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‫ﻣﺪﯾﺮﯾﺖ‪:‬‬
‫ﻣﺪﯾﺮﯾﺖﭘﺮﻭﮊﻩ ﻓﻨﺎﻭﺭﯼ ﺍﻃﻼﻋﺎﺕ‬

‫ﺗﻮﺟﻪ‪:‬ﺑﺮﺍﯼ ﺍﺳﺘﻨﺎﺩ ﮐﺎﻣﻞ ﺑﻪ ﺧﻮﺩ ﻣﺘﻦ ﻣﺮﺍﺟﻌﻪ ﮐﻨﯿﺪ‪.‬‬

 ‫{‪-‬ﺍﻣﺮﻭﺯﻩ ﺑﺴﯿﺎﺭﯼ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺩﺍﺭﺍﯼ ﯾﮏ ﺳﯿﺴﺘﻢ ﺟﺪﯾﺪ ﯾﺎ ﺗﺠﺪﯾﺪ ﺷﺪﻩ ﻫﺴﺘﻨﺪ‬
‫ﻋﻼﻗﻪﺑﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺳﺨﺖ ﺍﻓﺰﺍﺭ ﮐﺎﻣﭙﯿﻮﺗﺮ‪ ،‬ﻧﺮﻡ ﺍﻓﺰﺍﺭ‪ ،‬ﺷﺒﮑﻪ ﻭ‪...‬‬
‫ﺍﺳﺘﻔﺎﺩﻩﺍﺯ ﺗﯿﻢ ﻫﺎﯼ ﮐﺎﺭﯼ ﺑﯿﻦ ﺭﺷﺘﻪ ﺍﯼ ﻭ ﺟﻬﺎﻧﯽ ﻣﺤﯿﻂ ﮐﺎﺭ ﺭﺍ ﺑﻪ‬
‫ﺷﺪﺕﺗﻐﯿﯿﺮ ﺩﺍﺩﻩ ﺍﺳﺖ‬
‫{‪-‬ﮐﻞ ﺟﻬﺎﻥ ﻧﺰﺩﯾﮏ ﺑﻪ ‪ 10‬ﺗﺮﯾﻠﯿﻮﻥ ﺩﻻﺭ ﺧﺮﺝ ﻣﯽ ﮐﻨﺪ‬
‫ﺗﻮﻟﯿﺪﻧﺎﺧﺎﻟﺺ ‪ 40.7‬ﺗﺮﯾﻠﯿﻮﻥ ﺩﻻﺭﯼ ﺁﻥ ﺩﺭ ﭘﺮﻭﮊﻩ ﻫﺎﯼ‬
‫ﻣﺨﺘﻠﻒ‬
‫{‪-‬ﺑﯿﺶ ﺍﺯ ‪ 16‬ﻣﯿﻠﯿﻮﻥ ﻧﻔﺮ ﺑﻪ ﭘﺮﻭﮊﻩ ﺗﻮﺟﻪ ﺩﺍﺭﻧﺪ‬
‫ﻣﺪﯾﺮﯾﺖﺑﻪ ﻋﻨﻮﺍﻥ ﺣﺮﻓﻪ ﺁﻧﻬﺎ‬

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 ‫{‪-‬ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻓﻨﺎﻭﺭﯼ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻫﻤﺎﻧﻄﻮﺭ ﮐﻪ ﺩﺭ ﻣﻘﺎﻟﻪ ﺗﻮﺿﯿﺢ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺳﻮﺍﺑﻖ ﺑﺴﯿﺎﺭ ﺑﺪﯼ ﺩﺍﺭﻧﺪ‬
‫ﭼﻪﭼﯿﺰﯼ ﺍﺷﺘﺒﺎﻩ ﭘﯿﺶ ﺭﻓﺖ؟‬

‫{‪-‬ﯾﮏ ﻣﻄﺎﻟﻌﻪ ﮔﺮﻭﻩ (‪ Standish )CHAOS‬ﺩﺭ ﺳﺎﻝ ‪ 1995‬ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﺗﻨﻬﺎ‬

‫‪ 16.2%‬ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻓﻨﺎﻭﺭﯼ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺑﺮﺁﻭﺭﺩﻩ ﮐﺮﺩﻥ ﺍﻫﺪﺍﻑ ﻣﺤﺪﻭﺩﻩ‪،‬‬
‫ﺯﻣﺎﻥﻭ ﻫﺰﯾﻨﻪ ﻣﻮﻓﻖ ﺑﻮﺩﻧﺪ‪ .‬ﺑﯿﺶ ﺍﺯ ‪ 31‬ﺩﺭﺻﺪ ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻓﻨﺎﻭﺭﯼ‬
‫ﺍﻃﻼﻋﺎﺕﻗﺒﻞ ﺍﺯ ﺗﮑﻤﯿﻞ ﻟﻐﻮ ﺷﺪﻧﺪ‬
‫{‪-‬ﯾﮏ ﻣﻄﺎﻟﻌﻪ ‪ PricewaterhouseCoopers‬ﻧﺸﺎﻥ ﺩﺍﺩ ﮐﻪ ﺑﻪ ﻃﻮﺭ ﮐﻠﯽ‪ ،‬ﻧﯿﻤﯽ ﺍﺯ‬
‫ﻫﻤﻪﭘﺮﻭﮊﻩ ﻫﺎ ﺷﮑﺴﺖ ﻣﯽ ﺧﻮﺭﻧﺪ ﻭ ﺗﻨﻬﺎ ‪ 2.5‬ﺩﺭﺻﺪ ﺍﺯ ﺷﺮﮐﺖ ﻫﺎ ﺑﻪ ﻃﻮﺭ‬
‫ﻣﺪﺍﻭﻡﺑﻪ ﺍﻫﺪﺍﻑ ﺧﻮﺩ ﺍﺯ ﻧﻈﺮ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻫﺰﯾﻨﻪ ﺑﺮﺍﯼ ﻫﻤﻪ ﺍﻧﻮﺍﻉ ﭘﺮﻭﮊﻩ ﻫﺎ‬
‫ﺩﺳﺖﻣﯽ ﯾﺎﺑﻨﺪ‪.‬‬

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 ‫{‪-‬ﮐﻨﺘﺮﻝ ﺑﻬﺘﺮ ﻣﺎﻟﯽ‪ ،‬ﻓﯿﺰﯾﮑﯽ ﻭ ﺍﻧﺴﺎﻧﯽ‬
‫ﻣﻨﺎﺑﻊ‬
‫{‪-‬ﺑﻬﺒﻮﺩ ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﯼ‬
‫{‪-‬ﺯﻣﺎﻥ ﺗﻮﺳﻌﻪ ﮐﻮﺗﺎﻩ ﺗﺮ‬
‫{‪-‬ﻫﺰﯾﻨﻪ ﻫﺎﯼ ﭘﺎﯾﯿﻦ ﺗﺮ‬
‫{‪-‬ﮐﯿﻔﯿﺖ ﺑﺎﻻﺗﺮ ﻭ ﺍﻓﺰﺍﯾﺶ ﻗﺎﺑﻠﯿﺖ ﺍﻃﻤﯿﻨﺎﻥ‬
‫{‪-‬ﺣﺎﺷﯿﻪ ﺳﻮﺩ ﺑﺎﻻﺗﺮ‬
‫{‪-‬ﺑﻬﺮﻩ ﻭﺭﯼ ﺑﻬﺒﻮﺩ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬
‫{‪-‬ﻫﻤﺎﻫﻨﮕﯽ ﺩﺍﺧﻠﯽ ﺑﻬﺘﺮ‬
‫{‪-‬ﺭﻭﺣﯿﻪ ﮐﺎﺭﮔﺮﯼ ﺑﺎﻻﺗﺮ‬

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 ‫{‪-‬ﺁﭘﺮﻭﮊﻩ"ﯾﮏ ﺗﻼﺵ ﻣﻮﻗﺖ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺍﺳﺖ‬
‫ﺑﺮﺍﯼﺍﯾﺠﺎﺩ ﯾﮏ ﻣﺤﺼﻮﻝ‪ ،‬ﺧﺪﻣﺎﺕ‪ ،‬ﯾﺎ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ‬
‫ﻧﺘﯿﺠﻪ”)ﺭﺍﻫﻨﻤﺎﯼ ‪ ،®PMBOK‬ﻧﺴﺨﻪ ﭼﻬﺎﺭﻡ‪ ،2008 ،‬ﺹ ‪(5‬‬

‫{‪-‬ﻋﻤﻠﯿﺎﺕ ﮐﺎﺭﯼ ﺍﺳﺖ ﮐﻪ ﺑﺮﺍﯼ ﺗﺪﺍﻭﻡ ﮐﺴﺐ ﻭ ﮐﺎﺭ ﺍﻧﺠﺎﻡ ﻣﯽ ﺷﻮﺩ‬

‫{‪-‬ﭘﺮﻭﮊﻩ ﻫﺎ ﺯﻣﺎﻧﯽ ﺑﻪ ﭘﺎﯾﺎﻥ ﻣﯽ ﺭﺳﻨﺪ ﮐﻪ ﺍﻫﺪﺍﻓﺸﺎﻥ ﻣﺤﻘﻖ ﺷﺪﻩ ﺑﺎﺷﺪ‬

‫ﺭﺳﯿﺪﻩﯾﺎ ﭘﺮﻭﮊﻩ ﺧﺎﺗﻤﻪ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬

‫{‪-‬ﭘﺮﻭﮊﻩ ﻫﺎ ﻣﯽ ﺗﻮﺍﻧﻨﺪ ﺑﺰﺭﮒ ﯾﺎ ﮐﻮﭼﮏ ﺑﺎﺷﻨﺪ ﻭ ﮐﻮﺗﺎﻩ ﺑﺎﺷﻨﺪ‬

‫ﯾﺎﺯﻣﺎﻥ ﻃﻮﻻﻧﯽ ﺑﺮﺍﯼ ﺗﮑﻤﯿﻞ‬

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 ‫{‪-‬ﯾﮏ ﺗﮑﻨﺴﯿﻦ ﺩﻩ ﻟﭗ ﺗﺎﭖ ﺭﺍ ﺑﺎ ﯾﮏ ﻟﭗ ﺗﺎﭖ ﮐﻮﭼﮏ ﺗﻌﻮﯾﺾ ﻣﯽ ﮐﻨﺪ‬
‫ﺑﺨﺶ‬
‫{‪-‬ﯾﮏ ﺗﯿﻢ ﺗﻮﺳﻌﻪ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﮐﻮﭼﮏ ﯾﮏ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺟﺪﯾﺪ ﺍﺿﺎﻓﻪ ﻣﯽ ﮐﻨﺪ‬
‫ﻗﺎﺑﻠﯿﺖﯾﮏ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺩﺍﺧﻠﯽ ﺑﺮﺍﯼ ﺑﺨﺶ ﻣﺎﻟﯽ‬

‫{‪-‬ﯾﮏ ﭘﺮﺩﯾﺲ ﮐﺎﻟﺞ ﻓﻨﺎﻭﺭﯼ ﺧﻮﺩ ﺭﺍ ﺍﺭﺗﻘﺎ ﻣﯽ ﺩﻫﺪ‬

‫ﺯﯾﺮﺳﺎﺧﺖﺑﺮﺍﯼ ﺩﺳﺘﺮﺳﯽ ﺑﻪ ﺍﯾﻨﺘﺮﻧﺖ ﺑﯽ ﺳﯿﻢ ﺩﺭ ﺳﺮﺍﺳﺮ‬
‫ﺩﺍﻧﺸﮕﺎﻩ‬
‫{‪-‬ﯾﮏ ﮔﺮﻭﻩ ﮐﺎﺭﯼ ﻣﺘﻘﺎﺑﻞ ﺩﺭ ﯾﮏ ﺷﺮﮐﺖ ﺗﺼﻤﯿﻢ ﻣﯽ ﮔﯿﺮﺩ‬
‫ﭼﻪﺳﯿﺴﺘﻢ (‪Voice-over-Internet-Protocol )VoIP‬‬
‫ﺧﺮﯾﺪﺍﺭﯼﮐﻨﯿﺪ ﻭ ﭼﮕﻮﻧﻪ ﭘﯿﺎﺩﻩ ﺳﺎﺯﯼ ﻣﯽ ﺷﻮﺩ‬

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 ‫{‪-‬ﯾﮏ ﭘﺮﻭﮊﻩ‪:‬‬
‫ﻫﺪﻑﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩﯼ ﺩﺍﺭﺩ‬ ‫◦‬
‫ﻣﻮﻗﺖﺍﺳﺖ‬ ‫◦‬
‫ﺑﺎﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻔﺼﯿﻞ ﭘﯿﺸﺮﻭﻧﺪﻩ ﺗﻮﺳﻌﻪ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‬ ‫◦‬
‫ﺑﻪﻣﻨﺎﺑﻊ ﻧﯿﺎﺯ ﺩﺍﺭﺩ‪ ،‬ﺍﻏﻠﺐ ﺍﺯ ﻣﻨﺎﻃﻖ ﻣﺨﺘﻠﻒ‬ ‫◦‬
‫ﺑﺎﯾﺪﻣﺸﺘﺮﯼ ﯾﺎ ﺣﺎﻣﯽ ﺍﺻﻠﯽ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‬ ‫◦‬
‫‪---‬ﺍﯾﻦﺣﺎﻣﯽ ﻣﺎﻟﯽ ﭘﺮﻭﮊﻩﻣﻌﻤﻮﻻ ﺟﻬﺖ ﻭ‬
‫ﺗﺎﻣﯿﻦﻣﺎﻟﯽ ﭘﺮﻭﮊﻩ‬
‫ﺷﺎﻣﻞﻋﺪﻡ ﻗﻄﻌﯿﺖ ﺍﺳﺖ‬ ‫◦‬

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 ‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩﮐﺎﺭ ﺑﺎ ﺣﺎﻣﯿﺎﻥ ﭘﺮﻭﮊﻩ‪،‬‬
‫ﺗﯿﻢﭘﺮﻭﮊﻩ ﻭ ﺳﺎﯾﺮ ﺍﻓﺮﺍﺩ ﺩﺭﮔﯿﺮ ﺩﺭ ﯾﮏ ﭘﺮﻭﮊﻩ ﺑﺮﺍﯼ ﺭﺳﯿﺪﻥ‬
‫ﺑﻪﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺑﺮﻧﺎﻣﻪ‪ :‬ﮔﺮﻭﻩ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻣﺮﺗﺒﻂ ﻣﺪﯾﺮﯾﺖ ﺷﺪﻩ ﺩﺭ ﺍﻟﻒ‬
‫ﺭﻭﺷﯽﻫﻤﺎﻫﻨﮓ ﺑﺮﺍﯼ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻥ ﻣﺰﺍﯾﺎ ﻭ ﮐﻨﺘﺮﻟﯽ ﮐﻪ ﺍﺯ‬
‫ﻣﺪﯾﺮﯾﺖﺁﻧﻬﺎ ﺑﻪ ﺻﻮﺭﺕ ﺟﺪﺍﮔﺎﻧﻪ ﺩﺭ ﺩﺳﺘﺮﺱ ﻧﯿﺴﺖ‬
‫)ﺭﺍﻫﻨﻤﺎﯼ ‪ ،®PMBOK‬ﻧﺴﺨﻪ ﭼﻬﺎﺭﻡ‪ ،2008 ،‬ﺹ ‪(9‬‬

‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﺑﺮﻧﺎﻣﻪ ﺑﺮ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﻧﻈﺎﺭﺕ ﻣﯽ ﮐﻨﻨﺪ‪ .‬ﺍﻏﻠﺐ ﻋﻤﻞ ﻣﯽ ﮐﻨﻨﺪ‬

‫ﺑﻪﻋﻨﻮﺍﻥ ﺭﺉﯿﺲ ﺑﺮﺍﯼ ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ‬

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 ‫ﭘﺮﻭﮊﻩﻣﻮﻓﻖ‬
‫ﻣﺪﯾﺮﯾﺖﯾﻌﻨﯽ‬
‫ﻣﻼﻗﺎﺕﻫﺮ ﺳﻪ‬
‫ﺍﻫﺪﺍﻑ)ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ‪،‬‬
‫ﻭﻫﺰﯾﻨﻪ( – ﻭ‬
‫ﺭﺍﺿﯽﮐﺮﺩﻥ‬
‫ﺣﺎﻣﯽﭘﺮﻭﮊﻩ!‬

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 ‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩﺍﺳﺖ »ﮐﺎﺭﺑﺮﺩ‬
‫ﺩﺍﻧﺶ‪،‬ﻣﻬﺎﺭﺕ ﻫﺎ‪ ،‬ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﮑﻨﯿﮏ ﻫﺎﯼ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﭘﺮﻭﮊﻩ‬
‫ﺑﺮﺍﯼﺑﺮﺁﻭﺭﺩﻥ ﻧﯿﺎﺯﻫﺎﯼ ﭘﺮﻭﮊﻩ®‪)PMBOK‬‬
‫ﺭﺍﻫﻨﻤﺎ‪،‬ﭼﺎﭖ ﭼﻬﺎﺭﻡ‪ ،1387 ،‬ﺹ‪(6 .‬‬

‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺗﻼﺵ ﻣﯽ ﮐﻨﻨﺪ ﺗﺎ ﺑﺎﺳﻪ ﮔﺎﻧﻪ‬

‫ﻣﺤﺪﻭﺩﯾﺖﺑﺎ ﻣﺘﻌﺎﺩﻝ ﮐﺮﺩﻥ ﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻫﺰﯾﻨﻪ‬

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11
 ‫{‪-‬ﺳﻬﺎﻣﺪﺍﺭﺍﻥﺁﯾﺎ ﺍﻓﺮﺍﺩ ﺩﺭﮔﯿﺮ ﺩﺭ ﯾﺎ‬
‫ﺗﺤﺖﺗﺎﺛﯿﺮ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺫﯾﻨﻔﻌﺎﻥ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫◦ ﺣﺎﻣﯽﭘﺮﻭﮊﻩ‬
‫◦ ﻣﺪﯾﺮﭘﺮﻭﮊﻩ‬
‫◦ ﺗﯿﻢﭘﺮﻭﮊﻩ‬
‫◦ ﮐﺎﺭﮐﻨﺎﻥﭘﺸﺘﯿﺒﺎﻧﯽ‬
‫◦ ﻣﺸﺘﺮﯾﺎﻥ‬
‫◦ ﮐﺎﺭﺑﺮﺍﻥ‬
‫◦ ﺗﺎﻣﯿﻦﮐﻨﻨﺪﮔﺎﻥ‬
‫◦ ﻣﺨﺎﻟﻔﺎﻥﭘﺮﻭﮊﻩ‬

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 ‫{‪-‬ﺣﻮﺯﻩ ﻫﺎﯼ ﺩﺍﻧﺶﺷﺎﯾﺴﺘﮕﯽ ﻫﺎﯼ ﮐﻠﯿﺪﯼ ﺭﺍ ﺷﺮﺡ ﺩﻫﺪ‬
‫ﮐﻪﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺑﺎﯾﺪ ﺗﻮﺳﻌﻪ ﺩﻫﻨﺪ‬
‫◦ ‪4‬ﺣﻮﺯﻩ ﺩﺍﻧﺶ ﺍﺻﻠﯽ ﻣﻨﺠﺮ ﺑﻪ ﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ ﺧﺎﺹ )ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ‪،‬‬
‫ﻫﺰﯾﻨﻪﻭ ﮐﯿﻔﯿﺖ( ﻣﯽ ﺷﻮﺩ‪.‬‬
‫◦ ‪4‬ﺣﻮﺯﻩ ﺩﺍﻧﺶ ﺗﺴﻬﯿﻞ ﮐﻨﻨﺪﻩ ﺍﺑﺰﺍﺭﯼ ﺍﺳﺖ ﮐﻪ ﺍﺯ ﻃﺮﯾﻖ ﺁﻥ ﺑﻪ‬
‫ﺍﻫﺪﺍﻑﭘﺮﻭﮊﻩ ﻣﯽ ﺭﺳﺪ )ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﯽ‪ ،‬ﺍﺭﺗﺒﺎﻃﺎﺕ‪ ،‬ﺭﯾﺴﮏ ﻭ‬
‫ﻣﺪﯾﺮﯾﺖﺗﺪﺍﺭﮐﺎﺕ(‪.‬‬

‫◦ ‪1‬ﺣﻮﺯﻩ ﺩﺍﻧﺶ )ﻣﺪﯾﺮﯾﺖ ﯾﮑﭙﺎﺭﭼﻪ ﺳﺎﺯﯼ ﭘﺮﻭﮊﻩ( ﺑﺮ ﺗﻤﺎﻡ ﺣﻮﺯﻩ ﻫﺎﯼ ﺩﺍﻧﺶ‬
‫ﺩﯾﮕﺮﺗﺄﺛﯿﺮ ﻣﯽ ﮔﺬﺍﺭﺩ ﻭ ﺗﺤﺖ ﺗﺄﺛﯿﺮ ﻗﺮﺍﺭ ﻣﯽ ﮔﯿﺮﺩ‬
‫◦ ﻫﻤﻪﺣﻮﺯﻩ ﻫﺎﯼ ﺩﺍﻧﺶ ﻣﻬﻢ ﻫﺴﺘﻨﺪ!‬

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 ‫{‪-‬ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﮑﻨﯿﮏ ﻫﺎﯼ ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩﮐﻤﮏ ﮐﻨﺪ‬
‫ﻣﺪﯾﺮﺍﻥﭘﺮﻭﮊﻩ ﻭ ﺗﯿﻢ ﻫﺎﯼ ﺁﻧﻬﺎ ﺩﺭ ﺟﻨﺒﻪ ﻫﺎﯼ ﻣﺨﺘﻠﻒ‬
‫ﻣﺪﯾﺮﯾﺖﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺑﺮﺧﯽ ﺍﺯ ﻣﻮﺍﺭﺩ ﺧﺎﺹ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫◦ ﻣﻨﺸﻮﺭﭘﺮﻭﮊﻩ‪ ،‬ﺑﯿﺎﻧﯿﻪ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﻭ ‪) WBS‬ﻣﺤﺪﻭﺩﻩ(‬
‫◦ ﻧﻤﻮﺩﺍﺭﮔﺎﻧﺖ‪ ،‬ﻧﻤﻮﺩﺍﺭ ﺷﺒﮑﻪ‪ ،‬ﺗﺤﻠﯿﻞ ﻣﺴﯿﺮ ﺑﺤﺮﺍﻧﯽ‪ ،‬ﺯﻣﺎﻥ ﺑﻨﺪﯼ‬
‫ﺯﻧﺠﯿﺮﻩﺑﺤﺮﺍﻧﯽ )ﺯﻣﺎﻥ(‬
‫◦ ﺑﺮﺁﻭﺭﺩﻫﺰﯾﻨﻪ ﻭ ﻣﺪﯾﺮﯾﺖ ﺍﺭﺯﺵ ﮐﺴﺐ ﺷﺪﻩ )ﻫﺰﯾﻨﻪ(‬

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 ‫{‪"-‬ﺍﺑﺰﺍﺭﻫﺎﯼ ﻓﻮﻕ ﺍﻟﻌﺎﺩﻩ” ﺁﻥ ﺍﺑﺰﺍﺭﻫﺎﯾﯽ ﻫﺴﺘﻨﺪ ﮐﻪ ﮐﺎﺭﺑﺮﺩ ﺑﺎﻻﯾﯽ ﺩﺍﺭﻧﺪ‬
‫ﻭﭘﺘﺎﻧﺴﯿﻞ ﺑﺎﻻ ﺑﺮﺍﯼ ﺑﻬﺒﻮﺩ ﻣﻮﻓﻘﯿﺖ ﭘﺮﻭﮊﻩ‪ ،‬ﻣﺎﻧﻨﺪ‪:‬‬

‫◦ ﻧﺮﻡﺍﻓﺰﺍﺭﯼ ﺑﺮﺍﯼ ﺯﻣﺎﻥ ﺑﻨﺪﯼ ﻭﻇﺎﯾﻒ‬

‫◦ ﺑﯿﺎﻧﯿﻪﻫﺎﯼ ﻣﺤﺪﻭﺩﻩ‬
‫◦ ﺗﺠﺰﯾﻪﻭ ﺗﺤﻠﯿﻞ ﻧﯿﺎﺯﻣﻨﺪﯼ ﻫﺎ‬
‫◦ ﮔﺰﺍﺭﺵﻫﺎﯼ ﺩﺭﺱ ﮔﺮﻓﺘﻪ ﺷﺪﻩ‬
‫{‪-‬ﺍﺑﺰﺍﺭﻫﺎﯾﯽ ﮐﻪ ﻗﺒﻼ ًﺑﻪ ﻃﻮﺭ ﮔﺴﺘﺮﺩﻩ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﯽ ﮔﺮﻓﺘﻨﺪ ﻭ ﭘﯿﺪﺍ ﺷﺪﻩ ﺍﻧﺪ‬
‫ﺑﻬﺒﻮﺩﺍﻫﻤﯿﺖ ﭘﺮﻭﮊﻩ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫◦ ﮔﺰﺍﺭﺵﻫﺎﯼ ﭘﯿﺸﺮﻓﺖ‬
‫◦ ﺟﻠﺴﺎﺕﺁﻏﺎﺯﯾﻦ‬
‫◦ ﻧﻤﻮﺩﺍﺭﻫﺎﯼﮔﺎﻧﺖ‬
‫◦ ﺗﻐﯿﯿﺮﺩﺭﺧﻮﺍﺳﺖ ﻫﺎ‬

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 ‫"ﺩﻻﯾﻞ ﺍﻓﺰﺍﯾﺶ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻣﻮﻓﻖ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﺍﻭﻝ ﺍﯾﻨﮑﻪ‬
‫ﻣﯿﺎﻧﮕﯿﻦﻫﺰﯾﻨﻪ ﯾﮏ ﭘﺮﻭﮊﻩ ﺑﻪ ﻧﺼﻒ ﮐﺎﻫﺶ ﯾﺎﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﺑﺰﺍﺭﻫﺎﯼ‬
‫ﺑﻬﺘﺮﯼﺑﺮﺍﯼ ﻧﻈﺎﺭﺕ ﻭ ﮐﻨﺘﺮﻝ ﭘﯿﺸﺮﻓﺖ ﻭ ﭘﯿﺸﺮﻓﺖ ﺍﯾﺠﺎﺩ ﺷﺪﻩ‬
‫ﺍﺳﺖ‪.‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻣﺎﻫﺮﺗﺮ ﺑﺎ ﻓﺮﺁﯾﻨﺪﻫﺎﯼ ﻣﺪﯾﺮﯾﺘﯽ ﺑﻬﺘﺮﺩﺭ‬
‫ﺣﺎﻝﺍﺳﺘﻔﺎﺩﻩ ﻫﺴﺘﻨﺪ‪ .‬ﺍﯾﻦ ﻭﺍﻗﻌﯿﺖ ﮐﻪ ﻓﺮﺁﯾﻨﺪﻫﺎﯾﯽ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺑﻪ‬
‫ﺧﻮﺩﯼﺧﻮﺩ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺍﺳﺖ‪*«.‬‬

‫* ﮔﺮﻭﻩ (‪.Standish، "CHAOS 2013: A Recipe for Success" )2013‬‬

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 ‫{‪-‬ﭼﻨﺪﯾﻦ ﺭﺍﻩ ﺑﺮﺍﯼ ﺗﻌﺮﯾﻒ ﻣﻮﻓﻘﯿﺖ ﭘﺮﻭﮊﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪:‬‬
‫◦ ﺍﯾﻦﭘﺮﻭﮊﻩ ﺍﻫﺪﺍﻑ ﻣﺤﺪﻭﺩﻩ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻫﺰﯾﻨﻪ ﺭﺍ ﺑﺮﺁﻭﺭﺩﻩ ﮐﺮﺩ‬
‫◦ ﺍﯾﻦﭘﺮﻭﮊﻩ ﻣﺸﺘﺮﯼ‪/‬ﺣﺎﻣﯽ ﻣﺎﻟﯽ ﺭﺍ ﺭﺍﺿﯽ ﮐﺮﺩ‬
‫◦ ﻧﺘﺎﯾﺞﭘﺮﻭﮊﻩ ﺑﻪ ﻫﺪﻑ ﺍﺻﻠﯽ ﺁﻥ‪ ،‬ﻣﺎﻧﻨﺪ ﺍﯾﺠﺎﺩ ﯾﺎ ﭘﺲ ﺍﻧﺪﺍﺯ ﻣﻘﺪﺍﺭ ﻣﻌﯿﻨﯽ‬
‫ﭘﻮﻝ‪،‬ﺍﺭﺍﺉﻪ ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﯾﻪ ﺧﻮﺏ‪ ،‬ﯾﺎ ﺻﺮﻓﺎ ًﺧﻮﺷﺤﺎﻝ ﮐﺮﺩﻥ ﺣﺎﻣﯿﺎﻥ‬
‫ﻣﺎﻟﯽ‪،‬ﺭﺳﯿﺪ‪.‬‬

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 ‫‪.7‬ﺍﻟﺰﺍﻣﺎﺕ ﺍﺳﺎﺳﯽ ﺷﺮﮐﺖ‬ ‫‪.1‬ﭘﺸﺘﯿﺒﺎﻧﯽ ﺍﺟﺮﺍﯾﯽ‬
‫‪.8‬ﺭﻭﺵ ﺷﻨﺎﺳﯽ ﺭﺳﻤﯽ‬ ‫‪.2‬ﻣﺸﺎﺭﮐﺖ ﮐﺎﺭﺑﺮ‬
‫‪.9‬ﺑﺮﺁﻭﺭﺩﻫﺎﯼ ﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩ‬ ‫‪.3‬ﭘﺮﻭﮊﻩ ﺑﺎ ﺗﺠﺮﺑﻪ‬
‫‪.10‬ﻣﻌﯿﺎﺭﻫﺎﯼ ﺩﯾﮕﺮ‪ ،‬ﻣﺎﻧﻨﺪ ﻧﻘﺎﻁ‬ ‫ﻣﺪﯾﺮ‬
‫ﻋﻄﻒﮐﻮﭼﮏ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺭﯾﺰﯼ‬ ‫‪.4‬ﺍﻫﺪﺍﻑ ﺗﺠﺎﺭﯼ ﺭﺍ ﺭﻭﺷﻦ ﮐﻨﯿﺪ‬
‫ﻣﻨﺎﺳﺐ‪،‬ﺷﺎﯾﺴﺘﮕﯽ‬ ‫‪.5‬ﺩﺍﻣﻨﻪ ﺑﻪ ﺣﺪﺍﻗﻞ ﺭﺳﯿﺪﻩ ﺍﺳﺖ‬
‫ﮐﺎﺭﮐﻨﺎﻥﻭ ﻣﺎﻟﮑﯿﺖ‬ ‫‪.6‬ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬
‫ﺯﯾﺮﺳﺎﺧﺖ‬
‫* ﮔﺮﻭﻩ ‪" ،Standish‬ﺁﺷﻮﺏ ﺷﺪﯾﺪ"‪.(2013) ،‬‬

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 ‫{‪-‬ﺁﺑﺮﻧﺎﻣﻪﻣﺠﻤﻮﻋﻪ ﺍﯼ ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻣﺮﺗﺒﻂ ﺍﺳﺖ ﮐﻪ ﺩﺭ ﺁﻥ ﻣﺪﯾﺮﯾﺖ ﻣﯽ ﺷﻮﻧﺪ‬
‫ﯾﮏﺭﺍﻩ ﻫﻤﺎﻫﻨﮓ ﺑﺮﺍﯼ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻥ ﻣﺰﺍﯾﺎ ﻭ ﮐﻨﺘﺮﻟﯽ ﮐﻪ ﺍﺯ‬
‫ﻣﺪﯾﺮﯾﺖﺁﻧﻬﺎ ﺑﻪ ﺻﻮﺭﺕ ﺟﺪﺍﮔﺎﻧﻪ ﺩﺭ ﺩﺳﺘﺮﺱ ﻧﯿﺴﺖ‪)PMBOK®.‬‬
‫ﺭﺍﻫﻨﻤﺎ‪،‬ﭼﺎﭖ ﭼﻬﺎﺭﻡ‪ ،1387 ،‬ﺹ‪(9 .‬‬

‫{‪-‬ﺁﻣﺪﯾﺮ ﺑﺮﻧﺎﻣﻪﺭﻫﺒﺮﯼ ﻭ ﻫﺪﺍﯾﺖ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﯽ ﮐﻨﺪ‬

‫ﺑﺮﺍﯼﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﮐﻪ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﺩﺭﻭﻥ ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﺭﻫﺒﺮﯼ ﻣﯽ ﮐﻨﻨﺪ‬

‫{‪-‬ﻧﻤﻮﻧﻪ ﻫﺎﯾﯽ ﺍﺯ ﺑﺮﻧﺎﻣﻪ ﻫﺎﯼ ﺭﺍﯾﺞ ﺩﺭ ﺯﻣﯿﻨﻪ ‪ IT‬ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‬

‫ﺯﯾﺮﺳﺎﺧﺖ‪،‬ﺗﻮﺳﻌﻪ ﺍﭘﻠﯿﮑﯿﺸﻦ ﻫﺎ ﻭ ﭘﺸﺘﯿﺒﺎﻧﯽ ﮐﺎﺭﺑﺮ‬

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 ‫{‪-‬ﺑﻌﻨﻮﺍﻥ ﺑﺨﺸﯽ ﺍﺯﻣﺪﯾﺮﯾﺖ ﭘﻮﺭﺗﻔﻮﻟﯿﻮ ﭘﺮﻭﮊﻩ‪،‬‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﭘﺮﻭﮊﻩ ﻫﺎ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺠﻤﻮﻋﻪ ﺍﯼ‬
‫ﺍﺯﺳﺮﻣﺎﯾﻪ ﮔﺬﺍﺭﯼ ﻫﺎ ﮔﺮﻭﻩ ﺑﻨﺪﯼ ﻭ ﻣﺪﯾﺮﯾﺖ ﻣﯽ ﮐﻨﻨﺪ ﮐﻪ ﺑﻪ‬
‫ﻣﻮﻓﻘﯿﺖﮐﻞ ﺷﺮﮐﺖ ﮐﻤﮏ ﻣﯽ ﮐﻨﺪ‬

‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﻮﺭﺗﻔﻮﻟﯿﻮ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻫﺎﯼ ﺧﻮﺩ ﮐﻤﮏ ﻣﯽ ﮐﻨﻨﺪ ﺗﺎ ﺑﺴﺎﺯﻧﺪ‬

‫ﺗﺼﻤﯿﻤﺎﺕﻋﺎﻗﻼﻧﻪ ﺳﺮﻣﺎﯾﻪ ﮔﺬﺍﺭﯼ ﺑﺎ ﮐﻤﮏ ﺑﻪ ﺍﻧﺘﺨﺎﺏ ﻭ ﺗﺠﺰﯾﻪ ﻭ‬
‫ﺗﺤﻠﯿﻞﭘﺮﻭﮊﻩ ﻫﺎ ﺍﺯ ﺩﯾﺪﮔﺎﻩ ﺍﺳﺘﺮﺍﺗﮋﯾﮏ‬

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21
22
 ‫{‪-‬ﺷﺮﺡ ﺷﻐﻞ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺍﮐﺜﺮ ﺁﻧﻬﺎ ﺷﺎﻣﻞ‬
‫ﻣﺴﺉﻮﻟﯿﺖﻫﺎﯾﯽ ﻣﺎﻧﻨﺪ ﺑﺮﻧﺎﻣﻪ ﺭﯾﺰﯼ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺭﯾﺰﯼ‪ ،‬ﻫﻤﺎﻫﻨﮕﯽ‬
‫ﻭﮐﺎﺭ ﺑﺎ ﺍﻓﺮﺍﺩ ﺑﺮﺍﯼ ﺩﺳﺘﯿﺎﺑﯽ ﺑﻪ ﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ‬

‫{‪-‬ﺑﻪ ﯾﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﯿﺪ ﮐﻪ ‪ 97‬ﺩﺭﺻﺪ ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻣﻮﻓﻖ ﺑﻮﺩﻧﺪ‬

‫ﺗﻮﺳﻂﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺑﺎ ﺗﺠﺮﺑﻪ ﺭﻫﺒﺮﯼ ﻣﯽ ﺷﻮﺩ ﮐﻪ ﺍﻏﻠﺐ‬
‫ﻣﯽﺗﻮﺍﻧﻨﺪ ﺑﺮ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﯿﺖ ﺗﺄﺛﯿﺮ ﺑﮕﺬﺍﺭﻧﺪ‬

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 ‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺑﻪ ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﻣﺘﻨﻮﻋﯽ ﻧﯿﺎﺯ ﺩﺍﺭﻧﺪ‬

‫{‪-‬ﺁﻧﻬﺎ ﺑﺎﯾﺪ‪:‬‬

‫◦ ﺑﺎﺗﻐﯿﯿﺮ ﺭﺍﺣﺖ ﺑﺎﺷﯿﺪ‬

‫◦ ﺳﺎﺯﻣﺎﻥﻫﺎﯾﯽ ﺭﺍ ﮐﻪ ﺩﺭ ﺁﻧﻬﺎ ﻭ ﺑﺎ ﺁﻧﻬﺎ ﮐﺎﺭ ﻣﯽ ﮐﻨﻨﺪ ﺭﺍ ﺩﺭﮎ ﮐﻨﯿﺪ‬

‫◦ ﻗﺎﺩﺭﺑﻪ ﻫﺪﺍﯾﺖ ﺗﯿﻢ ﻫﺎ ﺑﺮﺍﯼ ﺗﺤﻘﻖ ﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ ﺑﺎﺷﯿﺪ‬

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 ‫{‪-‬ﻣﺠﻤﻮﻋﻪ ﺩﺍﻧﺶ ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺩﺍﻧﺶ ﺣﻮﺯﻩ ﮐﺎﺭﺑﺮﺩ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻭ‬
‫ﺁﺉﯿﻦﻧﺎﻣﻪ‬
‫{‪-‬ﺩﺍﻧﺶ ﻣﺤﯿﻂ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﻣﺪﯾﺮﯾﺖ ﻋﻤﻮﻣﯽ‬
‫{‪-‬ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﻧﺮﻡ ﯾﺎ ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﺭﻭﺍﺑﻂ ﺍﻧﺴﺎﻧﯽ‬

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 ‫‪.1‬ﻣﻬﺎﺭﺕ ﻫﺎﯼ ﺍﻓﺮﺍﺩ‬
‫‪.2‬ﺭﻫﺒﺮﯼ‬
‫‪.3‬ﮔﻮﺵ ﺩﺍﺩﻥ‬
‫‪.4‬ﺻﺪﺍﻗﺖ‪ ،‬ﺭﻓﺘﺎﺭ ﺍﺧﻼﻗﯽ‪ ،‬ﺳﺎﺯﮔﺎﺭ‬
‫‪.5‬ﻗﻮﯼ ﺩﺭ ﺍﯾﺠﺎﺩ ﺍﻋﺘﻤﺎﺩ‬
‫‪.6‬ﺍﺭﺗﺒﺎﻁ ﮐﻼﻣﯽ‬
‫‪.7‬ﺩﺭ ﺗﯿﻢ ﺳﺎﺯﯼ ﻗﻮﯼ‬
‫‪.8‬ﺣﻞ ﺗﻌﺎﺭﺽ‪ ،‬ﻣﺪﯾﺮﯾﺖ ﺗﻌﺎﺭﺽ‬
‫‪.9‬ﺗﻔﮑﺮ ﺍﻧﺘﻘﺎﺩﯼ‪ ،‬ﺣﻞ ﻣﺴﺉﻠﻪ‬
‫‪.10‬ﺍﻭﻟﻮﯾﺖ ﻫﺎ ﺭﺍ ﻣﯽ ﻓﻬﻤﺪ‪ ،‬ﻣﺘﻌﺎﺩﻝ ﻣﯽ ﮐﻨﺪ‬

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 ‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻣﻮﺛﺮ ﺭﻫﺒﺮﯼ ﺭﺍ ﺗﻮﺳﻂ‬
‫ﻣﺜﺎﻝ‬
‫{‪-‬ﺁﺭﻫﺒﺮﺗﻤﺮﮐﺰ ﺑﺮ ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪ ﻣﺪﺕ ﻭ ﺑﺰﺭﮒ‬
‫ﺍﻫﺪﺍﻑﺭﺍ ﺑﻪ ﺗﺼﻮﯾﺮ ﺑﮑﺸﯿﺪ ﻭ ﺩﺭ ﻋﯿﻦ ﺣﺎﻝ ﺍﻓﺮﺍﺩ ﺭﺍ ﺑﺮﺍﯼ ﺭﺳﯿﺪﻥ ﺑﻪ ﺁﻥ ﺍﻫﺪﺍﻑ‬
‫ﺍﻟﻬﺎﻡﺑﺨﺸﯿﺪ‬

‫{‪-‬ﺁﻣﺪﯾﺮﺑﻪ ﺟﺰﺉﯿﺎﺕ ﺭﻭﺯﻣﺮﻩ ﻣﯽ ﭘﺮﺩﺍﺯﺩ‬

‫ﺭﺳﯿﺪﻥﺑﻪ ﺍﻫﺪﺍﻑ ﺧﺎﺹ‬
‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﺍﻏﻠﺐ ﻧﻘﺶ ﻫﺮ ﺩﻭ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﻣﯽ ﮔﯿﺮﻧﺪ‬
‫ﺭﻫﺒﺮﻭ ﻣﺪﯾﺮ‬

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 ‫ﺩﺭﺻﺪﭘﺎﺳﺨﮕﻮﯾﺎﻥ‬ ‫ﻣﻬﺎﺭﺕ‬
‫‪60%‬‬ ‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ‪/‬ﺑﺮﻧﺎﻣﻪ‬
‫‪55%‬‬ ‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﻓﺮﺁﯾﻨﺪ ﮐﺴﺐ ﻭ ﮐﺎﺭ‬
‫‪53%‬‬ ‫{‪-‬ﺗﺤﻠﯿﻞ ﮐﺴﺐ ﻭ ﮐﺎﺭ‬
‫‪52%‬‬ ‫{‪-‬ﺗﻮﺳﻌﻪ ﺍﭘﻠﯿﮑﯿﺸﻦ‬
‫‪49%‬‬ ‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﭘﺎﯾﮕﺎﻩ ﺩﺍﺩﻩ‬
‫‪42%‬‬ ‫{‪-‬ﺍﻣﻨﯿﺖ‬
‫‪41%‬‬ ‫{‪-‬ﻣﻌﻤﺎﺭ ﺳﺎﺯﻣﺎﻧﯽ‬
‫‪40%‬‬ ‫{‪-‬ﺍﺳﺘﺮﺍﺗﮋﯾﺴﺖ‪/‬ﻣﺸﺎﻭﺭ ﺩﺍﺧﻠﯽ‬

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 ‫{‪-‬ﺑﺮﺧﯽ ﺍﺯ ﻣﺮﺩﻡ ﺍﺳﺘﺪﻻﻝ ﻣﯽ ﮐﻨﻨﺪ ﮐﻪ ﺳﺎﺧﺖ ﻣﺼﺮﯼ‬
‫ﺍﻫﺮﺍﻡﯾﮏ ﭘﺮﻭﮊﻩ ﺑﻮﺩ‪ ،‬ﻣﺎﻧﻨﺪ ﺳﺎﺧﺖ ﺩﯾﻮﺍﺭ ﭼﯿﻦ‬

‫{‪-‬ﺍﮐﺜﺮ ﻣﺮﺩﻡ ﺩﺭ ﻧﻈﺮ ﺩﺍﺭﻧﺪﭘﺮﻭﮊﻩ ﻣﻨﻬﺘﻦﺑﻮﺩﻥ‬

‫ﺍﻭﻟﯿﻦﭘﺮﻭﮊﻩ ﺍﯼ ﮐﻪ ﺍﺯ ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ "ﻣﺪﺭﻥ"‬
‫ﺍﺳﺘﻔﺎﺩﻩﻣﯽ ﮐﻨﺪ‬

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 ‫{‪-‬ﭘﺮﻭﮊﻩ ﺗﻼﺷﯽ ﻣﻮﻗﺘﯽ ﺍﺳﺖ ﮐﻪ ﺑﺮﺍﯼ ﺍﯾﺠﺎﺩ ﺍﻧﺠﺎﻡ ﻣﯽ ﺷﻮﺩ‬
‫ﯾﮏﻣﺤﺼﻮﻝ‪ ،‬ﺧﺪﻣﺎﺕ ﯾﺎ ﻧﺘﯿﺠﻪ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ‬
‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ ﮐﺎﺭﺑﺮﺩ ﺩﺍﻧﺶ ﺍﺳﺖ‪،‬‬
‫ﻣﻬﺎﺭﺕ ﻫﺎ‪،‬ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺗﮑﻨﯿﮏ ﻫﺎ ﺑﺮﺍﯼ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﯿﺖ ﻫﺎﯼ ﭘﺮﻭﮊﻩ ﺑﺮﺍﯼ‬
‫ﺑﺮﺁﻭﺭﺩﻥﻧﯿﺎﺯﻫﺎﯼ ﭘﺮﻭﮊﻩ‬
‫{‪-‬ﺑﺮﻧﺎﻣﻪ ﻣﺠﻤﻮﻋﻪ ﺍﯼ ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﯼ ﻣﺮﺗﺒﻂ ﺍﺳﺖ ﮐﻪ ﺩﺭ ﯾﮏ‬
‫ﺭﺍﻩﻫﻤﺎﻫﻨﮓ‬
‫{‪-‬ﻣﺪﯾﺮﯾﺖ ﭘﻮﺭﺗﻔﻮﻟﯿﻮ ﭘﺮﻭﮊﻩ ﺷﺎﻣﻞ ﺳﺎﺯﻣﺎﻧﺪﻫﯽ ﻭ‬
‫ﻣﺪﯾﺮﯾﺖﭘﺮﻭﮊﻩ ﻫﺎ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺠﻤﻮﻋﻪ ﺍﯼ ﺍﺯ‬
‫ﺳﺮﻣﺎﯾﻪﮔﺬﺍﺭﯼ ﻫﺎ‬
‫{‪-‬ﻣﺪﯾﺮﺍﻥ ﭘﺮﻭﮊﻩ ﻧﻘﺶ ﮐﻠﯿﺪﯼ ﺩﺭ ﮐﻤﮏ ﺑﻪ ﭘﺮﻭﮊﻩ ﻫﺎ ﺩﺍﺭﻧﺪ‬
‫ﻭﺳﺎﺯﻣﺎﻥ ﻫﺎ ﻣﻮﻓﻖ ﻣﯽ ﺷﻮﻧﺪ‬
‫{‪-‬ﺣﺮﻓﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮﻭﮊﻩ ﻫﻤﭽﻨﺎﻥ ﺩﺭ ﺣﺎﻝ ﺭﺷﺪ ﺍﺳﺖ‬
‫ﻭﺑﺎﻟﻎ‬

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