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‫التنظيمات‬‫المشروع‬ ‫على‬ ‫وتأثيرها‬
functional organizational structure
projectized organizational structure
matrix organizational structure
Organizations
3. Project Management and Related Areas
Functional organization
• This is the typical corporate
environment where an employee has a
specific supervisor.
• Generally these types of organizations
use hierarchies to determine the
authority level of each employee.
• They are generally the most challenging
for a project manager because
resources are not fully assigned to the
projects and the project manager lacks
full authority to control work
assignments and personnel.
• This organization generally starts with a
CEO ( chief executive officer ) or
president at the top of the hierarchy
and utilizes pushdown management to
monitor and control subordinates
Organizations
Projectized organization
• This is generally a more rewarding type of
environment for a project because most of
the resources are specifically allocated to the
project and the project manager
• This allows the project manager the
authority and resources to accomplish the
project more effectively without conflict
from the functional manager.
• The project manager is generally provided
referent power to accomplish the goals and
objectives of the project without
interference from other sources.
• He is also allowed to escalate problems and
issues to the highest levels of the
organization in order to complete the
project.
• he is also held fully responsible for all
problems and positive or negative results.
Organizations
Matrix organization
(strong, balanced, or weak)
• This is a mixture of functional and
projectized organizations and
proceeds from a weak to a strong
matrix based on the allocation (mix)
of resources and the level of authority
• This type of organization tends to be
more satisfying to a project manager
because it migrates from a weak
matrix organization toward a strong
matrix organization.
Organizations
This table summarizes the types of organizations, their project management attributes, and some advantages and disadvantages.
Functional Weak Matrix Balanced Matrix Strong Matrix Projectized
Hierarchy Type Traditional. The
staff reports to
functional
managers.
The staff reports to
the functional
manager with
minimal project
manager
involvement.
The staff reports to
the functional
manager with
moderate project
manager
involvement.
The staff reports to
the functional
manager with heavy
project manager
involvement.
The staff reports to
the project
manager.
Project Manager
Involvement
Part time or limited
involvement.
Part time with
increased
involvement.
Full-time
involvement.
Full-time
involvement.
Full-time
involvement.
Staff Time
Allocated to
Projects
Part-time staff. Part-time staff. Part-time staff. Full-time staff. Full-time staff.
Authority Level of
Project Manager
None or a limited
level of authority.
Limited level of
authority.
Low to moderate
level of authority.
Moderate to high
level of authority.
High to almost full
level of authority.
Advantages The functional
manager is held
accountable for the
staff and project.
Some level of
authority and staff
for the project and
project manager.
Increased authority
and staff for the
project.
Further increased
authority and staff
for the project.
Highest level of
authority and staff
allocation for the
project.
Disadvantages The project
manager has little
or no authority or
staff for the project.
Conflicts between
functional manager
and project
manager can occur.
Confusion about
who is actually
responsible for
what parts of the
project may
develop.
The functional
manager may feel
left out of the
process unless the
project manager
keeps him
informed.
The project
manager is held
responsible for the
staff and project
results.
‫مساءله‬ ‫يتضمن‬
http://kenanaonline.com/gawadahmed
•https://www.facebook.com/kenana.academy/
The easiest way to determine whether an event
is a project is to ask yourself these question:
• Does the event have a definitive beginning?
• Does the event have a duration in which various
activities occur?
• Does the event have a definitive ending?
2. Project Management Basics
Creating you and go
Learn to think like the CEO your own career
‫العمل‬ ‫لسوق‬ ‫الحديثة‬ ‫األتجاهات‬
‫وظائف‬ ‫بال‬ ‫العالم‬ ‫أصبح‬ ‫لماذا‬
•‫الى‬ ‫تقسيها‬ ‫يمكن‬ ‫حدثت‬ ‫التى‬ ‫المتغيرات‬3‫مراحل‬
•‫الصناعية‬ ‫الثورة‬ ‫قبل‬ ‫ما‬ ‫األولى‬ ‫المرحلة‬
-‫محدده‬ ‫وظائف‬ ‫هناك‬ ‫يكم‬ ‫لم‬
-‫أنفسهم‬ ‫على‬ ‫يعتمدون‬ ‫النامية‬ ‫الدول‬ ‫بعض‬ ‫فى‬ ‫الناس‬ ‫وضع‬
(‫فالح‬–‫سالح‬ ‫عامل‬-‫بيته‬ ‫يبنى‬)
•‫الصناعية‬ ‫الثورة‬ ‫بعد‬ ‫الثانية‬ ‫المرحلة‬
-‫المصانع‬ ‫الى‬ ‫األنتقال‬
-‫مختلفة‬ ‫بطريقة‬ ‫العمل‬ ‫تنظيم‬(‫متتابعة‬ ‫خطوات‬)
-‫بالوظائف‬ ‫العمل‬ ‫خطوات‬ ‫سميت‬
•‫المعلومات‬ ‫عصر‬ ‫الثالثة‬ ‫المرحلة‬
•‫آخرى‬ ‫مره‬ ‫عملنا‬ ‫حول‬
•‫واحد‬ ‫موظف‬ ‫الى‬ ‫تحتاج‬ ‫متداخلة‬ ‫أعمال‬0
•‫عمل‬ ‫ألكثرمن‬ ‫موظف‬
•‫بالتعاقد‬ ‫خارجية‬ ‫عمالة‬-‫العمل‬ ‫مكاتب‬
•‫الوظائف‬ ‫من‬ ‫وخالى‬ ‫باألعمال‬ ‫ملىء‬ ‫اآلن‬ ‫الوضع‬
‫عمل‬ ‫عن‬ ‫أبحث‬...‫وظيفة‬ ‫عن‬ ‫ال‬
•‫الموظف‬ ‫عقلية‬ ‫عن‬ ‫تخلى‬
•‫أوالمعت‬ ‫الحكومية‬ ‫الوظيفة‬ ‫بأهداف‬ ‫بالتعلق‬ ‫ياتى‬ ‫ال‬ ‫األمان‬‫برة‬
•‫أنت‬ ‫ولك‬ ‫للمجتمع‬ ‫قيمه‬ ‫يضيف‬ ‫عمل‬ ‫عن‬ ‫البحث‬ ‫هو‬ ‫األفضل‬
•‫مجلس‬ ‫ورئيس‬ ‫لحياتك‬ ‫تنفيذى‬ ‫مدير‬ ‫نفسك‬ ‫أعتبر‬ ‫لذلك‬‫إدارة‬
‫مستقبلك‬
•‫وقدراتك‬ ‫مؤهالت‬ ‫ومواردها‬ ‫بأسمك‬ ‫شركة‬ ‫تملك‬ ‫انت‬ ‫ببساطة‬
‫تع‬ ‫أن‬ ‫تستطيع‬ ‫ما‬ ‫لتسويق‬ ‫المناسب‬ ‫السوق‬ ‫أيجاد‬ ‫وعليك‬‫مله‬
•‫حياتنا‬ ‫من‬ ‫ستختفى‬ ‫المحدده‬ ‫الوظيفة‬ ‫فأن‬ ‫آجال‬ ‫أو‬ ‫عاجال‬
•‫والتعاقدا‬ ‫والخصصة‬ ‫المبكر‬ ‫المعاش‬ ‫ظهور‬ ‫ذلك‬ ‫على‬ ‫الدليل‬‫ت‬
‫األعمال‬ ‫إلداء‬ ‫شخص‬ ‫اى‬ ‫مع‬ ‫مكان‬ ‫واى‬ ‫وقت‬ ‫اى‬ ‫فى‬ ‫الخارجية‬
Projects Vs operational
 Projects and operational work have many characteristics
in common. For example, they are both:
• Performed by people
• Constrained by limited resources
• Planned, executed, monitored, and controlled
• Performed to meet organizational needs
 While there are similarities, be careful not to confuse
projects with operational work.
Operations are repetitive processes that produce
products, services, or results. Payroll is an example of
operational work.
Projects are a typical and short-term, such as the
distribution of a yearly bonus.
The budget in project management is that a project has to
stick with a definite budget while operations maintain a
specific profit margin.
1- Team experience
2- Vendor
3- Owner
New products development
should be seen mainly as Project
Management rather than
Operations Management.
‫شركة‬ ‫إدارة‬(‫وشركائك‬ ‫أنت‬)
•‫بذاته‬ ‫قائم‬ ‫مشروع‬ ‫شخصيا‬ ‫انك‬ ‫قناعه‬ ‫لديك‬ ‫يكون‬ ‫أن‬ ‫يجب‬
•‫المشاريع‬ ‫أو‬ ‫األعمال‬ ‫إدارة‬ ‫وليس‬ ‫األنسان‬ ‫إدارة‬ ‫تتناول‬ ‫أنها‬
•‫عمل‬ ‫بال‬ ‫أو‬ ‫تعمل‬ ‫كنت‬ ‫سواء‬ ‫لديك‬ ‫ذلك‬ ‫يترسخ‬ ‫أن‬ ‫يحب‬
•‫تق‬ ‫أنت‬ ‫وتواصل‬ ‫نجاحه‬ ‫ليواصل‬ ‫انت‬ ‫هو‬ ‫الذى‬ ‫الجديد‬ ‫العمل‬ ‫هذا‬ ‫تدير‬ ‫كيف‬ ‫السؤال‬‫دمك‬
•‫أوالمساندة‬ ‫للدعم‬ ‫خلفك‬ ‫منظمه‬ ‫هناك‬ ‫وليس‬ ‫وحدك‬ ‫انك‬ ‫تذكر‬
•‫عباءة‬ ‫أو‬ ‫ثوب‬ ‫من‬ ‫أكثر‬ ‫فى‬ ‫ستظهر‬ ‫انت‬
.1‫التسويق‬ ‫عباءة‬
.2‫المنتج‬ ‫تطوير‬ ‫عباءة‬
.3‫العمليات‬ ‫عباءة‬
.4‫العمالء‬ ‫خدمة‬ ‫عباءة‬
.5‫المبيعات‬ ‫عباءة‬
.6‫المعلومات‬ ‫نظم‬ ‫إدارة‬ ‫عباءة‬
.7‫الوقت‬ ‫إدارة‬ ‫عباءة‬
.8‫التخطيط‬ ‫عباءة‬
http://kenanaonline.com/gawadahmed
https://www.facebook.com/kenana.academy/
The Different Betweem
PMP And Pmbok
‫اختبار‬ ‫وتدخل‬ ‫تذاكر‬ ‫تقدر‬ ‫ازاى‬PMP
PMP
1-‫لوحدك‬ ‫تذاكر‬
2-‫أكاد‬ ‫مع‬ ‫التدريبى‬ ‫البرنامج‬ ‫تأخد‬‫يمية‬
http://kenanaonline.com/gawadahmed
https://www.facebook.com/kenana.academy/
Project Management Framework
and Initiating the Project
The easiest way to determine whether an event
is a project is to ask yourself these question:
• Does the event have a definitive
beginning?
• Does the event have a duration
in which various activities occur?
• Does the event have a definitive
ending?
Proficient Project Manager
A proficient project manager will assemble a project management team
that possesses a wide set of skills.
Useful skills include:
• Familiarity with the Project Management Body of Knowledge and
Teamwork
• Excellent communication skills
• Comprehension of the context of the project
• Subject matter expertise
• A project manager will also identify any skills that are useful for a
particular project.
http://kenanaonline.com/gawadahmed
https://www.facebook.com/kenana.academy/
Organizational Structures and Their Impact on Projects

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Organizational Structures and Their Impact on Projects

  • 1.
  • 3. functional organizational structure projectized organizational structure matrix organizational structure Organizations 3. Project Management and Related Areas
  • 4. Functional organization • This is the typical corporate environment where an employee has a specific supervisor. • Generally these types of organizations use hierarchies to determine the authority level of each employee. • They are generally the most challenging for a project manager because resources are not fully assigned to the projects and the project manager lacks full authority to control work assignments and personnel. • This organization generally starts with a CEO ( chief executive officer ) or president at the top of the hierarchy and utilizes pushdown management to monitor and control subordinates Organizations
  • 5. Projectized organization • This is generally a more rewarding type of environment for a project because most of the resources are specifically allocated to the project and the project manager • This allows the project manager the authority and resources to accomplish the project more effectively without conflict from the functional manager. • The project manager is generally provided referent power to accomplish the goals and objectives of the project without interference from other sources. • He is also allowed to escalate problems and issues to the highest levels of the organization in order to complete the project. • he is also held fully responsible for all problems and positive or negative results. Organizations
  • 6. Matrix organization (strong, balanced, or weak) • This is a mixture of functional and projectized organizations and proceeds from a weak to a strong matrix based on the allocation (mix) of resources and the level of authority • This type of organization tends to be more satisfying to a project manager because it migrates from a weak matrix organization toward a strong matrix organization. Organizations
  • 7.
  • 8. This table summarizes the types of organizations, their project management attributes, and some advantages and disadvantages. Functional Weak Matrix Balanced Matrix Strong Matrix Projectized Hierarchy Type Traditional. The staff reports to functional managers. The staff reports to the functional manager with minimal project manager involvement. The staff reports to the functional manager with moderate project manager involvement. The staff reports to the functional manager with heavy project manager involvement. The staff reports to the project manager. Project Manager Involvement Part time or limited involvement. Part time with increased involvement. Full-time involvement. Full-time involvement. Full-time involvement. Staff Time Allocated to Projects Part-time staff. Part-time staff. Part-time staff. Full-time staff. Full-time staff. Authority Level of Project Manager None or a limited level of authority. Limited level of authority. Low to moderate level of authority. Moderate to high level of authority. High to almost full level of authority. Advantages The functional manager is held accountable for the staff and project. Some level of authority and staff for the project and project manager. Increased authority and staff for the project. Further increased authority and staff for the project. Highest level of authority and staff allocation for the project. Disadvantages The project manager has little or no authority or staff for the project. Conflicts between functional manager and project manager can occur. Confusion about who is actually responsible for what parts of the project may develop. The functional manager may feel left out of the process unless the project manager keeps him informed. The project manager is held responsible for the staff and project results. ‫مساءله‬ ‫يتضمن‬
  • 9.
  • 12.
  • 13.
  • 14. The easiest way to determine whether an event is a project is to ask yourself these question: • Does the event have a definitive beginning? • Does the event have a duration in which various activities occur? • Does the event have a definitive ending? 2. Project Management Basics
  • 15. Creating you and go Learn to think like the CEO your own career ‫العمل‬ ‫لسوق‬ ‫الحديثة‬ ‫األتجاهات‬
  • 16. ‫وظائف‬ ‫بال‬ ‫العالم‬ ‫أصبح‬ ‫لماذا‬ •‫الى‬ ‫تقسيها‬ ‫يمكن‬ ‫حدثت‬ ‫التى‬ ‫المتغيرات‬3‫مراحل‬ •‫الصناعية‬ ‫الثورة‬ ‫قبل‬ ‫ما‬ ‫األولى‬ ‫المرحلة‬ -‫محدده‬ ‫وظائف‬ ‫هناك‬ ‫يكم‬ ‫لم‬ -‫أنفسهم‬ ‫على‬ ‫يعتمدون‬ ‫النامية‬ ‫الدول‬ ‫بعض‬ ‫فى‬ ‫الناس‬ ‫وضع‬ (‫فالح‬–‫سالح‬ ‫عامل‬-‫بيته‬ ‫يبنى‬) •‫الصناعية‬ ‫الثورة‬ ‫بعد‬ ‫الثانية‬ ‫المرحلة‬ -‫المصانع‬ ‫الى‬ ‫األنتقال‬ -‫مختلفة‬ ‫بطريقة‬ ‫العمل‬ ‫تنظيم‬(‫متتابعة‬ ‫خطوات‬) -‫بالوظائف‬ ‫العمل‬ ‫خطوات‬ ‫سميت‬ •‫المعلومات‬ ‫عصر‬ ‫الثالثة‬ ‫المرحلة‬ •‫آخرى‬ ‫مره‬ ‫عملنا‬ ‫حول‬ •‫واحد‬ ‫موظف‬ ‫الى‬ ‫تحتاج‬ ‫متداخلة‬ ‫أعمال‬0 •‫عمل‬ ‫ألكثرمن‬ ‫موظف‬ •‫بالتعاقد‬ ‫خارجية‬ ‫عمالة‬-‫العمل‬ ‫مكاتب‬ •‫الوظائف‬ ‫من‬ ‫وخالى‬ ‫باألعمال‬ ‫ملىء‬ ‫اآلن‬ ‫الوضع‬
  • 17. ‫عمل‬ ‫عن‬ ‫أبحث‬...‫وظيفة‬ ‫عن‬ ‫ال‬ •‫الموظف‬ ‫عقلية‬ ‫عن‬ ‫تخلى‬ •‫أوالمعت‬ ‫الحكومية‬ ‫الوظيفة‬ ‫بأهداف‬ ‫بالتعلق‬ ‫ياتى‬ ‫ال‬ ‫األمان‬‫برة‬ •‫أنت‬ ‫ولك‬ ‫للمجتمع‬ ‫قيمه‬ ‫يضيف‬ ‫عمل‬ ‫عن‬ ‫البحث‬ ‫هو‬ ‫األفضل‬ •‫مجلس‬ ‫ورئيس‬ ‫لحياتك‬ ‫تنفيذى‬ ‫مدير‬ ‫نفسك‬ ‫أعتبر‬ ‫لذلك‬‫إدارة‬ ‫مستقبلك‬ •‫وقدراتك‬ ‫مؤهالت‬ ‫ومواردها‬ ‫بأسمك‬ ‫شركة‬ ‫تملك‬ ‫انت‬ ‫ببساطة‬ ‫تع‬ ‫أن‬ ‫تستطيع‬ ‫ما‬ ‫لتسويق‬ ‫المناسب‬ ‫السوق‬ ‫أيجاد‬ ‫وعليك‬‫مله‬ •‫حياتنا‬ ‫من‬ ‫ستختفى‬ ‫المحدده‬ ‫الوظيفة‬ ‫فأن‬ ‫آجال‬ ‫أو‬ ‫عاجال‬ •‫والتعاقدا‬ ‫والخصصة‬ ‫المبكر‬ ‫المعاش‬ ‫ظهور‬ ‫ذلك‬ ‫على‬ ‫الدليل‬‫ت‬ ‫األعمال‬ ‫إلداء‬ ‫شخص‬ ‫اى‬ ‫مع‬ ‫مكان‬ ‫واى‬ ‫وقت‬ ‫اى‬ ‫فى‬ ‫الخارجية‬
  • 18. Projects Vs operational  Projects and operational work have many characteristics in common. For example, they are both: • Performed by people • Constrained by limited resources • Planned, executed, monitored, and controlled • Performed to meet organizational needs  While there are similarities, be careful not to confuse projects with operational work. Operations are repetitive processes that produce products, services, or results. Payroll is an example of operational work. Projects are a typical and short-term, such as the distribution of a yearly bonus. The budget in project management is that a project has to stick with a definite budget while operations maintain a specific profit margin. 1- Team experience 2- Vendor 3- Owner New products development should be seen mainly as Project Management rather than Operations Management.
  • 19.
  • 20. ‫شركة‬ ‫إدارة‬(‫وشركائك‬ ‫أنت‬) •‫بذاته‬ ‫قائم‬ ‫مشروع‬ ‫شخصيا‬ ‫انك‬ ‫قناعه‬ ‫لديك‬ ‫يكون‬ ‫أن‬ ‫يجب‬ •‫المشاريع‬ ‫أو‬ ‫األعمال‬ ‫إدارة‬ ‫وليس‬ ‫األنسان‬ ‫إدارة‬ ‫تتناول‬ ‫أنها‬ •‫عمل‬ ‫بال‬ ‫أو‬ ‫تعمل‬ ‫كنت‬ ‫سواء‬ ‫لديك‬ ‫ذلك‬ ‫يترسخ‬ ‫أن‬ ‫يحب‬ •‫تق‬ ‫أنت‬ ‫وتواصل‬ ‫نجاحه‬ ‫ليواصل‬ ‫انت‬ ‫هو‬ ‫الذى‬ ‫الجديد‬ ‫العمل‬ ‫هذا‬ ‫تدير‬ ‫كيف‬ ‫السؤال‬‫دمك‬ •‫أوالمساندة‬ ‫للدعم‬ ‫خلفك‬ ‫منظمه‬ ‫هناك‬ ‫وليس‬ ‫وحدك‬ ‫انك‬ ‫تذكر‬ •‫عباءة‬ ‫أو‬ ‫ثوب‬ ‫من‬ ‫أكثر‬ ‫فى‬ ‫ستظهر‬ ‫انت‬ .1‫التسويق‬ ‫عباءة‬ .2‫المنتج‬ ‫تطوير‬ ‫عباءة‬ .3‫العمليات‬ ‫عباءة‬ .4‫العمالء‬ ‫خدمة‬ ‫عباءة‬ .5‫المبيعات‬ ‫عباءة‬ .6‫المعلومات‬ ‫نظم‬ ‫إدارة‬ ‫عباءة‬ .7‫الوقت‬ ‫إدارة‬ ‫عباءة‬ .8‫التخطيط‬ ‫عباءة‬
  • 22.
  • 23.
  • 24.
  • 25.
  • 27.
  • 28.
  • 29. ‫اختبار‬ ‫وتدخل‬ ‫تذاكر‬ ‫تقدر‬ ‫ازاى‬PMP
  • 30. PMP 1-‫لوحدك‬ ‫تذاكر‬ 2-‫أكاد‬ ‫مع‬ ‫التدريبى‬ ‫البرنامج‬ ‫تأخد‬‫يمية‬
  • 31.
  • 33.
  • 34. Project Management Framework and Initiating the Project
  • 35. The easiest way to determine whether an event is a project is to ask yourself these question: • Does the event have a definitive beginning? • Does the event have a duration in which various activities occur? • Does the event have a definitive ending?
  • 36.
  • 37. Proficient Project Manager A proficient project manager will assemble a project management team that possesses a wide set of skills. Useful skills include: • Familiarity with the Project Management Body of Knowledge and Teamwork • Excellent communication skills • Comprehension of the context of the project • Subject matter expertise • A project manager will also identify any skills that are useful for a particular project.