‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ – ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‬

‫‪Project Management - Project Management Methodologies‬‬

‫ﺑﻪ ﻛﻮﺷﺶ‪:‬‬

‫ﻣﺎﺯﻳﺎﺭ ﺩﺑﺎﻍ‪ ،‬ﻫﺎﺩﻱ ﻣﺤﻤﺪﺯﺍﺩﻩ ﺑﺼﻴﺮ‪ ،‬ﻣﺮﺗﻀﻲ ﺍﻣﻴﺮﻣﻴﺮﺍﻥ‪ ،‬ﭘﻮﻳﺎ ﺧﺠﺴﺘﻪ‪ ،‬ﺳﻴﺪﺭﺿﺎ ﻣﻴﺮﻏﻔﺎﺭﻱ ﻭ ﺁﻧﺎﻫﻴﺘﺎ ﺧﺠﻨﺪﻱ‬

‫)ﻣﻬﻨﺪﺳﻴﻦ ﻣﺸﺎﻭﺭ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﻭ ﺁﻣﻮﺯﺵ ﺭﻩﭘﺮﺩﺍ(‬

‫ﺣﺮﻭﻓﭽﻴﻨﻲ ﻛﺎﻣﭙﻴﻮﺗﺮﻱ‪ :‬ﺑﺨﺶ ﺣﺮﻭﻓﭽﻴﻨﻲ ﺭﻩﺷﻬﺮ‬

‫ﭼﺎﭖ ﻭ ﺻﺤﺎﻓﻲ‪ :‬ﭼﺎﭖ ﺷﻬﺮ‬

‫‪www.rahshahr.com/bulletins‬‬ ‫ﺁﺩﺭﺱ ﻭﺏ ﺳﺎﻳﺖ ﻧﺸﺮﻳﺎﺕ ﻓﻨﻲ ﮔﺮﻭﻩ ﻣﻬﻨﺪﺳﻴﻦ ﻣﺸﺎﻭﺭ ﺭﻩﺷﻬﺮ‪:‬‬

 ‫ﭘﻴﺸﮕﻔﺘﺎﺭ‬
‫ﺗﻌﺎﻟﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺑﻬﺒﻮﺩ ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺳـﺎﺯﻣﺎﻥ ﺩﺭ ﭘـﺮﻭﮊﻩﻫـﺎ‪ ،‬ﻧﻴﺎﺯﻣﻨـﺪ ﺑـﺎﺯﻧﮕﺮﻱ ﻛـﻼﻥ ﺩﺭ ﻧﮕـﺮﺵﻫـﺎ‪،‬‬
‫ﺳﺎﺧﺘﺎﺭﻫﺎ ﻭ ﺭﻭﺵﻫﺎﻱ ﺍﺟﺮﺍﻱ ﺁﻥﻫﺎ ﺍﺳﺖ‪ .‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻟﺰﻭﻡ ﺑﻬﺮﻩﮔﻴﺮﻱ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﺩﺭﮔﻴﺮ ﺩﺭ ﭘﺮﻭﮊﻩﻫـﺎﻱ ﻛـﺸﻮﺭ‪ ،‬ﺍﺯ‬
‫ﻳﻚ ﻧﮕﺎﻩ ﻫﺪﻓﻤﻨﺪ ﺑﻪ ﻣﻘﻮﻟﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺗﻮﺟﻪ ﻭﻳﮋﻩ ﻭ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺭﻭﺵﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻭ ﺭﻭﺵﺷﻨﺎﺳـﻲ ﺁﻧﻬـﺎ‬
‫ﺑﺴﻴﺎﺭ ﺑﺎ ﺍﻫﻤﻴﺖ ﺍﺳﺖ‪.‬‬
‫ﺑﺎ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻛﻪ ﺩﺭ ﻛﺸﻮﺭ ﻣﺎ‪ ،‬ﺩﻭﻟﺖ ﺑﻌﻨﻮﺍﻥ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻛﺎﺭﻓﺮﻣﺎ‪ ،‬ﻧﺒﺾ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻛﻼﻥ ﻛﺸﻮﺭ‬
‫ﺭﺍ ﺩﺭ ﺩﺳﺖ ﺩﺍﺭﺩ‪ ،‬ﺩﻗﺖ ﻧﻈﺮ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ )ﺩﻭﻟﺖ(‪ ،‬ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻓﺮﻫﻨـﮓ ﭘـﺮﻭﮊﻩ ﻣﺤـﻮﺭ ﺩﺭ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ ﻛﻠﻴـﻪ ﺯﻳـﺮ‬
‫ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬
‫ﺍﻳﺠﺎﺩ ﺧﻼﺀ ﻭ ﻛﺸﺸﻲ ﻛﻪ ﺗﻮﺳﻂ ﻣﺠﻤﻮﻋﻪ ﻫﺎﻱ ﺩﻭﻟﺘﻲ ﺩﺭﮔﻴﺮ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎ ﺑﻌﻨﻮﺍﻥ ﻛﺎﺭﻓﺮﻣﺎ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻮﺟـﻮﺩ ﺁﻳـﺪ‪،‬‬
‫ﺑﻬﺘﺮﻳﻦ ﻧﻴﺮﻭ ﺑﺮﺍﻱ ﺑﻪ ﺣﺮﻛﺖ ﺩﺭﺁﻭﺭﺩﻥ ﺳﺎﻳﺮ ﺑﺨﺶﻫﺎﻱ ﻏﻴﺮ ﺩﻭﻟﺘﻲ ﻭ ﺧﺼﻮﺻﻲ ﺩﺧﻴﻞ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎ ﺍﺳﺖ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﻣﻴﺎﻥ ﺍﻋﺘﻘﺎﺩ ﻭ ﺍﻟﺘﺰﺍﻡ ﻋﻮﺍﻣﻞ ﺩﺭﮔﻴﺮ ﻭ ﺩﺭ ﺭﺍﺱ ﺁﻥ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﻛﻼﻥ ﻛﺸﻮﺭ ﺑﻪ ﺍﻳﻦ ﻣﻘﻮﻟـﻪ ﻭ‬
‫ﺗﺎﻛﻴﺪ ﺁﻧﺎﻥ ﺩﺭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻋﻠﻤﻲ ﻭ ﻣﻨﺴﺠﻢ ﺑﺮﺍﻱ ﻫﺪﺍﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﻧﻘﺸﻲ ﺑﺴﻴﺎﺭ ﺍﺳﺎﺳﻲ ﺭﺍ ﺩﺭ ﺍﻳﺠﺎﺩ ﺟﺮﻳـﺎﻥ‬
‫ﺻﺤﻴﺢ ﻫﺪﺍﻳﺖ ﻭ ﺭﺍﻫﺒﺮﻱ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺮ ﻋﻬﺪﻩ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪.‬‬
‫ﺑﻪ ﺟﺮﺍﺕ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪ ،‬ﻫﻤﻪ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﻏﻴﺮ ﺩﻭﻟﺘﻲ ﻭ ﺧﺼﻮﺻﻲ ﺑﻪ ﻧﻮﻋﻲ ﻭﺍﺑﺴﺘﻪ ﻭ ﺗﺤـﺖ ﺗـﺎﺛﻴﺮ ﻋﻤﻠﻜـﺮﺩ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﻭﺯﺍﺭﺗﺨﺎﻧﻪﻫﺎ ﻭ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﺩﻭﻟﺘﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺍﻳﻦ ﺗﺎﺛﻴﺮ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺎ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺭﻭﺵﻫـﺎ ﻭ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ‬
‫ﺻﺤﻴﺢ ﺩﺭ ﺑﻄﻦ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﻛﺎﺭﻓﺮﻣﺎﻳﻲ ﭘﺮﻭﮊﻩﻫﺎ ﺧﻂ ﺩﻫﻨﺪﻩ ﻭ ﺗﻌﻴـﻴﻦ ﻛﻨﻨـﺪﻩ ﻣـﺴﻴﺮ ﺣﺮﻛـﺖ ﺻـﺤﻴﺢ ﺳـﺎﻳﺮ ﺯﻳـﺮ‬
‫ﻣﺠﻤﻮﻋﻪﻫﺎ ﺑﺎﺷﺪ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻛﺎﺭﻓﺮﻣﺎﻳﻲ ﺑﺎ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻮﺍﻥ ﻣﺪﻳﺮﺍﻧﻲ ﻛﻪ ﺩﺭ ﺍﺟﺮﺍﻱ ﻓﻌﺎﻟﻴﺖﻫﺎ‪ ،‬ﺍﻋﺘﻘﺎﺩ ﻻﺯﻡ ﻭ ﭘﺎﻳـﺪﺍﺭ‬
‫ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﺻﺤﻴﺢ ﻭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻛﺎﻣﻞ ﺁﻥﻫﺎ ﺭﺍ ﺩﺍﺭﻧﺪ‪ ،‬ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻭﻟﻴﻦ ﮔﺎﻡ ﺩﺭ ﺍﻳﻦ ﺭﺍﺑﻄـﻪ ﺭﺍ ﺑـﻪ ﺷـﻜﻠﻲ‬
‫ﺍﺳﺘﻮﺍﺭ ﺑﺮﺩﺍﺭﻧﺪ‪.‬‬
‫ﺑﺨﺶ ﻣﺸﺎﻭﺭﻩ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﻛﻨﺘﺮﻝ ﭘﺮﻭﮊﻩ "ﻣﺸﺎﻭﺭ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻣـﺪﻳﺮﻳﺖ ﻭ ﺁﻣـﻮﺯﺵ ﺭﻩﭘـﺮﺩﺍ"‬
‫ﺑﻌﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﻣﺸﺎﻭﺭﻳﻦ ﺗﺨﺼﺼﻲ "ﮔﺮﻭﻩ ﻣﻬﻨﺪﺳﻴﻦ ﻣﺸﺎﻭﺭ ﺭﻩﺷﻬﺮ"‪ ،‬ﺑﻪ ﻣﻨﻈﻮﺭ ﺑﺎﻻ ﺑﺮﺩﻥ ﺳﻄﺢ ﺁﮔﺎﻫﻲ ﻋﻮﺍﻣﻞ ﺩﺭﮔﻴﺮ‬
‫ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺍﻳﺠﺎﺩ ﺯﻣﻴﻨﻪﻫﺎﻱ ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﺩﺍﻧﺶ ﻓﻨﻲ‪ ،‬ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﺭﻭﺯ ﺩﺭ ﺯﻣﻴﻨﻪﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﻭ‬
‫ﻓﺮﻫﻨﮓﺳﺎﺯﻱ‪ ،‬ﺍﻗﺪﺍﻡ ﺑﻪ ﺗﻬﻴﻪ ﻭ ﺍﺭﺍﺋﻪ ﻣﺠﻤﻮﻋﻪ ﻧﺸﺮﻳﺎﺕ ﺗﺨﺼﺼﻲ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫ﻧﺸﺮﻳﻪ ﺣﺎﺿﺮ ﺑﻌﻨﻮﺍﻥ ﺷﺸﻤﻴﻦ ﻧﺸﺮﻳﻪ ﺍﺯ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ‪ ،‬ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻣﻌﺮﻓـﻲ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ‪،‬‬
‫ﺑﻌﻨﻮﺍﻥ ﮔﺎﻣﻲ ﻛﻮﭼﻚ ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ ﻛﻪ ﺍﻣﻴﺪ ﺍﺳﺖ ﺑﺘﻮﺍﻧﺪ ﺍﻃﻼﻋﺎﺕ ﻛﻠﻲ ﻭ ﭘﺎﻳﻪ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴـﺎﺭ ﺧﻮﺍﻧﻨـﺪﮔﺎﻥ‬
‫ﻣﺤﺘﺮﻡ ﻗﺮﺍﺭ ﺩﻫﺪ‪.‬‬

‫ﺳﻌﻴﺪ ﺷﻬﻴﺪﻱ‬
‫ﻣﺪﻳﺮ ﺑﺨﺶ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ‬
 ‫ﻣﻘﺪﻣﻪ‬
‫ﺭﻭﺵﺷﻨﺎﺳﻲ‪ ،‬ﺑﻌﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﻣﻬﻤﺘﺮﻳﻦ ﺍﺑﺰﺍﺭﻫﺎ ﺩﺭ ﻣﻄﺎﻟﻌﺎﺕ ﻋﻠﻤﻲ ﻭ ﻧﻬﺎﻳﺘﺎﹰ ﻛﺎﺭﺑﺮﺩﻱ ﻧﻤﻮﺩﻥ ﻧﺘﺎﻳﺞ ﺁﻥﻫﺎﺳﺖ‪.‬‬
‫ﺭﻭﺵﺷﻨﺎﺳﻲ ﺑﺎ ﻓﺮﺍﻫﻢ ﻛﺮﺩﻥ ﺯﻣﻴﻨﻪﻫﺎﻳﻲ ﺑﺮﺍﻱ ﻣﻄﺎﻟﻌﻪﻛﻨﻨﺪﮔﺎﻥ ﻭ ﺍﻓﺮﺍﺩ ﺩﺭﮔﻴﺮ‪ ،‬ﺍﻣﻜﺎﻥ ﺍﻧﺠﺎﻡ ﻧﻈﺎﻡﻣﻨﺪ ﻭ ﺻـﺤﻴﺢ‬
‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺮﺑﻮﻃﻪ ﺑﺎ ﺍﻃﻼﻉ ﻛﺎﻓﻲ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺭﺍ ﭘﺪﻳﺪ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪.‬‬
‫ﻳﻜﻲ ﺍﺯ ﻣﻬﻤﺘﺮﻳﻦ ﻣﺴﺎﺋﻞ ﻭ ﻣﺸﻜﻼﺕ ﺟﺎﺭﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻛﺸﻮﺭ‪ ،‬ﻋﺪﻡ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺷـﻴﻮﻩﻫـﺎﻱ ﻣـﺪﻭﻥ ﻭ‬
‫ﻣﻨﺴﺠﻢ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﺍﺳﺖ‪.‬‬
‫ﻣﺘﺎﺳﻔﺎﻧﻪ ﻫﻢ ﺍﻛﻨﻮﻥ ﺩﺭ ﺍﻛﺜﺮ ﻣﻮﺍﺭﺩ‪ ،‬ﻋﻤﻠﻴﺎﺕ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﺑﻪ ﺧﺎﻃﺮ ﺷﺮﺍﻳﻂ ﺧﺎﺹ ﭘﺪﻳﺪ ﺁﻣﺪﻩ ﺻﺮﻓﺎﹰ ﺑـﺼﻮﺭﺕ‬
‫ﻛﻨﺘﺮﻝ ﺯﻣﺎﻧﻲ ﻭ ﻫﺰﻳﻨﻪﺍﻱ ﭘﺮﻭﮊﻩﻫﺎ ﻭﺩﺭ ﻗﺎﻟﺐ ﺭﻓﻊ ﺗﻜﻠﻴﻒ ﻣﻄﺮﺡ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺑﻪ ﺩﻟﻴﻞ ﻋﺪﻡ ﺭﻋﺎﻳﺖ ﺗﻤﺎﻣﻲ ﺟﻮﺍﻧﺐ ﻭ ﺑﻨﺪﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﻭ ﺳﻔﺎﺭﺷـﻲﺳـﺎﺯﻱ ﻭ ﺑﻜـﺎﺭﮔﻴﺮﻱ‬
‫ﻧﺎﻗﺺ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‪ ،‬ﺷﺎﻫﺪ ﻧﺎﻛﺎﺭﺁﻣﺪﻱ ﺍﻳﻦ ﺳﺎﺧﺘﺎﺭ ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﻫﺴﺘﻴﻢ‪.‬‬
‫ﻣﺘﺎﺳﻔﺎﻧﻪ ﺍﻳﻦ ﻧﺎﻛﺎﺭﺁﻣﺪﻱ ﺗﻮﺳﻂ ﻣﺪﻳﺮﺍﻧﻲ ﻛﻪ ﺑﻪ ﺗﻐﻴﻴـﺮ ﻭ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺩﺍﻧـﺶ ﺭﻭﺯ ﻭ ﺳﻔﺎﺭﺷـﻲ ﻧﻤـﻮﺩﻥ ﺁﻥ ﺑـﺮﺍﻱ‬
‫ﻣﺠﻤﻮﻋﻪﻫﺎ ﻭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﻠﻲ ﺍﻋﺘﻘﺎﺩﻱ ﻧﺪﺍﺭﻧﺪ‪ ،‬ﺑﺎ ﻋﻨﻮﺍﻥ "ﻧﺎﺗﻮﺍﻧﻲ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ" ﻣﻄﺮﺡ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﭘﻴﺎﻣﺪ ﺍﻳﻦ ﺍﻣﺮ‪ ،‬ﺍﻳﺠﺎﺩ ﭼﺮﺧﻪ ﻣﻌﻴﻮﺑﻲ ﺍﺳﺖ ﻛﻪ ﻣﺎ ﺑﻪ ﻭﺍﺳﻄﻪ ﺁﻥ ﺷﺎﻫﺪ ﻋﺪﻡ ﻭﺟﻮﺩ ﺍﻧﺴﺠﺎﻡ ﺩﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺟﺎﺭﻱ ﻛﺸﻮﺭ ﺧﻮﺍﻫﻴﻢ ﺑﻮﺩ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﺑﻴﻦ‪ ،‬ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﺗﻮﺍﻥ ﻣﺘﺨﺼﺼﻴﻦ ﻛﺸﻮﺭ‪ ،‬ﺗﺪﻭﻳﻦ ﺳﻴﺎﺳﺖﻫﺎﻱ ﻛﻼﻥ ﺍﺟﺮﺍﻳـﻲ ﻭ ﻣـﺪﻳﺮﻳﺘﻲ ﺩﺭ ﺯﻣﻴﻨـﻪ‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺍﺭﺍﺋﻪ ﺁﻣﻮﺯﺵﻫﺎ ﻭ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ ﺩﺭ ﺳﻄﻮﺡ ﻛﻼﻥ ﻣﺪﻳﺮﻳﺖ ﻛﺸﻮﺭ ﺩﺭ ﺍﻳـﻦ ﺯﻣﻴﻨـﻪ‪ ،‬ﺗﻬﻴـﻪ ﺍﺳـﺘﺮﺍﺗﮋﻱ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﺩﻭﻟﺘﻲ ﺑﻌﻨﻮﺍﻥ ﻛﺎﺭﻓﺮﻣﺎﻳﺎﻥ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺍﻳﺠﺎﺩ ﻗﺎﺑﻠﻴﺖ ﻭ ﺗﻮﺍﻧﺎﻳﻲ ﺩﺭ ﺳﻴﺴﺘﻢﻫـﺎﻱ ﻛﺎﺭﻓﺮﻣـﺎﻳﻲ ﻭ‬
‫ﺗﻮﺟﻴﻪ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﺳﻄﻮﺡ ﻛﺎﺭﻓﺮﻣﺎﻳﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻌﻨﻮﺍﻥ ﺍﺑﺰﺍﺭﻫﺎﻳﻲ ﺣﻴﺎﺗﻲ ﺩﺭ ﺑﺴﻂ ﻭ ﮔﺴﺘﺮﺵ ﻧﻈـﺎﻡﻣﻨـﺪ ﺳﻴـﺴﺘﻢﻫـﺎ ﻭ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪.‬‬
‫ﻧﺸﺮﻳﻪ ﺣﺎﺿﺮ‪ ،‬ﺑﻪ ﺑﺮﺭﺳﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺩﺭ ﺣﻴﻄﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﭘﺮﺩﺍﺧﺘﻪ ﻭ ﺗﻌﺎﻣﻞ ﻣﻴـﺎﻥ ﭘـﺮﻭﮊﻩﻫـﺎ‪ ،‬ﺳـﺎﺯﻣﺎﻥ ﻭ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺭﺍ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺩﺍﺩﻩ ﺍﺳﺖ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﻧﺸﺮﻳﻪ ﺑﻪ ﺗﺸﺮﻳﺢ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ﻭ ﺑﺮﺭﺳﻲ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﻮﻓـﻖ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﻣـﺪﻳﺮﻳﺖ‬
‫ﭘﺮﻭﮊﻩ ﭘﺮﺩﺍﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺩﺭ ﺍﺩﺍﻣﻪ‪ ،‬ﻣﻄﺎﻟﺒﻲ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻛﺎﺭﺑﺮﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﻧﺤﻮﻩ ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺎﻳﻪ‪ /‬ﻣﺒﻨـﺎ‪،‬‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﻋﻮﺍﻣﻞ ﺩﺭﮔﻴﺮ ﻭ ﺍﺭﺍﺋﻪ ﺁﻣﻮﺯﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪﻫﺎ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺍﻣﻴﺪ ﺍﺳﺖ ﺑﺎ ﺑﻬﺮﻩ ﮔﻴﺮﻱ ﺍﺯ ﺩﺍﻧﺶ ﺭﻭﺯ ﺑﺘﻮﺍﻥ ﻗﺎﺑﻠﻴﺖﻫﺎ ﻭ ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﻇﺮﻓﻴﺖﻫـﺎﻱ‬
‫ﻣﻮﺟﻮﺩ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻴﻢ ﻭ ﺷﺎﻫﺪ ﺍﻓﺰﺍﻳﺶ ﺳﺮﻋﺖ ﺣﺮﻛﺖ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺑﺎﺷﻴﻢ‪ ،‬ﻛﻪ ﭘﻴﺎﻣﺪ ﺁﻥ ﺑﻬﺒﻮﺩ ﺯﻣﺎﻥ ﺍﺟﺮﺍ ﻭ ﻛﻴﻔﻴـﺖ‬
‫ﺍﺧﺘﺘﺎﻡ ﭘﺮﻭﮊﻩﻫﺎ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﺑﺨﺶ ﻣﺸﺎﻭﺭﻩ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﻛﻨﺘﺮﻝ ﭘﺮﻭﮊﻩ‬

‫ﻣﻬﻨﺪﺳﻴﻦ ﻣﺸﺎﻭﺭ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪،‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻭ ﺁﻣﻮﺯﺵ ﺭﻩﭘﺮﺩﺍ‬
 ‫ﻓﻬﺮﺳﺖ ﻣﻄﺎﻟﺐ‬
‫ﺻﻔﺤﻪ‬ ‫ﻋﻨﻮﺍﻥ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﭼﻴﺴﺖ؟ ‪١ .........................................................................................................................................‬‬

‫ﭼﻪ ﺗﻌﺪﺍﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ؟ ‪٢ .....................................................................................................................‬‬
‫ﻧﻘﺎﻁ ﺿﻌﻒ ﻭ ﻛﺎﺳﺘﻲﻫﺎﻱ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ‪٢ ............................................................................‬‬
‫ﺗﺎﺛﻴﺮ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺮ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ‪٣ ..........................................................................................................................‬‬
‫ﺑﺮﺭﺳﻲ ﻧﻴﺎﺯ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ‪٤ ............................................................................................................................‬‬
‫ﺁﻣﻮﺯﻩﻫﺎﻱ ﭘﺮﻭﮊﻩ )‪٥ ....................................................................................................... (Lessons Learned‬‬
‫ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ ‪٦ ............................................................................................‬‬
‫ﺩﺭﻙ ﺭﻭﻧﺪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ‪٧ ..................................................................................................................................‬‬
‫ﺗﺸﺮﻳﺢ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ‪٨ ..........................................................................................................................‬‬
‫ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﻮﻓﻖ )‪ (Best Practices‬ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ‪٨ ............................................‬‬
‫ﺭﻭﺵ ‪ – CIPOC‬ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﻣﻔﻬﻮﻣﻲ ‪٩ ........................................................................................................‬‬
‫ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﺍﺻﻄﻼﺣﺎﺕ ﻣﺪﻝ ﭘﺮﻭﮊﻩ ‪١١ .................................................................................................................‬‬
‫ﺍﻣﻜﺎﻥﺳﻨﺠﻲ ﻭ ﺗﻮﺟﻴﻪ ﭘﺮﻭﮊﻩ ‪١١ .........................................................................................................................‬‬
‫ﻧﻴﺎﺯﻫﺎﻱ ﻛﺎﺭﺑﺮﺍﻥ ‪١١ ...........................................................................................................................................‬‬
‫ﻃﺮﺍﺣﻲ ﺳﻴﺴﺘﻢ‪١١ .............................................................................................................................................‬‬
‫ﻃﺮﺍﺣﻲ ﺗﻔﺼﻴﻠﻲ ﻭ ﺧﺮﻳﺪ ﻳﺎ ﺳﺎﺧﺖ ‪١١ ................................................................................................................‬‬
‫ﭘﺬﻳﺮﺵ ‪١١ .........................................................................................................................................................‬‬
‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ )‪١٢ .............................................................................................................. (Commissioning‬‬
‫ﺍﺗﻤﺎﻡ ﻭ ﻣﻤﻴﺰﻱﻫﺎﻱ ﭘﺲ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ )‪١٢ .............................................. (Post Implementation Audit‬‬
‫ﻋﻼﻗﻤﻨﺪﻱ ﻭ ﻋﺪﻡ ﻋﻼﻗﻤﻨﺪﻱ ﻧﺴﺒﺖ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ‪١٣ ......................................................................‬‬
‫ﻃﺮﺍﺣﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪١٣ ........................................................................................................................................‬‬
‫ﺗﻌﺮﻳﻒ ﻣﻔﻬﻮﻡ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‪١٤ .....................................................................................................................‬‬
‫ﻛﺸﻒ‪ ،‬ﻣﻔﻬﻮﻡ ﻭ ﻳﺎ ﺍﻳﺪﻩ ‪١٥ ................................. ................................ ................................ ................................‬‬
‫ﺩﺭﮔﻴﺮ ﺷﺪﻥ ﺩﺭ ﭘﺮﻭﮊﻩ ﻭ ﻳﺎ ﻣﻔﻬﻮﻡ ‪١٥ ..................................................................................................................‬‬
‫ﺗﺤﻠﻴﻞ ﻭ ﻳﺎ ﺍﻣﻜﺎﻥﺳﻨﺠﻲ ‪١٥ ..............................................................................................................................‬‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ‪١٦ ....................................................................................................................................‬‬
‫ﺍﻣﻜﺎﻥﺳﻨﺠﻲ ‪١٦ ................................................................................................................................................‬‬
‫ﺗﺤﻠﻴﻞ ﺳﻴﺴﺘﻢ‪١٦ ..............................................................................................................................................‬‬
‫ﻃﺮﺍﺣﻲ ﻭ ﻳﺎ ﺳﺎﺧﺖ‪١٦ .......................................................................................................................................‬‬
‫ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻭ ﻳﺎ ﺍﺟﺮﺍ ‪١٧ ........................................................................................................................................‬‬
‫ﺁﺯﻣﺎﻳﺶ ‪١٧ ........................................................................................................................................................‬‬
‫ﺗﻀﻤﻴﻦ ﻛﻴﻔﻴﺖ ‪١٧ .............................................................................................................................................‬‬
‫ﺁﻣﻮﺯﺵ ‪١٧ .........................................................................................................................................................‬‬
‫ﺗﺤﻮﻳﻞ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭ ﻳﺎ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ‪١٧ ................................................................................................................‬‬
‫ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﭘﺸﺘﻴﺒﺎﻧﻲ ﻭ ﻳﺎ ﻋﻤﻠﻴﺎﺕ ‪١٧ ..................................................................................................................‬‬
‫ﺗﺸﺨﻴﺺ ﺑﻠﻮﻍ ﭘﺮﻭﮊﻩ )‪١٨ ............................................................................................... (Project Maturity‬‬
‫ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﻔﻬﻮﻡ ﺍﻟﮕﻮﺳﺎﺯﻱ ﺫﻫﻨﻲ )‪١٩ ............................................................................ (Mind Mapping‬‬
‫ﭼﻬﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ‪٢٠ ......................................................................................................................‬‬
‫ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٢١ ........................................................................................................................................‬‬
‫ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )‪٢١ ......................... (Project Management Best Practices‬‬
‫ﻛﺎﺭﺑﺮﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٢٢ ..........................................................................................................................................‬‬
‫ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺒﻨﺎ ﻭ ﻳﺎ ﭘﺎﻳﻪ ‪٢٣ ...............................................................................................................‬‬
‫ﺍﻳﺠﺎﺩ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺗﺮﻛﻴﺒﻲ‪٢٤ ........................................................................................................................‬‬
‫ﺁﻣﻮﺯﻩﻫﺎ ‪٢٥ ........................................................................................................................................................‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ )ﺍﻧﺘﺨﺎﺏ ﻭ ﺑﻜﺎﺭﮔﻴﺮﻱ( ‪٢٦ ......................................................................................................‬‬
‫ﺍﻧﻮﺍﻉ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ ‪٢٦ ..........................................................................................................................‬‬
‫ﺍﻟﺰﺍﻣﺎﺕ ﺍﻧﺘﺨﺎﺏ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٢٧ ....................................................................................................................‬‬
‫ﺩﺭﻙ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﻭ ﭘﻴﭽﻴﺪﻩ ‪٢٩ ............................................................................................................‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ‪٢٩ .....................................................................................................................................‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ‪٣٠ .................................................................................................................................‬‬
‫ﺗﺸﺮﻳﺢ ﺳﺎﺧﺖ ﺑﺎﺯﺧﻮﺭﺩﻱ )‪٣١ ............................................................................ (Iterative Development‬‬
‫ﻣﺰﺍﻳﺎﻱ ﺳﺎﺧﺖ ﺑﺎﺯﺧﻮﺭﺩﻱ ‪٣٢ .............................................................................................................................‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ )‪٣٣ ........................................................................(Agile Methodologies‬‬
‫ﺁﻣﻮﺯﻩﻫﺎ ‪٣٤ ........................................................................................................................................................‬‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٣٤ ...................................................................................................................................‬‬
‫ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﺤﻮﻳﻞ )‪ (Rollout‬ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٣٥ ..........................................................................................‬‬
‫ﭼﮕﻮﻧﮕﻲ ﺁﻏﺎﺯ ‪٣٦ ...............................................................................................................................................‬‬
‫ﭼﮕﻮﻧﮕﻲ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٣٧ ....................................................................................................................‬‬
‫ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﺩﺭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ‪٣٨ ............................................................................................................‬‬
‫ﺁﻣﻮﺯﺵ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٣٩ ........................................................................................................................................‬‬
‫ﻣﺪﺕ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ‪٤٠ ..........................................................................................................‬‬
‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ‪٤٠ ....................... ................................ ................................ ................................‬‬
‫ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎ ﻛﺴﺐﻭﻛﺎﺭ ‪٤٠ .........................................................................................................‬‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕ‪٤٠ .......................................................................................................................................................‬‬
‫ﻣﻌﻴﺎﺭﻫﺎﻱ ﭘﺬﻳﺮﺵ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٤١ ........................................................................................................................‬‬
‫ﺁﻣﻮﺯﻩﻫﺎ ‪٤١ ........................................................................................................................................................‬‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٤٢ ...................................... ................................ ................................ ................................‬‬
‫ﻣﻴﺰﺍﻥ ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺴﺘﻤﺮ )‪٤٢ ................................................................................(Maintenance‬‬
‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺑﻌﻨﻮﺍﻥ ﭘﺸﺘﻴﺒﺎﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪٤٣ ........................................ ................................ ................................‬‬
‫ﺁﻣﻮﺯﻩﻫﺎ ‪٤٣ ........................................................................................................................................................‬‬
 ‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﭼﻴﺴﺖ؟‬

‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺷﺮﻛﺖﻫﺎ ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﺪ ﺩﺳـﺘﺎﻭﺭﺩﻫﺎﻱ‬
‫ﭘﺮﻭﮊﻩ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺎﻻ ﺑﺒﺮﻧﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﺎﻳﺪ ﻛﻢﻛﻢ ﻭ ﺑﮕﻮﻧﻪﺍﻱ ﺗﻮﺳﻌﻪ ﻳﺎﺑﻨﺪ ﻛﻪ ﺩﺭ ﺑﺮ ﮔﻴﺮﻧﺪﻩ ﺗﻐﻴﻴﺮ ﻣـﺴﻴﺮﻫﺎ ﻭ‬
‫ﺗﻐﻴﻴﺮ ﺍﻫﺪﺍﻑ ﺷﺮﻛﺖ ﺑﺎﺷﻨﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﮔﻮﻧﻪﺍﻱ ﺗﻔﻜـﺮ ﺍﺳـﺖ ﻛـﻪ ﺗﻤـﺎﻡ ﻓﻌﺎﻟﻴـﺖﻫـﺎ ﻭ ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﺍﺯ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺗﻮﻟﻴﺪ ﮔﺮﻓﺘﻪ ﺗﺎ ﻓﺮﻭﺵ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺭﺍ ﺗﺤﺖ ﺗﺎﺛﻴﺮ ﻗـﺮﺍﺭ ﺩﺍﺩﻩ ﻭ ﺗﻐﻴﻴـﺮ ﺷـﻜﻞ ﻣـﻲﺩﻫـﺪ ﻭ ﺩﺭ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﺷﺎﻣﻞ ﺗﺤﻮﻝ ﻛﺎﻣﻞ ﻓﺮﻫﻨﮕﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺎ ﺗﻐﻴﻴﺮ ﺷﺮﻛﺖﻫﺎ ﻭ ﺻﻨﺎﻳﻊ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺁﻧﻬﺎ ﻧﻴﺰ ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮ ﻛﻨﻨﺪ‬
‫ﭼﺮﺍ ﻛﻪ ﺩﺭ ﻏﻴﺮ ﺍﻳﻦ ﺻﻮﺭﺕ ﻣﺘﺤﻤﻞ ﺷﻜﺴﺖ ﺧﻮﺍﻫﻨﺪ ﺷﺪ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﺻﻮﻝ ﻳﺎ ﺧﻂﻣﺸﻲﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﺍﻱ ﺷـﺮﺍﻳﻂ ﻭ ﻣﻮﻗﻌﻴـﺖﻫـﺎﻱ ﺧﺎﺻـﻲ‬
‫ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ‪ .‬ﺩﺭ ﺣﻴﻄﻪ ﭘﺮﻭﮊﻩ ﺍﻳﻦ ﺧﻂﻣﺸﻲﻫﺎ ﻣﻤﻜﻦ ﺍﺳﺖ ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﻛﺎﺭﻫـﺎﻱ ﻻﺯﻡﺍﻻﺟـﺮﺍ ﺑﺎﺷـﺪ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﻫﻤﭽﻨﻴﻦ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺑﺨﺼﻮﺹ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻗﺎﻟﺐﻫﺎ‪ ،‬ﻓﺮﻡﻫﺎ‪ ،‬ﭼﻬﺎﺭﭼﻮﺏﻫـﺎ ﻭ ﺣﺘـﻲ ﭼـﻚﻟﻴـﺴﺖﻫـﺎﻳﻲ‬
‫ﺧﺎﺹ ﻛﻪ ﺩﺭ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘﺮﻭﮊﻩ ﺑﻜﺎﺭ ﻣﻲﺭﻭﻧﺪ ﺑﺎﺷﺪ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺑﻪ ﺷﻴﻮﻩﻫﺎﻱ ﺩﻳﮕﺮﻱ ﻧﻴﺰ ﻣﻲﺗﻮﺍﻥ ﺗﻌﺮﻳﻒ ﻛﺮﺩ ﻛﻪ ﺑﻪ ﺑﻌﻀﻲ ﺍﺯ ﺁﻧﻬﺎ ﺩﺭ ﺫﻳﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪:‬‬
‫· ﻓﺮﺁﻳﻨﺪﻱ ﺍﺳﺖ ﻛﻪ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﮔﺎﻡﻫﺎ ﻭ ﺭﻭﻳﻪﻫﺎ ﺭﺍ ﺑﻤﻨﻈﻮﺭ ﻧﺎﺋﻞ ﺁﻣﺪﻥ ﺑـﻪ ﺍﺗﻤـﺎﻡ ﻣﻮﻓﻘﻴـﺖﺁﻣﻴـﺰ ﻳـﻚ‬
‫ﭘﺮﻭﮊﻩ ﻣﺴﺘﻨﺪ ﻣﻲﻧﻤﺎﻳﺪ‪،‬‬
‫· ﻓﺮﺍﻳﻨﺪ ﺗﻌﺮﻳﻒ ﺷﺪﻩﺍﻱ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻳﻚ ﻫﺪﻑ‪،‬‬
‫· ﻣﺠﻤﻮﻋﻪ ﮔﺎﻡﻫﺎﻳﻲ ﻛﻪ ﺧﻂ ﺳﻴﺮ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭﮊﻩ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﻨﺪ‪،‬‬
‫· ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺘﺪﻫﺎ‪ ،‬ﺭﻭﻳﻪﻫﺎ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻛﻪ ﺗﺮﻛﻴﺒﻲ ﺍﺯ ﺭﻭﻳﻜﺮﺩﻫـﺎﻱ ﻣـﺪﻳﺮﻳﺘﻲ‪ -‬ﻣﻬﻨﺪﺳـﻲ ﻃﺮﺍﺣـﻲ‬
‫ﺷﺪﻩ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻻﺕ‪ ،‬ﺧﺪﻣﺎﺕ ﻭ ﺭﺍﻩﺣﻞﻫﺎ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲﻧﻤﺎﻳﺪ‪،‬‬
‫· ﻣﺠﻤﻮﻋﻪ ﻳﻜﭙﺎﺭﭼﻪﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎ‪ ،‬ﺗﻜﻨﻴﻚﻫﺎ‪ ،‬ﺍﺑﺰﺍﺭ‪ ،‬ﻧﻘﺶﻫﺎ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﻭ ﻣﻘﺎﻃﻊ ﻣﻬﻢ ﺯﻣﺎﻧﻲ )ﻓﺮﺍﺯﻫـﺎ(‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺑﺮﺍﻱ ﺗﺤﻮﻳﻞ ﭘﺮﻭﮊﻩ‪.‬‬
‫ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﻛﺎﺭ ﺗﻤﺎﻣﻲ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺭﺍ ﺩﺭ ﻃﻮﻝ ﻣﺴﻴﺮ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘﺮﻭﮊﻩ ﻫﺪﺍﻳﺖ ﻧﻤﺎﻳـﺪ ﻭ‬
‫ﺗﻤﺎﻣﻲ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺑﺎﻳﺪ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﺁﺷﻨﺎﻳﻲ ﻛﺎﻓﻲ ﺩﺍﺷﺘﻪ ﻭ ﺁﻥ ﺭﺍ ﺑﻜـﺎﺭ ﺑﺮﻧـﺪ‪ .‬ﺑـﺴﻴﺎﺭﻱ ﺍﺯ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺗﻨﻬﺎ ﻣﺪﻳﺮﻳﺖ ﻳﻚ ﭘﺮﻭﮊﻩ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﻭ ﻣـﺪﻳﺮ ﭘـﺮﻭﮊﻩ ﺭﺍ ﺑـﺪﻭﻥ ﺩﺭ ﻧﻈـﺮ ﮔـﺮﻓﺘﻦ‬
‫ﺭﻗﺎﺑﺖ ﻣﻮﺟﻮﺩ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﮔﺮﻓﺘﻦ ﻣﻨﺎﺑﻌﻲ ﻣﺸﺘﺮﻙ‪ ،‬ﻫﺪﺍﻳﺖ ﻣـﻲﻧﻤﺎﻳﻨـﺪ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ‪،‬‬

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‫ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺍﻳﻦ ﺩﻳﺪ ﺭﺍ ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻓﺮﺍﻫﻢ ﻧﻤﺎﻳﺪ ﻛﻪ ﻳﻚ ﭼﻬـﺎﺭﭼﻮﺏ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﻭ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ‬
‫ﻣﺮﺗﺒﻂ ﺑﺎ ﺁﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ‪.‬‬

‫ﭼﻪ ﺗﻌﺪﺍﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ؟‬

‫ﺩﺭ ﺩﻧﻴﺎ ﻣﺘﺪﻭﻟﻮﮊﻱﺍﻱ ﻛﻪ ﻣﻨﻄﺒﻖ ﻭ ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺎﺷـﺪ‪ ،‬ﻭﺟـﻮﺩ ﻧـﺪﺍﺭﺩ‪ .‬ﺑﻌـﻀﻲ ﺷـﺮﻛﺖﻫـﺎ ﺩﺍﺭﺍﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺗﻤﺎﻣﻲ ﻣﺮﺍﺣﻞ ﺍﺯ ﻓﺮﻭﺵ ﺍﻭﻟﻴﻪ ﺗﺎ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺭﺍ ﺗﺤﺖ ﭘﻮﺷـﺶ ﻗـﺮﺍﺭ ﻣـﻲﺩﻫﻨـﺪ‪،‬‬
‫ﺩﺭﺣﺎﻟﻴﻜﻪ ﺑﺮﺧﻲ ﺩﻳﮕﺮ ﺑﻪ ﺳﺨﺘﻲ ﻣﺮﺍﺣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺳﺎﺧﺖ )‪ (Development‬ﺭﺍ ﺩﺭ ﺑـﺮ ﻣـﻲﮔﻴﺮﻧـﺪ‪ .‬ﺍﻛﺜـﺮ‬
‫ﻛﺘﺎﺏﻫﺎﻱ ﻣﻨﺘﺸﺮ ﺷﺪﻩ‪ ،‬ﺩﺭ ﻣﻮﺭﺩ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺮ ﻳـﻚ ﺯﻣﻴﻨـﻪ ﺗﻤﺮﻛـﺰ ﺩﺍﺭﻧـﺪ ﺑﻌﻨـﻮﺍﻥ ﻣﺜـﺎﻝ ﺩﺭ ﺯﻣﻴﻨـﻪ‬
‫ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ .‬ﺍﻳﻦ ﻛﺘﺎﺏﻫﺎ ﭼﮕﻮﻧﮕﻲ ﺍﻧﺠـﺎﻡ ﻃـﺮﺡﻫـﺎﻱ ﺧـﺎﺹ ﻓـﻦﺁﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﻭ ﺑﻌـﻀﻲ ﺗﻜﻨﻴـﻚﻫـﺎ ﻭ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻃﺮﺡ ﺷﺪﻩ ﺑﺮﺍﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺧﺎﺹ ﺭﺍ ﺗﺸﺮﻳﺢ ﻣﻲﻧﻤﺎﻳﻨﺪ ﻭ ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ‪ ،‬ﻣﺘﻨﺎﺳﺐ ﻧﻤﻮﺩﻥ ﺁﻧﻬـﺎ ﺑـﺎ‬
‫ﭼﻬﺎﺭﭼﻮﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﻧﻈﺮ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﮔﺎﻩ ﺩﺷﻮﺍﺭ ﻭ ﻏﻴﺮ ﻋﻤﻠﻲ ﺍﺳﺖ‪.‬‬
‫ﻣﺸﻜﻞ ﺩﻳﮕﺮﻱ ﻧﻴﺰ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻭﺟﻮﺩ ﺗﻨﻬﺎ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺟﻬﺎﻧﻲ ﻣﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺑـﺴﻴﺎﺭﻱ ﺩﺭ ﻋﻤـﻞ‬
‫ﺩﺭﻳﺎﻓﺘﻪﺍﻧﺪ ﻛﻪ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺩﻗﻴﻘﺎ ﺑﮕﻮﻧﻪﺍﻱ ﻛﻪ ﺑﻨﻈﺮ ﻣﻲﺁﻳـﺪ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ ﮔﻴـﺮﺩ ﺑﻠﻜـﻪ ﭘـﻴﺶ ﺍﺯ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺑﺎﻳﺪ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﻄﺎﺑﻘـﺖ ﻭ ﻫﻤـﺎﻫﻨﮕﻲ ﻳﺎﺑـﺪ‪ .‬ﺑﻨـﺎﺑﺮﺍﻳﻦ ﺁﻧﻬـﺎ ﺍﺯ ﺭﻭﻳﻜـﺮﺩ "‪"Pick-and-Choose‬‬

‫ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻮﺍﺭﺩ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻫﺮﮔﺎﻩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺍﺭﺩ ﻭ ﺍﺟﺰﺍ ﺑﻴﺸﺘﺮﻱ ﺭﺍ ﺩﺭ ﺑﺮ ﮔﻴﺮﺩ‪ ،‬ﺑﺰﺭﮔﺘﺮ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺩﺭ ﺍﺻﻞ ﺑـﺮﺍﻱ‬
‫ﻫﻤﺎﻫﻨﮕﻲ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺗﻮﺳﻂ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﻫﻤﺎﻫﻨﮕﻲ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﺰﺭﮔﺘﺮ ﻛﻪ ﺗﻌﺪﺍﺩ ﻧﻘﺶﻫﺎ ﻭ ﺍﻧـﻮﺍﻉ‬
‫ﻛﺎﺭﻫﺎ ﺩﺭ ﺁﻧﻬﺎ ﺑﻴﺸﺘﺮ ﻭ ﮔﺴﺘﺮﺩﻩﺗﺮ ﺍﺳﺖ‪ ،‬ﺩﺷﻮﺍﺭﺗﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻧﺒﺎﻳﺪ ﺗﻮﻗﻊ ﺩﺍﺷﺖ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻨﺎﺳـﺐ ﺑـﺮﺍﻱ‬
‫ﻳﻚ ﺗﻴﻢ ﻛﺎﺭﻱ ﻛﻮﭼﻚ‪ ،‬ﺑﻪ ﻫﻤﺎﻥ ﺍﻧﺪﺍﺯﻩ ﺑﺮﺍﻱ ﺗﻴﻢ ﻛﺎﺭﻱ ﺑﺰﺭﮒ ﻛﺎﺭﺁﻣﺪ ﺑﺎﺷﺪ ﻭ ﻧﻴﺰ ﺑﺎﻟﻌﻜﺲ‪ .‬ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﻧﺘﺨـﺎﺏ ﻳـﻚ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻨﺎﺳﺐ‪ ،‬ﺑﺎﻳﺪ ﺑﺪﻗﺖ ﻭ ﺑﻪ ﺷﻴﻮﻩﺍﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺻﻮﺭﺕ ﭘﺬﻳﺮﺩ‪.‬‬

‫ﻧﻘﺎﻁ ﺿﻌﻒ ﻭ ﻛﺎﺳﺘﻲﻫﺎﻱ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ‬

‫ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛﺎﺳﺘﻲﻫﺎﻳﻲ ﺩﺍﺭﺩ‪ .‬ﭘﻴﺶ ﺍﺯ ﺷﺮﻭﻉ ﺗﺸﺮﻳﺢ ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩ ﺑﺮﺍﻱ ﭘﻴﺸﺒﺮﺩ ﻛﺎﺭﻫﺎ ﺑـﺎ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﭘـﺮﻭﮊﻩ‪،‬‬
‫ﺑﺎﻳــﺪ ﺍﺑﺘــﺪﺍ ﺩﺭﻙ ﻣﻨﺎﺳــﺒﻲ ﺍﺯ ﺍﺷــﺘﺒﺎﻫﺎﺕ ﻭ ﻛــﺞﺭﻭﻱﻫــﺎﻱ ﻣﺤﺘﻤــﻞ ﺩﺭ ﻣﺘــﺪﻭﻟﻮﮊﻱﻫــﺎ ﺩﺍﺷــﺘﻪ ﺑﺎﺷــﻴﻢ‪ .‬ﺑــﺴﻴﺎﺭﻱ ﺍﺯ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ‪:‬‬
‫· ﺑﺴﻴﺎﺭ ﺧﻼﺻﻪ ﻭ ﺳﻄﺢ ﺑﺎﻻ ﻫﺴﺘﻨﺪ‪،‬‬
‫· ﺷﺎﻣﻞ ﺗﻮﺿﻴﺤﺎﺕ ﻧﺎﻛﺎﻓﻲ ﺑﺮﺍﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻮﺍﺭﺩ ﻣﻄﺮﺡ ﺷﺪﻩ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻫﺴﺘﻨﺪ‪،‬‬

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 ‫· ﻋﻤﻠﻲ ﻭ ﻛﺎﺭﺑﺮﺩﻱ ﻧﺒﻮﺩﻩ ﻭ ﺑﺮﺧﻲ ﺍﺯ ﺣﻮﺯﻩﻫﺎﻱ ﻣﻬﻢ ﻭ ﺳﺮﻧﻮﺷﺖﺳﺎﺯ ﺭﺍ ﺩﺭ ﺑﺮ ﻧﻤﻲﮔﻴﺮﻧﺪ‪،‬‬
‫· ﻧﻤﻮﻧﻪﻫﺎﻱ ﻣﻮﻓﻖ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺻﻨﻌﺘﻲ ﺭﺍ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻧﻤﻲﺩﻫﻨﺪ‪.‬‬
‫· ﻣﻮﺛﺮ ﺑﻨﻈﺮ ﻣﻲﺁﻳﻨﺪ ﺍﻣﺎ ﺑﻮﺍﻗﻊ ﺩﭼﺎﺭ ﻓﻘﺪﺍﻥ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺩﺭ ﻛﺎﺭ ﻫﺴﺘﻨﺪ‪،‬‬
‫· ﺍﺯ ﺍﺻﻄﻼﺣﺎﺕ ﻗﺮﺍﺭﺩﺍﺩﻱ ﻏﻴﺮﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪،‬‬
‫· ﺑﺮﺍﻱ ﻣﻨﺎﺑﻊ ﻣﺸﺎﺑﻬﻲ ﺭﻗﺎﺑﺖ ﻣﻲﻛﻨﻨﺪ )ﺑﺪﻭﻥ ﺍﺭﺍﺋﻪ ﺭﺍﻩﺣﻠﻲ ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﺸﻜﻞ(‪،‬‬
‫· ﺩﺍﺭﺍﻱ ﺳﻴﺴﺘﻤﻲ ﺑﺮﺍﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻧﺤﻮﻩ ﻋﻤﻠﻜﺮﺩ ﻧﻤﻲﺑﺎﺷﻨﺪ‪،‬‬
‫· ﺑﺪﻟﻴﻞ ﻣﺴﺎﺋﻞ ﺍﺩﺍﺭﻱ ﻭ ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻚ ‪ ،‬ﺑﺴﻴﺎﺭ ﺯﻣﺎﻥﺑﺮ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﺗﺎﺛﻴﺮ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺮ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ‬

‫ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻧﻮﺍﻉ ﺻﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ﺭﺍ ﺍﺩﺍﺭﻩ ﻧﻤﺎﻳﺪ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜـﺎﻝ ﭘـﺮﻭﮊﻩ‬
‫ﺗﻮﻧﻞ ﺯﻳﺮﺩﺭﻳﺎﻳﻲ ﺍﺭﺗﺒﺎﻃﻲ ﻣﻴﺎﻥ ﺍﻧﮕﻠﺴﺘﺎﻥ ﻭ ﻓﺮﺍﻧﺴﻪ ﺑﺎ ﺑﺴﻴﺎﺭﻱ ﻣﺸﻜﻼﺕ ﻣﻮﺍﺟﻪ ﺷﺪ ﻭ ﻣﺘﺤﻤﻞ ﻫﺰﻳﻨﻪ ﻭ ﺯﻣﺎﻥ ﺍﺿـﺎﻓﻲ‬
‫ﮔﺮﺩﻳﺪ‪ .‬ﺟﻬﺖ ﭘﻴﺸﮕﻴﺮﻱ ﺍﺯ ﺍﻳﻨﮕﻮﻧﻪ ﻣﺸﻜﻼﺕ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻳﻲ ﺗﻬﻴﻪ ﻭ ﺗﺪﻭﻳﻦ ﮔﺮﺩﻳﺪﻧـﺪ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﭘـﺮﻭﮊﻩ ﺑـﻪ‬
‫ﺭﺍﻫﻜﺎﺭﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺟﻠﻮﮔﻴﺮﻱ ﺍﺯ ﺑﺮﻭﺯ ﻣﺸﻜﻼﺕ ﺑﺴﻴﺎﺭ ﻧﺰﺩﻳﻚ ﺷﺪﻩﺍﻧﺪ ﻭ ﺑﺴﻴﺎﺭﻱ ﺩﻳﮕﺮ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺧﺎﺻـﻲ ﻣﻨﻄﺒـﻖ‬
‫ﮔﺸﺘﻪﺍﻧﺪ‪ ،‬ﺍﻣﺎ ﺩﺭ ﻧﻬﺎﻳﺖ ﺩﺭ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺍﺻﻮﻝ ﻣﻨﺴﺠﻢ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺧﻼﺻﻪ ﻣﻲﮔـﺮﺩﺩ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎ ﺑـﺮ ﻣـﺪﻳﺮﻳﺖ‬
‫ﭘﺮﻭﮊﻩ ﺗﺎﺛﻴﺮ ﻣﻲﮔﺬﺍﺭﻧﺪ ﭼﺮﺍﻛﻪ ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ‪:‬‬
‫‪ -‬ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺭﺍ ﺷﺎﻣﻞ ﻣﻲﺷﻮﺩ‪،‬‬
‫‪ -‬ﻣﻴﺰﺍﻥ ﭘﻴﺸﺮﻓﺖ ﺭﺍ ﻣﻲﺳﻨﺠﺪ‪،‬‬
‫‪ -‬ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﻧﻮﺍﻗﺺ ﺭﺩﻳﺎﺑﻲ ﺷﺪﻩ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ‪،‬‬
‫‪ -‬ﻣﻨﺎﺑﻊ ﺭﺍ ﺑﻪ ﻓﺎﺯﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﺗﺨﺼﻴﺺ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺑﺎ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﻣﻲﺗﻮﺍﻥ ﻣﺸﺎﻫﺪﻩ ﻧﻤﻮﺩ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺍﻧﺰﻭﺍ ﻧﺒﻮﺩﻩ ﺑﻠﻜﻪ ﺑﻪﻋﻜﺲ ﺑﺎ ﺳﺎﻳﺮ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺗﻌﺎﻣﻞ ﺑﻮﺩﻩ ﻭ ﻫﻤﮕﻲ ﺑﻪ ﻫﻢ ﻭﺍﺑﺴﺘﻪ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﻧﻤﻮﺩﺍﺭ ‪ ۱‬ﻧﺸﺎﻥﺩﻫﻨﺪﻩ ﺍﻳﻦ ﻣﻄﻠﺐ ﺍﺳـﺖ ﻛـﻪ‬
‫ﺑﻴﺶ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺩﺭ ﻫﺮ ‪+‬ﺳﺎﺯﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻭ ﻫﺮ ﺷﺨﺺ ﺑﺎﻳﺪ ﺧﻮﺩ ﺭﺍ ﺑـﺮﺍﻱ ﻛـﺎﺭ ﻣﺘـﺪﻭﻟﻮﮊﻱﺍﻱ ﻛـﻪ ﺑـﺎ ﺁﻥ‬
‫ﺳﺮﻭﻛﺎﺭ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪ ،‬ﺁﻣﺎﺩﻩ ﻧﻤﺎﻳﺪ‪ .‬ﻣﻴﺎﻥ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺭﺍﺑﻄﻪﺍﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺑﺮﺧﻲ ﺍﺯ ﺁﻥ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎ‬
‫ﺑﺸﺮﺡ ﺫﻳﻞ ﻣﻲﺑﺎﺷﻨﺪ‪:‬‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﻓﺮﻭﺵ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‪،‬‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺬﺏ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‪،‬‬

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 ‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ ﻳﺎ ﺗﻮﻟﻴﺪ )‪،(Development Methodology‬‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﻋﻤﻠﻴﺎﺕ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ‪،‬‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻓﺮﻭﺵ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﺪﺍﺭﻛﺎﺕ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻋﻤﻠﻴﺎﺕ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ‬

‫ﻧﻤﻮﺩﺍﺭ ‪ -۱‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﻳﻚ ﺳﺎﺯﻣﺎﻥ‬

‫ﺑﺮﺭﺳﻲ ﻧﻴﺎﺯ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ‬

‫ﺍﻣﺮﻭﺯﻩ‪ ،‬ﭘﺮﻭﮊﻩﻫﺎ ﺑﻪ ﻳﻜﭙﺎﺭﭼﮕﻲ ﻭ ﻧﻮﺁﻭﺭﻱ ﺑﻴﺸﺘﺮﻱ ﻧﺴﺒﺖ ﺑﻪ ﺁﻧﭽﻪ ﺩﺭ ﺩﻫﻪ ﮔﺬﺷﺘﻪ ﻣﺸﺎﻫﺪﻩ ﻣﻲﺷﺪ ﺍﺣﺘﻴﺎﺝ ﺩﺍﺭﻧﺪ‬
‫ﻭ ﺍﻳﻦ ﺧﻮﺩ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﺵ ﻭ ﺷﻴﻮﻩﻫﺎﻱ ﺧﻼﻗﺎﻧﻪ ﺩﺭ ﻃﺮﺍﺣﻲ‪ ،‬ﺳﺎﺧﺖ‪ ،‬ﺁﺯﻣـﻮﻥ ﻭ ﺍﺳـﺘﻘﺮﺍﺭ ﻣﺤـﺼﻮﻻﺕ ﻭ ﺧـﺪﻣﺎﺕ ﺭﺍ‬
‫ﺍﻳﺠﺎﺏ ﻣﻲﻛﻨﺪ‪ .‬ﻳﻚ ﻣﺪﻳﺮ‪ ،‬ﺩﻳﮕﺮ ﺗﻨﻬﺎ ﺑﺎ ﺗﻜﻤﻴﻞ ﻳﻚ ﻳﺎ ﺩﻭ ﺍﻟﮕﻮ ﻭ ﻓﺮﻡ ﺍﺯ ﭘـﻴﺶ ﺗﻬﻴـﻪ ﺷـﺪﻩ‪ ،‬ﻗـﺎﺩﺭ ﺑـﻪ ﺗﻬﻴـﻪ ﺑﺮﻧﺎﻣـﻪ‬
‫ﺯﻣﺎﻧﺒﻨﺪﻱ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﻧﻤﻲﺑﺎﺷﺪ‪ .‬ﺷﺮﻛﺖﻫﺎ ﻧﻴﺎﺯﻣﻨﺪ ﺑﻪ ﺗﺤـﺼﻴﻞ ﺩﺳـﺘﺎﻭﺭﺩﻫﺎﻱ ﺑﻴـﺸﺘﺮﻱ ﺍﺯ ﺍﻧﺠـﺎﻡ ﭘـﺮﻭﮊﻩﻫـﺎ‬
‫ﻫﺴﺘﻨﺪ‪ .‬ﻳﻜﻲ ﺍﺯ ﺭﺍﻩ ﻫﺎﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺞ ﻛﺎﺭﺁﻣﺪﺗﺮ‪ ،‬ﺍﺧﺘﻴﺎﺭ ﻧﻤﻮﺩﻥ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺟﺪﻳﺪﺗﺮ ﻭ ﻣﻮﺛﺮﺗﺮﻱ ﺑـﺮﺍﻱ ﭘـﺮﻭﮊﻩ‬
‫ﺍﺳﺖ ﻭ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﻳﻜﺮﺩ ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻚ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﺗﻨﻬﺎ ﺑﻪ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩﺍﻱ ﻛـﻪ‬
‫ﻧﻴﺎﺯ ﺑﻪ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻭ ﻛﻨﺘﺮﻝ ﺑﺴﻴﺎﺭ ﺷﺪﻳﺪﻱ ﺩﺍﺭﻧﺪ‪ ،‬ﻣﺤﺪﻭﺩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺟﺪﻭﻝ ﺯﻳﺮ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻭ ﻋﺎﻣﻠﻴﻦ‬
‫ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺣﻞ ﻣﺸﻜﻼﺕ ﺩﻳﺮﻳﻨﻪ‪ ،‬ﺑﺎ ﺧﻼﻗﻴﺖ ﻭ ﻧﻮﺁﻭﺭﺍﻱ ﻋﻤﻞ ﻛﻨﻨﺪ‪.‬‬

‫ﭼﻪ ﭼﻴﺰ ﺭﺍ ﻣﻲﺧﻮﺍﻫﻴﻢ ﺗﻐﻴﻴﺮ ﺩﻫﻴﻢ؟‬ ‫ﺩﻻﻳﻞ ﺗﻐﻴﻴﺮ‬

‫ﺑﻬﺒﻮﺩ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ‬ ‫ﻛﻮﺗﺎﻩ ﻧﻤﻮﺩﻥ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﭘﺮﻭﮊﻩ‬
‫ﺍﻓﺰﺍﻳﺶ ﺳﻮﺩ ﻛﻠﻲ ﭘﺮﻭﮊﻩ ﺑﺪﻭﻥ ﺗﺎﺛﻴﺮﮔﺬﺍﺭﻱ ﺑﺮ ﺳﻄﺢ ﻛﻴﻔﻴﺖ‬ ‫ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎﻱ ﭘﺮﻭﮊﻩ‬
‫ﺗﻄﺒﻴﻖ ﭘﺮﻭﮊﻩ ﺑﺎ ﺣﺪﻭﺩ ﻣﺸﺨﺺ ﺷﺪﻩ‬ ‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺩﺭ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩ‬
‫ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﺩﺍﺩﻥ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ‬ ‫ﺟﻠﺐ ﺣﻤﺎﻳﺖ ﺑﻴﺸﺘﺮ ﻣﺸﺘﺮﻱ‬
‫ﺍﻧﺠﺎﻡ ﻫﻤﺰﻣﺎﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﻌﻤﻮﻝ‬ ‫ﺍﻣﻜﺎﻥ ﺍﻧﺠﺎﻡ ﺳﺮﻳﻊ ﻣﺮﺍﺣﻞ ﭘﺮﻭﮊﻩ‬
‫ﺗﻌﻴﻴﻦ ﺳﻄﺢ ﻛﻴﻔﻴﺖ ﻭ ﺍﻧﺠﺎﻡ ﺁﺯﻣﻮﻥ ﺍﺯ ﺍﺑﺘﺪﺍﻱ ﭘﺮﻭﮊﻩ‬ ‫ﺍﻓﺰﺍﻳﺶ ﻛﻴﻔﻴﺖ ﭘﺮﻭﮊﻩ‬

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 ‫ﭼﻪ ﭼﻴﺰ ﺭﺍ ﻣﻲﺧﻮﺍﻫﻴﻢ ﺗﻐﻴﻴﺮ ﺩﻫﻴﻢ؟‬ ‫ﺩﻻﻳﻞ ﺗﻐﻴﻴﺮ‬
‫ﺍﺭﺗﻘﺎﻱ ﺷﻨﺎﺳﺎﻳﻲ ﻧﻴﺎﺯﻫﺎ ﻭ ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ‬ ‫ﺗﻮﺳﻌﻪ ﺳﻄﺢ ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ‬
‫ﻛﺎﻫﺶ ﺗﻐﻴﻴﺮﺍﺕ ﻣﺪﺍﻭﻡ ﺑﺎ ﺗﻌﺮﻳﻒ ﻧﻤﻮﺩﻥ ﻳﻚ ﻓﺮﺍﻳﻨﺪ ﺗﻐﻴﻴﺮ‬ ‫ﺗﻐﻴﻴﺮﺍﺕ ﻣﺪﺍﻭﻡ‬
‫ﺣﺼﻮﻝ ﻧﺘﺎﻳﺞ ﻗﺎﺑﻞ ﺗﻜﺮﺍﺭ ﻭ ﺍﻣﻜﺎﻥ ﺳﻨﺠﺶ ﻋﻤﻠﻜﺮﺩ‬ ‫ﻧﺘﺎﻳﺞ ﻏﻴﺮ ﻗﺎﺑﻞ ﭘﻴﺶﺑﻴﻨﻲ‬

‫ﺟﺪﻭﻝ ‪ -۱‬ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺷﺮﻛﺖﻫﺎ ﺑﻄﻮﺭ ﺭﻭﺯ ﺍﻓﺰﻭﻳﻦ ﺑﺮﺍﻱ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭼﺎﻟﺶﻫﺎﻱ ﻣﻄﺮﺡ ﺷﺪﻩ ﺩﺭ ﺟـﺪﻭﻝ ﻓـﻮﻕ ﺑـﻪ ﺗـﻴﻢﻫـﺎﻱ ﻣـﺪﻳﺮﻳﺖ‬
‫ﭘﺮﻭﮊﻩ ﻣﺘﻮﺳﻞ ﻣﻲﺷﻮﻧﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺍﻣﺮ ﺗﻘﺴﻴﻢ ﻭ ﺑﻪ ﺍﺷﺘﺮﺍﻙ ﮔﺬﺍﺷﺘﻦ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﺠﺎﺯﻱ ﻳـﻚ‬
‫ﭘﺮﻭﮊﻩ ﻳﺎﺭﻱﮔﺮ ﺑﺎﺷﺪ‪ .‬ﭘﺮﻭﮊﻩﻫﺎ ﺣﺎﻭﻱ ﺍﺟﺰﺍﻱ ﻣﻬﻢ ﻓﻨﻲ‪ ،‬ﻣﻨﺎﺑﻊ ﻭ ﺩﺍﺩﻩﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺎﻳﺪ ﺩﺭ ﭼﺮﺧﻪ ﺣﻴﺎﺗﺸﺎﻥ ﻣﺪﻳﺮﻳﺖ‬
‫ﺷﻮﻧﺪ‪ .‬ﺩﺭ ﭼﻨﻴﻦ ﺳﻴﺴﺘﻤﻲ‪ ،‬ﭘﺮﻭﮊﻩﻫﺎ ﺑﺎﻳﺪ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻭ ﺧﻂﻣﺸﻲﻫﺎﻱ ﺻﺤﻴﺢ ﺑـﺮﺍﻱ ﺣﻔﺎﻇـﺖ ﺍﺯ ﺳـﺮﻣﺎﻳﻪ ﺻـﺎﺣﺒﺎﻥ‬
‫ﺁﻧﻬﺎ ﺗﺒﻌﻴﺖ ﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺟﺎﻣﻌﻲ ﺭﺍ ﺑﺮﺍﻱ ﻫﺮ ﻓﺮﺩﻱ ﻛـﻪ ﻣـﺴﺌﻮﻟﻴﺖ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﺭﺍ ﻋﻬـﺪﻩﺩﺍﺭ‬
‫ﻣﻲﺷﻮﺩ ﺍﻧﺘﺨﺎﺏ ﻧﻤﻮﺩ؟ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﺍﻱ ﺻﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ﺑﻜﺎﺭ ﺑﺮﺩﻩ ﺷـﻮﺩ‪ ،‬ﻗﺎﺑﻠﻴـﺖ ﺗﻐﻴﻴـﺮ ﻭ ﻣﻄﺎﺑﻘـﺖ‬
‫ﺑﻤﻨﻈﻮﺭ ﺍﻧﻌﻜﺎﺱ ﻓﻀﺎﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺧﺎﺹ ﺻﻨﻌﺘﻲ ﺭﺍ ﻧﻴﺰ ﺩﺍﺭﺍ ﺍﺳﺖ‪ .‬ﺑـﻪ ﻫﻨﮕـﺎﻡ ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻭ ﺍﺟـﺮﺍﻱ ﻳـﻚ ﭘـﺮﻭﮊﻩ‪،‬‬
‫ﺣﻮﺯﻩﻫﺎﻱ ﻣﺘﻌﺪﺩﻱ ﺑﺎﻳﺪ ﻣﻮﺭﺩ ﺭﺳﻴﺪﮔﻲ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ ﺗﺎ ﻣﺠﻤﻮﻋـﻪ ﺍﻗـﺪﺍﻣﺎﺗﻲ ﻛـﻪ ﺑﺎﻳـﺪ ﭘﻴﮕﻴـﺮﻱ ﺷـﻮﻧﺪ ﺗﻌﻴـﻴﻦ ﮔﺮﺩﻧـﺪ‪.‬‬
‫ﻣﺘﻐﻴﺮﻫﺎﻱ ﻣﺘﻌﺪﺩﻱ ﻛﻪ ﻧﻴﺎﺯﻣﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﺷﺮﺍﻳﻂ ﭘﻴﭽﻴﺪﻩ ﻣﻲﺑﺎﺷﻨﺪ ﺩﺭ ﻋـﻴﻦ ﺣـﺎﻝ ﻧـﺸﺎﻥ ﺩﻫﻨـﺪﻩ ﺁﻥ ﺣـﻮﺯﻩﻫـﺎﻳﻲ‬
‫ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﻬﺮﻩﻭﺭﻱ ﻭ ﺳﻮﺩﻫﺎﻱ ﻣﺎﻟﻲ ﺩﺭ ﻃﻲ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪.‬‬
‫ﭘﺮﻭﮊﻩﻫﺎ ﺩﺍﺭﺍﻱ ﭼﺮﺧﻪﻫﺎﻱ ﺣﻴﺎﺕ ﻣﻌﻴﻨﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﭼﮕﻮﻧﮕﻲ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﺍﺯ ﺍﺑﺘﺪﺍﻱ ﻓﺎﺯ ﺗﻌﺮﻳﻒ ﻣﻔﻬـﻮﻡ ﺗـﺎ‬
‫ﺍﻧﺘﻬﺎ ﻭ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻝ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﺭﻣﺰ ﻣﻮﻓﻘﻴﺖ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﭘﻴﻮﺳﺘﻪ ﻭ ﺗﻜﺮﺍﺭﭘـﺬﻳﺮﻱ‬
‫ﺍﺳﺖ ﻛﻪ ﺑﻌﻨﻮﺍﻥ ﭘﺎﻳﻪﺍﻱ ﺑﺮﺍﻱ ﻫﺮ ﭘﺮﻭﮊﻩ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰﻱ ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﻭ ﺑﺎ ﻛﻤﻚ ﻣﺴﺘﻨﺪﺍﺕ ﻛـﺎﻓﻲ ﻭ ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ‬
‫ﻣﺮﺗﺒﻂ ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﺫﻳﻞ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﻲﺁﻭﺭﺩ‪:‬‬
‫· ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﻮﻓﻖ ﺗﻜﺮﺍﺭﭘﺬﻳﺮ )‪،(Repeatable Best Practices‬‬
‫· ﺍﻧﺴﺠﺎﻡ ﻭ ﺍﺳﺘﻤﺮﺍﺭ ﻧﺘﺎﻳﺞ‪،‬‬
‫· ﺳﺮﻳﻊﺗﺮﻳﻦ ﺭﺍﻩ ﺭﺳﻴﺪﻥ ﺑﻪ ﻧﺘﺎﻳﺞ‪.‬‬

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 ‫ﺁﻣﻮﺯﻩﻫﺎﻱ ﭘﺮﻭﮊﻩ )‪(Lessons Learned‬‬
‫ﺁﻣﻮﺯﻩﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺫﻳﻞ‪ ،‬ﺩﺭ ﻓﻬﻢ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﻭ ﺳﺮﻧﻮﺷﺖﺳﺎﺯ ﻫﺴﺘﻨﺪ‪:‬‬
‫‪ .۱‬ﮔﺎﻫﻲ ﺍﻗﺘﺒﺎﺱ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ ﺩﺭ ﻳﻚ ﻓﻀﺎﻱ ﺩﻳﮕﺮ ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻧﻴـﺴﺖ ﻭ ﭘـﻴﺶ ﺍﺯ ﺍﺟـﺮﺍﻱ‬
‫ﭼﻨﻴﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﺍﻱ ﺑﻪ ﺍﻧﺠﺎﻡ ﻳﻚ ﺍﺭﺯﻳﺎﺑﻲ ﻛﺎﻣﻞ ﻭ ﻣﻮﺷﻜﺎﻓﺎﻧﻪ ﻭ ﺗﺤﻠﻴﻞ ﺷﻜﺎﻑ ﻧﻴﺎﺯ ﺍﺳﺖ‪.‬‬
‫‪ .۲‬ﻫﻤﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﻪ ﺗﻤﺎﻣﻲ ﺟﻨﺒﻪﻫﺎ ﻭ ﺟﺰﺋﻴﺎﺕ ﻗﻴﺪ ﺷﺪﻩ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻧﻴﺎﺯ ﻧﺪﺍﺭﻧﺪ‪.‬‬
‫‪ .۳‬ﺑﺪﺳﺖ ﺁﻭﺭﺩﻥ ﺣﻤﺎﻳﺖ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺑﺮﺍﻱ ﭘﻴﺸﺒﺮﺩ ﭘﺮﻭﮊﻩ ﺩﺭ ﻗﺎﻟﺐ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﺍﺯ ﻣﻬـﻢﺗـﺮﻳﻦ‬
‫ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﻗﻠﻤﺪﺍﺩ ﻣﻲﺷﻮﺩ‪.‬‬
‫‪ .۴‬ﺍﺑﺘﺪﺍ ﺑﺎﻳﺪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﺭﺍﻫﺒﺮﺩ ﻛﺎﺭ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﻮﺩ ﻭ ﭘﺲ ﺍﺯ ﺁﻥ ﺑﺮ ﺗﺪﺍﺑﻴﺮ ﻭ ﺗﺎﻛﺘﻴﻚﻫـﺎﻱ ﻣـﻮﺭﺩ ﻧﻈـﺮ ﺑـﺮﺍﻱ‬
‫ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﻣﺘﻤﺮﻛﺰ ﺷﺪ‪.‬‬

‫ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ‬

‫ﺗﻤﺎﻳﺰ ﺁﺷﻜﺎﺭﻱ ﻣﻴﺎﻥ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﻭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘـﺮﻭﮊﻩ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪ .‬ﭼﻬـﺎﺭﭼﻮﺏ ﻫﻤﻴـﺸﻪ ﻧﻤﺎﻳـﺎﻧﮕﺮ ﺍﺟـﺰﺍ ﻭ‬
‫ﺑﺨﺶﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﻳﻚ ﭘﺮﻭﮊﻩ ﺍﺳﺖ ﻭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ‪ ،‬ﻭﺳﻴﻠﻪﺍﻱ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺍﺯ ﻳﻚ ﺑﺨﺶ‪ ،‬ﺑـﻪ ﺑﺨـﺶ ﺩﻳﮕـﺮ‬
‫ﻣﻲﺑﺎﺷﺪ‪ .‬ﺗﻮﺿﻴﺢ ﺍﺳﺘﻌﺎﺭﻱ ﭘﻴﺮﻭ‪ ،‬ﺑﻪ ﺩﺭﻙ ﺍﻳﻦ ﺗﻔﺎﻭﺕ ﺣﺴﺎﺱ ﻭ ﻇﺮﻳﻒ ﻛﻤﻚ ﻣﻲﻧﻤﺎﻳﺪ‪ :‬ﺍﮔﺮ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﺑﻌﻨـﻮﺍﻥ‬
‫ﺍﺳﻜﻠﺖ ﺳﺎﺧﺘﻤﺎﻥ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﻮﺩ‪ ،‬ﻃﺒﻘﺎﺕ ﺁﻥ ﺑﻌﻨـﻮﺍﻥ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﺳـﺎﺧﺖ ﻫـﺴﺘﻨﺪ ﻛـﻪ ﺍﺟـﺎﺯﻩ ﺣﺮﻛـﺖ ﺩﺭ‬
‫ﺳﺎﺧﺘﻤﺎﻥ ﺭﺍ ﻣﻲﺩﻫﻨﺪ ﻭ ﺑﻌﻀﻲ ﺳﺮﻳﻊﺗﺮ ﺍﺯ ﺑﻘﻴﻪ ﺷﻤﺎ ﺭﺍ ﺑﻪ ﻣﻘﺼﻮﺩ ﻣﻲﺭﺳﺎﻧﻨﺪ‪.‬‬
‫ﭘﺮﻭﮊﻩﻫﺎ ﺑﻨﺎﺑﺮ ﺍﻧﺪﺍﺯﻩ ﺷﺮﻛﺖ‪ ،‬ﺍﻧﺪﺍﺯﻩ ﺭﺍﻩﺣﻞ‪ ،‬ﺗﻌﺪﺍﺩ ﺍﻋﻀﺎﻱ ﺗﺨﺼﻴﺺ ﻳﺎﻓﺘﻪ ﺑﻪ ﭘﺮﻭﮊﻩ‪ ،‬ﻧﺤـﻮﻩ ﺍﻧﺠـﺎﻡ ﺗـﺴﺖﻫـﺎﻱ‬
‫ﻓﻨﻲ ﻭ ﺳﺎﻳﺮ ﭘﺎﺭﺍﻣﺘﺮﻫﺎ‪ ،‬ﺑﺴﻴﺎﺭ ﻣﺘﻐﻴﺮ ﻫﺴﺘﻨﺪ‪ .‬ﺣﺎﻝ ﺍﻳﻦ ﺳﺌﻮﺍﻝ ﻣﻄﺮﺡ ﻣﻲﺷﻮﺩ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺩﻗﻴﻘﺎ ﭼـﻪ ﭼﻴـﺰ‬
‫ﺭﺍ ﺑﺮﺍﻱ ﻣﺎ ﻣﻬﻴﺎ ﻣﻲﻛﻨﻨﺪ؟‬
‫ﺩﺭ ﺟﺪﻭﻝ ﺫﻳﻞ ﺑﻌﻀﻲ ﺍﺯ ﺳﻮﺩﻣﻨﺪﺗﺮﻳﻦ ﺛﻤﺮﺍﺕ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻣﻨﺎﺳﺐ‪ ،‬ﻓﻬﺮﺳﺖ ﺷﺪﻩﺍﻧﺪ‪.‬‬
‫ﺑﻪ ﻣﺎ ﺍﻣﻜﺎﻥ ‪ ...‬ﺭﺍ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻣﺰﺍﻳﺎﻳﻲ ﻛﻪ ﺑﺪﺳﺖ ﻣﻲﺁﻭﺭﻳﻢ‬

‫ﺗﻌﺮﻳﻒ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ‬ ‫ﻓﺮﺁﻳﻨﺪ ﺑﻬﺘﺮ‬

‫ﺍﻧﻄﺒﺎﻕ ﺑﺎ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ‬ ‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‬

‫ﺟﻤﻊﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻋﻤﻠﻜﺮﺩﻱ ﻭ ﺳﻨﺠﺶ ﺩﺭ ﻃﻮﻝ ﭘﺮﻭﮊﻩ‬ ‫ﻓﺮﺁﻳﻨﺪ ﻳﻜﭙﺎﺭﭼﻪ ﻭ ﻣﺴﺘﻤﺮ ﺳﻨﺠﺶ‬

‫ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻦ ﺗﻤﺎﻣﻲ ﺣﻮﺯﻩﻫﺎﻱ ﻛﻴﻔﻲ‬ ‫ﺗﻤﺮﻛﺰ ﺑﺮ ﻛﻴﻔﻴﺖ‬

‫ﻣﺪﻳﺮﻳﺖ ﺷﺮﺍﻳﻂ ﭘﻴﭽﻴﺪﻩ ﻭ ﺧﻄﻴﺮ‬ ‫ﻣﺪﻳﺮﻳﺖ ﭘﻴﭽﻴﺪﮔﻲ‬

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 ‫ﺑﻪ ﻣﺎ ﺍﻣﻜﺎﻥ ‪ ...‬ﺭﺍ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻣﺰﺍﻳﺎﻳﻲ ﻛﻪ ﺑﺪﺳﺖ ﻣﻲﺁﻭﺭﻳﻢ‬

‫ﺗﻜﻤﻴﻞ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻣﻘﺎﻃﻊ ﺑﺤﺮﺍﻧﻲ ﻭ ﺍﺳﺎﺳﻲ ﻫﺮ ﺭﻭﻳﻜﺮﺩ‬ ‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻣﻨﺎﺳﺐ ﭘﺮﻭﮊﻩ‬

‫ﻓﺮﺍﻫﻢ ﻧﻤﻮﺩﻥ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﻣﺸﺘﺮﻙ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎ‬ ‫ﺭﻭﻳﻜﺮﺩ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬

‫ﺍﺭﺍﺋﻪ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﻣﺸﺎﺑﻪ‬ ‫ﺍﻧﺴﺠﺎﻡ )‪(Consistency‬‬

‫ﺍﺭﺯﻳﺎﺑﻲ ﻣﺠﺪﺩ ﭘﺮﻭﮊﻩ ﺩﺭ ﻫﺮ ﻓﺎﺯ‬ ‫ﺗﺤﺖ ﭘﻮﺷﺶ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻦ ﺗﻤﺎﻣﻲ ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭﮊﻩ‬

‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﻬﺘﺮ ﭘﺮﻭﮊﻩ‬ ‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﭘﺮﻭﮊﻩ‬

‫ﺭﺍﻫﻨﻤﺎﻳﻲ ﺗﻴﻢ ﺟﻬﺖ ﺗﻜﻤﻴﻞ ﭘﺮﻭﮊﻩ ﻃﻲ ﻓﺎﺯﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ‬ ‫ﺗﻮﺍﻧﺎﻳﻲ ﺍﻧﺠﺎﻡ ﻛﺎﻣﻞ ﻛﺎﺭﻫﺎ‬

‫ﻛﺎﻫﺶ ﻳﺎ ﺣﺬﻑ ﺗﻤﺎﻣﻲ ﺑﺤﺮﺍﻥﻫﺎ‬ ‫ﻛﺎﻫﺶ ﻧﻴﺎﺯ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺑﺤﺮﺍﻥ‬

‫ﺍﺳﺘﻔﺎﺩﻩ ﻭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺁﺳﺎﻥ‬ ‫ﻛﺎﺭﺑﺮﻱ ﺁﺳﺎﻥ‬

‫ﺑﺎﺯﺑﻴﻨﻲ ﻭ ﺑﻬﺒﻮﺩ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺁﺗﻲ‬ ‫ﺩﺍﻧﺶ‬

‫ﺟﺪﻭﻝ ‪ -۲‬ﻣﺰﺍﻳﺎﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺑﻌﺒﺎﺭﺕ ﺩﻳﮕﺮ‪ ،‬ﭘﺲ ﺍﺯ ﺷﻨﺎﺧﺖ ﻭ ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺻـﺤﻴﺢ‪ ،‬ﺍﻳـﻦ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺑﻬﺘـﺮﻳﻦ ﺷـﻴﻮﻩ ﺑـﺮﺍﻱ ﺩﻭﺭﻱ ﺍﺯ‬
‫ﺍﺷﺘﺒﺎﻫﺎﺕ‪ ،‬ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪ‪ ،‬ﻛﺎﻫﺶ ﺭﻳﺴﻚ‪ ،‬ﺗﺤﻘﻖ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺗﺼﺤﻴﺢ ﺑـﻪﻫﻨﮕـﺎﻡ ﺧﻄﺎﻫـﺎ ﻭ‬
‫ﺩﻭﺭﻱ ﺍﺯ ﻣﺴﺘﻨﺪﺳﺎﺯﻱﻫﺎﻱ ﺍﺿﺎﻓﻲ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺎ ﻣﺴﺎﻟﻪ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻻﺕ ﺩﺭ ﺯﻣﺎﻥ ﻣﺸﺨﺺ ﻭ ﺑﺎ ﻣﻨﺎﺑﻊ ﻣﺤﺪﻭﺩ ﻣﻮﺍﺟﻪﺍﻧﺪ‪ .‬ﺍﺗﺨﺎﺫ ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﺍﺷﺘﺒﺎﻩ ﻳﺎ ﻧﺪﺍﺷﺘﻦ ﭼﻬﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺴﺎﺩﮔﻲ ﺑﻪ ﻟﻐﺰﺵ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻭ ﻫﺰﻳﻨﻪ ﻭ ﻧﻴﺰ ﻋـﺪﻡ‬
‫ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺧﻮﺏ ﺑﻴﻦ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺑﻴﺎﻧﺠﺎﻣﺪ‪ .‬ﺑﺮﺧﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ‪ ،‬ﺯﻣﺎﻥ ﺑﺴﻴﺎﺭﻱ ﺭﺍ ﺗﻠﻒ ﻣـﻲﻛﻨﻨـﺪ ﻭ ﺑـﺎ‬
‫ﺍﺻﺮﺍﺭ ﺑﺮ ﺗﻜﻤﻴﻞ ﻓﺮﻡﻫﺎ ﻭ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎﻱ ﺭﻭﺯﺍﻧﻪ ﭘﺮﻭﮊﻩ ﺭﺍ ﺩﺷـﻮﺍﺭ ﻣـﻲﻧﻤﺎﻳﻨـﺪ‪ .‬ﺍﻧﺘﺨـﺎﺏ ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﺻﺤﻴﺢ ﺍﻣﻜﺎﻥ ﺗﻬﻴﻪ ﻣﺤﺼﻮﻝ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﺩﺭ ﻣﺤﺪﻭﺩﻩ ﺯﻣـﺎﻧﻲ ﻣـﻮﺭﺩ ﻧﻈـﺮ ﺭﺍ ﺗـﺎﻣﻴﻦ ﻧﻤـﻮﺩﻩ ﻭ ﺩﺭ ﺍﻣـﺮ ﻣـﺴﺘﻨﺪﺳﺎﺯﻱ ﻭ‬
‫ﻓﺮﺍﻳﻨــﺪﻫﺎ ﺗﻨﻬــﺎ ﺑــﺮ ﻣــﺴﺘﻨﺪﺍﺕ ﻭ ﻓﺮﺍﻳﻨــﺪﻫﺎﻱ ﻣﻨﺎﺳــﺐ ﺗﻜﻴــﻪ ﻭ ﺍﺯ ﺍﺗــﻼﻑ ﻭﻗــﺖ ﺩﺭ ﻭﻇــﺎﻳﻒ ﺍﺩﺍﺭﻱ ﻭ ﺍﺟﺮﺍﻳــﻲ‬
‫ﺟﻠﻮﮔﻴﺮﻱ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬

‫ﺩﺭﻙ ﺭﻭﻧﺪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ‬

‫ﺍﮔﺮ ﻣﺪﻳﺮﺍﻥ ﻓﻨﻲ ﺑﻪﻛﺮﺍﺕ ﺍﺯ ﻛﻤﺒﻮﺩ ﻭﻗﺖ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺮﻧﺎﻣﻪ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﺍﺑﺰﺍﺭ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ ﻣﺸﺎﻭﺭﺍﻥ ﻭ ﺗﺨـﺼﻴﺺ‬
‫ﺯﻣﺎﻥ ﺑﻴﺸﺘﺮ ﺑﺮﺍﻱ ﺁﻣﻮﺯﺵ ﻛﺎﺭﺑﺮﺍﻥ ﻭ ﻧﻴﺮﻭﻫﺎ ﺑﮕﻮﻳﻨﺪ‪ ،‬ﻣﺸﺨﺺ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﺮﻧﺎﻣﻪﺭﻳـﺰﻱ ﭘـﺮﻭﮊﻩ ﻧﺎﻛـﺎﻓﻲ ﻭ ﻧﺎﻣﻨﺎﺳـﺐ‬
‫ﺑﻮﺩﻩ ﻭ ﺑﻪ ﺍﺣﺘﻤﺎﻝ ﺯﻳﺎﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺪﺭﺳﺘﻲ ﭘﻴﮕﻴﺮﻱ ﻧﺸﺪﻩ ﻭ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻧﮕﺮﻓﺘﻪ ﺍﺳﺖ‪.‬‬

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‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺑﺠﺎﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺑﻤﻨﻈﻮﺭ ﻫﺪﺍﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩﻫـﺎ‬
‫ﺑﺮ ﺍﺑﺰﺍﺭ ﻭ ﺗﻮﺍﻧﺎﻳﻲ ﻓﻨﻲ ﺗﻜﻴﻪ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺩﺭ ﺣﻘﻴﻘﺖ ﮔﺎﻩ ﺍﺭﺗﺒﺎﻃـﺎﺕ ﭘـﺮﻭﮊﻩ ﭼﻨـﺎﻥ ﻧﺎﻣﻨﺎﺳـﺐ ﻣـﻲﺷـﻮﻧﺪ ﻛـﻪ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ‬
‫ﺭﻭﺵﻫﺎﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﺑﺰﺍﺭ‪ ،‬ﺧﻮﺩ ﻣﺸﻜﻞﺳﺎﺯ ﺷﺪﻩ ﻭ ﺑﺠﺎﻱ ﻛﻤﻚ ﺑﻪ ﭘﻴـﺸﺒﺮﺩ ﭘـﺮﻭﮊﻩ‪ ،‬ﺑﺎﻋـﺚ ﺗﺨﺮﻳـﺐ ﻭ ﺍﺯ ﺑـﻴﻦ ﺭﻓـﺘﻦ‬
‫ﻛﻞ ﺁﻥ ﻣﻲﮔﺮﺩﻧﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﺿﺮﺏﺍﻻﺟﻞﻫﺎ )ﻓﺮﺍﺯﻫﺎﻱ ﭘﺮﻭﮊﻩ( ﻃﺮﺡ ﻧﻤﻲﺷﻮﺩ ﺑﻠﻜﻪ ﻣﺒﺘﻨﻲ ﺑـﺮ ﻛﻨﺘـﺮﻝ‪ ،‬ﻧﻈـﺎﺭﺕ ﻭ‬
‫ﺑﻬﺒﻮﺩ ﻓﺮﺍﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺍﺳﺖ‪ .‬ﻛﻤﺒﻮﺩ ﺯﻣﺎﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻨﻬـﺎ ﻳـﻚ ﺑﻬﺎﻧـﻪ ﺑﺎﺷـﺪ ﺍﻣـﺎ ﭼـﺮﺍ ﭘـﺮﻭﮊﻩﻫـﺎ ﺑـﺎ ﺩﻗـﺖ ﺑﻴـﺸﺘﺮﻱ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻧﻤﻲﺷﻮﻧﺪ؟ ﺷﺎﻳﺪ ﺍﻳﻦ ﺍﻣﺮ ﺑﺨﺎﻃﺮ ﻣﺠﺒﻮﺭ ﺷﺪﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﺮﺍﻱ ﻣﻬﻨﺪﺳﻲ ﻣﺠـﺪﺩ ﻓﺮﺁﻳﻨـﺪﻫﺎ‪ ،‬ﺩﺭ ﺷـﺮﺍﻳﻄﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺣﺘﻲ ﺯﻣﺎﻥ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺟﺎﺭﻱ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺁﻳـﺎ ﻓـﺸﺎﺭﻫﺎﻱ ﺭﻗـﺎﺑﺘﻲ ﺑـﻪ ﺣـﺪﻱ‬
‫ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺗﺤﺖ ﺗﺎﺛﻴﺮ ﻣﺪﻳﺮﻳﺖ ﺑﺤﺮﺍﻥ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻳﺎ ﺣﺘﻲ ﻗﺮﺑﺎﻧﻲ ﺁﻥ ﻣﻲﮔﺮﺩﺩ؟‬
‫ﻓﺮﺍﻳﻨﺪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﮔﺎﻩ ﺧﻮﺩ ﺑﺨﺸﻲ ﺍﺯ ﻣﺸﻜﻞ ﺍﺳﺖ ﭼﺮﺍ ﻛﻪ ﻭﻗﺘﻲ ﺍﺟﺰﺍﻱ ﺗﺸﻜﻴﻞ ﺩﻫﻨﺪﻩ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺳـﺘﺨﻮﺵ‬
‫ﺗﻐﻴﻴﺮ ﻣﻲﻛﻨﻴﻢ‪ ،‬ﭘﺮﻭﮊﻩﻫﺎ ﻣﺴﻴﺮ ﻣﺨﺼﻮﺹ ﺑﻪ ﺧﻮﺩ ﺭﺍ ﭘﻴﺶ ﻣﻲﮔﻴﺮﻧﺪ ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﺍﺟﺰﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﻫـﺮ ﭼـﻪ‬
‫ﻭﺍﻗﻊﮔﺮﺍﻳﺎﻧﻪﺗﺮ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﻣﻮﺭﺩ ﺍﺭﺯﻳﺎﺑﻲ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪ .‬ﺍﺭﺗﺒﺎﻁ ﻣﻴﺎﻥ ﺍﻳﻦ ﻣﺘﻐﻴﺮﻫـﺎ ﺍﻏﻠـﺐ ﺧﻄـﻲ ﻧﻴـﺴﺖ ﻭ‬
‫ﺑﺎﻳﺪ ﺑﻪ ﭼﮕﻮﻧﮕﻲ ﺁﻥ ﺍﺷﺎﺭﻩ ﺷﻮﺩ‪.‬‬
‫ﺭﻣﺰ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺍﻳﺠﺎﺩ ﻳﻚ ﺷﺮﻛﺖ ﻣﺒﺘﻨﻲ ﺑﺮ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ ﻛـﻪ ﭘـﻴﺶﻧﻴﺎﺯﻫـﺎﻱ ﺍﻧﺠـﺎﻡ ﺍﻳﻨﻜـﺎﺭ‬
‫ﺑﺸﺮﺡ ﺫﻳﻞ ﻣﻲﺑﺎﺷﺪ‪:‬‬
‫‪ .۱‬ﻭﺟﻮﺩ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪ .۲‬ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﺑﻤﻨﻈﻮﺭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ‪ ،‬ﻗﺎﺑﻞ ﺑﻪ ﺭﻭﺯ ﺭﺳﺎﻧﻲ ﻣﻲﺑﺎﺷﻨﺪ‪،‬‬
‫‪ .۳‬ﻣﻨﺎﺑﻌﻲ ﻛﻪ ﺑﺎﻳﺪ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻫﻤﺮﺍﺳﺘﺎﻳﻲ ﭘﻴﺪﺍ ﻛﻨﻨﺪ‪،‬‬
‫‪ .۴‬ﻓﻌﺎﻟﻴﺖﻫﺎ ﻭ ﻛﺎﺭﻛﺮﺩﻫﺎﻱ ﺍﺟﺮﺍﻳـﻲ ﺳـﺎﺯﻣﺎﻧﻲ )‪ (Business Functions‬ﻛـﻪ ﻣـﻲﺗﻮﺍﻧﻨـﺪ ﭘـﺮﻭﮊﻩﻫـﺎ ﺭﺍ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﺎﻳﻨﺪ‪.‬‬

‫ﺗﺸﺮﻳﺢ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ‬

‫ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﻮﻓﻖ )‪ (Best Practices‬ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‬

‫ﺑﻴﺸﺘﺮ ﭘﺮﻭﮊﻩﻫﺎ ﺩﺍﺭﺍﻱ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﻣﺸﺘﺮﻛﻲ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﺪﺍﻥ ﻣﻌﻨﻲ ﻧﻴﺴﺖ ﻛﻪ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫـﺎ‬
‫ﺑﻪ ﻳﻚ ﺷﻜﻞ ﻃﺮﺡﺭﻳﺰﻱ ﻭ ﺍﺟﺮﺍ ﻣﻲﺷﻮﻧﺪ ﻭﻟﻲ ﺑﺪﻟﻴﻞ ﺩﺍﺭﺍ ﺑـﻮﺩﻥ ﻓﺎﺯﻫـﺎﻱ ﻣـﺸﺘﺮﻙ ﺩﺭ ﭼﺮﺧـﻪ ﺣﻴـﺎﺕ ﭘـﺮﻭﮊﻩ‪ ،‬ﺩﺍﺭﺍﻱ‬

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‫ﻣﺎﻫﻴﺘﻲ ﻋﻤﻮﻣﻲ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺩﺭ ﻫﻨﮕﺎﻡ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺷﺘﻦ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺑﻪ ﺩﻭ ﻣﺴﺎﻟﻪ ﺍﺻـﻠﻲ ﺫﻳـﻞ‬
‫ﺗﻮﺟﻪ ﺷﻮﺩ‪:‬‬
‫· ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﻮﺩ ﻛﻪ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﻧﻈﺮ‪ ،‬ﻣﺤﺼﻮﻻﺕ ﻭ ﻳﺎ ﺧﺪﻣﺎﺕ ﻣﻮﻓﻘﻴـﺖﺁﻣﻴـﺰﻱ‬
‫ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻧﻤﺎﻳﺪ؟ ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﻗﺎﺩﺭ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺍﻟﺰﺍﻣﺎﺕ ﻭ ﻧﻴﺎﺯﻫﺎ ﺭﺍ ﺑﺸﻜﻠﻲ ﺩﻗﻴﻖ ﺛﺒـﺖ‬
‫ﻧﻤﻮﺩﻩ ﻭ ﭘﺮﻭﮊﻩ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﺁﻧﻬﺎ ﻣﺪﻳﺮﻳﺖ ﻧﻤﺎﻳﺪ؟‬
‫· ﭘﺮﻭﮊﻩﻫﺎ ﭼﮕﻮﻧﻪ ﺑﺎ ﺳﺮﻋﺖ ﺑﻴﺸﺘﺮ ﻭ ﺩﺭ ﭼﻬﺎﺭﭼﻮﺏ ﻫﺰﻳﻨﻪﻫﺎ ﻭ ﻛﻴﻔﻴﺖ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﻳﺎ ﺣﺘﻲ ﻣﻄﻠـﻮﺏﺗـﺮ‬
‫ﺍﺯ ﺁﻧﻬﺎ ﻗﺎﺑﻞ ﺍﻧﺠﺎﻡ ﻫﺴﺘﻨﺪ؟‬
‫ﺑﺎ ﺑﺮﺭﺳﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺮﺳﻮﻡ ﻣﻲﺗﻮﺍﻥ ﺩﺭﻳﺎﻓﺖ ﻛﻪ ﺑﺮﺧﻲ ﺍﺯ ﺁﻧﻬﺎ ﺑﻪﺧﻮﺑﻲ ﻋﻤﻞ ﻣـﻲﻧﻤﺎﻳﻨـﺪ ﻭ ﺑﺮﺧـﻲ ﺩﻳﮕـﺮ‬
‫ﻛﺎﺭﺍﻳﻲ ﻣﻨﺎﺳﺒﻲ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺁﻧﻬﺎ ﭘﻮﻳﺶﮔﺮﺍ )‪ (Proactive‬ﻭ ﺑﺮﺧﻲ ﻭﺍﻛﻨﺸﻲ )‪ (Reactive‬ﻫﺴﺘﻨﺪ‪.‬‬
‫ﭘﻴﺶ ﺍﺯ ﻃﺮﺍﺣﻲ‪ ،‬ﺧﺮﻳﺪ ﻳﺎ ﺍﺭﺯﻳـﺎﺑﻲ ﻣﻘﺎﻳـﺴﻪﺍﻱ )‪ (Benchmarking‬ﻳـﻚ ﺭﺍﻩﺣـﻞ ﺍﺣﺘﻤـﺎﻟﻲ‪ ،‬ﺍﻧﺠـﺎﻡ ﺑﺮﺧـﻲ ﺍﺯ‬
‫ﺍﻗﺪﺍﻣﺎﺕ ﺯﻳﺮ ﺿﺮﻭﺭﻱ ﻣﻲﺑﺎﺷﺪ‪:‬‬
‫· ﻓﺮﺍﻫﻢ ﻧﻤﻮﺩﻥ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺗﻜﻨﻴﻚﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‪،‬‬
‫· ﺍﺭﺯﻳﺎﺑﻲ ﻣﻘﺎﻳﺴﻪﺍﻱ ﺑﺎ ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﻮﻓﻖ ﻣﻮﺟﻮﺩ ﺩﺭ ﺻﻨﻌﺖ ﻣﻮﺭﺩ ﻧﻈﺮ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻧﻬﺎ‪،‬‬
‫· ﺗﻬﻴﻪ ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﺍﺟﺰﺍﻱ ﺍﻟﺰﺍﻣﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ‪،‬‬
‫· ﺷﻨﺎﺳﺎﻳﻲ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺑﻪ ﺍﺗﻤﺎﻡ ﺭﺳﺎﻧﺪﻥ ﭘﺮﻭﮊﻩﻫﺎ‪،‬‬
‫· ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﭼﻬﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﺎﻟﻲ ﻭ ﺯﻣﺎﻧﻲ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ‪،‬‬
‫· ﺗﻌﻴﻴﻦ ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﻛﻠﻴﺪﻱ ﻭ ﻣﻬﻢ‪،‬‬
‫· ﺷﻜﻞﺩﻫﻲ ﻭ ﭘﻴﻜﺮﺑﻨﺪﻱ ﻣﻨﺎﺑﻊ )‪،(Resources Configuration‬‬
‫· ﻣﺸﺘﻤﻞ ﻧﻤﻮﺩﻥ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻭ ﻫﻤﻜﺎﺭﺍﻥ )ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﺍﺳﺖ ﻛﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﻤﻜﺎﺭﺍﻥ ﻭ‬
‫ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻧﻴﺰ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﮔﻨﺠﺎﻧﺪﻩ ﺷﻮﻧﺪ(‪.‬‬

‫ﺭﻭﺵ ‪ – CIPOC‬ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﻣﻔﻬﻮﻣﻲ‬

‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻳﻚ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘـﺮﻭﮊﻩ ﻳـﺎ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣـﺪ ﻧﻈـﺮ ﻗـﺮﺍﺭ ﺩﺍﺩﻩ ﻣـﻲﺷـﻮﺩ ﺑﺎﻳـﺪ ﺭﻭﻳﻜـﺮﺩ ‪CIPOC‬‬

‫)‪ (Clients, Input, Process, Output, Clients‬ﻛـﻪ ﺷـﺎﻣﻞ ﻣـﺸﺘﺮﻳﺎﻥ‪ ،‬ﻭﺭﻭﺩﻱ‪ ،‬ﺧﺮﻭﺟـﻲ‪ ،‬ﻓﺮﺁﻳﻨـﺪ ﻭ ﻣﺠـﺪﺩﺍ‬
‫ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪.‬‬

‫‪٩‬‬
 ‫ﺑﺎﺯﺧﻮﺭﺩ‬

‫ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺧﺮﻭﺟﻲ‬ ‫ﻓﺮﺁﻳﻨﺪ‬ ‫ﻭﺭﻭﺩﻱ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ‬

‫ﭼﻚﻟﻴﺴﺖﻫﺎ‬ ‫ﻣﻔﺮﻭﺿﺎﺕ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‬

‫)‪(RUP, Prince2, SDLC‬‬
‫ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎ‬

‫ﭘﺎﻳﺎﻥ‬ ‫ﺷﺮﻭﻉ‬

‫ﻣﻼﺣﻈﻪ‪ :‬ﺍﻳﻦ ﻣﻘﻄـﻊ‪ ،‬ﺩﻭﻣـﻴﻦ‬ ‫ﻣﻼﺣﻈﻪ‪ :‬ﺍﻳـﻦ ﻣﻘﻄـﻊ‪ ،‬ﺍﻭﻟـﻴﻦ‬

‫ﻧﻘﻄﻪ ﻛﻨﺘﺮﻟﻲ ﺍﺳﺖ‪ .‬ﺍﮔـﺮ ﺍﻳـﻦ‬ ‫ﻧﻘﻄﻪ ﻛﻨﺘﺮﻟﻲ ﺍﺳﺖ‪ .‬ﺍﮔـﺮ ﺍﻳـﻦ‬
‫ﻣﺮﺣﻠﻪ ﻧـﺎﻣﻮﻓﻖ ﺑﺎﺷـﺪ‪ ،‬ﭘـﺮﻭﮊﻩ‬ ‫ﻣﺮﺣﻠﻪ ﻧـﺎﻣﻮﻓﻖ ﺑﺎﺷـﺪ‪ ،‬ﭘـﺮﻭﮊﻩ‬
‫ﺷﻜﺴﺖ ﺧﻮﺍﻫﺪ ﺧﻮﺭﺩ‪.‬‬ ‫ﺷﻜﺴﺖ ﺧﻮﺍﻫﺪ ﺧﻮﺭﺩ‪.‬‬

‫ﻧﻤﻮﺩﺍﺭ ‪ -٢‬ﺭﻭﺵ ‪ CIPOC‬ﺑﺮﺍﻱ ﻣﺸﺨﺺ ﻧﻤﻮﺩﻥ ﺟﺎﻳﮕﺎﻩ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺩﺭ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺍﺯ ﻫﺮ ﺟﻨﺲ ﻭ ﻧﻮﻉ‪ ،‬ﺑﺎﻳﺪ ﻓﺎﺭﻍ ﺍﺯ ﻣﺎﻫﻴـﺖ ﺧـﺎﺹ ﺁﻧﻬـﺎ ﺑـﻪ ﻭﺭﻭﺩﻱﻫـﺎ ﺗﺒـﺪﻳﻞ‬
‫ﺷﻮﻧﺪ‪ .‬ﺍﻳﻦ ﻭﺭﻭﺩﻱﻫﺎﻱ ﺑﻌﻨﻮﺍﻥ ﻧﻘﺎﻁ ﺁﻏﺎﺯﻳﻨﻲ ﺑﺮﺍﻱ ﺷﺮﻭﻉ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻣﻲﺑﺎﺷﻨﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧـﺪ ﻳﻜـﻲ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ‬
‫ﻣﻮﺭﺩ ﻧﻈﺮ ﺑﺮﺍﻱ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺑﺎﺷﺪ ﺍﺯ ﻗﺒﻴﻞ )‪.(Waterfall, SDLC, PACE, RUP, XP MIL-STD-1612, PRINCE2‬‬
‫ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺩﺭ ﺟﻬﺖ ﺍﻧﺠﺎﻡ ﻣﺮﺍﺣﻞ ﻃﺮﺍﺣﻲ‪ ،‬ﺳﺎﺧﺖ‪ ،‬ﺁﺯﻣﻮﻥ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻛـﻪ‬
‫ﺧﻮﺩ ﻧﻘﺎﻁ ﻛﻨﺘﺮﻟﻲ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻗﺪﺍﻡ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺩﺭ ﻫﻨﮕﺎﻡ ﺍﺗﻤﺎﻡ ﺍﻳﻦ ﻣﺮﺍﺣﻞ‪ ،‬ﻳـﻚ ﺧﺮﻭﺟـﻲ ﺍﻳﺠـﺎﺩ ﻣـﻲﺷـﻮﺩ ﻭ ﺑـﻪ ﺗﺎﻳﻴـﺪ‬
‫ﻣﺸﺘﺮﻱ ﻣﻲﺭﺳﺪ‪ .‬ﻣﺸﺘﺮﻱ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻫﺮ ﻧﻘﻄﻪ ﺍﺯ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﺩﺧﻴﻞ ﺑﺎﺷﺪ ﭼﺮﺍﻛﻪ ﺑﺮﺍﺣﺘﻲ ﻣـﻲﺗﻮﺍﻧـﺪ ﺑـﺎﺯﺧﻮﺭﺩ ﻣـﻮﺭﺩ‬
‫ﻧﻴﺎﺯ ﺭﺍ ﺩﺭ ﻫﺮ ﻣﺮﺣﻠﻪ ﺍﺭﺍﺋﻪ ﻧﻤﺎﻳﺪ‪.‬‬
‫ﺗﻤﺎﻣﻲ ﻣﻔﺮﻭﺿﺎﺕ ﺑﺎﻳﺪ ﺩﺭ ﻫﻤﺎﻥ ﺍﺑﺘﺪﺍﻱ ﻛﺎﺭ )ﻛﻪ ﺧﻮﺩ ﻳﻚ ﻧﻘﻄﻪ ﻛﻨﺘﺮﻟﻲ ﺍﺳﺖ( ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ‪ .‬ﺍﮔـﺮ ﻣـﺪﻳﺮ‬
‫ﭘﺮﻭﮊﻩ ﻗﺎﺩﺭ ﺑﻪ ﻛﻨﺘﺮﻝ ﻣﻔﺮﻭﺿﺎﺕ ﻧﺒﺎﺷﺪ‪ ،‬ﭘﺮﻭﮊﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑـﺪﻭﻥ ﺗﻮﺟـﻪ ﺑـﻪ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺑﻜـﺎﺭ ﮔﺮﻓﺘـﻪ ﺷـﺪﻩ‪ ،‬ﺩﭼـﺎﺭ‬
‫ﻣﺸﻜﻞ ﺷﻮﺩ‪.‬‬

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 ‫ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﺍﺻﻄﻼﺣﺎﺕ ﻣﺪﻝ ﭘﺮﻭﮊﻩ‬

‫ﺍﻣﻜﺎﻥﺳﻨﺠﻲ ﻭ ﺗﻮﺟﻴﻪ ﭘﺮﻭﮊﻩ‬

‫ﺍﺯ ﺍﻭﻟﻴﻦ ﻭﻇﺎﻳﻒ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺍﺷﺮﺍﻑ ﭘﻴﺪﺍ ﻧﻤﻮﺩﻥ ﻧﺴﺒﺖ ﺑﻪ ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻭ ﺗﻮﺟﻴﻪﭘﺬﻳﺮ ﺑﻮﺩﻥ ﭘـﺮﻭﮊﻩ ﻣـﻲﺑﺎﺷـﺪ‪.‬‬
‫ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺭﺿﺎﻳﺖ ﺧﻮﺩ ﺍﺯ ﻣﻄﺎﻟﻌﺎﺕ ﺍﺻﻠﻲ‪ ،‬ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﮔﺬﺷﺘﻪ ﻭ ﻣﻄﻤﺌﻨﺎ ﭘﻴﺶ ﺍﺯ ﭘﺬﻳﺮﺵ ﻣﺴﻮﻟﻴﺖ ﻛـﺎﺭ‬
‫ﺗﻮﺳﻂ ﻭﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺭﺍ ﺍﻋﻼﻡ ﻧﻤﺎﻳﺪ ﺩﺭ ﻧﺘﻴﺠﻪ‪ ،‬ﺗﺎﻳﻴﺪ ﻣﺠﺪﺩ ﺍﻣﻜـﺎﻥﭘـﺬﻳﺮ ﻭ ﺗﻮﺟﻴـﻪﭘـﺬﻳﺮ ﺑـﻮﺩﻥ ﭘـﺮﻭﮊﻩ ﺑـﺴﻴﺎﺭ‬
‫ﺣﻴﺎﺗﻲ ﺍﺳﺖ‪.‬‬

‫ﻧﻴﺎﺯﻫﺎﻱ ﻛﺎﺭﺑﺮﺍﻥ‬

‫ﻣﻬﻤﺘﺮﻳﻦ ﻣﺮﺣﻠﻪ ﺩﺭ ﻫﺮ ﭘﺮﻭﮊﻩﺍﻱ ﺩﺭﻙ ﺩﻗﻴﻖ ﻧﻴﺎﺯﻫﺎ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺪﻭﻥ ﺗﻌﻴﻴﻦ ﻣﻨﺎﺳﺐ ﻧﻴﺎﺯﻫﺎ‪ ،‬ﻫـﻴﭻﻛـﺲ ﺍﺯ ﺁﻧﭽـﻪ‬
‫ﻛﻪ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ‪ ،‬ﻣﻄﻤﺌﻦ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﻧﻴـﺎﺯﻫـﺎﻱ ﻳـﻚ ﭘـﺮﻭﮊﻩ ﺑﻄـﻮﺭ ﻛﺎﻣـﻞ ﺗﻮﺳـﻂ ﺩﺭﺧﻮﺍﺳـﺖ ﺧـﺪﻣﺎﺕ ﭘـﺮﻭﮊﻩ‬
‫)‪ Project Service Request (PSR‬ﭘﻮﺷﺶ ﺩﺍﺩﻩ ﻧﻤﻲﺷﻮﺩ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﺎﻳﺪ ﺩﺭ ﺍﺑﺘﺪﺍﻱ ﭘﺮﻭﮊﻩ ﺗﻼﺵﻫـﺎﻱ ﺑﻴـﺸﺘﺮﻱ‬
‫ﺟﻬﺖ ﺷﻨﺎﺧﺖ ﻧﻴﺎﺯﻫﺎ ﺻﻮﺭﺕ ﭘﺬﻳﺮﺩ‪ .‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﺻﻮﺭﺕ ﻋﺪﻡ ﺷﻨﺎﺧﺖ ﻭ ﺗﻌﻴـﻴﻦ ﺻـﺤﻴﺢ ﻧﻴـﺎﺯﻫـﺎ‪ ،‬ﺯﻣـﺎﻥ ﺯﻳـﺎﺩﻱ‬
‫ﻫﺪﺭ ﺭﻭﺩ‪.‬‬

‫ﻃﺮﺍﺣﻲ ﺳﻴﺴﺘﻢ‬

‫ﭘﺲ ﺍﺯ ﺗﻌﻴﻴﻦ ﻧﻴﺎﺯﻫﺎ ﻭ ﺗﻮﺍﻓﻖ ﺑﺮ ﺭﻭﻱ ﺁﻧﻬﺎ‪ ،‬ﻃﺮﺍﺣﻲ ﻛﻠﻲ ﻋﻤﻠﻜﺮﺩﻫﺎﻱ ﺍﺻﻠﻲ ﺳﻴﺴﺘﻢ ﻗﺎﺑﻞ ﺍﻧﺠﺎﻡ ﻣﻲﺑﺎﺷـﺪ‪ .‬ﺍﻳـﻦ‬
‫ﻛﺎﺭ ﺑﺎ ﺗﻌﺮﻳﻒ ﻫﺮ ﻳﻚ ﺍﺯ ﻋﻤﻠﻜﺮﺩﻫﺎﻱ ﺍﺻﻠﻲ ﺑﺼﻮﺭﺕ ﺗﻔﺼﻴﻠﻲﺗﺮ ﺍﺩﺍﻣﻪ ﻣﻲﻳﺎﺑﺪ‪.‬‬

‫ﻃﺮﺍﺣﻲ ﺗﻔﺼﻴﻠﻲ ﻭ ﺧﺮﻳﺪ ﻳﺎ ﺳﺎﺧﺖ‬

‫ﺗﻚ ﺗﻚ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛـﺎﺭ ﺑﻤﻴـﺰﺍﻥ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﺗﻮﺳـﻂ ﺍﻓـﺮﺍﺩ ﭘـﺮﺩﺍﺯﺵ ﻣـﻲﮔﺮﺩﻧـﺪ‬
‫ﺑﮕﻮﻧﻪﺍﻱ ﻛﻪ ﺗﻤﺎﻣﻲ ﺁﻧﻬﺎ ﺑﻪ ﺗﻔﺼﻴﻞ ﻃﺮﺍﺣﻲ ﺷﺪﻩ ﻭ ﺑﺮﺍﻱ ﺍﺟﺮﺍ ﺁﻣﺎﺩﻩ ﻣﻲﮔﺮﺩﻧﺪ‪ .‬ﺣﺎﻝ ﻣﻲﺗﻮﺍﻥ ﺑﺨﺶ ﺍﺟﺮﺍ ﺭﺍ ﺩﺭ ﺩﺍﺧـﻞ‬
‫ﺍﻧﺠﺎﻡ ﺩﺍﺩ ﻳﺎ ﺁﻧﺮﺍ ﺑﻪ ﻳﻚ ﭘﻴﻤﺎﻧﻜﺎﺭ ﻭﺍﺟﺪ ﺷﺮﺍﻳﻂ ﻭﺍﮔﺬﺍﺭ ﻧﻤﻮﺩ‪.‬‬

‫ﭘﺬﻳﺮﺵ‬

‫ﻣﺮﺣﻠﻪ ﭘﺬﻳﺮﺵ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺍﻧﺠﺎﻡ ﺁﺯﻣﻮﻥﻫﺎﻱ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺩﺭ ﺳﻄﺢ ﺳﻴﺴﺘﻤﻲ ﺑﺮﺍﻱ ﺗﺎﻳﻴﺪ ﺗﻤـﺎﻣﻲ ﻣـﺴﺘﻨﺪﺍﺕ‪،‬‬
‫ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎ‪ ،‬ﺳﺨﺖﺍﻓﺰﺍﺭﻫﺎ ﻭ ﺳﺎﻳﺮ ﺗﺠﻬﻴﺰﺍﺕ‪ .‬ﺍﻳﻦ ﺁﺯﻣﻮﻥﻫﺎ ﺣﺘﻤـﺎ ﺑﺎﻳـﺪ ﺗﻮﺳـﻂ ﺳـﺎﺯﻣﺎﻧﻲ ﺟـﺰ ﭘﻴﻤﺎﻧﻜـﺎﺭ ﺍﻧﺠـﺎﻡ ﮔﻴـﺮﺩ‬
‫)ﻛﺎﺭﻓﺮﻣﺎ ﻳﺎ ﺷﺨﺺ ﺛﺎﻟﺚ( ﭼﺮﺍ ﻛﻪ ﺩﺭﻏﻴﺮ ﺍﻳﻨﺼﻮﺭﺕ ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻨﻬـﺎ ﺍﺟـﺰﺍﻱ ﻣﺨﺘﻠـﻒ ﺳﻴـﺴﺘﻢ ﺑﻄـﻮﺭ ﻣﺠـﺰﺍ ﻣـﻮﺭﺩ‬
‫ﺁﺯﻣﺎﻳﺶ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﻭ ﺳﻴﺴﺘﻢ ﺑﺸﻜﻞ ﻳﻚ ﻛﻞ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻧﮕﻴﺮﺩ ﻭ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻣﺸﻜﻼﺕ ﺍﺣﺘﻤﺎﻟﻲ ﺑـﺮﺍﻱ ﻛـﺎﺭﺑﺮﺍﻥ‬

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‫ﻧﻬﺎﻳﻲ ﮔﺮﺩﺩ‪ .‬ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﺁﺯﻣﻮﻥ ﺑﺎﻳﺪ ﺩﺭ ﺗﻤﺎﻣﻲ ﻃﻮﻝ ﭘﺮﻭﮊﻩ ﺍﻧﺠﺎﻡ ﮔﺮﻓﺘﻪ ﻭ ﺗﻨﻬﺎ ﺑـﻪ ﺍﻧﺠـﺎﻡ ﻳـﻚ ﺁﺯﻣـﻮﻥ ﺩﺭ‬
‫ﺍﻧﺘﻬﺎﻱ ﻛﺎﺭ ﺍﻛﺘﻔﺎ ﻧﮕﺮﺩﺩ‪ ،‬ﺯﻳﺮﺍ ﺁﻥ ﻣﻮﻗﻊ ﺑﺮﺍﻱ ﺟﺒﺮﺍﻥ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺑﺴﻴﺎﺭ ﺩﻳﺮ ﺍﺳﺖ‪ .‬ﺑﻄﻮﺭ ﻛﻠﻲ ﺍﻳـﻦ ﻣﺮﺣﻠـﻪ ﺩﺍﺭﺍﻱ ﻫـﺪﻑ‬
‫ﺁﺯﻣﻮﻥ ﺑﺮﺍﻱ ﭘﺬﻳﺮﺵ ﻛﻞ ﺳﻴﺴﺘﻢ ﺍﺳﺖ‪ ،‬ﻧﻪ ﻓﻘﻂ ﺁﺯﻣﻮﻥ ﻋﻤﻠﻜﺮﺩ ﺁﻥ‪.‬‬

‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ )‪(Commissioning‬‬

‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻳﻌﻨﻲ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺁﻏﺎﺯ ﺑﻜﺎﺭ ﺳﻴﺴﺘﻢ ﺗﺎﻳﻴﺪ ﻭ ﻳﻜﭙﺎﺭﭼﻪﺳـﺎﺯﻱ ﺷـﺪﻩ‪ .‬ﺑﻬـﺮﻩﺑـﺮﺩﺍﺭﻱ‬
‫ﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﻛﺎﺭﺑﺮ ﻧﻬﺎﻳﻲ ﺑﺎﻳﺪ ﺑﺎ ﺍﺟﺰﺍﻱ ﻣﺮﺗﺒﻂ ﺑﺎ ﺳﻴﺴﺘﻢ ﻛﺎﺭﻱ ﺁﺷﻨﺎ ﮔﺮﺩﺩ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﻴﺴﺘﻢ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺷـﺪﻩ ﺭﺍ‬
‫ﺁﻏﺎﺯ ﻧﻤﺎﻳﺪ‪ .‬ﻃﻲ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺍﺳﺖ ﻛﻪ ﺁﻣﻮﺯﺵﻫﺎﻱ ﻻﺯﻡ ﺑﻪ ﻛﺎﺭﺑﺮﺍﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﻭ ﺑﺨﺶ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻓﻨﻲ ﺍﻳﺠﺎﺩ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﺍﺗﻤﺎﻡ ﻭ ﻣﻤﻴﺰﻱﻫﺎﻱ ﭘﺲ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ )‪(Post Implementation Audit‬‬

‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺗﻤﺎﻣﻲ ﻣﺮﺍﺣﻞ ﺑﺎ ﺭﺿﺎﻳﺖ ﺗﻤﺎﻣﻲ ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭﮊﻩ ﺑﻪ ﺍﺗﻤﺎﻡ ﺭﺳﻴﺪﻧﺪ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛـﻪ ﭘـﺮﻭﮊﻩ ﺗﻤـﺎﻡ ﺷـﺪﻩ‬
‫ﺗﻠﻘﻲ ﺷﻮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﭘﻴﺶ ﺍﺯ ﺁﻏﺎﺯ ﭘﺮﻭﮊﻩﺍﻱ ﺟﺪﻳﺪ‪ ،‬ﻣﺪﺍﺭﻙ ﺯﻳﺮ ﺭﺍ ﺁﻣﺎﺩﻩ ﻧﻤﺎﻳﺪ‪:‬‬
‫§ ﺷﺮﺡ ﻭﻇﺎﻳﻒ ﺑﺮﺍﻱ ﭘﺮﺳﻨﻞ ﺍﺟﺮﺍﻳﻲ‪،‬‬
‫§ ﺷﺮﺡ ﻭﻇﺎﻳﻒ ﺑﺮﺍﻱ ﭘﺮﺳﻨﻞ ﺳﻴﺴﺘﻢ‪،‬‬
‫§ ﺭﻭﺵﻫﺎﻱ ﻛﺎﺭﻱ ﺑﺮﺍﻱ ﺗﻴﻢﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻭ ﺳﻴﺴﺘﻤﻲ ﺑﺎ ﺗﻮﺍﻓﻖ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﻣـﺪﻳﺮﻳﺖ ﺍﺟﺮﺍﻳـﻲ ﻭ ﻣـﺪﻳﺮﻳﺖ‬
‫ﺳﻴﺴﺘﻢﻫﺎ‪،‬‬
‫§ ﺑﺮﻧﺎﻣﻪ ﺍﺭﺗﻘﺎ ﻭ ﺟﺎﻳﮕﺰﻳﻨﻲ ﺗﺠﻬﻴﺰﺍﺕ ﺑﺼﻮﺭﺕ ﻣﺴﺘﻤﺮ ﻭ ﺩﺭ ﺑﺎﺯﻩﻫﺎﻱ ﺯﻣﺎﻧﻲ ﻣﺸﺨﺺ‪،‬‬
‫§ ﻃﺮﺣﻲ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﻛﺎﻣﻞ ﺑﻮﺩﻥ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻭ ﺑﻪ ﺍﻣﻀﺎ ﺭﺳﻴﺪﻥ ﻣﺴﺘﻨﺪﺍﺕ‪،‬‬
‫§ ﻃﺮﺣﻲ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﭘﺮﺩﺍﺧﺖﻫﺎﻱ ﻣﻨﻈﻢ ﻭ ﺑﻤﻮﻗﻊ ﺑﻪ ﭘﺮﺳﻨﻞ ﻭ ﭘﻴﻤﺎﻧﻜﺎﺭﺍﻥ‪،‬‬
‫§ ﺗﺎﺭﻳﺨﻲ ﺑﺮﺍﻱ ﻣﻤﻴﺰﻱ ﭘﺲ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺮﺍﻱ ﺳﻪ ﺗﺎ ﺷﺶﻣﺎﻩ ﭘﺲ ﺍﺯ ﺍﺗﻤﺎﻡ ﭘﺮﻭﮊﻩ‪.‬‬
‫ﺩﺭ ﻣﻤﻴﺰﻱ ﭘﺲ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‪ ،‬ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﭼﻨﺪ ﻣﺎﻩ ﭘﺲ ﺍﺯ ﻋﻬـﺪﻩﺩﺍﺭ ﺷـﺪﻥ ﻣـﺴﺌﻮﻟﻴﺖ ﺳﻴـﺴﺘﻢ ﺟﺪﻳـﺪ ﺗﻮﺳـﻂ‬
‫ﻣﺸﺘﺮﻱ )ﺭﺳﻴﺪﻥ ﺑﻪ ﺷﺮﺍﻳﻂ ﺣﺎﻟﺖ ﺛﺎﺑﺖ( ﺷﺮﺍﻳﻂ ﺭﺍ ﻣﻮﺭﺩ ﺑﺎﺯﺑﻴﻨﻲ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ .‬ﺭﻭﻳﻪﻫﺎﻱ ﻣﻤﻴﺰﻱ ﻭﺍﻗﻌﻲ ﺑﺎﻳـﺪ ﺍﺯ ﺍﺑﺘـﺪﺍ‬
‫ﻣﺸﺨﺺ ﻧﻤﺎﻳﻨﺪ ﻛﻪ ﻳﻚ ﺗﻴﻢ ﺑﺮﺍﻱ ﻛﻨﺘﺮﻝ ﺻﺤﺖ ﻋﻤﻠﻜﺮﺩ ﺳﻴﺴﺘﻢ ﻃﺮﺍﺣﻲ ﺷﺪﻩ ﭘﺲ ﺍﺯ ﻣﺪﺕ ﻣﻌﻴﻨـﻲ‪ ،‬ﺁﻥ ﺭﺍ ﻣﻤﻴـﺰﻱ‬
‫ﺧﻮﺍﻫﻨﺪ ﻧﻤﻮﺩ‪ .‬ﺑﻴﺸﺘﺮ ﻣﻤﻴﺰﻱ ﺷﺎﻣﻞ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺭﻭﺵﻫﺎﻱ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﻣﻲﺑﺎﺷﺪ‪.‬‬

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 ‫ﻋﻼﻗﻤﻨﺪﻱ ﻭ ﻋﺪﻡ ﻋﻼﻗﻤﻨﺪﻱ ﻧﺴﺒﺖ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ‬
‫ﺍﻏﻠﺐ ﺍﺷﺨﺎﺹ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺭﺍ ﺑﺨﺎﻃﺮ ﭘﺬﻳﺮﺵ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘـﺮﻭﮊﻩ ﺑﺨـﺼﻮﺹ‪ ،‬ﺗﻤﺠﻴـﺪ ﻧﻤﺎﻳﻨـﺪ‬
‫ﻭﻟﻲ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﻣﻨﺸﺎ ﺍﻳﻦ ﺗﻤﺠﻴﺪﺍﺕ ﺗﻨﻬﺎ ﺍﺯ ﻻﻳﻪﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﺑﺮﺧﻲ ﺍﺯ ﻧﻈﺮﺍﺕ ﻣﻮﺍﻓﻖ ﻭ ﻣﺨﺎﻟﻒ ﻛﻪ ﺗﻮﺳﻂ ﻣﺪﻳﺮﺍﻥ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻓﻌﺎﻝ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎ ﺍﺭﺍﺋﻪ ﮔﺮﺩﻳﺪﻩﺍﻧـﺪ ﺩﺭ‬
‫ﺟﺪﻭﻝ‪ ۳‬ﻓﻬﺮﺳﺖ ﺷﺪﻩﺍﻧﺪ‪.‬‬
‫ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ‬ ‫ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻓﻜﺮ ﻣﻲﻛﻨﺪ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﻗﻼﻡ ﻗﺎﺑﻞ ﺗﺤﻮﻳﻞ ﺭﺍ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻣﻌﺮﻑ ﺁﻧﭽﻪ ﻭﺍﻗﻌﺎ ﺭﺥ ﻣﻲﺩﻫﺪ ﻧﻴﺴﺘﻨﺪ‪.‬‬
‫ﺗﻌﺮﻳﻒ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺍﻏﻠﺐ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﻫﻤﭙﻮﺷﺎﻧﻲ )‪(Overlap‬‬ ‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺍﺯ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺳﺎﺧﺖﻳﺎﻓﺘﻪ ﺗﺒﻌﻴﺖ‬
‫ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺗﻨﻬﺎ ﻭﻗﺖ ﺗﻠﻒ ﻛﺮﺩﻥ ﻭ ﺍﻳﺠﺎﺩ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﻪ ﻳﻚ ﻣﺤﻴﻂ ﺁﺷﻔﺘﻪ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﻫﺰﻳﻨﻪﻫﺎﻱ ﺑﺎﻻﺳﺮﻱ ﺑﻲﻓﺎﻳﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﻌﻀﻲ ﺍﻭﻗﺎﺕ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﻧﻴﺎﺯﻫﺎﻱ ﻓﻨﻲ ﺭﺍ‬
‫ﺍﻳﻦ ﺭﻭﺷﻲ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﺑﺎﻳﺪ ﺍﺩﺍﺭﻩ ﺷﻮﻧﺪ‪.‬‬
‫ﻣﺸﺨﺺ ﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ -۳‬ﻣﺪﻳﺮﺍﻥ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺩﺭ ﻣﻮﺭﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭼﮕﻮﻧﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻃﺮﺍﺣﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺗﻤﺮﻛﺰ ﺍﻳﻦ ﺑﺨﺶ ﺑﺮ ﺭﻭﻱ ﻧﺤﻮﻩ ﺗﺪﻭﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﺮﺍﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﭘﺮﻭﮊﻩﻫﺎ ﺩﺭ ﻳـﻚ ﺷـﺮﻛﺖ ﺍﺳـﺖ‪ .‬ﺗـﺪﻭﻳﻦ‬
‫ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﻭ ﻣﻨﻄﺒﻖ ﺳﺎﺧﺘﻦ ﺁﻥ ﺑﺮ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ‪ ،‬ﺍﻏﻠﺐ ﺑﻪ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﺳـﻄﻮﺡ‬
‫ﻣﺎﻧﻨﺪ ﻓﺮﻫﻨﮓ‪ ،‬ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺳﻴﺴﺘﻢﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪ .‬ﻓﺮﻫﻨﮓ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺮﺟﻊ ﻣﺸﺘﺮﻙ ﺭﺍ ﺑﺮﺍﻱ‬
‫ﺗﻴﻢﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺍﻳﺠﺎﺩ ﻧﻤﻮﺩﻩ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﭘﺮﻭﮊﻩ ﺭﺍ ﺗﺴﻬﻴﻞ ﻧﻤﺎﻳﺪ‪ .‬ﻓﺮﺁﻳﻨـﺪﻫﺎ ﻣـﻲﺗﻮﺍﻧﻨـﺪ ﺳـﺎﺧﺘﺎﺭﻱ ﺍﺯ ﻓﻌﺎﻟﻴـﺖﻫـﺎ ﺭﺍ ﺩﺭ‬
‫ﭘﺮﻭﮊﻩﻫﺎ ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻨﺪ ﻛﻪ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺟﺪﻳﺪ ﻛﻤﻚ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ ﺍﻳﺠﺎﺩ ﻳـﻚ ﺯﺑـﺎﻥ ﻣـﺸﺘﺮﻙ ﺑﻴﺎﻧﺠﺎﻣـﺪ‪ .‬ﺳﻴـﺴﺘﻢﻫـﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻓﺮﺁﻳﻨـﺪﻫﺎ ﻣـﺮﺗﺒﻂ ﺳـﺎﺧﺖ ﻭ ﺑﺪﻳﻨﻮﺳـﻴﻠﻪ ﺍﺑـﺰﺍﺭﻱ ﺗﺎﺛﻴﺮﮔـﺬﺍﺭ ﺑـﺮ ﺍﻧﺠـﺎﻡ ﻛﺎﺭﻫـﺎﻱ ﺭﻭﺯﺍﻧـﻪ ﺭﺍ‬
‫ﺍﻳﺠﺎﺩ ﻧﻤﻮﺩ‪.‬‬
‫ﺗﺤﻘﻴﻘﺎﺗﻲ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﻣﺸﺎﺭﻛﺖ ﻓﻌﺎﻝ ﺩﺭ ﺗﻬﻴﻪ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻭ ﺗﻮﺳﻌﻪ ﻣﺤﺼﻮﻝ ﺍﻧﺠﺎﻡ ﺷـﺪﻩﺍﻧـﺪ‪،‬‬
‫ﺗﻤﺎﻳﻞ ﺑﻪ ﺗﻤﺮﻛﺰ ﺑﺮ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻛﻢﺍﻧﮕﺎﺭﻱ ﺍﻫﻤﻴﺖ ﻓﺮﻫﻨﮓ ﻭ ﺍﻧﻄﺒﺎﻕ ﺳﻴﺴﺘﻢ ﻣﻮﺟـﻮﺩ ﺑـﺎ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻧـﻮﻳﻦ ﭘـﺮﻭﮊﻩ ﺭﺍ‬
‫ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺗﺤﻘﻴﻘﺎﺕ‪ ،‬ﻧﺘﺎﻳﺞ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﺩﺭﻙ ﺑﻬﺘﺮﻱ ﺍﺯ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻫﻨﮕﺎﻡ ﺗﺪﻭﻳﻦ ﻳﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ‬

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‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻧﻮﻳﻦ‪ ،‬ﺗﺤﻠﻴﻞ ﺷﺪﻩﺍﻧﺪ‪ .‬ﻫﺪﻑ ﺍﺯ ﺍﻳﻦ ﻛﺎﺭ ﺍﻳﺠﺎﺩ ﭼﻬﺎﺭﭼﻮﺑﻲ ﺍﺳﺖ ﻛﻪ ﺗﻮﺳـﻂ ﺷـﺮﻛﺖﻫـﺎﻳﻲ ﻛـﻪ ﻗـﺼﺪ‬
‫ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻧﻮﻳﻦ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻳﺎ ﺍﺭﺗﻘﺎ ﻭ ﺑﻬﺒﻮﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺟﻮﺩ ﺧﻮﺩ ﺭﺍ ﺩﺍﺭﻧﺪ‪ ،‬ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺑﺎﺷﺪ‪.‬‬
‫ﺑﺎ ﻫﺮ ﻓﺮﺁﻳﻨﺪ ﺟﺪﻳﺪ‪ ،‬ﺭﻭﺵ ﻋﻤﻠﻜﺮﺩ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻭ ﺗﻤﺎﻡ ﻓﺮﻫﻨﮓ ﺁﻥ ﺗﻐﻴﻴﺮ ﻣـﻲﻧﻤﺎﻳـﺪ ﺩﺭ ﻧﺘﻴﺠـﻪ ﺑـﺴﻴﺎﺭ ﺣﻴـﺎﺗﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻧﻪ ﺗﻨﻬﺎ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﻠﻜﻪ ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﭘـﺸﺘﻴﺒﺎﻧﻲ‪ ،‬ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﺍﺭﺗﺒﺎﻃـﺎﺕ ﻭ‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ )‪ (Deployment Plans‬ﺭﺍ ﻧﻴﺰ ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﺍﻳﻦ ﺍﺟﺰﺍ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﻓﺮﻫﻨﮕﻲ ﺩﺭ ﻳﻚ ﺷﺮﻛﺖ ﺭﺍ ﺗﺴﻬﻴﻞ ﻧﻤﻮﺩﻩ ﻭ ﺑﺮﺍﻱ ﺍﺳﺘﻘﺮﺍﺭ ﻣﻮﻓﻘﻴـﺖﺁﻣﻴـﺰ ﺳﻴـﺴﺘﻢ ﻣـﺪﻳﺮﻳﺖ‬
‫ﭘﺮﻭﮊﻩ ﺿﺮﻭﺭﻱ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﻧﺒﺎﻳﺪ ﺑﺮﺍﻱ ﻫﺮ ﻣﺸﺘﺮﻱ ﺗﻤﺎﻣﻲ ﻓﺮﺁﻳﻨﺪ ﺭﺍ ﻣﺠﺪﺩﺍ ﻃﻲ ﻧﻤﻮﺩ‪ .‬ﻓﺮﺁﻳﻨﺪﻫﺎﻱ‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻛﻪ ﻧﻴﺎﺯﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﻧﺤﻮ ﭘﻮﺷﺶ ﻣﻲﺩﻫﻨﺪ ﺑﺎﻳﺪ ﺑﻮﻣﻲﺳﺎﺯﻱ )‪ (Tailored‬ﺷـﻮﻧﺪ‪ .‬ﻣـﺪﻳﺮ‬
‫ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺑﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ )‪ (Business Processes‬ﺍﺷﺮﺍﻑ ﺩﺍﺷﺘﻪ ﻭ ﻗﺎﺩﺭ ﺑﺎﺷـﺪ ﺁﻧﻬـﺎ ﺭﺍ ﺑﻤﻨﻈـﻮﺭ ﺍﻳﺠـﺎﺩ‬
‫ﺳﺮﻳﻊ ﻭ ﺑﻬﻴﻨﻪ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﭘﺮﻭﮊﻩ ﻣﻄﺎﺑﻖ ﺑﺎ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﻭ ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﻧﻴﺎﺯﻫﺎ‪ ،‬ﺑﺎ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ‬
‫ﻣﻮﻓﻖ ﺁﺯﻣﺎﻳﺶ ﺷﺪﻩ ﺍﺩﻏﺎﻡ ﻧﻤﺎﻳﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺁﺳﺎﻥ ﻧﻴﺴﺖ ﭼﺮﺍﻛﻪ ﺍﻳﺠﺎﺩ ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﺑﺨﻮﺩﻱ ﺧﻮﺩ ﻳﻚ ﺩﺍﻧﺶ ﺍﺳﺖ‪ .‬ﺳـﻮﺍﻝ‬
‫ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺁﻳﺎ ﺷﻤﺎ ﺯﻣﺎﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺭﻳﺪ؟ ﻳﺎ ﺍﻳﻨﻜﻪ ﺯﻣﺎﻥ ﺷﻤﺎ ﺩﺭ ﺣﺎﻝ ﺗﻤـﺎﻡ‬
‫ﺷﺪﻥ ﺍﺳﺖ؟ ﭼﻪ ﻣﻴﺰﺍﻥ ﻛﻤﻚ ﺑﺮﺍﻱ ﻃﺮﺍﺣﻲ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺑﺮﺍﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩﻫﺎ ﻻﺯﻡ ﺍﺳﺖ؟‬

‫ﺗﻌﺮﻳﻒ ﻣﻔﻬﻮﻡ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‬

‫ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺭﺍﺑﻄﻪ ﻣﻴـﺎﻥ ﺳـﺎﻳﺰ ﻣﺘـﺪﻭﻟﻮﮊﻱ‪ ،‬ﺣﺠـﻢ ﭘـﺮﻭﮊﻩ ﻭ ﺣﺠـﻢ ﻣـﺸﻜﻼﺕ ﺑﺮﺭﺳـﻲ ﺧﻮﺍﻫـﺪ ﺷـﺪ‪ .‬ﺍﻳـﻦ‬
‫ﻣﺒﺤﺚ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﺍﻳﻦ ﺧﺎﻃﺮ ﻛﻪ ﻫﻤﻴﺸﻪ ﺗﺼﻮﺭ ﻣﻲﺷﻮﺩ ﺑﻴﺸﺘﺮ ﺍﻓﺮﺍﺩ ﺑﺎﻳﺪ ﻣﺸﻜﻼﺕ ﺑﺰﺭﮔﻲ ﺭﺍ ﺣﻞ ﻧﻤﺎﻳﻨـﺪ‪ ،‬ﻛﻤـﻲ‬
‫ﮔﻤﺮﺍﻩﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫ﺣﺠﻢ ﭘﺮﻭﮊﻩ ﻭ ﺳﺎﻳﺰ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﻮﺳﻂ ﻳﻚ ﭼﺮﺧﻪ ﺑﺎﺯﺧﻮﺭﺩ ﻣﺴﺘﻘﻴﻢ )‪ (Positive Feedback Loop‬ﺑﺎ ﻫﻢ ﺩﺭ‬
‫ﺍﺭﺗﺒﺎﻁ ﻫﺴﺘﻨﺪ‪ .‬ﺑﺎ ﺗﻌﺪﺍﺩ ﺗﻘﺮﻳﺒﺎ ﻛﻤﻲ ﺍﺯ ﺍﻓﺮﺍﺩ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﻘﺮﻳﺒﺎ ﻛﻮﭼﻜﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ‪ .‬ﺑﺎ ﻭﺯﻥ ﻛﻤﺘﺮ‪ ،‬ﺁﻧﻬﺎ ﺑـﺎ ﻛـﺎﺭﺍﻳﻲ‬
‫ﺑﻴﺸﺘﺮﻱ ﻓﻌﺎﻟﻴﺖ ﻣﻲﻧﻤﺎﻳﻨـﺪ‪ .‬ﺑـﺎ ﻛـﺎﺭﺍﻳﻲ ﺑﻴـﺸﺘﺮ ﺁﻧﻬـﺎ ﻣـﻲﺗﻮﺍﻧﻨـﺪ ﻣـﺸﻜﻼﺕ ﺑﺰﺭﮔﺘـﺮﻱ ﺭﺍ ﺑـﺎ ﺗـﻴﻢﻫـﺎﻱ ﻛـﻮﭼﻜﺘﺮ ﻭ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩﺗﺮﻱ ﺑﺮﻃﺮﻑ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ ﻫﺮﭼﻪ ﺍﻓﺮﺍﺩ ﺑﻴﺸﺘﺮﻱ ﺑـﻪ ﭘـﺮﻭﮊﻩ ﺗﺨـﺼﻴﺺ ﺩﺍﺩﻩ ﺷـﻮﻧﺪ‪ ،‬ﺑـﻪ‬
‫ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﺸﺘﺮ )ﺩﺭ ﻧﺘﻴﺠﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﮔﺴﺘﺮﺩﻩﺗﺮ( ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻫﺮ ﻗﺪﺭ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩﺗﺮ ﺑﺎﺷﺪ‪ ،‬ﻛﺎﺭﺍﻳﻲ ﺍﻓـﺮﺍﺩ‬
‫ﻛﺎﻫﺶ ﻣﻲﻳﺎﺑﺪ‪ ،‬ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﻓﺮﺍﺩ ﺑﻴﺸﺘﺮﻱ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺑـﻪ ﺍﻧﺠـﺎﻡ ﺭﺳـﺎﻧﺪﻥ ﻳـﻚ ﻛـﺎﺭ ﻳﻜـﺴﺎﻥ ﺗﺨـﺼﻴﺺ ﺩﺍﺩﻩ ﺷـﻮﻧﺪ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﺎ ﺳﺮﻋﺖ ﻛﻤﺘﺮﻱ ﻧﺴﺒﺖ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﭘﺮﻭﮊﻩ ﺑﺰﺭﮒ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻧﻬﺎﻳﺘـﺎ ﺑـﻪ ﻧﻘﻄـﻪﺍﻱ ﻣـﻲﺭﺳـﻨﺪ ﻛـﻪ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﻣﺸﻜﻼﺕ ﺭﺍ ﺣﻞ ﻧﻤﻮﺩﻩ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎ ﺭﺍ ﻫﻤﺎﻫﻨﮓ ﻧﻤﺎﻳﻨﺪ‪) .‬ﺑﺎ ﻓﺮﺽ ﻣﺪﻳﺮﻳﺖ ﺻﺤﻴﺢ(‬

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‫ﺑﺮﺍﻱ ﻳﻚ ﻣﺸﻜﻞ ﺧﺎﺹ‪ ،‬ﺩﺭ ﺻﻮﺭﺕ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺩﻩﺗﺮ ﺑﻪ ﺍﻓﺮﺍﺩ ﻛﻤﺘﺮﻱ ﻧﺴﺒﺖ ﺑﻪ ﺣﺎﻟﺘﻲ ﻛـﻪ ﺍﺯ‬
‫ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺎﻣﻊﺗﺮ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﺷﻮﺩ‪ ،‬ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻫﺮﭼﻨﺪ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﺍﻧﺪﺍﺯﻩ ﻣﺸﻜﻠﻲ ﻛﻪ ﺗﻌـﺪﺍﺩ‬
‫ﻣﺸﺨﺼﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺁﻧﺮﺍ ﺑﺮ ﻃﺮﻑ ﻧﻤﺎﻳﻨﺪ‪ ،‬ﻣﺤﺪﻭﺩﻳﺖ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺗﻌﺪﺍﺩ ﺍﻓﺮﺍﺩ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺩﺍﻣﻨﻪ ﺍﻓﺮﺍﺩ ﻣـﺮﺗﺒﻂ ﺑـﺎ‬
‫ﺁﻥ ﻣﺸﻜﻞ ﻣﺘﻐﻴﺮ ﺍﺳﺖ‪ .‬ﺩﺭ ﻧﻬﺎﻳﺖ‪ ،‬ﺑﺎ ﺍﻓﺰﺍﻳﺶ ﺍﻧﺪﺍﺯﻩ ﭘﺮﻭﮊﻩ‪ ،‬ﺗﺮﻛﻴﺐ ﻣﺘﻔﺎﻭﺗﻲ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺳﺎﻳﺰ ﭘﺮﻭﮊﻩ ﺑﻬﻴﻨﻪ ﺧﻮﺍﻫـﺪ‬
‫ﺑﻮﺩ‪.‬‬
‫ﺑﺮﺍﻱ ﺑﺮﺭﺳﻲ ﺍﻳﻨﻜﻪ ﭼﻪ ﻋﻮﺍﻣﻠﻲ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺛﺮ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻣﻲﮔﺮﺩﻧﺪ‪ ،‬ﺍﺑﺘﺪﺍ ﺑﺎﻳـﺪ ﻓﺎﺯﻫـﺎﻱ‬
‫ﻣﻮﺟﻮﺩ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻛﻪ ﻣـﺪﻳﺮ ﭘـﺮﻭﮊﻩ ﺑـﺎ ﺁﻧﻬـﺎ ﺳـﺮﻭﻛﺎﺭ ﺩﺍﺭﻧـﺪ ﻛـﺎﻣﻼ ﺷـﻨﺎﺧﺘﻪ ﻭ ﺩﺭﻙ ﺷـﻮﻧﺪ‪.‬‬
‫ﻣﺮﺳﻮﻡﺗﺮﻳﻦ ﻓﺎﺯﻫﺎ ﺩﺭ ﻃﺮﺍﺣﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺩﺭ ﺑﺨﺶﻫﺎﻱ ﺫﻳﻞ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪.‬‬

‫ﻛﺸﻒ‪ ،‬ﻣﻔﻬﻮﻡ ﻭ ﻳﺎ ﺍﻳﺪﻩ‬

‫ﻳﻚ ﺍﻳﺪﻩ ﻣﻨﺎﺳﺐ‪ ،‬ﻫﺴﺘﻪ ﺍﺻﻠﻲ ﻭ ﻣﺒﻨﺎﻱ ﺷﺮﻭﻉ ﻳﻚ ﭘﺮﻭﮊﻩ ﺍﺳﺖ ﻭ ﺑﺪﻭﻥ ﺁﻥ‪ ،‬ﭘﺮﻭﮊﻩ ﺁﻏﺎﺯ ﻧﺨﻮﺍﻫـﺪ ﺷـﺪ‪ .‬ﺗﻮﻓـﺎﻥ‬
‫ﻓﻜﺮﻱ ﻳﻚ ﺗﻜﻨﻴﻚ ﻣﻮﺛﺮ ﺑﺮﺍﻱ ﻛﻤﻚ ﺑﻪ ﺗﻌﺮﻳﻒ ﻳﻚ ﺍﻳﺪﻩ ﻣﻨﺤﺼﺮ ﺑﻔﺮﺩ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺩﺭ ﻣﺮﺣﻠـﻪ ﻣﻔﻬـﻮﻡ‪ ،‬ﺗﻌﺮﻳـﻒ ﺩﻗﻴـﻖ‬
‫ﺍﻳﺪﻩ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺳﺘﺨﺮﺍﺝ ﻣﻲﮔﺮﺩﺩ‪ .‬ﻫﺪﻑ ﺍﺯ ﺍﻳﻨﻜﺎﺭ‪ ،‬ﺍﻳﺠﺎﺩ ﻳﻚ ﭘﺮﻭﺗﻜﻞ )ﺩﺳـﺘﻮﺭ ﺍﺟﺮﺍﻳـﻲ( ﺑـﺮ ﺍﺳـﺎﺱ ﺑـﺎﺯﺍﺭ ﻫـﺪﻑ‪،‬‬
‫ﻣﻔﻬﻮﻡ ﻣﺤﺼﻮﻝ ﻭ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﺩﺭﮔﻴﺮ ﺷﺪﻥ ﺩﺭ ﭘﺮﻭﮊﻩ ﻭ ﻳﺎ ﻣﻔﻬﻮﻡ‬

‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻫﺮ ﭘﺮﻭﮊﻩ ﻣﻨﺤﺼﺮ ﺑﻔﺮﺩ ﺑﻮﺩﻩ ﻭ ﺑﺎﻳﺪ ﺑﺪﻟﻴﻞ ﻧﻴﺎﺯﻫﺎ ﻭ ﺍﻟﺰﺍﻣﺎﺕ ﻣﺸﺘﺮﻱ ﺑﺎ ﺭﻭﻳﻜﺮﺩﻱ ﻣﺘﻔﺎﻭﺕ ﭘﻴﺶ ﺑـﺮﺩﻩ‬
‫ﺷﻮﺩ‪ ،‬ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻭ ﻣﺪﻳﺮ ﻓﺮﻭﺵ ﺩﺭ ﻓﺎﺯ ﻣﻔﻬﻮﻡ ﺑﺎ ﻣﺸﺘﺮﻱ ﺩﻳﺪﺍﺭ ﻧﻤﻮﺩﻩ ﻭ ﺩﺭ ﺧﺼﻮﺹ ﺟﻮﺍﻧﺐ ﻣﺨﺘﻠﻒ ﭘـﺮﻭﮊﻩ ﮔﻔﺘﮕـﻮ‬
‫ﻣﻲﻧﻤﺎﻳﻨﺪ ﻭ ﻫﻤﭽﻨﻴﻦ ﻓﺮﺁﻳﻨﺪ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﻴﻦ ﮔﺮﻭﻩﻫﺎﻱ ﻓﻌﺎﻝ ﺭﺍ ﮔﺴﺘﺮﺵ ﻣﻲﺑﺨـﺸﻨﺪ‪ .‬ﺍﻳـﻦ ﻓـﺎﺯ ﺍﻏﻠـﺐ ﺑـﺪﻟﻴﻞ ﺗﻌﻴـﻴﻦ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺍﺩﺍﻣﻪ ﻛﺎﺭ‪ ،‬ﻣﻬﻤﺘﺮﻳﻦ ﻓﺎﺯ ﻣﺤﺴﻮﺏ ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺎ ﺑﺮﮔﺰﺍﺭﻱ ﺟﻠﺴﻪ ﻳﺎ ﺟﻠﺴﺎﺗﻲ ﺑـﺎ ﺫﻳﻨﻔﻌـﺎﻥ‬
‫ﭘﺮﻭﮊﻩ ﺁﻏﺎﺯ ﺷﻮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺍﻳﻔﺎ ﻛﻨﻨﺪﮔﺎﻥ ﻧﻘﺶﻫـﺎﻱ ﺍﺻـﻠﻲ ﺩﺭ ﭘـﺮﻭﮊﻩ ﻣـﺸﺨﺺ ﺷـﺪﻩ ﻭ ﺗﻌﻴـﻴﻦ ﻣـﺴﺌﻮﻟﻴﺖﻫـﺎ‬
‫ﺁﻏﺎﺯ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﺗﺤﻠﻴﻞ ﻭ ﻳﺎ ﺍﻣﻜﺎﻥﺳﻨﺠﻲ‬

‫ﻓﺎﺯ ﺗﺤﻠﻴﻞ ﻳﺎ ﺍﻣﻜﺎﻥﺳﻨﺠﻲ‪ ،‬ﻣﺸﺨﺺ ﻣﻲﻧﻤﺎﻳﺪ ﻛﻪ ﭘﺮﻭﮊﻩ ﻛﺎﻣﻼ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺪﻩ ﻭ ﺍﺯ ﻟﺤﺎﻅ ﺍﻗﺘـﺼﺎﺩﻱ ﻭ ﺭﺍﻫﺒـﺮﺩﻱ‬
‫ﻗﺎﺑﻞ ﺍﺩﺍﻣﻪ ﺗﺸﺨﻴﺺ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﻧﺘﺎﻳﺞ ﺗﺤﻠﻴﻞ‪ ،‬ﻧﻤﺎﻳﺎﻧﮕﺮ ﻋﺪﻡ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﺑﻮﺩﻥ ﺑﺎﺷﺪ‪ ،‬ﭘﺮﻭﮊﻩ ﻣﺘﻮﻗﻒ ﺷـﺪﻩ ﻭ‬
‫ﻳﺎ ﺑﺮﺍﻱ ﺑﺮﺭﺳﻲ ﺑﻴﺸﺘﺮ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺟﺮﺍﻳﻲ ﺍﺭﺟﺎﻉ ﻣﻲﮔﺮﺩﺩ‪.‬‬

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 ‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ‬

‫ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﻫﺮ ﺷﺮﻛﺖ‪ ،‬ﺳﻴﺴﺘﻤﻲ ﺑﺮﺍﻱ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻭ ﺳﺎﻣﺎﻧﺪﻫﻲ ﺍﻟﺰﺍﻣﺎﺕ ﻭ ﺍﻭﻟﻮﻳﺖﻫـﺎﻱ ﺁﻏـﺎﺯ ﺍﻧﺠـﺎﻡ ﻫـﺮ‬
‫ﭘﺮﻭﮊﻩ ﻳﺎ ﺁﻏﺎﺯ ﺗﻮﻟﻴﺪ ﻫﺮ ﻣﺤﺼﻮﻝ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﻣـﺴﺌﻮﻻﻥ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺭﺍﻫﺒـﺮﺩﻱ ﺑﺎﻳـﺪ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱﻫـﺎﻱ ﻻﺯﻡ ﺩﺭ‬
‫ﭼﻬﺎﺭﭼﻮﺏ ﻣﺪﻝ ﻛﺴﺐﻭﻛﺎﺭ )‪ (Business Model‬ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ .‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﺑﺎﻳـﺪ ﺍﺗﺨـﺎﺫ ﺗـﺼﻤﻴﻢﻫـﺎﻳﻲ‬
‫ﺩﺭ ﺧﺼﻮﺹ ﺑﻪ ﺗﻌﻮﻳﻖ ﻳﺎ ﺟﻠﻮ ﺍﻧﺪﺍﺧﺘﻦ ﺯﻣـﺎﻥ ﺍﻧﺠـﺎﻡ ﭘـﺮﻭﮊﻩﻫـﺎ ﺭﺍ ﺑـﺮﺍﻱ ﺭﺳـﻴﺪﻥ ﺑـﻪ ﺍﻫـﺪﺍﻑ ﻣـﻮﺭﺩ ﻧﻈـﺮ ﺳـﺎﺯﻣﺎﻥ‪،‬‬
‫ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻧﻤﺎﻳﻨﺪ‪.‬‬

‫ﺍﻣﻜﺎﻥﺳﻨﺠﻲ‬

‫ﭘﻴﺶ ﺍﺯ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺩﻥ ﺯﻣﺎﻥ ﻭ ﻣﻨﺎﺑﻊ ﻻﺯﻡ ﺑﻪ ﻫﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﺷﺎﻳﺪ ﻻﺯﻡ ﺑﺎﺷﺪ ﻧﻴﺎﺯﻱ ﻛﻪ ﺑـﺎ ﺍﻧﺠـﺎﻡ ﭘـﺮﻭﮊﻩ ﺑـﺮﺁﻭﺭﺩﻩ‬
‫ﻣﻲﮔﺮﺩﺩ‪ ،‬ﻣﺸﺨﺺ ﺷﻮﺩ‪ .‬ﺑﺮﺧﻲ ﺍﻭﻗﺎﺕ ﺣﺘﻲ ﺍﻗﺪﺍﻡ ﺑﻪ ﺍﻧﺠﺎﻡ ﺑﺮﺧﻲ ﭘﺮﻭﮊﻩﻫﺎ ﻧﻴﺰ ﺑﻪ ﺻـﺮﻓﻪ ﻧﻤـﻲﺑﺎﺷـﺪ ﭼﺮﺍﻛـﻪ ﻣﻤﻜـﻦ‬
‫ﺍﺳﺖ ﺳﺎﻳﺮ ﺗﻼﺵﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻭ ﻫﺰﻳﻨﻪﻫﺎ ﺭﺍ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﺟﺎﻳﮕﺎﻩ ﻣﻨﺎﺳـﺒﻲ ﺩﺭ ﺑـﺎﺯﺍﺭ‪ ،‬ﺑﻄـﻮﺭ ﻣـﻀﺎﻋﻔﻲ ﺍﻓـﺰﺍﻳﺶ‬
‫ﺩﻫﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ‪ ،‬ﺩﺭﺻﻮﺭﺕ ﻋﺪﻡ ﺍﻧﺠﺎﻡ ﻣﻄﺎﻟﻌﺎﺕ ﺍﻣﻜﺎﻥﺳﻨﺠﻲ ﻓﻨﻲ ﻣﻨﺎﺳﺐ ﻭ ﻧﺎﻣﺸﺨﺺ ﺑـﻮﺩﻥ ﺍﻣﻜـﺎﻥﭘـﺬﻳﺮﻱ ﻓﻨـﻲ‪،‬‬
‫ﭘﺮﻭﮊﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺘﺤﻤﻞ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺍﺿﺎﻓﻲ ﻭ ﺗﺎﺧﻴﺮ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﮔﺮﺩﺩ‪.‬‬

‫ﺗﺤﻠﻴﻞ ﺳﻴﺴﺘﻢ‬

‫ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﭘﺮﻭﮊﻩ ﺁﻏﺎﺯ ﮔﺮﺩﻳﺪ‪ ،‬ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﺍﺳﺖ ﻛﻪ ﻧﻴﺎﺯﻫﺎﻱ ﻣـﺸﺘﺮﻱ ﺑـﺮﺍﻱ ﻃﺮﺍﺣـﻲ ﺳﻴـﺴﺘﻢ ﻳـﺎ ﻛـﺎﻻﻱ‬
‫ﻧﻬﺎﻳﻲ‪ ،‬ﻣﺸﺨﺺ ﻭ ﺍﺳﺘﺨﺮﺍﺝ ﮔﺮﺩﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ‪ ،‬ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺍﺯ ﺗﻜﻨﻴـﻚﻫـﺎﻳﻲ ﺑـﺮﺍﻱ ﺩﺭﻙ ﻭ ﺷـﻨﺎﺧﺖ ﻛﺎﻣـﻞ‬
‫ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻳﻲ ﻛﻪ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺣﺎﺻﻞ ﻧﻤﺎﻳﺪ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﺪ‪.‬‬

‫ﻃﺮﺍﺣﻲ ﻭ ﻳﺎ ﺳﺎﺧﺖ‬

‫ﻳﻜﻲ ﺍﺯ ﻓﺎﺯﻫﺎﻱ ﺍﺻﻠﻲ ﺩﺭ ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﻓﺎﺯ ﻃﺮﺍﺣﻲ ﻳﺎ ﺳﺎﺧﺖ ﺍﺳـﺖ‪ .‬ﺍﻳـﻦ ﻓـﺎﺯ ﻣﻌـﺮﻑ ﺍﺑـﺪﺍﻉ‬
‫ﺭﺍﻩﺣﻞ ﺍﺳﺖ‪ .‬ﭘﺮﺳﻨﻞ ﻛﻠﻴﺪﻱ ﻣﺎﻧﻨﺪ ﻃﺮﺍﺣﺎﻥ‪ ،‬ﻣﻌﻤﺎﺭﺍﻥ ﻭ ﻳﺎ ﻣﻬﻨﺪﺳﻴﻦ‪ ،‬ﺑﺮ ﺍﺳﺎﺱ ﻧﻴﺎﺯﻫـﺎﻱ ﻣـﺸﺘﺮﻱ ﺭﺍﻩﺣﻠـﻲ ﻃﺮﺍﺣـﻲ‬
‫ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﺍﻳﻦ ﻃﺮﺍﺣﻲ ﭘﺎﻳﻪﻫﺎﻱ ﺍﺻﻠﻲ ﻛﻪ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺑﺮ ﻣﺒﻨﺎﻱ ﺁﻥ ﻓﻌﺎﻟﻴﺖ ﺧﻮﺍﻫﻨﺪ ﻧﻤﻮﺩ ﺭﺍ ﺷﻜﻞ ﺧﻮﺍﻫﺪ ﺩﺍﺩ‪.‬‬

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 ‫ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻭ ﻳﺎ ﺍﺟﺮﺍ‬

‫ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﭘﺮﻭﮊﻩ ﺍﻧﺠﺎﻡ ﻭ ﺁﺯﻣﺎﻳﺶ ﮔﺮﺩﻳﺪ ﻭ ﻛﺎﺭﻛﺮﺩ ﺁﻥ ﻣﻄﺎﺑﻖ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺗﻌﻴـﻴﻦ ﺷـﺪﻩ ﻭ ﻃﺮﺍﺣـﻲﻫـﺎﻱ‬
‫ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺗﺎﻳﻴﺪ ﮔﺮﺩﻳﺪ‪ ،‬ﺁﻣﺎﺩﻩ ﻧﺼﺐ ﻭ ﻳﺎ ﺗﺤﻮﻳﻞ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻃﻲ ﺍﻳﻦ ﻓﺎﺯ‪ ،‬ﻣﺤﺼﻮﻝ ﻳﺎ ﺳﻴـﺴﺘﻢ ﻣﻮﻧﺘـﺎﮊ ﻧﻬـﺎﻳﻲ ﺷـﺪﻩ ﻭ‬
‫ﻧﺼﺐ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﺁﺯﻣﺎﻳﺶ‬

‫ﺍﻳﻦ ﻓﺎﺯ ﻣﻌﺮﻑ ﺁﺯﻣﺎﻳﺶ ﺭﺳﻤﻲ ﺭﺍﻩﺣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺁﺯﻣﻮﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺸﻜﻞ ﻣﺮﺣﻠـﻪ ﺑـﻪ ﻣﺮﺣﻠـﻪ ﻭ ﻳـﺎ ﺩﺭ‬
‫ﺻﻮﺭﺕ ﻭﺟﻮﺩ ﺭﻭﻳﻜﺮﺩ ﺁﺑﺸﺎﺭﻱ )‪ (Waterfall‬ﺩﺭ ﺍﻧﺘﻬﺎﻱ ﻓﺎﺯ ﺳﺎﺧﺖ‪ ،‬ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪.‬‬

‫ﺗﻀﻤﻴﻦ ﻛﻴﻔﻴﺖ‬

‫ﺩﺭ ﻓﺎﺯ ﺗﻀﻤﻴﻦ ﻛﻴﻔﻴﺖ‪ ،‬ﺻﺤﺖ ﺭﺍﻩﺣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﺎﻳﻴﺪ ﺷﺪﻩ ﻭ ﺑﺮ ﺍﺳﺎﺱ ﭘﺎﺭﺍﻣﺘﺮﻫﺎﻱ ﺗﻌﻴـﻴﻦ ﺷـﺪﻩ ﺍﻭﻟﻴـﻪ ﺑـﺮﺍﻱ‬
‫ﭘﺮﻭﮊﻩ‪ ،‬ﻣﻮﺭﺩ ﺍﻣﺘﺤﺎﻥ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬

‫ﺁﻣﻮﺯﺵ‬

‫ﭘﻴﺶ ﺍﺯ ﺍﻳﻨﻜﻪ ﻳﻚ ﺳﻴﺴﺘﻢ ﻳﺎ ﭘﺮﻭﮊﻩ ﺑﻄﻮﺭ ﻛﺎﻣﻞ ﻣﻮﺭﺩ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﻛﺎﺭﺑﺮﺍﻥ ﺷﻨﺎﺳـﺎﻳﻲ‬
‫ﺷﺪﻩ ﻭ ﺁﻣﻮﺯﺵ ﺩﺍﺩﻩ ﺷﻮﻧﺪ‪ .‬ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺷﺎﻣﻞ ﺗﻌﺮﻳﻒ ﻧﻴﺎﺯﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ ﭘﺮﻭﮊﻩ ﻭ ﺗﻬﻴﻪ ﺩﻭﺭﻩﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ ﻭ ﻣـﺴﺘﻨﺪﺍﺕ‬
‫ﻻﺯﻡ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﺗﺤﻮﻳﻞ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭ ﻳﺎ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ‬

‫ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺷﺎﻣﻞ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻝ ﭘﺮﻭﮊﻩ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻣﺸﺘﺮﻱ ﻣﻲﺑﺎﺷـﺪ‪ .‬ﺗﺤﻮﻳـﻞ ﻫﻨﮕـﺎﻣﻲ ﺍﺗﻔـﺎﻕ ﻣـﻲﺍﻓﺘـﺪ ﻛـﻪ‬
‫ﺳﻴﺴﺘﻢ ﺁﻣﺎﺩﻩ ﻧﺼﺐ ﺑﺎﺷﺪ‪ .‬ﻃﻲ ﺍﻳﻦ ﻣﺮﺣﻠﻪ‪ ،‬ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﺍﺳﺖ ﻛﻪ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﭘﻴﺎﺩﻩﺳـﺎﺯﻱ ﻭ ﻳـﻚ ﺑﺮﻧﺎﻣـﻪ ﺯﻣﺎﻧﺒﻨـﺪﻱ‬
‫ﺟﻬﺖ ﻫﺪﺍﻳﺖ ﻛﺎﺭﻫﺎ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪.‬‬

‫ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﭘﺸﺘﻴﺒﺎﻧﻲ ﻭ ﻳﺎ ﻋﻤﻠﻴﺎﺕ‬

‫ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﭘﺮﻭﮊﻩ ﻧﻬﺎﻳﻲ ﺷﺪﻩ‪ ،‬ﻣﺤﺼﻮﻝ ﭘﺮﻭﮊﻩ ﺗﻮﻟﻴﺪ ﮔﺮﺩﻳﺪﻩ ﻭ ﺑﻪ ﻣﺮﺣﻠـﻪ ﺑﻬـﺮﻩﺑـﺮﺩﺍﺭﻱ ﺭﺳـﻴﺪ‪ ،‬ﻧﻴﺎﺯﻣﻨـﺪ ﺑـﻪ‬
‫ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺤﺼﻮﻻﺕ‪ ،‬ﺍﺯ ﻗﺒﻴﻞ ﻣﺤـﺼﻮﻻﺕ ﻧـﺮﻡﺍﻓـﺰﺍﺭﻱ ﻧﻴـﺎﺯ ﺑـﻪ ﺑـﻪ ﺭﻭﺯ ﺷـﺪﻥ ﻭ‬
‫ﺗﻐﻴﻴﺮﺍﺕ ﺯﻳﺎﺩﻱ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺩﻳﮕﺮ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺗﺎﻣﻴﻦ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻗﻄﻌـﺎﺕ ﻳـﺪﻛﻲ ﻣﻬـﻢ‪ ،‬ﺑـﻪ ﻫﻤـﺮﺍﻩ ﭘـﺸﺘﻴﺒﺎﻧﻲ‬

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‫ﻓﺮﻭﺷﻨﺪﻩ‪ ،‬ﺩﺭ ﺭﺳﺎﻧﺪﻥ ﭘﺮﻭﮊﻩ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺑﺴﻴﺎﺭ ﻻﺯﻡﺍﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺳﺎﺯﻣﺎﻥ ﻭ ﻳﺎ ﻣـﺸﺘﺮﻱ‪ ،‬ﭘـﺸﺘﻴﺒﺎﻧﻲ ﻻﺯﻡ ﭘـﺲ ﺍﺯ‬
‫ﭘﺎﻳﺎﻥ ﭘﺮﻭﮊﻩ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺧﻮﺩ ﺷﺎﻣﻞ ﻣﺮﺍﺣﻞ ﻣﺨﺘﻠﻔﻲ ﺑﺎﺷﺪ‪.‬‬

‫ﺗﺸﺨﻴﺺ ﺑﻠﻮﻍ ﭘﺮﻭﮊﻩ )‪(Project Maturity‬‬

‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺍﺯ ﻧﻘﺶ ﻣﻬﻢ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺁﮔﺎﻫﻲ ﺩﺍﺭﻧﺪ‪ ،‬ﻭﻟﻲ ﺑﻴﺸﺘﺮ ﺁﻧﻬـﺎ ﺩﺭ ﺍﻳﺠـﺎﺩ ﻳـﻚ‬
‫ﺗﺤﻮﻝ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﻓﻠﺴﻔﻪ ﺍﺟﺮﺍﻳﻲ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺧﻮﺩ ﺑﻪ ﺳـﻄﺤﻲ ﺑـﺎﻻﺗﺮ‪ ،‬ﻧـﺎﺗﻮﺍﻥ ﻳـﺎ ﺑـﻲﻋﻼﻗـﻪ ﻫـﺴﺘﻨﺪ‪ .‬ﺷـﺮﻛﺖﻫـﺎ‬
‫ﻣﻲﺧﻮﺍﻫﻨﺪ ﺩﻗﻴﻘﺎ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ‪ (۱‬ﺑﻪ ﭼﻪ ﻣﻴﺰﺍﻥ ﺧﻮﺏ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻭ ‪ (۲‬ﺍﺯ ﻟﺤﺎﻅ ﺳﻄﺢ ﺑﻠﻮﻍ ﭘﺮﻭﮊﻩﻫﺎ ﺩﺭ ﻛﺠﺎ ﻫﺴﺘﻨﺪ‪ .‬ﺑﻪ‬
‫ﻫﺮ ﺟﻬﺖ‪ ،‬ﻳﻚ ﺷﺮﻛﺖ ﭼﻴﺰﻱ ﺑﻴﺶ ﺍﺯ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﺧﻂﻣﺸﻲﻫﺎ ﻭ ﺭﻭﻳﻪﻫﺎ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﮔﺮ ﺷﺨﺼﻲ ﺑﻪ ﻳﻚ ﺩﺍﺭﻭﻱ ﺣﻴﺎﺕ ﺑﺨﺶ )‪ (Life-Saving‬ﻧﻴﺎﺯ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺁﻧﺮﺍ ﺍﺯ ﺳـﺎﺯﻣﺎﻧﻲ ﻛـﻪ‬
‫ﺩﺍﺭﺍﻱ ﻣﺪﻝ ﺑﻠﻮﻍ ﺳﺎﺯﻣﺎﻧﻲ )‪ (Capability Maturity Model‬ﺳﻄﺢ ‪ ۵‬ﺍﺳﺖ ﺧﺮﻳﺪﺍﺭﻱ ﺧﻮﺍﻫﺪ ﻧﻤﻮﺩ ﻧﻪ ﺍﺯ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﻛﻪ ﺩﺍﺭﺍﻱ ﻣﺪﻝ ﺑﻠﻮﻍ ﺳﺎﺯﻣﺎﻧﻲ ﺳﻄﺢ ‪ ۱‬ﺑﺎﺷﺪ ﭼﺮﺍﻛﻪ ﺳﻄﺢ ‪ ۵‬ﻧﺸﺎﻥﺩﻫﻨﺪﻩ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺗﻮﺍﻧﺎ ﻭ ﺑﺎﻟﻎ ﻣﺒﺘﻨﻲ ﺑـﺮ ﺳـﺎﺧﺘﺎﺭ‬
‫ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ]ﻓﺮﺁﻳﻨﺪ[ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﻳﻚ ﻧﻘﺶ ﻣﺤﻮﺭﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺑﺮﺧﻲ‬
‫ﺯﻣﻴﻨﻪﻫﺎ ﺗﻮﺳﻌﻪ ﻳﺎﻓﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺑﻪ ﻋﺒﺎﺭﺗﻲ‪:‬‬
‫· ﺩﺍﺭﺍﻱ ﻳﻚ ﻓﻠﺴﻔﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺷﺮﻛﺖ ﭘﻴﻮﻧﺪ ﻣﺤﻜﻤﻲ ﺩﺍﺭﺩ‪،‬‬
‫· ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺭﺍ ﺑﻌﻨﻮﺍﻥ ﻳﻚ ﻗﺎﺑﻠﻴﺖ ﻣﺤﻮﺭﻱ ﺑﺎﻭﺭ ﺩﺍﺭﺩ‪،‬‬
‫· ﺷﺮﻛﺖ ﺑﺮ ﺭﻭﻱ ﻣﻮﻓﻘﻴﺖ ﺷﺪﻥ ﭘﺮﻭﮊﻩﻫﺎ ﻣﺘﻤﺮﻛﺰ ﺷﺪﻩ ﺍﺳﺖ‪،‬‬
‫· ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺯﻳﺮﺳﺎﺧﺖﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﭘﺮﻭﮊﻩ ﺍﺳﺘﻘﺮﺍﺭ ﻳﺎﻓﺘﻪﺍﻧﺪ‪،‬‬
‫· ﻳﻚ ﺳﻴﺴﺘﻢ ﮔﺰﺍﺭﺵﺩﻫﻲ ﻣﻮﺛﺮ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪،‬‬
‫· ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ ﺑﻪ ﺧﻮﺑﻲ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺷﺪﻩﺍﻧﺪ‪،‬‬
‫· ﺑــﺮﺍﻱ ﺑــﻪ ﺭﻭﺯ ﻧﮕﻬﺪﺍﺷــﺘﻦ ﺗﺨــﺼﺺﻫــﺎﻱ ﺍﻋــﻀﺎﻱ ﺗــﻴﻢ ﭘــﺮﻭﮊﻩ‪ ،‬ﺩﻭﺭﻩﻫــﺎﻱ ﺁﻣﻮﺯﺷــﻲ ﻣــﺴﺘﻤﺮ‬
‫ﺑﺮﮔﺰﺍﺭ ﻣﻲﮔﺮﺩﺩ‪،‬‬
‫· ﺍﻃﻼﻋﺎﺕ ﭘﺮﻭﮊﻩ ﺑﻄﻮﺭ ﻣﺴﺘﻤﺮ ﻣﺒﺎﺩﻟﻪ ﻭ ﺍﻋﻼﻡ ﻣﻲﮔﺮﺩﻧﺪ‪،‬‬
‫· ﻛﺎﺭﺍﻳﻲ ﭘﺮﻭﮊﻩﻫﺎ ﺗﺤﺖ ﻧﻈﺎﺭﺕ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪،‬‬
‫· ﺍﻳﺠﺎﺩ ﻭ ﺍﺭﺍﺋﻪ ﺑﺎﻻﺗﺮﻳﻦ ﻛﻴﻔﻴﺖ ﺍﺯ ﺁﻏﺎﺯ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎ ﺩﺭ ﺩﺳﺘﻮﺭﻛﺎﺭ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪،‬‬
‫· ﭘﺮﻭﮊﻩﻫﺎ ﺑﺼﻮﺭﺕ ﻣﻨﻈﻢ ﺑﺮﺍﻱ ﺍﻧﻄﺒﺎﻕ ﺑﺎ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺷﺮﻛﺖ ﻣﻮﺭﺩ ﻣﻤﻴﺰﻱ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬

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 ‫ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﻔﻬﻮﻡ ﺍﻟﮕﻮﺳﺎﺯﻱ ﺫﻫﻨﻲ )‪(Mind Mapping‬‬
‫ﻳﻚ ﺭﻭﺵ ﻣﻮﺛﺮ ﺩﺭ ﺗﺮﺳﻴﻢ ﻃﺮﺡ ﻛﻠﻲ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﮔﺮﻓﺘـﻪ ﺑـﺮﺍﻱ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ‪ ،‬ﺑـﻪ‬
‫ﺗﺼﻮﻳﺮ ﻛﺸﻴﺪﻥ ﻳﺎ ﺍﻳﺠﺎﺩ ﻧﻘﺸﻪ ﺫﻫﻨﻲ ﺁﻥ ﺑﺮ ﺭﻭﻱ ﻛﺎﻏﺬ ﻣﻲﺑﺎﺷﺪ ﺗﺎ ﺗﻤﺎﻣﻲ ﻗﺴﻤﺖﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺪ ﻧﻈـﺮ ﻗـﺮﺍﺭ ﮔﻴﺮﻧـﺪ‪.‬‬
‫ﺷﻜﻞ ‪ ،۱‬ﻳﻚ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺮﺳﻮﻡ ﺍﻟﮕﻮﻱ ﺫﻫﻨﻲ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪ .‬ﺑﺎ ﺍﻳﻦ ﺭﻭﺵ ﺑﻪ ﺭﺍﺣﺘـﻲ ﻣـﻲﺗـﻮﺍﻥ ﺑـﻪ ﺍﻳﺠـﺎﺩ ﻳـﻚ‬
‫ﭼﻬﺎﺭﭼﻮﺏ ﺍﻗﺪﺍﻡ ﻧﻤﻮﺩ‪ .‬ﺣﺎﻝ ﺑﻪ ﻧﺤﻮﻩ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﺍﻓﻜﺎﺭ ﺩﺭ ﺍﻧﺴﺎﻥﻫﺎ ﻣﻲﭘﺮﺩﺍﺯﻳﻢ ﭼﺮﺍﻛﻪ ﺍﻳﻦ ﻣﻮﺿـﻮﻉ ﺑـﺎ ﻓﻜـﺮ ﻛـﺮﺩﻥ‬
‫ﺭﺍﺟﻊ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻛﺎﻣﻼ ﻣﺮﺗﺒﻂ ﺍﺳﺖ‪ .‬ﻣﻐﺰ ﺍﻧﺴﺎﻥ ﺑﻪ ﺣﺪﻱ ﭘﻴﭽﻴﺪﻩ ﻭ ﭘﻴﺸﺮﻓﺘﻪ ﺍﺳـﺖ ﻛـﻪ ﺭﻭﺵﻫـﺎﻱ ﺍﻟﮕﻮﺳـﺎﺯﻱ‬
‫ﺫﻫﻨﻲ‪ ،‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺗﻮﺳﻌﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﻫﺪﺍﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺩﺭ ﻣﺴﻴﺮﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﻣﻐﺰ‪ ،‬ﻣﻘﺎﻭﻣﺖﻫـﺎﻱ ﺑﻴﻮﺷـﻴﻤﻴﺎﻳﻲ ﻭ‬
‫ﺍﻟﻜﺘﺮﻭﻣﻐﻨﺎﻃﻴﺴﻲ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺑﺎﻋﺚ ﻛﺎﻫﺶ ﺩﺭ ﺍﻓﻜـﺎﺭ ﻣـﻲﮔﺮﺩﻧـﺪ‪ .‬ﻋﺒـﻮﺭ ﺍﺯ ﺁﻧﻬـﺎ ﻣﺎﻧﻨـﺪ ﺑـﺎﺯﻛﺮﺩﻥ ﺭﺍﻩ ﺩﺭ ﺟﻨﮕـﻞ‬
‫ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺮﺍﻱ ﺑﺎﺭ ﺍﻭﻝ ﺷﺒﻴﻪ ﺑﻪ ﺗﻘﻼ ﺍﺳﺖ ﭼﺮﺍﻛﻪ ﺑﺎﻳﺪ ﻣﺴﻴﺮ ﺭﺍ ﺍﺯ ﻣﻴﺎﻥ ﭘﻮﺷﺶ ﮔﻴﺎﻫﻲ ﺑﺎﺯ ﻧﻤﻮﺩ‪ .‬ﺑﺮﺍﻱ ﺑـﺎﺭ ﺩﻭﻡ‪ ،‬ﻛـﺎﺭ‬
‫ﺁﺳﺎﻥﺗﺮ ﺍﺳﺖ ﭼﺮﺍﻛﻪ ﺑﺎﺭ ﺍﻭﻝ ﻣﺴﻴﺮ ﺑﺎﺯ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺑﻄﻮﺭ ﻛﻠﻲ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﻭﻗﺎﻳﻊ ﻣﻜﺮﺭ ﻛﺎﺭ ﺭﺍ ﺁﺳﺎﻥﺗﺮ ﻣـﻲﻧﻤﺎﻳﻨـﺪ‪.‬‬
‫ﺑﻪ ﻫﻤﻴﻦ ﺗﺮﺗﻴﺐ‪ ،‬ﺗﻬﻴﻪ ﺍﻟﮕﻮﺳﺎﺯﻱ ﺫﻫﻨﻲ ﻭ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺁﻧﻬﺎ ﺩﺭ ﻗﺎﻟـﺐﻫـﺎﻱ ﮔﺮﺍﻓﻴﻜـﻲ ﺑـﻪ ﻣﻐـﺰ ﺍﻧـﺴﺎﻥ ﺩﺭ ﺩﺭﻳﺎﻓـﺖ‪،‬‬
‫ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﺗﺤﻠﻴﻞ ﺧﺮﻭﺟﻲﻫﺎ ﻭ ﻛﻨﺘﺮﻝ ﻛﻤﻚ ﻣﻲﻛﻨﺪ‪ .‬ﺩﺭ ﻫﻨﮕﺎﻡ ﻃﺮﺍﺣﻲ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﻣﻐـﺰ ﭼـﻪ‬
‫ﺍﺗﻔﺎﻗﻲ ﺭﺥ ﻣﻲﺩﻫﺪ؟ ﭘﺎﺳﺦ ﺍﻳﻦ ﺳﻮﺍﻝ ﺩﺭ ﻋﻴﻦ ﺳﺎﺩﻩ ﺑﻮﺩﻥ‪ ،‬ﺑﻄﻮﺭ ﺷﮕﻔﺖﺍﻧﮕﻴﺰﻱ ﻧﻴﺰ ﭘﻴﭽﻴﺪﻩ ﺍﺳﺖ‪ .‬ﻫﺮ ﻓﻜﺮ ﻳـﺎ ﺟﺰﺋـﻲ‬
‫ﺍﺯ ﺍﻃﻼﻋﺎﺕ ﻛﻪ ﻭﺍﺭﺩ ﻣﻐﺰ ﻣﻲﺷﻮﺩ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑـﻪ ﺷـﻜﻞ ﻳـﻚ ﻫـﺴﺘﻪ ﻣﺮﻛـﺰﻱ ﻛـﻪ ﺩﺍﺭﺍﻱ ﺻـﺪﻫﺎ‪ ،‬ﻫﺰﺍﺭﻫـﺎ ﻭ ﺣﺘـﻲ‬
‫ﻣﻴﻠﻴﻮﻥﻫﺎ ﺍﻧﺸﻌﺎﺏ )ﻛﻪ ﻧﻤﺎﻳﺶ ﺩﻫﻨﺪﻩ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻲﺑﺎﺷﺪ( ﻭ ﻫﺮ ﻳﻚ ﺑﻪ ﻧﻮﺑﻪ ﺧﻮﺩ ﺩﺍﺭﺍﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻓﺮﻋـﻲ ﻣـﻲﺑﺎﺷـﻨﺪ‪،‬‬
‫ﻧﺸﺎﻥ ﺩﺍﺩ‪ .‬ﺍﻳﻦ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻌﻨـﻮﺍﻥ ﺣﺎﻓﻈـﻪ ﻳـﺎ ﭘﺎﻳﮕـﺎﻩ ﺩﺍﺩﻩﻫـﺎ ﺩﺭ ﻧﻈـﺮ ﮔﺮﻓـﺖ‪ .‬ﺭﻭﺵ ﺍﻟﮕﻮﺳـﺎﺯﻱ ﺫﻫﻨـﻲ‪،‬‬
‫ﺭﻭﻳﻜﺮﺩﻱ ﺭﺍ ﭘﻴﺸﻨﻬﺎﺩ ﻣﻲﻧﻤﺎﻳﺪ ﻛﻪ ﺩﺍﺭﺍﻱ ﺧﺼﻮﺻﻴﺎﺕ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫· ﺩﺍﺭﺍﻱ ﻳﻚ ﻫﺴﺘﻪ ﻣﺮﻛﺰﻱ ﻣﻲﺑﺎﺷﺪ‪،‬‬
‫· ﺩﺍﺭﺍﻱ ﺍﻧﺸﻌﺎﺑﺎﺗﻲ ﺍﺯ ﻫﺴﺘﻪﻫﺎﻳﻲ ﻛﻪ ﺧﻮﺩ‪ ،‬ﺍﺯ ﻫﺴﺘﻪ ﻣﺮﻛﺰﻱ ﻧﺸﺎﺕ ﮔﺮﻓﺘﻪﺍﻧﺪ ﻣﻲﺑﺎﺷﺪ‪،‬‬
‫· ﺍﻳﻦ ﺍﻧﺸﻌﺎﺑﺎﺕ ﺷﺎﻣﻞ ﻛﻠﻤﺎﺕ ﻛﻠﻴﺪﻱ )‪ (Keyword‬ﺑﻮﺩﻩ ﻭ ﻣﺘﺼﻞ ﻫﺴﺘﻨﺪ‪،‬‬
‫· ﺗﻤﺎﻣﻲ ﺍﻳﻦ ﺍﺟﺰﺍ‪ ،‬ﺑﻪ ﻫﻤﺮﺍﻩ ﻫﻢ‪ ،‬ﺗﺼﻮﻳﺮﻱ ﺍﺯ ﺭﺍﻩﺣﻞ ﻳﺎ ﺍﻳﺪﻩ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺭﺍ ﺍﻳﺠﺎﺩ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬

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 ‫ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬

‫ﭘﺸﺘﻴﺒﺎﻧﻲ‬
‫ﻣﻔﻬﻮﻡ‬
‫ﺗﻌﺮﻳﻒ‬
‫ﻃﺮﺍﺣﻲ ﻧﻬﺎﻳﻲ‬

‫ﺗﺤﻮﻳﻞ‬ ‫ﻃﺮﺍﺣﻲ‬
‫ﻓﺎﺯ ‪۱‬‬
‫ﻗﻮﺍﻧﻴﻦ‬
‫ﭘﺮﻭﮊﻩ‬

‫ﺳﺎﺧﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﻲ‬

‫ﻫﺰﻳﻨﻪﻫﺎ‬
‫ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ‬

‫ﺭﻳﺴﻚﻫﺎ‬
‫ﺁﺯﻣﻮﻥ‬
‫ﻣﻔﻬﻮﻡ‬

‫ﺷﻜﻞ ‪ – ۱‬ﭼﻬﺎﺭﭼﻮﺏ ﻣﺮﺳﻮﻡ ﺍﻟﮕﻮﻱ ﺫﻫﻨﻲ‬

‫ﺍﺯ ﺭﻭﺵ ﺍﻟﮕﻮﺳﺎﺯﻱ ﺫﻫﻨﻲ ﻣﻲﺗﻮﺍﻥ ﺑﺮﺍﺣﺘﻲ ﺟﻬﺖ ﺗـﺼﻮﺭ ﻭ ﻃﺮﺍﺣـﻲ ﻫـﺮ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﻣﻮﺟـﻮﺩ‬
‫ﺑﺼﻮﺭﺕ ﮔﺮﺍﻓﻴﻜﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻮﺩ ﻭ ﺍﺯ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﻫﻤﻪ ﭼﻴﺰ ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﭼﻬﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‬

‫ﺑﺪﻭﻥ ﻭﺟﻮﺩ ﭼﻬﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﻨﺎﺳﺐ‪ ،‬ﺑﻲﺷﻚ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺴﻴﺎﺭ ﭘﻴﭽﻴﺪﻩ ﻭ ﺩﺭﺩﺳﺮﺳﺎﺯ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ‪.‬‬
‫ﺩﺭ ﺣﻘﻴﻘﺖ‪ ،‬ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻧﺘﺎﻳﺞ ﭘﺮﻭﮊﻩﻫﺎ ﺍﺳﺖ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﻪ ﺣﺪﺍﻗﻞ ﺭﺳﺎﻧﺪﻥ ﺭﻳـﺴﻚ‬
‫ﻭ ﻫﺪﺍﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﺑﻪ ﻃﺮﻳﻘﻲ ﻛﻪ ﻣﻮﻓﻘﻴﺖ ﺭﺍ ﺗﺎ ﺣﺪ ﺯﻳﺎﺩﻱ ﺗﻀﻤﻴﻦ ﻧﻤﺎﻳﺪ ﺍﻣﺮﻱ ﺿﺮﻭﺭﻱ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﻧﺤﻮﻩ ﺗﺤﻘـﻖ ﺍﻳـﻦ‬
‫ﺍﻣﺮ ﺑﻪ ﭼﻪ ﺻﻮﺭﺕ ﺍﺳﺖ؟ ﻳﻚ ﺗﻜﻨﻴﻚ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺁﺯﻣﻮﺩﻩ ﺷﺪﻩﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ ﻛـﻪ ﺍﺯ ﺷـﺮﻭﻉ ﭘـﺮﻭﮊﻩ ﺗﻤـﺎﻡ‬
‫ﺣﻮﺯﻩﻫﺎﻱ ﻣﻤﻜﻦ ﺭﺍ ﺗﺤﺖ ﭘﻮﺷﺶ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ .‬ﺑﺎ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻨﺎﺳﺐ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩﻫﺎ ﻗﺎﺩﺭ ﺧﻮﺍﻫﻨـﺪ ﺑـﻮﺩ‬
‫ﻛﻪ ﺭﺍﻩﺣﻞﻫﺎﻳﻲ ﺭﺍ ﺑﺮﺍﻱ ﺭﻓﻊ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﺩﻭ ﻧﻤﻮﻧـﻪ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﻣﺮﺳـﻮﻡ ﻣﻌﺮﻓـﻲ‬
‫ﺷﺪﻩﺍﻧﺪ‪.‬‬

‫‪٢٠‬‬
 ‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )ﻛﻪ ﻳﻚ ﭼﻬﺎﺭﭼﻮﺏ ﺳﻄﺢ ﺑﺎﻻ ﺭﺍ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ(‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ )ﻛﻪ ﺟﺰﺋﻴﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻃﺮﺍﺣﻲ ﻭ ﺳﺎﺧﺖ ﺳﻴﺴﺘﻢ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻧﻤﺎﻳﺪ(‬
‫ﺍﮔﺮﭼﻪ ﺍﻳﻦ ﺩﻭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﻫﻤﺨﻮﺍﻧﻲ ﺩﺍﺭﻧﺪ ﺍﻣﺎ ﺗﻔﺎﻭﺕﻫﺎﻳﻲ ﻧﻴﺰ ﺑﻴﻦ ﺁﻧﻬﺎ ﻣﺸﺎﻫﺪﻩ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺷﻤﺎ ﺑﺎ ﭘﺮﻭﮊﻩﺍﻱ ﻣﻮﺍﺟﻪ ﺷﻮﻳﺪ ﻛﻪ ﻫﻢ ﻳﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﭘـﺮﻭﮊﻩ ﻭ ﻫـﻢ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺳـﺎﺧﺖ ﺭﺍ‬
‫ﺷﺎﻣﻞ ﺷﻮﺩ ﺑﻄﻮﺭﻱ ﻛﻪ ﭼﻬﺎﺭﭼﻮﺏ ﻭ ﭘﻮﺳﺘﻪ ﺁﻥ ﺑﺎ ﺭﻭﻳﻜﺮﺩ ﭘﺮﻭﮊﻩ ﻭ ﻣﺤﺘﻮﺍﻱ ﺁﻥ ﺑﺎ ﻳـﻚ ﺭﻭﻳﻜـﺮﺩ ﺑﺨـﺼﻮﺹ ﺳـﺎﺧﺖ‪،‬‬
‫ﺗﻌﺎﻣﻞ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬

‫ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ‬
‫ﻫﺮ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻓﺎﻗﺪ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺑﺎﺷﺪ‪ ،‬ﭘﻴﺶ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﻳﻚ ﭘﺮﻭﮊﻩ ﻧﻴﺎﺯﻣﻨﺪ ﺷﻨﺎﺳﺎﻳﻲ‪ ،‬ﺍﻧﺘﺨـﺎﺏ‪،‬‬
‫ﺗﻄﺒﻴﻖ ﻭ ﻳﺎ ﺗﺸﻜﻴﻞ ﻳﻚ ﭼﻬﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﻣﺪﻳﺮﻳﺖ ﻣﻲﺧﻮﺍﻫﺪ ﻛﻪ ﺳـﺎﺯﻣﺎﻥ ﺩﺭ ﺩﻧﻴـﺎﻱ ﻣﺒﺘﻨـﻲ ﺑـﺮ ﭘـﺮﻭﮊﻩ‬
‫ﻣﻮﻓﻖ ﺑﺎﺷﺪ‪ ،‬ﺑﺎﻳﺪ ﺷﺮﻭﻉ ﺑﻪ ﺗﻐﻴﻴﺮ ﻭ ﺣﺮﻛﺖ ﻧﻤﺎﻳﺪ‪ .‬ﭘﻴﺶ ﺍﺯ ﺍﺗﺨﺎﺫ ﺗﺼﻤﻴﻢ ﺩﺭﺑﺎﺭﻩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﻻﺯﻡ ﺍﺳـﺖ‬
‫ﺍﻫﺪﺍﻑ ﻋﻴﻨﻲ ﺯﻳﺮ ﺑﺮﺭﺳﻲ ﺷﻮﻧﺪ‪:‬‬
‫‪ -‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﻠﻲ ﺳﺎﺯﻣﺎﻥ – ﺗﻮﺍﻧﺎﻳﻲ ﺭﻗﺎﺑﺘﻲ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫‪ -‬ﺍﻧﺪﺍﺯﻩ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻭ ﻳﺎ ﻣﺤﺪﻭﺩﻩﻫﺎﻳﻲ ﻛﻪ ﺑﺎﻳﺪ ﻣﺪﻳﺮﻳﺖ ﺷﻮﻧﺪ‪،‬‬
‫‪ -‬ﺍﻭﻟﻮﻳﺖ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪ -‬ﻣﻴﺰﺍﻥ ﺣﺴﺎﺳﻴﺖ ﻭ ﺑﺤﺮﺍﻧﻲ ﺑﻮﺩﻥ ﭘﺮﻭﮊﻩ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫‪ -‬ﻣﻴﺰﺍﻥ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺍﺟﺰﺍﻱ ﺁﻥ‪.‬‬

‫ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )‪(Project Management Best Practices‬‬

‫ﺑﻤﻨﻈﻮﺭ ﺗﻀﻤﻴﻦ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺳﺮﺍﺳﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﭘـﺮﻭﮊﻩ ﻭ ﻫﻤﭽﻨـﻴﻦ ﻣـﺪﻳﺮﺍﻥ ﺍﺩﺍﺭﻱ ﭘـﺮﻭﮊﻩ ﺑﺎﻳـﺪ‬
‫ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺫﻳﻞ ﺭﺍ ﺟﻬﺖ ﺍﻧﺘﺨﺎﺏ‪ ،‬ﺗﺸﻜﻴﻞ ﻭ ﻳﺎ ﺗﻄﺒﻴﻖ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺑﻜﺎﺭ ﮔﻴﺮﻧﺪ‪:‬‬
‫‪ -‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻜﻨﻴﻚﻫﺎ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‪،‬‬
‫‪ -‬ﺗﻜﻴﻪ ﺑﺮ ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎ ﻭ ﺭﻭﺍﻝﻫﺎﻱ ﺻﻨﻌﺘﻲ‪،‬‬
‫‪ -‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺑﺮﺍﻱ ﻛﺎﻫﺶ ﻣﻮﺍﻧﻊ ﻣﺘﺪﺍﻭﻝ‪،‬‬
‫‪ -‬ﺗﻮﺟﻪ ﺑﻪ ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪ ﻭ ﺯﻣﺎﻥ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‪،‬‬
‫‪ -‬ﻛﻤﻴﻨﻪ ﻧﻤﻮﺩﻥ ﻓﺮﻡﻫﺎ ﻭ ﺭﻭﺍﻝﻫﺎﻱ ﺍﺩﺍﺭﻱ ﻭ ﺍﺟﺮﺍﻳﻲ ﺍﺿﺎﻓﻲ‪،‬‬
‫‪ -‬ﻣﺸﺎﻭﺭﻩ ﺑﺎ ﭘﻴﺸﺮﻭﺍﻥ ﺻﻨﺎﻳﻊ ﻭ ﺧﺒﺮﮔﺎﻥ ﻓﻦ‪،‬‬

‫‪٢١‬‬
 ‫‪ -‬ﻗﺒﻮﻝ )‪ (Acknowledge‬ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪ -‬ﺗﺸﺨﻴﺺ ﺁﻧﭽﻪ ﺑﺎﻳﺪ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﻮﺩ ﻭ ﺁﻧﭽﻪ ﻧﺒﺎﻳﺪ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﻮﺩ‪.‬‬
‫ﺩﺭ ﺫﻳﻞ ‪ ۴‬ﺍﺻﻞ ﻛﻠﻴﺪﻱ ﺩﺭ ﻃﺮﺍﺣﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛﻪ ﺑﺎﻳﺪ ﺗﻘﻮﻳﺖ ﺷﻮﻧﺪ‪ ،‬ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪:‬‬
‫‪ .۱‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺟﺎﻣﻊﺗﺮ ﺑﺮﺍﻱ ﺗﻴﻢﻫﺎﻱ ﺑﺰﺭﮔﺘﺮ‪،‬‬
‫‪ .۲‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻓﺸﺮﺩﻩﺗﺮ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﺤﺮﺍﻧﻲﺗﺮ ﻭ ﺣﺴﺎﺱﺗﺮ‪،‬‬
‫‪ .۳‬ﺑﺰﺭﮔﺘﺮﺷﺪﻥ ﻭ ﺟﺎﻣﻊﺗﺮ ﺷﺪﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺑﺎﻻﺭﻓﺘﻦ ﺣﺠﻢ ﻣﺴﺘﻨﺪﺳﺎﺯﻱﻫﺎ ﻫﺰﻳﻨﻪﺑﺮ ﻫﺴﺘﻨﺪ‪.‬‬
‫‪ .۴‬ﺍﺭﺗﺒﺎﻃﺎﺕ ﺭﻭ ﺩﺭ ﺭﻭ ﻭ ﺗﻌﺎﻣﻠﻲ ﻣﻮﺛﺮﺗﺮﻳﻦ ﻧﻮﻉ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﻛﺎﺭﺑﺮﺩ ﻣﺘﺪﻭﻟﻮﮊﻱ‬
‫ﻫﻨﮕﺎﻡ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﺎﻳﺪ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻـﻞ ﻧﻤـﻮﺩ ﻛـﻪ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺑﻮﺭﻭﻛﺮﺍﺗﻴـﻚ‬
‫ﻧﺒﻮﺩﻩ ﻭ ﻭﺍﺭﺩ ﺯﻳﺮ ﻣﺴﺎﺋﻞ ﺍﺩﺍﺭﻱ ﻭ ﺍﺟﺮﺍﻳﻲ ﻛﻪ ﻫﺮﮔﻮﻧﻪ ﺣﺲ ﺧﻼﻗﻴﺖ ﺭﺍ ﺳﺮﻛﻮﺏ ﻧﻤـﻮﺩﻩ ﻭ ﻳـﺎ ﻋﻘـﻞ ﺳـﻠﻴﻢ ﺭﺍ ﺯﻳـﺮ ﭘـﺎ‬
‫ﻣﻲﮔﺬﺍﺭﻧﺪ‪ ،‬ﻧﻤﻲﺷﻮﺩ‪.‬‬
‫ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﻓﺮﺽ ﻛﻨﻴﺪ ﭘﺮﻭﮊﻩﺍﻱ ﺩﺍﺭﻳﺪ ﻛﻪ ﺑﺎﻳﺪ ﺩﺭ ﻋﺮﺽ ‪ ۴‬ﻣﺎﻩ ﺍﻧﺠﺎﻡ ﺷﻮﺩ ﻭ ﺷﻤﺎ ﺑﺎﻳـﺪ ﺧـﻂ ﺗﻮﻟﻴـﺪ ﻣﺤـﺼﻮﻝ‬
‫ﺟﺪﻳﺪﻱ ﺭﺍ ﻃﺮﺍﺣﻲ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﺷﻤﺎ ﺩﺭ ﻣﻲﻳﺎﺑﻴﺪ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﺗﻤﺎﻡ ﺯﻣﺎﻥ ﺧـﻮﺩ ﺭﺍ ﺻـﺮﻑ‬
‫ﺗﻬﻴﻪ ﻣﺴﺘﻨﺪﺍﺕ ﻣﻔﺼﻞ ﻭ ﭘﻴﭽﻴﺪﻩ ﻭ ﺑﺮﭘﺎﻳﻲ ﺟﻠﺴﺎﺕ ﺑﺮﺍﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻓﺮﺍﻳﻨﺪ ﺟﺪﻳﺪ ﻧﻤﺎﻳﻴـﺪ‪ .‬ﺯﻣـﺎﻥ ﺑـﺮ ﺿـﺪ ﺷـﻤﺎ ﺍﺳـﺖ‬
‫ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﻋﺎﻗﻼﻧﻪ ﺍﺳﺖ ﻛﻪ ﺍﺑﺘﺪﺍ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺻﺤﻴﺤﻲ ﺍﻧﺘﺨﺎﺏ ﮔﺮﺩﺩ‪.‬‬
‫ﺍﻳﺠﺎﺩ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻳﻜﻲ ﺍﺯ ﭘﺎﻳﻪﻫﺎﻱ ﺍﺻﻠﻲ ﻛﺎﺭ ﺑﺮﺍﻱ ﺗﻀﻤﻴﻦ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺍﺳﺖ‪ .‬ﺍﻳـﻦ‬
‫ﭼﻬﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﺩﺭ ﺑﺮ ﮔﻴﺮﺩ‪:‬‬
‫‪ -‬ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺟﺎﻣﻊ ﺍﺯ ﺷﺮﻭﻉ ﺗﺎ ﭘﺎﻳﺎﻥ‪،‬‬
‫‪ -‬ﻓﺎﺯﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻛﻪ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﺧﻮﺍﻫﻨﺪ ﮔﺮﻓﺖ‪،‬‬
‫‪ -‬ﻣﻘﺎﻃﻊ ﺑﺎﺯﺭﺳﻲ ﻛﻴﻔﻴﺖ ﻳﺎ ﻣﻘﺎﻃﻊ ﻛﻨﺘﺮﻟﻲ ﺩﺭ ﺧﻼﻝ ﻫﺮ ﻓﺎﺯ‪،‬‬
‫‪ -‬ﻧﻘﺎﻁ ﺑﺎﺯﺑﻴﻨﻲ ﻻﺯﻡ ﺑﻴﻦ ﻫﺮ ﻓﺎﺯ‪،‬‬
‫‪ -‬ﻓﺎﺯﻫﺎﻱ ﭘﻴﺶ ﺍﺯ ﭘﺮﻭﮊﻩ ﻭ ﭘﺲ ﺍﺯ ﭘﺮﻭﮊﻩ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﻓﺮﻭﺵ‪ ،‬ﻋﻤﻠﻜﺮﺩﻫﺎ(‪،‬‬
‫‪ -‬ﻗﺎﻟﺐﻫﺎ ﻭ ﻓﺮﻡﻫﺎﻱ ﭘﺮﻭﮊﻩ‪،‬‬
‫‪ -‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺑﺮﺍﻱ ﻫﺮ ﻓﺎﺯ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺭﻳﺴﻚ ﻭ ﻛﻨﺘﺮﻝ ﺗﻐﻴﻴﺮﺍﺕ(‪.‬‬

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‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﻣﻌﺘﺒﺮ ﻣﺒﻨﻲ ﺑﺮ ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻭ ﻣﻨﻄﺒﻖﺳﺎﺯﻱ ﺁﻥ ﺑﺮﺍﻱ ﺳـﺎﺯﻣﺎﻥ ﻣـﻮﺭﺩ‬
‫ﻧﻈﺮ‪ ،‬ﺍﺯ ﺍﺻﻮﻝ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺒﻨﺎ ﻭ ﻳﺎ ﭘﺎﻳﻪ‬

‫ﺍﮔﺮ ﺩﺭ ﻛﺎﺭ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﺎﺯﻩ ﻛﺎﺭ ﻫﺴﺘﻴﺪ‪ ،‬ﺑﺎﻳﺪ ﺑﺎ ﺍﺗﺨﺎﺫ ﺭﻭﻳﻜﺮﺩﻱ ﺳﺎﺩﻩ ﺑﺮﺍﻱ ﭘـﺮﻭﮊﻩﻫـﺎ ﻛـﺎﺭ ﺭﺍ ﺷـﺮﻭﻉ ﻧﻤﺎﻳﻴـﺪ‪.‬‬
‫ﺍﻭﻟﻴﻦ ﮔﺎﻡ ﻓﻬﺮﺳﺖ ﻧﻤﻮﺩﻥ ﭼﻨﺪ ﻓﺎﺯ ﻛﻠﻴﺪﻱ ﺍﺳﺖ ﻛﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻴﺪ ﺑﺮﺍﻱ ﻧﻮﻉ ﻛﺎﺭ ﺷﻤﺎ ﻣﻨﺎﺳﺐ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﻣﺜﺎﻝ ﭘـﻴﺶ‬
‫ﺭﻭ‪ ،‬ﺑﻪ ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﺩﺍﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺗﺼﻮﺭ ﻛﻨﻴﺪ ﺷﻤﺎ ﺗﻴﻢ ﻛﻮﭼﻜﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺩ ﺩﺍﺭﻳﺪ ﻭ ﻫﺪﻑ ﺷﻤﺎ ﭘﺮﻫﻴﺰ ﺍﺯ ﻣﺴﺘﻨﺪﺳﺎﺯﻱﻫﺎﻱ ﺯﻳﺎﺩ ﻳـﺎ ﮔـﺎﻡﻫـﺎﻱ‬
‫ﺍﺿﺎﻓﻪﺍﻱ ﺍﺳﺖ ﻛﻪ ﻣﺎﻧﻊ ﺍﺯ ﺗﺤﻮﻳﻞ ﺑﻤﻮﻗﻊ ﭘﺮﻭﮊﻩ ﻣﻲﮔﺮﺩﻧﺪ ﭼﻮﻥ ﻫﻤﻴﺸﻪ ﺩﺭ ﺻﻮﺭﺕ ﺑﻪ ﺣﺮﻛﺖ ﺩﺭﺁﻣﺪﻥ ﭘﺮﻭﮊﻩ ﻣﻲﺗﻮﺍﻥ‬
‫ﺑﻴﺸﺘﺮ ﺑﻪ ﺟﺰﺋﻴﺎﺕ ﭘﺮﺩﺍﺧﺖ‪ .‬ﺑﺮﺍﻱ ﻫﺪﻓﻲ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﻣﺜـﺎﻝ ﻣـﺪ ﻧﻈـﺮ ﻗـﺮﺍﺭ ﺩﺍﺩﻩ ﺷـﺪﻩ ﺍﺳـﺖ‪ ،‬ﺳـﻪ ﻓـﺎﺯ ﺍﺻـﻠﻲ ﺑـﺮﺍﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪:‬‬
‫‪ -۱‬ﺍﺭﺯﻳﺎﺑﻲ‪ :‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﻻﺯﻡ ﺍﺳﺖ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﺷﻮﺩ ﻛﻪ ﺗﻼﺵﻫﺎ ﺩﺭ ﺟﻬﺖ ﺗﻜﻤﻴﻞ ﻧﻴﺎﺯﻫﺎﻱ ﻛﺎﺭﻱ ﺑـﺮﺍﻱ‬
‫ﺭﺍﻩﺣﻞ ﻣﻮﺭﺩ ﻧﻈﺮ‪ ،‬ﻣﺘﻤﺮﻛﺰ ﻣﻲﮔﺮﺩﻧﺪ‪ .‬ﺍﻳﻦ ﺍﻣﺮ ﻣﺴﺘﻠﺰﻡ ﺟﻤﻊﺁﻭﺭﻱ ﻭ ﺑﺪﺳﺖ ﺁﻭﺭﺩﻥ ﺍﻃﻼﻋﺎﺕ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﻼﻗﺎﺕ ﺑﺎ‬
‫ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺍﻳﺠﺎﺩ ﻓﻬﺮﺳـﺘﻲ ﺍﺯ ﻣﻔﺮﻭﺿـﺎﺕ ﻭ ﻳـﻚ ﺧﻼﺻـﻪ ﭘـﺮﻭﮊﻩ ﻳـﺎ ﻣﻮﺿـﻮﻉ ﻛـﺎﺭﻱ )‪(Business Case‬‬

‫ﻣﻲﺑﺎﺷﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺗﺤﻠﻴﻞﻫﺎ ﺩﺭ ﺳـﻄﻮﺡ ﻣﺨﺘﻠـﻒ ﺍﻧﺠـﺎﻡ ﺷـﺪﻩ ﻭ ﻣﺤـﺪﻭﺩﻩ ﻳـﺎ ﺩﺍﻣﻨـﻪ ﭘـﺮﻭﮊﻩ‬
‫ﻣﺸﺨﺺ ﮔﺮﺩﺩ‪.‬‬

‫‪ -۲‬ﺗﺪﻭﻳﻦ‪ :‬ﻃﻲ ﺍﻳﻦ ﻣﺮﺣﻠﻪ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﺣﺪﺍﻗﻞ ﺑﺮﻧﺎﻣﻪ ﭘﺮﻭﮊﻩ ﺑﻪ ﻫﻤﺮﺍﻩ ﻣﺸﺨﺼﻪﻫﺎﻱ ﻓﻨﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺍﻧﺠـﺎﻡ‬
‫ﭘﺮﻭﮊﻩ ﺗﻬﻴﻪ ﮔﺮﺩﻧﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮ ﺍﻳﻦ‪ ،‬ﻧﻘﺶ ﺑﺮﻧﺎﻣﻪ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ )‪ (Deployment Plan‬ﻧﻴﺰ ﺑﺎﻳـﺪ ﺩﺭ ﺍﻳـﻦ ﺑﺮﻧﺎﻣـﻪ‬
‫ﻣﺸﺨﺺ )‪ (Highlight‬ﺷﻮﺩ‪.‬‬

‫‪ -۳‬ﺍﺟﺮﺍ‪ :‬ﻃﻲ ﻓﺎﺯ ﺍﺟﺮﺍ‪ ،‬ﻣﺤﺼﻮﻝ ﭘﺮﻭﮊﻩ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﻭ ﭘﻴﺶ ﺍﺯ ﺗﺤﻮﻳﻞ ﺑﻪ ﻣﺸﺘﺮﻱ ﻣﻮﺭﺩ ﺁﺯﻣﺎﻳﺶ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬

‫ﺑﺎ ﻣﺴﺘﻨﺪ ﺷﺪﻥ ﻓﺎﺯﻫﺎﻱ ﺍﺻﻠﻲ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺣﺪﺍﻗﻞ ﺍﺑﺰﺍﺭ ﻳﺎ ﻗﺎﻟﺐﻫﺎﻱ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﭘـﺮﻭﮊﻩ‪ ،‬ﻣـﺸﺨﺺ ﮔﺮﺩﻧـﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ٤‬ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﺩﺭ ﻓﺎﺯ ﺍﺭﺯﻳﺎﺑﻲ ﺣﺪﺍﻗﻞ ﺑﻪ ﺗﻌﺮﻳﻒ ﻣﻮﺿﻮﻉ ﻛﺎﺭﻱ ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﺪ‪ .‬ﭘـﺲ ﺍﺯ ﺍﻳﻨﻜـﻪ ﻗﺎﻟـﺐﻫـﺎ ﻭ‬
‫ﻓﺮﻡﻫﺎ ﻣﺸﺨﺺ ﺷﺪﻧﺪ‪ ،‬ﺑﺎﻳﺪ ﺑﺮﺭﺳﻲ ﺷﻮﺩ ﻛﻪ ﺑﺮﺍﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭼـﻪ ﻓﺮﺁﻳﻨـﺪﻫﺎﻳﻲ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﻣـﻲﺑﺎﺷـﺪ‪.‬‬
‫ﻓﺮﺽ ﻛﻨﻴﺪ ﻛﻪ ﺷﺮﻛﺖ ﻳﺎ ﭘﺮﻭﮊﻩ ﺷﻤﺎ ﻣﻘﺎﺩﻳﺮ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻲ ﻛﺎﻻ ﻭ ﺧﺪﻣﺎﺕ ﺭﺍ ﺍﺯ ﻓﺮﻭﺷﻨﺪﮔﺎﻥ ﻣﺨﺘﻠﻒ ﺧﺮﻳﺪﺍﺭﻱ ﺧﻮﺍﻫـﺪ‬
‫ﻧﻤﻮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺷﻤﺎ ﺑﺎﻳﺪ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﺪﺍﺭﻛﺎﺗﻲ ﻭ ﻣﺎﻟﻲ ﺑﺮﺍﻱ ﺗﺴﻬﻴﻞ ﻛﺎﺭﻫﺎ‪ ،‬ﺩﺭ ﻧﻈـﺮ‬

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‫ﮔﺮﻓﺘﻪ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺍﮔﺮ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﭘﺎﻳﻪ ﺗﻌﻴﻴﻦ ﻧﮕﺮﺩﻧﺪ‪ ،‬ﺍﻳﻦ ﺍﻣﻜﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺑﺠﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ‪ ،‬ﻣﺠﺒـﻮﺭ ﺑـﻪ‬
‫ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎﻱ ﺍﺩﺍﺭﻱ ﺷﻮﻳﺪ‪.‬‬

‫ﺍﺑﺰﺍﺭﻫﺎﻱ ﺍﺻﻠﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫ﺗﻮﺿﻴﺢ ﻓﺎﺯ‬ ‫ﻓﺎﺯ ﻣﺒﻨﺎ‬

‫ﺳﻨﺪ ﺗﻌﺮﻳﻒ ﻣﻮﺿﻮﻉ ﻛﺎﺭﻱ )‪(Business Case‬‬ ‫ﺑﺮﺭﺳﻲ ﺍﻗﻼﻡ ﻗﺎﺑﻞ ﺗﺤﻮﻳﻞ ﻭ ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫ﺍﺭﺯﻳﺎﺑﻲ‬

‫ﻣﺸﺨﺼﻪﻫﺎﻱ ﻓﻨﻲ‬ ‫ﺗﻮﺳﻌﻪ ﺭﺍﻩﺣﻞﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﻣﺸﺨﺼﻪﻫﺎ‬ ‫ﺗﻮﺳﻌﻪ‬

‫ﺑﺮﻧﺎﻣﻪ ﺍﺳﺘﻘﺮﺍﺭ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ‬ ‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺭﺍﻩﺣﻞ‬ ‫ﺍﺟﺮﺍ‬

‫ﺟﺪﻭﻝ ‪ -۴‬ﻣﺪﻝﻫﺎﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﺭﺍﻩﺣﻞ‬

‫ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺗﻌﻴﻴﻦ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺷﺪﻧﺪ‪ ،‬ﻳـﻚ ﺷـﺒﻴﻪﺳـﺎﺯﻱ ﻳـﺎ ﺁﺯﻣـﺎﻳﺶ ﺭﺍ ﺑـﺮﺍﻱ ﺍﻃﻤﻨﻴـﺎﻥ ﺍﺯ ﺍﻳﻨﻜـﻪ‬
‫ﻫﻤﻪﭼﻴﺰ ﻫﻤﺎﻧﻄﻮﺭ ﻛﻪ ﺑﺎﻳﺪ‪ ،‬ﻛﺎﺭ ﻣﻲﻛﻨﺪ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺑﺎ ﺍﺿﺎﻓﻪ ﻭ ﻳﺎ ﻛﻢ ﻛـﺮﺩﻥ ﺑﺨـﺶﻫـﺎﻳﻲ‪ ،‬ﻛـﺎﻣﻼ ﺑـﺎ‬
‫ﺍﻫﺪﺍﻑ ﺧﻮﺩ ﻣﻨﻄﺒﻖ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺍﮔﺮ ﺷﺮﻛﺖ ﻳﺎ ﭘﺮﻭﮊﻩ ﻛﻮﭼﻚ ﺍﺳﺖ‪ ،‬ﺷﻤﺎ ﺑﻪ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻭ ﺍﻳﺠﺎﺩ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺍﻋﻀﺎﻱ ﺗـﻴﻢ‬
‫ﭘﺮﻭﮊﻩ ﺑﺸﻜﻠﻲ ﺑﻬﻴﻨﻪ ﻭ ﻋﺎﺭﻱ ﺍﺯ ﭘﻴﭽﻴﺪﮔﻲ ﻧﻴﺎﺯ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ‪ .‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺍﺷـﺘﺒﺎﻫﺎﺕ ﺟﺒـﺮﺍﻥﻧﺎﭘـﺬﻳﺮﻱ ﺭﺍ ﺩﺭ‬
‫ﺧﺼﻮﺹ ﺟﺎﻳﮕﺰﻳﻨﻲ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺭﻭﺩﺭﺭﻭﻱ ﺑﺨﺶﻫـﺎﻱ ﺩﺭﮔﻴـﺮ ﺩﺭ ﻛـﺎﺭ‪ ،‬ﺑـﺎ ﺍﻧﺒـﻮﻫﻲ ﺍﺯ ﻣﻜﺎﺗﺒـﺎﺕ ﻭ ﻣـﺴﺘﻨﺪﺍﺕ ﻣﺮﺗﻜـﺐ‬
‫ﻣﻲﺷﻮﻧﺪ‪ .‬ﺩﺭ ﻣﺜﺎﻝ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﻳﻦ ﻣﺸﻜﻞ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﭼﺮﺍﻛﻪ ﺣﺪﺍﻗﻞ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻗﺎﻟﺐﻫﺎ ﺍﻧﺘﺨﺎﺏ ﺷـﺪﻩﺍﻧـﺪ ﻭ ﺍﻋـﻀﺎﻱ‬
‫ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﺩﺭ ﻳﻚ ﻓﻀﺎﻱ ﺁﺭﺍﻡ ﻭ ﺩﺭ ﻛﻨﺎﺭ ﻫﻢ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺑﺎ ﺑﺰﺭﮔﺘﺮ ﺷﺪﻥ ﺗﻴﻢ ﻳﺎ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ ﻭ ﻣﺘﺎﺳﻔﺎﻧﻪ ﺑﻪ ﻣﺴﺘﻨﺪﺍﺕ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺑﻌﻼﻭﻩ‪ ،‬ﺑـﺎ ﺗﻜﻴـﻪ‬
‫ﺑﺮ ﺗﻜﻨﻮﻟﻮﮊﻱ‪ ،‬ﺑﻪ ﻳﻚ ﻓﻀﺎﻱ ﭘﺮﻭﮊﻩ ﭘﻮﻳﺎ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﻣﺤﺼﻮﻝ ﭘﺮﻭﮊﻩ ﺭﺍ ﺩﺭ ﻛﻮﺗﺎﻩﺗﺮﻳﻦ ﻣﺪﺕ ﺍﺭﺍﺋﻪ ﻧﻤﺎﻳﺪ‪ ،‬ﻧﻴﺎﺯ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﺍﻳﺠﺎﺩ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺗﺮﻛﻴﺒﻲ‬

‫ﺩﺭ ﺷﺮﺍﻳﻂ ﺧﺎﺻﻲ ﺷﺎﻳﺪ ﻻﺯﻡ ﺷﻮﺩ ﻳﺎ ﺑﻬﺘﺮ ﺑﺎﺷﺪ ﻛﻪ ﺩﻭ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺑـﺮﺍﻱ ﺍﻳﺠـﺎﺩ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣﺘﻨﺎﺳـﺐ‪،‬‬
‫ﺗﺮﻛﻴﺐ ﻧﻤﻮﺩ‪ .‬ﺑﻌﻀﻲ ﺍﻭﻗﺎﺕ‪ ،‬ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺩﻳﮕﺮ ﺑﺸﻜﻠﻲ ﭘﻮﻳﺎ ﺍﻣﻜﺎﻥﭘﺬﻳﺮﺗﺮ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺨﺎﻃﺮ‬
‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻳﺴﺖ ﺩﺍﺭﺍﻱ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﺿﻌﻒ ﺧﺎﺹ ﺧﻮﺩ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﻫﺮ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺍﻣﻜﺎﻥ ﺗﺮﻛﻴﺐ ﻛﺮﺩﻥ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻫﻤﻴﺸﻪ ﺑﺎﻳﺪ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭﻟﻲ ﺑﺎﻳﺪ ﺗﻮﺟـﻪ ﺩﺍﺷـﺖ‬
‫ﻫﺮ ﺗﻐﻴﻴﺮ ﻧﺎﮔﻬﺎﻧﻲ‪ ،‬ﺭﻳﺴﻚ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﺩ‪ .‬ﻧﻘﺎﻁ ﺗﻐﻴﻴﺮ ﺍﺯ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺑﻪ ﺭﻭﻳﻜﺮﺩ ﺩﻳﮕﺮ ﺑﺎﻳﺪ ﺑﻪ ﺭﻭﺷﻨﻲ ﺗﻌﺮﻳـﻒ ﮔﺮﺩﻧـﺪ‬
‫ﻭ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺗﺎﺛﻴﺮﺍﺕ ﺁﻧﻬﺎ ﺑﺮ ﺯﻣﺎﻧﺒﻨﺪﻱ‪ ،‬ﻫﺰﻳﻨﻪ ﻭ ﻣﻨﺎﺑﻊ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻤﺎﻳﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺣﺎﻟـﺖ ﻣـﺴﺎﺋﻠﻲ ﺍﺯ ﻗﺒﻴـﻞ ﺍﻳﺠـﺎﺩ‬
‫ﺩﻭﮔﺎﻧﮕﻲ ﺑﺮﺍﻱ ﻣﺼﺮﻑ ﻛﻨﻨﺪﻩ‪ ،‬ﺩﺭ ﺩﻭ ﺭﻭﺵ ﺩﺭ ﭘﻴﺸﺒﺮﺩ ﭘﺮﻭﮊﻩ‪ ،‬ﺍﺗﺨﺎﺫ ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﺩﻭﮔﺎﻧﻪ ﻧﺴﺒﺖ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺗﻐﻴﻴـﺮﺍﺕ‬

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‫ﻭ ﻣﺴﺎﺋﻠﻲ ﺩﺭ ﺯﻣﻴﻨﻪ ﻣﺪﻳﺮﻳﺖ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻣﻲﮔﺮﺩﻧﺪ‪ .‬ﺗﺮﻛﻴﺐ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎ ﺑـﺸﺮﻃﻲ ﺟـﺎﻳﺰ ﺍﺳـﺖ ﻛـﻪ ﭼﻬـﺎﺭﭼﻮﺏ‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺍﺳﺘﻘﺮﺍﺭ ﻳﺎﻓﺘﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻗﺎﺩﺭ ﺑﺎﺷﺪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ ﮔﻮﻧﺎﮔﻮﻧﻲ ﺭﺍ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﺁﻣﻮﺯﻩﻫﺎ‬
‫‪ .۱‬ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﺟﻤﺎﻉ ﻭ ﺗﻌﻬﺪ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺟﺪﻳﺪ ﻭ ﺗﻐﻴﻴﺮﺍﺗﻲ ﻛﻪ ﺑـﻪ ﻫﻤـﺮﺍﻩ‬
‫ﺩﺍﺭﺩ ﺭﺍ ﻛﻢ ﻧﻴﺎﻧﮕﺎﺭﻳﺪ‪ .‬ﺧﻮ ﮔﺮﻓﺘﻦ ﺑﺎ ﺭﻭﻳﻜﺮﺩ ﺟﺪﻳﺪ ﻧﻴﺎﺯﻣﻨﺪ ﺯﻣﺎﻥ ﺍﺳﺖ‪.‬‬
‫‪ .۲‬ﻫﻨﮕﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﻳﻚ ﺷـﺮﻛﺖ ﻧﻴﺎﺯﻣﻨـﺪ ﺑـﻪ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺟﺪﻳـﺪ‪ ،‬ﺩﻏﺪﻏـﻪﻫـﺎﻱ ﻣـﺸﺘﺮﻳﺎﻥ ﻭ ﮔﻠﻮﮔـﺎﻩﻫـﺎ ﺭﺍ‬
‫ﻣﺸﺨﺺ ﻧﻤﺎﻳﻴﺪ‪.‬‬
‫‪ .۳‬ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺧﻮﺩ‪ ،‬ﻳﻚ ﺳﻴﺴﺘﻢ ﺍﺭﺗﺒﺎﻃﻲ ﺑﺎﺯ ﻭ ﻛﺎﺭﺍ ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻴﺪ ﺯﻳﺮﺍ ﺑـﺪﻭﻥ ﺁﻥ ﺩﺭ ﻣﻌـﺮﺽ ﻣـﺸﻜﻼﺕ ﻗـﺮﺍﺭ‬
‫ﮔﺮﻓﺘﻪ ﻭ ﺑﻪ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ‪.‬‬
‫‪ .۴‬ﻣﺘﺪﻟﻮﮊﻱﻫﺎ ﺭﺍ ﺑﺎ ﺍﺑﺰﺍﺭ ﺍﺷﺘﺒﺎﻩ ﻧﮕﻴﺮﻳﺪ‪ .‬ﺍﻳﺠﺎﺩ ﺍﺑﺰﺍﺭ ﺟﺪﻳﺪ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑـﻪ ﺍﻳـﻦ ﺑـﺎﻭﺭ ﻏﻠـﻂ‬
‫ﻣﻨﺠﺮ ﺷﻮﺩ ﻛﻪ ﻳﻚ ﭘﺎﻳﮕﺎﻩ ﺩﺍﺩﻩﻫﺎ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺟﺎﻳﮕﺰﻳﻦ ﻳﻚ ﻧﻤﻮﻧﻪ ﺍﺟﺮﺍﻳﻲ ﻣﻨﺎﺳﺐ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻧﻤﻮﺩ‪.‬‬
‫‪ .۵‬ﺳﻴﺴﺘﻢ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺭﺍ ﻛﺎﻣﻼ ﻧﻬﺎﻳﻲ ﺷﺪﻩ ﻧﭙﻨﺪﺍﺭﻳﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺗﻤﺎﻣﻲ ﻓﺮﺻﺖﻫﺎﻱ ﺟﺪﻳﺪ ﺭﺍ ﻧﻤﻲﺗﻮﺍﻥ ﭘﻴﺶﺑﻴﻨﻲ‬
‫ﻧﻤﻮﺩ‪ ،‬ﺑﺮﺧﻲ ﺭﺍﻩﻫﺎ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﻴﺴﺘﻢ ﺑﺎﻳﺪ ﺍﺯ ﻃﺮﻳـﻖ ﻳـﺎﺩﮔﻴﺮﻱ ﺍﻳﺠـﺎﺩ ﺷـﻮﻧﺪ ﻭ ﻛـﺎﺭﺑﺮﺍﻥ ﺑﺎﻳـﺪ ﻓﺮﺻـﺖ‬
‫ﻳﺎﺩﮔﻴﺮﻱ ﻭ ﺍﻳﺠﺎﺩ ﺭﻭﺵﻫﺎﻱ ﻣﻨﺎﺳﺐ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﭘـﺮﻭﮊﻩ ﺩﺍﺭﺍﻱ ﺗﺨـﺼﺺﻫـﺎ ﻭ ﺗﺠـﺎﺭﺏ‬
‫ﻣﻨﺎﺳﺒﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻧﺒﺎﻳﺪ ﺩﺭ ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪ ﺍﺯ ﺑﻴﻦ ﺑﺮﻭﻧﺪ‪.‬‬
‫‪ .۶‬ﺁﮔﺎﻩ ﺑﺎﺷﻴﺪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﻪ ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪ ﺍﻧﺘﻘﺎﻝ ﺩﺍﺩﻩ ﺷـﺪﻩﺍﻧـﺪ‪ ،‬ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺩﺭ ﺻـﻮﺭﺕ ﺩﺭﻙ ﺗـﺎﺛﻴﺮ ﺁﻥ ﺑـﺮ‬
‫ﺭﻭﺵﻫﺎﻱ ﻛﺎﺭﻱ ﻓﻌﻠﻲ ﺧﻮﺩ‪ ،‬ﺗﺮﺟﻴﺢ ﺩﻫﻨﺪ ﺍﺯ ﺁﻥ ﺧﺎﺭﺝ ﺷﻮﻧﺪ‪ .‬ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪ ﺑﺎﻋﺚ ﺍﻳﺠـﺎﺩ ﺗﻐﻴﻴـﺮﺍﺕ ﺩﺭ ﺍﻧﺠـﺎﻡ‬
‫ﻛﺎﺭﻫﺎ‪ ،‬ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﺷﺪﻩ ﻭ ﺣﻴﻄﻪ ﺗﻘﺴﻴﻤﺎﺕ ﺷﻐﻠﻲ ﺭﺍ ﻧﻴﺰ ﺗﻐﻴﻴﺮ ﻣﻲﺩﻫﺪ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺗﻐﻴﻴﺮﺍﺕ ﺍﻳﺠـﺎﺩ‬
‫ﺷﺪﻩ ﺗﻮﺳﻂ ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪ ﻣﻮﺭﺩ ﭘﺬﻳﺮﺵ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻨﺪ‪ ،‬ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﻣـﺪﻳﺮ ﭘـﺮﻭﮊﻩ ﺗﻐﻴﻴـﺮﺍﺕ ﺭﺍ ﻣﺪﺑﺮﺍﻧـﻪ ﻭ ﺑـﺎ‬
‫ﺣﺴﺎﺳﻴﺖ ﻣﺪﻳﺮﻳﺖ ﻧﻤﺎﻳﺪ‪ ،‬ﻋﻼﻗﻤﻨﺪﻱ ﺑﻪ ﻫﻤﻜﺎﺭﻱ ﺑﻤﻴﺰﺍﻥ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻲ ﺍﻓﺰﺍﻳﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ‪.‬‬
‫‪ .۷‬ﻫﻨﮕﺎﻡ ﻃﺮﺍﺣﻲ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺳﻌﻲ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺩﺭﺟﻪ ﭘﻴﭽﻴﺪﮔﻲ ﻭ ﻣﻴـﺰﺍﻥ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ ﺍﺩﺍﺭﻱ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﺭﺍ‬
‫ﻛﺎﻫﺶ ﺩﻫﻴﺪ‪.‬‬
‫‪ .۸‬ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺍﺑﻬﺎﻣﺎﺕ ﻣﻮﺟﻮﺩ ﺗﻮﺿﻴﺢ ﺩﺍﺩﻩ ﺷﺪﻩﺍﻧﺪ‪ .‬ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﺟﺪﻳـﺪ ﺑﺎﻳـﺪ‬
‫ﺑﺎ ﺁﻣـﻮﺯﺵ ﺯﻣﻴﻨـﻪﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﻣـﺪﻳﺮﻳﺖ ﭘـﺮﻭﮊﻩ ﭘـﺸﺘﻴﺒﺎﻧﻲ ﺷـﺪﻩ ﻭ ﺍﻫﻤﻴـﺖ ﺁﻥ ﺩﺭ ﻛـﺴﺐﻭﻛـﺎﺭ ﺳـﺎﺯﻣﺎﻥ‬
‫ﺁﺷﻜﺎﺭ ﮔﺮﺩﺩ‪.‬‬
‫‪ .۹‬ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﻣﻠﻤﻮﺱ ﺭﺍ ﺳﺮﻳﻌﺎ ﺑﻪ ﻧﻤﺎﻳﺶ ﮔﺬﺍﺭﻳﺪ ﺗﺎ ﺑﻪ ﺍﻓﺮﺍﺩ ﻧﺸﺎﻥ ﺩﻫﻴﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺍﺑﺰﺍﺭﻫـﺎ ﺑـﻪ‬
‫ﺁﻧﻬﺎ ﺩﺭ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺸﻜﻠﻲ ﺑﻬﻴﻨﻪﺗﺮ ﻛﻤﻚ ﺧﻮﺍﻫﻨﺪ ﻧﻤﻮﺩ‪.‬‬
‫‪ .۱۰‬ﻫﻨﮕﺎﻡ ﺍﻧﺘﺨﺎﺏ ﻳﺎ ﻃﺮﺍﺣﻲ ﻳﻚ ﭼﻬﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﻧﻮﻉ ﻛﺎﺭ ﻣﺸﺘﺮﻱ ﺭﺍ ﺩﺭﻙ ﻧﻤﺎﻳﻴﺪ‪.‬‬

‫‪٢٥‬‬
‫‪ .۱۱‬ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺑﺪﺭﺳﺘﻲ ﺗﺮﺳﻴﻢ ﻧﻤﻮﺩﻩ ﻭ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﻧﺘﻴﺠﻪ ﭘﺮﻭﮊﻩ ﻫﻤـﺎﻥ ﭼﻴـﺰﻱ ﺍﺳـﺖ‬
‫ﻛﻪ ﺁﻧﻬﺎ ﻣﻲﺧﻮﺍﻫﻨﺪ‪.‬‬
‫‪ .۱۲‬ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎ ﺗﻐﻴﻴﺮ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﻳﻜﭙﺎﺭﭼﮕﻲ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺣﻔﻆ ﺷﻮﻧﺪ‪.‬‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ )ﺍﻧﺘﺨﺎﺏ ﻭ ﺑﻜﺎﺭﮔﻴﺮﻱ(‬

‫ﺍﻧﻮﺍﻉ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ‬

‫ﻫﻴﭻ ﻣﺘﺪﻭﻟﻮﮊﻱﺍﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛﻪ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫـﺎ ﻣﻨﺎﺳـﺐ ﺑﺎﺷـﺪ‪ .‬ﺑﻌـﻀﻲ ﺷـﺮﻛﺖﻫـﺎ ﺩﺍﺭﺍﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻨﺤﺼﺮ ﺑﻔﺮﺩ ﻭ ﺧﺎﺹ ﺧﻮﺩ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﻭ ﺍﻳﺠﺎﺩ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﻫﺴﺘﻨﺪ‪ ،‬ﺷﺮﻛﺖﻫﺎﻱ ﺩﻳﮕـﺮ ﻧﻴـﺰ ﺍﺯ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺁﻣﺎﺩﻩ ﻭ ﻣﻮﺟﻮﺩ ﺩﺭ ﺑﺎﺯﺍﺭ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﺑﺪﻭﻥ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻨﺎﺳﺐ‪ ،‬ﺍﺭﺯﻳﺎﺑﻲ‪ ،‬ﻃﺮﺍﺣـﻲ‪،‬‬
‫ﺳﺎﺧﺖ‪ ،‬ﺁﺯﻣﺎﻳﺶ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﭘﺮﻭﮊﻩﻫﺎ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﭼﺎﺭ ﺑﻲﻧﻈﻤﻲ ﮔﺮﺩﻧﺪ‪ .‬ﺣـﺪﺍﻗﻞ ‪ ۲۰‬ﻣﺘـﺪﻭﻟﻮﮊﻱ ﻣﺨﺘﻠـﻒ ﺩﺭ ﺣـﺎﻝ‬
‫ﺭﻗﺎﺑﺖ ﺑﺮﺍﻱ ﻛﺴﺐ ﻋﻨﻮﺍﻥ ﺑﻬﺘﺮﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻫﺴﺘﻨﺪ ﻭ ﺗﻌﺪﺍﺩ ﺁﻧﻬﺎ ﺭﻭ ﺑﻪ ﺍﻓﺰﺍﻳﺶ ﺍﺳﺖ‪ .‬ﺩﺭ ﺟﺪﻭﻝ ﺫﻳﻞ ﺑﺮﺧـﻲ ﺍﺯ ﺍﻳـﻦ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻭ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺁﻧﻬﺎ ﺍﺭﺍﺋﻪ ﺷﺪﻩﺍﻧﺪ‪.‬‬
‫ﺳﻬﻮﻟﺖ ﻭﺍﺑﺴﺘﮕﻲ ﺗﻐﻴﻴﺮﺍﺕ ﺳﻬﻮﻟﺖ ﺧﺮﻭﺝ ﺍﺯ ﻗﺎﺑﻠﻴﺖ ﺍﺗﻜﺎ ﺑﻪ‬ ‫ﻣﺘﺪﻭﻟﻮﮊﻱ ‪/‬‬
‫ﺭﻭﻳﻜﺮﺩ ﭘﺮﻭﮊﻩ‬ ‫ﺭﻳﺴﻚ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﻪ ﻣﻨﺎﺑﻊ ﻣﺘﻌﺪﺩ ﻣﺪﻳﺮﻳﺖ ﻣﺤﺪﻭﺩﻩ ﺍﻃﻤﻴﻨﺎﻥ ﻣﺴﺘﻨﺪﺍﺕ‬ ‫ﭼﺮﺧﻪ ﺣﻴﺎﺕ‬
‫ﺗﻜﺮﺍﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﺁﺳﺎﻥ‬ ‫ﭘﺎﻳﻴﻦ‬ ‫‪Open Source‬‬

‫ﺗﻜﺮﺍﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫ﻛﻢ‬ ‫ﻣﺘﻮﺳﻂ ﺑﺴﻴﺎﺭ ﺁﺳﺎﻥ‬ ‫‪XP-Extreme‬‬

‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫‪ü‬‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫‪Pharma‬‬

‫ﺗﻜﺮﺍﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫‪ü‬‬ ‫ﺯﻳﺎﺩ‬ ‫ﺳﺨﺖ‬ ‫‪ Object Oriented‬ﺑﺎﻻ‬
‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫ﺯﻳﺎﺩ‬ ‫ﺳﺨﺖ‬ ‫ﺑﺎﻻ‬ ‫‪Spiral/MBASE‬‬

‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫ﻛﻢ‬ ‫ﺁﺳﺎﻥ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫‪RAD‬‬

‫ﺗﻜﺮﺍﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﺁﺳﺎﻥ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫‪Crystal‬‬

‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫‪Incremental‬‬

‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫‪ü‬‬ ‫ﻛﻢ‬ ‫ﺁﺳﺎﻥ‬ ‫ﭘﺎﻳﻴﻦ‬ ‫‪Prototyping‬‬

‫‪Unicycle‬‬
‫ﻣﺮﺣﻠﻪﺍﻱ‬ ‫‪-‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪ü‬‬ ‫‪-‬‬ ‫ﻛﻢ‬ ‫ﺁﺳﺎﻥ‬ ‫ﭘﺎﻳﻴﻦ‬
‫‪Model‬‬

‫ﺟﺪﻭﻝ ‪ -۵‬ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻳﺠﺎﺩ ﭘﺮﻭﮊﻩﻫﺎ‬

‫‪٢٦‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ‪ ،‬ﺗﻨﻬﺎ ﭼﻬﺎﺭﭼﻮﺏ ﻛﺎﺭ ﻭﺍﻗﻌﻲ ﻛـﻪ ﺑﺎﻳـﺪ ﺍﻧﺠـﺎﻡ ﺷـﻮﺩ ﺭﺍ ﻧـﺸﺎﻥ ﺩﺍﺩﻩ ﻭ ﺟـﺎﻳﻲ ﻛـﻪ‬
‫ﺧﻼﻗﻴﺖ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ ﺭﺍ ﻣﺸﺨﺺ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺍﻏﻠﺐ ﺍﻭﻗﺎﺕ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺑﺴﺎﺩﮔﻲ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺩﺭ ﺩﺳـﺘﺮﺱ ﺭﺍ‬
‫ﺍﻧﺘﺨﺎﺏ ﻧﻤﻮﺩﻩ ﻭ ﭘﺮﻭﮊﻩ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻛﻤﻚ ﺁﻥ ﻫﺪﺍﻳﺖ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻧﺘﺎﻳﺞ ﻏﻴﺮﻣﺘﺮﻗﺒﻪ ﺑﺪﺳـﺖ ﺁﻣـﺪﻩ ﺩﺭ ﭘـﺮﻭﮊﻩ‪،‬‬
‫ﻣﺸﻜﻼﺕ ﻭ ﺭﻳﺴﻚﻫﺎﻳﻲ ﺭﺍ ﺍﻳﺠﺎﺩ ﻧﻤﻮﺩﻧﺪ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺳـﻌﻲ ﻣـﻲﻛﻨﻨـﺪ ﺁﻧﻬـﺎ ﺭﺍ ﺑـﺼﻮﺭﺕ ﻭﺍﻛﻨـﺸﻲ )‪(Reactive‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻧﻤﺎﻳﻨﺪ‪ .‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩﻫﺎ ﺍﻏﻠﺐ ﺩﺭ ﺳﻨﺠﺶ ﻭ ﭘﺎﺳﺨﮕﻮﻳﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﭘﻴﺶﺑﻴﻨﻲ ﻧـﺸﺪﻩ ﺩﭼـﺎﺭ ﺿـﻌﻒ ﻫـﺴﺘﻨﺪ‪،‬‬
‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﺎﻳﺪ ﺍﺑﺘﺪﺍ ﺍﺯ ﻣﺘﻨﺎﺳﺐ ﺑﻮﺩﻥ ﻭ ﻛﺎﺭﺁﻣﺪﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ‪ ،‬ﻛﻨﺎﺭ ﮔﺬﺍﺷﺘﻦ ﺭﻭﺵ ﻫﺎﻱ ﻛﻨﺘﺮﻝ ﺳﻨﺘﻲ ﺭﺍ ﺩﺷﻮﺍﺭ ﻣﻲﺑﻴﻨﻨﺪ‪ .‬ﻫﻴﭻ ﺗﻀﻤﻴﻨﻲ ﻭﺟﻮﺩ ﻧـﺪﺍﺭﺩ‬
‫ﻛﻪ ﺩﺭ ﺻﻮﺭﺕ ﺑﻜﺎﺭ ﺑﺴﺘﻦ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ‪ ،‬ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻗﺎﺩﺭ ﺑﻪ ﺍﺭﺍﺋﻪ ﻧﺘﻴﺠـﻪ ﭘـﺮﻭﮊﻩ ﺑﺎﺷـﺪ‪ .‬ﻣـﺸﺘﺮﻳﺎﻥ ﺑـﻪ‬
‫ﻧﺪﺭﺕ ﻣﺸﺨﺼﻪﻫﺎﻱ ﻧﻴﺎﺯﻫﺎ )‪ (Requirements Specifications‬ﺭﺍ ﺗﻜﻤﻴﻞ ﻣﻲﻛﻨﻨﺪ ﭼﺮﺍﻛﻪ ﻧﻴﺎﺯﻫﺎﻱ ﺁﻧﻬـﺎ ﭘﻴﻮﺳـﺘﻪ‬
‫ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﺍﺳﺖ‪ .‬ﻣﻨﻄﻘﻲﺗﺮﻳﻦ ﺭﺍﻩﺣﻞ ﺍﺭﺗﻘﺎﻱ ﻣﺤﺼﻮﻝ‪ ،‬ﺑﻪ ﺗﻨﺎﺳﺐ ﺗﻐﻴﻴﺮ ﻧﻴﺎﺯﻫﺎﻱ ﻣـﺸﺘﺮﻱ ﺩﺭ ﻃـﻲ ﻓﺮﺍﻳﻨـﺪ ﺍﻧﺠـﺎﻡ‬
‫ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺍﻣﺮ ﻧﺸﺎﻥﺩﻫﻨﺪﻩ ﻟﺰﻭﻡ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺑﻴﺸﺘﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻧـﺴﺒﺖ ﺑـﻪ ﻳـﻚ ﺭﻭﻳﻜـﺮﺩ ﻣﺘـﺪﺍﻭﻝ ﺁﺑـﺸﺎﺭﻱ‬
‫)‪ (Waterfall‬ﺍﺳﺖ‪ .‬ﺩﺭ ﺣﻘﻴﻘﺖ‪ ،‬ﺭﻭﻧﺪ ﺑﻪ ﺳﻤﺖ ﻣﺪﻝﻫﺎﻱ ﺍﻓﺰﺍﻳﺸﻲ )‪ (Incremental‬ﻳﺎ ﺑﺎﺯﺧﻮﺭﺩﻱ )‪ (Iterative‬ﺩﺭ‬
‫ﺣﺎﻝ ﺣﺮﻛﺖ ﺍﺳﺖ‪.‬‬
‫ﺍﻏﻠﺐ ﺑﺎ ﮔﻤﺎﻥ ﺍﻳﻨﻜﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺎﻣﻼ ﺩﺭﻙ ﺷﺪﻩ ﻭ ﭘﺮﻭﮊﻩ ﺑﺮﺍﺣﺘﻲ ﻗﺎﺑـﻞ ﺑـﺮﺁﻭﺭﺩ ﻭ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ‬
‫ﻣﻲﺑﺎﺷﺪ‪ ،‬ﺭﻭﻳﻜﺮﺩﻱ ﻏﻠﻂ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺑﻤﺤـﺾ ﺍﻳﻨﻜـﻪ ﭘـﺮﻭﮊﻩ ﺑـﺎ ﺧﻄـﺮ ﺷﻜـﺴﺖ ﻣﻮﺍﺟـﻪ‬
‫ﻣﻲﺷﻮﺩ‪ ،‬ﻣﻨﺎﺑﻊ ﺑﻴﺸﺘﺮﻱ ﺑﺮﺍﻱ ﻓﺮﺍﻳﻨﺪ ﺍﺟﺮﺍ ﻓﺮﺍﻫﻢ ﺷﺪﻩ ﻭ ﺗﻮﺟﻪ ﺑﻴﺸﺘﺮﻱ ﺑﺮﺍﻱ ﺑﺎﺯﮔﺮﺩﺍﻧﺪﻥ ﺁﻥ ﺑﻪ ﻣـﺴﻴﺮ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ‬
‫ﺷﺪﻩ ﻣﻌﻄﻮﻑ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺧﺮﻭﺝ ﺍﺯ ﻣﺤﺪﻭﺩﻩﻫﺎﻱ ﻫﺰﻳﻨﻪ ﻭ ﺯﻣﺎﻥ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺷﺪﻩ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‪ .‬ﺍﻳﻦ ﺭﻭﻳﻪﻫﺎﻱ‬
‫ﻣﺮﺣﻠﻪ ﺑﻪ ﻣﺮﺣﻠﻪ ﺟﻮﺍﺑﮕﻮ ﻧﺨﻮﺍﻫﻨﺪ ﺑﻮﺩ ﭼﺮﺍﻛﻪ ﺁﻧﻬﺎ ﻗـﺎﺩﺭ ﺑـﻪ ﻣـﺪﻳﺮﻳﺖ ﻣـﺴﺎﺋﻞ ﻏﻴﺮﻣﺘﺮﻗﺒـﻪ ﻓﻨـﻲ ﻭ ﺍﻧـﺴﺎﻧﻲ ﻧﻴـﺴﺘﻨﺪ‪.‬‬
‫ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺍﻧﻌﻄﺎﻑﻧﺎﭘﺬﻳﺮ ﺍﻏﻠﺐ ﺑﺴﻴﺎﺭ ﻣﺤﺪﻭﺩ ﻛﻨﻨﺪﻩ ﻫﺴﺘﻨﺪ ﻭ ﭘﺮﻭﮊﻩ ﺭﺍ ﺍﺯ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻋﻤﻠﻜﺮﺩﻫﺎ ﻭ ﻣﺤﺼﻮﻻﺕ ﻣـﻮﺭﺩ‬
‫ﻧﻈﺮ‪ ،‬ﺑﺎﺯ ﻣﻲﺩﺍﺭﻧﺪ‪.‬‬

‫ﺍﻟﺰﺍﻣﺎﺕ ﺍﻧﺘﺨﺎﺏ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫‪ -‬ﺑﻮﺩﺟﻪ‪ :‬ﺩﺭ ﻫﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﻮﺩﺟﻪ ﻧﻘﺶ ﺑﺰﺭﮔﻲ ﺭﺍ ﺍﻳﻔﺎ ﻣﻲﻛﻨﺪ ﻭ ﻧﻮﻉ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛﻪ ﺑﺎﻳﺪ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ ﻣـﺴﺎﻟﻪﺍﻱ‬
‫ﻛﻠﻴﺪﻱ ﺍﺳﺖ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ‪ ،‬ﺍﻟﺰﺍﻣﻲ ﻣﺒﻨﻲ ﺑﺮ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻝ ﺩﺭ ﻣﺪﺕ ‪ ۸‬ﻣﺎﻩ ﺑﻪ ﺷﻤﺎ ﺍﺑﻼﻍ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﺗﺎﻛﻴـﺪ‬
‫ﻛﺎﺭﻓﺮﻣﺎ ﺑﺮ ﺍﺗﻤﺎﻡ ﭘﺮﻭﮊﻩ ﺗﺎ ﺯﻣﺎﻥ ﻣﻘﺮﺭ ﺍﺳﺖ ﻭ ﻣﺤﺪﻭﺩﻳﺘﻲ ﺑﺮﺍﻱ ﻫﺰﻳﻨﻪﻫﺎ ﻗﺮﺍﺭ ﻧـﺪﺍﺩﻩ ﺍﺳـﺖ‪ .‬ﺍﮔـﺮ ﺷـﻤﺎ ﻳـﻚ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩ )ﺑﺎ ﺗﺎﻛﻴﺪ ﺑﺮ ﺣﺠﻢ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺯﻳﺎﺩ( ﺭﺍ ﺑﺮﮔﺰﻳﻨﻴﺪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﻧﺘﻮﺍﻧﻴﺪ ﺑـﻪ ﺍﻫـﺪﺍﻑ ﺧـﻮﺩ‬

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‫ﺩﺳﺖ ﻳﺎﺑﻴﺪ ﭼﺮﺍﻛﻪ ﺷﻤﺎ ﻧﺘﺎﻳﺞ ﺭﺍ ﺗﻨﻬﺎ ﻧﺰﺩﻳﻚ ﺑﻪ ﺍﻧﺘﻬﺎﻱ ﭘﺮﻭﮊﻩ ﻣﺸﺎﻫﺪﻩ ﺧﻮﺍﻫﻴﺪ ﻧﻤﻮﺩ‪ .‬ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳـﺎﺩﻩ‬
‫ﻭ ﺳﺮﻳﻊ ﻣﻤﻜﻦ ﺍﺳﺖ ﮔﺰﻳﻨﻪ ﻣﻨﺎﺳﺐﺗﺮﻱ ﺑﺎﺷﺪ ﭼﺮﺍﻛﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﻳﻨﮕﻮﻧﻪ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﺼﻮﺭﺕ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻭ‬
‫ﺑﺎ ﺑﻮﺩﺟﻪﺑﻨﺪﻱ ﻣﺘﻨﺎﺳﺐ ﺁﻥ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺩﺭﺻﻮﺭﺗﻴﻜﻪ ﺷﻜﺴﺖ ﭘﺮﻭﮊﻩ ﻣﺤﺘﻤﻞ ﺑﻨﻈﺮ ﺁﻳـﺪ‪ ،‬ﺗـﺎﻣﻴﻦ ﺳـﺮﻣﺎﻳﻪ‬
‫ﻣﺘﻮﻗﻒ ﻣﻲﮔﺮﺩﺩ ﻭ ﺍﮔﺮ ﺩﺭ ﺳﻌﻲ ﻣﺠﺪﺩ ﻣﻮﻓﻘﻴﺖ ﺁﻥ ﺍﺛﺒﺎﺕ ﺷﺪ‪ ،‬ﺑﻮﺩﺟﻪ ﺟﻬﺖ ﺍﺭﺍﺋﻪ ﺧﺮﻭﺟﻲ ﭘﺮﻭﮊﻩ ﺗﺎﻳﻴﺪ ﺷـﺪﻩ‬
‫ﻭ ﭘﺮﻭﮊﻩ ﺍﺩﺍﻣﻪ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ‪.‬‬

‫‪ -‬ﺍﻧﺪﺍﺯﻩ ﺗﻴﻢ‪ :‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺩﻗﻴﻘﺎ ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺍﻧﺪﺍﺯﻩ ﻭ ﺗﻌﺪﺍﺩ ﺍﻋﻀﺎﻱ ﺗﻴﻢﻫﺎ ﻫﺴﺘﻨﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﺑـﺮﺍﻱ‬
‫ﺗﻴﻢﻫﺎﻱ ﺩﺍﺭﺍﻱ ﺍﻋﻀﺎﻱ ﻛﻤﺘﺮ ﻭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴـﺪﻩ ﺑـﺮﺍﻱ ﺗـﻴﻢﻫـﺎﻱ ﺑـﺰﺭﮒﺗـﺮ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ‬
‫ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﺑﺎ ﺗﻴﻢﻫﺎﻱ ‪ ۱۰۰‬ﻧﻔﺮﻩ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ ﺩﺭ ﺳـﻄﺢ ﺟﻬـﺎﻥ ﭘﺮﺍﻛﻨـﺪﻩﺍﻧـﺪ‪ ،‬ﺑـﺎ ﻳـﻚ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺩﻩ ﺍﺩﺍﺭﻩ ﻧﺨﻮﺍﻫﻨﺪ ﺷﺪ‪ .‬ﺷﻴﻮﻩﻫﺎﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﺎ ﺍﻓﺰﺍﻳﺶ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ‪ ،‬ﭘﻴﭽﻴـﺪﻩﺗـﺮ ﺷـﺪﻩ ﻭ‬
‫ﺍﺣﺘﻴﺎﺝ ﺑﻪ ﻧﻈﻢ ﻭ ﺩﻗﺖ ﺑﻴﺸﺘﺮﻱ ﭘﻴﺪﺍ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬
‫‪ -‬ﺗﻜﻨﻮﻟﻮﮊﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ‪ :‬ﺗﻜﻨﻮﻟﻮﮊﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ ﭘﺮﻭﮊﻩ ﺑﺮ ﺍﻧﺘﺨﺎﺏ ﻧﻮﻉ ﻭ ﺟﻬﺖﮔﻴﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﺎﺛﻴﺮ‬
‫ﻣﻲﮔﺬﺍﺭﺩ‪ .‬ﺗﻜﻨﻮﻟﻮﮊﻱ ﻧﺎﺷﻨﺎﺧﺘﻪ ﺳﺮﻋﺖ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭﮊﻩ ﺭﺍ ﻛﻢ ﻣـﻲﻛﻨـﺪ‪ .‬ﺍﻣـﺮﻭﺯﻩ ﺩﺭ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﭘـﺮﻭﮊﻩﻫـﺎ‪،‬‬
‫ﺷﺒﻴﻪﺳﺎﺯﻱ ﻭ ﺁﺯﻣﻮﺩﻥ ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺑﻌﻨﻮﺍﻥ ﻓﺎﺯﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﻣﻲﺷﻮﺩ‪.‬‬

‫‪ -‬ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚﻫﺎ‪ :‬ﺑﻌﻀﻲ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﺮﻭﮊﻩ ﻧﺴﺒﺖ ﺑﻪ ﺩﻳﮕﺮ ﺁﻧﻬﺎ ﺑﻪ ﺍﺑﺰﺍﺭ ﻭ ﺗﻜﻨﻴﻚﻫـﺎﻱ ﺑﻴـﺸﺘﺮﻱ‬
‫ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ )ﺑﺮﺍﻱ ﻣﺜﺎﻝ‪ ،‬ﭘﺎﻳﮕﺎﻩ ﺩﺍﺩﻩﻫﺎ‪ ،‬ﺍﺑﺰﺍﺭ ﻣﺪﻝﺳﺎﺯﻱ ﻣﺼﻮﺭ‪ ،‬ﻭ ﺍﺑﺰﺍﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ(‪ .‬ﺍﮔﺮ ﻳﻚ ﻣﺪﻳﺮ ﭘـﺮﻭﮊﻩ‬
‫ﺑﺎﻳﺪ ﺗﻐﻴﻴـﺮﺍﺕ ﭼﻨﺪﮔﺎﻧـﻪ ﻃﺮﺍﺣـﻲ ﺭﺍ ﻣـﺪﻳﺮﻳﺖ ﻛﻨـﺪ‪ ،‬ﺑـﻪ ﺍﺑـﺰﺍﺭ ﻭ ﺗﻜﻨﻴـﻚﻫـﺎﻱ ﻣـﺪﻳﺮﻳﺖ ﭘﻴﻜﺮﺑﻨـﺪﻱ ﻧﻴـﺎﺯ‬
‫ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪.‬‬

‫‪ -‬ﺣﺴﺎﺳﻴﺖ ﻭ ﺑﺤﺮﺍﻧﻲ ﺑﻮﺩﻥ ﭘﺮﻭﮊﻩ‪ :‬ﻫﺮ ﭘﺮﻭﮊﻩ ﺣﺴﺎﺱ ﻛﻪ ﺩﺍﺭﺍﻱ ﻳﻚ ﺗﺎﺭﻳﺦ ﻫـﺪﻑ ﻣـﺸﺨﺺ ﺑـﺮﺍﻱ ﺍﺭﺍﺋـﻪ‬
‫ﻣﺤﺼﻮﻝ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﺑﻪ ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺻﺤﻴﺢ ﺍﺣﺘﻴﺎﺝ ﺩﺍﺭﺩ‪ .‬ﭘﺮﻭﮊﻩ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺑـﺮﺍﻱ ﺍﺗﻤـﺎﻡ ﺩﺭ ﺗـﺎﺭﻳﺦ‬
‫ﻣﻌﻴﻦ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﻣﻨﺎﺑﻊ ﺍﺿﺎﻓﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﻛﻮﭼﻚ ﺑﺎﺷـﺪ‪ ،‬ﻣـﺪﻳﺮ ﭘـﺮﻭﮊﻩ ﺍﺣﺎﻃـﻪ ﻭ‬
‫ﻛﻨﺘﺮﻝ ﺑﺮ ﭘﺮﻭﮊﻩ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﺧﻮﺍﻫﺪ ﺩﺍﺩ ﻭ ﺍﮔﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﺑﺰﺭﮒ ﺑﺎﺷﺪ ﺑﺎﻋﺚ ﻛـﻢ ﺷـﺪﻥ ﺳـﺮﻋﺖ‬
‫ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭﮊﻩ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺗﺠﺮﺑﻪ ﻭ ﻣﻬﺎﺭﺕ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﺑﻬﺘﺮﻳﻦ ﺭﻭﻳﻜﺮﺩ ﻛﻤﻚ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬

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‫‪ -‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ‪ :‬ﺩﺭ ﻫﺮ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺗﻜﺎﻣﻞ ﻭ ﺳﻬﻮﻟﺖ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﭘﺮﻭﮊﻩ ﻣﻮﺟﻮﺩ‪ ،‬ﺗـﺎﺛﻴﺮ ﻋﻤـﺪﻩﺍﻱ‬
‫ﺑﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺧﻮﺍﻫﺪ ﮔﺬﺍﺷﺖ‪ .‬ﺑﻌﻀﻲ ﺍﺯ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺩﺭ ﻣﺠﻤـﻮﻉ ﻏﻴﺮﻗﺎﺑـﻞ ﺍﻋﺘﻤـﺎﺩ ﻭ‬
‫ﻣﺨﺘﺺ ﻣﻨﻈﻮﺭ ﺧﺎﺻﻲ ﺑﻮﺩﻩ ﻭ ﺳﺮﻋﺖ ﺗﻜﻤﻴﻞ ﻭﻇﺎﻳﻒ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﻨﺪ‪.‬‬

‫ﻫﻴﭻ ﺩﻭ ﻣﺘﺪﻭﻟﻮﮊﻱﺍﻱ ﺩﻗﻴﻘﺎ ﻣﺸﺎﺑﻪ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺗﺤﻘﻴﻘﺎﺕ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﺩﺭ ﺣﺪﻭﺩ ‪ ۴۵‬ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﻣﺘﻔﺎﻭﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺟﺪﻭﻝ ‪ ۶‬ﺧﻼﺻﻪﺍﻱ ﺍﺯ ﺍﻟﺰﺍﻣﺎﺕ ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬

‫ﺩﻻﻳﻞ ﻭ ﻣﺒﻨﺎ‬ ‫ﻧﻴﺎﺯﻫﺎ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺍﺣﺘﻴﺎﺝ ﺑﻪ ﭘﻮﻝ ﺩﺍﺭﻧﺪ ﻭ ﺑﺮ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﺗﺎﺛﻴﺮ ﻣﻲﮔﺬﺍﺭﺩ‪.‬‬ ‫ﺑﻮﺩﺟﻪ‬
‫ﺗﻌﺪﺍﺩ ﺍﻋﻀﺎﻳﻲ ﻛﻪ ﺑﺎﻳﺪ ﻣﺪﻳﺮﻳﺖ ﺷﻮﻧﺪ‪ ،‬ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ‪.‬‬ ‫ﺍﻧﺪﺍﺯﻩ ﺗﻴﻢ‬
‫ﺩﺭﺟﻪ ﺣﺴﺎﺳﻴﺖ ﻭ ﻓﻮﺭﻱ ﺑﻮﺩﻥ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﺣﺴﺎﺳﻴﺖ ﻭ ﺑﺤﺮﺍﻧﻲ ﺑﻮﺩﻥ ﭘﺮﻭﮊﻩ‬
‫ﺳﺨﺖﺍﻓﺰﺍﺭﻫﺎﻱ ﺍﺯ ﻗﺒﻴﻞ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎ ﻳﺎ ﺗﺠﻬﻴﺰﺍﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻣﻤﻜﻦ ﺍﺳﺖ‬
‫ﺗﻜﻨﻮﻟﻮﮊﻱ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‬
‫ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻪ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪.‬‬ ‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ‬
‫ﺁﻣﻮﺯﺵ ﻣﻮﺛﺮ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻭ ﺍﻋﻀﺎﻱ ﺍﺻﻠﻲ ﭘﺸﺘﻴﺎﻧﻲ ﭘﺮﻭﮊﻩ ﻻﺯﻡ ﺍﺳﺖ‪.‬‬ ‫ﺁﻣﻮﺯﺵ‬
‫ﺁﻣﻮﺯﻩﻫﺎﻱ ﭘﻴﺸﻴﻦ ﻭ ﻧﻤﻮﻧﻪﻫﺎﻱ ﻣﻮﻓﻖ ﺍﺟﺮﺍﻳﻲ ﺑﺎﻳﺪ ﺩﺭ ﺩﺳﺘﺮﺱ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﻋﻤﻠﻲ‪ /‬ﺁﻣﻮﺯﻩﻫﺎ‬
‫ﺍﺑﺰﺍﺭ ﻭ ﺗﻜﻨﻴﻚﻫﺎ ﺑﺎﻳﺪ ﺩﺭ ﺩﺳﺘﺮﺱ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺍﺑﺰﺍﺭ ﻭ ﺗﻜﻨﻴﻚﻫﺎ‬
‫ﻣﻴﺰﺍﻥ ﺗﻜﺎﻣﻞ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺑﺮ ﺳﺮﻋﺖ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭﮊﻩ ﺗﺎﺛﻴﺮ ﺧﻮﺍﻫﺪ ﮔﺬﺍﺷﺖ‪.‬‬ ‫ﺁﺯﻣﻮﺩﻥ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﻮﺟﻮﺩ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﻌﻨﻮﺍﻥ ﻗﺴﻤﺘﻲ ﺍﺯ ﻃﺮﺍﺣﻲ‪ ،‬ﺑﻪ ﻧﺮﻡﺍﻓﺰﺍﺭ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﻧﺮﻡﺍﻓﺰﺍﺭ‬
‫ﺟﺪﻭﻝ ‪ -۶‬ﺍﻟﺰﺍﻣﺎﺕ ﺍﻧﺘﺨﺎﺏ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺩﺭﻙ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﻭ ﭘﻴﭽﻴﺪﻩ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ‬
‫ﭘﻴﭽﻴﺪﮔﻲﻫﺎﻱ ﺭﻭﺯﺍﻓﺰﻭﻥ ﺗﻜﻨﻮﻟﻮﮊﻱ‪ ،‬ﺗﺎﺧﻴﺮﺍﺕ ﭘﺮﻭﮊﻩ ﻭ ﺗﻐﻴﻴﺮ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻧﻘـﻼﺏ ﻛـﻮﭼﻜﻲ ﺭﺍ ﺩﺭ ﺩﻧﻴـﺎﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺧﺖ ﺑﻮﺟﻮﺩ ﺁﻭﺭﺩﻩﺍﻧﺪ‪ .‬ﮔﻮﻧﻪﺍﻱ ﻛﺎﻣﻼ ﺟﺪﻳﺪ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛـﻪ ﺳـﺮﻳﻊ‪ ،‬ﻗﺎﺑـﻞ ﺍﻧﻄﺒـﺎﻕ ﻭ ﻫﻤﮕـﺎﻡ ﺑـﺎ‬
‫ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺍﺳﺖ ﺩﺭ ﺣﺎﻝ ﻇﻬـﻮﺭ ﻣـﻲﺑﺎﺷـﺪ‪ .‬ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﭘﻴﭽﻴـﺪﻩ ﺩﺭ ﻣﻘﺎﺑـﻞ ﻣﻌﺮﻓـﻲ ﭼﻨـﻴﻦ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﻭ ﺳﺮﻳﻌﻲ ﻣﻘﺎﻭﻣﺖ ﻣﻲﻛﺮﺩﻧﺪ‪ .‬ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺍﺯ ﺷﻴﻮﻩ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻏﻴﺮ ﺭﺳﻤﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨـﺪ‪.‬‬
‫ﺑﺮﺧﻼﻑ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﺗﻨﻬﺎ ﺷﺎﻣﻞ ﺗﻌﺪﺍﺩ ﻛﻤﻲ ﻗﺎﻋﺪﻩ‪ ،‬ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻭ ﻣـﺴﺘﻨﺪﺍﺕ‬
‫ﻫﺴﺘﻨﺪ‪ .‬ﭘﺮﻭﮊﻩﻫﺎ ﺑﺮ ﻣﺒﻨﺎﻱ ﺟﻠﺴﺎﺕ‪ ،‬ﺑﺤﺚﻫﺎﻱ ﺭﻭ ﺩﺭ ﺭﻭ ﻭ ﺟﺮﻳﺎﻥ ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻃﺮﺍﺣﻲ ﻭ ﺍﻳﺠـﺎﺩ ﺷـﺪﻩﺍﻧـﺪ‪.‬‬

‫‪٢٩‬‬
‫ﺗﻔﺎﻭﺕ ﺍﺻﻠﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ‪ ،‬ﺩﺭ ﺣﺠﻢ ﻛﻢ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻃﻲ ﭘﺮﻭﮊﻩ ﺍﺳـﺖ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺳـﺎﺩﻩ ﺩﺍﺭﺍﻱ‬
‫ﻣﺰﺍﻳﺎﻱ ﺯﻳﺮ ﻣﻲﺑﺎﺷﺪ‪:‬‬
‫‪ -‬ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺴﻴﺎﺭ ﺧﻮﺏ ﻋﻤﻞ ﻣﻲﻛﻨﺪ‪.‬‬
‫‪ -‬ﺑﺠﺎﻱ ﻓﺮﺍﻳﻨﺪﮔﺮﺍ ﺑﻮﺩﻥ‪ ،‬ﺑﺮ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺗﺎﻛﻴﺪ ﺩﺍﺭﺩ‪ .‬ﺑﻴﺸﺘﺮ ﺑﺎ ﺍﻋﻀﺎ ﻛﺎﺭ ﻣﻲﻛﻨﺪ ﺗﺎ ﺑﺮﺿﺪ ﺁﻧﻬﺎ‪.‬‬
‫‪ -‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻪ ﻛﻤﻚ ﭼﻚﻟﻴﺴﺖﻫﺎﻱ ﭘﻮﻳﺎ ﺗﻜﻤﻴﻞ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺍﮔﺮ ﻳﻚ ﻣﺸﺘﺮﻱ ﺑﺮﺍﻱ ﺁﺯﻣﻮﺩﻥ ﺭﺍﻩﺣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ )ﺍﺣﺘﻤﺎﻻ ﺑﺎ ﻫﺪﻑ ﻣﺸﺎﻫﺪﻩ ﺳـﺮﻳﻊ ﻧﺘـﺎﻳﺞ ﻭ ﻳـﺎ ﻋﻤﻠﻜـﺮﺩ ﻳـﻚ‬
‫ﻣﺤﺼﻮﻝ(‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﻣﺘﻌﺪﺩﻱ ﺭﺍ ﺩﺭ ﻃﺮﺍﺣﻲ ﺍﻋﻤﺎﻝ ﻧﻤﺎﻳﺪ‪ ،‬ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺩﻩ ﻣﻲﺗﻮﺍﻧﺪ ﻣـﺴﻴﺮ ﻣﻨﺎﺳـﺒﻲ ﺑـﺮﺍﻱ ﺩﻧﺒـﺎﻝ‬
‫ﻛﺮﺩﻥ ﺑﺎﺷﺪ‪ .‬ﮔﺮﭼﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺤﺪﻭﺩﻳﺖﻫﺎﻳﻲ ﺑﺮﺍﻱ ﭘﻴﺸﮕﻴﺮﻱ ﺍﺯ ﺗﻐﻴﻴﺮﺍﺕ ﺯﻳﺎﺩ ﻟﺤﺎﻅ ﺷﻮﻧﺪ ﺍﻣـﺎ ﺩﺭ ﺷـﺮﺍﻳﻂ ﺍﻣـﺮﻭﺯ‬
‫ﻛﻪ ﺷﺎﻫﺪ ﺗﻐﻴﻴﺮﺍﺕ ﺗﻜﻨﻮﻟﻮﮊﻳﻜﻲ ﻋﻤﺪﻩﺍﻱ ﻫـﺴﺘﻴﻢ‪ ،‬ﻣـﺸﺘﺮﻳﺎﻥ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺗـﺮﺟﻴﺢ ﺩﻫﻨـﺪ ﻛـﻪ ﺑـﺎﺯﺑﻴﻨﻲﻫـﺎ ﻭ ﺍﺭﺍﺋـﻪ‬
‫ﺑﺎﺯﺧﻮﺭﺩﻫﺎ ﺩﺭ ﺩﻭﺭﻩﻫﺎﻱ ﻛﻮﺗﺎﻩﺗﺮﻱ ﺻﻮﺭﺕ ﭘﺬﻳﺮﻧﺪ‪ .‬ﻣﻬﻤﺘﺮﻳﻦ ﻧﻜﺘﻪ ﺩﺭ ﻣـﻮﺭﺩ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺳـﺎﺩﻩ ﺍﻳـﻦ ﺍﺳـﺖ ﻛـﻪ ﺁﻧﻬـﺎ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻳﺎﺩﮔﻴﺮﻧﺪﻩ ﻫﺴﺘﻨﺪ‪ .‬ﭘﺲ ﺍﺯ ﻫﺮ ﺑﺎﺯﺧﻮﺭﺩ‪ ،‬ﺗﻴﻢ ﻳﺎﺩ ﻣﻲﮔﻴـﺮﺩ ﻛـﻪ ﻣـﺴﺎﺋﻞ ﻣﻮﺟـﻮﺩ ﺩﺭ ﭘـﺮﻭﮊﻩ ﺭﺍ ﺗـﺼﺤﻴﺢ‬
‫ﻧﻤﻮﺩﻩ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﭼﺮﺧﻪﻫﺎﻱ ﺑﻬﺒﻮﺩ ﺩﺭ ﺳﺮﺗﺎﺳﺮ ﭘﺮﻭﮊﻩ ﺷﻜﻞ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺑﻌﻼﻭﻩ‪ ،‬ﺩﺭ ﺻﻮﺭﺕ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ‬
‫ﺳﺎﺩﻩ‪ ،‬ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻛﻮﭼﻜﺘﺮ ﺑﻮﺩﻩ ﻭ ﺑﺮ ﺍﺳﺎﺱ ﻛﺎﺭ ﻣـﺸﺎﺭﻛﺘﻲ‪ ،‬ﺍﻓـﺰﺍﻳﺶ ﺑـﻪ ﺍﺷـﺘﺮﺍﻙ ﮔﺬﺍﺷـﺘﻦ ﺍﻃﻼﻋـﺎﺕ ﻭ ﺩﺍﺭﺍ ﺑـﻮﺩﻥ‬
‫ﺑﺎﺯﺧﻮﺭﺩ ﺗﻘﺮﻳﺒﺎ ﺑﻼﺩﺭﻧﮓ ﻛﺎﺭ ﻣﻲﻛﻨﺪ‪ .‬ﻧﻴﺎﺯﻱ ﻧﻴﺴﺖ ﻛﻪ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻣﺴﺘﻨﺪﺍﺕ ﺯﻳﺎﺩﻱ ﺭﺍ ﺗـﺸﻜﻴﻞ ﺩﻫـﺪ ﺍﻣـﺎ ﺩﺭ ﻣﻘﺎﺑـﻞ‬
‫ﺑﺎﻳﺪ ﺑﺮ ﻣﺴﺘﻨﺪﺍﺕ ﺑﺴﻴﺎﺭ ﺿﺮﻭﺭﻱ ﺗﻤﺮﻛﺰ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ‬

‫ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﺳﻨﺘﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻚ ﻭ ﻣﺒﺘﻨﻲ ﺑﺮ ﭘﻴﺶﺑﻴﻨﻲ ﻫﺴﺘﻨﺪ ﻭ ﺑﺎﻋﺚ ﻋﺪﻡ ﻣﻮﻓﻘﻴﺖ ﺗﻌـﺪﺍﺩ ﺯﻳـﺎﺩﻱ‬
‫ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎ ﮔﺸﺘﻪﺍﻧﺪ‪ .‬ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﺩﺭ ﺣﺎﻝ ﺍﺯ ﺩﺳـﺖ ﺩﺍﺩﻥ ﻣﺤﺒﻮﺑﻴـﺖ ﺧـﻮﺩ ﻫـﺴﺘﻨﺪ‪ .‬ﺁﻧﻬـﺎ ﺑـﺴﻴﺎﺭ ﭘـﺮ‬
‫ﺯﺣﻤﺘﺘﻨﺪ ﺑﻄﻮﺭﻳﻜﻪ ﺳﺮﻋﺖ ﺍﻧﺠﺎﻡ ﻓﺎﺯﻫﺎﻱ ﻃﺮﺍﺣﻲ‪ ،‬ﺍﺟﺮﺍ ﻭ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻛﺎﻫﺶ ﻣﻲﻳﺎﺑﺪ ﻭ ﺗﻘﺮﻳﺒﺎ ﻫﻴﭻ ﭼﻴﺰﻱ ﺑﻪ ﺭﺍﺣﺘـﻲ‬
‫ﺍﻧﺠﺎﻡ ﻧﻤﻲﺷﻮﺩ‪ .‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺗﻤﺎﻣﻲ ﻣﻘﺎﻃﻊ ﻣﻬﻢ ﭘﺮﻭﮊﻩ ﺭﺍ ﭘﻴﺶﺑﻴﻨﻲ ﻧﻤﺎﻳﻨـﺪ ﺯﻳـﺮﺍ ﻗـﺼﺪ ﺩﺍﺭﻧـﺪ ﺗﻤـﺎﻣﻲ‬
‫ﺟﺰﻳﺌﺎﺕ ﻓﻨﻲ ﺭﺍ ﺍﺯ ﭘﻴﺶ ﻣـﺸﺨﺺ ﻧﻤﺎﻳﻨـﺪ‪ .‬ﺍﻳـﻦ ﺍﻣـﺮ ﺑﺎﻋـﺚ ﻣـﻲﺷـﻮﺩ ﻛـﻪ ﻣـﺪﻳﺮﺍﻥ ﺩﺭﺧﻮﺍﺳـﺖ ﺍﻧـﻮﺍﻉ ﻣﺨﺘﻠﻔـﻲ ﺍﺯ‬
‫ﻣﺸﺨﺼﻪﻫﺎﻱ ﻓﻨﻲ‪ ،‬ﻃﺮﺡﻫﺎ‪ ،‬ﮔﺰﺍﺭﺷﺎﺕ‪ ،‬ﻧﻘﺎﻁ ﻛﻨﺘﺮﻟﻲ ﻭ ﺯﻣﺎﻧﺒﻨﺪﻱﻫﺎ ﺭﺍ ﻃﻠﺐ ﻧﻤﺎﻳﻨﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﺳـﻌﻲ ﺩﺭ‬
‫ﻃﺮﺡﺭﻳﺰﻱ ﺑﺨﺶ ﺍﻋﻈﻤﻲ ﺍﺯ ﭘﺮﻭﮊﻩ ﺑﺸﻜﻠﻲ ﺑﺴﻴﺎﺭ ﺗﻔﺼﻴﻠﻲ ﻭ ﻃﻲ ﻣﺪﺗﻲ ﻃﻮﻻﻧﻲ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﻫﻤﻪﭼﻴـﺰ‬
‫ﺗﺎ ﻫﻨﮕﺎﻡ ﺑﻮﺟﻮﺩ ﺁﻣﺪﻥ ﺗﻐﻴﻴﺮﺍﺕ‪ ،‬ﺩﺭﺳﺖ ﻛﺎﺭ ﻣﻲﻛﻨﺪ ﻭ ﺩﺭﺻﻮﺭﺕ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻣﺘﺎﺛﺮ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑـﻪ‬
‫ﻣﻘﺎﻭﻣﺖ ﺩﺭ ﺑﺮﺍﺑﺮ ﺁﻧﻬﺎ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪.‬‬

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‫ﺍﮔﺮ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﻓﻬﺮﺳﺖ ﻛﺎﻣﻠﻲ ﺍﺯ ﺍﻟﺰﺍﻣﺎﺕ ﻭ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮﺍﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩ ﭘـﺮﻭﮊﻩ ﺭﺍ ﻓـﺮﺍﻫﻢ‬
‫ﻧﻨﻤﺎﻳﺪ‪ ،‬ﺑﻪ ﺍﺣﺘﻤﺎﻝ ﻗﺮﻳﺐ ﺑﻪ ﻳﻘﻴﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺸﻜﻠﻲ ﺑﻬﻴﻨﻪ ﻛﺎﺭ ﻧﺨﻮﺍﻫﺪ ﻛﺮﺩ ﭼﺮﺍ ﻛﻪ ﺑﺪﻟﻴﻞ ﺗﻐﻴﻴﺮﺍﺕ‪ ،‬ﺧﻄﺎﻫﺎ ﻭ ﺩﻭﺑـﺎﺭﻩ‬
‫ﻛﺎﺭﻱﻫﺎ ﺑﺮ ﺭﻭﻱ ﻣﺴﺘﻨﺪﺍﺕ‪ ،‬ﭘﺮﻭﮊﻩﻫﺎ ﺩﺭ ﺗﻨﮕﻨﺎ ﻗﺮﺍﺭ ﺧﻮﺍﻫﻨﺪ ﮔﺮﻓﺖ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩ ﺑـﺮ ﺍﺳـﺎﺱ ﺍﻳـﻦ ﻓﺮﺿـﻴﻪ ﻛـﺎﺭ‬
‫ﻣﻲﻛﻨﺪ ﻛﻪ ﻫﺮﭼﻪ ﻗﻮﺍﻧﻴﻦ ﻭ ﻫﻤﺎﻫﻨﮕﻲﻫﺎﻱ ﺑﻴﺸﺘﺮﻱ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ ،‬ﻧﺘﻴﺠﻪ ﭘﺮﻭﮊﻩ ﻣﻄﻠﻮﺏﺗـﺮ ﺧﻮﺍﻫـﺪ ﺑـﻮﺩ‪ .‬ﻳـﻚ‬
‫ﭘﺮﻭﮊﻩ ﭘﻴﭽﻴﺪﻩ‪ ،‬ﺻﺮﻓﺎ ﺑﺮﺍﻱ ﺣﻔﻆ ﺗﻤﺮﻛﺰ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺑﺮ ﭘﺮﻭﮊﻩ ﻭ ﺗﻘﻮﻳـﺖ ﺣﺎﻓﻈـﻪ ﺗﻌـﺪﺍﺩ ﺯﻳـﺎﺩﻱ ﺍﺯ ﺁﻧﻬـﺎ ﻧﻴﺎﺯﻣﻨـﺪ ﺑـﻪ‬
‫ﻣﺴﺘﻨﺪﺍﺕ ﻛﺎﻓﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻫﺮﭼﻨﺪ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺿﺎﻓﻲ ﻫﺰﻳﻨﻪﺑﺮ ﻭ ﺑﻲﻓﺎﻳﺪﻩ ﺍﺳﺖ ﻭ ﮔﺰﺍﺭﺵﻫﺎ‪ ،‬ﻃﺮﺡﻫـﺎ ﻭ ﺯﻣﺎﻧﺒﻨـﺪﻱﻫـﺎ‬
‫ﺑﺎﻳﺪ ﺑﻴﺸﺘﺮ ﺑﻪ ﺭﻭﺯ ﺭﺳﺎﻧﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﺑﺎﻟﻌﻜﺲ‪ ،‬ﺩﺭ ﺑﻌﻀﻲ ﻣﻮﺍﻗﻊ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺮﺍﻱ ﻳﻚ ﭘﺮﻭﮊﻩ ﺑﺴﻴﺎﺭ ﺑﺰﺭﮒ ﻛـﻪ ﺿـﺮﻭﺭﺕ ﺍﻳﺠـﺎﺏ‬
‫ﻣﻲﻧﻤﺎﻳﺪ ﺗﺎ ﻛﻨﺘﺮﻝﻫﺎﻱ ﺳﺨﺖﮔﻴﺮﺍﻧﻪﺗﺮ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﺸﺘﺮ ﺑﻴﻦ ﻓﺎﺯﻫﺎ ﺻﻮﺭﺕ ﮔﻴﺮﺩ ﻭ ﺧﻄﻮﻁ ﺍﺭﺗﺒـﺎﻃﻲ ﺑـﻴﻦ ﺍﻋـﻀﺎﻱ‬
‫ﺗﻴﻢﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺑﻬﺒﻮﺩ ﺩﺍﺩﻩ ﺷﻮﻧﺪ‪ ،‬ﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‪.‬‬
‫ﻫﺮ ﭘﺮﻭﮊﻩ ﺑﺎ ﺗﻴﻤﻲ ﺑﺰﺭﮔﺘﺮ ﺍﺯ ‪ ۱۰‬ﺗﺎ ‪ ۲۰‬ﻧﻔﺮ ﻛﻪ ﺩﺭ ﻣﻜﺎﻥﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﻓﻌﺎﻟﻴﺖ ﻣﻲﻧﻤﺎﻳﻨـﺪ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﮔﺰﻳﻨـﻪ‬
‫ﻣﻨﺎﺳﺒﻲ ﺑﺮﺍﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩ ﺑﺎﺷﺪ‪ .‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺷـﺮﻛﺖﻫـﺎ ﺻـﺮﻓﺎ ﺑـﺮﺍﻱ ﺭﺳـﻴﺪﻥ ﺑـﻪ ﺑﻬﺘـﺮﻳﻦ ﻭ ﺑﺰﺭﮔﺘـﺮﻳﻦ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ‪ -‬ﺷﺎﻣﻞ ﺑﻴﺸﺘﺮﻳﻦ ﻗﺎﻟﺐﻫﺎ )‪ – (Templates‬ﺩﺭ ﺗـﻼﺵ ﻫـﺴﺘﻨﺪ‪ .‬ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﺁﻧﻬـﺎ ﻛـﻪ ﻣﻨﺘﻈـﺮ ﻧﺘـﺎﻳﺞ‬
‫ﺧﺎﺭﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﻫﺴﺘﻨﺪ‪ ،‬ﭘﺲ ﺍﺯ ﭼﻨﺪ ﻣﺎﻩ ﻛﺎﺭ ﻭﺍﻗﻌﻲ ﭘﺮﻭﮊﻩ ﺳﺮﺧﻮﺭﺩﻩ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺗﻜﻨﻮﻟﻮﮊﻱﻫـﺎ ﺩﺭ ﺑﺮﺧـﻮﺭﺩ ﺑـﺎ‬
‫ﻣﺸﻜﻼﺕ ﻣﺘﻌﺪﺩﻱ ﺩﺭ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍ‪ ،‬ﺑﺴﻴﺎﺭ ﭘﻴﭽﻴﺪﻩ ﻭ ﺟﺎﻣﻊ ﺷﺪﻩﺍﻧﺪ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﺧﻲ ﺍﻭﻗـﺎﺕ‬
‫ﺑﻬﺘﺮﻳﻦ ﮔﺰﻳﻨﻪ ﺑﺎﺷﻨﺪ ﺑﺨﺼﻮﺹ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺗﻴﻢﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﻣﻜﺎﻥﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻛـﺎﺭ ﻣـﻲﻛﻨﻨـﺪ ﻭ ﻛﻨﺘـﺮﻝﻫـﺎﻱ‬
‫ﺷﺪﻳﺪﺗﺮ ﻭ ﺗﺎﻳﻴﺪﻳﻪﻫﺎﻱ ﺭﺳﻤﻲ ﺑﻴﻦ ﺑﺨﺶﻫﺎﻱ ﻛﻠﻴﺪﻱ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﺩﺭ ﺍﻧﺘﻬﺎ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺍﻧﺘﺨﺎﺏ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺩﻩ ﻳﺎ ﭘﻴﭽﻴﺪﻩ‪ ،‬ﺑﺮ ﻣﻮﻓﻘﻴـﺖ ﭘـﺮﻭﮊﻩ ﺗـﺎﺛﻴﺮ ﻗﺎﺑـﻞ‬
‫ﺗﻮﺟﻬﻲ ﻣﻲﮔﺬﺍﺭﺩ‪.‬‬

‫ﺗﺸﺮﻳﺢ ﺳﺎﺧﺖ ﺑﺎﺯﺧﻮﺭﺩﻱ )‪(Iterative Development‬‬

‫ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻳﺎ ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﺑﺮﺧـﻲ ﺍﻭﻗـﺎﺕ ﻣﻔﻬـﻮﻡ ﻳـﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﻋﺒـﺎﺭﺍﺕ ﺍﻓﺰﺍﻳـﺸﻲ )‪،(Incremental‬‬
‫ﺑﺎﺯﺧﻮﺭﺩﻱ )‪ (Iterative‬ﻭ ﺗﻜﺎﻣﻠﻲ )‪ (Evolutionary‬ﺭﺍ ﺑﺎ ﻫﻢ ﺍﺷﺘﺒﺎﻩ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺩﺭ ﺣﻘﻴﻘﺖ ﻫﺮ ﺳـﻪ ﻳـﻚ ﻣﻔﻬـﻮﻡ‬
‫ﺩﺍﺭﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺗﻤﺎﻡ ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭﮊﻩﻫﺎ ﺭﺍ )ﻣﺎﻧﻨﺪ ﻃﺮﺍﺣﻲ ﻭ ﺳﺎﺧﺖ( ﺑﻴﺶ ﺍﺯ ﻳﻜﺒـﺎﺭ ﺍﻧﺠـﺎﻡ ﻣـﻲﺩﻫﻨـﺪ ﺩﺭﺣﺎﻟﻴﻜـﻪ ﺩﺭ ﺍﺟـﺮﺍﻱ‬
‫ﺧﻄﻲ )‪ (Linear‬ﺍﻳﻦ ﺍﺗﻔﺎﻕ ﻧﻤﻲﺍﻓﺘﺪ‪ .‬ﺩﺭ ﻫﺮ ﭘﺮﻭﮊﻩ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺑﺎﻳﺪ ﺗﻔﺎﻭﺕ ﺑﻴﻦ ﺍﻳﻦ ﻋﺒﺎﺭﺍﺕ ﺭﺍ ﺩﺭﻙ ﻧﻤﺎﻳﻨـﺪ ﭼﺮﺍﻛـﻪ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﻣﻨﺠﺮ ﺑﻪ ﺗﻌﺮﻳﻒ ﻣﺴﻴﺮ ﺣﺮﻛﺖ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺮﮔﺰﻳﺪﻩ ﺷﺪﻩ ﻳﺎ ﭘﻴﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺩﺭ ﻣﻮﺭﺩ ﭘﺮﻭﮊﻩ ﺑﻌﺪﻱ ﺷﻮﻧﺪ‪ .‬ﺍﺟﺮﺍﻱ‬

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‫ﺑﺎﺯﺧﻮﺭﺩﻱ ﺳﺮﻋﺖ ﻭ ﭼﺎﺑﻜﻲ ﭘﺮﻭﮊﻩ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﮔﺮ ﺩﺭ ﻫﻨﮕﺎﻡ ﺁﻏﺎﺯ ﭘﺮﻭﮊﻩ‪ ،‬ﺣﺎﻣﻲ ﺍﺟﺮﺍﻳـﻲ ﭘـﺮﻭﮊﻩ‬
‫ﺑﻪ ﺷﻤﺎ ﺍﻋﻼﻡ ﻧﻤﺎﻳﺪ ﻛﻪ ﺑﺎﻳﺪ ﺍﺯ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ ،‬ﺁﻳﺎ ﻣﻨﻈﻮﺭ ﻭﻱ ﺭﺍ ﻣﺘﻮﺟﻪ ﻣﻲﺷﻮﻳﺪ؟ ﻗﻴﺎﺱ ﺫﻳـﻞ‬
‫ﺗﻔﺎﻭﺕ ﺩﺭ ﺍﺻﻄﻼﺣﺎﺕ ﺭﺍ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﻧﺤﻮﻩ ﺗﻮﺻﻴﻒ ﻣﻲﻧﻤﺎﻳﺪ‪:‬‬
‫· ﺑﺎﺯﺧﻮﺭﺩﻱ‪ :‬ﺩﺭ ﻫﻨﮕﺎﻡ ﺳﺎﺧﺖ ﻳﻚ ﺧﺎﻧﻪ‪ ،‬ﺍﻭﻟﻴﻦ ﺑﺎﺯﺧﻮﺭﺩ ﺗﺨﺮﻳﺐ ﻭ ﻃﺮﺍﺣﻲ ﻣﺠﺪﺩ ﻭ ﺩﻭﻣـﻴﻦ ﺑـﺎﺯﺧﻮﺭﺩ‪ ،‬ﺳـﺎﺧﺖ‬
‫ﺁﻥ ﺍﺯ ﺍﺑﺘﺪﺍ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﺗﺎﻛﻴﺪ ﻫﻤﻮﺍﺭﻩ ﺑﺮ ﺍﻧﺠﺎﻡ ﻣﺠﺪﺩ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺩﺭ ﺻﻨﺎﻳﻊ ﺳـﺎﺧﺘﻤﺎﻧﻲ ﺍﻳـﻦ‬
‫ﺭﻭﺵ ﻣﻤﻜﻦ ﺍﺳﺖ ﻏﻴﺮﻋﻤﻠﻲ ﻭ ﭘﺮﻫﺰﻳﻨﻪ ﺑﺎﺷﺪ ﻭﻟﻲ ﺩﺭ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﺑﺴﻴﺎﺭ ﻣﺮﺳﻮﻡ ﺍﺳﺖ‪.‬‬
‫· ﺍﻓﺰﺍﻳﺸﻲ‪ :‬ﻣﺪﻝﻫﺎﻱ ﺍﻓﺰﺍﻳﺸﻲ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺗﺤﻮﻳﻞﻫﺎﻱ ﻓﺎﺯﺑﻨﺪﻱ ﺷﺪﻩ ﺑﻪ ﻣـﺸﺘﺮﻳﺎﻥ ﺑﻬﺘـﺮﻳﻦ ﻛـﺎﺭﺑﺮﺩ ﺭﺍ ﺩﺍﺭﻧـﺪ‬
‫)ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺗﺤﻮﻳﻞ ﺷﻤﺎﺭﻩ ‪ ،۱‬ﺗﺤﻮﻳﻞ ﺷﻤﺎﺭﻩ ‪ ۲‬ﻭ ‪ .(...‬ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﺑﻴـﺸﺘﺮ ﺑـﺮﺍﻱ ﭘـﺮﻭﮊﻩﻫـﺎﻱ ﺭﺳـﻤﻲ ﻣﺎﻧﻨـﺪ‬
‫ﭘﺮﻭﮊﻩﻫﺎﻱ ﺳﺎﺧﺘﻤﺎﻧﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﭘﺮﻭﮊﻩﻫﺎﻱ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻧﻴـﺰ ﺍﺯ ﺍﻳـﻦ ﺭﻭﻳﻜـﺮﺩ ﺑﻌﻨـﻮﺍﻥ ﺭﻭﺷـﻲ ﭘﻮﻳـﺎ ﺩﺭ‬
‫ﺗﺤﻮﻳﻞ ﭘﺮﻭﮊﻩﻫﺎ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬
‫ﺗﻔﺎﻭﺕ ﻋﻤﺪﻩ ﻣﻮﺟﻮﺩ ﺑﻴﻦ ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻭ ﺍﻓﺰﺍﻳﺸﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺩﺭ ﻳﻚ ﺧﺎﻧـﻪﺍﻱ ﻛـﻪ ﺑـﺎ‬
‫ﺭﻭﻳﻜﺮﺩ ﺍﻓﺰﺍﻳﺸﻲ ﺳﺎﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ ﺯﻧﺪﮔﻲ ﻛﺮﺩ ﻭﻟﻲ ﺧﺎﻧﻪﺍﻱ ﻛﻪ ﺑﻪ ﺭﻭﺵ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺳﺎﺧﺘﻪ ﻣﻲﺷﻮﺩ ﻛﺎﻣﻼ ﺧـﺮﺍﺏ‬
‫ﺷﺪﻩ ﻭ ﻧﻴﺎﺯ ﺑﻪ ﺑﺎﺯﺳﺎﺯﻱ ﺩﺍﺭﺩ‪.‬‬

‫ﻣﺰﺍﻳﺎﻱ ﺳﺎﺧﺖ ﺑﺎﺯﺧﻮﺭﺩﻱ‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ ﺑﺎﺯﺧﻮﺭﺩﻱ ﻣﺰﺍﻳﺎﻱ ﺫﻳﻞ ﺭﺍ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﺩ‪:‬‬

‫· ﺑﺎﺯﺧﻮﺭﺩ ﻛﺎﺭﺑﺮﺍﻥ ﺭﺍ ﺗﻘﻮﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ ﻛﻪ ﺑﺎﻋﺚ ﺩﺭﻳﺎﻓﺖ ﻛﺎﻣﻞ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﻣﻲﮔﺮﺩﺩ‪،‬‬
‫· ﺳﻴﺴﺘﻢ ﺑﺎ ﺍﺿﺎﻓﻪ ﺷﺪﻥ ﻋﻤﻠﻜﺮﺩﻫﺎﻱ ﺟﺪﻳﺪ ﺩﺭ ﻫﺮ ﺗﻜﺮﺍﺭ ﻭ ﺩﺭﻳﺎﻓﺖ ﺑﺎﺯﺧﻮﺭﺩ ﺭﺷﺪ ﻣﻲﻛﻨﺪ‪،‬‬
‫· ﺍﻳﺠﺎﺩﻛﻨﻨﺪﮔﺎﻥ ﻳﺎ ﺑﺮﻧﺎﻣﻪﺭﻳـﺰﺍﻥ ﺑـﺮ ﺍﺻـﻠﻲﺗـﺮﻳﻦ ﻣـﺴﺎﺋﻞ ﻭ ﺧﻄﺮﺍﺗـﻲ ﻛـﻪ ﭘـﺮﻭﮊﻩﻫـﺎ ﺑـﺎ ﺁﻥ ﺭﻭﺩﺭﺭﻭ ﻫـﺴﺘﻨﺪ‪،‬‬
‫ﺗﻤﺮﻛﺰ ﻣﻲﻧﻤﺎﻳﻨﺪ‪،‬‬
‫· ﻫﺮﮔﻮﻧﻪ ﺗﺼﻮﺭ ﻏﻠﻂ ﺍﺯ ﻃﺮﺍﺣﻲ ﻭ ﻧﻴﺎﺯﻫﺎ ﺳﺮﻳﻌﺎ ﻣﺸﺨﺺ ﻣﻲﮔﺮﺩﻧﺪ‪،‬‬
‫· ﻫﺮ ﺷﺨﺺ ﻓﻌﺎﻝ ﺩﺭ ﭘﺮﻭﮊﻩ ﺗﺼﻮﻳﺮ ﺩﻗﻴﻘﻲ ﺍﺯ ﻭﺿﻌﻴﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺣﻴﻦ ﭘﻴﺸﺮﻓﺖ ﺭﺍ ﺩﺭ ﺫﻫﻦ ﺩﺍﺭﺩ‪،‬‬
‫· ﺁﺯﻣﻮﻥﻫﺎ ﭘﻴﻮﺳﺘﻪ ﺩﺭ ﻃﻮﻝ ﭘﺮﻭﮊﻩ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﻧﺪ‪،‬‬
‫· ﻓﺸﺎﺭﻛﺎﺭﻱ ﭘﺮﻭﮊﻩ ﺑﺸﻜﻞ ﻳﻜﻨﻮﺍﺧﺖﺗﺮﻱ ﺩﺭ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘﺮﻭﮊﻩ ﺗﻮﺯﻳﻊ ﻣﻲﮔﺮﺩﺩ‪،‬‬
‫· ﺍﻣﻜﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻣﻮﺯﻩﻫﺎﻱ ﻛﺴﺐ ﺷﺪﻩ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﭘﻴﺸﻴﻦ‪ ،‬ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺁﺗﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

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‫ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻳﺎ ﺳﺎﺧﺖ‪ ،‬ﺯﻣﺎﻧﺒﻨﺪﻱ ﻃﺮﺍﺣﻲ‪/‬ﺳﺎﺧﺖ ﺭﺍ ﺑﻪ ﭼﻨﺪ ﺗﻜﺮﺍﺭ ﺗﻘﺴﻴﻢ ﻣﻲﻧﻤﺎﻳﻨﺪ )ﻣﺜﻼ ﺗﻜﺮﺍﺭﻫﺎﻱ ‪ ۱‬ﺗـﺎ ‪.(۶‬‬
‫ﺍﻧﺠﺎﻡ ﻫﺮ ﺗﻜﺮﺍﺭ ﺑﻴﻦ ﻳﻚ ﺗﺎ ﭼﻬﺎﺭ ﻫﻔﺘﻪ ﻃﻮﻝ ﻣﻲﻛﺸﺪ‪ .‬ﺣﺎﻝ‪ ،‬ﺭﻭﻳﻜـﺮﺩ ﺑـﺎﺯﺧﻮﺭﺩﻱ ﺑـﺴﺘﺮﻱ ﺭﺍ ﺑـﺮﺍﻱ ﭘﻴـﺸﺒﺮﺩ ﻛﺎﺭﻫـﺎ‬
‫ﻓﺮﺍﻫﻢ ﻣﻲﺳﺎﺯﺩ‪ .‬ﺭﻭﻳﻜﺮﺩ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺑﺎﻳﺪ ﺑﺎ ﺭﻭﺷﻲ ﻣﺘﻔﺎﻭﺕ ﻧﺴﺒﺖ ﺑﻪ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻋـﺎﺩﻱ ﻣـﺪﻳﺮﻳﺖ ﺷـﻮﻧﺪ ﭼﺮﺍﻛـﻪ ﻫـﺮ‬
‫ﺗﻜﺮﺍﺭ ﺑﺮ ﺍﺳﺎﺱ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺧﺎﺹ ﺍﺯ ﺍﻟﺰﺍﻣﺎﺕ ﻣﺸﺘﺮﻱ ﺩﺭ ﺩﻭﺭﻩ ﺯﻣﺎﻧﻲ ﻣﺮﺑﻮﻁ ﺑﺨﻮﺩ ﺳﺎﺧﺘﻪ ﻣـﻲ ﺷـﻮﺩ‪ .‬ﻫﻨﮕـﺎﻣﻲ ﻛـﻪ‬
‫ﺗﻜﺮﺍﺭ ﺍﻭﻝ ﺑﻪ ﺍﺗﻤﺎﻡ ﺭﺳﻴﺪ ﻭ ﺗﻮﺳﻂ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻭ ﻣﺸﺘﺮﻱ ﻣﻮﺭﺩ ﺑﺎﺯﺑﻴﻨﻲ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‪ ،‬ﺗﻜﺮﺍﺭ ﺩﻳﮕﺮﻱ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺷـﺪﻩ‬
‫ﻛﻪ ﺩﺭ ﺁﻥ ﺍﻟﺰﺍﻣﺎﺕ ﻭ ﻋﻤﻠﻜﺮﺩﻫﺎﻱ ﻣﻀﺎﻋﻔﻲ ﻧﺴﺒﺖ ﺑﻪ ﺗﻜﺮﺍﺭ ﭘﻴﺸﻴﻦ ﺍﻳﺠﺎﺩ ﻣﻲﮔﺮﺩﻧﺪ‪ .‬ﻫﺮ ﺗﻜﺮﺍﺭ ﺑﺮ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ‬
‫ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﻬﻤﺘﺮﻳﻦ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺗﻤﺮﻛﺰ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺑﺠﺎﻱ ﺍﻳﺠﺎﺩ ﻳﻚ ﺑﺮﻧﺎﻣـﻪ ﺯﻣـﺎﻧﻲ ﺗﻔـﺼﻴﻠﻲ‪ ،‬ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺩﺭ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﻜﺮﺍﺭﭘﺬﻳﺮ ﺑﺎﻳﺪ ﭘﻮﻳﺎﺗﺮ ﺑﺎﺷﺪ‪ ،‬ﺑﺪﻳﻦ ﻣﻌﻨﻲ ﻛﻪ ﻫﺮ ﺑﺎﺯﺧﻮﺭﺩ ﺩﺭ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ )ﻣﻨﺎﺳـﺐ( ﺑـﺎ ﻣﺤـﺪﻭﺩﻩ ﺯﻣـﺎﻧﻲ‬
‫ﻛﻮﭼﻜﺘﺮﻱ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ )‪(Agile Methodologies‬‬

‫ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻫﻨﻮﺯ ﺑﻴﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ ﻭ ﭘﻴﭽﻴﺪﻩ ﺍﺧﺘﻼﻑ ﻧﻈﺮ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺣﺎﻝ ﺣﺎﺿـﺮ ﺑـﺴﻴﺎﺭﻱ‬
‫ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ ﺭﺍ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﻨـﺪ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﺳـﺮﻳﻊ ﺍﻻﻧﺘﻘـﺎﻝ ﺭﺍﻩﻫـﺎﻱ ﺟﺪﻳـﺪﻱ )ﻭ‬
‫ﻏﻴﺮﺳﻨﺘﻲ( ﺭﺍ ﺑﺮﺍﻱ ﺳﺎﺧﺘﻦ ﻣﺤﺼﻮﻻﺕ ﻭ ﺳﻴﺴﺘﻢﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﺍﺭﺍﺋﻪ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﭘﺮﻭﮊﻩﻫـﺎﻳﻲ ﻛـﻪ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺳـﺮﻳﻊ‬
‫ﺍﻻﻧﺘﻘﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻧﻤﺎﻳﻨﺪ ﺩﺭ ﺣﺎﻝ ﺩﺳﺖﻳﺎﻓﺘﻦ ﺑﻪ ﻧﺘﺎﻳﺞ ﻣﻄﻠﻮﺏﺗﺮ ﺍﺯ ﻧﻈﺮ ﻣﺤﺪﻭﺩﻩ ﺯﻣﺎﻧﻲ ﻭ ﺻﺮﻓﻪﺟﻮﻳﻲ ﺩﺭ ﻫﺰﻳﻨﻪﻫـﺎ‬
‫ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﻫﺴﺘﻨﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮ ﺍﻳﻦ‪ ،‬ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﺳـﺮﻳﻊ ﺍﻻﻧﺘﻘـﺎﻝ ﺭﺍ‬
‫ﻛﺎﻣﻼ ﭼﺸﻤﮕﻴﺮ ﺗﻮﺻﻴﻒ ﻣﻲﻧﻤﺎﻳﻨﺪ ﭼﺮﺍﻛﻪ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺗﻨﻬﺎ ﻣﺘﺪﻭﻟﻮﮊﻱﻫـﺎﻳﻲ ﻫـﺴﺘﻨﺪ ﻛـﻪ ﺣﻘﻴﻘﺘـﺎ ﺩﺭ ﺍﻧﺠـﺎﻡ ﻛـﺎﺭ‬
‫ﻣﺜﺒﺖ ﻋﻤﻞ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺪﻳﺮﺍﻥ )ﻣﺪﻳﺮﺍﻥ ﺑﺨﺶﻫﺎ‪ ،‬ﭘﺮﻭﮊﻩ ﻭ ‪ ،(...‬ﺑﻴﺸﺘﺮ ﺑﻪ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﭘﻴﭽﻴـﺪﻩ ﺗﻤﺎﻳـﻞ‬
‫ﺩﺍﺭﻧﺪ ﺯﻳﺮﺍ ﻣﻲﺧﻮﺍﻫﻨﺪ ﺗﻤﺎﻡ ﭘﺮﻭﮊﻩ ﺭﺍ ﺗﺎ ﺁﺧﺮﻳﻦ ﻧﻔﺮ‪ -‬ﺳﺎﻋﺖ ﭘﻴﺶﺑﻴﻨﻲ ﻧﻤﺎﻳﻨﺪ ﻭ ﺍﻳـﻦ ﺩﺭﺣـﺎﻟﻲ ﺍﺳـﺖ ﻛـﻪ ﺗـﻴﻢ ﭘـﺮﻭﮊﻩ‬
‫)ﺗﺤﻠﻴﻞ ﮔـﺮﺍﻥ‪ ،‬ﺍﻳﺠﺎﺩﻛﻨﻨـﺪﮔﺎﻥ‪ ،‬ﻛﺪﻧﻮﻳـﺴﺎﻥ ﻭ ‪ (...‬ﺗﻤﺎﻳـﻞ ﺑـﻪ ﭼﺮﺧـﻪﻫـﺎﻱ ﻛﻮﺗـﺎﻩﺗـﺮ ﭘﻮﻳـﺎ ﺩﺍﺭﻧـﺪ‪ .‬ﺻـﻨﺎﻳﻌﻲ ﻛـﻪ ﺍﺯ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻧﻤﺎﻳﻨﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ﻣﺎﻟﻲ‪ ،‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻣﺨﺎﺑﺮﺍﺕ‪ ،‬ﺗﺠﻬﻴـﺰﺍﺕ ﻭ ﺗﻌـﺪﺍﺩ‬
‫ﺯﻳﺎﺩﻱ ﺍﺯ ﺩﻳﮕﺮ ﺻﻨﺎﻳﻊ ﺧﺪﻣﺎﺗﻲ‪ .‬ﻣﻌﺮﻭﻓﺘﺮﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺳﺎﺩﻩ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫·‬ ‫)‪Extreme Programming (XP‬‬
‫·‬ ‫‪Scrum‬‬
‫·‬ ‫‪Crystal‬‬
‫·‬ ‫)‪Dynamic Systems Development Methodology (DSDM‬‬
‫·‬ ‫)‪Rapid Application Development (RAD‬‬

‫‪٣٣‬‬
 ‫·‬ ‫‪Adaptive Software Development‬‬
‫·‬ ‫‪Lean Development‬‬
‫·‬ ‫‪Feature-driven Development‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻫﺎﻱ ﺳﺮﻳﻊ ﺍﻻﻧﺘﻘﺎﻝ‪ ،‬ﺑﻴﺸﺘﺮ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻛﻮﭼﻚ ﻛﻪ ﺗﻴﻢﻫﺎﻱ ﭘﺮﻭﮊﻩ ﻛﻮﭼﻚ ﺩﺭﮔﻴـﺮ ﺁﻥ ﻫـﺴﺘﻨﺪ‬
‫ﻣﻨﺎﺳﺐ ﺍﺳﺖ‪ .‬ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﺑﺎ ﺗﻴﻢﻫﺎﻱ ﺑﺰﺭﮔﺘﺮ‪ ،‬ﭘﻴﭽﻴﺪﮔﻲ ﻭ ﻣﺪﺕﺯﻣﺎﻥ ﻃﻮﻻﻧﻲﺗﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴـﺪﻩ ﺑـﺪﻟﻴﻞ‬
‫ﻓﺮﺍﻫﻢ ﻧﻤﻮﺩﻥ ﺍﻣﻜﺎﻥ ﻛﻨﺘﺮﻝ ﺑﻴﺸﺘﺮ ﺍﻧﺘﺨﺎﺏ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎﻱ ﻛﻮﭼﻚ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ ﺳـﺮﻳﻊ‬
‫ﺍﻻﻧﺘﻘﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻲﻧﻤﺎﻳﻨﺪ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﺳﺮﻳﻌﺘﺮ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺭﺍﻩﺣﻞﻫﺎ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬

‫ﺁﻣﻮﺯﻩﻫﺎ‬

‫‪ .۱‬ﺑﺪﺳﺖ ﺁﻭﺭﺩﻥ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﺑﺮﺍﻱ ﭘﻴﺸﺒﺮﺩ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺯ ﺍﻫﻤﻴـﺖ ﻭﻳـﮋﻩﺍﻱ ﺑـﺮﺍﻱ ﻣﻮﻓﻘﻴـﺖ ﻫـﺮ‬
‫ﺳﺎﺯﻣﺎﻥ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ‪ .‬ﺑﺪﻭﻥ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ‪ ،‬ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺑﻄـﻮﺭ ﻣـﻀﺎﻋﻔﻲ ﭘﻴﭽﻴـﺪﻩ ﻭ‬
‫ﺯﻣﺎﻥﺑﺮ ﻣﻲﮔﺮﺩﺩ‪.‬‬
‫‪ .۲‬ﺍﺑﺘﺪﺍ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺧﻮﺩ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﺎﻳﻴﺪ ﻭ ﺳﭙﺲ ﺑﺮ ﺭﻭﻱ ﺗﺎﻛﺘﻴﻚﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺧﻮﺍﻫﻴﺪ ﻣﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪ ،‬ﺗﻤﺮﻛﺰ ﻧﻤﺎﻳﻴﺪ‪.‬‬

‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﺧﻮﺩ ﺑﻪ ﻧﻮﻋﻲ ﻳﻚ ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ .‬ﻗﺴﻤﺖ ﺳﺨﺖ ﻛﺎﺭ‪ ،‬ﺗﺤﻮﻳﻞ ﻛﺎﺭ‬
‫ﻭ ﺗﺒﺪﻳﻞ ﺁﻥ ﺑﻪ ﺟﺰﺋﻲ ﺍﺯ ﻓﺮﻫﻨﮓ ﻣﺘﺪﺍﻭﻝ ﺷﺮﻛﺖ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﺭﺍ ﻧﻤﻲﺗﻮﺍﻥ ﺗﻨﻬﺎ ﺑﺎ ﺗﻬﻴـﻪ ﭼﻨـﺪ ﻧﻤـﻮﺩﺍﺭ ﻭ‬
‫ﺍﻟﺼﺎﻕ ﺁﻧﻬﺎ ﺑﺮ ﺭﻭﻱ ﺩﻳﻮﺍﺭﻫﺎ ﺷﺮﻭﻉ ﻛﺮﺩ ﻭ ﻣﻨﺘﻈﺮ ﻧﺘﻴﺠﻪ ﺑـﻮﺩ‪ .‬ﺩﺭ ﺣﻘﻴﻘـﺖ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﭼﻨـﺪ ﻣـﺎﻩ ﻃـﻮﻝ ﺑﻜـﺸﺪ ﺗـﺎ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻄﻮﺭ ﻛﺎﻣﻞ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﻮﺩ‪ .‬ﺍﻛﺜﺮ ﭼﺮﺧﻪﻫﺎﻱ ﺣﻴﺎﺕ ﭘﺮﻭﮊﻩ ﻣﻮﺍﺭﺩ ﺫﻳﻞ ﺭﺍ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‪:‬‬
‫· ﺍﺗﻮﻣﺎﺳﻴﻮﻥ ﻭ ﮔﺮﺩﺵ ﻛﺎﺭ‪،‬‬
‫· ﺳﻬﻮﻟﺖ ﺍﺳﺘﻔﺎﺩﻩ‪،‬‬
‫· ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻣﻨﺎﺳﺐ‪،‬‬
‫· ﻛﺴﺐ ﻣﻘﺒﻮﻟﻴﺖ ﺩﺭ ﺗﻤﺎﻡ ﺳﺎﺯﻣﺎﻥ‪.‬‬
‫ﺩﻩﻫﺎ ﺷﺮﻛﺖﻫﺎﻱ ﻣﺸﺎﻭﺭﻩﺍﻱ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺧﺪﻣﺎﺕ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣـﻲﻧﻤﺎﻳﻨـﺪ‬
‫ﻛﻪ ﺩﺍﺭﺍﻱ ﻣﺤﺪﻭﺩﻩ ﻗﻴﻤﺖ ﻣﺘﻔﺎﻭﺗﻲ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﻣﺘﺎﺳﻔﺎﻧﻪ ﺗﻌﺪﺍﺩ ﻣﺤﺪﻭﺩﻱ ﺍﺯ ﺁﻧﻬـﺎ ﻛـﻞ ﺳـﺎﺯﻣﺎﻥ ﻭ ﺗﻤـﺎﻣﻲ ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ‬
‫ﺩﺭﻭﻥ ﺁﻥ ﺭﺍ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ‪.‬‬

‫‪٣٤‬‬
‫ﻳﻜﻲ ﺍﺯ ﮔﺎﻡﻫﺎ ﺩﺭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳـﺰﻱ ﻣﻨﺎﺳـﺐ ﺍﺳـﺖ‪ .‬ﻣـﺴﺎﺋﻠﻲ ﻛـﻪ ﺑﺎﻳـﺪ ﭘـﻴﺶ ﺍﺯ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺎﺧﺖ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺎﻳﺪ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ ﺑﺸﺮﺡ ﺫﻳﻞ ﻣﻲﺑﺎﺷﻨﺪ‪:‬‬
‫· ﺁﻳﺎ ﺑﺎ ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺑﻴﺸﺘﺮﻳﻦ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﺍﺯ ﺳﺮﻣﺎﻳﻪ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ؟‬
‫· ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩ ﭼﮕﻮﻧﻪ ﺍﻳﺠﺎﺩ ﺧﻮﺍﻫﻨﺪ ﺷﺪ؟‬
‫· ﺁﻳﺎ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻧﻤﻮﻧﻪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺩﺭ ﺟﺎﻱ ﺧﻮﺩ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ؟‬
‫· ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﺻﺤﻴﺢ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﺍﺳﺖ؟‬
‫· ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺮﺍﻱ ﻛﺎﺭﺑﺮﺩ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﺩﺭ ﺍﻧﺪﺍﺯﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ‪ ،‬ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﻣﻲﺑﺎﺷﺪ؟‬
‫· ﺁﻳﺎ ﺑﺎ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻳﺎﺩﮔﻴﺮﻱ ﻭ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ؟‬
‫· ﺁﻳﺎ ﻣﺎ ﻗﺎﺩﺭ ﺑﻪ ﺳﻨﺠﺶ ﻣﺰﺍﻳﺎﻱ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﻴﻢ؟ ﭼﮕﻮﻧﻪ ﺍﻳﻦ ﺭﺍ ﻣﻲﺩﺍﻧﻴﻢ؟‬
‫· ﺁﻳﺎ ﻃﻲ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﺍﻳﻦ ﭘﺮﻭﮊﻩ‪ ،‬ﺑﻬﺮﻩﻭﺭﻱ ﺑﻬﻴﻨﻪ ﺣﺎﺻﻞ ﻣﻲﮔﺮﺩﺩ؟‬
‫ﺗﻨﻬﺎ ﭼﻴﺰﻱ ﻛﻪ ﭘﺮﻭﮊﻩ ﺭﺍ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻋﺎﺩﻱ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻧﻤﺎﻳﺪ‪ ،‬ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ .‬ﺑﺮﺍﻱ ﺩﺳﺖ ﻳﺎﻓﺘﻦ ﺑـﻪ‬
‫ﺩﺭﻛﻲ ﺟﺎﻣﻊ ﺍﺯ ﺍﺻﻮﻝ )ﺩﻳﺴﻴﭙﻠﻴﻦﻫﺎﻱ( ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﻫﻢ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻭ ﻫـﻢ ﻣـﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳـﻲ ﺑﺎﻳـﺪ ﻣﺤـﺪﻭﺩﻩ‬
‫ﻭﺳﻴﻌﻲ ﺍﺯ ﻣﺴﺎﺋﻞ ﺗﺎﺛﻴﺮﮔﺬﺍﺭ ﺑﺮ ﺗﻤﺎﻣﻲ ﻣﺮﺍﺣﻞ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﺩﺭ ﺗﻤﺎﻣﻲ ﺍﻧﻮﺍﻉ ﭘﺮﻭﮊﻩﻫﺎ ﺭﺍ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭﺩﻫﻨﺪ‪ .‬ﺍﻳـﻦ ﺍﻣـﺮ‬
‫ﻳﻚ ﭼﺎﻟﺶ ﺑﺴﻴﺎﺭ ﺟﺪﻱ ﺍﺳﺖ ﻭ ﺑﻪ ﺗﺤﻠﻴﻞﻫﺎ ﻭ ﺍﺩﺭﺍﻛﺎﺕ ﻭﺳـﻴﻊ ﻭ ﺍﺳﺎﺳـﻲ ﻧﻴـﺎﺯ ﺩﺍﺭﺩ‪ .‬ﺣﻔـﻆ ﻳـﻚ ﺩﻳـﺪﮔﺎﻩ ﻣﻔﻬـﻮﻣﻲ‬
‫ﻳﻜﻨﻮﺍﺧﺖ ﺍﺯ ﺍﺻﻮﻝ ﺩﺭ ﺍﻳﻦ ﺳﻄﺢ ﻭﺳﻴﻊ ﺑﺴﻴﺎﺭ ﻣﺸﻜﻞ ﺍﺳﺖ‪.‬‬

‫ﻣﺴﺎﺋﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﺤﻮﻳﻞ )‪ (Rollout‬ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﺑﺮﺧﻲ ﺍﺯ ﻣﺘﺪﻟﻮﮊﻱﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﺻﺮﻓﺎ ﺑﺮ ﺭﻭﻱ ﺧـﻮﺩ ﺗﻜﻨﻮﻟـﻮﮊﻱ ﻣﺘﻤﺮﻛـﺰ ﻣـﻲﮔﺮﺩﻧـﺪ )ﻣﺎﻧﻨـﺪ ‪،Siebel‬‬
‫‪ SAP‬ﻭ ‪ (Oracle‬ﺩﺭ ﺣﺎﻟﻴﻜﻪ ﺑﺮﺧﻲ ﺩﻳﮕﺮ ﺑﻴﺸﺘﺮ ﺑﺮ ﺭﻭﻱ ﺭﻭﻳﻜﺮﺩ ﺟﺎﻣﻊﺗﺮﻱ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻣﺘﻤﺮﻛﺰ ﺷﺪﻩﺍﻧـﺪ‪ .‬ﻻﺯﻡ‬
‫ﺍﺳﺖ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺮ ﺍﺳﺎﺱ ﻧﻴﺎﺯﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻧﺘﺨﺎﺏ ﺷﻮﺩ‪ .‬ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺍﮔـﺮ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺯﻣﻴﻨـﻪ ﺳـﺎﺧﺖ ﻭﺳـﺎﻳﻞ‬
‫ﻧﻘﻠﻴﻪ ﻓﻀﺎﻳﻲ ﻛﺎﺭ ﻣﻲﻛﻨﺪ ﻧﺒﺎﻳﺪ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ‪ Siebel‬ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﺪ‪ ،‬ﺑﻠﻜﻪ ﺑﺎﻳﺪ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ‪ NASA‬ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﻛﻨﺪ‪ .‬ﻳﻚ ﻣﺪﻳﺮ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺟﻮﺍﻧﺐ ﻣﻬﻢ ﻭ ﻣﺨﺘﻠﻒ ﺭﺍ ﭘـﻴﺶ ﺍﺯ ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺟﺪﻳـﺪ ﻣـﺪ ﻧﻈـﺮ ﻗـﺮﺍﺭ ﺩﻫـﺪ‪.‬‬
‫ﻫﻤﭽﻨﻴﻦ ﻻﺯﻡ ﺍﺳﺖ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﭘﻴﺶ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻧﻴﺰ ﻗﺒﻞ ﺍﺯ ﺁﻏﺎﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻫـﺮ ﮔﻮﻧـﻪ ﻣﺘـﺪﻭﻟﻮﮊﻱ‪ ،‬ﺑـﺸﺮﺡ ﺫﻳـﻞ‬
‫ﺍﻧﺠﺎﻡ ﮔﺮﺩﻧﺪ‪:‬‬
‫· ﺍﻧﺠﺎﻡ ﺑﺮﺭﺳﻲ ﺑﺮﺍﻱ ﺷﻨﺎﺧﺖ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺟﺎﺭﻱ ﺷﺎﻣﻞ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﺿﻌﻒ ﺁﻧﻬﺎ‪،‬‬

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‫· ﺗﺒﻴﻴﻦ ﻭ ﺗﻬﻴﻪ ﻳﻚ ﻃﺮﺡ ﺍﻭﻟﻴﻪ )‪ (Blueprint‬ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﺳﻄﺢ ﻭ ﺣـﺪﻭﺩﻱ ﻛـﻪ ﺳـﺎﺯﻣﺎﻥ ﻗـﺼﺪ ﺑﻜـﺎﺭﮔﻴﺮﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﺑﻬﺘﺮﻳﻦ ﻧﻤﻮﻧﻪﻫﺎﻱ ﻋﻤﻠﻲ ﺑﺮﺍﻱ ﺳﺎﻳﺮ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺭﺍ ﺩﺍﺭﺩ )ﻳﻚ ﭘﺮﺳﺸﻨﺎﻣﻪ ﻣﻲﺗﻮﺍﻧﺪ ﻛﺎﻓﻲ ﺑﺎﺷﺪ(‪،‬‬
‫· ﺗﻮﺳﻌﻪ ﻭ ﺍﻧﻄﺒﺎﻕ ﺩﺍﺩﻥ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺑﺎ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻦ ﻧﻘﺶﻫﺎ ﻭ ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ ﺩﺭ ﭘﺮﻭﮊﻩ‪،‬‬
‫· ﺗﻬﻴﻪ ﺍﺑﺰﺍﺭ ﻭ ﻓﺮﻡﻫﺎ )‪ (Templates‬ﺟﻬﺖ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻓﺮﺁﻳﻨﺪﻫﺎ‪،‬‬
‫· ﺗﻬﻴﻪ ﻭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺮﻧﺎﻣﻪ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﺮﺍﻱ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺟﺪﻳﺪ‪،‬‬
‫· ﻫﺪﺍﻳﺖ ﻭ ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﺍﻥ ﺑﺮﻧﺎﻣﻪ )‪ ،(Program Managers‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ‪،‬‬
‫· ﺑﺨﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺟﺪﻳﺪ ﻧﺤﻮﻩ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎ ﺭﺍ ﺗﻐﻴﻴﺮ ﻣﻲﺩﻫﻨﺪ‪ .‬ﺭﻣﺰ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﭘﺬﻳﺮﺵ ﺍﻳـﻦ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﺭﻭﺷﻲ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﻣﻌﺮﻓﻲ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺁﻧﻬﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﻻﺯﻡ ﺍﺳﺖ ﺟﺪﻭﻝ ﺯﻣﺎﻧﻲ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺸﻜﻠﻲ ﻭﺍﻗﻊﮔﺮﺍﻳﺎﻧﻪ ﺗﻨﻈﻴﻢ ﺷﻮﺩ‪ .‬ﺩﺭ ﻫﻨﮕﺎﻡ ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎﻱ‬
‫ﭘﺮﻭﮊﻩ ﻳﺎ ﺗﻮﺳﻌﻪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭﺻﻮﺭﺗﻴﻜﻪ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ‪ ،‬ﻭﺍﻗﻊ ﮔﺮﺍﻳﺎﻧﻪ ﺗﻨﻈﻴﻢ ﻧﺸﺪﻩ ﺑﺎﺷﺪ ﻳﺎ ﺍﻧﺘﻈﺎﺭﺍﺗﻲ ﻏﻠﻂ ﺗﻨﻈـﻴﻢ‬
‫ﺷﺪﻩ ﺑﺎﺷﻨﺪ‪ ،‬ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺼﻮﺭﺕ ﺗﺼﺎﻋﺪﻱ ﺍﻓﺰﺍﻳﺶ ﻳﺎﺑﺪ‪ .‬ﺗﺼﻮﺭﺍﺕ ﻣﻮﺟﻮﺩ ﺩﺭﺧﺼﻮﺹ ﻣﺪﺕ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑـﺮﺍﻱ‬
‫ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺑﻌﻀﻲ ﺍﻭﻗﺎﺕ ﺍﺯ ﻫﻤﺎﻥ ﭘﺎﻳﻪ ﻏﻠﻂ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﭼﮕﻮﻧﮕﻲ ﺁﻏﺎﺯ‬

‫ﻳﻜﻲ ﺍﺯ ﺍﻭﻟﻴﻦ ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺷﻮﻧﺪ‪ ،‬ﺍﺳﺘﻘﺮﺍﺭ ﻳﻚ ﺗﻴﻢ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻣـﻲﺑﺎﺷـﺪ‪ .‬ﺍﻳـﻦ ﺗـﻴﻢ ﻣـﺴﺌﻮﻝ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻋﻤﻮﻣﻲ )‪ (Overall Methodology‬ﻳـﺎ ﭼﻬـﺎﺭﭼﻮﺑﻲ ﻛـﻪ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ‬
‫ﺧﻮﺍﻫﺪ ﮔﺮﻓﺖ ﻣﻲﺑﺎﺷﺪ‪ .‬ﭘﺲ ﺍﺯ ﺗﺸﻜﻴﻞ ﺗﻴﻢ ﻭ ﺗﻮﺟﻴﻪ ﻛﺎﻣﻞ ﻫﺪﻑﻫﺎﻱ ﺁﻥ‪ ،‬ﺍﻳﻦ ﺗـﻴﻢ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺍﺯ ﻧﻈـﺮ ﻧـﻮﻉ ﻛـﺎﺭ ﻭ‬
‫ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﻛﻪ ﻋﻤﻮﻣﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻣﻲﮔﻴﺮﻧﺪ‪ ،‬ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ ﻭ ﺳﭙﺲ ﻳﻚ ﺍﺳﺘﺨﻮﺍﻥﺑﻨﺪﻱ ﺑﺮ ﺍﺳـﺎﺱ‬
‫ﻳﻜﻲ ﺍﺯ ﭼﻬﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﺘﺪﻟﻮﮊﻱ ﻣﺮﺳﻮﻡ ﺍﻳﺠﺎﺩ ﻣﻲﺷﻮﺩ‪ .‬ﺩﺭ ﻣﺮﺣﻠﻪ ﺑﻌﺪ ﺗﻨﻈﻴﻤﺎﺕ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﺑـﺮﺍﻱ ﻣﻨﻄﺒـﻖ ﻧﻤـﻮﺩﻥ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﻭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﮔـﺴﺘﺮﺵ ﺩﺍﺩﻩ ﻣـﻲﺷـﻮﺩ‪ .‬ﻻﺯﻡ‬
‫ﺍﺳﺖ ﻛﻪ ﺑﺎﺯﺧﻮﺭﺩﻫﺎ ﺑﺮﺍﻱ ﺗﺼﺤﻴﺢ ﻣﺴﺎﺋﻞ ﺑﺤﺮﺍﻧﻲ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﻭ ﻣﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ ﮔﻴﺮﻧـﺪ‪ .‬ﭘـﺲ ﺍﺯ ﺍﻳﻨﻜـﻪ‬
‫ﺍﺻﻼﺣﺎﺕ ﺍﻧﺠﺎﻡ ﮔﺮﻓﺘﻨﺪ‪ ،‬ﻳﻚ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ )‪ ،(Pilot‬ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﭘﺮﻭﮊﻩ ﻭﺍﻗﻌﻲ‪ ،‬ﺑﺮﺍﻱ ﺁﺯﻣﻮﺩﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺷﺮﻭﻉ‬
‫ﻣﻲﺷﻮﺩ‪ .‬ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ ﺑﺎﻳﺪ ﮔﺎﻡﻫﺎﻱ ﺯﻳﺮ ﺍﻧﺠﺎﻡ ﮔﻴﺮﻧﺪ‪:‬‬
‫· ﺍﺟﺮﺍﻱ ﺁﺯﻣﺎﻳﺸﻲ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻛﺎﺭﮔﺎﻩﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ‪،‬‬
‫· ﺗﺸﻜﻴﻞ ﻭ ﺍﺳﺘﻘﺮﺍﺭ ﺩﻓﺘـﺮ ﺍﺩﺍﺭﻩ ﭘـﺮﻭﮊﻩ‪ ،‬ﻣـﺪﻳﺮﻳﺖ ﻛـﻼﻥ ﭘـﺮﻭﮊﻩﻫـﺎ )‪ ،(Portfolio Management‬ﻭ ﺳـﺎﻳﺮ‬
‫ﻛﺎﺭﻫﺎﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﺮﺍﻱ ﺗﻮﺍﻧﺎ ﺳﺎﺧﺘﻦ ﻣﺘﺪﻟﻮﮊﻱ ﺭﺍﻫﻨﻤﺎﻱ ﺟﺪﻳﺪ‪،‬‬

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 ‫· ﺑﻜﺎﺭﮔﻴﺮﻱ ﺳﻴﺴﺘﻢ ﺑﺎﺯﺧﻮﺭﺩ ﻫﻨﮕﺎﻡ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻃﺮﺡ ﺭﺍﻫﻨﻤﺎ‪،‬‬
‫· ﺗﺪﻭﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‪،‬‬
‫· ﺳﻨﺠﺶ ﭘﻴﻮﺳﺘﻪ ﻧﺘﺎﻳﺞ ﺩﺭ ﺗﻤﺎﻡ ﻃﻮﻝ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍﻫﻨﻤﺎ‪.‬‬

‫ﭼﮕﻮﻧﮕﻲ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﻣﻬﻤﺘﺮﻳﻦ ﻭ ﺍﻭﻟﻴﻦ ﻛﺎﺭ ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺑﺎﺯﻧﮕﺮﻱ ﺭﺍﻫﺒﺮﺩ ﻛﺴﺐﻭﻛـﺎﺭ )‪ (Business Strategy‬ﻭ ﺣـﺼﻮﻝ ﺗﻮﺍﻓـﻖ‬
‫ﺑﺮ ﺭﻭﻱ ﻧﻴﺎﺯ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﭘﺮﻭﮊﻩ ﺩﺭ ﺩﺍﺧﻞ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎﻳـﺪ ﺑﺘـﺪﺭﻳﺞ ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﺷـﻮﺩ‪،‬‬
‫ﭼﺮﺍﻛﻪ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻛﺎﻣﻞ ﺁﻥ ﺩﺭ ﺗﻤﺎﻣﻲ ﺑﺨﺶﻫﺎ ﻭ ﺷﺮﻛﺖﻫﺎﻱ ﺯﻳﺮﻣﺠﻤﻮﻋـﻪ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ‪ ،‬ﺑـﺪﻭﻥ ﻛـﺴﺐ ﻣﻮﻓﻘﻴـﺖ‬
‫ﺩﺭ ﻣﻘﻴﺎﺱﻫﺎﻱ ﻛﻮﭼﻜﺘﺮ‪ ،‬ﺑﺴﻴﺎﺭ ﻣﺸﻜﻞ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺼﻮﺭﺕ ﮔﺎﻡ ﺑﻪ ﮔﺎﻡ‪ ،‬ﺑﺎﻋﺚ ﻧﻤﺎﻳـﺎﻥ ﺷـﺪﻥ‬
‫ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﺯﻭﺩﻫﻨﮕﺎﻡ ﺷـﺪﻩ ﻭ ﺍﻣﻜـﺎﻥ ﺍﻧﺠـﺎﻡ ﺗﻨﻈﻴﻤـﺎﺗﻲ ﻛـﻪ ﺩﺭ ﺭﺍﻩﺍﻧـﺪﺍﺯﻱ ﺗـﻚ ﻣﺮﺣﻠـﻪﺍﻱ ﻣﻤﻜـﻦ ﻧﻤـﻲﺑﺎﺷـﺪ‪،‬‬
‫ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﭘﺮﻭﮊﻩ ﺑﻪ ﻣﺮﺣﻠﻪ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺳﻴﺪ‪ ،‬ﻣﻲﺗﻮﺍﻥ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻧﻤﻮﺩ ﻛﻪ ﻳـﻚ ﭘـﺮﻭﮊﻩ ﺭﺍﻫﻨﻤـﺎ‬
‫ﺑﺮﺍﻱ ﺍﺛﺒﺎﺕ ﻛﺎﺭﺍﻳﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑـﻪ ﻳـﻚ ﺳـﻨﺎﺭﻳﻮ ﺑﺮﺧـﻮﺭﺩ ﻧﻤﺎﻳﻴـﺪ ﻛـﻪ ﺩﺭ ﺁﻥ‬
‫ﻓﺮﺁﻳﻨﺪﻱ ﺩﺭﺳﺖ ﻛﺎﺭ ﻧﻜﻨﺪ‪ ،‬ﻳﺎ ﻣﻤﻜﻦ ﺍﺳﺖ ﻻﺯﻡ ﺷﻮﺩ ﻓﺎﺯﻱ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﺩﺳﺘﻜﺎﺭﻱ ﺷـﻮﺩ‪ .‬ﺍﮔـﺮ ﭘـﺮﻭﮊﻩ ﺑﺨـﺎﻃﺮ‬
‫ﭘﻴﭽﻴﺪﻩ ﺑﻮﺩﻥ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻪ ﺷﻜﺴﺖ ﺑﻴﺎﻧﺠﺎﻣـﺪ ﻭ ﻳـﺎ ﺑﺨـﺎﻃﺮ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ ﺍﺩﺍﺭﺍﻱ )‪(Administrative‬‬

‫ﺩﭼﺎﺭ ﺗﺎﺧﻴﺮ ﮔﺮﺩﺩ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺣﺎﻣﻲ ﭘﺮﻭﮊﻩ ﻛﻪ ﺩﺭ ﺣﻘﻴﻘﺖ ﺍﻳﺪﻩﭘﺮﺩﺍﺯ ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ ،‬ﻣﻼﻗﺎﺕ ﻧﻤﻮﺩ‪ .‬ﻣـﺸﻜﻼﺕ ﻛـﻢ‬
‫ﺍﻫﻤﻴﺖ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺗﺠﺮﺑﻪ ﻛﺴﺐ ﺷﺪﻩ ﺩﺭ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ ﺑﺮﻃﺮﻑ ﻧﻤﻮﺩ‪ .‬ﺩﺭﺻﻮﺭﺗﻴﻜﻪ ﺁﻣﻮﺯﻩﻫﺎﻱ ﻛﺴﺐ ﺷـﺪﻩ‬
‫ﺍﺯ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ‪ ،‬ﭘﺮﻭﮊﻩ ﺩﻭﻡ ﺑﺎ ﺳﻬﻮﻟﺖ ﺑﻴﺸﺘﺮﻱ ﺍﻧﺠﺎﻡ ﺧﻮﺍﻫﺪ ﺷـﺪ‪ .‬ﻫﻤﭽﻨـﻴﻦ ﺿـﺮﻭﺭﻱ ﺍﺳـﺖ ﻛـﻪ‬
‫ﭼﺮﺧﻪ ﺑﺎﺯﺧﻮﺭﺩ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺗﻨﻈﻴﻤﺎﺕ ﻭ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﺑﻌﻼﻭﻩ‪ ،‬ﭘﻴﺶ ﺍﺯ ﺁﻏﺎﺯ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ‪ ،‬ﮔﺮﻭﻫﻲ ﻣﻨﺘﺨﺐ ﺍﺯ ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭﮊﻩ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﺑﺎﻳـﺪ ﺩﺭ ﻓﺮﺁﻳﻨـﺪ ﻣﻌﺮﻓـﻲ ﺁﻥ‬
‫ﻣﺸﺎﺭﻛﺖ ﻧﻤﺎﻳﻨﺪ‪ .‬ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﺫﻳﻨﻔﻌﺎﻥ ﺗﻮﺟﻴﻪ ﺷﺪﻧﺪ ﻭ ﺍﻋﺘﻤﺎﺩ ﺁﻧﻬﺎ ﻧﺴﺒﺖ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﻠﺐ ﮔﺮﺩﻳﺪ‪ ،‬ﻻﺯﻡ ﺍﺳـﺖ ﺗـﻴﻢ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﻪ ﺭﻭﺷﻲ ﻫﻤﻜﺎﺭﺍﻧﻪ ﻭ ﻣﺸﺎﺭﻛﺘﻲ ﺑﺮﺍﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺑﻜﺎﺭ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﺳﻮﺍﻻﺕ ﺣـﺴﺎﺳﻲ ﻛـﻪ ﻗﺒـﻞ ﺍﺯ ﺭﺍﻩﺍﻧـﺪﺍﺯﻱ‬
‫ﺑﺎﻳﺪ ﺍﺯ ﺧﻮﺩ ﺑﭙﺮﺳﻴﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫· ﻫﺪﻑ ﺍﺯ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ ﭼﻪ ﻣﻲﺑﺎﺷﺪ؟ ﺑﻪ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺩﺳﺖﻳﺎﻓﺘﻪ ﺧﻮﺍﻫﺪ ﺷﺪ؟‬
‫· ﺍﻫﺪﺍﻑ ﻋﻴﻨﻲ ﭘﺮﻭﮊﻩ ﭼﻪ ﻣﻲﺑﺎﺷﻨﺪ؟‬
‫· ﭘﺮﻭﮊﻩ ﺩﺭ ﭼﻪ ﺯﻣﻴﻨﻪﺍﻱ ﺍﺯ ﺻﻨﻌﺖ ﻣﻲﺑﺎﺷﺪ؟‬

‫‪٣٧‬‬
 ‫· ﭼﻪ ﺍﻗﻼﻡ ﻗﺎﺑﻞ ﺗﺤﻮﻳﻞ ﻭ ﻣﻘﺎﻃﻊ ﻣﻬﻤﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺧﻮﺍﻫﺪ ﺑﻮﺩ؟‬
‫· ﭘﺮﻭﮊﻩ ﻃﻲ ﭼﻪ ﻣﺪﺗﻲ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺷﻮﺩ؟‬
‫· ﺑﻪ ﭼﻪ ﻣﻴﺰﺍﻥ ﻣﻨﺎﺑﻊ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩ ﺩﺭ ﺩﺳﺘﺮﺱ ﻣﻲﺑﺎﺷﺪ؟‬
‫· ﺁﻳﺎ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺗﻮﺳﻂ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ ﺻﺤﻪﮔﺬﺍﺭﻱ )ﺗﺼﻮﻳﺐ( ﺷﻮﺩ؟‬
‫· ﭼﻪ ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎﻳﻲ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﺧﻮﺍﻫﻨﺪ ﮔﺮﻓﺖ؟‬

‫ﻣﻌﺮﻓﻲ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﺑﻪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺮ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺗﺎﺛﻴﺮﮔﺬﺍﺭ ﺍﺳﺖ‪:‬‬

‫· ﺍﻓﺮﺍﺩ‪،‬‬
‫· ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﺁﻧﻬﺎ‪،‬‬
‫· ﻓﺮﺁﻳﻨﺪﻫﺎ‪،‬‬
‫· ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎﻱ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‪.‬‬
‫ﺍﻳﻦ ﺗﺎﺛﻴﺮﺍﺕ ﺑﺎﻳﺪ ﺑﺮﺭﺳﻲ ﺷﺪﻩ ﻭ ﺑﻪ ﺗﺒﻊ ﺁﻥ ﻣﺪﻳﺮﻳﺖ ﺷﻮﺩ‪ .‬ﻳﻚ ﭼﻚﻟﻴﺴﺖ ﻣﻔﻴـﺪ ﺍﺯ ﻣـﺴﺎﺋﻞ ﻭ ﺩﻏﺪﻏـﻪﻫـﺎ ﺑﺎﻳـﺪ‬
‫ﺁﻣﺎﺩﻩ ﺷﻮﺩ ﻛﻪ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻓﺮﻫﻨﮓ‪ ،‬ﺍﻓﺮﺍﺩ ﻭ ﺣﺘﻲ ﻧﺤﻮﻩ ﺑﺮﺧﻮﺭﺩ ﺁﻧﻬﺎ ﺑﺎ ﺗﻐﻴﻴﺮ ﺭﺍ ﭘﻮﺷﺶ ﺩﻫﺪ‪.‬‬

‫ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﺩﺭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‬

‫ﺩﺭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻫﺮ ﭘﺮﻭﮊﻩ‪ ،‬ﺍﺭﺍﺋﻪ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪ ﺑﻪ ﻳﻚ ﺗـﻴﻢ ﭘـﺮﻭﮊﻩ ﻣـﻲﺑﺎﺷـﺪ ﻛـﻪ ﻳـﻚ ﻣـﺴﺌﻮﻝ‬
‫ﻣﺸﺨﺺ ﺑﻪ ﺁﻥ ﺗﺨﺼﻴﺺ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪ .‬ﺩﺳﺖﺍﻧﺪﺭﻛﺎﺭﺍﻥ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ‪ ،‬ﺑﻪ ﻫﻤﺮﺍﻩ ﻧﻘـﺶﻫـﺎ ﻭ‬
‫ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻳﺸﺎﻥ ﺩﺭ ﺟﺪﻭﻝ ﺷﻤﺎﺭﻩ ‪ ۷‬ﺍﺭﺍﺋﻪ ﺷﺪﻩﺍﻧﺪ‪:‬‬
‫ﭘﺎﺭﻩ‬ ‫ﺗﻤﺎﻡ‬
‫ﻣﺴﺌﻮﻟﻴﺖ‬ ‫ﻧﻘﺶ‬
‫ﻭﻗﺖ‬ ‫ﻭﻗﺖ‬
‫‪ü‬‬ ‫ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺟﺮﺍﻳﻲ ﺑﻮﺩﻩ ﻭ ﺍﻳﺪﻩﭘﺮﺩﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪.‬‬ ‫ﺣﺎﻣﻲ ﭘﺮﻭﮊﻩ‬
‫‪ü‬‬ ‫)‪ (Project Sponsor‬ﺍﺯ ﺳﺮﭘﺮﺳﺖ ﭘﺮﻭﮊﻩ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ ﻭﻱ ﺑﺎﺯﺧﻮﺭﺩ ﻣﻲﺩﻫﺪ‪.‬‬
‫‪ü‬‬ ‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻛﻠﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﻣﺪﻳﺮﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﺍﻧﺘﻈﺎﺭﺍﺕ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺫﻳﻨﻔﻌﺎﻥ ﺭﺍ ﻣﺪﻳﺮﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬ ‫ﺳﺮﭘﺮﺳﺖ ﭘﺮﻭﮊﻩ‬
‫ﺑﺮﺁﻭﺭﺩﻩ ﺷـﺪﻥ ﺍﻗـﻼﻡ ﻗﺎﺑـﻞ ﺗﺤﻮﻳـﻞ ﻭ ﻣﻘـﺎﻃﻊ ﻣﻬـﻢ ﭘـﺮﻭﮊﻩ ﺭﺍ ﺗـﻀﻤﻴﻦ‬ ‫)‪(Project Lead‬‬
‫‪ü‬‬
‫ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﺗﻤﺎﻣﻲ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻭ ﺍﻟﺰﺍﻣﺎﺕ ﺗﺠﺎﺭﻱ ﺭﺍ ﻣﺪﻳﺮﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺪﻝ ﻛـﺴﺐﻭﻛـﺎﺭ ﺍﺭﺍﺋـﻪ ﺷـﺪﻩ ﺭﺍ ﻃـﺮﺡﺭﻳـﺰﻱ ﻭ ﻣـﺪﻝﺳـﺎﺯﻱ‬ ‫ﺗﺤﻠﻴﻞﮔﺮ ﺗﺠﺎﺭﻱ‬
‫‪ü‬‬ ‫‪(Business‬‬
‫ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫)‪Analyst‬‬
‫‪ü‬‬ ‫ﮔﺮﺩﺵ ﻛﺎﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺭﺍ ﺗﺪﻭﻳﻦ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﻛﺎﺭﺷﻨﺎﺱ ﻣﺘﺨﺼﺺ ﺍﻃﻼﻋﺎﺕ ﺗﺨﺼﺼﻲ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺗﺎﻣﻴﻦ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫‪ (Subject Matter‬ﺩﺭ ﺗﻤﺎﻣﻲ ﺟﻠﺴﺎﺕ ﺑﺎﺯﻧﮕﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺷﺮﻛﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫)‪Expert‬‬

‫‪٣٨‬‬
 ‫‪ü‬‬ ‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ ﻭ ﺳﺨﺖﺍﻓﺰﺍﺭﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﺭﺍﻳﺎﻧﻪ‬
‫‪ü‬‬ ‫ﻣﻌﻴﺎﺭﻫﺎﻱ ﻃﺮﺍﺣﻲ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﺍﻃﻼﻋﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺍﻟﺰﺍﻣﺎﺕ ﺍﺩﺍﺭﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫ﻣﺪﻳﺮﺍﻥ ﺑﺨﺶﻫﺎ‬
‫‪ü‬‬ ‫ﺩﺭﺻﻮﺭﺕ ﻧﻴﺎﺯ ﺑﻪ ﺗﺎﻣﻴﻦ ﻣﻨﺎﺑﻊ ﻛﻤﻚ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﺧﺪﻣﺎﺕ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ ﻭ ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪.‬‬
‫‪ü‬‬ ‫ﺩﺭ ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ ﻭ ﺍﻧﺠﺎﻡ ﺁﺯﻣﻮﻥ ﭘﺬﻳﺮﺵ ﻫﻤﻜﺎﺭﻱ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬
‫ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪﮔﺎﻥ‬
‫‪ü‬‬ ‫ﻣﺴﺘﻨﺪﺍﺕ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺗﺎﻣﻴﻦ ﻧﻤﺎﻳﺪ‪.‬‬
‫‪ü‬‬ ‫ﺁﻣﻮﺯﺵ ﻛﺎﺭﺑﺮﺍﻥ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ -۷‬ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﺩﺭ ﺗﺤﻮﻳﻞ ﭘﺮﻭﮊﻩ‬

‫ﺁﻣﻮﺯﺵ ﻣﺘﺪﻭﻟﻮﮊﻱ‬
‫ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺟﺪﻳﺪ‪ ،‬ﻳﻚ ﻣﻮﺿﻮﻉ ﺑﺴﻴﺎﺭ ﻣﻬﻢ‪ ،‬ﺁﻣﻮﺯﺵ ﭘﺮﺳﻨﻞ ﻣﻲﺑﺎﺷـﺪ‪ .‬ﺗﻌـﺪﺍﺩ ﺯﻳـﺎﺩﻱ ﻣـﺪﻳﺮ‬
‫ﭘﺮﻭﮊﻩ‪ ،‬ﺗﺤﻠﻴﻞﮔﺮ‪ ،‬ﻣﻬﻨﺪﺱ ﻭ ﺗﻜﻨﻴﺴﻴﻦ ﺑﺎ ﺗﺨﺼﺺﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺩﺭ ﺯﻣﻴﻨﻪﻫﺎﻱ ﺫﻳﻞ ﻛﻪ ﺑﺨﺶﻫﺎﻳﻲ ﺍﺯ‬
‫ﺁﻣﻮﺯﺵ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﻪ ﻣﻴﺰﺍﻥ ﻣﻨﺎﺳﺒﻲ ﺁﻣﻮﺯﺵ ﻧﺪﻳﺪﻩﺍﻧﺪ‪ .‬ﺍﻳﻦ ﺯﻣﻴﻨﻪﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫· ﺷﻨﺎﺧﺖ ﻭ ﺟﻤﻊﺁﻭﺭﻱ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ‪،‬‬
‫· ﺍﻳﺠﺎﺩ ﻛﻴﻔﻴﺖ ﺩﺭ ﭘﺮﻭﮊﻩ‪،‬‬
‫· ﻣﺪﻳﺮﻳﺖ ﭘﻴﻜﺮﺑﻨﺪﻱ‪.‬‬
‫ﺑﺨﺮﺩﺍﻧﻪ ﺍﺳﺖ ﻛﻪ ﭘﺮﺳﻨﻞ ﺭﺍ ﭘﻴﺶ ﺍﺯ ﺍﺭﺍﺋﻪ ﻳﺎ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﺩﺭ ﺟﺮﻳﺎﻥ ﺍﻣﻮﺭ ﻗﺮﺍﺭ ﺩﺍﺩ‪ .‬ﻋـﺪﻡ ﺗﻮﻓﻴـﻖ‬
‫ﺩﺭ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛﺎﺭ ﺑﺎﻋﺚ ﺿﻌﻴﻒﺗﺮ ﺷﺪﻥ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻـﻞ ﻧﻤـﻮﺩ ﻛـﻪ ﻛـﺎﺭﺑﺮﺍﻥ ﺍﺯ‬
‫ﭼﮕﻮﻧﮕﻲ ﺗﻄﺒﻴﻖ ﺍﺟﺰﺍﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎ ﻳﻜﺪﻳﮕﺮ‪ ،‬ﻧﻮﻉ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻮﺷﺶ ﻣﻲﺩﻫﺪ ﻭ ﻓﻠﺴﻔﻪﺍﻱ ﻛﻪ ﭘـﺸﺖ‬
‫ﺳﺮ ﺁﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ ،‬ﺁﮔﺎﻩ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺳﺮﭘﺮﺳﺖ ﭘﺮﻭﮊﻩ )‪ (Project Lead‬ﻛﻪ ﻣﺴﺌﻮﻝ ﭘﻴﺎﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﻭ ﻓﺮﺁﻳﻨـﺪﻫﺎﻱ ﺁﻥ ﻣـﻲﺑﺎﺷـﺪ ﺑﺎﻳـﺪ‬
‫ﺁﻣﻮﺯﺵ ﺭﺍ ﺑﻌﻨﻮﺍﻥ ﺑﺨﺸﻲ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﺩﻫﺪ‪ .‬ﭘﺲ ﺍﺯ ﺁﻧﻜﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﺑـﻪ ﻫﻤﮕـﺎﻥ ﻣﻌﺮﻓـﻲ‬
‫ﮔﺮﺩﻳﺪ ﻭ ﭘﺮﺳـﻨﻞ ﺁﻣـﻮﺯﺵ ﺩﺍﺩﻩ ﺷـﺪﻧﺪ‪ ،‬ﺷـﺮﻛﺖ ﺑﺎﻳـﺪ ﻣـﺪﻳﺮﺍﻥ ﭘـﺮﻭﮊﻩ ﺭﺍ ﺑـﺮﺍﻱ ﺭﺳـﻴﺪﻥ ﺑـﻪ ﺻـﻼﺣﻴﺖ ﻭ ﺩﺭﻳﺎﻓـﺖ‬
‫ﮔﻮﺍﻫﻴﻨﺎﻣﻪﻫﺎﻱ ﻻﺯﻡ ﺟﻬﺖ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺻﺤﻴﺢ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﻣﻮﺭﺩ ﺣﻤﺎﻳﺖ ﻗﺮﺍﺭ ﺩﻫﺪ‪.‬‬

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 ‫ﻣﺪﺕ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‬
‫ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﭼﺎﻟﺶﻫﺎ ﻭ ﻣﺰﺍﻳﺎﻱ ﻣﻨﺤﺼﺮ ﺑﻔﺮﺩ ﺧﻮﺩ ﺭﺍ ﺩﺍﺭﺩ‪ .‬ﺑﺮﺧـﻲ ﻣﺘـﺪﻭﻟﻮﮊﻱﻫـﺎ ﺗﻨﻬـﺎ‬
‫ﺭﻭﺵﻫﺎﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺳﺎﺩﻩﺍﻱ ﻫﺴﺘﻨﺪ ﺩﺭﺣﺎﻟﻴﻜﻪ ﺑﺮﺧﻲ ﺩﻳﮕﺮ ﻛﻪ ﺍﺯ ﺍﺑﺘﺪﺍ ﻭ ﺑﺪﻭﻥ ﭘﻴﺶﺯﻣﻴﻨﻪﺍﻱ ﻃﺮﺍﺣﻲ ﺷﺪﻩﺍﻧﺪ ﻣﻤﻜـﻦ‬
‫ﺍﺳﺖ ﺯﻣﺎﻥ ﺯﻳﺎﺩﺗﺮﻱ ﺑﺮﺍﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻧﻴﺎﺯ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﺪﺕ ﺯﻣﺎﻥ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺮﺳﻮﻡ ﺗﺠﺎﺭﻱ ﺁﻣﺎﺩﻩ ﺩﺭ ﺑﺎﺯﺍﺭ‪ ،‬ﺑﻴﻦ ‪ ۲‬ﺗﺎ ‪ ۳‬ﻣﺎﻩ ﺑﻪ ﻃﻮﻝ ﻣﻲﺍﻧﺠﺎﻣﺪ‪ .‬ﺑﺮﺍﻱ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﻨﻄﺒﻖﺳﺎﺯﻱ ﺷﺪﻩ )‪ (Customized‬ﺣﺪﺍﻗﻞ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ‪ ۶‬ﻣﺎﻩ ﻣـﻲﺑﺎﺷـﺪ‪ .‬ﺭﺍﻩﺍﻧـﺪﺍﺯﻱ‬
‫ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﻴﭽﻴﺪﻩﺗﺮ‪ ،‬ﺑﺴﻴﺎﺭ ﺑﻴﺸﺘﺮ ﺑﻄﻮﻝ ﻣﻲﺍﻧﺠﺎﻣﺪ‪ .‬ﻧﺘﺎﻳﺞ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﭘﺲ ﺍﺯ ﺍﻧﺠﺎﻡ ﻛﺎﻣﻞ ﭼﻨـﺪ‬
‫ﭘﺮﻭﮊﻩ ﺁﺷﻜﺎﺭ ﻣﻲﮔﺮﺩﺩ ﻭﻟﻲ ﺳﻴﺴﺘﻢ ﺳﻨﺠﺶ ﻭ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﺑﺎﻳﺪ ﻫﺮ ﭼﻪ ﺳﺮﻳﻌﺘﺮ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺷـﻮﺩ )ﺑﻌﻨـﻮﺍﻥ ﻣﺜـﺎﻝ ﺑـﺮﺍﻱ‬
‫ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﺗﻌﺪﺍﺩ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎ ﻳﺎ ﺯﻣﺎﻥﻫﺎﻱ ﺍﺿﺎﻓﻲ ﻣﻮﻓﻖ ﺑﻮﺩﻩﺍﻧﺪ(‪.‬‬

‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ‬

‫ﻃﻲ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ‪ ،‬ﻳﻚ ﺗﺤﻠﻴﻞﮔﺮ ﻭ ﻳﺎ ﻣﺴﺘﻨﺪﺳﺎﺯ ﻓﻨﻲ‪ ،‬ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺍ ﺍﺯ ﺍﺑﺘﺪﺍﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺗﺎ ﺍﺗﻤﺎﻡ ﭘﺮﻭﮊﻩ ﻣـﺴﺘﻨﺪ‬
‫ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺍﻳﻦ ﻣﺴﺘﻨﺪﺍﺕ ﻛﻪ ﻫﻤﺮﺍﻩ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭ ﭘﺲ ﺍﺯ ﭘﺬﻳﺮﺵ ﺁﻥ ﺗﻮﺳﻂ ﺳﺎﺯﻣﺎﻥ ﺗﺤﻮﻳﻞ ﻣﻲﮔـﺮﺩﺩ‪ ،‬ﺑـﻪ ﻳـﻚ ﺳـﻨﺪ‬
‫ﺭﺳﻤﻲ ﻳﺎ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﺗﺒﺪﻳﻞ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎ ﻛﺴﺐﻭﻛﺎﺭ‬

‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺴﺘﻘﻴﻢ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺟﺪﻳﺪ ﺩﺭ ﻳﻚ ﻓﻀﺎﻱ ﻣﻮﺟﻮﺩ‪ ،‬ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻣـﺸﻜﻞ ﻣـﻲﮔـﺮﺩﺩ‪ .‬ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﺑﺎﻳﺪ ﺑﺪﻭﻥ ﺍﻳﺠﺎﺩ ﺧﻠﻞ ﺩﺭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻓﻌﻠﻲ ﻭ ﻣﺘﻮﻗﻒ ﺳﺎﺧﺘﻦ ﻛﺴﺐﻭﻛﺎﺭ‪ ،‬ﺑﺎ ﺁﻧﻬﺎ ﻳﻜﭙﺎﺭﭼﻪ ﺷﻮﺩ‪ .‬ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﻳﺎ ﻣـﺪﻳﺮ‬
‫ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﻣﻄﻤﺌﻦ ﺷﻮﺩ ﻛﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺟﺪﻳﺪ‪ ،‬ﺭﻭﺵ ﺑﻬﺘﺮﻱ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﺭﺍ ﺑﺮﺍﻱ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭﮊﻩ‬
‫ﻓﺮﺍﻫﻢ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫ﺍﺭﺗﺒﺎﻃﺎﺕ‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﺩﺭ ﺣﻘﻴﻘﺖ ﺳﺘﻮﻥ ﻓﻘﺮﺍﺕ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑـﺪﻭﻥ ﺁﻥ ﭘـﺮﻭﮊﻩﻫـﺎ ﺩﭼـﺎﺭ ﺗـﺪﺍﺧﻞ‪،‬‬
‫ﺗﺎﺧﻴﺮ ﻭ ﺷﻜﺴﺖ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﻳﺠﺎﺩ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻮﺛﺮ ﺍﺯ ﻃﺮﻳﻖ ﺑﻜﺎﺭﮔﻴﺮﻱ ﺍﺑﺰﺍﺭﻱ ﻣﺎﻧﻨﺪ ﺍﻳﻨﺘﺮﺍﻧﺖ ﻳﺎ ﻓـﻦﺁﻭﺭﻱﻫـﺎﻱ ﺗﺤـﺖ‬
‫ﻭﺏ‪ ،‬ﺟﻬﺖ ﻣﻄﻠﻊ ﻧﻤﻮﺩﻥ ﺫﻳﻨﻔﻌﺎﻥ ﺍﺯ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﭘﺮﻭﮊﻩ ﻭ ﺗﺎﺭﻳﺦ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺷﺪﻩ‪ ،‬ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻣـﻲﮔـﺮﺩﺩ‪.‬‬
‫ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺑﺮﮔﺰﺍﺭﻱ ﺟﻠﺴﺎﺕ ﺗﻮﺟﻴﻬﻲ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺗﻌﺎﻣﻞ ﺑﺎ ﺣﺎﻣﻲ ﭘﺮﻭﮊﻩ ﻧﻴﺰ ﻣﻮﺛﺮ ﺍﺳﺖ‪.‬‬

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 ‫ﻣﻌﻴﺎﺭﻫﺎﻱ ﭘﺬﻳﺮﺵ ﻣﺘﺪﻭﻟﻮﮊﻱ‬
‫ﭘﺲ ﺍﺯ ﺍﻳﻨﻜﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﺪ ﻭ ﺍﻭﻟﻴﻦ ﭘﺮﻭﮊﻩ ﺭﺍﻫﻨﻤﺎ ﺑﺸﻜﻠﻲ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﺑﻪ ﺍﺗﻤﺎﻡ ﺭﺳـﻴﺪ‪ ،‬ﻻﺯﻡ‬
‫ﺍﺳﺖ ﺗﻴﻢ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺑﻪ ﻫﻤﺮﺍﻩ ﻣﺸﺘﺮﻱ‪ ،‬ﻣﻌﻴﺎﺭﻫﺎﻱ ﭘﺬﻳﺮﺵ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺭﺍ ﺗﻌﻴﻴﻦ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺳﻮﺍﻝﻫـﺎﻳﻲ ﻛـﻪ ﺩﺭ ﺍﻳـﻦ‬
‫ﻣﺮﺣﻠﻪ ﻣﻄﺮﺡ ﻣﻲﺑﺎﺷﻨﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫· ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﻤﺎﻣﻲ ﺑﺨﺶﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﻲﮔﻴﺮﺩ؟‬
‫· ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺩﻳﺪﮔﺎﻩ ﻻﺯﻡ ﺑﺮﺍﻱ ﻧﻈﺎﺭﺕ ﺑﺮ ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺩﺭ ﺣﺎﻝ ﺗﻌﺮﻳﻒ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﻲﺳﺎﺯﺩ؟‬
‫· ﺁﻳﺎ ﺑﻪ ﺗﻤﺎﻣﻲ ﻓﺮﻡﻫﺎ ﻭ ﻗﺎﻟﺐﻫﺎﻱ )‪ (Templates‬ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺷﺎﺭﻩ ﺷﺪﻩ ﺍﺳﺖ؟‬
‫· ﺁﻳﺎ ﻣﻘﺎﻃﻊ ﻛﻨﺘﺮﻝ ﻛﻴﻔﻴﺖ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺗﻌﺒﻴﻪ ﺷﺪﻩﺍﻧﺪ؟‬
‫· ﺁﻳﺎ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻗﺎﺩﺭ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﺍﻃﻼﻋﺎﺕ ﺳﻨﺠﺶ ﭘﺮﻭﮊﻩﻫﺎ ﺭﺍ ﮔﺮﺩﺁﻭﺭﻱ ﻧﻤﺎﻳﺪ؟‬
‫· ﺁﻳﺎ ﺳﺨﺖ ﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺩﺭ ﺟﺎﻱ ﺧﻮﺩ ﺍﺳﺘﻘﺮﺍﺭ ﺩﺍﺩﻩ ﺷﺪﻩﺍﻧﺪ؟‬
‫· ﺁﻳﺎ ﺁﻣﻮﺯﺵﻫﺎﻱ ﻻﺯﻡ ﺑﻪ ﻫﻤﻪ ﻛﺎﺭﺑﺮﺍﻥ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ؟‬
‫· ﺁﻳﺎ ﺗﻮﺍﻓﻘﺎﺕ ﺍﻧﺠﺎﻡ ﮔﺮﻓﺘﻪ ﺑﺎ ﺗـﺎﻣﻴﻦﻛﻨﻨـﺪﮔﺎﻥ ﺩﺭ ﺧـﺼﻮﺹ ﭘـﺸﺘﻴﺒﺎﻧﻲﻫـﺎﻱ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﻣـﻮﺭﺩ ﺗﺎﻳﻴـﺪ ﺑـﻮﺩﻩ ﻭ‬
‫ﺍﻧﺠﺎﻡ ﺷﺪﻩﺍﻧﺪ؟‬
‫· ﺁﻳﺎ ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﺗﻴﻢ ﺩﻓﺘﺮ ﭘﺮﻭﮊﻩ )‪ (Project Office Team‬ﺗﻌﻴﻴﻦ ﺷﺪﻩﺍﻧﺪ؟‬
‫ﺩﺭ ﺍﻧﺘﻬﺎ‪ ،‬ﺗﻨﻬﺎ ﭼﻴﺰﻱ ﻛﻪ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ ﻭﺍﻗﻌﺎ ﻣﻬﻢ ﺍﺳـﺖ‪ ،‬ﺩﺭﻙ ﻭ ﺑﺮﺩﺍﺷـﺖ ﺍﺯ ﻣﺤـﺼﻮﻝ ﺍﺭﺍﺋـﻪ ﺷـﺪﻩ ﻭ ﺗﺠﺮﺑـﻪ‬
‫ﻛﺴﺐﺷﺪﻩ ﺗﻮﺳﻂ ﻭﻱ ﻃﻲ ﺩﻭﺭﻩ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻣﺸﺘﺮﻱ ﺭﺍﺿﻲ ﺑﻮﺩﻩ ﻭ ﺩﺭ ﺟﺮﻳـﺎﻥ ﺍﻣـﻮﺭ ﻗـﺮﺍﺭ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﺪ‪،‬‬
‫ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩﺗﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﺁﻣﻮﺯﻩﻫﺎ‬
‫‪ .۱‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﻛﻪ ﺩﺭ ﺁﻥ ﺭﻭﻳﻜﺮﺩﻱ ﻫﻤﻜﺎﺭﺍﻧﻪ ﻭ ﻣﺮﺣﻠﻪﺍﻱ ﺑﻪ ﭘـﺮﻭﮊﻩﻫـﺎ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪،‬‬
‫ﻧﺘﺎﻳﺞ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺑﺎ ﺳﺮﻋﺘﻲ ﺑﻴﺸﺘﺮ‪ ،‬ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺳﺨﺖ )‪ (Rigid‬ﻛﻪ ﻛﺎﺭﺑﺮﺍﻥ ﺭﺍ ﻣﺠﺒـﻮﺭ ﺑـﻪ‬
‫ﺍﻧﻄﺒﺎﻕ ﺑﺎ ﺗﻤﺎﻣﻲ ﻣﺴﺘﻨﺪﺍﺕ ﻭ ﻣﺮﺍﺣﻞ ﻣﻲﻧﻤﺎﻳﺪ‪ ،‬ﺑﺪﺳﺖ ﻣﻲﺁﻳﺪ‪،‬‬
‫‪ .۲‬ﻭﺿﻌﻴﺖ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻃﺮﺡ ﺭﺍﻫﻨﻤﺎ ﺭﺍ ﺑﻪ ﻫﻤﻪ ﺫﻳﻨﻔﻌﺎﻥ ﮔﺰﺍﺭﺵ ﺩﻫﻴﺪ‪،‬‬
‫‪ .۳‬ﻣﻮﻓﻘﻴﺖﻫﺎ ﻭ ﻣﻮﺍﺭﺩ ﺑﺮﺟﺴﺘﻪ ﻣﻘﺎﻃﻊ ﻛﻠﻴﺪﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺷﺪﻩ ﻭ ﻣﺰﺍﻳﺎﻳﻲ ﻛﻪ ﺑﺪﺳﺖ ﺧﻮﺍﻫﻨﺪ ﺁﻣﺪ ﺭﺍ ﺑـﺎ ﺳـﺎﻳﺮﻳﻦ ﺩﺭ‬
‫ﻣﻴﺎﻥ ﺑﮕﺬﺍﺭﻳﺪ‪،‬‬

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‫‪ .۴‬ﻫﻨﮕﺎﻡ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺟﺪﻳﺪ ﻧﻤﻲﺗﻮﺍﻥ ﻣﻘﺒﻮﻟﻴﺖ ﻫﻤﮕﺎﻥ ﺭﺍ ﺑﺪﺳـﺖ ﺁﻭﺭﺩ‪ .‬ﺑـﺎﻻﺧﺮﻩ ﺷﺨـﺼﻲ‬
‫ﻧﻮﺍﻗﺺ ﻣﻮﺟﻮﺩ ﺭﺍ ﭘﻴﺪﺍ ﺧﻮﺍﻫﺪ ﻧﻤﻮﺩ‪،‬‬
‫‪ .۵‬ﺗﻮﺍﻧﺎﻳﻲ ﻓﻌﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻤﺎﻳﻴﺪ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺍﺻﻠﻲ ﻛﻪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺣـﺪﺍﻛﺜﺮ ﺳـﻮﺩ‪ ،‬ﻻﺯﻡ ﺍﺳـﺖ‬
‫ﺑﻬﻴﻨﻪ ﺷﻮﻧﺪ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﺎﻳﻴﺪ ﻭ ﺑﻌﺪ ﺗﻐﻴﻴﺮﺍﺕ ﻻﺯﻡ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪.‬‬

‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ‬
‫ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﭘﺮﻭﮊﻩ ﻛﻪ ﻗﺼﺪ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺭﺳﻤﻲ ﭘﺮﻭﮊﻩ ﺭﺍ ﺩﺍﺭﺩ‪ ،‬ﺑﺎﻳﺪ ﺁﮔﺎﻩ ﺑﺎﺷﺪ ﻛﻪ ﺍﻳﻦ ﺍﻣﺮ ﺑﺮﺍﺣﺘـﻲ‬
‫ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻧﻤﻲﺑﺎﺷﺪ‪ .‬ﺍﻗﺪﺍﻣﺎﺕ ﺑﻴﺸﺘﺮﻱ ﻧﺴﺒﺖ ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺻﺮﻑ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﺑﺮﺍﻱ ﻓﺮﺁﻳﻨﺪ ﺍﺭﺍﺋـﻪ ﭘـﺮﻭﮊﻩ ﻣـﻮﺭﺩ‬
‫ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﺪ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﻛﻪ ﭘﺲ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺁﻧﺮﺍ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﻮﺩ‪ .‬ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱﺍﻱ ﻛـﻪ‬
‫ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﭘﻴﺶ ﺍﺯ ﺁﻏﺎﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺑﺎﻳﺪ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﺩﻫﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫· ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﺑﺎﻳﺪ ﺑﻪ ﭘﺸﺘﻴﺒﺎﻧﻲ ﭘﻴﻮﺳﺘﻪ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺘﻌﻬﺪ ﺑﺎﺷﻨﺪ‪،‬‬
‫· ﻛﻠﻴﺖ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎﻳﺪ ﺗﻮﺳﻂ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﭘﺬﻳﺮﺵ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﻭ ﺗﻤﺎﻣﻲ ﻭﺭﻭﺩﻱﻫﺎﻱ )ﺑﺎﺯﺧﻮﺭﺩﻫﺎﻱ( ﻣﻮﺭﺩ ﻧﻴـﺎﺯ‬
‫ﺑﺎﻳﺪ ﺩﺭﻳﺎﻓﺖ ﺷﻮﻧﺪ‪،‬‬
‫· ﺗﻤﺎﻣﻲ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﺎﻳﺪ ﺟﻬﺖ ﻛﺴﺐ ﻣﻬﺎﺭﺕ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﻛﺎﺭﺑﺮﺩ ﻣﺘـﺪﻭﻟﻮﮊﻱ‪ ،‬ﺍﺑـﺰﺍﺭ‬
‫ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺁﻥ‪ ،‬ﺁﻣﻮﺯﺵ ﺩﺍﺩﻩ ﺷﻮﻧﺪ‪،‬‬
‫· ﺗﻤﺎﻣﻲ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﺷﻮﻧﺪ‪،‬‬
‫· ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﺷـﺪﻩ ﺑﺎﻳـﺪ ﺗﻮﺳـﻂ ﺩﻓﺘـﺮ ﭘـﺮﻭﮊﻩ )‪ (Project Office‬ﺑـﺎ ﺗﻮﺟـﻪ ﺑـﻪ ﻣﻨـﺎﺑﻊ ﻣﻮﺟـﻮﺩ‬
‫ﺯﻣﺎﻧﺒﻨﺪﻱ ﺷﻮﻧﺪ‪،‬‬
‫· ﻓﺮﺁﻳﻨﺪﻫﺎ ﺑﺎﻳﺪ ﺑﻪ ﺭﻭﺯ ﺷـﻮﻧﺪ ﺗـﺎ ﻭﺟـﻮﺩ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺟﺪﻳـﺪ ﺭﺍ ﻣـﻨﻌﻜﺲ ﻧﻤﺎﻳﻨـﺪ‪) .‬ﺑـﺮﺍﻱ ﻣﺜـﺎﻝ ﺳﻴـﺴﺘﻢﻫـﺎﻱ‬
‫ﮔﺰﺍﺭﺵﺩﻫﻲ ﻣﺎﻟﻲ ﻭ ﺍﺟﺮﺍﻳﻲ ﺑﺎﻳﺪ ﺑﻪ ﺭﻭﺯ ﺷﻮﻧﺪ‪(.‬‬

‫ﻣﻴﺰﺍﻥ ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺴﺘﻤﺮ )‪(Maintenance‬‬

‫ﺑﺪﻟﻴﻞ ﺗﻐﻴﻴﺮ ﻧﻴﺎﺯﻫﺎﻱ ﻛﺎﺭﻱ‪ ،‬ﻭﺟﻮﺩ ﻓﺮﺁﻳﻨـﺪ ﻧﮕﻬـﺪﺍﺭﻱ ﻭ ﭘـﺸﺘﻴﺒﺎﻧﻲ ﻣـﺴﺘﻤﺮ ﻻﺯﻡ ﺍﺳـﺖ‪ ،‬ﺑﻨـﺎﺑﺮﺍﻳﻦ ﻫﺮﭼﻨـﺪ ﻛـﻪ‬
‫ﻧﮕﻬﺪﺍﺭﻱ ﺩﺭ ﺑﺨﺶ ﺁﺧﺮ ﺗﻌﺮﻳﻒ ﭼﻬﺎﺭﭼﻮﺏ ﺗﺪﻭﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ )‪ (Process Development Framework‬ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬
‫ﺍﺳﺖ‪ ،‬ﺑﺎﻳﺪ ﺍﺯ ﺍﺑﺘﺪﺍﻱ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺩﻓﺘﺮﭼﻪ ﺭﺍﻫﻨﻤﺎﻱ ﭼﻬﺎﺭﭼﻮﺏ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﻛـﺎﻣﻼ ﺁﺷـﻜﺎﺭ ﻧﻤﺎﻳـﺪ ﻛـﻪ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﻪ ﺗﻤﺎﻣﻲ ﻛﺎﺭﺑﺮﺍﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺭﺍﺋﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬

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‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻳﻲ ﻛﻪ ﺩﺍﺭﺍﻱ ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻱ ﻛﻤﻲ ﺩﺭ ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺴﺘﻤﺮ ﻣﻲﺑﺎﺷﻨﺪ‪ ،‬ﺑﻪ ﺳﺨﺘﻲ ﻗﺎﺑﻞ ﺗﻐﻴﻴـﺮ‬
‫ﺑﻮﺩﻩ ﻭ ﻣﺴﺘﻌﺪ ﺭﺧﺪﺍﺩ ﻣﺴﺎﺋﻞ ﻭ ﺧﻄﺎﻫﺎﻱ ﻋﻤﻠﻜـﺮﺩﻱ ﺑـﺪﻟﻴﻞ ﺩﺍﺷـﺘﻦ ﺗـﺎﺛﻴﺮ ﻣﻨﻔـﻲ ﺑـﺮ ﺑﻮﺩﺟـﻪ ﻣـﻲﺑﺎﺷـﻨﺪ‪ .‬ﺑـﺎﻟﻌﻜﺲ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺩﺍﺭﺍﻱ ﻭﻳﮋﮔﻲﻫﺎﻱ ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲِ ﻣﺴﺘﻤﺮِ ﻣﻨﺎﺳـﺐ‪ ،‬ﺳـﺮﻳﻊﺗـﺮ ﺑـﻮﺩﻩ ﻭ ﺭﺍﺣـﺖﺗـﺮ ﻗﺎﺑـﻞ ﺗﻐﻴﻴـﺮ‬
‫ﻣﻲﺑﺎﺷﻨﺪ ﻭ ﻛﻤﺘﺮ ﺍﺣﺘﻤﺎﻝ ﺗﺴﻠﻴﻢ ﺷﺪﻥ ﺩﺭ ﺑﺮﺍﺑﺮ ﻣﺸﻜﻼﺕ ﻭ ﺧﻄﺎﻫـﺎ ﺭﺍ ﺩﺍﺭﻧـﺪ ﻭ ﺩﺍﺭﺍﻱ ﻃـﻮﻝ ﻋﻤـﺮ ﺑﻴـﺸﺘﺮ ﻭ ﺍﻣﻜـﺎﻥ‬
‫ﻛﺎﺭﺑﺮﺩ ﻣﻮﺛﺮﺗﺮ ﺍﺯ ﻣﻨﺎﺑﻊ ﻣﻮﺟﻮﺩ ﺭﺍ ﺩﺍﺭﺍ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬

‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺑﻌﻨﻮﺍﻥ ﭘﺸﺘﻴﺒﺎﻥ ﻣﺘﺪﻭﻟﻮﮊﻱ‬

‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﭘﺮﻭﮊﻩ ﻳﻚ ﺑﺨﺶ ﺣﺴﺎﺱ ﺍﺯ ﻫﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ ﭘﺮﻭﮊﻩ ﻣﻲﺑﺎﺷﺪ‪ .‬ﻫﺮ ﻓﺎﺯ ﺑﻪ ﻣﺠﻤﻮﻋـﻪ ﻣـﺴﺘﻨﺪﺍﺕ ﺧـﻮﺩ‬
‫ﻧﻴﺎﺯ ﺩﺍﺭﺩ ﻛﻪ ﺑﺎﻳﺪ ﻣﺸﺨﺺ ﺷﺪﻩ ﻭ ﻣـﺴﺎﺋﻞ ﻛﻠﻴـﺪﻱ ﭘـﺮﻭﮊﻩ ﺭﺍ ﺛﺒـﺖ ﻧﻤﺎﻳﻨـﺪ‪ .‬ﺩﺭ ﺯﻣـﺎﻧﻲ ﻛـﻪ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ ﺩﺍﺭﺍﻱ‬
‫ﻣﺴﺘﻨﺪﺍﺗﻲ ﺑﺎﺷﺪ ﻛﻪ ﺑﺎ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩﻫﺎ ﻫﻤﺨﻮﺍﻧﻲ ﻧﺪﺍﺭﻧﺪ‪ ،‬ﻧﻪ ﺗﻨﻬﺎ ﺍﺯ ﺁﻧﻬﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻧﺨﻮﺍﻫـﺪ ﺷـﺪ‪،‬‬
‫ﺑﻠﻜﻪ ﺍﺣﺘﻤﺎﻝ ﺯﻳﺎﺩﻱ ﺩﺍﺭﺩ ﻛﻪ ﺑﺸﻜﻠﻲ ﻧﺎﺩﺭﺳﺖ ﺑﻪ ﺍﺗﻤﺎﻡ ﺑﺮﺳﻨﺪ‪ .‬ﺩﺭ ﻧﺘﻴﺠﻪ ﺗﻴﻢ ﺩﻓﺘﺮ ﭘﺮﻭﮊﻩ ﺑﺎﻳﺪ ﺗﻀﻤﻴﻦ ﻧﻤﺎﻳﺪ ﻛﻪ ﺭﻭﻳـﻪ‬
‫ﻣﺴﺘﺪﺳﺎﺯﻱ ﺻﺤﻴﺤﻲ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻪ ﺍﺯ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ ،‬ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

‫ﺁﻣﻮﺯﻩﻫﺎ‬
‫‪ .۱‬ﺗﻮﺟﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺑﺮﻭﻥﺳﭙﺎﺭﻱ )‪ (Outsourcing‬ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻫﺰﻳﻨﻪﺑﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪،‬‬
‫‪ .۲‬ﻣﻄﻤﺌﻦ ﺷﻮﻳﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺎﻟﻲ ﻻﺯﻡ ﺭﺍ ﺩﺭ ﺑﻮﺩﺟﻪﻫﺎﻱ ﺳﺎﻻﻧﻪ ﺧﻮﺩ ﺑﺮﺍﻱ ﺩﻓﺘـﺮ ﭘـﺮﻭﮊﻩ ﻛـﻪ ﻭﻇﻴﻔـﻪ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ‪ ،‬ﺍﺭﺗﻘﺎ‪ ،‬ﺗﻬﻴﻪ ﺍﺑﺰﺍﺭ ﺟﺪﻳﺪ ﻭ ﻏﻴﺮﻩ ﺭﺍ ﺩﺍﺭﺍ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﺍﺧﺘﺼﺎﺹ ﻣﻲﺩﻫﺪ‪،‬‬
‫‪ .۳‬ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﻗﺮﺍﺭﺩﺍﺩﻫﺎﻱ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻗﺒﻞ ﺍﺯ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺑﻪ ﺗﺎﻳﻴﺪ ﺭﺳﻴﺪﻩ ﻭ ﺍﻣﻀﺎ ﺷﻮﻧﺪ‪،‬‬
‫‪ .۴‬ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺗﻤﺎﻣﻲ ﻗﺎﻟﺐﻫﺎﻱ ﭘﺮﻭﮊﻩ ﺑﺼﻮﺭﺕ ﺁﻧﻼﻳﻦ ﺩﺭ ﺩﺳﺘﺮﺱ ﺑﻮﺩﻩ ﻭ ﺩﺭﺳﺖ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ‪،‬‬
‫‪ .۵‬ﺗﻮﺍﻧﺎﻳﻲ ﻓﻌﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻤﺎﻳﻴﺪ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺍﺻﻠﻲ ﻛﻪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺣﺪﺍﻛﺜﺮ ﺳـﻮﺩ‪ ،‬ﺑﺎﻳـﺪ ﺑﻬﻴﻨـﻪ‬
‫ﺷﻮﻧﺪ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﺎﻳﻴﺪ ﻭ ﺑﻌﺪ ﺗﻐﻴﻴﺮﺍﺕ ﻻﺯﻡ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪.‬‬

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 ‫ﻧﺘﻴﺠﻪﮔﻴﺮﻱ‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺳﺖ ﻛﻪ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﮔﺎﻡﻫﺎ ﻭ ﺭﻭﻳﻪﻫﺎ ﺭﺍ ﺑﻤﻨﻈﻮﺭ ﺭﺳﻴﺪﻥ ﺑﻪ ﭘﺎﻳـﺎﻥ ﻣﻮﻓﻘﻴـﺖﺁﻣﻴـﺰ ﻳـﻚ‬
‫ﻫﺪﻑ ﻣﺴﺘﻨﺪ ﻣﻲﻧﻤﺎﻳﺪ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ ﻧﮕﺎﻩ ﻫﺪﻓﻤﻨﺪ ﺑﻪ ﻣﻮﺿﻮﻉ ﻭ ﻣﺴﺘﻨﺪ ﻧﻤﻮﺩﻥ ﺁﻧﻬﺎ ﺭﺍ )ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﻴﺎﻣﺪ ﺍﺻـﻠﻲ( ﺑـﻪ‬
‫ﺩﻧﺒﺎﻝ ﺩﺍﺭﺩ‪.‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﺻﻮﻝ ﻳﺎ ﺧﻂ ﻣﺸﻲﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﺍﻱ ﺷﺮﺍﻳﻂ ﻭ ﻣﻮﻗﻌﻴـﺖﻫـﺎﻱ ﺧﺎﺻـﻲ‬
‫ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ‪.‬‬
‫ﺩﺭ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﻨﺎ ﺑﻪ ﻣﺎﻫﻴﺖ ﻭﻇﺎﻳﻒ‪ ،‬ﺷﺮﺍﻳﻂ ﻛﺎﺭﻛﺮﺩ ﻭ ﻣﺠﻤﻮﻋﻪ ﺗﻮﺍﻧﺎﻳﻲﻫـﺎﻳﻲ ﻛـﻪ ﺩﺭ ﺑﺪﻧـﻪ ﺁﻥ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪،‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺘﻨﻮﻋﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪.‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺎﻫﻴﺖ ﻛﺎﺭ ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪ‪ ،‬ﺗﻬﻴﻪ ﻭ ﺗﺪﻭﻳﻦ ﻭ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺎ ﻣﻮﺿـﻮﻉ ﻛـﺎﺭﻱ‬
‫ﭘﺮﻭﮊﻩ ﺍﺣﺴﺎﺱ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎ ﺑﺎﻳﺴﺘﻲ‪:‬‬
‫‪ -‬ﺟﺰﺋﻲﻧﮕﺮ ﺑﺎﺷﻨﺪ‪،‬‬
‫‪ -‬ﻭﺍﺟﺪ ﻧﻜﺎﺕ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻮﺍﺭﺩ ﻣﻄﺮﺡ ﺷﺪﻩ ﺩﺭ ﻣﺘﺪﻭﻟﻮﮊﻱ ﺑﺎﺷﻨﺪ‪،‬‬
‫‪ -‬ﻋﻤﻠﻲ ﻭ ﻛﺎﺭﺑﺮﺩﻱ ﺑﻮﺩﻩ ﻭ ﺗﻤﺎﻣﻲ ﺣﻮﺯﻩﻫﺎﻱ ﻣﻬﻢ ﻭ ﺳﺮﻧﻮﺷﺖﺳﺎﺯ ﺭﺍ ﺩﺭ ﺑﺮﮔﻴﺮﻧﺪ‪،‬‬
‫‪ -‬ﻧﻤﻮﻧﻪﻫﺎﻱ ﻣﻮﻓﻖ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺭﺍ ﺩﺭ ﺑﺮﮔﻴﺮﻧﺪ‪،‬‬
‫‪ -‬ﺗﻀﻤﻴﻦﻛﻨﻨﺪﻩ ﻳﻜﭙﺎﺭﭼﮕﻲ ﻛﺎﺭ ﺑﺎﺷﻨﺪ‪،‬‬
‫‪ -‬ﺑﻜﺎﺭﮔﻴﺮﻧﺪﻩ ﺍﺻﻄﻼﺣﺎﺕ ﻭ ﻗﺮﺍﺭﺩﺍﺩﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺑﺮﺍﻱ ﭘﺮﻭﮊﻩ ﺑﺎﺷﻨﺪ‪،‬‬
‫‪ -‬ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﺭﻭﺷﻬﺎﻳﻲ ﺑﺮﺍﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻧﺤﻮﻩ ﻋﻤﻠﻜﺮﺩ ﺑﺎﺷﻨﺪ‪،‬‬
‫‪ -‬ﺑﺮ ﭘﻴﭽﻴﺪﮔﻲﻫﺎﻱ ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻚ ﻧﻴﺎﻓﺰﺍﻳﻨﺪ‪،‬‬
‫‪ -‬ﺑﻪ ﺗﻔﻜﻴﻚ ﻭ ﺑﺮﺍﻱ ﺣﻮﺯﻩﻫﺎﻱ ﻛﺎﺭﻱ ﻣﺨﺘﻠﻒ ﺗﻌﺮﻳﻒ ﺷﻮﻧﺪ‪،‬‬
‫‪ -‬ﻗﺎﺑﻠﻴﺖ ﺑﺎﺯﻧﮕﺮﻱ ﻭ ﺗﻐﻴﻴﺮ ﺑﺮ ﺍﺳﺎﺱ ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪،‬‬
‫ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻭ ﺳﻔﺎﺭﺷﻲﺳﺎﺯﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪ ﺗﻮﺟﻪ ﺑﻪ ﻣﻮﺍﺭﺩﻱ ﭼﻮﻥ ﺑﻮﺩﺟﻪ‪ ،‬ﺗﻴﻢ‪ ،‬ﺗﻜﻨﻮﻟﻮﮊﻱﻫﺎﻱ ﻣـﻮﺭﺩ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚﻫﺎ‪ ،‬ﺣﺴﺎﺳﻴﺖﻫﺎ ﻭ ﺑﺤﺮﺍﻧﻲ ﺑﻮﺩﻥ ﭘﺮﻭﮊﻩﻫﺎ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻮﺟـﻮﺩ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ‬
‫ﺍﺣﺴﺎﺱ ﻣﻲﺷﻮﺩ‪.‬‬

‫‪٤٤‬‬
‫ﺑﻪ ﺟﺮﺍﺕ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ‪ ،‬ﺍﻧﺘﺨﺎﺏ‪ ،‬ﺳﻔﺎﺭﺵﺳﺎﺯﻱ ﻭ ﺑﻜﺎﺭﮔﻴﺮﻱ ﻳﻚ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻭﺍﺣﺪ ﻣﻴﺎﻥ ﺗﻴﻢﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﺩﺭ‬
‫ﻛﻨﺎﺭ ﭘﺬﻳﺮﺵ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎ ﻳﻜﻲ ﺍﺯ ﺭﺍﻩﻫﺎﻱ ﻣﻮﻓﻘﻴﺖ ﻋﻤﻠﻴﺎﺕ ﺍﺟﺮﺍﻳﻲ ﻭ ﻣﺪﻳﺮﻳﺘﻲ ﭘﺮﻭﮊﻩﻫﺎ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﻣﺂﺧﺬ‬

‫‪1- Project Management Methodologies: Selecting, Implementing, and Supporting‬‬

‫‪Methodologies and Processes for Projects, by Jason Charvat, John Wiley & Sons‬‬

‫‪٤٥‬‬
 ‫ﻣﻬﻨﺪﺳﻴﻦ ﻣﺸﺎﻭﺭ ﺭﻩﺷﻬﺮ ﺗﺎﻛﻨﻮﻥ ﻣﻨﺘﺸﺮ ﻛﺮﺩﻩ ﺍﺳﺖ‪:‬‬

‫‪ -١‬ﻛﺎﺭﺑﺮﺩ ﺟﺪﻳﺪ ﺷﻴﺸﻪ ﺩﺭ ﻧﻤﺎﻱ ﺳﺎﺧﺘﻤﺎﻥ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧١‬‬

‫‪ -٢‬ﭘﺎﺭﻛﻴﻨﮓ ﻣﺮﺍﻛﺰ ﺗﺠﺎﺭﻱ )ﭘﺎﺋﻴﺰ ‪(١٣٧١‬‬
‫‪ -٣‬ﻣﺤﺎﻓﻈﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺯﻟﺰﻟﻪ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧١‬‬
‫‪ -٤‬ﺟﻤﻊﺁﻭﺭﻱ ﻭ ﺩﻓﻊ ﺯﺑﺎﻟﻪ ﻭ ﻣﺴﺎﺋﻞ ﻧﺎﺷﻲ ﺍﺯ ﺁﻥ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧١‬‬
‫‪ -٥‬ﻃﺮﺡ ﺍﺳﻜﺎﻥ ﺳﺮﻳﻊ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧١‬‬
‫‪ -٦‬ﻣﺠﻤﻮﻋﻪ ﻣﻘﺎﻻﺕ ﺭﺍﺟﻊ ﺑﻪ ﮊﺋﻮﺳﻨﺘﺰ )ﺑﻬﺎﺭ ‪(١٣٧٢‬‬
‫‪ -٧‬ﻣﻬﺎﺭ ﺁﺏ ﺑﺎ ﺁﺏ )ﺑﻬﺎﺭ ‪(١٣٧٢‬‬
‫‪ -٨‬ﺗﺤﻮﻝ ﺳﺒﺰ ﺩﺭ ﻣﻌﻤﺎﺭﻱ )ﺑﻬﺎﺭ ‪(١٣٧٢‬‬
‫‪ -٩‬ﺭﻭﻧﺪﻳﺎﺑﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﺳﻴﻼﺏ )ﺑﻬﺎﺭ ‪(١٣٧٢‬‬
‫‪ -١٠‬ﻣﻄﺎﻟﻌﺎﺕ ﺍﻗﺘﺼﺎﺩﻱ ﺟﻬﺖ ﺍﺣﺪﺍﺙ ﻣﺮﺍﻛﺰ ﺧﺮﻳﺪ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -١١‬ﻧﮕﺎﻫﻲ ﻛﻮﺗﺎﻩ ﺑﺮ ﻃﺮﺍﺣﻲ ﻓﻀﺎﻱ ﺳﺒﺰ ‪» -‬ﺗﺠﺮﺑﻴﺎﺕ ﻛﺸﻮﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ« )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -١٢‬ﺑﺎﺯﻳﺎﻓﺖ ﺁﺏ ﺩﺭ ﺻﻨﺎﻳﻊ ﺷﻦ ﻭ ﻣﺎﺳﻪﺷﻮﺋﻲ )ﭘﺎﺋﻴﺰ ‪(١٣٧٢‬‬
‫‪ -١٣‬ﺑﻨﺎﻫﺎﻱ ﭼﻮﺑﻲ )ﻛﻨﺪﻩﺍﻱ( ﺩﺭ ﺍﻳﺮﺍﻥ ﻭ ﺗﺠﺮﺑﻴﺎﺕ ﻛﺸﻮﺭﻫﺎﻱ ﺩﻳﮕﺮ )ﭘﺎﺋﻴﺰ ‪(١٣٧٢‬‬
‫‪ -١٤‬ﻧﻜﺎﺗﻲ ﺩﺭ ﻣﻮﺭﺩ ﻃﺮﺍﺣﻲ ﺳﺎﺧﺘﻤﺎﻥﻫﺎﻱ ﺑﺘﻨﻲ ﭘﻴﺶ ﺳﺎﺧﺘﻪ ﭘﻴﺶﺗﻨﻴﺪﻩ ﺩﺭ ﻣﻨﺎﻃﻖ ﺯﻟﺰﻟﻪﺧﻴﺮ )ﭘﺎﺋﻴﺰ ‪(١٣٧٢‬‬
‫‪ -١٥‬ﺍﺗﻮﻣﺎﺳﻴﻮﻥ ﻭ ﺑﻬﻴﻨﻪﺳﺎﺯﻱ ﺩﺭ ﺳﻴﺴﺘﻢﻫﺎﻱ ﺗﻮﺯﻳﻊ ﺍﻟﻜﺘﺮﻳﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -١٦‬ﺍﻧﺮﮊﻱ ﺩﺭﻳﺎﻫﺎ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -١٧‬ﭘﺎﺭﻛﻴﻨﮓﻫﺎﻱ ﻣﻜﺎﻧﻴﻜﻲ ﺍﺗﻮﻣﺎﺗﻴﻚ ﻭ ﻧﻴﻤﻪ ﺍﺗﻮﻣﺎﺗﻴﻚ )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -١٨‬ﺍﻧﺮﮊﻱ ﺑﺎﺩ )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -١٩‬ﺍﺻﻮﻝ ﻃﺮﺍﺣﻲ ﺳﺎﺧﺘﻤﺎﻥﻫﺎﻱ ﺍﺩﺍﺭﻱ ﻭ ﺑﺎﻧﻚﻫﺎ )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -٢٠‬ﺍﻧﺮﮊﻱ ﺧﻮﺭﺷﻴﺪﻱ )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -٢١‬ﻃﺮﺍﺣﻲ ﻣﺮﻛﺰ ﺧﺮﻳﺪ ‪ -‬ﺟﻠﺪ ﺍﻭﻝ‪ :‬ﻣﻄﺎﻟﻌﺎﺕ ﻣﻘﺪﻣﺎﺗﻲ ﺟﻬﺖ ﻃﺮﺍﺣﻲ ﻣﺮﺍﻛﺰ ﺧﺮﻳﺪ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -٢٢‬ﺷﻬﺮ ﺳﺎﻟﻢ ﺑﺎ ﺁﻣﻮﺭﺗﻮﻥ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -٢٣‬ﺷﻬﺮ ﺳﺎﻟﻢ‪ -‬ﻛﺎﺭﺑﺮﺩ ﺳﻴﺴﺘﻢﻫﺎﻱ ﻓﺘﻮﻭﻟﺘﺎﺋﻴﻚ ﺍﺯ ﻣﻴﻠﻲﻭﺍﺕ ﺗﺎ ﻣﮕﺎﻭﺍﺕ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -٢٤‬ﺷﻬﺮ ﺳﺎﻟﻢ ‪ -‬ﺍﺻﻮﻝ ﻃﺮﺍﺣﻲ ﺑﺮﺍﻱ ﺍﻓﺮﺍﺩ ﺩﺍﺭﺍﻱ ﻛﻬﻮﻟﺖ‪ ،‬ﻧﺎﺗﻮﺍﻧﻲ‪ ،‬ﺍﺧﺘﻼﻝ ﻭ ﻣﻌﻠﻮﻟﻴﺖ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٣‬‬
 ‫‪ -٢٥‬ﻧﺴﻞ ﭼﻬﺎﺭﻡ ﻧﻴﺮﻭﮔﺎﻩﻫﺎ )ﭘﺎﺋﻴﺰ ‪(١٣٧٣‬‬
‫‪ -٢٦‬ﺑﺎﺯﻳﺎﻓﺖ ﺁﺏ ﺩﺭ ﺻﻨﺎﻳﻊ ﻧﺴﺎﺟﻲ )ﭘﺎﺋﻴﺰ ‪(١٣٧٣‬‬
‫‪ -٢٧‬ﻣﺮﺍﻛﺰ ﺩﺭﻣﺎﻧﻲ ﻭ ﺑﻴﻤﺎﺭﺳﺘﺎﻥﻫﺎﻱ ﺁﻳﻨﺪﻩ )ﭘﺎﺋﻴﺰ ‪(١٣٧٣‬‬
‫‪ -٢٨‬ﺷﻬﺮ ﺳﺎﻟﻢ ‪ -‬ﺍﻧﺒﻮﻩ ﺳﺎﺯﻱ )ﺍﻧﺒﻮﻩ ﺳﺎﺯﺍﻥ ﺍﺳﻜﺎﻥ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -٢٩‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺑﺎﺭ ﻭ ﻣﺪﻳﺮﻳﺖ ﺍﻧﺮﮊﻱ ﺩﺭ ﺷﺒﻜﻪﻫﺎﻱ ﺍﻧﺮﮊﻱ ﺍﻟﻜﺘﺮﻳﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -٣٠‬ﺑﺎﺯﻳﺎﻓﺖ ﺁﺏ ‪» -‬ﺗﺼﻔﻴﻪ ﭘﺴﺎﺏ ﺻﻨﺎﻳﻊ ﻟﺒﻨﻲ« )ﺑﻬﺎﺭ ‪(١٣٧٤‬‬
‫‪ -٣١‬ﺷﻬﺮ ﺳﺎﻟﻢ ‪ -‬ﺻﻨﻌﺖ ﭼﻮﺏ ﻭ ﻛﺎﻏﺬ ﻭ ﻧﻘﺶ ﺁﻥ ﺩﺭ ﻓﺮﻫﻨﮓ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﺳﻴﺎﺳﺖ )ﺩﺭ ﺍﻳﺮﺍﻥ ﻭ ﺟﻬﺎﻥ( )ﺑﻬﺎﺭ ‪(١٣٧٤‬‬
‫‪ -٣٢‬ﺻﺮﻓﻪﺟﻮﺋﻲ ﺍﻧﺮﮊﻱ ﺩﺭ ﺳﺎﺧﺘﻤﺎﻥﻫﺎﻱ ﻣﺴﻜﻮﻧﻲ )ﺑﻬﺎﺭ ‪(١٣٧٤‬‬
‫‪ -٣٣‬ﺷﻬﺮ ﺳﺎﻟﻢ ‪ -‬ﻣﻌﻤﺎﺭﻱ ﻭ ﭘﺮﻭﺭﺵ ﻓﻜﺮﻱ ﻛﻮﺩﻛﺎﻥ ﻭ ﻧﻮﺟﻮﺍﻧﺎﻥ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٤‬‬
‫‪ -٣٤‬ﺷﻬﺮ ﺳﺎﻟﻢ ‪ -‬ﺑﺎﺯﻳﺎﻓﺖ ﺯﺑﺎﻟﻪ ﻭ ﻣﺼﺎﻟﺢ ﺳﺎﺧﺘﻤﺎﻧﻲ ﻭ ﻧﻘﺶ ﺁﻥ ﺩﺭ ﺣﻔﻆ ﺧﺎﻙ ﻭ ﭘﺎﻛﺴﺎﺯﻱ ﻣﺤﻴﻂ )ﭘﺎﺋﻴﺰ ‪(١٣٧٤‬‬
‫‪ -٣٥‬ﺷﻬﺮ ﻣﺎ ﻛﺠﺎﺳﺖ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٤‬‬
‫‪ -٣٦‬ﺣﻔﺎﻇﺖ ﺳﻮﺍﺣﻞ ﺩﺭﻳﺎ ﻭ ﺭﻭﺩﺧﺎﻧﻪﻫﺎ ‪ -‬ﻣﻌﺮﻓﻲ ﺭﻭﺵﻫﺎﻱ ﺳﻨﺘﻲ ﻭ ﭘﻴﺸﺮﻓﺘﻪ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٥‬‬
‫‪ -٣٧‬ﺑﻬﻴﻨﻪﺳﺎﺯﻱ ﺁﻣﻮﺯﺵ ﻋﺎﻟﻲ ‪ -‬ﻧﮕﺎﻫﻲ ﻛﻮﺗﺎﻩ ﺑﺮ ﻛﺎﺭﻛﺮﺩ ﻧﻈﺎﻡ ﺁﻣﻮﺯﺷﻲ ﺍﻳﺮﺍﻥ ﻭ ﺟﻬﺎﻥ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٥‬‬
‫‪ -٣٨‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﮊﺋﻮﮔﺮﻳﺪ ﺩﺭ ﺭﺍﻩﻫﺎ ﻭ ﺑﺎﻧﺪ ﻓﺮﻭﺩﮔﺎﻩﻫﺎ )ﺑﻬﺎﺭ ‪(١٣٧٦‬‬
‫‪ -٣٩‬ﺍﻗﺘﺼﺎﺩ ﮔﺮﺩﺷﮕﺮﻱ )ﺟﻠﺪ ﺍﻭﻝ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٦‬‬
‫‪ -٤٠‬ﻧﮕﺮﺵﻫﺎﻳﻲ ﻧﻮﻳﻦ ﺑﻪ ﻃﺮﺍﺣﻲ ﻓﻀﺎﻱ ﺑﺎﺯ ﺍﺩﺍﺭﻱ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٧‬‬
‫‪ -٤١‬ﺍﻗﺘﺼﺎﺩ ﮔﺮﺩﺷﮕﺮﻱ ﺟﻠﺪ ﺩﻭﻡ )ﻓﺼﻮﻝ ﺳﻮﻡ ﻭ ﭼﻬﺎﺭﻡ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٧‬‬
‫‪ -٤٢‬ﻓﻬﺮﺳﺖ ﻣﻄﺎﺑﻘﻪﺍﻱ ﻋﻤﻠﻴﺎﺕ ﺍﺟﺮﺍﻳﻲ ﺟﻬﺖ ﺗﺴﻬﻴﻞ ﺩﺭ ﺍﻣﺮ ﻧﻈﺎﺭﺕ )ﭘﺎﺋﻴﺰ ‪(١٣٧٨‬‬
‫‪ -٤٣‬ﺩﺍﻧﺴﺘﻪﻫﺎﻳﻲ ﺩﺭ ﻣﻮﺭﺩ ﻣﻨﺎﻃﻖ ﺁﺯﺍﺩ ﻭ ﻭﻳﮋﻩ ﺍﻗﺘﺼﺎﺩﻱ ﺩﺭ ﺟﻬﺎﻥ )ﭘﺎﺋﻴﺰ ‪(١٣٧٨‬‬
‫‪ -٤٤‬ﻫﺪﺍﻳﺖ ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻭ ﻓﻨﻲ ﻏﻴﺮﺩﻭﻟﺘﻲ ﺟﻬﺖ ﺍﺟﺮﺍﻱ ﻃﺮﺡﻫﺎﻱ ﻋﻤﺮﺍﻧﻲ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٨‬‬
‫‪ -٤٥‬ﭘﮋﻭﻫﺶ ﺩﺭ ﺗﺎﺭﻳﺨﭽﻪ‪ ،‬ﻣﻔﻬﻮﻡ ﻭ ﺳﻴﺮ ﺗﺤﻮﻝ ﺷﻬﺮﺳﺎﺯﻱ ﻭ ﺷﻬﺮ ﺳﺎﻟﻢ ﺩﺭ ﻓﺮﻫﻨﮓ ﺍﻳﺮﺍﻥ ﻭ ﺍﺳﻼﻡ‬
‫)ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٨‬‬
‫‪ -٤٦‬ﭘﺎﺭﻙ ﺍﻧﺮﮊﻱﻫﺎﻱ ﻧﻮ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٩‬‬
‫‪ -٤٧‬ﻓﻀﺎﻱ ﺑﺎﺯ ﺍﺩﺍﺭﻱ‪ -‬ﻣﺪﻳﺮﻳﺖ ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻃﺮﺍﺣﻲ ﺩﺍﺧﻠﻲ )ﭘﺎﺋﻴﺰ ‪(١٣٧٩‬‬
‫‪ -٤٨‬ﺷﻬﺮﻙ ﺗﺮﺍﻓﻴﻜﻲ ﻛﻮﺩﻛﺎﻥ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٩‬‬
 ‫‪ -٤٩‬ﻓﻀﺎﻱ ﺑﺎﺯ ﺍﺩﺍﺭﻱ‪ -‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻃﺮﺍﺣﻲ ﻓﻀﺎﻫﺎﻱ ﺍﺩﺍﺭﻱ ﺟﺪﺍﻛﻨﻨﺪﻩﻫﺎ‪ ،‬ﻗﻄﻌﺎﺕ ﻭ ﺍﺗﺼﺎﻻﺕ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٩‬‬
‫‪ -٥٠‬ﻓﻀﺎﻱ ﺳﺒﺰ ‪ -‬ﻣﻨﺎﻃﻖ ﺻﻨﻌﺘﻲ ‪ -‬ﭘﺎﺭﻙﻫﺎﻱ ﺻﻨﻌﺘﻲ )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٨٠‬‬
‫‪ -٥١‬ﺗﻨﻈﻴﻢ ﺷﺮﺍﻳﻂ ﻣﺤﻴﻄﻲ ‪ -‬ﺑﺨﺶ ﺍﻭﻝ‪ :‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻋﻤﻠﻜﺮﺩ ﺣﺴﻲ‪ -‬ﺟﻠﺪ ﺍﻭﻝ‪ :‬ﻣﺤﻴﻂ ﺭﻭﺷﻨﺎﻳﻲ )ﭘﺎﻳﻴﺰ ‪(١٣٨٠‬‬
‫‪ -٥٢‬ﺗﻨﻈــﻴﻢ ﺷــﺮﺍﻳﻂ ﻣﺤﻴﻄــﻲ ‪ -‬ﺑﺨــﺶ ﺍﻭﻝ‪ :‬ﺍﺳــﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻋﻤﻠﻜــﺮﺩ ﺣــﺴﻲ‪ -‬ﻣﺤــﻴﻂﻫــﺎﻱ ﺻــﻮﺗﻲ ﻭ ﺣﺮﺍﺭﺗــﻲ‬
‫)ﭘﺎﻳﻴﺰ ‪(١٣٨٠‬‬
‫‪ -٥٣‬ﻣﻨﻈﺮﺳﺎﺯﻱ‪ -‬ﺟﻠﺪ ﺍﻭﻝ‪ :‬ﻃﺮﺍﺣﻲ ﻛﺎﺷﺖ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٨٠‬‬
‫‪ -٥٤‬ﻣﻨﻈﺮﺳﺎﺯﻱ‪ -‬ﺟﻠﺪ ﺩﻭﻡ‪ :‬ﺁﺑﻴﺎﺭﻱ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻣﻨﻈﺮ )ﺯﻣﺴﺘﺎﻥ ‪(١٣٨٠‬‬
‫‪ -٥٥‬ﺗﻨﻈﻴﻢ ﺷﺮﺍﻳﻂ ﻣﺤﻴﻄﻲ ‪ -‬ﺑﺨﺶ ﺩﻭﻡ‪ :‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﻛﻨﺘـﺮﻝ ﻣﺤـﻴﻂ ‪ -‬ﺟﻠـﺪ ﺍﻭﻝ‪ :‬ﺗﻮﻟﻴـﺪ ﻭ ﻛﻨﺘـﺮﻝ ﻧـﻮﺭ ﻭ ﺻـﺪﺍ‬
‫)ﺯﻣﺴﺘﺎﻥ ‪(١٣٨٠‬‬
‫‪ -٥٦‬ﺗﻨﻈﻴﻢ ﺷﺮﺍﻳﻂ ﻣﺤﻴﻄﻲ‪ -‬ﺑﺨﺶ ﺩﻭﻡ‪ :‬ﺳﻴﺴﺘﻢﻫﺎﻱﻛﻨﺘﺮﻝ ﻣﺤﻴﻂ ‪ -‬ﺟﻠﺪ ﺩﻭﻡ‪ :‬ﺗﻮﻟﻴﺪ ﻭ ﻛﻨﺘﺮﻝﺣﺮﺍﺭﺕ‬
‫)ﺯﻣﺴﺘﺎﻥ ‪(١٣٨٠‬‬
‫‪ -٥٧‬ﻣﻨﻈﺮﺳﺎﺯﻱ‪ -‬ﺟﻠﺪ ﺳﻮﻡ‪ :‬ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﺗﻜﻤﻴﻠﻲ ﺁﺭﺍﺳﺘﻦ ﻣﻨﺎﻇﺮ )ﺑﻬﺎﺭ ‪(١٣٨١‬‬
‫‪ -۵۸‬ﺗﻨﻈﻴﻢ ﺷﺮﺍﻳﻂ ﻣﺤﻴﻄـﻲ‪ -‬ﺑﺨـﺶ ﺩﻭﻡ‪ :‬ﺳﻴـﺴﺘﻢﻫـﺎﻱ ﻛﻨﺘـﺮﻝ ﻣﺤـﻴﻂ‪ -‬ﺟﻠـﺪ ﺳـﻮﻡ‪ :‬ﺳﻴـﺴﺘﻢ ﺟـﺎﻣﻊ ﻣﺤﻴﻄـﻲ‬
‫)ﺗﺎﺑﺴﺘﺎﻥ‪(۱۳۸۱‬‬
‫‪ -۵۹‬ﺷﻬﺮ ﺳﺎﻟﻢ‪ -‬ﺗﻮﺳﻌﻪ )ﻛﻼﻥ ﺷﻬﺮ ﺗﻬﺮﺍﻥ( )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۱‬‬
‫‪ -۶۰‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺍﻭﻝ‪ :‬ﻣﻔﺎﻫﻴﻢ ﻛﻠﻲ )ﭘﺎﻳﻴﺰ ‪(۱۳۸۱‬‬
‫‪ -۶۱‬ﻣﻨﻈﺮﺳﺎﺯﻱ‪ -‬ﺟﻠﺪ ﭼﻬﺎﺭﻡ‪ :‬ﭼﻤﻦ )ﺭﻭﺵﻫﺎﻱ ﺗﻜﺜﻴﺮ ﻭ ﻛﺎﺷﺖ ﻭ ﻧﮕﻬﺪﺍﺭﻱ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٨١‬‬
‫‪ -۶۲‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺩﻭﻡ‪ :‬ﻣﺪﻳﺮﻳﺖ ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۱‬‬
‫‪ -۶۳‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺳﻮﻡ‪ :‬ﺗﺠﺎﺭﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺑﻬﺎﺭ ‪(۱۳۸۲‬‬
‫‪ -۶۴‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﭼﻬﺎﺭﻡ‪ :‬ﺗﺠﺎﺭﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ »ﺍﻣﻨﻴﺖ ﻭ ﺗﺠﺎﺭﺕ ﺑﻲﺳﻴﻢ« )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۲‬‬
‫‪ -۶۵‬ﺳﺎﺧﺘﻤﺎﻥﻫﺎﻱ ﺳﺒﺰ ﻭ ﭘﺎﻳﺪﺍﺭ » ﺷﻨﺎﺧﺖ ﻭ ﻟﺰﻭﻡ ﺳﺎﺧﺘﻤﺎﻥﻫﺎﻱ ﺳﺒﺰ ﻭ ﭘﺎﻳﺪﺍﺭ« )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۲‬‬
‫‪ -۶۶‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﭘﻨﺠﻢ‪ :‬ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۲‬‬
‫‪ -۶۷‬ﻣﻨﻈﺮﺳﺎﺯﻱ‪ -‬ﺟﻨﮕﻞﻫﺎﻱ ﻣﺎﻧﮕﺮﻭ )ﺣﺮﺍ(‪ :‬ﺑﺨﺶ ﺍﻭﻝ – ﻛﻠﻴﺎﺕ )ﭘﺎﻳﻴﺰ ‪(۱۳۸۲‬‬
‫‪ -۶۸‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺷﺸﻢ‪ :‬ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﭘﺎﻳﻴﺰ ‪(۱۳۸۲‬‬
‫‪ -۶۹‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻫﻔﺘﻢ‪ :‬ﺷﻬﺮﺩﺍﺭﻱ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۲‬‬
 ‫‪ -۷۰‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻫﺸﺘﻢ‪ :‬ﺁﻣﻮﺯﺵ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺑﻬﺎﺭ ‪(۱۳۸۳‬‬
‫‪ -۷۱‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻧﻬﻢ‪ :‬ﺩﺍﻧﺸﮕﺎﻩ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺑﻬﺎﺭ ‪(۱۳۸۳‬‬
‫‪ -۷۲‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺩﻫﻢ‪ :‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﺍﻃﻼﻋﺎﺕ ﻣﺪﻳﺮﻳﺘﻲ ﺳﺎﺧﺘﻤﺎﻥ )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۳‬‬
‫‪ -۷۳‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻳﺎﺯﺩﻫﻢ‪ :‬ﺩﺍﻧﺸﮕﺎﻩ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﭘﺎﻳﻴﺰ ‪(۱۳۸۳‬‬
‫‪ -۷۴‬ﻓﻦ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺩﻭﺍﺯﺩﻫﻢ‪ :‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﻧﺪﻩﻫﺎﻱ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۳‬‬
‫‪ -۷۵‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺳﻴﺰﺩﻫﻢ‪ :‬ﺩﻣﻮﻛﺮﺍﺳﻲ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۳‬‬
‫‪ -۷۶‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﭼﻬﺎﺭﺩﻫﻢ‪ :‬ﺍﻧﺘﺨﺎﺑﺎﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۳‬‬
‫‪ -۷۷‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﭘﺎﻧﺰﺩﻫﻢ‪ :‬ﺣﻘﻴﻘﺖ ﻣﺠﺎﺯﻱ )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۴‬‬
‫‪ -۷۸‬ﺑﺮﮔﺰﺍﺭﻱ ﻣﻨﺎﻗﺼﻪﻫﺎﻱ ﺩﻭﻟﺘﻲ )ﺗﺼﻮﻳﺐ ﺷﺪﻩ ﺳﺎﻝ ‪) (۱۳۸۳‬ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۴‬‬
‫‪ -۷۹‬ﭼﻴﻦ ﺩﻭﻣﻴﻦ ﻣﺼﺮﻑ ﻛﻨﻨﺪﻩ ﺍﻧﺮﮊﻱ ﺩﺭ ﺟﻬﺎﻥ )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۴‬‬
‫‪ -۸۰‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ‪ -‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )ﺑﺨﺶ ﺍﻭﻝ – ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٨٤‬‬
‫‪ -۸۱‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﺷﺎﻧﺰﺩﻫﻢ‪ :‬ﺗﻮﺳﻌﻪ ﻓﻦ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺭﻭﺳﺘﺎﻫﺎ )ﻋﺪﺍﻟﺖ ﺍﺟﺘﻤﺎﻋﻲ( )ﭘﺎﻳﻴﺰ ‪(۱۳۸۴‬‬
‫‪ -۸۲‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻫﻔﺪﻫﻢ‪ :‬ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ )ﭘﺎﻳﻴﺰ ‪(۱۳۸۴‬‬
‫‪ -۸۳‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ – ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )ﺑﺨﺶ ﺩﻭﻡ – ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۴‬‬
‫‪ -۸۴‬ﻣﻬﻨﺪﺳﻲ ﺍﺭﺯﺵ – ﺑﺨﺶ ﺍﻭﻝ‪ :‬ﺍﺻﻮﻝ‪ ،‬ﻣﺒﺎﻧﻲ ﻭ ﻓﺮﺁﻳﻨﺪ )ﺯﻣﺴﺘﺎﻥ ‪(۱۳۸۴‬‬
‫‪ -۸۵‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ – ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )ﺑﺨﺶ ﺳﻮﻡ – ﻓﺮﻭﺭﺩﻳﻦ ‪(۱۳۸۵‬‬
‫‪ -۸۶‬ﻓﻦﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ -‬ﺑﺨﺶ ﻫﺠﺪﻫﻢ‪ :‬ﭘﺎﻳﺘﺨﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ‪ -‬ﺗﺠﻠﻲ ﻋﺪﺍﻟﺖ ﺍﺟﺘﻤﺎﻋﻲ )ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۵‬‬
‫‪ -۸۷‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ – ﺩﻓﺘﺮ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ )ﺑﺨﺶ ﺍﻭﻝ – ﺗﺎﺑﺴﺘﺎﻥ ‪(۱۳۸۵‬‬

‫ﻫﻤﭽﻨﻴﻦ ﻧﺸﺮﻳﺎﺕ ﺗﺨﺼﺼﻲ ﺫﻳﻞ ﻧﻴﺰ ﻣﻨﺘﺸﺮ ﮔﺮﺩﻳﺪﻩﺍﻧﺪ‪:‬‬

‫‪ -‬ﺣﻘﺎﻳﻘﻲ ﺩﺭ ﻣﻮﺭﺩ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ )ﺑﺨﺶ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -‬ﺍﻧﺘﺨﺎﺏ ﻣﺤﻞ ﻭ ﻧﻮﻉ ﺳﺪ ﺑﺮﺍﺳﺎﺱ ﺷﺮﺍﻳﻂ ﮊﺋﻮﻣﻮﺭﻓﻮﻟﻮﮊﻱ ﻭ ﮊﺋﻮﻟﻮﮊﻱ )ﺑﺨﺶ ﻋﻤﺮﺍﻥ ﺁﺏ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -‬ﺗﺤﻠﻴﻞ ﻣﻨﻄﻘﻪﺍﻱ ﺳﻴﻼﺏ ﺩﺭ ﺣﻮﺿﻪﻫﺎﻱ ﺷﻤﺎﻟﻲ ﺗﻬﺮﺍﻥ )ﺑﺨﺶ ﻋﻤﺮﺍﻥ ﺁﺏ( )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -‬ﺍﺻﻮﻝ ﻃﺮﺍﺣﻲ ﻣﺮﺍﻛﺰ ﺩﻳﺴﭙﺎﭼﻴﻨﮓ )ﺑﺨﺶ ﺍﻧﺮﮊﻱ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -‬ﭘﺎﺭﻙ ﭘﻮﻳﺶ‪ :‬ﺍﻧﺪﻳﺸﻪﺳﺎﻟﻢ‪ /‬ﺑﺪﻥﺳﺎﻟﻢ ﺩﺭ ﺷﻬﺮﻙ ﻓﺎﻃﻤﻴﻪ ﻣﻨﻄﻘﺔ ‪ ٢٠‬ﺷﻬﺮﺩﺍﺭﻱ ﺗﻬﺮﺍﻥ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ(‬
 ‫)ﭘﺎﺋﻴﺰ ‪(١٣٧٢‬‬
‫‪ -‬ﺷﻬﺮﻙ ﺗﺮﺍﻓﻴﻜﻲ ﻛﻮﺩﻛﺎﻥ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﭘﺎﺋﻴﺰ ‪(١٣٧٢‬‬
‫‪ -‬ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻛﺎﺭﻛﺮﺩﻫﺎﻱ ﺑﻬﻴﻨﺔ ﻧﻤﺎﻳﺸﮕﺮﻫﺎﻱ ﺩﻳﺠﻴﺘﺎﻟﻲ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٢‬‬
‫‪ -‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻮﻟﺘﻲ ﻭﻳﮋﻥ ﺩﺭ ﻣﺮﺍﻛﺰ ﭘﺮﺗﺮﺩﺩ ﺷﻬﺮﻱ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﺑﻬﺎﺭ ‪(١٣٧٣‬‬
‫‪ -‬ﭘﺎﺭﻙ ﺍﻧﺮﮊﻱﻫﺎﻱ ﻧﻮ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -‬ﺑﻬﻴﻨﻪﺳﺎﺯﻱ ﺧﺪﻣﺎﺕ ﭘﺮﻭﺍﺯ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﺯﻣﺴﺘﺎﻥ ‪(١٣٧٣‬‬
‫‪ -‬ﺑﺎﺯﺍﺭﭼﻪ ﺻﻨﺎﻳﻊ ﺩﺳﺘﻲ ﺩﺭ ﻛﻮﻫﭙﺎﻳﻪﻫﺎﻱ ﺷﻤﺎﻝ ﺗﻬﺮﺍﻥ )ﺑﺨﺶ ﺷﻬﺮ ﺳﺎﻟﻢ( )ﺗﺎﺑﺴﺘﺎﻥ ‪(١٣٧٤‬‬
‫ﺿﻤﻨﺎﹰ ﻛﺘﺐ ﺯﻳﺮ ﻣﻨﺘﺸﺮ ﮔﺮﺩﻳﺪﻩﺍﻧﺪ‪:‬‬
‫‪ -١‬ﺳﺎﺯﺓ ﭘﺎﺭﻛﻴﻨﮓﻫﺎﻱ ﻃﺒﻘﺎﺗﻲ )‪(١٣٧٢) (PARKING STRUCTURES‬‬
‫‪ -٢‬ﺳﺎﺯﻩﻫﺎﻱ ﺁﺑﻲ )‪(١٣٧٣) (HYDRAULIC STRUCTURES‬‬
‫‪ -٣‬ﺧﻮﺩﺁﻣﻮﺯ ﺍﺗﻮﻛﺪ ‪(١٣٧٣) (AUTO CAD. V.12 USER’S GUIDE) ١٢‬‬
‫‪ -٤‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﻃﺮﺍﺣﻲ ﻫﺘﻞ )ﺩﻓﺘﺮ ﺗﺤﻘﻴﻘﺎﺕ ﻭ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻓﻨﻲ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﺸﻮﺭ ‪(١٣٧٥ -‬‬
‫‪ -٥‬ﺑﻴﺴﺖﻭﭘﻨﺞ ﺟﻠﺪ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱﺻﻨﻌﺖ ﺁﺏ ﻛﺸﻮﺭ )ﺩﻓﺘﺮ ﺍﻣﻮﺭ ﻓﻨﻲ ﻭ ﺗﺪﻭﻳﻦ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﺸﻮﺭ ‪(١٣٧٥ -‬‬
‫‪ -٦‬ﺭﺍﻫﻨﻤﺎﻱ ﺑﺮﻧﺎﻣﻪ ﻧﻮﻳﺴﻲ ﺳﻪ ﺑﻌﺪﻱ ‪(۱۳۸۲) OPEN GL‬‬
‫‪ -۷‬ﻣﻌﻤﺎﺭﻱ ﺳﺒﺰ ‪ -‬ﻫﻮﺍﻱ ﭘﺎﻛﻴﺰﻩ ﺑﻜﺎﺭﻳﻢ )‪(۱۳۸۴‬‬

‫ﻛﺘﺐ ﺯﻳﺮ ﺑﺰﻭﺩﻱ ﻣﻨﺘﺸﺮ ﻣﻲﺷﻮﻧﺪ‪:‬‬

‫‪ -١‬ﻣﻨﻈﺮﺳﺎﺯﻱ )ﻃﺮﺍﺣﻲ‪ ،‬ﺍﺟﺮﺍﺀ( ‪) LANDSCAPING PRINCIPLES & PRACTICES‬ﻣﺘﺮﺟﻢ‪ :‬ﺭﻩﺷﻬﺮ(‬
‫‪ -٢‬ﺍﺻﻮﻝ ﺯﻣﻴﻦ ﻛﺮﺩﻥ ﺍﻟﻜﺘﺮﻳﻜﻲ )ﺍﺗﺼﺎﻝ ﺑﻪ ﺯﻣﻴﻦ( ‪) ELECTRICAL GROUNDING‬ﻣﺘﺮﺟﻢ‪ :‬ﺭﻩﺷﻬﺮ(‬