Delay - EOT claims

‫الزمني‬ ‫التمديد‬ ‫مطالبات‬
EOT Claims
Prepared by:
Eng. Mohamed Maged, MBA, PMP
Profile:
https://www.luqmanacademy.com/profile/8

PgMO - Project Control Manager, MBA, B.Sc. of Civil engineering – Ain Shams
University, with experience in MENA region of (construction, infrastructure, and roads)
Mega projects, in professions of Contract administration, Procurement, Tender estimating,
Cost control, Planning & Claim analysis.
Certificates & Memberships: MBA, PMP, ACIArb, AIA Fellow, SCE-PE, SFC, FIDIC
Contracts Consultant & Certified Negotiation Associate
M.M. Arranged Three Annual Conferences of Planning and Project Management
(Anniversary of Facebook Page: Prof.Planner)- American University in Cairo, Aug. 2014,
2015 & Online Sep. 2017.
Other accounts:
 SlideShare: www.slideshare.net/MohamedMaged8/
 YouTube Channel: https://www.youtube.com/ArabPlanners.
 (related groups: Best Advice for Planners/ Cost/ Contract – Public groups)
2
Mohamed Maged:

‫المحتوى‬
•‫التأخير‬ ‫أسباب‬
•‫التأخير‬ ‫قياس‬ ‫طرق‬
•‫التأخير‬ ‫تحليل‬
•‫التأخير‬ ‫معالجة‬
•‫الزمنيه‬ ‫المطالبات‬ ‫حاالت‬
•‫مطالبة‬ ‫مكونات‬‫التمديد‬

4
‫تأخير‬ ‫يحدث‬ ‫متى‬‫؟‬
WHAT IS DELAY?
• DELAY is an act or event that extends the time
required to perform tasks or activities under a
Contract . It is usually reflected as additional days of
work or as delayed start of activities.
• DELAY May or may not include change(s) in the
scope of work of activity(s) or the Contract.

5
‫التأخير‬ ‫أسباب‬
•‫التأخير؟‬ ‫أسباب‬ ‫هي‬ ‫ما‬‫المقاول‬ ‫بسبب‬ ‫تكون‬ ‫أن‬ ‫إما‬ ‫التأخير‬ ‫أسباب‬contractor risk event (CRE)‫أن‬ ‫أو‬
‫المالك‬ ‫أواستشاري‬ ‫المالك‬ ‫بسبب‬ ‫أي‬ ‫عنه‬ ‫خارجه‬ ‫تكون‬employer risk event (ERE).
‫ااك‬‫ا‬‫وهن‬‫ا‬‫ا‬‫ري‬ ‫ارو‬‫ا‬‫ه‬ ‫ام‬‫ا‬‫تس‬ ‫اباب‬‫ا‬‫أس‬ ‫اا‬‫ا‬‫أحيان‬force majeure‫ا‬‫ا‬ ‫والتو‬ ‫اةراال‬ ‫ان‬‫ا‬‫ع‬ ‫ا‬‫ا‬‫خارج‬unforeseen
‫ار‬‫ا‬‫يبتب‬ ‫ا‬ ‫ا‬‫ا‬‫وه‬'neutral event'‫ا‬‫ا‬ ‫تك‬ ‫اون‬ ‫ا‬‫ا‬ ‫الو‬ ‫ان‬‫ا‬‫ع‬ ‫اا‬‫ا‬‫عالب‬ ‫ااول‬‫ا‬‫المق‬ ‫اه‬‫ا‬‫هي‬ ‫اوف‬‫ا‬‫يب‬non-compensable
and excusable.
‫وما‬ ‫المب‬ ‫جم‬ ‫تأخيريتم‬ ‫حاوث‬ ‫وعنا‬investigation‫المشارو‬ ‫ساجت‬ ‫كل‬ ‫طريق‬ ‫عن‬records (doc.
control)‫السابب‬ ‫يال‬ ‫تح‬ ‫ثام‬root cause analysis (technique)‫هاي‬ ‫المتسابب‬ ‫هاو‬ ‫المقااول‬ ‫كاان‬ ‫هانن‬ ،
‫بمبالجته‬ ‫يقوم‬ ‫التأخير‬recover‫السبب‬ ‫تكرار‬ ‫وعام‬ ‫حل‬ ‫ل‬ ‫خط‬ ‫ووض‬ ،corrective action‫عمل‬ ‫يتم‬ ‫كما‬ ،
action plan.
‫أما‬‫يمناي‬ ‫تاأثير‬ ‫ولاه‬ ‫المقااول‬ ‫إراال‬ ‫عن‬ ‫خارج‬ ‫التأخير‬ ‫كان‬ ‫إن‬time impact‫مطالبا‬ ‫بتقاايم‬ ‫يقاوم‬ ‫المقااول‬ ‫هانن‬
‫به‬ ‫يمني‬EOT Claim (Extension Of Time).

6
‫التأخير‬ ‫ألسباب‬ ‫أمثلة‬
Contractor risk event (CRE) Vs Employer risk event (ERE)

7
‫قياس‬ ‫طرق‬‫التأخير‬(5)
.1‫التحديث‬ ‫بعد‬ ‫الزمني‬ ‫البرنامج‬ ‫على‬ ‫الموجود‬ ‫الكلي‬ ‫الفائض‬Total float.
.2‫المخطط‬ ‫بنسبة‬ ‫مقارنة‬ ‫المكتسبة‬ ‫للقيمة‬ ‫طبقا‬ ‫المنفذ‬ ‫نسبة‬SPI.
.3‫تغير‬‫ذلك‬ ‫معالجة‬ ‫وكيفية‬ ‫المشروع‬ ‫في‬ ‫حرج‬ ‫مسار‬ ‫أطول‬Longest critical
path change and mitigation actions if required.
.4‫ال‬ ‫وموقف‬ ‫الرئيسية‬ ‫المشروع‬ ‫بنود‬ ‫تنفيذ‬ ‫نسب‬ ‫بين‬ ‫االتزان‬ ‫تحليل‬‫خطوط‬
‫المفتوحة‬LOB.
.5‫حركة‬‫المتوقعة‬ ‫المتبقية‬ ‫المدة‬ ‫على‬ ‫ذلك‬ ‫وأثر‬ ‫الزمن‬ ‫مع‬ ‫المشروع‬ ‫تقدم‬Trend
analysis vs ETC.

8
1-‫الكلي‬ ‫الفائض‬‫بالسالب‬(-ve TF)
A
5
D
3
B
6
C
5
G
4
E
3
F
4
H
7
I
8
J
2
K
3
L
2
PF
0, 5
-3, 2
5, 11
5, 10
5, 8
11, 15
11, 14
8, 12
15, 17
15, 23
12, 19
23, 25
19, 22
25
20, 22
19, 22
12, 20
17, 19
12, 19
9, 12
8, 12
8, 12
2, 8
3, 8
5, 8
-3
-3
-3
-2 -3
-3
-2 2
0 0 0 0
Update Finish Date > Imposed Finish Date

9
2-‫المكتسبة‬ ‫القيمة‬ ‫مؤشر‬(SPI)
•‫ما‬‫هي‬EVM‫؟‬‫المكتساب‬ ‫القيما‬ ‫طرياق‬ ‫عان‬ ‫االاارل‬ ‫هي‬(earned value management)‫تبتماا‬ ‫وهاي‬
‫ي‬ ‫المث‬ ‫المقارن‬ ‫ع‬apple to apple، ‫والو‬ ‫التك‬ ‫هرق‬ ‫حال‬ ‫هي‬‫ا‬ ‫ومبااالت‬‫الو‬ ‫هي‬‫كالتالي‬:
BCWS: budget cost of work scheduled= planned value
BCWP: budget cost of work performed = earned value
Schedule performance index (SPI)= EV/PV
(SPI>1: ahead of schedule & SPI<1: behind schedule)
BAC: budget cost at completion= total budget of project
•‫ما‬‫نسب‬ ‫هي‬performance, scheduled %‫؟‬‫تببر‬ ‫النسب‬ ‫ه‬ ‫ه‬
‫ي‬ ‫ي‬ ‫كما‬ ‫المكتسب‬ ‫قيم‬ ‫ل‬ ‫طبقا‬ ‫ي‬ ‫ب‬ ‫وال‬ ‫المخطط‬ ‫عن‬:
Scheduled % = (PV) / (BAC)
Performance % = earned value (EV) / (BAC)
Planned Vs Actual

10
(TF vs SPI)
Shortage in Each:
1- Availability of resources and resource
usage in remaining works can affect the
rationality of the total float specially if
many paths overlapped in the remaining
duration.
2- Out of sequence can disturb the results
of EVM schedule factors specially if the
progress of critical path is different.

11
‫المكتسب‬ ‫والقيمة‬ ‫الزمني‬ ‫البرنامج‬ ‫بين‬ ‫الجمع‬‫ة‬

12
3-‫الحرج‬ ‫المسار‬ ‫منطق‬(Critical Path)
A
B
C
D
F
Dependency Determination. Logical Relationship/ mathematical analysis:
Successor Activity. that logically comes after Vs Predecessor.
Mandatory Dependency. contractually required or inherent in the nature of the work. Hard
Logic.
Discretionary Dependency. based on knowledge of best practices, Preferred Logic. Soft
Logic.
External Dependency. A relationship with non-project activities.
Applying Lag. a successor activity waiting Vs Lead (-ve lag).

13
4-‫المتكررة‬ ‫األنشطة‬ ‫بين‬ ‫االتزان‬ ‫خط‬(LOB)
‫الـ‬ ‫هو‬ ‫ما‬line of balance‫؟‬‫مجموع‬ ‫عن‬ ‫عبارل‬ ‫المشرو‬ ‫كون‬ ‫حال‬ ‫هي‬ ‫مناسب‬ ‫وتكون‬ ‫اليمني‬ ‫البرامج‬ ‫عمل‬ ‫هي‬ ‫طريق‬ ‫هي‬
‫الموارا‬ ‫ع‬ ‫مبتمال‬ ‫وتكون‬ ،‫متباال‬ ‫أماكن‬ ‫هي‬ ‫وتن‬ ‫الببف‬ ‫ا‬ ‫بببض‬ ‫المرتبط‬ ‫المتتالي‬ ‫المتكررل‬ ‫االنشط‬ ‫من‬resource
constrained‫اليمن‬ ‫م‬ ‫تراكمي‬ ‫منحنيا‬ ‫ع‬ ‫ا‬ ‫وضب‬ ‫ويمكن‬ ،diagrams on a cumulative basis‫وتشمل‬
‫مشاري‬housing, pipelines, bridges, roads, rail and tunneling works.
0.0%
20.0%
40.0%
Sep-18 Oct-18 Nov-18 Dec-18 Jan-19
Key KPI's - LOB
Excavation all
soil types
Installation
(Pipes & box
culvert)
Manholes
Asphalt

14
5-‫العمل‬ ‫في‬ ‫التقدم‬ ‫منحنى‬ ‫ميل‬(Trend)
•‫هاي‬ ‫ماا‬trend analysis‫؟‬‫ا‬ ‫المتو‬ ‫او‬ ‫الن‬ ‫وتااريه‬ ‫ا‬ ‫تك‬ ‫ل‬ ‫با‬ ‫المتو‬ ‫حساابا‬ ‫ل‬ ‫يساتخام‬forecast‫عان‬
‫ا‬ ‫ال‬‫ا‬‫مث‬ ‫اي‬‫ا‬‫رياض‬ ‫ارق‬‫ا‬‫ط‬ ‫اتخاام‬‫ا‬‫باس‬ ‫االمخطط‬‫ا‬‫ب‬ ‫اا‬‫ا‬ ‫ومقارنت‬ ، ‫اابق‬‫ا‬‫الس‬ ‫ا‬‫ا‬‫ي‬ ‫ب‬ ‫ال‬ ‫ااال‬‫ا‬‫المب‬ ‫اتمرار‬‫ا‬‫اس‬ ‫اق‬‫ا‬‫طري‬‫اتخاام‬‫ا‬‫س‬
‫اام‬‫ا‬‫التق‬ ‫اط‬‫ا‬‫متوس‬progress‫اا‬‫ا‬‫المنحني‬ ‫اتكمال‬‫ا‬‫الس‬ ‫اا‬‫ا‬‫م‬ ‫ارل‬‫ا‬‫هت‬ ‫اتل‬‫ا‬‫خ‬extend s-curve‫ا‬‫ا‬‫اي‬ ‫ن‬ ‫ا‬‫ا‬‫حت‬
‫المشرو‬.
0.0%
25.0%
50.0%
75.0%
100.0%
Sep-18 Oct-18 Nov-18 Dec-18 Jan-19
Overall Progress
Planned
Actual EV
SPI

15
1515
(earned value)
(Invoices)
(planned value)
Cost baseline
SV= -1,067$
Daily
planned
budget=
266.67
$ / day
ETC, TF= -15 Days
Trend analysis
delay= -35 days
% Complete = 26.7%
= - 4 days
‫اااااين‬‫ا‬‫ب‬ ‫ااااا‬‫ا‬‫الجم‬
‫ااااااااارا‬‫ا‬‫المؤش‬
‫المخت‬...
ETC: time schedule update

16 ‫التأخير‬ ‫تصنيف‬
Delay
Neutral Event
In-Excusable (CRE)Excusable
ERE
Non- CompensableCompensable
Concurrent

17
•‫بين‬ ‫رق‬ ‫ال‬recovery, revised programme‫؟‬
‫النو‬‫وهو‬ ‫األول‬recovery‫هيه‬ ‫ويتم‬ ، ‫به‬ ‫المتسبب‬ ‫هو‬ ‫المقاول‬ ‫تأخير‬ ‫وجوا‬ ‫حال‬ ‫هي‬ ‫ويكون‬‫ت‬‫باويف‬
‫المشرو‬ ‫اي‬ ‫ن‬ ‫لتاريه‬ ‫بالبرنامج‬ ‫والرجو‬ ‫التأخير‬‫ي‬ ‫األص‬.
‫ااا‬‫ا‬‫أم‬‫اااني‬‫ا‬‫الث‬ ‫ااو‬‫ا‬‫الن‬revised‫اارو‬‫ا‬‫المش‬ ‫ااي‬‫ا‬‫ه‬ ‫اار‬‫ا‬‫يي‬ ‫ت‬ ‫اا‬‫ا‬ ‫ع‬ ‫اااوا‬‫ا‬‫بن‬ ‫ااون‬‫ا‬‫يك‬ ‫ااث‬‫ا‬‫حي‬ ‫ااك‬‫ا‬‫ل‬ ‫ااه‬‫ا‬‫هي‬ ‫ااترط‬‫ا‬‫يش‬ ‫اات‬‫ا‬‫ه‬
variation/change‫اا‬‫ا‬‫ح‬ ‫أو‬ ‫ارو‬‫ا‬‫اله‬ ‫ار‬‫ا‬‫ي‬ ‫ت‬ ‫ابب‬‫ا‬‫بس‬ ‫ال‬‫ا‬‫ب‬ ‫ان‬‫ا‬‫م‬ ‫ا‬‫ا‬‫المقام‬ ‫ا‬‫ا‬‫ي‬ ‫التن‬ ‫ا‬‫ا‬‫طريق‬ ‫اايل‬‫ا‬‫تب‬ ‫أو‬ ،‫وث‬
Disruption،‫شابه‬ ‫وما‬ ‫جايا‬ ‫اي‬ ‫ن‬ ‫وتاريه‬ ‫يمن‬ ‫تمايا‬ ‫اعتماا‬ ‫أو‬.
Revised Programme
(types & cases):
https://www.youtube.c
om/watch?v=75iB5BEa
pIQ
‫الزمني؟‬ ‫البرنامج‬ ‫تعديل‬ ‫يتم‬ ‫كيف‬

18 ‫التأخير‬ ‫معالجة‬
There are two techniques to compress a programme:
1- Crashing: Done by selectively crashing specific activities to shorten project duration
(increase resources – refer to duration equation).
2- Fast-tracking: Done by re-sequence the logic and overlap activities can be done in the
same time.
3- Merge and do both together.
Compression approaches
‫جدا‬ ‫هام‬‫االجراءات‬ ‫متابعة‬ ‫التصحيحية‬ ‫الخطط‬ ‫في‬‫المتخذة‬‫سواءا‬‫كانت‬‫ت‬‫شمل‬
‫االدارة‬ ‫عناصر‬ ‫ادراج‬ ‫فينبغى‬ ‫مثال‬ ‫أوالموارد‬ ‫الالزمة‬ ‫التجهيزات‬ ‫عمل‬
‫بالفرق‬ ‫مقسمة‬ ‫الموارد‬ ‫وجميع‬ ‫واالشراف‬(‫ومواد‬ ‫ومعدات‬ ‫عمالة‬)‫أو‬ ،
‫ك‬ ‫التأكد‬ ‫يتم‬ ‫بحيث‬ ‫التنفيذ‬ ‫طريقة‬ ‫أو‬ ‫العمل‬ ‫بتسلسل‬ ‫خاصة‬ ‫اجراءات‬‫من‬ ‫فترة‬ ‫ل‬
‫ال‬ ‫أم‬ ‫أخرى‬ ‫إجراءات‬ ‫اتخاذ‬ ‫مطلوب‬ ‫وهل‬ ‫فاعليتها‬ ‫لقياس‬ ‫الخطة‬ ‫فاعلية‬.

19 ‫تحليل‬ ‫طرق‬‫التأخير‬
Prospective Delay Analysis:
Analysis of facts associated with delay events during
construction of a project and the estimation of their effect upon
the planned completion date of a project. (Interim Extension of
Time)
Retrospective Delay Analysis:
Analysis of facts associated with delay events after completion
of the construction period of a project. (Final Extension of Time)

20 ‫التأخير؟‬ ‫لتحليل‬ ‫طريقة‬ ‫كل‬ ‫تستخدم‬ ‫متى‬
Guidance Section 4
4.13 The table below summarises the types of analysis that can be conducted depending on
the types of factual material available. An ‘X’ indicates the factual material that is required for
a particular analysis, but in some cases there are alternatives, as indicated in the table:

21 ‫الزمنيه‬ ‫المطالبات‬ ‫حاالت‬
‫الحكومية‬ ‫والمشتريات‬ ‫المنافسات‬ ‫نظام‬
‫والخمسون‬ ‫الحادية‬ ‫المادة‬:
‫التأخي‬ ‫كان‬ ‫ا‬ ‫إ‬ ‫المالي‬ ‫ويارل‬ ‫م‬ ‫ال‬ ‫المتبا‬ ‫الحكومي‬ ‫الج‬ ‫اق‬ ‫بات‬ ‫رام‬ ‫ال‬ ‫من‬ ‫او‬ ‫واةع‬ ‫البقا‬ ‫تمايا‬ ‫يتم‬‫عن‬ ‫ا‬ً‫ج‬‫نات‬ ‫ر‬
‫األسباب‬ ‫ه‬ ‫ه‬ ‫م‬ ‫التأخير‬ ‫مال‬ ‫تتناسب‬ ‫أن‬ ‫بشرط‬ ،‫ا‬ ‫المتبا‬ ‫إراال‬ ‫عن‬ ‫خارج‬ ‫لسبب‬ ‫أو‬ ، ‫طارئ‬ ‫هرو‬.
‫والخمسون‬ ‫الثانية‬ ‫المادة‬:
‫التالي‬ ‫الحاال‬ ‫هي‬ ‫البقا‬ ‫تمايا‬ ‫المستق‬ ‫الاائرل‬ ‫رئيس‬ ‫أو‬ ‫المختص‬ ‫ويير‬ ‫ل‬:
‫م‬ ‫متناسب‬ ‫المضاه‬ ‫المال‬ ‫تكون‬ ‫أن‬ ‫بشرط‬ ،‫البقا‬ ‫هي‬ ‫ورا‬ ‫ما‬ ‫ع‬ ‫إضاهي‬ ‫بأعمال‬ ‫ا‬ ‫المتبا‬ ‫ك‬ ‫ا‬ ‫إ‬ ‫أ‬-‫حجم‬
‫ا‬ ‫ب‬ ‫ي‬ ‫التك‬ ‫وتاريه‬ ‫ا‬ ‫وطبيبت‬ ‫األعمال‬.
‫ا‬ ‫متبا‬ ‫ل‬ ‫تبوا‬ ‫ال‬ ‫ألسباب‬ ‫ا‬ ‫ببض‬ ‫أو‬ ‫األعمال‬ ‫بنيقا‬ ‫الحكومي‬ ‫الج‬ ‫من‬ ‫أمر‬ ‫صار‬ ‫ا‬ ‫إ‬ ‫ب‬-.
‫المحاا‬ ‫الو‬ ‫هي‬ ‫البمل‬ ‫ةنجاي‬ ‫كاهي‬ ‫عير‬ ‫مشرو‬ ‫ل‬ ‫السنوي‬ ‫المالي‬ ‫االعتمااا‬ ‫كان‬ ‫ا‬ ‫إ‬-.

22 ‫المتزامن‬ ‫التأخير‬Concurrent
‫واالحداث‬‫المشروع‬ ‫نهاية‬ ‫تاريخ‬ ‫بعد‬
1.4.8 Where an Employer Risk Event occurs after the contract completion date, in
a situation where failure to complete by the contract completion date has been
caused by Contractor Delays, the principle set out in Section 1.4.7 above should
apply, except where the Employer Risk Event is a noncompensable Employer Risk
Event (Neutral). In such an event, no EOT (or compensation) should be due.
Where an EOT is due after the contract completion date, the Employer Risk Event
does not exonerate the Contractor for all its delays prior to the Employer Risk Event
occurring. The effect of the Employer Risk Event should be assessed as described
above and any EOT found due should simply be added to the contract
completion date.
1.4.7 Where Employer Risk Events and Contractor Risk Events occur sequentially but
have concurrent effects, here again any Contractor Delay should not reduce the
amount of EOT due to the Contractor as a result of the Employer Delay.

23 ‫التمديد‬ ‫مطالبة‬ ‫مكونات‬
‫الزمنية‬ ‫التمديدات‬ ‫حالة‬ ‫في‬‫ما‬ ‫الزمني‬ ‫للبرنامج‬ ‫يضاف‬‫يل‬‫ي‬:
1-‫تعريف‬‫هذه‬ ‫الى‬ ‫أدت‬ ‫التي‬ ‫االحداث‬‫المطالبة‬
2-‫سرد‬‫إ‬ ‫باالشارة‬ ‫والنتيجة‬ ‫األثر‬ ‫لبيان‬ ‫المطالبات‬ ‫احداث‬‫لى‬
‫االثبات‬ ‫مستندات‬‫وارفاقها‬
3-‫البنود‬ ‫مع‬ ‫السابقة‬ ‫التمديدات‬‫الم‬ ‫التعاقدية‬ ‫واالجراءات‬‫تعلقة‬
‫وأحقية‬ ‫بالموضوع‬‫المقاول‬
4-‫البرنامج‬‫ما‬ ‫شامل‬ ‫المعدل‬ ‫الزمني‬‫في‬ ‫يطلب‬‫البرا‬ ‫تقديم‬‫مج‬
‫األصلي‬ ‫الحرج‬ ‫بالمسار‬ ‫مقارنة‬ ‫مع‬ ‫الزمنية‬
5-‫خالصة‬‫الجدي‬ ‫التعاقدي‬ ‫النهاية‬ ‫وتاريخ‬ ‫الزمني‬ ‫التمديد‬‫د‬
‫المطلوب‬
6-‫المرفقات‬‫ترقيمها‬ ‫مع‬ ‫السرد‬ ‫في‬ ‫اليها‬ ‫االشارة‬ ‫تم‬ ‫التي‬

24
•‫علو‬ ‫توأخير‬ ‫مراموة‬ ‫تطبيوق‬ ‫عودم‬ ‫هوو‬ ‫الرئيسي‬ ‫الهدف‬ ‫يكون‬‫ى‬
‫واول‬‫و‬‫المق‬LAD:liquidated and ascertained
damages‫ماان‬ ‫التااأخير‬ ‫بااه‬ ‫يتساابب‬ ‫لمااا‬ ‫لك‬ ‫كاا‬ ‫وتساام‬
، ‫اك‬‫ا‬‫مال‬ ‫ل‬ ‫ارار‬‫ا‬‫أض‬‫و‬‫اتم‬‫ا‬‫ي‬‫اا‬‫ا‬ ‫تطبيق‬‫اي‬‫ا‬‫ه‬‫الم‬ ‫ايام‬‫ا‬‫الت‬ ‫اام‬‫ا‬‫ع‬ ‫اال‬‫ا‬‫ح‬‫ااول‬‫ا‬‫ق‬
‫ا‬ ‫التماياا‬ ‫أو‬ ‫ااي‬ ‫التبا‬ ‫او‬ ‫الن‬ ‫تااريه‬ ‫هي‬ ‫المشرو‬ ‫او‬ ‫بنن‬‫ليمناي‬
‫التاأخي‬ ‫حساب‬ ‫يمنيا‬ ‫مراحال‬ ‫ا‬ ‫ع‬ ‫وتطباق‬ ،‫وجاا‬ ‫إن‬ ‫المبتما‬‫ر‬
‫البقا‬ ‫ا‬ ‫ي‬ ‫ع‬ ‫ينص‬ ‫نسب‬ ‫ص‬ ‫ا‬ ‫بحا‬stipulated.
‫المطالبات‬ ‫من‬ ‫الهدف‬‫الزمنيه‬

25
‫صلة‬ ‫ذات‬ ‫ودوات‬ ‫محاضرات‬
https://www.youtube.
com/watch?v=syxza-
ivtbk&index=4&list=PL9
HqmhqTzU-
VHjidVEP7FbAkivlfIr0aK
https://www.luqman
academy.com/cours
e?course=16
https://www.luqman
academy.com/cour
se?course=1
‫ورشة‬ ‫من‬ ‫مقتطقات‬
‫المطالبات‬ ‫عمل‬
‫التأخير‬ ‫وتحليل‬
https://www.youtub
e.com/watch?v=XB
og3BRwPeU&index=
8&list=PL9HqmhqTzU-
VTvrJDskZ4fjUzHqydrf
_O

Thank You
Don’t Hesitate to contact….
M.Maged
magedkom@gmail.com
mobile : 00966-580264968

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