IT270

– IT PROJECT MANAGEMENT www.Seu1.org

CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Learning Objectives

o Describe an overall framework for project integration management as it relates to the other PM knowledge areas and the
project life cycle
o Explain the strategic planning process and apply different project selection methods
o Explain the importance of creating a project charter to formally initiate projects
o Describe project management plan development, understand the content of these plans, and review approaches for
creating them
o Explain project execution, its relationship to project planning, the factors related to successful results, and tools and
techniques to assist in project execution
o Describe the process of monitoring and controlling project work
o Understand the integrated change control process, planning for and managing changes on information technology
projects, and developing and using a change control system
o Explain the importance of developing and following good procedures for closing projects
o Describe how software can assist in project integration management

.‫وﺻف ﺑﺈطﺎر ﺷﺎﻣل ﻹدارة ﺗﻛﺎﻣل اﻟﻣﺷروع ﻣن ﺣﯾث ﺻﻠﺗﮫ ﺑﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ اﻷﺧرى ﻟﻣدﯾر اﻟﻣﺷروع ودورة ﺣﯾﺎة اﻟﻣﺷروع‬ o
.‫ﺷرح ﻋﻣﻠﯾﺔ اﻟﺗﺧطﯾط اﻻﺳﺗراﺗﯾﺟﻲ وﺗطﺑﯾق أﺳﺎﻟﯾب اﺧﺗﯾﺎر اﻟﻣﺷﺎرﯾﻊ اﻟﻣﺧﺗﻠﻔﺔ‬ o
.‫ﺷرح أھﻣﯾﺔ إﻧﺷﺎء ﻣﯾﺛﺎق اﻟﻣﺷروع ﻟﺑدء اﻟﻣﺷﺎرﯾﻊ رﺳﻣﯾﺎ‬ o
.‫ وﻣراﺟﻌﺔ ﻧﮭﺞ إﻧﺷﺎءھﺎ‬،‫ وﻓﮭم ﻣﺣﺗوى ھذه اﻟﺧطط‬،‫وﺻف ﺗﻧﻣﯾﺔ ﺧطﺔ إدارة اﻟﻣﺷروع‬ o
.‫ﺷرح ﺗﻧﻔﯾذ اﻟﻣﺷروع وﻋﻼﻗﺗﮫ ﺑﺗﺧطﯾط اﻟﻣﺷروع واﻟﻌواﻣل اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻧﺗﺎﺋﺞ اﻟﻧﺎﺟﺣﺔ واﻷدوات واﻟﺗﻘﻧﯾﺎت ﻟﻠﻣﺳﺎﻋدة ﻓﻲ ﺗﻧﻔﯾذ اﻟﻣﺷروع‬ o
.‫وﺻف ﻋﻣﻠﯾﺔ ﻣراﻗﺑﺔ واﻟﺗﺣﻛم ﻓﻲ أﻋﻣﺎل اﻟﻣﺷروع‬ o
.‫ وﺗطوﯾر واﺳﺗﺧدام ﻧظﺎم ﻟﻣراﻗﺑﺔ اﻟﺗﻐﯾﯾر‬،‫ واﻟﺗﺧطﯾط وإدﺧﺎل اﻟﺗﻐﯾﯾرات ﻋﻠﻰ ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬،‫ﻓﮭم ﻋﻣﻠﯾﺔ ﻣراﻗﺑﺔ اﻟﺗﻐﯾﯾر اﻟﻣﺗﻛﺎﻣﻠﺔ‬ o
.‫ﺷرح أھﻣﯾﺔ وﺿﻊ وﻣﺗﺎﺑﻌﺔ إﺟراءات ﺟﯾدة ﻹﻏﻼق اﻟﻣﺷﺎرﯾﻊ‬ o
.‫وﺻف ﻛﯾف ﯾﻣﻛن ﻟﻠﺑرﻧﺎﻣﺞ ان ﯾﺳﺎﻋد ﻓﻲ إدارة ﺗﻛﺎﻣل اﻟﻣﺷروع‬ o

ü The Key to Overall Project Success: Good Project Integration Management

o Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle
o Many new project managers have trouble looking at the “big picture” and want to focus on too many details (see
opening case for a real example)
o Project integration management is not the same thing as software integration

‫ﯾﺟب ﻋﻠﻰ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ ﺗﻧﺳﯾق ﺟﻣﯾﻊ ﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ اﻷﺧرى طوال دورة ﺣﯾﺎة اﻟﻣﺷروع‬ o
.‫اﻟﻌدﯾد ﻣن ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ اﻟﺟدد ﻟدﯾﮭم ﺻﻌوﺑﺔ ﻓﻲ اﻟﻧظر إﻟﻰ "اﻟﺻورة اﻟﻛﺑﯾرة" وﺗرﻏب ﻓﻲ اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﻛﺛﯾر ﻣن اﻟﺗﻔﺎﺻﯾل‬ o
.‫إدارة ﺗﻛﺎﻣل اﻟﻣﺷروع ﻟﯾس ﻣﺛل ﺗﻛﺎﻣل اﻟﻣﺷروع‬ o

1 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Project Integration Management Processes

o Develop the project charter: working with stakeholders to create the document that formally authorizes a
project—the charter
o Develop the project management plan: coordinating all planning efforts to create a consistent, coherent
document—the project management plan
o Direct and manage project execution: carrying out the project management plan by performing the activities
included in it
o Monitor and control the project work: overseeing project work to meet the performance objectives of the project
o Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational
process assets
o Close the project or phase: finalizing all project activities to formally close the project or phase

‫ اﻟﻌﻣل ﻣﻊ أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻹﻧﺷﺎء اﻟوﺛﯾﻘﺔ اﻟﺗﻲ ﺗﺄذن رﺳﻣﯾﺎ اﻟﻣﺷروع – اﻟﻣﯾﺛﺎق‬:‫ﺗطوﯾر ﻣﯾﺛﺎق اﻟﻣﺷروع‬ o
‫ ﺧطﺔ إدارة اﻟﻣﺷروع‬- ‫ ﺗﻧﺳﯾق ﺟﻣﯾﻊ ﺟﮭود اﻟﺗﺧطﯾط ﻹﻧﺷﺎء وﺛﯾﻘﺔ ﻣﺗراﺑطﺔ ﻣﻧطﻘﯾﺎ ً وﻣﺗﻧﺎﺳﻘﺔ‬:‫وﺿﻊ ﺧطﺔ إدارة اﻟﻣﺷروع‬ o
‫ ﺗﻧﻔﯾذ ﺧطﺔ إدارة اﻟﻣﺷروع ﻣن ﺧﻼل ﺗﻧﻔﯾذ اﻷﻧﺷطﺔ اﻟﻣدرﺟﺔ ﻓﯾﮫ‬:‫اﻟﺗﻧﻔﯾذ اﻟﻣﺑﺎﺷر ﻟﻠﻣﺷروع‬ o
‫ اﻹﺷراف ﻋﻠﻰ ﻋﻣل اﻟﻣﺷروع ﻟﺗﺣﻘﯾق أھداف أداء اﻟﻣﺷروع‬:‫ﻣراﻗﺑﺔ واﻟﺗﺣﻛم أﻋﻣﺎل اﻟﻣﺷروع‬ o
‫ ﺗﻧﺳﯾق اﻟﺗﻐﯾﯾرات اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ ﻣﺧرﺟﺎت اﻟﻣﺷروع واﻷﺻول اﻟﻌﻣﻠﯾﺔ اﻟﺗﻧظﯾﻣﯾﺔ‬:‫ﺗﻧﻔﯾذ ﻣراﻗﺑﺔ اﻟﺗﻐﯾﯾر اﻟﻣﺗﻛﺎﻣﻠﺔ‬ o
‫ اﻻﻧﺗﮭﺎء ﻣن ﺟﻣﯾﻊ أﻧﺷطﺔ اﻟﻣﺷروع ﻹﻏﻼق اﻟﻣﺷروع أو اﻟﻣرﺣﻠﺔ رﺳﻣﯾﺎ‬:‫إﻏﻼق اﻟﻣﺷروع أو اﻟﻣرﺣﻠﺔ‬ o

ü Figure 4-1. Project Integration Management Summary

2 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü What Went Wrong?

o The Airbus A380 megajet project was two years behind schedule in Oct. 2006, causing Airbus’ parent company to
face an expected loss of $6.1 billion over the next four years
o The project suffered from severe integration management problems, or “integration disintegration...Early this year,
when pre-assembled bundles containing hundreds of miles of cabin wiring were delivered from a German factory to
the assembly line in France, workers discovered that the bundles, called harnesses, didn't fit properly into the
plane. Assembly slowed to a near-standstill, as workers tried to pull the bundles apart and re-thread them through
the fuselage. Now Airbus will have to go back to the drawing board and redesign the wiring system.”*

‫ ﻣﻣﺎ ﺗﺳﺑب ﻟﻠﺷرﻛﺔ اﻷم اﯾرﺑﺎص ﻟﻣواﺟﮭﺔ ﺧﺳﺎرة اﻟﻣﺗوﻗﻌﺔ ﻣن‬،2006 ‫ ﻗﺑل ﻋﺎﻣﯾن ﻣن اﻟﻣوﻋد اﻟﻣﻘرر ﻓﻲ أﻛﺗوﺑر‬megajet A380 ‫ﻛﺎن ﻣﺷروع إﯾرﺑﺎص‬ o
. ‫ ﻋﻠﻰ ﻣدى اﻟﺳﻧوات اﻷرﺑﻊ اﻟﻣﻘﺑﻠﺔ‬$ ‫ ﻣﻠﯾﺎر‬6.1
‫ ﻋﻧدﻣﺎ ﺗم ﺗﺳﻠﯾم ﺣزم ﻣﺟﻣﻌﺔ ﻣﺳﺑﻘﺎ ﺗﺣﺗوي ﻋﻠﻰ ﻣﺋﺎت‬،‫ ﻓﻲ وﻗت ﻣﺑﻛر ﻣن ھذا اﻟﻌﺎم‬... ‫ أو "ﺗﻔﻛك اﻟﺗﻛﺎﻣل‬،‫ﻋﺎﻧﻰ اﻟﻣﺷروع ﻣن ﻣﺷﺎﻛل إدارة اﻟﺗﻛﺎﻣل اﻟﺷدﯾد‬ o
‫ ﻻ ﺗﻧﺎﺳب ﺑﺷﻛل ﺻﺣﯾﺢ ﻓﻲ‬،‫ اﻟﺗﻲ ﯾطﻠق ﻋﻠﯾﮭﺎ ﺑﺎﻟﻌدة‬،‫ اﻛﺗﺷف اﻟﻌﺎﻣﻠون أن اﻟﺣزم‬،‫اﻷﻣﯾﺎل ﻣن أﺳﻼك ُﺣﺟره ﻣن ﻣﺻﻧﻊ أﻟﻣﺎﻧﻲ إﻟﻰ ﺧط اﻟﺗﺟﻣﯾﻊ ﻓﻲ ﻓرﻧﺳﺎ‬
‫ اﻵن‬.‫ ﻛﻣﺎ ﺣﺎول اﻟﻌﻣﺎل ﻟﺳﺣب ﺣزم ﺑﻌﯾدا وإﻋﺎدة اﻟﺧﯾوط ﻟﮭم ﻣن ﺧﻼل ﺟﺳم اﻟطﺎﺋرة‬،‫ ﺗﺑﺎطﺄت اﻟﺟﻣﻌﯾﺔ إﻟﻰ ﺷﺑﮫ ﻣﺳدود او ﻏﯾر ﻗﺎدر ﻋﻠﻰ اﻻﺻﻼح‬.‫اﻟطﺎﺋرة‬
* ." ‫ﺳوف ﺗﺿطر إﯾرﺑﺎص إﻟﻰ اﻟﻌودة إﻟﻰ ﻟوﺣﺔ اﻟرﺳم وإﻋﺎدة ﺗﺻﻣﯾم ﻧظﺎم اﻷﺳﻼك‬

ü Strategic Planning and Project Selection

o Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for
new products and services
o Organizations often perform a SWOT analysis
Ø Analyzing Strengths, Weaknesses, Opportunities, and Threats
o As part of strategic planning, organizations:
Ø Identify potential projects
Ø Use realistic methods to select which projects to work on
Ø Formalize project initiation by issuing a project charter

‫ واﻟﺗﻧﺑؤ ﺑﺎﻟﺣﺎﺟﺔ إﻟﻰ ﻣﻧﺗﺟﺎت وﺧدﻣﺎت ﺟدﯾدة‬،‫ واﻟﺗﻧﺑؤ ﺑﺎﻻﺗﺟﺎھﺎت اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬،‫وﯾﺗﺿﻣن اﻟﺗﺧطﯾط اﻻﺳﺗراﺗﯾﺟﻲ ﺗﺣدﯾد اﻷھداف طوﯾﻠﺔ اﻷﺟل‬ o
SWOT ‫ﻏﺎﻟﺑﺎ ﻣﺎ ﺗﻘوم اﻟﻣﻧظﻣﺎت ﺑﺈﺟراء ﺗﺣﻠﯾل‬ o
‫ ﺗﺣﻠﯾل ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف واﻟﻔرص واﻟﺗﮭدﯾدات‬Ø
:‫ اﻟﻣﻧظﻣﺎت‬،‫ﻛﺟزء ﻣن اﻟﺗﺧطﯾط اﻻﺳﺗراﺗﯾﺟﻲ‬ o
‫ ﺗﺣدﯾد اﻟﻣﺷﺎرﯾﻊ اﻟﻣﺣﺗﻣﻠﺔ‬Ø
‫ اﺳﺗﺧدام أﺳﺎﻟﯾب واﻗﻌﯾﺔ ﻟﺗﺣدﯾد أي اﻟﻣﺷﺎرﯾﻊ ﻟﻠﻌﻣل ﻋﻠﯾﮭﺎ‬Ø
‫ إﺿﻔﺎء اﻟطﺎﺑﻊ اﻟرﺳﻣﻲ ﻋﻠﻰ ﺑدء اﻟﻣﺷروع ﺑﺈﺻدار ﻣﯾﺛﺎق اﻟﻣﺷروع‬Ø

ü Figure4-2. Mind Map of SWOT Analysis to Help Identify Potential Projects

3 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Figure 4-3. Information Technology Planning Process
















ü Best Practice

o Only one in seven product concepts comes to fruition; why is it that some companies like Proctor & Gamble, Johnson and
Johnson, Hewlett Packard, and Sony are consistently successful in NPD?
Ø Because they use a disciplined, systematic approach to NPD projects based on best practices
o Four important forces behind NPD success include the following:
1. A product innovation and technology strategy for the business
2. Resource commitment and focusing on the right projects, or solid portfolio management
3. An effective, flexible, and streamlined idea-to-launch process
4. The right climate and culture for innovation, true cross-functional teams, and senior management commitment
to NPD

،Hewlett Packard ،Johnson and Johnson ،Proctor & Gamble ‫واﺣد ﻓﻘط ﻣن ﺳﺑﻌﺔ ﻣﻔﺎھﯾم اﻟﻣﻧﺗﺞ ﯾﺄﺗﻲ ﺛﻣﺎرھﺎ؛ ﻟﻣﺎذا ھو أن ﺑﻌض اﻟﺷرﻛﺎت ﻣﺛل‬ o
‫؟‬NPD ‫ ﻧﺎﺟﺣﺔ ﺑﺎﺳﺗﻣرار ﻓﻲ‬Sony
‫ ﻋﻠﻰ أﺳﺎس أﻓﺿل اﻟﻣﻣﺎرﺳﺎت‬NPD ‫ ﻷﻧﮭﺎ ﺗﺳﺗﺧدم ﻣﻧﮭﺞ ﻧظﺎﻣﻲ ﻣﻧﺿﺑط ﻟﻣﺷﺎرﯾﻊ‬Ø
:‫ ﺗﺷﻣل ﻣﺎ ﯾﻠﻲ‬NPD ‫أرﺑﻊ ﻗوى ھﺎﻣﺔ وراء ﻧﺟﺎح‬ o
‫ اﺑﺗﻛﺎر اﻟﻣﻧﺗﺟﺎت واﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻟﻸﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ‬.1
.‫ أو إدارة اﻟﻣﺣﺎﻓظ او اﻟوزارات اﻟﺛﺎﺑﺗﺔ واﻟراﺳﺧﺔ‬،‫ اﻟﺗزام اﻟﻣوارد واﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﻣﺷﺎرﯾﻊ اﻟﻣﻧﺎﺳﺑﺔ‬.2
‫ وﺗﺑﺳﯾط اﻟﻔﻛرة إﻟﻰ اﻹطﻼق‬،‫ ﻣرﻧﺔ‬،‫ ﻋﻣﻠﯾﺔ ﻓرﯾدة ﻣن ﻧوﻋﮭﺎ‬.3
.NPD ‫ واﻻﻟﺗزام اﻹدارة اﻟﻌﻠﯾﺎ ل‬،‫ وﻓرق ﺣﻘﯾﻘﯾﺔ ﺑﯾن اﻟوظﺎﺋف‬،‫ اﻟﻣﻧﺎخ اﻟﻣﻧﺎﺳب واﻟﺛﻘﺎﻓﺔ ﻟﻼﺑﺗﻛﺎر‬.4

ü Methods for Selecting Projects

o There are usually more projects than available time and ‫وﻋﺎدة ﻣﺎ ﺗﻛون ھﻧﺎك ﻣﺷﺎرﯾﻊ أﻛﺛر ﻣن اﻟوﻗت اﻟﻣﺗﺎح واﻟﻣوارد اﻟﻼزﻣﺔ‬ o
resources to implement them ‫ﻟﺗﻧﻔﯾذھﺎ‬
o Methods for selecting projects include:
Ø Focusing on broad organizational needs :‫وﺗﺷﻣل طرق اﺧﺗﯾﺎر اﻟﻣﺷﺎرﯾﻊ ﻣﺎ ﯾﻠﻲ‬ o
Ø Categorizing information technology projects ‫اﻟﺗرﻛﯾز ﻋﻠﻰ اﻻﺣﺗﯾﺎﺟﺎت اﻟﺗﻧظﯾﻣﯾﺔ اﻟواﺳﻌﺔ‬ Ø
Ø Performing net present value or other financial ‫ﺗﺻﻧﯾف ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ Ø
analyses ‫أداء ﺻﺎﻓﻲ اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ أو ﻏﯾرھﺎ ﻣن اﻟﺗﺣﻠﯾﻼت اﻟﻣﺎﻟﯾﺔ‬ Ø
Ø Using a weighted scoring model ‫ﺑﺎﺳﺗﺧدام ﻧﻣوذج اﻟﺗﺳﺟﯾل اﻟﻣوزون‬ Ø
Ø Implementing a balanced scorecard ‫ﺗﻧﻔﯾذ ﺑطﺎﻗﺔ اﻷداء اﻟﻣﺗوازن‬ Ø

4 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Focusing on Broad Organizational Needs

o It is often difficult to provide strong justification for ‫ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﻛون ﻣن اﻟﺻﻌب ﺗﻘدﯾم ﻣﺑررات ﻗوﯾﺔ ﻟﻠﻌدﯾد ﻣن ﻣﺷﺎرﯾﻊ‬ o
many IT projects, but everyone agrees they have a high ‫ وﻟﻛن اﻟﺟﻣﯾﻊ ﯾواﻓﻘون ﻋﻠﻰ أﻧﮭﺎ ذات ﻗﯾﻣﺔ ﻋﺎﻟﯾﺔ‬،‫ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬
value ‫"ﻣن اﻷﻓﺿل ﻗﯾﺎس اﻟذھب ﺗﻘرﯾﺑﺎ ﺑدﻻ ﻣن ﺣﺳﺎب اﻟﺑﻧﺳﺎت ﻋﻠﻰ وﺟﮫ‬ o
o “It is better to measure gold roughly than to count "‫اﻟﺗﺣدﯾد‬
pennies precisely” : ‫ﺛﻼﺛﺔ ﻣﻌﺎﯾﯾر ھﺎﻣﺔ ﻟﻠﻣﺷﺎرﯾﻊ‬ o
o Three important criteria for projects:
‫ ھﻧﺎك ﺣﺎﺟﺔ ﻟﻠﻣﺷروع‬Ø
Ø There is a need for the project
‫ وھﻧﺎك أﻣوال ﻣﺗﺎﺣﺔ‬Ø
Ø There are funds available
‫ ھﻧﺎك إرادة ﻗوﯾﺔ ﻹﻧﺟﺎح اﻟﻣﺷروع‬Ø
Ø There’s a strong will to make the project
succeed

ü Categorizing IT Project

o One categorization is whether the project addresses: : ‫وﯾﺗﻣﺛل أﺣد اﻟﺗﺻﻧﯾﻔﺎت ﻓﯾﻣﺎ إذا ﻛﺎن اﻟﻣﺷروع ﯾﺗﻧﺎول‬ o
Ø A problem ‫ ﻣﺷﻛﻠﺔ‬Ø
Ø An opportunity, or ‫ أو‬،‫ ﻓرﺻﺔ‬Ø
Ø A directive ‫ ﺗوﺟﯾﮫ‬Ø
o Another categorization is how long it will take to do ‫ﺗﺻﻧﯾف آﺧر ھو ﻛم ﻣن اﻟوﻗت ﺳوف ﯾﺳﺗﻐرق اﻟﻘﯾﺎم ﺑﮫ؟ وﻋﻧدﻣﺎ ﯾﻛون‬ o
and when it is needed ‫ھﻧﺎﻟك ﺣﺎﺟﮫ إﻟﯾﮭﺎ‬
o Another is the overall priority of the project
‫وﺛﻣﺔ أوﻟوﯾﺔ أﺧرى ھﻲ اﻷوﻟوﯾﺔ اﻟﻌﺎﻣﺔ ﻟﻠﻣﺷروع‬ o

ü Financial Analysis of Projects

o Financial considerations are often an important ‫اﻻﻋﺗﺑﺎرات اﻟﻣﺎﻟﯾﺔ ﻏﺎﻟﺑﺎ ﻣﺎ ﺗﻛون ﻣن اﻻﻋﺗﺑﺎرات اﻟﮭﺎﻣﺔ ﻓﻲ اﺧﺗﯾﺎر‬ o
consideration in selecting projects ‫اﻟﻣﺷﺎرﯾﻊ‬
o Three primary methods for determining the projected :‫ﺛﻼث طرق أﺳﺎﺳﯾﺔ ﻟﺗﺣدﯾد اﻟﻘﯾﻣﺔ اﻟﻣﺎﻟﯾﺔ اﻟﻣﺗوﻗﻌﺔ ﻟﻠﻣﺷروﻋﺎت‬ o
financial value of projects: (NPV ) ‫ ﺗﺣﻠﯾل ﺻﺎﻓﻲ اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ‬Ø
Ø Net present value (NPV) analysis
(ROI) ‫ ﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر‬Ø
Ø Return on investment (ROI)
‫ ﺗﺣﻠﯾل اﻻﺳﺗرداد‬Ø
Ø Payback analysis


ü Net Present Value Analysis

o Net present value (NPV) analysis is a method of calculating the expected net monetary gain or loss from a project by
discounting all expected future cash inflows and outflows to the present point in time
o Projects with a positive NPV should be considered if financial value is a key criterion
o The higher the NPV, the better

‫( ھو طرﯾﻘﺔ ﻟﺣﺳﺎب ﺻﺎﻓﻲ اﻟرﺑﺢ أو اﻟﺧﺳﺎرة اﻟﻧﻘدﯾﺔ اﻟﻣﺗوﻗﻌﺔ ﻣن اﻟﻣﺷروع ﻋن طرﯾق ﺧﺻم ﺟﻣﯾﻊ اﻟﺗدﻓﻘﺎت اﻟﻧﻘدﯾﺔ‬NPV) ‫ﺗﺣﻠﯾل ﺻﺎﻓﻲ اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ‬ o
. ‫اﻟﻣﺳﺗﻘﺑﻠﯾﺔ اﻟﻣﺗوﻗﻌﺔ واﻟﺗدﻓﻘﺎت اﻟﺧﺎرﺟﺔ إﻟﻰ اﻟوﻗت اﻟﺣﺎﻟﻲ‬
. ‫وﯾﻧﺑﻐﻲ اﻟﻧظر ﻓﻲ اﻟﻣﺷﺎرﯾﻊ اﻟﺗﻲ ﻟﮭﺎ ﺻﺎﻓﻲ اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ اﻹﯾﺟﺎﺑﯾﺔ إذا ﻛﺎﻧت اﻟﻘﯾﻣﺔ اﻟﻣﺎﻟﯾﺔ ﻣﻌﯾﺎرا رﺋﯾﺳﯾﺎ‬ o
. ‫ ﻛﺎن ذﻟك أﻓﺿل‬،‫وﻛﻠﻣﺎ ارﺗﻔﻊ ﺻﺎﻓﻲ اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ‬ o

5 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
--------------------------------------
ü Figure 4-4. Net Present Value Example
















ü Figure 4-5. JWD Consulting NPV Example
















ü NPV Calculations

o Determine estimated costs and benefits for the life of the project and the products it produces
o Determine the discount rate (check with your organization on what to use)
o Calculate the NPV (see text for details)
o Notes: Some organizations consider the investment year as year 0, while others start in year 1; some people enter
costs as negative numbers, while others do not
Ø Check with your organization for their preferences

‫ﺗﺣدﯾد اﻟﺗﻛﺎﻟﯾف واﻟﻔواﺋد اﻟﻣﻘدرة ﻟﺣﯾﺎة اﻟﻣﺷروع واﻟﻣﻧﺗﺟﺎت اﻟﺗﻲ ﯾﻧﺗﺟﮭﺎ‬ o

(‫ﺗﺣدﯾد ﻣﻌدل اﻟﺧﺻم )ﺗﺣﻘق ﻣﻊ ﻣؤﺳﺳﺗك ﻋﻠﻰ ﻣﺎ ﯾﺟب اﺳﺗﺧداﻣﮫ‬ o
(‫اﺣﺳب اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ )اﻧظر اﻟﻧص ﻟﻼطﻼع ﻋﻠﻰ اﻟﺗﻔﺎﺻﯾل‬ o
‫ ﻓﻲ ﺣﯾن أن‬،‫ ﺑﻌض اﻟﻧﺎس ﯾدﺧﻠون اﻟﺗﻛﺎﻟﯾف ﻛﺄرﻗﺎم ﺳﻠﺑﯾﺔ‬.‫ ﺑﯾﻧﻣﺎ ﺗﺑدأ ﻣؤﺳﺳﺎت أﺧرى ﻓﻲ اﻟﺳﻧﺔ اﻻوﻟﻰ‬،0 ‫ ﺗﻧظر ﺑﻌض اﻟﻣﻧظﻣﺎت ﻓﻲ ﺳﻧﺔ اﻻﺳﺗﺛﻣﺎر ﺳﻧﺔ‬:‫ﻣﻼﺣظﺔ‬ o
‫اﻟﺑﻌض اﻵﺧر ﻻ‬
‫ ﺗﺣﻘق ﻣﻊ ﻣؤﺳﺳﺗك ﻟﺗﻔﺿﯾﻼﺗﮭم‬Ø

6 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
--------------------------------------
ü Return on Investment

o Return on investment (ROI) is calculated by subtracting the project costs from the benefits and then dividing by the
costs
Ø ROI = (total discounted benefits - total discounted costs) / discounted costs
o The higher the ROI, the better
o Many organizations have a required rate of return or minimum acceptable rate of return on investment for projects
o Internal rate of return (IRR) can by calculated by finding the discount rate that makes the NPV equal to zero

‫ﯾﺗم اﺣﺗﺳﺎب اﻟﻌﺎﺋد ﻋﻠﻰ اﻻﺳﺗﺛﻣﺎر ﻣن ﺧﻼل طرح ﺗﻛﺎﻟﯾف اﻟﻣﺷروع ﻣن اﻟﻔواﺋد وﻣن ﺛم ﺗﻘﺳﯾﻣﮭﺎ ﺣﺳب اﻟﺗﻛﺎﻟﯾف‬ o
‫ اﻟﺗﻛﺎﻟﯾف اﻟﻣﺧﻔﺿﺔ‬/ (‫ إﺟﻣﺎﻟﻲ اﻟﺗﻛﺎﻟﯾف اﻟﻣﺧﻔﺿﺔ‬- ‫ ﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر = )ﻣﺟﻣوع اﻟﻔواﺋد اﻟﻣﺧﺻوﻣﺔ‬Ø
‫ ﻛﺎن ذﻟك أﻓﺿل‬،‫وﻛﻠﻣﺎ ارﺗﻔﻊ ﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر‬ o
‫وﺗﺣﺻل اﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت ﻋﻠﻰ ﻣﻌدل اﻟﻌﺎﺋد اﻟﻣطﻠوب أو اﻟﺣد اﻷدﻧﻰ اﻟﻣﻘﺑول ﻟﻌﺎﺋد اﻻﺳﺗﺛﻣﺎر ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﻣﺷﺎرﯾﻊ‬ o
‫( ﯾﻣﻛن ﺣﺳﺎﺑﮫ ﻣن ﺧﻼل إﯾﺟﺎد ﺳﻌر اﻟﺧﺻم اﻟذي ﯾﺟﻌل اﻟﻘﯾﻣﺔ اﻟﺣﺎﻟﯾﺔ ﯾﺳﺎوي اﻟﺻﻔر‬IRR) ‫ﻣﻌدل اﻟﻌﺎﺋد اﻟداﺧﻠﻲ‬ o

ü Payback Analysis

o Another important financial consideration is payback analysis

o The payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars
invested in a project
o Payback occurs when the net cumulative discounted benefits equals the costs
o Many organizations want IT projects to have a fairly short payback period

‫وﻣن اﻻﻋﺗﺑﺎرات اﻟﻣﺎﻟﯾﺔ اﻟﮭﺎﻣﺔ اﻷﺧرى ﺗﺣﻠﯾل اﻻﺳﺗرداد‬ o
‫ ﻣﺟﻣوع اﻟدوﻻرات اﻟﻣﺳﺗﺛﻣرة ﻓﻲ ﻣﺷروع‬،‫ ﻓﻲ ﺷﻛل ﺻﺎﻓﻲ اﻟﺗدﻓﻘﺎت اﻟﻧﻘدﯾﺔ‬،‫ﻓﺗرة اﻻﺳﺗرداد ھﻲ ﻣﻘدار اﻟوﻗت اﻟذي ﺳوف ﯾﺳﺗﻐرق ﻻﺳﺗرداد‬ o
‫وﯾﺣدث اﻻﺳﺗرداد ﻋﻧدﻣﺎ ﯾﺳﺎوي ﺻﺎﻓﻲ اﻟﻔواﺋد اﻟﻣﺧﺻوﻣﺔ اﻟﺗراﻛﻣﯾﺔ اﻟﺗﻛﺎﻟﯾف‬ o
‫اﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت ﺗرﯾد ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت أن ﯾﻛون ﻓﺗرة اﻻﺳﺗرداد ﻟﮭﺎ ﻗﺻﯾرة إﻟﻰ ﺣد ﻣﺎ‬ o

ü Figure 4-6. Charting the Payback Period

7 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
--------------------------------------
ü Weighted Scoring Model

o A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria
• Identify criteria important to the project selection process
• Assign weights (percentages) to each criterion so they add up to 100%
• Assign scores to each criterion for each project
• Multiply the scores by the weights and get the total weighted scores
o The higher the weighted score, the better

‫ﻧﻣوذج اﻟﺗﻘﯾﯾم اﻟﻣرﺟﺢ ھو أداة ﺗوﻓر ﻋﻣﻠﯾﺔ ﻣﻧﮭﺟﯾﺔ ﻻﺧﺗﯾﺎر اﻟﻣﺷﺎرﯾﻊ ﻋﻠﻰ أﺳﺎس اﻟﻌدﯾد ﻣن اﻟﻣﻌﺎﯾﯾر‬ o
‫• ﺗﺣدﯾد اﻟﻣﻌﺎﯾﯾر اﻟﮭﺎﻣﺔ ﻟﻌﻣﻠﯾﺔ اﺧﺗﯾﺎر اﻟﻣﺷروع‬
٪100 ‫• ﺗﻌﯾﯾن اﻷوزان )اﻟﻧﺳب اﻟﻣﺋوﯾﺔ( ﻟﻛل ﻣﻌﯾﺎر ﺑﺣﯾث ﺗﺿﯾف ﻣﺎ ﯾﺻل إﻟﻰ‬
‫• ﺗﻌﯾﯾن درﺟﺎت ﻟﻛل ﻣﻌﯾﺎر ﻟﻛل ﻣﺷروع‬
‫• ﻣﺿﺎﻋﻔﺔ ﻋﺷرات ﻣن اﻷوزان واﻟﺣﺻول ﻋﻠﻰ ﻣﺟﻣوع اﻟدرﺟﺎت اﻟﻣرﺟﺣﺔ‬
‫ ﻛﺎن ذﻟك أﻓﺿل‬،‫وﻛﻠﻣﺎ ارﺗﻔﻌت درﺟﺔ ﻣرﺟﺣﺔ‬ o

ü Figure 4-7. Sample Weighted Scoring Model for Project Selection

ü Figure 4-8. Balanced Scorecard Example

















ü Implementing a Balanced Scorecard
o Drs. Robert Kaplan and David Norton developed this approach to help select and manage projects that align with
business strategy
o A balanced scorecard:
Ø Is a methodology that converts an organization’s value drivers, such as customer service, innovation,
operational efficiency, and financial performance, to a series of defined metrics
o See www.balancedscorecard.org for more information

‫اﻟدﻛﺎﺗرة روﺑرت ﻛﺎﺑﻼن ودﯾﻔﯾد ﻧورﺗون طورا ھذا اﻟﻧﮭﺞ ﻟﻠﻣﺳﺎﻋدة ﻓﻲ اﺧﺗﯾﺎر وإدارة اﻟﻣﺷﺎرﯾﻊ اﻟﺗﻲ ﺗﺗﻣﺎﺷﻰ ﻣﻊ اﺳﺗراﺗﯾﺟﯾﺔ اﻷﻋﻣﺎل‬ o
:‫ﺑطﺎﻗﺔ اﻷداء اﻟﻣﺗوازن‬ o
‫ ﻟﺳﻠﺳﻠﺔ ﻣن اﻟﻣﻘﺎﯾﯾس اﻟﻣﺣددة‬،‫ واﻷداء اﻟﻣﺎﻟﻲ‬،‫ ﻣﺛل ﺧدﻣﺔ اﻟﻌﻣﻼء واﻻﺑﺗﻛﺎر واﻟﻛﻔﺎءة اﻟﺗﺷﻐﯾﻠﯾﺔ‬،‫ ھﻲ اﻟﻣﻧﮭﺟﯾﺔ اﻟﺗﻲ ﺗﺣول اﻟﺳﺎﺋﻘﯾن ﻗﯾﻣﺔ اﻟﻣﻧظﻣﺔ‬Ø
‫ ﻟﻣزﯾد ﻣن اﻟﻣﻌﻠوﻣﺎت‬www.balancedscorecard.org ‫اﻧظر‬ o

8 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Project Charters

o After deciding what project to work on, it is important to let the rest of the organization know
o A project charter is a document that formally recognizes the existence of a project and provides direction on the
project’s objectives and management
o Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project;
a signed charter is a key output of project integration management

‫ ﻣن اﻟﻣﮭم أن ﺗدرك ﺑﻘﯾﺔ اﻟﻣﻧظﻣﺔ‬،‫ﺑﻌد اﻟﻘرار ﻓﻲ ﻣﺷروع اﻟﻌﻣل‬ o
‫ﻣﯾﺛﺎق اﻟﻣﺷروع ھو وﺛﯾﻘﺔ ﺗﻌﺗرف رﺳﻣﯾﺎ ﺑوﺟود ﻣﺷروع وﺗوﻓر ﺗوﺟﯾﮭﺎت ﺣول أھداف اﻟﻣﺷروع وإدارﺗﮫ‬ o
‫ﯾﺟب ﻋﻠﻰ أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟرﺋﯾﺳﯾﯾن ﻓﻲ اﻟﻣﺷروع اﻟﺗوﻗﯾﻊ ﻋﻠﻰ ﻣﯾﺛﺎق اﻟﻣﺷروع ﻟﻼﻋﺗراف ﺑﺎﻻﺗﻔﺎق ﻋﻠﻰ ﺣﺎﺟﺔ اﻟﻣﺷروع وھدﻓﮫ؛ اﻟﻣﯾﺛﺎق اﻟﻣوﻗﻊ ھو ﻧﺎﺗﺞ‬ o
‫رﺋﯾﺳﻲ ﻹدارة ﺗﻛﺎﻣل اﻟﻣﺷﺎرﯾﻊ‬

ü Table 4-1. Project Charter for the DNA-Sequencing Instrument Completion Project

9 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
--------------------------------------
ü Project Management Plans

o A project management plan is a document used to coordinate all project planning documents and help guide a
project’s execution and control
o Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

‫ﺧطﺔ إدارة اﻟﻣﺷروع ھﻲ وﺛﯾﻘﺔ ﺗﺳﺗﺧدم ﻟﺗﻧﺳﯾق ﺟﻣﯾﻊ وﺛﺎﺋق ﺗﺧطﯾط اﻟﻣﺷروع واﻟﻣﺳﺎﻋدة ﻓﻲ ﺗوﺟﯾﮫ ﺗﻧﻔﯾذ اﻟﻣﺷروع واﻟﺳﯾطرة ﻋﻠﯾﮫ‬ o
‫واﻟﺧطط اﻟﺗﻲ ﺗم إﻧﺷﺎؤھﺎ ﻓﻲ ﻣﺟﺎﻻت اﻟﻣﻌرﻓﺔ اﻷﺧرى ھﻲ أﺟزاء ﻓرﻋﯾﺔ ﻣن اﻟﺧطﺔ اﻟﺷﺎﻣﻠﺔ ﻹدارة اﻟﻣﺷروع‬ o

ü Common Elements of a Project Management Plan

o Introduction or overview of the project ‫ﻣﻘدﻣﺔ أو ﻧظرة ﻋﺎﻣﺔ ﻋﻠﻰ اﻟﻣﺷروع‬ o

o Description of how the project is organized ‫وﺻف ﻛﯾﻔﯾﺔ ﺗﻧظﯾم اﻟﻣﺷروع‬ o
o Management and technical processes used on the project ‫اﻹدارة واﻟﻌﻣﻠﯾﺎت اﻟﻔﻧﯾﺔ اﻟﻣﺳﺗﺧدﻣﺔ ﻓﻲ اﻟﻣﺷروع‬ o
o Work to be done, schedule, and budget information ‫ وﻣﻌﻠوﻣﺎت اﻟﻣﯾزاﻧﯾﺔ‬،‫ واﻟﺟدول اﻟزﻣﻧﻲ‬،‫اﻟﻌﻣل اﻟذي ﯾﺗﻌﯾن اﻟﻘﯾﺎم ﺑﮫ‬ o

ü Table 4-2. Sample Contents for a Software Project Management Plan (SPMP)














ü What the Winners Do
"The winners clearly spell out what needs to be done in a project, by whom, when, and how. For this they use an integrated
toolbox, including PM tools, methods, and techniques…If a scheduling template is developed and used over and over,
it becomes a repeatable action that leads to higher productivity and lower uncertainty. Sure, using scheduling
templates is neither a breakthrough nor a feat. But laggards exhibited almost no use of the templates. Rather, in
constructing schedules their project managers started with a clean sheet, a clear waste of time.”*

،PM ‫ ﺑﻣﺎ ﻓﻲ ذﻟك أدوات‬،‫ ﻟذﻟك ﯾﺳﺗﺧدﻣون ﻣﺟﻣوﻋﺔ أدوات ﻣﺗﻛﺎﻣﻠﺔ‬،‫ وﻛﯾف‬،‫ ﻣﺗﻰ‬،‫ ﻣن ﻗﺑل ﻣن‬،‫"ﯾوﺿﺢ اﻟﻔﺎﺋزﯾن ﺑوﺿوح ﻣﺎ ﯾﺟب اﻟﻘﯾﺎم ﺑﮫ ﻓﻲ اﻟﻣﺷروع‬
،‫ وذﻟك ﺑﺎﻟﺗﺄﻛﯾد‬.‫ ﻓﺈﻧﮫ ﯾﺻﺑﺢ إﺟراء ﻣﺗﻛررا ﯾؤدي إﻟﻰ إﻧﺗﺎﺟﯾﺔ أﻋﻠﻰ وﯾﻘﻠل ﻣن اﻟﺷك‬،ً‫ إذا ﺗم ﺗطوﯾر ﻗﺎﻟب ﺟدوﻟﺔ واﺳﺗﺧداﻣﮭﺎ ﻣرارا ً و ﺗﻛرارا‬... ‫ واﻟﺗﻘﻧﯾﺎت‬،‫واﻷﺳﺎﻟﯾب‬
‫ ﻓﻲ ﺑﻧﺎء اﻟﺟداول اﻟزﻣﻧﯾﺔ ﺑدأ ﻣدﯾري‬،‫ ﺑدﻻ ﻣن ذﻟك‬.‫ ﻏﯾر أن اﻟﻣﺗﺧﺎذﻟون ﻟم ﯾظﮭروا أي اﺳﺗﺧدام ﻟﻠﻘواﻟب‬.ً ‫ﺑﺎﺳﺗﺧدام ﺟدوﻟﺔ اﻟﻘواﻟب ﻟﯾس اﺧﺗراﻗﺎ ً او ﻋﻣﻼً ﺑطوﻟﯾﺎ‬
*" .‫ وھذا ﻣﺿﯾﻌﺔ واﺿﺣﺔ ﻟﻠوﻗت‬،‫اﻟﻣﺷﺎرﯾﻊ اﻟﺧﺎﺻﺔ ﺑﮭم ﺑورﻗﺔ ﻧظﯾﻔﺔ‬

10 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Project Execution

o Project execution involves managing and performing the work described in the project management plan
o The majority of time and money is usually spent on execution
o The application area of the project directly affects project execution because the products of the project are produced
during execution

‫ﯾﺗﺿﻣن ﺗﻧﻔﯾذ اﻟﻣﺷروع إدارة وأداء اﻟﻌﻣل اﻟﻣوﺻوف ﻓﻲ ﺧطﺔ إدارة اﻟﻣﺷروع‬ o
‫ﻋﺎدة ﻣﺎ ﯾﻧﻔق ﻣﻌظم اﻟوﻗت واﻟﻣﺎل ﻋﻠﻰ اﻟﺗﻧﻔﯾذ‬ o
‫ﻣﻧطﻘﺔ ﺗطﺑﯾق اﻟﻣﺷروع ﺗؤﺛر ﺑﺷﻛل ﻣﺑﺎﺷر ﻋﻠﻰ ﺗﻧﻔﯾذ اﻟﻣﺷروع ﻷن ﻣﻧﺗﺟﺎت اﻟﻣﺷروع ﯾﺗم إﻧﺗﺎﺟﮭﺎ أﺛﻧﺎء اﻟﺗﻧﻔﯾذ‬ o

ü Coordinating Planning and Execution

o Project planning and execution are intertwined and ‫ﺗﺧطﯾط اﻟﻣﺷﺎرﯾﻊ وﺗﻧﻔﯾذھﺎ ﻣﺗﺷﺎﺑﻛﺔ واﻷﻧﺷطﺔ اﻟﺗﻲ ﻻ ﯾﻣﻛن ﻓﺻﻠﮭﺎ‬ o
inseparable activities
‫وﯾﻧﺑﻐﻲ أن ﯾﺳﺎﻋد أوﻟﺋك اﻟذﯾن ﺳﯾﻘوﻣون ﺑﺎﻟﻌﻣل ﻋﻠﻰ ﺗﺧطﯾط اﻟﻌﻣل‬ o
o Those who will do the work should help to plan the work
o Project managers must solicit input from the team to ‫ﯾﺟب ﻋﻠﻰ ﻣدراء اﻟﻣﺷﺎرﯾﻊ اﻟﺗﻣﺎس ﻣدﺧﻼت ﻣن اﻟﻔرﯾق ﻟوﺿﻊ ﺧطط‬ o
develop realistic plans ‫واﻗﻌﯾﺔ‬

ü Providing Leadership and a Supportive Culture

o Project managers must lead by example to demonstrate the importance of creating and then following good project
plans
o Organizational culture can help project execution by:
• Providing guidelines and templates
• Tracking performance based on plans
o Project managers may still need to break the rules to meet project goals, and senior managers must support those
actions

‫وﯾﺟب ﻋﻠﻰ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ أن ﯾﻛوﻧوا ﻣﺛﺎﻻ ﯾﺣﺗذى ﺑﮫ ﻹﺛﺑﺎت أھﻣﯾﺔ إﻧﺷﺎء ﺧطط ﻣﺷﺎرﯾﻊ ﺟﯾدة ﺛم اﺗﺑﺎﻋﮭﺎ‬ o
: ‫اﻟﺛﻘﺎﻓﺔ اﻟﺗﻧظﯾﻣﯾﺔ ﯾﻣﻛن أن ﺗﺳﺎﻋد ﻓﻲ ﺗﻧﻔﯾذ اﻟﻣﺷروع ﻣن ﺧﻼل‬ o
‫• ﺗوﻓﯾر اﻹرﺷﺎدات واﻟﻧﻣﺎذج‬
‫• ﺗﺗﺑﻊ اﻷداء اﺳﺗﻧﺎدا إﻟﻰ اﻟﺧطط‬
‫ وﯾﺟب ﻋﻠﻰ ﻛﺑﺎر اﻟﻣدﯾرﯾن دﻋم ﺗﻠك اﻹﺟراءات‬،‫وﻗد ﻻ ﯾزال ﻣدﯾرو اﻟﻣﺷﺎرﯾﻊ ﺑﺣﺎﺟﺔ إﻟﻰ ﻛﺳر اﻟﻘواﻋد ﻟﺗﺣﻘﯾق أھداف اﻟﻣﺷروع‬ o

ü Important Skills for Project Execution

o General management skills like leadership, ‫ﻣﮭﺎرات اﻹدارة اﻟﻌﺎﻣﺔ ﻣﺛل اﻟﻘﯾﺎدة واﻻﺗﺻﺎﻻت واﻟﻣﮭﺎرات اﻟﺳﯾﺎﺳﯾﺔ‬ o
communication, and political skills
‫ واﻟﻣﮭﺎرات ﻣﺟﺎل اﻟﺗطﺑﯾق واﻟﻣﻌرﻓﺔ‬،‫ واﻷﻋﻣﺎل اﻟﺗﺟﺎرﯾﺔ‬،‫اﻟﻣﻧﺗﺞ‬ o
o Product, business, and application area skills and
knowledge ‫اﺳﺗﺧدام اﻷدوات واﻟﺗﻘﻧﯾﺎت اﻟﻣﺗﺧﺻﺻﺔ‬ o
o Use of specialized tools and techniques

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ü Project Execution Tools and Techniques

o Expert judgment: experts can help project managers and their teams make many decisions related to project execution
o Project management information systems: there are hundreds of project management software products available on
the market today, and many organizations are moving toward powerful enterprise project management systems that
are accessible via the Internet
o See the What Went Right? example of Kuala Lumpur’s Integrated Transport Information System on p. 159

‫ ﯾﻣﻛن ﻟﻠﺧﺑراء ﻣﺳﺎﻋدة ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ وﻓرﻗﮭم اﺗﺧﺎذ اﻟﻌدﯾد ﻣن اﻟﻘرارات اﻟﻣﺗﻌﻠﻘﺔ ﺑﺗﻧﻔﯾذ اﻟﻣﺷروع‬:‫رأي اﻟﺧﺑراء‬ o
‫ واﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت ﺗﺗﺣرك ﻧﺣو أﻧظﻣﺔ إدارة‬،‫ ھﻧﺎك ﻣﺋﺎت ﻣن ﻣﻧﺗﺟﺎت ﺑراﻣﺞ إدارة اﻟﻣﺷﺎرﯾﻊ اﻟﻣﺗﺎﺣﺔ ﻓﻲ اﻟﺳوق اﻟﯾوم‬:‫ﻧظم ﻣﻌﻠوﻣﺎت إدارة اﻟﻣﺷروع‬ o
‫اﻟﻣﺷﺎرﯾﻊ اﻟﻣؤﺳﺳﺔ اﻟﻘوﯾﺔ اﻟﺗﻲ ﯾﻣﻛن اﻟوﺻول إﻟﯾﮭﺎ ﻋن طرﯾق اﻹﻧﺗرﻧت‬

ü Monitoring and Controlling Project Work

o Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control
changes
o Monitoring project work includes collecting, measuring, and disseminating performance information
o A baseline is the approved project management plan plus approved changes

‫ ﻟذﻟك ﻓﻣن اﻟﻣﮭم ﻟﺗطوﯾر وﻣﺗﺎﺑﻌﺔ ﻋﻣﻠﯾﺔ ﻟرﺻد وﻣراﻗﺑﺔ اﻟﺗﻐﯾﯾرات‬،‫اﻟﺗﻐﯾﯾرات أﻣر ﻻ ﻣﻔر ﻣﻧﮫ ﻓﻲ ﻣﻌظم اﻟﻣﺷﺎرﯾﻊ‬ o
‫وﯾﺷﻣل رﺻد أﻋﻣﺎل اﻟﻣﺷروع ﺟﻣﻊ وﻗﯾﺎس وﻧﺷر ﻣﻌﻠوﻣﺎت اﻷداء‬ o
‫واﻟﺧط اﻷﺳﺎﺳﻲ ھو ﺧطﺔ إدارة اﻟﻣﺷروع اﻟﻣﻌﺗﻣدة ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ اﻟﺗﻐﯾﯾرات اﻟﻣﻌﺗﻣدة‬ o

ü Media Snapshot

o The 2002 Olympic Winter Games and Paralympics took five years to plan and cost more than $1.9 billion. PMI awarded
the Salt Lake Organizing Committee (SLOC) the Project of the Year award for delivering world-class games.
o Four years before the Games began, the SLOC used a Primavera software-based system with a cascading color-coded
WBS to integrate planning…The SLOC also used an Executive Roadmap, a one-page list of the top 100 Games-wide
activities, to keep executives apprised of progress. Activities were tied to detailed project information within each
department’s schedule. A 90-day highlighter showed which managers were accountable for each integrated
activity.
o Fraser Bullock, SLOC Chief Operating Officer and Chief, said, “We knew when we were on and off schedule and
where we had to apply additional resources. The interrelation of the functions meant they could not run in isolation—it
was a smoothly running machine.”*

PMI ‫ ﻣﻧﺢ‬.‫ ﺑﻠﯾون دوﻻر‬1.9 ‫ ﺧﻣس ﺳﻧوات ﻟﻠﺗﺧطﯾط وﻛﻠﻔت أﻛﺛر ﻣن‬2002 ‫ ﻓﻲ ﻋﺎم‬Olympic Winter Games and Paralympics ‫وﻗد اﺳﺗﻐرﻗت‬
.‫( ﺟﺎﺋزة ﻣﺷروع اﻟﺳﻧﺔ ﻟﺗﻘدﯾم اﻷﻟﻌﺎب ﻋﻠﻰ ﻣﺳﺗوى ﻋﺎﻟﻣﻲ‬SLOC) ‫ﻟﺟﻧﺔ ﺗﻧظﯾم ﺑﺣﯾرة ﺳوﻟت‬
‫ ﻛﻣﺎ‬... ‫ اﻟﻘﺎﺋم ﻋﻠﻰ اﻟﺑرﻣﺟﯾﺎت ﻣﻊ ﻧظﺎم وﺑس ﻣﺗﺳﻠﺳل ﻣرﻣزة ﻟدﻣﺞ اﻟﺗﺧطﯾط‬Primavera ‫ ﻧظﺎم‬SLOC ‫ اﺳﺗﺧدﻣت‬،‫ﻗﺑل أرﺑﻊ ﺳﻧوات ﻣن ﺑدء دورة اﻷﻟﻌﺎب‬
.‫ إﻟﻰ إﺑﻘﺎء اﻟﻣدﯾرﯾن اﻟﺗﻧﻔﯾذﯾﯾن ﻋﻠﻰ ﻋﻠم ﺑﺎﻟﺗﻘدم‬،‫ أﻧﺷطﺔ ﻋﻠﻰ ﻣﺳﺗوى اﻷﻟﻌﺎب‬100 ‫ وﻗﺎﺋﻣﺔ ﻣن ﺻﻔﺣﺔ واﺣدة ﻣن أﻓﺿل‬،‫ ﺧﺎرطﺔ اﻟطرﯾق اﻟﺗﻧﻔﯾذﯾﺔ‬SLOC ‫اﺳﺗﺧدﻣت‬
‫ ﯾوﻣﺎ أي اﻟﻣدﯾرﯾن ﻛﺎﻧوا ﻣﺳؤوﻟﯾن ﻋن ﻛل ﻧﺷﺎط‬90 highlighter ‫ وأظﮭرت‬.‫وﺗرﺗﺑط اﻷﻧﺷطﺔ ﺑﻣﻌﻠوﻣﺎت ﺗﻔﺻﯾﻠﯾﺔ ﻋن اﻟﻣﺷروع ﺿﻣن اﻟﺟدول اﻟزﻣﻧﻲ ﻟﻛل إدارة‬
. ‫ﻣﺗﻛﺎﻣل‬
‫ اﻟﺗراﺑط ﺑﯾن‬.‫ "ﻛﻧﺎ ﻧﻌرف ﻣﺗﻰ ﻛﻧﺎ ﻋﻠﻰ وﺷك ﺟدول زﻣﻧﻲ وﺣﯾث ﻛﺎن ﻋﻠﯾﻧﺎ أن ﻧطﺑق ﻣوارد إﺿﺎﻓﯾﺔ‬،‫ اﻟرﺋﯾس اﻟﺗﻧﻔﯾذي ﻟﻠﻌﻣﻠﯾﺎت واﻟرﺋﯾس‬، Fraser Bullock ‫وﻗﺎل‬
*" .‫اﻟوظﺎﺋف ﯾﻌﻧﻲ أﻧﮭﺎ ﻻ ﯾﻣﻛن أن ﺗﻌﻣل ﻓﻲ ﻋزﻟﺔ – ﻛﺎن ﺟﮭﺎز ﺗﺷﻐﯾل ﺳﻠس‬

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ü Integrated Change Control

o Three main objectives are: :‫ﺛﻼﺛﺔ أھداف رﺋﯾﺳﯾﺔ ھﻲ‬ o

• Influencing the factors that create changes to ‫• اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻟﻌواﻣل اﻟﺗﻲ ﺗﺧﻠق ﺗﻐﯾﯾرات ﻟﺿﻣﺎن أن ﺗﻛون‬
ensure that changes are beneficial ‫اﻟﺗﻐﯾﯾرات ﻣﻔﯾدة‬
• Determining that a change has occurred ‫• ﺗﺣدﯾد ﺣدوث ﺗﻐﯾﯾر‬
• Managing actual changes as they occur ‫• إدارة اﻟﺗﻐﯾﯾرات اﻟﻔﻌﻠﯾﺔ ﻋﻧد ﺣدوﺛﮭﺎ‬


ü Change Control on Information Technology Projects

o Former view: the project team should strive to do exactly what was planned on time and within budget
o Problem: stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate
o Modern view: project management is a process of constant communication and negotiation
o Solution: changes are often beneficial, and the project team should plan for them

‫ ﯾﺟب ﻋﻠﻰ ﻓرﯾق اﻟﻣﺷروع أن ﯾﺳﻌﻰ ﺟﺎھدا ﻟﻠﻘﯾﺎم ﺑﺎﻟﺿﺑط ﻣﺎ ﻛﺎن ﻣﺧططﺎ ﻟﮫ ﻓﻲ اﻟوﻗت اﻟﻣﺣدد وﻓﻲ ﺣدود اﻟﻣﯾزاﻧﯾﺔ‬:‫وﺟﮭﺔ ﻧظر ﺳﺎﺑﻘﺔ‬ o
‫ وﻛﺎﻧت ﺗﻘدﯾرات اﻟوﻗت واﻟﺗﻛﻠﻔﺔ ﻏﯾر دﻗﯾﻘﺔ‬،‫ ﻧﺎدرا ﻣﺎ واﻓق أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻋﻠﻰ ﻣﻘدﻣﺔ اﻟﻣﺷروع ﻋﻠﻰ ﻧطﺎق اﻟﻣﺷروع‬:‫اﻟﻣﺷﻛﻠﺔ‬ o
‫ إدارة اﻟﻣﺷروع ھﻲ ﻋﻣﻠﯾﺔ اﻟﺗواﺻل واﻟﺗﻔﺎوض اﻟﻣﺳﺗﻣرﯾن‬:‫اﻟرؤﯾﺔ اﻟﺣدﯾﺛﺔ‬ o
‫ وﯾﺟب ﻋﻠﻰ ﻓرﯾق اﻟﻣﺷروع اﻟﺗﺧطﯾط ﻟﮭﺎ‬،‫ اﻟﺗﻐﯾﯾرات ﻏﺎﻟﺑﺎ ﻣﺎ ﺗﻛون ﻣﻔﯾدة‬:‫اﻟﺣل‬ o

ü Change Control System

o A formal, documented process that describes when and how official project documents and work may be changed
o Describes who is authorized to make changes and how to make them

‫ﻋﻣﻠﯾﺔ رﺳﻣﯾﺔ وﻣوﺛﻘﺔ ﺗﺻف ﻣﺗﻰ وﻛﯾف ﯾﻣﻛن ﺗﻐﯾﯾر وﺛﺎﺋق اﻟﻣﺷروع اﻟرﺳﻣﻲ واﻟﻌﻣل‬ o
‫ﯾﺻف ﻣن ھو ﻣﻔوض ﻹﺟراء ﺗﻐﯾﯾرات وﻛﯾﻔﯾﺔ ﺟﻌﻠﮭﺎ‬ o

ü Change Control Board (CCB)

o A formal group of people responsible for approving or rejecting changes on a project

o CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of
approved changes
o Includes stakeholders from the entire organization

‫ﻣﺟﻣوﻋﺔ رﺳﻣﯾﺔ ﻣن اﻷﺷﺧﺎص اﻟﻣﺳؤوﻟﯾن ﻋن اﻟﻣواﻓﻘﺔ ﻋﻠﻰ اﻟﺗﻐﯾﯾرات ﻓﻲ اﻟﻣﺷروع أو رﻓﺿﮭﺎ‬

‫ وإدارة ﺗﻧﻔﯾذ اﻟﺗﻐﯾﯾرات اﻟﻣﻌﺗﻣدة‬،‫ وﺗﻘﯾﯾم طﻠﺑﺎت اﻟﺗﻐﯾﯾر‬،‫وﺗوﻓر ھذه اﻟﮭﯾﺋﺎت ﻣﺑﺎدئ ﺗوﺟﯾﮭﯾﺔ ﻹﻋداد طﻠﺑﺎت اﻟﺗﻐﯾﯾر‬
‫وﯾﺷﻣل أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻣن اﻟﻣﻧظﻣﺔ ﺑﺄﻛﻣﻠﮭﺎ‬

13 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
--------------------------------------
ü Making Timely Changes

o Some CCBs only meet occasionally, so it may take too long for changes to occur
o Some organizations have policies in place for time-sensitive changes
• “48-hour policy” allows project team members to make decisions; then they have 48 hours to
reverse the decision pending senior management approval
• Delegate changes to the lowest level possible, but keep everyone informed of changes

‫ ﻟذا ﻗد ﯾﺳﺗﻐرق اﻷﻣر وﻗﺗﺎ طوﯾﻼ ﺣﺗﻰ ﺗﺣدث اﻟﺗﻐﯾﯾرات‬،‫ ﻓﻘط ﻓﻲ ﺑﻌض اﻷﺣﯾﺎن‬CCBs ‫وﺗﺟﺗﻣﻊ ﺑﻌض‬ o
‫وﻟدى ﺑﻌض اﻟﻣﻧظﻣﺎت ﺳﯾﺎﺳﺎت ﻣطﺑﻘﺔ ﻟﻠﺗﻐﯾرات اﻟﺣﺳﺎﺳﺔ زﻣﻧﯾﺎ‬ o
‫ ﺳﺎﻋﺔ ﻟﻌﻛس اﻟﻘرار ﻓﻲ اﻧﺗظﺎر ﻣواﻓﻘﺔ اﻹدارة اﻟﻌﻠﯾﺎ‬48 ‫ ﺛم ﻟدﯾﮭم‬.‫ ﺳﺎﻋﺔ" ﯾﺳﻣﺢ ﻷﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع ﻻﺗﺧﺎذ اﻟﻘرارات‬48 ‫• "ﺳﯾﺎﺳﺔ‬
‫ وﻟﻛن إﺑﻘﺎء اﻟﺟﻣﯾﻊ ﻋﻠﻰ ﻋﻠم ﺑﺎﻟﺗﻐﯾﯾرات‬،‫• ﺗﻔوﯾض اﻟﺗﻐﯾﯾرات إﻟﻰ أدﻧﻰ ﻣﺳﺗوى ﻣﻣﻛن‬

ü Configuration Management

o Ensures that the descriptions of the project’s products are correct and complete
o Involves identifying and controlling the functional and physical design characteristics of products and their support
documentation
o Configuration management specialists identify and document configuration requirements, control changes, record and
report changes, and audit the products to verify conformance to requirements
o See www.icmhq.com for more information

‫ﯾﺿﻣن أن أوﺻﺎف ﻣﻧﺗﺟﺎت اﻟﻣﺷروع ﺻﺣﯾﺣﺔ وﻛﺎﻣﻠﺔ‬ o

‫ﯾﺷﻣل ﺗﺣدﯾد وﻣراﻗﺑﺔ ﺧﺻﺎﺋص اﻟﺗﺻﻣﯾم اﻟوظﯾﻔﻲ واﻟﻣﺎدي ﻟﻠﻣﻧﺗﺟﺎت ووﺛﺎﺋق اﻟدﻋم اﻟﺧﺎﺻﺔ ﺑﮭﺎ‬ o
‫ﯾﻘوم ﻣﺗﺧﺻﺻو إدارة اﻟﺗﮭﯾﺋﺔ ﺑﺗﺣدﯾد ﻣﺗطﻠﺑﺎت اﻟﺗوﺛﯾق وﺗوﺛﯾﻘﮭﺎ واﻟﺗﺣﻛم ﻓﻲ اﻟﺗﻐﯾﯾرات وﺗﺳﺟﯾل اﻟﺗﻐﯾﯾرات واﻹﺑﻼغ ﻋﻧﮭﺎ وﻣراﺟﻌﺔ اﻟﻣﻧﺗﺟﺎت ﻟﻠﺗﺣﻘق ﻣن ﺗواﻓﻘﮭﺎ‬ o
‫ﻣﻊ اﻟﻣﺗطﻠﺑﺎت‬

ü Table 4-3. Suggestions for Performing Integrated Change Control

14 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 4 – Project Integration Management
WEEK: 5
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ü Closing Projects and Phases

o To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the
appropriate people
o Main outputs include:
• Final product, service, or result transition
• Organizational process asset updates

‫ ﯾﺟب اﻻﻧﺗﮭﺎء ﻣن ﺟﻣﯾﻊ اﻷﻧﺷطﺔ وﻧﻘل اﻟﻌﻣل اﻟﻣﻧﺟز أو اﻟﻣﻠﻐﻰ إﻟﻰ اﻷﺷﺧﺎص اﻟﻣﻧﺎﺳﺑﯾن‬،‫ﻹﻏﻼق اﻟﻣﺷروع أو اﻟﻣرﺣﻠﺔ‬ o
:‫وﺗﺷﻣل اﻟﻣﺧرﺟﺎت اﻟرﺋﯾﺳﯾﺔ‬ o
‫• اﻟﻣﻧﺗﺞ اﻟﻧﮭﺎﺋﻲ أو اﻟﺧدﻣﺔ أو ﻧﺗﯾﺟﺔ اﻻﻧﺗﻘﺎل‬
‫• ﺗﺣدﯾﺛﺎت أﺻول اﻟﻌﻣﻠﯾﺎت اﻟﺗﻧظﯾﻣﯾﺔ‬

ü Using Software to Assist in Project Integration Management

o Several types of software can be used to assist in project integration management

• Documents can be created with word processing software
• Presentations are created with presentation software
• Tracking can be done with spreadsheets or databases
• Communication software like e-mail and Web authoring tools facilitate communications
• Project management software can pull everything together and show detailed and summarized information
• Business Service Management (BSM) tools track the execution of business process flows

‫وﯾﻣﻛن اﺳﺗﺧدام ﻋدة أﻧواع ﻣن اﻟﺑراﻣﺞ ﻟﻠﻣﺳﺎﻋدة ﻓﻲ إدارة ﺗﻛﺎﻣل اﻟﻣﺷﺎرﯾﻊ‬ o

‫• ﯾﻣﻛن إﻧﺷﺎء اﻟﻣﺳﺗﻧدات ﺑﺎﺳﺗﺧدام ﺑراﻣﺞ ﻣﻌﺎﻟﺟﺔ اﻟﻧﺻوص‬
‫• ﯾﺗم إﻧﺷﺎء اﻟﻌروض اﻟﺗﻘدﯾﻣﯾﺔ ﻣﻊ ﺑرﻧﺎﻣﺞ اﻟﻌرض اﻟﺗﻘدﯾﻣﻲ‬
‫• وﯾﻣﻛن أن ﯾﺗم ﺗﺗﺑﻊ ﻣﻊ ﺟداول اﻟﺑﯾﺎﻧﺎت أو ﻗواﻋد اﻟﺑﯾﺎﻧﺎت‬
‫• ﺑراﻣﺞ اﻻﺗﺻﺎﻻت ﻣﺛل اﻟﺑرﯾد اﻹﻟﻛﺗروﻧﻲ وأدوات ﺗﺄﻟﯾف اﻟوﯾب ﺗﺳﮭﯾل اﻻﺗﺻﺎﻻت‬
‫• ﯾﻣﻛن ﻟﺑرﻧﺎﻣﺞ إدارة اﻟﻣﺷﺎرﯾﻊ ﺳﺣب ﻛل ﺷﻲء ﻣﻌﺎ وإظﮭﺎر ﻣﻌﻠوﻣﺎت ﻣﻔﺻﻠﺔ وﻣﻠﺧﺻﺔ‬
‫( أدوات ﺗﺗﺑﻊ ﺗﻧﻔﯾذ ﺗدﻓﻘﺎت ﻋﻣﻠﯾﺔ اﻷﻋﻣﺎل‬BSM) ‫• أدوات إدارة اﻷﻋﻣﺎل‬

THE END OF CHAPTER 4.
GOOD LUCK. ❤

15 BY: ATHA ALGHANMI