Project management for profit

‫ﻋﻠﻴ‬ ‫ﺑﺎﻪﻠﻟ‬ ‫إﻻ‬ ‫ﺗﻮﻓﻴﻘﻰ‬ ‫ﻣﺎ‬ ‫و‬ ‫اﺳﺘﻄﻌﺖ‬ ‫ﻣﺎ‬ ‫اﻹﺻﻼح‬ ‫إﻻ‬ ‫ﺪ‬‫ر‬‫أ‬ ‫إن‬‫ﺗﻮﻛﻠﺖ‬ ‫ﮫ‬
‫ﺐ‬ ‫أﻧ‬ ‫إﻟﻴﮫ‬ ‫و‬
‫اﻟﻌﻤﻞ‬ ‫ﺬا‬ ‫اج‬‫ﺮ‬‫إﺧ‬ ‫ﻢ‬ ‫ﺳﺎ‬ ‫ﻣﻦ‬ ‫ﻞ‬ ‫ﻟ‬ ‫اﻟﺸﻜﺮ‬ ‫ﺑﺨﺎﻟﺺ‬ ‫اﺗﻘﺪم‬
‫ﻓﺈن‬‫اﻹﻓﺎدﻩ‬ ‫و‬ ‫اﻟﺘﻌﻠﻢ‬ ‫ﻴﻞ‬ ‫ﺳ‬ ‫ﻣﺘﻮاﺿﻊ‬‫ﺟﻬﺪ‬ ‫اﻟﻌﻤﻞ‬ ‫ﺬا‬ ‫أن‬ ‫أذﻛﺮ‬ ‫و‬‫ﻛﺎن‬
‫ﺎت‬ ‫اﻟﺼﺎ‬ ‫ﺗﺘﻢ‬‫ﷲ‬ ‫ﻓﺒﻔﻀﻞ‬ ‫ﺑﮫ‬ ‫ﻧﻔﻊ‬ ‫إن‬ ‫و‬ ‫ﻓﻤ‬ ‫ﻧﻘﺺ‬
‫ﻧ‬ ‫ﺣ‬ ‫إﻟﻴﮫ‬ ‫ﻳﻀﻴﻒ‬ ‫أو‬ ‫اﻟﻌﻤﻞ‬ ‫ﺬا‬ ‫ﻳﺼﻮب‬ ‫أن‬ ‫ﺴﺘﻄﻴﻊ‬ ‫ﻣﻦ‬ ‫ﻛﻞ‬ ‫أﺳﺄل‬‫ﺮ‬
‫ﺑﺠﻬ‬ ‫ﻋﻠﻴﻨﺎ‬ ‫ﻳﺒﺨﻞ‬‫ﻻ‬ ‫أﻣﺘﻨﺎ‬ ‫اﻤﻟﺠﺎل‬ ‫ﺬا‬ ‫ن‬ ‫اﻟﻌﺎﻣﻠ‬ ‫ى‬‫ﺑﻤﺴﺘﻮ‬‫ﷲ‬ ‫ﻧﻔﻌﻨﺎ‬ ‫ﺪﻩ‬
‫ﺣﻤﺘﮫ‬‫ر‬ ‫ﻣﺴﺘﻘﺮ‬ ‫اﻟﻌﻤﻞ‬ ‫و‬ ‫ﺑﺎﻟﻌﻠﻢ‬ ‫اﻳﺎﻛﻢ‬ ‫و‬
Eng.Ahmad Said ١

Project Management For
Profit
By Eng.Ahmed Said Refaei
Eng.Ahmad Said ٢

‫اﻟﻤﺮاﺟﻊ‬References
١.International Competence Baseline - IPMA
٢.‫ﺟﻮدﻩ‬‫ﻋﺎدل‬ ‫ر‬‫ﻟﻠﺪﻛﺘﻮ‬‫ات‬‫ﺮ‬‫ﻣﺤﺎﺿ‬)‫ة‬‫ر‬‫دو‬IPMA(
٣.Project Management in construction Sidney M. levy
٤.Wiley – Project management a system approach
٥.‫ﺷﻮم‬‫ﺳﻠﺴﻠﺔ‬Engineering Finance Economy
٦.Cash Flow‫م‬/‫ﺳﻌﻴﺪ‬ ‫اﺣﻤﺪ‬
٧.EarnedValue management‫م‬/‫ﺳﻌﻴﺪ‬‫اﺣﻤﺪ‬
٨.PMBOK
٩.PMP Exam. Preparation Rita Mulcahy
Eng.Ahmad Said ٣

‫ﻣﻨﮫ‬ ‫اﻟﻬﺪف‬ ‫و‬ ‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬ ‫اﻟﺘﺤﻜﻢ‬ ‫ﻧﻈﺎم‬ ‫ا‬ ‫ﺎﺟﮫ‬ ‫ا‬.
‫اﻟﻨﻈﺎم‬ ‫ﻋﻼﻗﺎت‬ ‫و‬ ‫ة‬‫ر‬‫دو‬.
‫اﻟﻨﻈﺎم‬ ‫ﺗﻄﺒﻴﻖ‬‫اﺣﻞ‬‫ﺮ‬‫ﻣ‬.
‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻣﺪﻳﺮ‬ ‫و‬ ‫ة‬‫ر‬‫ادا‬ ‫ﺪاف‬ ‫ا‬.
‫ﺑﺎﻟﻨﻈﺎم‬ ‫ﻟﻠﻌﻤﻞ‬ ‫ﺮﻩ‬ ‫ﺗﻮﻓ‬ ‫ﻳﺠﺐ‬ ‫ﻣﺎ‬)‫ﻟﺪﻳﻨﺎ‬ ‫ﻣﺎ‬–‫اﳌﻄﻠﻮب‬ ‫و‬(.
‫اﳌﺘﺨﺬة‬ ‫اءات‬‫ﺮ‬‫اﻹﺟ‬ ‫و‬ ‫ﻋﻤﻠﻴﺔ‬ ‫اﻣﺜﻠﺔ‬:
◦١-‫ي‬‫ﺟﺎر‬ ‫اﻋﻤﺎل‬ ‫ﺑﻨﺪ‬ ‫ﺎﻟﻴﻒ‬ ‫ﺗ‬ ‫ﺗﺤﻠﻴﻞ‬.
◦٢-‫ﺔ‬‫ر‬‫ﺟﺎ‬ ‫اﻋﻤﺎل‬ ‫ﻟﺒﻨﻮد‬‫ﺴﺒﺔ‬ ‫اﳌﻜ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫اﺳﺔ‬‫ر‬‫د‬.
Eng.Ahmad Said ٤

‫ﻣﻘﺪﻣﺔ‬:-
‫و‬‫ﻣ‬‫ﻦ‬‫ﺧﻼل‬‫ﻣﻌﺮﻓﺔ‬‫ﻣﺴﺒﻘﺔ‬‫ﺑﻨﻈﺎم‬‫اﻟﺴﻴﻄﺮة‬‫ﻋ‬‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬‫ﻻﺣﻈﺖ‬‫أن‬‫ﻌﺾ‬‫اﻟﺸﺮﻛﺎت‬‫ﻌﺘﻘﺪ‬‫أن‬
‫ﺬا‬‫اﻟﻌﻤﻞ‬‫ﻋﻤﻞ‬‫ﻨﺪﺳﻴﺎ‬‫ﻓﻘﻂ‬‫وﺑﺎﻟﺘﺎ‬‫ﺗﺠﻨﺪ‬‫ﻟﮫ‬‫اﻟﻜﻔﺎءات‬‫ﻣﻦ‬‫ن‬ ‫اﳌﻬﻨﺪﺳ‬‫ﺮﻓ‬ ‫اﻤﻟ‬‫ن‬‫ﻐﻔﻞ‬ ‫و‬
‫ﺠﺎﻧﺐ‬ ‫ا‬‫اﳌﺎ‬‫واﻟﺒﻌﺾ‬‫اﻵﺧﺮ‬‫ﺟﻬﺎ‬‫ر‬‫ﻳﺪ‬‫ﺗﺤﺖ‬‫ة‬‫ر‬‫اﻹدا‬‫اﳌﺎﻟﻴﺔ‬‫ﻐﻔﻞ‬‫ﺠﺎﻧﺐ‬ ‫ا‬‫اﻟﻬﻨﺪﺳ‬‫وﻛ‬‫ﻤﺎ‬ ‫ﻼ‬‫ﻋ‬
‫ﺧﻄﺄ‬.
‫ﻓﺎﻟﻌﻤﻞ‬‫ﻬﺬا‬‫اﻟﻨﻈﺎم‬‫ﻳﺤﺘﺎج‬‫ﻛﻔﺎءات‬‫ﻣﻦ‬‫ن‬ ‫اﳌﻬﻨﺪﺳ‬‫ﺟﻨﺒﺎ‬‫إ‬‫ﺟﻨﺐ‬‫ﻣﻊ‬‫ﻣﺤﺎﺳ‬‫ﺎﻟ‬ ‫ﺗ‬‫ﻴﻒ‬‫ﺑﺤﻴﺚ‬
‫ﻳﺘﻢ‬‫ﺗﻮﻇﻴﻒ‬‫ﻣﻬﻨﺪس‬‫اﺣﺘﻴﺎﺟﺎت‬‫وﻣﺤﺎﺳﺐ‬‫ﺎﻟﻴﻒ‬ ‫ﺗ‬‫ﻞ‬ ‫ﺑ‬‫ع‬‫و‬‫ﻣﺸﺮ‬‫ﻬﻢ‬ ‫ﻣﻬﻤ‬‫ﺟﻤﻊ‬‫اﳌﻌﻠﻮﻣﺎ‬‫ت‬
‫ﻴﻔﻬﺎ‬ ‫وﺗﺼ‬‫ﻃﺒﻘﺎ‬‫ﻟﻨﻈﺎم‬‫ﻣﺤﺪد‬‫وﻧﻤﺎذج‬‫ﻣﻌﺪة‬‫ﻟﻬﺬا‬‫اﻟﻐﺮض‬
Eng.Ahmad Said
٥

Eng.Ahmad Said ٦
Eng.Ahmad Said ٦

‫ﺗﺠﻤﻴﻊ‬‫اﻟﺒﻴﺎﻧﺎت‬‫دة‬‫ر‬‫اﻟﻮا‬‫ﻣﻦ‬‫ﻣﺴﺌﻮ‬‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬‫وﺗﺤﻠﻴﻠﻬﺎ‬‫ﻐﺬﻳﺔ‬ ‫و‬‫اﻟﻨﻈﺎم‬‫ﻬﺎ‬‫ج‬‫و‬‫ﺮ‬ ‫وا‬
‫ﺑﺎﻟﻨﺘﺎﺋﺞ‬‫وﻣﻦ‬‫ﺛﻢ‬‫وﺿﻊ‬‫ﺮاﺣﺎت‬ ‫اﻻﻗ‬‫ات‬‫ر‬‫واﻟﺘﺼﻮ‬‫ﺳﻮاء‬‫ﻞ‬‫ﻠﺔ‬ ‫ﻣﺸ‬‫أو‬‫ﻟﺘﻼ‬‫ﻠﺔ‬ ‫ﻣﺸ‬
‫ﻓﻊ‬‫ر‬‫و‬‫اﻟﻨﺘﺎﺋﺞ‬‫ﺮاﺣﺎت‬ ‫واﻻﻗ‬‫إ‬‫ة‬‫ر‬‫اﻹدا‬‫اﻟﻌﻠﻴﺎ‬‫ﻻﺗﺨﺎذ‬‫م‬‫ز‬‫اﻟﻼ‬.
‫ﻏﺒ‬‫ر‬‫ﺔ‬‫ﺎب‬ ‫أ‬‫اﻟﺸﺮﻛ‬‫ﺎت‬‫ﻣﻌﺮﻓﺔ‬‫اﻟﻮﺿﻊ‬‫اﳌﺎ‬‫ﻞ‬ ‫ﻟ‬‫ﺑﻨﺪ‬‫ة‬‫ر‬‫ﺑﺼﻮ‬‫ﻣﻔﺼﻠﺔ‬‫وﻋ‬‫ﻨﺪ‬‫ﺮات‬ ‫ﻓ‬
‫ﻣﻨﻴﺔ‬‫ز‬‫ﻣﺨﺘﻠﻔﺔ‬‫ﺑﻞ‬‫ﺒﺆ‬ ‫واﻟﺘ‬‫ﺑﺤﺎﻟﺔ‬‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬‫ﻣﺴﺘﻘﺒﻠﻴﺎ‬‫ﻣﻦ‬‫ﻧﺎﺣﻴﺔ‬‫اﳌﻜﺴ‬‫ﺐ‬‫ة‬‫ر‬‫ﺴﺎ‬ ‫وا‬
‫ﻨﺎدا‬ ‫اﺳ‬‫ﻘﺎﺋﻖ‬‫ﻓﻌﻠﻴﺔ‬...................‫ا‬
‫ﻇﻞ‬‫اﻟﺘﻨﻮع‬‫ﺮ‬ ‫وأﻛ‬‫ﻛﻢ‬‫و‬‫ﺠﻢ‬‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬‫ﺗﺪﻋﻮ‬‫ﺎﺟﺔ‬ ‫ا‬‫إ‬‫ﻧﻈﺎم‬‫ﺗﺤﻜﻢ‬
‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬)COST CONTROL SYSTEM(‫ﻳﺘﻤﺎ‬‫ﻣﻊ‬‫ﺬا‬‫اﻟﺘﻨﻮع‬
‫ﺮ‬ ‫اﻟﻜﺒ‬.
Eng.Ahmad Said ٧

‫ﺎﻟﻴﻒ؟‬ ‫اﻟﺘ‬ ‫ﻋ‬ ‫اﻟﺴﻴﻄﺮﻩ‬‫ﻧﻈﺎم‬ ‫ﻣﻦ‬ ‫اﳌﻄﻠﻮب‬‫ﻮ‬ ‫ﻣﺎ‬
‫ﺣﺳﺎب‬‫ﺗﻛﻠﻔﺔ‬‫اﻟﺑﻧود‬‫ﺑﺻورة‬‫ﻓﻌﻠﯾﺔ‬‫واﻗﻌﯾﺔ‬‫ﻣن‬‫ﺧﻼل‬‫واﻗﻊ‬‫اﻟﺗﻧﻔﯾذ‬‫وﻣﻘﺎرﻧﺗﮭﺎ‬‫ﺑﺻورة‬‫دورﯾﺔ‬‫ﻣﺳﺗﻣرة‬‫ﺑ‬‫ﺎﻟﺗﻛﻠﻔﺔ‬
‫اﻟﺗﻘدﯾرﯾﺔ‬‫ﻟﻠﻣﺷروع‬‫واﻟﺗﻲ‬‫ﺗم‬‫ﻋﻠﻰ‬‫أﺳﺎﺳﮭﺎ‬‫اﻟﺗﺳﻌﯾر‬.
‫ﺗﺣدﯾد‬‫ﻋﻧﺎﺻر‬‫اﻻﻧﺣراف‬‫و‬‫اﻟﺗطﺎﺑﻖ‬‫ﻓﻰ‬‫اﻟﺗﻛﺎﻟﯾف‬‫و‬‫ذﻟك‬‫ﻣن‬‫ﺧﻼل‬‫ﺗﻘرﯾر‬‫ﺗﺣﻣﯾل‬‫اﻟﺗﻛﺎﻟﯾف‬)‫اداره‬‫ﻣﺎﻟﯾﮫ‬(Cost
loading.
‫ﺣﺳﺎب‬‫اﻟﺗﻛﻠﻔﮫ‬‫اﻟﻣﺗوﻗﻌﮫ‬‫ﻟﻠﺑﻧود‬‫اﻟﻣﺗﺑﻘﯾﮫ‬‫ﻓﻰ‬‫اﻟﻘﺎدم‬‫ﻣن‬‫ﻋﻣر‬‫اﻟﻣﺷروﻋﺎت‬‫ﻣن‬‫ﺧﻼل‬‫ﻋروض‬‫اﻷﺳﻌﺎر‬‫و‬‫ﺗﻐﯾ‬‫رات‬
‫اﻟﺳوق‬.
‫ﺣﺳﺎب‬‫اﻟﻣوازﻧﮫ‬‫اﻟﻣﺗﺑﻘﯾﮫ‬BTC‫و‬‫اﻟﻣوازﻧﮫ‬‫اﻟﻣﺗوﻗﻌﮫ‬‫ﻹﺳﺗﻛﻣﺎل‬‫اﻻﻋﻣﺎل‬ETC‫و‬‫وﺿﻊ‬‫ﺑﺣث‬‫اﻟﺣﻠول‬‫اﻟﺑدﯾﻠﮫ‬
‫ﻟﻠﻌﺑور‬‫ﻣن‬‫اﻷزﻣﺎت‬.
‫اﻟﺗﺣﻛم‬‫ﻓﻲ‬‫اﻟﺗﻛﺎﻟﯾف‬‫و‬‫ﻣراﻗﺑﺗﮭﺎ‬‫ﻋﻧد‬‫ﻛل‬‫ﻧﻘطﺔ‬‫ﻣن‬‫ﻧﻘﺎط‬‫اﻟﻣﺷروع‬‫ﺳواء‬‫ﻛﺎن‬‫ذﻟك‬‫ﻋﻠﻰ‬‫ﻣﺳﺗوى‬
‫اﻷﻧﺷطﺔ‬)ACTIVITIES(‫أو‬‫ﻋﻠﻰ‬‫ﻣﺳﺗوى‬‫اﻟﻣراﺣل‬)MILESTONES(‫أو‬‫ﻋﻠﻰ‬‫ﻣﺳﺗوى‬
‫اﻟﻣﺷروع‬)PROJECT(.
‫دﻋم‬‫اﻹدارة‬‫اﻟﻣﺎﻟﯾﺔ‬‫ﻓﻲ‬‫ﺳﯾﺎﺳﺎت‬‫اﻟﺗﻣوﯾل‬‫و‬‫ﺗﺟﺎوز‬‫ﻧﻘﺎط‬‫اﻹﺧﺗﻧﺎق‬.
Eng.Ahmad Said ٨

‫ﺎﻟﻴﻒ؟‬ ‫اﻟﺘ‬ ‫ﻋ‬ ‫اﻟﺴﻴﻄﺮﻩ‬‫ﻧﻈﺎم‬ ‫ﻣﻦ‬ ‫اﳌﻄﻠﻮب‬‫ﻮ‬ ‫ﻣﺎ‬
‫ﻣﺗﺎﺑﻌﺔ‬‫طﻠﺑﺎت‬‫اﻟﺷراء‬‫وأواﻣر‬‫اﻟﺷراء‬‫وﺣرﻛﺔ‬‫اﻟﻣﺧزون‬.
‫ﻣراﺟﻌﺔ‬‫ﺗﻘرﯾر‬‫اﻻﺳﺗﮭﻼك‬‫و‬‫إﯾﺿﺎح‬/‫إﻗرار‬‫اﻟﻣﺧزون‬‫و‬‫اﻟﻣﺳﺗﮭﻠك‬‫ﻓﻰ‬‫اﻟﺗﻧﻔﯾذ‬‫و‬‫اﻟﮭﺎﻟك‬‫و‬‫ﻣﺗﺎﺑﻌﺔ‬‫اﻟﻧﺳب‬‫ﻗ‬‫ﺑل‬‫أن‬
‫ﺗﺗﺟﺎوز‬‫اﻟﻣﻌﺎﯾﯾر‬‫اﻟﮭﻧدﺳﯾﮫ‬‫اﻟﻣﻘرره‬‫ﻟﻠﻣﺷروع‬‫و‬‫اﻟﺗﺣﻛم‬‫ﻓﯾﮭﺎ‬‫و‬‫ﺗرﺷﯾدھﺎ‬‫و‬‫ﺗوﺟﯾﮫ‬‫دورة‬‫اﻟﻔﺎﺋض‬‫اﻟﻣﺧزو‬‫ن‬‫و‬
‫اﻻﺳﺗﻔﺎده‬‫ﻣﻧﮫ‬.
‫اﻟﺗﻧﺳﯾﻖ‬‫ﻣﻊ‬‫اﻟﻣﻛﺗب‬‫اﻟﻔﻧﻰ‬‫ﻹﻋداد‬‫ﻣذﻛرة‬‫اﻟﺗﺟﺎوز‬‫ﻓﻰ‬‫ﻛﻣﯾﺎت‬‫اﻟﻣﺷﺎرﯾﻊ‬‫و‬‫اﻋﺗﻣﺎد‬‫اﻟﺣﺻر‬‫اﻟﻔﻌﻠﻰ‬‫ﻟﺗﻘﻠﯾ‬‫ل‬‫اﻟﻔﺟوه‬‫ﻓﻰ‬
‫اﻟﺗﻛﺎﻟﯾف‬‫و‬‫اﻟﮭﺎﻟك‬‫وﻛذﻟك‬‫إﻋﺗﻣﺎد‬‫أواﻣر‬‫اﻟﺗﻐﯾﯾر‬‫و‬‫ﺗﺳﻌﯾرھﺎ‬.
‫اﻟﺗﻧﺳﯾﻖ‬‫ﻣﻊ‬‫إدارة‬‫اﻟﺗﺧطﯾط‬‫ﻟوﺿﻊ‬‫أﻓﺿل‬‫ﻣدد‬‫زﻣﻧﯾﺔ‬‫ﻟﺗﻧﻔﯾذ‬‫اﻟﺑﻧود‬‫ﻟﺗﺣﻘﯾﻖ‬‫اﻗل‬‫ﺗﻛﻠﻔﺔ‬‫ﻣﻣﻛﻧﺔ‬‫وﺑﻣﺎ‬‫ﻻ‬‫ﯾﺗﻌﺎرض‬‫ﻣﻊ‬
‫اﻟﺑرﻧﺎﻣﺞ‬‫اﻟزﻣﻧﻲ‬‫ﻟﻠﻣﺷروع‬
‫ﻻ‬‫ﯾﻘﺗﺻر‬‫ھذا‬‫اﻟدور‬‫ﻋﻠﻰ‬‫اﻟﻣﺗﺎﺑﻌﺔ‬‫واﻟﻣراﻗﺑﺔ‬‫ﻓﻘط‬‫ﺑل‬‫ﯾﺗطرق‬‫إﻟﻰ‬‫وﺿﻊ‬‫اﻟﺗﺻورات‬‫واﻟﺣﻠول‬‫ﻟﻠﺗﻐﻠب‬‫ﻋﻠ‬‫ﻰ‬‫اﻟﻣﺷﺎﻛل‬
‫اﻟﺗﻲ‬‫ﺗواﺟﮫ‬‫اﻟﻣﺷروﻋﺎت‬‫ﻣن‬‫ﻧﺎﺣﯾﺔ‬‫اﻟﺗﻛﺎﻟﯾف‬‫ﻣﻊ‬‫ﺗﺣدﯾد‬‫اﻟﻣﺳﺋوﻟﯾﮫ‬.
Eng.Ahmad Said ٩

Eng.Ahmad Said
‫ﻋﻠﻤ‬........‫ان‬‫ﻬﺪ‬ ‫اﺟ‬‫و‬....
◦‫ن‬ ‫ﻓ‬ ‫ح‬‫و‬‫ر‬ ‫ﺠﻨﻴﮫ‬ ‫ﻟ‬ ‫ل‬‫ﺗﻘﻮ‬ ‫اﻟ‬ ‫اﻧﺖ‬.. ....
◦‫ن‬ ‫ﻓ‬ ‫اح‬‫ر‬‫ع‬‫و‬‫ﻣﺸﺮ‬‫و‬‫ﺷﻬﺮ‬ ‫و‬‫أﺳﺒﻮع‬ ‫و‬ ‫ﻳﻮم‬ ‫ﻛﻞ‬‫اﺧﺮ‬ ‫ﻧﻔﺴﻚ‬ ‫ﺗﺤﺎﺳﺐ‬ ‫ﻣﺎ‬ ‫ﺑﺪل‬....
...
◦‫ﺊ‬ ‫م‬‫و‬‫ﻟﺰ‬‫ﺟﻨﻴﮫ‬ ‫ﻃﻠﺒﺖ‬ ‫إذا‬......‫اﻟ‬ ‫ﻧﻔﺲ‬ ‫ﻋ‬ ‫ﻣﻨﮫ‬ ‫اﻗﻞ‬ ‫ﻳﺘﺼﺮف‬ ‫ﻻﺑﺪ‬‫و‬‫ﺊ‬
‫ﻳﻔﻴﺾ‬....‫ﻋﻠﻴﻚ‬‫دت‬‫ز‬ ‫اذا‬‫و‬.
◦‫اﻋﺮﻓﻮش‬ ‫ﻣﺎ‬ ‫اﻟﺴﻘﻂ‬....‫اﺣﺒﻮش‬ ‫ﻣﺎ‬ ‫اﻟﻬﺪر‬ ‫و‬....
◦‫ن‬ ‫ﺑﻘﺮﺷ‬ ‫ﺔ‬ ‫ﻣﺼ‬ ‫ﻳﻘ‬ ‫اﻳﺪي‬ ‫اﻟﻘﺮش‬.....
‫اﻟﺴ‬ ‫أﻧﻮاع‬ ‫ﺴﻂ‬ ‫ا‬ ‫ان‬ ‫ك‬‫ر‬‫ﺗﺪ‬ ‫ﺴﻴﻂ‬ ‫ل‬‫ﻣﻘﺎو‬ ‫ﻣﻦ‬ ‫ﺬا‬ ‫ﻣﺜﻞ‬ ‫ﻛﻼم‬ ‫ﺴﻤﻊ‬ ‫ﻋﻨﺪﻣﺎ‬‫ﻴﻄﺮة‬
‫ﻟﺘﺄﺻﻴﻞ‬ ‫ﺗﺤﺘﺎج‬ ‫و‬ ‫ي‬‫ﺗﺪر‬ ‫ان‬ ‫ن‬‫دو‬‫ﻣﻮﺟﻮدة‬ ‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬ ‫ﻋ‬...
١١

١.‫اﻻﻋﺘﻘﺎد‬‫ﺎﻣﻞ‬ ‫اﻟ‬‫واﻟﻔﻌ‬‫ﺎﺟﺔ‬ ‫ﺑﺎ‬‫إ‬‫ﺬا‬‫اﻟﻨﻈﺎم‬.
٢.‫ﻧﺔ‬‫و‬‫اﳌﺮ‬‫اﻟﺘﻌﺎﻃﻲ‬‫ﻣﻊ‬‫اﻟﻨﻈﺎم‬.
٣.‫ﻧﻈﺎم‬‫د‬‫ر‬‫ﻟﻠﻤﻮا‬ ‫اﻟﻘﻴﺎﺳﻴﺔ‬ ‫اﻻﻛﻮاد‬.
◦‫ﺑﺎﳌﻮارد‬‫ﻳﻘﺼﺪ‬‫أوﻻ‬)RESOURCES(‫اﳌﺸﺮوع‬‫اﻧﺠﺎز‬ ‫ﺿﻤﻨﻴﺎ‬‫ﻳﺪﺧﻞ‬‫ﻣﺎ‬ ‫ﻛﻞ‬.
◦Cost control code book.
◦Material code.
◦‫ـ‬‫ﻟ‬‫ﻃﺒﻘﺎ‬ ‫ﺬا‬ ‫ﻛﻞ‬CSI‫و‬Master format 2014.
٤.‫ﻠﻔﺔ‬ ‫اﻟﺘ‬‫ﻣﺮاﻛﺰ‬.
٥.‫واﻹﺟﺮاءات‬ ‫اﻷﺣﺪاث‬
Eng.Ahmad Said ١٢

‫اﻟﻨﻈﺎم‬‫أدوات‬
‫اﻟﻌﻨﺼﺮ‬‫ى‬‫ﺸﺮ‬ ‫اﻟ‬‫ﻣﻤﺜﻞ‬‫وﺟﻮد‬‫ة‬‫ر‬‫إدا‬‫ﺎﻣﻠﺔ‬ ‫ﻣﺘ‬‫ﻣﻦ‬‫ن‬ ‫اﳌﻬﻨﺪﺳ‬‫وﻣﺤﺎﺳ‬
‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬‫ﻬﺎ‬ ‫ﻣﻬﻤ‬‫ﺗﺠﻤﻴﻊ‬‫اﻟﺒﻴﺎﻧﺎت‬‫دة‬‫ر‬‫اﻟﻮا‬‫ﻣﻦ‬‫ﻣﺴﺌﻮ‬‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬‫وﺗ‬‫ﺤﻠﻴﻠﻬﺎ‬
‫ﻐﺬﻳﺔ‬ ‫و‬‫اﻟﻨﻈﺎم‬‫ﻬﺎ‬‫ج‬‫و‬‫ﺮ‬ ‫وا‬‫ﺑﺎﻟﻨﺘﺎﺋﺞ‬‫وﻣﻦ‬‫ﺛﻢ‬‫وﺿﻊ‬‫ﺮاﺣﺎت‬ ‫اﻻﻗ‬‫واﻟﺘﺼ‬‫ات‬‫ر‬‫ﻮ‬
‫ﺳﻮاء‬‫ﻞ‬‫ﻠﺔ‬ ‫ﻣﺸ‬‫أو‬‫ﻟﺘﻼ‬‫ﻠﺔ‬ ‫ﻣﺸ‬‫ﻓﻊ‬‫ر‬‫و‬‫اﻟﻨﺘﺎﺋﺞ‬‫ﺮاﺣﺎت‬ ‫واﻻﻗ‬‫إ‬‫اﻹ‬‫ة‬‫ر‬‫دا‬‫اﻟﻌﻠﻴﺎ‬
‫ﻻﺗﺨﺎذ‬‫م‬‫ز‬‫اﻟﻼ‬٠
‫اﻟﻨﻤﺎذج‬‫ﻗﻴﺔ‬‫ر‬‫اﻟﻮ‬‫اﳌﻄﺒﻮﻋﺔ‬)FORMS(‫واﻟ‬‫ﺗﻀﻤﻦ‬‫ﺗﻮﺣﻴﺪ‬‫ﻞ‬ ‫ﺷ‬‫اﳌﻌﻠﻮﻣﺎت‬
‫دة‬‫ر‬‫اﻟﻮا‬‫ﻣﻦ‬‫اﳌﻮاﻗﻊ‬‫أو‬‫ﻣﻦ‬‫اﻷﻗﺴﺎم‬‫ﺘﻠﻔﺔ‬ ‫اﻤﻟ‬‫واﻟ‬‫ﺗﺤﺪد‬‫وﺻﻒ‬‫ﻠﻔ‬ ‫اﻟﺘ‬‫ﺔ‬
‫ﻬﺎ‬ ‫ﺣﺪ‬‫و‬‫و‬‫ﻬﺎ‬ ‫وﻛﻤﻴ‬‫وﻣﺮﻛﺰ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬‫اﻟﺬي‬‫ﺳﻮف‬‫ﻳﺘﻢ‬‫ﺗﺤﻤﻴﻞ‬‫ﺬﻩ‬‫ﻠﻔ‬ ‫اﻟﺘ‬‫ﺔ‬‫ﻋﻠﻴﮫ‬.
‫ﻧﻈﻢ‬‫آﻟﻴﺔ‬‫ﻨﺎﺳﺐ‬ ‫ﺗ‬‫ﻬﺎ‬ ‫ﺎﻧﻴﺎ‬ ‫إﻣ‬‫ﻣﻊ‬‫ﻃﺒﻴﻌﺔ‬‫دﻗﺔ‬‫اﳌﻌﻠﻮﻣﺎت‬‫اﻟ‬‫ﺳﻮف‬‫ﻳ‬‫ﺘﻢ‬‫اﻟﺘﻌﺎﻣﻞ‬
‫ﻣﻌﻬﺎ‬‫إﺿﺎﻓﺔ‬‫إ‬‫ﻤﻴﺔ‬ ‫أ‬‫ﺗﻮاﻓﺮ‬‫أﺟﻬﺰة‬‫ﺣﺎﺳﺐ‬‫إ‬‫ﻣﺤﻤﻮﻟﺔ‬.
◦ERP Systems (SAP – Oracle ……)
Eng.Ahmad Said ١٣

‫اﻟﻨﻈﺎم‬‫أدوات‬
‫ﻨﺪات‬ ‫اﳌﺴ‬‫اﻟﻮاﺟﺐ‬‫ﺎ‬ ‫ﺗﻮاﻓﺮ‬.
1. Project Scope of work.(BOQ+Specs+DWG)
2. Project Plan
3. Planned Cost (S-curve + Cash Floww(In+Out))
‫اﻟﻨﻤﺎذج‬‫ﻗﻴﺔ‬‫ر‬‫اﻟﻮ‬‫اﳌﻄﺒﻮﻋﺔ‬)FORMS(‫ﺸﻤﻞ‬
1. Cost BreakdownSheet (CBS).
2. Total Cost Analysis (TCA).
3. Cost Loading Sheet (CLS).
4. Daily, Weekly andMonthly Progress Report (DPR/WPR/MPR).
5. PurchaseOrder (PO).
6. PurchaseRequisition (PR).
7. QoutationComparison Sheet(QCS).
8. Recommended Supplier Sheet(RSS).
9. Daily, Weekly and Monthly Store Report (SR).
10. Machine Operating Report (MOR).
11. Monthly Material Consumption Report (MCR).
Eng.Ahmad Said ١٤

‫ات‬‫ر‬‫اﻹدا‬‫و‬ ‫اﳌﻮاﻗﻊ‬‫ﻣﻦ‬ ‫اﳌﻄﻠﻮﺑﺔ‬‫اﳌﻌﻠﻮﻣﺎت‬‫ا‬‫وﺧﺪﻣﺔ‬ ‫ة‬‫ر‬‫إدا‬ ‫ﳌﺸﺎرﻛﮫ‬
‫اﻟﺴﻠﻴﻤﺔ‬‫اﳌﻌﻠﻮﻣﺎت‬ ‫ﻋ‬‫ﻌﺘﻤﺪ‬ ‫أن‬‫ﻳﺠﺐ‬ ‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬
‫اﻟﺒﻴﺎﻧ‬ ‫ﻣﻦ‬ ‫ﻲ‬ ‫ﺗﺄ‬ ‫واﻟ‬ ،‫ﺠﻴﺪة‬ ‫ا‬‫اﳌﻌﻠﻮﻣﺎت‬ ‫و‬ ‫ﺮ‬‫ر‬‫اﻟﺘﻘﺎ‬ ‫ل‬‫ﺗﺪاو‬‫وﻋﻤﻠﻴﺔ‬‫اﻟﻔﻌﻠﻴﺔ‬‫ﺎت‬
‫ع‬‫و‬‫اﳌﺸﺮ‬‫ﻷداء‬.
‫ﺸﻤﻞ‬ ‫اﺗﺼﺎﻻت‬‫ﻣﺨﻄﻂ‬ ‫وﺿﻊ‬ ‫ﺘﻢ‬ ‫ﺳ‬
◦Communication Plan .
◦Communication Matrix and Frequency. .
◦‫و‬ ‫ﻳﻮﻣﻴﺔ‬ ‫أﺳﺎس‬ ‫ﻋ‬ ‫ﻌﺪ‬ ‫و‬ ،‫اﻟﻌﻤﻞ‬‫ﻖ‬‫ﻓﺮ‬ ‫و‬ ‫ﻣﻮاﻗﻊ‬‫ﻣﻦ‬ ‫اﻟﺒﻴﺎﻧﺎت‬‫ﺬﻩ‬ ‫ﻲ‬ ‫ﺗﺄ‬/‫أو‬
‫و‬ ‫أﺳﺒﻮﻋﻴﺔ‬/‫أو‬‫ﺔ‬‫ﺮ‬ ‫ﺷ‬).‫ﻛﻠ‬ ‫ﻣﻼﺣﻈﺔ‬ ‫ﻣﻊ‬ ‫ﺎ‬ ‫ﻋﻠﻴ‬ ‫اﻻﺗﻔﺎق‬ ‫ﺘﻢ‬ ‫ﺳ‬ ‫اﻟ‬‫ﺮة‬ ‫اﻟﻔ‬‫ﻗﻠﺖ‬‫ﻤﺎ‬
‫ﻋﺎﻟﻴﮫ‬ ‫ات‬‫ر‬‫ا‬‫ﺮ‬‫اﻟﻘ‬ ‫اﺗﺨﺎذ‬‫ﺟﻮدة‬ ‫ﻛﺎﻧﺖ‬‫ﺮة‬ ‫اﻟﻔ‬(
‫ﻗﻴﺎس‬ ‫و‬ ‫ﺒﻊ‬ ‫ﻟﺘ‬‫اﳌﺴﺘﺨﺪﻣﺔ‬‫اﳌﻌﻠﻮﻣﺎت‬‫ﻣﺼﺎدر‬‫ﻣﻦ‬ ‫ﻌﺾ‬ ‫ﻳ‬‫وﻓﻴﻤﺎ‬‫اﻷداء‬
‫ﻋﺎت‬‫و‬‫اﳌﺸﺮ‬:
Eng.Ahmad Said ١٥

:
‫اﻷﺳﺒﻮ‬ ‫ز‬‫ﺮ‬ ‫اﻤﻟ‬ ‫اﻟﺘﻘﺪم‬ ‫ﺒﻊ‬ ‫ﺗ‬/‫ﻣﻘﺎ‬ ‫ﻊ‬‫ر‬‫ﻟﻠﻤﺸﺎ‬ ‫ي‬‫اﻟﺸﻬﺮ‬‫اﻧﻴﺔ‬ ‫ﺑﻤ‬ ‫ﻧﺔ‬‫ر‬
‫أﻷﻋﻤﺎل‬ ‫ﻬﺎء‬ ‫إ‬ ‫وﻣﻮاﻋﻴﺪ‬.
‫ﻖ‬‫اﻟﻔﺮ‬ ‫أﻋﻀﺎء‬ ‫ن‬ ‫ﺗﻤﻜ‬)‫؟‬(‫ﺧ‬ ‫ﻧﺤﻮ‬ ‫ﻋ‬ ‫ﺐ‬ ‫ﻳﺬ‬ ‫ﻣﺎ‬ ‫ﻛﻞ‬ ‫ﻹﺻﻼح‬‫ﺎﻃﺊ‬.
‫ﻓﻮ‬ ‫اﻟﻌﻤﻼء‬ ‫ﺮ‬ ‫اﻟﺘﻐﻴ‬ ‫ﻷواﻣﺮ‬ ‫ﻘﻴﻘﻲ‬ ‫ا‬ ‫اﳌﺎ‬ ‫اﻷﺛﺮ‬ ‫ﺗﺤﺪﻳﺪ‬‫ﻬﺎ‬ ‫ﺣﺪو‬ ‫ر‬.
‫ﺴﺮ‬ ‫اﻟﺴﺎﺑﻘﺔ‬ ‫ﻊ‬‫ر‬‫اﳌﺸﺎ‬ ‫ﻣﻦ‬ ‫ﻣﻔﺼﻠﺔ‬ ‫ﺑﻴﺎﻧﺎت‬ ‫ﻗﺎﻋﺪة‬ ‫ﺸﺎء‬ ‫إ‬‫ﻋﺔ‬
‫ﺎﻟﻴﻒ‬ ‫وﺗ‬ ‫اﻷداء‬ ‫ﻣﻌﺪﻻت‬ ‫و‬ ‫اﻟﻌﻤﻞ‬ ‫ﻟﺴﺎﻋﺎت‬ ‫دﻗﻴﻖ‬ ‫وﺣﺴﺎب‬
‫ﺠﺪﻳﺪة‬ ‫ا‬ ‫ﻊ‬‫ر‬‫اﳌﺸﺎ‬.
Eng.Ahmad Said ١٧

،‫اﳌﻮﻗﻊ‬‫ﻋﻦ‬‫دﻗﻴﻘﺔ‬‫ﻣﻌﻠﻮﻣﺎت‬‫ل‬‫وﺗﺪاو‬ ‫ﺻﺪ‬‫ر‬)‫اﺳﺘﺨﺪام‬‫ﻳﺘﻢ‬ ‫ﻛﻴﻒ‬‫ى‬‫ﻧﺮ‬ ‫وﺳﻮف‬‫ﺬﻩ‬‫اﳌﻌﻠ‬‫ﻮﻣﺎت‬
‫ﻣﻦ‬ ‫اﻟ‬‫ﺔ‬‫ر‬‫اﻹدا‬‫ات‬‫ر‬‫ا‬‫ﺮ‬‫اﻟﻘ‬ ‫ﻻﺗﺨﺎذ‬‫ﺎ‬ ‫ﺷﺄﻧ‬‫ا‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬‫ﻹﻧﺠﺎز‬ ‫اﻟﻌﻤﻞ‬ ‫ﻓﺮص‬‫ن‬ ‫ﺗﺤﺴ‬‫ﻟﻮﻗﺖ‬
‫اﻧﻴﺔ‬ ‫اﳌ‬ ‫ﺣﺪود‬ ‫و‬‫ﺪد‬ ‫اﻤﻟ‬(.
‫وﻣﻦ‬‫ﻢ‬ ‫اﳌ‬‫ﻣﺮﺣﻠﺔ‬ ‫ﻣﻦ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬‫ﻣﺪار‬ ‫ﻋ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫أداء‬ ‫ﺟﻮاﻧﺐ‬‫ﻣﻦ‬ ‫ﺟﺎﻧﺐ‬ ‫ﻛﻞ‬‫ﺒﻊ‬ ‫ﺗ‬ ‫أن‬
‫اﻟﺘﺨﻄﻴﻂ‬.‫و‬‫أن‬‫ﻳﺠﺐ‬ ‫وﻣ‬،‫ع‬‫و‬‫ﻣﺸﺮ‬ ‫ﻛﻞ‬‫ﻳﺒﺪأ‬ ‫ﻣ‬‫ﺗﺤﺪﻳﺪ‬‫ﻲ‬ ‫ﺘ‬ ‫ﻳ‬—‫اﳌ‬‫اﺳﺘﺨﻼص‬‫ﻣﻊ‬‫ﻌﻠﻮﻣﺎت‬
‫ﻌﻤﻞ‬ ‫وﻣﺎﻻ‬ ‫ﻋﻤﻠﮫ‬‫ﻳﺠﺐ‬ ‫ﻣﺎ‬‫وﺗﻘﻴﻴﻢ‬ ‫ﻛﺎﻣﻠﺔ‬.
)‫ﻣﺮﺣﻠﺔ‬‫ﻌﮫ‬ ‫أﳌﺘﺎ‬‫اﻟﺴﻴﻄﺮة‬ ‫و‬(‫و‬‫وإﻧﺘ‬‫اﻟﻔﻌﻠﻴﺔ‬‫ﺎﻟﻴﻒ‬ ‫اﻟﺘ‬‫ن‬ ‫ﺑ‬‫ﻟﻠﺘﻮﻓﻴﻖ‬ ‫اﻟﻮﻗﺖ‬‫اﻟﻌﻤﻞ‬ ‫ﺎﺟﻴﺔ‬
‫اﻟﺘ‬ ‫إﻃﺎر‬ ‫اﻟﻘﺎﺋﻤﺔ‬ ‫اﻟﺸﺮﻛﺔ‬‫ﺠﻼت‬ ‫ﻟﺘﺤﺪﻳﺚ‬ ‫اﳌﻌﻠﻮﻣﺎت‬‫ﺴﺘﺨﺪم‬ ‫ﻓﺴ‬‫ع‬‫و‬‫ﺑﺎﳌﺸﺮ‬‫ﺮ‬ ‫ﺤﻀ‬
‫ﺠﻴﺪ‬ ‫ا‬‫واﻟﺘﻘﺪﻳﺮ‬‫اﻟﺘﺨﻄﻴﻂ‬ ‫ﺣﻴﺚ‬‫ﻣﻦ‬ ‫اﳌﻘﺒﻠﺔ‬‫ﻋﺎت‬‫و‬‫ﻟﻠﻤﺸﺮ‬.
‫ﻛﻤﺎ‬‫ﺎ‬ ‫أﻧ‬‫س‬‫و‬‫اﻟﺪر‬ ‫ﻻﺳﺘﺨﻼص‬‫ة‬‫ز‬‫ﻣﻤﺘﺎ‬ ‫ﻓﺮﺻﺔ‬‫ﻴﺌﺔ‬ ‫وﺗ‬‫ﻟﻠﺘﻨ‬ ‫ﺳﺎت‬‫ر‬‫اﳌﻤﺎ‬ ‫أﻓﻀﻞ‬‫ﻌﺾ‬‫ﻔﻴﺬ‬
‫اﳌﺴﺘﻘﺒﻞ‬.
‫ا‬ ‫و‬ ‫ار‬‫ﺮ‬‫ﺑﺎﺳﺘﻤ‬ ‫ﻣﺔ‬‫ز‬‫اﻟﻼ‬‫ﺮ‬‫ر‬‫اﻟﺘﻘﺎ‬ ‫ﻋﻤﻞ‬ ‫اﻻﻧﻀﺒﺎط‬‫ﻣﻦ‬‫ا‬‫ﺮ‬ ‫ﻛﺒ‬‫ا‬‫ر‬‫ﻗﺪ‬‫ﻳﺘﻮﻓﺮ‬ ‫أن‬‫ﻳﺠﺐ‬ ‫و‬‫ﻣﻦ‬‫ﻻﺳﺘﻔﺎدة‬
‫ﺬﻩ‬‫وﻧﺘﻌﻠﻢ‬ ‫اﻟﻔﺮﺻﺔ‬‫ﺎ‬ ‫ﻣﻨ‬.
‫اﻵﻟ‬‫ﻣﻦ‬‫واﺣﺪة‬ ‫اﳌﻌﻠﻮﻣﺎت‬‫اﺳﺘﺨﻼص‬ ‫ﻛﺎن‬ ‫ﺷﺮﻛﺎت‬ ‫ﺑﻞ‬‫ﻊ‬‫ر‬‫ﻣﺸﺎ‬ ‫وﺟﺪت‬‫ﺮة‬ ‫ﻛﺜ‬‫ب‬‫ر‬‫ﺗﺠﺎ‬‫ﻴﺎت‬
‫ﻣﻦ‬،‫ﻖ‬‫اﻟﻔﺮ‬ ‫أﻋﻀﺎء‬‫ﻣﻦ‬ ‫ﻋﻀﻮ‬ ‫ﻛﻞ‬‫ﺐ‬‫ر‬‫ﻟﺘﺪ‬ ‫ﻓﻌﺎﻟﻴﺔ‬ ‫ﺮ‬ ‫اﻷﻛ‬‫ﻨﺪس‬ ‫ﻣ‬‫ا‬‫ﻣﺪﻳﺮ‬ ‫إ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬‫و‬ ‫ع‬‫و‬‫ﳌﺸﺮ‬
‫ﻢ‬ ‫ﺗﺮﻛ‬‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻣﺨﺮﺟﺎت‬ ‫و‬ ‫ﻣﻌﻄﻴﺎت‬
Eng.Ahmad Said ١٨

Eng.Ahmad Said ١٩
 If you manage projects of any size, you can't
afford to find out after the fact that you've missed
your targets.
 How we will do that?

Eng.Ahmad Said ٢٠
1- BEFORE PROJECT START:

Many eyes are
better than two,
and
Many brains better
than one.
Eng.Ahmad Said ٢١
Take Care

‫إ‬‫ع‬‫و‬‫اﳌﺸﺮ‬‫ﻣﺪﻳﺮ‬ ‫ﻛﻞ‬ ‫ﻳﻄﻤﺢ‬‫أن‬ ‫ﺒ‬ ‫ﻳ‬ ‫ﺪاف‬ ‫أ‬ ‫ﺧﻤﺴﺔ‬
‫ﺗﺤﻘﻴﻘﻬﺎ‬
‫اﻟﻬﺪف‬١:‫ﺪد‬ ‫اﻤﻟ‬ ‫اﻟﻮﻗﺖ‬ ‫ﻬﺎﻳﺔ‬ ‫اﻟ‬.
◦‫ﻊ‬‫ر‬‫اﳌﺸﺎ‬‫ة‬‫ر‬‫إدا‬ ‫ﺪف‬ ‫أﺻﻌﺐ‬ ‫ﻟﻜﻦ‬ ‫أﻗﺪم‬ ‫ﻮ‬ ‫ﺬا‬.‫ﻣﺎ‬ ‫ﻏﺎﻟﺒﺎ‬‫ﻷن‬ ‫أﺻﻌﺐ‬
‫ﻛ‬ ‫اﻷﺻ‬ ‫اﻟﺰﻣ‬ ‫ل‬‫ﺠﺪو‬ ‫ا‬ ‫وﻷن‬،‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﺧﻼل‬ ‫اﳌﺘﻄﻠﺒﺎت‬‫ﺮ‬ ‫ﺗﺘﻐ‬‫ﻣﺘﻔﺎﺋﻼ‬ ‫ﺎن‬.
◦‫ﺗﺤﺘﺎج‬ ،‫اﻟﻬﺪف‬ ‫ﺬا‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ل‬‫اﻷو‬ ‫اﳌﻘﺎم‬ ‫ﺑﻤﺎ‬‫ر‬
‫ﻓﺎﺋﻘﺔ‬ ‫ﻌﻨﺎﻳﺔ‬ ‫ﺑﻚ‬‫ﺎص‬ ‫ا‬ ‫اﻟﻨﻄﺎق‬‫ة‬‫ر‬‫إدا‬ ‫إ‬.
‫ﺗ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻧﻄﺎق‬ ‫ﻋ‬ ‫ات‬‫ﺮ‬ ‫ﻐﻴ‬ ‫أي‬‫أن‬ ‫ﺑﺤﻴﺚ‬ ‫ﺮ‬ ‫اﻟﺘﻐﻴ‬ ‫اﻗﺒﺔ‬‫ﺮ‬‫ﻣ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﺗﻨﻔﻴﺬ‬‫ﻞ‬ ‫ﺸ‬ ‫ﺪار‬
‫ﻴﺢ‬.
‫ﺑﻚ‬‫ﺧﺎﺻﺔ‬ ‫ﺧﻄﺔ‬‫ﻟﺪﻳﻚ‬‫داﺋﻤﺎ‬.
‫ﺴﺮﻋﺔ‬ ‫ﺠﺘﮫ‬ ‫وﻣﻌﺎ‬‫ﻄﺔ‬ ‫ا‬ ‫ﻋﻦ‬ ‫اف‬‫ﺮ‬‫اﻧﺤ‬ ‫أي‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫اﻟﻔﻌ‬ ‫اﻟﺘﻘﺪم‬ ‫ﺠﻞ‬.
Eng.Ahmad Said ٢٢

‫اﻟﻬﺪف‬٢:‫اﻧﻴﺔ‬ ‫اﳌ‬‫ﺑﻤﻮﺟﺐ‬ ‫ﻬﺎء‬ ‫إ‬.
◦‫و‬‫اﳌﺸﺮ‬ ‫ﺗﻘﺪم‬ ‫ﻣﻊ‬ ‫ﻬﺎ‬ ‫ﻧﺔ‬‫ر‬‫ﻟﻠﻤﻘﺎ‬ ‫اﻟﺒﺪاﻳﺔ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬‫اﻧﻴﺔ‬ ‫ﻣ‬‫وﺿﻊ‬ ‫إ‬ ‫ﺗﺤﺘﺎج‬‫ع‬.
◦‫داﺋﻤﺎ‬ ‫ﻣﻀﺒﻮﻃﺔ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﺎﻟﻴﻒ‬ ‫ﺗ‬‫أن‬ ‫ﻣﻦ‬‫ﺗﺄﻛﺪ‬.
◦‫وﺳﻮ‬ ‫ﺗﺘﺤﻘﻖ‬ ‫ﺳﻮف‬ ‫اﻟ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﺎﻟﻴﻒ‬ ‫ﺗ‬ ‫ﻋﻨﺎﺻﺮ‬‫ﻛﻞ‬ ‫اﻧﻴﺔ‬ ‫اﳌ‬‫ﺬﻩ‬ ‫ادرج‬‫ﻟﻬﺎ‬ ‫ﻛﺎﻧﺖ‬‫اء‬
‫اﳌﻮاد‬ ‫أو‬ ‫دﻳﻦ‬‫ر‬‫واﳌﻮ‬ ،‫واﳌﻌﺪات‬ ،‫اﻟﻨﺎس‬ ‫ﻣﻊ‬ ‫ﻋﻼﻗﺔ‬.
◦‫ﻄﺔ‬ ‫ا‬ ‫ﺬﻩ‬ ‫ﻋﻦ‬ ‫اف‬‫ﺮ‬‫اﻧﺤ‬ ‫أي‬ ‫ﺒﻊ‬ ‫ﺗ‬.
‫اﻟﻬﺪف‬٣:‫اﻻﺣﺘﻴﺎﺟﺎت‬ ‫ﺗﻠﺒﻴﺔ‬.
◦‫اﻟﺒﺪ‬ ‫اﳌﺘﻄﻠﺒﺎت‬‫ﻣﻦ‬ ‫ﻣﻔﺼﻠﺔ‬ ‫ﻣﺠﻤﻮﻋﺔ‬‫ﻣﻦ‬ ‫ﻳﻜﻔﻲ‬ ‫ﻣﺎ‬‫ﻟﺪﻳﻚ‬ ‫أن‬‫ﻣﻦ‬ ‫اﻟﺘﺄﻛﺪ‬‫اﻳﺔ‬.‫اﻻ‬ ‫و‬
‫ﺎل‬ ‫اﻷﺷ‬ ‫ﻣﻦ‬‫ﻞ‬ ‫ﺷ‬‫ﺑﺄي‬ ‫ﻏﺎﻣﻀﺔ‬ ‫اﳌﺘﻄﻠﺒﺎت‬ ‫ن‬‫ﻮ‬ ‫ﺗ‬.
◦‫ﺗ‬ ‫أن‬‫ﻳﻤﻜﻦ‬ ‫اﻟﻌﻤﻞ‬ ‫ﻣﻦ‬‫ﺮة‬ ‫ﺻﻐ‬ ‫ﻗﻄﻌﺔ‬‫ﻬﺎ‬ ‫أ‬ ‫ﻋ‬ ‫اﻟﺒﺪاﻳﺔ‬ ‫إﻟﻴﮫ‬ ‫ﻳﻨﻈﺮ‬ ‫ﻛﺎن‬ ‫ﻣﺎ‬‫ﻷن‬‫ﺼﺒﺢ‬
‫اﻹﻛﻤﺎل‬‫ﻗﻴﻤﺔ‬ ‫و‬ ‫د‬‫ر‬‫وﻣﻮا‬‫وﻗﺖ‬ ‫اﻹﻋﺘﺒﺎر‬ ‫اﻻﺧﺬ‬‫ﻣﻊ‬،‫ﻤﺔ‬.
Eng.Ahmad Said ٢٣

‫اﻟﻬﺪف‬٤:‫ﺳﻌﺪاء‬ ‫اﻟﻌﻤﻼء‬ ‫ﻋ‬‫ﻔﺎظ‬ ‫ا‬.
◦‫واﻟﺘﻘﻴ‬‫ﺪدة‬ ‫اﻤﻟ‬‫اﻧﻴﺔ‬ ‫اﳌ‬ ‫ﻇﻞ‬ ،‫ﺪد‬ ‫اﻤﻟ‬ ‫اﻟﻮﻗﺖ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬‫ﻬﺎء‬ ‫إ‬‫ﻳﻤﻜﻦ‬ ‫ﻞ‬‫ﺖ‬١٠٠
‫اﻻﺣﺘﻴﺎﺟﺎت‬‫ﻣﻦ‬ ‫اﳌﺎﺋﺔ‬)‫اﳌﺘﻄﻠﺒﺎت‬، ‫اﳌﻮاﺻﻔﺎت‬(....‫؟‬
◦‫ﻌﻨﺎﻳﺔ‬ ‫اﻟﻌﻤﻼء‬ ‫ﺗﻮﻗﻌﺎت‬‫ة‬‫ر‬‫إدا‬ ‫إ‬ ‫ﺗﺤﺘﺎج‬ ‫ﻟﻺﺟﺎﺑﺔ‬.
◦‫و‬ ‫ﺔ‬ ‫وا‬ ‫ﺔ‬ ‫ؤ‬‫ر‬ ‫ﻣﻨﺤﻬﻢ‬ ‫و‬ ‫ﺑﺎﳌﻮﻗﻒ‬ ‫ﻴﺢ‬ ‫ﻞ‬ ‫ﺸ‬ ‫إﻃﻼﻋﻬﻢ‬ ‫ﻣﻦ‬‫داﺋﻤﺎ‬‫أﻧﻚ‬ ‫ﻣﻦ‬‫ﺗﺄﻛﺪ‬‫ﺿﻮح‬
‫اﻵن‬ ‫ﺣ‬‫ز‬‫ﺮ‬ ‫اﻤﻟ‬ ‫اﻟﺘﻘﺪم‬ ‫ﻣﻦ‬‫اﻟﺸﻤﺲ‬.
◦‫ﻣﻨﺘﻈﻢ‬ ‫ﻞ‬ ‫ﺸ‬ ‫ﻢ‬ ‫ر‬‫ﺎ‬ ‫أﻓ‬ ‫أو‬ ‫اﻟﻘﻠﻖ‬‫ﻋﻦ‬ ‫ﺮ‬ ‫ﺑﺎﻟﺘﻌﺒ‬ ‫ﻟﻬﻢ‬‫اﻟﺴﻤﺎح‬.
◦‫ﻳﺤﺘﺎج‬ ‫ﻋﻨﺪﻣﺎ‬‫أو‬،‫ﺪد‬ ‫اﻤﻟ‬ ‫اﻟﻮﻗﺖ‬ ‫ﺴﻠﻴﻢ‬ ‫اﻟ‬‫ﻳﻤﻜﻦ‬ ‫ﻻ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﻣﻘﺪﻣﺎ‬ ‫ﻟﻬﻢ‬ ‫ل‬‫ﻧﻘﻮ‬‫ﺮ‬ ‫ﻐﻴ‬
‫اﻟﺸﺄن‬‫ﺬا‬.
◦‫اﻟﻌﻤﻼء‬ ‫ﺗﻮﻗﻌﺎت‬‫ة‬‫ر‬‫ادا‬ ‫و‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫اﻟﻮﺳﺎﺋﻞ‬‫أﻓﻀﻞ‬‫داﺋﻤﺎ‬ ‫ﻮ‬ ‫واﻟﺼﺪق‬ ‫اﻻﻧﻔﺘﺎح‬.
‫اﻟﻬﺪف‬٥:‫ﻖ‬‫اﻟﻔﺮ‬ ‫أﻋﻀﺎء‬ ‫ﻋ‬ ‫ﺣﺎﻓﻆ‬.
◦‫أﻣ‬ ،‫ﺳﻌﻴﺪ‬ ‫ﻖ‬‫ﻓﺮ‬‫ﻣﻊ‬ ‫اﻟﺴﺎﺑﻘﺔ‬ ‫ﺑﻌﺔ‬‫ر‬‫اﻷ‬ ‫ﺪاف‬ ‫اﻷ‬‫ﺟﻤﻴﻊ‬ ‫ﺗﻠﺒﻴﺔ‬ ‫ﺴﺘﻄﻴﻊ‬ ‫ﻛﻨﺖ‬‫إذا‬‫ﺑﺎﻟﻎ‬ ‫ﺮ‬
‫ﺑﻚ‬‫ﺎص‬ ‫ا‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻟﻨﺠﺎح‬ ‫ﻤﻴﺔ‬ ‫اﻷ‬.
Eng.Ahmad Said ٢٤

FROM PROJECT START
PROFIT : PROJECT MANAGERS NEED ACCURATE,
TIMLY INFORMATION.
Eng.Ahmad Said ٢٦

From Tendering:
1. Item Breakdown is Known:
◦ It is the main Source of already approved Budget.
‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻧﺔ‬‫ز‬‫ﳌﻮا‬ ‫اﻟﻮﺣﻴﺪ‬ ‫اﳌﺼﺪر‬ ‫ﻮ‬ ‫اﻟﺒﻨﻮد‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫ﺗﺤﻠﻴﻞ‬.
Eng.Ahmad Said ٢٧

BCWS = BC X Planed Quantity
 At start PM Must Make/Gain Project Budget.
Eng.Ahmad Said ٢٨
And we get: Overall PROJECT BUDGET

Project Manager has ……
 Project Budgets.
◦ Planned, Earned &
ActualValues For
 Each intervals.
 At any cut off/data date.
 Reasonable/ Realistic.
◦ Time Schedule.
◦ Resource Plan.
◦ Billing Plan “S-Curve”.
Eng.Ahmad Said ٢٩

Project Manager has also ……
 Cash In Plan.
 Cash Out Plan.
 Cash Flow.
Eng.Ahmad Said ٣٠

Budgeted Cost :
‫ل‬‫اﻷو‬ ‫اﻟﻴﻮم‬ ‫ﻣﻨﺬ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻣﺪﻳﺮ‬ ‫ﻣﻊ‬ ‫ن‬‫ﻮ‬ ‫ﺗ‬ ‫ان‬ ‫ﻳﺠﺐ‬.
‫ﻌﻨﺎﻳﺔ‬ ‫ﻬﺎ‬ ‫اﺟﻌ‬‫ﺮ‬‫ﻣ‬ ‫ﺗﺘﻢ‬ ‫ان‬ ‫ﻳﺠﺐ‬.
Eng.Ahmad Said ٣١

What we/PM have now (at start)?
For Profit management!!!
1. Schedule.
1. PMP = PEP = Project Execution/Methodology plan.
2. Total Project Budgeted cost = BAC
3. PlannedValues = PV = BCWS
◦ = Budgeted cost of work Scheduled
◦ = Budgeted Dry Cost (BC) X Planned Quantity (WS)
◦ = BC X WS
1. PV Is monthly distributed as Billing plan in schedule.
4. Expected Cash Flow = Cash in – Cash out (if any)!
5. BOQ + Project Documents (Dwg - Awarding letter -
Contract - …..).
6. C + Q + S plans.
7. Authority matrix.
Eng.Ahmad Said ٣٢

2- ON PROGRESS.
A- LET PROJECT START
Eng.Ahmad Said ٣٣

‫اﻟﺘﻨﻔﻴﺬ‬‫ﻣﺮﺣﻠﺔ‬ ‫اﻟﺘﻌﺎﻗﺪ‬ ‫ﻗﺒﻞ‬ ‫ﻟﻌﻤﻞ‬ ‫ﻣﺜﺎل‬:-
Eng.Ahmad Said ٣٤

‫اﻟﺸ‬ ‫ﻻﺣﻘﺔ‬ ‫ﺑﻼﻃﺎت‬ ‫ا‬‫اﻷﺳﻘﻒ‬ ‫ﺮ‬ ‫ﺑﺘﻐﻴ‬‫ﺗﻮﺻﻴﺔ‬‫ﺪ‬:
‫ﺪث‬ ‫ا‬:
◦‫ﺸ‬ ‫اﻧ‬‫و‬ ‫اﻟﺸﺪ‬‫ﻻﺣﻘﺔ‬ ‫اﻟﺒﻼﻃﺎت‬‫ﻟﺸﺮﻛﺎت‬‫ﺠﻴﺔ‬ ‫و‬‫ﺗﺮ‬ ‫ﻣﻌﻠﻮﻣﺎت‬ ‫ﻋ‬ ‫ﺑﻨﺎء‬‫ﺬا‬ ‫ﺎر‬
‫ا‬‫اﳌﺼﻤﺘﺔ‬ ‫اﻟﺒﻼﻃﺎت‬ ‫ﺮ‬ ‫ﻐﻴ‬ ‫ﺗﻢ‬‫ع‬‫و‬‫ﻣﺸﺮ‬‫ﻟﺪﻳﻨﺎ‬ ‫ﻷن‬‫و‬‫اﻷﻋﻤﺎل‬ ‫ﻣﻦ‬‫اﻟﻨﻮع‬‫ﻟﻌﺎدﻳﺔ‬
‫اﻟﺘﺎﻟﻴﺔ‬‫ﻟﻸﺳﺒﺎب‬‫اﻟﺸﺪ‬‫ﻻﺣﻘﺔ‬ ‫ا‬:
‫ﻲ‬ ‫ﺮﺳﺎ‬ ‫ا‬ ‫ﻞ‬ ‫اﻟﻬﻴ‬ ‫اﻋﻤﺎل‬‫ﺗﻨﻔﻴﺬ‬ ‫وﻗﺖ‬‫ﺮ‬ ‫ﺗﻮﻓ‬ ‫و‬‫اﻟﺸﺪة‬ ‫ﻓﻚ‬‫ﻣﺪة‬‫اﻧﺨﻔﺎض‬.
‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫ﻋﺎ‬‫ﺮ‬ ‫ﺗﻮﻓ‬.
‫اﻟﺘﻨﻔﻴﺬ‬ ‫ﺳﻬﻮﻟﺔ‬.
◦‫ا‬‫اﻟﺒﻼﻃﺎت‬ ‫ﺮ‬ ‫ﻐﻴ‬ ‫ﺑﻤﺤﺎوﻟﺔ‬ ‫اﻟﺘﻨﻔﻴﺬ‬ ‫ة‬‫ر‬‫إدا‬ ‫ﻣﻦ‬ ‫اﻟﺘﻮﺻﻴﺔ‬‫ﺎﻧﺖ‬ ‫ﻓ‬‫اﻟﻨﻈﺎم‬ ‫ﺬا‬.
‫ﺗﺠ‬ ‫و‬‫ﺑﺎﻟﺸﺮﻛﺔ‬‫اﻟﻘﺎﺋﻤﺔ‬‫ﻊ‬‫ر‬‫اﳌﺸﺎ‬‫اﺣﺪ‬‫ﺣﺎﻟﺔ‬‫اﺳﺔ‬‫ر‬‫ﺑﺪ‬‫اﻟﺘﻮﺟﮫ‬‫ﺗﻢ‬‫ﻤﻴﻊ‬
‫اﻟﻌﺎﻣﻠ‬‫اﻟﺸﺮﻛﺎت‬‫ﻣﻨﺎﻗﺸﺔ‬‫و‬‫ﺻﺪﻳﻘﺔ‬ ‫ﺷﺮﻛﺎت‬ ‫ﻣﻦ‬‫اﻟﺒﻴﺎﻧﺎت‬ ‫ﻛﺎﻓﺔ‬‫ﺔ‬
‫اﻤﻟﺠﺎل‬‫ﺬا‬.
٣٥Eng.Ahmad Said

‫ﻟﻸﺳﻘﻒ‬‫ﺔ‬ ‫ﻣﺴ‬ ‫ﺧﺮﺳﺎﻧﺔ‬ ‫اﻋﻤﺎل‬‫اﳌﻜﻌﺐ‬ ‫ﺮ‬ ‫ﺑﺎﳌ‬:
‫ﺗﻘﻠﻴﺪي‬ ‫ﺗﺤﻠﻴﻞ‬
‫اﳌﺴﻄﺢ‬ ‫ﺮ‬ ‫ﻟﻠﻤ‬
٣٦Eng.Ahmad Said

‫أ‬ ‫اﻟﺸﺮﻛﺔ‬ ‫ﻋﺮض‬ ‫ﺗﺤﻠﻴﻞ‬
‫ب‬‫اﻟﺸﺮﻛﺔ‬ ‫ﻋﺮض‬ ‫ﺗﺤﻠﻴﻞ‬
٣٧Eng.Ahmad Said

‫اﻟﺸﺪ‬‫ﻻﺣﻘﺔ‬‫اﻟﺒﻼﻃﺎت‬‫ﻟﻨﻈﺎم‬‫اﳌﻜﻌﺐ‬‫ﺮ‬ ‫اﳌ‬‫ﻠﻔﺔ‬ ‫ﺗ‬:
‫ن‬ ‫اﻟﻨﻈﺎﻣ‬‫ن‬ ‫ﺑ‬‫اﻟﻮﻓﺮ‬ ‫ﻗﻴﻤﺔ‬=١٢٦٠-١٠٢٩=٢٣١٫٠٠‫ﺎل‬‫ر‬/‫م‬٣.
‫اﻟﻮﻓﺮ‬‫ﺑﺎب‬ ‫ﻣﻦ‬‫اﳌﻮﺿﻮع‬‫ﻟﻔﺎﺋﺪة‬‫ﺞ‬ ‫ﺮو‬ ‫اﻟ‬ ‫ﻳﻤﻜﻦ‬‫ﺎ‬‫ﻧﻈﺮ‬‫أﻳﻀﺎ‬‫ﻛﻤﻴﺔ‬
‫ﺪﻳﺪ‬ ‫ا‬.
٣٨Eng.Ahmad Said

‫اﻻ‬ ‫ﺎ‬ ‫اﺧﺬ‬ ‫ﻳﺘﻢ‬ ‫ﻟﻢ‬‫ﺑﻨﻮد‬ ‫ﻨﺎك‬ ‫ان‬‫ﻘﻴﻘﺔ‬ ‫ا‬ ‫ﻟﻜﻦ‬‫ﻋﺘﺒﺎر‬:
‫ﻋﻨﺪ‬‫اءة‬‫ﺮ‬‫ﻗ‬‫ض‬‫و‬‫ﻋﺮ‬‫اﻷﺳﻌﺎر‬‫ن‬ ‫ﺒ‬ ‫ﻳ‬‫ﻬﺎ‬ ‫ﻣ‬‫وﺟﻮد‬‫ﻋﻨﺎﺻﺮ‬‫ﻋﺪﻳ‬‫ﺪة‬
‫ﻻ‬‫ﻳﺘﺤﻤﻠﻬﺎ‬‫اﻟﻄﺮف‬‫ﻲ‬ ‫اﻟﺜﺎ‬‫و‬‫ﺗﻤﺜﻞ‬‫اﻛﺰ‬‫ﺮ‬‫ﻣ‬‫ﻠﻔﺔ‬ ‫ﺗ‬‫ﻣﺒﺎ‬‫ﺷﺮة‬‫ﻋ‬
‫اﻷﻋﻤﺎل‬.
‫ﻌﺾ‬‫ﺬﻩ‬‫اﻟﻌﻨﺎﺻﺮ‬‫ﻣﻮﺟﻮد‬‫ﻞ‬ ‫ﺸ‬‫ﻃﺒﻴ‬‫و‬‫ﻌﻀﻬﺎ‬
‫ﻣﺴﺘﺤﺪث‬‫ﻴﺠﺔ‬ ‫ﻧ‬‫ﻧﻮع‬‫اﻟﻌﻤﻞ‬.
‫ﻨﺎك‬‫ﺑﻨﻮد‬‫ﻳﻤﻜﻦ‬‫اﻟﻀﻐﻂ‬‫ﻋ‬‫اﻟﻄﺮف‬‫ﻲ‬ ‫اﻟﺜﺎ‬‫ﻟﻠﺘﻨﺎز‬‫ل‬‫ﻬﺎ‬ ‫ﻋ‬
‫اﺛﻨﺎء‬‫اﻟﺘﻔﺎوض‬‫و‬‫ﻨﺎ‬ ‫ﻧ‬‫ذﻟﻚ‬.
‫ﻌﺪ‬‫ﻣﻔﺎوﺿﺔ‬‫اﻟﺸﺮﻛﺎت‬‫و‬‫ﺟﻤﻊ‬‫ﻣﻌﻠﻮﻣﺎت‬‫ﻣﻦ‬‫ﻋﺎت‬‫و‬‫ﻣﺸﺮ‬‫ﻋﺪة‬
‫و‬‫ﻣﻮاﻗﻊ‬‫ﻣﺨﺘﻠﻔﺔ‬‫ﺸﺮﻛﺎت‬‫ي‬‫اﺧﺮ‬‫ﻣﻤﺎﺛﻠﺔ‬‫و‬‫اﻻﺳﺘﻌﺎﻧﺔ‬‫ﺑ‬‫ﻴﺎﻧﺎت‬
‫ﻣﻦ‬‫اﳌﻮﻗﻊ‬‫ﻟﺪﻳﻨﺎ‬‫و‬‫ﺴﺎﺑﺎت‬ ‫ا‬‫ﺗﻢ‬‫اﻟﺘﻮﺻﻞ‬‫ﻟﺘﺤﻠﻴﻞ‬‫واﻗ‬‫ا‬
‫اﻗ‬‫ﺣﺪ‬‫ﻣﻤﻜﻦ‬.
٣٩Eng.Ahmad Said

‫اﻟﺸ‬ ‫ﻻﺣﻘﮫ‬ ‫اﻟﺒﻼﻃﺎت‬ ‫أﻋﻤﺎل‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫ﺳﻌﺮ‬ ‫ﺗﺤﻠﻴﻞ‬‫ﻣﻦ‬ ‫ﺪ‬
‫اﻟﻮاﻗﻊ‬:
‫أ‬-‫اﻷﻋﻤﺎل‬ ‫ﺑﻴﺎن‬/‫أﻋﻤﺎل‬ ‫ﻋ‬‫ﻠﻤﺔ‬ ‫اﻤﻟ‬‫اﳌﻮاد‬post tension)‫اﳌﺎﻟﻴﺔ‬‫و‬‫اﻟﺘﻨﻔﻴﺬ‬‫و‬‫اﻟﺘﺨﻄﻴﻂ‬ ‫ﻹﻓﺎدة‬‫ﻃﺒﻘﺎ‬(
١-‫اﻟﻌﻤﺎﻟﺔ‬:
٢–‫ﺠﺮاوت‬ ‫ا‬:
◦‫ن‬ ‫اﻟﺸﺮﻛﺘ‬‫ﻟﻜﻼ‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫ﻣﺘﻮﺳﻂ‬٢٫٠٠‫ﺎل‬‫ر‬/‫م‬٢)‫ن‬‫ﺎز‬ ‫اﻤﻟ‬‫و‬‫ﺴﺎﺑﺎت‬ ‫ا‬(
٣-‫ﻛﺮاﺳ‬:
◦‫ن‬ ‫اﻟﺸﺮﻛﺘ‬‫ﻟﻜﻼ‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫ﻣﺘﻮﺳﻂ‬١٫٧٥‫ﺎل‬‫ر‬/‫م‬٢)‫ن‬‫ﺎز‬ ‫اﻤﻟ‬‫و‬‫ﺴﺎﺑﺎت‬ ‫ا‬(
٤٠
‫م‬‫أﻋﻤﺎل‬ ‫ﺑﻴﺎن‬IGS‫ﻳﻮﻣﻴﺎت‬BIC‫ﻳﻮﻣﻴﺎت‬
‫ﻋﻤﺎل‬ ‫ﺑﻴﺎن‬‫أﻳﺎم‬ ‫ﻋﺪد‬‫ﻋﻤﺎل‬ ‫ﺑﻴﺎن‬‫أﻳﺎم‬ ‫ﻋﺪد‬
١‫ﺗﻘﻄﻴﻊ‬٣‫ﻋﺎﻣﻞ‬١٣
٧‫ﻋﺎﻣﻞ‬٣‫أﻳﺎم‬٢١
٢‫ورﻓﻊ‬ ‫ﻟﻒ‬٣‫ﻋﺎﻣﻞ‬١٣
٣‫ودﻛﺖ‬‫ﻛﺎﺑﻼت‬ ‫ﺗﺮﻛﻴﺐ‬١٠‫ﻋﺎﻣﻞ‬٢٢٠٧‫ﻋﺎﻣﻞ‬٤٢٨
٤‫اﻟﺼﺐ‬ ‫ﻌﺪ‬ ‫اﻟﺸﺪ‬٣‫ﻋﺎﻣﻞ‬١٣٣‫ﻋﺎﻣﻞ‬٣٩
٥‫وﺗﻔﺼﻴﻞ‬ ‫وﺗﻘﻄﻴﻊ‬‫ﺟﺮاوت‬٥:٧‫ﻋﺎﻣﻞ‬١٧‫ﺗﻘﻄﻴﻊ‬٣‫ﻋﺎﻣﻞ‬٢٦
‫ﺣﻘﻦ‬٥‫ﻋﺎﻣﻞ‬١٥
‫اﺟﻤﺎ‬٣٦٦٩
‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫اﺟﻤﺎ‬)‫أﻳﺎم‬‫ﻋﺪد‬*١٢٠‫ﺎل‬‫ر‬(٤٣٢٠٨٢٨٠
‫اﳌﺴﻄﺢ‬‫ﺮ‬ ‫اﳌ‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬٢٫١٦٤٫١٤
Eng.Ahmad Said

‫اﳌﺴﻄﺢ‬ ‫ﺮ‬ ‫اﳌ‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬:
‫ﺑﯾﺎن‬-‫اﺟﻣﺎﻟﻲ‬
-‫أﻋﻤﺎل‬PT-=٤٩.٠٠‫ﺎل‬‫ر‬/‫م‬٢-‫ﻃﺒﻘﺎ‬‫ﻟﻌﺮض‬‫ﺳﻌﺮ‬
-‫ﻋﻤﺎﻟﺔ‬-=٤.٢٥‫ﺎل‬‫ر‬/‫م‬٢-
-‫ﺟﺮاوت‬-=٢.٠٠‫ﺎل‬‫ر‬/‫م‬٢-
-‫ﻛﺮاﺳ‬-=١.٧٥‫ﺎل‬‫ر‬/‫م‬٢-
-‫إﺟﻤﺎ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬-٥٧.٠٠‫ﺎل‬‫ر‬/‫م‬٢-
٤١
‫ﻮﻇﺔ‬ ‫ﻣ‬:
‫اﻟﻮاﺣﺪ‬ ‫اﻟﻴﻮم‬ ‫ﻟﻠﻌﺎﻣﻞ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫ﺴﺎب‬ ‫اﺣ‬ ‫ﺗﻢ‬١٢٠‫ﺎل‬‫ر‬)work center(
‫ﺣ‬ ‫ﳌﺴﻄﺢ‬ ‫أﻋﻼﻩ‬ ‫اﳌﻌﺪﻻت‬٢٠٠٠‫م‬٢
Eng.Ahmad Said

‫ب‬-‫اﳌﺼﻤﺘﺔ‬ ‫اﻟﺒﻼﻃﺎت‬ ‫ﻣﻊ‬ ‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫ﻧﺔ‬‫ر‬‫ﻣﻘﺎ‬:
‫اﻟﺼﺐ‬ ‫ﻻﺣﻘﺔ‬ ‫ﺑﻼﻃﺎت‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬:
‫اﳌﺼﻤﺘﺔ‬‫ﻟﻠﺒﻼﻃﺎت‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬:
◦‫و‬ ‫ﺠﺔ‬ ‫اﳌﻌﺎ‬‫اﻋﻤﺎل‬ ‫ﻛﺬﻟﻚ‬‫و‬‫ن‬ ‫ﺎﻟﺘ‬ ‫ا‬ ‫ي‬‫ﺴﺎو‬ ‫ﺗ‬ ‫اﻟﺸﺪة‬ ‫ﻛﻠﻔﺔ‬......
◦‫اﳌﺘﻮﻗﻌﺔ‬‫ﺮ‬ ‫ﻟﻠﺘﻐﻴ‬‫اﻟﻮﻓﺮ‬ ‫ﻗﻴﻤﺔ‬=٧٫٥‫ﺎل‬‫ر‬/‫اﳌﻜﻌﺐ‬‫ﺮ‬ ‫اﳌ‬
٤٣
‫اﻟﺒﻨﺪ‬‫اﻟﺴﻌﺮ‬
‫اﻟﺸ‬ ‫ﻻﺣﻘﺔ‬‫اﻟﺒﻼﻃﺎت‬‫ﻷﻋﻤﺎل‬ ‫اﳌﻜﻌﺐ‬‫ﺮ‬ ‫اﳌ‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬‫ﺪ‬٢٢٨٫٠٠‫ﺎل‬‫ر‬/‫م‬٣
‫ﺮﺳﺎﻧﺔ‬ ‫ا‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬٢٥٥٫٠٠‫ﺎل‬‫ر‬/‫م‬٣)‫ﻣﺘﻮﻗﻌﺔ‬(
‫واﻟﻨﺠﺎرة‬ ‫ﺪادة‬ ‫ا‬‫أﻋﻤﺎل‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬٣٠٠٫٠٠‫ﺎل‬‫ر‬/‫م‬٣)‫ﻣﺘﻮﻗﻌﺔ‬(
‫ﺪﻳﺪ‬ ‫ا‬ ‫ﻠﻔﺔ‬ ‫ﺗ‬)٧٠‫ﻛﺠﻢ‬/‫م‬٣x٢٦٥٠) (‫اﻟﻨﻘﻞ‬‫ﺷﺎﻣﻞ‬(١٨٥٫٥‫ﺎل‬‫ر‬/‫م‬٣
‫اﳌﻜ‬‫ﺮ‬ ‫ﻟﻠﻤ‬ ‫اﳌﺘﻮﻗﻌﺔ‬ ‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫إﺟﻤﺎ‬‫ﻌﺐ‬٩٦٨٫٥‫ﺎل‬‫ر‬/‫م‬٣
‫اﻟﺒﻨﺪ‬‫اﻟﺴﻌﺮ‬
‫ﺧﺮﺳﺎﻧﺔ‬٢٥٥٫٠٠‫ﺎل‬‫ر‬/‫م‬٣
‫ﻣﺼﻨﻌﻴﺎت‬٣٥٠٫٠٠‫ﺎل‬‫ر‬/‫م‬٣
‫ﺴﻠﻴﺢ‬ ‫ﺣﺪﻳﺪ‬)١٤٠‫ﻛﺠﻢ‬/‫م‬٣x٢٦٥٠) (‫اﻟﻨﻘﻞ‬‫ﺷﺎﻣﻞ‬(٣٧١٫٠٠‫ﺎل‬‫ر‬/‫م‬٣
‫إﺟﻤﺎ‬٩٧٦٫٠٠‫ﺎل‬‫ر‬/‫م‬٣
Eng.Ahmad Said
‫ﻬﻴﻨﺎ‬ ‫اﻧ‬ ‫ﻞ‬ ‫ﻟﻜﻦ‬‫؟‬

‫اﻟﻘﺎع‬ ‫ﻣﻦ‬ ‫ﺑﺎﻟﺒﻼﻃﺎت‬ ‫خ‬‫و‬‫ﺷﺮ‬ ‫ر‬‫ﻇﻬﻮ‬) :‫ع‬‫و‬‫اﳌﺸﺮ‬(
‫ﺷﺪ‬‫ﻣﻦ‬ ‫ﻬﺎء‬ ‫اﻧ‬‫ﻌﺪ‬٣٦٠٠٠‫م‬٢‫خ‬‫و‬‫ﺷﺮ‬ ‫ﻇﻬﺮت‬.
‫اء‬‫ﺮ‬‫إﺟ‬ ‫و‬ ‫ﺮﺳﺎﻧﺔ‬ ‫ا‬ ‫ﺳﻼﻣﺔ‬‫ﻣﻦ‬‫اﻟﺘﺄﻛﺪ‬ ‫و‬‫ﺑﻴﺎﻧﺎت‬ ‫ﺟﻤﻊ‬ ‫و‬ ‫اﺳﺘﻘﺼﺎء‬‫ﻌﺪ‬
‫ات‬‫ر‬‫اﺧﺘﺒﺎ‬.
‫ﺠﺔ‬ ‫ﻣﻌﺎ‬ ‫ﻞ‬ ‫ل‬‫اﻟﻮﺻﻮ‬ ‫ﺗﻢ‬.....‫؟‬!
‫ﺎدة‬‫ﻟﺰ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫وﺻﻠﺖ‬٨٫٥‫ﺎل‬‫ر‬/‫م‬٢‫ﺊ‬ ‫ﺎ‬ ‫ﺗ‬٣٤‫ﺎل‬‫ر‬/‫م‬٣
٤٤Eng.Ahmad Said

‫اﻟﺼﺐ‬ ‫ﻻﺣﻘﺔ‬ ‫اﻟﺒﻼﻃﺎت‬ ‫ات‬‫ز‬‫اﻣﺘﻴﺎ‬ ‫ﺗﺒﻘﻲ‬ ‫ﻟﻜﻦ‬:
١.‫ﻋﻦ‬ ‫اﻟﺒﺤﺮ‬ ‫ﻳﻘﻞ‬‫اﻻ‬ ‫ﺸﺮط‬ ‫اﻟﻮﻗﺖ‬‫ﺮ‬ ‫ﺗﻮﻓ‬٨‫ﺮ‬ ‫ﻣ‬.
٢.‫ﺪادﻳﻦ‬ ‫ا‬‫ﺮ‬ ‫ﺗﻮﻓ‬.
٣.‫ي‬‫اﺧﺮ‬‫ﺣﺎﻻت‬ ‫اﻷوﻓﺮ‬.
٤٥Eng.Ahmad Said

Procurement Issue
 Recommended Supplier
Eng.Ahmad Said ٤٦

Eng.Ahmad Said ٤٧
‫اﻟﻴﻨﺎ‬‫اﺿﻒ‬:

MONITORING AND CONTROLLING BUDGET.
The budget has now agreed.
Is that it?
No …..
 Budgetary control is often viewed as simple closed loop system:
 *ACTION – the most important part!
 You must either
I. Bring actual expenditure back in line with budget, or
II. Notify a need to change the budget as result of permanent or on-going overspend or
saving.
Eng.Ahmad Said ٤٨
PLAN
The Budget
ACTUAL
Expenditure
REPORT
Overspends/Savings
Known as “Variances”
COMPARE
Budget v Actual
ACTION*

Cost Control Has …..
 Prepare Primary
QCS All data From.
◦ Quantity Take off.
◦ Budgeted prices.
QCS will shown later
Eng.Ahmad Said ٤٩

PR Cycle
•‫أﻣر‬‫اﻟﺷراء‬Purchase Order(PO) and
•‫اﻷﺳﻌﺎر‬ ‫ﻋروض‬ ‫ﻣﻘﺎرﻧﺔ‬
Technical / Cost Comparison sheet(T/CCS)
•‫اﻟﻣوردﯾن‬/‫اﻟﻣﻌﺗﻣدﯾن‬ ‫اﻟﻣﻘﺎوﻟﯾن‬
Recommended Supplier Sheet(RSS)
Eng.Ahmad Said ٥٠
Procurement
Dept.
١
PR
‫إﻋﺘﻤﺎد‬‫ﻣﻦ‬ ‫اﻟﺘﺄﻛﺪ‬
‫اﳌﻄﻠﻮﺑﮫ‬‫اﳌﻮاد‬
‫اﻟﻌﻤﻴﻞ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺒﻨﺪ‬
No
PO
‫اﻟﺪﻓﻊ‬‫ﻘﺔ‬‫ﻃﺮ‬ ‫اﺣﻌﺔ‬‫ﺮ‬‫ﻣ‬ ‫و‬ ‫اﳌﻌﺘﻤﺪ‬ ‫اﳌﻮرد‬‫اﻟﺪﻓﻊ‬‫ﻘﺔ‬‫ﻃﺮ‬ ‫اﺣﻌﺔ‬‫ﺮ‬‫ﻣ‬ ‫و‬ ‫اﳌﻌﺘﻤﺪ‬ ‫اﳌﻮرد‬‫ﺑ‬‫ﺛ‬ ‫ﻣﻦ‬ ‫و‬ ‫اﳌﺎﻟﻴﮫ‬ ‫ﺎﻹدارﻩ‬‫ﺪ‬ ‫اﻟﺘﻮر‬‫ﻢ‬
‫ن‬‫ﻟﻠﻤﺨﺎز‬/‫اﳌﻮﻗﻊ‬
‫اﳌﺮدﻳﻦ‬‫ﻣﻦ‬‫أﺳﻌﺎر‬‫ﻋﺮوض‬ ‫ﻃﻠﺐ‬
‫اﳌ‬ ‫ﻬﻢ‬ ‫ﻟﺪ‬‫اﳌﺘﻮﻓﺮ‬‫و‬‫ن‬ ‫اﳌﻌﻨﻴ‬‫ﻮاد‬
‫اﳌﻄﻠﻮﺑﮫ‬
QCS
‫اﳌﻮردﻳﻦ‬ ‫ﻣﻔﺎوﺿﺔ‬/‫ن‬ ‫اﳌﻘﺎوﻟ‬
‫ﻣﺎﻟﻴﮫ‬‫و‬ ‫ﻓﻨﻴﮫ‬ ‫ﻣﻘﺎرﻧﮫ‬‫ﻋﻤﻞ‬
Cost Comparison
Sheet (CCS)
Cost Control
‫اﻷﺳﻌﺎر‬ ‫ﻣﻼﺋﻤﺔ‬
‫اﻟﺪراﺳﮫ‬‫ﻟﺴﻌﺮ‬
‫ﻄﻄﮫ‬ ‫اﻤﻟ‬
No
‫اﳌﻘﺒﻮ‬ ‫ﺑﺎﳌﻮردﻳﻦ‬ ‫ﺗﻮﺻﻴﮫ‬‫ﻋﻤﻞ‬‫ن‬ ‫ﻟ‬
‫إﺻﺪار‬‫و‬‫ﻣﺎﻟﻴﺎ‬‫و‬ ‫ﻓﻨﻴﺎ‬
Recommended
Supplier Sheet (RSS)
RSS
CCS
٢
‫اﳌﻮاد‬ ‫ﺻﺮف‬
‫ﻟﻠﻤﺸﺮوع‬
‫ﻣﺮاﺟﻌﺔ‬
‫ﺰون‬ ‫اﻤﻟ‬
Yes
No
Store
٣

 Review and Adjust
Quantities depending on:
1. Shop Drawing / Quantity
Take off.
2. Cutting List
 Write our Notes and
recommendations on PR.
Eng.Ahmad Said ٥١
‫ﻣﻦ‬‫ﺼﺮ‬ ‫ا‬ ‫اﺟﻌﺔ‬‫ﺮ‬‫ﻣ‬
‫اﻟﺘﻨﻔﻴﺬﻳ‬‫ﻄﻄﺎت‬ ‫اﻤﻟ‬‫ﺔ‬
Cost Control Review PR

COST CONTROL REVIEW T/CCS:
After Procurement Engineers get offers the sendTCS for review and approvals From
cost Control andTop managers
TCS
Eng.Ahmad Said ٥٢

Procurement Issue PO
 PO with recommended
supplier
Eng.Ahmad Said ٥٣

B- WITH PROJECT
PROGRESS …..
We need Reports ……
Eng.Ahmad Said ٥٤

Why?
For any of the following.
Eng.Ahmad Said ٥٥
What are we trying to achieve?
- An effective and efficient allocation of
resources to achieve company plan.
What do manyTasks,Works & others have?
- A discredited process which everyone
ignore.
Our ROLE

‫ن‬ ‫ﺮﺑ‬ ‫اﻤﻟ‬ ‫اﻧﻴﺔ‬ ‫ﻣ‬!
THE BUDGET SABOTEURS!
١."‫ﻲ‬ ‫أ‬‫ر‬ ‫ﻃﻠﺐ‬ ‫أﺣﺪ‬ ‫ﻻ‬...‫اﺣﻨﺎ‬‫اﻟﺒﻼء‬‫ﻧﺼﻒ‬‫ﻋﻨﺪﻛﻢ‬ ‫ﺧﺪوا‬‫ﺑﺤﺎﺟﺔ‬‫ا‬‫إﺿﺎﻓﻴﺔ‬ ‫ﺻﻴﺎﻧﺔ‬‫أﻋﻤﺎل‬"
٢."‫أن‬‫ﻲ‬ ‫ﺪ‬‫ﺗﺮ‬‫أ‬‫؟‬ ‫اﻧﻴ‬ ‫ﻣ‬ ‫ﺿﻊ‬‫ﺗﺤ‬ ‫ﻻ‬ ‫ﻣﺸﺎﻛﻞ‬‫ﻋﻨﺪي‬‫اﻧﺎ‬‫ﻟﺪي‬‫ن‬ ‫اﳌﻘﺎوﻟ‬‫واﳌ‬ ‫ن‬‫ﻳﺼﺮﺧﻮ‬‫دﻳﻦ‬‫ر‬‫ﻮ‬
‫اب‬‫ﺮ‬‫إﺿ‬.....‫ل‬‫ﻧﻘﻮ‬‫ﻋﻤﻮﻣﺎ‬١٠،٠٠٠‫ﺟﻢ‬.....‫و‬‫و‬ ‫ﻋﻤ‬‫ﻊ‬ ‫اﺗﺎ‬ ‫دﻋ‬‫وﻇﻴﻔ‬‫ا‬‫ﻘﻴﻘﻴﺔ‬"
٣."‫اﳌﻘﺒﻞ؟‬‫ﻟﻠﻌﺎم‬ ‫اﻧﻴ‬ ‫ﻣ‬.....‫اﻧﻔﻘﻨﺎ‬ ‫ﻛﻢ‬‫اﻟﻌﺎم؟‬‫ﺬا‬"
٤."‫ﺑﺤﺎﺟﺔ‬ ‫أﻧﺎ‬٩،٠٠٠‫ﺟﻢ‬...‫إﺿﺎﻓﺔ‬ ‫أﻓﻀﻞ‬ ‫أﻧﺎ‬١٠٠٠‫ﺟﻢ‬‫اﳌﺎ‬‫واﻟﻌﺎم‬ ،‫ئ‬‫اﻟﻄﻮار‬ ‫ﺎﻻت‬
‫ﻗﻄﻌﻮا‬‫ﻣﻦ‬‫ﺴﺒﺔ‬ ‫اﻧﻴﺎت‬ ‫اﳌ‬‫ﺟﻤﻴﻊ‬٨‫ﺳﻮف‬ ‫ﻓﺈﻧ‬‫وﻟﺬا‬ ،٪‫ﺪ‬‫ز‬‫ا‬‫ﺴﺒﺔ‬ ‫ﺑ‬١٠‫ﺣﺎﻟﺔ‬ ‫ﻓﻘﻂ‬ ٪.......
‫ﻟﻬﻢ‬ ‫ﻗﻞ‬١١،٠٠٠‫ﺟﻢ‬"
٥."‫ﺗ‬ ‫إذا‬‫ﻋ‬‫ﻢ‬‫ﺳﻮف‬ ‫ﺮة‬ ‫اﻟﺼﻐ‬ ‫اﻧﻴ‬ ‫ﻣ‬ ‫ﺮض‬‫ا‬‫ﺎﻧ‬ ‫ﻣ‬‫ﻓﻘﺪ‬‫اﳌ‬‫ﺆﺳﺴﺔ‬"
٦."‫اﻧﺘﻬ‬ ‫ﺬا‬...‫ن‬ ‫ا‬‫اﻧﻴﺔ‬ ‫اﳌ‬‫ﻣﺴﺌﻮﻟﻴ‬‫ﺴﺖ‬ ‫ﻟ‬.‫دﻋﻮﻧﺎ‬‫ﻧ‬‫ﺎﺳﺒ‬ ‫اﻤﻟ‬ ‫إ‬‫ﺎ‬ ‫ر‬‫ﻤﺮ‬‫ﻟﻴ‬‫ن‬‫أو‬ ‫ﻬﺎ‬ ‫ﻘﻮﻣﻮا‬
‫ﻢ‬ ‫ﻟﺘﻘﺪﻳﺮ‬ ‫ﺮﻛﻬﺎ‬ ‫ﻧ‬‫ال‬ ‫اﻷﺷﻬﺮ‬١٢‫اﳌﻘﺒﻠﺔ‬"
٧."‫إذا‬‫ﻻ‬‫ﻛﻨﺖ‬‫أ‬‫اﻧﻴ‬ ‫ﻣ‬ ‫ﻣﺎ‬ ‫ﻛﻞ‬‫ﻧﻔﻖ‬‫ﻓ‬‫ﻟﻦ‬ ‫ﺄﻧﺎ‬‫أ‬‫اﳌﻘﺒﻞ‬‫ﻟﻌﺎم‬‫ﺮ‬ ‫اﻟﻜﺜ‬ ‫ﻋ‬ ‫ﺣﺼﻞ‬"
٨."‫أﺳﺌﻠﺔ‬ ‫أي‬ ‫ﺴﺄﻟ‬ ‫ﺳﻮف‬ ‫أﺣﺪ‬ ‫ﻻ‬،‫اﻧﻴﺔ‬ ‫اﳌ‬‫ﺣﺪود‬ ‫ﺑﻘﻴﺖ‬ ‫ﻃﺎﳌﺎ‬.‫ﻓﺄﻟﻔﻄﻬﺎ‬"
Eng.Ahmad Said ٥٦

With Progress we (PPC) have:
From PPC
1. PV = BCWS =
BC x BQ (WS)
A. This values for
I. Total amount of project
works activities.
II. Each workactivity.
B. At specific CUT OF
DATE = DATA DATE.
2. Period of time look
ahead plan.
From site
1. Project cumulative
reports (Daily-
Weekly-Biweekly-
Monthly).
2. Project issues, risk
& corrective
actions status
Eng.Ahmad Said ٥٧

At a certain Cut of Date /Data Date:
 20 Jan 2012 our cut off date.
 PV=BCWS = Known for all project work.
 300 m2 Porcelain was scheduled.
 PVitem= 300m2 x 77.34SR = 23202.00 SR.
Eng.Ahmad Said ٥٨

Daily Report
Eng.Ahmad Said ٥٩

Inventory items card studied.
 Card item for each
material seen.
 Total received ,
issued and balance
recorded.
Eng.Ahmad Said ٦٠

QCS Cycle
Eng.Ahmad Said ٦١
‫اﳌﺸﺮوع‬
Prepare/Review Quantities
Comparison Sheet (QCS)
)‫اﳌﻄﻠﻮﺑﮫ‬‫اﳌﻮاد‬‫ﻣﻦ‬‫اﻟﻌﻘﺪ‬‫ﺳﻘﻒ‬‫ﻣﺮاﺟﻌﺔ‬(
Cost Control
Pocurement
Dept.
‫اﻟﻜﻤﻴ‬‫ﻨﻔﺎذ‬ ‫اﺳ‬‫ﺎت‬
‫ﻟﻠﺒﻨﺪ‬ ‫اﳌﻘﺪرﻩ‬
No
YES
Review Executed Items and
Material Consumption Report
(MCR)
)‫ﻬ‬ ‫اﳌﺴ‬‫اﳌﻮاد‬‫و‬‫ﺨﮫ‬‫ﺗﺎر‬ ‫ﺣ‬ ‫اﳌﻨﻔﺬﻩ‬‫اﻟﺒﻨﻮد‬ ‫اﺟﻌﺔ‬‫ﺮ‬‫ﻣ‬‫ﻠﻜﮫ‬
‫ﻬﻼك‬ ‫اﻻﺳ‬‫ﺮ‬‫ﺗﻘﺮ‬ ‫ﻣﻦ‬ ‫اﻟﺒﻨﻮد‬ ‫ﺗﻠﻚ‬ ‫ﺗﻨﻔﻴﺬ‬(
‫اﳌﻮاد‬ ‫ﺻﺮف‬
‫ﻟﻠﻤﺸﺮوع‬
‫ﻣﺮاﺟﻌﺔ‬
‫ﺰون‬ ‫اﻤﻟ‬
Yes
No
‫ﻴﺠﺔ‬ ‫ﻧ‬‫ﻣﺮﺗﻔﻌﮫ‬ ‫ﻼك‬ ‫اﻹ‬ ‫ﺴﺒﺔ‬
‫او‬‫إﺳﺘﺨﺪام‬ ‫ﺳﻮء‬....
‫اﻟﻌ‬ ‫ﻋﻦ‬ ‫اﻟﺒﻨﻮد‬‫ﻛﻤﻴﺎت‬ ‫ﺎدﻩ‬‫ز‬‫ﻘﺪ‬
‫اﻟﻼز‬ ‫ﻹﺗﺨﺎذ‬ ‫اﻟﻌﻠﻴﺎ‬ ‫اﻹدارﻩ‬‫م‬
‫ﺼﺮ‬ ‫ا‬ ‫ﺗﺪﻗﻴﻖ‬ ‫و‬‫ﺮ‬ ‫ﻐﻴ‬ ‫أواﻣﺮ‬ ‫ﻋﻤﻞ‬
)‫اﻟﻔ‬‫اﳌﻜﺘﺐ‬(
٢
‫ﻬﺪف‬ ‫اﳌﺴ‬‫ﺗﺤﻘﻴﻖ‬
PR
PR
١
Store
QCS
٣
Items Card Study

QuantitiesCost Comparison Sheet (CCS )
٦٢
‫ﻳﺘﻢ‬‫إﻋﺪاد‬‫ﺬا‬‫ﺮ‬‫اﻟﺘﻘﺮ‬)‫ﻧﻤﻮذج‬(:
‫ﻋﻦ‬‫ﻖ‬‫ﻃﺮ‬‫ﻛﻤﻴﺎت‬‫اﻟﺒﻨﻮد‬‫ﻃﺒﻘﺎ‬‫ﺼﺮ‬ ‫ﻟ‬‫ﻬﺎﺋﻰ‬ ‫اﻟ‬‫ﻳﺘﻢ‬‫وﺿﻊ‬‫ﺳ‬‫ﻘﻒ‬‫اﳌﻮاد‬
‫اﳌﻄﻠﻮﺑﮫ‬‫و‬‫ﻬﮫ‬ ‫ﺸﺎ‬ ‫اﳌ‬‫ﻛﺎﻓﺔ‬‫اﻟﺒﻨﻮد‬‫و‬‫ﺑﻨﺎء‬‫ﻋ‬‫ر‬‫اﻟﺘﻮ‬‫ﺪات‬‫ﮫ‬ ‫ر‬‫اﻟﺪو‬
‫ﻳﺘﻢ‬‫ﺧﺼﻢ‬‫د‬‫ر‬‫اﻟﻮا‬‫ﻣﻦ‬‫ﺳﻘﻒ‬‫اﻟﻜﻤﻴﺎت‬‫ﳌﻌﺮﻓﺔ‬‫ﻛﻤﻴﺎت‬‫اﳌﻮاد‬‫اﳌﻄ‬‫ﻠﻮﺑﮫ‬
‫ﻟﺘﻨﻔﻴﺬ‬‫اﳌﺘﺒﻘﻰ‬Balance to complete‫ﻣﻦ‬‫ﺑﻨﻮد‬
‫و‬‫ﺑﻮاﺳﻄﺔ‬‫ﺮ‬‫ﺗﻘﺮ‬‫ﻬﻼك‬ ‫اﻻﺳ‬‫ﻳﺘﻢ‬‫ﻜﻢ‬ ‫ا‬‫ﻋ‬‫ﺴﺒﺔ‬‫اﻟﻬﺎﻟﻚ‬‫و‬‫ﺪ‬ ‫و‬‫ﺗﺰ‬
‫ن‬‫ﺎز‬ ‫اﻤﻟ‬‫ﺪات‬ ‫ر‬‫ﺑﺘﻮ‬‫ﺟﺪﻳﺪﻩ‬‫و‬‫ﻣﻦ‬‫ﺛﻢ‬‫ﺗﻘﺪﻳﺮ‬‫ﻠﻔﮫ‬ ‫اﻟﺘ‬‫اﻟﻔﻌﻠﻴﮫ‬‫اوﻻ‬‫ل‬‫ﺑﺄو‬
‫ﻓﻀﻼ‬‫ﻋﻦ‬‫ﻣﻌﺮﻓﺔ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬‫اﳌﺘﺒﻘﻴﮫ‬Balance Budget to
complete‫و‬‫ﻠﻔﮫ‬ ‫اﻟﺘ‬‫اﳌﺘﻮﻗﻌﮫ‬‫ﻟﻼﺳﺘﻜﻤﺎل‬ETC
Eng.Ahmad Said

Now we have
 BCWP = EV = 210 m2 x 77.34 SR = 16241.4
 ACWP = AC =210 m2 x 81.47 SR = 17108.7
 ACWP = AC =217 m2 x 81.47 SR = 17678.9
Eng.Ahmad Said ٦٤

‫ل‬‫ﻣﻘﺎو‬ ‫ﻣﺴﺘﺨﻠﺺ‬
٦٦
‫اﻟﺘﺄﻛﺪ‬‫ﻣﻦ‬
‫ﻛﻤﻴﺎت‬‫اﻣﻄﺎﺑﻘﺔ‬
‫ﻣﻊ‬ ‫اﻟﺒﻨﻮد‬‫اﻟﻌﻤﻴﻞ‬
Yes
No
SI ‫اﳌﺎﻟﻴﮫ‬ ‫اﻹدارﻩ‬/‫اﻟﺪﻓﻊ‬‫ﻘﺔ‬‫ﻃﺮ‬ ‫اﺣﻌﺔ‬‫ﺮ‬‫ﻣ‬‫اﻟﺼﺮف‬‫ﺛﻢ‬ ‫ﻣﻦ‬ ‫و‬
‫ﺎ‬ ‫اﻋﺘﻤﺎدا‬‫و‬‫اﻟﻜﻤﻴﺎت‬‫ﻣﺮاﺟﻌﺔ‬
‫ا‬ ‫ﺳﻘﻒ‬‫و‬‫اﻟﻌﻤﻴﻞ‬‫ﺑﻤﺴﺘﺨﻠﺺ‬ ‫اﻟﻜﻤﻴﺎت‬ ‫ﻣﻄﺎﺑﻘﺔ‬‫ﻟﻌﻘﺪ‬
‫اﳌﻄﺎﺑﻘﮫ‬‫ﺑﻴﺎن‬‫اﺻﺪار‬‫و‬
Compatibility Sheet
Cost
Control
‫اﻟﻜﻤﻴﺎت‬ ‫ﻣﻄﺎﺑﻘﺔ‬
‫ﺼﺮ‬ ‫ﻟ‬
No
‫اﳌﺸﺮوع‬
‫أﻋﻤﺎل‬‫ﺑﻴﺎن‬ ‫إﻋﺪاد‬
Work PerformedWP
Technical
Office (QS)
‫اﳌﺴﺘﺨﻠﺺ‬ ‫إﻋﺪاد‬
Subcontractor Invoice
WP
Quality
Control
‫ﺎ‬ ‫ﺮ‬ ‫ﺗﺄﺛ‬‫و‬‫اﻷﻋﻤﺎل‬ ‫ﺻﻼﺣﻴﺔ‬‫ﻣﺮاﺟﻌﺔ‬
Eng.Ahmad Said

‫اﻷﻋﻤﺎل‬ ‫ﺑﻴﺎن‬–‫اﻻﻋﻤﺎل‬‫ﻣﻄﺎﺑﻘﺔ‬
٦٧Eng.Ahmad Said

 Introduction
Eng.Ahmad Said ٦٨

 Introduction
Eng.Ahmad Said ٦٩

◦ Concerned with influencing factors that create
changes to the cost baseline that are beneficial
◦ Determining that the cost baseline has changed
◦ Managing actual changes as they occur
 Monitor cost performance to detect variances
 Record all appropriate changes accurately in the cost baseline
 Preventing incorrect, unauthorized changes being included in
the cost baseline
 Informing stakeholders of authorized changes
 Determine the “why’s” of positive and negative variances
 Integrated will all other control processes (scope, change,
schedule, quality)
Cost Control
Eng.Ahmad Said ٧٠

Classic Clichés:
‫اﺧﻄﻂ‬ ‫ﻓﺎ‬ ‫ﻣﺶ‬ ‫اﻧﺎ‬...
◦‫ﺗﺨﻄﻂ‬ ‫ﻟﻢ‬ ‫ﻷﻧﻚ‬ ‫ل‬‫ﻣﺸﻐﻮ‬ ‫اﻧﺖ‬‫ﺑﻤﺎ‬‫ر‬....
‫ء‬ ‫ﻞ‬ ‫ﻟ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺲ‬‫اﻟﺮ‬.‫ﻣﻨﮫ‬ ‫ﺎ‬ ‫ﺎﺧﺪ‬ ‫اﻧﺎ‬ ‫و‬...
◦‫ﻖ‬‫اﻟﻔﺮ‬‫ﺑﻘﻴﺔ‬ ‫ﻣﻊ‬ ‫اﻹﺗﺠﺎﻩ‬ ‫ﻧﻔﺲ‬ ‫ﺗﺪﻓﻊ‬‫ﻞ‬
◦‫ﺗﻘﻮد‬ ‫ام‬ ‫ﺗﻨﻘﺎد‬‫او‬ ‫ﺗﻘﺎد‬ ‫ﻞ‬...
‫اﻵﺧﺮ‬ ‫ﺑﺎﺣﮫ‬‫ر‬‫أ‬‫ﻳﺤﻘﻖ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﺣﺎﺟﺔ‬ ‫ﻢ‬ ‫ا‬
◦‫ﺑﺎح‬‫ر‬‫أ‬ ‫أي‬....
◦‫ﻣﺮﺑﺢ‬‫ﻋﻚ‬‫و‬‫ﻣﺸﺮ‬ ‫ي‬‫ﺗﺮ‬‫ﻳﺎ‬....
◦‫اﻟﺮﺑﺢ‬ ‫ﺴﺘﺤﻖ‬ ‫ع‬‫و‬‫اﳌﺸﺮ‬ ‫ﻞ‬...
‫اي‬‫ز‬‫ا‬ ‫ﻣﺎ‬ ‫اﳌﻮﺿﻮع‬‫ﻌﺮﻓﻮش‬ ‫ﻣﺎ‬‫اﻧﺘﻢ‬....‫ﻄﻂ‬ ‫ﻟ‬ ‫ﻃﺒﻘﺎ‬ ‫ﺑﺘﻤ‬ ‫ﺣﺎﺟﺔ‬ ‫ﺶ‬ ‫ﻣﻔ‬.......
◦‫ات‬‫ﺮ‬ ‫اﳌﺘﻐ‬ ‫ﻣﻦ‬‫ﺌﺔ‬ ‫ﺑ‬ ‫ﻣﻊ‬ ‫ﺑﻘﻮة‬‫و‬ ‫ﻣﺴﺒﻘﺎ‬ ‫ﺗﺘﻔﺎﻋﻞ‬‫و‬ ‫اﳌﺴﺘﻘﺒﻞ‬ ‫ي‬‫ﺗﺮ‬ ‫ﺑﺎﻟﺘﺨﻄﻴﻂ‬.
‫ﺒﺔ‬‫ر‬‫ﺗﺪ‬ ‫ات‬‫ر‬‫دو‬ ‫ﻋﻦ‬ ‫ﻳﺒﺤﺚ‬ ‫ﻣﻦ‬ ‫ﺗﻼ‬‫ﺟﺪا‬ ‫ﺐ‬‫ﻏﺮ‬PMP‫ﺬا‬ ‫ﻳﺮدد‬‫و‬ ‫ا‬‫ﺮ‬ ‫ﺮﻳﻤﺎﻓ‬ ‫اﻟ‬‫و‬.....
Eng.Ahmad Said ٧١

 EarnedValue Analysis
◦ Integrates cost, schedule and scope
◦ Better that comparing projected vs. actual
because time and cost are analyzed separately
◦ Terms:
 PV = BCWS – Budgeted Cost of Work Scheduled (how much
work should be done)
 EV = BCWP – Budgeted Cost of Work Performed a.k.a.
EarnedValue (how much work is budgeted, how much did we
budget)
 AC = ACWP – Actual Cost of Work Performed (how much
did the completed work cost)
Eng.Ahmad Said ٧٢

◦ Terms:
 BAC – Budget at Completion (how much did you
budget for the total job)
 EAC – Estimate at Completion (what do we expect
the total project to cost)
 ETC – Estimate to Completion (how much more
do we expect to spend to finish the job)
 VAC –Variance at Completion (how much
over/under budget do we expect to be)
Eng.Ahmad Said ٧٣

◦ Formulas
 Variance (Plan – Actual)
 CostVariance (CV): BCWP – ACWP; negative is
over budget
 ScheduleVariance (SV): BCWP – BCWS; negative is
behind schedule
 Cost Performance Index (CPI): BCWP
ACWP
 I am only getting x¢ out of every $
Eng.Ahmad Said ٧٩

◦ Formulas
 Schedule Performance Index (SPI): BCWP
BCWS
 I am only progressing x % of the planned rate
 Estimate at Completion (EAC): BAC
CPI
 As of now we expect the total project to cost x$
 Estimate to Complete (ETC): EAC – ACWP; how much will it cost from now to
completion
 Variance at Completion: BAC – EAC; when the project is over how much more or
less did we spend (most common way of calculating EVA
Eng.Ahmad Said ٨٠

Examples
Example
BAC BCWS
(PV)
BCWP
(EV)
ACWP
(AC)
EAC
1 2000 1000 1000 1000
2 2000 1000 800 800
3 2000 1000 1000 800
4 2000 1000 1200 800
5 2000 1000 800 1000
6 2000 1000 1200 1000
7 2000 1000 800 1200
 There are thirteen different combination of planned BCWS vs.
actual ACWP and earned BCWP.These are shown in table below,
along with a description of each situation.
 First calculate the EAC,
 Draw a sketch to show the BCWP and ACWP
Eng.Ahmad Said ٨١

Example
BAC BCWS
(PV)
BCWP
(EV)
ACWP
(AC)
EAC
8 2000 1000 1000 1200
9 2000 1000 1200 1200
10 2000 1000 600 800
11 2000 1000 800 600
12 2000 1000 1400 1200
13 2000 1000 1200 1400
Examples
Eng.Ahmad Said ٨٢

Examples
Example
BAC
1
BCWS
(PV)
2
BCWP
(EV)
3
ACWP
(AC)
4
SV
=
EV-PV
5=3-2
CV
=
EV-AC
6=3-4
CPI
=
EV/AC
7=3/4
EAC
=
BAC/CPI
8=1/7
NOTES
1 2000 1000 1000 1000 0 0 1 2000 As Budget On Schedule
2 2000 1000 800 800 -200 0 1 2000 As Budget Behind
Schedule
3 2000 1000 1000 800 0 200 1.25 1600 Cost
Under run
On Schedule
4 2000 1000 1200 800 200 200 1.5 1333.3 Cost
Under run
Ahead of
Schedule
5 2000 1000 800 1000 -200 -200 0.8 2500 Cost over
run
Behind
Schedule
6 2000 1000 1200 1000 200 -200 1.2 1666.6 Cost
Under run
Ahead of
Schedule
7 2000 1000 800 1200 -200 -400 0.66 3030.3 Cost over
run
Behind
Schedule
Eng.Ahmad Said ٨٣

Example
BAC
1
BCWS
(PV)
2
BCWP
(EV)
3
ACWP
(AC)
4
SV
=
EV-PV
5=3-2
CV
=
EV-AC
6=3-4
CPI
=
EV/AC
7=3/4
EAC
=
BAC/CPI
8=1/7
NOTES
8 2000 1000 1000 1200 0 -200 0.833 2400.0 Cost over
run
On
schedule
9 2000 1000 1200 1200 200 0 1 200 As budget Ahead of
schedule
10 2000 1000 600 800 -400 -200 0.75 2666.6
6
Cost over
run
Behind
schedule
11 2000 1000 800 600 -200 200 1.33 1500 Cost under
run
Behind
schedule
12 2000 1000 1400 1200 400 200 1.167 1713.8 Cost under
run
Ahead of
schedule
13 2000 1000 1200 1400 200 -400 0.857 2333.3 Cost over
run
Ahead of
schedule
Examples
Eng.Ahmad Said ٨٤

False Example
‫ﺸﺎط‬ ‫اﻟ‬ ‫ﻣﻦ‬‫ز‬ ‫ﻋﻦ‬‫ﻠﻔﺔ‬ ‫اﻟﺘ‬ ‫اﺟﻤﺎ‬‫اﻧﮫ‬ ‫اﺳﺎس‬ ‫ﻋ‬ ‫ﺸﺎط‬ ‫اﻟ‬‫ﻠﻔﺔ‬ ‫ﺗ‬ ‫ﻣﻊ‬ ‫اﻟﺘﻌﺎﻣﻞ‬‫أن‬‫ﻣﻼﺣﻈﺔ‬ ‫ﻣﻊ‬
)(A=15000/3months=5000/month‫اﳌﺴﺘ‬‫اﻟﻘﻴﻤﮫ‬ ‫ﺎدﻩ‬‫ز‬ ‫ﻳﻘﺎﺑﻠﻬﺎ‬‫ﺗﻨﻔﻴﺬ‬ ‫ﻣﻦ‬‫ز‬ ‫ﺎدﻩ‬‫اﻟﺰ‬ ‫ﺑﻤﻌ‬‫ﻋﻦ‬ ‫ﺤﻘﮫ‬
‫اﳌﺪﻩ‬)‫ﻓﻘ‬ ‫اﻟﻴﻮﻣﻴﮫ‬‫اﳌﻌﺪات‬ ‫و‬ ‫اﻟﻌﻤﺎﻟﮫ‬ ‫ر‬‫ﺑﺄﺟﻮ‬ ‫ا‬‫ﺮ‬ ‫ﻛﺜ‬ ‫ﺗﺘﺄﺛﺮ‬‫ﺸﻄﮫ‬ ‫ا‬ ‫ﻣﻊ‬ ‫اﻟﺘﻌﺎﻣﻞ‬‫ﻋﻨﺪ‬ ‫اﻻ‬‫ﺗﺤﺪث‬ ‫ﻻ‬ ‫ﺎﻟﺔ‬ ‫ا‬ ‫ﺬﻩ‬ ‫و‬‫ﻂ‬(
Eng.Ahmad Said ٨٥

Example
Schedule
time
ActualTime
BCWS
(PV)
2
BCWP
(EV)
3
ACWP
(AC)
4
SV
=
EV-PV
5=3-2
CV
=
EV-AC
6=3-4
NOTES
A 3 3 15 15 20 0 -5 Cost over run On schedule
B 6 7 60 70 75 10 -5 Cost over run Behind schedule
C 2 1 30 15 25 -15 -10 Cost under run A head of schedule
D 4 7 20 35 30 15 5 Cost under run Behind schedule
E 5 IP 25
F 4 IP
G 2 PL
150 135 150 -15 -15
Example
BAC
1
BCWS
(PV)
2
BCWP
(EV)
3
ACWP
(AC)
4
SV
=
EV-PV
5=3-2
CV
=
EV-AC
6=3-4
CPI
=
EV/AC
7=3/4
EAC
=
BAC/CPI
8=1/7
NOTES
200 150 125 150 -25 -25 0.833 240 Cost over run Behind schedule
‫اﻋ‬ ‫ﻛﻤﺎ‬ ‫اﺛﺒﺎت‬
٢٠٠ ١٥٠ ١٣٥ ١٥٠ -١٥ -١٥ ٠٫٩ ٢٢٢٫٢ ‫؟‬ ‫؟‬
Eng.Ahmad Said ٨٧

‫ﻣﻌﻠﻮﻣﺎﺗﻚ‬ ‫اﻟﻴﻨﺎ‬ ‫اﺿﻒ‬
Eng.Ahmad Said ٩١

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