Most of this presentation is in Arabic and was part of a recent conference that we organized in Basrah, Iraq with the Oil Training Institute. هذه المحاضرة عن الاهمية الاستراتجية لادارة المشاريع

1. ‫ﻻدارة‬ ‫اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻘﻴﻤﺔ‬
‫اﻟﻤﺸﺎرﻳﻊ‬
‫ﻣﻌﻬﺩ‬ ‫ﺑﻳﻥ‬ ‫ﺑﺎﻟﺗﻌﺎﻭﻥ‬‫ﻭﻣﺟﻣﻭﻋﺔ‬ ‫ﺍﻟﺑﺻﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﻔﻁﻲ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬‫ﺳﻭﻛﺎﺩ‬
‫ﻭﺭﺷﺔ‬ ‫ﺗﻘﺎﻡ‬‫ﻻﺩﺍﺭﺓ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻘﻳﻣﺔ‬ ‫ﺣﻭﻝ‬ ‫ﻫﺫﻩ‬ ‫ﺍﻟﻌﻣﻝ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬,‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺭﻛﻳﺯ‬ ‫ﻣﻊ‬‫ﺍﻟﻧﻔﻁﻲ‬ ‫ﺍﻟﻘﻁﺎﻉ‬

2. ‫اﺗﻴﺠﻴ‬‫ﱰ‬‫اﺳ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ُﻌﺘﱪ‬‫ﺗ‬ ‫ﻫﻞ‬‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺔ‬
‫ﻟﻜﻢ؟‬
‫ﺗﺤﻘﻴﻖ‬ ‫ﻋﲆ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻫﻞ‬
‫اﳌﻨﻈﻤﺔ؟‬ ‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﺳ‬
‫ﻻدارة‬ ‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﺳ‬‫اﳌﺸﺎرﻳﻊ‬-‫ﻫﻞ‬‫ﻫﻲ‬
‫ﻣﻮﺟﻮدة؟‬
‫أي‬ ‫ﻓﻴﻬﺎ‬ ‫ﺗﻌﻤﻞ‬ ‫اﻟﺘﻲ‬ ‫اﳌﻨﻈﻤﺔ‬ ‫متﺘﻠﻚ‬ ‫ﻫﻞ‬
‫اﳌﺸﺎرﻳﻊ‬ ‫ﻻدارة‬ ‫ﻣﻨﻈﻮﻣﺔ‬)‫ﻋﻤﻠﻴﺎت‬,‫ﻣﻨﻬﺠﻴ‬‫ﺔ‬,
‫اﻟﺴﻴﺎﺳﺎت‬(...
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﻴ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﻳﻊ‬ ‫ادارة‬
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3. ‫ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺍﻟﻨﻘﺎﻁ‬ ‫ﻣﻨﺎﻗﺸﺔ‬
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
‫اﻟﺘﺎرﯾﺨﻲ‬ ‫اﻟﻤﻨﻈﻮر‬
‫اﻟﻤﺸﺮوع‬ ‫ﺑﯿﻦ‬ ‫ﻣﻘﺎرﻧﺔ‬
‫واﻟﻌﻤﻠﯿﺎت‬
‫اﻟﻤﺸﺎر‬ ‫ﺑﯿﻦ‬ ‫اﻟﺘﺮاﺑﻂ‬‫ﯾﻊ‬
‫واﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
‫اﻟﻤﺸﺮوع‬ ‫ادارة‬,
‫اﻟﺤﻘﯿﺒﺔ‬ ‫أو‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬
‫اﻟﻨﻀﺞ‬‫ادارة‬ ‫ﻓﻲ‬
‫اﻟﻤﺸﺎرﯾﻊ‬

4. ‫ﺍﻟﺘﺎﺭﻳﺨﻲ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬

5. ‫ﺍﻟﺘﺎﺭﻳﺨﻲ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬
‫ﺑﺎﺧﺘﺼﺎﺭ‬
‫ھﻲ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ ‫ان‬
‫اﻟﻌﮭﺪ‬ ‫ﻗﺪﯾﻤﺔ‬
‫ذﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺜﺎل‬:
‫اﻟﻤﻌﻠﻘﺔ‬ ‫اﻟﺤﺪاﺋﻖ‬-‫ﺑﺎﺑﻞ‬
‫اﻻھﺮام‬-‫ﻣﺼﺮ‬
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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6. ‫ﺍﻟﻌﺸﺮﻳﻦ‬ ‫ﺍﻟﻘﺮﻥ‬
 Henry Gantt 1917: bar chart for ship building )‫ﻟﺒﻨﺎء‬ ‫اﻟﺒﻴﺎين‬ ‫اﻟﺮﺳﻢ‬
‫اﻟﺴﻔﻦ‬(
 PERT, CPM and other tools from 1950’s
 Professional societies ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ﰲ‬ ‫اﻟﻌﻠﻤﻴﺔ‬ ‫اﻟﺠﻤﻌﻴﺎت‬
 IPMA (Internet) 1967 - PMI 1969 … and many others
 The New Era of PM is about:
 The emergence of a profession … and )‫اﳌﻬﻨﺔ‬ ‫اﻧﺒﺜﺎق‬(
 The emergence of organizational project management )‫ادارة‬ ‫اﻧﺒﺜﺎق‬
‫اﳌﺆﺳﺴﺎﺗﻴﺔ‬ ‫اﳌﺸﺎرﻳﻊ‬–‫اﳌﻨﻈﻤﺔ‬ ‫ﻣﺴﺘﻮى‬ ‫ﻋﲆ‬(
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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7. ‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻣﻘﺎﺭﻧﺔ‬

8. ‫ﺍﻟﻤﺸ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻔﺎﻋﻞ‬‫ﺎﺭﻳ‬‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﻊ‬
Source: Terry Cooke-Davies, “Project Success”,
Wiley Guide to Project, Program, Portfolio management, John Wiley and sons, 2007
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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9. ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﺣﻴﺎﺓ‬ ‫ﺍﻣﺘﺪﺍﺩ‬
‫ﻓﺎﻧﮫ‬ ‫ﻟﻠﺨﺪﻣﺎت‬ ‫دة‬ ّ‫ﻣﺰو‬ ‫ﺷﺮﻛﺔ‬ ‫أو‬ ‫ﻣﺸﺮوع‬ ‫ﺻﺎﺣﺐ‬ ‫ﻛﻨﺖ‬ ‫ﺳﻮاء‬
‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬ ‫ﻣﻌﻨﻰ‬ ‫ادراك‬ ‫اﻟﻀﺮوري‬ ‫ﻣﻦ‬
‫ّﻦ‬‫ﯿ‬‫ﻣﻌ‬ ‫ﻟﻤﻨﺘﺞ‬ ‫اﻻﻓﺘﺮاﺿﻲ‬ ‫اﻟﻌﻤﺮ‬ ‫ھﻮ‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬,‫ﻛﺎﻟﻤﺒﻨﻰ‬,
‫اﻟﻄﺮﯾﻖ‬,‫اﻟﻤﺴﺘﺸﻔﻰ‬,‫اﻟﺴﯿﺎرة‬,‫اﻟﻤﺼﻨﻊ‬,‫اﻻﻟ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬‫ﻜﺘﺮوﻧﻲ‬...
‫ة‬ّ‫ﺪ‬‫ﻋ‬ ‫ﻟﺴﻨﻮات‬ ‫ﺗﻤﺘﺪ‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬ ‫ان‬
‫اﻟﻤﻨﺘﺞ‬ ‫ﺑﻮظﯿﻔﺔ‬ ‫ﺗﺮﺗﺒﻂ‬ ‫اﻟﻤﺪة‬
‫ﺑﯿﻦ‬ ‫ﺗﺘﺮاوح‬ ‫أن‬ ‫ﺑﺎﻻﻣﻜﺎن‬3‫اﻟﻰ‬35‫ﺳﻨﺔ‬

10. ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﺣﻴﺎﺓ‬ ‫ﺍﻣﺘﺪﺍﺩ‬
From PMP Exam Prep Study Guide – Rita Mulcahy
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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11. ‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﺮﺍﺑﻂ‬‫ﺠﻴﺔ‬

12. ‫ﻭﺍﻻﺳﺗﺭﺍﺗﻳ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬‫ﺑﻳﻥ‬‫ﺍﻟﺗﺭﺍﺑﻁ‬‫ﺟﻳﺔ‬
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©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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13. ‫ﺍﻟﺘﻨ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺼﻴﺎﻏﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬‫ﻔﻴﺬ‬
‫اﻟﻤﻨﻈﻤﺎت‬‫واﻟﺘﻮﺟﮭ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت‬ ‫اﻟﺨﻄﺔ‬ ‫ﺑﺼﯿﺎﻏﺔ‬ ‫ﺗﻘﻮم‬‫ﺎت‬
‫اﻟﻨﺎﺟﺤﺔ‬ ‫اﻟﻤﻨﻈﻤﺎت‬‫ﻻﺳﺘﺮاﺟﯿﺘ‬ ‫ﺑﻨﺎء‬ ‫أﻋﻤﺎﻟﮭﺎ‬ ‫ﺑﺘﻨﻔﯿﺬ‬ ‫ﺗﻘﻮم‬‫ﮭﺎ‬
‫ﺧﺎﺻﺔ‬ ‫ﻣﻨﮭﺠﯿﺔ‬ ‫ﯾﺘﻄﻠﺐ‬ ‫اﻟﻨﺎﺟﺢ‬ ‫اﻟﺘﻨﻔﯿﺬ‬‫اﻟﺒﺮاﻣﺞ‬ ‫ﻛﺎدارة‬
‫أن‬ ‫ﯾﺠﺐ‬‫ﺑﺎﻷھﺪاف‬ ‫اﻟﺒﺮاﻣﺞ‬ ‫ﺗﺮﺗﺒﻂ‬‫اﻻﺳﺘﺮاﺗﯿﺠ‬ ‫واﻟﻤﺒﺎدرات‬‫ﯿﺔ‬
‫اﻟﺒﺮاﻣﺞ‬‫ﻣﻦ‬ ‫ﺟﺰء‬ ‫ھﻲ‬‫اﻟﻤﺆﺳ‬ ‫ﻓﻲ‬ ‫واﻟﺒﺮاﻣﺞ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺣﻘﯿﺒﯿﺔ‬‫ﺴﺔ‬
)‫اﻟﺘﻨﺴﯿﻖ‬‫ﻣﻦ‬ ‫اﻟﺘﻨﻈﯿﻤﯿﺔ‬ ‫اﻷوﻟﻮﯾﺎت‬ ‫وﺗﺮﺗﯿﺐ‬‫اﻟﺒﺮاﻣﺞ‬/‫ا‬‫ﻟﻤﺸﺎرﯾﻊ‬(
‫ﺗﺘﻜﻮن‬‫اﻟﺒﺮاﻣﺞ‬‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫اﻟﻌﺪﯾﺪ‬ ‫ﻣﻦ‬-‫ﺗﺘﺼﻞ‬ ‫ﺟﻤﯿﻌﮭﺎ‬‫ﺑﺄھﺪاف‬
‫ﻣﺤﺪدة‬ ‫أﻋﻤﺎل‬–‫اﻻﺳﺘﺮاﺗﺠﯿﺔ‬ ‫اﻻھﺪاف‬
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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14. ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺳﻴﺎﻕ‬
‫اﺗﻴﺠﻲ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻟﻬﺪف‬
‫اﻟ‬ ‫ﰲ‬ ‫ات‬‫ر‬‫ﻟﻠﺴﻴﺎ‬ ‫ﻣﻨﺘﺞ‬ ‫أﻛﱪ‬ ‫ﺗﺼﺒﺢ‬ ‫أن‬‫ﻌﺎمل‬
‫اﳌﺎﱄ‬ ‫اﻟﻬﺪف‬-‫اﻻداري‬
‫ﺑﻨﺴﺒﺔ‬ ‫اﻟﺴﻮق‬ ‫ﰲ‬ ‫ﺣﺼﺘﻬﺎ‬ ‫ﻟﺰﻳﺎدة‬1%‫ﻣﺪى‬ ‫ﻋﲆ‬10
‫اﳌﻘﺒﻠﺔ‬ ‫ﺳﻨﻮات‬
‫اﳌﴩوع‬ ‫اﻫﺪاف‬
‫اﻟﺴ‬ ‫ﰲ‬ ‫ﻓﻌﺎﻟﻴﺔ‬ ‫اﻷﻛرث‬ ‫اﳌﺤﲇ‬ ‫اﻟﺘﺼﻨﻴﻊ‬ ‫ات‬‫ر‬‫ﻗﺪ‬ ‫ﻻﻧﺸﺎء‬‫ﻮق‬
‫اﳌﻨﺘﺞ‬ ‫ﻧﻄﺎق‬
ّ‫ﻣﻌني‬ ‫ﻣﻮﻗﻊ‬ ‫ﰲ‬ ّ‫ﻣﻌني‬ ‫از‬‫ﺮ‬‫ﻟﻄ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻣﺼﻨﻊ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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15. ‫ﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﺍﻟﺴﻴﺎﻕ‬
‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬‫ﻣﻦ‬ ‫اﳌﻨﻈﻤﺔ‬ ‫ﻟﺘﻤﻜني‬
‫اﺗﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬ ‫ﺗﺤﻘﻴﻖ‬
‫اﻣﺞ‬‫ﱪ‬‫اﻟ‬ ‫و‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ﺣﻘﻴﺒﺔ‬‫اﻟﻌﻤﻞ‬ ‫وﺣﺪة‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬,
‫اﺗﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬ ‫ودﻋﻢ‬
‫اﻣﺞ‬‫ﱪ‬‫واﻟ‬ ‫اﳌﺸﺎرﻳﻊ‬‫ا‬ ‫وﺣﺪة‬ ‫ﻋﲆ‬ ‫اﻟﻘﺪرة‬ ‫وﺗﻌﺰﻳﺰ‬ ‫ﺑﻨﺎء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫ﻷﻋامل‬
‫اﻣﺞ‬‫ﱪ‬‫واﻟ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫اء‬‫ر‬‫ﻣﺪ‬ ‫ﻛﺒﺎر‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬
‫ﻣﺸﺎرﻳﻊ‬‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻨﺔ‬ّ‫ﻴ‬‫ﻣﻌ‬ ‫ﺳﻮق‬ ‫ﰲ‬ ّ‫ﻣﻌني‬ ‫از‬‫ﺮ‬‫ﻟﻄ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻣﺼﻨﻊ‬ ‫ﺑﻨﺎء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫اء‬‫ر‬‫ﻣﺪ‬
‫اﳌﺸﺎرﻳﻊ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
15

16. ‫ﺍﻟﻤﺸﺮﻭﻉ‬ ‫ﺍﺩﺍﺭﺓ‬,‫ﺃﻭ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬‫ﺍﻟﺤﻘﻴﺒﺔ‬

17. ‫ﺍﻟﻤﺸﺮﻭﻉ؟‬ ‫ﺗﻌﺮﻳﻒ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬
”‫ھﻮ‬ ‫اﻟﻤﺸﺮوع‬‫ﻣﺆﻗﺘﺔ‬ ‫ﺣﺎﻟﺔ‬‫ﺧﻠﻖ‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫ﻓﺮ‬ ‫ﻣﻨﺘﺞ‬‫ﯾﺪ‬
‫أو‬ ‫ﻧﻮﻋﮫ‬ ‫ﻣﻦ‬‫ﺧﺪﻣﺔ‬‫أو‬‫ﻧﺘﯿﺠﺔ‬“
‫دﻟﯿﻞ‬PMBOK,‫اﻷول‬ ‫اﻟﻘﺴﻢ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
17
(‫)ﺳﻮﻛﺎد‬ ‫ﺑـ‬ ‫ﺧﺎص‬ ‫ﺗﻌﺮﯾﻒ‬
‫اﻟﻤﺸﺮوع‬:‫ھﻮ‬‫أ‬‫ﻧﻨﺘﺠﮫ‬ ‫ﺟﺪﯾﺪ‬ ‫ﺷﻲء‬ ‫ي‬-‫أ‬‫و‬-‫ﺗﻐﯿﯿﺮ‬
ً‫ﺎ‬‫ﻣﺴﺒﻘ‬ ‫ﻣﻮﺟﻮد‬ ‫ﻧﻈﺎم‬ ‫ﻓﻲ‬ ‫ﺟﺬري‬،‫ﻓﻲ‬ ‫ﻣﺠﮭﻮد‬ ‫وﯾﺘﻄﻠﺐ‬
‫واﻟﺘﻨﻔﯿﺬ‬ ‫اﻟﺘﺨﻄﯿﻂ‬

18. ‫اﻟﻤﻌﺮﻓﺔ‬ ‫ﺗﻄﺒﯿﻖ‬ ‫ھﻲ‬ ‫اﻟﻤﺸﺮوع‬ ‫ادارة‬ ‫ان‬,‫اﻟﻤﮭﺎرة‬,
‫أﺟ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺮوع‬ ‫ﻷﻧﺸﻄﺔ‬ ‫اﻟﻼزﻣﺔ‬ ‫واﻟﺘﻘﻨﯿﺎت‬ ‫اﻷدوات‬‫ﻞ‬
‫ﻟﮫ‬ ‫اﻟﻼزﻣﺔ‬ ‫اﻟﻤﺘﻄﻠﺒﺎت‬ ‫ﺟﻤﯿﻊ‬ ‫ﺗﻠﺒﯿﺔ‬
‫دﻟﯿﻞ‬PMBOK,‫اﻷول‬ ‫اﻟﻘﺴﻢ‬
‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺗﻌﺮﻳﻒ‬

19. ‫ﺍﻟﺒﺮﻧﺎﻣﺞ؟‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬
”‫ھﻮ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬‫ذات‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ‫ﻋﺒﺎرة‬
‫ﻣﺘﺮاﺑﻄﺔ‬ ‫ﺻﻠﺔ‬-‫ﺗﺪار‬‫ﻋ‬ ‫ﻟﻠﺤﺼﻮل‬ ‫ﻣﻨﺴﻘﺔ‬ ‫ﺑﻄﺮﯾﻘﺔ‬‫ﻠﻰ‬
‫ﻣﻨﺎﻓﻊ‬‫ﻏﯿﺮ‬ ‫وﺗﺤﻜﻢ‬‫ﺑﺸﻜﻞ‬ ‫إدارﺗﮭﺎ‬ ‫ﻣﻦ‬ ‫ﻣﺘﻮﻓﺮة‬‫ﻓﺮدي‬“
‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬
‫ان‬ ‫ﻣﻤﻜﻦ‬ ‫و‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫اﻟﻤﺒﺎدرات‬ ‫ھﻲ‬ ‫اﻟﺒﺮاﻣﺞ‬
‫ﺗﻌﺮﯾﻒ‬ ‫ﻧﻄﻠﻖ‬»‫ﺑﺮﻧﺎﻣﺞ‬«‫اﻟﻌﻤﻼﻗ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻋﻠﻰ‬‫ﺔ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
19

20. ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﺑﺎﺩﺍﺭﺓ‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬
‫أﺟ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺒﺮﻧﺎﻣﺞ‬ ‫ﻘﺔ‬ّ‫ﺴ‬‫ﻣﻨ‬ ‫ﻣﺮﻛﺰﯾﺔ‬ ‫ادارة‬ ‫ھﻮ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ادارة‬ ‫ان‬‫ﻞ‬
‫ﻟﻠﺒﺮﻧﺎﻣﺞ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫واﻟﻤﻨﺎﻓﻊ‬ ‫اﻷھﺪاف‬ ‫ﺗﺤﻘﯿﻖ‬
‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬–‫اﻟﺜﺎﻧﻲ‬ ‫اﻻﺻﺪار‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
20

21. ‫ﺑﺭﻧﺎﻣﺞ‬ ‫ﺃﻭ‬ ‫ﻣﺷﺭﻭﻉ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
21

22. ‫ﺑﺎﻟﺤﻘﻴﺒﺔ؟‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬
‫اﻟﺤﻘﯿﺒﺔ‬‫اﻟﺒﺮاﻣﺞ‬ ‫أو‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ‫ﻋﺒﺎرة‬ ‫ھﻲ‬
‫اﻷﻋﻤﺎل‬ ‫ﻣﻦ‬ ‫وﻏﯿﺮھﺎ‬‫ﻣﻌﺎ‬ ‫ﻣﺠﺘﻤﻌﺔ‬‫اﻹدارة‬ ‫ﻟﺘﺴﮭﯿﻞ‬‫ﻟﻠ‬ ‫اﻟﻔﻌﺎﻟﺔ‬‫ﻌﻤﻞ‬
‫ﺗﺤﻘﯿﻖ‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫اﻷھﺪاف‬‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬.
‫ﻣﺸﺎرﯾﻊ‬ ‫ان‬‫أو‬‫اﻟﺤﻘﯿﺒﺔ‬ ‫ﺑﺮاﻣﺞ‬‫ﻣﺘ‬ ‫ﺑﺎﻟﻀﺮورة‬ ‫ﺗﻜﻮن‬ ‫ﻻ‬ ‫ﻗﺪ‬‫ﺮاﺑﻄﺔ‬
‫ذات‬ ‫أو‬‫ﺻﻠﺔ‬‫ﻣﺒﺎﺷﺮة‬."
‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
22

23. ‫ﺍﻟﺤﻘﻴﺒﺔ؟‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺗﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬
"‫إدارة‬‫ھﻲ‬ ‫اﻟﺤﻘﯿﺒﺔ‬‫إدارة‬‫ﺑﯿﻦ‬ ‫اﻟﺘﻨﺴﯿﻖ‬‫ﻣﻜﻮﻧﺎت‬‫اﻟﺤﻘﯿ‬‫ﺒﺔ‬
‫ﻣﺤﺪدة‬ ‫ﺗﻨﻈﯿﻤﯿﺔ‬ ‫أھﺪاف‬ ‫ﻟﺘﺤﻘﯿﻖ‬".
‫ﻣﻨﻈﻤﺔ‬PMI–‫ﻣﻌﯿﺎر‬ ‫ادارة‬‫اﻟﺤﻘﯿﺒﺔ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
23

24. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬,‫ﺍﻟﺒﺮﺍﻣﺞ‬,‫ﺍﻟﺤﻘﺎﺋﺐ‬ ‫ﻭ‬
Project 1
Project N
Project 3
Project 2
Program 1
Project 11
Project N
Project 13
Project 12
Program 2
Project 21
Project N
Project 23
Project 22
Other Work
Program 3
Organization
Portfolio 1
(multiple projects)
Portfolio 2 Other
projects/programs

25. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬

26. ‫ﺍﻟﻤﺸﺎﺭﻳ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺑﺎﻟﻨﻀﺞ‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬‫ﻊ؟‬
‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻟﻣﺩﻳﺭ‬ ‫ﻭﺍﻟﻛﻔﺎءﺓ‬ ‫ﺍﻟﺗﻁﻭﻳﺭ‬ ‫ﺍﻁﺎﺭ‬ ‫ﻣﻥ‬ ‫ﻣﻌﺗﻣﺩﺓ‬,‫ﻣﻧﻅﻣﺔ‬ ‫ﻗﺑﻝ‬ ‫ﻣﻥ‬ ‫ﻣﻌﻳﺎﺭ‬ ‫ﻭﻫﻭ‬PMI
‫ﺍﻟﺗﻧﺎﺳﻖ‬)‫ﺍﻟﺛﺑﺎﺕ‬(‫ﻓﻲ‬
‫ﻧﺟﺎﺡ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
‫ﺍﻻﺩﺍء‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺟﺎﺡ‬
‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺑﺎﺩﺍﺭﺓ‬
‫ﺍﻷﻓﺭﺍﺩ‬:‫ﻓ‬ ‫ﺍﻟﻛﻔﺎءﺓ‬‫ﻲ‬
‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺍﺩﺍﺭﺓ‬
‫ﻓﻲ‬ ‫ﺍﻟﻣﺳﺗﺩﺍﻡ‬ ‫ﺍﻟﻧﺟﺎﺡ‬
‫ﺍﻟﻣﻧﻅﻣﺔ‬ ‫ﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬
‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬
‫ﺍﻟﻣﻧﻅﻣﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬

27. ‫ﺍﻟﻧﺿﺞ‬ ‫ﻋﺩﻡ‬‫ﺍﻟﻧﺿﺞ‬ ‫ﻋﺩﻡ‬
‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬
‫ﺍﻟﻰ‬ ‫ﺍﻟﻁﺭﻳﻖ‬ ‫ﻫﻭ‬
‫ﺍﻟﻣﻳﺯﺓ‬ ‫ﺍﺳﺗﺩﺍﻣﺔ‬
‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ‬
‫ﺍﻟﻣﻳﺯﺓ‬ ‫ﺍﺳﺗﺩﺍﻣﺔ‬
‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ‬
‫ﺍﻟﻰ‬ ‫ﺍﻷﺳﺎﺱ‬ ‫ﻫﻭ‬
‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
‫ﻣﺻﺩﺭ‬ ‫ﻫﻭ‬
‫ﻓﻲ‬ ‫ﺍﻟﻣﻬﺎﺭﺍﺕ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬
‫ﻓﻲ‬ ‫ﺍﻟﻣﻬﺎﺭﺍﺕ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬
‫ﺍﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺅ‬
‫ﺍﻟﻧﺿﺞ‬‫ﺍﻟﻧﺿﺞ‬‫ﻕ‬ّ‫ﺍﻟﺗﻔﻭ‬‫ﻕ‬ّ‫ﺍﻟﺗﻔﻭ‬
‫ﺍﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
‫ﺍﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
‫ﻛﺭﺯﻧﺭ‬ ‫ﺩﻛﺗﻭﺭ‬,‫ّﻣﺔ‬‫ﺩ‬‫ﺍﻟﻣﺗﻘ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬,‫ﺍﻟﺗﻧﻔﻳﺫ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﻣﺎﺭﺳﺎﺕ‬ ‫ﻭﺃﻓﺿﻝ‬,‫ﺍﻟﻁﺑ‬‫ﺍﻟﺛﺎﻧﻳﺔ‬ ‫ﻌﺔ‬
‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻜﻔﺎءﺓ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
27

28. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬
From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com

29. ‫ﺍﻟﻤﺸﺎﺭﻳ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬‫ﻊ‬
From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com

30. ‫ﺍﻟﻤﺸ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬‫ﺎﺭﻳﻊ‬
From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com

31. ‫ﺍﻟﺘﻜﻠﻔﺔ‬‫ﺍﻟﺰﻣﻨﻲ‬ ‫ﻭﺍﻟﺠﺪﻭﻝ‬‫ﺑﺸﻜﻞ‬ ‫ﻭﺍﻷﺩﺍء‬‫ﺃﻓ‬‫ﻀﻞ‬
‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﺧﻁﻭﺓ‬
‫ﺍﻟﺧﺎﻣﺳﺔ‬ ‫ﺍﻟﺧﻁﻭﺓ‬
‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺭﺍﺑﻌﺔ‬
‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺛﺎﻟﺛ‬‫ﺔ‬
‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺛﺎﻧﻳ‬‫ﺔ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﺩﺍء‬ ‫ﺗﺣﺳﻳﻥ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬‫ﺍﺩﺍﺭﺓ‬‫ﺗﻛﻠﻔﺔ‬
‫ﻛﺎﻟﻳﻔﻭﺭﻧ‬‫ﻓﻲ‬‫ﺑﻳﺭﻛﻠﻲ‬‫ﻟﺟﺎﻣﻌﺔ‬‫ﺩﺭﺍﺳﺔ‬‫ﻋﻥ‬‫ﻣﺄﺧﻭﺫﺓ‬‫ﻳﺎ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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32. ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻤﻤﺎﺭﺳﺎﺕ‬ ‫ﻣﺮﻛﺰ‬
‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻣﻛﺗﺏ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬=‫ﻋﺎﻡ‬ ‫ﺑﺷﻛﻝ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
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33. 33

34. Add a slide with info from IPA
About clients organizations involvement in projects

35. ‫ﺍﻟﻨﻬﺎﻳﺔ‬ ‫ﻓﻲ‬
‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ ‫ﺗﻌﺘﺒﺮ‬)‫اﻟﺤﻘﺎﺋﺐ‬ ‫و‬ ‫واﻟﺒﺮاﻣﺞ‬(ّ‫ﯾ‬‫ﺿﺮور‬‫ﺔ‬ّ‫ﻤ‬‫وﻣﮭ‬ ‫ﺔ‬
‫ﻟﻠﻤﻨﻈﻤﺎت‬:
.1‫ﺟﻮ‬ ‫و‬ ‫وأﺳﺮع‬ ‫أﻗﻞ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫اﻟﻤﺸﺮوع‬ ‫ﺗﻨﻔﯿﺬ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻓﮭﻲ‬‫ﻋﺎﻟﯿﺔ‬ ‫دة‬
.2‫اﻟﻨﺘﯿﺠﺔ‬ ‫ﻓﻲ‬,‫ﻟﻠﻤﺆ‬ ‫اﻟﺘﻨﻈﯿﻤﻲ‬ ‫اﻷداء‬ ‫ﺗﻄﻮﯾﺮ‬ ‫ﻓﻲ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ھﻲ‬‫ﺳﺴﺔ‬
.3‫اﻟﺘﻨ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫ﺻﯿﺎﻏﺔ‬ ‫ﺑﯿﻦ‬ ‫اﻟﻔﺠﻮة‬ ّ‫ﺪ‬‫ﺳ‬ ‫ﻓﻲ‬ ‫ﺗﺴﺎﻋﺪ‬‫وﺗﻨﻔﯿﺬھﺎ‬ ‫ﻈﯿﻤﯿﺔ‬
2/2014
©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬
35
‫ﻟﻛﻥ‬ ‫ﻭ‬–‫ﻭ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻳﻣﺎﺭﺱ‬ ‫ﻳﺯﺍﻝ‬ ‫ﻣﺎ‬ ‫ﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﻣﻥ‬ ‫ﺍﻟﻌﺩﻳﺩ‬
‫ﻭﺍﺿﺣﺔ‬ ‫ﻣﻧﻬﺟﻳﺔ‬ ‫ﻭ‬ ‫ﻋﻠﻣﻳﺔ‬ ‫ﺍﺳﺱ‬ ‫ﺑﺩﻭﻥ‬ ‫ﺍﻟﺑﺭﺍﻣﺞ‬.‫ﻳﻣﻛﻧﻧﺎ‬ ‫ﻫﻝ‬
‫ﺍﻟﻁﺭﻳﻖ؟‬ ‫ﻫﺫﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻻﺳﺗﻣﺭﺍﺭ‬