BIM Bime : Confidential

‫‪301in‬‬ ‫‪ V1.
22‬ﻣﺼﻔﻮﻓﺔ ﻧﻀﺞ ‪BIM‬‬
‫ﺗﻤﻴﺰ ‪ (BIM Excellence) BIM‬ﻫﻮ ﻣﺠﻬﻮﺩ ﻗﺎﺋﻢ ﻋﻠﻰ ﺍﻷﺑﺤﺎﺙ ﻟﺘﻘﻴﻴﻢ ﻭﺗﻄﻮﻳﺮ ﺃﺩﺍء ﺍﻷﻓﺮﺍﺩ‪ ،‬ﻭﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ‪ .‬ﻣﺒﺎﺩﺭﺓ‬
‫‪ (BIMe Initiative) BIMe‬ﺗﻨﻈﻢ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺒﺤﺜﻴﺔ ﻓﻲ ﺃﻁﻘﻢ ﻣﻌﺮﻓﻴﺔ ﺍﻟﺘﻲ ﻳﺘﻢ ﺗﻄﻮﻳﺮﻫﺎ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﺩﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ‪.‬‬
‫ﻣﺒﺎﺩﺭﺓ ‪ BIMe‬ﻫﻲ ﻣﺒﺎﺩﺭﺓ ﻏﻴﺮ ﺭﺑﺤﻴﺔ ﺗﺪﻋﻤﻬﺎ ﺧﺪﻣﺎﺕ ‪ BIMe‬ﻟﻠﺸﺮﻛﺎﺕ )‪ ،(BIMe Corporate Services‬ﻭﺍﻟﻤﻨﺢ ﺍﻟﺒﺤﺜﻴﺔ‪،‬‬
‫ﻭﺍﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻌﻴﻨﻴﺔ\ﺍﻟﺪﻋﻢ ﺍﻟﻤﺆﺳﺴﻲ‪ .‬ﻟﻠﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﻟﺨﺪﻣﺎﺕ‪ ،‬ﺃﻭ ﻟﻼﺳﺘﻔﺴﺎﺭ ﻋﻦ ﺭﻋﺎﻳﺔ ﺍﻟﻨﺸﺎﻁﺎﺕ‪ ،‬ﺍﻟﺮﺟﺎء‬
‫ﺍﻻﺗﺼﺎﻝ ﺑﻨﺎ‪ .‬ﺗﻤﻴﺰ ‪ BIMe‬ﻳﺴﺘﻨﺪ ﻋﻠﻰ ﺍﻟﺒﺤﻮﺙ ﺍﻟﻤﻨﺸﻮﺭﺓ ﻟﻠﺪﻛﺘﻮﺭ ﺑﻼﻝ ﺳﻜﺮ ﻭﻋﻠﻰ ﺃﺑﺤﺎﺙ ﺍﻟﻌﺪﺩ ﺍﻟﻤﺘﺰﺍﻳﺪ ﻣﻦ ﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦ‬
‫ﺍﻟﺪﻭﻟﻴﻴﻦ ﺍﻟﻤﺮﻣﻮﻗﻴﻦ‪.‬‬
‫‪ . 1‬ﻣﺼﻔﻮﻓﺔ ﻧﻀﻮﺝ ‪BIM‬‬

‫ﻣﺼﻔﻮﻓﺔ ﻧﻀﻮﺝ ‪ (BIm3) BIM‬ﻫﻲ ﺃﺩﺍﺓ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ ﺗﻌﺮﻳﻒ ﻧﻀﻮﺝ ‪ BIM‬ﺍﻟﺤﺎﻟﻲ ﻟﻤﻨﻈﻤﺔ ﺃﻭ ﻟﻔﺮﻳﻖ ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﻳﻮﺟﺪ ﻣﺤﻮﺭﺍﻥ‬
‫ﻓﻲ ‪ -BIm³‬ﻣﺠﻤﻮﻋﺎﺕ ﻗﺪﺭﺓ ‪ BIM‬ﻋﻠﻰ ﺍﻟﻤﺤﻮﺭ ﺍﻟﺮﺃﺳﻲ‪ ،‬ﻭﻣﺆﺷﺮ ﻧﻀﺞ ‪ BIM‬ﻋﻠﻰ ﺍﻟﻤﺤﻮﺭ ﺍﻷﻓﻘﻲ‪ .‬ﻗﺪ ﺗﻜﻮﻥ ﺍﻟﻤﺼﻔﻮﻓﺔ ﺫﺍﺕ ﺗﻔﺎﺻﻴﻞ‬
‫ﻗﻠﻴﻠﺔ )‪ BIMe‬ﺍﻛﺘﺸﺎﻑ ﺍﻟﻤﺼﻔﻮﻓﺔ( ﺃﻭ ﻣﻔﺼﻠﺔ ﻟﻠﻐﺎﻳﺔ )‪ BIMe‬ﻣﺼﻔﻮﻓﺔ ﺩﻗﻴﻘﺔ(‪.‬‬
‫ﻗﺪﺭﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺗﺸﻴﺮ ﺇﻟﻰ ﺍﻟﺤﺪ ﺍﻷﺩﻧﻰ ﻣﻦ ﺍﻣﻜﺎﻧﻴﺔ ﻣﻨﻈﻤﺔ ﺃﻭ ﻓﺮﻳﻖ ﻟﺘﻘﺪﻳﻢ ﻣﺨﺮﺟﺎﺕ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ‪ .‬ﺗﻘﺎﺱ ﻗﺪﺭﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻋﺒﺮ ﻣﺮﺍﺣﻞ ﻧﻤﺬﺟﺔ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻣﻔﺼﻮﻟﺔ ﺑﺨﻄﻮﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء )ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺍﺩﻧﺎﻩ(‪ .‬ﻛﻤﺎ ﺗﻢ ﺷﺮﺡ ﻣﺮﺍﺣﻞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺑﺸﻜﻞ ﺃﻭﻓﻰ ﻓﻲ ﺍﻟﻤﺸﺎﺭﻛﺔ ‪ 3‬ﻋﻠﻰ ﻣﺪﻭﻧﺔ ﺇﻁﺎﺭ‬
‫ﻋﻤﻞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪:‬‬
‫ﻳﺸﻴﺮ ﻣﺼﻄﻠﺢ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺇﻟﻰ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﺘﺪﺭﻳﺠﻲ ﻭﺍﻟﻤﺴﺘﻤﺮ ﻓﻲ ﺍﻟﺠﻮﺩﺓ‪ ،‬ﻭﺍﻟﺘﻜﺮﺍﺭ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻨﺒﺆ ﺿﻤﻦ ﻗﺪﺭﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺍﻟﻤﺘﺎﺣﺔ‪ .‬ﻧﻀﺞ‬
‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻳﻘﺎﺱ ﺑﻮﺍﺳﻄﺔ ﻣﺆﺷﺮ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻭﺍﻟﺬﻱ ﻳﺘﻜﻮﻥ ﻣﻦ ﺧﻤﺴﺔ ﻣﺴﺘﻮﻳﺎﺕ )ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺍﺩﻧﺎﻩ(‪ .‬ﻛﻤﺎ ﺗﻢ ﺷﺮﺡ ﻣﺆﺷﺮ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﺒﻨﺎء ﺑﺸﻜﻞ ﺃﻭﻓﻰ ﻓﻲ ﺍﻟﻣﺷﺎﺭﻛﺔ ‪ 10‬ﻋﻠﻰ ﻣﺪﻭﻧﺔ ﺇﻁﺎﺭ ﻋﻤﻞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬
‫ﻟﻼﻁﻼﻉ ﻋﻠﻰ ﻣﻘﺎﺭﻧﺔ ﺗﻔﺼﻴﻠﻴﺔ ﻟﻘﺪﺭﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻭﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ ،‬ﻳﺮﺟﻰ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻰ ‪ BIM Think Space Episode11‬ﻭ‪ video‬ﻧﻘﻁﺔ‬
‫ﺍﻟﺗﺑﻧﻲ ﻋﻠﻰ ﻗﻨﺎﺓ ﺇﻁﺎﺭ ﻋﻤﻞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪.‬‬
‫‪CONFIDENTIAL‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬

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‫‪301in‬‬ ‫‪ V1.22‬ﻣﺼﻔﻮﻓﺔ ﻧﻀﺞ ‪BIM‬‬
‫‪ . 2‬ﺧﻠﻔﻴﺔ ﺍﻟﺒﺤﺚ‬
‫ﺗﺴﺘﻨﺪ ﻣﺼﻔﻮﻓﺔ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻋﻠﻰ ﺍﻟﺒﺤﻮﺙ ﺍﻟﺘﻲ ﺍﺳﺘﻌﺮﺿﻬﺎ ﺍﻟﻨﻈﺮﺍء‪ .‬ﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻳﺮﺟﻰ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻰ‪:‬‬
‫‪Succar, B. (2009). Building information modelling framework: research and delivery foundation‬‬
‫\‪for industry stakeholders. Automation in Construction, 18(3), 357 – 375. http:\ \ bit.ly‬‬
‫‪BIMPaperA‬‬
‫‪Succar, B. (2010). Building Information Modelling maturity matrix. In J. Underwood & U.‬‬
‫‪Isikdag (Eds.), Handbook of research on Building Information Modelling and construction‬‬
‫‪informatics: concepts and technologies (pp. 65-103): Information Science Reference, IGI‬‬
‫‪Publishing. http:\ \ bit.ly\ BIMPaperA3‬‬
‫‪Succar, B., Sher, W., & Williams, A. (2012). Measuring BIM performance: five metrics. Architectural Engineering and Design‬‬
‫‪Management, 8(2), 120-142. http:\ \ bit.ly\ BIMPaperA5‬‬
‫‪ . 3‬ﻛﻴﻒ ﺗﺴﺘﺨﺪﻡ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‬

‫ﺗﻬﺪﻑ ﻣﺼﻔﻮﻓﺔ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻟﻠﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﺗﻲ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺘﻔﺎﺻﻴﻞ ﻣﺘﺪﻧﻴﺔ )ﺍﻻﻛﺘﺸﺎﻑ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟ ُﺤﺒﻴﺒﻲ ‪ .(1‬ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻳﺮﺟﻰ‬
‫ﺍﺗﺒﺎﻉ ﺍﻟﻤﻮﺻﻰ ﺑﻬﺎ ﺃﺩﻧﺎﻩ‪:‬‬
‫ﺍﻹﻋﺪﺍﺩ‪:‬‬
‫← ﺗﺤﺪﻳﺪ ﺃﻓﻀﻞ ﺷﺨﺺ ﻟﻘﻴﺎﺩﺓ ﺟﻬﻮﺩ ﺍﻟﺘﻘﻴﻴﻢ ‪ -‬ﺷﺨﺺ ﻟﺪﻳﻪ ﺧﺒﺮﺓ ﻛﺒﻴﺮﺓ ﻓﻲ ﺃﺩﻭﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ ،‬ﻭﺳﻴﺮ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﻭﻋﻠﻰ ﺩﺭﺍﻳﺔ ﻛﺎﻓﻴﺔ ﺑﻨﻈﻢ ﺍﻟﻤﻨﻈﻤﺔ‬
‫ﻭﺛﻘﺎﻓﺘﻬﺎ‪.‬‬
‫← ﺇﺟﺮﺍء ﻫﺬﺍ ﺍﻟﺘﻘﻴﻴﻢ ﻛﻨﺸﺎﻁ ﺟﻤﺎﻋﻲ ‪ -‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ :‬ﻭﺭﺷﺔ ﻋﻤﻞ ﻣﻊ ‪ 8-3‬ﺃﻓﺮﺍﺩ ﻳﻤﺜﻠﻮﻥ ﻣﺨﺘﻠﻒ ﺍﻷﺩﻭﺍﺭ ﻭﺍﻟﺘﺨﺼﺼﺎﺕ ﻭﻣﺴﺘﻮﻯ ﺍﻷﻗﺪﻣﻴﺔ‪.‬‬
‫← ﺗﺨﺼﻴﺺ ‪ 90-60‬ﺩﻗﻴﻘﺔ ﻹﻛﻤﺎﻝ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﺗﻲ ﻭﻣﺘﺎﺑﻌﺔ ﺍﻟﻤﻨﺎﻗﺸﺎﺕ‪.‬‬
‫ﺍﻟﺘﻘﻴﻴﻢ‬
‫← ﻟﻜﻞ ﻁﻘﻢ ﻗﺪﺭﺍﺕ )ﻣﺜﻞ ﺍﻟﺒﺮﻣﺠﻴﺎﺕ(‪ ،‬ﺍﻗﺮﺃ ﺍﻟﺼﻒ ﺍﻟﻜﺎﻣﻞ ﺩﺍﺧﻞ ﺍﻟﻤﺼﻔﻮﻓﺔ ﻗﺒﻞ ﺗﺤﺪﻳﺪ ﺍﻟﺨﻠﻴﺔ ﺍﻟﺘﻲ ﺗﺼﻒ ﺑﺄﻓﻀﻞ ﺷﻜﻞ ﻣﺴﺘﻮﻯ ﻧﻀﺞ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺍﻟﺤﺎﻟﻲ‬
‫ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫← ﺇﻣﺎ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﻤﻮﺻﻰ ﺑﻬﺎ )‪ (40-10‬ﺃﻭ ‪ -‬ﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺪﻗﻴﻖ ‪ -‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﻟﻮﺍﻥ ﻟﺘﺴﻠﻴﻂ ﺍﻟﻀﻮء ﻋﻠﻰ ﻣﺎ ﺗﻢ ﺗﺤﻘﻴﻘﻪ ﺣﺘﻰ ﺍﻵﻥ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﺍﺳﺘﺨﺪﻡ‬
‫ﺍﻟﻠﻮﻥ ‪ A‬ﺇﺫﺍ ﻟﻢ ﻳﺘﻢ ﺗﺤﻘﻴﻖ ﺍﻟﻨﻀﺞ ﺍﻟﻤﻮﺻﻒ ﺩﺍﺧﻞ ﺍﻟﺨﻠﻴﺔ ﻓﻲ ﻭﻗﺖ ﺍﻟﺘﻘﻴﻴﻢ؛ ﺍﻟﻠﻮﻥ ‪ B‬ﺇﺫﺍ ﺗﺤﻘﻖ ﺍﻟﻨﻀﺞ ﺟﺰﺋﻴﺎ ً؛ ﻭﺍﻟﻠﻮﻥ ‪ C‬ﺇﺫﺍ ﺗﻢ ﺗﺤﻘﻴﻖ ﺍﻟﻨﻀﺞ ﺍﻟﻤﻮﺻﻒ ﺑﺎﻟﻜﺎﻣﻞ‪.‬‬
‫← ﺍﻟﻨﻀﺞ ﺗﻘﺪﻣﻲ ‪ -‬ﻳﺠﺐ ﻋﺪﻡ ﺗﻄﺒﻴﻖ ﺃﻱ ﺩﺭﺟﺔ ﺃﻭ ﻟﻮﻥ ﻋﻠﻰ ﺧﻠﻴﺔ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺨﻠﻴﺔ ﺍﻟﺴﺎﺑﻘﺔ )ﺇﻟﻰ ﻳﻤﻴﻨﻬﺎ( ﺣﻘﻘﺖ ﺍﻟﻨﻀﺞ ﺑﺸﻜﻞ ﺟﺰﺋﻲ ﺃﻭ ﻟﻢ ﺗﺤﻘﻘﻪ ﺑﻌﺪ‪.‬‬
‫← ﺗﺠﻨﺐ ﺣﺴﺎﺏ ﺇﺟﻤﺎﻟﻲ ﺍﻟﺪﺭﺟﺎﺕ )ﻟﻜﻞ ﻋﻤﻮﺩ ﺃﻭ ﻟﻜﻞ ﺻﻒ( ﻧﻈﺮﺍ ً ﻷﻥ ﻫﺬﻩ ﺍﻟﻤﺠﺎﻣﻴﻊ ﻣﻀﻠﻠﺔ‪.‬‬
‫ﺍﻟﺘﺤﻠﻴﻞ‬
‫← ﻧﺎﻗﺶ ﺍﻟﻨﺘﺎﺋﺞ ﻟﺘﺤﺪﻳﺪ ﺃﻓﻀﻞ ﺍﻟﺨﻄﻮﺍﺕ ﻟﺘﺤﺴﻴﻦ ﺃﺩﺍء ﺍﻟﻤﺆﺳﺴﺔ‪ .‬ﻋﻨﺪ ﻣﻨﺎﻗﺸﺔ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ‪ ،‬ﺍﺳﺘﻬﺪﻑ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﺸﺎﻣﻠﺔ ﺑﺪﻻ ﻣﻦ ﺍﻟﺘﻤﻴﺰ ﻓﻲ ﻣﻨﻄﻘﺔ ﻭﺍﺣﺪﺓ‪.‬‬
‫← ﻛﺮﺭ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﺗﻲ ﻛﻞ ‪ 12-6‬ﺷﻬﺮﺍ ً ﻟﺘﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﺗﻢ ﺍﻧﺠﺎﺯ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺃﻭ ﺃﻥ ﺍﻟﻤﻮﻗﻒ ﻳﺘﻄﻠﺐ ﻧﻬﺠﺎ ً ﻣﺨﺘﻠﻔﺎ ً‪.‬‬
‫ﺗﻨﻮﻳﻪ‪ :‬ﺑﻨﺎ ًء ﻋﻠﻰ ‪ 5‬ﺳﻨﻮﺍﺕ ﻣﻦ ﺍﻻﺧﺘﺒﺎﺭ ﻭﺍﻟﺼﻘﻞ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻤﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ ﺗﺴﻔﺮ ﻋﻦ ﻧﺘﺎﺋﺞ ﺩﻗﻴﻘﺔ ﻭﻗﺎﺑﻠﺔ ﻟﻠﺘﻜﺮﺍﺭ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻼ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﺎﻣﻞ ﺍﻟﻤﺘﻐﻴﺮ ﻣﺴﺆﻭﻻً‬
‫ﻋﻦ ﻛﻴﻔﻴﺔ ﺗﻮﺻﻴﻒ ﻭﺗﻔﺴﻴﺮ ﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﻣﺴﺎﻋﺪﺓ ﻣﻬﻨﻴﺔ‪ ،‬ﻳﺮﺟﻰ ﺍﻻﺗﺼﺎﻝ ﺑﻨﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﺘﻜﻤﻴﻠﻴﺔ‪.‬‬
‫‪CONFIDENTIAL‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬

‫‪301in BIM Maturity Matrix‬‬ ‫‪v1.23‬‬
‫‪E‬ﺃﻣﺜﻞ‬ ‫‪D‬ﻣﺘﻜﺎﻣﻞ‬ ‫‪C‬ﻣﺪﺍﺭ‬ ‫‪B‬ﻣﺤﺪﺩ‬ ‫‪ A‬ﺑﺪﺍﺋﻲ‬ ‫ﻣﻨﺎﻁﻖ ﺍﻟﻨﻀﺞ‬

‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﻋﻨﺪ‬
‫)ﺃﻋﻠﻰ ﺩﺭﺟﺔ ‪(40‬‬ ‫)ﺃﻋﻠﻰ ﺩﺭﺟﺔ ‪(30‬‬ ‫)ﺃﻋﻠﻰ ﺩﺭﺟﺔ ‪(20‬‬ ‫)ﺃﻋﻠﻰ ﺩﺭﺟﺔ ‪(10‬‬ ‫)ﺩﺭﺟﺔ ‪(0‬‬ ‫ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟ ُﺤﺒﻴﺒﻲ ‪1‬‬
‫ﻳﺘﻢ ﻣﺮﺍﺟﻌﺔ ﺍﺧﺘﻴﺎﺭ\ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺮﺍﻣﺞ ﻭﻧﺸﺮﻫﺎ ﻳﺘﺒﻊ ﺃﻫﺪﺍﻑ‬ ‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﺮﺍﻣﺞ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﺤﻜﻮﻡ‬
‫ﺍﺳﺘﺨﺪﺍﻡ\ ﺗﻘﺪﻳﻢ ﺍﻟﺒﺮﺍﻣﺞ ﻣﻮﺣﺪ ﺩﺍﺧﻞ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻟﺒﺮﻣﺠﻴﺎﺕ ﻏﻴﺮ‬ ‫ﺎﺕ‪:‬‬ ‫ﺍﻟﺒﺮﻣﺠﻴ‬
‫ﺍﻟﺒﺮﻣﺠﻴﺔ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻟﺘﻌﺰﻳﺰ ﺍﻹﻧﺘﺎﺟﻴﺔ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﻟﻴﺲ ﻓﻘﻂ ﺍﻟﻤﺘﻄﻠﺒﺎﺕ‬ ‫ﻭﻣﺪﺍﺭ ﺑﺘﺴﻠﻴﻤﺎﺕ ﻣﺤﺪﺩﺓ‪ .‬ﺍﻟﻨﻤﺎﺫﺝ ﻫﻲ‬
‫ﻭﻣﻮﺍءﻣﺘﻬﺎ ﻣﻊ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫ﺍﻟﺘﺸﻐﻴﻠﻴﺔ‪ .‬ﺗﺴﻠﻴﻤﺎﺕ ﺍﻟﻨﻤﺬﺟﺔ ﻣﺰﺍﻣﻨﺔ‬ ‫ﺃﺳﺎﺱ ﺍﻟﻤﺸﺎﻫﺪ ﺛﻼﺛﻴﺔ ﺍﻷﺑﻌﺎﺩ‪،‬‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ﺃﻭ ﻓﺮﻕ ﺍﻟﻤﺸﺮﻭﻉ )ﻣﻨﻈﻤﺎﺕ‬ ‫ﻣﺮﺍﻗﺐ ﻭﻏﻴﺮ ﻣﻨﻈﻢ‪ .‬ﻭﺗﻌﺘﻤﺪ ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺎﺕ‪،‬‬ ‫ﺍﻟﺘﻄﺒﻴﻘ‬
‫ﻳﺠﺮﻱ ﻣﺮﺍﺟﻌﺔ\ ﺗﺤﺴﻴﻦ ﺗﺴﻠﻴﻤﺎﺕ ﺍﻟﻨﻤﺬﺟﺔ‬ ‫ﺑﺸﻜﻞ ﺟﻴﺪ ﻋﺒﺮ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻭﺗﺘﻜﺎﻣﻞ‬ ‫ﺍﻟﺘﻤﺜﻴﻼﺕ ﺛﻨﺎﺋﻴﺔ ﺍﻻﺑﻌﺎﺩ‪ ،‬ﺣﺼﺮ‬ ‫ﻣﺘﻌﺪﺩﺓ(‪ .‬ﻭﺗﻌﺘﻤﺪ ﺍﻟﻨﻤﺎﺫﺝ ﺛﻼﺛﻴﺔ ﺍﻷﺑﻌﺎﺩ‬ ‫ﺛﻼﺛﻴﺔ ﺍﻷﺑﻌﺎﺩ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻟﺘﻮﻟﻴﺪ ﺩﻗﻴﻖ‬ ‫ﺍﻟﺘﺴﻠﻴﻤﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺑﺼﻮﺭﺓ ﺩﻭﺭﻳﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻭﻅﺎﺋﻒ‬ ‫ﺑﺈﺣﻜﺎﻡ ﻣﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ‪.‬‬ ‫ﺍﻟﻜﻤﻴﺎﺕ‪ ،‬ﺍﻟﻤﻮﺍﺻﻔﺎﺕ‪ ،‬ﻭﺍﻟﺪﺭﺍﺳﺎﺕ‬ ‫ﻟﺘﻮﻟﻴﺪ ﺗﺴﻠﻴﻤﺎﺕ ﺛﻨﺎﺋﻴﺔ ﻭﺛﻼﺛﻴﺔ ﺍﻻﺑﻌﺎﺩ‪.‬‬ ‫ﻟﺘﻤﺜﻴﻼﺕ ﻭﻣﺴﻠﻤﺎﺕ ﺛﻨﺎﺋﻴﺔ ﺍﻻﺑﻌﺎﺩ‪ .‬ﻟﻢ ﻳﺘﻢ‬
‫ﺍﻟﺒﺮﻣﺠﻴﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﻭﺍﻹﺿﺎﻓﺎﺕ ﺍﻟﻤﺘﺎﺣﺔ‪ .‬ﻳﺘﻢ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﺗﺨﺰﻳﻦ‪ ،‬ﻭﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺍﻟﺘﺤﻠﻴﻠﻴﺔ‪ .‬ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﺗﺨﺰﻳﻦ‪ ،‬ﻭﺗﺒﺎﺩﻝ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﺗﺨﺰﻳﻦ ﻭﺗﺒﺎﺩﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﺤﺪﺩﺓ‬ ‫ﺗﻌﺮﻳﻒ ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﺗﺨﺰﻳﻦ ﻭﺗﺒﺎﺩﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺗﻮﺛﻴﻖ‪ ،‬ﻭﺗﺤﻜﻢ ﻭﺍﻻﺧﺬ ﺑﺎﻻﻋﺘﺒﺎﺭ ﻭﺗﻌﺰﻳﺰ‬ ‫ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ ﻣﻨﻈﻢ ﻭﻳﺘﻢ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﺮﺻﻮﺩ ﻭﻣﺘﺤﻜﻢ ﺑﻪ‪ .‬ﺗﺪﻓﻖ‬ ‫ﺟﻴﺪﺍ ً ﺩﺍﺧﻞ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺃﻭ ﻓﺮﻕ‬ ‫ﺩﺍﺧﻞ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺃﻭ ﻓﺮﻕ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬
‫ﺟﻤﻴﻊ ﺍﻷﻣﻮﺭ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ‪ ،‬ﺗﺨﺰﻳﻦ‪،‬‬ ‫ﻛﺠﺰء ﻣﻦ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻌﺎﻣﺔ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻮﺛﻖ ﻭ ُﻣﺪﺍﺭ ﺑﺸﻜﻞ ﺟﻴﺪ‪.‬‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﺗﻢ ﺗﻌﺮﻳﻒ ﻭﺗﺤﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﻳﻌﺎﻧﻲ ﺍﻻﺳﺘﺒﺪﺍﻝ ﻣﻦ ﻧﻘﺺ ﺣﺎﺩ ﻓﻲ ﻗﺎﺑﻠﻴﺔ‬
‫ﻭﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ‪،‬‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﺍﻭ ﻓﺮﻳﻖ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﺍﺳﺘﺒﺪﺍﻝ ﺑﻴﺎﻧﺎﺕ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ ﺍﺟﺒﺎﺭﻱ‬ ‫ﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ‪.‬‬ ‫ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ ‪.‬‬
‫ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ‪.‬‬ ‫ﻭﻣﺮﺍﻗﺐ ﻋﻦ ﻗﺮﺏ‪.‬‬
‫‪BIM CAPABILITY SETS‬‬

‫‪S e t v 5‬ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﺪﺭﺓ‬
‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬
‫ﻳﺘﻢ ﺍﺧﺘﺒﺎﺭ ﻭﺗﺮﻗﻴﺔ ﻭﻧﺸﺮ ﺍﻟﻤﻌﺪﺍﺕ ﺍﻟﻘﺎﺋﻤﺔ‬ ‫ﻳﺘﻢ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻧﺸﺮ ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻭﺿﻌﺖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﺘﻮﺛﻴﻖ ﻭﺇﺩﺍﺭﺓ‬ ‫ﻣﻮﺍﺻﻔﺎﺕ ﺍﻟﻤﻌﺪﺍﺕ ‪ -‬ﻣﻨﺎﺳﺒﺔ ﻟﺘﻘﺪﻳﻢ‬ ‫ﻣﻌﺪﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻏﻴﺮ‬ ‫ﺍﻷﺟﻬﺰﺓ‪:‬‬
‫ﻭﺍﻟﺤﻠﻮﻝ ﺍﻟﻤﺒﺘﻜﺮﺓ ﺑﺎﺳﺘﻤﺮﺍﺭ‪ .‬ﺗﺼﺒﺢ ﺃﺟﻬﺰﺓ‬ ‫ﻛﻌﻮﺍﻣﻞ ﺗﻤﻜﻴﻦ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﻭﺻﻴﺎﻧﺔ ﻣﻌﺪﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﻣﻨﺘﺠﺎﺕ ﻭﺧﺪﻣﺎﺕ ﻧﻤﺬﺟﺔ ﻣﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﻣﻼﺋﻤﺔ؛ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﻣﻨﺨﻔﻀﺔ ﺟﺪﺍ‬
‫ﺍﻟﻤﻌﺪﺍﺕ‪ ،‬ﺍﻟﺘﺴﻠﻴﻤﺎﺕ‪،‬‬
‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺟﺰءﺍ ً ﻣﻦ ﺍﻟﻤﻴﺰﺓ‬ ‫ﺍﻟﺒﻨﺎء‪ .‬ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺑﺸﻔﺎﻓﻴﺔ‪ .‬ﺗﻮﻅﻴﻒ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻷﺟﻬﺰﺓ‬ ‫‪ -‬ﻳﺘﻢ ﺗﻌﺮﻳﻔﻬﺎ‪ ،‬ﺭﺻﺪ ﻣﻴﺰﺍﻧﻴﺘﻬﺎ‪،‬‬ ‫ﺃﻭﻏﻴﺮﻣﺘﻨﺎﺳﻘﺔ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬
‫ﻭﺍﻟﻤﻜﺎﻥ\ ﺍﻟﺘﺠﻮﺍﻝ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻟﻔﺮﻳﻖ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﻣﺘﻜﺎﻣﻞ ﺑﺈﺣﻜﺎﻡ ﻣﻊ ﺍﻟﺨﻄﻂ ﺍﻟﻤﺎﻟﻴﺔ‪،‬‬ ‫ﻟﺘﻌﺰﻳﺰ ﺗﺠﻮﺍﻝ ﺍﻟﻄﺎﻗﻢ )ﻋﻨﺪ ﺍﻟﺤﺎﺟﺔ(‬ ‫ﻭﺗﻮﺣﻴﺪ ﻣﻮﺍﺻﻔﺎﺗﻬﺎ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬ ‫ﻳﺘﻢ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﻤﻌﺪﺍﺕ ﺃﻭ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻌﻤﻞ ﻭﺃﻫﺪﺍﻑ ﺍﻷﺩﺍء‪.‬‬ ‫ﻭﺗﻮﺳﻴﻊ ﺇﻧﺘﺎﺟﻴﺔ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪.‬‬ ‫ﺍﻟﻤﻨﻈﻤﺔ‪ .‬ﺍﺳﺘﺒﺪﺍﻝ ﻭﺗﺮﻗﻴﺔ ﺍﻷﺟﻬﺰﺓ ﺑﻨﻮﺩ‬ ‫ﺗﺮﻗﻴﺘﻬﺎ ﻛﺒﻨﻮﺩ ﺗﻜﻠﻔﺔ ﻭﻳﺘﻢ ﺗﻄﺒﻴﻘﻬﺎ‬
‫ﺗﻜﻠﻔﺔ ﻣﺤﺪﺩﺓ ﺟﻴﺪﺍ ً‪.‬‬ ‫ﺍﺿﻄﺮﺍﺭﺍ ً ﻓﻘﻂ‪.‬‬

‫ﺗﻤ ِ ّﻜﻦ ﺣﻠﻮﻝ ﺍﻟﺸﺒﻜﺔ ﺗﻜﺎﻣﻞ ﺟﻮﺍﻧﺐ‬
‫ﻳﺘﻢ ﺗﻘﻴﻴﻢ ﺣﻠﻮﻝ ﺍﻟﺸﺒﻜﺎﺕ ﻭﺍﺳﺘﺒﺪﺍﻟﻬﺎ ﺑﺄﺣﺪﺙ‬ ‫ﻳﺘﻢ ﺇﺩﺍﺭﺓ ﺣﻠﻮﻝ ﺍﻟﺸﺒﻜﺎﺕ ﻟﺤﺼﺎﺩ‬ ‫ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﺣﻠﻮﻝ ﺍﻟﺸﺒﻜﺔ ﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺣﻠﻮﻝ ﺍﻟﺸﺒﻜﺔ ﻏﻴﺮ ﻣﻮﺟﻮﺩﺓ ﺃﻭ‬ ‫ﺍﻟﺸﺒﻜﺔ‪:‬‬
‫ﻣﺘﻌﺪﺩﺓ ﻣﻦ ﻋﻤﻠﻴﺔ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﺍﻟﻤﺨﺘﺒﺮﺓ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‪ .‬ﺗﺴﻬﻞ‬ ‫ﺍﻟﺒﻨﺎء ﻋﺒﺮ ﻣﺸﺎﺭﻛﺔ ﺳﻠﺴﺔ ﻟﻠﺒﻴﺎﻧﺎﺕ‬ ‫ﻭﺗﺨﺰﻳﻦ ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻌﺮﻓﺔ ﺩﺍﺧﻞ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﺤﻜﻢ ﺑﺎﻟﻮﻟﻮﺝ ﺩﺍﺧﻞ‬ ‫ﻣﺨﺼﺼﺔ‪ .‬ﺍﻷﻓﺮﺍﺩ‪ ،‬ﺍﻟﻤﻨﻈﻤﺎﺕ )ﻣﻮﻗﻊ‬
‫ﺍﻟﺤﻠﻮﻝ‪ ،‬ﻭﺍﻟﺘﺴﻠﻴﻤﺎﺕ‬
‫ﺍﻟﺸﺒﻜﺎﺕ ﺍﻛﺘﺴﺎﺏ ﺍﻟﻤﻌﺮﻓﺔ ﻭﺗﺨﺰﻳﻨﻬﺎ‬ ‫ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻤﻌﺮﻓﺔ ﻓﻲ ﺍﻟﻮﻗﺖ‬ ‫ﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﺑﺸﻜﻞ ﺟﻴﺪ ﻋﺒﺮ‬ ‫ﺍﻟﻤﻨﻈﻤﺎﺕ ﻭﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‪ .‬ﻭﻋﻠﻰ ﻣﺴﺘﻮﻯ‬ ‫ﻭﺍﺣﺪ\ ﻣﺸﺘﺖ(‪ ،‬ﻭﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ‬
‫ﻭﺍﻷﻣﻦ\ ﺍﻟﺘﺤﻜﻢ‬
‫ﻭﻣﺸﺎﺭﻛﺘﻬﺎ ﺑﻴﻦ ﺟﻤﻴﻊ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬ ‫ﺍﻟﺤﻘﻴﻘﻲ‪ .‬ﺗﺸﺘﻤﻞ ﺍﻟﺤﻠﻮﻝ ﻋﻠﻰ‬ ‫ﺍﻟﻤﻨﺼﺎﺕ ﺍﻟﺸﺎﺋﻌﺔ‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‪ ،‬ﻳﺤﺪﺩ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‬ ‫ﻳﺴﺘﺨﺪﻣﻮﻥ ﺃﻱ ﺃﺩﻭﺍﺕ ﻣﻮﺟﻮﺩﺓ ﻟﻠﺘﻮﺍﺻﻞ‬ ‫ﺑﺎﻟﻮﻟﻮﺝ‬
‫ﺗﺤﺴﻴﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ‪ ،‬ﺍﻟﻌﻤﻠﻴﺔ ﻭﻗﻨﻮﺍﺕ‬ ‫ﺷﺒﻜﺎﺕ\ ﺑﻮﺍﺑﺎﺕ ﺧﺎﺻﺔ ﺑﺎﻟﻤﺸﺮﻭﻉ‬ ‫)ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ :‬ﺷﺒﻜﺎﺕ ﺩﺍﺧﻠﻴﺔ ﺃﻭ‬ ‫ﻣﺘﻄﻠﺒﺎﺗﻬﻢ ﻟﻤﺸﺎﺭﻛﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ\‬ ‫ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻭﻳﻔﺘﻘﺮ ﺃﺻﺤﺎﺏ‬
‫ﺍﻻﺗﺼﺎﻝ ﻻ ﻫﻮﺍﺩﺓ ﻓﻴﻬﺎ‪.‬‬ ‫ﺗﻤ ِ ّﻜﻦ ﺍﻟﺘﺒﺎﺩﻝ ﺍﻟﻤﻜﺜﻒ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺧﺎﺭﺟﻴﺔ(‪ .‬ﻳﺘﻢ ﻧﺸﺮ ﺃﺩﻭﺍﺕ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ .‬ﻭﺗﺮﺗﺒﻂ ﺍﻟﻤﻨﻈﻤﺎﺕ‬ ‫ﺍﻟﻤﺼﻠﺤﺔ ﺇﻟﻰ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻠﺸﺒﻜﺔ‬
‫)ﺍﺳﺘﺒﺪﺍﻝ ﻗﺎﺑﻞ ﻟﻠﺘﺸﻐﻴﻞ ﺍﻟﺒﻴﻨﻲ( ﺑﻴﻦ‬ ‫ﺍﻟﻤﺤﺘﻮﻯ ﻭﺍﻷﺻﻞ ﻟﺘﻨﻈﻴﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺍﻟﻼﻣﺮﻛﺰﻳﺔ ﻭﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻋﺒﺮ‬ ‫ﺍﻟﻼﺯﻣﺔ ﻟﺤﺼﺎﺩ ﻭﺗﺨﺰﻳﻦ ﻭﻣﺸﺎﺭﻛﺔ‬
‫ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬ ‫ﺍﻟﻤﺸﺘﺮﻛﺔ ﺍﻟﻤﻨﻄﻤﺔ ﻭﻏﻴﺮ ﺍﻟﻤﻨﻄﻤﺔ ﻋﺒﺮ‬ ‫ﺍﺗﺼﺎﻻﺕ ﻣﻨﺨﻔﻀﺔ ﺍﻟﻨﻄﺎﻕ ﻧﺴﺒﻴﺎ ً‪.‬‬ ‫ﺍﻟﻤﻌﺮﻓﺔ‪.‬‬
‫ﺍﺗﺼﺎﻝ ﻧﻄﺎﻕ ﺗﺮﺩﺩﻱ ﻋﺎﻟﻲ‪.‬‬
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‫ﺑﻴﺌﺔ ﺍﻟﻌﻤﻞ ﺇﻣﺎ ﻻ ﺗﻌﺘﺒﺮ ﻛﻌﺎﻣﻞ ﺭﺿﺎ‬
‫ﺗ ﺘﻢ ﻣﺮﺍﺟﻌ ﺔ ﻋﻮﺍﻣ ﻞ ﻣﻜ ﺎﻥ ﺍﻟﻌﻤ ﻞ ﺍﻟﻔﻴﺰﻳ ﺎﺋﻲ‬ ‫ﺗﺘﻜﺎﻣ ﻞ ﺍﻟﻌﻮﺍﻣ ﻞ ﺍﻟﺒﻴﺌﻴ ﺔ ﻓ ﻲ‬ ‫ﻳ ﺘﻢ ﺍﻟ ﺘﺤﻜﻢ ﻓ ﻲ ﺑﻴﺌ ﺔ ﺍﻟﻌﻤ ﻞ ﻭﺗﻌ ﺪﻳﻠﻬﺎ‪،‬‬ ‫ﻳ ﺘﻢ ﺗﻌﺮﻳ ﻒ ﺑﻴﺌ ﺔ ﺍﻟﻌﻤ ﻞ ﻭﺃﺩﻭﺍﺕ ﻣﻜ ﺎﻥ‬ ‫ﻟﻠﻤﻮﻅﻔﻴﻦ ﺃﻭ ﻗﺪ ﻻ ﺗﺆﺩﻱ ﺇﻟﻰ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ .‬ﻻ ﻳﺘﻢ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‪:‬‬
‫ﺑﺎﺳ ﺘﻤﺮﺍﺭ ﻟﻀ ﻤﺎﻥ ﺭﺿ ﺎء ﺍﻟﻤ ﻮﻅﻔﻴﻦ ﻭﺑﻴﺌ ﺔ‬ ‫ﻞ‬ ‫ﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻷﺩﺍء‪ .‬ﻭﺗﺘﻜﺎﻣ‬ ‫ﺍﺳ‬ ‫ﻭﺗ ﺪﺍﺭ ﻣﻌﺎﻳﻴﺮﻫ ﺎ ﻟﺘﻌﺰﻳ ﺰ ﺗﺤﻔﻴ ﺰ‬ ‫ﺍﻟﻌﻤ ﻞ ﻛﻌﻮﺍﻣ ﻞ ﺗ ﺆﺛﺮ ﻋﻠ ﻰ ﺍﻟﺘﺤﻔﻴ ﺰ‬ ‫ﺍﻻﻋﺘﺮﺍﻑ ﺑﺎﻟﻤﻌﺮﻓﺔ ﻛﺄﺻﻞ؛ ﻭﻋﺎﺩﺓ ﻣﺎ‬ ‫ﺍﻟﺒﻨﻴ ﺔ ﺍﻟﺘﺤﺘﻴ ﺔ ﺍﻟﻤﺎﺩﻳ ﺔ‬
‫ﻣﻮﺍﺗﻴ ﺔ ﻟﻺﻧﺘﺎﺟﻴ ﺔ‪ .‬ﻭﺑﺎﻟﻤﺜ ﻞ‪ ،‬ﻳﺠ ﺮﻱ‬ ‫ﺍﻟﻤﻌﺮﻓ ﺔ ﻓ ﻲ ﺍﻟ ﻨﻈﻢ ﺍﻟﺘﻨﻈﻴﻤﻴ ﺔ؛ ﺗﺒﻘ ﻰ‬ ‫ﺍﻟﻤ ﻮﻅﻔﻴﻦ ﻭﺭﺿ ﺎﻫﻢ ﻭﺇﻧﺘ ﺎﺟﻴﺘﻬﻢ‪ .‬ﻳ ﺘﻢ‬ ‫ﻭﺍﻹﻧﺘﺎﺟﻴ ﺔ‪ .‬ﻭﺑﺎﻟﻤﺜ ﻞ‪ ،‬ﺗﻌﺘﺒ ﺮ ﺍﻟﻤﻌﺮﻓ ﺔ‬ ‫ﺗﺘﺸﺎﺭﻙ ﺍﻟﻤﻌﺮﻓﺔ ﻓﻲ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﻭﺍﻟﻤﻌﺮﻓﻴﺔ‬
‫ﺍﺳ ﺘﻌﺮﺍﺽ ﻭﺗﻌﺰﻳ ﺰ ﻫﻴﺎﻛ ﻞ ﺍﻟﻤﻌﺮﻓ ﺔ‬ ‫ﺍﻟﻤﻌﺮﻓ ﺔ ﺍﻟﻤﺨﺰﻧ ﺔ ﻣﺘﺎﺣ ﺔ ﻭﻳﻤﻜ ﻦ‬ ‫ﺃﻳﻀ ﺎ ﺣﻔ ﻆ ﺍﻟﻤﻌﺮﻓ ﺔ ﺍﻟﻤﻮﺛﻘ ﺔ ﺑﺸ ﻜﻞ‬ ‫ﺃﺻ ﻞ؛ ﻳ ﺘﻢ ﺣﺼ ﺎﺩ ﺍﻟﻤﻌﺮﻓ ﺔ ﺍﻟﻤﺸ ﺘﺮﻛﺔ‬ ‫ﺑﺸﻜﻞ ﻏﻴﺮ ﺭﺳﻤﻲ ﺑﻴﻦ ﺍﻟﻤﻮﻅﻔﻴﻦ )ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﻤﺴ ﺆﻭﻟﺔ ﻋ ﻦ ﺍﻻﺳ ﺘﺤﻮﺍﺫ ﻭﺍﻟﺘﻤﺜﻴ ﻞ ﻭﺍﻟﻨﺸ ﺮ‬ ‫ﺍﺳﺘﺮﺟﺎﻋﻬﺎ ﺑﺴﻬﻮﻟﺔ‪.‬‬ ‫ﻣﻨﺎﺳﺐ‪.‬‬ ‫ﻭﺗﻮﺛﻴﻘﻬ ﺎ ﻭﺑﺎﻟﺘ ﺎﻟﻲ ﻧﻘﻠﻬ ﺎ ﻣ ﻦ ﺍﻟﻤﻔﻬ ﻮﻡ‬ ‫ﺍﻟﻨﺼﺎﺋﺢ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﻟﻤﺴﺘﻔﺎﺩﺓ(‬
‫ﺑﺸﻜﻞ ﻧﻈﺎﻣﻲ‪.‬‬ ‫ﺿﻤﻨﺎ ﺇﻟﻰ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻟﺼﺮﻳﺢ‪.‬‬

‫ﻳ ﺘﻢ ﺗﺤ ﺪﻳﺚ ﺃﻫ ﺪﺍﻑ ﻛﻔ ﺎءﺓ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬ ‫ﻳ ﺘﻢ ﺗﻜﺎﻣ ﻞ ﺃﺩﻭﺍﺭ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬ ‫ﻳ ﺰﺩﺍﺩ ﺍﻟﺘﻌ ﺎﻭﻥ ﺩﺍﺧ ﻞ ﺍﻟﻤﻨﻈﻤ ﺎﺕ ﺑﺈﺗﺎﺣ ﺔ‬ ‫ﻳ ﺘﻢ ﺗﺤﺪﻳ ﺪ ﺃﺩﻭﺍﺭ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‬ ‫ﻫﻨ ﺎﻙ ﻏﻴ ﺎﺏ ﻟﻌﻤﻠﻴ ﺎﺕ ﻣﺤ ﺪﺩﺓ؛ ﺍﻷﺩﻭﺍﺭ‬ ‫ﻴﺮ‬ ‫ﻄﺔ ﻭﺳ‬ ‫ﺍﻷﻧﺸ‬
‫ﺍﻟﺒﻨ ﺎء ﺑﺎﺳ ﺘﻤﺮﺍﺭ ﻟﺘﺘﻨﺎﺳ ﺐ ﻣ ﻊ ﺍﻟﺘﻘ ﺪﻡ‬ ‫ﺍﻟﺒﻨ ﺎء ﻭﺃﻫ ﺪﺍﻑ ﺍﻟﻜﻔ ﺎءﺓ ﺩﺍﺧ ﻞ‬ ‫ﺃﺩﻭﺍﺕ ﺍﺗﺼ ﺎﻝ ﺍﻟﻤﺸ ﺎﺭﻳﻊ‪ .‬ﺛﺒ ﺎﺕ ﺗ ﺪﻓﻖ‬ ‫ﺑﺸ ﻜﻞ ﻏﻴ ﺮ ﺭﺳ ﻤﻲ ﻭﻳ ﺘﻢ ﺗﺸ ﻜﻴﻞ ﺍﻟﻔ ﺮﻕ‬ ‫ﻏﺎﻣﻀ ﺔ ﻭﻫﻴﺎﻛ ﻞ ﺍﻟﻔﺮﻳ ﻖ\ ﺍﻻﻟﻴ ﺎﺕ ﻏﻴ ﺮ‬ ‫ﺍﻟﻌﻤﻞ‪:‬‬
‫ﺍﻟﺘﻜﻨﻮﻟ ﻮﺟﻲ ﻭﻣﻮﺍءﻣﺘﻬ ﺎ ﻣ ﻊ ﺍﻷﻫ ﺪﺍﻑ‬ ‫ﺍﻟﻤﻨﻈﻤ ﺔ‪ .‬ﺗﺴ ﺘﺒﺪﻝ ﺍﻟﻔ ﺮﻕ ﺍﻟﺘﻘﻠﻴﺪﻳ ﺔ‬ ‫ﺍﻟﻤﻌﻠﻮﻣ ﺎﺕ‪ .‬ﺃﺩﻭﺍﺭ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬ ‫ﻭﻓﻘ ﺎ ﻟ ﺬﻟﻚ‪ .‬ﻳ ﺘﻢ ﺍﻟﺘﺨﻄ ﻴﻂ ﻟﻜ ﻞ ﻣﺸ ﺮﻭﻉ‬ ‫ﻣﺘﻨﺎﺳ ﻘﺔ‪ .‬ﺍﻷﺩﺍء ﻻ ﻳﻤﻜ ﻦ ﺍﻟﺘﻨﺒ ﺆ ﺑ ﻪ‬
‫ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴ ﺔ‪ .‬ﻳ ﺘﻢ ﺍﺳ ﺘﻌﺮﺍﺽ ﻣﻤﺎﺭﺳ ﺎﺕ ﺍﻟﻤ ﻮﺍﺭﺩ‬ ‫ﺑ ﺄﺧﺮﻯ ﺗﻌﺘﻤ ﺪ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‬ ‫ﺍﻟﺒﻨ ﺎء ﻣﺮﺋﻴ ﺔ ﻭﻳ ﺘﻢ ﺗﺤﻘﻴ ﻖ ﺍﻷﻫ ﺪﺍﻑ ﺑﺸ ﻜﻞ‬ ‫ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء ﺑﺸ ﻜﻞ ﻣﺴ ﺘﻘﻞ‪.‬‬ ‫ﻭﺍﻹﻧﺘﺎﺟﻴ ﺔ ﺗﻌﺘﻤ ﺪ ﻋﻠ ﻰ ﺍﻟﺒﻄ ﻮﻻﺕ ﺍﻟﻔﺮﺩﻳ ﺔ‪.‬‬
‫ﻭﺍﻟﺨﺒﺮﺍﺕ ﻭﺍﻷﺩﻭﺍﺭ‬
‫ﺍﻟﺒﺸ ﺮﻳﺔ ﺑﺸ ﻜﻞ ﺍﺳ ﺘﺒﺎﻗﻲ ﻟﻀ ﻤﺎﻥ ﺗﻄ ﺎﺑﻖ ﺭﺃﺱ‬ ‫ﻟﺘﺼ ﺒﺢ ﺍﻟﻌﻤﻠﻴ ﺎﺕ ﺍﻟﺠﺪﻳ ﺪﺓ ﺟ ﺰءﺍ ﻣ ﻦ‬ ‫ﺃﻛﺜﺮ ﺗﻨﺎﺳﻘﺎ ً‪.‬‬ ‫ﻳ ﺘﻢ ﺗﺤﺪﻳ ﺪ ﻛﻔ ﺎءﺓ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‬ ‫ﺗﺰﺩﻫﺮ ﻋﻘﻠﻴﺔ "ﺍﻟﻌﻤﻞ" ﺣﻮﻝ ﺍﻟﻨﻈﺎﻡ‪.‬‬ ‫ﻭﺍﻟﺪﻳﻨﺎﻣﻴﺎﺕ ﺍﻟﻤﺮﺗﺒﻄﺔ‬
‫ﺍﻟﻤﺎﻝ ﺍﻟﻔﻜﺮﻱ ﻣﻊ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﺛﻘﺎﻓ ﺔ ﻓﺮﻳ ﻖ ﺍﻟﻤﻨﻈﻤ ﺔ\ ﺍﻟﻤﺸ ﺮﻭﻉ‪.‬‬ ‫ﻭﺍﺳ ﺘﻬﺪﺍﻓﻬﺎ‪ .‬ﺗﺘﻼﺷ ﻰ ﺑﻄﻮﻟﻴ ﺔ ﻧﻤﺬﺟ ﺔ‬ ‫ﺑﺬﻟﻚ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻹﻧﺘﺎﺟﻴ ﺔ ﺍﻵﻥ ﻣﺘﺴ ﻘﺔ ﻭﻳﻤﻜ ﻦ ﺍﻟﺘﻨﺒ ﺆ‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء ﻣ ﻊ ﺯﻳ ﺎﺩﺓ ﺍﻟﻜﻔ ﺎءﺓ ﻭﻟﻜ ﻦ‬
‫ﺑﻬﺎ‪.‬‬ ‫ﺗﺒﻘﻰ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻏﻴﺮ ﻣﺘﻮﻗﻌﺔ‪.‬‬
‫ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﺪﺭﺓ ‪V5‬‬

‫ﻳ ﺘﻢ ﺗﻘﻴ ﻴﻢ ﻣﻨﺘﺠ ﺎﺕ ﻭﺧ ﺪﻣﺎﺕ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬ ‫ﻳ ﺘﻢ ﺗﺤﺪﻳ ﺪ ﺍﻟﻤﻨﺘﺠ ﺎﺕ ﻭﺍﻟﺨ ﺪﻣﺎﺕ‬ ‫ﺗﺒﻨ ﻲ ﻣﻮﺍﺻ ﻔﺎﺕ ﺍﻟﻤﻨ ﺘﺞ\ ﺍﻟﺨﺪﻣ ﺔ ﻣﻤﺎﺛﻠ ﺔ‬ ‫ﻳﻮﺟ ﺪ "ﺑﻴ ﺎﻥ ﻟﺘﻌﺮﻳ ﻒ ﺗﺠﺰﺋ ﺔ ﺍﻟﻤﻜ ﻮﻥ‬ ‫ﺗﻌ ﺎﻧﻲ ﺗﺴ ﻠﻴﻤﺎﺕ ﺍﻟﻨﻤ ﺎﺫﺝ ﺛﻼﺛﻴ ﺔ ﺍﻷﺑﻌ ﺎﺩ‬ ‫ﺍﻟﻤﻨﺘﺠ ﺎﺕ ﻭﺍﻟﺨ ﺪﻣﺎﺕ‪:‬‬
‫ﺍﻟﺒﻨ ﺎء ﺑﺎﺳ ﺘﻤﺮﺍﺭ‪ .‬ﺣﻠﻘ ﺎﺕ ﺍﻟﺘﻐﺬﻳ ﺔ ﺍﻻﺭﺗﺠﺎﻋﻴ ﺔ‬ ‫ﻭﺗﻤﻴﻴﺰﻫ ﺎ ﻭﻓﻘ ﺎ ً ﻟﻤﻮﺍﺻ ﻔﺎﺕ ﺗﻘ ﺪﻡ‬ ‫ﻟﻤﻮﺍﺻ ﻔﺎﺕ ﺗﻘ ﺪﻡ ﺍﻟﻨﻤ ﻮﺫﺝ‪ ،‬ﻣﺴ ﺘﻮﻳﺎﺕ‬ ‫ﻟﻠﻨﻤﻮﺫﺝ ﺛﻼﺛﻲ ﺍﻷﺑﻌﺎﺩ"‪.‬‬ ‫)ﻣﻨ ﺘﺞ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء( ﻣ ﻦ‬ ‫ﺍﻟﻤﻮﺍﺻ ﻔﺎﺕ‪ ،‬ﺍﻟﺘﻤ ﺎﻳﺰ‬
‫ﺗﻌﺰﺯ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ‪.‬‬ ‫ﺍﻟﻨﻤﻮﺫﺝ ﺃﻭ ﻣﺎ ﺷﺎﺑﻪ ﺫﻟﻚ‪.‬‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ‪ BIPS‬ﺃﻭ ﻣﺎ ﺷﺎﺑﻪ ﺫﻟﻚ‪.‬‬ ‫ﻣﺴ ﺘﻮﻳﺎﺕ ﺇﻣ ﺎ ﻋﺎﻟﻴ ﺔ ﺟ ﺪﺍ ً ﺃﻭ ﻣﻨﺨﻔﻀ ﺔ ﺟ ﺪﺍ ً‬ ‫ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ‬
‫ﺃﻭ ﻏﻴﺮ ﻣﺘﺴﻘﺔ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ‪.‬‬

‫ﺍﻟﺮﺅﻳﺔ ﻟﺘﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﻟﺪﻯ ﻛﺒﺎﺭ ﺍﻟﻘﺎﺩﺓ\ ﺍﻟﻤﺪﺭﺍء ﺭﺅﻯ ﻣﺨﺘﻠﻔﺔ ﺣﻮﻝ‬
‫ﺍﺳﺘﻮﻋﺐ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺭﺅﻳﺔ ﻧﻤﺬﺟﺔ‬ ‫ﻳﻘﻮﻡ ﺍﻟﻜﺎﺩﺭ ﺑﺘﺸﺎﺭﻙ ﺍﻟﺮﺅﻳﺔ ﻋﺒﺮ‬ ‫ﻣﺘﻮﺍﺻﻠﺔ ﻭﻣﻔﻬﻮﻣﺔ ﻣﻦ ﻗﺒﻞ ﻣﻌﻈﻢ ﺍﻟﻜﺎﺩﺭ‪.‬‬ ‫ﻳﺘﺒﻨﻰ ﻛﺒﺎﺭ ﺍﻟﻘﺎﺩﺓ\ ﺍﻟﻤﺪﺭﺍء ﺭﺅﻳﺔ ﻣﺸﺘﺮﻛﺔ‬ ‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ .‬ﻳﺘﻢ ﺗﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ‬ ‫ﺎﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ‪:‬‬ ‫ﺍﻟﻘﻴ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻭﻳﺴﻌﻮﻥ ﻟﺘﺤﻘﻴﻘﻬﺎ ﺑﻬﻤﺔ‪ .‬ﻳﺘﻢ‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ﻭ\ﺃﻭ ﺷﺮﻛﺎء ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﻳﺘﻢ‬ ‫ﺗﻘﺘﺮﻥ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺣﻮﻝ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ .‬ﺗﻔﺘﻘﺮ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء )ﻭﻓﻘﺎ ﻟﻤﺘﻄﻠﺒﺎﺕ ﻣﺮﺣﻠﺔ‬ ‫ﺍﻟﺨﺼ ﺎﺋﺺ ﺍﻟﺘﻨﻈﻴﻤﻴ ﺔ‬
‫ﻣﺮﺍﺟﻌﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﺎﻣﻞ ﺗﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﺍﻟﺒﻨﺎء ﺑﺨﻄﻂ ﻋﻤﻞ ﻣﻔﺼﻠﺔ ﻭﻧﻈﺎﻡ ﻟﻠﺮﺻﺪ‪.‬‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻄﺒﻴﻖ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء( ﺩﻭﻥ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻭﺍﻻﺳ‬
‫ﺍﻟﺒﻨﺎء ﻭﺁﺛﺎﺭﻫﺎ ﻋﻠﻰ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺇﻋﺎﺩﺓ‬ ‫ﻭﻣﺘﻄﻠﺒﺎﺗﻪ ﻭﺍﺑﺘﻜﺎﺭ ﺍﻟﻌﻤﻠﻴﺎﺕ\ ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺗﻌﺮﻑ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻋﻠﻰ ﺃﻧﻬﺎ‬ ‫ﺇﻟﻰ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ‪ .‬ﻳﺘﻢ ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺗﻮﺟﻴﻪ‪ .‬ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻨﻀﺞ ﻫﺬﺍ ‪ ،‬ﻳﺘﻢ ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺔ‬ ‫ﻭﺍﻹﺩﺍﺭﻳ‬
‫ﻣﻮﺍءﻣﺘﻬﺎ ﻣﻊ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺃﺧﺮﻯ ﺑﺎﺳﺘﻤﺮﺍﺭ‪ .‬ﺇﺫﺍ‬ ‫ﻓﻲ ﺍﻟﻘﻨﻮﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻣﻊ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻛﻌﻤﻠﻴﺔ ﺗﻐﻴﻴﺮ‬ ‫ﻣﻊ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻛﺘﺪﻓﻖ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ؛‬ ‫ﻭﺍﻟﺘﻮﺍﺻ ﻠﻴﺔ‪ .‬ﻭﺍﻻﺑﺘﻜ ﺎﺭ‬
‫ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﺇﻟﻰ ﺑﺪﺍﺋﻞ‪ ،‬ﻳﺘﻢ ﺗﻄﺒﻴﻘﻬﺎ ﺑﺸﻜﻞ‬ ‫ﻭﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﺘﻮﺍﺻﻠﻴﺔ‪ .‬ﻓﺮﺹ ﺍﻷﻋﻤﺎﻝ‬ ‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﺘﻲ ﺗﺤﺘﺎﺝ ﺇﻟﻰ ﺇﺩﺍﺭﺓ ﺩﻭﻥ‬ ‫ﻭﺗﺪﻓﻖ ﺗﻜﻨﻮﻟﻮﺟﻲ‪ .‬ﺍﻻﻋﺘﺮﺍﻑ ﺑﺎﻻﺑﺘﻜﺎﺭﺍﺕ‬ ‫ﻻ ﻳﻌﺘﺮﻑ ﺑﺎﻻﺑﺘﻜﺎﺭ ﻛﻘﻴﻤﺔ ﻣﺴﺘﻘﻠﺔ ﻭﻓﺮﺹ‬ ‫ﻭﺍﻟﺘﺠﺪﻳﺪ‬
‫ﺍﺳﺘﺒﺎﻗﻲ‪ .‬ﺗﺘﺒﻊ ﺍﻟﺤﻠﻮﻝ ﺍﻟﻤﺒﺘﻜﺮﺓ ﻟﻠﻤﻨﺘﺠﺎﺕ\‬ ‫ﺍﻟﻨﺎﺷﺌﺔ ﻋﻦ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺗﻌﺘﺒﺮ‬ ‫ﻓﺮﺹ ﺍﻟﻌﻤﻞ ﺍﻟﻨﺎﺷﺌﺔ ﻋﻦ ﻋﺮﻗﻠﺔ ﺍﻻﺑﺘﻜﺎﺭ‪.‬‬ ‫ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻻﻧﺘﺎﺟﻴﺔ؛ ﻓﺮﺹ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻨﺎﺷﺌﺔ‬ ‫ﺍﻟﻌﻤﻞ ﺍﻟﻨﺎﺗﺠﺔ ﻋﻦ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻏﻴﺮ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﻓﺮﺹ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺒﺤﺚ‬ ‫ﺟﺰء ﻣﻦ ﺍﻟﻤﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻔﺮﻳﻖ ﺃﻭ‬ ‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻣﻌﺮﻓﺔ ﻭﺗﺴﺘﺨﺪﻡ ﻓﻲ‬ ‫ﻋﻦ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻣﻮﺿﺤﺔ ﻭﻟﻜﻦ‬ ‫ﻣﻌﺮﻭﻓﺔ‪.‬‬
‫ﺍﻟﺪﺅﻭﺏ ﻋﻨﻬﺎ ﺩﻭﻥ ﻫﻮﺍﺩﺓ‪.‬‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ﺃﻭ ﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻭﺗﺴﺘﺨﺪﻡ‬ ‫‪.‬ﺟﻬﻮﺩ ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﻏﻴﺮ ﻣﻮﻅﻔﺔ‪.‬‬
‫ﻟﺠﺬﺏ ﺍﻟﻌﻤﻼء ﻭﺍﻟﺤﻔﺎﻅ ﻋﻠﻴﻬﻢ‪.‬‬

‫ﻳﺘﻜﺎﻣﻞ ﺍﻟﺘﺪﺭﻳﺐ ﻣﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺗﺘﻢ ﺇﺩﺍﺭﺓ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻼﻟﺘﺰﺍﻡ‬
‫ﻳﺠ ﺮﻱ ﺗﻘﻴ ﻴﻢ ﻭﺗﺤﺴ ﻴﻦ ﺍﻟﺘ ﺪﺭﻳﺐ‬ ‫ﻣﺘﻄﻠﺒ ﺎﺕ ﺍﻟﺘ ﺪﺭﻳﺐ ﻣﺤ ﺪﺩﺓ ﻭﻋ ﺎﺩﺓ ﻣ ﺎ‬ ‫ﺗ ﺪﺭﻳﺐ ﻗﻠﻴ ﻞ ﺟ ﺪﺍ ً ﺃﻭ ﻋ ﺪﻡ ﺗ ﻮﻓﺮﻩ‬ ‫ﺍﻹﻋﺪﺍﺩ‪:‬‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺃﻫﺪﺍﻑ ﺍﻷﺩﺍء‪ .‬ﻳﺴﺘﻨﺪ‬ ‫ﺑﺄﻫﺪﺍﻑ ﺍﻟﻜﻔﺎءﺓ ﻭﺍﻷﺩﺍء ﺍﻟﻮﺍﺳﻌﺔ‬
‫ﺑﺎﺳ ﺘﻤﺮﺍﺭ‪ .‬ﻳ ﺘﻢ ﺗﺼ ﻤﻴﻢ ﻁ ﺮﻕ ﺍﻟﺘ ﺪﺭﻳﺐ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﻋﺎﺩﺓ ﺇﻟﻰ ﺃﺩﻭﺍﺭ ﺍﻟﻤﻮﻅﻔﻴﻦ‬ ‫ﺍﻟﻤﺤﺪﺩﺓ ﻣﺴﺒﻘﺎ‪ .‬ﻳﺘﻢ ﺗﺼﻤﻴﻢ ﻭﺳﺎﺋﻂ‬ ‫ﻳ ﺘﻢ ﺗﻘ ﺪﻳﻤﻬﺎ ﻓﻘ ﻂ ﻋﻨ ﺪ ﺍﻟﺤﺎﺟ ﺔ‪.‬‬ ‫ﻟﻤ ﻮﻅﻔﻲ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‪.‬‬
‫ﺍﻟﺒﺤ ﻮﺙ‪ ،‬ﺍﻟﺒ ﺮﺍﻣﺞ‬
‫ﻭﺍﻟﺘﻠﻘ ﻴﻦ ﻟﺘﺴ ﻤﺢ ﺑ ﺎﻟﺘﻌﻠﻢ ﺍﻟﻤﺴ ﺘﻤﺮ ﺍﻟﻤﺘﻌ ﺪﺩ‬ ‫ﻭﺃﻫﺪﺍﻑ ﺍﻟﻜﻔﺎءﺍﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪.‬‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﻟﺘﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‬ ‫ﻭﺗﺘﻨ ﻮﻉ ﻭﺳ ﺎﺋﻂ ﺍﻟﺘ ﺪﺭﻳﺐ ﻣﻤ ﺎ ﻳﺘ ﻴﺢ‬ ‫ﻭﺳ ﺎﺋﻂ ﺍﻟﺘﻌﻠﻴﻢ‪/‬ﺍﻟﺘ ﺪﺭﻳﺐ ﻟﻴﺴ ﺖ ﻣﻨﺎﺳ ﺒﺔ‬
‫ﺍﻟﺘﻌﻠﻴﻤﻴ ﺔ\ ﺍﻟﺘﺪﺭﻳﺒﻴ ﺔ‬
‫ﺍﻟﻮﺳﺎﺋﻂ‪.‬‬ ‫ﻭﺗﺪﺭﺝ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺪﺭﻳﺐ ﻓﻲ ﻗﻨﻮﺍﺕ‬ ‫ﻭﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺃﻫﺪﺍﻑ ﺍﻟﺘﻌﻠﻢ ﺑﺘﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺮﻭﻧﺔ ﻓﻲ ﺗﺴﻠﻴﻢ ﺍﻟﻤﺤﺘﻮﻯ‪.‬‬ ‫ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻤﺮﺟﻮﺓ‪.‬‬
‫ﻭﺍﻟﺘﺴﻠﻴﻤﺎﺕ‬
‫ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻓﻌﺎﻟﺔ‪.‬‬
‫ﺗﺤﺴّﻦ ﺇﺭﺷﺎﺩﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﺗﺘﻮﻓﺮ ﺇﺭﺷﺎﺩﺍﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬
‫ﺗﺘﻜﺎﻣ ﻞ ﺇﺭﺷ ﺎﺩﺍﺕ ﻧﻤﺬﺟ ﺔ‬ ‫ﺗﺘ ﻮﻓﺮ ﺇﺭﺷ ﺎﺩﺍﺕ ﻣﻔﺼ ﻠﺔ ﻟﻨﻤﺬﺟ ﺔ‬ ‫ﻻ ﺗﻮﺟ ﺪ ﺇﺭﺷ ﺎﺩﺍﺕ‪ ،‬ﺑﺮﻭﺗﻮﻛ ﻮﻻﺕ‬ ‫ﺍﻟﺘﻨﻈﻴﻢ‪:‬‬
‫ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻭﺍﺳﺘﺒﺎﻗﻲ ﻟﺘﻌﻜﺲ ﺍﻟﺪﺭﻭﺱ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ )ﻣﺜﺎﻝ‪ :‬ﺩﻟﻴﻞ ﺍﻟﺘﺪﺭﻳﺐ ﻭﻣﻌﺎﻳﻴﺮ‬
‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﺪﺭﺓ ‪V5‬‬

‫‪.‬ﺍﻟﻤﺴﺘﻔﺎﺩﺓ ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء ﻓ ﻲ ﺍﻟﺴﻴﺎﺳ ﺎﺕ‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء )ﺍﻟﺘ ﺪﺭﻳﺐ ﻭﺍﻟﻤﻌ ﺎﻳﻴﺮ‬ ‫ﺗﺴﻠﻴﻢ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء(‪ .‬ﻳﺘﻢ‬ ‫ﺗﻮﺛﻴ ﻖ ﺃﻭ ﻣﻌ ﺎﻳﻴﺮ ﻟﻨﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬
‫ﺍﻟﻤ ﺪﻭﻧﺎﺕ ﻭﺍﻷﻧﻈﻤ ﺔ‬
‫ﻳﺘﻢ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻟﻠﻮﺍﺋﺢ‬ ‫ﺍﻟﻌﺎﻣ ﺔ ﻭﺍﺳ ﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻷﻋﻤ ﺎﻝ‪.‬‬ ‫ﻭﺳ ﻴﺮ ﺍﻟﻌﻤ ﻞ ﻭﺍﻻﺳ ﺘﺜﻨﺎءﺍﺕ ‪ .(...‬ﺗ ﺘﻢ‬ ‫ﺗﺤﺪﻳﺪ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻨﻤﺬﺟﺔ ﻭﺍﻟﺘﻮﺛﻴﻖ ﺑﺸﻜﻞ‬ ‫ﺍﻟﺒﻨ ﺎء ‪ .‬ﻫﻨ ﺎﻙ ﻏﻴ ﺎﺏ ﻟﻤﻌ ﺎﻳﻴﺮ ﺍﻟﺘﻮﺛﻴ ﻖ‬
‫ﺮﻳﻌﺎﺕ‬ ‫ﻭﺍﻟﺘﺸ‬
‫ﺕ ﺗﻢ ﻣﺮﺍﺟﻌﺔ ‪.‬ﻭﺍﻟﻤﺪﻭﻧﺎﺕ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‬ ‫ﻭﺗ ﺪﻣﺞ ﻣﻌ ﺎﻳﻴﺮ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻨﻤﺬﺟ ﺔ ﻭﺍﻟﺘﻤﺜﻴ ﻞ ﻭﺣﺴ ﺎﺏ‬ ‫ﺟﻴﺪ ﻭﻓﻘﺎ ﻟﻠﻤﻌﺎﻳﻴﺮ ﺍﻟﻤﻘﺒﻮﻟﺔ ﻓﻲ ﺍﻟﺴﻮﻕ‪.‬‬ ‫ﻭﺍﻟﻨﻤﺬﺟ ﺔ‪ .‬ﻫﻨ ﺎﻙ ﺧﻄ ﻂ ﻏﻴ ﺮ ﺭﺳ ﻤﻴﺔ‬
‫ﻨﻴﻔﺎﺕ‬ ‫ﻭﺍﻟﺘﺼ‬
‫ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﻤﺮﺟﻌﻴﺔ ﺑﺸﻜﻞ ﻣﺘﻜﺮﺭ ﻟﻀﻤﺎﻥ‬ ‫ﺍﻟﺒﻨ ﺎء ﻭﻣﻌ ﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻓ ﻲ ﻧﻈ ﻢ‬ ‫ﺍﻟﻜﻤﻴ ﺎﺕ ﻭﺍﻟﻤﻮﺍﺻ ﻔﺎﺕ ﻭﺍﻟﺨﺼ ﺎﺋﺺ‬ ‫ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﺃﻫﺪﺍﻑ ﺍﻟﺠﻮﺩﺓ ﻭﻣﻌﺎﻳﻴﺮ‬ ‫ﺃﻭ ﻣﻌﺪﻭﻣ ﺔ ﻟﻤﺮﺍﻗﺒ ﺔ ﺍﻟﺠ ﻮﺩﺓ؛ ﻟﻠﻨﻤ ﺎﺫﺝ‬
‫ﻭﺍﻟﻤﺒ ﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴ ﺔ‬
‫ﺃﻋﻠﻰ ﺟﻮﺩﺓ ﻣﻤﻜﻨﺔ ﻓﻲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﺠﻮﺩﺓ ﻭﺗﺤﺴﻴﻦ ﺍﻷﺩﺍء‪.‬‬ ‫ﺍﻟﺘﺤﻠﻴﻠﻴ ﺔ ﻟﻠﻨﻤ ﺎﺫﺝ ﺛﻼﺛﻴ ﺔ ﺍﻷﺑﻌ ﺎﺩ ﻋﺒ ﺮ‬ ‫ﺍﻷﺩﺍء‪.‬‬ ‫ﺛﻼﺛﻴ ﺔ ﺍﻷﺑﻌ ﺎﺩ ﻭﻟﻠﺘﻮﺛﻴ ﻖ‪ .‬ﻻ ﺗﻮﺟ ﺪ‬
‫ﻭﺍﻟﻤﻌﺎﻳﻴﺮ‬
‫‪.‬ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﻣﻌ ﺎﻳﻴﺮ ﺍﻟﻨﻤﺬﺟ ﺔ ﺍﻟﺘﻔﺼ ﻴﻠﻴﺔ ﻭﺧﻄ ﻂ‬ ‫ﻣﻌ ﺎﻳﻴﺮ ﺃﺩﺍء ﻟﻠﻌﻤﻠﻴ ﺎﺕ ﺃﻭ ﺍﻟﻤﻨﺘﺠ ﺎﺕ ﺃﻭ‬
‫ﺍﻟﺠ ﻮﺩﺓ‪ .‬ﺗ ﺘﻢ ﻣﺮﺍﻗﺒ ﺔ ﺍﻷﺩﺍء ﻭﺍﻟ ﺘﺤﻜﻢ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‪.‬‬
‫ﺑﻪ ﻣﻘﺎﺑﻞ ﺍﻟﻘﻴﺎﺳﺎﺕ ﻋﻦ ﻛﺜﺐ‪.‬‬
‫ﻳ ﺘﻢ ﻣﺮﺍﺟﻌ ﺔ ﺍﻟﻤﺴ ﺆﻭﻟﻴﺎﺕ ﻭﺍﻟﻤﺨ ﺎﻁﺮ‬ ‫ﺗ ﺄﺗﻠﻒ ﺍﻟﻤﻨﻈﻤ ﺔ ﻋﺒ ﺮ ﺍﻟﺜﻘ ﺔ‬ ‫ﻫﻨ ﺎﻙ ﺳ ﺮﻳﺔ ﻭﻣﺴ ﺆﻭﻟﻴﺔ ﻭﺁﻟﻴ ﺔ ﻹﺩﺍﺭﺓ‬ ‫ﻳ ﺘﻢ ﺍﻟﺘﻌ ﺮﻑ ﻋﻠ ﻰ ﻣﺘﻄﻠﺒ ﺎﺕ ﻧﻤﺬﺟ ﺔ‬ ‫ﺍﻻﻋﺘﻤ ﺎﺩ ﻋﻠ ﻰ ﺍﻻﺗﻔﺎﻗﻴ ﺎﺕ ﺍﻟﺘﻌﺎﻗﺪﻳ ﺔ‬ ‫ﺔ‪:‬‬ ‫ﺍﻟﺘﻌﺎﻗﺪﻳ‬
‫ﻭﺍﻟﻤﻜﺎﻓ ﺂﺕ ﻭﺇﻋ ﺎﺩﺓ ﺗﺮﺗﻴﺒﻬ ﺎ ﺑﺎﻟﻨﺴ ﺒﺔ ﻟﻠﺠﻬ ﺪ‬ ‫ﻭﺍﻻﻋﺘﻤ ﺎﺩ ﺍﻟﻤﺘﺒ ﺎﺩﻝ ﺧ ﺎﺭﺝ‬ ‫ﺍﻟﻤﻠﻜﻴ ﺔ ﺍﻟﻔﻜﺮﻳ ﺔ ﺍﻟﻤﺸ ﺘﺮﻛﺔ ﻟﻨﻤﺬﺟ ﺔ‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‪ .‬ﺗﺘ ﺎﺡ ﺍﻵﻥ "ﺑﻴﺎﻧ ﺎﺕ‬ ‫ﺍﻟﺴ ﺎﺑﻘﺔ ﻟﻨﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‪ .‬ﻻ‬ ‫ﺆﻭﻟﻴﺎﺕ‬ ‫ﺍﻟﻤﺴ‬
‫ﺍﻟﻤﺒ ﺬﻭﻝ ﺑﺎﺳ ﺘﻤﺮﺍﺭ‪ .‬ﻳ ﺘﻢ ﺗﻌ ﺪﻳﻞ ﺍﻟﻨﻤ ﺎﺫﺝ‬ ‫ﺍﻟﺤﻮﺍﺟﺰ ﺍﻟﺘﻌﺎﻗﺪﻳﺔ‪.‬‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‪ ،‬ﻭﻧﻈ ﺎﻡ ﻟﺤ ﻞ‬ ‫ﺗﺤﺪﻳ ﺪ ﻣﺴ ﺆﻭﻟﻴﺔ ﻛ ﻞ ﻣﻌﻨ ﻲ ﺑ ﺈﺩﺍﺭﺓ‬ ‫ﻳ ﺘﻢ ﺍﻻﻋﺘ ﺮﺍﻑ ﺑﺎﻟﻤﺨ ﺎﻁﺮ ﺍﻟﻤﺘﻌﻠﻘ ﺔ‬ ‫ﺂﺕ‬ ‫ﻭﺍﻟﻤﻜﺎﻓ‬
‫ﺍﻟﺘﻌﺎﻗﺪﻳ ﺔ ﻟﺘﺤﻘﻴ ﻖ ﺃﻓﻀ ﻞ ﺍﻟﻤﻤﺎﺭﺳ ﺎﺕ‬ ‫ﻧﺰﺍﻋﺎﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪.‬‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ"‪.‬‬ ‫ﺑﺎﻟﺘﻌ ﺎﻭﻥ ﺍﻟﻘ ﺎﺋﻢ ﻋﻠ ﻰ ﺍﻟﻨﻤ ﺎﺫﺝ ﺃﻭ ﻳ ﺘﻢ‬ ‫ﺎﺕ‬ ‫ﻭﻣﺨﺼﺼ‬
‫ﻭﺃﻋﻠﻰ ﻗﻴﻤﺔ ﻟﺠﻤﻴﻊ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬ ‫ﺗﺠﺎﻫﻠﻬﺎ‪.‬‬ ‫ﺍﻟﻤﺨﺎﻁﺮ‬
‫ﻳﺘﻢ ﺗﺤﻔﻴﺰ ﻭﺗﻮﺣﻴﺪ ﻭﺍﻟﺘﺤﻜﻢ ﺑﻌﻤﻠﻴﺎﺕ‬
‫ﻳ ﺘﻢ ﺇﻋ ﺎﺩﺓ ﺍﻟﻨﻈ ﺮ ﻓ ﻲ ﺗﻘﻨﻴ ﺎﺕ ﻭﻋﻤﻠﻴ ﺎﺕ‬ ‫ﺗﺘﻜﺎﻣ ﻞ ﺗﻜﻨﻮﻟﻮﺟﻴ ﺎﺕ ﻧﻤﺬﺟ ﺔ‬ ‫ﺃﺑﺮﻣ ﺖ ﻣﺸ ﺎﺭﻳﻊ ﺭﺍﺋ ﺪﺓ‪ .‬ﺗ ﻢ ﺗﺤﺪﻳ ﺪ‬ ‫ﺗﻄﺒﻴ ﻖ ﺃﺩﺍﺓ ﻗﺎﺋﻤ ﺔ ﻋﻠ ﻰ ﺍﻟﻜ ﺎﺋﻦ‪ .‬ﻋ ﺪﻡ‬ ‫ﺍﻟﻨﻤﺬﺟ ﺔ ﺍﻟﻘﺎﺋﻤ ﺔ‬
‫ﻭﺳﻴﺎﺳﺎﺕ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪.‬‬
‫ﻭﺳﻴﺎﺳ ﺎﺕ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‬ ‫ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء ﻭﻋﻤﻠﻴﺎﺗﻬ ﺎ‬ ‫ﻋﻤﻠﻴ ﺔ ﻧﻤﺬﺟ ﺔ ﻣﻌﻠﻮﻣ ﺎﺕ ﺍﻟﺒﻨ ﺎء‬ ‫ﻭﺟ ﻮﺩ ﺗﻐﻴﻴ ﺮﺍﺕ ﻓ ﻲ ﺍﻟﻌﻤﻠﻴ ﺔ ﺃﻭ‬ ‫ﻋﻠ ﻰ ﺍﻟﻜ ﺎﺋﻦ‪:‬‬
‫ﺑﺎﺳ ﺘﻤﺮﺍﺭ ﻟﻼﺳ ﺘﻔﺎﺩﺓ ﻣ ﻦ ﺍﻻﺑﺘﻜ ﺎﺭ‬ ‫ﻭﺳﻴﺎﺳ ﺎﺗﻬﺎ ﻣ ﻊ ﺍﻻﺳ ﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻭﻣﺘﻄﻠﺒﺎﺗﻬ ﺎ ﺍﻟﺴﻴﺎﺳ ﺔ‪ .‬ﻭﺗ ﻢ ﺇﻋ ﺪﺍﺩ‬ ‫ﺍﻟﺴﻴﺎﺳﺔ ﻣﺼﺎﺣﺒﺔ ﻟﻬﺬﺍ ﺍﻟﺘﻄﺒﻴﻖ‪.‬‬ ‫ﺍﺳ ﺘﺨﺪﺍﻡ ﺍﻟﺘﺨﺼ ﺺ‬
‫ﺍﻟﻤﺮﺣﻠﺔ ‪1‬‬
‫ﻭﺗﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺃﺩﺍء ﺃﻋﻠﻰ‪.‬‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴ ﺔ ﻭﺗﺘ ﻮﺍءﻡ ﻣ ﻊ ﺃﻫ ﺪﺍﻑ‬ ‫ﺍﺳ ﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻄﺒﻴ ﻖ ﻭﺍﻟﺨﻄ ﻂ‬ ‫ﺍﻟﻤﻔ ﺮﺩ ﺿ ﻤﻦ‬
‫ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﺍﻟﻤﻔﺼﻠﺔ‪.‬‬ ‫ﻁ ﻮﺭ ﺩﻭﺭﺓ ﺣﻴ ﺎﺓ‬
‫ﺍﻟﻤﺸﺮﻭﻉ‬

‫ﻳﺘﻜﺎﻣﻞ ﺍﻟﺘﺪﺭﻳﺐ ﻣﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺗﺘﻢ ﺇﺩﺍﺭﺓ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻼﻟﺘﺰﺍﻡ‬
‫ﻳﺠﺮﻱ ﺗﻘﻴﻴﻢ ﻭﺗﺤﺴﻴﻦ ﺍﻟﺘﺪﺭﻳﺐ ﺑﺎﺳﺘﻤﺮﺍﺭ‪.‬‬ ‫ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻣﺤﺪﺩﺓ ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻢ‬ ‫ﺗﺪﺭﻳﺐ ﻗﻠﻴﻞ ﺟﺪﺍ ً ﺃﻭ ﻋﺪﻡ ﺗﻮﻓﺮﻩ ﻟﻤﻮﻅﻔﻲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺎﺋﻢ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺃﻫﺪﺍﻑ ﺍﻷﺩﺍء‪ .‬ﻳﺴﺘﻨﺪ‬ ‫ﺑﺄﻫﺪﺍﻑ ﺍﻟﻜﻔﺎءﺓ ﻭﺍﻷﺩﺍء ﺍﻟﻮﺍﺳﻌﺔ‬ ‫ﺍﻟﻨﻤﺬﺟﺔ‪:‬‬
‫ﻳﺘﻢ ﺗﺼﻤﻴﻢ ﻁﺮﻕ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺘﻠﻘﻴﻦ ﻟﺘﺴﻤﺢ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﻋﺎﺩﺓ ﺇﻟﻰ ﺃﺩﻭﺍﺭ ﺍﻟﻤﻮﻅﻔﻴﻦ‬ ‫ﺍﻟﻤﺤﺪﺩﺓ ﻣﺴﺒﻘﺎ‪ .‬ﻳﺘﻢ ﺗﺼﻤﻴﻢ ﻭﺳﺎﺋﻂ‬ ‫ﺗﻘﺪﻳﻤﻬﺎ ﻓﻘﻂ ﻋﻨﺪ ﺍﻟﺤﺎﺟﺔ‪ .‬ﻭﺗﺘﻨﻮﻉ‬ ‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ .‬ﻭﺳﺎﺋﻂ‬
‫ﺑﺎﻟﺘﻌﻠﻢ ﺍﻟﻤﺴﺘﻤﺮ ﺍﻟﻤﺘﻌﺪﺩ ﺍﻟﻮﺳﺎﺋﻂ‪.‬‬ ‫ﻭﺃﻫﺪﺍﻑ ﺍﻟﻜﻔﺎءﺍﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪.‬‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﻟﺘﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‬ ‫ﻭﺳﺎﺋﻂ ﺍﻟﺘﺪﺭﻳﺐ ﻣﻤﺎ ﻳﺘﻴﺢ ﺍﻟﻤﺮﻭﻧﺔ ﻓﻲ‬ ‫ﺍﻟﺘﻌﻠﻴﻢ‪/‬ﺍﻟﺘﺪﺭﻳﺐ ﻟﻴﺴﺖ ﻣﻨﺎﺳﺒﺔ ﻟﺘﺤﻘﻴﻖ‬ ‫ﺍﻟﺘﺨﺼﺼﺎﺕ‪،‬‬ ‫ﻣﺘﻌﺪﺩ‬
‫ﻭﺗﺪﺭﺝ ﻭﺳﺎﺋﻂ ﺍﻟﺘﺪﺭﻳﺐ ﻓﻲ ﻗﻨﻮﺍﺕ‬ ‫ﻭﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺃﻫﺪﺍﻑ ﺍﻟﺘﻌﻠﻢ ﺑﺘﻜﻠﻔﺔ‬ ‫ﺗﺴﻠﻴﻢ ﺍﻟﻤﺤﺘﻮﻯ‪.‬‬ ‫ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻤﺮﺟﻮﺓ‪.‬‬ ‫ﺗﺒﺎﺩﻝ ﺳﺮﻳﻊ ﻟﻠﻨﻤﺎﺫﺝ‬
‫ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻓﻌﺎﻟﺔ‪.‬‬
‫ﺗﻌﺎﻭﻥ ﺍﺳﺘﺒﺎﻗﻲ ﻣﺘﻌﺪﺩ؛ ﻳﺘﻢ ﺗﻮﺛﻴﻖ‬
‫ﻓﺮﻳﻖ ﻣﺘﻌﺪﺩ ﻳﺸﻤﻞ ﺟﻤﻴﻊ ﺍﻟﻼﻋﺒﻴﻦ ﺍﻟﺮﺋﻴﺴﻴﻴﻦ ﻓﻲ‬ ‫ﻳﺸﻤﻞ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﻤﺘﻌﺪﺩ ﺍﻟﻼﻋﺒﻴﻦ‬ ‫ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﻭﺇﺩﺍﺭﺗﻬﺎ ﺑﺸﻜﻞ ﺟﻴﺪ‪ .‬ﻫﻨﺎﻙ‬ ‫ﺗﻌﺎﻭﻥ ﺍﺣﺎﺩﻱ‪ ،‬ﻣﺤﺪﺩ ﺟﻴﺪﺍ ﻭﻣﺘﻔﺎﻋﻞ ﻟﻨﻤﺬﺟﺔ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﺨﺎﺹ ﺑﻨﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء؛‬ ‫ﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ‬
‫ﺑﻴﺌﺔ ﺗﺘﻤﻴﺰ ﺑﺤﺴﻦ ﺍﻟﻨﻴﺔ ﻭﺍﻟﺜﻘﺔ ﻭﺍﻻﺣﺘﺮﺍﻡ‪.‬‬ ‫ﺍﻻﺳﺎﺳﻴﻴﻦ‪ .‬ﻳﺘﻤﻴﺰ ﺫﻟﻚ ﺑﺎﻧﺨﺮﺍﻁ‬ ‫ﺗﺒﺎﺩﻝ ﻟﻠﺜﻘﺔ ﻭﺍﻻﺣﺘﺮﺍﻡ ﻭﺗﻘﺎﺳﻢ ﺍﻟﻤﺨﺎﻁﺮ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ .‬ﻭﻫﻨﺎﻙ ﻋﻼﻣﺎﺕ ﻣﺤﺪﺩﺓ‬ ‫ﻗﺪﺭﺍﺕ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻏﻴﺮ ﻣﺘﻮﺍﻓﻘﺔ ﻣﻊ‬ ‫ﺍﻟﺸﺒﻜﺔ‪ :‬ﺗﺒﺎﺩﻝ ﻣﺘﺰﺍﻣﻦ‬
‫ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﺍﻟﺮﺋﻴﺴﻴﻴﻦ ﺧﻼﻝ ﺃﻁﻮﺍﺭ ﺩﻭﺭﺓ‬ ‫ﻭﺍﻟﻤﻜﺎﻓﺂﺕ ﺑﻴﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﻋﻠﻰ ﺍﻟﺜﻘﺔ ﻭﺍﻻﺣﺘﺮﺍﻡ ﺍﻟﻤﺘﺒﺎﺩﻟﻴﻦ ﺑﻴﻦ‬ ‫ﺷﺮﻛﺎء ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﻗﺪ ﻳﻜﻮﻥ ﻫﻨﺎﻙ ﻧﻘﺺ ﻓﻲ‬ ‫ﺍﻟﺘﺨﺼﺼﺎﺕ‬ ‫ﻣﺘﻌﺪﺩ‬
‫ﺣﻴﺎﺓ ﺍﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﻤﺒﻜﺮﺓ‪.‬‬ ‫ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﺍﻟﺜﻘﺔ ﻭﺍﻻﺣﺘﺮﺍﻡ ﺑﻴﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﻟﻨﻤﺎﺫﺝ ﻣﺘﻌﺪﺩﺓ ﺍﻷﺑﻌﺎﺩ‬
‫ﻋﺒﺮ ﺃﻁﻮﺍﺭ ﺩﻭﺭﺓ ﺣﻴﺎﺓ‬
‫ﺍﻟﻤﺸﺮﻭﻉ‬
‫ﻳﺘﻢ ﺇﻧﺸﺎء ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻭﺇﺩﺍﺭﺗﻬﺎ ﻣﻦ‬ ‫ﻳﺘﻢ ﺇﻧﺸﺎء ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻣﻦ ﻗﺒﻞ ﻣﺠﻤﻮﻋﺔ‬
‫ﻳﺘﻢ ﻣﺮﺍﺟﻌﺔ ﺗﻜﺎﻣﻞ ﺍﻟﻨﻤﺎﺫﺝ ﻭﺳﻴﺮ ﺍﻟﻌﻤﻞ‬ ‫ﻗﺒﻞ ﺟﻤﻴﻊ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺍﻟﺮﺋﻴﺴﻴﻴﻦ‬ ‫ﻳﻘﻮﻡ ﻣﻌﻈﻢ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺑﺎﻟﻤﺸﺮﻭﻉ‬ ‫ﺗﻮﻟﺪ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻣﺠﻤﻮﻋﺔ ﻓﺮﻋﻴﺔ‬ ‫ﻣﺤﺪﻭﺩﺓ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ‬ ‫ﺍﻟﻤﻨﻈﻤﺎﺕ‪:‬‬
‫ﺑﺎﺳﺘﻤﺮﺍﺭ ﻭﺗﺤﺴﻴﻨﻬﺎ‪ .‬ﺍﻟﻜﻔﺎءﺍﺕ ﺍﻟﺠﺪﻳﺪﺓ‪،‬‬ ‫ﺑﺎﻟﻤﺸﺮﻭﻉ‪ .‬ﻭﺍﻟﺘﻜﺎﻣﻞ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ‬ ‫ﺑﺘﻮﻟﻴﺪ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ )ﺃﻭ ﺃﺟﺰﺍء‬ ‫ﻛﺒﻴﺮﺓ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺑﺎﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫‪ -‬ﺭﺑﻤﺎ ﻭﺭﺍء ﺟﺪﺭﺍﻥ ﺣﻤﺎﻳﺔ ﺍﻟﺸﺮﻛﺎﺕ‪ .‬ﻳﺤﺪﺙ‬
‫ﺍﻟﺘﻜﺎﻣﻞ ﻳﺘﺒﻊ ﺃﺩﻟﺔ ﻭﻣﻌﺎﻳﻴﺮ ﻭﺑﺮﻭﺗﻮﻛﻮﻻﺕ‬ ‫ﺁﻟﻴﺎﺕ ﻭﺗﺴﻠﻴﻤﺎﺕ ﻧﻤﺬﺟﺔ‬
‫ﺍﻟﺘﺴﻠﻴﻤﺎﺕ ﻭﺍﻟﻤﻮﺍءﻣﺎﺕ ﺗﺘﺎﺑﻊ ﺑﻔﻌﺎﻟﻴﺔ ﻣﻦ ﺧﻼﻝ‬ ‫ﻫﻮ ﺍﻷﺳﺎﺱ ﻭﻻ ﻳﻨﺼﺐ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬ ‫ﻣﻨﻬﺎ(‪ .‬ﻭﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﻭﺍﺿﺤﺔ ﻓﻲ ﺇﻁﺎﺭ‬ ‫ﺍﻟﺘﻜﺎﻣﻞ ﺑﺎﻟﻘﻠﻴﻞ ﻣﻦ ﺃﻭ ﺑﺪﻭﻥ ﺃﺩﻟﺔ ﻋﻤﻠﻴﺎﺕ ﺃﻭ‬
‫ﺗﺒﺎﺩﻝ ﻋﻤﻠﻴﺎﺕ ﻣﺤﺪﺩﺓ ﻣﺴﺒﻘﺎ‪ .‬ﻭﺗﻮﺯﻉ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬
‫ﻓﺮﻳﻖ ﻣﺸﺮﻭﻉ ﻣﺘﻌﺪﺩ ﺍﻟﺘﺨﺼﺼﺎﺕ ﻣﺗﻣﺎﺳﻙ‬ ‫ﻛﻴﻔﻴﺔ ﺗﻜﺎﻣﻞ ﺍﻟﻨﻤﺎﺫﺝ\ ﺳﻴﺮ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻟﻜﻦ‬ ‫ﺗﺤﺎﻟﻔﺎﺕ ﺍﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﻤﺆﻗﺘﺔ ﺃﻭ ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺃﻭ ﺑﺮﻭﺗﻮﻛﻮﻻﺕ ﺗﺒﺎﺩﻝ ﻣﺴﺒﻘﺔ ﺍﻟﺘﻌﺮﻳﻒ‬
‫ﻋﻠﻰ ﺍﺳﺘﺒﺎﻕ ﻛﺸﻒ ﻭﺣﻞ ﺍﻟﺨﻠﻞ ﻓﻲ‬ ‫ﺍﻷﻁﻮﻝ ﺃﺟﻼ‪ .‬ﻳﺘﻢ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻁﺮ ﻭﺗﻮﺯﻳﻊ‬ ‫ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﻭﺗﺨﻔﻒ ﺍﻟﻤﺨﺎﻁﺮ ﻣﻦ ﺧﻼﻝ‬ ‫‪ .‬ﻭﻻ ﻳﻮﺟﺪ ﺣﻞ ﺭﺳﻤﻲ ﻷﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ‬
‫ﺑﺎﺣﻛﺎﻡ‪ .‬ﻭﻳﺴﺎﻫﻢ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‬ ‫ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﺘﻌﺎﻗﺪﻳﺔ‪.‬‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‪.‬‬ ‫ﺍﻟﻤﻜﺎﻓﺂﺕ ﺑﺸﻜﻞ ﻓﻌﺎﻝ‪.‬‬ ‫ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬
‫ﻓﻲ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻟﻤﺘﻜﺎﻣﻠﺔ ﻋﺒﺮ ﺳﻠﺴﻠﺔ ﺗﻮﺭﻳﺪ ﺍﻟﺒﻨﺎء‪.‬‬
‫ﻭﺳﻄﻲ‬
‫‪ORG SCALE‬‬
‫ﻗﻴﺎﺩﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺗﺘﻜﻴﻒ ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﻳﺘﻢ ﺗﻜﺎﻣﻞ ﺃﺩﻭﺍﺭ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬ ‫ﺗﻜﻤﻞ ﺃﺩﻭﺍﺭ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﺍﻟﻤﺤﺪﺩﺓ‬ ‫ﻳﺘﻢ ﺗﺮﺳﻴﻢ ﻗﻴﺎﺩﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‪ .‬ﻳﺘﻢ‬ ‫ﻗﻴﺎﺩﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻏﻴﺮ ﻣﻮﺟﻮﺩﺓ‪.‬‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‪:‬‬ ‫ﻓﺮﻕ‬
‫ﻟﻠﺴﻤﺎﺡ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﻓﻲ ﺍﻟﻬﻴﺎﻛﻞ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫ﻣﺴﺒﻘﺎ ﺑﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ ﻓﻲ ﺇﺩﺍﺭﺓ ﻋﻤﻠﻴﺔ‬ ‫ﺗﻌﺮﻳﻒ ﺍﻷﺩﻭﺍﺭ ﺍﻟﻤﺨﺘﻠﻔﺔ ﺿﻤﻦ ﻋﻤﻠﻴﺔ‬ ‫ﻳﻌﺘﻤﺪ ﺍﻟﺘﻄﺒﻴﻖ ﻋﻠﻰ ﺃﺑﻄﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪.‬‬ ‫ﻣﺘﻌﺪﺩﺓ(‪:‬‬ ‫)ﻣﻨﻈﻤﺎﺕ‬
‫ﻭﺍﻟﺘﺴﻠﻴﻤﺎﺕ‪.‬‬ ‫ﺍﻟﺘﻄﺒﻴﻖ‪.‬‬ ‫ﺍﻟﺘﻄﺒﻴﻖ‪.‬‬ ‫ﺍﻵﻟﻴﺎﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬
‫ﻭﺗﺴﻠﻴﻤﺎﺕ‬ ‫ﺍﻷﻋﻀﺎء‬
‫ﺩﻗﻴﻖ‬
‫ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء‬
‫ﺗﻀﻄﻠﻊ ﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﻤﺘﻌﺪﺩﺓ ﺍﻟﺘﺨﺼﺼﺎﺕ‬ ‫ﺗﻀﻄﻠﻊ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ﻳﺪﺍﺭ ﺍﻟﺘﻌﺎﻭﻥ ﺑﻴﻦ ﻣﻨﻈﻤﺎﺕ ﻣﺘﻌﺪﺩﺓ ﻋﻠﻰ ﻋﺪﺓ‬ ‫ﻳﻔﻜﺮ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻓﻴﻤﺎ ﻭﺭﺍء ﻣﺸﺮﻭﻉ‬ ‫ﻳﺘﻢ ﺗﺸﻐﻴﻞ ﻛﻞ ﻣﺸﺮﻭﻉ ﺑﺸﻜﻞ ﻣﺴﺘﻘﻞ‪ .‬ﻭﻻ‬ ‫ﺁﻟﻴﺎﺕ‬ ‫ﺍﻷﺳﻮﺍﻕ‪:‬‬
‫ﻭﺍﻟﻤﺤﺴﻨﺔ ﺫﺍﺗﻴﺎ ﺑﺎﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﺘﻌﺎﻭﻧﻴﺔ ؛ ﻭﺫﻟﻚ‬ ‫ﺍﻟﺘﺨﺼﺼﺎﺕ ﺃﻭ ﻓﺮﻕ ﺍﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﻤﺘﻌﺪﺩﺓ‬ ‫ﻣﺸﺎﺭﻳﻊ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺤﺎﻟﻔﺎﺕ ﺍﻟﻤﺆﻗﺘﺔ ﺑﻴﻦ‬ ‫ﻭﺍﺣﺪ‪ .‬ﻭﻳﺘﻢ ﺗﻌﺮﻳﻒ ﻭﺗﻮﺛﻴﻖ ﺑﺮﻭﺗﻮﻛﻮﻻﺕ‬ ‫ﻳﻮﺟﺪ ﺍﺗﻔﺎﻕ ﺑﻴﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻋﻠﻰ‬ ‫ﻧﻤﺬﺟﺔ‬ ‫ﻭﺗﺴﻠﻴﻤﺎﺕ‬
‫ﻳﺸﻤﻞ ﻣﻌﻈﻢ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬ ‫ﺍﻟﺘﺨﺼﺼﺎﺕ ﺑﺎﻟﻤﺸﺎﺭﻳﻊ ﺍﻟﺘﻌﺎﻭﻧﻴﺔ ؛ ﻭﻫﻮ‬ ‫ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪.‬‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺑﻴﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻓﻲ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﻓﻴﻤﺎ ﻳﺘﺠﺎﻭﺯ ﻣﺸﺮﻭﻋﻬﻢ ﺍﻟﻤﺸﺘﺮﻙ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء )ﻳﻄﺒﻖ‬
‫ﺗﺤﺎﻟﻒ ﺑﻴﻦ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬ ‫ﺍﻟﺤﺎﻟﻲ‪.‬‬ ‫ﻫﺬﺍ ﺍﻟﺒﻨﺪ ﺑﻤﺴﺎﻋﺪﺓ ﻣﻘﻴﻢ‬
‫ﺍﻟﺮﺋﻴﺴﻴﻴﻦ‪.‬‬ ‫ﻣﺪﺭﺏ ﻓﻘﻂ(‬
‫ﻛﺎﻣﻞ‬
‫‪ . 4‬ﺍﻟﺘﺮﺟﻤﺔ‬
‫ﺃﺻﺪﺭﺕ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺑﺎﻟﻠﻐﺔ ﺍﻹﻧﻜﻠﻴﺰﻳﺔ ﻓﻲ ‪ 7‬ﻳﻮﻟﻴﻮ ‪ ،2016‬ﻭﺳﻮﻑ ﺗﺘﺮﺟﻢ ﺇﻟﻰ ﻋﺪﺩ ﻣﻦ ﺍﻟﻠﻐﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻜﺮﻳﻤﺔ‬
‫ﻟﻠﻤﻌﺮﻓﺔ ﺍﻟﺘﺎﺑﻌﺔ ﻟـ ‪ .BIMe Knowledge Affiliates.‬ﻳﻤﻜﻦ ﺗﻨﺰﻳﻞ ﺍﻹﺻﺪﺍﺭﺍﺕ ﺍﻟﻤﺤﺪﺛﺔ ﻟﻬﺬﺍ ﺍﻟﻤﺴﺘﻨﺪ ﻭﻣﺴﺘﻨﺪﺍﺕ ‪BIMe‬‬
‫ﺍﻷﺧﺮﻯ ﻣﻦ ﻣﻮﻗﻊ )‪ ،BIMexcellence.org (late 2016‬ﻭﻣﻦ ﺍﻟﻤﻮﻗﻊ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ ‪ BIMframework.info‬ﻭﻣﻮﺍﻗﻌﻪ‬
‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺘﺎﺑﻌﺔ‪.‬‬
‫ﺗﻢ ﺍﻟﺘﺮﺟﻤﻪ ﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻮﺍﺳﻄﺔ ‪BIMarabia‬‬

‫ﻗﺎﻡ ﺑﺎﻟﺘﺮﺟﻤﺔ ‪:‬ﻡ ﺳﻮﻧﻴﺎ ﺳﻠﻴﻢ ﺃﺣﻤﺪ‪ ،‬ﻣﺮﺍﺟﻌﺔ ﻭ ﺗﺪﻗﻴﻖ ‪ :‬ﻋﻤﺮ ﺳﻠﻴﻢ‬
‫ﺭﺧﺼﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪.5‬‬

‫ﻳﺘﻢ ﻣﻨﺢ ﺍﻹﺫﻥ ﻷﻱ ﺷﺨﺺ ﻳﺮﻏﺐ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﻟﻠﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﺗﻲ ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻟﻤﺸﺎﺑﻬﺔ ﻏﻴﺮ ﺍﻟﺘﺠﺎﺭﻳﺔ‬
‫ﺑﻤﻮﺟﺐ ﺭﺧﺼﺔ ﺍﻟﻤﺸﺎﻉ ﺍﻹﺑﺪﺍﻋﻲ – ﻏﻴﺮ ﺍﻟﺘﺠﺎﺭﻱ‪ -‬ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﺎﺩﺓ ﺑﻨﻔﺲ ﺍﻟﺤﻘﻮﻕ ‪) 3.0‬ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ(‪ .‬ﺍﻷﻓﺮﺍﺩ ﺃﻭ‬
‫ﺍﻟﻤﻨﻈﻤﺎﺕ ﺍﻟﺬﻳﻦ ﻳﺮﻏﺒﻮﻥ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺃﻭ ﺃﻱ ﻣﻦ ﻣﺤﺘﻮﻳﺎﺗﻬﺎ ﻟﺘﻘﻴﻴﻢ ﺍﻵﺧﺮﻳﻦ ﺃﻭ ﻟﺘﻘﺪﻳﻢ ﺃﻱ ﻧﻮﻉ ﻣﻦ ﺍﻟﺨﺪﻣﺎﺕ ﺳﻮﻑ‬
‫ﺗﺤﺘﺎﺝ ﺇﻟﻰ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺗﺮﺧﻴﺺ ﻣﻦ ‪ .ChangeAgents AEC‬ﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻳﺮﺟﻰ ﺍﻟﺘﻮﺍﺻﻞ ﻋﺒﺮ‬
‫‪info@changeagent.com.au.‬‬
‫‪ . 6‬ﺳﺠﻞ ﺍﻟﺘﻐﻴﻴﺮ‬
‫ﺍﻟﺘﻮﺻﻴﻒ‬ ‫ﺍﻟﺘﺎﺭﻳﺦ‬ ‫ﺍﻹﺻﺪﺍﺭ‬
‫ﻣﺼﻔﻮﻓﺔ ﻧﺸﺮﺕ | ﻓﺼﻞ ﺍﻟﻤﺮﺍﺟﻌﺔ ‪http:// bit.ly/ BIMPaperA3‬‬ ‫ﻧﻮﻓﻤﺒﺮ ‪2010‬‬ ‫‪1.0‬‬
‫ﺗﻢ ﺗﻮﻓﻴﺮ ﺍﻟﻤﺼﻔﻮﻓﺔ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﻭﻋﺒﺮ ﻭﺭﺷﺎﺕ ﺍﻟﻌﻤﻞ‬ ‫ﻓﺒﺮﺍﻳﺮ ‪ – 2011‬ﻳﻮﻧﻴﻮ ‪2016‬‬ ‫‪1.1‬‬
‫ﺗﻢ ﺗﻌﺪﻳﻞ ﺍﻟﻤﺼﻔﻮﻓﺔ ﻭﺃﻁﻠﻘﺖ ﻛﺠﺰء ﻣﻦ ﻣﺒﺎﺩﺭﺓ ‪BIMe‬‬ ‫ﻳﻮﻟﻴﻮ ‪2016‬‬ ‫‪1.22‬‬
‫‪ . 7‬ﻣﻌﻠﻮﻣﺎﺕ ﺍﻻﺗﺼﺎﻝ‬
‫ﺎﻝ ﺑﻼﻝ ﺳ ﻜﺮ‬ ‫ﺇﺫﺍ ﻭﺟ ﺪﺕ ﻫ ﺬﻩ ﺍﻟﻮﺛﻴﻘ ﺔ ﻣﻔﻴ ﺪﺓ ﻭﺗﺮﻏ ﺐ ﻓﻲ ﺍﻟﻤﺴ ﺎﻫﻤ ﺔ ﻓﻲ ﻣﺒ ﺎﺩﺭﺓ ‪ ،BIMe‬ﻳﺮﺟﻰ ﺍﻻﺗﺼ‬
‫)‪.( | +61 412 556 671 bsuccar@changeagents.com.au‬‬
‫ﻳﻤﻜﻨﻚ ﺃﻳﻀ ﺎ ً ﻣﺘﺎﺑﻌﺔ ﺃﺧﺒﺎﺭ ﻣﺒﺎﺩﺭﺓ ﻧﻤﺬﺟﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺒﻨﺎء ﻭﺇﺻ ﺪﺍﺭ ﺍﻟﻮﺛﺎﺋﻖ ﻋﻠﻰ‪Twitter (@bimexcellence), Facebook, :‬‬
‫‪.Google+ and LinkedIn‬‬
‫ﺷﻜﺮﺍ ً‪.‬‬
‫‪FOR PUBLIC SHARING‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬


BIM Bime : Confidential

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‫‪301in‬‬ ‫‪ V1.

22‬ﻣﺼﻔﻮﻓﺔ ﻧﻀﺞ ‪BIM‬‬

‫‪ . 1‬ﻣﺼﻔﻮﻓﺔ ﻧﻀﻮﺝ ‪BIM‬‬

‫‪CONFIDENTIAL‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬

‫‪ . 3‬ﻛﻴﻒ ﺗﺴﺘﺨﺪﻡ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‬

‫‪CONFIDENTIAL‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬

‫‪E‬ﺃﻣﺜﻞ‬ ‫‪D‬ﻣﺘﻜﺎﻣﻞ‬ ‫‪C‬ﻣﺪﺍﺭ‬ ‫‪B‬ﻣﺤﺪﺩ‬ ‫‪ A‬ﺑﺪﺍﺋﻲ‬ ‫ﻣﻨﺎﻁﻖ ﺍﻟﻨﻀﺞ‬

‫‪BIM CAPABILITY SETS‬‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫‪E‬ﺃﻣﺜﻞ‬ ‫‪D‬ﻣﺘﻜﺎﻣﻞ‬ ‫‪C‬ﻣﺪﺍﺭ‬ ‫‪B‬ﻣﺤﺪﺩ‬ ‫‪ A‬ﺑﺪﺍﺋﻲ‬ ‫ﻣﻨﺎﻁﻖ ﺍﻟﻨﻀﺞ‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﺪﺭﺓ ‪V5‬‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬

‫‪E‬ﺃﻣﺜﻞ‬ ‫‪D‬ﻣﺘﻜﺎﻣﻞ‬ ‫‪C‬ﻣﺪﺍﺭ‬ ‫‪B‬ﻣﺤﺪﺩ‬ ‫‪ A‬ﺑﺪﺍﺋﻲ‬ ‫ﻣﻨﺎﻁﻖ ﺍﻟﻨﻀﺞ‬

‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻘﺪﺭﺓ ‪V5‬‬

‫‪E‬ﺃﻣﺜﻞ‬ ‫‪D‬ﻣﺘﻜﺎﻣﻞ‬ ‫‪C‬ﻣﺪﺍﺭ‬ ‫‪B‬ﻣﺤﺪﺩ‬ ‫‪ A‬ﺑﺪﺍﺋﻲ‬ ‫ﻣﻨﺎﻁﻖ ﺍﻟﻨﻀﺞ‬

‫ﺗﻢ ﺍﻟﺘﺮﺟﻤﻪ ﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺑﻮﺍﺳﻄﺔ ‪BIMarabia‬‬

‫ﺭﺧﺼﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫‪.5‬‬

‫‪FOR PUBLIC SHARING‬‬ ‫‪BIM Excellence by Change Agents AEC p/l‬‬

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