PMBOK مدیریت پروژه چابک براساس استاندارد مدیریت پروژه (Agile Project Management Based on PMBOK-V6)

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WWW.MOHAMMAD-AHMADZADEH.COM
M.AHMADZADEH.GH@UT.AC.IR
‫ﮐﺎرﮔﺎه‬
‫اﺳﺘﺎﻧﺪارد‬ ‫روﯾﮑﺮد‬ ‫ﺑﺎ‬ ‫ﭼﺎﺑﮏ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬PMBOK-2017)‫ﺷﺸﻢ‬ ‫وﯾﺮاﯾﺶ‬(
‫اراﺋﻪ‬‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫اﻟﻤﻠﻠﯽ‬‫ﺑﯿﻦ‬ ‫ﮐﻨﻔﺮاﻧﺲ‬ ‫ﺳﯿﺰدﻫﻤﯿﻦ‬ ‫در‬
‫اراﺋﻪ‬:‫دﮐﺘﺮ‬‫اﺣﻤﺪزاده‬ ‫ﻣﺤﻤﺪ‬)(PhD, PMP,ACP
‫ﺑﻬﻤﻦ‬1396

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‫ﻣﻌﺮﻓﯽ‬
‫ﻣﺤﻤﺪ‬‫اﺣﻤﺪزاده‬(Ph.D.., PMI ACP & PMP, EPM, ITIL, ISO 9001, COBIT, ISMS Int’l Certified)
‫ﮐﻠﯿﺪی‬ ‫ﻣﺸﺨﺼﺎت‬
‫ﻣﺤﻤﺪ‬‫اﺣﻤﺪزاده‬‫ﻗﺎﺳﻢ‬‫آﺑﺎدی‬
‫دﮐﺘﺮی‬‫ﻣﺪﯾﺮﯾﺖ‬‫داﻧﺸﮕﺎه‬‫ﺗﻬﺮان‬
‫اوﻟﯿﻦ‬‫اﯾﺮاﻧﯽ‬‫دارای‬‫ﻣﺪرک‬‫ﻣﺪﯾﺮﯾﺖ‬‫ﭘﺮوژه‬‫ﭼﺎﺑﮏ‬PMI-ACP
‫ﻣﺸﺎور‬‫ﺳﯿﺴﺘﻢ‬‫ﻫﺎی‬‫ﻣﺪﯾﺮﯾﺖ‬‫ﭘﺮوژه‬‫ﻣﻨﻄﺒﻖ‬‫ﺑﺮ‬PMBOK®-2012‫ﻣﺘﺪوﻟﻮژی‬‫ﭼﺎﺑﮏ‬Agile
‫ﺗﺤﺼﯿﻼت‬
‫داﻧﺸﮕﺎﻫﯽ‬
‫دﮐﺘﺮی‬‫ﻣﺪﯾﺮﯾﺖ‬‫داﻧﺸﮕﺎه‬‫ﺗﻬﺮان‬
‫ﮐﺎرﺷﻨﺎﺳﯽ‬‫ارﺷﺪ‬‫ﻣﻬﻨﺪﺳﯽ‬‫ﺻﻨﺎﯾﻊ‬‫داﻧﺸﮕﺎه‬‫اﻣﯿﺮﮐﺒﯿﺮ‬‫و‬‫ﻣﻬﻨﺪﺳﯽ‬‫ﺑﺮق‬‫ﺗﺮﺑﯿﺖ‬‫ﻣﺪرس‬
‫ﮐﺎرﺷﻨﺎﺳﯽ‬‫ﻣﻬﻨﺪﺳﯽ‬‫ﺑﺮق‬‫داﻧﺸﮕﺎه‬‫آزاد‬‫اﺳﻼﻣﯽ‬-‫ﺗﻬﺮان‬‫ﺟﻨﻮب‬
‫ﮔﻮاﻫﯿﻨﺎﻣﻪ‬‫ﻫﺎ‬EPM 2010, COBIT® 4.1ITIL-V3, ISO 9001,PMI ACP & PMP, ISMS,
‫آﻣﻮزﺷﯽ‬ ‫ﺗﺠﺎرب‬/
‫ﻣﺸﺎوره‬‫ای‬
‫ﻣﻮﺳﺴﻪ‬‫ﻣﺪﯾﺮﯾﺖ‬‫ﭘﺮوژه‬،‫آرﯾﺎﻧﺎ‬‫ﻣﺮﮐﺰ‬‫ﺗﻮﺳﻌﻪ‬‫اﻃﻼﻋﺎت‬‫ﮐﺎرﺑﺮدی‬–‫ﻣﻮﺳﺴﻪ‬‫آﻣﻮزش‬‫ﻋﺎﻟﯽ‬‫ﺑﻬﺎر‬-MTN‫آﻓﺮﯾﻘﺎی‬‫ﺟﻨﻮﺑﯽ‬-‫ﺷﻬﺮداری‬
‫ﻣﻨﺎﻃﻖ‬17‫و‬18-‫ﺷﺮﮐﺖ‬‫ﻣﻠﯽ‬‫ﺻﺎدرات‬‫ﮔﺎز‬‫اﯾﺮان‬-‫ﺷﺮﮐﺖ‬‫ﺳﺪ‬‫و‬‫ﺳﺎزه‬،‫ﺳﭙﺎﻫﺎن‬‫ﻧﻔﺖ‬‫ﻓﻼت‬‫ﻗﺎره،ﺷﻬﺮداری‬،‫اﺻﻔﻬﺎن‬‫ﻣﺨﺎﺑﺮات‬
،‫اﺳﺘﺎﻧﻬﺎ‬‫ﻧﻔﺖ‬‫و‬‫ﮔﺎز‬،‫ﮐﺎرون‬‫ﺑﺎﻧﮏ‬‫ﻣﺮﮐﺰی‬،‫ﭘﺎﻻﯾﺶ‬‫ﻧﻔﺖ‬،‫ﺑﻨﺪرﻋﺒﺎس‬‫ارﺗﺒﺎﻃﺎت‬،‫زﯾﺮﺳﺎﺧﺖ‬‫ﻣﻬﺎب‬،‫ﻗﺪس‬‫ﻣﺮﮐﺰ‬‫آﻣﻮزش‬‫و‬‫ﺗ‬‫ﺤﻘﯿﻘﺎت‬
‫ﺻﻨﻌﺘﯽ‬،‫اﯾﺮان‬‫ﻓﻮﻻد‬‫ﻣﺒﺎرﮐﻪ‬،‫ﺧﻮزﺳﺘﺎن‬‫ﺷﺮﮐﺖ‬،‫ﭘﺘﺮوﭘﺎرس‬‫ﺻﻨﺎﯾﻊ‬‫ﻣﻮﺷﮑﯽ‬‫ﺷﻬﯿﺪ‬،‫ﻫﻤﺖ‬‫ﺗﺎم‬‫اﯾﺮان‬،‫ﺧﻮدرو‬‫ﺳﺎﯾﭙﺎ‬‫ﯾﺪ‬،‫ک‬‫اﯾﺮان‬
،‫ﺧﻮدرو‬‫ﭘﮋوﻫﺸﮑﺪه‬‫ﺗﻮﺳﻌﻪ‬‫ﺗﮑﻨﻮﻟﻮژی‬‫داﻧﺸﮕﺎه‬،‫ﺷﺮﯾﻒ‬‫ﺧﺸﺖ‬‫اول‬‫و‬...
KPI’s
18‫ﺳﺎل‬‫ﺗﺤﺮﺑﻪ‬،‫ﮐﺎری‬‫ﻣﺸﺎوره‬‫ای‬‫و‬‫آﻣﻮزﺷﯽ‬)‫از‬1378‫ﺗﺎ‬‫ﮐﻨﻮن‬(
‫ﻣﺪﯾﺮﯾﺖ‬‫و‬‫ﻫﻤﮑﺎری‬‫در‬100‫ﭘﺮوژه‬‫داﺧﻠﯽ‬‫و‬‫ﺧﺎرﺟﯽ‬‫ﺑﺎ‬‫ارزﺷﯽ‬‫ﺑﺎﻟﻎ‬‫ﺑﺮ‬1000‫ﻣﯿﻠﯿﺎرد‬z
28‫ﻣﺪرک‬‫ﺑﯿﻦ‬‫اﻟﻤﻠﻠﯽ‬‫و‬‫ﻣﻠﯽ‬,17‫ﻣﻘﺎﻟﻪ‬‫داﺧﻠﯽ‬‫و‬30‫ﺳﺨﻨﺮاﻧﯽ‬‫داﺧﻠﯽ‬‫و‬‫ﺧﺎرﺟﯽ‬
‫ﺑﺮﮔﺰاری‬‫ﺑﯿﺶ‬‫از‬200‫دوره‬‫در‬‫ﺣﻮزه‬‫ﻫﺎی‬‫ﻣﺨﺘﻠﻒ‬‫و‬‫ﺑﯿﺶ‬‫از‬1200‫داﻧﺶ‬‫آﻣﻮﺧﺘﻪ‬‫در‬‫ﺣﻮزه‬‫ﻫﺎی‬‫ﻣﺨﺘﻠﻒ‬
‫ﺑﯿﺶ‬‫از‬13800‫ﻧﻔﺮ‬‫ﺳﺎﻋﺖ‬‫آﻣﻮزش‬‫ﺗﺨﺼﺼﯽ‬‫ﺑﺎ‬‫رﺿﺎﯾﺖ‬‫ﺑﯿﺶ‬‫از‬90%‫ی‬‫از‬‫دوره‬‫ﻫﺎی‬‫ﺑﺮﮔﺰار‬‫ﺷﺪه‬
‫ﺑﯿﺶ‬‫از‬4800‫ﺳﺎﻋﺖ‬‫ﻣﺸﺎوره‬‫ﺗﺨﺼﺼﯽ‬‫ﺑﻪ‬‫ﺷﺮﮐﺖ‬‫ﻫﺎی‬‫ﻣﺨﺘﻠﻒ‬
7‫ﭘﺮوژه‬،‫ﻓﻌﺎل‬95‫ﮐﺎرآﻣﻮز‬‫در‬‫ﺣﺎل‬‫آﻣﻮزش‬‫درﺟﺴﺘﺠﻮی‬20‫ﮐﺎرآﻣﻮز‬‫ﺟﻮان‬ِ‫ﺑﺎﻫﻮش‬‫ﻋﻼﻗﻤﻨﺪ‬‫ﺑﻪ‬‫ﺗﺠﺮﺑﻪ‬‫ﻣﺪﯾﺮﯾﺖ‬‫ﭘﺮوژه‬‫واﻗﻌﯽ‬

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Strategy-Business.com
‫اﻧﺴﺎﻧﯽ‬ ‫ﻫﻤﮑﺎری‬ ‫در‬ ‫ﺗﮑﺎﻣﻠﯽ‬ ‫ﭘﯿﺸﺮﻓﺘﻬﺎی‬

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‫ﭼﺮا؟‬ ‫ﭼﯿﺴﺖ؟‬ ‫ﺷﻤﺎ‬ ‫ﺳﺎزﻣﺎن‬ ‫رﻧﮓ‬
5‫ﺳﺎزﻣﺎﻧﯽ‬ ‫رﻧﮓ‬،‫دارﯾﺪ‬ ‫دوﺳﺖ‬ ‫ﻃﻮر‬ ‫ﻫﺮ‬ ‫را‬‫ﮐﻨﯿﺪ؟‬ ‫ﺑﻨﺪی‬ ‫ﺗﻘﺴﯿﻢ‬

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‫دارﯾﻢ؟‬ ‫ﭘﺮوژه‬ ‫در‬ ‫ﭼﺎﺑﮏ‬ ‫ﺗﯿﻢ‬ ‫ﺑﻪ‬ ‫ﻧﯿﺎز‬ ‫ﭼﺮا‬

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‫ﮔﻮﯾﻨﺪ؟‬ ‫ﻣﯽ‬ ‫ﭼﻪ‬ ‫دﯾﮕﺮان‬

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Usefulness of Agile for organization
•71% of the respondents said Agile project management is valuable to their
organization.
www.pmi.org

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Value of Agile for PM
www.pmi.org

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PM Pyramid

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WWW.PMI.ORG

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New Trends in Project Management
Hybrid methodologies (Such As Agile)
Use of automated tools
Use of visual management tools
Project knowledge management.
Expanding PM’s (Project Leader)
PMBOK-2017 Page 73.

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Project Life Cycles
PMBOK-2017 Page 18.

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Life Cycles
• Sequential
• Iterative
• Overlapping
Project Phases
• Predictive
• Adaptive
Project Life Cycles
• Predictive (Waterfall)
• Iterative
• Incremental
• Adaptive (Agile Or Change Driven, Iterative & Incremental)
• Hybrid (combination of a predictive and an adaptive life cycle)
Development Life Cycle
PMBOK-2017 Page 19.

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• Predictive (Waterfall)
• scope, time, and cost are determined in the early phases of the life cycle
• Iterative
• Project scope is generally determined early in the project life cycle, but time and cost
estimates are routinely modified as the project team’s understanding of the product
increases.
• Iterations develop the product through a series of repeated cycles
• Incremental
• the deliverable is produced through a series of iterations that successively add
functionality within a predetermined time frame.
• Adaptive (Agile Or Change Driven, Iterative & Incremental)
• The detailed scope is defined and approved before the start of an iteration.
• Hybrid (combination of a predictive and an adaptive life cycle)
• Those elements of the project that are well known or have fixed requirements follow
a predictive development life cycle, and those elements that are still evolving follow
adaptive development life cyle.
Development Life Cycle
PMBOK-2017 Page 19.
Development Life Cycles

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Iterative VS Incremental

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A Hybrid project is:
1. one in which agile and traditional development methodologies are combined, or
2. one in which multiple agile methods are combined.

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PMBOK-2017 Page 666.

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Agile Vs. Waterfall

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What is Agile?

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Agile Manifestos

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Agile Values

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Agile KPI’s

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‫ﻣﻬﻨﺪﺳﯽ‬ ‫و‬ ‫ﻃﺮاﺣﯽ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬
‫ﮔﻮاﻫﯿﻨﺎﻣﻪ‬ ‫اﺧﺬ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬
•‫دﮐﺘﺮی‬ ‫و‬ ‫ﻟﯿﺴﺎﻧﺲ‬ ‫ﻓﻮق‬ ‫ﻧﺎﻣﻪ‬ ‫ﭘﺎﯾﺎن‬ ‫اﻧﺠﺎم‬
•ISO 9001
•‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫اﻟﻤﻠﻠﯽ‬ ‫ﺑﯿﻦ‬ ‫ﻣﺪارک‬ ‫اﺧﺬ‬
PMP
‫ﺳﺎﺧﺖ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬/‫اﻓﺰار‬ ‫ﻧﺮم‬ ‫ﺗﻮﺳﻌﻪ‬
•Trello
•Rally
‫اﻓﺰار‬ ‫ﻧﺮم‬ ‫ﺳﺎزی‬ ‫ﭘﯿﺎده‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬
•ERP(Enterprise Resource
Planning)
•EPM
‫ﺟﺪﯾﺪ‬ ‫ﻣﺤﺼﻮل‬ ‫ﺗﻮﻟﯿﺪ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬
•IPhone xx
•‫داروﺳﺎزی‬
•‫ﮐﺎﺗﺎﻟﻮگ‬ ‫ﻃﺮاﺣﯽ‬
‫ﺳﯿﺎﺳﯽ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬
•‫اﻧﺘﺨﺎﺑﺎت‬
•‫ﺳﯿﺎﺳﯽ‬ ‫ﻫﺎی‬ ‫ﻫﻤﺎﯾﺶ‬
‫ﻫﺎ‬ ‫ﺣﻮزه‬ ‫ﺳﺎﯾﺮ‬
•‫ﻣﺎرﮐﺘﯿﻨﮓ‬
•‫ﻓﺎﯾﻨﺎﻧﺲ‬
‫ﻫﺎ‬ ‫ﭘﺮوژه‬ ‫ﺳﺎﯾﺮ‬
•‫ﻋﻤﺮاﻧﯽ‬
•‫ﻧﻔﺘﯽ‬
‫ﭼﺎﺑﮏ‬ ‫ﻫﺎی‬ ‫ﭘﺮوژه‬ ‫از‬ ‫ﻣﺜﺎﻟﻬﺎﺋﯽ‬

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Agile Methodology

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Considerations For Agile (Integration)
Agile promote the engagement of team members.
Team members determine how plans and components should integrate.
Control of the detailed product planning and delivery is delegated to the team.
The PM’s focus is on building a collaborative decision-making environment
PM Ensures the team has the ability to respond to changes.
In Agile, deliverables are developed over multiple iterations where a detailed scope is defined
and approved for each iteration when it begins.
Customer representatives should be continuously engaged with the project to provide
feedback on deliverables as they are created.
Customer representatives should ensure that the product backlog reflects their current needs.
PMBOK-2017 Page 74 & 131.

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Considerations For Agile (Integration)
Traditional
Project Plan
Development
Project Plan Execution
Direct, Manage,
Monitor, Control
Integrated Change
Control
Agile
Release and Iteration
Planning
Iteration Work
Facilitate, Serve, Lead,
Collaborate
Constant Feedback and
a Ranked Backlog

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Considerations For Agile (Scope)
Two processes (Validate Scope and Control Scope) are repeated for each iteration.
Validate Scope occurs with each deliverable or phase review and Control Scope is an ongoing
process.
Agile methods deliberately spend less time trying to define and agree on scope in the early
stage of the project and spend more time establishing the process for its ongoing discovery
and refinement.
agile methods purposefully build and review prototypes and release versions in order to refine
the requirements. As a result, scope is defined and redefined throughout the project.
In agile approaches, the requirements constitute the backlog.
If an agile approach is used, epics can be decomposed into user stories.
PMBOK-2017 Page 133 & 160.

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Traditional
Scope Definition
Create WBS
Scope Verification
Scope Change Control
Agile
Backlog and Planning
Meetings
Release and Iteration
Plans (FBS)
Feature Acceptance
Constant Feedback and
the Ranked Backlog

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Considerations For Agile (Schedule)
The project management team selects a scheduling method, such as critical path or an agile
approach.
Iterative scheduling with a backlog (Form of rolling wave planning based on Agile)
Agile use short cycles to undertake work, review the results, and adapt as necessary.
Agile provides rapid feedback on the approaches and suitability of deliverables.
In Agile, the activity list will be updated periodically as the project progresses.
Decision Making (a Voting method that is often used in agile-based projects is called the fist of
five (also called fist to five).
Meetings: (In Agile approach, team conduct sprint or iteration planning meetings to discuss
prioritized product backlog items (user stories) and decide which of these items the team will
commit to work on in the upcoming iteration.
PMBOK-2017 Page 178 & 185, 203.

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Considerations For Agile (Schedule)

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Considerations For Agile (Control Schedule)
Determining the current status of the project schedule by comparing the total amount of work
delivered and accepted against the estimates of work completed for the elapsed time cycle;
Conducting retrospectives (scheduled reviews to record lessons learned) for correcting
processes and improving, if required;
Reprioritizing the remaining work plan (backlog);
Determining the rate at which the deliverables are produced, validated, and accepted (velocity) in
the given time per iteration (agreed-upon work cycle duration, typically 2 weeks or 1 month);
Determining that the project schedule has changed.
Managing the actual changes as they occur.

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Considerations For Agile (Quality)
PMBOK-2017 Page 276, 290.
In agile, stakeholder engagement with the team ensures customer satisfaction is maintained
throughout the project.
For better change management, agile calls for frequent quality and review steps built in throughout
the project rather than toward the end of the project.
Recurring retrospectives regularly check on the effectiveness of the quality processes.
Looking for the root cause of issues then suggest trials of new approaches to improve quality.
In order to facilitate frequent, incremental delivery, agile methods focus on small batches of work,
incorporating as many elements of project deliverables as possible.
Small batch systems aim to uncover quality issues earlier in the project life cycle when the overall
costs of change are lower.
In agile projects, quality management is performed by all team members throughout the project.

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Considerations For Agile (Quality)
Traditional
Quality Planning
Manage Qulaity
Control Quality
Agile
Definition of “Done”
QA involved from the
beginning, and…
Reviews and
Retrospectives
Test early and often;
feature acceptance

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Considerations For Agile (HR)
Self-organizing teams: where the team functions with an absence of centralized control.
In projects that have self-organizing teams, the project manager (who may not be called
a project manager) role provides the team with the environment and support needed and
trusts the team to get the job done.
Collaboration is intended to boost productivity and facilitate innovative problem solving.
Collaborative teams may facilitate accelerated integration of distinct work activities,
improve communication, increase knowledge sharing, and provide flexibility of work
assignments.

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Team charter is a document that establishes the team values, agreements, and operating guidelines for team.
It establishes clear expectations regarding acceptable behavior by project team members.
It decreases misunderstandings and increases productivity.
Discussing areas such as codes of conduct, communication, decision making, and meeting etiquette allows
team members to discover values that are important to one another.
It can be reviewed and updated periodically to ensure a continued understanding of the team ground rules and
to orient and integrate new team members.
The team charter may include but is not limited to:
Team values,
Communication guidelines,
Decision-making criteria and process,
Conflict resolution process,
Meeting guidelines, and
Team agreements
Considerations For Agile (HR)-Team Charter

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‫ﺗﯿﻤﯽ‬ ‫ﭼﺎرت‬ ‫ﮐﺎرﮔﺎه‬

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HR Leadership Vs. HR Management
HR
Leadership
HR
Management

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HR Leadership
Proactively developing team skills and competencies
Retaining and improving team satisfaction & motivation.
Aware of, professional and ethical behavior.
Ensure that all team members adhere to these behaviors.

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HR New Trends
Command
Collaboration
& Support
Control
Delegating

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Considerations For Agile (HR)

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Agile Adaptive Team Forming
1. Agile Adaptive Team Forming refers to the concept of adapting how we lead a team based
on the specific circumstances and how mature the team is in its formation.
2. Team formation typically follows the stages of:

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Short, daily standup meetings, where the achievements and issues of the
previous day, and plans for the current day’s work, are discussed with the project
team and key stakeholders.
team member access to information, frequent team checkpoints, and
collocating team members as much as possible.
Posting project artifacts in a transparent fashion, and holding regular
stakeholder reviews are intended to promote communication with management
and stakeholders.
Considerations For Agile (Communication)

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Considerations For Agile (Risk)
Use of frequent reviews of incremental work products and cross-functional project
teams to accelerate knowledge sharing and ensure that risk is understood and
managed.
Risk is considered when selecting the content of each iteration, and risks will also be
identified, analyzed, and managed during each iteration.
Requirements are kept as a living document that is updated regularly, and work may
be reprioritized as the project progresses, based on an improved understanding of
current risk exposure.
Performing Qualitative Risk Analysis process is conducted before the start of each
iteration.

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Considerations For Agile (Risk)
Traditional
Risk Identification,
Qualitative &
Quantitative Analysis,
Response Planning
Monitoring &
Controlling
Agile
Iteration Planning, Daily
Stand-ups, Metrics, and
Retrospectives
Daily Stand-ups and Highly
Visible Information
Radiators

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Considerations For Agile (Procurement)
Specific sellers may be used to extend the team.
This collaborative working relationship can lead to a shared risk procurement model where
both the buyer and the seller share in the risk and rewards associated with a project.
Larger projects may use an adaptive approach for some deliverables and a more stable
approach for other parts.
In these cases, a governing agreement such as a master services agreement (MSA) may
be used for the overall engagement, with the adaptive work being placed in an appendix or
supplement.
This allows changes to occur on the adaptive scope without impacting the overall
contract.

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Considerations For Agile (Stakeholders)
Client, user, and developer exchange information in a dynamic co-creative
process that leads to more stakeholder involvement and higher satisfaction.
In order to accelerate the sharing of information within and across the
organization, agile methods promote aggressive transparency.
The intent of inviting any stakeholders to project meetings and reviews or
posting project artifacts in public spaces is to surface as quickly as possible any
misalignment, dependency, or other issue related to the changing project.

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When to Use Agile

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When Not to Use Agile

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‫ﻧﺮم‬‫اﻓﺰارﻫﺎی‬‫ﭼﺎﺑﮏ‬

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‫ﻓﯿﻠﻢ‬ ‫ﻧﻤﺎﯾﺶ‬

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Every Project Needs it’s Own Methodology.
Methodology is Just a Method, not Culture.
There is not one Methodology for All Projects or Organizations.
Tailor Made Methodology with your Project and Organization.
Agile can work for Non-IT & SW Projects.
Agile Can Complete PMBOK.
Sum Up

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‫ﮐﻨﯿﺪ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﺷﻤﺎ‬...

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‫ﻣﻨﺎﺑﻊ‬
WWW.PMI.ORG
PMBOK®-2017 (Version 6)
ACP EXAM PREP. (RMC PUBLICATION)
WWW.STRATEGY-BUSINESS.COM
PMI; Rory McCorkle, Priya Sethuraman, 2012
WWW.MOTAMEMPDP.COM
WWW.GOOGLE.COM

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‫ﻧﯿﺴﺖ‬ ‫ﮐﺮدار‬ ‫ﻧﯿﻢ‬ ‫ﭼﻮن‬ ،‫ﮔﻔﺘﻪ‬ ‫ﺻﺪ‬ ‫دو‬
‫ﻣﺤﻤﺪ‬‫اﺣﻤﺪزاده‬
•‫ﻣﺪرس‬ ‫و‬ ‫ﻣﺸﺎور‬‫ﭼﺎﺑﮏ‬ ‫و‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻫﺎی‬ ‫ﺳﯿﺴﺘﻢ‬
•‫اﯾﻤﯿﻞ‬:m.Ahmadzadeh.gh@ut.ac.ir
•‫ﺳﺎﯾﺖ‬ ‫وب‬:mohammad-ahmadzadeh.com
‫آﺧﺮ‬ ‫ﺣﺮف‬

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PMBOK مدیریت پروژه چابک براساس استاندارد مدیریت پروژه (Agile Project Management Based on PMBOK-V6)

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