CONSTRUCTION

PROJECT
MANAGEMENT
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﻫﺎی ﺳﺎﺧﺘﻤﺎﻧﯽ‬

‫!"ﯿﮫ ﺷﺪﻩ ﺗﻮﺳﻂ ‪:‬‬

‫ﭘﻮ‪/‬ﻨﻮال دوﮐﺘﻮر اﻣﺎن ﷲ )ﻓﻘ?@ی(‬

‫‪1401‬‬
‫‪2022‬‬
 Construction Project Management

COURSE CONTENT

— Introduction to Projects and the Project Triangle;

— Construction Project Management;
— The Project Management Institute (PMI);
— The project lifecycle;
— Project management structures;
— Project management roles and responsibilities;

Construction Project Management

Content
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﻫﺎی ﺳﺎﺧﺘﻤﺎﻧﯽ‬
‫اﺷﻨﺎ‪%‬ﯽ ﺑﺎ ﭘﺮوژﻩ ‪.‬ﺎ و ﻣﺜﻠﺚ ﭘﺮوژﻩ‬ ‫‪v‬‬
‫ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ ‪.‬ﺎی ﺳﺎﺧﺘﻤﺎ<ﯽ‬ ‫‪v‬‬
‫ا<ﺴﺘ>ﺘﯿﻮت ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ‬ ‫‪v‬‬
‫دوران ﺣﯿﺎت ﭘﺮوژﻩ‬ ‫‪v‬‬
‫ﺳﺎﺧﺘﺎر ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ‬ ‫‪v‬‬
‫وﻇﺎﯾﻒ و ﻣﺴﻮوﻟﯿﺖ ‪.‬ﺎی ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ‬ ‫‪v‬‬
 1 - Introduction to Construction
Project Management
— What is a Project?

— A Project is a temporary activity with a defined start and

finish and which produces a unique product or service.

Unlike a production process, a project is for one purpose and

one result. The result of a project may be then used in a
production or construction process.

— eg. We may run a project to develop a new IT program for

estimating the time needed to complete a building. The end result
– the program – will then be used after the project is finished.
Construction Project Management
Introduction
 ‫‪ .1‬ﻣﻌﺮﻓﯽ ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﺳﺎﺧﺘﻤﺎﻧﯽ‬
‫— ﭘﺮوژﻩ ﭼ(ﺴﺖ ؟‬

‫— ﭘﺮوژﻩ ﻋﺒﺎرت از ﯾﮏ ﻓﻌﺎﻟﯿﺖ ﻣﻮﻗﺖ ﺑﺎ ﺷﺮوع و ﭘﺎﯾﺎن ﻣ@‪A‬ﺺ اﺳﺖ و ﻣﺤﺼﻮل ‪G‬ﯽ ﻧﻈ‪LK‬‬
‫راﺗﻮﻟﯿﺪ ﻣﯿﮑﻨﺪ‪.‬‬

‫ﺑﺮﺧﻼف ﭘﺮوﺳﮫ ﺗﻮﻟﯿﺪ‪ ،‬ﯾﮏ ﭘﺮوژﻩ ﺑﺮای ﯾﮏ ‪X‬ﺪف و ﯾﮏ ﻧ‪Y‬ﯿﺠﮫ اﺳﺖ‪ .‬ﻧ‪Y‬ﯿﺠﮫ ﯾﮏ ﭘﺮوژﻩ ﻣﻤﮑﻦ‬
‫اﺳﺖ ]ﻌﺪا در ﯾﮏ ﭘﺮوﺳﮫ ﺗﻮﻟﯿﺪ ﯾﺎ اﻋﻤﺎر ﺳﺎﺧﺘﻤﺎن اﺳﺘﻔﺎدﻩ ﺷﻮد‪.‬‬
 1 – The Project Management
Triangle
— A successful project has three objectives. They are to
deliver

— the correct scope,

— at the right cost, and
— In the agreed time.

— These can be represented by a triangle

Construction Project Management

Introduction
 ‫‪ .1‬ﻣﺜﻠﺚ ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ‬
‫— ﯾﮏ ﭘﺮوژﻩ ﻣﻮﻓﻖ ﺳﮫ ‪.‬ﺪف دارد‪ .‬اﯾ‪PO‬ﺎ ﻋﺒﺎرﺗﻨﺪ از‪:‬‬

‫‪. .1‬ﺪف درﺳﺖ و ﻣﻌﻠﻮم‬

‫‪ .2‬دارای ﻗﯿﻤﺖ ﯾﺎ ‪.‬ﺰ‪5‬ﻨﮫ درﺳﺖ‬
‫‪ .3‬دارای وﻗﺖ ﻣ‪[Z‬ﺺ و ﻣﺘﻮاﻓﻖ‬

‫— اﯾ‪PO‬ﺎ را ﻣﯿﺘﻮان ﺑﺎ ﯾﮏ ﻣﺜﻠﺚ <ﺸﺎن داد‬

 1 – The Project Management
Triangle
— The Project Management
Triangle shows that if one
of these is not achieve, the
triangle will collapse – and
the project will not be
successful.

Construction Project Management

Introduction
 ‫‪ .1‬ﻣﺜﻠﺚ ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ‬
‫— ﻣﺜﻠﺚ ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ <ﺸﺎن د‪.‬ﻨﺪﻩ ای‬
‫اﯾﻦ اﺳﺖ ﮐﮫ اﮔﺮ ﯾ‪a‬ﯽ از اﯾﻦ ا‪.‬ﺪاف‬
‫ﺑﺪﺳﺖ آوردﻩ <ﺸﻮد‪ ،‬ﻣﺜﻠﺚ ﺳﻘﻮط‬
‫ﺧﻮا‪.‬ﺪ ﮐﺮد و ﭘﺮوژﻩ ﻧﺨﻮا‪.‬ﺪ ﻣﻮﻓﻖ‬
‫ﺷﺪ‪.‬‬
 Review
A project is

A. A repeating set of production processes;

B. A temporary activity with a defined start and finish and which

produces a unique product or service.

C. Another name for a building;

D. Always done on a small scale;

Construction Project Management

Introduction
 ‫ﺳﻮال‬
‫— ﯾﮏ ﭘﺮوژﻩ ﻋﺒﺎرت از‬

‫‪ .1‬ﻣﺠﻤﻮﻋﮫ ﺗﮑﺮاری ﭘﺮوﺳﮫ ‪X‬ﺎی ﺗﻮﻟﯿﺪ‬

‫‪ .2‬ﻓﻌﺎﻟﯿﺖ ﻣﻮﻗﺖ ﺑﺎ ﺷﺮوع و ﭘﺎﯾﺎن ﻣ@‪A‬ﺺ و ﻣﺤﺼﻮل ﯾﺎ ﺧﺪﻣﺎت ﻣﻨﺤﺼﺮ ﺑﮫ ﻓﺮدی‬
‫ﺗﻮﻟﯿﺪ ﻣﯿﮑﻨﺪ‬
‫‪ .3‬ﻧﺎم دﯾﮕﺮ ﺑﺮای ﯾﮏ ﺳﺎﺧﺘﻤﺎن‬
‫‪X .4‬ﻤ(ﺸﮫ در ﻣﻘﯿﺎس ‪f‬ﻮﭼﮏ اﻧﺠﺎم ﻣ(ﺸﻮد‬
 1 - Construction Project
Management (CPM)
— CPM

— means that we apply appropriate skills / techniques to

help complete projects or to “deliver” the project.

— these skills and techniques are known as “best

practice” and this has been recognized by many
organizations as the key to successful projects;
Construction Project Management
Introduction
‫)‪Construction Project Management (CPM‬‬
‫ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﻫﺎی ﺳﺎﺧﺘﻤﺎﻧﯽ‬
‫— اﯾﻦ ﺑﺪان ﻣﻌﻨﺎﺳﺖ ﮐﮫ ﻣﺎ از ﻣ‪h‬ﺎرت ‪X‬ﺎ و ﺗﮑﻨﯿﮏ ‪X‬ﺎی ﻣﻨﺎﺳﺐ ﺑﺮای ﮐﻤﮏ ﺑﮫ ﺗﮑﻤﯿﻞ ﭘﺮوژﻩ‬
‫‪X‬ﺎ ﯾﺎ "اراﺋﮫ" ﭘﺮوژﻩ اﺳﺘﻔﺎدﻩ ﻣﯽ ﮐﻨﯿﻢ‪.‬‬

‫— اﯾﻦ ﻣ‪h‬ﺎرت ‪X‬ﺎ و ﺗﮑﻨﯿﮏ ‪X‬ﺎ ﺑﮫ ﻋﻨﻮان "‪Lpon‬ﯾﻦ ﺗﻤﺮ‪q‬ﻦ" ﺷﻨﺎﺧﺘﮫ ﺷﺪﻩ اﻧﺪ و ﺗﻮﺳﻂ ]ﺴﯿﺎری از‬
‫ﺳﺎزﻣﺎن ‪X‬ﺎ ﺑﮫ ﻋﻨﻮان ‪f‬ﻠﯿﺪ ﭘﺮوژﻩ ‪X‬ﺎی ﻣﻮﻓﻖ ﺷﻨﺎﺧﺘﮫ ﺷﺪﻩ اﺳﺖ‪.‬‬
 1 – Why do we use CPM?
— Projects are considered risk enterprises because they
are unique. They have not been done before so no-
one can be sure exactly how they will turn out.

— Good CPM practices help us to achieve the end

objectives in the face of all the risks and problems
encountered along the way.

Construction Project Management

Introduction
 ‫ﭼﺮا ﻣﺎ از ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﻫﺎی ﺳﺎﺧﺘﻤﺎﻧﯽ اﺳﺘﻔﺎدﻩ ﻣﻴﻨﻤﺎﺋﻴﻢ‬
‫— ﭼﻮن ﯾﮏ ﭘﺮوژه ﺑﺮای ﯾﮏ ﻣﻘﺼﺪ ﻣﺸﺨﺺ طﺮح ﻣﯿﺸﻮد ازﯾﻦ ﻟﺤﺎظ در‬
‫ﭘﺮوژه ھﺎی ﺟﺪﯾﺪ ﻧﻈﺮﺑﮫ ﭘﺮوژه ھﺎی ﻣﻮﺟﻮد ﺑﯿﺸﺘﺮﺑﮫ ﺧﻄﺮﻣﻮاﺟﮫ اﺳﺖ‪.‬‬
‫ﺑﻨﺎ ﺑﺮاﯾﻦ ﮔﻔﺘﮫ ﻣﯿﺘﻮاﻧﯿﻢ ﮐﮫ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه ﻋﺒﺎرت اﺳﺖ از ﻣﮭﺎرت اداره‬
‫و ﮐﻨﺘﺮول ﺧﻄﺮات ﺟﮭﺖ ﺗﮑﻤﯿﻞ و ﺗﺤﻮﯾﻞ دادن ﺑﮫ ﻣﻮﻗﻊ ﭘﺮوژه ﺑﮫ اﺳﺎس‬
‫ﻧﯿﺎزﻣﻨﺪی ھﺎ و در ﭼﻮﮐﺎت ﺑﻮدﺟﮫ ﻗﺒﻼ ﺳﻨﺠﺶ ﺷﺪه‪ ،‬ﻣﯿﺒﺎﺷﺪ‪.‬‬
 1 – Why do we use CPM?
— It is widely accepted that good practice in CPM will improve
the chances of success over a wide range of projects so that we

— give the customer what they want.

— complete the project on time.
— cover all costs and make a profit.
— ensure that quality is acceptable.
— avoid or reduce any risks
— satisfy all safety requirements.

— The Project Management Institute (PMI) has gathered best

practices under one globally recognized guide.

Construction Project Management

Introduction
 ‫ﭼﺮا ﻣﺎ از ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ﻫﺎی ﺳﺎﺧﺘﻤﺎﻧﯽ اﺳﺘﻔﺎدﻩ ﻣﻴﻨﻤﺎﺋﻴﻢ‬
‫— در ﻣﺠﻤﻮع ﭘﺬﯾﺮﻓﺘﮫ ﺷﺪﻩ اﺳﺖ ﮐﮫ اﺟﺮاات ﺧﻮب در ‪CPM‬ﭼﺎ=ﺲ ﻣﻮﻓﻘﯿﺖ در ﭘﺮوژﻩ ‪C‬ﺎ را ‪ED‬ﺒﻮد ﻣﯽ‬
‫ﺑﺨﺸﺪ ﺗﺎ ﻣﺎ‬

‫آﻧﭽﮫ را ﮐﮫ ﻣﺸ‪PO‬ﯾﺎن ﻣﯽ ﺧﻮا‪C‬ﻨﺪ ﺑﮫ ا‪ES‬ﺎﺑﺪ‪C‬ﯿﻢ‪.‬‬ ‫—‬

‫ﭘﺮوژﻩ را ﺑﮫ ﻣﻮﻗﻊ اﻧﺠﺎم د‪C‬ﯿﻢ‪.‬‬ ‫—‬
‫ﺗﻤﺎم ﻣﺼﺎرف را ﺗﺤﺖ ﭘﻮﺷﺶ ﻗﺮاردادﻩ ﺗﺎ ﮔﺮاف ﻣﻔﺎد اﻓﺰا`ﺶ ﯾﺎﺑﺪ‪.‬‬ ‫—‬
‫اﻃﻤﯿﻨﺎن ﺣﺎﺻﻞ ﮐﻨﯿﺪ ﮐﮫ ﮐﯿﻔﯿﺖ ﻗﺎﺑﻞ ﻗﺒﻮل اﺳﺖ‪.‬‬ ‫—‬
‫از ‪C‬ﺮ‪g‬ﻮﻧﮫ ﺧﻄﺮی دوری ﮐﻨﯿﺪ ﯾﺎ ‪j‬ﺎ‪C‬ﺶ د‪C‬ﯿﺪ‬ ‫—‬
‫ﻣﻄﻤ‪k‬ن ﺷﺪن از ﻧﯿﺎزﻣﻨﺪی ‪C‬ﺎی اﯾﻤ‪.ml‬‬ ‫—‬

‫— ﻣﻮﺳﺴﮫ ﻣﺪﯾﺮ‪o‬ﺖ ﭘﺮوژﻩ ) )‪POEDPMI‬ﯾﻦ ﺷﯿﻮﻩ ‪C‬ﺎ را ﺗﺤﺖ ﯾﮏ را‪C‬ﻨﻤﺎی ﺷﻨﺎﺧﺘﮫ ﺷﺪﻩ ﺟ‪s‬ﺎ=ﯽ ﺟﻤﻊ آوری‬
‫ﮐﺮدﻩ اﺳﺖ‪.‬‬
 1 - The Project Management
Institute (PMI) and the PMBOK
— The (PMI)is the world’s leading not-for-profit membership
association for the project management profession;

— The PMI produces globally-recognized standards and credentials

(eg. the Project Management Book of Knowledge (PMBOK®
Guide), an extensive research program, and professional
development opportunities.

Construction Project Management

Introduction
 ‫اﻧﺴﺘﻴﺘﻴﻮت ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ ‪ PMI‬و ﮐﺘﺎب ان‬
‫—‬
‫— اﯾﻦ ا‪u‬ﺴﺘ(ﺘﻮت ﯾﮏ اﻧﺠﻤﻦ ﻏ‪ LK‬اﻧﺘﻔﺎ‪ xw‬در ﺟ‪h‬ﺎن ﺑﻮدﻩ ﮐﮫ دارای اﻋﻀﺎی ﻣﺨﺘﻠﻒ اﻧﺪ و‬
‫ﺑﺮای اﻧﮑﺸﺎف ﻣﺴﻠﮏ ﻣﺪﯾﺮ‪q‬ﺖ ﭘﺮوژﻩ ﻓﻌﺎﻟﯿﺖ ﻣﯿﻨﻤﺎﯾﻨﺪ‪ .‬دارای ﺑ(ﺸ‪ Lp‬از دو ﻣﯿﻠﯿﻮن اﻋﻀﺎء‬
‫و ﮐﺴﺎﻧﯿﮑﮫ از اﻋﺘﻤﺎد ﻧﺎﻣﮫ ﺷﺎن ﺑﺮﺧﻮدارد اﻧﺪ ﻣﯿﺒﺎﺷﺪ و در اﮐ~‪ L‬ﮐﺸﻮر ‪X‬ﺎی ﺟ‪h‬ﺎن •ﻌ‪•€‬‬
‫‪ 185‬ﮐﺸﻮر ﺑﮫ ﺳﺮ ﻣﯿ…‪L‬ﻧﺪ‪ PMI .‬ﻣﻌﯿﺎر ‪X‬ﺎ و اﻋﺘﺒﺎر ﻧﺎﻣﮫ ‪X‬ﺎی ﺟ‪h‬ﺎ‪u‬ﯽ‪ ،‬ﺑﺮﻧﺎﻣﮫ ‪X‬ﺎی‬
‫ﺗﺤﻘﯿﻘﯽ وﺳﯿﻊ و ﻓﺮﺻﺖ ‪X‬ﺎی اﻧﮑﺸﺎف ﻣﺴﻠˆﯽ را ﺗﻮﻟﯿﺪ و زﻣﯿﻨﮫ ﺳﺎزی ﻣﯿﻨﻤﺎﯾﻨﺪ‪.‬‬
 1 - The PMI Code of Ethics and
Professional Conduct
— The PMI Code of Ethics and Professional Conduct describes
the expectations that project managers have of themselves and
the way in which they interact with others.

— There are 4 values which project managers around the globe have
identified as being important:

— responsibility,
— respect,
— fairness and
— honesty.
Construction Project Management
Introduction
 ‫ﮐﺪ اﺧﻼﻗﯽ و ﺑﺮﺧﻮرد ﻣﺴﻠﮑﯽ‪PMI‬‬
‫— ﮐﺪ اﺧﻼ‪ x‰‬و ﺑﺮﺧﻮرد ﻣﺴﻠˆﯽ ‪PMI‬ﺗﻮﻗﻌﺎ‪Š‬ﯽ اﻧﺪ ﮐﮫ ﻣﺪﯾﺮان ﭘﺮوژﻩ از ﺧﻮد دارﻧﺪ و ﻧﺤﻮﻩ‬
‫‪Š‬ﻌﺎﻣﻞ ﺑﺎ دﯾﮕﺮان را ﺑﯿﺎن ﻣﯽ ﮐﻨﺪ‪.‬‬

‫— ‪ 4‬ارزش وﺟﻮد دارد ﮐﮫ ﻣﺪﯾﺮان ﭘﺮوژﻩ در ﺳﺮﺗﺎﺳﺮ ﺟ‪h‬ﺎن ﺑﮫ آن ا‪X‬ﻤﯿﺖ دادﻩ اﻧﺪ‪:‬‬

‫ﻣﺴﺌﻮﻟﯿﺖ‪،‬‬ ‫—‬
‫اﺣ‪Lp‬ام‪،‬‬ ‫—‬
‫اﻧﺼﺎف و‬ ‫—‬
‫ﺻﺪاﻗﺖ‬ ‫—‬
 Review
Construction Project Management techniques are used because

A. The PMI says so;

B. It will improve the chances of success over a wide range of projects.

C. They don’t affect how a project is performed;

D. They are not best practice;

Construction Project Management

Introduction
 ‫ﺳﻮال‬
‫— ﺗﺨﻨﯿﮏ ‪.‬ﺎی ﻣﺪﯾﺮ‪5‬ﺖ ﭘﺮوژﻩ ﺳﺎﺧﺘﻤﺎ<ﯽ اﺳﺘﻔﺎدﻩ ﻣ>ﺸﻮد ﺑﺨﺎﻃﺮ‬

‫‪ PMI .1‬ﭼﻨ‪k‬ن ﻣﯽ ‪l‬ﻮ‪5‬ﺪ‬

‫‪ .2‬ﭼﺎ<ﺲ ﻣﻮﻓﻘﯿﺖ را در ﻣﺤﻮﻃﮫ وﺳﯿ‪ po‬از ﭘﺮوژﻩ ‪.‬ﺎ ‪Pq‬ﺒﻮد ﻣﯿﺒﺨﺸﺪ‬
‫‪ .3‬آ‪Pr‬ﺎ ﺑﺮ ﻧﺤﻮﻩ اﻧﺠﺎم ﭘﺮوژﻩ ﺗﺎﺛ‪LK‬ی ﻧﺪارد‬
‫‪ .4‬آ‪Pr‬ﺎ ‪utPq‬ﯾﻦ روش ﻧ>ﺴ‪w‬ﻨﺪ‬
 1 - The Project Life Cycle
— The typical project
lifecycle has 4 distinct
stages.

— Staff requirements
and costs will rise and
fall over the life of
project

Introduction
 ‫دوران ﺣﻴﺎت ﭘﺮوژﻩ‬
‫— دوران ﺣﯿﺎت ﭘﺮوژﻩ دارای ‪ 4‬ﻣﺮﺣﻠﮫ‬
‫ﻣ@‪A‬ﺺ اﺳﺖ‪.‬‬

‫— ﺗﻘﺎﺿﺎ ‪X‬ﺎ و ﻣﺼﺎرف “ﺎرﻛﻨﺎن در ﻃﻮل‬

‫ﻋﻤﺮ ﭘﺮوژﻩ ﺻﻌﻮد و ﻧﺰول ﺧﻮا‪X‬ﺪ ﻛﺮد‬
1 - The Start Up Stage of the
Project Life Cycle
— Start Up/Initiation:

— the project is identified and

approval given to commence
by the project charter.

— initial draft budgets are

developed;

— the Project Manager will be

appointed.

Introduction
‫‪ - 1‬ﻣﺮﺣﻠﻪ اﻏﺎز دوران ﺣﻴﺎت ﭘﺮوژﻩ‬
‫— اﻏﺎزﭘﺮوژﻩ‪:‬‬

‫— ﭘﺮوژﻩ ﺟ‪h‬ﺖ اﻏﺎز ﺷﻨﺎﺳﺎ—ﯽ و ﺗﻮﺳﻂ‬

‫ﻣﺮﺟﻊ ﺑﺎﺻﻼﺣﯿﺖ ﻣﻨﻈﻮر ﮔﺮدﯾﺪﻩ اﺳﺖ‪.‬‬

‫— ﺑﻮدﺟﮫ اﺑﺘﺪا™ﯽ ﺗﺪو‪q‬ﻦ ﺷﺪﻩ اﺳﺖ‪.‬‬

‫— ﻣﺪﯾﺮ ﭘﺮوژﻩ ﻣﻌﺮ‪ xš‬ﺧﻮا‪X‬ﺪ ﺷﺪ‪.‬‬

1 - The Planning Stage of the
Project Life Cycle
— Planning:

— detailed project planning

work is carried out.

— the scope of the project is

defined, or to put it another
way, we list exactly what is
included and what is NOT
included.

— a detailed Project plan is

produced.
Introduction
‫‪ -1‬ﻣﺮﺣﻠﻪ ﭘﻼﻧﮕﺬاری دوران ﺣﻴﺎت ﭘﺮوژﻩ‬
‫— ﭘﻼﻧﮕﺬاری‪:‬‬

‫— "ﺎر دﻗﯿﻖ ﭘﻼﻧﮕﺰاری ﭘﺮوژﻩ اﻧﺠﺎم ﻣﯽ ﺷﻮد‪.‬‬

‫— وﺳﻌﺖ ﭘﺮوژﻩ ?ﻌﺮ@ﻒ ﺷﺪﻩ اﺳﺖ ‪ ،‬ﯾﺎ ﺑﮫ ﻋﺒﺎرت‬

‫ً‬
‫دﯾﮕﺮ ‪ ،‬ﻣﺎ دﻗﯿﻘﺎ آﻧﭽﮫ را ﺷﺎﻣﻞ ﻣﯽ ﺷﻮد و‬
‫آﻧﭽﮫ ﮐﮫ ﺷﺎﻣﻞ ﻧ‪ QP‬ﺷﻮد ﻟ‪S‬ﺴﺖ ﻣﯽ ﮐﻨﯿﻢ‪.‬‬

‫— ﯾﮏ ﭘﻼن ﻣﺸﺮح ﭘﺮوژﻩ اﻣﺎدﻩ ﻣﯽ ﺷﻮد‬

1 - The Execution Stage of the
Project Life Cycle
— Execution:

— carrying out the actual

project work is also called
“execution”

— the largest part of the

project.

— all of the works necessary

to bring the project to
completion.
Introduction
‫‪ - 1‬ﻣﺮﺣﻠﻪ اﺟﺮاﻳﯽ دوران ﺣﻴﺎت ﭘﺮوژﻩ‬
‫— ا ﺟ ﺮ ا ‪ ,‬ﯽ‪:‬‬

‫— اﻧﺠﺎم ‪f‬ﺎر واﻗ›‪ x‬در ﭘﺮوژﻩ ﺑﻨﺎم ﻣﺮﺣﻠﮫ‬

‫"اﺟﺮا—ﯽ" ﻧﺎﻣﯿﺪﻩ ﻣﯽ ﺷﻮد‬

‫— ﺑﺰرﮔ‪Lp‬ﯾﻦ ﻗﺴﻤﺖ ﭘﺮوژﻩ ﻣﯿﺒﺎﺷﺪ‬

‫— ﺗﻤﺎم ‪f‬ﺎر‪X‬ﺎی ﻻزم ﺑﺮای ﺑﮫ اﺗﻤﺎم رﺳﯿﺪن‬

‫ﭘﺮوژﻩ اﻧﺠﺎم ﺷﻮد‬
1 - The Closing Stage of the Project
Life Cycle
— Closing:

— getting agreement that the

project is finished
satisfactorily

— all records are stored safely;

— key learning’s from the project

are noted and where
necessary, acted on;

— all outstanding payments are

made

Introduction
‫‪ - 1‬ﻣﺮﺣﻠﻪ اﺧﺘﺘﺎﻣﻴﻪ دوران ﺣﻴﺎت ﭘﺮوژﻩ‬
‫— اﺧﺘﺘﺎم‪:‬‬

‫— ﺗﻮاﻓﻖ ﺑﺮ ﺳﺮ اﯾﻨﮑﮫ ﭘﺮوژﻩ رﺿﺎﯾﺖ ﺑﺨﺶ ﺑﮫ‬

‫ﭘﺎﯾﺎن رﺳﯿﺪﻩ اﺳﺖ‬

‫— ‪C‬ﻤﮫ ﺳﻮاﺑﻖ ﻃﻮر ﻣﺼﻮون ﻧﮕ‪s‬ﺪاری‪.‬‬

‫— اﻣﻮزش ﻧ‪y‬ﺎت ‪j‬ﻠﯿﺪی از ﭘﺮوژﻩ ذﮐﺮ ﺷﺪﻩ و در‬

‫ﺻﻮرت ﻟﺰوم ‪ ،‬ﺑﺮ روی آن ﻋﻤﻞ ﻣﯽ ﺷﻮد‪.‬‬
‫—‬
‫— ‪C‬ﻤﮫ ﭘﺮداﺧﺖ ‪C‬ﺎی اﻧﺠﺎم ﻧﺎﺷﺪﻩ اﻧﺠﺎم ﻣﯽ ﺷﻮد‬
 Review
Which of the following statements is true?

A. The project lifecycle changes with each project;

B. A Project Management office must be installed in every

organization;

C. There are 4 stages in the project lifecycle – start up, planning,

execution and closing;

D. The PMI is an insurance company;

Construction Project Management

Introduction
 ‫ﺳﻮال‬
‫— ﮐﺪام ﯾˆﯽ از ﮔﺰ‪q‬ﻨﮫ ‪X‬ﺎی ذﯾﻞ ‪Ÿž‬ﯿﺢ اﺳﺖ؟‬

‫‪ .1‬ﭼﺮﺧﮫ ﻋﻤﺮ ﭘﺮوژﻩ ﺑﺎ ﭘﺮوژﻩ ‪X‬ﺎی دﯾﮕﺮ ‪Š‬ﻐﯿ‪ LK‬ﻣﯿﮑﻨﺪ‬

‫‪ .2‬ﯾﮏ دﻓ‪ Lp‬ﻣﺪﯾﺮ‪q‬ﺖ ﭘﺮوژﻩ ﺑﺎﯾﺪ در ‪X‬ﺮ ﺳﺎزﻣﺎن ﻧﺼﺐ ﺷﻮد‬
‫‪ 4 .3‬ﻣﺮﺣﻠﮫ در ﭼﺮﺧﮫ ﻋﻤﺮ ﭘﺮوژﻩ وﺟﻮد دارد‪ :‬ﺷﺮوع‪ ،‬ﺑﺮﻧﺎﻣﮫ ر‪q‬ﺰی‪ ،‬اﺟﺮا‪ ،‬و ﺧﺘﻢ‬
‫‪ PMI .4‬ﯾﮏ ﺷﺮﮐﺖ ﺑﯿﻤﮫ اﺳﺖ‬
 1 – The Project Management
Structure
— High level and external to the project

— Senior level

— Project senior level

— Project managers team

— Project team workers

Introduction
 ‫ﺳﺎﺧﺘﺎر ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ‬
‫ﺳﻄﺢ ﺑﺎﻻ‪%‬ﯽ و ﺧﺎرج از ﭘﺮوژﻩ‬ ‫—‬
‫ﺳﻄﺢ ارﺷﺪ‬ ‫—‬
‫ﺳﻄﺢ ارﺷﺪ ﭘﺮوژﻩ‬ ‫—‬
‫ﺗﯿﻢ ﻣﺪﯾﺮان ﭘﺮوژﻩ‬ ‫—‬
‫ﺗﯿﻢ ﭘﺮوژﻩ ﯾﺎ ﻗﺮاردادی‬ ‫—‬
1 - The Project Sponsor
— A senior executive in an organization (often at or just below board
level);

— Responsible to the organization for the success of the project;

— The Project sponsor is usually tasked with

— Advocating and Championing the project both internally and

externally;
— Championing the project
— Obtaining budgets for the project;
— Accepting responsibility for problems escalated from the project
manager;
— Signing off documents such as the business case and project charter;
— Supporting the project manager in managing the project.

Introduction
 ‫ﺣﺎﻣﻴﺎن ﭘﺮوژﻩ‬
‫— ﯾﮏ ﻣﺪﯾﺮ ارﺷﺪ در ﯾﮏ ﺳﺎزﻣﺎن) اﻏﻠﺐ در ﺳﻄﺢ ‪X‬ﯿﺎت ﻣﺪﯾﺮﻩ ﯾﺎ دﻗﯿﻘﺎ ﭘﺎﯾ‪K‬ن آن(‬
‫— ﻣﺴﻮل در ﺑﺮاﺑﺮ ﺳﺎزﻣﺎن ﺑﺮای ﻣﻮﻓﻘﯿﺖ ﭘﺮوژﻩ‬
‫— ﺣﺎﻣﯽ ﭘﺮوژﻩ ﻣﻌﻤﻮﻻ وﻇﺎﯾﻒ ذﯾﻞ را دارد‪:‬‬
‫ﻃﺮﻓﺪاری و ﺣﻤﺎﯾﺖ ﭘﺮوژﻩ از ﻧﻈﺮ داﺧ‪ cb‬و ﺧﺎر‪cd‬‬ ‫‪.1‬‬
‫ﻣﻮﻓﻖ ﺳﺎﺧ‪e‬ن ﭘﺮوژﻩ‬ ‫‪.2‬‬
‫اﺧﺬ ﺑﻮدﺟﮫ ﺑﺮای ﭘﺮوژﻩ‬ ‫‪.3‬‬
‫ﻗﺒﻮل ﮐﺮدن ﻣﺴﻮﻟﯿﺖ ﻣﺸﮑﻼت ﻧﺎ‪ Qkj‬از ﻣﺪﯾﺮ ﭘﺮوژﻩ‬ ‫‪.4‬‬
‫اﻣﻀﺎ اﺳﻨﺎد ﻣﺎﻧﻨﺪ ﻣﻮارد رﺳ‪ QP‬و ﻣﻨﻈﻮری ﭘﺮوژﻩ‬ ‫‪.5‬‬
‫ﺣﻤﺎﯾﺖ از ﻣﺪﯾﺮ ﭘﺮوژﻩ در ﻣﺪﯾﺮ@ﺖ ﭘﺮوژﻩ‬ ‫‪.6‬‬
1 - The Project Manager
— The person assigned to achieve the project objectives and who will
report to the Project Sponsor.

— Must be a manager who can bring a team together and manage them
into producing a result.

— Needs to have technical and people skills

— Needs to be able to manage stakeholders and project teams,

contractors and clients in order to achieve the project objectives.

Introduction
 ‫ﻣﺪﻳﺮ ﭘﺮوژﻩ‬
‫¦‪ •¨§A‬ﮐﮫ ﺑﺮای ﺣﺼﻮل ا‪X‬ﺪاف ﭘﺮوژﻩ ‪Š‬ﻌﯿ‪K‬ن ﺷﺪﻩ و ﮔﺰارش ﺧﻮد را ﺑﮫ ﺣﺎﻣﯽ ﭘﺮوژﻩ اراﯾﮫ‬ ‫—‬
‫ﻣ ﯽ ﮐﻨﺪ‪.‬‬
‫ﺑﺎﯾﺪ ﻣﺪﯾﺮی ﺑﺎﺷﺪ ﮐﮫ ﺑﺘﻮاﻧﺪ ﺗﯿﻢ را ‪Š‬ﺸﮑﯿﻞ دادﻩ و آ©‪o‬ﺎ را ﺑﺮای ﺑﺪﺳﺖ اوردن ﻧ‪Y‬ﯿﺠﮫ ©‪o‬ﺎ™ﯽ‬ ‫—‬
‫ﻣﺪﯾﺮ‪q‬ﺖ ﻣﯿﮑﻨﺪ‪.‬‬
‫ﻧﯿﺎز ﺑﮫ داﺷ‪p‬ن ﻣ‪h‬ﺎرت ‪X‬ﺎی ﺗﺨﻨﯿˆﯽ و ﻣﺮدﻣﯽ دارد‪.‬‬ ‫—‬
‫ﻧﯿﺎز ﺑﮫ داﺷ‪p‬ن ﺗﻮاﻧﺎ—ﯽ ﻣﺪﯾﺮ‪q‬ﺖ ذﯾﻨﻔﻌﺎن‪ ،‬ﺗﯿﻢ ‪X‬ﺎی ﭘﺮوژﻩ‪ ،‬ﻗﺮاردادی ‪X‬ﺎ و ﻣﺸ‪Lp‬ﯾﺎن ﺑﺮای‬ ‫—‬
‫دﺳ‪Y‬ﯿﺎ‪G‬ﯽ ﺑﮫ ا‪X‬ﺪاف ﭘﺮوژﻩ دارد‪.‬‬
1 - The Project Management Team

— The Project Management Team will be the core team,

including the Project manager, who will run the project
and carry out the project administration.

— They are responsible for making sure the project keeps on

schedule and that all reports and documents are produced
when required.

Introduction
 ‫ﺗﻴﻢ ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ‬
‫— ﺗﯿﻢ ﻣﺪﯾﺮ‪q‬ﺖ ﭘﺮوژﻩ ‪X‬ﺴﺘﮫ ﺗﯿﻢ ﺧﻮا‪X‬ﺪ ﺑﻮد‪ ،‬ﮐﮫ ﺷﺎﻣﻞ ﻣﺪﯾﺮ ﭘﺮوژﻩ ﺑﻮدﻩ ¦‪ •¨§A‬ﮐﮫ ﭘﺮوژﻩ‬
‫را اﺟﺮا و ﻣﺪﯾﺮ‪q‬ﺖ ﭘﺮوژﻩ را اﻧﺠﺎم ﻣﯿﺪ‪X‬ﺪ‪.‬‬

‫— آ©‪o‬ﺎ ﻣﺴﻮل ‪X‬ﺴ‪Y‬ﻨﺪ در ﻣﻘﺎﺑﻞ اﯾﻨﮑﮫ اﻃﻤﯿﻨﺎن ﺣﺎﺻﻞ ﮐﻨﻨﺪ ﮐﮫ ﭘﺮوژﻩ ﻣﻄﺎﺑﻖ ﺟﺪول‬
‫زﻣﺎﻧ‪ª‬ﻨﺪی ‪Š‬ﻌﻘﯿﺐ ﮔﺮدﯾﺪﻩ و ﮔﺰارﺷ‪h‬ﺎ و اﺳﻨﺎد در زﻣﺎن ﻟﺰوم آن «‪o‬ﯿﮫ ﺷﺪﻩ اﺳﺖ‪.‬‬
1 - The Project Team
— The Project Team is usually a larger team than the project
management team and will include everyone working on
the project.

— On a construction project it will include the design team,

the construction team and any other specialist providers
involved;

Introduction
 ‫ﺗﻴﻢ ﭘﺮوژﻩ‬
‫— ﺗﯿﻢ ﭘﺮوژﻩ ﻣﻌﻤﻮﻻ ﺑﺰرﮔ‪ Lp‬از ﺗﯿﻢ ﻣﺪﯾﺮ‪q‬ﺖ ﭘﺮوژﻩ ﺑﻮدﻩ ﮐﮫ ‪X‬ﺮ ¦‪A‬ﺺ‬
‫در ﭘﺮوژﻩ ‪f‬ﺎر ﺧﻮا‪X‬ﻨﺪ ﮐﺮد‪.‬‬

‫— در ﯾﮏ ﭘﺮوژﻩ ﺳﺎﺧﺘﻤﺎ‪u‬ﯽ ﺗﯿﻢ ﭘﺮوژﻩ ﺷﺎﻣﻞ ﺗﯿﻢ دﯾﺰاﯾﻦ‪ ،‬ﺗﯿﻢ ﺳﺎﺧﺘﻤﺎ‪u‬ﯽ‪ ،‬و ﻣﺘﺨﺼﺼ‪K‬ن‬
‫ﻣﻮارد ﺧﺎص ﺷﺎﻣﻞ ﺧﻮا‪X‬ﺪ ﺑﻮد‪.‬‬
1 - The Project Management Office
(PMO)
— In some organizations, there will be a permanent Project
Management Office (PMO).

— This office is responsible in the organization for

centralized and co-ordinated management of projects
under it’s charge. The PMO may simply supply resources
to projects or may be a full stakeholder in the project.

Introduction
 ‫دﻓﱰ ﻣﺪﻳﺮﻳﺖ ﭘﺮوژﻩ‬
‫— در ]ﻌ‪ •¨-‬ﺳﺎزﻣﺎ©‪o‬ﺎ‪ ،‬دﻓﺎﺗﺮ ﺛﺎﺑﺖ وﺟﻮد ﺧﻮا‪X‬ﺪ داﺷﺖ‪.‬‬

‫— اﯾﻦ دﻓ‪ Lp‬در ادارات ﻣﺴﻮﻟﯿﺖ دارﻧﺪ ﺗﺎ ﺑﺮای ﻣﺪﯾﺮ‪q‬ﺖ ﻣﺘﻤﺮﮐﺰ و ‪X‬ﻤﺎ‪X‬ﻨ®ﯽ ﭘﺮوژﻩ ﺗﺤﺖ‬
‫ﻓﺸﺎر ‪X‬ﺎی ﻣﻮﺟﻮدﻩ ‪f‬ﺎرﮐﻨﻨﺪ‪ PMO ،‬ﻣﻤﮑﻦ اﺳﺖ ﺑﮫ ﺳﺎدﻩ ¯ﯽ ﻣﻨﺎ]ﻊ ﭘﺮوژﻩ را ﺗﺎﻣ‪K‬ن ﮐﻨﺪ‬
‫ﯾﺎ ذﯾﻨﻔﻊ ‪f‬ﺎﻣﻞ ﭘﺮوژﻩ ﺑﺎﺷﺪ‪.‬‬
1 – Program, Portfolio, and
Functional Managers
— Portfolio Managers are senior level managers who are responsible to
the organization for the high level management of a number of
projects which may or may not be connected.

— Program Managers are senior level managers who are responsible for
a group of projects which are related in some manner.

— Functional Managers are managers who are responsible for clearly

defined areas within a business such as Finance, Logistics etc.

Introduction
 ‫ﻣﺪﻳﺮان ﺑﺮ‪R‬ﻣﻪ‪ ،‬اﻣﻮرات ﺧﺎص و اﺟﺮاﺋﯽ‬
‫— ﻣﺪﯾﺮان اﻣﻮرات ﺧﺎص‪ ،‬ﻣﺪﯾﺮان ارﺷﺪ ‪X‬ﺴ‪Y‬ﻨﺪ ﮐﮫ ﻣﺴﻮﻟﯿﺖ ﻣﺪﯾﺮ‪q‬ﺖ ﺳﻄﺢ ﺑﺎﻻی ‪Š‬ﻌﺪادی‬
‫از ﭘﺮوژﻩ را ﮐﮫ ﻣﻤﮑﻦ اﺳﺖ ﺑﮫ ‪X‬ﻢ ﻣﺘﺼﻞ ﺑﺎﺷﻨﺪ ﯾﺎ ﻧﮫ در ﺑﺮاﺑﺮ ﺳﺎزﻣﺎن ﻣﺴﻮل ‪X‬ﺴ‪Y‬ﻨﺪ‪.‬‬
‫— ﻣﺪﯾﺮان ﺑﺮﻧﺎﻣﮫ‪ ،‬ﻣﺪﯾﺮان ارﺷﺪ ‪X‬ﺴ‪Y‬ﻨﺪ ﮐﮫ ﻣﺴﻮل ﮔﺮو‪ x°‬از ﭘﺮوژﻩ ‪X‬ﺎ ‪X‬ﺴ‪Y‬ﻨﺪ ﮐﮫ ﺑﮫ ﻧﻮ‪ xw‬ﺑﺎ‬
‫‪X‬ﻢ ارﺗﺒﺎط دارﻧﺪ‪.‬‬
‫— ﻣﺪﯾﺮان اﺟﺮا™ﯽ‪ ،‬ﻣﺪﯾﺮا‪u‬ﯽ ‪X‬ﺴ‪Y‬ﻨﺪ ﮐﮫ ﻣﺴﻮل زﻣﯿﻨﮫ ‪X‬ﺎی وا‪ ³²‬ﻣ@‪A‬ﺺ در اﻣﻮرات رﺳ´•‬
‫را دارﻧﺪ ﻣﺎﻧﻨﺪ اﻣﻮر ﻣﺎ‪ ،xµ‬ﺗﺪار‪f‬ﺎت و ﻏ‪LK‬ﻩ‪.‬‬
 Review
Which of the following statements is true?

A. Project managers do not need to be honest;

B. The project plan will be prepared during the planning stage of

the project lifecycle;

C. Portfolio managers do not exist;

D. The PMI has no Code of Ethics and Professional Responsibility;

Construction Project Management

Introduction
 ‫ﺳﻮال‬
‫— ﮐﺪام ﯾﮏ از ﮔﺰ‪q‬ﻨﮫ ‪X‬ﺎی ذﯾﻞ ‪Ÿž‬ﯿﺢ ﻣﯿﺒﺎﺷﺪ؟‬

‫‪ .1‬ﻣﺪﯾﺮان ﭘﺮوژﻩ ﻧﯿﺎزی ﺑﮫ ﺻﺪاﻗﺖ ﻧﺪارﻧﺪ‬

‫‪ .2‬ﺑﺮﻧﺎﻣﮫ ﭘﺮوژﻩ در ﻣﺮﺣﻠﮫ ﺑﺮﻧﺎﻣﮫ ر‪q‬ﺰی ﭼﺮﺧﮫ ﻋﻤﺮ ﭘﺮوژﻩ «‪o‬ﯿﮫ ﺧﻮا‪X‬ﺪ ﺷﺪ‬
‫‪ .3‬ﻣﺪﯾﺮان ﺳ‪h‬ﺎم ﻧﻤﻮﻧﮫ وﺟﻮد ﻧﺪارﻧﺪ‬
‫‪ PMI .4‬ﻓﺎﻗﺪ ‪X‬ﺮ ¯ﻮﻧﮫ اﺻﻮل اﺧﻼ‪ x‰‬و ﻣﺴﻮﻟﯿﺖ ﺣﺮﻓﮫ ای اﺳﺖ‬
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Construction Project Management