project Management PMP PMBOK 6th MP PMBOK 6th

2 PMP PMBOK 6th

1. Knowledge AreasOverview
PMBOK 6
th
STRUCTURE
•Project Management Knowledge Areas ( 10 KnowledgeAreas)
عيراشملا ةرادإب ةفرعملا تلااجم (10ةيفرعم قطانم)
•Project Management Process Groups ( 5 Process GroupsWith
49 Process) عيراشملا ةرادإ ةيلمع تاعومجم (5 عم ةيلمع تاعومجم49 ةيلمع)
( 10 KnowledgeAreas)
(5 Process Groups)
Page No.25

2. •Resourceallocation صيصختدراوملا
•BalancingcompetingDemands
• تابلطتملا
ن
يب نزاوتلا قيقحت
•Examining any alternative approaches
• ةليدبلا بيلاسلاا رايتخاو ديدحت
•Tailoringtheprocessestomeettheproject
objectives
•عو
ر
شملا فادهأ
ي بلت ثيحب تايلمعلا فييكت
•Managing the interdependencies among theProject
Management Knowledge Areas. طابترلاا ةرادا لىع لمعت
Knowledge AreasOverviewIntegrationManagement
Integration ManagementOverview لماكتلا ةرادإ لىع ةماع ةرظن
Includes The Processes And Activities To Identify, Define, Combine, Unify, And Coordinate TheVarious Processes and
Project Management Activities Within The Project Management ProcessGroups.
يلمع تاعومجم نمض ع يراشملا ةرادإ ةطشنأ و ةفلتخملا تايلمعلا قيسنتو ديحوتو عمجلاو فيرعتو ديدحتل ةطشن�او تايلمعلا لمشي
ر
شملا ةرادإ ةعو.
Project Integration Management includesmaking
choicesabout:
Direct and Manage Project Work
Manage ProjectKnowledge
Monitor and Control ProjectWork
Perform Integrated ChangeControl
Close Project orPhase
Develop Project ManagementPlan
Develop ProjectCharter
The Project Integration ManagementProcesses
Initiating
Planning
Executing
Mon. &Con.
Closing

3. Knowledge AreasOverviewIntegrationManagement
Key Concepts For Project IntegrationManagement لماكتلا ةرادلإ ةيساسلأا ميهافملا
Project Integration Management Is Specific To Project Managers, Whereas Other Knowledge Areas May Be Managed By
Specialists (E.G., Cost Analysis, Scheduling Specialists, Risk ManagementExperts)
•Projects And Project Management Are Integrative By Nature But The Project ManagerIsUltimately Responsible ForAchieved.
اهقيقحت نع ةياهنلا
ي
ن
ف لوؤسملا وه عو
ر
شملا ريدم نكلو اهتعيبطب ةيلماكت ع يراشملا ةرادإو ع يراشملا.
•TheLinksAmongTheProcessesInTheProjectManagementProcessGroupsAreOftenIterative.
•ةيراركت عو
ر
شملا ةرادإ تايلمع تاعومجم
ي
ن
ف تايلمعلا
ن
يب طباورلا نوكت ام ابلاغ.
•Ensuring That The Deliverable And The Benefits Management Plan Are Aligned.
• نامض ةطخ عم تاميلستلا ةمءاوم ةرادإدئاوفلا.
•Providing A Project Management Plan To Achieve The ProjectObjectives.عو
ر
شملا فادهأ قيقحتل عو
ر
شملا ةرادإ ةطخ ميدقت.
•Managing The Performance And Changes In The Project ManagementPlan.عو
ر
شملا ةرادإ ةطخ
ي
ن
ف تا ييغتلاو ءاد�ا ةرادإ.
•Making Integrated Decisions Regarding Key Changes Impacting The Project
•.عو
ر
شملا لىع رثؤت
ي

بلا ةيسيئرلا تا ييغتلا نأشب ةلماكتم تارارق ذاختا.
•MeasuringAndMonitoringTheProject’sProgressAndTaking ActionToMeetProjectObjectives.
•عو
ر
شملا فادهأ قيقحتل ةمزلالا تاءارجلإا ذاختاو عو
ر
شملا مدقت ةبقارمو سايق.

4. Knowledge AreasOverview
IntegrationManagement
Considerations For Agile/AdaptiveEnvironments ةعيرس تائيبل تارابتعا/ ةفيكتم
Iterative and Agile Approaches Promote The Engagement Of Team Members as Local Domain Experts InIntegration
Management. The Team Members Determine How Plans And Components ShouldIntegrate.
لماكتلا ةرادإ
ي
ن
ف
ن
ييلحم لاجم ءا يخك قيرفلا ءاضعأ ةكراشم زيزعت لىع ةنرملاو ةيراركتلا جهانملا لمعت .تت نأ بجي فيك قيرفلا ءاضعأ ددحي لماك
تانوكملاو ططخلا.
•TheProjectManager’sFocusIsOnBuildinga
CollaborativeDecision-makingEnvironmentand
EnsuringTheTeamHasTheAbilityToRespondTo
Changes.
•ThisCollaborativeApproachCanBeFurther
EnhancedWhenTeamMembersPossessaBroadSkill
كلاتماقيرفلاةدعاقهعساونمتاراهملا

5. Managing The Project Scope Is PrimarilyConcerned
With DefiningAnd ControllingWhat Is and Is Not
Included In TheProject.
م ةبقارمو ديدحتب لو�ا ماقملا
ي
ن
ف عو
ر
شملا قاطن ةرادإ متهت وه ا
عو
ر
شملا
ي
ن
ف جردم يغو جردم.
Knowledge AreasOverview
ScopeManagement Scope ManagementOverview ةماع ةرظنلىعقاطنلا ةرادإ
IncludesTheProcessesRequiredToEnsureThatTheProjectIncludesAllTheWorkRequired,andOnlyTheWork
Required, To Complete The ProjectSuccessfully.
حاجنب عو
ر
شملا لامكلإ ، طقف بولطملا لمعلاو ، ةبولطملا لامع�ا عيمج لمشي عو
ر
شملا نأ نم دكأتلل ةبولطملا تايلمعلا لمشي.
Project Scope Management includes makingchoices
about:
3.DefineScope
4.CreateWBS
5.ValidateScope
6.ControlScope
2.CollectRequirements
1.Plan ScopeManagement
The Project Scope Management 6Processes
Planning
Mon. &Con.
GoldPlating ءلاطبهذلا
MeansTheAdditionOfAnyFeatureNot
ConsideredInTheOriginalProjectScope.

ي
ن
بعيةفاضإيأة
ن
يم لامتي اهذخأ
ي
ن
ف رابتعلاا
ي
ن
فقاطن و
ر
شملاع
ي
لىص�ا.

6. •Product Scope: يئاهنلا جتنملا تافصاوم
•theFeaturesAndFunctionsThatCharacterizeAProduct,Service,OrResult.
•ةجيتنلا وأ ةمدخلا وأ جتنملا
ن
يمت
ي

بلا فئاظولاو تا
ن
يملا.
•Project Scope:
ي

ئاهنلا جتنملا ذيفنتل لمعلا قاطن
•The Work Performed To Deliver A Product, Service, Or Result WithThe
Specified Features AndFunctions. تا
ن
يملاب ةجيتن وأ ةمدخ وأ جتنم ميدقتل زجنملا لمعلا
ةددحملا فئاظولاو.
Knowledge AreasOverview
ScopeManagement
Key Concepts For Project ScopeManagement قاطنلا ةرادلإ ةيساسلأا ميهافملا
ProjectScope
Product
Scope
The Term “Project Scope” Is Sometimes Viewed As Including “ProductScope”.
حلطصم لىإ انايحأ رظنيو"عو
ر
شملا قاطن " لمشي هنأ لىع"جتنملا قاطن."
The Relationship Between Product
and ProjectScope
CompletionOfTheProjectScopeIsMeasuredAgainstTheProjectManagementPlan,
While Completion Of The Product Scope Is Measured Against The ProductRequirements.
، عو
ر
شملا ةرادإ ةطخ لباقم عو
ر
شملا قاطن نم ءاهتنلاا سايق متي
جتنملا تابلطتم لباقم جتنملا قاطن لامتكا سايق متي امنيب.

7. Knowledge AreasOverview
Tailoring Considerations
ScopeManagement
TailoringConsiderations صيصختلاب ةقلعتملا تارابتعلاا
Because Each Project Is Unique, The Project Manager May Need To Tailor The Way That Project Scope
Management Processes AreApplied.
عو
ر
شملا قاطن ةرادإ تايلمع قيبطت متي
ي

بلا ةقيرطلا صيصخت لىإ عو
ر
شملا ريدم جاتحي دق ،ديرف عو
ر
شم لك ن�.
Knowledge and RequirementsManagement
Validation And Control
DevelopmentApproach
Stability OfRequirements
تابلطتملا رارقتسا
Governance

8. Knowledge AreasOverview
ScopeManagement
Considerations For Agile/AdaptiveEnvironmentsاهتئيب عم فييكتلاو ةقيشرلا ةرادلإا تارابتعإ
1.In Projects With Evolving Requirements, High Risk, Or Significant Uncertainty, The Scope Is Often Not UnderstoodAt
The Beginning Of TheProject.عو
ر
شملا ةيادب
ي
ن
ف قاطنلا مهفي لا ام ابلاغو ،ة يبك
ن
يقيلا مدعو ،ةيلاعلا رطاخملاو ،ةروطتملا تابلطتملا تاذ ع يراشملا
ي
ن
ف.
2.AgileMethodsDeliberatelySpendLessTimeTryingToDefine
AndAgreeOnScopeInTheEarlyStageOfTheProjectAnd
SpendMoreTimeEstablishingTheProcess
3.


ضقتبيلاسلأاةقيشرلا ادمع اتقولقأ


فةلواحم ديدحتقاطنلاقافتلااويلعه


ف
ةلحرملاةركبملانمعو
ر
شملاءاضقو ديزملانمتقولا


فءاشنإةيلمعلا
4.AgileMethodsPurposefullyBuildAnd
ReviewPrototypesAndReleaseVersionsIn
OrderToRefineTheRequirements.AsA
Result,ScopeIsDefinedAndRedefined
ThroughoutTheProject.

9. Knowledge AreasOverview
ScheduleManagement
Schedule ManagementOverviewةلودجلا ةرادإ لىع ةماع ةرظن
Includes The Processes Required To Manage The Timely Completion Of TheProject.
Plan ScheduleManagement
DefineActivities
SequenceActivities
Estimate ActivityDurations
DevelopSchedule
ControlSchedule
ScheduleManagement
6
This info. It Will Cover PMBOK 6thEdition
From Page 173 To Page178

10. Knowledge AreasOverview
ScheduleManagementينمزلا لودجلا ةرادلإ ةيساسلأا ميهافملا
Key Concepts For Project ScheduleManagement
ProjectSchedulingProvidesaDetailedPlanThatRepresentsHow
andWhenTheProjectWillDeliverTheProducts,Services,And
ResultsDefinedInTheProject.
رفوتةلودجعو
ر
شملاةطخةلصفملثمتفيك

بمومدقيسعو
ر
شملاتاجتنملاتامدخلاو
جئاتنلاوةددحملا
ي
ن
فعو
ر
شملا
Managing
BasisFor
UseasaToolForCommunication,
Stakeholders’Expectations,andasa
PerformanceReporting.

11. Knowledge AreasOverview
ScheduleManagement
Key Concepts For Project ScheduleManagement
Project Information or Project Specific Data
(WBS, activities, resources, durations, dependencies,
constraints, calendars, milestones and lags,etc.)
SchedulingMethod
ةينمزلا ةلودجلا ةيلمع ىف مدختسملا بولسلاا
SchedulingTool
ةينمزلا ةلودجلا ةيلمع ىف ةمدختسملا ةادلاا
ScheduleModel
ينمزلا لودجلا جذومن
Generates
ProjectSchedule
Page No.176

12. Knowledge AreasOverview
ScheduleManagement
Key Concepts For Project ScheduleManagement
Barcharts
Milestonecharts
Project Schedule NetworkDiagrams
Examples of Project
SchedulePresentations
Activity List and BarCharts

13. Knowledge AreasOverview
ScheduleManagement
TailoringConsiderations
Because Each Project Is Unique, The Project Manager May Need To Tailor The Way That
Project Schedule Management Processes AreApplied.
Life Cycle Approach
ResourceAvailability
ProjectDimensions
TechnologySupport

14. Knowledge AreasOverview
ScheduleManagement تارابتعإتائيبلاةقيشرلاةيفييكتلاو
ConsiderationsForAgile/AdaptiveEnvironments
AdaptiveApproachesUseShortCyclesToUndertakeWork,ReviewTheResults,And
AdaptAsNecessary.
مدختستبيلاس�اةيفيكتلاتارودة يصقمايقلللمعلاب،ةعجارموجئاتنلا،فيكتلاوسحبةرو
ن
ضلا.
TheseCyclesProvideRapidFeedbackOnTheApproachesAndSuitabilityOfDeliverables,
AndGenerallyManifestAsIterativeSchedulingAndOn-demand,Pull-basedScheduling,
AsDiscussedInTheSectionOnKeyTrendsAndEmergingPracticesInProjectSchedule
Management.
رفوتهذهتارودلا دودرلعفةعيسرلوحجهنةمءلاموتاميلستلا، رهظتولكشبماعةلودجكتةيرارك
ةلودجوةمئاقلىعبحسلا دنعبلطلا، امكشقون
ي
ن
فمسقلاصاخلاتاهاجتلاابةيسيئرلامملاوتاسرا
ةئشانلا
ي
ن
فةرادإلودجع يراشملا.

15. Knowledge AreasOverview
CostManagement
Cost ManagementOverview
Project Cost Management Includes The Processes Involved In Planning, Estimating, Budgeting,Financing,
Funding, Managing, And Controlling Costs So That The Project Can Be Completed Within The ApprovedBudget.
حتلاو ةرادلإاو ليومتلاو ليومتلاو ةن
ن
يملاو ريدقتلاو طيطختلا اهيلع يوطني
ي

بلا تايلمعلا عو
ر
شملا ةفلكت ةرادإ نمضتتيحب فيلاكتلا
ي
ن
ف مك ث
ةدمتعملا ةينا
ن
يملا نمض عو
ر
شملا لامكإ نكمي
Plan CostManagement
EstimateCosts
DetermineBudget
ControlCosts
CostManagement
4

16. •RecognizingThatDifferentStakeholdersMeasure
ProjectCostsInDifferentwaysAndAtDifferent
Times
Knowledge AreasOverview
Cost Managementفيلاكتلا ةرادلإ ةيساسلأا ميهافملا
Key Concepts For Project CostManagement
•ProjectCostManagementIsPrimarilyConcerned
WithTheCostOfTheResourcesNeededTo
CompleteProjectActivities.
•ProjectCostManagementShouldConsiderThe
EffectOfProjectDecisions.
عورشملا ةطشنأ لامكلإ ةمزلالا دراوملا ةفلكتب اساسأ عورشملا فيلاكت ةرادإ ىنعتو.

17. Knowledge AreasOverview
Cost Management
TailoringConsiderations
Because Each Project Is Unique, The Project Manager May Need To Tailor The Way That
Project Cost Management Processes AreApplied.
KnowledgeManagement
Estimating AndBudgeting
Earned Value Management
Use Of Agile Approach
Governance

18. Knowledge AreasOverview
CostManagement
Considerations For Agile/AdaptiveEnvironments
•ProjectsWithHighDegreesOfUncertaintyOrThose
WhereTheScopeIsNotYetFullyDefinedMayNot
BenefitFromDetailedCostCalculationsDueToFrequent
Changes.Instead,LightweightEstimationMethodsCan
BeUsedToGenerateAFast,High-levelForecastOfProject
LaborCosts,WhichCanThenBeEasilyAdjustedAs
ChangesArise.
•DetailedEstimatesAreReservedForShort-termPlanning
HorizonsInAJust-in-timeFashion.
•
ي

بلا كلت وأ
ن
يقيلا مدع نم ةيلاع تاجرد تاذ ع يراشملا ديفتست لا دق
ةيليصفتلا ةفلكتلا تاباسح نم دعب لماكلاب اهقاطن ديدحت متي مل
ةرركتملا تا ييغتلا ببسب . ريدقت قرط مادختسا نكمي ، كلذ نم لادب
ةلامع فيلاكتل ىوتسملا ةيلاعو ةعيسر تاعقوت ءاشنلإ نزولا ةفيفخ
تا ييغتلا روهظ عم ةلوهسب اهليدعت كلذ دعب نكمي
ي

بلاو ، عو
ر
شملا.
• ةقيرطب لج�ا ة يصق طيطختلا قاف� ةيليصفتلا تاريدقتلا زجح متي
بسانملا تقولا
ي
ن
ف.

19. Lecture 8Agenda
KNOWLEDGE AREAOVERVIEW
ProjectQualityManagement –ProjectRecourseManagement
Overview
KeyConcepts
Trends and Emerging Practices
Tailoring Considerations
Considerations ForAgile/Adaptive
Environments

20. Knowledge AreasOverview
Plan QualityManagement ControlQuality
QualityManagement
QualityManagement
Quality ManagementOverview
ProjectQualityManagementIncludesTheProcessesFor
IncorporatingTheOrganization’sQualityPolicyRegardingPlanning,
Managing,AndControllingProjectAndProductQuality
RequirementsInOrderToMeetStakeholders’Objectives.
نمضتتةرادإةدوجعو
ر
شملاتايلمعجمدةسايسةدوجلاةصاخلاةمظنملابف امي
قلعتيطيطختبةرادإوةبقارموتابلطتمةدوجعو
ر
شملاجتنملاونملجأقيقحت
فادهأباحصأةحلصملا.
3
ManageQuality
Planning ProcessGroup
Executing ProcessGroup
Mon. & Con. ProcessGroup

21. Knowledge AreasOverview
QualityManagement
Project Quality Management Process Interrelations, Page273

22. Knowledge AreasOverview
QualityManagement ةدوجلا ةرادلإ ةيساسلأا ميهافملا
Key Concepts For Project QualityManagement
•Project Quality Management Addresses The Management Of The Project And The
Deliverables Of TheProject.عو
ر
شملا تاجرخمو عو
ر
شملا ةرادإ عو
ر
شملا ةدوج ةرادإ لوانتت ..
•اهجتاون ةعيبط نع رظنلا ضغب ،ع يراشملا عيمج لىع قبطني وهو.
•It Applies To All Projects, Regardless Of The Nature Of TheirDeliverables.
•What Is The DifferentBetween:
•Quality AndGrade
•Precession AndAccuracy

23. Knowledge AreasOverview
QualityManagement
Key Concepts For Project QualityManagement
According To (ISO 9000 [18]) Quality And Grade Are Not The SameConcepts
ل اقفو(ISO 9000 [18]) ميهافملا سفن

ه تسيل ةجردلاو ةدوجلا.
.
Quality:ةدوجلا
AsADeliveredPerformanceOrResultIs“The
DegreeToWhichaSetOfInherent
CharacteristicsFulfillRequirements.

ي
ه ةمدقم ةجيتن وأ ءادأك"مجم اهب
ي
ن
فت
ي

بلا ةجردلا ةعو
تابلطتملاب ةلصأتملا صئاصخلا نم.
Grade:ةبترلا
AsADesignIntentIsaCategoryAssignedTo
DeliverablesHavingTheSameFunctionalUse
ButDifferentTechnicalCharacteristics.
ةينكميمصت

هةئفةصصخمتاجرخملل


تلا اهلنسف
مادختسلاا


فيظولانكلوصئاصخةينقتةفلتخم.
عورشملا تابلطتم اهدنع ققحتي ىتلا لمعلا هدوج ةجرد يه
يئاهنلا جتنملا تافصاومو صئاصخ ةجرد

24. Knowledge AreasOverview
QualityManagement
Key Concepts For Project QualityManagement
Precession:تتشتلا ةجرد
Values of repeated measurements have littlescatter
تتشتلا نم ليلقلا اهيدل ةرركتملا تاسايقلا ميق.
.
Accuracy: هقدلا ةجرد
Values are very close to thetrue
ةقيقحلا نم ًادج ةبيرق ميقلا.
.

25. Knowledge AreasOverview
QualityManagement
Key Concepts For Project QualityManagement
Prevention Over Inspection:شيتفتلا ىلع ةياقولا:
Quality Must be Planned Very well, Prevention(keeping errors out of the process) and Inspection(keeping
errors out of the hands of thecustomer)
بجي ةياقولاو ، اًديج ةدوجلا طيطخت(ةيلمعلا نع ءاطخلأا داعبإ ) صحفلاو(ليمعلا يديأ نع ءاطخلأا داعبإ)
Gold Plating:بهذلا ءلاط:
Giving The Customer Or Client ExtrasWork. وأ ليمعلا ءاطعإ نوبزلاةيفاضإ لامعأ.
Continuous Improvement (Kaizen): رمتسملا نيسحتلا(نزياك:)
•The PDCA (plan-do-check-act) cycle is the basis for qualityimprovement.
• ةرودPDCA ( طيطختلا- ذيفنتلا- ققحتلا-لمعلا )ةدوجلا نيسحت ساسأ يه.
•Kaizen Japanese practices and methodologies based on allemployees
should continuous improvements even if afew..
ةليلق تناك ول ىتح ةرمتسم تانيسحت نيفظوملا عيمج ىلع ةمئاقلا ةينابايلا نزياك تايجهنمو تاسرامم نوكت نأ بجي.

26. Knowledge AreasOverview
QualityManagement
Key Concepts For Project QualityManagement
Cost OfConformance ةفلكتةقباطملا
•Qualitytraining يلاع بيردتةدوجلا
•Studiesتاساردلا
•Efforts to ensure everyone knowsthe
process to use to complete theirwork
دوهجلاعيمجلا ةفرعم نامضل ةلوذبملا
لامكلإ اهمادختسلا ةيلمعمهلمع
Cost OfNon-Conformanceةقباطملا مدع ةفلكت
•Rework ةداعإ لمعلا
•Scrap ةدرخ
•Warrantycosts فيلاكت نامضلا
•Lostbusiness عورشملا وا لمعلا دقف وا ةراسخ

27. Mutually Beneficial
Partnership WithSuppliers
CustomerSatisfaction
12
34
ManagementResponsibility
ContinualImprovement
Knowledge AreasOverview
QualityManagement ةدوج ةرادإ يف ةئشانلا تاسرامملاو تاهاجتلاا عورشملا
Trends And Emerging Practices In Project QualityManagement

28. Knowledge AreasOverview
QualityManagement
TailoringConsiderations
Because Each Project Is Unique, The Project Manager May Need To Tailor The Way That
Project Quality Management Processes AreApplied.
Policy Compliance AndAuditing
Standards And RegulatoryCompliance
Continuous Improvement
StakeholderEngagement

29. Knowledge AreasOverview
ResourceManagement
Resource ManagementOverview
ControlResources
DevelopTeam
ManageTeam
Planning
Plan ResourceManagement
Estimate ActivityResources
Executing
Mon. &Con.
AcquireResources
These Processes Help Ensure That The Right Resources Will BeAvailable
To The Project Manager And Project Team At The Right Time AndPlace.
يرفو عو
ر
شملا ريدمل ةبسانملا دراوملا رفوت نامض لىع تايلمعلا هذه دعاست عو
ر
شملا ق

ن
يبسانملا ناكملاو تقولا
ي
ن
ف
ProjectResourceManagementIncludesTheProcessesToIdentify,Acquire,And
ManageTheResourcesNeededForTheSuccessfulCompletionOfTheProject.
نمضتتةرادإدراومعورشملاتايلمعديدحتدراوملاةمزلالازاجنلإعورشملاحاجنبلوصحلاواهيلعاهترادإو.
Project
ResourceManagement Resource Management
Processes Content 6Processes

30. Knowledge AreasOverview
ResourceManagement
Key Concepts For Project ResourceManagement
•TheProjectManagerShouldInvestSuitableEffortInAcquiring,Managing,Motivating,
And Empowering The ProjectTeam. قيرف لىع لوصحلا
ي
ن
ف بسانملا دهجلا رامثتسا عو
ر
شملا ريدم لىع بجي
هنيكمتو ه
ن
يفحتو هترادإو عو
ر
شملا.
•The Involvement Of All Team Members In Project Planning And Decision Making Is Beneficial.
•ديفم رمأ رارقلا ذاختاو عو
ر
شملا طيطخت
ي
ن
ف قيرفلا ءاضعأ عيمج ةكراشم.
•The Project Manager Is Responsible For The TeamFormation As AnEffectiveGroup.
• ريدم نع لوؤسم عو
ر
شملاةلاعف ةعومجمك قيرفلا ليكشت.
The Project Manager Should Be AwareOf:
ي
لىي امب ةيارد لىع عو
ر
شملا ريدم نوكي نأ بجي:
•TeamEnvironment
•Geographical Locations Of TeamMembers
•Communications AmongStakeholders
•Internal And ExternalPolitics
•CulturalIssues
•ةئيبقيرفلا
•عقاوملاةيفارغجلاءاضعلأيرفلاق
•لصاوتلانيبباحصأةحلصملا
•ةسايسلاةيلخادلاةيجراخلاو
•اياضقلاةيفاقثلا

31. Knowledge AreasOverview
ResourceManagement
Key Concepts For Project ResourceManagement
•ResourceManagementIsConcentratedIn
AllocatingAndUsingThePhysicalResources
(Material, Equipment, AndManpower).
•OrganizationsShouldHaveDatabaseOn Resource Demands
(Now And In TheReasonableFuture
ةيداملا دراوملا مادختساو صيصخت
ي
ن
ف دراوملا ةرادإ زك

يت(قلاو تادعملاو داوملا ىو
ةلماعلا.)
دراوملا لىع بلطلا لوح تانايب ةدعاق تامظنملا ىدل نوكي نأ بجي(ملا
ي
ن
فو ن�ا لبقتس
لوقعملا

32. Knowledge AreasOverview
Tailoring
Considerations
Life cycle approaches
ةايحلا ةرود بيلاسا
Physicallocation
يفارغجلا عقوملا
Acquisition of team members
قيرفلا ءاضعا عيمجت
Industry-specificresources
لامعلاا عاطقب ةصاخلا داوملا
Management ofteam
قيرفلا ةرادإ
RecourseManagement
TailoringConsiderations
Diversity
عونتلا

33. Knowledge AreasOverview
ResourceManagement
Considerations For Agile/AdaptiveEnvironments
CollaborationisIntendedtoBoostProductivity
and Facilitate Innovative Problem Solving. Collaborative
Teams May Facilitate Accelerated Integration Of Distinct
Work Activities, Improve Communication, Increase
Knowledge Sharing, And Provide Flexibility Of Work
Assignments In Addition To OtherAdvantages.
ةيجاتنلإا زيزعت لىإ فدهي نواعتلا
ةركتبملا لكاشملا لح ليهستو . لإا ةينواعتلا قرفلا شيت دقو
ي
ن
ف عاسر
لا لدابت ةدايزو ،لاصتلاا
ن
يسحتو ،ة
ن
يمتملا لمعلا ةطشنأ لماكت ،فراعم
ىرخأ ايازم لىإ ةفاضلإاب لمعلا ماهم
ي
ن
ف ةنورملا يفوتو.

34. Lecture 9Agenda
KNOWLEDGE AREAOVERVIEW
ProjectCommunicationsManagement –ProjectRiskManagement
Overview
KeyConcepts
Trends and Emerging Practices
Tailoring Considerations
Considerations ForAgile/Adaptive
Environments

35. Knowledge AreasOverview
MonitorCommunications
Planning
PlanCommunications
Management
Executing
Mon. &Con.
ManageCommunications
CommunicationsManagement
Communications ManagementOverview
ProjectCommunicationsManagementIncludesTheProcesses
NecessaryToEnsureThatTheInformationNeedsOfTheProjectAndIts
StakeholdersAreMetThroughDevelopmentOfArtifactsAnd
ImplementationOfActivitiesDesignedToAchieveEffectiveInformation
Exchange.
لمشتةرادإ تلااصتاعو
ر
شملاتايلمعلاةمزلالانامضلةيبلتتاجايتحاتامولعملاعو
ر
شملل
باحصأوةحلصملانمللاخ ريوطتعطقلاةيرث�ا ذيفنتوةطشن�اةممصملاقحتلقي
لدابتلالاعفلاتامولعملل.
Project
Communications
Management
CommunicationsManagement
Processes Content 3Processes
ProjectComm.Management
Consists Of TwoParts.
1.developingastrategytoensure
communication is effective forstakeholders.
2.carryingouttheactivitiesnecessaryto
implement the communicationstrategy.
تلااصتلاا ةرادإ ىلع ةماع ةرظن
عضوةيجيتارتسانامضلةيلاعفلصاوتلاباحصلأصملاةحل.
مايقلاةطشنلأابةمزلالاذيفنتلةيجيتارتسالاصتلاا.

36. Knowledge AreasOverview
CommunicationsManagement تلااصتلإا ةرادلإ ةيساسلأا ميهافملا
Key Concepts For Project CommunicationsManagement
The Project Manager Spend 90%From His Time InCommunication.
عو
ر
شملا ريدم
ي
ن
ضقي90لصاوتلا
ي
ن
ف هتقو نم ٪.
The Mechanisms By Which Information IsExchanged
WrittenForm
Spoken
ThroughMedia
ThroughGestures ةراشلاا
Communication Activities Have ManyDimensions
Internal OrExternal
Verbal OrNonverbal
Formal OrInformal
Communication within a project can manifest in
various forms and types depending on the
situation, context, goal, and factors. For
instance, no matter what type of project you’re
managing, you’ll always need to use formal and
informalcommunication.
ةفلتخم عاونأو لاكشأب عورشملا لخاد لصاوتلا رهظي نأ نكمي
لماوعلاو فدهلاو قايسلاو فقوملا ىلع ادامتعا .ملا ليبس ىلع لاث
لإ امئاد جاتحتس ، هريدت يذلا عورشملا عون نع رظنلا ضغب ، ى
يمسرلا ريغو يمسرلا لصاوتلا مادختسا.
لماوعلاو فدهلاو قايسلاو فقوملا ىلع اًدامتعا ةفلتخم عاونأو لاكشأب عورشملا لخاد لاصتلاا رهظي نأ نكمي .ا ليبس ىلع ، لاثمل
يمسر ريغو يمسر لاصتا مادختسا ىلإ اًمئاد جاتحتس ، هريدت يذلا عورشملا عون نع رظنلا ضغب.

37. Knowledge AreasOverview
CommunicationsManagement تلااصتلإا ةرادلإ ةيساسلأا ميهافملا
Key Concepts For Project CommunicationsManagement
WrittenForm
Spoken
Verbal communication refers to the use of language and words whether written or spoken,
while nonverbal communication refers to communication using body language, gestures,
facial expressions, voice tone or volume, personal space, eye contact, touch, appearance, etc.
ThroughGestures ةراشلا
ب لصاوتلا ىلإ يظفللا ريغ لاصتلاا ريشي امنيب ، ةقوطنم وأ ةبوتكم تناك ءاوس تاملكلاو ةغللا مادختسا ىلإ يظفللا لاصتلاا ريشيل مادختسا ةغ
كلذ ىلإ امو رهظملاو سمللاو يرصبلا لصاوتلاو ةيصخشلا ةحاسملاو مجحلا وأ توصلا ةمغنو هجولا تاريبعتو تاءاميلإاو دسجلا.
Written communication is commonly preferred to exchange formal or detailed information such as
decisions, deadlines, procedures, etc. to provide clarity and reduce or avoid misunderstanding.
فوتل كلذ ىلإ امو تاءارجلإاو ةيئاهنلا ديعاوملاو تارارقلا لثم ةيليصفتلا وأ ةيمسرلا تامولعملا لدابتل ًةداع يباتكلا لاصتلاا لضفُي ريا ليلقتو حوضول
هبنجت وأ مهفلا ءوس.
In order to be efficient, written communication should respect the 5 Cs technique: Correct grammar and
spelling, Concise expression and elimination of excess words, Clear purpose and expression directed
to the needs of the reader,Coherent, logical flow of ideas, and Controlled flow of words and ideas.
بولسأ مرتحي نأ بجي ، ًلااعف يباتكلا لصاوتلا نوكي نأ لجأ نم5C : ، ةدئازلا تاملكلا ىلع ءاضقلاو زجوملا ريبعتلاو ، ءاجهلاو ةحيحصلا دعاوقلا
راكفلأاو تاملكلا هيف مكحتملا قفدتلاو ، راكفلأل قستملاو يقطنملا قفدتلاو ، ئراقلا تاجايتحلا هجوملا ريبعتلاو حضاولا ضرغلاو.

38. Knowledge AreasOverview
CommunicationsManagement
Key Concepts For Project CommunicationsManagement
Misunderstandings can be reduced but not eliminated throughusing
writtencommunications.
ةبوتكملا تلااصتلاا مادختسا للاخ نم هيلع ءاضقلا نكمي لا نكلو مهفلا ءوس نم دحلا نكمي.
Correct Grammar AndSpelling ءلاملإاو وحنلا حيحصت
Concise Expression And Elimination Of ExcessWords
Clear Purpose And Expression Directed To The Needs Of TheReader
Coherent Logical Flow OfIdeas
Controlling Flow Of Words AndIdeas
(Listening Actively -Awareness Of Cultural And PersonalDifferences)
راكف�او تاملكلا قفدت
ي
ن
ف مكحتلا( طاشنب عامتسلاا-خشلاو ةيفاقثلا تافلاتخلااب
ي
عولاةيص)
ةدئازلا تاملكلا ىلع ءاضقلاو زجوملا ريبعتلا
راكفلأل كسامتملا يقطنملا قفدتلا

39. Knowledge AreasOverview
CommunicationsManagement
Trends And Emerging Practices In Project CommunicationsManagement
Inclusion of stakeholders inproject
reviews
عورشملا ةعجارم يف نيينعملا ةكراشم
Inclusion of stakeholders inproject
meetings
عورشملا لخاد تاعامتجلاا ىف نيينعملا كارشإ
Increased use of socialcomputing
يللاا بساحلا مادختسإ ةدايز
Multifaceted approachesto
communication
فئاظولا ةددعتم لصاوتلا بيلاسا

40. Knowledge AreasOverview
CommunicationsManagement
TailoringConsiderations
Because Each Project Is Unique, The Project Manager May Need To Tailor The Way That
Project Communication Management Processes AreApplied.
Stakeholders
PhysicalLocation
CommunicationsTechnology
Language
KnowledgeManagement

41. Knowledge AreasOverview
CommunicationsManagement
Considerations For Agile/AdaptiveEnvironments
•Project Environments Subject To Various Elements Of Ambiguity
And Change Have An Inherent Need To CommunicateEvolving
And Emerging Details More Frequently AndQuickly.
ةجاح اهل ييغتلاو ضومغلا نم ةفلتخم صرانعل عضخت
ي

بلا عو
ر
شملا تائيب
ع يسرو رركتم لكشب ةئشانلاو ةئشانلا ليصافتلا عم لصاوتلل ةلصأتم.
•ThisMotivatesStreamliningTeamMemberAccessToInformation,
FrequentTeamCheckpoints,AndCollocatingTeamMembersAs
MuchAsPossible.
• اذه زفحيلىعطيسبتلوصوءاضعأقيرفلالىإتامولعملا،طاقنوشيتفتلا
ةرركتملاقيرفلل،عيمجتوءاضعأقيرفلا ردقناكملإا.
•InAddition,PostingProjectArtifactsInATransparentFashion,
AndHoldingRegularStakeholderReviewsAreIntendedTo
PromoteCommunicationWithManagementandStakeholders.
لامع�ا
ر
شن نإف ، كلذ لىإ ةفاضلإابةينفلا- تادنتسملا ةقيرطب عو
ر
شملاب ةصاخلا
عم لصاوتلا زيزعت لىإ فدهت ةحلصملا باحص� ةمظتنم تاعجارم ءارجإو ، ةفافش
ةحلصملا باحصأو ةرادلإا.

42. Perform QualitativeRisk
Analysis
Perform Quantitative Risk
Analysis
Plan RiskResponses
Implement RiskResponses
Plan RiskManagement
IdentifyRisks
Knowledge AreasOverview
RiskManagement
Risk ManagementOverview رطاخملا ةرادإ لىع ةماع ةرظن
MonitorRisks
Planning
Executing
Mon. &Con.
ProjectRiskManagementIncludesTheProcessesOfConductingRisk
ManagementPlanning,Identification,Analysis,ResponsePlanning,
ResponseImplementation,AndMonitoringRiskOnAProject.
لمشتةرادإ رطاخمعو
ر
شملاتايلمعءارجإطيطختةرادإ رطاخملا اهديدحتولحتو اهلي
طيطختوةباجتسلاا ذيفنتوةباجتسلااةبقارمو رطاخملا
ي
ن
فعو
ر
شملا.
Project
RiskManagement
Risk ManagementProcesses
Content 7Processes

43. Knowledge AreasOverview
RiskManagement
Key Concepts For Project RiskManagement
•Project Risk IsAn Uncertain Event Or Condition That, If It Occurs, Hasa Positive OraNegativeEffectOn
AProject’sObjectives,”ProjectObjectivesIncludeScope,Schedule,Cost, And Quality.

ي ئاجيإ يثأت اهل ، تثدح اذإ ، ةدكؤم يغ ةلاح وأ ثدح
ي
ه عو
ر
شملا رطاخم يثأتلا وأ ، عو
ر
شملا فادهأ لىع
ي بلسلا"دهأ لمشت عو
ر
شملا فا
ةدوجلاو ةفلكتلاو
ي
ن
بمزلا لودجلاو قاطنلا.
•TheObjectivesOfProjectRiskManagementAreToIncreaseTheProbabilityAnd/OrImpactOfPositive
RisksAndToDecreaseTheProbabilityAnd/OrImpactOfNegativeRisks,InOrderToOptimizeThe
ChancesOfProjectSuccess.
• و ةيلامتحا ةدايز
ي
ن
ف عو
ر
شملا رطاخم ةرادإ فادهأ لثمتت / و ةيلامتحا ليلقتو ةيباجيلإا رطاخملا يثأت وأ /سلا رطاخملا يثأت وأ لجأ نم ، ةيبل
عو
ر
شملا حاجن صرف
ن
يسحت
•ProjectRiskManagementIsNotAnOptionalActivity,ItIsEssentialToSuccessfulProjectManagement.
•InTheEarlyStagesOfaProject,TheLevelOfRiskExposureIsatItsMaximumButInformationOnThe
ProjectRisksIsataMinimum.
•ةرادإرطاخمعورشملاتسيلاطاشنايرايتخا،يهفةيرورضةرادلإعيراشملاةحجانلا.
•يفلحارملاةركبملانمعورشملا،نوكيىوتسمضرعتلارطاخملليفهدحىصقلأانكلوتامولعملاةقلعتملارطاخمبعورشملانوكتدنعدحلالأاىند

44. Knowledge AreasOverview
RiskManagement
Key Concepts For Project RiskManagement
Risks
Types
Negative
Risks
Positive
Risks
Lead toThreats
Lead toOpportunities

45. Knowledge AreasOverview
RiskManagement
Key Concepts For Project RiskManagement
Risks Types In termsof
Influence
IndividualRisks
Overall ProjectRisk
IndividualRisks:AreSpecificEventsor
Conditions May Positively or negativelyaffectone
or More of The ProjectObjectives.
ةيدرفلا رطاخملا :كشب رثؤت دق ةنيعم فورظ وأ ثادحأ
ي
ه ل
عو
ر
شملا فادهأ نم
ر
يكأ وأ دحاو لىع
ي بلس وأ
ي ئاجيإ.
Overall Project Risk: Represents TheEffect Of
Uncertainty On The Project As aWhole.
عو
ر
شملل ةيلامجلإا رطاخملا :قيلا مدع يثأت لثمت لىع
ن
ي
لكك عو
ر
شملا.

46. Knowledge AreasOverview
RiskManagement
Key Concepts For Project RiskManagement
The Difference Between Risk andIssue
RiskIssue

47. Knowledge AreasOverview
RiskManagement
Key Concepts For Project RiskManagement
Stakeholder Risk AttitudesClassification
RiskSeeker:ةرطاخملا نع ثحابلا:
Stakeholders Are Risk Seeking InNature.
باحصأهتعيبطب رطاخملا نع نوثحبي ةحلصملام.
RiskAverse:رطاخملا بنجت:
Stakeholders Who Does Not TakeRisks
باحصأنورطاخي لا نيذلا ةحلصملا
RiskNeutral:
BalancedStakeholdersAreNeitherRisk
Averse Nor RiskSeeking.

48. Knowledge AreasOverview
RiskManagement
Trends And Emerging Practices In Project RiskManagement
Non-eventRisks
ثادحلأا ىلع ةمئاقلا ريغ رطاخملا
ProjectResilience
رطاخملا عم لماعتلا ىف عورشملا ةنورم
Integrated RiskManagement
لماكتم لكشب رطاخملا ةرادإ

49. ProjectSize
ProjectComplexity
ProjectImportance
01
02
03
Knowledge AreasOverview
RiskManagement
TailoringConsiderations
DevelopmentApproach
04

50. Knowledge AreasOverview
RiskManagement
Considerations For Agile/AdaptiveEnvironments
High-variabilityEnvironments,ByDefinition,IncurMoreUncertainty
AndRisk.ToAddressThis,ProjectsManagedUsingAdaptive
ApproachesMakeUseOfFrequentReviewsOfIncrementalWork
ProductsAndCross-functionalProjectTeamsToAccelerate
KnowledgeSharingAndEnsureThatRiskIsUnderstoodAnd
Managed.RiskIsConsideredWhenSelectingTheContentOfEach
Iteration,AndRisksWillAlsoBeIdentified,Analyzed,AndManaged
DuringEachIteration.

ن
يقيلا مدع نم ديزملا لمحت ، فيرعتلا بسح ، نيابتلا ةيلاع تائيبلا
رطاخملاو . مادختساب اهترادإ متت
ي

بلا ع يراشملا ديفتست ، رم�ا اذه ةجلاعمل
ع يراشملا قرفو ةيفاضلإا لمعلا تاجتنمل ةرركتملا تاعجارملا نم
ي
ن
فيكت جهن
اهترادإو رطاخملا مهف نامضو ةفرعملا لدابت ع يشتل فئاظولا ةددعتم . متي
ديدحت متيس امك ، راركت لك ىوتحم رايتخا دنع رابتعلاا
ي
ن
ف رطاخملا عضو
راركت لك للاخ اهترادإو اهليلحتو رطاخملا.

51. Lecture 10Agenda
KNOWLEDGE AREAOVERVIEW
ProjectProcurementManagement –ProjectStakeholdersManagement
Overview
KeyConcepts
Trends and Emerging Practices
Tailoring Considerations
Considerations ForAgile/Adaptive
Environments

52. Knowledge AreasOverview
ControlProcurements
Planning
PlanProcurement
Management
Executing
Mon. &Con.
ConductProcurements
Project
ProcurementManagement
Procurement Management
Processes Content 3Processes
ProcurementManagement
Procurement ManagementDefinitionتاي

يشملا ةرادإ فيرعت
ProjectProcurementManagementIncludesTheProcessesNecessary
ToPurchaseorAcquireProducts,Services,OrResults Needed
From Outside The ProjectTeam.
ملا لىع لوصحلا وأ ءا
ر
شل ةمزلالا تايلمعلا عو
ر
شملا تاي

يشم ةرادإ نمضتت وأ تاجتن
عو
ر
شملا قيرف جراخ نم ةبولطملا جئاتنلا وأ تامدخلا
Project Procurement ManagementIncludes
TheManagementandControlProcesses
Requiredtodevelopand
agreementssuchasContracts,
administer
Purchase
orders.

53. ProcurementManagement
Key Concepts For Project ProcurementManagement
•Theprojectmanagerdoesnothavetobeatrainedexpertinprocurementmanagementlawsandregulationsbut
shouldbefamiliarenoughwiththeprocurementprocesstomakeintelligentdecisionsregardingcontractsand
contractualrelationships.
• لابجينأنوكي ريدمعو
ر
شملا ا يبخ ابردم
ي
ن
ف
ن
يناوقحئاولوةرادإتاي

يشملانكلوبجينأنوكيلىعةياردةيفاكةيلمعبلاءا
ر
ش ذاختلاتارارق
ةيكذ اميفقلعتي دوقعلابتاقلاعلاوةيدقاعتلا.
•Theprojectmanageristypicallynotauthorizedtosignlegalagreementsbinding
theorganization;thisisreservedforthosewhohavetheauthoritytodoso.
•ةمظنملل ةمزلم ةينوناق تايقافتا عيقوتب لاوخم عو
ر
شملا ريدم نوكي لا ةداع .ه اذ
كلذب مايقلل ةطلسلا مهيدل نيذلا كئلولأ صصخم.
•TheProjectProcurementManagementprocessesinvolveagreementsthatdescribe
therelationshipbetweentwoparties—a buyer andaseller.
( Owner –Customer -Client …)
( Sub-contractors –Vendors –Suppliers …)
نيفرط نيب ةقلاعلا فصت تايقافتا عورشملا تايرتشم ةرادإ تايلمع نمضتت-عئابلاو يرتشملا. ( كلاملا– ليمعلا– ليمعلا)...
( نطابلا نم نولواقم– نوعئاب– نودروم)...

54. Knowledge AreasOverview
ProcurementManagement
Key Concepts For Project ProcurementManagement
•Thecontractingapproachandthecontractitselfshouldreflectthesimplicityor
complexityofthedeliverablesorrequiredeffortandshouldbewrittenina
mannerthatcomplieswithlocal,national,andinternationallawsregarding
contracts. بجينأسكعيجهن دقاعتلا دقعلاوهسفنةطاسب وأ ديقعتجئاتنلا وأدهجلابولطملا
بجيو امهتباتكةقيرطبقفاوتتعم
ن
يناوقلاةيلحملاةينطولاوةيلودلاوةقلعتملادوقعلاب.
•Dependingontheapplicationarea,anagreementcanbeacontract,anSLA,
an understanding, an MOA, or a purchaseorder.
•Service level agreements (SLA) ةمدخلا يوتسمو هجرد ديدحتل ةيقافتا
•Memoranda of Agreements (MOA)مهافت ةركذم

55. Knowledge AreasOverview
ProcurementManagement
Key Concepts For Project ProcurementManagement
Project Manager Roles In ProcurementManagement
ةرادإ
ي
ن
ف عو
ر
شملا ريدم راودأتاي

يشملا
•Involved In Contract NegotiationAnd Be Ready To Answer BidQuestions.
•ءاطعلا ةلئسأ لىع ةباجلإل دادعتسلااو دوقعلا لىع ضوافتلا
ي
ن
ف ةكراشملا.
•ReviewAllContractContainsAndEnsureThatContainsAccordingTo
Product Scope And ProjectRequirements.
عو
ر
شملا تابلطتمو جتنملا قاطنل اقفو هئاوتحا نم دكأتلاو دقعلا تايوتحم عيمج ةعجارم.
•Reduce RisksAs Much As Possible By SelectingContract.
•دقعلا رايتخا قيرط نع ناكملإا ردق رطاخملا ليلقت.
•Should Understand Legal TermsAnd Provide Help To ProcurementManager.
•تاي

يشملا ريدمل ةدعاسملا ميدقتو ةينوناقلا تاحلطصملا مهف بجي.

56. Knowledge AreasOverview
ProcurementManagement
Trends And Emerging Practices In Project ProcurementManagement
Advances intools
تايرتشملاب ةصاخلا تاودلإا مادختسإ ىف روطتلا
More advanced riskmanagement
روطت رثكا ةقيرطب رطاخملا ةرادإ
Changing contractingprocesses
ةيدقاعتلا بناوجلا ىف تارييغتلا
Logistics and supply chainmanagement
دادملإا لسلاسو ةيتسجوللا ةرادلإا
Technology and stakeholderrelations
نيينعملاب اهتقلاعو ايجولونكتلا مادختسإ
Trialengagements
ةيئدبملا تاطابترلااو تاقافتلاا

57. Governance andregulatory
environment
Availability of contractors
Complexity ofprocurement
Knowledge AreasOverview
ProcurementManagement
TailoringConsiderations
BecauseEachProjectIsUnique,TheProjectManagerMayNeedToTailorTheWayThatProjectProcurementManagement
Processes AreApplied.
PhysicalLocation
تايرتشملا ةيلمع ديقعت ةجرد
يفارغجلا عقوملا ةاعارم
ةيميظنتلا ةئيبلا تارابتعاو ةمكوحلا ةيلمع
نيلواقملا رفُوت يدم

58. Knowledge AreasOverview
ProcurementManagement
Considerations For Agile/AdaptiveEnvironments
Largerprojectsmayuseanadaptiveapproachforsomedeliverablesandamorestable
approachforotherparts.Inthesecases,agoverningagreementsuchasamasterservices
agreement(MSA)maybeusedfortheoverallengagement,withtheadaptiveworkbeing
placedinanappendixorsupplement.Thisallowschangestooccurontheadaptivescope
withoutimpactingtheoverallcontract.
دقمدختستع يراشملا يك�ا اجهن ايفيكتضعبلتاجرخملا اجهنو
ر
يكأ ارارقتساءازجلألىرخ�ا.
ي
ن
فهذه تلااحلا
،نكميمادختساةيقافتاةمكاحلثمةيقافتاتامدخلاةيسيئرلا(MSA)ةكراشمللةلماشلا،عمعضولمعلا

ي
ن
فيكتلا
ي
ن
فقحلم وأقحلم.حمسي اذهءارجإبتا ييغتلىعقاطنلا
ي
ن
فيكتلانود يثأتلالىعا دقعل
ي
لىامجلإا.

59. Knowledge AreasOverview
StakeholderManagement
Communications
Management
Information
Relations
Stakeholders
Management

60. Knowledge AreasOverview
StakeholderManagement
AStakeholderIsAnIndividual,Group,OrOrganizationThatMayAffect,
BeAffectedBy,OrPerceiveItselfToBeAffectedByaDecision,Activity,
OrOutcomeOfAProject,MayBeInternalOrExternalMayHavea
PositiveOrNegativeImpactOnTheProject.
StakeholderDefinitionProjectManager
ProjectTeam
Sponsor -Customers
Sub-contractor
GoverningBodies
تم اهسفن ربتعت وأ رثأتت وأ رثؤت دق ةمظنم وأ ةعومجم وأ اًدرف ةحلصملا باحصأ نوكي ةرثأ
ورشملا ىلع يبلس وأ يباجيإ ريثأت اهل نوكي دقو ،ام عورشمل ةجيتن وأ طاشن وأ رارقب ع

61. ManageStakeholder
Engagement
IdentifyStakeholders
PlanStakeholder
Engagement
Knowledge AreasOverview
StakeholderManagement
Stakeholder ManagementDefinition
MonitorStakeholder
Engagement
Planning
Executing
Mon. &Con.
ProjectStakeholderManagementincludestheprocessesrequiredtoidentifythe
people,groups,ororganizationsthatcouldimpactorbeimpactedbythe
project,toanalyzestakeholderexpectationsandtheirimpactontheproject,and
todevelopappropriatemanagementstrategiesforeffectivelyengaging
stakeholdersinprojectdecisionsandexecution.
نمضتتةرادإباحصأةحلصملا
ي
ن
فعو
ر
شملاتايلمعلاةبولطملا ديدحتلصاخش�ا وأتاعومجملا وأاتامظنمل

ي

بلانكمينأ رثؤت وأ رثأتتعو
ر
شملاب،ليلحتلتاعقوتباحصأةحلصملامه يثأتولىع
ر
شملاعو، ريوطتو
تايجيتا

يساةرادلإاةبسانملاكا
ر
سرلإباحصأةحلصملالكشبلاعف
ي
ن
فتارارقعو
ر
شملاذيفنتوه.
Project
StakeholderManagement
StakeholderManagement
Processes Content 4Processes
Initiating

62. StakeholderManagement
Key Concepts For Project StakeholderManagement
•ProjectStakeholderManagementsupporttheworkoftheprojectteamtoanalyzestakeholder
expectations,assessthedegreetowhichtheyimpactorareimpactedbytheproject,anddevelop
strategiestoeffectivelyengagestakeholdersinsupportofprojectdecisionsandtheplanningandexecution
oftheworkoftheproject.
•معدتةرادإباحصأةحلصملا
ي
ن
فعو
ر
شملالمعقيرفعو
ر
شملاليلحتلتاعقوتباحصأةحلصملا،مييقتوةجردمه يثأت وأهرثأتمعو
ر
شملاب،
عضووتايجيتا

يساكا
ر
سرلإباحصأةحلصملالكشبلاعف
ي
ن
فمعدتارارقعو
ر
شملاطيطختو ذيفنتولمععو
ر
شملا.
•Academicresearchandanalysesofhigh-profileprojectdisastershighlighttheimportanceofa
structured approach to the identification, prioritization, and engagement of allstakeholders.
ا باحصأ عيمج ديدحتل مظنملا جهنلا ةيمهأ لىع ءوضلا ةزرابلا ع يراشملا ثراوكل ةيميداك�ا تلايلحتلاو ثوحبلا طلست ةحلصمل
مهكا
ر
سرإو مهتايولوأ ديدحتو.
•Stakeholdersatisfactionshouldbeidentifiedandmanagedasaprojectobjective.
Thekeytoeffectivestakeholderengagementisafocusoncontinuous
communicationwithallstakeholders.
•عو
ر
شملل فدهك هترادإو ةحلصملا باحصأ اضر ديدحت بجي .ص� ةلاعفلا ةكراشملا حاتفم باح
ةحلصملا باحصأ عيمج عم رمتسملا لصاوتلا لىع
ن
يك

يلا وه ةحلصملا.

63. StakeholderManagement
Key Concepts For Project StakeholderManagement
•TheProcessOfIdentifyingAndEngagingStakeholdersForTheBenefitOfTheProjectIsIterative.The
ActivitiesOfIdentification,Prioritization,AndEngagementShouldBeReviewedAndUpdatedRoutinely,
AndAtLeastAtTheFollowingTimesWhen:
• ةيراركت ةيلمع
ي
ه عو
ر
شملا حلاصل ةحلصملا باحصأ كا
ر
سرإو ديدحت ةيلمع . تايولو�ا ديدحتو ديدحتلا ةطشنأ ةعجارم بجي
امدنع ةيلاتلا تاقو�ا
ي
ن
ف لق�ا لىعو ،
ي
ن
بيتور لكشب اهثيدحتو ةكراشملاو:
Through differentphases1
Stakeholders involved2
Current stakeholders areno
longerinvolved
2.1
New stakeholdersbecome
members of theproject’s
2.2
Changes in theorg.3

64. Identifying allstakeholders
Knowledge AreasOverview
StakeholderManagement
Trends And Emerging Practices In Project StakeholderManagement
مهنم ءزج سيلو نيينعملا ةفاك ديدحت
Team Membersinvolved
ةطشنا ىف عورشملا قيرف ةكراشم نم دكاتلا
نيينعملا ةكراشم
Reviewing the stakeholderregularly
ةيرود ةروصب نيينعملا ةلاح ةعجارم
Consulting withStakeholders
نيرثؤملا نيينعملا عم رواشتلا
Capturing the value of effectivestakeholder
نيينعملل ةلاعفلا ةكراشملا ىلع ظافحلا

65. Diversity
Communication
Complexity
01
02
03
StakeholderDiversity
نيينعملا عونت
Complexity OfStakeholder
Relationships
نيينعملا نيب تاقلاعلا ديقعت ةجرد
CommunicationTechnology
تلااصتلإا ايجولونكت مادختسإ
Knowledge AreasOverview
StakeholderManagement
TailoringConsiderations
BecauseEachProjectIsUnique,TheProjectManagerMayNeedToTailorTheWayThatProjectStakeholder
Management Processes AreApplied.

66. Knowledge AreasOverview
PMBOK 6
th
STRUCTURE
•Project Management Knowledge Areas ( 10 KnowledgeAreas)
•Project Management Process Groups ( 5 Process GroupsWith
49 Process)
( 10 KnowledgeAreas)
(5 Process Groups)
Page No.25
Lecture11 PM PROCESSGROUPS

67. Initiating (2Processes) 13%
PROJECT MANAGEMENT PROCESSGROUPS
Introduction
ProcessGroupNo.1
(Initiating ProcessGroup)

68. Lecture 11Agenda
PROJECT MANAGEMENT PROCESSGROUPS
INITIATING PROCESSGROUP
Introduction
Initiating Process Group Processes (2Process)
1.Develop ProjectCharter
2.IdentifyStakeholders
(Process Definition, Key Benefits andITTOs)

69. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Figure 2-1. Project Boundaries Page562
•BusinessCase
•Benefits ManagementPlan
مربق ام ةلحا لبلءد
ةساردلا ةلحرم
مارحا لشملعور
مر ةلحإختسا مادشملعور
مر ةلحايغشتلاو لةنايصل

70. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Initiating Process GroupCharacteristics
•The Initiating Process GroupConsists OfThoseProcesses
Performed To Define A New Project Or A New Phase.
ةلحرم وأ ديدج عو
ر
شم ديدحتل اهذيفنت متي
ي

بلا تايلمعلا كلت نم ءدبلا ةيلمع ةعومجم نوكتتةديدج
•TheInitialScopeIsDefinedAndInitialFinancialResourcesAre
Committed. Internal And External Stakeholders Defined.
ةيلو�ا ةيلاملا دراوملاب ما
ن
يللااو
ي
لىو�ا قاطنلا ديدحت مت .
ن
ييجراخلاو
ن
ييلخادلا ةحلصملا باحصأ ديدحت.
•The Project Manager Will Be Selected, If Not AlreadyAssigned.
•In Initiating Process Group We Product 2 Important Document, The Project Charter And
StakeholderRegister. جتنن ، ةيلمعلا ةعومجم ءدب
ي
ن
ف2ةحلصملا باحصأ لجسو عو
ر
شملا قاثيم ، ةمهم ةقيثو.
•WhenTheProjectCharterIsApproved,TheProjectBecomesOfficiallyAuthorized.
ا
ً
يمسر دمتعم عو
ر
شملا حبصي ، عو
ر
شملا قاثيم لىع ةقفاوملا متت امدنع.

71. In Page No. 25 PMBOK6
th
We Find In Initiating Process Group Have 2Processes
Develop Project Charter In (IntegrationManagement)
Identify Stakeholders In (StakeholderManagement)
PageNo.
PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup

72. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop Project Charter (Definition & KeyBenefits) عو
ر
شملا قاثيم ريوطت(ةيسيئرلا ايازملاو فيرعتلا)
Definition
IsTheProcessOfDevelopingADocumentThatFormallyAuthorizesThe
ExistenceOfAProjectAndProvidesTheProjectManagerWithTheAuthorityTo
ApplyOrganizationalResourcesToProjectActivities.
ي
هةيلمع ريوطتةقيثوحمست
ايمسر دوجوبعو
ر
شمحنمتو ريدمعو
ر
شملاةطلسقيبطت دراوملاةيميظنتلالىعةطشنأعو
ر
شملا
KeyBenefits
TheKeyBenefitsOfThisProcessAreThatItProvidesADirectLinkBetween
TheProjectAndTheStrategicObjectivesOfTheOrganization,CreatesA
FormalRecordOfTheProject,AndShowsTheOrganizationalCommitment
ToTheProject. لثمتت دئاوفلاةيسيئرلاهذهلةيلمعلا
ي
ن
ف اهنأ رفوت ا
ً
طبار ا
ًر
سرابم
ن
يبعو
ر
شملا
فاده�اوةيجيتا

يسلإاةمظنملل،ءاشنإولجس
ي
مسرعو
ر
شملل، راهظإوما
ن
يللاا
ي
ميظنتلاعو
ر
شملاب.

73. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop Project Charter (Inputs, Outputs, Tools &Tech.)
Tools &Tech.Inputs Outputs
1.Businessdocuments
•Businesscase
•Benefits
managementplan
2.Agreements
3.EEF
4.OPA
1.Expertjudgment
2.Datagathering
•Brainstorming
•Focusgroups
•Interviews
3.Interpersonal andteam
skills
•Conflictmanagement
•Facilitation
•Meeting
management
4.Meetings
1.Projectcharter
2.Assumptionlog

74. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop ProjectCharter
Inputs
BUSINESSDOCUMENTS
Content(Thebusinesscaseandthebenefitsmanagementplan)therearesourcesofinformation
abouttheproject´sobjectivesandhowtheprojectwillcontributetothebusinessgoals,Business
casecontent(Businessneed–CostBenefitAnalysis),theBusinesscasecanbe(MarketDemand
-OrganizationalNeedCustomerRequest-TechnologicalAdvance-LegalRequirement-
SocialNeed…)
ىوتحملا(ةساردىودجلاةطخوةرادإدئاوفلا)كانهرداصمتامولعملللوحفادهأعورشملافيكومهاسيسعورشملايففادهألمعلا،
ىوتحموةلاحلمعلا(ةجاحلمعلا-ليلحتةفلكتلاايازملاو)،نكمينأنوكتةساردىودجلا(بلطقوسلا-ةجاحلاةيميظنتلابلطليمعلا
-مدقتلايجولونكتلا-تابلطتملاةينوناقلا-ةجاحلاةيعامتجلاا...)
Agreements
Formofinitialcontracts,memorandumsofunderstanding(MOUs) تاركذم
مهافتلا,servicelevel agreements (SLA), used when a project is beingperformed.
مهافتلا تاركذم ، ةيلولأا دوقعلا لكش(MOUs) ةمدخلا ىوتسم تايقافتا ، مهافتلا تاركذم(SLA) ،
عو
ر
شملا ذيفنت دنع ةمدختسملا.

75. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop ProjectCharter
TheProjectManagerMustMonitoringTheProjectBusiness
CaseConstantly,IfAProjectCaseHaveDeviationOrVarianceFromThe
ProjectBusinessCaseHeMustBeAnTerminateTheProjectImmediately.
بجينأبقاريريدمعورشملاةلاحلمععورشملارارمتساب،اذإتناكةلاحعورشملااهبفارحناوأ
نيابتنعةلاحلمععورشملا،بجيفنأنوكيدقىهنأعورشملاىلعروفلا.

76. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Tools &Tech.
4.1 Develop ProjectCharter
WithSpecializedKnowledgeAndExperience,
Expertjudgment
AnyGroupOrIndividual
Including:
•Consultants
•Stakeholders
•Including Customers OrSponsors
•Professional And TechnicalAssociations
•Industry Groups -Subject Matter Experts(SME)
•Project Management Office(PMO)
•with specialized knowledge of the following topics (Organizationalstrategy-
Benefitsmanagement-Technicalknowledge-Durationandbudget
estimation-Riskidentification.
ءاربخلا مكح

77. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Tools &Tech.
Data Gatheringtechniques
Special Tools To Collect Data In TheProject
4.1 Develop ProjectCharter
1.Brainstorming اصعلا فلھذ ﻲن
used to identify a list of ideas in a
short period oftime.
2.Focusgroups امجملواعتاةﯾصصختل
bringtogetherstakeholdersandsubject
matterexpertstolearnaboutthe
perceiveddata.
3.Interviews الاباقملا ت ةﯾصخشل
used to obtain information on high-
level requirements directly to from
stakeholders.

78. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Tools &Tech.
Interpersonal and teamskills
4.1 Develop ProjectCharter
تاراهملاو تاينقتلا ضعب مادختسا نم دب لا
تاراهمو ةيصخشلا تاراهملا لثم ةصاخلا
ةيلمعلا هذه ىف كراشملا لمعلا قيرف
Conflictmanagement
تاعاصرلا ةرادإ
Help Bring StakeholdersInto
Alignment On TheObjectives
Facilitation
يسيتلا
AbilityToEffectivelyGuideAGroup
EventToASuccessfulDecision,
Solution.
Meetingmanagement
تاعامتجلاا ةرادإ
Preparing The Agenda ToReduce
StakeholdersDispute.

79. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Tools &Tech.
4.1 Develop ProjectCharter
Meeting
Forthisprocess,meetingsareheldwithkey
stakeholderstoidentifytheprojectobjectives,
successcriteria,keydeliverables,high-level
requirements,summarymilestones,andother
summaryinformation.
اميفوقلعتيهذهب،ةيلمعلا دقعتتاعامتجاعمباحصأ
ةحلصملا
ن
ييسيئرلا ديدحتلفادهأعو
ر
شملا يياعمواحاجنل
جتاونلاوةيسيئرلاتابلطتملاوةعيفرلاىوتسملالاوملاعم
ةزجوملا اه يغونمتامولعملاةزجوملا.

80. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop ProjectCharter
AssumptionsLog
•TheAssumptionLogIsUsedToRecordAllAssumptions
AndConstraintsThroughoutTheProjectLifeCycle.
•Lower-levelActivityAndTaskAssumptionsAreGenerated
ThroughoutTheProjectSuchAs:
•DefiningTechnicalSpecifications
•Estimates,TheSchedule
•Risks
متيمادختسالجسضا

يفلااليجستلعيمجتاضا

يفلاا دويقلاولاوطدةروةايح
عو
ر
شملا.
متيءاشنإطاشنلاضفخنمىوتسملاتاضا

يفاوماهملاللاخ
ر
شملاعولثم:
ديدحتتافصاوملاةينفلا-تاريدقتلا،لودجلا-رطاخملا
Outputs

81. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop ProjectCharter
ProjectCharter
•Is The Document Issued By The Project Initiator Or Sponsor That Formally Authorizes The Existence Of A Project And
Provides The Project Manager With The Authority To Apply Organizational Resources To ProjectActivities.
•يظنتلا دراوملا قيبطتل ةطلسلاب عو
ر
شملا ريدم دوزتو عو
ر
شملا دوجوب ا
ً
يمسر حمست
ي

بلاو
ي
عارلا وأ عو
ر
شملا بحاص نع ةرداصلا ةقيثولا
ي
هةيمععو
ر
شملا ةطشنأ لى.
Outputs
Issued By The Project Initiator OrSponsor
Formally Authorizes The Existence Of a Project
Provides The Project Manager With The Authority
Link Project To Organization StrategicPlan

82. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Project CharterContents
4.1 Develop ProjectCharter
•Project Purpose OrJustification
•Project exit criteria (order to close or to cancel theproject)
•High-level project description, boundaries, and keydeliverables
•Measurable Project Objectives And Related SuccessCriteria
•High-levelRequirements
•High-level and Overall projectrisk
•Summary Milestone Schedule and SummaryBudget
•Key StakeholderList
•Project Manager Responsibility, And AuthorityLevel
•Name And Authority Of The Sponsor Or Other Person(s) Authorizing The ProjectCharter
Outputs
High –LevelInformation

83. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
4.1 Develop ProjectCharter
CaseStudy
•ProjectTitle
•ProjectCustomer
•ProjectSponsor
•ProjectManager
•ProjectDescription
•BusinessCase
•InitialRisks
•AcceptanceCriteria
•SummaryMilestones
•SummeryBudget
•Project Manager AuthorityLevel
Project Charter IsApproved,
Our Project Now Becomes OfficiallyAuthorized.

84. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Initiating ProcessGroup
13.1 IdentifyStakeholders
Data FlowDiagram
This info. It Will Cover PMBOK 6thEdition
From Page 507 To Page515

85. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
IdentifyStakeholdersHigh-levelCharacteristic:
•Thisprocessfrequentlyoccursforthefirsttimeinaprojecteitherpriortoorat
thesametimetheprojectcharterisdevelopedandapproved.
•Itisrepeatedasnecessary,butshouldbeperformedatthestartofeachphase.
•Eachtimetheidentificationprocessisrepeated,theprojectmanagementplan
componentsandprojectdocumentsshouldbeconsultedtoidentifyrelevant
projectstakeholders.
•ثدحتهذهةيلمعلالكشب رركتملو�ةرم
ي
ن
فعو
ر
شملا امإلبق وأ
ي
ن
فسفنتقولايذلامتيهيف ريوطتقاثيم
عو
ر
شملاةقفاوملاوهيلع.
•متيهراركتبسحةرو
ن
ضلا،نكلوبجيهؤارجإ
ي
ن
فةيادبلكةلحرم.
•
ي
ن
فلكةرم رركتتةيلمع ديدحتةيوهلا،بجيةراشتساتانوكمةطخةرادإعو
ر
شملاقئاثوو
ر
شملاعو ديدحتل
باحصأةحلصملا
ن
يينعملاعو
ر
شملاب.

86. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
1.Identify Stakeholders (Definition & KeyBenefits)
Definition
•IsTheProcessOfIdentifyingProjectStakeholdersRegularlyAndAnalyzingAnd
DocumentingRelevantInformationRegardingTheirInterests,Involvement,
Interdependencies,Influence,andPotentialImpactOnProjectSuccess.
•
ي
هةيلمع ديدحتباحصأةحلصملا
ي
ن
فعو
ر
شملاماظتنابليلحتوقيثوتوتامولعملاتاذةلصلا اميف
قلعتيمهحلاصمب،مهتكراشمو،مهطبارتو،مه يثأتو،مه يثأتولمتحملالىعحاجنعو
ر
شملا.
KeyBenefits
•Thekeybenefitofthisprocessisthatitenablestheprojectteamto
identifytheappropriatefocusforengagementofeachstakeholderor
groupofstakeholders.
•ThisprocessisPerformedperiodicallythroughouttheprojectasneeded.
بسانملا
ن
يك

يلا ديدحت نم عو
ر
شملا قيرف نكمت اهنأ
ي
ه ةيلمعلا هذه نم ةيسيئرلا ةدئافلا
ةحلصملا باحصأ نم ةعومجم وأ ةحلصم بحاص لك كا
ر
سرلإ.
ةجاحلا بسح عو
ر
شملا ءاحنأ عيمج
ي
ن
ف يرود لكشب ةيلمعلا هذه ذيفنت متي

87. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
13.1 Identify Stakeholders (Inputs, Outputs, Tools &Tech.)
Tools &Tech.Inputs Outputs
1.Projectcharter
2.Businessdocuments
Businesscase
BenefitsMang.plan
3.Project Mang.plan
CommunicationsMang.plan
Stakeholderengg.plan
4.Projectdocuments
Changelog
Issuelog
Requirementsdocumentation
5.Agreements
6.EEF
7.OPA
•Expertjudgment
•Datagathering
Questionnairesand
surveys
Brainstorming
•Dataanalysis
Stakeholderanalysis
Documentanalysis
•Datarepresentation
Stakeholder mapping/
representation
•Meetings
•Stakeholderregister
•Changerequests
•Project man. Planupdates
Requirements man. plan
Communications man.plan
Risk man.plan
Stakeholder eng.plan
•Project doc.updates
Assumptionlog
Issuelog
Risk register

88. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
13.1 IdentifyStakeholders
Inputs
ProjectCharter
Contain the key stakeholder list and information about theresponsibilities.
Business Documents
•Business case:
identifiestheprojectobjectivesandidentifiesaninitiallistof
stakeholders affected by theproject.
•Benefits managementplan:
mayidentifytheindividualsandgroupsthatwillbenefitfromthe
delivery.

89. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
1.IdentifyStakeholders
Inputs
Project Mang.Plan
Is Not Available When Initially Identifying Stakeholders; However, OnceIt
has BeenDeveloped.
اهب ناعتسي هنا لاا ةلحرملا هذه
ن
ف عو
ر
شملا ةرادا ةطخ رفاوت مدع نم مغرلا لىع
اهرفاوت ةلاح
ن
ف عو
ر
شملارمع ة

يف للاخ
ن
يينعملا ديدحت ةيلمعل تلاخدملا ىدحاك
لوط رارمتساب ةرركتملا تايلمعلا نم دعت
ن
يينعملاديدحت ةيلمع نلا لابقتسم
عو
ر
شملارمع
•Communications managementPlan:
included Information source of knowledge about the project’sstakeholders.
•Stakeholder engagementplan:
identifies the management strategies and actions required to engagestak.

90. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
1.IdentifyStakeholders
Inputs
ProjectDocuments
identificationoccursthroughouttheproject.Oncetheprojectispastthe
startupphase,moredocumentsbecomeavailableandareusedthroughout
theproject. ثدحي ديدحتةيوهلا


فعيمجءاحنأعو
ر
شملا. درجمب زواجتعو
ر
شملاةلحرمءدب
ليغشتلا،حبصت ديزملانمتادنتسملاةحاتممتيو اهمادختسا


فعيمجءاحنأعو
ر
شملا.
•Changelog:
introduce a new stakeholder coming by change stakeholder’s relationship
•Issue log:
records issues that may introduce newstakeholders
•Requirementsdocumentation:
can provide information on potentialstakeholders

91. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
1.IdentifyStakeholders
Inputs
Agreement
The agreement can contain references to additionalstakeholders.
EEF
can influence the Identify Stakeholders processinclude:
•Organizational culture -governance framework -Government orindustry
standards
OPA
can influence the Identify Stakeholders processinclude:
•Stakeholderregistertemplates-Stakeholderregistersfromprevious
projects -Lessonslearned.

92. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
WithSpecializedKnowledgeAndExperience,
Expert judgment
AnyGroupOrIndividual
Including:
•Consultants
•Stakeholders
•Including Customers OrSponsors
•Professional And TechnicalAssociations
•Industry Groups -Subject Matter Experts(SME)
•Project Management Office(PMO)
•withspecializedknowledgeofthefollowingtopics(Knowledgeofthe
industry-Knowledgeoftheorganizationculture-Understandingthe
politics and power structures in the organization)
13.1 IdentifyStakeholders
Tools &Tech.

93. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Data Gatheringtechniques
Special Tools To Collect Data In TheProject
13.1 IdentifyStakeholders
1.Brainstorming ينهذلا فصعلا
used to identify a list of stakeholders
in a short period oftime.
Tools &Tech.
2.Questionnairesandsurveysتانايبتسلاا
can include one-on-one reviews, focus groupsessions

94. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Data analysistechniques
•Stakeholderanalysis:
Results In a List Of Stakeholders And Relevant Information SuchAs:
•Their Positions In TheOrganization
•Roles On TheProject
•Expectations
•Attitudes (Their Levels Of Support For TheProject)
•Their Interest In Information About TheProject
•Stakeholder Stakesةحلصملا باحصا لقث
13.1 IdentifyStakeholders
Tools &Tech.
مامتهلاا
Interest Rights
قوقحلا ةيكلملا
Ownership Contribution Knowledge
ةفرعملا
ةمهاسملا

95. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Data analysistechniques
•Documentanalysis:
Assessingtheavailableprojectdocumentationandlessons
learned from previous projects to identify stakeholders andother
supportinginformation.
13.1 IdentifyStakeholders
Tools &Tech.

96. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
Data RepresentationTechnique
Method Of Categorizing Stakeholders Using Various Methods To AssistsThe
Team In Building Relationships With The Identified ProjectStakeholders.
13.1 IdentifyStakeholders
Tools &Tech.
Power/interest grid, power/influencegrid,
or impact/influencegrid
ةطلسلا ةكبش/ةطلسلا ةكبش وأ مامتهلاا/وأ ذوفنلا
ريثاتلا ةكبش/ذوفنلا
Example
Power-InterestGrid

97. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
13.1 IdentifyStakeholders
ChangeRequests
•Duringthefirstiterationofidentifyingstakeholders,therewillnotbeany
changerequests.
•Asstakeholderidentificationcontinuesthroughouttheproject,new
stakeholders,ornewinformationaboutstakeholders,mayresultinachange
requesttotheproduct,projectmanagementplan,orproject
documents.
Outputs
Project management planUpdate
Project documentsUpdate
عورشملاا ةرادا ةطخ ىلع رئؤت نل عورشملا ةيادب ىف نيينعملا ديدحت ةيلمع
ىلع تاريئأت ثدحت عورشملا رمع للاخ تقولا رورم عم نكلو عورشملا تادنتسمو
ثيدحتلا مزلت امهنم لك.

98. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
13.1 IdentifyStakeholders
OutputsStakeholderRegister
The main output of the Identify Stakeholders process is the stakeholder register. This document contains information about
identified stakeholders that includes: ةحلصملا باحصأ لجس وه ةحلصملا باحصأ ديدحت ةيلمعل

سيئرلا جتانلا . لىع ةقيثولا هذه يوتحت
لمشت


تلاو نيددحملا ةحلصملا باحصأ لوح تامولعم:
• ةحلصملا باحصأ لجس وه ةحلصملا باحصأ ديدحت ةيلمعل
ي
سيئرلا جتانلا . ةحلصملا باحصأ لوح تامولعم لىع ةقيثولا هذه يوتحت
لمشت
ي

بلاو نيددحملا:
•Identificationinformation:
Name, organizational position, location and contactdetails,
and role on theproject.
•Assessmentinformation:
Major requirements, expectations, potential forinfluencing
projectoutcomes.
•Stakeholderclassification:
Internal/external,impact/influence/power/interest

99. PROJECT MANAGEMENT PROCESSGROUPS
Initiating ProcessGroup
13.1 IdentifyStakeholders
CaseStudy
Stakeholder Register May Be Include:-
Name
Position
Qualification
Experience
Role
ContactInformation
Influence
Classification

100. Project ManagementFramework
Summary
Introduction
Practical CaseStudy
Initiating Process Group Processes (2Process)
1.Develop ProjectCharter
2.IdentifyStakeholders
(Process Definition, Key Benefits and ITTOs)
Practical Case Study For eachProcess