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- 1. Universal Knowledge Solutions S.A.L.
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ﺇﺩﺍﺭﺓﺍﻝﻤﺸﺎﺭﻴﻊﺍﻝﻤﺸﺎﺭﻴﻊﺍﻝﻤﺸﺎﺭﻴﻊﻝﻠﻤﺎﺩﺓ ﺍﻝﻜﺎﻤل ﺍﻝﻤﺤﺘﻭﻯﻝﻠﻤﺎﺩﺓ ﺍﻝﻜﺎﻤل ﺍﻝﻤﺤﺘﻭﻯﻝﻠﻤﺎﺩﺓ ﺍﻝﻜﺎﻤل ﺍﻝﻤﺤﺘﻭﻯ
ﺍﻻﻭل ﺍﻝﻘﺴﻡﻭﺍﻝﺜﺎﻨﻲ
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻓﻲ ﻤﻘﺩﻤﺔ
ﺍﻝﻤﻔﺘﺎﺤﻴﺔ ﺍﻝﻜﻠﻤﺎﺕ:
ﺇﺩﺍﺭﺓ ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻋﻤل ﺇﻁﺎﺭ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤﻬﺎﺭﺍﺕ ،ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺘﻁﻭﻴﺭ ﻤﺸﺎﺭﻴﻊ ،ﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ
ﺍﻝ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺎﺭﻴﻊﺇﺩﺍﺭﺓ ﺃﻁﻭﺍﺭ ،ﺍﻝﻤﺸﺘﺭﻴﺎﺕ ﺇﺩﺍﺭﺓ ،ﺍﻝﻭﻗﺕ ﺇﺩﺍﺭﺓ ،ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺨﺎﻁﺭﺓ ﺇﺩﺍﺭﺓ ،ﺍﻝﺘﺴﻠﻴﻡ ﺇﺩﺍﺭﺓ ،ﺍﻝﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ ،ﻜﻠﻔﺔ
ﺍﻝﻤﻬﺘﻤﻭﻥ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ ،ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕ ،ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ ،ﺍﻝﻤﺸﺭﻭﻉ ﻗﻴﺎﺩﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﻫﺩﻑ ،ﺍﻝﻤﺸﺭﻭﻉ ﺤﻴﺎﺓ ﺩﻭﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ
ﺒﺎﻝﻤﺸﺭﻭﻉ.
ﻤﻠﺨﺹ:
ﺍﻝ ﻫﺫﺍ ﻴﻨﺎﻗﺵﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻓﻲ ﺃﺴﺎﺴﻴﺔ ﻤﻔﺎﻫﻴﻡ ﻔﺼل.
ﺘﻌﻠﻴﻤﻴﺔ ﺃﻫﺩﺍﻑ:
•ﺍﻝﻤﺸﺭﻭﻉ ﻭﺇﺩﺍﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ﻤﻔﻬﻭﻡ ﺸﺭﺡ
•ﺍﻝﻤﺸﺎﺭﻴﻊ ﻭﻓﺸل ﻝﻨﺠﺎﺡ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﻌﻭﺍﻤل ﺸﺭﺡ
•ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺃﻫﻤﻴﺔ ﺘﻭﻀﻴﺢ
•ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻋﻤل ﺇﻁﺎﺭ ﺸﺭﺡ
•ﺍﻝﻤﺸﺭﻭﻉ ﺤﻴﺎﺓ ﺩﻭﺭﺓ ﻤﻔﻬﻭﻡ ﺸﺭﺡ
•ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ ﻤﻔﻬﻭﻡ ﺸﺭﺡﺍﻹﺠﺭﺍﺀﺍﺕ ﻫﺫﻩ ﻭﺒﻨﻴﺔ
- 2. Universal Knowledge Solutions S.A.L.
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ﺍﻝﻤﺸﺭﻭﻉ ﺘﻌﺭﻴﻑ
•ﺍﻝﻤﺸﺭﻭﻉ)Project(:
ﻤﺤﺎﻭ ﻫﻭﻤﻨﺘﺞ ﻝﺒﻨﺎﺀ ﺒﻬﺎ ﹶﺯﻡﺘﻠﻴ ﻤﺅﻗﺘﺔ ﻝﺔ)Product(ﺨﺩﻤﺔ ﺃﻭ ﺯﻴﻤﻤ)service(ﺯﺓﻴﻤﻤ.
ﺒـ ﻘﺼﺩﻴ"ﻤﺅﻗﺘﺔ"ﺒـ ﻘﺼﺩﻴﻭ ،ﺩﺓﺩﻤﺤ ﻭﻨﻬﺎﻴﺔ ﺩﺓﺩﻤﺤ ﺒﺩﺍﻴﺔ ﻝﻠﻤﺸﺭﻭﻉ ﻥﺃ"ﺯﺓﻴﻤﻤ ﺃﻭ ﺯﻴﻤﻤ"ﺍﻝﻤﻨﺘﺞ ﻥﺃ)ﺃﻭﺍﻝﺨﺩﻤﺔ(ﺩﺤ ﺇﻝﻰ ﻤﺨﺘﻠﻑ ﻴﻜﻭﻥ
ﺍﻝﻤﻨﺘﺠﺎ ﻋﻥ ﻤﻌﻘﻭلﺕ)ﺍﻝﺨﺩﻤﺎﺕ ﺃﻭ(ﺍﻷﺨﺭﻯ.
•ﻝﻠﻤﺸﺭﻭﻉ ﺯﺓﻴﺍﻝﻤﻤ ﺍﻝﺨﺼﺎﺌﺹ:ﻭﻫﻲ ،ﻝﻪ ﺯﺓﻴﺍﻝﻤﻤ ﺍﻝﺨﺼﺎﺌﺹ ﺨﻼل ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﻑﺭﻌﻴ ﺃﻥ ﻴﻤﻜﻥ:
oﺍﻝﻤﻁﻠﻭﺒﺔ ﺍﻝﺠﻭﺩﺓ ﱢﻕﻘﺤﻴ
oﱠﻔﻴﻨﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﺤﺩﻭﺩ ﻀﻤﻥ ﺫ
oﹰﺎﻤﺴﺒﻘ ﺩﺩﺍﻝﻤﺤ ﺍﻝﺘﺎﺭﻴﺦ ﻓﻲ ﻴﻜﺘﻤل
oﻴﺠﻨﻤ ﻤﻨﻅﻤﺔ ﻗﺒل ﻤﻥ ﺯﺅﻗﺘﺔ
ﺭﺍﻋﻲ ﻝﻪ ﻴﻜﻭﻥ ﺃﻥ ﻴﺠﺏ ،ﻤﺨﺘﻠﻔﺔ ﻤﻭﺍﺭﺩ ﹼﺏﻠﺘﺘﻁ ،ﺩﺩﻤﺤ ﻫﺩﻑ ﺫﺍﺕ ّﺩﺓﺩﻤﺤ ﻤﻬﻤﺔ ﻫﻭ ﺍﻝﻤﺸﺭﻭﻉ ،ﹰﺎﻋﻤﻭﻤ)Sponsor(ﻭ/ﻤﺴﺘﻬﻠﻙ ﺃﻭ
)Consumer(ﺃﻭﻝﻲ.ﻴﺘﻀﻤﻥ ﺃﻨﻪ ﻫﻭ ﺫﻝﻙ ﻤﻥ ﻭﺍﻷﻫﻡ ،ﹰﺍﺼﻐﻴﺭ ﺃﻭ ﹰﺎﻀﺨﻤ ﹰﺎﻤﺸﺭﻭﻋ ﻴﻜﻭﻥ ﻭﻗﺩ ،ﻁﻭﻴﻠﺔ ﺃﻭ ﻗﺼﻴﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﺓ ﺘﻜﻭﻥ ﻗﺩ
ﻙﺍﻝﺸ ﻤﻥ ﹰﺎﻨﻭﻋ)Uncertainty.(
ﺘﻌﺭﻴﻑﺍﻝﻤﺸﺎﺭﻴ ﺇﺩﺍﺭﺓﻊ
ﺘﻌﺭﻴﻑﺍﻝﻤﺸﺎﺭﻴ ﺇﺩﺍﺭﺓﻊ)Project Management(
•ﺍﻝ ﺇﺩﺍﺭﺓﻤﺸﺎﺭﻴﻊ:ﺍﻝﻤﻬﺎﺭﺍ ،ﺍﻝﻤﻌﺎﺭﻑ ﺘﻁﺒﻴﻕ ﻫﻲﺕﺍﻷﺩﻭﺍﺕ ،ﻭﺍﻝﺘﻘﻨﻴﺎﺕﻋﻠﻰ،ﺍﻝﻤﺸﺭﻭﻉ ﻨﺸﺎﻁﺎﺕﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺍﺤﺘﻴﺎﺠﺎﺕ ﻝﺘﺤﻘﻴﻕ
)Stockholders(ﺍﻝﻤﺸﺭﻭﻉ ﻤﻥ ﱠﻊﻗﻤﺘﻭ ﻫﻭ ﻭﻤﺎﺫﻝﻙ ﻤﻥ ﺃﻜﺜﺭ ﺃﻭ ،.
ﺍﻝﻤ ﻤﺩﻴﺭﺸﺭﻭﻉ:ﺇﺩﺍ ﻓﻲﱠﻗﺍﻝﻤﺅ ﺍﻝﺭﺌﻴﺱ ﻴﻘﻭﻡ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺭﺓﻝﻠﻤﺸﺭﻭﻉ ﺕ)Transient Project Leader(ﻭﺍﻝﺫﻱﺴﻤﻰﻴﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ
)Project Leader(ﺍﻹﺩﺍﺭﺓ ﺒﺘﻭﺠﻴﻪ ،،ﻤﻥ ﺍﻝﻐﺎﻴﺔ ﻝﺘﺤﻘﻴﻕ ﻭﺫﻝﻙ ،ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﻓﻴﻬﺎ ﺒﻤﺎ ﺍﻝﻤﺘﻭﻓﺭﺓ ﺍﻝﻤﻭﺍﺭﺩ ﻤﻥ ﺍﻝﻜﺎﻤﻠﺔ ﺍﻻﺴﺘﻔﺎﺩﺓ ﺨﻼل ﻤﻥ
ﺍﻝﻤﺸﺭﻭﻉ)ﻭﺍﻹﻨﺠﺎ ﺍﻝﻬﺩﻑﺯﺍﺕ(ﺍﻝﻜﻠﻔﺔ ﺤﺩﻭﺩ ﻀﻤﻥ)Cost(ﱠﻌﺔﻗﺍﻝﻤﺘﻭ،ﻭﻓﻲ)ﻗﺒل ﺃﻭ(ﺍﻝﺘﺴﻠﻴﻡ ﺘﺎﺭﻴﺦ)Delivery(ﺍﻝﺠﻭﺩﺓ ﻭﺒﻤﺴﺘﻭﻯ ﺩﺩﺍﻝﻤﺤ
)Quality(ﺍﻝﻤﺭﻏﻭﺏ.
ﺍﻝﻤﺸﺭﻭﻉ ﺃﻫﺩﺍﻑ:ﹸﺘﺘﺤﻘﻴﻘﻬﺎ ﻴﺠﺏ ﺍﻝﺘﻲ ﺍﻷﻫﺩﺍﻑ ﻭﻀﻊ")ﺍﻝﺠﻭﺩﺓ"،"ﺍﻝﻜﻠﻔﺔ"،"ﺍﻝﺘﺴﻠﻴﻡ("ﹼﻠﻤﺘﻁ ﻋﻠﻰ ﺀﺒﻨﺎﺍﻝﻤﺴﺘﺨﺩﻡ ﺒﺎﺕ)User’s
Requirement.(ﻤ ﻴﻘﻭﻡﺍﻝﺴﻴﺎﺴﺎﺕ ﻤﺜل ﻤﺘﻨﻭﻋﺔ ﺃﺸﻴﺎﺀ ﻭﺘﺸﻐﻴل ﻭﺇﺩﺍﺭﺓ ﺒﺘﺨﻁﻴﻁ ﺍﻝﻤﺸﺭﻭﻉ ﺩﻴﺭ)Policies(ﻭﺍﻷﺩﻭﺍﺕ ﺍﻝﻌﻤل ﻭﻁﺭﻕ
ﺍﻷﻫﺩﺍﻑ ﺘﺤﻘﻴﻕ ﺇﻝﻰ ﺒﺎﻝﻔﺭﻴﻕ ﻱﺩﻴﺅ ﹰﻻﻓﻌﺎ ﹰﺎﺍﺴﺘﺨﺩﺍﻤ ﻻﺴﺘﺨﺩﺍﻤﻬﺎ ﻭﺫﻝﻙ ،ﺍﻝﻤﻭﻅﻔﻴﻥ ﻭﺘﻌﻴﻴﻥ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ.
- 3. Universal Knowledge Solutions S.A.L.
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ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺘﻁﻭﻴﺭ ﻤﺸﺎﺭﻴﻊ ﻤﻤﻴﺯﺍﺕ
ﺘﻁﻭﻴﺭ ﻤﺸﺎﺭﻴﻊ ﻤﻤﻴﺯﺍﺕﺍﻝﺒﺭﻤﺠﻴﺎﺕ
ﺍ ﺃﻥ ﺒﺎﻋﺘﺒﺎﺭﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﻭﺒﻨﺎﺀ ﺍﻝﻤﻭﺍﺼﻔﺎﺕ ﺒﺘﺤﺩﻴﺩ ﹼﻘﺔﻠﺍﻝﻤﺘﻌ ﻝﻤﻬﺎﻡﹼﻘﻭﺍﻝﺘﺤﺇﻝﻰ ﺘﺨﻀﻊ ﺍﻝﺠﻭﺩﺓ ﻤﻥ ﻕ،ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺘﻁﻭﻴﺭ ﻤﺸﺎﺭﻴﻊ ﻓﻲ ﻴﺩﻭﻴﺔ ﺇﺩﺍﺭﺓ
ﻤﺎ ﺨﺼﻭﺼﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻫﺫﻩ ﺘﻤﻨﺢ ﺍﻝﺘﻲ ﺍﻝﻤﻤﻴﺯﺍﺕ ﻤﻥ ﻤﺠﻤﻭﻋﺔ ﻫﻨﺎﻙ ﻓﺈﻥ:
••••ﹼﻘﺍﻝﺘﺤ ﺼﻌﻭﺒﺔﺍﻝﺒﺭﻤﺠﻴﺔ ﻭﻅﺎﺌﻑ ﻤﻥ ﻕ
ﹼﻘﺍﻝﺘﺤ ﺍﻝﺼﻌﺏ ﻤﻥﻭﻅﺎ ﻤﻥ ﻕﺍﻝﺒﺼﺭ ﺒﻠﻤﺢ ﺍﻝﺒﺭﻤﺠﻴﺔ ﺌﻑ،ﹼﻘﺍﻝﺘﺤ ﻋﻤﻠﻴﺔ ﺘﺄﺨﺫ ﺤﻴﺙ ،ﺍﻷﺨﺭﻯ ﺍﻝﻌﺎﻤﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻤﻥ ﻝﻠﻜﺜﻴﺭ ﹰﺎﺨﻼﻓ ﻭﺫﻝﻙﹰﺎﻭﻗﺘ ﻕ
ﺃﻨﻬﺎ ﺇﻝﻰ ﺒﺎﻹﻀﺎﻓﺔ ﹰﻼﻁﻭﻴﺘﺠﺭﻱﹰﺎﻴﺩﻭﻴ.
••••ﺍﻝﻤﺸﺭﻭﻉ ﻤﻥ ﺍﻷﻭﻝﻴﺔ ﺍﻝﻤﺭﺤﻠﺔ ﻓﻲ ﺍﻝﻤﻭﺍﺼﻔﺎﺕ ﻭﻀﻭﺡ ﻋﺩﻡ
ﻭ ،ﺍﻝﻤﺸﺭﻭﻉ ﺘﺨﻁﻴﻁ ﻤﺭﺤﻠﺔ ﻓﻲ ﻭﺍﻀﺤﺔ ﻏﻴﺭ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﻤﻭﺍﺼﻔﺎﺕ ﺘﻜﻭﻥ ﻤﺎ ﹰﺎﻏﺎﻝﺒﻴﺠﺭﻱﺍﻝﺘﻭﺍﺼل ﺨﻼل ﻤﻥ ﹰﺎﻓﺸﻴﺌ ﹰﺎﺸﻴﺌ ﺘﺤﺩﻴﺩﻫﺎ
ﻭﺍﻝﻤﻁ ﺒﻴﻥ ﻭﺍﻝﺘﻔﺎﻭﺽﹰﺎﺘﺒﺎﻋ ﺍﻝﺘﻔﺎﺼﻴل ﹸﻀﺎﻑﺘﺴ ﻭﺒﺎﻝﺘﺎﻝﻲ ،ﻭﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ﺭﻴﻥ،ﺍﻝﻤﺘﻁﻠﺒﺎﺕ ﻭﺴﺘﺘﻐﻴﺭﺒﺎﺴﺘﻤﺭﺍﺭﺍﻝﻤﻔﺎﻭﻀﺎﺕ ﻫﺫﻩ ﺨﻼل.ﹰﺎﻏﺎﻝﺒ
ﺍﻝﺘﻭﺍﺼل ﻨﺘﻴﺠﺔ ﺍﻝﺘﻀﺎﺭﺏ ﻭﻴﺤﺼل ﺍﻷﺨﻁﺎﺀ ﺘﻅﻬﺭ ﻤﺎﺍﻝﻐﻴﺭﺍﻝﺍﻵﺨﺭﻴﻥ ﻤﻊ ﻤﻨﺎﺴﺏ،ﺃ ﺍﻋﺘﺒﺎﺭ ﻭﻨﺘﻴﺠﺔﺍﻝﻨﻅﺭ ﻭﻏﻴﺭ ﺃﻨﻬﻡ ﻋﻠﻰ ﺍﻵﺨﺭﻴﻥ ﺇﻝﻰ
ﺃﻜﻔﺎﺀ.
••••ﺍﻝﺠﻭﺩﺓ ﻗﻴﺎﺱ ﺼﻌﻭﺒﺔ
ﻭﺍﻝﻤﻁ ﻤﻬﺎﺭﺍﺕ ﻋﻠﻰ ﺍﻝﺒﺭﻤﺠﻴﺔ ﺠﻭﺩﺓ ﺘﻌﺘﻤﺩﹼﻘﻤﻌ ﺒﺭﻤﺠﻴﺎﺕ ﻤﻊ ﺍﻝﺘﻌﺎﻤل ﻋﻨﺩ ﺍﻝﺨﻁﺄ ﺍﺤﺘﻤﺎﻻﺕ ﻭﺘﺯﺩﺍﺩ ،ﺭﻴﻥﺩﺓ.ﺘﺠﺭﻱﹼﻘﺍﻝﺘﺤ ﻋﻤﻠﻴﺔﻤﻥ ﻕ
ﺍﻝﺠﻭﺩﺓﺩﺓﺩﻤﺤ ﺍﺨﺘﺒﺎﺭﺍﺕ ﺇﺠﺭﺍﺀ ﺨﻼل ﻤﻥ.ﹼﻘﺍﻝﺘﺤ ﻨﺴﺘﻁﻴﻊ ﻝﻜﻲ ﻭﻝﻜﻥﻴﺠﺏ ﺍﻝﺒﺭﻤﺠﻴﺔ ﻭﻅﺎﺌﻑ ﺠﻤﻴﻊ ﻤﻥ ﻕﻁﻭﻴﻠﺔ ﻝﻔﺘﺭﺓ ﺍﻝﺒﺭﻤﺠﻴﺔ ﺘﺸﻐﻴل
ﺒﺤﻴﺙﻴﺠﺭﻱﺇﺼﻼﺤﻬﺎ ﺜﻡ ﻭﻤﻥ ﺍﻷﺨﻁﺎﺀ ﺘﺤﺩﻴﺩﺍﻝﻤﻨﺎﺴﺏ ﺒﺎﻝﺸﻜل.ﺘﺤﻘﻴﻕ ﻨﺴﺘﻁﻴﻊ ﻝﻜﻲ ﺍﻹﺩﺍﺭﺓ ﻤﻥ ﻨﻭﻉ ﺇﻝﻰ ﺒﺤﺎﺠﺔ ﺃﻨﻨﺎ ﻨﻼﺤﻅ ﻫﻨﺎ ﻤﻥ
ﺩﺍﻝﻤﺤ ﺍﻝﻔﺘﺭﺓ ﺨﻼل ﺍﻝﻤﺭﻏﻭﺒﺔ ﺍﻝﺠﻭﺩﺓﺩﺓ.
••••ﺩﺘﻘ ﻤﺭﺍﻗﺒﺔ ﺼﻌﻭﺒﺔﺍﻝﻤﺸﺭﻭﻉ ﻡ
ﻭﺍﻝﺘﺤ ﺍﻝﻤﺭﺤﻠﻴﺔ ﺍﻝﻨﺘﺎﺌﺞ ﻤﻌﺎﻴﻨﺔ ﻴﻤﻜﻥ ﻻ ﺃﻨﻪ ﺒﺎﻋﺘﺒﺎﺭﹼﻘﺍﻝﺒﺼﺭ ﺒﻠﻤﺢ ﺠﻭﺩﺘﻬﺎ ﻤﻥ ﻕ.
••••ﻭﺍﻝﺘﻁ ﺴﺭﻋﺔﺍﻝﺘﻜﻨﻭﻝﻭﺠﻲ ﺭ
ﻭﺍﻝﺘﻁ ﻨﺘﻴﺠﺔﻤﻨﺘﺠﺎﺕ ﺃﻭ ﺘﻘﻨﻴﺎﺕ ﻅﻬﻭﺭ ﱢلﻜﻴﺸ ﻓﻘﺩ ،ﺍﻝﺤﺎﺴﻭﺒﻴﺔ ﻝﻠﺘﻘﻨﻴﺎﺕ ﺍﻝﺴﺭﻴﻊ ﺭ)ﺃﺩﻭﺍﺕ(ﺍﻝﻤﺸﺭﻭﻉ ﻋﻠﻰ ﹰﺍﺨﻁﺭ ﺠﺩﻴﺩﺓ.
ﺍﻝﻭﻀﻊ
ﺍﻝﺤﺎﻝﻲ
ﺍﻷﻫﺩﺍﻑ
••••ﺍﻝﺠﻭﺩﺓ
••••ﺍﻝﻜﻠﻔﺔ
••••ﺍﻝﺘﺴﻠﻴﻡ ﻤﻭﻋﺩ
- 4. Universal Knowledge Solutions S.A.L.
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ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺃﻫﻤﻴﺔ
ﺍﻝﻤﺸﺭ ﻝﻨﺠﺎﺡ ﹰﺍﺠﺩ ﻀﺭﻭﺭﻴﺔ ﺍﻝﺒﺭﻤﺠﻴﺔ ﻝﻠﻤﺸﺎﺭﻴﻊ ﺍﻝﺠﻴﺩﺓ ﺍﻹﺩﺍﺭﺓ ﺘﻌﺘﺒﺭﹰﺍﺠﺩ ﺼﻌﺒﺔ ﻭﻝﻜﻨﻬﺎ ،ﺒﻜﺎﻤﻠﻪ ﻭﻉ.ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺘﺘﻁﻠﺏ:
•ﺍﻷﺸﺨﺎﺹ ﺇﺩﺍﺭﺓ
ﻤﺨﺘﻠﻔﺔ ﻭﻤﻬﺎﺭﺍﺕ ﻭﺃﺩﻭﺍﺭ ﺨﺒﺭﺍﺕ ﺫﻭﻱ ﺃﺸﺨﺎﺹ ﻤﻥ ﺍﻝﻔﺭﻕ ﻫﺫﻩ ﺘﺘﻜﻭﻥ ،ﻋﻤل ﻓﺭﻕ ﻀﻤﻥ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺘﻁﻭﻴﺭ ﻤﺸﺎﺭﻴﻊ ﺘﺠﺭﻱ.ﻴﺤﺘﻭﻱ ﻓﻘﺩ
،ﺍﻝﻤﺴﺘﺨﺩﻡ ﻭﺍﺠﻬﺎﺕ ﻤﺼﻤﻤﻲ ،ﻤﺒﺭﻤﺠﻴﻥ ،ﺒﺭﻤﺠﻴﻴﻥ ﻤﺼﻤﻤﻴﻥ ،ﺒﺭﻤﺠﻴﻴﻥ ﻤﺤﻠﻠﻴﻥ ﻋﻠﻰ ﺍﻝﻌﻤل ﻓﺭﻴﻕﺫﻝﻙ ﻭﻏﻴﺭ.ﻋﻤل ﻭﺇﺩﺍﺭﺓ ﺘﻨﺴﻴﻕ ﻴﺠﺏ
ﺍﻷﺸﺨﺎﺹ ﻫﺅﻻﺀ.
•ﺍﻝﻤﺸﻜﻠﺔ ﺇﺩﺍﺭﺓ
ﻭﺫﻝﻙ ،ﹼﻬﺎﻠﺤ ﺍﻝﻤﺭﺍﺩ ﺍﻝﻤﺸﻜﻠﺔ ﻋﻠﻰ ﱢﺯﻜﻨﺭ ﺒﺤﻴﺙ ،ﻝﻠﻤﺸﻜﻠﺔ ﻭﺍﻀﺢ ﺘﻌﺭﻴﻑ ﻫﻨﺎﻙ ﻴﻜﻭﻥ ﺃﻥ ﻴﺠﺏ:
oﺍﻝﻤﺸﺭﻭﻉ ﺒﺩﺍﻴﺔ ﻗﺒل:ﺍﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭ ﻨﺴﺘﻁﻴﻊ ﻝﻥ ﺫﻝﻙ ﻓﺒﺩﻭﻥ ،ﻭﻨﻁﺎﻗﻪ ﺍﻝﻤﺸﺭﻭﻉ ﺒﻐﺎﻴﺔ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻷﻤﻭﺭ ﺍﻝﺒﺩﺍﻴﺔ ﻓﻲ ﻨﺩﺭﺱ ﺒﺤﻴﺙ
ﺫﻝﻙ ﻏﻴﺭ ﺃﻭ ﺍﻝﻤﺸﺭﻭﻉ ﻹﺘﻤﺎﻡ ﺍﻝﻼﺯﻤﺔ ﺍﻝﻔﺘﺭﺓ ﺃﻭ ﺍﻝﻜﻠﻴﺔ
oﺍﻝﻤﺸﺭﻭﻉ ﻡﺩﺘﻘ ﺃﺜﻨﺎﺀ:ﻹﺩﺍﺭﺓ ﻴﺨﻀﻊ ﺃﻥ ﻴﺠﺏ ﻭﻫﺫﺍ ،ﺍﻝﻤﺸﺭﻭﻉ ﻡﺩﺘﻘ ﺃﺜﻨﺎﺀ ﺍﻝﻤﺸﻜﻠﺔ ﻋﻠﻰ ﺘﻁﻭﺭﺍﺕ ﺘﺤﺼل ﺃﻥ ﺍﻝﻤﺤﺘﻤل ﻓﻤﻥ
ﺼﺎﺭﻤﺔ
•ﺍﻹﺠﺭﺍﺌﻴﺔ ﺇﺩﺍﺭﺓ
ﻜ ﹰﺎﺃﻴ ﻭﺫﻝﻙ ،ﺍﻝﺒﺭﻤﺠﻴﺔ ﻝﺘﻁﻭﻴﺭ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﺍﻹﺠﺭﺍﺌﻴﺔ ﺇﺩﺍﺭﺓ ﻋﻠﻰ ﻗﺎﺩﺭﻴﻥ ﻨﻜﻭﻥ ﺃﻥ ﻴﺠﺏﺍﻝﻤﺴﺘﺨﺩﻡ ﺍﻹﺠﺭﺍﺌﻴﺔ ﻨﻤﻭﺫﺝ ﺎﻥ.ﻓﻲ ﻨﻌﺭﻑ ﺒﺤﻴﺙ
ﺫﻝﻙ ﻭﻏﻴﺭ ﺍﻝﻤﺸﺭﻭﻉ؟ ﺘﻭﺍﺠﻪ ﺍﻝﺘﻲ ﺍﻝﻤﺸﺎﻜل ﻫﻲ ﻤﺎ ،ﹸﻼﻤﺜ ﺍﻝﻭﻗﺕ ﻨﺎﺤﻴﺔ ﻤﻥ ﺴﻠﻴﻡ؟ ﺒﺸﻜل ﺍﻝﻤﺸﺭﻭﻉ ﻴﺴﻴﺭ ﻫل ،ﻤﺎ ﻝﺤﻅﺔ.ﺍﻝﻨﻬﺎﻴﺔ ﻓﻲ ﻭﻫﺫﺍ
ﺒﻜﺎﻤﻠﻪ ﻝﻠﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓ.
ﺍﻝﻤﺸﺎﺭﻴﻊ ﻝﻔﺸل ﺍﻷﺴﺎﺴﻴﺔ ﺍﻷﺴﺒﺎﺏ
ﺍﻝﺘﺎﻝﻴﺔ ﻝﻸﺴﺒﺎﺏ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺘﻔﺸل:
•ﺍﻝﻤﺸﺭﻭﻤﺸﻜﻠﺔ ﻋﻥ ﺍﻝﺒﺤﺙ ﻓﻲ ﺤل ﻫﻭ ﻉ
•ﺒﺎﻝﻨﺘﻴﺠﺔ ﺍﻝﻤﻬﺘﻡ ﺍﻝﻭﺤﻴﺩ ﻫﻭ ﺍﻝﻤﺸﺭﻭﻉ ﻓﺭﻴﻕ
•ﻤﺴﺅﻭل ﺃﺤﺩ ﻴﻭﺠﺩ ﻻ
•ﻤﺸﺭﻭﻉ ﺒﻨﻴﺔ ﺘﻭﺠﺩ ﻻ
•ﺍﻝﺘﻔﺎﺼﻴل ﺇﻝﻰ ﺍﻝﺨﻁﺔ ﺘﻔﺘﻘﺭ
•ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻘﺭﺍﺭﺍﺕ ﻻﺘﺨﺎﺫ ﺨﺎﻁﺌﺔ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ
•ﻭ ﻤﻴﺯﺍﻨﻴﺔ/ﻋﻠﻴﻬﺎ ﺍﻻﻋﺘﻤﺎﺩ ﻴﻤﻜﻥ ﻻ ﻤﻭﺍﺭﺩ ﺃﻭ
•ﺍﻝﺘﻭﺍﺼل ﻓﻲ ﻨﻘﺹ
•ﺍﻷ ﺍﻝﻬﺩﻑ ﻋﻥ ﺍﻻﺒﺘﻌﺎﺩﻝﻠﻤﺸﺭﻭﻉ ﺴﺎﺴﻲ
•ﺍﻝﻤﻭﻀﻭﻋﺔ ﻝﻠﺨﻁﺔ ﹰﺎﻭﻓﻘ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺘﺎﺒﻌﺔ ﻋﺩﻡ
- 5. Universal Knowledge Solutions S.A.L.
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ﺍﻝﻤﺸﺭﻭﻉ ﻨﺠﺎﺡ ﻋﻭﺍﻤل
ﻋﺎﻡ ﺒﺸﻜل ﺍﻝﻤﺸﺎﺭﻴﻊ ﻨﺠﺎﺡ ﻋﻭﺍﻤل
oﺍﻝﻌﻠﻴﺎ ﺍﻹﺩﺍﺭﺓ ﻭﺩﻋﻡ ﺍﻝﺘﺯﺍﻡ
oﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺘﺤﺩﻴﺩ
oﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺘﻭﻗﻌﺎﺕ ﻭﺘﺤﻘﻴﻕ ﻤﻌﺭﻓﺔ
oﺒﺎﻝﻤﺸﺭﻭﻉ ﻝﻠﻘﻴﺎﻡ ﺠﻴﺩﺓ ﻭﺨﻁﺔ ﻤﻌﻠﻨﺔ ﻏﺎﻴﺔ
oﻨﺤﻭ ﻬﺔﺠﻤﻭ ﺒﻨﺎﺀﺓ ﺜﻘﺎﻓﺔﺍﻝﻬﺩﻑ
oﻤﺨﺘﺹ ﺘﻘﻨﻲ ﻓﺭﻴﻕ
oﻭﻤﻠﺘﺯﻡ ﺎلﻌﻓ ﻓﺭﻴﻕ
oﺩﻴﺠ ﺘﻭﺍﺼل
oﺍﻝﺜﻘﺔ
ﺍﻝﺒﺭﻤﺠﻲ ﺍﻝﻤﺸﺭﻭﻉ ﻨﺠﺎﺡ ﻋﻭﺍﻤل
•ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻨﺠﺎﺡ ﻋﻭﺍﻤل
oﻭﺍﻹﺩﺍﺭﻱ ﺍﻝﺘﻨﻔﻴﺫﻱ ﺍﻝﺩﻋﻡ
oﺍﻝﻤﺴﺘﺨﺩﻡ ﻋﻠﻰ ﺍﻝﺘﺭﻜﻴﺯ
oﺨﺒﺭﺓ ﺫﻭ ﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ
oﺒﺎﻷﻋﻤﺎل ﻴﺘﻌﻠﻕ ﻓﻴﻤﺎ ﻭﺍﻀﺤﺔ ﻏﺎﻴﺎﺕ
oﱠﺭﻐﻤﺼ ﻨﻁﺎﻕ
oﻤﻌﻴﺎﺭﻴﺔ ﺒﺭﻤﺠﻴﺔ ﺒﻨﻴﺔ
oﺃﺴﺎﺴﻴ ﻤﺘﻁﻠﺒﺎﺕﺜﺎﺒﺘﺔ ﺔ
oﺼﻭﺭﻴﺔ ﻤﻨﻬﺠﻴﺔ)Formal Methodology(
oﻋﻠﻴﻬﺎ ﺍﻻﻋﺘﻤﺎﺩ ﻴﻤﻜﻥ ﺘﻘﺩﻴﺭﺍﺕ
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺒﺘﻜﻨﻭﻝﻭﺠﻴﺎ ﺍﻝﻤﺘﻌﻠﻘﺔ ﻭﺍﻷﻤﻭﺭ ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺘﺠﺎﻩ ﹰﺎﺴﻠﺒﻴ ﹰﺎﻤﻭﻗﻔ ﺍﻝﻤﻨﻅﻤﺔ ﺘﻘﻑ ﻋﻨﺩﻤﺎ ﺍﻝﺒﺭﻤﺠﻲ ﺍﻝﻤﺸﺭﻭﻉ ﻴﻨﺠﺢ ﺃﻥ ﺍﻝﺼﻌﺏ ﻤﻥ
)Information Technology(ﹰﺎﻋﻤﻭﻤ.
- 6. Universal Knowledge Solutions S.A.L.
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ﺍﻝﻤﺸﺎ ﺇﺩﺍﺭﺓ ﻤﻬﺎﺭﺍﺕﺭﻴﻊ
ﻴﻜﻭﻥ ﻭﺍﻥ ،ﻤﻌﻬﺎ ﺃﻭ ﻓﻴﻬﺎ ﻴﻌﻤل ﺍﻝﺘﻲ ﺍﻝﻤﻨﻅﻤﺔ ﻴﻔﻬﻡ ﻭﺃﻥ ،ﺍﻝﺘﻐﻴﻴﺭ ﻤﻊ ﹰﺎﻤﺘﻜﻴﻔ ﻴﻜﻭﻥ ﺃﻥ ﻓﻌﻠﻴﻪ ،ﺍﻝﻤﻬﺎﺭﺍﺕ ﻤﻥ ﺍﻝﻌﺩﻴﺩ ﺇﻝﻰ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻴﺤﺘﺎﺝ
ﺍﻝﻤﺸﺭﻭﻉ ﻏﺎﻴﺔ ﺘﺤﻘﻴﻕ ﻨﺤﻭ ﺍﻝﻔﺭﻴﻕ ﻗﻴﺎﺩﺓ ﻋﻠﻰ ﹰﺍﻗﺎﺩﺭ.ﺍﻝﻘﺎﺴﻴﺔ ﺍﻝﻤﻬﺎﺭﺍﺕ ﺒﻨﻭﻋﻴﻬﺎ ﺍﻝﻤﻬﺎﺭﺍﺕ ﺇﻝﻰ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻴﺤﺘﺎﺝ)Hard Skills(
ﻭﺍﻝﻤﻬﺍﻝﻨﺎﻋﻤﺔ ﺎﺭﺍﺕ)Soft Skills:(
•ﺍﻝﻘﺎﺴﻴﺔ ﺍﻝﻤﻬﺎﺭﺍﺕ
oﺒﺎﻝﻤﻨ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﺭﻓﺔﺍﻝﻤﺘﺒﻌﺔ ﻭﺍﻝﻤﻨﻬﺠﻴﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺘﺞ
oﻭﺘ ﺃﺩﻭﺍﺕ ﺍﺴﺘﺨﺩﺍﻡ ﻜﻴﻔﻴﺔ ﻤﻌﺭﻓﺔﺍﻝﻤﺨﺘﻠﻔﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻘﻨﻴﺎﺕ
•ﺍﻝﻨﺎﻋﻤﺔ ﺍﻝﻤﻬﺎﺭﺍﺕ
ﺍﻝﻤﺸﺭﻭﻉ ﻴﺘﻤﺤﻭﺭ)ﺍﻝﻤﺸﺭﻭﻉ ﻭﺇﺩﺍﺭﺓ(ﻴ ﻤﻥ ﺍﻝﻤﻬﻤﺔ؟ ﺒﻬﺫﻩ ﻴﻘﻭﻡ ﻤﻥ ،ﺍﻝﻔﺭﻴﻕ ﻭﻋﻤل ﺍﻷﺸﺨﺎﺹ ﺤﻭلﻫﻭ ﻤﻥ ﺍﻝﻤﺨﺎﻁﺭﺓ؟ ﻫﺫﻩ ﺘﻭﻝﻰ
ﺍﻷﻤﺭ؟ ﺒﻬﺫﺍ ﱢﺭﺜﺍﻝﻤﺘﺄ ﺃﻭ ﺍﻝﻤﻬﺘﻡ.ﺍﻷﺸﺨﺎﺹ ﻤﻊ ﺍﻝﺘﻌﺎﻤل ﻤﻬﺎﺭﺍﺕ ﺃﻫﻤﻴﺔ ِﺭﻬﻅﻴ ﻤﻤﺎ)Interpersonal Skills(ﻋﻠﻰ ﺍﻝﻘﺩﺭﺓ ﻤﺜل ،
ﻭﺍﻝﻨﻘﺎﺵ ﻭﺍﻝﺘﻔﺎﻭﺽ ﺍﻝﺘﺄﺜﻴﺭ.ﺇﻝﻰ ﺍﻝﻨﺎﻋﻤﺔ ﺍﻝﻤﻬﺎﺭﺍﺕ ﺘﺼﻨﻴﻑ ﻴﻤﻜﻥ ﻋﺎﻡ ﻭﺒﺸﻜل:
oﺍﻝﺘﻭﺍﺼل ﻤﻬﺎﺭﺍﺕ)Communication Skills(
oﺍﻝ ﻤﻬﺎﺭﺍﺕﺘﻨﻅﻴﻡ)Organizational Skills(
oﻓﺭﻴﻕ ﺒﻨﺎﺀ ﻤﻬﺎﺭﺍﺕ)Team Building Skills(
oﺍﻝﻘﻴﺎﺩﺓ ﻤﻬﺎﺭﺍﺕ)Leadership Skills(
oﺍﻝﺘﻜﻴﻑ ﻤﻬﺎﺭﺍﺕ/ﻤﻊ ﺍﻝﺘﻐﻠﺏ/ﺍﻝﻤﺸﻜﻼﺕ ﻋﻠﻰ)Coping Skills(
ﻭﺍﻝﺘﺴﻠﻴﻡ ﻭﺍﻝﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ ﺒﻴﻥ ﺍﻝﻌﻼﻗﺔ
ﺜﻼ ﻋﻠﻰ ﺍﻝﺘﺭﻜﻴﺯ ﻤﻥ ﺒﺩ ﻻ ﺍﻝﻤﺸﺭﻭﻉ ﻤﻥ ﺓﻭﺍﻝﻤﺭﺠ ﺍﻷﻫﺩﺍﻑ ﻝﺘﺤﻘﻴﻕﺃﺴﺎﺴﻴﺔ ﺃﻤﻭﺭ ﺜﺔ،ﻋﻼﻗﺎﺕ ﺘﺭﺒﻁﻬﺎ ﻭﺍﻝﺘﻲ ﻭﺍﻝﺘﺴﻠﻴﻡ ﻭﺍﻝﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ ﻭﻫﻲ
ﹼﻠﺘﺘﻁ ﻗﻭﻴﺔﻤﺘﻭﺍﺯﻥ ﺒﺸﻜل ﺇﺩﺍﺭﺘﻬﺎ ﺏ.
••••ﺍﻝﺠﻭﺩﺓ–ﺍﻝﻜﻠﻔﺔ
ﻤﻥ ﺴﻴﺯﻴﺩ ﻋﺎﻝﻴﺔ ﺠﻭﺩﺓ ﺫﺍﺕ ﺒﺭﻤﺠﻴﺎﺕ ﻝﺒﻨﺎﺀ ﺨﺒﺭﺍﺀ ﻤﻬﻨﺩﺴﻴﻥ ﺘﻭﻅﻴﻑ ﺇﻥﻗﻴﻤﺔﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻻﺨﺘﺒﺎﺭﺍﺕ ﺘﻁﺒﻴﻕ ﺃﻥ ﻜﻤﺎ ،ﺍﻝﺭﻭﺍﺘﺏ
ﻓﺘﺭﺓ ﺇﻁﺎﻝﺔ ﺇﻝﻰ ﻴﺅﺩﻱ ﺍﻝﺠﻭﺩﺓﻝﺠﻤﻴﻊ ﻨﻔﺴﻪ ﺍﻝﺭﺍﺘﺏ ﻜﺎﻥ ﻭﺇﻥ ﺤﺘﻰ ﺍﻝﻤﻭﻅﻔﻴﻥ ﻋﻠﻰ ﺍﻹﻨﻔﺎﻕ ﺘﻜﺎﻝﻴﻑ ﺴﻴﺯﻴﺩ ﺒﺎﻝﻨﺘﻴﺠﺔ ﻭﻫﺫﺍ ،ﺍﻻﺨﺘﺒﺎﺭ
ﺍﻝﻤﻬﻨﺩﺴﻴﻥ)ﺍﻝﺘﻘﻨﻲ ﺍﻝﻤﺴﺘﻭﻯ ﺒﻨﻔﺱ ﻴﺘﻤﺘﻌﻭﻥ ﻤﻬﻨﺩﺴﻴﻥ ﺘﻭﻅﻴﻑ.(
••••ﺍﻝﺠﻭﺩﺓ–ﺍﻝﺘﺴﻠﻴﻡ
ﺴ ﺍﻝﻘﺼﻴﺭﺓ ﺍﻝﺘﻁﻭﻴﺭ ﻓﺘﺭﺓ ﺃﻥ ﺇﻻ ،ﺃﻗل ﺍﻝﻤﻭﻅﻔﻴﻥ ﻋﻠﻰ ﺍﻹﻨﻔﺎﻕ ﺘﻜﺎﻝﻴﻑ ﺘﻜﻭﻥ ﺃﻗﺼﺭ ﺍﻝﺘﻁﻭﻴﺭ ﻓﺘﺭﺓ ﺘﻜﻭﻥ ﻋﻨﺩﻤﺎﺍﻻﺨﺘﺒﺎﺭ ﺇﺠﺭﺍﺀ ﺩﻭﻥ ﺘﺤﻭل
ٍﻭﻨﺤ ﻋﻠﻰﻭﺒﺎﻝﺘﺎﻝ ﻤﻨﺎﺴﺏﻲﻋﻠﻰ ﺍﻝﺘﺄﺜﻴﺭ ﺒﺩﻭﻥ ﺴﺭﻋﺔ ﺒﺄﻗﺼﻰ ﺍﻝﻌﻤل ﻹﻨﻬﺎﺀ ﺨﺒﺭﺍﺀ ﻤﻬﻨﺩﺴﻴﻥ ﺘﻭﻅﻴﻑ ﺍﻷﻤﺭ ﻭﺴﻴﺘﻁﻠﺏ ،ﺍﻝﺠﻭﺩﺓ ﺘﺘﺄﺜﺭ
ﺍﻝﻜﻠﻴﺔ ﺍﻝﻜﻠﻔﺔ ﺯﻴﺎﺩﺓ ﺇﻝﻰ ﺴﻴﺅﺩﻱ ﻤﻤﺎ ،ﺍﻝﺠﻭﺩﺓ.
••••ﺍﻝﺘﺴﻠﻴﻡ–ﺍﻝﻜﻠﻔﺔ
ﻭﻝﻜﻥ ،ﺍﻹﻨﻔﺎﻕ ﺘﻜﺎﻝﻴﻑ ﺍﻨﺨﻔﺎﺽ ﺇﻝﻰ ﺍﻝﺘﻁﻭﻴﺭ ﻓﺘﺭﺓ ﺘﻘﺼﻴﺭ ﻴﺅﺩﻱ ﻗﺩﺍﻝﻤﻬﺎﻡ ﱠﺫﻔﺴﺘﻨ ﺍﻝﺤﺎﻝﺔ ﻫﺫﻩ ﻓﻲٍﻭﻨﺤ ﻋﻠﻰﻋﻠﻰ ﻴﺅﺜﺭ ﻤﻤﺎ ،ﻤﻨﺎﺴﺏ ﻏﻴﺭ
ﺍﻝﺠﻭﺩﺓ.
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ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻋﻤل ﺇﻁﺎﺭ
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻋﻤل ﺇﻁﺎﺭ ﱢلﻜﻴﺸ)Project Management Framework(ﻤﻥ ﻭﻴﺘﻜﻭﻥ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻝﻔﻬﻡ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﺒﻨﻴﺔ:
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺴﻴﺎﻕ)Project Management Context(
ﻴﻭﻴﺸﻤل ،ﺍﻝﻤﺸﺭﻭﻉ ﻓﻴﻬﺎ ﱠلﻐﻴﺸ ﺍﻝﺘﻲ ﺍﻝﺒﻴﺌﺔ ﺼﻑ:
oﺤﻴﺎﺘﻪ ﻭﺩﻭﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ﺃﻁﻭﺍﺭ
oﺒﺎﻝﻤﺸﺭﻭﻉ ﻴﻥﻤﺍﻝﻤﻬﺘ)Stakeholders(
oﺘﻨﻅﻴﻤﻴﺔ ﺘﺄﺜﻴﺭﺍﺕ
oﺍﻹﺩﺍﺭﺓ ﻓﻲ ﻋﺎﻤﺔ ﺃﺴﺎﺴﻴﺔ ﻤﻬﺎﺭﺍﺕ
oﺍﻻﺠﺘﻤﺎﻋﻴ ﺍﻝﺘﺄﺜﻴﺭﺍﺕﺔ-ﺍﻻﻗﺘﺼﺎﺩﻴﺔ)Socioeconomic(
•ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ)Project Management Processes(
ﺘﺼﻑ،ٍﻭﻨﺤ ﻋﻠﻰﻤﻌﻴﻨﺔ ﻤﻬﺎﺭﺍﺕ ﺫﻭﻱ ﺃﺸﺨﺎﺹ ﻗﺒل ﻤﻥ ﹰﺓﻋﺎﺩ ﹸﻨﺠﺯﺘ ﺍﻝﺘﻲ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻹﺩﺍﺭﺓ ﺍﻝﻤﺨﺘﻠﻔﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﺘﺘﻔﺎﻋل ﻜﻴﻑ ،ﻋﺎﻡ.
ﺇﻝﻰ ﺍﻷﺠﺭﺍﺀﺍﺕ ﻫﺫﻩ ﹼﻑﻨﹸﺼﺘ:
oﺍﻝﻤﺸﺭﻭ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕﻉ:ﺍﻝﻤﺸﺭﻭﻉ ﻋﻤل ﻭﺘﻨﻅﻴﻡ ﺒﻭﺼﻑ ﺘﻬﺘﻡ
oﺍﻝﻤﻨﺘﺞ ﻨﺤﻭ ﻬﺔﺠﻤﻭ ﺇﺠﺭﺍﺀﺍﺕ:ﺍﻝﻤﺸﺭﻭﻉ ﻤﻨﺘﺞ ﻭﺒﻨﺎﺀ ﺒﺘﻭﺼﻴﻑ ﺘﻬﺘﻡ
ﻋ ﺇﻁﺎﺭﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤﻌﻬﺩ ﺤﺴﺏ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤل
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤﻌﻬﺩ ﻗﺎﻡ)Project Management Institute(ﻀﻤﻥ ﺸﻲﺀ ﻜل ﻴﺠﺭﻱ ﺒﺤﻴﺙ ،ﻤﺸﺭﻭﻉ ﻷﻱ ﻋﺎﻡ ﻋﻤل ﺇﻁﺎﺭ ﺒﺘﻁﻭﻴﺭ
ﻤﺎ ﺇﺠﺭﺍﺀ)Process(ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺘﺴﻌﺔ ﻤﻥ ﻭﺍﺤﺩ ﻭﺇﻝﻰ ﺇﺠﺭﺍﺀﺍﺕ ﻤﺠﻤﻭﻋﺎﺕ ﺨﻤﺱ ﻤﻥ ﻭﺍﺤﺩ ﺇﻝﻰ ﺇﺠﺭﺍﺀ ﻜل ﻭﻴﺘﺒﻊ ،)Knowledge
Area.(
•ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ ﻤﺠﻤﻭﻋﺎﺕ)Project Management Process Groups(
ﻤﺠﻤﻭﻋﺎﺕ ﺨﻤﺱ ﻀﻤﻥ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻫﺫﻩ ﺘﻨﻅﻴﻡ ﺠﺭﻯ ﻭﻗﺩ ،ﻤﺘﺭﺍﺒﻁﺔ ﺇﺠﺭﺍﺀﺍﺕ ﺃﻨﻬﺎ ﻋﻠﻰ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﻝﻰ ﺍﻝﻨﻅﺭ ﻴﻤﻜﻥ:
oﺍﻹﻁﻼﻕ ﺇﺠﺭﺍﺀﺍﺕ)Initiating Processes(
oﺍﻝﺘﺨﻁﻴﻁ ﺇﺠﺭﺍﺀﺍﺕ)Planning Processes(
oﺇﺠﺍﻝﺘﻨﻔﻴﺫ ﺭﺍﺀﺍﺕ)Executing Processes(
oﺍﻝﺘﺤﻜﻡ ﺇﺠﺭﺍﺀﺍﺕ)Controlling Processes(
oﺍﻹﻨﻬﺎﺀ ﺇﺠﺭﺍﺀﺍﺕ)Closing Processes(
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•ﺍﻝﻤﺸﺎﺭﻴﻊ ﺒﺈﺩﺍﺭﺓ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ
ﺘﻁﻭﻴﺭﻫﺎ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻋﻠﻰ ﺍﻝﺘﻲ ﻭﺍﻝﻤﺅﻫﻼﺕ ﺍﻝﻜﻔﺎﺀﺍﺕ ﻫﻲ ﻤﺎ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺘﺼﻑ.
oﻏ ﺘﺅﺩﻱ ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺃﺭﺒﻌﺔﻝﻠﻤﺸﺭﻭﻉ ﻤﺤﺩﺩﺓ ﺎﻴﺎﺕ)ﺍﻝﺠ ،ﺍﻝﻜﻠﻔﺔ ،ﺍﻝﻭﻗﺕ ،ﺍﻝﻨﻁﺎﻕ ﺇﺩﺍﺭﺓﻭﺩﺓ(
oﺍﻝﻤﺸﺭﻭﻉ ﻏﺎﻴﺎﺕ ﺘﺤﻘﻴﻕ لﻬﺘﺴ ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺃﺭﺒﻌﺔ)ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺇﺩﺍﺭﺓﺍﻝﻤﺸﺘﺭﻴﺎﺕ ،ﺍﻝﻤﺨﺎﻁﺭ ،ﺍﻝﺘﻭﺍﺼل ،(
oﻭﺍﺤﺩ ﻤﻌﺭﻓﺔ ﻤﺠﺎل)ﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ(ﻭﻴﺘ ﱢﺭﺜﻴﺅﺍﻷﺨﺭﻯ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺒﻜل ﱠﺭﺜﺄ
ﺍﻝ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕﹼﻠﻤﺘﻌﺍﻝﻤﺸﺎﺭﻴﻊ ﺒﺈﺩﺍﺭﺓ ﻘﺔ
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤﻌﻴﺎﺭ ﻑﺭﻌﻴ)Project Management Body Of Knowledge(PMBOKﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺃﻨﻬﺎ ﻋﻠﻰ ﻋﻨﺎﺼﺭ ﺘﺴﻌﺔ
ﹼﻠﺍﻝﻤﺘﻌﺍﻝﻤﺸﺎﺭﻴﻊ ﺒﺈﺩﺍﺭﺓ ﻘﺔ:
••••ﺍﻝﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ)Integration Management(
ﺍﻝﺤﻔﺎﻅ ﻤﻊ ﺍﻝﻤﺸﺭﻭﻉ ﻋﻨﺎﺼﺭ ﻤﺨﺘﻠﻑ ﻹﻨﺠﺎﺯ ﻤﻨﻬﺎ ﺩﺒ ﻻ ﹲﺔﺇﺠﺭﺍﺌﻴﹼﻜﻭﺘﺘ ،ﺒﻴﻨﻬﺎ ﺍﻝﺘﻜﺎﻤل ﻋﻠﻰﻤﻥ ﻭﻥ:،ﺍﻝﻤﺸﺭﻭﻉ ﺘﺤﻘﻴﻕ ،ﺍﻝﻤﺸﺭﻭﻉ ﺘﺨﻁﻴﻁ
ﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﻴﻴﻑ.
••••ﺍﻝﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ)Quality Management(
ﻤﻥ ﻭﺘﺘﻜﻭﻥ ،ﺃﺠﻠﻬﺎ ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕ ﺘﻡ ﺍﻝﺘﻲ ﺍﻻﺤﺘﻴﺎﺠﺎﺕ ﱢﻕﻘﺘﺤ ﺍﻝﺘﻲ ﺍﻹﺠﺭﺍﺌﻴﺔ ﻭﻫﻲ:ﺍﻝﺠﻭﺩﺓ ﻀﺒﻁ ،ﺍﻝﺠﻭﺩﺓ ﻀﻤﺎﻥ ،ﺍﻝﺠﻭﺩﺓ ﺘﺨﻁﻴﻁ.
••••ﺍﻝﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ)Cost Management(
ﻤﻥ ﻭﺘﺘﻜﻭﻥ ،ﺩﺓﺩﺍﻝﻤﺤ ﺍﻝﻜﻠﻔﺔ ﺘﺠﺎﻭﺯ ﺩﻭﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻨﻬﺎﺀ ﻤﻥ ﱢﻥﻜﺘﻤ ﺍﻝﺘﻲ ﺍﻹﺠﺭﺍﺌﻴﺔ ﻭﻫﻲ:ﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﻭﻀﻊ ،ﺍﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭ ،ﺍﻝﻤﻭﺍﺭﺩ ﺘﺨﻁﻴﻁ.
••••ﺍﻝﻭﻗﺕ ﺇﺩﺍﺭﺓ/ﺍﻝﺘﺴﻠﻴﻡ)Time Management/Delivery(
ﻭﺘﺘﻜ ،ﻗﺒﻠﻪ ﺃﻭ ﺩﺩﺍﻝﻤﺤ ﺍﻝﻤﻭﻋﺩ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻨﻬﺎﺀ ﻤﻥ ﱢﻥﻜﺘﻤ ﺍﻝﺘﻲ ﺍﻹﺠﺭﺍﺌﻴﺔ ﻭﻫﻲﻤﻥ ﻭﻥ:ﺘﻘﺩﻴﺭ ،ﺍﻝﺘﻁﻭﻴﺭ ﺘﺴﻠﺴل ﺘﺤﺩﻴﺩ ،ﺍﻝﻔﻌﺎﻝﻴﺎﺕ ﺘﺤﺩﻴﺩ
ﻭﺇﺩﺍﺭﺘﻬﺎ ﺍﻝﻤﺸﺭﻭﻉ ﺠﺩﻭﻝﺔ ﺘﺤﻀﻴﺭ ،ﺍﻝﻼﺯﻡ ﺍﻝﻭﻗﺕ.
••••ﺇﺩﺍﺭﺓﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕ)Scope Management(
ﺍﻹﺠﺭﺍﺌﻴﺔ ﻫﺫﻩ ﺘﺩﻴﺭﻨﻁﺎﻕﺘﻌﺭﻴﻑ ،ﺍﻝﻤﺸﺭﻭﻉ ﺘﺨﻁﻴﻁ ،ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕ ﻤﻥ ﻭﺘﺘﻜﻭﻥ ،ﻭﻤﻬﺎﻤﻪ ﻤﺨﺭﺠﺎﺘﻪ ﻭﻤﺠﺎل ﺘﻁﻭﻴﺭﻩ ﺍﻝﻤﺭﺍﺩ ﺍﻝﻤﺸﺭﻭﻉ
،ﺍﻝﻤﺸﺭﻭﻉﹼﻘﺍﻝﺘﺤﻤﻥ ﻕ،ﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕﺍﻷﻓﻕ ﺘﻜﻴﻴﻑ ﺇﺩﺍﺭﺓ.
••••ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ)Communication Management(
ﻤﻥ ﻭﺘﺘﻜﻭﻥ ،ﺍﻝﺤﻘﻴﻘﻲ ﺍﻝﺯﻤﻥ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ ﻤﻌﻠﻭﻤﺎﺕ ﻭﺤﻔﻅ ﻭﻨﺸﺭ ﻭﺘﺠﻤﻴﻊ ﻝﺒﻨﺎﺀ ﺃﺴﺎﺴﻴﺔ ﺇﺠﺭﺍﺌﻴﺔ ﻭﻫﻲ:ﺘﺯﻭﻴﺩ ،ﺍﻝﺘﻭﺍﺼل ﺘﺨﻁﻴﻁ
ﺍﻝﺤﻘﻴﻘﻲ ﺍﻷﺩﺍﺀ ﻋﻥ ﺘﻘﺎﺭﻴﺭ ﺇﻋﻁﺎﺀ ،ﺍﻝﻤﻌﻠﻭﻤﺎﺕ،ﺍﻹﻨ ﺇﺠﺭﺍﺀﺍﺕ ﺘﻨﻔﻴﺫﻬﺎﺀ.
••••ﺇﺩﺍﺭﺓﺍﻝﻤﺸﺘﺭﻴﺎﺕ)Procurement Management(
ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻹﺠﺭﺍﺌﻴﺔﺒﺘﺄﻤﻴﻥﻤﻭﺘﺘﻀ ،ﺍﻝﻤﺸﺭﻭﻉ ﻓﺭﻴﻕ ﺨﺎﺭﺝ ﻤﻥ ﻭﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﻤﻨﺘﺠﺎﺕﻥ:ﺘﺨﻁﻴﻁﺍﻝﻤﺸﺘﺭﻴﺎﺕﺍﺨﺘﻴﺎﺭ ،ﺍﻻﺴﺘﻌﻼﻡ ﺘﺨﻁﻴﻁ ،
ﺴ ﺍﻝﺫﻴﻥ ﺍﻝﻤﻭﺭﺩﻴﻥﺍﻝﻌﻘﻭﺩ ﺇﺩﺍﺭﺓ ،ﺍﻝﻁﻠﺏ ﻝﻬﻡ ﻡﺩﻴﻘ،ﺍﻝﻌﻘﻭﺩ ﺇﻨﻬﺎﺀ.
••••ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺇﺩﺍﺭﺓ)Human Resources Management(
ﹼﻠﺍﻝﻤﺘﻌ ﺍﻹﺠﺭﺍﺌﻴﺔ ﻭﻫﻲﻓﻲ ﺍﻝﻤﺸﺎﺭﻜﺔ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﻋﻠﻰ ﺃﻜﺜﺭ ﺒﻔﻌﺎﻝﻴﺔ ﱢﺭﺜﺘﺅ ﻭﻫﻲ ،ﻭﺍﺴﺘﻤﺭﺍﺭﻩ ﺒﻘﺎﺀﻩ ﻋﻠﻰ ﻭﺍﻝﻤﺤﺎﻓﻅﺔ ﺍﻝﺘﻨﻅﻴﻡ ﺒﺒﻨﺎﺀ ﻘﺔ
ﹼﻜﻭﺘﺘ ،ﺍﻝﻤﺸﺭﻭﻉﻤﻥ ﻭﻥ:ﺍﻝﻤﻭﻅﻔﻴﻥ ﺘﺩﺒﻴﺭ ،ﺍﻝﺘﻨﻅﻴﻡ ﺘﺨﻁﻴﻁ،ﺍﻝﻔﺭﻴﻕ ﺘﻁﻭﻴﺭ ﺩﻋﻡ.
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••••ﺍﻝﻤﺨﺎﻁﺭ ﺇﺩﺍﺭﺓ)Risk Management(
ﺇﺠﺭﺍﺌﹰﺔﺇﻀﺎﻓ ،ﺍﻝﻤﺸﺭﻭﻉ ﺘﻨﻔﻴﺫ ﺨﻼل ﺤﺩﻭﺜﻬﺎ ﱠﻊﻗﺍﻝﻤﺘﻭ ﺍﻝﻤﺨﺎﻁﺭ ﻭﺘﻘﺩﻴﺭ ﺘﺤﺩﻴﺩ ﻴﺔﺍﻝﻤﺨﺎﻁﺭ ﻝﻬﺫﻩ ﺓﺩﺍﻝﻤﻀﺎ ﺍﻹﺠﺭﺍﺀﺍﺕ ﺘﺤﺩﻴﺩ ﺇﻝﻰ.
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻤﻌﺎﻝﺠﺔ ﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺃﻁﻭﺍﺭ
•ﺍﻷﻭﻝﻴﺔ ﻭﺍﻝﺨﻁﺔ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕ
oﻭﻀﺍﻝﻤﺸﺭﻭﻉ ﻨﺠﺎﺡ ﻝﺘﺤﻘﻴﻕ ﻋﻤﻠﻴﺔ ﹼﺔﻁﺨ ﻊ
oﻝﻠﻤﺸﺭﻭﻉ ﺃﻤﺜﻠﻴﺔ ﺴﻴﺎﺴﺔ ﺘﺤﺩﻴﺩ
oﺠﺩﻭﻝ ﻭﻀﻊﺯ ﺔﻝﻠﻜﻠﻔﺔ ﹼﺔﻁﺨ ،ﻝﻠﺠﻭﺩﺓ ﹼﺔﻁﺨ ،ﻤﻨﻴﺔ
oﻭﺍﻷﺩﻭﺍﺭ ﺍﻝﺼﻼﺤﻴﺎﺕ ﻭﺘﻭﻀﻴﺢ ﺍﻝﺒﺸﺭﻴﺔ ﻭﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﻤﺸﺭﻭﻉ ﺯﺍﺕﻴﻤﻤ ﻋﻠﻰ ﺀﺒﻨﺎ ﻝﻠﻤﺸﺭﻭﻉ ﺃﻤﺜﻠﻲ ﺘﻨﻅﻴﻡ ﺘﺄﺴﻴﺱ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓ)ﻭﺍﻝﻀﺒﻁ ﺍﻝﻘﻴﺎﺩﺓ(
oﺩﻭﺭﺍﺕ ﺘﻨﻔﻴﺫPDCA)ﻑﺭﺘﺼ ﱠﻕﻘﺘﺤ ﺍﻋﻤل ﹼﻁﻁﺨPlan Do Confirm Action.(
•ﺍﻝﻤﺸﺭﻭﻉ ﺇﻨﻬﺎﺀ)ﺍ ﻭﺇﻨﺸﺎﺀ ﺍﻝﺘﻘﻴﻴﻡﻝﺘﻘﺎﺭﻴﺭ(
oﺴﻴ ﺍﻝﻤﻨﺘﺞ ﻜﺎﻥ ﺇﺫﺍ ﻓﻴﻤﺎ ﺩﺩﻴﺤ ﻭﺘﻘﻴﻴﻡ ﺘﺤﻠﻴل ﺇﺠﺭﺍﺀﺍﻝﻤﺸﺭﻭﻉ ﻨﻬﺎﻴﺔ ﻓﻲ ﺍﻝﻤﺴﺘﺨﺩﻡ ﺇﻝﻰ ﻡﺩﻘ
oﻤﺘﺘﻀ ﺘﻘﺎﺭﻴﺭ ﺇﻨﺸﺎﺀﺍﻝﻤﺩﺭﺍﺀ ﺇﻝﻰ ﻭﺘﻘﺩﻴﻤﻬﺎ ﺍﻝﺘﻘﻴﻴﻡ ﻫﺫﺍ ﺘﻔﺎﺼﻴل ﻥﺍﻝﺘﻨﻔﻴﺫﻴﻴﻥ)Chief Executives(ﻤﻨﻬ ﻝﻼﺴﺘﻔﺎﺩﺓ ﻭﺘﺨﺯﻴﻨﻬﺎ ،ﺎ
ﺍﻝﻘﺎﺩﻤﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﻫﺎﻡ ﻜﻤﺭﺠﻊ
oﺍﻝﻤﺭﺠﻊ ﻫﺫﺍ ﻴﺘﻀﻤﻥﺍﻝﻤﻭﻅﻔﻴﻥ ،ﺍﻝﺘﻁﻭﻴﺭ ﺒﻴﺌﺔ ،ﺍﻝﺨﻁﻁ)ﻭﻤﻬﺎﺭﺍﺘﻬﻡ ﻋﺩﺩﻫﻡ(،ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺤﺯﻡ ﻤﺜل ﻤﻨﺘﺠﺎﺕ ،ﺍﻝﺘﻁﻭﻴﺭ ﺃﺩﻭﺍﺕ ،
ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻌﻤل ﻁﺭﻴﻘﺔ ،ﺍﻝﺨﺎﺭﺝ ﻤﻥ ﺒﻬﺎ ﺍﻻﺴﺘﻌﺎﻨﺔ ﺘﻡ ﺍﻝﺘﻲ ﺍﻝﻤﻬﻨﺩﺴﻴﻥ ﻤﻬﺎﺭﺍﺕ.
ﺍﻷﻁﻭﺍﺭ ﻫﺫﻩ ﺘﻜﺘﻤل ﻋﻨﺩﻤﺎ ﺍﻝﻤﺸﺭﻭﻉ ﻴﻨﺘﻬﻲ.ﺘﻌﺘﺒﺭﻜ ،ﻹﻨﻬﺎﺌﻪ ﹰﺍﺠﺩ ﺃﺴﺎﺴﻴﺔ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓﻜﺒﻴ ﹰﺍﻋﺩﺩ ﱢلﻐﺘﺸ ﺍﻝﺘﻲ ﺍﻝﺸﺭﻜﺎﺕ ﺃﻥ ﻤﺎﻤﻥ ﹰﺍﺭ
ﹰﺍﻤﻌﻴﺎﺭ ﹼﺏﻠﺘﺘﻁ ﺍﻝﻤﺸﺎﺭﻴﻊ)Standard(ﺍﻝﻤﺸﺎﺭﻴﻊ ﻹﺩﺍﺭﺓ.
ﺍﻷﻭﻝﻴﺔ ﻭﺍﻝﺨﻁﺔ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕ
ﹼﻁﺨ ﻭﻀﻊ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻋﻠﻰﺃﻭﻝﻴﺔ ﺔ)ﺍﻝﻤﺸﺭﻭﻉ ﺒﺩﺍﻴﺔ ﻗﺒل(ﻤﺘﺘﻀ ﻭﺍﻝﺘﻲ ﺍﻝﻤﺸﺭﻭﻉ ﻓﻲ ﺍﻷﺴﺎﺴﻴﺔ ﻝﻠﻌﻨﺎﺼﺭﻥ:
oﺍﻝﻤﺸﺭﻭﻉ ﺃﻫﺩﺍﻑ ﺘﻭﻀﻴﺢ
oﻤﻨﻅﻤﺔ ﺘﺸﻜﻴل
oﻭﻀﻊﺍﻹﺩﺍﺭﺓ ﺘﺘﻌﻠﻕ ﻤﻔﺎﻫﻴﻡ
oﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻨﻘل ﻤﻔﺎﻫﻴﻡ
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ﹼﻁﺨ ﺴﺘﻭﻀﻊ ﺃﻨﻪ ﺒﺎﻋﺘﺒﺎﺭ ،ﺍﻝﻤﺸﺭﻭﻉ ﻹﻨﺠﺎﺯ ﺃﺴﺎﺴﻲ ﺃﻤﺭ ﻫﻭ ﺍﻷﻫﺩﺍﻑ ﻫﺫﻩ ﻝﺘﺤﻘﻴﻕ ﺴﻴﺎﺴﺔ ﺘﺤﺩﻴﺩ ﺜﻡ ﻭﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺃﻫﺩﺍﻑ ﺘﺤﺩﻴﺩ ﻥﺇﻴﺃﻭﻝ ﺔﺔ
)ﻋﺭﻴﻀﺔ ﻜﺨﻁﻭﻁ(ﺍﻝﺴﻴﺎﺴﺔ ﻫﺫﻩ ﻋﻠﻰ ﹰﺍﺍﻋﺘﻤﺎﺩ.ﻤﺘﺘﻀﹼﻁﺍﻝﺨ ﻫﺫﻩ ﻥﺍﻝﻨ ﺠﻭﺩﺓ ﻭﻤﺴﺘﻭﻯ ﺍﻝﺯﻤﻨﻴﺔ ﺍﻝﺠﺩﻭﻝﺔ ﺔﻭﺍﻝﺘﻜﺎﻝﻴﻑ ﺘﺎﺌﺞ.ﺘﺸﻜﻴل ﻓﺈﻥ ﻜﺫﻝﻙ
ﺭﺃﻤ ﻫﻭ ﺍﻝﻤﻁﻠﻭﺒﺔ ﻝﻠﻤﻬﺎﺭﺍﺕ ﹰﺎﺘﺒﻌ ﻤﻨﻅﻤﺔﻴﻜﻭﻥ ﺃﻥ ﻭﻴﺠﺏ ،ﺍﻝﻤﻨﻅﻤﺔ ﻫﺫﻩ ﻀﻤﻥ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻝﻨﻘل ﻨﻅﺎﻡ ﺇﻗﺎﻤﺔ ﻀﺭﻭﺭﺓ ﺇﻝﻰ ﺒﺎﻹﻀﺎﻓﺔ ،ﺠﻭﻫﺭﻱ
ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﺘﻭﺍﺼل لﻬﻴﺴ ﺍﺴﺘﺨﺩﺍﻤﻪ ﺃﻥ ﺒﺎﻋﺘﺒﺎﺭ ﺍﻝﻨﻅﺎﻡ ﻫﺫﺍ ﻤﻊ ﻤﺘﺂﻝﻔﻴﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺃﻋﻀﺎﺀ.
ﺍﻝﻤﺸﺭﻭﻉ ﻫﺩﻑ ﺘﻭﻀﻴﺢ
ﺃﻭﻝﻴﺔ ﺨﻁﺔ ﻝﻭﻀﻊ ﺍﻝﻤﺸﺭﻭﻉ ﻫﺩﻑ ﺘﻭﻀﻴﺢ
oﻤﺴﺢ ﺒﻌﻤﻠﻴﺎﺕ ﺍﻝﻘﻴﺎﻡ ﻴﺠﺏ)Survey(ﺍﻷﻫﺩﺍﻑ ﺘﻭﻀﻴﺢ ﻭﻴﺠﺏ ،ﻤﺘﻁﻠﺒﺎﺘﻬﻡ ﻓﻬﻡ ﺒﻬﺩﻑ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ﻋﻥ)،ﺍﻝﻜﻠﻔﺔ ،ﺍﻝﻨﻅﺎﻡ ﺠﻭﺩﺓ
ﺍﻝﺘﺴﻠﻴﻡ ﻤﻭﻋﺩ(ﺍﻝﻤﻤﻜﻨﺔ ﺍﻝﻤﺨﺎﻁﺭ ﺘﻘﻠﻴل ﺃﻭ ﱡﺏﻨﺘﺠ ﻜﻴﻔﻴﺔ ﻤﻨﺎﻗﺸﺔ ﺍﻝﻀﺭﻭﺭﻱ ﻭﻤﻥ ،ﺒﻴﻨﻬﺎ ﺍﻷﻭﻝﻭﻴﺔ ﻭﺘﺤﺩﻴﺩ.
oﻤﺘ ﺃﻥ ﻨﻨﺴﻰ ﹼﻻﺃ ﻴﺠﺏﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﻤﻥ ﺍﻝﻌﺩﻴﺩ ﻫﻨﺎﻙ ﻴﻜﻭﻥ ﻓﻘﺩ ،ﻤﺘﻨﺎﻏﻤﺔ ﹰﺎﺩﺍﺌﻤ ﻝﻴﺴﺕ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ﹼﺒﺎﺕﻠﻁ:
ﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﺘﺨﺹ ﺍﻝﺘﻲ ﺍﻝﻘﺭﺍﺭﺍﺕ ﹼﺎﻉﻨﺼ
ﺘﻨﻔﻴﺫﻴﻭ ﻤﻭﻅﻔﻭﻥﻥ
ﺍﻝﻤﻨﻅﻤﺔ ﻓﻲ ﺃﻋﻀﺎﺀ
ﻤﺴﺎﻫﻤﻭﻥ
ﻨﻬﺎﺌﻴﻭﻥ ﻤﺴﺘﺨﺩﻤﻭﻥ
ﺩﻭﻥﺭﻤﻭ
ﻭﺒﺎﻝﺠﺩﻭﻝﺔ ﺒﺎﻝﻤﻴﺯﺍﻨﻴﺔ ﻤﻘﻴﺩﻭﻥ ﺃﻨﻨﺎ ﺒﺎﻋﺘﺒﺎﺭ ﻫﺅﻻﺀ ﺠﻤﻴﻊ ﺇﺭﻀﺎﺀ ﺍﻝﻤﺴﺘﺤﻴل ﻤﻥﺍﻝﻘﺭﺍﺭﺍﺕ ﹼﺎﻉﻨﺼ ﻌﺘﺒﺭﻴ ﹰﺓﻋﺎﺩ ﻭﻝﻜﻥ ،ﺍﻝﺯﻤﻨﻴﺔ"ﺍﻷﻜﺜﺭ ﺍﻝﺯﺒﺎﺌﻥ
ﺃﻫﻤﻴﺔ"ﺍﻝﻤﺸﺭﻭﻉ ﻓﻲ ﺍﻝﻌﻠﻴﺎ ﺍﻷﻭﻝﻭﻴﺔ ﺭﺃﻴﻬﻡ ﻭﻴﻌﻁﻰ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺇﻨﺠﺎﺡ ﻋﻠﻰ ﺍﻝﻤﺴﺎﻋﺩﻭﻥ ﺍﻝﻌﻨﺎﺼﺭ
oﺍﻝﻤﺸﺭﻭﻉ ﻓﻲ ﺍﻝﻘﺭﺍﺭ ﹼﺎﻉﻨﺼ
oﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﻝﺘﻨﻔﻴﺫ ﺼﻼﺤﻴﺎﺕ ﻝﺩﻴﻬﻡ ﺍﻝﺫﻴﻥ ﺍﻝﻘﺭﺍﺭ ﹼﺎﻉﻨﺼ
oﱢﻨﻬﻜﺘﻤ ﻭﺴﻠﻁﺔ ﺒﻤﻨﺼﺏ ﻴﺘﻤﺘﻌﻭﻥ ﺍﻝﺫﻴﻥ ﺍﻷﺸﺨﺎﺹﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺁﺭﺍﺀ ﺘﻨﺴﻴﻕ ﻤﻥ ﻡ
ﻤﻨﻅﻤﺔ ﺘﺸﻜﻴل)ﻝﻠﻤﺸﺭﻭﻉ ﱠﺕﻗﻤﺅ ﻓﺭﻴﻕ(
ﺍﻝﺫﻴﻥ ﺍﻝﻤﻭﻅﻔﻴﻥ ﻤﻥ ﺍﻝﻀﺭﻭﺭﻱ ﺍﻝﻌﺩﺩ ﺍﻝﻔﺭﻴﻕ ﻫﺫﺍ ﻴﺸﻤل ﺃﻥ ﺍﻝﻀﺭﻭﺭﻱ ﻤﻥ ﻭﺒﺎﻝﺘﺎﻝﻲ ،ﺍﻝﻤﺸﺭﻭﻉ ﻫﺫﺍ ﻹﻨﺠﺎﺯ ﺍﻝﻤﺸﺭﻭﻉ ﻓﺭﻴﻕ ﺘﺸﻜﻴل ﻴﺠﺭﻱ
ﺍﻝﻤﺸﺭﻭﻉ ﻹﻨﺠﺎﺯ ﺍﻝﻤﻁﻠﻭﺒﺔ ﺒﺎﻝﻤﻬﺎﺭﺍﺕ ﻴﺘﻤﺘﻌﻭﻥ.ﺍﻝﻤﺸﺭ ﻓﺭﻴﻕ ﱠلﻜﻴﺘﺸ ،ﹰﺎﻋﻤﻭﻤﺍﻝﻨﻅﺎﻡ ﺭﻭﻤﻁ ﻤﻥ ﻭﻉ)System Developer(ﺍﻝﻤﺴﺘﺨﺩﻡ ﺃﻭ
ﻤﺴﺅﻭﻝﻴﻥ ﻤﻭﻅﻔﻴﻥ ﺒﺈﺸﺭﺍﻑ ﻭﺫﻝﻙ:
•ﺍﻝﻨﻅﺎﻡ ﺭﻭﻤﻁ
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oﺍﻹﺩﺍﺭﺓ ﻗﺴﻡ:ﺃﻋﻤﺎل ﻤﺩﻴﺭ ﻤﻥ ﻴﺘﻜﻭﻥ)Business Manager(ﻜﺒﻴﺭ ﺇﺩﺍﺭﻱ ﻤﻭﻅﻑ ﻤﺜل ﻋﻠﻴﺎ ﻭﺇﺩﺍﺭﺓ.
oﺍﻝﺘﻁﻭﻴﺭ ﻗﺴﻡ:ﺍﻝﻘﺴﻡ ﻤﻥ ﻝﺘﻌﻠﻴﻤﺎﺕ ﹰﺎﺘﺒﻌ ﻋﻤﻠﻪ ﺍﻝﻨﻅﺎﻡ ﺘﻁﻭﻴﺭ ﻋﻥ ﺍﻝﻤﺴﺅﻭل ﺍﻝﺸﺨﺹ ﻴﺘﺎﺒﻊﺍﻹﺩﺍﺭﻱ.
•ﺍﻝﻤﺸﺭﻭﻉ ﻓﺭﻴﻕ ﻤﺠﻤﻭﻋﺎﺕ
oﺍﻝﻤﺸﺭﻭﻉ ﺘﻭﺠﻴﻪ ﻤﺠﻤﻭﻋﺔ)Project Navigation(ﺍﻝﺘﻁﻭﻴﺭ ﻗﺴﻡ ﺒﺘﻭﺠﻴﻪ ﺘﻘﻭﻡ ﺍﻝﺘﻲ
oﻭﺍﻝﺘﻁﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎل ﻤﺠﻤﻭﻋﺔ)Business and Applications(ﺍﻷﻨﻅﻤﺔ ﻤﺠﻤﻭﻋﺔ ﻤﻊ ﺒﺎﻝﺘﻌﺎﻭﻥ ﺍﻝﻨﻅﺎﻡ ﺒﺘﻁﻭﻴﺭ ﺘﻘﻭﻡ ﺍﻝﺘﻲ
ﻭﺍﻝﺘﻘﻨﻴﺎﺕ
oﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﻨﻅﻤﺔ ﻤﺠﻤﻭﻋﺔ)System and Technology(ﺍﻷﻋﻤﺎل ﻤﺠﻤﻭﻋﺔ ﻤﻊ ﺒﺎﻝﺘﻌﺎﻭﻥ ﺍﻝﻨﻅﺎﻡ ﺒﺘﻁﻭﻴﺭ ﺘﻘﻭﻡ ﺍﻝﺘﻲ
ﻭﺍﻝﺘﻁﺒﻴﻘﺎﺕ.
••••ﺍﻝﻨﻅﺎﻡ ﻤﺴﺘﺨﺩﻡ
oﹼﻠﻲﻐﻤﺸ ،ﺍﻷﻋﻤﺎل ﻓﻲ ﻜﺒﻴﺭﺓ ﻤﻌﺭﻓﺔ ﺫﻭﻱ ﺃﺸﺨﺎﺹ ،ﺍﻝﻤﻭﺍﺼﻔﺎﺕ ﺍﺨﺘﻴﺎﺭ ﻴﻤﻜﻨﻬﻡ ﻗﺭﺍﺭ ﹼﺎﻉﻨﺼ ﻋﻠﻰ ﺍﻝﻨﻅﺎﻡ ﻤﺴﺘﺨﺩﻡ ﻓﺭﻴﻕ ﻴﺤﺘﻭﻱ
ﺫﻝﻙ ﻭﻏﻴﺭ ﻝﻠﻨﻅﺎﻡ ﺍﻝﻨﻬﺎﺌﻴﻴﻥ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ،ﺃﻨﻅﻤﺔ.
ﺍﻝﺘﻲ ﺍﻝﻤﻌﻠﻭﻤﺎﺕﺍﻝﻤﺴﺘﺨﺩﻡ ﻓﺭﻴﻕ ﺘﻨﻅﻴﻡ ﻴﺤﺘﻭﻱ ﺃﻥ ﻴﺠﺏ ﻭﺒﺎﻝﺘﺎﻝﻲ ،ﺍﻝﻨﻅﺎﻡ ﻝﺘﻁﻭﻴﺭ ﺃﺴﺎﺴﻴﺔ ﻤﻌﻠﻭﻤﺎﺕ ﻫﻲ ﺍﻷﺸﺨﺎﺹ ﻫﺅﻻﺀ ﻤﻥ ﻋﻠﻴﻬﺎ ﻨﺤﺼل
ﺍﻷﺸﺨﺎﺹ ﻫﺅﻻﺀ ﻤﺜل ﻋﻠﻰ.
ﺍﻝﺘﻁﻭﻴﺭ ﻓﺭﻴﻕ ﻤﺠﻤﻭﻋﺎﺕ ﺒﻴﻥ ﺍﻝﻌﻼﻗﺔ
ﺍﻝﻤﺸﺭﻭﻉ ﺘﻭﺠﻴﻪ ﻤﺠﻤﻭﻋﺔ ﺃﻋﻀﺎﺀ ﻴﻘﻭﻡ)ﺍﻝﻤﺩﺭﺍﺀ(ﺍﻝﻤﺠﻤﻭﻋﺎﺕ ﻷﻋﻀﺎﺀ ﺍﻝﻤﻨﺎﺴﺒﺔ ﻭﺍﻝﺘﻌﻠﻴﻤﺎﺕ ﺍﻷﻭﺍﻤﺭ ﺒﺈﻋﻁﺎﺀﺍﻷﺨﺭﻯ)ﺍﻷﻋﻤﺎل ﻤﺠﻤﻭﻋﺔ
ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﻨﻅﻤﺔ ﻭﻤﺠﻤﻭﻋﺔ ﻭﺍﻝﺘﻁﺒﻴﻘﺎﺕ(ﺍﻝﻤﺠ ﻫﺎﺘﻴﻥ ﺃﻋﻀﺎﺀ ﻋﻠﻰ ﻴﺠﺏ ﻭﺒﺎﻝﻤﻘﺎﺒل ،ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﺘﻘﺎﺭﻴﺭ ﺇﻋﻁﺎﺀ ﻤﻭﻋﺘﻴﻥﺍﻝﻤﺸﺭﻭﻉ ﻡﺩﺘﻘ ﻋﻥ
ﻴﻭﺍﺠﻬ ﺍﻝﺘﻲ ﻭﺍﻝﻤﺸﺎﻜلﻭﻨﻬﺎﺇﻝﻰﺍﻝﻤﺩﺭﺍﺀﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﻨﺼﺎﺌﺢ ﺇﻋﻁﺎﺀ ﺜﻡ ﻭﻤﻥ ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﻘﺭﺍﺭﺍﺕ ﺒﺎﺘﺨﺎﺫ ﺍﻝﻤﺩﺭﺍﺀ ﻝﻴﻘﻭﻡ ،.
ﺭﻏﻡﻡﺘﻬ ﺍﻝﺘﻲ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﺒﺎﺩل ﻋﻠﻴﻬﻡ ﺃﻥ ﺇﻻ ،ﻤﺨﺘﻠﻔﺘﻴﻥ ﻤﺠﻤﻭﻋﺘﻴﻥ ﻫﻤﺎ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﻨﻅﻤﺔ ﻭﻤﺠﻤﻭﻋﺔ ﻭﺍﻝﺘﻁﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎل ﻤﺠﻤﻭﻋﺔ ﺃﻥ
ﺍﻝﻁﺭﻓﻴﻥ.ﹼﻠﺘﺘﻁ ﺒﺘﻁﻭﻴﺭﻫﺎ ﺘﻘﻭﻡ ﺍﻝﺘﻲ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺃﻥ ﻭﺍﻝﺘﻁﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎل ﻤﺠﻤﻭﻋﺔ ﻭﺠﺩﺕ ﺇﺫﺍ ،ﺍﻝﻤﺜﺎل ﺴﺒﻴل ﻋﻠﻰﻫﻭ ﻤﻤﺎ ﺃﻜﺜﺭ ﺇﻤﻜﺎﻨﺎﺕ ﺏ
ﻫﺫﻩ ﻤﺜل ﻓﺈﻥ ،ﹼﻊﻗﻤﺘﻭﻡﺘﻬ ﺍﻝﻤﻌﻠﻭﻤﺔﻜﻴﻔﻴﺔ ﻋﻠﻰ ﱢﺭﺜﺘﺅ ﻗﺩ ﻷﻨﻬﺎ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﻨﻅﻤﺔ ﻤﺠﻤﻭﻋﺔﻭﻜﺫﻝﻙ ،ﺍﻝﻤﻁﻠﻭﺒﺔ ﺍﻷﺠﻬﺯﺓ ﺍﺨﺘﻴﺎﺭﻋﻠﻰ ﺘﺅﺜﺭ ﻗﺩ
ﻤﻭﺍﺼﻔﺎﺕ ﺭﻴﻴﻐ ﺃﻭ ﹰﻼﻤﺜ ﺍﻷﺠﻬﺯﺓ ﻤﻭﺍﺼﻔﺎﺕ ﺭﻴﻴﻐ ﻓﻘﺩ ،ﺍﻷﻓﻀل ﺍﻝﺤل ﺒﺎﺨﺘﻴﺎﺭ ﻝﻴﻘﻭﻡ ﺍﻝﻤﺩﻴﺭ ﺇﻝﻰ ﺒﺫﻝﻙ ﺘﻘﺭﻴﺭ ﻜﺘﺎﺒﺔ ﻤﻥ ﺒﺩ ﻻ ﻝﺫﻝﻙ ﺍﻝﻤﻴﺯﺍﻨﻴﺔ
ﺍﻝﺒﺭﻨﺎﻤﺞ.
ﺍﻝﻤ ﻋﻠﻰﻤﺴﺒﻘ ﻭﻴﻨﺸﺭﻫﺎ ﺍﻝﺘﻭﺍﺼل ﻗﻭﺍﻋﺩ ﻴﺅﺴﺱ ﺃﻥ ﺩﻴﺭﹰﺎﻓ ﺍﻝﻤﺸﺎﻜل ﺍﺴﺘﻜﺸﺎﻑ ﺃﻥ ﺒﺎﻋﺘﺒﺎﺭ ﻤﻌﻬﺎ ﻤﺘﺂﻝﻔﻴﻥ ﺍﻷﻋﻀﺎﺀ ﻴﻜﻭﻥ ﺒﺤﻴﺙ ﺍﻝﻔﺭﻴﻕ ﻀﻤﻥﻲ
ﺍﻝﺤﻠﻭ ﻭﻀﻊ ﻭﻤﺤﺎﻭﻝﺔ ﻤﺒﻜﺭﺓ ﻤﺭﺤﻠﺔلﺭﺃﻤ ﻫﻭ ﻝﻬﺎﻡﻫﺎﹰﺍﺠﺩ.
ﺍﻝﻤﺸﺭﻭﻉ ﻹﺩﺍﺭﺓ ﻤﻔﺎﻫﻴﻡ
ﻝﻜﻲﺍﻝﻤﺸﺭﻭﻉ ﻨﺠﺯﻴﺴﻠﻴﻡ ﺒﺸﻜلﻭﻴﺠﺭﻱﻓﻲ ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﺒﺎﺩلﺍﻝﻘﺭﺍﺭﺍﺕ ﻤﻥ ﺍﻝﻌﺩﻴﺩ ﺍﺘﺨﺎﺫ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﺭﺍﺀ ﻋﻠﻰ ﻴﺠﺏ ،ﺍﻝﻤﻼﺌﻡ ﺍﻝﻭﻗﺕ
ﺍﻝﺘﺎﻝﻴﺔ ﺒﺎﻝﻌﻨﺎﺼﺭ ﻴﺘﻌﻠﻕ ﻓﻴﻤﺎ ﺍﻝﻬﺎﻤﺔ:
••••ﺍﻝﺘﺸﻐﻴل ﻗﻭﺍﻋﺩ
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ﺭﺃﻤ ﻫﻭ ﺍﻝﻌﻤﻠﻴﺎﺘﻴﺔ ﺍﻝﻘﻭﺍﻋﺩ ﺘﺤﺩﻴﺩﻱﻀﺭﻭﺭﹰﺎﺴﻠﻴﻤ ﹰﺍﺇﻨﺠﺎﺯ ﺍﻝﻤﺸﺭﻭﻉ ﻹﻨﺠﺎﺯ.ﺘﺸﺎﺭﻙ ﻜﻁﺭﻕ ،ﺍﻝﻤﺸﺭﻭﻉ ﻝﺘﺤﻘﻴﻕ ﻗﻭﺍﻋﺩ ﺘﻭﻀﻊ ﺃﻥ ﻴﺠﺏ
ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕﻭﻏﻴﺭﻫﺎ ﺘﺤﺼل ﻗﺩ ﺍﻝﺘﻲ ﺍﻝﻤﺸﺎﻜل ّلﺤ ﻭﺇﺠﺭﺍﺀﺍﺕ.ﺍﻝﺘﺄﻜﺩ ﺍﻝﻤﻬﻡ ﻤﻥﻝ ﺍﻝﺠﻤﻴﻊ ﻓﻬﻡ ﻤﻥﺒﺎﻹﻀﺎﻓﺔ ،ﺍﻝﻘﻭﺍﻋﺩ ﻬﺫﻩ
ﻤﺜل ﺍﻷﺩﻭﺍﺕ ﺒﻌﺽ ﺍﺴﺘﺨﺩﺍﻡ ﺃﻥ ﺇﻝﻰGroupwareﻓﻌﺎﻝﻴﺔ ﺃﻜﺜﺭ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﺒﺎﺩل ﻴﺠﻌل ﺃﻥ ﻴﻤﻜﻥ.
••••ﺍﻝﻤﺴﺅﻭﻝﻴﻥ ﺍﻝﻤﻭﻅﻔﻴﻥ ﺼﻼﺤﻴﺎﺕ ﺘﻭﻀﻴﺢ
ﺒﺤﻴﺙ ،ﺍﻝﻤﺸﺭﻭﻉ ﻓﻲ ﻋﻀﻭ ﻜل ﻭﺼﻼﺤﻴﺎﺕ ﺃﺩﻭﺍﺭ ﺘﻭﻀﻴﺢﻤﻥ ﺍﻝﺤﺎﻝﻴﺔ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﻤﺠﻤﻭﻋﺔ ﺭﺌﻴﺱ ﻴﺘﺎﺒﻊ ﻤﻌﻴﻨﺔ ﻤﺸﻜﻠﺔ ﺘﺤﺼل ﻋﻨﺩﻤﺎ
ﺼﻼﺤﻴﺎﺘﻪ ﺤﺩﻭﺩ ﻀﻤﻥ ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﺨﻼل،ﻤﺩﻴﺭﻩ ﺇﻝﻰ ﺒﺎﻝﻨﺘﺎﺌﺞ ﹰﺍﺘﻘﺭﻴﺭ ﻴﺭﻓﻊ ﺜﻡ ﻭﻤﻥ.ﺨﺎﺭﺝ ﺍﻝﻤﺸﻜﻠﺔ ﻜﺎﻨﺕ ﺤﺎل ﻓﻲ
ﻤﻌﻪ ﺍﺠﺘﻤﺎﻉ ﺨﻼل ﻤﻥ ﺫﻝﻙ ﻴﻜﻭﻥ ﻭﻗﺩ ﺒﺨﺼﻭﺼﻬﺎ ﺍﻝﻤﺩﻴﺭ ﻗﺭﺍﺭ ﻴﻁﻠﺏ ﺃﻥ ﻋﻠﻴﻪ ،ﺼﻼﺤﻴﺎﺘﻪ.ﺇﻥﺩﻭﺭ ﻋﻠﻰ ﹰﺍﺍﻋﺘﻤﺎﺩ ﺍﻝﺼﻼﺤﻴﺎﺕ ﺘﻭﻀﻴﺢ
ﺭﺃﻤ ﻫﻭ ﻋﻀﻭ ﻜلﻌﻓٌلﺎﺍﻝﻤﺸﺭﻭﻉ ﻋﻤل لﻬﻭﻴﺴ ﺴﻠﻴﻡ ﺒﺸﻜل ﻴﻌﻤﻠﻭﻥ ﺍﻷﻋﻀﺎﺀ ﻴﺠﻌل ﻷﻨﻪ ﹰﺍﺠﺩ.
••••ﻜﻴﻔﻴﺔﺍﻹﻨﺠﺎﺯ
ﻤﺩﺭﺍﺀ ﻴﺤﺼل/ﺃﻭ ﺍﻝﻤﺸﺭﻭﻉ ﻹﻨﺠﺎﺯ ﻫﺎﻤﺔ ﻤﻌﻠﻭﻤﺎﺕ ﻋﻠﻰ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﺨﻼل ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺃﻋﻀﺎﺀ/ﻝﻠﻤﺴﺘﺨﺩﻤﻴ ﻹﻋﻁﺎﺌﻬﺎ ﻭﻥ.ﺍﻝﻘﻴﺎﻡ ﻴﺠﺏ
ﻤﺨﺘﻠﻔﺔ ﺒﺄﻨﻭﺍﻉﺍﻝﻤﺠﻤﻭﻋﺔ ﻝﻤﺩﺭﺍﺀ ﻤﺠﻤﻭﻋﺔ ﻀﻤﻥ ﻜﺎﻻﺠﺘﻤﺎﻉ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﻤﻥﻭ/ﺃﻭﺍﻝﻤﺸﺭﻭﻉ ﺤﺠﻡ ﺤﺴﺏ ﻭﺫﻝﻙ ،ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ.ﻋﻠﻰ
ﻭﻤ ﻭﻤﺤﺘﻭﻯ ﻨﻭﻉ ﺘﺤﺩﻴﺩ ﺍﻝﻤﺩﺭﺍﺀﺸﺎﺭﻜﻲﺍﺠﺘﻤﺎﻉ ﻜل ﻭﺒﺭﻨﺎﻤﺞ.
••••ﺘﻔﺎﺼﻴ ﺘﻭﻀﻴﺢلﺍﻝﺘﻘﺎﺭﻴﺭ
ﺩﺘﻘ ﺤﻭل ﹶﺏﺘﹸﻜﺘ ﺍﻝﺘﻲ ﻝﻠﺘﻘﺎﺭﻴﺭ ﺼﻴﻐﺔ ﺘﺤﺩﻴﺩ ﺍﻝﻤﻬﻡ ﻤﻥﻭﺍﻝﻤﺸﺎﻜل ﺍﻝﻤﺸﺭﻭﻉ ﻡ،ﺘﺤﺼل ﺍﻝﺘﻲﺒﺎﻹﻀﺎﻓﺔ،ﺍﻝﺘﻘﺎﺭﻴﺭ ﻫﺫﻩ ﺘﻔﺎﺼﻴل ﺘﺤﺩﻴﺩ ﺇﻝﻰ
ﺭﺃﻤ ﻭﻫﺫﺍﻱﻀﺭﻭﺭﺍﻝﻼﺯﻤﺔ ﺍﻝﻌﻨﺎﺼﺭ ﺠﻤﻴﻊ ﻋﻠﻰ ﺍﻝﺘﻘﺭﻴﺭ ﺍﺤﺘﻭﺍﺀ ﻝﻀﻤﺎﻥ ﹰﺍﺠﺩ.
ﺍﻝﻤﺸﺭﻭﻉ ﻭﻗﻴﺎﺩﺓ ﻀﺒﻁ
ﹲﺔﻀﺭﻭﺭﻴ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓﺍﻝـ ﺩﻭﺭﺓ ﻤﻔﻬﻭﻡ ﻋﻠﻰ ﹰﺍﺍﻋﺘﻤﺎﺩ ﻭﺘﻨﺠﺢ ،ﺍﻝﻤﺸﺭﻭﻉ ﻫﺫﺍ ﻭﻗﻴﺎﺩﺓ ﻝﻀﺒﻁ ﹰﺍﺠﺩPDCA:
••••ﹼﻁﻁﺨ)Plan(
oﺍﻝﻤﺸ ﻝﺘﺨﻁﻴﻁ ﺍﻷﻭﻝﻰ ﺍﻝﺨﻁﻭﺓﺭﻭﻉﺍﻷﻫﺩﺍﻑ ﺘﻭﻀﻴﺢ ﻫﻲ
oﺍﻷﻫﺩﺍﻑ ﺩﺩﹸﺤﺘ ﺤﺎﻝﻤﺎﻴﺠﺭﻱﹼﻁﺨ ﻭﻀﻊﺍﻷﻫﺩﺍﻑ ﻫﺫﻩ ﻋﻠﻰ ﺀﺒﻨﺎ ﺍﻝﻤﺸﺭﻭﻉ ﻝﺘﺤﻘﻴﻕ ﺔ
oﹼﻁﺍﻝﺨ ﻫﺫﻩ ﺘﻭﻀﺢﺔﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﻌﻤل ﻓﻌﺎﻝﻴﺎﺕ ﻭﺘﺴﻠﺴل ﹼﺒﻊﺘﺴﺘ ﺍﻝﺘﻲ ﺍﻝﺴﻴﺎﺴﺔ.
••••ﺍﻋﻤل)Do(
oﺤﺴﺏ ﺍﻝﻤﻬﺎﻡ ﺯﺠﺘﻨ ﺒﺤﻴﺙ ﺍﻝﻔﻌﻠﻲ ﺒﺎﻝﻌﻤل ﻭﺍﻝﺒﺩﺀ ﺍﻝﻤﺸﺭﻭﻉ ﺇﻁﻼﻕﺤ ﻭﻝﻴﺱ ﺍﻝﻤﻭﻀﻭﻋﺔ ﹼﺔﻁﺍﻝﺨﺍﻷﻫﻭﺍﺀ ﺴﺏ.
••••ﱠﻕﻘﺘﺤ)Check(
oﹼﻁﺍﻝﺨ ﺒﻴﻥ ﺍﻝﻤﻘﺎﺭﻨﺔﺇﻝﻴﻬﺎ ﺍﻝﻭﺼﻭل ﺘﻡ ﺍﻝﺘﻲ ﻭﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﻤﻭﻀﻭﻋﺔ ﺔ.
••••ﻑﺭﺘﺼ)Action(
oﺒﺤﻴﺙ ﱡﻕﻘﺍﻝﺘﺤ ﻤﺭﺤﻠﺔ ﻓﻲ ﺘﺤﺩﻴﺩﻫﺎ ﺘﻡ ﺍﻝﺘﻲ ﻝﻠﻤﺸﺎﻜل ﺤﻠﻭل ﺇﻴﺠﺎﺩﻴﺠﺭﻱﺍﻝﻤﺸﺎﻜل ﻫﺫﻩ ﺃﺴﺒﺎﺏ ﺘﺤﺩﻴﺩﻝﻤﻨﻊ ﻤﻨﻬﺎ ﻭﺍﻝﺘﺨﻠﺹ
ﹰﺔﺜﺎﻨﻴ ﻭﻗﻭﻋﻬﺎ.
ﺍﻝﻤﺸﺭ ﺨﻼل ﺍﻝﺩﻭﺭﺓ ﻫﺫﻩ ﺭﺭﹸﻜﺘﺍﻝﻘﺎﺩﻤﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﻤﻨﻬﺎ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﻤﻜﻥ ﺒﺤﻴﺙ ﺍﻝﻌﻤل ﻁﺭﻴﻘﺔ ﻭﺘﺤﺴﻴﻥ ﺍﻝﻤﺸﺎﻜل ﻝﺤل ﺍﺴﺘﺨﺩﺍﻤﻬﺎ ﻭﻴﻤﻜﻥ ﻭﻉ.
- 13. Universal Knowledge Solutions S.A.L.
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ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ)ﺍﻝﺘﻘﺎﺭﻴﺭ ﻭﺇﻨﺸﺎﺀ ﺍﻝﺘﻘﻴﻴﻡ(
ﺍﻻﺨﺘﺒﺎﺭ ﻨﺘﺎﺌﺞ ﻋﻠﻰ ﹰﺍﺍﻋﺘﻤﺎﺩ ﻭﺫﻝﻙ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ ﺇﻤﻜﺎﻨﻴﺔ ﻤﻥ ﺍﻝﺘﺄﻜﺩ ﻴﺠﺏ)ﺍﻷ ﺘﺼﺤﻴﺢ ﻨﺘﺎﺌﺞ ،ﺍﻷﺨﻁﺎﺀ ﻋﺩﺩ ،ﺍﻻﺨﺘﺒﺎﺭ ﺤﺎﻻﺕ ﻋﺩﺩﺨﻁﺎﺀ(،
ﺫﻝﻙ ﻋﻠﻰ ﺀﻭﺒﻨﺎﻴﺠﺭﻱﺜﻡ ﻭﻤﻥ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ﺇﻝﻰ ﻭﻜﺫﻝﻙ ﺍﻝﺘﻁﻭﻴﺭ ﻗﺴﻡ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ ﺭﺌﻴﺱ ﺇﻝﻰ ﺒﺎﻝﻨﺘﺎﺌﺞ ﺘﻘﺭﻴﺭ ﺭﻓﻊﻴﺠﺭﻱﻝﺘﺸﻐﻴل ﺍﻝﺘﺤﻀﻴﺭ
ﺍﻝﻤﺸﺭﻭﻉ.
ﺍﻝﻨﻬﺎﺌﻴﺔ ﺍﻝﻤﻨﺘﺠﺎﺕ ﺘﺴﻠﻴﻡ ﻴﺠﺏ)ﻭ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ،ﺍﻷﺠﻬﺯﺓ ﻤﺜل/ﺍﻝﻭﺜﺎﺌﻕ ﺃﻭ(ﺍﻝﻤﺸﺭﻭﻉ ﺤﺴﺏ ﺍﻝﺘﺴﻠﻴﻡ ﻭﻗﺕ ﻴﺨﺘﻠﻑ ﻭﻝﻜﻥ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ ﺇﻝﻰ.ﺤ ﻓﻲﺎل
ﺍﻝﺘﺸﻐﻴل ﺒﺩﺀ ﺒﻌﺩ ﻤﺸﺎﻜل ﺃﻴﺔ ﺤﺩﻭﺙ)ﻤﻌﻴﻨﺔ ﺍﺨﺘﺒﺎﺭ ﻋﻤﻠﻴﺔ ﺃﻭ(ﻝﻬﺎ ﺍﻝﻤﻀﺎﺩﺓ ﻭﺒﺎﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻤﺸﺎﻜل ﻫﺫﻩ ﺒﺤﺎﻻﺕ ﺘﻘﺭﻴﺭ ﻭﻀﻊ ﻴﺠﺏ.
ﹲﺓﻤﻔﻴﺩ ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﺨﺎﺼﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺴﺘﻜﻭﻥﺍﻝﻤﺴﺘﻘﺒل ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ ﺘﺤﻘﻴﻕ ﺃﺠل ﻤﻥ ﹰﺍﺠﺩ.ﻫﺫﻩ ﻤﺭﺍﺠﻌﺔ ،ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ ﺒﻌﺩ ،ﺍﻝﻀﺭﻭﺭﻱ ﻤﻥ
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ)ﻜﺎﻨﺕ ﺴﻭﺍﺀﻭﻏﻴﺭﻫﺎ ﺍﻷﺨﻁﺎﺀ ﻋﺩﺩ ،ﺍﻻﺨﺘﺒﺎﺭ ﻋﻨﺎﺼﺭ ﻋﺩﺩ ،ﺍﻝﺯﻤﻨﻲ ﺍﻝﺠﺩﻭل ،ﺍﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭ ﻤﺜل ،ﻻ ﺃﻡ ﺼﺤﻴﺤﺔ ﺍﻷﻭﻝﻴﺔ ﺍﻝﻘﻴﻡ(،
ﺘﻁﻭﻴﺭﻩ ﻭﻁﺭﻴﻘﺔ ﺃﻋﻀﺎﺀﻩ ﻭﻤﻬﺎﺭﺍﺕ ﺍﻝﻤﺸﺭﻭﻉ ﺘﻨﻅﻴﻡ ﻁﺭﻴﻘﺔ ﻤﺭﺍﺠﻌﺔ ﻭﻜﺫﻝﻙ.ﱢﺭﺜﺘﺅ ﺃﻥ ﻴﺠﺏﻫﺫﻩﺍﻝﻼﺤﻘﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﺍﻝﻨﺘﺎﺌﺞ.
ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻭﻥ
ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻭﻥ)Project Stakeholders(
ﺍﻝﻤﺸﺭﻭﻉ ﺒﻨﺸﺎﻁﺎﺕ ﻴﺘﺄﺜﺭﻭﻥ ﺃﻭ ﻴﻬﺘﻤﻭﻥ ﺃﺸﺨﺎﺹ ﻫﻡ.ﻴﺘﻀﻤﻥ ﻭﻫﺫﺍ:
oﺍﻹﺩﺍﺭﺓ
oﺍﻝﻤﺸﺭﻭﻉ ﺭﺍﻋﻲ
oﺍﻝﻤﺸﺭﻭﻉ ﻓﺭﻴﻕ
oﺍﻝﺩﻋﻡ ﻜﺎﺩﺭ
oﺍﻝﺯﺒﺎﺌﻥ
oﺍﻝﻤﺴﺘﺨﺩﻤﻭﻥ
oﺍﻝﻤﻭﺭﺩﻭﻥ
oﺍﻝﻤﺸﺭﻭﻉ ﺨﺼﻭﻡ
•ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺃﻫﻤﻴﺔ ﺇﺩﺭﺍﻙ
ﺍﻝﻌﻼ ﻭﺇﺩﺍﺭﺓ ﻭﻓﻬﻡ ﻝﺘﺤﺩﻴﺩ ﺍﻝﻜﺎﻓﻲ ﺍﻝﻭﻗﺕ ﺘﺄﺨﺫ ﺃﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓ ﻋﻠﻰﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺠﻤﻴﻊ ﻤﻊ ﻗﺎﺕ.
ﺍﻝﻤﻨﺘﺞ ﺤﻴﺎﺓ ﻭﺩﻭﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ﺤﻴﺎﺓ ﺩﻭﺭﺓ
ﺍﻝﻤﺸﺭﻭﻉ ﺤﻴﺎﺓ ﺩﻭﺭﺓ)Project Life Cycle(
ﺍﻝﻤﺸﺭﻭﻉ ﺃﻁﻭﺍﺭ ﻤﻥ ﻤﺠﻤﻭﻋﺔ ﻫﻲ)Project Phases(ﻭﻝﻜﻨﻬﺎ ،ﺁﺨﺭ ﺇﻝﻰ ﻤﺸﺭﻭﻉ ﻤﻥ ﺘﺨﺘﻠﻑ ﻗﺩ ﻭﺍﻝﺘﻲ ،–ﻋﺎﻡ ﺒﺸﻜل-ﺘﺘﻀﻤﻥ:
ﺍﻹﻁﻼﻕ)Initiating(،ﺍﻝﺘﺨﻁﻴﻁ)Planning(،ﺍﻝﺘﻨﻔﻴﺫ)Execution(،ﺍﻹﻨﻬﺎﺀ)Closure(.
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ﺍﻝﻤﻨﺘﺞ ﺤﻴﺎﺓ ﺩﻭﺭﺓ
ﺍﻷﻨﻅﻤﺔ ﺘﻁﻭﻴﺭ ﺤﻴﺎﺓ ﺩﻭﺭﺓ ﺘﻌﺘﺒﺭ ،ﹰﺎﺃﻴﻀ ﺤﻴﺎﺓ ﺩﻭﺭﺓ ﻝﻠﻤﻨﺘﺠﺎﺕ)Systems Development Life Cycle(ﺍﻷﻁﻭﺍﺭ ﻝﺘﻭﺼﻴﻑ ﻋﻤل ﺇﻁﺎﺭ
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺃﻨﻅﻤﺔ ﺘﻁﻭﻴﺭ ﻓﻲ ﺍﻝﻤﺘﻀﻤﻨﺔ)Information Systems(.
ﺤﻴﺎﺓ ﻭﺩﻭﺭﺓ ﺍﻝﻤﻨﺘﺞ ﺤﻴﺎﺓ ﺩﻭﺭﺓﻓﻘﻁ ﺒﺎﻝﺯﻤﻥ ﺒﻴﻨﻬﻤﺎ ﺘﻘﺎﻁﻊ ﻴﺤﺼل ﻗﺩ ﻭﻝﻜﻥ ،ﹰﺎﺘﻤﺎﻤ ﻭﻤﺴﺘﻘﻠﻴﻥ ﻤﻨﻔﺼﻠﻴﻥ ﺸﻴﺌﻴﻥ ﻫﻤﺎ ،ﺍﻝﻤﺸﺭﻭﻉ.
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ ﺒﻨﻴﺔ
ﺍﻝﺘﺎﻝﻴﺔ ﺍﻝﺒﻨﻴﺔ ﻝﻪ ﺇﺠﺭﺍﺀ ﻜل:
•ﺍﻝﺩﺨل)Input(
ﺴﺘﺨﺩﻡﻴ ﺃﻥ ﻴﺠﺏ ﻤﺎ ﻜل)ﹰﺍﺠﺎﻫﺯ ﻴﻜﻭﻥ ﺃﻥ ﻭﺒﺎﻝﺘﺎﻝﻲ(ﺍﻹﺠﺭﺍﺀ ﻝﺘﻨﻔﻴﺫ
•ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﺩﻭﺍﺕ)Tools and Techniques(
ﺍﻝﻤﺸﺭﻭﻉ ﺘﻨﻔﻴﺫ ﻋﻠﻰ ﻓﺭﻴﻘﻪ ﻭﺃﻋﻀﺎﺀ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻷﺩﻭﺍﺕ ﻫﺫﻩ ﺘﺴﺎﻋﺩ
•ﺍﻝﺨﺭﺝ)Output(
ﺍﻹﺠﺭﺍﺀ ﻋﻥ ﻴﻨﺘﺞ ﻤﺎ ﻜل.
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ﺍﻝﺜﺎﻝﺙ ﺍﻝﻘﺴﻡ
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺒﺈﺩﺍﺭﺓ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ
ﺍﻝﻤﻔﺘﺎﺤﻴﺔ ﺍﻝﻜﻠﻤﺎﺕ:
ﺍﻝ ﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ،ﺍﻝﻤﺸﺭﻭﻉ ﻤﺨﺎﻁﺭ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﻭﻗﺕ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ،ﻤﺸﺭﻭﻉ
ﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ ،ﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﻤﺸﺘﺭﻴﺎﺕ ﺇﺩﺍﺭﺓ ،ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ.
ﻤﻠﺨﺹ:
ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﻓﻲ ﺃﺴﺎﺴﻴﺔ ﻤﻔﺎﻫﻴﻡ ﺍﻝﻔﺼل ﻫﺫﺍ ﻴﻨﺎﻗﺵﻤﻨﻬﺎ ﻝﻜل ﺍﻝﺘﺎﺒﻌﺔ ﺍﻹﺩﺍﺭﻴﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺒﺈﺩﺍﺭﺓ.
ﺘﻌﻠﻴﻤﻴﺔ ﺃﻫﺩﺍﻑ:
•ﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ ﺸﺭﺡ
•ﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻨﻁﺎﻕ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ ﺸﺭﺡ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺸﺭﺡﻝﺫﻝ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻭﻗﺕ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡﻙ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻤﺨﺎﻁﺭ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺸﺭﺡﻝﺫﻝﻙ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻤﺸﺘﺭﻴﺎﺕ ﺇﺩﺍﺭﺓ ﻤﻔﻬﻭﻡ
•ﺇﻅﻬﺎﺭﺍﻝﻤﺸﺎﺭﻴﻊ ﺇﺩﺍﺭﺓ ﺒﺈﺠﺭﺍﺀﺍﺕ ﻝﻠﻘﻴﺎﻡ ﺍﻝﺴﻠﻴﻡ ﺍﻝﻤﺴﺎﺭ
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ﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ
ﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ(Project Integration Management)
ﻝﻡ ﺍﻝﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ ﺃﻥ ﺇﻻ ،ﺍﻷﻋﻤﺎل ﻋﺎﻝﻡ ﻓﻲ ﺸﺎﺌﻌﺔ ﺇﺠﺭﺍﺀﺍﺕ ﺘﺸﺒﻪ ﺍﻝﻤﺨﺎﻁﺭﺓ ﻭﺇﺩﺍﺭﺓ ﺍﻝﻭﻗﺕ ﺇﺩﺍﺭﺓ ﻤﺜل ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺒﻌﺽ ﺃﻥ ﻤﻥ ﺒﺎﻝﺭﻏﻡ
ﺍﻝﻌﺎﺩﻴﺔ ﺍﻷﻋﻤﺎل ﺇﺠﺭﺍﺀﺍﺕ ﻓﻲ ﺒﺎﻷﺼل ﺘﻭﺠﺩ.ﺩﻴﻨﺎﻤﻴﻜﻴﺔ ﻋﻤل ﺒﻁﺒﻴﻌﺔ ﺘﺘﻤﻴﺯ ﺍﻝﺘﻲ ﻝﻠﻤﺸﺎﺭﻴﻊ ﻋﻤل ﺇﻁﺎﺭ ﺇﻨﺸﺎﺀ ﺇﻝﻰ ﺍﻝﺤﺎﺠﺔ ﻨﺘﻴﺠﺔ ﻅﻬﺭﺕ ﻭﺇﻨﻤﺎ.
ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﺠﻤﻴﻊ ﺘﻨﺴﻴﻕ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﻴﺭ ﻋﻠﻰ ﻴﺠﺏ ﺤﻴﺙ ،ﺍﻝﻤﺸﺭﻭﻉ ﻝﺘﻜﺎﻤل ﺠﻴﺩﺓ ﺇﺩﺍﺭﺓ ﻭﺠﻭﺩ ﻫﻭ ﺍﻝﻤﺸﺭﻭﻉ ﻝﻨﺠﺎﺡ ﺍﻷﺴﺎﺴﻲ ﺍﻝﻤﻔﺘﺎﺡ
ﺨﻼل ﻤﻥ ﺍﻷﺨﺭﻯﻝﻠﻤﺸﺭﻭﻉ ﺤﻴﺎﺓ ﺩﻭﺭﺓ.ﻭﻴﺭﻜﺯﻭﻥ ،ﻜﻜل ﺍﻝﻤﺸﺭﻭﻉ ﻤﻊ ﺒﺸﻤﻭﻝﻴﺔ ﺍﻝﺘﻌﺎﻤل ﻓﻲ ﻤﺸﺎﻜل ﺍﻝﺠﺩﺩ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻤﺩﺭﺍﺀ ﻤﻥ ﺍﻝﻌﺩﻴﺩ ﻴﻭﺍﺠﻪ
ﺍﻝﻤﺸﺭﻭﻉ ﻤﻥ ﺃﺠﺯﺍﺀ ﻭﻋﻠﻰ ﺩﻗﻴﻘﺔ ﺘﻔﺎﺼﻴل ﻋﻠﻰ.ﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﺎﻤل ﺒﻴﻥ ﹰﺎﻓﺭﻗ ﻫﻨﺎﻙ ﺃﻥ ﺇﻝﻰ ﺍﻻﻨﺘﺒﺎﻩ ﻴﺠﺏ ،ﺃﺨﺭﻯ ﺠﻬﺔ ﻤﻥ)Project
Integration(ﺍﻝﺒﺭﻤﺠﻴﺔ ﻭﺘﻜﺎﻤل)Software Integration.(
ﺇﺩﺍﺭﺓ ﺘﺘﻀﻤﻥﺍﻝﺘﻜﺎﻤلﻤﺠﻤﻭﻋﺔﻝﻠﺘﻜﺎﻤل ﻗﺎﺒﻠﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻭﻫﺫﻩ ،ﺍﻝﻤﺨﺘﻠﻔﺔ ﺍﻝﻤﺸﺭﻭﻉ ﻋﻨﺎﺼﺭ ﺘﻜﺎﻤل ﺘﻀﻤﻥ ﺍﻝﺘﻲ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ
ﺒﺎﻷﺴﺎﺱ.ﺇ ﺇﺠﺭﺍﺀﺍﺕ ﺠﻤﻴﻊ ،ﹰﺎﻋﻤﻭﻤﻤﻌﻴﻥ ﺩﺤ ﺇﻝﻰ ﻝﻠﺘﻜﺎﻤل ﻗﺎﺒﻠﺔ ﺇﺠﺭﺍﺀﺍﺕ ﻫﻲ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺩﺍﺭﺓ.
•ﺍﻝﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ ﺇﻝﻰ ﻨﺤﺘﺎﺝ ﻝﻤﺎﺫﺍ؟
oﻤ ﻤﺠﻤﻭﻋﺔ ﺘﺤﻭﻱﻭﺘ ﺘﻨﺎﺴﻕ ﻝﻀﻤﺎﻥ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻥﺍﻝﻤﺘﻨﺎﻓﺴﺔ ﻭﺍﻝﺒﺩﺍﺌل ﺍﻷﻫﺩﺍﻑ ﻜﺎﻤل
oﱢﻜﺭﻴ ﺍﻝﺫﻱ ﺍﻝﻭﺤﻴﺩ ﺍﻝﻤﻌﺭﻓﺔ ﻤﺠﺎل ﻫﻲﺍﻝﻤﺸﺭﻭﻉ ﺨﻁﺔ ﻭﺘﻨﻔﻴﺫ ﺘﻁﻭﻴﺭ ﻋﻠﻰ ﺯ
oﺍﻹﺠﺭﺍ ﻤﻊ ﺇﺠﺭﺍﺀﺍﺘﻬﺎ ﺘﺘﻜﺎﻤلﺃﺨﺭﻯ ﻤﻌﺭﻓﺔ ﻤﺠﺎﻻﺕ ﻓﻲ ﺍﻷﺨﺭﻯ ﺀﺍﺕ
ﺇﺠﺭﺍﺀﺍﺕﺍﻝﻤﺸﺭﻭﻉ ﺘﻜﺎﻤل ﺇﺩﺍﺭﺓ
•ﺍﻝﻤﺸﺭﻭﻉ ﻋﻘﺩ ﺘﻁﻭﻴﺭ)Develop Project Charter(
ﻝﻠﻤﺸﺭﻭﻉ ﺼﻭﺭﻱ ﺘﻌﺭﻴﻑ ﺸﻜل ﻋﻠﻰ ﻭﺜﻴﻘﺔ ﻝﻭﻀﻊ ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﻤﻊ ﺍﻝﻌﻤل)Formal Definition of Project(.
•ﺍﻝﻤﺸﺭﻭﻉ ﻝﻨﻁﺎﻕ ﺘﻤﻬﻴﺩﻱ ﺒﻴﺎﻥ ﺘﻁﻭﻴﺭ)Develop Preliminary Project Scope Statement(
ﺍﻝ ﻭﺨﺩﻤﺎﺕ ﻤﻨﺘﺠﺎﺕ ﺴﻴﺴﺘﺨﺩﻤﻭﺍ ﺍﻝﺫﻴﻥ ﻤﻊ ﹰﺎﺨﺼﻭﺼ ،ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﻤﻊ ﺍﻝﻌﻤلﻝﻨﻁﺎﻕ ﺍﻷﺴﺎﺴﻴﺔ ﺩﺍﺕﺩﺍﻝﻤﺤ ﻝﺘﻌﺭﻴﻑ ،ﻤﺸﺭﻭﻉ
ﺍﻝﻨﻁﺎﻕ ﻝﻬﺫﺍ ﺘﻤﻬﻴﺩﻱ ﺒﻴﺎﻥ ﻭﻭﻀﻊ ﺍﻝﻤﺸﺭﻭﻉ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓ ﹼﺔﻁﺨ ﺘﻁﻭﻴﺭ)Develop Project Management Plan(
ﺍﻝﻤﺸﺭﻭﻉ ﺇﺩﺍﺭﺓ ﺨﻁﺔ ﻰﻤﹸﺴﺘ ،ﻭﺼﺤﻴﺤﺔ ﻤﺘﻨﺎﻏﻤﺔ ﻭﺜﻴﻘﺔ ﻝﺒﻨﺎﺀ ﺍﻝﺘﺨﻁﻴﻁ ﺠﻬﻭﺩ ﺠﻤﻴﻊ ﺘﻨﺴﻴﻕ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺘﻨﻔﻴﺫ ﻭﺇﺩﺍﺭﺓ ﺘﻭﺠﻴﻪ)Direct and Manage Project Execution(
ﺘﻨﻔﻴﺫﺇ ﺨﻁﺔﺨﻼ ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺩﺍﺭﺓﻓﻴﻬﺎ ﺍﻝﻤﺘﻀﻤﻨﺔ ﺍﻝﻨﺸﺎﻁﺎﺕ ﺇﺘﻤﺎﻡ ل.
•ﺍﻝﻤﺸﺭﻭﻉ ﻋﻤل ﻭﻀﺒﻁ ﻤﺭﺍﻗﺒﺔ)Monitor and Control Project Work(
ﺍﻝﻤﺸﺭﻭﻉ ﻋﻤل ﻤﺭﺍﻗﺒﺔﺍﻝﻤﺸﺭﻭﻉ ﻫﺫﺍ ﻏﺎﻴﺔ ﺇﻝﻰ ﻨﺼل ﺒﺤﻴﺙ.
•ﻝﻠﺘﻐﻴﻴﺭ ﺍﻝﻤﺘﻜﺎﻤل ﺍﻝﻀﺒﻁ)Integrated Change Control(
ﺍﻝﺘﻐ ﺘﻨﺴﻴﻕﺍﻝﻤﺸﺭﻭﻉ ﻤﺨﺭﺠﺎﺕ ﻋﻠﻰ ﺘﺅﺜﺭ ﻗﺩ ﺍﻝﺘﻲ ﻴﻴﺭﺍﺕﺍﻝﻤﻨﺎﺴﺏ ﺒﺎﻷﺴﻠﻭﺏ ﻭﻤﻌﺎﻝﺠﺘﻬﺎ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺇﻨﻬﺎﺀ)Close Project(
ﹰﻼﻜﺎﻤ ﺍﻝﻤﺸﺭﻭﻉ ﻹﻨﻬﺎﺀ ﺍﻝﻤﺸﺭﻭﻉ ﻨﺸﺎﻁﺎﺕ ﺠﻤﻴﻊ ﺇﺘﻤﺎﻡ.
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ﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕ ﺇﺩﺍﺭﺓ
ﻝ ﻭﺍﻝﺘﺼﻭﺭ ﺍﻝﻔﻬﻡ ﻨﻔﺱ ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﻭﻝﺩﻯ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﺭﺍﺀ ﻝﺩﻯ ﻴﻜﻭﻥ ﺃﻥ ﻴﺠﺏﺨﻼ ﺇﻨﺘﺎﺠﻪ ﺴﻴﺠﺭﻱ ﻤﺎﺍﻝﻤﺸﺭﻭﻉ ل.
•ﻨﻁﺎﻕﺍﻝﻤﺸﺭﻭﻉ)Project Scope(
ﺒﻪ ﺍﻝﻘﻴﺎﻡ ﻴﺠﺏ ﻤﺎ ﺩﺩﻴﺤ ﻓﻬﻭ ،ﻝﺫﻝﻙ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻜل ﻭﺇﻝﻰ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺨﺭﺠﺎﺕ ﺒﺒﻨﺎﺀ ﻴﺘﻌﻠﻕ ﻤﺎ ﻜل ﺇﻝﻰ ﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕ ﻴﺸﻴﺭ
ﺒﻪ ﺍﻝﻘﻴﺎﻡ ﻴﺠﺏ ﻻ ﻭﻤﺎ.
•ﻝﻠﺘﺴﻠﻴﻡ ﺠﺎﻫﺯﺓ ﻤﺨﺭﺠﺎﺕ)Deliverables(
ﺍﻝﺒﺭ ﻤﺜل ،ﺍﻝﻤﺸﺭﻭﻉ ﻋﻥ ﺍﻝﻨﺎﺘﺠﺔ ﺍﻝﻤﺨﺭﺠﺎﺕ ﻫﻲﻤﺠﻴﺎﺕ)Software(ﻭﺍﻝﻌﺘﺎﺩ)Hardware(ﺍﻝﺘﺨﻁﻴﻁ ﻭﺜﺎﺌﻕ ،)Planning
Documents(ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﻤﻭﺠﺯﺍﺕ ،)Meeting Minutes(ﻭﻏﻴﺭﻫﺎ ،.
•ﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ
oﺍﻝﻨﻁﺎﻕ ﺘﺨﻁﻴﻁ)Scope Planning(
ﺍﻝﻨﻁﺎﻕ ﻤﻥ ﻭﺍﻝﺘﺤﻘﻕ ﻀﺒﻁ ﺘﻌﺭﻴﻑ ﺒﻜﻴﻔﻴﺔ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻷﻤﻭﺭ ﺘﻘﺭﻴﺭ
oﺍﻝﻨﻁﺎﻕ ﺘﻌﺭﻴﻑ)Scope Definition(
ﺍﻝﻤﺘﻁﻠﺒ ﺘﻁﻭﻴﺭ ﻴﺠﺭﻱ ﺤﺎﻝﻤﺎ ﺃﻜﺜﺭ ﻤﻌﻠﻭﻤﺎﺕ ﻭﺇﻀﺎﻓﺔ ،ﺍﻝﺘﻤﻬﻴﺩﻱ ﺍﻝﻨﻁﺎﻕ ﻭﺒﻴﺎﻥ ﺍﻝﻤﺸﺭﻭﻉ ﻋﻘﺩ ﻤﺭﺍﺠﻌﺔﺍﻝﺘﻐﻴﻴﺭ ﻁﻠﺒﺎﺕ ﻭﻗﺒﻭل ﺎﺕ
ﻭﺍﻝﺘﻌﺩﻴل.
oﻭﻀﻊﺍﻝﻌﻤل ﺘﺼﻨﻴﻑ ﺒﻨﻴﺔ)Work Breakdown Structure(
ﺍﻷﺴﺎﺴﻴﺔ ﻤﺨﺭﺠﺎﺕ ﺘﻘﺴﻴﻡﻝﻺﺩﺍﺭ ﻗﺎﺒﻠﻴﺔ ﻭﺃﻜﺜﺭ ﺃﺼﻐﺭ ﻋﻨﺎﺼﺭ ﺇﻝﻰ ﻤﻥ ﻋﻠﻴﻬﺎ ﺍﻝﺤﺼﻭل ﺍﻝﻤﺭﺍﺩﺓ.
oﺍﻝﻨﻁﺎﻕ ﻤﻥ ﹼﻕﻘﺍﻝﺘﺤ)Scope Verification(
oﺍﻝﻨﻁﺎﻕ ﻀﺒﻁ)Scope Control(
ﺍﻝﻤﺸﺭﻭﻉ ﻨﻁﺎﻕ ﻋﻠﻰ ﺘﻁﺭﺃ ﺍﻝﺘﻲ ﺍﻝﺘﻐﻴﺭﺍﺕ ﻀﺒﻁ.
ﺍﻝﻤﺸﺭﻭﻉ ﻭﻗﺕ ﺇﺩﺍﺭﺓ
ﺍﻝﻤﻨﺎﺴﺏ ﺍﻝﻭﻗﺕ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ ﻝﻀﻤﺎﻥ ﺍﻝﻼﺯﻤﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﺠﻤﻴﻊ ﺍﻝﻭﻗﺕ ﺇﺩﺍﺭﺓ ﺘﺘﻀﻤﻥ.
•ﺍﻝﻤﺸﺭﻭﻉ ﻭﻗﺕ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ
oﺍ ﺘﻌﺭﻴﻑﻝﻔﻌﺎﻝﻴﺎﺕ)Activity Definition(
oﺍﻝﻔﻌﺎﻝﻴﺎﺕ ﺘﺴﻠﺴل)Activity sequencing(
oﺍﻝﻔﻌﺎﻝﻴﺎﺕ ﻤﻭﺍﺭﺩ ﺘﻘﺩﻴﺭ)Activity Resource Estimating(
oﺍﻝﻔﻌﺎﻝﻴﺎﺕ ﻓﺘﺭﺍﺕ ﺘﻘﺩﻴﺭ)Activity Duration Estimating(
oﺯﻤﻨﻲ ﺠﺩﻭل ﺘﻁﻭﻴﺭ)Schedule Development(
•ﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﺯﻤﻨﻲ ﺍﻝﺠﺩﻭل ﺃﻫﻤﻴﺔ
oﻴﺸﺘﻜ ﻤﺎ ﹰﺎﻏﺎﻝﺒﺘﻭﺍﺠﻬﻬﻡ ﺍﻝﺘﻲ ﺍﻝﻜﺒﺭﻯ ﺍﻝﺼﻌﻭﺒﺎﺕ ﺇﺤﺩﻯ ﺃﻨﻬﺎ ﻋﻠﻰ ﺍﻝﻤﺤﺩﺩ ﺍﻝﻭﻗﺕ ﻓﻲ ﺍﻝﻤﺨﺭﺠﺎﺕ ﺘﺴﻠﻴﻡ ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﻤﺩﺭﺍﺀ ﻲ
oﺤﺼل ﻤﻬﻤﺎ ﺴﻴﻤﺭ ﻓﻬﻭ ،ﺍﻝﻤﺭﻭﻨﺔ ﻤﻥ ﺍﻷﻗل ﺒﺎﻝﺩﺭﺠﺔ ﺍﻝﻭﻗﺕ ﻴﺘﻤﻴﺯ
oﺍﻝﻤﺸ ﻤﻥ ﺍﻝﺜﺎﻨﻲ ﺍﻝﺠﺯﺀ ﺨﻼل ﺨﺎﺼﺔ ،ﺍﻝﺨﻼﻓﺎﺕ ﻝﺤﺼﻭل ﺍﻷﺴﺎﺴﻴﺔ ﺍﻷﺴﺒﺎﺏ ﺃﺤﺩ ﺍﻝﺯﻤﻨﻲ ﺒﺎﻝﺠﺩﻭل ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻘﻀﺎﻴﺎ ﺘﻌﺘﺒﺭﺭﻭﻉ.
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ﺍﻝﻤﺸﺭﻭﻉ ﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ
ﻋﻠﻴﻬﺎ ﺍﻝﻤﺘﻔﻕ ﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﺤﺩﻭﺩ ﻀﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﺇﺘﻤﺎﻡ ﻝﻀﻤﺎﻥ ﺍﻝﻼﺯﻤﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻤﺠﻤﻭﻋﺔ ﺍﻝﻤﺸﺭﻭﻉ ﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ﺘﺘﻀﻤﻥ.
•ﺍﻝﻜﻠﻔﺔ)Cost(
ﺩﻤﺤ ﻏﺎﻴﺔ ﻹﻨﺠﺎﺯ ﺒﻪ ﻰﺤﻀﻴ ﻤﻭﺭﺩ ﻫﻲﻴ ﻤﺎ ﺸﻲﺀ ﺃﻭ ﺩﺓﺍﻝﻤﻭﺭﺩ ﻝﻬﺫﺍ ﻜﻤﻘﺎﺒل ﻌﻁﻰﻋﻤﻠﺔ ﺒﻭﺤﺩﺍﺕ ﹰﺓﻋﺎﺩ ﺘﻘﺎﺱ ،)Monetary Units(
•ﺍﻝﻤﺸﺭﻭﻉ ﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ
oﺍﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭ)Cost Estimating(
ﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭﺍﺕ ﻭﻀﻊﺍﻝﻤﺸﺭﻭﻉ ﻹﺘﻤﺎﻡ ﺍﻝﻼﺯﻤﺔ ﺍﻝﻤﻭﺍﺭﺩ
oﻝﻠﻜﻠﻔﺔ ﻤﻴﺯﺍﻨﻴﺔ ﻭﻀﻊ)Cost Budgeting(
،ﻤﻔﺭﺩﺓ ﻋﻤل ﻋﻨﺎﺼﺭ ﺇﻝﻰ ﺍﻝﻜﻠﻴﺔ ﺍﻝﻜﻠﻔﺔ ﺘﻘﺩﻴﺭ ﺘﺨﺼﻴﺹﺍﻷﺩﺍﺀ ﻝﻘﻴﺎﺱ ﺃﺴﺎﺱ ﺨﻁ ﻝﻭﻀﻊ ﻭﺫﻝﻙ
oﺍﻝﻜﻠﻔﺔ ﻀﺒﻁ)Cost Control(
ﺍ ﻀﺒﻁﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﻋﻠﻰ ﺘﻁﺭﺃ ﺍﻝﺘﻲ ﻝﺘﻐﻴﺭﺍﺕ.
ﺍﻝﻤﺸﺭﻭﻉ ﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ
•ﺍﻝﺠﻭﺩﺓ)Quality(
ﻝﻠﺘﻘﻴﻴﺱ ﺍﻝﻌﺎﻝﻤﻴﺔ ﺍﻝﻤﻨﻅﻤﺔ ﻑﺭﹸﻌﺘ)ISO(ﻤﺎ ﻝﻜﻴﺎﻥ ﺍﻝﻜﺎﻤﻠﺔ ﺍﻝﻤﺯﺍﻴﺎ ﺒﺄﻨﻬﺎ ﺍﻝﺠﻭﺩﺓ)Entity Totality Characteristics(ﻓﻲ ﺘﻅﻬﺭ ﻭﺍﻝﺘﻲ
ﻀﻤﻨﻴﺔ ﺃﻭ ﻤﻌﻠﻨﺔ ﺍﺤﺘﻴﺎﺠﺎﺕ ﺘﺤﻘﻴﻕ ﻋﻠﻰ ﻗﺩﺭﺘﻪ.ﺍﻝﺨﺒﺭ ﺒﻌﺽ ﻑﺭﻭﻴﻌﻋﻠﻰ ﹰﺍﺍﻋﺘﻤﺎﺩ ﺍﻝﺠﻭﺩﺓ ﺍﺀ:
oﻋﻠﻴﻪ ﺍﻝﻤﺘﻔﻕ ﺍﻝﺘﻭﺼﻴﻑ ﺃﻭ ﺍﻝﻤﺘﻁﻠﺒﺎﺕ ﻤﻊ ﺍﻝﻤﻨﺘﺞ ﺘﻭﺍﻓﻕ ﻤﺩﻯ
oﺍﻝﻤﺭﻏﻭﺏ ﻝﻼﺴﺘﺨﺩﺍﻡ ﺍﻝﻤﻨﺘﺞ ﻤﻼﺌﻤﺔ ﻤﺩﻯ
•ﻴﻀﻤﻥ ﻭﻫﺫﺍ ،ﺍﻝﺒﺭﻤﺠﻴﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻴﺨﺹ ﻓﻴﻤﺎ ﺍﻝﺠﻭﺩﺓ ﻤﻔﻬﻭﻡ ﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﻘﺘﺭﺤﺎﺕ ﻤﻥ ﺍﻝﻌﺩﻴﺩ ﻫﻨﺎﻙ:
oﺍﻝﺠﻭﺩﺓ ﺘﻌﺯﺯ ﺍﻝﺘﻲ ﺍﻝﻘﻴﺎﺩﺓ
oﺍﻝﺠﻭﺩﺓ ﻜﻠﻔﺔ ﻓﻬﻡ
oﺍﻝﺘﺄﺜﻴ ﻋﻠﻰ ﺍﻝﺘﺭﻜﻴﺯﺍﻝﺠﻭﺩﺓ ﻋﻠﻰ ﺘﺅﺜﺭ ﻭﺍﻝﺘﻲ ﺍﻝﻌﻤل ﺒﻤﻜﺎﻥ ﺍﻝﻤﺘﻌﻠﻘﺔ ﻭﺍﻝﻌﻭﺍﻤل ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﺭﺍﺕ
oﺍﻝﻨﻀﺞ ﺒﻨﻤﺎﺫﺝ ﺍﻻﻝﺘﺯﺍﻡ)Maturity Models(ﺍﻝﺠﻭﺩﺓ ﻝﺘﺤﺴﻴﻥ
•ﺍﻝﺘﻘﻨﻴﺔ ﺒﺎﻝﻤﺴﺎﺌل ﻭﻝﻴﺱ ﺒﺎﻝﻐﺩﺍﺭﺓ ﺘﺘﻌﻠﻕ ﺍﻝﺠﻭﺩﺓ ﻤﺸﺎﻜل ﻤﻥ ﺍﻷﻜﺒﺭ ﺍﻝﻨﺴﺒﺔ.
•ﺍﻝﻤﺸﺭﻭﻉ ﺠﻭﺩﺓ ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ
oﺍﻝﺠﻭﺩﺓ ﺘﺨﻁﻴﻁ)Quality Planning(
ﻤﻌ ﺘﺤﺩﻴﺩﺍﻝﻤﻌﺎﻴﻴﺭ ﻫﺫﻩ ﺘﺤﻘﻴﻕ ﻭﻜﻴﻔﻴﺔ ،ﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﻤﻨﺎﺴﺒﺔ ﺍﻝﺠﻭﺩﺓ ﺎﻴﻴﺭ.
oﺍﻝﺠﻭﺩﺓ ﻀﻤﺎﻥ)Quality Assurance(
ﺍﻝﻤﻌﺎﻴﻴﺭ ﻴﺤﻘﻕ ﺍﻝﻤﺸﺭﻭﻉ ﺃﻥ ﻝﻀﻤﺎﻥ ﻭﺫﻝﻙ ،ﹰﺎﺩﻭﺭﻴ ﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﻜﻠﻲ ﺍﻷﺩﺍﺀ ﺘﻘﻴﻴﻡ.
oﺍﻝﺠﻭﺩﺓ ﻀﺒﻁ)Quality Control(
ﺍﻝﻤﻌﺎﻴﻴﺭ ﺘﻭﺍﻓﻕ ﺃﻨﻬﺎ ﻤﻥ ﻝﻠﺘﺄﻜﺩ ﻭﺫﻝﻙ ،ﻝﻤﺸﺭﻭﻉ ﻤﺤﺩﺩﺓ ﻨﺘﺎﺌﺞ ﻤﺭﺍﻗﺒﺔ.
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ﺇﺩﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺍﺭﺓ
ﻌﻓ ﹰﺎﺍﺴﺘﺨﺩﺍﻤ ﺍﻷﺸﺨﺎﺹ ﻻﺴﺘﺨﺩﺍﻡ ﺍﻝﻼﺯﻤﺔ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻝﻠﻤﺸﺭﻭﻉ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﺇﺩﺍﺭﺓ ﺘﺘﻀﻤﻥﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﹰﻻﺎ.ﺃﻥ ﺒﺎﻋﺘﺒﺎﺭﻫﻡ ﺍﻷﺸﺨﺎﺹ
ﺭﻴﻘ ﺍﻝﺫﻴﻥﻭﺍﻝﻤﺸﺎﺭﻴﻊ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻭﻓﺸل ﻨﺠﺎﺡ ﺭﻭﻥ.ﺍﻷﺒﺤﺎﺙ ﻤﻥ ﺍﻝﻜﺜﻴﺭ ﺍﻹﺩﺍﺭﺓ ﻨﻅﺭﻴﺎﺕ ﻭﻭﺍﻀﻌﻲ ﺍﻝﻨﻔﺱ ﻋﻠﻤﺎﺀ ﺱﺭﻜﻴﺍﻝﻤﺠﺎل ﻓﻲ ﻭﺍﻝﺘﻔﻜﻴﺭ
ﺍﻝﻌﻤل ﺃﺜﻨﺎﺀ ﺍﻷﺸﺨﺎﺹ ﺒﺈﺩﺍﺭﺓ ﺍﻝﻤﺘﻌﻠﻕ.
•ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕﻝ ﺍﻝﺒﺸﺭﻴﺔ ﺍﻝﻤﻭﺍﺭﺩﻠﻤﺸﺭﻭﻉ
oﺍﻝﺘﻨﻅﻴﻤﻲ ﺍﻝﺘﺨﻁﻴﻁ)Organizational Planning(
oﺍﻝﻤﻭﻅﻔﻴﻥ ﻋﻠﻰ ﺍﻝﺤﺼﻭل)Staff Acquisition(
oﺍﻝﻔﺭﻴﻕ ﺘﻁﻭﻴﺭ)Team Development(
ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ
ﻀﻤ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓﺍﻝﻤﺸﺭﻭﻉ ﻥ
ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺎلﻌﻓ ﺘﻭﺍﺼل ﻭﺠﻭﺩ ﻋﺩﻡ ﻫﻭ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻤﻥ ﻝﻠﻌﺩﻴﺩ ﺍﻷﺴﺎﺴﻲ ﺍﻝﺘﻬﺩﻴﺩ.ﻤﺤﺘﺭﻓﻲ ﺃﻭ ﺍﺨﺘﺼﺎﺼﻴﻲ ﺇﻝﻰ ﹶﺭﻅﻨﻴ ﻻ ،ﺃﺨﺭﻯ ﻨﺎﺤﻴﺔ ﻤﻥ
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﻜﻨﻭﻝﻭﺠﻴﺎ)IT Professionals(ﺍﻝﺘﻭﺍﺼل ﻋﻠﻴﻬﻡ ﺃﻥ ﺍﻷﺒﺤﺎﺙ ِﺭﻬﹸﻅﺘ ﻭﻝﻜﻥ ،ﺍﻝﺘﻭﺍﺼل ﻋﻠﻰ ﺠﻴﺩﺓ ﻗﺩﺭﺓ ﺫﻭﻭ ﺃﺸﺨﺎﺹ ﺃﻨﻬﻡ ﻋﻠﻰ
ﺒﻔﻌﺎﻝﻴﺔﻴﺸﻐﻠﻭﻨﻬﺎ ﺍﻝﺘﻲ ﺍﻝﻤﺭﺍﻜﺯ ﻓﻲ ﺍﻝﻨﺠﺎﺡ ﻴﺤﻘﻘﻭﺍ ﻝﻜﻲ.ﺍﻝﺸﻔﻬﻴﺔ ﺍﻝﻤﻬﺎﺭﺍﺕ ﺭﺒﹸﻌﺘﺘ ،ﻋﺎﻡ ﺒﺸﻜل)Verbal skills(ﻝﺘﺭﻗﻴﺔ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﻌﻭﺍﻤل ﻤﻥ
ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﻜﻨﻭﻝﻭﺠﻴﺎ ﻻﺨﺘﺼﺎﺼﻴﻲ ﺒﺎﻝﻨﺴﺒﺔ ﺍﻝﻤﻬﻨﺔ.
•ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ ﺇﺠﺭﺍﺀﺍﺕ
oﺍﻝﺘﻭﺍﺼل ﺘﺨﻁﻴﻁ)Communication Planning(
ﺍﺤﺘﻴﺎﺠﺎﺕ ﺘﺤﺩﻴﺩﺒﺎﻝ ﻴﺘﻌﻠﻕ ﻓﻴﻤﺎ ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥﻝﻠﺘﻭﺍﺼل ﺍﻝﻤﻨﺎﺴﺒﺔ ﻭﺍﻝﻁﺭﻕ ﻤﻌﻠﻭﻤﺎﺕ.
oﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻨﺸﺭ)Information Distribution(
ﻝﻠﻤ ﺍﻝﻤﻁﻠﻭﺒﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﻭﻓﻴﺭﺍﻝﻤﻨﺎﺴﺏ ﺍﻝﻭﻗﺕ ﻓﻲ ﺒﺎﻝﻤﺸﺭﻭﻉ ﻬﺘﻤﻴﻥ.
oﺍﻷﺩﺍﺀ ﻋﻥ ﺘﻘﺎﺭﻴﺭ ﺒﻨﺎﺀ)Performance Reporting(
ﺘﺘﻀ ﻭﺍﻝﺘﻲ ،ﺒﺎﻷﺩﺍﺀ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺘﺠﻤﻴﻊﺩﺘﻘ ﻗﻴﺎﺱ ،ﺍﻝﺤﺎﻝﻲ ﺍﻝﻭﻀﻊ ﻋﻥ ﺘﻘﺎﺭﻴﺭ ﻤﻥﻭﺍﻝﺘﻭﻗﻌﺎﺕ ،ﺍﻝﻤﺸﺭﻭﻉ ﻡ.
oﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﺇﺩﺍﺭﺓ)Managing Stakeholders(
ﺍﻝﻤﻨﺎﺴﺏ ﺒﺎﻝﺸﻜل ﺍﻝﻌﺎﻝﻘﺔ ﺍﻝﻤﺴﺎﺌل ﻭﻤﻌﺎﻝﺠﺔ ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﻬﺘﻤﻴﻥ ﻭﺘﻭﻗﻌﺎﺕ ﺍﺤﺘﻴﺎﺠﺎﺕ ﺘﺤﻘﻴﻕ ﻴﺠﺭﻱ ﺒﺤﻴﺙ ﺍﻝﺘﻭﺍﺼل ﺇﺩﺍﺭﺓ.
ﺒﺎﻝﻤﺸﺭﻭﻉ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺍﻝﻤﺨﺎﻁﺭ ﺇﺩﺍﺭﺓ
ﻤﺨﺎ ﺇﺩﺍﺭﺓﻫﺫﻩ ﺇﻝﻰ ﺍﻻﺴﺘﺠﺎﺒﺔ ﻜﻴﻔﻴﺔ ﻭﺘﺤﺩﻴﺩ ،ﺤﻴﺎﺘﻪ ﺩﻭﺭﺓ ﺨﻼل ﺍﻝﻤﺸﺭﻭﻉ ﺘﻭﺍﺠﻪ ﻗﺩ ﺍﻝﺘﻲ ﺍﻝﻤﺨﺎﻁﺭ ﻝﺘﺤﺩﻴﺩ ﺴﺘﺨﺩﻡﻴ ﻭﻓﻥ ﻋﻠﻡ ﻫﻲ ﺍﻝﻤﺸﺭﻭﻉ ﻁﺭ
ﺍﻹﻤﻜﺎﻥ ﻗﺩﺭ ﺍﻝﻤﺸﺭﻭﻉ ﻏﺎﻴﺎﺕ ﻴﺤﻘﻕ ﺒﻤﺎ ﺍﻝﻤﺨﺎﻁﺭ.
ﺨﻼ ﻤﻥ ﺍﻝﻤﺸﺭﻭﻉ ﻨﺠﺎﺡ ﺘﺤﺴﻴﻥ ﻓﻲ ﺘﺴﺎﻋﺩ ﻗﺩ ﻭﻝﻜﻨﻬﺎ ،ﺍﻝﻤﺸﺭﻭﻉ ﻀﻤﻥ ﺍﻝﻤﺨﺎﻁﺭ ﺇﺩﺍﺭﺓ ﻋﻥ ﺍﻝﻨﻅﺭ ﺽﻐﻴ ﻤﺎ ﹰﺎﻏﺎﻝﺒﺍﺨﺘﻴﺎﺭ ﻋﻠﻰ ﺍﻝﻤﺴﺎﻋﺩﺓ ل