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Strategic value of project management arabic

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Most of this presentation is in Arabic and was part of a recent conference that we organized in Basrah, Iraq with the Oil Training Institute.

هذه المحاضرة عن الاهمية الاستراتجية لادارة المشاريع

Published in: Business
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Strategic value of project management arabic

  1. 1. ‫ﻻدارة‬ ‫اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫اﻟﻤﺸﺎرﻳﻊ‬ ‫ﻣﻌﻬﺩ‬ ‫ﺑﻳﻥ‬ ‫ﺑﺎﻟﺗﻌﺎﻭﻥ‬‫ﻭﻣﺟﻣﻭﻋﺔ‬ ‫ﺍﻟﺑﺻﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﻔﻁﻲ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬‫ﺳﻭﻛﺎﺩ‬ ‫ﻭﺭﺷﺔ‬ ‫ﺗﻘﺎﻡ‬‫ﻻﺩﺍﺭﺓ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻘﻳﻣﺔ‬ ‫ﺣﻭﻝ‬ ‫ﻫﺫﻩ‬ ‫ﺍﻟﻌﻣﻝ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬,‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺭﻛﻳﺯ‬ ‫ﻣﻊ‬‫ﺍﻟﻧﻔﻁﻲ‬ ‫ﺍﻟﻘﻁﺎﻉ‬
  2. 2. ‫اﺗﻴﺠﻴ‬‫ﱰ‬‫اﺳ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ُﻌﺘﱪ‬‫ﺗ‬ ‫ﻫﻞ‬‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺔ‬ ‫ﻟﻜﻢ؟‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﻋﲆ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻫﻞ‬ ‫اﳌﻨﻈﻤﺔ؟‬ ‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﺳ‬ ‫ﻻدارة‬ ‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﺳ‬‫اﳌﺸﺎرﻳﻊ‬-‫ﻫﻞ‬‫ﻫﻲ‬ ‫ﻣﻮﺟﻮدة؟‬ ‫أي‬ ‫ﻓﻴﻬﺎ‬ ‫ﺗﻌﻤﻞ‬ ‫اﻟﺘﻲ‬ ‫اﳌﻨﻈﻤﺔ‬ ‫متﺘﻠﻚ‬ ‫ﻫﻞ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ﻻدارة‬ ‫ﻣﻨﻈﻮﻣﺔ‬)‫ﻋﻤﻠﻴﺎت‬,‫ﻣﻨﻬﺠﻴ‬‫ﺔ‬, ‫اﻟﺴﻴﺎﺳﺎت‬(... 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﻴ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﻳﻊ‬ ‫ادارة‬ 2
  3. 3. ‫ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺍﻟﻨﻘﺎﻁ‬ ‫ﻣﻨﺎﻗﺸﺔ‬ 2/2014 3 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ ‫اﻟﺘﺎرﯾﺨﻲ‬ ‫اﻟﻤﻨﻈﻮر‬ ‫اﻟﻤﺸﺮوع‬ ‫ﺑﯿﻦ‬ ‫ﻣﻘﺎرﻧﺔ‬ ‫واﻟﻌﻤﻠﯿﺎت‬ ‫اﻟﻤﺸﺎر‬ ‫ﺑﯿﻦ‬ ‫اﻟﺘﺮاﺑﻂ‬‫ﯾﻊ‬ ‫واﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫اﻟﻤﺸﺮوع‬ ‫ادارة‬, ‫اﻟﺤﻘﯿﺒﺔ‬ ‫أو‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫اﻟﻨﻀﺞ‬‫ادارة‬ ‫ﻓﻲ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬
  4. 4. ‫ﺍﻟﺘﺎﺭﻳﺨﻲ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬
  5. 5. ‫ﺍﻟﺘﺎﺭﻳﺨﻲ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬ ‫ﺑﺎﺧﺘﺼﺎﺭ‬ ‫ھﻲ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ ‫ان‬ ‫اﻟﻌﮭﺪ‬ ‫ﻗﺪﯾﻤﺔ‬ ‫ذﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺜﺎل‬: ‫اﻟﻤﻌﻠﻘﺔ‬ ‫اﻟﺤﺪاﺋﻖ‬-‫ﺑﺎﺑﻞ‬ ‫اﻻھﺮام‬-‫ﻣﺼﺮ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 5
  6. 6. ‫ﺍﻟﻌﺸﺮﻳﻦ‬ ‫ﺍﻟﻘﺮﻥ‬  Henry Gantt 1917: bar chart for ship building )‫ﻟﺒﻨﺎء‬ ‫اﻟﺒﻴﺎين‬ ‫اﻟﺮﺳﻢ‬ ‫اﻟﺴﻔﻦ‬(  PERT, CPM and other tools from 1950’s  Professional societies ‫اﳌﺸﺎرﻳﻊ‬ ‫ادارة‬ ‫ﰲ‬ ‫اﻟﻌﻠﻤﻴﺔ‬ ‫اﻟﺠﻤﻌﻴﺎت‬  IPMA (Internet) 1967 - PMI 1969 … and many others  The New Era of PM is about:  The emergence of a profession … and )‫اﳌﻬﻨﺔ‬ ‫اﻧﺒﺜﺎق‬(  The emergence of organizational project management )‫ادارة‬ ‫اﻧﺒﺜﺎق‬ ‫اﳌﺆﺳﺴﺎﺗﻴﺔ‬ ‫اﳌﺸﺎرﻳﻊ‬–‫اﳌﻨﻈﻤﺔ‬ ‫ﻣﺴﺘﻮى‬ ‫ﻋﲆ‬( 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 6
  7. 7. ‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻣﻘﺎﺭﻧﺔ‬
  8. 8. ‫ﺍﻟﻤﺸ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻔﺎﻋﻞ‬‫ﺎﺭﻳ‬‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﻊ‬ Source: Terry Cooke-Davies, “Project Success”, Wiley Guide to Project, Program, Portfolio management, John Wiley and sons, 2007 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 8
  9. 9. ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﺣﻴﺎﺓ‬ ‫ﺍﻣﺘﺪﺍﺩ‬ ‫ﻓﺎﻧﮫ‬ ‫ﻟﻠﺨﺪﻣﺎت‬ ‫دة‬ ّ‫ﻣﺰو‬ ‫ﺷﺮﻛﺔ‬ ‫أو‬ ‫ﻣﺸﺮوع‬ ‫ﺻﺎﺣﺐ‬ ‫ﻛﻨﺖ‬ ‫ﺳﻮاء‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬ ‫ﻣﻌﻨﻰ‬ ‫ادراك‬ ‫اﻟﻀﺮوري‬ ‫ﻣﻦ‬ ‫ّﻦ‬‫ﯿ‬‫ﻣﻌ‬ ‫ﻟﻤﻨﺘﺞ‬ ‫اﻻﻓﺘﺮاﺿﻲ‬ ‫اﻟﻌﻤﺮ‬ ‫ھﻮ‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬,‫ﻛﺎﻟﻤﺒﻨﻰ‬, ‫اﻟﻄﺮﯾﻖ‬,‫اﻟﻤﺴﺘﺸﻔﻰ‬,‫اﻟﺴﯿﺎرة‬,‫اﻟﻤﺼﻨﻊ‬,‫اﻻﻟ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬‫ﻜﺘﺮوﻧﻲ‬... ‫ة‬ّ‫ﺪ‬‫ﻋ‬ ‫ﻟﺴﻨﻮات‬ ‫ﺗﻤﺘﺪ‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺣﯿﺎة‬ ‫اﻣﺘﺪاد‬ ‫ان‬ ‫اﻟﻤﻨﺘﺞ‬ ‫ﺑﻮظﯿﻔﺔ‬ ‫ﺗﺮﺗﺒﻂ‬ ‫اﻟﻤﺪة‬ ‫ﺑﯿﻦ‬ ‫ﺗﺘﺮاوح‬ ‫أن‬ ‫ﺑﺎﻻﻣﻜﺎن‬3‫اﻟﻰ‬35‫ﺳﻨﺔ‬
  10. 10. ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﺣﻴﺎﺓ‬ ‫ﺍﻣﺘﺪﺍﺩ‬ From PMP Exam Prep Study Guide – Rita Mulcahy 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 10
  11. 11. ‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﺮﺍﺑﻂ‬‫ﺠﻴﺔ‬
  12. 12. ‫ﻭﺍﻻﺳﺗﺭﺍﺗﻳ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬‫ﺑﻳﻥ‬‫ﺍﻟﺗﺭﺍﺑﻁ‬‫ﺟﻳﺔ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 12
  13. 13. ‫ﺍﻟﺘﻨ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺼﻴﺎﻏﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬‫ﻔﻴﺬ‬ ‫اﻟﻤﻨﻈﻤﺎت‬‫واﻟﺘﻮﺟﮭ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت‬ ‫اﻟﺨﻄﺔ‬ ‫ﺑﺼﯿﺎﻏﺔ‬ ‫ﺗﻘﻮم‬‫ﺎت‬ ‫اﻟﻨﺎﺟﺤﺔ‬ ‫اﻟﻤﻨﻈﻤﺎت‬‫ﻻﺳﺘﺮاﺟﯿﺘ‬ ‫ﺑﻨﺎء‬ ‫أﻋﻤﺎﻟﮭﺎ‬ ‫ﺑﺘﻨﻔﯿﺬ‬ ‫ﺗﻘﻮم‬‫ﮭﺎ‬ ‫ﺧﺎﺻﺔ‬ ‫ﻣﻨﮭﺠﯿﺔ‬ ‫ﯾﺘﻄﻠﺐ‬ ‫اﻟﻨﺎﺟﺢ‬ ‫اﻟﺘﻨﻔﯿﺬ‬‫اﻟﺒﺮاﻣﺞ‬ ‫ﻛﺎدارة‬ ‫أن‬ ‫ﯾﺠﺐ‬‫ﺑﺎﻷھﺪاف‬ ‫اﻟﺒﺮاﻣﺞ‬ ‫ﺗﺮﺗﺒﻂ‬‫اﻻﺳﺘﺮاﺗﯿﺠ‬ ‫واﻟﻤﺒﺎدرات‬‫ﯿﺔ‬ ‫اﻟﺒﺮاﻣﺞ‬‫ﻣﻦ‬ ‫ﺟﺰء‬ ‫ھﻲ‬‫اﻟﻤﺆﺳ‬ ‫ﻓﻲ‬ ‫واﻟﺒﺮاﻣﺞ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﺣﻘﯿﺒﯿﺔ‬‫ﺴﺔ‬ )‫اﻟﺘﻨﺴﯿﻖ‬‫ﻣﻦ‬ ‫اﻟﺘﻨﻈﯿﻤﯿﺔ‬ ‫اﻷوﻟﻮﯾﺎت‬ ‫وﺗﺮﺗﯿﺐ‬‫اﻟﺒﺮاﻣﺞ‬/‫ا‬‫ﻟﻤﺸﺎرﯾﻊ‬( ‫ﺗﺘﻜﻮن‬‫اﻟﺒﺮاﻣﺞ‬‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫اﻟﻌﺪﯾﺪ‬ ‫ﻣﻦ‬-‫ﺗﺘﺼﻞ‬ ‫ﺟﻤﯿﻌﮭﺎ‬‫ﺑﺄھﺪاف‬ ‫ﻣﺤﺪدة‬ ‫أﻋﻤﺎل‬–‫اﻻﺳﺘﺮاﺗﺠﯿﺔ‬ ‫اﻻھﺪاف‬ ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 13 2/2014
  14. 14. ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺳﻴﺎﻕ‬ ‫اﺗﻴﺠﻲ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻟﻬﺪف‬ ‫اﻟ‬ ‫ﰲ‬ ‫ات‬‫ر‬‫ﻟﻠﺴﻴﺎ‬ ‫ﻣﻨﺘﺞ‬ ‫أﻛﱪ‬ ‫ﺗﺼﺒﺢ‬ ‫أن‬‫ﻌﺎمل‬ ‫اﳌﺎﱄ‬ ‫اﻟﻬﺪف‬-‫اﻻداري‬ ‫ﺑﻨﺴﺒﺔ‬ ‫اﻟﺴﻮق‬ ‫ﰲ‬ ‫ﺣﺼﺘﻬﺎ‬ ‫ﻟﺰﻳﺎدة‬1%‫ﻣﺪى‬ ‫ﻋﲆ‬10 ‫اﳌﻘﺒﻠﺔ‬ ‫ﺳﻨﻮات‬ ‫اﳌﴩوع‬ ‫اﻫﺪاف‬ ‫اﻟﺴ‬ ‫ﰲ‬ ‫ﻓﻌﺎﻟﻴﺔ‬ ‫اﻷﻛرث‬ ‫اﳌﺤﲇ‬ ‫اﻟﺘﺼﻨﻴﻊ‬ ‫ات‬‫ر‬‫ﻗﺪ‬ ‫ﻻﻧﺸﺎء‬‫ﻮق‬ ‫اﳌﻨﺘﺞ‬ ‫ﻧﻄﺎق‬ ّ‫ﻣﻌني‬ ‫ﻣﻮﻗﻊ‬ ‫ﰲ‬ ّ‫ﻣﻌني‬ ‫از‬‫ﺮ‬‫ﻟﻄ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻣﺼﻨﻊ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 14
  15. 15. ‫ﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﺍﻟﺴﻴﺎﻕ‬ ‫اﺗﻴﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬‫ﻣﻦ‬ ‫اﳌﻨﻈﻤﺔ‬ ‫ﻟﺘﻤﻜني‬ ‫اﺗﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬ ‫ﺗﺤﻘﻴﻖ‬ ‫اﻣﺞ‬‫ﱪ‬‫اﻟ‬ ‫و‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫ﺣﻘﻴﺒﺔ‬‫اﻟﻌﻤﻞ‬ ‫وﺣﺪة‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬, ‫اﺗﺠﻴﺔ‬‫ﱰ‬‫اﻻﺳ‬ ‫اﻷﻫﺪاف‬ ‫ودﻋﻢ‬ ‫اﻣﺞ‬‫ﱪ‬‫واﻟ‬ ‫اﳌﺸﺎرﻳﻊ‬‫ا‬ ‫وﺣﺪة‬ ‫ﻋﲆ‬ ‫اﻟﻘﺪرة‬ ‫وﺗﻌﺰﻳﺰ‬ ‫ﺑﻨﺎء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫ﻷﻋامل‬ ‫اﻣﺞ‬‫ﱪ‬‫واﻟ‬ ‫اﳌﺸﺎرﻳﻊ‬ ‫اء‬‫ر‬‫ﻣﺪ‬ ‫ﻛﺒﺎر‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻣﺸﺎرﻳﻊ‬‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻨﺔ‬ّ‫ﻴ‬‫ﻣﻌ‬ ‫ﺳﻮق‬ ‫ﰲ‬ ّ‫ﻣﻌني‬ ‫از‬‫ﺮ‬‫ﻟﻄ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻣﺼﻨﻊ‬ ‫ﺑﻨﺎء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫اء‬‫ر‬‫ﻣﺪ‬ ‫اﳌﺸﺎرﻳﻊ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 15
  16. 16. ‫ﺍﻟﻤﺸﺮﻭﻉ‬ ‫ﺍﺩﺍﺭﺓ‬,‫ﺃﻭ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬‫ﺍﻟﺤﻘﻴﺒﺔ‬
  17. 17. ‫ﺍﻟﻤﺸﺮﻭﻉ؟‬ ‫ﺗﻌﺮﻳﻒ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ”‫ھﻮ‬ ‫اﻟﻤﺸﺮوع‬‫ﻣﺆﻗﺘﺔ‬ ‫ﺣﺎﻟﺔ‬‫ﺧﻠﻖ‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫ﻓﺮ‬ ‫ﻣﻨﺘﺞ‬‫ﯾﺪ‬ ‫أو‬ ‫ﻧﻮﻋﮫ‬ ‫ﻣﻦ‬‫ﺧﺪﻣﺔ‬‫أو‬‫ﻧﺘﯿﺠﺔ‬“ ‫دﻟﯿﻞ‬PMBOK,‫اﻷول‬ ‫اﻟﻘﺴﻢ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 17 (‫)ﺳﻮﻛﺎد‬ ‫ﺑـ‬ ‫ﺧﺎص‬ ‫ﺗﻌﺮﯾﻒ‬ ‫اﻟﻤﺸﺮوع‬:‫ھﻮ‬‫أ‬‫ﻧﻨﺘﺠﮫ‬ ‫ﺟﺪﯾﺪ‬ ‫ﺷﻲء‬ ‫ي‬-‫أ‬‫و‬-‫ﺗﻐﯿﯿﺮ‬ ً‫ﺎ‬‫ﻣﺴﺒﻘ‬ ‫ﻣﻮﺟﻮد‬ ‫ﻧﻈﺎم‬ ‫ﻓﻲ‬ ‫ﺟﺬري‬،‫ﻓﻲ‬ ‫ﻣﺠﮭﻮد‬ ‫وﯾﺘﻄﻠﺐ‬ ‫واﻟﺘﻨﻔﯿﺬ‬ ‫اﻟﺘﺨﻄﯿﻂ‬
  18. 18. ‫اﻟﻤﻌﺮﻓﺔ‬ ‫ﺗﻄﺒﯿﻖ‬ ‫ھﻲ‬ ‫اﻟﻤﺸﺮوع‬ ‫ادارة‬ ‫ان‬,‫اﻟﻤﮭﺎرة‬, ‫أﺟ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺮوع‬ ‫ﻷﻧﺸﻄﺔ‬ ‫اﻟﻼزﻣﺔ‬ ‫واﻟﺘﻘﻨﯿﺎت‬ ‫اﻷدوات‬‫ﻞ‬ ‫ﻟﮫ‬ ‫اﻟﻼزﻣﺔ‬ ‫اﻟﻤﺘﻄﻠﺒﺎت‬ ‫ﺟﻤﯿﻊ‬ ‫ﺗﻠﺒﯿﺔ‬ ‫دﻟﯿﻞ‬PMBOK,‫اﻷول‬ ‫اﻟﻘﺴﻢ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺗﻌﺮﻳﻒ‬
  19. 19. ‫ﺍﻟﺒﺮﻧﺎﻣﺞ؟‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ”‫ھﻮ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬‫ذات‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ‫ﻋﺒﺎرة‬ ‫ﻣﺘﺮاﺑﻄﺔ‬ ‫ﺻﻠﺔ‬-‫ﺗﺪار‬‫ﻋ‬ ‫ﻟﻠﺤﺼﻮل‬ ‫ﻣﻨﺴﻘﺔ‬ ‫ﺑﻄﺮﯾﻘﺔ‬‫ﻠﻰ‬ ‫ﻣﻨﺎﻓﻊ‬‫ﻏﯿﺮ‬ ‫وﺗﺤﻜﻢ‬‫ﺑﺸﻜﻞ‬ ‫إدارﺗﮭﺎ‬ ‫ﻣﻦ‬ ‫ﻣﺘﻮﻓﺮة‬‫ﻓﺮدي‬“ ‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬ ‫ان‬ ‫ﻣﻤﻜﻦ‬ ‫و‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫اﻟﻤﺒﺎدرات‬ ‫ھﻲ‬ ‫اﻟﺒﺮاﻣﺞ‬ ‫ﺗﻌﺮﯾﻒ‬ ‫ﻧﻄﻠﻖ‬»‫ﺑﺮﻧﺎﻣﺞ‬«‫اﻟﻌﻤﻼﻗ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻋﻠﻰ‬‫ﺔ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 19
  20. 20. ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﺑﺎﺩﺍﺭﺓ‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬ ‫أﺟ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺒﺮﻧﺎﻣﺞ‬ ‫ﻘﺔ‬ّ‫ﺴ‬‫ﻣﻨ‬ ‫ﻣﺮﻛﺰﯾﺔ‬ ‫ادارة‬ ‫ھﻮ‬ ‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ادارة‬ ‫ان‬‫ﻞ‬ ‫ﻟﻠﺒﺮﻧﺎﻣﺞ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫واﻟﻤﻨﺎﻓﻊ‬ ‫اﻷھﺪاف‬ ‫ﺗﺤﻘﯿﻖ‬ ‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬–‫اﻟﺜﺎﻧﻲ‬ ‫اﻻﺻﺪار‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 20
  21. 21. ‫ﺑﺭﻧﺎﻣﺞ‬ ‫ﺃﻭ‬ ‫ﻣﺷﺭﻭﻉ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 21
  22. 22. ‫ﺑﺎﻟﺤﻘﻴﺒﺔ؟‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬ ‫اﻟﺤﻘﯿﺒﺔ‬‫اﻟﺒﺮاﻣﺞ‬ ‫أو‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ﻣﻦ‬ ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ‫ﻋﺒﺎرة‬ ‫ھﻲ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻣﻦ‬ ‫وﻏﯿﺮھﺎ‬‫ﻣﻌﺎ‬ ‫ﻣﺠﺘﻤﻌﺔ‬‫اﻹدارة‬ ‫ﻟﺘﺴﮭﯿﻞ‬‫ﻟﻠ‬ ‫اﻟﻔﻌﺎﻟﺔ‬‫ﻌﻤﻞ‬ ‫ﺗﺤﻘﯿﻖ‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬‫اﻷھﺪاف‬‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬. ‫ﻣﺸﺎرﯾﻊ‬ ‫ان‬‫أو‬‫اﻟﺤﻘﯿﺒﺔ‬ ‫ﺑﺮاﻣﺞ‬‫ﻣﺘ‬ ‫ﺑﺎﻟﻀﺮورة‬ ‫ﺗﻜﻮن‬ ‫ﻻ‬ ‫ﻗﺪ‬‫ﺮاﺑﻄﺔ‬ ‫ذات‬ ‫أو‬‫ﺻﻠﺔ‬‫ﻣﺒﺎﺷﺮة‬." ‫ﻣﻨﻈﻤﺔ‬PMI–‫اﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﻣﻌﯿﺎر‬ ‫ادارة‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 22
  23. 23. ‫ﺍﻟﺤﻘﻴﺒﺔ؟‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺗﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬ "‫إدارة‬‫ھﻲ‬ ‫اﻟﺤﻘﯿﺒﺔ‬‫إدارة‬‫ﺑﯿﻦ‬ ‫اﻟﺘﻨﺴﯿﻖ‬‫ﻣﻜﻮﻧﺎت‬‫اﻟﺤﻘﯿ‬‫ﺒﺔ‬ ‫ﻣﺤﺪدة‬ ‫ﺗﻨﻈﯿﻤﯿﺔ‬ ‫أھﺪاف‬ ‫ﻟﺘﺤﻘﯿﻖ‬". ‫ﻣﻨﻈﻤﺔ‬PMI–‫ﻣﻌﯿﺎر‬ ‫ادارة‬‫اﻟﺤﻘﯿﺒﺔ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 23
  24. 24. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬,‫ﺍﻟﺒﺮﺍﻣﺞ‬,‫ﺍﻟﺤﻘﺎﺋﺐ‬ ‫ﻭ‬ Project 1 Project N Project 3 Project 2 Program 1 Project 11 Project N Project 13 Project 12 Program 2 Project 21 Project N Project 23 Project 22 Other Work Program 3 Organization Portfolio 1 (multiple projects) Portfolio 2 Other projects/programs
  25. 25. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬
  26. 26. ‫ﺍﻟﻤﺸﺎﺭﻳ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺑﺎﻟﻨﻀﺞ‬ ‫ﻧﻌﻨﻲ‬ ‫ﻣﺎﺫﺍ‬‫ﻊ؟‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻟﻣﺩﻳﺭ‬ ‫ﻭﺍﻟﻛﻔﺎءﺓ‬ ‫ﺍﻟﺗﻁﻭﻳﺭ‬ ‫ﺍﻁﺎﺭ‬ ‫ﻣﻥ‬ ‫ﻣﻌﺗﻣﺩﺓ‬,‫ﻣﻧﻅﻣﺔ‬ ‫ﻗﺑﻝ‬ ‫ﻣﻥ‬ ‫ﻣﻌﻳﺎﺭ‬ ‫ﻭﻫﻭ‬PMI ‫ﺍﻟﺗﻧﺎﺳﻖ‬)‫ﺍﻟﺛﺑﺎﺕ‬(‫ﻓﻲ‬ ‫ﻧﺟﺎﺡ‬‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﻻﺩﺍء‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺟﺎﺡ‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺑﺎﺩﺍﺭﺓ‬ ‫ﺍﻷﻓﺭﺍﺩ‬:‫ﻓ‬ ‫ﺍﻟﻛﻔﺎءﺓ‬‫ﻲ‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺳﺗﺩﺍﻡ‬ ‫ﺍﻟﻧﺟﺎﺡ‬ ‫ﺍﻟﻣﻧﻅﻣﺔ‬ ‫ﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬ ‫ﺍﻟﻣﻧﻅﻣﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬
  27. 27. ‫ﺍﻟﻧﺿﺞ‬ ‫ﻋﺩﻡ‬‫ﺍﻟﻧﺿﺞ‬ ‫ﻋﺩﻡ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﻁﺭﻳﻖ‬ ‫ﻫﻭ‬ ‫ﺍﻟﻣﻳﺯﺓ‬ ‫ﺍﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ‬ ‫ﺍﻟﻣﻳﺯﺓ‬ ‫ﺍﺳﺗﺩﺍﻣﺔ‬ ‫ﺍﻟﺗﻧﺎﻓﺳﻳﺔ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻷﺳﺎﺱ‬ ‫ﻫﻭ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻛﻔﺎءﺍﺕ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﻣﺻﺩﺭ‬ ‫ﻫﻭ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﻬﺎﺭﺍﺕ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﺍﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺅ‬ ‫ﺍﻟﻧﺿﺞ‬‫ﺍﻟﻧﺿﺞ‬‫ﻕ‬ّ‫ﺍﻟﺗﻔﻭ‬‫ﻕ‬ّ‫ﺍﻟﺗﻔﻭ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﺩﺭﻳﺏ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﻛﺭﺯﻧﺭ‬ ‫ﺩﻛﺗﻭﺭ‬,‫ّﻣﺔ‬‫ﺩ‬‫ﺍﻟﻣﺗﻘ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬,‫ﺍﻟﺗﻧﻔﻳﺫ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﻣﺎﺭﺳﺎﺕ‬ ‫ﻭﺃﻓﺿﻝ‬,‫ﺍﻟﻁﺑ‬‫ﺍﻟﺛﺎﻧﻳﺔ‬ ‫ﻌﺔ‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻜﻔﺎءﺓ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 27
  28. 28. ‫ﺍﻟﻤﺸﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬ From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com
  29. 29. ‫ﺍﻟﻤﺸﺎﺭﻳ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬‫ﻊ‬ From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com
  30. 30. ‫ﺍﻟﻤﺸ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﻀﺞ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺍﻟﻴﺔ‬‫ﺎﺭﻳﻊ‬ From: presentation by Rod Sowden Aspire Europe Ltd - www.p3m3-officialsite.com
  31. 31. ‫ﺍﻟﺘﻜﻠﻔﺔ‬‫ﺍﻟﺰﻣﻨﻲ‬ ‫ﻭﺍﻟﺠﺪﻭﻝ‬‫ﺑﺸﻜﻞ‬ ‫ﻭﺍﻷﺩﺍء‬‫ﺃﻓ‬‫ﻀﻞ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﺧﻁﻭﺓ‬ ‫ﺍﻟﺧﺎﻣﺳﺔ‬ ‫ﺍﻟﺧﻁﻭﺓ‬ ‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺭﺍﺑﻌﺔ‬ ‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺛﺎﻟﺛ‬‫ﺔ‬ ‫ﺍﻟﺧﻁﻭﺓ‬‫ﺍﻟﺛﺎﻧﻳ‬‫ﺔ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﺩﺍء‬ ‫ﺗﺣﺳﻳﻥ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬‫ﺍﺩﺍﺭﺓ‬‫ﺗﻛﻠﻔﺔ‬ ‫ﻛﺎﻟﻳﻔﻭﺭﻧ‬‫ﻓﻲ‬‫ﺑﻳﺭﻛﻠﻲ‬‫ﻟﺟﺎﻣﻌﺔ‬‫ﺩﺭﺍﺳﺔ‬‫ﻋﻥ‬‫ﻣﺄﺧﻭﺫﺓ‬‫ﻳﺎ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 31
  32. 32. ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻤﻤﺎﺭﺳﺎﺕ‬ ‫ﻣﺮﻛﺰ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻣﻛﺗﺏ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬=‫ﻋﺎﻡ‬ ‫ﺑﺷﻛﻝ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻧﺿﺞ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 32
  33. 33. 33
  34. 34. Add a slide with info from IPA About clients organizations involvement in projects
  35. 35. ‫ﺍﻟﻨﻬﺎﻳﺔ‬ ‫ﻓﻲ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ ‫ﺗﻌﺘﺒﺮ‬)‫اﻟﺤﻘﺎﺋﺐ‬ ‫و‬ ‫واﻟﺒﺮاﻣﺞ‬(ّ‫ﯾ‬‫ﺿﺮور‬‫ﺔ‬ّ‫ﻤ‬‫وﻣﮭ‬ ‫ﺔ‬ ‫ﻟﻠﻤﻨﻈﻤﺎت‬: .1‫ﺟﻮ‬ ‫و‬ ‫وأﺳﺮع‬ ‫أﻗﻞ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫اﻟﻤﺸﺮوع‬ ‫ﺗﻨﻔﯿﺬ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻓﮭﻲ‬‫ﻋﺎﻟﯿﺔ‬ ‫دة‬ .2‫اﻟﻨﺘﯿﺠﺔ‬ ‫ﻓﻲ‬,‫ﻟﻠﻤﺆ‬ ‫اﻟﺘﻨﻈﯿﻤﻲ‬ ‫اﻷداء‬ ‫ﺗﻄﻮﯾﺮ‬ ‫ﻓﻲ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ھﻲ‬‫ﺳﺴﺔ‬ .3‫اﻟﺘﻨ‬ ‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬ ‫ﺻﯿﺎﻏﺔ‬ ‫ﺑﯿﻦ‬ ‫اﻟﻔﺠﻮة‬ ّ‫ﺪ‬‫ﺳ‬ ‫ﻓﻲ‬ ‫ﺗﺴﺎﻋﺪ‬‫وﺗﻨﻔﯿﺬھﺎ‬ ‫ﻈﯿﻤﯿﺔ‬ 2/2014 ©2004-2014‫ﺳﻮﻛﺎد‬ ‫ﻣﺠﻤﻮﻋﺔ‬/‫ّﺰ‬‫ﯿ‬‫ﻣﺘﻤ‬ ‫أداء‬ ‫أﺟﻞ‬ ‫ﻣﻦ‬ ‫اﻟﻤﺸﺎرﯾﻊ‬ ‫ادارة‬ 35 ‫ﻟﻛﻥ‬ ‫ﻭ‬–‫ﻭ‬ ‫ﺍﻟﻣﺷﺎﺭﻳﻊ‬ ‫ﺍﺩﺍﺭﺓ‬ ‫ﻳﻣﺎﺭﺱ‬ ‫ﻳﺯﺍﻝ‬ ‫ﻣﺎ‬ ‫ﺍﻟﻣﻧﻅﻣﺎﺕ‬ ‫ﻣﻥ‬ ‫ﺍﻟﻌﺩﻳﺩ‬ ‫ﻭﺍﺿﺣﺔ‬ ‫ﻣﻧﻬﺟﻳﺔ‬ ‫ﻭ‬ ‫ﻋﻠﻣﻳﺔ‬ ‫ﺍﺳﺱ‬ ‫ﺑﺩﻭﻥ‬ ‫ﺍﻟﺑﺭﺍﻣﺞ‬.‫ﻳﻣﻛﻧﻧﺎ‬ ‫ﻫﻝ‬ ‫ﺍﻟﻁﺭﻳﻖ؟‬ ‫ﻫﺫﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻻﺳﺗﻣﺭﺍﺭ‬

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