CHAPTER2: Defining Your Project.

The Contents of Chapter2: Defining Your Project “Project Initiation” .

- Getting Started.

- Reviewing The Project Life Cycle “Phases”

- Project Management: The Process Context.

- Initiating Your Project.

- Project Proposals.

- Your Responsibilities as Project Manager in this phase.

- Who are All These People?

- Initiation Tools and Best Practices. “Practical Side”

- If Initiating isn’t Done Right!

- Common Challenges You Can Expect to Face.

- Knowledge Areas.

Translation by Afony

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1- Getting Started:
You’ve already got an understanding of the basic project life cycle, and we’ve just talked through some of
the underlying principles of project management. In this chapter, we’ll talk about the work that comes
before the project life cycle—finding possible projects, working out which projects are worth pursuing, and
getting to know the different groups of people who will be involved in any project. Finally, we’ll discuss the
process of actually initiating a project.

‫ سنتحدث‬، ‫ فً هذا الفصل‬.‫ وتحدثنا للتو من خالل بعض المبادئ األساسٌة إلدارة المشروع‬، ‫لمد فهمت بالفعل دورة حٌاة المشروع األساسٌة‬
‫ والتعرف‬، ‫ والتوصل إلى المشارٌع التً تستحك المتابعة‬، ‫ العثور على المشارٌع الممكنة‬- ‫عن العمل الذي ٌأتً لبل دورة حٌاة المشروع‬
‫ سننالش عملٌة البدء الفعلً للمشروع‬، ‫أخٌرا‬
ً .‫على مجموعات مختلفة من األشخاص الذٌن سٌشاركون فً أي مشروع‬.

2- Reviewing The Project Life Cycle “Phases”:

Projects typically have identifiable phases and each phase has a unique
set of challenges for the project manager. If we view the project
process from the highest level, four basic project phases can be
identified. Including “Initiation Phase, Planning Phase, Execution Phase,
and Close-Out Phase.”

During the first of these four phases, the Initiation Phase, the need is
identified. An appropriate response to the need is determined and
described. (This is actually where the project begins.) The major
deliverables and the participating work groups are identified. The team
begins to take shape. Issues of feasibility (can we do the project?) and
justification (should we do the project?) are addressed.

Next is the Planning Phase, where the project solution is further

developed in as much detail as possible. Intermediate work products
(interim deliverables) are identified, along with the strategy for
producing them. Formulating this strategy begins with the definition of
the required elements of work (tasks) and the optimum sequence for
executing them (the schedule). Estimates are made regarding the
amount of time and money needed to perform the work and when the
work is to be done. The question of feasibility and justification surfaces again, as formal approval to
proceed with the project is ordinarily sought before continuing.

‫ إذا نظرنا إلى عملٌة المشروع من أعلى‬.‫تحتوي المشروعات عادة على مراحل ٌمكن تحدٌدها ولكل مرحلة مجموعة فرٌدة من التحدٌات لمدٌر المشروع‬
‫ ومرحلة اإلغالق‬، ‫ مرحلة التنفٌذ‬، ‫ مرحلة التخطٌط‬، ‫ بما فً ذلن "مرحلة البدء‬.‫ ٌمكن تحدٌد أربع مراحل أساسٌة للمشروع‬، ‫"مستوى‬.

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 ‫ (هذا هو فً الوالع حٌث‬.‫ ٌتم تحدٌد االستجابة المناسبة للحاجة ووصفها‬.‫ تم تحدٌد الحاجة‬، ‫ مرحلة البدء‬، ‫خالل المرحلة األولى من هذه المراحل األربع‬
‫ تتم معالجة لضاٌا الجدوى (هل ٌمكننا المٌام‬.‫ ٌبدأ الفرٌك فً التبلور‬.‫ ٌتم تحدٌد العناصر الرئٌسٌة المابلة للتنفٌذ ومجموعات العمل المشاركة‬.)‫ٌبدأ المشروع‬
‫)بالمشروع؟) والمبررات (هل ٌجب أن نفعل المشروع؟‬.

‫ إلى‬، )‫ ٌتم تحدٌد منتجات العمل الوسٌطة (التسلٌمات المؤلتة‬.‫ حٌث ٌتم تطوٌر حل المشروع بمزٌد من التفصٌل لدر اإلمكان‬، ‫التالً هو مرحلة التخطٌط‬
‫ ٌتم إجراء تمدٌرات‬.)‫ تبدأ صٌاغة هذه اإلستراتٌجٌة بتعرٌف عناصر العمل المطلوبة (المهام) والتسلسل األمثل لتنفٌذها (الجدول‬.‫جانب استراتٌجٌة إنتاجها‬
‫ حٌث ٌتم الحصول على الموافمة الرسمٌة‬، ‫ مسألة الجدوى والتبرٌر مرة أخرى‬.‫بشأن ممدار الولت والمال الالزم ألداء العمل وتارٌخ االنتهاء من العمل‬
‫للمضً لدما ً فً المشروع لبل المتابع‬

During the third phase, the Execution Phase, the prescribed work is performed under the watchful
eye of the project manager. Progress is continuously monitored and appropriate adjustments are
made and recorded as variances from the original plan. Throughout this phase, the project team
remains focused on meeting the objectives developed and agreed upon at the outset of the
project. During the final phase, or the Close-Out Phase, the emphasis is on verifying that the
project has satisfied or will satisfy the original need. Ideally, the project culminates with a smooth
transition from deliverable creation (the project) to deliverable utilization (the post-project life
cycle). The project customer accepts and uses the deliverables. Throughout this phase, project
resources (the members of the project team) are gradually re-deployed and the project finally
shuts down.
‫ب‬ٛ‫زْ سطذ‬٣ ‫ اُزوذّ ٓغزٔش‬.‫ع‬ٝ‫ش أُشش‬٣‫شح ُٔذ‬ٛ‫ٖ اُغب‬٤‫ أداء رؾذ اُؼ‬ٞٛ ٚ٤ِ‫ص ػ‬ٞ‫اُؼَٔ أُ٘ظ‬ٝ ، ‫ز‬٤‫ اُز٘ل‬ِٚ‫ٓشؽ‬ٝ ، ‫خالٍ أُشؽِخ اُضبُضخ‬
٢‫ذاف اُز‬ٛ‫كبء أ‬ُٞ‫ ا‬٢ِ‫شًض ػ‬٣ ‫ع‬ٝ‫ن أُشش‬٣‫ضاٍ كش‬٣ ‫ ال‬، ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٍ‫ا‬ٞ‫ؽ‬ٝ .ٚ٤ِ‫م ٖٓ اُخطخ االط‬ٝ‫ب ًلش‬ِٜ٤‫رغغ‬ٝ ‫الد أُ٘بعجخ‬٣‫اعشاء اُزؼذ‬ٝ
‫ع هذ ساع‬ٝ‫ اُزؾون ٖٓ إ أُشش‬٢ِ‫ض ػ‬٤ً‫٘ظت اُزش‬٣ ، ‫ اإلؿالم‬ِٚ‫ ٓشؽ‬ٝ‫ أ‬، ‫خ‬٤‫بئ‬ُٜ٘‫خالٍ أُشؽِخ ا‬ٝ .‫ع‬ٝ‫خ أُشش‬٣‫ ثذا‬٢‫ب ك‬ٜ٤ِ‫ارلن ػ‬ٝ ‫ػؼذ‬ٝ
ٙ‫ب‬٤‫ ؽ‬ٙ‫س‬ٝ‫ْ اعزخذاّ (د‬٤ِ‫ اُزغ‬٠ُ‫ع) ئ‬ٝ‫ْ (أُشش‬٤ِ‫ط ثبٗزوبٍ عِظ ٖٓ ئٗشبء اُزغ‬ٞ‫ز‬٣ ‫ع‬ٝ‫ كبٕ أُشش‬، ‫خ‬٤ُ‫خ أُضب‬٤‫ٖٓ اُ٘بؽ‬ٝ .ٚ٤ِ‫ اُؾبعخ االط‬٢‫ِج‬٤‫ ع‬ٝ‫أ‬
‫ب‬ٛ‫ ٗشش‬ٙ‫زْ أػبد‬٣ )‫ع‬ٝ‫ن أُشش‬٣‫ع (أػؼبء كش‬ٝ‫اسد أُشش‬ٞٓ ، ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٍ‫ خال‬.‫ٔبد‬٤ِ‫غزخذّ اُزغ‬٣ٝ ‫ع‬ٝ‫َ أُشش‬٤ٔ‫وجَ اُؼ‬٣ .)‫ع‬ٝ‫ٓب ثؼذ أُشش‬
.‫شا‬٤‫ع أخ‬ٝ‫ئؿالم أُشش‬ٝ ‫ب‬٤‫غ‬٣‫رذس‬

3- Project Management: The Process Context

Problems, needs, and opportunities continually arise in every organization. Problems like low
operational efficiency, needs like additional office space, and opportunities like penetrating a new
product market are just a few of a nearly endless number of situations that management must
address in the process of operating an organization or company. These problems, needs, and
opportunities give rise to the identification of solutions. Executing those solutions entails a change
for the organization. Projects are generally established to carry out this change and there’s always
someone responsible for the successful completion of each project. As the project manager, you
are the primary change agent, and your guide for carrying out the change is the project
management process

‫خ‬٤‫بعبد ٓضَ أُغبؽخ أٌُزج‬٤‫االؽز‬ٝ ، ‫خ أُ٘خلؼخ‬٤ِ٤‫ ٓشبًَ ٓضَ اٌُلبءح اُزشـ‬.ٚٔ‫ ًَ ٓ٘ظ‬٢‫اُلشص ثبعزٔشاس ك‬ٝ ‫بعبد‬٤‫االؽز‬ٝ ًَ‫ر٘شب أُشب‬ٝ .‫خ‬٤ِٔ‫بم اُؼ‬٤‫ع‬
َ٤‫ رشـ‬ٚ٤ِٔ‫ ػ‬٢‫غت إ رؼبُظ ك‬٣ ٙ‫جب إ االداس‬٣‫ب روش‬ُٜ ‫خ‬٣‫ب‬ٜٗ ‫ ال‬٢‫َ ٖٓ اُؾبالد اُز‬٤ِ‫ ػذد ه‬١ٞ‫غذ ع‬٤ُ ٙ‫ذ‬٣‫م ٓ٘زغبد عذ‬ٞ‫كشص ٓضَ اخزشام ع‬ٝ ، ٚ٤‫االػبك‬
‫غ‬٣‫زْ ئٗشبء أُشبس‬٣ .‫ أُ٘ظٔخ‬٢‫ش ك‬٤٤‫ رـ‬٢ِ‫ٍ ػ‬ِٞ‫ اُؾ‬ٙ‫ز‬ٛ ‫ز‬٤‫ ر٘ل‬١ٞ‫٘ط‬٣ٝ .ٍِٞ‫ذ اُؾ‬٣‫ رؾذ‬٠ُ‫ ئ‬١‫اُلشص رإد‬ٝ ‫بعبد‬٤‫االؽز‬ٝ ًَ‫ أُشب‬ٙ‫ز‬ٛٝ .ًٚ‫ اُشش‬ٝ‫ أ‬ٚٔ‫ٓ٘ظ‬
‫ز‬٤‫ِي ُز٘ل‬٤ُ‫د‬ٝ ، ٢‫ش األعبع‬٤٤‫ أٗذ ػبَٓ اُزـ‬، ‫ع‬ٝ‫ش أُشش‬٣‫ ًٔذ‬.‫ع‬ٝ‫ٍ ػٖ اإلٗغبص اُ٘بعؼ ٌَُ ٓشش‬ٝ‫٘بى دائٔب شخض ٓغإ‬ٛٝ ‫ش‬٤٤‫زا اُزـ‬ٛ ‫ز‬٤‫ثشٌَ ػبّ ُز٘ل‬
‫ع‬ٝ‫ أُشش‬ٙ‫ أداس‬ٚ٤ِٔ‫ ػ‬ٞٛ ‫ش‬٤٤‫اُزـ‬

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4-Initiating Your Project:

Project Initiation is the creation of project by the Project Manager that entails the definition of the
project's purpose, primary and secondary goals, timeframe and timeline of when goals are
expected to be met. The Project Manager may add additional items to the project during the
Project Initiation phase. Now we’re ready to really get going with the project! So let’s look at why
initiating your project well is so important, and how you should go about it. We’ll also investigate
some of the tools and best practices for doing so. Also, Feasibility study can be part of this phase in
order to conduct all activities effectively. After collecting all needed information from this phase
the project manager can start creating the Project Charter

٢٘ٓ‫اإلؽبس اُض‬ٝ ، ‫خ‬٣ٞٗ‫اُضب‬ٝ ٚ٤‫ذاف االعبع‬ٛ‫األ‬ٝ ، ‫ع‬ٝ‫ق اُـشع ٖٓ أُشش‬٣‫ رؼش‬٢ِ‫ ػ‬١ٞ‫٘ط‬٣ ١‫ع اُز‬ٝ‫ش أُشش‬٣‫ع ٖٓ هجَ ٓذ‬ٝ‫ ئٗشبء ٓشش‬ٞٛ ‫ع‬ٝ‫ثذء أُشش‬
ٖ‫ٕ ٗؾ‬٥‫ ا‬."‫ع‬ٝ‫ "ثذء أُشش‬ِٚ‫ع اص٘بء ٓشؽ‬ٝ‫ أُشش‬٠ُ‫ ئ‬ٚ٤‫ ػ٘بطش اػبك‬ٚ‫ع هذ أػبك‬ٝ‫ش أُشش‬٣‫ ٓذ‬.‫ذاف‬ٛ‫هغ إ رزؾون األ‬ٞ‫هذ أُز‬ُٞ‫ ٖٓ ا‬٢٘ٓ‫ٍ اُض‬ٝ‫اُغذ‬ٝ
‫ؼب‬٣‫ ع٘ؾون أ‬.‫زا األٓش‬ٛ ٍٞ‫ت ؽ‬ٛ‫غت إ رز‬٣ ‫ق‬٤ًٝ ، ‫ْ عذا‬ٜٓ ‫ذا‬٤‫ع اُخبص ثي ع‬ٝ‫اٗب ٗ٘ظش ُٔبرا ثذء أُشش‬ٞ‫ع! ُزُي دػ‬ٝ‫بة ؽوب ٓغ أُشش‬ٛ‫ ٕ ُِز‬ٝ‫ٓغزؼذ‬
‫ ثؼذ عٔغ‬.‫خ‬٤ُ‫ ثلؼب‬ٚ‫غ االٗشط‬٤ٔ‫بّ ثغ‬٤‫ أُشؽِخ ٖٓ أعَ اُو‬ٙ‫ز‬ٛ ٖٓ ‫ عضءا‬ٟٝ‫ٕ دساعخ اُغذ‬ٌٞ‫ٌٖٔ إ ر‬٣ ‫ ًٔب‬.‫بّ ثزُي‬٤‫أكؼَ أُٔبسعبد ُِو‬ٝ ‫ ثؼغ االدااد‬٢‫ك‬
‫ع‬ٝ‫ضبم أُشش‬٤ٓ ‫ ئٗشبء‬٢‫ع اُجذء ك‬ٝ‫ش أُشش‬٣‫ٌٖٔ ُٔذ‬٣ ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٖٓ ‫ثخ‬ِٞ‫ٓبد أُط‬ِٞ‫ًَ أُؼ‬

What is a Feasibility Study? A Project Feasibility Study is an exercise that involves documenting
each of the potential solutions to a particular business problem or opportunity. Feasibility
Studies can be undertaken by any type of business, project or team and they are a critical part of
the Project Life Cycle.

ٌٖٔ٣ .ٚ‫ كشط‬ٝ‫ أ‬ٚ٘٤‫ ٓؼ‬ٚ٣‫ رغبس‬ٌِٚ‫ٍ أُؾزِٔخ ُٔش‬ِٞ‫ن ًَ ٖٓ اُؾ‬٤‫ص‬ٞ‫ ر‬٢ِ‫ ػ‬١ٞ‫ ر٘ط‬ٚ٤ِٔ‫ ػ‬٢ٛ ‫ع‬ٝ‫ أُشش‬ٟٝ‫ ؟ دساعخ عذ‬ٟٝ‫ دساعخ اُغذ‬٢ٛ ‫ٓب‬
.‫ع‬ٝ‫ أُشش‬ٙ‫ب‬٤‫ ؽ‬ٙ‫س‬ٝ‫بّ ٖٓ د‬ٛ ‫ عضء‬٢ٛٝ ، ‫ن‬٣‫ اُلش‬ٝ‫غ أ‬٣‫ أُشبس‬ٝ‫ع ٖٓ االػٔبٍ أ‬ٞٗ ١‫ ٖٓ هجَ ا‬ٟٝ‫بّ ثذساعبد اُغذ‬٤‫اُو‬

What is a Project Charter? It is the special document, and the sacred reference for professional
project managers who do not accept to exercise their roles without it. A Project Charter outlines
the purpose of the project, the way the project will be structured and how it will be successfully
implemented. The Project Charter describes the project vision, objectives, scope and
deliverables, as well as the Stakeholders, roles and responsibilities. The Project Charter is also
known as a "Terms of Reference" or "Project Definition Report". The purpose of this document
to clarify the need of the project “Business Case”, clarified the objectives of the project and
some of the general features of the project. Then I present it to the decision-makers.

‫ضبم‬٤ٓ ‫ؾذد‬٣ .‫ب‬ٜٗٝ‫ْ ثذ‬ٛ‫اس‬ٝ‫ٕ ٓٔبسعخ أد‬ِٞ‫وج‬٣ ‫ٖ ال‬٣‫ٖ اُز‬٤‫غ أُؾزشك‬٣‫ أُشبس‬١‫ش‬٣‫أُشعغ أُوذط ُٔذ‬ٝ ‫وخ اُخبطخ‬٤‫ص‬ُٞ‫ب ا‬ٜٗ‫ع؟ ئ‬ٝ‫ضبم أُشش‬٤ٓ ٞٛ ‫ٓب‬
، ٚ‫ارغ‬ٞٗٝ ٚ‫ٗطبه‬ٝ ٚ‫ذاك‬ٛ‫أ‬ٝ ‫ع‬ٝ‫خ أُشش‬٣‫ع سؤ‬ٝ‫ضبم أُشش‬٤ٓ ‫ظق‬٣ .‫ ث٘غبػ‬ٙ‫ز‬٤‫خ ر٘ل‬٤‫ل‬٤ًٝ ‫ع‬ٝ‫ْ أُشش‬٤‫وخ ر٘ظ‬٣‫ؽش‬ٝ ‫ع‬ٝ‫ع ؿشع أُشش‬ٝ‫أُشش‬
‫ اُـشع‬."‫ع‬ٝ‫ق أُشش‬٣‫ش رؼش‬٣‫ "روش‬ٝ‫ؼًب ثبعْ "االخزظبطبد" أ‬٣‫ع أ‬ٝ‫ضبم أُشش‬٤ٓ ‫ُؼشف‬٣ .‫بد‬٤ُٝ‫أُغإ‬ٝ ‫اس‬ٝ‫األد‬ٝ ‫ًزُي أطؾبة أُظبُؼ‬ٝ
‫ب ُظ٘بع اُوشاس‬ٜٓ‫ صْ أهذ‬.‫ع‬ٝ‫ضاد اُؼبٓخ ُِٔشش‬٤ُٔ‫ثؼغ ا‬ٝ ‫ع‬ٝ‫ذاف أُشش‬ٛ‫ػؼ أ‬ٝ‫ أ‬، "َٔ‫ع "ؽبُخ اُؼ‬ٝ‫ؼ ؽبعخ أُشش‬٤‫ػ‬ٞ‫وخ ُز‬٤‫ص‬ُٞ‫ ا‬ٙ‫ز‬ٛ ٖٓ.

4
A-The Purpose of Initiating :

The purpose of the Initiating phase is to set the project up for success. I often argue that it is the
most important phase of the project life cycle, since, if it’s neglected, the results can be
catastrophic. After all, the beginning of the project is the point at which you form with the
customer the contract (both formal and informal) that explains what will be delivered, roughly
how it will be done, and when it will be ready.

‫ش ئٕ اُ٘زبئظ‬٤‫ ؽ‬، ‫ع‬ٝ‫بح أُشش‬٤‫سح ؽ‬ٝ‫خ ٖٓ د‬٤ٔٛ‫ أُشؽِخ األًضش أ‬٢ٛ ٙ‫ز‬ٛ ٕ‫شا ً ٓب أصػْ أ‬٤‫ ًض‬.‫ع ُِ٘غبػ‬ٝ‫ ئػذاد أُشش‬ٞٛ ‫اُـشع ٖٓ ٓشؽِخ اُجذء‬
‫ػؼ‬ٞ٣ ١‫) اُز‬٢ٔ‫ش اُشع‬٤‫ؿ‬ٝ ٢ٔ‫َ اُؼوذ (اُشع‬٤ٔ‫ب ٓغ اُؼ‬ٜ٤‫ رشٌَ ك‬٢‫ اُ٘وطخ اُز‬٢ٛ ‫ع‬ٝ‫خ أُشش‬٣‫ ثذا‬، ‫ء‬٢‫ ثؼذ ًَ ش‬.‫ب‬ُٜ‫ٔب‬ٛ‫خ ئرا رْ ئ‬٤‫ٕ ًبسص‬ٌٞ‫هذ ر‬
ً
‫ض‬ٛ‫عب‬ ٌٕٞ٣ ٠‫ٓز‬ٝ ، ‫زْ رُي‬٤‫ق ع‬٤ً ‫جًب‬٣‫ روش‬، ٚٔ٤ِ‫زْ رغ‬٤‫ٓب ع‬
Initiating is also the best chance you’ll get to define success. At the very outset you can agree on the
project’s success criteria—key elements that need to be delivered for the project to be successful.
These criteria will then help guide you throughout the project.

٢‫خ اُز‬٤‫ اُؼ٘بطش األعبع‬- ‫ع‬ٝ‫ش ٗغبػ أُشش‬٤٣‫ ٓؼب‬٠ِ‫ٌٔ٘ي االرلبم ػ‬٣ ، ‫خ‬٣‫ اُجذا‬٢‫ ك‬.‫ق اُ٘غبػ‬٣‫ رؼش‬٠ِ‫ؼًب أكؼَ كشطخ عزؾظَ ػ‬٣‫ أ‬ٞٛ ‫اُجذء‬
‫ع‬ٝ‫ ئسشبدى خالٍ أُشش‬٢‫ش عزغبػذ ك‬٤٣‫ أُؼب‬ٙ‫ز‬ٛ .‫ع‬ٝ‫٘غؼ أُشش‬٣ ٠‫ب ؽز‬ٜٔ٤ِ‫غت رغ‬٣

B- The Process of Initiating

The process of project initiation is quite simple. Gather information about:
- Why the project is happening ! ―Business Case‖
- What needs to be delivered and how this will be done.
- Who will be involved ! the timings to which the project will be delivered.
Make sure to get input from all the key stakeholders. Summarize the why, what, how, who, and
when of the project into a Project Initiation Document !
Review the Project Initiation Document ―Project Charter‖ with the project board and key
stakeholders to get their agreement. !
Hold a kickoff meeting to herald the start of the project, share the success criteria, and plan going
forward with the project team, board members, and key stakeholders. There may well be a number
of unfamiliar terms in that process explanation, but don’t worry about that just now. We’re about to
look at the different tools and best practices that will help you get your project off to a flying start.
The key point to take away from the initiating process is that you should start the project with
everyone on the same page, and move forward towards a common, agreed goal.

- Initiating Process in details:

―In details‖ Step 1. Identify and frame the problem or opportunity. In this phase, the fundamental
need is identified. The need is then quantified with respect to factors such as its size, shape, and
extent. The true need must be completely understood before attempting to define the best solution.

5
A significant number of project failures can be attributed to the
phenomenon of solution jumping. In simple terms, this occurs
when you try to provide an answer and

!‫ع‬ٝ‫ؾذس أُشش‬٣ ‫ ُٔبرا‬- :ٍٞ‫ٓبد ؽ‬ِٞ‫ عٔغ أُؼ‬.‫خ‬٣‫طخ ُِـب‬٤‫ع ثغ‬ٝ‫خ ثذء أُشش‬٤ِٔ‫خ اُجذء ػ‬٤ِٔ‫ػ‬
.‫ع‬ٝ‫ْ أُشش‬٤ِ‫ذ رغ‬٤‫ه‬ٞ‫شبسى! ر‬٣ ‫ف‬ٞ‫ ٖٓ ع‬- .‫زْ رُي‬٤‫ق ع‬٤ًٝ ٚٔ٤ِ‫غت رغ‬٣ ‫ ٓب‬- "َٔ‫"ؽبُخ اُؼ‬
، ‫ ٓبرا‬، ‫ ُخض ُٔبرا‬.ٖ٤٤‫غ‬٤‫غ أطؾبة أُظِؾخ اُشئ‬٤ٔ‫ ٓذخالد ٖٓ ع‬٠ِ‫ٍ ػ‬ٞ‫رأًذ ٖٓ اُؾظ‬
‫ضبم‬٤ٓ" ‫ع‬ٝ‫وخ ثذء أُشش‬٤‫ص‬ٝ ‫ع! ساعغ‬ٝ‫وخ ثذء أُشش‬٤‫ص‬ٝ ٢‫ع ك‬ٝ‫ أُشش‬٠‫ٓز‬ٝ ، ٖٓ ، ‫ق‬٤ً
‫ ! هْ ثؼوذ‬.ْٜ‫اكوز‬ٞٓ ٠ِ‫ٍ ػ‬ٞ‫ٖ ُِؾظ‬٤٤‫غ‬٤‫أطؾبة أُظِؾخ اُشئ‬ٝ ‫ع‬ٝ‫ع" ٓغ ٓغِظ أُشش‬ٝ‫أُشش‬
‫ن‬٣‫ هذ ًٓب ٓغ كش‬٢‫ؾ ُِٔؼ‬٤‫اُزخط‬ٝ ‫ش اُ٘غبػ‬٤٣‫ٓشبسًخ ٓؼب‬ٝ ‫ع‬ٝ‫اعزٔبع اٗطالم ُِٔجبدسح ثجذء أُشش‬
‫ ٌُٖ ال‬، ‫خ‬٤ِٔ‫ ششػ اُؼ‬٢‫كخ ك‬ُٞ‫ش أُأ‬٤‫٘بى ػذد ٖٓ أُظطِؾبد ؿ‬ٛ ٌٕٞ٣ ‫ هذ‬.ٖ٤٤‫غ‬٤‫أطؾبة أُظِؾخ اُشئ‬ٝ ‫أػؼبء ٓغِظ اإلداسح‬ٝ ‫ع‬ٝ‫أُشش‬
‫خ‬٤‫ اُ٘وطخ األعبع‬.‫ػي‬ٝ‫ ثذء ٓشش‬٠ِ‫ عزغبػذى ػ‬٢‫أكؼَ أُٔبسعبد اُز‬ٝ ‫اد أُخزِلخ‬ٝ‫ األد‬٠ِ‫شي ئُوبء ٗظشح ػ‬ٝ ٠ِ‫ ٗؾٖ ػ‬.ٕ٥‫روِن ثشإٔ رُي ا‬
‫ذف‬ٛ ٞ‫ هذ ًٓب ٗؾ‬٢‫أُؼ‬ٝ ، ‫ ٗلظ اُظلؾخ‬٢‫ع ٓغ ًَ شخض ك‬ٝ‫ي ثذء أُشش‬٤ِ‫غت ػ‬٣ ٚٗ‫ أ‬٢ٛ ‫خ اُجذء‬٤ِٔ‫ب ٖٓ ػ‬ٜ٘ٓ ‫ي اُزخِض‬٤ِ‫غت ػ‬٣ ٢‫اُز‬
‫ذ اُؾبعخ‬٣‫زْ رؾذ‬٣ ، ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٢‫ ك‬.‫ب‬ٛ‫ش‬٤‫رأؽ‬ٝ ‫ اُلشطخ‬ٝ‫ذ أُشٌِخ أ‬٣‫ رؾذ‬.1 ‫ح‬ٞ‫َ" اُخط‬٤‫ "ثبُزلظ‬:َ٤‫خ ثبُزلبط‬٤ِٔ‫ ثذء اُؼ‬- .ٚ٤ِ‫ٓشزشى ٓزلن ػ‬
َ‫ذ أكؼ‬٣‫ُخ رؾذ‬ٝ‫خ رٔب ًٓب هجَ ٓؾب‬٤‫و‬٤‫ْ اُؾبعخ اُؾو‬ٜ‫غت ك‬٣ .‫ب‬ٛ‫ٓذا‬ٝ ‫ب‬ٌِٜ‫ش‬ٝ ‫ب‬ٜٔ‫آَ ٓضَ ؽغ‬ٞ‫زؼِن ثؼ‬٣ ‫ٔب‬٤‫ش اُؾبعخ ك‬٣‫زْ روذ‬٣ ْ‫ ص‬.‫خ‬٤‫األعبع‬
ٍٝ‫زا ػ٘ذٓب رؾب‬ٛ ‫ؾذس‬٣ ، ‫طخ‬٤‫ ثؼجبساد ثغ‬.ٍِٞ‫شح هلض اُؾ‬ٛ‫ ظب‬٠ُ‫ع ئ‬ٝ‫ش ٖٓ ؽبالد كشَ أُشش‬٤‫ ػذد ًج‬ٟ‫ؼض‬٣ ٕ‫ٌٖٔ أ‬٣ .ٍِٞ‫اُؾ‬
‫ْ ئعبثخ‬٣‫روذ‬
understanding the question. This is a real possibility whenever the requirements are not fully
defined, and impulse— rather than a rational process—is used to determine the project solution.

Step 2. Identify and define the best project solution. In Step 2, early determinations should be
made regarding which work groups should be involved. A team should be formed to assist in this
and all subsequent process steps. The team may use brainstorming or similar creativity techniques
to help identify alternative solutions.

Step 3. Identify task and resource requirements. Once the project solution is identified, we’re
ready to move to the next phase, which is to identify the task and the resource requirements.
Consideration should be given to the preferred methods for doing the work and how much of the
work will be done using internal resources.

Step 4. Estimate project costs and prepare a project budget. In this step, the project manager
coordinates the preparation of a cost estimate for the project. A variety of methods may be used to
estimate cost, depending upon the level of detail that exists at that time. The overall project cost is
allocated to individual elements of the project, thus creating a budget for each major work element.
This budget is used to monitor and control cost expenditures during project execution.

Step 5. Analyze risk and establish stakeholder relationships. Once the project team has
identified the work, prepared the schedule, and estimated the costs, the three fundamental
components of the planning process are complete. This is an excellent time to identify and try to
deal with anything that might pose a threat to the successful completion of the project. This is called
risk management.

In risk management, ―high-threat‖ potential problems are identified. Action is taken on each high
threat potential problem, either to reduce the probability that the problem will occur or to reduce the

6
impact on the project if it does occur. It is treated as a discrete step, risk analysis should be a
continuous process: you should be ever vigilant for threats to your project’s success.

َ‫ذ ؽ‬٣‫ ُزؾذ‬- ‫خ‬٤ٗ‫خ ػوال‬٤ِٔ‫ظ ػ‬٤ُٝ - ‫زْ اعزخذاّ اُذاكغ‬٣ٝ ، َٓ‫ذ أُزطِجبد ثشٌَ ًب‬٣‫زْ رؾذ‬٣ ‫ ػ٘ذٓب ال‬٢‫و‬٤‫ اؽزٔبٍ ؽو‬ٞٛ ‫زا‬ٛ .ٍ‫ْ اُغإا‬ٜ‫ك‬
٢‫٘جـ‬٣ ٢‫ػبد اُؼَٔ اُز‬ٞٔ‫ ارخبر هشاساد ٓجٌشح ثشإٔ ٓغ‬٢‫٘جـ‬٣ ، 2 ‫ح‬ٞ‫ اُخط‬٢‫ ك‬.‫ع‬ٝ‫ق أكؼَ ؽَ أُشش‬٣‫رؼش‬ٝ ‫ذ‬٣‫ رؾذ‬.2 ‫ح‬ٞ‫ اُخط‬.‫ع‬ٝ‫أُشش‬
‫بد اإلثذاع أُٔبصِخ ُِٔغبػذح‬٤٘‫ رو‬ٝ‫ أ‬٢٘ٛ‫ن اُؼظق اُز‬٣‫غزخذّ اُلش‬٣ ‫ هذ‬.‫خ اُالؽوخ‬٤ِٔ‫اد اُؼ‬ٞ‫ ًَ خط‬٢‫ن ُِٔغبػذح ك‬٣‫َ كش‬٤ٌ‫غت رش‬٣ .‫ب‬ًٜ‫ئششا‬
‫ أُشؽِخ‬٠ُ‫ اعزؼذاد ُالٗزوبٍ ئ‬٠ِ‫ ٗؾٖ ػ‬، ‫ع‬ٝ‫ذ ؽَ أُشش‬٣‫ ثٔغشد رؾذ‬.‫ثخ‬ِٞ‫اسد أُط‬ُٞٔ‫ا‬ٝ ‫ٔخ‬ُٜٔ‫ذ ا‬٣‫ رؾذ‬.3 ‫ح‬ٞ‫ اُخط‬.‫ِخ‬٣‫ٍ اُجذ‬ِٞ‫ذ اُؾ‬٣‫ رؾذ‬٢‫ك‬
ّ‫ ثبعزخذا‬ٚ‫بّ ث‬٤‫زْ اُو‬٤‫ ع‬١‫ٓوذاس اُؼَٔ اُز‬ٝ َٔ‫بّ ثبُؼ‬٤‫ت أُلؼِخ ُِو‬٤ُ‫ األعب‬٢‫غت اُ٘ظش ك‬٣ .‫اسد‬ُٞٔ‫ٓزطِجبد ا‬ٝ ‫ٔخ‬ُٜٔ‫ذ ا‬٣‫ رؾذ‬٢ٛٝ ، ‫خ‬٤ُ‫اُزب‬
‫ش رٌِلخ‬٣‫ع ئػذاد روذ‬ٝ‫ش أُشش‬٣‫٘غن ٓذ‬٣ ، ‫ح‬ٞ‫ اُخط‬ٙ‫ز‬ٛ ٢‫ ك‬.‫ع‬ٝ‫خ أُشش‬٤ٗ‫ضا‬٤ٓ ‫ئػذاد‬ٝ ‫ع‬ٝ‫ق أُشش‬٤ُ‫ش رٌب‬٣‫ روذ‬.4 ‫ح‬ٞ‫ اُخط‬.‫خ‬٤ِ‫اسد اُذاخ‬ُٞٔ‫ا‬
‫ض‬٤‫زْ رخظ‬٣ .‫هذ‬ُٞ‫ رُي ا‬٢‫دح ك‬ٞ‫ع‬ُٞٔ‫َ ا‬٤‫ اُزلبط‬ٟٞ‫ ٓغز‬٠ِ‫ اػزٔبدًا ػ‬، ‫ش اُزٌِلخ‬٣‫ػخ ٖٓ اُطشم ُزوذ‬ٞ٘‫ػخ ٓز‬ٞٔ‫ٌٖٔ اعزخذاّ ٓغ‬٣ .‫ع‬ٝ‫أُشش‬
‫خ‬٤ٗ‫ضا‬٤ُٔ‫ ا‬ٙ‫ز‬ٛ ّ‫ رغزخذ‬.‫خ‬٤‫غ‬٤‫خ ٌَُ ػ٘ظش ٖٓ ػ٘بطش اُؼَٔ اُشئ‬٤ٗ‫ضا‬٤ٓ ‫ ئٗشبء‬٢ُ‫ثبُزب‬ٝ ، ‫ع‬ٝ‫خ ُِٔشش‬٣‫ع ُِؼ٘بطش اُلشد‬ٝ‫خ ُِٔشش‬٤ُ‫اُزٌِلخ اإلعٔب‬
‫ن‬٣‫ذ كش‬٣‫ ثٔغشد رؾذ‬.‫ئهبٓخ ػالهبد ٓغ أطؾبة أُظِؾخ‬ٝ ‫َ أُخبؽش‬٤ِ‫ رؾ‬.5 ‫ح‬ٞ‫ اُخط‬.‫ع‬ٝ‫ز أُشش‬٤‫ٓشاهجخ ٗلوبد اُزٌِلخ أص٘بء ر٘ل‬ٝ ‫ُشطذ‬
‫ذ‬٣‫هذ ٓٔزبص ُزؾذ‬ٝ ٞٛ ‫زا‬ٛ .‫ؾ‬٤‫خ اُزخط‬٤ِٔ‫خ اُضالصخ ُؼ‬٤‫ رٌزَٔ اُؼ٘بطش األعبع‬، ‫ق‬٤ُ‫ش اُزٌب‬٣‫روذ‬ٝ ، ٢٘ٓ‫ٍ اُض‬ٝ‫ئػذاد اُغذ‬ٝ ، َٔ‫ع ُِؼ‬ٝ‫أُشش‬
ًَ‫ذ أُشب‬٣‫زْ رؾذ‬٣ ، ‫ ئداسح أُخبؽش‬٢‫ ك‬.‫ ئداسح أُخبؽش‬٠ٔ‫غ‬٣ ‫زا ٓب‬ٛٝ .‫ع‬ٝ‫بء اُ٘بعؼ ُِٔشش‬ٜ‫ذا ُالٗز‬٣‫ذ‬ٜ‫شٌَ ر‬٣ ‫ء هذ‬٢‫ ش‬١‫ُخ اُزؼبَٓ ٓغ أ‬ٝ‫ٓؾب‬ٝ
‫ش‬٤‫َ اُزأص‬٤ِ‫ ُزو‬ٝ‫س أُشٌِخ أ‬ٝ‫َ اؽزٔبٍ ؽذ‬٤ِ‫ ئٓب ُزو‬، ‫ش‬٤‫ذ ًج‬٣‫ذ‬ٜ‫ ر‬٠ِ‫ ػ‬١ٞ‫زْ ارخبر ئعشاء ثشإٔ ًَ ٓشٌِخ ٓؾزِٔخ ر٘ط‬٣ ."‫ذ‬٣‫ذ‬ٜ‫خ اُز‬٤ُ‫أُؾزِٔخ "ػب‬
ً ‫و‬٤‫ٕ ٓز‬ٌٞ‫غت إٔ ر‬٣ :‫خ ٓغزٔشح‬٤ِٔ‫َ أُخبؽش ػ‬٤ِ‫ٕ رؾ‬ٌٞ٣ ٕ‫ أ‬٢‫٘جـ‬٣ٝ ، ‫ح ٓ٘لظِخ‬ٞ‫ ًخط‬ٚ‫زْ اُزؼبَٓ ٓؼ‬٣ .‫ب‬ٜ‫ص‬ٝ‫ ؽبُخ ؽذ‬٢‫ع ك‬ٝ‫ أُشش‬٠ِ‫ػ‬
‫ظب دائ ًٔب‬
‫ػي‬ٝ‫ذد ٗغبػ ٓشش‬ٜ‫ ر‬٢‫ٖٓ األخطبس اُز‬

This is also a good time to identify all the project stakeholders and establish or solidify relationships that will
be maintained throughout the life of the project

‫بح‬٤‫اٍ كزشح ؽ‬ٞ‫ب ؽ‬ٜ٤ِ‫زْ اُؾلبظ ػ‬٤‫ ع‬٢‫ذ اُؼالهبد اُز‬٤‫ؽ‬ٞ‫ ر‬ٝ‫ئهبٓخ أ‬ٝ ‫ع‬ٝ‫ أُشش‬٢‫غ أطؾبة أُظِؾخ ك‬٤ٔ‫ذ ع‬٣‫هزًب ٓ٘بعجًب ُزؾذ‬ٝ ‫ؼًب‬٣‫زا أ‬ٛ ‫ؼذ‬٣
‫ع‬ٝ‫أُشش‬

Light up: Discovery: Finding the Projects Projects don’t just spring from nowhere. Although
many project managers only get involved when it’s already been decided that a project will be
undertaken to achieve some end, there is, of course, a phase before this: discovery. Discovery is the
process by which the organization reviews the available opportunities and decides which of them
will become projects in due course.

‫ٕ ئال ػ٘ذٓب‬ٞ‫سؽ‬ٞ‫ز‬٣ ‫غ ال‬٣‫ أُشبس‬١‫ش‬٣‫ذ ٖٓ ٓذ‬٣‫ اُشؿْ ٖٓ إٔ اُؼذ‬٠ِ‫ ػ‬.ٕ‫ ٌٓب‬١‫٘طِن ٖٓ أ‬٣ ‫غ ال‬٣‫غ أُشبس‬٣‫ ٓشبس‬٠ِ‫س ػ‬ٞ‫ اُؼض‬:‫ االًزشبف‬:‫ء‬٢‫رؼ‬
ّٞ‫ رو‬٢‫خ اُز‬٤ِٔ‫ اُؼ‬٢ٛ ‫ االًزشبكبد‬.‫ االًزشبف‬:‫زا‬ٛ َ‫٘بى ثبُطجغ ٓشؽِخ هج‬ٛ ٕ‫ ئال أ‬، ‫بد‬٣‫ن ثؼغ اُـب‬٤‫ع ٓب ُزؾو‬ٝ‫ز ٓشش‬٤‫زْ ر٘ل‬٣ ٕ‫زوشس ثبُلؼَ أ‬٣
‫هذ أُ٘بعت‬ُٞ‫ ا‬٢‫غ ك‬٣‫ظجؼ ٓشبس‬٤‫ب ع‬ٜ٘ٓ ١‫ذ أ‬٣‫رؾذ‬ٝ ‫ب أُإعغخ ثٔشاعؼخ اُلشص أُزبؽخ‬ُٜ‫ٖٓ خال‬..

5- Project Proposals.

Project proposals are simple, short (usually single-page) documents that outline the potential
project, provide brief background information, identify the value of undertaking the project, and
give a very rough estimate of the resources (budget, people, time) that would be required to deliver
the project. Ideally, a project proposal is collected for each of the possible projects, and from this
pool, the projects that are determined to have the potential to deliver the greatest benefit to the
organization are chosen. The project proposal is a document that illustrates the value of completing
the project and recommending that the project be resourced.

7
 5 - ‫اؽذح) رؾذد‬ٝ ‫ٕ راد طلؾخ‬ٌٞ‫شح (ػبدح ً ٓب ر‬٤‫هظ‬ٝ ‫طخ‬٤‫ع ػجبسح ػٖ ٓغز٘ذاد ثغ‬ٝ‫ ٓوزشؽبد أُشش‬.‫ع‬ٝ‫ٓوزشؽبد أُشش‬
، ‫خ‬٤ٗ‫ضا‬٤ُٔ‫اسد (ا‬ُِٞٔ ‫جًب‬٣‫شا ً روش‬٣‫ روذ‬٢‫رؼط‬ٝ ، ‫ع‬ٝ‫ز أُشش‬٤‫ٔخ ر٘ل‬٤‫رؾذد ه‬ٝ ، ‫عضح‬ٞٓ ‫خ‬٤‫ٓبد أعبع‬ِٞ‫روذّ ٓؼ‬ٝ ، َٔ‫ع أُؾز‬ٝ‫أُشش‬
ٌَُ ‫ع‬ٝ‫زْ عٔغ اهزشاػ ٓشش‬٣ ، ‫خ‬٤ُ‫خ أُضب‬٤‫ ٖٓ اُ٘بؽ‬.‫ع‬ٝ‫ْ أُشش‬٤ِ‫٘بى ؽبعخ ُزغ‬ٛ ٌٕٞ‫ب إٔ ر‬ٜٗ‫ ٖٓ شأ‬٢‫هذ) اُز‬ُٞ‫ا‬ٝ ، ‫األكشاد‬ٝ
‫ ٓوزشػ‬.‫ن أًجش كبئذح ُِٔ٘ظٔخ‬٤‫ رؾو‬٠ِ‫ب اُوذسح ػ‬ٜ٣‫ٕ ُذ‬ٌٞ‫غ أُظٔٔخ ُز‬٣‫بس أُشبس‬٤‫زْ اخز‬٣ ، ‫زا أُغٔغ‬ٛ ٍ‫ٖٓ خال‬ٝ ، ٌٖٔٓ ‫ع‬ٝ‫ٓشش‬
‫ع‬ٝ‫اسد أُشش‬ٞٔ‫خ ث‬٤‫ط‬ٞ‫اُز‬ٝ ‫ع‬ٝ‫ٔخ ئًٔبٍ أُشش‬٤‫ػؼ ه‬ٞ‫وخ ر‬٤‫ص‬ٝ ٖ‫ع ػجبسح ػ‬ٝ‫أُشش‬.

There are three key pieces of information that project managers will want to
obtain from the project proposal
‫ع‬ٝ‫ب ٖٓ اهزشاػ أُشش‬ٜ٤ِ‫ٍ ػ‬ٞ‫غ اُؾظ‬٣‫ أُشبس‬ٝ‫ش‬٣‫ذ ٓذ‬٣‫ش‬٣ ٢‫ٓبد اُز‬ِٞ‫خ ٖٓ أُؼ‬٤‫غ‬٤‫٘بى صالصخ أعضاء سئ‬ٛ
1. Understand the project’s background. What problem does the problem solve? What process
does it affect?
2. Gain a clear explanation of the business value that the project will deliver. Why is the
project important to the organization?
1. ‫ رإصش؟‬٢‫خ اُز‬٤ِٔ‫ اُؼ‬٢ٛ ‫ب أُشٌِخ؟ ٓب‬ِٜ‫ رؾ‬٢‫ ٓب أُشٌِخ اُز‬.‫ع‬ٝ‫خ أُشش‬٤‫ْ خِل‬ٜ‫ك‬
‫ْ ُِٔإعغخ؟‬ٜٓ ‫ع‬ٝ‫ ُٔبرا أُشش‬.‫ع‬ٝ‫ب أُشش‬ٜٓ‫وذ‬٤‫ ع‬٢‫ٔخ األػٔبٍ اُز‬٤‫اػؼ ُو‬ٝ ‫ ششػ‬٠ِ‫ اؽظَ ػ‬.2
3. Ascertain the expectations of the project’s timing, personnel, and budget. If, from the outset,
you can see that the project is hopelessly underfunded, or that the delivery date is wildly optimistic,
it will be better to deal with these concerns up-front rather than coming to them later, when your
wish to change these factors may be perceived as an attempt to renege on the initial project
agreement.

3. ٢‫ ٖٓ ٗوض ك‬٢ٗ‫ؼب‬٣ ‫ع‬ٝ‫ إٔ أُشش‬ٟ‫ٌٔ٘ي إٔ رش‬٣ ، ‫خ‬٣‫ ٖٓ اُجذا‬، ‫ ئرا‬.ٚ‫ز‬٤ٗ‫ضا‬٤ٓٝ ٚ٤‫ظل‬ٞٓٝ ‫ع‬ٝ‫ذ أُشش‬٤‫ه‬ٞ‫هؼبد ر‬ٞ‫اُزأًذ ٖٓ ر‬
ٖٓ ً‫ف ٓوذ ًٓب ثذال‬ٝ‫ أُخب‬ٙ‫ز‬ٛ ‫ٕ ٖٓ األكؼَ اُزؼبَٓ ٓغ‬ٌٞ٤‫ ع‬، ‫خ‬٣‫ْ ٓزلبئَ ُِـب‬٤ِ‫خ اُزغ‬٣‫ إٔ ربس‬ٝ‫ أ‬، ٚ٘ٓ ‫ط‬ٝ‫إ‬٤ٓ ٞ‫ ٗؾ‬٠ِ‫َ ػ‬٣ٞٔ‫اُز‬
٢ُٝ‫ع األ‬ٝ‫ُخ ُِزشاعغ ػٖ ارلبم أُشش‬ٝ‫آَ ٓؾب‬ٞ‫ٌٖٔ اػزجبس اُؼ‬٣ ٙ‫ز‬ٛ ‫ش‬٤٤‫ رـ‬٢‫ ػ٘ذٓب رشؿت ك‬، ‫ب الؽوًب‬ٜ٤ُ‫ء ئ‬٢‫أُغ‬

6- Your Responsibilities as Project Manager in this phase:

The most obvious responsibility is the one to the project. You’re
expected to meet the cost, schedule, functionality, and quality
targets. You must run the project efficiently. You also have a
responsibility to your organization. The project you’re managing is
expected to provide a tangible return to your organization. Yet
another responsibility you have to your organization relates to
information flow. This includes honest estimating, timely reporting
of status, and accurate forecasting. Proactively keeping
organizational management informed of project status and
forecasts—good or bad—is one of your more important
responsibilities as a project manager, maybe even critical to your
survival.

8
1- Identifying the Opportunities

There are many approaches to identifying opportunities, some of which are more sophisticated than
others, so let’s start by considering some of the basic tools that you’ll probably already have come
across. The most obvious option is a brainstorm. Get people in the organization together, and ask
them to think of anything that annoys them, anything that could be done better, or things that aren’t
being done yet that could be started.

2- Comparing the Opportunities

Once you have a list of opportunities that could be addressed, you then need to work out which is
the most important. You might want to start by identifying what benefit would be generated if the
process was fixed, the gap was filled, or the new service was created..

6- ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٢‫ع ك‬ٝ‫ش ُِٔشش‬٣‫بري ًٔذ‬٤ُٝ‫ٓغإ‬:

‫غت‬٣ .‫ذاف‬ٛ‫دح األ‬ٞ‫ع‬ٝ ‫األداء‬ٝ ٢٘ٓ‫ٍ اُض‬ٝ‫اُغذ‬ٝ ‫ اُزٌِلخ‬٢‫ك‬ٞ‫هغ إٔ رغز‬ٞ‫ ٖٓ أُز‬.‫ع‬ٝ‫خ أُشش‬٤ُٝ‫ ٓغإ‬٢ٛ ‫ؽب‬ٞ‫ػ‬ٝ ‫خ األًضش‬٤ُٝ‫أُغإ‬
‫عب‬
ً ِٞٔٓ ‫ ػبئذًا‬ٙ‫ش‬٣‫ رذ‬١‫ع اُز‬ٝ‫كش أُشش‬ٞ٣ ٕ‫هغ أ‬ٞ‫ ٖٓ أُز‬.‫ ٓإعغزي‬ٙ‫خ رغب‬٤ُٝ‫ؼًب ٓغإ‬٣‫ي أ‬٣‫ ُذ‬.‫ع ثٌلبءح‬ٝ‫َ أُشش‬٤‫ي رشـ‬٤ِ‫ػ‬
‫هذ‬ُٞ‫ ا‬٢‫اإلثالؽ ك‬ٝ ، ‫ش اُظبدم‬٣‫شَٔ اُزوذ‬٣ ‫زا‬ٛٝ .‫ٓبد‬ِٞ‫ ػبرن ٓإعغزي رزؼِن ثزذكن أُؼ‬٠ِ‫ روغ ػ‬ٟ‫خ أخش‬٤ُٝ‫٘بى ٓغإ‬ٛ .‫ُٔإعغزي‬
‫ أؽذ‬ٞٛ - ‫ئخ‬٤‫ ع‬ٝ‫ذح أ‬٤‫ ع‬- ٚ‫هؼبر‬ٞ‫ر‬ٝ ‫ع‬ٝ‫ اؽالع ثؾبُخ أُشش‬٠ِ‫خ ػ‬٤ٔ٤‫ ئٕ ئثوبء اإلداسح اُز٘ظ‬.‫ن‬٤‫اُز٘جإ اُذه‬ٝ ، ‫أُ٘بعت ُِؾبُخ‬
، ‫ذ اُلشص‬٣‫ت ُزؾذ‬٤ُ‫ذ ٖٓ األعب‬٣‫٘بى اُؼذ‬ٛ ‫ذ اُلشص‬٣‫ رؾذ‬-1 .‫ْ ُجوبئي‬ٜٓ ٠‫سثٔب ؽز‬ٝ ، ‫ع‬ٝ‫ش ُِٔشش‬٣‫خ ًٔذ‬٤ٔٛ‫بري األًضش أ‬٤ُٝ‫ٓغإ‬
‫بس‬٤‫ اُخ‬.َ‫ب ثبُلؼ‬ٜ‫ٕ هذ طبدكز‬ٌٞ‫ سثٔب ر‬٢‫خ اُز‬٤‫اد األعبع‬ٝ‫ ثؼغ األد‬٢‫ٗب ٗجذأ ثبُ٘ظش ك‬ٞ‫ ُزُي دػ‬، ‫ب‬ٛ‫ش‬٤‫سا ً ٖٓ ؿ‬ٞ‫ب أًضش رط‬ٜ‫ثؼؼ‬
ٌٖٔ٣ ‫ء‬٢‫ ش‬١‫ أ‬ٝ‫ أ‬، ْٜ‫ضػغ‬٣ ‫ء‬٢‫ ش‬١‫ أ‬٢‫ش ك‬٤ٌ‫ْ اُزل‬ٜ٘ٓ ‫اؽِت‬ٝ ، ‫ أُ٘ظٔخ‬٢‫ اعٔغ األشخبص ك‬.٢٘ٛ‫ اُؼظق اُز‬ٞٛ ‫ؽب‬ٞ‫ػ‬ٝ ‫األًضش‬
‫ هبئٔخ‬٠ِ‫ُي ػ‬ٞ‫ ٓوبسٗخ اُلشص ثٔغشد ؽظ‬-2 .‫ٌٖٔ إٔ رجذأ‬٣ ٢‫اُز‬ٝ ‫ب ثؼذ‬ٛ‫ز‬٤‫زْ ر٘ل‬٣ ُْ ٢‫بء اُز‬٤‫ األش‬ٝ‫ أ‬، َ‫ أكؼ‬ٞ‫ ٗؾ‬٠ِ‫ ػ‬ٚ‫بّ ث‬٤‫اُو‬
‫ب‬ٛ‫ذ‬٤ُٞ‫زْ ر‬٤‫ ع‬٢‫ذ اُلبئذح اُز‬٣‫ اُجذء ثزؾذ‬٢‫ هذ رشؿت ك‬.‫خ‬٤ٔٛ‫ األًضش أ‬ٞٛ ‫ ٓؼشكخ ٓب‬٠ُ‫ عزؾزبط ثؼذ رُي ئ‬، ‫ب‬ٜ‫ٌٖٔ ٓؼبُغز‬٣ ٢‫ثبُلشص اُز‬
‫ذح‬٣‫ رْ ئٗشبء اُخذٓخ اُغذ‬ٝ‫ح أ‬ٞ‫ رْ عذ اُلغ‬ٝ‫خ أ‬٤ِٔ‫ئرا رْ ئطالػ اُؼ‬.

Would it reduce the amount of work for someone? Make the company more money? Bring in new
customers? Reduce risk in some way? Typically, the reasons why a company decides to approach
an opportunity are one—or a combination—of the following benefits:

• To increase income (higher sales, new market, new service).

• To decrease costs (make it cheaper, faster, lower inventory).

• To improve productivity (same work done with less time/cost/people).

• To reduce risk (increase tax compliance, improve audit score)

Once you’ve identified what the benefit of each project is, you need to work out how big that
benefit will be. Ideally, you’ll want to be able to measure the benefit in numbers somehow—
whether it’s that someone can get 50% more invoices posted, that sales increase by $50,000, that
widgets now cost only ten cents, or that your accountants smile for the first time in living memory.

٢‫ٕ األعجبة اُز‬ٌٞ‫وخ ٓب؟ ػبدح ً ٓب ر‬٣‫َ أُخبؽش ثطش‬٤ِ‫ذ ٖٓ أُبٍ؟ عِت ػٔالء عذد؟ رو‬٣‫َ عزوَِ ٖٓ ؽغْ اُؼَٔ ُشخض ٓب؟ عؼَ اُششًخ أُض‬ٛ
‫خ‬٤ُ‫ائذ اُزب‬ٞ‫ ًغب ٖٓ اُل‬٣‫ ٓض‬ٝ‫اؽذح أ‬ٝ ‫رغؼَ اُششًخ روشس االهزشاة ٖٓ كشطخ‬:

9
 ٕٝ‫أهَ ٓخض‬ٝ ‫أعشع‬ٝ ‫ب أسخض‬ِٜ‫ق (اعؼ‬٤ُ‫ذح •)ُخلغ اُزٌب‬٣‫ خذٓخ عذ‬، ‫ذح‬٣‫م اُغذ‬ٞ‫ اُغ‬، ‫ؼبد‬٤‫بدح اُذخَ (اسرلبع أُج‬٣‫)ُض‬. •

‫ن‬٤‫ٖ دسعخ اُزذه‬٤‫رؾغ‬ٝ ، ٢‫ج‬٣‫بدح االٓزضبٍ اُؼش‬٣‫ •)ُِؾذ ٖٓ أُخبؽش (ص‬/ ‫ رٌِلخ‬/ َ‫هذ أه‬ٝ ‫خ (ٗلظ اُؼَٔ أُ٘غض ٓغ‬٤‫ٖ اإلٗزبع‬٤‫رؾغ‬
‫)أشخبص‬. •

‫بط اُلبئذح‬٤‫ ه‬٠ِ‫هبدسا ػ‬

ً ٌٕٞ‫ إٔ ر‬٢‫ عزشؿت ك‬، ‫خ‬٤ُ‫خ أُضب‬٤‫ ٖٓ اُ٘بؽ‬.‫ اُلبئذح‬ٙ‫ز‬ٛ ْ‫ ٓؼشكخ ؽغ‬٠ُ‫ عزؾزبط ئ‬، ‫ع‬ٝ‫ذ كبئذح ًَ ٓشش‬٣‫ثٔغشد رؾذ‬
ٝ‫الس أ‬ٝ‫ د‬50000 ‫ؼبد ثٔجِؾ‬٤‫بدح أُج‬٣‫ ص‬ٝ‫ أ‬٪50 ‫خ ث٘غجخ‬٤‫ش ئػبك‬٤‫ار‬ٞ‫ ك‬٠ِ‫ٍ ػ‬ٞ‫اء أًبٕ ثآٌبٕ شخض ٓب اُؾظ‬ٞ‫ ع‬- ٟ‫ ثأخش‬ٝ‫وخ أ‬٣‫ثبألسهبّ ثطش‬
‫خ‬٤‫ اُزاًشح اُؾ‬٢‫ ك‬٠ُٝ‫ٕ ػٖ أُشح األ‬ٞ‫ اثزغْ أُؾبعج‬ٝ‫ٕ ػششح ع٘زبد كوؾ أ‬٥‫اد أُظـّشح ا‬ٝ‫إٔ رٌِلخ األد‬.

What’s the problem :

At this stage , you’re still comparing the opportunities , not the projects . think of problems and
gaps at this stage – we’ll be looking at the solutions (projects ) soon enough .
‫ أُشٌِخ‬٢ٛ ‫ ٓب‬:
)‫غ‬٣‫ٍ (أُشبس‬ِٞ‫ اُؾ‬٠ُ‫ ع٘٘ظش ئ‬- ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٢‫اد ك‬ٞ‫اُلغ‬ٝ ‫ أُشٌالد‬٢‫ كٌش ك‬.‫ػبد‬ٝ‫ظ أُشش‬٤ُٝ ، ‫ ال رضاٍ روبسٕ اُلشص‬، ‫ أُشؽِخ‬ٙ‫ز‬ٛ ٢‫ك‬
‫خ‬٣‫ اٌُلب‬ٚ٤‫جًب ثٔب ك‬٣‫هش‬.

3- Ranking and Choosing Opportunities to Pursue

Now that you have an idea of the available opportunities, and how much of a benefit could be
gained from addressing them, you need to work out which one to tackle. You may have uncovered
an opportunity that’s so big that you feel it’s imperative to go ahead and deal with it immediately.
More likely, however, is the eventuality that you’ll have a number of options, and will need to
decide which is the most important.
3- ٖٓ ‫ب‬ٜ٤٘‫ٌٖٔ ع‬٣ ٢‫ٓوذاس اُلبئذح اُز‬ٝ ، ‫ي كٌشح ػٖ اُلشص أُزبؽخ‬٣‫ٕ ثؼذ إٔ أطجؾذ ُذ‬٥‫ب ا‬ٜ‫غت ٓزبثؼز‬٣ ٢‫بس اُلشص اُز‬٤‫اخز‬ٝ ‫ت‬٤‫اُزشر‬
٢‫ أُؼ‬١‫س‬ٝ‫ ٖٓ اُؼش‬ٚٗ‫شح ُذسعخ أٗي رشؼش أ‬٤‫ٕ هذ اًزشلذ كشطخ ًج‬ٌٞ‫ سثٔب ر‬.ٚ‫غت ٓؼبُغز‬٣ ‫ب‬ٜ٘ٓ ١‫ ٓؼشكخ أ‬٠ُ‫ كأٗذ ثؾبعخ ئ‬، ‫ب‬ٜ‫ٓؼبُغز‬
ٞٛ ‫ب‬ٜ٣‫ذ أ‬٣‫ رؾذ‬٠ُ‫ف رؾزبط ئ‬ٞ‫ع‬ٝ ، ‫بساد‬٤‫ي ػذد ٖٓ اُخ‬٣‫ٕ ُذ‬ٌٞ٣ ٕ‫٘بى اؽزٔبٍ أ‬ٛ ، ‫ األسعؼ‬٠ِ‫ ػ‬، ‫ٓغ رُي‬ٝ .‫س‬ٞ‫ اُل‬٠ِ‫ب ػ‬ٜ‫اُزؼبَٓ ٓؼ‬ٝ ‫هذ ًٓب‬
‫خ‬٤ٔٛ‫األًضش أ‬.

First, rank the opportunities in order of their potential benefits. Second, work out what a project might entail
in very, very rough detail—literally just a sentence or two describing how you’d go about solving the
problem. If you have no clue, the project may well focus on researching and finding a solution that can,
ultimately, be implemented!

‫ًب ٓغشد عِٔخ‬٤‫ ؽشك‬- ‫خ‬٣‫ذ ُِـب‬٣‫َ شذ‬٤‫ع ثزلظ‬ٝ‫ أُشش‬ٚٓ‫غزِض‬٣ ‫ ٓب هذ‬٠ِ‫ رؼشف ػ‬، ً ‫ب‬٤ٗ‫ صب‬.‫ب أُؾزِٔخ‬ٛ‫ائذ‬ٞ‫ت ك‬٤‫ق اُلشص ؽغت رشر‬٤٘‫ هْ ثزظ‬، ً‫ال‬ٝ‫أ‬
‫خ‬٣‫ب‬ُٜ٘‫ ا‬٢‫ ك‬ٙ‫ز‬٤‫ٌٖٔ ر٘ل‬٣ َ‫غبد ؽ‬٣‫ئ‬ٝ ‫ اُجؾش‬٠ِ‫ذًا ػ‬٤‫ع ع‬ٝ‫شًض أُشش‬٣ ‫ كوذ‬، ‫ كٌشح‬٠ٗ‫ي أد‬٣‫ٌٖ ُذ‬٣ ُْ ‫ ئرا‬.‫خ ؽَ أُشٌِخ‬٤‫ل‬٤ً ٕ‫ٖ رظلب‬٤‫ عِٔز‬ٝ‫!أ‬

10
Next, try to rank the projects in terms of which are easier or cheaper to complete. Depending on
your situation, the questions of ease and affordability may be of greater or lesser importance. If
people within your organization could be assigned to a given project, you’re probably more
concerned with how quickly they could make a difference. On the other hand, if you’d have to pay a
third party to come in and deal with the project, the project’s cost may be a bigger issue. Having
worked out where the greatest benefit can be gained for the lowest cost, you can, in collaboration
with the relevant stakeholders, pick a project or two to proceed with determines how you will solve
it, so it is critical that a proper definition be developed

‫ُخ‬ٜٞ‫ٕ األعئِخ أُزؼِوخ ثبُغ‬ٌٞ‫ هذ ر‬، ‫ي‬٣‫هق ُذ‬ُٞٔ‫ ا‬٠ِ‫ اػزٔبدًا ػ‬.‫ أسخض‬ٝ‫ب أ‬ٛ‫ُخ ئٗغبص‬ٜٞ‫ش ع‬٤‫ػبد ٖٓ ؽ‬ٝ‫ق أُشش‬٤٘‫ٍ رظ‬ٝ‫ ؽب‬، ‫ثؼذ رُي‬
ٌٕٞ‫ كٖٔ أُؾزَٔ إٔ ر‬، ٖ٤‫ع ٓؼ‬ٝ‫ٖ أشخبص داخَ ٓإعغزي ُٔشش‬٤٤‫ ئرا ًبٕ ٖٓ أٌُٖٔ رؼ‬.َ‫ أه‬ٝ‫خ أًجش أ‬٤ٔٛ‫ق راد أ‬٤ُ‫ رؾَٔ اُزٌب‬٠ِ‫اُوذسح ػ‬ٝ
‫ كوذ‬، ٚ‫اُزؼبَٓ ٓؼ‬ٝ ‫ع‬ٝ‫ أُشش‬٢‫ٍ ك‬ٞ‫ي دكغ ؽشف صبُش ُِذخ‬٤ِ‫ ئرا ًبٕ ػ‬، ٟ‫خ أخش‬٤‫ ٖٓ ٗبؽ‬.‫ب كشهًب‬ٜ‫ٌٖٔ إٔ رؾذس ث‬٣ ٢‫ز ًٔب أًضش ثبُغشػخ اُز‬ٜٓ
‫ٕ ٓغ أطؾبة أُظِؾخ‬ٝ‫ ثبُزؼب‬، ‫ٌٔ٘ي‬٣ ، ‫ن أًجش كبئذح ثأهَ رٌِلخ‬٤‫ رؾو‬ٚ٤‫ٌٖٔ ك‬٣ ١‫ ثؼذ إٔ ؽذدد أٌُبٕ اُز‬.‫ع ٓشٌِخ أًجش‬ٝ‫ٕ رٌِلخ أُشش‬ٌٞ‫ر‬
‫ش ئػالٕ ٓ٘بعت‬٣ٞ‫خ ثٌٔبٕ رط‬٤ٔٛ‫ ُزُي ٖٓ األ‬، ‫خ ؽِي‬٤‫ل‬٤ً ‫ذ‬٣‫ رؾذ‬٢‫ هذٓب ً ك‬٢‫ٖ ُِٔؼ‬٤‫ػ‬ٝ‫ ٓشش‬ٝ‫ع أ‬ٝ‫بس ٓشش‬٤‫ اخز‬، ٖ٤٤٘‫أُؼ‬

11
 Quick Review: A solid approach for getting your project off the ground consists of faithfully
following four basic steps.

1. Fully understand the problem or opportunity. Problems are ordinarily complex, consisting of many
aspects that require analysis and insight. There’s frequently more to a problem than what’s apparent at first
blush. We need to invest an appropriate amount of time to fully understand all aspects of the problem. Very
often, what appears to be the problem is actually masking a bigger, more fundamental problem. Uncovering
that fundamental problem is referred to as identifying the true need.

2. Identify the optimum solution. The solutions we identify through our initial, might work to solve the
problem—may not be the most effective. For many problems, there are multiple solutions and various
approaches for carrying them out. The key to effective project management is to determine the best
solution— the one that’s most attractive to the organization. This requires some careful thought and the
development of criteria by which we can evaluate which solution is ―best.‖

3. Fully develop the solution and a preliminary plan. When a solution is identified, it’s typically
characterized in one or two brief statements (install an additional production line, for example). This solution
statement must be converted into a plan. The process begins with a full description of the solution, including
the methods for achieving it. It ends with the development of a credible, detailed project plan that the team
can use as a map for execution.

4. Formally launch the project. The activities involved in the formal initiation of project execution depend
on the organization’s specific project procedures. Project launch activities may include preparing a business
case, making formal presentations to management, creating and approving a project charter, and securing
funding to proceed. It also should include team-oriented activities, such as conducting a kickoff meeting and
establishing mutual expectations between you and your project team. Let’s take a closer look at each of the
steps required to properly define and launch a project.

‫خ ثأٓبٗخ‬٤‫اد أعبع‬ٞ‫ز أسثغ خط‬٤‫ػي ٖٓ ر٘ل‬ٝ‫خ إلخشاط ٓشش‬٣ٞ‫ رزِخض أُوبسثخ اُو‬:‫ؼخ‬٣‫ٓشاعؼخ عش‬.

1. ‫ش‬٤‫ ًض‬٢‫٘بى ٓشٌِخ ك‬ٛ .‫شح‬٤‫اُجظ‬ٝ َ٤ِ‫ رزطِت اُزؾ‬٢‫اٗت اُز‬ٞ‫ذ ٖٓ اُغ‬٣‫رزأُق ٖٓ اُؼذ‬ٝ ، ‫ أُشبًَ ٓؼوذح ػبدح‬.‫ اُلشطخ‬ٝ‫ْ رٔبٓب أُشٌِخ أ‬ٜ‫ٗل‬
، ٕ‫ب‬٤‫ش ٖٓ األؽ‬٤‫ ًض‬٢‫ ك‬.‫اٗت أُشٌِخ رٔب ًٓب‬ٞ‫غ ع‬٤ٔ‫ْ ع‬ٜ‫هذ ُل‬ُٞ‫ اعزضٔبس هذس ٓ٘بعت ٖٓ ا‬٠ُ‫ ٗؾزبط ئ‬.‫خ‬٣‫ اُجذا‬٢‫اػؼ ك‬ٝ ٞٛ ‫بٕ أًضش ٓٔب‬٤‫ٖٓ األؽ‬
‫ذ اُؾبعخ‬٣‫ب رؾذ‬ٜٗ‫ أ‬٠ِ‫خ ػ‬٤‫ اٌُشق ػٖ رِي أُشٌِخ األعبع‬٠ُ‫شبس ئ‬٣ .‫خ‬٣‫ش‬ٛٞ‫أًضش ع‬ٝ ‫اهغ ئخلبء ٓشٌِخ أًجش‬ُٞ‫ ا‬٢‫ ك‬٢ٛ ‫ إٔ أُشٌِخ‬ٝ‫جذ‬٣ ‫ٓب‬
‫خ‬٤‫و‬٤‫اُؾو‬.

2. ٖٓ ‫ذ‬٣‫ ثبُ٘غجخ ُِؼذ‬.‫خ‬٤ُ‫ٕ أًضش كؼب‬ٌٞ‫ هذ ال ر‬- ‫ ؽَ أُشٌِخ‬٠ِ‫ هذ رؼَٔ ػ‬، ‫خ‬٤ُٝ‫ُ٘ب األ‬ِٞ‫ب ٖٓ خالٍ ؽ‬ٛ‫ ٗؾذد‬٢‫ٍ اُز‬ِٞ‫ اُؾ‬.َ‫ذ اُؾَ األٓض‬٣‫رؾذ‬
‫خ‬٤‫ اُؾَ األًضش عبرث‬- ٍِٞ‫ذ أكؼَ اُؾ‬٣‫ رؾذ‬ٞٛ ‫ع‬ٝ‫ ٓلزبػ اإلداسح اُلؼبُخ ُِٔشش‬.‫ب‬ٛ‫ز‬٤‫ػخ ُز٘ل‬ٞ٘‫ت ٓز‬٤ُ‫أعب‬ٝ ‫ٍ ٓزؼذدح‬ِٞ‫٘بى ؽ‬ٛ ، ‫أُشٌالد‬
َ‫ "األكؼ‬ٞٛ َ‫ ؽ‬١‫ْ أ‬٤٤‫ب رو‬ُٜ‫ٌٔ٘٘ب ٖٓ خال‬٣ ٢‫ش اُز‬٤٣‫ش أُؼب‬٣ٞ‫رط‬ٝ ‫ن‬٤‫ش اُذه‬٤ٌ‫زطِت ثؼغ اُزل‬٣ ‫زا‬ٛٝ .‫"ُِٔإعغخ‬.

3. ، ٢‫ذ خؾ ئٗزبط ئػبك‬٤‫ٖ (رضج‬٣‫ٖ ٓخزظش‬٤ٗ‫ب‬٤‫ ث‬ٝ‫اؽذ أ‬ٝ ٕ‫ب‬٤‫ ػبدح ً ثج‬ٚ‫ل‬٤‫ط‬ٞ‫زْ ر‬٣ ، ٍِٞ‫ذ أؽذ اُؾ‬٣‫ ػ٘ذ رؾذ‬.َٓ‫خ ثبٌُب‬٤ُٝ‫خطخ أ‬ٝ َ‫ش اُؾ‬٣ٞ‫رط‬
‫ش‬٣ٞ‫ ثزط‬٢ٜ‫٘ز‬٣ٝ .ٚ‫و‬٤‫ رُي ؽشم رؾو‬٢‫ ثٔب ك‬، َ‫طق ًبَٓ ُِؾ‬ٝ ‫خ ٓغ‬٤ِٔ‫ رجذأ اُؼ‬.‫ خطخ‬٠ُ‫زا ئ‬ٛ َ‫بٕ اُؾ‬٤‫َ ث‬٣ٞ‫زْ رؾ‬٣ ٕ‫غت أ‬٣ .)ٍ‫َ أُضب‬٤‫ عج‬٠ِ‫ػ‬
‫ز‬٤‫ب ًخبسؽخ ُِز٘ل‬ٜٓ‫ن اعزخذا‬٣‫ٌٖٔ ُِلش‬٣ ‫ٓلظِخ‬ٝ ‫هخ‬ٞ‫ص‬ٞٓ ‫ع‬ٝ‫خطخ ٓشش‬.

4. ‫ هذ‬.‫ع اُخبطخ ثبُٔ٘ظٔخ‬ٝ‫ ئعشاءاد أُشش‬٠ِ‫ع ػ‬ٝ‫ز أُشش‬٤‫ ر٘ل‬٢‫ ك‬٢ٔ‫ع اُشع‬ٝ‫ اُشش‬٢‫ رؼزٔذ األٗشطخ أُشبسًخ ك‬.‫ب‬٤ٔ‫ع سع‬ٝ‫ئؽالم أُشش‬
ٖ٤ٓ‫رأ‬ٝ ٚ٤ِ‫اكوخ ػ‬ُٞٔ‫ا‬ٝ ‫ع‬ٝ‫ضبم ُِٔشش‬٤ٓ ‫ئٗشبء‬ٝ ‫ اإلداسح‬٠ُ‫خ ئ‬٤ٔ‫خ سع‬٤ٔ٣‫ع روذ‬ٝ‫ْ ػش‬٣‫روذ‬ٝ َٔ‫ع ئػذاد ؽبُخ ػ‬ٝ‫رزؼٖٔ أٗشطخ ئؽالم أُشش‬
‫ن‬٣‫ٖ كش‬٤‫ث‬ٝ ‫٘ي‬٤‫هؼبد أُزجبدُخ ث‬ٞ‫ذ اُز‬٣‫رؾذ‬ٝ ‫ ٓضَ ئعشاء اعزٔبع اٗطالم‬، ‫ن‬٣‫ اُلش‬ٞ‫خ ٗؾ‬ٜ‫ع‬ٞٓ ‫ؼًب أٗشطخ‬٣‫شَٔ أ‬٣ ٕ‫غت أ‬٣ .‫َ ُِٔزبثؼخ‬٣ٞٔ‫اُز‬
‫ؼ‬٤‫ع ثشٌَ طؾ‬ٝ‫ئؽالم ٓشش‬ٝ ‫ذ‬٣‫اد اُالصٓخ ُزؾذ‬ٞ‫ح ٖٓ اُخط‬ٞ‫ ًَ خط‬٠ِ‫ ٗظشح كبؽظخ ػ‬٢‫ٗب ِٗو‬ٞ‫ دػ‬.‫ع‬ٝ‫أُشش‬.

12
Now that you’ve hopefully seen or constructed a proposal for the project you’re about to undertake,
and you’ve formed a better idea of what sort of value it will be creating, it’s time to move on to look
at who will be affected by, and involved in, the project.

، ‫ب‬ٜ‫ عز٘شئ‬٢‫ٔخ اُز‬٤‫ع اُو‬ٞٗ ٖ‫ٖ كٌشح أكؼَ ػ‬٣ٌٞ‫هٔذ ثز‬ٝ ، ٙ‫ز‬٤‫ ر٘ل‬٠ِ‫شي ػ‬ٞ‫ ر‬١‫ع اُز‬ٝ‫ اهزشا ًؽب ُِٔشش‬٢٘‫ رج‬ٝ‫ أ‬ٟ‫ إٔ رش‬٠٘ٔ‫ٕ ثؼذ إٔ ً٘ذ أر‬٥‫ا‬
‫ع‬ٝ‫ أُشش‬٢‫أُشبسًخ ك‬ٝ ‫ٕ رزأصش‬ٌٞ٤‫ ٖٓ ع‬٢‫ هذٓب ً ُِ٘ظش ك‬٢‫هذ ُِٔؼ‬ُٞ‫كوذ ؽبٕ ا‬.

7- Who are All These People?

… and what are they doing on my project? Even the smallest project can impact a number of people. As the
project manager, you’re at the centre of an intricate web of people who are bound together by their common
interest in the project you’re managing. Let’s meet the various people who are involved in any project,
discuss the roles they play, and explore how you can manage their participation.

7- ‫إالء اُ٘بط؟‬ٛ ًَ ْٛ ٖٓ

ٖٓ ‫ ٓشًض شجٌخ ٓؼوذح‬٢‫ كأٗذ ك‬، ‫ع‬ٝ‫ش أُشش‬٣‫ ثظلزي ٓذ‬.‫ ػذد ٖٓ اُ٘بط‬٠ِ‫إصش ػ‬٣ ٕ‫ٌٖٔ أ‬٣ ‫ع‬ٝ‫ أطـش ٓشش‬٠‫؟ ؽز‬٢‫ػ‬ٝ‫ ٓشش‬٢‫ٕ ك‬ِٞ‫لؼ‬٣ ‫ٓبرا‬ٝ
٢‫ٖ ك‬٤ً‫ذ ٖٓ األشخبص أُشبس‬٣‫ ثبُؼذ‬٢‫ دػ٘ب ِٗزو‬.ٙ‫ش‬٣‫ رذ‬١‫ع اُز‬ٝ‫ أُشش‬٢‫ْ أُشزشًخ ك‬ٜ‫زٔبٓبر‬ٛ‫ْ ٖٓ خالٍ ا‬ٜ‫ٕ ثجؼؼ‬ٞ‫شرجط‬٣ ٖ٣‫األشخبص اُز‬
ْٜ‫ٌٔ٘ي ئداسح ٓشبسًز‬٣ ‫ق‬٤ً ‫اعزٌشق‬ٝ ، ‫ب‬ٜٗٞ‫ِؼج‬٣ ٢‫اس اُز‬ٝ‫ٗبهش األد‬ٝ ، ‫ع‬ٝ‫ ٓشش‬١‫أ‬.

Stakeholder:
Stakeholders are those people who hold a stake in the project—they’re people who care about the
project’s outcome. ―Stakeholders‖ is really a catch-all term that can be used to describe such
disparate groups as senior management, end users of systems, customer representatives,
administrators, members of the local community, and union representatives. Anyone who feels that
the project might affect them could regard themselves as a Stakeholder. How then do you go about
identifying stakeholders? And why would you want to do so in the first place? It’s important to
identify your stakeholders so that you can understand their points of view, and get an idea of the
pressure they’ll try to exert on your project. The easiest stakeholders to identify are those who are
directly affected by the project. The management of that team will also be affected, as will the IT
staff who need to help make the existing call-tracking system integrate with your new web site.
And, of course, the actual customers will be affected too—some of them may love the idea of
reporting issues via a web site, but others will be concerned that the change in technology will mean
slower, less personalized service.

"‫ ٓظطِؼ "أطؾبة أُظِؾخ‬.‫ع‬ٝ‫غخ أُشش‬٤‫ٕ ث٘ز‬ٞٔ‫ز‬ٜ٣ ‫ْ أشخبص‬ٜٗ‫ ئ‬- ‫ع‬ٝ‫ أُشش‬٢‫ْ ؽظخ ك‬ٜ٣‫ٖ ُذ‬٣‫ُئي األشخبص اُز‬ٝ‫ْ أ‬ٛ ‫أطؾبة أُظِؾخ‬
‫ اُؼٔالء‬٢ِ‫ٓٔض‬ٝ ‫ٖ ُألٗظٔخ‬٤٤‫بئ‬ُٜ٘‫ٖ ا‬٤ٓ‫أُغزخذ‬ٝ ‫ب‬٤ِ‫٘خ ٓضَ اإلداسح اُؼ‬٣‫ػبد أُزجب‬ٞٔ‫ أُغ‬ٙ‫ز‬ٛ ‫طق‬ُٞ ٚٓ‫ٌٖٔ اعزخذا‬٣ َٓ‫ ؽوًب ٓظطِؼ شب‬ٞٛ
.‫ طبؽت ٓظِؾخ‬ٚ‫ؼزجش ٗلغ‬٣ ٕ‫ْ أ‬ٜ٤ِ‫إصش ػ‬٣ ‫ع هذ‬ٝ‫شؼش إٔ أُشش‬٣ ‫ شخض‬١‫ٌٖٔ أل‬٣ .‫ اُ٘وبثبد‬٢ِ‫ٓٔض‬ٝ ٢ِ‫أػؼبء أُغزٔغ أُؾ‬ٝ ٖ٤ُٝ‫أُغإ‬ٝ
ٖٓ ٌٖٔ‫ رز‬٠‫ي ؽز‬٣‫ذ أطؾبة أُظِؾخ ُذ‬٣‫ْ رؾذ‬ُٜٔ‫ٍ؟ ٖٓ ا‬ٝ‫ أُوبّ األ‬٢‫ذ إٔ رلؼَ رُي ك‬٣‫ُٔبرا رش‬ٝ ‫ذ أطؾبة أُظِؾخ؟‬٣‫ٌٔ٘ي ئرٕ رؾذ‬٣ ‫ق‬٤ً
‫ُئي‬ٝ‫ْ أ‬ٛ ‫ذ‬٣‫َ أطؾبة أُظِؾخ ُزؾذ‬ٜ‫ أع‬.‫ػي‬ٝ‫ ٓشش‬٠ِ‫ ػ‬ٚ‫ٕ ٓٔبسعز‬ُٞٝ‫ؾب‬٤‫ ع‬١‫ كٌشح ػٖ اُؼـؾ اُز‬٠ِ‫ٍ ػ‬ٞ‫اُؾظ‬ٝ ، ْٛ‫بد ٗظش‬ٜ‫ع‬ٝ ْٜ‫ك‬
ّ‫ عؼَ ٗظب‬٢‫ أُغبػذح ك‬٠ُ‫ٕ ئ‬ٞ‫ؾزبع‬٣ ٖ٣‫ٓبد اُز‬ِٞ‫خ أُؼ‬٤٘‫ رو‬٢‫ظل‬ٞٓ ‫ًزُي‬ٝ ، ‫ؼًب‬٣‫ن أ‬٣‫زا اُلش‬ٛ ‫ عززأصش ئداسح‬.‫ع‬ٝ‫ٕ ٓجبششح ثبُٔشش‬ٝ‫زأصش‬٣ ٖ٣‫اُز‬
ٖ‫ْ كٌشح اإلثالؽ ػ‬ٜ‫ؾت ثؼؼ‬٣ ‫ هذ‬- ‫ؼًب‬٣‫ٕ أ‬ٝ‫زأصش‬٤‫ٖ ع‬٤٤ِ‫ كإ اُؼٔالء اُلؼ‬، ‫ثبُطجغ‬ٝ .‫ت‬٣ُٞ‫ ا‬٠ِ‫ذ ػ‬٣‫هؼي اُغذ‬ٞٓ ‫زٌبَٓ ٓغ‬٣ ٢ُ‫رزجغ أٌُبُٔبد اُؾب‬
ً ٤‫أهَ رخظ‬ٝ ‫ خذٓخ أثطأ‬٢٘‫ؼ‬٤‫ب ع‬٤‫ع‬ٌُٞٞ٘‫ اُز‬٢‫ش ك‬٤٤‫ٕ هِوًب ٖٓ إٔ اُزـ‬ٌٞ٤‫خش ع‬٥‫ ٌُٖ اُجؼغ ا‬، ‫ت‬٣ٝ ‫هغ‬ٞٓ ‫أُشٌالد ػجش‬.
‫ظب‬

13
Sometimes the most important stakeholders to worry about are those who are less obviously linked
to the project. Don’t get too hung up on identifying every possible person who might care about
your project, but do make the effort to involve those that are obviously interested. Projects tend to
get more complex as they continue, and more people get involved, and understanding where any
given person fits into the bigger picture is important if you are to have a context for his or her input.

‫ذ ًَ شخض ٌٖٓٔ هذ‬٣‫هق ػٖ رؾذ‬ٞ‫ ال رز‬.‫ع‬ٝ‫ؽب ثبُٔشش‬ ً ‫ْ أهَ اسرجب‬ٜٗ‫ٕ ثشأ‬ٞ‫وِو‬٣ ٖ٣‫خ اُز‬٤ٔٛ‫ٕ أطؾبة أُظِؾخ األًضش أ‬ٌٞ٣ ، ٕ‫ب‬٤‫ ثؼغ األؽ‬٢‫ك‬
، ‫ب‬ٛ‫ذًا ٓغ اعزٔشاس‬٤‫ إٔ رظجؼ أًضش رؼو‬٠ُ‫ػبد ئ‬ٝ‫َ أُشش‬٤ٔ‫ ر‬.‫ػ‬ٞ‫ػ‬ٝ ٌَ‫ٖ ث‬٤ٔ‫ز‬ُٜٔ‫ذ إلششاى األشخبص ا‬ٜ‫ي ثزٍ ع‬٤ِ‫ٌُٖ ػ‬ٝ ، ‫ػي‬ٝ‫زْ ثٔشش‬ٜ٣
ٚ‫ٔز‬ٛ‫بم ُٔغب‬٤‫ي ع‬٣‫سح األًجش ئرا ًبٕ ُذ‬ٞ‫ اُظ‬٢‫ٖ ك‬٤‫ شخض ٓؼ‬١‫ْ أٌُبٕ أُ٘بعت أل‬ٜ‫ْ ك‬ُٜٔ‫ٖٓ ا‬ٝ ، ‫ذ ٖٓ األشخبص‬٣‫ٓشبسًخ أُض‬ٝ.

8- Initiation Tools and Best Practices. “Practical Side”

The project’s Initiation phase will be eased by the following key tools and practices.

The Project Initiation Document (PID)

It summarizes the what, how, when, and why of the project. It represents the agreement between all
parties on what the project is about and, importantly, why the project is being undertaken. Although
obviously some facets will change during the course of the project (notably the details of how the
project is achieved, the project’s timings, and the resources available) the fundamentals of what the
project is and why it’ll make a difference to the organization should be pretty stable.

The Project Initiation Document needs to summarize: ‫ض‬٤‫ رِخ‬٠ُ‫ع ئ‬ٝ‫وخ ثذء أُشش‬٤‫ص‬ٝ ‫رؾزبط‬:
- The project’s objective (what you’re trying to achieve) ٚ‫و‬٤‫ٍ رؾو‬ٝ‫ع (ٓب رؾب‬ٝ‫ذف أُشش‬ٛ)

- The key deliverables (how you’re going to achieve the objective) ‫ذف‬ُٜ‫ق عزؾون ا‬٤ً( ‫خ‬٤‫غ‬٤‫ٔبد اُشئ‬٤ِ‫)اُزغ‬

- The overall rationale for the project (why you’re undertaking it) ّٞ‫ع (ُٔبرا رو‬ٝ‫ اُؼبّ ُِٔشش‬٢‫األعبط أُ٘طو‬
‫)ثزُي‬

- The initial timings (when it will be achieved) ٚ‫و‬٤‫زْ رؾو‬٤‫ ع‬٠‫ (ٓز‬٢ُٝ‫ذ األ‬٤‫ه‬ٞ‫)اُز‬

- The project’s initial organization (who is involved) ‫شبسى‬٣ ٖٓ( ‫ع‬ٝ‫ ُِٔشش‬٢ُٝ‫ْ األ‬٤‫)اُز٘ظ‬

Other elements that should be included in the initiation document are key assumptions and
constraints, and success criteria. You may also want to include high-level information

‫خ‬٤ُ‫خ اُزب‬٤‫غ‬٤‫أُٔبسعبد اُشئ‬ٝ ‫اد‬ٝ‫ع ٖٓ خالٍ األد‬ٝ‫ق ٓشؽِخ ثذء أُشش‬٤‫زْ رخل‬٤‫ع‬.

ٖٓ ْٛ‫األ‬ٝ ، ‫ع‬ٝ‫خ أُشش‬٤ٛ‫ٍ ٓب‬ٞ‫غ األؽشاف ؽ‬٤ٔ‫ٖ ع‬٤‫ٔضَ االرلبم ث‬٣ ٚٗ‫ ئ‬.‫ع‬ٝ‫ُٔبرا أُشش‬ٝ ٠‫ٓز‬ٝ ‫ق‬٤ًٝ ‫ق‬٤ًٝ ‫ِخض ٓب‬٣ ‫ع‬ٝ‫وخ ثذء أُشش‬٤‫ص‬ٝ
‫ن‬٤‫خ رؾو‬٤‫ل‬٤ً َ٤‫ٔب رلبط‬٤‫ع (ال ع‬ٝ‫ش أص٘بء أُشش‬٤‫اٗت عززـ‬ٞ‫اػؼ إٔ ثؼغ اُغ‬ُٞ‫ ٖٓ ا‬ٚٗ‫ اُشؿْ ٖٓ أ‬٠ِ‫ ػ‬.‫ع‬ٝ‫ز أُشش‬٤‫ساء ر٘ل‬ٝ ‫رُي اُغجت‬
‫ٕ ٓغزوشح عذا‬ٌٞ‫غت إٔ ر‬٣ ‫ؾذس كشهًب ُِٔ٘ظٔخ‬٤‫ُٔبرا ع‬ٝ ‫ع‬ٝ‫بد أُشش‬٤‫اسد أُزبؽخ) أعبع‬ُٞٔ‫ا‬ٝ ‫ع‬ٝ‫ذ أُشش‬٤‫ه‬ٞ‫ر‬ٝ ‫ع‬ٝ‫أُشش‬.

٢‫ؼًب ك‬٣‫ هذ رشؿت أ‬.‫ش اُ٘غبػ‬٤٣‫ٓؼب‬ٝ ، ‫خ‬٤‫غ‬٤‫د اُشئ‬ٞ٤‫اُو‬ٝ ‫ االكزشاػبد‬٢ٛ ‫وخ اُجذء‬٤‫ص‬ٝ ٢‫ب ك‬ٜ٘٤ٔ‫غت رؼ‬٣ ٢‫ اُز‬ٟ‫اُؼ٘بطش األخش‬
ٟٞ‫خ أُغز‬٤ُ‫ٓبد ػب‬ِٞ‫ٖ ٓؼ‬٤ٔ‫رؼ‬

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about the risk and quality management approaches you’ll use, although this detail is often included in
the project plan, rather than the PID.

‫ بدالً من معرف المنتج‬، ‫ على الرغم من أن هذه التفاصٌل غالبًا ما ٌتم تضمٌنها فً خطة المشروع‬، ‫حول أسالٌب إدارة المخاطر والجودة التً ستستخدمها‬.

It’s important that the PID be as concise as possible .the shorter the PID ,the greater are the chances
that the stakeholders will actually read it at the outset , which can smooth the project’s progress
over time .
ً‫(من المهم أن ٌكون رلم التعرٌف الشخص‬PID) ً‫ وكلما كان رلم التعرٌف الشخص‬.‫(موجزا لدر اإلمكان‬PID) ‫ كلما زادت فرص لٌام أصحاب المصلحة بمراءته بالفعل‬، ‫ألصر‬
‫ مما لد ٌسهل تمدم المشروع مع مرور الولت‬، ‫فً البداٌة‬.

The document should be agreed upon up-front with your project’s key stakeholders (including the
project sponsor and board), and should be referred to subsequently throughout the project. Whenever
you’re making difficult decisions about which changes to the project’s scope or design should be
accepted, referring to the project’s original objectives and success criteria will prove invaluable.
‫ عندما تتخذ‬.‫ وٌجب اإلشارة إلٌه الحمًا خالل المشروع‬، )‫ٌجب االتفاق على المستند ممد ًما مع أصحاب المصلحة الرئٌسٌٌن فً مشروعن (بما فً ذلن راعً المشروع ومجلس إدارته‬
‫ فإن اإلشارة إلى األهداف األصلٌة للمشروع ومعاٌٌر النجاح سوف تكون ذات لٌمة‬، ‫ لرارات صعبة بشأن التغٌٌرات التً ٌجب لبولها فً نطاق المشروع أو تصمٌمه‬.

then comes the project objective. You’ll notice that this part is written to a particular format that includes:

- an overall description of what the project’s about !

- a description of the key areas to be addressed !

- a definition of the specific business benefit that the project will realize !

‫ وصف المجاالت الرئٌسٌة التً ٌتعٌن‬- !‫ وصف شامل لما ٌدور حوله المشروع‬- :‫ ستالحظ أن هذا الجزء مكتوب بتنسٌك معٌن ٌتضمن‬.‫ٌأتً هدف المشروع‬
‫ تعرٌف لفائدة العمل المحددة التً سٌحممها المشروع‬- !‫!معالجتها‬

This is a very useful format for describing objectives. You may find another standard in use in your
organization, though, and it’s often best to use the format that people are familiar and comfortable
with.

‫ وغالبًا ما ٌكون من األفضل استخدام التنسٌك الذي ٌعرفه الناس وٌرتاح لهم‬، ‫معٌارا آخر لٌد االستخدام فً مؤسستن‬
ً ‫ لد تجد‬.‫هذا تنسٌك مفٌد للغاٌة لوصف األهداف‬.

The next section of the identifies the project deliverables, it describes how you’re going to achieve
the objective. This description must necessarily be completed on a very high level, because the
project is just getting started—you haven’t done any detailed planning yet. Here, you just need to give
an idea of the biggest chunks of work to be done. Try to make sure that no deliverable will take longer
than a month to complete, Yough—if you’re still looking at phases of three months or more, break
those phases into a little more detail.

‫ لم‬- ‫ ألن المشروع بدأ لتوه‬، ‫ ٌجب إكمال هذا الوصف بالضرورة على مستوى عا ٍل جدًا‬.‫ وهو ٌصف كٌف ستحمك الهدف‬، ‫ٌحدد المسم التالً من نتائج المشروع‬
‫ حاول أن تتأكد من أن عملٌة التسلٌم لن تستغرق‬.‫ تحتاج فمط إلى إعطاء فكرة عن أكبر لطع العمل التً ٌتعٌن المٌام بها‬، ‫ هنا‬.‫تمم بأي تخطٌط تفصٌلً حتى اآلن‬
، ‫ولتًا أطول من شهر حتى تكتمل‬Yough - ‫ فالسم هذه المراحل إلى مزٌد من التفاصٌل‬، ‫ إذا كنت ال تزال تبحث عن مراحل من ثالثة أشهر أو أكثر‬.

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Next, we come to the project timeline. If the project is one that you’re familiar with, you might
already have a good idea of rough timelines for the various phases as well as the project
overall. If you can, list the major deliverables against the week or month in which they’ll
be delivered
‫ فمد ٌكون لدٌن بالفعل فكرة جٌدة عن الجداول الزمنٌة التمرٌبٌة لمختلف المراحل‬، ‫ إذا كان المشروع مألوفًا لدٌن‬.‫ نأتً إلى الجدول الزمنً للمشروع‬، ‫بعد ذلن‬
‫ فمم بإدراج التسلٌمات الرئٌسٌة ممابل األسبوع أو الشهر الذي سٌتم تسلٌمها فٌه‬، ‫ إذا استطعت‬.‫باإلضافة إلى المشروع ككل‬

Is it feasible ?

In some organizations , the initial analysis of the business processes and investigation of whether to
buy or build a system might from what’s known as a feasibility study or feasibility project . Rather than
starting the full project with such uncertainty ,a separate smaller project would be undertaken just to
work out whether the main project is worth undertaking , and what would be required if it was .

‫ لد ٌكون التحلٌل األولً لعملٌات األعمال والتحمٌك فٌما إذا كنت ترٌد شراء أو إنشاء نظام ما ٌعرف باسم دراسة الجدوى أو مشروع‬، ‫فً بعض المؤسسات‬
‫ وما‬، ‫ سٌتم تنفٌذ مشروع أصغر منفصل لمجرد تحدٌد ما إذا كان المشروع الرئٌسً ٌستحك المٌام به‬، ‫ وبدالً من بدء المشروع بالكامل بمثل هذا الغموض‬.‫الجدوى‬
‫هو المطلوب إذا كان األمر كذلن‬.

Seven essential steps for a successful initiation

Follow this advice, and you’ll drastically increase your chances of running a successful project that
makes a real difference!

1. Pick projects that are important to the organization and to its future.

2. Make sure that you have appropriate resources for your project—whether those include people,
equipment, or budget.

3. Include the people who are affected by, and interested in, your project in the project itself—their
inputs and opinions matter!

4. Set up a project board with the necessary members right at the beginning of the project, not just
when the difficult decisions need to be made.

5. Create a Project Initiation Document and review it with the project team, board members, and key
stakeholders.

6. Get your project started with a kickoff meeting, both to ensure the alignment of stakeholder
expectations, and get everyone enthusiastic about the project!

7. Create a communications plan that outlines who needs to be kept informed about your project’s
progress, and how you’re going to communicate with those people.
‫سبع خطوات أساسٌة لبدء ناجح‬

‫ وستزٌد بشكل كبٌر من فرصن فً إدارة مشروع ناجح ٌحدث فرلًا حمٌمًٌا‬، ‫!اتبع هذه النصٌحة‬

16
 1. ‫اختٌار المشارٌع التً تعتبر مهمة للمنظمة ومستمبلها‬.

2. ‫ سواء كان ذلن ٌشمل األشخاص أو المعدات أو المٌزانًة‬- ‫تأكد من أن لدٌن الموارد المناسبة لمشروعن‬.

3. ‫ فمدخالتهم وآرائهم مهمة‬- ‫!لم بتضمٌن األشخاص الذٌن تأثروا بمشروعن فً المشروع نفسه والمهتمٌن به‬

4. ‫ ولٌس فمط عند الحاجة إلى اتخاذ المرارات الصعبة‬، ‫لم بإنشاء لوحة للمشروع مع األعضاء الضرورٌٌن فً بداٌة المشروع‬.

5. ‫لم بإنشاء مستند بدء المشروع ومراجعته مع فرٌك المشروع وأعضاء مجلس اإلدارة وأصحاب المصلحة الرئٌسٌٌن‬.

6. ‫سا للمشروع‬
ً ‫ وجعل الجمٌع متحم‬، ‫ لضمان توافك تولعات أصحاب المصلحة‬، ‫!ابدأ مشروعن ببدء اجتماع‬

7. ‫ وكٌف ستتواصل مع هؤالء األشخاص‬، ‫لم بإنشاء خطة ات صاالت تحدد من ٌحتاج إلى أن ٌبمى على اطالع بالتمدم المحرز فً مشروعن‬.

9- If Initiating isn’t Done Right!

You often end up in a situation where the project team members have very different ideas. The
Initiating phase provides an opportunity to ensure that everyone in the team is on the same page from
the start, and that misconceptions and conflicts are addressed, rather than left to fester. Good
initiation will also ensure that you identify all the project stakeholders (all those who are involved,
interested in, or affected by the project) up-front, which avoids the likelihood that they’ll pop up at
inopportune moments during the project!

‫ توفر مرحلة البدء فرصة للتأكد من أن كل فرد فً الفرٌك‬.‫غالبًا ما ٌنتهً بن الحال فً مولف ٌكون فٌه ألعضاء فرٌك المشروع أفكار مختلفة تما ًما‬
‫ تضمن البداٌة الجٌدة أٌضًا تحدٌد جمٌع‬.‫ بدالً من تركها للتفالم‬، ‫ وأن المفاهٌم الخاطئة والصراعات ٌتم معالجتها‬، ‫على نفس الصفحة من البداٌة‬
‫ مما ٌتجنب احتمال ظهورهم فً لحظات غٌر‬، ‫أصحاب المصلحة فً المشروع (جمٌع المشاركٌن أو المهتمٌن أو المتأثرٌن بالمشروع) ممد ًما‬
‫!مناسبة أثناء المشروع‬

10- Common Challenges You Can Expect to Face:

The Responsibility vs. Authority Trap The universal complaint from project managers is that they have a lot
of responsibility but no authority. Firmly embedded in project management folklore is this one: the
responsibility you’ve been given is not commensurate with the authority (or formal power) you believe you
need to accomplish the mission.

Imposition of Unrealistic Targets Sound project management practice suggests that project goals (cost,
schedule, quality, and functionality) should be determined through a systematic process of understanding
customer needs, identifying the best solution, and formal planning. Throughout this process, realistic
assumptions about resource availability, quality of materials, and work process (just to name a few factors)
should be used.

The Dual Responsibility Trap Most project managers I encounter are asked to wear two hats. They must
perform their job duties while acting as the project manager. A more fundamental problem of the dual
responsibility trap is figuring out how to divide your time and attention between the two roles.

The Fundamental Conflict of Certainty and Uncertainty.

‫ هذا جزء ال ٌتجزأ من‬.‫المسؤولٌة ممابل مصٌدة السلطة إن الشكوى العالمٌة من مدٌري المشارٌع هً أن لدٌهم الكثٌر من المسؤولٌة ولكن لٌس لدٌهم سلطة‬
‫ هذه المسؤولٌة التً حصلت علٌها لٌست متناسبة مع السلطة (أو السلطة الرسمٌة) التً تعتمد أنن بحاجة إلٌها إلنجاز المهمة‬:‫ فولكلور إدارة المشروع‬.

17
 ‫فرض أهداف غٌر والعٌة تمترح الممارسة السلٌمة إلدارة المشروع أنه ٌنبغً تحدٌد أهداف المشروع (التكلفة والجدول الزمنً والجودة والوظائف) من خالل‬
‫ ٌجب استخدام افتراضات والعٌة حول توفر الموارد وجودة‬، ‫ خالل هذه العملٌة‬.ً‫عملٌة منهجٌة لفهم احتٌاجات العمالء وتحدٌد أفضل الحلول والتخطٌط الرسم‬
‫)المواد وعملٌة العمل (على سبٌل المثال ال الحصر بعض العوامل‬.

‫ هنان‬.‫ ٌجب علٌهم أداء واجباتهم الوظٌفٌة أثناء العمل كمدٌر للمشروع‬.‫فخ المسؤولٌة المزدوجة ٌُطلب من معظم مدٌري المشارٌع الذٌن التمٌتهم ارتداء لبعتٌن‬
‫ الصراع األساسً للٌمٌن وعدم الٌمٌن‬.‫م شكلة أكثر جوهرٌة فً فخ المسؤولٌة المزدوجة وهً معرفة كٌفٌة تمسٌم ولتن واهتمامن بٌن الدورٌن‬.

13- Knowledge Areas

The Guide to the Project Management Body of Knowledge PMBOK® identifies nine knowledge areas that project
managers should be familiar with in order to be considered professionals. These are as follows.

Project Integration Management

Project integration management ensures that the project is properly planned, executed, and controlled,
including the exercise of formal project change control. As the term implies, every activity must be coordinated
or integrated with every other one in order to achieve the desired project outcomes.

Project Scope Management

Changes to project scope are often the factors that kill a project. Project scope management includes
authorizing the job, developing a scope statement that will define the boundaries of the project, subdividing the
work into manageable components with deliverables, verifying that the amount of work planned has been
achieved, and specifying scope change control procedures.

Project Tiime Management

Project time management specifically refers to developing a schedule that can be met, then controlling work to
ensure that this happens! It’s that simple. Because everyone refers to this as scheduling, it should really be
called schedule management.

Project Cost Management

This is exactly what it sounds like. Project cost management involves estimating the cost of resources, including
people, equipment, materials, and such things as travel and other support details. After this is done, costs are
budgeted and tracked to keep the project within that budget.

‫ٌحدد دلٌل هٌئة إدارة المشارٌع للمعارف مجاالت المعرفة التسعة التً ٌجب على مدٌري المشروعات أن ٌكونوا على دراٌة بها لكً ٌعتبروا‬
ً‫ هذه هً على النحو التال‬.‫محترفٌن‬.

‫إدارة تكامل المشروع‬

ً‫ كما ٌوح‬.‫ بما فً ذلن ممارسة التحكم الرسمً فً تغٌٌر المشروع‬، ‫تضمن إدارة تكامل المشروع أن ٌتم تخطٌط المشروع بشكل صحٌح وتنفٌذه والتحكم فٌه‬
‫ ٌجب تنسٌك كل نشاط أو تكامله مع كل نشاط آخر من أجل تحمٌك نتائج المشروع المرجوة‬، ‫المصطلح‬.

‫إدارة نطاق المشروع‬

‫ ووضع بٌان نطاق ٌحدد حدود‬، ‫ تتضمن إدارة نطاق المشروع تفوٌض الوظٌفة‬.‫غالبًا ما تكون التغٌٌرات فً نطاق المشروع هً العوامل التً تمتل المشروع‬
‫ وتحدٌد إجراءات مرالبة تغٌٌر النطاق‬، ‫ والتحمك من أن حجم العمل المخطط لد تحمك‬، ‫ وٌمسم ا لعمل إلى مكونات ٌمكن التحكم فٌها مع نتائج‬، ‫المشروع‬.

‫إدارة المشروع‬Tiime

18
 ‫ ألن الجمٌع ٌشٌر إلى‬.‫ ثم التحكم فً العمل لضمان حدوث ذلن! بكل بساطة‬، ‫تشٌر إدارة ولت المشروع على وجه التحدٌد إلى وضع جدول زمنً ٌمكن الوفاء به‬
‫ فٌجب أن ٌسمى حمًا إدارة الجدول‬، ‫هذا على أنه جدولة‬.

‫إدارة تكالٌف المشروع‬

‫ بما فً ذلن األشخاص والمعدات والمواد وأشٌاء مثل تفاصٌل السفر وغٌرها من‬، ‫ تتضمن إدارة تكالٌف المشروع تمدٌر تكلفة الموارد‬.‫هذا بالفعل ما ٌبدو علٌه‬
‫ ٌتم وضع مٌزانٌة التكالٌف وتتبعها للحفاظ على المشروع ضمن تلن المٌزانًة‬، ‫ بعد المٌام بذلن‬.‫الدعم‬.

Project Quality Management

As I have commented earlier, one cause of project failure is that quality is overlooked or sacrificed so that a tight
deadline can be met. It is not very helpful to complete a project on time, only to discover that the thing
delivered won’t work properly! Project quality management includes both quality assurance (planning to meet
quality requirements) and quality control (steps taken to monitor results to see if they conform to
requirements).

Project Human Resources Management

Project human resources management, often overlooked in projects, involves identifying the people needed to
do the job; defining their roles, responsibilities, and reporting relationships; acquiring those people; and then
managing them as the project is executed. Note that this topic does not refer to the actual day-to-day managing
of people. The PMBOK® Guide mentions that these skills are necessary but does not attempt to document them.
Given that these are the most important skills that a project manager must have, the PMBOK® Guide is deficient
in omitting them.

‫إدارة جودة المشروع‬

‫ لٌس من المفٌد‬.‫ أحد أسباب فشل المشروع هو أن الجودة ٌتم تجاهلها أو التضحٌة بها حتى ٌمكن الوفاء بالموعد النهائً المحدد‬، ‫كما علمت سابمًا‬
‫ فمط الكتشاف أن الشًء الذي تم تسلٌمه لن ٌعمل بشكل صحٌح! تتضمن إدارة جودة المشروع كالً من‬، ‫للغاٌة إكمال مشروع فً الولت المحدد‬
‫)ضمان الجودة (التخطٌط للوفاء ب متطلبات الجودة) ومرالبة الجودة (الخطوات المتخذة لمرالبة النتائج لمعرفة ما إذا كانت متوافمة مع المتطلبات‬.

‫إدارة الموارد البشرٌة للمشروع‬

‫ تحدٌد األشخاص الالزمٌن للمٌام بهذه المهمة ؛ تحدٌد‬، ‫ والتً غالبا ً ما ٌتم تجاهلها فً المشروعات‬، ‫تتضمن إدارة الموارد البشرٌة للمشروع‬
‫ الحظ أن هذا الموضوع ال ٌشٌر إلى‬.‫ ومن ثم إدارتها كما ٌتم تنفٌذ المشروع‬.‫األدوار والمسؤولٌات وعاللات اإلبالغ ؛ الحصول على هؤالء الناس‬
‫ ٌذكر دلٌل‬.‫اإلدارة الٌومٌة الفعلٌة لألشخاص‬PMBOK® ‫ بالنظر إلى أن هذه هً أهم المهارات‬.‫أن هذه المهارات ضرورٌة ولكنها ال تحاول توثٌمها‬
‫ فإن دلٌل‬، ‫التً ٌجب أن ٌتمتع بها مدٌر المشروع‬PMBOK® ‫مصمم على حذفها‬.

Project Communications Management

As the title implies, project communications management involves planning, executing, and controlling the
acquisition and dissemination of all information relevant to the needs of all project stakeholders. This
information might include project status, accomplishments, and events that may affect other stakeholders or
projects. Again, this topic does not deal with the actual process of communicating with someone. This topic is
also mentioned but not included in the PMBOK® Guide.

Project Risk Management

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 ‫‪Project risk management is the systematic process of identifying, quantifying, analyzing, and responding to‬‬
‫‪project risk. It includes maximizing the probability and consequences of positive events and minimizing the‬‬
‫‪probability and consequences of adverse events.‬‬

‫إدارة اتصاالت المشروع‬

‫كما ٌوحً العنوان ‪ ،‬تتضمن إدارة اتصاالت المشروع تخطٌط وتنفٌذ ومرالبة التناء ونشر جمٌع المعلومات ذات الصلة باحتٌاجات جمٌع أصحاب‬
‫المصلحة فً المشروع‪ .‬لد تتضمن هذه المعلومات حالة المشروع وإنجازاته وأحداثه التً لد تؤثر على أصحاب المصلحة أو المشارٌع اآلخرٌن‪.‬‬
‫مرة أخرى ‪ ،‬ال ٌتعامل هذا الموضوع مع العملٌة الفعلٌة للتواصل مع شخص ما‪ .‬تم ذكر هذا الموضوع أٌضًا ولكنه غٌر مدرج فً دلٌل‬
‫‪PMBOK®.‬‬

‫إدارة مخاطر المشروع‬

‫إدارة مخاطر المشروع هً عملٌة منهجٌة لتحدٌد مخاطر المشروع ولٌاسها وتحلٌلها واالستجابة لها‪ .‬وٌشمل تعظٌم احتمال وعوالب األحداث‬
‫‪.‬اإلٌجابٌة وتملٌل احتمال وعوالب األحداث السلبٌة‬

‫‪Project Procurement Management Procurement of necessary goods and services for the project is the logistics‬‬
‫‪aspect of managing a job. Project procurement management involves deciding what must be procured, issuing‬‬
‫‪requests for bids or quotations, selecting vendors, administering contracts, and closing them when the job is‬‬
‫‪finished‬‬

‫إدارة مشترٌات المشروع إن شراء السلع والخدمات الالزمة للمشروع هو الجانب اللوجستً إلدارة الوظٌفة‪ .‬تتضمن إدارة مشترٌات‬
‫المشروع تحدٌد ما ٌجب شراؤه ‪ ،‬وإصدار طلبات العروض أو عروض األسعار ‪ ،‬واختٌار البائعٌن ‪ ،‬وإدارة العمود ‪ ،‬وإغاللها عندما تنتهً‬
‫المهم‬

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