‫المملكة العربية السعودية‬ ‫وزارة التعليم‬ ‫الجامعة السعودية اإللكترونية‬ Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University College of Administrative and Financial Sciences Assignment 2 Project Management (MGT323) Deadline: 09/04/2022 @ 23:59 Course Name: Project Management Course Code:MGT323 Student’s Name: Semester: II CRN: Student’s ID Number: Academic Year:2021-22, II Term For Instructor’s Use only Instructor’s Name: Dr Farhat Anjum Students’ Grade: Marks Obtained/Out of 10 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. Atleast two Scholarly Peer- Reviewed Journals are required as references. • All answered must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. • Do not make any changes in the cover page. Assignment Workload: • This Assignment comprise of a Case Study. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-2 students will able to understand the 1. Defining the concepts, theories and approaches of project management. (L.O-1.1) 2. Analyze to work effectively and efficiently as a team member for project related cases. (L.O-3.1) Assignment-2: Case Study & Discussion questions Assignment Question: (Marks 10) Please read the Case-3.2 “Horizon Consulting.” from Chapter 3 “Organization: Structure and Culture” given in your textbook – Project Management: The Managerial Process 8th edition by Larson and Gray page no: 101-103 also refer to specific concepts you have learned from the chapter to support your answers. Answer the following questions for Part-1, Part-2. Part-1: Case study questions 1. How successful was the post-meeting? Explain in 100 words (1 Mark). 2. What factors contributed to the success or failure of this meeting? Explain in 100 words (1 Mark). 3. What kind of project management structure does Horizon use? Is it the right structure? Explain in 300 words (4 Marks) Part-2: Discussion questions Please read Chapter 3 “Organizaton: Structure and Culture” carefully and then give your answers on the basis of your understanding. 4. Going to college is analogous to working in a matrix environment in that most students take more than one class and must distribute their time across multiple classes. What problems does this situation create for you? How does it affect your performance? How could the system be better managed to make your life less difficult and more productive? (2 Marks) (150-200 words) 5. You work for Barbata Electronics. Your R&D people believe they have come up with an affordable technology that will double the capacity of existing MP3 players and use an audio format that is superior to MP3. The project is code named KYSO (Knock Your Socks Off). What kind of project management structure would you recommend they use for the KYSO project? What information would you like to have to make this recommendation and why? (2 Marks) (150-200 words). Answers: 1. 2. 3. 4. 5. pull him from your project and have him work full time on Crosby’s project. What do you think?” 1. If you were Palmer at the end of the case, how would you respond? 2. What, if anything, could Palmer have done to avoid losing Olds? 3. What advantages and disadvantages of a matrix-type organization are apparent from this case? 4. What could the management at M&M do to manage situations like this more effectively? Case 3.2 Horizon Consulting Patti Smith looked up at the bright blue Carolina sky before she entered the offices of Horizon Consulting. It was Friday, which meant she needed to prepare for the weekly status report meeting. Horizon Consulting is a custom software development company that offers fully integrated mobile application services for iPhone™, Android™, Windows Mobile®, and BlackBerry® platforms. Horizon was founded by James Thrasher, a former marketing executive, who quickly saw the potential for digital marketing via smartphones. Horizon enjoyed initial success in sports marketing but quickly expanded to other industries. A key to their success was the decline in cost for developing smartphone applications, which expanded the client base. The decline in cost was primarily due to the learning curve and ability to build customized solutions on established platforms. Patti Smith was a late bloomer who went back to college after working in the restaurant business for nine years. She and her former husband had tried unsuccessfully to operate a vegetarian restaurant in Golden, Colorado. After her divorce, she returned to University of Colorado, where she majored in management information systems (MIS) with a minor in marketing. While she enjoyed her marketing classes much more than her MIS classes, she felt the IT know-how she acquired would give her an advantage in the job market. This turned out to be true, as Horizon hired her to be an account manager soon after graduation. Patti Smith was hired to replace Stephen Stills, who had started the restaurant side of the business at Horizon. Stephen was “let go,” according to one account manager, for being a prima donna and hoarding resources. Patti’s clients ranged from high-end restaurants to hole-in the-wall “mom and pop shops.” She helped develop smartphone apps that let users make reservations, browse menus, receive alerts on daily specials, provide customer feedback, order take-out, and in some cases order delivery. As an account manager she worked with clients to assess their needs, develop a plan, and create customized smartphone apps. Horizon appeared to be a good fit for Patti. She had enough technical training to be able to work with software engineers and help guide them to page 101 produce client-ready products. At the same time she could relate to the restaurateurs and enjoyed working with them on web design and digital marketing. Horizon was organized into three departments: Sales, Software Development, and Graphics, with account managers acting as project managers. Account managers generally came from Sales and divided their time between projects and sales pitches to potential new clients. Horizon employed a core group of software engineers and designers, supplemented by contracted programmers when needed. The first step in developing a smartphone application involved the account manager meeting with the client to define the requirements and vision for the application. The account manager then worked with a Graphic User Interface (GUI) designer to come up with a preliminary story board of how the application would function and look. Once the initial concept and requirements were approved, the account manager was assigned two pairs of software engineers. The first pair (app engineers) worked on the smartphone side of the application, while the second pair worked on the client side. Horizon preferred to have software engineers work in tandem so that they could check each other’s work. The two app engineers typically worked full time on the application until it was completed, while the other engineers worked on multiple projects as needed. Likewise, GUI designers worked on the project at certain key stages in the product development cycle when their expertise was needed. The head of Graphics managed the GUI designers’ schedule, while the head of Software managed the software engineer assignments. At the end of each project account managers submitted performance reviews of their team. The director of sales was responsible for the account managers’ performance reviews based on customer satisfaction, generation of sales, and project performance. Horizon believed in iterative development, and every two to three weeks account managers were expected to demonstrate the latest version of applications to clients. This led to useful feedback and in many cases redefinition of the scope of the project. Often clients wanted to add more functionality to their application once they realized what the software could do. Depending upon the complexity of the application and changes introduced once the project was under way, it typically took Horizon two to four months to deliver a finished product to a client. Patti was currently working on three projects. One was for Shanghai Wok, a busy Chinese mom and pop restaurant in downtown Charlotte, North Carolina. The owners of Shanghai Wok wanted Horizon to create a smartphone app that would allow customers to order and pay in advance for meals they would simply pick up at a walk-up window. The second project was for Taste of India, which operated in Kannapolis, North Carolina. They wanted Horizon to create a phone app that would allow staff at the nearby bio-tech firms to order food that would be delivered on-site during lunch and dinner hours. The last project was for Nearly Normal, a vegetarian restaurant that wanted to send out e-mail alerts to subscribers that would describe in detail their daily fresh specials. James Thrasher was an admirer of Google and encouraged a playful but focused environment at work. Employees were allowed to decorate their work spaces, bring pets to work, and play Ping-Pong or pool when they needed a break. Horizon paid its employees well, but the big payoff was the annual Christmas bonus. This bonus was based on overall company profits, which were distributed proportionately based on pay grade and performance reviews. It was not uncommon for employees to receive a 10–15 percent boost in pay at the end of the year. page 102 STATUS REPORT MEETING As was her habit, Patti entered the status report meeting room early. David Briggs was in the midst of describing the game-winning catch John Lorsch had made in last night’s softball game. Horizon sponsored a co-ed city league softball team, which most of the account managers played on. Patti had been coaxed to play to ensure that the requisite number of “females” were on the field. She balked at the idea at first; softball wasn’t really her sport, but she was glad she did. Not only was it fun but it gave her a chance to get to know the other managers. James Thrasher entered the room and everyone settled down to business. He started off as he always did, by asking if anybody had important news to bring to everyone’s attention. Jackson Browne slowly raised his hand and said, “I am afraid I do. I just received notification from Apple iOS that they have rejected our TAT app.” TAT was a phone app, which Jackson was the project lead on, that allowed subscribers to reserve and see in real time what swimming lanes were available at a prestigious athletic club. This announcement was followed by a collective groan. Before an Apple app could go operational it had to be submitted to and approved by Apple. Usually this was not a problem, but lately Apple had been rejecting apps for a variety of reasons. Jackson went on to circulate the list of changes that had to be made before Apple would approve the app. The group studied the list and in some cases ridiculed the new requirements. Ultimately James Thrasher asked Jackson how long it would take to make the necessary changes and resubmit the app for approval. Jackson felt it would probably take two to three weeks at most. Thrasher asked who the engineers working on this project were. Patti’s heart fell. One of the app engineers who had developed the TAT app was working on her Shanghai Wok project. She knew what was going to happen next. Thrasher announced, “OK, everyone, it only makes sense that these engineers are the best ones to finish what they had started, so they are all going to have to be reassigned back to the TAT project. Those affected are going to have to get together after this meeting and figure out how to replace them.” The meeting then proceeded as planned, with all the account managers reporting the status of their projects and sharing relevant issues with the group. POST-MEETING As everyone filed out, Patti looked around to see who else was in her same boat. There were three other account managers as well as Jackson Browne. Resource assignments were a recurring issue at Horizon, given the nature of their work. Horizon had developed a policy where decisions were made based on project priority. Each project was assigned a Green, Blue, or Purple designation based on the company priority. Priority status was based on the extent to which the project contributed to the mission of the firm. The Shanghai Wok project, given its limited size and scope, was a Purple project, which was the lowest ranking. The list of available software engineers was displayed on the big screen. Patti was familiar with only a few of the names. Leigh Taylor, who had the only Green project, immediately selected Jason Wheeler from the list. She had used him before and was confident in his work. Tom Watson and Samantha Stewart both had Blue Projects and needed to replace a mobile app engineer. They both immediately jumped on the name of Prem Mathew, claiming he was the best person for their project. After some friendly jousting, Tom said, “OK, Sam, you can have him; I remember when you helped me out on the Argos project; besides, my project is just beginning. I’ll take Shin Chen.” Everyone looked at Patti; she page 103 started by saying, “You know, I am familiar with only a few of these names; I guess I’ll go with Mike Thu.” Jackson interjected, “Hey, everyone, I am really sorry this happened, and I am sure Mike is a good programmer, but I recommend you work with Axel Gerthoff. I have used him before, and he is a very quick study and a joy to work with.” This was a relief to Patti and she quickly took his advice. They left to submit a report to Thrasher detailing the decisions they each had made and the impact on their projects. 1. How successful was the post-meeting? 2. What factors contributed to the success or failure of this meeting? 3. What kind of project management structure does Horizon use? Is it the right structure? Explain. 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؟‬ ‫الدوافع الحالية إلدارة المشروع‬ ‫إدارة المشاريع الرشيقة‬ ‫ نهج اجتماعي تقني‬:‫إدارة المشروع اليوم‬ © McGraw -Hill Education 1.1 1.2 1.3 1.4 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. www.mheducation.com © 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. ® 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 • :‫ يجب أن تكون قادرة على‬.‫حتى يتمكنوا من أن يكونوا دعاة مشروع فعالين‬ .‫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 .1 .2 • • • 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 𝑃𝑎𝑦𝑏𝑎𝑐𝑘 𝑝𝑒𝑟𝑖𝑜𝑑 𝑦𝑟𝑠 = 𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑝𝑟𝑜𝑗𝑒𝑐𝑡 𝑐𝑜𝑠𝑡 𝐴𝑛𝑛𝑢𝑎𝑙 𝑆𝑎𝑣𝑖𝑛𝑔𝑠 ‫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 𝑛 𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑁𝑃𝑉 = 𝐼0 + ෍ 𝑡=1 𝐹𝑡 (1 + 𝑘)𝑡 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 • 𝑛 ‫ هي‬Microsoft Excel ‫ باستخدام‬NPV ‫صيغة‬ 𝐹 𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑁𝑃𝑉 = 𝐼0 + ෍ 𝑡 (1 + 𝑘) 𝑡 ‫أين‬ )‫ سيكون الرقم سالبًا‬، ‫نظرا ألنه تدفقات خارجية‬ ً ( ‫ = االستثمار األولي‬I0 t ‫ = صافي التدفق النقدي للفترة‬Ft ‫ = معدل العائد المطلوب‬k ‫ = عدد السنوات‬n 𝑡=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 .‫للحصول على حصة أكبر في السوق‬ • .‫لجعل من الصعب على المنافسين دخول السوق‬ • .‫ والذي من خالل إدخاله سيزيد من المبيعات في منتجات أكثر ربحية‬، ‫لتطوير منتج تمكيني‬ • .‫تطوير التكنولوجيا األساسية التي سيتم استخدامها في منتجات الجيل التالي‬ • .‫تقليل االعتماد على موردين غير موثوق بهم‬ • .‫منع تدخل الحكومة وتنظيمها‬ • 20 Two Multi-Criteria Selection Models Checklist Models • Use a list of questions to review potential projects and to determine their acceptance or rejection. • Allow greater flexibility in selecting among many different types of projects and are easily used across different divisions and locations. • Fail to answer the relative importance or value of a potential project to the organization and does not allow for comparison with other potential projects. Multi-Weighted Scoring Models • Use several weighted selection criteria to evaluate project proposals. • Include qualitative and/or quantitative criteria. • Allow for comparison with other potential projects. ‫نماذج قائمة االختيار‬ .‫استخدم قائمة من األسئلة لمراجعة المشاريع المحتملة وتحديد قبولها أو رفضها‬ • .‫السماح بمزيد من المرونة في االختيار بين العديد من أنواع المشاريع المختلفة ويتم استخدامها بسهولة عبر األقسام والمواقع المختلفة‬ • .‫فشل في اإلجابة على األهمية أو القيمة النسبية لمشروع محتمل للمؤسسة وال يسمح للمقارنة مع المشاريع المحتملة األخرى‬ • ‫نماذج تسجيل متعددة األوزان‬ © McGraw -Hill Education .‫استخدم عدة معايير اختيار مرجحة لتقييم مقترحات المشروع‬ • .‫أو كمية‬/‫(ج) تشمل معايير نوعية و‬ • .‫السماح للمقارنة مع المشاريع المحتملة األخرى‬ • 21 Checklist Models: Sample Selection Questions Used in Practice © McGraw -Hill Education EXHIBIT 2.4 22 Multi-Weighted Scoring Models: Project Screening Matrix © McGraw -Hill Education FIGURE 2.4 23 2.7 Applying a Selection Model Project Classification • Deciding whether the project fits with the organization strategy. • Selecting a Model • Weighted scoring criteria seem the best alternative because: • They reduce the number of wasteful projects using resources. • They help to identify project goals that can be communicated using the selection criteria as corroboration. • They help project managers understand how their project was selected, how their project contributes to organization goals, and how it compares with other projects. ‫تصنيف المشروع‬ .‫تحديد ما إذا كان المشروع يتناسب مع استراتيجية المنظمة‬ • ‫تحديد طراز‬ • :‫يبدو أن معايير التسجيل المرجحة هي البديل األفضل لـ‬ © McGraw -Hill Education • .‫فهي تقلل من عدد المشاريع المهدرة باستخدام الموارد‬ • .‫وهي تساعد على تحديد أهداف المشروع التي يمكن اإلبالغ عنها باستخدام معايير االختيار كإثبات‬ • .‫ وكيف يقارن مع المشاريع األخرى‬،‫ وكيف يساهم مشروعهم في أهداف المنظمة‬،‫فهي تساعد مديري المشاريع على فهم كيفية اختيار مشروعهم‬ • 24 Applying a Selection Model (Continued) Sources and Solicitation of Project Proposals • Within the organization • Request for Proposal (RFP) from external sources (contractors/vendors) Ranking Proposal and Selection of Projects • Evaluating each proposal in terms of feasibility, potential contribution to strategic objectives, and fit within a portfolio of current projects. • Rejecting or accepting the projects based on given selection criteria and current portfolio. • Prioritizing projects by senior management. ‫المصادر والتماس مقترحات المشاريع‬ ‫داخل المنظمة‬ • )‫بائعون‬/‫ ) من مصادر خارجية (مقاولون‬RFP( ‫طلب تقديم عروض‬ • ‫اقتراح التصنيف واختيار المشاريع‬ .‫تقييم كل مقترح من حيث الجدوى والمساهمة المحتملة في األهداف االستراتيجية وتناسبها في حافظة المشاريع الحالية‬ • .‫رفض أو قبول المشاريع بناء على معايير اختيار محددة و محفظة حالية‬ • .‫تحديد أولويات المشاريع من قبل اإلدارة العليا‬ • © McGraw -Hill Education 25 A Proposal Form for an Automatic Vehicular Tracking (AVL) Public Transportation Project © McGraw -Hill Education FIGURE 2.5A 26 Risk Analysis for a 500-Acre Wind Farm © McGraw -Hill Education FIGURE 2.5B 27 Project Screening Process © McGraw -Hill Education FIGURE 2.6 28 Priority Screening Analysis © McGraw -Hill Education FIGURE 2.7 29 2.8 Managing the Portfolio System Senior Management Input • Provides guidance in establishing selection criteria that strongly align with the current organization strategies. • Annually decides how to balance the available organizational resources (people and capital) among the different types of projects. Governance Team Responsibilities • Publish the priority of every project. • Ensure the selection process is open and free of power politics. • Evaluate the progress of current projects. • Constantly scan the external environment to determine if organization focus and/or selection criteria need to be changed. ‫مدخالت اإلدارة العليا‬ .‫يوفر إرشادات في وضع معايير االختيار التي تتماشى بشدة مع استراتيجيات المؤسسة الحالية‬ • .‫تقرر سنويا كيفية تحقيق التوازن بين الموارد التنظيمية المتاحة (الناس ورأس المال) بين األنواع المختلفة للمشاريع‬ • ‫مسؤوليات فريق الحوكمة‬ .‫نشر أولوية كل مشروع‬ • .‫ضمان أن تكون عملية االختيار مفتوحة وخالية من سياسات السلطة‬ • .‫تقييم التقدم المحرز في المشاريع الحالية‬ • .‫ أو معايير االختيار تحتاج إلى تغيير‬/ ‫تفحص باستمرار البيئة الخارجية لتحديد ما إذا كان التركيز على المؤسسة و‬ © McGraw -Hill Education • 30 Balancing the Portfolio for Risks and Types of Projects David and Jim Matheson studied R&D organizations and developed a classification scheme that could be used for assessing a project portfolio. They separated projects in terms of degrees of difficulty and commercial value. The four basic types of projects are: • Bread-and-butter projects involve evolutionary improvements to current products and services. • Pearls represent revolutionary commercial advances using proven technology. • Oysters involve technological breakthroughs with tremendous commercial potential. • White elephants showed promise at one time but are no longer viable. ‫ وفصلت المشاريع من‬.‫درس ديفيد وجيم ماثيسون منظمات البحث والتطوير ووضعا خطة تصنيف يمكن استخدامها لتقييم محفظة المشاريع‬ :‫ واألنواع األساسية األربعة للمشاريع هي‬.‫حيث درجة الصعوبة والقيمة التجارية‬ © McGraw -Hill Education .‫الخبز والزبدة وتشمل مشاريع تحسينات تطورية في المنتجات والخدمات الحالية‬ • .‫اللؤلؤ يمثل التطورات التجارية الثورية باستخدام التكنولوجيا ثبت‬ • .‫المحار ينطوي على اختراقات تكنولوجية ذات إمكانات تجارية هائلة‬ • .‫الفيلة البيضاء وأظهرت الوعد في وقت واحد ولكن لم تعد قابلة للحياة‬ • 31 Key Terms Implementation gap Net present value (NPV) Organization politics Payback Phase gate model Priority system Priority team Project portfolio Project sponsor Sacred cow Strategic management © McGraw -Hill Education 32 ‫دعواتكم أريج حسين‬ 160182560 Because learning changes everything. www.mheducation.com © 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. ® Because learning changes everything. ® Chapter Three Organization: Structure and Culture © 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 03-01 Identify different project management structures and understand their strengths and weaknesses. 03-02 Distinguish three different types of matrix structures and understand their strengths and weaknesses. 03-03 Describe how project management offices (PMOs) can support and improve project execution. 03-04 Understand organizational and project considerations that should be considered in choosing an appropriate project management structure. 03-05 Appreciate the significant role that organizational culture plays in managing projects. 03-06 Interpret the culture of an organization. 03-07 Understand the interaction between project management structure and the culture of an organization. © McGraw -Hill Education 3 Chapter Outline 3.1 Project Management Structures 3.2 Project Management Office (PMO) 3.3 What Is the Right Project Management Structure? 3.4 Organizational Culture 3.5 Implications of Organizational Culture for Organizing Projects © McGraw -Hill Education 4 3.1 Project Management Structures Three different project management structures are: :‫وهناك ثالثة هياكل مختلفة إلدارة المشاريع هي‬ ‫التنظيم الوظيفي‬ .1 1. Functional organization ‫ فرق مشاريع مخصصة‬.2 2. Dedicated project teams ‫هيكل المصفوفة‬ 3. Matrix structure • Weak matrix • Balanced matrix ‫مصفوفة ضعيفة‬ • ‫مصفوفة متوازنة‬ • ‫مصفوفة قوية‬ • .3 • Strong matrix © McGraw -Hill Education 5 Organizing Projects within the Functional Organization • Top management decides to implement the project, and different segments of the project are distributed to appropriate areas. • Coordination is maintained through normal management channels. • It is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project. .‫ وتوزع أجزاء مختلفة من المشروع على المناطق المناسبة‬،‫وتقرر اإلدارة العليا تنفيذ المشروع‬ • .‫ويجري التنسيق من خالل قنوات اإلدارة العادية‬ • ‫وهو يستخدم عادة عندما يلعب مجال وظيفي واحد دورا مهيمنا في إنجاز المشروع أو يكون له مصلحة الهيمنة في نجاح‬ • .‫المشروع‬ © McGraw -Hill Education 6 Functional Organizations © McGraw -Hill Education FIGURE 3.1 7 Advantages and Disadvantages of using Functional Organization to Administer and Complete projects Advantages Disadvantages 1. No change 1. Lack of focus 2. Flexibility 2. Poor integration 3. In-depth expertise 3. Slow 4. Easy post-project transition 4. Lack of ownership © McGraw -Hill Education ‫مزايا‬ ‫عيوب‬ ‫ال تغيير‬ .1 ‫ عدم التركيز‬.1 ‫المرونه‬ .2 ‫ضعف االندماج‬ .2 ‫الخبرة المتعمقة‬ .3 ‫بطيئة‬ .3 ‫انتقال سهل بعد المشروع‬ .4 ‫ عدم الملكية‬.4 8 Organizing Projects as Dedicated Teams • Dedicated project teams operate as units separate from the rest of the parent organization. • A full-time project manager is designated to pull together a core group of specialists who work full time on the project. • The project manager recruits necessary personnel from both within and outside the parent company. • In a projectized organization where projects are the dominant form of business, the entire organization is designed to support project teams. • “Projectitis” is referred to as a negative dimension to dedicated project teams. A we-they attitude can emerge between project team members and the rest of the organization. .‫تعمل فرق المشاريع المخصصة كوحدات منفصلة عن باقي المؤسسة األم‬ • .‫تم تعيين مدير مشروع بدوام كامل لتجميع مجموعة أساسية من المتخصصين الذين يعملون بدوام كامل في المشروع‬ • .‫يقوم مدير المشروع بتعيين الموظفين الالزمين من داخل وخارج الشركة األم‬ • .‫ فإن المنظمة بأكملها مصممة لدعم فرق المشاريع‬،‫وفي منظمة ُمخططة حيث المشاريع هي الشكل المهيمن لألعمال التجارية‬ • ‫ بين أعضاء‬we-they ‫ يمكن أن يظهر موقف‬.‫ على أنه بعد سلبي لفرق المشاريع المخصصة‬Projectitis" ‫ويشار إلى "التهاب ال‬ • .‫فريق المشروع وبقية المنظمة‬ © McGraw -Hill Education 9 Dedicated Project Team © McGraw -Hill Education FIGURE 3.2 10 Projectized Organization Structure © McGraw -Hill Education FIGURE 3.3 11 Strengths and Weaknesses of the Dedicated Project Team Approach Strengths Weaknesses 1. Simple 1. Expensive 2. Fast 2. Internal strife 3. Cohesive 3. Limited technological expertise 4. Cross-functional integration 4. Difficult post-project transition ‫نقاط القوة‬ ‫بسيطة‬ .1 ‫ سريع‬.2 © McGraw -Hill Education ‫متماسكه‬ .3 ‫التكامل عبر الوظيفية‬ .4 ‫نقاط الضعف‬ ‫ غالية‬.1 ‫الصراع الداخلي‬ .2 ‫ خبرة تكنولوجية محدودة‬.3 ‫مرحلة انتقالية صعبة بعد المشروع‬ .4 12 Organizing Projects within a Matrix Arrangement • Matrix management is a hybrid organizational form in which horizontal project management structure is overlaid on the normal functional hierarchy. • • There are usually two chains of command, one along functional lines and the other along project lines. • Project participants report simultaneously to both functional and project managers. The matrix structure is designed to utilize resources optimally. • Individuals work on multiple projects as well as being capable of performing normal functional duties. • It attempts to achieve greater integration by creating and legitimizing the authority of a project manager. • It provides dual focus between functional/technical expertise and project requirements. .‫إدارة المصفوفة هي شكل تنظيمي مختلط يتم فيه تراكب هيكل إدارة المشروع األفقي على التسلسل الهرمي الوظيفي العادي‬ .‫ واحدة على طول خطوط وظيفية واآلخر على طول خطوط المشروع‬،‫عادة ما يكون هناك اثنين من سالسل القيادة‬ • .‫ويقدم المشاركون في المشروع تقاريرهم في آن واحد إلى كل من مديري المشاريع ومدراء المشاريع‬ • • .‫تم تصميم هيكل المصفوفة لالستفادة من الموارد على النحو األمثل‬ © McGraw -Hill Education .‫األفراد يعملون في مشاريع متعددة فضال عن كونها قادرة على أداء الواجبات الوظيفية العادية‬ • .‫وهي تسعى إلى تحقيق المزيد من التكامل عن طريق إنشاء سلطة مدير المشروع وإضفاء الشرعية عليها‬ • .‫ التقنية ومتطلبات المشاريع‬/‫وهو يوفر تركيز مزدوج بين الخبرة الفنية‬ • • 13 Matrix Organization Structure © McGraw -Hill Education FIGURE 3.4 14 Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure © McGraw -Hill Education TABLE 3.1 15 Different Matrix Forms Weak matrix • This form is very similar to a functional approach with the exception that there is a formally designed project manager responsible for coordinating project activities. • Functional managers are responsible for managing their segment of the project. • The project manager acts as a staff assistant who draws the schedules and checklists, collects information on the status of the work, and facilitates project completion. ‫مصفوفة ضعيفة‬ ‫وتتشابه هذه االستمارة إلى حد كبير مع النهج الوظيفي باستثناء وجود مدير مشروع مصمم رسميا ً مسؤول عن تنسيق‬ • .‫أنشطة المشروع‬ .‫المديرون الوظيفيون مسؤولون عن إدارة الجزء الخاص بهم من المشروع‬ • ‫ ويجمع المعلومات عن حالة‬،‫ويعمل مدير المشروع كمساعد للموظفين يقوم برسم الجداول الزمنية والقوائم المرجعية‬ • .‫ وييسر إنجاز المشروع‬،‫العمل‬ © McGraw -Hill Education 16 Different Matrix Forms (Continued) Balanced matrix • The project manager is responsible for defining what needs to be accomplished. The project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, set schedules, and monitors progress. • The functional managers are concerned with how it will be accomplished. The functional managers are responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the project manager. ‫مصفوفة متوازنة‬ ‫ ويدمج مساهمة‬، ‫ يضع مدير المشروع الخطة العامة إلكمال المشروع‬.‫• مدير المشروع مسؤول عن تحديد ما يجب تحقيقه‬ .‫ ويراقب التقدم‬، ‫ ويضع الجداول الزمنية‬، ‫التخصصات المختلفة‬ ‫ المديرون الوظيفيون مسؤولون عن تعيين الموظفين وتنفيذ الجزء الخاص بهم‬.‫• يهتم المديرون الوظيفيون بكيفية إنجاز ذلك‬ .‫من المشروع وفقًا للمعايير والجداول الزمنية التي يحددها مدير المشروع‬ © McGraw -Hill Education 17 Different Matrix Forms (Continued) Strong matrix • The project manager controls most aspects of the project, including scope tradeoffs and assignment of functional personnel. The project manager controls when and what specialists do and has final say on major project decisions. • The functional managers have title over their people and are consulted on a need basis. The functional managers serve as subcontractors for the project. ‫مصفوفة قوية‬ .‫ بما في ذلك المفاضالت بين النطاقات وتعيين الموظفين الفنيين‬،‫ويتحكم مدير المشروع في معظم جوانب المشروع‬ • ‫ وله القول الفصل في قرارات المشاريع‬،‫ويتحكم مدير المشروع في وقت ما يقوم به األخصائيون وما يقومون به‬ .‫الرئيسية‬ ‫ ويعمل المديرون الفنيون كمتعاقدين من‬.‫ويكون للمديرين الوظيفيين لقب على شعبهم ويستشارون على أساس الحاجة‬ • .‫الباطن للمشروع‬ © McGraw -Hill Education 18 Advantages and Disadvantages of Matrix Management Advantages Disadvantages 1. Efficient 1. Dysfunctional conflict 2. Strong project focus 2. Infighting 3. Easier post-project transition 3. Stressful 4. Flexible 4. Slow ‫مزايا‬ © McGraw -Hill Education ‫عيوب‬ ‫تتسم بالكفاءة‬ .1 ‫الصراع المختل‬ .1 ‫تركيز قوي على المشروع‬ .2 ‫االقتتال الداخلي‬ .2 ‫انتقال أسهل بعد المشروع‬ .3 ‫المجهده‬ .3 ‫مرنة‬ .4 ‫بطيئة‬ .4 19 3.2 Project Management Office (PMO) • Is a centralized unit within an organization or a department that oversees and supports the execution of projects. • Plays a critical role in helping matrix systems mature into more effective project delivery platforms. • Can be characterized in different kinds: • Weather station—tracks and monitors project performance. • Control tower—improves project execution. • Resource pool—provides the organization with a cadre of trained project managers and professionals. • Command and control center—has direct authority over the project. © McGraw -Hill Education .‫هي وحدة مركزية داخل منظمة أو قسم يشرف على تنفيذ المشاريع ويدعمها‬ • .‫يلعب دورا حاسما في مساعدة نظم المصفوفة تنضج في أكثر فعالية تسليم المشاريع المنصات‬ • :‫يمكن أن تتميز في أنواع مختلفة‬ • .‫ تتبع ورصد أداء المشروع‬- ‫محطة الطقس‬ • .‫برج التحكم —يحسن تنفيذ المشروع‬ • .‫ يزود المنظمة بكوادر من مديري المشاريع المدربين والمهنيين‬- ‫تجمع الموارد‬ • .‫مركز القيادة والتحكم – لديه سلطة مباشرة على المشروع‬ • 20 3.3 What Is the Right Project Management Structure? Organization Considerations • How important is the project management to the success of the firm? • • What percentage of core work involves projects? What level of resources are available? Project Considerations • Size of project • Strategic importance • Novelty and need for innovation • Need for integration (number of departments involved) • Environmental complexity (number of external interfaces) • Budget and time constraints • Stability of resource requirements © McGraw -Hill Education ‫اعتبارات المؤسسة‬ ‫ما مدى أهمية إدارة المشروع في نجاح الشركة؟‬ ‫ما هي النسبة المئوية للعمل األساسي الذي ينطوي‬ • • ‫على مشاريع؟‬ ‫ما هو مستوى الموارد المتاحة؟‬ • ‫اعتبارات المشروع‬ ‫حجم المشروع‬ • ‫األهمية االستراتيجية‬ • ‫الجدة والحاجة إلى االبتكار‬ • )‫الحاجة إلى التكامل ( عدد اإلدارات المعنية‬ • )‫التعقيد البيئي (عدد الواجهات الخارجية‬ • ‫قيود الميزانية والوقت‬ • ‫استقرار االحتياجات من الموارد‬ • 21 3.4 Organizational Culture Organizational Culture Defined • Is a system of shared norms, beliefs, values, and assumptions that blinds people together, thereby creating shared meanings. • Reflects the “personality” of the organization. • Performs several important functions in organizations. • Provides a sense of identity for its members • Helps legitimize the management system • Clarifies and reinforces standards of behavior • ‫الثقافة التنظيمية المعرفة‬ ‫هو نظام من المعايير المشتركة والمعتقدات والقيم‬ • ‫ وبالتالي خلق‬،‫واالفتراضات التي يعمية الناس معا‬ .‫المعاني المشتركة‬ .‫يعكس "شخصية" المنظمة‬ • .‫يؤدي العديد من الوظائف الهامة في المنظمات‬ • ‫يوفر إحساسا ً بالهوية ألعضائه‬ • ‫يساعد على إضفاء الشرعية على نظام اإلدارة‬ • ‫يوضح ويعزز معايير السلوك‬ • ‫يساعد على إنشاء النظام االجتماعي‬ • Helps create social order © McGraw -Hill Education 22 Key Dimensions Defining an Organization’s Culture © McGraw -Hill Education FIGURE 3.5 23 Identifying Cultural Characteristics • Study the physical characteristics of an organization. • Read about the organization. • Observe how people interact within the organization. • Interpret stories and folklore surrounding the organization. © McGraw -Hill Education .‫دراسة الخصائص الفيزيائية للمنظمة‬ • .‫اقرأ عن المنظمة‬ • .‫مراقبة كيفية تفاعل األشخاص داخل المؤسسة‬ • .‫تفسير القصص والفولكلور المحيط بالمنظمة‬ • 24 Organizational Culture Diagnosis Worksheet © McGraw -Hill Education FIGURE 3.6 25 3.5 Implications of Organizational Culture for Organizing Projects • Project managers interact with: • The culture of their parent organizations as well as the subcultures of various departments. • The project’s clients or customer organizations. • Other organizations connected to the project such as suppliers and vendors, subcontractors, consulting firms, government and regulatory agencies, and community groups. • “A riverboat trip” is a metaphor describing the relationship between organizational culture and project management. Culture is the river and the project is the boat. :‫يتفاعل مديرو المشاريع مع‬ .‫ثقافة منظماتهم األم وكذلك الثقافات الفرعية لمختلف اإلدارات‬ • .‫عمالء المشروع أو مؤسسات العمالء‬ • ‫منظمات أخرى مرتبطة بالمشروع مثل الموردين والبائعين والمقاولين من الباطن والشركات االستشارية والوكاالت الحكومية‬ • • .‫والتنظيمية والمجموعات المجتمعية‬ .‫ الثقافة هي النهر والمشروع هو القارب‬.‫"رحلة القارب النهري" هو استعارة تصف العالقة بين الثقافة التنظيمية وإدارة المشاريع‬ © McGraw -Hill Education • 26 Cultural Dimensions of an Organization Supportive of Project Management © McGraw -Hill Education FIGURE 3.7 27 Key Terms Balanced matrix Dedicated project team Matrix Organizational culture Projectitis Projectized organization Project management office (PMO) Strong matrix Weak matrix © McGraw -Hill Education 28 ‫دعواتكم أريج حسين‬ 160182560 Because learning changes everything. www.mheducation.com © 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. ® Because learning changes everything. ® Chapter Four Defining the Project © 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 04-01 Identify key elements of a project scope statement and understand why a complete scope statement is critical to project success. 04-02 Describe the causes of scope creep and ways to manage it. 04-03 Understand why it is important to establish project priorities in terms of cost, time, and performance. 04-04 Demonstrate the importance of a work breakdown structure (WBS) to the management of projects and how it serves as a database for planning and control. 04-05 Demonstrate how the organization breakdown structure (OBS) establishes accountability to organization units. 04-06 Describe a process breakdown structure (PBS) and when to use it. 04-07 Create responsibility matrices for small projects. 04-08 Create a communication plan for a project. © McGraw -Hill Education 3 Chapter Outline 4.1 Step 1: Defining the Project Scope 4.2 Step 2: Establishing Project Priorities 4.3 Step 3: Creating the Work Breakdown Structure 4.4 Step 4: Integrating the WBS with the Organization 4.5 Step 5: Coding the WBS for the Information System 4.6 Process Breakdown Structure 4.7 Responsibility Matrices 4.8 Project Communication Plan © McGraw -Hill Education 4 Five General Steps for Collecting Project Information Step 1: Defining the Project Scope Step 2: Establishing Project Priorities Step 3: Creating the Work Breakdown Structure Step 4: Integrating the WBS with the Organization Step 5: Coding the WBS for the Information System ‫ تحديد نطاق المشروع‬: 1 ‫الخطوة‬ ‫ تحديد أولويات المشروع‬: 2 ‫الخطوة‬ ‫ إنشاء هيكل تنظيم العمل‬: 3 ‫الخطوة‬ ‫ مع المنظمة‬WBS ‫ دمج‬: 4 ‫الخطوة‬ ‫ لنظام المعلومات‬WBS ‫ ترميز‬: 5 ‫الخطوة‬ © McGraw -Hill Education 5 4.1 Step 1: Defining the Project Scope Project Scope Defined • Is a definition of the end result or mission of your project—a product or service for your client/customer. • Defines the results to be achieved in specific, tangible, and measurable terms. Purposes of the Project Scope Statement • To clearly define the deliverable(s) for the end user • To direct focus on the project purpose throughout the life of the project for the ‫نطاق المشروع المحدد‬ - ‫• هو تعريف للنتيجة النهائية أو مهمة مشروعك‬ .‫ عميلك‬/ ‫منتج أو خدمة لعميلك‬ ‫• يحدد النتائج التي يجب تحقيقها في شروط محددة‬ .‫وملموسة وقابلة للقياس‬ ‫أغراض بيان نطاق المشروع‬ ‫• لتحديد الناتج (التسليمات) بوضوح للمستخدم النهائي‬ ‫• لتوجيه التركيز على غرض المشروع طوال عمر‬ ‫المشروع للعميل والمشاركين في المشروع‬ ‫• ليتم نشرها واستخدامها من قبل صاحب المشروع‬ ‫والمشاركين في المشروع لتخطيط وقياس نجاح‬ ‫المشروع‬ customer and project participants • To be published and used by the project owner and project participants for planning and measuring project success © McGraw -Hill Education 6 Project Scope Checklist 1. Project objective 2. Product scope description 3. Justification 4. Deliverables 5. Milestones 6. Technical requirements ‫هدف المشروع‬ ‫وصف نطاق المنتج‬ ‫التبرير‬ ‫اإلنجازات‬ ‫معالم‬ ‫متطلبات تقنية‬ ‫الحدود واالستثناءات‬ ‫معايير القبول‬ .1 .2 .3 .4 .5 .6 .7 .8 7. Limits and exclusions 8. Acceptance criteria © McGraw -Hill Education 7 Project Scope: Terms and Definitions Scope Statements • Is a short, one- to two-page summary of key elements of the scope, followed by extended documentation of each element. • Is also referred to as “statements of work )SOWs(” Project Charter • Is a documentation that authorizes the project manager to initiate and lead the project. • Often includes a brief scope description as well as such items as risk limits, business case, spending limits, and even team composition. Scope Creep • Is the tendency for the project scope to expand over time—usually by changing requirements, ‫بيانات النطاق‬ ‫• عبارة عن ملخص قصير من صفحة إلى صفحتين‬ ‫ متبو ًعا بوثائق موسعة‬، ‫للعناصر الرئيسية للنطاق‬ .‫لكل عنصر‬ " (SOWs) ‫ضا باسم " بيانات العمل‬ ً ‫• يشار إليها أي‬ ‫ميثاق المشروع‬ ‫تخول مدير المشروع لبدء المشروع‬ ِّ ‫• هي وثيقة‬ .‫وقيادته‬ ً ‫موجزا للنطاق باإلضافة إلى‬ ‫• غالبًا ما يتضمن وصفًا‬ ‫عناصر مثل حدود المخاطر ودراسة الجدوى وحدود‬ .‫اإلنفاق وحتى تكوين الفريق‬ ‫زحف النطاق‬ ‫ عادة‬- ‫• هو ميل نطاق المشروع للتوسع بمرور الوقت‬ ‫عن طريق تغيير المتطلبات والمواصفات‬ .‫واألولويات‬ specifications, and priorities. © McGraw -Hill Education 8 Five of the Most Common Causes of Scope Creep • Poor requirement analysis • Not involving users early enough • Underestimating project complexity • Lack of change control ‫تحليل المتطلبات الضعيفة‬ ‫ال يشمل المستخدمين في وقت مبكر بما فيه الكفاية‬ ‫التقليل من تعقيد المشروع‬ ‫عدم التحكم في التغيير‬ ‫صفيحة ذهبية‬ • • • • • • Gold plating © McGraw -Hill Education 9 4.2 Step 2: Establishing Project Priorities Three major criteria (trade-offs) that a project manager has to manage are: • Cost (budget) • Time (schedule) • Performance (scope) A project manager can manage the project trade-offs by completing a priority matrix for the project and identifying which criterion is: • Constrain—original parameter is fixed. • Enhance—a criterion should be ‫ثالثة معايير رئيسية (المقايضات) التي يجب على مدير‬ :‫المشروع إدارتها هي‬ )‫• التكلفة (الميزانية‬ ‫• (الجدول) الزمني‬ )‫• األداء (النطاق‬ ‫يمكن لمدير المشروع إدارة مقايضات المشروع من خالل‬ :‫إكمال مصفوفة أولويات المشروع وتحديد المعيار الذي‬ .‫• تقييد — تم إصالح المعلمة األصلية‬ .‫• تحسين — يجب تحسين المعيار‬ .‫• قبول — معيار مقبول لعدم استيفاء المعلمة األصلية‬ optimized. • Accept—a criterion is tolerable not to meet the original parameter. © McGraw -Hill Education 10 Project Management Trade-offs © McGraw -Hill Education FIGURE 4.1 11 Project Priority Matrix for the Development of a New Wireless Router © McGraw -Hill Education FIGURE 4.2 12 4.3 Step 3: Creating the Work Breakdown Structure Work Breakdown Structure (WBS) • Is a hierarchical outline of the project with different levels of detail. • Identifies the products and work elements involved in a project. • Defines the relationship of the final deliverable (the project) to its subdeliverables, and, in turn, their relationships to work packages. • Serves as a framework for tracking cost and work performance. • Is best suited for design and build projects that have tangible outcomes rather than process-oriented projects. (WBS) ‫هيكل تنظيم العمل‬ .‫• هو مخطط هرمي للمشروع بمستويات مختلفة من التفاصيل‬ .‫• يحدد المنتجات وعناصر العمل المتضمنة في المشروع‬ .‫ وبالتالي عالقاتهم بحزم العمل‬، ‫• يحدد عالقة الناتج النهائي(المشروع) بمخرجاته الفرعية‬ .‫• يعمل كإطار عمل لتتبع التكلفة وأداء العمل‬ .‫• هو األنسب لتصميم وبناء المشاريع التي لها نتائج ملموسة بدالًً من المشاريع الموجهة نحو العمليات‬ © McGraw -Hill Education 13 Hierarchical Breakdown of the WBS * This breakdown groups work packages by type of work within a deliverable and allows assignment of responsibility to an organizational unit. This extra step facilitates a system for monitoring project progress (discussed in Chapter 13). © McGraw -Hill Education FIGURE 4.3 14 How WBS Helps the Project Manager • Assures project managers that all products and work elements are identified, to integrate the project with the current organization, and to establish a basis for control. • Facilitates the evaluation of cost, time, and technical performance at all levels in the organization over the life of the project. • Provides management with information appropriate to each organizational level. • Helps project managers to plan, schedule, and budget the project. • Helps in the development of the organization breakdown structure (OBS), which assigns project responsibilities to organization units and individuals. • Provides the opportunity to “roll up” (sum) the budget and actual costs of the smaller work packages into larger work elements. • Defines communication channels and assists in understanding and coordinating many parts of the project. .‫ وإنشاء أساس للتحكم‬، ‫ لدمج المشروع مع المنظمة الحالية‬، ‫يطمئن مديري المشاريع على تحديد جميع المنتجات وعناصر العمل‬ .‫يسهل تقييم التكلفة والوقت واألداء الفني على جميع المستويات في المنظمة على مدار عمر المشروع‬ .‫يزود اإلدارة بالمعلومات المناسبة لكل مستوى تنظيمي‬ .‫يساعد مديري المشاريع في تخطيط المشروع وجدولته وميزانيته‬ .‫ الذي يعين مسؤوليات المشروع للوحدات التنظيمية واألفراد‬، (OBS) ‫يساعد في تطوير الهيكل التنظيمي‬ .‫يوفر فرصة " تجميع( " جمع ) الميزانية والتكاليف الفعلية لحزم العمل األصغر في عناصر عمل أكبر‬ .‫يحدد قنوات االتصال ويساعد في فهم وتنسيق العديد من أجزاء المشروع‬ © McGraw -Hill Education • • • • • • • 15 Work Breakdown Structure © McGraw -Hill Education FIGURE 4.4 16 A Work Package • Is the lowest level of the WBS. • Is a short-duration task that has a definite start and stop point, consumes resources, and represents cost. • Should not exceed 10 workdays or one reporting period. • Should be as independent of other work packages of the project as possible. • Is the basic unit used for planning, scheduling, and controlling the project. WBS ‫هو أدنى مستوى من‬ .‫ وتمثل التكلفة‬، ‫ وتستهلك الموارد‬، ‫هي مهمة قصيرة المدة لها نقطة بداية ونقطة توقف محددة‬ .‫ أيام عمل أو فترة إبالغ واحدة‬10 ‫يجب أال تتجاوز‬ .‫يجب أن تكون مستقلة عن حزم العمل األخرى للمشروع قدر اإلمكان‬ .‫هي الوحدة األساسية المستخدمة في التخطيط والجدولة والتحكم في المشروع‬ © McGraw -Hill Education • • • • • 17 Each Work Package in the WBS • Defines work (what). • Identifies time to complete a work package (how long). • Identifies a time-phased budget to complete a work package (cost). • Identifies resources needed to complete a work package (how much). • Identifies a single person responsible for units of work (who). • Identifies monitoring points for measuring progress (how well). .)‫يعرف العمل (ماذا‬ .)‫يحدد الوقت الالزم إلكمال حزمة العمل (إلى متى‬ .)‫يحدد ميزانية على مراحل زمنية إلكمال حزمة العمل (التكلفة‬ .)‫يحدد الموارد الالزمة إلكمال حزمة العمل (كم‬ .)‫يحدد شخص واحد مسؤول عن وحدات العمل (من‬ .)‫يحدد نقاط المراقبة لقياس التقدم (مدى جودة‬ © McGraw -Hill Education • • • • • • 18 4.4 Step 4: Integrating the WBS with the Organization Organization Breakdown Structure (OBS) • Depicts how the firm has organized to discharge work responsibility. • Provides a framework to summarize organization unit work performance. • Identifies the organization units responsible for work packages. • Ties the organizational unit to cost control accounts. The intersection of work packages and the organization unit creates a project cost point or cost account that integrates work and responsibility. (OBS) ‫هيكل تنظيم المنظمة‬ .‫• يصور كيفية تنظيم الشركة ألداء مسؤولية العمل‬ .‫إطارا لتلخيص أداء عمل الوحدة التنظيمية‬ ‫• يوفر‬ ً .‫• يحدد الوحدات التنظيمية المسؤولة عن حزم العمل‬ .‫• يربط الوحدة التنظيمية بحسابات مراقبة التكاليف‬ .‫يؤدي تقاطع حزم العمل والوحدة التنظيمية إلى إنشاء نقطة تكلفة المشروع أو حساب التكلفة الذي يدمج العمل والمسؤولية‬ © McGraw -Hill Education 19 Integration of WBS and OBS © McGraw -Hill Education FIGURE 4.5 20 4.5 Step 5: Coding the WBS for the Information System WBS Coding System • Defines ➢ Levels and elements in the WBS ➢ Organization elements ➢ Work packages ➢ Budget and cost information • Allows reports to be consolidated at any level in the structure. WBS ‫نظام ترميز‬ ‫يعرف‬ • ِّ WBS ‫➢ المستويات والعناصر في‬ ‫➢ عناصر التنظيم‬ ‫➢ حزم العمل‬ ‫➢ معلومات الميزانية والتكلفة‬ .‫• يسمح بتوحيد التقارير على أي مستوى في الهيكل‬ WBS ‫قاموس‬ WBS. ‫• يوفر معلومات مفصلة حول كل عنصر في‬ WBS Dictionary • Provides detailed information about each element in the WBS. © McGraw -Hill Education 21 Coding the WBS © McGraw -Hill Education EXHIBIT 4.1 22 4.6 Process Breakdown Structure Process Breakdown Structure (PBS) (PBS) ‫هيكل انهيار العملية‬ .‫• يستخدم للمشاريع العملية‬ • Is often referred to as the “waterfall ‫• غالبًا ما يشار إليها باسم " طريقة االنحدار "في صناعة‬ .‫البرمجيات‬ method” in the software industry. ‫مشروع عملي المنحى‬ Process-oriented project ‫• هو مشروع أن النتيجة النهائية هي نتاج سلسلة من‬ .‫الخطوات والمراحل‬ • Is a project that the final outcome is a ‫• هو مشروع يتطور بمرور الوقت مع كل مرحلة تؤثر‬ product of a series of steps and phases. .‫على المرحلة التالية‬ / ‫• هو مشروع تحركه متطلبات األداء وليس الخطط‬ • Is a project that evolves over time with .‫المخططات‬ each phase affecting the next phase. • Is used for process-oriented projects. • Is a project that is driven by performance requirements, not by plans/blueprints. © McGraw -Hill Education 23 PBS for Software Development Project © McGraw -Hill Education FIGURE 4.6 24 4.7 Responsibility Matrices Responsibility Matrix (RM) • Is also called a linear responsibility chart. • Summarizes the tasks to be accomplished and who is responsible for what on the project. • Lists all the project activities and the participants responsible for each activity. • Clarifies interfaces between units and individuals that require coordination. • Provides a mean for all participants in a (RM) ‫مصفوفة المسؤولية‬ .‫ضا مخطط المسؤولية الخطي‬ ً ‫• يُطلق عليه أي‬ ‫• يلخص المهام التي يتعين إنجازها ومن المسؤول‬ .‫عن ماذا في المشروع‬ ‫• يسرد جميع أنشطة المشروع والمشاركين‬ .‫المسؤولين عن كل نشاط‬ ‫• يوضح الواجهات بين الوحدات واألفراد التي تتطلب‬ .‫التنسيق‬ ‫• يوفر وسيلة لجميع المشاركين في المشروع لعرض‬ .‫مسؤولياتهم واالتفاق على مهامهم‬ ‫• يوضح مدى أو نوع السلطة التي يمارسها كل‬ .‫مشارك‬ project to view their responsibilities and agree on their assignments. • Clarifies the extent or type of authority exercised by each participant. © McGraw -Hill Education 25 Responsibility Matrix for a Market Research Project © McGraw -Hill Education FIGURE 4.7 26 Responsibility Matrix for the Conveyor Belt Project © McGraw -Hill Education FIGURE 4.8 27 4.8 Project Communication Plan Project communication plans address the following questions: • What information needs to be collected and when? • Who will receive the information? • What methods will be used to gather and store information? • What are the limits, if any, on who has ‫تتناول خطط االتصال الخاصة بالمشروع األسئلة‬ :‫التالية‬ ‫• ما هي المعلومات التي يجب جمعها ومتى؟‬ ‫• من سيتلقى المعلومات؟‬ ‫• ما هي الطرق التي سيتم استخدامها لجمع‬ ‫المعلومات وتخزينها؟‬ ‫ على من يمكنه الوصول‬، ‫ إن وجدت‬، ‫• ما هي القيود‬ ‫إلى أنواع معينة من المعلومات؟‬ ‫• متى سيتم توصيل المعلومات؟‬ ‫• كيف سيتم توصيلها؟‬ access to certain kinds of information? • When will the information be communicated? • How will it be communicated? © McGraw -Hill Education 28 Steps for Developing a Communication Plan 1. Stakeholder analysis—identify the target groups. 2. Information needs—project status reports, deliverable issues, changes in scope, team status meetings, gating decisions, accepted request changes, action items, milestone reports, etc. 3. Sources of information—where does the information reside? 4. Dissemination modes—hardcopy, e-mail, teleconferencing, SharePoint, and a ‫ تحديد الفئات‬- ‫تحليل أصحاب المصلحة‬ .‫المستهدفة‬ ‫ تقارير حالة المشروع‬- ‫احتياجات المعلومات‬ ‫ التغييرات في‬، ‫ المشكالت القابلة للتسليم‬، ‫ قرارات‬، ‫ اجتماعات حالة الفريق‬، ‫النطاق‬ ‫ عناصر‬، ‫ تغييرات الطلب المقبولة‬، ‫البوابة‬ .‫ إلخ‬، ‫ تقارير المعالم‬، ‫العمل‬ ‫ أين توجد المعلومات؟‬- ‫مصادر المعلومات‬ ‫ النسخ الورقية والبريد‬- ‫أوضاع النشر‬ ‫اإللكتروني وعقد المؤتمرات عن بعد و‬ ‫ ومجموعة متنوعة من‬SharePoint .‫برامج مشاركة قواعد البيانات‬ ‫ حدد من سيرسل‬- ‫المسؤولية والتوقيت‬ .‫التشكيل ومتى‬ .1 .2 .3 .4 .5 variety of database sharing programs. 5. Responsibility and timing—determine who will send out the formation and when. © McGraw -Hill Education 29 Stakeholder Communications © McGraw -Hill Education FIGURE 4.9 30 Shale Oil Research Project Communication Plan © McGraw -Hill Education FIGURE 4.10 31 Key Terms Acceptance criteria Product scope description Cost account Project charter Gold plating Responsibility matrix Milestone Scope creep Organization breakdown structure (OBS) Scope statement Priority matrix WBS dictionary Process breakdown structure (PBS) Work breakdown structure (WBS) Work package © McGraw -Hill Education 32 ‫دعواتكمًأريجًحسين‬ 160182560 Because learning changes everything. www.mheducation.com © 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. ® Because learning changes everything. ® Chapter Five Estimating Project Times and Costs © 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 05-01 Understand estimati...
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