PMP Exam Content Outline 2021 PDF (Domain 01)

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, P3...

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 ww w. p m -tr ic k s.c om ‫ 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 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫اﻟﻤ ﺠﺎل اﻷ ول‬ ٪ ٤٢ : ‫اﻻﺷﺨﺎص‬ Sayed Mohsen www.pm-tricks.com BY: E l Sayed Mohs en PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O ©www.pm-tricks.com - All rights reserved- Do not share BY: E l Sayed Mohs en 3 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 4 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 5 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen 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 BY: E l Sayed Mohs en 4. Support organizational change PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O ©www.pm-tricks.com - All rights reserved- Do not share 6  ‫‪ -١‬اﻻﺷﺨﺎص‪42%‬‬ ‫‪ -٢‬اﻟﻌﻤﻠﻴﺎت‪50%‬‬ ‫‪©www.pm-tricks.com - All rights reserved- Do not share‬‬ ‫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  Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 8 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫إد ار ة اﻟ ﻨﺰاﻋ ﺎ ت‬ Manage Conflict Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 9 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen.‫ 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 § BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 10 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 § Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 11 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen 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 § BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 12 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People Task 01 Causes of Conflict ‫أﺳ ﺒ ﺎ ب اﻟ ﻨ ﺰ اع‬ Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 13 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 15 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 ©www.pm-tricks.com - All rights reserved- Do not share 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. Sayed Mohsen 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 BY: E l Sayed Mohs en ‫ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 17 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 § BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 18 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 19 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People Leadership Skills ‫ﻣ ﻬﺎرات اﻟﻘ ﻴﺎد ة‬ Task 02 Sayed Mohsen BY: E l Sayed Mohs en PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 21 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫‪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.‬‬ ‫‪Sayed Mohsen‬‬ ‫‪ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 23 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 24 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 25 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫‪Domain‬‬ ‫‪People‬‬ ‫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.‬‬ ‫‪Sayed Mohsen‬‬ ‫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 ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬ ‫‪©www.pm-tricks.com - All rights reserved- Do not share‬‬ ‫‪26‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬  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. BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 27 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫‪Domain‬‬ ‫‪People‬‬ ‫‪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.‬‬ ‫‪Sayed Mohsen‬‬ ‫‪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 ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬ ‫‪©www.pm-tricks.com - All rights reserved- Do not share‬‬ ‫‪28‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬  ‫دﻋﻢ أداء اﻟﻔﺮﻳﻖ‬ Support Team Performance Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 29 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 30 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People ‫ﻣ ﺆ ﺷ ﺮات اﻷ د اء اﻟﺮﺋﻴ ﺴ ﻴ ﺔ‬ Task 03 Key Performance Indicators 5 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 31 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫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. Sayed Mohsen. ‫ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 32 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen. ‫§ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 33 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 35 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O Project Team Formation Video Tuckman’s Ladder of Team Development Dr. Bruce Tuckman Sayed Mohsen BY: E l Sayed Mohs en 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 § BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 37 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen § 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. BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 38 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫‪Domain‬‬ ‫‪People‬‬ ‫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 ‫‪Sayed Mohsen‬‬ ‫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 ‫‪BY: E l Sayed‬‬ ‫‪Mohs en‬‬ ‫‪©www.pm-tricks.com - All rights reserved- Do not share‬‬ ‫‪39‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬  ‫ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 40 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 41 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 42 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 43 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 44 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫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 Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 45 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 § § § BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 46 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People Task 04 ‫ا ﻟﻘ ﻮ ة‬ ‫اﻟﻀ ﻌ ﻒ‬ Sayed Mohsen ‫اﻟﻔ ﺮص‬ ‫اﻟﺘﻬ ﺪ ﻳ ﺪ ات‬ SWOT analysis ‫ﺗﺤﻠﻴﻞ ﺳﻮات‬ BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 47 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 48 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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? Sayed Mohsen 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 49 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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. Sayed Mohsen.‫ 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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 50 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen.‫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 BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 51 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫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 Sayed Mohsen.‫ ﺛﻢ إﺟﺮاء ﺗﻘﻴﻴﻢ ﻻﺣﻖ ﺑﻌﺪ اﻻﻧﺘﻬﺎء ﻣﻦ اﻟﺘﺪرﻳﺐ ﻹﻇﻬﺎر ﻣﺴﺘﻮﻳﺎت اﻟﻜﻔﺎءة اﻟﺠﺪﻳﺪة‬، ‫اﻟﻤﻬﺎرات اﻟﻤﻮﺟﻮدة ﻣﺴﺒًﻘﺎ‬ BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 52 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People Certifications ‫اﻟﺸ ﻬﺎدات‬ Task 05 Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 53 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen.‫ اﻟﺘﻘﻴﻴﻤﺎت اﻟﻼﺣﻘﺔ أو اﻟﺸﻬﺎدات ﻣﻔﻴﺪة ﻓﻲ ﻗﻴﺎس أﻧﺸﻄﺔ ﻧﻘﻞ اﻟﻤﻌﺮﻓﺔ واﻟﻤﻬﺎرات اﻟﻨﺎﺟﺤﺔ‬ü BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 54 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Domain People ‫ اﻟﺘﻮ ﺟﻴﻪ‬- ‫اﻟﺘﺪ رﻳﺐ – اﻻ رﺷ ﺎد‬ Task 05 Training, Coaching and Mentoring Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 55 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Build a team ‫ﺑ ﻨ ﺎ ء اﻟ ﻔ ﺮ ﻳ ﻖ‬ Sayed Mohsen BY: E l Sayed Mohs en ©www.pm-tricks.com - All rights reserved- Do not share 56 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  ‫أﻧﻮ اع اﻟﻤﻮارد‬ ‫ﻋﻤﺎل‬ ‫ﻣﻌﺪات‬ ‫ﻣﺮاﻓﻖ‬ Sayed Mohsen ‫ﻣﻮ اد‬ ‫ﻣﺎﻟﻴﺔ‬ BY: E l Sayed Mohs en PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  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 Sayed Mohsen 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 BY: E l Sayed Mohs en PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O  Dom