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Ali Vahedi BSC Course V6- snapshot

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Ali Vahedi
Ali Vahedi

این اسلایدها مروری بر مدل "9 گام به سوی موفقیت" مؤسسه BSC آمریکا را به همراه نمایی از اسلایدهای دوره جامع کارت امتیازی متوازن علی واحدی دیز را به نمایش می گذارد. برای دیدن سیلابس این دوره اینجا و برای دیدن تصاویری از این دوره ها اینجا کلیک کنید.

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‫1‬ ‫‪m‬‬ ‫‪co‬‬ ‫‪BSC‬‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﻣﺪرس‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ارﺷﺪ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﺗﺮﺑﯿﺖ ﻣﺪرس‬ ‫‪A‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﻋﻠﻢ و ﺻﻨﻌﺖ اﯾﺮان‬ ‫داراي ﻣﺪرك ‪ RMP ، PMP ،PgMP‬و ‪ SP‬از ﻣﺆﺳﺴﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪(PMI‬‬ ‫ﻋﻀﻮ ﻓﻌﺎل ﺳﺎزﻣﺎن ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪(PMI‬‬ ‫.‪w‬‬ ‫ﻋﻀﻮ ﺗﯿﻢ ﺗﻬﯿﻪ و ﺗﺪوﯾﻦ وﯾﺮاﯾﺶ 8002 اﺳﺘﺎﻧﺪارد ‪ PMBOK‬و ‪Portfolio Management‬‬ ‫ﻣﺆﻟﻒ اوﻟﯿﻦ ﮐﺘﺎب ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه ﺑﺎ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ارزش ﮐﺴﺐ ﺷﺪه در اﯾﺮان‬ ‫ﺳﺎﺑﻘﻪ ﺗﺪرﯾﺲ ﺑﯿﺶ از 002 دوره آﻣﻮزﺷﯽ در ﺳﺎزﻣﺎﻧﻬﺎ و ﺻﻨﺎﯾﻊ ﻣﺨﺘﻠﻒ‬ ‫‪ww‬‬ ‫ﭘﺮورش ﺑﯿﺶ از 082 ﻣﺪﯾﺮ ﭘﺮوژه ﺣﺮﻓﻪ اي )‪ (PMP‬در اﯾﺮان‬ ‫ﭘﺮورش ﺑﯿﺶ از 07 دﺳﺘﯿﺎر ﺣﺮﻓﻪ اي ﻣﺪﯾﺮ ﭘﺮوژه )‪ (IPMA Level D‬در اﯾﺮان‬ ‫31ﺳﺎل ﺗﺠﺮﺑﻪ در زﻣﯿﻨﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه و ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋﯾﻬﺎ )ﻫﻮﺷﯿﻦ و ‪(BSC‬‬ ‫داراي ﮐﻤﺮﺑﻨﺪ ﻣﺸﮑﯽ ‪ BSC‬و ﮔﻮاﻫﯿﻨﺎﻣﻪ ﺗﺮﺑﯿﺖ ﻣﺪرس ‪ BSC‬از ﻣﻮﺳﺴﻪ ‪ BSC‬آﻣﺮﯾﮑﺎ‬ ‫ارزﯾﺎب ﺟﺎﯾﺰه ﻣﻠﯽ ﺗﻌﺎﻟﯽ ﺳﺎزﻣﺎﻧﯽ )‪(EFQM‬‬ ‫ﻣﺪﯾﺮ ﭘﺮوژه ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋي، ﻣﺪﯾﺮ ﭘﺮوژه اﺣﺪاث ﻣﺠﻤﻮﻋﻪ ورزﺷﯽ، ﻣﺪﯾﺮ ﻃﺮح و‬ ‫ﺑﺮﻧﺎﻣﻪ ﺷﺮﮐﺖ ﺳﺎﭘﮑﻮ و ﻣﺸﺎور ﻗﺎﺋﻢ ﻣﻘﺎم ارﺷﺪ ﻣﺪﯾﺮﻋﺎﻣﻞ اﯾﺮان ﺧﻮدرو.‬ ‫‪www.AliVahedidiz.com‬‬ ‫2‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫2‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ دوم‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﮔﺎم اول : ارزﯾﺎﺑﯽ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫3‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 1: ارزﯾﺎﺑﯽ ﺳﺎزﻣﺎﻧﯽ‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫.‪w‬‬ ‫1-1 ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن‬ ‫1-2 ﻣﺎﻣﻮرﯾﺖ‬ ‫1-3 ارزش ﻫﺎي ﺑﻨﯿﺎدﯾﻦ ﺳﺎزﻣﺎن‬ ‫‪ww‬‬ ‫1-4 ﭼﺸﻢ اﻧﺪاز‬ ‫1-5 ﺗﻌﯿﯿﻦ ﺷﮑﺎف ارزش‬ ‫1-6 ﺷﻨﺎﺳﺎﯾﯽ ﻣﻮﺿﻮﻋﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﺗﺤﻠﯿﻞ ﺧﺎرﺟﯽ‬ ‫• ﺗﺤﻠﯿﻞ داﺧﻠﯽ‬ ‫• ﺗﺤﻠﯿﻞ ‪SWOT‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫4‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫3‬ ‫‪BSC‬‬ ‫ﮔﺎم 1: ﺟﻤﻊﺑﻨﺪي‬ ‫ﺗﺼﻮﯾﺮ آﯾﻨﺪه ﺳﺎزﻣﺎن ﻣﺸﺨﺺ‬ ‫ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن اﺻﻠﯽ را‬ ‫ﺷﺪه‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﮐﻨﯿﺪ.‬ ‫‪m‬‬ ‫ﺑﯿﺎﻧﯿﻪﻫﺎي ﭼﺸﻢ اﻧﺪاز و ﻣﺎﻣﻮرﯾﺖ‬ ‫ﻣﺎﻣﻮرﯾﺖ، ﭼﺸﻢ اﻧﺪاز و ارزشﻫﺎ را‬ ‫ﺗﻬﯿﻪ ﺷﺪه‬ ‫ﺗﻌﺮﯾﻒ و ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪co‬‬ ‫ﻧﺘﺎﯾﺞ ‪ SWOT‬ﺑﻪ ﺻﻮرت ﺧﻼﺻﻪ:‬ ‫ﺳﺎزﻣﺎن را از دو زاوﯾﻪ دﯾﺪ داﺧﻠﯽ و‬ ‫ﻧﻘﺎط ﻗﻮت + ﻓﺮﺻﺖﻫﺎ =‬ ‫ﺧﺎرﺟﯽ ارزﯾﺎﺑﯽ ﮐﻨﯿﺪ.‬ ‫‪‬‬ ‫.‪iz‬‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ‬ ‫ﻧﻘﺎط ﺿﻌﻒ + ﺗﻬﺪﯾﺪات = ﮐﺎﺳﺘﯽﻫﺎ‬ ‫‪‬‬ ‫ﮐﺎﺳﺘﯽﻫﺎ و ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ را‬ ‫ﺗﻌﺮﯾﻒ و ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫5‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﺳﻮم‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم دوم: اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫6‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫4‬ ‫‪BSC‬‬ ‫ﮔﺎم 2: اﺳﺘﺮاﺗﮋي‬ ‫‪m‬‬ ‫‪co‬‬ ‫2-1. اﻟﮕﻮي ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫• ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي‬ ‫2-2. ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫7‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 2. ﺟﻤﻊﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻧﺘﯿﺠﻪ ﺟﺎﻣﻊ و ﮐﻼن اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﺘﯿﺠﻪ ﺟﺎﻣﻊ و ﮐﻼن ﻣﻨﺘﺞ از ﭼﺸﻢ‬ ‫.‪w‬‬ ‫ﺗﻌﯿﻦ ﺷﺪه‬ ‫اﻧﺪاز را ﺗﻮﺳﻌﻪ دﻫﯿﺪ‬ ‫ﻣﻨﺎﻇﺮ اﻧﺘﺨﺎب ﺷﺪه‬ ‫ﻣﻨﺎﻇﺮ را اﻧﺘﺨﺎب ﮐﻨﯿﺪ‬ ‫‪ww‬‬ ‫ﻧﯿﺎزﻫﺎي ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن را‬ ‫ﻧﯿﺎزﻫﺎي ﻣﺸﺘﺮري و ارزش ﺧﻠﻖ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﮐﻨﯿﺪ.‬ ‫ﺷﺪه ﺑﺮاي ﻣﺸﺘﺮي ﺗﺸﺮﯾﺢ ﺷﺪه‬ ‫ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮﯾﺎن را‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ ﺗﻮﺳﻌﻪ داده‬ ‫ﺗﻌﯿﯿﻦ دﻫﯿﺪ.‬ ‫ﺷﺪه‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋي را ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪www.AliVahedidiz.com‬‬ ‫8‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫5‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ ﭼﻬﺎرم‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﮔﺎم ﺳﻮم: اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫9‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 3: اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫3-1 درك ﻣﻔﻬﻮم اﻫﺪاف و ﭼﮕﻮﻧﮕﯽ ﺗﻮﺳﻌﻪ آﻧﻬﺎ‬ ‫3-2 ﺗﻮﺳﻌﻪ اﻫﺪاف ﺑﺮاي ﻫﺮ ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋي‬ ‫3-3 ﻣﺴﺘﻨﺪﺳﺎزي ﮐﻠﯿﻪ ﻋﻨﺎﺻﺮ ﻫﺮ ﻫﺪف‬ ‫3-4 اﺳﺘﺨﺮاج ﻧﺘﺎﯾﺞ ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪www.AliVahedidiz.com‬‬ ‫01‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫6‬ ‫‪BSC‬‬ ‫ﮔﺎم 3: ﺟﻤﻊﺑﻨﺪي‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋي ﺗﺒﯿﯿﻦ ﺷﺪه‬ ‫ﺗﺪوﯾﻦ اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﺗﻔﺴﯿﺮ ﻫﺮ ﯾﮏ از اﻫﺪاف ﻣﺴﺘﻨﺪ‬ ‫ﺗﻬﯿﻪ ﺗﻔﺴﯿﺮ اﻫﺪاف )ﭘﺎراﮔﺮاﻓﯽ‬ ‫ﺷﺪه‬ ‫‪m‬‬ ‫ﻫﺮ ﯾﮏ از اﻫﺪاف در ﻣﻨﺎﻇﺮ و‬ ‫ﮐﻮﺗﺎه در ﻣﻮرد ﻫﺴﺖ ﻫﺎ و ﻧﯿﺴﺖ‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ دﺳﺘﻪ ﺑﻨﺪي‬ ‫ﻫﺎي ﻫﺮ ﻫﺪف(‬ ‫‪co‬‬ ‫ﺷﺪه‬ ‫ﻗﺮاردادن اﻫﺪاف در ﻫﺮ ﻣﻀﻤﻮن‬ ‫ﻧﺘﺎﯾﺞ اﺳﺘﺮاﺗﮋﯾﮏ ﺗﻌﯿﯿﻦ ﺷﺪه‬ ‫اﺳﺘﺮاﺗﮋي و ﻣﻨﺎﻇﺮ‬ ‫اﺳﺘﺨﺮاج ﻧﺘﺎﯾﺞ ﻫﺮ ﯾﮏ از ﻣﻀﺎﻣﯿﻦ‬ ‫.‪iz‬‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫11‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﭘﻨﺠﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﭼﻬﺎرم : ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫21‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫7‬ ‫‪BSC‬‬ ‫ﮔﺎم 4: ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫‪m‬‬ ‫‪co‬‬ ‫اﯾﺠﺎد رواﺑﻂ ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﺑﻪ ﻣﻨﻈﻮر ﺗﻬﯿﻪ ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫31‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 4: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﺗﺒﯿﯿﻦ ارﺗﺒﺎﻃﺎت ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﻣﯿﺎن‬ ‫ﺑﺎ ﺗﻌﯿﯿﻦ رواﺑﻂ ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﺑﯿﻦ‬ ‫.‪w‬‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ، زﻧﺠﯿﺮه ارزش‬ ‫ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي را ﻧﻤﺎﯾﺶ‬ ‫ﺣﺼﻮل ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن‬ ‫‪ww‬‬ ‫دﻫﯿﺪ.‬ ‫ﺷﺮﮐﺖ از ﻃﺮﯾﻖ ﺗﺠﻤﯿﻊ ﻧﻘﺸﻪ ﻫﺎي‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن را اﯾﺠﺎد‬ ‫ﮐﻨﯿﺪ.‬ ‫ﺗﺼﻮﯾﺐ ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن‬ ‫ﺳﺎزﻣﺎن ﺗﻮﺳﻂ ﻻﯾﻪ رﻫﺒﺮي ﺳﺎزﻣﺎن‬ ‫‪www.AliVahedidiz.com‬‬ ‫41‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
8 BSC ‫ﻓﺼﻞ ﺷﺸﻢ‬ m co ‫ﮔﺎم ﭘﻨﺠﻢ: ﺷﺎﺧﺺﻫﺎي‬ iz. ‫ﻋﻤﻠﮑﺮدي‬ iD www.AliVahedidiz.com 15 ed ah ‫ﮔﺎم 5: ﺷﺎﺧﺺﻫﺎي ﻋﻤﻠﮑﺮدي‬ liV BSC A w. ww ‫5-1. ﺷﺎﺧﺺﻫﺎي ﻋﻤﻠﮑﺮدي‬ ‫ﯽ‬‫5-2. ﺗﻌﯿﯿﻦ اﻫﺪاف ﮐﻤ‬ ‫5-3. ﺗﻌﯿﯿﻦ ﻣﺒﻨﺎ‬ ‫5-4. ﺗﻌﯿﯿﻦ ﺣﺪود ﮐﻨﺘﺮل‬ www.AliVahedidiz.com 16 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
‫9‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ 5: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺷﺎﺧﺼﻬﺎي ﻋﻤﻠﮑﺮدي و اﻫﺪاف ﮐﻤ‪‬ﯽ آﻧﻬﺎ‬ ‫ﯾﮏ ﯾﺎ ﭼﻨﺪ ﺷﺎﺧﺺ ﺑﺮاي ﻫﺮ ﻫﺪف ﺗﻮﺳﻌﻪ‬ ‫ﺑﺮاي ﻫﺮ ﻫﺪف‬ ‫دﻫﯿﺪ.‬ ‫‪m‬‬ ‫ﻣﺠﻤﻮﻋﻪ ﻣﺘﻮازﻧﯽ از ﺷﺎﺧﺼﻬﺎي ﮐﻠﯿﺪي‬ ‫اﻫﺪاف ﮐﻤ‪‬ﯽ و ﺣﺪود ﮐﻨﺘﺮل ﻫﺮ ﺷﺎﺧﺺ را‬ ‫ﻋﻤﻠﮑﺮد‬ ‫ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪co‬‬ ‫ﻣﻘﺎدﯾﺮ ﻣﺒﻨﺎي ﻫﺮ ﺷﺎﺧﺺ ﻋﻤﻠﮑﺮد‬ ‫ﻣﻘﺎدﯾﺮ ﻣﺒﻨﺎي ﻫﺮ ﺷﺎﺧﺺ را ﺗﻌﯿﯿﻦ‬ ‫ﺑﺮﻧﺎﻣﻪ ﻫﺎي اﻟﮕﻮﺑﺮداري‬ ‫ﻧﻤﺎﯾﯿﺪ.‬ ‫.‪iz‬‬ ‫ﺣﺪود ﮐﻨﺘﺮل ﺑﺎﻻ و ﭘﺎﯾﯿﻦ ﺑﺮاي ﻫﺮ ﺷﺎﺧﺺ‬ ‫اﻃﻼﻋﺎت و داده ﻫﺎي ﻣﺮﺑﻮط ﺑﻪ ﻫﺮ‬ ‫ﻋﻤﻠﮑﺮد‬ ‫ﺷﺎﺧﺺ را در ﺷﻨﺎﺳﻨﺎﻣﻪ ﻫﺮ ﺷﺎﺧﺺ ﺛﺒﺖ‬ ‫ﻧﻤﺎﯾﯿﺪ.‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫71‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﻫﻔﺘﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﺷﺸﻢ: اﻗﺪاﻣﺎت اﺑﺘﮑﺎري‬ ‫‪www.AliVahedidiz.com‬‬ ‫81‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫01‬ ‫‪BSC‬‬ ‫ﮔﺎم 6: اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪m‬‬ ‫‪co‬‬ ‫6-1. درك ﭼﮕﻮﻧﮕﯽ ﺗﻮﺳﻌﻪ اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫6-2. اﻧﺘﺨﺎب و اوﻟﻮﯾﺖ ﺑﻨﺪي اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫6-3. ﺗﺄﻣﯿﻦ ﻣﻨﺎﺑﻊ ﻣﺎﻟﯽ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪iD‬‬ ‫6-4. ﭘﺎﺳﺨﮕﻮﯾﯽ در ﺑﺮاﺑﺮ اﺟﺮاي اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫91‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 6: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻣﻌﯿﺎرﻫﺎي رﺗﺒﻪ ﺑﻨﺪي ﺷﺪه‬ ‫ﺗﻌﯿﯿﻦ اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ ﺟﺪﯾﺪ‬ ‫.‪w‬‬ ‫ﻟﯿﺴﺖ اﻟﻮﯾﺖ ﺑﻨﺪي ﺷﺪه اﺑﺘﮑﺎرات‬ ‫ﺑﺎﻟﻘﻮه‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ ﺟﺪﯾﺪ‬ ‫ﺗﻌﯿﯿﻦ ﻣﻌﯿﺎرﻫﺎي اﻧﺘﺨﺎب ﺑﺮاي ﻫﺮ‬ ‫‪ww‬‬ ‫ﺗﻌﯿﯿﻦ ﻣﺘﻮﻟﯿﺎن و زﻣﺎﻧﺒﻨﺪي اﺟﺮاي‬ ‫اﺑﺘﮑﺎر اﺳﺘﺮاﺗﮋﯾﮏ: ﻫﺰﯾﻨﻪ، زﻣﺎن، ﺗﺎﺛﯿﺮ‬ ‫ﭘﺮوژه ﻫﺎ و دﺳﺘﺎوردﻫﺎي ﻣﻮرد اﻧﺘﻈﺎر‬ ‫ﺑﺮ اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ، رﯾﺴﮏ، ارزش‬ ‫آﻧﻬﺎ‬ ‫ﮐﺴﺐ ﺷﺪه و ﺗﻮﺻﯿﻪ ﻫﺎ‬ ‫ﺗﮑﻤﯿﻞ ﻓﺮم ﺷﻨﺎﺳﻨﺎﻣﻪ ﻫﺮ ﯾﮏ از‬ ‫اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪www.AliVahedidiz.com‬‬ ‫02‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
11 BSC ‫ﻣﻮﻧﺘﺎژ ﮐﺎرت اﻣﺘﯿﺎزي‬ m co iz. iD www.AliVahedidiz.com 21 ed ah liV BSC A w. ww www.AliVahedidiz.com 22 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
12 BSC m co iz. iD www.AliVahedidiz.com 23 ed ah liV BSC A w. ww www.AliVahedidiz.com 24 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
13 BSC ‫ﻓﺼﻞ ﻫﺸﺘﻢ‬ m co iz. iD ‫ﮔﺎم ﻫﻔﺘﻢ: اﺗﻮﻣﺎﺳﯿﻮن‬ www.AliVahedidiz.com 25 ed ah BSC ‫ﮔﺎم 7: اﺗﻮﻣﺎﺳﯿﻮن‬ liV BSC A w. ww ‫7-1. ﻧﺮم اﻓﺰار‬ ‫7-2. ﮔﺰارش دﻫﯽ ﻋﻤﻠﮑﺮد‬ ‫7-3. ﺗﺴﻬﯿﻢ داﻧﺶ‬ www.AliVahedidiz.com 26 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
‫41‬ ‫‪BSC‬‬ ‫ﮔﺎم 7: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺟﻤﻊ آوري داه ﻫﺎي ﮐﻤ‪‬ﯽ‬ ‫ﺟﻤﻊ آوري داده ﻫﺎي ﮐﻤﯽ‬ ‫ﺗﺒﺪﯾﻞ داده ﻫﺎ ﺑﻪ اﻃﻼﻋﺎت ﻣﻨﺎﺳﺐ‬ ‫ﺗﺒﺪﯾﻞ داده ﻫﺎ ﺑﻪ اﻃﻼﻋﺎت‬ ‫‪m‬‬ ‫ارزﯾﺎﺑﯽ اﻧﺘﺨﺎﺑﻬﺎي ﻣﺨﺘﻠﻒ ﺳﯿﺴﺘﻢ‬ ‫اﻧﺘﺨﺎب ﯾﮏ ﺳﯿﺴﺘﻢ ﻧﺮم اﻓﺰاري‬ ‫اﻃﻼﻋﺎﺗﯽ و اﻧﺘﺨﺎب ﯾﮑﯽ از آﻧﻬﺎ‬ ‫ﻣﮑﺎﻧﯿﺰه ﮐﺮدن داده ﻫﺎ‬ ‫‪co‬‬ ‫ﻣﮑﺎﻧﯿﺰه ﮐﺮدن داده ﻫﺎي ﻋﻤﻠﮑﺮدي‬ ‫ﺗﺒﺎدل ﮔﺰارﺷﺎت ﻋﻤﻠﮑﺮد ﺑﺎ‬ ‫ﺗﺒﺎدل اﻃﻼﻋﺎت ﻋﻤﻠﮑﺮدي ﺑﺎ ﺗﺼﻤﯿﻢ‬ ‫ﺗﺼﻤﯿﻢ ﮔﯿﺮﻧﺪﮔﺎن‬ ‫.‪iz‬‬ ‫ﮔﯿﺮان ﺑﻪ ﺻﻮرت ﺗﺼﻮﯾﺮي‬ ‫ﺑﻬﺮه ﮔﯿﺮي از اﻃﻼﻋﺎت ﺑﺮاي ﺗﻮﻟﯿﺪ‬ ‫ﺑﮑﺎرﮔﯿﺮي اﻃﻼﻋﺎت ﺑﺮاي اﯾﺠﺎد داﻧﺶ‬ ‫داﻧﺶ‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫72‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﻧﻬﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﻫﺸﺘﻢ: ﺷﮑﺴﺖ آﺑﺸﺎري‬ ‫‪www.AliVahedidiz.com‬‬ ‫82‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫51‬ ‫‪BSC‬‬ ‫ﮔﺎم 8: ﺷﮑﺴﺖ آﺑﺸﺎري‬ ‫‪m‬‬ ‫8-1. ﻫﻤﺴﻮﺳﺎزي‬ ‫‪co‬‬ ‫8-2. ﻫﻤﺴﻮﺳﺎزي واﺣﺪﻫﺎي ﮐﺴﺐ و ﮐﺎر‬ ‫.‪iz‬‬ ‫8-3. ﻫﻤﺴﻮﺳﺎزي واﺣﺪﻫﺎي ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫8-4. ﻫﻤﺴﻮﺳﺎزي ﮐﺎرﮐﻨﺎن‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫92‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 8: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫اﻃﻼع رﺳﺎﻧﯽ ﺑﺮﻧﺎﻣﻪ ﻫﺎي ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﺗﺒﺎدل ﺑﺮﻧﺎﻣﻪ ﻫﺎي ‪ BSC‬ﺑﺎ ﺳﺎزﻣﺎن‬ ‫.‪w‬‬ ‫در ﺳﻄﺢ ﺳﺎزﻣﺎن‬ ‫ﺗﺴﺮّي و ﮔﺴﺘﺮش ﻫﻤﺴﻮﺳﺎزي ﺳﺎزﻣﺎﻧﯽ‬ ‫ﻫﻤﺴﻮ ﺳﺎزي ﻋﻨﺎﺻﺮ ﺳﺎزﻣﺎن‬ ‫ﺗﺪوﯾﻦ ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي واﺣﺪﻫﺎي‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي واﺣﺪﻫﺎي ﮐﺴﺐ و ﮐﺎر‬ ‫ﮐﺴﺐ و ﮐﺎر و ﭘﺸﺘﯿﺒﺎن )ﻻﯾﻪ دوم(‬ ‫‪ww‬‬ ‫و واﺣﺪﻫﺎي ﭘﺸﺘﯿﺒﺎن )ﻻﯾﻪ 2(‬ ‫ﺗﺪوﯾﻦ ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي ﺗﯿﻢ ﻫﺎ و اﻓﺮاد‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي ﺗﯿﻢ ﻫﺎ و اﻓﺮاد )ﻻﯾﻪ‬ ‫)ﻻﯾﻪ ﺳﻮم(‬ ‫3(‬ ‫ﺗﻬﯿﻪ ﺑﺮﻧﺎﻣﻪ ﻫﺎي اﻧﮕﯿﺰﺷﯽ و ﺗﺸﻮﯾﻘﯽ‬ ‫ﺗﻮﺳﻌﻪ ﻃﺮح اﻧﮕﯿﺰﺷﯽ و ﺗﺸﻮﯾﻘﯽ‬ ‫‪www.AliVahedidiz.com‬‬ ‫03‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
16 BSC ‫ﻓﺼﻞ دﻫﻢ‬ m co ‫ﮔﺎم ﻧﻬﻢ: ارزﯾﺎﺑﯽ و ﺑﺎزﻧﮕﺮي‬ iz. iD www.AliVahedidiz.com 31 ed ah ‫ﮔﺎم 9: ارزﯾﺎﺑﯽ و ﺑﺎزﻧﮕﺮي‬ liV BSC A w. ‫9-1. ﻧﺘﺎﯾﺞ ﻋﻤﻠﮑﺮد‬ ww ‫9-2. ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋي ﻫﺎ‬ www.AliVahedidiz.com 32 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
‫71‬ ‫‪BSC‬‬ ‫ﮔﺎم 9: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺑﺎزﺧﻮرد از آن ﮐﺎرﻫﺎﯾﯽ ﮐﻪ ﺧﻮب ﻋﻤﻞ‬ ‫اﻧﺠﺎم ﺑﺎزﻧﮕﺮيﻫﺎي رﺳﻤﯽ در ﻧﺘﺎﯾﺞ ﮐﺴﺐ‬ ‫ﻣﯽﮐﻨﻨﺪ و ﻣﻮاردي ﮐﻪ ﻧﯿﺎز ﺑﻪ ﺗﻐﯿﯿﺮ دارﻧﺪ.‬ ‫ﺷﺪه )در ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋي و ﻣﻨﻈﺮﻫﺎ(‬ ‫ﺑﺮﻧﺎﻣﻪ ﻫﺎي رﺳﻤﯽ ﺑﺮاي اﯾﺠﺎد ﺗﻐﯿﯿﺮات‬ ‫ﺗﺠﺰﯾﻪ و ﺗﺤﻠﯿﻞ در ﻧﺘﺎﯾﺞ ﺳﺎزﻣﺎن‬ ‫‪m‬‬ ‫ﺗﻌﺮﯾﻒ اﻗﺪاﻣﺎت و اﺑﺘﮑﺎرات ﺟﺪﯾﺪ‬ ‫ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋيﻫﺎ و اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫در ﺻﻮرت ﻟﺰوم‬ ‫‪co‬‬ ‫اﯾﺠﺎد ﺗﻌﻬﺪ در ﺳﺎزﻣﺎن ﺑﻪ ﺻﻮرت ﻣﺴﺘﻤﺮ‬ ‫ﺑﺮوزآوري ﺷﺎﺧﺼﻬﺎي ﻋﻤﻠﮑﺮدي ﺑﻪ ﻣﻨﻈﻮر‬ ‫اﻧﻌﮑﺎس ﯾﺎدﮔﯿﺮي ﻫﺎ‬ ‫.‪iz‬‬ ‫ﺗﻐﯿﯿﺮ در ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي و ﻋﻤﻠﮑﺮدﻫﺎ‬ ‫ﺗﻐﯿﯿﺮ در ﺷﺎﺧﺼﻬﺎ و اﻗﺪاﻣﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫در ﺻﻮرت ﻟﺰوم‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫33‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫اﻃﻼﻋﺎت ﺗﻤﺎس‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫,‪Name: Ali Vahedi‬‬ ‫‪MSc, PgMP, PMP, RMP, SP, BSC BB, EBCL A‬‬ ‫‪A‬‬ ‫:‪Email‬‬ ‫‪3avahedi@gmail.com , Vahedi@RSRastak.com‬‬ ‫.‪w‬‬ ‫:‪Web Site‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.RSRastak.com‬‬ ‫‪ww‬‬ ‫!‪Good Luck‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫43‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬

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Ali Vahedi BSC Course V6- snapshot

  • 1. ‫1‬ ‫‪m‬‬ ‫‪co‬‬ ‫‪BSC‬‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﻣﺪرس‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ارﺷﺪ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﺗﺮﺑﯿﺖ ﻣﺪرس‬ ‫‪A‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﻋﻠﻢ و ﺻﻨﻌﺖ اﯾﺮان‬ ‫داراي ﻣﺪرك ‪ RMP ، PMP ،PgMP‬و ‪ SP‬از ﻣﺆﺳﺴﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪(PMI‬‬ ‫ﻋﻀﻮ ﻓﻌﺎل ﺳﺎزﻣﺎن ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪(PMI‬‬ ‫.‪w‬‬ ‫ﻋﻀﻮ ﺗﯿﻢ ﺗﻬﯿﻪ و ﺗﺪوﯾﻦ وﯾﺮاﯾﺶ 8002 اﺳﺘﺎﻧﺪارد ‪ PMBOK‬و ‪Portfolio Management‬‬ ‫ﻣﺆﻟﻒ اوﻟﯿﻦ ﮐﺘﺎب ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه ﺑﺎ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ارزش ﮐﺴﺐ ﺷﺪه در اﯾﺮان‬ ‫ﺳﺎﺑﻘﻪ ﺗﺪرﯾﺲ ﺑﯿﺶ از 002 دوره آﻣﻮزﺷﯽ در ﺳﺎزﻣﺎﻧﻬﺎ و ﺻﻨﺎﯾﻊ ﻣﺨﺘﻠﻒ‬ ‫‪ww‬‬ ‫ﭘﺮورش ﺑﯿﺶ از 082 ﻣﺪﯾﺮ ﭘﺮوژه ﺣﺮﻓﻪ اي )‪ (PMP‬در اﯾﺮان‬ ‫ﭘﺮورش ﺑﯿﺶ از 07 دﺳﺘﯿﺎر ﺣﺮﻓﻪ اي ﻣﺪﯾﺮ ﭘﺮوژه )‪ (IPMA Level D‬در اﯾﺮان‬ ‫31ﺳﺎل ﺗﺠﺮﺑﻪ در زﻣﯿﻨﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه و ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋﯾﻬﺎ )ﻫﻮﺷﯿﻦ و ‪(BSC‬‬ ‫داراي ﮐﻤﺮﺑﻨﺪ ﻣﺸﮑﯽ ‪ BSC‬و ﮔﻮاﻫﯿﻨﺎﻣﻪ ﺗﺮﺑﯿﺖ ﻣﺪرس ‪ BSC‬از ﻣﻮﺳﺴﻪ ‪ BSC‬آﻣﺮﯾﮑﺎ‬ ‫ارزﯾﺎب ﺟﺎﯾﺰه ﻣﻠﯽ ﺗﻌﺎﻟﯽ ﺳﺎزﻣﺎﻧﯽ )‪(EFQM‬‬ ‫ﻣﺪﯾﺮ ﭘﺮوژه ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋي، ﻣﺪﯾﺮ ﭘﺮوژه اﺣﺪاث ﻣﺠﻤﻮﻋﻪ ورزﺷﯽ، ﻣﺪﯾﺮ ﻃﺮح و‬ ‫ﺑﺮﻧﺎﻣﻪ ﺷﺮﮐﺖ ﺳﺎﭘﮑﻮ و ﻣﺸﺎور ﻗﺎﺋﻢ ﻣﻘﺎم ارﺷﺪ ﻣﺪﯾﺮﻋﺎﻣﻞ اﯾﺮان ﺧﻮدرو.‬ ‫‪www.AliVahedidiz.com‬‬ ‫2‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 2. ‫2‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ دوم‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﮔﺎم اول : ارزﯾﺎﺑﯽ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫3‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 1: ارزﯾﺎﺑﯽ ﺳﺎزﻣﺎﻧﯽ‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫.‪w‬‬ ‫1-1 ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن‬ ‫1-2 ﻣﺎﻣﻮرﯾﺖ‬ ‫1-3 ارزش ﻫﺎي ﺑﻨﯿﺎدﯾﻦ ﺳﺎزﻣﺎن‬ ‫‪ww‬‬ ‫1-4 ﭼﺸﻢ اﻧﺪاز‬ ‫1-5 ﺗﻌﯿﯿﻦ ﺷﮑﺎف ارزش‬ ‫1-6 ﺷﻨﺎﺳﺎﯾﯽ ﻣﻮﺿﻮﻋﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﺗﺤﻠﯿﻞ ﺧﺎرﺟﯽ‬ ‫• ﺗﺤﻠﯿﻞ داﺧﻠﯽ‬ ‫• ﺗﺤﻠﯿﻞ ‪SWOT‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫4‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 3. ‫3‬ ‫‪BSC‬‬ ‫ﮔﺎم 1: ﺟﻤﻊﺑﻨﺪي‬ ‫ﺗﺼﻮﯾﺮ آﯾﻨﺪه ﺳﺎزﻣﺎن ﻣﺸﺨﺺ‬ ‫ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن اﺻﻠﯽ را‬ ‫ﺷﺪه‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﮐﻨﯿﺪ.‬ ‫‪m‬‬ ‫ﺑﯿﺎﻧﯿﻪﻫﺎي ﭼﺸﻢ اﻧﺪاز و ﻣﺎﻣﻮرﯾﺖ‬ ‫ﻣﺎﻣﻮرﯾﺖ، ﭼﺸﻢ اﻧﺪاز و ارزشﻫﺎ را‬ ‫ﺗﻬﯿﻪ ﺷﺪه‬ ‫ﺗﻌﺮﯾﻒ و ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪co‬‬ ‫ﻧﺘﺎﯾﺞ ‪ SWOT‬ﺑﻪ ﺻﻮرت ﺧﻼﺻﻪ:‬ ‫ﺳﺎزﻣﺎن را از دو زاوﯾﻪ دﯾﺪ داﺧﻠﯽ و‬ ‫ﻧﻘﺎط ﻗﻮت + ﻓﺮﺻﺖﻫﺎ =‬ ‫ﺧﺎرﺟﯽ ارزﯾﺎﺑﯽ ﮐﻨﯿﺪ.‬ ‫‪‬‬ ‫.‪iz‬‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ‬ ‫ﻧﻘﺎط ﺿﻌﻒ + ﺗﻬﺪﯾﺪات = ﮐﺎﺳﺘﯽﻫﺎ‬ ‫‪‬‬ ‫ﮐﺎﺳﺘﯽﻫﺎ و ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ را‬ ‫ﺗﻌﺮﯾﻒ و ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫5‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﺳﻮم‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم دوم: اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫6‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 4. ‫4‬ ‫‪BSC‬‬ ‫ﮔﺎم 2: اﺳﺘﺮاﺗﮋي‬ ‫‪m‬‬ ‫‪co‬‬ ‫2-1. اﻟﮕﻮي ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫• ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي‬ ‫2-2. ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫7‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 2. ﺟﻤﻊﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻧﺘﯿﺠﻪ ﺟﺎﻣﻊ و ﮐﻼن اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﺘﯿﺠﻪ ﺟﺎﻣﻊ و ﮐﻼن ﻣﻨﺘﺞ از ﭼﺸﻢ‬ ‫.‪w‬‬ ‫ﺗﻌﯿﻦ ﺷﺪه‬ ‫اﻧﺪاز را ﺗﻮﺳﻌﻪ دﻫﯿﺪ‬ ‫ﻣﻨﺎﻇﺮ اﻧﺘﺨﺎب ﺷﺪه‬ ‫ﻣﻨﺎﻇﺮ را اﻧﺘﺨﺎب ﮐﻨﯿﺪ‬ ‫‪ww‬‬ ‫ﻧﯿﺎزﻫﺎي ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن را‬ ‫ﻧﯿﺎزﻫﺎي ﻣﺸﺘﺮري و ارزش ﺧﻠﻖ‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﮐﻨﯿﺪ.‬ ‫ﺷﺪه ﺑﺮاي ﻣﺸﺘﺮي ﺗﺸﺮﯾﺢ ﺷﺪه‬ ‫ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮﯾﺎن را‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ ﺗﻮﺳﻌﻪ داده‬ ‫ﺗﻌﯿﯿﻦ دﻫﯿﺪ.‬ ‫ﺷﺪه‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋي را ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪www.AliVahedidiz.com‬‬ ‫8‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 5. ‫5‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ ﭼﻬﺎرم‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﮔﺎم ﺳﻮم: اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫9‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 3: اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫3-1 درك ﻣﻔﻬﻮم اﻫﺪاف و ﭼﮕﻮﻧﮕﯽ ﺗﻮﺳﻌﻪ آﻧﻬﺎ‬ ‫3-2 ﺗﻮﺳﻌﻪ اﻫﺪاف ﺑﺮاي ﻫﺮ ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋي‬ ‫3-3 ﻣﺴﺘﻨﺪﺳﺎزي ﮐﻠﯿﻪ ﻋﻨﺎﺻﺮ ﻫﺮ ﻫﺪف‬ ‫3-4 اﺳﺘﺨﺮاج ﻧﺘﺎﯾﺞ ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪www.AliVahedidiz.com‬‬ ‫01‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 6. ‫6‬ ‫‪BSC‬‬ ‫ﮔﺎم 3: ﺟﻤﻊﺑﻨﺪي‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋي ﺗﺒﯿﯿﻦ ﺷﺪه‬ ‫ﺗﺪوﯾﻦ اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﺗﻔﺴﯿﺮ ﻫﺮ ﯾﮏ از اﻫﺪاف ﻣﺴﺘﻨﺪ‬ ‫ﺗﻬﯿﻪ ﺗﻔﺴﯿﺮ اﻫﺪاف )ﭘﺎراﮔﺮاﻓﯽ‬ ‫ﺷﺪه‬ ‫‪m‬‬ ‫ﻫﺮ ﯾﮏ از اﻫﺪاف در ﻣﻨﺎﻇﺮ و‬ ‫ﮐﻮﺗﺎه در ﻣﻮرد ﻫﺴﺖ ﻫﺎ و ﻧﯿﺴﺖ‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ دﺳﺘﻪ ﺑﻨﺪي‬ ‫ﻫﺎي ﻫﺮ ﻫﺪف(‬ ‫‪co‬‬ ‫ﺷﺪه‬ ‫ﻗﺮاردادن اﻫﺪاف در ﻫﺮ ﻣﻀﻤﻮن‬ ‫ﻧﺘﺎﯾﺞ اﺳﺘﺮاﺗﮋﯾﮏ ﺗﻌﯿﯿﻦ ﺷﺪه‬ ‫اﺳﺘﺮاﺗﮋي و ﻣﻨﺎﻇﺮ‬ ‫اﺳﺘﺨﺮاج ﻧﺘﺎﯾﺞ ﻫﺮ ﯾﮏ از ﻣﻀﺎﻣﯿﻦ‬ ‫.‪iz‬‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫11‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﭘﻨﺠﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﭼﻬﺎرم : ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫21‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 7. ‫7‬ ‫‪BSC‬‬ ‫ﮔﺎم 4: ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫‪m‬‬ ‫‪co‬‬ ‫اﯾﺠﺎد رواﺑﻂ ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﺑﻪ ﻣﻨﻈﻮر ﺗﻬﯿﻪ ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫.‪iz‬‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫31‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 4: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﺗﺒﯿﯿﻦ ارﺗﺒﺎﻃﺎت ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﻣﯿﺎن‬ ‫ﺑﺎ ﺗﻌﯿﯿﻦ رواﺑﻂ ﻋﻠّﯽ ﻣﻌﻠﻮﻟﯽ ﺑﯿﻦ‬ ‫.‪w‬‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ، زﻧﺠﯿﺮه ارزش‬ ‫ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي را ﻧﻤﺎﯾﺶ‬ ‫ﺣﺼﻮل ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن‬ ‫‪ww‬‬ ‫دﻫﯿﺪ.‬ ‫ﺷﺮﮐﺖ از ﻃﺮﯾﻖ ﺗﺠﻤﯿﻊ ﻧﻘﺸﻪ ﻫﺎي‬ ‫ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن را اﯾﺠﺎد‬ ‫ﮐﻨﯿﺪ.‬ ‫ﺗﺼﻮﯾﺐ ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي ﺳﻄﺢ ﮐﻼن‬ ‫ﺳﺎزﻣﺎن ﺗﻮﺳﻂ ﻻﯾﻪ رﻫﺒﺮي ﺳﺎزﻣﺎن‬ ‫‪www.AliVahedidiz.com‬‬ ‫41‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 8. 8 BSC ‫ﻓﺼﻞ ﺷﺸﻢ‬ m co ‫ﮔﺎم ﭘﻨﺠﻢ: ﺷﺎﺧﺺﻫﺎي‬ iz. ‫ﻋﻤﻠﮑﺮدي‬ iD www.AliVahedidiz.com 15 ed ah ‫ﮔﺎم 5: ﺷﺎﺧﺺﻫﺎي ﻋﻤﻠﮑﺮدي‬ liV BSC A w. ww ‫5-1. ﺷﺎﺧﺺﻫﺎي ﻋﻤﻠﮑﺮدي‬ ‫ﯽ‬‫5-2. ﺗﻌﯿﯿﻦ اﻫﺪاف ﮐﻤ‬ ‫5-3. ﺗﻌﯿﯿﻦ ﻣﺒﻨﺎ‬ ‫5-4. ﺗﻌﯿﯿﻦ ﺣﺪود ﮐﻨﺘﺮل‬ www.AliVahedidiz.com 16 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
  • 9. ‫9‬ ‫‪BSC‬‬ ‫ﻓﺼﻞ 5: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺷﺎﺧﺼﻬﺎي ﻋﻤﻠﮑﺮدي و اﻫﺪاف ﮐﻤ‪‬ﯽ آﻧﻬﺎ‬ ‫ﯾﮏ ﯾﺎ ﭼﻨﺪ ﺷﺎﺧﺺ ﺑﺮاي ﻫﺮ ﻫﺪف ﺗﻮﺳﻌﻪ‬ ‫ﺑﺮاي ﻫﺮ ﻫﺪف‬ ‫دﻫﯿﺪ.‬ ‫‪m‬‬ ‫ﻣﺠﻤﻮﻋﻪ ﻣﺘﻮازﻧﯽ از ﺷﺎﺧﺼﻬﺎي ﮐﻠﯿﺪي‬ ‫اﻫﺪاف ﮐﻤ‪‬ﯽ و ﺣﺪود ﮐﻨﺘﺮل ﻫﺮ ﺷﺎﺧﺺ را‬ ‫ﻋﻤﻠﮑﺮد‬ ‫ﺗﻌﯿﯿﻦ ﮐﻨﯿﺪ.‬ ‫‪co‬‬ ‫ﻣﻘﺎدﯾﺮ ﻣﺒﻨﺎي ﻫﺮ ﺷﺎﺧﺺ ﻋﻤﻠﮑﺮد‬ ‫ﻣﻘﺎدﯾﺮ ﻣﺒﻨﺎي ﻫﺮ ﺷﺎﺧﺺ را ﺗﻌﯿﯿﻦ‬ ‫ﺑﺮﻧﺎﻣﻪ ﻫﺎي اﻟﮕﻮﺑﺮداري‬ ‫ﻧﻤﺎﯾﯿﺪ.‬ ‫.‪iz‬‬ ‫ﺣﺪود ﮐﻨﺘﺮل ﺑﺎﻻ و ﭘﺎﯾﯿﻦ ﺑﺮاي ﻫﺮ ﺷﺎﺧﺺ‬ ‫اﻃﻼﻋﺎت و داده ﻫﺎي ﻣﺮﺑﻮط ﺑﻪ ﻫﺮ‬ ‫ﻋﻤﻠﮑﺮد‬ ‫ﺷﺎﺧﺺ را در ﺷﻨﺎﺳﻨﺎﻣﻪ ﻫﺮ ﺷﺎﺧﺺ ﺛﺒﺖ‬ ‫ﻧﻤﺎﯾﯿﺪ.‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫71‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﻫﻔﺘﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﺷﺸﻢ: اﻗﺪاﻣﺎت اﺑﺘﮑﺎري‬ ‫‪www.AliVahedidiz.com‬‬ ‫81‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 10. ‫01‬ ‫‪BSC‬‬ ‫ﮔﺎم 6: اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪m‬‬ ‫‪co‬‬ ‫6-1. درك ﭼﮕﻮﻧﮕﯽ ﺗﻮﺳﻌﻪ اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫6-2. اﻧﺘﺨﺎب و اوﻟﻮﯾﺖ ﺑﻨﺪي اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫6-3. ﺗﺄﻣﯿﻦ ﻣﻨﺎﺑﻊ ﻣﺎﻟﯽ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪iD‬‬ ‫6-4. ﭘﺎﺳﺨﮕﻮﯾﯽ در ﺑﺮاﺑﺮ اﺟﺮاي اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫91‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 6: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻣﻌﯿﺎرﻫﺎي رﺗﺒﻪ ﺑﻨﺪي ﺷﺪه‬ ‫ﺗﻌﯿﯿﻦ اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ ﺟﺪﯾﺪ‬ ‫.‪w‬‬ ‫ﻟﯿﺴﺖ اﻟﻮﯾﺖ ﺑﻨﺪي ﺷﺪه اﺑﺘﮑﺎرات‬ ‫ﺑﺎﻟﻘﻮه‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ ﺟﺪﯾﺪ‬ ‫ﺗﻌﯿﯿﻦ ﻣﻌﯿﺎرﻫﺎي اﻧﺘﺨﺎب ﺑﺮاي ﻫﺮ‬ ‫‪ww‬‬ ‫ﺗﻌﯿﯿﻦ ﻣﺘﻮﻟﯿﺎن و زﻣﺎﻧﺒﻨﺪي اﺟﺮاي‬ ‫اﺑﺘﮑﺎر اﺳﺘﺮاﺗﮋﯾﮏ: ﻫﺰﯾﻨﻪ، زﻣﺎن، ﺗﺎﺛﯿﺮ‬ ‫ﭘﺮوژه ﻫﺎ و دﺳﺘﺎوردﻫﺎي ﻣﻮرد اﻧﺘﻈﺎر‬ ‫ﺑﺮ اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ، رﯾﺴﮏ، ارزش‬ ‫آﻧﻬﺎ‬ ‫ﮐﺴﺐ ﺷﺪه و ﺗﻮﺻﯿﻪ ﻫﺎ‬ ‫ﺗﮑﻤﯿﻞ ﻓﺮم ﺷﻨﺎﺳﻨﺎﻣﻪ ﻫﺮ ﯾﮏ از‬ ‫اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫‪www.AliVahedidiz.com‬‬ ‫02‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 11. 11 BSC ‫ﻣﻮﻧﺘﺎژ ﮐﺎرت اﻣﺘﯿﺎزي‬ m co iz. iD www.AliVahedidiz.com 21 ed ah liV BSC A w. ww www.AliVahedidiz.com 22 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
  • 12. 12 BSC m co iz. iD www.AliVahedidiz.com 23 ed ah liV BSC A w. ww www.AliVahedidiz.com 24 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
  • 13. 13 BSC ‫ﻓﺼﻞ ﻫﺸﺘﻢ‬ m co iz. iD ‫ﮔﺎم ﻫﻔﺘﻢ: اﺗﻮﻣﺎﺳﯿﻮن‬ www.AliVahedidiz.com 25 ed ah BSC ‫ﮔﺎم 7: اﺗﻮﻣﺎﺳﯿﻮن‬ liV BSC A w. ww ‫7-1. ﻧﺮم اﻓﺰار‬ ‫7-2. ﮔﺰارش دﻫﯽ ﻋﻤﻠﮑﺮد‬ ‫7-3. ﺗﺴﻬﯿﻢ داﻧﺶ‬ www.AliVahedidiz.com 26 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
  • 14. ‫41‬ ‫‪BSC‬‬ ‫ﮔﺎم 7: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺟﻤﻊ آوري داه ﻫﺎي ﮐﻤ‪‬ﯽ‬ ‫ﺟﻤﻊ آوري داده ﻫﺎي ﮐﻤﯽ‬ ‫ﺗﺒﺪﯾﻞ داده ﻫﺎ ﺑﻪ اﻃﻼﻋﺎت ﻣﻨﺎﺳﺐ‬ ‫ﺗﺒﺪﯾﻞ داده ﻫﺎ ﺑﻪ اﻃﻼﻋﺎت‬ ‫‪m‬‬ ‫ارزﯾﺎﺑﯽ اﻧﺘﺨﺎﺑﻬﺎي ﻣﺨﺘﻠﻒ ﺳﯿﺴﺘﻢ‬ ‫اﻧﺘﺨﺎب ﯾﮏ ﺳﯿﺴﺘﻢ ﻧﺮم اﻓﺰاري‬ ‫اﻃﻼﻋﺎﺗﯽ و اﻧﺘﺨﺎب ﯾﮑﯽ از آﻧﻬﺎ‬ ‫ﻣﮑﺎﻧﯿﺰه ﮐﺮدن داده ﻫﺎ‬ ‫‪co‬‬ ‫ﻣﮑﺎﻧﯿﺰه ﮐﺮدن داده ﻫﺎي ﻋﻤﻠﮑﺮدي‬ ‫ﺗﺒﺎدل ﮔﺰارﺷﺎت ﻋﻤﻠﮑﺮد ﺑﺎ‬ ‫ﺗﺒﺎدل اﻃﻼﻋﺎت ﻋﻤﻠﮑﺮدي ﺑﺎ ﺗﺼﻤﯿﻢ‬ ‫ﺗﺼﻤﯿﻢ ﮔﯿﺮﻧﺪﮔﺎن‬ ‫.‪iz‬‬ ‫ﮔﯿﺮان ﺑﻪ ﺻﻮرت ﺗﺼﻮﯾﺮي‬ ‫ﺑﻬﺮه ﮔﯿﺮي از اﻃﻼﻋﺎت ﺑﺮاي ﺗﻮﻟﯿﺪ‬ ‫ﺑﮑﺎرﮔﯿﺮي اﻃﻼﻋﺎت ﺑﺮاي اﯾﺠﺎد داﻧﺶ‬ ‫داﻧﺶ‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫72‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫ﻓﺼﻞ ﻧﻬﻢ‬ ‫.‪w‬‬ ‫‪ww‬‬ ‫ﮔﺎم ﻫﺸﺘﻢ: ﺷﮑﺴﺖ آﺑﺸﺎري‬ ‫‪www.AliVahedidiz.com‬‬ ‫82‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 15. ‫51‬ ‫‪BSC‬‬ ‫ﮔﺎم 8: ﺷﮑﺴﺖ آﺑﺸﺎري‬ ‫‪m‬‬ ‫8-1. ﻫﻤﺴﻮﺳﺎزي‬ ‫‪co‬‬ ‫8-2. ﻫﻤﺴﻮﺳﺎزي واﺣﺪﻫﺎي ﮐﺴﺐ و ﮐﺎر‬ ‫.‪iz‬‬ ‫8-3. ﻫﻤﺴﻮﺳﺎزي واﺣﺪﻫﺎي ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫8-4. ﻫﻤﺴﻮﺳﺎزي ﮐﺎرﮐﻨﺎن‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫92‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫ﮔﺎم 8: ﺟﻤﻊ ﺑﻨﺪي‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫‪A‬‬ ‫اﻃﻼع رﺳﺎﻧﯽ ﺑﺮﻧﺎﻣﻪ ﻫﺎي ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﺗﺒﺎدل ﺑﺮﻧﺎﻣﻪ ﻫﺎي ‪ BSC‬ﺑﺎ ﺳﺎزﻣﺎن‬ ‫.‪w‬‬ ‫در ﺳﻄﺢ ﺳﺎزﻣﺎن‬ ‫ﺗﺴﺮّي و ﮔﺴﺘﺮش ﻫﻤﺴﻮﺳﺎزي ﺳﺎزﻣﺎﻧﯽ‬ ‫ﻫﻤﺴﻮ ﺳﺎزي ﻋﻨﺎﺻﺮ ﺳﺎزﻣﺎن‬ ‫ﺗﺪوﯾﻦ ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي واﺣﺪﻫﺎي‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي واﺣﺪﻫﺎي ﮐﺴﺐ و ﮐﺎر‬ ‫ﮐﺴﺐ و ﮐﺎر و ﭘﺸﺘﯿﺒﺎن )ﻻﯾﻪ دوم(‬ ‫‪ww‬‬ ‫و واﺣﺪﻫﺎي ﭘﺸﺘﯿﺒﺎن )ﻻﯾﻪ 2(‬ ‫ﺗﺪوﯾﻦ ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي ﺗﯿﻢ ﻫﺎ و اﻓﺮاد‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﺑﺮاي ﺗﯿﻢ ﻫﺎ و اﻓﺮاد )ﻻﯾﻪ‬ ‫)ﻻﯾﻪ ﺳﻮم(‬ ‫3(‬ ‫ﺗﻬﯿﻪ ﺑﺮﻧﺎﻣﻪ ﻫﺎي اﻧﮕﯿﺰﺷﯽ و ﺗﺸﻮﯾﻘﯽ‬ ‫ﺗﻮﺳﻌﻪ ﻃﺮح اﻧﮕﯿﺰﺷﯽ و ﺗﺸﻮﯾﻘﯽ‬ ‫‪www.AliVahedidiz.com‬‬ ‫03‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 16. 16 BSC ‫ﻓﺼﻞ دﻫﻢ‬ m co ‫ﮔﺎم ﻧﻬﻢ: ارزﯾﺎﺑﯽ و ﺑﺎزﻧﮕﺮي‬ iz. iD www.AliVahedidiz.com 31 ed ah ‫ﮔﺎم 9: ارزﯾﺎﺑﯽ و ﺑﺎزﻧﮕﺮي‬ liV BSC A w. ‫9-1. ﻧﺘﺎﯾﺞ ﻋﻤﻠﮑﺮد‬ ww ‫9-2. ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋي ﻫﺎ‬ www.AliVahedidiz.com 32 Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A
  • 17. ‫71‬ ‫‪BSC‬‬ ‫ﮔﺎم 9: ﺟﻤﻊ ﺑﻨﺪي‬ ‫ﺑﺎزﺧﻮرد از آن ﮐﺎرﻫﺎﯾﯽ ﮐﻪ ﺧﻮب ﻋﻤﻞ‬ ‫اﻧﺠﺎم ﺑﺎزﻧﮕﺮيﻫﺎي رﺳﻤﯽ در ﻧﺘﺎﯾﺞ ﮐﺴﺐ‬ ‫ﻣﯽﮐﻨﻨﺪ و ﻣﻮاردي ﮐﻪ ﻧﯿﺎز ﺑﻪ ﺗﻐﯿﯿﺮ دارﻧﺪ.‬ ‫ﺷﺪه )در ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋي و ﻣﻨﻈﺮﻫﺎ(‬ ‫ﺑﺮﻧﺎﻣﻪ ﻫﺎي رﺳﻤﯽ ﺑﺮاي اﯾﺠﺎد ﺗﻐﯿﯿﺮات‬ ‫ﺗﺠﺰﯾﻪ و ﺗﺤﻠﯿﻞ در ﻧﺘﺎﯾﺞ ﺳﺎزﻣﺎن‬ ‫‪m‬‬ ‫ﺗﻌﺮﯾﻒ اﻗﺪاﻣﺎت و اﺑﺘﮑﺎرات ﺟﺪﯾﺪ‬ ‫ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋيﻫﺎ و اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫در ﺻﻮرت ﻟﺰوم‬ ‫‪co‬‬ ‫اﯾﺠﺎد ﺗﻌﻬﺪ در ﺳﺎزﻣﺎن ﺑﻪ ﺻﻮرت ﻣﺴﺘﻤﺮ‬ ‫ﺑﺮوزآوري ﺷﺎﺧﺼﻬﺎي ﻋﻤﻠﮑﺮدي ﺑﻪ ﻣﻨﻈﻮر‬ ‫اﻧﻌﮑﺎس ﯾﺎدﮔﯿﺮي ﻫﺎ‬ ‫.‪iz‬‬ ‫ﺗﻐﯿﯿﺮ در ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي و ﻋﻤﻠﮑﺮدﻫﺎ‬ ‫ﺗﻐﯿﯿﺮ در ﺷﺎﺧﺼﻬﺎ و اﻗﺪاﻣﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫در ﺻﻮرت ﻟﺰوم‬ ‫‪iD‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫33‬ ‫‪ed‬‬ ‫‪ah‬‬ ‫اﻃﻼﻋﺎت ﺗﻤﺎس‬ ‫‪liV‬‬ ‫‪BSC‬‬ ‫,‪Name: Ali Vahedi‬‬ ‫‪MSc, PgMP, PMP, RMP, SP, BSC BB, EBCL A‬‬ ‫‪A‬‬ ‫:‪Email‬‬ ‫‪3avahedi@gmail.com , Vahedi@RSRastak.com‬‬ ‫.‪w‬‬ ‫:‪Web Site‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.RSRastak.com‬‬ ‫‪ww‬‬ ‫!‪Good Luck‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫43‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬