‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‪:‬‬

‫ﭘﺮﻭژﻩ ﭼﻴﺴﺖ؟ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ ﺗﻼﺵ ﻣﻮﻗﺘﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﺤﺼﻮﻝ‪ ،‬ﺍﺭﺍﺋﻪ ﻳﻚ ﺧﺪﻣﺖ ﻳﺎ ﺭﺳﻴﺪﻥ ﺑﻪ ﻧﺘﻴﺠﻪ ﺧﺎﺹ‬

‫ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﺳﻪ ﮔﺎﻧﻪ‪:‬‬

‫‪ -1‬ﻣﺤﺪﻭﺩﻩ ‪ :‬ﭼﻪ ﻛﺎﺭﻫﺎﻳﻲ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪ ،‬ﺍﻧﺘﻈﺎﺭ ﻣﺸﺘﺮﻱ ﭘﺮﻭژﻩ ﺍﺯ ﺁﻥ ﭼﻴﺴﺖ؟‬
‫‪ -2‬ﺯﻣﺎﻥ ‪ :‬ﭼﻪ ﻣﻴﺰﺍﻥ ﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭژﻩ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ ﻭ ﺯﻣﺎﻥ ﺑﻨﺪﻱ ﭘﺮﻭژﻩ ﭼﮕﻮﻧﻪ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‬
‫‪ -3‬ﻫﺰﻳﻨﻪ ‪ :‬ﻫﺰﻳﻨﻪ ﺍﺗﻤﺎﻡ ﭘﺮﻭژﻩ ﭼﻘﺪﺭ ﺍﺳﺖ‪ ،‬ﭼﻪ ﻣﻴﺰﺍﻥ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﭘﺮﻭژﻩ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‬

‫ﻧﻜﺘﻪ‪ :‬ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺑﻪ ﻣﻌﻨﺎﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺮ ﺳﻪ ﻫﺪﻑ ﺍﺳﺖ ﻭ ﻧﻴﺰ ﺟﻠﺖ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﺷﺮﻁ ﺍﺳﺖ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﭼﻴﺴﺖ؟‬

‫ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻛﺎﺭﺑﺮﺩ ﺩﺍﻧﺶ‪ ،‬ﻣﻬﺎﺭﺕ ﻫﺎ‪ ،‬ﺍﺑﺰﺍﺭ ﻫﺎ ﻭ ﺭﻭﺷﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺑﺼﻮﺭﺗﻲ ﻛﻪ ﺑﺘﻮﺍﻥ ﺑﻪ ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺩﺳﺖ‬
‫ﻳﺎﻓﺖ‪ .‬ﻣﺪﻳﺮ ﻳﻚ ﭘﺮﻭژﻩ ﻧﺒﺎﻳﺪ ﺗﻨﻬﺎ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﻣﺸﺨﺺ ﭘﺮﻭژﻩ )ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻫﺰﻳﻨﻪ ﻭ ﻛﻴﻔﻴﺖ( ﺗﻼﺵ ﻛﻨﺪ ﺑﻠﻜﻪ ﺑﺎﻳﺪ ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﺭﺍ ﻛﻪ‬
‫ﻣﻨﺠﺮ ﺑﻪ ﭘﺎﺳﺨﮕﻮﻳﻲ ﺑﻪ ﻧﻴﺎﺯ ﻫﺎﻱ ﺍﻓﺮﺍﺩ ﺩﺭﮔﻴﺮ ﺩﺭ ﭘﺮﻭژﻩ ﻣﻴﺸﻮﺩ ﺭﺍ ﺗﺴﻬﻴﻞ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻣﺤﺪﻭﺩﻩ ‪ :‬ﺷﺎﻣﻞ ﺗﻌﺮﻳﻒ ﻭ ﻣﺪﻳﺮﻳﺖ ﺗﻤﺎﻣﻲ ﻛﺎﺭﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﭘﺮﻭژﻩ ﺿﺮﻭﺭﻱ ﺍﺳﺖ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ‪ :‬ﺷﺎﻣﻞ ﺑﺮﺁﻭﺭﺩ ﺯﻣﺎﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﻛﺎﺭ‪ ،‬ﺗﻬﻴﻪ ﻳﻚ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻗﺎﺑﻞ ﻗﺒﻮﻝ ﻭ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺗﻜﻤﻴﻞ ﺑﻪ ﻣﻮﻗﻊ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻫﺰﻳﻨﻪ ‪ :‬ﺗﻬﻴﻪ ﻭ ﻣﺪﻳﺮﻳﺖ ﺑﻮﺩﺟﻪ ﺑﻨﺪﻱ ﭘﺮﻭژﻩ‬

‫ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ ‪ :‬ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺍﻳﻨﻜﻪ ﺑﻪ ﻣﺎ ﺍﻃﻤﻴﻨﺎﻥ ﺩﻫﺪ ﭘﺮﻭژﻩ ﺑﻪ ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎﻱ ﺿﻤﻨﻲ ﻳﺎ ﻋﻨﻮﺍﻥ ﺷﺪﻩ ﻛﻪ ﺑﺮﺍﻱ ﺭﻓﻊ ﺁﻧﻬﺎ ﺑﻮﺟﻮﺩ ﺁﻣﺪﻩ ﭘﺎﺳﺦ ﺩﻫﺪ‪.‬‬

‫ﻭﻇﺎﻳﻒ ﻛﻤﻜﻲ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺩﺭ ﻭﺍﻗﻊ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺍﻫﺪﺍﻑ ﭘﺮﻭژﻩ ﺩﺭ ﺣﻴﻦ ﺍﻧﺠﺎﻡ ﺁﻧﻬﺎ ﻣﺤﻘﻖ ﻣﻲﺷﻮﺩ‪.‬‬

‫‪ -1‬ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪ :‬ﺍﺳﺘﻔﺎﺩﻩ ﻣﻮﺛﺮ ﺍﺯ ﺍﻓﺮﺍﺩ ﺩﺭﮔﻴﺮ ﺩﺭ ﭘﺮﻭژﻩ‬

‫‪ -2‬ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻃﺎﺕ ‪ :‬ﺷﺎﻣﻞ ﺗﻮﻟﻴﺪ‪ ،‬ﺟﻤﻊ ﺁﻭﺭﻱ‪ ،‬ﺗﻮﺯﻳﻊ ﻭ ﺫﺧﻴﺮﻩ ﺳﺎﺯﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﻧﺤﻮﻩ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﻣﺤﻴﻂ ﺩﺍﺧﻠﻲ ﻳﺎ ﺧﺎﺭﺟﻲ ﭘﺮﻭژﻩ‬
‫‪ -3‬ﻣﺪﻳﺮﻳﺖ ﺗﺪﺍﺭﻛﺎﺕ ‪ :‬ﺗﻬﻴﻪ ﻭ ﺧﺮﻳﺪ ﻛﺎﻻﻫﺎ ﻭ ﺧﺪﻣﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﭘﺮﻭژﻩ ﺍﺯ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﺘﺼﺪﻱ ﭘﺮﻭژﻩ‬
‫‪ -4‬ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﻚ ‪ :‬ﺷﺎﻣﻞ ﺷﻨﺎﺳﺎﻳﻲ‪ ،‬ﺗﺤﻠﻴﻞ‪ ،‬ﭘﺎﺳﺦ ﺑﻪ ﺭﻳﺴﻜﻬﺎﻱ ﻣﺮﺗﺒﻂ ﭘﺮﻭژﻩ‬

‫ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﻪ ﭘﺮﻭژﻩ ‪ :‬ﻭﻇﻴﻔﻪ ﺍﻱ ﻓﺮﺍﮔﻴﺮ ﺍﺳﺖ ﻛﻪ ﺑﺮﻭﻱ ﺗﻤﺎﻣﻲ ﺣﻮﺯﻩ ﻫﺎﻱ ﺩﻳﮕﺮ ﺗﺎﺛﻴﺮ ﮔﺬﺍﺷﺘﻪ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺗﺎﺛﻴﺮ ﻣﻲ ﭘﺬﻳﺮﺩ‪ .‬ﻫﻤﺎﻫﻨﮕﻲ ﻛﻠﻴﻪ ﺣﻮﺯﻩ‬
‫ﻫﺎ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﻧﺠﺎﻡ ﻣﻴﭙﺬﻳﺮﺩ‪.‬‬
‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ‪ :‬ﺩﺭ ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺗﻜﻨﻴﻚ ﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﺭﻭﺷﻬﺎﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‪ ،‬ﻧﺮﻡ‬
‫ﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‪ ،‬ﺳﻴﺎﺳﻴﺖ ﻫﺎﻱ ﻭﺍﮔﺬﺍﺭﻱ ﻛﺎﺭ‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎ ﺩﺭ ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺖ ﻣﺤﺪﻭﺩﻩ ‪ :‬ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩﻱ ﻫﻤﭽﻮﻥ ﺑﻴﺎﻧﻴﻪ ﻛﺎﺭ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺗﺤﻠﻴﻞ ﻧﻴﺎﺯﻫﺎ ﻭ ﻛﻨﺘﺮﻝ ﺗﻐﻴﻴﺮ ﻣﺤﺪﻭﺩﻩ‬
‫ﻣﻴﺒﺎﺷﺪ‪.‬‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎ ﺩﺭ ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ‪ :‬ﺍﺑﺰﺍﺭﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﮔﺎﻧﺖ‪ ،‬ﺗﺤﻠﻴﻞ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ‪ ،‬ﺗﻜﻨﻴﻚ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺑﺎﺯﻧﮕﺮﻱ ﭘﺮﻭژﻩ ﻳﺎ ﺑﺮﻧﺎﻣﻪ‬
‫‪.p.e.r.t‬‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻫﺰﻳﻨﻪ ‪ :‬ﺍﺯ ﻗﺒﻴﻞ ﺗﺤﻠﻴﻞ ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ‪ ،‬ﺍﻟﮕﻮﻫﺎﻱ ﺗﺠﺎﺭﻱ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺍﺭﺯﺵ ﻛﺴﺐ ﺷﺪﻩ‪ ،‬ﺑﺮﺁﻭﺭﺩ ﻫﺰﻳﻨﻪ ﻭ ﻏﻴﺮ‪..‬‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻛﻴﻔﻴﺖ ‪ :‬ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩﻱ ﺍﺯ ﻗﺒﻴﻞ ‪6‬ﺳﻴﮕﻤﺎ‪ ،‬ﻧﻤﻮﺩﺍﺭ ﺍﺳﺘﺨﻮﺍﻥ ﻣﺎﻫﻲ‪ ،‬ﺭﻭﺷﻬﺎﻱ ﺁﻣﺎﺭﻱ ﻭ ﻣﻤﻴﺰﻱ ﻛﻴﻔﻴﺖ ﻭ ‪...‬‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ‪ :‬ﻣﻮﺍﺭﺩﻱ ﺍﺯ ﻗﺒﻴﻞ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﺍﻧﮕﻴﺰﺷﻲ‪ ،‬ﮔﻮﺵ ﺩﺍﺩﻥ ﺍﺩﺭﺍﻛﻲ ﻳﺎ ﻓﻌﺎﻻﻧﻪ‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻃﺎﺕ ‪ :‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻃﺎﺕ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺗﻌﺎﺭﺿﺎﺕ‪ ،‬ﺭﺳﺎﻧﻪ ﺍﺭﺗﺒﺎﻃﻲ ﻭ ﻏﻴﺮﻩ‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺗﺪﺍﺭﻛﺎﺕ ‪ :‬ﺍﺯ ﻗﺒﻴﻞ ﻗﺮﺍﺭﺩﺍﺩﻫﺎ‪ ،‬ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺩﺭﺧﻮﺍﺳﺖ ﻗﻴﻤﺖ‪ ،‬ﻣﺬﺍﻛﺮﻩ‪ ،‬ﺗﺪﺍﺭﻛﺎﺕ ﺍﻟﻜﺘﺮﻳﻜﻲ ﻭ ﻏﻴﺮﻩ‬

‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﻚ ‪ :‬ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﺷﺒﻴﻪ ﺳﺎﺯﻱ ﻣﻮﻧﺖ ﻛﺎﺭﻟﻮ‪ ،‬ﺭﺩﻳﺎﺑﻲ ‪ 10‬ﺭﻳﺴﻚ ﺍﺻﻠﻲ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﻚ‬
‫ﻭ ﻏﻴﺮﻩ‬

‫ﻧﻜﺘﻪ ‪ :‬ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﻋﻼﻭﻩ ﺑﺮ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻳﻦ ﺍﺑﺰﺍﺭﻫﺎ‪ ،‬ﺗﻜﻨﻴﻜﻬﺎ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺟﺪﻳﺪﻱ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﻨﺎﻡ ﻣﺪﻳﺮﻳﺖ ﺳﺒﺪ‬
‫ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ ﭼﺮﻭژﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﻜﻨﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻧﻬﺎ ﭘﺮﻭژﻫﺎ ﺭﺍ ﺑﻪ ﺷﻜﻞ ﻳﻚ ﺳﺒﺪ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﮔﺮﻭﻩ ﺑﻨﺪﻱ ﻭ‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻴﻨﻤﺎﻳﺪ‪ .‬ﺑﻄﻮﻳﻜﻪ ﻣﻮﻓﻘﻴﺖ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻣﻮﻓﻘﻴﺖ ﻣﺠﻤﻮﻋﻪ ﺁﻥ ﭘﺮﻭژﻩ ﺣﺎﺻﻞ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﭘﺮﻭژﻩ ‪:‬‬

‫‪ -1‬ﺣﻤﺎﻳﺖ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﺍﺭﺷﺪ ﺳﺎﺯﻣﺎﻥ‬

‫‪ -2‬ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮﺍﻥ‬
‫‪ -3‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻣﺠﺮﺏ‬
‫‪ -4‬ﺍﻫﺪﺍﻑ ﺗﺠﺎﺭﻱ ﻣﺸﺨﺺ‬
‫‪ -5‬ﻛﻤﻴﻨﻪ ﻛﺮﺩﻥ ﻣﺤﺪﻭﺩﻩ‬
‫‪ -6‬ﺯﻳﺮﺳﺎﺧﺖ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬
‫‪ -7‬ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﺍﻭﻟﻴﻪ ﭘﺎﻳﺪﺍﺭ‬
‫‪ -8‬ﻣﺘﺪﻭﻟﻮژﻱ ﺭﺳﻤﻲ‬
‫‪ -9‬ﺑﺮﺁﻭﺭﺩﻫﺎﻱ ﻗﺎﺑﻞ ﺍﻃﻤﻴﻨﺎﻥ‬
‫‪ -10‬ﺳﺎﻳﺮ ﺷﺮﺍﻳﻂ ﻣﺎﻧﻨﺪ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﻬﻢ ﻭ ﻛﻮﭼﻚ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺻﺤﻴﺢ‪ ،‬ﺭﻗﺎﺑﺖ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻣﺎﻟﻜﻴﺖ ﻭ‪...‬‬
‫ﺁﻳﺎ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﻫﻤﻪ ﺟﺎ ﻳﻜﺴﺎﻧﻨﺪ؟ ﺧﻴﺮ ﺩﺭ ﻛﺸﻮﺭﻫﺎﻱ ﭼﻴﻦ ﻭ ژﺍﭘﻦ ﮔﺮﻭﻫﻲ ﻭ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﻓﺮﺩﻱ ﺍﺳﺖ‪.‬‬

‫ﭼﻬﺎﺭ ﺷﻴﻮﻩ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ ﺷﺮﻛﺖ ﻫﺎﻱ ﻣﻮﻓﻖ ﺩﺭ ﺯﻣﻴﻨﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ‪:‬‬

‫‪ -1‬ﺍﺯ ﺟﻌﺒﻪ ﺍﺑﺰﺍﺭ ﻳﻜﭙﺎﺭﭼﻪ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻧﻤﺎﻳﻨﺪ‪.‬‬

‫‪ -2‬ﺑﻪ ﭘﺮﻭﺭﺵ ﺭﻫﺒﺮﺍﻥ ﭘﺮﻭژﻩ ﻣﻲ ﭘﺮﺩﺍﺯﻧﺪ‪.‬‬
‫‪ -3‬ﺍﺯ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﺗﺤﻮﻳﻞ ﭘﺮﻭژﻩ ﺗﺴﻬﻴﻞ ﺷﺪﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬
‫‪ -4‬ﺳﻼﻣﺖ ﭘﺮﻭژﻩ ﺭﺍ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺷﺎﺧﺺ ﻫﺎﻳﻲ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬

‫ﺟﻠﺴﻪ ﺳﻮﻡ ‪1391/05/03‬‬

‫ﻧﻘﺶ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ‪:‬‬

‫ﺑﺎﻳﺪ ﻫﻤﻜﺎﺭﻱ ﻧﺰﺩﻳﻜﻲ ﺑﺎ ﺳﺎﻳﺮ ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭژﻩ‪ ،‬ﺑﺨﺼﻮﺹ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭ ﻭ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‬

‫ﺁﺷﻨﺎﻳﻲ ﺑﺎ ‪ 9‬ﺣﻮﺯﻩ ﺩﺍﻧﺶ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻭ ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬

‫ﺷﺮﺡ ﺷﻐﻞ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ‪:‬‬

‫ﻧﻜﺘﻪ ‪ :‬ﻳﻚ )‪ PM(Project Manager‬ﻣﻴﺘﻮﺍﻧﺪ ﺗﻌﺎﺭﻳﻒ ﺷﻐﻠﻲ ﺑﺴﻴﺎﺭ ﻣﺘﻔﺎﻭﺗﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬

‫ﻭﻇﺎﻳﻒ ‪ 15‬ﮔﺎﻧﻪ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺑﺮ ﮔﺮﻓﺘﻪ ﺍﺯ ﻛﺘﺎﺏ ‪Building Foundation for tomorrow‬‬

‫ﺗﻌﺮﻳﻒ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‬ ‫‪-‬‬

‫ﺷﻨﺎﺳﺎﻳﻲ ﺫﻳﻨﻔﻌﺎﻥ‪ ،‬ﺗﺼﻤﻴﻢ ﮔﻴﺮﻧﺪﮔﺎﻥ ﻭ ﺭﻭﻳﻪ ﻫﺎﻱ ﺗﻌﺪﻳﻞ ﺷﺪﻩ‬ ‫‪-‬‬
‫ﺗﻬﻴﻪ ﻓﻬﺮﺳﺖ ﺟﺰﻳﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬ ‫‪-‬‬
‫ﺑﺮﺁﻭﺭﺩ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫‪-‬‬
‫ﺗﻬﻴﻪ ﻧﻤﻮﺩﺍﺭ ﺟﺮﻳﺎﻥ ﺍﻭﻟﻴﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬ ‫‪-‬‬
‫ﺗﻌﻴﻴﻦ ﻣﻨﺎﺑﻊ ﻭ ﺑﻮﺩﺟﻪ ﺑﻨﺪﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫‪-‬‬
‫ﺍﺭﺯﻳﺎﺑﻲ ﻧﻴﺎﺯ ﻣﻨﺪﻱ ﻫﺎﻱ ﭘﺮﻭژﻩ‬ ‫‪-‬‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﺭﻳﺴﻚ ﻫﺎ‬ ‫‪-‬‬
‫ﺗﻬﻴﻪ ﺑﺮﻧﺎﻣﻪ ﺍﻗﺘﻀﺎﺋﻲ‬ ‫‪-‬‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﻭﺍﺑﺴﺘﮕﺮ ﻫﺎ)ﭘﻴﺶ ﻧﻴﺎﺯﻫﺎ ﻭ ﭘﺲ ﻧﻴﺎﺯﻫﺎ(‬ ‫‪-‬‬
 ‫ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﭘﻴﮕﻴﺮﻱ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﻬﻢ‬ ‫‪-‬‬
‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺑﺎﺯﻧﮕﺮﻱ ﻣﺮﺍﺣﻞ ﭘﺮﻭژﻩ‬ ‫‪-‬‬
‫ﺣﻔﺎﻇﺖ ﺍﺯ ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫‪-‬‬
‫‪-‬‬

‫ﻣﻬﺎﺭﺗﻬﺎﻱ ﭘﻴﺸﻨﻬﺎﺩﻱ ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﺟﻬﺖ ﺍﻧﺠﺎﻡ ﻭﻇﺎﻳﻒ‬

‫‪ - 1‬ﺗﺨﺼﺺ ﺩﺭ ﭘﻴﻜﺮﻩ ﺩﺍﻧﺶ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ )‪(PMBOK-Project Management Body Of Knowledge‬‬

‫‪ – 2‬ﺗﺨﺼﺺ ﺩﺭ ﻛﺎﺭﺑﺮﺩ ﺣﻮﺯﻩ ﻫﺎﻱ ﺩﺍﻧﺶ‬

‫‪ – 3‬ﺗﺨﺼﺺ ﺩﺭ ﺩﺍﻧﺶ ﻣﺤﻴﻂ ﭘﺮﻭژﻩ‪ :‬ﻣﺤﻴﻂ ﭘﺮﻭژﻩ ﺍﺯ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺩﻳﮕﺮ‪ ،‬ﻣﺘﻔﺎﻭﺕ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺍﻣﺎ ﺑﺮﺧﻲ ﺍﺯ ﻣﻬﺎﺭﺗﻬﺎ ﺩﺭ ﺑﻴﺸﺘﺮ ﻣﺤﻴﻂ ﻫﺎ‬
‫ﻣﻴﺘﻮﺍﻧﻨﺪ ﺳﻮﺩﻣﻨﺪ ﺑﺎﺷﻨﺪ‪.‬ﺍﻳﻦ ﻣﻬﺎﺭﺕ ﻫﺎ ﺷﺎﻣﻞ ﺩﺭﻙ ﺗﻐﻴﻴﺮﺍﺕ ﻭ ﭼﮕﻮﻧﮕﻲ ﻛﺎﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺩﺭ ﻣﺤﻴﻂ ﻫﺎﻱ ﺳﻴﺎﺳﻲ‪ ،‬ﺍﺟﺘﻤﺎﻋﻲ ﻭ ﻓﻴﺰﻳﻜﻲ ﺍﻃﺮﺍﻓﺸﺎﻥ‬
‫ﻣﻴﺒﺎﺷﺪ‪ .‬ﻳﻚ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﺪ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﺭﻫﺒﺮﻱ ﻭ ﺍﺩﺍﺭﻩ ﻛﻨﺪ‪ .‬ﭼﺮﺍﻛﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎ ﻣﻮﺟﺐ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻣﻴﺸﻮﺩ‪ .‬ﻭ ﺩﺭﻙ‬
‫ﺩﺭﺳﺖ ﺍﺯ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻣﺤﻴﻂ ﭘﺮﻭژﻩ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻴﺪﻫﺪ ﻻﺯﻡ ﺍﺳﺖ‪.‬‬

‫‪ – 4‬ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻮﻣﻲ‪ :‬ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺍﺯ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﻤﻮﻣﻲ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺑﺎﺷﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺎﻳﺪ ﻣﻮﺿﻮﻋﺎﺕ ﻣﻬﻢ ﻣﺮﺑﻮﻁ ﺑﻪ‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﺎﻟﻲ‪ ،‬ﺣﺴﺎﺑﺪﺍﺭﻱ‪ ،‬ﺧﺮﻳﺪ ﻭ ﻓﺮﻭﺵ‪ ،‬ﻗﺮﺍﺭﺩﺍﺩﻫﺎ‪ ،‬ﺗﻮﻟﻴﺪ ﻭ ﻏﻴﺮﻩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬

‫‪ – 5‬ﺩﺍﺷﺘﻦ ﻣﻬﺎﺭﺗﻬﺎﻱ ﺭﻭﺍﺑﻂ ﺍﻧﺴﺎﻧﻲ)ﻣﻬﺎﺭﺗﻬﺎﻱ ﺍﺭﺗﺒﺎﻃﻲ(‪ :‬ﺭﺳﻴﺪﻥ ﺑﻪ ﻋﻤﻠﻜﺮﺩ ﻗﻮﻱ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎ ﻧﻴﺎﺯ ﺑﻪ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﺍﺭﺗﺒﺎﻃﻲ ﻳﺎ ﻣﻬﺎﺭﺗﻬﺎﻱ ﺭﻭﺍﺑﻂ‬
‫ﺍﻧﺴﺎﻧﻲ ﺩﺍﺭﺩ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻣﻬﺎﺭﺗﻬﺎ ﺷﺎﻣﻞ ‪ :‬ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻮﺛﺮ‪ ،‬ﺗﺎﺛﻴﺮ ﺑﺮ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎ‪ ،‬ﺭﻫﺒﺮﻱ‪ ،‬ﺍﻧﮕﻴﺰﻩ‪ ،‬ﻣﺬﺍﻛﺮﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺗﻌﺎﺭﺽ ﻭ ‪...‬‬

‫ﺳﺎﻳﺮ ﻣﻬﺎﺭﺗﻬﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻫﺎﻱ ‪IT‬‬

‫ﻳﻚ‬
 ‫ﺩﻳﺪﮔﺎﻩ ﺳﻴﺴﺘﻤﻲ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬

‫ﭘﺮﻭژﻩ ﻫﺎ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﻨﺪ ﺩﺭ ﻳﻚ ﻣﺤﻴﻂ ﺳﺎﺯﻣﺎﻧﻲ ﻭﺳﻴﻊ ﻋﻤﻞ ﻛﻨﻨﺪ ﻭ ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﻧﻴﺰ ﭘﺮﻭژﻩ ﻫﺎ ﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺰﺭﮔﺘﺮﻱ ﺩﺭ‬
‫ﻧﻈﺮ ﺑﮕﻴﺮﻧﺪ‪ .‬ﺑﺎﻳﺪ ﺩﺭ ﺯﻣﺎﻥ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ﺍﺭﺗﺒﺎﻁ ﻣﺤﻴﻂ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑﺎ ﻣﺤﻴﻂ ﺍﻃﺮﺍﻑ ﺧﻮﺩﺵ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺖ‪.‬‬

‫ﭼﻨﺪ ﺍﺻﻄﻼﺡ ‪:‬‬

‫ﻧﮕﺮﺵ ﺳﻴﺴﺘﻤﻲ)ﻓﻠﺴﻔﻪ ﺳﻴﺴﺘﻤﻲ(‪ :‬ﺑﺮﺍﻱ ﺍﻭﻟﻴﻦ ﺑﺎﺭ ﻋﺒﺎﺭﺕ ﻧﮕﺮﺵ ﺳﻴﺴﺘﻤﻲ ﺩﺭ ﺩﻩ ‪ 1950‬ﺑﺮﺍﻱ ﺗﻮﺿﻴﺢ ﺭﻭﻳﻜﺮﺩﻱ ﻛﻞ ﻧﮕﺮ ﻭ‬ ‫‪-‬‬
‫ﺗﺤﻠﻴﻠﻲ ﺑﺮﺍﻱ ﺣﻞ ﻣﺴﺎﺋﻞ ﭘﻴﭽﻴﺪﻩ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪ‪ .‬ﻧﮕﺮﺵ ﺳﻴﺴﺘﻤﻲ ﻳﻚ ﻣﺪﻝ ﻛﻠﻲ ﺑﺮﺍﻱ ﺗﻔﻜﺮ ﺩﺭ ﻣﻮﺭﺩ ﻫﻤﻪ ﭼﻴﺰ ﺑﻪ ﺷﻜﻞ ﻳﻚ ﺳﻴﺴﺘﻢ‬
‫ﺍﺳﺖ‪.‬‬
‫ﺳﻴﺴﺘﻢ‪ :‬ﺳﻴﺴﺘﻢ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﺍﺟﺰﺍ ﺩﺍﺭﺍﻱ ﺑﺮ ﻫﻢ ﻛﻨﺶ ﺍﻧﺪ ﻛﻪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﺮﺧﻲ ﺍﻫﺪﺍﻑ ﺩﺭ ﻳﻚ ﻣﺤﻴﻂ ﺑﺎ ﻫﻢ ﻛﺎﺭ ﻣﻴﻜﻨﻨﺪ‪.‬‬ ‫‪-‬‬
‫ﺗﺤﻠﻴﻞ ﺳﻴﺴﺘﻤﻲ‪ :‬ﺗﺤﻠﻴﻞ ﺳﻴﺴﺘﻤﻲ ﻳﻚ ﺭﻭﺵ ﺣﻞ ﻣﺴﺌﻠﻪ ﺍﺳﺖ ﻛﻪ ﻧﻴﺎﺯﻣﻨﺪ ﺗﻌﺮﻳﻒ ﻣﺤﺪﻭﺩﻩ ﺳﻴﺴﺘﻢ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﻴﺒﺎﺷﺪ ﻭ ﺳﭙﺲ‬ ‫‪-‬‬
‫ﺗﻘﺴﻴﻢ ﺁﻥ ﺑﻪ ﺍﺟﺰﺍ ﻣﺨﺘﻠﻒ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﺸﺨﻴﺺ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺸﻜﻼﺕ‪ ،‬ﻓﺮﺻﺖ ﻫﺎ‪ ،‬ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎ ﻭ ﻧﻴﺎﺯ ﻫﺎﻱ ﺁﻥ ﻣﻴﺒﺎﺷﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺳﻴﺴﺘﻤﻲ‪ :‬ﻣﺪﻳﺮﻳﺖ ﺳﻴﺴﺘﻤﻲ ﺑﻪ ﻣﻮﺿﻮﻋﺎﺕ ﻓﻨﻲ‪ ،‬ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺗﺠﺎﺭﻱ ﻭ ﻏﻴﺮﻩ ﻛﻪ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺍﻳﺠﺎﺩ‪ ،‬ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﺗﻐﻴﻴﺮ ﺩﺭ ﻳﻚ‬ ‫‪-‬‬
‫ﺳﻴﺴﺘﻢ ﻫﺴﺘﻨﺪ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ‪.‬‬

‫ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭژﻩ ﻭ ﭼﺮﺧﻪ ﻋﻤﺮ ﭘﺮﻭژﻩ‬

‫ﺍﺯ ﺁﻧﺠﺎﻛﻪ ﭘﺮﻭژﻩ ﻫﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﺑﺨﺸﻲ ﺍﺯ ﻳﻚ ﺳﻴﺴﺘﻢ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﻣﻴﺸﻮﻧﺪ ﻭ ﺩﺍﺭﺍﻱ ﻋﺪﻡ ﻗﻄﻌﻴﺖ ﺍﻧﺪ‪ ،‬ﺑﻬﺘﺮ ﺍﺳﺖ ﻛﻪ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﭼﻨﺪ ﻓﺎﺯ ﺗﻘﺴﻴﻢ‬
‫ﻛﻨﻴﻢ‪ .‬ﭼﺮﺧﻪ ﻋﻤﺮ ﭘﺮﻭژﻩ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻓﺎﺯ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺑﻄﻮﺭ ﻛﻠﻲ ﭼﺮﺧﻪ ﻋﻤﺮ ﭘﺮﻭژﻩ ﻣﺸﺨﺺ ﻣﻴﻜﻨﺪ ﻛﻪ ﺩﺭ ﻫﺮ ﻓﺎﺯ ﭼﻪ ﻛﺎﺭﻫﺎﻳﻲ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ‬
‫ﺷﻮﺩ‪ .‬ﭼﻪ ﺍﻗﻼﻡ ﻗﺎﺑﻞ ﺗﺤﻮﻳﻠﻲ)ﻣﺤﺼﻮﻝ ﻳﺎ ﺧﺪﻣﺖ( ﺗﻮﻟﻴﺪ ﺷﻮﺩ ﻭ ﭼﻪ ﻛﺴﺎﻧﻲ ﺩﺭ ﻫﺮ ﻓﺎﺯ ﺩﺭﮔﻴﺮﻧﺪ‪ .‬ﻭ ﻣﺪﻳﺮﻳﺖ ﭼﮕﻮﻧﻪ ﻛﺎﺭ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺩﺭ ﻫﺮ ﻓﺎﺯ ﺭﺍ‬
‫ﻛﻨﺘﺮﻝ ﻭ ﺗﺎﻳﻴﺪ ﻣﻴﻜﻨﺪ‪ .‬ﻓﺎﺯ ﻫﺎﻱ ﻳﻚ ﭘﺮﻭژﻩ ﻧﺴﺒﺖ ﺑﻪ ﻧﻮﻉ ﭘﺮﻭژﻩ ﻭ ﺳﺎﺯﻣﺎﻥ ﺗﻐﻴﻴﺮ ﻣﻴﻜﻨﺪ‪ .‬ﻓﺎﺯ ﻫﺎﻱ ﻛﻠﻲ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺳﻨﺘﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬

‫ﻣﻔﻬﻮﻡ‪ :‬ﺩﺭ ﻓﺎﺯ ﻣﻔﻬﻮﻡ ﻳﻚ ﭘﺮﻭژﻩ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﻃﻮﺭ ﻣﻌﻤﻮﻝ ﭘﺮﻭژﻩ ﺭﺍ ﺑﻪ ﺍﺧﺘﺼﺎﺭ ﺗﻮﺿﻴﺢ ﻣﻴﺪﻫﻨﺪ‪ .‬ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﻃﺮﺡ ﺧﻼﺻﻪ ﻳﺎ‬ ‫‪-‬‬
‫ﻛﻠﻲ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﺗﻌﺮﻳﻒ ﺷﻮﺩ‪ .‬ﻛﻪ ﻟﺰﻭﻡ ﺍﻧﺠﺎﻡ ﭘﺮﻭژﻩ ﻭ ﻣﻔﺎﻫﻴﻢ ﭘﺎﻳﻪ ﺍﻱ ﺁﻧﺮﺍ ﺷﺮﺡ ﺩﻫﺪ‪.‬ﻓﻌﺎﻟﻴﺖ ﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﺑﺮﺁﻭﺭﺩ ﺍﻭﻟﻴﻪ ﻭ ﻏﻴﺮ ﺩﻗﻴﻖ‬
‫ﻫﺰﻳﻨﻪ ﻫﺎ ﺩﺭ ﺍﻳﻦ ﻓﺎﺯ ﺻﻮﺭﺕ ﻣﻴﮕﻴﺮﺩ‪ .‬ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛﺎﺭ )‪ (WBS-Work Breaking Structure‬ﻧﻴﺰ ﺩﺭ ﺍﻳﻦ ﻓﺎﺯ ﺗﻌﺮﻳﻒ ﻭ ﺗﻬﻴﻪ‬
‫ﻣﻴﺸﻮﺩ‪.‬‬
‫ﺗﻮﺳﻌﻪ‪ :‬ﺩﺭ ﺍﻳﻦ ﻓﺎﺯ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻃﺮﺡ ﻫﺎﻱ ﺗﻔﻀﻴﻠﻲ ﺗﺮ‪ ،‬ﺑﺮﺁﻭﺭﺩ ﻫﺎﻱ ﺩﻗﻴﻖ ﺗﺮ ﺑﺮﺍﻱ ﻫﺰﻳﻨﻪ ﻫﺎ ﻭ ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛﺎﺭ ﺟﺎﻣﻊﺗﺮﻱ ﺭﺍ ﺗﻬﻴﻪ‬ ‫‪-‬‬
‫ﻣﻴﻜﻨﺪ‪.‬‬
‫ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ‪ :‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻳﻚ ﺑﺮﺁﻭﺭﺩ ﺑﺴﻴﺎﺭ ﺩﻗﻴﻖ ﻭ ﻗﻄﻌﻲ ﺍﺯ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﺭﺍ ﺍﺭﺍﻳﻪ ﻣﻴﺪﻫﺪ‪ .‬ﻛﺎﺭ ﻣﻮﺭﺩ ﻧﻈﺮ ﺭﺍ ﺗﺤﻮﻳﻞ ﻭ ﺑﻪ‬ ‫‪-‬‬
‫ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭژﻩ ﮔﺰﺍﺭﺵ ﻋﻤﻠﻜﺮﺩ ﺍﺭﺍﺋﻪ ﻣﻴﺪﻫﺪ‪.‬‬
‫ﺍﺧﺘﺘﺎﻡ‪ :‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺗﻤﺎﻡ ﻛﺎﺭﻫﺎ ﺗﻜﻤﻴﻞ ﻣﻴﺸﻮﺩ‪ .‬ﻭ ﻣﺸﺘﺮﻱ ﺑﺎﻳﺪ ﺑﻪ ﻧﺤﻮﻱ ﺗﻤﺎﻡ ﭘﺮﻭژﻩ ﺭﺍ ﺗﺎﻳﻴﺪ ﻛﻨﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ‬ ‫‪-‬‬
‫ﺗﺠﺮﺑﻴﺎﺕ ﭘﺮﻭژﻩ ﺭﺍ ﺑﻪ ﺷﻜﻞ ﮔﺰﺍﺭﺵ ﺗﺠﺎﺭﺕ ﻛﺴﺐ ﺷﺪﻩ ﻣﺴﺘﻨﺪ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛﺎﺭ ﻳﺎ ‪ :WBS‬ﻃﺮﺡ ﻛﻠﻲ ﻛﺎﺭﻫﺎﻱ ﭘﺮﻭژﻩ ﺭﺍ ﻛﻪ ﻣﺤﺪﻭﺩﻩ ﺗﻤﺎﻡ ﭘﺮﻭژﻩ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻴﻜﻨﺪ ﺑﺮ ﺍﺳﺎﺱ ﺍﻗﻼﻡ ﻗﺎﺑﻞ ﺗﺤﻮﻳﻞ ﻧﻤﺎﻳﺶ ﻣﻴﺪﻫﺪ‪.‬‬
 ‫ﻧﻜﺘﻪ ﺍﻱ ﺩﺭ ﻣﻮﺭﺩ ﭼﺮﺧﻪ ﻋﻤﺮ ﻣﺤﺼﻮﻝ‪:‬‬

‫ﺑﺴﻴﺎﺭﻱ ﻋﻘﻴﺪﻩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻓﻦ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣﺴﺘﻠﺰﻡ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﺭﻭﺵ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺳﻨﺘﻲ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ‬
‫ﭼﺮﺧﻪ ﻋﻤﺮ ﻳﻚ ﻣﺤﺼﻮﻝ ﺧﺎﺹ ﺍﺻﻼﺡ ﻛﻨﻨﺪ‪.‬‬

‫ﭼﺮﺧﻪ ﻋﻤﺮ ﺗﻮﺳﻌﻪ ﻳﻚ ﺳﻴﺴﺘﻢ )‪ :(System Development Life Cycle-SDLC‬ﭼﻬﺎﺭ ﭼﻮﺑﻲ ﺑﺮﺍﻱ ﺗﻮﺿﻴﺢ ﻓﺎﺯ ﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺗﻮﺳﻌﻪ ﻳﻚ‬
‫ﺳﻴﺴﺘﻢ ﺍﻃﻼﻋﺎﺗﻲ‪ .‬ﺩﺳﺘﻪ ﺍﻱ ﺍﺯ ﻣﺪﻝ ﻫﺎﻱ ﭼﺮﺧﻪ ﻋﻤﺮ ﺗﻮﺳﻌﻪ ﻳﻚ ﺳﻴﺴﺘﻢ ﭘﻴﺸﮕﻮﻳﺎﻧﻪ ﻫﺴﺘﻨﺪ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﺎ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺭﻭﺵ ﻫﺎ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‬
‫ﻣﻴﺘﻮﺍﻧﺪ ﺑﻪ ﺻﻮﺭﺕ ﺑﺨﺶ ﺑﺨﺶ‪ ،‬ﺟﺪﺍ ﺷﺪﻩ ﻭ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﻲ ﻭ ﻫﺰﻳﻨﻪ ﻧﻴﺰ ﺑﻄﻮﺭ ﺩﻗﻴﻖ ﭘﻴﺸﺒﻴﻨﻲ ﺷﻮﻧﺪ‪.‬‬

‫ﻧﻤﻮﻧﻪ ﻫﺎﻳﻲ ﺍﺯ ﭼﺮﺧﻪ ﻫﺎﻱ ﻋﻤﺮ ﭘﻴﺸﮕﻮﻳﺎﻧﻪ ‪:‬‬

‫ﻣﺪﻝ ﭼﺮﺧﻪ ﻋﻤﺮ ﺁﺑﺸﺎﺭﻱ‪ :‬ﺍﻳﻦ ﻣﺪﻝ ﺷﺎﻣﻞ ﻣﺮﺍﺣﻞ ﺧﻄﻲ ﻭ ﻣﺸﺨﺼﻲ ﺍﺯ ﺗﻮﺳﻌﻪ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺪﻝ ﺑﺎ ﻓﺮﺽ ﺛﺎﺑﺖ ﻣﺎﻧﺪﻥ‬ ‫‪-‬‬
‫ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎ ﭘﺲ ﺍﺯ ﺗﻌﺮﻳﻒ ﺁﻧﻬﺎ ﻣﺮﺍﺣﻞ ﺗﻮﺳﻌﻪ ﺳﻴﺴﺘﻢ ﻃﻲ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﻣﺪﻝ ﭼﺮﺧﻪ ﻋﻤﺮ ﻣﺎﺭ ﭘﻴﭽﻲ‪ :‬ﺍﻳﻦ ﻣﺪﻝ ﭘﺲ ﺍﺯ ﺍﺻﻼﺣﺎﺕ ﻣﺘﻌﺪﺩ ﻛﻪ ﺑﺮ ﺭﻭﻱ ﻣﺪﻝ ﺁﺑﺸﺎﺭﻱ ﺩﺭ ﻫﻨﮕﺎﻡ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺭﺥ ﺩﺍﺩ ﺍﻳﺠﺎﺩ ﺷﺪﻩ‬ ‫‪-‬‬
‫ﺍﺳﺖ‪ .‬ﺗﺪﺑﻴﺮ ﺍﻳﻦ ﻣﺪﻝ ﺑﺮ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺍﻛﺜﺮ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﻫﺎ ﺑﺠﺎﻱ ﺭﻭﻱ ﻛﺮﺩﻱ ﺧﻄﻲ ﺍﺯ ﻳﻚ ﺭﻭﻳﻜﺮﺩ ﺗﻜﺮﺍﺭﻱ ﻳﺎ ﻣﺎﺭﭘﻴﭻ ﺑﻮﺟﻮﺩ ﺁﻣﺪﻩ ﺍﻧﺪ‪.‬‬
‫ﻣﺪﻝ ﭼﺮﺧﻪ ﻋﻤﺮ ﻧﻤﻮﻧﻪ ﺳﺎﺯﻱ‪ :‬ﺍﻳﻦ ﻣﺪﻝ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻧﻤﻮﻧﻪ ﻫﺎﻱ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻱ ﺑﻪ ﻣﻨﻈﻮﺭ ﺷﻔﺎﻑ ﺳﺎﺯﻱ ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎ ﺩﺭ ﺧﺼﻮﺹ ﻧﺮﻡ‬ ‫‪-‬‬
‫ﺍﻓﺰﺍﺭ ﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﻳﺎ ﻋﻤﻠﻴﺎﺗﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﺸﻮﺩ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺍﻳﻦ ﻣﺪﻝ ﻧﻴﺎﺯ ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮﺍﻥ ﺩﺍﺭﺩ‪ .‬ﻭ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻣﺪﻟﻲ ﻣﻴﺸﻮﺩ ﻛﻪ‬
‫ﺩﺭ ﺁﻥ ﺗﻮﻟﻴﺪ ﻛﻨﻨﺪﮔﺎﻥ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺑﻄﻮﺭ ﻫﻤﺰﻣﺎﻥ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﻛﺎﺭﻛﺮﺩﻱ ﻭ ﻣﺸﺨﺼﺎﺕ ﻃﺮﺍﺣﻲ ﻓﻴﺰﻳﻜﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﻜﻨﻨﺪ‪.‬‬
‫ﻣﺪﻝ ﭼﺮﺧﻪ ﺗﻮﺳﻌﻪ ﺳﺮﻳﻊ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ )‪ : (Rapid Application Development-RAD‬ﺩﺭ ﺍﻳﻦ ﻣﺪﻝ ﺍﺯ‬ ‫‪-‬‬
‫ﺭﻭﻳﻜﺮﺩﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﻜﻨﻴﻢ ﻛﻪ ﺩﺭ ﺁﻥ ﺗﻮﻟﻴﺪﻛﻨﻨﺪﮔﺎﻥ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺑﺎ ﻧﻤﻮﻧﻪ ﺍﻱ ﻛﺎﺭ ﻣﻴﻜﻨﻨﺪ ﻛﻪ ﺑﻪ ﺗﺪﺭﻳﺞ ﺗﻜﻤﻴﻞ ﻣﻴﺸﻮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺪﻝ ﻧﻴﺰ‬
‫ﻧﻴﺎﺯﻣﻨﺪ ﻣﺸﺎﺭﻛﺖ ﺟﺪﻱ ﻛﺎﺭﺑﺮﺍﻥ ﻫﺴﺘﻴﻢ‪ .‬ﺍﻳﻦ ﻣﺪﻝ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﺳﺮﻳﻊ ﺳﻴﺴﺘﻢ ﻫﺎ ﺑﺪﻭﻥ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﻛﻴﻔﻴﺖ ﻣﻴﺸﻮﺩ‪.‬‬

‫ﺟﻠﺴﻪ ﭼﻬﺎﺭﻡ ‪1391/05/10 :‬‬

‫ﺗﻌﺮﻳﻒ ﻓﺮﺍﻳﻨﺪ ‪ :‬ﻳﻚ ﻓﺮﺍﻳﻨﺪ ﺷﺎﻣﻞ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖ ﻫﺎﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻧﺘﻴﺠﻪ ﺍﻱ ﺧﺎﺹ‪ ،‬ﺟﻬﺖ ﺩﺍﺭ ﺷﺪﻩ ﺍﻧﺪ‪.‬‬

‫ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‪:‬‬

‫ﻣﻘﺪﻣﻪ ‪ :‬ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺗﻼﺷﻲ ﻳﻜﭙﺎﺭﭼﻪ ﺍﺳﺖ‪ .‬ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﻛﻪ ﺗﺼﻤﻴﻤﺎﺕ ﻭ ﺍﻗﺪﺍﻣﺎﺕ ﺻﻮﺭﺕ ﮔﺮﻓﺘﻪ ﺩﺭ ﻳﻚ ﺯﻣﻴﻨﻪ ﺩﺍﻧﺶ ﺩﺭ ﺯﻣﺎﻧﻲ ﺧﺎﺹ ﻣﻌﻤﻮﻻ ﺑﺮ‬
‫ﺳﺎﻳﺮ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﺩﺍﻧﺸﻲ ﺗﺎﺛﻴﺮ ﻣﻴﮕﺬﺍﺭﺩ‪ .‬ﻣﺪﻳﺮﻳﺖ ﺗﻌﺎﻣﻼﺕ ﺑﻴﻦ ﺣﻮﺯﻩ ﻫﺎﻱ ﻧﻪ ﮔﺎﻧﻪ ﺩﺍﻧﺶ ﺩﺭ ﺍﻏﻠﺐ ﻣﻮﺍﺭﺩ ﻣﺤﺘﺎﺝ ﻣﻮﺍﺯﻧﻪ ﺑﻴﻦ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻫﺰﻳﻨﻪ‬
‫ﭘﺮﻭژﻩ)ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ( ﻣﻲ ﺑﺎﺷﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﻳﻚ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﻻﺯﻡ ﺑﺎﺷﺪ ﺩﺭ ﺳﺎﻳﺮ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﺩﺍﻧﺶ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﻞ ﺑﻴﻦ ﺭﻳﺴﻚ ﻭ‬
‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﻮﺍﺯﻧﻪ ﺑﺮﻗﺮﺍﺭ ﻛﻨﺪ‪ .‬ﺍﺯ ﺍﻳﻦ ﺭﻭ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺑﻪ ﻋﻨﻮﺍﻥ ﺗﻌﺪﺍﺩﻱ ﻓﺮﺍﻳﻨﺪ ﻣﺮﺗﺒﻂ ﻧﮕﺎﻩ ﻛﺮﺩ‪.‬‬
 ‫ﭘﺮﻭژﻩ ﻫﺎ ﺷﺎﻣﻞ ﭘﻨﺞ ﮔﺮﻭﻩ ﻓﺮﺍﻳﻨﺪﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺴﺘﻨﺪ‪:‬‬

‫‪ -1‬ﺁﻏﺎﺯﻳﻦ‬
‫‪ -2‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‬
‫‪ -3‬ﺍﺟﺮﺍ‬
‫‪ -4‬ﭘﺎﻳﺶ ﻭ ﻛﻨﺘﺮﻝ‬
‫‪ -5‬ﺍﺧﺘﺘﺎﻡ‬

‫ﺩﺍﻧﺴﺘﻦ ﻧﺤﻮﻩ ﺍﺭﺗﺒﺎﻁ ﻭ ﻋﻤﻠﻜﺮﺩ ﺍﻳﻦ ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪﻱ ﺑﺎ ﺣﻮﺯﻩ ﻫﺎﻱ ﺩﺍﻧﺶ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﺗﺎﻣﻴﻦ ﻧﻴﺎﺯﻫﺎﻱ ﻫﺮ ﭘﺮﻭژﻩ ﺧﺎﺹ‪ ،‬ﺷﺎﻧﺲ ﻣﻮﻓﻘﻴﺖ‬
‫ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺎ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﻣﻴﺪﻫﺪ‪.‬‬

‫‪ -1‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﺷﺎﻣﻞ ﺗﻌﺮﻳﻒ ﻭ ﻛﺴﺐ ﺍﺟﺎﺯﻩ ﺑﺮﺍﻱ ﻳﻚ ﭘﺮﻭژﻩ ﻳﺎ ﻳﻚ ﻓﺎﺯ ﺍﺯ ﻳﻚ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺑﺮﺍﻱ ﺁﻏﺎﺯ ﻳﻚ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﻧﻴﺎﺯ ﻛﺴﺐ ﻭ‬
‫‪U‬‬

‫ﻛﺎﺭ ﺑﻪ ﺁﻥ ﭘﺮﻭژﻩ ﺗﻌﺮﻳﻒ ﺷﻮﺩ‪ .‬ﻻﺯﻡ ﺍﺳﺖ ﺷﺨﺼﻲ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﭘﺮﻭژﻩ ﺭﺍ ﻗﺒﻮﻝ ﻛﻨﺪ ﻭ ﻓﺮﺩ ﺩﻳﮕﺮﻱ ﻧﻘﺶ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺭﺍ ﺑﭙﺬﻳﺮﺩ‪.‬‬
‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬

‫ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﻳﻚ ﺍﺯ ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭژﻩ ﺭﺥ ﺩﻫﻨﺪ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻧﻤﻲ ﺗﻮﺍﻥ ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪﻱ ﺭﺍ ﺑﺎ ﻓﺎﺯﻫﺎﻱ ﭘﺮﻭژﻩ ﻳﻜﻲ‬
‫ﺩﺍﻧﺴﺖ‪ .‬ﺩﺭ ﺧﻼﻝ ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﺳﺎﺯﻣﺎﻥ ﻣﺘﻮﺟﻪ ﻣﻲ ﺷﻮﺩ ﻛﻪ ﭘﺮﻭژﻩ ﺟﺪﻳﺪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻃﺮﺡ ﺗﻮﺟﻴﺤﻲ ﭘﺮﻭژﻩ ﻧﻴﺰ ﺩﺭ ﺍﻳﻦ ﻓﺎﺯ ﺁﻣﺎﺩﻩ‬
‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬

‫ﻣﻲ ﺷﻮﺩ‪ .‬ﺩﺭ ﺍﻏﻠﺐ ﻣﻮﺍﺭﺩ ﺍﻳﻦ ﺗﺸﺨﻴﺺ ﺑﻮﺳﻴﻠﻪ ﺗﻜﻤﻴﻞ ﻣﻨﺸﻮﺭ ﭘﺮﻭژﻩ ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ‪ .‬ﺩﺭ ﻣﻨﺸﻮﺭ ﭘﺮﻭژﻩ ﻫﻤﭽﻨﻴﻦ ﺫﻳﻨﻔﻌﺎﻥ ﺍﺻﻠﻲ ﭘﺮﻭژﻩ‬
‫‪U‬‬

‫ﻣﺸﺨﺺ ﺷﺪﻩ ﻭ ﺍﻫﺪﺍﻑ ﻋﺎﻟﻲ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ‪ ،‬ﻭ ﻫﺰﻳﻨﻪ ﭘﺮﻭژﻩ ﺭﺍ ﻣﻌﻴﻦ ﻣﻴﻜﻨﻴﻢ‪ .‬ﺗﻌﻴﻴﻦ ﻣﺪﻳﺮﺍﻥ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﺗﺎ ﺁﻥ‬
‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬ ‫‪U‬‬

‫ﺯﻣﺎﻥ ﻣﺸﺨﺺ ﻧﺸﺪﻩ ﺑﺎﺷﻨﺪ ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﺁﻏﺎﺯﻳﻦ ﺍﻧﺠﺎﻡ ﻣﻲﭘﺬﻳﺮﺩ‪.‬‬

‫‪U‬‬

‫‪ -2‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‪ :‬ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﺷﺎﻣﻞ ﻃﺮﺍﺣﻲ ﻭ ﺣﻔﻆ ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻲ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺍﻳﻨﻜﻪ ﭘﺮﻭژﻩ ﻧﻴﺎﺯﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ‬
‫ﺑﺮﺁﻭﺭﺩﻩ ﺧﻮﺍﻫﺪ ﻛﺮﺩ ﻳﺎ ﺧﻴﺮ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﻄﻮﺭ ﻣﻌﻤﻮﻻ ﻫﺮﮔﺰ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﭘﺮﻭژﻩ ﻭﺍﺣﺪ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﺑﻠﻜﻪ ﭼﻨﺪﻳﻦ ﺑﺮﻧﺎﻣﻪ ﭘﺮﻭژﻩ ﻣﺎﻧﻨﺪ ﺑﺮﻧﺎﻣﻪ‬
 ‫ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﺗﺪﺍﺭﻛﺎﺕ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻛﻪ ﻧﺤﻮﻩ ﺍﺭﺗﺒﺎﻁ ﻫﺮ ﺯﻣﻴﻨﻪ ﺩﺍﻧﺶ ﺑﺎ ﭘﺮﻭژﻩ ﺭﺍ ﺩﺭ ﻫﺮ ﻟﺤﻈﻪ ﺍﺯ ﺯﻣﺎﻥ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺑﺮﻧﺎﻣﻪ ﺍﻱ ﺗﻬﻴﻪ ﻛﻨﺪ ﻛﻪ ﺩﺭ ﺁﻥ ﻛﺎﺭﻫﺎﻳﻲ ﺭﺍ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﺁﻥ ﻛﺎﺭﻫﺎ ﻭ ﺑﺮﺁﻭﺭﺩ‬
‫ﻫﺰﻳﻨﻪﻫﺎﻱ ﺍﻧﺠﺎﻡ ﺁﻥ ﻛﺎﺭﻫﺎ ﺭﺍ ﺷﺎﻣﻞ ﮔﺮﺩﺩ‪ .‬ﻫﻤﭽﻨﻴﻦ ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻫﺮ ﻛﺪﺍﻡ ﺍﺯ ﺁﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺗﻮﺳﻂ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻣﺸﺨﺺ‬
‫ﻣﻲﺷﻮﺩ‪.‬‬
‫ﻧﻜﺘﻪ ‪ :‬ﺗﺤﻘﻴﻘﺎﺕ ﻧﺸﺎﻥ ﻣﻴﺪﻫﺪ ﺷﺮﻛﺖ ﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺭﺍ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺷﻜﻞ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ ،‬ﺑﺎﻳﺪ ﺣﺪﺍﻗﻞ ‪ 20‬ﺩﺭﺻﺪ ﺯﻣﺎﻥ‬
‫ﭘﺮﻭژﻩ ﺭﺍ ﺻﺮﻑ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﻭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻛﻨﻨﺪ‪.‬‬
‫‪ -3‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ‪ :‬ﺍﻳﻦ ﮔﺮﻭﻩ ﺍﺯ ﻓﺮﺍﻳﻨﺪﻫﺎ ﺷﺎﻣﻞ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﻛﺎﺭﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‬
‫ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﻧﺪ‪ .‬ﺧﺮﻭﺟﻲ ﺍﺻﻠﻲ ﺍﻳﻦ ﮔﺮﻭﻩ ﻓﺮﺁﻳﻨﺪﻱ ﺗﺤﻠﻴﻞ ﻛﺎﺭﻫﺎﻱ ﻭﺍﻗﻌﻲ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﮔﺮ ﻳﻚ ﭘﺮﻭژﻩ ﺁﻱ ﺗﻲ ﺷﺎﻣﻞ‬
‫ﺗﻌﻤﻴﻦ ﺳﺨﺖ ﺍﻓﺰﺍﺭ‪ ،‬ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﻭ ﺁﻣﻮﺯﺵ ﻫﺎﻱ ﺟﺪﻳﺪ ﺑﺎﺷﺪ‪ ،‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺁﻥ ﺷﺎﻣﻞ ﻫﺪﺍﻳﺖ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻭ ﺳﺎﻳﺮ ﺫﻳﻨﻔﻌﺎﻥ ﺑﺮﺍﻱ ﺧﺮﻳﺪ‬
‫ﺳﺨﺖ ﺍﻓﺰﺍﺭ‪ ،‬ﺍﻳﺠﺎﺩ ﻭ ﺁﺯﻣﺎﻳﺶ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﻭ ﺗﺸﻜﻴﻞ ﻭ ﺷﺮﻛﺖ ﺩﺭ ﺟﻠﺴﺎﺕ ﺁﻣﻮﺯﺷﻲ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﮔﺮﻭﻩ ﻓﺮﺍﻳﻨﺪ ﺍﺟﺮﺍﻳﻲ ﺑﺎﻳﺪ ﺑﺎ ﺳﺎﻳﺮ ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪ ﻫﻢ ﭘﻮﺷﺎﻧﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﻭ ﻣﻌﻤﻮﻻ ﺑﻪ ﺑﻴﺸﺘﺮﻳﻦ ﻣﻨﺎﺑﻊ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ‬
‫ﻫﻤﺎﻫﻨﮓ ﺳﺎﺯﻱ ﺍﻓﺮﺍﺩ ﻭ ﺳﺎﻳﺮ ﻣﻨﺎﺑﻊ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﻭ ﺗﻮﻟﻴﺪ ﻣﺤﺼﻮﻻﺕ‪ ،‬ﺧﺪﻣﺎﺕ ﻭ ﻏﻴﺮﻩ ﺑﻮﺟﻮﺩ ﻣﻲﺁﻳﺪ‪.‬‬
‫‪ -4‬ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﭘﺎﻳﺶ ﻭ ﻛﻨﺘﺮﻝ‪ :‬ﺷﺎﻣﻞ ﭘﺎﻳﺶ ﻭ ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻱ ﻣﻨﻈﻢ ﭘﻴﺸﺮﻓﺖ ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺍﻳﻦ ﻣﺴﺎﻟﻪ ﺍﺳﺖ ﻛﻪ ﭘﺮﻭژﻩ ﺑﻪ ﺍﻫﺪﺍﻑ‬
‫ﺧﻮﺩ ﺧﻮﺍﻫﺪ ﺭﺳﻴﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﻭ ﺩﻳﮕﺮ ﻛﺎﺭﻛﻨﺎﻥ ﭘﻴﺸﺮﻓﺖ ﻣﺪﺍﻭﻡ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﺭﺍ ﻛﻨﺘﺮﻝ ﻭ ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻱ ﻣﻲﻛﻨﻨﺪ ﻭ ﺩﺭ ﺻﻮﺭﺕ‬
‫ﻟﺰﻭﻡ ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ‪ .‬ﻳﻚ ﻓﺮﺍﻳﻨﺪ ﻣﻌﻤﻮﻝ ﭘﻴﻤﺎﻳﺶ ﻭ ﻛﻨﺘﺮﻝ ﮔﺰﺍﺭﺵ ﻋﻤﻠﻜﺮﺩﻱ ﺍﺳﺖ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭژﻩ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﺗﻐﻴﻴﺮﺍﺕ ﻻﺯﻣﻲ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺮﺍﻱ ﻧﮕﺎﻩ ﺩﺍﺷﺘﻦ ﭘﺮﻭژﻩ ﺩﺭ ﻣﺴﻴﺮ ﻣﻨﺎﺳﺐ ﻻﺯﻡ ﺑﺎﺷﺪ ﺗﺸﺨﻴﺺ ﺩﻫﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺍﺯ‬
‫ﻓﺮﺍﻳﻨﺪﻫﺎ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺑﺎ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻭ ﺳﺎﻳﺮ ﺫﻳﻨﻔﻌﺎﻥ ﻫﻤﻜﺎﺭﻱ ﻻﺯﻡ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﺍﻗﺪﺍﻣﺎﺕ ﻣﻨﺎﺳﺐ ﺭﺍ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﻳﻜﻨﻮﺍﺧﺖ‬
‫ﭘﺮﻭژﻩ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪ .‬ﺧﺮﻭﺟﻲ ﺍﻳﺪﻩ ﺁﻝ ﺍﻳﻦ ﮔﺮﻭﻩ ﻓﺮﺍﻳﻨﺪﻱ‪ ،‬ﻛﻨﺘﺮﻝ ﻣﻮﻓﻖ ﻳﻚ ﭘﺮﻭژﻩ ﺑﺎ ﺗﺤﻮﻳﻞ ﻣﺤﺪﻭﺩﻩ ﻣﻮﺭﺩ ﺗﻮﺍﻓﻖ ﺁﻥ ﺩﺭ ﻗﺎﻟﺐ ﻣﺤﺪﻭﺩﻳﺖ‬
‫ﻫﺎﻱ ﺯﻣﺎﻥ‪ ،‬ﻫﺰﻳﻨﻪ ﻭ ﻛﻴﻔﻴﺖ ﺍﺳﺖ‪.‬‬
‫‪ -5‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺍﺧﺘﺘﺎﻣﻲ‪ :‬ﺷﺎﻣﻞ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ‬
‫‪ .a‬ﭘﺬﻳﺮﺵ ﺭﺳﻤﻲ ﭘﺎﻳﺎﻥ ﻣﻄﻠﻮﺏ ﭘﺮﻭژﻩ ﻳﺎ ﻓﺎﺯﻱ ﺍﺯ ﺁﻥ ﺍﺳﺖ‪.‬‬
‫‪ .b‬ﺑﺎﻳﮕﺎﻧﻲ ﻓﺎﻳﻠﻬﺎﻱ ﭘﺮﻭژﻩ‬
‫ﺍﺗﻤﺎﻡ ﻗﺮﺍﺭﺩﺍﺩﻫﺎ‬ ‫‪.c‬‬
‫‪ .d‬ﻣﺴﺘﻨﺪ ﺳﺎﺯﻱ ﺗﺠﺎﺭﺕ ﻛﺴﺐ ﺷﺪﻩ‬
‫‪ .e‬ﺩﺭﻳﺎﻓﺖ ﺗﺎﻳﻴﺪﻳﻪ ﺗﺤﻮﻳﻞ ﻛﺎﺭ‬

‫ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪﻱ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﺟﺪﺍ ﺍﺯ ﻫﻢ ﻧﻴﺴﺘﻨﺪ‬ ‫‪-‬‬

‫ﺳﻄﺢ ﻓﻌﺎﻟﻴﺖ ﻭ ﻃﻮﻝ ﻫﺮ ﮔﺮﻭﻩ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻳﻜﺴﺎﻥ ﻧﻴﺴﺖ‬ ‫‪-‬‬
 ‫ﻣﻌﻤﻮﻻ ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﺑﻪ ﺑﻴﺸﺘﺮﻳﻦ ﻣﻴﺰﺍﻥ ﻣﻨﺎﺑﻊ ﻭ ﺯﻣﺎﻥ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‬ ‫‪-‬‬
‫ﻣﻌﻤﻮﻻ ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﻭ ﺍﺧﺘﺘﺎﻣﻲ ﻛﻮﺗﺎﻫﺮﻳﻦ ﻓﺮﺍﻳﻨﺪﻫﺎ ﻫﺴﺘﻨﺪ ﻭ ﺑﻪ ﻛﻤﺘﺮﻳﻦ ﺯﻣﺎﻥ ﻭ ﻣﻨﺎﺑﻊ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‬ ‫‪-‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺗﻔﺎﻭﺕ ﭘﺮﻭژﻩ ﻫﺎ ﻣﺨﺘﻠﻒ ﺍﻣﻜﺎﻥ ﻭﺟﻮﺩ ﺍﺳﺘﺜﻨﺎء ﻭﺟﻮﺩ ﺩﺍﺭﺩ‬ ‫‪-‬‬

‫ﻧﮕﺎﺷﺖ ﮔﺮﻭﻩ ﻫﺎﻱ ﻓﺮﺍﻳﻨﺪﻱ ﺑﻪ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﺩﺍﻧﺶ‬

‫ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﭘﺮﻭژﻩ‪ :‬ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻫﻤﺎﻫﻨﮕﻲ ﺗﻤﺎﻣﻲ ﺣﻮﺯﻩ ﻫﺎﻱ ﺩﺍﻧﺶ ﺩﺭ ﺳﺮﺍﺳﺮ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﭘﺮﻭژﻩ‪.‬‬

‫ﺍﻳﻦ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺗﻀﻤﻴﻦ ﻣﻴﻜﻨﺪ ﻛﻪ ﺗﻤﺎﻣﻲ ﻋﻨﺎﺻﺮ ﻳﻚ ﭘﺮﻭژﻩ ﺩﺭ ﺯﻣﺎﻥ ﻣﻨﺎﺳﺐ ﻭ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻜﻤﻴﻞ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﭘﺮﻭژﻩ ﮔﺮﺩ ﻫﻢ ﺟﻤﻊ ﺷﺪﻩ ﺍﻧﺪ‪.‬‬

‫ﻓﺮﺍﻳﻨﻬﺎﻱ ﺍﺻﻠﻲ ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﭘﺮﻭژﻩ‬

‫‪ – 1‬ﺍﻳﺠﺎﺩ ﻣﻨﺸﻮﺭ ﭘﺮﻭژﻩ‪ :‬ﺷﺎﻣﻞ ﻛﺎﺭ ﺑﺎ ﺩﻳﻨﻔﻌﺎﻥ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﺪﺭﻛﻲ ﻣﺴﺘﻨﺪ ﺍﺳﺖ ﻛﻪ ﺑﻄﻮﺭ ﺭﺳﻤﻲ ﺑﻪ ﭘﺮﻭژﻩ ﺍﺧﺘﻴﺎﺭ ﻭ ﻗﺪﺭﺕ ﻻﺯﻡ ﺭﺍ ﺍﻋﻄﺎء ﻣﻲﻛﻨﺪ‪.‬‬

‫‪ -2‬ﺍﻳﺠﺎﺩ ﺑﻴﺎﻧﻴﻪ ﻣﻘﺪﻣﺎﺗﻲ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ ‪ :‬ﻛﻪ ﺷﺎﻣﻞ ﻛﺎﺭ ﺑﻴﺸﺘﺮ ﺑﺎ ﺫﻳﻨﻔﻌﺎﻥ ﺑﺨﺼﻮﺹ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻨﺪﮔﺎﻥ ﻣﺤﺼﻮﻻﺕ‪ ،‬ﺧﺪﻣﺎﺕ ﻳﺎ ﻧﺘﺎﻳﺞ ﭘﺮﻭژﻩ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﺧﺮﻭﺟﻲ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﺑﻴﺎﻧﻴﻪ ﺍﻱ ﻣﻘﺪﻣﺎﺗﻲ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬

‫‪ – 3‬ﺍﻳﺠﺎﺩ ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ‪ :‬ﻛﻪ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻫﻤﺎﻫﻨﮕﻲ ﺗﻤﺎﻣﻲ ﺗﻼﺵ ﻫﺎﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺷﺪﻩ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﺪﺭﻛﻲ ﺳﺎﺯﮔﺎﺭ ﻭ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻪ ﻧﺎﻡ‬
‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬

‫‪ -4‬ﻫﺪﺍﻳﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ‪ :‬ﻛﻪ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺍﺯ ﺭﺍﻩ ﺍﻧﺠﺎﻡ ﺗﻤﺎﻣﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺁﻥ‪ ،‬ﺧﺮﻭﺟﻲ ﺍﻳﻦ‬
‫ﻓﺮﺁﻳﻨﺪ ﺷﺎﻣﻞ ﺩﺳﺘﺎﻭﺭﺩﻫﺎ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭﺧﻮﺍﺳﺘﻲ ﺍﻃﻼﻋﺎﺕ ﻋﻤﻠﻜﺮﺩ ﻛﺎﺭﻱ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﻭ ﻏﻴﺮﻩ‪...‬‬
 ‫‪ -5‬ﭘﺎﻳﺶ ﻭ ﻛﻨﺘﺮﻝ ﻛﺎﺭ ﭘﺮﻭژﻩ ‪ :‬ﻛﻪ ﺷﺎﻣﻞ ﺑﺎﺯﻧﮕﺮﻱ ﻭ ﻛﻨﺘﺮﻝ ﻛﺎﺭ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﻋﻤﻠﻜﺮﺩﻱ ﭘﺮﻭژﻩ ﻣﻲﺑﺎﺷﺪ ﻭ ﺧﺮﻭﺟﻲ ﺁﻥ ﺷﺎﻣﻞ‬
‫ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﭘﻴﺸﻨﻬﺎﺩﻱ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﭘﻴﺸﮕﻴﺮﺍﻧﻪ‪ ،‬ﭘﻴﺸﺒﻴﻨﻲ ﻫﺎ‪ ،‬ﺭﻓﻊ ﻧﻮﺍﻗﺺ ﻭ ﻏﻴﺮﻩ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫‪ -6‬ﺍﺟﺮﺍﻱ ﻛﻨﺘﺮﻝ ﻳﻜﭙﺎﺭﭼﻪ ﺗﻐﻴﻴﺮﺍﺕ ‪:‬ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺍﺳﺖ ﻛﻪ ﺭﻭﻱ ﺩﺍﺭﺍﻳﻲ ﻫﺎﻱ ﭘﺮﻭژﻩ ﻭ ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﺁﻥ ﺗﺎﺛﻴﺮ ﻣﻴﮕﺬﺍﺭﺩ‪ .‬ﺧﺮﻭﺟﻲ ﺁﻥ‬
‫ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﻳﺎ ﭘﻴﺸﮕﻴﺮﺍﻧﻪ ﺗﺎﻳﻴﺪ ﺷﺪﻩ‪ ،‬ﺭﻓﻊ ﻧﻮﺍﻗﺺ ﺗﺎﻳﻴﺪ ﺷﺪﻩ‪ ،‬ﺑﻬﻨﮕﺎﻡ ﺳﺎﺯﻱ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﭘﺮﻭژﻩ ﻭ ﻏﻴﺮﻩ‪ ...‬ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫‪ -7‬ﺍﺧﺘﺘﺎﻡ ﭘﺮﻭژﻩ ‪ :‬ﺷﺎﻣﻞ ﻧﻬﺎﻳﻲ ﻛﺮﺩﻥ ﺗﻤﺎﻣﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﺍﺧﺘﺘﺎﻡ ﺭﺳﻤﻲ ﺁﻥ ﺍﺳﺖ‪ .‬ﺧﺮﻭﺟﻲ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﺷﺎﻣﻞ ﻣﺤﺼﻮﻻﺕ ﻧﻬﺎﻳﻲ‪،‬‬
‫ﺧﺪﻣﺎﺕ ﻳﺎ ﻧﺘﺎﻳﺞ ﭘﺮﻭژﻩ ﻭ ﻏﻴﺮﻩ‪ ...‬ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﭘﺮﻭژﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﻣﻴﺎﻧﻲ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﻲﮔﻴﺮﺩ‪.‬‬ ‫‪-‬‬

‫ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﭘﺮﻭژ[ ﺩﺭ ﺣﻘﻴﻘﻴﺖ ﺑﻪ ﻣﻌﻨﻲ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺳﺎﺯﻱ ﻛﺎﺭ ﺗﻤﺎﻡ ﺍﻓﺮﺍﺩ ﺩﺭ ﮔﻴﺮ ﺩﺭ ﭘﺮﻭژﻩ ﺑﺎ ﺗﻤﺮﻛﺰ ﺑﺮ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺧﻮﺏ ﻭ‬ ‫‪-‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻳﻜﭙﺎﺭﭼﮕﻲ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺩﺭ ﺧﻼﻝ ﻣﺤﺘﻮﺍﻱ ﺳﺮﺗﺎﺳﺮ ﺳﺎﺯﻣﺎﻥ ﻭ ﻧﻪ ﻓﻘﻂ ﺩﺭ ﺩﺍﺧﻞ ﻳﻚ ﭘﺮﻭژﻩ ﺧﺎﺹ ﺍﺗﻔﺎﻕ ﺑﻴﻔﺘﺪ‪.‬‬ ‫‪-‬‬

‫ﻗﺒﻞ ﺍﺯ ﺍﻳﻨﻜﻪ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺷﺮﻭﻉ ﺑﻪ ﻛﺎﺭ ﺩﺭ ﭘﺮﻭژﻩ ﻛﻨﻨﺪ‪ ،‬ﺑﺎﻳﺪ ﻣﺴﻴﺮﻱ ﺭﺳﻤﻲ ﺭﺍ ﺑﺮﺍﻱ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻨﻜﻪ ﭘﺮﻭژﻩ ﻫﺎ ﺑﺎﻳﺪ ﺩﺭﺗﻌﻘﻴﺐ ﭼﻪ ﭼﻴﺰﻱ‬
‫ﺑﺎﺷﻨﺪ‪ ،‬ﻃﻲ ﻛﻨﻨﺪ‪.‬‬

‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ‪:‬‬

‫ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﻧﻮﻉ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﺍﺭﺯﺵ ﺭﺍ ﺩﺭ ﺑﺮﺩﺍﺭﻧﺪ‪ ،‬ﺑﻪ ﻳﻚ ﺗﺼﻮﻳﺮ ﺑﺰﺭگ ﻭ ﻛﺎﻣﻞ)ﺑﺮﻧﺎﻣﻪ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺳﺎﺯﻣﺎﻥ( ﺗﻮﺟﻪ‬
‫ﻣﻴﻜﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﭘﺮﻭژﻩ ﺑﺎ ﺷﻨﺎﺳﺎﻳﻲ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺎﻟﻘﻮﺭﻩ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﺷﻬﺎﻱ ﻭﺍﻗﻊ ﺑﻴﻨﺎﻧﻪ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻭ ﺳﭙﺲ ﺭﺳﻤﻴﺖ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﻓﻌﺎﻟﻴﺖ‬
‫ﻫﺎﻱ ﺁﻏﺎﺯﻳﻦ ﺁﻥ ﺍﺯ ﺭﺍﻩ ﺻﺪﻭﺭ ﻧﻮﻋﻲ ﺍﺯ ﻣﻨﺸﻮﺭ ﭘﺮﻭژﻩ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺷﻨﺎﺳﺎﻳﻲ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ‬

‫ﺍﻭﻟﻴﻦ ﮔﺎﻡ‪ ،‬ﺍﻭﻟﻮﻳﺖ ﺑﻨﺪﻱ ﻭ ﺳﭙﺲ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎﺳﺖ‬ ‫‪-‬‬

‫ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻣﻮﻓﻖ ﺍﺫﻋﺎﻥ ﺩﺍﺭﻧﺪ ﻛﻪ ﻣﺪﺋﻴﺮﺍﻥ ﭘﺮﻭژﻩ ﻣﻴﺘﻮﺍﻧﻨﺪ ﺑﻴﻨﺸﻲ ﺍﺭﺯﺷﻤﻨﺪ ﺭﺍ ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻗﺮﺍﺭ ﺩﻫﻨﺪ‪.‬‬ ‫‪-‬‬

‫ﻓﺮﺍﻳﻨﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ‪ 4‬ﻣﺮﺣﻠﻪ ﺍﻱ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬

‫‪ -1‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ‪ : IT‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﺑﻪ ﻣﺎﻣﻮﻳﺖ ﻭ ﺑﻴﻨﺶ ﺳﺎﺯﻣﺎﻥ ﻣﺘﺼﻞ ﻛﻨﻴﺪ‪ .‬ﺣﻮﺯﻩ ﻫﺎﻱ ﺍﺻﻠﻲ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺭﺍ‬
‫ﺷﻨﺎﺳﺎﻳﻲ ﻛﻨﻴﺪ‬
‫‪ -2‬ﺗﺤﻠﻴﻞ ﺣﻮﺯﻩ ﻛﺎﺭﻱ ‪ :‬ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﺍﺻﻠﻲ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺭﺍ ﻛﻪ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﻬﺮﻩ ﻣﻲ ﺑﺮﻧﺪ ﺷﻨﺎﺳﺎﻳﻲ ﻛﻨﻴﺪ‪.‬‬
‫‪ -3‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﭘﺮﻭژﻩ ‪ :‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ ﺭﺍ ﺗﻌﻴﻴﻦ ﻛﻨﻴﺪ‪ .‬ﻣﺤﺪﻭﺩﻩ ﻣﺰﺍﻳﺎ ﻭ ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺭﺍ ﺗﻌﻴﻴﻦ ﻛﻨﻴﺪ‪.‬‬
‫‪ -4‬ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻪ ‪ :‬ﭘﺮ‪.‬ژﻩ ﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻫﺎﺕ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻭ ﻣﻨﺎﺑﻊ ﺭﺍ ﺗﺨﺼﻴﺺ ﺩﻫﻴﺪ‪.‬‬
 ‫ﺑﻪ ﻛﺎﺭﮔﻴﺮﻱ ﻣﺪﻳﺮﺍﻧﻲ ﺧﺎﺭﺝ ﺍﺯ ﻭﺍﺣﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺮﺍﻱ ﻫﻤﻜﺎﺭﻱ ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﻭ ﺳﻮﺩﻣﻨﺪ ﺍﺳﺖ‪.‬‬

‫ﻫﻤﺴﻮ ﺳﺎﺯﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﺠﺎﺭﻱ‬

‫ﺑﺮﻧﺎﻣﻪ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﻓﺮﺍﻳﻨﺪ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﻫﺪﺍﻳﺖ ﻛﻨﺪ‪.‬‬ ‫‪-‬‬
‫ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺍﺳﺘﺮﺍﺗﮋﻳﻲ ﺑﺮﺍﻱ ﻓﺮﺍﻳﻨﺪ ﺍﻧﺘﺨﺎﺏ ﺍﻃﻼﻋﺎﺕ ﺍﺭﺍﺋﻪ ﻛﻨﺪ ﻛﻪ ﺍﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻧﺤﻮﻩ ﺣﻤﺎﻳﺖ ‪ IT‬ﺍﺯ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﻌﺮﻳﻒ ﻭ‬ ‫‪-‬‬
‫ﺗﺸﺮﻳﺢ ﻛﻨﺪ‪.‬‬

‫ﺭﺍﺑﻄﻪ ﻣﻴﺎﻥ ﻫﻤﺴﻮﻳﻲ ﺑﻴﺸﺘﺮ ﺗﺠﺎﺭﺕ ﻭ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺎ ﺳﺎﺧﺘﺎﺭ ﮔﺰﺍﺭﺵ ﺩﻫﺪ ‪ :‬ﻣﺎﻳﻜﻞ ﭘﺮﻭﺗﺮ)ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﻣﻔﻬﻮﻡ ﺍﺭﺯﺵ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ(‬
‫ﻣﻌﺘﻘﺪ ﺍﺳﺖ ‪ :‬ﻳﻚ ﺳﻴﺴﺘﻢ ﺍﻃﻼﻋﺎﺗﻲ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻧﺎﻣﻴﺪﻩ ﻣﻲﺷﻮﺩ‪ .‬ﭼﺮﺍﻛﻪ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻛﻠﻴﺪﻱ ﺳﺎﺯﻣﺎﻥ ﺣﻤﺎﻳﺖ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﺭﻭﺷﻬﺎﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ‪:‬‬

‫ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻧﻴﺎﺯ ﻫﺎﻱ ﻭﺳﻴﻊ ﺳﺎﺯﻣﺎﻧﻲ ‪ :‬ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﻫﻨﮕﺎﻡ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻭ ﺯﻣﺎﻥ ﻭ ﺳﻄﺢ‬ ‫‪-‬‬
‫ﺍﺟﺮﺍﻱ ﺁﻧﻬﺎ‪ ،‬ﺭﻭﻱ ﺗﺎﻣﻴﻦ ﻧﻴﺎﺯﻱ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺧﻮﺩ ﻣﺘﻤﺮﻛﺰ ﺷﻮﻧﺪ‪ .‬ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻛﻪ ﺗﻮﺟﻪ ﺑﻴﺸﺘﺮﻱ ﺑﻪ ﻧﻴﺎﺯ ﻫﺎﻱ ﻭﺳﻴﻊ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﺭﻧﺪ‪،‬‬
‫ﺍﺣﺘﻤﺎﻝ ﻭ ﺷﺎﻧﺲ ﻣﻮﻓﻘﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺭﻧﺪ‪ .‬ﭼﺮﺍﻛﻪ ﺍﻫﻤﻴﺖ ﺁﻧﻬﺎ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﺑﻴﺸﺘﺮ ﺍﺳﺖ‪ .‬ﻳﻜﻲ ﺍﺯ ﺭﻭﺷﻬﺎﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻛﻪ ﺑﺮ ﭘﺎﻳﻪ‬
‫ﻧﻴﺎﺯﻫﺎﻱ ﻭﺳﻴﻊ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻧﺪ‪ ،‬ﺗﻌﻴﻴﻦ ﺍﻳﻦ ﻣﻮﺭﺩ ﺍﺳﺖ ﻛﻪ ﺁﻳﺎ ﺍﻧﻬﺎ ﺩﺭ ﺍﺑﺘﺪﺍ ﺳﻪ ﻣﻼﻙ ﻣﻬﻢ ﻣﻴﺰﺍﻥ ﻧﻴﺎﺯ‪ ،‬ﻧﺤﻮﻩ ﺗﺎﻣﻴﻦ ﺍﻋﺘﺒﺎﺭ ﻭ ﺍﺭﺍﺩﻩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ‬
‫ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ ﻳﺎ ﺧﻴﺮ؟ ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺁﻳﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﺍﻧﺠﺎﻡ ﺁﻥ ﭘﺮﻭژﻩ ﺭﺍ ﭘﺬﻳﺮﻓﺘﻪ ﺍﻧﺪ؟ ﺁﻳﺎ ﺳﺎﺯﻣﺎﻥ ﺍﺭﺍﺩﻩ ﻭ ﻇﺮﻓﻴﺖ‬
‫ﺗﺎﻣﻴﻦ ﺍﻋﺘﺒﺎﺭ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ﺭﺍ ﺩﺍﺭﺩ؟ ﺁﻳﺎ ﺍﻧﮕﻴﺰﻩ ﺧﺎﺻﻲ ﺑﺮﺍﻱ ﻣﻮﻓﻖ ﺳﺎﺧﺖ ﭘﺮﻭژﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ؟‬
‫ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ‪ :‬ﻳﻜﻲ ﺍﺯ ﺍﻧﻮﺍﻉ ﭼﻨﻴﻦ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻫﺎﻳﻲ ﺑﺮ ﻣﺒﻨﺎﻱ ﺍﺭﺍﻳﻪ ﭘﺎﺳﺦ ﻣﻨﺎﺳﺐ ﺍﺯ ﺳﻮﻱ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﻳﻚ‬ ‫‪-‬‬
‫ﻣﺸﻜﻞ ﻓﺮﺻﺖ ﻳﺎ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﻏﻠﺐ ﺗﺎﻳﻴﺪ ﻭ ﺗﺎﻣﻴﻦ ﺍﻋﺘﺒﺎﺭ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻛﻪ ﺑﻪ ﺣﻞ ﻣﺸﻜﻼﺕ ﻳﺎ ﺍﺭﺍﺋﻪ ﺭﻫﻨﻤﻮﺩﻫﺎ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﺁﺳﺎﻧﺘﺮ‬
‫ﺍﺳﺖ ﭼﺮﺍﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺑﻪ ﺍﻳﻦ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺗﻮﺟﻪ ﺑﻴﺸﺘﺮﻱ ﻛﻨﺪ ﺗﺎ ﻛﺴﺐ ﻭ ﻛﺎﺭﺵ ﺩﭼﺎﺭ ﻣﺸﻜﻼﺕ ﻭ ﺗﻬﺪﻳﺪ ﻧﮕﺮﺩﺩ‪.‬‬
‫ﻣﺸﻜﻼﺕ‬ ‫‪o‬‬
‫ﻓﺮﺻﺖ ﻫﺎ‬ ‫‪o‬‬
‫ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻫﺎ‬ ‫‪o‬‬
‫ﻣﺪﺕ ﺯﻣﺎﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ﻳﺎ ﺗﺎﺭﻳﺦ ﺗﺤﻮﻳﻞ ﭘﺮﻭژﻩ ‪ :‬ﻣﺜﻼ ﺍﮔﺮ ﻣﺪﻳﺮ ﺗﺎ ﭼﻨﺪ ﻣﺎﻩ ﺩﻳﮕﺮ ﺑﺮﻛﻨﺎﺭ ﻣﻴﺸﻮﺩ ﺩﻟﻴﻞ ﻧﺪﺍﺭﺩ ﭘﺮﻭژﻩ‬ ‫‪o‬‬
‫ﺩﺍﺭﺍﻱ ﻣﺪﺕ ﺯﻣﺎﻧﻲ ﺑﻴﺸﺘﺮ ﺍﺯ ﺍﻳﻦ ﺯﻣﺎﻥ ﺭﺍ ﭘﻴﺸﻨﻬﺎﺩ ﺩﺍﺩ‪.‬‬
‫ﺍﻭﻟﻴﺖ ﻛﻠﻲ ﻫﺮ ﭘﺮﻭژﻩ ‪ :‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﭘﺮﻭژﻩ ﻫﺎﻱ ‪ IT‬ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﺍﻭﻟﻮﻳﺖ ﺑﺎﻻ‪ ،‬ﻣﺘﻮﺳﻂ ﻭ ﭘﺎﻳﻴﻦ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫‪o‬‬
‫ﻛﻪ ﺍﻳﻦ ﺍﻭﻟﻴﺖ ﻫﺎ ﺑﺮ ﭘﺎﻳﻪ ﻣﺤﻴﻂ ﻭ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺑﺮﺁﻭﺭﺩ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺑﻜﺎﺭﮔﻴﺮﻱ ﺍﺭﺯﺵ ﻓﻌﻠﻲ ﺧﺎﻟﺺ )‪ (NPV‬ﻳﺎ ﺳﺎﻳﺮ ﺗﺤﻠﻴﻞ ﻫﺎﻱ ﻣﺎﻟﻲ ‪:‬‬ ‫‪-‬‬
‫ﺗﺤﻠﻴﻞ ﺍﺭﺯﺵ ﺧﺎﻟﺺ ﻓﻌﻠﻲ ﻳﺎ )‪ : Net Present Value(NPV‬ﻫﺮ ﻓﺮﺩﻱ ﻣﻲﺩﺍﻧﺪ ﻛﻪ ﻳﻚ ﺭﻳﺎﻟﻲ ﻛﻪ ﺍﻣﺮﻭﺯ ﻫﺰﻳﻨﻪ ﻣﻲﻛﻨﺪ‬ ‫‪o‬‬
‫ﺑﺴﻴﺎﺭ ﺑﺎ ﺍﺭﺯﺷﺘﺮ ﺍﺯ ﭘﻮﻟﻲ ﺍﺳﺖ ﻛﻪ ﺳﺎﻝ ﺑﻌﺪ ﻫﺰﻳﻨﻪ ﻛﻨﺪ‪ .‬ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ ﻫﺮ ﻣﻘﺪﺍﺭ ﭘﻮﻟﻲ ﻛﻪ ﺍﻣﺮﻭﺯ ﻛﺴﺐ ﺷﻮﺩ‪ .‬ﺑﺎ ﺍﺭﺯﺷﺘﺮ ﺍﺯ‬
‫ﻫﻤﺎﻥ ﭘﻮﻟﻲ ﺍﺳﺖ ﻛﻪ ‪ 5‬ﺳﺎﻝ ﺑﻌﺪ ﻛﺴﺐ ﺷﻮﺩ‪ .‬ﺗﺤﻠﻴﻞ ﺍﺭﺯﺵ ﺧﺎﻟﺺ ﻓﻌﻠﻲ ﺭﻭﺷﻲ ﺑﺮﺍﻱ ﻣﺤﺎﺳﺒﻪ ﺩﺳﺘﻴﺎﺑﻲ ﻳﺎ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ‬
‫ﺳﻮﺩ ﺧﺎﻟﺺ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺍﺯ ﻳﻚ ﭘﺮﻭژﻩ ﺗﺎ ﺯﻣﺎﻥ ﺣﺎﻝ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﺍﺭﺯﺵ ﻣﺎﻟﻲ ﺷﺮﻳﻄﻲ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﺑﺎﺷﺪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ‬
‫ﺑﺎﻳﺪ ﻓﻘﻂ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻛﻨﺪ ﻛﻪ ﻣﻘﺪﺍﺭ ‪ NPV‬ﺁﻧﻬﺎ ﻣﺜﺒﺖ ﺑﺎﺷﺪ‪ .‬ﭼﺮﺍﻛﻪ ﻣﻘﺪﺍﺭ ﻣﺜﺒﺖ ‪ NPV‬ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﺁﻥ ﺍﺳﺖ ﻛﻪ‬
‫ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ ﺍﺯ ﺁﻥ ﭘﺮﻭژﻩ ﺑﻴﺸﺘﺮ ﺍﺯ ﻫﺰﻳﻨﻪ ﺳﺮﻣﺎﻳﻪ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫𝑛‬
‫𝑡)‪NPV= �𝑡=1 A/(1 + r‬‬

‫𝑡)‪ = 1/(1 + r‬ﻧﺮﺥ ﺗﻨﺰﻳﻞ ﺩﺭ ﺳﺎﻝ ‪t‬‬

‫ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺑﺎ ﻓﺮﺽ ﺍﻳﻨﻜﻪ ﻧﺮﺥ ﺗﻨﺰﻳﻞ ‪ 0,08‬ﺑﺎﺷﺪ ﻧﺰﺥ ﺗﻨﺰﻳﻞ ﺩﺭ ﺳﺎﻝ ﺩﻭﻡ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ‬

‫‪1/(1 + (0.08))2 =0.086‬‬

‫ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ ﻳﺎ )‪ : Return Of Investment(ROI‬ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ ﻧﺘﻴﺠﻪ ﻛﻢ ﻛﺮﺩﻥ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺍﺯ ﺳﻮﺩﻫﺎﻱ‬ ‫‪o‬‬
‫ﺁﻥ ﻭ ﺳﭙﺲ ﺗﻘﺴﻴﻢ ﺑﺮ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺑﺪﺳﺖ ﻣﻲﺁﻳﺪ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﮔﺮ ﻫﺰﻳﻨﻪ ﺍﻧﺠﺎﻡ ﻳﻚ ﭘﺮﻭژﻩ ‪ 100‬ﺩﻻﺭ ﻭ ﺳﻮﺩ ﺣﺎﺻﻞ ﺍﺯ‬
‫ﺁﻥ ‪ 120‬ﺑﺎﺷﺪ ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ ﺁﻥ ‪ %20‬ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﻪ ﻧﻜﺎﺕ ﺯﻳﺮ ﺗﻮﺟﻪ ﻛﻨﻴﺪ ‪:‬‬
‫‪ ROI‬ﻫﻤﻴﺸﻪ ﺑﺮ ﺣﺴﺐ ﺩﺭﺻﺪ ﺑﻴﺎﻥ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪‬‬
‫ﻫﺮﭼﻪ ‪ ROI‬ﺑﻴﺸﺘﺮ ﺑﺎﺷﺪ ﺑﻬﺘﺮ ﺍﺳﺖ‪.‬‬ ‫‪‬‬
‫ﺑﺮﺧﻲ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻣﻘﺪﺍﺭ ﻣﺸﺨﺼﻲ ﺍﺯ ‪ ROI‬ﺭﺍ ﺟﺰﻭ ﻧﻴﺎﺯ ﻫﺎﻱ ﺍﻭﻟﻴﻪ ﺧﻮﺩ ﻣﻲﺩﺍﻧﻨﺪ‪.‬‬ ‫‪‬‬
‫ﻧﺮﺥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺎﺯﮔﺸﺖ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ ﺣﺪﺍﻗﻞ ﻧﺮﺥ ﻗﺎﺑﻞ ﻗﺒﻮﻝ ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ‪.‬‬ ‫‪‬‬
‫ﺗﺤﻠﻴﻞ ﺩﻭﺭﻩ ﻫﺎﻱ ﺑﺎﺯﮔﺸﺖ ﻳﺎ )‪Return Internal Rate of (RIR‬‬ ‫‪o‬‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺪﻝ ﺍﻣﺘﻴﺎﺯﻱ ﻭﺯﻥ ﺩﻫﻲ ‪ :‬ﻳﻚ ﻣﺪﻝ ﺍﻣﺘﻴﺎﺯﻱ ﻭﺯﻥ ﺩﻫﻲ‪ ،‬ﺍﺑﺰﺍﺭﻱ ﺍﺳﺖ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ‪،‬‬ ‫‪-‬‬
‫ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﺳﻴﺴﺘﻤﺎﺗﻴﻚ ﺭﺍ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎ ﻓﺮﺍﻫﻢ ﻣﻲﺁﻭﺭﻳﻢ‪ .‬ﺍﻳﻦ ﻣﻌﻴﺎﺭﻫﺎ ﻣﻲﺗﻮﺍﻧﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩﻱ ﻫﻤﭽﻮﻥ ﺗﺎﻣﻴﻦ ﻧﻴﺎﺯﻫﺎﻱ ﻭﺳﻴﻊ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣﻘﺪﺍﺭ ﺯﻣﺎﻥ ﻻﺯﻡ‪ ،‬ﺭﺟﻮﻉ ﺑﻪ ﻣﺸﻜﻼﺕ ﻭ ﻓﺮﺻﺖ ﻫﺎ ﻭ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻫﺎ ﻭ ﻳﺎ ﺍﻭﻟﻴﺖ ﻛﻠﻲ ﭘﺮﻭژﻩ ﺑﺎﺷﺪ‪ .‬ﻭ ﺩﺭ ﻣﺮﺣﻠﻪ ﺑﻌﺪ ﺑﻪ ﻫﺮ ﻳﻚ ﺍﺯ‬
‫ﻣﻌﻴﺎﺭﻫﺎ ﻭﺯﻧﻲ ﺍﺧﺘﺼﺼﺎﺹ ﺩﺍﺩﻩ ﻣﻲ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻭﺯﻥ ﻫﺎ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﻪ ﻫﺮ ﻣﻌﻴﺎﺭﻱ ﭼﻪ ﻣﻴﺰﺍﻥ ﺍﺭﺯﺵ ﺩﺍﺩﻩ ﺷﻮﺩ‪ .‬ﻣﻌﻤﻮﻻ ﺍﻳﻦ ﻭﺯﻥ ﻫﺎ‬
‫ﺑﺮ ﺍﺳﺎﺱ ﺩﺭﺻﺪ ﺑﻮﺩﻩ ﻭ ﻣﺠﻤﻮﻉ ﺗﻤﺎﻡ ﻭﺯﻥ ﻫﺎ ﺑﺮﺍﺑﺮ ‪ 100‬ﻣﻲﺷﻮﺩ‪ .‬ﺳﭙﺲ ﺍﻣﺘﻴﺎﺯﺍﺕ ﻋﺪﺩﻱ ﺭﺍ ﺑﻪ ﻫﺮ ﻣﻌﻴﺎﺭ ﻭ ﺑﺮﺍﻱ ﻫﺮ ﭘﺮﻭژﻩ ﺗﺨﺼﻴﺺ‬
‫ﻣﻲﺩﻫﻴﻢ‪ .‬ﭘﺲ ﺍﺯ ﺗﺨﺼﻴﺺ ﻭﺯﻥ ﻫﺎﻱ ﻫﺮ ﻣﻌﻴﺎﺭ ﻭ ﺍﻣﺘﻴﺎﺯ ﺑﻨﺪﻱ ﻫﺮ ﭘﺮﻭژﻩ ﻳﻚ ﺍﻣﺘﻴﺎﺯ ﻭﺯﻧﻲ ﺑﺮﺍﻱ ﻫﺮ ﭘﺮﻭژﻩ ﺑﻮﺳﻴﻠﻪ ﺿﺮﺏ ﻛﺮﺩﻥ ﻭﺯﻥ ﻫﺮ‬
‫ﻣﻌﻴﺎﺭ ﺩﺭ ﺍﻣﺘﻴﺎﺯ ﺁﻥ ﻭ ﺍﻓﺰﻭﺩﻥ ﺍﻳﻦ ﻣﻘﺎﺩﻳﺮ ﻣﺤﺎﺳﺒﻪ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻣﺜﺎﻝ ‪ :‬ﻣﻲﺧﻮﺍﻫﻴﻢ ﺍﺯ ﺑﻴﻦ ﺳﻪ ﭘﺮﻭژﻩ ‪ A,B,C‬ﻳﻜﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻴﻢ‪ .‬ﻣﻴﺨﻮﺍﻫﻴﻢ ﺍﻧﺘﺨﺎﺏ ﺑﺮ ﺍﺳﺎﺱ ﺳﻴﺴﺘﻢ ﺍﻣﺘﻴﺎﺯﻱ ﻭﺯﻥ ﺩﻫﻲ ﺑﺎﺷﺪ‪ .‬ﺑﺮﺍﻱ‬
‫ﺍﻧﺘﺨﺎﺏ ﭘﺮﻭژﻩ ﻫﺎ ﺳﻪ ﺍﻣﺘﻴﺎﺯ ﺳﻮﺩ ﺁﻭﺭﻱ‪ ،‬ﻛﺎﻫﺶ ﺯﻣﺎﻥ ﺍﺭﺍﻳﻪ ﺧﺪﻣﺎﺕ ﻭ ﺩﻗﺖ ﺍﺭﺍﻳﻪ ﺧﺪﻣﺎﺕ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﻣﻲﮔﻴﺮﻳﻢ‪ .‬ﺑﺮ ﺍﺳﺎﺱ ﻣﺸﻮﺭﺕ ﻫﺎﻱ‬
‫ﺍﻧﺠﺎﻡ ﺷﺪﻩ‪ ،‬ﻣﻴﺰﺍﻥ ﺍﻫﻤﻴﺖ ﻣﻌﻴﺎﺭ ﺍﻭﻝ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ‪ ، %60‬ﻣﻌﻴﺎﺭ ﺩﻭﺭﻡ ‪ %10‬ﻭ ﻣﻌﻴﺎﺭ ﺳﻮﻡ ‪ %30‬ﻣﻲﺑﺎﺷﺪ‪ .‬ﺑﺮ ﺍﺳﺎﺱ ﺑﺮﺁﻭﺭﺩﻫﺎ ﺩﺭ ﭘﺮﻭژﻩ ﺍﻭﻝ‬
‫ﺑﺮﺩﺍﺭ ﺗﺎﻣﻴﻦ ﻫﺮ ﻳﻚ ﺍﺯ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺑﻪ ﺗﺮﺗﻴﺐ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ )‪ (2,5,10‬ﻭ )‪ (3,2,12‬ﻭ )‪ (8,1,11‬ﻛﺪﺍﻡ ﭘﺮﻭژﻩ ﺑﻬﺘﺮ ﺍﺳﺖ‪ .‬ﺑﺮﺍﻱ ﭘﺮﻭژﻩ‬
‫ﺍﻭﻝ ‪ (2*60%+5*10%+10*30%)=2‬ﻭ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﺩﻭﻡ )‪ (3*60%+2*10%+12*30%‬ﻭ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﺳﻮﻡ‬
‫)‪(8*60%+1*10%+11*30%‬‬

‫ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻳﻚ ﻛﺎﺭﺕ ﺍﻣﺘﻴﺎﺯﻱ ﻣﺘﻮﺍﺯﻥ‬ ‫‪-‬‬

 ‫ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ﭘﺮﻭژﻩ‬

‫ﻣﺴﺎﺋﻞ ﺯﻣﺎﻥ ﺑﻨﺪﻱ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻣﺸﻜﻼﺕ ﺭﺍ ﺩﺭ ﻃﻮﻝ ﺣﻴﺎﺕ ﻳﻚ ﭘﺮﻭژﻩ ﺍﻳﺠﺎﺩ ﻣﻴﻜﻨﻨﺪ‪ .‬ﭼﺮﺍ؟‬

‫‪ -1‬ﺯﻣﺎﻥ ﺭﺍ ﺑﻪ ﺭﺍﺧﺘﻲ ﻭ ﺳﺎﺩﮔﻲ ﻣﻴﺘﻮﺍﻥ ﻣﺤﺎﺳﺒﻪ ﻛﺮﺩ‪.‬‬

‫‪ -2‬ﺯﻣﺎﻥ ﺗﻨﻬﺎ ﻣﺘﻐﻴﻴﺮﻱ ﺍﺳﺖ ﻛﻪ ﻛﻤﺘﺮﻳﻦ ﺣﺪ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﺭﺍ ﺩﺍﺭﺍﺳﺖ‪.‬‬
‫‪ -3‬ﺷﻴﻮﻩ ﻫﺎﻱ ﻛﺎﺭﻱ ﺍﻓﺮﺍﺩ ﻭ ﺗﻔﺎﻭﺕ ﻫﺎﻱ ﻓﺮﻫﻨﮕﻲ ﻧﻴﺰ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻣﺸﻜﻼﺗﻲ ﺩﺭ ﺯﻣﺎﺑﻨﺪﻱ ﻣﻲ ﺷﻮﺩ‪ .‬ﻣﺜﻼ ﺗﻌﻄﻴﻼﺕ ﺁﺧﺮ ﻫﻔﺘﻪ ﺩﺭ ﻛﺸﻮﺭ ﻫﺎﻱ‬
‫ﻣﺨﺘﻠﻒ ﻳﺎ ﺗﻌﻄﻴﻼﺕ ﻣﺬﻫﺒﻲ ﺩﺭ ﻛﺸﻮﺭﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ‬

‫ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ﭘﺮﻭژﻩ ﭼﻴﺴﺖ؟‬

‫ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻜﻠﻤﻴﻞ ﺑﻪ ﻣﻮﻗﻊ ﻳﻚ ﭘﺮﻭژﻩ ﺍﻧﺠﺎﻡ ﻣﻴﺸﻮﺩ‬

‫ﻓﺮﺍﻳﻨﺪﻫﺎ ﻋﻤﺪﻩ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ﭘﺮﻭژﻩ ﺑﻪ ﺗﺮﺗﻴﺐ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬

‫ﺗﻌﺮﻳﻒ ﻓﻌﺎﻟﻴﺖ‪ :‬ﻳﻚ ﻋﻤﻞ ﻳﺎ ﻓﻌﺎﻟﻴﺖ‪ ،‬ﻋﻨﺼﺮﻱ ﺍﺯ ﻛﺎﺭ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻃﻮﺭ ﻣﻌﻤﻮﻝ ﺩﺭ ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛﺎﺭ ﺩﻳﺪﻩ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺑﻪ ﺯﻣﺎﻥ ﺍﺟﺮﺍ‪،‬‬ ‫‪-‬‬
‫ﻫﺰﻳﻨﻪ ﻭ ﻣﻨﺎﺑﻊ ﻣﺸﺨﺼﻲ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪.‬‬
‫ﻓﺮﺁﻳﻨﺪ ﺗﻌﺮﻳﻒ ﻓﻌﺎﻟﻴﺖ ‪ :‬ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﻣﺸﺨﺺ ﻧﻤﻮﺩﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻭﻳﮋﻩﺍﻱ ﻛﻪ ﺍﻓﺮﺍﺩ ﺗﻴﻢ ﻭ ﺫﻳﻨﻔﻌﺎﻥ ﭘﺮﻭژﻩ ﺑﺎﻳﺪ ﺑﻪ ﻣﻨﻈﻮﺭ‬
‫ﻛﺴﺐ ﺩﺳﺘﺂﻭﺭﺩﻫﺎﻱ ﭘﺮﻭژﻩ ﺁﻧﺮﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ .‬ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﺳﻨﺎﺩﻱ ﻫﻤﭽﻮﻥ ﻣﻨﺸﻮﺭ ﭘﺮﻭژﻩ‪ ،‬ﺑﻴﺎﻧﻴﻪ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ‬
‫ﻛﺎﺭ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻭ ﺳﺎﻳﺮ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺗﻬﻴﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺑﺮﺧﻲ ﺧﺮﻭﺟﻴﻬﺎﻱ ﻓﺮﺁﻳﻨﺪ ﺗﻌﺮﻳﻒ ﻓﻌﺎﻟﻴﺖ‬
‫ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ‪ :‬ﺟﺪﻭﻝﺑﻨﺪﻱ ﻭ ﻣﺮﺗﺐ ﻧﻤﻮﺩﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺯﻣﺎﺑﻨﺪﻱ ﺍﻳﻦ ﻓﻬﺮﺳﺖ ﺑﺎﻳﺪ ﺷﺎﻣﻞ ﺍﺳﻢ ﻓﻌﺎﻟﻴﺖ‪،‬‬ ‫‪o‬‬
‫ﺷﻨﺎﺳﻪ ﻓﻌﺎﻟﻴﺖ ﻭ ﺗﻮﺿﻴﺢ ﻛﻠﻲ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻓﻌﺎﻟﻴﺖ ﻣﻮﺭﺩ ﻧﻈﺮ ﺑﺎﺷﺪ‪.‬‬
‫ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ ‪ :‬ﺣﺎﻭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﺯﻣﺎﻧﺒﺪﻱ ﻭ ﻣﺪﺕ ﺯﻣﺎﻥ ﻫﺮ ﻳﻚ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎ ﻭ ﺍﻃﻼﻋﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ‬ ‫‪o‬‬
‫ﭘﻴﺸﻨﻴﺎﺯﻱ ﻭ ﭘﺲ ﻧﻴﺎﺯﻱ‪ ،‬ﺭﻭﺍﺑﻂ ﻣﻨﻄﻘﻲ‪ ،‬ﺗﻘﺪﻡ ﻫﺎ ﻭ ﺗﺎﺧﺮ ﻫﺎ‪ ،‬ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎ ﻭ ﻣﻨﺎﺑﻊ ﻭ ﻏﻴﺮﻩ‬
‫ﻓﻬﺮﺳﺖ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﻬﻢ )‪ : (Milestone‬ﻳﻚ ﺭﻭﻳﺪﺍﺩ ﻣﻬﻢ ﺩﺭ ﻳﻚ ﭘﺮﻭژﻩ ﺭﺧﺪﺍﺩﻱ ﺍﺳﺖ ﻛﻪ ﺑﻄﻮﺭ ﻣﻌﻤﻮﻝ ﻣﺪﺕ ﺯﻣﺎﻧﻲ ﺑﺮﺍﻱ‬ ‫‪o‬‬
‫ﺍﺟﺮﺍﻱ ﺁﻥ ﺩﺭ ﻧﻈﺮ ﻧﻤﻲﮔﻴﺮﻧﺪ‪ .‬ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﻳﻚ ﺭﻭﻳﺪﺍﺩ ﻣﻬﻢ ﻧﻴﺎﺯﻣﻨﺪ ﺗﻜﻤﻴﻞ ﭼﻨﺪﻳﻦ ﻓﻌﺎﻟﻴﺖ ﻫﺴﺘﻴﻢ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﻳﻚ ﺭﻭﻳﺪﺍﺩ‬
‫ﻣﻬﻢ‪ ،‬ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﻧﺸﺎﻧﻪ ﻋﻤﻞ ﻣﻲﻛﻨﺪ ﺗﺎ ﺑﻮﺳﻴﻠﻪ ﺁﻥ ﺑﺘﻮﺍﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﻬﻢ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩ‪ .‬ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﻬﻢ ﺍﺑﺰﺍﺭﻱ ﻣﻔﻴﺪ‬
‫ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﺍﻫﺪﺍﻑ ﺯﻣﺎﻧﺒﺪﻱ ﻭ ﻛﻨﺘﺮﻝ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭژﻩ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬
‫ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭﺧﻮﺍﺳﺘﻲ‬ ‫‪o‬‬

‫ﻧﻜﺘﻪ ‪ :‬ﺑﻪ ﻃﻮﺭ ﺍﻳﺪﻩ ﺁﻝ‪ ،‬ﺍﻳﻦ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻭ ﺩﻳﻨﻔﻌﺎﻥ ﻛﻠﻴﺪﻱ ﺁﻥ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺍﺑﺘﺪﺍ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‪ ،‬ﺯﻣﺎﻧﺒﻨﺪﻱ ﻭ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﺁﻧﺮﺍ ﻣﺸﺨﺺ‬
‫ﻣﻴﻜﻨﻨﺪ‪ .‬ﺗﻮﺍﻟﻲ ﺍﻳﻦ ﺳﻪ ﻋﺎﻣﻞ ﺗﺮﺗﻴﺐ ﺍﺻﻠﻲ ﭼﻬﺎﺭ ﻓﺮﺍﻳﻨﺪ ﺍﻭﻟﻴﻪ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ﭘﺮﻭژﻩ ﺭﺍ ﻣﻨﻌﻜﺲ ﻣﻴﻜﻨﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ‪:‬‬

‫ﺗﻌﺮﻳﻒ ﻓﻌﺎﻟﻴﺖ =ﺗﻌﺮﻳﻒ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‬

‫ﺗﻌﻴﻴﻦ ﻣﺘﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻭ ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ = ﺗﻌﺮﻳﻒ ﺯﻣﺎﻥ‬

‫ﺑﺮﺁﻭﺭﺩ ﻣﻨﺎﺑﻊ ﻭ ﻣﺪﺕ ﺯﻣﺎﻥ = ﺗﻌﺮﻳﻒ ﻫﺰﻳﻨﻪ‬

 ‫ﺗﻌﻴﻴﻦ ﺗﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ‪ :‬ﺷﺎﻣﻞ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﻣﺴﺘﻨﺪ ﺳﺎﺯﻱ ﺭﻭﺍﺑﻂ ﻣﻴﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺷﺎﻣﻞ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺯﻳﺮ ﺍﺳﺖ ‪:‬‬ ‫‪-‬‬
‫ﺑﺎﺯﻧﮕﺮﻱ ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻭ ﻣﺸﺨﺼﺎﺕ ﺁﻧﻬﺎ‬ ‫‪o‬‬
‫ﺑﻴﺎﻧﻴﻪ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‬ ‫‪o‬‬
‫ﻓﻬﺮﺳﺖ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﻣﻬﻢ)‪(Milestone‬‬ ‫‪o‬‬
‫ﻓﻬﺮﺳﺖ ﺩﺭﺧﻮﺍﺳﺘﻬﺎﻱ ﺗﻐﻴﻴﺮﺍﺕ ﺗﺼﻮﻳﺐ ﺷﺪﻩ ﻛﻪ ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺭﺍ ﻣﺸﺨﺺ ﻣﻴﻜﻨﺪ‪.‬‬ ‫‪o‬‬
‫ﺍﺭﺯﻳﺎﺑﻲ ﻧﺘﺎﻳﺞ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ ﻭ ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻒ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ‬ ‫‪o‬‬

‫ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ ‪ :‬ﻳﻚ ﻭﺍﺑﺴﺘﮕﻲ ﻳﺎ ﺭﺍﺑﻄﻪ‪ ،‬ﺑﻪ ﺗﻮﺍﻟﻲ ﻭ ﺗﺮﺗﻴﺐ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻳﻚ ﭘﺮﻭژﻩ ﻣﺮﺑﻮﻁ ﺍﺳﺖ‪.‬‬

‫ﺩﻻﻳﻞ ﻭﺍﺑﺴﺘﮕﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ‪ :‬ﺳﻪ ﺩﻟﻴﻞ ﻋﻤﺪﻩ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻭﺍﺑﺴﺘﮕﻲ ﻣﻴﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻳﻚ ﭘﺮﻭژﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ‪:‬‬

‫‪ – 1‬ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﺫﺍﺗﻲ ﻳﺎ ﺍﻟﺰﺍﻣﻲ ‪ :‬ﺩﺭ ﺫﺍﺕ ﻳﺎ ﻃﺒﻴﻌﺖ ﻛﺎﺭﻱ ﻛﻪ ﺭﻭﻱ ﭘﺮﻭژﻩ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﺩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﮔﺎﻫﻲ ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻭﺍﺑﺴﺘﮕﻲﻫﺎ ﺑﻪ‬
‫ﻋﻨﻮﺍﻥ ﻣﻨﻄﻖ ﺳﺨﺖ ﻧﻴﺰ ﻳﺎﺩ ﻣﻲﺷﻮﺩ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺗﺎ ﺯﻣﺎﻧﻲ ﻛﻪ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﻧﻮﺷﺘﻪ ﻧﺸﻮﺩ ﻧﻤﻲﺗﻮﺍﻥ ﺁﻧﺮﺍ ﺁﺯﻣﺎﻳﺶ ﻛﺮﺩ‪.‬‬

‫‪ -2‬ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﺍﺧﺘﻴﺎﺭﻱ ‪ :‬ﺍﻳﻦ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ ﺗﻮﺳﻂ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺗﻌﺮﻳﻒ ﻣﻲﺷﻮﺩ‪ .‬ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﺍﺯ ﺁﻧﻬﺎ ﺑﻌﻨﻮﺍﻥ ﻣﻨﻄﻖ ﻧﺮﻡ ﻳﺎﺩ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺑﻌﻨﻮﺍﻥ‬
‫ﻣﺜﺎﻝ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﻳﻚ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺗﺠﺮﺑﻴﺎﺕ ﻗﺒﻠﻲ‪ ،‬ﻃﺮﺍﺣﻲ ﺗﻔﻀﻴﻠﻲ ﻳﻚ ﺳﻴﺴﺘﻢ ﺍﻃﻼﻋﺎﺗﻲ ﺭﺍ ﺗﺎ ﺗﻤﺎﻣﻲ ﺫﻳﻨﻔﻌﺎﻥ ﺗﺤﻠﻴﻞ ﻫﺎﻱ ﺍﻧﺠﺎﻡ‬
‫ﺷﺪﻩ ﺭﺍ ﺗﺎﻳﻴﺪ ﻧﻜﻨﻨﺪ ﺷﺮﻭﻉ ﻧﻨﻤﺎﻳﺪ‪.‬‬

‫‪ – 3‬ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﺧﺎﺭﺟﻲ ‪ :‬ﺷﺎﻣﻞ ﺭﻭﺍﺑﻂ ﻣﻮﺟﻮﺩ ﺑﻴﻦ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﻭ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺧﺎﺭﺟﻲ ﺍﺳﺖ‪ .‬ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﻣﻤﻜﻦ ﺍﺳﺖ ﻧﺼﺐ ﻳﻚ‬
‫ﺳﻴﺴﺘﻢ ﺟﺪﻳﺪ‪ ،‬ﺑﻪ ﻋﻤﻠﻜﺮﺩ ﻳﻚ ﺳﺨﺖ ﺍﻓﺰﺍﺭ ﺩﻳﮕﺮ ﻭﺍﺑﺴﺘﻪ ﺑﺎﺷﺪ‪.‬‬

‫ﻧﻜﺘﻪ ‪ :‬ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ ﻳﺎ ﺗﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﻣﻲ ﺗﻮﺍﻥ ﺍﺯ ﺍﻳﻦ ﺭﻭﺷﻬﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩ‪:‬‬

‫ﺍﻟﺼﺎﻕ ﺍﺳﻢ ﻳﺎ ﻋﻨﻮﺍﻥ ﺭﻭﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬ ‫‪o‬‬

‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻛﺎﻏﺬﻫﺎﻱ ﻗﺎﺑﻞ ﺗﻌﻮﻳﺾ‬ ‫‪o‬‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬ ‫‪o‬‬

‫ﻧﻜﺘﻪ ‪ :‬ﺍﮔﺮ ﺗﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺗﻌﻴﻴﻦ ﻧﺸﻮﺩ‪ ،‬ﻧﻤﻲ ﺗﻮﺍﻥ ﺍﺯ ﺍﺑﺰﺍﺭﻫﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻗﺪﺭﺗﻤﻨﺪﻱ ﻛﻪ ﺩﺭ ﺩﺳﺘﺮﺱ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪ ،‬ﺑﻬﺮﻩ ﺑﺮﺩ‪.‬‬

‫ﺧﺮﻭﺟﻲ ﻫﺎﻱ ﺍﺻﻠﻲ ﻣﺮﺣﻠﻪ ﺗﻌﻴﻴﻦ ﺗﻮﺍﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬

‫ﻳﻚ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭژﻩ‬ ‫‪o‬‬

‫ﺑﻬﻨﮕﺎﻡ ﺳﺎﺯﻱ ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬ ‫‪o‬‬
‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬ ‫‪o‬‬
‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﻣﺤﺪﻭﺩﻩ‬ ‫‪o‬‬

‫* ﺍﺻﻠﻲ ﺗﺮﻳﻦ ﺧﺮﻭﺟﻲ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭژﻩ ﺍﺳﺖ‬
 ‫ﺑﺮﺧﻲ ﺍﺑﺰﺍﺭ ﻫﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬

‫ﺩﻳﺎﮔﺮﺍﻡ ﻫﺎﻱ ﺷﺒﻜﻪ ﻳﺎ )‪Project Evaluation & Review Technique(PERT‬‬ ‫‪-‬‬

‫ﺗﻌﺮﻳﻒ ‪ :‬ﻳﻚ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ﻧﻤﺎﻳﺸﻲ ﻛﻠﻲ ﺍﺯ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻨﻄﻘﻲ ﻣﻴﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﭘﺮﻭژﻩ ﻳﺎ ﺗﻮﺍﻟﻲ ﺑﻴﻦ ﺁﻧﻬﺎﺳﺖ‪.‬‬

‫ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ‪A‬ﺗﺎ‪ ،J‬ﺍﺯ ﺳﺎﺧﺘﺎﺭ ﺷﻜﺴﺖ ﻛﺎﺭ ﻭ ﻓﺮﺁﻳﻨﺪ ﺗﻌﺮﻳﻒ ﻓﻌﺎﻟﻴﺖﻫﺎ ﻛﻪ ﭘﻴﺶ ﺍﺯ ﺍﻳﻦ ﺷﺮﺡ ﺩﺍﺩﻩ ﺷﺪ‪ ،‬ﺑﺪﺳﺖ ﺁﻣﺪﻩ ﺍﻧﺪ‪ .‬ﺩﺭ ﺭﻭﻳﻜﺮﺩ‬
‫‪ AOA‬ﻳﺎ ﺭﻭﻳﻜﺮﺩ ﻓﻌﺎﻟﻴﺖ ﺭﻭﻱ ﺑﺮﺩﺍﺭ‪ ،‬ﻫﺮ ﻓﻌﺎﻟﻴﺖ ﺑﺎ ﻳﻚ ﺑﺮﺩﺍﺭ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ ﻭ ﻧﻘﺎﻁ ﺍﺗﺼﺎﻝ ﻓﻌﺎﻟﻴﺖﻫﺎ ﮔﺮﻩ ﻧﺎﻡ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺣﻘﻴﻘﺖ ﻳﻚ‬
‫ﮔﺮﻩ ﻧﻘﻄﻪ ﺷﺮﻭﻉ ﻭ ﭘﺎﻳﺎﻥ ﻳﻚ ﻓﻌﺎﻟﻴﺖ ﺍﺳﺖ‪ .‬ﺍﻭﻟﻴﻦ ﮔﺮﻩ ﺩﻻﻟﺖ ﺑﺮ ﺷﺮﻭﻉ ﭘﺮﻭژﻩ ﻭ ﺁﺧﺮﻳﻦ ﮔﺮﻩ ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﭘﺎﻳﺎﻥ ﭘﺮﻭژﻩ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﻣﺮﺍﺣﻞ ﺍﻳﺠﺎﺩ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ‪AOA‬‬

‫ﻳﺎﻓﺘﻦ ﺗﻤﺎﻣﻲ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﻛﻪ ﺍﺯ ﮔﺮﻩ ‪ 1‬ﺷﺮﻭﻉ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫‪-‬‬
‫ﺑﻪ ﺗﺮﺳﻴﻢ ﺩﺍﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ﺍﺯ ﭼﭗ ﺑﻪ ﺭﺍﺳﺖ ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ‪ .‬ﻣﺮﺍﻗﺐ ﺗﻘﺎﻃﻊ ﻭ ﺍﺩﻏﺎﻡﻫﺎ ﺑﺎﺷﻴﺪ‪ .‬ﺗﻘﺎﻃﻊ ﺯﻣﺎﻧﻲ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ ﻛﻪ ﺩﻭ ﻳﺎ ﭼﻨﺪ‬ ‫‪-‬‬
‫ﻓﻌﺎﻟﻴﺖ ﺍﺯ ﻳﻚ ﮔﺮﻩ ﺷﺮﻭﻉ ﺷﻮﻧﺪ‪ .‬ﺍﺩﻏﺎﻡ ﺯﻣﺎﻧﻲ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ ﻛﻪ ﭼﻨﺪﻳﻦ ﻓﻌﺎﻟﻴﺖ ﺑﻪ ﻳﻚ ﮔﺮﻩ ﺧﺎﺹ ﺑﺮﺳﻨﺪ‪.‬‬
‫ﺗﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺗﻤﺎﻣﻲ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺩﺭ ﺩﻳﺎﮔﺮﺍﻡ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ ﺑﻪ ﺗﺮﺳﻴﻢ ﺁﻥ ﺍﺩﺍﻣﻪ ﻣﻲ ﺩﻫﻴﻢ‬ ‫‪-‬‬
‫ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻗﺎﻋﺪﻩ ﻛﻠﻲ ﺳﺮ ﺗﻤﺎﻡ ﺑﺮﺩﺍﺭﻫﺎ ﺍﺯ ﺳﻤﺖ ﭼﭗ ﺑﻪ ﺭﺍﺳﺖ ﺑﺎﺷﺪ ﻭ ﻫﻴﭻ ﺑﺮﺩﺍﺭﻱ ﻧﺒﺎﻳﺪ ﺩﺭ ﻳﻚ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ‪ AOA‬ﻗﻄﻊ ﺷﻮﺩ‪.‬‬ ‫‪-‬‬

‫ﺭﻭﺵ ﻧﻤﻮﺩﺍﺭ ﭘﻴﺸﻨﻴﺎﺯﻱ ﻳﺎ ‪: PDM‬‬

‫ﺩﺭ ﺍﻳﻦ ﺷﻴﻮﻩ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺩﺭ ﻗﺎﺏ ﻫﺎﻱ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﻳﻦ ﺭﻭﺵ ﺑﺨﺼﻮﺹ ﺑﺮﺍﻱ ﺗﺼﻮﺭ ﺍﻧﻮﺍﻉ ﻣﻌﻴﻨﻲ ﺍﺯ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﺴﻴﺎﺭ ﻣﻔﻴﺪ ﺍﺳﺖ‪.‬‬
‫ﺍﻧﻮﺍﻉ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎ ﺩﺭ ‪Microsoft Project‬‬

‫ﻣﺜﺎﻝ ‪:‬‬
 ‫ﺭﻭﺵ ‪ PDM‬ﺍﻏﻠﺐ ﺑﻴﺸﺎﺭ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ‪ AOA‬ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻴﮕﻴﺮﺩ ﭼﺮﺍ ﻛﻪ ‪:‬‬

‫ﻏﺎﻟﺐ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺍﺯ ‪ PDM‬ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬ ‫‪-‬‬

‫ﺩﺭ ﺭﻭﺵ ‪ PDM‬ﻧﻴﺎﺯﻱ ﺑﻪ ﺍﻳﺠﺎﺩ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﺠﺎﺯﻱ ﻧﻴﺴﺖ‬ ‫‪-‬‬
‫ﺭﻭﺵ ‪ PDM‬ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﻴﻦ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺭﺍ ﻧﺸﺎﻥ ﻣﻴﺪﻫﺪ‪ .‬ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﺩﻳﺎﮔﺮﺍﻡ ﺷﺒﻜﻪ ‪ AOA‬ﺗﻨﻬﺎ ﺍﺯ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﭘﺎﻳﺎﻥ ﺑﻪ‬ ‫‪-‬‬
‫ﺁﻏﺎﺯ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻴﻜﻨﺪ‪.‬‬
‫ﺗﺤﻠﻴﻞ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ‪:‬‬ ‫‪-‬‬
‫ﺑﺮﺁﻭﺭﺩ ﻣﻨﺎﺑﻊ ﻓﻌﺎﻟﻴﺖ ‪ :‬ﺷﺎﻣﻞ ﺑﺮﺁﻭﺭﺩ ﻣﻨﺎﺑﻌﻲ ﺍﺳﺖ ﻛﻪ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺑﻪ ﺁﻥ ﻧﻴﺎﺯ ﺩﺍﺭﺩ)ﺍﻓﺮﺍﺩ‪ ،‬ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻣﻮﺍﺩ(‪،‬‬ ‫‪-‬‬
‫ﭘﺮﺳﺸﻬﺎﻱ ﻣﻬﻤﻲ ﻛﻪ ﺩﺭﺑﺎﺭﻩ ﺑﺮﺁﻭﺭﺩ ﻣﻨﺎﺑﻊ ﻓﻌﺎﻟﻴﺖ ﭘﻴﺶ ﻣﻲ ﺁﻳﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬

‫‪ – 1‬ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺧﺎﺹ ﺩﺭ ﺍﻳﻦ ﭘﺮﻭژﻩ ﭼﻘﺪﺭ ﺩﺷﻮﺍﺭﺗﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‬

‫‪ – 2‬ﺳﺎﺑﻘﻪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﺸﺎﺑﻪ ﭼﻪ ﺑﻮﺩﻩ ﺍﺳﺖ؟‬

‫‪ -3‬ﺁﻳﺎ ﺳﺎﺯﻣﺎﻥ ﺗﺠﻬﻴﺰﺍﺕ‪ ،‬ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻭ ﻣﻮﺍﺩ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﭘﺮﻭژﻩ ﺩﺭﺍﺧﺘﻴﺎﺭ ﺩﺍﺭﺩ ﻳﺎ ﺧﻴﺮ؟‬

‫‪ – 4‬ﺁﻳﺎ ﺳﺎﺯﻣﺎﻥ ﻧﻴﺎﺯﻣﻨﺪ ﺟﺬﺏ ﻣﻨﺎﺑﻊ ﺑﻴﺸﺘﺮﻱ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﭘﺮﻭژﻩ ﻫﺴﺖ ﻳﺎ ﺧﻴﺮ؟‬

‫ﻧﻜﺘﻪ ‪ :‬ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻫﺮ ﻓﻌﺎﻟﻴﺖ‪ ،‬ﻋﻼﻭﻩ ﺑﺮ ﺍﺭﺍﺋﻪ ﻣﺒﻨﺎﻳﻲ ﺑﺮﺍﻱ ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ‪ ،‬ﺍﻃﻼﻋﺎﺕ ﺑﺴﻴﺎﺭ ﺍﺭﺯﺷﻤﻨﺪﻱ ﺭﺍ ﺑﺮﺍﻱ ﺑﺮﺁﻭﺭﺩ‬
‫ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﭘﺮﻭژﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﭘﺮﻭژﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺍﺭﺗﺒﺎﻃﺎﺕ ﭘﺮﻭژﻩ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﻚ ﭘﺮﻭژﻩ ﻭ ﻣﺪﻳﺮﻳﺖ ﺗﺪﺍﺭﻛﺎﺕ ﭘﺮﻭژﻩ ﺑﻪ ﺩﺳﺖ ﻣﻲﺩﻫﺪ‪.‬‬

‫ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ ﻫﺮ ﻓﻌﺎﻟﻴﺖ‪ :‬ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺑﺮﺁﻭﺭﺩ ﺗﻌﺪﺍﺩ ﺩﻭﺭﻩ ﻫﺎﻱ ﻛﺎﺭﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺍﺗﻤﺎﻡ ﻫﺮ ﻳﻚ ﺍﺯ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬

‫ﻣﺪﺕ ﺯﻣﺎﻥ ﻫﺮ ﻓﻌﺎﻟﻴﺖ ﻣﻘﺪﺍﺭ ﻭﺍﻗﻌﻲ ﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﺁﻥ ﻓﻌﺎﻟﻴﺖ ﺑﻌﻼﻭﻩ ﺯﻣﺎﻥ ﺳﭙﺮﻱ ﺷﺪﻩ ﺍﺳﺖ‬ ‫‪-‬‬
‫ﻣﻨﺎﺑﻊ ﺗﺨﺼﻴﺺ ﺩﺍﺩﻩ ﺷﺪﻩ ﺑﻪ ﻳﻚ ﻛﺎﺭ ﺭﻭﻱ ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ ﻣﺮﺑﻮﻁ ﺑﻪ ﺁﻥ ﻛﺎﺭ ﺗﺎﺛﻴﺮ ﺩﺍﺭﺩ‬ ‫‪-‬‬
‫ﻧﺒﺎﻳﺪ ﻣﺪﺕ ﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻳﻚ ﻛﺎﺭ ﺭﺍ ﺑﺎ ﺗﻌﺪﺍﺩ ﺭﻭﺯﻫﺎﻱ ﻛﺎﺭﻱ ﻳﺎ ﺳﺎﻋﺖ ﻫﺎﻱ ﻛﺎﺭ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﺁﻥ ﻛﺎﺭ)ﻧﻴﺮﻭﻱ ﻛﺎﺭ( ﺍﺷﺘﺒﺎﻩ ﮔﺮﻓﺖ‬ ‫‪-‬‬
‫ﺍﮔﺮ ﺗﻐﻴﻴﺮﺍﺕ ﻣﺤﺪﻭﺩﻩ ﺍﻱ ﺩﺭ ﭘﺮﻭژﻩ ﺭﺥ ﺩﻫﺪ‪ ،‬ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ ﻧﻴﺰ ﺑﺎﻳﺪ ﺑﺮﻭﺯ ﮔﺮﺩﺩ ﻭ ﺍﻳﻦ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﻣﻨﻌﻜﺲ ﻛﻨﺪ‪.‬‬ ‫‪-‬‬

‫ﻭﺭﻭﺩﻱ ﻫﺎﻱ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ‪:‬‬

‫ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﻲ ﺷﺮﻛﺖ ﻳﺎ ﺳﺎﺯﻣﺎﻥ‬ ‫‪-‬‬

‫ﺩﺍﺭﺍﻳﻲ ﻫﺎﻱ ﻓﺮﺁﻳﻨﺪ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪-‬‬
‫ﺑﻴﺎﻧﻴﻪ ﻣﺤﺪﻭﺩﻩ ﭘﺮﻭژﻩ‬ ‫‪-‬‬
‫ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬ ‫‪-‬‬
‫ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻫﺮ ﻓﻌﺎﻟﻴﺖ‬ ‫‪-‬‬
‫ﺗﻘﻮﻳﻢ ﻫﺎﻱ ﻣﻨﺎﺑﻊ‬ ‫‪-‬‬
‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻭ ‪...‬‬ ‫‪-‬‬
‫ﻧﻜﺘﻪ ‪ :‬ﺑﺮﺁﻭﺭﺩ ﻣﺪﺕ ﺯﻣﺎﻥ ﺍﻧﺠﺎﻡ ﻫﺮ ﻓﻌﺎﻟﻴﺖ‪ ،‬ﺍﻏﻠﺐ ﺑﻪ ﺻﻮﺭﺕ ﻳﻚ ﻋﺪﺩ ﮔﺴﺴﺘﻪ)ﻣﺜﻼ ‪ 4‬ﻫﻔﺘﻪ( ﻭ ﺩﺭ ﭘﺎﺭﻩ ﺍﻱ ﺍﻭﻗﺎﺕ ﺑﻪ ﺻﻮﺭﺕ ﻳﻚ ﺑﺎﺯﻩ )ﻣﺎﻧﻨﺪ ‪3‬‬
‫ﺗﺎ ‪ 5‬ﻫﻔﺘﻪ( ﺍﻋﻼﻡ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺑﺮﺁﻭﺭﺩ ﺳﻪ ﻧﻘﻄﻪ ﺍﻱ) ‪(Three Point Estimate‬‬

‫ﺑﺮﺍﻭﺭﺩﻱ ﺍﺳﺖ ﻛﻪ ﺷﺎﻣﻞ ﻳﻚ ﺑﺮﺁﻭﺭﺩ ﺧﻮﺵ ﺑﻴﻨﺎﻧﻪ‪ ،‬ﻳﻚ ﺑﺮﺁﻭﺭﺩ ﻣﺤﺘﻤﻞ ﻭ ﻳﻚ ﺑﺮﺁﻭﺭﺩ ﺑﺪﺑﻴﻨﺎﻧﻪ ﺍﺳﺖ‪.‬‬

‫ﺍﻳﺠﺎﺩ ﺯﻣﺎﻥ ﺑﻨﺪﻱ ‪:‬‬

‫ﻫﺪﻑ ‪ :‬ﺧﻠﻖ ﻳﻚ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻭﺍﻗﻊ ﺑﻴﻨﺎﻧﻪ ﻛﻪ ﻣﺒﻨﺎﻱ ﻧﻈﺎﺭﺕ ﺑﺮ ﭘﺮﻭژﻩ ﺩﺭ ﺑﻌﺪ ﺯﻣﺎﻧﻲ ﺑﺎﺷﺪ‪.‬‬

‫ﺧﺮﻭﺟﻲ ﻫﺎﻱ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ‪:‬‬

‫‪ – 1‬ﺯﻣﺎﻧﺒﻨﺪﻱ ﻛﻞ ﭘﺮﻭژﻩ‬

‫‪ – 2‬ﺩﺍﺩﻩ ﻫﺎﻱ ﻣﺪﻝ ﺯﻣﺎﻧﺒﻨﺪﻱ‬

‫‪ - 3‬ﻣﺒﻨﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ‬

‫‪ – 4‬ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭﺧﻮﺍﺳﺘﻲ‬

‫‪ – 5‬ﺑﻪ ﻫﻨﮕﺎﻡ ﺳﺎﺯﻱ ﻣﻨﺎﺑﻊ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬

‫‪ - 6‬ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‬

‫‪ - 7‬ﺗﻘﻮﻳﻢ ﭘﺮﻭژﻩ ﻭ ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬

‫ﺑﺮﺧﻲ ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻨﻴﻚ ﻫﺎﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺷﺪﻩ ﺩﺭ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ‬

‫ﮔﺎﻧﺖ ﭼﺎﺭﺕ ‪ :‬ﺍﺑﺰﺍﺭﻱ ﺭﺍﻳﺞ ﺑﺮﺍﻱ ﻧﻤﺎﻳﺶ ﺍﻃﻼﻋﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬ ‫‪-‬‬
‫ﺗﺤﻠﻴﻞ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﻳﺎ ‪ :CPM‬ﺍﺑﺰﺍﺭﻱ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻭ ﻛﻨﺘﺮﻝ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬ ‫‪-‬‬
‫ﺯﻣﺎﻧﺒﻨﺪﻱ ﺯﻧﺠﻴﺮﻩ ﺑﺤﺮﺍﻧﻲ ‪ :‬ﺗﻜﻨﻴﻜﻲ ﺍﺳﺖ ﻛﻪ ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﻣﻨﺎﺑﻊ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﻭ ﺍﺯ ﻓﺮﺟﻪ ﻫﺎﻱ ﭘﺮﻭژﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ‪.‬‬ ‫‪-‬‬
‫ﺗﺤﻠﻴﻞ ‪ : PERT‬ﻭﺳﻴﻠﻪ ﺍﻱ ﺑﺮﺍﻱ ﻣﺮﺯﺑﻨﺪﻱ ﻭ ﻣﺤﺎﺳﺒﻪ ﺭﻳﺴﻚ ﻫﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎ‬ ‫‪-‬‬

‫ﻧﻤﻮﺩﺍﺭ ﮔﺎﻧﺖ ‪ :‬ﭼﻬﺎﺭﭼﻮﺑﻲ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺭﺍ ﺑﺮﺍﻱ ﻧﻤﺎﻳﺶ ﺍﻃﻼﻋﺎﺕ ﺯﻣﺎﻧﺒﻨﺪﻱ ﭘﺮﻭژﻩ ﺍﺯ ﺭﺍﻩ ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﻭ ﺗﺎﺭﻳﺦ ﻫﺎ ﺑﻪ ﺷﻜﻞ ﺗﻘﻮﻳﻢ ﺍﺭﺍﺋﻪ ﻣﻴﻜﻨﺪ‪.‬‬
‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺗﺎﺭﻳﺦ ﻫﺎﻱ ﺷﺮﻭﻉ ﻭ ﭘﺎﻳﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﻣﻴﻠﻪ ﺍﻱ ﻧﻤﺎﻳﺶ ﺩﺍﺩﻩ ﺷﻮﻧﺪ ﺩﺭ ﻭﺍﻗﻊ ﻧﻤﻮﺩﺍﺭ ﮔﺎﻧﺖ ﭘﺮﻭژﻩ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‬
 ‫ﺑﺮﺧﻲ ﻋﻼﺋﻢ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ ﻧﻤﻮﺩﺍﺭ ﮔﺎﻧﺖ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬

‫‪ -1‬ﻋﻼﻣﺖ ﻟﻮﺯﻱ ﺳﻴﺎﻩ ﺭﻧﮓ ‪ MileStone‬ﻳﺎ ﻳﻚ ﺭﻭﻳﺪﺍﺩ ﻣﻬﻢ ﺭﺍ ﻧﺸﺎﻥ ﻣﻴﺪﻫﺪ‪.‬‬

‫‪ -2‬ﻣﻴﻠﻪ ﻫﺎﻱ ﺿﺨﻴﻢ ﺳﻴﺎﻩ ﺭﻧﮓ ﺑﺎ ﻓﻠﺸﻬﺎﻳﻲ ﺩﺭ ﺍﺑﺘﺪﺍ ﻭ ﺍﻧﺘﻬﺎ ﻛﻪ ﺧﻼﺻﻪ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺭﺍ ﻧﺸﺎﻥ ﻣﻴﺪﻫﻨﺪ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ‪ 12‬ﺗﺎ ‪15‬‬
‫ﺑﻪ ﻧﺎﻡ ﺗﻬﻴﻪ ﺧﻼﺻﻪ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﻧﺎﻡ ﮔﺬﺍﺭﻱ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫‪ -3‬ﻣﻴﻠﻪ ﻫﺎﻱ ﺧﺎﻛﺴﺘﺮﻱ ﺭﻧﮓ ‪ :‬ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﻣﺪﺕ ﺯﻣﺎﻥ ﻫﺮ ﻳﻚ ﺍﺯ ﻓﻌﺎﻟﻴﺖ ﻫﺎﺳﺖ‪.‬‬
‫‪ -4‬ﺑﺮﺩﺍﺭﻫﺎﻱ ﺍﺗﺼﺎﻝ ﻛﻪ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﻭﺍﺑﺴﺘﮕﻲ ﻫﺎﻱ ﺑﻴﻦ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺭﺍ ﻧﺸﺎﻥ ﻣﻴﺪﻫﺪ‪.‬‬
‫‪ -5‬ﺭﻭﺵ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ )‪ : (Critical Path Method‬ﻳﻚ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﺩﺭ ﻳﻚ ﭘﺮﻭژﻩ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺍﺳﺖ ﻛﻪ ﻃﻲ ﺁﻥ ﭘﺮﻭژﻩ‬
‫ﺩﺭ ﺯﻭﺩﺗﺮﻳﻦ ﺯﻣﺎﻥ ﻣﻤﻜﻦ ﺗﻜﻤﻴﻞ ﻣﻲ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻣﺴﻴﺮ ﻃﻮﻻﻧﻲ ﺗﺮﻳﻦ ﻣﺴﻴﺮ ﻧﻤﻮﺩﺍﺭ ﺷﺒﻜﻪ ﺍﺳﺖ‪ .‬ﻭ ﻛﻤﺘﺮﻳﻦ ﺷﻨﺎﻭﺭﻱ ﻳﺎ ﻓﺮﺟﻪ ﺭﺍ ﺩﺍﺭﺩ‪.‬‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺑﻪ ﻃﻮﺭ ﻣﻌﻤﻮﻝ ﺩﺭ ﭘﺮﻭژﻩ ﺑﻪ ﺻﻮﺭﺕ ﻫﻤﺰﻣﺎﻥ ﻳﺎ ﻣﻮﺍﺯﻱ ﺍﺟﺮﺍ ﻣﻲ ﺷﻮﻧﺪ‪ .‬ﻭ ﺩﺭ ﺍﻛﺜﺮ ﭘﺮﻭژﻩ ﻫﺎ ﭼﻨﺪﻳﻦ ﻣﺴﻴﺮ ﺑﺮﺍﻱ‬
‫ﺍﺧﺘﺘﺎﻡ ﭘﺮﻭژﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻃﻮﻻﻧﻲ ﺗﺮﻳﻦ ﻣﺴﻴﺮ ﻳﺎ ﻣﺴﻴﺮﻱ ﻛﻪ ﺷﺎﻣﻞ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺑﺤﺮﺍﻧﻲ ﻣﻲ ﺑﺎﺷﺪ ﻣﺴﻴﺮﻱ ﺍﺳﺖ ﻛﻪ ﺯﻣﺎﻥ ﺗﻜﻤﻴﻞ ﭘﺮﻭژﻩ‬
‫ﺭﺍ ﻣﺸﺨﺺ ﻣﻴﻜﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺣﺎﻟﺖ ﺗﺎ ﺯﻣﺎﻧﻲ ﻛﻪ ﺗﻤﺎﻡ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﻛﺎﻣﻞ ﻧﺸﻮﻧﺪ ﭘﺮﻭژﻩ ﺑﻪ ﺍﺗﻤﺎﻡ ﻧﻤﻲ ﺭﺳﺪ‪ .‬ﺑﺮﺍﻱ ﻣﺤﺎﺳﺒﻪ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﺩﺭ‬
‫ﺍﺑﺘﺪﺍ ﻳﻚ ﻧﻤﻮﺩﺍﺭ ﺷﺒﻜﻪ ﺗﻬﻴﻪ ﻣﻴﺸﻮﺩ‪ .‬ﺳﭙﺲ ﺯﻣﺎﻥ ﻣﺮﺑﻮﻁ ﺑﻪ ﻫﺮ ﻓﻌﺎﻟﻴﺖ ﺑﺮﺁﻭﺭﺩ ﻣﻲ ﮔﺮﺩﺩ‪ .‬ﻣﺤﺎﺳﺒﺎﺕ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﺷﺎﻣﻞ ﺍﺿﺎﻓﻪ ﻛﺮﺩﻥ‬
‫ﻫﻤﻪ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺭﻭﻱ ﻫﺮﻳﻚ ﺍﺯ ﻣﺴﻴﺮ ﻫﺎﻱ ﻧﻤﻮﺩﺍﺭ ﺍﺳﺖ‪ .‬ﻃﻮﻻﻧﻲ ﺗﺮﻳﻦ ﻣﺴﻴﺮ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﺍﺳﺖ‪.‬‬

‫ﻛﻨﺘﺮﻝ ﺯﻣﺎﻧﺒﻨﺪﻱ‬

‫ﻫﺪﻑ ‪ :‬ﺷﻨﺎﺧﺖ ﻭﺿﻌﻴﺖ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻭ ﺗﺎﺛﻴﺮ ﺁﻥ ﺑﺮﻭﻱ ﻋﻮﺍﻣﻠﻲ ﻛﻪ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬ ‫‪-‬‬
‫ﻣﻬﻤﺘﺮﻳﻦ ﻭﺭﻭﺩﻱ ﻫﺎ ‪ :‬ﻣﺒﻨﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ‪ ،‬ﮔﺰﺍﺭﺵ ﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ‪ ،‬ﺩﺭﺧﻮﺍﺳﺖ ﻫﺎﻱ ﺗﺎﻳﻴﺪ ﺷﺪﻩ ﺗﻐﻴﻴﺮﺍﺕ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻧﺒﻨﺪﻱ‬ ‫‪-‬‬
‫ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﻜﻴﻨﻴﻚ ﻫﺎﻱ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ‪ :‬ﮔﺰﺍﺭﺷﻬﺎﻱ ﭘﻴﺸﺮﻓﺖ‪ ،‬ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻣﺎﻧﻨﺪ ‪ ،MSP‬ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ ﻣﺜﻞ‬ ‫‪-‬‬
‫ﻧﻤﻮﺩﺍﺭ ﮔﺎﻧﺖ ﻭ ﺗﺤﻠﻴﻞ ﻭﺍﺭﻳﺎﻧﺲ ﻭ ﻏﻴﺮﻩ‬
‫ﻣﻬﻤﺘﺮﻳﻦ ﺧﺮﻭﺟﻲ ﻫﺎ‪ :‬ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻱ ﻋﻤﻠﻜﺮﺩ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭﺧﻮﺍﺳﺘﻲ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻼﺣﻲ ﭘﻴﺸﻨﻬﺎﺩﻱ ﻭ ﺑﻬﻨﮕﺎﻡ ﺳﺎﺭﻱ ﻣﺒﻨﺎﻱ ﺯﻣﺎﻧﺒﻨﺪﻱ‪،‬‬ ‫‪-‬‬
‫ﻓﻬﺮﺳﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎ‪ ،‬ﻣﺸﺨﺼﺎﺕ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﻭ ﻏﻴﺮﻩ‬