‬‫اﻟ‬ ‫ﻣﺘﻄﻠﺒﺎت‬ ‫ﻣﻊ‬ ً‫ﺎ‬‫ﲤﺎﺷﻴ‬ ‫ﺗﻘﺪﳝﻬﺎ‬ ‫اﺟﺐ‬‫ﻮ‬‫اﻟ‬ ‫ات‬‫ز‬‫ﻟﻺﳒﺎ‬ ً‫ﺎ‬‫وﻓﻘ‬ ‫ﻟﻺﻧﻔﺎق‬ ‫أﻋﻠﻰ‬ ‫ﺳﻘﻒ‬ ‫ﻣﺸﺮوع‬ ‫ﻟﻜﻞ‬ ‫ﻳﻜﻮن‬.
‫اﻟﻤﺼﺎدر‬:‫اﻟﻌﻤﻞ‬ ‫ﻣﻦ‬ ‫ﻣﻌﲔ‬ ‫ﻣﻘﺪار‬ ‫ﻣﺸﺮوع‬ ‫ﻟﻜﻞ‬ ‫ﳜﺼﺺ‬،‫اﳌﻌﺪات‬،‫ﺑﺎﳌﺸﺮوع‬ ‫ﻟﻠﻤﺒﺎﺷﺮة‬ ‫اد‬‫ﻮ‬‫اﳌ‬ ‫و‬.
‫اﻟﻤﺨﺎﻃﺮة‬:‫اﳌﺨﺎﻃﺮة‬ ‫ﻃﻴﺎﺗﻪ‬ ‫ﰲ‬ ‫ﳛﻤﻞ‬ ‫ﻟﺬﻟﻚ‬ ‫و‬ ‫اﻟﺸﻚ‬ ‫ﻣﻦ‬ ً‫ا‬‫ر‬‫ﻣﻘﺪا‬ ‫ﻣﺸﺮوع‬ ‫ﻛﻞ‬‫ﻳﺘﻀﻤﻦ‬
‫اﻟﺘﻐﻴﻴﺮ‬:‫اﻟﻌﻤﻠﻴﺔ‬ ‫و‬ ‫ﻳﺔ‬‫ر‬‫اﻟﺘﺠﺎ‬ ‫ات‬‫ﲑ‬‫اﻟﺘﻐﻴ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫ﺧﻼل‬ ‫ﻣﻦ‬ ‫اﳌﻨﻈﻤﺔ‬ ‫اداء‬ ‫ﻟﺘﺤﺴﲔ‬ ً‫ا‬‫ﲢﺪﻳﺪ‬ ‫ﻫﻮ‬ ‫اﳌﺸﺮوع‬ ‫ﻫﺪف‬

5. ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫إدارة‬
‫واﻷدوات‬ ‫واﻟﻣﮭﺎرات‬ ‫اﻟﻣﻌرﻓﺔ‬ ‫ﺗطﺑﯾق‬‫واﻷﺳﺎﻟﯾب‬‫ﻋﻠﻰ‬‫ﺑﻣﺗطﻠﺑﺎﺗﮫ‬ ‫ﻟﺗﻔﻲ‬ ‫اﻟﻣﺷروع‬ ‫اﻧﺷطﺔ‬.
)‫اﻟﻣﺷﺎرﯾﻊ‬ ‫إدارة‬ ‫ﺟﻣﻌﯾﺔ‬(
‫اﻟﻣﺷﺎرﯾﻊ؟‬ ‫إدارة‬ ‫ھﻲ‬ ‫ﻣﺎ‬
‫ﻣﺎ‬‫ھﻰ‬‫اﻟﻣﺷﺎرﯾﻊ‬ ‫إدارة‬ ‫ﻋﻠﻰ‬ ‫اﻟﻘﺎﺋﻣﯾن‬ ‫ﻓﻲ‬ ‫ﺗواﻓرھﺎ‬ ‫ﯾﺟب‬ ‫اﻟﺗﻲ‬ ‫اﻟﻣﮭﺎرات‬ ‫أھم‬
‫اﻟﺗﺧطﯾط‬ ‫ﻣﮭﺎرة‬
‫اﻟﻣﺧﺎطر‬ ‫وإدارة‬ ‫اﻟﺗﺣﻠﯾل‬ ‫ﻋﻠﻰ‬ ‫اﻟﻘدرة‬
‫اﻷﺧرﯾن‬ ‫ﻣﻊ‬ ‫واﻟﺗواﺻل‬ ‫اﻻﺗﺻﺎل‬ ‫ﻣﮭﺎرة‬
‫اﻟﻔرﯾق‬ ‫ﺑروح‬ ‫واﻟﻌﻣل‬ ‫اﻟﻌﻣل‬ ‫ﻓرق‬ ‫ﻗﯾﺎدة‬ ‫ﻣﮭﺎرة‬
‫اﻟوﻗت‬ ‫إدارة‬ ‫ﻣﮭﺎرة‬
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٢
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6. ٦٧%‫ﻓﺗطﺑﯾق‬ ،‫ﻣﺷروﻋﺎت‬ ‫إدارة‬ ‫وﺟود‬ ‫ﻟﻌدم‬ ‫ﻓﺷﻠت‬ ‫اﻟﻣﺷروﻋﺎت‬ ‫ﻣن‬
‫اﻟﻣﻧﮭﺟﯾﺎت‬ ‫و‬ ‫اﻵﻟﯾﺎت‬ ‫ﺗوﻓﯾر‬ ‫ﻋﻠﻰ‬ ‫ﻣدﯾرھﺎ‬ ‫ﯾﺳﺎﻋد‬ ‫اﻟﻣﺷروﻋﺎت‬ ‫إدارة‬
‫إدارﺗﮭﺎ‬ ‫ﻓﻲ‬ ‫اﻟﻣﺳﺗﺧدﻣﺔ‬.
‫أن‬ ‫اﻟدراﺳﺎت‬ ‫ﻣن‬ ‫ﺗﺑﯾن‬

7. ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﻹدارة‬ ‫اﻟﺗﺎرﯾﺧﻲ‬ ‫اﻟﺗطور‬
•‫ﻋرﻓت‬‫ﻋﺷر‬ ‫اﻟﺗﺎﺳﻊ‬ ‫اﻟﻘرن‬ ‫أواﺧر‬ ‫ﻣﻧذ‬ ‫وﻣدارﺳﮫ‬ ‫وأﺳﺳﮫ‬ ‫ﻗواﻋده‬ ‫ﻟﮫ‬ ‫ﻛﻌﻠم‬ ‫اﻹدارة‬.
•‫ﺑﺎﺑﯾﺞ‬ ‫ﺷﺎرﻟز‬ ‫اده‬ ّ‫رو‬ ‫ﻣن‬)Charles Babbage)‫ﻋﺎم‬ ‫ﻧﺷر‬ ‫اﻟذي‬ ‫ﻛﺗﺎﺑﮫ‬ ‫ﻓﻲ‬ ‫اﻹدارﯾﺔ‬ ‫أﻓﻛﺎره‬ ‫ﺑﻌرض‬ ‫ﻗﺎم‬ ‫اﻟذي‬١٨٣٢
‫ﺑﻌﻧوان‬"‫وأﺻﺣﺎب‬ ‫اﻵﻻت‬ ‫اﻗﺗﺻﺎدﯾﺎت‬‫اﻟﻣﺻﺎﻧﻊ‬"(The Economy of Machinery and Manufacture’s).
•‫ﺗﺎون‬ ‫ھﻧري‬ ‫ﻋرض‬ ‫ﻛﻣﺎ‬)H. Town)‫ﻋﺎم‬ ‫ﻧﺷر‬ ‫اﻟذي‬ ‫ﻣﻘﺎﻟﮫ‬ ‫ﻓﻲ‬ ‫اﻹدارﯾﺔ‬ ‫أﻓﻛﺎره‬١٨٨٦‫ﻋﻧوان‬ ‫ﺗﺣت‬)The Engineer
as an Economist)،‫اﻹدارة‬ ‫ﺣرﻛﺔ‬ ‫راﺋد‬ ‫ﺗﺎون‬ ‫وﯾﻌﺗﺑر‬‫اﻟﻌﻠﻣﯾﺔ‬.
•ّ ‫ﺛم‬‫ﺟﺎﻧت‬ ‫ھﻧري‬ ‫ﺗﺑﻌﮫ‬H. Gantt)‫وﺿﻊ‬ ‫اﻟذي‬‫اﻟﻣﺧطط‬‫ﻋﺎم‬ ‫ﺑﺎﺳﻣﮫ‬ ‫اﻟﻣﻌروف‬١٩١٧‫ﻣﺧطط‬ ‫وھو‬)(Gantt Chart).
•‫ﺗﺎﯾﻠر‬ ‫ﻓرﯾدرﯾك‬ ‫وﺿﻊ‬ ‫ﻛﻣﺎ‬F. Taylor)‫ﻛﺗﺎب‬ ‫أھﻣﮭﺎ‬ ‫وﻣن‬ ‫اﻟﻣؤﻟﻔﺎت‬ ‫ﻣن‬ ‫اﻟﻌدﯾد‬)The Principles of Scientific
(Management)‫ﻋﺎم‬ ‫ﻧﺷره‬ ‫ﺗم‬ ‫اﻟذي‬١٩١١.

8. ‫ظﮭرت‬‫ﺑﻌد‬‫اﻟﺣرب‬‫اﻟﻌﺎﻟﻣﯾﺔ‬‫اﻟﺛﺎﻧﯾﺔ‬‫اﻟﺣﺎﺟﺔ‬‫ﻟطرق‬‫ﻋﻠﻣﯾﺔ‬‫وﻋﻣﻠﯾﺔ‬‫ﻟﺣل‬‫ﻣﺷﺎﻛل‬‫اﻹدارة‬‫ﻓﻲ‬‫اﻟﻣﺷﺎرﯾﻊ‬‫اﻟﻛﺑﯾرة‬،
‫ﻓﻧﺷط‬‫اﻟﺑﺎﺣﺛون‬‫ﻓﻲ‬‫إﯾﺟﺎد‬‫طرق‬‫ذات‬‫ﻛﻔﺎءة‬‫ﻋﺎﻟﯾﺔ‬‫ﺗﻘوم‬‫ﻋﻠﻰ‬‫أﺳس‬،‫ّﯾﺔ‬‫ﻣ‬‫ﻛ‬‫وﻣن‬‫ھؤﻻء‬‫اﻟﺑﺎﺣﺛﯾن‬‫ﻓرﯾﻘﺎن‬‫ﻣن‬‫اﻟﻣﺳﺗﺷﺎرﯾن‬
‫ﻋﻣﻼ‬‫ﻓﻲ‬‫اﻟوﻻﯾﺎت‬‫اﻟﻣﺗﺣدة‬،‫اﻷﻣرﯾﻛﯾﺔ‬‫وﻓرﯾق‬‫ﺛﺎﻟث‬‫ﻋﻣل‬‫ﻓﻲ‬‫اﻟﻣﻣﻠﻛﺔ‬‫اﻟﻣﺗﺣدة‬.
‫اﻟﻔرﯾق‬‫اﻷول‬:
‫ﻓﻲ‬‫اﻟوﻻﯾﺎت‬‫اﻟﻣﺗﺣدة‬‫ﻋﻣل‬‫ﻓرﯾق‬‫ﻣن‬‫اﻟﻣﺳﺗﺷﺎرﯾن‬‫ﺑﺎﻟﺗﻌﺎون‬‫ﻣﻊ‬‫ﺷرﻛﺔ‬‫دي‬‫ﺑوﻧت‬(Du Pont)‫ﻟﻠﺻﻧﺎﻋﺎت‬
‫اﻟﻛﯾﻣﺎوﯾﺔ‬‫وﺷرﻛﺔ‬‫رﻣﻧﺟﺗون‬‫راﻧد‬)(Univac Division of Remington Ran)‫ﻟﻸدﻣﻐﺔ‬‫اﻹﻟﻛﺗروﻧﯾﺔ‬‫ﻋﻠﻰ‬‫ﺗطوﯾر‬
‫أﺳﻠوب‬‫ﻟﻠﺗﺧطﯾط‬‫وإدارة‬‫ﻋﻣﻠﯾﺎت‬‫اﻟﺻﯾﺎﻧﺔ‬‫ﻓﻲ‬‫ﺷرﻛﺔ‬‫دي‬،‫ﺑوﻧت‬‫وذﻟك‬‫ﻓﻲ‬‫اﻟﻔﺗرة‬‫ﻣن‬‫ﻋﺎم‬١٩٦٥‫ﺣﺗﻰ‬‫ﻋﺎم‬١٩٥٩.
‫و‬‫ﻗد‬‫ر‬ ّ‫طو‬‫ھذا‬‫اﻟﻔرﯾق‬ً‫ﺎ‬‫أﺳﻠوﺑ‬‫ّﻲ‬‫ﻣ‬‫ﺳ‬‫اﻟﺗﺧطﯾط‬‫واﻟﺟدوﻟﺔ‬‫ﺑﺎﻟﻣﺳﺎر‬‫اﻟﺣرج‬)Critical Path Planning and
)CPPS–Scheduling،‫اﻟذي‬‫ﻋرف‬‫ﻓﯾﻣﺎ‬‫ﺑﻌد‬‫ﺑطرﯾﻘﺔ‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬))MethodPathCritical–CPM،
‫ﺣﯾث‬‫ﺗم‬‫اﺳﺗﺧداﻣﮫ‬‫ﻓﻲ‬‫ﺗﺧﻔﯾض‬‫اﻟوﻗت‬‫اﻟﻼزم‬‫ﻟﻠﺻﯾﺎﻧﺔ‬‫ﻓﻲ‬‫ﺷرﻛﺔ‬‫دي‬‫ﺑوﻧت‬‫إﻟﻰ‬‫اﻟﺣد‬‫اﻷدﻧﻰ‬.

9. ‫اﻟﻔرﯾق‬‫اﻟﺛﺎﻧﻲ‬:
‫ﻋﻣل‬‫ﻓﻲ‬‫اﻟوﻻﯾﺎت‬‫اﻟﻣﺗﺣدة‬‫ﻓﻲ‬‫اﻟﻔﺗرة‬‫ﻣن‬‫ﻋﺎم‬١٩٥٤‫ﺣﺗﻰ‬‫ﻋﺎم‬١٩٥٨‫ﺑﺎﻟﺗﻌﺎون‬‫ﻣﻊ‬‫ﺳﻼح‬‫اﻟﺑﺣرﯾﺔ‬‫اﻷﻣرﯾﻛﯾﺔ‬‫ﻣﻊ‬
‫ﺷرﻛﺔ‬‫ﻟوﻛﮭﯾد‬(Lockhead)‫ﻓﻲ‬‫ﻣﺷروع‬‫ﺗﺻﻣﯾم‬‫وﺗطوﯾر‬‫ﺻوارﯾﺦ‬‫ﺑوﻻرﯾس‬(Polaris)،‫ﺣﯾث‬‫روا‬ ّ‫طو‬ً‫ﺎ‬‫أﺳﻠوﺑ‬‫ّﻲ‬‫ﻣ‬‫ﺳ‬
‫طرﯾﻘﺔ‬‫ﺗﻘﯾﯾم‬‫وﻣﺗﺎﺑﻌﺔ‬‫اﻟﻣﺷﺎرﯾﻊ‬Program Evaluation and Review Technique – PERT).(
‫اﻟﻔرﯾق‬‫اﻟﺛﺎﻟث‬:
‫ﻋﻣل‬‫ﻓﻲ‬‫اﻟﻣﻣﻠﻛﺔ‬‫اﻟﻣﺗﺣدة‬‫ﻓﻲ‬‫ﻋﺎم‬١٩٥٧‫ﻓﻲ‬‫ﻗﺳـم‬‫ﺑﺣوث‬‫اﻟﻌﻣﻠﯾﺎت‬‫ﻓﻲ‬‫ﺳﻠطﺔ‬‫اﻟﻛﮭرﺑﺎء‬‫اﻟﻣرﻛزﯾﺔ‬،‫وﻗد‬‫ر‬ ّ‫طو‬‫طرﯾﻘﺔ‬–‫ﻟم‬‫ﯾﺗم‬
‫ﻧﺷرھﺎ‬ً‫ﺎ‬‫ﻻﺣﻘ‬-‫ﻋرﻓت‬‫ﺑﺎﺳـم‬‫أطول‬‫ﻣﺳـﺎر‬‫ﻏﯾر‬‫ﻗﺎﺑل‬‫ﻟﻼﺧﺗﺻﺎر‬)The Longest Irreducible Sequence of
Events)،‫واﻟذي‬‫ﻋرف‬‫ﻓﯾﻣﺎ‬‫ﺑﻌد‬‫ب‬‫اﻟﺗﺗﺎﺑﻊ‬‫اﻟرﺋﯾﺳـﻲ‬(Major Sequence)،‫وﻗد‬‫ّى‬‫د‬‫أ‬‫ﺗطﺑﯾق‬‫ھذه‬‫اﻟطرﯾﻘﺔ‬‫إﻟﻰ‬‫اﻟﺣﺻول‬
‫ﻋﻠﻰ‬‫ﻧﺗﺎﺋﺞ‬‫ﺟﯾدة‬‫ﻓﻲ‬‫اﻟﻔﺗرة‬‫ﻣن‬‫ﻋﺎم‬١٩٥٨‫ﺣﺗﻰ‬‫ﻋﺎم‬١٩٦٠

10. ‫اﻟﻤﺸﺮوع؟‬ ‫إدارة‬ ‫ﻣﺎﻫﻲ‬
‫إدارة‬‫اﳌﺸﺮوع‬‫ﻫﻲ‬‫اﺳﺘﺨﺪام‬‫ات‬‫ر‬‫اﳌﻬﺎ‬،‫ات‬‫و‬‫اﻷد‬،‫و‬‫اﻟﻌﻤﻠﻴﺎت‬‫ﻳﺔ‬‫ر‬‫اﻹدا‬‫ﻟﺘﺒﲏ‬‫اي‬
‫ﻣﺸﺮوع‬‫ﺑﻨﺠﺎح‬.
‫و‬‫ﺗﺘﻀﻤﻦ‬‫ﻣﻨﻬﺠﻴﺔ‬‫إدارة‬‫ﻳﻊ‬‫ر‬‫اﳌﺸﺎ‬:
•‫ﻣﺠﻤﻮﻋﺔ‬‫اﻟﻤﻬﺎرات‬:‫اﳌﻌﺮﻓﺔ‬‫اﻟﺘﺨﺼﺼﻴﺔ‬،‫ات‬‫ﱪ‬‫اﳋ‬‫و‬‫ات‬‫ر‬‫اﳌﻬﺎ‬‫اﻟﱵ‬‫ﺗﺴﺎﻋﺪ‬‫ﰲ‬‫ﺗﻘﻠﻴﻞ‬‫ﻣﺴﺘﻮى‬‫اﳋﻄﻮرة‬‫ﰲ‬‫اﳌﺸﺮوع‬‫و‬‫ﺑﺬﻟﻚ‬‫ﻳﺪ‬‫ﺰ‬‫ﺗ‬‫ﻣﻦ‬
‫اﺣﺘﻤﺎﻟﻴﺔ‬‫اﻟﻨﺠﺎح‬.
•‫ﻣﺠﻤﻮﻋﺔ‬‫اﻷدوات‬:‫ﺗﺴﺘﺨﺪم‬‫ادارة‬‫ﻳﻊ‬‫ر‬‫اﳌﺸﺎ‬‫ﳎﻤﻮﻋﺔ‬‫ﻣﻦ‬‫ات‬‫و‬‫اﻷد‬‫ﻟﺘﺤﺴﲔ‬‫ﻧﺴﺐ‬‫ﳒﺎح‬‫اﳌﺸﺮوع‬‫و‬‫ﺗﺘﻀﻤﻦ‬‫اﻷﻣﺜﻠﺔ‬‫ﻋﻠﻰ‬‫ذﻟﻚ‬‫اﻟﻨﻤﺎذج‬،
‫ات‬‫ر‬‫اﻹﺳﺘﻤﺎ‬،‫اﳌﺴﺠﻼت‬،‫اﻣﺞ‬‫ﱪ‬‫اﻟ‬‫و‬‫اﺋﻢ‬‫ﻮ‬‫ﻗ‬‫اﻟﺘﺪﻗﻴﻖ‬.
•‫ﺳﻠﺴﻠﺔ‬‫اﻟﻌﻤﻠﻴﺎت‬:‫ﺗﱪز‬‫اﳊﺎﺟﺔ‬‫اﻟﻌﻤﻠﻴﺎت‬‫ﻳﺔ‬‫ر‬‫اﻹدا‬‫اﻗﺒﺔ‬‫ﺮ‬‫ﳌ‬‫اﳌﺸﺮوع‬‫و‬‫اﻟﺘﺤﻜﻢ‬‫ﺑﻪ‬‫ﻛﺈدارة‬‫اﻟﻮﻗﺖ‬،‫إدارة‬‫اﻟﻜﻠﻔﺔ‬،‫إدارة‬‫اﳉﻮدة‬،‫إدارة‬
‫ات‬‫ﲑ‬‫اﳌﺘﻐ‬،‫إدارة‬‫اﳋﻄﻮرة‬‫و‬‫اﻟﻘﻀﺎﻳﺎ‬‫ﻳﺔ‬‫ر‬‫اﻹدا‬‫اﻻﺧﺮى‬.

11. Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relates people, money, and
supplies to specific activities and activities
to each other
3. Controlling - monitors resources, costs,
quality, and budgets; revises plans and
shifts resources to meet time and cost
demands

12. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
1/19
‫اﻟﻨﺎﺟﺢ‬ ‫اﻟﻤﺸﺮوع‬:
‫ﻟـــ‬ ‫وﻓﻘﺎ‬ ‫ﻣﺗطﻠﺑﺎﺗﮫ‬ ‫ﺗﺣﻘﯾق‬ ‫ﺑﻌد‬ ‫ﯾﻧﺗﮭﻲ‬ ‫اﻟذي‬ ‫ھو‬
•‫اﻟﻣﺣدد‬ ‫اﻟوﻗت‬)P-Time(
•‫اﻟﻣﺣددة‬ ‫اﻟﺗﻛﻠﻔﺔ‬)P-Cost(
•‫اﻟﻣﺣدد‬ ‫اﻟﻧطﺎق‬)P-Scope(
•‫اﻟﻣطﻠوﺑﺔ‬ ‫اﻟﺟودة‬)P-Quality(
© 2015 ; Ahmed Hashami, All rights reserved

14. ‫اﻟﻤﺸﺮوع‬ ‫ﺣﻴﺎة‬ ‫دورة‬
•‫ّف‬‫ﺮ‬‫ﺗﻌ‬‫دورة‬‫ﺣﻴﺎة‬‫اﳌﺸﺮوع‬‫ﻋﻠﻰ‬‫ﺳﻠﺴﻠﺔ‬‫ﻣﻦ‬‫اﺣﻞ‬‫ﺮ‬‫اﳌ‬‫اﻟﱵ‬‫ﺗﻀﻄﻠﻊ‬‫ﰲ‬‫ﺗﺴﻠﻴﻢ‬‫اﻟﻨﺎﺗﺞ‬‫اﳌﻄﻠﻮب‬‫ﻟﻠﻤﺸﺮوع‬،‫و‬‫ﺗﺸﺘﻤﻞ‬‫دورة‬‫ﺣﻴﺎة‬
‫إدارة‬‫اﳌﺸﺮوع‬‫ﻋﻠﻰ‬‫ﺑﻌﺔ‬‫ر‬‫ا‬)٤(‫اﺣﻞ‬‫ﺮ‬‫ﻣ‬‫ﻛﻤﺎ‬‫ﻫﻲ‬‫ﻣﻮﺿﺤﺔ‬‫ﰲ‬‫اﳌﺨﻄﻂ‬‫اﻟﺘﺎﱄ‬:
‫ﻟﻠﻣﺷروع‬ ‫اﻟﺗﺧطﯾط‬
‫اﻟﻣﺷروع‬ ‫اﻧطﻼﻗﺔ‬
‫اﻟﻣﺷروع‬ ‫ﺗﻧﻔﯾذ‬
‫اﻟﻣﺷروع‬ ‫اﻏﻼق‬

15. ‫اﻟﻤﺸﺮوع‬ ‫اﻧﻄﻼﻗﺔ‬
•‫ﻣﺸﺮوع‬ ‫ﺑﺎي‬ ً‫ﺎ‬‫رﲰﻴ‬ ‫ﻟﻠﺒﺪء‬،‫اﳌﺸﺮوع‬ ‫ﻫﻴﻜﻞ‬ ‫و‬ ‫ﻏﺮض‬ ‫أوﻻ‬ ‫ّﺮف‬‫ﻌ‬‫ﻳ‬ ‫ان‬ ‫اﻟﻌﻤﻞ‬ ‫ﻳﻖ‬‫ﺮ‬‫ﻓ‬ ‫ﻋﻠﻰ‬ ‫ﳚﺐ‬.‫اﳌﺸﺮوع‬ ‫ﻧﻄﺎق‬ ‫ﻣﻦ‬ ‫ﻛﻞ‬‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬ ‫ﻳﻌﻄﻲ‬ ‫و‬،
‫اﻷﻫﺪاف‬،‫ات‬‫ز‬‫اﻹﳒﺎ‬،‫اﳌﺼﺎدر‬،‫اﳌﺸﺮوع‬ ‫ﻫﻴﻜﻞ‬ ‫و‬ ‫اﻟﺰﻣﻨﻴﺔ‬ ‫اﳉﺪاول‬،‫ﺧﻼﳍﺎ‬ ‫ﻋﻠﻴﻬﻢ‬ ‫ﻳﺘﻮﺟﺐ‬ ‫اﻟﱵ‬ ‫اﳊﺪود‬ ‫ﻋﻦ‬ ‫اﺿﺤﺔ‬‫و‬ ‫ﻧﻈﺮة‬ ‫ﻳﻖ‬‫ﺮ‬‫اﻟﻔ‬ ‫وﻳﻌﻄﻲ‬
‫ﺑﻮن‬‫ﺰ‬‫اﻟ‬ ‫ﻣﺘﻄﻠﺒﺎت‬ ‫ﻣﻊ‬ ً‫ﺎ‬‫ﲤﺎﺷﻴ‬ ‫اﳌﺸﺮوع‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﺗﺴﻠﻴﻢ‬.‫ﻛﻐﺎﻳﺔ‬‫اﻟﻨﺠﺎح‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ً‫ا‬‫ﺟﺪ‬ ‫ﻣﻬﻢ‬ ‫اﳌﺸﺮوع‬ ‫ﻟﺒﺪاﻳﺔ‬ ‫اﺿﺢ‬‫ﻮ‬‫اﻟ‬ ‫اﻹﲡﺎﻩ‬ ‫اﻋﺪاد‬ ‫أن‬ ً‫ﺎ‬‫ﻋﻠﻤ‬
‫أﺳﺎﺳﻴﺔ‬.
•‫اﶈﺘﻤﻠﺔ‬ ‫اﳊﻠﻮل‬ ‫ﳉﻤﻴﻊ‬ ‫وﺻﻒ‬ ‫اﻟﺒﻴﺎن‬ ‫ﻫﺬا‬ ‫وﻳﺘﻀﻤﻦ‬ ‫ﻳﺔ‬‫ر‬‫اﻟﺘﺠﺎ‬ ‫ﻟﻠﺤﺎﻟﺔ‬ ‫ﺗﻮﺿﻴﺤﻲ‬ ‫ﺑﻴﺎن‬ ‫إﻧﺸﺎء‬ ‫ﻫﻲ‬ ‫اﳌﺸﺮوع‬ ‫ﺗﻮﺟﻴﻪ‬ ‫ﻹﻋﺪاد‬ ‫ﻣﻄﻠﻮﺑﺔ‬ ‫ﺧﻄﻮة‬ ‫أول‬‫و‬
‫ﻣﻨﻬﺎ‬ ‫ﻟﻜﻞ‬ ‫اﳌﻨﻔﻌﺔ‬ ‫و‬ ‫اﻟﻜﻠﻔﺔ‬ ‫ﻟﺘﺤﻠﻴﻞ‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫ﺧﻼل‬ ‫ﺗﺴﻠﻴﻤﻬﺎ‬ ‫ﻟﻴﺘﻢ‬.‫اﻟﺬي‬ ‫اﳊﻞ‬ ‫ﺑﺎن‬ ‫ﺿﻤﺎن‬ ‫ﳝﻜﻨﻨﺎ‬ ‫اﳌﺸﺮوع‬ ‫اﺳﺔ‬‫ر‬‫د‬ ‫ﺟﺪوى‬ ‫اء‬‫ﺮ‬‫ﺑﺈﺟ‬ ‫و‬
‫ﻃﻴﺎﺗﻪ‬ ‫ﺑﲔ‬ ‫اﻟﱵ‬ ‫اﳋﻄﻮرة‬ ‫ﻣﺴﺘﻮى‬ ‫ﻗﺒﻮل‬ ‫و‬ ‫ﻧﻔﻌﻪ‬ ‫ﺟﺪوى‬ ‫اﱃ‬ ً‫ا‬‫اﺳﺘﻨﺎد‬ ‫اﺧﺘﻴﺎرﻩ‬ ‫ﰎ‬ ‫ﻗﺪ‬ ‫ﺑﻪ‬ ‫ﻳﻮﺻﻰ‬.‫ﻣﻌﲔ‬ ‫ﳊﻞ‬ ‫اﺧﺘﻴﺎرك‬ ‫ﻓﻮر‬ ‫و‬،‫اﻟﺘﺎﻟﻴﺔ‬ ‫اﳋﻄﻮة‬ ‫ﻓﺎن‬
‫اﳊﻞ‬ ‫ذﻟﻚ‬ ‫ﺗﺴﻠﻴﻢ‬ ‫ﺣﺪود‬ ‫ﻳﺼﻒ‬ ‫اﻟﺬي‬ ‫اﳌﺸﺮوع‬ ‫ﻣﻴﺜﺎق‬ ‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬ ‫ﻫﻲ‬.‫ﺗﻪ‬‫ر‬‫إدا‬ ‫ﻛﺰ‬‫ﻣﺮ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫ﻳﻖ‬‫ﺮ‬‫ﻓ‬ ‫ﺗﻌﻴﲔ‬ ً‫ﺎ‬‫ﻻﺣﻘ‬ ‫ﻳﺎﰐ‬ ‫ﰒ‬.
•‫اﻵن‬ ‫و‬،‫ﺣﻴﺜﻴﺎﺗﻪ‬ ‫ﺗﻮﺿﻴﺢ‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬ ‫ﺑﻌﺪ‬ ‫و‬،‫اﳌﺸﺮوع‬ ‫ﻹدارة‬ ‫وﻇﻴﻔﻲ‬ ‫ﻛﺰ‬‫ﻣﺮ‬ ‫اﺧﺘﻴﺎر‬ ‫و‬ ‫ﻣﻨﺎﺳﺒﺔ‬ ‫ات‬‫ﱪ‬‫ﲞ‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫ﻳﻖ‬‫ﺮ‬‫ﻓ‬ ‫ﺗﻌﻴﲔ‬ ‫ﻳﺘﻢ‬،‫و‬
‫ﺑﻨﺠﺎح‬ ‫اﳌﺸﺮوع‬ ‫ﻻﺳﺘﻼم‬ ‫اﳌﻨﺎﺳﺒﺔ‬ ‫و‬ ‫اﻟﺼﺤﻴﺤﺔ‬ ‫اﳌﻜﻮﻧﺎت‬ ‫ﲨﻴﻊ‬ ‫اﺣﺮزت‬ ‫ﻗﺪ‬ ‫ﺗﻜﻮن‬ ‫ﺑﺬﻟﻚ‬.‫ﻫﻲ‬ ‫اﳌﺸﺮوع‬ ‫ﻟﺒﺪاﻳﺔ‬ ‫اﻷﺧﲑة‬ ‫اﳋﻄﻮة‬ ‫وﺗﺘﻀﻤﻦ‬
.

16. ‫ﻟﻠﻤﺸﺮوع‬ ‫اﻟﺘﺨﻄﻴﻂ‬
‫اﳋﻄﻮة‬‫اﻻوﱃ‬‫ﰲ‬‫ﻣﺮﺣﻠﺔ‬‫اﻟﺘﺨﻄﻴﻂ‬‫ﻟﻠﻤﺸﺮوع‬‫ﻫﻲ‬‫اﻧﺸﺎء‬‫ﺧﻄﺔ‬‫ﻣﻔﺼﻠﺔ‬‫ﻟﻠﻤﺸﺮوع‬‫وﺗﻌﺘﱪ‬‫ﻫﺬﻩ‬‫اﳋﻄﺔ‬‫ﻛﻤﺮﺟﻊ‬‫ﳌﺪﻳﺮ‬‫اﳌﺸﺮوع‬‫ﰲ‬‫ﺧﻼل‬‫ﺳﲑ‬‫اﻟﻌﻤﻞ‬
‫ﻋﻠﻰ‬‫اﳌﺸﺮوع‬‫اﻗﺒﺔ‬‫ﺮ‬‫ﳌ‬‫اﻟﺰﻣﻦ‬،‫اﻟﻜﻠﻔﺔ‬،‫و‬‫اﳉﻮدة‬‫و‬‫اﻟﺘﺤﻜﻢ‬-‫اﳌﻜﻮﻧﺎت‬‫اﻟﺜﻼﺛﺔ‬‫ﺋﻴﺴﺔ‬‫ﺮ‬‫اﻟ‬‫ﰲ‬‫ادارة‬‫اﳌﺸﺮوع‬‫و‬‫ﻳﻘﻮم‬‫ﻣﺪﻳﺮ‬‫اﳌﺸﺮوع‬ً‫ﺎ‬‫ﻻﺣﻘ‬‫ﺑﺈﻋﺪاد‬‫ﻣﺎ‬
‫ﻳﻠﻲ‬:
‫ﺧﻄﺔ‬‫ارد‬‫ﻮ‬‫اﳌ‬‫ﻟﺘﺤﺪﻳﺪ‬‫ﻣﻘﺪار‬‫اﻟﻌﻤﻞ‬‫اﳌﻄﻠﻮب‬‫و‬‫ﻛﺬﻟﻚ‬‫اﳌﻌﺪات‬‫و‬‫اد‬‫ﻮ‬‫اﳌ‬‫اﻻﺧﺮى‬.
‫ﺧﻄﺔ‬‫ﻣﺎﻟﻴﺔ‬‫ﻟﺘﺤﺪﻳﺪ‬‫اﻟﻜﻠﻔﺔ‬‫اﳌﺎدﻳﺔ‬‫ﻷﻛﻤﺎل‬‫اﳌﺸﺮوع‬.
‫ﺧﻄﺔ‬‫ﻧﻮﻋﻴﺔ‬‫ﻟﺘﺤﺪﻳﺪ‬‫أﻫﺪاف‬‫ﻧﻮﻋﻴﺔ‬‫و‬‫ﻟﺔ‬‫و‬‫ﳉﺪ‬‫ﺿﻤﺎن‬‫اﳉﻮدة‬‫و‬‫ﻳﻘﺔ‬‫ﺮ‬‫ﻃ‬‫اﻟﺘﺤﻜﻢ‬‫ﺑﺎﳉﻮدة‬.
‫ﺧﻄﺔ‬‫اﳋﻄﻮرة‬:‫ﻳﻒ‬‫ﺮ‬‫ﻟﻠﺘﻌ‬‫ﺑﺎﳌﺨﺎﻃﺮ‬‫اﶈﺘﻤﻠﺔ‬‫و‬‫ات‬‫ﻮ‬‫اﳋﻄ‬‫اﳌﻄﻠﻮﺑﺔ‬‫ﻟﻠﺘﻘﻠﻴﻞ‬‫ﻣﻦ‬‫وﻗﻊ‬‫ﺗﻠﻚ‬‫اﳌﺨﺎﻃﺮ‬.
‫ﺧﻄﺔ‬‫اﻟﻘﺒﻮل‬‫ﻟﺘﺤﺪﻳﺪ‬‫ﻣﻌﺎﻳﲑ‬‫ﻗﺒﻮل‬‫ﺑﻮن‬‫ﺰ‬‫اﻟ‬‫ات‬‫ز‬‫ﻟﻼﳒﺎ‬‫اﳌﺴﺘﺤﺼﻠﺔ‬.
‫ﺧﻄﺔ‬‫ﻣﺸﱰﻳﺎت‬‫ﻟﺘﺤﺪﻳﺪ‬‫ارد‬‫ﻮ‬‫اﳌ‬‫و‬‫ُﻃﺮ‬‫ﻷ‬‫ا‬‫اﻟﺰﻣﻨﻴﺔ‬‫ﻟﻺﺳﺘﻌﺎﻧﺔ‬‫ﺑﺎﳌﺼﺎدر‬‫اﳋﺎرﺟﻴﺔ‬‫ﻣﻦ‬.
‫ﺧﻄﺔ‬‫إﺧﺘﻴﺎر‬‫ﻟﺘﺤﺪﻳﺪ‬‫ات‬‫ﻮ‬‫اﳋﻄ‬‫اﳌﻄﻠﻮﺑﺔ‬‫ﻹﺧﺘﻴﺎر‬.
‫ﺑﻴﺎن‬‫اﻷﻋﻤﺎل‬‫ﻟﺘﻮﺛﻴﻖ‬‫ﻣﺘﻄﻠﺒﺎت‬‫ﻣﺸﱰﻳﺎت‬‫اﳌﺸﺮوع‬.
‫ﻃﻠﺐ‬‫اﳌﻌﻠﻮﻣﺎت‬‫ﻟﻄﻠﺐ‬‫اﳌﻌﻠﻮﻣﺎت‬‫اﻟﻌﺎﻣﺔ‬‫ﻣﻦ‬‫اﻏﺒﲔ‬‫ﺮ‬‫اﻟ‬‫ﺑﺎﻟﻌﻤﻞ‬‫ﰲ‬‫اﳌﺸﺮوع‬.
‫ﻃﻠﺐ‬‫اﳌﻘﱰﺣﺎت‬‫ﻟﻄﻠﺐ‬‫اﳌﻘﱰﺣﺎت‬‫اﳌﻔﺼﻠﺔ‬‫ﻣﻦ‬‫اﻟﺬﻳﻦ‬‫ﻳﺘﻢ‬‫اﺧﺘﻴﺎرﻫﻢ‬‫ﻟﻠﺘﻌﺎﻣﻞ‬‫ﻣﻌﻬﻢ‬.
‫ﻋﻘﺪ‬‫رﲰﻲ‬‫ﻣﻊ‬‫ﳎﻬﺰ‬‫ﻣﻌﺘﻤﺪ‬،‫ﻟﻠﺘﻌﺎﻗﺪ‬‫ﻣﻊ‬‫اﳌﻔﻀﻠﲔ‬‫ﻟﻠﻤﺸﺮوع‬.
‫و‬‫ﻳﺘﻢ‬‫اء‬‫ﺮ‬‫إﺟ‬‫ﻣﺮﺣﻠﺔ‬‫اﺟﻌﺔ‬‫ﺮ‬‫اﳌ‬‫ﻟﻴﺘﺴﲎ‬‫ﻟﻠﺸﺨﺺ‬‫اﻟﺬي‬‫ﻳﺘﺒﲎ‬‫اﳌﺸﺮوع‬‫ﺗﻘﻴﻴﻢ‬‫ات‬‫ﺰ‬‫اﳌﻨﺠ‬‫اﳌﻘﺪﻣﺔ‬‫ﰲ‬‫اﻟﻮﻗﺖ‬‫اﶈﺪد‬‫و‬‫اﻓﻘﺔ‬‫ﻮ‬‫ﻟﻠﻤ‬‫ﻋﻠﻰ‬‫اﻟﺒﺪء‬‫ﲟﺮﺣﻠﺔ‬‫ﺗﻨﻔﻴﺬ‬
‫اﳌﺸﺮوع‬.

17. ‫اﻟﻤﺸﺮوع‬ ‫ﺗﻨﻔﻴﺬ‬
‫اﳌﺸﺮوع‬ ‫ﻳﻖ‬‫ﺮ‬‫ﻓ‬ ‫ﻳﻘﻮم‬،‫اﳌﺮﺣﻠﺔ‬ ‫ﻫﺬﻩ‬ ‫ﰲ‬،.‫ﻣﺪﻳﺮ‬ ‫ﻳﻘﻮم‬ ‫اﻹﻛﺘﻤﺎل‬ ‫ﻗﻴﺪ‬ ‫اﳌﺸﺮوع‬ ‫ات‬‫ﺰ‬‫ﻣﻨﺠ‬ ‫ﻓﻴﻪ‬ ‫ﺗﻜﻮن‬ ‫اﻟﺬﻳﻦ‬ ‫اﻟﻮﻗﺖ‬ ‫ﰲ‬ ‫و‬
‫ﻳﻠﻲ‬ ‫ﲟﺎ‬ ‫اﻹﺿﻄﻼع‬ ‫ﺧﻼل‬ ‫ﻣﻦ‬ ‫ﺑﻪ‬ ‫اﻟﺘﺤﻜﻢ‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫اﻗﺒﺔ‬‫ﺮ‬‫ﲟ‬ ‫اﳌﺸﺮوع‬:
•‫اﻟﻮﻗﺖ‬ ‫إدارة‬:‫اﳌﻌﺪة‬ ‫اﳋﻄﺔ‬ ‫ﺣﺴﺐ‬ ‫اﳌﺸﺮوع‬ ‫ﻣﻬﺎم‬ ‫ﻹﻛﻤﺎل‬ ‫اﳌﻄﻠﻮب‬ ‫اﻟﻮﻗﺖ‬ ‫وﺗﺴﺠﻴﻞ‬ ‫ﻣﺘﺎﺑﻌﺔ‬.
•‫اﻟﻜﻠﻔﺔ‬ ‫إدارة‬:‫اﳌﺎدﻳﺔ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺗﺴﺠﻴﻞ‬ ‫و‬ ‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬)‫ﻛﺎﻻﻧﻔﺎق‬(‫اﳌﻘﺮرة‬ ‫اﳌﺸﺮوع‬ ‫اﻧﻴﺔ‬‫ﺰ‬‫ﻣﻴ‬ ‫ﺣﺴﺐ‬ ‫و‬.
•‫ات‬‫ﲑ‬‫اﳌﺘﻐ‬ ‫إدارة‬:‫اﳌﺸﺮوع‬ ‫ﰲ‬ ‫اﻟﺘﻌﻴﲑ‬ ‫ﻣﺘﻄﻠﺒﺎت‬ ‫ﺗﻨﻔﻴﺬ‬ ‫و‬ ‫اﺟﻌﺔ‬‫ﺮ‬‫ﻣ‬.
•‫اﳋﻄﻮرة‬ ‫إدارة‬:‫اﳋﻄﻮرة‬ ‫ﲣﻔﻴﻒ‬ ‫اءت‬‫ﺮ‬‫ﺑﺈﺟ‬ ‫اﻻﺿﻄﻼع‬ ‫و‬ ‫اﳌﺸﺮوع‬ ‫ﰲ‬ ‫اﳋﻄﻮرة‬ ‫ﻣﺴﺘﻮى‬ ‫ﺗﻘﻴﻴﻢ‬.
•‫اﳌﺸﺎﻛﻞ‬ ‫إدارة‬:‫اﳌﺨﺘﻠﻔﺔ‬ ‫اﳌﺸﺮوع‬ ‫ﻗﻀﺎﻳﺎ‬ ‫ﲢﻠﻴﻞ‬ ‫و‬ ‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬
•‫اﳌﺸﱰﻳﺎت‬ ‫إدارة‬:‫اﻟﺘﺠﻬﻴﺰ‬ ‫ﰲ‬ ‫اﳉﻴﺪ‬ ‫اﻷداء‬ ‫ﺗﻨﻈﻴﻢ‬ ‫و‬ ‫اﳌﺸﱰﻳﺎت‬ ‫ات‬‫ر‬‫ﻣﻔﺪ‬ ‫ﻗﺒﻮل‬ ‫و‬ ‫اﺳﺘﻼم‬
•‫اﻟﻘﺒﻮل‬ ‫إدارة‬:‫ﺑﻮن‬‫ﺰ‬‫اﻟ‬ ‫ﻗﺒﻮل‬ ‫و‬ ‫رﺿﺎ‬ ‫از‬‫ﺮ‬‫ﻹﺣ‬ ‫ات‬‫ﺰ‬‫اﳌﻨﺠ‬ ‫أﻛﺘﻤﺎل‬ ‫ﻳﻒ‬‫ﺮ‬‫ﺗﻌ‬.
•‫اﻹﺗﺼﺎﻻت‬ ‫إدارة‬:‫اﳌﺸﺮوع‬ ‫ﻋﻠﻰ‬ ‫اﻟﻌﻤﻞ‬ ‫ﺑﺘﻘﺪم‬ ‫ﺑﺎﳌﺸﺮوع‬ ‫اﻟﻌﻼﻗﺔ‬ ‫ذوي‬ ‫اﻷﺷﺨﺎص‬ ‫إﺑﻼغ‬ ‫ﻋﻠﻰ‬ ‫اﶈﺎﻓﻈﺔ‬،‫اﳌﺨﺎﻃﺮ‬،‫اﻻﺧﺮى‬ ‫اﻟﻘﻀﺎﻳﺎ‬ ‫و‬.
•‫ﺣﻴﻨﻬﺎ‬ ‫ﻳﻜﻮن‬ ‫أﻫﺪاﻓﻪ‬ ‫أﺣﺮز‬ ‫ﻗﺪ‬ ‫اﳌﺸﺮوع‬ ‫ﻛﺎن‬‫اذا‬ ‫ﻓﻴﻤﺎ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫اﺟﻌﺔ‬‫ﺮ‬‫اﳌ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫إﻛﻤﺎل‬ ‫ﻓﻮر‬ ‫و‬ ‫اﶈﻘﻘﺔ‬ ‫ات‬‫ﺰ‬‫اﳌﻨﺠ‬ ‫ﳉﻤﻴﻊ‬ ‫ﺑﻮن‬‫ﺰ‬‫اﻟ‬ ‫ﻗﺒﻮل‬ ‫ﻓﻮر‬ ‫و‬
‫ﻟﻺﻏﻼق‬ ً‫ا‬‫ﺰ‬‫ﺟﺎﻫ‬ ‫اﳌﺸﺮوع‬.

18. •‫ﺑﺗوارﯾﺦ‬ ‫وﺣددة‬ ‫ﻧﮭﺎﯾﺔ‬ ‫وﻟﮭﺎ‬ ‫ﺑداﯾﺔ‬ ‫ﻟﮭﺎ‬ ‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫أﺣداث‬ ‫ھﻰ‬
•‫اﻟﻣﺷروع‬ ‫إﻧﺟﺎز‬ ‫ﻟﻘﯾﺎس‬ ‫ﻣؤﺷرات‬ ‫ھﻰ‬

19. ‫اﻟﻤﺸﺮوع‬ ‫اﻏﻼق‬
•‫ﻳﺘﻀﻤﻦ‬‫اﻏﻼق‬‫اﳌﺸﺮوع‬ً‫ﺎ‬‫رﲰﻴ‬‫ا‬‫ر‬‫ﻣﻘﺪا‬ً‫ﺎ‬‫ﻣﻌﻴﻨ‬‫ﻣﻦ‬‫اﻟﻌﻤﻞ‬.‫أوﳍﺎ‬‫ﻫﻮ‬‫اﻋﺪاد‬‫ﻳﺮ‬‫ﺮ‬‫ﺗﻘ‬‫ﻹﻏﻼق‬‫اﳌﺸﺮوع‬‫ﻟﺔ‬‫و‬‫ﳉﺪ‬‫ﲨﻴﻊ‬‫ات‬‫ﻮ‬‫اﳋﻄ‬‫اﻟﻼزﻣﺔ‬‫ﻻﻏﻼق‬
‫اﳌﺸﺮوع‬.‫و‬‫ﺑﻌﺪ‬‫اﳌﺼﺎدﻗﺔ‬‫ﻋﻠﻰ‬‫ذﻟﻚ‬‫ﻳﺮ‬‫ﺮ‬‫اﻟﺘﻘ‬‫ﻣﻦ‬‫ﻗﺒﻞ‬‫اﻟﺸﺨﺺ‬‫اﻟﺬي‬‫ﻳﺘﺒﲎ‬‫اﳌﺸﺮوع‬،‫ﺗﻜﻮن‬‫ات‬‫ﻮ‬‫اﳋﻄ‬‫اﳌﺬﻛﻮرة‬‫ﻗﺪ‬‫إﻛﺘﻤﻠﺖ‬‫ﻟﻠﺒﺪء‬‫ﺑﺎﺳﺘﺨﺪام‬
‫اﳌﺸﺮوع‬،‫و‬‫ﺗﺴﻠﻴﻢ‬‫ات‬‫ﺰ‬‫اﳌﻨﺠ‬،‫و‬‫اﻏﻼق‬‫ﻛﺰ‬‫ﻣﺮ‬‫ادارة‬‫اﳌﺸﺮوع‬‫و‬‫إﺑﻼغ‬‫ﲨﻴﻊ‬‫اﻷﺷﺨﺎص‬‫ذوي‬‫اﻟﻌﻼﻗﺔ‬‫ﺑﺄن‬‫اﳌﺸﺮوع‬‫ﻗﺪ‬‫ﰎ‬‫إﻏﻼﻗﻪ‬‫و‬‫اﻹﻧﺘﻬﺎء‬
‫ﻣﻨﻪ‬.
•‫وﺑﻌﺪ‬‫ﻓﱰة‬‫اح‬‫و‬‫ﺗﱰ‬‫ﻣﺎﺑﲔ‬‫ﺷﻬﺮ‬‫اﱃ‬‫ﺛﻼﺛﺔ‬‫أﺷﻬﺮ‬‫ﻣﻦ‬‫ﻳﺦ‬‫ر‬‫ﺗﺎ‬‫إﻏﻼق‬‫اﳌﺸﺮوع‬،‫ﻳﻘﻮم‬‫ﻃﺮف‬‫ﻣﺴﺘﻘﻞ‬‫اء‬‫ﺮ‬‫ﺑﺈﺟ‬‫اﺟﻌﺔ‬‫ﺮ‬‫ﻣ‬‫ﻣﺎ‬‫ﺑﻌﺪ‬‫اﻟﺘﻨﻔﻴﺬ‬‫ﻟﺘﺤﺪﻳﺪ‬‫ﻣﺪى‬
‫ﳒﺎح‬‫اﳌﺸﺮوع‬‫ﺑﺸﻜﻞ‬‫ﻋﺎم‬‫و‬‫ﻟﺘﺤﺪﻳﺪ‬‫ﻓﻴﻤﺎ‬‫اذا‬‫ﻛﺎن‬‫ﻟﻠﻤﺸﺮوع‬‫ﻗﺪ‬‫أدرك‬ً‫ﻼ‬‫ﻓﻌ‬‫اﺋﺪ‬‫ﻮ‬‫اﻟﻔ‬‫اﳌﻨﺼﻮص‬‫ﻋﻠﻴﻬﺎ‬‫ﰲ‬‫اﳊﺎﻟﺔ‬‫ﻳﺔ‬‫ر‬‫اﻟﺘﺠﺎ‬‫اﻷﺻﻠﻴﺔ‬.‫و‬‫ﻳﺘﻢ‬
‫ﻛﺬﻟﻚ‬‫ﺗﻮﺛﻴﻖ‬‫اﻟﺪروس‬‫اﳌﺴﺘﺨﻠﺼﺔ‬‫ﻣﻦ‬‫اﳌﺸﺮوع‬‫ﻟﻴﺘﻢ‬‫إﻋﺘﻤﺎدﻫﺎ‬‫ﰲ‬‫ﻳﻊ‬‫ر‬‫اﳌﺸﺎ‬‫اﳌﺴﺘﻘﺒﻠﻴﺔ‬‫اﻟﻼﺣﻘﺔ‬.

22. ‫اﻟﺧﺻﺎﺋص‬
‫ﻣؤﻗﺗﺔ‬-‫وﻧﮭﺎﯾﺔ‬ ‫ﺑداﯾﺔ‬ ‫ذات‬
‫ﻓرﯾدة‬ ‫ﺧدﻣﺔ‬ ‫أو‬ ‫ﻣﻧﺗﺞ‬
‫اﻟﯾوﻣﯾﺔ‬ ‫اﻟﻌﻣﻠﯾﺎت‬ ‫ﻣن‬ ً‫ا‬‫ﺟزء‬ ‫ﺗﻣﺛل‬ ‫ﻻ‬
‫ﻟﻠﻣؤﺳﺳﺔ‬
‫اﻟﺧﺻﺎﺋص‬
‫اﻧ‬‫ﻣﺳﺗﻣرة‬ ‫ﺷطﺔ‬
‫ﻣﺗﺷﺎﺑﮭﺔ‬ ‫أو‬ ‫ﻣﺗﻛررة‬ ‫ﺧدﻣﺎت‬ ‫أو‬ ‫ﻣﻧﺗﺟﺎت‬
‫ﻟﻠﻣؤﺳﺳﺔ‬ ‫اﻟﻣﻌﺗﺎدة‬ ‫اﻷﻋﻣﺎل‬
‫أﻣﺛﻠﺔ‬
‫ﺟدﯾد‬ ‫ﺑرﻧﺎﻣﺞ‬ ‫ﺗﺻﻣﯾم‬
‫ﻣﺑﻧﻰ‬ ‫إﻧﺷﺎء‬
‫ﺟدﯾدة‬ ‫ﻟﻣؤﺳﺳﺔ‬ ‫ﺗﺻﻣﯾم‬ ‫ﺗطوﯾر‬
‫أﻣﺛﻠﺔ‬
 ‫ﺳﯾﺎرات‬ ‫ﺑﻣﺻﻧﻊ‬ ‫ﺗﺟﻣﯾﻊ‬ ‫ﺧط‬
 ‫إﺋﺗﻣ‬ ‫ﺑطﺎﻗﺎت‬ ‫ﻟﺷرﻛﺔ‬ ‫ﻓواﺗﯾر‬ ‫إﺻدار‬ ‫ﻋﻣﻠﯾﺔ‬‫ﺎن‬
‫اﻟﻣﺷﺎرﯾﻊ‬‫اﻟﯾوﻣﯾﺔ‬ ‫اﻟﻌﻣﻠﯾﺎت‬
‫اﻟﯾوﻣﯾﺔ؟‬ ‫واﻟﻌﻣﻠﯾﺎت‬ ‫اﻟﻣﺷروع‬ ‫ﺑﯾن‬ ‫اﻟﻔرق‬ ‫ﻣﺎ‬

23. Examples of Projects
 Building Construction
 Research Project

24. Project Planning, Scheduling, and
Controlling
Figure 3.1
Before Start of project During
project Timeline project

25. Project Planning, Scheduling, and
Controlling
Figure 3.1
Before Start of project During
project Timeline project

26. ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺗﻔﺸﻞ‬ ‫ﻟﻤﺎذا‬

28. : ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺗﺼﻨﯿﻒ‬
•‫رﺑﺣﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬،‫وﺗﺗﺿﻣن‬:
–‫اﻧﺗﺎﺟﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬
–‫ﺗﺟﺎرﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬
–‫ﺧدﻣﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬
•‫رﺑﺣﯾﺔ‬ ‫ﻏﯾر‬ ‫ﻣﺷﺎرﯾﻊ‬،‫وﺗﺗﺿﻣن‬:
•‫ﺣﻛوﻣﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬
•‫أھﻠﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬
•‫ﺧﯾرﯾﺔ‬ ‫ﻣﺷﺎرﯾﻊ‬.

29. A Sample Project Organization
Test
Engineer
Mechanical
Engineer
Project 1 Project
Manager
Technician
Technician
Project 2 Project
Manager
Electrical
Engineer
Computer
Engineer
Marketing Finance
Human
Resources Design
Quality
Mgt
Production
President
Figure 3.2

30. ‫ﻣﺷروﻋك‬ ‫ﺗﺑدأ‬ ‫ﻛﯾف‬
•‫اﻟﻣﺷروع‬ ‫ﻓﻛرة‬.
•‫اﻟﻣﺷروع‬ ‫ﺑﯾﺋﺔ‬.
•‫اﻟﺳوق‬ ‫دراﺳﺔ‬.
•‫اﻟﻔﻧﯾﺔ‬ ‫اﻟدراﺳﺔ‬.
•‫اﻟﻣﺎﻟﯾﺔ‬ ‫اﻟدراﺳﺔ‬

34. ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺟﺪوﻟﺔ‬ ‫ﻓﻲ‬ ‫اﻟﻤﺴﺘﺨﺪﻣﺔ‬ ‫اﻟﻤﺼﻄﻠﺤﺎت‬
‫اﻟﻣﺻطﻠﺢ‬‫اﻟﺷرح‬
‫اﻟﺣدث‬
Event
‫زﻣﻧﯾﺔ‬ ‫وﻧﮭﺎﯾﺔ‬ ‫ﺑداﯾﺔ‬ ‫إﻟﻰ‬ ‫ﯾﺣﺗﺎج‬ ‫ﻻ‬ ‫و‬ ‫اﻟزﻣن‬ ‫ﻣن‬ ‫ﻣﻌﯾﻧﺔ‬ ‫ﻧﻘطﺔ‬ ‫إﻟﻰ‬ ‫اﻟوﺻول‬ ‫ھو‬.
‫اﻟﻧﺷﺎط‬
Activity
‫ﻟﺗﻧﻔﯾذه‬ ‫وﻣوارد‬ ‫وﻧﮭﺎﯾﺔ‬ ‫ﺑداﯾﺔ‬ ‫ﻧﻘطﺔ‬ ‫إﻟﻰ‬ ‫ﯾﺣﺗﺎج‬ ‫ﻣﺟﮭود‬ ‫ھو‬.
‫اﻟوھﻣﻲ‬ ‫اﻟﻧﺷﺎط‬
Dummy
Activity
‫ﻋﻠﻰ‬ ‫ﻟدﻻﻟﮫ‬ ‫ﻓﻘط‬ ‫وﯾﺳﺗﻌﻣل‬ ‫ﻹﺗﻣﺎﻣﮫ‬ ‫ﻣوارد‬ ‫أو‬ ‫زﻣن‬ ‫إﻟﻰ‬ ‫ﯾﺣﺗﺎج‬ ‫ﻻ‬ ‫اﻟذي‬ ‫اﻟﻧﺷﺎط‬
‫ﻣﺗﻘطﻊ‬ ‫ﺑﺳﮭم‬ ‫وﯾرﺳم‬ ‫ﻣﻧطﻘﯾﺎ‬ ‫اﻷﻧﺷطﺔ‬ ‫ﺗﺗﺎﺑﻊ‬.
‫اﻟﺣرج‬ ‫اﻟﻧﺷﺎط‬
Critical Activity
‫اﻟﻣﺷروع‬ ‫ﺗﺄﺧﯾر‬ ‫ﻓﻲ‬ ‫ﯾﺗﺳﺑب‬ ‫ﻓﺈﻧﮫ‬ ‫اﻧﺗﮭﺎﺋﮫ‬ ‫ﺗﺄﺧﯾر‬ ‫ﺗم‬ ‫إذا‬ ‫اﻟذي‬ ‫اﻟﻧﺷﺎط‬

35. ‫اﻟﺣرج‬ ‫اﻟﻣﺳﺎر‬
Critical
Path
‫ﻧﮭﺎﯾﺔ‬ ‫إﻟﻰ‬ ‫ﺑداﯾﺔ‬ ‫ﻣن‬ ‫ﺗﺑدأ‬ ،‫اﻟﺣرﺟﺔ‬ ‫اﻷﻧﺷطﺔ‬ ‫ﻣن‬ ‫ﻣﺟﻣوﻋﺔ‬
‫اﻟﻣﺷروع‬
‫اﻟﻣﺷروع‬
Project
‫ﺣﺳب‬ ‫ﻣرﺗﺑﺔ‬ ‫واﻷﺣداث‬ ‫اﻷﻧﺷطﺔ‬ ‫ﻣن‬ ‫ﻣﺟﻣوﻋﺔ‬ ‫ﻋن‬ ‫ﻋﺑﺎرة‬
‫ﻣﻧطﻘﻲ‬ ‫ﺗﺳﻠﺳل‬
‫اﻷﻋﻣﺎل‬ ‫ﺷﺑﻛﺔ‬
Network
‫ﺑطرﯾﻘﺔ‬ ‫ﻣرﺗﺑﺔ‬ ‫واﻷﺣداث‬ ‫اﻷﻧﺷطﺔ‬ ‫ﻣن‬ ‫ﻣﺟﻣوﻋﺔ‬ ‫ﻋن‬ ‫ﻋﺑﺎرة‬
‫اﻷﻧﺷطﺔ‬ ‫ﻟﺗﺳﻠﺳل‬ ‫ﻣﻧطﻘﯾﺔ‬.
‫اﻟﺑداﯾﺔ‬ ‫زﻣن‬
‫ﻟﻠﻧﺷﺎط‬ ‫اﻟﻣﺑﻛر‬
Earliest
Start
‫اﻷﻧﺷطﺔ‬ ‫ﺟﻣﯾﻊ‬ ‫أﻧﺟزت‬ ‫إذا‬ ‫اﻟﻧﺷﺎط‬ ‫ﻓﯾﮫ‬ ‫ﯾﺑدأ‬ ‫اﻟذي‬ ‫اﻟزﻣن‬ ‫ھو‬
‫أوﻗﺎﺗﮭﺎ‬ ‫ﻓﻲ‬ ‫اﻟﺳﺎﺑﻘﺔ‬.
‫اﻟﻧﮭﺎﯾﺔ‬ ‫زﻣن‬
‫اﻟﻣﺑﻛر‬
Earliest
Finish
‫وﻗﺗﮫ‬ ‫ﻓﻲ‬ ‫ﺑدأ‬ ‫إذا‬ ‫اﻟﻧﺷﺎط‬ ‫ﻓﯾﮫ‬ ‫ﯾﻧﺟز‬ ‫أن‬ ‫ﯾﻣﻛن‬ ‫اﻟذي‬ ‫اﻟزﻣن‬ ‫ھو‬
‫اﻟﻣﺑﻛر‬
‫ﻣﺑﻛرة‬ ‫ﻧﮭﺎﯾﺔ‬=‫ﻣﺑﻛرة‬ ‫ﺑداﯾﺔ‬+‫اﻟﻧﺷﺎط‬ ‫وﻗت‬

36. ‫ﻣﺗﺄﺧر‬ ‫ﻧﮭﺎﯾﺔ‬ ‫زﻣن‬
Latest
Finish
‫ﯾﺳﺑب‬ ‫أن‬ ‫ﺑدون‬ ‫ﻓﯾﮫ‬ ‫اﻟﻧﺷﺎط‬ ‫إﺗﻣﺎم‬ ‫ﯾﻣﻛن‬ ‫زﻣن‬ ‫أﺧر‬ ‫ھو‬
‫ﻻﺣﻘﺔ‬ ‫أﻧﺷطﺔ‬ ‫ﻷﯾﺔ‬ ‫ﺗﺄﺧﯾر‬.
‫ﻣﺗﺄﺧر‬ ‫ﺑداﯾﺔ‬ ‫زﻣن‬
Latest Start
‫ﻋدم‬ ‫ﺑﺷرط‬ ‫اﻟﻧﺷﺎط‬ ‫ﻓﯾﮫ‬ ‫ﯾﺑدأ‬ ‫أن‬ ‫ﯾﻣﻛن‬ ‫وﻗت‬ ‫أﺧر‬ ‫ھو‬
‫اﻟﻼﺣﻘﺔ‬ ‫اﻷﻧﺷطﺔ‬ ‫ﺗﺄﺧﯾر‬
‫ﻣﺗﺄﺧرة‬ ‫ﺑداﯾﺔ‬=‫ﻣﺗﺄﺧرة‬ ‫ﻧﮭﺎﯾﺔ‬-‫اﻟﻧﺷﺎط‬ ‫وﻗت‬
‫اﻟﻔﺎﺋض‬
Slack Time
‫اﻟﻧﺷﺎط‬ ‫ﻓﻲ‬ ‫اﻟﻔﺎﺋض‬=‫ﻣﺗﺄﺧر‬ ‫ﺑداﯾﺔ‬ ‫زﻣن‬-‫ﺑداﯾﺔ‬ ‫زﻣن‬
‫ﻣﺑﻛر‬

37. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
7/19
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫إدارة‬ ‫ﻣﻜﺘﺐ‬)PMO: (
‫ﻣﻛﺗب‬
‫اﻟﻣﺷﺎرﯾﻊ‬ ‫إدارة‬
PMO
‫اﻟﺤﻮﻛﻤﺔ‬
Governance
‫اﻟﻣﺷﺎرﯾﻊ‬ ‫إدارة‬
Project
Management
‫اﻟﻣوارد‬ ‫إدارة‬
Resource
Management
‫اﻟﺘﻐﯿﯿﺮ‬ ‫إدارة‬
Change
Management
‫اﻻﺗﺼﺎﻻت‬ ‫إدارة‬
Communications
Management
‫اﻟﺗﻛﺎﻟﯾف‬ ‫إدارة‬
Cost
Management
‫اﻟﺣوﻛﻣﺔ‬)Governance: (
•‫اﻟﻘرارات‬ ‫إﺗﺧﺎذ‬ ‫ﻣﺳﺗوﯾﺎت‬ ‫ﺗﺣدﯾد‬
•‫اﻟﺑراﻣﺞ‬ ‫أوﻟوﯾﺎت‬ ‫وﺿﻊ‬‫وﺗﺣﻠﯾل‬ ‫واﻟﻣﺷﺎرﯾﻊ‬‫اﻟﻣﺧﺎطر‬
•‫ﻣراﻗﺑﺔ‬‫وﺗﻛﺎﻣل‬‫اﻟﻣﺷﺎرﯾﻊ‬‫وإﯾﺟﺎد‬‫ﻟﻠﻣﺷﺎﻛل‬ ‫ﺣﻠول‬
‫إدارة‬‫اﻟﺗﻐﯾﯾر‬)Change Management: (
•‫ﺗﻌرﯾف‬‫وإزاﻟﺔ‬‫اﻟﺗﻧظﯾﻣﯾﺔ‬ ‫اﻟﺣواﺟز‬‫ﺿد‬‫اﻟﺗﻐﯾﯾر‬
•‫ﻟﻠﺗﻐﯾﯾر‬ ‫اﻟﻣوظﻔﯾن‬ ‫ﻣﻘﺎوﻣﺔ‬ ‫إدارة‬
•‫اﻟﻣﺷﺎرﻛﺔ‬ ‫ﺿﻣﺎن‬‫اﻟﻔﻌﺎﻟﺔ‬

38. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
8/19
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫إدارة‬ ‫ﻣﻜﺘﺐ‬ ‫وﺟﻮد‬ ‫ﻣﺰاﯾﺎ‬)PMO: (
‫اﻠﻣﺷﺎرﻳﻊ‬‫ﻧﺟﺎح‬ ‫ﻧﺳﺒﺔ‬‫رﻓﻊ‬
‫إدارة‬‫واﻠﻣﺎﻠﻴﺔ‬ ‫واﻠﺘﻗﻨﻴﺔ‬ ‫اﻠﺒﺷﺮﻳﺔ‬‫ﻠﻟﻣﻮارد‬ ‫ﻓﺎﻋﻟﻴﺔ‬‫ـﺜﺮ‬‫ﻜ‬ٔ‫ا‬.
‫اﻻﺴﺘﺜﻣﺎر‬‫ﻋﻟﻰ‬‫اﻠﻌﺎﺋﺪ‬‫و‬‫اﻻﻧﻔﺎق‬‫دﻘﺔ‬‫زﻳﺎدة‬
‫اﻠﺘﺨﻄﻴﻂ‬‫ﻋﻟﻰ‬‫اﻠﻗﺪرة‬ ‫ﺗﺤﺳﻴﻦ‬
‫ﺛﻴﺮﻫﺎ‬ٔ‫ﺗﺎ‬‫اﻧﺨﻔﺎض‬‫و‬ ‫ﻠﻟﻣﺨﺎﻃﺮ‬‫اﻠﺘﻌﺮض‬‫اﻧﺨﻔﺎض‬
‫اﻠﻣﻮاﺋﻣﺔ‬‫ة‬ٔ‫اﻠﻣﻨﺷﺎ‬ ‫اﺗﻴﺟﻴﺔ‬‫ﺮ‬‫اﺴﺘ‬‫و‬ ‫اﻠﻣﺷﺮوع‬ ‫اﺴﺘﺜﻣﺎر‬‫ﺑﻴﻦ‬.
‫اﻃﻴﺔ‬‫ﺮ‬‫اﻠﺒﻴﺮوﻘ‬‫ﻤﻦ‬‫اﻠﺤﺪ‬.
© 2015 ; Ahmed Hashami, All rights reserved

42. Critical Path Method–CPM
‫ﺗﺣﻠﯾل‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬(CPA)‫أو‬‫أﺳﻠوب‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬(CPM)‫ھﻲ‬‫أداة‬‫ﻗوﯾﺔ‬‫ﺗﺳﮭل‬‫وﺿﻊ‬‫اﻟﺟدول‬‫اﻟزﻣﻧﻲ‬
‫ﻟﻠﻣﺷروع‬‫وﺗﺧطﯾط‬‫ﻣوارد‬‫اﻟﻣﺷﺎرﯾﻊ‬‫اﻟﻣطﻠوﺑﺔ‬.‫ﻓﻲ‬‫اﻟﻣﻘﺎم‬،‫اﻷول‬‫اﻟﻣﮭﺎم‬‫اﻟﻣذﻛورة‬‫ﻓﻲ‬‫ﺗﺣﻠﯾل‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬‫ھﻲ‬
‫ﺗﻠك‬‫اﻟﺗﻲ‬‫ﺗرﻛز‬‫ﻋﻠﻰ‬‫اﻻﻧﺗﮭﺎء‬‫ﻓﻲ‬‫اﻟوﻗت‬‫اﻟﻣﻧﺎﺳب‬‫ﻣن‬‫اﻟﻣﺷروع‬‫ﻛﻛل‬.‫ﻛﻣﺎ‬‫أﻧﮫ‬‫ﯾوﻓر‬‫ﻧظرة‬‫ﺛﺎﻗﺑﺔ‬‫ﻟﻠﻣﮭﺎم‬‫اﻟﺗﻲ‬‫ﯾﻣﻛن‬
‫ﺗﻌﻠﯾﻘﮭﺎ‬‫ﻓﻲ‬‫ﺣﺎﻟﺔ‬‫اﻟﺣﺎﺟﺔ‬‫إﻟﻰ‬‫ﻣوارد‬‫ﯾﻣﻛن‬‫ﺗﺧﺻﯾﺻﮭﺎ‬‫ﻻﺳﺗﻛﻣﺎل‬‫ﻣﮭﺎم‬‫اﻟﻣﺷروع‬‫اﻟﺣرﺟﺔ‬.
‫إن‬‫اﻟﻌﻧﺎﺻر‬‫اﻟﺑﯾﺎﻧﯾﺔ‬‫اﻟﻣﺳﺗﺧدﻣﺔ‬‫ﻛﺟزء‬‫ﻣن‬‫أداة‬‫ﺗﺣﻠﯾل‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬‫ھﻲ‬‫ﻋﺑﺎرة‬‫ﻋن‬‫َد‬‫ﻘ‬ُ‫ﻋ‬)‫ﻧﻘﺎط‬(‫ﻣرﻗﻣﺔ‬‫ﻣﻣﺛﻠﺔ‬‫ﻋﻠﻰ‬
‫ﺷﻛل‬‫دواﺋر‬‫وﻣﺳﺎر‬‫ﺗدﻓق‬‫اﻟﻧﺷﺎط‬‫ﻣﻣﺛﻠﺔ‬‫ﺑﺄﺳﮭم‬‫أو‬‫أﻗواس‬.‫وﺗﺗواﻓق‬‫اﻟﻌﻘد‬‫اﻟﻣرﻗﻣﺔ‬‫ﻣﻊ‬‫ﻣراﺣل‬‫إﻧﺟﺎز‬‫اﻟﻣﺷروع‬‫ﺑﯾﻧﻣﺎ‬
‫ﺗﻣﺛل‬‫اﻷﺳﮭم‬‫أو‬‫اﻷﻗواس‬‫اﻟﺗﻲ‬‫ﺗرﺑط‬‫اﻟﻌﻘد‬‫ﺑﺑﻌﺿﮭﺎ‬‫ﺗﻣﺛل‬‫اﻷﻧﺷطﺔ‬‫أو‬‫اﻟﻣﮭﺎم‬‫اﻟﻣرﺗﺑطﺔ‬‫ﺑﺎﻟﻣﺷروع‬.‫وﯾﺷﺎر‬‫إﻟﻰ‬‫اﻟرﺳم‬
‫اﻟﺑﯾﺎﻧﻲ‬‫اﻟﻣﻣﺛل‬‫ﻟﻠﻣﺷروع‬‫ﺑﻣﺧطط‬activity-on-arc (AOA).‫ﯾﻠﺧص‬‫ھذا‬‫اﻟرﺳم‬‫اﻟﺑﯾﺎﻧﻲ‬‫ﺷﺑﻛﺔ‬‫ﻣن‬‫اﻟﻣﮭﺎم‬
‫اﻟﻣﺗراﺑطﺔ‬‫واﻟﺗﻲ‬‫ﻣﻧﮭﺎ‬‫ﯾﻣﻛن‬‫ﺗﺣدﯾد‬‫اﻟﻣﺳﺎر‬‫اﻟﺣرج‬‫اﻟﻣﺛﺎﻟﻰ‬‫ﻹﻧﺟﺎز‬‫اﻟﻣﺷروع‬.

44. A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
A comes before B,
which comes
before C
(a) A B C
BA C
A and B must both be
completed before C
can start
(b)
A
C
C
B
A
B
B and C cannot
begin until A is
completed
(c)
B
A
C
A
B
C
Figure 3.5

45. A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
C and D cannot
begin until both A
and B are
completed
(d)
A
B
C
D B
A C
D
C cannot begin until
both A and B are
completed; D cannot
begin until B is
completed. A dummy
activity is introduced
in AOA
(e)
CA
B D
Dummy activity
A
B
C
D
Figure 3.5

46. A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
B and C cannot
begin until A is
completed. D
cannot begin until
both B and C are
completed. A
dummy activity is
again introduced in
AOA.
(f)
A
C
DB A B
C
D
Dummy
activity
Figure 3.5

47. ‫ﺧرﯾطﺔ‬ ‫أو‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺟدول‬ ‫ﺧرﯾطﺔ‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺟﺎﻧت‬Gantt Chart
‫رﯾطﺔ‬َ‫ﺧ‬‫ﻋﻣﻠﯾﺔ‬ ‫أو‬ ‫إﻧﺷﺎﺋﻲ‬ ‫ﻣﺷروع‬ ‫ﻣﺛل‬ ‫ﻣﺎ‬ ‫ﻟﻌﻣل‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺟدول‬ ‫ﯾوﺿﺢ‬ ‫ﺑﯾﺎﻧﻲ‬ ‫ﺳم‬َ‫ر‬ ‫ﻋن‬ ‫ﻋﺑﺎرة‬ ‫ھﻲ‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺟدول‬
‫ﺟدﯾد‬ ‫ُﻧﺗﺞ‬‫ﻣ‬ ‫وﺗﺳوﯾق‬ ‫وﺗﺻﻧﯾﻊ‬ ‫ﺗطوﯾر‬ ‫ﻣﺷروع‬ ‫أو‬ ‫ﺗطوﯾر‬ ‫ﻋﻣﻠﯾﺔ‬ ‫أو‬ ‫ﺻﯾﺎﻧﺔ‬.
‫ھذه‬‫اﻟﻌرﺿﯾﺔ‬ ‫اﻟﺧطوط‬ ‫َﺳﺗﺧدم‬‫ﺗ‬ ‫اﻟﺧرﯾطﺔ‬Bars‫وﻣﺗﻰ‬ ‫اﻟﻣﺷروع‬ ‫ﺧطوات‬ ‫ﻣن‬ ‫ﺧطوة‬ ‫ﻛل‬ ‫ﺗﺳﺗﻐرﻗﮫ‬ ‫اﻟذي‬ ‫اﻟزﻣن‬ ‫ُوﺿﺢ‬‫ﺗ‬‫ﻟ‬
‫ﺗﻧﺗﮭﻲ‬ ‫وﻣﺗﻰ‬ ‫ﺗﺑدأ‬.‫وزﻣﻼﺋﻧﺎ‬ ‫ﻟﻣدﯾرﯾﻧﺎ‬ ‫اﻟﺗﺧطﯾط‬ ‫ھذا‬ ‫ﻧﻘل‬ ‫وﻋﻠﻰ‬ ‫ﻟﻠﻣﺷروع‬ ‫اﻟﺗﺧطﯾط‬ ‫ﻋﻠﻰ‬ ‫ﺗﺳﺎﻋدﻧﺎ‬ ‫اﻟﺧرﯾطﺔ‬ ‫ﻓﮭذه‬ ‫وﺑﺎﻟﺗﺎﻟﻲ‬
‫ﺑﺎﻟﻣﺷروع‬ ‫ﻋﻼﻗﺔ‬ ‫ﻟﮫ‬ ‫ﻣن‬ ‫وﻛل‬.
‫ھذه‬‫ﺑﺳرﻋﺔ‬ ‫اﺳﺗﻌﺎﺑﮫ‬ ‫ﯾﺳﮭل‬ ‫ﺑﺷﻛل‬ ‫اﻟﻣﺗﺎﺑﻌﺔ‬ ‫ھذه‬ ‫وﻋرض‬ ‫اﻷﻋﻣﺎل‬ ‫َطور‬‫ﺗ‬ ‫ﻣﺗﺎﺑﻌﺔ‬ ‫ﻓﻲ‬ ‫ﺟدا‬ ‫ﺟﯾدة‬ ‫وﺳﯾﻠﺔ‬ ‫ُﻌﺗﺑر‬‫ﺗ‬ ‫اﻟﺧرﯾطﺔ‬.
‫اﻟزﻣن‬ ‫ﻋﻠﯾﮭﺎ‬ ‫ﯾظﮭر‬ ‫اﻟﺧرﯾطﺔ‬ ‫أن‬ ‫ﺑﻣﻌﻧﻰ‬ ‫اﻷﻋﻣﺎل‬ ‫ﻟﺗﻧﻔﯾذ‬ ‫اﻟﻔﻌﻠﻲ‬ ‫اﻟوﻗت‬ ‫ﻟﺗﺣدﯾد‬ ‫أﺧرى‬ ‫أﻓﻘﯾﺔ‬ ‫ﺧطوطﺎ‬ ‫ﻧﺳﺗﺧدم‬ ‫ان‬ ‫ﻓﯾﻣﻛﻧﻧﺎ‬
‫واﻟﻔﻌﻠﻲ‬ ‫اﻟﻣﺧطط‬
‫إﻟﻰ‬ ‫ﻣﻧﺳوﺑﺔ‬ ‫اﻟﺧرﯾطﺔ‬ ‫ھذه‬Henery Gantt‫واﻟذي‬‫ﻋﺎم‬ ‫ﻓﻲ‬ ‫اﺑﺗدﻋﮭﺎ‬١٩١٧‫ھﻲ‬ ‫ﺑل‬ ‫اﻵن‬ ‫ﺣﺗﻰ‬ ‫ﻣﺳﺗﺧدﻣﺔ‬ ‫وﻣﺎزاﻟت‬
‫اﻟﺟداول‬ ‫ﻋرض‬ ‫ﻓﻲ‬ ‫ﻣﺳﺗﺧدﻣﺔ‬ ‫وﺳﯾﻠﺔ‬ ‫أﺷﮭر‬‫اﻟزﻣﻧﯾﺔ‬
‫زﻣﻧﻲ؟‬ ‫ﺟدول‬ ‫إﻋداد‬ ‫أھﻣﯾﺔ‬ ‫ﻣﺎ‬
‫أﺧرى‬ ‫ﺑطرﯾﻘﺔ‬ ‫اﻟﺳؤال‬ ‫ﻧﺳﺄل‬ ‫دﻋﻧﺎ‬:‫وﻻ‬ ‫اﻟﻣﺷروع‬ ‫ﯾﻧﺗﮭﻲ‬ ‫ﻣﺗﻲ‬ ٌ‫د‬‫أﺣ‬ ‫ﯾﻌﻠم‬ ‫ﻻ‬ ‫إذن‬ ‫ﻟﻠﻣﺷروع؟‬ ‫زﻣﻧﻲ‬ ‫ﺟدول‬ ‫ُﻌد‬‫ﻧ‬ ‫ﻟم‬ ‫ﻟو‬ ‫وﻣﺎذا‬
ٍ‫ن‬‫آ‬ ‫ﻓﻲ‬ ‫ﺑﮭﺎ‬ ‫اﻟﻘﯾﺎم‬ ‫ﯾﻣﻛﻧﻧﺎ‬ ‫اﻟﺗﻲ‬ ‫اﻟﺧطوات‬ ‫ﺗﻣﯾﯾز‬ ‫ﯾﻣﻛﻧﻧﺎ‬ ‫وﻻ‬ ‫ﺑﺳرﻋﺔ‬ ‫اﻟﻣﺷروع‬ ‫اﻧﺗﮭﺎء‬ ‫ﻋﻠﻰ‬ ‫ﺗؤﺛر‬ ‫اﻟﺗﻲ‬ ‫اﻟﺧطوات‬ ‫ﺗوﻗﻊ‬ ‫ُﻣﻛﻧﻧﺎ‬‫ﯾ‬
‫وﻻﯾﻣﻛن‬ ‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫ھم‬ُ‫ور‬َ‫د‬ ‫ﯾﺄﺗﻲ‬ ‫ﻣﺗﻰ‬ ‫ﻣﻌرﻓﺔ‬ ‫ﻣن‬ ‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫ﻟﻠﻌﺎﻣﻠﯾن‬ ‫ﯾﻣﻛن‬ ‫وﻻ‬ ‫ﻣواردﻧﺎ‬ ‫ﺗﻧظﯾم‬ ‫ﯾﻣﻛﻧﻧﺎ‬ ‫وﻻ‬ ‫واﺣد‬
‫اﻟﻣﺷروع‬ ‫ھذا‬ ‫ﻣﻊ‬ ‫أﻋﻣﺎﻟﮭﺎ‬ ‫َﻧﺳﯾق‬‫ﺗ‬ ‫اﻷﺧرى‬ ‫ﻟﻠﻣﺷﺎرﯾﻊ‬

51. ‫أﺳﻠﻮب‬PERT‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺟﺪوﻟﺔ‬ ‫ﻓﻲ‬
‫طرﯾﻘﺔ‬ ‫ﺗﻔﺗرض‬PERT‫ﻓﺗرة‬ ‫ﻣﺗوﺳط‬ ‫ﻟﺣﺳﺎب‬ ‫ﺗﻘدﯾرﯾﺔ‬ ‫أزﻣﻧﺔ‬
‫اﻷﺳﻠوب‬ ‫ﯾﺗﺑﻊ‬ ‫اﻟﻔﺗرة‬ ‫ﻣﺗوﺳط‬ ‫ﻓﺈن‬ ‫ﻟذﻟك‬ ‫اﻟﻧﺷﺎط‬ ‫إﻧﺟﺎز‬
‫اﻟﻔﻌﺎﻟﯾﺔ‬ ‫أداء‬ ‫زﻣن‬ ‫ﺗﻘدﯾر‬ ‫ﻓﻲ‬ ‫اﻻﺣﺗﻣﺎﻟﻲ‬.
•‫إﻟﻰ‬ ‫ﻓﻌﺎﻟﯾﺔ‬ ‫ﻛل‬ ‫ﺗﺣﺗﺎج‬٣‫اﻟﻧﺷﺎط‬ ‫أداء‬ ‫زﻣن‬ ‫ﻟﺗﻘدﯾر‬ ‫أوﻗﺎت‬:
–‫اﻟﻣﺗﻔﺎﺋل‬ ‫اﻟوﻗت‬:‫ﻹﺗﻣﺎم‬ ‫وﻗت‬ ‫أﻗل‬ ‫ھو‬‫اﻟﻧﺷﺎط‬.
–‫إﺣﺗﻣﺎﻻ‬ ‫اﻷﻛﺛر‬ ‫اﻟوﻗت‬:‫اﻷﻛﺛر‬ ‫اﻟزﻣن‬ ‫ھو‬‫اﻟﻧﺷﺎط‬ ‫ﻹﺗﻣﺎم‬ ‫ﺗﻛرارا‬.
–‫اﻟﻣﺗﺷﺎﺋم‬ ‫اﻟوﻗت‬:‫ﻹﺗﻣﺎم‬ ‫زﻣن‬ ‫أطول‬ ‫ھو‬‫اﻟﻧﺷﺎط‬.

52. ‫ﺑﯿﺮت‬ ‫ﻣﻌﺎدﻻت‬
‫اﻟﻣﺑﻛرة‬ ‫اﻟﺑداﯾﺔ‬=‫اﻟﺳﺎﺑﻘﺔ‬ ‫اﻻﻧﺷطﺔ‬ ‫زﻣن‬ ‫ﻣﺟﻣوع‬
‫ﻧﺄﺧذ‬ ‫اﻻﻧﺷطﺔ‬ ‫ﺗﻌددت‬ ‫واذا‬‫اﻻﻛﺑر‬
‫اﻟﻣﺑﻛرة‬ ‫اﻟﻧﮭﺎﯾﺔ‬=‫اﻟﻣﺑﻛرة‬ ‫اﻟﺑداﯾﺔ‬+‫ﺑﺎﻟﻧﺷﺎط‬ ‫اﻟﺧﺎص‬ ‫اﻟزﻣن‬
‫اﻟﻣﺗﺄﺧرة‬ ‫اﻟﺑداﯾﺔ‬=‫اﻟﻣﺑﻛرة‬ ‫اﻟﺑداﯾﺔ‬+‫اﻟﺳﻣﺎح‬ ‫ﻓﺗرة‬
‫اﻟﻣﺗﺄﺧرة‬ ‫اﻟﻧﮭﺎﯾﺔ‬=‫اﻟﻣﺑﻛرة‬ ‫اﻟﻧﮭﺎﯾﺔ‬+‫اﻟﺳﻣﺎح‬ ‫ﻓﺗرة‬
‫اﻟﺣرج‬ ‫اﻟﻧﺷﺎط‬=‫اﻟﻣﺑﻛرة‬ ‫اﻟﻧﮭﺎﯾﺔ‬–‫اﻟﻣﺗﺄﺧرة‬ ‫اﻟﻧﮭﺎﯾﺔ‬=‫ﺻﻔر‬

56. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
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‫اﻟﺟودة‬ ‫ﺿﻌف‬
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫أﻣﺎم‬ ‫اﻟﺘﺤﺪﯾﺎت‬:
‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﺗﺟﺎوز‬
‫ﺗﺟﺎوز‬/‫ﻧﻘص‬
‫اﻟﻧطﺎق‬
‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫اﻟﺗﺄﺧر‬
‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﻓﺷل‬
Project Failure
© 2015 ; Ahmed Hashami, All rights reserved

57. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
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‫اﻟﻤﺸﻜﻠﺔ‬ ‫ﺗﺸﺨﯿﺺ‬:
‫اﻟرؤﯾﺔ‬
‫اﻟرﺳﺎﻟﺔ‬
‫اﻟﻣؤﺳﺳﺔ‬ ‫اﺳﺗراﺗﯾﺟﯾﺔ‬
‫أھداﻓﮭﺎ‬
‫اﻟﺗﺧطﯾط‬‫و‬
‫اﻹدارة‬
‫اﻟﺗــﻧـﻔﯾــذ‬
© 2015 ; Ahmed Hashami, All rights reserved

58. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
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‫اﻟﻤﺸﻜﻠﺔ‬ ‫ﺗﺸﺨﯿﺺ‬:
‫وﻟﻛن‬ ‫ورﺳﺎﻟﺔ‬ ‫رؤﯾﺔ‬ ‫ھﻧﺎك‬ ‫ﺗﻛون‬ ‫ﻗد‬
‫ﻓﻘط‬ ‫واﻹﻧﺷﺎﺋﯾﺔ‬ ‫اﻟﻔﻧﯾﺔ‬ ‫اﻷﻋﻣﺎل‬ ‫ﻓﻲ‬ ‫ﯾﺗرﻛز‬ ‫اﻟﺟﮭد‬ ‫ﻣﻌظم‬
‫ﻣﻛﺗوﺑﺔ‬ ‫ﻏﯾر‬ ‫واﻷھداف‬ ‫ﻣؤﺳﺳﯾﺔ‬ ‫اﺳﺗراﺗﯾﺟﯾﺔ‬ ‫ﺗوﺟد‬ ‫ﻻ‬ ‫اﻟﻐﺎﻟب‬ ‫ﻓﻲ‬
‫ﻗﯾﺎس‬ ‫ﻣؤﺷرات‬ ‫وﻻ‬ ‫ﻋﻣل‬ ‫ﻣﻧﮭﺟﯾﺔ‬ ‫وﻻ‬ ‫ﻣﻌﺎﯾﯾر‬ ‫ﺗوﺟد‬ ‫ﻻ‬
‫ﻣﺑﺎدرات‬ ‫ﺗوﺟد‬ ‫ﻻ‬ ‫اﻟﻐﺎﻟب‬ ‫ﻓﻲ‬
‫اﻟﺗﺧطﯾط‬ ‫ﻓﻲ‬ ‫ﺿﻌﯾف‬ ‫اھﺗﻣﺎم‬:
‫اﻟزﻣﻧﯾﺔ‬ ‫اﻟﺟداول‬ ‫ﻓﻲ‬
‫اﻻﺗﺻﺎﻻت‬ ‫ﺧطﺔ‬ ‫ﻓﻲ‬
‫اﻟﻣﺧﺎطر‬ ‫إدارة‬ ‫ﻓﻲ‬
‫اﻟﺗﻘﺎرﯾر‬ ‫ﻓﻲ‬
‫ﺷﻔﺎﻓﯾﺔ‬ ‫ﺗوﺟد‬ ‫ﻻ‬
‫ﺗوﺛﯾق‬ ‫ﯾوﺟد‬ ‫ﻻ‬
© 2015 ; Ahmed Hashami, All rights reserved

59. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
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‫اﻠﺮؤﺴﺎءاﻠﺘﻨﻔﻴﺬﻳﻴﻦ‬
‫واﺳﺗﻼم‬ ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﻣﺣﺎﻓظ‬ ‫إدارة‬
‫اﻟﺗﻘﺎرﯾر‬
‫اﻠﻣﻌﻟﻮﻤﺎت‬ ‫ﺗﻗﻨﻴﺔ‬‫اء‬‫ر‬‫ﻤﺪ‬
‫اﻠﻣﺷﺎرﻳﻊ‬‫اء‬‫ر‬‫ﻤﺪ‬
‫اﻠﻣﻮارد‬‫ﻤﺪﻳﺮي‬
‫ﻋﻀﺎء‬ٔ‫ا‬‫اﻠﻔﺮﻳﻖ‬
•‫ﯾﻣﻛﻧﻧﺎ‬ ‫ﻛﯾف‬‫أوﻟوﯾﺎت‬ ‫ﺗﺣدﯾد‬‫اﻟﻌﻣل؟‬
•‫و‬‫ﻣﺎ‬‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﺣﺎﻟﺔ‬ ‫ھﻲ‬‫اﻟﺗﻲ‬
‫اﻷوﻟوﯾﺎت؟‬ ‫ﻗﺎﺋﻣﺔ‬ ‫ﺗﺗﺻدر‬
•‫ھﻲ‬ ‫ﻣﺎ‬‫؟‬ ‫اﻻﺳﺑوع‬ ‫ھذا‬ ‫ﻣﮭﺎﻣﻲ‬
•‫؟‬ ‫ﺳﺄﻋﻣل‬ ‫ﻣن‬ ‫ﻣﻊ‬
•‫ﻣﻊ‬ ‫اﻟﻣﺷﺎرﯾﻊ‬ ‫ﺑﯾﺎﻧﺎت‬ ‫ﺗﻛﺎﻣل‬
•‫اﻷﺧرى؟‬ ‫اﻟﻌﻣل‬ ‫ﺑﯾﺎﻧﺎت‬
•‫؟‬ ‫اﻟﻣﺗوﻓرة‬ ‫اﻟﺑﺷرﯾﺔ‬ ‫اﻟﻣوارد‬
•‫اﻟﺗوظﯾف‬ ‫إﻟﻰ‬ ‫اﻟﺣﺎﺟﺔ‬
•‫اﻟﻛﻔﺎءة‬/‫اﻹﻧﺿﺑﺎط‬
•‫؟‬ ‫اﻟﻣﺷروع‬ ‫ﺳﯾﻧﺗﮭﻲ‬ ‫ﻣﺗﻰ‬
•‫؟‬ ‫اﻟﻔﻌﻠﯾﺔ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻛم‬
•‫؟‬ ‫اﻟﻣﺣﺗﻣﻠﺔ‬ ‫اﻟﻣﺧﺎطر‬ ‫ﻣﺎھﻲ‬
‫ﻣﻊ‬ ‫ﻛﺒﯿﺮة‬ ‫ﺟﮭﻮد‬ ‫اﻟﻨﺘﯿﺠﺔ‬»‫إدارﯾﺔ‬ ‫ﻋﺸﻮاﺋﯿﺔ‬«
‫داﺋﻤﺔ‬ ‫ﺣﯿﺮة‬
‫ھﺰﯾﻠﺔ‬ ‫ﻧﺘﺎﺋﺞ‬
© 2015 ; Ahmed Hashami, All rights reserved

61. The Role of
the Project Manager
Highly visible
Responsible for making sure that:
 All necessary activities are finished in order and
on time
 The project comes in within budget
 The project meets quality goals
 The people assigned to the project receive
motivation, direction, and information

62. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
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‫ﻟﻠﻤﺸﻜﻠﺔ‬ ‫اﻟﻔﻌﺎل‬ ‫اﻟﺤﻞ‬)The Effective Solutions(:
‫ﺎل‬ّ‫اﻟﻔﻌ‬ ‫اﻟﺗواﺻل‬
Effective communication
‫واﻹدارة‬ ‫اﻟﺗﺧطﯾط‬
Planning & Management
•‫اﻻﺗﺻﺎﻻت‬ ‫ﺧطﺔ‬
•‫اﻟﻣﺧﺎطر‬ ‫وإدارة‬ ‫ﺧطﺔ‬
•‫اﻟوﻗت‬ ‫إدارة‬
•‫اﻟﺗﻛﺎﻟﯾف‬ ‫إدارة‬
•‫اﻟﻣوارد‬ ‫إدارة‬
•‫اﻟﻣﮭﺎم‬ ‫إدارة‬
•‫اﻟﺟودة‬ ‫إدارة‬
•‫اﻟوﺛﺎﺋق‬ ‫إدارة‬
•...‫اﻟﺦ‬
‫أﺳﺎس‬ ‫ﻋﻠﻰ‬/‫وﻣوﺛوﻗﯾﺗﮭﺎ‬ ‫اﻟﻣﻌﻠوﻣﺎت‬ ‫وﻓرة‬
Information Availability & Reliability
‫واﻟﺗﺣﻛم‬ ‫اﻟﻣراﻗﺑﺔ‬
Monitoring & Controlling
•‫اﻟﺣﺎﻟﺔ‬ ‫ﺗﻘﺎرﯾر‬
•‫اﻹﺣﺻﺎﺋﯾﺎت‬
•‫اﻷداء‬ ‫ﻣؤﺷرات‬
•...‫اﻟﺦ‬
‫اﻟﺗﻐﯾﯾر‬ ‫إدارة‬
Change Management
© 2015 ; Ahmed Hashami, All rights reserved

63. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
10/19
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫إدارة‬ ‫ﻣﻨﮭﺠﯿﺔ‬)PM Methodology: (
‫ﻣﻦ‬ ‫اﻻﺳﺘﻔﺎدة‬ ‫ﯾﻤﻜﻦ‬ ‫ﻟﻜﻦ‬ ، ‫ﻓﻮرا‬ ‫ﻟﻠﺘﻄﺒﯿﻖ‬ ‫ﺟﺎھﺰة‬ ‫ﻣﺸﺎرﯾﻊ‬ ‫إدارة‬ ‫ﻣﻨﮭﺠﯿﺔ‬ ‫ﺗﻮﺟﺪ‬ ‫ﻻ‬
‫ﻣﻨﮭﺠﯿﺔ‬Prince2‫اﻟﻤﻌﺮﻓﻲ‬ ‫واﻟﺪﻟﯿﻞ‬PMBOK‫ﻣﻦ‬PMI‫ﺗﻨﺎﺳﺐ‬ ‫ﻣﻨﮭﺠﯿﺔ‬ ‫ﻟﺒﻨﺎء‬
‫ﺣﺴﺐ‬ ‫ﻣﺆﺳﺴﺘﻚ‬)‫وﻧﺸﺎطﮭﺎ‬ ، ‫اﻟﺘﻨﻈﯿﻤﻲ‬ ‫ھﯿﻜﻠﮭﺎ‬ ، ‫ﺣﺠﻤﮭﺎ‬.(
‫ﺗﺸﻤﻞ‬ ‫اﻟﻤﻨﮭﺠﯿﺔ‬)‫واﻟﻤﺴﺆوﻟﯿﺎت‬ ‫اﻷدوار‬ ، ‫اﻟﺴﯿﺎﺳﺎت‬ ، ‫واﻟﻌﻤﻠﯿﺎت‬ ‫اﻹﺟﺮاءات‬ ‫دﻟﯿﻞ‬
‫و‬ ،‫اﻷداء‬ ‫ﻗﯾﺎس‬ ‫وﻣؤﺷرات‬ ‫اﻟﻧﻣﺎذج‬.(
‫اﻟﻤﺸﺮوع‬ ‫ﺣﯿﺎة‬ ‫دورة‬
‫اﻟﻔﻨﯿﺔ‬ ‫اﻟﺤﯿﺎة‬ ‫دورة‬
‫اﻟﺘﺨﻄﯿﻂ‬
‫اﻟﻤﺆﺳﺴﻲ‬
‫ﻣﻦ‬ ‫اﻟﺘﺤﻘﻖ‬
‫اﻟﻔﻮاﺋﺪ‬

64. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
13/19
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫إدارة‬ ‫وأﻧﻈﻤﺔ‬ ‫أدوات‬)EPM: (

65. ‫اﻟﻤﺸﺎرﯾﻊ‬‫ﻹدارة‬‫ﻣﻘﺪﻣﺔ‬
Introductionforprojectmanagement
15/19
‫اﻟﺒﻨﺎء‬ ‫ﻣﻌﻠﻮﻣﺎت‬ ‫ﻧﻤﺬﺟﺔ‬) ::BIM(Building Information Modeling
Source; Building Information Modelling, IBM, 2012

67. ‫ﻋﻣﻟﻴﻪ‬‫اﻤﺜﻟﺔ‬
‫اﻓﺘﺮض‬‫ٔﻧﻪ‬‫ا‬‫ﻳﻣﻛﻨﻚ‬‫ن‬ٔ‫ا‬‫ﺗﻀﻊ‬1000‫ﺠﻨﻴﻪ‬‫ﻓﻲ‬‫ﺑﻨﻚ‬‫ﻳﻌﻄﻲ‬‫ﻓﺎﺋﺪة‬10%
‫ووﺠﺪت‬‫ﻤﺷﺮوع‬‫ﻳﺤﺘﺎج‬‫ن‬ٔ‫ا‬‫ﺗﻨﻔﻖ‬1000‫ﺠﻨﻴﻪ‬‫ٓن‬‫ﻻ‬‫ا‬‫ﻓﺘﺤﺼﻞ‬‫ﻋﻟﻰ‬
1090‫ﺑﻌﺪ‬‫ﻋﺎم‬‫ﺛﻢ‬‫ﻳﻨﺘﻬﻲ‬‫اﻠﻣﺷﺮوع‬.‫ﻫﻞ‬‫ﻫﺬا‬‫ﻤﺷﺮوع‬‫ﺠﻴﺪ‬‫م‬ٔ‫ا‬‫ﻻ؟‬
‫ﻓﻲ‬‫اﻠﺒﻨﻚ‬‫ﻓﺳﺘﺤﺼﻞ‬‫ﻋﻟﻰ‬1100‫ﺠﻨﻴﻪ‬‫ﺑﻌﺪ‬‫ﻋﺎم‬
‫ﻓﻲ‬‫اﻠﻣﺷﺮوع‬‫ﻓﺳﺘﺤﺼﻞ‬‫ﻋﻟﻰ‬1090‫ﺠﻨﻴﻪ‬‫ﺑﻌﺪ‬‫ﻋﺎم‬
‫اﻠﻨﻗﻮد‬‫ﻓﻲ‬‫اﻠﺒﻨﻚ‬‫ﻫﻮ‬‫اﻻﺴﺘﺜﻣﺎر‬‫ٔﻓﻀﻞ‬‫ﻻ‬‫ا‬

68. ‫ﺛﺎﻧﯾﺎ‬:‫دراﺳﺔ‬‫ﻓﺗرة‬‫اﻻﺳﺗرداد‬
‫ھﻲ‬‫اﻟﻔﺗرة‬‫اﻟﺗﻲ‬‫ﻧﺳﺗرد‬‫ﺑﻌدھﺎ‬‫رأس‬‫اﻟﻣﺎل‬‫اﻟﻣﺳﺗﺛﻣر‬
‫اﻓﺗرض‬‫أﻧك‬‫ﺳﺗﺑدأ‬‫ﻣﺷروﻋﺎ‬‫ﯾﻛﻠﻔك‬9000‫ﺟﻧﯾﮫ‬‫وﺗﺗوﻗﻊ‬‫ﻋﺎﺋد‬(‫ﺗدﻓق‬
‫ﻧﻘدي‬)‫ﯾﺻل‬‫إﻟﻰ‬4000‫ﺟﻧﯾﮫ‬‫ﺧﻼل‬‫ﻋﺎم‬‫ﺛم‬‫أرﺑﺎح‬‫ﺗﺻل‬5000
‫ﺟﻧﯾﮫ‬‫ﺧﻼل‬‫ﻋﺎم‬‫آﺧر‬
‫ﻣﻌﻧﻰ‬‫ھذا‬‫أﻧك‬‫ﺗﺳﺗرد‬‫رأس‬‫اﻟﻣﺎل‬‫ﺧﻼل‬‫ﻋﺎﻣﯾن‬‫ﻓﻧﻘول‬‫إن‬‫ﻓﺗرة‬
‫اﻻﺳﺗرداد‬‫ﻟﮭذا‬‫اﻟﻣﺷروع‬‫ھﻲ‬‫ﻋﺎﻣﯾن‬

69. Project Management Software
 There are several popular packages for
managing projects
 Primavera
 MacProject
 Pertmaster
 VisiSchedule
 Time Line
 Microsoft Project

70. Using Microsoft Project

71. Using Microsoft Project

72. Using Microsoft Project

73. Using Microsoft Project

74. Using Microsoft Project

75. Using Microsoft Project

76. Using Microsoft Project

77. ٧٧
‫اﻟﻣﺗﺎﺣﺔ‬ ‫اﻟﻔرص‬
(O)
‫اﻟﻣﺧﺎطر‬
(T)
‫اﻟﻘوة‬ ‫ﻋواﻣل‬
(S)
‫اﻟﺑﯾﺋﺔ‬
‫اﻟﺧﺎرﺟﯾﺔ‬
‫اﻟﺑﯾﺋﺔ‬
‫اﻟداﺧﻠﯾﺔ‬
‫ﻋواﻣل‬
‫إﯾﺟﺎﺑﯾﺔ‬
‫اﻟﺿﻌف‬ ‫ﻋواﻣل‬
(W)
‫ﻋواﻣل‬
‫ﺳﻠﺑﯾﺔ‬
‫اﻹﺳﺗراﺗﯾﺟﻲ‬ ‫اﻟﺗﺣﻠﯾل‬ ‫ﻣﺻﻔوﻓﺔ‬
SWOT Analysis