IT270

– IT PROJECT MANAGEMENT www.Seu1.org

CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Learning Objectives
o Describe the five-project management (PM) process groups, the typical level of activity for each, and
the interactions among them
o Understand how the PM process groups relate to the PM knowledge areas
o Discuss how organizations develop information technology PM methodologies to meet their needs
o Review a case study of an organization applying the project management process groups to manage an
information technology project; describe outputs of each process group; and understand the
contribution that effective project initiating, planning, executing, monitoring and controlling, and
closing make to project success

.‫ واﻟﺗﻔﺎﻋﻼت ﻓﯾﻣﺎ ﺑﯾﻧﮭﺎ‬،‫ وﻣﺳﺗوى اﻟﻧﺷﺎط اﻟﻧﻣوذﺟﻲ ﻟﻛل ﻣﻧﮭﺎ‬،‫وﺻف ﻣﺟﻣوﻋﺎت ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷروع اﻟﺧﻣﺳﺔ‬ o
.‫ﻓﮭم ﻛﯾﻔﯾﺔ ارﺗﺑﺎط ﻣﺟﻣوﻋﺎت ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷﺎرﯾﻊ ﺑﻣﺟﺎﻻت ﻣﻌرﻓﺔ إدارة اﻟﻣﺷﺎرﯾﻊ‬ o
.‫ﻧﺎﻗش ﻛﯾف ﺗطور اﻟﻣﻧظﻣﺎت ﻣﻧﮭﺟﯾﺎت إدارة اﻟﻣﺷﺎرﯾﻊ ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻟﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎﺗﮭﺎ‬ o
‫ﻣراﺟﻌﺔ دراﺳﺔ ﺣﺎﻟﺔ ﻟﻣﻧظﻣﺔ ﺗطﺑق ﻣﺟﻣوﻋﺎت ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷروع ﻹدارة ﻣﺷروع ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت؛ وﺻف ﻣﺧرﺟﺎت ﻛل‬ o
‫ واﻹﻧﺟﺎز او اﻻﻛﺗﻣﺎل ﯾﺟﻌل اﻟﻣﺷروع‬،‫ﻣﺟﻣوﻋﺔ ﻋﻣﻠﯾﺎت؛ وﻓﮭم اﻟﻣﺳﺎھﻣﺔ اﻟﻔﻌﺎﻟﺔ ﻟﺑدء اﻟﻣﺷروع واﻟﺗﺧطﯾط واﻟﺗﻧﻔﯾذ واﻟرﺻد واﻟﺳﯾطرة‬
‫ﯾﻧﺟﺢ‬
ü Project Management Process Groups

o A process is a series of actions directed toward ‫ اﻟﻌﻣﻠﯾﺔ ھﻲ ﻋﺑﺎرة ﻋن ﺳﻠﺳﻠﺔ ﻣن اﻻﻧﺷطﺔ او اﻹﺟراءات ﻣوﺟﮫ‬o
a particular result .‫ﻧﺣو ﻧﺗﯾﺟﺔ ﻣﻌﯾﻧﺔ‬
o Project management can be viewed as a ‫ ﯾﻣﻛن اﻟﻧظر إﻟﻰ إدارة اﻟﻣﺷروع ﻋﻠﻰ أﻧﮭﺎ ﻋدد ﻣن اﻟﻌﻣﻠﯾﺎت‬o
number of interlinked processes .‫اﻟﻣﺗراﺑطﺔ‬
o The project management process groups :‫ ﺗﺷﻣل ﻣﺟﻣوﻋﺎت ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷروع ﻣﺎ ﯾﻠﻲ‬o
include: ‫ ﺑدء اﻟﻌﻣﻠﯾﺎت‬Ø
Ø Initiating processes
‫ ﻋﻣﻠﯾﺎت اﻟﺗﺧطﯾط‬Ø
Ø Planning processes
‫ ﻋﻣﻠﯾﺎت اﻟﺗﻧﻔﯾذ‬Ø
Ø Executing processes
Ø Monitoring and controlling processes ‫ رﺻد وﺳﯾطرة اﻟﻌﻣﻠﯾﺎت‬Ø
Ø Closing processes ‫ إﻧﺟﺎز او اﻛﻣﺎل اﻟﻌﻣﻠﯾﺎت‬Ø

ü Figure 3-1. Percentage of Time Spent on Each Process Group

1 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü What Went Wrong?
oPhilip A. Pell, PMP, commented on how the U.S. IRS needed to improve its project management process. “Pure and
simple, good, methodology-centric, predictable, and repeatable project management is the SINGLE greatest factor in
the success (or in this case failure) of any project… The project manager is ultimately responsible for the success or
failure of the project.”*
o In 2006, the IRS lost more than $320 million due to a botched fraud-detection system project
A 2008 U.S. Government Accountability Office (GAO) report stated that IRS had fixed just 29 of 98 information

‫ "إن إدارة اﻟﻣﺷﺎرﯾﻊ اﻟﺧﺎﻟﺻﺔ واﻟﺑﺳﯾطﺔ واﻟﺟﯾدة‬.‫ ﻋﻠﻰ ﻛﯾﻔﯾﺔ ﺣﺎﺟﺔ ﻣﺻﻠﺣﺔ اﻟﺿراﺋب اﻷﻣرﯾﻛﯾﺔ ﻟﺗﺣﺳﯾن ﻋﻣﻠﯾﺔ إدارة اﻟﻣﺷﺎرﯾﻊ‬،PMP ،Philip A. Pell ‫ ﻋﻠق‬o
‫ ﻣدﯾر اﻟﻣﺷروع ھو اﻟﻣﺳؤول ﻓﻲ ﻧﮭﺎﯾﺔ اﻟﻣطﺎف ﻋن ﻧﺟﺎح أو‬... (‫واﻟﻣﻧﮭﺟﯾﺔ اﻟﺗﻲ ﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﮭﺎ ھﻲ أﻛﺑر ﻋﺎﻣل وﺣﯾد ﻓﻲ ﻧﺟﺎح أي ﻣﺷروع )أو ﻓﺷﻠﮫ ﻓﻲ ھذه اﻟﺣﺎﻟﺔ‬
*" .‫ﻓﺷل اﻟﻣﺷروع‬
‫ ﻣﻠﯾون دوﻻر ﺑﺳﺑب ﻣﺷروع ﻧظﺎم اﻟﻛﺷف ﻋن اﻟﻐش‬320 ‫ ﻓﻘدت ﻣﺻﻠﺣﺔ اﻟﺿراﺋب أﻛﺛر ﻣن‬،2006 ‫ وﻓﻲ ﻋﺎم‬o
.‫ ﻣﻌﻠوﻣﺔ‬98 ‫ ﻣن أﺻل‬29 ‫ أن ﻣﺻﻠﺣﺔ اﻟﺿراﺋب اﻷﻣرﯾﻛﯾﺔ ﺣددت ﻓﻘط‬2008 ‫وأﻓﺎد ﺗﻘرﯾر ﻟﻣﻛﺗب ﻣﺣﺎﺳﺑﺔ اﻟﺣﻛوﻣﺔ اﻷﻣرﯾﻛﯾﺔ ﻟﻌﺎم‬

ü Media Snapshot
Just as information technology projects need to follow the project management process groups, so do other projects, such
as the production of a movie. Processes involved in making movies might include screenwriting (initiating), producing
(planning), acting and directing (executing), editing (monitoring and controlling), and releasing the movie to theaters
(closing). Many people enjoy watching the extra features on a DVD that describe how these processes lead to the creation
of a movie… This acted “…not as promotional filler but as a serious and meticulously detailed examination of the entire
filmmaking process.”* Project managers in any field know how important it is to follow a good process.

‫ وﯾﻣﻛن أن‬.‫ ﻣﺛل إﻧﺗﺎج ﻓﯾﻠم‬،‫ وﻛذﻟك اﻟﻘﯾﺎم ﺑﻣﺷﺎرﯾﻊ أﺧرى‬،‫ﺗﻣﺎﻣﺎ ﻛﻣﺎ ﺗﺣﺗﺎج ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻟﻣﺗﺎﺑﻌﺔ ﻣﺟﻣوﻋﺎت ﻋﻣﻠﯾﺔ إدارة اﻟﻣﺷروع‬
(‫ﺗﺷﻣل اﻟﻌﻣﻠﯾﺎت اﻟﻣﺷﺎرﻛﺔ ﻓﻲ ﺻﻧﻊ اﻷﻓﻼم ﻛﺗﺎﺑﺔ اﻟﺳﯾﻧﺎرﯾو )اﻟﺑدء( وإﻧﺗﺎج )اﻟﺗﺧطﯾط( واﻟﺗﺻرف واﻟﺗوﺟﯾﮫ )اﻟﺗﻧﻔﯾذ( واﻟﺗﺣرﯾر )اﻟﻣراﻗﺑﺔ واﻟﺗﺣﻛم‬
‫ ﯾﺻف ﻛﯾف ﺗؤدي ھذه اﻟﻌﻣﻠﯾﺎت إﻟﻰ‬DVD‫ اﻟﻌدﯾد ﻣن اﻟﻧﺎس ﯾﺗﻣﺗﻌون ﺑﻣﺷﺎھدة اﻟﻣﯾزات اﻹﺿﺎﻓﯾﺔ ﻋﻠﻰ ﻗرص‬.(‫وإﺻدار اﻟﻔﯾﻠم إﻟﻰ اﻟﻣﺳﺎرح )اﻻﻛﻣﺎل‬
‫ * ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ ﻓﻲ أي‬."‫ وﻟﯾس ﻛﺣﺷو ﺗروﯾﺟﻲ وﻟﻛن ﻛدراﺳﺔ ﺟﺎدة ودﻗﯾﻘﺔ ﺗﻔﺻﯾﻠﯾﺎ ﻟﻌﻣﻠﯾﺔ ﺻﻧﺎﻋﺔ اﻷﻓﻼم ﺑﺄﻛﻣﻠﮭﺎ‬..." ‫ ھذا ﺗﺻرف‬... ‫إﻧﺷﺎء ﻓﯾﻠم‬
.‫ﻣﺟﺎل ﯾﻌرف ﻣدى أھﻣﯾﺔ ھو اﺗﺑﺎع ﻋﻣﻠﯾﺔ ﺟﯾدة‬

ü Mapping the Process Groups to the Knowledge Areas

o You can map the main activities of each PM process group into the nine knowledge areas using the
PMBOK® Guide 2008
o Note that there are activities from each knowledge area under the planning and monitoring and
controlling process groups
o Two new processes were added in 2008: identify stakeholders and collect requirements

.PMBOK® Guide 2008 ‫ ﯾﻣﻛﻧك ان ﺗﺣدد اﻻﻧﺷطﺔ اﻟرﺋﯾﺳﯾﺔ ﻟﻛل ﻣﺟﻣوﻋﺔ ﻋﻣﻠﯾﺎت إدارة اﻟﻣﺷروع ﻓﻲ ﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ اﻟﺗﺳﻌﺔ ﺑﺎﺳﺗﺧدام دﻟﯾل‬o
.‫ ﻻﺣظ أن ھﻧﺎك أﻧﺷطﺔ ﻣن ﻛل ﻣﺟﺎل ﻣن ﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ ﻓﻲ إطﺎر ﻣﺟﻣوﻋﺎت اﻟﻌﻣﻠﯾﺎت اﻟﺗﺧطﯾط واﻟرﺻد واﻟﻣراﻗﺑﺔ‬o
‫ ﺗﺣدﯾد أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ وﺟﻣﻊ اﻻﺣﺗﯾﺎﺟﺎت‬:2008 ‫ وأﺿﯾﻔت ﻋﻣﻠﯾﺗﺎن ﺟدﯾدﺗﺎن ﻓﻲ ﻋﺎم‬o

2 BY: ATHA ALGHANMI

IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Table 3-1. Project Management Process Groups and Knowledge Area Mapping

3 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Developing an IT Project Management Methodology
o Just as projects are unique, so are approaches to project management
o Many organizations develop their own project management methodologies, especially for IT projects
o A methodology describes how things should be done; a standard describes what should be done
o PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies

‫ وﻛذﻟك ﻧﮭﺞ إدارة اﻟﻣﺷﺎرﯾﻊ‬،‫ﺗﻣﺎﻣﺎ ﻣﺛﻠﻣﺎ ﺗﻛون اﻟﻣﺷﺎرﯾﻊ ﻓرﯾدة ﻣن ﻧوﻋﮭﺎ‬ o
‫ وﺧﺎﺻﺔ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬،‫اﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت ﺗطوﯾر ﻣﻧﮭﺟﯾﺎت إدارة اﻟﻣﺷﺎرﯾﻊ اﻟﺧﺎﺻﺔ ﺑﮭﺎ‬ o
.‫وﺗﺻف اﻟﻣﻧﮭﺟﯾﺔ ﻛﯾﻔﯾﺔ اﻟﻘﯾﺎم ﺑﺎﻷﺷﯾﺎء؛ و ﯾﺻف اﻟﻣﻌﯾﺎر ﻣﺎ ﯾﻧﺑﻐﻲ اﻟﻘﯾﺎم ﺑﮫ‬ o
.‫ ﺗﻘدم ﻣﻧﮭﺟﯾﺎت ﻣﺧﺗﻠﻔﺔ ﻹدارة اﻟﻣﺷﺎرﯾﻊ‬Six Sigma ‫ و‬RUP‫ و‬Agile ‫و‬PRINCE2 o

ü What Went Right

o AgênciaClick, an interactive advertising and online communications company based in São Paulo, Brazil,
made PMI’s list of outstanding organizations in project management in 2007
o Since 2002, the company saw revenues jump 132 percent, primarily due to their five-year emphasis on
practicing good project management across the entire company

‫ ﻟﻠﻣﻧظﻣﺎت اﻟﺑﺎرزة‬PMI ‫ ﻗدﻣت ﻗﺎﺋﻣﺔ‬،‫ ﺑﺎﻟﺑرازﯾل‬São Paulo ‫ وھﻲ ﺷرﻛﺔ ﺗﻔﺎﻋﻠﯾﺔ ﻟﻺﻋﻼن واﻻﺗﺻﺎﻻت ﻋﺑر اﻹﻧﺗرﻧت وﻣﻘرھﺎ ﻓﻲ‬، AgênciaClick
2007 ‫ﻓﻲ إدارة اﻟﻣﺷﺎرﯾﻊ ﻓﻲ ﻋﺎم‬
‫ وﯾرﺟﻊ ذﻟك أﺳﺎﺳﺎ إﻟﻰ ﺗرﻛﯾزھﺎ ﻋﻠﻰ ﺧﻣس ﺳﻧوات ﻋﻠﻰ ﻣﻣﺎرﺳﺔ إدارة اﻟﻣﺷﺎرﯾﻊ اﻟﺟﯾدة ﻓﻲ‬،٪132 ‫ ﺷﮭدت اﻟﺷرﻛﺔ ﻋﺎﺋدات ﺑﻠﻐت‬،2002 ‫وﻣﻧذ ﻋﺎم‬
‫ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﺷرﻛﺔ‬

ü Case Study: JWD Consulting’s Project Management Intranet Site

o This case study provides an example of what’s involved in initiating, planning, executing, controlling, and
closing an IT project
o You can download templates for creating your own project management documents from the companion
Web site for this text or the author’s site
o Note: This case study provides a big picture view of managing a project; later chapters provide detailed
information on each knowledge area

‫ وﺗﻘدم دراﺳﺔ اﻟﺣﺎﻟﺔ ھذه ﻣﺛﺎﻻ ﻋﻠﻰ ﻣﺎ ﯾﺗﻌﻠق ﺑﺑدء وﺗﺧطﯾط وﺗﻧﻔﯾذ وﻣراﻗﺑﺔ وإﻛﻣﺎل ﻣﺷروع ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬o
‫ ﯾﻣﻛﻧك ﺗﻧزﯾل ﻧﻣﺎذج ﻹﻧﺷﺎء ﻣﺳﺗﻧدات إدارة اﻟﻣﺷروع اﻟﺧﺎﺻﺔ ﺑك ﻣن ﻣوﻗﻊ اﻟوﯾب اﻟﻣﺻﺎﺣب ﻟﮭذا اﻟﻧص أو ﻣوﻗﻊ اﻟﻣؤﻟف‬o
‫ ﺗوﻓر اﻟﻔﺻول اﻟﻼﺣﻘﺔ ﻣﻌﻠوﻣﺎت ﻣﻔﺻﻠﺔ ﻋن ﻛل ﻣﺟﺎل ﻣن ﻣﺟﺎﻻت‬.‫ ﺗوﻓر ھذه اﻟدراﺳﺔ ﺣﺎﻟﺔ ﻋرض ﺻورة ﻛﺑﯾرة ﻹدارة اﻟﻣﺷروع‬:‫ ﻣﻼﺣظﺔ‬o
‫اﻟﻣﻌرﻓﺔ‬

4 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Project Pre-initiation

o It is good practice to lay the groundwork for a project before it officially starts
o Senior managers often perform several pre-initiation tasks, including the following:
Ø Determine the scope, time, and cost constraints for the project
Ø Identify the project sponsor
Ø Select the project manager
Ø Develop a business case for a project (see Table 3-2 for an example)
Ø Meet with the project manager to review the process and expectations for managing the project
Ø Determine if the project should be divided into two or more smaller projects

.‫ وﻣن اﻟﻣﻣﺎرﺳﺔ اﻟﺟﯾدة وﺿﻊ اﻷﺳﺎس ﻟﻣﺷروع ﻗﺑل أن ﯾﺑدأ رﺳﻣﯾﺎ‬o

:‫ ﺑﻣﺎ ﻓﻲ ذﻟك ﻣﺎ ﯾﻠﻲ‬،‫ وﻛﺛﯾرا ﻣﺎ ﯾؤدي ﻛﺑﺎر اﻟﻣدﯾرﯾن ﻋدة ﻣﮭﺎم ﻗﺑل اﻟﺑدء‬o
‫ ﯾﺣدد ﻧطﺎق او ﻣدى ووﻗت وﺗﻛﻠﻔﺔ ﻗﯾود اﻟﻣﺷروع‬Ø
‫ ﯾﺣدد اﻟﺟﮭﺔ اﻟراﻋﯾﺔ ﻟﻠﻣﺷروع‬Ø
‫ ﯾﺣدد ﻣدﯾر اﻟﻣﺷروع‬Ø
(‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬2-3 ‫ ﺗطوﯾر ﺣﺎﻟﺔ ﻋﻣل ﻟﻣﺷروع )اﻧظر اﻟﺟدول‬Ø
‫ ﯾﺟﺗﻣﻊ ﻣﻊ ﻣدﯾر اﻟﻣﺷروع ﻟﻣراﺟﻌﺔ اﻟﻌﻣﻠﯾﺔ واﻟﺗوﻗﻌﺎت ﻹدارة اﻟﻣﺷروع‬Ø
‫ ﯾﺣدد ﻣﺎ إذا ﻛﺎن ﯾﻧﺑﻐﻲ ﺗﻘﺳﯾم اﻟﻣﺷروع إﻟﻰ ﻣﺷروﻋﯾن أﺻﻐر أو أﻛﺛر‬Ø

ü Project Initiation

o Initiating a project includes recognizing and starting a new project or project phase
o The main goal is to formally select and start off projects

.‫ﺑدء اﻟﻣﺷروع ﯾﺗﺿﻣن اﻻﻋﺗراف واﻟﺑدء ﻓﻲ ﻣﺷروع ﺟدﯾد او ﻣرﺣﻠﺔ ﻣن ﻣراﺣل اﻟﻣﺷروع‬
.‫اﻟﮭدف اﻟرﺋﯾﺳﻲ ھو اﻻﺧﺗﯾﺎر رﺳﻣﯾﺎ ً واﻟﺑدء ﻓﻲ اﻟﻣﺷﺎرﯾﻊ‬

5 BY: ATHA ALGHANMI

IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Table 3-4. Stakeholder Register

















ü Table 3-4. Stakeholder Management Strategy

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 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Project Charters and Kick-off Meetings

o See Table 3-6 for an example of a charter

o Charters are normally short and include key project information and stakeholder signatures
o It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet
each other, review the goals of the project, and discuss future plans

.‫ ﻟﻠﺣﺻول ﻋﻠﻰ ﻣﺛﺎل ﻋﻠﻰ اﻟﻌﻘد او ﯾﺳﻣوﻧﮫ ﻣﯾﺛﺎق‬٦-٣ ‫ اﻧظر اﻟﻰ ﺟدول‬o
.‫ وﻋﺎدة ﻣﺎ ﺗﻛون اﻟﻣواﺛﯾق ﻗﺻﯾرة وﺗﺷﻣل ﻣﻌﻠوﻣﺎت اﻟﻣﺷروع اﻟرﺋﯾﺳﯾﺔ وﺗوﻗﯾﻌﺎت أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ‬o
،‫ ﻣن اﻟﻣﻣﺎرﺳﺔ اﻟﺳﻠﯾﻣﺔ ﻋﻘد اﺟﺗﻣﺎع ﻓﻲ ﺑداﯾﺔ اﻟﻣﺷروع )اﺟﺗﻣﺎع ﺗﻣﮭﯾدي( ﺣﺗﻰ ﯾﺗﻣﻛن أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻣن ﻣﻘﺎﺑﻠﺔ ﺑﻌﺿﮭم اﻟﺑﻌض‬o
‫ وﻣﻧﺎﻗﺷﺔ اﻟﺧطط اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬،‫وﻣراﺟﻌﺔ أھداف اﻟﻣﺷروع‬

ü Figure 3-2. Kick-off Meeting Agenda

7 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Project Planning
o The main purpose of project planning is to guide ‫واﻟﻐرض اﻟرﺋﯾﺳﻲ ﻣن ﺗﺧطﯾط اﻟﻣﺷروع ھو ﺗوﺟﯾﮫ اﻟﺗﻧﻔﯾذ‬ o
execution ‫وﯾﺷﻣل ﻛل ﻣﺟﺎل ﻣن ﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ ﻣﻌﻠوﻣﺎت اﻟﺗﺧطﯾط‬ o
o Every knowledge area includes planning (98-97 ‫ ﻓﻲ اﻟﺻﻔﺣﺎت‬7-3 ‫)اﻧظر اﻟﺟدول‬
information (see Table 3-7 on pages 97-98) :‫ ﻣﺎ ﯾﻠﻲ‬JWD ‫وﺗﺷﻣل اﻟﻧواﺗﺞ اﻟرﺋﯾﺳﯾﺔ اﻟﻣدرﺟﺔ ﻓﻲ ﻣﺷروع‬ o
o Key outputs included in the JWD project include:
‫ ﻋﻘد ﻓرﯾق‬Ø
Ø A team contract
‫ ﺑﯾﺎن ﻣدى اﻟﻣﺷروع‬Ø
Ø A project scope statement
Ø A work breakdown structure (WBS) (WBS) ‫ ھﯾﻛل ﺗﻘﺳﯾم اﻟﻌﻣل‬Ø
Ø A project schedule, in the form of a Gantt ‫ ﻣﻊ ﺟﻣﯾﻊ‬Gantt ‫ ﻓﻲ ﺷﻛل ﻣﺧطط‬،‫ ﺟدول اﻟﻣﺷروع‬Ø
chart with all dependencies and resources ‫اﻟﺗﺑﻌﯾﺎت وادﺧل اﻟﻣوارد‬
entered ‫ وھﻧﺎك ﻗﺎﺋﻣﺔ ﺑﺎﻟﻣﺧﺎطر ذات اﻷوﻟوﯾﺔ )ﺟزء ﻣن ﺳﺟل‬Ø
Ø A list of prioritized risks (part of a risk (‫اﻟﻣﺧﺎطر‬
register) 107-100 ‫اﻧظر ﻧﻣﺎذج اﻟوﺛﺎﺋق ﻓﻲ اﻟﺻﻔﺣﺎت‬ o
o See sample documents on pages 100-107

ü Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart













ü Table 3-10. List of Prioritized Risks

8 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Project Executing

o Usually takes the most time and resources to perform project execution
o Project managers must use their leadership skills to handle the many challenges that occur during project
execution
o Table 3-11 on p. 108 lists the executing processes and outputs; many project sponsors and customers
focus on deliverables related to providing the products, services, or results desired from the project
o A milestone report (example on pp. 109-110) can help focus on completing major milestones

‫ﻋﺎدة ﻣﺎ ﯾﺳﺗﻐرق ﻣﻌظم اﻟوﻗت واﻟﻣوارد ﻟﺗﻧﻔﯾذ اﻟﻣﺷروع‬ o

‫ﯾﺟب ﻋﻠﻰ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ اﺳﺗﺧدام ﻣﮭﺎراﺗﮭم اﻟﻘﯾﺎدﯾﺔ ﻟﻠﺗﻌﺎﻣل ﻣﻊ اﻟﻌدﯾد ﻣن اﻟﺗﺣدﯾﺎت اﻟﺗﻲ ﺗﺣدث أﺛﻧﺎء ﺗﻧﻔﯾذ اﻟﻣﺷروع‬ o
‫ ﺗﺳرد اﻟﻌﻣﻠﯾﺎت واﻟﻣﺧرﺟﺎت اﻟﺗﻧﻔﯾذﯾﺔ؛ ﯾرﻛز اﻟﻌدﯾد ﻣن اﻟﺟﮭﺎت اﻟراﻋﯾﺔ ﻟﻠﻣﺷروع واﻟﻌﻣﻼء ﻋﻠﻰ اﻟﻧواﺗﺞ‬108 .‫ ﻓﻲ ص‬11-3 ‫اﻟﺟدول‬ o
.‫اﻟﻣﺗﻌﻠﻘﺔ ﺑﺗﻘدﯾم اﻟﻣﻧﺗﺟﺎت أو اﻟﺧدﻣﺎت أو اﻟﻧﺗﺎﺋﺞ اﻟﻣرﺟوة ﻣن اﻟﻣﺷروع‬
.‫( ﯾﻣﻛن أن ﺗﺳﺎﻋد ﻓﻲ اﻟﺗرﻛﯾز ﻋﻠﻰ اﺳﺗﻛﻣﺎل اﻟﻣﻌﺎﻟم اﻟرﺋﯾﺳﯾﺔ‬١٠٩-١١٠‫ )ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل ﻓﻲ ص‬،‫ﺗﻘرﯾر ﻣﻌﻠم ﻟﺣدث‬ o

ü Part of Milestone Report (Table 3-12)

9 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 3 – The Project Management Process Groups: A Case Study
WEEK: 4
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ü Best Practice
o One way to learn about best practices in project management is by studying recipients of PMI’s Project of
the Year award
o The Quartier international de Montreal (QIM), Montreal’s international district, was a 66-acre urban
revitalization project in the heart of downtown Montreal
o This $90 million, five-year project turned a once unpopular area into a thriving section of the city with a
booming real estate market and has generated $770 million in related construction

.‫ ﻟﻠﻌﺎم‬PMI ‫ إﺣدى اﻟطرق ﻟﻠﺗﻌرف ﻋﻠﻰ أﻓﺿل اﻟﻣﻣﺎرﺳﺎت ﻓﻲ إدارة اﻟﻣﺷﺎرﯾﻊ ھﻲ دراﺳﺔ اﻟﻣﺳﺗﻔﯾدﯾن ﻣن ﺟﺎﺋزة ﻣﺷروع‬o
.‫ ﻗطﻌﺔ ﻣن اﻻرض ﻓﻲ ﻗﻠب وﺳط ﻣدﯾﻧﺔ ﻣوﻧﺗ﷼‬66 ‫ ﻣﺷروع إﻧﻌﺎش اﻟﻣدن‬،‫ اﻟﺣﻲ اﻟدوﻟﻲ ﻓﻲ ﻣوﻧﺗ﷼‬QIM‫ وﻛﺎن‬o
‫ ﻣﻧطﻘﺔ ﻻ ﺗﺣظﻰ ﺑﺷﻌﺑﯾﺔ ﻓﻲ وﻗت ﻣﺑﻛر إﻟﻰ ﻗﺳم‬،‫ وھو ﻣﺷروع ﻣدﺗﮫ ﺧﻣس ﺳﻧوات‬،‫ ﻣﻠﯾون دوﻻر‬90 ‫ وﺣول ھذا اﻟﻣﺷروع اﻟذي ﺗﺑﻠﻎ ﻗﯾﻣﺗﮫ‬o
.‫ ﻣﻠﯾون دوﻻر ﻓﻲ اﻟﺑﻧﺎء ذات اﻟﺻﻠﺔ‬770 ‫ وﻗد وﻟد‬،‫ﻣزدھر ﻣن اﻟﻣدﯾﻧﺔ ﻣﻊ ازدھﺎر ﺳوق اﻟﻌﻘﺎرات‬

ü Project Monitoring and Controlling

o Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking
correction actions
o Affects all other process groups and occurs during all phases of the project life cycle
o Outputs include performance reports, change requests, and updates to various plans
o See Table 3-13

‫ واﺗﺧﺎذ إﺟراءات اﻟﺗﺻﺣﯾﺢ‬،‫ ورﺻد اﻻﻧﺣراف ﻋن اﻟﺧطﺔ‬،‫وﯾﺷﻣل ﻗﯾﺎس اﻟﺗﻘدم ﻧﺣو أھداف اﻟﻣﺷروع‬ o
‫ﯾؤﺛر ﻋﻠﻰ ﺟﻣﯾﻊ ﻣﺟﻣوﻋﺎت اﻟﻌﻣﻠﯾﺎت اﻷﺧرى وﯾﺣدث ﺧﻼل ﺟﻣﯾﻊ ﻣراﺣل دورة ﺣﯾﺎة اﻟﻣﺷروع‬ o
‫ وﺗﺣدﯾﺛﺎت ﻟﻣﺧﺗﻠف اﻟﺧطط‬،‫ وطﻠﺑﺎت اﻟﺗﻐﯾﯾر‬،‫وﺗﺷﻣل اﻟﻧواﺗﺞ ﺗﻘﺎرﯾر اﻷداء‬ o
13-3 ‫اﻧظر اﻟﺟدول‬ o

ü Project Closing

o Involves gaining stakeholder and customer acceptance of the final products and services
o Even if projects are not completed, they should be closed out to learn from the past
o Outputs include project archives and lessons learned, part of organizational process assets
o Most projects also include a final report and presentation to the sponsor/senior management

‫ﯾﺷﻣل ﻛﺳب أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ وﻗﺑول اﻟﻌﻣﻼء ﻟﻠﻣﻧﺗﺟﺎت واﻟﺧدﻣﺎت اﻟﻧﮭﺎﺋﯾﺔ‬ o

‫ ﯾﻧﺑﻐﻲ إﻏﻼﻗﮭﺎ ﻟﻠﺗﻌﻠم ﻣن اﻟﻣﺎﺿﻲ‬،‫وﺣﺗﻰ ﻟو ﻟم ﺗﻛﺗﻣل اﻟﻣﺷﺎرﯾﻊ‬ o
‫ وھﻲ ﺟزء ﻣن أﺻول اﻟﻌﻣﻠﯾﺎت اﻟﺗﻧظﯾﻣﯾﺔ‬،‫وﺗﺷﻣل اﻟﻧواﺗﺞ أرﺷﯾﻔﺎت اﻟﻣﺷﺎرﯾﻊ واﻟدروس اﻟﻣﺳﺗﻔﺎدة‬ o
.‫ اﻹدارة اﻟﻌﻠﯾﺎ‬/ ‫وﺗﺷﻣل ﻣﻌظم اﻟﻣﺷﺎرﯾﻊ أﯾﺿﺎ اﻟﺗﻘرﯾر اﻟﻧﮭﺎﺋﻲ واﻟﺗﻘدﯾﻣﺔ إﻟﻰ اﻟﺟﮭﺔ اﻟراﻋﯾﺔ‬ o

THE END OF CHAPTER 3.
GOOD LUCK ❤.

10 BY: ATHA ALGHANMI