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Important Pmi Themes مراجعة

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    الصورة الرمزية m_halawa
    m_halawa
    m_halawa غير متواجد حالياً

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    تاريخ التسجيل: Sep 2005
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    Important Pmi Themes مراجعة

     The project manager is ultimately responsible and accountable for the project.
     Projects should be aligned and prioritized with the organization's strategic direction.
     The earlier in the project lifecycle, the more risk for the project and the more influence management has on it.
     Historical records and lessons learned are very valuable.
     Stakeholder management is an ongoing, continuous process throughout the project lifecycle.
     The success or failure of a project is determined during project planning.
     The Work Breakdown Structure (WBS) is a "must-have" for any project manager and serves as the basis for most project planning.
     The person (people) who will do the work should estimate the work.
     The most important task and skill of the project manager is effective project communication.
     The project team should be involved in all project-planning activities.
     The project plan is an all-encompassing document and must contain cost and schedule baselines in order to determine project performance during execution.
     Project changes will occur. Changes should be expected, planned for, and well managed when they occur.
     Earned value is the best project-controlling technique.
     The project team should solve its own problems and resolve its own issues whenever possible.
     Quality is planned into a project, not inspected in.
     Risk management is an ongoing, continuous process performed by the entire project team.
     Preventing a risk event is always preferred to mitigating a risk event.
     Closing processes (administrative closure) should occur at the end of each project phase, not just at the end of the project.
     "Lessons learned" describe the knowledge the team and stakeholders gained by actually performing the project and are an invaluable source of project management information


    PROJECT FRAMEWORK

     A project is a temporary endeavor undertaken to create a unique product or service.
     A program is a group of related projects managed in a coordinated way.
     Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
     A deliverable is a tangible, verifiable work product.
     The PMBOK project management process groups are Initiating, Planning, Executing, Controlling, and Closing.
     Project management processes can repeat within the project lifecycle, and they generally repeat with each project phase.
     The three organization types are functional, matrix (weak, balanced, or strong), and projectized.
     As an effective project manager, you are expected to be a good manager and a good leader.
     The "triple constraint" paradigm is used to show the effects that competing demands can have on a project.



    PROJECT INITIATION

     Initiation is the first step in the scope management process.
     Initiation formally authorizes a project to begin or to continue to the next phase.
     Initiation formally links a project to the work and to the strategic objectives of the organization.
     Someone external to the project team and higher up in the organization must issue the project charter.
     The project charter gives the project manager authority to "get the job done."
     The project charter establishes the targets for the project.
     A signed contract can serve as a project charter.
     The two types of project selection methods are benefit measurement methods and constrained optimization methods.
     Management by Objectives (MBO) supports project initiation by linking projects to corporate objectives.
     MBO supports project management through its use of goal-setting and periodic reviews.
     Many project management activities during initiation are further elaborated during planning.



    PROJECT PLANNING

     The project planning process entails 21 of the 39 PMBOK processes.
     The project plan is much more than a project schedule. It is an all-encompassing document used as the basis for project controlling and executing.
     A project charter is not a project plan.
     The WBS is not the project schedule.
     The WBS serves as the foundation for most project-planning activities.
     The WBS should include all the work of the project and should be developed with the project team.
     The granularity of the WBS depends on what detail is needed for effective management and control.
     Scope definition generates the WBS. Activity definition generates the activity list.
     A project schedule must meet three key criteria to be complete: It must have buy-in, be achievable, and be realistic and formal.
     Developing a project schedule is a four-step process: (1) define work activities; (2) identify activity/task relationships; (3) estimate effort and duration of each activity; (4) apply calendar and resources to build a schedule.
     Network diagrams highlight relationships among project activities.
     The three types of project network diagrams are Activity-on-Node (most popular), Activity-on-Arrow (uses dummy activities), and GERT (uses loops and conditional branches).
     Estimating should be performed (or approved) by the person doing the work.
     Key project success factors (cost, time, scope, resources) should be managed to baselines and only changed when an approved project change has been executed.
     All assumptions used in estimating should be documented.
     Historical information is vital to improving estimates.
     The key facts about the "critical path" in a project schedule are as follows:
     It's the longest sequence of activities.
     There is zero slack (float).
     It's the focus of any schedule-compression activity.
     The three scheduling techniques are CPM (uses one estimate), PERT (uses three estimates), and GERT (can show various project outcomes).
     The Monte Carlo technique is the most popular simulation scheduling technique and is also used for risk analysis.
     The three methods for presenting the project schedule are milestone charts, Gantt charts, and network diagrams.
     The two most popular methods for compressing the schedule are crashing (adding resources to critical path tasks) and fast tracking (performing critical path tasks in parallel).
     Cost estimates for an activity are affected by activity duration, resource rates, and risk level.
     The three levels of estimating accuracy are order of magnitude (-25% to +75%), budget (-10% to +25%), and definitive (-5% to +10%).
     The risk management plan is not a risk response plan.
     All project management activity should be "thought about" and planned.
     Effective project management is proactive.
     The "core" planning processes are those that must be done in a specific sequence.
     The "facilitating" planning processes are always performed, are not optional, and directly impact many of the core planning processes.
     The formality and detail of each supplemental plan will vary depending on project need.
     Ninety percent of a project manager's time is spent communicating. Communication is the most important project management skill.
     Remember the three C's in project communications: Be clear, concise, and courteous.
     Quality management addresses both product (goods and services) quality and project management quality.
     The project manager has ultimate responsibility for the project product quality.
     Quality is planned in, not inspected in.
     The PMI definition of quality is "conformance to requirements" and "fitness of use."
     The identification of risks is an iterative, continual process throughout the project.
     Risk management will change the project plan during planning, executing, and controlling.
     After procurement planning, the other steps of procurement management (including solicitation planning) are only performed if a "buy" decision is made.
     All requirements should be specifically stated in the contract and should be met.
     Project communication dealing with procurement management should always be formal and written.
     Incentives should be used to align the seller's objectives with the buyer's.
     The risk management plan, risk response plan, procurement management plan, quality management plan, communications plan, and staffing plan are all considered part of the project plan.
     The three main types of contracts are cost reimbursable, fixed fee, and time and materials.



    PROJECT CONTROLLING

     Project changes should be expected, planned for, and well managed.
     Out-of-scope extras (gold-plating) add no value to the project and should be avoided.
     Scope verification ensures that the work product is formally accepted. Quality assurance ensures the correctness of the work product.
     Lessons learned are important resources for planning and future projects. Maintaining the lessons learned during project control is important.
     All change-control systems should include guidance on the following factors;
     How to influence the factors that cause change
     How to detect when a change has occurred
     How to obtain agreement on a change activity
     How to manage the change
     Earned value is the preferred project controlling and performance reporting technique.
     Cost variance (CV) = earned value – actual costs
     Cost Performance Index (CPI) = earned value / actual costs
     Schedule variance (SV) = earned value – planned value
     Schedule Performance Index (SPI) = earned value / planned value
     Estimate at completion (EAC) = budget at completion (BAC) / CPI
     Estimate to complete (ETC) = EAC / actual costs
     Variances are always "earned value" minus something. Performance indexes are always "earned value" divided by something.
     Performance indexes of less than 1 are unfavorable.
     Quality control focuses on measurement. Quality assurance focuses on all the planned and systematic quality activities within the project.
     The key quality control tools and techniques are control charts, pareto analysis (80/20 rule), Ishikawa diagrams (cause and effect, fishbone), trend analysis, and statistical sampling.
     Preventing a risk event is always preferred to mitigating a risk event.
     A key goal of effective risk management is to have a response plan ready (that is, a mitigation strategy) to be implemented if the risk event occurs.
     Risk management may require re-planning, developing alternate strategies, and re-base lining the project, depending on the severity of the risk.



    PROJECT EXECUTING

     The project manager is ultimately responsible for the quality of the project.
     The project team should solve its own problems and resolve its own issues whenever possible.
     Team development occurs throughout the entire project lifecycle.
     The five types of power are legitimate, coercive, reward, expert, and referent (the most common type for project managers).
     The five conflict-resolution techniques are confronting (preferred method), compromising, withdrawal, smoothing, and forcing.
     The performance evaluation process of an individual should include everyone who has had significant interaction with that individual.
     Maslow's Hierarchy of Needs, in order, is physical, safety and security, social, self-esteem, and self-actualization.
     Herzberg's Hygiene Theory suggests that pay is not as motivating as work satisfaction, learning new skills, and promotions, and it suggests that relationships only prevent job dissatisfaction; they do not motivate.




    PROJECT CLOSING

     Administrative closeout includes the updating and finalization of records.
     The goal of a procurement audit is to review the successes and failures of the procurement process in order to transfer the knowledge gained to other procurements.
     The requirements for formal contract closeout are defined in the contract terms and conditions.
     The person responsible for contract administration should provide formal acceptance to the seller in writing.
     The criteria necessary to ensure project closure are formal customer acceptance and meeting the requirements of the delivering organization.
     Lessons learned should be documented throughout the project lifecycle.
     Administrative closure should be performed at the end of each phase in a project.





    PROFESSIONAL RESPONSIBILITY

    Conduct yourself professionally in your work with clients. This includes the following:
     Doing the "right" thing
     Being respectful and cooperative and treating everyone fairly
     Following the correct procedures
     Being assertive and taking responsibility of any issue or problem
     Being cognizant and avoiding any conflict-of-interest issues

    Ways to increase the professionalism of project management include the following:
     Maintaining high standards of personal integrity
     Continually striving to improve and become more knowledgeable
     Continually looking for ways to improve the project management practice and the project management knowledgebase

  2. [2]
    m_halawa
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    الصورة الرمزية m_halawa


    تاريخ التسجيل: Sep 2005
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    شهادة محترف إدارة مشاريع Pmp

    ؟PMP ما هي

    هي واحدة من اكبر وأقوى المنهجيات العالمية المتخصصة في مجال إدارة المشاريع الفعالة والخاصة بالمعهد العالمي لإدارة المشاريع والمسمى (PMI)، وكذلك للتأهيل لواحدة من أكبر الشهادات العالمية المتخصصة في مجال إدارة المشاريع وهي شهادة مدير مشروع معتمد عالمياً والمسماة (PMP).
    و يعتبر هذا المعهد من الرواد في مجال إدارة المشاريع حيث تم تأسيسه عام 1969م ووصل عدد أعضائه حتى الآن إلى ما يزيد على (125) ألف عضو من جميع أنحاء العالم.
    وهذا المعهد له فروع وممثلين في معظم دول العالم ومنهم المملكة العربية السعودية (معهد إدارة المشاريع بالخليج العربي ) Arabian Gulf Chapter of PMI ومصر والإمارات العربية المتحدة، وتغطي ورشة العمل دليل إدارة المشاريع الصادر من المعهد والمتعارف عليه باسم (PMBOK Guide) ومن مميزات هذا الدليل انه معتمد للتطبيق داخل الولايات المتحدة الأمريكية و معتمد من الجمعية الأمريكية للمواصفات والقياسات (ANSI) وأيضاً برنامج الشهادة المعتمد على دليل إدارة المشاريع معتمد وحاصل على شهادة الجودة العالميةISO 9001 & Q9001 levels.
    وتعتبر هذه الشهادة من الشهادات المتعارف عليها دوليا في أنحاء العالم حيث تحظى باهتمام جميع الشركات والمكاتب الاستشارية والمقاولون ومدراء المشاريع الذين تتضمن مهام عملهم الإشراف وتنفيذ المشروعات ومتابعتها ومراقبة المتطلبات المالية في القطاعين الخاص والحكومي.


    أهداف الدورة:
    تزويد جميع العاملين في إدارة المشاريع طبقا لأدوارهم ومسئولياتهم بالطرق والأساليب الفعالة في مجال إدارة المشاريع التي تمكنهم وتساعدهم على اتخاذ القرارات المناسبة خلال المراحل الرئيسة من دورة حياة المشروع بالإضافة إلى مجالات المعرفة الخاصة بكل مرحلة على حدة.
    كما تغطي ورشة العمل كيفية إدارة المشروعات بجميع أنواعها ومجالاتها المختلفة مع التركيز على إدارة العلاقات المتداخلة والعمليات المطلوبة لإدارة المشروع بصورة فعالة، بالإضافة إلى التطرق لجميع جوانب إدارة المشروع بشكل تفصيلي



    محاور الدورة:
    تغطية أساسيات ومبادئ إدارة المشاريع بصفة عامة في جميع المجالات.
    تغطية الإطار الشامل لإدارة المشاريع عن طريق تكامل العمليات الرئيسة مع مجالات المعرفة الخاصة بالمشروع.
    تغطية التداخل بين عمليات إدارة المشروع.
    تعريف وتحديد لمحاور المشروع الناجح.
    بناء الوعي بأهمية دور مدير المشروع والفريق العامل وكيفية تنمية مهارات فريق العمل
    كأحد العوامل المؤثرة في نجاح المشروع.
    التوازن بين إدارة البيئة الخارجية والداخلية للمشروع والتأثيرات المختلفة بكل بيئة على نجاح المشروع.
    تغطية لمجالات المعرفة الخاصة بالمشروع من خلال مدخلات العملية والأساليب والأدوات المستخدمة للحصول على المخرجات والأهداف المطلوبة.
    لمن هذه الدورة:
    مديري المشاريع وأعضاء فرق العمل بالمشاريع المختلفة بكافة أنواعها.
    المديرين العاملين بتكنولوجيا المعلومات.
    محللي ومصممي الأنظمة.
    المبرمجين و مخططي البرامج.
    أعضاء فرق العمل التنفيذية.
    مديري شبكات الاتصالات.
    مهندسو المبيعات والتسويق والدعاية والإعلان.
    المتخصصون في إدارة الموارد البشرية.
    المهندسين في جميع التخصصات (إنشاءات، كهرباء، اتصالات،ميكانيكا، تقنية المعلومات،الخ ).
    الأشخاص الراغبون في اجتياز اختبار شهادة PMP
    الخبراء والمختصين بإدارة المشاريع وجميع المجالات الخاصة بها.
    مديري المشروعات أصحاب الخبرة في جميع فروع:
    • مشروعات التشييد و البناء.
    • المشروعات الهندسية و الصناعية.
    • المشروعات الاستثمارية. (جميع المجالات)
    • مشروعات البحث والتطوير.
    • ويكون لمديري المشروعات خبرة في :
    • التخطيط والتحكم في الوقت و التكلفة و الجودة.
    • إدارة مجموعات العمل بالمشروع.
    • تنفيذ المشروعات التي لها أكثر من مرحلة من مراحل عمر المشروع .

    حوافز ومزايا الشهادات
    تعد الشهادة حافزا لمديري المشروعات وأعضاء فرق الإدارة من أجل:
    توسيع وتطوير قاعدة معرفتهم, خبرتهم وسلوكهم الشخصي.
    استمرار تعليمهم وتدريبهم وتطويرهم الشخصي.
    تحسين جودة إدارة المشروعات.
    إنجاز أهداف المشروعات بطرق أرقى.
    كما تعد حافزا للشركات التي تطبق إدارة المشروعات من أجل :
    الحصول والحفاظ على أحسن مستوى ممارسة لإدارة المشروعات وتطوير الأفراد العاملين بها.
    تأكيد قدرات ادارة المشروعات بالمنظمة وقدرتها التنافسية.

    محتويات الدورة
    الأسس والمفاهيم لإدارة المشاريع الفعالة.
    مرحلة بداية المشروع (أولوية التنفيذ/تحديد الاحتياجات /نطاق العمل / الأخطار والقيود /الميثاق)
    مرحلة تخطيط المشروع (نطاق العمل /وقت المشروع /تكاليف المشروع /جودة المشروع /الموارد البشرية /الاتصالات / الأخطار /المشتريات / التكامل ).
    مرحلة تنفيذ المشروع ( تأكيد الجودة / تنمية وتطوير فريق العمل / العطاءات / تنفيذ الخطة ).
    مرحلة مراقبة المشروع ( التحقق والتأكد ومراقبة نطاق العمل / الرقابة على الجدول الزمني / الرقابة على التكاليف / الرقابة على الجودة / تقارير الأداء / الرقابة والتحكم في الأخطار ).
    مرحلة إنهاء المشروع (شؤون إدارية لإنهاء المشروع / إنهاء التعاقد).

    Day ( 1 ) Project Management Framework
    الإطار العام لإدارة المشاريع • Project phases
    • Project life cycles
    • Areas of knowledge
    • Project stakeholders
    • Organizational structures
    • General management skills
    • Project process
    • Process Groups
    Project Integration Management
    إدارة تكامل المشروع • Project plan development
    • Project plan execution
    • Overall change control
    Day ( 2 ) Project Scope Management
    إدارة نطاق المشروع • Project initiation
    • Scope planning and definition
    • Work breakdown structure
    • Scope verification
    • Scope change control
    Project Time Management
    إدارة وقت المشروع • Schedule network development
    • Resource loading and leveling
    • CPM and PERT
    Day ( 3 ) Project Quality Management
    إدارة الجودة للمشاريع • Quality philosophy
    • Quality planning
    • Quality assurance
    • Quality control
    • Statistical process control
    Project Cost Management
    إدارة التكاليف للمشروع • Definitions, types of costs
    • Economic analysis
    • Cost estimating and budgeting
    • Cost control
    • Earned value
    • Other applications
    Day ( 4 ) Project Human Resource Management
    إدارة الموارد البشرية للمشروع • Organizational planning
    • Motivation and leadership
    • Team development



    Project Communications Management
    إدارة اتصالات المشروع • Communications planning
    • Information distribution
    • Performance reporting
    • Administrative closure
    Day ( 5 ) Project Risk Management
    إدارة مخاطر المشروع • Risk identification
    • Risk quantification methods
    • Risk response development and control
    • Monte Carlo simulation
    Project Procurement Management
    إدارة إحتياجات المشروع • Organizing for procurement
    • Procurement planning
    • Solicitation and source selection
    • Contract administration
    • Contract close-out
    Professional Responsibility
    أخلاقيات المهنة • Key elements of the PMI® Code of Conduct
    • Professional responsibility performance domain
    • PM legal, ethical, and professional behaviors
    • Importance of international cultural sensitivity
    Final Review • Preparing a study plan
    • Setting up a study group
    • Test taking tips and strategies
    • Final preparation for the PMP® exam

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  3. [3]
    hasan2004
    hasan2004 غير متواجد حالياً
    عضو


    تاريخ التسجيل: Sep 2004
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    أكثر من ممتاز و شكرا"

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  4. [4]
    Amin Sorour
    Amin Sorour غير متواجد حالياً
    عضو فعال جداً
    الصورة الرمزية Amin Sorour


    تاريخ التسجيل: Jul 2006
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    المهندس محمد اضافات اكثر من ممتازه جزاك الله خير.

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  5. [5]
    shaher_999
    shaher_999 غير متواجد حالياً
    عضو


    تاريخ التسجيل: Oct 2006
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    مشكور جدا على الملخص بس لو تبين مصدر هذا الملخص هل هو منقول او إجتهادك على كل هو شى مفيد جدا لنا ونشكرك كثير
    فى عندى استفسار انا كثير مشوش فيه شو الفرق ما بين
    quality assurance
    qaulity control
    scope verification
    scope control
    يا ريت تساعدنى على الاجابه
    شكرا

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  6. [6]
    AHMED-ELOSAILY
    AHMED-ELOSAILY غير متواجد حالياً
    عضو


    تاريخ التسجيل: May 2006
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    thank you so much

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  7. [7]
    photoexpress2005
    photoexpress2005 غير متواجد حالياً
    جديد


    تاريخ التسجيل: Sep 2007
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    thanks alot

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