PM2 All Lectures

‫االكاديمية الليبية‬
‫مدرسة العلوم التطبيقية والهندسية‬

‫إدارة المشاريع ‪2‬‬
‫‪Project Management EPM621‬‬
‫‪Dr. Elhuni‬‬ ‫‪1‬‬

Table of Lectures
1. Complex Project Management (CPM)

2. Planning Methods For Complex Project Management
3. Time Management (Traditional Vs. Complex Projects)
4. Cost Management (Traditional Vs. Complex Projects)
5. Human Resource Management (Traditional Vs. Complex Projects)
6. Project Conflict Management
7. Managing Global Project
8. Benchmarking
9. Business Process Reengineering (BPR)
10. Projects in controlled Environments (PRINC2)
Complex Project Management
(CPM)
Outline
 What is a project?
 What is a project management?
 Aspects of project types
 Aspects (‫)جوانب‬of complexity
 Complex projects
 Type of project complexity
 Strategies for Managing Complex Projects
 Complexity dimensions
 Complexity mapping
 Project planning and analysis methods
 Tools for Complex Projects
What is a project?
A project can be defined as ……..

“……..and attempt in which human (or machine), material and financial
resources are organised in a novel ( ) way, to undertake ( ) a unique
‫جديدة‬ ‫يشرع في‬
scope of work, or given specification, within constraints ( ) of cost and

‫بقيود‬
time, so as to deliver beneficial change by quantitative and qualitative

objectives”
The nature of project working
 Projects are efforts to achieve objectives .

‫مساع للوصول للهدف‬
 Projects have a start, a middle and an end

 Projects are different from operational activities which are performed
regularly over time e.g. payroll( )
‫كشف المرتبات‬
There are core skills involved ( ) in project management including identifying

‫يشمل‬
and agreeing on project objectives, scheduling and estimating

 In addition other issues such as managing risk, communication and
dealing with other people are key areas of importance
What is a project
management?
A project Management can be defined as: the application o f
Knowledge Skills Tools Techniques
to project activities to meet the project requirements
Dr. Elhuni 10
11
Dr. Elhuni
Aspects of project types
Complexity Context (‫االطار‬-‫)السياق الصدد‬ Leadership Tools Choice of Example
Type staff
Simple A local and small project. Top down Scope Likes clear Repair of ship, Building a
development, instructions house, Managing a
WBS, Scheduling marketing campaign
Complicate Cause and effect Top down Tools for simple Likes clear Design and produce a jet
relationships discoverable projects instructions engine
but not immediately engineering tools building a highway
apparent(‫ )واضح‬, Expert for technology building a state-of-the-art
diagnosis(‫تحليل‬-‫)تشخيص‬ based projects air traffic control center is a
required, More than one complicated challenge in
right answer possible, Known executing a project
unknowns, Fact-based
Complex change and unpredictability, Top down Balancing internal Abstract logic, Integration of healthcare
No right answers, emergent Sense, analyse and context with Business systems,
instructive (‫ )مفيد‬patterns, respond, Create board external intelligence, Airport traffic management
Unknown unknowns, of experts, Create environment, Comfortable Infrastructure integration,
Many competing ( ‫)مـتنافس‬ environments and structural design with ambiguity( Space exploration,
ideas, A need for experiments that development, ‫)غموض‬, Electrical power systems
creative and allow patterns to Requirements Emotional integration, Defence
innovative ideas, emerge, Increase management, Intelligence, system integration, and
levels of interaction Incremental Systems Commercial airline
and communication, commitment, thinking, development.
Use methods that can governance Understanding Managing multi-national
help generate ideas, perspectives( integration for climate
Open up discussion as ‫)منظوري‬ change, Managing
through large group international disputes (
methods, Listen to ‫)نزاعات‬, Solving the illicit (
conflicting ideas Dr. uni ‫ )محظور‬drug problem. 12
Elh
The difference between complicated and complex projects
The Complicated
1. A complicated problem is predictable and linear in nature.
2. There is a clear beginning, middle, and end, with both variation and
uniformity involved.
3. It is possible to identify and model the relationship between the parts (using
logic models)
4. The relationships among the parts can be reduced to clear, predictable
interactions. For example, building an aircraft engine is complicated, but if
done right, the inputs and results are highly predictable and repeatable.
Those organizations, programs, and projects that tend ( ) to be complicated in nature

‫تميل‬
typically rely ( ) on organization charts and chains of command, and the leaders hold
‫يعتمد‬
formal positions of authority. Dr. Elhuni 13

The Complicated project tools
The kinds of management tools typically used for complicated organizations
and projects include:
1. Project management software,
2. PERT flow charts,
3. Lean Six Sigma,
4. Activity-Based Costing,
5. Logic models.
Project management relies on documentation and specification.
Success mainly depends on the execution of a plan or process.
Dr. Elhuni 14
Complex project
In 2007, the ICCPM led an international meeting that described complex projects as
those that:
1. Can be characterized by uncertainty( ), ambiguity, with emergent
‫مجهول‬
dynamic interfaces, influenced( ) by significant( ) political, social,

‫تتأثر‬ ‫هام‬
technological, environmental issues or external changes

2. Run over a period which exceeds the product life cycles of the technologies
involved ( ) or where significant integration issues exist
‫يشمل‬
3. Defined by effect (benefit and value) but not by solution (product) at

inception.
ICCPM: International Conference on Construction and Project Management

Dr. Elhuni 15
What is complex?
Making Mayonnaise? Building a Stadium?
16
17
Aspects of complexity
Organisational Funding / Systems of Length of Time Behaviours

Capability‫لتنظيمية‬##‫لقدرة ا‬##‫ا‬ Finance Interests‫لفائدة‬##‫نظمة ا‬#‫أ‬
Decision Making
Uncertainty‫ول‬#‫مجه‬ Change Culture Ambiguity
What are the common

challenges present in
Unrealistic Solutions a complex project Lack of Maturity‫لنضج‬##‫ ا‬#‫دم‬#‫ع‬
Optimism Geography
landscape?
Requirements Assumptions Stakeholders Dependencies Trades

Risk
Dr. Elhuni 19
Complex projects - Back to Basics
New view on PM
Technical Technical
Schedule
Cost
Schedule Cost Context Financing

Traditional Project
Five-dimensional Project
“The essential (‫ )جوهري‬complexity of projects, in part, is driven by political, social,

technological and environmental issues, as well as tight fiscal pressures ‫ضغوط مالية‬
َ
‫مشدده‬, end user expectations which may change dramatically( ‫ )على ن ْحو مفاجئ‬during the
Complex projects - Back to Basics
life of a project, and government instability.” (ICCPM, 2012)
Type of project complexity
1. Structural complexity
Most large and all very large projects.
Some would argue that this is ‘complicated’ but not necessarily complex, the
differentiating point being that the outcomes can be broken down into smaller
pieces that are produced independently and then reassembled to complete the
whole (e.g., large construction, engineering and defence projects).
2. Technical complexity
This type of complexity is found in projects which have technical or design
problems associated with products that have never been produced before, or with
techniques that are unknown or untried and for which there are no precedents,
or be unexpected interdependencies (e.g., industrial design, engineering, explorative IT
projects and R&D, such as those found in the chemical and pharmaceutical industries.
Type of project complexity, cont.
3. Directional complexity
This is where it gets really interesting (and where probably everyone can
agree that the term complexity is appropriate). Directional complexity is
found in projects which are characterized by unshared goals, unclear
meanings and hidden agendas, with multiple potential interpretations of
goals and objectives, typically involve disagreement between stakeholders.
4. Temporal complexity ‫التعقيد الزمني‬
These projects are characterized by shifting environmental and strategic

directions which are generally outside the direct control of the project team. This
kind of complexity stems from uncertainty regarding future constraints, the
expectation of change and possibly even concern regarding the future existence
of the system (e. g., fast and unexpected legislative changes, civil unrest and disaster, or the
Type of project complexity, cont.
development of new technologies, Changes of government).
Strategies for Managing
Complex Projects
Approaches to managing complexity
‫نهج‬
• Complexity is subjective‫التعقيد هو الذاتي‬
• Complexity changes - Flex your approach

• Know your areas of control and your areas of
influence‫تأثير‬
24
Five dimensions of complexity (5DPM)
To meet the challenges of complex projects, both large and small, project
‫ملواهجة‬
managers ultimately must optimize the available resources (time and money) with
the technical performance needs of the project (design), while operating under
both known and unknown constraints (context) and accommodating ‫ استيعاب‬the
requirements of new financing partners and funding models (financing).
These interrelated demands require owners to think continuously about risk
‫مترابط‬
and opportunity as they may arise in budgeting, scheduling, designing, allocating,

and pricing.
Five Dimensions of Complexity (5DPM), cont.
1. Cost : Technical
Involves‫ يشمل‬quantifying the scope of work in dollar Schedule Cost
terms.
 Cost considers
 Project estimates ‫تقديرات‬ Context Financing
 Uncertainty‫عدم اليقين‬,
 contingencies‫مصادفات‬
 project related costs (e.g., road-user costs, right-of-way, railroads);
 project cost drivers (volume, time, charge e.g., all costs associated with the
retooling of machines for a product is charged directly to the end-product)
and constraints.
Example:
• Uncertainty related to new unproven recycling technologies
• Unknown site conditions
• Baseline cost of $0.834 billion, current estimated cost $1.94 billion, increase due to delays, stakeholder issues, inflation
3. Technical Technical
Includes all of the typical engineering requirements Schedule Cost
 Design requirements
 Scope of the project Context Financing
 Quality of construction
 The organizational structure of the owner/ agency
 Contract language and structure
 The implementation of new technologies requirements.
Example::
• First extradosed bridge in the nation
• Contaminated soil and water
• Different methods of design
2. Schedule: Technical
Relates to the calendar-driven aspects of the Schedule Cost
project
 The schedule considers time
 Schedule risks Context Financing
 Prescribed milestones
 Availability of
resources.
Example:
• The timing of financing appropriations have dictated the schedule
• Interdependence of one project on another
• Special appropriations set to expire
4. Context Technical
Encompasses the external influences that have Schedule Cost
an impact on project development and progress

 Stakeholders Context Financing
 Environmental issues,
 Legal and legislative requirements,
 Local issues
 Project-specific factors
 Global and national issues; and
 Unexpected occurrences
Example::
• Taking of an elementary school delayed project because of school year calendar
• Bridge closure, and local hospital is on the other side and detour is hours
5. Finance Technical
Understanding how the project is being Schedule Cost

paid for and integrating that knowledge into the scope of
work.
The mechanics of financing can have a direct impact on the project
Context Financing
design, the speed with which the project can be delivered, and the
Ability to achieve contextual
 Public funding
 Financing a future revenue flow
 Exploiting asset value
 Finance-driven project delivery  Differential inflation rates
methods  Commodity-based estimating
 Financial techniques to mitigate risk End of lecture
Example::
• Unwanted Public Private Partnership (P3)
• Multi-jurisdictional P3
•Bond market collapse during proposal phase so
funding cannot be secured
Project Management II
Planning Methods for Complex

Project Management
Dr. Elhuni 31
Outline
The five Project planning methods

 Overview of CPM and 5DPM process flow
 Relationship of 5DPM to project development methods
 Project planning and analysis methods
 Execution tools for managing complex projects
Dr. Elhuni 32
The five Project planning methods
The five project planning and analysis methods are used to identify project
execution tools that can be used to help achieve the critical project success factors.
These methods should involve executive-level personnel, as well as project level
personnel and should be implemented at the very earliest stages of the project
lifecycle to effectively manage overarching degrees of complexity that are not
attributable to one specific dimension of complexity.
‫تس تخدم الطرق امخلسة لتخطيط وحتليل املرشوع لتحديد ادوات التنفيذ اليت ميكن اس تخدامها لمساعدة يف‬
.‫احلصول عىل العنارص احلرجة لنجاح املرشوع‬
‫هذه الطرق جيب تطبيقها يف مرحةل مبكرة من دورة حياة املرشوع وجيب ان يشارك يف هذه الطرق خشص‬
‫عىل املس توى التنفيذي وكذلك عىل مس توى ادارة املرشوع حىت ميكن من ادار أي غت يريات بفاعلية قد‬
‫ة‬
‫التكون حتت اي عب د من ابعاد املرشوع امخلسة‪.‬‬
Overview of complex-project management and 5 DPM process flow
Dr. Elhuni 34
Relationship of 5DPM to project development
methods
‫تحديد عناصرالنجاح الحرجة تكوين‬
‫فريق المشروع اختيار ترتيبات‬
‫للمشروع‬
‫إعداد نموذج التكلفة المبكر وخطة‬

#‫التمويل‬
‫ضع خطط عمل المشروع‬
Relationship of 5DPM complexity dimensions to project development methods.

Project planning and analysis methods
Method 1: Define Critical Project Success Factors

identifying and ranking complexity factors provides useful guidance in defining
critical success factors for the project.
• This serves to communicate project goals, set team priorities, and guide resource
allocation decisions (Methods 2, 3, and 4).
• It sets the basis for making decisions throughout the project lifecycle.
• To identify the legislative and political directives, gather input from agency and
project leaders, estimate project resource requirements and determine if they are
currently available, assess community needs and influence over project feasibility
• The number of success factors should be relatively low, probably in the range of
7 to 10 factors.
Method 1: Define Critical Project Success Factors
Figure 3.3. Method 1 inputs and

actions Figure 3.4. Method 1 sample inputs and outputs for
defining critical project success factors
 For example, if a project will be considered successful by local, regional, and

state political leaders only if the majority of contracts are awarded to local
businesses (and this factor is determined to be critical), the overall project cost and
schedule, as well as phasing of individual bid packages, need evaluated in light of
local contractor capacity and labor availability.
 If the project is funded with an expiring special appropriation, keeping the overall
project cost within the appropriation will be critical to project success. Therefore,
the project team should implement a design-to-budget protocol, which may require
a reduction in scope from the original program.
- ،) ‫ إذا اعتبر المشروع ناجح محليا واقليميا فقط إذا كانت غالبية العقود تمنح لشركات المحلية (وهذا العامل سيكون حرجا‬،‫على سبيل المثال‬
.‫ بحاجة إلى تق يم في ضوء قدرة المقاول المحلي وتوافر العمالة‬، ‫وبالتالي تكلفة المشروع اإلجمالية والجدول الزمني‬
.‫ إذا كان تمويل المشروع بإعتمادات ختصة ومحدودة فسيكون إبقاء تكلفة المشروع اإلجمالية ضمن هذه االعتمادات امر حرج بالنسبة لنجاح المشروع‬-
.‫ مما قد يتطلب التخفيض من البرنامج األصلي‬،‫ ينبغي على فريق المشروع تنفيذ بروتوكول تصميم للميزانية‬،‫ولذلك‬
Project factors that can contribute to
complexity
Cost Factors Context Factors
1. Contingency usage
1. Public
2. Risk analysis
2. Political
3. Estimate formation
3. Owner
4. Owner resource cost allocation
4. Designer(s)
5. Cost control
5. Maintaining capacity
6. Optimization’s impact on project cost
6. Work zone visualization
7. Incentive usage
7. Social equity
8. Material cost issues
8. Demographics
9. User costs/benefits
9. Public emergency services
10. Payment restrictions
10. Land use impact
11. Growth inducement
12. Land acquisition
Schedule Factors 13. Local economics
1. Timeline requirements 14. Marketing
2. Risk analysis 15. Cultural impacts
3. Milestones 16. Local workforce
4. Schedule control 17. Utility coordination
5. Optimization’s impact on project schedule 18. Resource availability
6. Resource availability 19. Sustainability goals
7. Scheduling system/software 20. Environmental limitation
8. Work breakdown structure 21. Local acceptance
9. Earned-value analysis 22. Global/national economics
23. Global/national incidents
Dr. Elhuni 24. Unexpected weather
39
Financing Factors Technical Factors
1. Legislative process 1. Scope of the project
2. Uniformity restrictions 2. Owner’s internal structure
3. Transition to alternate financing sources 3. Prequalification of bidders
4. Project manager financial training 4. Warranties
5. Federal funding 5. dispute s
6. State funding 6. Delivery methods
7. Bond funding 7. Contract formation
8. Borrowing against future funding 8. Design method
9. Advance construction 9. Reviews/analysis
10. Revenue generation 10. Existing conditions
11. Vehicle miles traveled fees 11. Construction quality
12. Cordon/congestion pricing 12. Safety/health
13. Monetization of existing assets 13. Optimization impact
14. Franchising 14. construction quality
15. Carbon credit sales 15. Typical climate
16. Public–private partnerships 16. Technology usage
17. Use of commodity-based hedging
18. Global participation
19. Risk analysis
20. Financial management software
Dr. Elhuni 40
Examples of Critical Project Success Factor Definition
After defining the critical project success factors, the team selects project management
tools to facilitate the achievement of project success. For instance, on a multimodal
center, two of the tools selected might be
1. Evaluate flexible financing (Tool 11) and
2. Establish public involvement plans (Tool 13).
Examples of Critical Project Success Factor Definition
It is important to once again note that using Method 1 to define critical project success factors is intended to
establish higher-order success factors than those typically formalized in a project mission statement or project
charter, although they should all (obviously) be related. The critical success factors defined by using Method 1
should be broad enough to synthesize into a set of principles that are widely published in newsletters, websites,
project signs, and so forth. A checklist like the one shown in the survey in Appendix B may be used to
facilitate Method 1.
‫ ان عوامل النجاح المحددة في‬. ‫ يهدف إلى تحديد عوامل النجاح مرتبة نت ازليا‬1 ‫ أن تحديد عوامل النجاح الحرجة لمشروع في الطريقة‬،‫المهم أن نالحظ‬
‫"الطريقة األولى" ينبغي أن تكون واسعة بما يكفي لتحتوي مجموعة من المبادئ التي يتم نشرها على نطاق واسع في الرسائل من الحاسمة‬
1#. ‫ يمكن استخدام قائمة مرجعية لتسهيل الطريقة‬.‫ والمواقع‬،‫اإلخبارية لمشروع‬
Method 2: Assemble Project Team

The project team is the driver of the project, and selection of the appropriate
People at the appropriate time is important in delivering a complex project
successfully.
Not only is having the right people important, but so is giving them the
authority needed to execute their responsibilities effectively.
Inputs and outputs for Method 2:


1. The inputs are used to identify the critical skill sets required for project success.
The project team can then assess internal capabilities and determine any gaps in
required and existing skills. This gap analysis informs the procurement plan
described in Method 3, as any gaps in required skill or knowledge need added
to the team through contracts or other project arrangements as shown previous
figure.
2. The process used in Method 2 is a gap analysis, where project needs are identified
in terms of project needs, skills, knowledge, responsibility, and authority and
compared to in-house resources and capabilities. The next step is to assign
authority, responsibility, and leadership and determine external sources for
additional required skills (e.g., other agency personnel, contractors, designers,
consultants). The project team needs to clearly assign risks and responsibilities
for critical project outcomes.

3. the project team needs to establish authentic authority for project decisions,
including written support from top agency leaders. The outcomes of Method 2
are to identify core in-house team responsibilities and establish authority and,
then, to identify additional team needs to add through external project
arrangements.
Responsibilities for locating external team needs should be clearly identified and
the team should discuss the timing for when the project will need these additional
external resources. After this, the team can select the project execution tools that
support project success.
Method 3: Select Project Arrangements

Method 3 is intended to help the project team identify administrative
resources (primarily procurement and procurement and contracting for
services delivery) that are best suited to the project and most likely to facilitate
project success.
Dr. Elhuni 47


1. Inputs to consider come from the complexity analysis, complexity flow chart,
complexity map, and critical success factors identified in Method 1. Additional
inputs are obtained from the parallel integrated resource allocation activities
of Methods 2 and 4.
2. The inputs are used to develop an overall procurement plan for the services (PR,
specialty consulting, financing, design, construction, etc.) to achieve project
success. The inputs are also considered in “packaging” services into project-specific
delivery methods such as design-supply, design-build-operate-transfer, and public-
private partnerships.
3. The outcomes of Method 3 are the procurement plan (what we need, who we need
it from, when we need it, and how much it will cost), delivery methods
Method 4: Prepare Early Cost Model and Finance Plan

Method 4 is understanding the financial model, where the funding is coming
from, where costs are being expended, and the limitations on design and context
flexibility imposed by funding, is important to project success.
Dr. Elhuni 50

1. Inputs to consider come from the complexity analysis mapping and critical
success factors identified using Method 1.
2. Additional inputs come from resource allocation decisions made parallel using
Methods 2 and 3 and to identify all sources of funding that are currently available.
3. The next step is to compare the available funding to the expected cost and scope
of the project. If the available resources are sufficient, the project team can
incorporate the funding flows into the procurement plan and develop a relatively
straightforward cost model by using standard project management tools, such as
resource-loaded critical path method schedules, earned-value analysis, or cash
balance‒linked project draw schedules.
4. if available project funding is insufficient, then the project team must look for
additional external funding sources, adjust the project scope, develop a phased
approach to fit available funds, or employ a combination of those actions.

4. The outcomes of Method 4 are a cost model for the project, a list of secure
identified funding sources, positive or negative differences in fund balance, and a
funding plan, as well as selection of project management tools that support
project success.
Method 5: Develop Project Action Plans

The team should start developing project
action plans (Method 5) almost at project
beginning and continue doing so
throughout project development as needed.
Project action plans can be targeted toward

a specific stakeholder (such as attempts to
change restrictive legislation to allow
innovation on a specific project) or can
be general in nature (such as a public
information and communication plan
aimed at improving project support across
a wide range of stakeholders).
Dr. Elhuni 53

1. The inputs are used to identify what can stop the project (constraints, or barriers)
include restrictive legislation, cooperation of utilities, support of local community
groups versus what can slow the project down (resource limitations, or obstacles).
Most obstacles were smoothed out in Methods 2 through 4 by identifying ways
to overcome resource limitations.
2. The outcomes of Method 5 are a clear understanding of the influence of external

stakeholders and a plan for directing this influence positively to achieve project
success, as well as targeted project action plans to overcome constraints and
reduce obstacles.
3. Another outcomes of method 5 is the selection of project execution tools that

support project success.
Sample Template For Developing Project Action Plans

Dimension Most Complex Least Complex
Success factor
Interactions
Sufficient resources?
Can project succeed with

typical systems (Y/N)?
If No, a barrier or speed

bump exists
Project action plan
Radar complexity map
Scale for scoring project complexity by dimension
Simplified example of a schedule-constrained complexity flow chart

Project complexity survey, ranking, and scoring
1- Identify the importance of the factor in each dimension
2- Ranking the complexity of factors in each 5 dimensions (5= the most complex)
Project complexity survey, ranking, and scoring
3- Scoring the overall complexity of factors in each 5 dimensions
4- Generate is a complexity map

Complexity mapping
Scale for scoring project

complexity by dimension
Dr. Elhuni Radar complexity map 59

Project Complexity
 Case studies
Capital Beltway I-40 Crosstown
Dr. Elhuni 60
Lewis and Clark Bridge T-REX
Execution tools for managing complex
projects
Selecting which project execution tools to use should begin when defining the
critical project success factors (Method 1) and continue throughout the process
of using all five of the project development methods.
Project complexity funnel

projects
1- Incentivize Critical Project Outcomes ‫تحفيز مخرجات المشروع الحرجة‬

2- Develop Dispute Resolution Plan ‫وضع خطة حل النزاع‬
3- Perform Comprehensive Risk ‫إجراء تحليل شامل لمخاطر‬
Analysis 4- Identify Critical Permit Issues ‫تحديد القضايا الحرجة‬
5- Evaluate Applications of Off-Site Fabrication ‫تقييم تطبيقات تكوين خارج الموقع تحديد‬
6- Determine Required Level of Involvement in ‫المستوى المطلوب لمشاركة تحديد‬
7- Determine Work Package/Sequence ‫تسلسل العمل‬/‫حزمة‬
8- Design to Budget ‫تصميم الميزانية الفريق‬
9- Co-Locate Team ‫ايير‬# ‫تركة وضع مع‬# ‫في المواقع المش‬
10- Establish Flexible Design ‫مرنة التصميم‬
Criteria 11- Evaluate Flexible ‫تقييم تمويل المرن‬
Financing ‫تطوير نموذج النفقات المالية وضع‬
12- Develop Finance Expenditure Model ‫خطة إشراك الجمهور‬
13- Establish Public Involvement Plan
projects
1. Incentivize Critical Project Outcomes ‫الحرجة المشروع مخرجات تحفيز‬
The use of targeted incentives or discouragement can apply to financing, design, public relations, or
construction contracts, as well as employment contracts. This tool should be used as early as possible in
the planning process and should always be considered as part of the procurement plan. Development of
performance metrics and incentive language may take place multiple times on a project, especially when
partners join the team at different stages.
، ‫ وينبغي أن تستخدم هذه األداة في أقرب وقت ممكن في عملية التخطيط‬.‫ فضال عن عقود العمل‬، ‫ أو عقود البناء‬، ‫ والعالقات العامة‬، ‫ التصميم‬، ‫استخدام الحوافز أو المثبطات المستهدفة يمكن أن تنطبق على التمويل‬
‫ وخاصة عندما ينضم شركاء‬،‫ تطوير مقاييس األداء وا لغة حافز قد تجري عدة مرات على المشروع‬.‫وينبغي النظر دائما كجزء من خطة المشتريات‬
‫الفريق في مراحل مختلفة‬
2. Develop Dispute Resolution Plan ‫النزاع حل خطة وضع‬
The use of dispute resolution plans can help in managing complexity and potential delay in cost,
schedule, technical/quality, context/stakeholder issues, and financing. Dispute resolution methods
should be established for each major project partner or stakeholder as soon as they are identified and
invited (or contracted) to participate in the project.
‫ طرق‬.‫ والتمويل‬، ‫ أصحاب المصلحة‬/ ‫ وقضايا السياق‬، ‫ جودة‬/ ‫ الجدول الزمني والتقنية‬،‫استخدام خطط تسوية المنازعات يمكن أن تساعد في إدارة تعقيد و تأخير محتمل في التكلفة‬
. ‫حل النزاعات وينبغي وضع لكل شريك مشروع كبير أو أصحاب المصلحة حالما يتم تحديدها و دعوة ( أو التعاقد ) لمشاركة في المشروع‬
3. Perform Comprehensive Risk Analysis ‫للمخاطر شامل تحليل إجراء‬
Comprehensive risk analysis can help manage direct risks from complexity in cost, schedule
scope/quality control, and indirect costs. Analysis of schedule and scope risks that arise from the
potential impact of context/stakeholder issues and risks associated with project financing is highly
recommended on complex projects.
‫ تحليل الجدول الزمني‬. ‫ والتكاليف غير المباشرة‬، ‫ مراقبة الجودة‬/ ‫تحليل شامل لمخاطر يمكن أن تساعد في إدارة المخاطر المباشرة من التعقيد في التكلفة والجدول الزمني والنطاق‬
. ‫ أصحاب المصالح والمخاطر المرتبطة بتمويل مشروع ينصح بشدة على المشاريع المعقدة‬/ ‫ونطاق المخاطر التي تنشأ من التأثير المحتمل لل قضايا السياق‬
projects
4. Identify Critical Permit Issues ‫الحرجة القضايا تحديد‬
Identification of critical permit issues can control the cost, schedule, and scope impacts arising from
context/stakeholder issues. Financing may be dependent on minimizing schedule and cost growth
related to permit issues.
‫ قد يكون التمويل يعتمد على التقليل من الجدول الزمني‬. ‫ أصحاب المصلحة‬/ ‫ والتأثيرات الناشئة عن قضايا السياق‬، ‫تحديد القضايا الحرجة يمكن السيطرة على التكلفة والجدول الزمني‬
.‫والتكلفة النمو ذات الصلة للسماح القضايا‬
5. Evaluate Applications of Off-Site Fabrication ‫الموقع خارج تكوين تطبيقات تقييم‬

Offsite fabrication must be considered, not only for schedule control purposes, but also quality control,
minimal public disruption (such as noise and loss of access), and environmental impact control.
Considering that complexity on projects may come from context issues, off-site fabrication can be a good
solution for external issues in minimizing road closures, disruption to local business, traffic delays,
detour lengths, and public inconvenience.
‫ وبالنظر‬. ‫ ومراقبة األثر البيئي‬، ) ‫ وتقليل المشاكل العامة ( مثل الضوضاء و قف دان الوصول‬، ‫ ولكن أيضا لمراقبة الجودة‬، ‫ وليس فقط ألغراض مراقبة الجدول الزمني‬، ‫يجب النظر في التعديالت خارج الموقع‬
‫ والتعديالت خارج الموقع يمكن أن يكون حال جيدا للقضايا الخارجية في ال قت ليل من إغالق الطرق‬،‫إلى أن التعقيد في مشاريع قد تأتي من القضايا السياق‬
.‫ و اإلزعاج العام‬، ‫ و أطوال التفاف‬،‫ والتأخير حركة المرور‬، ‫ تعطل األعمال التجارية المحلية‬،
6. Determine Required Level of Involvement ‫للمشاركة المطلوب المستوى تحديد‬
Interaction with a right of- way holder (such as a railroad) or a utility that cannot be avoided will result in
schedule delays if not managed properly. Some flexibility in staffing, incentives, early coordination, etc.,
can minimize potential schedule impacts.
‫ بعض المرونة في‬. ‫التفاعل مع مستخدم الطريق ( مثل السكك الحديدية) أو األداة التي ال يمكن تجنبها سوف يؤدي إلى التأخير في الجدول الزمني إذا لم يتم إدارتها بشكل صحيح‬
. ‫ قد يقلل من اآلثار جدول المحتملة‬،‫ وما إلى ذلك‬،‫ والتنسيق المبكر‬، ‫ والحوافز‬، ‫التوظيف‬
projects
7. Determine Work Package/Sequence ‫حزمة تحديد‬/‫العمل تسلسل‬
Determination of work packages and sequences is recommended on complex projects when schedule
and technical constraints make close coordination of work sequencing a requirement.
‫يفضل تحديد حزم العمل والتسلسل في المشاريع المعقدة عندما يتطلب التنسيق بين الجدول الزمني و القيود ال قت نية تجعل التنسيق‬
8. Design to ‫تصميم الميزانية‬
Budget
Designing to a budget is recommended on complex projects when financing is constrained, cost control
is possible without an impact on schedule, and there is flexibility in technical alternatives.
. ‫ وعندما تكون هناك مرونة في البدائل ال قت نية‬، ‫ ومراقبة التكاليف دون تأثير على الجدول الزمني‬، ‫يجب تصميم لميزانية فى المشاريع المعقدة عندما يتم قت ييد التمويل‬
9. Co-Locate Team ‫المشتركة‬ ‫الفريق في المواقع‬

Particularly on multi-jurisdictional (e.g., bi-state) projects, placing a dedicated, empowered ,
representative project team in a common location is important . Depending on the project delivery
system used, the co-location strategy can be incorporated for design-build partners or the contracting
team in later stages.
‫ وفقا لنظام تسليم المشروع‬.‫ فريق مشروع تمثيلي في موقع مشترك هو المهم‬، ‫ سلطة‬، ‫ ووضع مخصص‬، ‫ ثنائية الدولة) مشاريع‬، ‫وال سيما على متعدد القضائية ( على سبيل المثال‬
. ‫ و استراتيجية الموقع المشترك يمكن إدراجها للشركاء التصميم والبناء أو فريق التعاقد في مراحل الحقة‬،‫المستخدمة‬
projects
10. Establish Flexible Design Criteria ‫التصميم مرنة معايير وضع‬
It is recommended on complex projects when technical complexity and constraints in other dimensions
makes use of standard designs and specifications impractical.
. ‫فمن المستحسن على المشاريع المعقدة عندما التعقيد والقيود ال قت نية في أبعاد أخرى يجعل من استخدام التصاميم والمواصفات القياسية غير عملي‬
11. Evaluate Flexible Financing ‫المرن تمويل تقييم‬

It is recommended when few practical technical alternatives exist, are significant, cost/schedule
parameters require that the project move forward (e.g., the problems will only get worse if the project is
put on hold).
‫ فإن المشاكل سوف تزداد‬، ‫ الجدول الزمني يتطلب أن يستمرالمشروع إلى األمام ( على سبيل المثال‬/ ‫ فأن قيود التكلفة‬،‫ من البدائل ال قت نية العملية‬, ‫فمن المستحسن عند وجود عدد قليل‬
. )‫سوءا إذا تم وضع المشروع قيد االنتظار‬
12. Develop Finance Expenditure Model ‫المالية النفقات نموذج تطوير‬
It is recommended when project technical scope is large and fixed, project cost is closely equal to
available funding, and few alternatives exist that would not substantially delay the project.
.‫ و القليل من البدائل موجودة ذلك لن تأخير كبير في المشروع‬، ‫ وتكلفة المشروع تساوي ارتباطا وثيقا لتمويل المتاح‬، ‫فمن المستحسن عندما يكون نطاق المشروع كبير و ثابت‬
13. Establish Public Involvement Plan ‫الجمهور إشراك خطة وضع‬

If context uncertainty or complexity creates a potential impact on cost and schedule factors, a public
involvement plan should be considered to manage external communication and public expectations. In
addition, if innovative financing is used, a public involvement plan can be useful in educating the public
as to the new methods employed on the project.
.‫ فيجب اعتبار خطة إلشراك الجمهور إلدارة االتصاالت الخارجية والتوقعات العامة‬،‫أذا كان انطاق المشروع مغقد ويؤثر على التكلفة والجدول الزمني‬
.‫ خطة إلشراك الجمهور يمكن أن تكون مفيدة في تثقيف الجمهور بشأن األساليب الجديدة المستخدمة في المشروع‬،‫ إذا تم استخدام التمويل المبتكر‬،‫وباإلضافة إلى ذلك‬
projects
Project execution tool selection checklist
projects
References and further reading
1. SHRP 2 Report S2-R10-RW-2 Guide to Project Management Strategies for Complex Projects , Transportation Research Board of
the National Academies, Washington, D.C. 2015 www.TRB.org
2. Terry Cooke-Davies: Aspects of Complexity: Managing Projects in a Complex world ,2011
3. Kaye Remington and Julien Pollack :Tools for Complex Projects, 2011
4. Jens Roehrich Mike Lewis , (2014),"Procuring complex performance: implications for exchange governance complexity",
International Journal of Operations & Production Management, Vol. 34 Iss 2 pp. 221 – 241 Permanent link to this document:
http://dx.doi.org/10.1108/IJOPM-01-2011-0024
5. Liz Lee-Kelley, Kin Leong, Loong, ‘Turner’s five-functions of project-based management and situational leadership in IT
services projects’, International Journal of Project Management 21 (2003) 583–591
6. Joana Geraldi Harvey Maylor Terry Williams, (2011),"Now, let's make it really complex (complicated)", International Journal
of Operations & Production Management, Vol. 31 Iss 9 pp. 966 – 990
7. Ludovic-Alexandre Vidal, Franck Marle, (2008),"Understanding project complexity: implications on project management",
Kybernetes, Vol. 37 Iss 8 pp. 1094-1110 http://dx.doi.org/10.1108/03684920810884928
8. Jim Sheffield, Shankar Sankaran, Tim Haslett, (2012),"Systems thinking: taming complexity in project management", On the
Horizon, Vol. 20 Iss 2 pp. 126-136 http://dx.doi.org/10.1108/10748121211235787
9. Darren Dalcher, (2012),"The nature of project management: A reflection on The Anatomy of Major Projects by Morris and Hough",
International Journal of Managing Projects in Business, Vol. 5 Iss 4 pp. 643-660 http://dx.doi.org/10.1108/17538371211268960
Dr. Elhuni 70
End of lecture
TIME MANAGEMENT
Traditional vs. Complex Projects
Outline
 Project dependencies
 Templates
 Activity list
 Project schedule
 Purpose of schedule
 Types of schedules
 Published estimating data
 Project management software
 Top - down versus bottom – up estimating
 Three - point estimates
 Duration versus effort
 “ What - if ” scenarios
 Schedule compression techniques
THE DIFFERENCES BETWEEN TRADITIONAL AND NONTRADITIONAL PROJECTS
Nontraditional Projects
Traditional Projects
“Complex Projects”
Time duration of 6 – 18 months Time duration can be over several years
The assumptions are not expected to The assumptions can and will change over the
change over the duration of the project project ’ s duration
Technology is known and will not change Technology will most certainly change
over the project ’ s duration
People that started on the project will People that approved the project and are part
remain through to completion (the team of the governance may not be there at the
and the project sponsor) project ’ s Conclusion
The statement of work is reasonably well The statement of work is will defined and
defined subject to several scope changes
The target is stationary The target may be moving
There are few stakeholders There are multiple stakeholders

PROJECT DEPENDENCIES
Traditional projects
1. most of the work is done in house with existing
resources that may be under the control of the
project or line managers,
2. the majority of the dependencies are mandatory
dependencies where the relationships between ‫إلزامية‬
work packages are well known.
3. Some dependencies may be optional dependencie s ‫تقديرية‬
such as the relationship between procurement ‫االعتماد على الخارج‬
activities and producing the bill of materials.
4. The only external dependencies, if they exist at all, would be the contractors that
perform work that affects activities in the precedence diagram, or activity dependencies
from other projects in the program of which the project is a part.
Complex projects
90% or more of the dependencies may be external dependencies such as stakeholder
participation, sign - offs by stakeholders, politics, culture, and other such issues. The interactions
between the work package may be complex such that the project manager may simply assume
that all of the dependencies are external dependencies.
TEMPLATES
Managing Traditional Projects
1. The smaller and less complex the project, the more likely that time management
templates can be used effectively.
2. Traditional projects are usually managed by an enterprise project
management methodology, which may be based on predefined templates,
forms, guidelines, and checklists.
3. The purpose of the enterprise project management (EPM) system is to provide
the project manager with some degree of standardization and control for the
management of the project.
Managing Complex Projects

1. It is highly unlikely that all of the partners will be using the same templates for
time management. Each partner may have a different scheduling technique.
2. Complex projects where each stakeholder may or may not have any project
management methodology, and where the methodologies are all different if
they exist at all, makes the work of the project manager very difficult.
Expecting each of the stakeholders to readily accept the use of the project
manager ’ s preferred tool set may be unrealistic.
ACTIVITY LIST

1. The activity list is relatively small, and project managers
may even have work packages at the lower levels of the
work breakdown structure (WBS).

1. There will be a compromise between high- level and low- level
WBS schedules because of the number of activities in the WBS.
2. Not all WBS activities will appear in the schedules.
PROJECT SCHEDULE

People have faith in the project schedule and believe it to be a realistic
schedule.

Because the estimating function may be poor, the schedule is generally
unrealistic and subject to change.
PURPOSE OF SCHEDULE

The schedule is used as a means of project control. The tend to track
the details of the schedule and continuously look for ways to
compress the schedule

1. Stakeholders focus on the deliverables and achievement of key
milestones rather than lower - level work package.
2. The schedule is used as a communication tool, to get buy -
in from stakeholders and to motivate team members and
emphasizing the importance of completing various types of
activities on time (e.g., critical path activities, high - risk
activities, reviews, and approvals).
TYPES OF SCHEDULES

One type of schedule will be enough for the whole project. However,
status reporting to the customer may take place with bar charts and
milestone charts.

Multiple scheduling techniques will be used. Based on the maturity
level of the partners, some may still be using rather
unsophisticated charting techniques.
PUBLISHED ESTIMATING DATA

On certain types of traditional projects, there is an plenty of
published estimating data.

The amount of published estimating data is usually at a minimum.
Partners, particularly in developing markets, may have limited access
to any published data for estimating.
PROJECT MANAGEMENT SOFTWARE

Traditional projects are usually managed with one, and only one,
software package for scheduling.

On Complex or complex projects, there may be several different types
of scheduling tools, and some of the tools may be incompatible with
those used by their partners.
TOP - DOWN vs. BOTTOM – UP ESTIMATING

Estimating can be top - down or bottom -up, although top – down is
usually the preferred approach.
1. On Complex or complex projects, bottom - up estimating is
rarely used since it requires a good knowledge of the work to be
accomplished.
2. Some strategic partners may have a limited knowledge of their own
role on the project and their responsibilities.
THREE - POINT ESTIMATES

Three - point estimates are commonly used, provided that we can
realistically estimate the optimistic and pessimistic boundary points.
Three - point estimates may not be appropriate or applicable.
And even if they are appropriate, the risks that will be identified
using the three - point estimates may be so large that the project
will be canceled or removed from the queue.
DURATION VERSUS EFFORT

On traditional projects, we tend to have a clear understanding of
the difference between duration and effort, and we usually assume
that all effort begins as early as possible within the duration.
On complex projects, neither effort nor duration may be known with
any degree of certainty. With some partners, the ability to define
effort may be quite poor because the skill level of the workers is not
known with any degree of certainty.
“ WHAT - IF ” SCENARIOS

What - if scenarios are common practice for the development of the
risk management plan and the establishment of reserves and
contingencies.
What - if scenarios are avoided because the identification of the
risks may result in the project ’ s not being approved or canceled
even after it begins. What - if scenarios can bring forth information
that people prefer to have hidden.
SCHEDULE COMPRESSION
TECHNIQUES
1. Project managers are familiar with the various techniques
for schedule compression (five basic schedule compression
techniques, namely, overtime, crashing, scope reduction,
outsourcing, or parallelization).
2. The techniques are used whenever possible to accelerate
the completion of the project.
1. Schedule compression techniques may be avoided if the
workers view the project as job security, or if the corporate
culture discourages employees from working faster.
COST MANAGEMENT
Outline
 The basis for project funding
 Project funding
 Multiple funding sources
 Management reserves
 Cost - estimating techniques
 Use of earned value measurement
 Forecast reports
THE BASIS FOR PROJECT FUNDING
1. Project funding is based on an agreed - upon detailed plan.
2. If the plan changes, funding can change to fit the plan. This can
occur throughout the project life cycle.
1. Project funding is based on a high - level milestone plan that
is agreed to by the stakeholders.
2. Changes in the high - level plan will mandate a rejustification
of both the plan and the budget.
3. Additional funding, if needed, may not be available until the next
funding cycle.
PROJECT FUNDING

Project funding is relatively stable for the duration of the project
unless scope changes are approved.
Project funding is on a yearly basis and can be unstable based on
politics, the economy, withdrawal of support by certain stakeholders,
and the inclusion of higher - priority projects into the portfolio of
projects.
MULTIPLE FUNDING SOURCES

1. Project managers generally have one, and only one,
funding source for the project.
2. This allows for quick decision making involving scope changes.
1. Project managers must deal with multiple funding sources,
each with a different priority.
2. Decision making is slow, and conflicts arise as to which funding
source(s) will pay for the scope changes.
MANAGEMENT RESERVES

Usually, there exists one, and only one, management reserve to be
controlled by the project manager and used for escalations in salaries,
overhead rates, and procurement.

There may exist several reserves, each controlled by the partners. The
reserves may be retained in secret for fear that disclosure may
indicate risks that could result in project cancellation.
COST - ESTIMATING TECHNIQUES

Each functional unit may have their own estimating techniques but,
for the most part, they are based on historical standards and are
reasonably reliable.

1. Multiple estimating techniques can exist, and many could be just
seat - of - the – pants estimates.
2. Most partners may not have an estimating group and may have
very little in the way of historical estimating databases.
Therefore, the project manager may not know the quality of any
of the estimates that are provided by the partners or various
stakeholders.
USE OF EARNED VALUE MEASUREMENT

Earned value measurement is being used, but perhaps not all of the
components.
1. Software packages are being used for schedule management only.
2. Earned value measurement may not be used because the
company has no way of capturing the required data.
FORECAST REPORTS

Forecast reports are being used and include estimated cost at
completion, estimated time at completion, and other such forecasts.

Forecast reporting is avoided because of the risks. People are afraid to
expose the reality of the progress for fear that the project may be
canceled.
End of lecture
Dr. Elhuni 96
HUMAN RESOURCE MANAGEMENT

Outline
 Fervent belief
 Conflicts over objectives
 Shifting leadership
 Wage and salary inconsistencies
 High stakes
 Culture
 Multiple cultures
 Multicultural teams
 Shifting of key personnel
 Quantity of resources
 Quality of the resources
 Availability of resources
 Control of the resources
 Worker retention
FERVENT BELIEF

Based on the length of the project, and the fact that employees may
be working on multiple projects, it may be impossible to obtain a
vigorous pursuit of the vision.

A fervent belief will permeate the entire project. Team members will
be hired based on their fervent belief in the success of the project.
CONFLICTS OVER OBJECTIVES

There is agreement among the players on the objectives of the
project, and the final agreement is documented in the project charter
and project scope statement.
Conflict over the objectives can occur at any time, even though there
may have been an initial agreement among the stakeholders at project
initiation. The worst case is when the host and the project team
disagree on the project’s objective.
SHIFTING LEADERSHIP

Most people believe that the project manager who started the project
should finish the project. Continuity is essential unless the project
gets into serious trouble.
The longer the project and the more influential the stakeholders, the
greater the chance that there will be a frequent change in the
leadership of the project. This could also be the result of a change in
stakeholders.
WAGE AND SALARY INCONSISTENCIES

It is understood that some wage and salary irregularities may exist,
and their impact on the project will be negligible.

Major problems can occur as a result of wage and salary
inconsistencies.
This can lead to employee turnover, especially among the employees
with the key skills.
HIGH RISKS

1. Traditional projects generally do not have high risks other than
potential market share.
2. People do not necessarily expect promotions as a result of the
outcome of a single traditional project on which they have worked.
1. Complex projects are viewed as career path opportunities as long
as the project is completed successfully and bought into by the
stakeholders.
2. High risk generally are accompanied by high pressure. If the pressure
becomes excessive, people can be distracted from the real problems.
CULTURE

No cultural change is required. Culture is supported by a structured
enterprise project management (EPM) system that requires linear
thinking only.
Managing complexity may require a cultural change and nonlinear
thinking. Complexity generally creates thinking perhaps even out-
of- the-box thinking.
MULTIPLE CULTURES

One culture usually exists throughout the company, and the project’s
culture is compatible with the company’s culture.

Large projects must carry on multiple cultures, many of which are not
compatible with the project manager’s desired culture.
The worst scenario is when the host’s culture is not compatible with
the project’s culture.
MULTICULTURAL TEAMS

For these types of projects, there is generally one, and only one, culture
to deal with when managing the team.
These types of projects generally require multicultural project
leadership.
SHIFTING OF KEY PERSONNEL

1. Project managers prefer to have the same people assigned to the
project from beginning to end.
2. Project managers expect to lose key resources during a crisis, but
it is usually kept at a minimum.
1. The shifting or loss of key personnel is usually beyond the control
of the project manager.
2. With a multitude of stakeholders, some will most certainly shift
key resources for their own best interest rather than for the best
interest of the project.
3. The longer the project, the less likely it is that the project
manager will be able to keep key personnel for the duration.
QUANTITY OF RESOURCES
1. Even though most companies are running “lean and mean,”
sufficient resources exist and are available for the project.
2. On traditional projects, because of the relatively short time
frame, project managers can generally spend up sufficient
resources for the project.
1. Huge resources may be required, and negotiation for the
resources may be beyond the control of the project manager.
2. There can be a significant difference between the resources needed
and the resources available.
QUALITY OF THE RESOURCES
Project managers have some say in the quality of the resources
required during project staffing activities. Functional managers may
accept accountability for the quality of the assigned personnel.

Each stakeholder may assign resources based on availability, politics,
and personal relationships rather than according to a required skill
set. Project managers may have no input into project staffing
activities.
AVAILABILITY OF RESOURCES
Functional managers generally have manpower availability schedules in
order to fit the required resource skill set to the project. If problems
exist, they are known during project staffing.
Not all stakeholders care about or are in agreement with the skill sets
needed for the project. Some stakeholders may not even know the
skills of their own resources and simply assign whoever may be
available at that time.
CONTROL OF THE RESOURCES
Project managers have some degree of control of the resources, either
directly or through the functional managers.

Project managers have very limited control of the assigned resources.
Project managers may not be able to remove resources without
political intervention.
WORKER RETENTION
Worker retention is reasonably stable. The project manager can
expect that the workers with the critical skills will remain on the
project for its duration.
Worker retention may be a problem. Workers may not have any loyalty
to the project or the company. Worker turnover, especially those with
the most critical skills that are often in demand, is an important issue
on long-term projects and impossible to control.
End of lecture
EPM621
Communication, Collaboration and Management Across Borders

Outline
 Introduction
 The need for effective global project management
 What is a global projects
 Dimensions of the global project
 Planning guidelines for Global projects
 Global project challenges
 Tips to overcome challenges
 Global project manager skills
 Framework for global programs and projects
 Art and the science of global project management
Dr. Elhuni 114
Introduction
 Organizations are taking advantage of geographically distributed skills,

round-the-clock operations, and virtual teams while struggling to obtain
acceptable levels of efficiency and quality from global projects.
 International projects require the collaboration of people from different

country cultures and languages, sometimes with the added complexity of
the locations over various time zones.
‫ وفرق العمل‬،‫ والعمليات على مدار الساعة‬،‫•تسعى المنظمات من االستفادة من المهارات الموزعة جغرافيا‬
.‫االفتراضية لتكافح من أجل الحصول على مستويات مقبولة من الكفاءة والجودة من المشاريع العالمية‬
‫ وفي بعض األحيان مع تعقيد في‬،‫لمشاريع الدولية تتطلب تعاون االشخاص من بلدان مختلفة الثقافات واللغات‬#‫•ا‬
.‫المواقع عبر مناطق زمنية مختلفة‬
Why globalization and the need for effective
global project management?
 Market consolidation ‫ توحيد السوق‬

 Market liberalization and privatization ‫ تحرير األسواق والخصخصة‬
 New technology  ‫ التكنولوجيا الجديدة‬
 Free trade and globalization of  ‫التجارة الحرة وعولمة االقتصادات‬
economies ‫ العولمة الحرة‬ ‫األنظمة والحواجز التجارية‬
 Regulations and trade barriers ‫اللتصاالت‬
 Free globalization of communications

What is a Global Project?
A ‘’global project’’ can be defined as a project whose activities are performed in

multiple countries. The project team is typically composed of members from
more than one country.
‫يمكن تعريف '' المشروع العالمي '' كمشروع يتم فيه تنفيذاألنشطة في‬
‫ فرق المشروع عادة ما تتألف من أعضاء من أكثر من‬.‫بلدان متعددة‬
.‫بلد واحد‬
Dimensions of the global project
Locations Language
Organisations Country
Culture
Time
Zones
The above dimensions can be represented by a radial chart where the centre represents
the lower complexity levels: single department, location/time zone, language and
cultures
Dimensions of the global project, Cont.
1. Number of distant locations
 The project team can be in a single room (project war room),

in different rooms and in multiple locations.
 When all stakeholders are in geographical locations near at hand,

face- to-face meetings can be easily organised and the positive
influence of body language and social interaction on the efficiency is
clear.
‫في غرف مختلفة وفي مواقع متعددة‬

)‫(غرفة عمليات المشروع‬ ‫•يمكن أن يكون فريق المشروع في غرفة واحدة‬
‫يم اجتماعات‬#‫ تنظ‬#‫ يمكن‬،‫ندما تكون جميع أصحاب المصلحة في المواقع الجغرافية قريبة وفي متناول اليد‬#‫•ع‬
.‫وجها لوجه بسهولة ويكون التأثير اإليجابي من لغة الجسد والتفاعل االجتماعي على الكفاءة واضحة‬
2. Number of different organisations
 project team members can work for a single department in one company,
for multiple departments or even for multiple companies.
 Project managers must adapt their people and leadership skills to the
multiple policies, procedures and organisational cultures.
 The complexity of commercial and contractual processes is also increased.

3. Country cultures
 Beyond organisational culture, the customs and traditions of different

nations and regions can bring more diversity to the work environment,
reducing the group thinking and improving the collective creativity.
 Motivation is often increased as many people prefer to work in cross-

cultural environments because of the rich information exchange.
Nevertheless, this diversity can sometimes be the source of conflicts

and misunderstandings, and project managers must apply some
basic rules and practices to take advantage of the
cross-cultural communication, and to avoid its pitfalls.
4. Different languages
 International companies usually establish a common language for the

exchange of information, although the way people communicate is
highly dependent on their own native language.
 Native English speakers would need to limit their vocabulary to clear

sentences and essential words, and carefully confirm the understanding
of their ideas by foreign colleagues.
 The use of online meetings and visual communication are examples of

practices that can be adopted by project managers to avoid
misunderstandings and obtain a high commitment level from all
stakeholders, independently of their native language.
5. Time zones
 The whole project team can be based in the same location or in different locations
in the same time zone.
 There are project teams with members in completely different time zones, making
it difficult (or impossible) to organise meetings in common office hours.
 Program and project managers can use the different working times to their
advantage, by creating a ’follow-the-sun’ implementation, reducing the duration
of sequential tasks by a half or a third of the time.
 The procedures and communication rules must be exactly defined among people in
’complementary‘ time zones (when there is low overlapping of working hours).
 Global organisations can implement standard communication rules and

templates across locations to reduce the possibility of these problems occurring.
Examples of global projects
1. A software development project
Locations Languages Time zones Cultures Organisations
Team members 4 4 08:30 3 4
Stakeholders 7 4 17:00 6 7
 The project team members are working in four

companies in different locations (the software
company in London, England; one Development
team in Curitiba, Brazil; two development teams
in Bangalore and Mumbai, India)
 with team members speaking four different native

languages (English, Brazilian Portuguese, Indian,
Tamil), all with different levels of fluency in English.
 There are three different country cultures, and the total difference in time zones is 8h30 in
summer (GMT-3 for Brazil and GMT+5:30 for India).
 there are stakeholders from another three locations (three pilot customers in the USA, South Africa
and Australia), elevating the number of country differences to six, and the time zone difference to
17 hours (GMT-8 for San Francisco, USA to GMT+10 for Sydney, Australia).
Examples of global projects, Cont.
2. A pharmaceutical global project
Team members 6 3 1:00 4 8

 The project team members come from a partnership

of eight organisations, and are working in six
locations (two quality assurance teams in England,
the headquarters in France, two laboratories in
Germany
and one development team in South Africa) composed
of people speaking three different native languages
(English, French and German).
 There are four different country cultures, and the total difference in time zones is 1 hour in
summer (GMT+1 for England and GMT+2 for theother countries).
 There are stakeholders from another two organisations in different locations (The European
Commission in Belgium and one environmental agency in Switzerland), elevating the number
of country differences to six, without changes in the number of time zones or languages.
3. An organisational change global project

Team members 14 8 14:00 10 2
 The project team members from two organisations

(the main corporation and one consulting company)
work in 14 company offices in ten countries, speaking
eight different native languages.
 The total difference in time zones is 14 hours in

summer (from New York ,USA, to Melbourne,
Australia). In this case, all the stakeholders are in the
same locations as the project team members.
Planning guidelines for Global projects
Successful planning strategies for global projects:
1. Define or understand the business case for the global project

2. Perform a ‘country-specific’ industry study
3. Perform a ‘global project’ feasibility assessment
4. Identify global project risks (threats and opportunities)
5. Develop the detailed global project plan
‫ تحديد أو فهم مبررات المشروع العالمي‬1.
'‫‘لخصوصية البلد‬ ‫ إجراء دراسة الصناعة‬2.
'‫ إجراء تقييم جدوى 'مشروع عالمي‬3.
)‫ تحديد مخاطر المشروع العالمي (التهديدات والفرص‬4.
‫ وضع خطة مفصلة للمشروع العالمي‬5.
Dr. Elhuni 127

Planning guidelines for Global projects, Cont.
1. Define or understand the business case for the global project-
Define the reasoning for initiating a project or task.
 Presented in a well-structured written document.
 Sometimes come in the form of a short verbal argument or presentation.
 Justifications for a project such as value for money for what is to be done
and why it should be done now.
 Why do we need to undertake this project?
 What are the business benefits?
 What are the risks?
 What are the potential costs?
 How long will the project take?
2. Performing a ‘country-specific’ study -
 Interview knowledgeable sources

• Personal contacts within country(s)
‫ مقابلة المصادر المطلعة‬-
• Outside parties or consultants ‫•جهات االتصال الشخصية داخل البلد‬
‫•األطراف الخارجية أو الخبراء االستشاريين‬
 Assess the following elements within a

country
• Political system ‫تقييم العناصر التالية‬-
• Legal and economic framework ‫•النظام السياسي‬
‫•اإلطار القانوني واالقتصادي‬
• Local taxes, tariffs, and other costs
• Business environment ‫•الضرائب المحلية والرسوم الجمركية والتكاليف األخرى‬
• Infrastructure and ‫يئة العمل‬#‫•ب‬
logistics
‫‪• Local raw material availability‬‬ ‫•ا‪#‬لبنية التحتية واللوجستيات‬
‫•توافر المواد الخام المحلية‬
‫‪• Marketing and distribution‬‬ ‫•ق‪#‬نوات التسويق والتوزيع‬
‫‪channels‬‬
3. Performing a ‘global project’ feasibility assessment:
 Technical capabilities of partners or subcontractors

‫لقدرات التقنية للشركاء أو المتعاقدين من الباطن‬#‫•ا‬
 Sources for equipment and construction materials (track record,
)‫ الموثوقية‬،‫القدرة‬، ‫تبع السجالت‬#( ‫•مصادر للمعدات ومواد البناء‬
capability, reliability)
‫•نقل السلع والمواد‬
 Transport of goods and materials
‫•توافر الموظفين المحل ين وقوانين األجور والعمل الحالي‬
 Availability of local employees and current wages and labor laws
‫•االحتياجات والتكاليف للموظفين المغتربين‬
 Requirements and costs for expatriate
employees ‫•المشتريات ومتطلبات التعاقد‬
 Procurement and contracting requirements ،‫ والمحاسبية‬،‫•توافر الخبرات القانونية المحلية‬
 Availability of local legal, accounting, and other expertise
‫كاليف االيجارات‬#‫•ت‬
 Costs of office, manufacturing, warehouse, and/or other facility
rental
Dr. Elhuni 130

4. Develop the detailed global project plan:
‫ •تشكيل‬:‫ العالمي‬#‫وضع خطة مفصلة للمشروع‬
 Form a global project
team ‫فريق مشروع العالمي‬
 Work with stakeholders to understand/interpret the global project
‫•العمل مع أصحاب المصلحة على فهم تفسير متطلبات والغرض من المشروع العالمي‬
requirements and the scope of the global project
()WBS ‫•تطوير هيكل تنظيم عمل عالمي التي تركز على‬
 Develop a global-centric work breakdown structure (WBS)
‫•تحديد التكاليف األولية ووضع جدول زمني‬
 Determine preliminary costs and develop a schedule
 Develop global subsidiary plans ‫•وضع الخطط الفرعية العالمية‬
 Establish a baseline (cost, timeline, and scope) with risk contingency
‫لتكلفة والجدول الزمني والنطاق) مع المخاطر للطوارئ‬#‫نشاء خط أساس (ا‬#‫•إ‬
Dr. Elhuni 131

Challenges on Global Projects
 Communications
--Different languages (Words and expressions may not translate well)
--Interpreters
--Information management
 Culture
-- Different work behaviors in different countries ( What works in America vs. Africa)
-- Potential reluctance of some team members to share details of their part of the plan
-- Reward systems may be different
 Logistics
--Transportation
--Different time zones
--Rotational assignments
Tips to overcome challenges
Four key areas to maximize your success with global projects:
1. Leading a Virtual Team

2. Developing communication strategies
3. Controlling the project
4. Developing culture intelligence
Tips to overcome challenges, cont.
1. Leading a Virtual Team
 Create a ‘sense of team’ when working across distances

 Resolve conflicts and reaching consensus
when discussion are asynchronous
 Find time for synchronous communication that
respects personal time boundaries
 Respond to the need for regular
communication; otherwise conflicts can build
silently
 Synchronize the working hours of group that need
constant interaction
Tips to overcome challenges, cont.
 Establish home-office linkages to company servers
2. Developing Communication Strategies
 Perform a through stakeholder analysis

 Use PM industry standards (PMI, IPMA, Prince II)
 Produce naming conventions
 Determine where project information will be stored and
who can access it ( Share Point, Network directory)
 Triple check all communications (Write it, Say it, Recap it)
3. Controlling a global
project ‫•إنشاء الفرق الفرعية للمشروع •إنشاء‬
‫فريق حكومي او لجنة تسييرية للمشروع‬
 Create sub project teams
 Establish a governance team or project steering
committee ‫•تنسيق بدال من عنصر التحكم‬
 Coordinate rather than control
 Maximize your accessibility  Frequent risk management
assessments
 Feedback instead of advice
 Decisiveness, but not intrusive supervision
 Lead with patience but not slowness
 Honesty rather than manipulation
 Consensus decision-making when
appropriate
‫أقصى قدر من سهولة الوصول الخاص بك •ت‪#‬حقيق‬
‫الفعل بدال من قت ديم النصيحة ولكن ال تدخل في اإلشراف‬
‫•ردود بالصبر ولكن ليس بالكسل •ا‪#‬لحسم‪• ،‬الصدق بدال من‬

‫التالعب •ا‪#‬لقيادة‬
‫•ت‪#‬وافق اآلراء في عملية صنع القرار عند االقتضاء‬
‫•تقييمات إدارة المخاطر المتكررة‬
4. Developing culture intelligence
 Perform a thorough country and global feasibility assessment

 Provide global project management training to entire team
 Meet with the entire team face-to-face at least once
 Assess cross-cultural differences in leadership styles
 Traditionalism versus Modernism
‫الصبغة التقليدية مقابل الحداثة‬
 Particularism versus Universalism ‫الخصوصية مقابل التعميم‬
 Outer-directed versus Inner- ‫توجه الخارجي مقابل الداخلية الموجهة‬
directed
Global project manager skills
Social skills
Leadership
Flexibility
Listening
Negotiation
Political
awareness Professional
(manageme
nt and/or
technical)
Communication
Business
managemen
t knowledge
Sense of
time Cultural
Conflict sensitivity
Stability
resolution
Dr. Elhuni 138
Blending the art and the science of global project
management
“The science of project management alone does Not guarantee
20%
Science Art
80%
Dr. Elhu
End of lecture
ni 139
Dr. Elhuni 140
EPM621
‫إدارة الصراع في المشاريع‬

Project Conflict Management
‫محتوى المحاضرة‬
‫‪ ‬المقدمة‬
‫‪ ‬تعريف الصراع ‪‬‬
‫أسباب الصراع في المشاريع ‪ ‬مستويات‬
‫الصراع في المشاريع‬
‫‪ ‬مصادر الصراع عبر مراحل حياة المشروع المختلفة‬
‫‪ ‬أولويات الصراع‪ L‬عبر مراحل حياة المشروع المختلفة‬
‫‪ ‬أدوات حل الصراع في المشاريع‬
‫‪Dr. Elhuni‬‬ ‫‪142‬‬

‫مقدمة ‪Introduction‬‬
‫في تأسيس منظمة ما‬ ‫‪:‬عندما‪ #‬يشترك مختلف أصحاب المصالح‪)Stakeholders ( #‬‬ ‫المشاركة‬
‫( ‪ ،‬فإن كل طرف يساهم في إنتاج هذه السل‪#‬ع وتلك‬ ‫(إنتاج السلع والخدمات‬ ‫بهدف خلق القيمة‬
‫الخدمات بما يمتلكه من موارد ‪ ،‬وبنفس الوقت فإنه يسعى لتحقيق أهدافه‪ #‬ومصالحه في هذه المنظمة‬
‫كفوءة وفاعلة‬ ‫التعاون في إنتاج السلع والخدمات بطريقة‬ ‫تدار بالتعاون والتنافس ‪:‬‬ ‫المنظمات‬
‫تحقق النمو واالستمرار للمنظمة‪ ،‬والتنافس في اختالف مصلحة كل طرف في هذه المنظمة‪.‬‬
‫وألن كل طرف يسعى لتحقيق‪ #‬مصالحه في المنظمة‪ ، #‬فإن هذا السعي يخلق التعارض‪ #‬بين هذه‬
‫بالصراع التنظيمي‬ ‫األطراف وينتج عنه ما يسمى‬
‫الصراع تعريف ‪Conflict Defining‬‬
‫نحو تحقيق الهدف‬ ‫يتعارض السلوك الموجه‬ ‫هو التصادم أو التضارب الذي يحصل عندما‬ ‫‪ ‬الصراع‬
‫لمجموعة ما مع سلوك مجموعة أخرى‪.‬‬
‫والناتجة من حقيقة وجوب أو‬ ‫هو حالة من عدم اإلتفاق بين فردين أو مجموعتين ) أو أكثر (‬ ‫‪ ‬الصراع‬
‫اشتراكهما في موارد محدودة أو أنشطة عمل معينة‬ ‫ضرورة‬
‫يحصل عندما يحاول أحد األطراف منع أو إعاقة وصول‬ ‫‪ ‬الصراع هو تفاعل غير ودي ) خصام (‬
‫طرف اخر إلى أهدافه‪.‬‬
‫يدرك طرف أو فريق بأن الطرف األخر محبط أو على وشك‬ ‫هو العملية التي تبدا عندما‬ ‫‪ ‬الصراع‬
‫بسبب شيء متعلق أو بسبب سلوكه‬ ‫اإلحباط‬
‫مهما اختلفت تعريفات الصراع فإن العامل المشترك بينها هو أنها خالف على األهداف والمصالح‬
‫والموارد ينتج عن سعي طرف أو فريق للحصول عليها مما يؤدي إلى حرمان طرف اخر من الحصول‬
‫الصراع تعريف ‪Conflict Defining‬‬
‫عليها أو يؤدي إلى إلحاق ضرر بسعيه للحصول عليها‬
‫المشاريع في الصراع أسباب ‪The main causes of conflict‬‬
‫مس‪#‬تقبال‪.‬‬ ‫‪ 1.‬إن معظم الصراعات لها جذور في حالة عدم التأكد ( ‪ ) Uncertainty‬من حدوث الشي‬
‫بيئة عمل المشروع ناتجة عن وجود مدخالت‪ #‬أشخاص وأقسام‬ ‫‪ 2.‬إن شدة التعقيد ( ‪ ) Complexity‬في‬
‫ومنظمات عديدة ومختلفة عن بعضها‪.‬‬
‫بين االنشطة والوظائف المختلفة وهذه عوامل محفزة‬ ‫‪ 3.‬التداخل في االعتمادية (‪)Interdependence‬‬
‫للصراع بين هذه االطراف أثناء التخطيط والتنفيذ في المشروع‪.‬‬
‫‪ 4.‬إن الناس الذين يشتركون في إنجاز المشروع باعتبارهم أصحاب المصالح (‪ )Stakeholders‬يحملون‬
‫معتقدات وقناعات‪ #‬وإدراكات ومشاعر ومصالح مختلفة‬
‫‪ 5.‬إن أهداف المشروع الثالثة الرئيسية الوقت ‪ ،‬الكلفة ‪ ،‬والمواصفات‪ ،‬تشكل محددات رئيسية وضغوط على‬
‫مختلف أصحاب المصالح‪.‬‬
‫المشاريع في الصراع مستويات ‪Levels of conflict in projects‬‬
‫األفراد بين الصراع )‪)Interpersonal conflict‬‬ ‫‪1.‬‬
‫وهو صراع بين أعضاء فريق العمل والذي يمكن‪ #‬أن يظهر نتيجة الغموض في االدوار وسوء توزيع العمل بين االفراد‪.‬‬
‫(‪)Intra project conflict‬‬

‫بين المجموعات داخل المشروع‬ ‫‪ 2.‬الصراع‬
‫المشروع‪ #‬ويسمى صراع الحلفاء ( ‪(Alliance conflict‬اسبابه اهم ومن ‪:‬‬ ‫وهو الصراع بين المجموعات واألقسام داخل‬
‫اهداف المشروع‪ ،‬المسؤليات وصالحيات أتحاذ القرارات‪ ،‬الغموض في االدواروتوزيع االعمال‪ ،‬الموارد المحددة‪،‬‬
‫والمصالح الشخصية‪.‬‬
‫الخارجية والجهات المشروع بين الصراع (‪)Intra organisation conflict‬‬ ‫‪3.‬‬

‫وهو الذي يظهر بين المشروع واألطراف الخارجية ذات العالقة مثل الموردين‪ ،‬مقاولي الباطن‪ ،‬المدققين الخارجيين‪،‬‬
‫مايكون على الشروط التعاقدية او على حقوق وغالبا‬ ‫لجان االستالم ويسمى بصراع الخصوم (‪)Opponents conflict‬‬
‫الملكية في انتقال الموارد وملكيتها من فريق الخر‪.‬‬
‫عبر مراحل حياة المشروع المختلفة‬ ‫مصادر الصراع‬
‫‪Sources‬‬
‫‪of‬‬
‫‪conflict‬‬
‫‪through‬‬
‫‪various‬‬
‫‪project‬‬
‫‪life cycle‬‬
‫‪stages‬‬
‫‪Priorities‬‬
‫األولويات‬ ‫‪1‬‬
‫حتى نستطيع تحديد‬
‫األولويات يجب‬
‫أن يكون هناك‬
‫وضوح في‬
‫عناصر خطة‬
‫المشروع وتوزيع‬
‫المسؤوليات‬ ‫)‬ ‫ة‪.‬‬
‫‪C‬‬
‫والصالحيات واالدوار وبعدها يتم تحديد االولويات الهد‬ ‫‪o‬‬
‫في التنفيذ لعناصر خطة المشروع لوصول اف‬ ‫‪Schedules‬‬
‫‪n‬‬
‫الم‬
‫وتحديد اسلوب‬ ‫الجداول ‪t‬‬
‫شر‬ ‫إلتماه ‪i‬‬
‫وهنا الم ج يو االن خل‬
‫وع‬ ‫الرقابة والتقييم‬
‫في مراحل عمل‬ ‫يتم ش د ض شط م ا ‪n‬‬
‫المشروع‬ ‫تحويل ر و ح ة المش ‪g‬‬
‫المختلفة‪.‬‬ ‫خطة و ل طبي االل روع ‪e‬‬
‫ع ز عة زم ومد ‪n‬‬
‫ة ى ‪c‬‬ ‫إل من‬
‫‪Procedures‬‬ ‫‪y‬‬ ‫ىي‬
‫ل‬
‫م‬ ‫وا و واألحداثز‬
‫والمق هنا وجود إجراءات عمل المشروع باالضافة الى‬
‫و‬ ‫عت تتا والمحطاتوع‬
‫صود إدارية يتم إتباعها‪ #‬وااللتزام التفاهمات والشروحات‬
‫ا‬ ‫امل‪.‬‬
‫ما بع الرئيسية (‬
‫بها في‬
‫ج‬ ‫ده ه ‪mileston‬‬
‫التي يتضمنها عقد االلتزام في المشروع ( ‪charte‬‬ ‫ه‬ ‫ا ا ‪)es‬االلزمة‬
‫‪ project) r‬لتوضيح االجراءات والمسؤليات‬ ‫ة‬
‫والصالحيات‬
‫ا‬
‫والخطط‬
‫ل‬
‫االحتمالية‬
‫ظ‬
‫( ‪plans‬‬
‫(يتبع)‬ ‫المختلفة‬ ‫عبر مراحل حياة المشروع‬ ‫مصادر الصراع‬
‫‪Sources‬‬
‫‪of‬‬
‫‪conflict‬‬
‫‪through‬‬
‫‪various‬‬
‫‪project‬‬
‫‪life‬‬
‫‪cycle‬‬
‫‪stages‬‬
‫‪4.‬‬
‫‪cost‬‬
‫وعدمالتي‬ ‫وجود موازنة محددة‬ ‫ب‬
‫تجاو‬ ‫وكلف محدودة في‬ ‫س‬
‫زها‬ ‫تنفيذ المشروع‪ #‬فإن‬ ‫ب‬
‫أحد‬ ‫االلتزام بالتكاليف‬ ‫ب‬
‫الضغو‬
‫ط‬
‫وتقدي‬
‫و و اص تؤدي المشر وضع ال ا تد ميزان‬ ‫وهذا العنصر يهتم بطبيعة األفراد ب ومد ف‬
‫ى ن أدوات س خبر لحدوث وع ‪ ،‬الميزا ع ل ع يةر‬ ‫ومواصفاتهم الشخصية ويحدد طبيعة‬
‫التكال‬
‫التقار ي تكنولوج ا اء ‪ ،‬الصراع فيجب نيات ا ت م مفصل‬ ‫العالقة بين األفراد‬
‫م ي ه ةيف‬ ‫في‬ ‫ة ية تهتم ئ أو‬
‫وطريق لذلك يجبوته‪#‬يئ‬
‫ة ا‬ ‫من‬ ‫ل‬ ‫حل‬ ‫في‬
‫ة التأكيد على بيئة‬
‫‪ Manpo‬للمشاريع الفرعية واألنشطة‬ ‫ريقكد‬‫تعاملهم بناء الف ؤ‬
‫‪wer‬‬ ‫على‬
‫‪ 5.‬ال ‪Technical‬‬
‫العمالة‬ ‫احت‬
‫فن ‪problems‬‬ ‫رام‬
‫ي‬ ‫المشكا‬ ‫والمقصود هنا‬
‫التنو‬
‫الذين‬ ‫د‬ ‫ا‬‫ر‬‫األف‬
‫لت ة‬ ‫يحملون‬
‫ع‬
‫والم‬
‫مهمات والمقصود هنا مدى توفر الحلول الفنية سو خ و‬
‫ساو‬
‫للمشاكل التي ستواجه المشروع عبر اء ب م‬ ‫المشروع على‬
‫اة‪.‬‬
‫المراحل المختلفة كان ر ه‬ ‫اكتافهم من حيث‬
‫ت ا ا‬ ‫عددهم أو‬ ‫‪Dr.‬‬
‫تر‬ ‫نوع الخبرات‬ ‫‪14‬‬
‫ا‬ ‫والكفاءات‬ ‫‪8‬‬
‫ت‬ ‫والمهارات‬
‫تنفيذ ا‬ ‫ستواجه‬
‫المشكالت‬ ‫م‬ ‫جة‬
‫المشروع‪ .‬ل‬ ‫ن‬ ‫لهم‪.‬‬
‫ت‬ ‫أ‬
‫ي‬ ‫ش‬
‫‪Personality‬‬
‫بينهم اعدوالتب خ‬
‫أولويات الصراع عبر مراحل حياة المشروع المختلفة‬
‫‪Priorities through various project life cycle stages‬‬
‫‪1‬‬
‫‪2‬‬
‫‪3‬‬
‫الصراع كثافة‬
‫‪4‬‬
‫‪5‬‬
‫‪6‬‬
‫‪7‬‬
‫مرحلة التشكيل‬ ‫مرحلة البناء‬ ‫مرحلة النضوج‬ ‫مرحلة اال‪#‬نتهاء‬
‫‪Dr. Elhuni‬‬ ‫‪149‬‬

Thamhain and Wilemon (1975). Conflict management in project life cycles
Dr. Elhuni 159

‫أدوات حل الصراع في المشاريع‬
‫‪Conflict resolving techniques in projects‬‬
‫هناك طرق عديدة لحل‬

‫الصراع في المنظمات‬
‫بشكل عام ولكن أفضل‬
‫الطرق لحل‬
‫الصراع تحديدا هي‪:‬‬
‫في‬
‫منظمات‬
‫المشاريع‬
‫‪)N‬‬
‫ض‬
‫‪Dr. Elhuni‬‬ ‫‪150‬‬

)
Partne
ring (
‫الشراكة‬
)
Charte
ring(
‫االلتزام‬
‫عقد‬
Dr. Elhuni 160

) Negotiation( ‫التفاوض‬
Dr. Elhuni 151

‫أدوات حل الصراع في المشاريع‬
‫التفاوض‬
‫هي العملية‪ #‬التي يبحث من خاللها‬
‫الطرفان‪ ) #‬أو االطراف ( التي تقوم‬
‫بالتفاوض عن إيجاد‪#‬‬
‫أرضية مشتركة يتم من خاللها‪#‬‬
‫تبادل العناصر التي يمتلكها كل‬
‫طرف وله سلطة عليها ‪،‬‬
‫ويكون‬ ‫بهدف الوصول إلى‬
‫الهدف‬ ‫نقطة مشتركة‬
‫من‬ ‫ومرضية لكافة‬
‫لتفاوض‬ ‫األطراف‬
‫هو‬
‫الو‬
‫صو‬
‫‪Dr. Elhuni‬‬ ‫‪152‬‬
‫ل‬ ‫ى حل أمثل بين‬
‫إل‬ ‫االطراف‪.‬‬
‫وحتى تكون عملية التفاوض‪ #‬ناجحة فأنها يجب ان تحقق ثالت‬

‫متطلبات رئيسية‬
‫‪Dr. Elhuni‬‬ ‫‪153‬‬

‫(يتبع)‬ ‫أدوات حل الصراع في المشاريع‬
‫‪Requirements for successful‬‬ ‫متطلبات التفاوض الناجح‬

‫‪negotiation‬‬
‫‪ 1.‬أن الحل المرضي في التفاوض بين االطراف يجب أن يتم بدون االعتداء على أهداف المشروع أو‬
‫التأثير عليه سلبيا‬
‫‪ 2.‬يجب أن يعمل مدير المشروع ) أو المفاوض ( على إيجاد الثقة المتبادلة بين المتفاوضين وأن يرعى‬
‫وينمي األمانة بين هذه األطراف‬
‫‪ 3.‬يجب أن تبتعد‪ #‬األطراف المتفاوضة عن إيجاد الحلول التي تؤدي إلى إشباع حاجاتها هي وتكون‬
‫مرضية لها فقط بل يجب أن تقوم بالبحث عن حل يرضي الفريق االخر ويحقق مصالحه ويشبع‬
‫حاجته أيضا‪.‬‬
‫( ‪ ) I win you win‬وهذا يتطلب‬

‫لتحقيق الرضا للجميع يجب‬
‫اتباع استراتيجية‬
‫انت تربح‬
‫مبادي‬
‫‪Principles of negotiation‬‬ ‫التفاوض مبادي‬
‫‪ 1.‬فصل الجوانب الشخصية عن المشكلة المتفاوض‪ #‬عليها‪.‬‬
‫‪ 2.‬التركيز على المصالح والفوائد وليس على المواقع‪ #‬الوظيفية‪.‬‬
‫‪ 3.‬قبل المحاولة في الوصول الى اتفاقية يجب العمل على اكتشاف وابتكار خيارات تحقق‬
‫المناف‪#‬ع المتبادلة والمصالح المختلفة اللطراف المتفاوضة‪.‬‬
‫‪ 4.‬االصرار‪ #‬على استخدام‪ #‬معايير موضوعية في التفاوض‪.‬‬
‫في المشاريع‬ ‫الشراكة‬
Project Partnering
Dr. Elhuni 155

‫الشراكة‬
‫‪ ‬ألن المشروع يمتاز بالتعقيد وكثرة المدخالت والجهات التي تقوم بتوفير الخدمات‪ ،‬أصبح‬
‫لزاما أن تكون العالقة بين المشروع وبين هذه األطراف عالقة شراكة وليست عالقة تقليدية تقف عند‬
‫حدود تنفيذ الواجبات التعاقدية‪.‬‬
‫‪ ‬الشراكة توفر طريقة لنقل العالقات التعاقدية الى مرحلة من التعاون والتشارك القوي بين‬
‫المشروع وفريق المشروع من جهة وبين الموردين من جهة أخرى‪.‬‬
‫متطلبات الشراكة الناجحة‬
‫‪ 1.‬يجب أن تظهر اإلدارة العليا‪ #‬في المنظمة األم التي ينتمي إليها المشروع التزامها بالشراكة ودعمها‬
‫لها وأن تقوم بتطوير عقد التزام يحكم العالقات في المشروع‪.‬‬
‫‪ 2.‬يجب أن ينفذ الشركاء ذوي المصلحة في المشروع االلتزامات المطلوبة منهم عن طريق القيام بما‬
‫يلي‪:‬‬
‫القيام بالتقييم المشترك لتقدم المشروع‪.‬‬ ‫‪‬‬
‫إيجاد طريقة لحل المشاكل ومعالجة نقاط االختالف إذا ظهرت‪.‬‬ ‫‪‬‬
‫القبول بالتحسين والتطوير المستمر أللهداف المشتركة‪.‬‬ ‫‪‬‬
‫دعم اإلدارة‪ #‬العليا في الطرفين لهذه الشراكة‪.‬‬ ‫‪‬‬
‫بعمل مراجعة دورية لتنفيذ المشروع والمحطات‬ ‫أن يلتزما بأن يقوما‬ ‫الفريقين ) الشركاء ( يجب‬ ‫‪ 3.‬كال‬
‫ذلك حتى إنهاء المشروع ‪.‬‬ ‫الرئيسية وأن يستمر‬
‫عقد االلتزام‬
Project Chartering
Dr. Elhuni 158

‫عقد االلتزام‬
‫هو اتفاقية مكتوبة بين مدير‬ ‫‪ ‬مذكرة التفاهم‪ #‬أو يسميه البعض‪ #‬عقد االمتياز (‪)Project charter‬‬
‫المشروع واإلدارة‪ #‬العليا للمنظمة األم والمدراء الوظيفين يتم من خاللها‪ #‬االلتزام والتقيد بالشروط‬
‫المذكورة في استخدام الموارد الالزمة للمشروع ‪ ،‬وعادة ما يتم إشراك الزبون في مذكرة التفاهم‪.‬‬
‫ومتى يجب أن‬ ‫‪ ‬في هذه المذكرة يوافق مختلف األطراف ويتفقوا على ما الذي يجب أن يتم عمله ؟‬
‫يتم هذا العمل ؟ وما هي الموارد االلزمة لذلك ؟ ومتى نحتاجها ؟ وما هي كلفتها عند ذلك الوقت ؟‬
‫وكيف يمكن الحصول عليها ؟‬
‫وعليه فإن مذكرة التفاهم تتضمن خطة المشروع ‪ ,‬جدول المشروع ‪ ،‬موازنة المشروع ‪ ،‬كأهم‬
‫أدوات إدارة المشروع من أجل أن يتم االلتزام بها‪.‬‬
‫الحاجة لعقد االلتزام‬
‫‪)Project Management Body of Knowledge,‬‬ ‫وفقا الدليل المعرفي الدارة الجودة‬
‫(‪PMBOK‬‬
‫عقد االلتزام ناتج عن أحد االحتياجات التالية‪ #،‬أو متطلبات العمل‪#:‬‬

‫‪ ‬الطلب في السوق‬
‫‪ ‬احتياجات األعمال‪ #‬‬
‫طلب العميل ‪ ‬متطلبات تقنية‬
‫وقانونية ‪ ‬حاجة اجتماعية‬
‫‪Dr. Elhuni‬‬ ‫‪160‬‬

‫أدوات وتقنيات العداد عقد االلتزام‬
‫هو األكثر استخداما كأداة وأسلوب العداد عقد االلتزام في‬ ‫رأي الخبراء ( ‪)Expert Judgment‬‬
‫المشروع‪ .‬وعادة ما يتم تقديم هذه الخبرة من قبل جماعة أو فرد ذوي معرفة متخصصة حول‬
‫المنتج أو المشروع‪.‬‬
‫بعض أنواع الخبرة هي على النحو التالي‪#‬‬
‫‪ ‬وحدات أو إدارات أخرى داخل المنظمة‬
‫‪ ‬أصحاب المصلحة والجهات الراعية‬
‫‪ ‬االستشاريين‬
‫‪PMO‬‬ ‫‪ ‬مكتب إدارة المشاريع‬
‫‪Dr. Elhuni‬‬ ‫‪161‬‬
‫محتويات عقد االلتزام‬
‫عقد االلتزام في المشروع ينبغي أن يتضمن المعلومات التالية‬
‫سينفذها المشروع‪.‬‬ ‫‪ 1.‬يحتوي الغرض أو السبب لهذا المشروع من خالل وصف األعمال‪ #‬التي‬
‫وصف عالي المستوى للمشروع أو المتطلبات‬ ‫‪ 2.‬يحتوي‪ #‬على‬
‫والصالحيات‬
‫مستوى معين من السلطة‬ ‫مدير المشروع المكلف مع ذكر‬ ‫‪ 3.‬يحتوي على‬
‫محتويات عقد االلتزام‬
‫المنظمات المشاركة في المشروع ودورها‬ ‫‪ 4.‬يحتوي‪ #‬على‬
‫)‪ (constraints‬التي سوف تؤثر على المشروع‬ ‫والقيود‬ ‫‪ 5.‬يحتوي‪ #‬على االفتراضات (‪)assumptions‬‬
‫التي قد تكون ذات الصلة‬

‫‪ 6.‬معلومات عن العوامل البيئية للمشاريع ( ‪)Enterprise Environmental Factors‬‬
‫الحكومة أومعايير‪ #‬الصناعة ‪ -‬ظروف السوق‪ ،‬وتحمل‬ ‫كيف أن المشروع سوف يحكم ويخضع (م‬
‫ن‬
‫صنع القرار‪ ،‬وثقافة الشركة)‬ ‫المخاطر‪ ،‬الية‬

Project Charter Template ‫االلتزام عقد شكل عن عينة‬
Dr. Elhuni 164

Dr. Elhuni 165
Dr. Elhuni 166
Dr. Elhuni 167
Dr. Elhuni 168
‫ليس كل الصراعات سلبية‬ ‫الخالصة‪.....‬‬
‫‪Not all conflict is‬‬
‫‪negative‬‬
‫‪‬يجب‬
‫االنتباه‬
‫الى ان‬
‫الصراع‬
‫ال يمكن‬
‫دائما‬
‫تجنبه‬
‫(خاصة‬
‫عند‬
‫الخالفات‬
‫ين (‬
‫ل هو الم‬
‫م التقلي هم‬
‫ن‬ ‫” احيانا‬ ‫‪ ‬ليس كل‬
‫لتقريب‬ ‫الصراعات سلبى‬
‫االراء“‬
‫الصراع الهدام ‪ ،‬عندما يحدث ‪ ،‬الى‬

‫الحد االدنى وذلك باستخدام تقنيات‪L‬‬
‫فعالة‬
‫او على‬
‫االقل التخفيف‬
‫منه‪.‬‬
‫‪End of lecture‬‬
‫‪Elhuni‬‬
Dr. Elhuni 170
EPM621
Outline
 Introduction
 Benchmarking Concept
 Why Benchmark?
 Evaluating Targets
 Types of Benchmarking
The Benchmarking Process
 Keys to Successful Benchmarking
 Tools of Benchmarking
 Advantages & Disadvantages
 Conclusion
Dr. Elhuni 172

Introduction
Definition
• Benchmarking defined as a process for improving performance of

any organization by continuously identifying, understanding &
adopting outstanding practices and processes inside or outside
the organization.
• Benchmarking is a systematic method by which organizations can

measure themselves against the best industry practices.
• Benchmarking is a standard that companies compare themselves

to and attempt to be that good.
Benchmarking is basically learning from others.

• Origins
The term 'benchmarking' was first adapted to business
practices by Xerox in 1979.
Xerox’s aim was to evaluate itself, to identify its strengths and

weaknesses and adapt to constantly changing market
conditions.
Introduction
• Important of Benchmarking
 Benchmarking allows you to discover the gaps in your performance
when compared with someone else.
 The Benchmarking used for wield rang in organization for
many aspects with deferent ranking as showing in the table
below:
Top- 10 Benchmarked Business Processes
Business Process Ranking
Customer service/ Satisfaction 1
Information Systems/Technology 2
Employee Development/ Training 3
Process Improvement/ management 4
Call Centres/ Help Disks 5
Performance Measurement/ Improvement 6
Employee Recruiting/ Staffing 7

Manufacturing/ Assembly 8
175
Introduction
Human Resources 9
Project Management Dr. Elhun1i 0
176
Benchmarking Concept
What is our
performance level?
How do we do it?
What are others'
performance levels?
How did they get there?
Creative
Adaptation ‫اإلبداعي‬
‫التكيف‬
Dr. Elhuni 176

Benchmarking Concept
Breakthrough
Performance
Dr. Elhuni 177

 Concept has been around for a while
 2 Key elements:
1) Units of measure (to measure performance)
2) Managers need to understand why their company's performance differs
)‫وحدات القياس ( قياس األداء‬

‫يحتاج المديرون أن نفهم لماذا يختلف أداء شركاتهم‬
Why Benchmark?
 Identify opportunities ‫الفرص تحديد‬

 Set realistic but aggressive goals ‫ وضع‬#‫ ولكن واقعية أهداف‬#‫العدوانية‬
 Challenge internal paradigms on what is possible ‫ممكن هو ما على الداخلية النماذج تحدي‬
 Understand methods for improved processes ‫العمليات تحسين طرق فهم‬
 Uncover strengths within your organization ‫المؤسسة داخل القوة نقاط كشف‬
 Learn from the leaders’ experiences ‫القادة خبرات من التعلم‬
 Better prioritize and allocate resources ‫الموارد وتخصيص األولويات أفضل‬ ‫وضع‬
Performance Improvement
Evaluating Targets
 Is this process important to our customers?
 Would improvements in this process

support our business goals and
objectives?
 Is the process owner committed to making changes in this process?

(Do we know who the process owner is?)
Types of Benchmarking
1. Internal
Comparisons between yourself and similar operations within your
own organization.
2. Competitive
Comparisons among competitors for a specific product
3. Functional
Comparisons to similar functions within the same industry
4. Generic
Comparisons of processes independent of industry or overall functions
Dr. Elhuni 180

The Benchmarking Process
APQC’s Four-Phase Model
Dr. Elhuni 181

The Benchmarking Process Planning Phase
Dr. Elhuni 182

The Benchmarking Process Collection Phase
Dr. Elhuni 183

The Benchmarking Process Analysis Phase
Dr. Elhuni 184

The Benchmarking Process Collection Phase
Keys to Successful Benchmarking
What You Need to Make Benchmarking Effective
1. Focus on the processes that are critical to your business

2. Desire to use benchmarking in conjunction with strategic planning
3. Willingness to admit that you’re not the best
4. Openness to new ideas from potentially unexpected sources
5. Commitment to provide resources and to overcome resistance to change
6. Recognition given to successful benchmarking teams
7. Understanding of the benchmarking process
8. Communication to the organization about the objectives of the
benchmarking project
Tools of Benchmarking
 Process mapping
 Process performance measurements
 Project management
 Questionnaire design
 Interviewing skills
 Observation skills
 Etiquette issues
Tools of Benchmarking Process Mapping
Dr. Elhuni 188

Tools of Benchmarking
Process Performance Measurements
1. Tied to customer expectations

2. Aligned with strategic
objectives
3. Clearly reflective of
the process (not
overly influenced by
other factors)
4. Data easily obtained and
understood
5. Can be monitored over time
6. Examples
Dr. Elhuni 189
– Cycle time
– Rejects per month
– Costs
Dr. Elhuni 199

Tools of Benchmarking Project Management
 Project management
techniques are useful in:
– Planning the benchmarking
study
– Developing the
implementation plan
 Tasks
 Resources
 Schedule
Dr. Elhuni 190

Tools of Benchmarking Questionnaire Design
 Keep the questionnaire simple (no

more than 2 pages).
 Determine the aim of the
questionnaire
(1) screen potential benchmarking
partners, or
(2) obtain specific process-related
information from selected
partner(s)
 Briefly explain the study’s purpose
and how their responses will be
used.
 Be specific about the process under
study. (hint: include a simple process
map)
 Use neutral language. Don't ask
Dr. Elhuni 191
questions that presuppose the answer. cooperation
 Test the questionnaire internally on
people who are unfamiliar with your
project.
– Are the questions clear? Do the
responses really address your issues?
 Answer the questionnaire about your
own process.
 Ask yourself, "What kind of response
do I expect from this question, and
what will I do with the information
when I get it?" Focus on the critical
issues.
 Provide a contact from the
benchmarking team, and an address
(or fax number)
where the questionnaires should be
returned or issues clarified.
 Thank the participants for their
Dr. Elhuni 192
Tools of Benchmarking Interviewing Skills
 Be prepared. Know your own process and its performance measurements. Be familiar
with the questions you will be asking, and have other questions thought out that would
help you elicit additional information.
 Be sensitive to the protocol and culture of your benchmarking partner. Follow their
lead.
 Use a standard set of questions with each benchmarking partner, but be flexible in the
interview to permit them to share additional information. You might ask, "Is there
anything that we've failed to ask you that might be useful to us?"
 Practice active listening skills, and listen more than you speak. Never argue-- among
yourselves or with your partners.
 Gather facts, but be open to hearing opinions.
 Be honest about the deficiencies of your own process, but don't assign blame.
 Be considerate of your benchmarking partners' schedule constraints. Never take more
time then you have scheduled unless you are encouraged to do so by your partners.
 Thank your partners for their cooperation, and indicate if/when they should expect
any further contact from your team.
Tools of Benchmarking Observation Skills
Site visits provide opportunities to observe the enablers in place at your

benchmarking partners
– Resources
– Process characteristics
– Cultural attributes
Tools of Benchmarking Benchmarking Etiquette
1. Don't ask for data that you aren't willing to provide in return.
2. Remember that you and your team represent your whole
company in the eyes of your benchmarking partners.
3. Send questions in advance of telephone conversations
or site visits.
4. Inquire up-front about confidentiality issues or topics
that are "off-limits."
5. Never press for information that is not willingly given.
6. Don't reveal information that other benchmarking
partners have given you unless you are certain it
was meant to be shared with other companies.
7. You may offer to share findings of the study, keeping in mind any issues of confidentiality
between partner companies.
8. When in doubt, don't ask!
Where Do You Start the Search for the Best?
 Focus on the process, not the company
1. All of the processes at world-class
companies aren't world-class processes
2. Even average companies can have a
world-class process or two
 Weigh the simplicity of getting access against

possible performance compromises
1. Understand the spectrum from parity
(just "different"), to some improvement over
the current process, to best practice, to
best-in-class or world-class
2. Decide "best-in-class" or best-in- Cleveland
Where Do You Start the Search for the Best?
Dr. Elhuni 195
or somewhere in-
between
Advantages & Disadvantages
• Advantages :
1. Learn from others experience & practices.
2. It allows examination of present processes
3. Aids change & improvement.
4. It gives a chance for study & measurement of a competitor for the
purposes of process or product quality improvement.
5. Benchmarking often proves particularly successful when
comparing processes.
6. Helps the organizations to stay in the business with high performance
7. Delight the customer of the organizations.
8. Continuous of Improvement and apply benchmarking increased the
opportunity to be world class leader
Dr. Elhuni 196
• Advantages :
9. Sharing the best practices between benchmarking partners.
10. It identifies opportunities for improvement
11. Provides the momentum necessary for implementing change
12. Involves for looking in detail at how other organizations carry

out the same or similar processes.
13. The capability to use for everyone and can be applied to

(almost) any company, any private organization, any public
organization.
• Disadvantages :
1. Poorly defined benchmarks may lead to wasted effort and meaningless
results.
2. Incorrect comparisons will effect the result of required
improvement and what is best for someone else may not suit to
other.
3. Some organizations have lack of enthusiasm to share the information.
4. Benchmarking cannot change all required improvement at once.
Conclusion
1. The benchmarking is becoming more commonly used and it is a more
efficient way to make improvements.
2. Benchmarking speeds up organization’s ability to make improvements.
3. Benchmarking is not just making changes and improvements for the

sake of making changes, benchmarking is about adding value.
4. When an organization looks at benchmarking they must look at

all aspects of the business, its products, and its processes.
5. Benchmarking will not work unless you know yourself.
Dr. Elhuni
End of lecture
199
Dr. Elhuni 200
EPM621
Business Process Reengineering (BPR)

Outline
 Introduction
 What is BPR ?
 Why BPR ?
 Principle & Methodology of BPR
 Challenge in BPR
 Critical Success / Failure Factors in BPR
 An example of BPR
 Conclusion
Dr. Elhuni 202

Dr. Elhuni 203
Introduction
1. In the early 1990’s, Michael Hammer and James Champy
published a book, “Reengineering the Corporation”, that stated
that in some cases, radical redesign and reorganization within a
company were the only way to reduce costs and improve service
quality. To this end, they said, information technology was the
key element for allowing this to happen.
2. Hammer and Champy said that most large companies made

(now invalid) assumptions about their goals, people and
technology that were impacting the workflow. They suggested
seven principles that could be used to reengineer and help
streamline workflows, thus improving quality, time management
and cost.
Dr. Elhuni 204

What is a Business Process (BP)?
1. BP is a collection of activities that takes one or more kinds of
input and creates an output that is of value to customers.
Dr. Elhuni 205

Types of Business Process
What is BPR?
BPR is
The analysis and redesign of
workflow and processes
within and between organizations.

Michael Hammer & James Champy, 1993
‫إعادة الهندسة هي إعادة التفكير بصورة أساسية وإعادة التصميم الجذري للعمليات الرئيسية بالمنظمات لتحقيق‬
‫نتائج تحسين هائلة في مقاييس األداء العصرية ‪ :‬التكلفة والجودة والخدمة وسرعة إنجاز العمل‬
Reengineering is not……
1. Automation of existing ineffective processes
2. Sophisticated computerization of obsolete processes
3. Playing with organization structures
4. Downsizing- doing less with less, focuses on the reduction
of workforce to achieve short-term cost savings.
Reengineering focuses on rethinking from the ground up,

finding more efficient ways of working including
eliminating work that is unnecessary.
Dr. Elhuni 209
Automation & BPR
 Automation is using technology tools to perform OLD processes,

‘AS IS’ in a NEW way.
 Like putting OLD drink in a NEW bottle.
 BPR is about Innovation

 Making NEW drink and putting in a NEW bottle.
Dr. Elhuni 210

BPR & Quality Initiatives
 Quality initiative attempt continuous improvement

 Six Sigma
 TQM (Total Quality Management)
 BPR attempts a radical redesign or transformation

 Big Bang approach (direct conversion, slam dunk)
 Quantum Leap (a sudden large change)
‫نقلة نوعية‬
Dr. Elhuni 211

Why BPR ?
• Customers Problem statement
– Demanding
– Sophistication
– Changing Needs
• Competition
– Local
– Global
• Change
– Technology
Why BPR ?
– Customer Preferences ‫العمالء تفضيالت‬
Suggested Question for BPR
1. What are the objectives of the process?
2. Are these objectives in line with the corporate objectives?
3. Do you need the process?
4. What value does it add to the corporate mission, vision or strategy?
5. Who are the customers of the process?
6. What are the customers requirements?
7. Does the process meet the customers requirements?
8. What problems does the process have in meeting its customers needs?
9. Who are the suppliers of the process ?
10. Have told them the requirements of the process ? Are these correct ?
11. Does the suppliers meet the specified requirements ?
12. Is the process efficient ? - Value Engineering / Analysis
13. Is there any waste in the process ? - How can we eliminate it ?
14. Who is responsible for the process ?
15. Who else could do it ?
16. Is the responsibility located correctly ?
Principle and Methodology of BPR
7 Basic Principle of BPR
1. Organize around outcomes, not tasks. ‫ النتائج حول تنظيم‬، ‫المهام وليس‬
2. Identify all the processes in an organization and prioritize them
in order of redesign urgency.
3. Integrate information processing work into the real work
that produces the information. ‫ عمل دمج‬#‫ معالجة‬#‫ في المعلومات‬#‫الحقيقي العمل‬
4. Treat geographically dispersed resources as though they were
.centralized ‫التعامل مع الموارد موزعة جغرافيا كما لو كانت مركزية‬
5. Link parallel activities in the workflow instead of just integrating

results. their ‫ربط األنشطة الموازية في سير العمل بدال من مجرد دمج نتائجها‬
6. Put the decision point where the work is performed, and build
control into the process. ‫ تنفيذ يتم حيث القرار نقطة وضع‬،‫عملية في التحكم وبناء العمل‬
7. Capture information once andDr.at Elhuni
th
‫المصدر‬
‫‪ 215‬التقاط المعلومات مرة واحدة من ‪source. e‬‬
Dr. Elhuni 216
Transformation Approaches
Transforming Process
- Eliminate
- Simplify
- Base on Trust
- Integrate
- Join Up
Transforming Channels
- Legislate
-Multiple Channels
Using Technology
- 24X7
- Enterprise Architecture
- Access
- Standards Transformation - Common Service
- Unified Databases'
- Mobile
- Unified Networks
- Self-Service
- Licensed Intermediaries
Transforming People ‫الوسطاء المرخصين‬
- Training
- Change Management
- Consultation
-Empowerment
- Education
- Awareness
Dr. Elhuni 217
4 Steps in BPR
1. Understanding the Current Processes
• ‘AS IS’ study- Mapping current processes
• Analysis of Root causes for Inefficiencies
• Identifications of Problems, Issues
2. Inventing a NEW Process (‘TO BE’ Process)
• Survey of Best Practices
• Consultation of Stakeholders
3. Constructing the NEW Process
• Brining in new laws and rules
• Adopting Disruptive Technologies
4. Selling the New way of functioning
• Change Management
• Communication Strategy
Dr. Elhuni 218
BPR Methodology
Dr. Elhuni 220
Dr. Elhuni 221
Dr. Elhuni 222
‫عدم وجود نهج شام ل‬
‫هيمنة ثقافة المؤسسة القائمة‬
‫‪Dr. Elhuni‬‬ ‫‪223‬‬

Dr. Elhuni 224
Ford Motor Company
Eliminate the invoice.

In the new scenario, a buyer no longer needed to send a copy of the purchasing order form to the creditor
administration Instead, he registers an order in the online database. When the items appear at the store, the
storekeeper checks whether these correspond to the purchase order form in the system.
In the old system he did not have access to this form. If the items match the order, he accepts them and registers
this in the computer system. If they do not, the items are returned. Hammer reported that Ford benefited drastically
Dr. Elhuni 225

from this change with an almost 75% decrease in workforce in the accounts payable department.
Dr. Elhuni 226

(a) Process redesign in finance
Simplified process map

(b) cross-functional process redesign
End
Dr.
of lecture 226
Elhuni (c) organizational process
redesign
Dr. Elhuni 227
Dr. Elhuni 228
EPM621
An Introduction to PRINCE2
Dr. Elhuni 229

Table of Contents
 Introduction
 What is PRINCE2?
 Why use a project management method?
 Key Features
 Benefits of using Prince
 Roles and Responsibilities
 PRINCE2 Processes
Dr. Elhuni 230

An overview of PRINCE2 Project Management
Methodology
Introduction
Whenever we decide we want to do something, go somewhere, build something,
achieve something, we need to know the answer to some questions.
 What are we trying to do?
 When will we start?
 What do we need?
 Can we do it alone, or do we need help?
 How long will it take?
 How much will it cost?
Dr. Elhuni 231

What is PRINCE2?
Prince (PRojects IN Controlled Environments)

is a structured method for effective project management. It is a de facto standard used
extensively by the UK Government and is widely recognised and used in the private sector,
both in the UK and internationally. Prince, the method, is in the public domain, offering non-
proprietorial best-practice guidance on project management. Prince® is, however, a
registered trademark of CCTA.
Prince was established in 1989 by CCTA (the Central Computer and Telecommunications
Agency). The method was originally based on PROMPT, a project management method
created by Simpact Systems Ltd in 1975. PROMPT was adopted by CCTA in 1979 as the
standard to be used for all Government information system projects. When Prince was
launched in 1989, it effectively superseded PROMPT within Government projects. Prince
remains in the public domain and copyright is retained by the Crown. Prince is a registered
trademark of CCTA. Dr. Elhuni
What is PRINCE2?
232
The method describes how a project is divided in manageable stages enabling efficient
control of resources and regular progress monitoring throughout the project. The various
roles and responsibilities for managing a project are fully described and are adaptable to suit
the size and complexity of the project, and the skills of the organisation. Project planning
using PRINCE2 is product-based which means the project plans are focused on delivering
results and are not simply about planning when the various activities on the project will be
done.
Dr. Elhuni 233

The method A PRINCE2 project is driven by its business case which describes the
organisation's justification, commitment and rationale for the project's deliverables or
outcome. The business case is regularly reviewed in conjunction with the project's progress
to ensure the business objectives, which may well change during the life of the project, are
still being met.
In today's projects, there are often different groups of people involved, including the
customer, one or more suppliers, and of course the user. PRINCE2 is designed to provide a
common language across all the interested parties. Bringing customers and suppliers
together generally involves contracts and contract management. Although these aspects are
outside of PRINCE2, the method recognises the need to provide projects with the necessary
controls and breakpoints to work successfully within a contractual framework
Why use a project management method?
Project failures are all too common - some make the headlines, the vast majority are quickly
forgotten. The reasons for failure are wide and varied. Some common causes are:
1. Lack of co-ordination of resources and activities

2. Lack of communication with interested parties, leading to products being delivered which
are not what the Customer wanted
3. Poor estimation of duration and costs, leading to projects taking more time and costing
more money than expected
4. Insufficient measurable
5. Inadequate planning of resources, activities, and scheduling
6. Lack of control over progress so that projects do not reveal their exact status until too late
7. Lack of quality control, resulting in the delivery of products that are unacceptable
or unusable.
Without a project management method, those who commission a project, those who
manage it and those who work on it will have different ideas about how things should be
organised and when the different aspects of the project will be completed.
Those involved will not be clear about how much responsibility, authority and accountability
they have and, as a result, there will often be confusion surrounding the project. Without a
project management method, projects are rarely completed on time and within acceptable
cost - this is especially true of large projects. A good project management method will guide
the project through a controlled, well-managed, visible set of activities to achieve the desired
results. Prince adopts the principles of good project management to avoid the problems
identified above and so helps to achieve successful projects.
Why use a project management method?
These principles are:
• A project is a finite process with a definite start and end
• Projects always need to be managed in order to be successful
For genuine commitment to the project, all parties must be clear about
why the project is needed, what it is intended to achieve, how the outcome
is to be achieved, and what their
responsibilities are in that achievement.
Key features of PRINCE2
1. Focus on business justification

2. Defined organisation structure for the project management team
3. Product-based planning approach
4. Emphasis on dividing the project into manageable and controllable stages
5. Flexibility that can be applied at a level appropriate to the project.
Benefits of using PRINCE2
Prince provides benefits to the managers and directors of a project and to an organisation,
through the controllable use of resources and the ability to manage business and project risk
more effectively.
Prince encourages formal recognition of responsibilities within a project and focuses on what
a project is to deliver, why, when and for whom. Prince provides projects with:
1. A controlled and organised start, middle and end
2. Regular reviews of progress against plan and against the Business Case
flexible decision points
3. Automatic management control of any deviations from the plan
4. The involvement of management and stakeholders at the right time and place
during the project
5. Good communication channels between the project, project management, and
the rest of the organisation. Dr. Elhuni 239
Managers using Prince are able to:
1. Establish terms of reference as a pre-requisite to the start of a project
2. Use a defined structure for delegation, authority and communication
3. Divide the project into manageable stages for more accurate planning
4. Ensure resource commitment from management is part of any approval to proceed
5. Provide regular but brief management reports
6. Keep meetings with management and stakeholders to a minimum but at the vital
points in the project.
7. Those who will be directly involved with using the results of a project are able to:
Participate in all the decision-making on a project If desired, be fully involved in day-
to-day progress
8. Provide quality checks throughout the project e ensure their requirements are being
adequately satisfied.
Dr. Elhuni 240
PRINCE2’s components
The 7 Processes of PRINCE2 Project Management:
1. Starting up a Project
Activities:
 Appoint Executive & Project Manager
 Capture Previous Lessons
 Design and Appoint Project Team
 Select Project Approach and Assemble
Project Brief
 Plan next (initiation) Stage
For PRINCE2 Foundation level knowledge, the names of the various activities and the order in which
they take place are very useful to learn.
2. Directing a Project
Activities:
 Authorise Initiation
 Authorise Project
 Authorise Stage or Exception Plan
 Give Ad-hoc Direction
 Authorise Project Closure
3. Initiating a Project
Activities:
 Prepare Risk Management Strategy
 Prepare Configuration Management Strategy
 Prepare Quality Management Strategy
 Prepare Communication
Management Strategy
 Set up Project Controls
 Prepare Project Plan
 Refine Business Case
 Assemble Project Initiation Documentation
This is when a PRINCE2 project is fully planned; the Starting up a Project process being used to
produce only enough information to assess if the project is worthwhile undertaking.
4. Managing a Stage Boundary
Activities:
 Plan next Stage
 Update the Project Plan
 Update the Business Case
 Report Stage End
 Produce Exception Report
This is when a PRINCE2 project is fully planned; the Starting up a Project process being
used to produce only enough information to assess if the project is worthwhile
undertaking.
5. Controlling a Stage
Activities:
 Work Package
- Authorise
- Review
- Receive (completed)
 Monitoring and Reporting
- Review Stage Status
- Reporting
 Issues and Risks
- Capture and Examine
- Evaluate
- Take Corrective Action
Within a PRINCE2 project this is the process where the Project
Manager completes their day-to-day work of planning,
monitoring, controlling, delegating and motivating the project
team.
6. Managing Product Delivery
Activities:
 Accept a Work Package
 Execute a Work Package
 Deliver a Work Package
This is the process in which all of the products are produced within a PRINCE2 project. This is the domain of the Team
Managers and their teams, physically doing their work to ensure products are made exactly as the customer requested.
7. Closing a Project
Activities:
 Prepare Planned Closure
 Prepare Premature Closure
 Hand Over Products
 Evaluate Project
 Recommend Project Closure
As the name suggests this is the final processes in a PRINCE2 project; this is where the acceptance of the
project's products would be acknowledged and provides a defined 'end' to the project.
How PRINCE2 Can Benefit You or Your Organisation?
For individuals, Why should I study PRINCE2?
1. To Gain First Class Project Management Skills

PRINCE2 certification will give you the skills to feel confident in managing projects
successfully within the workforce. Using PRINCE2 in your projects will give you
common systems, actions and language. It provides you with greater control of
resources, and the ability to manage business and project risk more effectively, You will
make fewer mistakes, learn from those that you do make, and ultimately save money
and effort.
2. To Improve Employment Prospects

A PRINCE2 qualification is a great asset for your resume. PRINCE2 is recognised as a
world-class international product and is the standard method for project management.
Many companies across the world require staff to be PRINCE2 certi
fied. 250
Dr. Elhuni
How PRINCE2 Can Benefit You or Your Organisation?
Why Implement PRINCE2 In Your Organisation?
1) PRINCE2 Is The International Standard Method for Project Management.

2) It is recognised as a world-class international product, and is the standard method for
project management, not least because it embodies many years of best practice in
project management and provides a flexible and adaptable approach to suit all
projects.
3) It is a project management method designed to provide a framework covering the
wide variety of disciplines and activities required within a project.
4) PRINCE2's formal recognition of responsibilities within a project, together with its
focus on what a project is to deliver (the why, when and for whom) provides your
organisation's projects with:
 A common, consistent approach
 A controlled and organised start, middle and end
Dr. Elhuni 251
The End
Dr. Elhuni 252

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‫االكاديمية الليبية‬

‫مدرسة العلوم التطبيقية والهندسية‬

‫‪Dr. Elhuni‬‬ ‫‪1‬‬

1. Complex Project Management (CPM)

A project can be defined as ……..

scope of work, or given specification, within constraints ( ) of cost and

time, so as to deliver beneficial change by quantitative and qualitative

 Projects are efforts to achieve objectives .

 Projects have a start, a middle and an end

There are core skills involved ( ) in project management including identifying

and agreeing on project objectives, scheduling and estimating

Knowledge Skills Tools Techniques

to project activities to meet the project requirements

Those organizations, programs, and projects that tend ( ) to be complicated in nature

formal positions of authority. Dr. Elhuni 13

dynamic interfaces, influenced( ) by significant( ) political, social,

technological, environmental issues or external changes

3. Defined by effect (benefit and value) but not by solution (product) at

ICCPM: International Conference on Construction and Project Management

Making Mayonnaise? Building a Stadium?

Organisational Funding / Systems of Length of Time Behaviours

What are the common

Requirements Assumptions Stakeholders Dependencies Trades

Schedule Cost Context Financing

“The essential (‫ )جوهري‬complexity of projects, in part, is driven by political, social,

These projects are characterized by shifting environmental and strategic

• Complexity is subjective‫التعقيد هو الذاتي‬

• Complexity changes - Flex your approach

and opportunity as they may arise in budgeting, scheduling, designing, allocating,

Involves‫ يشمل‬quantifying the scope of work in dollar Schedule Cost

Includes all of the typical engineering requirements Schedule Cost

Relates to the calendar-driven aspects of the Schedule Cost

Encompasses the external influences that have Schedule Cost

an impact on project development and progress

Understanding how the project is being Schedule Cost

Planning Methods for Complex

The five Project planning methods

‫تحديد عناصرالنجاح الحرجة تكوين‬

‫فريق المشروع اختيار ترتيبات‬

‫إعداد نموذج التكلفة المبكر وخطة‬

‫ضع خطط عمل المشروع‬

Relationship of 5DPM complexity dimensions to project development methods.

Method 1: Define Critical Project Success Factors

Method 1: Define Critical Project Success Factors

Figure 3.3. Method 1 inputs and

 For example, if a project will be considered successful by local, regional, and

Method 2: Assemble Project Team

Inputs and outputs for Method 2:

Inputs and outputs for Method 2:

Inputs and outputs for Method 2:

Method 3: Select Project Arrangements

Inputs and outputs for Method 3:

Inputs and outputs for Method 3:

Method 4: Prepare Early Cost Model and Finance Plan

Inputs and outputs for Method 4:

Inputs and outputs for Method 4:

Method 5: Develop Project Action Plans

Project action plans can be targeted toward

Inputs and outputs for Method 5:

2. The outcomes of Method 5 are a clear understanding of the influence of external

3. Another outcomes of method 5 is the selection of project execution tools that

Sample Template For Developing Project Action Plans

Can project succeed with