Sayed Mohsen

BY: ElSayed Mohsen

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 Project Management
Professional
(PMP)®

Sayed Mohsen BY: ElSayed Mohsen

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 Sayed
Agile Mohsen
‫اﻹدارة اﻟﺮﺷﻴﻘﺔ‬

BY: ElSayed Mohsen

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 Agenda

History Benefits of Agile

1 ( ‫ﺗﺎ رﻳ ﺦ اﺟ ﺎ ﻳ ﻞ ) اﻹ د ارة اﻟﺮﺷ ﻴﻘ ﺔ – اﻟﻤ ﺮﻧ ﺔ‬ 5 ‫ﻣ ﻨ ﺎ ﻓ ﻊ اﻹ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬

What is Agile ? Types of Project life cycles

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2 ‫ﻣ ﺎ ﻫ ﻲ اﻹ د ارة اﻟﺮﺷ ﻴﻘ ﺔ‬ 6 ‫أﻧ ﻮ اع د و رات ﺣ ﻴﺎ ة اﻟﻤ ﺸ ﺮو ع‬

Agile Mindset Agile Methodologies, Frameworks

3 ‫ﻋ ﻘ ﻠﻴ ﺔ اﻹ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬ 7 ‫ﻣ ﻨ ﻬ ﺠ ﻴ ﺎ ت اﻹ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬

Agile Values & Principles. Scrum

4 ‫ﻗ ﻴﻢ و ﻣ ﺒﺎد ئ أﺟ ﺎﻳ ﻞ‬ 8 ‫اﺳ ﻜ ﺮم‬

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 Agenda

Scrum of Scrums Grooming the Backlog

9 ‫اﺳ ﻜ ﺮم اﻟ ﺸ ﺎ ﻣ ﻠﺔ‬ 13 ‫ﺗﺮﺗ ﻴ ﺐ أو ﻟﻮ ﻳ ﺎ ت ﺳ ﺠ ﻞ اﻷ ﻋ ﻤ ﺎ ل‬

MVP Information Radiators

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10 ‫اﻟﺤ ﺪ اﻷ د ﻧ ﻰ ﻣ ﻦ اﻟﻤ ﻨﺘﺞ اﻟﻘ ﺎ ﺑﻞ ﻟﻠﺘﻄ ﺒﻴﻖ‬ 14 ‫ﺷ ﺎﺷ ﺎت اﻟﻤ ﻌ ﻠﻮ ﻣ ﺎت‬

Kanban Servant Leadership

11 ‫أﺳ ﻠﻮ ب ﻛ ﺎ ﻧ ﺒ ﺎ ن‬ 15 ‫اﻟﻘ ﻴﺎد ة اﻟﺨ ﺎد ﻣ ﺔ‬

What is a User Story? Questions & Answers

12 ‫ﻣ ﺎ ﻫ ﻲ ﻗ ﺼ ﺺ اﻟﻤ ﺴ ﺘ ﺨ ﺪ م و ﻃ ﺮق ﺗﻘ ﺪ ﻳ ﺮﻫ ﺎ ؟‬
16 ‫اﺳ ﺌﻠﺔ و أﺟ ﻮ ﺑﺔ‬

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 Sayed Mohsen
1. History
( ‫ﺗﺎرﻳﺦ اﺟﺎﻳﻞ ) اﻹدارة اﻟﺮﺷﻴﻘﺔ – اﻟﻤﺮﻧﺔ‬

BY: ElSayed Mohsen

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 History

Predictive life cycles ( Traditional- Waterfall – Linear )

‫د و ر ات اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺘ ﻨ ﺒ ﺆ ﻳ ﺔ‬

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‫اﻟﺘﺤ ﻠﻴﻞ‬ ‫اﻟﺘﺼ ﻤ ﻴﻢ‬ ‫اﻟﺒﻨﺎء‬ ‫اﻻ ﺧ ﺘﺒﺎرات‬ ‫اﻟﺘﺴ ﻠﻴﻢ‬

‫ا ﻟﺘ ﺤ ﻠ ﻴ ﻞ‬
Analysis Design Build Test Deliver
‫اﻟﺘﺼﻤﻴﻢ‬
‫ا ﻟﺒ ﻨ ﺎء‬
‫اﻻ ﺧ ﺘ ﺒ ﺎر‬
‫ا ﻟﺘ ﺴ ﻠ ﻴ ﻢ‬

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 Sayed Mohsen Project
Plans
.‫• ﻳﺘﻄﻠﺐ اﻟﻤﺸﺮوع ﺗﺨﻄﻴًﻄﺎ ﻣﺴﺒﻘﺎ ﻓﻲ ﺑﺪاﻳﺔ اﻟﻤﺸﺮوع‬
‫• ﻧ ﻄ ﺎق اﻟﻌ ﻤ ﻞ ﻣ ﺤ ﺪ د ﺟ ﻴﺪ ا‬

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 I s o l at i o n
‫اﻧﻌﺰال‬

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 ‫ﺗﻌﺎون‬
Col l a b o r a t i o n

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 Tra n s p a re n c y
‫اﻟ ﺸﻔ ﺎ ﻓ ﻴ ﺔ‬

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 Time t o

Sayed Mohsen Va l u e
‫ﺣﺎن اﻟﻮﻗﺖ ﻟﻠﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻘﻴﻤﺔ‬

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 Snowbird
Feb 2001

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 Sayed Mohsen
2. What is Agile ?
‫ﻣﺎ ﻫﻲ اﻹدارة اﻟﺮﺷﻴﻘﺔ ؟‬

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 What is Agile ? ‫ﻣ ﺎ ﻫ ﻲ اﻹ د ار ة اﻟ ﺮ ﺷ ﻴ ﻘ ﺔ ؟‬

§ Agile is a time boxed, iterative approach to software delivery that builds software incrementally from the start of the
project, instead of trying to deliver it all at once near the end.
.‫ﺑﺪًﻻ ﻣﻦ ﺗﺴﻠﻴﻢ اﻟﻤﻨﺘﺞ ﻛﺎﻣﻼ ﻣﺮة واﺣﺪة ﻓﻲ ﻧﻬﺎﻳﺔ اﻟﻤﺸﺮوع‬، ،‫اﻹدارة اﻟﺮﺷﻴﻘﺔ ﺗﺮﻛﺰ ﻋﻠﻰ ﺑﻨﺎء اﻟﻤﻨﺘﺞ ﻋﻠﻰ ﻋﺪة ﻣﺮاﺣﻞ وﺑﻔﺘﺮات زﻣﻨﻴﺔ ﻗﺼ ﻴﺮة‬

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§ It works by breaking projects down into little bits of user functionality called user stories, prioritizing them, and then
continuously delivering them in short ( 1-4 ) week cycles called iterations.
‫ ﺛ ﻢ ﺗ ﺴ ﻠ ﻴ ﻤ ﻬ ﺎ ﺑ ﺎ ﺳ ﺘ ﻤ ﺮ ا ر‬، ‫ و ﺗ ﺮ ﺗ ﻴ ﺒ ﻬ ﺎ ﺣ ﺴ ﺐ ا ﻷ و ﻟﻮ ﻳ ﺔ‬، ‫إ ﻧﻪ ﻳ ﻌ ﻤ ﻞ ﻋ ﻦ ﻃ ﺮ ﻳ ﻖ ﺗ ﻘ ﺴ ﻴ ﻢ ا ﻟﻤ ﺸ ﺎ ر ﻳ ﻊ إ ﻟﻰ أ ﺟ ﺰ ا ء ﺻ ﻐ ﻴ ﺮ ة ﺗ ﺴ ﻤ ﻰ ﻗ ﺼ ﺺ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ م‬
. ‫( أﺳﺒﻮع ﺗﺴﻤﻰ اﻟﺘﻜﺮارات‬1-4) ‫ﻓﻲ دورات ﻗﺼ ﻴﺮة‬

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 ‫ﻣ ﺎ ﻫ ﻮ ا ﻻ ﺟ ﺎ ﻳﻞ ؟‬

‫اﻷ ﺟ ﺎ ﻳ ﻞ ﻫ ﻲ ﻣ ﻨ ﻬ ﺠ ﻴ ﺔ ) ﻃ ﺮ ﻳ ﻘ ﺔ ( ﻹ د ار ة اﻟ ﻤ ﺸ ﺎ ر ﻳ ﻊ اﻟ ﺒ ﺮ ﻣ ﺠ ﻴ ﺔ و اﻟ ﻐ ﻴ ﺮ ﺑ ﺮ ﻣ ﺠ ﻴ ﺔ ﺗﺮ ﻛ ﺰ ﻋ ﻠ ﻰ ﺑ ﻨ ﺎ ء اﻟ ﻤ ﻨ ﺘ ﺞ ﻋ ﻠ ﻰ ﻋ ﺪ ة‬
‫ﻣﺮاﺣﻞ وﺑﻔﺘﺮات زﻣﻨﻴﺔ ﻗﺼﻴﺮة‪ ،‬وﺗّﻮﻟﺪ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻨﺘﺠًﺎ ﻣﺘﻤﻴ ًﺰ ﻋﻦ ﺳﺎﺑﻘﻪ ﺑﺨﺼﺎﺋﺺ إﺿﺎﻓﻴﺔ‪ .‬وﻳﻌﺘﺒﺮﻫﺬا‬
‫اﻟﻤﻨﺘﺞ )اﻟﻤﺮﺣﻠﻲ( ﻣﻨﺘﺠًﺎ ﺣﻘﻴﻘﻴًﺎ ﻳﺴﺘﻄﻴﻊ اﻟﺰﺑﻮن )اﻟﻌﻤﻴﻞ( اﻟﺘﻔﺎﻋﻞ ﻣﻌﻪ‪ ،‬واﻟﻐﺎﻳﺔ ﻣﻦ ذﻟﻚ ﺗﻘﺮﻳﺐ اﻟﻤﻨﺘﺞ‬
‫ﻟ ﻠ ﺰ ﺑ ﻮ ن ) اﻟ ﻌ ﻤ ﻴ ﻞ ( ﻟ ﻘ ﻴ ﺎ س ر ﺿ ﺎ ه ﺑ ﻤ ﺮ ا ﺣ ﻞ ﺗ ﻄ ﻮ ر ﻣ ﻨ ﺘ ﺠ ﻪ ‪ ،‬و ﻳ ﺘ ﻢ ﺗ ﻄ ﺒ ﻴ ﻖ اﻷ ﺟ ﺎ ﻳ ﻞ ﺑ ﻄ ﺮ ق ﻋ ﺪ ة ﻣ ﻨ ﻬ ﺎ اﻻ ﺳ ﻜ ﺮ م و ﻛ ﺎ ﻧ ﺒ ﺎ ن ‪.‬‬

‫‪Sayed Mohsen‬‬
‫‪BY: ElSayed Mohsen‬‬
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 Sayed Mohsen
3. Agile Mindset
‫ﻋﻘﻠﻴﻪ اﻷﺳﻠﻮب اﻟﺮﺷﻴﻖ‬

BY: ElSayed Mohsen

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

§ An agile mindset is about creating and responding to change in uncertain environments.

§ These include respect, collaboration, improvement, focus on delivering value, and the ability to adapt to change.
§ Focused on helping team members share information with each other, which makes it much easier for them to

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make important project decisions (rather than just relying on a boss or project manager to make those decisions).

.‫ﺗﺪور اﻟﻌﻘﻠﻴﺔ اﻟﺮﺷﻴﻘﺔ ﺣﻮل ﺧﻠﻖ اﻟﺘﻐﻴﻴﺮ واﻻﺳﺘﺠﺎﺑﺔ ﻟﻪ ﻓﻲ اﻟﺒﻴﺌﺎت اﻟﺘﻰ ﻓﻴﻬﺎ ﻋﺪم ﻳﻘﻴﻦ‬ §

.‫ﺗﺸﻤﻞ اﻻﺣﺘﺮام واﻟﺘﻌﺎون واﻟﺘﺤﺴﻴﻦ واﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺗﻘﺪﻳﻢ اﻟﻘﻴﻤﺔ واﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻜﻴﻒ ﻣﻊ اﻟﺘﻐﻴﻴﺮ‬ §

‫ ﻣﻤﺎ ﻳﺴﻬﻞ ﻋﻠﻴﻬﻢ اﺗﺨﺎذ ﻗﺮارات ﻣﻬﻤﺔ ﺑﺸﺄن‬، ‫اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺴﺎﻋﺪة أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻠﻰ ﻣﺸﺎرﻛﺔ اﻟﻤﻌﻠﻮﻣﺎت ﻣﻊ ﺑﻌﻀﻬﻢ اﻟﺒﻌﺾ‬ §

.(‫اﻟﻤﺸﺮوع )ﺑﺪًﻻ ﻣﻦ اﻻﻋﺘﻤﺎد ﻓﻘﻂ ﻋﻠﻰ ﻣﺪﻳﺮ ﻣﺸﺮوع ﻻﺗﺨﺎذ ﺗﻠﻚ اﻟﻘﺮارات‬

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

‫ﻣ ﻤ ﺎرس ﻣ ﻨ ﻬ ﺠ ﻴ ﺔ‬
‫أن ﺗﻜﻮن رﺷﻴًﻘﺎ‬
‫اﺟ ﺎﻳ ﻞ‬

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

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BEING
AGILE
‫أن ﺗﻜﻮن رﺷﻴًﻘﺎ‬
DOING
AGILE
‫ﻣ ﻤ ﺎرس ﻣ ﻨ ﻬ ﺠ ﻴ ﺔ اﺟ ﺎﻳ ﻞ‬

‫ﻋ ﻘ ﻠﻴ ﻪ‬ ‫ﻗ ﻴﻢ‬ ‫ﻣ ﺒﺎد ى ء‬ ‫ﻣ ﻤ ﺎرﺳ ﺎت‬

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

What does it mean to “BE AGILE”?

Being agile isn’t simply a matter of using a certain Set of tools or practices
or following a specific methodology. ‫ﻣﺎذا ﻳﻌﻨﻲ أن ﺗﻜﻮن "رﺷﻴًﻘﺎ"؟‬
‫أن ﺗﻜﻮن رﺷﻴًﻘﺎ ﻟﻴﺲ ﻣﺠﺮد ﻣﺴﺄﻟﺔ اﺳﺘﺨﺪام ﻣﺠﻤﻮﻋﺔ ﻣﻌﻴﻨﺔ ﻣﻦ‬

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‫اﻷدوات أو اﻟﻤﻤﺎرﺳﺎت أو اﺗﺒﺎع ﻣﻨﻬﺠﻴﺔ ﻣﺤﺪدة‬.

vAgility involves
ü A new mindset ‫ﻋ ﻘ ﻠﻴ ﺔ ﺟ ﺪ ﻳ ﺪ ة‬
ü way of thinking ‫ﻃ ﺮﻳ ﻘ ﺔ ﺗﻔ ﻜ ﻴﺮ‬

ü based on the Agile Manifesto including: : ‫ﺑﻨﺎءا ﻋ ﻠﻰ ﻣ ﻴﺜﺎق اﺟ ﺎﻳ ﻞ‬

ü values and principles ‫ﻗﻴﻢ وﻣﺒﺎدئ اﺟﺎﻳﻞ‬

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 Agile Mindset ‫ﻋ ﻘ ﻠﻴ ﻪ اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴ ﻖ‬

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 Sayed Mohsen
4. Agile Values and
Principles
‫ﻗ ﻴﻢ و ﻣ ﺒﺎ د ئ أﺟ ﺎ ﻳ ﻞ‬

BY: ElSayed Mohsen

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 Values

The famous snow-bird meeting in Feb 2001.

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!"#$%&'()#*%+,-&%./0(+#1%+2

• 3)4#5#46($+&()4&#),%7(8,#-)+

• 9-7:#)"&+-*,;(7%

• <6+,-.%7&8-$$(=-7(,#-)

• >%+/-)4#)"&,-&80()"%

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 ‫اﻟﻘﻴﻢ اﻷ ﺳ ﺎﺳ ﻴﺔ ﻟﻤ ﻨﻬﺠﻴﺔ اﻷ ﺟ ﺎﻳﻞ ‪:‬‬

‫‪ .1‬اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﺘﻔﺎﻋﻞ ﺑﻴﻦ اﻷﻓﺮاد واﻟﻤﻌﻨﻴﻴﻦ أﻛﺜﺮ ﻣﻦ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻌﻤﻠﻴﺎت واﻷدوات‪.‬‬

‫‪ .2‬اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺨﺮﺟﺎت ﻗﺎﺑﻠﺔ ﻟﻠﻌﻤﻞ )ﺑﺮاﻣﺞ‪،‬ﻣﻨﺘﺞ ‪ ..‬اﻟﺦ( أﻛﺜﺮ ﻣﻦ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﺘﻮﺛﻴﻖ اﻟﻤﺮﻛﺰ‪.‬‬

‫‪Sayed Mohsen‬‬
‫‪ .3‬اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﺘﻌﺎون وإﺷﺮاك اﻟﻌﻤﻴﻞ أﻛﺜﺮ ﻣﻦ أن ﺗﺮﻛﺰ ﻋﻠﻰ اﻟﺘﻔﺎوض واﻻﻟﺘﺰام ﺑﺎﻟﻌﻘﻮد‪.‬‬

‫‪ .4‬ﺗﻔﺘﺢ ﺑﺎب اﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﺘﻐﻴﺮات اﻟﺘﻲ ﺗﻄﺮأ أﺛﻨﺎء اﻟﻤﺸﺮوع دون اﻟﺨﻮض ﺑﺘﻌﻘﻴﺪات ﻃﻠﺒﺎت اﻟﺘﻐﻴﻴﺮ ﺣﺘﻰ‬

‫و ﻟ ﻮ ﻛ ﺎ ﻧ ﺖ ﻋ ﻠ ﻰ ﺣ ﺴ ﺎ ب ﺗ ﻌ ﺪ ﻳ ﻞ ﺧ ﻄ ﺔ اﻟ ﻌ ﻤ ﻞ ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 The 12 Principles of AgileManifesto

B*$#('"2.#$&3*(#5.2):$*%($*(.1$#(/2(0*)$,3$%,7$*,$$
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Sayed Mohsen
E(2&5(#$7,#?&3'$),/*7.#($/#(;"(3*2-:$/#,1$$
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AgileManifesto
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/.0($0,35(#).*&,38
BY: ElSayed Mohsen
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 ‫اﻟﻤﺒﺎدئ اﻻﺛﻨﻰ ﻋﺸﺮ ﻟﻤﻨﻬﺠﻴﺔ اﻷﺟﺎﻳﻞ‪:‬‬

‫ا ﻷ و ﻟﻮ ﻳ ﺔ ا ﻟﻘ ﺼ ﻮ ى ﻟﻨ ﺎ ﻫ ﻲ إ ر ﺿ ﺎء ا ﻟﻌ ﻤ ﻴ ﻞ ﻣ ﻦ ﺧ ﻼ ل ا ﻟﺘ ﺴ ﻠ ﻴ ﻢ ا ﻟﻤ ﺒ ﻜ ﺮ و ا ﻟﻤ ﺴ ﺘ ﻤ ﺮ ﻟﻠ ﺒ ﺮ ﻣ ﺠ ﻴ ﺎت ذ ا ت ا ﻟﻘ ﻴ ﻤ ﺔ ‪.‬‬ ‫‪.1‬‬
‫اﻟﺘﺮﺣﻴﺐ ﺑﺘﻐﻴﻴﺮ اﻟﻤﺘﻄﻠﺒﺎت وﻟﻮ ﻓﻲ ﻣﺮاﺣﻞ ﻣﺘﻘﺪﻣﺔ ﻣﻦ اﻟﺘﻄﻮﻳﺮ‪ .‬ﻓﻤﻨﺎﻫﺞ اﻷﺟﺎﻳﻞ ُﺗﺴﺨﺮ اﻟ ّﺘﻐﻴﻴﺮ ﻟﺼ ﺎﻟﺢ اﻟﻤﻴﺰة اﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﻌﻤﻴﻞ‪.‬‬ ‫‪.2‬‬
‫ﺗ ﺴ ﻠ ﻴ ﻢ ﺟ ﺰ ء ﻳ ﻌ ﻤ ﻞ ﻣ ﻦ ا ﻟﻤ ﻨ ﺘ ﺞ ﺑ ﺸ ﻜ ﻞ ﻣ ﺒ ﻜ ﺮ و ﻣ ﺴ ﺘ ﻤ ﺮ ‪.‬‬ ‫‪.3‬‬
‫ﻣ ﻘ ﺪ م ا ﻟﺨ ﺪ ﻣ ﺔ و ﻃ ﺎ ﻟﺐ ا ﻟﺨ ﺪ ﻣ ﺔ ﻳ ﺠ ﺐ ا ن ﻳ ﻌ ﻤ ﻼ ﻣ ﻌ ﺎ ﺑ ﺸ ﻜ ﻞ ﻳ ﻮ ﻣ ﻲ ﺧ ﻼ ل ﻓ ﺘ ﺮ ة ا ﻟﻤ ﺸ ﺮ و ع ‪.‬‬ ‫‪.4‬‬
‫ا ﻻ ﻋ ﺘ ﻤ ﺎد ﻓ ﻲ ﺑ ﻨ ﺎء ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ﻋ ﻠ ﻰ أ ﻓ ﺮ ا د ﻣ ﺘ ﺤ ﻤ ﺴ ﻴ ﻦ ‪ .‬ﻣ ﻊ ﺗ ﻮ ﻓ ﻴ ﺮ ا ﻟﺒ ﻴ ﺌ ﺔ ا ﻟﻤ ﻨ ﺎﺳ ﺒ ﺔ و ا ﻟﺪ ﻋ ﻢ ا ﻟﻼ ز م ‪ ،‬و ﻣ ﻨ ﺤ ﻬ ﻢ ا ﻟﺜ ﻘ ﺔ ﻣ ﻦ أ ﺟ ﻞ إ ﻧﺠ ﺎ ز ا ﻟﻌ ﻤ ﻞ ‪.‬‬ ‫‪.5‬‬

‫‪Sayed Mohsen‬‬
‫أ ﻓ ﻀ ﻞ ﻃ ﺮ ﻳ ﻘ ﺔ ﻟﻠ ﺘ ﻮ ا ﺻ ﻞ ﻫ ﻰ ا ﻟﺘ ﻔ ﺎﻋ ﻞ و ﺟ ﻬ ﺎ ﻟﻮ ﺟ ﻪ ‪.‬‬ ‫‪.6‬‬
‫ﺗ ﺴ ﻠ ﻴ ﻢ ﻧﻈ ﺎ م ﻳ ﻌ ﻤ ﻞ ﻫ ﻮ أ د ا ة ا ﻟﻘ ﻴ ﺎ س ا ﻟﺮ ﺋ ﻴ ﺴ ﻴ ﺔ ﻟﻠ ﻌ ﻤ ﻞ ‪.‬‬ ‫‪.7‬‬
‫‪ .8‬ﻣﻨﺎﻫﺞ اﻷﺟﺎﻳﻞ ﺗﺸﺠﻊ اﻟﺘﻄﻮﻳﺮ اﻟﻤﺴﺘﺪام‪ .‬ﻳﻨﺒﻐﻲ ﻋﻠﻰ اﻟﺮﻋﺎة واﻟﻤﻄﻮرﻳﻦ واﻟﻤﺴﺘﺨﺪﻣﻴﻦ أن ﻳﻜﻮﻧﻮا ﻗﺎدرﻳﻦ ﻋﻠﻰ اﻟﺤﻔﺎظ ﻋﻠﻰ وﺗﻴﺮة ﺛﺎﺑﺘﺔ‬
‫‪ .9‬اﻻﻧﺘﺒﺎه اﻟﻤﺴﺘﻤﺮ ﻟﻠﺘﻤﻴﺰ اﻟﻔﻨﻲ واﻟﺘﺼﻤﻴﻢ اﻟﺠﻴﺪ ﻳﺤﺴﻦ ﻣﻦ اﻟﺮﺷﺎﻗﺔ‪.‬‬
‫‪ .10‬اﻟﺒﺴﺎﻃﺔ— ﻓﻦ ﺗﻘﻠﻴﺺ اﻷﻋﻤﺎل ﻏﻴﺮ اﻟﻀ ﺮورﻳﺔ— أﻣﺮ أﺳﺎﺳﻰ ‪.‬‬
‫‪ .11‬ﻓﺮق اﻟﻌﻤﻞ ﻳﺠﺐ ان ﺗﻜﻮن ذاﺗﻴﺔ اﻟﺘﻨﻈﻴﻢ‪.‬‬
‫‪ .12‬ﻳﺮاﺟﻊ ﻓﺮﻳﻖ اﻟﻌﻤﻞ ﻋﻠﻰ ﻓﺘﺮات ﻣﻨﺘﻈﻤﺔ ﻛﻴﻒ ﻳﺼ ﺒﺢ أﻛﺜﺮ ﻓﺎﻋﻠﻴﺔ‪ ،‬ﺛﻢ ﻳﺪﻗﻖ وﻳﻀ ﺒﻂ ﺳﻠﻮﻛﻪ وﻓﻘﺎ ﻟﺬﻟﻚ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
5. Benefits of Agile
‫ﻣﻨﺎﻓﻊ اﻻدارة اﻟﺮﺷﻴﻘﺔ‬

BY: ElSayed Mohsen

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 Benefits of Agile ‫ﻣ ﻨ ﺎ ﻓ ﻊ اﻻ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬

!"#$%&'(()&*#&+,-"&."*%(/%&+(.&(.0*/,1*#,(/%&#(&'"-".*0"&&*0,'"&
2.*3#,3"%&*/4&#"35/,67"%8

Sayed Mohsen. ‫ﺧ ﻤ ﺴ ﺔ أﺳ ﺒﺎب ﺗﺪ ﻓ ﻊ اﻟﻤ ﺆ ﺳ ﺴ ﺎ ت إﻟ ﻰ اﻻ ﺳ ﺘﻔ ﺎد ة ﻣ ﻦ اﻟﻤ ﻤ ﺎ رﺳ ﺎ ت و اﻟ ﺘ ﻘ ﻨ ﻴﺎ ت اﻟﺮﺷ ﻴﻘ ﺔ‬

BY: ElSayed Mohsen

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 ‫‪Benefits of Agile‬‬ ‫ﻣ ﻨ ﺎ ﻓ ﻊ اﻻ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬

‫‪9,05".&2.(473#,-,#:&*/4&'(;".&3(%#‬‬ ‫إﻧ ﺘﺎﺟ ﻴﺔ أﻋ ﻠﻰ و ﺗﻜ ﻠﻔ ﺔ أﻗ ﻞ‬

‫ﺗﺤ ﺴ ﻴﻦ رﺿ ﺎ اﻟﻤ ﻌ ﻨﻴﻴﻦ‬ ‫‪<=2.(-"4&>#*)"5('4".&>*#,%+*3#,(/‬‬

‫)‪?*2,4&@""4A*3‬‬ ‫ﻓ ﻴ ﺪ ﺑﺎ ك ﺳ ﺮﻳ ﻊ‬

‫‪Sayed Mohsen‬‬
‫اﻟ ﺘ ﻮ ا ﺟ ﺪ اﻟ ﺴ ﺮﻳ ﻊ و اﻟﻤ ﺴ ﺘ ﻤ ﺮ ﻓ ﻲ اﻟ ﺴ ﻮ ق‬ ‫‪@*%#".&B,="&#(&C*.)"#‬‬

‫*‪D'"*.&>"#&(+&E33"2#*/3"&D.,#".,‬‬ ‫ﻣ ﻌ ﺎﻳ ﻴﺮ ﻗ ﺒﻮ ل و اﺿ ﺤ ﺔ‬

‫ﺗﺤ ﺴ ﻴﻦ ﻣ ﺸ ﺎرﻛ ﺔ اﻟﻤ ﻌ ﻨﻴﻴﻦ‬ ‫‪<=2.(-"4&F=2'(:""&F/0*0"="/#‬‬

‫‪BY: ElSayed Mohsen‬‬
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 6. Types of Project life

Sayed Mohsen
cycles
‫أﻧﻮاع دورات ﺣﻴﺎة اﻟﻤﺸﺮوع‬

BY: ElSayed Mohsen

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 Types of Project life cycles

1 Predictive Life Cycle 4 Agile Life Cycle

‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺘ ﻨ ﺒ ﺆ ﻳ ﺔ‬ ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺮ ﺷ ﻴ ﻘ ﺔ‬

Sayed Mohsen
2 Iterative Life Cycle
‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺘ ﻜ ﺮ ار ﻳ ﺔ‬
5 Hybrid Life Cycle
‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﻬ ﺠ ﻴ ﻦ‬

3 Incremental Life Cycle 6 Summary ‫ﻣﻠﺨﺺ‬

‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﻤ ﺘ ﺰ اﻳ ﺪ ة‬

BY: ElSayed Mohsen

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 1-Predictive life cycles
‫د و ر ا ت ا ﻟﺤ ﻴ ﺎ ة ا ﻟﺘ ﻨ ﺒ ﺆ ﻳ ﺔ‬

§ A more traditional approach, with the bulk of planning occurring upfront, then executing in a single pass; a sequential process.

§ Predictive life cycles expect to take advantage of high certainty around firm requirements, a stable team, and low risk.

§ Predictive projects do not typically deliver business value until the end of the project.
§ Example: Construction projects or projects that have many physical assets or have similar projects that have been completed in the past.

Sayed Mohsen
. ‫ ﻳ ﺘ ﻢ ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ ﻟﻠ ﻤ ﺸ ﺮ و ع ﺑ ﺸ ﻜ ﻞ ﻣ ﻔ ﺼ ﻞ ﻣ ﺴ ﺒ ﻘ ﺎ‬، ‫ا ﻟﻨ ﻬ ﺞ ا ﻟﺘ ﻘ ﻠ ﻴ ﺪ ي‬ •
. ‫ و ا ﻟﻤ ﺨ ﺎﻃ ﺮ ا ﻟﻤ ﻨ ﺨ ﻔ ﻀ ﺔ‬، ‫ و ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﻤ ﺴ ﺘ ﻘ ﺮ‬، ‫د و ر ا ت ا ﻟﺤ ﻴ ﺎ ة ا ﻟﺘ ﻨ ﺒ ﺆ ﻳ ﺔ ﺗ ﺘ ﻤ ﺘ ﻊ ﺑ ﺪ ر ﺟ ﺔ ﻳ ﻘ ﻴ ﻦ ﻋ ﺎ ﻟﻴ ﺔ ﺣ ﻮ ل ا ﻟﻤ ﺘ ﻄ ﻠ ﺒ ﺎ ت‬ •
.‫ﻻ ﺗﻘﺪم اﻟﻤﺸﺎرﻳﻊ اﻟﺘﻨﺒﺆﻳﺔ ﻋﺎدًة ﻗﻴﻤﺔ ﺣﺘﻰ ﻧﻬﺎﻳﺔ اﻟﻤﺸﺮوع‬ •

Analysis Design Build Test Deliver

‫ا ﻟﺘ ﺤ ﻠ ﻴ ﻞ‬
‫اﻟﺘﺼﻤﻴﻢ‬
‫ا ﻟﺒ ﻨ ﺎء‬
‫اﻻ ﺧ ﺘ ﺒ ﺎر‬
BY: ElSayed Mohsen
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 2-Iterative Life Cycles ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺘ ﻜ ﺮ ار ﻳ ﺔ‬

§ An approach that allows feedback for unfinished work to improve and modify that work.
§ Projects benefit from iterative life cycles when complexity is high, when the project incurs frequent changes.
§ Iterative life cycles improve the product or result through successive prototypes or proofs of concept.
§ Each new prototype yields new stakeholder feedback and team insights. Then, the team incorporates the
new information by repeating one or more project activities in the next cycle.
§ Iterations help identify and reduce uncertainty in the project.

Sayed Mohsen
§ Iterative life cycles may take longer because they are optimized for learning rather than speed of delivery.
§ Example: Projects where learning and correction is expected to eventually get to the ideal solution.
.‫ﻧﻬﺞ ﻳﻌﺘﻤﺪ ﻋﻠﻰ اﻟﻔﻴﺪﺑﺎك ﻋﻠﻰ اﻟﻌﻤﻞ ﻏﻴﺮ اﻟﻤﻜﺘﻤﻞ ﻟﺘﺤﺴﻴﻦ وﺗﻌﺪﻳﻞ ﻫﺬا اﻟﻌﻤﻞ‬ •
‫ أو ﻋﻨﺪﻣﺎ ﻳﺨﻀﻊ اﻟﻨﻄﺎق ﻟﺘﺒﺎﻳﻦ آراء‬، ‫ أو ﻋﻨﺪﻣﺎ ﻳﺨﻀﻊ اﻟﻤﺸﺮوع ﻟﺘﻐﻴﻴﺮات ﻣﺘﻜﺮرة‬، ‫ﺗﺴﺘﻔﻴﺪ اﻟﻤﺸﺎرﻳﻊ ﻣﻦ دورات اﻟﺤﻴﺎة اﻟﺘﻜﺮارﻳﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮن اﻟﺘﻌﻘﻴﺪ ﻣﺮﺗﻔًﻌﺎ‬ •
.‫أﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ ﺣﻮل اﻟﻤﻨﺘﺞ اﻟﻨﻬﺎﺋﻲ اﻟﻤﻄﻠﻮب‬
.‫ﺗﻌﻤﻞ دورات اﻟﺤﻴﺎة اﻟﺘﻜﺮارﻳﺔ ﻋﻠﻰ ﺗﺤﺴﻴﻦ اﻟﻤﻨﺘﺞ أو اﻟﻨﺘﻴﺠﺔ ﻣﻦ ﺧﻼل اﻟﻨﻤﺎذج اﻷوﻟﻴﺔ اﻟﻤﺘﺘﺎﻟﻴﺔ‬ •
‫ ﻳﻘﻮم اﻟﻔﺮﻳﻖ ﺑﺪﻣﺞ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺠﺪﻳﺪة ﻋﻦ ﻃﺮﻳﻖ ﺗﻜﺮار ﻧﺸﺎط أو أﻛﺜﺮ‬، ‫ ﺑﻌﺪ ذﻟﻚ‬.‫ﻳﻨﺘﺞ ﻋﻦ ﻛﻞ ﻧﻤﻮذج أوﻟﻲ ﺟﺪﻳﺪ ﻣﻼﺣﻈﺎت ﺟﺪﻳﺪة ﻟﻠﻤﻌﻨﻴﻴﻦ ورؤى ﻟﻠﻔﺮﻳﻖ‬ •
.‫ﻣﻦ أﻧﺸﻄﺔ اﻟﻤﺸﺮوع ﻓﻲ اﻟﺪورة اﻟﺘﺎﻟﻴﺔ‬
.‫ﺗﺴﺎﻋﺪ اﻟﺘﻜﺮارات ﻓﻲ ﺗﺤﺪﻳﺪ وﺗﻘﻠﻴﻞ ﻋﺪم اﻟﻴﻘﻴﻦ ﻓﻲ اﻟﻤﺸﺮوع‬ •
.‫ﻗﺪ ﺗﺴﺘﻐﺮق دورات اﻟﺤﻴﺎة اﻟﺘﻜﺮارﻳﺔ وﻗ ًﺘﺎ أﻃﻮل ﻷﻧﻬﺎ ُﻣﺤﱠﺴﻨﺔ ﻟﻠﺘﻌﻠﻢ ﺑﺪًﻻ ﻣﻦ ﺳﺮﻋﺔ اﻟﺘﺴﻠﻴﻢ‬ •
.‫ن ﻳﺼﻞ اﻟﺘﻌﻠﻢ واﻟﺘﺼﺤﻴﺢ ﻓﻴﻬﺎ ﻓﻲ اﻟﻨﻬﺎﻳﺔ إﻟﻰ اﻟﺤﻞ اﻟﻤﺜﺎﻟﻲ‬B‫ﻊ أ‬Y‫ﻮﻗ‬
: ‫ﻟﻤﺘ‬E‫ﻦ ا‬l ‫ﻣ‬S‫ﻲ‬a‫ﻟﺘ‬y‫ﻊ ا‬e‫ﺎرﻳ‬d
‫ﻟﻤﺸ‬M
‫ ا‬o
• hsen
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 2-Iterative Life Cycles ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺘ ﻜ ﺮ ار ﻳ ﺔ‬

Analyze

Sayed Mohsen
Design

BY: ElSayed Mohsen

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 3-Incremental Life Cycles ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﻤ ﺘ ﺰ اﻳ ﺪ ة‬

. ‫ﻧ ﻬ ﺞ ﻳ ﻮ ﻓ ﺮ اﻟﺘﺴ ﻠﻴﻤ ﺎت اﻟﻤ ﻜ ﺘﻤ ﻠﺔ اﻟﺘﻲ ﻗ ﺪ ﻳ ﺘﻤ ﻜ ﻦ اﻟﻌ ﻤ ﻴﻞ ﻣ ﻦ اﺳ ﺘﺨ ﺪ اﻣ ﻬ ﺎ ﻋ ﻠﻰ اﻟﻔ ﻮ ر‬

§ An approach that provides finished deliverables that the customer may be able to use immediately.
§ Projects where speed to deliver small increments is a major goal.
§ Projects where customers or business is wanting or expecting to see outputs or partial outputs
early and often.

Sayed Mohsen
، ‫ ﻻ ﺗ ﺴ ﺘ ﻄ ﻴ ﻊ ا ﻟﻌ ﺪ ﻳ ﺪ ﻣ ﻦ ا ﻟﺸ ﺮ ﻛ ﺎت ا ﻧﺘ ﻈ ﺎ ر ا ﻛ ﺘ ﻤ ﺎل ﻛ ﻞ ﺷ ﻲ ء ؛ ﻓ ﻲ ﻫ ﺬ ه ا ﻟﺤ ﺎﻟﺔ‬. ‫ﺗ ﻌ ﻤ ﻞ ﺑ ﻌ ﺾ ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ﻋ ﻠ ﻰ ﺗ ﺤ ﺴ ﻴ ﻦ ﺳ ﺮ ﻋ ﺔ ا ﻟﺘ ﺴ ﻠ ﻴ ﻢ‬
٫ ‫ﻳ ﺴ ﻤ ﻰ ﻫ ﺬ ا ا ﻟ ﺘ ﺴ ﻠ ﻴ ﻢ ا ﻟ ﻤ ﺘ ﻜ ﺮ ر ﻟ ﻠ ﻤ ﺨ ﺮ ﺟ ﺎ ت ا ﻟ ﺼ ﻐ ﻴ ﺮ ة ﺑ ﺪ و ر ة ا ﻟ ﺤ ﻴ ﺎ ة ا ﻟ ﻤ ﺘ ﺰ ا ﻳ ﺪ ة‬. ‫ﻳ ﻜ ﻮ ن ا ﻟ ﻌ ﻤ ﻼ ء ﻋ ﻠ ﻰ ا ﺳ ﺘ ﻌ ﺪ ا د ﻟ ﺘ ﻠ ﻘ ﻲ ﺟ ﺰ ء ﻣ ﻦ ا ﻟ ﻤ ﻨ ﺘ ﺞ‬

BY: ElSayed Mohsen

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 Sayed Mohsen
BY: ElSayed Mohsen
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 4 - Ag i l e L i f e C y c l e s ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺮ ﺷ ﻴ ﻘ ﺔ‬

§ An approach that is both iterative and incremental to refine work items and deliver frequently.

§ Agile life cycles combine both iterative and incremental approaches in order to adapt to high degrees of change
and deliver project value more often.

§ Agile life cycles are those that fulfill the principles of the Agile Manifesto.

Sayed Mohsen
§ In particular, customer satisfaction increases with early and continuous delivery of valuable products.
§ Example: Software projects or projects based on intellectual property and research.

Iteration Based Agile Flow Based Agile

BY: ElSayed Mohsen
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 ‫‪4-Agile Life Cycles‬‬ ‫د و ر ة اﻟ ﺤ ﻴ ﺎ ة اﻟ ﺮ ﺷ ﻴ ﻘ ﺔ‬

‫• أﺳ ﻠﻮ ب ﺗﻜ ﺮاري و ﺗ ﺪ ر ﻳ ﺠ ﻲ ﻟ ﺘ ﺤ ﺴ ﻴ ﻦ ﻋ ﻨﺎ ﺻ ﺮ اﻟ ﻌ ﻤ ﻞ و ﺗ ﻘ ﺪ ﻳ ﻤ ﻬ ﺎ ﺑﺸ ﻜ ﻞ ﻣ ﺘ ﻜ ﺮر ‪.‬‬
‫• ﺗ ﺠ ﻤ ﻊ د و رات اﻟ ﺤ ﻴ ﺎ ة اﻟﺮﺷ ﻴ ﻘ ﺔ ﺑﻴ ﻦ اﻟ ﻨ ﻬ ﺠ ﻴ ﻦ اﻟ ﺘ ﻜ ﺮاري و اﻟ ﺘ ﺰاﻳ ﺪ ي ﻣ ﻦ أﺟ ﻞ اﻟ ﺘ ﻜ ﻴ ﻒ ﻣ ﻊ د ر ﺟ ﺎ ت ﻋ ﺎ ﻟ ﻴ ﺔ ﻣ ﻦ اﻟ ﺘ ﻐ ﻴ ﻴ ﺮ و ﺗﻘ ﺪ ﻳ ﻢ‬
‫ﻗ ﻴﻤ ﺔ اﻟﻤ ﺸ ﺮو ع‬
‫• دورات اﻟﺤﻴﺎة اﻟﺮﺷﻴﻘﺔ ﻫﻲ ﺗﻠﻚ اﻟﺘﻲ ﺗﻔﻲ ﺑﻤﺒﺎدئ ﺑﻴﺎن اﺟﺎﻳﻞ ‪Agile Manifesto.‬‬

‫‪Sayed Mohsen‬‬
‫• ﻳ ﺰد اد ر ﺿ ﺎ اﻟ ﻌ ﻤ ﻼ ء ﻣ ﻊ اﻟ ﺘ ﺴ ﻠﻴ ﻢ اﻟﻤ ﺒ ﻜ ﺮ و اﻟﻤ ﺴ ﺘ ﻤ ﺮ ﻟﻠﻤ ﻨ ﺘ ﺠ ﺎ ت ذ ات اﻟﻘ ﻴ ﻤ ﺔ ‪.‬‬
‫• اﻟ ﺘ ﺴ ﻠﻴ ﻢ اﻟ ﺘ ﺪ رﻳ ﺠ ﻲ ﻟﻤ ﻨ ﺘ ﺠ ﺎ ت ذ ات ﻗ ﻴﻤ ﺔ و ﻗ ﺎ ﺑﻠﺔ ﻟ ﻼ ﺳ ﺘ ﺨ ﺪ ام ﺗﻌ ﺘﺒﺮ ﻫ ﻲ اﻟﻤ ﻘ ﻴ ﺎ س اﻷ ﺳ ﺎﺳ ﻲ ﻟﻠﺘﻘ ﺪ م ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Sayed Mohsen
BY: ElSayed Mohsen
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 5-hybrid Life Cycles ‫دو رات اﻟﺤﻴﺎة اﻟﻬﺠﻴﻦ‬

§ A combination of predictive and agile.

§ It is not necessary to use a single approach for an entire project. Projects often combine elements of different
life cycles in order to achieve certain goals.
‫ﻓﻐﺎﻟﺒﺎ ﻣﺎ ﺗﺠﻤﻊ اﻟﻤﺸﺎرﻳﻊ ﺑﻴﻦ ﻋﻨﺎﺻﺮ دورات ﺣﻴﺎة ﻣﺨﺘﻠﻔﺔ‬. ‫ﻟﻴﺲ ﻣﻦ اﻟﻀ ﺮوري اﺳﺘﺨﺪام ٔاﺳﻠﻮب واﺣﺪ ﻟﻜﺎﻣﻞ اﻟﻤﺸﺮوع‬

Sayed Mohsen
.‫ وﻳﻌﺪ اﻟﺠﻤﻊ ﺑﻴﻦ اﻷﺳﺎﻟﻴﺐ اﻟﺘﻨﺒٔﻮﻳﺔ واﻟﻤﺘﻜﺮرة واﻟﻤﺘﺰاﻳﺪة واﻟﺮﺷﻴﻘﺔ أﺳﻠﻮﺑﺎ ﻫﺠﻴ ًﻨﺎ‬.‫ﻟﺘﺤﻘﻴﻖ أﻫﺪاف ﻣﺤﺪدة‬

§ Example: Projects with a mix of resources and experience levels or projects seeking or willing to learn new
methods or techniques.
. ‫ﻣ ﺸ ﺎ رﻳ ﻊ ﺑ ﻤ ﺰ ﻳ ﺞ ﻣ ﻦ ا ﻟﻤ ﻮ ا رد و ﻣ ﺴ ﺘ ﻮ ﻳ ﺎ ت ا ﻟﺨ ﺒ ﺮ ة أ و ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ا ﻟﺘ ﻲ ﺗ ﺴ ﻌ ﻰ أ و ﺗ ﺮ ﻏ ﺐ ﻓ ﻲ ﺗ ﻌ ﻠ ﻢ أ ﺳ ﺎﻟﻴ ﺐ أ و ﺗ ﻘ ﻨ ﻴ ﺎت ﺟ ﺪ ﻳ ﺪ ة‬

BY: ElSayed Mohsen

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 The Continuum of Life Cycles

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫ﺗﺴﻠﺴﻞ دورات اﻟﺤﻴﺎة‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Characteristics of project Life Cycles

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫ﺧﺼﺎﺋﺺ دورات ﺣﻴﺎة اﻟﻤﺸﺮوع‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
7. Agile Methodologies,
Frameworks
‫ﻣﻨﻬﺠﻴﺎت اﻹدارة اﻟﺮﺷﻴﻘﺔ‬

BY: ElSayed Mohsen

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 Agile Methodologies, Frameworks ‫ﻣ ﻨ ﻬ ﺠ ﻴ ﺎ ت و اﻃ ﺮ ﻋ ﻤ ﻞ اﻹ د ار ة اﻟﺮﺷ ﻴ ﻘ ﺔ‬

Agile approaches and agile methods are umbrella terms that cover a variety of frameworks .
. ‫ﺗ ﻌ ﺘ ﺒ ﺮ اﻷ ﺳ ﺎ ﻟ ﻴ ﺐ اﻟﺮﺷ ﻴ ﻘ ﺔ ﻣ ﺼ ﻄ ﻠﺤ ﺎ ت ﺷ ﺎ ﻣ ﻠﺔ ﺗ ﻐ ﻄ ﻲ ﻣ ﺠ ﻤ ﻮ ﻋ ﺔ ﻣ ﺘ ﻨ ﻮ ﻋ ﺔ ﻣ ﻦ اﻷ ﻃ ﺮ‬

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫ ﻫ ﻮ ﻣ ﺼ ﻄ ﻠﺢ ﻋﺎم ﻟﻠﻌ ﺪ ﻳﺪ ﻣ ﻦ اﻷ ﺳ ﺎﻟﻴﺐ‬Agile ‫اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴﻖ‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
8. Scrum
‫اﺳﻜﺮم‬

BY: ElSayed Mohsen

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 Sayed Mohsen
Scrum

‫ٕاﺳﻜﺮام‬

BY: ElSayed Mohsen

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 Sayed Mohsen
‫ﻣ ﺼ ﻄ ﻠﺢ “ ﺳ ﻜ ﺮام ” أو “ ﺳ ﻜ ﺮو م ” ﻣ ﺸ ﺘ ﻖ ﻣ ﻦ ﻟ ﻌ ﺒ ﺔ اﻟﺮﺟ ﺒ ﻲ ﺣ ﻴ ﺚ‬
‫ﻳ ﻘ ﻮ ﻣ ﻮ ن ﺑﺘﻤ ﺮﻳ ﺮ اﻟﻜ ﺮة إﻟﻰ اﻟﻔ ﺮﻳ ﻖ أﺛﻨﺎء ﺗﺤ ﺮﻛ ﻪ ﻓ ﻲ اﻟﻤ ﻠﻌ ﺐ ﻛ ﻮ ﺣ ﺪ ة‬
BY: ElSayed Mohsen
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 ‫إﻃ ﺎر ﻋﻤ ﻞ إﺳ ﻜﺮم‬
‫اﺟ ﺘﻤ ﺎﻋﺎت إﺳ ﻜ ﺮم‬

‫ا ﺟ ﺘ ﻤ ﺎع اﻟﺘ ﺨ ﻄ ﻴ ﻂ‬ ‫•‬
‫اﻻ ﺟ ﺘ ﻤ ﺎع اﻟﻴ ﻮ ﻣ ﻲ‬ ‫•‬

‫‪Sayed Mohsen‬‬
‫ا ﺟ ﺘ ﻤ ﺎ ع ا ﻟﻤ ﺮ ا ﺟ ﻌ ﺔ‬ ‫•‬
‫ا ﺟ ﺘ ﻤ ﺎع اﻟﺪ رو س‬ ‫•‬
‫ا ﻟﻤ ﺴ ﺘ ﻔ ﺎد ة‬

‫أدوار إﺳ ﻜﺮم‬ ‫و ﺛﺎﺋ ﻖ إﺳ ﻜﺮم‬

‫ﻣ ﺎ ﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ‬ ‫•‬ ‫ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ‬ ‫•‬

‫ﻣ ﺪ ﻳﺮ إﺳ ﻜ ﺮ م‬ ‫•‬ ‫ﺳﺠﻞ أﻋﻤﺎل اﻟﺘﻜﺮار‬ ‫•‬

‫ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ‬ ‫•‬ ‫اﻟﺰﻳﺎدات ) اﻟﻤﻨﺘﺞ (‬ ‫•‬

‫‪BY: ElSayed Mohsen‬‬

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 Scrum Framework

2*0,3(4&"%5(566'01-
Inputs from
End-Users,
Customers,
Teams and
Other F0#"1$J.)*(#
Stakeholders

Sayed Mohsen
I#,4"0*$,73(# ./"01'(768069
Requirement 1

Requirement 8

Requirement 3

Requirement 5

Requirement 2

./"01'()*&+,#-
!"#$%&'()*&+,#- .&"%5(:#*"$
BY: ElSayed Mohsen
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 Sayed Mohsen
BY: ElSayed Mohsen
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 Scrum Roles ‫أد و ار اﺳ ﻜ ﺮ م‬

Sayed Mohsen
Product owner

‫ﻣ ﺎﻟﻚ اﻟﻤ ﻨﺘﺞ‬

Scrum master
‫ﻣ ﺪ ﻳ ﺮ اﺳ ﻜ ﺮم‬
Development team
‫ﻓ ﺮﻳ ﻖ اﻟﺘﻄ ﻮ ﻳ ﺮ‬

BY: ElSayed Mohsen

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 ‫ﻣ ﺎ ﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ‬

‫ا ﻟﺸ ﺨ ﺺ ا ﻟﻤ ﺴ ﺌ ﻮ ل ﻋ ﻦ ﺗ ﻌ ﻈ ﻴ ﻢ ﻗ ﻴ ﻤ ﺔ ا ﻟﻤ ﻨ ﺘ ﺞ‬ ‫•‬
‫و ا ﻟﻤ ﺴ ﺌ ﻮ ل ﻧﻬ ﺎ ﺋ ﻴ ﺎ ﻋ ﻦ ا ﻟﻤ ﻨ ﺘ ﺞ ا ﻟﻨ ﻬ ﺎ ﺋ ﻲ ا ﻟﺬ ي ﺗ ﻢ ﺗ ﻜ ﻮ ﻳ ﻨ ﻪ ‪.‬‬
‫ﻟﺪ ﻳ ﻪ رؤ ﻳ ﺔ ﻟﻠ ﻤ ﺸ ﺮ و ع‬ ‫•‬

‫‪Sayed Mohsen‬‬
‫ا ﻟﺘ ﺄﻛ ﺪ ﻣ ﻦ ﻗ ﻴ ﻤ ﺔ ا ﻟﻌ ﻤ ﻞ ا ﻟﺬ ي ﻳ ﺆ د ﻳ ﻪ ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ‬ ‫•‬
‫ﻳ ﺠ ﻤ ﻊ ا ﻟﻤ ﺪ ﺧ ﻼ ت ﻣ ﻦ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ ﻣ ﻴ ﻦ ا ﻟﻨ ﻬ ﺎﺋ ﻴ ﻴ ﻦ و ا ﻟﻌ ﻤ ﻼ ء‬ ‫•‬
‫و ا ﻟﻔ ﺮ ﻳ ﻖ و ا ﻟﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬
‫ﻣ ﺴ ﺆ و ل ﻋ ﻦ ﺗ ﺤ ﺪ ﻳ ﺪ أ و ﻟﻮ ﻳ ﺎ ت " ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎل ا ﻟﻤ ﻨ ﺘ ﺞ‬ ‫•‬
‫"‪Backlog‬‬
‫ﻳ ﻀ ﺒ ﻂ ا ﻟﻤ ﻴ ﺰ ا ت و ا ﻷ و ﻟﻮ ﻳ ﺔ ﻓ ﻲ ﻛ ﻞ ﺗ ﻜ ﺮ ا ر ﺣ ﺴ ﺐ ا ﻟﺤ ﺎ ﺟ ﺔ‬ ‫•‬

‫‪BY: ElSayed Mohsen‬‬

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 ‫ﻣﺪﻳﺮ إﺳﻜﺮم‬

‫ﻣ ﺴ ﺆ و ل ﻋ ﻦ ﻋ ﻤ ﻠ ﻴ ﺔ ﺳ ﻜ ﺮ م ‪ ،‬و اﻟﺘ ﺄﻛ ﺪ ﻣ ﻦ اﺳ ﺘ ﺨ ﺪ اﻣ ﻬ ﺎ‬ ‫•‬

‫ﺑﺸ ﻜ ﻞ ﺻ ﺤ ﻴ ﺢ و زﻳﺎد ة ﻓ ﻮ اﺋﺪ ﻫ ﺎ ‪.‬‬

‫‪Sayed Mohsen‬‬
‫ﻳﺴﻬﻞ اﺟﺘﻤﺎﻋﺎت ﺳﻜﺮم اﻟﻴﻮﻣﻴﺔ وﻣﺴﺆوًﻻ ﻋﻦ إزاﻟﺔ‬ ‫•‬
‫أ ي ﻋ ﻮ ا ﺋ ﻖ ﻗ ﺪ ﻃ ﺮ ﺣ ﻬ ﺎ ا ﻟﻔ ﺮ ﻳ ﻖ ﺧ ﻼ ل ﺗ ﻠ ﻚ ا ﻻ ﺟ ﺘ ﻤ ﺎﻋ ﺎت ‪.‬‬

‫ﻫﻮ اﻟﻤﺴﺆول ﻋﻦ اﻟﺘﺄﻛﺪ ﻣﻦ دﻋﻢ ﻋﻤﻠﻴﺔ ٕاﺳﻜﺮام‬ ‫•‬

‫وﻳﻌﻤﻞ ﻋﻠﻰ ﺿﻤﺎن اﻟﺘﺰام ﻓﺮﻳﻖ ٕاﺳﻜﺮام‬
‫ﺑ ﺎ ﻟﻤ ﻤ ﺎ ر ﺳ ﺎ ت و ا ﻟﻘ ﻮ ا ﻋ ﺪ ﻛ ﻤ ﺎ ا ﻧﻪ ﻳ ﺪ ر ب ا ﻟﻔ ﺮ ﻳ ﻖ ﻋ ﻠ ﻰ‬
‫إ ز اﻟﺔ اﻟﻌ ﻘ ﺒ ﺎت ‪.‬‬

‫ﻳﺤﻤﻲ اﻟﻔﺮﻳﻖ ﻣﻦ ﺧﻼل اﻟﺘﺄﻛﺪ ﻣﻦ أﻧﻬﻢ ﻳﻠﺘﺰﻣﻮن ﺑﻤﺎ‬ ‫•‬

‫ﻳﻤﻜﻨﻬﻢ ﺗﺤﻘﻴﻘﻪ ﺧﻼل اﻟﺘﻜﺮار ‪Sprint‬‬

‫‪BY: ElSayed Mohsen‬‬

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 ‫وﻳﺘﻜﻮن ﻣﻦ اﻟﻤﻄﻮر ‪Developer‬‬
‫واﻟﺸﺨﺺ اﻟﺬى ﻳﻘﻮم ﺑﺎﻻﺧﺘﺒﺎر ‪Tester‬‬
‫وﻛﺎﺗﺐ اﻟﻤﺤﺘﻮى ‪Writer‬‬
‫ﻓ ﺮ ﻳ ﻖ اﻟ ﺘ ﻄ ﻮ ﻳﺮ‬ ‫و أى ﺷ ﺨ ﺺ أﺧ ﺮ ﻳ ﺴ ﺎﻫ ﻢ ﻓ ﻰ اﻟﺘﻨﻔ ﻴﺬ ‪.‬‬
‫وﻗﺪ ﻳﺘﻨﺎوب أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﻤﻬﺎم‪ ،‬ﻓﻤﺜًﻼ‬
‫ﻳﻘﻮم اﻟﻤﻄﻮر ﺑﺎﻻﺧﺘﺒﺎر‪ ،‬وﻳﻨﺠﺰ اﻟﻤﺨﺘِﺒﺮ‬

‫‪Sayed Mohsen‬‬
‫ﻣ ﻬ ﻤ ﺔ اﻟﻜ ﺘﺎ ﺑﺔ ‪ ،‬ﻹ ن ﻣ ﻬ ﻤ ﺔ اﻟﻔ ﺮﻳ ﻖ ﻫ ﻮ إﻧ ﻬ ﺎء‬
‫اﻟ ﻌ ﻤ ﻞ ﻓ ﻰ اﻟﻮ ﻗ ﺖ اﻟﻤ ﻄ ﻠﻮ ب و ﺑﺎ ﻟﻄ ﺮﻳ ﻘ ﺔ‬
‫اﻟﺼ ﺤ ﻴﺤ ﺔ ‪.‬‬

‫ﻫﻮ ﻓﺮﻳﻖ ﻣﺘﻌﺪد اﻟﻮﻇﺎٔﻳﻒ وذاﺗﻲ اﻟﺘﻨﻈﻴﻢ‬

‫ﻳﺘﻜﻮن ﻣﻦ ٔاﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻳﻤﻠﻜﻮن ﻛﻞ‬
‫ﻣ ﺎ ﻳ ﺤ ﺘﺎ ﺟ ﻮ ﻧ ﻪ د اﺧ ﻞ اﻟﻔ ﺮﻳ ﻖ ﻟﺘ ﺴ ﻠﻴﻢ اﻟﻤ ﻨﺘ ﺞ‬
‫اﻟﻔﻌﺎل دون اﻻﻋﺘﻤﺎد ﻋﻠﻰ ٓاﺧﺮﻳﻦ ﺧﺎرج‬
‫اﻟﻔ ﺮﻳ ﻖ ‪.‬‬
‫‪BY: ElSayed Mohsen‬‬
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 Scrum Roles

Product Owner Scrum Master Development Team

• 4$&5"-&*6/$(7"%(+E$(&899$&&("7(.(5%"#89+3 • F&(.(&$%<.-+(/$.#$%3 • !"#$%&'()%*+$%&'(,-./0&+'(1$&+$%&'(#$&*2-$%&'(33

Sayed Mohsen
• 4$&5"-&*6/$(7"%(+E$(&9%8;(5%"9$&&3 • 4$&5"-&*6/$(7"%(5%"#89+(:8./*+0'($&+*;.+*"-'(.-#(#$/*<$%03
• J.&(+E$(<*&*"-("7(+E$(5%"L$9+3
• @.9*/*+.+$&(+E$(#.*/0(=9%8;(I$$+*-23 • =$/7("%2.-*>$#(.-#(&$/7(#*%$9+$#3
• A.+E$%(+E$(*-58+&(7%";(98&+";$%3 • G"$&(-"+(#*%$9+(68+($-.6/$& • !%"&&?@8-9+*"-./(1$.;3

• 4$&5"-&*6/$(7"%(5%*"%*+*>*-2(+E$(5%"#89+( • J$/5&(+E$(#$/*<$%0(+$.;(&$/7(2"<$%-(.-#(&$/7("%2.-*>$ • A$-$%./*>*-2(=5$9*./*&+

• @.9*/*+.+"%(.-#(9";;8-*9.+"%3 • B%$5.%$&(=5%*-+(C.9D/"23
6.9D/"23
• !".9E(.-#(;$-+"%(+"(+E$(#$/*<$%0(+$.;3 • C8*/#*-2(+E$(5%"#89+3
• ,99$5+(KE.+(E.&(6$$-(9";5/$+$#3 • A8*#$&(.-#(9".9E$& +E$(+$.;(.-#(%$;"<$&( • F-9%$;$-+./(#$/*<$%0(+$.;3

• ,#L8&+(7$.+8%$&(N(5%*"%*+0($<$%0(*+$%.+*"-( *;5$#*;$-+&3 • =E.%$(5%"2%$&&(+E%"82E(#.*/0(&+.-#85(;$$+*-2&3

• I.D$&(&8%$(.2*/$(5%.9+*9$&(.%$(.55/*$#3 • G$;"-&+%.+$(9";5/$+$#(*-9%$;$-+&3
.&(-$$#$#3
• J$/5&(+E$(5%"#89+("K-$%(;.-.2$(+E$(5%"#89+(6.9D/"23 • 4$28/.%/0(H5#.+$(*-7"%;.+*"-(%.#*.+"%&3
• MK-$%("7(+E$(5%"#89+3 • I.0(6$(9.//$#(.(5%"L$9+((;.-.2$%3 • ,/&"(9.//$#(G$/*<$%0(1$.;3
• MK-$%("7(+E$(&9%8;(5%"9$&&3
• O"*9$("7(+E$(98&+";$%3

BY: ElSayed Mohsen

PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
 ‫أدوار اﺳﻜﺮم‬

‫ﻣ ﺎﻟﻚ اﻟﻤ ﻨﺘﺞ‬ ‫ﻓ ﺮﻳ ﻖ اﻟﺘﻄ ﻮ ﻳ ﺮ‬

‫ﻣ ﺪ ﻳ ﺮ اﺳ ﻜ ﺮم‬

‫ﻣﺴﺆول ﻋﻦ ﻧﺠﺎح اﻟﻤﻨﺘﺞ‬ ‫•‬ ‫ا ﻟ ﻘ ﺎ ﺋ ﺪ ا ﻟ ﺨﺎ د م‬ ‫•‬ ‫اﻟﻤﺒﺮﻣﺠﻮن ‪ ،‬اﻟﻜﺘﺎب ‪ ،‬اﻟﻤﺤﻠﻠﻴﻦ ‪ ،‬اﻟﻤﺨﺘﺒﺮﻳﻦ ‪ ،‬اﻟﻤﺼﻤﻤﻴﻦ ‪.‬‬ ‫•‬
‫ﻣﺴﺆول ﻋﻦ ﻋﻤﻠﻴﺔ اﺳﻜﺮم‬ ‫•‬ ‫ﻣﺴﺆول ﻋﻦ ﺟﻮدة اﻟﻤﻨﺘﺞ واﻟﺘﻘﺪﻳﺮ واﻟﺘﺴﻠﻴﻢ‪.‬‬

‫‪Sayed Mohsen‬‬
‫•‬
‫ﻟﺪﻳﻪ رؤﻳﺔ ﻟﻠﻤﺸﺮوع‬ ‫•‬
‫ﺗﺴﻬﻴﻞ وﺗﻨﻈﻴﻢ اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ‬ ‫•‬ ‫إﻋﺪاد ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ‬ ‫•‬
‫ﺗﺠﻤﻴﻊ اﻟﻤﺘﻄﻠﺒﺎت ﻣﻦ اﻟﻌﻤﻴﻞ‬ ‫•‬ ‫ﻻ ﻳﺴﻴﻄﺮ اﻧﻤﺎ ﻳﻤﻜﻦ اﻟﻔﺮﻳﻖ‬ ‫•‬ ‫ﺑﻨﺎء وﺗﻨﻔﻴﺬ اﻟﻤﻨﺘﺞ‬ ‫•‬
‫ﻣﺴﺎﻋﺪة اﻟﻔﺮﻳﻖ ﻋﻠﻰ ان ﻳﻜﻮن ذاﺗﻲ اﻟﺘﻨﻈﻴﻢ‬ ‫•‬ ‫ﺗﺴﻠﻴﻢ اﻟﻤﻨﺘﺞ‬ ‫•‬
‫ﻣﺴﺆول ﻋﻦ ﺗﺮﺗﻴﺐ أوﻟﻮﻳﺎت ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ‬ ‫•‬
‫ﻣﻴﺴﺮ وﻣﻨﻈﻢ ﻟﻼﺟﺘﻤﺎﻋﺎت‬ ‫•‬ ‫ذاﺗﻲ اﻟﺘﻨﻈﻴﻢ واﻟﺘﻮﺟﻴﻪ‬ ‫•‬
‫ﻗﺒﻮل ﻣﺎ ﺗﻢ ﺗﻨﻔﻴﺬه ﻣﻦ ﻗﺒﻞ اﻟﻔﺮﻳﻖ‬ ‫•‬ ‫ﻣﺪرب وﻣﻮﺟﻪ ﻟﻔﺮﻳﻖ اﻟﺘﻄﻮﻳﺮ‬ ‫•‬ ‫ﻓﺮﻳﻖ ﻣﺘﻌﺪد اﻟﻮﻇﺎﺋﻒ واﻟﻤﻬﺎرات‬ ‫•‬
‫ﺗﻌﺪﻳﻞ او ﺣﺬف او إﺿﺎﻓﺔ او ﺗﺮﺗﻴﺐ ﻗﺼﺺ‬ ‫•‬ ‫ﻳ ﻮﺟﻪ وﻳ ﺪر ب ا ﻟ ﻔﺮﻳ ﻖ وﻳ ﺰ ﻳ ﻞ ا ﻟ ﻌﻮا ﺋ ﻖ‪.‬‬ ‫•‬ ‫ﻟﺪﻳﻬﻢ ﺗﺨﺼﺼﺎت ﻋﻤﻴﻘﺔ‬ ‫•‬
‫ﺗﺄﻛﺪ ﻣﻦ ﺗﻄﺒﻴﻖ اﻟﻤﻤﺎرﺳﺎت اﻟﺮﺷﻴﻘﺔ‪.‬‬ ‫•‬ ‫ﻣﺸﺎرﻛﺔ اﻟﺘﻘﺪم ﻣﻦ ﺧﻼل اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ‪.‬‬ ‫•‬
‫اﻟﻤﺴﺘﺨﺪم‬
‫ﻳﺴﺎﻋﺪ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻓﻲ إدارة ﺳﺠﻞ أﻋﻤﺎل‬ ‫•‬ ‫ﻋﺮض وﺗﺴﻠﻴﻢ اﻟﺰﻳﺎدات اﻟﻤﻜﺘﻤﻠﺔ‪.‬‬ ‫•‬
‫ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ‬ ‫•‬ ‫اﻟﻤﻨﺘﺞ‪.‬‬ ‫ﺗﺤﺪﻳﺚ ﺷﺎﺷﺎت اﻟﻤﻌﻠﻮﻣﺎت ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ودورى‬ ‫•‬

‫ﺻﻮت اﻟﻌﻤﻴﻞ‬ ‫•‬ ‫ﻳﻤﻜﻦ أن ﻳﻄﻠﻖ ﻋﻠﻴﻪ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع‪.‬‬ ‫•‬ ‫ﻳﻤﻜﻦ ان ﻳﻄﻠﻖ ﻋﻠﻴﻪ ﻓﺮﻳﻖ اﻟﺘﺴﻠﻴﻢ‬ ‫•‬
‫ﻣﺎﻟﻚ ﻋﻤﻠﻴﺔ اﺳﻜﺮم‬ ‫•‬

‫‪BY: ElSayed Mohsen‬‬

‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 Project Manager vs Scrum Master vs Product Owner
‫ﻣ ﻘ ﺎ ر ﻧ ﺔ ﺑﻴ ﻦ ﻣ ﺪ ﻳﺮ ا ﻟﻤ ﺸ ﺮ و ع و ﻣ ﺪ ﻳ ﺮ ا ﺳ ﻜ ﺮ م و ﻣ ﺎ ﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Project Manager vs Scrum Master vs Product Owner
‫ﻣ ﻘ ﺎ ر ﻧ ﺔ ﺑﻴ ﻦ ﻣ ﺪ ﻳﺮ ا ﻟﻤ ﺸ ﺮ و ع و ﻣ ﺪ ﻳ ﺮ ا ﺳ ﻜ ﺮ م و ﻣ ﺎ ﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ‬

Sayed Mohsen
When you transit from traditional approach (Waterfall model) to Agile, the responsibilities of a Project
Manager are distributed among the variety of team members. Some responsibilities go to the Program
Manager, some to the Product Owner, some to the Scrum Master and some to the remaining team.
‫ ﻳ ﺘ ﻢ ﺗ ﻮ ز ﻳ ﻊ ﻣ ﺴ ﺆ و ﻟﻴ ﺎ ت ﻣ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع ﺑ ﻴ ﻦ ﻣ ﺠ ﻤ ﻮ ﻋ ﺔ ﻣ ﺘ ﻨ ﻮ ﻋ ﺔ ﻣ ﻦ‬، ‫ﻋ ﻨ ﺪ ﻣ ﺎ ﺗ ﻨ ﺘ ﻘ ﻞ ﻣ ﻦ ا ﻟﻨ ﻬ ﺞ ا ﻟﺘ ﻘ ﻠ ﻴ ﺪ ي ) ﻧﻤ ﻮ ذ ج ا ﻟﺸ ﻼ ل ( إ ﻟﻰ ا ﻷ ﺳ ﻠ ﻮ ب ا ﻟﺮ ﺷ ﻴ ﻖ‬
‫ و ا ﻟﺒ ﻌ ﺾ ا ﻵ ﺧ ﺮ إ ﻟﻰ ﻣ ﺪ ﻳ ﺮ ا ﺳ ﻜ ﺮ م و ا ﻟﺒ ﻌ ﺾ ا ﻵ ﺧ ﺮ‬، ‫ و ﺑ ﻌ ﻀ ﻬ ﺎ إ ﻟﻰ ﻣ ﺎﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ‬، ‫ ﺗ ﺬ ﻫ ﺐ ﺑ ﻌ ﺾ ا ﻟﻤ ﺴ ﺆ و ﻟﻴ ﺎت إ ﻟﻰ ﻣ ﺪ ﻳ ﺮ ا ﻟﺒ ﺮ ﻧﺎﻣ ﺞ‬. ‫أ ﻋ ﻀ ﺎ ء ا ﻟﻔ ﺮ ﻳ ﻖ‬
. ‫إ ﻟﻰ ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﻤ ﺘ ﺒ ﻘ ﻲ‬

BY: ElSayed Mohsen

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 Role of Project Manager ( in waterfall ) ‫دور ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻓﻲ اﻟﻨﻤﻮذج اﻟﺸﻼﻟﻰ‬
The traditional Project Manager is a leader, a decision maker, a planner who manages the project and his team and is
the person accountable to the business for accomplishing the project objectives. Project manager’s role is to manage
the projects and ensure that the project meets the requirements.
‫ﻣ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع ا ﻟﺘ ﻘ ﻠ ﻴ ﺪ ي ﻫ ﻮ ﻗ ﺎﺋ ﺪ و ﺻ ﺎ ﻧﻊ ﻗ ﺮ ا ر و ﻣ ﺨ ﻄ ﻂ ﻳ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع و ﻓ ﺮ ﻳ ﻘ ﻪ و ﻫ ﻮ ا ﻟﺸ ﺨ ﺺ ا ﻟﻤ ﺴ ﺆ و ل أ ﻣ ﺎ م ا ﻟﺸ ﺮ ﻛ ﺔ ﻋ ﻦ ﺗ ﺤ ﻘ ﻴ ﻖ أ ﻫ ﺪ ا ف‬
. ‫ د و ر ﻣ ﺪ ﻳ ﺮ ا ﻟﻤ ﺸ ﺮ و ع ﻫ ﻮ إ د ا ر ة ا ﻟﻤ ﺸ ﺮ و ع و ا ﻟﺘ ﺄﻛ ﺪ ﻣ ﻦ أ ن ا ﻟﻤ ﺸ ﺮ و ع ﻳ ﻠ ﺒ ﻲ ا ﻟﻤ ﺘ ﻄ ﻠ ﺒ ﺎت‬. ‫ا ﻟﻤ ﺸ ﺮ و ع‬

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫د و ر ﻣ ﺪ ﻳ ﺮ اﻟ ﻤ ﺸ ﺮ و ع ﻓ ﻲ اﻻ ﺳ ﻠ ﻮ ب اﻟ ﺮ ﺷ ﻴ ﻖ‬
Role of Project Manager ( in Agile )

v When working on an agile project, project managers shift from being the center to serving the team.
v In an agile environment, project managers are servant leaders, changing their emphasis to coaching
people who want help, fostering greater collaboration on the team, and aligning stakeholder needs.

Sayed Mohsen
v As a servant leader, project managers encourage the distribution of responsibility to the team: to
those people who have the knowledge to get work done.

The value of project managers is not in their position, but in their ability to make everyone else better.

. ‫ ﻳ ﺘ ﺤ ﻮ ل ﻣ ﺪ ﻳ ﺮو اﻟﻤ ﺸ ﺎ رﻳ ﻊ ﻣ ﻦ اﻟﻤ ﺮﻛ ﺰ إﻟ ﻰ ﺧ ﺪ ﻣ ﺔ اﻟﻔ ﺮﻳ ﻖ‬، ‫• ﻋ ﻨﺪ اﻟ ﻌ ﻤ ﻞ ﻓ ﻲ ﻣ ﺸ ﺮو ع رﺷ ﻴ ﻖ‬

‫ و ﻳ ﻐ ﻴﺮو ن ﺗﺮﻛ ﻴﺰﻫ ﻢ إﻟ ﻰ ﺗ ﺪ ر ﻳ ﺐ اﻷ ﺷ ﺨ ﺎ ص اﻟﺬ ﻳ ﻦ ﻳ ﺮﻳ ﺪ و ن‬، ‫ ﻳ ﻜ ﻮ ن ﻣ ﺪ ﻳ ﺮو اﻟﻤ ﺸ ﺎ رﻳ ﻊ ﻗ ﺎ د ة ﺧ ﺎ د ﻣ ﻴ ﻦ‬، ‫• ﻓ ﻲ ﺑﻴ ﺌ ﺔ اﻟ ﻌ ﻤ ﻞ اﻟﺮﺷ ﻴﻘ ﺔ‬
. ‫ و ﻣ ﻮ اءﻣ ﺔ اﺣ ﺘ ﻴﺎ ﺟ ﺎت اﻟﻤ ﻌ ﻨ ﻴ ﻴ ﻦ‬، ‫ و ﺗﻌ ﺰﻳ ﺰ ﺗ ﻌ ﺎ و ن أﻛ ﺒ ﺮ ﻓ ﻲ اﻟﻔ ﺮﻳ ﻖ‬، ‫اﻟﻤ ﺴ ﺎ ﻋ ﺪ ة‬
. ‫ ﻋ ﻠﻰ اﻷ ﺷ ﺨ ﺎ ص اﻟﺬ ﻳ ﻦ ﻟﺪ ﻳ ﻬ ﻢ اﻟﻤ ﻌ ﺮﻓ ﺔ ﻹ ﻧ ﺠ ﺎ ز اﻟ ﻌ ﻤ ﻞ‬: ‫ ﻳ ﺸ ﺠ ﻊ ﻣ ﺪ ﻳ ﺮو اﻟﻤ ﺸ ﺎ رﻳ ﻊ ﻋ ﻠﻰ ﺗﻮ ز ﻳ ﻊ اﻟﻤ ﺴ ﺆ و ﻟ ﻴ ﺔ ﻋ ﻠﻰ اﻟﻔ ﺮﻳ ﻖ‬، ‫• ﻛ ﻘ ﺎ ﺋ ﺪ ﺧ ﺎ د م‬
BY: ElSayed Mohsen
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 Artifacts ‫و ﺛﺎ ﺋﻖ اﺳ ﻜ ﺮ م‬

Sayed Mohsen
‫ﺳ ﺠ ﻞ أﻋ ﻤ ﺎل اﻟﻤ ﻨﺘﺞ‬ ‫ﺳ ﺠ ﻞ أﻋ ﻤ ﺎ ل اﻟ ﺘ ﻜ ﺮار‬
( ‫اﻟﺰﻳﺎدات ) اﻟﻤﻨﺘﺞ‬

BY: ElSayed Mohsen

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 ‫‪Product Backlog‬‬ ‫ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎ ل ا ﻟﻤ ﻨ ﺘ ﺞ‬

‫•‬ ‫&‪<%&*&',%#&(+&+"*#7."%G&(.&;(.)&."67,."="/#%‬‬
‫• ﻫ ﻰ ﻗ ﺎ ﺋﻤ ﺔ اﻟﻤ ﺘﻄ ﻠﺒﺎت اﻟﺘ ﻲ ﺗﻢ ﺗﺠ ﻤ ﻴ ﻌ ﻬ ﺎ ﻣ ﻦ‬
‫&‪/""4"4&#(&A7,'4&*&2.(473#8‬‬
‫اﻟﻌ ﻤ ﻴﻞ و اﻟﺘﻰ ﻳ ﻘ ﻮ م ﻣ ﺎﻟﻚ اﻟﻤ ﻨ ﺘ ﺞ ﺑﻜ ﺘﺎ ﺑﺘﻬ ﺎ‪،‬‬
‫•‬ ‫&")‪<#$%&3(=2,'"4&+.(=&,/27#&%(7.3"%&',‬‬
‫و ﺗﺘﻀ ﻤ ﻦ اﻟﻤ ﻴﺰات اﻟ ﺘ ﻰ ﻟﻬ ﺎ اﻷ و ﻟﻮ ﻳ ﺔ ﻓ ﻰ‬
‫&‪37%#(=".8‬‬
‫اﻟﺘﻨﻔ ﻴﺬ ‪،‬‬

‫‪Sayed Mohsen‬‬
‫•‬ ‫&‪B5"&2.(473#&A*3)'(0&,%&*&H',-"I&*.#,+*3#&,/‬‬
‫• ﺳ ﺠ ﻞ أﻋ ﻤ ﺎل اﻟﻤ ﻨﺘﺞ ﻫ ﻮ ﺳ ﺠ ﻞ ﺣ ﻰ اى ﺑﻴ ﺘﻢ‬
‫&;"‪#5*#&,#&,%&724*#"4&(/J4"=*/4&*%&/‬‬
‫ﺗ ﺤ ﺪ ﻳ ﺜ ﻪ ﺑﺎ ﺳ ﺘ ﻤ ﺮار ا ذ ا ﺗ ﻮ ﻓ ﺮت ﻣ ﻌ ﻠﻮ ﻣ ﺎ ت ﺟ ﺪ ﻳ ﺪ ة ‪.‬‬
‫‪,/+(.=*#,(/&,%&*-*,'*A'"8‬‬
‫• ﻣ ﺎ ﻟﻚ اﻟﻤ ﻨ ﺘ ﺞ ﻫ ﻮ ﻣ ﻦ ﻳ ﻘ ﻮ م ﺑﺘﺮﺗ ﻴ ﺐ اﻻ و ﻟﻮ ﻳ ﺎ ت‬
‫•‬ ‫‪K.,(.,#,1"4&A:&#5"&2.(473#&(;/".8‬‬
‫ﻳ ﺘ ﻢ إﻋ ﺎ د ة ﺗﺮﺗ ﻴ ﺐ اﻟ ﻌ ﻨ ﺎ ﺻ ﺮ اﻟﻤ ﻮ ﺟ ﻮ د ة ﻓ ﻲ ﺳ ﺠ ﻞ‬ ‫•‬
‫•‬ ‫‪<#"=%&,/&#5"&2.(473#&A*3)'(0&,%&."J‬‬
‫أﻋﻤﺎل اﻟﻤﻨﺘﺞ ﻓﻲ ﺑﺪاﻳﺔ ﻛﻞ ﺗﻜﺮار ‪Sprint‬‬
‫&‪2.,(.,#,1"4&*#&#5"&%#*.#&(+&"*35&%2.,/#8‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Sayed Mohsen
BY: ElSayed Mohsen
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 ‫‪Sprint Backlog‬‬ ‫ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎ ل ا ﻟﺘ ﻜ ﺮ ا ر‬

‫•‬ ‫&‪B5"&%2.,/#&A*3)'(0&3(/#*,/%&,#"=%&#(&A"&3(=2'"#"4‬‬
‫‪47.,/0&#5"&37.."/#&%2.,/#8‬‬
‫•‬ ‫‪B5,%&',%#&,%&4"#".=,/"4&,/&#5"&%2.,/#&2'*//,/0&=""#,/08‬‬
‫•‬ ‫‪K7''"4&+.(=&2.(473#&A*3)'(08‬‬ ‫ﺳ ﺠ ﻞ أﻋ ﻤ ﺎ ل اﻟ ﺘ ﻜ ﺮار‬
‫•‬ ‫‪<#"=%&*."&A.()"/&,/#(&#*%)%8‬‬

‫‪Sayed Mohsen‬‬
‫ﺳ ﺠ ﻞ أﻋ ﻤ ﺎل اﻟﻤ ﻨﺘﺞ‬

‫ﻋﺒﺎرة ﻋﻦ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﻬﺎم او ﺑﻨﻮد اﻟﻌﻤﻞ اﻟﺘﻲ ﻳﺤﺪدﻫﺎ ﻓﺮﻳﻖ اﺳﻜﺮم واﻟﺘﻲ ﻳﺠﺐ اﻻﻧﺘﻬﺎء ﻣﻨﻬﺎ اﺛﻨﺎء ﻓﺘﺮة اﻟﺘﻜﺮار ‪Sprint‬‬ ‫•‬

‫ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﻫﺬه اﻟﻘﺎﺋﻤﺔ ﻓﻲ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار ‪Sprint Planning Meeting .‬‬ ‫•‬

‫ﻳﺘﻢ ﺳﺤﺐ اﻻﻋﻤﺎل ﻣﻦ ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ اﻟﻰ ﺳﺠﻞ أﻋﻤﺎل اﻟﺘﻜﺮار‬ ‫•‬

‫اﻟﻔﺮﻳﻖ ﻣﻨﻈﻢ ذاﺗًﻴﺎ ‪ -‬ﻳﻘﻮم أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﺘﺤﺪﻳﺪ اﻟﻤﻬﺎم ﺣﺴﺐ ﺳﺮﻋﺘﻪ ‪،‬وﻻ ﻳﺘﻢ ﺗﻌﻴﻴﻦ اﻟﻤﻬﺎم‪ .‬ﻣﻦ ﻗﺒﻞ اى ﺷﺨﺺ اﺧﺮ‬ ‫•‬

‫‪BY: ElSayed Mohsen‬‬

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 Product Backlog VS Sprint Backlog

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫‪Sayed Mohsen‬‬
‫اﻟﻔﺮق ﺑﻴﻦ ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ وﺳﺠﻞ أﻋﻤﺎل اﻟﺘﻜﺮار‬

‫ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ‬ ‫ﺳﺠﻞ أﻋﻤﺎل اﻟﺘﻜﺮار‬

‫اﻟﻤﺎﻟﻚ‬ ‫ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ‬ ‫ﻓﺮﻳﻖ اﻟﺘﻄﻮﻳﺮ‬

‫ا ﻟ ﺘ ﺮﻛ ﻴ ﺰ‬ ‫ﻛﻞ اﻻﻋﻤﺎل ﻟﺘﺴﻠﻴﻢ‬ ‫ﻛﻞ اﻻﻋﻤﺎل ﻹﻧﻬﺎء‬

‫اﻟﻤﻨﺘﺞ اﻟﻨﻬﺎﺋﻲ‬ ‫اﻟﺘﻜﺮار ﻓﻘﻂ‬

‫ﻣﺘﻰ ﻳﺘﻢ اﻻﻧﺸﺎء‬ ‫ﻓﻲ ﺑﺪاﻳﺔ اﻟﻤﺸﺮوع‬ ‫ﻓﻲ ﺑﺪاﻳﺔ ﻛﻞ ﺗﻜﺮار‬

‫ﻳﺠﺘﻤﻊ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻣﻊ اﻟﻌﻤﻴﻞ‬ ‫ﻓﺮﻳﻖ اﻟﺘﻄ ﻮﻳﺮ اﺛﻨﺎء اﺟﺘﻤﺎع اﻟﺘﺨﻄ ﻴﻂ‬
‫ﻟﺠﻤﻊ ﻣﺘﻄﻠﺒﺎﺗﻪ وﻛﺘﺎﺑﺘﻬﺎ ﻓﻲ‬ ‫ﻳﻘ ﻮم ﺑﺴﺤﺐ اﻻﻋﻤﺎل ﻣﻦ ﺳ ﺠ ﻞ‬
‫ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ وﻳﺘﻐﻴﺮ‬ ‫أﻋﻤﺎل اﻟﻤﻨﺘﺞ و و ﺿ ﻌﻬﺎ ﻓﻲ ﺳ ﺠﻞ‬
‫ﻛﻴﻒ ﻳﺘﻢ اﻻﻧﺸﺎء‬ ‫اﻋﻤﺎل اﻟﺘﻜﺮار و ﺗﻘ ﺪ ﻳﺮﻫ ﺎ‬
‫ﺑﺎﺳﺘﻤﺮار ﻋﻨﺪ وﺟﻮد أي ﺗﻐﻴﻴﺮات‬

‫‪BY: ElSayed Mohsen‬‬

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 ‫‪Artifacts‬‬

‫‪3%2/$4$%#‬‬
‫•‬ ‫&‪B5"&</3."="/#&,%&#5"&%7=&(+&*''&#5"&K.(473#&L*3)'(0&,#"=%‬‬
‫‪3(=2'"#"4&47.,/0&*&>2.,/#&*/4&*''&2."-,(7%&>2.,/#%8‬‬

‫‪Sayed Mohsen‬‬
‫•‬ ‫‪E#&#5"&"/4&(+&*&>2.,/#G&#5"&/";&</3."="/#&=7%#&A"&HM(/"GI‬‬
‫•‬ ‫‪<#&=7%#&A"&,/&7%"*A'"&3(/4,#,(/&NK(#"/#,*'':&%5,22*A'"&2.(473#O‬‬
‫)(('&‪!"#$%#‬‬
‫‪*+&,,'-($.‬‬ ‫اﻟﺰﻳﺎدة ﻫﻲ ﻣﺠﻤﻮع ﻛﻞ ﻋﻨﺎﺻﺮ ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ اﻟﻤﻜﺘﻤﻠﺔ أﺛﻨﺎء اﻟﺘﻜﺮار‪.‬‬ ‫§‬

‫‪!/"012#.‬‬ ‫ﻓﻲ ﻧﻬﺎﻳﺔ اﻟﺘﻜﺮار ‪،‬ﻳﺠﺐ أن ﺗﻜﻮن اﻟﺰﻳﺎدة اﻟﺠﺪﻳﺪة "ﺗﻢ‪"،‬‬ ‫§‬
‫ﻳﺠﺐ أن ﻳﻜﻮن ﻓﻲ ﺣﺎﻟﺔ ﺻﺎﻟﺤﺔ ﻟﻼﺳﺘﺨﺪام )ﻣﻨﺘﺞ ﻗﺎﺑﻞ ﻻﺳﺘﺨﺪام (‬ ‫§‬
‫‪3‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Scrum Ceremonies ‫ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﺳ ﻜ ﺮم‬

Events Or Ceremonies

‫ اﺟ ﺘﻤ ﺎﻋ ﺎت‬٤

Sayed Mohsen
‫• اﺟ ﺘﻤ ﺎع اﻟﺘﺨ ﻄ ﻴ ﻂ ﻟﻠﺘﻜ ﺮار‬

‫• اﺟ ﺘﻤ ﺎع اﻟﻮ ﻗ ﻮ ف اﻟﻴﻮ ﻣ ﻲ‬

‫• اﺟ ﺘﻤ ﺎع اﻟﻤ ﺮاﺟ ﻌ ﺔ‬

‫• اﺟ ﺘﻤ ﺎع اﻟﺪ رو س اﻟﻤ ﺴ ﺘﻔ ﺎد ة‬

BY: ElSayed Mohsen

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 ‫ ( أ ﺳ ﺎ ﺑ ﻴ ﻊ‬٤ -١ ) ‫ا ﻟ ﺘ ﻜ ﺮ ا ر‬

‫اﺛﻨ ﺎ ء اﻟ ﺘ ﻜ ﺮ ار‬
‫ﻻ ﺗ ﻐ ﻴ ﻴ ﺮ ﻓ ﻲ ﻧﻄ ﺎق ا ﻟﻌ ﻤ ﻞ‬
‫ﻻ ﺗ ﻐ ﻴ ﻴ ﺮ ﻓ ﻲ ا ﻟﻔ ﺮ ﻳ ﻖ‬
‫ﻟﻠ ﺤ ﻔ ﺎظ ﻋ ﻠ ﻰ ﻫ ﺪ ف ا ﻟﺘ ﻜ ﺮ ا ر‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
BY: ElSayed Mohsen
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 ‫اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار‬
‫‪Sprint Planning Meeting‬‬
‫ﻣ ﺪ ة ا ﺟ ﺘ ﻤ ﺎع ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ ‪ ٨‬ﺳ ﺎ ﻋ ﺎ ت ﻓ ﻲ ﺣ ﺎ ﻟﺔ ﻛ ﺎ ن ا ﻟﺘ ﻜ ﺮ ا ر ‪ ٤‬أ ﺳ ﺎ ﺑ ﻴ ﻊ ‪ ،‬و ﻣ ﺪ ﺗ ﻪ ‪ ٤‬ﺳ ﺎ ﻋ ﺎ ت ﻟﻮ‬ ‫•‬
‫ﻛ ﺎن ﻓ ﺘ ﺮ ة اﻟﺘ ﻜ ﺮ ا ر أﺳ ﺒ ﻮ ﻋ ﻴ ﻦ ﻓ ﻘ ﻂ ‪.‬‬

‫‪Sayed Mohsen‬‬
‫ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ ﻳ ﺮ ﻛ ﺰ ﻓ ﻲ ا ﺟ ﺘ ﻤ ﺎع ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ ﻋ ﻠ ﻰ ﻣ ﺎ ا ﻟﺬ ي ﺳ ﻮ ف ﻳ ﺘ ﻢ ﺗ ﻨ ﻔ ﻴ ﺬ ه ا ﺛ ﻨ ﺎء‬ ‫•‬
‫ا ﻟﺘ ﻜ ﺮ ا ر و ﻛ ﻴ ﻒ ﺳ ﻴ ﺘ ﻢ ﺗ ﻨ ﻔ ﻴ ﺬ ه ‪.‬‬

‫ﻳ ﺘ ﻢ ﺗ ﺤ ﺪ ﻳ ﺪ ﻣ ﻌ ﺎﻳ ﻴ ﺮ ا ﻟﻘ ﺒ ﻮ ل ‪.‬‬ ‫•‬
‫ﺑ ﻴ ﺘ ﻢ ﻣ ﻨ ﺎﻗ ﺸ ﺔ أ ﻫ ﺪ ا ف ا ﻟﺘ ﻜ ﺮ ا ر و ﻣ ﺎ ﻫ ﻲ ا ﻟﻘ ﻴ ﻤ ﺔ ا ﻟﻤ ﺘ ﻮ ﻗ ﻌ ﺔ ﻣ ﻦ ا ﻟﺘ ﻜ ﺮ ا ر‪.‬‬ ‫•‬
‫ﻳ ﻨ ﺎﻗ ﺶ ا ﻟﻔ ﺮ ﻳ ﻖ ﻣ ﻊ ﻣ ﺎﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ ﻣ ﺎ ﻫ ﻲ ا ﻟﻤ ﻬ ﺎم ا ﻟﺘ ﻲ ﺳ ﻮ ف ﻳ ﺘ ﻢ ﺳ ﺤ ﺒ ﻬ ﺎ ﻣ ﻦ ﺳ ﺠ ﻞ‬ ‫•‬
‫ا ﻋ ﻤ ﺎل ا ﻟﻤ ﻨ ﺘ ﺞ ا ﻟﻰ ﺳ ﺠ ﻞ ا ﻋ ﻤ ﺎل ا ﻟﺘ ﻜ ﺮ ا ر و ا ﻟﺘ ﻲ ﺳ ﻮ ف ﻳ ﺘ ﻢ ﺗ ﻨ ﻔ ﻴ ﺬ ﻫ ﺎ ا ﺛ ﻨ ﺎء ا ﻟﺘ ﻜ ﺮ ا ر‪.‬‬

‫ﻳ ﻘ ﻮ م ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ ﺑ ﻌ ﻤ ﻞ ﺗ ﻘ ﺪ ﻳ ﺮ ﻟﻠ ﻤ ﻬ ﺎ م ا ﻟﺘ ﻲ ﺳ ﻮ ف ﻳ ﺘ ﻢ ﺗ ﻨ ﻔ ﻴ ﺬ ﻫ ﺎ ﺣ ﺴ ﺐ ﺳ ﺮ ﻋ ﺘ ﻪ‬ ‫•‬
‫‪BY: ElSayed Mohsen‬‬
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 Sayed Mohsen
BY: ElSayed Mohsen
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 § This is a 15-minute time-boxed meeting.
§ The daily scrum is held every day at the same time and location.
§ The daily scrum is for the development team only.

Sayed Mohsen
§ All Attendees should stand- Standup!
§ Not for problem solving.
§ During the meeting, each team member answers three Questions:

BY: ElSayed Mohsen

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 ‫اﺟﺘﻤﺎع اﻟﻮﻗﻮف اﻟﻴﻮﻣﻲ‬
‫‪Daily Standup‬‬
‫• اﺟﺘﻤﺎع ﻣﺪﺗﻪ ‪ 15‬دﻗﻴﻘﺔ ﻓﻘﻂ وﻻ ﻳﺰﻳﺪ ﻟﻠﺤﻔﺎظ ﻋﻠﻰ ﻫﺪف اﻻﺟﺘﻤﺎع‬
‫• ﻳ ﻘ ﺎم اﻻ ﺟ ﺘﻤ ﺎع اﻟﻴﻮ ﻣ ﻲ ﻛ ﻞ ﻳ ﻮ م ﻓ ﻲ ﻧ ﻔ ﺲ اﻟﻮ ﻗ ﺖ و اﻟﻤ ﻜ ﺎن ‪.‬‬
‫• اﻻ ﺟ ﺘﻤ ﺎع اﻟ ﻴ ﻮ ﻣ ﻲ ﻟﻔ ﺮﻳ ﻖ اﻟ ﺘ ﻄ ﻮ ﻳ ﺮ ﻓ ﻘ ﻂ ‪.‬‬

‫‪Sayed Mohsen‬‬
‫• ﻳ ﺠ ﺐ ﻋ ﻠﻰ ﺟ ﻤ ﻴ ﻊ اﻟ ﺤ ﺎ ﺿ ﺮﻳ ﻦ اﻟﻮ ﻗ ﻮ ف ‪.‬‬
‫• اﻻ ﺟ ﺘﻤ ﺎع ﻟﻌ ﺮض اﻟﻤ ﺸ ﺎﻛ ﻞ و ﻟﻴﺲ ﻟﺤ ﻞ اﻟﻤ ﺸ ﺎﻛ ﻞ ‪.‬‬
‫• اﺳﻜﺮم ﻣﺴﺘﺮ ﻳﻘﻮم ﺑﺘﻨﻈﻴﻢ وﺗﻴﺴﻴﺮ اﻻﺟﺘﻤﺎع ‪Facilitate meeting‬‬
‫• أي ﻧ ﻘ ﺎ ش ﺧ ﺎ ر ج اﻫ ﺪ اف اﻻ ﺟ ﺘ ﻤ ﺎ ع ﻳ ﻄ ﻠﺐ اﺳ ﻜ ﺮم ﻣ ﺴ ﺘ ﺮ ﻣ ﻨ ﺎ ﻗ ﺸ ﺘ ﻬ ﺎ ﺑﻌ ﺪ اﻻ ﺟ ﺘ ﻤ ﺎ ع‬

‫‪ v‬ﺧ ﻼ ل اﻻ ﺟ ﺘﻤ ﺎع ‪ ،‬ﻳﺠﻴ ﺐ ﻛ ﻞ ﻋﻀ ﻮ ﻓ ﻲ اﻟﻔﺮﻳﻖ ﻋﻠﻰ ﺛﻼ ﺛﺔ أﺳ ﺌﻠﺔ ‪:‬‬

‫‪ .1‬ﻣﺎذا أﻧﺠﺰت ﻳﻮم أﻣﺲ ؟‬
‫‪ .2‬ﻣﺎذا ﺳﺄﻧﺠﺰ اﻟﻴﻮم ؟‬
‫‪ .3B Y : E l S a y e d M o h s e n‬ﻫﻞ ﻫﻨﺎك اى ﻋﻘﺒﺎت ؟‬
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 Sayed Mohsen
BY: ElSayed Mohsen
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 • Hosted at the end of every sprint.
• Team presents what it accomplished during the sprint

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• Attendees will be the development team, the product owner,
scrum master, and sometimes other project stakeholders

• Development team will demo the work created in the increment

• The group will decide if “Done” has been achieved
• Incomplete user stories, Move these user stories back to the
product backlog for reprioritization. BY: ElSayed Mohsen
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 ‫اﺟﺘﻤﺎع اﻟﻤﺮاﺟﻌﺔ واﻟﺘﺴﻠﻴﻢ‬

‫ﻣ ﺪ ة اﺟ ﺘﻤ ﺎع اﻟﻤ ﺮاﺟ ﻌ ﺔ ‪ ٤‬ﺳ ﺎﻋ ﺎت ﻓ ﻲ ﺣ ﺎﻟﺔ ﻛﺎ ن اﻟﺘﻜ ﺮار ‪ ٤‬أﺳ ﺎ ﺑﻴﻊ ‪ ،‬و ﻣ ﺪ ﺗﻪ ﺳ ﺎﻋ ﺘﻴﻦ ﻟﻮ ﻛﺎن‬ ‫•‬
‫ﻓ ﺘﺮة اﻟﺘﻜ ﺮار أﺳ ﺒ ﻮ ﻋ ﻴﻦ ﻓ ﻘ ﻂ ‪.‬‬

‫‪Sayed Mohsen‬‬
‫ﺑﻴﺘﻢ ﻧﻬﺎﻳﺔ ﻛﻞ ﺗﻜﺮار ‪Sprint‬‬ ‫•‬
‫ﻳ ﻘ ﺪ م اﻟﻔ ﺮﻳ ﻖ ﻣ ﺎ أﻧ ﺠ ﺰه ﺧ ﻼ ل اﻟ ﺘ ﻜ ﺮار‬ ‫•‬
‫اﻟﺤﺎﺿﺮون ﻫﻢ ﻓﺮﻳﻖ اﻟﺘﻄﻮﻳﺮ ‪ ،‬وﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ‪ ،‬ﺳﻜﺮم ﻣﺴﺘﺮ ‪ ،‬وأﺣﻴﺎ ًﻧﺎ اﻟﻤﻌﻨﻴﻴﻦ اﻵﺧﺮﻳﻦ‬ ‫•‬
‫ﻓ ﻲ اﻟﻤ ﺸ ﺮو ع‬
‫ﺳ ﻴ ﻘ ﻮ م ﻓ ﺮﻳ ﻖ اﻟ ﺘ ﻄ ﻮ ﻳ ﺮ ﺑﻌ ﺮض اﻟ ﻌ ﻤ ﻞ اﻟﺬ ي ﺗﻢ اﻧ ﺠ ﺎ ز ه ﺧ ﻼ ل ﻣ ﺪ ة اﻟ ﺘ ﻜ ﺮار‪.‬‬ ‫•‬
‫ﻳﻘﻮم ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﺑﻘﺒﻮل او رﻓﺾ اﻟﻌﻤﻞ اﻟﺬى ﺗﻢ اﻻﻧﺘﻬﺎء ﻣﻨﻪ ‪Shippable product‬‬ ‫•‬
‫ﻗ ﺼ ﺺ اﻟﻤ ﺴ ﺘﺨ ﺪ م ﻏ ﻴﺮ اﻟﻤ ﻜ ﺘﻤ ﻠﺔ ‪ ،‬ﻳ ﺘﻢ ار ﺟ ﺎ ﻋ ﻬ ﺎ إﻟﻰ ﺳ ﺠ ﻞ أﻋ ﻤ ﺎ ل اﻟﻤ ﻨ ﺘ ﺞ ﻹ ﻋ ﺎ د ة ﺗﺮﺗﻴ ﺐ‬ ‫•‬
‫اﻻ و ﻟﻮ ﻳ ﺎت ‪.‬‬
‫‪BY: ElSayed Mohsen‬‬
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 Sayed Mohsen
BY: ElSayed Mohsen
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 . ‫ﻳ ﻤ ﻜ ﻦ اﺳ ﺘ ﺨ ﺪ ام اﻷ د و ات و اﻟ ﺘ ﻘ ﻨ ﻴﺎ ت و اﻷ ﺳ ﺎ ﻟ ﻴ ﺐ ﻟﻠﺘ ﺤ ﻘ ﻖ ﻣ ﻦ اﻟ ﻨ ﻄ ﺎ ق ﻓ ﻲ اﻟﻤ ﺸ ﺎ رﻳ ﻊ اﻟﺮﺷ ﻴ ﻘ ﺔ‬
Tools, techniques, and approaches can be used to verify the scope in agile projects.
Tool and Technique Description
Definition of done ( DOD) A team's checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.
‫ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﻤ ﻨ ﺠ ﺰ‬ .‫ﻗﺎﺋﻤﺔ ﺗﺤﻘﻖ ﻟﻠﻔﺮﻳﻖ ﺗﻀﻢ ﺟﻤﻴﻊ اﻟﻤﻌﺎﻳﻴﺮ اﻟﻤﻄﻠﻮﺑﺔ ﻟﻠﻮﻓﺎء ﺑﻬﺎ ﺑﺤﻴﺚ ﻳﻤﻜﻦ اﻋﺘﺒﺎر اﻟﺘﺴﻠﻴﻢ ﺟﺎﻫﺰ ﻟﻴﺴﺘﺨﺪﻣﻪ اﻟﻌﻤﻴﻞ‬

Definition of Ready( DOR) A team's checklist for a user-centric requirement that has all the information the team needs to be able to begin working on it.
‫ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﺠ ﻬ ﻮ ز ﻳ ﺔ‬ ‫ ﻳﺠﺐ أن ﺗﻜﻮن اﻟﻘﺼﺺ اﻟﻤﻮﺟﻮدة‬-‫ﻗﺎﺋﻤﺔ ﺗﺤﻘﻖ ﻟﻠﻔﺮﻳﻖ واﻟﺘﻲ ﺗﺤﺘﻮي ﻋﻠﻰ ﻛﺎﻓﺔ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺘﻲ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻔﺮﻳﻖ ﻟﻴﺘﻤﻜﻦ ﻣﻦ ﺑﺪء اﻟﻌﻤﻞ ﻋﻠﻴﻬﺎ‬

Sayed Mohsen
..‫ ﺟﺎﻫﺰة‬Sprint Backlog ‫أﻋﻠﻰ اﻟﺒﺎﻛﻠﻮج واﻟﺘﻲ ﺳﻴﻘﻮم اﻟﻔﺮﻳﻖ ﺑﺴﺤﺒﻬﺎ إﻟﻰ‬

BY: ElSayed Mohsen

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 ‫&‪?67#)"&(&+/7#),&4%.-@&,0%&86+,-.%7&+(A+&,0(,&-)%&-*&,0%&6+%7&+,-7#%+&#+&)-,&7%(4A&*-7‬‬
‫‪Q‬‬ ‫&)‪86+,-.%7&6+%B&90#80&80%8:$#+,&+0-6$4&,0%&,%(.&$--:&(,&,-&*#)4&-6,&;0(,&0(+&=%%‬‬
‫&‪.#++%4&*-7&,0%&6+%7&+,-7AC‬‬
‫‪B8‬‬ ‫‪E(/&3&*&,3$,/$#(.4-$KE,LM‬‬

‫‪>8‬‬ ‫‪E(/&3&*&,3$,/$4,3($KE,EM‬‬

‫‪Sayed Mohsen‬‬
‫‪H8‬‬ ‫*‪>"#34,73$0%.#‬‬

‫‪E8‬‬ ‫*‪N(2,0&*-$0%.#‬‬

‫أﺛﻨﺎء ﻋﺮض اﻻﻃﻼق ‪ ،‬اوﺿﺢ اﻟﻌﻤﻴﻞ أن اﺣﺪى ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﻟﻴﺴﺖ ﺟﺎﻫﺰة ﻟﻴﺴﺘﺨﺪﻣﻬﺎ اﻟﻌﻤﻴﻞ ‪ .‬ﻣﺎ ﻗﺎﺋﻤﺔ اﻟﻤﺮاﺟﻌﺔ اﻟﺘﻲ ﻳﻨﺒﻐﻲ‬
‫ﻟﻠﻔﺮﻳﻖ اﻟﻨﻈﺮ ﻓﻴﻬﺎ ﻟﻤﻌﺮﻓﺔ ﻣﺎ اﻟﺬى ﺗﻢ اﻏﻔﺎﻟﻪ ﻓﻲ ﻗﺼﺔ اﻟﻤﺴﺘﺨﺪم ؟‬
‫‪B‬‬
‫ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﺠ ﻬ ﻮ ز ﻳ ﺔ‬ ‫أ‪-‬‬
‫ب ‪ -‬ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﻤ ﻨ ﺠ ﺰ‬
‫ج ‪ -‬ﻣ ﺨ ﻄ ﻂ ا ﻟﺤ ﺮ ق ا ﻟﺘ ﻨ ﺎ ز ﻟﻲ‬
‫ب‬ ‫د ‪ -‬ﻣ ﺨ ﻄ ﻂ اﻟﺴ ﺮ ﻋ ﺔ‬

‫‪BY: ElSayed Mohsen‬‬

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 • After the sprint review, but before the next sprint planning meeting.
• Periodically take a look at what is and is not working.
• Done after every sprint.

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• Participants ( Scrum Master & Team ) Product owner (Optional)
• Lessons learned and opportunities for improvement.
• Review of the product owner’s feedback about the last iteration

• Discus:

BY: ElSayed Mohsen

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 ‫اﻟﺘﻘﻴﻴﻢ ﺑﺄﺛﺮ رﺟﻌﻲ ‪-‬اﺟﺘﻤﺎع اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة‬

‫ﻣ ﺪ ة ا ﺟ ﺘﻤ ﺎ ع ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘﻔ ﺎ د ة ‪ ٣‬ﺳ ﺎﻋ ﺎت ﻓ ﻲ ﺣ ﺎﻟ ﺔ ﻛ ﺎ ن اﻟ ﺘﻜ ﺮ ار ‪ ٤‬أﺳ ﺎ ﺑ ﻴﻊ ‪ ،‬و ﻣ ﺪ ﺗ ﻪ أﻗ ﻞ ﻓ ﻲ ﺣ ﺎﻟ ﺔ‬ ‫•‬

‫ﻛ ﺎ ﻧ ﺖ ﻓ ﺘﺮ ة ا ﻟ ﺘﻜ ﺮ ا ر أ ﺳ ﺒﻮ ﻋ ﻴﻦ ا و ا ﻗ ﻞ ‪.‬‬

‫‪Sayed Mohsen‬‬
‫ﻳﻘﺎم ﻫﺬا اﻻﺟﺘﻤﺎع ﺑﻌﺪ اﺟﺘﻤﺎع ﻣﺮاﺟﻌﺔ اﻟﺘﻜﺮار ‪،‬وﻟﻜﻦ ﻗﺒﻞ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ اﻟﺘﺎﻟﻲ ﻟﻠﺘﻜﺮار‪.‬‬ ‫•‬
‫ﻓ ﺮ ﺻ ﺔ ﻟ ﺘﺤ ﺴ ﻴﻦ أ د اء اﻟ ﻔ ﺮ ﻳ ﻖ و ﻣ ﺎ اﻟ ﺬ ى ﻳ ﻤ ﻜ ﻦ ﻓ ﻌ ﻠ ﻪ ﺑ ﺸ ﻜ ﻞ اﻓ ﻀ ﻞ ﺧ ﻼ ل اﻟ ﺘﻜ ﺮ ا ر اﻟ ﻘ ﺎ د م ‪.‬‬ ‫•‬
‫ﻳ ﻘ ﺎ م ﻓ ﻲ ﻧ ﻬ ﺎ ﻳ ﺔ ﻛ ﻞ ﺗﻜ ﺮ ا ر ‪.‬‬ ‫•‬
‫ا ﻟ ﻤ ﺸ ﺎ ر ﻛ ﻮ ن ا ﻟ ﻔ ﺮ ﻳ ﻖ و ا ﺳ ﻜ ﺮ م ﻣ ﺴ ﺘ ﺮ )ﺣ ﻀ ﻮ ر ﻣ ﺎ ﻟ ﻚ ا ﻟ ﻤ ﻨ ﺘ ﺞ ا ﺧ ﺘ ﻴ ﺎ ر ي (‬ ‫•‬
‫ﻫ ﻮ ا ﺟ ﺘﻤ ﺎ ع ا ﻟ ﺪ ر و س ا ﻟ ﻤ ﺴ ﺘﻔ ﺎ د ة و ﻓ ﺮ ﺻ ﺔ ﻟ ﺘﺤ ﺴ ﻴﻦ أ د ا ء ا ﻟ ﻔ ﺮ ﻳ ﻖ و ا ﻟ ﻌ ﻤ ﻠ ﻴﺔ و ا ﻟ ﺠ ﻮ د ة ‪.‬‬ ‫•‬
‫ﻣ ﺮ اﺟ ﻌ ﺔ ﻣ ﻼ ﺣ ﻈ ﺎت ﻣ ﺎﻟ ﻚ اﻟ ﻤ ﻨﺘﺞ ﺣ ﻮ ل اﻟ ﺘﻜ ﺮ ار اﻷ ﺧ ﻴﺮ ‪.‬‬ ‫•‬
‫‪ v‬ﺧ ﻼ ل اﻻ ﺟ ﺘﻤ ﺎع ‪ ،‬ﺑﻴﺘﻢ ﻣ ﻨﺎﻗ ﺸ ﺔ ‪:‬‬
‫ﻣ ﺎ اﻟﺬ ي ﻧ ﺠ ﺢ ﺑﺸ ﻜ ﻞ ﺟ ﻴﺪ ؟‬
‫ﻣ ﺎ اﻟﺬ ي ﻟﻢ ﻳ ﻌ ﻤ ﻞ ﺑﺸ ﻜ ﻞ ﺟ ﻴﺪ ؟‬
‫ﻀ ﺎ ﻟ ﺠ ﻌ ﻞ ا ﻟ ﺘ ﻜ ﺮ ا ر ا ﻟ ﻘ ﺎ د م أ ﻛ ﺜ ﺮ إ ﻧ ﺘ ﺎﺟ ﻴ ﺔ ؟‬‫‪ E l S a y e d M o h s e n‬ﻣﺎ‪ :‬ا‪Y‬ﻟﺬ‪B‬ي ﻳﻤﻜﻦ ﻓﻌﻠﻪ أﻳ ً‬
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 Sayed Mohsen
BY: ElSayed Mohsen
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 1- Artifacts
Product backlog. is a list of features, or work requirements needed to build a product.
It’s compiled from input sources like customer.
The product backlog is a “live” artifact in that it is updated on-demand as new information is
available.
Sprint backlog. Lists work to be done in the current sprint. Pulled from product
backlog. Items are broken into tasks.
Increment .
2- Events or Ceremonies
Sprint Planning. Meeting is conducted before the start of a sprint. where the team decides

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what to deliver in the coming sprint (from the product backlog) and how to go about it. Roles

Benefits of Sprint Planning Scrum defines three main roles:

Common Understanding of the Product, Task Sign Up, Task Prioritization
Task Estimation. Product Owner. The sole person responsible for
Daily Scrum. A 15-minute timebox (commonly referred to as daily stand up) where the team managing the Product Backlog.
meets daily during the sprint to inspect progress and identify blockers.
Scrum Master. A servant leader responsible for
Sprint Review. A four-hour timebox event held at the end of the sprint. The team
demonstrates the product/changes to customers and gathers feedback on what to
helping the team understand Scrum theory,
incorporate in the product backlog for delivery in subsequent sprints. practices, rules, and values.

Sprint Retrospective. A three-hour timebox event held after the sprint review (and before Development Team. Self-organizing group of 3-9
the next sprint planning). The team reviews their work, identifying opportunities for
improvement work processes in subsequent sprints. professionals responsible for delivering the
products. BY: ElSayed Mohsen
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 ‫‪ -١‬و ﺛ ﺎ ﺋ ﻖ ا ﺳ ﻜ ﺮ م‬
‫‪ -١‬ﺳ ﺠ ﻞ أﻋ ﻤ ﺎل اﻟ ﻤ ﻨ ﺘ ﺞ ‪ :‬ﻫﻲ ﻗﺎﺋﻤﺔ ﺑﺎﻟﻤﻴﺰات أو ﻣﺘﻄﻠﺒﺎت اﻟﻌﻤﻞ اﻟﻼزﻣﺔ ﻟﺒﻨﺎء ﻣﻨﺘﺞ‪.‬‬
‫ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻗﺎم ﺑﺘﺠﻤﻴﻊ ﻫﺬه اﻟﻤﺘﻄﻠﺒﺎت ﻣﻦ اﻟﻌﻤﻴﻞ‪.‬‬
‫ﻋﺒﺎرة ﻋﻦ ﻗﻄﻌﺔ أﺛﺮﻳﺔ "ﺣﻴﺔ" ﺣﻴﺚ ﻳﺘﻢ ﺗﺤﺪﻳﺜﻬﺎ ﻋﻨﺪ اﻟﻄﻠﺐ ﻋﻨﺪ ﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎت ﺟﺪﻳﺪة‪. .‬‬
‫‪ -٢‬ﺳ ﺠ ﻞ أﻋ ﻤ ﺎل اﻟ ﺘ ﻜ ﺮ ار ‪ .‬ﻳﻮﺟﺪ ﺑﻪ اﻟﻌﻤﻞ اﻟﺬي ﻳﺘﻌﻴﻦ اﻟﻘﻴﺎم ﺑﻪ ﻓﻲ اﻟﺘﻜﺮار اﻟﺤﺎﻟﻲ‪.‬‬
‫ﺗﻢ ﺳﺤﺒﻪ ﻣﻦ ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ‪.‬‬
‫‪ -٣‬اﻟ ﺰ ﻳ ﺎد ات ) اﻟ ﻤ ﻨ ﺘ ﺞ (‬
‫‪ -٢‬ا ﺟ ﺘ ﻤ ﺎ ﻋ ﺎ ت ا ﺳ ﻜ ﺮ م‬

‫اﺟ ﺘ ﻤ ﺎع اﻟ ﺘ ﺨ ﻄ ﻴ ﻂ ‪.‬ﻳﺘﻢ إﺟﺮاء اﻻﺟﺘﻤﺎع ﻗﺒﻞ ﺑﺪء اﻟﺘﻜﺮار‪ .‬ﺣﻴﺚ ﻳﻘﺮر اﻟﻔﺮﻳﻖ ﻣﺎ ﻳﺠﺐ ﺗﻘﺪﻳﻤﻪ ﻓﻲ‬
‫‪ -٣‬ا ﻻ د و ا ر‬

‫‪Sayed Mohsen‬‬
‫اﻟﺘﻜﺮار اﻟﻘﺎدم وﻛﻴﻔﻴﺔ اﻟﻘﻴﺎم ﺑﺬﻟﻚ‪.‬‬

‫ﻓ ﻮ اﺋ ﺪ اﺟ ﺘ ﻤ ﺎع اﻟ ﺘ ﺨ ﻄ ﻴ ﻂ‪:‬‬
‫ﻳﻮ ﺟﺪ ﺛﻼ ﺛﺔ أدوار رﺋﻴﺴ ﻴﺔ ﻓﻲ اﺳ ﻜﺮم‬
‫اﻟﻔﻬﻢ اﻟﻤﺸﺘﺮك ﻟﻠﻤﻨﺘﺞ ‪ ،‬ﺳﺤﺐ وﺗﺴﺠﻴﻞ اﻟﻤﻬﺎم ﻓﻲ ﺳﺠﻞ اﻋﻤﺎل اﻟﺘﻜﺮار ‪ ،‬ﺗﻘﺪﻳﺮ اﻟﻤﻬﺎم‪.‬‬
‫ﻣ ﺎﻟ ﻚ اﻟ ﻤ ﻨ ﺘ ﺞ ‪ :‬ﻫﻮ اﻟﺸﺨﺺ اﻟﻤﺴﺌﻮل ﻋﻦ إدارة ﺳﺠﻞ أﻋﻤﺎل‬
‫اﺟ ﺘ ﻤ ﺎع اﻟ ﻮ ﻗ ﻮ ف اﻟ ﻴ ﻮ ﻣ ﻲ ‪ .‬اﺟﺘﻤﺎع ﻣﺪﺗﻪ ‪ 15‬دﻗﻴﻘﺔ ﺣﻴﺚ ﻳﻠﺘﻘﻲ اﻟﻔﺮﻳﻖ ﻳﻮﻣًﻴﺎ أﺛﻨﺎء اﻟﺘﻜﺮار‬ ‫اﻟﻤﻨﺘﺞ وﺟﻤﻊ اﻟﻤﺘﻄﻠﺒﺎت ﻣﻦ اﻟﻌﻤﻴﻞ وﺗﺮﺗﻴﺒﻬﺎ داﺧﻞ ﺳﺠﻞ‬
‫ﻟﻔﺤﺺ اﻟﺘﻘﺪم وﺗﺤﺪﻳﺪ اﻟﻤﻮاﻧﻊ‪.‬‬ ‫اﻻﻋﻤﺎل‬

‫اﺟ ﺘ ﻤ ﺎع اﻟ ﻤ ﺮ اﺟ ﻌ ﺔ و اﻟ ﺘ ﺴ ﻠ ﻴ ﻢ ‪.‬اﺟﺘﻤﺎع ﻣﺪﺗﻪ أرﺑﻊ ﺳﺎﻋﺎت ُﻳﻘﺎم ﻓﻲ ﻧﻬﺎﻳﺔ اﻟﺘﻜﺮار‪ .‬ﻳﻌﺮض‬ ‫ﻣ ﺪ ﻳ ﺮ اﺳ ﻜ ﺮ م ﻫ ﻮ اﻟ ﻘ ﺎﺋﺪ اﻟ ﺨ ﺎد م ﻫﻮ اﻟﻤﺴﺆول ﻋﻦ اﻟﺘﺄﻛﺪ ﻣﻦ‬
‫اﻟﻔﺮﻳﻖ اﻟﻤﻨﺘﺞ ﻋﻠﻰ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ وﻳﺠﻤﻊ اﻟﺘﻌﻠﻴﻘﺎت ﺣﻮل ﻣﺎ ﻳﺠﺐ اﺿﺎﻓﺘﻪ ﻓﻲ ﺳﺠﻞ اﻋﻤﺎل‬ ‫دﻋﻢ ﻋﻤﻠﻴﺔ ٕاﺳﻜﺮام وﻳﻌﻤﻞ ﻋﻠﻰ ﺿﻤﺎن اﻟﺘﺰام ﻓﺮﻳﻖ ٕاﺳﻜﺮام‬
‫اﻟﻤﻨﺘﺞ ﻟﻠﺘﺴﻠﻴﻢ ﻓﻲ اﻟﺘﻜﺮارات اﻟﻼﺣﻘﺔ‪.‬‬ ‫ﺑﺎﻟﻤﻤﺎرﺳﺎت واﻟﻘﻮاﻋﺪ ﻛﻤﺎ اﻧﻪ ﻳﺪرب اﻟﻔﺮﻳﻖ ﻋﻠﻰ إزاﻟﺔ‬
‫اﻟﻌﻘﺒﺎت‪.‬‬
‫اﺟ ﺘ ﻤ ﺎع اﻟ ﺪ ر و س اﻟ ﻤ ﺴ ﺘ ﻔ ﺎد ة او ﺑﺄ ﺛﺮ ر ﺟ ﻌ ﻲ ‪ .‬اﺟﺘﻤﺎع ﻣﺪﺗﻪ ﺛﻼث ﺳﺎﻋﺎت ﻳﻌﻘﺪ ﺑﻌﺪ اﺟﺘﻤﺎع‬
‫ﻣﺮاﺟﻌﺔ اﻟﺘﻜﺮار )وﻗﺒﻞ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار اﻟﺘﺎﻟﻲ(‪ .‬ﻳﺮاﺟﻊ اﻟﻔﺮﻳﻖ ﻋﻤﻠﻬﻢ ‪ ،‬وﻳﺤﺪد ﻓﺮص‬ ‫ﻓ ﺮ ﻳ ﻖ اﻟ ﺘ ﻄ ﻮ ﻳ ﺮ ﻫﻮ ﻓﺮﻳﻖ ذاﺗﻲ اﻟﺘﻨﻈﻴﻢ واﻟﺘﻮﺟﻴﻪ وﻣﺘﻌﺪد‬
‫ﺗﺤﺴﻴﻦ ﻋﻤﻠﻴﺎت اﻟﻌﻤﻞ ﻓﻲ اﻟﺘﻜﺮارات اﻟﻼﺣﻘﺔ‪.‬‬ ‫اﻟﻮﻇﺎﺋﻒ واﻟﻤﻬﺎرات وﻳﺘﻜﻮن ﻣﻦ ﺛﻼﺛﺔ اﻟﻰ ‪ ٩‬اﺷﺨﺎص‬
‫‪BY: ElSayed Mohsen‬‬
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 Iteration Lifecycle: Example

!"#$%"&'()*$#+%$%"&'())
!"#$%&'()*+,'+,-,.#-,'/0))
,#-'
,-1+#-,'/)-2131))
,41/-,5,146

Sayed Mohsen O*(#.*&,3$I2.33&3' F*,#-$E(5(2,+1(3* E(1,$I#(+.#.*&,3 L(*#,)+(0*&5(

BY: ElSayed Mohsen

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 Iteration Lifecycle: Example

Sprint Timeline ( Example )

Sayed Mohsen
BY: ElSayed Mohsen
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 Scrum Framework

2*0,3(4&"%5(566'01-
Inputs from
End-Users,
Customers,
Teams and
Other F0#"1$J.)*(#
Stakeholders

Sayed Mohsen
I#,4"0*$,73(# ./"01'(768069
Requirement 1

Requirement 8

Requirement 3

Requirement 5

Requirement 2

./"01'()*&+,#-
!"#$%&'()*&+,#- .&"%5(:#*"$
BY: ElSayed Mohsen
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 Sayed Mohsen
9. Scrum of Scrums
‫ٕاﺳﻜﺮام اﻟﺸﺎﻣﻠﺔ‬

BY: ElSayed Mohsen

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 ‫ٕاﺳﻜﺮام اﻟﺸﺎﻣﻠﺔ ‪S c r u m o f S c r u m s‬‬
‫‪ ü‬ﻋﻨﺪ وﺟﻮد ﻣﺸﺮوع ﺑﺮﻣﺠﻴﺎت ﻛﺒﻴﺮ وﻳﻮﺟﺪ ﻋﺪد ﻣﻦ اﻟﻔﺮق اﻟﺘﻰ ﺗﻌﻤﻞ ﻋﻠﻴﻪ وﻳﻮﺟﺪ ﺗﺪاﺧﻼت ﻓﻰ اﻻﻋﻤﺎل واﻋﺘﻤﺎدﻳﺎت ‪ ،‬ﻓﻴﻘﻮم اﻻﺳﻜﺮوم ﻣﺴﺘﺮ ﻣﻦ ﻛﻞ ﻓﺮﻳﻖ ﺑﺎﻻﺟﺘﻤﺎع ﻟﻠﺘﻨﺴﻴﻖ ﺑﻴﻦ اﻟﻔﺮق ‪.‬‬

‫‪ ü‬اﻻﺟﺘﻤﺎع ﻋﺎدة ﻳﻜﻮن ﺑﺸﻜﻞ ﻳﻮﻣﻰ وﻣﺪﺗﻪ ﻣﻦ ‪ 20-15‬دﻗﻴﻘﺔ واﻟﻬﺪف ﻣﻨﻪ ﻫﻮ اﻟﺘﻌﺎون ﻟﺤﻞ اﻟﻤﺸﺎﻛﻞ واﻟﻌﻮاﺋﻖ اﻟﺘﻰ ﺗﻮاﺟﻬﺎ اﻟﻔﺮق‪.‬‬

‫‪ ü‬إذا ﻛﺎﻧﺖ ﻓﺮق ﺳﻜﺮوم ﻣﻮﺟﻮدة ﻓﻲ ﻣﻮاﻗﻊ ﺟﻐﺮاﻓﻴﺔ ﻣﺨﺘﻠﻔﺔ ‪ ،‬ﻓﺴﻴﻜﻮن ﺳﻜﺎﻳﺐ ﻫﻮ أﻓﻀﻞ ﻃﺮﻳﻘﺔ‪.‬‬

‫‪ q‬اﻻﺳﺌﻠﺔ اﻟﺘﻰ ﻳﺘﻢ اﻟﺮد ﻋﻠﻴﻬﺎ ﻋﺎدة ﺧﻼل اﻻﺟﺘﻤﺎع ﻫﻰ ‪:‬‬

‫‪ .1‬ﻣﺎذا ﻓﻌﻞ ﻛﻞ ﻓﺮﻳﻖ ﻣﻨﺬ اﻻﺟﺘﻤﺎع اﻷﺧﻴﺮ؟‬

‫‪ .2‬ﻣﺎذا ﺳﻴﻔﻌﻞ ﻛﻞ ﻓﺮﻳﻖ ﻗﺒﻞ اﻻﺟﺘﻤﺎع اﻟﻘﺎدم؟‬

‫‪Sayed Mohsen‬‬
‫‪ .3‬ﻫﻞ ﻳﻮاﺟﻪ أي ﻣﻦ اﻟﻔﺮﻳﻖ أي ﻋﺎﺋﻖ؟‬

‫‪ .4‬ﻫﻞ ﻳﻮﺟﺪ اى ﻋﻮاﺋﻖ ﻣﺤﺘﻤﻠﻪ ﻣﻤﻜﻦ ان ﺗﺆﺛﺮ ﻋﻠﻰ اﻟﻔﺮق اﻻﺧﺮى ؟‬

‫‪BY: ElSayed Mohsen‬‬

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10. Minimum Viable Product

Sayed Mohsen ( MVP )

‫اﻟﺤﺪ اﻷدﻧﻰ ﻣﻦ اﻟﻤﻨﺘﺞ‬
‫اﻟﻘﺎﺑﻞ ﻟﻠﺘﻄﺒﻴﻖ‬

BY: ElSayed Mohsen

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 ‫اﻟ ﺤ ﺪ اﻷ د ﻧ ﻰ ﻣ ﻦ اﻟ ﻤ ﻨ ﺘ ﺞ اﻟ ﻘ ﺎ ﺑ ﻞ ﻟ ﻠ ﺘ ﻄ ﺒ ﻴ ﻖ‬
Minimum Viable Product
ü A minimum viable product (MVP) is a version of a product with just enough features to be usable by early customers
who can then provide feedback for future.
ü With a MVP, all stakeholders have an opportunity to see and experience some form of project outcomes.
ü Ideas and concepts become reality, even if only at a bare minimum.

Sayed Mohsen
ü Establishing a MVP inspires the team to achieve that aim.
ü Minimum Viable Products ignite shorter-termed urgency and a feeling of accomplishment.

‫ ﻫﻮ إﺻﺪار ﻣﻦ ﻣﻨﺘﺞ ﻳﺤﺘﻮي ﻋﻠﻰ ﻣﻴﺰات ﻛﺎﻓﻴﺔ ﻓﻘﻂ ﻟﻴﺘﻢ اﺳﺘﺨﺪاﻣﻬﺎ ﻣﻦ ﻗﺒﻞ اﻟﻌﻤﻼء اﻟﺬﻳﻦ ﻳﻤﻜﻨﻬﻢ ﺑﻌﺪ ذﻟﻚ‬MVP ‫اﻟﺤﺪ اﻷدﻧﻰ ﻣﻦ اﻟﻤﻨﺘﺞ اﻟﻘﺎﺑﻞ ﻟﻠﺘﻄﺒﻴﻖ‬ §
.‫ﺗﻘﺪﻳﻢ ﻣﻼﺣﻈﺎت ﻟﻠﻤﺴﺘﻘﺒﻞ‬
.‫ﺟﻤﻴﻊ أﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ ﻟﺪﻳﻬﻢ ﻓﺮﺻﺔ ﻟﺮؤﻳﺔ وﺗﺠﺮﺑﺔ ﺷﻜﻞ ﻣﻦ أﺷﻜﺎل ﻧﺘﺎﺋﺞ اﻟﻤﺸﺮوع‬MVP ، ‫ﻣﻊ‬ §
.‫ ﺣﺘﻰ ﻟﻮ ﻛﺎﻧﺖ ﺑﺤﺪ أدﻧﻰ‬، ‫ﺗﺼﺒﺢ اﻷﻓﻜﺎر واﻟﻤﻔﺎﻫﻴﻢ ﺣﻘﻴﻘﺔ‬ §
.‫إﻟﻰ إﻟﻬﺎم اﻟﻔﺮﻳﻖ ﻟﺘﺤﻘﻴﻖ ﻫﺬا اﻟﻬﺪف‬MVP ‫ﻳﺆدي إﻧﺸﺎء‬ §
.‫ ﻳﻤﻜﻦ أن ﺗﺸﻌﺮ اﻟﻔﺮق ﺑﺎﻹﺣﺒﺎط أو اﻹرﻫﺎق‬، ‫ﻋﻨﺪﻣﺎ ﺗﻜﻮن اﻟﻨﺘﺎﺋﺞ ﻣﺠﺮدة ﺟًﺪا أو ﺑﻌﻴﺪة ﺟًﺪا‬ §
‫ﻳﺸﻌﻞ اﻟﺤﺪ اﻷدﻧﻰ ﻣﻦ اﻟﻤﻨﺘﺠﺎت اﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ إﻟﺤﺎًﺣﺎ ﻗﺼﻴﺮ اﻟﻤﺪى وﺷﻌﻮًرا ﺑﺎﻹﻧﺠﺎز‬ §
BY: ElSayed Mohsen
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 ‫اﻟ ﺤ ﺪ اﻷ د ﻧ ﻰ ﻣ ﻦ اﻟ ﻤ ﻨ ﺘ ﺞ اﻟ ﻘ ﺎ ﺑ ﻞ ﻟ ﻠ ﺘ ﻄ ﺒ ﻴ ﻖ‬

Minimum Viable Product

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫اﻟ ﺤ ﺪ اﻷ د ﻧ ﻰ ﻣ ﻦ اﻟ ﻤ ﻨ ﺘ ﺞ اﻟ ﻘ ﺎ ﺑ ﻞ ﻟ ﻠ ﺘ ﻄ ﺒ ﻴ ﻖ‬

Minimum Viable Product

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen11. Kanban
‫أﺳﻠﻮب ﻛﺎﻧﺒﺎن‬

BY: ElSayed Mohsen

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 KANBAN METHOD

Sayed Mohsen
Toyota

Taiichi Ohno

BY: ElSayed Mohsen

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 KANBAN METHOD

Digital boards Physical boards

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
BY: ElSayed Mohsen
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 KANBAN METHOD ‫أﺳﻠﻮب ﻛﺎﻧﺒﺎن‬

To Do In Progress Done

Create landing page Server setup Domain purchased

Build shopping cart Domain routing Logo created

Sayed Mohsen
Payment gateway Printed materials

Catalog search Marketing emailer

Site search

BY: ElSayed Mohsen

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 ‫أﺳﻠﻮب ﻛﺎﻧﺒﺎن‬

‫ﺗﺘﺮﺟﻢ ﻛﻠﻤﺔ ﻛﺎﻧﺒﺎن ﺣﺮًﻓﻴﺎ ﺑٔﺎﻧﻬﺎ"اﻟﻌﻼﻣﺔ اﻟﻤﺮٔﻳﻴﺔ"ٔاو"اﻟﺒﻄﺎﻗﺔ"‪.‬‬ ‫•‬

‫ﻟﻮﺣﺎت ﻛﺎﻧﺒﺎن اﻟﻔﻌﻠﻴﺔ ذات اﻟﺒﻄﺎﻗﺎت ﺗﻤﻜﻦ وﺗﺪﻋﻢ رٔوﻳﺔ وﺗﺪﻓﻖ اﻟﻌﻤﻞ ﺧﻼل اﻟﻨﻈﺎم ﻟﻜﻲ ﻳﺮاﻫﺎ اﻟﺠﻤﻴﻊ‪.‬‬ ‫•‬
‫وﺗﺘﻜﻮن ﻟﻮﺣﺔ ﻋﺮض ﻟﻠﻤﻌﻠﻮﻣﺎت )ﺷﺎﺷﺔ ﻛﺒﻴﺮة( ﻣﻦ ٔاﻋﻤﺪة ﺗﻤﺜﻞ اﻟﺤﺎﻻت اﻟﺘﻲ ﻳﺤﺘﺎج اﻟﻌﻤﻞ ٕاﻟﻰ اﻟﺘﺪﻓﻖ ﻣﻦ ﺧﻼﻟﻬﺎ ﻟﻠﻮﺻﻮل ٕاﻟﻰ ﻣﺮﺣﻠﺔ اﻹﻧﺠﺎز‪.‬‬ ‫•‬
‫وﺗﺘﻜﻮن ٔاﺑﺴﻂ اﻟﻠﻮﺣﺎت ﻣﻦ ﺛﻼﺛﺔ ٔاﻋﻤﺪة )ٔاي اﻟﻮاﺟﺒﺎت واﻷداء واﻹﻧﺠﺎز( وﻟﻜﻨﻬﺎ ﺗﺘٔﺎﻗﻠﻢ ﻋﻠﻰ ٔاي اﻟﺤﺎﻻت اﻟﺘﻲ ﺗﻌﺘﺒﺮ ﻻزﻣﺔ ﻟﻠﻔﺮﻳﻖ اﻟﺬي‬ ‫•‬
‫ﻳ ﺴ ﺘ ﺨ ﺪ ﻣ ﻬ ﺎ‪.‬‬

‫وﻋﻠﻰ ﻋﻜﺲ ٔاﻏﻠﺒﻴﺔ ﻣﻨﻬﺠﻴﺎت اﻷﺳﻠﻮب اﻟﺮﺷﻴﻖ ‪Agile‬ﻓ ٕﺎن ٔاﺳﻠﻮب ﻛﺎﻧﺒﺎن ﻻ ﻳﻮﺟﻪ اﺳﺘﺨﺪام ﺗﻜﺮارات ذات ﻓﺘﺮات زﻣﻨﻴﺔ ﻣﺤﺪدة‪،‬‬

‫‪Sayed Mohsen‬‬
‫•‬

‫‪ v‬و ﻳ ﻌ ﺪ ٔاﻓ ﻀ ﻞ اﺳ ﺘ ﺨ ﺪ ام ﻷ ﺳ ﻠﻮ ب ﻛ ﺎﻧ ﺒ ﺎن ﺣ ﻴ ﻨ ﻤ ﺎ ﻳ ﻜ ﻮ ن اﻟ ﻔ ﺮﻳ ﻖ ٔاو اﻟ ﻤ ٔﻮ ﺳ ﺴ ﺔ ﺑﺤ ﺎﺟ ﺔ ٕاﻟ ﻰ اﻟ ﺤ ﺎﻻ ت اﻟ ﺘ ﺎﻟ ﻴ ﺔ ‪:‬‬

‫اﻟ ﻤ ﺮو ﻧ ﺔ ‪ .‬ﻻ ﺗﻠﺘﺰم اﻟﻔﺮق ﻋﺎدًة ﺑﻔﺘﺮات زﻣﻨﻴﺔ ﻣﺤﺪدة وﺗﻌﻤﻞ ﻋﻠﻰ اﻟﺒﻨﺪ ذي اﻷوﻟﻮﻳﺔ اﻟﻘﺼ ﻮى ﻓﻲ ﺳﺠﻞ ٔاﻋﻤﺎل اﻟﻌﻤﻞ‪.‬‬
‫ا ﻟ ﺘ ﺮ ﻛ ﻴ ﺰ ﻋ ﻠ ﻰ ا ﻟ ﺘ ﺴ ﻠ ﻴ ﻢ ا ﻟ ﻤ ﺴ ﺘ ﻤ ﺮ ‪ .‬ﺗ ﺮ ﻛ ﺰ ا ﻟﻔ ﺮ ق ﻋ ﻠ ﻰ ﺗ ﺪ ﻓ ﻖ ا ﻟﻌ ﻤ ﻞ ﺧ ﻼ ل ا ﻟﻨ ﻈ ﺎم ﺣ ﺘ ﻰ ا ﻛ ﺘ ﻤ ﺎﻟﻪ و ﻟﻴ ﺲ ﺑ ﺪ ا ﻳ ﺔ ﻋ ﻤ ﻞ ﺟ ﺪ ﻳ ﺪ ﺣ ﺘ ﻰ ﻳ ﻜ ﺘ ﻤ ﻞ ا ﻟﻌ ﻤ ﻞ ﻗ ﻴ ﺪ‬
‫ا ﻟﺘ ﻨ ﻔ ﻴ ﺬ ‪.‬‬
‫ا ﻹ ﻧ ﺘ ﺎ ﺟ ﻴ ﺔ و ا ﻟ ﺠ ﻮ د ة ا ﻟ ﻤ ﺘ ﺰ ا ﻳ ﺪ ة ‪ .‬ﺗ ﺰ ﻳ ﺪ اﻹ ﻧﺘ ﺎﺟ ﻴ ﺔ و اﻟﺠ ﻮ د ة ﻋ ﻦ ﻃ ﺮ ﻳ ﻖ ﺣ ﺼ ﺮ اﻟﻌ ﻤ ﻞ ﻗ ﻴ ﺪ اﻟﺘ ﻨ ﻔ ﻴ ﺬ ‪.‬‬
‫اﻟ ﻜ ﻔ ﺎء ة اﻟ ﻤ ﺘ ﺰاﻳ ﺪ ة‪ .‬ﻣﺮاﺟﻌﺔ ﻛﻞ ﻣﻬﻤﺔ ﻣﻦ ﺣﻴﺚ اﻷﻧﺸﻄﺔ ذات اﻟﻘﻴﻤﺔ اﻟﻤﻀ ﺎﻓﺔ و ٕازاﻟﺔ اﻷﻧﺸﻄﺔ اﻟﺘﻲ ﻟﻴﺲ ﻟﻬﺎ ﻗﻴﻤﺔ ﻣﻀ ﺎﻓﺔ‪.‬‬
‫ﺗﺮﻛ ﻴﺰ ٔاﻋ ﻀ ﺎء اﻟ ﻔ ﺮﻳ ﻖ ‪ .‬ﻳﺴﻤﺢ اﻟﻌﻤﻞ ﻗﻴﺪ اﻟﺘﻨﻔﻴﺬ اﻟﻤﺤﺪود ﻟﻠﻔﺮﻳﻖ ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻌﻤﻞ اﻟﺤﺎﻟﻲ ‪.‬‬
‫ي ًﻳﺎ ﺑﺤﻴﺚ ﻳﻤﻜﻦ ٕازاﻟﺘﻪ‪.‬‬
‫ا ﻟ ﺘ ﻘ ﻠ ﻴ ﻞ ﻣ ﻦ ا ﻟ ﻬ ﺪ ر ‪ .‬ا ﻟﺸ ﻔ ﺎﻓ ﻴ ﺔ ﺗ ﺠ ﻌ ﻞ ا ﻟﻬ ﺪ ر ﻣ ﺮ ٔ‬
‫‪BY: ElSayed Mohsen‬‬
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 Principles of Kanban ‫ﻣﺒﺎد ئ ﻛ ﺎﻧﺒﺎ ن‬

§ Visualize the workflow ‫§ ﺗﺼ ﻮ ر ﺗﺪ ﻓ ﻖ اﻟﻌ ﻤ ﻞ‬

§ Limit work in progress ‫§ ﺣ ﺼ ﺮ اﻟﻌ ﻤ ﻞ ﻗ ﻴﺪ اﻟﺘﻨﻔ ﻴﺬ‬

§ Manage the workflow ‫§ ٕادارة اﻟﺘﺪﻓﻖ‬

§ Make process policies clear ‫ﺗﻮ ﺿ ﻴ ﺢ ﺳ ﻴﺎﺳ ﺎت اﻟﻌ ﻤ ﻠﻴ ﺔ‬ §

Sayed Mohsen
§ Aim for collaborative improvements ‫§ ﺗ ﺤ ﺴ ﻴ ﻦ ﻗ ﺎ ﺑﻠﻴ ﺔ اﻟ ﺘ ﻌ ﺎ و ن‬

Kanban Pull System ‫ﻛ ﺎ ﻧ ﺒ ﺎ ن ﻫ ﻮ ﻧ ﻈ ﺎ م ا ﻟﺴ ﺤ ﺐ‬

§ Work item completed ‫§ ﻳ ﻬ ﺘﻢ ﻛﺎﻧ ﺒﺎ ن ﺑﺎ ﻟ ﻌ ﻤ ﻞ اﻟﻤ ﻜ ﺘ ﻤ ﻞ‬
§ Next item pulled into WIP ‫§ ﺗﻢ ﺳﺤﺐ اﻟﻌﻨﺼﺮ اﻟﺘﺎﻟﻲ إﻟﻰ اﻟﻌﻤﻞ ﻗﻴﺪ اﻟﺘﻘﺪم‬
§ Not a real need for iterations ‫§ ﻛﺎﻧ ﺒﺎ ن ﻟﻴﺲ ﺑﺤ ﺎ ﺟ ﺔ ﻟﻠﺘ ﻜ ﺮار‬

BY: ElSayed Mohsen

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 Sayed Mohsen
ü In the Kanban Method, it is more important to complete work than it is to start new work.
ü There is no value derived from work that is not completed so the team works together to
implement and adhere to the work in progress (WIP) limits and get each piece of work through
the system to “done.”
BY: ElSayed Mohsen
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 ‫‪Sayed Mohsen‬‬
‫ﻓ ﻲ أﺳ ﻠﻮ ب ﻛﺎ ﻧ ﺒﺎ ن ‪ ،‬ﻳ ﻌ ﺘ ﺒ ﺮ اﻻ ﻧ ﺘ ﻬ ﺎ ء ﻣ ﻦ اﻟ ﻌ ﻤ ﻞ اﻛ ﺜ ﺮ أﻫ ﻤ ﻴ ﺔ ﻣ ﻦ اﻟ ﺒ ﺪ ء ﻓ ﻲ ﻋ ﻤ ﻞ ﺟ ﺪ ﻳ ﺪ ‪ .‬و ﻻ ﺗﻮ ﺟ ﺪ ﻗ ﻴﻤ ﺔ ﻣ ﺸ ﺘﻘ ﺔ ﻣ ﻦ اﻟﻌ ﻤ ﻞ ﻏ ﻴﺮ اﻟ ﻤ ﻨ ﺘﻬ ﻲ‬
‫و ﻟﺬ ﻟﻚ ﻳ ﻌ ﻤ ﻞ اﻟﻔ ﺮﻳ ﻖ ﻣ ﻌ ﺎ ﻟﺘ ﻨﻔ ﻴﺬ و اﻻ ﻟﺘﺰام ﺑﺤ ﺪ و د اﻟ ﻌ ﻤ ﻞ ) ﻗ ﻴ ﺪ اﻟﺘ ﻨﻔ ﻴﺬ ( و ﺗﺤ ﻮ ﻳ ﻞ ﻛ ﻞ ﻗ ﻄ ﻌ ﺔ ﻣ ﻦ اﻟ ﻌ ﻤ ﻞ ﺧ ﻼ ل اﻟﻨﻈ ﺎ م اﻟ ﻲ " اﻟﻤ ﻨ ﺠ ﺰ" ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Kanban vs. scrum

Sayed Mohsen
Kanban Scrum
No Time-boxed iterations Time-boxed iterations are an essential part

Roles : No required roles. The whole team owns Roles : Product owner, scrum master,
the Kanban board. development team
Release Continuous delivery Release At the end of each sprint

Teams should not make changes during the

Change can happen at any time
sprint.

BY: ElSayed Mohsen

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 ‫‪Kanban vs. scrum‬‬ ‫ﻣﻘﺎرﻧﺔ ﺑﻴﻦ ﻛ ﺎﻧﺒﺎن واﺳ ﻜﺮم‬

‫ﻛ ﺎ ﻧﺒ ﺎ ن‬ ‫ا ﺳ ﻜ ﺮا م‬

‫‪Sayed Mohsen‬‬ ‫ﻛﺎﻧﺒﺎن‬

‫ﻻ ﻳ ﻮ ﺟ ﺪ ﺗ ﻜ ﺮ ا را ت ﻓ ﻲ ﻛ ﺎﻧﺒ ﺎن‬
‫ا ﻻ د و ا ر ‪ :‬ﻻ ﻳ ﻮ ﺟ ﺪ أ د و ا ر ‪ ،‬ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺄﻛ ﻤ ﻠ ﻪ ﻳ ﻌ ﻤ ﻞ‬
‫ﻋ ﻠ ﻰ ﻟﻮ ﺣ ﺔ ﻛ ﺎﻧﺒ ﺎن‬
‫ﺗ ﺴ ﻠ ﻴ ﻢ أ ﺟ ﺰ ا ء ﻣ ﻦ ا ﻟﻤ ﻨ ﺘ ﺞ ﺑ ﺸ ﻜ ﻞ ﻣ ﺴ ﺘ ﻤ ﺮ‬
‫اﺳ ﻜﺮام‬
‫ا ﻟﺘ ﻜ ﺮ ا را ت ﺟ ﺰ ء أ ﺳ ﺎﺳ ﻲ ﻣ ﻦ ا ﺳ ﻜ ﺮ ا م‬

‫اﻻدوار ‪ :‬ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ‪,‬اﺳﻜﺮم ﻣﺴﺘﺮ ‪,‬ﻓﺮﻳﻖ‬

‫ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ‬
‫ا ﺻ ﺪ ا ر ا ﻟﻤ ﻨ ﺘ ﺞ ﻣ ﻊ ﻧﻬ ﺎ ﻳ ﺔ ﻛ ﻞ ﺗ ﻜ ﺮ ا ر‬
‫ﻻ ﻳ ﻤ ﻜ ﻦ ﻟﻠ ﻔ ﺮ ﻳ ﻖ ﺗ ﻐ ﻴ ﻴ ﺮ ا ﻟﻤ ﻬ ﺎ م ا ﺛ ﻨ ﺎ ء ﻓ ﺘ ﺮ ة ا ﻟﺘ ﻜ ﺮ ا ر‬
‫ا ﻟﺘ ﻐ ﻴ ﻴ ﺮ ﻳ ﻤ ﻜ ﻦ ا ن ﻳ ﺤ ﺪ ث ﻓ ﻲ ا ى و ﻗ ﺖ‬

‫‪BY: ElSayed Mohsen‬‬

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 Kanban vs. scrum ‫ﻣﻘﺎرﻧﺔ ﺑﻴﻦ ﻛﺎﻧﺒﺎن واﺳ ﻜﺮم‬

Sayed Mohsen
BY: ElSayed Mohsen
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 Sayed Mohsen
Extreme programming
( XP )

XP ‫أﺳﻠﻮب‬

BY: ElSayed Mohsen

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 Extreme programming ( XP )

ü An agile software development method that leads to:

ü Higher quality software. ‫رﻓﻊ ﺟﻮده اﻟﺴﻮﻓﺖ وﻳﺮ‬
ü Stresses on customer satisfaction ‫رﺿﺎء اﻟﻌﻤﻴﻞ‬
ü More frequent releases in shorter cycles ‫ﺗﺴﻠﻴﻢ اﺟﺰاء ﻣﻦ اﻟﻤﻨﺘﺞ ﻓﻰ دورات ﻗﺼﻴﺮة‬

Sayed Mohsen
ü Responsiveness to changing customer requirements.
ü Extreme programming is also known as XP.
ü XP is all about software development best practices.

BY: ElSayed Mohsen

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 XP Core Values ‫ﻗﻴﻢ اﻛﺲ ﺑﻲ‬
‫اﻟﺘﻮ اﺻ ﻞ‬

‫اﻻ ﺣ ﺘﺮام‬ ‫اﻟﺒﺴ ﺎﻃ ﺔ‬

Sayed Mohsen
‫اﻟﺘﺸ ﺠ ﻴﻊ‬ ‫اﻟﻤ ﻼ ﺣ ﻈ ﺔ‬ BY: ElSayed Mohsen
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 Roles in Extreme Programming

Sayed Mohsen
!"#$%&'%(%')*+$,"-$./-(%'#0$ !"#$'#(#+-.#/0$,"-$,/%3#$ <#5%&#$*&'$,/%3#$3"#$
?#&3-/@A)%'#@5*4%+%3*3-/@4
3"#$4-'#7$
-22)&%4*3-/$0%2%+*/$3-$ /#1)%/#2#&30$./%-/%3%#0$*&'$ *44#.3*=%+%3;$3#037$
8#&#/*+%9#'$0.#4%*+%0307
3"#$B4/)2$?*03#/7 '%/#43%-&$5-/$3"#$./-6#43$0%2%+*/$3-$ :'#*++;$-&#$5-/$
:'#*++;$5-)/$3-$3#&$%&$*$$
3"#$./-')43$-,&#/7 #(#/;$0%>$$
3#*27
'#(#+-.#/07

BY: ElSayed Mohsen

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 Sayed Mohsen
13. What is a User Story?
‫ﻣ ﺎ ﻫ ﻲ ﻗ ﺼ ﺺ اﻟ ﻤ ﺴ ﺘ ﺨﺪ م ؟‬

BY: ElSayed Mohsen

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 User Story ‫ﻗﺼ ﺺ اﻟﻤ ﺴﺘﺨﺪم‬

• Software feature from end-user perspective ‫• و ﺻ ﻒ ﻟﻤ ﺘﻄ ﻠﺒﺎت اﻟﻤ ﻨﺘﺞ ﻣ ﻦ ﻣ ﻨﻈ ﻮ ر اﻟﻤ ﺴ ﺘﺨ ﺪ م اﻟﻨﻬ ﺎﺋﻲ‬

• Simplified description of a requirement ‫• و ﺻ ﻒ ﻣ ﺒﺴ ﻂ ﻟﻠﻤ ﺘﻄ ﻠﺒﺎت‬

• Often written in the following format ‫• ﻏ ﺎﻟ ًﺒ ﺎ ﻣ ﺎ ﺗﻜ ﻮ ن ﻣ ﻜ ﺘ ﻮ ﺑ ﺔ ﺑ ﺎﻟ ﺘ ﻨ ﺴ ﻴ ﻖ اﻟ ﺘ ﺎﻟ ﻲ‬

Sayed Mohsen
• As a <role>, I want <feature> so that <reason/value>. .‫ اﻟﻘﻴﻤﺔ‬/ ‫ أرﻳﺪ >ﻣﻴﺰة >ﻟﻜﻰ < اﻟﺴ ﺒﺐ‬، <‫•ﺑﺼ ﻔﺘﻲ >دور‬

BY: ElSayed Mohsen

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 User Story Examples: ‫أﻣﺜﻠﺔ ﻋﻠﻰ ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪم‬

•As a [customer], I want [shopping cart feature] so that [I can easily purchase items online].

•As an [manager], I want to [generate a report] so that [I can understand which departments need more resources].

•As a [customer], I want to [receive an SMS when the item is arrived] so that [I can go pick it up right away]

Sayed Mohsen
.[‫ أرﻳﺪ ]ﻣﻴﺰة ﺳﻠﺔ اﻟﺘﺴﻮق[ ﺣﺘﻰ ]ﻳﻤﻜﻨﻨﻲ ﺑﺴﻬﻮﻟﺔ ﺷﺮاء اﻟﻌﻨﺎﺻﺮ ﻋﺒﺮ اﻹﻧﺘﺮﻧﺖ‬، [‫ﺑﺼﻔﺘﻲ ]ﻋﻤﻴًﻼ‬
.[‫ أرﻳﺪ ]إﻧﺸﺎء ﺗﻘﺮﻳﺮ[ ﺑﺤﻴﺚ ]ﻳﻤﻜﻨﻨﻲ ﻓﻬﻢ اﻷﻗﺴﺎم اﻟﺘﻲ ﺗﺤﺘﺎج إﻟﻰ ﻣﺰﻳﺪ ﻣﻦ اﻟﻤﻮارد‬، [‫ﺑﺼﻔﺘﻲ ]ﻣﺪﻳًﺮا‬
[‫ ﻋﻨﺪ وﺻﻮل اﻟﻌﻨﺼﺮ ]ﺣﺘﻰ ]ﻳﻤﻜﻨﻨﻲ اﻟﺬﻫﺎب ﻻﺳﺘﻼﻣﻪ ﻋﻠﻰ اﻟﻔﻮر‬SMS ‫ أرﻳﺪ [ ﺗﻠﻘﻲ رﺳﺎﻟﺔ‬، [‫ﺑﺼﻔﺘﻲ ]ﻋﻤﻴًﻼ‬

BY: ElSayed Mohsen

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 ‫?‪How to Estimate a User Story‬‬
‫ﻧ ﻘ ﺎ ط اﻟ ﻘ ﺼ ﺔ‬ ‫ﻃ ﺮﻳﻘ ﺔ ﺗﻘ ﺪﻳﺮ ﻗ ﺼ ﺺ اﻟﻤ ﺴ ﺘﺨﺪم‬
‫‪Story Points:‬‬
‫ﻧ ﻘ ﺎ ط ا ﻟ ﻘ ﺼﺔ ﻫ ﻲ و ﺣ ﺪ ا ت ﻗ ﻴ ﺎ س ﻟ ﻠ ﺘ ﻌ ﺒ ﻴ ﺮ ﻋ ﻦ ا ﻟ ﺤ ﺠ ﻢ ا ﻟ ﻜ ﻠ ﻲ ﻟ ﻘ ﺼﺔ ا ﻟ ﻤ ﺴﺘ ﺨ ﺪ م و ا ﻟ ﺠ ﻬ ﻮ د ا ﻟ ﻤ ﺮ ﺗ ﺒ ﻄ ﺔ ﺑ ﻬ ﺎ ‪.‬‬
‫&&"‪>#(.:&2(,/#%&*."&7/,#%&(+&="*%7."="/#&+(.&"P2."%%,/0&#5‬‬
‫‪(-".*''&%,1"&(+&*&7%".&%#(.:&*/4&,#%&*%%(3,*#"4&"++(.#8‬‬
‫‪>#(.:&EQT‬‬

‫‪Sayed Mohsen‬‬
‫‪>#(.:&LQRS‬‬
‫&‪>#(.:&2(,/#%&%5(;&5(;&5*.4&,#&,%&#(&,=2'"="/#&*&7%".&%#(.:8‬‬
‫‪B5,%&3(7'4&4"2"/4&(/W‬‬ ‫ﺗﻮ ﺿ ﺢ ﻧ ﻘ ﺎط اﻟﻘ ﺼ ﺔ ﻣ ﺪ ى ﺻ ﻌ ﻮ ﺑﺔ ﺗﻨﻔ ﻴﺬ ﻗ ﺼ ﺔ اﻟﻤ ﺴ ﺘﺨ ﺪ م ‪.‬‬
‫ﻗ ﺪ ﻳ ﻌ ﺘﻤ ﺪ ﻫ ﺬ ا ﻋ ﻠﻰ ‪:‬‬ ‫‪>#(.:&DQU‬‬
‫‪• D(=2'"P,#:‬‬
‫• اﻟﺘﻌ ﻘ ﻴﺪ‬
‫‪• FP#"/#&(+&7/)/(;/%‬‬ ‫• اﻟﻤ ﺨ ﺎﻃ ﺮ‬
‫‪>#(.:&MQV‬‬
‫‪• F++(.# X&#,="8‬‬ ‫• اﻟﺠ ﻬ ﺪ و اﻟﻮ ﻗ ﺖ ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 Assigning Story Points

Size of the Story ‫ﺣ ﺠ ﻢ اﻟ ﻘ ﺼ ﺔ‬

B5"&%,1"&N*/4&5"/3"&#5"&%#(.:&2(,/#%&*%%,0/"4O&(+&*&%#(.:&4"2"/4%&(/&+*3#(.%G&%735&*%W

Sayed Mohsen ‫اﻟﺘﻌ ﻘ ﻴﺪ‬ ‫اﻟﻤ ﺠ ﻬ ﻮ د‬ ‫اﻟﻤ ﺨ ﺎﻃ ﺮ‬

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 Assigning Story Points

>=*''"%#&%#(.: >#(.:&EQT Relative Estimation

Sayed Mohsen
• >"'"3#&#5"&% =*''"%#&%#(.:&*/4&"%#,=*#"&,#&&
C"4,7=J%,1"4&%#(.: >#(.:&LQV #(&A"&;(.#5&(/"&%#(.:&2(,/#
• E&="4,7=J%,1"4&%#(.:&*/4&*%%,0/&,#&+,-"&&
%#(.:&2(,/#%
• E&'*.0"J%,1"4&%#(.:&*/4&*%%,0/&,#&#5,.#""/&&
!*.0"J%,1"4&%#(.: >#(.:&DQRS %#(.:&2(,/#%

BY: ElSayed Mohsen

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 Planning Poker
B5"&+(''(;,/0&%#"2%&*."&2".+(.="4&47.,/0&*&K'*//,/0&K()".&%"%%,(/W

F*35&="=A".&(+&#5"&& B5"&2.(473#&(;/".&."*4%&& F*35&#"*=&="=A".&&

#"*=&."3",-"%&*&4"3)&(+&& "*35&%#(.:&3*.4&*/4&& *%%"%%"%&#5"&"++(.#&+(.&&
3*.4%&/7=A"."4&@(.& */%;".%&#5"&#"*=$%&& #5"&%#(.:&*/4&%"'"3#%&*&&
"P*=2'"W&RGTGSGVGUGRS&G& 67"%#,(/%G&,+&*/:8 %#(.:&2(,/#&3*.4&A*%"4&&

Sayed Mohsen
*/4&RU8&B5,%&3*/&A"& (/&."'*#,-"&%,1,/08
"P#"/4"4&*%&."67,."4

E+#".&4,%37%%,(/G&#5"&& <+&#5"."&*."&(7#',".%G&& Y5"/&."67"%#"4&A:&#5"&&

#"*=&="=A".%&& #"*=&="=A".%&%5(7'4&& %3.7=&=*%#".G&"-".:(/"&&
.""%#,=*#"&7/#,'&*&& "P2'*,/&;5:&#5",.&& 5('4%&72&#5"&/7=A"."4&&
3(/%"/%7%&,%&."*35"48 "%#,=*#"%&*."&5,05&(.&& 3*.4&;,#5&#5",.&&
'(;8 "%#,=*#,(/&*#&#5"&%*="&&
#,="8

BY: ElSayed Mohsen

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 Planning Poker: Example
• B5"&2.(473#&(;/".&."*4%&*&7%".&%#(.:&*/4&+(7.&#"*=&="=A".%&2.(-,4"&#5",.&"%#,=*#"%&&
7%,/0&#5"&K'*//,/0&K()".&3*.4%
• E&%*=2'"&7%".&%#(.:&,%W&As an insurance agent, I want to create a quote that can be shared
with customers

• Z"/&35(%"&*/&"%#,=*#"&(+&SG&C,)"&35(%"&UG&F%#5".&&

Sayed Mohsen
35(%"&TG&*/4&C*.:&2,3)"4&V&,/&#5"&+,.%#&.(7/4&(+&#5"&&
"%#,=*#,(/
• B5":&35(%"&VG&VG&VG&*/4&U&."%2"3#,-"':&,/&#5"&%"3(/4&&
.(7/4
• E#&#5,%&2(,/#G&#5"&"%#,=*#"%&*."&3'(%"8
• B5"&2.(473#&(;/".&3*/&*%)&#5"&#"*=&,+&,#&;*/#%&#(&&
0(&;,#5&#5"&=*[(.,#:&+,07."G&+,-"G&(.&35((%"&#5"&=(."&&
3(/%".-*#,-"&(2#,(/G&",05#

BY: ElSayed Mohsen

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 How to Estimate a User Story?

Sayed Mohsen
BY: ElSayed Mohsen
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 Spike

>2,)"&,%&*&time-boxed period 4"%,0/*#"4&to reduce uncertainty A:&'"*./,/0&*A(7#&*&+"*#7."G&&

#"35/('(0:G&(.&2.(3"%%8&B5,%&5"'2%&#(&A"##".&"%#,=*#"&*/4&4"-"'(2&*/&723(=,/0&+"*#7."&(.&+,P 4"+"3#%8
‫ وﻳﺴﺎﻋﺪ ذﻟﻚ ﻋﻠﻰ ﺗﻘﺪﻳﺮ‬.‫ﻫﻲ ﻓﺘﺮة زﻣﻨﻴﺔ ﻣﺤﺪدة ﻟﺘﻘﻠﻴﻞ ﻋﺪم اﻟﻴﻘﻴﻦ ﻣﻦ ﺧﻼل اﻟﺘﻌﺮف ﻋﻠﻰ ﻣﻴﺰة أو ﺗﻘﻨﻴﺔ أو ﻋﻤﻠﻴﺔ‬Spike
. ‫اﻟﻤ ﻴﺰة اﻟﻘ ﺎد ﻣ ﺔ و ﺗﻄ ﻮ ﻳ ﺮﻫ ﺎ ﺑﺸ ﻜ ﻞ أﻓ ﻀ ﻞ أو إﺻ ﻼ ح اﻟﻌ ﻴﻮ ب‬

Product Backlog with Spike Stories

Sayed Mohsen Stories

Spike

BY: ElSayed Mohsen

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 Spike

C#+.0$%&$/#')4%&A$./-6#43$/%0D0 ‫ﺗﻘ ﻠ ﻴ ﻞ اﻟ ﻤ ﺨ ﺎ ﻃ ﺮ‬

B"-)+'$/#1)%/#$2%&%2*+$3%2#$*&'$#55-/3E$&-3$2-/#$3"*&$3,-$'*;0

Sayed Mohsen F>.+-/%&A$*&$*../-*4"

:&(#03%A*3%&A$*&$%00)#

!"#$03-/;$2*;$=#$3--$=%A$3-$=#$#03%2*3#'$*../-./%*3#+;$*&'$3"#$3#*2$2*;$)0#$*$0.%D#$
3-$*&*+;9#$3"#$%2.+%#'$=#"*(%-/$0-$3"#;$4*&$0.+%3$3"#$03-/;$%&3-$#03%2*=+#$.%#4#07

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 Velocity ‫ﺳ ﺮﻋﺔ اﻟﻔ ﺮﻳﻖ‬

ü The sum of the story point sizes for the features actually completed in this iteration, allows the team to plan its
next capacity more accurately by looking at its historical performance.
ü To predict future velocity, A simple average is all that is needed to calculate an estimated velocity based on
past performance

Sprint Velocity

Sayed Mohsen
1 15 Sum up the individual velocities and divide the result by the
2 20 number of sprints: (15 + 20 + 13 + 24) / 4 = 18

3 13
4 24

‫ ﻳ ﺴ ﻤ ﺢ ﻣ ﺠ ﻤ ﻮ ع أﺣ ﺠ ﺎ م ﻧ ﻘ ﺎط اﻟﻘ ﺼ ﺔ ﻟﻠﻤ ﻴﺰات اﻟﻤ ﻜ ﺘﻤ ﻠﺔ ﺑﺎ ﻟﻔ ﻌ ﻞ ﻓ ﻲ ﻫ ﺬ ا اﻟﺘﻜ ﺮار ﻟﻠﻔ ﺮﻳ ﻖ ﺑﺎ ﻟﺘ ﺨ ﻄ ﻴ ﻂ‬ü

. ‫ﻟﻠﺘ ﻜ ﺮار اﻟ ﺘﺎ ﻟ ﻲ ﺑﺸ ﻜ ﻞ أﻛ ﺜ ﺮ د ﻗ ﺔ ﻣ ﻦ ﺧ ﻼ ل اﻟ ﻨﻈ ﺮ إﻟ ﻰ أد اﺋ ﻪ ﻓ ﻲ اﻟ ﺘ ﻜ ﺮار اﻟ ﺴ ﺎ ﺑﻖ‬
.‫ اﻟﻤﺘﻮﺳﻂ اﻟﺒﺴﻴﻂ ﻫﻮ ﻛﻞ ﻣﺎ ﻫﻮ ﻣﻄﻠﻮب ﻟﺤﺴﺎب اﻟﺴﺮﻋﺔ ﻟﻠﺘﻜﺮار اﻟﺘﺎﻟﻰ ﺑﻨﺎًء ﻋﻠﻰ اﻷداء اﻟﺴﺎﺑﻖ‬ü

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 14. Grooming the

Sayed Mohsen
Backlog
‫ﺗﺮﺗﻴﺐ أوﻟﻮﻳﺎت ﺳﺠﻞ اﻷﻋﻤﺎل‬
‫ ﺗﺤﺴﻴﻦ ﺳﺠﻞ اﻷﻋﻤﺎل‬/
‫ﺗﻨﻘﻴﺢ ﺳﺠﻞ اﻷﻋﻤﺎل‬/

BY: ElSayed Mohsen

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 ‫ﺗﻨﻘ ﻴ ﺢ ﺳ ﺠ ﻞ اﻷ ﻋ ﻤ ﺎل‬ Backlog Refinement / grooming ‫ﺗﺤﺴ ﻴﻦ ﺳ ﺠﻞ اﻷ ﻋﻤﺎل‬

B5,%&=""#,/0&5"'2%&,/W

‫ﺣﺬف ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪم اﻟﺘﻲ‬

‫إﺿﺎﻓﺔ ﻗﺼﺺ ﻣﺴﺘﺨﺪم ﺟﺪﻳﺪة‬ ‫ﻟﻴﺲ ﻟﻬﺎ ﻋﻼﻗﺔ ﺑﺎﻟﻤﻨﺘﺞ‬

L(1,5&3'$ ")(#$$
B44&3'$3(7$")(#$$ ‫إﺿﺎﻓﺔ ﻣﻌﺎﻳﻴﺮ اﻟﻘﺒﻮل ﻟﻜﻞ ﻗﺼﺔ‬
)*,#&() )*,#&()$*%.*$.#($$ ‫ﻣﺴﺘﺨﺪم‬
&##(2(5.3*
Adding acceptance

Sayed Mohsen
criteria for upcoming
user stories.
PG&)*&3'$)*,#&()$ F+2&**&3'$Q.#'($
1.-6($#(+#&,#&*&=(4$ )*,#&()$&3*,$)1.22(#$
,#$#(1,5(48 ")(#$$)*,#&()

‫ﺗﺮﺗﻴﺐ أو إﻋﺎدة ﺗﺮﺗﻴﺐ أوﻟﻮﻳﺎت‬ ‫ﺗﺠﺰﺋﺔ ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪم اﻟﻰ‬

‫ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪم اﻟﺤﺎﻟﻴﺔ او ﺣﺬﻓﻬﺎ‬ ‫ﻗﺼﺺ ﺻﻐﻴﺮة‬

•A prioritized list of backlog items is produced during a backlog refinement meeting, which occurs before the sprint planning
meeting. The product owner then presents the updated backlog items during the sprint planning meeting.
backlog ‫ ﻳﻘﺪم ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﺑﻌﺪ ذﻟﻚ ﻋﻨﺎﺻﺮ‬.‫واﻟﺬي ﻳﺤﺪث ﻗﺒﻞ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ‬، ‫•ﻳﺘﻢ إﻧﺘﺎج ﻗﺎﺋﻤﺔ ﺑﺄوﻟﻮﻳﺎت اﻟﺒﻨﻮد ﺧﻼل اﺟﺘﻤﺎع ﺗﺮﺗﻴﺐ اﻻوﻟﻮﻳﺎت‬
. ‫ا ﻟﻤ ﺤ ﺪ ﺛ ﺔ أ ﺛ ﻨ ﺎ ء ا ﺟ ﺘ ﻤ ﺎ ع ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ‬
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 Backlog Grooming or Refinement: Example
‫ﺗﺮﺗﻴﺐ أوﻟﻮ ﻳﺎت ﺳ ﺠﻞ اﻷ ﻋﻤ ﺎل‬

Sayed Mohsen
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 ‫‪Sayed Mohsen‬‬
‫اﻟﻔﺮق ﺑﻴﻦ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار واﺟﺘﻤﺎع ﺗﺤﺴﻴﻦ ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ‬
‫واﺟﺘﻤﺎع ﺗﺤﺴﻴﻦ ﺳﺠﻞ اﻻﻋﻤﺎل‬ ‫اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار‬
‫ﻣﻦ ﺿﻤﻦ‬
‫اﺟﺘﻤﺎﻋﺎت اﺳﻜﺮم ؟‬

‫ﻣﺘﻰ ﻳﻘﺎم ؟‬ ‫ﻗﺒﻞ اﺟﺘﻤﺎع اﻟﺘﺨﻄﻴﻂ ﻟﻠﺘﻜﺮار‬ ‫ﻗﺒﻞ ﺑﺪاﻳﺔ اﻟﺘﻜﺮار‬

‫ﻣﻦ اﻟﺤﺎﺿﺮون ؟‬ ‫ﻛ ﻞ ا ﻟ ﻔﺮﻳ ﻖ‬ ‫ﻛ ﻞ ا ﻟ ﻔﺮﻳ ﻖ‬

‫ﻣﺎ ﻫﻮ اﻟﻐﺮض ؟‬ ‫وﺿﻊ ﻫﺪف اﻟﺘﻜﺮار وﺗﻘﺪﻳﺮ‬

‫ﺗﺮﺗﻴﺐ أوﻟﻮﻳﺎت ﺳﺠﻞ اﻷﻋﻤﺎل‬
‫اﻟﻤﻬﺎم‬

‫‪BY: ElSayed Mohsen‬‬

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 The Release Planning Meeting ‫اﺟ ﺘﻤ ﺎع اﻟﺘﺨ ﻄ ﻴ ﻂ ﻟ ﻺ ﺻ ﺪ ار‬

Ø Required at least once per project. . ‫ ا ﺟ ﺘ ﻤ ﺎ ع ﻣ ﺮ ة و ا ﺣ ﺪ ة ﻋ ﻠ ﻰ ا ﻷ ﻗ ﻞ ﻟﻜ ﻞ ﻣ ﺸ ﺮ و ع‬ü

Ø Team determines iteration length. . ‫ ﻳ ﺤ ﺪ د ا ﻟﻔ ﺮ ﻳ ﻖ ﻃ ﻮ ل ا ﻟﺘ ﻜ ﺮ ا ر‬ü

Ø Team estimates number of iterations & releases. . ‫ ﻳ ﻘ ﻮ م ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺘ ﻘ ﺪ ﻳ ﺮ ﻋ ﺪ د ا ﻟﺘ ﻜ ﺮ ا را ت و ا ﻹ ﺻ ﺪ ا را ت‬ü

Ø Team builds the product roadmap. . ‫ ﻳ ﻘ ﻮ م ا ﻟﻔ ﺮ ﻳ ﻖ ﺑ ﺒ ﻨ ﺎء ﺧ ﺎرﻃ ﺔ ﻃ ﺮ ﻳ ﻖ ا ﻟﻤ ﻨ ﺘ ﺞ‬ü

Sayed Mohsen
BY: ElSayed Mohsen
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15. Information Radiators

Sayed Mohsen‫ﺷﺎﺷﺎت اﻟﻤﻌﻠﻮﻣﺎت‬

BY: ElSayed Mohsen

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 ‫‪Information Radiators‬‬ ‫ﺷﺎﺷﺎت اﻟﻤﻌﻠﻮﻣﺎت‬

‫ﺷﺎﺷﺔ ﻣﺮﺋﻴﺔ وﻣﺎدﻳﺔ ﺗﻌﺮض ﻣﻌﻠﻮﻣﺎت ﻟﺒﺎﻗﻲ اﻟﻤﺆﺳﺴ ﺔ وﺗﺴﻤﺢ ﺑﻤﺸﺎرﻛﺔ اﻟﻤﻌﺮﻓﺔ ﺣﺘﻰ اﻟﻠﺤﻈﺔ دون اﻟﺤﺎﺟﺔ ٕاﻟﻰ إزﻋﺎج اﻟﻔﺮﻳﻖ‪.‬‬

‫‪1‬‬ ‫‪2‬‬
‫&"‪K.(*3#,-"':&=*/*0"&#5‬‬ ‫&‪K.(-,4"&#.*/%2*."/3:&(/‬‬
‫‪%#*)"5('4". "P2"3#*#,(/8‬‬ ‫‪;(.)&A",/0&2".+(.="48‬‬

‫‪Sayed Mohsen‬‬
‫إد ارة ﺗﻮ ﻗ ﻌ ﺎت اﻟﻤ ﻌ ﻨﻴﻴﻦ‬ ‫ﺗﻮ ﻓ ﻴﺮ اﻟﺸ ﻔ ﺎﻓ ﻴﺔ ﻓ ﻲ‬
‫ﺑﺸ ﻜ ﻞ اﺳ ﺘﺒﺎﻗ ﻲ‬ ‫اﻟﻌ ﻤ ﻞ اﻟﺬ ي ﻳ ﺘﻢ ﺗﻨﻔ ﻴﺬ ه ‪.‬‬

‫‪3‬‬
‫&‪K.(-,4"&#5"&#"*=$%&4*,':‬‬
‫&‪2.(0."%%G&;(.)&67*',#:G‬‬
‫‪,=2"4,="/#%G&*/4&.,%)%8‬‬

‫ﺗ ﻮ ﻓ ﻴ ﺮ ﻣ ﻌ ﻠﻮ ﻣ ﺎ ت ﺑﺎ ﻟ ﺘ ﻘ ﺪ م اﻟ ﻴ ﻮ ﻣ ﻲ‬
‫ﻟﻠﻔ ﺮﻳ ﻖ و ﺟ ﻮ د ة اﻟ ﻌ ﻤ ﻞ و اﻟ ﻌ ﻘ ﺒﺎ ت‬
‫و اﻟﻤ ﺨ ﺎﻃ ﺮ ‪.‬‬ ‫‪BY: ElSayed Mohsen‬‬
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 Information Radiators ‫ﺷ ﺎﺷ ﺎت اﻟﻤ ﻌ ﻠﻮ ﻣ ﺎت‬

>(="&(+&#5"&,/+(.=*#,(/&.*4,*#(.%&3(==(/':&7%"4&,/&*0,'"&2.(["3#%&*."W

L7./72&D5*.#% ‫ﻣ ﺨ ﻄ ﻂ اﻟﻤ ﻬ ﺎم اﻟﻤ ﻨﺠ ﺰة – ﻣ ﺨ ﻄ ﻂ اﻟﺤ ﺮق اﻟﺘﺼ ﺎﻋ ﺪ ي‬

L7./4(;/&D5*.#% ‫ﻣ ﺨ ﻄ ﻂ اﻟﻤ ﻬ ﺎم ﻏ ﻴﺮ اﻟﻤ ﻨﺠ ﺰة – ﻣ ﺨ ﻄ ﻂ اﻟﺤ ﺮق اﻟﺘﻨﺎ ز ﻟﻲ‬

Sayed Mohsen Z*/A*/&(.&B*%)&L (*.4%

<=2"4,="/#&!(0%
‫ﻟﻮ ﺣ ﺔ ﻛﺎﻧ ﺒﺎن‬

‫ﺳ ﺠ ﻞ اﻟﻌ ﻮ اﺋﻖ‬

What data should be included in the information radiator?

BY: ElSayed Mohsen
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 § A burndown chart is a simple tool that tracks a team’s work
progress against the amount of time remaining to complete the
§ A Burn Up Chart is a tool used to track how much
work. The chart shows the ideal rate of effort needed to reach work
work has been completed, and show the total
completion by a set date. Using a burndown chart helps you:
amount of work for a project or iteration.
ü Communicate progress
ü Track remaining work
§ When new work is added the total work line will
ü Plan for future events
clearly show the increase in scope and total work.
ü Reach work completion on time

Sayed Mohsen
BY: ElSayed Mohsen
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 ‫ﻣ ﺨ ﻄ ﻂ ا ﻟﻤ ﻬ ﺎم ﻏ ﻴ ﺮ ا ﻟﻤ ﻨ ﺠ ﺰ ة ﻫ ﻮ أ د ا ة ﺑ ﺴ ﻴ ﻄ ﺔ ﺗ ﺘ ﻌ ﻘ ﺐ ﺗ ﻘ ﺪ م ﻋ ﻤ ﻞ ا ﻟﻔ ﺮ ﻳ ﻖ ﻣ ﻘ ﺎ ﺑ ﻞ‬
‫ﻳﻌﺪ ﻣﺨﻄﻂ اﻟﻤﻬﺎم اﻟﻤﻨﺠﺰة أداة ُﺗﺴﺘﺨﺪم ﻟﺘﺘﺒﻊ ﻣﻘﺪار‬ ‫•‬ ‫ﻣ ﻘ ﺪ ا ر ا ﻟﻮ ﻗ ﺖ ا ﻟﻤ ﺘ ﺒ ﻘ ﻲ ﻹ ﻛ ﻤ ﺎ ل ا ﻟﻌ ﻤ ﻞ ‪ .‬ﻳ ﻮ ﺿ ﺢ ا ﻟﺮ ﺳ ﻢ ا ﻟﺒ ﻴ ﺎﻧﻲ ا ﻟﻤ ﻌ ﺪ ل ا ﻟﻤ ﺜ ﺎﻟﻲ‬
‫ا ﻟﻌ ﻤ ﻞ ا ﻟﺬ ي ﺗ ﻢ إ ﻧﺠ ﺎ ز ه ‪ ،‬و إ ﻇ ﻬ ﺎر ا ﻟﺤ ﺠ ﻢ ا ﻹ ﺟ ﻤ ﺎﻟﻲ ﻟﻠ ﻌ ﻤ ﻞ‬ ‫ﻟﻠ ﺠ ﻬ ﺪ ا ﻟﻼ ز م ﻟﻠ ﻮ ﺻ ﻮ ل إ ﻟﻰ ا ﻛ ﺘ ﻤ ﺎ ل ا ﻟﻌ ﻤ ﻞ ﻓ ﻲ ﺗ ﺎرﻳ ﺦ ﻣ ﺤ ﺪ د ‪.‬‬
‫ﻳ ﺴ ﺎ ﻋ ﺪ ك ا ﻟﻤ ﺨ ﻄ ﻂ ﻋ ﻠ ﻰ ‪:‬‬
‫ﻟﻤ ﺸ ﺮ و ع أ و ﺗ ﻜ ﺮ ا ر ‪.‬‬ ‫• ﺗ ﻮ ا ﺻ ﻞ ا ﻟﺘ ﻘ ﺪ م‬
‫ﻋﻨﺪ إﺿﺎﻓﺔ ﻋﻤﻞ ﺟﺪﻳﺪ ‪ ،‬ﺳُﻴﻈﻬﺮ ﺧﻂ اﻟﻌﻤﻞ اﻹﺟﻤﺎﻟﻲ‬ ‫•‬ ‫• ﺗ ﺘ ﺒ ﻊ ا ﻟﻌ ﻤ ﻞ ا ﻟﻤ ﺘ ﺒ ﻘ ﻲ‬
‫• ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ ﻟﻸ ﺣ ﺪ ا ث ا ﻟﻤ ﺴ ﺘ ﻘ ﺒ ﻠ ﻴ ﺔ‬
‫ﺑ ﻮ ﺿ ﻮ ح ا ﻟﺰ ﻳ ﺎد ة ﻓ ﻲ ا ﻟﻨ ﻄ ﺎق و ا ﻟﻌ ﻤ ﻞ ا ﻹ ﺟ ﻤ ﺎﻟﻲ ‪.‬‬ ‫• ا ﻟﻮ ﺻ ﻮ ل إ ﻟﻰ إ ﻧﺠ ﺎز ا ﻟﻌ ﻤ ﻞ ﻓ ﻲ ا ﻟﻮ ﻗ ﺖ ا ﻟﻤ ﺤ ﺪ د‬

‫‪Sayed Mohsen‬‬
‫‪BY: ElSayed Mohsen‬‬
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 Sayed Mohsen
BY: ElSayed Mohsen
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 Impediment Logs ‫ﺳ ﺠ ﻞ اﻟ ﻌ ﻮ اﺋﻖ‬

• B5"&#".=&,=2"4,="/# ."+".%&#(&*/:&+*3#(.&#5*#&
2."-"/#% #5"&#"*=&+.(=&*35,"-,/0&,#%&%2.,/#&0(*'8
Impediment Log
• The prime responsibility of scrum masters is to quickly
resolve the impediments. Identified In Progress Resolved

Sayed Mohsen
• These impediments are showcased through impediment
logs, to give an overall view of impediments that are
resolved and outstanding.

. ‫ﻳ ﺸ ﻴﺮ ﻣ ﺼ ﻄ ﻠ ﺢ ا ﻟ ﻌ ﺎ ﺋﻖ إ ﻟ ﻰ أ ي ﻋ ﺎ ﻣ ﻞ ﻳ ﻤ ﻨ ﻊ ا ﻟ ﻔ ﺮ ﻳ ﻖ ﻣ ﻦ ﺗﺤ ﻘ ﻴ ﻖ ﻫ ﺪ ف ا ﻟ ﺘ ﻜ ﺮ ا ر‬

. ‫ا ﻟ ﻤ ﺴ ﺆ و ﻟ ﻴ ﺔ ا ﻟ ﺮ ﺋﻴ ﺴ ﻴ ﺔ ﻟ ﺴ ﻜ ﺮ م ﻣ ﺴ ﺘﺮ ﻫ ﻲ ﺣ ﻞ ا ﻟ ﻤ ﻌ ﻮ ﻗ ﺎ ت ﺑ ﺴ ﺮ ﻋ ﺔ‬

‫ ﻹ ﻋ ﻄ ﺎ ء ﻧ ﻈ ﺮ ة ﺷ ﺎ ﻣ ﻠ ﺔ‬، ‫ﻳ ﺘﻢ ﻋ ﺮ ض ﻫ ﺬ ه ا ﻟ ﻌ ﻮ ا ﺋﻖ ﻣ ﻦ ﺧ ﻼ ل ﺳ ﺠ ﻼ ت ا ﻟ ﻌ ﻮ ا ﺋﻖ‬
. ‫ﻟ ﻠ ﻌ ﻮ ا ﺋ ﻖ ا ﻟ ﺘ ﻲ ﺗﻢ ﺣ ﻠ ﻬ ﺎ و ا ﻟ ﻤ ﻌ ﻠ ﻘ ﺔ‬

BY: ElSayed Mohsen

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 Sayed Mohsen
16. Servant Leadership
‫اﻟﻘ ﻴﺎ د ة اﻟ ﺨﺎ د ﻣ ﺔ‬

BY: ElSayed Mohsen

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 Servant Leadership Empowers the Team ‫اﻟﻘ ﻴﺎد ة اﻟﺨ ﺎد ﻣ ﺔ ﺗﻤ ّﻜ ﻦ اﻟﻔ ﺮﻳ ﻖ‬

• Agile approaches emphasize servant leadership as a way to empower teams.

• Servant leadership is the practice of leading through service to the team, by focusing on
addressing the needs of the team to enable the highest possible team performance.

‫ ( ﻋﻠﻰ اﻟﻘﻴﺎدة اﻟﺨﺎدﻣﺔ ﻛﻄﺮﻳﻘﺔ ﻟﺘﻤﻜﻴﻦ اﻟﻔﺮق‬Agile) ‫• ﺗٔﻮﻛﺪ اﻷﺳﺎﻟﻴﺐ اﻟﺮﺷﻴﻘﺔ‬

Sayed Mohsen
‫• اﻟﻘﻴﺎدة اﻟﺨﺎدﻣﺔ ﻫﻲ ﻣﻤﺎرﺳﺔ اﻟﻘﻴﺎدة ﻣﻦ ﺧﻼل ﺗﻘﺪﻳﻢ اﻟﺨﺪﻣﺔ ٕاﻟﻰ اﻟﻔﺮﻳﻖ ﻋﻦ ﻃﺮﻳﻖ اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬
.‫ﻓﻬﻢ وﺗﻠﺒﻴﺔ اﻻﺣﺘﻴﺎﺟﺎت وﺗﻄﻮﻳﺮ ٔاﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻟﺘﻤﻜﻴﻦ ٔاﻋﻠﻰ ٔاداء ﻣﻤﻜﻦ ﻟﻠﻔﺮﻳﻖ‬

BY: ElSayed Mohsen

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 Characteristics of Servant Leader ‫ﺧﺼ ﺎﺋﺺ اﻟﻘ ﺎﺋﺪ اﻟﺨﺎدم‬

!"#$%$&"&'())
&'"*+,-.
‫ﺗﺴﻬﻴﻞ اﻟﻌﻤﻞ‬
43"5%'()&'"*
‫اﻟﺠﻤﺎﻋﻲ‬ /'*,0'(
$3&'-"#&$,3 $*1'2$*'3&(
‫ﻳﻤﻜﻦ ﺗﻔﺎﻋﻞ‬ ‫إزاﻟﺔ اﻟﻌﻮاﺋﻖ‬
‫اﻟﻔﺮﻳﻖ‬

Sayed Mohsen
A servant
leader
9611,-&())
1-,:'#&)) ‫اﻟﻘﺎﺋﺪ اﻟﺨﺎدم‬ 43"5%'()"32))
*"3"7'*'3& '26#"&'(
‫ﻳﺪﻋﻢ إدارة‬ ‫اﻟﺘﻤﻜﻴﻦ واﻟﺘﻌﻠﻢ‬
‫اﻟﻤﺸﺮوع‬

8'%'5-"&'()) 43"5%'()"7$%'))
(6##'(('( 0"%6'(
‫ﻳﺤﺘﻔﻞ ﺑﺎﻟﻨﺠﺎﺣﺎت‬ ‫ﺗﻤﻜﻦ اﻟﻘﻴﻢ‬
‫اﻟﺮﺷﻴﻘﺔ‬
BY: ElSayed Mohsen
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 Servant Leaders Facilitate
When project managers act as servant leaders, the emphasis shifts from:

Sayed Mohsen
• Facilitators help everyone do their best thinking and work.
• Facilitators help the team create acceptable solutions.
• A facilitator encourages collaboration through interactive meetings, informal dialog, and knowledge sharing.

.‫ ﻳﺘﺤﻮل ﻣﺪراء اﻟﻤﺸﺮوع ﻣﻦ ﻛﻮﻧﻬﻢ ﻣﺮﻛﺰ اﻟﻤﺸﺮوع ٕاﻟﻰ ﺧﺪﻣﺔ اﻟﻔﺮﻳﻖ واﻹدارة‬، ‫وﻋﻨﺪ اﻟﻌﻤﻞ ﻋﻠﻰ ﻣﺸﺮوع رﺷﻴﻖ‬
‫ ﻣﻊ ﺗﻐﻴﻴﺮ ﺗٔﺎﻛﻴﺪﻫﻢ ٕاﻟﻰ ﺗﺪرﻳﺐ اﻷﺷﺨﺎص اﻟﺬﻳﻦ‬،‫ﻳﻌﻤﻞ ﻣﺪراء اﻟﻤﺸﺎرﻳﻊ ﻛﻘﺎدة ﺧﺎدﻣﻴﻦ‬Agile ‫ﻓﻲ ﺑﻴٔﻴﺔ اﻷﺳﻠﻮب اﻟﺮﺷﻴﻖ‬
.‫ وﺗﻌﺰﻳﺰ اﻟﺘﻌﺎون ﺑﺼﻮرة ٔاﻛﺒﺮ ﻓﻲ اﻟﻔﺮﻳﻖ واﻟﻌﻤﻞ ﻋﻠﻰ ﺗﻮاﻓﻖ اﺣﺘﻴﺎﺟﺎت اﻟﻤﻌﻨﻴﻴﻦ‬،‫ﻳﺮﻳﺪون اﻟﻤﺴﺎﻋﺪة‬
‫ ٔاي ﻋﻠﻰ اﻷﺷﺨﺎص اﻟﺬﻳﻦ‬:‫ ﻳﺸﺠﻊ ﻣﺪراء اﻟﻤﺸﺎرﻳﻊ ﺗﻮزﻳﻊ اﻟﻤﺴٔﻮوﻟﻴﺎت ﻋﻠﻰ اﻟﻔﺮﻳﻖ‬،‫وﺑﺼﻔﺘﻬﻢ ﻗﺎدة ﺧﺎدﻣﻴﻦ‬
.‫ﻟﺪﻳﻬﻢ ﻣﻌﺮﻓﺔ ﺑٔﺎداء اﻟﻌﻤﻞ‬

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 Primary Role of Servant Leader ‫اﻟﺪ ور اﻟﺮﺋﻴﺴ ﻲ ﻟﻠﻘ ﺎﺋﺪ اﻟﺨﺎدم‬

Summing up the PRIMARY role of a servant leader is to:

. ‫ﺣ ﻤ ﺎﻳ ﺔ اﻟﻔ ﺮﻳ ﻖ ﻣ ﻦ اﻻ ﻧ ﻘ ﻄ ﺎﻋ ﺎت‬
• Shield the team from interruptions.
. ‫إز اﻟﺔ ﻣ ﻌ ﻮ ﻗ ﺎت اﻟﺘﻘ ﺪ م‬
• Remove impediments to progress.

Sayed Mohsen
• Communicate and re-communicate the project vision. . ‫• اﻟ ﺘ ﻮ اﺻ ﻞ و إﻋ ﺎ د ة ﺗ ﻮ ﺻ ﻴ ﻞ رؤ ﻳ ﺔ اﻟﻤ ﺸ ﺮو ع‬

• Educate stakeholders around why and how to be agile. .‫• ﺗﻮﻋﻴﺔ اﻟﻤﻌﻨﻴﻴﻦ ﺣﻮل ﻟﻤﺎذا وﻛﻴﻒ ﺗﻜﻮن رﺷﻴًﻘﺎ‬
• Carry food and water.

BY: ElSayed Mohsen

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 “We lead teams by standing behind them”
Sayed Mohsen Servant Leader

BY: ElSayed Mohsen

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 ‫ﻣﻦ أﻫﻢ ﻣﻴﺰات اﻟﻌﻤﻞ ﺑﻤﻨﻬﺠﻴﺔ اﻷﺟﺎﻳﻞ ‪ Agile‬ﻫﻮ زﻳﺎدة‬

‫اﻟﻤﺮوﻧﺔ واﻻﻧﺘﺎﺟﻴﺔ واﻟﺸﻔﺎﻓﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ اﻟﻰ ﺗﺴﻠﻴﻢ‬

‫‪Sayed Mohsen‬‬ ‫ﻣﻨﺘﺠﺎت ﻋﺎﻟﻴﺔ اﻟﺠﻮدة ﻟﻠﻌﻤﻴﻞ‪ ،‬إﻧﺨﻔﺎض ﻛﺒﻴﺮ ﻓﻲ اﻟﻤﺨﺎﻃﺮ‪،‬‬

‫رﺿﻰ ﻟﻠﻌﻤﻴﻞ واﻟﻤﻌﻨﻴﻴﻦ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

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 PMP
Sayed Mohsen
Questions & Answers
Agile
‫اﻹدارة اﻟﺮﺷﻴﻘﺔ‬
BY: ELSayed Mohsen
BY: ElSayed Mohsen
PfMP,PgMP, PMP®, PBA, RMP® , SP®, ACP®, P3O
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 ‫‪G$&#,$'#(#+-.#/$"*0$6-%&#'$*&$*+/#*';$5-/2#'$<#(#+-.2#&3$!#*27$C#$%0$4-&03*&3+;$%&$4-&5+%43$,%3"$-3"#/$3#*2$‬‬
‫‪Q1‬‬ ‫‪2#2=#/0$*&'$3"#$#&(%/-&2#&3$%0$=#4-2%&A$"-03%+#7$:5$&#4#00*/;H$,"-$2)03$%'#&3%5;$3"#$./-=+#2$*&'$=#A%&$3"#$‬‬
‫‪/#0-+)3%-&$./-4#00I‬‬

‫‪B8‬‬ ‫‪9%($I#,4"0*$!73(#$&)$#()+,3)&62(:$)&30($%($0,3*#,2)$*%($@,6D)$#(*"#3$,3$&35()*1(3*8‬‬

‫‪>8‬‬ ‫‪9%($F0#"1$J.)*(#$&)$#()+,3)&62(:$)&30($%($1")*$#(1,5($&1+(4&1(3*)8‬‬

‫‪J7‬‬ ‫‪!"#$<#(#+-.2#&3$!#*2$%0$/#0.-&0%=+#H$=#%&A$*$0#+5K-/A*&%9#'$3#*2H$5*4%+%3*3#'$=;$3"#$B4/)2$?*03#/7‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪!"#$4-2.*&;$CL$%0$/#0.-&0%=+#H$=#%&A$%&$4"*/A#$-5 "%/%&A$*&'$5%/%&A7‬‬

‫اﻧﻀﻢ ﻣﻄﻮر ﺟﺪﻳﺪ إﻟﻰ ﻓﺮﻳﻖ ﺗﻄﻮﻳﺮ ﺗﻢ ﺗﺸﻜﻴﻠﻪ ﺑﺎﻟﻔﻌﻞ‪ .‬إﻧﻪ ﻓﻲ ﺻﺮاع داﺋﻢ ﻣﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ وأﺻﺒﺤﺖ اﻟﺒﻴﺌﺔ ﻣﻌﺎدﻳﺔ‪ .‬إذا ﻟﺰم‬
‫اﻷﻣﺮ ‪ ،‬ﻣﻦ اﻟﺬي ﻳﺠﺐ أن ﻳﺤﺪد اﻟﻤﺸﻜﻠﺔ وﻳﺒﺪأ ﻋﻤﻠﻴﺔ اﻟﺤﻞ؟‬
‫‪C‬‬ ‫ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻫﻮ اﻟﻤﺴﺆول ‪ ،‬ﻷﻧﻪ ﻳﺘﺤﻜﻢ ﻓﻲ ﻋﺎﺋﺪ اﻻﺳﺘﺜﻤﺎر ﻋﻠﻰ اﻟﻮﻇﻴﻔﺔ‪.‬‬ ‫أ‪-‬‬
‫ب‪ -‬اﺳﻜﺮم ﻣﺴﺘﺮ ﻣﺴﺆول ‪ ،‬ﻷﻧﻪ ﻳﺠﺐ ﻋﻠﻴﻪ إزاﻟﺔ اﻟﻌﻮاﺋﻖ‪.‬‬
‫ج ‪ -‬ﻳﻌﺘﺒﺮ ﻓﺮﻳﻖ اﻟﺘﻄﻮﻳﺮ ﻣﺴﺆوًﻻ ‪ ،‬ﻛﻮﻧﻪ ﻓﺮﻳﻖ ﻣﻨﻈﻢ ذاﺗًﻴﺎ ‪ ،‬ﻳﺘﻢ ﺗﺴﻬﻴﻠﻪ ﺑﻮاﺳﻄﺔ اﺳﻜﺮم ﻣﺴﺘﺮ ‪.‬‬
‫د ‪ -‬اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻠﺸﺮﻛﺔ ﻫﻲ اﻟﻤﺴﺆوﻟﺔ ﻋﻦ اﻟﺘﻮﻇﻴﻒ واﻟﻔﺼﻞ‪.‬‬
‫ج‬
‫‪BY: ElSayed Mohsen‬‬
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‫‪Q2‬‬ ‫‪D-;&-*,%)&+0-6$4&7%,7-+/%8,#5%&.%%,#)"+&=%&0%$4@&()4&;0AC‬‬
‫‪E8‬‬ ‫‪E#&#5"&"/4&(+&#5"&2.(["3#G&A"3*7%"&#5"&'"%%(/%&'"*./"4&=*:&A"&7%"4&(/&+7#7."&2.(["3#%8‬‬

‫‪L8‬‬ ‫&‪E#&#5"&"/4&(+&"*35&>2.,/#G&A"3*7%"&#5":&"/*A'"&#5"&M"-"'(2="/#&B"*=&#(&,/%2"3#&,#%&2.(3"%%"%G‬‬
‫‪*4*2#&#5"=&*/4&#5"."A:&3(/%#*/#':&,=2.(-"8‬‬

‫‪D8‬‬ ‫‪Y5"/"-".&#5"&M"-"'(2="/#&B"*=&3(/%,4".%&,#&/"3"%%*.:G&%,/3"&#5"&#"*=&,%&%"'+J(.0*/,1"48‬‬

‫‪Sayed Mohsen‬‬
‫‪M8‬‬ ‫‪<+&#5"&M"-"'(2="/#&B"*=&,%&4"',-".,/0G&."#.(%2"3#,-"&=""#,/0%&*."&/(#&/"3"%%*.:88‬‬

‫ﻛﻢ ﻣﺮه ﺗﻘ ﺎم اﻻ ﺟﺘﻤ ﺎﻋﺎت اﻟﺘﻘ ﻴﻴﻢ ﺑﺎﺛﺮ رﺟ ﻌ ﻰ وﻟﻤ ﺎذا ؟‬

‫ﻓ ﻲ ﻧﻬ ﺎﻳ ﺔ ا ﻟﻤ ﺸ ﺮ و ع ‪ ،‬ﻷ ﻧﻪ ﻳ ﻤ ﻜ ﻦ ا ﺳ ﺘ ﺨ ﺪ ا م ا ﻟﺪ رو س ا ﻟﻤ ﺴ ﺘ ﻔ ﺎد ة ﻓ ﻲ ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ا ﻟﻤ ﺴ ﺘ ﻘ ﺒ ﻠ ﻴ ﺔ ‪.‬‬ ‫أ‪-‬‬
‫‪B‬‬
‫ب ‪ -‬ﻓ ﻲ ﻧﻬ ﺎﻳ ﺔ ﻛ ﻞ ﺗ ﻜ ﺮ ا ر ‪ ،‬ﻷ ﻧﻬ ﺎ ﺗ ﻤ ﻜ ﻦ ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ ﻣ ﻦ ﻓ ﺤ ﺺ ا ﻟﻌ ﻤ ﻠ ﻴ ﺎت و ﺗ ﻜ ﻴ ﻴ ﻔ ﻬ ﺎ و ﺑ ﺎﻟﺘ ﺎﻟﻲ ﺗ ﺤ ﺴ ﻴ ﻨ ﻬ ﺎ ﺑ ﺎﺳ ﺘ ﻤ ﺮ ا ر ‪.‬‬
‫ج ‪ -‬ﻛﻠﻤﺎ رأى ﻓﺮﻳﻖ اﻟﺘﻄﻮﻳﺮ ذﻟﻚ ﺿﺮورًﻳﺎ ‪ ،‬ﻧﻈًﺮا ﻷن اﻟﻔﺮﻳﻖ ﻣﻨﻈﻢ ذاﺗًﻴﺎ‪.‬‬
‫د ‪ -‬ﻋ ﻨ ﺪ ﻣ ﺎ ﻳ ﻘ ﻮ م ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ ﺑ ﺎﻟﺘ ﺴ ﻠ ﻴ ﻢ ‪ ،‬ا ﻻ ﺟ ﺘ ﻤ ﺎﻋ ﺎت ا ﻟﺮ ﺟ ﻌ ﻴ ﺔ ﻏ ﻴ ﺮ ﺿ ﺮ و رﻳ ﺔ ‪.‬‬
‫ب‬
‫‪BY: ElSayed Mohsen‬‬
‫‪153‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪<)/%&A$3"#$B./%&3$M+*&&%&A$?##3%&AH$3"#$*2-)&3$-5$,-/D$&#4#00*/;$5-/$5)+5%++%&A$3"#$%3#20$/#1)#03#'$=;$3"#$‬‬
‫‪Q3‬‬ ‫‪M/-')43$N,&#/$0##20$A/#*3#/$3"*&$3"#$<#(#+-.2#&3$!#*2O0$4*.*4%3;7$P"%4"$*43%-&$2*D#0$2-/#$0#&0#I‬‬

‫‪G7‬‬ ‫‪!"#$M/-')43$N,&#/$'#2*&'0$3"*3$3"#$<#(#+-.2#&3$!#*2$,-/D$-(#/3%2#$6)03$5-/$3"%0$B./%&3H$./-(%'#'$3"%0$‬‬
‫‪'-#0&O3$"*..#&$*A*%&7‬‬

‫‪Q7‬‬ ‫‪!"#$<#(#+-.2#&3$!#*2$*&'$M/-')43$N,&#/$4-++*=-/*3#H$,%3"$*$(%#,$3-$/#2-(%&A$-/$2-'%5;%&A$%3#207‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪J*&4#+$3"#$B./%&37‬‬

‫‪<7‬‬ ‫‪:&4/#*0%&A$3"#$&)2=#/$-5$B./%&307‬‬

‫أﺛﻨﺎء اﺟ ﺘﻤ ﺎع ﺗﺨ ﻄ ﻴﻂ دو ر ة اﻟﺘﻄ ﻮ ﻳ ﺮ اﻟﻘ ﺼ ﻴﺮة ‪ ،‬ﻳ ﺒﺪ و أن ﺣ ﺠ ﻢ اﻟﻌ ﻤ ﻞ اﻟﻼ زم ﻟﻠﻮ ﻓ ﺎء ﺑ ﺎﻟﻌ ﻨﺎﺻ ﺮ اﻟﺘﻲ ﻳ ﻄ ﻠﺒﻬ ﺎ ﻣ ﺎﻟﻚ اﻟﻤ ﻨﺘﺞ‬
‫أﻛﺒﺮ ﻣ ﻦ ﻗ ﺪ رة ﻓ ﺮﻳ ﻖ اﻟﺘﻄ ﻮ ﻳ ﺮ ‪ .‬أي ﻋﻤ ﻞ أﻛﺜﺮ ﻣ ﻨﻄ ﻘ ﻴﺔ ؟‬
‫‪B‬‬
‫ﻳ ﻄ ﻠ ﺐ ﻣ ﺎ ﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ ﻣ ﻦ ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ ا ﻟﻌ ﻤ ﻞ ﻟﻮ ﻗ ﺖ إ ﺿ ﺎ ﻓ ﻲ ﻓ ﻘ ﻂ ﻟﻬ ﺬ ا ا ﻟﺘ ﻜ ﺮ ا ر ﺑ ﺸ ﺮ ط أ ﻻ ﻳ ﺤ ﺪ ث ذ ﻟﻚ ﻣ ﺮ ة أ ﺧ ﺮ ى ‪.‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻳ ﺘ ﻌ ﺎو ن ﻓ ﺮ ﻳ ﻖ ا ﻟﺘ ﻄ ﻮ ﻳ ﺮ و ﻣ ﺎﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ ﻟﻼ ز ا ﻟﺔ ا ﻟﻌ ﻨ ﺎﺻ ﺮ ا و ﺗ ﻌ ﺪ ﻳ ﻠ ﻬ ﺎ‬
‫ج ‪ -‬ا ﻟﻐ ﺎء ا ﻟﺘ ﻜ ﺮ ا ر‬
‫ب‬ ‫د ‪ -‬ز ﻳ ﺎد ة ﻋ ﺪ د اﻟﺘ ﻜ ﺮ ارات‬
‫‪BY: ElSayed Mohsen‬‬
‫‪154‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
‫‪Q4‬‬ ‫‪!"#$%&"'()$#"*+$,-$.(("/.0-)$0"$0&-$0-.1$23$.3$452(-$6*"7-/08‬‬
‫‪E8‬‬ ‫‪B5"&B"*=&!"*4".&N>3.7=&C*%#".O&%5(7'4&*''(3*#"&%2"3,+,3&#*%)%&#(&,/4,-,47*'%‬‬

‫‪L8‬‬ ‫‪B*%)%&%5(7'4&A"&.*/4(=':&*''(3*#"4&#(&#"*=&="=A".%G&7%,/0&K'*//,/0&K()".8‬‬

‫‪D8‬‬ ‫‪B"*=&="=A".%&%5(7'4&%"'+J%"'"3#&#*%)%&*22.(2.,*#"&#(&#5",.&%),''%8‬‬

‫‪Sayed Mohsen‬‬
‫‪M8‬‬ ‫‪B5"&=(%#&3(=2'"P&#*%)%&%5(7'4&A"&*''(3*#"4&A:&#5"&>3.7=&C*%#".8‬‬

‫ﻛﻴﻒ ﻳ ﺘﻢ ﺗﺨ ﺼ ﻴﺺ اﻻ ﻋ ﻤ ﺎل ﻋ ﻠﻰ اﻟﻔ ﺮﻳ ﻖ ﻓ ﻰ اﻟﻤ ﺸ ﺎر ﻳ ﻊ اﻟﺮﺷ ﻴﻘ ﺔ ؟‬

‫ﻳ ﺠ ﺐ ﻋ ﻠ ﻰ ﻗ ﺎﺋ ﺪ ا ﻟﻔ ﺮ ﻳ ﻖ ) ا ﺳ ﻜ ﺮ م ﻣ ﺴ ﺘ ﺮ ( ﺗ ﺨ ﺼ ﻴ ﺺ ﻣ ﻬ ﺎ م ﻣ ﺤ ﺪ د ة ﻟﻸ ﻓ ﺮ ا د‬ ‫أ‪-‬‬
‫‪C‬‬
‫ب ‪ -‬ﻳ ﺠ ﺐ ﺗ ﺨ ﺼ ﻴ ﺺ ا ﻟﻤ ﻬ ﺎم ﺑ ﺸ ﻜ ﻞ ﻋ ﺸ ﻮ ا ﺋ ﻲ ﻷ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ ‪ ،‬ﺑ ﺎﺳ ﺘ ﺨ ﺪ ا م ا ﻟﺘ ﺨ ﻄ ﻴ ﻂ ﺑ ﻮ ﻛ ﺮ‬
‫ج ‪ -‬ﻳ ﺠ ﺐ ﻋ ﻠ ﻰ أ ﻋ ﻀ ﺎء ا ﻟﻔ ﺮ ﻳ ﻖ أ ن ﻳ ﺨ ﺘ ﺎرو ا ﺑ ﺄﻧﻔ ﺴ ﻬ ﻢ ا ﻟﻤ ﻬ ﺎم ا ﻟﻤ ﻨ ﺎﺳ ﺒ ﺔ ﻟﻤ ﻬ ﺎرا ﺗ ﻬ ﻢ‬
‫د ‪ -‬ﻳﺠﺐ ﺗﺨﺼ ﻴﺺ اﻟﻤﻬﺎم اﻷﻛﺜﺮ ﺗﻌﻘﻴًﺪا ﻣﻦ ﻗﺒﻞ اﺳﻜﺮم ﻣﺴﺘﺮ‬
‫ج‬
‫‪BY: ElSayed Mohsen‬‬
‫‪155‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
‫‪Q5‬‬ ‫&‪?67#)"&(&/7-E%8,F+&,0#74&#,%7(,#-)@&(&/$())%4&(8,#5#,A&=%8-.%+&.-7%&8-./$%GB&H0%&;-7:‬‬
‫&)‪+0-6$4&=%&4%$#5%7%4&#)&,0%&+0-7,%+,&,#.%&/-++#=$%B&90(,&(//7-(80&+0-6$4&=%&6+%4&#‬‬
‫‪,0#+&+#,6(,#-)C‬‬
‫‪G7‬‬ ‫‪!"#$4/-00K5)&43%-&*+$3#*2$2#2=#/0$,-/D$3-A#3"#/$3-$4-2.+#3#$3"#$*43%(%3;7‬‬

‫‪Q7‬‬ ‫‪!"#$3#*2$0"-)+'$/#1)#03$0)..-/3$5/-2$#>3#/&*+$3#*2$2#2=#/07$‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪!"#$./-')43$-,&#/$0"-)+'$/#2-(#$3"#$4-2.+#>$*43%(%3%#0$5/-2$3"#$./-')43$=*4D+-A7‬‬

‫‪<7‬‬ ‫‪!"#$3#*2$2#2=#/$=/%&A0$B)=6#43$?*33#/$F>.#/3$RB?F0S$3-$"#+.$3"#27‬‬

‫أﺛﻨ ﺎء اﻟ ﺘ ﻜ ﺮار اﻟ ﺜ ﺎﻟ ﺚ ﻟ ﻤ ﺸ ﺮو ع ﻣ ﺎ ‪ ،‬ﻳ ﺼ ﺒ ﺢ اﻟ ﻨ ﺸ ﺎط اﻟ ﻤ ﺨ ﻄ ﻂ ﻟ ﻪ أﻛ ﺜ ﺮ ﺗﻌ ﻘ ﻴ ًﺪ ا‪ .‬ﻳ ﺠ ﺐ ﺗﺴ ﻠﻴ ﻢ اﻟ ﻌ ﻤ ﻞ ﻓ ﻲ أﻗ ﺼ ﺮ و ﻗ ﺖ‬

‫ﻣ ﻤ ﻜﻦ ‪ .‬ﻣ ﺎ ﻫ ﻮ اﻟﻨﻬ ﺞ اﻟﺬ ي ﻳ ﺠ ﺐ اﺳ ﺘﺨ ﺪ اﻣ ﻪ ﻓ ﻲ ﻫ ﺬ ه اﻟﺤ ﺎﻟﺔ ؟‬
‫‪A‬‬
‫ﻳﻌﻤﻞ أﻋﻀ ﺎء اﻟﻔﺮﻳﻖ ﻣﺘﻌﺪد اﻟﻮﻇﺎﺋﻒ ﻣًﻌﺎ ﻹﻛﻤﺎل اﻟﻨﺸﺎط‪.‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻳ ﺠ ﺐ أ ن ﻳ ﻄ ﻠ ﺐ ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﺪ ﻋ ﻢ ﻣ ﻦ ﻓ ﺮ ﻳ ﻖ ﺧ ﺎر ﺟ ﻰ ‪.‬‬
‫ج ‪ -‬ﻳ ﺠ ﺐ ﻋ ﻠ ﻰ ﻣ ﺎﻟﻚ ا ﻟﻤ ﻨ ﺘ ﺞ إ ز ا ﻟﺔ ا ﻷ ﻧﺸ ﻄ ﺔ ا ﻟﻤ ﻌ ﻘ ﺪ ة ﻣ ﻦ ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎل ا ﻟﻤ ﻨ ﺘ ﺞ ‪.‬‬
‫أ‬ ‫د ‪ -‬ﻳ ﺠ ﺐ ا ن ﻳ ﻄ ﻠ ﺐ ا ﻟﻔ ﺮ ﻳ ﻖ ا ﻟﻤ ﺴ ﺎ ﻋ ﺪ ه ﻣ ﻦ ﻗ ﺒ ﻞ ﺧ ﺒ ﺮ ا ء ﻣ ﺘ ﺨ ﺼ ﺼ ﻴ ﻦ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪156‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
‫‪Q6‬‬ ‫&‪I-6&(7%&;-7:#)"&-)&(&/7-E%8,&,0(,&#+&/(7,&-*&(&/7-"7(.B&!$$&,0%&/7-E%8,+&;#,0#)&,0#+‬‬
‫&‪/7-"7(.&(7%&=%#)"&.()("%4&#)&()&("#$%&;(AB&90(,&#+&(&"--4&,%80)#J6%&,-&"%,&,0%‬‬
‫‪/7-E%8,&,%(.+&($#")%4C‬‬
‫‪G7‬‬ ‫‪J-&')43$*$B4/)2$-5$B4/)207‬‬

‫‪Q7‬‬ ‫‪C-+'$-&#$'*%+;$03*&').$2##3%&A$5-/$*++$3"#$./-6#4307$‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪G00%A&$-&#$4)03-2#/$.-%&3$-5$4-&3*43$5-/$*++$./-6#4307‬‬

‫‪<7‬‬ ‫‪<#(#+-.$-&#$./-6#43$2*&*A#2#&3$.+*&7‬‬

‫أﻧ ﺖ ﺗﻌ ﻤ ﻞ ﻓ ﻲ ﻣ ﺸ ﺮو ع ﻳ ﻌ ﺪ ﺟ ﺰًءا ﻣ ﻦ ﺑﺮﻧ ﺎﻣ ﺞ ‪ .‬ﺗﺘ ﻢ إد ار ة ﺟ ﻤ ﻴ ﻊ اﻟ ﻤ ﺸ ﺎر ﻳ ﻊ ﺿ ﻤ ﻦ ﻫ ﺬ ا اﻟ ﺒ ﺮﻧ ﺎﻣ ﺞ ﺑ ﻄ ﺮﻳ ﻘ ﺔ ر ﺷ ﻴ ﻘ ﺔ ‪.‬‬

‫ﻣ ﺎ ﻫ ﻲ اﻟﻄ ﺮﻳ ﻘ ﺔ اﻟﺠ ﻴﺪ ة ﻟﺠ ﻌ ﻞ ﻓ ﺮق اﻟﻤ ﺸ ﺮو ع ﻣ ﺘﻮ اﻓ ﻘ ﺔ ؟‬
‫‪A‬‬
‫ﺗﻄﺒﻴﻖ اﺳﻜﺮم اﻟﺸﺎﻣﻠﺔ ‪Scrum of Scrum‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻋ ﻘ ﺪ ا ﺟ ﺘ ﻤ ﺎع و ا ﺣ ﺪ ﻳ ﻮ ﻣ ﻲ ﻟﺠ ﻤ ﻴ ﻊ ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ‪.‬‬
‫ج ‪ -‬ﻗ ﻢ ﺑ ﺘ ﻌ ﻴ ﻴ ﻦ ﻧﻘ ﻄ ﺔ ا ﺗ ﺼ ﺎل و ا ﺣ ﺪ ة ﻟﻠ ﻌ ﻤ ﻴ ﻞ ﻟﺠ ﻤ ﻴ ﻊ ا ﻟﻤ ﺸ ﺎرﻳ ﻊ ‪.‬‬
‫أ‬ ‫د ‪ -‬ﺗ ﻄ ﻮ ﻳ ﺮ ﺧ ﻄ ﺔ إ د ا رة ا ﻟﻤ ﺸ ﺮ و ع‬
‫‪BY: ElSayed Mohsen‬‬
‫‪157‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$D#;$4)03-2#/$03*D#"-+'#/$*0D0$3"#$./-6#43$3#*2$3-$%&4+)'#$&#,$3*0D0$%&$3"#$=*4D+-A$*&'$=#A%&$*&*+;9%&A$‬‬
‫‪Q7‬‬ ‫‪&#,$/#1)#0307$!"#$4)03-2#/$#>.#430$/#0)+30$*0$0--&$*0$.-00%=+#$*&'$./#00)/#0$3"#$3#*2$3-$*33#&'$‬‬
‫‪&-&4/%3%4*+$2##3%&A07$!"#$3#*2$%0$5/)03/*3#'$=;$3"%0$0%3)*3%-&7$C-,$0"-)+'$3"#$./-6#43$2*&*A#/$*../-*4"$‬‬
‫‪3"%0$0%3)*3%-&I‬‬

‫‪G7‬‬ ‫‪T&'#/03*&'$3"#$4)03-2#/O0$.#/0.#43%(#$*&'$./-(%'#$2#&3-/%&A$-&$*A%+#$2%&'0#30‬‬

‫‪Q7‬‬ ‫&*‪J*++$5-/$*&$%&3#/&*+$3#*2$/#3/-0.#43%(#$*&'$4/#*3#$*&$%2./-(#2#&3$*43%-&$.+‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪G0D$3"#$4)03-2#/$3-$,-/D$,%3"$3"#$./-')43$-,&#/$3-$./%-/%3%9#$*++$/#1)#030‬‬

‫‪<7‬‬ ‫‪P-/D$,%3"$3"#$3#*2$3-$/#4#%(#$4)03-2#/$'%/#43%-&0$*&'$%2./-(#$3"#$./-4#00‬‬

‫ﻳﻄﻠﺐ اﻟﻌﻤﻴﻞ ﻣﻦ ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﺗﻀﻤﻴﻦ ﻣﻬﺎم ﺟﺪﻳﺪة ﻓﻲ ﺳﺠﻞ أﻋﻤﺎل اﻟﻤﻨﺘﺞ واﻟﺒﺪء ﻓﻲ ﺗﺤﻠﻴﻞ اﻟﻄﻠﺒﺎت اﻟﺠﺪﻳﺪة‪ .‬ﻳﺘﻮﻗﻊ‬
‫اﻟﻌﻤﻴﻞ اﻟﻨﺘﺎﺋﺞ ﻓﻲ أﻗﺮب وﻗﺖ ﻣﻤﻜﻦ وﻳﻀﻐﻂ ﻋﻠﻰ اﻟﻔﺮﻳﻖ ﻟﺤﻀﻮر اﺟﺘﻤﺎﻋﺎت ﻏﻴﺮ ﻣﻬﻤﻪ‪ .‬اﻟﻔﺮﻳﻖ ﻣﺤﺒﻂ ﻣﻦ ﻫﺬا اﻟﻮﺿﻊ‪.‬‬
‫‪C‬‬ ‫ﻛﻴﻒ ﻳﺠﺐ أن ﻳﺘﻌﺎﻣﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻣﻊ ﻫﺬا اﻟﻤﻮﻗﻒ؟‬
‫ﻓ ﻬ ﻢ و ﺟ ﻬ ﺔ ﻧ ﻈ ﺮ ا ﻟ ﻌ ﻤ ﻴ ﻞ و ﺗﻘ ﺪ ﻳ ﻢ ا ﻟ ﺘ ﻮ ﺟ ﻴ ﻪ ﺑﺸ ﺄن ا ﻟ ﻌ ﻘ ﻠ ﻴ ﺎت ا ﻟ ﻤ ﺮ ﻧ ﺔ‬ ‫أ‪-‬‬
‫ب ‪ -‬ا ﺗﺼ ﻞ ﺑﺎﻟ ﻔ ﺮ ﻳ ﻖ ﻟ ﻌ ﻤ ﻞ ا ﺟ ﺘ ﻤ ﺎع ﺑﺄﺛﺮ ر ﺟ ﻌ ﻲ و إ ﻧ ﺸ ﺎء ﺧ ﻄ ﺔ ﻋ ﻤ ﻞ ﻟ ﻠ ﺘ ﺤ ﺴ ﻴ ﻦ‬
‫ج ‪ -‬اﻃ ﻠﺐ ﻣ ﻦ اﻟﻌ ﻤ ﻴ ﻞ اﻟﻌ ﻤ ﻞ ﻣ ﻊ ﻣ ﺎﻟﻚ اﻟﻤ ﻨ ﺘ ﺞ ﻟﺘ ﺤ ﺪ ﻳ ﺪ أو ﻟﻮ ﻳﺎت ﺟ ﻤ ﻴ ﻊ اﻟﻄ ﻠﺒ ﺎت‬
‫ج‬ ‫د ‪ -‬ا ﻋ ﻤ ﻞ ﻣ ﻊ ا ﻟﻔ ﺮ ﻳ ﻖ ﻟﺘ ﻠ ﻘ ﻲ ﺗﻮ ﺟ ﻴ ﻬ ﺎت ا ﻟ ﻌ ﻤ ﻼ ء و ﺗﺤ ﺴ ﻴ ﻦ ا ﻟ ﻌ ﻤ ﻠ ﻴ ﺔ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪158‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$./-6#43$2*&*A#/$%0$2*&*A%&A$*$";=/%'$./-6#437$<)/%&A$./-6#43$#>#4)3%-&H$3"#$./-6#43$2*&*A#/$,*0$‬‬
‫‪Q8‬‬ ‫‪%&5-/2#'$3"*3$-(#/$"*+5$-5$3"#$./-6#43$=)'A#3$,*0$/#*++-4*3#'$3-$*$./-6#43$3"*3$%0$"*&'+%&A$*&$#2#/A#&4;$‬‬
‫‪3"*3$/#4#&3+;$-44)//#'7$$P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-I$‬‬

‫‪G7‬‬ ‫‪?##3$,%3"$3"#$./-')43$-,&#/$3-$4-&5%/2$3"#$2%&%2)2$(%*=+#$./-')43R?UMS$-.3%-&7‬‬

‫‪Q7‬‬ ‫‪?##3$,%3"$3"#$./-6#43$3#*2$*&'$/#$./%-/%3%9#$3"#$=*4D+-A7‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫'‪?##3$,%3"$3"#$./-6#43$0.-&0-/$3-$#>.+*%&$3"*3$3"#$./-6#43$4*&$&-3$=#$4-2.+#3#'$*0$.+*&&#‬‬

‫‪<7‬‬ ‫‪?##3$,%3"$3"#$3#4"&%4*+$+#*'$3-$/#(%#,$3"#$0./%&3$.+*&7‬‬

‫ﻣﺪﻳﺮ ﻣﺸﺮوع ﻳﺪﻳﺮ ﻣﺸﺮوع ﻫﺠﻴﻦ ‪ .‬أﺛﻨﺎء ﺗﻨﻔﻴﺬ اﻟﻤﺸﺮوع ‪ ،‬ﺗﻢ إﺑﻼغ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أﻧﻪ ﺗﻤﺖ إﻋﺎدة ﺗﺨﺼﻴﺺ أﻛﺜﺮ ﻣﻦ ﻧﺼﻒ‬
‫ﻣﻴﺰاﻧﻴﺔ اﻟﻤﺸﺮوع ﻟﻤﺸﺮوع ﻳﺘﻌﺎﻣﻞ ﻣﻊ ﺣﺎﻟﺔ ﻃﻮارئ ﺣﺪﺛﺖ ﻣﺆﺧًﺮا‪ .‬ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫‪A‬‬ ‫ﻗﺎﺑﻞ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻟﺘﺄﻛﻴﺪ اﻟﺨﻴﺎر اﻷدﻧﻰ ﻟﻠﻤﻨﺘﺞ اﻟﻘﺎﺑﻞ ﻟﻠﺘﻄﺒﻴﻖ ) ‪( MVP‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ا ﻻ ﺟ ﺘ ﻤ ﺎع ﻣ ﻊ ﻓ ﺮ ﻳ ﻖ ا ﻟﻤ ﺸ ﺮ و ع و ﻋ ﺎد ة ﺗﺮ ﺗﻴ ﺐ أ و ﻟ ﻮ ﻳ ﺎت ﺳ ﺠ ﻞ ا ﻋ ﻤ ﻞ ا ﻟﻤ ﻨ ﺘ ﺞ ‪.‬‬
‫ج ‪ -‬اﻻ ﺟ ﺘ ﻤ ﺎع ر اﻋ ﻲ اﻟﻤ ﺸ ﺮ و ع ﻟﺘ ﻮ ﺿ ﻴ ﺢ أ ن اﻟﻤ ﺸ ﺮ و ع ﻻ ﻳ ﻤ ﻜ ﻦ أ ن ﻳ ﻜ ﺘ ﻤ ﻞ ﻛ ﻤ ﺎ ﻫ ﻮ ﻣ ﺨ ﻄ ﻂ ﻟﻪ‬

‫د ‪ -‬ﻣ ﻘ ﺎﺑﻠ ﺔ ا ﻟﻘ ﺎﺋﺪ ا ﻟﻔ ﻨ ﻲ ﻟﻤ ﺮ ا ﺟ ﻌ ﺔ ﺧ ﻄ ﺔ ا ﻟﺘ ﻜ ﺮ ا ر ‪.‬‬

‫أ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪159‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪<)/%&A$*$/#3/-0.#43%(#H$-&#$-5$3"#$3#*2$2#2=#/0$/#.-/30$3"*3$*$5)&43%-&*+$2*&*A#/$,*&30$3-$=#$%&(-+(#'$%&$‬‬
‫‪Q9‬‬ ‫‪3*0D$*++-4*3%-&7$P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-I‬‬

‫‪G7‬‬ ‫‪:&5-/2$3"#$5)&43%-&*+$2*&*A#/$3"*3$0#+5K-/A*&%9*3%-&$%&4+)'#0$3*0D$*++-4*3%-&7‬‬

‫‪Q7‬‬ ‫‪J-&5%/2$,%3"$3"#$3#*2$2#2=#/0$3"*3$3"#$5)&43%-&*+$2*&*A#/$%0$/#0.-&0%=+#$5-/$3"#$'#+%(#/;7‬‬

‫‪J7‬‬ ‫‪G0D$3"#$./-')43$-,&#/$3-$4+*/%5;$3"#$/-+#0$*&'$/#0.-&0%=%+%3%#0$-5$3"#$./-6#43$3#*27‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪%&5-/2$3"#$5)&43%-&*+$2*&*A#/$3"*3$3*0D$*++-4*3%-&$%0$3"#$/#0.-&0%=%+%3;$-5$3"#$./-')43$-,&#/7‬‬

‫ﺧﻼل اﺟﺘﻤﺎع اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة ‪ ،‬أﺑﻠﻎ أﺣﺪ أﻋﻀﺎء اﻟﻔﺮﻳﻖ أن ﻣﺪﻳًﺮا وﻇﻴﻔًﻴﺎ ﻳﺮﻳﺪ أن ﻳﺸﺎرك ﻓﻲ ﺗﺨﺼﻴﺺ اﻟﻤﻬﺎم‪.‬‬
‫ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫‪A‬‬ ‫أ ﺑﻠ ﻎ ا ﻟ ﻤ ﺪ ﻳ ﺮ ا ﻟ ﻮ ﻇ ﻴ ﻔ ﻲ أ ن ا ﻟ ﺘ ﻨ ﻈ ﻴ ﻢ ا ﻟ ﺬ ا ﺗﻲ ﻳ ﺘ ﻀ ﻤ ﻦ ﺗﺨ ﺼ ﻴ ﺺ ا ﻟ ﻤ ﻬ ﺎم ‪.‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ا ﻟ ﺘ ﺄﻛ ﻴ ﺪ ﻋ ﻠ ﻰ ا ﻟ ﻔ ﺮ ﻳ ﻖ أ ن ا ﻟ ﻤ ﺪ ﻳ ﺮ ا ﻟ ﻮ ﻇ ﻴ ﻔ ﻲ ﻫ ﻮ ا ﻟ ﻤ ﺴ ﺆ و ل ﻋ ﻦ ا ﻟ ﺘ ﺴ ﻠ ﻴ ﻢ ‪.‬‬
‫ج ‪ -‬ا ﻃ ﻠ ﺐ ﻣ ﻦ ﻣ ﺎﻟ ﻚ ا ﻟﻤ ﻨ ﺘ ﺞ ﺗﻮ ﺿ ﻴ ﺢ أ د و ا ر و ﻣ ﺴ ﺆ و ﻟ ﻴ ﺎت ﻓ ﺮ ﻳ ﻖ ا ﻟﻤ ﺸ ﺮ و ع ‪.‬‬

‫د ‪ -‬إ ﺑﻼ غ ا ﻟ ﻤ ﺪ ﻳ ﺮ ا ﻟ ﻮ ﻇ ﻴ ﻔ ﻲ ﺑﺄن ﺗﺨ ﺼ ﻴ ﺺ ا ﻟ ﻤ ﻬ ﺎم ﻫ ﻮ ﻣ ﺴ ﺆ و ﻟ ﻴ ﺔ ﻣ ﺎﻟ ﻚ ا ﻟ ﻤ ﻨ ﺘ ﺞ ‪.‬‬

‫أ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪160‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$./-6#43$2*&*A#/$/#*+%9#0$3"*3$3"#$3#*2$2#2=#/0$*/#$&#,$3-$3"#$";=/%'$*../-*4"$*&'$'-$&-3$(*+)#$‬‬
‫‪Q10‬‬ ‫‪03*&').$2##3%&A07$!#*2$2#2=#/0$-53#&$*//%(#$+*3#$-/$0D%.$3"#$2##3%&A0$*+3-A#3"#/7$C-,$0"-)+'$3"#$‬‬
‫‪./-6#43$2*&*A#/$%2./-(#$3"%0$0%3)*3%-&$,%3"$3"#$./-6#43$3#*2I‬‬

‫‪G7‬‬ ‫‪B#&'$*$'*%+;$/#3/-0.#43%(#$/#.-/3$3-$*++$3#*2$2#2=#/0$%&03#*'$-5$"-+'%&A$03*&').$2##3%&A07‬‬

‫‪Q7‬‬ ‫‪:&4+)'#$*$'*%+;$=/*%&03-/2%&A$0#00%-&$:&$3"#$03*&').$2##3%&A0$3-$/#0-+(#$.#&'%&A$:00)#07‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪F&A*A#$3"#$./-6#43$3#*2$:&$%2.+#2#&3%&A$*&'$:2./-(%&A$D#;$*0.#430$-5$3"#$03*&').$2##3%&A07‬‬

‫‪<7‬‬ ‫‪G0D$3"#$./-')43$-,&#/$3-$/#2-(#$3#*2$2#2=#/0$,"-$'-$&-3$4-2.+;$,%3"$03*&').$2##3%&A$/)+#07‬‬

‫ﻳ ﺪ ر ك ﻣ ﺪ ﻳ ﺮ اﻟ ﻤ ﺸ ﺮو ع أن أﻋ ﻀ ﺎء اﻟ ﻔ ﺮﻳ ﻖ ﺟ ﺪ د ﻓ ﻲ اﻟ ﻨ ﻬ ﺞ اﻟ ﻬ ﺠ ﻴ ﻦ و ﻻ ﻳ ﻘ ﺪ ر و ن اﻻ ﺟ ﺘ ﻤ ﺎﻋ ﺎت اﻟ ﻴ ﻮ ﻣ ﻴ ﺔ ‪ .‬ﻏ ﺎﻟ ًﺒ ﺎ ﻣ ﺎ ﻳ ﺼ ﻞ‬
‫أﻋ ﻀ ﺎء اﻟ ﻔ ﺮﻳ ﻖ ﻣ ﺘ ﺄ ﺧ ًﺮا أو ﻳ ﺘ ﺨ ﻄ ﻮ ن اﻻ ﺟ ﺘ ﻤ ﺎﻋ ﺎت ﺗﻤ ﺎًﻣ ﺎ‪.‬‬
‫ﻛﻴﻒ ﻳ ﺠ ﺐ ﻋﻠﻰ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﺗﺤ ﺴ ﻴﻦ ﻫ ﺬ ا اﻟﻮ ﺿ ﻊ ﻣ ﻊ ﻓ ﺮﻳ ﻖ اﻟﻤ ﺸ ﺮو ع ؟‬
‫‪C‬‬
‫ارﺳﺎل ﺗﻘﺮﻳًﺮا ﺑﺎﺟﺘﻤﺎع اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة ﻳﻮﻣًﻴﺎ إﻟﻰ ﺟﻤﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﺑﺪًﻻ ﻣﻦ ﻋﻘﺪ اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ‬ ‫أ‪-‬‬
‫ب‪ -‬ﺗﻀﻤﻴﻦ ﺟﻠﺴﺔ ﻋﺼﻒ ذﻫﻨﻲ ﻳﻮﻣﻴﺔ ﻓﻲ اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ ﻟﺤﻞ اﻟﻤﺸﻜﻼت اﻟﻤﻌﻠﻘﺔ‪.‬‬
‫ج ‪ -‬إﺷﺮاك ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻓﻲ ﺗﻨﻔﻴﺬ وﺗﺤﺴﻴﻦ اﻟﺠﻮاﻧﺐ اﻟﺮﺋﻴﺴﻴﺔ ﻟﻼﺟﺘﻤﺎﻋﺎت اﻟﻴﻮﻣﻴﺔ‪.‬‬

‫ج‬ ‫د ‪ -‬ﻳﻄﻠﺐ ﻣﻦ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ إزاﻟﺔ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻟﺬﻳﻦ ﻻ ﻳﻤﺘﺜﻠﻮن ﻟﻘﻮاﻋﺪ اﺟﺘﻤﺎع اﻟﻮﻗﻮف‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

‫‪161‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪:&$*&$*A%+#$3#*2H$0-2#$-5$3"#$3#*2$2#2=#/0$*/#$4-2%&A$5-/,*/'$3-$*0D$5-/$2-/#$*)3-&-2;$-&$3"#$./-6#437$‬‬
‫‪Q11‬‬ ‫‪P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-$%&$3"%0$0%3)*3%-&I‬‬

‫‪G7‬‬ ‫‪<%04-)/*A#$3"%0$/#1)#03H$*0$%3$%0$5-/$3"#$2*&*A#2#&3$3#*27‬‬

‫‪Q7‬‬ ‫‪F&4-)/*A#$3"#$3#*2$+#*'$3-$2*D#$'#4%0%-&07‬‬

‫‪J7‬‬ ‫‪<%04-)/*A#$3"#2$*0$4-&5+%430$2*;$=#$4/#*3#'7‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪F&4-)/*A#$3"#$3#*2$2#2=#/0$3-$2*D#$'#4%0%-&07‬‬

‫ﻳ ﻄ ﺎﻟﺐ ﺑ ﻌ ﺾ أﻋ ﻀ ﺎء اﻟﻔ ﺮﻳ ﻖ اﻟﺬ ي ﻳ ﺴ ﺘﺨ ﺪ م اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴﻖ اﺟ ﺎﻳ ﻞ ﺑﻤ ﺰﻳ ﺪ ﻣ ﻦ اﻻ ﺳ ﺘﻘ ﻼ ﻟﻴﺔ ﻓ ﻲ اﻟﻤ ﺸ ﺮو ع ‪.‬‬

‫ﻣ ﺎذا ﻳ ﺠ ﺐ أن ﻳ ﻔ ﻌ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﻓ ﻲ ﻫ ﺬ ه اﻟﺤ ﺎﻟﺔ ؟‬
‫ﻋﺪم اﻟﺘﺸﺠﻴﻊ ﻋﻠﻰ ﻫﺬا اﻟﻄﻠﺐ ﻧﻈﺮا اﻟﻰ ان ﻫﺬا اﻻﻣﺮ ﻣﻦ اﺧﺘﺼﺎص ﻓﺮﻳﻖ اﻻدارة‬ ‫أ‪-‬‬
‫‪D‬‬
‫ب‪ -‬ﺗﺸﺠﻴﻊ ﻗﺎﺋﺪ اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﺗﺨﺎذ اﻟﻘﺮارات‬
‫ج ‪ -‬ﻋﺪم اﻟﺘﺸﺠﻴﻊ ﻋﻠﻰ ذﻟﻚ ﻷﻧﻪ ﻗﺪ ﺗﻨﺸﺄ ﻧﺰاﻋﺎت‬

‫د ‪ -‬ﺗﺸﺠﻴﻊ أﻋﻀﺎء اﻟﻔﺮﻳﻖ ﻋﻠﻰ اﺗﺨﺎذ اﻟﻘﺮارات‬

‫د‬
‫‪BY: ElSayed Mohsen‬‬
‫‪162‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$4)03-2#/$/#(%#,#'$3"#$.+*&$5-/$*$./-6#43$,%3"$"%A"$)&4#/3*%&3;7$!"#$4)03-2#/$#>./#00#'$4-&4#/&#'$‬‬
‫‪Q12‬‬ ‫‪*=-)3$3"#$,-/D$/#1)%/%&A$BN$2*&;$%3#/*3%-&0$,%3"$*$/%0D$-5$&-3$/#*4"%&A$3"#$2*&'*3-/;$'#+%(#/;$'*3#7$P"%4"$‬‬
‫‪*../-*4"$0"-)+'$3"#$./-6#43$2*&*A#/$)0#$%&$3"%0$0%3)*3%-&I‬‬

‫‪G7‬‬ ‫"‪GA%+#$*../-*4‬‬

‫‪Q7‬‬ ‫"‪V*&=*&$*../-*4‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫"‪C;=/%'$*../-*4‬‬

‫‪<7‬‬ ‫"‪M/#'%43%(#$*../-*4‬‬

‫ﻗ ﺎم اﻟﻌ ﻤ ﻴﻞ ﺑﻤ ﺮاﺟ ﻌ ﺔ ﺧ ﻄ ﺔ اﻟﻤ ﺸ ﺮو ع اﻟﺬ ى ﺑﻪ در ﺟ ﺔ ﻋ ﺎﻟﻴﺔ ﻣ ﻦ ﻋ ﺪ م اﻟﻴﻘ ﻴﻦ ‪ .‬أﻋ ﺮب اﻟﻌ ﻤ ﻴﻞ ﻋ ﻦ ﻗ ﻠﻘ ﻪ ﺑﺸ ﺄن اﻟﻌ ﻤ ﻞ‬

‫اﻟﺬ ي ﻳ ﺘﻄ ﻠﺐ اﻟﻜ ﺜﻴﺮ ﻣ ﻦ اﻟﺘﻜﺮار ات ﻣ ﻊ ﺧ ﻄ ﺮ ﻋ ﺪ م اﻟﻮ ﺻ ﻮ ل إﻟﻰ ﺗﺎر ﻳ ﺦ اﻟﺘﺴ ﻠﻴﻢ اﻹ ﻟﺰاﻣ ﻲ ‪.‬‬
‫ﻣ ﺎ ﻫ ﻮ اﻟﻨﻬ ﺞ اﻟﺬ ي ﻳ ﺠ ﺐ أن ﻳ ﺴ ﺘﺨ ﺪ ﻣ ﻪ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﻓ ﻲ ﻫ ﺬ ه اﻟﺤ ﺎﻟﺔ ؟‬
‫‪C‬‬
‫اﻟﻨﻬﺞ اﻟﺮﺷﻴﻖ‬ ‫أ‪-‬‬
‫ب‪ -‬ﻧﻬﺞ ﻛﺎﻧﺒﺎن‬
‫ج ‪ -‬اﻟﻨﻬﺞ اﻟﻬﺠﻴﻦ‬

‫ج‬ ‫د ‪ -‬اﻟﻨﻬﺞ اﻟﺘﻘﻠﻴﺪى‬

‫‪BY: ElSayed Mohsen‬‬

‫‪163‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪<)/%&A$'*%+;$3#*2$03*&').$2##3%&A0H$3#*2$2#2=#/0$4-&03*&3+;$*0D$*=-)3$,"%4"$3*0D0$3"#;$0"-)+'$5-4)0$‬‬
‫‪Q13‬‬ ‫‪-&$5%/037$C-,$0"-)+'$3"#$./-6#43$2*&*A#/$#&0)/#$3"#$3#*2$%0$5)++;$./-')43%(#I‬‬

‫‪G7‬‬ ‫‪L#(%#,$3"#$./-6#43$=*4D+-A$')/%&A$3"#$3#*2O0$03*&').$2##3%&A7‬‬

‫‪Q7‬‬ ‫‪P-/D$,%3"$3"#$./-')43$-,&#/$3-$#&0)/#$3"#$./-6#43$=*4D+-A$%0$./%-/%3%9#'7‬‬

‫‪J7‬‬ ‫‪F&0)/#$3#*2$2#2=#/0$*/#$,-/D%&A$*44-/'%&A$3-$3"#$./-6#43$.+*&7‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪F&4-)/*A#$./-6#43$3#*2$2#2=#/0$3-$./%-/%3%9#$3"#$./-')43$=*4D+-A7‬‬

‫اﺛ ﻨ ﺎء اﻻ ﺟ ﺘ ﻤ ﺎﻋ ﺎت اﻟ ﻴ ﻮ ﻣ ﻴ ﺔ ﻟ ﻠ ﻔ ﺮ ﻳ ﻖ ‪ ،‬ﻳ ﺴ ﺄ ل أﻋ ﻀ ﺎء اﻟ ﻔ ﺮ ﻳ ﻖ ﺑﺎﺳ ﺘ ﻤ ﺮ ار ﻋ ﻦ اﻟ ﻤ ﻬ ﺎم اﻟ ﺘ ﻲ ﻳ ﻨ ﺒ ﻐ ﻲ اﻟ ﺘ ﺮ ﻛ ﻴ ﺰ ﻋ ﻠﻴ ﻬ ﺎ أو ﻻ ‪.‬‬

‫ﻛﻴﻒ ﻳ ﻨﺒﻐ ﻲ ﻟﻤ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع اﻟﺘﺄﻛﺪ ﻣ ﻦ أن اﻟﻔ ﺮﻳ ﻖ ﻣ ﻨﺘﺞ ﺑﺎﻟﻜﺎﻣ ﻞ ؟‬
‫ﻣﺮاﺟﻌﺔ ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ اﺛﻨﺎء اﻻﺟﺘﻤﺎﻋﺎت اﻟﻴﻮﻣﻴﺔ‬ ‫أ‪-‬‬
‫‪B‬‬
‫ب‪ -‬اﻟﻌﻤﻞ ﻣﻊ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻟﻀﻤﺎن إﻋﻄﺎء اﻷوﻟﻮﻳﺔ ﻟﺴﺠﻞ اﻋﻤﺎل اﻟﻤﺸﺮوع‬
‫ج ‪ -‬اﻟﺘﺄﻛﺪ ﻣﻦ ﻋﻤﻞ أﻋﻀﺎء اﻟﻔﺮﻳﻖ وﻓﻘﺎ ﻟﺨﻄﺔ اﻟﻤﺸﺮوع‬

‫د ‪ -‬ﺗﺸﺠﻴﻊ أﻋﻀﺎء ﻓﺮﻳﻖ اﻟﻤﺸﺮوع ﻋﻠﻰ إﻋﻄﺎء اﻷوﻟﻮﻳﺔ ﻟﺴﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ‬

‫ب‬
‫‪BY: ElSayed Mohsen‬‬
‫‪164‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$4-2.*&;$"*0$03*/3#'$'#(#+-.%&A$*$&#,$./-')437$<)/%&A$#>#4)3%-&H$3"#$./-6#43$3#*2$&-3%4#0$3"*3$*&-3"#/$‬‬
‫‪Q14‬‬ ‫‪4-2.#3%3-/$"*0$+*)&4"#'$*$./-')43$,%3"$(#/;$0%2%+*/$5)&43%-&*+%3%#0$*&'$*$4"#*.#/$2*/D#3$./%4#7‬‬
‫‪P"*3$0"-)+'$"*(#$=##&$'-&#$'%55#/#&3+;$3-$*(-%'$3"%0$04#&*/%-I‬‬

‫‪G7‬‬ ‫‪G&$%3#/*3%(#$+%5#$4;4+#$*../-*4"$0"-)+'$"*(#$=##&$*'-.3#'7‬‬

‫‪Q7‬‬ ‫‪!"#$V*&=*&$2#3"-'$0"-)+'$"*(#$=##&$)3%+%9#'$3-$-.3%2%9#$3"#$,-/D$%&$./-A/#00$RP:MS7‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫'‪?-/#$=*4D+-A$/#5%&#2#&3$2##3%&A0$0"-)+'$"*(#$=##&$04"#')+#‬‬

‫‪<7‬‬ ‫‪G$2%&%2)2$(%*=+#$./-')43$R?UMS$0"-)+'$"*(#$=##&$/#+#*0#'$3-$A#3$5##'=*4D$5/-2$3"#$2*/D#37‬‬

‫ﺴ ﺎ آﺧ ﺮ ﻗ ﺪ أﻃ ﻠﻖ ﻣ ﻨ ﺘ ًﺠ ﺎ‬
‫ﺑ ﺪ أت ﺷ ﺮﻛﺔ ﻓ ﻲ ﺗﻄ ﻮ ﻳ ﺮ ﻣ ﻨﺘﺞ ﺟ ﺪ ﻳ ﺪ ‪ .‬أﺛﻨﺎء اﻟﺘﻨﻔ ﻴﺬ ‪ ،‬ﻻ ﺣ ﻆ ﻓ ﺮﻳ ﻖ اﻟﻤ ﺸ ﺮو ع أن ﻣ ﻨﺎﻓ ً‬
‫ﺑ ﻮ ﻇ ﺎﺋﻒ ﻣ ﺘ ﺸ ﺎﺑ ﻬ ﺔ ﺟ ًﺪ ا و ﺳ ﻌ ﺮ أر ﺧ ﺺ ‪.‬‬
‫ﻣ ﺎ اﻟﺬ ي ﻛﺎن ﻳ ﺠ ﺐ ﻓ ﻌ ﻠﻪ ﺑ ﺸ ﻜﻞ ﻣ ﺨ ﺘﻠﻒ ﻟﺘﺠ ﻨﺐ ﻫ ﺬ ا اﻟﺴ ﻴﻨﺎرﻳ ﻮ ؟‬
‫‪D‬‬
‫ﻛﺎن ﻳﺠﺐ اﻋﺘﻤﺎد ﻧﻬﺞ دورة اﻟﺤﻴﺎة اﻟﺘﻜﺮارﻳﺔ‪.‬‬ ‫أ‪-‬‬
‫ب‪ -‬ﻛﺎن ﻳﺠﺐ اﺳﺘﺨﺪام ﻃﺮﻳﻘﺔ ﻛﺎﻧﺒﺎن ﻟﺘﺤﺴﻴﻦ اﻟﻌﻤﻞ اﻟﺠﺎري ‪( WIP).‬‬
‫ج ‪ -‬ﻛﺎن ﻳﺠﺐ ﺟﺪوﻟﺔ اﻟﻤﺰﻳﺪ ﻣﻦ اﺟﺘﻤﺎﻋﺎت ﺗﺮﺗﻴﺐ اوﻟﻮﻳﺎت ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ‬

‫د‬ ‫د ‪ -‬ﻛﺎن ﻳﺠﺐ إﺻﺪار اﻟﺤﺪ اﻷدﻧﻰ ﻣﻦ اﻟﻤﻨﺘﺞ اﻟﻘﺎﺑﻞ ﻟﻠﺘﻄﺒﻴﻖ )‪ ( MVP‬ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﺗﻌﻠﻴﻘﺎت ﻣﻦ اﻟﺴﻮق‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

‫‪165‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$./-6#43$%0$-&$%30$5-)/3"$%3#/*3%-&$-)3$-5$0%>7$<)/%&A$%3#/*3%-&$.+*&&%&AH$*$3#*2$2#2=#/$%&5-/20$3"#$./-6#43$‬‬
‫‪Q15‬‬ ‫‪2*&*A#/$3"*3$3"#%/$4-2.)3#/$%0$&-3$,-/D%&A7$P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-$&#>3I‬‬

‫‪G7‬‬ ‫‪W*4%+%3*3#$*$./%-/%3;$/#0-+)3%-&$-5$3"#$%00)#$,%3"$3"#$:!$'#.*/32#&37‬‬

‫‪Q7‬‬ ‫‪T.'*3#$3"#$%00)#$+-A$*&'$#04*+*3#$3"#$./-=+#2$3-$3"#$./-')43$-,&#/7‬‬

‫‪J7‬‬ ‫‪B)AA#03$3"*3$3"#$3#*2$2#2=#/$4-&3*43$3"#$:!$'#.*/32#&37‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪G0D$3"#$-3"#/$3#*2$2#2=#/0$3-$03#.$%&$*&'$'-$3"#$,-/D7‬‬

‫ﻣ ﺸ ﺮو ع ﻓ ﻲ ﺗﻜﺮار ه اﻟﺮاﺑ ﻊ ﻣ ﻦ أﺻ ﻞ ﺳ ﺘﺔ ‪ .‬أﺛﻨﺎء ﺗﺨ ﻄ ﻴﻂ اﻟﺘﻜﺮار ‪ ،‬ﻳ ﻘ ﻮ م أﺣ ﺪ أﻋ ﻀ ﺎء اﻟﻔ ﺮﻳ ﻖ ﺑ ﺈﺑﻼ غ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع‬

‫أن ﺟ ﻬ ﺎز اﻟﻜﻤ ﺒﻴﻮ ﺗﺮ اﻟﺨ ﺎص ﺑﻪ ﻻ ﻳ ﻌ ﻤ ﻞ ‪ .‬ﻓ ﻤ ﺎذا ﻳ ﺠ ﺐ أن ﻳ ﻔ ﻌ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﺑ ﻌ ﺪ ذﻟﻚ ؟‬
‫ﺗﺴﻬﻴﻞ ﺣﻞ اﻷوﻟﻮﻳﺔ ﻟﻠﻤﺸﻜﻠﺔ ﻣﻊ ﻗﺴﻢ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‪.‬‬ ‫أ‪-‬‬
‫‪A‬‬
‫ب‪ -‬ﺗﺤﺪﻳﺚ ﺳﺠﻞ اﻟﻤﺸﻜﻼت وﺗﺼﻌﻴﺪ اﻟﻤﺸﻜﻠﺔ إﻟﻰ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ‪.‬‬
‫ج ‪ -‬اﻗﺘﺮح أن ﻳﻘﻮم ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﺑﺎﻻﺗﺼﺎل ﺑﻘﺴﻢ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‪.‬‬

‫د ‪ -‬اﻃﻠﺐ ﻣﻦ أﻋﻀﺎء اﻟﻔﺮﻳﻖ اﻵﺧﺮﻳﻦ اﻟﺘﺪﺧﻞ واﻟﻘﻴﺎم ﺑﺎﻟﻌﻤﻞ‪.‬‬

‫أ‬ ‫‪BY: ElSayed Mohsen‬‬

‫‪166‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G&$*A%+#$./-6#43$%0$/)&&%&A$%30$0#4-&'$-5$0%>$%3#/*3%-&07$N&#$&#,$3#*2$2#2=#/$,"-$'-#0$&-3$"*(#$*A%+#$‬‬
‫‪Q16‬‬ ‫‪#>.#/%#&4#$"*0$6)03$6-%&#'$3"#$3#*27$:&$3"#$'*%+;$2##3%&A0H$3"#$./-6#43$2*&*A#/$-=0#/(#0$3"*3$3"#$3#*2$%0$‬‬
‫‪"*(%&A$./-=+#20$2##3%&A$3"#%/$A-*+07 P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-I‬‬

‫‪G7‬‬ ‫‪M/-(%'#$5##'=*4D$3-$3"#$3#*2$*&'$4-&')43$*$2##3%&A$3-$/#(%#,$3"#$3#*2$/)+#07‬‬

‫‪Q7‬‬ ‫‪M/-(%'#$5##'=*4D$3-$3"#$3#*2$*&'$4-&')43$*$/#3/-0.#43%(#$2##3%&A$3-$5%&'$*$/--3$4*)0#‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪M/-(%'#$5##'=*4D$3-$3"#$3#*2$*&'$4-*4"$3"#$&#,$3#*2$2#2=#/$%&$*A%+#$2#3"-'-+-A;7‬‬

‫‪<7‬‬ ‫‪M/-(%'#$5##'=*4D$3-$3"#$3#*2$*&'$/#1)#03$*A%+#$3/*%&%&A$5-/$3"#$&#,$2#2=#/7‬‬

‫ﻣ ﺸ ﺮو ع أﺟ ﺎﻳ ﻞ ﻓ ﻰ اﻟﺘﻜﺮار اﻟﺜﺎﻧﻰ ﻣ ﻦ اﺻ ﻞ ﺳ ﺘﺔ ﺗﻜﺮار ات ‪ .‬اﻧﻀ ﻢ ﻋ ﻀ ﻮ ﺟ ﺪ ﻳ ﺪ ﻓ ﻲ اﻟﻔ ﺮﻳ ﻖ ﻟﻴﺲ ﻟﺪ ﻳ ﻪ ﺧ ﺒﺮة ﻋ ﻦ‬

‫اﻻ دار ة اﻟﺮﺷ ﻴﻘ ﺔ ‪ .‬ﻓ ﻲ اﻻ ﺟ ﺘﻤ ﺎﻋ ﺎت اﻟﻴﻮ ﻣ ﻴﺔ ‪ ،‬ﻳ ﻼ ﺣ ﻆ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع أن اﻟﻔ ﺮﻳ ﻖ ﻳ ﻮ اﺟ ﻪ ﻣ ﺸ ﺎﻛﻞ ﻓ ﻲ ﺗﺤ ﻘ ﻴﻖ أﻫ ﺪ اﻓ ﻪ ‪.‬‬

‫‪B‬‬ ‫ﻣ ﺎذا ﻳ ﺠ ﺐ أن ﻳ ﻔ ﻌ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ؟‬

‫أ ‪ -‬ﺗﻌﻄﻰ ﻓﻴﺪﺑﺎك إﻟﻰ اﻟﻔﺮﻳﻖ وﻋﻘﺪ اﺟﺘﻤﺎًﻋﺎ ﻟﻤﺮاﺟﻌﺔ ﻗﻮاﻋﺪ اﻟﻔﺮﻳﻖ‪.‬‬
‫ب ‪ -‬ﺗﻌﻄﻰ ﻓﻴﺪﺑﺎك ﻟﻠﻔﺮﻳﻖ وﺗﻌﻘﺪ اﺟﺘﻤﺎع اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة ﻟﻠﻌﺜﻮر ﻋﻠﻰ اﻟﺴﺒﺐ اﻟﺠﺬري‬
‫ج ‪ -‬ﺗﻌﻄﻰ ﻓﻴﺪﺑﺎك ﻟﻠﻔﺮﻳﻖ وﺗﺪرب ﻋﻀﻮ اﻟﻔﺮﻳﻖ اﻟﺠﺪﻳﺪ ﻋﻠﻰ اﻟﻄﺮق اﻟﺮﺷﻴﻘﺔ‪.‬‬
‫ب‬ ‫د ‪ -‬ﺗﻌﻄﻰ ﻓﻴﺪﺑﺎك ﻟﻠﻔﺮﻳﻖ واﻃﻠﺐ ﺗﺪرﻳًﺒﺎ رﺷﻴًﻘﺎ ﻟﻠﻌﻀﻮ اﻟﺠﺪﻳﺪ‪.‬‬
‫‪BY: ElSayed Mohsen‬‬
‫‪167‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$4/%3%4*+$./-6#43$2%+#03-&#$,*0$2%00#'$=#4*)0#$-&#$-5$3"#$3#*2$2#2=#/0$'%'$&-3$4-2.+#3#$3"#%/$3*0D0$-&$‬‬
‫‪Q17‬‬ ‫‪3%2#7$!"%0$/#0)+3#'$%&$*$"#*3#'$'%04)00%-&$')/%&A$*$'#2-&03/*3%-&$5-/$3"#$#&'$)0#/07$‬‬
‫‪P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-$&#>3I‬‬

‫‪G7‬‬ ‫‪F04*+*3#$3"#$.#/5-/2*&4#$%00)#$3-$3"#$3#*2$2#2=#/O0$5)&43%-&*+$2*&*A#/7‬‬

‫‪Q7‬‬ ‫‪L#(%#,$3"#$")2*&$/#0-)/4#0$RCLS$.-+%4%#0$5-/$/#+#(*&3$4-//#43%(#$*43%-&07‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪<%04)00$3"#$%00)#$,%3"$3"#$3#*2$2#2=#/$%&$*$-&#K-&K-&#$2##3%&A7‬‬

‫‪<7‬‬ ‫‪G0D$3"#$3#*2$2#2=#/$3-$6)03%5;$3"#$'#+*;$')/%&A$*$3#*2$2##3%&A7‬‬

‫ﺗﻢ ﻓ ﻘ ﺪ ان أﺣ ﺪ اﻟﻤ ﻌ ﺎﻟﻢ اﻟﻬ ﺎﻣ ﺔ ﻟﻠﻤ ﺸ ﺮو ع ﻷ ن أﺣ ﺪ أﻋ ﻀ ﺎء اﻟﻔ ﺮﻳ ﻖ ﻟﻢ ﻳ ﻜ ﻤ ﻞ ﻣ ﻬ ﺎﻣ ﻪ ﻓ ﻲ اﻟﻮ ﻗ ﺖ اﻟﻤ ﺤ ﺪ د‪ .‬أدى ذﻟﻚ‬
‫إﻟﻰ ﻣ ﻨﺎﻗ ﺸ ﺔ ﺳ ﺎﺧ ﻨﺔ ﺧ ﻼ ل ﻋ ﺮض ﺗﻮ ﺿ ﻴﺤ ﻲ ﻟﻠﻤ ﺴ ﺘﺨ ﺪ ﻣ ﻴﻦ اﻟﻨﻬ ﺎﺋﻴﻴﻦ ‪ .‬ﻣ ﺎذا ﻳ ﺠ ﺐ أن ﻳ ﻔ ﻌ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﺑ ﻌ ﺪ ذﻟﻚ ؟‬
‫‪C‬‬ ‫ﺗﺼﻌﻴﺪ ﻣﺸﻜﻠﺔ اﻷداء إﻟﻰ اﻟﻤﺪﻳﺮ اﻟﻮﻇﻴﻔﻲ ﻟﻌﻀﻮ اﻟﻔﺮﻳﻖ‪.‬‬ ‫أ‪-‬‬
‫ب‪ -‬ﻣﺮاﺟﻌﺔ ﺳﻴﺎﺳﺎت اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ )‪ (HR‬ﻟﻺﺟﺮاءات اﻟﺘﺼﺤﻴﺤﻴﺔ ذات اﻟﺼﻠﺔ‪.‬‬
‫ج ‪ -‬ﻣﻨﺎﻗﺸﺔ اﻟﻤﺸﻜﻠﺔ ﻣﻊ ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﻓﻲ اﺟﺘﻤﺎع ﻓﺮدي‪.‬‬
‫د ‪ -‬اﻃﻠﺐ ﻣﻦ ﻋﻀﻮ اﻟﻔﺮﻳﻖ ﺗﺒﺮﻳﺮ اﻟﺘﺄﺧﻴﺮ أﺛﻨﺎء اﺟﺘﻤﺎع اﻟﻔﺮﻳﻖ‪.‬‬
‫ج‬
‫‪BY: ElSayed Mohsen‬‬
‫‪168‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$./-6#43$2*&*A#/$,*0$*0D#'$3-$./-(%'#$*&$%&'%4*3%-&$-5$3"#$3%2#$/#2*%&%&A$-&$*&$*A%+#$./-6#437$P"*3$3--+0$‬‬
‫‪Q18‬‬ ‫‪4*&$=#$)0#'$3-$./-(%'#$3"%0$%&5-/2*3%-&I‬‬

‫‪G7‬‬ ‫‪B3-/;$.-%&30$5-/$3"#$/#2*%&%&A$)0#/$03-/%#0‬‬

‫‪Q7‬‬ ‫‪B3-/;$.-%&30$5-/$3"#$/#2*%&%&A$)0#/$03-/%#0‬‬

‫‪J7‬‬ ‫‪M*/#3-$4"*/3‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪G$/#+#*0#$=)/&'-,&$4"*/3‬‬

‫ُﻃ ﻠ ﺐ ﻣ ﻦ ﻣ ﺪ ﻳ ﺮ اﻟ ﻤ ﺸ ﺮو ع ﺗﻘ ﺪ ﻳ ﻢ ﻣ ﺆ ﺷ ﺮ إﻟ ﻰ اﻟ ﻮ ﻗ ﺖ اﻟ ﻤ ﺘ ﺒ ﻘ ﻲ ﻓ ﻲ ﻣ ﺸ ﺮو ع اﺟ ﺎﻳ ﻞ ‪.‬‬
‫ﻣ ﺎ ﻫ ﻲ اﻷ دو ات اﻟﺘﻲ ﻳ ﻤ ﻜﻦ اﺳ ﺘﺨ ﺪ اﻣ ﻬ ﺎ ﻟﺘﻮ ﻓ ﻴﺮ ﻫ ﺬ ه اﻟﻤ ﻌ ﻠﻮ ﻣ ﺎت ؟‬
‫‪D‬‬ ‫ﻧﻘﺎط اﻟﻘﺼﺔ ﻟﻘﺼﺺ اﻟﻤﺴﺘﺨﺪم اﻟﻤﺘﺒﻘﻴﺔ‬ ‫أ‪-‬‬
‫ب‪ -‬ﻧﻘﺎط اﻟﻘﺼﺔ ﻟﻘﺼﺺ اﻟﻤﺴﺘﺨﺪم اﻟﻤﺘﺒﻘﻴﺔ‬
‫ج ‪ -‬ﻣﺨﻄﻂ ﺑﺎرﻳﺘﻮ‬
‫د ‪ -‬اﺻﺪار ﻣﺨﻄﻂ اﻻﺣﺘﺮاق ‪burndown chart‬‬
‫د‬
‫‪BY: ElSayed Mohsen‬‬
‫‪169‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪<)/%&A$*&$*A%+#$./-6#43H$*$./-6#43$2*&*A#/$+-03$-&#$-5$3"#$/#0-)/4#0H$*&'$*3$3"#$0*2#$3%2#H$)&4-(#/#'$&#,$‬‬
‫‪Q19‬‬ ‫‪/#1)%/#2#&30H$,"%4"$,#/#$*''#'$3-$3"#$=*4D+-A7$P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-$&#>3I‬‬

‫‪G7‬‬ ‫‪L##(*+)*3#$3"#$04-.#$-5$3"#$4)//#&3$%3#/*3%-&$3-$D##.$3"#$0*2#$(#+-4%3;$*&'$3%2#+%&#7‬‬

‫‪Q7‬‬ ‫‪L##(*+)*3#$3"#$=*4D+-A$./%-/%3;$,%3"$3"#$./-')43$-,&#/$0%&4#$3"#$(#+-4%3;$"*0$=##&$%2.*43#'7‬‬

‫‪J7‬‬ ‫‪L##(*+)*3#$3"#$(#+-4%3;$*0$3"#$%3#/*3%-&$')/*3%-&$,%++$=#$%2.*43#'$=;$&#,$/#1)%/#2#&307‬‬

‫‪Sayed Mohsen‬‬
‫‪<7‬‬ ‫‪L##(*+)*3#$3"#$./-6#43$04"#')+#$*0$3"#$(#+-4%3;$,%++$=#$%2.*43#'$=;$3"#$+-00$-5$/#0-)/4#07‬‬

‫ﻓ ﻲ أﺣ ﺪ اﻟﻤ ﺸ ﺎر ﻳ ﻊ اﻟﺘﻲ ﺗﺴ ﺘﺨ ﺪ م اﻷ ﺳ ﻠﻮ ب اﻟﺮﺷ ﻴﻖ اﺟ ﺎﻳ ﻞ ‪ .‬ﻓ ﻘ ﺪ ﻣ ﺸ ﺮو ع اﻟﻤ ﺸ ﺮو ع أﺣ ﺪ اﻟﻤ ﻮ ار د‪ ،‬و ﻓ ﻰ اﻟﻮ ﻗ ﺖ‬

‫ﻧﻔ ﺴ ﻪ ‪ ،‬ﻛﺸ ﻒ ﻋ ﻦ ﻣ ﺘﻄ ﻠﺒﺎت ﺟ ﺪ ﻳ ﺪ ة أﺿ ﻴﻔ ﺖ اﻟﻰ ﺳ ﺠ ﻞ اﻷ ﻋ ﻤ ﺎل ‪ .‬ﻣ ﺎ اﻟﺬ ي ﻳ ﻨﺒﻐ ﻲ ﻟﻤ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ﻓ ﻌ ﻠﻪ ﺑﻌ ﺪ ذﻟﻚ ؟‬
‫‪A‬‬ ‫إﻋﺎدة ﺗﻘﻴﻴﻢ ﻧﻄﺎق اﻟﺘﻜﺮار اﻟﺤﺎﻟﻲ ﻟﻠﺤﻔﺎظ ﻋﻠﻰ اﻟﺴﺮﻋﺔ واﻟﺠﺪول اﻟﺰﻣﻨﻰ ﻧﻔﺴﻬﻤﺎ‬ ‫أ‪-‬‬
‫ب‪ -‬إﻋﺎدة ﺗﻘﻴﻴﻢ أوﻟﻮﻳﺔ ﺳﺠﻞ اﻷﻋﻤﺎل ﻣﻊ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻷن اﻟﺴﺮﻋﺔ ﺳﺘﺘﺄﺛﺮ‬
‫ج ‪ -‬إﻋﺎدة ﺗﻘﻴﻴﻢ اﻟﺴﺮﻋﺔ ﻧﻈﺮا اﻟﻰ أن ﻣﺪة اﻟﺘﻜﺮار ﺳﺘﺘﺄﺛﺮ ﺑﺎﻟﻤﺘﻄﻠﺒﺎت اﻟﺠﺪﻳﺪة‬
‫د ‪ -‬إﻋﺎدة ﺗﻘﻴﻴﻢ اﻟﺠﺪول اﻟﺰﻣﻨﻰ ﻟﻠﻤﺸﺮوع ﺣﻴﺚ ﺳﺘﺘﺄﺛﺮ اﻟﺴﺮﻋﺔ ﺑﻔﻘﺪان اﻟﻤﻮارد‬
‫أ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪170‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G&$*A%+#$./-6#43$%0$/)&&%&A$%30$3"%/'$%3#/*3%-&$,%3"$*$')/*3%-&$-5$X$,##D07$G$&#,$-.#/*3%-&0$'%/#43-/H$,"-$‬‬
‫‪Q20‬‬ ‫‪-&+;$"*0$*$./#'%43%(#$=*4DA/-)&'H$03*/3#'$,-/D%&A$*3$3"#$4-2.*&;7$:&$3"#$5%/03$2##3%&A$,%3"$3"#$./-6#43$‬‬
‫‪2*&*A#/H$3"#$'%/#43-/$'#2*&'0$*$,##D+;$./-6#43$03*3)0$/#.-/37$P"*3$0"-)+'$3"#$./-6#43$2*&*A#/$'-I‬‬

‫‪G7‬‬ ‫‪B"*/#$3"%0$,%3"$3"#$3#*2$*&'$*0D$3"#2$3-$'#(#+-.$/#.-/30$5-/$3"#$'%/#43-/7‬‬

‫‪Q7‬‬ ‫‪:&3/-')4#$3"#$*A%+#$*0.#43$3-$3"#$'%/#43-/$*&'$*A/##$-&$*$0-+)3%-&7‬‬

‫‪Sayed Mohsen‬‬
‫‪J7‬‬ ‫‪F>.+*%&$3-$3"#$'%/#43-/$3"*3$*A%+#$./-6#430$"*(#$+%(#$/#.-/307‬‬

‫‪<7‬‬ ‫‪:&(%3#$3"#$'%/#43-/$3-$*33#&'$3"#$'*%+;$03*&').$2##3%&A07‬‬

‫ﻳ ﺘ ﻢ ﺗﻨ ﻔ ﻴ ﺬ اﻟ ﺘ ﻜ ﺮار اﻟ ﺜ ﺎﻟ ﺚ ﻓ ﻲ أﺣ ﺪ اﻟ ﻤ ﺸ ﺎر ﻳ ﻊ و ﻳ ﺴ ﺘ ﻤ ﺮ ﻟ ﻤ ﺪ ة أﺳ ﺒ ﻮ ﻋ ﻴ ﻦ ‪ .‬ﺑﺪ أ ﻣ ﺪ ﻳ ﺮ ﻋ ﻤ ﻠﻴ ﺎت ﺟ ﺪ ﻳ ﺪ ‪ ،‬ﻟ ﺪ ﻳ ﻪ ﺧ ﻠﻔ ﻴ ﺔ ﺗﻨ ﺒ ﺆ ﻳ ﺔ‬

‫ﻓ ﻘ ﻂ ‪ ،‬اﻟﻌ ﻤ ﻞ ﻓ ﻲ اﻟﺸ ﺮﻛﺔ ‪ .‬ﻓ ﻲ اﻻ ﺟ ﺘﻤ ﺎع اﻷ و ل ﻣ ﻊ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ‪ ،‬ﻳ ﻄ ﻠﺐ اﻟﻤ ﺪ ﻳ ﺮ ﺗﻘ ﺮﻳ ﺮ ﺣ ﺎﻟﺔ اﻟﻤ ﺸ ﺮو ع‬

‫‪B‬‬ ‫اﻷ ﺳ ﺒﻮ ﻋ ﻲ ‪ .‬ﻣ ﺎذا ﻳ ﺠ ﺐ أن ﻳ ﻔ ﻌ ﻞ ﻣ ﺪ ﻳ ﺮ اﻟﻤ ﺸ ﺮو ع ؟‬

‫ﻣﺸﺎرﻛﺔ ذﻟﻚ ﻣﻊ اﻟﻔﺮﻳﻖ وﻣﻄﺎﻟﺒﺘﻪ ﺑﺘﻘﺪﻳﻢ ﺗﻘﺎرﻳﺮ اﻟﻰ ﻣﺪﻳﺮ اﻟﻌﻤﻠﻴﺎت‪.‬‬ ‫أ‪-‬‬
‫ب‪ -‬ﺷﺮح ﺟﺎﻧﺐ اﻻﺳﻠﻮب اﻟﺮﺷﻴﻖ ﻟﻤﺪﻳﺮ اﻟﻌﻤﻠﻴﺎت واﻻﺗﻔﺎق ﻋﻠﻰ اﻟﺤﻞ‪.‬‬
‫ج ‪ -‬اﻟﺘﻮﺿﻴﺢ ﻟﻤﺪﻳﺮ اﻟﻌﻤﻠﻴﺎت أن اﻟﻤﺸﺎرﻳﻊ اﻟﺮﺷﻴﻘﺔ ﺗﻜﻮن اﻟﺘﻘﺎرﻳﺮ ﻣﺒﺎﺷﺮة‪.‬‬
‫ب‬ ‫د ‪ -‬دﻋﻮة ﻣﺪﻳﺮ اﻟﻌﻤﻠﻴﺎت ﻟﺤﻀﻮر اﺟﺘﻤﺎﻋﺎت اﻟﻮﻗﻮف اﻟﻴﻮﻣﻴﺔ‪.‬‬
‫‪BY: ElSayed Mohsen‬‬
‫‪171‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫&‪?67#)"&(&7%,7-+/%8,#5%@&,0%&,%(.&*#)4+&,0(,&($$&-* ,0%&6+%7&+,-7#%+&(7%&)-,&8-./$%,%B‬‬
‫‪Q21‬‬
‫‪90(,&+0-6$4&=%&4-)%&;#,0&,0%&#)8-./$%,%&6+%7&+,-7#%+C‬‬
‫‪E8‬‬ ‫‪E4-*/3"&#5"%"&7%".&%#(.,"%&#(&#5"&#(2&(+&#5"&/"P#&%2.,/#&A*3)'(08‬‬

‫‪L8‬‬ ‫‪C(-"&#5"%"&7%".&%#(.,"%&A*3)&#(&#5"&2.(473#&A*3)'(0&+(.&."2.,(.,#,1*#,(/8‬‬

‫‪D8‬‬ ‫‪D(=2'"#"&#5"%"&7%".&%#(.,"%&,/&#5"&37.."/#&%2.,/#&*/4&"P#"/4&#5"&%2.,/#&'"/0#58‬‬

‫‪Sayed Mohsen‬‬
‫‪M8‬‬ ‫‪?"=(-"&#5"%"&7%".&%#(.,"%&*%&#5":&*."&/(#&,=2(.#*/#8‬‬

‫أﺛﻨﺎء اﺟ ﺘﻤ ﺎع اﻟﻤ ﺮاﺟ ﻌ ﺔ ﺑ ﺄﺛﺮ ر ﺟ ﻌ ﻲ ‪ ،‬و ﺟ ﺪ اﻟﻔ ﺮﻳ ﻖ أن ﺟ ﻤ ﻴﻊ ﻗ ﺼ ﺺ اﻟﻤ ﺴ ﺘﺨ ﺪ ﻣ ﻴﻦ ﻟﻴﺴ ﺖ ﻛﺎﻣ ﻠﺔ ‪ .‬ﻣ ﺎ اﻟﺬ ي ﻳ ﺠ ﺐ ﻓ ﻌ ﻠﻪ‬

‫‪B‬‬ ‫ﺑ ﻘ ﺼ ﺺ اﻟﻤ ﺴ ﺘﺨ ﺪ م ﻏ ﻴﺮ اﻟﻤ ﻜﺘﻤ ﻠﺔ ؟‬

‫ﺗ ﻘ ﺪ ﻳ ﻢ ﻗ ﺼ ﺺ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ م إ ﻟﻰ أ ﻋ ﻠ ﻰ ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎ ل ا ﻟﺘ ﻜ ﺮ ا ر ا ﻟﺘ ﺎﻟﻲ ‪.‬‬ ‫أ‪-‬‬
‫ب ‪ -‬ﻧﻘ ﻞ ﻗ ﺼ ﺺ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ ﻣ ﻴ ﻦ ﻣ ﺮ ة أ ﺧ ﺮ ى إ ﻟﻰ ﺳ ﺠ ﻞ أ ﻋ ﻤ ﺎل ا ﻟﻤ ﻨ ﺘ ﺞ ﻹ ﻋ ﺎد ة ﺗ ﺮ ﺗ ﻴ ﺐ ا ﻷ و ﻟﻮ ﻳ ﺎت ‪.‬‬
‫ج ‪ -‬إ ﻛ ﻤ ﺎل ﻗ ﺼ ﺺ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ م ﻓ ﻲ ا ﻟﺘ ﻜ ﺮ ا ر ا ﻟﺤ ﺎﻟﻲ و ﺗ ﻤ ﺪ ﻳ ﺪ ﻃ ﻮ ل ا ﻟﺘ ﻜ ﺮ ا ر‪.‬‬
‫ب‬ ‫د ‪ -‬إ ز ا ﻟﺔ ﻗ ﺼ ﺺ ا ﻟﻤ ﺴ ﺘ ﺨ ﺪ م ﻷ ﻧﻬ ﺎ ﻟﻴ ﺴ ﺖ ﻣ ﻬ ﻤ ﺔ ‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

‫‪172‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫‪G$./-6#43$2*&*A#/$%0$,-/D%&A$-&$*&$*A%+#$./-6#43$%&$*$4"*&A%&A$=)0%&#00$#&(%/-&2#&37$!"#$./-6#43$‬‬
‫‪Q22‬‬ ‫‪0.-&0-/$%0$,-//%#'$*=-)3$=#&#5%30$/#*+%9*3%-&$*&'$*0D0$3"#$./-6#43$2*&*A#/$3-$.*;$*33#&3%-&$3-$4"*&A#0$‬‬
‫‪3"*3$4*&$*55#43$3"#$./-6#437$P"%4"$*43%-&$0"-)+'$3"#$./-6#43$2*&*A#/$3*D#$3-$%'#&3%5;$4"*&A#0$3"*3$2*;$‬‬
‫‪*55#43$3"#$./-')43I‬‬

‫‪B8‬‬ ‫‪9.?($.0*&,3$*,$#(+#&,#&*&=($*%($6.0?2,'$./*(#$(5(#-$&*(#.*&,3$*,$(5.2".*($&/$")(#$)*,#&()$.#($)*&22$5.2".62($*,$*%($6")&3())8‬‬

‫‪>8‬‬ ‫‪F*,+$*%($&*(#.*&,3$.)$),,3$.)$+,))&62($&3$0.)($.3$(G*(#3.2$0%.3'($*%.*$1.?()$*%($+#,4"0*$&35.2".62($&)$&4(3*&/&(48‬‬

‫‪Sayed Mohsen‬‬
‫‪H8‬‬ ‫‪O1+2(1(3*$/.0(<*,</.0($0,11"3&0.*&,3$6(*7((3$*%($*(.1$.34$+#,4"0*$,73(#$*,$0%.3'($*%($&*(#.*&,3$,6@(0*&5()$.)$3((4(48‬‬

‫‪E8‬‬ ‫‪B++2-$.$+.&#$+#,'#.11&3'$*(0%3&;"($*,$#(.0*$*,$0%.3'()$&11(4&.*(2-:$(5(3$&3$*%($1&442($,/$*%($&*(#.*&,38‬‬

‫ﻳﻌﻤﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع ﻋﻠﻰ ﻣﺸﺮوع رﺷﻴﻖ ﻓﻲ ﺑﻴﺌﺔ ﻋﻤﻞ ﻣﺘﻐﻴﺮة‪ .‬ﻳﺸﻌﺮ راﻋﻲ اﻟﻤﺸﺮوع ﺑﺎﻟﻘﻠﻖ ﺑﺸﺄن ﺗﺤﻘﻴﻖ اﻟﻤﻨﺎﻓﻊ وﻳﻄﻠﺐ ﻣﻦ ﻣﺪﻳﺮ‬
‫‪A‬‬ ‫اﻟﻤﺸﺮوع اﻻﻧﺘﺒﺎه إﻟﻰ اﻟﺘﻐﻴﻴﺮات اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺆﺛﺮ ﻋﻠﻰ اﻟﻤﺸﺮوع‪.‬‬
‫ﻣﺎ اﻹﺟﺮاء اﻟﺬي ﻳﺠﺐ ﻋﻠﻰ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع اﺗﺨﺎذه ﻟﺘﺤﺪﻳﺪ اﻟﺘﻐﻴﻴﺮات اﻟﺘﻲ ﻗﺪ ﺗﺆﺛﺮ ﻋﻠﻰ اﻟﻤﻨﺘﺞ؟‬
‫أ ‪ -‬اﺗﺨﺎذ إﺟﺮاء ﻹﻋﺎدة ﺗﺮﺗﻴﺐ أوﻟﻮﻳﺎت ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﻨﺘﺞ ﺑﻌﺪ ﻛﻞ ﺗﻜﺮار ﻟﺘﻘﻴﻴﻢ ﻣﺎ إذا ﻛﺎﻧﺖ ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﻻ ﺗﺰال ذات ﻗﻴﻤﺔ ﻟﻸﻋﻤﺎ‬
‫ب – اﻳﻘﺎف اﻟﺘﻜﺮار ﻓﻲ أﺳﺮع وﻗﺖ ﻣﻤﻜﻦ ﻓﻲ ﺣﺎﻟﺔ ﺗﺤﺪﻳﺪ ﺗﻐﻴﻴﺮ ﺧﺎرﺟﻲ ﻳﺠﻌﻞ اﻟﻤﻨﺘﺞ ﻏﻴﺮ ذي ﻗﻴﻤﺔ‪.‬‬

‫أ‬ ‫ج‪ -‬ﺗﻨﻔﻴﺬ اﻟﺘﻮاﺻﻞ وﺟﻬًﺎ ﻟﻮﺟﻪ ﺑﻴﻦ اﻟﻔﺮﻳﻖ وﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﻟﺘﻐﻴﻴﺮ أﻫﺪاف اﻟﺘﻜﺮار ﺣﺴﺐ اﻟﺤﺎﺟﺔ‪.‬‬
‫د‪ -‬ﺗﻄﺒﻴﻖ أﺣﺪ اﺳﺎﻟﻴﺐ اﻟﺒﺮﻣﺠﺔ اﻟﻤﺰدوﺟﺔ ﻟﻠﺮد ﻋﻠﻰ اﻟﺘﻐﻴﻴﺮات ﻓﻮًرا‪ ،‬ﺣﺘﻰ ﻓﻲ ﻣﻨﺘﺼﻒ اﻟﺘﻜﺮار‪.‬‬
‫‪BY: ElSayed Mohsen‬‬
‫‪173‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫(‪B3$,#'.3&=.*&,3$&)$)*#"''2&3'$*,$)*.#*$.3$&1+,#*.3*$+#,@(0*8$9%($+#,@(0*$1.3.'(#$%.)$&4(3*&/&(4$*%.*$*%($)0,+($4(/&3&*&,3$&)$*%‬‬
‫‪1.&3$&*(1$+#(5(3*&3'$*%($+#,@(0*$/#,1$)*.#*&3'8$B2*%,"'%$1,)*$,/$*%($)0,+($&*(1)$.#($4(/&3(4$.34$.'#((4$"+,3$.1,3'$*%($‬‬
‫‪)*.?(%,24(#):$*%(#($.#($.$/(7$&*(1)$*%.*$.#($%.#4$*,$'#.)+$.34$5(#-$0,1+2(G$*,$4(/&3($.*$*%&)$)*.'(8$C%.*$)%,"24$*%($+#,@(0*$‬‬
‫‪Q23‬‬ ‫‪1.3.'(#$4,R‬‬

‫‪A.‬‬ ‫‪Maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the‬‬
‫‪project.‬‬

‫‪B.‬‬ ‫‪Propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with‬‬
‫‪the complex items.‬‬

‫‪Sayed Mohsen‬‬
‫‪C.‬‬ ‫‪Update the risk register and escalate the issue to the project management office (PMO), requesting more resources be added‬‬
‫‪to help define the project scope.‬‬

‫‪D.‬‬ ‫‪Recommend spitting the project into two smaller projects in order to work exclusively in an agile environment without‬‬
‫‪interference from a predictive approach.‬‬
‫ﺗﻮاﺟﻪ اﺣﺪى اﻟﻤﺆﺳﺴﺎت ﺻﻌﻮﺑﺔ ﻓﻲ ﺑﺪء ﻣﺸﺮوع ﻣﻬﻢ‪ .‬ﺣﺪد ﻣﺪﻳﺮ اﻟﻤﺸﺮوع أن ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق ﻫﻮ اﻟﻌﻨﺼﺮ اﻟﺮﺋﻴﺴﻲ اﻟﺬي ﻳﻤﻨﻊ ﺑﺪء اﻟﻤﺸﺮوع‪ .‬ﻋﻠﻰ اﻟﺮﻏﻢ ﻣﻦ أن‬
‫ﻣﻌﻈﻢ ﺑﻨﻮد اﻟﻨﻄﺎق ﻳﺘﻢ ﺗﺤﺪﻳﺪﻫﺎ واﻻﺗﻔﺎق ﻋﻠﻴﻬﺎ ﺑﻴﻦ اﻟﻤﻌﻨﻴﻴﻦ‪ ،‬إﻻ أن ﻫﻨﺎك ﻋﺪًدا ﻗﻠﻴًﻼ ﻣﻦ اﻟﻌﻨﺎﺻﺮ اﻟﺘﻲ ﻳﺼﻌﺐ ﻓﻬﻤﻬﺎ واﻟﺘﻲ ﻳﺼﻌﺐ ﺗﺤﺪﻳﺪﻫﺎ ﻓﻲ ﻫﺬه‬
‫‪B‬‬ ‫اﻟﻤﺮﺣﻠﺔ‪ .‬ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫أ ‪ -‬اﻟﺤﻔﺎظ ﻋﻠﻰ ﺣﻤﺎس اﻟﻤﻌﻨﻴﻴﻦ ﻟﻠﻌﻤﻞ ﻋﻠﻰ ﺗﻌﺮﻳﻒ اﻟﻨﻄﺎق اﻟﻰ ان ﻳﺘﻢ اﻟﻮﺻﻮل اﻟﻰ اﻟﻨﻄﺎق اﻟﺘﻔﺼﻴﻠﻲ اﻟﻜﺎﻣﻞ ﻗﺒﻞ ﺑﺪء اﻟﻤﺸﺮوع‪.‬‬
‫ب – اﻗﺘﺮاح ﺗﺴﻠﻴﻢ ﻋﻨﺎﺻﺮ اﻟﻨﻄﺎق اﻟﻤﺤﺪدة ﺟﻴًﺪا ﺑﺎﺳﺘﺨﺪام ﻧﻬﺞ ﺗﻨﺒﺆي واﺳﺘﺨﺪام ﻧﻬﺞ اﻷﺳﻠﻮب اﻟﺮﺷﻴﻖ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻌﻨﺎﺻﺮ اﻟﻤﻌﻘﺪة‪.‬‬
‫ج‪ -‬ﺗﺤﺪﻳﺚ ﺳﺠﻞ اﻟﻤﺨﺎﻃﺮ وﺗﺼﻌﻴﺪ اﻟﻤﺸﻜﻠﺔ إﻟﻰ ﻣﻜﺘﺐ إدارة اﻟﻤﺸﺮوع ) ‪PMO) ،‬وﻃﻠﺐ إﺿﺎﻓﺔ اﻟﻤﺰﻳﺪ ﻣﻦ اﻟﻤﻮارد ﻟﻠﻤﺴﺎﻋﺪة ﻓﻲ ﺗﺤﺪﻳﺪ ﻧﻄﺎق اﻟﻤﺸﺮوع‪.‬‬

‫ب‬ ‫د‪ -‬اﻟﺘﻮﺻﻴﺔ ﺑﺘﻘﺴﻴﻢ اﻟﻤﺸﺮوع إﻟﻰ ﻣﺸﺮوﻋﻴﻦ ﺻﻐﻴﺮﻳﻦ ﻣﻦ أﺟﻞ اﻟﻌﻤﻞ ﺣﺼﺮًﻳﺎ ﻓﻲ ﺑﻴﺌﺔ رﺷﻴﻘﺔ دون اﺳﺘﺨﺪام اﻟﻨﻬﺞ اﻟﺘﻨﺒﺆي ﻣﻄﻠﻘﺎ‬
‫‪BY: ElSayed Mohsen‬‬
‫‪174‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫&*&‪E&'*A(.*#(.:&,%&'*7/35,/0&*&/";&2.(473#G&4"+,/"4&#(&A"&"P"37#"4&,/&",05#&,#".*#,(/%&;,#5‬‬
‫‪Q24‬‬ ‫&‪+,P"4&."'"*%"&4*#"8&E#&#5"&A"0,//,/0&(+&#5"&%"3(/4&,#".*#,(/G&#5"&2.(["3#&=*/*0".&."*',1"%‬‬
‫&"‪#5*#&*&%,0/,+,3*/#&."07'*#(.:&+"*#7."&,%&=,%%,/0&,/&#5"&2.(["3#&A*3)'(08&Y5*#&%5(7'4&#5‬‬
‫\(‪2.(["3#&=*/*0".&4‬‬

‫‪E8‬‬ ‫‪</-,#"&%#*)"5('4".%&#(&4,%37%%&#5"&,=2*3#&(+&*44,/0&#5"&."07'*#(.:&+"*#7."8‬‬

‫‪L8‬‬ ‫‪</3."*%"&#5"&3*2*3,#:&(+&#5"&#"*=&#(&,/3'74"&#5"&=,%%"4&+"*#7."8‬‬

‫‪Sayed Mohsen‬‬
‫‪D8‬‬ ‫‪F%#,=*#"&#5"&."'*#"4&3(%#&*/4&*%)&+(.&*&2.(["3#&"P#"/%,(/8‬‬

‫‪M8‬‬ ‫‪E%)&#5"&2.(473#&(;/".&#(&*44&#5"&=,%%,/0&+"*#7."&,/&#5"&A*3)'(08‬‬

‫ﻳﺼﺪر أﺣﺪ اﻟﻤﺨﺘﺒﺮات ﻣﻨﺘًﺠﺎ ﺟﺪﻳًﺪا‪ ،‬وﻣﻘﺮر ﺗﻨﻔﻴﺬه ﻓﻲ ﺛﻤﺎﻧﻴﺔ ﺗﻜﺮارات ﺑﺘﺎرﻳﺦ إﺻﺪار ﺛﺎﺑﺖ‪ .‬ﻓﻲ ﺑﺪاﻳﺔ اﻟﺘﻜﺮار اﻟﺜﺎﻧﻲ‪ ،‬ﻳﺪرك ﻣﺪﻳﺮ‬
‫اﻟﻤﺸﺮوع أن ﻫﻨﺎك ﻣﻴﺰة ﺗﻨﻈﻴﻤﻴﺔ ﻣﻬﻤﺔ ﻣﻔﻘﻮدة ﻓﻲ ﺳﺠﻞ اﻋﻤﺎل اﻟﻤﺸﺮوع‪ .‬ﻣﺎذا ﻳﺠﺐ أن ﻳﻔﻌﻞ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع؟‬
‫‪D‬‬
‫أ ‪ -‬دﻋﻮة اﻟﻤﻌﻨﻴﻴﻦ ﻟﻤﻨﺎﻗﺸﺔ ﺗﺄﺛﻴﺮ إﺿﺎﻓﺔ اﻟﻤﻴﺰة اﻟﺘﻨﻈﻴﻤﻴﺔ‪.‬‬
‫ب – زﻳﺎدة ﻗﺪرة اﻟﻔﺮﻳﻖ ﻟﺘﻀﻤﻴﻦ اﻟﻤﻴﺰة اﻟﻤﻔﻘﻮدة‪.‬‬
‫ج‪ -‬ﺗﻘﺪﻳﺮ اﻟﺘﻜﻠﻔﺔ ذات اﻟﺼﻠﺔ وﻃﻠﺐ ﺑﺘﻤﺪﻳﺪ اﻟﻤﺸﺮوع‪.‬‬

‫د‬ ‫د‪ -‬ﻣﻄﺎﻟﺒﺔ ﻣﺎﻟﻚ اﻟﻤﻨﺘﺞ ﺑﺈﺿﺎﻓﺔ اﻟﻤﻴﺰة اﻟﻤﻔﻘﻮدة ﻓﻲ ﺳﺠﻞ اﻻﻋﻤﺎل‪.‬‬

‫‪BY: ElSayed Mohsen‬‬

‫‪175‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
 ‫&‪?67#)"&(&+/7#),&4%.-@&,0%&86+,-.%7&+(A+&,0(,&-)%&-*&,0%&6+%7&+,-7#%+&#+&)-,&7%(4A&*-7‬‬
‫‪Q25‬‬ ‫&)‪86+,-.%7&6+%B&90#80&80%8:$#+,&+0-6$4&,0%&,%(.&$--:&(,&,-&*#)4&-6,&;0(,&0(+&=%%‬‬
‫&‪.#++%4&*-7&,0%&6+%7&+,-7AC‬‬
‫‪B8‬‬ ‫‪E(/&3&*&,3$,/$#(.4-$KE,LM‬‬

‫‪>8‬‬ ‫‪E(/&3&*&,3$,/$4,3($KE,EM‬‬

‫‪Sayed Mohsen‬‬
‫‪H8‬‬ ‫*‪>"#34,73$0%.#‬‬

‫‪E8‬‬ ‫*‪N(2,0&*-$0%.#‬‬

‫أﺛﻨﺎء ﻋﺮض اﻻﻃﻼق ‪ ،‬اوﺿﺢ اﻟﻌﻤﻴﻞ أن اﺣﺪى ﻗﺼﺺ اﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﻟﻴﺴﺖ ﺟﺎﻫﺰة ﻟﻴﺴﺘﺨﺪﻣﻬﺎ اﻟﻌﻤﻴﻞ ‪ .‬ﻣﺎ ﻗﺎﺋﻤﺔ اﻟﻤﺮاﺟﻌﺔ اﻟﺘﻲ ﻳﻨﺒﻐﻲ‬
‫ﻟﻠﻔﺮﻳﻖ اﻟﻨﻈﺮ ﻓﻴﻬﺎ ﻟﻤﻌﺮﻓﺔ ﻣﺎ اﻟﺬى ﺗﻢ اﻏﻔﺎﻟﻪ ﻓﻲ ﻗﺼﺔ اﻟﻤﺴﺘﺨﺪم ؟‬
‫‪B‬‬
‫ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﺠ ﻬ ﻮ ز ﻳ ﺔ‬ ‫أ‪-‬‬
‫ب ‪ -‬ﺗ ﻌ ﺮ ﻳ ﻒ ا ﻟﻤ ﻨ ﺠ ﺰ‬
‫ج ‪ -‬ﻣ ﺨ ﻄ ﻂ ا ﻟﺤ ﺮ ق ا ﻟﺘ ﻨ ﺎ ز ﻟﻲ‬
‫ب‬ ‫د ‪ -‬ﻣ ﺨ ﻄ ﻂ اﻟﺴ ﺮ ﻋ ﺔ‬

‫‪BY: ElSayed Mohsen‬‬

‫‪176‬‬ ‫‪PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O‬‬
Sayed Mohsen
Agile
‫اﻹدارة اﻟﺮﺷﻴﻘﺔ‬

BY: ElSayed Mohsen

BY: ElSayed Mohsen
PFMP, PGMP, PMP, PBA, ACP, RMP, SP, P3O
177 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
 ‫ﻳﺸ ﺮﻓ ﻨﺎ ﻣﺘﺎ ﺑﻌﺘ ﻜﻢ ﻋﺒﺮ وﺳ ﺎ ﺋ ﻞ اﻟﺘ ﻮ اﺻ ﻞ اﻻ ﺟ ﺘﻤ ﺎ ﻋﻲ اﻟﻤ ﺨﺘﻠﻔﺔ ‪ ،‬ﻓ ﻘﻂ اﻣﺴ ﺢ اﻟﺒ ﺎ رﻛ ﻮ د‬

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Sayed Mohsen
BY: ElSayed Mohsen
PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O
Sayed Mohsen
BY: ElSayed Mohsen
180 PfMP®, PgMP®, PMP®, PBA® , RMP®, SP®, ACP®, P3O