The Agile PMO مكتب إدارة المشاريع الرشيق

1. The document outlines an implementation plan for establishing an effective Enterprise Project Management Office (EPMO) that is aligned with a company's strategy and objectives. 2. It recommends developing the EPMO in phases, starting with basic portfolio governance and progressing to more advanced capabilities like resource optimization and performance measurement. 3. The final phase involves sustaining an optimized EPMO through continuous improvement and benefits realization tracking.

Why a Program/Project Management Office (PMO)? What Is a PMO? Implementing a PMO Suggestions to Jump Start PMO implementation Questions & Answers

The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.

The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.

This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.

A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.

This document outlines the creation and evolution of a PMO at Rockwell Automation over several years. It started as a small PMO of 10 people focused on software projects. Through training, processes, and tools implementation, it matured and expanded. It helped other parts of the company adopt project management practices and scaled up to an enterprise PMO supporting the entire organization with 369 project managers globally. The PMO helped improve project execution and decision making through real-time data and focus on delivering value to customers.

ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008

هذه المحاضرة تتحدث عن تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي Strategic PMO Implementation حيث كنت قد قدمتها بمدينة جدة يوم السابع من مارس 2018 بمعرض ومؤتمر The Big 5 Saudi 2018 باللغة الإنجليزية. الان قمت بتجهيز فيديو باللغة العربية عن هذه المحاضرة. في هذه المحاضرة تحدث فيها عن التوجه العالمي لتحوُل مكاتب إدارة المشاريع لتكون مكاتب إدارة مشاريع إستراتيجية تجمع بين الادارة الاستراتيجية ومكتب ادارة المشاريع في مكتب واحد ودّعمت ذلك بأدلة من تقرير ال PMI وهو PMI pulse of the profession 2017. قمت بعدها بشرح التعارض الموجود في كثير من المؤسسات بين وحدة (إدارة) التخطيط الاستراتيجي Strategic Management Office (SMO) ومكاتب إدارة المشاريع (PMO) وأن الحل في دمجهما تحت إدارة ومكتب واحد وهو مكتب إدارة المشاريع الإستراتيجي Strategic PMO. ومن ثم تطرقت لتعريف ودور مكتب إدارة المشاريع الاستراتيجي Strategic PMO وطبيعة عمله وخدماته التي يقدمها ومن ثم تطرق للخطوات اللازمة لبناء وتأسيس مكتب ادارة المشاريع الإستراتيجي وختمت المحاضرة بالحديث عن تشغيل مكتب ادارة المشاريع الاستراتيجي وما هي الأشياء التي يجب وضعها في الحسبان.

a step by step presentation to how to set up a project management office (PMO). Includes links to useful resources and clear actions.

This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.

The document discusses the strategy and roadmap for the ePMO (enterprise project management office) at MSC over fiscal year 2015. It outlines three pillars for the ePMO strategy: project competency, project excellence, and PMO best practices. For project competency, it discusses developing a project capability center (PCC) with career paths and competency assessments for project managers. For project excellence, it discusses achieving higher levels of portfolio/program/project maturity based on frameworks from Gartner and P3M3. For PMO best practices, it lists several practices around leadership, project and business acumen, reporting, and resource and risk management.

Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.

PMI Thought Leadership Series on PMOs Benchmark your PMO against the most common types including areas of responsibility and focus.

هذه المحاضرة بعنوان The Next Generation PMO كنت قد قدمتها في مؤتمر The Big 5 Saudi بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال Disruptive World وما هو الدور المنوط به في ال Digital Transformation وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال Value Delivery في المؤسسة بدلا عن الاكتفاء بدور ال Administration or Support بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال Benefits Realization Management وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى Agile PMO ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال High Performing PMO

A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.

In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.

Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.

This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.

The document discusses the "Seven Deadly Sins of Scrum" which can undermine the benefits of an agile Scrum framework. The sins include having a culture and mindset that does not fully embrace the values of agile, not properly aligning all stakeholders to the change, and failing to involve testers fully in planning, estimation and definition of done activities. Other sins are an overemphasis on pushing work rather than teams pulling work, not refining product backlogs collaboratively, and Scrum Masters failing to facilitate organizational change and focus on agile values. The document emphasizes the importance of culture change and embracing agile values to truly realize the benefits of Scrum.

The document discusses trends and challenges related to transitioning from a non-Agile project management office (PMO) to an Agile PMO. It notes that moving to an Agile PMO shifts the role from consulting and controlling to one that is more advisory. It also emphasizes that the transition requires significant effort, resources, and patience. Key challenges include the incompatibility between traditional and Agile PMO structures and the need for organizations and individuals to commit to building an Agile culture.

This document provides an overview of Agile Project Management. It defines Agile as a flexible and interactive method for determining software requirements and delivering projects. Key aspects of Agile include empowered teams, supplier and customer feedback, and delivering work in short iterations rather than long phases. Several software development methods like Scrum and Extreme Programming are derived from Agile principles. The document then discusses Agile qualifications, course contents, and products used in an Agile lifecycle.

This document provides an overview of key project management concepts: - A project is a temporary endeavor undertaken to create a unique product, service or result that has defined objectives, start and end dates. - Project management involves applying knowledge, skills, tools and techniques through five process groups (initiating, planning, executing, monitoring/controlling, closing) to meet project requirements. - Project success is defined by completing the project on time, budget and scope and delivering a product/service that provides value to the organization. Key success factors include strategic leadership, culture, authority, risk management, and stakeholder engagement. - Becoming a certified Project Management Professional (PMP) is an important way to demonstrate

Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations

While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.

This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen. This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you: -Make your strategy happen and boost your company’s performance Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach -(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation -(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture -(III) List your potential initiatives for each pillar -(IV) Create your business cases and financial models to assess potential initiatives -(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt -(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication -(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan

The introduction of a project management framework will provide a structured and managed approach for projects within your company. With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.

It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas: - Revisiting Basics - Establishing your PMO using Agile techniques - Operating an agile PMO - Agile PMO improvement

This document discusses developing customized processes for IT projects. It describes why standard processes may not fit all projects and introduces some common project management methodologies like PRINCE2 and Agile. It also discusses tailoring processes to individual project needs through a four step method. The document then covers project management certification through PMI and assessing organizational maturity levels using the Project Management Maturity Model.

Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.

1 PJM6000 Week 1 Project Management Practices Professor Al Grusby, MBA, PMP® Notes: • Attendance • Format of the class • Discussion Boards – Introduce Yourself • Intro to Course 2 Lecture Overview 1. What is Project, Program & Portfolio Management? 2. Discuss the Importance of Project Management 3. Where Does the PMI Framework fit in? 4. The Project Management Profession 5. How Does Organizational Structure Impact Project Management? 3 Program & Portfolio Management 4 Project, Program & Portfolio Management consists of three main areas Portfolio Management (PfM) Program Management (PgM) Project Management (PjM) Focus of this class Project vs. General Management • General Management and Project Management have much in common, but also have significant differences – General Business Operations: • repetitive activities, generate the same product or service, go on indefinitely (considered daily business) – Projects: • Not necessarily defined by Size or Duration • May involve a single person or many thousands • May take 100 hours to complete or 10 million hours • Have a beginning and end • Manage project activities through the use of project management Knowledge and Methods 5 What Is a Project ? “A project is a temporary endeavor undertaken to create a unique product, service, or result.” 6 -- Project Management Institute (PMI®) “PMBOK© Guide” What Is Project Management ? “The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” 7 -- Project Management Institute (PMI®) “PMBOK© Guide” Project Management • Purpose: Organize & get work done – Work gets done in a company through projects – Determine what to do • Do the first things first • Determine best order to complete all the elements involved in the project 8 Project Management Thought Process • Walk through a project mentally before starting the work – Visualization (Example: Athletes) – “Begin with the end in mind” – Stephen R. Covey » What is the “product, service, or result” desired at the END of the project? » Get a clear picture of this first – Then work backwards 9 School of Hard Knocks Lesson Learned All too often people want to start the work on a project before planning the work resulting in making the project more difficult, costing more and taking longer to complete. Class Activity • Individually, identify what you consider to be the greatest achievements of mankind in the last five decades – 10 minutes. • Get together with your groups and, – Agree on the top 3 achievements. – Write down how each of these achievements conform to the definition of a project – be specific. – Explain the importance of project management based on your review. – 10 minutes 10Larson, Gray, Project Management; the Managerial Process 11 What is Program Management? What Is a Program ? “A group of related projects, other programs, and program .

1 PJM6000 Week 1 Project Management Practices Professor Al Grusby, MBA, PMP® Notes: • Attendance • Format of the class • Discussion Boards – Introduce Yourself • Intro to Course 2 Lecture Overview 1. What is Project, Program & Portfolio Management? 2. Discuss the Importance of Project Management 3. Where Does the PMI Framework fit in? 4. The Project Management Profession 5. How Does Organizational Structure Impact Project Management? 3 Program & Portfolio Management 4 Project, Program & Portfolio Management consists of three main areas Portfolio Management (PfM) Program Management (PgM) Project Management (PjM) Focus of this class Project vs. General Management • General Management and Project Management have much in common, but also have significant differences – General Business Operations: • repetitive activities, generate the same product or service, go on indefinitely (considered daily business) – Projects: • Not necessarily defined by Size or Duration • May involve a single person or many thousands • May take 100 hours to complete or 10 million hours • Have a beginning and end • Manage project activities through the use of project management Knowledge and Methods 5 What Is a Project ? “A project is a temporary endeavor undertaken to create a unique product, service, or result.” 6 -- Project Management Institute (PMI®) “PMBOK© Guide” What Is Project Management ? “The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” 7 -- Project Management Institute (PMI®) “PMBOK© Guide” Project Management • Purpose: Organize & get work done – Work gets done in a company through projects – Determine what to do • Do the first things first • Determine best order to complete all the elements involved in the project 8 Project Management Thought Process • Walk through a project mentally before starting the work – Visualization (Example: Athletes) – “Begin with the end in mind” – Stephen R. Covey » What is the “product, service, or result” desired at the END of the project? » Get a clear picture of this first – Then work backwards 9 School of Hard Knocks Lesson Learned All too often people want to start the work on a project before planning the work resulting in making the project more difficult, costing more and taking longer to complete. Class Activity • Individually, identify what you consider to be the greatest achievements of mankind in the last five decades – 10 minutes. • Get together with your groups and, – Agree on the top 3 achievements. – Write down how each of these achievements conform to the definition of a project – be specific. – Explain the importance of project management based on your review. – 10 minutes 10Larson, Gray, Project Management; the Managerial Process 11 What is Program Management? What Is a Program ? “A group of related projects, other programs, and program ...

2014 Process Management Strategic Overview PMO, Business Technology Services Warner Music Group New York

By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together

This document provides an overview of project management certification through the Project Management Institute (PMI). It discusses that PMI provides the Project Management Body of Knowledge (PMBOK) as a global standard for managing projects. To become PMP certified, candidates must meet experience requirements, complete project management education hours, and pass the PMP exam. The exam tests knowledge across the 10 project management knowledge areas and 5 process groups outlined in PMBOK. Finally, the document summarizes key aspects of project vs operations management and organizational structures that support project management.

Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.

This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.

The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include: - It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas. - There will be a greater focus on outcomes rather than outputs. - Tailoring guidance is expanded to help with choosing the right delivery approach. - Models, methods and artifacts content will be on the new PMI Standards+ digital platform. - The Standard for Project Management separates from the guide and contains principles for delivery.

هذه المحاضرة تتحدث عن الذكاء الاصطناعي في إدارة المشاريع Artificial Intelligence (AI) in Project Management حيث قمت في بدايتها بطرح أهمية الذكاء الاصطناعي حاليا في كل مجالات العمل ورأي مدراء المؤسسات الكبرى في دوه في عالم الأعمال ورأي ال PMI في أهميته أيضا. بعدها قمت بتوضيح العلاقة بين الذكاء الاصطناعي ومجال إدارة المشاريع ومن بصورة مبسطة أهم ست تقنيات تستخدم في الذكاء الاصطناعي حاليا. انتقلت بعد ذلك إلى الآلية المستخدمة للاستفادة القصوى من الذكاء الاصطناعي وما يجب على المؤسسات فعله لحصد ثمار تقنيات الذكاء الاصطناعي وختمت المحاضرة بتوضيح نموذجين تطبيقيين لتقنيات الذكاء الاصطناعي في عالم الأعمال.

1. Root Cause Analysis (RCA) is a technique used to identify the underlying cause of problems by tracing events and causal factors. It involves five steps: defining the problem, collecting data, identifying possible causes, determining the root cause, and recommending solutions. 2. RCA seeks to identify the origin of problems to determine what happened, why it happened, and how to prevent it from happening again. It examines physical, human, and organizational causes using tools like 5 Whys, cause-and-effect diagrams, and failure mode and effects analysis. 3. RCA is useful for understanding complex systems and identifying key points of failure to address the root causes of problems and minimize future issues through continuous improvement.

هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن: • مقدمة بسيطة عن التحول الرقمي • الوضع الحالي لإدارة المشاريع بتقييم من ال PMI • أهم ثلاثة عوامل في نجاح المشاريع مستقبلا • طرق العمل الجديدة لإدارة المشاريع • دور مكتب إدارة المشاريع مستقبلا • التعامل مع التحول الرقمي • المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي • حديث عن ال Gig Economy لحضور المحاضرة يمكنك الدخول على رابط الفيديو https://youtu.be/rMD6sXSMLLA

تتحدث هذه المحاضرة عن العصف الذهني Brainstorming وهي أداة يتم استخدامها بغرض تجميع أكبر قدر ممكن من الأفكار لحل مشكلة أو تطوير منتج أو خدمة. قمت في هذه المحاضرة بتعريف العصف الذهني او ال Brainstorming وشرحت أسباب اللجوء لهذه الأسلوب ووضحت أنواعه الموجودة. قمت بعد ذلك بتوضيح خطوات العصف الذهني او ال Brainstorming متطرقا لأنواع متخصصة من العصف الذهني او ال Brainstorming يتم استخدامها في أحوال خاصة. انتقلت بعدها لشرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 15 عملية ) موزعة على دليل تحليل الأعمال من ال PMI ( عمليتان) ودليل تحليل الأعمال من ال IIBA ( 13 عملية ) وتم توضيح كيفية تطبيق ذلك في في التحليل الرباعي SWOT وفي إعداد الخطط الاستراتيجية.

هذه المحاضرة تتحدث عن تحليل باريتو Pareto Analysis وهو أسلوب يساعد متخذ القرار او المدير في ترتيب أولويات عمله والأشياء التي يفترض ان يركز عليها في عمله. قدمت نبذة تاريخية بسيطة عن مكتشف هذا المفهوم ومن ثم قمت فيها بشرح مفهوم باريتو Pareto Concept والذي يعتمد على أن قاعدة 20/80 والتي تقول أن 20% من الجهد الذي نبذله يؤدي إلى 80% من النتائج ولكن علينا ان نعرف ما هي ال 20% باستخدام تحليل باريتو Pareto Analysis. تناولت بعدها الخطوات المطلوبة لتحليل باريتو Pareto Analysis وكيفية تطوير مخطط باريتو Pareto Chart انتقلت بعدا شرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 10 عمليات ) موزعة على دليل تحليل الأعمال من ال PMI ( عمليتان) ودليل تحليل الأعمال من ال IIBA ( 8 عمليات ) وتم توضيح كيفية تطبيق ذلك في التشغيل والأعمال المختلفة. تم شرح الموضوع من جانب عملي مدعما بأمثلة بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.

هذه المحاضرة تتحدث عن إدارة تحقيق المنافع Benefits Realization Management. قمت فيها بشرح تعريف إدارة تحقيق المنافع Benefits Realization Management ودعمت الشرح بمثال عملي لتسهيل المفهوم. تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع Benefits Realization Management يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال PMI. انتقلت بعدها إلى شرح Benefits Realization Management Framework والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى. انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي EPMO في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة. تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.

هذه المحاضرة تتحدث عن دورة حياة تسليمات ومخرجات المشروع Project Deliverables وهي محاضرة عمليّة تربط واقع المشاريع الحالي بتنظير هذه العمليات حسب المعيار السادس لإدارة المشاريع ال PMBOK6 حيث أخذت بعين الاعتبار مدير المشروع من جانب المالك ومدير المشروع من جانب المقاول وكيف ينظر كل منهما لكل هذه العمليات. التي تشترك أو تساهم في انتاج وتوليد تسليمات (مخرجات) المشروع. قمت فيها كيفية إنتاج وتوليد تسليمات (مخرجات) المشروع وذلك عبر عملية توجيه وإدارة أعمال المشروع Direct and Manage Project Work وكيف يتحول التسليم (مخرج المشروع) إلى عملية ضبط الجودة Control Quality وبيّنت الرابط بين عملية ضبط الجودة وعملية Manage Quality وشرحت الفرق بينهما. انتقلت بعدها لشرح عملية ضبط نطاق العمل Validate Scope والتي ينتقل لها تسليم (مخرج) المشروع بعد عملية التحكم في الجودة. وأظهرت الفروقات بين ضبط نطاق العمل والتحكم في الجودة. ومررت على عملية ضبط نطاق العمل Control Scope وأوضحت ما يدور فيها وأنها ليست لها علاقة مباشرة بعمليتي ضبط الجودة ولا ضبط نطاق العمل. قمت بعد ذلك بتوضيح ما يدور في عملية التحكم في المشتريات Control Procurement حيث يتم صرف المستخلصات.وعلاقة ذلك بتسليمات (مخرجات) المشروع كما تطرقت لعلاقة كل تلك العمليات بعملية إجراء التحكم المتكامل في التغيير Perform Integrated Change Control

هذه المحاضرة بعنوان بيانات ومعلومات وتقارير أداء عمل المشروع Project Work Performance Data, Informational and Reports تحدثت فيها عن آلية عمل مدير المشروع طريقة تخطيط مدير المشروع لقياس ومتابعة المشروع وذلك عبر تحديد بيانات أداء المشروع التي سيقوم بقياسها أثناء تنفيذ المشروع وموعد قياسها. اثناء التنفيذ يقوم مدير المشروع بقياس هذه البيانات وتحويلها لمعلومات أداء العمل ويقارن معلومات أداء العمل الناتجة بالمخطط لها. وبعدها يقوم بتجميع في تقرير(تقارير) أداء العمل الذي يسلط الضوء على أداء المشروع ككل وبه القرارات التصحيحية او العلاجية او الوقائية اللازمة (إن كان هناك داعي لها إذا وجد انحراف في المشروع مقارنة بالمخطط له). ومن ثمّ يقوم مدير المشروع بتوزيع هذا التقرير (التقارير) للمعنيين بالمشروع وأصحاب العلاقة في المشروع على حسب خطة إدارة التواصل

هذه المحاضرة تحدثت فيها عن إدارة القيمة المكتسبة Earned Value Management وهي أسلوب متبع لقياس ومتابعة المشاريع والتحكم بها. تناولت هذه المحاضرة بعض المفاهيم الخاطئة في قياس المشاريع ومن ثم تم شرح إدارة القيمة المكتسبة وفوائدها. وتم التطرق لخطوات بناء واستخدام إدارة القيمة المكتسبة وشرح مؤشرات الأداء التي يتم استخدامها فيها.

هذه المحاضرة هي امتداد لما سبق عن التخطيط الإستراتيجي. وهي تتحدث عن بطاقة الأداء المتوازن Balanced Scorecard وأركانها. وعن الأسباب التي دعت إلى استخدامها ومن ثم تطرقت إلى مفهوم الخريطة الإستراتيجية ومن بعدها تم شرح مناظير بطاقة الأداء المتوازن الأربعة وهي المالي والزبائن والعمليات الداخلية والتعلم والنمو وكيفية تطوير وتوليد الأهداف الإستراتيجية لكل منظور. بعدها شرحت مؤشرات الأداء الإستراتيجية ومستهدفات الأداء لها وختمت الحديث بكلام عن المبادرات التي تسهم في تحقيق الأهداف الإستراتيجية.

يعتبر التحليل الرباعي (SWOT Analysis) هو أحد المصادر التي يتم من خلالها معرفة نقاط القوة التي تمتلكها المؤسسة وماهي الفرص التي يمكن استثمارها من أجل تحقيق تلك الأهداف�� كما أن تحليل الوضع الراهن يظهر نقاط الضعف الموجودة بالمؤسسة والتهديدات التي تواجهها. هذه المحاضرة تقدم فكرة عن كيفية عمل تحليل رباعي بأسلوب سهل وبسيط لمؤسسة او شركة.

هذه المحاضرة تسلط الضوء على التخطيط الاستراتيجي من وجهة نظر ادارة المشاريع. قدمت فيها شرحا مبسطا لكيفية إعداد خطة استراتيجية قابلة للقياس والتطبيق وتحقق قيمة مكتسبة للمؤسسة.

This Presentation discusses some of the professional certificates found in the labor market in the field of Agile and made some comparisons between them. Then It refers to the PMI-Agile Certified Practitioner (PMI-ACP) and how it could be achieved, and the benefits that the examiner has for him and I compared her with other professional certificates related to Agile. Lastly, It talks about the PMI Agile Practice Guide issued by the PMI.

يتساءل كثيرون ما هو دور مدير المشروع في الإدارة الرشيقة للمشاريع او ال Agile؟ ويتخوف كثير من مدراء المشاريع الذين اعتادوا العمل بالطرق التقليدية للمشاريع من أنه ليس لهم دور ملموس وان مهامهم توزعت بين ال Product Owner وبين فريق العمل مما قد يتسبب في سوء تقييم لهم من المدراء والمسؤولين في الشركات والمؤسسات والذي قد ينعكس في المرتبات والامتيازات المالية فضلا عن أنهم قد يتم الاستغناء عنهم! وبما أن الإدارة الرشيقة للمشاريع هي طريقة جديدة مختلفة في كثير من الجوانب عن الطرق التقليدية فكذلك فقد اختلف دور مدير المشروع عن دوره السابق. حيث يمكننا القول ان مدير المشروع في الإدارة الرشيقة للمشاريع تحول لقيادة فريق العمل بفاعلية أكثر من الاكتفاء بدور إدارة المشروع. هذا المقال لبيان الدور والمهم والفعال الذي يقوم به مدير المشروع في الإدارة الرشيقة للمشاريع ولإزالة الهواجس عن التخوف من فقدان المركز او النفوذ إذا انتقل للعمل كمدير المشروع في الإدارة الرشيقة للمشاريع او ال Agile.

This presentation is about “Agile Project from Visibility to Closing”. It describes the agile project from the visioning until closing. It shows how agile concept and mindset manifests itself through agile project ‘interactions, meetings, events and producing the workable product.

This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.

This Presentation gives the scene for agile project management. It shows the differences between agile and traditional project management approaches, including why using agile methods is often the best choice for certain projects.

Now, it is final! PMI- Project Management Institute to publish PMBOK 6th edition officially . But what is changing from the PMBOK 5th edition to PMBOK 6th edition? How will the PMBOK 6th edition change impact us? Let us dig deeper to understand what changes in PMBOK 6th edition and what does not and how and whom it will impact. We will summarize the changes in PMBOK 6th edition in this Presentation.

The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.

Ladder safety ppt

This is one of a few books which

Don't wish for less problems but for more capacity. In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life. To get the recording of this seminar, join our community on Clubhouse @ High Impact Makers

Final Report of MGT 489 Strategic Management under Mr. Samuel Mursalin.

basic understanding of behavior based safety (BBS)

In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.

The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication. REQUIREMENTS The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field. Two years experience in office administration Final year graduates with industrial attachment will be considered. In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills. To apply: https://gafm.com.my/digital-certification/application-for-certification/

Contingency Theory

Quotes to significantly turn your life to a new chapter you've always desired.