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Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
Practical project management based on PMBOK5
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Practical project management based on PMBOK5

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  • 1. Practical Project Management Brain Power Training Centre Based on PMBOK 5 EDITTION
  • 2. CONTENTS Round #1 Round #2 Discussion
  • 3. Quote
  • 4. Learn by … Read 10% Remain ing 90%Other 90% Listen 20% Remain ing 80%Other 80% Watch 30% Remain ing 70%Other 70% Watch & Listen 50% Remain ing 50%Other 50% Say 70% Remain ing 30%Other 30% Do 90% Remain ing 10%Other 10%
  • 5. Methodology Knowledge Practice Experience
  • 6. Project Management Process Group and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
  • 7. Project Management Process Group and Knowledge Area Initiation 4% Planning 51% Executing 17% M&C 24% Closing 4% PROCESS
  • 8. Project Management Process Interactions closing
  • 9. 0-1-2-3  Before anything  What we need to start  How we can develop our project
  • 10. Initiating our projectInitiation. •project selection •Project statement of work Projectcharter •Project charter contents (PMBOK) •PROJECT CHARTER Stakeholders •Identify Stakeholders •Stakeholder Analysis •Stakeholder register
  • 11. Initiating 1st step
  • 12. 4.1 Develop Project Charter Inputs Project Statement of work Business case Contract EEF OPA T&T Expert judgment Output Project Charter developing a document that formally AUTHORIZES the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
  • 13. Statement Of Work  A narrative description of products, services, or results to be delivered by the project. SOW references Business need Product scope description Strategic plan SOW Charter Defined scope Inputs
  • 14. Statement Of Work - sample Project Title: BP-TC building Introduction / Background Brain Power Training Centre has 5 years master plan to extend it’s training & education and consultancy activities BPTC is targeting to optimize their training capacity in quantity & quality and entering new market segments, adding new innovated courses and material BPTC plans to design & construct ONE-OF-A-KIND new training center building Objectives To increase training hours per year from 1,000 to 5,000 training hours per year . Scope of work Project work includes Design ,Construction & management of BP-TC building
  • 15. Project selection Project selection Mathematical models Benefit measurement Cost-Benefit Scoring Models Cash flow 'Benefit Cost Ratio - BCR' • possible benefits and costs relationship • BCR = > 1 OK 'Net Present Value - NPV' •PV of cash inflows – PV of cash outflows. •HIGHEST NPV Internal Rate Of Return - IRR •The discount rate :NPV = 0 •the higher. Payback Period •time required to recover the cost of an investment. •Payback Period = Cost of Project / Annual Cash Inflows Payback LEAST precise
  • 16. Organizational Process Assets (OPA) Plans Processes Policies Procedures Knowledge Bases specific to and used by the performing organization
  • 17. Initiating and Planning:  Guidelines and criteria for tailoring the organization’s set of standard processes and procedures
  • 18. Executing, Monitoring & Controlling
  • 19. 2.1.5 Enterprise Environmental Factors conditions, not under the control of the project team, that INFLUENCE, CONSTRAIN, or DIRECT the project Organizational culture, structure, and governance Geographic distribution of facilities and resources Government or industry standards Infrastructure Existing human resources Personnel administration Company work authorization systems
  • 20. Project charter contents (PMBOK) Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements, Assumptions and constraints, High-level project description and boundaries, High-level risks, Summary milestone schedule, Summary budget, Stakeholder list, Project approval requirements Assigned project manager, responsibility, and authority level, Name and authority of the sponsor outputs
  • 21. 4.1.3.1 PROJECT CHARTER SAMPLE (1/2) Charter # :001-08-13 Date Prepared: Project :B P B C Tr a i n i n g c e n t e r b u i l d i n g Project Sponsor: P r o f . A . S . J u m a a Project Manager: E n g r. M . R u d w a n Project Customer: Project Purpose or Justification: multi-story building at Khartoum center to accommodate all training , academic & other events of BPBC activities as part of BPBC strategy plan (2013-2018) to enable it extend its’ existing & develop new program Project Description: G + 3 s t o r y b u i l d i n g w i t h t r a i n i n g f a c i l i t i e s Project and Product Requirements: .. Acceptance Criteria: Complete all works within specified budget, time frame & industry quality Initial Risks: Lack of funding - Governmental permeations - …
  • 22. Project Objectives Success Criteria Person Approving Scope Build-up area sqm 800 800 sqm + 10% QA & land scape Time 24 months 24 months + 6 AK Cost USD 572,000 $ 572,000 + 25% AZ Quality Summary Milestones Due Date  Project Design start 1st August 2013  Construction start 15 October 2013  ….  Hand over 31 July 2015 Signature: 4.1.3.1 PROJECT CHARTER SAMPLE (2/2) Hard copy available
  • 23. 13.1 Identify Stakeholders Input Project charter Procurement documents EEF OPA T&T Stakeholder analysis Expert judgment Meetings Output Stakeholder register identifying the people, groups, or organizations that could IMPACT or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
  • 24. 13.1 Identify Stakeholders Organizations/Institutions BPCT-Board BPCT- Permanent Staff BPCT-Part time staff BPCT-Admin staff State Government Ministry of General works Ministry of Human Resources Development & Labor National Council Training …. Beneficiaries Professionals (Engineers, Accountants,…) Governmental & private bodies Graduates … Construction parties Client representative Designer Consultant Contractors Sub-contractors suppliers Stakeholders list
  • 25. Stakeholders’ Power / Interest Grid 13.1.2.1 Stakeholder Analysis BPCT-Board Client representative Designer Consultant Professionals (Engineers, Accountants,…) Contractors Sub-contractors suppliers BPCT-Part time staff BPCT- Permanent Staff Development & Labor Ministry of General works Graduates Governmental & private bodies Ministry of Human Resources National Council Training Interest Power
  • 26. 13.1.3.1 Stakeholder register (PMI) Name Position Role Contact Information Requirements Expectations Influence Class. Prof. Juma BPCT-CEO Sponsor H 1 Eng. M. R. BPBC-DM Designer H 2 Dr. A. R. National Council Training Governmental Authority H 3 Eng. F.H. DIU-ID AB-Consult CC Contracting Project Title: BPBC Training Center Building (BP-TC) Date prepared: ../…/2013 Signature:
  • 27. Group work Round#1  Grouping (each 4-6)  Formats ready  blank paper – list  P/I Grid  S/H Register form 1. Identify key stakeholders 2. Analyze S/H (Power – Interest) 3. Develop S/H register
  • 28. STAKEHOLDER ANALYSIS MATRIX & Register form
  • 29. Planning our project Integration • Planning processes • Develop project management plan • Project management plan Scope • Plan scope management • Req. management plan • Collect req. process • Req. documentation • Define scope process • Project scope statement • Create WBS process • WBS • WBS dictionary Risk • Identify Risks process • Risk register
  • 30. Planning processes •4.2 Develop Project Management Plan 4. Project Integration Management •5.1 Plan Scope Management •5.2 Collect Requirements •5.3 Define Scope •5.4 Create WBS 5. Project Scope Management •6.1 Plan Schedule Management •6.2 Define Activities •6.3 Sequence Activities •6.4 Estimate Activity Resources •6.5 Estimate Activity Durations •6.6 Develop Schedule 6. Project Time Management •7.1 Plan Cost Management •7.2 Estimate Costs •7.3 Determine Budget 7. Project Cost Management •8.1 Plan Quality Management 8. Project Quality Management •9.1 Plan Human Resource Management 9. Project Human Resource Management •10.1 Plan Communications Management 10. Project Communications Management •11.1 Plan Risk Management •11.2 Identify Risks •11.3 Perform Qualitative Risk Analysis •11.4 Perform Quantitative Risk Analysis •11.5 Plan Risk Responses 11. Project Risk Management •12.1 Plan Procurement Management 12. Project Procurement Management •13.2 Plan Stakeholder Management 13. Project Stakeholder Management
  • 31. 4.2 Develop Project Management Plan 4.2.1 Inputs Project charter Outputs from other processes Enterprise environmental factors Organizational process assets 4.2.2 Tools & Techniques Expert judgment Facilitation Techniques 4.2.3 Outputs 4.2.3.1 Project management plan defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
  • 32. Subsidiaries' Plans Scope management plan Requirements management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Human resource management plan Communications management plan Risk management plan Procurement management plan Stakeholder management plan
  • 33. 4.2.3.1 PROJECT MANAGEMENT PLAN Template (1/2) Project Title: ….. Date Prepared: ……. Project Life Cycle: ….. Variance and Baseline Management Schedule Variance Threshold: …… Schedule Baseline Management: ….. Cost Variance Threshold: …. Cost Baseline Management: ….. Scope Variance Threshold: …. Scope Baseline Management: …. Quality Variance Threshold: …. Performance Requirements Management: …. Project Reviews: …… Tailoring Decisions: …… Project-Specific Considerations: …..
  • 34. 4.2.3.1 PROJECT MANAGEMENT PLAN Template (2/2) Subsidiary Management Plans: Area Approach Requirements Management Plan Scope Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resources Management Plan Communications Management Plan Risk Management Plan Procurement Management Plan Change Management Plan Configuration Management Plan Baselines: Attach all project baselines.
  • 35. Samples of PROJECT MANAGEMENT PLAN
  • 36. 5.1 Plan Scope Management Inputs Project management plan Project charter Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Meetings Outputs Scope management plan Requirements management plan creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
  • 37. 5.1.3.2 REQUIREMENTS MANAGEMENT PLAN Template Project Title: ….. Date Prepared: ……. Requirements Collection: ……. Categories: ……………….. Prioritization: ….. Traceability: …………. Configuration Management: ……………………… Verification: ………………………..
  • 38. 5.2 Collect Requirements Inputs Scope management plan Requirements management plan Stakeholder management plan Project charter Stakeholder register Tools & Techniques Interviews Focus groups Facilitated workshops Group creativity techniques Group decision-making techniques Questionnaires and surveys Observations Prototypes Benchmarking Context diagrams Document analysis Outputs Requirements documentation Requirements traceability matrix Determining, Documenting, and Managing stakeholder needs and requirements to meet project objectives.
  • 39. 5.2.3.1 REQUIREMENTS DOCUMENTATION template Project Title: ….. Date Prepared: ……. Stakeholder Requirement Category Priority Acceptance Criteria
  • 40. 5.3 Define Scope 5.3.1 Inputs Scope management plan Project charter Requirements documentation Organizational process assets 5.3.2 Tools & Techniques Expert judgment Product analysis Alternatives generation Facilitation Techniques 5.3.3 Outputs 5.3.3.1 Project scope statement Project documents updates process of developing a detailed description of the project and product. it describes the project boundaries by defining which of the requirements collected will be INCLUDED in and excluded from the project scope.
  • 41. 5.3.3.1 PROJECT SCOPE STATEMENT SAMPLE Project Title: ….. Date Prepared: ……. P 1/2 Product Scope Description: Three story building with training facilities Project Deliverables: • 3 story building of 800 sqm • Electromechanical • Landscaping • Furniture • Training facilities Project Acceptance Criteria: • As in the project charter with addition of: • … Project Exclusions: • Land acquire • Bank finance • …… Project Constraints: P 2/2 Project Assumptions: Site is ready for construction by October 2013 First design set (foundation structural drawings are completed by mid-September 2013) …….
  • 42. Project charter VS. Project scope statement Project Charter •Project purpose or justification . Project objectives, Product characteristics Project success criteria High-level requirements •Summary schedule, budget •Project manager assigned to project •Project approval requirements and approval authority Project Scope Statement •Project scope description, Project deliverables •Product user acceptance criteria •Project boundaries, constraints, assumptions
  • 43. 5.4 Create WBS process 5.4.1 Inputs Scope management plan Project scope statement Requirements documentation Enterprise environmental factors Organizational process assets 5.4.2 Tools & Techniques Decomposition Expert judgment 5.4.3 Outputs 5.4.3.1 Scope baseline Project documents updates process of subdividing project deliverables and project work into smaller, more manageable components. it provides a structured vision of what has to be delivered
  • 44. 5.4.3.1/a WORK BREAK DOWN STRUCTURE SAMPLE BPBC building Engineering Design Arch Structural design EM design Testing Construction Civil works Earth works Excavation backfilling Concrete works Sub-structure Foundation Neck column Tie beams Flooring Super- structure Concrete Columns Beams Slabs Masonry Electro-Mech. Elect Plumbing Air-condition Fire-fighting Landscaping Procurement Sub- contracting Supplying
  • 45. 5.4.3.1/b WBS Dictionary template
  • 46. 11.2 Identify Risks process determining which risks may affect the project and documenting their characteristics. Inputs Risk management plan Cost management plan Schedule management plan Quality management plan Human resource management plan Tools & Techniques Documentation reviews Information gathering techniques Checklist analysis Assumptions analysis Diagramming techniques Outputs Risk register
  • 47. 11.2.3.1 Risk register template
  • 48. Executing Executing processes Direct & Manage Project Work Work performance data
  • 49. Executing processes 4.3 Direct & Manage Project Work 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 7. Project Cost Management 8.2 Perform Quality Assurance 8. Project Quality Management •9.2 Acquire Project Team •9.3 Develop Project Team •9.4 Manage Project Team 9. Project Human Resource Management 10.2 Manage Communications 10. Project Communications Management 11. Project Risk Management 12.2 Conduct Procurements 12. Project Procurement Management 13.3 Manage Stakeholder Engagement 13. Project Stakeholder Management
  • 50. 4.3 Direct & Manage Project Work 4.3.1 Inputs Project management plan Approved change requests Enterprise environmental factors Organizational process assets 4.3.2 Tools & Techniques Expert judgment Project management information system Meetings 4.3.3 Outputs Deliverables 4.3.3.2 Work performance data Change requests Project management plan updates Project documents updates LEADING and PERFORMING the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
  • 51. Project Data, Information and Report Flow Work performance data. •raw OBSERVATIONS and measurements during activities performed (%completed, start and finish dates) Work performance information. •The performance data COLLECTED from controlling processes •ANALYZED in context •INTEGRATED based on (forecasted ETC) Work performance reports. •The REPRESENTATION of work performance information compiled in project documents, intended to generate decisions (status reports)
  • 52. 4.3.3.2 Work performance data work completed key performance indicators technical performance measures start and finish dates of schedule activities number of change requests number of defects actual costs actual durations work completed •Excavation & Sub-structure key performance indicators •SPI = 1.2 CPI=1.25 start and finish dates of schedule activities •ES: 1/7 EF: 31/7 – AS:1/7 AF:25/7 number of change requests •0 number of defects •1 Budget & actual costs •B = SDG 5,000 Ac=SDG 4,000 Examples of work performance data include:
  • 53. Monitoring & Control Monitoring & Control processes Monitor & Control Project Work Change requests Work performan ce reports Control Costs (EV- AC-CPI) Control risk process Variance analysis
  • 54. Monitoring & Control processes •4.4 Monitor & Control Project Work •4.5 Perform Integrated Change Control 4. Project Integration Management •5.5 Validate Scope •5.6 Control Scope 5. Project Scope Management 6.7 Control Schedule 6. Project Time Management 7.4 Control Costs 7. Project Cost Management 8.3 Control Quality 8. Project Quality Management . 9. Project Human Resource Management 10.3 Control Communicatio ns 10. Project Communications Management 11.6 Control Risks 11. Project Risk Management 12.3 Control Procurements 12. Project Procurement Management 13.4 Control Stakeholder Engagement 13. Project Stakeholder Management
  • 55. 4.4 Monitor & Control Project Work 4.4.1 Inputs Project management plan Schedule forecasts Cost forecasts Validated changes Work performance information Enterprise environmental factors Organizational process assets 4.4.2 Tools & Techniques Expert judgment Analytical techniques Project management information system Meetings 4.4.3 Outputs 4.4.3.1 Change requests 4.4.3.2 Work performance reports Project management plan updates Project documents updates TRACKING, REVIEWING, and REPORTING project progress against the performance objectives defined in the project management plan
  • 56. 4.4.3.1 Change requests
  • 57. Group work Round #2  Client want to change entrance structure from concrete to Pergola (wooden)  Cost of concrete SDG 5,000 duration of 7 days  Cost of Pergola SDG 3,000 duration of 5 days
  • 58. 4.4.3.2 Work performance reports
  • 59. 7.4 Control Costs Inputs Project management plan Project funding requirements Work performance data Organizational process assets Tools & Techniques Earned value management Forecasting To-complete performance index (TCPI) Performance reviews Project management software Reserve analysis Outputs Work performance information Cost forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates monitoring the status of the project to update the project costs and managing changes to the cost baseline.
  • 60. 7.4 Control Costs 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 0.0 20,000.0 40,000.0 60,000.0 80,000.0 100,000.0 120,000.0 EV-AC & CPI CUM EV CUM AC CPI monitoring the status of the project to update the project costs and managing changes to the cost baseline
  • 61. 11.6 Control Risks Inputs Project management plan Risk register Work performance data Work performance reports Tools & Techniques Risk reassessment Risk audits Variance and trend analysis Technical performance measurement Reserve analysis Meetings Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project
  • 62. 11.6.2.3 Variance and trend analysis Planned Result Actual Result Variance Root Cause: Planned Response: Schedule Variance: Project Title: Date Prepared: Cost Variance: Planned Result Actual Result Variance Root Cause: Planned Response: Quality Variance: Planned Result Actual Result Variance Root Cause: Planned Response:
  • 63. Closing Closing processes Close Project or Phase process Close Procurement s process 12.4.3.1 Closed procurement s Organization al process assets updates (lessons learned) Project close-out
  • 64. Closing processes 4.6 Close Project or Phase 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 7. Project Cost Management 8. Project Quality Management 9. Project Human Resource Management 10. Project Communications Management 11. Project Risk Management 12.4 Close Procurements 12. Project Procurement Management 13. Project Stakeholder Management
  • 65. 4.6 Close Project or Phase Inputs Project management plan Accepted deliverables Organizational process assets Tools & Techniques Expert judgment Analytical techniques Meetings Outputs Final product, service, or result transition Organizational process assets updates FINALIZING all activities across all of the Project Management Process Groups to formally complete the phase or project.
  • 66. 12.4 Close Procurements Inputs Project management plan Procurement documents Tools & Techniques Procurement audits Procurement negotiations Records management system Outputs Closed procurements Organizational process assets updates COMPLETING each project procurement
  • 67. 12.4.3.1 Closed procurements
  • 68. Organizational process assets updates (lessons learned)
  • 69. Project close-out
  • 70. Do You Need My Help omeralsayed @yahoo.com www.slideshar e.net/omeral sayed/ http://www.lin kedin.com/pu b/omer- alsayed-mba- pmp%C2%AE/ 40/609/610 https://twitter. com/omer2t https://www.f acebook.com /omer2t “if you ever need my help, just let me know?” ‫اختصهم‬ ‫عبادا‬ ‫للــه‬ ‫ان‬ ‫الناس‬ ‫حوائــج‬ ‫بقضاء‬. ‫وحبب‬ ‫اخلري‬ ‫اىل‬ ‫حببهم‬ ‫اولئــك‬ ‫اليهـم‬ ‫اخلري‬ ‫اآلمنون‬‫اللـه‬ ‫عذاب‬ ‫من‬ ‫يــوم‬‫القيامة‬.

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