Domain 01. People-2023-10-28 22 - 01 - 10

Sayed Mohsen
BY: E l Sayed Mohs en

PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
LESSON 1
Domain 01
PEOPLE
Sayed Mohsen BY: ElSayed Mohsen

PFMP, PGMP, PMP, PBA, ACP, RMP, SP, P3O
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‫ ﻓ ﻘ ﻂ اﻣ ﺴ ﺢ اﻟﺒﺎر ﻛﻮ د‬، ‫ﻳ ﺸ ﺮﻓ ﻨﺎ ﻣ ﺘﺎﺑﻌ ﺘﻜﻢ ﻋ ﺒﺮ و ﺳ ﺎﺋﻞ اﻟﺘﻮ اﺻ ﻞ اﻻ ﺟ ﺘﻤ ﺎﻋ ﻲ اﻟﻤ ﺨ ﺘﻠﻔ ﺔ‬ BY: E l Sayed Mohs en
‫اﻟﻤ ﺠﺎل اﻷ ول‬
٪ ٤٢ : ‫اﻻﺷﺨﺎص‬
Sayed Mohsen www.pm-tricks.com

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3 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
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New PMP Exam Content Outline 2021 ( ECO )
٢٠٢١ ‫ اﻟﺠﺪﻳﺪ‬PMP ‫ﻣﺨﻄﻂ ﻣﺤﺘﻮى اﺧﺘﺒﺎر‬
‫ ﻣ ﺠ ﺎﻻ ت‬٣
PEOPLE – emphasizing the skills and activities

New Exam Content % 2021 associated with effectively leading a project team.
8%
PROCESS – reinforcing the technical aspects of
managing a project.
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Process BUSINESS ENVIRONMENT – highlighting the
50% People
42% Business
connection between projects and organization strategy.
.‫ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻤﻬﺎرات واﻷﻧﺸﻄﺔ اﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﻘﻴﺎدة اﻟﻔﻌﺎﻟﺔ ﻟﻔﺮﻳﻖ اﻟﻤﺸﺮوع‬- ‫اﻷﺷﺨﺎص‬
.‫اﻟﻌﻤﻠﻴﺔ – ﺗﻌﺰﻳﺰ اﻟﺠﻮاﻧﺐ اﻟﻔﻨﻴﺔ ﻹدارة اﻟﻤﺸﺮوع‬
.‫ ﺗﺴﻠﻴﻂ اﻟﻀﻮء ﻋﻠﻰ اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﻤﺸﺎرﻳﻊ واﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﻈﻤﺔ‬- ‫ﺑﻴﺌﺔ اﻷﻋﻤﺎل‬

1- People 42% 2- Process 50%
1. Manage conflict. 1. Execute project with the urgency required to deliver business value.
2. Lead a team. 2. Manage communications.
3. Support team performance. 3. Assess and manage risks.
4. Empower team members and stakeholders. 4. Engage stakeholders.
5. Ensure team members/stakeholders are adequately trained. 5. Plan and manage budget and resources.
6. Build a team. 6. Plan and manage schedule.
7. Address and remove impediments, obstacles, and blockers for the team. 7. Plan and manage quality of products/deliverables.
8. Negotiate project agreements. 8. Plan and manage scope.
9. Collaborate with stakeholders. 9. Integrate project planning activities.
10. Build shared understanding. 10. Manage project changes.
11. Engage and support virtual teams 11. Plan and manage procurement.
12. Define team ground rules. 12. Manage project artifacts.
13. Mentor relevant stakeholders. 13. Determine appropriate project methodology/methods and practices.
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14. Promote team performance through the application of emotional intelligence. 14. Establish project governance structure.
15. Manage project issues.
16. Ensure knowledge transfer for project continuity.
17. Plan and manage project/phase closure or transitions.
3-Business Environment 8%
= 35 Tasks
1. Plan and manage project compliance.
2. Evaluate and deliver project benefits and value.
3. Evaluate and address external business environment changes for impact on scope
4. Support organizational change PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
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‫‪ -١‬اﻻﺷﺨﺎص‪42%‬‬ ‫‪ -٢‬اﻟﻌﻤﻠﻴﺎت‪50%‬‬
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‫ﺗﻨﻔﯿﺬ اﻟﻤﺸﺮوع ﺑﺎﻟﺴﺮﻋﺔ اﻟﻤﻄﻠﻮﺑﺔ ﻟﺘﺤﻘﯿﻖ ﻣﺮدود اﻷﻋﻤﺎل‬ ‫‪.1‬‬

‫إدارة اﻟﻨﺰاع‬ ‫‪.1‬‬ ‫إدارة اﻟﺘﻮاﺻﻞ‬ ‫‪.2‬‬
‫ﻗﻴﺎدة ﻓﺮﯾﻖ ﻋﻤﻞ‬ ‫‪.2‬‬ ‫ﺗﻘﯿﯿﻢ اﻟﻤﺨﺎﻃﺮ وإدارﺗﮭﺎ‬ ‫‪.3‬‬
‫دﻋﻢ أداء اﻟﻔﺮﯾﻖ‬ ‫‪.3‬‬ ‫إﺷﺮاك اﻟﻤﻌﻨﯿﯿﻦ‬ ‫‪.4‬‬
‫ﺗﻤﻜﯿﻦ أﻋﻀﺎء ﻓﺮﯾﻖ اﻟﻌﻤﻞ واﻟﻤﻌﻨﯿﯿﻦ‬ ‫‪.4‬‬ ‫ﺗﺨﻄﯿﻂ اﻟﻤﻮازﻧﺔ واﻟﻤﻮارد وإدارﺗﮭﻤﺎ‬ ‫‪.5‬‬
‫ﺿﻤﺎن ﺗﺪر ٍ ب أﻋﻀﺎء ﻓﺮﯾﻖ اﻟﻌﻤﻞ‪/‬اﻟﻤﻌﻨﯿﯿﻦ ﺑﺸﻜﻞ ﻛﺎف‬ ‫‪.5‬‬ ‫ﺧﻄﯿﻂ اﻟﺠﺪول اﻟﺰﻣﻨﻲ وإدارﺗﮫ‬ ‫‪.6‬‬
‫ﺗﻜﻮﯾﻦ ﻓﺮﯾﻖ ﻋﻤﻞ‬ ‫‪.6‬‬ ‫ﺗﺨﻄﯿﻂ ﺟﻮدة اﻟﻤﻨﺘﺠﺎت‪/‬اﻟﺘﺴﻠﯿﻤﺎت وإدارﺗﮭﺎ‬ ‫‪.7‬‬
‫اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻌﻮاﺋﻖ واﻟﺤﻮاﺟﺰ واﻟﻌﻘﺒﺎت اﻟﺘﻲ ﺗﻮاﺟﮫ ﻓﺮﯾﻖ اﻟﻌﻤﻞ وإزاﻟﺘﮭﺎ‬ ‫‪.7‬‬ ‫ﺗﺨﻄﯿﻂ اﻟﻨﻄﺎق وإدارﺗﮫ‬ ‫‪.8‬‬
‫اﻟﺘﻔﺎوض ﻋﻠﻰ اﺗﻔﺎﻗﯿﺎت اﻟﻤﺸﺮوع‬ ‫‪.8‬‬ ‫دﻣﺞ أﻧﺸﻄﺔ ﺗﺨﻄﯿﻂ اﻟﻤﺸﺮوع‬ ‫‪.9‬‬
‫اﻟﺘﻌﺎون ﻣﻊ اﻟﻤﻌﻨﯿﯿﻦ‬ ‫‪.9‬‬ ‫إدارة ﺗﻐﯿﯿﺮات اﻟﻤﺸﺮوع‬ ‫‪.10‬‬
‫ﺑﻨﺎء ﻓﮭﻢ ﻣﺸﺘﺮك‬ ‫‪.10‬‬ ‫ﺗﺨﻄﯿﻂ اﻟﻤﺸﺘﺮﯾﺎت وإدارﺗﮭﺎ‬ ‫‪.11‬‬
‫إﺷﺮاك ﻓﺮق اﻟﻌﻤﻞ اﻻﻓﺘﺮاﺿﯿﺔ ودﻋﻤﮭﺎ‬ ‫‪.11‬‬ ‫إدارة أدوات اﻟﻤﺸﺮوع‬ ‫‪.12‬‬
‫ﺗﺤﺪﯾﺪ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﯿﺔ ﻟﻔﺮﯾﻖ اﻟﻌﻤﻞ‬ ‫‪.12‬‬ ‫ﺗﺤﺪﯾﺪ ﻣﻨﮭﺠﯿﺔ‪/‬أﺳﺎﻟﯿﺐ اﻟﻤﺸﺮوع وﻣﻤﺎرﺳﺎﺗﮫ اﻟﻤﻨﺎﺳﺒﺔ‬ ‫‪.13‬‬
‫ﺗﻮﺟﯿﮫ اﻟﻤﻌﻨﯿﯿﻦ ذوي اﻟﺼﻠﺔ‬ ‫‪.13‬‬ ‫وﺿﻊ ﮬﯿﻜﻞ ﺣﻮﻛﻤﺔ اﻟﻤﺸﺮوع‬ ‫‪.14‬‬
‫‪Sayed Mohsen‬‬
‫دﻋﻢ أداء ﻓﺮﯾﻖ اﻟﻌﻤﻞ ﻣﻦ ﺧﻼل ﺗﻄﺒﯿﻖ اﻟﺬﻛﺎء اﻟﻌﺎﻃﻔﻲ‬ ‫‪.14‬‬ ‫دارة ﻣﺸﻜﻼت اﻟﻤﺸﺮوع‬ ‫‪.15‬‬
‫ﺿﻤﺎن ﻧﻘﻞ اﻟﻤﻌﺮﻓﺔ ﻻﺳﺘﻤﺮار اﻟﻤﺸﺮوع‬ ‫‪.16‬‬
‫ﺗﺨﻄﯿﻂ إﻏﻼق اﻟﻤﺸﺮوع‪/‬اﻟﻤﺮﺣﻠﺔ أو ﻋﻤﻠﯿﺎت اﻻﻧﺘﻘﺎل وإدارﺗﮭﺎ‬ ‫‪.17‬‬
‫‪ -٣‬ﺑﻴﺌﺔ اﻷﻋﻤﺎل ‪8%‬‬

‫ﺗﺨﻄﯿﻂ اﻣﺘﺜﺎل اﻟﻤﺸﺮوع وإدارﺗﻪ‬ ‫‪.1‬‬ ‫‪= 35 Tasks‬‬
‫ﺗﻘﯿﯿﻢ ﻣﻨﺎﻓﻊ اﻟﻤﺸﺮوع وﻣﺮدوده وﺗﺤﻘﯿﻘﮭﺎ‬ ‫‪.2‬‬
‫ﺗﻘﯿﯿﻢ ﺗﻐﯿﺮات ﺑﯿﺌﺔ اﻷﻋﻤﺎل اﻟﺨﺎرﺟﯿﺔ واﻟﺘﻌﺎﻣﻞ ﻣﻌﮭﺎ ﻟﻤﻌﺮﻓﺔ ﻣﺪى ﺗﺄﺛﯿﺮﮬﺎ ﻓﻲ اﻟﻨﻄﺎق‬ ‫‪.3‬‬
‫دﻋﻢ اﻟﺘﻐﯿﺮ اﻟﻤﺆﺳﺴﻲ‬ ‫‪.4‬‬ ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬
‫‪7‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
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‫إد ار ة اﻟ ﻨﺰاﻋ ﺎ ت‬
Manage Conflict
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Manage Conflict ‫إد ار ة اﻟ ﻨﺰاﻋ ﺎ ت‬
§ Working as a team and with a variety of stakeholders, there are

bound to be conflicts.
§ Conflict in projects is inevitable.
§ Conflict is natural.
§ Conflict can be a positive benefit to the project and its
outcomes, if managed properly.
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.‫ ﻻ ﺑﺪ أن ﺗﻜﻮن ﻫﻨﺎك ﺻﺮاﻋﺎت‬، ‫اﻟﻌﻤﻞ ﻛﻔﺮﻳﻖ وﻣﻊ ﻣﺠﻤﻮﻋﺔ ﻣﺘﻨﻮﻋﺔ ﻣﻦ اﻟﻤﻌﻨﻴﻴﻦ‬ §
.‫اﻟﺼﺮاع ﻓﻲ اﻟﻤﺸﺎرﻳﻊ أﻣﺮ ﻻ ﻣﻔﺮ ﻣﻨﻪ‬ §
.‫اﻟﺼﺮاع أﻣﺮ ﻃﺒﻴﻌﻲ‬ §
.‫ إذا ﺗﻤﺖ إدارﺗﻪ ﺑﺸﻜﻞ ﺻﺤﻴﺢ‬، ‫ﻳﻤﻜﻦ أن ﻳﻜﻮن اﻟﺼﺮاع ﻣﻔﻴًﺪا إﻳﺠﺎﺑًﻴﺎ ﻟﻠﻤﺸﺮوع وﻧﺘﺎﺋﺠﻪ‬ §

Domain People
Task 01
T a s k 0 1 : Ma na g e Co nf l i c t ‫إد ار ة اﻟ ﻨﺰاع‬
• Interpret the source and stage of the conflict. (ECO 1.1.1) . ‫ﺗﻔﺴﻴﺮ ﻣﺼﺪر اﻟﻨﺰاع وﻣﺮﺣﻠﺘﻪ‬ §
• Analyze the context for the conflict. (ECO 1.1.2) . ‫ﺗﺤﻠﻴﻞ ﺳﻴﺎق اﻟﻨﺰاع‬ §
• Evaluate/recommend/reconcile and track effectiveness. (ECO 1.1.3) ‫إﻧﻬﺎء اﻟﻨﺰاع ﺑﺎﻟﺤﻞ اﻟﻤﻨﺎﺳﺐ‬/‫اﻟﺘﻮﺻﻴﺔ ﺑﺤﻞ اﻟﻨﺰاع اﻟﻤﻨﺎﺳﺐ‬/‫ﺗﻘﻴﻴﻢ‬ §
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Domain People
‫د و ر ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع‬
The Project Manager's Role Task 01
§ Managing conflict is a responsibility of all stakeholders. .‫إدارة اﻟﺼﺮاع ﻫﻲ ﻣﺴﺆوﻟﻴﺔ ﺟﻤﻴﻊ اﻟﻤﻌﻨﻴﻴﻦ‬
§ The direction and handling of conflict is heavily influenced by the project manager.
§ Your interpersonal and team skills such as empathy and emotional intelligence are primary examples.
§ In agile projects, the project manager may assist in facilitating conflict resolution sessions
or the team is empowered to resolve conflicts as they best see fit.
§ As a servant leader, a project manager can assist in the removal of impediments or sources of conflict to
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support the team’s performance.
.‫ ﻗﺪ ﻳﺴﺎﻋﺪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻲ ﺗﺴﻬﻴﻞ ﺟﻠﺴﺎت ﺣﻞ اﻟﻨﺰاﻋﺎت أو ﻳﺘﻢ ﺗﻤﻜﻴﻦ اﻟﻔﺮﻳﻖ ﻟﺤﻞ اﻟﻨﺰاﻋﺎت ﺑﺎﻟﺸﻜﻞ اﻟﺬي ﻳﺮاه ﻣﻨﺎﺳًﺒﺎ‬، ‫ﻓﻲ اﻟﻤﺸﺎرﻳﻊ اﻟﺮﺷﻴﻘﺔ‬ §
.‫ ﻳﻤﻜﻦ ﻟﻤﺪﻳﺮ اﻟﻤﺸﺮوع اﻟﻤﺴﺎﻋﺪة ﻓﻲ إزاﻟﺔ اﻟﻌﻮاﺋﻖ أو ﻣﺼﺎدر اﻟﺼﺮاع ﻟﺪﻋﻢ أداء اﻟﻔﺮﻳﻖ‬، ‫ﻛﻘﺎﺋﺪ ﺧﺎدم‬ §

Domain People
Task 01
Causes of Conflict ‫أﺳ ﺒ ﺎ ب اﻟ ﻨ ﺰ اع‬
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Competition
‫اﻟﻤ ﻨﺎﻓ ﺴ ﺔ‬
Differences in
objectives,
values, and
Disagreements
about role
requirements,
Communication
breakdowns
‫أﻋ ﻄ ﺎل اﻻ ﺗﺼ ﺎﻻ ت‬
perceptions work activities
Domain People
Effective conflict management can
lead to: • Conflict is inevitable in a project environment Task 01
- Improved understanding ‫ﻻ ﻣ ﻔ ﺮ ﻣ ﻦ ﺣ ﺪ و ث ﻧ ﺰ اع ﻓ ﻲ أي ﺑ ﻴ ﺌ ﺔ ﻣ ﺸ ﺮ و ع‬
- Performance.
- Productivity.
/ ‫ا ﻟﺘ ﻀ ﺤ ﻴ ﺔ‬
‫ا ﻟﺘ ﻮ ا ﻓ ﻖ‬
/ ‫اﻟﺴ ﻼ ﺳ ﺔ‬
‫ا ﻟﺘ ﺴ ﻮ ﻳ ﺔ‬ / ‫اﻻ ﺟ ﺒ ﺎر‬
‫ا ﻟﺘ ﻮ ﺟ ﻴ ﻪ‬
Compromis
e/Reconcile Force/Direct
Conflict Management Smooth/Acco
mmodate
‫إدارة اﻟﻨﺰاع‬
Collaborate/ / ‫ا ﻟﺘ ﻌ ﺎو ن‬
Withdraw/Avoid
Problem Solve ‫ﺣ ﻞ ا ﻟﻤ ﺸ ﻜ ﻼ ت‬
Ineffective conflict management / ‫اﻻ ﻧﺴ ﺤ ﺎب‬

can lead to: ‫ا ﻟﺘ ﺠ ﻨ ﺐ‬
- Destructive behavior.
- Animosity. ‫اﻟﻜﺮاﻫﻴﺔ‬
- Poor performance.
- Reduced productivity.
BY: Sayed Mohs en
14 PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
Domain People
Conflict Management Approaches Task 01
‫أﺳ ﺎ ﻟ ﻴ ﺐ إد ار ة اﻟ ﻨ ﺰ اع‬
q Conflict Management: ‫إدارة اﻟﻨﺰاع‬
• There are five general techniques for resolving conflict.
Retreating from an actual or potential conflict situation; postponing the

Withdraw/Avoid
issue to be better prepared or to be resolved by others.
‫اﻟﺘﺮاﺟﻊ ﻋﻦ ﻣﻮﻗﻒ ﻧﺰاع ﻓﻌﻠﻲ أو ﻣﺤﺘﻤﻞ؛ أو ﺗﺄﺟﻴﻞ اﻹﺷﻜﺎل ﺣﺘﻰ ﻳﺘﻢ اﻟﺘﺠﻬﻴﺰ ﻟﻪ ﺑﺸﻜﻞ أﻓﻀﻞ أو ﺗﺮك ﺣﻠﻪ ﻟﻶﺧﺮﻳﻦ‬
‫ اﻟﺘ ﺠ ﻨ ﺐ‬/ ‫اﻻ ﻧﺴ ﺤ ﺎب‬
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Smooth/Acco
mmodate
‫ ا ﻟﺘ ﺴ ﻮ ﻳ ﺔ‬/ ‫ا ﻟﺴ ﻼ ﺳ ﺔ‬
Emphasizing areas of agreement rather than areas of difference.
‫اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺟﻮاﻧﺐ اﻻﺗﻔﺎق ﺑﺪﻻ ﻣﻦ ﺟﻮاﻧﺐ اﻻﺧﺘﻼف‬

Domain People
Conflict Management Approaches ‫أﺳ ﺎ ﻟ ﻴ ﺐ إد ار ة اﻟ ﻨ ﺰ اع‬ Task 01
Compromise/reconcile . Searching for solutions that bring some degree of

satisfaction to all parties in order to temporarily or partially resolve the conflict.
- This approach occasionally results in a lose-lose situation

Withdraw/Avoid ‫اﻟﺒﺤﺚ ﻋﻦ ﺣﻠﻮل ﺗﺠﻠﺐ درﺟﺔ ﻣﻦ اﻟﺮﺿﺎ ﻟﺸﺘﻰ اﻷﻃﺮاف ﺣﺮًﺻﺎ ﻋﻠﻰ ﺣﻞ اﻟﻨﺰاع ﻣﺆﻗﺘًﺎ أو ﺟﺰﺋًﻴﺎ‬
‫ ا ﻟﺘ ﻮ ا ﻓ ﻖ‬/ ‫ا ﻟﺘ ﻀ ﺤ ﻴ ﺔ‬
Force/direct. Pushing one’s viewpoint at the expense of others; usually enforced

through a power position to resolve an emergency. often results to a win-lose situation.
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Force/Direct
‫دﻓﻊ وﺟﻬﺔ ﻧﻈﺮ أﺣﺪ اﻷﻓﺮاد ﻋﻠﻰ ﺣﺴﺎب اﻵﺧﺮﻳﻦ وﺗﻘﺪﻳﻢ ﺣﻠﻮل ﻣﺮﺿﻴﺔ ﻟﻄﺮف واﺣﺪ ﻓﻘﻂ وﻋﺎدة ﻣﺎ ﺗﻜﻮن ﻣﻔﺮوﺿﺔ ﻣﻦ ﺧﻼل‬
‫ اﻟﺘ ﻮ ﺟ ﻴ ﻪ‬/ ‫اﻻ ﺟ ﺒ ﺎر‬ .‫ ﻫﺬا اﻷﺳﻠﻮب ﻳﻨﺘﺞ ﻏﺎﻟﺒﺎ ﻣﻮﻗﻒ ﻃﺮف راﺑﺢ وﻃﺮف ﺧﺎﺳﺮ‬.‫ﻣﻨﺼﺐ ذي ﺳﻠﻄﺔ ﻟﺤﻞ ﺣﺎﻟﺔ ﻃﺎرﺋﺔ‬
Problem solve . Incorporating multiple viewpoints and insights from differing
Collaborate/
perspectives; requires a cooperative attitude and open dialogue that typically leads to
Problem Solve
consensus. result in a win-win situation. ‫أﻓﻀﻞ ﻃﺮﻳﻘﻪ ﻟﺤﻞ اﻟﺨﻼﻓﺎت واﻻﻛﺜﺮ ﻓﺎﻋﻠﻴﺔ‬
‫ ﺣ ﻞ ا ﻟﻤ ﺸ ﻜ ﻼ ت‬/ ‫ا ﻟﺘ ﻌ ﺎو ن‬ 16 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
‫ﻗ ﻴﺎد ة ﻓ ﺮﻳﻖ اﻟﻌ ﻤ ﻞ‬
Lead a Team
Sayed Mohsen
Lead a Team ‫ﻗ ﻴﺎد ة ﻓ ﺮﻳﻖ اﻟﻌ ﻤ ﻞ‬
§ There are many ways to lead a team.

§ No one approach is perfect for every situation.
§ A project manager must be astute in various leadership styles to apply the most suitable technique
for the moment.
§ Teams are made up of individuals with different skill sets, backgrounds, experiences, and attitudes.
§ Cohesive, collaborative teams typically are more productive and effective.
§ A project manager must cultivate the optimal project environment best suited for the team.
§ You must help the team appreciate the project’s objectives, mission, and goals, as well as see their
value in achieving those aims.
Sayed Mohsen
.‫ﻫﻨﺎك ﻃﺮق ﻋﺪﻳﺪة ﻟﻘﻴﺎدة اﻟﻔﺮﻳﻖ‬ §
.‫ﻻ ﻳﻮﺟﺪ ﻧﻬﺞ واﺣﺪ ﻣﺜﺎﻟﻲ ﻟﻜﻞ ﻣﻮﻗﻒ‬ §
.‫ﻳﺠﺐ أن ﻳﻜﻮن ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻣﺎﻫًﺮا ﻓﻲ أﺳﺎﻟﻴﺐ اﻟﻘﻴﺎدة اﻟﻤﺨﺘﻠﻔﺔ ﻟﺘﻄﺒﻴﻖ اﻷﺳﻠﻮب اﻷﻛﺜﺮ ﻣﻼءﻣﺔ ﻓﻲ اﻟﻮﻗﺖ اﻟﺤﺎﻟﻲ‬ §
.‫ﺗﺘﻜﻮن اﻟﻔﺮق ﻣﻦ أﻓﺮاد ﻟﺪﻳﻬﻢ ﻣﺠﻤﻮﻋﺎت ﻣﻬﺎرات وﺧﻠﻔﻴﺎت وﺧﺒﺮات وﻣﻮاﻗﻒ ﻣﺨﺘﻠﻔﺔ‬ §
.‫ﻋﺎدة ﻣﺎ ﺗﻜﻮن اﻟﻔﺮق اﻟﻤﺘﻤﺎﺳﻜﺔ واﻟﺘﻌﺎوﻧﻴﺔ أﻛﺜﺮ إﻧﺘﺎﺟﻴﺔ وﻓﻌﺎﻟﻴﺔ‬ §
.‫ﻳﺠﺐ أن ﻳﻘﻮم ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺘﻬﻴﺌﺔ ﺑﻴﺌﺔ اﻟﻤﺸﺮوع اﻟﻤﺜﻠﻰ اﻷﻧﺴﺐ ﻟﻠﻔﺮﻳﻖ‬ §
.‫ وﻛﺬﻟﻚ ﻣﻌﺮﻓﺔ ﻗﻴﻤﺘﻬﺎ ﻓﻲ ﺗﺤﻘﻴﻖ ﺗﻠﻚ اﻷﻫﺪاف‬، ‫ﻳﺠﺐ أن ﺗﺴﺎﻋﺪ اﻟﻔﺮﻳﻖ ﻓﻲ ﺗﻘﺪﻳﺮ أﻫﺪاف اﻟﻤﺸﺮوع ورﺳﺎﻟﺘﻪ وأﻫﺪاﻓﻪ‬ §

Domain People
Leadership Skills Task 02
Conflict management Decision making Meeting management Networking Servant Leadership
Sayed Mohsen
Cultural awareness Facilitation Negotiation Observation/
conversation
Team building

Domain People
Leadership Skills ‫ﻣ ﻬﺎرات اﻟﻘ ﻴﺎد ة‬

Task 02
Sayed Mohsen
Domain People
‫اﻟﻮﻋﻲ ﺑﺎﻟﺘﻨﻮع واﻟﻜﻔﺎءات اﻟﺜﻘﺎﻓﻴﺔ‬ Task 02
Diversity Awareness and Cultural Competencies
ü Not all team members are motivated and inspired the same way.
ü You should select the suitable approach to lead the project team.
ü A project manager must adapt the leadership style to the situation and the stakeholders.
ü Cultural and diversity aspects are important elements to implementing effective leadership modes.
Sayed Mohsen
ü Communication and openness to learn from others builds trust and improves the optimal options to
lead various team members and stakeholders.
ü Your competencies in this area become more global and diversified as you work on more projects
involving more diverse locations, industries, organizations, stakeholders, working styles, and cultures.

‫‪Domain‬‬ ‫‪People‬‬
‫اﻟﻮﻋﻲ ﺑﺎﻟﺘﻨﻮع واﻟﻜﻔﺎءات اﻟﺜﻘﺎﻓﻴﺔ‬ ‫‪Task‬‬ ‫‪02‬‬
‫‪Diversity Awareness and Cultural Competencies‬‬
‫‪ ü‬ﻻ ﻳﺘﻢ ﺗﺤﻔﻴﺰ وإﻟﻬﺎم ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﻨﻔﺲ اﻟﻄﺮﻳﻘﺔ‪.‬‬
‫‪ ü‬اﻟﺘﻌﺮف ﻋﻠﻰ اﻟﻨﻬﺞ اﻷﻧﺴﺐ واﻟﻤﻌﻘﻮل ﻟﻘﻴﺎدة ﻓﺮﻳﻖ اﻟﻤﺸﺮوع واﻟﻌﻤﻞ وﻓًﻘﺎ ﻟﻪ‪.‬‬
‫‪ ü‬ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺗﻜﻴﻴﻒ أﺳﻠﻮب اﻟﻘﻴﺎدة ﻣﻊ اﻟﻤﻮﻗﻒ واﻟﻤﻌﻨﻴﻴﻦ‪.‬‬
‫‪ ü‬اﻟﺠﻮاﻧﺐ اﻟﺜﻘﺎﻓﻴﺔ واﻟﺘﻨﻮع ﻫﻲ ﻋﻨﺎﺻﺮ ﻣﻬﻤﺔ ﻟﺘﻨﻔﻴﺬ أﻧﻤﺎط اﻟﻘﻴﺎدة اﻟﻔﻌﺎﻟﺔ‪.‬‬
‫‪ ü‬اﻟﺘﻮاﺻﻞ واﻻﻧﻔﺘﺎح ﻟﻠﺘﻌﻠﻢ ﻣﻦ اﻵﺧﺮﻳﻦ ﻳﺒﻨﻲ اﻟﺜﻘﺔ وﻳﺤﺴﻦ اﻟﺨﻴﺎرات اﻟﻤﺜﻠﻰ ﻟﻘﻴﺎدة ﻣﺨﺘﻠﻒ أﻋﻀﺎء اﻟﻔﺮﻳﻖ واﻟﻤﻌﻨﻴﻴﻦ‪.‬‬
‫‪ ü‬ﺗﺼﺒﺢ ﻛﻔﺎءاﺗﻚ ﻓﻲ ﻫﺬا اﻟﻤﺠﺎل أﻛﺜﺮ ﻋﺎﻟﻤﻴﺔ وﺗﻨﻮًﻋﺎ ﺣﻴﺚ ﺗﻌﻤﻞ ﻋﻠﻰ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻤﺸﺎرﻳﻊ اﻟﺘﻲ ﺗﺘﻀﻤﻦ ﻣﻮاﻗﻊ وﺻﻨﺎﻋﺎت وﻣﻨﻈﻤﺎت وﻣﻌﻨﻴﻴﻦ وأﻧﻤﺎط‬
‫ﻋﻤﻞ وﺛﻘﺎﻓﺎت أﻛﺜﺮ ﺗﻨﻮًﻋﺎ‪.‬‬
‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬

‫‪©www.pm-tricks.com - All rights reserved- Do not share‬‬ ‫‪22‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
Domain People
Servant Leadership Task 02
‫اﻟﻘ ﺎﺋﺪ اﻟﺨ ﺎد م‬

q Especially in agile teams
‫اﻟﻘ ﻴﺎد ة اﻟﺘﻘ ﻠﻴﺪ ﻳ ﺔ‬ ‫اﻟﻘ ﻴﺎد ة اﻟﺨ ﺎد ﻣ ﺔ‬
ü Providing coaching and training. .‫ﺗﻮﻓﻴﺮاﻹرﺷﺎد واﻟﺘﺪرﻳﺐ‬
ü Remove blocks that impede work progress. .‫إزاﻟﺔ اﻟﻤﻮاﻧﻊ اﻟﺘﻲ ﺗﻌﻴﻖ ﺗﻘﺪم اﻟﻌﻤﻞ‬
ü Focus on team accomplishments rather than team misfires.
‫اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ إﻧﺠﺎزات اﻟﻔﺮﻳﻖ ﺑﺪًﻻ ﻣﻦ أﺧﻄﺎء اﻟﻔﺮﻳﻖ‬
Sayed Mohsen
A servant leader focuses first on the growth and well-being
of their employees, as a means of achieving success for
customers, shareholders, and themselves.
‫ ﻛﻮﺳﻴﻠﺔ ﻟﺘﺤﻘﻴﻖ‬، ‫ﻳﺮﻛﺰ اﻟﻘﺎﺋﺪ اﻟﺨﺪم أوًﻻ ﻋﻠﻰ ﻧﻤﻮ ورﻓﺎﻫﻴﺔ ﻣﻮﻇﻔﻴﻬﻢ‬
. ‫ا ﻟﻨ ﺠ ﺎح ﻟﻠ ﻌ ﻤ ﻼ ء و ا ﻟﻤ ﺴ ﺎﻫ ﻤ ﻴ ﻦ و أ ﻧﻔ ﺴ ﻬ ﻢ‬
Domain People
Task 02
‫اﻟ ﻤ ﺪ ﻳ ﺮ‬ ‫اﻟ ﻘ ﺎ ﺋﺪ‬
Sayed Mohsen Both are important for the success of a project ‫وﻛﻼﻫﻤﺎ ﻣﻬﻢ ﻟﻨﺠﺎح اﻟﻤﺸﺮوع‬
Domain People
Reward and Recognition Plan Task 02
‫ﺧ ﻄ ﺔ اﻟﻤ ﻜ ﺎﻓ ﺄة و اﻟﺘﻘ ﺪ ﻳ ﺮ‬
Reward Plan Recognition Plan
ü Tangible, consumable items that are given to a ü Intangible, and experiential event that focuses on
person based on a specific outcome or an
behavior rather than outcome.
achievement.
ü Have a defined start and finish, or fixed time. ü Recognition is not restricted to a set time.
ü Expected when the specified goal is achieved ü unexpected by the receiver, and is intended to
Sayed Mohsen
or attained.
increase an individual's feeling of appreciation.
v for example, receiving a bonus after a
successful year is a reward. v For example, receiving public acknowledgement
and appreciation for helping another department
that was short staffed is recognition.

‫ﺧ ﻄ ﺔ اﻟﻤ ﻜ ﺎﻓ ﺄة و اﻟﺘﻘ ﺪ ﻳ ﺮ‬ ‫‪Task‬‬ ‫‪02‬‬
‫ﺧﻄﺔ اﻟﻤﻜﺎﻓﺄة‬ ‫ﺧﻄﺔ اﻟﺘﻘﺪﻳﺮ‬

‫‪ ü‬اﻟﻌﻨﺎﺻﺮ اﻟﻤﻠﻤﻮﺳﺔ اﻟﺘﻲ ﻳﺘﻢ ﻣﻨﺤﻬﺎ ﻟﺸﺨﺺ ﺑﻨﺎًء‬
‫‪ ü‬اﻟﺘﻘﺪﻳﺮ ﻏﻴﺮ ﻣﻠﻤﻮس ﻳﺮﻛﺰ ﻋﻠﻰ اﻟﺴﻠﻮك ﺑﺪًﻻ ﻣﻦ‬
‫ﻋ ﻠﻰ ﻧ ﺘﻴﺠ ﺔ أو إﻧ ﺠ ﺎ ز ﻣ ﻌ ﻴﻦ ‪.‬‬
‫اﻟﻨﺘﻴﺠ ﺔ ‪.‬‬
‫‪ ü‬ﻟﻬ ﺎ ﺑﺪ اﻳ ﺔ و ﻧ ﻬ ﺎ ﻳ ﺔ ﻣ ﺤ ﺪ د ة ‪ ،‬أو و ﻗ ﺖ ﻣ ﺤ ﺪ د ‪.‬‬
‫‪ ü‬ﻣ ﺘ ﻮ ﻗ ﻌ ﺔ ﻋ ﻨ ﺪ ﺗ ﺤ ﻘ ﻴ ﻖ اﻟﻬ ﺪ ف اﻟﻤ ﺤ ﺪ د أو ﺑﻠﻮ ﻏ ﻪ ‪.‬‬ ‫‪ ü‬ﻻ ﻳﻘ ﺘﺼ ﺮ اﻟﺘﻘ ﺪ ﻳﺮ ﻋ ﻠﻰ و ﻗ ﺖ ﻣ ﺤ ﺪ د ‪.‬‬
‫‪ v‬ﻋ ﻠﻰ ﺳ ﺒﻴ ﻞ اﻟﻤ ﺜﺎل ‪ ،‬ﻳ ﻌ ﺘﺒﺮ اﻟﺤ ﺼ ﻮ ل ﻋ ﻠﻰ ﻣ ﻜ ﺎﻓ ﺄة‬
‫‪ ü‬ﻏ ﻴﺮ ﻣ ﺘﻮ ﻗ ﻊ ‪ ،‬و ﻳ ﻬ ﺪ ف إﻟﻰ ز ﻳ ﺎ د ة ﺷ ﻌ ﻮ ر اﻟﻔ ﺮد ﺑﺎﻟﺘﻘ ﺪ ﻳ ﺮ‪.‬‬
‫ﺑﻌ ﺪ ﻋ ﺎم ﻧ ﺎ ﺟ ﺢ ﺑﻤ ﺜﺎ ﺑﺔ ﻣ ﻜ ﺎﻓ ﺄة ‪.‬‬
‫‪ v‬ﻋ ﻠﻰ ﺳ ﺒﻴ ﻞ اﻟﻤ ﺜﺎل ‪ ،‬اﻟﺤ ﺼ ﻮ ل ﻋ ﻠﻰ ﺷ ﻬ ﺎد ة ﺗﻘ ﺪ ﻳ ﺮ ‪,‬‬
‫ﻛ ﻠﻤ ﺔ ﺷ ﻜ ﺮ‬

Domain People
Task 02
Guidelines to Lead a Team
ü Use emotional intelligence .

ü Establish good communication among team members, internally and externally.
ü Monitor performance of team members on an ongoing basis.
ü Monitor progress of team members by speaking with them one-on-one. Don't wait for the emails or monthly reports.
ü Develop a set of metrics for each project to measure team performance.
ü Provide constructive feedback to team members on a frequent basis.
ü Team members need to know they are either on track or need to take steps to get back on track.
ü Consider additional training for those team members who need to improve their performance.
Manage conflict by using the appropriate approach
Sayed Mohsen
ü
ü Listen hard to what people are telling you.
ü Encourage both sides to find a win-win resolution to the problem.
ü Focus on the reasons that the group has come together: to find a resolution to the problem.
ü To help avoid unnecessary conflict, set expected ground rules in the beginning.
ü Establish an issues log to track and assign project issues.

‫‪Task‬‬ ‫‪02‬‬
‫ارﺷ ﺎ د ات ﻹ د ار ة اﻟ ﻔ ﺮ ﻳ ﻖ‬
‫ا ﺳ ﺘ ﺨ ﺪ م ا ﻟﺬ ﻛ ﺎء ا ﻟﻌ ﺎﻃ ﻔ ﻲ ‪.‬‬ ‫‪ü‬‬
‫إﻧﺸﺎء ﺗﻮاﺻﻞ ﺟﻴﺪ ﺑﻴﻦ أﻋﻀ ﺎء اﻟﻔﺮﻳﻖ داﺧﻠًﻴﺎ وﺧﺎرﺟًﻴﺎ‪.‬‬ ‫‪ü‬‬
‫ﻣ ﺮ ا ﻗ ﺒ ﺔ أ د ا ء أ ﻋ ﻀ ﺎ ء ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺸ ﻜ ﻞ ﻣ ﺴ ﺘ ﻤ ﺮ ‪.‬‬ ‫‪ü‬‬
‫را ﻗ ﺐ ﺗ ﻘ ﺪ م أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ ﻣ ﻦ ﺧ ﻼ ل ا ﻟﺘ ﺤ ﺪ ث ﻣ ﻌ ﻬ ﻢ ﻋ ﻠ ﻰ ا ﻧﻔ ﺮ ا د ‪ .‬ﻻ ﺗ ﻨ ﺘ ﻈ ﺮ رﺳ ﺎﺋ ﻞ ا ﻟﺒ ﺮ ﻳ ﺪ ا ﻹ ﻟﻜ ﺘ ﺮ و ﻧﻲ أ و ا ﻟﺘ ﻘ ﺎرﻳ ﺮ ا ﻟﺸ ﻬ ﺮ ﻳ ﺔ ‪.‬‬ ‫‪ü‬‬
‫ﻗ ﻢ ﺑ ﺘ ﻄ ﻮ ﻳ ﺮ ﻣ ﺠ ﻤ ﻮ ﻋ ﺔ ﻣ ﻦ ا ﻟﻤ ﻘ ﺎﻳ ﻴ ﺲ ﻟﻜ ﻞ ﻣ ﺸ ﺮ و ع ﻟﻘ ﻴ ﺎس أ د ا ء ا ﻟﻔ ﺮ ﻳ ﻖ ‪.‬‬ ‫‪ü‬‬
‫ﻗ ﺪ م ﻣ ﻼ ﺣ ﻈ ﺎ ت ﺑ ﻨ ﺎ ء ة ﻷ ﻋ ﻀ ﺎ ء ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺸ ﻜ ﻞ ﻣ ﺘ ﻜ ﺮ ر ‪.‬‬ ‫‪ü‬‬
‫ﻳ ﺤ ﺘ ﺎج أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ إ ﻟﻰ ﻣ ﻌ ﺮ ﻓ ﺔ أ ﻧﻬ ﻢ إ ﻣ ﺎ ﻋ ﻠ ﻰ ا ﻟﻤ ﺴ ﺎر ا ﻟﺼ ﺤ ﻴ ﺢ أ و ﻳ ﺤ ﺘ ﺎ ﺟ ﻮ ن إ ﻟﻰ ا ﺗ ﺨ ﺎ ذ ﺧ ﻄ ﻮ ا ت ﻟﻠ ﻌ ﻮ د ة إ ﻟﻰ ا ﻟﻤ ﺴ ﺎر ا ﻟﺼ ﺤ ﻴ ﺢ ‪.‬‬ ‫‪ü‬‬
‫ﺿﻊ ﻓﻲ اﻋﺘﺒﺎرك ﺗﺪرﻳًﺒﺎ إﺿﺎﻓًﻴﺎ ﻷﻋﻀ ﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻳﺤﺘﺎﺟﻮن إﻟﻰ ﺗﺤﺴﻴﻦ أداﺋﻬﻢ‪.‬‬ ‫‪ü‬‬
‫إ د ا رة ا ﻟﺼ ﺮ ا ع ﺑ ﺎﺳ ﺘ ﺨ ﺪ ا م ا ﻟﻨ ﻬ ﺞ ا ﻟﻤ ﻨ ﺎﺳ ﺐ‬ ‫‪ü‬‬
‫اﺳﺘﻤﻊ ﺟﻴًﺪا ﻟﻤﺎ ﻳﻘﻮﻟﻪ ﻟﻚ اﻋﻀ ﺎء اﻟﻔﺮﻳﻖ‪.‬‬
‫‪ü‬‬
‫ﺷ ﺠ ﻊ ﻛ ﻼ ا ﻟﺠ ﺎﻧﺒ ﻴ ﻦ ﻋ ﻠ ﻰ إ ﻳ ﺠ ﺎد ﺣ ﻞ ﻳ ﺮ ﺑ ﺢ ﻓ ﻴ ﻪ ا ﻟﺠ ﻤ ﻴ ﻊ ﻟﻠ ﻤ ﺸ ﻜ ﻠ ﺔ ‪.‬‬ ‫‪ü‬‬
‫رﻛ ﺰ ﻋ ﻠ ﻰ أ ﺳ ﺒ ﺎب ﺗ ﻜ ﺎﺗ ﻒ ا ﻟﻤ ﺠ ﻤ ﻮ ﻋ ﺔ ‪ :‬ﻹ ﻳ ﺠ ﺎد ﺣ ﻞ ﻟﻠ ﻤ ﺸ ﻜ ﻠ ﺔ ‪.‬‬ ‫‪ü‬‬
‫ﻟﻠ ﻤ ﺴ ﺎﻋ ﺪ ة ﻓ ﻲ ﺗ ﺠ ﻨ ﺐ ا ﻟﺘ ﻌ ﺎرض ﻏ ﻴ ﺮ ا ﻟﻀ ﺮ و ري ‪ ،‬ﺿ ﻊ ا ﻟﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎ ﺳ ﻴ ﺔ ا ﻟﻤ ﺘ ﻮ ﻗ ﻌ ﺔ ﻓ ﻲ ا ﻟﺒ ﺪ ا ﻳ ﺔ ‪.‬‬ ‫‪ü‬‬
‫إ ﻧﺸ ﺎء ﺳ ﺠ ﻞ ﻣ ﺸ ﺎﻛ ﻞ ﻟﺘ ﺘ ﺒ ﻊ و ﺗ ﻌ ﻴ ﻴ ﻦ ﻗ ﻀ ﺎﻳ ﺎ ا ﻟﻤ ﺸ ﺮ و ع ‪.‬‬ ‫‪ü‬‬

‫دﻋﻢ أداء اﻟﻔﺮﻳﻖ‬
Support Team Performance
Sayed Mohsen
Domain People
‫ﻣ ﺆ ﺷ ﺮات اﻷ د اء اﻟﺮﺋﻴ ﺴ ﻴ ﺔ‬ Task 03
Key Performance Indicator (KPI)
Definition
ü A way of measuring the effectiveness of an organization, employee, etc. in meeting

objectives for performance. .‫ﻃ ﺮﻳ ﻘ ﺔ ﻟﻘ ﻴﺎ س ﻓ ﺎ ﻋ ﻠﻴ ﺔ اﻟﻤ ﻨﻈ ﻤ ﺔ او ﻓ ﺮﻳ ﻖ اﻟ ﻌ ﻤ ﻞ و ﻣ ﺪ ى ﺗﻘ ﺪ ﻣ ﻬ ﺎ ﻧ ﺤ ﻮ ﺗﺤ ﻘ ﻴ ﻖ أﻫ ﺪ اﻓ ﻬ ﺎ‬
One way to evaluate the relevance of a performance indicator is to use the SMART criteria. The letters are typically
Sayed Mohsen
taken to stand for Specific, Measurable, achievable, Relevant, Time-bound. In other words:
Is your objective Specific? ‫ﻫﻞ ﻫﺪﻓﻚ ﻣﺤﺪد؟‬

Can you Measure progress towards that goal? ‫ﻫﻞ ﻳﻤﻜﻨﻚ ﻗﻴﺎس اﻟﺘﻘﺪم ﻧﺤﻮ ﻫﺬا اﻟﻬﺪف؟‬
Is the goal realistically achievable? ‫ﻫﻞ اﻟﻬﺪف ﻗﺎﺑﻞ ﻟﻠﺘﺤﻘﻴﻖ ﺑﺸﻜﻞ واﻗﻌﻲ؟‬
How Relevant is the goal to your organization? ‫ﻣﺎ ﻣﺪى ﺻﻠﺔ اﻟﻬﺪف ﺑﻤﺆﺳﺴﺘﻚ؟‬
What is the Time-frame for achieving this goal? ‫ﻣﺎ ﻫﻮ اﻹﻃﺎر اﻟﺰﻣﻨﻲ ﻟﺘﺤﻘﻴﻖ ﻫﺬا اﻟﻬﺪف‬

Domain People
‫ﻣ ﺆ ﺷ ﺮات اﻷ د اء اﻟﺮﺋﻴ ﺴ ﻴ ﺔ‬ Task 03
Key Performance Indicators
Sayed Mohsen ‫ﻣﺤﺪدة‬ ‫ﻗ ﺎ ﺑ ﻞ ﻟﻠ ﻘ ﻴ ﺎس‬ ‫ﻗ ﺎ ﺑ ﻞ ﻟﻠ ﺘ ﺤ ﻘ ﻴ ﻖ‬ ‫ذو ﺻ ﻠﺔ‬

Time-bound
‫ﻣ ﻘ ﻴﺪة زﻣ ﻨﻴﺎ‬

‫ﺛﻘ ﺎﻓ ﺔ اﻟﻔ ﺮﻳ ﻖ و اﻟﺘﻤ ﻜ ﻴﻦ‬
Domain People
Task 03
Team Culture and Empowerment
§ In projects, the team is the most important part. Without a good unified team, the project falls apart and
project management becomes insufficient.
§ The team needs to be empowered to make decisions without burden and in a timely manner.
§ Encourage the team to foster team collaboration and decision making.
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. ‫ ﻳ ﻨ ﻬ ﺎ ر ا ﻟ ﻤ ﺸ ﺮو ع و ﺗ ﺼ ﺒ ﺢ إ د ا ر ة ا ﻟ ﻤ ﺸ ﺮو ع ﻏ ﻴ ﺮ ﻛ ﺎ ﻓﻴ ﺔ‬، ‫ ﺑﺪ و ن ﻓ ﺮﻳ ﻖ ﻣ ﻮ ﺣ ﺪ ﺟ ﻴ ﺪ‬. ‫ ا ﻟ ﻔ ﺮﻳ ﻖ ﻫ ﻮ ا ﻟ ﺠ ﺰء اﻷ ﻛ ﺜ ﺮ أ ﻫ ﻤ ﻴ ﺔ‬، ‫§ ﻓ ﻲ ا ﻟ ﻤ ﺸ ﺎ ر ﻳ ﻊ‬
. ‫§ ﻳ ﺤ ﺘ ﺎ ج اﻟﻔ ﺮﻳ ﻖ إﻟ ﻰ اﻟ ﺘ ﻤ ﻜ ﻴ ﻦ ﻻ ﺗ ﺨ ﺎ ذ اﻟﻘ ﺮارات د و ن ﻋ ﺐ ء و ﻓ ﻲ اﻟ ﻮ ﻗ ﺖ اﻟﻤ ﻨ ﺎ ﺳ ﺐ‬
.‫§ ﺗ ﺸ ﺠ ﻊ اﻟﻔ ﺮﻳ ﻖ ﻋ ﻠﻰ ﺗ ﻌ ﺰﻳ ﺰ ﺗ ﻌ ﺎ و ن اﻟﻔ ﺮﻳ ﻖ و اﺗ ﺨ ﺎ ذ اﻟﻘ ﺮار‬

Domain People
‫أﻧ ﺸ ﻄ ﺔ ﺑﻨﺎ ء اﻟﻔ ﺮﻳ ﻖ‬

Task 03
Team Building Activities
§ Team-building activities are the specific functions or actions taken to help the team
to develop into a mature, productive team.
§ They can be formal or informal, brief or extended, and facilitated by the project
manager or a group facilitator.
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. ‫§ أﻧ ﺸ ﻄ ﺔ ﺑﻨﺎ ء اﻟﻔ ﺮﻳ ﻖ ﻫ ﻲ اﻟﻮ ﻇ ﺎ ﺋﻒ أو اﻹ ﺟ ﺮاءات اﻟﻤ ﺤ ﺪ د ة اﻟﻤ ﺘ ﺨ ﺬ ة ﻟﻤ ﺴ ﺎ ﻋ ﺪ ة اﻟﻔ ﺮﻳ ﻖ ﻋ ﻠﻰ اﻟ ﺘ ﻄ ﻮ ر ﻟ ﻴ ﻜ ﻮ ن اﻛ ﺜ ﺮ ﻧ ﻀ ﺠ ﺎ و اﻧﺘﺎ ﺟ ﻴ ﺔ‬
. ‫ و ﻣ ﻴ ﺴ ﺮة ﻣ ﻦ ﻗ ﺒ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع أو ﻣ ﻴ ﺴ ﺮ اﻟﻤ ﺠ ﻤ ﻮ ﻋ ﺔ‬، ‫ ﻣ ﻮ ﺟ ﺰة أو ﻣ ﻤ ﺘﺪ ة‬، ‫§ ﻳ ﻤ ﻜ ﻦ أن ﺗﻜ ﻮ ن رﺳ ﻤ ﻴ ﺔ أو ﻏ ﻴﺮ رﺳ ﻤ ﻴ ﺔ‬

Domain People
‫ﻣ ﺮاﺣ ﻞ ﺗﻄ ﻮ ر اﻟﻔ ﺮﻳ ﻖ‬ Team Development Stages Task 03
One of the models used to describe team development is the Tuckman ladder [19, 20], which
includes five stages of development that teams may go through.
‫ ﺧﻄﻮات ﻧﻤﻮذج ﺗﻮﻛﻤﺎن ﻟﺒﻨﺎء اﻟﻔﺮﻳﻖ اﻟﻨﺎﺟﺢ‬- ‫ﺳﻠﻢ ﺗﻮﻛﻤﺎن‬
BY: Sayed Mohs en

PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
‫ﻣ ﺮاﺣ ﻞ ﺗﻄ ﻮ ر اﻟﻔ ﺮﻳ ﻖ‬ Domain People
Task 03
Team Development Stages ‫ﻣﻬﻤﺔ ﺟﺪا ﺟﺪا ﺟﺪا‬
1. Forming: The team members meet and learn about the project and their formal roles and responsibilities.
. ‫ ﻳ ﺠ ﺘ ﻤ ﻊ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ و ﻳ ﺘ ﻌ ﺮ ﻓ ﻮ ن ﻋ ﻠ ﻰ ا ﻟﻤ ﺸ ﺮ و ع و أ د و ا رﻫ ﻢ و ﻣ ﺴ ﺆ و ﻟﻴ ﺎﺗ ﻬ ﻢ ا ﻟﺮ ﺳ ﻤ ﻴ ﺔ‬: ‫ا ﻟﺘ ﺸ ﻜ ﻴ ﻞ‬
2. Storming: There are disagreements as people learn to work together ‫ ﻫﻨﺎك ﺧﻼﻓﺎت ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻢ اﻟﻨﺎس اﻟﻌﻤﻞ ﻣًﻌﺎ‬:‫اﻟﻌﺼﻒ‬
3. Norming: begin to work together. The team members learn to trust each other.
. ‫ ﻣﺮﺣﻠﺔ ﺑﻨﺎء اﻟﺜﻘﺔ‬.. ‫ ﻳﺒﺪأ اﻟﻔﺮﻳﻖ ﻓﻲ ﺗﻐﻴﻴﺮ اﻟﺴﻠﻮك‬.‫ اﻟﺒﺪء ﻓﻲ اﻟﻌﻤﻞ ﻣًﻌﺎ‬:‫اﻟﺘﻮاﻓﻖ‬
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4. Performing: Team members work effectively together as well-organized unit.
‫ ﻳﻌﻤﻞ أﻋﻀ ﺎء اﻟﻔﺮﻳﻖ ﻣًﻌﺎ ﺑﺸﻜﻞ ﻓﻌﺎل ﻛﻮﺣﺪة ﺟﻴﺪة اﻟﺘﻨﻈﻴﻢ‬:‫اﻷداء‬
5. Adjourning: Team members complete the work and moves on from the project.
‫ ﻳ ﻜ ﻤ ﻞ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﻌ ﻤ ﻞ و ﻳ ﻨ ﺘ ﻘ ﻠ ﻮ ن ﻣ ﻦ ا ﻟﻤ ﺸ ﺮ و ع‬: ‫ا ﻟﺘ ﺄﺟ ﻴ ﻞ‬

Project Team
Formation Video
Tuckman’s
Ladder of Team
Development
Dr. Bruce Tuckman
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36 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
Domain People
Effective Teams ‫اﻟﻔ ﺮق اﻟﻔ ﻌ ﺎ ﻟ ﺔ‬ Task 03
§ The team members should work in a collaborative way to ensure project success.
§ PM should build an effective project team and foster teamwork.
§ Managers should use effective communication methods, develop trust among team.
§ Manage conflicts, and promote collaborative decision making and problem solving.
§ Project managers should seek support from upper-management or the appropriate stakeholders to effectively build project teams.
Sayed Mohsen
§ This will help improve people skills, advance technical competencies, build good team environment, and increase project performance.
.‫ﻳﺠﺐ أن ﻳﻌﻤﻞ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﻄﺮﻳﻘﺔ ﺗﻌﺎوﻧﻴﺔ ﻟﻀﻤﺎن ﻧﺠﺎح اﻟﻤﺸﺮوع‬ §

.‫ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﻨﺎء ﻓﺮﻳﻖ ﻣﺸﺮوع ﻓﻌﺎل وﺗﻌﺰﻳﺰ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ‬ §
.‫ وﺗﻨﻤﻴﺔ اﻟﺜﻘﺔ ﺑﻴﻦ اﻟﻔﺮﻳﻖ‬، ‫ﻳﺠﺐ ﻋﻠﻰ اﻟﻤﺪﻳﺮﻳﻦ اﺳﺘﺨﺪام ﻃﺮق اﺗﺼﺎل ﻓﻌﺎﻟﺔ‬ §
.‫ وﺗﻌﺰﻳﺰ ﺻﻨﻊ اﻟﻘﺮار اﻟﺘﻌﺎوﻧﻲ وﺣﻞ اﻟﻤﺸﻜﻼت‬، ‫إدارة اﻟﻨﺰاﻋﺎت‬ §
.‫ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮي اﻟﻤﺸﺎرﻳﻊ ﻃﻠﺐ اﻟﺪﻋﻢ ﻣﻦ اﻹدارة اﻟﻌﻠﻴﺎ أو اﻟﻤﻌﻨﻴﻴﻦ اﻟﻤﻨﺎﺳﺒﻴﻦ ﻟﺒﻨﺎء ﻓﺮق اﻟﻤﺸﺮوع ﺑﺸﻜﻞ ﻓﻌﺎل‬ §
.‫ وﺗﺤﺴﻴﻦ أداء اﻟﻤﺸﺮوع‬، ‫ وﺑﻨﺎء ﺑﻴﺌﺔ ﻓﺮﻳﻖ ﺟﻴﺪة‬، ‫ وﺗﻄﻮﻳﺮ اﻟﻜﻔﺎءات اﻟﺘﻘﻨﻴﺔ‬، ‫ﺳﻴﺴﺎﻋﺪ ﻫﺬا ﻓﻲ ﺗﺤﺴﻴﻦ ﻣﻬﺎرات اﻷﺷﺨﺎص‬ §
Domain People
‫اﺟ ﺘﻤ ﺎﻋ ﺎت اﻟﺪ رو س اﻟﻤ ﺴ ﺘﻔ ﺎد ة‬
Task 03
Retrospectives and Lessons Learned
§ Gather lessons learned constantly and/or at set times throughout the project.
§ Helps to improve the performance and project environment.
§ In agile projects, retrospectives are the most important practice for gathering lessons learned from the team on how
to improve and recognize success.
§ Retrospectives occur after every iteration and at the end of every project.
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§ Conducting a retrospective encourages the team to review what went well and what could have been done better.
§ Retrospectives are not just about capturing those lessons learned; retrospectives are also about how to take those
lessons learned and analyze and apply them moving forward.
§ The output of the retrospective is a plan on how to make improvement in the ensuing iteration and beyond.

‫اﺟ ﺘﻤ ﺎﻋ ﺎت اﻟﺪ رو س اﻟﻤ ﺴ ﺘﻔ ﺎد ة ‪ /‬ﺗﻘ ﻴ ﻴﻢ ﺑﺄﺛﺮ ر ﺟ ﻌ ﻰ‬
‫‪Task‬‬ ‫‪03‬‬
‫‪Retrospectives and Lessons Learned‬‬
‫§ ﻳ ﺠ ﺐ ﺗ ﺠ ﻤ ﻴﻊ اﻟ ﺪ ر و س اﻟ ﻤ ﺴ ﺘﻔ ﺎدة ﺑ ﺎﺳ ﺘﻤ ﺮ ار و ‪/‬أو ﻓ ﻲ أو ﻗ ﺎت ﻣ ﺤ ﺪ دة ﻃ ﻮ ال اﻟ ﻤ ﺸ ﺮ و ع ‪.‬‬

‫§ ﻳ ﺴ ﺎ ﻋ ﺪ ﻋ ﻠ ﻰ ﺗ ﺤ ﺴ ﻴﻦ اﻷ د ا ء و ﺑ ﻴﺌﺔ ا ﻟ ﻤ ﺸ ﺮ و ع ‪.‬‬
‫§ ﻓ ﻲ ا ﻟ ﻤ ﺸ ﺎ ر ﻳ ﻊ ا ﻟ ﺮ ﺷ ﻴﻘ ﺔ ‪ ،‬ﺗﻌ ﺪ ا ﻟ ﻤ ﺮ ا ﺟ ﻌ ﺔ ﺑ ﺄ ﺛ ﺮ ر ﺟ ﻌ ﻲ أ ﻫ ﻢ ﻣ ﻤ ﺎ ر ﺳ ﺔ ﻟ ﺠ ﻤ ﻊ ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘﻔ ﺎ د ة ﻣ ﻦ ا ﻟ ﻔ ﺮ ﻳ ﻖ ﺣ ﻮ ل ﻛ ﻴﻔ ﻴ ﺔ ﺗ ﺤ ﺴ ﻴﻦ ا ﻷ د ا ء‬
‫و اﻟ ﻔ ﺎﻋ ﻠ ﻴﺔ و اﻟ ﻌ ﻤ ﻠ ﻴﺔ و اﻟ ﺠ ﻮ دة‪.‬‬
‫§ ﺗﻘ ﺎ م ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘ ﻔ ﺎ د ة ‪ /‬ﺗ ﻘ ﻴ ﻴ ﻢ ﺑ ﺄ ﺛﺮ ر ﺟ ﻌ ﻰ ﺑ ﻌ ﺪ ﻛ ﻞ ﺗﻜ ﺮ ا ر و ﻓ ﻲ ﻧ ﻬ ﺎ ﻳ ﺔ ﻛ ﻞ ﻣ ﺸ ﺮ و ع ‪.‬‬
‫§ ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘ ﻔ ﺎ د ة ‪ /‬ﺗﻘ ﻴ ﻴ ﻢ ﺑ ﺄ ﺛﺮ ر ﺟ ﻌ ﻰ ﺗﺸ ﺠ ﻊ ا ﻟ ﻔ ﺮ ﻳ ﻖ ﻋ ﻠ ﻰ ﻣ ﺮ ا ﺟ ﻌ ﺔ ﻣ ﺎ ﺳ ﺎ ر ﺑ ﺸ ﻜ ﻞ ﺟ ﻴ ﺪ و ﻣ ﺎ ﻛ ﺎ ن ﻳ ﻤ ﻜ ﻦ ا ﻟ ﻘ ﻴ ﺎ م ﺑ ﻪ ﺑ ﺸ ﻜ ﻞ‬
‫أﻓ ﻀ ﻞ ‪.‬‬
‫ﻀ ﺎ ﺣ ﻮ ل ﻛ ﻴﻔ ﻴﺔ‬
‫§ ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘ ﻔ ﺎ د ة ‪ /‬ﺗﻘ ﻴ ﻴ ﻢ ﺑ ﺄ ﺛﺮ ر ﺟ ﻌ ﻰ ﻻ ﺗﻘ ﺘ ﺼ ﺮ ﻓ ﻘ ﻂ ﻋ ﻠ ﻰ ﺗﺠ ﻤ ﻴ ﻊ ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘ ﻔ ﺎ د ة ؛ ا ﻧ ﻤ ﺎ أ ﻳ ً‬
‫اﻻﺳﺘﻔﺎدة ﻣﻦ ﺗﻠﻚ اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة وﺗﺤﻠﻴﻠﻬﺎ وﺗﻄﺒﻴﻘﻬﺎ ﻟﻠﻤﻀﻲ ﻗﺪًﻣﺎ‪.‬‬
‫§ إ ن ﻣ ﺨ ﺮ ﺟ ﺎ ت ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘ ﻔ ﺎ د ة ‪ /‬ﺗ ﻘ ﻴ ﻴ ﻢ ﺑ ﺄ ﺛﺮ ر ﺟ ﻌ ﻰ ﻋ ﺒ ﺎ ر ة ﻋ ﻦ ﺧ ﻄ ﺔ ﺣ ﻮ ل ﻛ ﻴ ﻔ ﻴ ﺔ إ ﺟ ﺮ ا ء ﺗﺤ ﺴ ﻴ ﻨ ﺎ ت ﻓ ﻲ ا ﻟ ﺘ ﻜ ﺮ ا ر ا ت ا ﻟ ﺘ ﺎ ﻟ ﻴ ﺔ‬

‫ ﺗﻘ ﻴ ﻴﻢ ﺑﺄﺛﺮ ر ﺟ ﻌ ﻰ‬/ ‫اﺟ ﺘﻤ ﺎﻋ ﺎت اﻟﺪ رو س اﻟﻤ ﺴ ﺘﻔ ﺎد ة‬
Domain People
Task 03
Guidelines for Conducting a Retrospective
Sayed Mohsen
‫ﺗ ﻤ ﻜ ﻴ ﻦ أ ﻋ ﻀ ﺎ ء ﻓ ﺮ ﻳ ﻖ ا ﻟﻌ ﻤ ﻞ و ا ﻟﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬
Empower Team Members and Stakeholders
Sayed Mohsen
Domain People
‫ﻣ ﺒﺎد ئ ﺗﻮ ﺟ ﻴﻬ ﻴﺔ ﻟﺘﺤ ﺪ ﻳ ﺪ و ﻣ ﻨﺢ ﻣ ﺴ ﺘﻮ ﻳ ﺎت ﺳ ﻠﻄ ﺔ اﺗﺨ ﺎذ اﻟﻘ ﺮار‬ Task 04

Guidelines to Determine and Bestow Levels of Decision- Making Authority
§ Tasks should be identified, planned, and managed as much as possible by the team members themselves.
§ They are the ones closest to the work and will have the best visibility into what needs to be done to perform
the work and deliver the needed results.
§ Estimates should be done by the teams performing the work.
§ Empower the teams to drive their own improvement.
Sayed Mohsen
. ‫§ ﻳ ﺠ ﺐ ﺗ ﺤ ﺪ ﻳ ﺪ ا ﻟﻤ ﻬ ﺎم و ﺗ ﺨ ﻄ ﻴ ﻄ ﻬ ﺎ و إ د ا رﺗ ﻬ ﺎ ﻗ ﺪ ر ا ﻹ ﻣ ﻜ ﺎ ن ﻣ ﻦ ﻗ ﺒ ﻞ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ أ ﻧﻔ ﺴ ﻬ ﻢ‬
. ‫§ ﻫ ﻢ ا ﻷ ﻗ ﺮ ب إ ﻟﻰ ا ﻟﻌ ﻤ ﻞ و ﺳ ﻴ ﻜ ﻮ ن ﻟﺪ ﻳ ﻬ ﻢ أ ﻓ ﻀ ﻞ رؤ ﻳ ﺔ ﻟﻤ ﺎ ﻳ ﺠ ﺐ ا ﻟﻘ ﻴ ﺎم ﺑ ﻪ ﻷ د ا ء ا ﻟﻌ ﻤ ﻞ و ﺗ ﻘ ﺪ ﻳ ﻢ ا ﻟﻨ ﺘ ﺎ ﺋ ﺞ ا ﻟﻤ ﻄ ﻠ ﻮ ﺑ ﺔ‬
. ‫§ ﻳ ﺠ ﺐ ﻋ ﻤ ﻞ ا ﻟﺘ ﻘ ﺪ ﻳ ﺮ ا ت ﻣ ﻦ ﻗ ﺒ ﻞ ا ﻟﻔ ﺮ ق ا ﻟﺘ ﻲ ﺗ ﺆ د ي ا ﻟﻌ ﻤ ﻞ‬
. ‫§ ﻗ ﻢ ﺑ ﺘ ﻤ ﻜ ﻴ ﻦ ا ﻟﻔ ﺮ ق ﻻ ﺑ ﺮ ا ز أ ﻓ ﻀ ﻞ ﻣ ﺎ ﻟﺪ ﻳ ﻬ ﻢ ﻣ ﻦ إ ﻣ ﻜ ﺎﻧﻴ ﺎت‬

Guidelines to Evaluate Demonstration of Task Accountability
‫ارﺷ ﺎد ات ﻟﺘﻘ ﻴﻴﻢ و ﺿ ﻮ ح اﻟﻤ ﺴ ﺎءﻟﺔ ﻋ ﻦ اﻟﻤ ﻬ ﺎم‬
In a more agile approach, The project manager

task identification and should determine how
tracking is generally task accountability will
handled by the team be tracked and
themselves as part of managed.
iteration planning.
Sayed Mohsen ، ‫ﻓ ﻲ ﻧ ﻬ ﺞ اﻟﻤ ﺸ ﺎ رﻳ ﻊ اﻟﺮﺷ ﻴﻘ ﺔ‬

‫ﺗﻘ ﻮ م ﻓ ﺮق اﻟﺘ ﻨﻈ ﻴﻢ اﻟﺬ اﺗ ﻲ‬
‫ﺑﺘﻘ ﻴ ﻴﻢ ﻣ ﺘﻄ ﻠﺒﺎت اﻟﻌ ﻤ ﻞ‬
‫و ﺗ ﺤ ﺪ ﻳ ﺪ ﻣ ﻦ ﺳ ﻴ ﻘ ﻮ م ﺑﺎ ﻟ ﻌ ﻤ ﻞ‬
‫ﻓ ﻲ ﻣ ﻨﺎﻫ ﺞ إد ارة اﻟﻤ ﺸ ﺎرﻳ ﻊ‬
‫ ﻧ ﺴ ﺘﺨ ﺪ م ﻫ ﻴﻜﻞ‬، ‫اﻟﺘﻘ ﻠﻴﺪ ﻳ ﺔ‬
‫ ﻟﺘﺤﺪﻳﺪ‬WBS ‫ﺗﺠﺰﺋﺔ اﻟﻌﻤﻞ‬
‫اﻟ ﻌ ﻤ ﻞ ﻷ ﻋ ﻀ ﺎ ء اﻟﻔ ﺮﻳ ﻖ‬

Domain People
‫اﻹ د ار ة اﻟ ﺮ ﺷ ﻴ ﻘ ﺔ‬ ‫اﻹ د ار ة اﻟ ﺘ ﻘ ﻠ ﻴ ﺪ ﻳ ﺔ‬ Task 04
Agile Waterfall
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‫ﺗﺪ رﻳ ﺐ أﻋ ﻀ ﺎ ء اﻟ ﻔ ﺮ ﻳ ﻖ و اﻟ ﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬
Train Team Members and Stakeholders
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Domain People
Task 04
‫ﻧ ﻘ ﺎ ط اﻟ ﻘ ﻮ ة ﻓ ﻲ اﻟ ﻔ ﺮ ﻳ ﻖ‬
Team Strengths
§ All teams require certain skills and competences in order to carry out their work and produce their deliverables.
§ When forming teams, it is critical to understand the needed competencies and to ensure the team members have those.
§ SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis might be used to identify team strengths and
weaknesses that may be addressed during the project.
Sayed Mohsen .‫ﺗﺘﻄﻠﺐ ﺟﻤﻴﻊ اﻟﻔﺮق ﻣﻬﺎرات وﻛﻔﺎءات ﻣﻌﻴﻨﺔ ﻣﻦ أﺟﻞ اﻟﻘﻴﺎم ﺑﻌﻤﻠﻬﻢ وإﻧﺘﺎج ﻣﺨﺮﺟﺎﺗﻬﻢ‬
.‫ ﻣﻦ اﻟﻀﺮوري ﻓﻬﻢ اﻟﻜﻔﺎءات اﻟﻤﻄﻠﻮﺑﺔ واﻟﺘﺄﻛﺪ ﻣﻦ أن أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻟﺪﻳﻬﻢ ﺗﻠﻚ اﻟﻜﻔﺎءات‬، ‫ﻋﻨﺪ ﺗﺸﻜﻴﻞ اﻟﻔﺮق‬
.‫ﻳﻤﻜﻦ اﺳﺘﺨﺪام ﺗﺤﻠﻴﻞ ﻧﻘﺎط اﻟﻘﻮه واﻟﻀﻌﻒ ﻟﺘﺤﺪﻳﺪ ﻧﻘﺎط اﻟﻘﻮه وﻧﻘﺎط اﻟﻀﻌﻒ ﻟﻠﻔﺮﻳﻖ اﻟﺘﻰ ﻳﻤﻜﻦ ﻣﻌﺎﻟﺠﺘﻬﺎ اﺛﻨﺎء اﻟﻤﺸﺮوع‬
§
§
§

Domain People
Task 04
‫ا ﻟﻘ ﻮ ة‬ ‫اﻟﻀ ﻌ ﻒ‬
Sayed Mohsen ‫اﻟﻔ ﺮص‬ ‫اﻟﺘﻬ ﺪ ﻳ ﺪ ات‬
SWOT analysis ‫ﺗﺤﻠﻴﻞ ﺳﻮات‬

Domain People
Training ‫اﻟ ﺘ ﺪ ر ﻳ ﺐ‬ Task 05
Ø Training is an activity in which team members acquire new or enhanced skills, knowledge, or attitudes. ‫إﺿﺎﻓﺔ ﻣﻬﺎرات وﻣﻌﺮﻓﻪ ﺟﺪﻳﺪة‬
Ø Training may be provided to teams, small groups, or individuals . ‫ﺗﺪرﻳﺐ ﺟﻤﺎﻋﻰ ﻟﻠﻔﺮﻳﻖ او ﻓﺮدى‬
Training can cover Topics:

ü Management. ‫إدارة‬ Instructor-
led
ü Technical. ‫ﻓﻨﻴﺔ‬ classroom
‫ﺗﺪ رﻳ ﺐ ﻋ ﻠﻰ‬
‫او ﻧ ﻼ ﻳ ﻦ‬
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On-the-job Virtual
‫رأس اﻟﻌ ﻤ ﻞ‬ training
Training classroom
Models
‫ﻣ ﺮاﺟ ﻌ ﺔ‬ Document Self-paced
‫اﻟﻤ ﺴ ﺘﻨﺪ ات‬ reviews e-learning ‫ﺗﻌ ﻠ ﻴ ﻢ ذ اﺗﻰ‬

Domain People
Task 05
Guidelines to Determine Required Competencies.

To determine the required competencies and training needed, you need to answer the following questions:
• What knowledge will be required for this stakeholder to perform as expected?
• What skills or hands-on experience are needed?
• What aspects of the training need to be employed?
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• What modalities of training should be offered, and what are the relative costs of different approaches?
‫ﻣﺎ ﻫﻲ اﻟﻤﻌﺮﻓﺔ اﻟﻤﻄﻠﻮﺑﺔ ﻟﺼﺎﺣﺐ اﻟﻤﺼﻠﺤﺔ ﻟﻜﻰ ﻳﺘﻢ اﻟﺘﻨﻔﻴﺬ ﻛﻤﺎ ﻫﻮ ﻣﺘﻮﻗﻊ؟‬ •
‫ﻣﺎ ﻫﻲ اﻟﻤﻬﺎرات أو اﻟﺨﺒﺮة اﻟﻌﻤﻠﻴﺔ اﻟﻼزﻣﺔ؟‬ •
‫ﻣﺎﻫﻲ ﺟﻮاﻧﺐ اﻟﺘﺪرﻳﺐ اﻟﺘﻲ ﻳﺠﺐ ﺗﻮﻇﻴﻔﻬﺎ؟‬ •
‫ وﻣﺎ ﻫﻲ اﻟﺘﻜﺎﻟﻴﻒ اﻟﻨﺴﺒﻴﺔ ﻟﻠﻤﻨﺎﻫﺞ اﻟﻤﺨﺘﻠﻔﺔ؟‬، ‫ﻣﺎ ﻫﻲ ﻃﺮاﺋﻖ اﻟﺘﺪرﻳﺐ اﻟﺘﻲ ﻳﻨﺒﻐﻲ ﺗﻘﺪﻳﻤﻬﺎ‬ •

Domain People
Task 05
Training Gap Analysis ‫ﺗﺤﻠﻴﻞ ﻓﺠﻮة او اﺣﺘﻴﺎج اﻟﺘﺪرﻳﺐ‬
ü Based on your project’s stakeholder analysis, you will need to assess current skills, the needed skills
based on the project’s deliverables.
ü The results of the gap analysis should enable you to identify any missing knowledge, skills, or required
attributes that may be subject to training and development to ensure stakeholder readiness.
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.‫ ﺳﺘﺤﺘﺎج إﻟﻰ ﺗﻘﻴﻴﻢ اﻟﻤﻬﺎرات اﻟﺤﺎﻟﻴﺔ واﻟﻤﻬﺎرات اﻟﻤﻄﻠﻮﺑﺔ ﺑﻨﺎًء ﻋﻠﻰ ﻣﺨﺮﺟﺎت اﻟﻤﺸﺮوع‬، ‫ ﺑﻨﺎًء ﻋﻠﻰ ﺗﺤﻠﻴﻞ اﻟﻤﻌﻨﻴﻴﻦ ﻓﻲ ﻣﺸﺮوﻋﻚ‬ü
‫ ﻳﺠﺐ أن ﺗﻤّﻜﻨﻚ ﻧﺘﺎﺋﺞ ﺗﺤﻠﻴﻞ اﻟﻔﺠﻮة ﻣﻦ ﺗﺤﺪﻳﺪ أي ﻣﻌﺮﻓﺔ أو ﻣﻬﺎرات أو ﺳﻤﺎت ﻣﻄﻠﻮﺑﺔ ﻣﻔﻘﻮدة ﻗﺪ ﺗﺨﻀﻊ ﻟﻠﺘﺪرﻳﺐ واﻟﺘﻄﻮﻳﺮ ﻟﻀﻤﺎن‬ü
.‫اﺳﺘﻌﺪاد اﻟﻤﻌﻨﻴﻴﻦ‬

Domain People
Pairing and Mentoring ‫اﻻ ﻗﺘﺮان واﻟﺘﻮﺟ ﻴﻪ‬ Task 05
.‫ ﻗﺪ ﻻ ﻳﻜﻮن اﻟﺘﺪرﻳﺐ اﻷوﻟﻲ ﻛﺎﻓﻴًﺎ ﻟﻀﻤﺎن ﺗﺮﺟﻤﺔ اﻟﻤﻌﺮﻓﺔ واﻟﻤﻬﺎرات اﻟﻤﻄﻠﻮﺑﺔ إﻟﻰ اﻟﻌﻤﻴﻞ‬، ‫ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ اﻟﺤﺎﻻت‬
In many cases, initial training may not be sufficient to ensure that the required knowledge and skills are
translated to the customer.
.‫ ﻧﻘﻞ اﻟﻤﻌﺮﻓﺔ واﻟﺘﻮﺟﻴﻪ ﻣﻦ ذوى اﻟﺨﺒﺮة اﻟﻰ اﻻﻗﻞ ﺧﺒﺮة‬ü

A project manager might ask each of the veteran employees on the team to partner with a less experienced team
member, offering coaching as needed and sharing knowledge, information, and expertise.
ü Working collaboratively toward a shared goal is a great way for team members to help each other reach a
higher level of performance. ‫ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﻧﺤﻮ ﻫﺪف ﻣﺸﺘﺮك ﻫﻮ ﻃﺮﻳﻘﺔ راﺋﻌﺔ ﻷﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻟﻤﺴﺎﻋﺪة ﺑﻌﻀﻬﻢ اﻟﺒﻌﺾ‬ü
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.‫ﻟﻠﻮﺻﻮل إﻟﻰ ﻣﺴﺘﻮى أﻋﻠﻰ ﻣﻦ اﻷداء‬
ü These relationships can be informal, ad hoc ones created by the individuals themselves, or might be formally
established by the organization, who intentionally pairs the participants.
‫ اﻻﻗﺘﺮن واﻟﺘﻮﺟﻴﺔ ﻣﻤﻜﻦ ان ﻳﻜﻮن ﺑﺸﻜﻞ رﺳﻤﻰ او ﻏﻴﺮ رﺳﻤﻰ‬ü

‫اﻟﺘﻘ ﻴﻴﻢ اﻟﻘ ﺒﻠﻰ واﻟﺒﻌﺪى‬ Domain People
Baseline and Post-Training Assessments Task 05
ü You can measure the efficacy of training in helping to create the desired knowledge
and skills in the stakeholders.
ü One technique for doing this is baselining, where attendees are provided a
preassessment to measure pre-existing skills, then a post-assessment after the training
is completed to demonstrate the new levels of competence.
.‫ﻳﻤﻜﻨﻚ ﻗﻴﺎس ﻓﻌﺎﻟﻴﺔ اﻟﺘﺪرﻳﺐ ﻓﻲ اﻟﻤﺴﺎﻋﺪة ﻋﻠﻰ ﺧﻠﻖ اﻟﻤﻌﺮﻓﺔ واﻟﻤﻬﺎرات اﻟﻤﻄﻠﻮﺑﺔ ﻓﻲ اﻟﻤﻌﻨﻴﻴﻦ‬ •
‫ ﺣﻴﺚ ﻳﺘﻢ ﺗﻘﺪﻳﻢ ﺗﻘﻴﻴﻢ ﻣﺴﺒﻖ ﻟﻠﺤﻀﻮر ﻟﻘﻴﺎس‬، ‫ﺗﺘﻤﺜﻞ إﺣﺪى ﺗﻘﻨﻴﺎت اﻟﻘﻴﺎم ﺑﺬﻟﻚ ﻓﻲ ﺗﺤﺪﻳﺪ اﻟﻤﺴﺘﻮى اﻷﺳﺎﺳﻲ‬
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•
.‫ ﺛﻢ إﺟﺮاء ﺗﻘﻴﻴﻢ ﻻﺣﻖ ﺑﻌﺪ اﻻﻧﺘﻬﺎء ﻣﻦ اﻟﺘﺪرﻳﺐ ﻹﻇﻬﺎر ﻣﺴﺘﻮﻳﺎت اﻟﻜﻔﺎءة اﻟﺠﺪﻳﺪة‬، ‫اﻟﻤﻬﺎرات اﻟﻤﻮﺟﻮدة ﻣﺴﺒًﻘﺎ‬

Domain People
Certifications ‫اﻟﺸ ﻬﺎدات‬ Task 05
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Domain People
Task 05
Measure Training Outcomes ‫ﻗ ﻴﺎس ﻧ ﺘﺎﺋﺞ اﻟﺘﺪ رﻳ ﺐ‬
ü Training is ultimately measured in the ability of the stakeholders to perform the work needed and
generate the intended results
ü Post-assessments or certifications are useful in measuring the successful knowledge and skills
transfer activities.
.‫ ﻳﺘﻢ ﻗﻴﺎس اﻟﺘﺪرﻳﺐ ﻣﻦ ﺧﻼل ﻗﺪرة اﻟﻤﻌﻨﻴﻴﻦ ﻋﻠﻰ أداء اﻟﻌﻤﻞ اﻟﻤﻄﻠﻮب وﺗﺤﻘﻴﻖ اﻟﻨﺘﺎﺋﺞ اﻟﻤﻄﻠﻮﺑﺔ‬ü
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.‫ اﻟﺘﻘﻴﻴﻤﺎت اﻟﻼﺣﻘﺔ أو اﻟﺸﻬﺎدات ﻣﻔﻴﺪة ﻓﻲ ﻗﻴﺎس أﻧﺸﻄﺔ ﻧﻘﻞ اﻟﻤﻌﺮﻓﺔ واﻟﻤﻬﺎرات اﻟﻨﺎﺟﺤﺔ‬ü

Domain People
‫ اﻟﺘﻮ ﺟﻴﻪ‬- ‫اﻟﺘﺪ رﻳﺐ – اﻻ رﺷ ﺎد‬
Task 05
Training, Coaching and Mentoring
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Build a team ‫ﺑ ﻨ ﺎ ء اﻟ ﻔ ﺮ ﻳ ﻖ‬
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‫أﻧﻮ اع اﻟﻤﻮارد‬
‫ﻋﻤﺎل‬ ‫ﻣﻌﺪات‬ ‫ﻣﺮاﻓﻖ‬
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‫ﻣﻮ اد‬ ‫ﻣﺎﻟﻴﺔ‬

Project team ‫ﻓﺮﻳﻖ اﻟﻤ ﺸ ﺮو ع‬
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
01 Developing and implementing a project plan 06 Communicating with stakeholders

‫ﺗﻄ ﻮ ﻳﺮ وﺗﻨﻔ ﻴﺬ ﺧ ﻄ ﺔ اﻟﻤ ﺸ ﺮوع‬ ‫اﻟﺘﻮاﺻ ﻞ ﻣﻊ اﻟﻤﻌﻨﻴﻴﻦ‬
02 Ensuring quality control 07 Reporting progress
‫اﻟﺘﺄﻛﺪ ﻣﻦ ﺿ ﺒﻂ اﻟﺠﻮ دة‬ ‫إﻋﺪاد ﺗﻘﺎرﻳﺮ اﻟﺘﻘ ﺪم‬
03 Managing the project budget 08 Managing risks

‫إدارة ﻣﻴﺰاﻧﻴﺔ اﻟﻤ ﺸ ﺮوع‬ ‫إدارة اﻟﻤﺨﺎﻃﺮ‬
05
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04 Monitoring progress
‫ﻣﺘﺎﺑﻌﺔ اﻷ داء‬
Reviewing and adjusting the project plan

as needed
09
10
Stays on track
‫ﻳﺒﻘ ﻰ ﻋﻠﻰ اﻟﻤﺴ ﺎر اﻟﺼ ﺤﻴﺢ‬
Completing assignments
‫اﻧﻬ ﺎء اﻟﻤ ﻬ ﺎم اﻟﻤ ﻄ ﻠﻮ ﺑﺔ‬
‫ﻣﺮاﺟ ﻌﺔ وﺗﻌﺪ ﻳﻞ ﺧ ﻄ ﻂ اﻟﻤ ﺸ ﺮوع ﺣ ﺴ ﺐ اﻟﺤﺎﺟﺔ‬
Domain People
RACI ‫ﻣﺼﻔﻮﻓﺔ اﻟﺼﻼﺣﻴﺎت‬ Task 06
The RACI Chart
ü A RACI chart * is a common type of Responsibility Assignment Matrix (RAM) that uses responsible,
accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.
ü The RACI matrix helps identify who is responsible for making decisions and how the people responsible are
supported.
ü RACI is generally used to provide clarity on the roles and responsibilities assigned to each project team member.
ü The RACI chart is also called a RASI chart, where "S" stands for "Support."
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.‫ ﻟﺘﻮﺿﻴﺢ اﻷدوار واﻟﻤﺴﺆوﻟﻴﺎت اﻟﻤﺨﺼ ﺼ ﺔ ﻟﻜﻞ ﻋﻀ ﻮ ﻓﻲ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع‬RACI ‫ﻳﺘﻢ اﺳﺘﺨﺪام‬

RACI ‫ﻣﺼﻔﻮﻓﺔ اﻟﺼﻼﺣﻴﺎت‬
Domain People
Task 06
‫ﺗﺴﺘﺨﺪم ﻟﺘﺤﺪﻳﺪ اﻟﺼﻼﺣﻴﺎت واﻻدوار اﺛﻨﺎء ﺗﻨﻔﻴﺬ اﻟﻤﻬﺎم‬
R A C I
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‫ﻣﺴﺆل‬
Responsible
‫ﻣﺴﺆل ﻋﻦ ﺗﻨﻔﻴﺬ اﻟﻤﻬﻤﺔ‬

‫ﻳﺤﺎﺳﺐ‬
Accountable
‫ﻳﺤﺎﺳﺐ ﻋﻦ ﻧﺘﺎﺋﺞ اﻟﻤﻬﻤﺔ‬

‫ﻳﺴﺘﺸﺎر‬
Consulted
‫اﺳﺘﺸﺎرﺗﻪ ﺣﻮل اﻟﻤﻬﻤﺔ‬

‫ﻳﺘﻢ اﻋﻼﻣﻪ‬
Informed
‫ﻳﺘﻢ اﻋﻼﻣﻪ ﻋﻦ اﻧﺘﻬﺎء اﻟﻤﻬﻤﺔ‬

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Domain People
Task 06
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Domain People
Task 06
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Domain People
‫ﺧ ﻄ ﺔ إد ارة اﻟﻤ ﻮ ارد‬ Resource Management Plan Task 06
is a component of the project management plan that describes how project resources are
acquired, allocated, monitored, and controlled. ‫ﻋﻨﺼﺮ ﻣﻦ ﻋﻨﺎﺻﺮ ﺧﻄﺔ إدارة اﻟﻤﺸﺮوع اﻟﺘﻲ ﺗﻮﻓﺮ اﻹرﺷﺎدات ﺣﻮل ﻛﻴﻒ ﻳﻨﺒﻐﻲ‬
.‫ﺗﺼﻨﻴﻒ ﻣﻮارد اﻟﻤﺸﺮوع وﺗﺨﺼﻴﺼﻬﺎ وإدارﺗﻬﺎ واﻟﺘﺤﻜﻢ ﻓﻴﻬﺎ وﺗﺴﺮﻳﺤﻬﺎ‬
The resource management plan might encompass the following:
• Identification of resources ‫ﺗﺤﺪﻳﺪ اﻟﻤﻮارد‬
• Acquisition of resources ‫ﺗﻌﻴﻴﻦ اﻟﻤﻮارد‬
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• Roles and responsibilities. ‫اﻷدوار واﻟﻤﺴﺆﻟﻴﺎت‬
• Competence—Skills and capacities required to complete the desired activities. .‫اﻟﻜﻔﺎءة – اﻟﻤﻬﺎرات واﻟﻘﺪرات ﻹﺗﻤﺎم اﻷﻧﺸﻄﺔ اﻟﻤﻄﻠﻮﺑﺔ‬
• Training strategies and requirements. ‫اﺳﺘﺮاﺗﻴﺠﻴﺔ وﻣﺘﻄﻠﺒﺎت اﻟﺘﺪرﻳﺐ‬
• Team development methods to be used. ‫ﻃﺮق ﺗﻄﻮﻳﺮ اﻟﻔﺮﻳﻖ‬
• Recognition Plan—How team members are rewarded and recognized. ‫ﺧﻄﺔ اﻟﺘﻘﺪﻳﺮ وﻛﻴﻔﻴﺔ ﺗﻘﺪﻳﻢ اﻟﺘﻘﺪﻳﺮ ﻟﻠﻔﺮﻳﻖ‬
Domain People
‫ﺗﻘ ﻮ ﻳﻢ اﻟﻤ ﻮ ارد‬ Resource calendar Task 06
As the project manager and team estimate activity resources, they will produce a resource calendar
that identifies the following: : ‫ ﻓ ﺴ ﻮ ف ﻳ ﻨ ﺘ ﺠ ﻮ ن ﺗ ﻘ ﻮ ﻳ ﻢ ﻣ ﻮ ا ر د ﻳ ﺤ ﺪ د ﻣ ﺎ ﻳ ﻠ ﻲ‬، ‫ﻋ ﻨ ﺪ ﻣ ﺎ ﻳ ﻘ ﻮ م ﻣ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع و ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺘ ﻘ ﺪ ﻳ ﺮ ﻣ ﻮ ا ر د ا ﻟﻨ ﺸ ﺎ ط‬
• Working days, shifts, hours, weekends, and holidays ‫أﻳﺎم اﻟﻌﻤﻞ واﻻﺟﺎزات‬
• Physical resource availability ‫ﺗﻮاﻓﺮ اﻟﻤﻮارد اﻟﻤﺎدﻳﺔ‬
• When and for how long resources will be available during the project ‫ﻣﺘﻰ وإﻟﻰ ﻣﺘﻰ ﺳﺘﺘﻮﻓﺮ اﻟﻤﻮارد أﺛﻨﺎء اﻟﻤﺸﺮوع‬
• Attributes such as skills, experience levels, and geographies ‫اﻟﻤﻬﺎرات وﻣﺴﺘﻮى اﻟﺨﺒﺮة واﻣﺎﻛﻦ ﺗﻮاﺟﺪﻫﻢ‬
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‫ﺗﻘ ﻮ ﻳﻢ اﻟﻤ ﻮ ارد‬ Resource calendar
Ø Resource calendar :
§ Show Team member availability. .‫إﻇﻬﺎر ﺗﻮﻓﺮ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬
§ Used to track when resources are available and how much time they have to work on a task.
.‫ُﻳﺴﺘﺨﺪم ﻟﺘﻌﻘﺐ ﻣﺘﻰ ﺗﻜﻮن اﻟﻤﻮارد ﻣﺘﺎﺣﺔ وﻣﻘﺪار اﻟﻮﻗﺖ اﻟﻤﺘﺎح ﻟﻬﺎ ﻟﻠﻌﻤﻞ ﻋﻠﻰ ﻣﻬﻤﺔ ﻣﺎ‬
Ø Resource calendar should also take into account any:

ü Public holidays,
ü Non working days,
ü Days when project team members will be unavailable (due to vacation time, planned time off, leaves of absence, etc),
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ü along with any competing work priorities if the project team members are not fully dedicated to your project initiative.
The Resources Calendars are continually updated during the

planning and executing processes to reflect the changes in
project environment and project team availability.
‫ﻳﺘﻢ ﺗﺤﺪﻳﺚ ﺗﻘﻮﻳﻢ اﻟﻤﻮارد ﺑﺎﺳﺘﻤﺮار أﺛﻨﺎء ﻋﻤﻠﻴﺎت اﻟﺘﺨﻄﻴﻂ واﻟﺘﻨﻔﻴﺬ ﻟﺘﻌﻜﺲ اﻟﺘﻐﻴﻴﺮات‬
.‫ﻓﻲ ﺑﻴﺌﺔ اﻟﻤﺸﺮوع وﻣﺪى ﺗﻮﻓﺮ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع‬
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Domain People
Diversity and Inclusion ‫اﻟ ﺘ ﻨ ﻮ ع و اﻻ ﺣ ﺘ ﻮ اء‬ Task 06
• Project managers are often asked to work on projects with a global scope, with members from
different cultural backgrounds, industry experiences, or who even speak in different languages.
‫ﻳﺠﺐ ع ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺧﻠﻖ ﺑﻴﺌﺔ ﺗﺴﺘﻔﻴﺪ ﻣﻦ ﻫﺬا اﻟﺘﻨﻮع وﻳﺒﻨﻲ ﻣﻨﺎخ ﻓﺮﻳﻖ ﻣﻦ اﻟﺜﻘﺔ اﻟﻤﺘﺒﺎدﻟﺔ‬
‫ﺗﺤﺴﻴﻦ اﻟﺠﻮدة‬
.‫ﺗﻤﻜﻴﻦ اﻟﻔﺮﻳﻖ ﻣﻦ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﺻﻨﻊ اﻟﻘﺮار واﻣﺘﻼك اﻟﺤﻠﻮل اﻟﺘﻲ ﻳﺒﺘﺪﻋﻮﻧﻬﺎ‬
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‫ﺗﻘﻠﻴﻞ اﻟﻮﻗﺖ واﻟﺘﻜﻠﻔﺔ‬
.‫ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺗﻌﺎوﻧﻴﺔ ﻟﺘﺤﺴﻴﻦ اﻷداء اﻟﻔﺮدي واﻟﺠﻤﺎﻋﻲ‬
.‫ وﺗﺤﺴﻴﻦ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ‬، ‫ وﺗﻘﻠﻴﻞ اﻟﺼﺮاع‬، ‫ﺗﺤﺴﻴﻦ اﻟﺜﻘﺔ ﻟﺮﻓﻊ اﻟﺮوح اﻟﻤﻌﻨﻮﻳﺔ ﻟﻠﻔﺮﻳﻖ‬

‫ا ﻟﺘ ﻌ ﺎﻣ ﻞ ﻣ ﻊ ا ﻟﻌ ﻮ ا ﺋ ﻖ و ا ﻟﻤ ﻮ ا ﻧﻊ و ا ﻟﻌ ﻘ ﺒ ﺎت ا ﻟﺘ ﻲ ﺗ ﻮ ا ﺟ ﻪ ﻓ ﺮ ﻳ ﻖ ا ﻟﻌ ﻤ ﻞ و إ ز ا ﻟﺘ ﻬ ﺎ‬
Address and Remove Impediments,

Obstacles, and Blockers
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Impediments, Obstacles, and Blockers ‫ا ﻟﻌ ﻮ ا ﺋ ﻖ و ا ﻟﻤ ﻮ ا ﻧﻊ و ا ﻟﻌ ﻘ ﺒ ﺎت‬
‫اﻟﻌ ﻮ اﺋﻖ‬ ‫اﻟﻤ ﻮ اﻧ ﻊ‬ ‫اﻟﻌ ﻘ ﺒﺎت‬
Impediments Obstacles Blockers
Barriers that should be able to be Conditions that cause stoppages in the

Actions that slow down or hinder
moved, avoided, or overcome work or any further advancement.
progress.
with some effort or strategy.
(For example, the company has halted
(For example, the team not coming to
(For example, the construction the use of any products in a certain firm
a decision on a file saving location.)
crew is unable to arrive at the until a new contract is signed.)
. ‫ اﻹ ﺟ ﺮاءات اﻟﺘ ﻲ ﺗﺒﻄ ﺊ أو ﺗﻌ ﻴ ﻖ اﻟﺘﻘ ﺪ م‬ü work site before permits are
signed.) . ‫ا ﻟﺤ ﺎﻻ ت ا ﻟﺘ ﻲ ﺗ ﺘ ﺴ ﺒ ﺐ ﻓ ﻲ ﺗ ﻮ ﻗ ﻒ ا ﻟﻌ ﻤ ﻞ‬ ü
: ‫ ﻋ ﻠﻰ ﺳ ﺒﻴ ﻞ اﻟﻤ ﺜﺎل‬v
: ‫ ﻋ ﻠﻰ ﺳ ﺒﻴ ﻞ اﻟﻤ ﺜﺎل‬v : ‫ ﻋ ﻠﻰ ﺳ ﺒﻴ ﻞ اﻟﻤ ﺜﺎل‬v
‫ أ ﺣ ﺪ ا ﻋ ﻀ ﺎ ء ا ﻟﻔ ﺮ ﻳ ﻖ ﻗ ﺎ م ﺑ ﺤ ﻔ ﻆ ا ﻟﺨ ﻄ ﺎ ب‬-
‫ أ ﺣ ﺪ ا ﻋ ﻀ ﺎ ء ا ﻟﻔ ﺮ ﻳ ﻖ ﻏ ﻴ ﺮ ﻗ ﺎ د ر ﻋ ﻠ ﻰ‬- . ‫ﺣ ﺮ ﻳ ﻖ ﻓ ﻰ ﻣ ﻮ ﻗ ﻊ اﻟﻌ ﻤ ﻞ‬ -
. ‫و ﻟﻢ ﻳ ﻘ ﻮ م ﺑ ﺎﻟﺮ د ﻋ ﻠ ﻴ ﻪ‬
‫ا ﻟﺪ ﺧ ﻮ ل ﻟﻤ ﻮ ﻗ ﻊ ا ﻟﻌ ﻤ ﻞ ﺑ ﺴ ﺒ ﺐ ﻋ ﺪ م‬ . ‫ا ﻧﻘ ﻄ ﺎع ا ﻟﻜ ﻬ ﺮ ﺑ ﺎء‬ -
. ‫ ﻋ ﺪ م ا ﻟﺮ د ﻋ ﻠ ﻰ ا ﻳ ﻤ ﻴ ﻞ‬- . ‫وﺟ ﻮ د ﺗﺼ ﺮﻳﺢ د ﺧ ﻮ ل‬ . ‫ا ﻧﻘ ﺎﻃ ﻊ ﺷ ﺒ ﻜ ﺔ ا ﻧﺘ ﺮ ﻧﺖ ا ﺛ ﻨ ﺎء ا ﻟﻌ ﻤ ﻞ‬ -
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Domain People
Daily Standup ‫اﺟ ﺘﻤ ﺎﻋ ﺎت اﻟﻮ ﻗ ﻮ ف اﻟﻴﻮ ﻣ ﻴ ﺔ‬ Task 07
§ A Daily Standup meeting assist the team to uncover the impediments impacting in a timely manner.
§ Also known as a Daily Scrum, the Daily Standup is a short, 15-minute meeting in which the complete team gets
together for a quick status update while standing in a circle.
§ Ideally, the standup meetings should be conducted at the start of working hours, and the presence of all team
members involved in the Sprint is mandatory.
v During the meeting, these questions are answered: :‫ وﻳﺘﻢ ﺧﻼل اﻻﺟﺘﻤﺎع اﻹﺟﺎﺑﺔ ﻋﻠﻰ ﻫﺬه اﻷﺳﺌﻠﺔ‬v
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• What has been done since the last meeting? ‫ﻣ ﺎ ا ﻟ ﺬ ي ﺗﻢ إ ﻧ ﺠ ﺎ زه ﻣ ﻨ ﺬ ا ﻻ ﺟ ﺘ ﻤ ﺎ ع ا ﻷ ﺧ ﻴ ﺮ ؟‬ •
• What needs to be done before the next meeting? ‫ﻣ ﺎ ا ﻟ ﺬ ي ﻳ ﺠ ﺐ ا ﻟ ﻘ ﻴﺎ م ﺑ ﻪ ﻗ ﺒﻞ اﻻ ﺟ ﺘﻤ ﺎع ا ﻟ ﻘ ﺎ د م ؟‬ •
• What does anyone need help with? ‫ﻫ ﻞ ﻳ ﻮ ﺟ ﺪ أ ي ﻋ ﻮ ا ﺋﻖ ﻣ ﻤ ﻜ ﻦ ا ن ﺗﺆ ﺛﺮ ﻋ ﻠ ﻰ ﻫ ﺪ ف ا ﻟ ﺘ ﻜ ﺮ ا ر ؟‬ •
. ‫ ﻳ ﺴ ﺎ ﻋ ﺪ ا ﺟ ﺘ ﻤ ﺎ ع ا ﻟﻮ ﻗ ﻮ ف ا ﻟﻴ ﻮ ﻣ ﻲ ا ﻟﻔ ﺮ ﻳ ﻖ ﻋ ﻠ ﻰ ا ﻟﻜ ﺸ ﻒ ﻋ ﻦ ا ﻟﻌ ﻮ ا ﺋ ﻖ ا ﻟﺘ ﻲ ﺗ ﺆ ﺛ ﺮ ﻋ ﻠ ﻰ ا ﻟﻬ ﺪ ف ﻓ ﻲ ا ﻟﻮ ﻗ ﺖ ا ﻟﻤ ﻨ ﺎﺳ ﺐ‬ü
.‫ دﻗﻴﻘﺔ ﻳﺠﺘﻤﻊ ﻓﻴﻪ اﻟﻔﺮﻳﻖ ﺑﺄﻛﻤﻠﻪ ﻣًﻌﺎ ﻟﻠﺤﺼ ﻮل ﻋﻠﻰ ﺗﺤﺪﻳﺚ ﺳﺮﻳﻊ ﻟﻠﺤﺎﻟﺔ أﺛﻨﺎء اﻟﻮﻗﻮف ﻓﻲ داﺋﺮة‬15 ‫ ﻫﻮ ﻋﺒﺎرة ﻋﻦ اﺟﺘﻤﺎع ﻗﺼ ﻴﺮ ﻣﺪﺗﻪ‬ü
.‫ وﻳﻜﻮن ﺣﻀ ﻮر ﺟﻤﻴﻊ أﻋﻀ ﺎء اﻟﻔﺮﻳﻖ اﻟﻤﺸﺎرﻛﻴﻦ ﻓﻲ اﻟﺘﻜ ﺮار إﻟﺰاﻣًﻴﺎ‬،‫ ﻳﻨﺒﻐﻲ إﺟﺮاء اﻻﺟﺘﻤﺎﻋﺎت اﻟﻴﻮﻣﻴﺔ ﻓﻲ ﺑﺪاﻳﺔ ﺳﺎﻋﺎت اﻟﻌﻤﻞ‬،‫ ﻣﻦ اﻟﻨﺎﺣﻴﺔ اﻟﻤﺜﺎﻟﻴﺔ‬ü

Domain People
Tracking Impediments ‫ﺗﺘﺒﻊ اﻟﻌ ﻮ اﺋﻖ‬ Task 07
§ Project teams tracking impediments as they are raised, addressed, and resolved enables increased
communication and proper oversight.
§ There are various ways to track impediments.
§ Impediments task boards can be as simple as sticky notes denoting impediments, potential causes,
responsibilities, and status posted on a whiteboard or wall near the project team's co-location to a
sophisticated software capturing greater detail and communication features.
§ In whatever format works best for the team, the board must convey the status and efforts associated with the
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identified impediments.
.‫ﺗﻌﻘﺐ اﻟﻌﻮاﺋﻖ ﻋﻨﺪ ﻇﻬﺮوﻫﺎ وﻣﻌﺎﻟﺠﺘﻬﺎ وﺣﻠﻬﺎ ﻳﺴﺎﻫﻢ ﻓﻰ زﻳﺎدة اﻟﺘﻮاﺻﻞ ورؤﻳﺔ اﻓﻀﻞ ﻟﻠﻤﺸﺮوع‬ §
.‫ﻫﻨﺎك ﻃﺮق ﻣﺨﺘﻠﻔﺔ ﻟﺘﺘﺒﻊ اﻟﻌﻮاﺋﻖ‬ §
‫ﻳﻤﻜﻦ أن ﺗﻜﻮن ﻟﻮﺣﺎت اﻟﻌﻮاﺋﻖ ﺑﺴﻴﻄﺔ ﻣﺜﻞ اﻟﻤﻼﺣﻈﺎت اﻟﻼﺻﻘﺔ اﻟﺘﻲ ﺗﺸﻴﺮ إﻟﻰ اﻟﻌﻮاﺋﻖ واﻷﺳﺒﺎب اﻟﻤﺤﺘﻤﻠﺔ واﻟﻤﺴﺆوﻟﻴﺎت واﻟﺤﺎﻟﺔ اﻟﻤﻨﺸﻮرة ﻋﻠﻰ‬ §
.‫اﻟﺴﺒﻮرة اﻟﺒﻴﻀﺎء أو اﻟﺠﺪار ﺑﺎﻟﻘﺮب ﻣﻦ اﻟﻤﻮﻗﻊ اﻟﻤﺸﺘﺮك ﻟﻔﺮﻳﻖ اﻟﻤﺸﺮوع ﻟﺒﺮﻧﺎﻣﺞ ﻣﺘﻄﻮر ﻳﻠﺘﻘﻂ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﺘﻔﺎﺻﻴﻞ وﻣﻴﺰات اﻻﺗﺼﺎل‬
.‫ ﻳﺠﺐ ان ﺗﻨﻘﻞ اﻟﻠﻮﺣﺔ اﻟﺤﺎﻟﺔ واﻟﺠﻬﻮد اﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﻌﻮاﺋﻖ اﻟﻤﺤﺪد‬، ‫ﻓﻲ أي ﺷﻜﻞ ﻳﻨﺎﺳﺐ اﻟﻔﺮﻳﻖ ﺑﺸﻜﻞ أﻓﻀﻞ‬ §
Domain People
Tracking Impediments ‫ﺗﺘﺒﻊ اﻟﻌ ﻮ اﺋﻖ‬ Task 07
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Domain People
Handling Impediments as Servant Leaders Task 07
‫اﻟﺘﻌ ﺎﻣ ﻞ ﻣ ﻊ اﻟﻌ ﻮ اﺋﻖ ﻛﻘ ﺎﺋﺪ ﺧ ﺎد م‬
§ Project managers serving as servant leaders aim to clear an unobstructed path for the project team so
they may contribute and deliver.
§ Project managers want to optimize the workplace to be free of obstacles and other impediments.
§ Removing randomization and other confusion enables the project team to be more effective and efficient.
§ Project managers can take on most of the burden of addressing and removing impediments so the team
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can do their best work on the project to achieve its desired objectives.
.‫ﻳﻬﺪف ﻣﺪﻳﺮو اﻟﻤﺸﺎرﻳﻊ اﻟﺬﻳﻦ ﻳﻌﻤﻠﻮن ﻛﻘﺎدة ﺧﺎدﻣﻴﻦ إﻟﻰ ﺣﻞ اﻟﻌﻮاﺋﻖ ﻟﻔﺮﻳﻖ اﻟﻤﺸﺮوع ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮا ﻣﻦ اﻟﻤﺴﺎﻫﻤﺔ واﻟﺘﺴﻠﻴﻢ‬ §
.‫ﻳﺮﻏﺐ ﻣﺪﻳﺮو اﻟﻤﺸﺎرﻳﻊ ﻓﻲ ﺗﺤﺴﻴﻦ ﺑﻴﺌﺔ اﻟﻌﻤﻞ ﻟﺘﻜﻮن ﺧﺎﻟﻴﺔ ﻣﻦ اﻟﻌﻘﺒﺎت واﻟﻌﻮاﺋﻖ اﻷﺧﺮى‬ §
.‫ُﺗﻤّﻜﻦ إزاﻟﺔ اﻟﻌﻮاﺋﻖ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻣﻦ أن ﻳﻜﻮن أﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ وﻛﻔﺎءة‬ §
.‫ﻳﻤﻜﻦ ﻟﻤﺪﻳﺮي اﻟﻤﺸﺎرﻳﻊ ﺗﺤﻤﻞ ﻣﻌﻈﻢ ﻋﺐء ﻣﻌﺎﻟﺠﺔ اﻟﻌﻮاﺋﻖ وإزاﻟﺘﻬﺎ ﺣﺘﻰ ﻳﺘﻤﻜﻦ اﻟﻔﺮﻳﻖ ﻣﻦ ﺑﺬل ﻗﺼﺎرى ﺟﻬﺪه ﻓﻲ اﻟﻤﺸﺮوع ﻟﺘﺤﻘﻴﻖ اﻷﻫﺪاف اﻟﻤﺮﺟﻮة‬ §

‫اﻟ ﺘ ﻔ ﺎ و ض ﻓ ﻲ اﺗﻔ ﺎ ﻗ ﻴ ﺎ ت اﻟﻤ ﺸ ﺮو ع‬
Negotiate Project Agreements
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Domain People
Task 08
Prioritization Techniques to Determine Objectives ‫اﺳ ﺎﻟﻴﺐ ﺗﺤ ﺪ ﻳ ﺪ اﻻ و ﻟﻮ ﻳ ﺎت ﻟﺘﺤ ﺪ ﻳ ﺪ اﻻ ﻫ ﺪ اف‬
One of the important features in agile approaches is the maintenance and management of the product backlog .
The product backlog is owned by the Product Owner and reflects not only a list of desired capabilities, written as User
Stories, but also that the list is prioritized, with the highest business value and highest business risk.
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Domain People
Task 08
Prioritization techniques include:
1 Kano model
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MoSCoW (MSCW) analysis
3 100 Point Method
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Domain People
Prioritization techniques Task 08
1- Kano model
ü Identifying certain features or capabilities as Basic, Performance, or Excitement.

ü Helps in the prioritization of which capabilities are truly must-have, what features may create meaningful
competitive differentiators, etc.
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Kano Model: Example
Q !"#$%"&'#$()"*+,-.)/"0'&1+,2"$."1(+,,$,%"/'"(+3,0*"+",)4"5)6.$',"'7"/*)$6"&'#$()8""
9+6:;"/*)"16'-30/"'4,)6;"*+."0'&)"31"4$/*"+"($./"'7"7)+/36)."4*$0*",))-"/'"#)""
-)5)('1)-"+,-"$,0(3-)-"$,"/*)"&'#$()8
<7"9+6:"0*''.)."/'"3.)"/*)"=+,'"&'-)("7'6"16$'6$/$>$,%"/*)"6)?3$6)&),/.;"4*$0*"'7
/*).)"6)?3$6)&),/."4$(("7+(("3,-)6"-$77)6),/"0+/)%'6$).@
4'&-$
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2*""/"&+) !"#$%&&%'
5&&6
.-01*1$8//
2*"",-+ 7,3$
%1*-)0$1
.-)%*-%/0,"$//
($))*+,-+ 2*3$1* %1*-)0$1

Kano Model: Example
A A*)"6)?3$6)&),/."0+,"#)"-$77)6),/$+/)-"3.$,%"=+,'"+,+(2.$."+."7'(('4.B
Mandatory Linear Features

Exciters and Delighters
:('#'.-')%,)$2'#'),'*$"('#)) !"#$%&'()#*$+#,*-$+%.)) 52'#'),'*$"('#)3(+.6)+&&'.#'
9%'#).%$)('#"1$)+.)+.-('*#'9 +&/(%0'#)+.)*)1+.'*()&*..'()) -"#$%&'()#*$+#,*-$+%.4)52'7)*('))
-"#$%&'( #*$+#,*-$+%.4 *#)$2')."&3'()%,),'*$"('#)) $+&'8-%.#"&+.6)*.9)-%#$17)$%))
:2%.')3%%; +.-('*#'4 9'0'1%/4
=.#$*.$),+1'))
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!*11+.6 !*&'(*
$(*.#,'(
<'##*6+.6
>1"'$%%$2
!*11)1%6#
=.,(*('9))
$(*.#,'(
5+&'

Domain People
Prioritization techniques Task 08
2- MoSCoW (MSCW) analysis
The MoSCoW method is a prioritization technique used to reach a common understanding

with stakeholders and decide which features to add to a website or app.
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Helps customers organize their thinking about what are truly must have
capabilities, and enables identification of a Minimum Viable Product (MVP).
MoSCoW: Example
Q !"0'&1+,2"4+,/."/'"(+3,0*"+",)4"4)#.$/)8A'&;"/*)"16'-30/"'4,)6;"$."7+0$,%"/*)"
0*+((),%)"'7"16$'6$/$>$,%"/*)""7'(('4$,%"6)?3$6)&),/.B
9*18:*1$// <$*1='/&;%,&-)// >-",-$//

)$%#; &-/%'$/:$5),%$ ;*?3$-%
>18$1// <',;3$-%//
2#)%&3$1//
;"*=$3$-% #;8*%$//
1$+,)%1*%,&-
%'1&#+'/<(<
Sayed Mohsen 2#)%&3$1// 2*;%#1$

"&+,- )',;;,-+
8$%*,")/
<7"A'&"*+."/'"3.)"/*)"9'CD'E"16$'6$/$>+/$',"/)0*,$?3);"4*$0*"'7"/*).)"6)?3$6)&),/."4$((""
7+(("3,-)6"/*)"0+/)%'6$)."'7"must have, should have, and could have@

MoSCoW: Example
A
A'&"0+,"16$'6$/$>)"/*)"6)?3$6)&),/."3.$,%"/*)"9'CD'E"/)0*,$?3)"+."7'(('4.B
Must Have Requirements Should or Could Have Requirements

@1$/-&-A-$+&%,*5"$/*-8/8,1$=%"?/,3;*=%/%'$ @1$/"$))/,3;&1%*-%/&1/n ice-to-have 0$*%#1$)C/%'$,1//
)#==$))/&0/%'$/;1&B$=% 8,00$1$-=$/,)/8$%$13,-$8/5?/%'$/"$D$"/&0/=&)%/&1//
"&))/&0/5#),-$))/D*"#$/=1$*%$8/5?/-&%
,3;"$3$-%,-+/*
E 0$*%#1$E
9*18:*1$/)$%#; 2#)%&3$1//
1$+,)%1*%,&-
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<$*1='/&;%,&-)//
&-/%'$/:$5),%$ 2#)%&3$1/"&+,-
>18$1/;"*=$3$-% >-",-$/;*?3$-%
2*;%#1$/)',;;,-+// <',;3$-%/#;8*%$//
8$%*,") %'1&#+'/<(<

Prioritization techniques
3- 100 Point Method
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‫اﻟ ﺘ ﻌ ﺎ و ن ﻣ ﻊ اﻟ ﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬
Collaborate with Stakeholders
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Collaborate with Stakeholders ‫اﻟ ﺘ ﻌ ﺎ و ن ﻣ ﻊ اﻟ ﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬
§ Project success depends on engagement and appropriate

collaboration of project stakeholders.
§ The more collaboration and alignment, the better ability for the
project to deliver value and progress towards those ends.
§ Working collaboratively requires constant effort and balance.
§ The tighter the collaboration, the more aligned and accurate the
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deliverables.
.‫ﻳﻌﺘﻤﺪ ﻧﺠﺎح اﻟﻤﺸﺮوع ﻋﻠﻰ اﻟﻤﺸﺎرﻛﺔ واﻟﺘﻌﺎون اﻟﻤﻨﺎﺳﺐ ﻟﻠﻤﻌﻨﻴﻴﻦ ﻓﻲ اﻟﻤﺸﺮوع‬ §
.‫ ﻛﺎﻧﺖ ﻗﺪرة اﻟﻤﺸﺮوع أﻓﻀﻞ ﻋﻠﻰ ﺗﻘﺪﻳﻢ اﻟﻘﻴﻤﺔ واﻟﺘﻘﺪم ﻧﺤﻮ ﺗﻠﻚ اﻟﻐﺎﻳﺎت‬، ‫ﻛﻠﻤﺎ زاد اﻟﺘﻌﺎون واﻟﻤﻮاءﻣﺔ‬ §
.‫ﻳﺘﻄﻠﺐ اﻟﻌﻤﻞ اﻟﺘﻌﺎوﻧﻲ ﺟﻬًﺪا وﺗﻮاز ًﻧﺎ ﻣﺴﺘﻤﺮﻳﻦ‬ §
.‫ زادت دﻗﺔ اﻟﻤﺨﺮﺟﺎت وﺗﻮاﻓﻘﻬﺎ‬، ‫ﻛﻠﻤﺎ ﻛﺎن اﻟﺘﻌﺎون أﻛﺜﺮ إﺣﻜﺎًﻣﺎ‬ §

Domain People
Collaboration ‫اﻟ ﺘ ﻌ ﺎ و ن‬ Task 09
§ Effective collaboration builds trust between all parties.

.‫اﻟﺘﻌﺎون اﻟﻔﻌﺎل ﻳﺒﻨﻲ اﻟﺜﻘﺔ ﺑﻴﻦ ﺟﻤﻴﻊ اﻷﻃﺮاف‬
§ The open dialogue optimizes the understanding of the aims, as well as the expectations.
§ That level of engagement is evaluated and reevaluated throughout the project.
§ Keeping discussions transparent ensures appropriate stakeholders are knowledgeable and expectations are set.
§ Engagement also builds appreciation for others’ needs and constraints.
§ Communication skills, interpersonal skills, feedback, meeting management, among other management skills, are
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leveraged to maximize the feedback loop and engagement between stakeholders.
.‫اﻟﺘﻌﺎون اﻟﻔﻌﺎل ﻳﺒﻨﻲ اﻟﺜﻘﺔ ﺑﻴﻦ ﺟﻤﻴﻊ اﻷﻃﺮاف‬ §

.‫ﻳﻌﻤﻞ اﻟﺤﻮار اﻟﻤﻔﺘﻮح ﻋﻠﻰ ﺗﺤﺴﻴﻦ ﻓﻬﻢ اﻷﻫﺪاف وﻛﺬﻟﻚ اﻟﺘﻮﻗﻌﺎت‬ §
.‫ﻳﺘﻢ ﺗﻘﻴﻴﻢ ﻫﺬا اﻟﻤﺴﺘﻮى ﻣﻦ اﻟﻤﺸﺎرﻛﺔ وإﻋﺎدة ﺗﻘﻴﻴﻤﻪ ﻓﻲ ﺟﻤﻴﻊ أﻧﺤﺎء اﻟﻤﺸﺮوع‬ §
.‫ﻳﻀﻤﻦ اﻟﺤﻔﺎظ ﻋﻠﻰ ﺷﻔﺎﻓﻴﺔ اﻟﻤﻨﺎﻗﺸﺎت أن ﻳﻜﻮن اﻟﻤﻌﻨﻴﻴﻦ اﻟﻤﻨﺎﺳﺒﻮن ﻋﻠﻰ دراﻳﺔ وﻳﺘﻢ ﺗﺤﺪﻳﺪ اﻟﺘﻮﻗﻌﺎت‬ §
.‫ﺗﺒﻨﻲ اﻟﻤﺸﺎرﻛﺔ أﻳًﻀﺎ ﺗﻘﺪﻳًﺮا ﻻﺣﺘﻴﺎﺟﺎت اﻵﺧﺮﻳﻦ وﻗﻴﻮدﻫﻢ‬ §
‫ ﻟﺘﻌﻈﻴﻢ ﺣﻠﻘﺔ‬، ‫ ﻣﻦ ﺑﻴﻦ ﻣﻬﺎرات اﻹدارة اﻷﺧﺮى‬، ‫ وإدارة اﻻﺟﺘﻤﺎﻋﺎت‬، ‫ وردود اﻟﻔﻌﻞ‬، ‫ وﻣﻬﺎرات اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻵﺧﺮﻳﻦ‬، ‫ﻳﺘﻢ اﻻﺳﺘﻔﺎدة ﻣﻦ ﻣﻬﺎرات اﻻﺗﺼﺎل‬ §
.‫اﻟﻤﻼﺣﻈﺎت واﻟﻤﺸﺎرﻛﺔ ﺑﻴﻦ اﻟﻤﻌﻨﻴﻴﻦ‬

Domain People
Project Stakeholders Task 09
Sayed Mohsen
Domain People
Task 09
Sayed Mohsen
Domain People
Task 09
Sayed Mohsen
Domain People
Guidelines for Facilitating a Meeting Task 09
§ Making certain that the meetings are appropriate to the stakeholder’s engagement in the project.
§ Appropriateness is determined by an array of variables, such as, but not limited to:
• timing • context • stakeholders' experiences, knowledge, input • location • technology • urgency
§ Set and distribute an agenda prior to the meeting start.
§ Review the agenda set prior to the meeting and make amends as stakeholders deem necessary.
§ Allow others to speak and share as appropriate.
§ Take notes or record the meeting, with permission.
§ Keep the meeting discussions on topic.
§ Save outside discussions for after the meeting or for another scheduled meeting with appropriate stakeholders.
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§ Recap the meeting and any action items to follow the meeting. .‫ﺗﻠﺨﻴﺺ اﻻﺟﺘﻤﺎع ﻟﺴﻬﻮﻟﺔ ﻣﺘﺎﺑﻌﺔ اﻻﺟﺘﻤﺎع‬
§ Thank everyone for attending.
§ Adjourn the meeting per the scheduled time or earlier.
§ Distribute the meeting notes or recording as agreed.

‫ﺑﻨ ﺎ ء ﻓ ﻬ ﻢ ﻣ ﺸ ﺘ ﺮ ك‬
Build Shared Understanding about a Project
Sayed Mohsen
Build Shared Understanding about a Project
‫ﺑﻨ ﺎ ء ﻓ ﻬ ﻢ ﻣ ﺸ ﺘ ﺮ ك‬
§ One of the first goals in onboarding a team for a project

is to ensure that they reach consensus and support the
outcome of the parties' agreement.
Sayed Mohsen ‫§ ﻳ ﺘ ﻤ ﺜ ﻞ أ ﺣ ﺪ اﻷ ﻫ ﺪ اف اﻷ و ﻟ ﻰ ﻓ ﻲ إﻋ ﺪ اد ﻓ ﺮﻳ ﻖ ﻟﻠﻤ ﺸ ﺮو ع ﻓ ﻲ‬
. ‫اﻟ ﺘ ﺄﻛ ﺪ ﻣ ﻦ ﺗ ﻮ ﺻ ﻠﻬ ﻢ إﻟ ﻰ إ ﺟ ﻤ ﺎ ع و د ﻋ ﻢ ﻧ ﺘ ﻴ ﺠ ﺔ اﺗﻔ ﺎ ق اﻷ ﻃ ﺮاف‬

Domain People
Task 10
Consensus
Some common techniques to make decisions and reach consensus include:
1. Fist of Five Technique
2. Roman Voting
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3. Dot Voting

Domain People
Task 10
Consensus
1. Fist of Five Technique
§ A fist (or 0 fingers) is a strong statement of

disagreement and will require adjudication.
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§ An open hand showing five fingers means
agreement with the team's conclusions

Domain People
Task 10
Consensus
2. Roman Voting
§ Thumbs up (agreement)
§ Thumbs down (disagreement).
§ If anyone is thumbs down on the approach, the facilitator then will work
to try to identify and enable the team to try to address the objections.
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Domain People
Consensus Task 10
3. Dot Voting
§ Stakeholders use sticky dots to
prioritize any list.
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Domain People
Task 10
. ‫ا رﺷ ﺎد ا ت ﻟﻠ ﺘ ﻮ ﺻ ﻞ إ ﻟﻰ ﺗ ﻮ ا ﻓ ﻖ و د ﻋ ﻢ ﻧﺘ ﺎﺋ ﺞ ا ﺗ ﻔ ﺎق ا ﻷ ﻃ ﺮ ا ف‬
Guidelines to Reach Consensus and Support the Outcome of the Parties’ Agreement .
§ Having a team charter is enormously helpful here as it may specify how a team chooses to handle certain scenarios and
disagreements when they arise.
§ For example, where team members disagree about the number of story points to estimate for a particular user story, the
team charter may designate that the team will use the higher estimate, or that majority vote rules.
§ It is preferable to seek consensus among the team where possible, and to recognize that sometimes it will not be possible.
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. ‫ إ ن و ﺟ ﻮ د ﻣ ﻴ ﺜ ﺎ ق ﻓ ﺮ ﻳ ﻖ ﻣ ﻔ ﻴ ﺪ ﻟﻠ ﻐ ﺎ ﻳ ﺔ ﻫ ﻨ ﺎ ﻷ ﻧﻪ ﻗ ﺪ ﻳ ﺤ ﺪ د ﻛ ﻴ ﻒ ﻳ ﺨ ﺘ ﺎ ر ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﺘ ﻌ ﺎ ﻣ ﻞ ﻣ ﻊ ﺳ ﻴ ﻨ ﺎ ر ﻳ ﻮ ﻫ ﺎ ت و ﺧ ﻼ ﻓ ﺎ ت ﻣ ﻌ ﻴ ﻨ ﺔ ﻋ ﻨ ﺪ ﻇ ﻬ ﻮ ر ﻫ ﺎ‬ü
‫ ﻗ ﺪ ﻳ ﺤ ﺪ د ﻣ ﻴ ﺜ ﺎق ا ﻟﻔ ﺮ ﻳ ﻖ أ ن ا ﻟﻔ ﺮ ﻳ ﻖ‬، ‫ ﻋ ﻨ ﺪ ﻣ ﺎ ﻳ ﺨ ﺘ ﻠ ﻒ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ ﺣ ﻮ ل ﻋ ﺪ د ﻣ ﻦ ا ﻻ ﻧﺸ ﻄ ﻪ ا ﻟﻤ ﺮ ا د ﺗ ﻘ ﺪ ﻳ ﺮ ﻫ ﺎ‬، ‫ ﻋ ﻠ ﻰ ﺳ ﺒ ﻴ ﻞ ا ﻟﻤ ﺜ ﺎل‬ü
. ‫ أ و ﻗ ﻮ ا ﻋ ﺪ ﺗ ﺼ ﻮ ﻳ ﺖ ا ﻷ ﻏ ﻠ ﺒ ﻴ ﺔ‬، ‫ﺳ ﻴ ﺴ ﺘ ﺨ ﺪ م ا ﻟﺘ ﻘ ﺪ ﻳ ﺮ ا ﻷ ﻋ ﻠ ﻰ‬
.‫ واﻻﻋﺘﺮاف ﺑﺄﻧﻪ ﻓﻲ ﺑﻌﺾ اﻷﺣﻴﺎن ﻟﻦ ﻳﻜﻮن ذﻟﻚ ﻣﻤﻜ ًﻨﺎ‬، ‫ ﻣﻦ اﻷﻓﻀ ﻞ اﻟﺴﻌﻲ ﻟﻠﺤﺼ ﻮل ﻋﻠﻰ إﺟﻤﺎع ﺑﻴﻦ اﻟﻔﺮﻳﻖ ﺣﻴﺜﻤﺎ أﻣﻜﻦ‬ü

‫إ ﺷ ﺮ ا ك ﻓ ﺮ ق ا ﻟﻌ ﻤ ﻞ ا ﻻ ﻓ ﺘ ﺮ ا ﺿ ﻴ ﺔ و د ﻋ ﻤ ﻬ ﺎ‬
Engage and Support Virtual Teams
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Domain People
Task 11
Collaboration Technology
. ‫ ﻓ ﺈ ﻧ ﻬ ﻢ ﻳ ﺒ ﺪ أ و ن ﺑ ﺴ ﺮ ﻋ ﺔ ﻓ ﻲ ا ﻟ ﺘ ﻔ ﻜ ﻴ ﺮ ﻓ ﻲ ا ﺳ ﺘ ﺨ ﺪ ا م ﺗ ﻘ ﻨ ﻴﺎ ت ا ﻟ ﺘ ﻌ ﺎ و ن‬، ‫ﻋ ﻨ ﺪ ﻣ ﺎ ﻳ ﻔ ﻜ ﺮ ا ﻟ ﻌ ﺪ ﻳ ﺪ ﻣ ﻦ ا ﻟ ﻤ ﺪ ﻳ ﺮ ﻳ ﻦ ﻓ ﻲ ا ﻟ ﻔ ﺮ ق ا ﻻ ﻓ ﺘ ﺮ ا ﺿ ﻴ ﺔ‬
ü When many managers think about virtual teams, they quickly begin to think about the use of collaboration technologies.
ü The technologies will enable team planning, collaboration, and communications will be important
‫ﺳﺘﻤّﻜﻦ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﻦ اﻟﺘﺨﻄﻴﻂ اﻟﺠﻤﺎﻋﻲ واﻟﺘﻌﺎون واﻻﺗﺼﺎﻻت ﺳﺘﻜﻮن ﻣﻬﻤﺔ‬
q The team will want to establish its team charter to lay out the following:
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• Shared work hours ‫• ﺳ ﺎﻋ ﺎت اﻟﻌ ﻤ ﻞ اﻟﻤ ﺸ ﺘﺮﻛ ﺔ‬
• How the team makes decisions ‫• ﻛ ﻴ ﻒ ﻳ ﺘ ﺨ ﺬ ا ﻟ ﻔ ﺮ ﻳ ﻖ ا ﻟ ﻘ ﺮ ا را ت‬
• How the team manages conflicts ‫• ﻛ ﻴﻒ ﻳ ﺪ ﻳ ﺮ اﻟﻔ ﺮﻳ ﻖ اﻟﻨﺰاﻋ ﺎت‬
• Core team values ‫• ﻗ ﻴﻢ اﻟﻔ ﺮﻳ ﻖ اﻷ ﺳ ﺎ ﺳ ﻴ ﺔ‬

Domain People
‫اﺣ ﺘﻴﺎﺟ ﺎت ﻓ ﺮق اﻟﻌ ﻤ ﻞ اﻻ ﻓ ﺘﺮاﺿ ﻴﺔ‬ Task 11

Virtual Team Member Needs
Virtual team members need what all team members need:

:‫ﻳﺤﺘﺎج أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻻﻓﺘﺮاﺿﻲ إﻟﻰ ﻣﺎ ﻳﺤﺘﺎﺟﻪ ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬
• A shared goal. .‫• ﻫﺪف ﻣﺸﺘﺮك‬
• A clear purpose. .‫• ﻫﺪف واﺿﺢ‬
• Clarity on their role and what is expected of them. ‫• وﺿﻮح دورﻫﻢ وﻣﺎ ﻫﻮ ﻣﺘﻮﻗﻊ ﻣﻨﻬﻢ‬
q Because the team is not co-located, project managers of virtual teams will spend a substantial amount of their time to
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ensure the teams are able to effectively collaborate and operate as a team, and not just a series of isolated individuals.
‫ ﻓﺈن ﻣﺪﻳﺮي اﻟﻤﺸﺎرﻳﻊ ﻓﻲ اﻟﻔﺮق اﻻﻓﺘﺮاﺿﻴﺔ ﺳﻴﻘﻀﻮن ﻗﺪًرا ﻛﺒﻴًﺮا ﻣﻦ وﻗﺘﻬﻢ‬، ‫ﻧﻈًﺮا ﻷن اﻟﻔﺮﻳﻖ ﻏﻴﺮ ﻣﻮﺟﻮد ﻓﻲ ﻣﻜﺎن واﺣﺪ‬
.‫ وﻟﻴﺲ ﻣﺠﺮد ﺳﻠﺴﻠﺔ ﻣﻦ اﻷﻓﺮاد اﻟﻤﻨﻌﺰﻟﻴﻦ‬، ‫ﻟﻀﻤﺎن ﻗﺪرة اﻟﻔﺮق ﻋﻠﻰ اﻟﺘﻌﺎون واﻟﻌﻤﻞ ﻛﻔﺮﻳﻖ واﺣﺪ ﺑﺸﻜﻞ ﻓﻌﺎل‬

Domain People
Task 11
‫ﺑ ﺪ ا ﺋ ﻞ ﻟﻤ ﺸ ﺎرﻛ ﺔ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻻ ﻓ ﺘ ﺮ ا ﺿ ﻲ‬
Alternatives for Virtual Team Member Engagement

Managing engagement with virtual team members requires persistence and a focus on:
• Good team dynamics.
Video conference Kanban boards
• Especially transparency. ‫اﻟﺸﻔﺎﻓﻴﺔ‬
• Accountability. ‫اﻟﻤﺴﺆﻟﻴﺔ‬
• Active attention to effective communications.
. ‫ا ﻻ ﻫ ﺘ ﻤ ﺎم ﺑ ﺎﻻ ﺗ ﺼ ﺎﻻ ت ا ﻟﻔ ﻌ ﺎﻟﺔ‬
Sayed Mohsen
ü Use of videoconferencing tools enable team meetings to more fully integrate all aspects of
the team and to ensure that the team members are committed to their solution approaches.
ü Many tools enable the use of Kanban-style boards to visualize the work to do, to track (and limit) work-in progress,
and to note when work activities are completed and objectives have been met.

Domain People
Task 11
Guidelines to Continually Evaluate the Effectiveness of Virtual Team Member Engagement
Listen for blockers or other potential

05 issues that team members may be
uncomfortable discussing.
.
Ensure meetings like daily standups
04 are not just status updates, but value
commitments from the team to itself.
.
03 Timebox your meetings.
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02
01
Use videoconferencing tools.
Track the progress of your teams as

they carry out the work and produce
deliverables.

‫ﺗﺤﺪﻳﺪ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ ﻟﻔﺮﻳﻖ اﻟﻌﻤﻞ‬
Define team ground rules
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Domain People
Task 12
Team Charter ‫ﻣ ﻴ ﺜ ﺎ ق ا ﻟﻔ ﺮ ﻳ ﻖ‬
The team charter is a document that enables the team to establish its values, agreements, and practices as it performs its work together.
A good team charter should include:
• The team’s shared values. .‫• اﻟﻘﻴﻢ اﻟﻤﺸﺘﺮﻛﺔ ﻟﻠﻔﺮﻳﻖ‬

• Guidelines for team communications and the use of tools. .‫• ارﺷﺎدات ﻻﺗﺼﺎﻻت اﻟﻔﺮﻳﻖ واﺳﺘﺨﺪام اﻷدوات‬
• How the team makes decisions. .‫• ﻛﻴﻒ ﻳﺘﺨﺬ اﻟﻔﺮﻳﻖ اﻟﻘﺮارات‬
• How the team resolves conflicts when disagreements arise. .‫• ﻛﻴﻒ ﻳﺤﻞ اﻟﻔﺮﻳﻖ اﻟﺨﻼﻓﺎت ﻋﻨﺪ ﻇﻬﻮر اﻟﺨﻼﻓﺎت‬
.‫• ﻛﻴﻒ وﻣﺘﻰ ﻳﺠﺘﻤﻊ اﻟﻔﺮﻳﻖ‬
Sayed Mohsen
• How and when the team meets.
v Ideally the charter should be produced by the team, or at least with the team’s active participation.
v The team charter can and should be reviewed and updated as needed on a periodic basis.
. ‫ أ و ﻋ ﻠ ﻰ ا ﻷ ﻗ ﻞ ﺑ ﻤ ﺸ ﺎرﻛ ﺔ ﻧﺸ ﻄ ﺔ ﻣ ﻦ ا ﻟﻔ ﺮ ﻳ ﻖ‬، ‫ ﻳ ﺠ ﺐ إ ﻋ ﺪ ا د ا ﻟﻤ ﻴ ﺜ ﺎق ﻣ ﻦ ﻗ ﺒ ﻞ ا ﻟﻔ ﺮ ﻳ ﻖ‬، ‫§ ﻣ ﻦ ا ﻟﻨ ﺎ ﺣ ﻴ ﺔ ا ﻟﻤ ﺜ ﺎﻟﻴ ﺔ‬
‫§ ﻳ ﺠ ﺐ ﻣ ﺮ ا ﺟ ﻌ ﺔ ﻣ ﻴ ﺜ ﺎق ا ﻟﻔ ﺮ ﻳ ﻖ و ﺗ ﺤ ﺪ ﻳ ﺜ ﻪ ﺣ ﺴ ﺐ ا ﻟﺤ ﺎ ﺟ ﺔ ﻋ ﻠ ﻰ أ ﺳ ﺎس د و ري‬

Domain People
Task 12
Ground Rules ‫ا ﻟﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎ ﺳ ﻴ ﺔ‬
• Ground rules are defined as setting clear expectations regarding the code of conduct for team members.
• Ground rules include all actions that are considered acceptable and unacceptable in the project management context.
• Part of the purpose of a team charter is to produce a set of shared ground rules about the expected behaviors of the team members.
• Decreases the risk of confusion, and improves performance.
. ‫• ﻳ ﺘ ﻢ ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎﺳ ﻴ ﺔ ﻋ ﻠ ﻰ أ ﻧﻬ ﺎ ﺗ ﺤ ﺪ ﻳ ﺪ ﺗ ﻮ ﻗ ﻌ ﺎت و ا ﺿ ﺤ ﺔ ﻓ ﻴ ﻤ ﺎ ﻳ ﺘ ﻌ ﻠ ﻖ ﺑ ﻤ ﺪ و ﻧﺔ ﻗ ﻮ ا ﻋ ﺪ ا ﻟﺴ ﻠ ﻮ ك ﻷ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ‬
. ‫• ﺗ ﺸ ﻤ ﻞ ا ﻟﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎ ﺳ ﻴ ﺔ ﺟ ﻤ ﻴ ﻊ ا ﻹ ﺟ ﺮ ا ء ا ت ا ﻟﺘ ﻲ ﺗ ﻌ ﺘ ﺒ ﺮ ﻣ ﻘ ﺒ ﻮ ﻟﺔ و ﻏ ﻴ ﺮ ﻣ ﻘ ﺒ ﻮ ﻟﺔ ﻓ ﻲ ﺳ ﻴ ﺎ ق إ د ا ر ة ا ﻟﻤ ﺸ ﺮ و ع‬
. ‫• ﺟ ﺰ ء ﻣ ﻦ ا ﻟﻐ ﺮ ض ﻣ ﻦ ﻣ ﻴ ﺜ ﺎق ا ﻟﻔ ﺮ ﻳ ﻖ ﻫ ﻮ إ ﻧﺘ ﺎج ﻣ ﺠ ﻤ ﻮ ﻋ ﺔ ﻣ ﻦ ا ﻟﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎﺳ ﻴ ﺔ ا ﻟﻤ ﺸ ﺘ ﺮ ﻛ ﺔ ﺣ ﻮ ل ا ﻟﺴ ﻠ ﻮ ﻛ ﻴ ﺎت ا ﻟﻤ ﺘ ﻮ ﻗ ﻌ ﺔ ﻣ ﻦ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ‬
Sayed Mohsen
. ‫• ﻳ ﻘ ﻠ ﻞ ﻣ ﻦ ﻣ ﺨ ﺎﻃ ﺮ اﻟﺘ ﺸ ﻮ ﻳ ﺶ و ﻳ ﺤ ﺴ ﻦ اﻷ د اء‬

Domain People
‫اﻟ ﺴ ﻠﻮ ك اﻷ ﺧ ﻼ ﻗ ﻲ و اﻟﻤ ﻬ ﻨ ﻲ‬ Task 12
Code of Ethics and Professional Conduct
ü Describes the ethical and professional behavior expectations of

any individual working as a project management professional.
‫ﻳ ﺼ ﻒ ﺗﻮ ﻗ ﻌ ﺎت اﻟﺴ ﻠﻮ ك اﻷ ﺧ ﻼ ﻗ ﻲ و اﻟﻤ ﻬ ﻨ ﻲ ﻷ ي ﻓ ﺮد ﻳ ﻌ ﻤ ﻞ‬
. ‫ﻛ ﻤ ﺤ ﺘ ﺮف ﻓ ﻲ إد ار ة اﻟﻤ ﺸ ﺮو ع‬
Sayed Mohsen
‫ﺔ‬F‫اﻟﻤﺴﺆﻟ‬ ‫ام‬JK‫اﻻﺣ‬
‫ﺔ‬F‫اﻟﺸﻔﺎﻓ‬ ‫اﻻﻣﺎﻧﺔ‬

Domain People
Task 12
‫إرﺷ ﺎ د ات ﻹ د ار ة و ﺗﺼ ﺤ ﻴ ﺢ اﻧ ﺘ ﻬ ﺎ ﻛ ﺎ ت اﻟﻘ ﻮ اﻋ ﺪ اﻻ ﺳ ﺎ ﺳ ﻴ ﺔ ﻟﻠﻔ ﺮﻳ ﻖ‬
q Guidelines to Manage and Rectify Ground Rule Violations
• If there are violations of the team’s ground rules, the team and the project manager should assess
opportunities for remediation, or if the violation is so serious as to contemplate the removal and
replacement of an offending team member.
Sayed Mohsen
• The team should continue to focus on its core values in these circumstances, including accountability,
shared expectations, and transparency where appropriate.
‫ أ و‬، ‫ ﻳ ﺠ ﺐ ﻋ ﻠ ﻰ ا ﻟﻔ ﺮ ﻳ ﻖ و ﻣ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع ﺗ ﻘ ﻴ ﻴ ﻢ ﻓ ﺮ ص ا ﻹ ﺻ ﻼ ح‬، ‫§ ﻓ ﻲ ﺣ ﺎﻟﺔ و ﺟ ﻮ د ا ﻧﺘ ﻬ ﺎﻛ ﺎت ﻟﻠ ﻘ ﻮ ا ﻋ ﺪ ا ﻷ ﺳ ﺎﺳ ﻴ ﺔ ﻟﻠ ﻔ ﺮ ﻳ ﻖ‬
.‫إذا ﻛﺎن اﻻﻧﺘﻬﺎك ﺧﻄﻴًﺮا ﻟﺪرﺟﺔ اﻟﺘﻔﻜﻴﺮ ﻓﻲ إزاﻟﺔ واﺳﺘﺒﺪال ﻋﻀ ﻮ اﻟﻔﺮﻳﻖ اﻟﻤﺨﺎﻟﻒ‬
‫ ﺑ ﻤ ﺎ ﻓ ﻲ ذ ﻟﻚ ا ﻟﻤ ﺴ ﺎء ﻟﺔ و ا ﻟﺘ ﻮ ﻗ ﻌ ﺎت‬، ‫§ ﻳ ﺠ ﺐ أ ن ﻳ ﻮ ا ﺻ ﻞ ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﺘ ﺮ ﻛ ﻴ ﺰ ﻋ ﻠ ﻰ ﻗ ﻴ ﻤ ﻪ ا ﻷ ﺳ ﺎﺳ ﻴ ﺔ ﻓ ﻲ ﻫ ﺬ ه ا ﻟﻈ ﺮ و ف‬
. ‫ا ﻟﻤ ﺸ ﺘ ﺮ ﻛ ﺔ و ا ﻟﺸ ﻔ ﺎﻓ ﻴ ﺔ‬

‫ﺗ ﻮ ﺟ ﻴ ﻪ ا ﻟﻤ ﻌ ﻨ ﻴ ﻴ ﻦ ذ و ى ا ﻟﺼ ﻠ ﻪ‬
Mentor Relevant Stakeholders
Sayed Mohsen
Mentor Relevant Stakeholders
§ Project management is an art and a science.

§ The discipline gets better with practice, learning, and experience.
§ You learn from others every day.
§ You are learning from this course.
§ Likewise, there are plenty of opportunities for you to share your
knowledge and experience with others.
Sayed Mohsen.‫ﻳﻌﺘﻤﺪ ﻧﺠﺎح اﻟﻤﺸﺮوع ﻋﻠﻰ اﻟﻤﺸﺎرﻛﺔ واﻟﺘﻌﺎون اﻟﻤﻨﺎﺳﺐ ﻟﻠﻤﻌﻨﻴﻴﻦ ﻓﻲ اﻟﻤﺸﺮوع‬
.‫ ﻛﺎﻧﺖ ﻗﺪرة اﻟﻤﺸﺮوع أﻓﻀﻞ ﻋﻠﻰ ﺗﻘﺪﻳﻢ اﻟﻘﻴﻤﺔ واﻟﺘﻘﺪم ﻧﺤﻮ ﺗﻠﻚ اﻟﻐﺎﻳﺎت‬، ‫ﻛﻠﻤﺎ زاد اﻟﺘﻌﺎون واﻟﻤﻮاءﻣﺔ‬
.‫ﻳﺘﻄﻠﺐ اﻟﻌﻤﻞ اﻟﺘﻌﺎوﻧﻲ ﺟﻬًﺪا وﺗﻮاز ًﻧﺎ ﻣﺴﺘﻤﺮﻳﻦ‬
.‫ زادت دﻗﺔ اﻟﻤﺨﺮﺟﺎت وﺗﻮاﻓﻘﻬﺎ‬، ‫ﻛﻠﻤﺎ ﻛﺎن اﻟﺘﻌﺎون أﻛﺜﺮ إﺣﻜﺎًﻣﺎ‬

§

Domain People
Interacting with Relevant Stakeholders Task 13
v Examples of how to interact with relevant stakeholders:

✓ When refining the backlog, mentor the Product Owner on best practices.
✓ When onboarding a new project team member, guide them on team processes.
✓ When a team member must purchase material for the project, show them the procurement best practices
and processes for the organization.
Sayed Mohsen
. ‫ ﻗ ﻢ ﺑﺈرﺷ ﺎ د " ﻣ ﺎ ﻟﻚ اﻟﻤ ﻨ ﺘ ﺞ " ﺑﺸ ﺄن أﻓ ﻀ ﻞ اﻟﻤ ﻤ ﺎ رﺳ ﺎ ت‬، ‫ ﻋ ﻨﺪ إﻋ ﺎ د ة ﺗﺮﺗ ﻴ ﺐ أو ﻟﻮ ﻳ ﺎ ت ﺳ ﺠ ﻞ أﻋ ﻤ ﺎ ل اﻟﻤ ﻨ ﺘ ﺞ‬ü
. ‫ ﻗ ﻢ ﺑﺘ ﻮ ﺟ ﻴ ﻬ ﻪ ﻓ ﻲ ﻋ ﻤ ﻠﻴ ﺎ ت اﻟﻔ ﺮﻳ ﻖ‬، ‫ ﻋ ﻨﺪ إﻋ ﺪ اد ﻋ ﻀ ﻮ ﺟ ﺪ ﻳ ﺪ ﻓ ﻲ ﻓ ﺮﻳ ﻖ اﻟﻤ ﺸ ﺮو ع‬ü
. ‫ ا ﺧ ﺒ ﺮه ﺑﺄﻓ ﻀ ﻞ ﻣ ﻤ ﺎ ر ﺳ ﺎ ت و ﻋ ﻤ ﻠﻴ ﺎ ت اﻟ ﺸ ﺮاء اﻟ ﺨ ﺎ ﺻ ﺔ ﺑﺎ ﻟﻤ ﺆ ﺳ ﺴ ﺔ‬، ‫ ﻋ ﻨ ﺪ ﻣ ﺎ ﻳ ﺘ ﻌ ﻴ ﻦ ﻋ ﻠﻰ أ ﺣ ﺪ أﻋ ﻀ ﺎ ء اﻟﻔ ﺮﻳ ﻖ ﺷ ﺮاء ﻣ ﻮ اد ﻟﻠﻤ ﺸ ﺮو ع‬ü

Coaching and Mentoring
ü Coaching and mentoring others helps them become more proficient team members.
ü Raising the abilities of the team increases their output and their value.
ü Increasing the knowledge base and the skill sets of all project stakeholders sets up for more successful and effectively managed projects.
ü To contribute to the benefit of better project management knowledge and practice, you must guide, coach, share, and mentor others .
ü Time and resources are limited, therefore you must make sacrifices on how much and how to mentor others.
ü At a core, you mentor relevant stakeholders associated with your projects .
ü Even the little things you do every day can make positive improvements to an individual's action and to the practice as a whole.
Sayed Mohsen
.‫اﻟﺘﺪرﻳﺐ واﻟﺘﻮﺟﻴﻪ ﻳﺴﺎﻋﺪ اﻵﺧﺮﻳﻦ ﻋﻠﻰ أن ﻳﺼﺒﺤﻮا أﻋﻀﺎء ﻓﺮﻳﻖ أﻛﺜﺮ ﻛﻔﺎءة‬ §
.‫رﻓﻊ ﻗﺪرات اﻟﻔﺮﻳﻖ ﻳﺰﻳﺪ ﻣﻦ إﻧﺘﺎﺟﻪ وﻗﻴﻤﺘﻪ‬ §
.‫زﻳﺎدة ﻗﺎﻋﺪة اﻟﻤﻌﺮﻓﺔ وﻣﺠﻤﻮﻋﺎت اﻟﻤﻬﺎرات ﻟﺠﻤﻴﻊ أﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ ﻓﻲ اﻟﻤﺸﺮوع ﻣﻬﻴﺄة ﻟﻤﺸﺎرﻳﻊ أﻛﺜﺮ ﻧﺠﺎًﺣﺎ وﻓﻌﺎﻟﻴﺔ‬ §
.‫ ﻳﺠﺐ ﻋﻠﻴﻚ ﺗﻮﺟﻴﻪ اﻵﺧﺮﻳﻦ وﺗﺪرﻳﺒﻬﻢ وﻣﺸﺎرﻛﺘﻬﻢ وﺗﻮﺟﻴﻬﻬﻢ‬، ‫ﻟﻠﻤﺴﺎﻫﻤﺔ ﻓﻲ اﻻﺳﺘﻔﺎدة ﻣﻦ اﻟﻤﻌﺮﻓﺔ واﻟﻤﻤﺎرﺳﺎت اﻷﻓﻀﻞ ﻹدارة اﻟﻤﺸﺎرﻳﻊ‬ §
.‫ ﻟﺬﻟﻚ ﻳﺠﺐ ﻋﻠﻴﻚ ﺗﻘﺪﻳﻢ ﺗﻀﺤﻴﺎت ﺑﺸﺄن ﻣﻘﺪار وﻛﻴﻔﻴﺔ إرﺷﺎد اﻵﺧﺮﻳﻦ‬، ‫اﻟﻮﻗﺖ واﻟﻤﻮارد ﻣﺤﺪودة‬ §
. ‫ ﺗﻘﻮم ﺑﺘﻮﺟﻴﻪ أﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ اﻟﻤﻌﻨﻴﻴﻦ اﻟﻤﺮﺗﺒﻄﻴﻦ ﺑﻤﺸﺎرﻳﻌﻚ‬، ‫ﻓﻲ اﻷﺳﺎس‬ §
‫ﺣﺘﻰ اﻷﺷﻴﺎء اﻟﺼﻐﻴﺮة اﻟﺘﻲ ﺗﻘﻮم ﺑﻬﺎ ﻛﻞ ﻳﻮم ﻳﻤﻜﻦ أن ُﺗﺤﺪث ﺗﺤﺴﻴﻨﺎت إﻳﺠﺎﺑﻴﺔ ﻟﻌﻤﻞ اﻟﻔﺮد واﻟﻤﻤﺎرﺳﺔ ﻛﻜﻞ‬ §

‫د ﻋ ﻢ أد اء ﻓ ﺮ ﻳ ﻖ اﻟ ﻌ ﻤ ﻞ ﻣ ﻦ ﺧ ﻼ ل ﺗﻄ ﺒ ﻴ ﻖ اﻟ ﺬ ﻛ ﺎ ء اﻟ ﻌ ﺎ ﻃ ﻔ ﻲ‬
Promote team performance

through the application of
emotional intelligence
Sayed Mohsen
Domain People
‫اﻟﺬﻛﺎء اﻟﻌﺎﻃﻔ ﻲ‬
Emotional Intelligence Task 14
• Emotional intelligence is the ability to identify, assess, and manage the personal emotions of oneself and other people.
• The team can use emotional intelligence to reduce tension and increase cooperation by identifying, assessing, and
controlling the sentiments of project team members.
. ‫§ ﻫ ﻮ ﻗ ﺪ رة ا ﻟﺸ ﺨ ﺺ ﻋ ﻠ ﻰ ﺗ ﺤ ﺪ ﻳ ﺪ و ﺗ ﻘ ﻴ ﻴ ﻢ و ا ﻟﺴ ﻴ ﻄ ﺮ ة ﻋ ﻠ ﻰ ا ﻧﻔ ﻌ ﺎﻻ ﺗ ﻪ و ﻛ ﺬ ﻟﻚ ﺗ ﻠ ﻚ ا ﻟﺨ ﺎﺻ ﺔ ﺑ ﺎﻵ ﺧ ﺮ ﻳ ﻦ‬
‫§ ﻳ ﻤ ﻜ ﻦ ﻟﻔ ﺮ ﻳ ﻖ إ د ا ر ة ا ﻟﻤ ﺸ ﺮ و ع ا ﺳ ﺘ ﺨ ﺪ ا م ا ﻟﺬ ﻛ ﺎ ء ا ﻟﻌ ﺎ ﻃ ﻔ ﻲ ﻓ ﻲ ا ﻟﺤ ﺪ ﻣ ﻦ ا ﻟﺘ ﻮ ﺗ ﺮ و ز ﻳ ﺎ د ة ا ﻟﺘ ﻌ ﺎ و ن ﻣ ﻦ ﺧ ﻼ ل ﺗ ﺤ ﺪ ﻳ ﺪ و ﺗ ﻘ ﻴ ﻴ ﻢ و ا ﻟﺘ ﺤ ﻜ ﻢ‬
Sayed Mohsen
. ‫ﻓ ﻲ ا ﻧﻔ ﻌ ﺎﻻ ت أ ﻋ ﻀ ﺎء ﻓ ﺮ ﻳ ﻖ ا ﻟﻤ ﺸ ﺮ و ع‬

Domain People
‫اﻟﺘﺄﺛﻴﺮ‬ Influencing Task 14
• Because project managers often have little or no direct authority over team members in a matrix
environment, their ability to influence stakeholders on a timely basis is critical to project success.
‫ﻧﻈًﺮا ﻷن ﻣﺪﻳﺮي اﻟﻤﺸﺎرﻳﻊ ﻳﺘﻤﺘﻌﻮن ﺑﻘﺪر ﺿﺌﻴﻞ ﻣﻦ اﻟﺴﻠﻄﺔ اﻟﻤﺒﺎﺷﺮة أو ﻻ ﻳﺘﻤﺘﻌﻮن ﺑﻬﺎ ﻋﻠﻰ أﻋﻀ ﺎء اﻟﻔﺮﻳﻖ ﻓﻲ ﺑﻴﺌﺔ اﻟﻌﻤﻞ اﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ‬
.‫ ﻓﺈن ﻗﺪرﺗﻬﻢ ﻋﻠﻰ اﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ اﻟﻤﻌﻨﻴﻴﻦ ﻋﻠﻰ أﺳﺎس اﻟﻮﻗﺖ ﻳﻌﺪ أﻣًﺮا ﺣﻴﻮًﻳﺎ ﻟﻨﺠﺎح اﻟﻤﺸﺮوع‬،‫ﻧﻈﺎم اﻟﻤﺼ ﻔﻮﻓﺔ‬
ü Ability to be persuasive. ‫اﻟﻘﺪرة ﻋﻠﻰ أن ﺗﻜﻮن ﻣﻘﻨًﻌﺎ‬
Sayed Mohsen
ü Clearly articulating points and positions. ‫ا ﻟﺘ ﻌ ﺒ ﻴ ﺮ ﺑ ﻮ ﺿ ﻮ ح ﻋ ﻦ و ﺟ ﻬ ﺎت ا ﻟﻨ ﻈ ﺮ و ا ﻟﻤ ﻮ ا ﻗ ﻒ‬
‫ﻣ ﺴ ﺘ ﻮ ﻳ ﺎ ت ﻋ ﺎ ﻟﻴ ﺔ ﻣ ﻦ ﻣ ﻬ ﺎ ر ا ت ا ﻹ ﻧﺼ ﺎ ت ا ﻟﻔ ﻌ ﺎ ﻟﺔ و ا ﻟﻤ ﺆ ﺛ ﺮ ة‬
ü High levels of active and effective listening skills.
ü Awareness of, and consideration for, the various perspectives in any situation.
ü Gathering relevant information to address issues and reach agreements.

Domain People
Active listening ‫اﻻ ﻧﺼ ﺎت اﻟﻔﻌﺎل‬ Task 14
• A communication technique that involves acknowledging what you hear, and clarifying the
message to confirm that what you heard matches the message that the sender intended.
‫§ أﺳ ﻠﻮ ب اﺗﺼ ﺎ ل ﻳ ﺘ ﻀ ﻤ ﻦ اﻹ ﻗ ﺮار ﺑﻤ ﺎ ﺗ ﺴ ﻤ ﻌ ﻪ و ﺗ ﻮ ﺿ ﻴ ﺢ اﻟﺮﺳ ﺎ ﻟ ﺔ ﻟ ﺘ ﺄﻛ ﻴ ﺪ أن ﻣ ﺎ ﺳ ﻤ ﻌ ﺘ ﻪ ﻳ ﻄ ﺎ ﺑﻖ اﻟﺮﺳ ﺎ ﻟ ﺔ اﻟ ﺘ ﻲ‬

. ‫ﻗ ﺼ ﺪ ﻫ ﺎ اﻟﻤ ﺮﺳ ﻞ‬
Sayed Mohsen
Important Definitions
‫ﺗﻌﺮﻳﻔﺎت ﻣﻬﻤﺔ ﺟﺪا ﺟﺪا‬
Sayed Mohsen
PMP ‫ﺳﺆال اﻣﺘﺤﺎن‬
‫ﻣﺘﻼ زﻣﺔ اﻟﻄﺎﻟﺐ‬ ‫ﻗﺎﻧﻮن ﺑﺎرﻛﻨﺴﻮن‬
Student syndrome Parkinson's law
People delay things until work expands to fill

right before the deadline. the time available.
Sayed Mohsen
‫اﻷ ﺷ ﺨ ﺎ ص ﻳ ﻘ ﻮ ﻣ ﻮ ا ﺑ ﺘ ﺄ ﺧ ﻴ ﺮ‬ ‫اﻟ ﻌ ﻤ ﻞ ﻳ ﺘ ﻮ ﺳ ﻊ ﻟ ﻜ ﻰ ﻳ ﻤ ﻠ ﺊ‬
‫اﻟ ﻌ ﻤ ﻞ اﻟ ﻰ اﻟ ﻠ ﺤ ﻈ ﺎ ت اﻷ ﺧ ﻴ ﺮ ة‬ ‫ﻛ ﻞ اﻟ ﻮ ﻗ ﺖ اﻟ ﻤ ﺘ ﺎ ح ﻹ ﻧ ﺠ ﺎ ز ه‬
‫ﻗ ﺒ ﻞ اﻟ ﻤ ﻮ ﻋ ﺪ اﻟ ﻤ ﺤ ﺪ د‬
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PMP ‫ﺳﺆال اﻣﺘﺤﺎن‬
Dropped Baton
A team member fails to perform an integral

duty upon which a positive result hinges and
has caused the team to fail to produce the
best possible outcome.
Sayed Mohsen
‫ﻓ ﺸ ﻞ ﻋ ﻀ ﻮ اﻟﻔ ﺮﻳ ﻖ ﻓ ﻲ أد اء و اﺟ ﺐ ﻣ ﺘﻜ ﺎ ﻣ ﻞ ﺗﺘﻮ ﻗ ﻒ‬
‫ﻋ ﻠﻴ ﻪ اﻟﻨﺘﻴﺠ ﺔ اﻹ ﻳ ﺠ ﺎ ﺑﻴ ﺔ و ﺗﺴ ﺒ ﺐ ﻓ ﻲ ﻓ ﺸ ﻞ اﻟﻔ ﺮﻳ ﻖ ﻓ ﻲ‬
. ‫ﺗﺤ ﻘ ﻴ ﻖ أﻓ ﻀ ﻞ ﻧ ﺘﻴﺠ ﺔ ﻣ ﻤ ﻜ ﻨ ﺔ‬
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Following are the Tools and Techniques required to Conduct Stakeholder Analysis:
Persona analysis ( Exam Question ) -

• A persona is NOT a real person. They represents someone who could be real. -
• Used to help the team focus on who the system’s users are or the users they really want.
• A fictional character created to represent an individual or group of stakeholders, termed a user class.
• Created to represent a user type that might use a site, brand, or product similarly.
• For an individual class, a persona can include any number of descriptive features the team decides are worth
capturing—for example, a name, narrative, goals, behaviors, motivations, hobbies, environment, and/or skills.
Sayed Mohsen
• Used to identify job requirements and required competencies.
• Often used when new jobs are created.
• Output is:
-
o A high-level work description.
o Environmental depiction.
o Detailed activity list for job.
o A list of required skills.
Enterprises environmental factors +
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Technical debt ‫اﻟﺪ ﻳﻦ اﻟﺘﻘﻨﻲ‬
v“Technical debt (also known as design debt or code debt) is a concept in software
development that reflects the implied cost of additional rework caused by choosing
an easy solution now instead of using a better approach that would take longer.”
v“technical debt is any code added now that will take more work to fix at a later time
Reasonable
vCaused by not doing regular cleanup, maintenance, and adhering to the Time Constrains.
proper coding standards. Resource Limitations.
Commitment to Refactor
Sayed Mohsen
vit's the result of prioritizing speedy delivery over perfect code. later.
vAdding tasks to reduce technical debt like refactoring will help to improve the
design of the code, reduce code duplication and minimize the amount of
coupling (connections between code modules).

PMP
Questions & Answers
Sayed Mohsen
Domain I (( People ))
‫ اﻻﺷﺨﺎص‬:‫اﻟﻤﺠﺎل اﻷول‬
121

‫اﺳﺤﺐ ﺧﺼﺎﺋﺺ اﻟﻤﺮﺣﻠﺔ ﻋﻠﻰ اﻟﻴﺴﺎر إﻟﻰ ﻣﺮﺣﻠﺔ ﺗﻄﻮﻳﺮ اﻟﻔﺮﻳﻖ اﻟﺼﺤﻴﺤﺔ ﻋﻠﻰ اﻟﻴﻤﻴﻦ‬
‫)‪Q1‬‬
‫أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﺴﺘﻘﻠﻮن وﻳﻌﻤﻠﻮن ﻓﻰ ﻋﺰﻟﺔ ﻋﻦ ﺑﻌﻀﻬﻢ‬
‫اﻟﺘﺸ ﻜ ﻴﻞ‬
‫إﻋﺎدة ﺗﻌﻴﻴﻦ اﻟﻔﺮﻳﻖ ﻋﻠﻰ ﻣﺸﺎرﻳﻊ اﺧﺮى‬
‫ﻳﺘﺠﺎدل أﻋﻀﺎء اﻟﻔﺮﻳﻖ وﻻ ﻳﺘﻌﺎوﻧﻮن ﻣﻊ ﺑﻌﻀﻬﻢ‬
‫اﻟﻌ ﺼ ﻒ‬
‫اﻟﻔﺮﻳﻖ ﻣﺘﺮاﺑﻂ وﻳﻌﻤﻠﻮن ﺑﻔﺎﻋﻠﻴﺔ‬
‫اﻟﺘﻮ اﻓ ﻖ‬
‫اﻟﻔﺮﻳﻖ ﻳﻘﻮم ﺑﺘﻌﺪﻳﻞ ﻋﺎداﺗﻪ وزﻳﺎدة اﻟﺜﻘﺔ‬
‫ﻳﺘﺠﺎدل أﻋﻀﺎء اﻟﻔﺮﻳﻖ وﻻ ﻳﺘﻌﺎوﻧﻮن ﻣﻊ ﺑﻌﻀﻬﻢ‬ ‫اﻻ د اء‬
‫اﻟﻔﺮﻳﻖ ﻳﻘﻮم ﺑﺘﻌﺪﻳﻞ ﻋﺎداﺗﻪ وزﻳﺎدة اﻟﺜﻘﺔ‬ ‫اﻻ ﻧ ﻬ ﺎء‬ ‫اﻟﻔﺮﻳﻖ ﻣﺘﺮاﺑﻂ وﻳﻌﻤﻠﻮن ﺑﻔﺎﻋﻠﻴﺔ‬
‫أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﺴﺘﻘﻠﻮن وﻳﻌﻤﻠﻮن‬

‫ﻓﻰ ﻋﺰﻟﺔ ﻋﻦ ﺑﻌﻀﻬﻢ‬ ‫إﻋﺎدة ﺗﻌﻴﻴﻦ اﻟﻔﺮﻳﻖ ﻋﻠﻰ ﻣﺸﺎرﻳﻊ اﺧﺮى‬

‫"‪!"#$%&'()"*+,+-'$"$'('./'0"+,"'*+.1"2$%*"+"(30)%*'$"0+4.,-")5+)")5'4"6%",%)"7+,)")%"8''#"7%$8.,-"7.)5‬‬
‫‪Q2‬‬ ‫"'‪%,'"%2")5'"#$%&'()")'+*"*'*9'$0:";5'"(30)%*'$"6%'0",%)"#$%/.6'"+,4"$'+0%,0"2%$")5.0"0',).*',):";5‬‬
‫"‪#$%&'()"*+,+-'$".0"(%,('$,'6"9'(+30'")5.0"#$%&'()")'+*"*'*9'$".0"5.-514"08.11'6"+,6"'<#'$.',('6"+,6".0‬‬
‫>‪8'4".,"%,'"%2")5'"*+.,"#$%&'()"6'1./'$+91'0:"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%")%"'+0'")5'"0.)3+).%,‬‬
‫‪!:‬‬ ‫‪?'*%/'")5'"#$%&'()")'+*"*'*9'$".**'6.+)'14"+,6"+00.-,")5'"#',6.,-"+()./.).'0")%"%)5'$")'+*"*'*9'$0‬‬
‫‪@:‬‬ ‫‪!08")5'"#$%&'()")'+*"*'*9'$")%"(+11")5'"(30)%*'$")%"+#%1%-.A'"2%$")5'.$"9'5+/.%$‬‬
‫‪B:‬‬ ‫‪;+18")%")5'"(30)%*'$"+,6"#$%&'()")'+*"*'*9'$"0'#+$+)'14")%"+00'00")5'".003'"+,6"6'(.6'"%,")5'",'<)"0)'#0‬‬
‫‪C:‬‬ ‫‪;'11")5'"(30)%*'$")5+)")5'4"6%",%)"5+/'")5'"+3)5%$.)4")%"$'*%/'"#$%&'()")'+*"*'*9'$0:‬‬
‫ﻳﺘﻠﻘﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺮﻳًﺪا إﻟﻜﺘﺮوﻧًﻴﺎ ﻣﻦ أﺣﺪ اﻟﻌﻤﻼء ﻳﻘﻮل إﻧﻪ ﻻ ﻳﺮﻳﺪ اﻻﺳﺘﻤﺮار ﻓﻲ اﻟﻌﻤﻞ ﻣﻊ أﺣﺪ أﻋﻀﺎء ﻓﺮﻳﻖ اﻟﻤﺸﺮوع‪.‬‬
‫ﻻ ﻳﻘﺪم اﻟﻌﻤﻴﻞ أي أﺳﺒﺎب ﻟﻬﺬا اﻟﺸﻌﻮر‪ .‬ﻳﺸﻌﺮ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺎﻟﻘﻠﻖ ﻷن ﻋﻀﻮ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻫﺬا ﻳﺘﻤﺘﻊ ﺑﻤﻬﺎرات ﻋﺎﻟﻴﺔ‬
‫‪C‬‬
‫وﺧﺒﺮة وﻫﻮ ﻋﻨﺼﺮ أﺳﺎﺳﻲ ﻓﻲ أﺣﺪ ﺗﺴﻠﻴﻤﺎت اﻟﻤﺸﺮوع اﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﻔﻌﻠﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﺘﺨﻔﻴﻒ اﻟﻤﻮﻗﻒ؟‬
‫إزاﻟﺔ ﻋﻀﻮ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻓﻮًرا وﺗﻌﻴﻴﻦ اﻷﻧﺸﻄﺔ اﻟﻤﻌﻠﻘﺔ ﻷﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻳﻄﻠﺐ ﻣﻦ ﻋﻀﻮ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع اﻻﺗﺼﺎل ﺑﺎﻟﻌﻤﻴﻞ ﻟﻼﻋﺘﺬار ﻋﻦ ﺳﻠﻮﻛﻪ‬
‫ج ‪ -‬اﻟﺘﺤﺪث إﻟﻰ اﻟﻌﻤﻴﻞ وﻋﻀﻮ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﺑﺸﻜﻞ ﻓﺮدى ﻟﺘﻘﻴﻴﻢ اﻟﻤﺸﻜﻠﺔ واﺗﺨﺎذ ﻗﺮار ﺑﺸﺄن اﻟﺨﻄﻮات اﻟﺘﺎﻟﻴﺔ‬
‫ج‬ ‫د ‪ -‬اﺑﻼغ اﻟﻌﻤﻴﻞ أﻧﻪ ﻟﻴﺲ ﻟﺪﻳﻪ اﻟﺴﻠﻄﺔ ﻹزاﻟﺔ أﻋﻀﺎء ﻓﺮﻳﻖ اﻟﻤﺸﺮوع‪.‬‬

‫‪@-/&1+*-,F*%,&-/,)/,-%1&8#=,-+/*+,"$/%&/,%)/;1&B$=%)E/G#1,-+/*-/,-0&13*"/8,)=#)),&-C/%'$/;1&B$=%/3*-*+$1/"$*1-$8/%'*%/%'$/‬‬
‫‪%$*3/3$35$1)/:'&/*1$/=#11$-%"?/:&16,-+/&-/8,00$1$-%/%$*3)/*1$/8,)=#)),-+/'&:/%'$?/:&#"8/",6$/%&/5$/%&+$%'$1/&-/%'$/‬‬
‫‪Q3‬‬ ‫‪)*3$/%$*3E/@)/*/;1&B$=%/3*-*+$1C/:'*%/)'&#"8/?&#/8&H/‬‬
‫‪@E‬‬ ‫‪7'$/;1&B$=%/3*-*+$1/)'&#"8/-&%/*""&:/1$)&#1=$)/%&/='&&)$/&-/:',='/%$*3/%'$?/:&#"8/",6$/%&/:&16/5$=*#)$/%'$?/:,""/*":*?)/‬‬
‫‪='&&)$/%'$,1/0*D&1,%$/%$*3‬‬
‫‪!E‬‬ ‫‪7'$/;1&B$=%/3*-*+$1/)'&#"8/,-8,=*%$/%'*%/%'$/%$*3/3$35$1)/'*D$/*"1$*8?/5$$-/*)),+-$8/%&/*/%$*3/%'1&#+'/:&160&1=$/‬‬
‫‪&;%,3,F*%,&-‬‬
‫‪2E‬‬ ‫‪7'$/;1&B$=%/3*-*+$1/)'&#"8/-&%/*""&:/1$)&#1=$)/%&/='&&)$/%$*3)/5$=*#)$/%'$/;1&B$=%/3*-*+$1/*)),+-)/%'$/1$)&#1=$)/5*)$8/‬‬
‫)‪#;&-/;1&B$=%/-$$8‬‬
‫‪GE‬‬ ‫‪7'$/;1&B$=%/3*-*+$1/)'&#"8/*""&:/%'$/1$)&#1=$)/%&/;$1,&8,=*""?/='&&)$/&-/:',='/%$*3/%'$?/:&#"8/",6$/%&/:&16‬‬
‫ﺗﻌﻤﻞ اﻟﻤﻨﻈﻤﺔ ﺑﻤﻨﻬﺠﻴﺔ اﺟﺎﻳﻞ ﻓﻰ ﻣﺸﺎرﻳﻌﻬﺎ‪ .‬ﺧﻼل ﻣﻨﺎﻗﺸﺔ ﻏﻴﺮ رﺳﻤﻴﺔ ‪ ،‬ﻋﻠﻢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أن أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻳﻌﻤﻠﻮن‬
‫‪D‬‬ ‫ﺣﺎﻟًﻴﺎ ﻓﻲ ﻓﺮق ﻣﺨﺘﻠﻔﺔ ﻳﻨﺎﻗﺸﻮن ﻛﻴﻒ ﻳﺮﻏﺒﻮن ﻓﻲ أن ﻳﻜﻮﻧﻮا ﻣًﻌﺎ ﻓﻲ ﻧﻔﺲ اﻟﻔﺮﻳﻖ‪ .‬ﻛﻤﺪﻳﺮ ﻣﺸﺮوع ‪ ،‬ﻣﺎذا ﻳﺠﺐ أن ﺗﻔﻌﻞ؟‬
‫ﻳﺠﺐ أﻻ ﻳﺴﻤﺢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﻠﻤﻮارد ﺑﺎﺧﺘﻴﺎر اﻟﻔﺮﻳﻖ اﻟﺬي ﻳﺮﻏﺒﻮن ﻓﻲ اﻟﻌﻤﻞ ﻓﻴﻪ ﻷﻧﻬﻢ ﺳﻴﺨﺘﺎرون داﺋًﻤﺎ ﻓﺮﻳﻘﻬﻢ اﻟﻤﻔﻀﻞ‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻳﺠﺐ أن ﻳﺸﻴﺮ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع إﻟﻰ أن أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻗﺪ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ ﺑﺎﻟﻔﻌﻞ إﻟﻰ ﻓﺮﻳﻖ ﻣﻦ ﺧﻼل ﺗﺤﺴﻴﻦ اﻟﻘﻮى اﻟﻌﺎﻣﻞ‬
‫ج ‪ -‬ﻳﺠﺐ أﻻ ﻳﺴﻤﺢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺎﻟﻤﻮارد ﻻﺧﺘﻴﺎر اﻟﻔﺮق ﻷن ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻳﻌّﻴﻦ اﻟﻤﻮارد ﺑﻨﺎًء ﻋﻠﻰ اﺣﺘﻴﺎﺟﺎت اﻟﻤﺸﺮوع‬
‫د ‪ -‬ﻳﺠﺐ أن ﻳﺴﻤﺢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﻠﻤﻮارد ﺑﺎﺧﺘﻴﺎر اﻟﻔﺮﻳﻖ اﻟﺬي ﻳﺮﻏﺒﻮن ﻓﻲ اﻟﻌﻤﻞ ﺑﺸﻜﻞ دوري‬
‫د‬
‫"‪!")'+*"*'*9'$"*.00'0"+"#$%&'()"*'').,-"7.)5%3)".)"9'.,-"+##$%/'6"+,6"5+0"9'',"#',+1.A'6"+0"6'2.,'6".,‬‬
‫‪Q4‬‬ ‫"‪)5'"-$%3,6"$31'0:";5.0")'+*"*'*9'$D"+0"7'11"+0"%)5'$")'+*"*'*9'$0D".,0.0)")5+)".)".0")5'"2.$0)").*'")5'4‬‬
‫")('&‪5+/'"0'',")5.0"$31'"$'-+$6.,-")5'"#$%&'()"+,6")5'4"6%",%)"+-$''"7.)5")5'"#',+1)4"=5+)"05%316")5'"#$%‬‬
‫>‪*+,+-'$"5+/'"6%,'")%"+/%.6")5.0"0.)3+).%,‬‬
‫‪!:‬‬ ‫'‪E0'6"+"(5+$.0*+).("1'+6'$05.#"0)41‬‬
‫‪@:‬‬ ‫‪F,03$'6")5'")'+*"(5+$)'$"7+0"6'/'1%#'6"94")5'")'+*"*'*9'$0‬‬
‫‪B:‬‬ ‫‪F,03$'6")5'")'+*"*'*9'$0"+$'"23114"03##%$)./'"%2"+11"6'(.0.%,0‬‬
‫‪C:‬‬ ‫‪C.0)$.93)'6")5'"#$%&'()"(5+$)'$")%"+11")'+*"*'*9'$0‬‬
‫ﻳﺘﻐﻴﺐ أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻦ اﺟﺘﻤﺎع اﻟﻤﺸﺮوع دون اﻟﻤﻮاﻓﻘﺔ ﻋﻠﻴﻪ وﻗﺪ ﺗﻤﺖ ﻣﻌﺎﻗﺒﺘﻪ ﻋﻠﻰ اﻟﻨﺤﻮ اﻟﻤﺤﺪد ﻓﻲ اﻟﻘﻮاﻋﺪ‬
‫اﻷﺳﺎﺳﻴﺔ‪ .‬ﻳﺼﺮ ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﻫﺬا ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ ‪ ،‬ﻋﻠﻰ أن ﻫﺬه ﻫﻲ اﻟﻤﺮة اﻷوﻟﻰ اﻟﺘﻲ ﻳﺮون ﻓﻴﻬﺎ ﻫﺬه‬
‫‪B‬‬
‫اﻟﻘﺎﻋﺪة اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺸﺮوع وﻻ ﻳﻮاﻓﻘﻮن ﻋﻠﻰ اﻟﻌﻘﻮﺑﺔ‪ .‬ﻣﺎ اﻟﺬي ﻛﺎن ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻌﻠﻪ ﻟﺘﺠﻨﺐ ﻫﺬا اﻟﻤﻮﻗﻒ؟‬
‫اﺳﺘﺨﺪم أﺳﻠﻮب اﻟﻘﻴﺎدة اﻟﻜﺎرﻳﺰﻣﻴﺔ‬ ‫أ‪-‬‬
‫ب ‪ -‬اﻟﺘﺄﻛﺪ ﻣﻦ ﺗﻄﻮﻳﺮ ﻣﻴﺜﺎق اﻟﻔﺮﻳﻖ ﻣﻦ ﻗﺒﻞ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬
‫ج ‪ -‬ﺗﺄﻛﺪ ﻣﻦ أن أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻳﺪﻋﻤﻮن ﺟﻤﻴﻊ اﻟﻘﺮارات ﺑﺸﻜﻞ ﻛﺎﻣﻞ‬
‫ب‬ ‫د ‪ -‬ﺗﻮزﻳﻊ ﻣﻴﺜﺎق اﻟﻤﺸﺮوع ﻋﻠﻰ ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬

‫‪Q5‬‬ ‫''‪=5.(5")5$''"%2")5'"2%11%7.,-"+$'".*#'6.*',)0")5'"0($3*"*+0)'$"05%316"#+4"+))',).%,")%>"B5%%0'")5$‬‬
‫‪!:‬‬ ‫‪!"1+(8"%2")'+*"'*#%7'$*',)"+,6"+,".,+9.1.)4")%"0'12G%$-+,.A':‬‬
‫‪@:‬‬ ‫‪!")'+*"*'*9'$".0")+18.,-"+9%3)"+"30'$"0)%$4")5+)".0"%,")5'"0($3*"9%+$6:‬‬
‫‪B:‬‬ ‫‪!")'+*"*'*9'$")+18.,-"+9%3)"+"30'$"0)%$4")5+)".0",%)"%,")5'"0($3*"9%+$6:‬‬
‫‪C:‬‬ ‫‪!"$'/.'7"%2")5'"9+(81%-"+)"6+.14"0)+,63#"*'').,-0:‬‬
‫‪F:‬‬ ‫‪!")'(5,%1%-4")5+)"91%(80"+-.1'"(+#+9.1.).'0‬‬
‫‪A‬‬ ‫ﻣﺎ ﻫﻲ اﻟﻌﻮاﺋﻖ اﻟﺜﻼﺛﺔ اﻟﺘﻲ ﻳﺠﺐ ﻋﻠﻰ ﺳﻜﺮم ﻣﺎﺳﺘﺮ اﻻﻧﺘﺒﺎه إﻟﻴﻬﺎ؟ اﺧﺘﺮ ﺛﻼﺛﺔ‬
‫‪C‬‬ ‫ﻧﻘﺺ ﻓﻲ ﺗﻤﻜﻴﻦ اﻟﻔﺮﻳﻖ وﻋﺪم اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻨﻈﻴﻢ اﻟﺬاﺗﻲ‪.‬‬ ‫أ‪-‬‬
‫‪E‬‬ ‫ب ‪ -‬ﻳﺘﺤﺪث أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻦ ﻗﺼﺔ ﻣﺴﺘﺨﺪم ﻣﻮﺟﻮدة ﻋﻠﻰ ﻟﻮﺣﺔ ﺳﻜﺮم‪.‬‬
‫ج ‪ -‬ﻋﻀﻮ ﻓﻲ اﻟﻔﺮﻳﻖ ﻳﺘﺤﺪث ﻋﻦ ﻗﺼﺔ ﻣﺴﺘﺨﺪم ﻟﻴﺴﺖ ﻣﻮﺟﻮدة ﻋﻠﻰ ﻟﻮﺣﺔ ﺳﻜﺮم‪.‬‬
‫د ‪ -‬ﻣﺮاﺟﻌﺔ ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ ﻓﻲ اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ‪.‬‬
‫أ‬ ‫ﻫـ ‪ -‬ﺗﻘﻨﻴﺔ ﺗﻤﻨﻊ اﻟﻘﺪرات اﻟﺮﺷﻴﻘﺔ‬
‫ج‬
‫ھـ‬ ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬
‫")‪!,"+-.1'"+##$%+(5".0"2+(.,-"H3+1.)4".003'0"7.)5"'/'$4"$'1'+0'D -','$+).,-"*+,4"#$%63().%,"#$%91'*0:"=5+‬‬
‫‪Q6‬‬ ‫>‪05%316")5'"#$%&'()"*+,+-'$"6%")%"2.<")5'"#$%91'*"+,6 .*#$%/'")5'"H3+1.)4‬‬
‫‪!:‬‬ ‫"‪E0'")5'"$')$%0#'()./'"*'').,-")%"9'))'$"3,6'$0)+,6")5'"$%%)"(+30'"%2")5'"H3+1.)4"#$%91'*0"+,6"#3)")%-')5'$"+‬‬
‫‪#1+,"7.)5")5'")'+*")%"+66$'00")5'"#$%91'*0‬‬
‫‪@:‬‬ ‫‪B$'+)'"+"$'7+$6"040)'*"-$+,).,-".,(',)./'0")%")5'")'+*"*'*9'$0"75%"+$'"+91'")%"(+)(5"*%$'"6'2'()0‬‬
‫‪B:‬‬ ‫‪I''8"'<)$+"23,6.,-"+##$%/+1"7.)5")5'"0#%,0%$")%"$'#1+('"&3,.%$")'+*"*'*9'$0"2%$"*%$'"'<#'$.',('6"%,'0‬‬
‫‪C:‬‬ ‫"‪J.$'"+,"'<)'$,+1"(%*#+,4")%"+66"+,"+66.).%,+1"1+4'$"%2")'0).,-D"*+8.,-"03$'")5+)")5'"2.,+1"#$%63()".0"7'11‬‬
‫‪.,0#'()'6"9'2%$'"$'1'+0.,-‬‬
‫ﻳﻮاﺟﻪ ﻣﺸﺮوع اﺟﺎﻳﻞ ﻣﺸﻜﻼت اﻟﺠﻮدة ﻣﻊ ﻛﻞ إﺻﺪار ‪ ،‬ﺗﻮﻟﺪ اﻟﻌﺪﻳﺪ ﻣﻦ ﻣﺸﺎﻛﻞ اﻹﻧﺘﺎج‪.‬‬
‫‪A‬‬ ‫ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﻔﻌﻠﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻹﺻﻼح اﻟﻤﺸﻜﻠﺔ وﺗﺤﺴﻴﻦ اﻟﺠﻮدة؟‬
‫أ ‪ -‬اﺳﺘﺨﺪام اﺟﺘﻤﺎع اﻟﺘﻘﻴﻴﻢ ﺑﺄﺛﺮ راﺟﻌﻲ ﻟﻔﻬﻢ اﻟﺴﺒﺐ اﻟﺠﺬري ﻟﻤﺸﺎﻛﻞ اﻟﺠﻮدة ﺑﺸﻜﻞ أﻓﻀﻞ ووﺿﻊ ﺧﻄﺔ ﻣﻊ اﻟﻔﺮﻳﻖ ﻟﻤﻌﺎﻟﺠﺔ اﻟﻤﺸﻜﻼت‬
‫ب ‪ -‬أﻧﺸﺊ ﻧﻈﺎًﻣﺎ ﻟﻠﻤﻜﺎﻓﺂت ﻳﻤﻨﺢ اﻟﺤﻮاﻓﺰ ﻷﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﻘﺎدرﻳﻦ ﻋﻠﻰ اﻛﺘﺸﺎف اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻌﻴﻮب‬
‫ج ‪ -‬اﺑﺤﺚ ﻋﻦ ﻣﻮاﻓﻘﺔ ﺗﻤﻮﻳﻞ إﺿﺎﻓﻴﺔ ﻣﻊ اﻟﺮاﻋﻲ ﻻﺳﺘﺒﺪال أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﻤﺒﺘﺪﺋﻴﻦ ﺑﺎﻷﻋﻀﺎء اﻷﻛﺜﺮ ﺧﺒﺮة‬
‫د ‪ -‬اﻻﺳﺘﻌﺎﻧﺔ ﺑﺸﺮﻛﺔ ﺧﺎرﺟﻴﺔ ﻹﺿﺎﻓﺔ ﻃﺒﻘﺔ اﺧﺘﺒﺎر إﺿﺎﻓﻴﺔ ‪ ،‬ﻣﻊ اﻟﺘﺄﻛﺪ ﻣﻦ ﻓﺤﺺ اﻟﻤﻨﺘﺞ اﻟﻨﻬﺎﺋﻲ ﺟﻴًﺪا ﻗﺒﻞ ﻃﺮﺣﻪ‬
‫أ‬
‫"‪!,"'<#'$.',('6"#$%&'()"*+,+-'$".0"*+,+-.,-"+"*31).G*.11.%,"6%11+$"+-.1'"#$%&'():";5'"#$%&'()"*+,+-'$‬‬
‫‪Q7‬‬ ‫")‪(%**3,.(+)'0")5'"-$%3,6"$31'0")%")5'")'+*"93)"+2)'$"KL".)'$+).%,0D")5'"#$%&'()"*+,+-'$"0)+$)0",%).(.,-")5+‬‬
‫‪0%*'")'+*"*'*9'$0"+$'",%)"2%11%7.,-")5'"-$%3,6"$31'0:‬‬
‫>‪=5+)"05%316")5'"#$%&'()"*+,+-'$"6%"2.$0)")%"',03$'")'+*"+65'$',('")%")5'"-$%3,6"$31'0‬‬
‫‪@E‬‬ ‫)‪2&-%*=%/'#3*-/1$)&#1=$)/%&/1$I#$)%/*/:1,%%$-/:*1-,-+/"$%%$1/5$/)$-%/%&/%$*3/3$35$1)/-&%/0&""&:,-+/%'$/+1&#-8/1#"$‬‬
‫‪@:‬‬ ‫‪!08")5'"23,().%,+1"*+,+-'$")%"$'#1+('")'+*"*'*9'$0",%)"2%11%7.,-")5'"-$%3,6"$31'0‬‬
‫‪B:‬‬ ‫‪I(5'631'"+"*'').,-"7.)5")5'"#$%&'()")'+*")%"$'.,2%$('")5'"-$%3,6"$31'0:‬‬
‫‪C:‬‬ ‫‪M%).24")5'"#$%&'()"0#%,0%$"+9%3)")5.0"9'5+/.%$"+,6"+08")5'"0#%,0%$")%")+8'"6.0(.#1.,+$4"+().%,‬‬
‫ﻣﺪﻳﺮ ﻣﺸﺮوع ﻣﻦ ذوي اﻟﺨﺒﺮة ﻳﺪﻳﺮ ﻣﺸﺮوًﻋﺎ رﺷﻴًﻘﺎ ﺑﻤﻼﻳﻴﻦ اﻟﺪوﻻرات‪ .‬ﻳﻘﻮم ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺈﺑﻼغ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ ﻟﻠﻔﺮﻳﻖ وﻟﻜﻦ‬
‫‪A‬‬ ‫ﺑﻌﺪ ‪ 12‬ﺗﻜﺮاًرا ‪ ،‬ﻳﺒﺪأ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻲ ﻣﻼﺣﻈﺔ أن ﺑﻌﺾ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻻ ﻳﺘﺒﻌﻮن اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ‪.‬‬
‫ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﻔﻌﻠﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أوًﻻ ﻟﻀﻤﺎن اﻟﺘﺰام اﻟﻔﺮﻳﻖ ﺑﺎﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ؟‬
‫أ ‪ -‬اﻻﺗﺼﺎل ﺑﺎﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻄﻠﺐ إرﺳﺎل ﺧﻄﺎب ﺗﺤﺬﻳﺮ ﻣﻜﺘﻮب إﻟﻰ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻻ ﻳﺘﺒﻌﻮن اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ‬
‫ب – ﺗﻄﻠﺐ ﻣﻦ اﻟﻤﺪﻳﺮ اﻟﻮﻇﻴﻔﻲ اﺳﺘﺒﺪال أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻻ ﻳﺘﺒﻌﻮن اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ‬
‫ج ‪ -‬ﺗﺤﺪﻳﺪ ﻣﻮﻋﺪ ﻟﻌﻘﺪ اﺟﺘﻤﺎع ﻣﻊ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻟﺘﻌﺰﻳﺰ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ‪.‬‬
‫أ‬ ‫د ‪ -‬إﺧﻄﺎر راﻋﻲ اﻟﻤﺸﺮوع ﺑﻬﺬا اﻟﺴﻠﻮك واﻃﻠﺐ ﻣﻨﻪ اﺗﺨﺎذ إﺟﺮاء ﺗﺄدﻳﺒﻲ‬
‫"‪!")'+*"*'*9'$"05+$'0"7.)5")5'.$"23,().%,+1"*+,+-'$"0%*'",'-+)./'"6')+.10"+9%3)")5'"#'$2%$*+,('"%2‬‬
‫‪Q8‬‬ ‫")‪+,%)5'$")'+*"*'*9'$")5+)"7+0"6.0(300'6"63$.,-")5'"$')$%0#'()./':";5'"#$%&'()"*+,+-'$"2.,60"%3)"+9%3‬‬
‫‪)5.0"6.0(300.%,:"=5+)")7%"+().%,0"05%316")5'"#$%&'()"*+,+-'$")+8'>"B5%%0'")7%:‬‬
‫‪!:‬‬ ‫‪N'')"7.)5")5'"#$%63()"%7,'$")%")+18"+9%3)")5'"0.)3+).%,:‬‬
‫‪@:‬‬ ‫‪B%,)+()"7.)5")5'")'+*"*'*9'$")%"'<#1+.,"75+)".,2%$*+).%,"(+,"9'"05+$'6"%3)0.6'")5'")'+*:‬‬
‫‪B:‬‬ ‫‪B%,)+()")5'")'+*"*'*9'$O0"23,().%,+1"*+,+-'$"+,6".,/.)'")5'*")%")5'",'<)"$')$%0#'()./':‬‬
‫‪C:‬‬ ‫‪N'')"7.)5")5'"',).$'")'+*")%"$'/.'7")5'"-$%3,6"$31'0"+9%3)"0+2'"',/.$%,*',)0:‬‬
‫‪F:‬‬ ‫‪N'')"7.)5")5'"0#%,0%$")%"$'/.'7")5'"0.)3+).%,‬‬
‫ﻳﺸﺎرك أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﻊ ﻣﺪﻳﺮه اﻟﻮﻇﻴﻔﻲ ﺑﻌﺾ اﻟﺘﻔﺎﺻﻴﻞ اﻟﺴﻠﺒﻴﺔ ﺣﻮل أداء ﻋﻀﻮ آﺧﺮ ﻓﻲ اﻟﻔﺮﻳﻖ واﻟﺘﻲ ﺗﻤﺖ ﻣﻨﺎﻗﺸﺘﻬﺎ ﺧﻼل‬
‫‪B‬‬
‫اﺟﺘﻤﺎع ﺑﺄﺛﺮ رﺟﻌﻲ‪ .‬ﻳﻜﺘﺸﻒ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻋﻦ ﻫﺬه اﻟﻤﻨﺎﻗﺸﺔ‪ .‬ﻣﺎ اﻹﺟﺮاءان اﻟﻠﺬان ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع اﺗﺨﺎذه؟ إﺧﺘﺮ إﺛﻨﻴﻦ‪.‬‬
‫‪D‬‬ ‫أ ‪ -‬ﻣﻘﺎﺑﻠﺔ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻟﻠﺘﺤﺪث ﻋﻦ اﻟﻤﻮﻗﻒ‪.‬‬
‫ب – اﻟﺘﻮاﺻﻞ ﻣﻊ ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﻟﺸﺮح ﻣﺎﻫﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺘﻲ ﻳﻤﻜﻦ ﻣﺸﺎرﻛﺘﻬﺎ ﺧﺎرج اﻟﻔﺮﻳﻖ‪.‬‬
‫ج ‪ -‬اﻻﺗﺼﺎل ﺑﺎﻟﻤﺪﻳﺮ اﻟﻮﻇﻴﻔﻲ ﻟﻌﻀﻮ اﻟﻔﺮﻳﻖ وادﻋﻮه إﻟﻰ اﻻﺟﺘﻤﺎع اﻟﺘﺎﻟﻲ ﺑﺄﺛﺮ رﺟﻌﻲ‪.‬‬
‫ب‬ ‫د ‪ -‬ﻣﻘﺎﺑﻠﺔ اﻟﻔﺮﻳﻖ ﺑﺄﻛﻤﻠﻪ ﻟﻤﺮاﺟﻌﺔ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ ﺣﻮل اﻟﺒﻴﺌﺎت اﻵﻣﻨﺔ‪.‬‬
‫ﻫـ ‪ -‬اﻻﺟﺘﻤﺎع ﻣﻊ راﻋﻰ اﻟﻤﺸﺮوع ﻟﻤﺮاﺟﻌﺔ اﻟﻤﻮﻗﻒ‬
‫د‬ ‫‪129‬‬
‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
‫"*‪!"#$%&'()")'+*"*'*9'$"&30)".,2%$*'6")5'"#$%&'()"*+,+-'$")5+)")5'"1.(',0'"2%$")5'"0%2)7+$'")5+)")5'")'+‬‬
‫‪Q9‬‬ ‫")('&‪30'0")%"#'$2%$*"(+1(31+).%,0"5+0"&30)"'<#.$'6:"!0"+"$'031)D")5'")'+*"(+,,%)"(%,).,3'"7.)5")5'.$"#$%‬‬
‫>)‪)+080:"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%"2.$0‬‬
‫‪!:‬‬ ‫‪P003'"+"2%$*+1"(%*#1+.,)")%")5'"#$%&'()"0#%,0%$"(1+.*.,-"+"1+(8"%2"#$%#'$")%%10:‬‬
‫‪@:‬‬ ‫‪N'')"7.)5")5'"P;")'+*")%"'/+13+)'"5%7"2+0)")5'"0%2)7+$'"1.(',0'"(+,"9'"$','7'6:‬‬
‫‪B:‬‬ ‫‪!08")5'")'+*"*'*9'$0")%"2.,6"+,"+1)'$,+)./'"7+4")%"#'$2%$*"(+1(31+).%,0:‬‬
‫‪C:‬‬ ‫‪!08")5'")'+*")%"2+0)G)$+(8")5'"#$%&'()"+,6"#'$2%$*")+080")5+)"6%",%)"$'H3.$'"(+1(31+).%,0:‬‬
‫أﺑﻠﻎ أﺣﺪ أﻋﻀﺎء ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﻠﺘﻮ أن ﺗﺮﺧﻴﺺ اﻟﺒﺮﻧﺎﻣﺞ اﻟﺬي ﻳﺴﺘﺨﺪﻣﻪ اﻟﻔﺮﻳﻖ ﻹﺟﺮاء اﻟﻌﻤﻠﻴﺎت اﻟﺤﺴﺎﺑﻴﺔ ﻗﺪ اﻧﺘﻬﻰ‬
‫‪B‬‬ ‫ﻟﻠﺘﻮ‪ .‬ﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ ‪ ،‬ﻻ ﻳﻤﻜﻦ ﻟﻠﻔﺮﻳﻖ ﻣﺘﺎﺑﻌﺔ ﻣﻬﺎم اﻟﻤﺸﺮوع اﻟﺨﺎﺻﺔ ﺑﻬﻢ‪ .‬ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﻔﻌﻠﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أوًﻻ؟‬
‫أ ‪ -‬ﺗﻘﺪﻳﻢ ﺷﻜﻮى رﺳﻤﻴﺔ إﻟﻰ راﻋﻲ اﻟﻤﺸﺮوع ﺑﺪﻋﻮى ﻋﺪم ﺗﻮﻓﺮ اﻷدوات اﻟﻤﻨﺎﺳﺒﺔ‪.‬‬
‫ب – ﻣﻘﺎﺑﻠﺔ ﻓﺮﻳﻖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت ﻟﺘﻘﻴﻴﻢ ﻣﺪى ﺳﺮﻋﺔ ﺗﺠﺪﻳﺪ ﺗﺮﺧﻴﺺ اﻟﺒﺮﻧﺎﻣﺞ‪.‬‬
‫ج ‪ -‬اﻃﻠﺐ ﻣﻦ أﻋﻀﺎء اﻟﻔﺮﻳﻖ إﻳﺠﺎد ﻃﺮﻳﻘﺔ ﺑﺪﻳﻠﺔ ﻹﺟﺮاء اﻟﻌﻤﻠﻴﺎت اﻟﺤﺴﺎﺑﻴﺔ‪.‬‬
‫د ‪ -‬اﻃﻠﺐ ﻣﻦ اﻟﻔﺮﻳﻖ ﺗﺴﺮﻳﻊ اﻟﻤﺸﺮوع وﺗﻨﻔﻴﺬ اﻟﻤﻬﺎم اﻟﺘﻲ ﻻ ﺗﺘﻄﻠﺐ ﺣﺴﺎﺑﺎت‪.‬‬
‫ب‬
‫"*‪Q$%&'()"#$%-$'00"*'').,-0"%((3$"/.+"/.$)3+1"(%,2'$',('"(+110:"P,"'/'$4"#$%&'()"#$%-$'00"*'').,-D"%,'")'+‬‬
‫‪Q10‬‬ ‫"‪*'*9'$"(%,).,3%3014".,)'$$3#)0"%)5'$0"63$.,-"6.0(300.%,0:"R)5'$")'+*"*'*9'$0"%2)',"5+/'",%‬‬
‫>‪%##%$)3,.)4")%")+18"%$"(%*#1')'")5'.$"'<#1+,+).%,0:"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%‬‬
‫‪!:‬‬ ‫‪I)+$)")5'"*'').,-"7.)5"+"$'/.'7"%2")5'"-$%3,6"$31'0D"*'').,-"%9&'()./'0D"+,6")5'"+-',6+:‬‬
‫‪@:‬‬ ‫‪I#'+8".,6./.63+114"7.)5")5'")'+*"*'*9'$0"75%"6%",%)"#+$).(.#+)'".,"(%,/'$0+).%,0:‬‬
‫‪B:‬‬ ‫‪I#'+8".,6./.63+114"7.)5")5'")'+*"*'*9'$"75%"+17+40"6.0$3#)0")5'"(%,/'$0+).%,0:‬‬
‫‪C:‬‬ ‫‪N+,+-'").*'"'22.(.',)14"30.,-")5'"+-',6+"+,6"+08"'+(5"#+$).(.#+,)")%"(%,)$.93)':‬‬
‫ﺗﺤﺪث اﺟﺘﻤﺎﻋﺎت ﺗﻘﺪم اﻟﻤﺸﺮوع ﻋﺒﺮ ﻣﻜﺎﻟﻤﺎت ﺟﻤﺎﻋﻴﺔ اﻓﺘﺮاﺿﻴﺔ‪ .‬ﻓﻲ ﻛﻞ اﺟﺘﻤﺎع ﻳﺘﻌﻠﻖ ﺑﺘﻘﺪم اﻟﻤﺸﺮوع ‪ ،‬ﻳﻘﻮم أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬
‫ﺑﺎﺳﺘﻤﺮار ﺑﻤﻘﺎﻃﻌﺔ اﻵﺧﺮﻳﻦ أﺛﻨﺎء اﻟﻤﻨﺎﻗﺸﺎت‪ .‬ﻏﺎﻟًﺒﺎ ﻣﺎ ﻻ ﺗﺘﺎح اﻟﻔﺮﺻﺔ ﻷﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ ﻟﻠﺘﺤﺪث أو إﻛﻤﺎل ﺗﻔﺴﻴﺮاﺗﻬﻢ‪.‬‬
‫‪A‬‬
‫ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫أ ‪ -‬ﺑﺪء اﻻﺟﺘﻤﺎع ﺑﻤﺮاﺟﻌﺔ اﻟﻘﻮاﻋﺪ اﻷﺳﺎﺳﻴﺔ ‪ ،‬وأﻫﺪاف اﻻﺟﺘﻤﺎع ‪ ،‬وﺟﺪول اﻷﻋﻤﺎل‪.‬‬
‫ب – ﺗﺤﺪث ﺑﺸﻜﻞ ﻓﺮدي ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻻ ﻳﺸﺎرﻛﻮن ﻓﻲ اﻟﻤﺤﺎدﺛﺎت‪.‬‬
‫ج ‪ -‬ﺗﺤﺪث ﺑﺸﻜﻞ ﻓﺮدي ﻣﻊ ﻋﻀﻮ اﻟﻔﺮﻳﻖ اﻟﺬي ﻳﻌﻄﻞ اﻟﻤﺤﺎدﺛﺎت داﺋًﻤﺎ‪.‬‬
‫أ‬ ‫د ‪ -‬إدارة اﻟﻮﻗﺖ ﺑﻜﻔﺎءة ﺑﺎﺳﺘﺨﺪام ﺟﺪول اﻷﻋﻤﺎل واﻃﻠﺐ ﻣﻦ ﻛﻞ ﻣﺸﺎرك اﻟﻤﺴﺎﻫﻤﺔ‪.‬‬

‫"‪C3$.,-"+"#$%&'()S0"'<'(3).%,"#5+0'D")7%")'+*"*'*9'$0"+$'"5+/.,-"(%,21.()0"7.)5"%)5'$")'+*"*'*9'$0‬‬
‫‪Q11‬‬ ‫"'‪7.)5.,")5'")'+*"%,")'(5,.(+1"+,6".,)'$#'$0%,+1"1'/'10:"=5.(5")7%"+().%,0"05%316")5'"#$%&'()"*+,+-'$")+8‬‬
‫‪2.$0)")%"+66$'00")5.0"(%,21.()>"TB5%%0'")7%U‬‬
‫‪!:‬‬ ‫‪C.0(300")5'"(%,21.()"'+$14"+*%,-")5'"+22'()'6")'+*"*'*9'$0"30.,-"+"6.$'()D"(%11+9%$+)./'"+##$%+(5:‬‬
‫‪@:‬‬ ‫‪!$$+,-'".,6./.63+1"*'').,-0"7.)5")'+*"*'*9'$0"75%"(+,,%)"7%$8")%-')5'$"'22'()./'14:‬‬
‫‪B:‬‬ ‫‪Q1+,")%"$'0%1/'")5'")'+*"*'*9'$0S"(%,21.()0"+2)'$")5'"0#$.,)"+,6"2%(30"%,"+(5.'/.,-")5'"-%+1:‬‬
‫‪C:‬‬ ‫‪!66$'00")5'"(%,21.()"63$.,-")'+*"*'').,-0"2%$")5'"',).$'")'+*")%"#+$).(.#+)'"+,6"2.,6"0%13).%,0:‬‬
‫ﺧﻼل ﻣﺮﺣﻠﺔ ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع ‪ ،‬ﻳﺘﻌﺎرض اﺛﻨﺎن ﻣﻦ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ داﺧﻞ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﻟﻤﺴﺘﻮﻳﻴﻦ اﻟﻔﻨﻲ‬
‫‪A‬‬ ‫واﻟﺸﺨﺼﻲ‪ .‬ﻣﺎ اﻹﺟﺮاءان اﻟﻠﺬان ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع اﺗﺨﺎذه أوًﻻ ﻟﻤﻌﺎﻟﺠﺔ ﻫﺬا اﻟﺘﻌﺎرض؟ )إﺧﺘﺮ إﺛﻨﻴﻦ(‬
‫أ ‪ -‬ﻣﻨﺎﻗﺸﺔ اﻟﺼﺮاع ﻣﺒﻜًﺮا ﺑﻴﻦ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﻤﺘﺄﺛﺮﻳﻦ ﺑﺎﺳﺘﺨﺪام ﻧﻬﺞ ﺗﻌﺎوﻧﻲ ﻣﺒﺎﺷﺮ‪.‬‬
‫‪B‬‬
‫ب – ﺗﺮﺗﻴﺐ اﺟﺘﻤﺎﻋﺎت ﻓﺮدﻳﺔ ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻻ ﻳﺴﺘﻄﻴﻌﻮن اﻟﻌﻤﻞ ﻣًﻌﺎ ﺑﺸﻜﻞ ﻓﻌﺎل‪.‬‬
‫ج ‪ -‬اﻟﺘﺨﻄﻴﻂ ﻟﺤﻞ ﻧﺰاﻋﺎت أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﻌﺪ اﻟﺘﻜﺮار واﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﺤﻘﻴﻖ اﻟﻬﺪف‪.‬‬
‫د ‪ -‬ﻣﻌﺎﻟﺠﺔ اﻟﺼﺮاع أﺛﻨﺎء اﺟﺘﻤﺎﻋﺎت اﻟﻔﺮﻳﻖ ﻟﻠﻔﺮﻳﻖ ﺑﺄﻛﻤﻠﻪ ﻟﻠﻤﺸﺎرﻛﺔ وإﻳﺠﺎد اﻟﺤﻠﻮل‪.‬‬
‫أ‬
‫ب‬ ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬
‫"‪!"#$%&'()"*+,+-'$".0"0)+$).,-"+"#$%&'()"30.,-"+"549$.6"+##$%+(5"+,6",%).('0"0%*'")'+*"*'*9'$0"%,14‬‬
‫‪Q12‬‬ ‫‪5+/'"8,%71'6-'"%2"#$'6.()./'"+##$%+(5'0:‬‬
‫>'(‪=5+)"6%'0")5'"#$%&'()"*+,+-'$",''6")%"6%"2.$0)".,"%$6'$")%"5+/'"-%%6"#$%&'()"#'$2%$*+,‬‬
‫‪!:‬‬ ‫‪!00'00")5'"$'H3.$'6")$+.,.,-"#'$")'+*"*'*9'$:‬‬
‫‪@:‬‬ ‫‪B%+(5")5%0'")'+*"*'*9'$0"1+(8.,-"549$.6"8,%71'6-'")%"1'+$,"%,")5'"&%9:‬‬
‫‪B:‬‬ ‫‪B5+,-'")5'")'+*")%".,(136'"549$.6"'<#'$)0‬‬
‫‪C:‬‬ ‫‪C'1./'$"549$.6")$+.,.,-")%"+11")'+*"*'*9'$0‬‬
‫ﻳﺒﺪأ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻣﺸﺮوًﻋﺎ ﺑﺎﺳﺘﺨﺪام ﻧﻬﺞ ﻫﺠﻴﻦ وﻳﻼﺣﻆ أن ﺑﻌﺾ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻟﺪﻳﻬﻢ ﻣﻌﺮﻓﺔ ﻓﻘﻂ ﺑﺎﻷﺳﺎﻟﻴﺐ اﻟﺘﻨﺒﺆﻳﺔ‪.‬‬
‫ﻣﺎ اﻟﺬي ﻳﺤﺘﺎج ﻣﺪﻳﺮ اﻟﻤﺸﺮوع إﻟﻰ اﻟﻘﻴﺎم ﺑﻪ أوًﻻ ﻣﻦ أﺟﻞ اﻟﺤﺼﻮل ﻋﻠﻰ أداء ﺟﻴﺪ ﻟﻠﻤﺸﺮوع؟‬
‫‪A‬‬
‫أ ‪ -‬ﺗﻘﻴﻴﻢ اﻟﺘﺪرﻳﺐ اﻟﻤﻄﻠﻮب ﻟﻜﻞ ﻋﻀﻮ ﻓﻲ اﻟﻔﺮﻳﻖ‪.‬‬
‫ب – ﺗﺪرﻳﺐ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻳﻔﺘﻘﺮون إﻟﻰ اﻟﻤﻌﺮﻓﺔ اﻟﻬﺠﻴﻦ‪.‬‬
‫ج ‪ -‬ﺗﻐﻴﻴﺮ اﻟﻔﺮﻳﻖ ﻟﻴﺸﻤﻞ ﺧﺒﺮاء ﺑﺎﻟﻄﺮق اﻟﻬﺠﻴﻦ‬
‫د ‪ -‬ﺗﺪرﻳﺐ ﻛﻞ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﻟﻄﺮﻳﻘﺔ اﻟﻬﺠﻴﻦ‬
‫أ‬
‫"‪!"#$%&'()"*+,+-'$".0")+08'6"7.)5"6'/'1%#.,-"+"(%+(5.,-"*%6'1")%"03##%$)"+,6"$'(%-,.A'")'+*"*'*9'$0S‬‬
‫‪Q13‬‬ ‫>‪-$%7)5:"=5+)"05%316")5'"#$%&'()"*+,+-'$"(%,0.6'$"75',"6'2.,.,-")5'.$"(%+(5.,-"0)$+)'-4‬‬
‫‪!:‬‬ ‫‪R$-+,.A+).%,S0"0)$+)'-.("-%+10‬‬
‫‪@:‬‬ ‫‪F0)+91.05'6"#+))'$,0"%2"(%**3,.(+).%,:‬‬
‫‪B:‬‬ ‫‪Q$%&'()")'+*S0"05+$'6"%9&'()./'0‬‬
‫‪C:‬‬ ‫‪P,6./.63+1"+,6"#'$0%,+1"%9&'()./'0‬‬
‫ﻳﻜﻠﻒ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺑﺘﻄﻮﻳﺮ ﻧﻤﻮذج ﺗﺪرﻳﺐ ﻟﺪﻋﻢ ﻧﻤﻮ أﻋﻀﺎء اﻟﻔﺮﻳﻖ واﻟﺘﻌﺮف ﻋﻠﻴﻪ‪.‬‬
‫ﻣﺎ اﻟﺬي ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻣﺮاﻋﺎﺗﻪ ﻋﻨﺪ ﺗﺤﺪﻳﺪ اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺘﺪرﻳﺐ اﻟﺨﺎﺻﺔ ﺑﻪ؟‬
‫‪C‬‬ ‫أ ‪ -‬أﻫﺪاف اﻟﻤﻨﻈﻤﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ب – أﻧﻤﺎط اﻻﺗﺼﺎل اﻟﺮاﺳﺨﺔ‪.‬‬
‫ج ‪ -‬أﻫﺪاف ﻓﺮﻳﻖ اﻟﻤﺸﺮوع اﻟﻤﺸﺘﺮﻛﺔ‬
‫د ‪ -‬اﻷﻫﺪاف اﻟﻔﺮدﻳﺔ واﻟﺸﺨﺼﻴﺔ‬
‫ج‬
‫"‪!"(%*#+,4S0"8'4"#$%63()".0"'/%1/.,-"+,6"$'H3.$'0")5'"30'"%2",'7")'(5,%1%-4:"M%"%,'"%,")5'")'+*".0‬‬
‫‪Q14‬‬ ‫"'‪2+*.1.+$"7.)5")5.0")'(5,%1%-4V"5%7'/'$D"'<#'$.',('6"6'/'1%#'$0"%,")5'")'+*"/%13,)''$'6")%"0)364")5‬‬
‫"‪(%,('#)0"+,6"+##1.(+).%,"+,6"9'1.'/'")5'4"7.11"9'"+91'")%")+8'"2311"$'0#%,0.9.1.)4"2%$")5'",'7")'(5,%1%-4:‬‬
‫>‪=5+)"05%316")5'"#$%&'()"*+,+-'$"6%‬‬
‫‪!:‬‬ ‫‪J.$'"'<)'$,+114"0.,('")5'".,)'$,+1"6'/'1%#'$0"+1$'+64"5+/'"+00.-,'6"7%$8:‬‬
‫‪@:‬‬ ‫‪C'0(%#'")5.0"$'H3.$'*',)"+0")5'"6'/'1%#'$0"5+/'"*%$'".*#%$)+,)")+080:‬‬
‫‪B:‬‬ ‫‪I3##%$)")5'"6'/'1%#'$0"7.)5")5'.$".,)',).%,")%"1'+$,")5'",'7")'(5,%1%-4:‬‬
‫‪C:‬‬ ‫‪R3)0%3$('")5'")'(5,%1%-4"7%$8")%"+")5.$6"#+$)4"0%"+0",%)")%"6'1+4"7%$8:‬‬
‫ﻳﺘﻄﻮر اﻟﻤﻨﺘﺞ اﻟﺮﺋﻴﺴﻲ ﻟﻠﺸﺮﻛﺔ وﻳﺘﻄﻠﺐ اﺳﺘﺨﺪام ﺗﻘﻨﻴﺔ ﺟﺪﻳﺪة‪ .‬ﻻ أﺣﺪ ﻓﻲ اﻟﻔﺮﻳﻖ ﻋﻠﻰ دراﻳﺔ ﺑﻬﺬه اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ؛ وﻣﻊ ذﻟﻚ ‪ ،‬ﺗﻄﻮع‬
‫اﻟﻤﻄﻮرون ذوو اﻟﺨﺒﺮة ﻓﻲ اﻟﻔﺮﻳﻖ ﻟﺪراﺳﺔ اﻟﻤﻔﺎﻫﻴﻢ واﻟﺘﻄﺒﻴﻘﺎت وﻳﻌﺘﻘﺪون أﻧﻬﻢ ﺳﻴﻜﻮﻧﻮن ﻗﺎدرﻳﻦ ﻋﻠﻰ ﺗﺤﻤﻞ اﻟﻤﺴﺆوﻟﻴﺔ اﻟﻜﺎﻣﻠﺔ‬
‫‪C‬‬
‫ﻋﻦ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﺠﺪﻳﺪة‪ .‬ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫أ ‪ -‬وﻇﻒ ﺧﺎرﺟًﻴﺎ ﻧﻈًﺮا ﻷن اﻟﻤﻄﻮرﻳﻦ اﻟﺪاﺧﻠﻴﻴﻦ ﻗﺪ ﻛﻠﻔﻮا ﺑﺎﻟﻔﻌﻞ ﺑﺎﻟﻌﻤﻞ‪.‬‬
‫ب – ﻗﻢ ﺑﺈﻟﻐﺎء ﺗﺤﺪﻳﺪ ﻫﺬا اﻟﻤﻄﻠﺐ ﻷن ﻟﻠﻤﻄﻮرﻳﻦ ﻣﻬﺎم أﻛﺜﺮ أﻫﻤﻴﺔ‪.‬‬
‫ج ‪ -‬دﻋﻢ اﻟﻤﻄﻮرﻳﻦ ﺑﻨﻴﺘﻬﻢ ﻟﺘﻌﻠﻢ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﺠﺪﻳﺪة‪.‬‬
‫ج‬ ‫د ‪ -‬اﻻﺳﺘﻌﺎﻧﺔ ﺑﻤﺼﺎدر ﺧﺎرﺟﻴﺔ ﻟﻠﻌﻤﻞ اﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻟﻄﺮف ﺛﺎﻟﺚ ﺣﺘﻰ ﻻ ﻳﺆﺧﺮ اﻟﻌﻤﻞ‪.‬‬

‫"‪!"#$%&'()"*+,+-'$".0"+00.-,'6")%"+"-1%9+1"#$%&'()"7.)5"6.0#'$0'6")'+*"*'*9'$0:"Q$'/.%3014D"75',‬‬
‫‪Q15‬‬ ‫"'(‪7%$8.,-"7.)5"$'*%)'")'+*0D")5'"#$%&'()"*+,+-'$"%90'$/'6")5+)")'+*"*'*9'$0"6%",%)")',6")%"#$%63‬‬
‫>‪H3+1.)4"7%$8:"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%")%"',03$'")5'"#$%&'()".0"(%*#1')'6"%,").*'"7.)5"H3+1.)4‬‬
‫‪!:‬‬ ‫‪N'')"7.)5")5'")'+*")%-')5'$"+,6".,"%,'G%,G%,'"*'').,-0")%"0')"(1'+$D"05+$'6")+$-')0:‬‬
‫‪@:‬‬ ‫‪P,)$%63('")5'"30'"%2").*'"05'')0"+,6"+08")'+*"*'*9'$0")%"$'/.'7"+,6"039*.)")5'*"$'-31+$14:‬‬
‫‪B:‬‬ ‫‪!$$+,-'"$'-31+$")'+*"*'').,-0"2%$")5'")'+*")%"3#6+)'"%,'"+,%)5'$"%,")5'"#$%-$'00"%2")5'.$"+00.-,'6")+080:‬‬
‫‪C:‬‬ ‫‪F,(%3$+-'")5'")'+*")%"#+$).(.#+)'".,"+"#''$"'/+13+).%,"+()./.)4"94")5'"',6"%2")5'"#$%&'():‬‬
‫ﺗﻢ ﺗﻌﻴﻴﻦ ﻣﺪﻳﺮ ﻣﺸﺮوع ﻟﻤﺸﺮوع ﻋﺎﻟﻤﻲ ﻣﻊ أﻋﻀﺎء ﻓﺮﻳﻖ ﻣﺘﻔﺮﻗﺔ‪ .‬ﻓﻲ اﻟﺴﺎﺑﻖ ‪ ،‬ﻋﻨﺪ اﻟﻌﻤﻞ ﻣﻊ اﻟﻔﺮق اﻟﺒﻌﻴﺪة ‪ ،‬ﻻﺣﻆ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع‬
‫أن أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻻ ﻳﻤﻴﻠﻮن إﻟﻰ إﻧﺘﺎج ﻋﻤﻞ ﺟﻴﺪ‪.‬‬
‫‪A‬‬
‫ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﻔﻌﻠﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﻀﻤﺎن اﻛﺘﻤﺎل اﻟﻤﺸﺮوع ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﺤﺪد ﺑﺠﻮدة ﻋﺎﻟﻴﺔ؟‬
‫أ ‪ -‬اﻻﺟﺘﻤﺎع ﺑﺎﻟﻔﺮﻳﻖ ﻣًﻌﺎ وﻓﻲ اﺟﺘﻤﺎﻋﺎت ﻓﺮدﻳﺔ ﻟﺘﺤﺪﻳﺪ أﻫﺪاف واﺿﺤﺔ وﻣﺸﺘﺮﻛﺔ‪.‬‬
‫ب – اﺳﺘﺨﺪام اﻟﺠﺪاول اﻟﺰﻣﻨﻴﺔ واﻃﻠﺐ ﻣﻦ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﺮاﺟﻌﺘﻬﺎ وإرﺳﺎﻟﻬﺎ ﺑﺎﻧﺘﻈﺎم‪.‬‬
‫ج ‪ -‬ﺗﺮﺗﻴﺐ اﺟﺘﻤﺎﻋﺎت ﻣﻨﺘﻈﻤﺔ ﻟﻠﻔﺮﻳﻖ ﻟﺘﺤﺪﻳﺚ ﺑﻌﻀﻬﻢ اﻟﺒﻌﺾ ﻋﻠﻰ اﻟﺘﻘﺪم اﻟﻤﺤﺮز ﻓﻲ اﻟﻤﻬﺎم اﻟﻤﻮﻛﻠﺔ إﻟﻴﻬﻢ‪.‬‬
‫أ‬ ‫د ‪ -‬ﺗﺸﺠﻴﻊ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﻧﺸﺎط ﺗﻘﻴﻴﻢ اﻷﻗﺮان ﺑﻨﻬﺎﻳﺔ اﻟﻤﺸﺮوع‪.‬‬

‫"‪!"#$%&'()"*+,+-'$".0"1'+6.,-"+"#$%&'()")'+*"(%*#%0'6"%2"*'*9'$0"7.)5"/+$4.,-"1'/'10"%2"8,%71'6-'"+,6‬‬
‫‪Q16‬‬ ‫‪'<#'$.',(':"I%*'"+$'"'<#'$)0"+,6"0%*'"5+/'"1'00")5+,"K"4'+$"%2"'<#'$.',(':‬‬
‫>‪;5'"#$%&'()"0(5'631'"7+0"+##$%/'6"94")5'"0)''$.,-"(%**.))'':"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%‬‬
‫‪!:‬‬ ‫"‪!08")5'"*%$'"'<#'$.',('6"*'*9'$0")%"$'/.'7"+11"%2")5'")+080"#'$2%$*'6"94")5'"1'00G'<#'$.',('6"*'*9'$0:‬‬
‫‪@:‬‬ ‫‪!08"'+(5"'<#'$.',('6"*'*9'$")%"9'")5'"*',)%$")%"%,'"%2")5'"1'00G'<#'$.',('6"*'*9'$0‬‬
‫‪B:‬‬ ‫‪!08")5'"1'00G'<#'$.',('6"*'*9'$0")%"#'$2%$*")+080"'<+()14"+0")5'4"+$'".,0)$3()'6"94")5'"'<#'$.',('6"*'*9'$0:‬‬
‫‪C:‬‬ ‫‪!08")5'"$'0%3$('"*+,+-'$")%"$'#1+('")5'"1'00G'<#'$.',('6"*'*9'$0"7.)5"*%$'"'<#'$.',('6")'+*"*'*9'$0:‬‬
‫ﻳﻘﻮد ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﺮﻳﻖ ﻣﺸﺮوع ﻳﺘﻜﻮن ﻣﻦ أﻋﻀﺎء ﺑﻤﺴﺘﻮﻳﺎت ﻣﺘﻔﺎوﺗﺔ ﻣﻦ اﻟﻤﻌﺮﻓﺔ واﻟﺨﺒﺮة‪ .‬اﻟﺒﻌﺾ ﻣﻦ اﻟﺨﺒﺮاء واﻟﺒﻌﺾ اﻵﺧﺮ ﻟﺪﻳﻪ‬
‫أﻗﻞ ﻣﻦ ﺳﻨﺔ ﺧﺒﺮة‪ .‬ﺗﻤﺖ اﻟﻤﻮاﻓﻘﺔ ﻋﻠﻰ اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﻠﻤﺸﺮوع ﻣﻦ ﻗﺒﻞ اﻟﻠﺠﻨﺔ اﻟﺘﻮﺟﻴﻬﻴﺔ‪ .‬ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫‪A‬‬
‫أ ‪ -‬اﻃﻠﺐ ﻣﻦ اﻷﻋﻀﺎء اﻷﻛﺜﺮ ﺧﺒﺮة ﻣﺮاﺟﻌﺔ ﺟﻤﻴﻊ اﻟﻤﻬﺎم اﻟﺘﻲ ﻳﺆدﻳﻬﺎ اﻷﻋﻀﺎء اﻷﻗﻞ ﺧﺒﺮة‪.‬‬
‫ب – اﻃﻠﺐ ﻣﻦ ﻛﻞ ﻋﻀﻮ ﺧﺒﺮة أن ﻳﻜﻮن ﻣﺮﺷًﺪا ﻷﺣﺪ اﻷﻋﻀﺎء اﻷﻗﻞ ﺧﺒﺮة‬
‫ج ‪ -‬اﻃﻠﺐ ﻣﻦ اﻷﻋﻀﺎء اﻷﻗﻞ ﺧﺒﺮة أن ﻳﺆدوا اﻟﻤﻬﺎم ﺑﺎﻟﻀﺒﻂ ﺣﺴﺐ ﺗﻌﻠﻴﻤﺎت اﻷﻋﻀﺎء ذوي اﻟﺨﺒﺮة‪.‬‬
‫د ‪ -‬اﻃﻠﺐ ﻣﻦ ﻣﺪﻳﺮ اﻟﻤﻮارد اﺳﺘﺒﺪال اﻷﻋﻀﺎء اﻷﻗﻞ ﺧﺒﺮة ﺑﺄﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻷﻛﺜﺮ ﺧﺒﺮة‪.‬‬
‫أ‬
‫‪G#1,-+/8*,"?/=*"")/%$*3/3$35$1)/)'*1$/%*)6/;1&+1$))E/>-$/%$*3/3$35$1/8&$)/-&%/#)#*""?/=&33#-,=*%$/3*-?/8$%*,")/*-8/‬‬
‫‪Q17‬‬ ‫‪'*)/=1,%,=*"/%*)6)/%&/5$/=&3;"$%$8E/@""/%$*3/3$35$1)/*1$/"&=*%$8/,-/8,00$1$-%/=&#-%1,$)/*-8/=1,%,=*"/:&16/,)/*5&#%/%&/)%*1%E/‬‬
‫‪J',='/%:&/&;%,&-)/:,""/'$";/%'$/;1&B$=%/3*-*+$1/,-/%',)/),%#*%,&-H/‬‬
‫‪@E‬‬ ‫))‪@)6/%'$/%$*3/%&/)$-8/$3*,")/:,%'/8$%*,"$8/%*)6/;1&+1$‬‬
‫‪!E‬‬ ‫‪K$;&1%/%'$/%$*3/3$35$1L)/;&&1/;$10&13*-=$/%&/%'$/0#-=%,&-*"/3*-*+$1‬‬
‫‪2E‬‬ ‫‪M-=&#1*+$/*""/%$*3/3$35$1)/%&/#)$/*/D,1%#*"/:&16);*=$‬‬
‫‪GE‬‬ ‫)""*=‪K$*)),+-/%'$/:&16/%&/*/1$)&#1=$/:'&/;*1%,=,;*%$)/,-/%'$/8*,"?/‬‬
‫‪ME‬‬ ‫‪7*"6/%&/%'$/%$*3/3$35$1/*5&#%/%'$,1/$-+*+$3$-%/*-8/%*6$/*;;1&;1,*%$/*=%,&-E‬‬
‫أﺛﻨﺎء اﻟﻤﻜﺎﻟﻤﺎت اﻟﻴﻮﻣﻴﺔ ‪ ،‬ﻳﺸﺎرك أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺗﻘﺪم اﻟﻤﻬﻤﺔ‪ .‬ﻻ ﻳﻘﻮم أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﺎدًة ﺑﺘﻮﺻﻴﻞ اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﺘﻔﺎﺻﻴﻞ وﻟﺪﻳﻪ ﻣﻬﺎم ﺣﺮﺟﺔ ﻳﺠﺐ‬
‫‪C‬‬ ‫إﻛﻤﺎﻟﻬﺎ‪ .‬ﻳﻘﻊ ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻓﻲ ﺑﻠﺪان ﻣﺨﺘﻠﻔﺔ ‪ ،‬واﻟﻌﻤﻞ اﻟﺤﺎﺳﻢ ﻋﻠﻰ وﺷﻚ اﻟﺒﺪء‪.‬‬
‫أي ﺧﻴﺎرﻳﻦ ﺳﻴﺴﺎﻋﺪان ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻲ ﻫﺬه اﻟﺤﺎﻟﺔ؟‬
‫‪E‬‬
‫أ ‪ -‬اﻃﻠﺐ ﻣﻦ اﻟﻔﺮﻳﻖ إرﺳﺎل رﺳﺎﺋﻞ ﺑﺮﻳﺪ إﻟﻜﺘﺮوﻧﻲ ﻣﻊ اﻟﺘﻘﺪم اﻟﺘﻔﺼﻴﻠﻲ ﻟﻠﻤﻬﻤﺔ‬
‫ب – أﺑﻠﻎ اﻟﻤﺪﻳﺮ اﻟﻮﻇﻴﻔﻲ ﻋﻦ اﻷداء اﻟﻀﻌﻴﻒ ﻟﻌﻀﻮ اﻟﻔﺮﻳﻖ‬
‫ج ‪ -‬ﺗﺸﺠﻴﻊ ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﺳﺘﺨﺪام ﻣﺴﺎﺣﺔ ﻋﻤﻞ اﻓﺘﺮاﺿﻴﺔ‬
‫ج‬ ‫د ‪ -‬أﻋﺪ ﺗﻌﻴﻴﻦ اﻟﻌﻤﻞ إﻟﻰ ﻣﻮرد ﻳﺸﺎرك ﻓﻲ اﻟﻤﻜﺎﻟﻤﺎت اﻟﻴﻮﻣﻴﺔ‬
‫ﻫـ ‪ -‬اﻟﺘﺤﺪث إﻟﻰ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻦ ﻣﺸﺎرﻛﺘﻬﻢ واﺗﺨﺬ اﻹﺟﺮاء اﻟﻤﻨﺎﺳﺐ‪.‬‬
‫ھـ‬ ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬
‫"‪!"#$%&'()"*+,+-'$"5+0"9'',"+00.-,'6")%"+",'7"#$%&'():";5'$'".0"%,'")'+*"*'*9'$"75%",'/'$"0+40‬‬
‫‪Q18‬‬ ‫"‪+,4)5.,-"63$.,-"*'').,-0:"!2)'$"*'').,-0D"5%7'/'$D")5'")'+*"*'*9'$"0',60"6')+.1'6"'*+.10"7.)5"/'$4"-%%6‬‬
‫‪03--'0).%,0")5+)"5'1#"7.)5"#$%&'()"'<'(3).%,:‬‬
‫>‪J%7"05%316")5'"#$%&'()"*+,+-'$"-3.6'")5'")'+*"*'*9'$0‬‬
‫‪!:‬‬ ‫‪!$$+,-'"+")'+*G93.16.,-"+()./.)4")%".,/%1/'"+11")'+*"*'*9'$0‬‬
‫‪@:‬‬ ‫‪N%)./+)'")5'")'+*"*'*9'$")%"0#'+8"2$''14".,")5'"*'').,-‬‬
‫‪B:‬‬ ‫‪?'*.,6")5'")'+*"*'*9'$0")%"2%11%7")5'")'+*"(5+$)'$‬‬
‫‪C:‬‬ ‫‪?'/.'7")5'"(%**3,.(+).%,0"*+,+-'*',)"#1+,"7.)5")5'")'+*"*'*9'$0:‬‬
‫ﺗﻢ ﺗﻌﻴﻴﻦ ﻣﺪﻳﺮ ﻣﺸﺮوع ﻟﻤﺸﺮوع ﺟﺪﻳﺪ‪ .‬ﻫﻨﺎك ﻋﻀﻮ واﺣﺪ ﻓﻲ اﻟﻔﺮﻳﻖ ﻻ ﻳﻘﻮل أي ﺷﻲء أﺑًﺪا أﺛﻨﺎء اﻻﺟﺘﻤﺎﻋﺎت‪ .‬ﺑﻌﺪ اﻻﺟﺘﻤﺎﻋﺎت ‪،‬‬
‫ﻳﺮﺳﻞ ﻋﻀﻮ اﻟﻔﺮﻳﻖ رﺳﺎﺋﻞ ﺑﺮﻳﺪ إﻟﻜﺘﺮوﻧﻲ ﻣﻔﺼﻠﺔ ﺗﺤﺘﻮي ﻋﻠﻰ اﻗﺘﺮاﺣﺎت ﺟﻴﺪة ﺟًﺪا ﺗﺴﺎﻋﺪ ﻓﻲ ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع‪.‬‬
‫‪B‬‬
‫ﻛﻴﻒ ﻳﺠﺐ أن ﻳﻮﺟﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أﻋﻀﺎء اﻟﻔﺮﻳﻖ؟‬
‫أ ‪ -‬ﺗﺮﺗﻴﺐ ﻧﺸﺎًﻃﺎ ﻟﺒﻨﺎء اﻟﻔﺮﻳﻖ ﻹﺷﺮاك ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‬
‫ب – ﺗﺤﻔﻴﺰ ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﻟﺘﺤﺪث ﺑﺤﺮﻳﺔ ﻓﻲ اﻻﺟﺘﻤﺎع‬
‫ج ‪ -‬ﺗﺬﻛﻴﺮ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﺎﺗﺒﺎع ﻣﻴﺜﺎق اﻟﻔﺮﻳﻖ‬
‫ب‬ ‫د ‪ -‬ﻣﺮاﺟﻌﺔ ﺧﻄﺔ إدارة اﻻﺗﺼﺎﻻت ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ‪.‬‬

‫"*‪!"#$%&'()"*+,+-'$"',(%3,)'$0"+"-%/'$,+,('".003'"63$.,-")5'"#$%&'()"'<'(3).%,"#5+0':"R,'"%2")5'")'+‬‬
‫‪Q19‬‬ ‫"‪*'*9'$0"(%*#1+.,0"+9%3)"$'('./.,-"+00.-,*',)0"2$%*"*31).#1'"#'%#1'"+,6"0)+)'0")5'4"+$'",%)"+91'")%"7%$8‬‬
‫>'‪'22'()./'14:"=5+)"05%316")5'"#$%&'()"*+,+-'$"'0)+91.05"2.$0)".,")5'"#$%&'()"-%/'$,+,('"0)$3()3$‬‬
‫‪!:‬‬ ‫<‪B1'+$"$'0#%,0.91'D"+((%3,)+91'D"(%,031)D"+,6".,2%$*"T?!BPU"*+)$.‬‬
‫‪@:‬‬ ‫‪?.08"*+,+-'*',)"+,6".003'0"$'0%13).%,"#1+,‬‬
‫‪B:‬‬ ‫‪?'0%3$('"*+,+-'*',)"+,6"(%,21.()"$'0%13).%,"#1+,‬‬
‫‪C:‬‬ ‫'‪B1'+$"#$%&'()"7%$8"9$'+86%7,"0)$3()3$'"T=@IU"+,6").*'1.,‬‬
‫ﻳﻮاﺟﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻣﺸﻜﻠﺔ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺤﻮﻛﻤﺔ أﺛﻨﺎء ﻣﺮﺣﻠﺔ ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع‪ .‬ﻳﺸﺘﻜﻲ أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻣﻦ ﺗﻠﻘﻲ اﻟﻤﻬﺎم ﻣﻦ ﻋﺪة‬
‫أﺷﺨﺎص وﻳﺬﻛﺮ أﻧﻪ ﻏﻴﺮ ﻗﺎدر ﻋﻠﻰ اﻟﻌﻤﻞ ﺑﻔﻌﺎﻟﻴﺔ‪.‬‬
‫‪A‬‬
‫ﻣﺎ اﻟﺬي ﻳﺠﺐ أن ﻳﺆﺳﺴﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أوًﻻ ﻓﻲ ﻫﻴﻜﻞ ﺣﻮﻛﻤﺔ اﻟﻤﺸﺮوع؟‬
‫أ ‪ -‬ﻣﺼﻔﻮﻓﺔ ﺻﻼﺣﻴﺎت واﺿﺤﺔ ‪RACI‬‬
‫ب – ﺧﻄﺔ إدارة اﻟﻤﺨﺎﻃﺮ وﺧﻄﺔ إدارة اﻟﻤﺸﺎﻛﻞ‬
‫ج ‪ -‬ﺧﻄﺔ إدارة اﻟﻤﻮارد وﺧﻄﺔ إدارة اﻟﺼﺎرﻋﺎت‬
‫أ‬ ‫د ‪ -‬ﻫﻴﻜﻞ ﺗﺠﺰﺋﺔ اﻟﻌﻤﻞ وﺟﺪول زﻣﻨﻰ واﺿﺢ‬

‫"‪;5'")'+*"1'+6"%,"+"#$%&'()"5+0"1'2)")5'"%$-+,.A+).%,"+,6"*+,+-'*',)"7+,)0")%"#$%*%)'"',-.,''$"!")%")5.0‬‬
‫‪Q20‬‬ ‫"‪#%0.).%,:";5'"#$%&'()"*+,+-'$".0"(%,2.6',)")5+)"0'1'().,-"',-.,''$"!"7.11"+66"#$%91'*0")%")5'"#$%&'()"+,6‬‬
‫"‪9'1.'/'0")5+)"',-.,''$"@"7%316"9'))'$"2.)")5.0"$%1':";5'"#$%&'()"*+,+-'$"6.0(300'6"+11"%2")5'"+$-3*',)0"7.)5‬‬
‫>‪*+,+-'*',)D"93)")5'.$"6'(.0.%,"$'*+.,0"3,(5+,-'6:"=5+)"05%316")5'"#$%&'()"*+,+-'$"6%‬‬
‫‪!:‬‬ ‫‪?'H3'0)"*+,+-'*',)"+##$%/+1")5+)"',-.,''$"@"7.11"9'"#$%*%)'6".2"',-.,''$"!"2+.10".,")5.0"$%1':‬‬
‫‪@:‬‬ ‫‪J'1#"',-.,''$"!")%"9'(%*'"2+*.1.+$"7.)5")5.0",'7"$%1'"+,6"',03$'"',-.,''$"@"0)+40"*%)./+)'6:‬‬
‫‪B:‬‬ ‫‪B%+(5"',-.,''$"@")%"9'"#$'#+$'6")%"#'$2%$*")5.0"$%1'".2"+,6"75',"',-.,''$"!"2+.10:‬‬
‫‪C:‬‬ ‫‪Q$%*%)'"',-.,''$"@".,0)'+6"0.,('")5'"#$%&'()"*+,+-'$"5+0")5'"+3)5%$.)4")%"*+8'")5.0"6'(.0.%,‬‬
‫ﻗﺎم ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﻓﻲ أﺣﺪ اﻟﻤﺸﺎرﻳﻊ ﺑﺘﺮك اﻟﻌﻤﻞ ﺑﺎﻟﻤﺆﺳﺴﺔ وﺗﺮﻳﺪ اﻹدارة ﺗﺮﻗﻴﺔ اﻟﻤﻬﻨﺪس أ اﻟﻰ ﻫﺬا اﻟﻤﻨﺼﺐ‪ .‬وﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻋﻠﻰ‬
‫ﺛﻘﺔ ﺑﺄن اﺧﺘﻴﺎر اﻟﻤﻬﻨﺪس أ ﺳﻴﺠﻠﺐ اﻟﻤﺸﻜﻼت اﻟﻰ اﻟﻤﺸﺮوع وﻳﻌﺘﻘﺪ ان اﻟﻤﻬﻨﺪس ب ﺳﻴﻜﻮن ﻣﻨﺎﺳﺐ ﻟﻬﺬا اﻟﺪور‪ .‬ﻧﺎﻗﺶ ﻣﺪﻳﺮ‬
‫‪B‬‬
‫اﻟﻤﺸﺮوع ﺟﻤﻴﻊ اﻟﺨﻼﻓﺎت ﻣﻊ اﻹدارة ‪ ،‬ﻟﻜﻦ ﻗﺮارﻫﻢ ﻟﻢ ﻳﺘﻐﻴﺮ‪.‬ﻣﺎ اﻟﺬى ﻳﻨﺒﻐﻲ ﻟﻤﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻌﻠﻪ؟‬
‫أ ‪ -‬ﻃﻠﺐ ﻣﻮاﻓﻘﺔ اﻹدارة ﻋﻠﻰ ﺗﺮﻗﻴﺔ اﻟﻤﻬﻨﺪس ب اذا ﻓﺸﻞ اﻟﻤﻬﻨﺪس أ ﻓﻲ اﻟﻘﻴﺎم ﺑﻬﺬا اﻟﺪور‬
‫ب – ﻣﺴﺎﻋﺪة اﻟﻤﻬﻨﺪس أ ﻋﻠﻰ اﻟﺘﻌﺮف ﻋﻠﻰ ﻫﺬا اﻟﺪور اﻟﺠﺪﻳﺪ ﻣﻊ ﺿﻤﺎن ﺗﺤﻔﻴﺰ اﻟﻤﻬﻨﺪس ب‬
‫ج ‪ -‬ﺗﺪرﻳﺐ اﻟﻤﻬﻨﺪس ب ﻟﻴﻜﻮن ﻣﺴﺘﻌﺪا ﻟﻠﻘﻴﺎم ﺑﻬﺬا اﻟﺪور ﻓﻲ ﺣﺎﻟﺔ ﻓﺸﻞ اﻟﻤﻬﻨﺪس أ‬
‫ب‬ ‫د ‪ -‬ﺗﺮﻗﻴﺔ اﻟﻤﻬﻨﺪس ب ﺑﺪﻻ ﻣﻦ اﻟﻤﻬﻨﺪس أ ﻧﻈﺮا اﻟﻰ ان ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻟﺪﻳﻪ اﻟﺴﻠﻄﺔ ﻻﺗﺨﺎذ اﻟﻘﺮار‬

https://youtu.be/
Sayed Mohsen !"#$%&'()*'+,"-.,

‫ اﻻ ﺷ ﺨﺎص‬:‫اﻟﻤ ﺠﺎل اﻷ ول‬
B Y : E L S AY E D M O H S E N
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Y : E l ACP
S a y e,RMP,
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‫ﻳﺸ ﺮﻓ ﻨﺎ ﻣﺘﺎ ﺑﻌﺘ ﻜﻢ ﻋﺒﺮ وﺳ ﺎ ﺋ ﻞ اﻟﺘ ﻮ اﺻ ﻞ اﻻ ﺟ ﺘﻤ ﺎ ﻋﻲ اﻟﻤ ﺨﺘﻠﻔﺔ ‪ ،‬ﻓ ﻘﻂ اﻣﺴ ﺢ اﻟﺒﺎ رﻛ ﻮ د‬
Sayed Mohsen
Sayed Mohsen

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Sayed Mohsen

BY: E l Sayed Mohs en

Sayed Mohsen BY: ElSayed Mohsen

Sayed Mohsen www.pm-tricks.com

PEOPLE – emphasizing the skills and activities

.‫اﻟﻌﻤﻠﻴﺔ – ﺗﻌﺰﻳﺰ اﻟﺠﻮاﻧﺐ اﻟﻔﻨﻴﺔ ﻹدارة اﻟﻤﺸﺮوع‬

BY: E l Sayed Mohs en

‫ﺗﻨﻔﯿﺬ اﻟﻤﺸﺮوع ﺑﺎﻟﺴﺮﻋﺔ اﻟﻤﻄﻠﻮﺑﺔ ﻟﺘﺤﻘﯿﻖ ﻣﺮدود اﻷﻋﻤﺎل‬ ‫‪.1‬‬

‫‪ -٣‬ﺑﻴﺌﺔ اﻷﻋﻤﺎل ‪8%‬‬

§ Working as a team and with a variety of stakeholders, there are

BY: E l Sayed Mohs en

BY: E l Sayed Mohs en

Ineffective conflict management / ‫اﻻ ﻧﺴ ﺤ ﺎب‬

Conflict Management Approaches Task 01

• There are five general techniques for resolving conflict.

Retreating from an actual or potential conflict situation; postponing the

BY: E l Sayed Mohs en

Conflict Management Approaches ‫أﺳ ﺎ ﻟ ﻴ ﺐ إد ار ة اﻟ ﻨ ﺰ اع‬ Task 01

Compromise/reconcile . Searching for solutions that bring some degree of

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Force/direct. Pushing one’s viewpoint at the expense of others; usually enforced

Problem solve . Incorporating multiple viewpoints and insights from differing

§ There are many ways to lead a team.

BY: E l Sayed Mohs en

Leadership Skills Task 02

Conflict management Decision making Meeting management Networking Servant Leadership

BY: E l Sayed Mohs en

Leadership Skills ‫ﻣ ﻬﺎرات اﻟﻘ ﻴﺎد ة‬

‫اﻟﻮﻋﻲ ﺑﺎﻟﺘﻨﻮع واﻟﻜﻔﺎءات اﻟﺜﻘﺎﻓﻴﺔ‬ Task 02

Diversity Awareness and Cultural Competencies

BY: E l Sayed Mohs en

‫اﻟﻮﻋﻲ ﺑﺎﻟﺘﻨﻮع واﻟﻜﻔﺎءات اﻟﺜﻘﺎﻓﻴﺔ‬ ‫‪Task‬‬ ‫‪02‬‬

‫‪Diversity Awareness and Cultural Competencies‬‬

‫‪ ü‬ﻻ ﻳﺘﻢ ﺗﺤﻔﻴﺰ وإﻟﻬﺎم ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﻨﻔﺲ اﻟﻄﺮﻳﻘﺔ‪.‬‬

‫‪ ü‬ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﺗﻜﻴﻴﻒ أﺳﻠﻮب اﻟﻘﻴﺎدة ﻣﻊ اﻟﻤﻮﻗﻒ واﻟﻤﻌﻨﻴﻴﻦ‪.‬‬

‫‪ ü‬اﻟﺠﻮاﻧﺐ اﻟﺜﻘﺎﻓﻴﺔ واﻟﺘﻨﻮع ﻫﻲ ﻋﻨﺎﺻﺮ ﻣﻬﻤﺔ ﻟﺘﻨﻔﻴﺬ أﻧﻤﺎط اﻟﻘﻴﺎدة اﻟﻔﻌﺎﻟﺔ‪.‬‬

‫ﻋﻤﻞ وﺛﻘﺎﻓﺎت أﻛﺜﺮ ﺗﻨﻮًﻋﺎ‪.‬‬

‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬

Servant Leadership Task 02

‫اﻟﻘ ﺎﺋﺪ اﻟﺨ ﺎد م‬

‫اﻟ ﻤ ﺪ ﻳ ﺮ‬ ‫اﻟ ﻘ ﺎ ﺋﺪ‬

Reward and Recognition Plan Task 02

and appreciation for helping another department

that was short staffed is recognition.

BY: E l Sayed Mohs en

‫ﺧ ﻄ ﺔ اﻟﻤ ﻜ ﺎﻓ ﺄة و اﻟﺘﻘ ﺪ ﻳ ﺮ‬ ‫‪Task‬‬ ‫‪02‬‬

‫ﺧﻄﺔ اﻟﻤﻜﺎﻓﺄة‬ ‫ﺧﻄﺔ اﻟﺘﻘﺪﻳﺮ‬

‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬

ü Use emotional intelligence .

BY: E l Sayed Mohs en

‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬

Support Team Performance

‫ﻣ ﺆ ﺷ ﺮات اﻷ د اء اﻟﺮﺋﻴ ﺴ ﻴ ﺔ‬ Task 03

Key Performance Indicator (KPI)

ü A way of measuring the effectiveness of an organization, employee, etc. in meeting

Is your objective Specific? ‫ﻫﻞ ﻫﺪﻓﻚ ﻣﺤﺪد؟‬

BY: E l Sayed Mohs en

‫ﻣ ﺆ ﺷ ﺮات اﻷ د اء اﻟﺮﺋﻴ ﺴ ﻴ ﺔ‬ Task 03

Key Performance Indicators

Sayed Mohsen ‫ﻣﺤﺪدة‬ ‫ﻗ ﺎ ﺑ ﻞ ﻟﻠ ﻘ ﻴ ﺎس‬ ‫ﻗ ﺎ ﺑ ﻞ ﻟﻠ ﺘ ﺤ ﻘ ﻴ ﻖ‬ ‫ذو ﺻ ﻠﺔ‬

BY: E l Sayed Mohs en

BY: E l Sayed Mohs en