IT270

– IT PROJECT MANAGEMENT www.Seu1.org

CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Learning Objectives

o Describe the systems view of project management and how it applies to information technology
projects
o Understand organizations, including the four frames, organizational structures, and organizational
culture
o Explain why stakeholder management and top management commitment are critical for a project’s
success
o Understand the concept of a project phase and the project life cycle and distinguish between project
development and product development
o Discuss the unique attributes and diverse nature of information technology projects
o Describe recent trends affecting IT project management, including globalization, outsourcing, and
virtual teams

‫وﺻف ﻋرض اﻷﻧظﻣﺔ ﻹدارة اﻟﻣﺷروﻋﺎت وﮐﯾﻔﯾﺔ ﺗطﺑﯾﻘﮭﺎ ﻋﻠﯽ ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ o
‫ واﻟﺛﻘﺎﻓﺔ اﻟﺗﻧظﯾﻣﯾﺔ‬،‫ واﻟﮭﯾﺎﻛل اﻟﺗﻧظﯾﻣﯾﺔ‬،‫ ﺑﻣﺎ ﻓﻲ ذﻟك اﻹطﺎرات اﻷرﺑﻌﺔ‬،‫ﻓﮭم اﻟﻣﻧظﻣﺎت‬ o
‫ﺷرح ﺳﺑب أھﻣﯾﺔ إدارة أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ واﻻﻟﺗزام ﺑﺎﻹدارة اﻟﻌﻠﯾﺎ ﻟﻧﺟﺎح اﻟﻣﺷروع‬ o
‫ﻓﮭم ﻣﻔﮭوم ﻣرﺣﻠﺔ اﻟﻣﺷروع ودورة ﺣﯾﺎة اﻟﻣﺷروع واﻟﺗﻣﯾﯾز ﺑﯾن ﺗطوﯾر اﻟﻣﺷروع وﺗطوﯾر اﻟﻣﻧﺗﺟﺎت‬ o
‫ﻣﻧﺎﻗﺷﺔ اﻟﺳﻣﺎت اﻟﻔرﯾدة واﻟطﺑﯾﻌﺔ اﻟﻣﺗﻧوﻋﺔ ﻟﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ o
،‫ واﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬،‫ ﺑﻣﺎ ﻓﻲ ذﻟك اﻟﻌوﻟﻣﺔ‬،‫وﺻف اﻻﺗﺟﺎھﺎت اﻟﺣدﯾﺛﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ إدارة ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬ o
‫واﻟﻔرق اﻻﻓﺗراﺿﯾﺔ‬

ü Project Cannot Be Run in Isolation

o Projects must operate in a broad organizational environment

o Project managers need to use systems thinking:
Ø Taking a holistic view of carrying out projects within the context of the organization
o Senior managers must make sure projects continue to support current business needs

.‫ ﯾﺟب ان ﺗﻌﻣل اﻟﻣﺷﺎرﯾﻊ ﻓﻲ ﺑﯾﺋﺔ ﺗﻧظﯾﻣﯾﺔ واﺳﻌﺔ‬o

:‫ ﯾﺣﺗﺎج ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ اﻟﻰ اﺳﺗﺧدام اﻟﺗﻔﻛﯾر ﻓﻲ اﻻﻧظﻣﺔ‬o
‫ إﻟﻘﺎء ﻧظرة ﺷﺎﻣﻠﺔ ﻋﻠﻰ ﺗﻧﻔﯾذ اﻟﻣﺷﺎرﯾﻊ ﻓﻲ ﺳﯾﺎق اﻟﻣﻧظﻣﺔ‬Ø
‫ ﯾﺟب ﻋﻠﻰ ﻛﺑﺎر اﻟﻣدﯾرﯾن اﻟﺗﺄﻛد ﻣن اﺳﺗﻣرار اﻟﻣﺷﺎرﯾﻊ ﻓﻲ دﻋم اﺣﺗﯾﺎﺟﺎت اﻟﻌﻣل اﻟﺣﺎﻟﯾﺔ‬o

1 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü A Systems View of Project Management

o A systems approach emerged in the 1950s to describe a more analytical approach to management
and problem solving
o Three parts include:
Ø Systems philosophy: an overall model for thinking about things as systems
Ø Systems analysis: problem-solving approach
Ø Systems management: address business, technological, and organizational issues before
making changes to systems

.‫ وظﮭر ﻧﮭﺞ اﻟﻧظم ﻓﻲ اﻟﺧﻣﺳﯾﻧﺎت ﻟوﺻف ﻧﮭﺞ أﻛﺛر ﺗﺣﻠﯾﻼ ﻟﻺدارة وﺣل اﻟﻣﺷﺎﻛل‬o
:‫ وﺗﺷﻣل ﺛﻼﺛﺔ أﺟزاء‬o
‫ ﻧﻣوذج ﺷﺎﻣل ﻟﻠﺗﻔﻛﯾر ﻓﻲ اﻷﺷﯾﺎء ﻣﺛل اﻻﻧظمة‬:‫ ﻓﻠﺳﻔﺔ اﻷﻧظﻣﺔ‬Ø
‫ ﻧﮭﺞ ﺣل اﻟﻣﺷﻛﻠﺔ‬:‫ ﺗﺣﻠﯾل اﻟﻧظم‬Ø
‫ ﻣﻌﺎﻟﺟﺔ اﻟﻘﺿﺎﯾﺎ اﻟﺗﺟﺎرﯾﺔ واﻟﺗﻛﻧوﻟوﺟﯾﺔ واﻟﺗﻧظﯾﻣﯾﺔ ﻗﺑل إﺟراء ﺗﻐﯾﯾرات ﻋﻠﻰ اﻷﻧظﻣﺔ‬:‫ إدارة اﻷﻧظﻣﺔ‬Ø

ü Figure 2-1. Three Sphere Model for Systems Management

2 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Understanding Organization

Structural frame: Focuses on roles and .‫ ﯾرﻛز ﻋﻠﻰ اﻷدوار واﻟﻣﺳؤوﻟﯾﺎت واﻟﺗﻧﺳﯾق واﻟرﻗﺎﺑﺔ‬:‫اﻹطﺎر اﻟﮭﯾﻛﻠﻲ‬
responsibilities, coordination and control. .‫ﺗﺳﺎﻋد اﻟﻣﺧططﺎت اﻟﺗﻧظﯾﻣﯾﺔ ﻓﻲ ﺗﺣدﯾد او ﺗﻌرﯾف ھذا اﻹطﺎر‬
Organization charts help define this frame.

Human resources frame: Focuses on providing ‫ ﯾرﻛز ﻋﻠﻰ ﺗوﻓﯾر اﻻﻧﺳﺟﺎم ﺑﯾن اﺣﺗﯾﺎﺟﺎت‬:‫إطﺎر اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
harmony between needs of the organization and .‫اﻟﻣﻧظﻣﺔ واﺣﺗﯾﺎﺟﺎت اﻟﻧﺎس‬
needs of people.

Political frame: Assumes organizations are ‫ ﯾﻔﺗرض أن اﻟﻣﻧظﻣﺎت ھﻲ ﺗﺣﺎﻟﻔﺎت ﺗﺗﺄﻟف ﻣن اﻷﻓراد‬:‫اﻹطﺎر اﻟﺳﯾﺎﺳﻲ‬
coalitions composed of varied individuals and .‫وﻣﺟﻣوﻋﺎت اﻟﻣﺻﺎﻟﺢ اﻟﻣﺗﻧوﻋﺔ‬
interest groups. Conflict and power are key issues. .‫ﻓﺎﻟﺻراع واﻟﺳﻠطﺔ ھﻣﺎ ﻣن اﻟﻣﺳﺎﺋل اﻟرﺋﯾﺳﯾﺔ‬

Symbolic frame: Focuses on symbols and meanings ‫ اﻟﺛﻘﺎﻓﺔ‬.‫ ﯾرﻛز ﻋﻠﻰ اﻟرﻣوز واﻟﻣﻌﺎﻧﻲ اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻷﺣداث‬:‫اﻹطﺎر اﻟرﻣزي‬
related to events. Culture is important. .‫ﻣﮭﻣﺔ‬

ü What Went Wrong?

Many enterprise resource planning (ERP) projects fail due to organizational issues, not technical issues. For
example, Sobey’s Canadian grocery store chain abandoned its two-year, $90 million ERP system due to
organizational problems.
As Dalhousie University Associate Professor Sunny Marche states, “The problem of building an integrated
system that can accommodate different people is a very serious challenge. You can’t divorce technology from
the sociocultural issues. They have an equal role.” Sobey’s ERP system shut down for five days, and employees
were scrambling to stock potentially empty shelves in several stores for weeks. The system failure cost Sobey’s
more than $90 million and caused shareholders to take an 82-cent after-tax hit per share.*

‫ ﺗﺧﻠت ﺳﻠﺳﻠﺔ ﻣﺗﺎﺟر‬،‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬.‫ وﻟﯾس اﻟﻘﺿﺎﯾﺎ اﻟﺗﻘﻧﯾﺔ‬،‫( ﺑﺳﺑب اﻟﻘﺿﺎﯾﺎ اﻟﺗﻧظﯾﻣﯾﺔ‬ERP) ‫ﻓﺷﻠت اﻟﻌدﯾد ﻣن ﻣﺷﺎرﯾﻊ ﺗﺧطﯾط ﻣوارد اﻟﻣؤﺳﺳﺔ‬
.‫ ﻣﻠﯾون دوﻻر ﺑﺳﺑب ﻣﺷﺎﻛل ﺗﻧظﯾﻣﯾﺔ‬90 ‫ وھو‬،‫ ﻋن ﻧظﺎﻣﮭﺎ ﻟﺗﺧطﯾط ﻣوارد اﻟﻣؤﺳﺳﺎت اﻟذي ﺗﺑﻠﻎ ﻣدﺗﮫ ﺳﻧﺗﺎن‬Sobey ‫اﻟﺑﻘﺎﻟﺔ اﻟﻛﻧدﯾﺔ ﻓﻲ‬
‫ "إن ﻣﺷﻛﻠﺔ ﺑﻧﺎء ﻧظﺎم ﻣﺗﻛﺎﻣل ﯾﻣﻛن أن ﺗﺳﺗوﻋب ﻣﺧﺗﻠف اﻟﻧﺎس ﯾﺷﻛل ﺗﺣدﯾﺎ ﺧطﯾرا‬،‫ أﺳﺗﺎذ ﻣﺳﺎﻋد ﺳوﻧﻲ ﻣﺎرش‬Dalhousie ‫ﻛﻣﺎ ﯾﻘول أﺳﺗﺎذ ﺟﺎﻣﻌﺔ‬
"‫ أﻏﻠق ﻧظﺎم ﺗﺧطﯾط ﻣوارد اﻟﻣؤﺳﺳﺎت اﻟﺗﺎﺑﻊ ﻟﺷرﻛﺔ‬." ً ‫ وﻟدﯾﮭم دور ﻣﺗﺳﺎوﯾﺎ‬.‫ ﻻ ﯾﻣﻛﻧك اﻻﻧﻔﺻﺎل ﻋن اﻟﻘﺿﺎﯾﺎ اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﺛﻘﺎﻓﯾﺔ‬.‫ﻟﻠﻐﺎﯾﺔ‬
Sobey ‫ ﺗﻛﻠﻔﺔ ﻓﺷل اﻟﻧظﺎم‬.‫ وﻛﺎن اﻟﻣوظﻔون ﯾﺳﻌون ﻟﺗﺧزﯾن اﻟرﻓوف اﻟﻔﺎرﻏﺔ اﻟﻣﺣﺗﻣﻠﺔ ﻓﻲ ﻋدة ﻣﺗﺎﺟر ﻷﺳﺎﺑﯾﻊ‬،‫ "ﻟﻣدة ﺧﻣﺳﺔ أﯾﺎم‬Sobey’s ERP
* .‫ ﻓﻲ اﻟﻣﺎﺋﺔ ﺑﻌد ﺧﺻم ﻟﻠﺿرﯾﺑﺔ ﻟﻠﺳﮭم اﻟواﺣد‬82 ‫ وﺗﺳﺑب اﻟﻣﺳﺎھﻣﯾن ﻻﺗﺧﺎذ‬$ ‫ ﻣﻠﯾون‬90 ‫أﻛﺛر ﻣن‬

3 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Organization Structures

o 3 basic organization structures
Ø Functional: functional managers report to the CEO
Ø Project: program managers report to the CEO
Ø Matrix: middle ground between functional and project structures; personnel often report to two
or more bosses; structure can be weak, balanced, or strong matrix

‫ ﺛﻼﺛﺔ ھﯾﺎﻛل اﻟﺗﻧظﯾﻣﯾﺔ اﻷﺳﺎﺳﯾﺔ‬o

.CEO ‫ ﺗﻘرﯾر ُﻣدﯾري اﻟوظﯾﻔﺔ اﻟﻰ‬:‫ اﻟوظﯾﻔﺔ‬Ø
.CEO ‫ ﺗﻘرﯾر ُﻣدﯾري اﻟﺑراﻣﺞ اﻟﻰ‬:‫ اﻟﻣﺷروع‬Ø
‫ ھﻲ اﻷﺳﺎس اﻟوﺳط ﺑﯾن اﻟﮭﯾﺎﻛل اﻟوظﯾﻔﯾﺔ وھﯾﺎﻛل اﻟﻣﺷﺎرﯾﻊ؛ ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﻘدم اﻟﻣوظﻔون ﺗﻘﺎرﯾرھم إﻟﻰ اﺛﻧﯾن أو أﻛﺛر ﻣن‬:‫ ﻣﺻﻔوﻓﺔ‬Ø
.‫ أو ﻣﺻﻔوﻓﺔ ﻗوﯾﺔ‬،‫ ﻣﺗوازن‬،‫اﻟرؤﺳﺎء؛ اﻟﮭﯾﻛل ﯾﻣﻛن أن ﯾﻛون ﺿﻌﯾف‬

ü Figure 2-2. Functional, Project, and Matrix Organization Structures

4 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Table 2-1. Organization Structures Influences on Projects

ü Stakeholder Management
o Project managers must take time to identify, understand, and manage relationships with all project
stakeholders
o Using the four frames of organizations can help meet stakeholder needs and expectations
o Senior executives/top management are very important stakeholders

.‫ ﯾﺟب ﻋﻠﻰ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ أن ﯾﺄﺧذوا وﻗﺗﺎ ﻟﺗﺣدﯾد اﻟﻌﻼﻗﺎت وﻓﮭﻣﮭﺎ وإدارﺗﮭﺎ ﻣﻊ ﺟﻣﯾﻊ أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻓﻲ اﻟﻣﺷروع‬o
.‫ وﯾﻣﻛن أن ﯾﺳﺎﻋد اﺳﺗﺧدام اﻻطﺎرات اﻷرﺑﻌﺔ ﻟﻠﻣﻧظﻣﺎت ﻓﻲ ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎت وﺗوﻗﻌﺎت أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ‬o
.‫ اﻹدارة اﻟﻌﻠﯾﺎ ھم أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟﻣﮭﻣﯾن ﺟدا‬/ ‫ ﻛﺑﺎر اﻟﺗﻧﻔﯾذﯾﯾن‬o

ü Organizational Culture

o Organizational culture is a set of shared assumptions, values, and behaviors that characterize the
functioning of an organization
o Many experts believe the underlying causes of many companies’ problems are not the structure or
staff, but the culture

.‫ واﻟﺳﻠوﻛﯾﺎت اﻟﺗﻲ ﺗﻣﯾز ﻋﻣل اﻟﻣﻧظﻣﺔ‬،‫ واﻟﻘﯾم‬،‫ اﻟﺛﻘﺎﻓﺔ اﻟﺗﻧظﯾﻣﯾﺔ ھﻲ ﻣﺟﻣوﻋﺔ ﻣن اﻻﻓﺗراﺿﺎت اﻟﻣﺷﺗرﻛﺔ‬o
.‫ وﻟﻛﻧﮭﺎ اﻟﺛﻘﺎﻓﺔ‬،‫ وﯾﻌﺗﻘد اﻟﻌدﯾد ﻣن اﻟﺧﺑراء أن اﻷﺳﺑﺎب اﻟﻛﺎﻣﻧﺔ وراء اﻟﻌدﯾد ﻣن اﻟﻣﺷﺎﻛل اﻟﺷرﻛﺎت ﻟﯾﺳت ھﯾﻛل أو اﻟﻣوظﻔﯾن‬o

5 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Ten Characteristics of Organizational Culture

1. Member identity* ‫ ھوﯾﺔ اﻷﻋﺿﺎء‬.1

2. Group emphasis* ‫ ﺗرﻛﯾز اﻟﻣﺟﻣوﻋﺔ‬.2
3. People focus ‫ ﺗرﻛﯾز اﻟﻧﺎس‬.3
4. Unit integration* ‫ وﺣدة اﻟﺗﻛﺎﻣل‬.4
5. Control ‫ ﻣراﻗﺑﺔ او ﺗﺣﻛم‬.5
6. Risk tolerance* ‫ ﺗﺣﻣل اﻟﻣﺧﺎطر‬.6
7. Reward criteria* ‫ ﻣﻌﯾﺎر اﻟﻣﻛﺎﻓﺄة‬.7
8. Conflict tolerance* ‫ ﺳﻣﺎﺣﺔ اﻟﺗﻌﺎرض‬.8
9. Means-ends orientation ‫ وﺳﺎﺋل وﻏﺎﯾﺎت اﻟﺗوﺟﯾﮫ‬.9
‫ ﺗرﻛﯾز اﻷﻧظﻣﺔ اﻟﻣﻔﺗوﺣﺔ‬.10
10. Open-systems focus*

*Project work is most successful in an organizational ‫ﻋﻣل اﻟﻣﺷروع ھو اﻷﻛﺛر ﻧﺟﺎﺣﺎ ﻓﻲ اﻟﺛﻘﺎﻓﺔ اﻟﺗﻧظﯾﻣﯾﺔ ﺣﯾث ھذه‬
culture where these items are strong/high and other .‫ ﻋﺎﻟﯾﺔ وﻏﯾرھﺎ ﻣن اﻟﺑﻧود اﻟﻣﺗوازﻧﺔ‬/ ‫اﻟﻌﻧﺎﺻر ﻗوﯾﺔ‬
items are balanced.

ü Media Snapshot

o The New York Times reported that the project to rebuild Ground Zero in New York City is having severe
problems; imagine all of the stakeholders involved in this huge, highly emotional project
o A 34-page report describes the many challenges faced in the reconstruction of the former World Trade
Center site nearly seven years after the terrorist attack of September 11, 2001
o The report identified the need for a steering to make final decisions on important matters

‫ وذﻛرت ﺻﺣﯾﻔﺔ "ﻧﯾوﯾورك ﺗﺎﯾﻣز" أن ﻣﺷروع إﻋﺎدة ﺑﻧﺎء "ﻏروﻧد زﯾرو" ﻓﻲ ﻣدﯾﻧﺔ ﻧﯾوﯾورك ﯾواﺟﮫ ﻣﺷﺎﻛل ﺧطﯾرة؛ ﺗﺧﯾل ﺟﻣﯾﻊ أﺻﺣﺎب‬o
‫اﻟﻣﺻﻠﺣﺔ اﻟﻣﺷﺎرﻛﯾن ﻓﻲ ھذا اﻟﻣﺷروع اﻟﺿﺧم واﻟﻣؤﺛر ﻟﻠﻐﺎﯾﺔ‬
‫ ﺻﻔﺣﺔ اﻟﺗﺣدﯾﺎت اﻟﻌدﯾدة اﻟﺗﻲ واﺟﮭﺗﮭﺎ اﻋﺎدة اﻋﻣﺎر اﻟﻣوﻗﻊ اﻟﺳﺎﺑق ﻟﻣرﻛز اﻟﺗﺟﺎرة اﻟﻌﺎﻟﻣﻲ ﺑﻌد ﺣواﻟﻰ ﺳﺑﻊ ﺳﻧوات‬34 ‫ وﯾﺻف ﺗﻘرﯾر ﻣن‬o
2001 ‫ ﺳﺑﺗﻣﺑر‬11 ‫ﻣن اﻟﮭﺟوم اﻹرھﺎﺑﻲ اﻟذى وﻗﻊ ﯾوم‬
.‫ وﺣدد اﻟﺗﻘرﯾر اﻟﺣﺎﺟﺔ إﻟﻰ ﺗوﺟﯾﮫ ﻻﺗﺧﺎذ ﻗرارات ﻧﮭﺎﺋﯾﺔ ﺑﺷﺄن اﻟﻣﺳﺎﺋل اﻟﮭﺎﻣﺔ‬o

ü The Importance of Top Management Commitment

o People in top management positions are key stakeholders in projects

o A very important factor in helping project managers successfully lead projects is the level of
commitment and support they receive from top management
o Without top management commitment, many projects will fail
o Some projects have a senior manager called a champion who acts as a key proponent for a project

‫اﻟﻧﺎس ﻓﻲ اﻟﻣﻧﺎﺻب اﻹدارﯾﺔ اﻟﻌﻠﯾﺎ ھم أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟرﺋﯾﺳﯾﯾن ﻓﻲ اﻟﻣﺷﺎرﯾﻊ‬ o

‫وﻣن اﻟﻌواﻣل اﻟﮭﺎﻣﺔ ﺟدا ﻓﻲ ﻣﺳﺎﻋدة ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ ﻋﻠﻰ ﻗﯾﺎدة اﻟﻣﺷﺎرﯾﻊ ﺑﻧﺟﺎح ﻣﺳﺗوى اﻻﻟﺗزام واﻟدﻋم اﻟذي ﯾﺗﻠﻘوﻧﮫ ﻣن اﻹدارة اﻟﻌﻠﯾﺎ‬ o
‫ ﺳوف ﺗﻔﺷل اﻟﻌدﯾد ﻣن اﻟﻣﺷﺎرﯾﻊ‬،‫وﺑدون اﻟﺗزام اﻹدارة اﻟﻌﻠﯾﺎ‬ o
‫ اﻟذي ﯾﻌﻣل ﻛﻣؤﯾد رﺋﯾﺳﻲ ﻟﻠﻣﺷروع‬champion ‫ﺑﻌض اﻟﻣﺷﺎرﯾﻊ ﻟدﯾﮭﺎ ﻣدﯾر ﻛﺑﯾر ﯾﺳﻣﻰ‬ o

6 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü How Top Management Can Help Project Managers

o Providing adequate resources ‫ﺗوﻓﯾر اﻟﻣوارد اﻟﻛﺎﻓﯾﺔ‬ o
o Approving unique project needs in a timely ‫اﻟﻣواﻓﻘﺔ ﻋﻠﻰ اﺣﺗﯾﺎﺟﺎت اﻟﻣﺷروع اﻟﻔرﯾدة ﻓﻲ اﻟوﻗت‬ o
manner ‫اﻟﻣﻧﺎﺳب‬
o Getting cooperation from other parts of the ‫اﻟﺣﺻول ﻋﻠﻰ اﻟﺗﻌﺎون ﻣن أﺟزاء أﺧرى ﻣن اﻟﻣﻧظﻣﺔ‬ o
organization ‫اﻟﺗوﺟﯾﮫ واﻟﺗدرﯾب ﻋﻠﻰ ﻗﺿﺎﯾﺎ اﻟﻘﯾﺎدة‬ o
o Mentoring and coaching on leadership issues

ü Best Practice

o IT governance addresses the authority and control for key IT activities in organizations, including IT
infrastructure, IT use, and project management
o A lack of IT governance can be dangerous, as evidenced by three well-publicized IT project failures in
Australia (Sydney Water’s customer relationship management system, the Royal Melbourne Institute of
Technology’s academic management system, and One.Tel’s billing system)

‫ ﺑﻣﺎ ﻓﻲ ذﻟك اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ‬،‫ وﺗﺗﻧﺎول ﺣوﻛﻣﺔ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﺳﻠطﺔ وﻣراﻗﺑﺔ أﻧﺷطﺔ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت اﻟرﺋﯾﺳﯾﺔ ﻓﻲ اﻟﻣﻧظﻣﺎت‬o
‫ وإدارة اﻟﻣﺷﺎرﯾﻊ‬،‫ واﺳﺗﺧدام ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬،‫ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬
‫ ﻛﻣﺎ ﯾﺗﺿﺢ ﻣن ﺛﻼﺛﺔ إﺧﻔﺎﻗﺎت ﻓﻲ ﻣﺷروع ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻣدﻋوﻣﺔ ﺑﺷﻛل ﺟﯾد‬،‫ ﻗد ﯾﻛون اﻻﻓﺗﻘﺎر إﻟﻰ ﺣوﻛﻣﺔ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﺧطﯾر‬o
One.Tel ‫ وﻧظﺎم اﻟﻔوﺗرة‬،‫ وﻧظﺎم إدارة أﻛﺎدﯾﻣﯾﺔ روﯾﺎل ﻣﻠﺑورن ﻟﻠﺗﻛﻧوﻟوﺟﯾﺎ‬،‫ﻓﻲ أﺳﺗراﻟﯾﺎ )ﻧظﺎم إدارة ﻋﻼﻗﺎت اﻟﻌﻣﻼء ﻓﻲ اﻟﻣﯾﺎه ﻓﻲ ﺳﯾدﻧﻲ‬

ü Need for Organizational Commitment to Information Technology (IT)

o If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed
o Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects
o Assigning non-IT people to IT projects also encourages more commitment

‫ ﺳﯾﻛون ﻣن اﻟﺻﻌب ﻋﻠﻰ ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت أن ﺗﻧﺟﺢ‬،‫ ذا ﻛﺎن ﻟﻠﻣﻧظﻣﺔ ﻣوﻗف ﺳﻠﺑﻲ ﺗﺟﺎه ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬o
‫(ﻋﻠﻰ ﻣﺳﺗوى ﻋﺎل ﻓﻲ اﻟﻣﻧظﻣﺔ ﯾﺳﺎﻋد ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت‬CIO) ‫ وﺟود‬o
‫ ﻛﻣﺎ أن ﺗﻌﯾﯾن أﺷﺧﺎص ﻏﯾر ﻣﺗﺧﺻﺻﯾن ﻓﻲ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻟﻣﺷﺎرﯾﻊ ﺗﻘﻧﯾﺔ اﻟﻣﻌﻠوﻣﺎت ﯾﺷﺟﻊ اﻟﻣزﯾد ﻣن اﻻﻟﺗزام‬o

7 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Need for Organizational Standards

o Standards and guidelines help project managers be more effective

o Senior management can encourage:
Ø The use of standard forms and software for project management
Ø The development and use of guidelines for writing project plans or providing status information
Ø The creation of a project management office or center of excellence

‫ وﺗﺳﺎﻋد اﻟﻣﻌﺎﯾﯾر واﻟﻣﺑﺎدئ اﻟﺗوﺟﯾﮭﯾﺔ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ ﻋﻠﻰ أن ﯾﻛوﻧوا أﻛﺛر ﻓﻌﺎﻟﯾﺔ‬o
:‫ وﯾﻣﻛن ﻟﻺدارة اﻟﻌﻠﯾﺎ أن ﺗﺷﺟﻊ‬o
‫ اﺳﺗﺧدام اﻟﻧﻣﺎذج اﻟﻘﯾﺎﺳﯾﺔ واﻟﺑرﻣﺟﯾﺎت ﻹدارة اﻟﻣﺷﺎرﯾﻊ‬Ø
‫ ﺗطوﯾر واﺳﺗﺧدام اﻟﻣﺑﺎدئ اﻟﺗوﺟﯾﮭﯾﺔ ﻟﻛﺗﺎﺑﺔ ﺧطط اﻟﻣﺷروع أو ﺗﻘدﯾم ﻣﻌﻠوﻣﺎت اﻟﺣﺎﻟﺔ‬Ø
‫ إﻧﺷﺎء ﻣﻛﺗب إدارة اﻟﻣﺷﺎرﯾﻊ أو ﻣرﻛز اﻻﻣﺗﯾﺎز‬Ø

ü Project Phases and Project Life Cycle

o A project life cycle is a collection of project ‫ دورة ﺣﯾﺎة اﻟﻣﺷروع ھﻲ ﻣﺟﻣوﻋﺔ ﻣن ﻣراﺣل اﻟﻣﺷروع اﻟﺗﻲ‬o
phases that defines: :‫ﺗﺣدد‬
Ø What work will be performed in each
phase ‫ ﻣﺎ اﻟﻌﻣل اﻟذي ﺳﯾﺗم اﻟﻘﯾﺎم ﺑﮫ ﻓﻲ ﻛل ﻣرﺣﻠﺔ‬Ø
Ø What deliverables will be produced ‫ ﻣﺎ ھﻲ اﻟﻧواﺗﺞ اﻟﺗﻲ ﺳﯾﺗم إﻧﺗﺎﺟﮭﺎ وﻣﺗﻰ‬Ø
and when ‫ ﻣن ﯾﺷﺎرك ﻓﻲ ﻛل ﻣرﺣﻠﺔ‬Ø
Ø Who is involved in each phase ‫ ﮐﯾف ﺳﺗﺗﺣﻛم اﻹدارة وﺗﻘر اﻟﻌﻣل اﻟﻣﻧﺟز ﻓﻲ ﮐل ﻣرﺣﻠﺔ‬Ø
Ø How management will control and
approve work produced in each phase
.‫ واﻟﻧﺎﺗﺞ ھو ﻣﻧﺗﺞ أو ﺧدﻣﺔ ﻣﻧﺗﺟﮫ أو ﺗﻘدم ﻛﺟزء ﻣن اﻟﻣﺷروع‬o
o A deliverable is a product or service produced
or provided as part of a project

ü More on Project Phases
o In early phases of a project life cycle: :‫ ﻓﻲ اﻟﻣراﺣل اﻟﻣﺑﻛرة ﻣن دورة ﺣﯾﺎة اﻟﻣﺷروع‬o
Ø Resource needs are usually lowest ‫ وﻋﺎدة ﻣﺎ ﺗﻛون اﻻﺣﺗﯾﺎﺟﺎت ﻣن اﻟﻣوارد أدﻧﻰ ﻣﺳﺗوى‬Ø
Ø The level of uncertainty (risk) is ‫ ﻣﺳﺗوى اﻟﺷﻛوك )اﻟﻣﺧﺎطر( ھو اﻷﻋﻠﻰ‬Ø
highest ‫ ﻟدى أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﻓﻲ اﻟﻣﺷروع أﻛﺑر ﻓرﺻﺔ ﻟﻠﺗﺄﺛﯾر‬Ø
Ø Project stakeholders have the greatest ‫ﻋﻠﻰ اﻟﻣﺷروع‬
opportunity to influence the project

o In middle phases of a project life cycle:
:‫ ﻓﻲ اﻟﻣراﺣل اﻟﻣﺗوﺳطﺔ ﻣن دورة ﺣﯾﺎة اﻟﻣﺷروع‬o
Ø The certainty of completing a project
improves ‫ اﻟﺛﻘﺔ ﻣن اﺳﺗﻛﻣﺎل اﻟﻣﺷروع ﺗﺗﺣﺳن‬Ø
Ø More resources are needed ‫ وھﻧﺎك ﺣﺎﺟﺔ إﻟﻰ ﻣزﯾد ﻣن اﻟﻣوارد‬Ø
o The final phase of a project life cycle focuses
on: ‫ وﺗرﻛز اﻟﻣرﺣﻠﺔ اﻟﻧﮭﺎﺋﯾﺔ ﻣن دورة ﺣﯾﺎة اﻟﻣﺷروع ﻋﻠﻰ ﻣﺎ‬o
Ø Ensuring that project requirements :‫ﯾﻠﻲ‬
were met ‫ ﺿﻣﺎن ﺗﻠﺑﯾﺔ ﻣﺗطﻠﺑﺎت اﻟﻣﺷروع‬Ø
Ø The sponsor approves completion of ‫ وﻣواﻓﻘﺔ راﻋﻲ اﻟﻣﺷروع ﻋﻠﻰ إﺗﻣﺎم اﻟﻣﺷروع‬Ø
the project

8 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Figure 2-3. Phases of the Traditional Project Life Cycle





















ü Product Life Cycles

o Products also have life cycles
o The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in
developing and maintaining information systems
o Systems development projects can follow
Ø Predictive life cycle: the scope of the project can be clearly articulated and the schedule and
cost can be predicted
Ø Adaptive Software Development (ASD) life cycle: requirements cannot be clearly expressed,
projects are mission driven and component based, using time-based cycles to meet target dates

.‫ اﻟﻣﻧﺗﺟﺎت اﯾﺿﺎ ً ﻟدﯾﮭﺎ دورة ﺣﯾﺎة‬o

.‫( ھو إطﺎر ﻟوﺻف اﻟﻣراﺣل اﻟﺗﻲ ﯾﻧطوي ﻋﻠﯾﮭﺎ ﺗطوﯾر وﺻﯾﺎﻧﺔ ﻧظم اﻟﻣﻌﻠوﻣﺎت‬SDLC) o
‫ وﯾﻣﻛن أن ﺗﺗﺑﻊ ﻣﺷﺎرﯾﻊ ﺗطوﯾر اﻻﻧظﻣﺔ‬o
‫ ﯾﻣﻛن ﺗوﺿﯾﺢ ﻧطﺎق اﻟﻣﺷروع ﺑوﺿوح وﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﺎﻟﺟدول اﻟزﻣﻧﻲ واﻟﺗﻛﻠﻔﺔ‬:‫ دورة اﻟﺣﯾﺎة اﻟﺗﻧﺑؤﯾﺔ‬Ø
‫ وذﻟك‬،‫ واﻟﻣﺷﺎرﯾﻊ ﻣدﻓوﻋﺔ ﺑﺎﻟﺑﻌﺛﺎت وﻣﻛوﻧﺎﺗﮭﺎ‬،‫ ﻻ ﯾﻣﻛن اﻟﺗﻌﺑﯾر ﻋن اﻟﻣﺗطﻠﺑﺎت ﺑوﺿوح‬:‫ دورة ﺣﯾﺎة ﺗطوﯾر اﻟﺑرﻣﺟﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ‬Ø
‫ﺑﺎﺳﺗﺧدام دورات ﺗﺳﺗﻧد إﻟﻰ اﻟوﻗت ﻟﺗﺣﻘﯾق اﻟﺗوارﯾﺦ اﻟﻣﺳﺗﮭدﻓﺔ‬

9 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü Predictive Life Cycle Models

o Waterfall model: has well-defined, linear stages of systems development and support
o Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear
approach
o Incremental build model: provides for progressive development of operational software
o Prototyping model: used for developing prototypes to clarify user requirements
o Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing
quality

.‫ ﻣراﺣل ﺧطﯾﺔ ﻣن ﺗطوﯾر اﻟﻧظم واﻟدﻋم‬،ً‫ﻌرف ﺟﯾدا‬ ّ ‫ ُﻣ‬:‫ﻧﻣوذج اﻟﺷﻼل‬ o
.‫ ﯾﺑﯾن أن اﻟﺑرﻣﺟﯾﺎت ﺗم ﺗطوﯾرھﺎ ﺑﺎﺳﺗﺧدام ﻧﮭﺞ ﺗﻛراري أو دواﻣﺔ ﺑدﻻ ﻣن ﻧﮭﺞ ﺧطﻲ‬:‫ﻧﻣوذج ﺣﻠزوﻧﻲ او ﻟوﻟﺑﻲ‬ o
.‫ ﯾوﻓر اﻟﺗطوﯾر اﻟﺗدرﯾﺟﻲ ﻟﻠﺑراﻣﺞ اﻟﺗﺷﻐﯾﻠﯾﺔ‬:‫ﻧﻣوذج ﺑﻧﺎء ﺗزاﯾدي‬ o
.‫ ﯾﺳﺗﺧدم ﻟﺗطوﯾر اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ ﻟﺗوﺿﯾﺢ ﻣﺗطﻠﺑﺎت اﻟﻣﺳﺗﺧدم‬:‫ﻧﻣوذج اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ‬ o
.‫ ﯾﺳﺗﺧدم ﻹﻧﺗﺎج اﻷﻧظﻣﺔ ﺑﺳرﻋﺔ دون ﺧﺳﺎرة اﻟﺟودة‬:(RAD) ‫ﻧﻣوذج ﺗطوﯾر اﻟﺗطﺑﯾﻘﺎت اﻟﺳرﯾﻌﺔ‬ o

ü Agile Software Development

o Agile software development has become popular to describe new approaches that focus on close
collaboration between programming teams and business experts
o Visit www.agilealliance.org for information
o See the companion Web site for Suggested Readings

.‫ ﻟوﺻف اﻟﻧﮭﺞ اﻟﺟدﯾدة اﻟﺗﻲ ﺗرﻛز ﻋﻠﻰ اﻟﺗﻌﺎون اﻟوﺛﯾق ﺑﯾن ﻓرق اﻟﺑرﻣﺟﺔ وﺧﺑراء اﻷﻋﻣﺎل‬،‫ ﺷﻌﺑﯾﺔ‬Agile ‫ أﺻﺑﺢ ﻟﺗطوﯾر اﻟﺑرﻣﺟﯾﺎت‬o
.‫ ﻟﻠﺣﺻول ﻋﻠﻰ ﻣﻌﻠوﻣﺎت‬www.agilealliance.org ‫ زﯾﺎرة‬o
.‫ راﺟﻊ ﻣوﻗﻊ اﻟوﯾب اﻟﻣﺻﺎﺣب ﻟﻠﻘراءات اﻟﻣﻘﺗرﺣﺔ‬o

ü The Importance of Project Phases and Management Reviews

o A project should successfully pass through each of the project phases in order to continue on to the
next
o Management reviews, also called phase exits or kill points, should occur after each phase to evaluate
the project’s progress, likely success, and continued compatibility with organizational goals

‫ وﯾﻧﺑﻐﻲ أن ﯾﻣر اﻟﻣﺷروع ﺑﻧﺟﺎح ﻣن ﺧﻼل ﻛل ﻣرﺣﻠﺔ ﻣن ﻣراﺣل اﻟﻣﺷروع ﻟﻛﻲ ﯾﺳﺗﻣر إﻟﻰ اﻟﻣرﺣﻠﺔ اﻟﺗﺎﻟﯾﺔ‬o
‫ واﻟﻧﺟﺎح‬،‫ ﺑﻌد ﻛل ﻣرﺣﻠﺔ ﻟﺗﻘﯾﯾم ﺗﻘدم اﻟﻣﺷروع‬، kill points ‫ أو‬phase exits ‫ واﻟﺗﻲ ﺗﺳﻣﻰ أﯾﺿﺎ‬،‫ ﯾﺟب أن ﺗﺗم ﻣراﺟﻌﺔ اﻹدارة‬o
‫ وﻣواﺻﻠﺔ اﻟﺗواﻓق ﻣﻊ اﻷھداف اﻟﺗﻧظﯾﻣﯾﺔ‬،‫اﻟﻣﺣﺗﻣل‬

10 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
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ü What Went Right?

"The real improvement that I saw was in our ability to⎯in the words of Thomas Edison⎯know when to stop
beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize
a dead horse before it started to smell...In information technology we ride dead horses⎯failing projects⎯a long
time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost
overrun and time overrun. That's where the major impact came on the success rate.”*
Many organizations, like Huntington Bancshares, Inc., use an executive steering committee to help keep
projects on track.
*Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT
Project Success," PM Network, PMI, Sep.1998, p. 7

‫ ﻛﺎن ﻣﻔﺗﺎح‬...‫ اﻻن ﻋﻧدﻣﺎ ﺗﺗوﻗف ﻟﺿرب ﻋﻠﻰ اﻟﺣﺻﺎن اﻟﺧﺎﺳر‬،‫ ﻛﻠﻣﺎت ﺗوﻣﺎس اﯾدﺳون‬to⎯in ‫وﻛﺎن اﻟﺗﺣﺳن اﻟﺣﻘﯾﻘﻲ اﻟذي رأﯾﺗﮫ ﻓﻲ ﻗدرﺗﻧﺎ‬
‫ وﻗﺎل اﻧﮫ ﯾﻣﻛن اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺻﺎن اﻟﻣﯾت ﻗﺑل أن ﺗﺑدأ ﻓﻲ ﺷم راﺋﺣﺔ‬،‫ وﻟﻛن ﻛﻣﺎ ﻗﺎل‬،‫اﯾدﺳون ﻟﻠﻧﺟﺎح ھو أﻧﮫ ﻓﺷل ﻓﻲ ﻛﺛﯾر ﻣن اﻷﺣﯾﺎن إﻟﻰ ﺣد ﻣﺎ‬
‫ وﻗﺗﺎ ً طوﯾﻼً ﻗﺑل ان ﻧﺳﺗﺳﻠم وﻟﻛن ﻣﺎ ﻧراه‬-‫ ﻓﻲ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻧﺣن ﻧرﻛب اﻷﺣﺻﻧﺔ اﻟﻣﯾﺗﺔ دﻻﻟﮫ ﻋﻠﻰ – ﻓﺷل اﻟﻣﺷﺎرﯾﻊ‬... ‫او ﺑﻣﻌﻧﻰ اﻻﻛﺗﺷﺎف‬
" ‫ ﺣﯾث ﺟﺎء اﻟﺗﺄﺛﯾر اﻟرﺋﯾﺳﻲ ﻋﻠﻰ ﻣﻌدل اﻟﻧﺟﺎح‬،‫اﻻن ﺑﺎﺳﺗطﺎﻋﺗﻧﺎ ﻋﻠﻰ ﺗرﻛﮭﺎ واﻟﻘدرة ﻋﻠﻰ اﻟﺣد ﻣن ﺗﺟﺎوز اﻟﺗﻛﺎﻟﯾف واﻟوﻗت‬

.‫ ﻟﺟﻧﺔ ﺗﻧﻔﯾذﯾﺔ ﻟﻠﻣﺳﺎﻋدة ﻓﻲ إﺑﻘﺎء اﻟﻣﺷﺎرﯾﻊ ﻋﻠﻰ اﻟﻣﺳﺎر اﻟﺻﺣﯾﺢ‬، Huntington Bancshares ‫ ﻣﺛل‬،‫وﺗﺳﺗﺧدم اﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت‬

ü The Context of IT Projects

o IT projects can be very diverse in terms of size, complexity, products produced, application area, and
resource requirements
o IT project team members often have diverse backgrounds and skill sets
o IT projects use diverse technologies that change rapidly; even within one technology area, people must
be highly specialized

‫ وﯾﻣﻛن أن ﺗﻛون ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻣﺗﻧوﻋﺔ ﺟدا ﻣن ﺣﯾث اﻟﺣﺟم واﻟﺗﻌﻘﯾد واﻟﻣﻧﺗﺟﺎت اﻟﻣﻧﺗﺟﺔ وﻣﻧطﻘﺔ اﻟﺗطﺑﯾق واﻟﻣﺗطﻠﺑﺎت ﻣن‬o
‫اﻟﻣوارد‬
‫ أﻋﺿﺎء ﻓرﯾق ﻣﺷروع ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﻛون ﻟدﯾﮭم ﺧﻠﻔﯾﺎت ﻣﺗﻧوﻋﺔ وﻣﮭﺎرات ﻣﺧﺗﻠﻔﺔ‬o
‫ ﯾﺟب أن ﯾﻛون اﻟﻧﺎس‬،‫ وﺗﺳﺗﺧدم ﻣﺷﺎرﯾﻊ ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﺗﻛﻧوﻟوﺟﯾﺎت ﻣﺗﻧوﻋﺔ ﺗﺗﻐﯾر ﺑﺳرﻋﺔ؛ ﺣﺗﻰ ﻓﻲ ﻣﺟﺎل اﻟﺗﻛﻧوﻟوﺟﯾﺎ واﺣد‬o
‫ﻣﺗﺧﺻﺻﯾن ﻟﻠﻐﺎﯾﺔ‬

11 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
--------------------------------------
ü Recent Trends Affecting IT Project Management

o Globalization: lower trade and political barriers and the digital revolution have made it possible to
interact almost instantaneously with billions of other people across the planet
o Outsourcing: outsourcing is when an organization acquires goods and/or sources from an outside
source; offshoring is sometimes used to describe outsourcing from another country
o Virtual teams: a virtual team is a group of individuals who work across time and space using
communication technologies

‫ أدى اﻧﺧﻔﺎض اﻟﺣواﺟز اﻟﺗﺟﺎرﯾﺔ واﻟﺳﯾﺎﺳﯾﺔ واﻟﺛورة اﻟرﻗﻣﯾﺔ إﻟﻰ إﻣﻛﺎﻧﯾﺔ اﻟﺗﻔﺎﻋل اﻟﻔوري ﺗﻘرﯾﺑﺎ ﻣﻊ ﻣﻠﯾﺎرات اﻷﺷﺧﺎص اﻵﺧرﯾن‬:‫ اﻟﻌوﻟﻣﺔ‬o
‫ﻋﺑر اﻟﻛوﻛب‬
‫ أو ﻣﺻﺎدر ﻣن ﻣﺻدر ﺧﺎرﺟﻲ؛ وﯾﺳﺗﺧدم‬/ ‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻋﻧدﻣﺎ ﺗﻛﺗﺳب اﻟﻣﻧظﻣﺔ ﺑﺿﺎﺋﻊ و‬:‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬o
‫أﺣﯾﺎﻧﺎ ﻧﻘل اﻷﻋﻣﺎل إﻟﻰ اﻟﺧﺎرج ﻟوﺻف اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻣن ﺑﻠد آﺧر‬
‫ ﻓرﯾق اﻓﺗراﺿﻲ ھو ﻣﺟﻣوﻋﺔ ﻣن اﻷﻓراد اﻟذﯾن ﯾﻌﻣﻠون ﻋﺑر اﻟزﻣﺎن واﻟﻣﻛﺎن ﺑﺎﺳﺗﺧدام ﺗﻘﻧﯾﺎت اﻻﺗﺻﺎﻻت‬:‫ اﻟﻔرق اﻻﻓﺗراﺿﯾﺔ‬o

ü Important Issues and Suggestions Related to Globalization

o Issues ‫ ﻣﺳﺎﺋل‬o
◦ Communications ‫◦ ﻣﺟﺎل اﻻﺗﺻﺎﻻت‬
◦ Trust ‫◦ ﺛﻘﺔ‬
◦ Common work practices ‫◦ ﻣﻣﺎرﺳﺎت اﻟﻌﻣل اﻟﻣﺷﺗرﻛﺔ‬
◦ Tools ‫◦ أدوات‬
o Suggestions ‫ اﻗﺗراﺣﺎت‬o
◦ Employ greater project discipline
‫◦ ﺗوظﯾف اﻟﻣزﯾد ﻣن اﻻﻧﺿﺑﺎط اﻟﻣﺷروع‬
◦ Think global but act local
‫◦ ﻓﻛر ﻋﺎﻟﻣﯾﺎ وﻟﻛن اﻟﻌﻣل اﻟﻣﺣﻠﻲ‬
◦ Keep project momentum going
◦ Use newer tools and technology ‫◦ اﻟﺣﻔﺎظ ﻋﻠﻰ زﺧم اﻟﻣﺷروع اﻟذھﺎب‬
‫◦ اﺳﺗﺧدام أﺣدث اﻷدوات واﻟﺗﻛﻧوﻟوﺟﯾﺎ‬

ü Outsourcing

o Organizations remain competitive by using outsourcing to their advantage, such as finding ways to
reduce costs
o Their next challenge is to make strategic IT investments with outsourcing by improving their enterprise
architecture to ensure that IT infrastructure and business processes are integrated and standardized
(see Suggested Readings)
o Project managers should become more familiar with negotiating contracts and other outsourcing issues

‫ ﻣﺛل إﯾﺟﺎد ﺳﺑل ﻟﺧﻔض اﻟﺗﻛﺎﻟﯾف‬،‫ وﻻ ﺗزال اﻟﻣﻧظﻣﺎت ﻗﺎدرة ﻋﻠﻰ اﻟﻣﻧﺎﻓﺳﺔ ﻣن ﺧﻼل اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻟﺻﺎﻟﺣﮭﺎ‬o
‫ وﯾﺗﻣﺛل اﻟﺗﺣدي اﻟﺗﺎﻟﻲ ﻓﻲ ﺟﻌل اﻻﺳﺗﺛﻣﺎرات اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ ﻣﺟﺎل ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت ﻣﻊ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ﻣن ﺧﻼل‬o
‫ﺗﺣﺳﯾن اﻟﺑﻧﯾﺔ اﻟﻣؤﺳﺳﯾﺔ اﻟﺧﺎﺻﺔ ﺑﮭﺎ ﻟﺿﻣﺎن دﻣﺞ اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ ﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت واﻟﻌﻣﻠﯾﺎت اﻟﺗﺟﺎرﯾﺔ وﺗوﺣﯾدھﺎ )اﻧظر ﻗراءات‬
(‫ﻣﻘﺗرﺣﺔ‬
‫ وﯾﻧﺑﻐﻲ أن ﯾﺻﺑﺢ ﻣدﯾري اﻟﻣﺷﺎرﯾﻊ أﻛﺛر دراﯾﺔ ﺑﺎﻟﺗﻔﺎوض ﺑﺷﺄن اﻟﻌﻘود وﻏﯾرھﺎ ﻣن ﻣﺳﺎﺋل اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬o

12 BY: ATHA ALGHANMI

 IT270 – IT PROJECT MANAGEMENT www.Seu1.org
CHAPTER: 2 – The Project Management and Information Technology Context
WEEK: 3
--------------------------------------
ü Virtual Teams Advantages

o Increasing competiveness and responsiveness by having a team of workers available 24/7
o Lowering costs because many virtual workers do not require office space or support beyond their home
offices
o Providing more expertise and flexibility by having team members from across the globe working any
time of day or night
o Increasing the work/life balance for team members by eliminating fixed office hours and the need to
travel to work

.7/24 ‫زﯾﺎدة اﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ واﻻﺳﺗﺟﺎﺑﺔ ﻣن ﺧﻼل وﺟود ﻓرﯾق ﻣن اﻟﻌﺎﻣﻠﯾﯾن ﻣﺗﺎح‬ o
‫ﺗﺧﻔﯾض اﻟﺗﻛﺎﻟﯾف ﻷن اﻟﻌدﯾد ﻣن اﻟﻌﻣﺎل اﻟظﺎھرﯾﯾن ﻻ ﯾﺣﺗﺎﺟون إﻟﻰ ﻣﺳﺎﺣﺎت ﻣﻛﺗﺑﯾﺔ أو اﻟدﻋم ﺧﺎرج ﻣﻛﺎﺗﺑﮭم اﻟﻣﻧزﻟﯾﺔ‬ o
‫ﺗوﻓﯾر اﻟﻣزﯾد ﻣن اﻟﺧﺑرة واﻟﻣروﻧﺔ ﻣن ﺧﻼل وﺟود أﻋﺿﺎء اﻟﻔرﯾق ﻣن ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﻌﺎﻟم اﻟﻌﻣل ﻓﻲ أي وﻗت ﻣن اﻟﻧﮭﺎر أو اﻟﻠﯾل‬ o
.‫زﯾﺎدة اﻟﺗوازن ﺑﯾن اﻟﻌﻣل واﻟﺣﯾﺎة ﻷﻋﺿﺎء اﻟﻔرﯾق ﻣن ﺧﻼل إﻟﻐﺎء ﺳﺎﻋﺎت اﻟﻌﻣل اﻟﺛﺎﺑﺗﺔ واﻟﺣﺎﺟﺔ إﻟﻰ اﻟﺳﻔر إﻟﻰ اﻟﻌﻣل‬ o

ü Virtual Teams Disadvantages

o Isolating team members

o Increasing the potential for communications problems
o Reducing the ability for team members to network and transfer information informally
o Increasing the dependence on technology to accomplish work
o See text for a list of factors that help virtual teams succeed, including team processes,
trust/relationships, leadership style, and team member selection

‫ﻋزل أﻋﺿﺎء اﻟﻔرﯾق‬ o

‫زﯾﺎدة إﻣﻛﺎﻧﺎت ﺣدوث ﻣﺷﺎﻛل اﻻﺗﺻﺎﻻت‬ o
‫اﻟﺣد ﻣن ﻗدرة أﻋﺿﺎء اﻟﻔرﯾق ﻋﻠﻰ اﻟﺗواﺻل وﻧﻘل اﻟﻣﻌﻠوﻣﺎت ﺑﺷﻛل ﻏﯾر رﺳﻣﻲ‬ o
‫زﯾﺎدة اﻻﻋﺗﻣﺎد ﻋﻠﻰ اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻹﻧﺟﺎز اﻟﻌﻣل‬ o
‫ وأﺳﻠوب‬،‫ اﻟﻌﻼﻗﺎت‬/ ‫ واﻟﺛﻘﺔ‬،‫ ﺑﻣﺎ ﻓﻲ ذﻟك ﻋﻣﻠﯾﺎت اﻟﻔرﯾق‬،‫اطﻠﻊ ﻋﻠﻰ ﻧص ﻟﻘﺎﺋﻣﺔ ﻣن اﻟﻌواﻣل اﻟﺗﻲ ﺗﺳﺎﻋد اﻟﻔرق اﻻﻓﺗراﺿﯾﺔ ﻋﻠﻰ اﻟﻧﺟﺎح‬ o
‫ واﺧﺗﯾﺎر أﻋﺿﺎء اﻟﻔرﯾق‬،‫اﻟﻘﯾﺎدة‬

THE END OF CHAPTER 2.
GOOD LUCK. ❤

13 BY: ATHA ALGHANMI