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create really neat T-shirts for the event. Others wondered where you get the
dye and if it is safe. Another talked about the importance of a website and
creating a digital account for registration. Others began to argue whether the
run should be done on campus or through the streets of their small college
town. One by one students excused themselves due to other commitments.
With only a few members remaining Brandon and Olivia adjourned the
meeting.
While Brandon took a sip of his IPA beer, Sierra pulled a book out of
her knapsack. “Sounds like what you need to do is create what my project
management professor calls a WBS for your project.” She pointed to a page
in her project management textbook showing a diagram of a WBS.
1. Make a list of the major deliverables for the 5k-run color project and use
them to develop a draft of the work breakdown structure for the project
that contains, when appropriate, at least three levels of detail.
2. How would developing a WBS alleviate some of the problems that
occurred during the first meeting and help Brandon organize and plan the
project?
Case 4.2
The Home Improvement Project
Lukas Nelson and his wife, Anne, and their three daughters had been living
in their house for over five years when they decided it was time to make
some modest improvements. One area they both agreed needed an upgrade
was the bathtub. Their current house had one standard shower/bathtub
combination. Lukas was 6 feet four and could barely squeeze into it. In fact,
he had taken only one bath since they moved in. He and Anne both missed
soaking in the older, deep bathtubs they enjoyed when they lived back East.
Fortunately, the previous owners, who had built the house, had plumbed
the corner of a large exercise room in the basement for a hot tub. They
page 132
contacted a trusted remodeling contractor, who assured them it
would be relatively easy to install a new bathtub and it shouldn’t cost more
than $1,500. They decided to go ahead with the project.
First the Nelsons went to the local plumbing retailer to pick out a tub.
They soon realized that for a few hundred dollars more they could buy a big
tub with water jets (a Jacuzzi). With old age on the horizon a Jacuzzi
seemed like a luxury that was worth the extra money.
Originally the plan was to install the tub using the simple plastic frame
the bath came with and install a splash guard around the tub. Once Anne
saw the tub, frame, and splashguard in the room she balked. She did not like
how it looked with the cedar paneling in the exercise room. After
significant debate, Anne won out, and the Nelsons agreed to pay extra to
have a cedar frame built for the tub and use attractive tile instead of the
plastic splashguard. Lukas rationalized that the changes would pay for
themselves when they tried to sell the house.
The next hiccup occurred when it came time to address the flooring
issue. The exercise room was carpeted, which wasn’t ideal when getting out
of a bathtub. The original idea was to install relatively cheap laminated
flooring in the drying and undressing area adjacent to the tub. However, the
Nelsons couldn’t agree on the pattern to use. One of Anne’s friends said it
would be a shame to put such cheap flooring in such a nice room. She felt
they should consider using tile. The contractor agreed and said he knew a
tile installer who needed work and would give them a good deal.
Lukas reluctantly agreed that the laminated options just didn’t fit the
style or quality of the exercise room. Unlike the laminated floor debate,
both Anne and Lukas immediately liked a tile pattern that matched the tile
used around the tub. Anxious not to delay the project, they agreed to pay for
the tile flooring.
Once the tub was installed and the framing was almost completed, Anne
realized that something had to be done about the lighting. One of her
favorite things to do was to read while soaking in the tub. The existing
lights didn’t provide sufficient illumination for doing so. Lukas knew this
was “nonnegotiable” and they hired an electrician to install additional
lighting over the bathtub.
While the lighting was being installed and the tile was being laid,
another issue came up. The original plan was to tile only the exercise room
and use remnant rugs to cover the area away from the tub where the
Nelsons did their exercises. The Nelsons were very happy with how the tile
looked and fit with the overall room. However, it clashed with the
laminated flooring in the adjacent bathroom. Lukas agreed with Anne that it
really made the adjacent bathroom look cheap and ugly. He also felt the
bathroom was so small it wouldn’t cost much more.
After a week the work was completed. Both Lukas and Anne were quite
pleased with how everything turned out. It cost much more than they had
planned, but they planned to live in the house until the girls graduated from
college, so they felt it was a good long-term investment.
Anne had the first turn using the bathtub, followed by their three girls.
Everyone enjoyed the Jacuzzi. It was 10:00 p.m. when Lukas began running
water for his first bath. At first the water was steaming hot, but by the time
he was about to get in, it was lukewarm at best. Lukas groaned, “After
paying all of that money I still can’t enjoy a bath.”
The Nelsons rationed bathing for a couple weeks, until they decided to
find out what, if anything, could be done about the hot water problem. They
asked a reputable heating contractor to assess the situation. The contractor
reported that the hot water tank was insufficient to service a family of five.
page 133
This had not been discovered before because baths were rarely
taken in the past. The contractor said it would cost $2,200 to
replace the existing water heater with a larger one that would meet their
needs. The heating contractor also said if they wanted to do it right they
should replace the existing furnace with a more energy-efficient one. A new
furnace would not only heat the house but also indirectly heat the water
tank. Such a furnace would cost $7,500, but with the improved efficiency
and savings in the gas bill, the furnace would pay for itself in 10 years.
Besides, the Nelsons would likely receive tax credits for the more fuelefficient furnace.
Three weeks later, after the new furnace was installed, Lukas settled
into the new bathtub. He looked around the room at all the changes that had
been made and muttered to himself, “And to think that all I wanted was to
soak in a nice, hot bath.”
1. What factors and forces contributed to scope creep in this case?
2. Is this an example of good or bad scope creep? Explain.
3. How could scope creep have been better managed by the Nelsons?
Design elements: Snapshot from Practice, Highlight box, Case icon: ©Sky
Designs/Shutterstock
1The limitations of the waterfall method for software development have led to the
emergence of Agile project management methods that are the subject of Chapter 15.
2 For a more elaborate scheme for assessing stakeholders, see: Bourne, L. Stakeholder
Relationship Management (Farnham, UK: Gower, 2009).
Because learning changes everything. ®
Chapter One
Modern Project
Management
© 2021 McGraw -Hill Education. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted w ithout the prior w ritten consent of McGraw -Hill Education.
An Overview of Project Management 8th Ed
© McGraw -Hill Education
2
Learning Objectives
1-1
Understand why project management (PM) is crucial in
today’s world
1-2
Distinguish a project from routine operations
1-3
Identify the different stages of a project life cycle
1-4
Describe how Agile PM is different from traditional PM
1-5
Understand that managing projects involves balancing the
technical and sociocultural dimensions of the project
( أمر بالغ األهمية في عالم اليومPM) فهم لماذا إدارة المشاريع1- 1
تمييز المشروع عن العمليات الروتينية2- 1
تحديد المراحل المختلفة لدورة حياة المشروع3- 1
يختلف عن رئيس الوزراء التقليديةPM وصف كيف مرونة4- 1
فهم أن إدارة المشاريع تنطوي على موازنة األبعاد التقنية واالجتماعية والثقافية للمشروع5- 1
© McGraw -Hill Education
3
Chapter Outline
1.1
What Is a Project?
1.2
Current Drivers of Project Management
1.3
Agile Project Management
1.4
Project Management Today: A Socio-Technical Approach
ما هو المشروع؟1.1
الدوافع الحالية إلدارة المشروع1.2
إدارة المشاريع الرشيقة1.3
نهج اجتماعي تقني: إدارة المشروع اليوم1.4
© McGraw -Hill Education
4
Examples of Projects Given to Recent College Graduates
•
Business information: install new data security system
•
Physical education: develop a new fitness program for senior citizens
•
Marketing: execute a sales program for a new home air purifier
•
Industrial engineering: create a value chain report for every aspect of a key product from
design to customer delivery
•
Chemistry: develop a quality control program for an organization’s drug production
facilities
•
Management: implement a new store layout design
•
Pre-med neurology student: join a project team linking mind mapping to an imbedded
prosthetic that will allow blind people to function normally
•
Sport communication: create a promotion plan for a women’s basketball project
•
Systems engineers: develop data mining software of medical papers and studies related
to drug efficacy
•
Accounting: work on an audit of a major client
•
Public health: design a medical marijuana educational program
•
English: create a web-based user manual for a new electronics product
© McGraw -Hill Education
5
أمثلة عن المشاريع التي تم تقديمها لخريجي الجامعات الجدد
•
معلومات العمل :تثبيت نظام أمان بيانات جديد
•
التربية البدنية :تطوير برنامج لياقة جديد لكبار السن
•
التسويق :تنفيذ برنامج مبيعات لجهاز تنقية هواء منزلي جديد
•
الهندسة الصناعية :قم بإنشاء تقرير سلسلة القيمة لكل جانب من جوانب المنتج الرئيسي من التصميم إلى تسليم العميل
•
الكيمياء :تطوير برنامج مراقبة الجودة لمنشآت إنتاج األدوية بالمنظمة
•
اإلدارة :تنفيذ تصميم تخطيط متجر جديد
•
طالب طب األعصاب ما قبل الطب :انضم إلى فريق مشروع يربط رسم الخرائط الذهنية بجهاز اصطناعي مدمج يسمح للمكفوفين بالعمل
بشكل طبيعي
•
االتصال الرياضي :وضع خطة ترويج لمشروع كرة السلة للسيدات
•
مهندسو النظم :تطوير برمجيات التنقيب عن البيانات لألوراق والدراسات الطبية المتعلقة بفعالية الدواء
•
المحاسبة :العمل على مراجعة حسابات عميل رئيسي
•
الصحة العامة :تصميم برنامج تعليمي للماريجوانا الطبية
•
اللغة اإلنجليزية :إنشاء دليل مستخدم على الويب لمنتج إلكترونيات جديد
6
© McGraw -Hill Education
1.1 What Is a Project?
Project Defined (according to PMI)
•
A temporary endeavor undertaken to create a unique product, service, or result
Major Characteristics of a Project
•
Has an established objective
•
Has a defined life span with a beginning and an end
•
Involves several departments and professionals
•
Involves doing something never been done before
•
Has specific time, cost, and performance requirements
) PMI تعريف المشروع (حسب
• مسعى مؤقت يتم إجراؤه إلنشاء منتج أو خدمة أو نتيجة فريدة
الخصائص الرئيسية للمشروع
• لديها هدف محدد
• لها عمر محدد مع بداية ونهاية
• يشمل العديد من اإلدارات والمهنيين
• ينطوي على فعل شيء لم يتم القيام به من قبل
• لها متطلبات محددة للوقت والتكلفة واألداء
© McGraw -Hill Education
7
Program versus Project
Program Defined
•
A group of related projects designed to accomplish a common goal over an extended period of
time
Program Management Defined
•
A process of managing a group of ongoing, interdependent, related projects in a coordinated
way to achieve strategic objectives
Examples:
•
Project: completion of a required course in project management
•
Program: completion of all courses required for a business major
برنامج محدد
• مجموعة من المشاريع ذات الصلة مصممة لتحقيق هدف مشترك على مدى فترة زمنية طويلة
تعريف إدارة البرنامج
• عملية إدارة مجموعة من المشاريع المستمرة والمترابطة والمتعلقة بطريقة منسقة لتحقيق األهداف االستراتيجية
:أمثلة
االنتهاء من الدورة المطلوبة في إدارة المشاريع: • المشروع
إكمال جميع الدورات المطلوبة لتخصص األعمال: • البرنامج
© McGraw -Hill Education
8
Comparison of Routine Work with Projects
Routine, Repetitive Work
Projects
Taking class notes
Writing a term paper
Daily entering sales receipts into the accounting
ledger
Setting up a sales kiosk for a professional accounting
meeting
Responding to a supply-chain request
Developing a supply-chain information system
Practicing scales on the piano
Writing a new piano piece
Routine manufacture of an Apple iPod
Designing an iPod that is approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Attaching tags on a manufactured product
Wire-tag projects for GE and
Wal-Mart
عمل روتيني متكرر
تدوين مالحظات الفصل
إدخال إيصاالت المبيعات يومي ًا في دفتر األستاذ المحاسبي
االستجابة لطلب سلسلة التوريد
التدرب على الموازين على البيانو
Apple iPod التصنيع الروتيني لجهاز
إرفاق البطاقات على المنتج المصنّع
© McGraw -Hill Education
المشاريع
كتابة ورقة مصطلح
انشاء كشك مبيعات الجتماع محاسبي محترف
تطوير نظام معلومات سلسلة التوريد
كتابة قطعة بيانو جديدة
وواجهات مع، بوصات تقريب ًا2 × 4 بحجمiPod تصميم جهاز
أغنية10000 وتخزين، الكمبيوتر
Wal-Mart وGE مشاريع البطاقات التعريفية لشركة
TABLE 1.1
9
Project Life Cycle
© McGraw -Hill Education
FIGURE 1.1
10
The Challenge of Project Management
The Project Manager
•
Manages temporary, non-repetitive activities and frequently acts independently of the formal
organization.
•
Marshals resources for the project.
•
Is the direct link to the customer.
•
Works with a diverse troupe of characters.
•
Provides direction, coordination, and integration to the project team.
•
Is responsible for performance and success of the project.
•
Must induce the right people at the right time to address the right issues and make the right
decisions.
© McGraw -Hill Education
مدير المشروع
.• يدير األنشطة المؤقتة وغير المتكررة ويعمل بشكل متكرر بشكل مستقل عن المنظمة الرسمية
.• موارد مارشال للمشروع
.• هو الرابط المباشر للعميل
.• يعمل مع مجموعة متنوعة من الشخصيات
.• يوفر التوجيه والتنسيق والتكامل لفريق المشروع
.• مسؤول عن أداء ونجاح المشروع
.• يجب حث األشخاص المناسبين في الوقت المناسب على معالجة القضايا الصحيحة واتخاذ القرارات الصحيحة
11
1.2 Current Drivers of Project Management
Factors leading to the increased use of project management:
• Compression of the product life cycle
• Knowledge explosion
• Triple bottom line (planet, people, profit)
• Increased customer focus
• Small projects represent big problems
:العوامل المؤدية إلى زيادة استخدام إدارة المشروع
• ضغط دورة حياة المنتج
• انفجار المعرفة
( الربح، الناس، • المحصلة الثالثية ) الكوكب
• زيادة التركيز على العمالء
• تمثل المشاريع الصغيرة مشاكل كبيرة
© McGraw -Hill Education
12
1.3 Agile Project Management
Agile Project Management (Agile PM)
•
•
•
•
•
•
Agile Project Management (Agile
PM)
Is a methodology emerged out of frustration with
using traditional project management processes
هي منهجية نشأت عن اإلحباط من استخدام
to develop software.
عمليات إدارة المشاريع التقليدية لتطوير
Is now being used across industries to manage
.البرمجيات
projects with high levels of uncertainty.
يتم اآلن استخدامها عبر الصناعات إلدارة
Employs an incremental, iterative process
.المشاريع بمستويات عالية من عدم اليقين
sometimes referred to as a ‘rolling wave’
يستخدم عملية تدريجية تكرارية يشار إليها أحيانًا
approach to complete projects.
.باسم نهج ” الموجة المتدحرجة ” إلكمال المشاريع
Focuses on active collaboration between the
project and customer representatives, breaking
يركز على التعاون النشط بين المشروع وممثلي
projects into small functional pieces, and
وتقسيم المشاريع إلى أجزاء وظيفية، العمالء
adapting to changing requirements.
. والتكيف مع المتطلبات المتغيرة، صغيرة
Is often used up front in the defining phase to
غالبًا ما يستخدم مقد ًما في مرحلة التحديد لتحديد
establish specifications and requirements, and
ثم يتم استخدام الطرق، المواصفات والمتطلبات
then traditional methods are used to plan,
execute, and close the project.
.التقليدية لتخطيط المشروع وتنفيذه وإغالقه
Works best in small teams of four to eight
يعمل بشكل أفضل في فرق صغيرة من أربعة إلى
members.
.ثمانية أعضاء
© McGraw -Hill Education
•
•
•
•
•
•
13
Rolling Wave Development
•
Iterations typically last from one to four weeks.
•
The goal of each iteration is to make tangible
progress such as define a key requirement, solve
a technical problem, or create desired features to
demonstrate to the customer.
•
At the end of each iteration, progress is reviewed,
adjustments are made, and a different iterative
cycle begins.
•
Each new iteration subsumes the work of the
عادة ما تستمر التكرارات من أسبوع إلى أربعة
.أسابيع
الهدف من كل تكرار هو إحراز تقدم ملموس
مثل تحديد مطلب رئيسي أو حل مشكلة فنية أو
.إنشاء ميزات مرغوبة لعرضها على العميل
، تتم مراجعة التقدم، في نهاية كل تكرار
وتبدأ دورة تكرارية، وإجراء التعديالت
.مختلفة
يشتمل كل تكرار جديد على عمل التكرارات
.السابقة حتى اكتمال المشروع وإرضاء العميل
•
•
•
•
previous iterations until the project is completed
and the customer is satisfied.
© McGraw -Hill Education
FIGURE 1.3
14
1.4 Project Management Today: A Socio-Technical Approach
The Technical Dimension (The “Science”)
•
Consists of the formal, disciplined, purely logical parts of the process.
•
Includes planning, scheduling, and controlling projects.
The Sociocultural Dimension (The “Art”)
•
Involves the contradictory and paradoxical world of implementation.
•
Centers on creating a temporary social system within a larger organizational
environment that combines the talents of a divergent set of professionals working to
complete the project.
)”البعد التقني (” العلم
.• يتكون من األجزاء الرسمية والمنضبطة والمنطقية البحتة من العملية
.• يشمل التخطيط والجدولة والتحكم في المشاريع
) “البعد االجتماعي والثقافي (” الفن
.• ينطوي على عالم التنفيذ المتناقض والمتناقض
• مراكز على إنشاء نظام اجتماعي مؤقت ضمن بيئة تنظيمية أكبر تجمع بين مواهب
.مجموعة متباينة من المهنيين الذين يعملون إلكمال المشروع
© McGraw -Hill Education
15
A Socio-Technical Approach to Project Management
© McGraw -Hill Education
FIGURE 1.4
16
Text Overview
• Chapter 2 focuses on how organizations go about evaluating and
selecting projects.
• Chapter 3 discusses matrix management and other organization
forms and also discusses the significant role that culture of an
organization plays in the implementation of projects.
• Chapter 4 deals with defining the scope of the project and developing
a work breakdown structure (WBS).
• Chapter 5 explores the challenge of formulating cost and time
estimates.
• Chapter 6 focuses on utilizing the information from the WBS to create
a project plan in the form of a timed and sequenced network of
activities.
© McGraw -Hill Education
17
Text Overview (Continued)
•
Chapter 7 examines how organizations and managers identify and
manage risks associated with project work.
•
Chapter 8 explores resource allocation and how resource limitations
impact the project schedule.
•
Chapter 9 examines strategies for reducing project time either prior to the
initiation of the project or in response to problems or new demands placed
on the project.
•
Chapter 10 focuses on the role of the project manager as a leader and
stresses the importance of managing project stakeholders within the
organization.
•
Chapter 11 focuses on the core project team and combines the latest
information on team dynamics with leadership skills/techniques of
developing a high-performance project team.
© McGraw -Hill Education
18
Text Overview (Continued)
• Chapter 12 discusses how to outsource project work and negotiates
with contractors, customers, and suppliers.
• Chapter 13 focuses on the kinds of information managers use to
monitor project progress and discusses the key concept of earned
value
• Chapter 14 covers closing out a project and the important assessment
of performance and lessons learned.
• Chapter 15 discusses agile project management, a much more
flexible approach to managing projects with high degree of uncertainty.
• Chapter 16 focuses on working on projects across cultures.
© McGraw -Hill Education
19
Key Terms
Agile project management (Agile PM)
Program
Project
Project life cycle
Agile Project Management (Agile PM)
برنامج
مشروع
دورة حياة المشروع
(PMP) محترف إدارة المشاريع
Project Management Professional (PMP)
© McGraw -Hill Education
20
دعواتكم أريج حسين
160182560
Because learning changes everything.
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®
Because learning changes everything. ®
Chapter Two
Organization Strategy
and Project Selection
© 2021 McGraw -Hill Education. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted w ithout the prior w ritten consent of McGraw -Hill Education.
Where We Are Now
© McGraw -Hill Education
2
Learning Objectives
1. Explain why it is important for project managers to understand
their organization’s strategy
2. Identify the significant role projects contribute to the strategic
direction of the organization
02-03 Understand the need for a project priority system
02-04 Distinguish among three kinds of projects
02-05 Describe how the phase gate model applies to project
management
6. Apply financial and nonfinancial criteria to assess the value of
projects
7. Understand how multi-criteria models can be used to select
projects
02-08 Apply an objective priority system to project selection
02-09 Understand the need to manage the project portfolio
© McGraw -Hill Education
3
Chapter Outline
1. Why Project Managers Need to Understand Strategy
2. The Strategic Management Process: An Overview
3. The Need for a Project Priority System
4. Project Classification
5. Phase Gate Model
6. Selection Criteria
7. Applying a Selection Model
8. Managing the Portfolio System
© McGraw -Hill Education
4
2.1 Why Project Managers Need to Understand Strategy
Two main reasons project managers need to understand their organization’s mission and
strategy:
1.
So they can make appropriate decisions and adjustments.
• How a project manager would respond to a suggestion to modify the design of a product or
to delays may vary depending upon strategic concerns.
2.
So they can be effective project advocates. They have to be able to:
•
•
•
demonstrate to senior management how their project contributes to the firm’s mission in
order to garner their continued support.
explain to stakeholders why certain project objectives and priorities are critical in order to
secure buy-in on contentious trade-off decisions.
explain why the project is important to motivate and empower the project team (Brown,
Hyer and Ettenson, 2013).
: هناك سببان رئيسيان في حاجة مديري المشاريع إلى فهم مهمة المؤسسة واستراتيجيتها
.حتى يتمكنوا من اتخاذ القرارات والتعديالت المناسبة
.قد تختلف كيفية استجابة مدير المشروع القتراح بتعديل تصميم منتج أو حاالت تأخير حسب الشواغل االستراتيجية
•
.1
: يجب أن تكون قادرة على.حتى يتمكنوا من أن يكونوا دعاة مشروع فعالين
.2
.إظهار اإلدارة العليا كيف يساهم مشروعهم في مهمة الشركة من أجل الحصول على دعمهم المستمر
.شرح ألصحاب المصلحة لماذا بعض أهداف المشاريع وأولوياتها حاسمة من أجل ضمان االتّجار بقرارات المفاضلة المثيرة للجدل
.) 2013 ، هاير وإترنسون،شرح سبب أهمية المشروع لتحفيز وتمكين فريق المشروع (براون
© McGraw -Hill Education
•
•
•
5
2.2 The Strategic Management Process: An Overview
Strategic Management Defined
•
Is the process of assessing “what we are” and deciding and implementing “what we intend to be
and how we are going to get there.”
•
Is a continuous, iterative process aimed at developing an integrated and coordinated long-term
plan of action.
•
Requires strong links among mission, goals, objectives, strategy, and implementation.
Two Major Dimensions of Strategic Management:
1.
Responds to changes in the external environment and allocates the firm’s scare resources to
improve its competitive position.
2.
Internal responses to new action programs aimed at enhancing the competitive position of the
firm.
تعريف اإلدارة االستراتيجية
.”هو عملية تقييم “ما نحن عليه” وتقرير وتنفيذ “ما نعتزم أن نكون عليه وكيف سنصل إلى هناك
•
.عملية مستمرة ومتكررة تهدف إلى وضع خطة عمل متكاملة ومنسقة طويلة األجل
•
.يتطلب روابط قوية بين المهام واألهداف واألهداف واالستراتيجية والتنفيذ
•
:بعدان رئيسيان لإلدارة االستراتيجية
© McGraw -Hill Education
.يستجيب للتغيرات في البيئة الخارجية ويخصص موارد الشركة المخيفة لتحسين وضعها التنافسي
.1
.االستجابات الداخلية لبرامج العمل الجديدة التي تهدف إلى تعزيز الوضع التنافسي للشركة
.2
6
Four Activities of the Strategic Management Process
The sequence of activities of the strategic management process is:
1.
Review and define the organizational mission
•
2.
The mission identifies “what we want to become.” Mission statements identify the scope of the organization in terms of its
product and service.
Analyze and formulate strategies
•
3.
Formulating strategy answers the question of what needs to be done to reach objectives. Strategy formulation includes
determining and evaluating alternatives that support the organization’s objectives and selecting the best alternative.
Set objectives to achieve strategies
•
4.
Objectives translate the organization strategy into specific, concrete, measureable terms. Objectives answer in detain
where a firm is headed and when it is going to get there.
Implement strategies through projects
•
Implementation answers the question of how strategies will be realized, given available resources.
:وسلسلة أنشطة عملية اإلدارة االستراتيجية هي
استعراض وتحديد المهمة التنظيمية
. تحدد بيانات المهمة نطاق المنظمة من حيث منتجاتها وخدمتها.”وتحدد البعثة “ما نريد أن نصبح عليه
.1
•
تحليل وصياغة االستراتيجيات
. وتشمل صياغة االستراتيجية تحديد وتقييم البدائل التي تدعم أهداف المنظمة واختيار أفضل بديل.ويجيب وضع استراتيجية عن السؤال المتعلق بما ينبغي عمله لبلوغ األهداف
.2
•
وضع أهداف لتحقيق االستراتيجيات
. األهداف اإلجابة في االحتجاز حيث تتجه الشركة ومتى هو ذاهب للوصول الى هناك.وتجسد األهداف استراتيجية المنظمة في مصطلحات محددة وملموسة وقابلة للمقاييس
.3
•
تنفيذ االستراتيجيات من خالل المشاريع
. بالنظر إلى الموارد المتاحة،ويجيب التنفيذ على السؤال المتعلق بكيفية تنفيذ االستراتيجيات
© McGraw -Hill Education
.4
•
7
Strategic Management Process
© McGraw -Hill Education
FIGURE 2.1
8
Characteristics of Objectives
© McGraw -Hill Education
EXHIBIT 2.1
9
2.3 The Need for a Project Priority System
Implementation of projects without a strong priority system linked to strategy create problems.
Problem 1: The Implementation Gap
•
The implementation gap is the lack of understanding and consensus of organization strategy among top and middle-level
managers.
Problem 2: Organization Politics
•
Project selection may be based not so much on facts and sound reasoning as on the persuasiveness and power of people
advocating projects.
•
The term sacred cow is often used to denote a project that a powerful, high-ranking official is advocating.
Problem 3: Resource Conflicts and Multitasking
•
A multi-project environment creates the problems of project interdependency and the need to share resources. Resource
sharing leads to multitasking—involves starting and stopping work on one task to go and work on another project, then returning
to the work on the original task.
.إن تنفيذ المشاريع التي ال تحظى بنظام قوي لألولويات مرتبط باالستراتيجية يثير مشاكل
ثغرة التنفيذ- 1 : 1 المشكلة
.وتتمثل الثغرة في التنفيذ في عدم فهم استراتيجية المنظمة وتوافقها في اآلراء بين المديرين من المستويين األعلى والمتوسط
•
سياسة المنظمة: 2 المشكلة
.قد ال يستند اختيار المشاريع إلى الحقائق والمنطق السليم بقدر ما يستند إلى إقناع وقوة األشخاص الذين يدافعون عن المشاريع
•
.غالبا ً ما يستخدم مصطلح البقرة المقدسة للداللة على مشروع يدعو إليه مسؤول قوي رفيع المستوى
•
تعارضات الموارد وتعدد المهام: 3 المشكلة
تؤدي مشاركة الموارد إلى تعدد المهام— تتضمن بدء العمل وإيقافه في مهمة واحدة للعمل.إن البيئة المتعددة المشاريع تخلق مشاكل الترابط بين المشاريع والحاجة إلى تقاسم الموارد
. ثم العودة إلى العمل على المهمة األصلية،على مشروع آخر
© McGraw -Hill Education
•
10
Benefits of Project Portfolio Management
© McGraw -Hill Education
EXHIBIT 2.2
11
2.4 Project Classification
© McGraw -Hill Education
FIGURE 2.2
12
2.5 Phase Gate Model
Phase Gate Model
•
Is a series of gates that a project must pass through in order to be completed.
•
Its purpose is to ensure that the organization is investing time and resources on
worthwhile projects that contribute to its mission and strategy.
•
Each gate is associated with a project phase and represents a decision point.
•
A gate can lead to three possible outcomes: go (proceed), kill (cancel), or recycle
(revise and resubmit).
نموذج بوابة المرحلة
.هو سلسلة من البوابات التي يجب أن يمر المشروع من خالل من أجل االنتهاء
•
.والغرض من ذلك هو ضمان استثمار المنظمة للوقت والموارد في مشاريع جديرة باالهتمام تسهم في مهمتها واستراتيجيتها
•
.كل بوابة مرتبطة بمرحلة المشروع وتمثل نقطة قرار
•
.) الذهاب (تابع) أو القتل (اإللغاء) أو إعادة التدوير (مراجعة وإعادة إرسال:يمكن أن تؤدي البوابة إلى ثالث نتائج محتملة
•
© McGraw -Hill Education
13
Phase Gate Process Diagram
© McGraw -Hill Education
FIGURE 2.3
14
2.6 Selection Criteria
•
•
Financial Criteria
المعايير المالية
•
Payback
االسترداد
•
•
Net present value (NPV)
(NPV) صافي القيمة الحالية
•
Nonfinancial Criteria
•
•
Projects of strategic importance to the firm
Two Multi-Criteria Selection Models
•
Checklist Models
•
Multi-Weighted Scoring Models
© McGraw -Hill Education
•
معايير غير تمويلية
المشاريع التي لها أهمية استراتيجية للشركة
•
•
نموذجان اختيار متعدد المعايير
نماذج قائمة االختيار
•
نماذج تسجيل متعددة األوزان
•
•
15
Financial Criteria: The Payback Model
The Payback Model
•
Measures the time the project will take to recover the project investment.
•
Desires shorter paybacks.
•
Is the simplest and most widely used model.
•
Emphasizes cash flows, a key factor in business.
Limitations of the Payback Method
•
Ignores the time value of money.
•
Assumes cash inflows for the investment period (and not beyond).
•
Does not consider profitability.
The Payback formula is
=
نموذج االسترداد
.• يقيس الوقت الذي سيستغرقه المشروع السترداد استثمار المشروع
.• رغبات المردود أقصر
.استخداما
• هو النموذج األبسط واألكثر
ً
. وهو عامل رئيسي في األعمال التجارية، • يؤكد التدفقات النقدية
حدود طريقة االسترداد
.• يتجاهل القيمة الزمنية للنقود
.)• يفترض التدفقات النقدية الداخلة لفترة االستثمار (وليس بعد ذلك
.• ال تعتبر الربحية
صيغة االسترداد هي
© McGraw -Hill Education
16
Example Comparing Two Projects Using Payback Method
© McGraw -Hill Education
EXHIBIT 2.3A
17
Financial Criteria: Net Present Value (NPV)
Net Present Value (NPV)
•
•
•
•
Uses management’s minimum desired rate of return )discount rate( to compute the present value of all net cash inflows.
Prefers positive NPV to negative NPV.
Desires higher positive NPVs.
Is more realistic because it considers the time value of money, cash flows, and profitability.
The NPV formula using Microsoft Excel is
= 0 +
=1
(1 + )
where
I0 = Initial investment (since it is an outflow, the number will be negative)
Ft = Net cash inflow for period t
k = Required rate of return
n = Number of years
(NPV) صافي القيمة الحالية
.يستخدم الحد األدنى من معدل العائد المطلوب لإلدارة (معدل الخصم) لحساب القيمة الحالية لجميع التدفقات النقدية الصافية
•
. السلبيةNPV اإليجابية علىNPV يفضل
•
.رغبات أعلى صافي القيمة الحالية اإليجابية
•
.أكثر واقعية ألنه يأخذ في االعتبار القيمة الزمنية للنقود والتدفقات النقدية والربحية
•
هيMicrosoft Excel باستخدامNPV صيغة
= 0 +
(1 + )
أين
) سيكون الرقم سالبًا، نظرا ألنه تدفقات خارجية
ً ( = االستثمار األوليI0
t = صافي التدفق النقدي للفترةFt
= معدل العائد المطلوبk
= عدد السنواتn
=1
© McGraw -Hill Education
18
Example Comparing Two Projects Using Net Present Value Method
© McGraw -Hill Education
EXHIBIT 2.3B
19
Nonfinancial Criteria
Examples of strategic objectives are:
•
To capture larger market share.
•
To make it difficult for competitors to enter the market.
•
To develop an enabler product, which by its introduction will increase sales in more profitable
products.
•
To develop core technology that will be used in next-generation products.
•
To reduce dependency on unreliable suppliers.
•
To prevent government intervention and regulation.
© McGraw -Hill Education
: ومن أمثلة األهداف االستراتيجية ما يلي
.
