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Pre master project management 2019 By Prof. Dr. Ehab Ezzat
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Pre master project management 2019 By Prof. Dr. Ehab Ezzat
1.
PROJECT MANAGEMENT P.M.S 2019
BY PROF.DR. EHAB EZZAT
2.
ﺗﻌرﯾفاﻟﻣﺷروع اﻟﻣﺷروعھوﻋﻣﻠﯾﺔأوﻧﺷﺎطﻣﻘﯾدﺑزﻣن،أيﻟﮫﺗﺎرﯾﺦﺑداﯾﺔوﺗﺎرﯾﺦﻧﮭﺎﯾﺔ،ﯾﺗماﻟﻘﯾﺎمﺑﮫ ﻣرةواﺣدةﻣنأﺟلﺗﻘدﯾمﻣﻧﺗﺞﻣﺎأوﺧدﻣﺔﻣﺎﺑﮭدفﺗﺣﻘﯾقﺗﻐﯾﯾرﻣﻔﯾدأوإﯾﺟﺎدﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ.وھﻧﺎكﺗﻌﺎرضﻣﺎﺑﯾنﺧﺎﺻﯾﺔﻛوناﻟﻣﺷروعأﻣراًﻣؤﻗﺗﺎًﻟﻣرةواﺣدة،وﺑﯾنﻣﺎ ﺗﺗﺳمﺑﮫاﻟﻌﻣﻠﯾﺎتاﻹدارﯾﺔأواﻟﺗﺷﻐﯾﻠﯾﺔاﻟﺗﻲﺗﺟريﺑﺷﻛلداﺋمأوﺷﺑﮫداﺋمﻣنأﺟلِﺗﻘدﯾم ﻧﻔساﻟﻣﻧﺗﺞأواﻟﺧدﻣﺔﻣراراًوﺗﻛراراً.وﻻﺗﺗطﻠبإدارةاﻟﻣﺷﺎرﯾﻊﺑﺎﻟﺿرورةﻧﻔس اﻟﻣﺗطﻠﺑﺎتاﻟﺗﻲﺗطﻠﺑﮭﺎإدارةاﻟﻌﻣﻠﯾﺎتاﻹدارﯾﺔواﻟﺗﺷﻐﯾﻠﯾﺔاﻟداﺋﻣﺔ،ﺳواءﻣنﻧﺎﺣﯾﺔ اﻟﻣﮭﺎراتاﻟﻔﻧﯾﺔاﻟﻣطﻠوﺑﺔأوﻓﻠﺳﻔﺔاﻟﻌﻣل،وﻣنﺛمﻓﻘدﻧﺷﺄتاﻟﺣﺎﺟﺔإﻟﻰﺑﻠورةإدارة اﻟﻣﺷﺎرﯾﻊ.وﻗدﻋرفھﯾرﺳون)1992(اﻟﻣﺷروعﺑﺄﻧﮫ"أيﺳﻠﺳﻠﺔﻣناﻻﻧﺷطﺔأو اﻟﻣﮭﺎماﻟﺗﻲﻟﮭﺎأھدافﻣﺣددهﯾﺟبأنﺗﻧﺟزﺿﻣنﻣواﺻﻔﺎتﻣﺣددهوﻟﮭﺎﺑداﯾﺔوﻧﮭﺎﯾﺔ ﻣﺣددﺗﺎنوﻟﮫﺗﻣوﯾلوﯾﺳﺗﻌﻣلاﻟﻣﺻﺎدراﻟﻣﺧﺗﻠﻔﺔﻣناﻣوالووﻗتوﻣﻌداتوﻋﻣﺎﻟﮫ
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Design Process 2019
by: Prof. Ehab Ezzat
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وﻟﻘﺪﻧﺴﺐﺑﺮﯾﻤﺎنواﺧﺮﯾﻦ)1995(اﻟﻲﻟﯿﺶوﺗﯿﺮﻧﺮ)1990(ﺗﻌﺮﯾﻒاﻟﻤﺸﺮوعﺑﺄﻧﮫ"وﺣﺪةاﺳﺘﺜﻤﺎر ﺻﻨﺎﻋﻲﺟﺪﯾﺪةواﻟﺘﻲﻟﮭﺎﺑﻌﺾاﻟﻤﻌﺎﻟﻢاﻟﻤﻤﯿﺰةأواﻟﻤﺘﻔﺮدةوذﻟﻚﻣﻦﺧﻼلﺗﻨﺎﻏﻢاﻟﻮﻗﺖواﻟﺘﻜﻠﻔﺔ".أذا اﻟﻤﺸﺮوعھﻮﻋﻤﻠﯿﺔﻓﺮﯾﺪةﻣﻦﻧﻮﻋﮭﺎ،اﻟﺘﻲﺗﺘﻜﻮنﻣﻦﻣﺠﻤﻮﻋﺔﻣﻦاﻷﻧﺸﻄﺔاﻟﻤﻨﺴﻘﺔواﻟﺘﺤﻜﻢﺑﺎﻷﻧﺸﻄﺔ ﻣﻦﺧﻼلﺗﻮارﯾﺦاﻟﺒﺪءواﻻﻧﺘﮭﺎء،اﻟﻤﺘﺨﺬةﻟﺘﺤﻘﯿﻖھﺪفﻣﻄﺎﺑﻘﺔﻟﻠﻤﺘﻄﻠﺒﺎتاﻟﻤﺤﺪدة،ﺑﻤﺎﻓﻲذﻟﻚاﻟﻘﯿﻮد ﻣﻦﺣﯿﺚاﻟﺘﻜﻠﻔﺔواﻟﻮﻗﺖواﻟﻤﻮارد. وﯾﻤﻜﻨﻨﺎاﻟﻘﻮلﺑﺎناﻟﻤﺸﺮوعھﻮﻋﺒﺎرةﻋﻦوﻗﺖوﺗﻜﻠﻔﺔﻋﻤﻠﯿﺔﻣﻘﯿﺪةﻟﺘﺤﻘﯿﻖﻣﺠﻤﻮﻋﺔﻣﻦاﻹﻧﺠﺎزات اﻟﻤﺤﺪدةﺗﺼﻞإﻟﻰﻣﻌﺎﯾﯿﺮاﻟﺠﻮدةواﻟﻤﺘﻄﻠﺒﺎت.
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اﻟﻣﺻﺎﻋبواﻟﺗﺣدﯾﺎت اﻟﺗﺣدياﻷولﻹدارةاﻟﻣﺷﺎرﯾﻊھوﺿﻣﺎنأنﯾﺗمإﻧﺟﺎزاﻟﻣﺷروعﻣﻊاﻻﻟﺗزامﺑﻘﯾودﻣﺣددة،أﻣﺎاﻟﺗﺣدي اﻟﺛﺎﻧﻲاﻷﻛﺛرطﻣوﺣﺎًﻓﮭوﺗﺣﻘﯾقاﻟوﺿﻊاﻷﻣﺛلواﻷﻧﺳب–أوﻣﺎﯾﻌرفﺑﺎﻻﺳﺗﻣﺛﺎل )Optimization(-ﻓﯾﻣﺎﯾﺗﻌﻠقﺑﺗﺧﺻﯾصاﻟﻣدﺧﻼتاﻟﻣطﻠوﺑﺔﻣنأﺟلﻣﻼﻗﺎةاﻷھدافاﻟﻣﺣددة ﺳﺎﺑﻘﺎً.ھﻧﺎكﺗﻌرﯾفﻣﻧﺎﺳبﻟﻠﻣﺷروعﻋﻠﻰإﻧﮫ:ﻣﺟﻣوﻋﺔﻣناﻷﻧﺷطﺔاﻟﺗﻲﺗﺳﺗﺧدماﻟﻣوارد)ﺳواء اﻟﻣﺎلأواﻟﺑﺷرأواﻟﺧﺎﻣﺎتأواﻟطﺎﻗﺔأواﻟﻣﺳﺎﺣﺔأواﻟﺗرﺗﯾﺑﺎتأواﻻﺗﺻﺎﻻتأواﻟﺟودةأواﻟﻣﺧﺎطرأو ﻣﺎإﻟﻰذﻟك(ﻣنأﺟلﺗﺣﻘﯾقأھدافﻣﺣددةﺳﺎﺑﻘﺎ.
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ﺗﺎرﯾﺦﺗطورإدارةاﻟﻣﺷﺎرﯾﻊ
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ﺗﺎرﯾﺦﺗﻄﻮرإدارةاﻟﻤﺸﺎرﯾﻊ ﻋﺮﻓﺖاﻹدارةﻛﻌﻠﻢﻟﮫﻗﻮاﻋﺪهوأﺳﺴﮫوﻣﺪارﺳﮫﻣﻨﺬأواﺧﺮاﻟﻘﺮناﻟﺘﺎﺳﻊﻋﺸﺮوﺧﻼلاﻟﻘﺮناﻟﻌﺸﺮﯾﻦ، ﺣﯿﺚﺷﺎركﻓﻲإﺛﺮاءھﺬااﻟﻌﻠﻢﻋﺪدﻣﻦاﻟﻌﻠﻤﺎءاﻟﺒﺎﺣﺜﯿﻦاﻟﺬﯾﻦﻛﺎنﻟﺪراﺳﺘﮭﻢوﺗﺠﺎرﺑﮭﻢأﺛﺮاًواﺿﺤﺎً ﻓﯿﮫ،وﻣﻦروّاده")The Economy of
Machinery and Manufacture’s(.ﻛﻤﺎﻋﺮضھﻨﺮي ﺗﺎون)H. Town(ﺷﺎرﻟﺰﺑﺎﺑﯿﺞ)Charles Babbage(اﻟﺬيﻗﺎمﺑﻌﺮضأﻓﻜﺎرهاﻹدارﯾﺔﻓﻲﻛﺘﺎﺑﮫ اﻟﺬيﻧﺸﺮﻋﺎم1832ﺑﻌﻨﻮان"اﻗﺘﺼﺎدﯾﺎتاﻵﻻتوأﺻﺤﺎباﻟﻤﺼﺎﻧﻊأﻓﻜﺎرهاﻹدارﯾﺔﻓﻲﻣﻘﺎﻟﮫاﻟﺬي ﻧﺸﺮﻋﺎم1886ﺗﺤﺖﻋﻨﻮان)The Engineer as an Economist(،وﯾﻌﺘﺒﺮﺗﺎونراﺋﺪﺣﺮﻛﺔ اﻹدارةاﻟﻌﻠﻤﯿﺔ،ﺛﻢّﺗﺒﻌﮫھﻨﺮيﺟﺎﻧﺖ)H. Gantt(اﻟﺬيوﺿﻊاﻟﻤﺨﻄﻂاﻟﺸﮭﯿﺮاﻟﻤﻌﺮوفﺑﺎﺳﻤﮫﻋﺎم 1917وھﻮﻣﺨﻄﻂ)Gantt Chart(.
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ﻛﻤﺎوﺿﻊﻓﺮﯾﺪرﯾﻚﺗﺎﯾﻠﺮ)F. Taylor(اﻟﻌﺪﯾﺪﻣﻦاﻟﻤﺆﻟﻔﺎتوﻣﻦأھﻤﮭﺎﻛﺘﺎب)The Principles
of Scientific Management(اﻟﺬيﺗﻢﻧﺸﺮهﻋﺎم1911،ﺛﻢﺟﺎءاﻟﻌﺎﻟﻢاﻟﻔﺮﻧﺴﻲھﻨﺮيﻓﺎﯾﻮل)H. Fayol(ووﺿﻊﻛﺘﺎﺑﮫاﻟﺬيﻧﺸﺮﻋﺎم1916ﺑﻌﻨﻮان)L’administration Industrielle et’Generale(،ﻛﻤﺎأنّھﻨﺎكاﻟﻌﺪﯾﺪﻣﻦاﻟﻌﻠﻤﺎءواﻟﺒﺎﺣﺜﯿﻦاﻟﺬﯾﻦﺷﺎرﻛﻮاﻓﻲﺗﻄﻮرﻋﻠﻢاﻹدارةﻋﻠﻰ ﻣﺪىاﻟﻌﻘﻮداﻟﻤﺎﺿﯿﺔ.ظﮭﺮتﺑﻌﺪاﻟﺤﺮباﻟﻌﺎﻟﻤﯿﺔاﻟﺜﺎﻧﯿﺔاﻟﺤﺎﺟﺔﻟﻄﺮقﻋﻠﻤﯿﺔوﻋﻤﻠﯿﺔﻟﺤﻞﻣﺸﺎﻛﻞ اﻹدارةﻓﻲاﻟﻤﺸﺎرﯾﻊاﻟﻜﺒﯿﺮة،ﻓﻨﺸﻂاﻟﺒﺎﺣﺜﻮنﻓﻲإﯾﺠﺎدطﺮقذاتﻛﻔﺎءةﻋﺎﻟﯿﺔﺗﻘﻮمﻋﻠﻰأﺳﺲﻛﻤّﯿﺔ، وﻣﻦھﺆﻻءاﻟﺒﺎﺣﺜﯿﻦﻓﺮﯾﻘﺎنﻣﻦاﻟﻤﺴﺘﺸﺎرﯾﻦﻋﻤﻼﻓﻲاﻟﻮﻻﯾﺎتاﻟﻤﺘﺤﺪةاﻷﻣﺮﯾﻜﯿﺔ،وﻓﺮﯾﻖﺛﺎﻟﺚﻋﻤﻞ ﻓﻲاﻟﻤﻤﻠﻜﺔاﻟﻤﺘﺤﺪة.ﻓﻔﻲاﻟﻮﻻﯾﺎتاﻟﻤﺘﺤﺪةﻋﻤﻞﻓﺮﯾﻖﻣﻦاﻟﻤﺴﺘﺸﺎرﯾﻦﺑﺎﻟﺘﻌﺎونﻣﻊﺷﺮﻛﺔديﺑﻮﻧﺖ )Du Pont(ﻟﻠﺼﻨﺎﻋﺎتاﻟﻜﯿﻤﺎوﯾﺔوﺷﺮﻛﺔرﻣﻨﺠﺘﻮنراﻧﺪ)Univac Division of Remington Ran( ﻟﻸدﻣﻐﺔاﻹﻟﻜﺘﺮوﻧﯿﺔﻋﻠﻰﺗﻄﻮﯾﺮأﺳﻠﻮبﻟﻠﺘﺨﻄﯿﻂوإدارة
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ﻋﻤﻠﯿﺎتاﻟﺼﯿﺎﻧﺔﻓﻲﺷﺮﻛﺔديﺑﻮﻧﺖ،وذﻟﻚﻓﻲاﻟﻔﺘﺮةﻣﻦﻛﺎﻧﻮناﻷولﻣﻦﻋﺎم1965ﺣﺘﻰﺷﺒﺎطﻣﻦ ﻋﺎم1959.وﻗﺪطﻮّرھﺬااﻟﻔﺮﯾﻖأﺳﻠﻮﺑﺎًﺳﻤّﻲاﻟﺘﺨﻄﯿﻂواﻟﺠﺪوﻟﺔﺑﺎﻟﻤﺴﺎراﻟﺤﺮج)Critical Path Planning and
Scheduling – CPPS(،اﻟﺬيﻋﺮفﻓﯿﻤﺎﺑﻌﺪﺑﻄﺮﯾﻘﺔاﻟﻤﺴﺎراﻟﺤﺮج)CPM – Critical Path Method(،ﺣﯿﺚﺗﻢاﺳﺘﺨﺪاﻣﮫﻓﻲﺗﺨﻔﯿﺾاﻟﻮﻗﺖاﻟﻼزمﻟﻠﺼﯿﺎﻧﺔﻓﻲﺷﺮﻛﺔديﺑﻮﻧﺖ إﻟﻰاﻟﺤﺪاﻷدﻧﻰ. أﻣﺎاﻟﻔﺮﯾﻖاﻵﺧﺮﻓﻘﺪﻋﻤﻞﻓﻲاﻟﻔﺘﺮةﻣﻦﻋﺎم1954ﺣﺘﻰﻋﺎم1958ﺑﺎﻟﺘﻌﺎونﻣﻊﺳﻼحاﻟﺒﺤﺮﯾﺔ اﻷﻣﺮﯾﻜﯿﺔﻣﻊﺷﺮﻛﺔﻟﻮﻛﮭﯿﺪ..)Lockhead(ﻓﻲﻣﺸﺮوعﺗﺼﻤﯿﻢوﺗﻄﻮﯾﺮﺻﻮارﯾﺦﺑﻮﻻرﯾﺲ )Polaris(،ﺣﯿﺚطﻮّرواأﺳﻠﻮﺑﺎًﺳﻤّﻲطﺮﯾﻘﺔﺗﻘﯿﯿﻢوﻣﺘﺎﺑﻌﺔاﻟﻤﺸﺎرﯾﻊ)Program Evaluation and Review Technique – PER(.
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أﻣّﺎاﻟﻔﺮﯾﻖاﻟﺜﺎﻟﺚﻓﻘﺪﻋﻤﻞﻓﻲاﻟﻤﻤﻠﻜﺔاﻟﻤﺘﺤﺪةﻓﻲﻋﺎم1957ﻓﻲﻗﺴـﻢﺑﺤﻮثاﻟﻌﻤﻠﯿﺎتﻓﻲﺳﻠﻄﺔاﻟﻜﮭﺮﺑﺎء اﻟﻤﺮﻛﺰﯾﺔ،وﻗﺪطﻮّرطﺮﯾﻘﺔ–ﻟﻢﯾﺘﻢﻧﺸﺮھﺎﻻﺣﻘﺎً-ﻋﺮﻓﺖﺑﺎﺳـﻢأطﻮلﻣﺴـﺎرﻏﯿﺮﻗﺎﺑﻞﻟﻼﺧﺘﺼﺎر)The Longest Irreducible Sequence
of Events(،واﻟﺬيﻋﺮفﻓﯿﻤﺎﺑﻌﺪباﻟﺘﺘﺎﺑﻊاﻟﺮﺋﯿﺴـﻲ)Major Sequence(،وﻗﺪأدّىﺗﻄﺒﯿﻖھﺬهاﻟﻄﺮﯾﻘﺔإﻟﻰاﻟﺤﺼﻮلﻋﻠﻰﻧﺘﺎﺋﺞﺟﯿﺪةﻓﻲاﻟﻔﺘﺮةﻣﻦﻋﺎم1958ﺣﺘﻰﻋﺎم 1960. ﻓﺘﺮةاﻟﺨﻤﺴﯿﻨﺎت ﺷﮭﺪتﻓﺘﺮةاﻟﺨﻤﺴﯿﻨﯿﺎتﻣﻦاﻟﻘﺮناﻟﻌﺸﺮﯾﻦإﺳﺘﮭﻼلﻋﮭﺪإدارةاﻟﻤﺸﺎرﯾﻊ،ﺣﯿﺚأنإدارةاﻟﻤﺸﺎرﯾﻊﻛﺎﻧﺖﻗﺒﻞ ھﺬهاﻟﻔﺘﺮةﺗﺘﻢﺑﺸﻜﻞﻏﯿﺮﻧﻈﺎﻣﻲﺣﺴﺐاﻟﺤﺎﻟﺔأواﻟﻤﻮﻗﻒأواﻟﻤﺸﺮوعﺑﺎﺳﺘﺨﺪامﻣﺨﻄﻂﺟﺎﻧﺖﻏﺎﻟﺒﺎوﺑﻌﺾ اﻷﺳﺎﻟﯿﺐواﻷدواتﻏﯿﺮاﻟﺮﺳﻤﯿﺔ،وﻓﻲھﺬهاﻟﻔﺘﺮة،ﺗﻢﺗﻄﻮﯾﺮﻧﻤﻮذﺟﯿﻦرﯾﺎﺿﯿﯿﻦﻟﺘﺤﺪﯾﺪاﻟﺠﺪولاﻟﺰﻣﻨﻲ ﻟﻠﻤﺸﺮوع
33.
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اﻷولھﻮأﺳﻠﻮبﺗﻘﯿﯿﻢوﻣﺮاﺟﻌﺔاﻟﻤﺸﺮوعﻛﺠﺰءﻣﻦﺑﺮﻧﺎﻣﺞﺻﻮارﯾﺦﺑﻮﻻرﯾﺲﻟﻠﻐﻮاﺻﺎتﻟﺪىاﻟﺒﺤﺮﯾﺔ اﻷﻣﺮﯾﻜﯿﺔ،ﺑﺎﻟﺘﻌﺎونﻣﻊﺷﺮﻛﺔﻟﻮﻛﮭﯿﺪ.أﻣﺎاﻟﺜﺎﻧﻲﻓﮭﻮطﺮﯾﻘﺔاﻟﻤﺴﺎراﻟﺤﺮجواﻟﺘﻲﺗﻢﺗﻄﻮﯾﺮھﺎﺑﺸﻜﻞﻣﺸﺘﺮك ﻓﯿﻤﺎﺑﯿﻦﺷﺮﻛﺘﻲدوﺑﻮﻧﺖورﯾﻤﯿﻨﺠﺘﻮنراﻧﺪ،ﻣﻦأﺟﻞإدارةﻣﺸﺮوﻋﺎتﺻﯿﺎﻧﺔﻣﺤﻄﺎتاﻹﻧﺘﺎج،وﻗﺪاﻧﺘﺸﺮت ھﺬهاﻷﺳﺎﻟﯿﺐاﻟﺮﯾﺎﺿﯿﺔﺳﺮﯾﻌﺎﻓﻲاﻟﻌﺪﯾﺪﻣﻦاﻟﺸﺮﻛﺎتاﻟﺨﺎﺻﺔ.وﻓﻲﻋﺎم1969ﺗﻢإﻧﺸﺎءﻣﻌﮭﺪإدارةاﻟﻤﺸﺎرﯾﻊ ﻟﺨﺪﻣﺔﻣﺼﺎﻟﺢﻣﺠﺎلإدارةاﻟﻤﺸﺎرﯾﻊ،وﻛﺎناﻷﺳﺎساﻟﺬيﯾﺴﺘﻨﺪإﻟﯿﮫاﻟﻤﻌﮭﺪأناﻷدواتواﻷﺳﺎﻟﯿﺐاﻟﺨﺎﺻﺔ ﺑﺈدارةاﻟﻤﺸﺮوﻋﺎتﻣﻨﺘﺸﺮةﺑﺪءاﻣﻦﺻﻨﺎﻋﺔاﻟﺒﺮﻣﺠﯿﺎتﺣﺘﻰﻣﺠﺎﻻتاﻹﻧﺸﺎء،وﻓﻲﻋﺎم1981ﺻﺮحﻣﺠﻠﺲ إدارةاﻟﻤﻌﮭﺪﺑﻌﻤﻞھﺬهاﻟﻮﺛﯿﻘﺔاﻟﺘﻲأﺻﺒﺤﺖاﻟﺪﻟﯿﻞاﻟﻤﻌﺮﻓﻲﻹدارةاﻟﻤﺸﺎرﯾﻊ)PMBOK(وھﻮﯾﺸﺘﻤﻞﻋﻠﻰ اﻟﻤﻌﺎﯾﯿﺮاﻟﻤﺘﻌﺎرفﻋﻠﯿﮭﺎواﻟﻤﺒﺎدئاﻟﺘﻮﺟﯿﮭﯿﺔاﻟﻤﻨﺘﺸﺮةﻟﺪىﻛﺎﻓﺔﻣﻦﯾﻤﺎرﺳﻮنھﺬااﻟﺘﺨﺼﺺ.
35.
ﻣﺎھﻲاﻹدارة؟ ﻣﻦاﻟﻤﻨﻈﻮراﻟﺘﻨﻈﯿﻤﻲاﻹدارةھﻲإﻧﺠﺎزأھﺪافﺗﻨﻈﯿﻤﯿﺔﻣﻦﺧﻼلاﻷﻓﺮادوﻣﻮاردأﺧﺮى. وﺑﺘﻌﺮﯾﻒأﻛﺜﺮﺗﻔﺼﯿﻼﻟﻺدارةﯾﺘﻀﺢأﻧﮭﺎأﯾﻀﺎإﻧﺠﺎزاﻷھﺪافﻣﻦﺧﻼلاﻟﻘﯿﺎمﺑﺎﻟﻮظﺎﺋﻒاﻹدارﯾﺔ اﻟﺨﻤﺴﺔاﻷﺳﺎﺳﯿﺔ)اﻟﺘﺨﻄﯿﻂ،اﻟﺘﻨﻈﯿﻢ،اﻟﺘﻮظﯿﻒ،اﻟﺘﻮﺟﯿﮫ،اﻟﺮﻗﺎﺑﺔ. ﻣﺎاﻟﮭﺪفﻣﻦﺗﻌﻠّﻢاﻹدارة؟ إناﻟﮭﺪفﻣﻦﺗﻌﻠﻢاﻹدارةﯾﻨﻘﺴﻢإﻟﻰﺷﻘﯿﻦھﻤﺎ: 1.زﯾﺎدةﻣﮭﺎراﺗﻚ. 2.ﺗﻌﺰﯾﺰﻗﯿﻤﺔاﻟﺘﻄﻮﯾﺮاﻟﺬاﺗﻲﻟﺪﯾﻚ. ﻣﺎاﻟﮭﺪفﻣﻦإدارةاﻟﻤﺸﺮوع؟ ﺗﻨﻔ&ﺬاﻟﻤ,-وع0 1 2اﻟﻮﻗﺖاﻟﻤﺤﺪدﻃ:ﻘﺎﻟﻠﺘ?ﻠﻔﺔاﻟﻤﺘﻮﻗﻌﺔBﺄﻋEﻣﺴﺘﻮىﻣﻦاﻟﺠﻮدة اﻟﻤﻄﻠMNﺔ)ﻃ:ﻘﺎ P ﻟﻠﻤﻮاﺻﻔﺎتاﻟﻔﻨ&ﺔاﻟﻤﻄﻠMNﺔ(.
36.
ﺗﻌﺮﯾﻒاﻟﻤﺸﺮوع: اﻟﻤﺸﺮوعھﻮ"ﺟﮭﺪﻓﺮديأوﻋﻤﻞﺟﻤﺎﻋﻲﻣﺨﻄﻂﻟﮫﻣﺴﺒﻘﺎًﻟﺘﺤﻘﯿﻖھﺪفﻣﻌﯿﻦﻓﻲاطﺎرزﻣﻨﻲ ﻣﺤﺪدوﻟﮫﻣﯿﺰاﻧﯿﺔﻣﺎﻟﯿﺔﻣﺤﺪدة". أھﻢﺧﺼﺎﺋﺺاﻟﻤﺸﺮوعھﻲ: ﻟﮫﻣﺪةزﻣﻨﯿﺔﻣﺤﺪدة. ﻏﺎﯾﺘﮫﻣﻨﺘﺞﻣﻤﯿﺰوﯾﺨﺘﻠﻒﻋﻦﻏﯿﺮهﻣﻦاﻟﻤﻨﺘﺠﺎت. وﻣﻦﺧﺼﺎﺋﺼﮫ: ﻟﮫﺗﺎرﯾﺦﺑﺪءوﺗﺎرﯾﺦﻧﮭﺎﯾﺔ. ﻟﮫﻣﻌﺎﯾﯿﺮﺟﻮدةﯾﺠﺐأنﯾﺤﻘﻘﮭﺎ. ﻟﮫﻣﯿﺰاﻧﯿﺔوﯾﺠﺐاﻧﺠﺎزهﺿﻤﻦﺣﺪودھﺬهاﻟﻤﯿﺰاﻧﯿﺔ. ﻣﺨﻄﻂﻟﮫﻣﺴﺒﻘﺎً. ﻣﻔﺎھﯿﻢأﺳﺎﺳﯿﺔ: إدارةاﻟﻤﺸﺎرﯾﻊ: ھﻲﺗطﺑﯾقاﻟﻣﻌﺎرفواﻟﻣﮭﺎراتواﻟﺗﻘﻧﯾﺎتواﻷدواتاﻟﻣﺗﺎﺣﺔ،ﻋﻠﻰأﻧﺷطﺔاﻟﻣﺷروعﻟﺗﺣﻘﯾقﻏﺎﯾﺗﮫ اﻟﻣﻌرﻓﺔﻣنﻗﺑلأﺻﺣﺎباﻟﻣﺻﻠﺣﺔ)Stakeholders(.
37.
38.
ﻣدﯾراﻟﻣﺷروع)Project manager(: ھواﻟﺷﺧصاﻟﻣﺳؤولﻋنﺗوﺟﯾﮫﻧﺷﺎطﺎتاﻟﻣﺷروع،واﻻﺳﺗﻔﺎدةﻣنﻛﺎﻓﺔاﻟﻣوارداﻟﻣﺎﻟﯾﺔواﻟﺑﺷرﯾﺔ, ﻟﺗﺣﻘﯾقﻏﺎﯾﺔاﻟﻣﺷروعﺿﻣناﻟﺷروطاﻟزﻣﻧﯾﺔوﺣدوداﻟﻛﻠﻔﺔاﻟﻣﻘدرةﺳﻠﻔﺎً. ﯾﺑﻧﻰھدفاﻟﻣﺷروعﻋﻠﻰﻣﺗطﻠﺑﺎتاﻟﻣﺳﺗﺧدم)User requirements(. اﻟﻣﮭﺗﻣونﺑﺎﻟﻣﺷروع)Project
Stakeholders( ھمأﺷﺧﺎصﯾﮭﺗﻣونأوﯾﺗﺄﺛرونﺑﻧﺷﺎطﺎتاﻟﻣﺷروع)اﻹدارة،راﻋﻲاﻟﻣﺷروع،ﻓرﯾقاﻟﻌﻣل،ﻛﺎدر اﻟدﻋماﻟﻔﻧﻲ،اﻟزﺑﺎﺋن،اﻟﻣﺳﺗﺧدﻣﯾن،اﻟﻣوردﯾن،ﺧﺻوماﻟﻣﺷروع(. وﻋﻠﻰإدارةاﻟﻣﺷروعأنﺗﺄﺧذاﻟوﻗتاﻟﻛﺎﻓﻲﻟﺗﺣدﯾدوﻓﮭموإدارةاﻟﻌﻼﻗﺎتﻣﻊﺟﻣﯾﻊاﻟﻣﮭﺗﻣﯾن ﺑﺎﻟﻣﺷروع.واﻹدارةاﻟﺟﯾدةﻟﻠﻣﺷﺎرﯾﻊھﻲﻣﻔﺗﺎحﻧﺟﺎحاﻟﻣﺷروعﺑﻛﺎﻣﻠﮫ،وھﻲﺻﻌﺑﺔﺟداًوﺗﺗطﻠب إدارةﻋﻠﻰﺛﻼثﻣﺳﺗوﯾﺎت:إدارةﻓرﯾقاﻟﻌﻣل،إدارةاﻟﻣﺷﻛﻠﺔوإدارةإﺟراءاتاﻟﻌﻣل: إدارةﻓرﯾقاﻟﻌﻣل:وھمﻏﺎﻟﺑﺎًﻓرقﻋﻣلﯾﺟباﻟﺗﻧﺳﯾقﺑﯾﻧﮭﺎ،واﻻﺳﺗﻔﺎدةﻣنﻣﮭﺎراتوأﻋﺿﺎﺋﮭﺎ. إدارةاﻟﻣﺷﻛﻠﺔ:وﺗﻌﻧﻲﺗﻌرﯾﻔﺎًدﻗﯾﻘﺎًﻟﻠﻣﺳﺄﻟﺔاﻟﻣرادﺣﻠﮭﺎوھﻲھﻧﺎﻏﺎﯾﺔاﻟﻣﺷروعوأھداﻓﮫاﻟﻣرﺣﻠﯾﺔ. إدارةإﺟراءاتاﻟﻌﻣل:واﻟﻣﻘﺻودھﻧﺎاﺗﺑﺎعﻣﻧﮭﺟﯾﺔإدارةﺗﺳﻣﺢﺑﻣراﻗﺑﺔوﻗﯾﺎسﺗطوراﻟﻌﻣل.
39.
.1ﻋواﻣلﻧﺟﺎحوأﺳﺑﺎبﻓﺷلاﻟﻣﺷﺎرﯾﻊ: ﻋواﻣلﻧﺟﺎحاﻟﻣﺷﺎرﯾﻊﺑﺷﻛلﻋﺎم -اﻟﺗزامودﻋماﻹدارةاﻟﻌﻠﯾﺎ. -ﺗﺣدﯾداﻟﻣﮭﺗﻣﯾنﺑﺎﻟﻣﺷروع. -ﻣﻌرﻓﺔوﺗﺣﻘﯾقﺗوﻗﻌﺎتاﻟﻣﮭﺗﻣﯾنﺑﺎﻟﻣﺷروع. -ﻏﺎﯾﺔﻣﻌﻠﻧﺔوﺧطﺔﺟﯾدةﻟﻠﻘﯾﺎمﺑﺎﻟﻣﺷروع. -ﺛﻘﺎﻓﺔﺑﻧﺎءةﻣوﺟﱠﮭﺔﻧﺣواﻟﮭدف. -ﻓرﯾقﺗﻘﻧﻲﻣﺧﺗص. -ﻓرﯾقﻓﻌّﺎلوﻣﻠﺗزم. -ﺗواﺻلﺟﯾّد. -اﻟﺛﻘﺔ.
40.
وﺗﻔﺷلاﻟﻣﺷﺎرﯾﻊﻟﻸﺳﺑﺎباﻟﺗﺎﻟﯾﺔ: -ﻓرﯾقاﻟﻣﺷروعھواﻟوﺣﯾداﻟﻣﮭﺗمﺑﺎﻟﻧﺗﯾﺟﺔ. -ﺿﯾﺎعاﻟﻣﺳؤوﻟﯾﺔ. -ﻻﺗوﺟدﺑﻧﯾﺔﻣﺷروع. -ﺗﻔﺗﻘراﻟﺧطﺔإﻟﻰاﻟﺗﻔﺎﺻﯾل. -إﺳﺗراﺗﯾﺟﯾﺔﺧﺎطﺋﺔﻻﺗﺧﺎذاﻟﻘراراتاﻟﻣﺗﻌﻠﻘﺔﺑﺎﻟﻣﺷروع. -ﻣﯾزاﻧﯾﺔو/أوﻣواردﻻﯾﻣﻛناﻻﻋﺗﻣﺎدﻋﻠﯾﮭﺎ. -ﻧﻘصﻓﻲاﻟﺗواﺻل. -اﻻﺑﺗﻌﺎدﻋناﻟﮭدفاﻷﺳﺎﺳﻲﻟﻠﻣﺷروع. -ﻋدمﻣﺗﺎﺑﻌﺔاﻟﻣﺷروعوﻓﻘﺎًﻟﻠﺧطﺔاﻟﻣوﺿوﻋﺔ.
41.
.1ﻣﮭﺎراتإدارةاﻟﻤﺸﺎرﯾﻊ: ﯾﺤﺘﺎجﻣﺪﯾﺮاﻟﻤﺸﺮوعإﻟﻰاﻟﻌﺪﯾﺪﻣﻦاﻟﻤﮭﺎرات،ﻓﻌﻠﯿﮫأنﯾﻜﻮنﻣﺘﻜﯿﻔﺎًﻣﻊاﻟﺘﻐﯿﯿﺮ،وأنﯾﻔﮭﻢاﻟﻤﻨﻈﻤﺔاﻟﺘﻲﯾﻌﻤﻞﻓﯿﮭﺎأو ﻣﻌﮭﺎ،وانﯾﻜﻮنﻗﺎدراًﻋﻠﻰﻗﯿﺎدةاﻟﻔﺮﯾﻖﻧﺤﻮﺗﺤﻘﯿﻖﻏﺎﯾﺔاﻟﻤﺸﺮوع. ﯾﺤﺘﺎجﻣﺪﯾﺮاﻟﻤﺸﺮوعإﻟﻰاﻟﻤﮭﺎراتﺑﻨﻮﻋﯿﮭﺎاﻟﻤﮭﺎراتاﻟﻘﺎﺳﯿﺔ)Hard Skills(واﻟﻤﮭﺎراتاﻟﻨﺎﻋﻤﺔ)Soft Skills(: •اﻟﻤﮭﺎراتاﻟﻘﺎﺳﯿﺔ)Hard( §اﻟﻤﻌﺮﻓﺔاﻟﻤﺘﻌﻠﻘﺔﺑﺎﻟﻤﻨﺘﺞواﻹﺟﺮاءاتواﻟﻤﻨﮭﺠﯿﺔاﻟﻤﺘﺒﻌﺔ. §ﻣﻌﺮﻓﺔﻛﯿﻔﯿﺔاﺳﺘﺨﺪامأدواتوﺗﻘﻨﯿﺎتإدارةاﻟﻤﺸﺎرﯾﻊاﻟﻤﺨﺘﻠﻔﺔ. •اﻟﻤﮭﺎراتاﻟﻨﺎﻋﻤﺔ)Soft( ﯾﺘﻤﺤﻮراﻟﻤﺸﺮوع)وإدارةاﻟﻤﺸﺮوع(ﺣﻮلاﻷﺷﺨﺎصوﻋﻤﻞاﻟﻔﺮﯾﻖ،ﻣﻦﯾﻘﻮمﺑﮭﺬهاﻟﻤﮭﻤﺔ؟ﻣﻦﯾﺘﻮﻟﻰھﺬه اﻟﻤﺨﺎطﺮة؟ﻣﻦھﻮاﻟﻤﮭﺘﻢأواﻟﻤﺘﺄﺛﱢﺮﺑﮭﺬااﻷﻣﺮ؟.ﻣﻤﺎﯾُﻈﮭِﺮأھﻤﯿﺔﻣﮭﺎراتاﻟﺘﻌﺎﻣﻞﻣﻊاﻷﺷﺨﺎص )Interpersonal
Skills(،ﻣﺜﻞاﻟﻘﺪرةﻋﻠﻰاﻟﺘﺄﺛﯿﺮواﻟﺘﻔﺎوضواﻟﻨﻘﺎش.وﺑﺸﻜﻞﻋﺎمﯾﻤﻜﻦﺗﺼﻨﯿﻒاﻟﻤﮭﺎرات اﻟﻨﺎﻋﻤﺔإﻟﻰ: §ﻣﮭﺎراتاﻟﺘﻮاﺻﻞ)Communication Skills( §ﻣﮭﺎراتاﻟﺘﻨﻈﯿﻢ)Organizational Skills( §ﻣﮭﺎراتﺑﻨﺎءﻓﺮﯾﻖ)Team Building Skills( §ﻣﮭﺎراتاﻟﻘﯿﺎدة)Leadership Skills( ﻣﮭﺎراتاﻟﺘﻜﯿﻒ/اﻟﺘﻐﻠﺐﻣﻊ/ﻋﻠﻰاﻟﻤﺸﻜﻼت)Coping Skills(
42.
.1اﻟﻌﻼﻗﺔﺑﯾناﻟﺟودةواﻟﻛﻠﻔﺔواﻟﺗﺳﻠﯾم ﻟﺗﺣﻘﯾقاﻷھدافاﻟﻣرﺟوّةﻣناﻟﻣﺷروعﻻﺑدﻣناﻟﺗرﻛﯾزﻋﻠﻰﺛﻼﺛﺔأﻣورأﺳﺎﺳﯾﺔ،وھﻲاﻟﺟودةواﻟﻛﻠﻔﺔ واﻟﺗﺳﻠﯾمواﻟﺗﻲﺗرﺑطﮭﺎﻋﻼﻗﺎتﻗوﯾﺔﺗﺗطﻠّبإدارﺗﮭﺎﺑﺷﻛلﻣﺗوازن. .1اﻟﺟودة–اﻟﻛﻠﻔﺔ إنﺗوظﯾفﻣﮭﻧدﺳﯾنﺧﺑراءﻟﺑﻧﺎءﺑرﻣﺟﯾﺎتذاتﺟودةﻋﺎﻟﯾﺔﺳﯾزﯾدﻣنﻗﯾﻣﺔاﻟرواﺗب،ﻛﻣﺎأنﺗطﺑﯾق اﻻﺧﺗﺑﺎراتاﻟﻣﻧﺎﺳﺑﺔﻟﺗﺣﺳﯾناﻟﺟودةﯾؤديإﻟﻰإطﺎﻟﺔﻓﺗرةاﻻﺧﺗﺑﺎر،وھذاﺑﺎﻟﻧﺗﯾﺟﺔﺳﯾزﯾدﺗﻛﺎﻟﯾفاﻹﻧﻔﺎق ﻋﻠﻰاﻟﻣوظﻔﯾنﺣﺗﻰوإنﻛﺎناﻟراﺗبﻧﻔﺳﮫﻟﺟﻣﯾﻊاﻟﻣﮭﻧدﺳﯾن)ﺗوظﯾفﻣﮭﻧدﺳﯾنﯾﺗﻣﺗﻌونﺑﻧﻔساﻟﻣﺳﺗوى اﻟﺗﻘﻧﻲ(. .1اﻟﺟودة–اﻟﺗﺳﻠﯾم ﻋﻧدﻣﺎﺗﻛونﻓﺗرةاﻟﺗطوﯾرأﻗﺻرﺗﻛونﺗﻛﺎﻟﯾفاﻹﻧﻔﺎقﻋﻠﻰاﻟﻣوظﻔﯾنأﻗل،إﻻأنﻓﺗرةاﻟﺗطوﯾراﻟﻘﺻﯾرة ﺳﺗﺣولدونإﺟراءاﻻﺧﺗﺑﺎرﻋﻠﻰﻧﺣوٍﻣﻧﺎﺳبوﺑﺎﻟﺗﺎﻟﻲﺗﺗﺄﺛراﻟﺟودة،وﺳﯾﺗطﻠباﻷﻣرﺗوظﯾفﻣﮭﻧدﺳﯾن ﺧﺑراءﻹﻧﮭﺎءاﻟﻌﻣلﺑﺄﻗﺻﻰﺳرﻋﺔﺑدوناﻟﺗﺄﺛﯾرﻋﻠﻰاﻟﺟودة،ﻣﻣﺎﺳﯾؤديإﻟﻰزﯾﺎدةاﻟﻛﻠﻔﺔاﻟﻛﻠﯾﺔ. .1اﻟﺗﺳﻠﯾم–اﻟﻛﻠﻔﺔ ﻗدﯾؤديﺗﻘﺻﯾرﻓﺗرةاﻟﺗطوﯾرإﻟﻰاﻧﺧﻔﺎضﺗﻛﺎﻟﯾفاﻹﻧﻔﺎق،وﻟﻛنﻓﻲھذهاﻟﺣﺎﻟﺔﺳﺗﻧﻔﱠذاﻟﻣﮭﺎمﻋﻠﻰﻧﺣوٍ ﻏﯾرﻣﻧﺎﺳب،ﻣﻣﺎﯾؤﺛرﻋﻠﻰاﻟﺟودة.
43.
.1إطﺎرﻋﻤﻞإدارةاﻟﻤﺸﺎرﯾﻊ ﯾﺸﻜﱢﻞإطﺎرﻋﻤﻞإدارةاﻟﻤﺸﺎرﯾﻊ)Project Management Framework(اﻟﺒﻨﯿﺔاﻷﺳﺎﺳﯿﺔ ﻟﻔﮭﻢإدارةاﻟﻤﺸﺎرﯾﻊ،وﯾﺘﻜﻮنﻣﻦ: .1ﺳﯿﺎقإدارةاﻟﻤﺸﺎرﯾﻊ)Project
Management Context( ﯾﺼﻒاﻟﺒﯿﺌﺔاﻟﺘﻲﯾﺸﻐﱠﻞﻓﯿﮭﺎاﻟﻤﺸﺮوع،وﯾﺸﻤﻞ: §أطﻮاراﻟﻤﺸﺮوعودورةﺣﯿﺎﺗﮫ. §اﻟﻤﮭﺘﻤّﯿﻦﺑﺎﻟﻤﺸﺮوع)Stakeholders(. §ﺗﺄﺛﯿﺮاتﺗﻨﻈﯿﻤﯿﺔ. §ﻣﮭﺎراتأﺳﺎﺳﯿﺔﻋﺎﻣﺔﻓﻲاﻹدارة. §اﻟﺘﺄﺛﯿﺮاتاﻻﺟﺘﻤﺎﻋﯿﺔ-اﻻﻗﺘﺼﺎدﯾﺔ)Socioeconomic(. إﺟﺮاءاتإدارةاﻟﻤﺸﺎرﯾﻊ)Project Management Processes( ﺗﺼﻒﻋﻠﻰﻧﺤﻮٍﻋﺎم،ﻛﯿﻒﺗﺘﻔﺎﻋﻞاﻹﺟﺮاءاتاﻟﻤﺨﺘﻠﻔﺔﻹدارةاﻟﻤﺸﺎرﯾﻊاﻟﺘﻲﺗُﻨﺠﺰﻋﺎدةًﻣﻦ ﻗﺒﻞأﺷﺨﺎصذويﻣﮭﺎراتﻣﻌﯿﻨﺔ.ﺗُﺼﻨّﻒھﺬهاﻷﺟﺮاءاتإﻟﻰ: §إﺟﺮاءاتإدارةاﻟﻤﺸﺮوع:ﺗﮭﺘﻢﺑﻮﺻﻒوﺗﻨﻈﯿﻢﻋﻤﻞاﻟﻤﺸﺮوع. §إﺟﺮاءاتﻣﻮﺟﱠﮭﺔﻧﺤﻮاﻟﻤﻨﺘﺞ:ﺗﮭﺘﻢﺑﺘﻮﺻﯿﻒوﺑﻨﺎءﻣﻨﺘﺞاﻟﻤﺸﺮوع.
44.
•ﻣﺠﻤﻮﻋﺎتإﺟﺮاءاتإدارةاﻟﻤﺸﺎرﯾﻊ •)Project Management Process
Groups(: §إﺟراءاتاﻹطﻼق)Initiating Processes( §إﺟراءاتاﻟﺗﺧطﯾط)Planning Processes( §إﺟراءاتاﻟﺗﻧﻔﯾذ)Executing Processes( §إﺟراءاتاﻟﺗﺣﻛم)Controlling Processes( §إﺟراءاتاﻹﻧﮭﺎء)Closing Processes(
45.
•ﻣﺠﺎﻻتاﻟﻤﻌﺮﻓﺔاﻟﻤﺘﻌﻠﻘﺔﺑﺈدارةاﻟﻤﺸﺎرﯾﻊ ﺗﺼﻒﻣﺠﺎﻻتاﻟﻤﻌﺮﻓﺔﻣﺎھﻲاﻟﻜﻔﺎءاتواﻟﻤﺆھﻼتاﻟﺘﻲﻋﻠﻰﻣﺪﯾﺮاﻟﻤﺸﺮوع ﺗﻄﻮﯾﺮھﺎ. §أرﺑﻌﺔﻣﺠﺎﻻتﻣﻌﺮﻓﺔﺗﺆديﻏﺎﯾﺎتﻣﺤﺪدةﻟﻠﻤﺸﺮوع)إدارةاﻟﻨﻄﺎق،اﻟﻮﻗﺖ، اﻟﻜﻠﻔﺔ،اﻟﺠﻮدة( §أرﺑﻌﺔﻣﺠﺎﻻتﻣﻌﺮﻓﺔﺗﺴﮭﱢﻞﺗﺤﻘﯿﻖﻏﺎﯾﺎتاﻟﻤﺸﺮوع)إدارةاﻟﻤﻮارداﻟﺒﺸﺮﯾﺔ، اﻟﺘﻮاﺻﻞ،اﻟﻤﺨﺎطﺮ،اﻟﻤﺸﺘﺮﯾﺎت( ﻣﺠﺎلﻣﻌﺮﻓﺔواﺣﺪ)إدارةﺗﻜﺎﻣﻞاﻟﻤﺸﺮوع(ﯾﺆﺛﱢﺮوﯾﺘﺄﺛﱠﺮﺑﻜﻞﻣﺠﺎﻻتاﻟﻤﻌﺮﻓﺔاﻷﺧﺮى
46.
•ﻣﺠﺎﻻتاﻟﻤﻌﺮﻓﺔاﻟﻤﺘﻌﻠﻘﺔﺑﺈدارةاﻟﻤﺸﺎرﯾﻊ ﯾُﻌﺮّفﻣﻌﯿﺎرإدارةاﻟﻤﺸﺎرﯾﻊ)Project Management Body
Of Knowledge, PMBOK(ﺗﺴﻌﺔﻋﻨﺎﺻﺮﻋﻠﻰأﻧﮭﺎﻣﺠﺎﻻتاﻟﻤﻌﺮﻓﺔاﻟﻤﺘﻌﻠّﻘﺔﺑﺈدارةاﻟﻤﺸﺎرﯾﻊ: •إدارةاﻟﺘﻜﺎﻣﻞ)Integration Management( إﺟﺮاﺋﯿﺔٌﻻﺑﺪّﻣﻨﮭﺎﻹﻧﺠﺎزﻣﺨﺘﻠﻒﻋﻨﺎﺻﺮاﻟﻤﺸﺮوعﻣﻊاﻟﺤﻔﺎظﻋﻠﻰاﻟﺘﻜﺎﻣﻞﺑﯿﻨﮭﺎ، وﺗﺘﻜّﻮنﻣﻦ:ﺗﺨﻄﯿﻂاﻟﻤﺸﺮوع،ﺗﺤﻘﯿﻖاﻟﻤﺸﺮوع،ﺗﻜﯿﯿﻒاﻟﻤﺸﺮوع. •إدارةاﻟﺠﻮدة)Quality Management( وھﻲاﻹﺟﺮاﺋﯿﺔاﻟﺘﻲﺗﺤﻘﱢﻖاﻻﺣﺘﯿﺎﺟﺎتاﻟﺘﻲﺗﻢإطﻼقاﻟﻤﺸﺮوعﻣﻦأﺟﻠﮭﺎ،وﺗﺘﻜﻮنﻣﻦ: ﺗﺨﻄﯿﻂاﻟﺠﻮدة،ﺿﻤﺎناﻟﺠﻮدة،ﺿﺒﻂاﻟﺠﻮدة. •إدارةاﻟﻜﻠﻔﺔ)Cost Management( وھﻲاﻹﺟﺮاﺋﯿﺔاﻟﺘﻲﺗﻤﻜﱢﻦﻣﻦإﻧﮭﺎءاﻟﻤﺸﺮوعدونﺗﺠﺎوزاﻟﻜﻠﻔﺔاﻟﻤﺤﺪﱠدة،وﺗﺘﻜﻮنﻣﻦ: ﺗﺨﻄﯿﻂاﻟﻤﻮارد،ﺗﻘﺪﯾﺮاﻟﻜﻠﻔﺔ،وﺿﻊاﻟﻤﯿﺰاﻧﯿﺔ.
47.
•إدارةاﻟوﻗت/اﻟﺗﺳﻠﯾم)Time Management/Delivery( وھﻲاﻹﺟراﺋﯾﺔاﻟﺗﻲﺗﻣﻛِّنﻣنإﻧﮭﺎءاﻟﻣﺷروعﻓﻲاﻟﻣوﻋداﻟﻣﺣدﱠدأوﻗﺑﻠﮫ،وﺗﺗﻛون ﻣن:ﺗﺣدﯾداﻟﻔﻌﺎﻟﯾﺎت،ﺗﺣدﯾدﺗﺳﻠﺳلاﻟﺗطوﯾر،ﺗﻘدﯾراﻟوﻗتاﻟﻼزم،ﺗﺣﺿﯾرﺟدوﻟﺔ اﻟﻣﺷروعوإدارﺗﮭﺎ. •إدارةﻧطﺎقاﻟﻣﺷروع)Scope Management( ﺗدﯾرھذهاﻹﺟراﺋﯾﺔﻧطﺎقاﻟﻣﺷروعاﻟﻣرادﺗطوﯾرهوﻣﺟﺎلﻣﺧرﺟﺎﺗﮫوﻣﮭﺎﻣﮫ، وﺗﺗﻛونﻣنإطﻼقاﻟﻣﺷروع،ﺗﺧطﯾطاﻟﻣﺷروع،ﺗﻌرﯾفاﻟﻣﺷروع،اﻟﺗﺣﻘّقﻣن ﻧطﺎقاﻟﻣﺷروع،إدارةﺗﻛﯾﯾفاﻷﻓق. •إدارةاﻟﺗواﺻل)Communication
Management( وھﻲإﺟراﺋﯾﺔأﺳﺎﺳﯾﺔﻟﺑﻧﺎءوﺗﺟﻣﯾﻊوﻧﺷروﺣﻔظﻣﻌﻠوﻣﺎتاﻟﻣﺷروعﻓﻲاﻟزﻣن اﻟﺣﻘﯾﻘﻲ،وﺗﺗﻛونﻣن:ﺗﺧطﯾطاﻟﺗواﺻل،ﺗزوﯾداﻟﻣﻌﻠوﻣﺎت،إﻋطﺎءﺗﻘﺎرﯾرﻋن اﻷداءاﻟﺣﻘﯾﻘﻲ،ﺗﻧﻔﯾذإﺟراءاتاﻹﻧﮭﺎء.
48.
•إدارةاﻟﻣﺷﺗرﯾﺎت)Procurement Management( اﻹﺟراﺋﯾﺔاﻟﻣﺗﻌﻠﻘﺔﺑﺗﺄﻣﯾناﻟﻣﻧﺗﺟﺎتواﻟﺧدﻣﺎتﻣنﺧﺎرجﻓرﯾقاﻟﻣﺷروع، وﺗﺗﺿﻣّن:ﺗﺧطﯾطاﻟﻣﺷﺗرﯾﺎت،ﺗﺧطﯾطاﻻﺳﺗﻌﻼم،اﺧﺗﯾﺎراﻟﻣوردﯾناﻟذﯾنﺳﯾﻘدﱠمﻟﮭم اﻟطﻠب،إدارةاﻟﻌﻘود،إﻧﮭﺎءاﻟﻌﻘود. •إدارةاﻟﻣوارداﻟﺑﺷرﯾﺔ)Human Resources
Management( وھﻲاﻹﺟراﺋﯾﺔاﻟﻣﺗﻌﻠّﻘﺔﺑﺑﻧﺎءاﻟﺗﻧظﯾمواﻟﻣﺣﺎﻓظﺔﻋﻠﻰﺑﻘﺎءهواﺳﺗﻣراره،وھﻲﺗؤﺛِّر ﺑﻔﻌﺎﻟﯾﺔأﻛﺛرﻋﻠﻰاﻟﻣوارداﻟﺑﺷرﯾﺔاﻟﻣﺷﺎرﻛﺔﻓﻲاﻟﻣﺷروع،وﺗﺗﻛّونﻣن:ﺗﺧطﯾط اﻟﺗﻧظﯾم،ﺗدﺑﯾراﻟﻣوظﻔﯾن،دﻋمﺗطوﯾراﻟﻔرﯾق. •إدارةاﻟﻣﺧﺎطر)Risk Management( إﺟراﺋﯾﺔﺗﺣدﯾدوﺗﻘدﯾراﻟﻣﺧﺎطراﻟﻣﺗوﻗﱠﻊﺣدوﺛﮭﺎﺧﻼلﺗﻧﻔﯾذاﻟﻣﺷروع،إﺿﺎﻓﺔًإﻟﻰ ﺗﺣدﯾداﻹﺟراءاتاﻟﻣﺿﺎدّةﻟﮭذهاﻟﻣﺧﺎطر.
49.
ﯾﻌﺮفاﻟﺘﺨﻄﯿﻂ ﻋﻠﻰأﻧﮫﺗﻄﻮﯾﺮھﯿﻜﻠﯿﺔﺳﯿﺮاﻟﻌﻤﻞﻟﻨﺸﺎطﺎتاﻟﻤﺸﺮوع، وﺗﻌﺮفاﻟﺠﺪوﻟﺔ ﻓﮭﻲﺗﻌﻨﻰﺑﺤﺴﺎبﻣﺘﻐﯿﺮاتاﻟﻨﺸﺎطﺎت)ﻣﺜﺎل:اﻟﺰﻣﻦ،اﻟﻜﻠﻔﺔ،ﻋﺪداﻷﺷﺨﺎص(، اﻟﺘﺤﻜﻢﺑﺎﻟﻤﺸﺮوع ﻓﯿﻌﻨﻲﻣﺮاﻗﺒﺔاﻟﺠﺪولأﺛﻨﺎءﺗﻨﻔﯿﺬاﻟﻤﺸﺮوعوﺗﺤﺪﯾﺚوﺗﻌﺪﯾﻞطﺮقاﻟﻌﻤﻞأواﻟﺠﺪولوﻓﻘﺎﻟﺬﻟﻚ. ﺗﺨﻄﯿﻂاﻟﻤﺸﺮوع ﯾﺘﻄﻠﺐﺗﺨﻄﯿﻂاﻟﻤﺸﺮوعﺗﻄﻮﯾﺮھﯿﻜﻠﯿﺔاﻟﻌﻤﻞ،واﻟﺘﻲﺳﺘﺼﺒﺢﻓﯿﻤﺎﺑﻌﺪأﺳﺎسﻧﻤﻮذجﺗﻮاﺻﻞ اﻟﻤﺸﺮوع.ﻣﻦاﻟﻤﻤﻜﻦاﺳﺘﺨﺪامھﺬااﻟﻨﻤﻮذجﻻﺣﻘﺎًﻓﻲﺗﻘﯿﯿﻢاﻟﻤﺸﺮوعﻋﻦطﺮﯾﻖﻣﻘﺎرﻧﺘﮫﻣﻊ اﻟﻤﻘﺎﯾﯿﺲاﻟﻨﻈﺎﻣﯿﺔﻟﻠﻜﻔﺎءة.اﻟﺘﺨﻄﯿﻂﺑﺎﻟﻀﺮورةﯾﺤﺘﺎجاﻟﻲﻣﺤﺎذاةاھﺪافاﻟﻤﺸﺮوعﻣﻊ اﺳﺘﺮاﺗﯿﺠﯿﺔاﻟﻤﻨﻈﻤﺔوﻣﻦﺛﻢوﺿﻊﻣﺆﺷﺮاتاداءرﺋﯿﺴﯿﺔﻟﻤﺘﺎﺑﻌﺔاﻷداء.
50.
دورةﺣﯿﺎةاﻟﻤﺸﺮوع: ھﻲﻣﺮاﺣﻞﯾﻤﺮﺑﮭﺎاﻟﻤﺸﺮوعﻣﻦﺑﺪاﯾﺘﮫﺣﺘﻰاﺧﺘﺘﺎﻣﮫ وﻛﻞﻣﺮﺣﻠﺔﺗﺘﻜﻮنﻣﻦﻣﺠﻤﻮﻋﺔﻣﻦاﻷﻋﻤﺎلواﻟﺨﻄﻮاتاﻟﺘﻲﺗﻨﺘﺞﻋﻨﮭﺎﻣﺎﺗﺴﻤﻰﺑﺎﻟﻤﺴﻠﻤﺎتوھﻲ ﻋﺒﺎرةﻋﻦﻣﺠﻤﻮﻋﺔﻣﻦاﻟﻨﺘﺎﺋﺞواﻟﻤﺴﺘﻨﺪاتاﻟﺘﻲﺗﻨﺘﺞﻋﻦاﻟﻌﻤﻠﯿﺎتاﻟﺘﻲﺗﺤﺘﻮﯾﮭﺎاﻟﻤﺮاﺣﻞاﻟﺘﻲﯾﻤﺮ ﺑﮭﺎاﻟﻤﺸﺮوع...ﻓﻤﺜﻼً:ﻣﺮﺣﻠﺔاﻟﺘﺨﻄﯿﻂﯾﻨﺘﺞﻋﻨﮭﺎﻋﺪةﻣﺴﻠﻤﺎتﻣﻨﮭﺎﺧﻄﺔﺗﻨﻔﯿﺬاﻟﻤﺸﺮوع،وﺧﻄﺔ إدارةاﻟﺠﻮدةﻟﻠﻤﺸﺮوع ﻣﻘﺎﯾﯿﺲﻛﻔﺎءةاﻟﻤﺸﺮوع إناﻟﻤﻘﺎﯾﯿﺲاﻟﺜﻼﺛﺔﻟﻜﻔﺎءةأيﻣﺸﺮوعھﻲاﻟﻮﻗﺖ،اﻟﻜﻠﻔﺔواﻟﺠﻮدة،وﻏﺎﻟﺒﺎًﻣﺎﯾﻜﻮناﻟﮭﺪفاﻟﻌﺎم ﻟﻠﻤﺸﺮوعھﻮﺗﻨﻔﯿﺬاﻟﻤﺸﺮوعﻓﻲأﻗﺼﺮوﻗﺖوأﻗﻞﻛﻠﻔﺔوأﻋﻠﻰﺟﻮدة.ﺑﺸﻜﻞواﻗﻌﻲﻓﺈنھﺬهاﻷھﺪاف ﺗﺘﻌﺎرضﻣﻊﺑﻌﻀﮭﺎاﻟﺒﻌﺾ،ﺣﯿﺚﻓﻲﻣﻌﻈﻢاﻟﺤﺎﻻتﯾﺘﻄﻠﺐإﻧﮭﺎءاﻟﻤﺸﺮوعﻓﻲوﻗﺖأﻗﺼﺮ اﺳﺘﺜﻤﺎراتأﻛﺒﺮوﺑﺎﻟﺘﺎﻟﻲﻛﻠﻔﺔأﻋﻠﻰوﻛﺬﻟﻚاﻷﻣﺮﻓﻲﺣﺎلطﻠﺐﺟﻮدةﺗﻨﻔﯿﺬﻋﺎﻟﯿﺔ.ﻟﺬﻟﻚﯾﻜﻮنﻋﻠﻰ اﻟﻤﺪﯾﺮإﯾﺠﺎدﺣﻞﻋﺎمﻣﻨﺎﺳﺐﻋﻦطﺮﯾﻖاﻟﻤﻮازﻧﺔﺑﯿﻦﺗﺤﻘﯿﻖاﻷھﺪافاﻟﺜﻼﺛﺔ . اﻟﻤﻮازﻧﺔﺑﯿﻦاﻟﻮﻗﺖ واﻟﻜﻠﻔﺔﻣﻦأﺟﻞﺟﻮدةﻣﺤﺪدةﻟﻨﺸﺎطﻣﻌﯿﻦ،ﯾﻘﻮماﻟﻤﺪﯾﺮﺑﺎﺳﺘﺨﺪاماﻟﻤﻮادواﻟﻤﻌﺪاتواﻟﻌﻤﺎلاﻟﻼزﻣﯿﻦ ﻟﺘﺤﻘﯿﻖھﺪفاﻟﻨﺸﺎطﺿﻤﻦﺣﺪودأﻗﻞ
51.
ﻛﻠﻔﺔ.وﻋﻠﻰاﻋﺘﺒﺎرأنﻛﻞﻧﺸﺎطﯾﺠﺐأنﯾﻨﻔﺬﻓﻲأﻗﻞﻛﻠﻔﺔ،ﻓﺈنﻛﺎﻣﻞاﻟﻤﺸﺮوعﺳﯿﻨﻔﺬﻋﻨﺪأﻗﻞﻛﻠﻔﺔ إﺟﻤﺎﻟﯿﺔ.وﻟﻜﻦﻣﻦأﺟﻞﺗﻘﺼﯿﺮاﻟﺰﻣﻦاﻟﻼزمﻷﺣﺪاﻷﻋﻤﺎلﻓﺈﻧﮫﻏﺎﻟﺒﺎًﻣﺎﺗﺰدادﻛﻠﻔﺔاﻟﻌﻤﻞ.ﻗﺪﯾﺤﻘﻖھﺬا ﺑﺰﯾﺎدةﻋﺪداﻟﻌﻤﺎل،أوطﻠﺐﻋﻤﻞﺳﺎﻋﺎتإﺿﺎﻓﯿﺔﻣﻦاﻟﻌﻤﺎلاﻟﺤﺎﻟﯿﯿﻦأوﺷﺮاءآﻻتوأﺟﮭﺰةأﻋﻠﻰ ﻛﻔﺎءة.وﻟﻜﻦﻟﻜﻞﻋﻤﻞھﻨﺎكزﻣﻦأﻗﺼﺮﻻﯾﻤﻜﻦﺗﺠﺎوزهﻣﮭﻤﺎارﺗﻔﻌﺖاﻟﻜﻠﻔﺔﯾﺴﻤﻰھﺬاﺑﺎﺳﻢ"زﻣﻦ اﻟﺘﺼﺎدم" Crash. ﻋﻼﻗﺎتاﻷﻋﻤﺎل ھﻨﺎكﻋﻼﻗﺘﯿﻦﻣﺤﺘﻤﻠﺘﻲاﻟﺤﺪوثﺑﯿﻦزوجﻣﻦاﻷﻋﻤﺎلﻓﻲﺷﺒﻜﺔاﻟﻤﺸﺮوع: أﺣﺪاﻷﻋﻤﺎلﯾﺴﺒﻖاﻟﻌﻤﻞاﻵﺧﺮﻣﺒﺎﺷﺮةأﺣﺪاﻷﻋﻤﺎلﯾﺠﺐأنﯾﺘﺒﻊاﻟﻌﻤﻞاﻵﺧﺮﻣﺒﺎﺷﺮة إنﻟﻢﺗﻮﺟﺪﻋﻼﻗﺔاﻟﺴﺎﺑﻖواﻟﻼﺣﻖﺑﯿﻦاﻷﻋﻤﺎلﻓﻤﻦاﻟﻤﻔﺘﺮضأناﻷﻋﻤﺎلﺗﺘﻢﺑﺸﻜﻞﻣﺘﻮازي.ﺗﻨﺘﺞ ﻋﻼﻗﺔاﻟﺴﺎﺑﻖواﻟﻼﺣﻖﺑﯿﻦاﻷﻋﻤﺎلﺑﺴﺒﺐاﻟﻘﯿﻮداﻟﻤﻄﻠﻘﺔاﻟﻔﯿﺰﯾﺎﺋﯿﺔواﻟﺘﻘﻨﯿﺔ،ﻋﻮاﻣﻞاﻷﻣﺎن،اﻷﻣﻮر اﻟﻘﺎﻧﻮﻧﯿﺔ،واﻟﻈﺮوفاﻟﻄﺎرﺋﺔﻣﺜﻞﻣﺤﺪودﯾﺔاﻟﻤﻮارد،طﺮقاﻟﻌﻤﻞأواﻟﺘﻤﻮﯾﻞ.ﯾﻘﻮمﻣﺪﯾﺮاﻟﻤﺸﺮوعﻓﻲ اﻟﺒﺪاﯾﺔﺑﻮﺿﻊﺧﻄﺔاﻟﻌﻤﻞﻓﻲاﻟﻤﺸﺮوعﺑﻨﺎءﻋﻠﻰاﻟﻈﺮوفاﻟﻤﻄﻠﻘﺔ،وﺗﻀﺎفاﻟﻈﺮوفاﻟﻄﺎرﺋﺔإﻟﻰ ﺧﻄﺔاﻟﻌﻤﻞﻋﻨﺪاﻟﺤﺎﺟﺔﺑﮭﺪفاﻟﻮﺻﻮلإﻟﻰھﺪفاﻟﻤﺸﺮوع،ﻟﻜﻦﯾﺠﺐﻋﻠﻰاﻟﻤﺪﯾﺮﺗﻮﻗﻌﮭﺎووﺿﻌﮭﺎ ﻓﻲاﻋﺘﺒﺎرهﻟﺘﻔﺎديأيﺗﺄﺧﯿﺮﻓﻲﺗﻐﯿﯿﺮاﻟﺨﻄﻂﻋﻨﺪاﻟﺤﺎﻻتاﻟﻄﺎرﺋﺔ.