2021

Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Chapter 1 – Introduction
Pages (1 – 36) / PMBOK 6th Edition

Engr. Saleh Elgebaly- PMP Course 6th Edition – 00966-500800794 – [email protected]

‫القواعد المنظمة للمحاضرات لزيادة الفائدة‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 The New PMP Exam 2021

Multiple - choice
Multiple responses
Matching
Fill-in-the-blank.

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Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
Overview and Purpose of this Guide ‫نظرة عامة والهدف من هذا الدليل‬ INTRODUCTION

Project management is not new. It has been in use for hundreds of years. Examples of project outcomes include:

 The outcomes of these projects were the result of leaders and managers applying project management practices,
principles, processes, tools, and techniques to their work.

 The managers of these projects used a set of key skills and applied knowledge to satisfy their customers and other
people involved in and affected by the project.

 PMI defines the project management body of knowledge (PMBOK) as a term that describes the knowledge within the
profession of project management.
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 INTRODUCTION ‫مقدمة‬

 This PMBOK® Guide is different from a methodology. .‫يختلف الدليل المعرفي إلدارة المشاريع عن المنهجية‬

 A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline.

.‫فالمنهجية منظومة من الممارسات واألساليب واإلجراءات والقواعد التي يستخدمها مجموعة العاملين ضمن مجال مهني ما‬

 This PMBOK® Guide is a foundation upon which organizations can build methodologies, policies, procedures, rules,
tools and techniques, and life cycle phases needed to practice project management.

‫ويعد هذا الدليل المعرفي إلدارة المشاريع األساس الذي يمكن للمؤسسات أن تبني عليه المنهجيات والسياسات واإلجراءات والقواعد واألدوات واألساليب‬
.‫ومراحل دورة الحياة الالزمة لممارسة إدارة المشاريع‬
 The PMBOK® Guide provides more detail about Key concepts, Emerging trends, considerations for Tailoring the
project management processes, and information on How tools and techniques are applied to projects.

 Project managers may use one or more methodologies to implement the project management processes outlined in the
standard.

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 INTRODUCTION ‫مقدمة‬

1.1.3 Code of Ethics and Professional Conduct

PMI publishes the Code of Ethics and Professional Conduct to instil confidence in the project management profession
and to help an individual in making wise decisions, particularly when faced with difficult situations where the
individual may be asked to compromise his or her integrity or values.

‫ وبخاصة عندما‬،‫ينشر معهد إدارة المشاريع الميثاق األخالقي والسلوك المهني لزرع الثقة في مهنة إدارة المشاريع ومساعدة أي فرد في اتخاذ القرارات الحكيمة‬
.‫يواجه مواقف صعبة عندما يمكن أن يطلب من الفرد تقديم تنازالت بشأن سالمته أو قيمه‬

 The values that the global project management community defined as most important were Responsibility,
Respect, Fairness, and Honesty.

.‫وكانت أهم القيم التي حددها المجتمع العالمي إلدارة المشاريع هي المسؤولية و االحترام و النزاهة و الصدق‬

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 INTRODUCTION ‫مقدمة‬

Description of Responsibility
 Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to
take, and the consequences that result.

.‫ والعواقب التي تنتج عنها‬، ‫ واإلجراءات التي نتخذها أو نفشل في اتخاذها‬، ‫المسؤولية هي واجبنا في تولي المسؤولية عن القرارات التي نتخذها أو نفشل في اتخاذها‬

Responsibility to the profession Responsibility to the profession

• Organizational rules and policies Clear and factual evidence:
 Exam application Report violations
 Test items Cooperate with PMI on their queries
 Answer sheet Disclose appearance of conflict of interest
 Continuing certification reporting ( PDUs )

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 1.1.3 CODE OF ETHICS AND PROFESSIONAL CONDUCT

Your company wants to open a plant in a country where the law stipulates that women can earn only 50
percent of what men earn. Under these circumstances, what should you recommend to your company?
A. Do not open the plant.
B. Meet with government officials and try to get a waiver that equalizes the pay rate between men and
women.
C. Do not hire women.
D. Provide the women you hire with extra work to increase their salary.

Working under these rules would be a clear violation of the

fundamental right to no discriminating treatment. You should
recommend that your company not open the plant in that
location.

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Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
 Lecture 01:FOUNDATIONAL
Project Management Framework
ELEMENTS ‫العناصر األساسية‬
1. What is the Project ?

 Projects are created to provide business value and to deliver benefits defined in the business case1 and the benefits
management plan.
 Projects are designed to bring a positive change to the organization, usually to add or improve products or services, and,
in some cases, to satisfy legal or other regulatory requirements.

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

PROJECTS ‫المشاريع‬

A project is a temporary endeavor undertaken to create a unique product, service, or result.

.‫المشروع هو مسعى مؤقت يُتخذ من أجل الوصول لمنتج أو خدمة أو نتيجة متفردة‬

 Projects are undertaken to fulfill objectives by producing deliverables. .‫وتقام المشاريع لتحقيق األهداف عن طريق إنتاج التسليمات‬

 Temporary endeavor ‫ المسعى المؤقت‬: indicates that a project has a definite beginning and end.
 Temporary does not necessarily mean a project has a short duration.

The end of the project is reached when one or more of the following is true:
1. The project’s objectives have been achieved.
2. The objectives will not or cannot be met.
3. Funding is exhausted or no longer available for allocation to the project.
4. The need for the project no longer exists.
5. The human or physical resources are no longer available.
6. The project is terminated for legal cause or convenience.

.‫ ولكن تسليماتها قد تظل موجودة بعد انتهاء المشروع‬، ‫تكون المشاريع مؤقتة‬
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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Projects drive change ‫المشاريع تقود إلى التغيير‬

 Project is aimed at moving an organization from one state to another state in order to achieve a specific
objective
‫يستهدف المشروع نقل المؤسسة من وضع إلى وضع آخر من أجل تحقيق هدف محدد‬

 The successful completion of a project results in the organization moving to the future state and achieving the
specific objective.
.‫الكتمال الناجح للمشروع ينتج عنه انتقال المؤسسة إلى الوضع المستقبلي وتحقيق الهدف المحدد‬

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Projects enable business value creation ‫المشاريع تمكن من إنشاء مردود األعمال‬

 PMI defines business value as the net quantifiable benefit derived from a business endeavor.

.‫يعرف معهد إدارة المشاريع مردود األعمال بأنه المنفعة الصافية القابلة للقياس المستمدة من مسعى األعمال‬

 In business analysis, business value is considered the return, in the form of elements such as time, money, goods,
or intangibles in return for something exchanged
‫ في شكل عناصر مثل الوقت أو المال أو البضائع أو عناصر معنوية كنتيجة استبدال شيئ‬،‫ يعتبر مردود األعمال هو العائد‬،‫في تحليل األعمال‬
The benefit from projects may be tangible, intangible, or both. ‫وقد تكون المنفعة التي تقدمها المشاريع مادية أو معنوية أو كالهما‬

Examples of tangible elements include: Examples of intangible elements include:

 Monetary assets  Goodwill
 Stockholder equity ‫حقوق المساهمين‬  Brand recognition
 Utility ‫المرافق‬  Public benefit
 Fixtures ‫التركيبات‬  Trademarks
 Tools  Strategic alignment
 Market share.  Reputation.

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Project Initiation Context ‫سياق بدء المشاريع‬

Organizational leaders initiate projects in response to factors acting upon their organizations.
.‫يبدأ قادة المؤسسات المشاريع استجابة لعوامل مؤثرة على مؤسساتهم‬
There are four fundamental categories for these factors : ‫هناك أربعة فئات أساسية لهذه العوامل‬

 Meet regulatory, legal, or social requirements ‫تلبية المتطلبات التنظيمية أو القانونية أو االجتماعية‬
 Satisfy stakeholder requests or needs ‫إرضاء طلبات أو احتياجات المعنيين‬
 Implement or change business or technological strategies ‫تنفيذ أو تغيير األعمال أو االستراتيجيات التكنولوجية‬
 Create, improve, or fix products, processes, or services. ‫إعداد أو تحسين أو أوإصالح المنتجات أو العمليات أو الخدمات‬

These factors ultimately should link to the

Strategic Objectives of the organization and the
Business Value of each project.

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Projects are authorized because of :

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

THE IMPORTANCE OF PROJECT MANAGEMENT ‫أهمية إدارة المشاريع‬

 Project management is the application of Knowledge, Skills, Tools, and Techniques to project activities to meet the
project requirements. ‫إدارة المشاريع هي تطبيق المعرفة والمهارات واألدوات والتقنيات على أنشطة المشروع لتلبية متطلبات المشروع‬
 Project management enables organizations to execute projects effectively and efficiently.
.‫تمكن إدارة المشاريع المؤسسات من تنفيذ المشاريع بفعالية وكفاءة‬

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Effective project management helps individuals, groups, and public and private organizations to:
:‫حيث تساعد اإلدارة الفعالة للمشاريع األفراد والمجموعات والمؤسسات العامة والخاصة على ما يلي‬

 Meet business objectives

 Satisfy stakeholder expectations
 Be more predictable
 Increase chances of success
 Deliver the right products at the right time
 Resolve problems and issues
 Respond to risks in a timely manner
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects
 Manage constraints (e.g., scope, quality, schedule, costs, resources)
 Balance the influence of constraints on the project (e.g., increased scope may increase cost or schedule)
 Manage change in a better manner.

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 Lecture FOUNDATIONAL
01: Project ELEMENTS
Management Framework
‫العناصر األساسية‬

Poorly managed projects or the absence of project management may result in:
:‫أما اإلدارة السيئة للمشاريع أو غياب إدارة المشاريع قد يؤدي إلى ما يلي‬

 Missed deadlines
 Cost overruns
 Poor quality
 Rework
 Uncontrolled expansion of the project
 Loss of reputation for the organization
 Unsatisfied stakeholders
 Failure in achieving the objectives for which the project was undertaken.

 In today’s business environment, organizational leaders need to be able to manage with tighter budgets, shorter timelines,
scarcity of resources, and rapidly changing technology.
 The business environment is dynamic with an accelerating rate of change.

 To remain competitive in the world economy, companies are embracing project management to consistently deliver
business value.

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 FOUNDATIONAL ELEMENTS ‫العناصر األساسية‬

Although your company is not the lowest bidder for a project, the client has come to expect good performance
from your company and wants to award the contract to you. To be awarded the contract, the client asks you to
eliminate your project management costs. The client says your company has good project processes, and project
controls unnecessarily inflate your costs. What should you do under these circumstances ?
A. Eliminate your project management costs, and rely on experience.
B. Remove costs associated with project team communications, meetings, and customer reviews.
C. Remove meeting costs but not the project manager’s salary.
D. Describe the costs incurred on past projects that did not use project management.

Describing the costs incurred due to project management processes not being used on
past projects addresses the real problem by giving the client information they may not
have. An alternate choice is to explain that project management and its associated costs
are reasons for the company’s past performance and success. Project management
activities are not optional.

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RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS MANAGEMENT

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RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS MANAGEMENT
A program
Is defined as a group of Related projects, subsidiary programs, and program activities managed in a coordinated manner to
obtain Benefits not available from managing them individually.
‫ وغيرها من البرامج الفرعية وأنشطة البرامج التي تدار بطريقة منسقة للحصول على منافع ال تتحقق‬،‫ويعرف البرنامج بأنه مجموعة من المشاريع ذات الصلة‬
َّ
.‫من إدارتها على نحو فردي‬
Programs are not large projects. A very large project may be referred to as a megaproject.

An example of a program is :
A new communications satellite system with projects for the design and construction of the satellite and the ground
stations, the launch of the satellite, and the integration of the system.

A portfolio
Is defined as projects, programs, subsidiary portfolios, and operations managed as a group to achieve Strategic objectives.
‫ والعمليات التي تدار كمجموعة لتحقيق األهداف االستراتيجية‬،‫ والمحافظ الفرعية‬،‫ والبرامج‬،‫تعرف المحفظة بأنها المشاريع‬

For example, an infrastructure organization that has the strategic objective of maximizing the return on its investments
may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and airports.

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RELATIONSHIP OF PROJECT, PROGRAM, PORTFOLIO, AND OPERATIONS MANAGEMENT

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 OPERATIONS MANAGEMENT ‫إدارة العمليات‬

 Operations management is concerned with the ongoing production of goods and/or services.
.‫أو الخدمات‬/‫وتهتم إدارة العمليات باإلنتاج المتواصل للسلع و‬

 It ensures that business operations continue efficiently by using the optimal resources needed to meet customer demands.
.‫وهي تضمن استمرار العمليات التجارية بكفاءة من خالل استخدام الموارد المثلى الالزمة لتلبية متطلبات العمالء‬

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 OPERATIONS AND PROJECT MANAGEMENT ‫إدارة العمليات والمشاريع‬

Projects and operations

 Both involve employees
 Both typically have limited resources : people , money , or both
 Both are designed , executed , and managed

Projects and operations

Projects are temporary

• Developing new products or services

• Moving, adding, changing, or deleting
• Implementing new service or solution

Operations are ongoing

• Repetitive actions
• Maintenance
• Core business functions

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ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES ‫االدارة المؤسسية للمشاريع واالستراتيجيات‬

 OPM is defined as a framework in which portfolio, program, and project management are integrated with
organizational enablers in order to achieve strategic objectives.

َ ُ ‫وت‬
‫عرف االدارة المؤسسية للمشاريع بأنها إطار تتكامل فيه إدارة محفظة المشاريع والبرنامج والمشروع مع عوامل التمكين التنظيمية من أجل تحقيق‬
.‫األهداف االستراتيجية‬

 The purpose of OPM is to ensure that the organization undertakes the right projects and allocates critical resources
appropriately.
.‫الغرض من االدارة المؤسسية للمشاريع هو ضمان أن المؤسسة تنفذ المشاريع المناسبة وتخصص الموارد الحيوية بطريقة مالئمة‬

 OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives that
support the vision, the objectives, and the deliverables.
‫ المبادرات التي تدعم هذه‬،‫كما تساعد االدارة المؤسسية للمشاريع أيضا على ضمان أن جميع المستويات في المؤسسة تفهم الرؤية االستراتيجية‬
.‫ التسليمات‬، ‫ األهداف‬،‫الرؤية‬

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ORGANIZATIONAL PROJECT MANAGEMENT (OPM) AND STRATEGIES ‫االدارة المؤسسية للمشاريع واالستراتيجيات‬

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 COMPONENTS OF THE GUIDE ‫مكونات الدليل‬

 Projects comprise several key components that, when effectively managed, result in their successful completion.
.‫ تؤدي إلى االكتمال الناجح لها‬،‫ عندما تدار بفاعلية‬،‫تجمع المشاريع عدة مكونات أساسية‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

A project life cycle is the series of phases that a project passes through from its start to its completion.

.‫دورة حياة المشروع عبارة عن سلسلة من المراحل التي يمر بها المشروع من بدايته وحتى اكتماله‬

Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model

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PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

 Project and development life cycles

01 03 05

Incremental Hybrid
Predictive
Adaptive
Iterative

02 04

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 Project and development life cycles ‫دورات حياة المشروع والتطوير‬

A predictive life cycle

 The project Scope, Time, and Cost are determined in the Early phases of the life cycle.
.‫يُ َحدد نطاق المشروع ووقته وتكلفته في المراحل المبكرة من دورة الحياة‬

 Any Changes to the scope are Carefully managed.

.‫وأي تغييرات تطرأ على النطاق تدار بعناية‬

 Predictive life cycles may also be referred to as Waterfall life cycles.

.‫يمكن اإلشارة أيضا إلى دورات الحياة التنبؤية بأنها دورات الحياة القائمة على النموذج الشاللي‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

Iterative life cycle ‫دورة الحياة المتكررة‬

 The project Scope is generally determined EARLY in the project life cycle, but TIME and COST estimates are
routinely modified as the project Team’s Understanding of the product increases.
.‫ ولكن تعدل تقديرات الوقت والتكلفة تعدي ًل روتينيًا حسب فهم فريق المشروع للزيادات في المنتج‬،‫مبكرا في دورة حياة المشروع‬
ً ‫يحدد نطاق المشروع بصفة عامة‬

 Iterations develop the product through a Series of repeated cycles, while increments successively add to the
functionality of the product.
.‫وتقوم التكرارات بتطوير المنتج من خالل سلسلة من الدورات المتكررة بينما تضيف الزيادات إلى وظائف المنتج بصورة متتابعة‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

Incremental life cycle ‫دورة الحياة المتزايدة‬

 The deliverable is produced through a Series of iterations that successively add functionality within a Predetermined
time frame.
.‫تُنتَج التسليمات من خالل سلسلة من التكرارات التي تضيف الوظائف بصورة متتابعة في إطار زمني محدد مسبقًا‬

 The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.
.‫وتحتوي التسليمات على القدرة الضرورية والكافية لكي تعتبر كاملة بعد التكرار النهائي فقط‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

Adaptive life cycles are agile, iterative, or incremental ‫دورات الحياة المتكيفة رشيقة أو تكرارية أو متزايدة‬

 The detailed scope is defined and approved before the start of an iteration.
.‫ويحدد النطاق التفصيلي ويعتمد قبل بداية التكرار‬

 Adaptive life cycles are also referred to as agile or change-driven life cycles. See Appendix X3.
‫ضا إلى دورات الحياة المتكيفة باسم دورات الحياة الرشيقة أو التي تدار بنا ًء على التغيير‬
ً ‫كما يشار أي‬

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 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

A hybrid life cycle ‫دورة الحياة الهجين‬

 Is a combination of a Predictive and an Adaptive life cycle.

‫هي مزيج من دورة الحياة التنبؤية والمتكيفة‬

 Those elements of the project that are well known or have fixed requirements follow a predictive development life
cycle, and those elements that are still evolving follow an adaptive development life cycle.

.‫ بينما تلك العناصر التي ما تزال تخضع للتطور تتبع دورة حياة التطوير المتكيفة‬،‫تتبع عناصر المشروع المعروفة جيدًا أو التي لها متطلبات ثابتة دورة حياة التطوير التنبؤية‬

It is up to the project management team to determine the best life cycle for each project.
.‫واألمر متروك لفريق إدارة المشروع لتحديد أفضل دورة حياة لكل مشروع‬
The project life cycle needs to be flexible enough to deal with the variety of factors included in the project.
.‫ويجب أن تكون دورة حياة المشروع مرنة بما يكفي للتعامل مع مجموعة متنوعة من العوامل الواردة في المشروع‬

BY: Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 PROJECT AND DEVELOPMENT LIFE CYCLES ‫دورات حياة المشروع والتطوير‬

 Project life cycles are independent of product life cycles, which may be produced by a project.
،‫دورات حياة المشروع تكون مستقلة عن دورات حياة المنتج‬

 A product life cycle is the series of phases that represent the evolution of a product, from concept through delivery,
growth, maturity, and to retirement.
.‫مرورا بالتسليم والنمو والنضج واالنزواء‬
ً ‫ بد ًءا من الفكرة‬،‫ ودورة حياة المنتج هي سلسلة من المراحل التي تمثل تطور المنتج‬.‫التي قد ينتجها المشروع‬

‫دورة حياة المنتج أطول من دورة حياة المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

‫دورات حياة المشروع والتطوير ‪PROJECT AND DEVELOPMENT LIFE CYCLES‬‬

‫‪ -‬المخاطر و الغموض و تأثير اصحاب المصلحة يكون اكبر ما يمكن في بداية المشروع ثم تقل بعد ذلك‪...‬‬

‫‪ -‬تكاليف التغيير تكون اقل ما يمكن في بداية المشروع ثم تزيد مع تقدم العمل في المشروع‪....‬‬

‫®‪Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O‬‬

What is the difference between a predictive lifecycle and an adaptive lifecycle?

A. Predictive lifecycle is plan-driven; adaptive lifecycle is change-driven.

B. The predictive follows the same pattern for each iteration and the adaptive lifecycle changes its
approach based upon performance growth of the project results.
C. There is no difference
D. Predictive lifecycle forecasts project completion; adaptive lifecycle completes the project when the
money runs out.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 1.2.4.2 PROJECT PHASE ‫مرحلة المشروع‬

 A project phase is a collection of logically related project activities that culminates in the completion of one or more
deliverables. .‫مرحلة المشروع عبارة عن مجموعة من أنشطة المشروع المرتبطة منطقيًا التي تصل إلى ذروتها بإكمال واحد أو أكثر من التسليمات‬
 The phases in a life cycle can be described by a variety of attributes. .‫يمكن وصف المراحل في دورة الحياة بمجموعة متنوعة من السمات‬

 Attributes may be measurable and unique to a specific phase. .‫وقد تكون سمات قابلة للقياس وفريدة لمرحلة محددة‬

 Using multiple phases may provide better insight to managing the project.

 It also provides an opportunity to assess the project performance and take necessary corrective
or preventive actions in subsequent phases.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 1.2.4.2 PROJECT PHASE ‫مرحلة المشروع‬
Attributes may include but are not limited to:

 Name ( Phase A, Phase B, Phase 1, Phase 2, proposal phase).

 Number ( three phases in the project, five phases in the project).
 Duration ( 1 week, 1 month, 1 quarter).
 Resource requirements ( people, buildings, equipment).
 Entrance criteria for a project to move into that phase (e.g., specified approvals documented, specified documents
completed).
 Exit criteria for a project to complete a phase (e.g., documented approvals, completed documents, completed
deliverables).

 Projects may be separated into distinct phases or subcomponents. ‫يمكن فصل المشاريع إلى مراحل متمايزة أو مكونات فرعية‬
 These phases or subcomponents are generally given names that indicate the type of work done in that phase.

 Concept development  Build

 Feasibility study  Test
 Customer requirements Examples of phase names  Transition
include but are not limited to:  Commissioning
 Solution development
 Milestone review
 Design
 Lessons learned.
 Prototype
Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
 1.2.4.3 PHASE GATE ‫بوابة المرحلة‬

A phase gate, is held at the end of a phase. ‫ تقام في نهاية المرحلة‬،‫بوابة المرحلة‬

The project’s performance and progress are compared to project and business documents Including but not limited to:
 Project business case
 Project charter
 Project management plan
 Benefits management plan
Other Name to phase gate
A decision (e.g., go/no-go decision) is made as a result of this comparison to:
Depending on the Oorganization
 Continue to the next phase. ‫االستمرار إلى المرحلة التالية‬ other terms such as,
 Continue to the next phase with modification. ‫االستمرار إلى المرحلة التالية مع التعديل‬ • Phase review
 End the project. ‫إنهاء المشروع‬ • Stage gate
 Remain in the phase. ‫البقاء في المرحلة‬ • kill point
 Repeat the phase or elements of it. ‫تكرار المرحلة أو عناصر منها‬ • Phase entrance
• Phase exit

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 1.2.4.4 PROJECT MANAGEMENT PROCESSES ‫عمليات إدارة المشاريع‬

 The project life cycle is managed by executing a series of project management activities known as project management processes.
.‫تدار دورة حياة المشروع من خالل تنفيذ سلسلة من أنشطة إدارة المشاريع المعروفة باسم عمليات إدارة المشاريع‬
INPUT

OUTPUT
TOOLS & TECH.
 The output can be a deliverable or an outcome.

 Processes generally fall into one of three categories:

 Processes used once or at predefined points in the project. ‫العمليات المستخدمة مرة واحدة عند نقاط محددة مسبقًا في المشروع‬
 Processes that are performed periodically as needed. ‫العمليات المنفذة دوريا ً حسب الحاجة‬
 Processes that are performed continuously throughout the project. ‫العمليات التي تُؤدَّى باستمرار على مدار المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 Lecture
1.2.4.5 PROJECT 01: Project
MANAGEMENT Management
PROCESS GROUPS Framework
‫مجموعات عمليات إدارة المشاريع‬

5.2 Project Phase

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 1.2.4.6 PROJECT MANAGEMENT KNOWLEDGE AREAS ‫المجاالت المعرفية إلدارة المشاريع‬
 A Knowledge Area is an identified area of project management defined by its knowledge requirements and described in terms of its component
processes, practices, inputs, outputs, tools, and techniques.
 The needs of a specific project may require one or more additional Knowledge Areas, for example, construction may require Financial management or
Safety and Health management.
Resource + Communication + Quality

Risk + Stakeholders + Procurement

Scope + Cost + Schedule

Project Integration Management BY: Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
 2Process

24 P r o c e s s
1 Process

12 P r o c e s s
10 P r o c e s s

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 1.2.4.6 PROJECT MANAGEMENT KNOWLEDGE AREAS ‫المجاالت المعرفية إلدارة المشاريع‬

PEOPLE 42 % PROCESS 50 %
Emphasizing the skills and activities Reinforcing the technical aspects of
associated with effectively leading a managing a project.
project team.

BUSINESS ENVIRONMENT 8 %
Highlighting the connection between projects and
organization strategy.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 People 42% Process 50%
1. Execute project with the urgency required to deliver
1. Manage conflict
business value.
2. Lead a team.
3 Support team performance. 2. Manage communications.
4. Empower team members and stakeholders 3. Assess and manage risks.
5. Ensure team members/stakeholders are adequately trained. 4. Engage stakeholders.
6. Build a team 5. Plan and manage budget and resources
7. Address and remove impediments, obstacles, and blockers for the team 6. Plan and manage schedule.
8. Negotiate project agreements. 7. Plan and manage quality of products/deliverables.
9. Collaborate with stakeholders.
8. Plan and manage scope.
10. Build shared understanding
11 Engage and support virtual teams 9. Integrate project planning activities.
12. Define team ground rules. 10. Manage project changes.
13. Mentor relevant stakeholders. 11. Plan and manage procurement
14. Promote team performance through the application of emotional intelligence. 12. Manage project artifacts.
13. Determine appropriate project methodology/methods
and practice
14. Establish project governance structure.
15. Manage project issues.
Business Environment 8% 16. Ensure knowledge transfer for project continuity.
17. Plan and manage project/phase closure or transitions.
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

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

1.2.4.7 PROJECT MANAGEMENT DATA AND INFORMATION ‫بيانات ومعلومات إدارة المشاريع‬

 Throughout the life cycle of a project, a significant amount of data is collected, analysed, and transformed.
 Project data are collected as a result of various processes and are shared within the project team.
 The collected data are analysed in context, aggregated, and transformed to become project information during various
processes.
 Information is communicated verbally or stored and distributed in various formats as reports.

Work performance data Work performance information Work performance reports

 Reported percent of work physically completed  Status of deliverables  status reports
 Quality and technical performance measures  Implementation status for change  Memos
 Start and finish dates of schedule activities requests  Justifications
 Number of change requests  Forecast estimates to complete.  Information notes
 Number of defects  Electronic dashboards
 Actual costs  Recommendations
 Actual durations  Updates.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

1.2.4.7 PROJECT MANAGEMENT DATA AND INFORMATION ‫بيانات ومعلومات إدارة المشاريع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

1.2.4.7 PROJECT MANAGEMENT DATA AND INFORMATION ‫بيانات ومعلومات إدارة المشاريع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 1.2.5 TAILORING ‫التخصيص‬

 Usually, project managers apply a project management methodology to their work.

.‫عادة ما يطبق مديرو المشاريع منهجية إدارة المشاريع على أعمالهم‬
 A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline.
.‫المنهجية منظومة من الممارسات واألساليب واإلجراءات والقواعد التي يستخدمها العاملون في مجال مهني ما‬
 This definition makes it clear that this guide itself is not a methodology.
.‫وهذا التعريف يوضح بجالء أن هذا الدليل نفسه ليس منهجية‬

 This guide and The Standard for Project Management are recommended references for tailoring, because these
standard documents identify the subset of the project management body of knowledge that is generally recognized as
good practice. “Good practice” does not mean that the knowledge described should always be applied uniformly to all
projects.
‫ ألن وثائق المعيار تحدد جزء من الكيان المعرفي إلدارة المشاريع‬،‫ويعد هذا الدليل و معيار إدارة المشاريع بمثابة مراجع موصى بها للتخصيص‬
.‫ وال تقتضي “الممارسة الجيدة” ضرورة التطبيق الدائم والموحد للمعرفة الموضحة على كافة المشاريع‬.‫والذي ينظر إليه عامة باعتباره ممارسة جيدة‬

Project management methodologies may be:

 Developed by experts within the organization ‫يضعها خبراء داخل المؤسسة‬
 Purchased from vendors ‫يجرى شراؤها من البائعين‬
 Obtained from professional associations ‫يجري الحصول عليها من الجمعيات المهنية‬
 Acquired from government agencies. .‫أو يجري الحصول عليها من وكاالت حكومية‬

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 1.2.5 TAILORING ‫التخصيص‬

 This selection activity is known as tailoring project management to the project.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 Project
1.2.6 PROJECT MANAGEMENT Management
BUSINESS DOCUMENTS Framework
‫وثائق أعمال إدارة المشروع‬

 The project manager needs to ensure that the project management approach captures the intent of business documents.
.‫يحتاج مدير المشروع إلى ضمان أن يحقق أسلوب إدارة المشروع الغرض من وثائق األعمال‬

‫دراسة االعمال للمشروع‬

‫خطة إدارة منافع المشروع‬

 The Project Sponsor is generally accountable for the development and maintenance of the project Business case document.

 The Project Manager is responsible for providing Recommendations and Oversight to keep the project business case, project
management plan, project charter, and project benefits management plan success measures in alignment with one another and
with the goals and objectives of the organization.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

1.2.6 PROJECT MANAGEMENT BUSINESS DOCUMENTS ‫وثائق أعمال إدارة المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 1.2.6.1 PROJECT BUSINESS CASE ‫دراسة األعمال للمشروع‬

 The project business case is a documented economic feasibility study used to establish the validity of the benefits of a
selected component lacking sufficient definition and that is used as a basis for the authorization of further project
management activities.
‫دراسة األعمال للمشروع هي دراسة جدوى اقتصادية موثقة تستخدم إلثبات صحة المنافع لعنصر محدد يفتقر إلى تعريف كاف وتستخدم كأساس لترخيص مزيد‬
.‫من أنشطة إدارة المشاريع‬
 The business case lists the objectives and reasons for project initiation.
.‫وتسجل دراسة األعمال للمشروع األهداف واألسباب الالزمة لبدء المشروع‬
 It helps measure the project success at the end of the project against the project objectives.
.‫كما إنها تساعد على قياس مدى نجاح المشروع في نهايته مقابل أهداف المشروع‬
 The business case is a project business document that is used throughout the project life cycle.

.‫دراسة األعمال هي وثيقة أعمال المشروع التي تستخدم خالل دورة حياة المشروع‬

 The business case may be used before the project initiation and may result in a go/no-go decision for the project.
.‫توقف المشروع‬/‫ ويمكن أن تؤدي إلى اتخاذ قرار استمرار‬،‫ويمكن ان تستخدم دراسة األعمال قبل بدء المشروع‬

 A needs assessment often precedes the business case. ‫تقييم االحتياجات غالبا ما يسبق دراسة األعمال‬

 The needs assessment involves understanding business goals and objectives, issues, and opportunities and
recommending proposals to address them.
Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
 1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN ‫خطة إدارة منافع المشروع‬

 The project benefits management plan is the document that describes how and when the benefits of the project will be
delivered, and describes the mechanisms that should be in place to measure those benefits.

.‫ وتصف اآلليات التي يجب أن توضع في المكان المناسب لقياس هذه المنافع‬،‫خطة إدارة منافع المشروع هي الوثيقة التي تصف كيف ومتى سوف تُسلَّم منافع المشروع‬

 Development of the benefits management plan begins early in the project life cycle with the definition of the target
benefits to be realized.
.‫مبكرا في دورة حياة المشروع مع تعريف المنافع المستهدفة التي يجب أن تتحقق‬
ً ‫ويبدأ تطوير خطة إدارة المنافع‬

The benefits management plan describes key elements of the benefits and may include but is not limited to
1. Target benefits :(The expected tangible and intangible value to be gained by the implementation of the project; financial
value is expressed as net present value).

2. Strategic alignment: (How well the project benefits align to the business strategies of the organization).

3. Timeframe for realizing benefits: (Benefits by phase, short-term, long-term, and ongoing).

4. Benefits owner: (The accountable person to monitor, record, and report realized benefits throughout the timeframe
established in the plan);
5. Metrics: (The measures to be used to show benefits realized, direct measures, and indirect measures)
6. Assumptions: (Factors expected to be in place or to be in evidence); and Risks (e.g., risks for realization of benefits).

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN ‫خطة إدارة منافع المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

ENTERPRISE ENVIRONMENTAL FACTORS EEFs

ORGANIZATIONAL process assets (OPAs).

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 THE ENVIRONMENT IN WHICH PROJECTS OPERATE ‫البيئةالتي تعمل فيها المشاريع‬

 Projects exist and operate in environments that may have an influence on them.
.‫تتواجد المشاريع وتعمل في بيئات يمكنها التأثير على المشاريع‬

 EEFs originate from the environment outside of the project and often outside of the enterprise.

.‫تنشأ العوامل المحيطة بالمشروع من البيئة خارج المشروع والتي تكون غالبًا خارج المؤسسة‬

 OPAs are internal to the organization. ‫أصول عمليات المؤسسة هي داخلية بالنسبة للمؤسسة‬

 In addition to EEFs and OPAs, organizational systems play a significant role in the life cycle of the project.

.‫دورا ها ًما في دورة حياة المشروع‬

ً ‫إضافة إلى العوامل المحيطة بالمشروع وأصول عمليات المؤسسة تلعب أنظمة المؤسسة‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 ‫‪THE ENVIRONMENT IN WHICH PROJECTS OPERATE‬‬ ‫البيئةالتي تعمل فيها المشاريع‬

‫التأثيرات‬

‫أصول عمليات المؤسسة الداخلية‬

‫العوامل المحيطة بالمشروع‬

‫®‪Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O‬‬

 THE ENVIRONMENT IN WHICH PROJECTS OPERATE ‫البيئةالتي تعمل فيها المشاريع‬

2.2 ENTERPRISE ENVIRONMENTAL FACTORS ‫العوامل المحيطة بالمشروع‬

 Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that
influence, constrain, or direct the project.

EEFS INTERNAL TO THE ORGANIZATION EEFS EXTERNAL TO THE ORGANIZATION

 Organizational culture, structure, and governance Marketplace conditions
 Geographic distribution of facilities and resources Social and cultural influences and issues
 Infrastructure Legal restrictions
 Information technology software Commercial databases
 Resource availability Academic research
 Employee capability Government or industry standards
Financial considerations
Physical environmental elements

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 THE ENVIRONMENT IN WHICH PROJECTS OPERATE ‫البيئةالتي تعمل فيها المشاريع‬

2.3 ORGANIZATIONAL PROCESS ASSETS ‫أصول عمليات المؤسسة‬

 Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases
specific to and used by the performing organization.

 OPAs include any artifact, practice, or knowledge from any or all of the performing organizations involved in
the project that can be used to execute or govern the project.
.‫ أو معرفة من أي أو جميع المؤسسات المشتركة في المشروع يمكن استخدامها في تنفيذ أو إدارة المشروع‬،‫ أو ممارسة‬،‫وتشمل أصول عمليات المؤسسة أي أداة‬

 The OPAs also include the organization’s lessons learned from previous projects and historical information.

 OPAs may include completed schedules, risk data, and earned value data.

They may be grouped into two categories:

 Processes, policies, and procedures.
 Organizational knowledge bases.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Early in the establishment of the project, the project manager spends time looking for
historical data that might be helpful in planning the new project. She is looking for examples
of project documents in similar projects that have been completed that she might be able to
use as templates for the new project. She is also looking for information about established
processes and procedures that will help the project run more smoothly. What is the term
used to define these?

A. Progressive elaboration
B. Retrospective
C. Enterprise environmental factors (EEFs)
D. Organizational process assets (OPAs).

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

You have been appointed a project manager within an information systems
organization. You are not aware of the organization’s policies and procedures. If you
want to know more about the organization’s general issues management procedures,
which of the following should you review?

A. Project Management Plan

B. Enterprise environmental factors ( EEF)
C. Organizational Process Assets ( OPA )
D. Issue Log

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 2.4 ORGANIZATIONAL SYSTEMS ‫أنظمة المؤسسة‬

2.4.2 ORGANIZATIONAL GOVERNANCE FRAMEWORKS ‫أطر الحوكمة التنظيمية‬

GOVERNANCE FRAMEWORK
Governance is the framework within which authority is exercised in organizations.
.‫الحوكمة هي اإلطار الذي تمارس داخله السلطة في المؤسسات‬
This framework includes but is not limited to:
 Rules This framework influences how:
 Policies  Objectives of the organization are set and achieved
 Procedures  Risk is monitored and assessed
 Norms  Performance is optimized.
 Relationships
 Systems
 Processes.

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 2.4 ORGANIZATIONAL SYSTEMS ‫أنظمة المؤسسة‬

2.4.3 MANAGEMENT ELEMENTS ‫عناصر اإلدارة‬

The key functions or principles of management include but are not limited to: :‫ ما يلي‬،‫ على سبيل المثال ال الحصر‬،‫وتشمل الوظائف أو المبادئ الرئيسية لإلدارة‬
1. Division of work using specialized skills and availability to perform work. .‫ تقسيم العمل باستخدام المهارات المتخصصة والتوافر ألداء العمل‬-1
2. Authority given to perform work ‫ السلطة المحددة ألداء العمل‬-2
3. Responsibility to perform work appropriately assigned based on such attributes as ‫ المسؤولية عن أداء العمل المعين على نحو مالئم بنا ًء على هذه السمات كالمهارة والخبرة‬-3
skill and experience ) ‫ والقواعد‬،‫ واألشخاص‬،‫ احترام السلطة‬،‫ االنضباط في العمل ( على سبيل المثال‬-4
4. Discipline of action (e.g., respect for authority, people, and rules) ‫ شخص واحد فقط يعطي األوامر بأي إجراء أو نشاط ألي‬،‫ وحدة األوامر (على سبيل المثال‬-5
5. Unity of command (e.g., only one person gives orders for any action or activity to ) ‫فرد‬
an individual) ‫ خطة واحدة ورئيس واحد لمجموعة األنشطة التي لها نفس‬،‫ وحدة التوجيه ( على سبيل المثال‬-6
6. Unity of direction (e.g., one plan and one head for a group of activities with the ) ‫الهدف‬
same objective) ‫ األهداف العامة للمؤسسة لها األولوية على األهداف الفردية‬-7
7. General goals of the organization take precedence over individual goals
8. Paid fairly for work performed. ;‫ األجر العادل للعمل المنجز‬-8

 Performance of these management elements are assigned to selected individuals within the organization
.‫يُعيَّن أفراد محددين داخل المؤسسة ألداء هذه العناصر اإلدارية‬

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2.4 ORGANIZATIONAL SYSTEMS ‫أنظمة المؤسسة‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 2.4 ORGANIZATIONAL SYSTEMS ‫أنظمة المؤسسة‬

 There is not a one-size-fits-all structure for any given organization.

Organic
Flexible; People working side-by-side of others. ‫المرونه واالشخاص يعملون جنب الى جنب‬

Owner or operator manage the Project budget. ‫المالك هو من يدير ميزانية المشروع‬

Project manager authority is Little or none . ‫سلطة مدير المشروع قليلة او منعدمة‬

Resource Availability Little or none ‫توافر الموارد قليلة او منعدمة‬

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 ORGANIZATIONAL STRUCTURE TYPES ‫أنواع الهياكل التنظيمية‬

Functional Organization
 The organization is grouped by Areas of specialization within different functional areas.

Project managers in a Functional Organization:

 Report To a functional manager

 Project manager authority is Little or none.

 Resource Availability Little or none

 Project Coordinator

 Part Time Role

 Functional manager manage the Project budget

‫مميزاته الحفاظ على الفريق وبناء الفريق‬

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 ORGANIZATIONAL STRUCTURE TYPES ‫أنواع الهياكل التنظيمية‬

Matrix ‫مصفوفى‬
IT, Sales
 Team members report to two bosses. ‫فيها الموظف له رئيسان بالعمل‬

1- Strong Matrix : Power with project manager ‫صالحيات اعلى لمدير المشروع‬

2- Balanced Matrix : Power is shared between project manager and functional manager.
‫صالحيات متساوية بين مدير المشروع و المدير الوظيفي‬

3-Weak matrix : Power with the functional manager and the project manager will work as coordinator or expediter.
Expediter : Cannot take decision. Staff assistant and Communication coordinator.
Coordinator : Similar to Project Expeditor except has some power to take decision

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 ORGANIZATIONAL STRUCTURE TYPES ‫أنواع الهياكل التنظيمية‬

Project-Oriented Organizational Structure

• The entire company is organized by projects. ‫المنظمة عبارة عن مجموعة من المشاريع‬
• The project manager has control of projects. ‫مدير المشروع له كامل الصالحيات‬
‫ترسل التقارير الى مدير المشروع‬
• Personnel are assigned and report to a project manager.

• Members complete project work and when its over they don't have HOME.
‫ يعيب هذا النوع عدم بناء خبرات‬، ‫عندما يتم انهاء االعمال من قبل الفريق بيتم تسريح العمال‬

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 ORGANIZATIONAL STRUCTURE TYPES ‫أنواع الهياكل التنظيمية‬

Virtual Organization

 Utilizes a Network structure within the organization

 Points of contact represent the different department

 Project manager has low authority over the project team.

 Communication can be a challenge.

 Shares authority over Budget with functional manager.

 Project team member are likely Part Time

 Project manager could be full time or part time

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 2.4.4.3 PROJECT MANAGEMENT OFFICE ‫مكتب إدارة المشاريع‬

A project management office (PMO) is an

organizational structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques. The
responsibilities of a PMO can range from
providing project management support
functions to the direct management of one or
more projects.
‫هو هيكل تنظيمي يوحد عمليات الحوكمة ذات الصلة‬
‫بالمشروع ويسهل تقاسم الموارد والمنهجيات واألدوات‬
)PMO( ‫مكتب إدارة المشاريع‬
‫ يمكن ان تتراوح مسؤوليات مكتب إدارة المشاريع‬.‫واألساليب‬
‫من تقديم مهام الدعم إلدارة المشاريع إلى اإلدارة المباشرة‬
.‫لمشروع واحد أو أكثر‬

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 2.4.4.3 PROJECT MANAGEMENT OFFICE ‫مكتب إدارة المشاريع‬

A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each
project in order to keep it aligned with the business objectives.
The PMO may:
 Make recommendations, ‫تقديم التوصيات‬
 Lead knowledge transfer, ‫يتولى نقل المعرفة‬
 Terminate projects, ‫إنهاء المشاريع‬
 Take other actions, as required. ‫ حسب الحاجة‬،‫اتخاذ إجراءات أخرى‬

A primary function of a PMO is to support project managers in a variety of ways, which may include but are not limited to:
 Managing shared resources across all projects administered by the PMO.
‫إدارة الموارد المشتركة بين جميع المشاريع التي يديرها مكتب إدارة المشاريع؛‬
 Identifying and developing project management methodology, best practices, and standards.
‫ والمعايير‬،‫ وأفضل الممارسات‬،‫تحديد وتطوير منهجية إدارة المشاريع‬
 Coaching, mentoring, training, and oversight.
‫ واإلشراف‬،‫ والتدريب‬،‫ والتعليم‬،‫التوجيه‬
 Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits.
‫ وقوالبها عن طريق فحص المشاريع‬،‫الرقابة على االمتثال لمعايير إدارة المشاريع وسياساتها وإجراءاتها‬
 Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets)
) ‫ وغيرها من الوثائق المشتركة ( أصول عمليات المؤسسة‬،‫ وقوالبه‬،‫ وإجراءاته‬،‫تطوير وإدارة سياسات المشروع‬
 Coordinating communication across projects.
.‫تنسيق االتصال بين المشاريع‬

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 2.4.4.3 PROJECT MANAGEMENT OFFICE ‫مكتب إدارة المشاريع‬

There are several types of PMOs in organizations ‫هناك عدة أنواع من مكاتب إدارة المشاريع في المؤسسات‬

 Supportive ‫ داعم‬: Provide a consultative role to projects by supplying templates, best practices,
training, access to information, and lessons learned from other projects.
 ،‫ وإمكانية الوصول إلى المعلومات‬،‫ والتدريب‬،‫ وأفضل الممارسات‬،‫دورا استشاريًا للمشاريع من خالل توفير القوالب‬
ً ‫تقدم‬
.‫والدروس المستفادة من المشاريع األخرى‬

 This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
 .‫ ودرجة التحكم التي يقدمها هذا النوع من مكاتب إدارة المشاريع تكون منخفضة‬.‫وهذا النوع من مكاتب إدارة المشاريع يعد بمثابة مستودع مشاريع‬

Controlling ‫ متحكم‬:
 Controlling PMOs provide support and require compliance through various means.
 The degree of control provided by the PMO is moderate.

Compliance may involve:

 Adoption of project management frameworks or methodologies. ‫اعتماد أطر أو منهجيات إدارة المشاريع‬
 Use of specific templates, forms, and tools. ‫استخدام قوالب وأشكال وأدوات محددة‬
 Conformance to governance frameworks. ‫التوافق مع أطر الحوكمة‬

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 2.4.4.3 PROJECT MANAGEMENT OFFICE ‫مكتب إدارة المشاريع‬

Directive : ‫توجيهي‬
 Directive PMOs take control of the projects by directly managing the projects.

 Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high.
.‫ ودرجة التحكم التي يقدمها هذا النوع من مكاتب إدارة المشاريع تكون مرتفعة‬.‫يُعيَّن مديرو المشاريع من خالل مكتب إدارة المشاريع ويقدموا تقاريرهم إليه‬

A primary function of a PMO is to support project managers in a variety of ways, which may include but are not limited to:

 Managing shared resources across all projects administered by the PMO.

 Identifying and developing project management methodology, best practices, and standards.
 Coaching, mentoring, training, and oversight.
 Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits.
 Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets)
 Coordinating communication across projects.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
2.4.4.3 PROJECT MANAGEMENT OFFICE ‫مكتب إدارة المشاريع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

 The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives.

.‫دورا حاس ًما في قيادة فريق المشروع من أجل تحقيق أهداف المشروع‬
ً ‫يلعب مدير المشروع‬

 Many project managers become involved in a project from its initiation through closing.
.‫يشارك العديد من مديري المشاريع في المشروع من البدء وحتى اإلغالق‬

 A simple analogy may help in understanding the roles of a project manager for a large project by comparing them to
the roles of a conductor for a large orchestra:
:‫إن التشابه البسيط قد يساعد في فهم أدوار مدير المشروع لمشروع كبير من خالل مقارنتها بأدوار مايسترو ألوركسترا كبيرة‬

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Membership Responsibility Knowledge

and roles for team and skills

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

 The project manager is responsible for managing the project to meet project objectives and deliver value and benefits
to the organization.
.‫مدير المشروع هو الشخص المكلف من قبل الشركة المنفذة لقيادة الفريق المسؤول عن تحقيق أهداف المشروع‬

 A project manager is responsible for ensuring that a project is completed according to the project schedule and budget,
including approved changes, and that it meets other objectives.

 The project manager is held accountable for delivering project benefits.

 The project manager s level of authority can vary depending on the structure of the organization and other factors, such as
whether they are assigned part-time or under contract.

 A project manager is responsible for ensuring that a project is completed according to the project schedule and budget,
including approved changes, and that it meets other objectives.

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

3.3 THE PROJECT MANAGER’S SPHERE OF INFLUENCE

These roles reflect the project manager’s capabilities and are

representative of the value and contributions of the project
management profession

3.3.2 THE PROJECT: P.53

 communication skills.

3.3.3 THE ORGANIZATION P.54

3.3.4 THE INDUSTRY P.55

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 PROJECT MANAGER COMPETENCES ‫كفاءات مدير المشروع‬

‫اإلدارة االستراتيجية وإدارة االعمال‬

The skills needed by project managers through the use of The PMI Talent Triangle®

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

3.4.2 TECHNICAL PROJECT MANAGEMENT SKILLS ‫مهارات اإلدارة الفنية للمشاريع‬

 Technical project management skills are defined as the skills to effectively apply project management knowledge to
deliver the desired outcomes for programs or projects.

َّ ُ ‫ت‬
.‫ بأنها المهارات الالزمة للتطبيق الفعال لمعارف إدارة المشاريع لتحقيق النتائج المرجوة للبرامج أو المشاريع‬،‫عرف مهارات اإلدارة الفنية للمشاريع‬

 Focus on the critical  Make time to plan

technical project thoroughly and prioritize
management elements diligently.
‫التركيز على العناصر الحيوية لإلدارة الفنية‬ ‫تخصيص الوقت للتخطيط الشامل‬
‫للمشاريع لكل مشروع قاموا بإدارته‬ ‫وتحديد األولويات بدقة‬

 Manage project elements,

including, but not limited to,
 Tailor both traditional and
schedule, cost, resources,
agile tools, techniques, and
and risks.
methods for each project.
‫ على سبيل المثال ال‬،‫ بما في ذلك‬، ‫إدارة عناصر المشروع‬
‫تخصيص األدوات واالساليب التقليدية‬ .‫ والمخاطر‬،‫ والموارد‬،‫ والتكلفة‬،‫ الجدول الزمني‬،‫الحصر‬
‫والرشيقة لكل مشروع‬

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬
STRATEGIC AND BUSINESS MANAGEMENT SKILLS ‫مهارات اإلدارة االستراتيجية وادارة األعمال‬

Strategic and business management skills involve the ability to see the high-level overview of the
organization and effectively negotiate and implement decisions and actions that support strategic
alignment and innovation.
‫تشمل مهارات اإلدارة االستراتيجية وادارة األعمال القدرة على رؤية النظرة العامة للمؤسسة والتفاوض والتنفيذ الفعال للقرارات‬
.‫واإلجراءات التي تدعم التوافق واالبتكار االستراتيجي‬

BUSINESS SKILLS and organization

 Strategy;
 Mission;
 Goals and objectives;
 Products and services;
 Operations (e.g., location, type, technology);
 The market and the market condition, such as customers, state of the market and time-to-market factors, etc.
 Competition (e.g., what, who, position in the market place).

PROJECT MANAGEMENT BUSINESS SKILLS

 Risks and issues,

 Financial implications,
 Cost versus benefits analysis (e.g., net present value, return on investment), including the various options considered,
 Business value,
 Benefits realization expectations and strategies, and
 Scope, budget, schedule, and quality.
Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬
3.4.4 LEADERSHIP SKILLS ‫مهارات القيادة‬

 Leadership skills involve the ability to guide, motivate, and direct a team.

1- Dealing with People ‫التعامل مع األشخاص‬

 A large part of the project manager’s role involves dealing with people. The project manager should study
people’s behaviors and motivations. The project manager should strive to be a good leader, because leadership
is crucial to the success of projects in organizations. A project manager applies leadership skills and qualities
when working with all project stakeholders, including the project team, the steering team, and project sponsors.

‫ ألن‬،‫ ويجب أن يسعى مدير المشروع لكي يصبح قائدًا جيدًا‬.‫ ويجب على مدير المشروع دراسة سلوكيات ودوافع األشخاص‬.‫جزء كبير من دور مدير المشروع يتضمن التعامل مع األشخاص‬
‫ ورعاة‬،‫ وفريق القيادة‬،‫ بما في ذلك فريق المشروع‬،‫ يطبق مدير المشروع مهارات وخصائص القيادة عند العمل مع جميع المعنيين بالمشروع‬.‫القيادة أمر حاسم لنجاح المشاريع في المؤسسات‬
.‫المشروع‬

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬
QUALITIES AND SKILLS OF A LEADER ‫خصائص ومهارات القائد‬

01 - Being a visionary
Giving credit to others where due- 08
08 02

Exhibiting integrity- 07 01 02 - Being optimistic and positive

07 03
Being respectful- 06 03 - Being collaborative

05

Communicating by- 05 06 04 04 - Managing relationships and conflict

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

2- Qualities and skills of a Leader ‫خصائص ومهارات القائد‬

• Being a visionary, Being optimistic and positive, Being collaborative, Managing relationships and conflict, Communicating
‫صاحب رؤية و يكون متفائل وايجابي ومتعاون واجادة ادارة المنازعات ويجيد ادارة االتصاالت‬
61 ‫مراجعة الكتاب صفحة‬

3- Politics, Power, and Getting Things done ‫ وإنجاز األمور‬،‫ والسلطة‬،‫السياسة‬

،‫فالسياسة تتضمن التأثير والتفاوض واالستقاللية‬ .‫تتناول القيادة واإلدارة في نهاية االمر القدرة على إنجاز األمور‬

 Project management is more than just working with numbers, templates, charts, graphs, and computing systems

 A common denominator in all projects is people.

 People can be counted, but they are not numbers.

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬
Various forms of power include but are not limited to:

 Positional (sometimes called formal, authoritative, legitimate) (e.g., formal position granted in the organization or team).
.‫ شرعية على سبيل المثال منصب رسمي في المؤسسة أو الفريق‬،‫ تحكمية‬،‫وظيفية التي تسمى أحيانا رسمية‬

 Informational (e.g., control of gathering or distribution)

‫ السيطرة على الجمع أو التوزيع‬،‫معلوماتية على سبيل المثال‬

 Referent (e.g., respect or admiration others hold for the individual, credibility gained);
‫ والمصداقية المكتسبة‬،‫ االحترام أو اإلعجاب الذي يحتفظ به األخرون للفرد‬،‫مرجعية )على سبيل المثال‬

 Situational (e.g., gained due to unique situation such as a specific crisis);

‫ تكتسب نتيجة ظروف فريدة مثل أزمة معينة‬،‫ظرفية على سبيل المثال‬

 Reward-oriented (e.g., ability to give praise, monetary or other desired items);

‫ في شكل نقدي أو في أشكال أخرى مرغوبة‬،‫ القدرة على تقديم الثناء‬،‫محبة للمكافأت على سبيل المثال‬

 Pressure-based (e.g., limit freedom of choice or movement for the purpose of gaining compliance to desired action);
‫ الحد من حرية االختيار أو الحركة من أجل الحصول على االمتثال للعمل المرغوب‬،‫قائمة على الضغط على سبيل المثال‬

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 ‫‪THE ROLE OF THE PROJECT MANAGER‬‬ ‫دور مدير المشروع‬

‫‪3.4.5 COMPARISON OF LEADERSHIP AND MANAGEMENT‬‬

‫كلمة إدارة مرتبطة على نحو وثيق بتوجيه شخص آخر للوصول من مكان إلى آخر باستخدام مجموعة معروفة من السلوكيات المتوقعة‪.‬‬
‫القيادة تتضمن العمل مع اآلخرين من خالل المناقشة أو الحوار من أجل توجيههم من مكان إلى آخر‪.‬‬

‫®‪Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O‬‬

 ‫‪THE ROLE OF THE PROJECT MANAGER‬‬ ‫دور مدير المشروع‬
‫‪3.4.5.1 LEADERSHIP STYLES‬‬
‫‪ Laissez-faire : allowing the team to make their own decisions and establish their own goals.‬‬
‫دعه يعمل ‪ :‬يحتاج فريق عنده خبره‬
‫عدم التدخل على سبيل المثال‪ ،‬السماح للفريق باتخاذ قراراته ووضع أهدافهم الخاصة‪ ،‬يشار إليه باسم اتباع أسلوب عدم التدخل‬

‫‪Transactional: focus on goals, feedback, and accomplishment to determine rewards; management by exception‬‬
‫االدارة تراقب وتتدخل عند الحاجة‬
‫تعاملي على سبيل المثال‪ ،‬يركزعلى األهداف‪ ،‬والتغذية الراجعة‪ ،‬واإلنجاز لتحديد المكافآت‪ ،‬اإلدارة باالستثناء‬

‫‪Servant leader: demonstrates commitment to serve and put other people first‬‬
‫االيثار‬
‫القائد الخادم على سبيل المثال‪ ،‬يوضح االلتزام بالخدمة ووضع األشخاص اآلخرين أوال؛ يركز على نمو األشخاص اآلخرين‪ ،‬والتعلم‪ ،‬والتطوير‪،‬‬
‫واالستقالل الذاتي‪ ،‬والرفاهية؛ ويركز على العالقات‪ ،‬والمجتمع‪ ،‬والتعاون؛ والقيادة ثانوية‪ ،‬وتظهر بعد انتهاء الخدمة‬

‫‪Transformational: empowering followers through idealized attributes and behaviors, inspirational motivation,‬‬
‫‪encouragement for innovation and creativity, and individual consideration.‬‬
‫تحويلي على سبيل المثال‪ ،‬تمكين أتباعه من خالل الصفات والسلوكيات المثالية‪ ،‬والتحفيز الملهم والتشجيع على االبتكار واإلبداع‪ ،‬واالعتبارات الفردية‬

‫®‪Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O‬‬

 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

3.4.5.1 LEADERSHIP STYLES

Charismatic: able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions

‫الساحر والمقنع يتمتع بقوة الخطابة‬
‫ يحمل قناعات قوية‬،‫ ذو ثقة بالنفس‬،‫ حماسي عالي الطاقة‬،‫ قادر على اإللهام‬،‫جذاب على سبيل المثال‬

Interactional: a combination of transactional, transformational,and charismatic

‫ والكاريزميي‬،‫ والتحويلي‬،‫ مزيج من التعاملي‬،‫وتفاعلي )على سبيل المثال‬

‫كل واحد له مزاياه وعيوبه واستخدم المناسب في الوقت المناسب‬

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Question from Real Exam

You are a project manager in an organization AVK work in industrial sector.

Your organization need to change from predictive life cycle to adaptive in
manufacturing foe software program.
Which leadership styles that a project manager can adopt to work in adaptive ?

A- Servant leader
B- Charismatic
C- Interactional
D- Laissez-faire

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

3.4.5.2 PERSONALITY

Creative ‫مبدع‬ Authentic ‫موثوق به‬

Cultural Courteous ‫مهذب‬ accepts others for what and
measure of sensitivity to other ability to think abstractly, to ability to apply appropriate who they are, show open
cultures including values, see things differently, to behaviour and etiquette concern
norms, and beliefs innovate

Emotional Intellectual ‫مفكر‬ Managerial Political

ability to perceive emotions measure of human intelligence measure of management measure of political
and the information they over multiple aptitudes practice and potential intelligence and making things
present and to manage them; happen
measure of
interpersonal skills

Systemic Social Service-oriented

drive to understand and build ability to understand and evidence of willingness to
systems manage people serve other people

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 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Constraints
Constraints are easier to identify than assumptions, as they are usually clearly imposed by management or the sponsor.
Constraints limit options during planning and beyond. A project manager must juggle many things on a project, including
project constraints such as schedule, cost, risk, scope, quality, resources, customer satisfaction, and any other factors that limit
options..
‫ يجب أن يتعامل‬.‫ القيود تحد من الخيارات أثناء التخطيط وما بعده‬.‫ حيث يتم فرضها بوضوح من قبل اإلدارة أو الراعي‬، ‫من السهل تحديد القيود من االفتراضات‬
‫ بما في ذلك قيود المشروع مثل الجدول الزمني والتكلفة والمخاطر والنطاق والجودة والموارد ورضا العمالء‬، ‫مدير المشروع مع العديد من األشياء في المشروع‬
.. ‫وأي عوامل أخرى تحد من الخيارات‬

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THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

 THE ROLE OF THE PROJECT MANAGER ‫دور مدير المشروع‬

Stakeholders and Stakeholder Management

 Stakeholders include more than the project manager, customer, sponsor, and team; stakeholders are any people or
organizations whose interests may be positively or negatively impacted by the project or the product of the project.

 They can include individuals and groups you may not have thought about before, such as the project management team,
the project management office, portfolio managers, program managers, other departments or groups within the
organization (marketing, legal, or customer service), functional or operational managers, and business analysts.

 Stakeholders may also be external to the organization, including government regulators, consultants, sellers, end users,
customers, taxpayers, banks, and other financial institutions.

 People or groups who could exert positive or negative influence over the project but would not otherwise be considered
part of the project are also considered stakeholders.

 The Stakeholder Management chapter includes an in-depth discussion of the concept of stakeholder management. Also
note that the Resource Management and Communications Management chapters give a special focus to this topic.

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Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
A collection of related projects that are managed in a
coordinated way to obtain benefits is called a:

A- Portfolio
B- Suite
C- Program
D- Colocation

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Your team members told you they are overloaded with many tasks. They
are saying they have many tasks assigned to them besides the main tasks
in the project. You promised them that you would clear the overloaded
tasks. You are a Project manager in:

A- Strong Matrix Organization

B- Balanced Matrix Organization
C- Weak Matrix Organization
D- Projectized Organization

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You have been appointed a project manager within an information systems
organization. You are not aware of the organization’s policies and
procedures. If you want to know more about the organization’s general
issues management procedures, which of the following should you review?

A- Project Management Plan

B- Enterprise environmental factors ( EEF)
C- Organizational Process Assets ( OPA )
D- Issue Log

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A project manager is asked to contribute to a document to describe what is
intended to be achieved with a project once it is successfully finished, and
how this will be measured. What could be the name of that document?

A- Change management plan

B- Statement of work
C- Project management plan
D- Benefits management plan

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Your organization's PMO is periodically asking for project artifacts from all
projects and checking whether corporate standards of project management
are being adhered to or not. They are also supportive in providing
templates and guidelines related to project management when asked.
Which type of PMO are we referring to here?

A- Supporting PMO
B- Controlling PMO
C- Governing PMO
D- Directing PMO

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Which of the following best describes the role of a project sponsor?

A- Project Sponsor is responsible for managing the project

B- Project Sponsor is responsible for providing funding for the project
C- Project Sponsor is responsible for managing the quality of deliverables
D- Project Sponsor is responsible for identifying key stakeholders

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You are the project manager of the HDM Project. Your project must be
completed by September 11 and cannot exceed $10,000. $10,000 is an
example of which one of the following?

A- Management reserve
B- Scheduled completion date
C- Assumption
D- Constraint

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The decision to move from one phase to another is known as which of
the following? (Choose two.)

A- Phase endpoint
B- Go/No go
C- Kill point
D- Phase gate
E- Continuance threshold

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An organization has established a controlling project management office
(PMO). The first task of the PMO is to update the guidelines for project
compliance in the organization. Which of the following could the PMO
enforce? (Choose three)

A- Adoption of specific templates, forms, and tools

B- Adherence to local health regulations
C- Conformance to governance frameworks
D- Use of particular project management methodologies
E- Assignment of project managers by the PMO

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During a project review meeting, the project sponsor is worried that the
project may not be delivering results as planned. Based on that the project
manager is evaluating the project status. What information should the
project manager use as an indicator that the project is actually delivering
value?
A- Stakeholders are satisfied with the current status
B- The project is aligned with the benefits management plan.
C- The project is aligned with the project charter.
D- The project is under budget and on schedule.

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A project manager acquired information from the market that would
reduce the business value being delivered by an ongoing project. Based on
that information, the project manager believes the project should be
stopped. How should the project manager handle the situation?

A. Remove the items no longer applicable from the backlog and present
the backlog to the project team.
B. Continue working on the defined scope and review the risk matrix.
C. Have a discussion with the project sponsor and cancel the project.
D. Have a discussion with the sponsor and recommend the project
business value be reassessed.

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®
BY: Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O® - +966/500800794

Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®