Project Management

Translated & Edited by

Le_RF

The Proof of
Hard Working
is
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Project: completed to attain a certain outcome. According to the
Project Management Institute (PMI), the term Project refers to” to any
temporary endeavor with a definite beginning and end”. Depending
on its complexity, it can be managed by a single person or hundreds
‫ ﯾﺷﯾر ﻣﺻطﻠﺢ‬، (PMI) ‫ وﻓﻘًﺎ ﻟﻣﻌﮭد إدارة اﻟﻣﺷﺎرﯾﻊ‬.‫ ﯾﻛﺗﻣل ﻟﺗﺣﻘﯾﻖ ﻧﺗﯾﺟﺔ ﻣﻌﯾﻧﺔ‬: ‫اﻟﻣﺷروع‬
‫ ﯾﻣﻛن‬، ‫ اﻋﺗﻣﺎدًا ﻋﻠﻰ ﻣدى ﺗﻌﻘﯾدھﺎ‬."‫اﻟﻣﺷروع إﻟﻰ "أي ﻣﺳﻌﻰ ﻣؤﻗت ﺑﺑداﯾﺔ وﻧﮭﺎﯾﺔ ﻣﺣددﯾن‬
‫إدارﺗﮭﺎ ﺑواﺳطﺔ ﺷﺧص واﺣد أو ﻣﺋﺎت‬

Project management: Project management is the application of

processes, methods, skills, knowledge and experience to achieve
specific project objectives according to the project acceptance
criteria within agreed parameters. Project management has final
deliverables that are constrained to a finite timescale and budget

: ‫إدارة اﻟﻣﺷروع‬
‫إدارة اﻟﻣﺷروع ھﻲ ﺗطﺑﯾﻖ اﻟﻌﻣﻠﯾﺎت واﻷﺳﺎﻟﯾب‬
‫واﻟﻣﮭﺎرات واﻟﻣﻌرﻓﺔ واﻟﺧﺑرة ﻟﺗﺣﻘﯾﻖ أھداف اﻟﻣﺷروع‬
‫اﻟﻣﺣددة وﻓﻘًﺎ ﻟﻣﻌﺎﯾﯾر ﻗﺑول اﻟﻣﺷروع ﺿﻣن اﻟﻣﻌﺎﯾﯾر‬
‫ إدارة اﻟﻣﺷروع ﻟﮭﺎ ﻣﺧرﺟﺎت ﻧﮭﺎﺋﯾﺔ‬.‫اﻟﻣﺗﻔﻖ ﻋﻠﯾﮭﺎ‬
‫ﻣﻘﯾدة ﺑﻣﻘﯾﺎس زﻣﻧﻲ وﻣﯾزاﻧﯾﺔ ﻣﺣدودة‬

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Project Management Life Cycle

U

‫دورة ﺣﯾﺎة إدارة اﻟﻣﺷروع‬

Project Life Cycle Main Stages : :‫اﻟﻣراﺣل اﻟرﺋﯾﺳﯾﺔ ﻟدورة ﺣﯾﺎة اﻟﻣﺷروع‬
1. Defining ‫ اﻟﺗﻌرﯾف‬.1
2. Planning ‫ اﻟﺗﺧطﯾط‬.2
3. Executing ‫ اﻟﺗﻧﻔﯾذ‬.3
4. Delivering ‫ اﻟﺗﺳﻠﯾم‬.4
5. Controling ‫ اﻟﺳﯾطرة‬.5

1. Defining:
Is the first phase of a project life cycle and is where the project is
requested & approved
It determines which projects should be undertaken
It examines whether the project is worth doing and whether its cost :‫ اﻟﺗﻌرﯾف‬.1
beneficial to the organisation – feasibility analysis.
‫ھو اﻟﻣرﺣﻠﺔ اﻷوﻟﻰ ﻣن دورة ﺣﯾﺎة وﻣﻛﺎن اﻟﻣﺷروع اﻟﻣطﻠوب واﻟﻣواﻓﻖ ﻋﻠﯾﮫ‬
‫ﯾﺣدد اﻟﻣﺷﺎرﯾﻊ اﻟﺗﻲ ﯾﻧﺑﻐﻲ اﻻﺿطﻼع )اﻷھﺗﻣﺎم( ﺑﮭﺎ‬
.‫ ﺗﺣﻠﯾل اﻟﺟدوى‬- ‫ﯾﻔﺣص ﻣﺎ إذا ﻛﺎن اﻟﻣﺷروع ﯾﺳﺗﺣﻖ اﻟﺗﻧﻔﯾذ وﻣﺎ إذا ﻛﺎﻧت ﺗﻛﻠﻔﺗﮫ ﻣﻔﯾدة ﻟﻠﻣؤﺳﺳﺔ‬

a. Set main goals

b. Set the specifications in general
c. Define tasks
d. Define responsibilities.
e. Assigning project manager: the project manager is involved in staffing
since he is the responsible for the success or the failure of the project,
one more thing, he should be involved in planning as well.

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‫ ﺿﻊ أھدا ًﻓﺎ رﺋﯾﺳﯾﺔ‬.‫أ‬
‫ ﺿﻊ اﻟﻣواﺻﻔﺎت ﺑﺷﻛل ﻋﺎم‬.‫ب‬
‫ ﺗﺣدﯾد اﻟﻣﮭﺎم‬.‫ج‬
.‫ ﺣدد اﻟﻣﺳؤوﻟﯾﺎت‬.‫د‬
‫ ﯾﺷﺎرك ﻣدﯾر اﻟﻣﺷروع ﻓﻲ اﻟﺗوظﯾف‬: ‫ ﺗﻌﯾﯾن ﻣدﯾر اﻟﻣﺷروع‬.‫ه‬
.‫ ﯾﺟب أن ﯾﺷﺎرك ﻓﻲ اﻟﺗﺧطﯾط أﯾﺿًﺎ‬،ً‫ وأﯾﺿﺎ‬,‫ﺑﻣﺎ أﻧﮫ اﻟﻣﺳؤول ﻋن ﻧﺟﺎح أو ﻓﺷل اﻟﻣﺷروع‬

- In defining stage we have to make an initial estimation for time and

cost.
- Defining stage means that the project has been formally started.
.‫ ﻓﻲ ﺗﺣدﯾد اﻟﻣرﺣﻠﺔ ﻋﻠﯾﻧﺎ ﻋﻣل ﺗﻘدﯾر أوﻟﻲ ﻟﻠوﻗت واﻟﺗﻛﻠﻔﺔ‬-

.‫ ﺗﺣدﯾد اﻟﻣرﺣﻠﺔ ﯾﻌﻧﻲ أن اﻟﻣﺷروع ﻗد ﺑدأ ﺑﺷﻛل رﺳﻣﻲ‬-

2. Planning:
- It tells everyone involved where you are going and how you
are going to get there.
- It will be used throughout the remaining project phases to
carry out the activities of the project and monitor their :‫ اﻟﺗﺧطﯾط‬.2
progress.
.‫ ﺗﺧﺑر ﻛل اﻟﻣﻌﻧﯾﯾن إﻟﻰ أﯾن أﻧت ذاھب وﻛﯾف ﺳوف ﺗﺻل إﻟﻰ ھﻧﺎك‬-
.‫ ﺳﯾﺗم اﺳﺗﺧداﻣﮫ طوال ﻣراﺣل اﻟﻣﺷروع اﻟﻣﺗﺑﻘﯾﺔ إﻟﻰ ﺗﻧﻔﯾذ أﻧﺷطﺔ اﻟﻣﺷروع وﻣراﻗﺑﺔ ﺗﻘدﻣﮭﺎ‬-

a. Scheduling: that is to identify the start, and schedule for each phase
and for the whole project.
b. Budgeting: that is to estimate the cost in terms of money for each
phase/ task for the whole project.
c. Resources: define resources and allocate them. That is how to allocate
resources thru time, e.g. analysts, designers, programmers.. Etc. they
do not need to be allocated all the time from the beginning.
d. Plan for Risk:
i. Identify source of risk: many sources like users, environment,
change in technology, staff .. etc
ii. After identifying the risk source, we set each risk probability
and impact. And sort them accordingly.
iii. We set the response plan or strategy for each risk: minimize,
avoid, or accept with action.
e. Staffing.
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‫أ‪ .‬اﻟﺟدوﻟﺔ ‪ :‬وھﻲ ﺗﺣدﯾد اﻟﺑداﯾﺔ واﻟﺟدول اﻟزﻣﻧﻲ ﻟﻛل ﻣرﺣﻠﺔ وﻟﻛﺎﻣل اﻟﻣﺷروع‪.‬‬

‫ب‪ .‬اﻟﻣوازﻧﺔ ‪ :‬أي ﺗﻘدﯾر اﻟﺗﻛﻠﻔﺔ ﻣن ﺣﯾث اﻟﻣﺎل ﻟﻛل ﻣرﺣﻠﺔ ‪ /‬ﻣﮭﻣﺔ ﻟﻠﻣﺷروع ﺑﺄﻛﻣﻠﮫ‪.‬‬

‫ج‪ .‬اﻟﻣوارد ‪ :‬ﺗﺣدﯾد اﻟﻣوارد وﺗﺧﺻﯾﺻﮭﺎ‪ .‬ھذه ھﻲ ﻛﯾﻔﯾﺔ اﻟﺗﺧﺻﯾص اﻟﻣوارد ﻣن ﺧﻼل اﻟوﻗت ‪ ،‬ﻋﻠﻰ ﺳﺑﯾل‬
‫اﻟﻣﺛﺎل ﻣﺣﻠﻠون وﻣﺻﻣﻣون وﻣﺑرﻣﺟون ‪ ..‬إﻟﺦ ‪ ..‬ﻻ ﯾﺣﺗﺎﺟون إﻟﻰ ﺗﺧﺻﯾﺻﮭم طوال اﻟوﻗت ﻣن اﻟﺑداﯾﺔ‪.‬‬

‫د‪ .‬ﺧطﺔ اﻟﻣﺧﺎطر ‪:‬‬

‫أوﻻً‪ .‬ﺗﺣدﯾد ﻣﺻدر اﻟﺧطر‪ :‬اﻟﻌدﯾد ﻣن اﻟﻣﺻﺎدر ﻣﺛل اﻟﻣﺳﺗﺧدﻣﯾن ‪ ،‬واﻟﺑﯾﺋﺔ ‪ ،‬اﻟﺗﻐﯾﯾر ﻓﻲ اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬
‫واﻟﻣوظﻔﯾن ‪ ..‬اﻟﺦ‬

‫ﺛﺎﻧﯾﺎ‪ .‬ﺑﻌد ﺗﺣدﯾد ﻣﺻدر اﻟﻣﺧﺎطر ‪ ،‬ﻧﻘوم ﺑﺗﻌﯾﯾن اﺣﺗﻣﺎﻟﯾﺔ ﻟﻛل ﺧطر واﻟﺗﺄﺛﯾر اﻟذي ﯾﺣﻘﻘﮫ‪ .‬وﻓرزھﺎ وﻓ ًﻘﺎ ﻟذﻟك‪.‬‬

‫ﺛﺎﻟﺛﺎ‪ .‬ﻧﺿﻊ ﺧطﺔ اﻻﺳﺗﺟﺎﺑﺔ أو اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻟﻛل ﺧطر‪ :‬ﺗﻘﻠﯾل ‪ ،‬ﺗﺟﻧب ‪ ،‬أو ﺗﻘﺑل ﻣﻊ اﻟﻌﻣل‪.‬‬
‫‪Risk management: Define  prioritize  Develop strategy ‬‬ ‫‪Implement  Monitor.‬‬
‫إدارة اﻟﻤﺨﺎﻃﺮ‪ :‬اﻟﺗﻌرﯾف ‪ <----‬ﺗﺣدﯾد اﻷوﻟوﯾﺎت ‪ <----‬ﺗطوﯾر اﻹﺳﺗراﺗﯾﺟﯾﺔ ‪ <----‬اﻟﺗﻧﻔﯾذ ‪ <----‬اﻟﻣراﻗﺑﺔ‪.‬‬

‫ه‪ .‬اﻟﺗوظﯾف‪.‬‬

‫‪- Planning phase is said to be the most important phase since the‬‬
‫‪remaining of the project (mainly execution and delivering) is‬‬
‫‪built on this phase. Even evaluation is done with respect to the‬‬
‫‪plan.‬‬
‫‪ -‬ﯾﻘﺎل إن ﻣرﺣﻠﺔ اﻟﺗﺧطﯾط ھﻲ أھم ﻣرﺣﻠﺔ ﺣﯾث ﯾﺗم ﺑﻧﺎء ﺑﺎﻗﻲ اﻟﻣﺷروع )اﻟﺗﻧﻔﯾذ واﻟﺗﺳﻠﯾم ﺑﺷﻛل‬
‫أﺳﺎﺳﻲ( ﻓﻲ ھذه اﻟﻣرﺣﻠﺔ‪ .‬ﺣﺗﻰ اﻟﺗﻘﯾﯾم ﯾﺗم ﻣﻊ ﻣراﻋﺎة اﻟﺧطﺔ‪.‬‬

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3. Executing:
We’ll put all the plans into action.
Most of the project resources are utilised and most of the budget is spent.
:‫ اﻟﺗﻧﻔﯾذ‬.3

.‫ﺳﻧﺿﻊ ﺟﻣﯾﻊ اﻟﺧطط ﻣوﺿﻊ اﻟﺗﻧﻔﯾذ‬

.‫ﯾﺗم اﺳﺗﺧدام ﻣﻌظم ﻣوارد اﻟﻣﺷروع وﯾﺗم إﻧﻔﺎق ﻣﻌظم اﻟﻣﯾزاﻧﯾﺔ‬
a. Status reports
b. Change management.
‫ ﺗﻘﺎرﯾر اﻟﺣﺎﻟﺔ‬.‫أ‬
.‫ إدارة اﻟﺗﻐﯾﯾر‬.‫ب‬
c. Quality assurance. .‫ ﺿﻣﺎن اﻟﺟودة‬.‫ج‬
d. Forecasts: .‫ أي ﻋﻧد إﻋﺎدة اﻟﺗﺧطﯾط ﻟﻠﺗﻐﯾﯾر أو اﻟوﺗﯾرة‬:‫ اﻟﺗوﻗﻌﺎت‬.‫د‬
i.e. when re-planning due change or pace.

4. Delivering:
- Terminating: cutting not finishing :‫ اﻟﺗﺳﻠﯾم‬.4

- Closing down: delivering before normal end. ‫ اﻟﻘطﻊ ﻻ اﻟﺗﺷطﯾب‬:‫ اﻹﻧﮭﺎء‬-

.‫ اﻟﺗﺳﻠﯾم ﻗﺑل اﻟﻧﮭﺎﯾﺔ اﻟطﺑﯾﻌﯾﺔ‬:‫ اﻹﻏﻼق‬-

- Delivering: turning in after normal end/ completion.
.‫ اﻻﻧﺗﮭﺎء‬/ ‫ اﻟﺗﺳﻠﯾم ﺑﻌد اﻟﻧﮭﺎﯾﺔ اﻟﻌﺎدﯾﺔ‬:‫ اﻟﺗﺳﻠﯾم‬-
a. Train customers
‫ ﺗدرﯾب اﻟﻌﻣﻼء‬.‫أ‬
b. Transfer documents
‫ ﺗﺣوﯾل اﻟﻣﺳﺗﻧدات‬.‫ب‬
c. Release resources ‫ اﻻﻓراج ﻋن اﻟﻣوارد‬.‫ج‬
d. Release staff. .‫ اﻻﻓراج ﻋن اﻟﻣوظﻔﯾن‬.‫د‬
e. Lessons learned. .‫ اﻟدروس اﻟﻣﺳﺗﻔﺎدة‬.‫ه‬

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5. Controlling:
a. Monitor: if the flow of the work is within the plan.
b. Control: If the work is out side the plan boundaries, it needs to be
controlled. i.e. a series of corrective steps is given to take it back on
track.
c. Auditing: Watch and make sure that the above steps are implemented
and their impact on the work flow. :‫ اﻟﺳﯾطرة‬.5
All these actions are done by the project manager.
.‫ إذا ﻛﺎن ﺗدﻓﻖ اﻟﻌﻣل ﺿﻣن اﻟﺧطﺔ‬:‫ اﻟﻣراﻗﺑﺔ‬.‫أ‬

‫ ﻓﯾﺟب أن ﯾﻛون‬، ‫ إذا ﻛﺎن اﻟﻌﻣل ﺧﺎرج ﺣدود اﻟﺧطﺔ‬:‫ اﻟﺗﺣﻛم‬.‫ب‬

Project Team ‫ ﯾﺗم إﻋطﺎء ﺳﻠﺳﻠﺔ ﻣن اﻟﺧطوات اﻟﺗﺻﺣﯾﺣﯾﺔ‬، ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬.‫ﺧﺎﺿﻊ ﻟﻠﺳﯾطرة‬
.‫ﻹﻋﺎدﺗﮭﺎ إﻟﻰ اﻟﻣﺳﺎر اﻟﺻﺣﯾﺢ‬

‫ راﻗب وﺗﺄﻛد ﻣن ﺗﻧﻔﯾذ اﻟﺧطوات اﻟﻣذﻛورة أﻋﻼه وﺗﺄﺛﯾرھﺎ‬:‫ اﻟﺗدﻗﯾﻖ‬.‫ج‬

.‫ﻋﻠﻰ ﺳﯾر اﻟﻌﻣل‬

.‫ﯾﺗم ﺗﻧﻔﯾذ ﻛل ھذه اﻹﺟراءات ﻣن ﻗﺑل ﻣدﯾر اﻟﻣﺷروع‬

• There are some people who are more critical to the

project’s success than others and should report directly to the
project manager or the project manager’s deputy:

– Senior project team members who will be having

a long-term relationship with the project
– Those with whom the project manager requires
continuous or close communication
– Those with rare skills necessary to project success
ً
‫أھﻣﯾﺔ ﻟـﻧﺟﺎح اﻟﻣﺷروع أﻛﺛر ﻣن ﻏﯾرھم وﯾﺟب أن ﯾﻘدﻣوا‬ ‫• ھﻧﺎك ﺑﻌض اﻷﺷﺧﺎص اﻷﻛﺛر‬
:‫ﺗﻘﺎرﯾرھم ﻣﺑﺎﺷرة إﻟﻰ ﻣدﯾر اﻟﻣﺷروع أو ﻧﺎﺋب ﻣدﯾر اﻟﻣﺷروع‬

.‫ ﻛﺑﺎر أﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع اﻟذﯾن ﺳﯾﻛوﻧون ﻓﻲ ﻋﻼﻗﺔ طوﯾﻠﺔ اﻷﻣد ﻣﻊ اﻟﻣﺷروع‬-
.‫ أوﻟﺋك اﻟذﯾن ﯾطﻠب ﻣدﯾر اﻟﻣﺷروع اﺗﺻﺎل ﻣﺳﺗﻣر أو وﺛﯾق ﻣﻌﮭم‬-
.‫ ذوي اﻟﻣﮭﺎرات اﻟﻧﺎدرة اﻟﻼزﻣﺔ ﻟﻧﺟﺎح اﻟﻣﺷروع‬-
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Human Factors and the Project Team

• Meeting schedule and cost goals, without compromising performance is a

technical problem, with a human dimension
– Project professionals tend to be perfectionists – Pride in workmanship
leads the team member
to improve (and thus change) the product
– These changes cause delays in the project
• Inspiring Project Team Members:
– The project manager often has little control
over the economic rewards and promotions of project team members, but
this does not mean he/she cannot facilitate motivation of team
How are technical employees motivated?
• Recognition
• Achievement
• The work itself • Responsibility ‫اﻟﻌواﻣل اﻟﺑﺷرﯾﺔ وﻓرﯾق اﻟﻣﺷروع‬

‫ دون اﻟﻣﺳﺎوﻣﺔ ﻋﻠﻰ اﻷداء ھو ﻣﺷﻛﻠﺔ ﻓﻧﯾﺔ‬، ‫• ﺗﻠﺑﯾﺔ اﻟﺟدول اﻟزﻣﻧﻲ وأھداف اﻟﺗﻛﻠﻔﺔ‬
‫ذات ﺑﻌد إﻧﺳﺎﻧﻲ‬
‫ اﻟﻔﺧر ﺑﺎﻟﺻﻧﻌﺔ ﯾﻘود ﻋﺿو اﻟﻔرﯾق‬- ‫ ﻣﺣﺗرﻓو اﻟﻣﺷروع ﯾﻣﯾﻠون إﻟﻰ اﻷﺣﺗرﻓﯾﺔ‬-
‫ﻟﻠﺗطور )وﺑﺎﻟﺗﺎﻟﻲ ﺗﻐﯾﯾر( اﻟﻣﻧﺗﺞ‬

‫ ھذه اﻟﺗﻐﯾﯾرات ﺗﺗﺳﺑب ﺑﺗﺄﺧﯾر ﻓﻲ اﻟﻣﺷروع‬-

:‫• إﻟﮭﺎم أﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع‬
‫ ﻏﺎﻟﺑًﺎ ﻣﺎ ﯾﻛون ﻟدى ﻣدﯾر اﻟﻣﺷروع اﻟﻘﻠﯾل ﻣن اﻟﺗﺣﻛم‬-
‫ ﻟﻛن ھذا ﻻ ﯾﻌﻧﻲ أﻧﮫ‬، ‫ﻋﻠﻰ اﻟﻣﻛﺎﻓﺂت اﻻﻗﺗﺻﺎدﯾﺔ واﻟﺗرﻗﯾﺎت ﻷﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع‬
‫ﻻ ﯾﻣﻛﻧﮫ ﺗﺳﮭﯾل ﺗﺣﻔﯾز اﻟﻔرﯾق‬
‫ﻛﯾف ﯾﺗم ﺗﺣﻔﯾز اﻟﻣوظﻔﯾن اﻟﺗﻘﻧﯾﯾن؟‬
‫• اﻟﺗﻣﯾﯾز‬
‫• ﻣوھﻼت‬
‫• اﻟﻌﻣل ﻧﻔﺳﮫ • اﻟﻣﺳؤوﻟﯾﺔ‬

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 by Le_RF
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• Advancement
• Learning new skills
• Empowerment of project teams is also a
motivational factor:

• 1. It harnesses the ability of the team

members to manipulate tasks so that project objectives are met.
The team is encouraged to find better ways of doing things

• 2. Professionals do not like being

micromanaged.Participative
management does not tell them how to work but given a goal,
allows them to design their own methods

• 3. The team members know they are

responsible and accountable for ‫• اﻟﺗﻘدم‬
achieving the project deliverables. ‫• ﺗﻌﻠم ﻣﮭﺎرات ﺟدﯾدة‬
‫ ﻣزاﯾﺎ اﻟﺗﻣﻛﯾن‬:‫• ﺗﻣﻛﯾن ﻓرﯾق اﻟﻣﺷروع ھو أﯾﺿﺎ ﻋﺎﻣل ﺗﺣﻔﯾزي‬

‫ ﯾﺗم ﺗﺷﺟﯾﻊ‬.‫ ﺗﺳﺧر ﻗدرة أﻋﺿﺎء اﻟﻔرﯾق ﻟﻠﺗﻌﺎﻣل ﻣﻊ اﻟﻣﮭﺎم ﺑﺣﯾث ﯾﺗم ﺗﺣﻘﯾق أھداف اﻟﻣﺷروع‬.1 •
.‫اﻟﻔرﯾق ﻋﻠﻰ إﯾﺟﺎد طرق أﻓﺿل ﻟﻔﻌل اﻷﺷﯾﺎء‬

‫ ﻻ ﺗﺧﺑرھم اﻹدارة ﺑﻛﯾﻔﯾﺔ اﻟﻌﻣل وﻟﻛن إذا‬.‫ اﻟﻣﺣﺗرﻓون ﻻ ﯾﺣﺑون اﻟوﺟود اﻟﺧﺎﺿﻊ ﻹدارة دﻗﯾﻘﺔ‬.2 •
.‫ ﻓﺈﻧﮭﺎ ﺗﺳﻣﺢ ﻟﮭم ﺑﺗﺻﻣﯾم أﺳﺎﻟﯾﺑﮭم اﻟﺧﺎﺻﺔ‬، ‫أﻋطﯾت ھد ًﻓﺎ‬

.‫ أﻋﺿﺎء اﻟﻔرﯾق ﯾﻌرﻓون أﻧﮭم ﻣﺳؤوﻟون وﺧﺎﺿﻌون ﻟﻠﻣﺳﺎءﻟﺔ ﻋن ﺗﺣﻘﯾق ﻣﺧرﺟﺎت اﻟﻣﺷروع‬.3 •

• Advantages of Empowerment (cont.): :(‫• ﻣزاﯾﺎ اﻟﺗﻣﻛﯾن )ﺗﻛﻣﻠﺔ‬

– 4. There is a good chance that synergistic
solutions will result from team interaction
– 5. Team members get timely feedback on
their performance
– 6. The project manager is provided a tool for
evaluating the team’s performance
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‫‪by Le_RF‬‬
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‫‪ .4 -‬ھﻧﺎك ﻓرﺻﺔ ﺟﯾدة ﻟﺣﻠول ﺗﺂزرﯾﺔ ﺗﻧﺗﺞ ﻣن ﺗﻔﺎﻋل اﻟﻔرﯾق‪.‬‬

‫‪ .5 -‬ﺣﺻول أﻋﺿﺎء اﻟﻔرﯾق ﻋﻠﻰ ردود زﻣﻧﯾﺔ ﻣﻧﺎﺳﺑﺔ ﺣول أداﺋﮭم‪.‬‬

‫‪Interpersonal Conflict‬‬ ‫‪ .6 -‬ﯾﺗم ﺗوﻓﯾر أداة ﻟﻣدﯾر اﻟﻣﺷروع ﻟﺗﻘﯾﯾم أداء اﻟﻔرﯾق‪.‬‬

‫‪• The focus of conflict can often be related to the‬‬

‫‪stage in the project’s life cycle‬‬

‫‪– When the project is first organized, priorities,‬‬

‫‪procedures and schedules all have roughly equal‬‬
‫‪potential to cause conflict‬‬
‫‪– During the buildup phase, priorities become‬‬
‫‪significantly more important than any other‬‬
‫‪conflict factor‬‬
‫‪– In the main program phase schedules are the‬‬
‫‪most important cause of conflict followed by‬‬
‫‪technical disagreements‬‬
‫‪– At the project finish, meeting the schedule is‬‬
‫‪the critical issue‬‬ ‫اﻟﺻراع ﺑﯾن اﻷﺷﺧﺎص‬
‫ً‬
‫ﻣرﺗﺑطﺎ ﻓﻲ ﻛﺛﯾر ﻣن اﻷﺣﯾﺎن ﺑـﻣرﺣﻠﺔ ﻓﻲ دورة ﺣﯾﺎة اﻟﻣﺷروع‬ ‫• ﯾﻣﻛن أن ﯾﻛون ﺗرﻛﯾز اﻟﺻراع‬

‫‪ -‬ﻋﻧدﻣﺎ ﯾﺗم ﺗﻧظﯾم اﻟﻣﺷروع ﻷول ﻣرة ‪ ،‬اﻷوﻟوﯾﺎت ‪،‬‬

‫اﻹﺟراءات واﻟﺟداول اﻟزﻣﻧﯾﺔ ﻟﮭﺎ اﺣﺗﻣﺎﻟﯾﺔ ﻣﺗﺳﺎوﯾﺔ ﺗﻘرﯾﺑًﺎ ﻓﻲ إﺣداث اﻟﺗﻌﺎرض‬

‫‪ -‬ﺧﻼل ﻣرﺣﻠﺔ اﻟﺗﻌزﯾز ‪ ،‬ﺗﺻﺑﺢ اﻷوﻟوﯾﺎت أﻛﺛر أھﻣﯾﺔ ﺑﻛﺛﯾر ﻣن أي ﻋﺎﻣل ﻧزاع آﺧر‬

‫‪ -‬ﺗﻌد اﻟﺟداول اﻟزﻣﻧﯾﺔ ﻓﻲ ﻣراﺣل اﻟﺑرﻧﺎﻣﺞ اﻟرﺋﯾﺳﯾﺔ أھم ﺳﺑب ﻟﻠﺻراع ﺗﻠﯾﮭﺎ اﻟﺧﻼﻓﺎت اﻟﻔﻧﯾﺔ‬

‫‪ -‬ﻋﻧد اﻻﻧﺗﮭﺎء ﻣن اﻟﻣﺷروع ‪ ،‬ﯾﻛون اﻻﻟﺗزام ﺑﺎﻟﺟدول اﻟزﻣﻧﻲ ﻗﺿﯾﺔ ﺣرﺟﺔ‬

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 by Le_RF
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• Conflict and the Project Manager

– Most of the conflict in project teams is the

result of individuals focusing on the project through the
eyes of their individual discipline or department

– Conflict avoiders do not make successful

project managers

– On occasion, compromise appears to be

helpful, but most often, gently confronting and resolving the
conflict is the method of choice, for a win-win situation
‫• اﻟﺻراع وﻣدﯾر اﻟﻣﺷروع‬

‫ ﻣﻌظم اﻟﺻراع ﻓﻲ ﻓرق اﻟﻣﺷروع ھو ﻧﺗﯾﺟﺔ ﻟﻸﻓراد اﻟذﯾن ﯾرﻛزون ﻋﻠﻰ اﻟﻣﺷروع ﻣن‬-
.‫ﺧﻼل ﻋﯾون اﻻﻧﺿﺑﺎط اﻟﻔردي أو اﻟﻘﺳم‬

.‫ ﻻ ﯾﻧﺟﺢ ﻣﺗﺟﻧﺑوا اﻟﺻراع ﻛﻣدراء ﻣﺷروع‬-

‫ وﻟﻛن ﻓﻲ أﻏﻠب اﻷﺣﯾﺎن‬، ‫ ﯾﺑدو أن اﻟﺣل اﻟوﺳط ﻣﻔﯾد‬، ‫ ﻓﻲ ﺑﻌض اﻷﺣﯾﺎن‬-

‫ ﻓﻲ وﺿﻊ ﯾرﺑﺢ ﻓﯾﮫ اﻟﺟﻣﯾﻊ‬، ‫ﻓﺈن اﻟﻣواﺟﮭﺔ ﺑﻠطف وﺣل اﻟﻧزاع ھﻲ طرﯾﻘﺔ اﻻﺧﺗﯾﺎر‬

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