‫ﺑﻪ ﻧﺎﻡ ﺧﺪﺍ‬
‫ﺗﺤﻘﻴﻖ ﺩﺭﺱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﻣﺪﺭﺱ‪ :‬ﻣﻬﻨﺪﺱ ﺍﺑﻄﺤﻲ‬
‫ﺗﺮﻡ ﺍﻭﻝ ﺳﺎﻝ ‪94-93‬‬
‫ﻣﻮﺿﻮﻉ‪ :‬ﺍﻋﻼﻣﻴﻪ ‪ CHAOS‬ﺳﺎﻝ ‪2013‬‬
‫ﮔﺮﺩﺁﻭﺭﻧﺪﻩ‪ :‬ﺁﺭﻣﺎﻥ ﻧﻌﻴﻤﻴﺎﻥ‬
‫ﺍﻋﻼﻣﻴﻪ‬
‫‪CHAOS‬‬
‫ﺳﺎﻝ ‪2013‬‬
‫• ﻣﻨﻈﻮﺭ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻣﻮﻓﻖ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﻪ ﻣﻮﻗﻊ‪ ،‬ﺑﺎ ﺑﻮﺩﺟﻪ ﺗﺨﺼﻴﺺ ﺩﺍﺩﻩ ﺷﺪﻩ‬
‫ﻭ ﻫﻤﺮﺍﻩ ﺑﺎ ﺍﻣﻜﺎﻧﺎﺕ ﻭ ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﺗﻀﻤﻴﻦ ﺷﺪﻩ ﺗﻤﺎﻡ ﺷﻮﻧﺪ‪.‬‬
‫• ﻣﻨﻈﻮﺭ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﻪ ﻣﺸﻜﻞ ﺑﺮﺧﻮﺭﺩﻩ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺎ ﺗﺎﺧﻴﺮ ﻭ‪/‬ﻳﺎ ﻫﺰﻳﻨﻪ ﻓﺮﺍﺗﺮ‬
‫ﺍﺯ ﺑﻮﺩﺟﻪ ﺗﺨﺼﻴﺺ ﺩﺍﺩﻩ ﺷﺪﻩ ﻭ‪/‬ﻳﺎ ﺍﻣﻜﺎﻧﺎﺕ ﻭ ﻭﻳﮋﮔﻲ ﻫﺎﻳﻲ ﻛﻤﺘﺮ ﺍﺯ ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﺗﻀﻤﻴﻦ ﺷﺪﻩ‬
‫ﺗﻤﺎﻡ ﺷﻮﻧﺪ‪.‬‬
‫• ﻣﻨﻈﻮﺭ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺷﻜﺴﺖ ﺧﻮﺭﺩﻩ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻗﺒﻞ ﺍﺯ ﺍﺗﻤﺎﻡ ﻛﺎﺭ ﻟﻐﻮ ﺷﺪﻩ ﺍﻧﺪ‬
‫ﻭ ﻳﺎ ﺑﻌﺪ ﺍﺯ ﺗﺤﻮﻳﻞ ﺑﺪﻭﻥ ﺍﺳﺘﻔﺎﺩﻩ ﺑﺎﻗﻲ ﻣﺎﻧﺪﻩ ﺍﻧﺪ‪.‬‬
‫ﺗﺤﻠﻴﻞ ﭘﺮﻭژﻩ ﻫﺎ ﺩﺭ ﺗﺤﻘﻴﻖ ﺳﺎﻝ ‪CHAOS 2012‬‬
‫ﺗﺤﻠﻴﻞ ﻧﺘﺎﻳﺞ ﭘﺮﻭژﻩ ﻫﺎ ﺍﺯ ﺗﺤﻘﻴﻖ ‪ CHAOS‬ﺑﺮﺍﻱ ﺳﺎﻝ ﻫﺎﻱ ‪ 2004‬ﺗﺎ ‪2012‬‬
‫ﻳﻜﻲ ﺍﺯ ﻣﻬﻤﺘﺮﻳﻦ ﻋﻠﻞ ﺍﻓﺰﺍﻳﺶ ﻧﺮﺥ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﻫﺎ ﺑﺎﻻ ﺭﻓﺘﻦ ﻣﻴﺰﺍﻥ ﺻﻼﺣﻴﺖ‬
‫ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﻫﺎ ﺍﺳﺖ‪.‬‬
‫ﺩﺭﺻﺪ ﺗﺠﺎﻭﺯ ﺯﻣﺎﻥ ﻭ ﻫﺰﻳﻨﻪ ﺗﻤﺎﻡ ﺷﺪﻩ ﭘﺮﻭژﻩ ﻫﺎ ﺍﺯ ﻣﻘﺎﺩﻳﺮ ﺗﺨﺼﻴﺺ ﺩﺍﺩﻩ ﺷﺪﻩ‬
‫ﻭ ﺩﺭﺻﺪ ﺍﻣﻜﺎﻧﺎﺕ ﻭ ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺩﺭ ﭘﺮﻭژﻩ‬
‫ﺍﻳﻦ ﻧﻤﻮﺩﺍﺭ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ﻛﻪ ﺷﺮﻛﺖ ﻫﺎ ﺑﻴﺸﺘﺮ ﺯﻣﺎﻥ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ﺭﺍ ﺑﻪ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺍﻣﻜﺎﻧﺎﺕ ﻭ‬
‫ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﺍﺭﺯﺷﻤﻨﺪ ﺗﺮ ﺍﺧﺘﺼﺎﺹ ﻣﻲ ﺩﻫﻨﺪ ﺗﺎ ﺍﻳﻦ ﻛﻪ ﺑﺨﻮﺍﻫﻨﺪ ﺗﻤﺎﻡ ﺁﻥ ﻫﺎ ﺭﺍ ﺍﺟﺮﺍ ﻛﻨﻨﺪ‪.‬‬
‫• ﺗﻌﺪﺍﺩ ﺑﺴﻴﺎﺭ ﻛﻤﻲ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﺩﺭ ﺯﻣﻴﻨﻪ ﺳﻪ ﻣﺤﺪﻭﺩﻳﺖ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻳﻌﻨﻲ ﺑﻮﺩﺟﻪ‪،‬‬
‫ﺯﻣﺎﻥ ﻭ ﺩﺍﻣﻨﻪ ﻋﻤﻠﻜﺮﺩ ﺧﻮﺑﻲ ﺩﺍﺭﻧﺪ‪.‬‬
‫• ﺩﺭ ﻣﻘﺎﺑﻞ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻛﻪ ﺑﻴﺶ ﺍﺯ ‪ 70‬ﺩﺭﺻﺪ ﺷﺎﻧﺲ ﻣﻮﻓﻘﻴﺖ ﺩﺍﺭﻧﺪ‪ ،‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﻋﻤﻼ‬
‫ﺷﺎﻧﺴﻲ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺯﻣﺎﻥ ﺗﻌﻴﻴﻦ ﺷﺪﻩ‪ ،‬ﺑﺎ ﺑﻮﺩﺟﻪ ﺗﻌﻴﻴﻦ ﺷﺪﻩ ﻭ ﺩﺍﻣﻨﻪ ﻣﺸﺨﺺ ﻧﺪﺍﺭﻧﺪ‪.‬‬
‫• ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﺗﺎ ﺩﻭ ﺑﺮﺍﺑﺮ ﺍﺣﺘﻤﺎﻝ ﺍﺗﻤﺎﻡ ﺑﺎ ﺗﺎﺧﻴﺮ‪ ،‬ﺑﺎ ﻫﺰﻳﻨﻪ ﺍﺿﺎﻓﻲ ﻭ ﻓﻘﺪﺍﻥ ﺑﺮﺧﻲ ﺍﺯ ﺍﻣﻜﺎﻧﺎﺕ ﻭ‬
‫ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﺍﺳﺎﺳﻲ ﺭﺍ ﻧﺴﺒﺖ ﺑﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺩﺍﺭﻧﺪ‪.‬‬
‫• ﺍﻟﺒﺘﻪ ﺭﻭﺷﻦ ﺍﺳﺖ ﻛﻪ ﻣﺤﺪﻭﺩ ﻛﺮﺩﻥ ﺩﺍﻣﻨﻪ ﻭ ﺷﻜﺴﺘﻦ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﺑﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺗﺮ‬
‫ﻛﺎﺭ ﺩﺷﻮﺍﺭﻱ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺩﺭ ﻫﺮ ﺣﺎﻝ ﻣﺰﺍﻳﺎ ﻭ ﻣﻨﺎﻓﻊ ﺁﻥ ﺑﻪ ﺳﺮﻋﺖ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺯ ﻣﻲ ﮔﺮﺩﺩ‪.‬‬
‫• ﻧﻮﻳﺴﻨﺪﮔﺎﻥ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺑﺎﻭﺭ ﺩﺍﺭﻧﺪ ﻛﻪ ﻧﻴﺎﺯﻱ ﺑﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﻧﻴﺴﺖ ﻭ ﻫﺮ ﭘﺮﻭژﻩ ‪ IT‬ﻗﺎﺑﻞ ﺗﻘﺴﻴﻢ‬
‫ﺷﺪﻥ ﺑﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺻﻮﺭﺕ ﺍﻣﻜﺎﻥ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺑﻪ ﻃﻮﺭ ﻣﻮﺍﺯﻱ ﻫﻢ ﺍﻧﺠﺎﻡ ﺷﻮﻧﺪ‪.‬‬
‫ﺗﺤﻠﻴﻞ ﭘﺮﻭژﻩ ﻫﺎ ﺑﺮﺍﻱ ﺳﺎﻝ ‪ 2012‬ﺩﺭ ﭘﺎﻳﮕﺎﻩ ﺩﺍﺩﻩ ﺟﺪﻳﺪ ‪CHAOS‬‬
‫ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﺗﻌﺮﻳﻒ ﻣﻲ ﺷﻮﻧﺪ ﻛﻪ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻛﻤﺘﺮ ﺍﺯ ‪1‬‬
‫ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﺩﺍﺭﻧﺪ ﻭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻳﺰﺭگ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﺗﻌﺮﻳﻒ ﻣﻲ ﺷﻮﻧﺪ ﻛﻪ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ‬
‫ﻛﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺯ ‪ 10‬ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﭘﺮﻭژﻩ‪ :‬ﻳﻜﻲ ﺍﺯ ﻣﻬﻢ ﺗﺮﻳﻦ ﺍﻓﺮﺍﺩ ﺩﺭ‬
‫ﭘﺮﻭژﻩ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﭘﺮﻭژﻩ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻧﻬﺎﻳﺖ‬
‫ﻣﺴﺌﻮﻝ ﺗﻮﻓﻴﻖ ﻳﺎ ﺷﻜﺴﺖ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﺍﺧﻠﻪ ﻭ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮ‪ :‬ﺑﺮﺭﺳﻲ ﺍﻳﻦ ﮔﺮﻭﻩ ﻧﺸﺎﻥ‬
‫ﻣﻲ ﺩﻫﺪ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺯﻣﻴﻨﻪ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮ‬
‫ﻧﻘﺺ ﺩﺍﺭﻧﺪ ﻏﺎﻟﺒﺎ ﺿﻌﻴﻒ ﻋﻤﻞ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬
‫ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ‪ :‬ﺍﮔﺮ ﺑﺘﻮﺍﻥ ﭘﺮﻭژﻩ ﺭﺍ ﺑﺎ ﻛﻤﻴﻨﻪ ﻧﻴﺮﻭﻱ‬
‫ﻛﺎﺭ ﻭ ﺳﺮﻋﺖ ﺍﺟﺮﺍﻱ ﺑﻴﺸﻴﻨﻪ ﺗﻌﺮﻳﻒ ﻛﺮﺩ ﺍﻳﻦ‬
‫ﺑﻬﺘﺮﻳﻦ ﺣﺎﻟﺖ ﻣﻤﻜﻦ ﺍﺳﺖ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﺍﻳﻦ ﺩﻭ ﻋﺎﻣﻞ‬
‫ﺑﺮگ ﺑﺮﻧﺪﻩ ﭘﺮﻭژﻩ ﺍﺳﺖ‪.‬‬
‫ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ‬
‫ﺩﺭﺻﺪ ﺗﺎﺛﻴﺮ‬
‫ﺣﻤﺎﻳﺖ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﭘﺮﻭژﻩ‬
‫‪20‬‬
‫ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ‬
‫‪15‬‬
‫ﻣﺪﺍﺧﻠﻪ ﻭ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮ‬
‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ‬
‫‪15‬‬
‫‪13‬‬
‫ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬
‫‪12‬‬
‫ﺍﻫﺪﺍﻑ ﻣﺸﺨﺺ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬
‫‪6‬‬
‫ﺍﺟﺮﺍ‬
‫‪3‬‬
‫ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ‬
‫ﺑﻠﻮﻍ ﻫﻴﺠﺎﻧﻲ‬
‫ﺍﺑﺰﺍﺭ ﻫﺎ ﻭ ﺯﻳﺮ ﺳﺎﺧﺖ‬
‫‪10‬‬
‫‪5‬‬
‫‪1‬‬
‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ‪ :‬ﭘﺮﻭژﻩ ﺍﺯ ﺍﻓﺮﺍﺩﻱ ﺗﺸﻜﻴﻞ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻣﺴﺌﻮﻟﻴﺖ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﺑﺮ ﺩﻭﺵ‬
‫ﺁﻥ ﻫﺎ ﺍﺳﺖ‪ .‬ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ ﺍﺳﺖ ﻛﻪ ﭘﺮﻭژﻩ ﺭﺍ ﺑﻪ ﺳﻤﺖ ﻣﻮﻓﻘﻴﺖ ﭘﻴﺶ ﻣﻲ ﺑﺮﺩ‪.‬‬
‫ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‪ :‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﻓﺮﺍﻳﻨﺪ ﻧﻴﺰ ﻧﺎﻣﻴﺪﻩ ﺷﻮﺩ‪ .‬ﺑﻪ ﻫﺮ ﺣﺎﻝ ﺍﻳﻦ‬
‫ﻋﺎﻣﻞ ﺩﺭ ﻛﻨﺘﺮﻝ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭژﻩ ﻫﺎ ﻭ ﻫﻤﻜﺎﺭﻱ ﺫﻳﻨﻔﻌﺎﻥ ﻭ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﻧﻘﺶ ﻛﻠﻴﺪﻱ ﺩﺍﺭﺩ‪.‬‬
‫ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ‪ :‬ﺍﻳﻦ ﻋﺎﻣﻞ ﻓﻠﺴﻔﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺭﺍ ﺩﺭ ﺑﺮﺩﺍﺭﺩ‪ .‬ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ ﺑﻪ ﻃﻮﺭ ﻣﺴﺘﻘﻴﻢ ﺑﺎ‬
‫ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮ‪ ،‬ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﻭ ﺩﻳﮕﺮ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﺳﺮ ﻭ ﻛﺎﺭ ﺩﺍﺭﺩ‪.‬‬
‫ﺍﻫﺪﺍﻑ ﻣﺸﺨﺺ ﻛﺴﺐ ﻭ ﻛﺎﺭ‪ :‬ﺑﺎ ﺍﻳﻦ ﻛﻪ ﺍﻳﻦ ﻋﺎﻣﻞ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻧﺴﺒﺖ ﺑﻪ ﭘﺮﻭژﻩ‬
‫ﻫﺎﻱ ﺑﺰﺭگ ﻛﻢ ﺍﻫﻤﻴﺖ ﺗﺮ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﺪ ﺍﻣﺎ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻫﻢ ﻧﻴﺎﺯ ﺑﻪ ﻫﺪﻑ ﻣﺸﺨﺺ ﺩﺍﺭﻧﺪ‪ .‬ﻫﻤﻪ‬
‫ﭘﺮﻭژﻩ ﻫﺎ ﺑﺎﻳﺪ ﺧﻂ ﻣﺸﻲ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺗﻨﻈﻴﻢ ﻛﻨﻨﺪ‪.‬‬
‫ﺑﻠﻮﻍ ﻫﻴﺠﺎﻧﻲ‪ :‬ﺣﺎﻟﺖ ﻋﺎﻃﻔﻲ ﻣﺤﻴﻂ ﭘﺮﻭژﻩ ﺭﺍ ﭘﻮﺷﺶ ﻣﻲ ﺩﻫﺪ‪ .‬ﭘﺮﻭژﻩ ﺩﺭﻭﻥ ﻳﻚ ﻓﻀﺎ ﻳﺎ ﺍﻛﻮﺳﻴﺴﺘﻢ‬
‫ﺍﻧﺠﺎﻡ ﻣﻲ ﺷﻮﺩ‪ .‬ﻳﻚ ﻓﻀﺎﻱ ﺳﺎﻟﻢ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﻛﻤﻚ ﻣﻲ ﻛﻨﺪ‪.‬‬
‫ﺍﺟﺮﺍ‪ :‬ﻓﺮﺍﻳﻨﺪﻱ ﺍﺳﺖ ﻛﻪ ﭘﺮﻭژﻩ ﺭﺍ ﺭﻫﺒﺮﻱ ﻭ ﻛﻨﺘﺮﻝ ﻣﻲ ﻛﻨﺪ‪ .‬ﺑﺨﺶ ﺍﻋﻈﻢ ﺍﻳﻦ ﻋﺎﻣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﺴﺎﺋﻞ‬
‫ﻣﺎﻟﻲ ﻭ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻫﺎ ﺍﺳﺖ‪.‬‬
‫ﺍﺑﺰﺍﺭ ﻫﺎ ﻭ ﺯﻳﺮ ﺳﺎﺧﺖ‪ :‬ﺍﻳﻦ ﺍﺑﺰﺍﺭ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﻳﻚ ﭘﺮﻭژﻩ ﺭﺍ ﺩﺭ ﺟﻬﺖ ﻣﻮﻓﻘﻴﺖ ﻳﺎﺭﻱ ﺩﻫﻨﺪ ﺍﻣﺎ ﻣﺎﻧﻨﺪ ﻫﺮ‬
‫ﺍﺑﺰﺍﺭ ﺩﻳﮕﺮﻱ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺁﺳﻴﺐ ﺯﻧﻨﺪﻩ ﻧﻴﺰ ﺑﺎﺷﻨﺪ‪ .‬ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺑﺎﻳﺪ ﺑﺴﻴﺎﺭ ﺩﻗﺖ ﻛﻨﻨﺪ ﻛﻪ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺭﻩ ﺑﻪ‬
‫ﺍﻳﻦ ﺍﺑﺰﺍﺭ ﻫﺎ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﺍﺗﻜﺎ ﻧﻜﻨﻨﺪ‪.‬‬
‫ﻋﺎﻣﻞ ﺍﻭﻝ ﻣﻮﻓﻘﻴﺖ ‪ :‬ﺣﻤﺎﻳﺖ ﻣﺪﻳﺮﻳﺖ ﺍﺟﺮﺍﻳﻲ‬
‫ﺗﻤﺎﻡ ﭘﺮﻭژﻩ ﻫﺎ ﻧﻴﺎﺯ ﺑﻪ ﻳﻚ ﺣﺎﻣﻲ ﺍﺟﺮﺍﻳﻲ ﻣﺘﻌﻬﺪ ﺩﺍﺭﻧﺪ ﻛﻪ ﭘﺸﺘﻴﺒﺎﻧﻲ‬
‫ﭘﺮﻭژﻩ ﺭﺍ ﺑﻪ ﻋﻬﺪﻩ ﺑﮕﻴﺮﺩ ﻭ ﻣﺴﺌﻮﻟﻴﺖ ﻧﺘﺎﻳﺞ ﭘﺮﻭژﻩ ﺭﺍ ﺑﭙﺬﻳﺮﺩ‪ .‬ﺧﻮﺑﻲ‬
‫ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻧﻴﺎﺯ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺑﺴﻴﺎﺭ ﻗﺪﺭﺗﻤﻨﺪ ﻭ‬
‫ﺑﺎ ﺗﺠﺮﺑﻪ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺣﺘﻲ ﻣﺪﻳﺮﺍﻥ ﺗﺎﺯﻩ ﻛﺎﺭﻱ ﻛﻪ ﻫﺪﻓﺸﺎﻥ ﻛﺴﺐ ﺗﺠﺮﺑﻪ ﺍﺳﺖ‬
‫ﺑﻪ ﺷﺮﻁ ﺍﻳﻦ ﻛﻪ ﺍﻧﮕﻴﺰﻩ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺭﺳﺎﻧﺪﻥ ﭘﺮﻭژﻩ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﭘﺮﻭژﻩ ﻫﺎ ﺭﺍ ﻫﺪﺍﻳﺖ‬
‫ﻛﻨﻨﺪ‪.‬‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﺍﻣﺘﻴﺎﺯ ﻫﺎﻱ ﻣﻮﻓﻘﻴﺖ ﺑﺮﺍﻱ ﻳﻚ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ‪:‬‬
‫• ﺗﻌﻬﺪ‬
‫• ﺳﺮﻋﺖ‪ :‬ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺍﻱ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﻓﺮﺍﻳﻨﺪ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭژﻩ ﻭ ﻧﺘﻴﺠﻪ ﺁﻥ ﺭﺍ ﻫﻢ ﺯﻣﺎﻥ ﺑﺒﻴﻨﺪ ﺍﻓﺮﺍﺩ‬
‫ﭘﺮﻭژﻩ ﺭﺍ ﺑﺮﺍﻱ ﮔﺮﻓﺘﻦ ﺗﺼﻤﻴﻤﺎﺕ ﺳﺮﻳﻊ ﺗﺮ ﻭ ﺩﻗﻴﻖ ﺗﺮ ﻳﺎﺭﻱ ﻣﻲ ﺩﻫﺪ‪.‬‬
‫• ﺗﺤﺼﻴﻼﺕ ﻭ ﺩﺍﻧﺶ‪ :‬ﻓﻘﺪﺍﻥ ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﺭﻭﺯ ﻭ ﺩﻗﻴﻖ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﺷﻜﺴﺖ ﺭﺍ ﺑﻪ ﺩﻧﺒﺎﻝ ﺩﺍﺭﺩ‪.‬‬
‫•ﻧﮕﺎﻩ ﻣﺨﺘﺼﺮ‪ :‬ﻗﺎﻧﻮﻥ ﺳﺮﺍﻧﮕﺸﺘﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ‪ 1/5‬ﺗﺼﻤﻴﻢ ﺑﻪ ﺍﺯﺍﻱ ﻫﺮ ‪ 1000‬ﺩﻻﺭ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ‬
‫ﻛﺎﺭ ﺑﺎﻳﺪ ﺍﺗﺨﺎﺫ ﺷﻮﺩ‪ .‬ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﻻﺯﻡ ﺍﺳﺖ ﺗﻨﻬﺎ ﺩﺭ ﺣﺪﻭﺩ ‪ 20‬ﺩﺭﺻﺪ ﺍﺯ ﺗﺼﻤﻴﻤﺎﺕ ﺷﺮﻛﺖ ﻛﻨﺪ‪.‬‬
‫• ﺳﻨﺠﺶ ﻫﺎ ‪ :‬ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﺭﻭﺷﻲ ﺳﺎﺩﻩ ﻭ ﺑﺼﺮﻱ ﺑﺮﺍﻱ ﺳﻨﺠﺶ ﭘﻴﺸﺮﻓﺖ ﭘﺮﻭژﻩ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﺗﺎ ﺑﺒﻴﻨﻨﺪ‬
‫ﭘﺮﻭژﻩ ﺗﺎ ﭼﻪ ﺣﺪ ﺑﻪ ﺍﻫﺪﺍﻑ ﺧﻮﺩ ﻧﺰﺩﻳﻚ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫• ﮔﻔﺘﮕﻮ‪ :‬ﺑﻴﻦ ﺍﻋﻀﺎﻱ ﮔﺮﻭﻩ ﻭ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﻭ ﺫﻳﻨﻔﻌﺎﻥ ﺩﺭ ﺣﻮﺯﻩ ﺩﺍﻣﻨﻪ ﺑﺮﺍﻱ ﺧﺮﻭﺝ ﺍﺯ ﺑﻦ ﺑﺴﺖ ﻫﺎ‬
‫• ﺗﻮﻗﻒ ﺍﺿﻄﺮﺍﺭﻱ‪ :‬ﺑﺮﺍﻱ ﺟﻠﻮﮔﻴﺮﻱ ﻭ ﺗﻮﻗﻒ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﻲ ﻓﺎﻳﺪﻩ)‪.(death march‬‬
‫• ﺗﺠﻠﻴﻞ ﻭ ﻗﺪﺭﺩﺍﻧﻲ‪ :‬ﺍﻳﻦ ﻣﻬﻢ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﻫﺎ ﺗﺠﻠﻴﻞ ﺍﺯ ﺍﻓﺮﺍﺩ ﺻﻮﺭﺕ ﺑﮕﻴﺮﺩ‪ .‬ﻭﻗﺘﻲ ﻳﻚ‬
‫ﻫﺪﻑ ﭘﺮﻭژﻩ ﻣﺤﻘﻖ ﺷﺪ ﻭﻗﺖ ﻣﻨﺎﺳﺒﻲ ﺑﺮﺍﻱ ﺍﻳﻦ ﻛﺎﺭ ﺍﺳﺖ‪.‬‬
‫ﻋﺎﻣﻞ ﺩﻭﻡ ﻣﻮﻓﻘﻴﺖ ‪ :‬ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮﺍﻥ‬
‫ﭘﺮﻭژﻩ ﻫﺎ ﺍﻏﻠﺐ ﻣﺤﺼﻮﻝ ﻳﺎ ﺧﺪﻣﺘﻲ ﺭﺍ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻛﺎﺭﺑﺮ‬
‫ﻧﺎﻣﻴﺪﻩ ﻣﻲ ﺷﻮﻧﺪ ﺍﺭﺍﺋﻪ ﻣﻲ ﺩﻫﻨﺪ‪ .‬ﺗﻤﺮﻛﺰ ﺑﺮ ﻧﻴﺎﺯ ﻭﺍﻗﻌﻲ ﻛﺎﺭﺑﺮﺍﻥ ﻳﻜﻲ ﺍﺯ‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﻳﻚ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺗﻮﺟﻪ ﺧﻮﺩ‬
‫ﺭﺍ ﺑﻪ ﻧﻴﺎﺯ ﻫﺎﻱ ﻛﺎﺭﺑﺮﺍﻥ ﻭ ﻣﺸﻜﻼﺕ ﻭﺍﻗﻌﻲ ﺁﻥ ﻫﺎ ﻣﻌﻄﻮﻑ ﻛﻨﺪ ﻧﺘﻴﺠﻪ‬
‫ﭘﺮﻭژﻩ ﺑﺴﻴﺎﺭ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺍﻟﺒﺘﻪ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﺑﺮﺍﻥ ﻭ ﻧﻴﺎﺯ ﻫﺎﻱ‬
‫ﺁﻥ ﻫﺎ ﺧﻮﺩ ﻧﻴﺎﺯ ﺑﻪ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺩﺍﺭﺩ‪.‬‬
‫ﺩﺭﺟﻪ ﺳﺨﺘﻲ ﺷﺮﻛﺖ ﺩﺍﺩﻥ ﻛﺎﺭﺑﺮﺍﻥ ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﭘﺮﻭژﻩ ﭘﺮﺳﻴﺪﻩ ﺷﺪﻩ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﻫﺎ‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﻧﻜﺎﺕ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﺑﺮﺍﻥ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ‬
‫• ﻧﺘﺎﻳﺞ‪ :‬ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻧﺘﺎﻳﺞ ﺯﻭﺩﺗﺮ ﺣﺎﺻﻞ ﻣﻲ ﮔﺮﺩﻧﺪ‪ .‬ﺑﺎﻳﺪ ﺗﻨﺎﻳﺞ ﻫﺮ ﻣﺮﺣﻠﻪ ﺑﻪ ﺍﻃﻼﻉ‬
‫ﻛﺎﺭﺑﺮﺍﻥ ﺑﺮﺳﺪ ﺗﺎ ﻛﺎﺭﺑﺮﺍﻥ ﻣﺸﺘﺎﻕ ﺷﻮﻧﺪ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﻛﺎﺭ ﺯﻣﺎﻥ ﻭ ﻛﻮﺷﺶ ﺑﻴﺸﺘﺮﻱ ﺍﺧﺘﺼﺎﺹ ﺩﻫﻨﺪ‪.‬‬
‫• ﺁﻣﻮﺯﺵ)‪ :(schooling‬ﺷﺎﻣﻞ ﻳﺎﺩﺩﺍﺩﻥ ﻭ ﻳﺎﺩﮔﻴﺮﻱ ﻭ ﺍﻧﺘﻘﺎﻝ ﺍﻃﻼﻋﺎﺕ ﺑﻴﻦ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻭ‬
‫ﻛﺎﺭﺑﺮﺍﻥ ﺍﺳﺖ‪ .‬ﻳﻜﻲ ﺍﺯ ﻋﻠﻞ ﺗﻮﻓﻴﻖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻛﻤﺘﺮ ﺑﻮﺩﻥ ﻣﻴﺰﺍﻥ ﺍﻳﻦ ﺍﻃﻼﻋﺎﺕ ﺍﻧﺘﻘﺎﻟﻲ ﺑﻴﻦ‬
‫ﺗﻌﺪﺍﺩ ﻛﻤﻲ ﺍﻓﺮﺍﺩ ﺍﺳﺖ‪.‬‬
‫• ﺗﻮﺍﻓﻖ ﻭ ﺍﺟﻤﺎﻉ‪ :‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺗﺰﺍﺣﻢ)‪ (trade off‬ﻫﺎﻱ ﻓﺮﺍﻭﺍﻧﻲ ﺍﻳﺠﺎﺩ ﻣﻲ ﻛﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ‬
‫ﻻﺯﻡ ﺍﺳﺖ ﭘﻴﺮﺍﻣﻮﻥ ﺣﺪ ﺍﻗﻞ ‪ 20‬ﺩﺭﺻﺪ ﺍﺯ ﻭﻳﮋﮔﻲ ﻫﺎ ﻭ ﻛﺎﺭﻛﺮﺩ ﻫﺎﻳﻲ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﺍﺭﺯﺵ ﺭﺍ ﺩﺭ ﭘﺮﻭژﻩ‬
‫ﺩﺍﺭﻧﺪ ﺗﻮﺍﻓﻖ ﻭ ﺍﺟﻤﺎﻋﻲ ﺑﻴﻦ ﺗﻴﻢ ﭘﺮﻭژﻩ ﻭ ﻛﺎﺭﺑﺮﺍﻥ ﺻﻮﺭﺕ ﮔﻴﺮﺩ‪.‬‬
‫• ﺗﺤﻘﻴﻖ ﺍﻭﻟﻴﻪ‪ :‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺑﻪ ﺗﺤﻘﻴﻖ ﺍﻭﻟﻴﻪ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯﻣﻨﺪ ﻫﺴﺘﻨﺪ ﭼﺮﺍ ﻛﻪ ﺑﺎﻳﺪ ﻣﻄﻤﺌﻦ‬
‫ﺷﻮﻳﺪ ﺭﻭﻱ ﻣﺤﺼﻮﻻﺕ ﻭ ﺍﺟﺰﺍﻱ ﺍﺭﺯﺷﻤﻨﺪﻱ ﻛﺎﺭ ﻣﻲ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﻪ ﺧﺼﻮﺹ ﺯﻣﺎﻧﻲ ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ‬
‫ﻛﻪ ﺟﺎﻣﻌﻪ ﻛﺎﺭﺑﺮﺍﻥ ﻭﺳﻴﻊ ﻭ ﮔﻮﻧﺎﮔﻮﻥ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﺑﺎﻳﺪ ﻫﻢ ﺍﺑﻌﺎﺩ ﻛﻤﻲ ﻭ ﻫﻢ ﺍﺑﻌﺎﺩ ﻛﻴﻔﻲ ﺭﺍ ﺩﺭ ﺑﺮ‬
‫ﮔﻴﺮﺩ‪ .‬ﻣﺼﺎﺣﺒﻪ ﻫﺎ ﻳﻚ ﺩﻳﺪ ﻛﻴﻔﻲ ﺑﺮﺭﺳﻲ ﻫﺎ)‪ (survey‬ﻳﻚ ﺩﻳﺪ ﻛﻤﻲ ﺍﻳﺠﺎﺩ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬
‫ﻋﺎﻣﻞ ﺳﻮﻡ ﻣﻮﻓﻘﻴﺖ ‪ :‬ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ‬
‫ﻳﻜﻲ ﺍﺯ ﻣﻬﻢ ﺗﺮﻳﻦ ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺩﺍﻣﻨﻪ ﻛﻮﭼﻚ ﺁﻥ ﻫﺎ‬
‫ﺍﺳﺖ‪ .‬ﺍﻧﺪﺍﺯﻩ ﺩﺍﻣﻨﻪ ﭘﺮﻭژﻩ ﻳﻚ ﻭﻳﮋﮔﻲ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺍﺳﺖ ﻛﻪ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ‬
‫ﺗﺎ ﺣﺪ ﺯﻳﺎﺩﻱ ﺑﻪ ﺁﻥ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ‪ .‬ﺗﻘﺴﻴﻢ ﭘﺮﻭژﻩ ﺑﻪ ﻗﺴﻤﺖ ﻫﺎﻱ ﻛﻮﭼﻜﺘﺮ‬
‫ﻋﻼﻭﻩ ﺑﺮ ﺑﺎﻻ ﺑﺮﺩﻥ ﺑﺎﺯﺩﻩ ﺍﺯ ﻫﺰﻳﻨﻪ ﻫﺎ ﻣﻲ ﻛﺎﻫﺪ ﻭ ﻣﺎﻧﻊ ﺷﻜﺴﺖ ﭘﺮﻭژﻩ ﻣﻲ ﺷﻮﺩ‪.‬‬
‫ﺍﺭﺯﺵ ﮔﺰﺍﺭﺵ ﺷﺪﻩ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺳﺎﻝ ‪2012‬‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﻧﻜﺎﺕ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ‬
‫• ﻣﺪﻳﺮﻳﺖ ﺩﺍﻣﻨﻪ‪ :‬ﮔﺎﻡ ﻣﻬﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻳﻚ ﻟﻴﺴﺖ ﺍﻭﻟﻮﻳﺖ ﺗﻬﻴﻪ ﺷﻮﺩ ﻭ ﺑﺮﺍﻱ ﻫﺮ ﻭﻳﮋﮔﻲ ﻳﺎ ﻛﺎﺭﻛﺮﺩ‬
‫ﻣﺸﺨﺼﺎﺕ ﻫﺰﻳﻨﻪ‪ ،‬ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ)‪ (ROI‬ﻭ ﻣﻴﺰﺍﻥ ﺧﻄﺮ ﺍﻣﺘﻴﺎﺯ ﺩﺍﺩﻩ ﺷﻮﺩ‪.‬‬
‫• ﺗﻴﻢ ﺑﻬﻴﻨﻪ‪(Specialized – Exceptional –Assortment- Love)SEAL :‬‬
‫• ﺍﻧﺘﻈﺎﺭﺍﺕ‪ :‬ﻣﻲ ﺗﻮﺍﻧﺪ ﺩﺭ ﺯﻣﻴﻨﻪ ﻫﺰﻳﻨﻪ‪ ،‬ﺯﻣﺎﻥ ﻭ ﻛﻴﻔﻴﺖ ﻳﻚ ﻧﺘﻴﺠﻪ ﺑﺎﺷﺪ‪.‬‬
‫• ﺍﺛﺮ ﭘﺮﻭﺍﻧﻪ ﺍﻱ‪ :‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺗﺎﺛﻴﺮ ﺯﻳﺎﺩﻱ ﺩﺍﺭﻧﺪ ﭼﻮﻥ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭ ﺁﻣﺪﻩ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﻧﻜﺘﻪ ﻣﻬﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﻋﻠﺖ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺯﻳﺎﺩ ﺑﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﺍﻗﺪﺍﻡ ﻧﻜﻨﺪ‪.‬‬
‫• ﺗﺤﻮﻳﻞ ﻣﺴﺘﻤﺮ‪ :‬ﻳﻌﻨﻲ ﻧﺘﺎﻳﺞ ﺩﺭ ﺑﺎﺯﻩ ﻫﺎﻱ ﺯﻣﺎﻧﻲ ﻛﻮﺗﺎﻩ ﺗﺤﻮﻳﻞ ﻣﻲ ﺷﻮﺩ ﻭ ﺑﺎﻋﺚ ﻣﻲ ﺷﻮﺩ ﺍﻭﻻ‬
‫ﻳﺎﺩﮔﻴﺮﻱ ﻛﺎﺭﺑﺮﺍﻥ ﺳﺎﺩﻩ ﺷﻮﺩ ﻭ ﺩﻭﻣﺎ ﺭﻓﻊ ﺧﻄﺎ ﺳﺎﺩﻩ ﺗﺮ ﺷﺪﻩ ﻭ ﻛﻴﻔﻴﺖ ﻛﻠﻲ ﺑﺎﻻﺗﺮ ﺭﻭﺩ‪.‬‬
‫• ﻛﺎﻫﺶ ﺧﻄﺮ‪ :‬ﻣﺮﺗﺐ ﺳﺎﺯﻱ ﺭﺍﻫﻜﺎﺭﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺧﻄﺮ‬
‫• ﺑﺎﺯﺩﻫﻲ‪ :‬ﻣﺮﺗﺐ ﺳﺎﺯﻱ ﺭﺍﻫﻜﺎﺭﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺍﺭﺯﺵ ﻭ ﺑﺎﺯﺩﻫﻲ‬
‫• ﺧﺮﺱ ﻫﺎﻱ ﭘﺎﻧﺪﺍ‪ :‬ﻧﻤﺎﻳﺸﮕﺮ ﺭﺍﻫﻜﺎﺭﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻫﻢ ﺍﺭﺯﺵ ﻭ ﺑﺎﺯﺩﻫﻲ ﺯﻳﺎﺩ ﻭ ﻫﻢ ﺭﻳﺴﻚ ﺯﻳﺎﺩ‬
‫ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﻣﻨﻈﻮﺭ ﺑﺎﻳﺪ ﺭﺍﻫﻜﺎﺭﻫﺎ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﻣﻌﻴﺎﺭ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺍﻣﺘﻴﺎﺯ ﺩﻫﻲ ﻛﺮﺩ‪.‬‬
‫ﻋﺎﻣﻞ ﭼﻬﺎﺭﻡ ﻣﻮﻓﻘﻴﺖ‪ :‬ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ‬
‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﺎﻫﺮ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﺎ ﺍﺳﺖ ﻛﻪ ﺍﻓﺮﺍﺩ ﺩﺭﺳﺖ ﻛﺎﺭ ﺩﺭﺳﺖ ﺭﺍ ﺩﺭ‬
‫ﺯﻣﺎﻥ ﺩﺭﺳﺖ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ .‬ﺻﻼﺣﻴﺖ ﻳﻚ ﻓﺮﺩ ﺩﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﻬﺎﺭﺕ‬
‫ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻭﻇﺎﻳﻒ ﺧﻮﺩ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺗﻜﻤﻴﻞ ﭘﺮﻭژﻩ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﻣﻌﻤﻮﻻ ﺳﺎﺯﻣﺎﻥ ﻫﺎ ﺍﺯ ﭘﺮﺳﻨﻠﻲ ﺑﺎ ﻣﻴﺎﻧﮕﻴﻦ ﺗﺨﺼﺺ ﻭ ﻣﻬﺎﺭﺕ ﻣﻌﻤﻮﻝ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲ ﻛﻨﻨﺪ ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭘﺮﺳﻨﻞ ﻣﺎﻫﺮ ﻭ ﺣﺮﻓﻪ ﺍﻱ‬
‫ﻣﻲ ﺗﻮﺍﻧﺪ ﻣﻨﺎﻓﻊ ﺑﺴﻴﺎﺭﻱ ﺭﺍ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺑﺮﮔﺮﺩﺍﻧﺪ‪.‬‬
‫ﻧﻤﻮﺩﺍﺭ ﻣﻴﺰﺍﻥ ﻣﻬﺎﺭﺕ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻣﻮﻓﻖ ﺳﺎﻝ ‪2012‬‬
‫ﻋﺎﻣﻞ ﭘﻨﺠﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﺗﺨﺼﺺ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ‬
‫ﻣﺪﻳﺮﺍﻥ ﺑﺎﺗﺠﺮﺑﻪ ﻭ ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﭼﻨﺪﻳﻦ ﭘﺮﻭژﻩ ﻛﻮﭼﻚ ﺭﺍ ﺭﻫﺒﺮﻱ‬
‫ﻛﻨﻨﺪ‪ .‬ﻳﻚ ﻧﻜﺘﻪ ﻛﻠﻴﺪﻱ ﺑﺮﺍﻱ ﻳﻚ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺧﻮﺏ ﺷﺪﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ‬
‫ﻣﺪﻳﺮ ﻓﺮﺍﻳﻨﺪ ﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﺭﺍ ﺳﺎﺩﻩ ﻭ ﻗﺎﺑﻞ ﺍﺟﺮﺍ ﻛﻨﺪ‪ .‬ﭘﺮﻭژﻩ ﻫﺎ ﻳﻚ ﺳﻴﺮ‬
‫ﻃﺒﻴﻌﻲ ﭘﻴﺸﺮﻓﺖ ﺭﺍ ﻃﻲ ﻣﻲ ﻛﻨﻨﺪ‪ .‬ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ‬
‫ﺟﺮﻳﺎﻥ ﺭﺍ ﺑﻪ ﻳﻚ ﺗﺤﻠﻴﻞ ﻣﻔﻴﺪ ﺗﺒﺪﻳﻞ ﻛﻨﺪ‪.‬‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﻧﻜﺎﺕ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ‬
‫• ﺩﺍﻧﺶ ﻫﺎﻱ ﭘﺎﻳﻪ‪ :‬ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻣﺪﻳﺮ ﺑﺎﻳﺪ ﺑﺎ ﺗﻴﻢ ﻫﻤﺮﺍﻩ ﺑﺎﺷﺪ ﻭ ﭘﻴﺸﺮﻭﻱ ﻓﺮﺍﻳﻨﺪ ﻫﺎ ﺭﺍ ﺑﻪ‬
‫ﻋﻬﺪﻩ ﺑﮕﻴﺮﺩ‪ .‬ﻣﻬﺎﺭﺕ ﻫﺎﻳﻲ ﻣﺎﻧﻨﺪ ﻗﻀﺎﻭﺕ ﺧﻮﺏ‪ ،‬ﺳﻴﺎﺳﺖ ﻭ ﻣﺪﻳﺮﻳﺖ ﺯﻣﺎﻥ ﻛﺎﻣﻼ ﺿﺮﻭﺭﻱ ﺍﻧﺪ‪.‬‬
‫• ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﺍﺟﺮﺍﺋﻲ‪ :‬ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﻭ ﻣﺪﻳﺮ ﺍﺟﺮﺍﺋﻲ ﺑﺎﻳﺪ ﺑﺎ ﻫﻢ ﮔﻔﺘﮕﻮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺗﺎ ﺑﺎ ﺩﻳﺪﮔﺎﻩ‬
‫ﻫﺎ ﻭ ﺗﺠﺎﺭﺏ ﻭ ﻃﺮﺯ ﺗﻔﻜﺮ ﻳﻜﺪﻳﮕﺮ ﺁﺷﻨﺎ ﺷﻮﻧﺪ‪.‬‬
‫• ﺗﻮﺍﻧﺎﻳﻲ ﺭﻫﺒﺮﻱ‪ :‬ﻳﻚ ﻣﺪﻳﺮ ﺧﻮﺏ ﺑﺎﻳﺪ ﺗﻤﺮﻛﺰ ﮔﺮﻭﻩ ﺭﺍ ﺭﻭﻱ ﻫﺪﻑ ﺍﺻﻠﻲ ﻧﮕﻪ ﺩﺍﺭﺩ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺑﺎ‬
‫ﻭﻳﮋﮔﻲ ﻫﺎ ﻭ ﻗﺎﺑﻠﻴﺖ ﻫﺎﻱ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﺁﺷﻨﺎ ﺑﺎﺷﺪ ﻭ ﺑﺘﻮﺍﻧﺪ ﺁﻥ ﻫﺎ ﺭﺍ ﺗﺎ ﺳﻄﺢ ﺟﺰﺋﻴﺎﺕ ﺭﻫﺒﺮﻱ ﻛﻨﺪ‪.‬‬
‫•ﺗﺠﺮﺑﻪ‪ :‬ﺷﻜﺴﺖ ﺑﻬﺘﺮﻳﻦ ﻣﺮﺑﻲ ﺍﺳﺖ ﻭ ﻳﻚ ﻣﺪﻳﺮ ﭘﺮﻭژﻩ ﻛﻪ ﻗﺒﻼ ﺩﺍﺭﺍﻱ ﭘﺮﻭژﻩ ﺷﻜﺴﺖ ﺧﻮﺭﺩﻩ ﻭ ﻳﺎ‬
‫ﺑﻪ ﻣﺸﻜﻞ ﺧﻮﺭﺩﻩ ﺑﻮﺩﻩ ﺑﻬﺘﺮﻳﻦ ﮔﺰﻳﻨﻪ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺟﺪﻳﺪ ﺍﺳﺖ‪.‬‬
‫ﻋﺎﻣﻞ ﺷﺸﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ‬
‫ﺍﻧﺪﺍﺯﻩ ﻳﻚ ﭘﺮﻭژﻩ ﺭﻭﺵ ﺍﺟﺮﺍﻱ ﺁﻥ ﺭﺍ ﻣﺸﺨﺺ ﻣﻲ ﻛﻨﺪ‪ .‬ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ‬
‫ﻣﻌﻤﻮﻻ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻣﻔﻴﺪ ﺍﺳﺖ‪ .‬ﺩﺭ ‪ 10‬ﺳﺎﻝ ﮔﺬﺷﺘﻪ ‪ 45‬ﺩﺭﺻﺪ‬
‫ﭘﺮﻭژﻩ ﻫﺎﻱ ﭼﺎﺑﻚ ﻛﻤﺘﺮ ﺍﺯ ‪ 1‬ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺍﻧﺪ‪ .‬ﺩﺭ‬
‫ﻣﻘﺎﺑﻞ ﺗﻨﻬﺎ ‪ 14‬ﺩﺭﺻﺪ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺁﺑﺸﺎﺭﻱ ﻛﻤﺘﺮ ﺍﺯ ‪ 1‬ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﻫﺰﻳﻨﻪ‬
‫ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺍﻧﺪ‪ .‬ﺩﺭ ﻛﻞ ﭘﺮﻭژﻩ ﻫﺎﻱ ﭼﺎﺑﻚ ﻭ ﺁﺑﺸﺎﺭﻱ ﻧﺮﺥ ﭘﻴﺮﻭﺯﻱ ﻭ‬
‫ﺷﻜﺴﺖ ﺗﻘﺮﻳﺒﺎ ﻳﻜﺴﺎﻧﻲ ﺩﺍﺷﺘﻪ ﺍﻧﺪ‪.‬‬
‫ﻧﻤﻮﺩﺍﺭ ﻣﻴﺰﺍﻥ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺗﻮﺳﻌﻪ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﺭﺍ ﻛﻪ ﺍﺯ ﺭﻭﺵ ﻫﺎ ﻭ ﺍﺑﺰﺍﺭ ﻫﺎﻱ‬
‫ﺟﺪﻳﺪ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩﻩ ﺍﻧﺪ ﺍﺯ ﺳﺎﻝ ‪ 2003‬ﺗﺎ ﺳﺎﻝ ‪ 2012‬ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ‪.‬‬
‫ﻓﺮﺍﻳﻨﺪ ﭼﺎﺑﻚ‪ :‬ﻳﻚ ﺭﻭﺵ ﻣﺒﺘﻨﻲ ﺑﺮ ﺗﻜﺮﺍﺭ ﻭ ﺑﻪ ﺷﻜﻞ ﺗﺪﺭﻳﺠﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﻣﺪﻳﺮﻳﺖ ﻃﺮﺍﺣﻲ ﻭ‬
‫ﺳﺎﺧﺖ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻣﻬﻨﺪﺳﻲ‪ ،‬ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻭ ﺭﻭﻧﺪ ﭘﻴﺸﺮﻓﺖ ﻣﺤﺼﻮﻝ ﺑﻪ ﻃﻮﺭ ﻛﺎﻣﻼ ﺍﻧﻌﻄﺎﻑ‬
‫ﭘﺬﻳﺮ ﻭ ﺗﻌﺎﻣﻠﻲ ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﺭﻭﺵ ﺍﻧﺠﺎﻡ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺭﺍ ﺁﺳﺎﻥ ﺗﺮ ﻣﻲ ﻛﻨﺪ ﻭ ﻛﻤﻚ‬
‫ﻣﻲ ﻛﻨﺪ ﻛﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ ﺑﻪ ﺗﻌﺪﺍﺩﻱ ﭘﺮﻭژﻩ ﻛﻮﭼﻚ ﺗﻘﺴﻴﻢ ﺷﻮﻧﺪ‪.‬‬
‫ﺍﺻﻮﻝ ﻛﻠﻲ ‪:‬‬
‫ﺍﻓﺮﺍﺩ ﻭ ﺗﻌﺎﻣﻼﺕ ﺑﺎﻻﺗﺮ ﺍﺯ ﻓﺮﺍﻳﻨﺪﻫﺎ ﻭ ﺍﺑﺰﺍﺭﻫﺎ ‪ -‬ﻧﺮﻡﺍﻓﺰﺍﺭ ﻛﺎﺭ ﻛﻨﻨﺪﻩ ﺑﺎﻻﺗﺮ ﺍﺯ ﻣﺴﺘﻨﺪﺍﺕ ﺟﺎﻣﻊ‬
‫ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ ﺑﺎﻻﺗﺮ ﺍﺯ ﻗﺮﺍﺭﺩﺍﺩ ﻛﺎﺭﻱ ‪ -‬ﭘﺎﺳﺨﮕﻮﻳﻲ ﺑﻪ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎﻻﺗﺮ ﺍﺯ ﭘﻴﺮﻭﻱ ﺍﺯ ﻳﻚ ﺑﺮﻧﺎﻣﻪ‬
‫ﻓﺮﺍﻳﻨﺪ ﺁﺑﺸﺎﺭﻱ‪ :‬ﻣﺪﻝ ﺁﺑﺸﺎﺭﻱ ﻳﻚ ﻣﺪﻝ ﺗﺮﺗﻴﺒﻲ ﺗﻮﺳﻌﻪ ﻭ ﺗﻮﻟﻴﺪ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺍﺳﺖ ﻭ ﺩﺭﺁﻥ ﻣﺮﺍﺣﻞ ﺗﻮﻟﻴﺪ‬
‫ﺑﻪ ﺷﻜﻞ ﻳﻚ ﺟﺮﻳﺎﻥ ﻣﺪﺍﻭﻡ ﻣﺘﻤﺎﻳﻞ ﺑﻪ ﺳﻤﺖ ﭘﺄﻳﻴﻦ ﺍﺳﺖ) ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﺁﺑﺸﺎﺭ ( ﻛﻪ ﺷﺎﻣﻞ ﻓﺎﺯﻫﺎﻱ‬
‫ﺗﺤﻠﻴﻞ ﺧﻮﺍﺳﺘﻪﻫﺎ‪ ،‬ﻃﺮﺍﺣﻲ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ‪ ،‬ﺁﺯﻣﻮﺩﻥ ﻭ ﺗﺴﺖ ﻛﺮﺩﻥ‪ ،‬ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ‪ ،‬ﻭ ﺩﺍﺩﻥ ﻣﺤﺼﻮﻝ‬
‫ﺑﻪ ﺑﺎﺯﺍﺭ ﻣﻲﺷﻮﺩ‪ .‬ﺩﺭ ﻣﺮﺣﻠﻪ ﺍﻭﻝ ﻛﻪ ﻣﺮﺣﻠﻪ ﺑﺮﺭﺳﻲ ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎﻱ ﭘﺮﻭژﻩ ﻣﻲ ﺑﺎﺷﺪ‪ ،‬ﻣﺸﺘﺮﻱ ﻭ ﺗﻴﻢ‬
‫ﺑﺮﻧﺎﻣﻪ ﻧﻮﻳﺴﻲ ﻃﻲ ﭼﻨﺪ ﺟﻠﺴﻪ ﺑﻪ ﺑﺮﺭﺳﻲ ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎ ﻭ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﭘﺮﻭژﻩ ﻣﻲ ﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﺳﭙﺲ ﻧﻮﺑﺖ‬
‫ﺑﻪ ﻃﺮﺍﺣﻲ ﻣﻲ ﺭﺳﺪ‪ ،‬ﺩﺭ ﻣﺮﺣﻠﻪ ﻱ ﻃﺮﺍﺣﻲ ﺍﻓﺮﺍﺩ ﻃﺮﺡ ﻛﻠﻲ ﭘﺮﻭژﻩ ﺭﺍ ﻣﻲ ﺭﻳﺰﻧﺪ ﻭ ﺟﺰﻳﻴﺎﺕ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‬
‫ﻣﺸﺨﺺ ﻣﻲ ﺷﻮﺩ‪ .‬ﭘﺲ ﺍﺯ ﻣﺮﺣﻠﻪ ﻱ ﻃﺮﺍﺣﻲ ﺗﻴﻢ ﺑﺮﻧﺎﻣﻪ ﻧﻮﻳﺴﻲ ﺧﻮﺩ ﺭﺍ ﺑﺮﺍﻱ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺁﻣﺎﺩﻩ ﻣﻲ‬
‫ﻛﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﻫﻤﻪ ﻗﺴﻤﺖ ﻫﺎﻱ ﻛﺪ‪ ,‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﻲ ﺷﻮﻧﺪ‪ .‬ﺩﺭ ﺍﻧﺘﻬﺎﻱ ﺍﻳﻦ ﻣﺮﺣﻠﻪ‪ ,‬ﻣﺎ ﻣﺮﺣﻠﻪ‬
‫ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ ﻳﺎ ﺭﺍ ﺧﻮﺍﻫﻴﻢ ﺩﺍﺷﺖ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﻣﺸﻜﻠﺘﺮﻳﻦ ﻗﺴﻤﺖ ﻫﺎﻱ ﺍﻧﺠﺎﻡ ﭘﺮﻭژﻩﻫﺎ ﺍﺳﺖ‪ .‬ﻫﺮ ﭼﻪ‬
‫ﻣﻴﺰﺍﻥ ﮔﺴﺘﺮﺩﻩﮔﻲ ﻛﺎﺭ ﺑﻴﺸﺘﺮ ﺑﺎﺷﺪ ﺳﺨﺘﻲ ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ ﻧﻴﺰ ﺑﻴﺸﺘﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬
‫ﻋﺎﻣﻞ ﻫﻔﺘﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﺍﻫﺪﺍﻑ ﻣﺸﺨﺺ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬
‫ﺭﻭﺷﻦ ﺑﻮﺩﻥ ﺍﻫﺪﺍﻑ ﻭ ﺗﻤﺮﻛﺰ ﻣﺠﻤﻮﻋﻪ ﺑﺮ ﺁﻥ ﻳﻚ ﻧﻜﺘﻪ ﻛﻠﻴﺪﻱ ﺑﺮﺍﻱ‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻣﻮﻓﻖ ﺍﺳﺖ‪ .‬ﺍﻟﺒﺘﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻣﻲ ﺗﻮﺍﻧﻨﺪ‬
‫ﺗﺎ ﺣﺪﻱ ﺍﻳﻦ ﻭﺿﻮﺡ ﺭﺍ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻭ ﻳﺎ ﻣﻘﺪﺍﺭﻱ ﺧﻄﺮ ﻛﻨﻨﺪ ﭼﺮﺍ ﻛﻪ‬
‫ﺁﻥ ﻫﺎ ﺯﻳﺴﺖ ﭼﺮﺥ ﻛﻮﺗﺎﻫﻲ ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻧﻤﻮﺩﺍﺭ ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﺗﺤﻠﻴﻞ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺑﺎ ﺍﻫﺪﺍﻓﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﺧﻂ ﻣﺸﻲ ﺷﺮﻛﺖ ﻣﻄﺎﺑﻖ ﺍﺳﺖ‪.‬‬
‫ﻋﺎﻣﻞ ﻫﺸﺘﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﺑﻠﻮﻍ ﻫﻴﺠﺎﻧﻲ‬
‫ﻣﻨﻈﻮﺭ ﺍﺯ ﺍﻳﻦ ﻋﺒﺎﺭﺕ ﺩﺍﺷﺘﻦ ﻣﻬﺎﺭﺕ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺧﻮﺩﺁﮔﺎﻫﻲ‪ ،‬ﺟﻤﻊ ﺁﮔﺎﻫﻲ‪،‬‬
‫ﺧﻮﺩ ﻣﺪﻳﺮﻳﺘﻲ ﻭ ﻣﺪﻳﺮﻳﺖ ﺭﺍﺑﻄﻪ ﻫﺎ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻣﻬﺎﺭﺕ ﻫﺎ ﻫﻤﻪ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ‬
‫ﻫﺎﻱ ﻛﻮﭼﻚ ﻻﺯﻡ ﺍﻧﺪ‪ .‬ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻳﻚ ﻭﻇﻴﻔﻪ ﺳﻨﮕﻴﻦ‬
‫ﺗﺤﻘﻴﻖ ﻭ ﺑﺮﺭﺳﻲ ﺩﻗﻴﻖ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﺗﻴﻢ ﭘﺮﻭژﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ‬
‫ﺑﺮﺧﻲ ﻣﻨﺎﺑﻊ ﻭ ﺑﺮﺭﺳﻲ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺗﻤﺎﻡ ﺷﺪﻩ ﻣﻲ ﺗﻮﺍﻧﺪ ﻳﺎﺭﻱ ﺩﻫﻨﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫ﻋﺎﻣﻞ ﻧﻬﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﺍﺟﺮﺍ‬
‫ﻣﻨﻈﻮﺭ ﺍﺯ ﺍﺟﺮﺍ ﭘﻴﺶ ﺑﺮﺩﻥ ﭘﺮﻭژﻩ ﺑﻪ ﺳﻤﺖ ﻛﺎﻣﻞ ﺷﺪﻥ ﺑﺮ ﻣﺒﻨﺎﻱ ﺑﺮﻧﺎﻣﻪ‬
‫ﺍﺳﺖ‪ .‬ﻓﺮﺍﻳﻨﺪ ﺍﺟﺮﺍ ﺩﺭ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩ ﺗﺮ ﺍﺳﺖ‪.‬‬
‫ﺍﻳﻦ ﺳﺎﺩﮔﻲ ﺣﺘﻲ ﺍﮔﺮ ﭼﻨﺪ ﭘﺮﻭژﻩ ﻛﻮﭼﻚ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﻣﺎﻟﻲ ﻭ ﺭﻭﺵ ﻫﺎﻱ‬
‫ﻣﻨﺎﺳﺐ ﺑﺎ ﻫﻢ ﺗﺮﻛﻴﺐ ﺷﻮﻧﺪ ﺑﺮﻗﺮﺍﺭ ﺍﺳﺖ‪ .‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺍﻳﻦ ﻓﺮﺻﺖ ﺭﺍ‬
‫ﻓﺮﺍﻫﻢ ﻣﻲ ﻛﻨﻨﺪ ﻛﻪ ﻗﺪﺭﺕ ﺧﻄﺮ ﻛﺮﺩﻥ ﺗﻴﻢ ﺑﺎﻻ ﺑﺮﻭﺩ‪ .‬ﺍﺯ ﻃﺮﻓﻲ ﺩﺍﻧﺴﺘﻦ ﺍﻳﻦ ﻛﻪ ﺍﻣﻜﺎﻥ ﺧﻄﺮ ﻛﺮﺩﻥ‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺑﺎﻋﺚ ﻣﻲ ﺷﻮﺩ ﺍﻓﺮﺍﺩ ﻗﺪﺭﺕ ﭘﻴﺶ ﺑﻴﻨﻲ ﺧﻮﺩ ﺭﺍ ﺑﺎﻻ ﺑﺒﺮﻧﺪ‪.‬‬
‫ﻧﻤﻮﺩﺍﺭ ﺗﺤﻠﻴﻞ ﭘﺮﻭژﻩ ﻫﺎﻳﻲ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ﻛﻪ ﺩﺍﺭﺍﻱ ‪ 4‬ﺗﺎ ‪ 6‬ﻧﻔﺮ ﻋﻀﻮ ﺑﻮﺩﻩ ﺍﻧﺪ)ﺳﺎﻝ ‪(2012‬‬
‫ﻣﻬﻢ ﺗﺮﻳﻦ ﻧﻜﺎﺕ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺍﺟﺮﺍﻱ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ‬
‫ﻗﻮﺍﻧﻴﻦ‪ :‬ﻳﻚ ﭘﺮﻭژﻩ ﻣﻮﻓﻖ ﻧﻴﺎﺯﻣﻨﺪ ﻗﻮﺍﻧﻴﻦ ﺩﻗﻴﻖ ﺣﻴﻦ ﺍﺟﺮﺍ ﺍﺳﺖ‪ .‬ﻣﺜﻼ ﺍﻳﻦ ﻛﻪ ﭼﻪ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻳﻲ‬
‫ﻣﺠﺎﺯ ﻭ ﺿﺮﻭﺭﻱ ﺍﻧﺪ‪ ،‬ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺷﻮﻧﺪ ﻭ ﭼﻪ ﻣﻨﺎﺑﻌﻲ ﻧﻴﺎﺯ ﺍﺳﺖ‪.‬‬
‫ﻃﺮﺡ ﻣﺴﺌﻠﻪ‪ :‬ﻳﻚ ﺗﻮﺻﻴﻒ ﺩﻗﻴﻖ ﺍﺯ ﻣﺴﺌﻠﻪ ﺍﻱ ﻛﻪ ﭘﺮﻭژﻩ ﺑﺮﺍﻱ ﺁﻥ ﺑﺮﭘﺎ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺟﻤﻌﻲ‪ :‬ﺍﺯ ﮔﺮﻭﻩ ﺧﻮﺍﺳﺘﻪ ﺷﻮﺩ ﻛﻪ ﺭﻭﻱ ﻳﻚ ﻣﺴﺌﻠﻪ ﻓﻜﺮ ﻛﻨﻨﺪ ﻭ ﺍﺯ ﻧﻈﺮ ﮔﺮﻭﻩ ﺑﺮﺍﻱ‬
‫ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ‪.‬‬
‫ﺍﺻﻮﻝ ﺍﻭﻟﻴﻪ‪ :‬ﻧﮕﺎﻩ ﺑﻪ ﭘﺮﻭژﻩ ﻳﻚ ﻧﮕﺎﻩ ﺍﺯ ﺑﺎﻻ ﺑﻪ ﭘﺎﻳﻴﻦ ﺑﺎﺷﺪ ﭼﺮﺍ ﻛﻪ ﺩﺍﺋﻤﺎ ﺑﺎﻳﺪ ﺑﻪ ﺍﻳﻦ ﺑﺮﮔﺮﺩﻳﻢ ﻛﻪ‬
‫ﺩﻟﻴﻞ ﺑﺮﭘﺎﻳﻲ ﭘﺮﻭژﻩ ﭼﻪ ﺑﻮﺩﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﭘﺎﻳﻴﻦ ﺗﺮﻳﻦ ﺳﻄﺢ ﺍﺻﻮﻝ ﺍﻭﻟﻴﻪ ﻗﺮﺍﺭ ﻣﻲ ﮔﻴﺮﻧﺪ‪ .‬ﺍﻳﻦ ﺍﺻﻮﻝ‬
‫ﺑﺎﻳﺪ ﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨﻲ ﺑﺎﺷﻨﺪ ﻭ ﺷﺎﻣﻞ ﺗﻌﻴﻴﻦ ﺣﺪﻭﺩ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺷﻮﻧﺪ‪.‬‬
‫ﻋﺎﻣﻞ ﺩﻫﻢ ﻣﻮﻓﻘﻴﺖ‪ :‬ﺍﺑﺰﺍﺭ ﻫﺎ ﻭ ﺯﻳﺮ ﺳﺎﺧﺖ‪:‬‬
‫ﺩﺭ ﻣﻮﺭﺩ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻭﻗﺘﻲ ﺑﺤﺚ ﺍﺑﺰﺍﺭ ﺑﻪ ﻣﻴﺎﻥ ﻣﻲ ﺁﻳﺪ ﻣﻘﺪﺍﺭ ﻛﻢ‬
‫ﺁﻥ ﻫﻢ ﺑﺮﺍﻱ ﭘﺮﻭژﻩ ﺯﻳﺎﺩ ﺍﺳﺖ‪ .‬ﺍﺑﺰﺍﺭ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﻛﻤﺘﺮ ﻭ ﮔﺰﻳﻨﻪ ﻫﺎﻱ‬
‫ﺯﻳﺮ ﺳﺎﺧﺘﻲ ﻣﺤﺪﻭﺩ ﺗﺮ ﻛﻤﻚ ﻣﻲ ﻛﻨﺪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺳﺮﻳﻊ ﺗﺮ‪،‬‬
‫ﺍﺭﺯﺍﻥ ﺗﺮ ﻭ ﺑﺎ ﻛﻴﻔﻴﺖ ﺗﺮ ﺍﻧﺠﺎﻡ ﺷﻮﻧﺪ‪ .‬ﻳﻜﻲ ﺍﺯ ﺑﺰﺭﮔﺘﺮﻳﻦ ﭼﺎﻟﺶ ﻫﺎ ﺩﺭ ﻣﻮﺭﺩ‬
‫ﺍﺑﺰﺍﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺁﻥ ﻫﺎ ﻭﺍﺑﺴﺘﻪ ﻣﻲ ﺷﻮﺩ ﻭ ﺩﺭ ﻭﺍﻗﻊ ﺩﺭ ﺧﺪﻣﺖ ﺍﺑﺰﺍﺭ‬
‫ﺩﺭ ﻣﻲ ﺁﻳﺪ ﺑﻪ ﺟﺎﻱ ﺁﻥ ﻛﻪ ﺍﺯ ﻗﺪﺭﺕ ﻭ ﺗﺠﺮﺑﻪ ﺧﻮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﺪ‪ .‬ﺍﺑﺰﺍﺭ ﻫﺎ ﺑﺎﻳﺪ ﻓﻘﻂ ﻳﺎﺭﻱ ﺩﻫﻨﺪﻩ ﺑﺮﺍﻱ‬
‫ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑ ﺑﺎﺷﻨﺪ ﻭ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺁﻥ ﻫﺎ ﻣﺘﻜﻲ ﻧﺸﻮﺩ‪.‬‬
‫ﻣﻬﻤﺘﺮﻳﻦ ﻧﻜﺎﺕ ﻣﻮﻓﻘﻴﺖ‪:‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ‪ :‬ﭼﻴﻨﺶ ﻣﻨﺎﺑﻊ ﺑﻪ ﮔﻮﻧﻪ ﺍﻱ ﻛﻪ ﻫﺮ ﮔﺎﻩ ﻭ ﻫﺮ ﺟﺎ ﻧﻴﺎﺯﻧﺪ ﺩﺭ ﺩﺳﺘﺮﺱ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺩﺭﺧﻮﺍﺳﺖ ﻫﺎ‪ :‬ﺗﻄﺒﻴﻖ ﺩﺭﺧﻮﺍﺳﺖ ﻫﺎ ﺑﺎ ﻣﻨﺎﺑﻊ‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﺎﻟﻲ‪ :‬ﺗﺨﻤﻴﻦ ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻳﻚ ﭘﺮﻭژﻩ ﻳﺎ ﮔﺮﻭﻫﻲ ﺍﺯ ﭘﺮﻭژﻩ ﻫﺎ‬
‫ﻛﻴﻔﻴﺖ ﻣﺤﺼﻮﻝ‪ :‬ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﺑﻪ ﺧﺎﻃﺮ ﺯﻣﺎﻥ ﻛﻮﺗﺎﻩ ﺑﻴﻦ ﺳﺎﺧﺖ ﻭ ﺗﺤﻮﻳﻞ ﻛﻴﻔﻴﺖ ﻣﻨﺎﺳﺒﺘﺮﻱ‬
‫ﺍﺭﺍﺋﻪ ﻣﻲ ﻛﻨﻨﺪ ﻛﻪ ﺍﻳﻦ ﺍﻣﺮ ﺭﻓﻊ ﺧﻄﺎﻱ ﭘﺮﻭژﻩ ﺭﺍ ﻧﻴﺰ ﺁﺳﺎﻥ ﺗﺮ ﻣﻲ ﻛﻨﺪ‪ 1 .‬ﺳﺎﻋﺖ ﺭﻓﻊ ﺧﻄﺎ ﺩﺭ ﺭﻭﻧﺪ‬
‫ﭘﺮﻭژﻩ ﺑﺮﺍﺑﺮ ﺍﺳﺖ ﺑﺎ ‪ 24‬ﺳﺎﻋﺖ ﺭﻓﻊ ﺧﻄﺎ ﺑﻌﺪ ﺍﺯ ﺍﺗﻤﺎﻡ ﭘﺮﻭژﻩ‬
‫ﻣﻘﺎﻳﺴﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ ﻭ ﺑﺰﺭگ ﺑﺎﻧﻜﻲ‬
‫ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺰﺭگ‬
‫ﭘﺮﻭژﻩ ﻫﺎﻱ ﻛﻮﭼﻚ‬
‫ﻧﻤﻮﺩﺍﺭ ﻫﺎﻱ ﺗﺤﻠﻴﻞ ﻭ ﻣﻘﺎﻳﺴﻪ ﭘﺮﻭژﻩ ﻫﺎﻱ ﺑﺎﻧﻜﻲ ﻛﻮﭼﻚ ﻭ ﺑﺰﺭگ‬
‫ﭘﺮﻭژﻩ ﻛﻮﭼﻚ ﭘﺮﻭژﻩ ﺍﻱ ﺍﺳﺖ ﻛﻪ ﻛﻤﺘﺮ ﺍﺯ ‪ 1‬ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﭘﺮﻭژﻩ ﺑﺰﺭگ ﭘﺮﻭژﻩ ﺍﻱ ﺍﺳﺖ ﻛﻪ ﺑﻴﺸﺘﺮ ﺍﺯ ‪ 10‬ﻣﻴﻠﻴﻮﻥ ﺩﻻﺭ ﻫﺰﻳﻨﻪ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﺍﺭﺯﻳﺎﺑﻲ ﭘﺲ ﺍﺯ ﭘﺮﻭژﻩ‬
‫ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﭘﺮﻭژﻩ ﺳﻮﺍﻝ ﺷﺪ ﭼﻪ ﻣﺪﺕ ﭘﺲ ﺍﺯ ﺍﻳﻦ ﻛﻪ ﭘﺮﻭژﻩ ﺑﻪ ﭘﺎﻳﺎﻥ ﻣﻲ ﺭﺳﺪ ﻭ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲ ﮔﻴﺮﺩ‬
‫ﺁﻥ ﻫﺎ ﺑﻪ ﺍﺭﺯﻳﺎﺑﻲ ﻧﺘﺎﻳﺞ ﭘﺮﻭژﻩ ﻣﻲ ﭘﺮﺩﺍﺯﻧﺪ ﺗﺎ ﻣﺸﺨﺺ ﺷﻮﺩ ﺗﺎ ﭼﻪ ﻣﻴﺰﺍﻥ ﺍﻫﺪﺍﻑ ﭘﺮﻭژﻩ ﺑﺮﺁﻭﺭﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﻧﺘﺎﻳﺞ ﺩﺭ ﻧﻤﻮﺩﺍﺭ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﻣﺮﺍﺟﻊ‬
(CHAOS Manifesto 2013) 2013 ‫ ﺳﺎﻝ‬CHAOS ‫ ﺑﻴﺎﻧﻴﻪ‬- 1
‫ ﻭﻳﻜﻲ ﭘﺪﻳﺎ‬- 2
(agiledevelopment.ir)‫ ﺳﺎﻳﺖ ﺗﻮﺳﻌﻪ ﭼﺎﺑﻚ‬- 3