1روش مديريت پروژهProject Method Trans BOOK-2loc

‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫روش‬
‫ﻫﺎي‬ ‫ﻣﺘﻦ‬‫ﻣﺎﻧﺪﻧﯽ‬ ‫ﯾﺎد‬ ‫ﺑﻪ‬ ‫و‬ ‫ﮐﻮﺗﺎه‬‫در‬‫ﺑﻬﺒﻮد‬‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻋﻤﻠﮑﺮد‬
‫ﮔﺮدآوري‬‫ﺗﺮﺟﻤﻪ‬ ‫و‬:‫ﻓﻼﺣﯽ‬ ‫ﮐﯿﻮﻣﺮث‬ ‫ﻣﻬﻨﺪس‬

.1

.2
‫ﻋﻨﻮان‬:‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫روش‬
‫ﺗﺮﺟﻤﻪ‬ ‫و‬ ‫ﮔﺮدآوري‬:‫ﻓﻼﺣﯽ‬ ‫ﮐﯿﻮﻣﺮث‬ ‫ﻣﻬﻨﺪس‬

.3
‫ﺳﺮآﻏﺎز‬
‫ﺟﻤﻠﻪ‬ ‫از‬‫راﻫﺒﺮد‬‫ﻫﺎﯾ‬‫ﺑﺸﺮ‬ ‫روزاﻓﺰون‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫ﻣﻮﺟﺐ‬ ‫ﮐﻪ‬ ‫ﯽ‬‫ﺷﺪه‬،‫درك‬‫درﺳﺖ‬‫اداﻣﻪ‬ ‫و‬ ‫ﻣﻮﺟﻮد‬ ‫ﺷﺮاﯾﻂ‬
‫ﻫﺎ‬ ‫ﭘﯿﺸﺮﻓﺖ‬‫ﺑﻮده‬‫ﮐﺎرﻫﺎي‬ ‫دوﺑﺎره‬ ‫اﺳﺖ،اﮔﺮﭼﻪ‬‫ﺳﻬﻮي‬‫ﺑﯿﻦ‬ ‫اﯾﻦ‬ ‫در‬ ‫ﻧﯿﺰ‬‫داﺷﺘﻪ‬ ‫وﺟﻮد‬‫اﺳﺖ‬.‫ﻣﺠﺪد‬ ‫اﺧﺘﺮاع‬ ‫ﻗﻄﻌﺎ‬
‫اﺳﺖ‬ ‫ﺑﯿﻬﻮده‬ ‫ﮐﺎري‬ ‫ﭼﺮخ‬.‫دﯾﮕﺮان‬ ‫ﮐﻪ‬ ‫ﻫﺎﯾﯽ‬ ‫روش‬ ‫و‬ ‫ﻫﺎ‬ ‫اﯾﺪه‬ ‫ﻣﺠﺪد‬ ‫،ﺧﻠﻖ‬ ‫ارﺗﺒﺎﻃﺎت‬ ‫ﻋﺼﺮ‬ ‫در‬ ‫و‬ ‫اﻣﺮوزه‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬
‫و‬ ‫ﻣﻄﺎﻟﻌﻪ‬ ‫ﺑﺠﺎي‬ ‫ﺑﺮﻧﺪ‬ ‫ﻣﯽ‬ ‫ﺑﮑﺎر‬‫اﺳﺘﻔﺎده‬‫ﻧﻤﯿﺮﺳﺪ‬ ‫ﺑﻨﻈﺮ‬ ‫درﺳﺘﯽ‬ ‫ﮐﺎر‬ ‫آﻧﻬﺎ‬ ‫از‬.، ‫ذﻫﻨﯿﺖ‬ ‫اﯾﻦ‬ ‫ﺑﺎ‬‫ﻧ‬ ‫و‬‫ﺑﻪ‬ ‫ﻈﺮ‬‫و‬ ‫ﻣﺸﻐﻠﻪ‬
‫،ﺧﻼﺻﻪ‬ ‫اﺳﺖ‬ ‫اﻣﺮوزي‬ ‫ﺑﺸﺮ‬ ‫ﻣﺨﺘﺼﺎت‬ ‫از‬ ‫ﮐﻪ‬ ‫اﻧﺪﮐﯽ‬ ‫ﺣﻮﺻﻠﻪ‬‫ﻫﺎي‬ ‫ﻣﺘﻦ‬‫ﻋﻤﻠﮑﺮد‬ ‫ﺑﻬﺒﻮد‬ ‫در‬ ‫ﻣﺎﻧﺪﻧﯽ‬ ‫ﯾﺎد‬ ‫ﺑﻪ‬ ‫و‬ ‫ﮐﻮﺗﺎه‬
‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬‫اﺳﺖ‬ ‫ﮔﺮدﯾﺪه‬ ‫ﺗﻘﺪﯾﻢ‬.‫ﺑﺎﻋﺚ‬ ‫ﺧﻮد‬ ‫ﭘﯿﺸﻨﻬﺎدات‬ ‫ﺑﺎ‬ ‫و‬ ‫ﻗﺮارﮔﺮﻓﺘﻪ‬ ‫ﻋﺰﯾﺰان‬ ‫ﺷﻤﺎ‬ ‫ﺗﻮﺟﻪ‬ ‫ﻣﻮرد‬ ‫ﮐﻪ‬ ‫اﻣﯿﺪ‬
‫ﺷﻮﯾﺪ‬ ‫ﺑﻬﺘﺮ‬ ‫ﺧﺪﻣﺎت‬ ‫اراﺋﻪ‬.
‫اﻣﺘﻨﺎن‬ ‫و‬ ‫اﺣﺘﺮام‬ ‫ﺑﺎ‬
‫ﻓﻼ‬ ‫ﮐﯿﻮﻣﺮث‬‫ﺣﯽ‬

.4
‫ﻣﻄﺎﻟﺐ‬ ‫ﻓﻬﺮﺳﺖ‬
1-‫ﭼﮕﻮﻧﻪ‬‫ﭘﺮوژه‬‫ﻫﺎي‬‫ﺧﻮد‬‫را‬‫ﭘﯿﮕﯿﺮي‬‫ﮐﻨﯿﻢ؟‬.............................................................................8
1-1-‫زﻣﺎن‬‫و‬‫ﻫﺰﯾﻨﻪ‬..........................................................................................................................................................8
1-2-‫ﺗﺨﺼﯿﺺ‬‫ﻣﻨﺎﺑﻊ‬.......................................................................................................................................................9
1-3-‫ﭘﯿﺸﺮﻓﺖ‬‫و‬‫ﮐﺎراﯾﯽ‬...............................................................................................................................................10
1-4-،‫رﯾﺴﮑﻬﺎ‬‫ﺗﻐﯿﯿﺮات‬‫و‬‫ﻧﺘﺎﯾﺞ‬.................................................................................................................................11
1-5-‫ﺳﻼﻣﺖ‬‫ﭘﺮوژه‬.......................................................................................................................................................12
2-‫ﭼﮕﻮﻧﻪ‬‫ﭘﺮوژه‬‫ﻫﺎ‬‫را‬‫ﮔﺎم‬‫ﺑﻪ‬‫ﮔﺎم‬‫ﻣﺪﯾﺮﯾﺖ‬‫ﮐﻨﯿﻢ؟‬....................................................................13
2-1-‫ﻧﻘﺸﻪ‬‫راه‬‫ﭘﺮوژه‬‫را‬‫ﺗﻌﺮﯾﻒ‬‫ﮐﻨﯿﺪ‬.......................................................................................................................14
2-1-‫ﺑﺮﻧﺎﻣﻪ‬‫را‬‫ﺑﺮاﺳﺎس‬‫ﻧﻘﺸﻪ‬‫راه‬‫ﺗﻨﻈﯿﻢ‬‫ﮐﻨﯿﺪ‬......................................................................................................15
2-2-‫از‬‫ﻧﻘﺸﻪ‬‫راه‬‫ﺑﺮاي‬‫ﺗﺪاوم‬‫ﮐﻨﺘﺮل‬‫ﭘﺮوژه‬‫اﺳﺘﻔﺎده‬‫ﮐﻨﯿﺪ‬.................................................................................15
3-‫ﭼﮕﻮﻧﻪ‬‫ﻓﺮآﯾﻨﺪ‬‫ﺗﺼﻤﯿﻢ‬‫ﮔﯿﺮي‬‫ﺧﻮد‬‫را‬‫ﺑﻬﺒﻮد‬‫دﻫﯿﻢ‬‫؟‬............................................................18
3-1-‫ﻣﺸﮑﻞ‬‫را‬‫واﮐﺎوي‬‫و‬‫ﺑﺮرﺳﯽ‬‫ﮐﻨﯿﺪ‬...................................................................................................................19
3-2-‫اوﻟﻮﯾﺖ‬‫ﺑﻨﺪي‬‫ﮐﻨﯿﺪ‬.............................................................................................................................................19
3-3-‫راﻫﮑﺎرﻫﺎ‬‫را‬‫ﺷﻨﺎﺳﺎﯾﯽ‬‫ﮐﻨﯿﺪ‬.............................................................................................................................20
3-4-‫ﺗﺼﻤﯿﻢ‬‫ﺑﮕﯿﺮﯾﺪ‬.....................................................................................................................................................21
3-5-‫ﺑﺮ‬‫اﺳﺎس‬‫ﺗﺼﻤﯿﻢ‬،‫اﻗﺪام‬‫ﮐﻨﯿﺪ‬........................................................................................................................21

.5
4-‫ﭼﮕﻮﻧﻪ‬‫ر‬‫ﯾ‬‫ﺴﮏ‬‫ﭘﺮوژه‬‫را‬‫ﮐﺎﻫﺶ‬‫دﻫ‬‫ﯿ‬‫ﻢ؟‬..............................................................................23
4-1-‫ﺑﻪ‬‫ﺷﮑﻞ‬‫ﺻﺤ‬‫ﯿ‬‫ﺢ‬‫ﭘﺮوژه‬‫را‬‫ﺷﺮوع‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬.........................................................................................................23
4-2-‫ﺗ‬‫ﯿ‬‫ﻢ‬‫ﺧﻮد‬‫را‬‫ﻣﺴﺌﻮل‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬.................................................................................................................................24
4-3-‫ر‬‫ﯾ‬‫ﺴﮑﻪ‬‫ﻫﺎ‬‫را‬‫ﭘ‬‫ﯿ‬‫ﺸﺎﭘ‬‫ﯿ‬‫ﺶ‬‫ﺷﻨﺎﺳﺎ‬‫ﯾﯽ‬‫ﮐﻨﯿﺪ‬........................................................................................................24
4-4-‫ر‬‫ﯾ‬‫ﺴﮏ‬‫ﻫﺎ‬‫را‬‫ﻋﺎﻗﻼﻧﻪ‬‫ﺑﺮﻧﺎﻣﻪ‬‫ر‬‫ﯾ‬‫ﺰ‬‫ي‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬........................................................................................................25
4-5-‫ﺑﺎ‬‫دﻗﺖ‬‫ر‬‫ﯾ‬‫ﺴﮏ‬‫ﻫﺎ‬‫را‬‫ﻧﻈﺎرت‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬..................................................................................................................26
4-6-‫ﮐﺘﺎب‬‫را‬‫ﺑﺎز‬‫ﻧﮕﻬﺪار‬‫ﯾ‬‫ﺪ‬.........................................................................................................................................26
5-‫واﻗﻊ‬‫ﺑ‬‫ﯿ‬‫ﻨ‬‫ﯽ‬‫ر‬‫ﯾ‬‫ﺴﮏ‬..............................................................................................................27
5-1-‫ﺟﻨﺒﻪ‬‫ﻫﺎ‬‫ي‬‫ﻣﺨﺘﻠﻒ‬‫ارزش‬.................................................................................................................................28
5-2-‫در‬‫ﻓﺮا‬‫ﯾ‬‫ﻨﺪ‬)‫ﭘﺮوﺳﻪ‬(‫ر‬‫ﯾ‬‫ﺴﮏ‬‫ﭼﺎﻟﺶ‬‫ﻣﺘﻘﺎﺑﻞ‬‫را‬‫ﻫﻢ‬‫داﺷﺘﻪ‬‫ﺑﺎﺷ‬‫ﯿ‬‫ﺪ‬..............................................................29
5-3-‫از‬‫ﺣﺲ‬‫ﻣﻤ‬‫ﯿ‬‫ﺰﻫﺎ‬‫ي‬،‫ﻣﺴﺘﻘﻞ‬‫ﺑﺮا‬‫ي‬‫ﭼﮏ‬‫ﮐﺮدن‬‫اﺳﺘﻔﺎده‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬..................................................................29
5-4-‫ﻋﻤﻠﮑﺮد‬‫را‬‫ﻧﻈﺎرت‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬....................................................................................................................................30
5-5-‫رﻓﺘﺎرﻫﺎ‬‫ي‬‫ر‬‫ﯾ‬‫ﺴﮏ‬‫را‬‫ﻣﺪ‬‫ﯾ‬‫ﺮ‬‫ﯾ‬‫ﺖ‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬................................................................................................................30
6-‫ﺳﻮاﻟﯽ‬‫ﮐﻪ‬‫ﻣﺪﯾﺮان‬‫ﭘﺮوژه‬‫ﺑﺎﯾﺪ‬‫از‬‫ﺧﻮد‬‫ﺑﭙﺮﺳﻨﺪ‬.....................................................................31
6-1-‫ﻣﻮﻗﻌﯿﺖ‬-...............................................................................................................................................................33
6-2-‫ﻣﺴﺎﻟﻪ‬-...................................................................................................................................................................34
6-3-‫ﻧﯿﺎز‬-........................................................................................................................................................................34
6-4-‫ﻣﺤﺘﻮي‬-................................................................................................................................................................35
6-5-‫راه‬‫ﺣﻞ‬-.................................................................................................................................................................35

.6
7-‫ﭼﻬﺎر‬‫ﮔﺎم‬‫ﻣﻬﻢ‬‫در‬‫ﺗﻬﯿﻪ‬‫و‬‫ﺗﻨﻈﯿﻢ‬‫ﺑﺮﻧﺎﻣﻪ‬‫ﮐﯿﻔﯿﺖ‬..................................................................37
7-1-‫ﮔﺎم‬1:‫ﺗﻌﺮﯾﻒ‬‫اﻫﺪاف‬‫ﮐﯿﻔﯽ‬...........................................................................................................................38
7-2-‫ﮔﺎم‬2:‫ﺗﻬﯿﻪ‬‫ﺑﺮﻧﺎﻣﻪ‬‫ﺗﻀﻤﯿﻦ‬‫ﮐﯿﻔﯿﺖ‬.............................................................................................................39
7-3-‫ﮔﺎم‬3:‫ﺗﻬﯿﻪ‬‫ﺑﺮﻧﺎﻣﻪ‬‫ﮐﻨﺘﺮل‬‫ﮐﯿﻔﯿﺖ‬...............................................................................................................40
7-4-‫ﮔﺎم‬4:‫ﺗﻌﺮﯾﻒ‬‫ﻓﺮآﯾﻨﺪ‬‫ﮐﯿﻔﯿﺖ‬........................................................................................................................40
8-‫اﻧﮕ‬‫ﯿ‬‫ﺰش‬‫ﺗ‬‫ﯿ‬‫ﻤ‬‫ﯽ‬.....................................................................................................................40
8-1-‫ﺑ‬‫ﯿ‬‫ﺶ‬‫از‬‫ﺣﺪ‬‫ﻣﺸﻐﻮل‬‫ﻧﺒﺎﺷ‬‫ﯿ‬‫ﺪ‬‫ﮐﻪ‬‫ﻧﺘﻮاﻧ‬‫ﯿ‬‫ﺪ‬‫ارﺗﺒﺎط‬‫ﺑﺮﻗﺮار‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬!..................................................................43
8-2-‫ﺑﺎ‬‫ﺧﻮش‬‫ﺑ‬‫ﯿ‬‫ﻨ‬‫ﯽ‬‫رﻫﺒﺮ‬‫ي‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬............................................................................................................................45
8-3-‫د‬‫ﯾ‬‫ﺪ‬‫ﺧﻮد‬‫را‬‫ﺗﺴﻬ‬‫ﯿ‬‫ﻢ‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬.................................................................................................................................46
8-4-‫رواﺑﻂ‬‫اﻧﮕ‬‫ﯿ‬‫ﺰش‬‫را‬‫ﻣ‬‫ﯽ‬‫ﺳﺎزد‬!.............................................................................................................................47
8-5-‫ﺧﻠﻖ‬‫ﻫﺪف‬‫ﻫﺎ‬‫ي‬‫ﻣﻘﺼﻮد‬‫ي‬...............................................................................................................................48
8-6-‫ﺗ‬‫ﯿ‬‫ﻢ‬‫ﺧﻮد‬‫را‬‫ﺗﻐﺬ‬‫ﯾ‬‫ﻪ‬‫ﮐﻨ‬‫ﯿ‬‫ﺪ‬!...................................................................................................................................50
9-‫ﺑﺎ‬‫ﻣﻦ‬‫ﻫﺴﺘ‬‫ﯿ‬‫ﺪ؟‬‫ﭼ‬‫ﯿ‬‫ﺰ‬‫ي‬‫ﻣ‬‫ﯽ‬‫ﺧﻮاﻫ‬‫ﯿ‬‫ﺪ‬‫ﺑﻪ‬‫ﻣﻦ‬‫ﺑﮕﻮ‬‫ﯾﯿ‬‫ﺪ؟‬..............................................................51
9-1-‫ﺳﺒﮏ‬‫رﻓﺘﺎر‬‫ي‬‫ﭘﺮﺧﺎﺷﮕﺮ‬-‫ﻣﺪﻋ‬‫ﯽ‬......................................................................................................................53
9-2-‫ﺳﺒﮏ‬‫رﻓﺘﺎر‬‫ي‬‫اﺟﺘﻤﺎﻋ‬‫ﯽ‬‫ﯾ‬‫ﺎ‬‫اﻫﻞ‬‫ﻣﻌﺎﺷﺮت‬.....................................................................................................55
9-3-‫ﺳﺒﮏ‬‫رﻓﺘﺎر‬‫ي‬‫ﻣ‬‫ﯿ‬‫ﺎﻧﺠ‬‫ﯽ‬.......................................................................................................................................56
9-4-‫ﺳﺒﮏ‬‫رﻓﺘﺎر‬‫ي‬‫ﺗﺤﻠ‬‫ﯿ‬‫ﻠﮕﺮ‬......................................................................................................................................58
10-،‫ﺷﮑﺴﺖ‬‫ﺳﺎﺧﺘﺎر‬‫ﺷﮑﺴﺖ‬‫ﮐﺎر‬...........................................................................................60

.7
10-1-‫ﺳﺎﺧﺘﺎر‬‫ﺷﮑﺴﺖ‬‫ﮐﺎر‬‫ﭼ‬‫ﯿ‬‫ﺴﺖ؟‬......................................................................................................................61
10-2-‫ورود‬‫ي‬wbs‫ﭼ‬‫ﯿ‬‫ﺴﺖ؟‬....................................................................................................................................63
10-3-‫ﻣﺜﺎﻟ‬‫ﯽ‬‫از‬wbs..................................................................................................................................................67
10-4-‫زﻣﺎن‬‫و‬WBS.................................................................................................................................................72
10-5-‫اﺧﺘﺼﺎص‬‫ﺻﺎﺣ‬‫ﺒﺎن‬‫ﺗﺤﻮ‬‫ﯾ‬‫ﻞ‬.............................................................................................................................73

.8
1-‫ﮐﻨﯿﻢ؟‬ ‫ﭘﯿﮕﯿﺮي‬ ‫را‬ ‫ﺧﻮد‬ ‫ﻫﺎي‬ ‫ﭘﺮوژه‬ ‫ﭼﮕﻮﻧﻪ‬
How to Track Your Projects?
It’s a tough challenge; juggling people, equipment, time,
money and materials to complete your project on time. To do it
successfully, you need to keep an eye on ٥ key areas of your
project...
‫ﺳﺮ‬‫و‬‫ﺑﺴﯿﺎر‬ ‫ﭼﺎﻟﺶ‬ ‫ﭘﺮوژه‬ ‫ﺑﻤﻮﻗﻊ‬ ‫اﺗﻤﺎم‬ ‫ﺑﺮاي‬ ‫اوﻟﯿﻪ‬ ‫ﻣﻮاد‬ ‫و‬ ‫ﭘﻮل‬ ،‫زﻣﺎن‬ ،‫ﺗﺠﻬﯿﺰات‬ ،‫ﭘﺮﺳﻨﻞ‬ ‫ﺑﺎ‬ ‫داﺷﺘﻦ‬ ‫ﮐﺎر‬
‫اﺳﺖ‬ ‫ﻣﺸﮑﻠﯽ‬ ‫و‬ ‫ﺳﺨﺖ‬.‫روي‬ ‫ﺑﺎﯾﺪ‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﺮاي‬5‫ﭘﺮوژه‬ ‫ﮐﻠﯿﺪي‬ ‫ﻋﻨﺼﺮ‬‫ﺑﺪوزﯾﺪ‬ ‫ﭼﺸﻢ‬:
١. Time and Cost
Put an hour aside every week to determine if you are likely to
complete the project on time. To do this, identify any tasks that
are running late and determine whether they are likely to delay
the overall project. Then look for ways that you can save time by;
finishing tasks earlier, delaying non-critical tasks to after the
project has been completed, or gaining approval from your
Sponsor to remove tasks altogether.
1-1-‫زﻣﺎن‬‫و‬‫ﻫﺰﯾﻨﻪ‬
‫ﺑ‬ ‫اﻧﺠﺎم‬ ‫ﺑﻪ‬ ‫اﮔﺮﻣﺎﯾﻞ‬‫ﻪ‬‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫ﺑﺮاي‬ ‫ﯾﮑﺴﺎﻋﺖ‬ ‫ﻫﺮﻫﻔﺘﻪ‬ ،‫ﻫﺴﺘﯿﺪ‬ ‫ﭘﺮوژه‬ ‫ﻣﻮﻗﻊ‬‫ﻫﺎي‬،‫ﺗﺎﺧﯿﺮدار‬ ‫ﺑﺤﺮاﻧﯽ‬
،‫ﺑﮕﺬارﯾﺪ‬ ‫ﮐﻨﺎر‬‫ﻫﺎﯾﯽ‬ ‫ﻓﻌﺎﻟﯿﺖ‬‫ﮐﻨﯿﺪ‬ ‫ﻣﺸﺨﺺ‬ ‫را‬ ‫ﺷﻮﻧﺪ‬ ‫ﻣﯽ‬ ‫ﭘﺮوژه‬ ‫ﮐﻞ‬ ‫ﺗﺎﺧﯿﺮ‬ ‫ﺑﺎﻋﺚ‬ ‫ﮐﻪ‬.‫ﺑ‬ ‫ﺳﭙﺲ‬‫ﻪ‬‫راه‬ ‫دﻧﺒﺎل‬‫ﻫﺎﯾﯽ‬
‫؛‬ ‫ﺟﻤﻠﻪ‬ ‫از‬ ‫زﻣﺎن‬ ‫ذﺧﯿﺮه‬ ‫ﺑﺮاي‬‫ﻓﻌﺎﻟﯿﺖ‬ ‫زودﺗﺮ‬ ‫اﺗﻤﺎم‬، ‫ﻫﺎ‬‫ﮐﺮدن‬ ‫ﻣﻮﮐﻮل‬‫ﻓﻌﺎﻟﯿﺖ‬‫ﺑﻪ‬ ‫ﻏﯿﺮﺑﺤﺮاﻧﯽ‬ ‫ﻫﺎي‬‫ﭘﺮوژه‬ ‫آﺧﺮ‬‫ﯾﺎ‬ ،
‫ﺗﺎﯾﯿﺪ‬ ‫اﺧﺬ‬‫ﯾﻪ‬‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺣﺬف‬‫ﺑﺤﺮاﻧﯽ‬ ‫ﻫﺎي‬‫از‬‫ﻣﺸﺘﺮي‬)‫ﮐ‬‫ﻣﺎﻟﯽ‬ ‫ﺣﺎﻣﯽ‬ ،‫ﺎرﻓﺮﻣﺎ‬(‫ﺑﮕﺮدﯾﺪ‬ ،.

.9
You also need to review the total spend of the project to date
against the original budget set. Identify ways to reduce costs by
allocating cheaper resource, reducing the project scope, or
boosting the efficiency of your team.
‫اﺳﺖ‬ ‫ﭘﺮوژه‬ ‫ﺷﺪه‬ ‫رﯾﺰي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺑﻮدﺟﻪ‬ ‫ﺑﺎ‬ ‫ﻣﻘﺎﯾﺴﻪ‬ ‫در‬ ‫ﺷﺪه‬ ‫ﺻﺮف‬ ‫ﻫﺎي‬ ‫ﻫﺰﯾﻨﻪ‬ ‫ﮐﻞ‬ ‫ﺑﺎزﻧﮕﺮي‬ ،‫ﺑﻌﺪي‬ ‫اﻗﺪام‬.‫راه‬
‫ﻣﺸﺨﺺ‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﮐﺎراﯾﯽ‬ ‫اﻓﺰاﯾﺶ‬ ‫ﯾﺎ‬ ،‫ﭘﺮوژه‬ ‫ﻣﺤﺪوده‬ ‫ﮐﺎﻫﺶ‬ ،‫ارزاﻧﺘﺮ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﺗﺨﺼﯿﺺ‬ ‫ﺑﺎ‬ ‫را‬ ‫ﻫﺰﯾﻨﻪ‬ ‫ﮐﺎﻫﺶ‬ ‫ﻫﺎي‬
‫ﮐﻨﯿﺪ‬.
٢. Resource Allocation
You need to keep a constant watch on the percentage of time
that your team are allocated to tasks. If you have one person
allocated to tasks ٥٠٪ of their time and another ١٥٠٪ of their time,
then you may not be working efficiently. Instead, balance
workload fairly so that your team are kept busy ٨٠-١٠٠٪ of their
time, without being overloaded. If you intend to overload
resource, then only do it for a short period of time, to avoid
“burnout”.
1-2-‫ﻣﻨﺎﺑﻊ‬ ‫ﺗﺨﺼﯿﺺ‬
‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺑﻪ‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﮐﻪ‬ ‫زﻣﺎﻧﯽ‬ ‫درﺻﺪ‬‫ﻣﯽ‬ ‫ﺗﺨﺼﯿﺺ‬ ‫ﻫﺎ‬‫دﻫ‬‫ﻨ‬‫ﮐﻨﯿﺪ‬ ‫ﻣﺎﻧﯿﺘﻮر‬ ‫ﻣﺴﺘﻤﺮ‬ ‫و‬ ‫ﺑﺪﻗﺖ‬ ‫را‬ ‫ﺪ‬.‫اﮔﺮ‬‫ﮐﺴﯽ‬
‫ﺗﯿﻢ‬ ‫از‬50%‫ﺷﺮاﯾﻂ‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬ ،‫ﺑﺮاﺑﺮ‬ ‫ﺳﻪ‬ ‫دﯾﮕﺮي‬ ‫ﻓﺮد‬ ‫درﺣﺎﻟﯿﮑﻪ‬ ‫ﻣﯿﮑﻨﺪ‬ ‫ﭘﺮوژه‬ ‫ﻓﻌﺎﻟﯿﺘﻬﺎي‬ ‫ﺻﺮف‬ ‫را‬ ‫ﺧﻮد‬ ‫وﻗﺖ‬ ‫از‬
‫ﻧﯿﺴﺖ‬ ‫ﻣﺆﺛﺮ‬ ‫و‬ ‫ﻣﺘﻌﺎدل‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﮐﺎري‬.‫ﻫﻤﻪ‬ ‫ﻃﻮرﯾﮑﻪ‬ ‫ﮐﻨﯿﺪ‬ ‫ﺗﻘﺴﯿﻢ‬ ‫ﺧﻮد‬ ‫ﺗﯿﻢ‬ ‫اﻋﻀﺎي‬ ‫ﺑﯿﻦ‬ ‫ﻋﺎدﻻﻧﻪ‬ ‫را‬ ‫ﮐﺎري‬ ‫ﻓﺸﺎر‬
‫ﯾﮑﺴﺎن‬80‫ﺗﺎ‬100‫ﺑﺎﺷﻨﺪ‬ ‫ﻣﺸﻐﻮل‬ ‫ﮐﺎر‬ ‫اﺿﺎﻓﻪ‬ ‫ﺑﺪون‬ ‫اوﻗﺎت‬ ‫درﺻﺪ‬.‫درﺻﻮرت‬‫ﺑﺮاي‬ ،‫ﻣﻨﺎﺑﻊ‬ ‫ﮐﺎر‬ ‫اﺿﺎﻓﻪ‬ ‫ﺑﻪ‬ ‫اﺟﺒﺎر‬
‫ﺑﺎﺷﺪ‬ ‫ﻣﺤﺪود‬ ‫و‬ ‫ﮐﻮﺗﺎه‬ ‫ﻣﺪت‬ ‫ﺑﺮاي‬ ‫ﻓﻘﻂ‬ ،‫ﺷﻐﻠﯽ‬ ‫ﻓﺮﺳﻮدﮔﯽ‬ ‫از‬ ‫ﺟﻠﻮﮔﯿﺮي‬.

.10
As you reallocate work among your resources, keep an eye on
the overall resource level. It may be that everyone is under-
allocated and you can take a person off the project, saving on
cost. On the other hand, if everyone is over-allocated then you
may need to quickly allocate more resources to the project as
soon as possible.
‫ﻣﯽ‬ ‫ﺗﺨﺼﯿﺺ‬ ‫را‬ ‫ﻣﻨﺎﺑﻊ‬ ‫دوﺑﺎره‬ ‫ﻫﻤﭽﻨﺎﻧﮑﻪ‬‫اﮔﺮ‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻧﻈﺎرت‬ ‫و‬ ‫ﮐﻨﺘﺮل‬ ‫ﻫﻢ‬ ‫را‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﮐﻠﯽ‬ ‫ﺳﻄﺢ‬ ،‫دﻫﯿﺪ‬
‫اﻣ‬‫ﻫﺰﯾﻨﻪ‬ ‫ﺑﻮد،در‬ ‫ﭘﺮوژه‬ ‫از‬ ‫ﮐﺴﯽ‬ ‫ﺣﺬف‬ ‫ﮑﺎن‬‫ﺻﺮﻓﻪ‬ ‫ﻫﺎ‬‫ﺷﻮد‬ ‫ﺟﻮﺋﯽ‬.‫ﮐﺴﯽ‬ ‫ﮐﺎري‬ ‫ﺣﺠﻢ‬ ‫درﺻﻮرﺗﯿﮑﻪ‬ ‫دﯾﮕﺮ‬ ‫ﻃﺮف‬ ‫از‬
‫ﮐﻨﯿﺪ‬ ‫اﻗﺪام‬ ‫ﺟﺪﯾﺪ‬ ‫ﻓﺮد‬ ‫ﺗﺨﺼﯿﺺ‬ ‫ﺑﻪ‬ ‫ﻧﺴﺒﺖ‬ ‫ﺳﺮﯾﻌﺘﺮ‬ ‫ﻫﺮﭼﻪ‬ ‫ﻣﺠﺒﻮرﯾﺪ‬ ،‫ﺑﺎﺷﺪ‬ ‫ﻣﻌﻤﻮل‬ ‫ازﺣﺪ‬ ‫ﺑﯿﺶ‬.
٣. Progress and Efficiency
You also need to track the progress and efficiency of your
team. ‘Progress’ means the percentage of tasks completed to
date. ‘Efficiency’ means the number of tasks completed on time.
You need to track these items to ensure that you are progressing
according to plan and that your team are working efficiently in
completing tasks assigned to them.
1-3-‫ﮐﺎراﯾﯽ‬ ‫و‬ ‫ﭘﯿﺸﺮﻓﺖ‬
‫ﻫﺴﺘﯿﺪ‬ ‫ﺧﻮد‬ ‫ﺗﯿﻢ‬ ‫ﮐﺎراﺋﯽ‬ ‫و‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫ﭘﯿﮕﯿﺮي‬ ‫ﻧﯿﺎزﻣﻨﺪ‬ ‫ﺷﻤﺎ‬.‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺗﮑﻤﯿﻞ‬ ‫درﺻﺪ‬ ،‫ﭘﯿﺸﺮﻓﺖ‬ ‫از‬ ‫ﻣﻨﻈﻮر‬‫ﻫﺎ‬
‫اﺳﺖ‬ ‫زﻣﺎن‬ ‫در‬.‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺗﻌﺪاد‬ ‫ﮐﺎراﺋﯽ‬ ‫از‬ ‫ﻫﺪف‬‫ﺷﺪه‬ ‫ﺗﮑﻤﯿﻞ‬ ‫ﻣﻮﻗﻊ‬ ‫ﺑﻪ‬ ‫ﻫﺎي‬)‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻃﺒﻖ‬ ‫ﺗﺨﺼﯿﺼﯽ‬ ‫زﻣﺎن‬ ‫در‬
‫زﻣﺎن‬‫ﺑﻨﺪي‬(‫اﺳﺖ‬.‫اﻧﺪازه‬ ‫ﺑﻪ‬ ‫ﺷﻤﺎ‬‫ﮔﯿﺮي‬‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻣﻄﺎﺑﻖ‬ ‫ﺷﻤﺎ‬ ‫ﭘﺮوژه‬ ‫اﯾﻨﮑﻪ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺣﺼﻮل‬ ‫ﺑﺮاي‬ ‫ﺷﺎﺧﺺ‬ ‫دو‬ ‫اﯾﻦ‬
‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺗﮑﻤﯿﻞ‬ ‫در‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫و‬‫ﻧﯿﺎزﻣﻨﺪﯾﺪ‬ ،‫اﺳﺖ‬ ‫ﮐﺎرا‬ ‫آﻧﻬﺎ‬ ‫ﺑﻪ‬ ‫ﺷﺪه‬ ‫داده‬ ‫ﺗﺨﺼﯿﺺ‬ ‫ﻫﺎي‬.

.11
٤. Risks, Changes, Issues
Every project encounters risks, changes and issues at some
point. It’s often impossible to prevent them from occurring, so
the trick is to resolve them as quickly as possible when they do
come up. Throughout the project life cycle, you need to watch
them closely. For each item raised, set a ‘target resolution date’
and track these dates carefully to make sure that they are
adhered to.
1-4-‫ﻧﺘﺎﯾﺞ‬ ‫و‬ ‫ﺗﻐﯿﯿﺮات‬ ،‫رﯾﺴﮑﻬﺎ‬
‫ﭘﺮوژه‬ ‫ﻫﺮ‬‫از‬ ‫ﺟﻠﻮﮔﯿﺮي‬ ‫اﻣﮑﺎن‬ ‫اﻏﻠﺐ‬ ‫ﮐﻪ‬ ‫اﺳﺖ‬ ‫ﻣﻮاﺟﻪ‬ ‫ﻋﻮارﺿﯽ‬ ‫و‬ ‫ﺗﻐﯿﯿﺮات‬ ،‫ﺧﻄﺮﻫﺎ‬ ‫ﺑﺎ‬ ‫ﻧﻘﺎط‬ ‫ﺑﺮﺧﯽ‬ ‫در‬ ‫اي‬
‫آﻧﻬﺎﺳﺖ‬ ‫رﺳﯿﺪ‬ ‫ﺳﺮ‬ ‫ﻣﺤﺾ‬ ‫ﺑﻪ‬ ‫آﻧﻬﺎ‬ ‫ﺳﺮﯾﻊ‬ ‫رﺟﻮع‬ ‫و‬ ‫رﻓﻊ‬ ‫اﺻﻠﯽ‬ ‫ﻧﮑﺘﻪ‬ ‫ﯾﺎ‬ ‫رﻣﺰ‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬ ،‫ﻧﺪارد‬ ‫وﺟﻮد‬ ‫آﻧﻬﺎ‬ ‫وﻗﻮع‬.‫درﻃﯽ‬
‫ﭼﺮﺧ‬‫اﺳﺖ‬ ‫ﺿﺮوري‬ ‫ﻧﺰدﯾﮏ‬ ‫از‬ ‫ﻋﻮارض‬ ‫و‬ ‫ﺗﻐﯿﯿﺮات‬ ،‫ﺧﻄﺮﻫﺎ‬ ‫اﯾﻦ‬ ‫ﻧﻈﺎرت‬ ‫و‬ ‫ﮐﻨﺘﺮل‬ ، ‫ﭘﺮوژه‬ ‫ﻋﻤﺮ‬ ‫ﻪ‬.‫ﺑﺮوز‬ ‫درﺻﻮرت‬
‫ﺑﺮﺳﺪ‬ ‫ﻧﺘﯿﺠﻪ‬ ‫ﺑﻪ‬ ‫ﺣﺘﻤﺎ‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬ ‫ﭘﯿﮕﯿﺮي‬ ‫ﺑﺪﻗﺖ‬ ‫آﻧﺮا‬ ‫ﺳﺮرﺳﯿﺪ‬ ‫و‬ ‫ﻧﻤﻮده‬ ‫ﺗﻌﯿﯿﻦ‬ ‫اﺗﻤﺎم‬ ‫،ﺗﺎرﯾﺦ‬ ‫ﻣﻮارد‬ ‫اﯾﻦ‬ ‫از‬ ‫ﻫﺮﮐﺪام‬.
٥. Project Health
In addition to tracking the project at the micro level, you also
need to stand back and take a look at the project from a
helicopter level. You need to gain a clear view of the overall
project health. You’ve already done most of the work by
assessing the time, cost, resources, progress and efficiency of the
project. By also taking a summarized view of the project each
week, you can lead the project team towards success.

.12
1-5-‫ﭘﺮوژه‬ ‫ﺳﻼﻣﺖ‬
‫ﻋﻼوه‬‫ﭘﻨﺠﺮه‬ ‫و‬ ‫ﺑﺎﻻ‬ ‫از‬ ‫و‬ ‫ﺑﺮﮔﺮدﯾﺪ‬ ‫ﻋﻘﺐ‬ ‫ﺑﻪ‬ ، ‫ﺑﺎﯾﺴﺘﯿﺪ‬ ‫ﺗﺎ‬ ‫اﺳﺖ‬ ‫ﻻزم‬ ،‫ﺧﺮد‬ ‫ﺳﻄﺢ‬ ‫در‬ ‫ﭘﺮوژه‬ ‫ﭘﯿﮕﯿﺮي‬ ‫ﺑﺮ‬
‫ﻫﻠﯿﮑﻮﭘﺘﺮ‬)‫ﺑﺎﻻ‬ ‫ﺳﻄﺢ‬ ‫ﯾﺎ‬ ‫ارﺗﻔﺎع‬(‫ﭘ‬ ‫ﺑﻪ‬‫ﮐﻨﯿﺪ‬ ‫ﻧﮕﺎه‬ ‫ﺮوژه‬.‫ﭘﺮوژه‬ ‫ﮐﻞ‬ ‫ﺳﻼﻣﺖ‬ ‫از‬ ‫ﺷﻔﺎف‬ ‫و‬ ‫واﺿﺢ‬ ‫ﺗﺼﻮﯾﺮ‬ ‫ﯾﮏ‬ ‫ﺑﻪ‬ ‫ﺷﻤﺎ‬
‫دارﯾﺪ‬ ‫ﻧﯿﺎز‬.‫آﻣﺪه‬ ‫ﺑﺪﺳﺖ‬ ،‫ﭘﺮوژه‬ ‫ﮐﺎراﯾﯽ‬ ‫و‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ،‫ﻣﻨﺎﺑﻊ‬ ،‫ﻫﺰﯾﻨﻪ‬ ،‫زﻣﺎن‬ ‫ارزﯾﺎﺑﯽ‬ ‫ﺑﺎ‬ ‫ﻗﺒﻼ‬ ‫ﺗﺼﻮﯾﺮ‬ ‫اﯾﻦ‬ ‫اﻟﺒﺘﻪ‬‫اﺳﺖ‬.
‫ﻣﯽ‬ ،‫ﻫﻔﺘﮕﯽ‬ ‫ﺑﺼﻮرت‬ ‫ﭘﺮوژه‬ ‫وﺿﻌﯿﺖ‬ ‫از‬ ‫اﺟﻤﺎﻟﯽ‬ ‫ﻧﮕﺎه‬ ‫اراﺋﻪ‬ ‫ﺑﺎ‬ ‫ﺷﻤﺎ‬ ‫ﺑﺮاﯾﻦ‬ ‫ﻋﻼوه‬‫ﺑﺴﻮي‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﺗﻮاﻧﯿﺪ‬‫ﻣﻮﻓﻘﯿﺖ‬
‫ﮐﻨﯿﺪ‬ ‫ﻫﺪاﯾﺖ‬.

.13
2-‫ﭘﺮوژه‬ ‫ﭼﮕﻮﻧﻪ‬‫ﮐﻨﯿﻢ؟‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﮔﺎم‬ ‫ﺑﻪ‬ ‫ﮔﺎم‬ ‫را‬ ‫ﻫﺎ‬
How to Manage Projects Step-by-Step
Projects can often be chaos. To remain focused and achieve
success, you need to work in a step-by-step manner. That way,
you will have complete control over every action you take. So
read on, to learn....
‫ﭘﺮوژه‬‫ﻣﯽ‬ ‫اﻏﻠﺐ‬ ‫ﻫﺎ‬‫ﺑﯽ‬ ‫و‬ ‫آﺷﻔﺘﻪ‬ ‫ﺗﻮاﻧﻨﺪ‬‫ﺑﺎﺷﻨﺪ‬ ‫ﻧﻈﻢ‬.‫ﻗﺪم‬ ‫اﻧﺠﺎم‬ ‫ﻧﯿﺎزﻣﻨﺪ‬ ،‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺣﺼﻮل‬ ‫و‬ ‫ﺗﻤﺮﮐﺰ‬ ‫ﺣﻔﻆ‬ ‫ﺑﺮاي‬
‫ﻫﺴﺘﯿﻢ‬ ‫ﮐﺎر‬ ‫ﻗﺪم‬ ‫ﺑﻪ‬.‫ﻗﺪم‬ ‫ﮐﻠﯿﻪ‬ ‫ﺑﺮ‬ ‫ﮐﺎﻣﻠﯽ‬ ‫ﮐﻨﺘﺮل‬ ‫دراﯾﻨﺼﻮرت‬‫ﺑﺮﻣﯽ‬ ‫ﮐﻪ‬ ‫ﻫﺎﯾﯽ‬‫داﺷﺖ‬ ‫ﺧﻮاﻫﯿﺪ‬ ،‫دارﯾﺪ‬.‫ﺑﺮاي‬ ‫ﻟﺬا‬
‫آﮔﺎﻫﯽ‬‫ﺑﺨﻮاﻧﯿﺪ‬ ‫را‬ ‫ﻣﻄﻠﺐ‬ ‫اداﻣﻪ‬:
You have a choice in how you manage projects. If you
manage in an unstructured fashion, then much of your time will
be spent fire fighting and trying to control the project scope.
This is known as "project chaos".
‫ﻧﺤﻮه‬ ‫ﺑﺮاي‬‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬‫دارﯾﺪ‬ ‫اﻧﺘﺨﺎب‬ ‫ﯾﮏ‬ ،‫ﻫﺎ‬.‫ي‬ ‫ﻫﻤﻪ‬ ،‫ﮐﻨﯿﺪ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻏﯿﺮﺳﺎﺧﺘﯿﺎﻓﺘﻪ‬ ‫ﺑﺸﮑﻞ‬ ‫درﺻﻮرﺗﯿﮑﻪ‬
‫ﯾﺎ‬ ‫ﻧﻈﻤﯽ‬ ‫ﺑﯽ‬ ‫ﺑﻌﻨﻮان‬ ‫ﮐﻪ‬ ‫ﺷﺪ‬ ‫ﺧﻮاﻫﺪ‬ ‫ﭘﺮوژه‬ ‫داﻣﻨﻪ‬ ‫و‬ ‫ﻣﺤﺪوده‬ ‫ﮐﻨﺘﺮل‬ ‫ﺑﺮاي‬ ‫ﺗﻼش‬ ‫و‬ ‫درﮔﯿﺮي‬ ‫ﺻﺮف‬ ‫ﺷﻤﺎ‬ ‫وﻗﺖ‬
‫ﻣﯽ‬ ‫اﻃﻼق‬ ‫ﻣﺮج‬ ‫و‬ ‫ﻫﺮج‬‫ﺷﻮد‬.
Instead, if you manage in a more structured step-by-step
fashion, then you can control the project delivery and ensure it
proceeds according to plan. So here's how to do it...
‫ﻣﯽ‬ ،‫ﮐﻨﯿﺪ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﮔﺎم‬ ‫ﺑﻪ‬ ‫ﮔﺎم‬ ‫ﺳﺎﺧﺘﯿﺎﻓﺘﻪ‬ ‫روش‬ ‫ﺑﻪ‬ ‫اﮔﺮ‬ ‫درﻋﻮض‬‫ﺧﺮوﺟﯽ‬ ‫ﺗﻮاﻧﯿﺪ‬‫از‬ ‫و‬ ‫ﮐﻨﺘﺮل‬ ‫را‬ ‫ﭘﺮوژه‬
‫ﺷﻮﯾﺪ‬ ‫ﻣﻄﻤﺌﻦ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻃﺒﻖ‬ ‫آن‬ ‫ﭘﯿﺸﺮﻓﺖ‬.‫ﺑﻪ‬ ‫ذﯾﻞ‬ ‫در‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬‫ﻣﯽ‬ ‫اﯾﻨﮑﺎر‬ ‫اﻧﺠﺎم‬ ‫ﻧﺤﻮه‬‫ﭘﺮدازﯾﻢ‬:

.14
١. Define the Project Roadmap
At the start of the project you need to define the Roadmap.
This is a diagram that shows the major steps that need to be
taken to deliver the project from start to finish. Another name
for this is the "Project Life Cycle". Every step is clearly defined
and the steps are placed in a logical order, from Project
Initiation to Project Closure.
2-1-‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﺮﯾﻒ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬
‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﺮﯾﻒ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ،‫اﺳﺖ‬ ‫ﻻزم‬ ‫ﭘﺮوژ‬ ‫اﺑﺘﺪاي‬ ‫در‬.‫د‬ ‫ﻧﻮﻋﯽ‬ ، ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫اﯾﻦ‬‫ﮔﺎم‬ ‫از‬ ‫ﯾﺎﮔﺮام‬‫اﺻﻠﯽ‬ ‫ﻫﺎي‬
‫اﻧﺘﻬﺎﺳﺖ‬ ‫ﺗﺎ‬ ‫اﺑﺘﺪا‬ ‫از‬ ‫ﭘﺮوژه‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﺑﺮاي‬ ‫ﻣﻮردﻧﯿﺎز‬.‫دﯾﺎﮔﺮام‬ ‫اﯾﻦ‬ ‫دﯾﮕﺮ‬ ‫اﺳﻢ‬"‫ﭘﺮوژه‬ ‫ﻋﻤﺮ‬ ‫ﭼﺮﺧﻪ‬"‫اﺳﺖ‬.‫ﮔﺎم‬ ‫ﻫﺮ‬
‫ﻣﯽ‬ ‫ﭼﯿﺪه‬ ‫ﻣﻨﻄﻘﯽ‬ ‫ﺗﺮﺗﯿﺐ‬ ‫ﺑﺎ‬ ‫ﭘﺮوژه‬ ‫اﻧﺘﻬﺎي‬ ‫ﺗﺎ‬ ‫اﺑﺘﺪا‬ ‫از‬ ‫آﻧﻬﺎ‬ ‫ﮐﻠﯿﻪ‬ ‫و‬ ‫ﺗﻌﺮﯾﻒ‬ ‫ﮐﺎﻣﻼ‬‫ﺷﻮﻧﺪ‬.
After creating your Project Roadmap, get buy-in from your
Project Sponsor and then clearly communicate the steps to
your team. That way, everyone knows what has to be done to
deliver the project, from start to finish.
‫ﺗﺒﺎدل‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﺑﺎ‬ ‫آﻧﺮا‬ ‫اﻗﺪاﻣﺎت‬ ‫ﻧﻬﺎﯾﺘﺎ‬ ‫و‬ ‫ﺟﻠﺐ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﻣﺎﻟﯽ‬ ‫ﺣﺎﻣﯽ‬ ‫ﻧﻈﺮ‬ ،‫ﭘﺮوژه‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫ﺑﻌﺪاز‬‫ﮐﻨﯿﺪ‬.
‫ﻣﯽ‬ ‫ﻫﺮﮐﺴﯽ‬ ‫ﺗﺮﺗﯿﺐ‬ ‫اﯾﻦ‬ ‫ﺑﻪ‬‫ﭼﻪ‬ ‫ﺑﺎﯾﺪ‬ ‫اﻧﺘﻬﺎ‬ ‫ﺗﺎ‬ ‫اﺑﺘﺪا‬ ‫از‬ ‫داﻧﺪ‬‫دﻫﺪ‬ ‫اﻧﺠﺎم‬ ‫ﭘﺮوژه‬ ‫ﺑﺮاي‬ ‫را‬ ‫ﮐﺎري‬.
٢. Base your Plan on your Roadmap
If you haven't done so already, create a detailed Project
Plan that lists all of the tasks needed to complete the steps in
your Roadmap. If you have already created your plan, then
review it to ensure that all of the roadmap steps are listed in

.15
your plan and that your plan is perfectly aligned with your
Roadmap.
2-1-‫ﮐﻨﯿﺪ‬ ‫ﺗﻨﻈﯿﻢ‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺑﺮاﺳﺎس‬ ‫را‬ ‫ﺑﺮﻧﺎﻣﻪ‬
‫ﺑﺮاي‬ ‫ﻣﻮردﻧﯿﺎز‬ ‫ﻓﻌﺎﻟﯿﺘﻬﺎي‬ ‫ﮐﻠﯿﻪ‬ ‫ﮐﻪ‬ ‫ﭘﺮوژه‬ ‫ﺗﺸﺮﯾﺤﯽ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ،‫ﺑﺎﺷﯿﺪ‬ ‫ﻧﺪاده‬ ‫اﻧﺠﺎم‬ ‫را‬ ‫اﯾﻨﮑﺎر‬ ‫ﻗﺒﻼ‬ ‫درﺻﻮرﺗﯿﮑﻪ‬
‫ﮔﺎم‬ ‫ﺗﮑﻤﯿﻞ‬‫ﮐﻨﯿﺪ‬ ‫ﺗﻬﯿﻪ‬ ،‫ﮐﻨﺪ‬ ‫ﻓﻬﺮﺳﺖ‬ ‫را‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﻫﺎي‬.‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻗﺒﻼ‬ ‫اﮔﺮ‬‫ﮐﺮده‬ ‫ﺗﻬﯿﻪ‬ ‫را‬‫اﯾﻨﮑﻪ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺑﺮاي‬ ،‫اﯾﺪ‬
‫ﮔﺎم‬‫ﮐﻨﯿﺪ‬ ‫ﺑﺎزﻧﮕﺮي‬ ‫آﻧﺮا‬ ،‫دارد‬ ‫ﻫﻤﺨﻮاﻧﯽ‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺑﺎ‬ ‫ﮐﺎﻣﻼ‬ ‫و‬ ‫دارد‬ ‫ﻗﺮار‬ ‫ﺷﻤﺎ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫در‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﻫﺎي‬.
That way, by following the steps listed in your plan you can
ensure that you follow the roadmap and never deviate off
track. You can then avoid lengthy delays and costly overruns,
which are common with projects.
‫ﮔﺎم‬ ‫ﻓﻬﺮﺳﺖ‬ ‫از‬ ‫ﺗﺒﻌﯿﺖ‬ ‫ﺑﺎ‬‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺑﻪ‬ ‫ﻧﺴﺒﺖ‬ ‫آن‬ ‫ﻫﻤﯿﺸﮕﯽ‬ ‫اﻧﺤﺮاف‬ ‫ﻋﺪم‬ ‫و‬ ‫ﭘﯿﮕﯿﺮي‬ ‫از‬ ،‫ﺑﺮﻧﺎﻣﻪ‬ ‫در‬ ‫ﻣﻨﺪرج‬ ‫ﻫﺎي‬
‫ﻣﯽ‬ ‫ﻣﻄﻤﺌﻦ‬‫ﺷﻮﯾﺪ‬.‫ﻫﻢ‬‫ﻫﺰﯾﻨﻪ‬ ‫و‬ ‫ﻃﻮﻻﻧﯽ‬ ‫ﺗﺎﺧﯿﺮﻫﺎي‬ ‫از‬ ‫ﭼﻨﯿﻦ‬‫ﺑﯿﺶ‬ ‫ﻫﺎي‬‫ﮐﻪ‬ ‫اﻧﺪاره‬ ‫از‬‫ﭘﺮوژه‬ ‫اﻏﻠﺐ‬ ‫در‬،‫ﻫﺴﺖ‬ ‫ﻫﺎ‬
‫ﮐﻨﯿﺪ‬ ‫ﺟﻠﻮﮔﯿﺮي‬.
٣. Use your Roadmap to Keep Control
Print your Roadmap out and put it in a visible place so that
your team can see it. Every time a change is raised, refer back
to your roadmap to determine whether it should really be
implemented.
2-2-‫ﭘﺮوژه‬ ‫ﮐﻨﺘﺮل‬ ‫ﺗﺪاوم‬ ‫ﺑﺮاي‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫از‬‫ﮐﻨﯿﺪ‬ ‫اﺳﺘﻔﺎده‬
‫اﯾﻦ‬‫ﺑﺎﺷﺪ‬ ‫ﺗﯿﻢ‬ ‫اﻋﻀﺎي‬ ‫ﮐﻠﯿﻪ‬ ‫دﯾﺪ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﮐﺎﻣﻼ‬ ‫ﮐﻪ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻧﺼﺐ‬ ‫ﻣﺤﻠﯽ‬ ‫در‬ ‫و‬ ‫ﭼﺎپ‬ ‫را‬ ‫ﻧﻘﺸﻪ‬.‫رخ‬ ‫ﺗﻐﯿﯿﺮي‬ ‫وﻗﺖ‬ ‫ﻫﺮ‬
‫ﻣﯽ‬‫ﺷﻮد‬ ‫اﻋﻤﺎل‬ ‫ﺑﺎﯾﺪ‬ ‫واﻗﻌﺎ‬ ‫آﯾﺎ‬ ‫ﮐﻪ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻣﺸﺨﺺ‬ ‫و‬ ‫ﮐﻨﯿﺪ‬ ‫رﺟﻮع‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺑﻪ‬ ،‫دﻫﺪ‬.

.16
By constantly referring to your Step-by-Step Roadmap, you
can easily identify the impact of changes, risks and issues on
the project. And you can see at a glance whether they are
going to impact on your ability to deliver your project on time.
‫ﮔﺎم‬ ‫ﺑﻪ‬ ‫ﻣﺴﺘﻤﺮ‬ ‫ﻣﺮاﺟﻌﻪ‬ ‫ﺑﺎ‬‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﻫﺎي‬،‫ﺗﺎن‬‫ﻣﯽ‬‫رﯾﺴﮏ‬ ،‫ﺗﻐﯿﯿﺮات‬ ‫ﺗﺎﺛﯿﺮ‬ ‫ﺗﻮاﻧﯿﺪ‬‫ﺑﺮ‬ ‫آﻧﺮا‬ ‫از‬ ‫ﺣﺎﺻﻞ‬ ‫ﻧﺘﺎﯾﺞ‬ ‫و‬ ‫ﻫﺎ‬
‫دارد‬ ‫ﺗﺎﺛﯿﺮ‬ ‫ﭘﺮوژه‬ ‫ﺑﻤﻮﻗﻊ‬ ‫ﺗﺤﻮﯾﻞ‬ ‫در‬ ‫ﺷﻤﺎ‬ ‫ﺗﻮاﻧﺎﯾﯽ‬ ‫ﺑﺮ‬ ‫ﺗﻐﯿﯿﺮات‬ ‫اﯾﻦ‬ ‫آﯾﺎ‬ ‫ﮐﻪ‬ ‫ﺑﻔﻬﻤﯿﺪ‬ ‫ﻧﮕﺎه‬ ‫ﺑﺎﯾﮏ‬ ‫و‬ ‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫ﭘﺮوژه‬
‫ﻧﻪ‬ ‫ﯾﺎ‬.
A clear step-by-step roadmap helps you make decisions on
the fly, while still remaining focused on the end objective. And
you can use it to report on your project progress to your
project sponsors. It also helps you show your team the
progress of your project to date to boost motivation and
morale.
‫ﺗﺼﻤﯿﻢ‬ ‫در‬ ‫ﺷﻤﺎ‬ ‫ﺑﻪ‬ ‫ﺷﻔﺎف‬ ‫و‬ ‫ﮔﺎم‬ ‫ﺑﻪ‬ ‫ﮔﺎم‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬‫ﻣﯽ‬ ‫ﮐﻤﮏ‬ ‫ﻫﻮﺷﻤﻨﺪاﻧﻪ‬ ‫ﮔﯿﺮي‬‫ﺑﺮ‬ ‫ﺗﻤﺮﮐﺰ‬ ‫ﮐﻪ‬ ‫زﻣﺎﻧﯽ‬ ،‫ﮐﻨﺪ‬
‫آن‬ ‫از‬ ‫ﻣﺎﻟﯽ‬ ‫ﺣﺎﻣﯿﺎن‬ ‫ﺑﻪ‬ ‫ﮔﺰارش‬ ‫دادن‬ ‫ﺑﺮاي‬ ‫و‬ ‫ﭘﺎﺑﺮﺟﺎﺳﺖ‬ ‫ﻫﻨﻮز‬ ،‫ﻧﻬﺎﯾﯽ‬ ‫ﻫﺪف‬)‫راه‬ ‫ﻧﻘﺸﻪ‬(‫ﮔﺰارش‬ ‫ﺗﻬﯿﻪ‬ ‫ﺑﺮاي‬
‫ﮐﻨﯿﺪ‬ ‫ﻣﯽ‬ ‫اﺳﺘﻔﺎده‬ ‫ﭘﺮوژه‬ ‫ﭘﯿﺸﺮﻓﺖ‬.‫ﻫﻢ‬‫ﭘﺮوژه‬ ‫زﻣﺎﻧﯽ‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫ﺑﺮاي‬ ‫ﭼﻨﯿﻦ‬،‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫روﺣﯿﻪ‬ ‫و‬ ‫اﻧﮕﯿﺰه‬ ‫ﺗﻘﻮﯾﺖ‬ ،‫ﺗﺎن‬
‫ﻣﯽ‬ ‫ﮐﻤﮏ‬ ‫ﺷﻤﺎ‬ ‫ﺑﻪ‬‫ﮐﻨﺪ‬.
So take the first steps by getting your team together and
creating a Project Roadmap which lists the major steps that
need to be completed to deliver your project. Then plan your
project based on your roadmap, print it out and stick to it. By
doing this, you'll help your team remain focused on the tasks
at hand and improve productivity.

.17
‫ﻣﺒﻨﯽ‬ ‫ﻗﺪم‬ ‫اوﻟﯿﻦ‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫و‬ ‫ﻫﻢ‬ ‫دور‬ ‫ﺗﯿﻢ‬ ‫ﺗﺸﮑﯿﻞ‬ ‫ﺑﺎ‬‫ﮔﺎم‬ ‫ﻓﻬﺮﺳﺖ‬ ‫ﺗﻬﯿﻪ‬ ‫ﺑﺮ‬‫و‬ ‫ﺗﮑﻤﯿﻞ‬ ‫ﺟﻬﺖ‬ ‫ﻣﻬﻢ‬ ‫ﻫﺎي‬
‫ﺑﺮدارﯾﺪ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺗﺤﻮﯾﻞ‬.‫ﺑﺮﻧﺎﻣﻪ‬ ‫راه‬ ‫ﻧﻘﺸﻪ‬ ‫ﺑﺮاﺳﺎس‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺳﭙﺲ‬‫ﮐﻨﯿﺪ‬ ‫ﭼﺎپ‬ ‫و‬ ‫ﮐﺮده‬ ‫رﯾﺰي‬.‫ﺗﯿﻢ‬ ‫ﺑﻪ‬ ‫ﺑﺪﯾﻨﻮﺳﯿﻠﻪ‬
‫ﯾﺎﺑﺪ‬ ‫ﺑﻬﺒﻮد‬ ‫وري‬ ‫ﺑﻬﺮه‬ ‫و‬ ‫ﮐﺮده‬ ‫ﺗﻤﺮﮐﺰ‬ ‫ﺧﻮد‬ ‫دﺳﺖ‬ ‫در‬ ‫وﻇﺎﯾﻒ‬ ‫و‬ ‫ﻫﺎ‬ ‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﺑﺮ‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻣﯽ‬ ‫ﮐﻤﮏ‬ ‫ﭘﺮوژه‬.

.18
3-‫؟‬ ‫دﻫﯿﻢ‬ ‫ﺑﻬﺒﻮد‬ ‫را‬ ‫ﺧﻮد‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﭼﮕﻮﻧﻪ‬
٣. How to Improve your Decision-Making?
Great leaders make great decisions. But how do they do
it? What techniques do they use for making decisions quickly
and easily? Read this newsletter to find out...
‫ﺗﺼﻤﻴﻢ‬ ‫ﺑﺰﺭﮒ‬ ‫ﺭﻫﺒﺮﺍﻥ‬‫ﮔﻴﺮﻧﺪ‬ ‫ﻣﻲ‬ ‫ﺑﺰﺭﮒ‬ ‫ﻫﺎﻱ‬‫ﺗﮑﻨﯿﮑﯽ‬ ‫ﭼﻪ‬ ‫از‬ ‫ﻣﯿﺪﻫﻨﺪ؟‬ ‫اﻧﺠﺎم‬ ‫را‬ ‫ﻣﻬﻢ‬ ‫اﯾﻦ‬ ‫ﭼﮕﻮﻧﻪ‬ ‫وﻟﯽ‬ ،
‫ﮐﻨﻨﺪ؟‬ ‫ﻣﯽ‬ ‫اﺳﺘﻔﺎده‬ ‫وآﺳﺎن‬ ‫ﺳﺮﯾﻊ‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﺑﺮاي‬.‫ذﯾﻞ‬ ‫ﻣﺘﻦ‬‫درﯾﺎﺑﯿﺪ‬ ‫را‬ ‫ﮐﺎر‬ ‫ﭼﮕﻮﻧﮕﯽ‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻣﻄﺎﻟﻌﻪ‬ ‫را‬:
This may surprise you, but most great leaders use the
same ٥ steps for making decisions. So read the ٥ steps below
and use them to improve your decision-making on projects:
‫از‬ ‫ﺑﺴﯿﺎري‬ ‫وﻟﯽ‬ ، ‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﺠﺐ‬ ‫ﺷﻤﺎ‬ ‫ﺷﺎﯾﺪ‬‫اﺳﺘﻔﺎده‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﺑﺮاي‬ ‫زﯾﺮ‬ ‫ﻣﺮﺣﻠﻪ‬ ‫ﭘﻨﺞ‬ ‫از‬ ‫ﺑﺰرگ‬ ‫رﻫﺒﺮان‬
‫ﮐﻨﯿﺪ‬ ‫اﺳﺘﻔﺎده‬ ‫ﻫﺎ‬ ‫ﭘﺮوژه‬ ‫در‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﺑﻬﺒﻮد‬ ‫ﺑﺮاي‬ ‫آﻧﻬﺎ‬ ‫از‬ ‫و‬ ‫ﺑﺒﯿﻨﯿﺪ‬ ‫دﻗﺖ‬ ‫ﺑﺎ‬ ‫را‬ ‫ﻣﺮاﺣﻞ‬ ،‫ﮐﻨﻨﺪ‬ ‫ﻣﯽ‬:
١. Investigate the problem
When a problem is presented to you, take the first step by
spending the time needed to identify its root cause and make
sure it's not just a symptom of another underlying problem.
Project problems are usually related to people, processes,
equipment or materials. Find out when, why and how it
occurred and its impact on the project.

.19
3-1-‫ﮐﻨﯿﺪ‬ ‫ﺑﺮرﺳﯽ‬ ‫و‬ ‫واﮐﺎوي‬ ‫را‬ ‫ﻣﺸﮑﻞ‬
‫اﯾﻦ‬ ‫ﮐﺎر‬ ‫اوﻟﯿﻦ‬ ، ‫ﺷﺪﯾﺪ‬ ‫روﺑﺮو‬ ‫ﻣﺸﮑﻠﯽ‬ ‫ﺑﺎ‬ ‫ﻫﺮﮔﺎه‬‫ا‬‫اي‬ ‫رﯾﺸﻪ‬ ‫ﻋﻠﺖ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫ﺑﺮاي‬ ‫ﮐﺎﻓﯽ‬ ‫،زﻣﺎن‬ ‫ﮐﻪ‬ ‫ﺳﺖ‬
‫اﯾﻨﮑﻪ‬ ‫از‬ ‫و‬ ‫ﻧﻤﻮده‬ ‫ﺻﺮف‬ ‫ﻣﺸﮑﻞ‬‫دﯾﮕﺮي‬ ‫ﭘﻨﻬﺎن‬ ‫ﻣﺸﮑﻞ‬ ، ‫اﺻﻠﯽ‬ ‫ﻣﺸﮑﻞ‬‫ﻧﻤﺎﺋﯿﺪ‬ ‫ﺣﺎﺻﻞ‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﻧﺒﺎﺷﺪ‬.ً‫ﻻ‬‫ﻣﻌﻤﻮ‬
‫ﺑﺮﻣﯿﮕﺮدد‬ ، ‫ﮐﺎﻻ‬ ‫ﯾﺎ‬ ‫ﺗﺠﻬﯿﺰات‬ ، ‫ﻓﺮآﯾﻨﺪﻫﺎ‬ ، ‫اﻧﺴﺎﻧﯽ‬ ‫ﻧﯿﺮوي‬ ‫ﺑﻪ‬ ‫ﭘﺮوژه‬ ‫ﻣﺸﮑﻼت‬.‫و‬ ‫ﭼﺮا‬ ، ‫ﮐﯽ‬ ‫ﻣﺸﮑﻼت‬ ‫ﮐﻪ‬ ‫درﯾﺎﺑﯿﺪ‬
‫ﮐﻨﯿﺪ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﭘﺮوژه‬ ‫ﺑﺮ‬ ‫را‬ ‫آﻧﻬﺎ‬ ‫ﺗﺒﻌﺎت‬ ‫و‬ ‫اﻓﺘﺎده‬ ‫اﺗﻔﺎق‬ ‫ﭼﮕﻮﻧﻪ‬.
٢. Prioritize it
On projects, problems occur all the time. You need to
determine whether each problem needs your urgent attention
or not, based on its impact on the project. If it's high impact
(e.g. it's preventing your team from working) then it's "high
priority" and you need to stop work and get it resolved quickly.
3-2-‫ﮐﻨﯿﺪ‬ ‫ﺑﻨﺪي‬ ‫اوﻟﻮﯾﺖ‬
‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﯿﯿﻦ‬ ، ‫ﭘﺮوژه‬ ‫ﺑﺮ‬ ‫ﻣﺸﮑﻼت‬ ‫ًﺛﯿﺮ‬‫ﺎ‬‫ﺗ‬ ‫ﺑﺮاﺳﺎس‬ ‫ﺑﺎﯾﺪ‬ ‫ﺷﻤﺎ‬ ، ،‫آﯾﻨﺪ‬ ‫ﻣﯽ‬ ‫ﭘﯿﺶ‬ ‫ﻫﻤﯿﺸﻪ‬ ‫ﻣﺸﮑﻼت‬ ،‫ﻫﺎ‬ ‫ﭘﺮوژه‬ ‫در‬
‫ﻧﻪ‬ ‫ﯾﺎ‬ ‫دارد‬ ‫ﻧﯿﺎز‬ ‫ﻓﻮري‬ ‫رﺳﯿﺪﮔﯽ‬ ‫ﺑﻪ‬ ‫آﻣﺪه‬ ‫ﭘﯿﺶ‬ ‫ﻣﺸﮑﻞ‬ ‫ﮐﻪ‬‫دارد‬ ‫زﯾﺎدي‬ ‫ًﺛﯿﺮ‬‫ﺎ‬‫ﺗ‬ ‫اﮔﺮ‬ ،)‫ﮐﺮد‬ ‫ﮐﺎر‬ ‫ﻣﺎﻧﻊ‬ ، ً‫ﻼ‬‫ﻣﺜ‬‫ﺗﯿﻢ‬ ‫ن‬
‫ﻣﯿﺸﻮد‬ ‫ﭘﺮوژه‬(‫ﻧﻤﺎﺋﯿﺪ‬ ‫ﺑﺮﻃﺮف‬ ‫را‬ ‫ﻣﺸﮑﻞ‬ ‫آن‬ ً‫ﺎ‬‫ﺳﺮﯾﻌ‬ ‫و‬ ‫ﻣﺘﻮﻗﻒ‬ ‫را‬ ‫ﮐﺎر‬ ‫ﺑﺎﯾﺴﺘﯽ‬ ‫و‬ ‫داﺷﺘﻪ‬ ‫ﺑﺎﻻﯾﯽ‬ ‫اوﻟﻮﯾﺖ‬ ‫ﻣﺸﮑﻞ‬ ‫اﯾﻦ‬.
٣. Identify the solutions
With a clear understanding of the problem and its priority
level, you need to identify solutions to address it. Then review
each alternative to determine whether it actually:

.20
3-3-‫ﮐﻨﯿﺪ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫را‬ ‫راﻫﮑﺎرﻫﺎ‬
‫دﺳﺘﯿﺎﺑﯽ‬ ‫ﻣﺴﯿﺮ‬ ‫ﺑﺎ‬ ‫ﺗﻨﺎﺳﺐ‬ ‫ﺑﻪ‬ ‫ﮐﺎرﻫﺎ‬ ‫راه‬ ‫اﺳﺖ‬ ‫ﺿﺮوري‬ ، ‫آﻧﻬﺎ‬ ‫اوﻟﻮﯾﺖ‬ ‫ﻣﯿﺰان‬ ‫و‬ ‫ﻣﺴﺎﺋﻞ‬ ‫از‬ ‫روﺷﻦ‬ ‫درك‬ ‫ﺑﺎ‬
‫ﮐﻨﯿﺪ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫را‬ ‫آﻧﻬﺎ‬ ‫ﺻﺤﯿﺢ‬.‫ﻣﻮار‬ ً‫ﺎ‬‫واﻗﻌ‬ ‫آﯾﺎ‬ ‫ﮐﻪ‬ ‫ﮐﻨﯿﺪ‬ ‫ﺑﺮرﺳﯽ‬ ‫را‬ ‫راﻫﮑﺎر‬ ‫و‬ ‫ﮔﺰﯾﻨﻪ‬ ‫ﻫﺮ‬ ‫ﺳﭙﺲ‬‫ﻣﯽ‬ ‫ﭘﻮﺷﺶ‬ ‫را‬ ‫زﯾﺮ‬ ‫د‬
‫دﻫﺪ‬:
 Solves the root cause of the problem
 Is easy and practical to implement
 Will prevent the problem from re-occurring
‫ﮐﻨﺪ‬ ‫ﺣﻞ‬ ‫را‬ ‫ﻣﺸﮑﻞ‬ ‫اي‬ ‫رﯾﺸﻪ‬ ‫ﻋﻠﺖ‬ ‫ﺑﺎﯾﺴﺘﯽ‬ ‫راﻫﮑﺎر‬.
‫اﺳﺖ؟‬ ‫ﻋﻤﻠﯽ‬ ‫و‬ ‫ﺳﺎده‬ ، ‫اﺟﺮا‬ ‫ﺑﺮاي‬ ‫راﻫﮑﺎر‬ ‫آﯾﺎ‬
‫ﮐﺮد؟‬ ‫ﺧﻮاﻫﺪ‬ ‫ﭘﯿﺸﮕﯿﺮي‬ ‫ﻣﺸﮑﻞ‬ ‫ﻣﺠﺪد‬ ‫وﻗﻮع‬ ‫از‬ ، ‫راﻫﮑﺎر‬ ‫آﯾﺎ‬
٤. Make your decision
Now you have all of the information you need to make your
decision. Don't make your decisions too hastily. Take time out
of your day to carefully consider all of the pros and cons. Go
for a walk, or if it's really important sleep on it so you have a
clear head when deciding. Make non-important decisions
quickly, but take a little more time when making decisions
which are critical to the success of the project.

.21
3-4-‫ﺑﮕﯿﺮﯾﺪ‬ ‫ﺗﺼﻤﯿﻢ‬
‫ﺗﺼﻤﯿﻢ‬ ‫زود‬ ‫ﺧﯿﻠﯽ‬ ‫وﻟﯽ‬ ،‫دارﯾﺪ‬ ‫اﺧﺘﯿﺎر‬ ‫در‬ ‫را‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﺑﺮاي‬ ‫ﻻزم‬ ‫اﻃﻼﻋﺎت‬ ‫ﺗﻤﺎم‬ ‫ﺷﻤﺎ‬ ‫اﮐﻨﻮن‬
‫ﻧﮕﯿﺮﯾﺪ‬.‫ﺑﮕﯿﺮﯾﺪ‬ ‫ﻧﻈﺮ‬ ‫در‬ ‫را‬ ‫ﻣﺨﺎﻟﻒ‬ ‫و‬ ‫ﻣﻮاﻓﻖ‬ ‫ﻣﻮارد‬ ‫ﮐﻠﯿﻪ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﺑﺮاي‬ ‫ﮐﺎﻓﯽ‬ ‫وﻗﺖ‬.‫اﺳﺘﺮاﺣﺖ‬ ‫اﯾﺪ‬ ‫ﺷﺪه‬ ‫ﺧﺴﺘﻪ‬ ‫اﮔﺮ‬
‫ﺑﺎﺷﯿﺪ‬ ‫داﺷﺘﻪ‬ ‫را‬ ‫درﺳﺖ‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫اﻣﮑﺎن‬ ،‫روﺷﻦ‬ ‫و‬ ‫ﻓﻌﺎل‬ ‫ذﻫﻨﯽ‬ ‫ﺑﺎ‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬.‫ﺗﺼ‬‫ﺳﺮﯾﻌﺘﺮ‬ ‫را‬ ‫اﻫﻤﯿﺖ‬ ‫ﮐﻢ‬ ‫ﻤﯿﻤﺎت‬
‫در‬ ‫ﺗﺮي‬ ‫ﺣﺴﺎس‬ ‫ﻧﻘﺶ‬ ‫داراي‬ ‫ﮐﻪ‬ ‫ﻫﺎﯾﯽ‬ ‫ﻗﺴﻤﺖ‬ ‫ﻣﻮرد‬ ‫در‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﺑﺮاي‬ ‫ﺑﯿﺸﺘﺮي‬ ‫وﻗﺖ‬ ‫اﻣﺎ‬ ، ‫ﺑﮕﯿﺮﯾﺪ‬
‫ﺑﮕﯿﺮﯾﺪ‬ ‫ﻧﻈﺮ‬ ‫،در‬ ‫ﺑﺎﺷﻨﺪ‬ ‫ﻣﯽ‬ ‫ﭘﺮوژه‬ ‫ﻣﻮﻓﻘﯿﺖ‬.
٥. Act on it
Once you have thought it through and made your decision,
you need to be fully committed to implementing it. Act on it
immediately by telling your team about it and then scheduling
the tasks needed to make it happen. Remember, every
problem affects your project in some way, so you need to act
quickly once you've decided on what to do.
3-5-‫ﺗﺼ‬ ‫اﺳﺎس‬ ‫ﺑﺮ‬‫ﮐﻨﯿﺪ‬ ‫اﻗﺪام‬ ، ‫ﻤﯿﻢ‬
‫ﺑﺎﺷﯿﺪ‬ ‫ﻣﺘﻌﻬﺪ‬ ً‫ﻼ‬‫ﮐﺎﻣ‬ ‫آﻧﻬﺎ‬ ‫اﺟﺮاي‬ ‫ﺑﻪ‬ ‫ﻧﺴﺒﺖ‬ ‫و‬ ،‫ﺑﮕﯿﺮد‬ ‫ﺗﺼﻤﯿﻢ‬ ‫اﻧﺪﯾﺸﻪ‬ ‫و‬ ‫دراﯾﺖ‬ ‫ﺑﺎ‬.‫ﺷﻮﯾﺪ‬ ‫ﮐﺎر‬ ‫ﺑﻪ‬ ‫دﺳﺖ‬ ‫ﺑﻼﻓﺎﺻﻠﻪ‬
‫ﮐﻨﯿﺪ‬ ‫رﯾﺰي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ، ‫ﻻزم‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﯿﺖ‬ ‫اﻧﺠﺎم‬ ‫ﺑﺮاي‬ ‫ﺳﭙﺲ‬ ، ‫ﺑﮕﺬارﯾﺪ‬ ‫ﻣﯿﺎن‬ ‫در‬ ‫ﭘﺮوژه‬ ‫ﺗﯿﻢ‬ ‫ﺑﺎ‬ ‫را‬ ‫ﻣﻮﺿﻮع‬ ‫و‬.‫ﺑﻪ‬
‫ﺑﻪ‬ ‫ﺣﺎل‬ ‫ﻫﺮ‬ ‫ﺑﻪ‬ ‫ﻣﺸﮑﻠﯽ‬ ‫ﻫﺮ‬ ‫ﮐﻪ‬ ‫ﺑﺴﭙﺎرﯾﺪ‬ ‫ﺧﺎﻃﺮ‬‫ﺿﺮوري‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬ ، ‫ﮔﺬاﺷﺖ‬ ‫ﺧﻮاﻫﺪ‬ ‫ﺗﺎﺛﯿﺮ‬ ‫ﺷﻤﺎ‬ ‫ﭘﺮوژه‬ ‫روي‬ ‫ﺑﺮ‬ ‫ﻧﻮﻋﯽ‬
‫ﻧﻤﺎﺋﯿﺪ‬ ‫اﻗﺪام‬ ‫ﺑﺴﺮﻋﺖ‬ ،‫ﮐﻨﯿﺪ‬ ‫ﭼﮑﺎر‬ ‫ﮐﻪ‬ ‫ﮔﺮﻓﺘﯿﺪ‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﮐﻪ‬ ‫وﻗﺘﯽ‬ ،‫اﺳﺖ‬.
If you follow these steps for every decision you have to
make, then you'll make better decisions, faster. And you'll feel
good about it.

.22
‫را‬ ‫ﺑﻬﺘﺮ‬ ‫ﺗﺼﻤﯿﻤﺎت‬ ‫ﮐﻪ‬ ‫ﺑﻮد‬ ‫ﺧﻮاﻫﯿﺪ‬ ‫ﻗﺎدر‬ ، ‫ﮐﻨﯿﺪ‬ ‫دﻧﺒﺎل‬ ‫ﺧﻮد‬ ‫ﻫﺎي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫اﺗﺨﺎذ‬ ‫ﺑﺮاي‬ ‫را‬ ‫ﻣﺮاﺣﻞ‬ ‫اﯾﻦ‬ ‫ﺷﻤﺎ‬ ‫اﮔﺮ‬
‫ﺑﮕﯿﺮﯾﺪ‬ ‫ﮐﻤﺘﺮي‬ ‫زﻣﺎن‬ ‫در‬.‫ﺑﺎﺷﯿﺪ‬ ‫داﺷﺘﻪ‬ ‫آﻧﻬﺎ‬ ‫ﺑﻪ‬ ‫ﻧﺴﺒﺖ‬ ‫ﺧﻮﺑﯽ‬ ‫اﺣﺴﺎس‬ ‫ﻫﻤﭽﻨﯿﻦ‬ ‫و‬.
One way to reduce the number of decisions you have to
make on projects is to use a Project Methodology. It will guide
your entire team through a proven step-by-step process, so
that everyone knows what has to be done. So you don't have
to decide how you want to run your projects. You simply follow
the methodology to do it.
‫ﮐﻪ‬ ‫راﻫﻬﺎﯾﯽ‬ ‫از‬ ‫ﯾﮑﯽ‬‫ﻣﯽ‬ ‫ﮐﻤﮏ‬ ‫ﺷﻤﺎ‬ ‫ﺑﻪ‬‫ﮐﺎﻫﺶ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﯾﮏ‬ ‫ﺑﺮاي‬ ‫ﻧﯿﺎز‬ ‫ﻣﻮرد‬ ‫ﻫﺎي‬ ‫ﺗﺼﻤﯿﻢ‬ ‫ﺗﻌﺪاد‬ ‫ﺗﺎ‬ ‫ﮐﻨﺪ‬
‫از‬ ‫اﺳﺘﻔﺎده‬ ، ‫دﻫﯿﺪ‬‫ﯾﮏ‬‫ﺑﺎﺷﺪ‬ ‫ﻣﯽ‬ ‫ﭘﺮوژه‬ ‫اﻧﺠﺎم‬ ‫ﺑﺮاي‬ ‫ﻣﺸﺨﺺ‬ ‫روﯾﻪ‬.‫ﺑﺎ‬ ‫را‬ ‫ﺷﻤﺎ‬ ‫ﺗﯿﻢ‬ ‫ﮐﻞ‬ ،‫اﺳﺘﺮاﺗﮋي‬ ‫اﯾﻦ‬
‫ﮐﺮد‬ ‫ﺧﻮاﻫﺪ‬ ‫ﻫﺪاﯾﺖ‬ ‫ﻗﺪم‬ ‫ﺑﻪ‬ ‫ﻗﺪم‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬.‫ﺗﺼﻤﯿﻢ‬ ‫ﺑﻪ‬ ‫ﻧﯿﺎزي‬ ‫دﯾﮕﺮ‬ ‫ﻣﺸﺨﺺ‬ ‫روش‬ ‫ﯾﮏ‬ ‫داﺷﺘﻦ‬ ‫ﺑﺎ‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬
‫ﭼﮕﻮ‬ ‫ﺑﺮاي‬ ‫ﮔﯿﺮي‬‫ﺑﻮد‬ ‫ﻧﺨﻮاﻫﺪ‬ ‫ﭘﺮوژه‬ ‫اﻧﺠﺎم‬ ‫ﻧﮕﯽ‬.‫ﺗﻌﺪد‬ ‫ﺑﻪ‬ ‫ﻧﯿﺎزي‬ ‫ﻣﺨﺘﻠﻒ‬ ‫ﻫﺎي‬ ‫ﭘﺮوژه‬ ‫اﺟﺮاي‬ ‫ﭼﮕﻮﻧﮕﯽ‬ ‫ﻣﻮرد‬ ‫در‬
‫ﻧﺪارﯾﺪ‬ ‫ﮔﯿﺮي‬ ‫ﺗﺼﻤﯿﻢ‬.‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺷﺎﻣﻞ‬ ‫ﮐﻪ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫و‬ ‫ﻣﺘﺪوﻟﻮژي‬ ‫ﻣﺮاﺣﻞ‬ ‫ﮐﺎﻓﯿﺴﺖ‬ ‫آن‬ ‫اﻧﺠﺎم‬ ‫ﺑﺮاي‬
‫ﻫﺎي‬ ‫ﺣﻮزه‬ ‫ﻫﺎي‬9‫ﮐﻨﯿﺪ‬ ‫دﻧﺒﺎل‬ ‫اﺳﺖ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﮔﺎﻧﻪ‬.
To succeed as a Project Manager, you need to “watch your
projects like a hawk”. This means tracking every aspect of your
project to ensure you deliver on time. To help you do this, read
these ٥ tips:
‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﺮاي‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮ‬ ‫ﺑﻌﻨﻮان‬،‫ﻧﮕﺎﻫ‬ ‫ﺑﻪ‬‫ﯽ‬‫ﻋﻘﺎب‬ ‫ﻣﺎﻧﻨﺪ‬ ‫ﺗﯿﺰﺑﯿﻦ‬‫در‬‫ﭘﺮوژه‬‫دارﯾﺪ‬ ‫ﻧﯿﺎز‬.‫ﯾﻌﻨﯽ‬
‫ﺟﻮاﻧﺐ‬ ‫ﮐﻠﯿﻪ‬‫را‬ ‫ﭘﺮوژه‬‫ﭘﺮوژه‬ ‫ﺑﻤﻮﻗﻊ‬ ‫ﺗﺤﻮﯾﻞ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺑﺮاي‬‫و‬ ‫ﻣﺮاﻗﺒﺖ‬‫ﭘﯿﮕﯿﺮي‬‫ﮐﻨﯿﺪ‬.‫ﺑﻪ‬ ‫ﮐﻤﮏ‬ ‫ﺑﺮاي‬
،‫ﻣﻬﻢ‬ ‫اﯾﻦ‬ ‫اﻧﺠﺎم‬5‫دارﯾﻢ‬ ‫ﺗﻮﺻﯿﻪ‬:

.23
4-‫دﻫﯿﻢ؟‬ ‫ﮐﺎﻫﺶ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫رﯾﺴﮏ‬ ‫ﭼﮕﻮﻧﻪ‬
How to reduce Project Risk
If you're working on a project and you're worried it might be
delivered late or over budget, then read these top tips...
‫ﺑﺮ‬ ‫اﮔﺮ‬‫ر‬‫وي‬‫ﺗﻮﺻﯿﻪ‬ ‫زﯾﺮ‬ ‫ﻣﻬﻢ‬ ‫ﻣﻮارد‬ ‫ﻣﻄﺎﻟﻌﻪ‬ ،‫ﻫﺴﺘﯿﺪ‬ ‫ﺑﺎﻻ‬ ‫ﻫﺰﯾﻨﻪ‬ ‫ﺑﺎ‬ ‫و‬ ‫ﺑﻤﻮﻗﻊ‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﻧﮕﺮان‬ ‫و‬ ‫اي‬ ‫ﭘﺮوژه‬
‫ﻣﺸﻮد‬:
١. Start out on the right foot
Too many projects get started without a solid definition of
what must delivered .So always start out by writing a detailed
Project Charter. This document states the project vision,
objectives, scope and deliverables. Only then, do you know
what has to be achieved and by when.
4-1-‫ﮐﻨﯿﺪ‬ ‫ﺷﺮوع‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺻﺤﯿﺢ‬ ‫ﺷﮑﻞ‬ ‫ﺑﻪ‬.
‫ﻣﯽ‬ ‫ﺷﺮوع‬ ‫ﺑﺎﺷﻨﺪ‬ ‫داﺷﺘﻪ‬ ‫ﻣﺸﺨﺼﯽ‬ ‫و‬ ‫ﺷﺪه‬ ‫ﺷﻨﺎﺧﺘﻪ‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﻗﺎﺑﻞ‬ ‫اﻗﻼم‬ ‫اﯾﻨﮑﻪ‬ ‫ﺑﺪون‬ ‫ﻫﺎ‬ ‫ﭘﺮوژه‬ ‫از‬ ‫ﺑﺴﯿﺎري‬
‫ﺷﻮﻧﺪ‬.‫ﮐﻨﯿﺪ‬ ‫آﻏﺎز‬ ‫ﭘﺮوژه‬ ‫ﻣﻨﺸﻮر‬ ‫ﺟﺰﺋﯿﺎت‬ ‫ﻧﻮﺷﺘﻦ‬ ‫ﺑﺎ‬ ‫ﻫﻤﯿﺸﻪ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺑﻨﺎﺑﺮاﯾﻦ‬.‫ﭼﺸﻢ‬ ‫ﺟﻤﻠﻪ‬ ‫از‬ ‫ﻣﻮاردي‬ ‫ﻣﺴﺘﻨﺪ‬ ‫اﯾﻦ‬
‫دﻫﺪ‬ ‫ﻣﯽ‬ ‫ﺷﺮح‬ ‫را‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﻗﺎﺑﻞ‬ ‫اﻗﻼم‬ ‫و‬ ‫ﻣﺤﺪوده‬ ،‫اﻫﺪاف‬ ،‫ﭘﺮوژه‬ ‫اﻧﺪاز‬.‫و‬ ‫ﭼﯿﺰي‬ ‫ﭼﻪ‬ ‫داﻧﯿﺪ‬ ‫ﻣﯽ‬ ‫ﺷﻤﺎ‬ ‫اﯾﻨﺼﻮرت‬ ‫در‬
‫ﺷﻮد‬ ‫آورﯾﺪه‬ ‫دﺳﺖ‬ ‫ﺑﻪ‬ ‫ﺑﺎﯾﺪ‬ ‫ﮐﯽ‬.
٢. Make your team accountable
Why should you shoulder all of the responsibility for the
project? Instead, pass on responsibility to each member of
your team. Tell them which elements of the Project Charter

.24
they are responsible for delivering and make them accountable
by holding review meetings each week to measure progress.
4-2-‫ﮐﻨﯿﺪ‬ ‫ﻣﺴﺌﻮل‬ ‫را‬ ‫ﺧﻮد‬ ‫ﺗﯿﻢ‬.
‫ﺧﻮد‬ ‫ﺗﯿﻢ‬ ‫اﻋﻀﺎي‬ ‫ﺑﻪ‬ ‫را‬ ‫ﻣﺴﺌﻮﻟﯿﺖ‬ ‫اﯾﻨﮑﺎر‬ ‫ﺟﺎي‬ ‫ﺑﻪ‬ ‫ﺑﺎﺷﺪ؟‬ ‫ﺷﻤﺎ‬ ‫دوش‬ ‫ﺑﺮ‬ ‫ﭘﺮوژه‬ ‫ﻣﺴﺌﻮﻟﯿﺖ‬ ‫ﺑﺎر‬ ‫ﻫﻤﻪ‬ ‫ﺑﺎﯾﺪ‬ ‫ﭼﺮا‬
‫دﻫﯿﺪ‬ ‫اﻧﺘﻘﺎل‬.‫ﺗﺤﻮﯾﻞ‬ ‫را‬ ‫آن‬ ‫ﺑﺎﯾﺪ‬ ‫و‬ ‫ﻫﺴﺘﻨﺪ‬ ‫ﭘﺮوژه‬ ‫ﻣﻨﺸﻮر‬ ‫از‬ ‫ﻫﺎﯾﯽ‬ ‫ﺑﺨﺶ‬ ‫و‬ ‫ﻋﻨﺎﺻﺮ‬ ‫ﭼﻪ‬ ‫ﻣﺴﺌﻮل‬ ‫ﮐﻪ‬ ‫ﺑﮕﻮﺋﯿﺪ‬ ‫آﻧﻬﺎ‬ ‫ﺑﻪ‬
‫دﻫ‬‫ﻨﺪ‬.‫ﺑﺪﻫﯿﺪ‬ ‫ﻣﺴﺌﻮل‬ ‫آن‬ ‫ﺑﻪ‬ ،‫ﭘﺮوژه‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫ﺑﺮرﺳﯽ‬ ‫و‬ ‫ﺗﯿﻢ‬ ‫اﻋﻀﺎاي‬ ‫ﺑﺎ‬ ‫ﻫﻔﺘﮕﯽ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﺟﻠﺴﺎت‬ ‫ﮔﺬاﺷﺘﻦ‬ ‫ﺑﺎ‬.
٣. Identify risks upfront
Then hold a workshop to identify likely risks to your project.
A risk is an unforeseen event that might negatively impact on
the project in the future. Examples of risks are: "that our
suppliers might deliver late", "that we might run out of
materials" or "that we can't find extra resources when we need
them". You need to document every risk and determine its
likelihood and impact on the project.
4-3-‫ﮐﻨﯿﺪ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫ﭘﯿﺸﺎﭘﯿﺶ‬ ‫را‬ ‫ﻫﺎ‬ ‫رﯾﺴﮑﻪ‬.
‫دﻫﯿﺪ‬ ‫ﺗﺸﮑﯿﻞ‬ ‫ﭘﺮوژه‬ ‫ﻣﺤﺘﻤﻞ‬ ‫ﻫﺎي‬ ‫رﯾﺴﮏ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫ﺑﺮاي‬ ‫ﮐﺎرﮔﺎﻫﯽ‬ ‫ﺟﻠﺴﻪ‬.‫ﺑﯿﻨﯽ‬ ‫ﭘﯿﺶ‬ ‫اﺗﻔﺎق‬ ‫ﯾﮏ‬ ‫رﯾﺴﮏ‬
‫ﺑﺎﺷﺪ‬ ‫داﺷﺘﻪ‬ ‫ﭘﺮوژه‬ ‫ﺑﺮ‬ ‫ﻣﻨﻔﯽ‬ ‫اﺛﺮ‬ ‫آﯾﻨﺪه‬ ‫در‬ ‫اﺳﺖ‬ ‫ﻣﻤﮑﻦ‬ ‫ﮐﻪ‬ ‫اﺳﺖ‬ ‫ﻧﺸﺪه‬.‫رﯾﺴﮏ‬ ‫از‬ ‫ﻫﺎﯾﯽ‬ ‫ﻣﺜﺎل‬:‫ﮐﻨﻨﺪﮔﺎن‬ ‫ﺗﺎﻣﯿﻦ‬
‫ﯾﺎ‬ ‫ﺑﺪﻫﻨﺪ‬ ‫ﺗﺤﻮﯾﻞ‬ ‫دﯾﺮ‬ ‫را‬ ‫اﻗﻼم‬»‫ﻣ‬ ‫اﺳﺖ‬ ‫ﻣﻤﮑﻦ‬‫ﺷﻮد‬ ‫ﺗﻤﺎم‬ ‫ﺧﺎم‬ ‫ﻮاد‬«‫ﯾﺎ‬»‫ﺑﻪ‬ ‫وﻗﺘﯽ‬ ،‫ﮐﻨﯿﻢ‬ ‫ﭘﯿﺪا‬ ‫اﺿﺎﻓﯽ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻧﺘﻮاﻧﯿﻢ‬
‫دارﯾﻢ‬ ‫ﻧﯿﺎز‬ ‫آن‬«‫ﮐﻨﯿﺪ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫را‬ ‫آن‬ ‫اﺛﺮ‬ ‫و‬ ‫اﺣﺘﻤﺎل‬ ‫ﻣﯿﺰان‬ ‫و‬ ‫ﮐﺮده‬ ‫ﻣﺴﺘﻨﺪ‬ ‫را‬ ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫ﺗﻤﺎم‬ ‫ﺑﺎﯾﺪ‬ ‫ﺷﻤﺎ‬ ،.
٤. Plan risks wisely

.25
With all of the risks known upfront, you're ready to create a
Risk Plan. This document will identify actions that you can take
now to reduce the likelihood of the risk occurring. So for
instance, if your risk was "that we might run out of materials"
then strike a deal with a supplier that requires them to make
additional materials available when you need them. Or find
another supplier as a backup.
4-4-‫ﮐﻨﯿﺪ‬ ‫رﯾﺰي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻋﺎﻗﻼﻧﻪ‬ ‫را‬ ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬.
‫ﮐﻨﯿﺪ‬ ‫ﺗﻨﻈﯿﻢ‬ ‫و‬ ‫ﺗﻬﯿﻪ‬ ‫را‬ ‫رﯾﺴﮏ‬ ‫ي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﮐﻪ‬ ‫ﺑﻮد‬ ‫ﺧﻮاﻫﯿﺪ‬ ‫ﻗﺎدر‬ ، ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫ﮐﻠﯿﻪ‬ ‫ﭘﯿﺸﺎﭘﯿﺶ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ‬ ‫ﺑﺎ‬.
‫رﯾﺴﮏ‬ ‫وﻗﻮع‬ ‫اﺣﺘﻤﺎل‬ ‫ﺗﺎ‬ ‫ﺷﻮﻧﺪ‬ ‫اﻧﺠﺎم‬ ‫ﺑﺎﯾﺪ‬ ‫ﮐﻪ‬ ‫اﻗﺪاﻣﺎﺗﯽ‬ ‫ﻣﺴﺘﻨﺪ‬ ‫اﯾﻦ‬‫ﮐﺮد‬ ‫ﺧﻮاﻫﺪ‬ ‫ﻣﺸﺨﺺ‬ ‫را‬ ‫ﯾﺎﺑﺪ‬ ‫ﮐﺎﻫﺶ‬.‫ﺑﻪ‬
‫ﮐﻪ‬ ‫ﺑﺎﺷﺪ‬ ‫اﯾﻦ‬ ‫ﺷﻤﺎ‬ ‫رﯾﺴﮏ‬ ً‫ﻼ‬‫ﻣﺜ‬ ‫اﮔﺮ‬ ‫اﯾﻨﺼﻮرت‬"‫ﺷﻮد‬ ‫ﺗﻤﺎم‬ ‫ﺧﺎم‬ ‫ﻣﻮاد‬ ‫اﺳﺖ‬ ‫ﻣﻤﮑﻦ‬"‫ﺗﺎﻣﯿﻦ‬ ‫ﺑﺎ‬ ‫ﺗﻌﺎﻣﻞ‬ ‫ﯾﮏ‬ ‫ﭘﺲ‬
‫داﺷﺘﯿﺪ‬ ‫ﻧﯿﺎز‬ ‫ﺷﻤﺎ‬ ‫ﮐﻪ‬ ‫وﻗﺘﯽ‬ ‫ﺑﺮاي‬ ‫ﺑﺎﺷﺪ‬ ‫داﺷﺘﻪ‬ ‫ﻣﻮﺟﻮد‬ ‫ﻫﻤﯿﺸﻪ‬ ‫اﺿﺎﻓﯽ‬ ‫ﮐﺎري‬ ‫ﻣﻮاد‬ ‫ﺗﺎ‬ ‫ﮐﻨﯿﺪ‬ ‫ﻣﯽ‬ ‫ﮐﻨﻨﺪه‬.‫ﯾﮏ‬ ‫ﯾﺎ‬
‫ﮐﻨ‬ ‫ﻣﯽ‬ ‫ﭘﯿﺪا‬ ‫ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫ﺑﺮاي‬ ‫دﯾﮕﺮ‬ ‫ﮐﻨﻨﺪه‬ ‫ﺗﺎﻣﯿﻦ‬‫ﯿﺪ‬.
٥. Monitor risks carefully
As the project progresses, run bi-weekly or monthly risk
meetings to review the risks you've identified. Ask these
questions: Are the risks likely to occur? Are there any new risks
that you face? Have the actions in your Risk Plan been
completed? Is your level of risk reducing? Only by monitoring
your risks carefully, can you control the overall level of risk on
the project.
And one more tip to help you...

.26
4-5-‫ﮐﻨﯿﺪ‬ ‫ﻧﻈﺎرت‬ ‫را‬ ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫دﻗﺖ‬ ‫ﺑﺎ‬.
‫ﯾﺎ‬ ‫ﻫﻔﺘﮕﯽ‬ ‫ﺟﻠﺴﻪ‬ ‫ﯾﮏ‬ ،‫ﭘﺮوژه‬ ‫ﻫﺎي‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫ﺑﺎ‬‫اﯾﺪ‬ ‫ﺷﻨﺎﺧﺘﻪ‬ ‫ﺗﺎﮐﻨﻮن‬ ‫ﮐﻪ‬ ‫ﻫﺎﯾﯽ‬ ‫رﯾﺴﮏ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﺑﺮاي‬ ‫ﻣﺎﻫﺎﻧﻪ‬
‫ﮐﻨﯿﺪ‬ ‫ﺑﺮﮔﺰار‬.‫روﺑﺮو‬ ‫ﺟﺪﯾﺪي‬ ‫رﯾﺴﮏ‬ ‫ﺑﺎ‬ ‫آﯾﺎ‬ ‫اﺳﺖ؟‬ ‫زﯾﺎد‬ ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫وﻗﻮع‬ ‫اﺣﺘﻤﺎل‬ ‫آﯾﺎ‬ ،‫ﺑﭙﺮﺳﯿﺪ‬ ‫را‬ ‫ﺳﻮاﻻت‬ ‫اﯾﻦ‬
‫ﻧﻈﺎرت‬ ‫ﺑﺎ‬ ‫ﺗﻨﻬﺎ‬ ‫ﯾﺎﻓﺘﻪ؟‬ ‫ﮐﺎﻫﺶ‬ ‫ﺷﻤﺎ‬ ‫رﯾﺴﮏ‬ ‫ﺳﻄﺢ‬ ‫آﯾﺎ‬ ‫اﯾﺪ؟‬ ‫ﮐﺮده‬ ‫ﺗﻤﺎم‬ ‫را‬ ‫ﺧﻮد‬ ‫رﯾﺴﮏ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫اﻗﺪاﻣﺎت‬ ‫آﯾﺎ‬ ‫ﻫﺴﺘﯿﻢ؟‬
‫ﻣﯽ‬ ،‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫دﻗﯿﻖ‬‫ﮐﻨﯿﺪ‬ ‫ﮐﻨﺘﺮل‬ ‫را‬ ‫ﺧﻮد‬ ‫ﭘﺮوژه‬ ‫رﯾﺴﮏ‬ ‫ﮐﻼن‬ ‫ﺳﻄﺢ‬ ‫ﺗﻮاﻧﯿﺪ‬.‫ﻣﻮرد‬ ‫ﯾﮏ‬ ‫و‬
٦.Keep an open book
Communicate your project risks openly to your boss or
project sponsor, so that everyone is aware of them. Don't keep
them to yourself. Send them a regular report listing the risks
and your plan of action for resolving them.
It will give them confidence in your ability to control the
project and it will help gain their support when you need it.
4-6-‫ﻧﮕﻬﺪارﯾﺪ‬ ‫ﺑﺎز‬ ‫را‬ ‫ﮐﺘﺎب‬.
‫ﭘﺮوژ‬ ‫اﺳﭙﺎﻧﺴﺮ‬ ،‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮ‬ ‫ﺑﻪ‬ ‫ﺷﻔﺎف‬ ‫ﺻﻮرت‬ ‫ﺑﻪ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﻫﺎي‬ ‫رﯾﺴﮏ‬‫ﭘﺮوژه‬ ‫درﮔﯿﺮ‬ ‫ﮐﻪ‬ ‫ﮐﺴﯽ‬ ‫ﻫﺮ‬ ‫ﯾﺎ‬ ‫و‬ ‫ه‬
‫دﻫﯿﺪ‬ ‫اﻧﺘﻘﺎل‬ ‫اﺳﺖ‬.‫ﻧﺪارﯾﺪ‬ ‫ﻧﮕﻪ‬ ‫را‬ ‫اﻃﻼﻋﺎت‬ ‫ﺧﻮد‬ ‫ﻧﺰد‬)‫ﻧﮑﻨﯿﺪ‬ ‫ﻣﺨﻔﯽ‬.(‫ﯾﺴﮏ‬ ‫ر‬ ‫از‬ ‫ﺷﺪه‬ ‫ﻟﯿﺴﺖ‬ ‫ﮔﺰارﺷﯽ‬ ‫آﻧﻬﺎ‬ ‫ﺑﺮاي‬
‫ﺑﻔﺮﺳﺘﯿﺪ‬ ‫را‬ ‫ﻫﺎ‬ ‫رﯾﺴﮏ‬ ‫ﮐﺮدن‬ ‫ﺑﺮﻃﺮف‬ ‫ﺑﺮاي‬ ‫ﺧﻮد‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫و‬ ‫ﻣﻮﺟﻮد‬ ‫ﻫﺎي‬.
‫ﮐ‬ ‫ﮐﻨﺘﺮل‬ ‫را‬ ‫ﭘﺮوژه‬ ‫ﺗﻮاﻧﯿﺪ‬ ‫ﻣﯽ‬ ‫ﮐﻪ‬ ‫دﻫﯿﺪ‬ ‫ﻣﯽ‬ ‫ﺧﺎﻃﺮ‬ ‫اﻃﻤﯿﻨﺎن‬ ، ‫ﻫﺎ‬ ‫اﯾﻦ‬ ‫رﻋﺎﯾﺖ‬ ‫ﺑﺎ‬‫ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫از‬ ‫اﯾﻨﮕﻮﻧﻪ‬ ‫و‬ ‫ﻨﯿﺪ‬
‫ﺷﻮﯾﺪ‬ ‫ﻣﯽ‬ ‫ﻣﻨﺪ‬ ‫ﺑﻬﺮه‬ ‫ﺑﺎﺷﯿﺪ‬ ‫داﺷﺘﻪ‬ ‫ﻧﯿﺎز‬ ‫ﮐﻪ‬ ‫زﻣﺎﻧﯽ‬ ‫آﻧﻬﺎ‬.

.27
5-‫رﯾﺴﮏ‬ ‫ﺑﯿﻨﯽ‬ ‫واﻗﻊ‬
Risk Realism
When it comes to risk management, pessimism and optimism
have their roles, but it's best to aim for realism. Here are five
steps.
‫وﻟﯽ‬ ،‫ﻧﻨﺪ‬ ‫ﻣﯽ‬ ‫ﺑﺎزي‬ ‫را‬ ‫ﺧﻮد‬ ‫ﻧﻘﺶ‬ ‫ﮐﺪام‬ ‫ﻫﺮ‬ ‫ﺑﯿﻨﯽ‬ ‫ﻓﺮوش‬ ‫و‬ ‫ﺑﺪﺑﯿﻨﯽ‬ ،‫رﺳﯿﻢ‬ ‫ﻣﯽ‬ ‫رﯾﺴﮏ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺑﻪ‬ ‫وﻗﺘﯽ‬
‫اﺳﺖ‬ ‫ﺑﯿﻨﯽ‬ ‫واﻗﻊ‬ ‫اﻧﺘﺨﺎب‬ ‫ﺑﻬﺘﺮﯾﻦ‬.‫زﯾﺮ‬ ‫در‬5‫اﺳﺖ‬ ‫آﻣﺪه‬ ‫ﮔﺎم‬.
Winston Churchill once said “A pessimist sees the difficulty
in every opportunity; an optimist sees the opportunity in every
difficulty.” In managing project risks, a pessimist might be too
risk-averse and overprotective, while an optimist might look for
the upside in every uncertainty, and take on too much risk
exposure.
“We need a proper balance between both perspectives,
allowing trade-offs between threats and opportunities, in order
to give us the best possible chance of achieving our goals,”
says risk management consultant David Hillson, PMP. “In place
of pessimism or optimism, we need to aim for realism.” He
recommends the following steps to ensure realism in our
approach to managing risk:
‫ﮔﻔﺖ‬ ‫ﯾﮑﺒﺎر‬ ‫ﭼﺮﭼﯿﻞ‬ ‫وﻧﯿﺴﺘﻮن‬:‫در‬ ‫ﺑﯿﻦ‬ ‫ﺧﻮش‬ ‫ﯾﮏ‬ ‫و‬ ‫ﺑﯿﻨﺪ‬ ‫ﻣﯽ‬ ‫را‬ ‫ﺷﮑﻞ‬ ‫و‬ ‫ﺳﺨﺘﯽ‬ ‫ﻓﺮﺻﺖ‬ ‫ﻫﺮ‬ ‫در‬ ‫ﺑﺪﺑﯿﻦ‬ ‫ﯾﮏ‬
‫ﺑﯿﻨﺪ‬ ‫ﻣﯽ‬ ‫ﻓﺮﺻﺖ‬ ‫ﻣﺸﮑﻞ‬ ‫و‬ ‫ﺳﺨﺘﯽ‬.‫و‬ ‫ﻧﮑﺪ‬ ‫ﻣﯽ‬ ‫دوري‬ ‫رﯾﺴﮏ‬ ‫از‬ ‫ﺑﺴﯿﺎر‬ ‫ﺑﺪﺑﯿﻦ‬ ‫ﯾﮏ‬ ،‫ﭘﺮوژه‬ ‫ﻫﺎي‬ ‫رﯾﺴﮏ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫در‬

.28
‫و‬ ‫ﻗﻄﻌﯿﺖ‬ ‫ﻋﺪم‬ ‫ﺷﺮاﯾﻂ‬ ‫در‬ ‫اﺳﺖ‬ ‫ﺑﺎﻻﯾﯽ‬ ‫ﻧﻘﻄﻪ‬ ‫دﻧﺒﺎل‬ ‫ﺑﻪ‬ ‫ﺑﯿﻦ‬ ‫ﺧﻮش‬ ‫ﯾﮏ‬ ‫ﺣﺎﻟﯿﮑﻪ‬ ‫در‬ ،‫اﺳﺖ‬ ‫ﮐﺎر‬ ‫ﻣﺤﺎﻓﻈﻪ‬ ‫ﺣﺪ‬ ‫از‬ ‫ﺑﯽ‬
‫ﮐﻨﺪ‬ ‫ﻣﯽ‬ ‫رﯾﺴﮏ‬ ‫ﺣﺪ‬ ‫از‬ ‫ﺑﯿﺶ‬.
»‫ﺑﺮاي‬ ‫را‬ ‫ﻫﺎ‬ ‫درﺧﺖ‬ ‫و‬ ‫ﺗﻬﺪﯾﺪﻫﺎ‬ ‫ﺗﺮﮐﯿﺐ‬ ‫ﺑﻬﺘﺮﯾﻦ‬ ‫ﺑﺎﯾﺪ‬ ،‫ﻫﺴﺘﯿﻢ‬ ‫وﺟﻪ‬ ‫دو‬ ‫ﻫﺮ‬ ‫ﺑﯿﻦ‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻌﺎدل‬ ‫ﯾﮏ‬ ‫ﻧﯿﺎزﻣﻨﺪ‬ ‫ﻣﺎ‬
‫اﻧﺘﺨ‬ ‫اﻫﺪاﻓﻬﻤﺎن‬ ‫ﺑﻪ‬ ‫رﺳﯿﺪن‬ ‫ﺑﺮاي‬ ‫ﺷﺎﻧﺲ‬ ‫ﺑﯿﺸﺘﺮﯾﻦ‬ ‫اﯾﺠﺎد‬‫ﮐﻨﯿﻢ‬ ‫ﺎب‬.‫اﺳﺖ‬ ‫ﮔﻔﺘﻪ‬ ‫ﻣﺸﺎور‬ ‫ﻫﯿﻠﺴﻮن‬ ‫دﯾﻮﯾﺪ‬ ‫را‬ ‫اﯾﻦ‬.
»‫روﯾﻢ‬ ‫ﻧﺸﺎﻧﻪ‬ ‫ﺑﯿﻨﯽ‬ ‫واﻗﻊ‬ ‫ﺑﺮاي‬ ‫ﺑﺎﯾﺪ‬ ‫ﻣﺎ‬ ،‫ﺑﺪﺑﯿﻨﯽ‬ ‫ﺑﺎﯾﺪ‬ ‫ﺑﯿﻨﯽ‬ ‫ﺧﻮش‬ ‫ﺑﺮاي‬ ‫روي‬ ‫ﻧﺸﺎﻧﻪ‬ ‫ﺟﺎي‬ ‫ﺑﻪ‬«.
‫ﮐﻨﺪ‬ ‫ﻣﯽ‬ ‫ﺗﻮﺻﯿﻪ‬ ‫رﯾﺴﮏ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫در‬ ‫ﺑﯿﻨﯽ‬ ‫واﻗﻊ‬ ‫ﺗﺜﺒﯿﺖ‬ ‫ﺑﺮاي‬ ‫را‬ ‫زﯾﺮ‬ ‫ﻫﺎي‬ ‫ﮔﺎم‬ ‫او‬:
> Value different perspectives.
Encourage and use input from both pessimists and optimists.
We need to listen to people who warn us about what might go
wrong, as they may have seen something that we have
missed. We should also allow people to explore possible
upsides that could result in unplanned gains.
5-1-‫ﻫﺎي‬ ‫ﺟﻨﺒﻪ‬‫ارزش‬ ‫ﻣﺨﺘﻠﻒ‬
‫ﮐﻨﯿﺪ‬ ‫اﺳﺘﻔﺎده‬ ‫آﻧﻬﺎ‬ ‫از‬ ‫ﺣﺎﺻﻞ‬ ‫ﻫﺎي‬ ‫روودي‬ ‫از‬ ‫و‬ ‫ﮐﻨﯿﺪ‬ ‫ﺗﺸﻮﯾﻖ‬ ‫را‬ ‫ﺑﺪﺑﯿﻨﺎن‬ ‫و‬ ‫ﺑﻨﯿﺎن‬ ‫ﺧﻮش‬.‫ﺑﻪ‬ ‫دارﯾﻢ‬ ‫ﻧﯿﺎز‬ ‫ﻣﺎ‬
‫ﭼﯿﺰي‬ ‫ﻣﺘﻮﺟﻪ‬ ‫آﻧﻬﺎ‬ ‫اﺳﺖ‬ ‫ﻣﻤﮑﻦ‬ ،‫دﻫﯿﻢ‬ ‫ﮔﻮش‬ ،‫ﺑﺎﺷﺪ‬ ‫ﺧﻄﺎ‬ ‫در‬ ‫ﭼﯿﺰي‬ ‫ﺷﺎﯾﺪ‬ ‫ﮐﻪ‬ ‫دﻫﻨﺪ‬ ‫ﻣﯽ‬ ‫اﺧﻄﺎر‬ ‫ﻣﺎ‬ ‫ﺑﻪ‬ ‫ﮐﻪ‬ ‫اﻓﺮادي‬
‫اﯾﻢ‬ ‫اﻧﺪاﺧﺘﻪ‬ ‫ﻗﻠﻢ‬ ‫از‬ ‫ﻣﺎ‬ ‫ﮐﻪ‬ ‫ﺑﺎﺷﻨﺪ‬.‫ﮐ‬ ‫اﻓﺮادي‬ ‫ﺑﻪ‬ ‫ﺑﺎﯾﺪ‬ ‫ﻣﺎ‬ ‫ﻫﻤﭽﻨﯿﻦ‬‫ﺑﺎﻻ‬ ‫ﻧﻘﺎط‬ ‫دﻧﺒﺎل‬ ‫ﺑﻪ‬ ‫ﻪ‬)‫ﻫﺎ‬ ‫درﺧﺖ‬(‫اﺟﺎزه‬ ‫ﻫﺴﺘﻨﺪ‬
‫ﺷﻮد‬ ‫ﮐﺴﺐ‬ ‫اي‬ ‫ﻧﺸﺪه‬ ‫رﯾﺰي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﭼﯿﺰﻫﺎي‬ ‫اﺳﺖ‬ ‫ﻣﻤﮑﻦ‬ ‫دﻫﯿﻢ‬.
> Include peer challenge in the risk process.
The role of devil’s advocate can be very useful in testing
established attitudes to risk. Give someone the role of asking

.29
naïve or difficult questions during risk workshops: Why do we
always do it this way? Why can’t we try something else? What
if…?
5-2-‫ﻓﺮاﯾﻨﺪ‬ ‫در‬)‫ﭘﺮوﺳﻪ‬(‫ﺑﺎﺷﯿﺪ‬ ‫داﺷﺘﻪ‬ ‫ﻫﻢ‬ ‫را‬ ‫ﻣﺘﻘﺎﺑﻞ‬ ‫ﭼﺎﻟﺶ‬ ‫رﯾﺴﮏ‬.
‫ﺗ‬ ‫ﻣﯽ‬ ‫ﺑﺴﯿﺎر‬ ‫رﯾﺴﮏ‬ ‫ﺑﻪ‬ ‫ﻣﻮﺟﻮد‬ ‫ﻫﺎي‬ ‫راه‬ ‫ﮐﺮدن‬ ‫ﺗﺴﺖ‬ ‫در‬ ‫ﺷﯿﻄﺎن‬ ‫ﻣﺪاﻓﻊ‬ ‫وﮐﯿﻞ‬ ‫ﻧﻘﺶ‬‫ﺑﺎﺷﺪ‬ ‫ﻣﻔﯿﺪ‬ ‫ﻮاﻧﺪ‬.‫در‬
‫ﺑﺪﻫﯿﺪ‬ ‫را‬ ‫ﺳﺨﺖ‬ ‫ﺳﻮاﻻت‬ ‫ﭘﺮﺳﯿﺪن‬ ‫ﻧﻘﺶ‬ ‫ﻧﻔﺮ‬ ‫ﯾﮏ‬ ‫ﺑﻪ‬ ‫رﯾﺴﮏ‬ ‫ﺑﺎ‬ ‫ﮐﺎر‬ ‫ﻃﻮل‬.‫ﻣﺜﻞ‬:‫ﮐﺎر‬ ‫ﺷﮑﻞ‬ ‫اﯾﻦ‬ ‫ﺑﻪ‬ ‫ﻫﻤﯿﺸﻪ‬ ‫ﺑﺎﯾﺪ‬ ‫ﭼﺮا‬
‫دﻫﯿﻢ؟‬ ‫اﻧﺠﺎم‬ ‫را‬)‫راه‬ ‫اﯾﻦ‬ ‫از‬(‫اﮔﺮ‬ ‫ﺷﺪ‬ ‫ﻣﯽ‬ ‫ﭼﻪ‬ ‫ﮐﻨﯿﻢ؟‬ ‫اﻣﺘﺤﺎن‬ ‫را‬ ‫دﯾﮕﺮ‬ ‫راﻫﻬﺎي‬ ‫ﺗﻮاﻧﯿﻢ‬ ‫ﻧﻤﯽ‬ ‫ﭼﺮا‬...‫؟‬
> Use independent audits as a sense-check.
Bringing in an outsider to review the risk process and its
outputs can reveal established or habitual tendencies toward
pessimism or optimism. An independent expert can suggest
alternative ways of thinking or acting and provide new insights.
5-3-‫ﺑﺮ‬ ،‫ﻣﺴﺘﻘﻞ‬ ‫ﻣﻤﯿﺰﻫﺎي‬ ‫ﺣﺲ‬ ‫از‬‫ﮐﻨﯿﺪ‬ ‫اﺳﺘﻔﺎده‬ ‫ﮐﺮدن‬ ‫ﭼﮏ‬ ‫اي‬.
‫ﮔﺮاﯾﺸﺎت‬ ‫ﺗﻮاﻧﺪ‬ ‫ﻣﯽ‬ ‫آن‬ ‫ﻫﺎي‬ ‫ﺧﺮوﺟﯽ‬ ‫و‬ ‫رﯾﺴﮏ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﺑﺮاي‬ ‫ﺳﺎزﻣﺎن‬ ‫از‬ ‫ﺧﺎرج‬ ‫از‬ ‫ﻧﻔﺮ‬ ‫ﯾﮏ‬ ‫آوردن‬
‫دﻫﺪ‬ ‫ﻧﺸﺎن‬ ‫را‬ ‫ﻣﻮﺟﻮد‬ ‫ﺑﺪﺑﯿﻨﺎﻧﻪ‬ ‫و‬ ‫ﺑﯿﻨﺎﻧﻪ‬ ‫ﺧﻮش‬.‫ﻓﮑﺮ‬ ‫ﺑﺮاي‬ ‫ﻣﺘﻐﯿﺮي‬ ‫ﻫﺎي‬ ‫راه‬ ‫ﺗﻮاﻧﺪ‬ ‫ﻣﯽ‬ ‫ﻣﺴﺘﻘﻞ‬ ‫ﻣﺘﺨﺼﺺ‬ ‫ﯾﮏ‬
‫ﮐﻨﺪ‬ ‫ﭘﯿﺸﻨﻬﺎد‬ ‫ﺟﺪﯾﺪ‬ ‫دﯾﺪﻫﺎي‬ ‫اراﺋﻪ‬ ‫و‬ ‫ﮐﺮدن‬ ‫ﻋﻤﻞ‬ ،‫ﮐﺮدن‬.
> Monitor performance.
Comparing what actually happens with what was predicted can
indicate whether we are being too negative or too hopeful. This

.30
can allow corrective action to be taken to adjust for sources of
bias arising from either pessimism or optimism.
5-4-‫ﮐﻨﯿﺪ‬ ‫ﻧﻈﺎرت‬ ‫را‬ ‫ﻋﻤﻠﮑﺮد‬.
‫ﻧﺸﺎن‬ ‫ﺗﻮاﻧﺪ‬ ‫ﻣﯽ‬ ‫ﻧﯿﻔﺘﺪ‬ ‫اﺗﻔﺎق‬ ‫ﮐﻪ‬ ‫ﺷﺪه‬ ‫ﺑﯿﻨﯽ‬ ‫ﭘﯿﺶ‬ ‫ﮐﻪ‬ ‫ﭼﯿﺰﻫﺎﯾﯽ‬ ‫ﺑﺎ‬ ‫اﻓﺘﻨﺪ‬ ‫ﻣﯽ‬ ‫اﺗﻔﺎق‬ ‫واﻗﻌﺎ‬ ‫ﮐﻪ‬ ‫ﭼﯿﺰﻫﺎﯾﯽ‬ ‫ﻣﻘﺎﯾﺴﻪ‬
‫اﯾﻢ‬ ‫ﺑﻮده‬ ‫ﻣﺜﺒﺖ‬ ‫ﯾﺎ‬ ‫ﻣﻨﻔﯽ‬ ‫ﭼﻘﺪر‬ ‫ﻣﺎ‬ ‫ﮐﻪ‬ ‫دﻫﺪ‬.‫ﮐﻪ‬ ‫ﻧﺎﺑﻊ‬ ‫ﺗﻨﻈﯿﻢ‬ ‫ﺑﺮاي‬ ‫اﺻﻼﺣﯽ‬ ‫اﻋﻤﺎل‬ ‫اﻧﺠﺎم‬ ‫ﻣﻮﺟﺐ‬ ‫ﺗﻮاﻧﺪ‬ ‫ﻣﯽ‬ ‫اﯾﻦ‬
‫دارﻧﺪ‬ ‫ﻗﺮار‬ ‫ﺑﺪﺑﯿﻨﯽ‬ ‫ﯾﺎ‬ ‫ﺑﯿﻨﯽ‬ ‫ﺧﻮش‬ ‫ﺑﻪ‬ ‫ﻣﺘﻤﺎﯾﻞ‬.
> Manage risk attitudes.
Individuals and groups should learn to understand their risk
attitudes and be able to modify them if necessary. Emotional
literacy offers a range of helpful techniques that can be used to
support proactive management of risk attitude, helping counter
excessive pessimism or optimism and fostering the appropriate
risk attitude to support objectives.
5-5-‫ﮐﻨﯿﺪ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫را‬ ‫رﯾﺴﮏ‬ ‫رﻓﺘﺎرﻫﺎي‬.
‫اﺻﻼح‬ ‫ﻟﺰوم‬ ‫ﺻﻮرت‬ ‫در‬ ‫را‬ ‫آﻧﻬﺎ‬ ‫ﺑﺘﻮاﻧﻨﺪ‬ ‫و‬ ‫ﺑﻔﻬﻤﻨﺪ‬ ‫را‬ ‫رﯾﺴﮏ‬ ‫رﻓﺘﺎر‬ ‫ﮐﻪ‬ ‫ﺑﮕﯿﺮﻧﺪ‬ ‫ﯾﺎد‬ ‫ﺑﺎﯾﺪ‬ ‫ﺗﮑﯽ‬ ‫اﻓﺮاد‬ ‫و‬ ‫ﻫﺎ‬ ‫ﮔﺮوه‬
‫ﮐﻨﻨﺪ‬.‫ﺳﻮ‬‫رﻓﺘﺎر‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫از‬ ‫ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫ﺑﺮاي‬ ‫ﺗﻮاﻧﻨﺪ‬ ‫ﻣﯽ‬ ‫ﮐﻪ‬ ‫دﻫﺪ‬ ‫ﻣﯽ‬ ‫ﭘﯿﺸﻨﻬﺎد‬ ‫را‬ ‫ﻫﺎ‬ ‫ﺗﮑﻨﯿﮏ‬ ‫از‬ ‫ﺑﺎزده‬ ‫ﯾﮏ‬ ‫ﻋﺎﻃﻔﯽ‬ ‫اد‬
‫ﭘﺮورش‬ ‫اﻫﺪاف‬ ‫از‬ ‫ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺷﮑﻞ‬ ‫ﺑﻪ‬ ‫رﯾﺴﮏ‬ ‫رﻓﺘﺎر‬ ‫ﺗﺎ‬ ‫ﮐﻨﺪ‬ ‫ﮐﻤﮏ‬ ،‫ﮔﯿﺮﻧﺪ‬ ‫ﻗﺮار‬ ‫اﺳﺘﻔﺎده‬ ‫ﻣﻮرد‬ ‫رﯾﺴﮏ‬
‫ﯾﺎﺑﺪ‬.

.31
6-‫ﺑﭙﺮﺳﻨﺪ‬ ‫ﺧﻮد‬ ‫از‬ ‫ﺑﺎﯾﺪ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮان‬ ‫ﮐﻪ‬ ‫ﺳﻮاﻟﯽ‬
Five Questions PMs Must Ask
There are five immutable principles of project management
that must be addressed by project leaders and teams in order
to succeed. In this new series, we begin with an overview of
these principles before exploring in detail how you can put
them to work in a variety of business and technical domains.
by Glen Alleman,
،‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﻪ‬ ‫رﺳﯿﺪن‬ ‫ﺑﺮاي‬5‫ﺗﯿﻢ‬ ‫و‬ ‫رﻫﺒﺮان‬ ‫ﺗﻮﺳﻂ‬ ‫ﺑﺎﯾﺪ‬ ‫ﮐﻪ‬ ‫وﺟﻮددارد‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﺗﻐﯿﯿﺮﻧﺎﭘﺬﯾﺮ‬ ‫اﺻﻞ‬
‫ﻗﺮارﮔﯿﺮد‬ ‫ﻧﻈﺮ‬ ‫ﻣﺪ‬ ‫ﭘﺮوژه‬.‫ﻣ‬ ‫ﺟﺪﯾﺪ‬ ‫ﺳﺮي‬ ‫در‬‫ﺣﻮزه‬ ‫در‬ ‫آﻧﻬﺎ‬ ‫اﺟﺮاي‬ ‫ﭼﮕﻮﻧﮕﯽ‬ ‫ﺟﺰﺋﯿﺎت‬ ‫ﺗﺸﺮﯾﺢ‬ ‫از‬ ‫ﻗﺒﻞ‬ ‫ﻄﺎﻟﺐ‬‫ﻓﻨﯽ‬ ‫ﻫﺎي‬
‫ﻣﯽ‬ ‫ﺷﺮوع‬ ‫اﺻﻮل‬ ‫اﯾﻦ‬ ‫ﺑﺮ‬ ‫ﻣﺮوري‬ ‫ﺑﺎ‬ ‫ﺗﺠﺎري‬ ‫و‬‫ﮐﻨﯿﻢ‬.
Project managers are tasked with a wide variety of duties;
many are vague, some are difficult, but none are really
rewarding in the absence of some chance of project
success. This is the first in a series of articles that describes the
٥ Immutable Principles of Successful Projects. These principles
are the basis for increasing your probability of project success.
The five principles, presented as questions, are:
‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮان‬‫ﻧﺎﻣﺸﺨﺺ‬ ‫و‬ ‫ﻣﺒﻬﻢ‬ ‫وﻇﺎﯾﻒ‬ ‫اﯾﻦ‬ ‫از‬ ‫ﺑﺴﯿﺎري‬ ،‫ﻣﻮاﺟﻬﻨﺪ‬ ‫ﺗﺤﻤﯿﻠﯽ‬ ‫وﻇﺎﯾﻒ‬ ‫از‬ ‫وﺳﯿﻌﯽ‬ ‫ﮔﺴﺘﺮه‬ ‫ﺑﺎ‬ ‫ﻫﺎ‬
‫ﭘﺮوژه‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫اﻣﮑﺎن‬ ‫ﺿﻌﯿﻒ‬ ‫و‬ ‫ﮐﻢ‬ ‫ﺷﺎﻧﺲ‬ ‫ﺟﺰ‬ ‫ﻧﺪارﻧﺪ‬ ‫ﭘﺎداﺷﯽ‬ ‫واﻗﻌﺎ‬ ‫ﻫﯿﭽﮑﺪام‬ ‫ﮐﻪ‬ ،‫ﻫﺴﺘﻨﺪ‬ ‫ﻣﺸﮑﻞ‬ ‫ﺑﺮﺧﯽ‬ ‫و‬.‫اﯾﻦ‬

.32
‫ﮐﻪ‬ ‫اﺳﺖ‬ ‫ﻣﻘﺎﻻﺗﯽ‬ ‫ﺳﺮي‬ ‫از‬ ‫ﻣﻮﺿﻮع‬ ‫اوﻟﯿﻦ‬5‫ﭘﺮوژ‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺗﻐﯿﯿﺮﻧﺎﭘﺬﯾﺮ‬ ‫اﺻﻞ‬‫ه‬‫ﻣﯽ‬ ‫ﺗﺸﺮﯾﺢ‬ ‫را‬ ‫ﻫﺎ‬‫ﮐﻨﺪ‬.‫اﻓﺰاﯾﺶ‬ ‫ﺑﺮاي‬
‫اﺻﻮل‬ ‫اﯾﻦ‬ ،‫ﭘﺮوژه‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫اﺣﺘﻤﺎل‬5‫ﻣﯽ‬ ‫ذﯾﻞ‬ ‫در‬ ‫ﺳﻮال‬ ‫ﺑﺸﮑﻞ‬ ‫ﮐﻪ‬ ‫ﮔﺎﻧﻪ‬‫ﻫﺴﺘﻨﺪ‬ ‫ﮐﺎر‬ ‫زﯾﺮﺑﻨﺎي‬ ،‫آﯾﺪ‬:
١. What Does Done Look Like?
٢. How Do We Get There?
٣. Do We Have Enough Time, Resources, And Money To Get There?
٤. What Impediments Will We Encounter Along The Way?
٥. How Do We Know We Are Making Progress?
1-‫ﻣﯽ‬ ‫اﻧﺠﺎم‬ ‫ﮐﻪ‬ ‫ﮐﺎري‬‫ﭼﯿﺴﺖ؟‬ ‫ﺷﺒﯿﻪ‬ ‫دﻫﯿﻢ‬
2-‫ﻣﯽ‬ ‫آن‬ ‫ﺑﻪ‬ ‫ﭼﮕﻮﻧﻪ‬‫رﺳﯿﻢ؟‬
3-‫دارﯾﻢ؟‬ ‫را‬ ‫آن‬ ‫ﺑﻪ‬ ‫رﺳﯿﺪن‬ ‫ﺑﺮاي‬ ‫ﮐﺎﻓﯽ‬ ‫ﭘﻮل‬ ‫و‬ ‫ﻣﻨﺎﺑﻊ‬ ،‫زﻣﺎن‬ ‫آﯾﺎ‬
4-‫ﻗﺮاردارد؟‬ ‫ﻣﺎ‬ ‫راه‬ ‫ﺑﺮﺳﺮ‬ ‫ﻣﺸﮑﻼﺗﯽ‬ ‫و‬ ‫ﻣﻮاﻧﻊ‬ ‫ﭼﻪ‬ ‫رﺳﯿﺪن‬ ‫ﻣﺴﯿﺮ‬ ‫درﻃﯽ‬
5-‫ﻣﯽ‬ ‫ﭼﮕﻮﻧﻪ‬‫ﻣﺎ‬ ‫ﮐﺎر‬ ‫ﮐﻪ‬ ‫ﻓﻬﻤﯿﻢ‬‫اﺳﺖ؟‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫درﺣﺎل‬
The answers to these questions will be explored in
subsequent articles, each guided by the underlying framework
of a project, program and portfolio management system. This
management system can be most any system that meets the
need of the project. It needs to be a system that connects
projects and their deliverables, with the programs that collect
projects into beneficial outcomes, and the portfolio of programs

.33
and their business beneficial outcomes connected to strategy,
mission and vision.
‫ﭘﺮﺳﺶ‬ ‫اﯾﻦ‬ ‫ﺑﻪ‬ ‫ﭘﺎﺳﺦ‬‫ﻣﯽ‬ ‫ﻣﻮﺷﮑﺎﻓﯽ‬ ‫ﺑﻌﺪي‬ ‫ﻣﻘﺎﻻت‬ ‫در‬ ‫ﻫﺎ‬‫ﻧﻈﺎم‬ ‫ﮐﺎري‬ ‫ﭼﺎرﭼﻮب‬ ‫در‬ ‫ﺳﺆاﻻت‬ ‫از‬ ‫ﻫﺮﮐﺪام‬ ،‫ﺷﻮد‬
‫ﻣﯽ‬ ‫راﻫﻨﻤﺎﯾﯽ‬ ‫ﭘﺮوژه‬ ‫و‬ ‫ﻃﺮح‬ ،‫ﭘﺮﺗﻔﻮﻟﯿﻮ‬ ‫ﻣﺪﯾﺮﯾﺖ‬‫ﺷﻮد‬.‫ﻣﯽ‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻧﻈﺎم‬‫ﭘﺎﺳﺨﮕﻮي‬ ‫ﮐﻪ‬ ‫ﺑﺎﺷﺪ‬ ‫ﻧﻈﺎﻣﯽ‬ ‫ﻫﺮ‬ ‫ﻏﺎﻟﺐ‬ ‫ﺗﻮاﻧﺪ‬
‫اﺳﺖ‬ ‫ﭘﺮوژه‬ ‫ﻧﯿﺎزﻫﺎي‬.‫ﭘﺮوژه‬ ‫ﮐﻪ‬ ‫اﺳﺖ‬ ‫ﻧﯿﺎز‬ ‫ﻧﻈﺎﻣﯽ‬ ‫ﺑﻪ‬‫آﻧ‬ ‫ﻣﺤﺼﻮﻻت‬ ‫و‬ ‫ﻫﺎ‬‫ﻃﺮح‬ ‫ﺑﻪ‬ ‫را‬ ‫ﻬﺎ‬‫و‬ ‫ﻧﺘﺎﯾﺞ‬ ‫ﺑﺎ‬ ‫ﮐﻨﺪ‬ ‫ﻣﺮﺗﺒﻂ‬ ‫ﻫﺎﯾﯽ‬
‫ﻃﺮح‬ ‫ﭘﺮﺗﻔﻮﻟﯿﻮي‬ ،‫ﻣﺎﻟﯽ‬ ‫ﻣﻨﺎﻓﻊ‬‫ﺷﺮﮐﺖ‬ ‫دﯾﺪﮔﺎه‬ ‫و‬ ‫ﻣﺎﻣﻮرﯾﺖ‬ ،‫اﺳﺘﺮاﺗﮋي‬ ‫ﺑﺎ‬ ‫ﻣﺮﺗﺒﻂ‬ ‫ﺗﺠﺎري‬ ‫ﺳﻮدده‬ ‫ﻧﺘﺎﯾﺞ‬ ‫و‬ ‫ﻫﺎ‬.
When we speak about projects there are attributes we need
to establish before looking for the answers to our five
questions.
‫ﻗ‬‫اﯾﻦ‬ ‫ﺑﻪ‬ ‫ﭘﺎﺳﺦ‬ ‫ﺟﺴﺘﺠﻮي‬ ‫از‬ ‫ﺒﻞ‬5‫ﭘﺮوژه‬ ‫درﻣﻮرد‬ ‫ﮐﻪ‬ ‫وﻗﺘﯽ‬ ،‫ﭘﺮﺳﺶ‬‫ﻣﯽ‬ ‫ﺻﺤﺒﺖ‬ ‫ﻫﺎ‬‫ﺗﺎ‬ ‫اﺳﺖ‬ ‫ﻻزم‬ ،‫ﮐﻨﯿﻢ‬
‫واژه‬ ‫و‬ ‫اﺻﻄﻼﺣﺎت‬‫ﭘﯽ‬ ‫و‬ ‫ﺗﻌﺮﯾﻒ‬ ‫را‬ ‫ﻫﺎﯾﯽ‬‫ﮐﻨﯿﻢ‬ ‫رﯾﺰي‬.
> The Situation – projects are risky, by their very nature.
Handling or retiring risk is a core success factor.
6-1-‫ﻣﻮﻗﻌﯿﺖ‬-
‫ﭘﺮوژه‬ ‫ذات‬ ‫و‬ ‫ﻃﺒﯿﻌﺖ‬ ‫از‬ ‫ﺑﺴﯿﺎري‬ ‫ﺑﺪﻟﯿﻞ‬‫ﭘﺮﻣﺨﺎﻃﺮه‬ ،‫ﻫﺎ‬‫اﻧﺪ‬.‫ﻣﻮﻓﻘﯿﺖ‬ ‫اﺻﻠﯽ‬ ‫ﻋﺎﻣﻞ‬ ‫ﺧﻄﺮ‬ ‫ﺑﺮرﺳﯽ‬ ‫ﻋﺪم‬ ‫ﯾﺎ‬ ‫ﺑﺮرﺳﯽ‬
‫اﺳﺖ‬.
> The Problem –
project management makes use of processes to create
measurement data. This data must identify tangible outcomes,
their measures of performance, in units meaningful to the
decision makers.

.34
6-2-‫ﻣﺴﺎﻟﻪ‬-
‫داده‬ ‫ﺧﻠﻖ‬ ‫ﺑﺮاي‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬‫اﻧﺪازه‬ ‫ﻫﺎي‬‫ﻣﯽ‬ ‫ﺑﮑﺎر‬ ‫را‬ ‫ﻓﺮآﯾﻨﺪﻫﺎ‬ ،‫ﮔﯿﺮي‬‫ﮔﯿﺮد‬.‫داده‬ ‫اﯾﻦ‬‫ﺑﺎﯾﺪ‬ ‫ﻫﺎ‬:
1-،‫ﻣﻠﻤﻮس‬ ‫ﻧﺘﺎﯾﺞ‬
2-‫ﺷﺎﺧﺺ‬،‫ﻓﺮآﯾﻨﺪﻫﺎ‬ ‫ﻋﻤﻠﮑﺮد‬ ‫ﻫﺎي‬
3-‫اﻧﺪازه‬ ‫واﺣﺪﻫﺎي‬ ‫و‬‫ﮔ‬‫ﺗﺼﻤﯿﻢ‬ ‫اﻓﺮاد‬ ‫ﺑﺮاي‬ ،‫را‬ ‫ﯿﺮي‬‫ﮐﻨﺪ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫ﮔﯿﺮﻧﺪه‬.
> The Need –
project management is about avoiding surprises. Measures
of physical percent complete used to forecast future
performance.
6-3-‫ﻧﯿﺎز‬-
‫ﻣﯽ‬ ‫دوري‬ ‫ﻏﺎﻓﻠﮕﯿﺮي‬ ‫از‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮ‬‫ﭘﯿﺸﺮﻓﺖ‬ ‫درﺻﺪ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬ ‫ﺑﺎ‬ ‫ﮐﻨﺪ‬‫ﭘﯿﺶ‬ ‫ﺑﺮاي‬ ‫ﻓﯿﺰﯾﮑﯽ‬‫ﻋﻤﻠﮑﺮد‬ ‫ﺑﯿﻨﯽ‬
‫آﺗﯽ‬.
> The Context –
organizations execute projects. Adapting the project
management processes to the organizations culture to the risk
tolerance of the project’s environment is a critical success
factor.

.35
6-4-‫ﻣﺤﺘﻮي‬-
o‫ﺳﺎزﻣﺎﻧﻬﺎ‬‫ﭘﺮوژه‬ ‫ﻣﺠﺮي‬‫ﻫﺴﺘﻨﺪ‬ ‫ﻫﺎ‬.‫ﻓﺮﻫﻨﮓ‬ ‫ﺑﺎ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮﯾﺖ‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬ ‫ﺗﻄﺒﯿﻖ‬‫ﺗﺤﻤﻞ‬ ‫ﺑﺮاي‬ ‫ﺳﺎزﻣﺎﻧﻬﺎ‬
‫ﻣﯽ‬ ‫ﻣﺤﺴﻮب‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﻋﺎﻣﻞ‬ ،‫ﭘﺮوژه‬ ‫ﻣﺤﯿﻂ‬ ‫ﺧﻄﺮ‬‫ﺷﻮد‬.
> The Solution –
defining the tangible deliverables as measures of increasing
maturity increase the probability of success.
6-5-‫ﺣﻞ‬ ‫راه‬-
‫ﻣﯽ‬ ‫ﺗﻘﻮﯾﺖ‬ ‫را‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫اﺣﺘﻤﺎل‬ ،‫رﺷﺪ‬ ‫اﻓﺰاﯾﺶ‬ ‫ﺷﺎﺧﺼﻬﺎي‬ ‫ﺑﻌﻨﻮان‬ ،‫ﻣﻠﻤﻮس‬ ‫ﻧﺘﺎﯾﺞ‬ ‫ﺗﻌﺮﯾﻒ‬‫ﮐﻨﺪ‬.
As well as the ٥ Immutable Principles, the project manager
must provide accurate and credible information to the decision
makers:
 How much is this project going to cost when we are done?
 When will we be done?
 Do we have some notion of the business value produced by
the project and how project going to meet the goals of the
business by delivering this value?
 What activities will be performed in what order to produce
this business value?
‫ﺑﺮ‬ ‫ﻋﻼوه‬5، ‫ﻧﺎﭘﺬﯾﺮ‬ ‫اﺟﺘﻨﺎب‬ ‫اﺻﻞ‬‫ﺗﺼﻤﯿﻢ‬ ‫اﻓﺮاد‬ ‫ﺑﺮاي‬ ‫ﺑﺎﯾﺪ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮ‬‫ﺗﻬﯿـﻪ‬ ‫ﻣﻮﺛـﻖ‬ ‫و‬ ‫دﻗﯿﻖ‬ ‫اﻃﻼﻋﺎت‬ ،‫ﮔﯿﺮﻧﺪه‬
‫ﮐﻨﺪ‬:
‫ﺷﺪ؟‬ ‫ﺧﻮاﻫﺪ‬ ‫ﭼﻘﺪر‬ ‫ﭘﺮوژه‬ ‫ﺷﺪه‬ ‫ﺗﻤﺎم‬ ‫ﻫﺰﯾﻨﻪ‬

.36
‫ﻣﯽ‬ ‫ﺗﻤﺎم‬ ‫ﮐﯽ‬ ‫ﭘﺮوژه‬‫ﺷﻮد؟‬
‫دارد‬ ‫ﻗﺼﺪ‬ ‫ﭘﺮوژه‬ ‫ﺷﮑﻠﯽ‬ ‫ﭼﻪ‬ ‫ﺑﻪ‬ ‫و‬ ‫ﭼﮕﻮﻧﻪ‬ ‫دارﯾﻢ؟‬ ‫ﭘﺮوژه‬ ‫ﺑﻮﺳﯿﻠﻪ‬ ‫ﺷﺪه‬ ‫ﺗﻮﻟﯿﺪ‬ ‫ﺗﺠﺎري‬ ‫ارزش‬ ‫از‬ ‫ﺗﺼﻮري‬ ‫آﯾﺎ‬
‫ﮐﻨﺪ؟‬ ‫ﺑﺮآورده‬ ‫را‬ ‫ﺷﺪه‬ ‫ﺗﻌﺮﯾﻒ‬ ‫ﺗﺠﺎري‬ ‫اﻫﺪاف‬
‫ﻓﻌﺎﻟﯿﺖ‬ ‫ﭼﻪ‬ ،‫ﺗﺠﺎري‬ ‫اﻫﺪاف‬ ‫ﻣﻘﺎدﯾﺮ‬ ‫ﺑﻪ‬ ‫ﺣﺼﻮل‬ ‫ﺑﺮاي‬‫ﻣﯽ‬ ‫اﺟﺮا‬ ‫ﺗﻮاﻟﯽ‬ ‫و‬ ‫ﺗﺮﺗﯿﺐ‬ ‫ﭼﻪ‬ ‫ﺑﺎ‬ ‫و‬ ‫ﻫﺎﯾﯽ‬‫ﺷﻮد؟‬
This series will go into detail about the ٥ Immutable
Principles, the practices that implement them, the artifacts that
are generated from the practices, and most importantly, how
you as the project manager can put these principles and
practices to work in a variety of business and technical
domains.
This “mind map” will be our guide:
‫اﯾﻦ‬‫ﺳﺮي‬‫ﺗﺸﺮح‬ ‫ﺑﻪ‬ ‫ﻣﻄﺎﻟﺐ‬5‫اﺻﻞ‬‫ﻧﺎﭘﺬﯾﺮ‬ ‫اﺟﺘﻨﺎب‬‫ﻣﯽ‬‫ﻣﯽ‬ ‫اﺟﺮا‬ ‫را‬ ‫آﻧﻬﺎ‬ ‫ﮐﻪ‬ ‫اﻗﺪاﻣﺎﺗﯽ‬ ،‫ﭘﺮدازد‬‫ﮐـﻪ‬ ‫آﺛـﺎري‬ ،‫ﮐﻨـﺪ‬
‫ﺣﻮزه‬ ‫در‬ ‫را‬ ‫اﻗﺪاﻣﺎت‬ ‫و‬ ‫اﺻﻮل‬ ‫اﯾﻦ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮ‬ ‫ﺑﻌﻨﻮان‬ ‫ﺷﻤﺎ‬ ‫اﯾﻨﮑﻪ‬ ‫ﻣﻮﺿﻮع‬ ‫ﻣﻬﻤﺘﺮﯾﻦ‬ ‫و‬ ‫اﺳﺖ‬ ‫اﻗﺪاﻣﺎت‬ ‫اﯾﻦ‬ ‫از‬ ‫ﻧﺎﺷﯽ‬‫ﻫـﺎي‬
‫ﺑﮑﺎرﮔﯿﺮﯾﺪ‬ ‫ﺗﺠﺎري‬ ‫و‬ ‫ﻓﻨﯽ‬ ‫ﻣﺨﺘﻠﻒ‬.
‫اﯾﻦ‬"‫ﻧ‬‫ﻓﮑﺮي‬ ‫ﻘﺸﻪ‬"‫ﺑﻮد‬ ‫ﺧﻮاﻫﺪ‬ ‫ﻣﺎ‬ ‫راﻫﻨﻤﺎي‬:

.37
7-‫ﺗﻨ‬ ‫و‬ ‫ﺗﻬﯿﻪ‬ ‫در‬ ‫ﻣﻬﻢ‬ ‫ﮔﺎم‬ ‫ﭼﻬﺎر‬‫ﮐﯿﻔﯿﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻈﯿﻢ‬
Four critical steps to creating a Quality Plan
Most Project Managers are aware that delivering projects within
"time, cost and quality" is critical to success. However the term
quality can be elusive and is often not clearly defined. In this
issue, we describe what it really means to deliver quality within
a project and we will help you to understand the:
‫ﻣﯽ‬ ‫ﭘﺮوژه‬ ‫ﻣﺪﯾﺮان‬ ‫اﮐﺜﺮ‬‫ﺑﺮاي‬ ‫ﺷﺪه‬ ‫ﺗﻌﯿﯿﻦ‬ ‫ﮐﯿﻔﯿﺖ‬ ‫و‬ ‫ﺑﻮدﺟﻪ‬ ‫ﺑﺎ‬ ‫و‬ ‫زﻣﺎن‬ ‫در‬ ‫ﭘﺮوژه‬ ‫اﺗﻤﺎم‬ ‫و‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﮐﻪ‬ ‫داﻧﻨﺪ‬
‫اﺳﺖ‬ ‫اﺳﺎﺳﯽ‬ ‫و‬ ‫ﻣﻬﻢ‬ ‫ﺑﺴﯿﺎر‬ ‫ﻣﻮﻓﻘﯿﺖ‬.‫اﺻﻄﻼح‬ ‫ﮔﺮﭼﻪ‬‫اﺳﺖ‬ ‫ﻣﺒﻬﻢ‬ ‫و‬ ‫ﻧﺒﻮده‬ ‫ﺷﻔﺎف‬ ‫ﺧﯿﻠﯽ‬ ‫اﻏﻠﺐ‬ ‫ﮐﯿﻔﯿﺖ‬.،‫ﻣﻘﺎﻟﻪ‬ ‫دراﯾﻦ‬
‫درك‬ ‫در‬ ‫ﺷﻤﺎ‬ ‫ﺑﻪ‬ ‫و‬ ‫ﺗﺸﺮﯾﺢ‬ ‫را‬ ‫ﭘﺮوژه‬ ‫در‬ ‫ﮐﯿﻔﯿﺖ‬ ‫واﻗﻌﯽ‬ ‫ﻣﻌﻨﯽ‬4‫ﺧﻮاﻫﯿﻢ‬ ‫ﮐﻤﮏ‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫ﺑﺮاي‬ ‫اﺻﻠﯽ‬ ‫ﮔﺎم‬
‫ﮐﺮد‬:
So what does the term "quality" mean? They define quality as
producing deliverables which meet the requirements of the
customer.
‫اﺻﻄﻼح‬"‫ﮐﯿﻔﯿﺖ‬"‫ﺑﺮآورد‬ ‫را‬ ‫ﻣﺸﺘﺮي‬ ‫اﺣﺘﯿﺎﺟﺎت‬ ‫ﮐﻪ‬ ‫ﻣﻄﻠﻮب‬ ‫و‬ ‫دﻟﺨﻮاه‬ ‫ﻧﺘﺎﯾﺞ‬ ‫ﺑﻌﻨﻮان‬ ‫را‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﻣﻌﻨﺎﺳﺖ؟‬ ‫ﭼﻪ‬ ‫ﺑﻪ‬
‫ﮐﻨﻨﺪ‬ ‫ﻣﯽ‬ ‫ﺗﻌﺮﯾﻒ‬ ،‫ﮐﻨﺪ‬.
To ensure that your deliverables meet your customer’s
requirements, you need to create a Quality Plan, by taking these
٤ steps:
‫ﻧﯿﺎزﻣﻨﺪي‬ ،‫ﻧﺘﺎﯾﺞ‬ ‫اﯾﻨﮑﻪ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺑﺮاي‬‫ﻣﯽ‬ ‫ﺗﺎﻣﯿﻦ‬ ‫را‬ ‫ﻣﺸﺘﺮي‬ ‫ﻫﺎي‬‫ﺑﺮداﺷﺘﻦ‬ ‫ﺑﺎ‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫ﻣﺴﺘﻠﺰم‬ ،‫ﮐﻨﺪ‬
‫اﯾﻦ‬4‫ﻫﺴﺘﯿﻢ‬ ‫ﮔﺎم‬:

.38
Step ١: Define the Quality Targets
We all know that its pretty impossible to meet your customers
expectations unless you draw a line in the sand before you
start. By asking your customer to state upfront exactly what it
is that they require, you will greatly improve your chances of
success.
7-1-‫ﮔﺎم‬1:‫ﺗﻌﺮﯾﻒ‬‫ﮐﯿﻔﯽ‬ ‫اﻫﺪاف‬
‫ﻣﯽ‬ ‫ﻣﺎ‬ ‫ﻫﻤﻪ‬‫ﮐﺎر‬ ‫ﺷﺮوع‬ ‫از‬ ‫ﻗﺒﻞ‬ ‫ﻣﮕﺮاﯾﻨﮑﻪ‬ ،‫اﺳﺖ‬ ‫ﻏﯿﺮﻣﻤﮑﻦ‬ ً‫ﺎ‬‫ﺗﻘﺮﯾﺒ‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﺗﻮﻗﻌﺎت‬ ‫و‬ ‫اﻧﺘﻈﺎرات‬ ‫ﺗﺎﻣﯿﻦ‬ ‫داﻧﯿﻢ‬
‫ﮐﻨﯿﺪ‬ ‫ﻣﺸﺨﺺ‬ ‫را‬ ‫ﻗﺮﻣﺰ‬ ‫ﺧﻂ‬.‫ﻣﺒﻨﯽ‬ ‫ﻣﺸﺘﺮي‬ ‫از‬ ‫درﺧﻮاﺳﺖ‬ ‫ﺑﺎ‬،‫دارد‬ ‫ﻻزم‬ ‫ﮐﻪ‬ ‫آﻧﭽﻪ‬ ‫ﻣﺠﺎز‬ ‫ﺳﻘﻒ‬ ‫دﻗﯿﻖ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫ﺑﺮ‬
‫آورد‬ ‫ﺧﻮاﻫﯿﺪ‬ ‫ﺑﺪﺳﺖ‬ ‫ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﺮاي‬ ‫ﺧﻮﺑﯽ‬ ‫ﺑﺴﯿﺎر‬ ‫ﻓﺮﺻﺖ‬ ‫و‬ ‫ﺷﺎﻧﺲ‬.
Ask your customer to provide a list of their requirements for a
solution to be delivered by the project. Then help them to list
the key deliverables which once produced, will satisfy their
requirements. For each deliverable, list its components and
then go one step further - by describing the detailed quality
targets (i.e. quality criteria and quality standards) to be
achieved by each component. This will provide you with a
comprehensive understanding of exactly what it is that must be
produced by the project, to meet the expectations of your
customer.
‫راه‬ ‫ﺑﻌﻨﻮان‬‫ﻧﯿﺎزﻣﻨﺪي‬ ‫ﻓﻬﺮﺳﺖ‬ ،‫ﭘﺮوژه‬ ‫ﺗﺤﻮﯾﻞ‬ ‫ﺣﻞ‬‫ﻣﺸﺘﺮي‬ ‫ﻫﺎي‬‫ﮐﻨﯿﺪ‬ ‫درﺧﻮاﺳﺖ‬ ‫ﺧﻮدﺷﺎن‬ ‫از‬ ‫را‬ ‫ﺗﺎن‬.‫ﺳﭙﺲ‬
‫ﻣﯽ‬ ‫ﺑﺮآورده‬ ‫را‬ ‫آﻧﺎن‬ ‫ﻧﯿﺎزﻫﺎي‬ ‫و‬ ‫ﺷﺪه‬ ‫ﺗﻨﻈﯿﻢ‬ ‫ﯾﮑﺒﺎر‬ ‫ﺗﻨﻬﺎ‬ ‫ﮐﻪ‬ ‫ﮐﻠﯿﺪي‬ ‫ﻧﺘﺎﯾﺞ‬ ‫ﻓﻬﺮﺳﺖ‬ ‫ﺗﻬﯿﻪ‬ ‫در‬‫ﮐﻤﮏ‬ ‫آﻧﻬﺎ‬ ‫ﺑﻪ‬ ،‫ﮐﻨﺪ‬

.39
‫ﮐﻨﯿﺪ‬.‫از‬ ‫ﻫﺮﮐﺪام‬ ‫ﺑﺮاي‬‫ﮐﯿﻔﯽ‬ ‫اﻫﺪاف‬ ‫ﺟﺰﯾﯿﺎت‬ ‫ﺗﺸﺮﯾﺢ‬ ‫ﺑﺎ‬ ‫ﺳﭙﺲ‬ ‫و‬ ‫ﻓﻬﺮﺳﺖ‬ ‫آﻧﺮا‬ ‫اﺟﺰاي‬ ،‫ﻧﺘﺎﯾﺞ‬)‫ﮐﯿﻔﯿﺖ‬ ‫ﺣﻮزه‬ ‫ﯾﻌﻨﯽ‬
‫ﮐﯿﻔﯿﺖ‬ ‫اﺳﺘﺎﻧﺪاردﻫﺎي‬ ‫و‬(‫ﺑﺮدارﯾﺪ‬ ‫ﺟﻠﻮ‬ ‫ﺑﻪ‬ ‫ﮔﺎم‬ ‫ﯾﮏ‬.‫ﺑﺎﯾﺪ‬ ‫آﻧﭽﻪ‬ ‫از‬ ‫ﺟﺎﻣﻌﯽ‬ ‫و‬ ‫ﻋﻤﯿﻖ‬ ‫درك‬ ‫و‬ ‫ﻓﻬﻢ‬ ‫ﺑﻪ‬ ‫را‬ ‫ﺷﻤﺎ‬ ‫اﯾﻨﮑﺎر‬
‫ﻣﯽ‬ ،‫ﺷﻮد‬ ‫ﺗﻮﻟﯿﺪ‬ ‫ﻣﺸﺘﺮي‬ ‫ﺗﻮﻗﻌﺎت‬ ‫و‬ ‫اﻧﺘﻈﺎرات‬ ‫ﺗﺎﻣﯿﻦ‬ ‫ﺑﺮاي‬ ‫ﭘﺮوژه‬ ‫ﺑﻮﺳﯿﻠﻪ‬‫رﺳﺎﻧﺪ‬.
Step ٢: Create a Quality Assurance Plan
The next step is to create a plan to assure your customer that
you can meet the quality targets set. By scheduling a suite of
Quality Assurance Reviews to be undertaken by an independent
person to the project, your customer will be provided with a
"trusted view" of the overall progress of the project and the
likelihood of the deliverables actually meeting the quality
targets agreed.
7-2-‫ﮔﺎم‬2:‫ﮐﯿﻔﯿﺖ‬ ‫ﺗﻀﻤﯿﻦ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬
‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫از‬ ‫ﻋﺒﺎرﺗﺴﺖ‬ ‫ﺑﻌﺪي‬ ‫ﻗﺪم‬‫ﻣﺸﺘﺮي‬ ‫ﺑﻪ‬ ‫اﻃﻤﯿﻨﺎن‬ ‫دادن‬ ‫ﺑﺮاي‬ ‫اي‬‫ﺗﺎن‬‫ﻣﺒﻨﯽ‬‫ﻣﯽ‬ ‫اﯾﻨﮑﻪ‬ ‫ﺑﺮ‬‫ﺗﻮاﻧﯿﺪ‬
‫ﮐﻨﯿﺪ‬ ‫ﺗﺎﻣﯿﻦ‬ ‫را‬ ‫ﮐﯿﻔﯽ‬ ‫اﻫﺪاف‬ ‫ﻣﺠﻤﻮﻋﻪ‬.‫زﻣﺎن‬ ‫ﺑﺎ‬‫ﻣﺠﻤﻮﻋﻪ‬ ‫ﺑﻨﺪي‬‫ﺷﺨﺼﯽ‬ ‫ﺑﻮﺳﯿﻠﻪ‬ ‫ﮐﻪ‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﺗﻀﻤﯿﻦ‬ ‫اﻗﺪاﻣﺎت‬ ‫از‬ ‫اي‬
‫ﻣﯽ‬ ‫ﻣﻮاﺟﻪ‬ ‫ﭘﺮوژه‬ ‫ﮐﻠﯽ‬ ‫ﭘﯿﺸﺮﻓﺖ‬ ‫از‬ ‫ﻣﻄﻤﺌﻦ‬ ‫ﺑﺮداﺷﺘﯽ‬ ‫و‬ ‫ﺗﺼﻮﯾﺮي‬ ‫ﺑﺎ‬ ‫ﻣﺸﺘﺮي‬ ،‫ﺑﮕﯿﺮد‬ ‫اﻧﺠﺎم‬ ‫ﭘﺮوژه‬ ‫از‬ ‫ﻣﺴﺘﻘﻞ‬‫ﺷﻮد‬
‫ﺧﻮاﺳﺘﻪ‬ ‫ﻧﺘﺎﯾﺞ‬ ‫واﻗﻌﯽ‬ ‫ﺗﺎﻣﯿﻦ‬ ‫اﺣﺘﻤﺎل‬ ‫ﮐﻪ‬‫اﻧﺘﻈ‬ ‫و‬ ‫ﻫﺎ‬‫ﻣﯽ‬ ‫ﺗﻘﻮﯾﺖ‬ ‫را‬ ‫ﻣﺸﺘﺮي‬ ‫ﮐﯿﻔﯽ‬ ‫ﺎرات‬‫ﮐﻨﺪ‬.
Step ٣: Create a Quality Control Plan
Internally within the project, you need to create a schedule of
"Quality Control" measures to control the actual level of quality
of each deliverable, as it is being produced. Examples include
putting in place peer reviews, deliverable reviews,

.40
documentation reviews and end-of-phase reviews. Each review
will measure the deliverables produced and identify any
deviations from the quality targets set.
7-3-‫ﮔﺎم‬3:‫ﮐﯿﻔﯿﺖ‬ ‫ﮐﻨﺘﺮل‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬
‫د‬ ‫در‬‫ﻧﯿﺎزﻣﻨﺪ‬ ،‫اﺳﺖ‬ ‫ﺗﻮﻟﯿﺪ‬ ‫درﺣﺎل‬ ‫ﮐﻪ‬ ‫ﻫﻤﺎﻧﮕﻮﻧﻪ‬ ،‫ﻧﺘﺎﯾﺞ‬ ‫از‬ ‫ﻫﺮﮐﺪام‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﺳﻄﺢ‬ ‫ﮐﻨﺘﺮل‬ ‫ﺑﺮاي‬ ‫ﭘﺮوژه‬ ‫رون‬
‫زﻣﺎن‬ ‫ﺗﻬﯿﻪ‬‫ﺑﻨﺪي‬"‫ﮐﯿﻔﯿﺖ‬ ‫ﮐﻨﺘﺮل‬"‫ﺷﺎﺧﺺ‬‫ﻫﺴﺘﯿﺪ‬ ‫ﻫﺎ‬.‫ﻫﺮﻓﺎز‬ ‫ﭘﺎﯾﺎن‬ ‫و‬ ‫ﻣﺴﺘﻨﺪات‬ ،‫ﻧﺘﺎﯾﺞ‬ ‫ﺑﺎزﻧﮕﺮي‬ ‫درﺧﻮاﺳﺖ‬ ‫ﻣﺎﻧﻨﺪ‬
‫ﭘﺮوژه‬.‫اﻧﺪازه‬ ‫را‬ ‫ﺷﺪه‬ ‫ﺗﻮﻟﯿﺪ‬ ‫ﻧﺘﺎﯾﺞ‬ ،‫ﻫﺮﺑﺎزﻧﮕﺮي‬‫اﻫﺪ‬ ‫ﻣﺠﻤﻮﻋﻪ‬ ‫از‬ ‫آﻧﺮا‬ ‫اﻧﺤﺮاف‬ ‫و‬ ‫ﮔﯿﺮي‬‫ﻣﯽ‬ ‫ﺗﻌﯿﯿﻦ‬ ‫اف‬‫ﮐﻨﺪ‬.
Step ٤: Define the Quality Process
Of course, creating plans for assuring and controlling the quality of
deliverables is a good start. But you also need to put in place a Quality
Process to ensure that each of the actions listed in the Quality Plan are
undertaken as quickly and efficiently as possible.
7-4-‫ﮔﺎم‬4:‫ﮐﯿﻔﯿﺖ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﺗﻌﺮﯾﻒ‬
‫اﯾﻨﮑﻪ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺟﻬﺖ‬ ‫ﺑﺮاﯾﻦ‬ ‫ﻋﻼوه‬ ‫اﻣﺎ‬ ‫ﺧﻮﺑﯿﺴﺖ‬ ‫ﺷﺮوع‬ ‫آن‬ ‫ﮐﻨﺘﺮل‬ ‫و‬ ‫ﮐﯿﻔﯿﺖ‬ ‫از‬ ‫اﻃﻤﯿﻨﺎن‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﺗﻬﯿﻪ‬ ‫اﻟﺒﺘﻪ‬
‫اﻗﺪام‬ ‫دردﺳﺖ‬ ‫ﮐﺎرا‬ ‫و‬ ‫ﺑﺴﺮﻋﺖ‬ ‫ﮐﯿﻔﯿﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫در‬ ‫ﻣﻨﺪرج‬ ‫اﻗﺪاﻣﺎت‬ ‫از‬ ‫ﻫﺮﯾﮏ‬‫ﮐﯿﻔﯿﺖ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﻧﯿﺎزﻣﻨﺪ‬ ،‫ﻫﺴﺘﻨﺪ‬
‫ﻫﺴﺘﯿﻢ‬.
8-‫ﺗﯿﻤﯽ‬ ‫اﻧﮕﯿﺰش‬
Team Motivator
You won’t find Motivation 101 in most business schools, yet the

1روش مديريت پروژهProject Method Trans BOOK-2loc

1روش مديريت پروژهProject Method Trans BOOK-2loc

Recommended

Recommended

More Related Content

Featured

Featured (20)

1روش مديريت پروژهProject Method Trans BOOK-2loc