خمسون سؤال في أسس علم التخطيط الاصدار الرابع

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•‫ﺎﺣب‬‫ﺻ‬ ‫ن‬‫ﻛ‬ ‫أوﻻ‬‫ﺔ‬‫ﺛﻘ‬‫ﺔ‬‫اﻟذاﺗﯾ‬ ‫ﯾرة‬‫اﻟﺳ‬ ‫دﯾم‬‫وﺗﻘ‬ ‫ب‬‫ﺑﺎﻟﺗرﺣﯾ‬ ‫ﺎدر‬‫وﺑ‬CV‫ﻰ‬‫ﻋﻠ‬ ‫رف‬‫واﻟﺗﻌ‬ ،
‫ﻟك‬ ‫ﻣﻌروﻓﺎ‬ ‫ﯾﻛن‬ ‫ﻟم‬ ‫ان‬ ‫اﻟﻣﻘﺎﺑل‬ ‫اﻟﺷﺧص‬.
•‫رﻛﺔ‬ ‫اﻟﺷ‬ ‫ﻰ‬ ‫ﻋﻠ‬ ‫رف‬ ‫ﺗﻌ‬‫ن‬ ‫ﻋ‬ ‫ل‬ ‫اﻟﻣﻘﺎﺑ‬ ‫ﺧص‬ ‫اﻟﺷ‬ ‫ﻊ‬ ‫ﻣ‬ ‫دث‬ ‫وﺗﺣ‬ ‫دﯾﻖ‬ ‫ﺻ‬ ‫او‬ ‫ت‬ ‫اﻻﻧﺗرﻧ‬ ‫ن‬ ‫ﻣ‬
‫اﻟﻌﻣل‬ ‫وﻓرﯾﻖ‬ ‫وﻣﺷروﻋﺎﺗﮭﺎ‬ ‫ﻧﺷﺎطﮭﺎ‬ ‫ﺑﺎﻗﻲ‬ ‫ﻋن‬ ‫واﺳﺗﻔﺳر‬ ‫اﻟﺷرﻛﺔ‬ ‫ﻋن‬ ‫ﻣﻌﻠوﻣﺎﺗك‬.
•‫ﺗﺑﺣ‬ ‫ك‬‫ﻻﻧ‬ ‫ﺗﻣرار‬‫واﻻﺳ‬ ‫ﺎرﻛﺔ‬‫واﻟﻣﺷ‬ ‫ل‬‫اﻟﻌﻣ‬ ‫ﻓﻲ‬ ‫واﻟﻧﯾﺔ‬ ‫اﻟﺟدﯾﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺣرﯾﺻﺎ‬ ‫ﻛن‬‫ن‬‫ﻋ‬ ‫ث‬
‫واﻻﺳﺗﻘرار‬ ‫اﻟﺧﺑرة‬‫ﻓﻘط‬ ‫اﻟراﺗب‬ ‫ﻟﯾس‬.
•‫رؤﯾﺗك‬ ‫ﻗدم‬‫وﺧﺑراﺗك‬‫ﻋﻠ‬ ‫ﺎﻋد‬‫ﯾﺳ‬ ‫ف‬‫وﻛﯾ‬ ‫ل‬‫اﻟﻌﻣ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺗﻔﺿﻠﮫ‬ ‫اﻟذي‬ ‫واﻻﺳﻠوب‬‫وﯾر‬‫ﺗط‬ ‫ﻰ‬
‫اﻟﺷرﻛﺔ‬ ‫اداء‬.
•‫ﻲ‬‫ﻓ‬ ‫ز‬‫ورﻛ‬ ‫ﮫ‬‫ﺗﺧﺻﺻ‬ ‫ب‬‫ﺣﺳ‬ ‫اﻟﻣﻘﺎﺑل‬ ‫ﻟﻠﺷﺧص‬ ‫اﻟﻣﮭﻣﺔ‬ ‫ﺑﺎﻟﻣﺟﺎﻻت‬ ‫ﻣﻌرﻓﺗك‬ ‫اظﮭر‬‫ك‬‫اﻧ‬
‫ﻋن‬ ‫اﻟﺣدﯾث‬ ‫واﻛﺛر‬ ،‫اﯾﺿﺎ‬ ‫ﻣﺟﺎﻟﮫ‬ ‫وﺗﻌرف‬ ‫ﺑﻣﺟﺎﻟك‬ ‫ﺧﺑﯾر‬‫ﺗو‬ ‫وﻋﻧﺻر‬ ‫اﻟﺗﻛﻠﻔﺔ‬‫ت‬‫اﻟوﻗ‬ ‫ﻓﯾر‬
‫واﻟﻣﺎل‬‫اﻻدارة‬ ‫ﻣﺟﻠس‬ ‫رﺋﯾس‬ ‫او‬ ‫اﻟﺷرﻛﺔ‬ ‫ﻣدﯾر‬ ‫ﻣﻊ‬ ‫اﻟﻣﻘﺎﺑﻠﺔ‬ ‫ﻛﺎﻧت‬ ‫ان‬.
•‫ك‬ ‫ﺑﺧﺑراﺗ‬ ‫ﮭد‬ ‫اﺳﺗﺷ‬‫ﺧ‬ ‫ن‬ ‫ﻣ‬ ‫ﺗﻔﯾد‬ ‫ﺗﺳ‬ ‫ف‬ ‫ﻛﯾ‬ ‫ر‬ ‫ﻟﯾظﮭ‬ ‫ﺎﺑﻘﺔ‬ ‫ﺳ‬ ‫رة‬ ‫ﻛﺑﯾ‬ ‫ﺎرﯾﻊ‬ ‫ﻣﺷ‬ ‫ﻲ‬ ‫ﻓ‬‫ك‬ ‫ﺑراﺗ‬
‫وﺗوظﻔﮭﺎ‬.
•‫دراﺳﺗك‬ ‫ﻓﻲ‬ ‫ﺗﻔوﻗك‬ ‫ﻋن‬ ‫ﺗﺣدث‬‫اﻟﻌﻠﯾﺎ‬ ‫اﻟدراﺳﺎت‬ ‫أو‬‫ا‬ ‫ف‬‫ﺗوظ‬ ‫وﻛﯾف‬ ‫واﻟدورات‬‫ور‬‫ﻻﻣ‬
‫اﻟﻌﻣل‬ ‫ﻓﻲ‬ ‫اﻻﻛﺎدﯾﻣﯾﺔ‬.

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‫اﻟﻌﺎﻣﺔ‬ ‫ﻟﻼﺳﺋﻠﺔ‬ ‫ﺟﺎھزا‬ ‫ﻛن‬:
•‫ﻧﻔﺳك؟‬ ‫ﻋرف‬‫وﺧﺑراﺗك‬ ‫ﻣؤھﻼﺗك‬ ‫ﺛم‬ ‫اﻟﺷﺧﺻﯾﺔ‬ ‫ﺑﺎﻟﻣﻌﻠوﻣﺎت‬ ‫اﺑدا‬‫وﻣﺷﺎرﯾ‬ ‫ﻣﺟﺎﻻت‬ ‫ﻣن‬ ‫اﻟﻣﺧﺗﻠﻔﺔ‬‫ﻊ‬
•‫ﺔ؟‬ ‫اﻟوظﯾﻔ‬ ‫ذه‬ ‫ھ‬ ‫ل‬ ‫ﻟﻣﺛ‬ ‫ب‬ ‫اﻟﻣﻧﺎﺳ‬ ‫ت‬ ‫اﻧ‬ ‫ك‬ ‫اﻧ‬ ‫د‬ ‫ﺗﻌﺗﻘ‬ ‫ﺎذا‬ ‫ﻟﻣ‬‫واﻟﺗﻛﻧوﻟوﺟﯾ‬ ‫ﯾﺔ‬ ‫اﻟﺷﺧﺻ‬ ‫ﺎرات‬ ‫اﻟﻣﮭ‬ ‫ن‬ ‫ﻋ‬ ‫ر‬ ‫ﻋﺑ‬‫ﺔ‬
computer skills
•‫ل؟‬‫ﺗﻔﺿ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫رى‬‫اﻻﺧ‬ ‫ﺎﻻت‬‫اﻟﻣﺟ‬ ‫وﻣﺎ‬ ،‫اﻟﺗﺧطﯾط‬ ‫ﻣﺟﺎل‬ ‫اﺧﺗرت‬ ‫ﻟﻣﺎذا‬‫اﺣﺗ‬ ‫ﮫ‬‫ﻓﯾ‬ ‫ﺎل‬‫ﻣﺟ‬ ‫ﯾط‬‫اﻟﺗﺧط‬ ‫ﺎل‬‫ﻣﺟ‬‫ﺎك‬‫ﻛ‬
‫ﻲ‬‫ﻓ‬ ‫دم‬‫اﻗ‬ ‫ان‬ ‫ﺗطﯾﻊ‬‫اﺳ‬ ‫ﻲ‬‫اﻧ‬ ‫ت‬‫وراﯾ‬ ،‫ﺔ‬‫ورؤﯾ‬ ‫ر‬‫ﻓﻛ‬ ‫ﻲ‬‫اﻟ‬ ‫ﺎج‬‫وﯾﺣﺗ‬ ‫اﻻدارات‬ ‫وﺟﻣﯾﻊ‬ ‫اﻟﻣﺷروع‬ ‫ﺟواﻧب‬ ‫ﺑﻛل‬‫ذا‬‫ھ‬
‫ر‬‫واﻏﯾ‬ ‫ﻲ‬‫ﻧﻔﺳ‬ ‫ور‬‫واط‬ ‫ﺑﺎﺑﮫ‬‫واﺳ‬ ‫ط‬‫اﻟﻣﺧط‬ ‫ﻣﻊ‬ ‫اﻟﻔرق‬ ‫ﻣن‬ ‫واﺳﺗﻔﯾد‬ ‫اﻟﺗﻧﻔﯾذ‬ ‫اﺗﺎﺑﻊ‬ ‫ﺑﺣﯾث‬ ‫اﻟﻣﺟﺎل‬‫ﻰ‬‫ﺣﺗ‬ ‫ﺎﻣﺞ‬‫اﻟﺑرﻧ‬
‫وﻋﻣﺎﻟﺗﮫ‬ ‫اﻟﻣﺷروع‬ ‫ظروف‬ ‫ﺣﺳب‬ ‫اﻟواﻗﻌﯾﺔ‬ ‫ﻟﻼﻧﺗﺎﺟﯾﺎت‬ ‫ﯾﻛون‬ ‫ﻣﺎ‬ ‫اﻗرب‬ ‫ﯾﻛون‬.
•‫اﻟﺣﺎﻟﻲ؟‬ ‫ﻋﻣﻠك‬ ‫ﺗﻐﯾﯾر‬ ‫ﺗرﯾد‬ ‫ﻟﻣﺎذا‬‫اﻟﻘدﯾﻣﺔ‬ ‫ﺷرﻛﺗك‬ ‫ﺗذم‬ ‫ﻻ‬
•‫اﻟﻣﺗوﻗﻊ؟‬ ‫واﻟراﺗب‬ ‫اﻟﺣﺎﻟﻲ‬ ‫راﺗﺑك‬ ‫ھو‬ ‫ﻣﺎ‬‫اﻟﻛﻣﺎﻟﯾﺎت‬ ‫ﺗﻧﺳﻰ‬ ‫ﻻ‬benefits
•‫ﺑﺎﻟﺷرﻛﺔ؟‬ ‫اﻻﻟﺗﺣﺎق‬ ‫ﺗﺳﺗطﯾﻊ‬ ‫ﻣﺗﻰ‬‫ظروﻓك‬ ‫ﺟﻣﯾﻊ‬ ‫ﻓﻲ‬ ‫ﺻرﯾﺣﺎ‬ ‫ﻛن‬
•‫ﻋﻣل؟‬ ‫ﻓرﯾﻖ‬ ‫ادارة‬ ‫ﻓﻲ‬ ‫ﻣﮭﺎراﺗك‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫اﻟﻌ‬ ‫ﻓرﯾﻖ‬ ‫روح‬ ‫ﻻن‬ ‫اﻟﻔرﯾﻖ‬ ‫وروح‬ ‫اﻟﺗواﺻل‬ ‫ﻓن‬ ‫ﻋﻠﻰ‬ ‫رﻛز‬‫ھﻲ‬ ‫ﻣل‬
‫ﺗ‬ ‫ﺎس‬‫اﻧ‬ ‫د‬‫ﯾوﺟ‬ ‫ﮫ‬‫ﻻﻧ‬ ،‫داوﻟﮭﺎ‬‫وﺗ‬ ‫ﺔ‬‫اﻟﻣﻌﻠوﻣ‬ ‫ل‬‫وﻧﻘ‬ ‫ﻔﺎﻓﯾﺔ‬‫واﻟﺷ‬ ‫اﻟﺗﻌﺎون‬ ‫ﻛذﻟك‬ ،‫ﻋﻣل‬ ‫اي‬ ‫ﻓﻲ‬ ‫اﻟﻧﺟﺎح‬ ‫اﺳﺎس‬‫رص‬‫ﺣ‬
‫ﻣ‬ ‫ﯾﻌﻣل‬ ‫ﻣن‬ ‫ﯾﻌرف‬ ‫ان‬ ‫اﺣب‬ ‫اﻧﺎ‬ ،‫اﻟﺟﻣﯾﻊ‬ ‫ﻟﺧﺳﺎرة‬ ‫ﯾؤدي‬ ‫وذﻟك‬ ‫ﻣﻧﮭﺎ‬ ‫ﻟﻼﺳﺗﻔﺎدة‬ ‫اﻟﻣﻌﻠوﻣﺎت‬ ‫اﺧﻔﺎء‬ ‫ﻋﻠﻰ‬‫ل‬‫ﻛ‬ ‫ﻲ‬‫ﻌ‬
‫ﻻ‬ ‫ﺎ‬ ‫ﺑﮭ‬ ‫ل‬ ‫ﯾﻌﻣ‬ ‫ﻲ‬ ‫اﻟﺗ‬ ‫رﻛﺔ‬ ‫واﻟﺷ‬ ‫ﺎن‬ ‫وﻟﻠﻣﻛ‬ ‫ل‬ ‫ﻟﻠﻌﻣ‬ ‫ﺎء‬ ‫ﺑﺎﻻﻧﺗﻣ‬ ‫ﻌر‬ ‫وﯾﺷ‬ ،‫ﮫ‬ ‫راﯾ‬ ‫ن‬ ‫ﻋ‬ ‫ر‬ ‫وﯾﻌﺑ‬ ‫م‬ ‫اﻟﻘﺳ‬ ‫ن‬ ‫ﻋ‬ ‫ﻲء‬ ‫ﺷ‬‫ذا‬ ‫ھ‬ ‫ن‬
‫اﻟﺟﻣﯾﻊ‬ ‫ﻟﻣﺻﻠﺣﺔ‬.
•‫واﻟﻣﺎﻟك؟‬ ‫اﻻﺳﺗﺷﺎري‬ ‫ﻣﻊ‬ ‫ﺗﺗواﺻل‬ ‫ﻛﯾف‬‫ﻋ‬ ‫ت‬‫وﺣﺎﻓظ‬ ‫ﺑﺣﻠﮭﺎ‬ ‫ﻗﻣت‬ ‫ﻣﺷﺎﻛل‬ ‫ﻛذﻛر‬ ‫اﻻﻣﺛﻠﺔ‬ ‫اﺳﺗﻌﻣل‬‫وق‬‫ﺣﻘ‬ ‫ﻰ‬‫ﻠ‬
‫ﺷرﻛﺗك‬

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•‫ﺎج؟‬‫ﺗﺣﺗ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫ﺗﻧدات‬‫اﻟﻣﺳ‬ ‫ﺎ‬‫وﻣ‬ ‫ﻲ‬‫زﻣﻧ‬ ‫ﺎﻣﺞ‬‫ﺑرﻧ‬ ‫ل‬‫ﻋﻣ‬ ‫ﻲ‬‫ﻓ‬ ‫دا‬‫ﺗﺑ‬ ‫ف‬‫ﻛﯾ‬‫د‬‫اﻟﻌﻘ‬ ‫ﺗﻧدات‬‫ﻣﺳ‬ ‫ﻊ‬‫ﺟﻣﯾ‬‫ا‬ ‫ن‬‫ﻣ‬‫ﺔ‬‫ﻻﺗﻔﺎﻗﯾ‬
Agreement‫ﻔﺎت‬ ‫واﻟﻣواﺻ‬ ‫ﺎت‬ ‫اﻟﻛﻣﯾ‬ ‫ﺔ‬ ‫وﻣﻘﺎﯾﺳ‬ ‫وﻣﺎت‬ ‫واﻟرﺳ‬‫ﺎل‬ ‫وﻣﺟ‬ ،‫ل‬ ‫اﻟﻌﻣ‬Project Scope
Statement،‫ﺎن‬ ‫ﻧﻘﺻ‬ ‫او‬ ‫ﺎدة‬ ‫زﯾ‬ ‫دون‬ ‫ﮫ‬ ‫ﻟﻣراﻋﺎﺗ‬‫ﺎت‬ ‫ﻣﺗطﻠﺑ‬ ‫ذﻟك‬ ‫وﻛ‬‫ﺎﻣﺞ‬ ‫اﻟﺑرﻧ‬‫روع‬ ‫اﻟﻣﺷ‬ ‫دة‬ ‫وﻣ‬ ‫ﻲ‬ ‫اﻟزﻣﻧ‬
‫اﻟﻣرﺣﻠﻲ‬ ‫اﻟﻧﮭو‬ ‫ﯾﺧص‬ ‫ﻣﺎ‬ ‫ﺧﺎﺻﺔ‬ ‫ﺑﺎﻟﻌﻘد‬phases/sectional milestones‫وﺟد‬ ‫إن‬‫ﺎب‬‫وﺧط‬ ،‫ﻧﺎد‬‫اﺳ‬
‫ﺎل‬ ‫اﻻﻋﻣ‬LOI, LOA‐Letter of Acceptance‫ﺔ‬ ‫اﻟﺑداﯾ‬ ‫ﺎرﯾﺦ‬ ‫ﺗ‬ ‫دد‬ ‫ﯾﺣ‬ ‫ﺎ‬ ‫ﻣﻣ‬ ‫ﮫ‬ ‫وﺧﻼﻓ‬
Commencement date.

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•‫روع؟‬ ‫اﻟﻣﺷ‬ ‫ادارة‬ ‫ﻊ‬ ‫ﻣ‬ ‫ل‬ ‫ﺗﺗﻌﺎﻣ‬ ‫ف‬ ‫ﻛﯾ‬‫ﺔ‬ ‫طرﯾﻘ‬ ‫ﻊ‬ ‫وﺿ‬ ‫اﻻدارة‬ ‫دور‬‫ذ‬ ‫اﻟﺗﻧﻔﯾ‬Construction Methodology
‫ﺔ‬ ‫وﻣراﺟﻌ‬‫دات‬ ‫واﻟﻣﻌ‬ ‫د‬ ‫ﺑﻧ‬ ‫ل‬ ‫ﻟﻛ‬ ‫ﺔ‬ ‫اﻟﻣطﻠوﺑ‬ ‫ﺔ‬ ‫اﻻﻧﺗﺎﺟﯾ‬ ‫دﻻت‬ ‫ﻣﻌ‬‫د‬ ‫وﺗﺣدﯾ‬ ، ‫ﺎت‬ ‫اﻻﺣﺗﯾﺎﺟ‬ ‫ﻊ‬ ‫وﺟﻣﯾ‬‫ل‬ ‫اﻟﻌﻣ‬ ‫رق‬ ‫ﻓ‬‫واﻟﺗ‬‫داﺧل‬
overlap‫ﺎﻣﺞ‬‫ﺑرﻧ‬ ‫ل‬‫ﻟﻌﻣ‬ ‫اﻻدارة‬ ‫ﻊ‬‫ﻣ‬ ‫ﯾﻖ‬‫اﻟﺗﻧﺳ‬ ‫ﺗم‬‫ﯾ‬ ‫ث‬‫ﺣﯾ‬ ،‫ﺔ‬‫اﻟزﻣﻧﯾ‬ ‫دة‬‫اﻟﻣ‬ ‫ﺣﺳب‬tentative/ level 2‫ﺔ‬‫ﻣراﺟﻌ‬ ‫م‬‫ﺛ‬
‫اﻟﺗﻘدﯾم‬ ‫ﻗﺑل‬ ‫وﺧﻼﻓﮫ‬ ‫واﻟﺗﻛﺎﻟﯾف‬ ‫ﺑﺎﻟﻣوارد‬ ‫اﻟﻣﺣﻣل‬ ‫اﻟﺗﻔﺻﯾﻠﻲ‬ ‫اﻟﺑرﻧﺎﻣﺞ‬.

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•‫اﻟﻣﺷروع؟‬ ‫ﻣراﺣل‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺟدوى‬ ‫دراﺳﺔ‬ ‫ﻋﻣل‬ ‫وﯾﺗم‬ ،‫ﻣﺎ‬ ‫اﺣﺗﯾﺎج‬ ‫ﻧﺗﯾﺟﺔ‬ ‫ﺑﻔﻛرة‬ ‫اﻟﻣﺷروع‬ ‫ﯾﺑدأ‬feasibility study‫ﺛم‬
‫ﻣﯾم‬‫اﻟﺗﺻ‬ ‫ﺔ‬‫ﻣرﺣﻠ‬design stage (conceptual – detailed)‫رح‬‫اﻟط‬ ‫ﺔ‬‫ﻣرﺣﻠ‬ ‫م‬‫ﺛ‬bidding‫ﺎء‬‫اﻟﻌط‬ ‫ﯾﺔ‬‫وﺗرﺳ‬
tender stage ‫ﺛم‬‫اﻟﻣﺷروع‬ ‫ﺣﯾﺎة‬ ‫دورة‬ ‫ﺗﺑدأ‬project life cycle‫ﻛﺎﻟﺗﺎﻟﻲ‬:
‫اﻟﺑداﯾﺔ‬start up ‫ﺛم‬‫اﻟﺗﺧطﯾط‬planning ‫ﺛم‬‫ﺔ‬‫واﻟﻣﺗﺎﺑﻌ‬ ‫اﻟﺗﻧﻔﯾذ‬execution &monitoring ‫م‬‫ﺛ‬‫ﻠﯾم‬‫واﻟﺗﺳ‬ ‫ﺔ‬‫اﻟﻧﮭﺎﯾ‬
close out.

10. 10
•‫اﻟـ‬ ‫ھو‬ ‫ﻣﺎ‬)WBS(‫ﻣراﺣل؟‬ ‫ﻣن‬ ‫ﯾﺷﻣل‬ ‫وﻣﺎذا‬‫ل‬‫ھﯾﻛ‬ ‫ھو‬work breakdown structure‫ﯾم‬‫ﺗﻘﺳ‬ ‫ﺗم‬‫وﯾ‬
‫اﻟﻣﺷروع‬‫ﺑداﯾﺔ‬ ‫ﻟﻣراﺣل‬ ‫اﻟﺗﻘﺳﯾم‬ ‫ﯾﺗم‬ ‫وﻋﺎدة‬ ، ‫وادارﺗﮭﺎ‬ ‫ﻣﺗﺎﺑﻌﺗﮭﺎ‬ ‫ﯾﻣﻛن‬ ‫ﻟوﺣدات‬‫اﻟﻣو‬ ‫ز‬‫ﺗﺟﮭﯾ‬ ‫ن‬‫ﻣ‬‫دﯾم‬‫وﺗﻘ‬ ‫ﻊ‬‫ﻗ‬
‫ﺔ‬ ‫اﻟﺗﻧﻔﯾذﯾ‬ ‫وﻣﺎت‬ ‫اﻟرﺳ‬‫دﯾم‬ ‫وﺗﻘ‬ ‫ﺎ‬ ‫ﺑﺄﻧواﻋﮭ‬‫ﺗروات‬ ‫اﻟﻣﺷ‬ ‫ﺔ‬ ‫وﻣرﺣﻠ‬ ‫واد‬ ‫اﻟﻣ‬procurement‫راء‬ ‫اﻟﺷ‬ ‫ر‬ ‫اﻣ‬ ‫ن‬ ‫ﻣ‬
purchase order‫اﻟﺗورﯾد‬ ‫ﺣﺗﻰ‬delivery‫واﻟﺗﺳﻠﯾم‬ ‫اﻟﺗﻧﻔﯾذ‬ ‫ﺛم‬.
‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫ﻣﺳﺗوﯾﺎت‬ ‫أرﺑﻌﺔ‬ ‫ھﻲ‬ ‫اﻟﺷﺎﺋﻌﺔ‬ ‫وﻣﺳﺗوﯾﺎﺗﮫ‬:
LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE, LEVEL 4: ELEMENT.
WBS Levels (Project, Phase, Location/building-floor, Trade)

11. 11
•‫ﺑﮭﺎ؟‬ ‫اﻟﺗﻘدم‬ ‫ﻗﯾﺎس‬ ‫وطرﯾﻘﺔ‬ ‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫ﻣرﺣﻠﺔ‬ ‫ﻛل‬ ‫ﻧﺳﺑﺔ‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺗ‬ ‫ﺣﯾث‬ ،‫اﻟﻣﺷروع‬ ‫ﺣﺳب‬ ‫ﺗﺧﺗﻠف‬‫طﺔ‬‫اﻧﺷ‬ ‫ﻛون‬
‫ﻣن‬ ‫اﻟﮭﻧدﺳﯾﺔ‬ ‫واﻻﻋﻣﺎل‬ ‫اﻟﺗﺟﮭﯾز‬2-4%‫ﻣن‬ ‫اﻟﺗﺳﻠﯾم‬ ‫ﺑﯾﻧﻣﺎ‬5-10%‫اﻟﻣ‬ ‫ﺔ‬‫ﻗﯾﻣ‬ ‫ل‬‫ﺗﻣﺛ‬ ‫ذي‬‫اﻟ‬ ‫اﻟﺗﻧﻔﯾذ‬ ‫ﻓﻲ‬ ‫واﻟﺑﺎﻗﻲ‬‫واد‬
‫ﯾﻘﺎرب‬ ‫ﻣﺎ‬ ‫ﻣﻧﮫ‬65-75%‫ﻗﯾ‬ ‫ل‬‫وﯾﻔﺿ‬ ،‫ﺎل‬‫اﻻﻋﻣ‬ ‫وع‬‫ﻧ‬ ‫ب‬‫ﺣﺳ‬ ‫دا‬‫ﺟ‬ ‫ﻣﺗﺑﺎﯾﻧﺔ‬ ‫ﻓﮭﻲ‬ ‫واﻟﻌﻣﺎﻟﺔ‬ ‫اﻟﻣﻌدات‬ ‫ﻧﺳﺑﺔ‬ ‫اﻣﺎ‬ ،‫ﺎس‬
‫ل‬‫اﻟﻌﻣ‬ ‫ﺎﻋﺎت‬‫ﺑﺳ‬ ‫وارد‬‫اﻟﻣ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫د‬‫ﺗﻌﺗﻣ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫ل‬‫اﻟﻣراﺣ‬man‐hours‫ﺎ‬‫ﻣﺎﻟﯾ‬ ‫ذ‬‫اﻟﺗﻧﻔﯾ‬ ‫ﺎس‬‫ﻗﯾ‬ ‫ل‬‫ﯾﻔﺿ‬ ‫ذﻟك‬‫ﻛ‬ ،cost
wise.

12. 12
•‫واد‬‫اﻟﻣ‬ ‫ﻲ‬‫ھ‬ ‫ﺎ‬‫ﻣ‬long lead items‫؟‬‫ﺛﻼ‬‫ﻣ‬ ‫د‬‫واﻟﺗورﯾ‬ ‫ﻧﯾﻊ‬‫ﻟﻠﺗﺻ‬ ‫ﺔ‬‫طوﯾﻠ‬ ‫رة‬‫ﻓﺗ‬ ‫ﺎج‬‫ﺗﺣﺗ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫واد‬‫اﻟﻣ‬ ‫ﻲ‬‫ھ‬overseas
‫اﻟرف‬ ‫ﻋﻠﻰ‬ ‫ﻣﺣﻠﯾﺔ‬ ‫ﻣواد‬ ‫ﻟﯾﺳت‬ ‫اﻧﮭﺎ‬ ‫ﺑﻣﻌﻧﻰ‬ ‫ﻟﻠﺷﺣن‬ ‫وﻗت‬ ‫ﺗﺣﺗﺎج‬stock on shelf‫ﺎل‬‫اﻻﻋﻣ‬ ‫ﺗﻘدم‬ ‫ﻋﻠﻰ‬ ‫ﻣؤﺛرة‬ ‫وﺗﻛون‬
‫ﺑﺎﻟﻣﺷروع‬ ‫اﻟﻣواد‬ ‫ﻧوع‬ ‫ﺣﺳب‬ ‫وﻏﯾرھﺎ‬ ‫واﻟﺗﺷﯾﻠرات‬ ‫اﻟطﻠﻣﺑﺎت‬ ‫ﻣﺛل‬ ،‫اﻟﻣﺷروع‬ ‫وﺗﺎﺧر‬.

13. 13
•‫ﺔ‬ ‫طرﯾﻘ‬ ‫ﻲ‬ ‫ھ‬ ‫ﺎ‬ ‫ﻣ‬CPM‫؟‬‫رج‬ ‫اﻟﺣ‬ ‫ﺎر‬ ‫اﻟﻣﺳ‬ ‫ﺔ‬ ‫طرﯾﻘ‬ ‫ﻲ‬ ‫ھ‬critical path method ‫ﺗم‬ ‫وﯾ‬‫ﺎب‬ ‫ﺣﺳ‬ ‫ﺎ‬ ‫ﻓﯾﮭ‬
‫اﻟﻣ‬ ‫ث‬‫ﺣﯾ‬ ‫ن‬‫ﻣ‬ ‫ﺎر‬‫ﻣﺳ‬ ‫ول‬‫اط‬ ‫و‬‫ھ‬ ‫رج‬‫اﻟﺣ‬ ‫ﺎر‬‫اﻟﻣﺳ‬ ‫ر‬‫وﯾﻌﺗﺑ‬ ‫ﺎ‬‫ﻋﻼﻗﺎﺗﮭ‬ ‫ب‬‫ﺣﺳ‬ ‫طﺔ‬‫ﺑﺎﻻﻧﺷ‬ ‫ﺔ‬‫اﻟﺧﺎﺻ‬ ‫وارﯾﺦ‬‫اﻟﺗ‬‫دة‬
‫ود‬ ‫ﺑوﺟ‬ ‫ر‬ ‫اﻛﺛ‬ ‫او‬ ‫دا‬ ‫واﺣ‬ ‫ﺎر‬ ‫اﻟﻣﺳ‬ ‫ذا‬ ‫ھ‬ ‫ون‬ ‫ﯾﻛ‬ ‫د‬ ‫وﻗ‬ ،‫ﺔ‬ ‫اﻟزﻣﻧﯾ‬sub‐critical paths‫طﺔ‬ ‫اﻻﻧﺷ‬ ‫ﯾن‬ ‫ﺑ‬ ‫رﺑط‬ ‫وﯾ‬
‫اﻟﺣرﺟﺔ‬critical activities‫ﺗﺄﺧﯾ‬ ‫ھﺎﻣش‬ ‫ﺑدون‬ ‫اﻻﻧﺷطﺔ‬ ‫ھذه‬ ‫وﺗﻛون‬ ،‫اﻟﻣﺷروع‬ ‫ﺗﺎﺧر‬ ‫ﺗﺎﺧرت‬ ‫إن‬ ‫اﻟﺗﻲ‬‫ر‬
total float=0.

14. 14
•‫أﻧواﻋﮭﺎ؟‬ ‫ھﻲ‬ ‫وﻣﺎ‬ ‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫ﺣﺳﺎب‬ ‫ﯾﺗم‬ ‫ﻛﯾف‬‫ـ‬‫اﻟ‬ ‫ون‬‫ﯾﻛ‬ ‫ث‬‫ﺣﯾ‬ ‫ﺎط‬‫ﻧﺷ‬ ‫ﻟﻛل‬ ‫اﻟﻣوارد‬ ‫واﻧﺗﺎﺟﯾﺔ‬ ‫اﻟﻛﻣﯾﺔ‬ ‫ﺣﺳب‬lead ‫ـ‬‫ھوﻟﻠ‬
driving resource ‫اﻟﻣﻌﺎدﻟﺔ‬ ‫طﺑﻘﺎ‬)duration = quantity / (productivity of crew * no of crews)(‫ﻊ‬‫ﻣ‬
‫اﻋﺗﺑﺎر‬comply with ‫وﺣرﻛﺗﮫ‬ ‫اﻟﻣوﻗﻊ‬ ‫ظروف‬logistics.
‫ﻧوﻋﮭﺎ‬ ‫اﺧﺗﺎر‬ ‫وﯾﺗم‬duration type‫ﻛﺎﻟﺗﺎﻟﻲ‬:
Fixed duration & unit ‐:‫ﺗﺧ‬‫واﻻﺳ‬ ‫اﻟﯾوم‬ ‫ﻓﻲ‬ ‫اﻟﺳﺎﻋﺎت‬ ‫ﻋدد‬ ‫ﺗﻐﯾﯾر‬ ‫ﻋﻧد‬ ‫ﻟﻠﻧﺷﺎط‬ ‫اﻟزﻣﻧﯾﺔ‬ ‫اﻟﻣدة‬ ‫ﺗﺛﺑت‬ ‫وھﻧﺎ‬‫ل‬‫اﻷﻣﺛ‬ ‫دام‬
)task dependent.(
Fixed duration & unit/time ‐:‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﻋﺎدة‬ ‫وﺗﺳﺗﺧدم‬)task dependent(‫دات‬‫اﻟوﺣ‬ ‫ﺗﻐﯾﯾر‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﺣﯾث‬
‫ﺛﺎﺑﺗﺔ‬ ‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫ﺗﺑﻘﻰ‬ ‫اﻟﻣﺗﺑﻘﯾﺔ‬.
Fixed unit ‐:‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺗﺧدم‬‫وﺗﺳ‬)resource dependent(‫دد‬‫ﻋ‬ ‫ر‬‫ﺗﻐﯾﯾ‬ ‫د‬‫ﻓﻌﻧ‬ ‫ﺎ‬‫ﺛﺎﺑﺗ‬ ‫ل‬‫اﻟﻌﻣ‬ ‫ﺎﻟﻲ‬‫إﺟﻣ‬ ‫ﻰ‬‫ﯾﺑﻘ‬ ‫ﺎ‬‫وھﻧ‬
‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫ﺗﺗﻐﯾر‬ ‫اﻟﯾوم‬ ‫ﻓﻲ‬ ‫اﻟﺳﺎﻋﺎت‬.
Fixed unit/time ‐:‫اﻟﻧﺷﺎط‬ ‫ﯾﻛون‬ ‫أن‬ ‫اﺷﺗراط‬ ‫ﻣﻊ‬ ‫اﻟﯾوم‬ ‫ﻓﻲ‬ ‫اﻹﻧﺗﺎﺟﯾﺔ‬ ‫ﻟﺗﺛﺑﯾت‬ ‫ﺗﺳﺗﺧدم‬)recourse dependent.(

15. 15
•‫ﺔ؟‬‫اﻟﻌﻣﺎﻟ‬ ‫ﺎت‬‫اﻧﺗﺎﺟﯾ‬ ‫ط‬‫ﻣﺗوﺳ‬‫اﻟﺷ‬ ‫ري‬‫اﻟﺑﻘ‬ ‫وﻋﺔ‬‫ﻣوﺳ‬ ‫ﺎ‬‫ﻣﻧﮭ‬ ‫دﻻت‬‫اﻟﻣﻌ‬ ‫ذه‬‫ھ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺔ‬‫ﻣﺗﺧﺻﺻ‬ ‫ب‬‫ﻛﺗ‬ ‫د‬‫ﯾوﺟ‬‫ﮭﯾرة‬
‫وﻣﻌدﻻﺗ‬ ‫ﮫ‬‫ظروﻓ‬ ‫روع‬‫ﻣﺷ‬ ‫ل‬‫ﻟﻛ‬ ‫ن‬‫وﻟﻛ‬ ،‫ﺔ‬‫اﻟﻌﺎدﯾ‬ ‫روف‬‫اﻟظ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺎت‬‫اﻻﻧﺗﺎﺟﯾ‬ ‫ط‬‫ﻟﻣﺗوﺳ‬ ‫ﺎ‬‫ﻣرﺟﻌ‬ ‫ر‬‫وﺗﻌﺗﺑ‬‫ﻲ‬‫اﻟﺗ‬ ‫ﮫ‬
‫أ‬ ‫ﻲ‬‫ﻓ‬ ‫ذ‬‫اﻟﺗﻧﻔﯾ‬ ‫ﻖ‬‫ﻓرﯾ‬ ‫ﻊ‬‫ﻣ‬ ‫روع‬‫اﻟﻣﺷ‬ ‫دﯾر‬‫ﻣ‬ ‫ددھﺎ‬‫ﯾﺣ‬‫ول‬‫ب‬‫ﺣﺳ‬ ‫روع‬‫اﻟﻣﺷ‬Experience and common
sense ‫ؤﺛرة‬‫اﻟﻣ‬ ‫ل‬‫ﻟﻠﻌواﻣ‬ ‫رؤﯾﺗﮭم‬ ‫إﻟﻰ‬ ‫ﺑﺎﻻﺿﺎﻓﺔ‬parametric concept ،‫ﺎل‬‫اﻻﻋﻣ‬ ‫دم‬‫ﺗﻘ‬ ‫ﻊ‬‫ﻣ‬ ‫ﻊ‬‫ﺗراﺟ‬ ‫م‬‫ﺛ‬
‫ﻛﻣﺎ‬‫أن‬‫ب‬‫ﺣﺳ‬ ‫اﻟﻣﺗﻛررة‬ ‫اﻻﻋﻣﺎل‬ ‫ﻓﻲ‬ ‫ﺧﺎﺻﺔ‬ ‫ﻧﻔﺳﮫ‬ ‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬ ‫ﺗﺗﻐﯾر‬ ‫اﻻﻧﺗﺎﺟﯾﺔ‬LEARNING CURVES
‫ﺔ‬ ‫اﻟﻣدرﺑ‬ ‫ﺔ‬ ‫اﻟﻔﻧﯾ‬ ‫ﺔ‬ ‫ﻟﻠﻌﻣﺎﻟ‬skilled/expert‫ﺎد‬ ‫اﻻﺳﺗرﺷ‬ ‫ﺑﯾل‬ ‫ﺳ‬ ‫ﻰ‬ ‫ﻋﻠ‬ ‫ﺎت‬ ‫اﻻﻧﺗﺎﺟﯾ‬ ‫ذه‬ ‫ھ‬ ‫ط‬ ‫ﻣﺗوﺳ‬ ‫ن‬ ‫وﻣ‬ ،
indicative:
Carpenter + assistant: 15m2=1m3 concrete daily for hl. element, 2m3 for vl.
Steel fixer + assistant: 300kg=2m3 concrete daily for hl. element, 1m3 for vl.
Concrete mason: 10 m3/day Waterproofing: 60 m2/day
Block mason + assistant: 15m2/day Plasterer+ assistant: 20‐25m2/day
Tile mason+ assistant: 15‐20m2/day Painter: 40m2/day two layers
Plumber + assistant: 30 l.m. daily for normal diameter pipes

16. 16
•‫ﺎ‬ ‫ﻣ‬‫ﻲ‬ ‫ھ‬‫واع‬ ‫أﻧ‬‫ﺎت؟‬ ‫اﻟﻌﻼﻗ‬‫ﺔ‬ ‫ﺑداﯾ‬ ‫ﺎرﯾﺦ‬ ‫ﺗ‬ ‫ﺎط‬ ‫ﻧﺷ‬ ‫ل‬ ‫ﻟﻛ‬start date‫ﺎرﯾﺦ‬ ‫وﺗ‬‫ﺔ‬ ‫ﻧﮭﺎﯾ‬finish date‫ﺗم‬ ‫وﯾ‬
‫ط‬‫رﺑ‬‫طﺔ‬‫اﻷﻧﺷ‬‫ل‬ ‫ﻛ‬‫ﺎ‬‫ﺧﻼﻟﮭ‬ ‫ن‬‫ﻣ‬ ‫ﺎﻵﺧر‬‫ﺑ‬‫ﺑﺢ‬‫ﻟﺗﺻ‬‫ﻊ‬‫أرﺑ‬‫ﺎت‬‫ﻋﻼﻗ‬‫ﺗﺧدﻣﺔ‬‫ﻣﺳ‬)SS, FF, FS, SF(‫رھم‬‫وأﻛﺛ‬‫ﯾوﻋﺎ‬‫ﺷ‬
‫ھﻲ‬FS: finish to start‫أي‬‫أن‬‫ﺑﻌد‬ ‫ﯾﺑدأ‬ ‫اﻟﺟدﯾد‬ ‫اﻟﻧﺷﺎط‬‫اﻧﺗﮭﺎء‬‫اﻟﻧﺷﺎط‬‫اﺳﺗﺧدام‬ ‫ﯾﺗم‬ ‫وﻗد‬ ،‫اﻟﺳﺎﺑﻖ‬‫ر‬‫أﻛﺛ‬‫ﺔ‬‫ﻋﻼﻗ‬ ‫ن‬‫ﻣ‬
‫ﺎت‬‫ﺑﻌﻼﻗ‬ ‫ﺎطﯾن‬‫ﻧﺷ‬ ‫ﯾرﺑط‬ ‫ﻛﺄن‬ ،‫ﻣﻧطﻘﻲ‬ ‫ﺗﻌﺎرض‬ ‫وﺟود‬ ‫ﻋدم‬ ‫ﺣﺎل‬ ‫ﻓﻲ‬ ‫ﻣﻌﺎ‬SS, FF‫ﻲ‬‫ﻓ‬‫ﻰ‬‫ﺣﺗ‬ ‫ت‬‫اﻟوﻗ‬ ‫س‬‫ﻧﻔ‬‫أن‬ ‫ﻣن‬‫ﻧﺿ‬
‫ﯾﺑدأ‬‫ﺑﻌد‬ ‫اﻟﻧﺷﺎط‬‫ﺳﺎﺑﻘﮫ‬ ‫ﺑداﯾﺔ‬‫وﯾﻧﺗﮭﻲ‬‫أﯾﺿﺎ‬ ‫ﻧﮭﺎﯾﺗﮫ‬ ‫ﺑﻌد‬.
Activity Name
Activity ID
Duration
ES EF
LS LF
TF FF

17. 17
•‫اﻟـ‬ ‫ھو‬ ‫ﻣﺎ‬lag, lead‫؟‬‫أ‬ ‫و‬‫ھ‬‫ن‬‫دة‬‫ﻣ‬ ‫ﺎ‬‫ﻟﮭ‬ ‫ﺗﺧدﻣﺔ‬‫اﻟﻣﺳ‬ ‫ﺔ‬‫اﻟﻌﻼﻗ‬ ‫ون‬‫ﺗﻛ‬‫ﺑ‬ ،‫ﺎﺑﻖ‬‫اﻟﺳ‬ ‫ﺎط‬‫اﻟﻧﺷ‬ ‫ﯾن‬‫وﺑ‬ ‫ﺎ‬‫ﺑﯾﻧﮭ‬ ‫ﺄﺧر‬‫ﺗ‬‫ﺄن‬
‫ﺑﻌد‬ ‫اﻟﺟدﯾد‬ ‫اﻟﻧﺷﺎط‬ ‫ﺑداﯾﺔ‬ ‫ﺗﻛون‬‫اﻟﻧﺷﺎط‬ ‫ﻧﮭﺎﯾﺔ‬‫ﺔ‬‫اﻟﻌﻼﻗ‬ ‫ﺑﺢ‬‫وﺗﺻ‬ ‫ﺎ‬‫ﻣ‬ ‫دة‬‫ﺑﻣ‬ ‫ﺎﺑﻖ‬‫اﻟﺳ‬FS‫ود‬‫وﺟ‬ ‫ﻊ‬‫ﻣ‬lag،‫أو‬‫ل‬‫ﻗﺑ‬
‫ﺗﺳﻣﻰ‬ ‫ﻣﺎ‬ ‫ﺑﻣدة‬ ‫اﻟﺳﺎﺑﻖ‬ ‫اﻟﻧﺷﺎط‬ ‫ﻧﮭﺎﯾﺔ‬lead‫ﻣﯾﺗﮭﺎ‬‫ﺗﺳ‬ ‫أوﯾﺗم‬)‐ve lag(‫ب‬‫ﺣﺳ‬ ‫ﺎت‬‫اﻟﻌﻼﻗ‬ ‫ذه‬‫ھ‬ ‫ﺗﺧدام‬‫اﺳ‬ ‫ﺗم‬‫وﯾ‬ ،
‫ل‬‫ﻣﺛ‬ ‫ﻟذﻟك‬ ‫اﻟﻣﻧطﻘﯾﺔ‬ ‫اﻟﺣﺎﺟﺔ‬)buffering time(‫ﻲ‬‫ﻓ‬supply chain management‫داﺧل‬‫ﺗ‬ ‫ل‬‫ﻋﻣ‬ ‫أو‬
‫اﻻﻧﺷطﺔ‬ ‫ﺑﯾن‬overlapping ‫وﻣﺎ‬‫ﺷﺎﺑﮫ‬.
Place Concrete
3
Strips Forms
2
3
A lag in a node network
Place Concrete Strips FormsCure Concrete
A lag in an arrow network

18. 18
•‫ھﻲ‬ ‫ﻣﺎ‬flag, milestone activity‫؟‬‫ﻣن‬ ‫اﻟﻧوﻋﯾﺔ‬ ‫ھذه‬‫طﺔ‬‫اﻷﻧﺷ‬‫دة‬‫ﻣ‬ ‫ﺎ‬‫ﻟﮭ‬ ‫ون‬‫ﯾﻛ‬ ‫ﻻ‬
‫ﺑداﯾﺔ‬ ‫أو‬ ‫ﻧﮭﺎﯾﺔ‬ ‫ﻋن‬ ‫ﻓﻘط‬ ‫وﺗﻌﺑر‬ ‫زﻣﻧﯾﺔ‬‫ﺗ‬ ‫د‬‫ﻣوﻋ‬ ‫ﺎر‬‫ﻻظﮭ‬ ‫ﺗﺧدم‬‫ﺗﺳ‬ ‫د‬‫وﻗ‬ ، ‫ﻣﺎ‬ ‫ﻧﺷﺎط‬‫دي‬‫ﻌﺎﻗ‬
‫ﻣؤﺛر‬ ‫ھﺎم‬ ‫ﺣدث‬ ‫أو‬ ‫ﻣرﺣﻠﺔ‬ ‫ﺗﺎرﯾﺦ‬ ‫أو‬‫اﻟﻣﺷروع‬ ‫ﻓﻲ‬.
Events and Milestones

19. 19
•‫ﺎط‬‫ﻧﺷ‬ ‫و‬‫ھ‬ ‫ﺎ‬‫ﻣ‬hammock, level of effort‫؟‬‫ﺎط‬‫ﻧﺷ‬ ‫و‬‫ھ‬‫ﺎﻋد‬‫ﻣﺳ‬support‐type project activity ‫أو‬
‫ﺎري‬‫اﻋﺗﺑ‬ ‫ﺎط‬‫ﻧﺷ‬ ‫ﮫ‬‫ﻛﺄﻧ‬dummy‫طﺔ‬‫اﻻﻧﺷ‬ ‫ن‬‫ﻣ‬ ‫ﺔ‬‫ﻣﺟﻣوﻋ‬ ‫دة‬‫ﻣ‬ ‫ﻼل‬‫ﺧ‬ ‫ﺗﻣر‬‫ﯾﺳ‬ ‫ﯾن‬‫ﻣﻌ‬ ‫ل‬‫ﻋﻣ‬ ‫ن‬‫ﻋ‬ ‫ر‬‫ﯾﻌﺑ‬on‐going
tasks that depend on other activities‫ط‬‫رﺑ‬ ‫ﺗم‬‫وﯾ‬ ،‫ﻰ‬‫اﻷوﻟ‬ ‫طﺔ‬‫اﻷﻧﺷ‬‫ذه‬‫ھ‬ ‫ن‬‫ﻣ‬‫طﺔ‬‫اﻷﻧﺷ‬‫ﻖ‬‫طرﯾ‬ ‫ن‬‫ﻋ‬ ‫ﮫ‬‫ﺑ‬
‫ﻋﻼﻗﺎت‬SS‫اﻷﺧﯾرة‬ ‫واﻷﻧﺷطﺔ‬‫ﺑﻌﻼﻗﺎت‬FF‫طﺔ‬‫اﻻﻧﺷ‬ ‫ذه‬‫ھ‬ ‫ﺔ‬‫وﻧﮭﺎﯾ‬ ‫ﺔ‬‫ﺑداﯾ‬ ‫ب‬‫ﺣﺳ‬ ‫را‬‫ﻣﺗﻐﯾ‬ ‫ﺎط‬‫اﻟﻧﺷ‬ ‫ھذا‬ ‫زﻣن‬ ‫وﯾﻛون‬ ،
)‫ﺔ‬‫ﻟﻠﻧﮭﺎﯾ‬ ‫ﺔ‬‫اﻟﺑداﯾ‬ ‫ن‬‫ﻣ‬ ‫ﺎ‬‫ﻣ‬ ‫ﻧﺎﻋﺔ‬‫ﺻ‬ ‫ل‬‫ﻣراﺣ‬ ‫ﻼل‬‫ﺧ‬ ‫ﯾﺗم‬ ‫اﻟذي‬ ‫اﻟﺗزﯾﯾت‬ ‫ﻧﺷﺎط‬ ‫ﻣﺛل‬‫أو‬‫ن‬‫ﻣ‬ ‫ر‬‫ﻛﺛﯾ‬‫طﺔ‬‫اﻷﻧﺷ‬‫ر‬‫اﻟﻐﯾ‬‫رة‬‫ﻣﺑﺎﺷ‬
‫اﻟﻣﺷروع‬ ‫وﻣﺻﺎرﯾف‬ ‫واﻻدارة‬ ‫ﻛﺎﻻﺷراف‬prelims.(

20. 20
•‫ھﻲ‬ ‫ﻣﺎ‬open end activities‫؟‬‫ھﻲ‬‫اﻷﻧﺷطﺔ‬‫داﯾﺗﮭﺎ‬‫ﺑ‬ ‫رﺑط‬‫ﺗ‬ ‫ﺎت‬‫ﻋﻼﻗ‬ ‫ﺗوﺟد‬ ‫ﻻ‬ ‫اﻟﺗﻲ‬‫أو‬‫وﯾﻛ‬ ‫ﺎ‬‫ﻧﮭﺎﯾﺗﮭ‬‫ون‬
‫روع‬‫اﻟﻣﺷ‬ ‫ﺔ‬‫وﻧﮭﺎﯾ‬ ‫ﺑداﯾﺔ‬ ‫ﻧﺷﺎطﻲ‬ ‫ﻓﻲ‬ ‫ﻣﻘﺑوﻻ‬ ‫ھذا‬‫ﺎ‬‫أﻣ‬ ، ‫ط‬‫ﻓﻘ‬‫طرﯾ‬ ‫ن‬‫ﻋ‬ ‫ﮫ‬‫ﻣراﺟﻌﺗ‬ ‫ن‬‫ﻣ‬ ‫د‬‫ﺑ‬ ‫ﻼ‬‫ﻓ‬ ‫ك‬‫ذﻟ‬ ‫دا‬‫ﻋ‬ ‫ﺎ‬‫ﻣ‬‫ﻖ‬
‫اﻟﺟدوﻟﺔ‬ ‫ﺗﻘرﯾر‬log‫ﻟﮫ‬ ‫اﻟﻣﻧطﻘﯾﺔ‬ ‫اﻟﻌﻼﻗﺔ‬ ‫ووﺿﻊ‬.

21. 21
•‫اﻟـ‬ ‫ﺗﺳﺗﺧدم‬ ‫ﻣﺗﻰ‬constrains‫؟‬‫ﻻﺳﺗﺧدام‬ ‫ﻣﺧﺗﻠﻔﺔ‬ ‫ﺣﺎﻻت‬ ‫ھﻧﺎك‬‫ﻧﻘوم‬ ‫ﺣﯾث‬ ، ‫اﻟﻣﺧﺗﻠﻔﺔ‬ ‫ﺑﺄﻧواﻋﮭﺎ‬ ‫اﻟﻘﯾود‬‫ﺑ‬‫ﻗﯾد‬ ‫ﻌﻣل‬
‫ﻰ‬‫ﻋﻠ‬ ‫ﻣﺎ‬‫د‬‫أﺣ‬‫ﺎرﯾﺦ‬‫ﺗ‬ ‫ﻲ‬‫ﻓ‬ ‫طﺔ‬‫اﻻﻧﺷ‬‫أو‬ ‫ﺔ‬‫اﻟﺑداﯾ‬،‫ﺔ‬‫اﻟﻧﮭﺎﯾ‬‫ﻲ‬‫ﻓ‬ ‫إﻻ‬ ‫ك‬‫ذﻟ‬ ‫ل‬‫ﻋﻣ‬ ‫ل‬‫ﯾﻔﺿ‬ ‫وﻻ‬‫طرار‬‫اﻻﺿ‬ ‫ﺎﻻت‬‫ﺣ‬‫ﻓ‬، ‫ط‬‫ﻘ‬
‫ﺗورﯾد‬ ‫ﻛﺗﺎرﯾﺦ‬‫ﺑﺄﻣور‬ ‫ﻣرﺗﺑط‬ ‫ﻣﺛﻼ‬‫ﺧﺎرج‬‫ﻣطﻠب‬ ‫أو‬ ‫اﻟﺑرﻧﺎﻣﺞ‬‫اﻟزاﻣﻲ‬ ‫ﺗﻌﺎﻗدي‬mandatory‫ﺷﺎﺑﮫ‬ ‫وﻣﺎ‬.

22. 22
•‫ـ‬ ‫اﻟ‬ ‫و‬ ‫ھ‬ ‫ﺎ‬ ‫ﻣ‬total float‫ـ‬ ‫اﻟ‬ ‫ﯾن‬ ‫وﺑ‬ ‫ﮫ‬ ‫ﺑﯾﻧ‬ ‫رق‬ ‫واﻟﻔ‬free float‫؟‬‫وارﯾﺦ‬ ‫ﺗ‬ ‫ﺎب‬ ‫اﺣﺗﺳ‬ ‫ﺗم‬ ‫ﯾ‬‫طﺔ‬ ‫اﻷﻧﺷ‬‫ب‬ ‫ﺣﺳ‬‫دھﺎ‬ ‫ﻣﻣ‬
‫ﺎ‬‫وﻋﻼﻗﺎﺗﮭ‬‫ﻖ‬‫طرﯾ‬ ‫ن‬‫ﻋ‬forward pass‫ﻲ‬‫ﻟﯾﻌط‬early dates ‫ﺎب‬‫ﺣﺳ‬ ‫ﺗم‬‫ﯾ‬ ‫م‬‫ﺛ‬ ،backward pass‫ﻲ‬‫ﻟﯾﻌط‬
late dates‫و‬‫ھ‬ ‫ﺎ‬‫ﺑﯾﻧﮭﻣ‬ ‫رق‬‫اﻟﻔ‬ ‫ون‬‫وﯾﻛ‬total float‫ﻰ‬‫ﻋﻠ‬ ‫رف‬‫وﯾﻌ‬‫ﮫ‬‫أﻧ‬‫ﺎﺧﯾر‬‫ﺑﺎﻟﺗ‬ ‫ﺎط‬‫ﻟﻠﻧﺷ‬ ‫ﺎ‬‫ﻓﯾﮭ‬ ‫ﻣوح‬‫اﻟﻣﺳ‬ ‫دة‬‫اﻟﻣ‬
Slack‫دون‬‫ﺄﺧر‬ ‫ﺗ‬،‫روع‬ ‫اﻟﻣﺷ‬‫ن‬ ‫ﻣ‬ ‫رى‬ ‫أﺧ‬ ‫واع‬ ‫أﻧ‬ ‫ﺗﺞ‬ ‫وﯾﻧ‬float‫ﮭرھﺎ‬ ‫أﺷ‬ ‫ن‬ ‫ﻣ‬ ،free float‫دة‬ ‫اﻟﻣ‬ ‫و‬ ‫وھ‬‫ﻲ‬ ‫اﻟﺗ‬
‫دون‬ ‫اﻟﻧﺷﺎط‬ ‫ﯾﺗﺎﺧرھﺎ‬‫ﯾﺗﺄﺛر‬ ‫أن‬‫ﻋﻼﻗﺔ‬ ‫ﻟوﺟود‬ ‫ﻟﮫ‬ ‫اﻟﻼﺣﻖ‬ ‫اﻟﻧﺎﺷط‬ ‫ﺑداﯾﺔ‬‫أﺧرى‬‫ﺣﺎﻛﻣﺔ‬driving‫اﻟﻧﺷﺎط‬ ‫ﻟﮭذا‬.

23. 23
•‫ھو‬ ‫ﻣﺎ‬resource allocation, cost loading‫؟‬‫ﻋﻠﻰ‬ ‫واﻟﺗﻛﺎﻟﯾف‬ ‫اﻟﻣوارد‬ ‫ﺗوزﯾﻊ‬ ‫ھو‬‫اﻷﻧﺷطﺔ‬‫ﺎب‬‫ﺣﺳ‬ ‫ﺗم‬‫ﯾ‬ ‫ﺣﯾث‬
‫ﺎط‬ ‫ﻧﺷ‬ ‫ل‬ ‫ﻟﻛ‬ ‫ﺔ‬ ‫اﻟﻣطﻠوﺑ‬ ‫وارد‬ ‫اﻟﻣ‬)resource units=quantity/production rate(‫وارد‬ ‫اﻟﻣ‬ ‫ل‬ ‫ﺗﺣﻣﯾ‬ ‫ﺗم‬ ‫وﯾ‬ ،
‫ﻧﺷﺎط‬ ‫ﻟﻛل‬ ‫واﻟﺗﻛﺎﻟﯾف‬resource loading‫وﯾﺗم‬ ،‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﺗﺳﺎوي‬ ‫ﺗوزﯾﻌﮭﺎ‬‫أو‬‫اﻟﻣورد‬ ‫ﻣﻧﺣﻧﻰ‬ ‫ﺣﺳب‬‫إن‬
‫اﻟﻣﺷروع‬ ‫اﺟﻣﺎﻟﻲ‬ ‫ﻋﻠﻰ‬ ‫ذﻟك‬ ‫ﺑﺣﺳﺎب‬ ‫اﻟﺑرﻧﺎﻣﺞ‬ ‫ﯾﻘوم‬ ‫ﺛم‬ ،‫ﺗﺣدﯾده‬ ‫ﺗم‬aggregation‫وع‬‫ﺑﻧ‬‫ورد‬‫اﻟﻣ‬‫ﺎب‬‫وﺣﺳ‬ ،‫ﺎﻟﻲ‬‫اﺟﻣ‬
‫ﯾوﻣﯾﺔ‬ ‫ﺑﻣﻌدﻻت‬ ‫واﻟﺗﻛﺎﻟﯾف‬ ‫اﻟﻣوارد‬‫وأﺳﺑوﻋﯾﺔ‬‫اﻟﻣطﻠوﺑﺔ‬ ‫اﻟﺗﻘﺎرﯾر‬ ‫ﺣﺳب‬ ‫وﺷﮭرﯾﺔ‬histograms.

24. 24
•‫اﻟـ‬ ‫ھو‬ ‫ﻣﺎ‬resource leveling, limits (max/time)‫؟‬‫أ‬ ‫د‬‫ﺣ‬ ‫ﺎك‬‫ھﻧ‬ ‫ون‬‫ﯾﻛ‬ ‫وارد‬‫اﻟﻣ‬ ‫ل‬‫ﺗﺣﻣﯾ‬ ‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬‫ﻰ‬‫ﻗﺻ‬‫ل‬‫ﻟﻛ‬
‫رﻛﺔ‬ ‫ﻟﻠﺷ‬ ‫وﻓر‬ ‫اﻟﻣﺗ‬ ‫ب‬ ‫ﺣﺳ‬ ‫ورد‬ ‫ﻣ‬‫ب‬ ‫أوﺣﺳ‬‫ﺎ‬ ‫ﻣ‬ ‫ﺎن‬ ‫ﻣﻛ‬ ‫ﻲ‬ ‫ﻓ‬ ‫ل‬ ‫اﻟﻌﻣ‬ ‫ﺔ‬ ‫اﻣﻛﺎﻧﯾ‬‫ﺗم‬ ‫وﯾ‬ ،‫ﺎﻣﺞ‬ ‫اﻟﺑرﻧ‬ ‫ﻲ‬ ‫ﻓ‬ ‫ﺎ‬ ‫ﺗﻌرﯾﻔﮭ‬max/time
‫ﯾﺗم‬ ‫ذﻟك‬ ‫ﺑﻌد‬ ‫ﺛم‬ ،‫ذﻟك‬ ‫ﺣﺳب‬ ‫ﻋﻠﻰ‬ ‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫وﺗﻐﯾﯾر‬ ‫ﺑﮭﺎ‬ ‫ﻟﻼﻟﺗزام‬‫إﻋﺎدة‬‫ﺔ‬‫ﺟدوﻟ‬‫طﺔ‬‫اﻷﻧﺷ‬‫ﻣ‬ ‫د‬‫ﻗواﻋ‬ ‫ب‬‫ﺣﺳ‬‫ﺔ‬‫ﻌﯾﻧ‬‫ؤدي‬‫ﺗ‬
‫ﺎدة‬‫إﻋ‬ ‫إﻟﻰ‬‫ورد‬‫ﻣ‬ ‫ل‬‫ﺑﻛ‬ ‫ﺎص‬‫اﻟﺧ‬ ‫ﻰ‬‫اﻟﻣﻧﺣﻧ‬ ‫ون‬‫ﯾﻛ‬ ‫ث‬‫ﺑﺣﯾ‬ ‫وارد‬‫ﻟﻠﻣ‬ ‫ﻊ‬‫ﺗوزﯾ‬‫ر‬‫أﻛﺛ‬‫ﺎوﯾﺎ‬‫ﺗﺳ‬smoothing‫دة‬‫ﻣ‬ ‫ول‬‫ط‬ ‫ﻰ‬‫ﻋﻠ‬
‫؛‬ ‫اﻟﻣﺷروع‬‫ﻋﻣﺎﻟﺔ‬ ‫ﻻﺣﺿﺎر‬ ‫ﻣﻔﺎﺟﻲء‬ ‫ﻻﺣﺗﯾﺎج‬ ‫ﺗؤدي‬ ‫واﻗﻌﯾﺔ‬ ‫ﻏﯾر‬ ‫ﺑطرﯾﻘﺔ‬ ‫وﺗﻧﻘص‬ ‫اﻟﻌﻣﺎﻟﺔ‬ ‫ﺗزﯾد‬ ‫ﻻ‬ ‫ﺣﺗﻰ‬‫أو‬،‫ﺗﺳرﯾﺣﮭﺎ‬
‫ﻣﻣﺎ‬‫ﯾﺿطر‬ ‫ﻗد‬‫ﻟﻼﺣﺗﻔﺎظ‬‫دون‬ ‫اﻟﻌﻣﺎﻟﺔ‬ ‫ﻣن‬ ‫ﺑﻌدد‬‫ﻣرة‬ ‫اﺣﺗﯾﺎﺟﮭﺎ‬ ‫ﺣﺗﻰ‬ ‫ﻋﻣل‬‫وﯾﺳﺑب‬ ‫أﺧرى‬‫اﻟﺗﻛﻠﻔ‬ ‫ﻓﻲ‬ ‫زﯾﺎدة‬‫ﺔ‬.
resource leveling: technique used to examine unbalanced use of resources over time,
and for resolving over‐allocations.

25. 25
•‫ﻣﻌﻧﻰ‬ ‫ﻣﺎ‬baseline programme‫؟‬‫د‬‫اﻟﻣﻌﺗﻣ‬ ‫ﻲ‬‫اﻟزﻣﻧ‬ ‫ﺎﻣﺞ‬‫اﻟﺑرﻧ‬ ‫و‬‫ھ‬accepted‫ﺗم‬‫ﯾ‬ ‫ﺗﻧد‬‫ﻣﺳ‬ ‫ر‬‫وﯾﻌﺗﺑ‬
‫دراﺳﺔ‬ ‫ﻋﻧد‬ ‫اﻟﯾﮫ‬ ‫اﻟرﺟوع‬‫أي‬‫ﻣطﺎﻟﺑﺔ‬‫ﺗﺄﺧﯾر‬ ‫أو‬‫اﻋﺗﻣﺎد‬ ‫ﺣﺎﻟﺔ‬ ‫وﻓﻲ‬ ،‫ﺎﻣﺞ‬‫اﻟﺑرﻧ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫ؤﺛر‬‫ﯾ‬ ‫ﺎ‬‫ﻣ‬ ‫ر‬‫ﺗﻐﯾﯾ‬‫ﻲ‬‫اﻟزﻣﻧ‬
‫ﻋﻣل‬ ‫ﯾﺗم‬revised baseline ‫ﻟﻠﻣﺗﺎﺑﻌﺔ‬.

26. 26
•‫اﻟـ‬ ‫ﯾﻣﻠك‬ ‫ﻣن‬who owns the float‫اﻟﻣﺎﻟك‬‫أم‬‫اﻟﻣﻘﺎول‬‫أم‬‫اﻟﻣﺷروع؟‬‫ﺎط‬‫ﻧﺷ‬ ‫ل‬‫ﻟﻛ‬ ‫ود‬‫اﻟﻣوﺟ‬ ‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫ﺎﻣش‬‫ھ‬ ‫إن‬
‫ﺣرج‬ ‫ﻏﯾر‬uncritical activity‫وھو‬total float‫ﯾﺣﻖ‬ ،‫اﻟﻣﻘﺎول‬ ‫ﻣن‬ ‫ﻟﻛل‬‫أو‬‫اﺳﺗﺧداﻣﮫ‬ ‫اﻻﺳﺗﺷﺎري‬‫ﺄﺧر‬‫واﻟﺗ‬
‫ﻓﯾﮫ‬‫ذﻟك‬ ‫ﯾؤﺛر‬ ‫أن‬ ‫دون‬‫دة‬‫ﻣ‬ ‫ﻋﻠﻰ‬‫ﻊ‬‫اﻟﺟﻣﯾ‬ ‫ﻖ‬‫ﺣ‬ ‫ن‬‫ﻓﻣ‬ ‫ذﻟك‬‫وﻟ‬ ،‫روع‬‫اﻟﻣﺷ‬‫ﺧ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫د‬‫اﻟﻌﻘ‬ ‫ﻧص‬‫ﯾ‬ ‫م‬‫ﻟ‬ ‫ﺎ‬‫ﻣ‬ ‫ﺗﺧداﻣﮫ‬‫اﺳ‬‫ﻼف‬
،‫ذﻟك‬‫ﯾس‬‫ﻟ‬ ‫ﮫ‬‫ﻧﻔﺳ‬ ‫روع‬‫ﻟﻠﻣﺷ‬ ‫ﻣﻠﻛﺎ‬ ‫وﯾﻌﺗﺑر‬‫راف‬‫اﻷط‬ ‫د‬‫ﻷﺣ‬‫دون‬‫ن‬‫ﻣ‬ ‫ون‬‫وﯾﻛ‬ ‫ر‬‫اﻵﺧ‬‫أوﻻ‬ ‫ﺗﺧدﻣﮫ‬‫ﯾﺳ‬ ‫ن‬‫ﻣ‬ ‫ﻖ‬‫ﺣ‬first
come‐first served basis.

27. 27
•‫ﺎﻣﺞ‬ ‫اﻟﺑرﻧ‬ ‫دﯾث‬ ‫ﺑﺗﺣ‬ ‫وم‬ ‫ﺗﻘ‬ ‫ف‬‫ﻛﯾ‬update‫ﺎﻣﺞ؟‬ ‫اﻟﺑرﻧ‬ ‫ﻲ‬ ‫ﻓ‬ ‫دﯾل‬ ‫اﻟﺗﻌ‬ ‫دم‬ ‫ﻋ‬ ‫ن‬ ‫ﻣ‬ ‫د‬ ‫اﻟﺗﺄﻛ‬ ‫ﺗم‬ ‫ﯾ‬ ‫ف‬‫وﻛﯾ‬‫ﻊ‬ ‫ﺟﻣ‬ ‫ﺗم‬ ‫ﯾ‬
‫اﻟﻣوﻗﻊ‬ ‫ﻣن‬ ‫اﻟﻔﻌﻠﯾﺔ‬ ‫اﻟﻣﻌﻠوﻣﺎت‬‫ﻣﻰ‬‫ﯾﺳ‬ ‫دد‬‫ﻣﺣ‬ ‫ﺎرﯾﺦ‬‫ﺗ‬ ‫د‬‫ﻋﻧ‬data date‫ﺎﻟﻲ‬‫ﻛﺎﻟﺗ‬ ‫ﺎ‬‫وادﺧﺎﻟﮭ‬ ،:‫ﺔ‬‫اﻟﺑداﯾ‬ ‫ﺎرﯾﺦ‬‫ﺗ‬
‫اﻟﺗوﻗف‬ ‫وﻓﺗرات‬ ‫اﻟﺗﻧﻔﯾذ‬ ‫وﻧﺳﺑﺔ‬ ‫اﻟﻔﻌﻠﯾﺔ‬suspension ‫ﻊ‬‫ﻣﺗوﻗ‬ ‫ﺔ‬‫ﻧﮭﺎﯾ‬ ‫ﺗﺎرﯾﺦ‬ ‫ﺗﺣدﯾد‬ ‫وﯾﻣﻛن‬exp finish ‫أو‬
‫اﻟ‬ ‫ﺔ‬‫اﻟﻧﮭﺎﯾ‬ ‫ﺎرﯾﺦ‬‫ﺗ‬ ‫ﺎﻓﺔ‬‫اﺿ‬ ‫ﺗم‬‫وﯾ‬ ،‫ﺔ‬‫اﻟﻣﺗﺑﻘﯾ‬ ‫دة‬‫اﻟﻣ‬ ‫ب‬‫ﺣﺳ‬ ‫اﻟﻧﮭﺎﯾﺔ‬ ‫ﺗﺎرﯾﺦ‬ ‫ﺑﺣﺳﺎب‬ ‫اﻟﺑرﻧﺎﻣﺞ‬ ‫ﯾﻘوم‬‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬ ‫ﻲ‬‫ﻔﻌﻠ‬
‫اﻟﻧﺳﺑﺔ‬ ‫ﻛﺎﻧت‬100%‫اﻟﺗﻛ‬ ‫ﻣراﻗﺑﺔ‬ ‫ﺗﻘﺎرﯾر‬ ‫ﻣن‬ ‫اﻟﻔﻌﻠﯾﺔ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫واﺿﺎﻓﺔ‬ ‫اﻟﻣوارد‬ ‫ﺗﺣدﯾث‬ ‫وﯾﺗم‬ ،‫ﺎﻟﯾف‬.
‫ﺑﻣ‬ ‫إﻻ‬ ‫ﺔ‬‫وﺧﻼﻓ‬ ‫دد‬‫ﻣ‬ ‫أو‬ ‫ﺎت‬‫ﻋﻼﻗ‬ ‫دﯾل‬‫ﺗﻌ‬ ‫دم‬‫ﻋ‬ ‫ن‬‫ﻣ‬ ‫د‬‫واﻟﺗﺄﻛ‬ ‫ﻠﻲ‬‫اﻷﺻ‬ ‫ﺎﻣﺞ‬‫ﺑﺎﻟﺑرﻧ‬ ‫دﯾث‬‫اﻟﺗﺣ‬ ‫ﺔ‬‫ﻟﻣﻘﺎرﻧ‬ ‫ﺎ‬‫أﻣ‬‫ﺔ‬‫واﻓﻘ‬
‫ﺑرﻧﺎﻣﺞ‬ ‫اﺳﺗﺧدام‬ ‫ﯾﺗم‬ ‫اﻻﺳﺗﺷﺎري‬claim digger‫ﻗﺎﺋﻣﺔ‬ ‫اﻟﺑرﯾﻣﺎﻓﯾرا‬ ‫ﻓﻲ‬ ‫واﻟﻣوﺟود‬tools.

28. 28
•‫اﻟﺗﻧﻔﯾذ‬ ‫ﻧﺳب‬ ‫ﺗﺳﺗﺧدم‬ ‫ﻣﺗﻰ‬physical, duration, units‫؟‬‫ذ‬‫اﻟﺗﻧﻔﯾ‬ ‫ﺑﺔ‬‫ﻧﺳ‬ ‫ﺎﻓﯾرا‬‫اﻟﺑرﯾﻣ‬ ‫ﺑرﻧﺎﻣﺞ‬ ‫ﯾظﮭر‬Activity %
Complete‫أ‬ ‫اﻟﺛﻼﺛﺔ‬ ‫ﻣن‬ ‫ﻟﮫ‬ ‫اﻟﻣﺣددة‬ ‫اﻟﻧﺳﺑﺔ‬ ‫ﺣﺳب‬ ‫ﻧﺷﺎط‬ ‫ﻟﻛل‬‫ﻧواع‬‫اﻟﺗﺎﻟﯾﺔ‬:
Duration Percent Complete:‫دم‬ ‫اﻟﺗﻘ‬ ‫ﺑﺔ‬ ‫ﻧﺳ‬ ‫ﺎس‬ ‫ﺗﻘ‬progress‫ﻠﯾﺔ‬ ‫اﻷﺻ‬ ‫دة‬ ‫اﻟﻣ‬ ‫ب‬ ‫ﺣﺳ‬ ‫ﺔ‬ ‫اﻟﺣﺎﻟ‬ ‫ذه‬ ‫ھ‬ ‫ﻲ‬ ‫ﻓ‬
original‫ﺎﻓﯾرا‬‫ﺑرﯾﻣ‬ ‫ﺑرﻧﺎﻣﺞ‬ ‫وﯾﻘوم‬ ،‫ﺎ‬‫أﺗوﻣﺎﺗﯾﻛﯾ‬‫ﺔ‬‫اﻟﻣﺗﺑﻘﯾ‬ ‫دة‬‫اﻟﻣ‬ ‫ﺎب‬‫ﺑﺣﺳ‬)‫ﻣ‬ ‫ﺔ‬‫اﻟﻣﺗﺑﻘﯾ‬ ‫ﺑﺔ‬‫اﻟﻧﺳ‬ ‫ب‬‫ﺣﺳ‬‫دة‬‫اﻟﻣ‬ ‫ﻲ‬‫ﻓ‬ ‫روﺑﺔ‬‫ﺿ‬
‫اﻷﺻﻠﯾﺔ‬(‫ﻧﺳب‬ ‫وﻛذﻟك‬‫اﻟﻣوارد‬resource units‫وﺧﻼﻓﮫ‬.
Physical Percent Complete:‫دوﯾﺎ‬‫ﯾ‬ ‫ﺔ‬‫اﻟﺣﺎﻟ‬ ‫ذه‬‫ھ‬ ‫ﻲ‬‫ﻓ‬ ‫ذ‬‫اﻟﺗﻧﻔﯾ‬ ‫ﺑﺔ‬‫ﻧﺳ‬ ‫ﺗﻘﺎس‬‫ﺎ‬‫أوﻏﺎﻟﺑ‬‫ﺗﺧدام‬‫ﺑﺎﺳ‬steps‫ﺗم‬‫ﯾ‬ ‫ث‬‫ﺣﯾ‬
‫ادﺧﺎل‬step weight،‫اﻟﺗﻘدم‬ ‫ﯾﻘﺎس‬ ‫وﻣﻧﮭﺎ‬‫أﻣﺎ‬‫ﯾدوﯾﺎ‬ ‫ادﺧﺎﻟﮭﺎ‬ ‫ﻓﯾﺗم‬ ‫اﻟﻣﺗﺑﻘﯾﺔ‬ ‫اﻟﻣدة‬manually.
Units Percent Complete:‫ﻖ‬ ‫طرﯾ‬ ‫ن‬ ‫ﻋ‬ ‫دم‬ ‫اﻟﺗﻘ‬ ‫ﺎس‬ ‫ﻟﻘﯾ‬ ‫ﺑﺔ‬ ‫اﻟﻧﺳ‬ ‫ذه‬ ‫ھ‬ ‫ﺗﺧدم‬ ‫ﺗﺳ‬resource units‫ل‬ ‫وﯾﻔﺿ‬
‫اﻟﻣوارد‬ ‫ﻋﻠﻰ‬ ‫ﻣﻌﺗﻣد‬ ‫اﻟﺑرﻧﺎﻣﺞ‬ ‫ﻛون‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫اﺳﺗﺧداﻣﮭﺎ‬resource driven schedule.

29. 29
•‫ﺑﯾن‬ ‫اﻟﻔرق‬ ‫ﻣﺎ‬Progress Override, Retained Logic‫؟‬‫ﺧﯾﺎر‬ ‫اﺳﺗﺧدام‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬progress over‐
ride‫ﺗﺣدﯾث‬ ‫ﻋﻧد‬‫ﻓﺈﻧﮫ‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺑرﻧﺎﻣﺞ‬‫اﻟﺳﺎﺑﻘﺔ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫ﺑﻛﺳر‬ ‫ﯾﻘوم‬breaks the predecessors
‫اﻟذي‬ ‫ﻟﻠﻧﺷﺎط‬‫ﺑدأ‬‫دوره‬ ‫ﻏﯾر‬ ‫ﻓﻲ‬out of sequence‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫اﻋﺗﺑﺎر‬ ‫وﯾﺗم‬ ،Continuous
duration ‫ﺑﻣﻌﻧﻰ‬‫ﯾﻣﻛن‬ ‫ﻻ‬ ‫ﯾﺑدا‬ ‫أن‬ ‫ﺣﺎل‬ ‫ﻓﻲ‬ ‫اﻟﻧﺷﺎط‬ ‫أن‬‫أن‬‫ﯾﺳﺗﻛﻣل‬ ‫ﺛم‬ ‫ﯾﺗوﻗف‬‫وﻟﻛن‬ ،‫ﯾﺳﺗﻣر‬‫ﺣﺗﻰ‬
‫اﻟﻧﮭﺎﯾﺔ‬proceed continuously until finish‫ﻋﻼﻗﺎت‬ ‫ﻋﻠﻰ‬ ‫اﻟﺑرﻧﺎﻣﺞ‬ ‫ﺑﻧﺎء‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫وﺗﺳﺗﺧدم‬ ،
‫اﺧﺗﯾﺎرﯾﺔ‬soft logic.
‫أﻣﺎ‬Retained Logic‫اﻟ‬ ‫ﻋﻠﻰ‬ ‫ﺗطﺑﯾﻘﮭﺎ‬ ‫وﯾﺗم‬ ‫ﯾﻛﺳرھﺎ‬ ‫ﻻ‬ ‫اﻟﺳﺎﺑﻘﺔ‬ ‫ﺑﺎﻟﻌﻼﻗﺎت‬ ‫ﺑﺎﻻﺣﺗﻔﺎظ‬ ‫ﻓﯾﻘوم‬‫ﻣن‬ ‫ﻣﺗﺑﻘﻲ‬
‫اﻟﻧﺷﺎط‬ ‫ﻣدة‬ ‫وﺗﻌﺗﺑر‬ ،‫دوره‬ ‫ﻏﯾر‬ ‫ﻓﻲ‬ ‫ﺑدأ‬ ‫اﻟذي‬ ‫اﻟﻧﺷﺎط‬Interruptible‫أي‬‫ﺛم‬ ‫اﻟﻧﺷﺎط‬ ‫ﺗوﻗف‬ ‫ﯾﻣﻛن‬
‫طرﯾﻘﺔ‬ ‫وھﻲ‬ ،‫اﺳﺗﻛﻣﺎﻟﮫ‬‫ﺗﻌﺗﺑر‬‫ﺗﺣﻔظﺎ‬ ‫أﻛﺛر‬conservative‫ﻋﻣل‬ ‫ﯾﻔﺿل‬ ‫ﻟذﻟك‬ ،‫أﻗل‬‫اﻟﻌﻼﻗﺎت‬ ‫ﻣن‬ ‫ﻋدد‬
Min. Relationships‫اﻟﺗﻲ‬‫ﺑﺎﻟﻌﻼﻗﺎت‬ ‫وﺗﮭﺗم‬ ‫ﺑﺎﻟﻣﻧطﻖ‬ ‫ﺗﺣﺗﻔظ‬strong logic‫ﻋدم‬ ‫ﻋﻠﻰ‬ ‫واﻟﺣﻔﺎظ‬ ،
‫ﺣدوث‬loop.
Progress Override Retained Logic

30. 30
‫اﻟـ‬ ‫ھو‬ ‫ﻣﺎ‬line of balance‫؟‬‫اﻟﺑراﻣﺞ‬ ‫ﻋﻣل‬ ‫ﻓﻲ‬ ‫طرﯾﻘﺔ‬ ‫ھﻲ‬‫وﺗﻛون‬ ‫اﻟزﻣﻧﯾﺔ‬‫اﻟﻣﺷروع‬ ‫ﻛون‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﻣﻧﺎﺳﺑﺔ‬
‫اﻟﻣﺗﻛررة‬ ‫اﻻﻧﺷطﺔ‬ ‫ﻣن‬ ‫ﻣﺟﻣوﻋﺔ‬ ‫ﻋن‬ ‫ﻋﺑﺎرة‬‫وﺗﻧﻔذ‬ ‫اﻟﺑﻌض‬ ‫ﺑﺑﻌﺿﮭﺎ‬ ‫اﻟﻣرﺗﺑطﺔ‬ ‫اﻟﻣﺗﺗﺎﻟﯾﺔ‬‫ﻓﻲ‬‫أﻣﺎﻛن‬‫ﻣﺗﻌ‬‫وﺗﻛون‬ ،‫ددة‬
‫ﻋﻠﻰ‬ ‫ﻣﻌﺗﻣدة‬‫اﻟﻣوارد‬resource constrained‫وﯾﻣﻛن‬ ،‫ﻣﻊ‬ ‫ﺗراﻛﻣﯾﺔ‬ ‫ﻣﻧﺣﻧﯾﺎت‬ ‫ﻋﻠﻰ‬ ‫وﺿﻌﮭﺎ‬‫اﻟزﻣن‬
diagrams on a cumulative basis‫وﺗﺷﻣل‬‫ﻣﺷﺎرﯾﻊ‬housing, pipelines, bridges, roads,
rail and tunneling works.

32. 32
•‫ھﻲ‬ ‫ﻣﺎ‬)BCWP, BCWS, ACWP(‫؟‬‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫وﺑﯾﺎﻧﮭﺎ‬ ‫ﺑﺎﻟﺗﻛﻠﻔﺔ‬ ‫ﺧﺎﺻﺔ‬ ‫ﻣﺻطﻠﺣﺎت‬ ‫ھﻲ‬:
BCWP: budget cost of work performed = earned value
BCWS: budget cost of work scheduled = planned value
ACWP: actual cost of work performed = actual cost
‫أن‬ ‫ﺣﯾث‬WS‫و‬ ، ‫ﺎﻣﺞ‬‫ﻟﻠﺑرﻧ‬ ‫ﺎ‬‫طﺑﻘ‬ ‫ﺔ‬‫اﻟﻣﺧطط‬ ‫ﺑﺔ‬‫اﻟﻧﺳ‬ ‫ھﻲ‬BC‫ﺎ‬‫أﻣ‬ ، ً‫ﺎ‬‫أﯾﺿ‬ ‫ﺔ‬‫اﻟﻣﺧطط‬ ‫ﺔ‬‫اﻟﺗﻛﻠﻔ‬ ‫ﻲ‬‫ھ‬
WP‫وﻛذﻟك‬ ، ‫اﻟﻔﻌﻠﯾﺔ‬ ‫اﻟﺗﻘدم‬ ‫ﻧﺳﺑﺔ‬ ‫ﻓﮭﻲ‬AC‫اﻧﻔﺎﻗﮭﺎ‬ ‫ﺗم‬ ‫اﻟﺗﻲ‬ ‫اﻟﻔﻌﻠﯾﺔ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ھﻲ‬.
•‫ھﻲ‬ ‫ﻣﺎ‬EVM‫؟‬‫اﻟﻣﻛﺗﺳﺑﺔ‬ ‫اﻟﻘﯾﻣﺔ‬ ‫طرﯾﻖ‬ ‫ﻋن‬ ‫اﻻدارة‬ ‫ھﻲ‬(earned value management)
‫اﻟﻣﺛﻠﯾﺔ‬ ‫اﻟﻣﻘﺎرﻧﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﺗﻣد‬ ‫وھﻲ‬apple to apple‫وﻣﻌﺎدﻻﺗ‬ ،‫واﻟوﻗت‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻓرق‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬‫ﮭﺎ‬
‫ﻲ‬ ‫وھ‬ ‫ﺎﻟﯾف‬ ‫اﻟﺗﻛ‬ ‫ﺔ‬ ‫رﻗﺎﺑ‬ ‫ﻲ‬ ‫ﻓ‬ ‫ﺗﺧدم‬ ‫ﺗﺳ‬:SV, CV, SPI, CPI‫ﻲ‬ ‫وھ‬‫ﺎ‬ ‫اﯾﺿ‬ ‫ﻣﻲ‬ ‫ﺗﺳ‬Work
performance information‫ﻓﻲ‬ ‫اﻟﻛﻣﯾﺎت‬ ‫اﺳﺗﺧدام‬ ‫ﻧﺳﻖ‬ ‫ﻋﻠﻰ‬KPI (key performance
indicators)‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫وﻣﻌﺎدﻻﺗﮭﺎ‬:
Schedule variance (Sv) =earned value (ev)–planned value (pv),
Schedule performance index (spi) = ev/pv
Cost variance (Cv) = earned value (ev)‐actual cost (ac),
Cost performance index (cpi) =ev/ac

33. 33
•‫ﺑﯾن‬ ‫اﻟﻔرق‬ ‫ھو‬ ‫ﻣﺎ‬BAC, EAC, ETC‫؟‬‫روع‬‫اﻟﻣﺷ‬ ‫ﺔ‬‫ﻧﮭﺎﯾ‬ ‫ﻋﻧد‬ ‫ﺑﺎﻟﺗﻛﻠﻔﺔ‬ ‫ﺧﺎﺻﺔ‬ ‫ﻣﺻطﻠﺣﺎت‬ ‫ھﻲ‬
‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫وﺑﯾﺎﻧﮭﺎ‬:
BAC: budget at completion = Total Baseline Costs ‫ﺔ‬‫اﻟﻛﻠﯾ‬ ‫ﺔ‬‫اﻟﻣﯾزاﻧﯾ‬ ‫ﻲ‬‫وھ‬
‫ﻟﻠﺑرﻧﺎﻣﺞ‬ ‫طﺑﻘﺎ‬ ‫ﻟﻠﻣﺷروع‬‫اﻷﺻﻠﻲ‬
EAC: estimate at completion = BAC/CPI ‫ب‬‫ﺣﺳ‬ ‫ﺔ‬‫اﻟﻣﺗوﻗﻌ‬ ‫ﺔ‬‫اﻟﺗﻛﻠﻔ‬ ‫ﺎب‬‫ﺣﺳ‬ ‫ﺗم‬‫وﯾ‬
‫ﻓرق‬‫اﻟﺗﻛﻠﻔﺔ‬‫اﻟﻔﻌﻠﯾﺔ‬‫ﻟﻠﺣﺳﺎب‬ ‫طرﯾﻘﺔ‬ ‫ﻣن‬ ‫أﻛﺛر‬ ‫وﻟﮭﺎ‬ ،
ETC: estimate to complete = EAC‐AC ‫ﻰ‬‫وﺣﺗ‬ ‫ﮫ‬‫ﺗﺎرﯾﺧ‬ ‫ﻣن‬ ‫اﻟﻣﺗوﻗﻌﺔ‬ ‫اﻟﺗﻛﺎﻟﯾف‬ ‫وھﻲ‬
‫اﻟﻣﺷروع‬ ‫ﻧﮭﺎﯾﺔ‬
•‫ﻧﺳب‬ ‫ھﻲ‬ ‫ﻣﺎ‬performance, scheduled %‫؟‬‫ﻲ‬‫واﻟﻔﻌﻠ‬ ‫ط‬‫اﻟﻣﺧط‬ ‫ن‬‫ﻋ‬ ‫ر‬‫ﺗﻌﺑ‬ ‫ب‬‫اﻟﻧﺳ‬ ‫ھذه‬
‫ﯾﻠﻲ‬ ‫ﻛﻣﺎ‬ ‫اﻟﻣﻛﺗﺳﺑﺔ‬ ‫ﻟﻠﻘﯾﻣﺔ‬ ‫طﺑﻘﺎ‬:
Scheduled % = planned value (PV) / budget at completion (BAC)
Performance % = earned value (EV) / budget at completion (BAC)
Planned Vs Actual

35. 35
•‫دﻓﻖ‬‫اﻟﺗ‬ ‫ﻰ‬‫ﻣﻧﺣﻧ‬ ‫رف‬‫ﻋ‬‫ﺎﻟﻲ‬‫اﻟﻣ‬cash flow‫رف‬‫وﻋ‬‫ﺔ؟‬‫اﻟﻣﺎﻟﯾ‬ ‫وة‬‫اﻟﻔﺟ‬‫ﻰ‬‫ﻣﻧﺣﻧ‬ ‫و‬‫ھ‬s‐curve‫ﻲ‬‫ﻟﺗراﻛﻣ‬
‫ـ‬‫اﻟ‬)cash in, out(‫ﺎدر‬ ‫اﻟﺻ‬ ‫ﻲ‬ ‫ﺗراﻛﻣ‬ ‫د‬ ‫ﯾزﯾ‬ ‫دﻣﺎ‬ ‫ﻋﻧ‬ ‫ﻲ‬‫ھ‬ ‫ﺔ‬ ‫اﻟﻣﺎﻟﯾ‬ ‫وة‬ ‫واﻟﻔﺟ‬ ،‫زﻣن‬ ‫اﻟ‬ ‫ﻊ‬ ‫ﻣ‬cash out
(expenditure)‫اﻟوارد‬ ‫ﻋن‬cash in (revenue)‫إ‬ ‫اﻟﻣﺷروع‬ ‫وﯾﺣﺗﺎج‬‫اﻟﺗﻣوﯾل‬ ‫ﻟﻰ‬‫اﻟﺧﺎرﺟﻲ‬.
‫اﻟﻣﺎﻟﻲ‬ ‫اﻟﺗدﻓﻖ‬ ‫ﻣﻧﺣﻧﻰ‬ ‫وطﺑﯾﻌﺔ‬‫أﻧﮫ‬‫ﺔ‬‫اﻟﺑداﯾ‬ ‫ﻲ‬‫ﻓ‬ ‫ﻣﻧﺧﻔض‬ ‫ﻣﯾل‬ ‫ﻟﮫ‬ ‫ﯾﻛون‬lazy start‫ﺎول‬‫اﻟﻣﻘ‬ ‫ﺎج‬‫ﯾﺣﺗ‬ ‫ذﻟك‬‫ﻟ‬
‫إﻟﻰ‬‫ﻣﻘدﻣﺔ‬ ‫دﻓﻌﺔ‬advance payment‫روع‬‫اﻟﻣﺷ‬ ‫زات‬‫ﺗﺟﮭﯾ‬ ‫ﻣﺻﺎرﯾف‬ ‫ﯾﻐطﻲ‬ ‫ﺣﺗﻰ‬mobilization
‫اﻟﺗﻣوﯾﻠﯾﺔ‬ ‫اﻟﻔﺟوة‬ ‫وﯾﺗﻔﺎدى‬ ‫وﺧﻼﻓﮫ‬ ‫واﻟﺗﻌﺎﻗدات‬financing/funding gap ‫ﺛم‬‫ﻲ‬‫ﻓ‬ ‫ﻰ‬‫اﻟﻣﻧﺣﻧ‬ ‫ﻣﯾل‬ ‫ﯾزﯾد‬
‫واﻟﻧﮭﺎﯾﺔ‬ ‫اﻟﺗﺳﻠﯾم‬ ‫ﻓﺗرات‬ ‫ﻣﻊ‬ ‫ﻟﻼﻧﺧﻔﺎض‬ ‫ﯾﻌود‬ ‫ﺛم‬ ‫اﻟوﺳط‬.
‫ﺎت‬ ‫اﻟﻣﺳﺗﺧﻠﺻ‬ ‫ن‬ ‫ﻣ‬ ‫دﺧل‬ ‫اﻟ‬ ‫ﻲ‬ ‫ﺗراﻛﻣ‬ ‫ﯾن‬ ‫ﺑ‬ ‫رق‬ ‫اﻟﻔ‬ ‫أن‬ ‫ث‬ ‫ﺣﯾ‬cash‐in=invoices (as BOQ)‫ﯾن‬ ‫وﺑ‬
‫رة‬‫ﻣﺑﺎﺷ‬ ‫ر‬‫واﻟﻐﯾ‬ ‫رة‬‫اﻟﻣﺑﺎﺷ‬ ‫روﻓﺎت‬‫اﻟﻣﺻ‬cash‐out=direct cost(dry cost) + indirect cost
‫ھو‬:
Profit (‫اﻟرﺑﺢ‬ ‫ = )ھﺎﻣش‬cum. Cash in – cum. Cash out
Overhead = indirect cost + profit ‫اﻟﺳﻌر‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﺣﺻول‬ ‫اﻟﻣﺑﺎﺷرة‬ ‫ﻟﻠﺗﻛﻠﻔﺔ‬ ‫ﯾﺿﺎف‬ ‫ﻣﺎ‬ ‫وھو‬
‫ﻣﻧﺣﻧﻰ‬ ‫وﯾرﺳم‬cash‐flow‫ﻗ‬ ‫ﻟﯾﻣﺛل‬‫ﯾﻣﺔ‬‫ﻓﻲ‬ ‫اﻟﺗﻘدم‬‫اﻷﻋﻣﺎل‬‫ﺑﻘﯾﻣﺔ‬earned value‫دﺧل‬‫ﺑﺎﻟ‬ ‫ﯾرﺳم‬ ‫ﻛﻣﺎ‬ ،
‫ﺻرﻓﮭﺎ‬ ‫اﺳﺗﺣﻘﺎق‬ ‫ﺗﺎرﯾﺦ‬ ‫ﯾﻛون‬ ‫واﻟﺗﻲ‬ ‫ﺑﺎﻟﻣﺳﺗﺧﻠﺻﺎت‬ ‫وﯾﻛون‬ ‫اﻟﻔﻌﻠﻲ‬due date )‫ﺑﻌد‬ ‫ﻏﺎﻟﺑﺎ‬ ‫اﻟﻌﻘد‬ ‫ﺣﺳب‬
‫ﺷﮭرﯾن‬60‫ﯾوم‬(‫اﻟﻣﻘدﻣﺔ‬ ‫اﻟدﻓﻌﺔ‬ ‫ﻗﯾﻣﺔ‬ ‫ﻣﻧﮭﺎ‬ ‫ﯾﺧﺻم‬)‫ﺎﺋﻊ‬‫واﻟﺷ‬ ‫د‬‫اﻟﺗﻌﺎﻗ‬ ‫ب‬‫ﺣﺳ‬ ‫وﻗﯾﻣﺗﮫ‬10%(‫ﺄﻣﯾن‬‫واﻟﺗ‬ ،
retention ‫داﺋﻲ‬‫اﺑﺗ‬ ‫ﺎﻣﯾن‬‫ﺗ‬ ‫و‬‫وھ‬)‫ﺎﺋﻊ‬‫واﻟﺷ‬ ‫د‬‫اﻟﺗﻌﺎﻗ‬ ‫ب‬‫ﺣﺳ‬ ‫ﮫ‬‫وﻗﯾﻣﺗ‬5(%‫ﻠﯾم‬‫اﻟﺗﺳ‬ ‫د‬‫ﻋﻧ‬ ‫رف‬‫ﯾﺻ‬ ‫ذي‬‫واﻟ‬
‫اﻻﺑﺗداﺋﻲ‬TOC: taking over certificate،‫ﯾﺎﻧﺔ‬‫اﻟﺻ‬ ‫دة‬‫ﻣ‬ ‫ﺑﻌد‬ ‫ﯾﺻرف‬ ‫ﻧﮭﺎﺋﻲ‬ ‫وﺗﺎﻣﯾن‬defective
liability period)‫اﻻﺑﺗداﺋﻲ‬ ‫اﻟﺗﺳﻠﯾم‬ ‫ﻣن‬ ‫واﺣد‬ ‫ﻋﺎم‬ ‫واﻟﺷﺎﺋﻊ‬ ‫اﻟﺗﻌﺎﻗد‬ ‫ﺣﺳب‬ ‫وھﻲ‬(‫ﻠ‬‫اﻟﺗﺳ‬ ‫ﻋﻧد‬‫ﺎﺋﻲ‬‫اﻟﻧﮭ‬ ‫ﯾم‬
Performance Certificate.

36. 36
Cash Flow
Turnover: Inflation & interest
‫اﻋﺗﻣﺎد‬ ‫ﻓﺗﺢ‬ LC: letter of credit ‫ﺿﻣﺎن‬ ‫ﺧطﺎب‬
Funding gap: budget overrun& overtrading
Contractor Cash In = Client Cash Out
0%
20%
40%
60%
80%
100%
Month01
Month02
Month03
Month04
Month05
Month06
Month07
Month08
Month09
Month10
Month11
Month12
Month13
Month14
Month15
Month16
Month17
Month18
Month19
Month20
PAC
FAC
Cash in Received net
advance added
Cash out
Cash in Invoice gross

37. 37
•‫اﻟـ‬ ‫اﺳﺗﺧدام‬ ‫ھو‬ ‫ﻣﺎ‬expenses‫اﻟﺑرﯾﻣﺎﻓﯾرا؟‬ ‫ﻓﻲ‬‫إ‬ ‫ﻧﺛرﯾﺔ‬ ‫ﻣﺻروﻓﺎت‬ ‫وﺟود‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬‫ﺿﺎﻓﯾﺔ‬Petty cash
‫طرﯾﻖ‬ ‫ﻋن‬ ‫ﺗﺣﻣﯾﻠﮭﺎ‬ ‫ﯾﺗم‬ ،‫ﻣﺎ‬ ‫ﺑﻧد‬ ‫ﻋﻠﻰ‬expenses ‫اﻟﺑﻧد‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﺗﺣدﯾث‬ ‫ﻋﻧد‬update activity cost.

38. 38
•‫ﻲ‬‫ھ‬ ‫ﻣﺎ‬trend analysis‫؟‬‫ﺎرﯾﺦ‬‫وﺗ‬ ‫ﺔ‬‫ﻟﻠﺗﻛﻠﻔ‬ ‫ﺔ‬‫اﻟﻣﺗوﻗﻌ‬ ‫ﺎﺑﺎت‬‫ﻟﻠﺣﺳ‬ ‫ﺗﺧدم‬‫ﯾﺳ‬‫ﻊ‬‫اﻟﻣﺗوﻗ‬ ‫و‬‫اﻟﻧﮭ‬forecast‫ﻖ‬‫طرﯾ‬ ‫ن‬‫ﻋ‬
‫اﻟﻣﻌدﻻت‬ ‫اﺳﺗﻣرار‬‫ﺎﺑﻘﺔ‬‫اﻟﺳ‬ ‫اﻟﻔﻌﻠﯾﺔ‬‫ﺎ‬‫وﻣﻘﺎرﻧﺗﮭ‬ ،‫رق‬‫ط‬ ‫ﺗﺧدام‬‫ﺑﺎﺳ‬ ‫ﺎﻟﻣﺧطط‬‫ﺑ‬‫ﯾﺔ‬‫رﯾﺎﺿ‬‫ﻣﺗ‬ ‫ﺗﺧدام‬‫اﺳ‬ ‫ل‬‫ﻣﺛ‬‫دم‬‫اﻟﺗﻘ‬ ‫ط‬‫وﺳ‬
progress ‫ﺧﻼل‬‫اﻟﻣﻧﺣﻧﯾﺎت‬ ‫ﻻﺳﺗﻛﻣﺎل‬ ‫ﻣﺎ‬ ‫ﻓﺗرة‬extend s‐curve ‫ﺣﺗﻰ‬‫اﻟﻣﺷروع‬ ‫ﻧﮭﺎﯾﺔ‬.

39. 39
•‫ھو‬ ‫ﻣﺎ‬–ve float‫؟‬‫ﺔ‬‫ﻧﮭﺎﯾ‬ ‫ﺎرﯾﺦ‬‫ﺗ‬ ‫د‬‫ﺗﺣدﯾ‬ ‫ﯾﺗم‬ ‫ﻋﻧدﻣﺎ‬‫ل‬‫ﻋﻣ‬ ‫أو‬ ‫روع‬‫ﻟﻠﻣﺷ‬constraint‫ﻰ‬‫ﻋﻠ‬‫ﺎط‬‫ﻧﺷ‬‫ﺎ‬‫ﻣ‬‫أي‬ ‫ﺈن‬‫ﻓ‬
‫اﻟﻘﯾد‬ ‫ھذا‬ ‫ﻋن‬ ‫ﺗﺄﺧر‬‫ﺷﻛل‬ ‫ﻋﻠﻰ‬ ‫ﯾظﮭر‬)‐ve float(‫ﻋن‬ ‫ﯾﻌﺑر‬ ‫وﺑذﻟك‬ ،‫اﻟﺗﺄﺧﯾر‬‫ﻓﻲ‬‫اﻷﻋﻣﺎل‬‫ﺗﺳ‬ ‫ﻗﯾﻣﺗﮫ‬ ‫وﺗﻛون‬‫ﺎوي‬
‫ﻗﯾﻣﺔ‬‫اﻟﺗﺄﺧﯾر‬delay indicator.
Constraint

40. 40
•‫أ‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫ﺳﺑﺎب‬‫؟‬‫أ‬‫ﺑﺎب‬‫ﺳ‬‫إ‬ ‫ﺄﺧﯾر‬‫اﻟﺗ‬‫أن‬ ‫ﺎ‬‫ﻣ‬‫ﺎول‬‫اﻟﻣﻘ‬ ‫ﺑب‬‫ﺑﺳ‬ ‫ون‬‫ﺗﻛ‬contractor
risk event (CRE)‫أو‬‫أن‬‫ك‬‫اﻟﻣﺎﻟ‬ ‫ﺎري‬‫أواﺳﺗﺷ‬ ‫ك‬‫اﻟﻣﺎﻟ‬ ‫ﺑب‬‫ﺑﺳ‬ ‫أي‬ ‫ﮫ‬‫ﻋﻧ‬ ‫ﮫ‬‫ﺧﺎرﺟ‬ ‫ون‬‫ﺗﻛ‬
employer risk event (ERE)‫ﺎك‬ ‫وھﻧ‬ ،‫ﺑﺎب‬ ‫أﺳ‬ ‫ﺎ‬ ‫أﺣﯾﺎﻧ‬‫ﺔ‬ ‫ﻗﮭرﯾ‬ ‫روف‬ ‫ظ‬ ‫ﻣﻰ‬ ‫ﺗﺳ‬
force majeure‫ن‬ ‫ﻋ‬ ‫ﺔ‬ ‫ﺧﺎرﺟ‬‫اﻹرادة‬‫ﻊ‬ ‫واﻟﺗوﻗ‬unforeseen‫ر‬ ‫ﯾﻌﺗﺑ‬ ‫ذا‬ ‫وھ‬
'neutral event'‫ﺎول‬ ‫اﻟﻣﻘ‬ ‫ﮫ‬ ‫ﻓﯾ‬ ‫وض‬ ‫ﯾﻌ‬‫ن‬ ‫ﻋ‬ ‫ﺎ‬ ‫ﻏﺎﻟﺑ‬‫ﺔ‬ ‫ﺗﻛﻠﻔ‬ ‫دون‬ ‫ت‬ ‫اﻟوﻗ‬non‐
compensable and excusable.
‫ﺎت‬ ‫اﻟﻣﻌﻠوﻣ‬ ‫ﻊ‬ ‫ﺟﻣ‬ ‫ﺄﺧﯾرﯾﺗم‬ ‫ﺗ‬ ‫دوث‬ ‫ﺣ‬ ‫د‬ ‫وﻋﻧ‬investigation‫ﺟﻼت‬ ‫ﺳ‬ ‫ل‬ ‫ﻛ‬ ‫ﻖ‬ ‫طرﯾ‬ ‫ن‬ ‫ﻋ‬
‫روع‬‫اﻟﻣﺷ‬records (doc. control)‫ﺑب‬‫اﻟﺳ‬ ‫ل‬‫ﺗﺣﻠﯾ‬ ‫م‬‫ﺛ‬root cause analysis
(technique)‫ﯾﻘوم‬ ‫اﻟﺗﺄﺧﯾر‬ ‫ﻓﻲ‬ ‫اﻟﻣﺗﺳﺑب‬ ‫ھو‬ ‫اﻟﻣﻘﺎول‬ ‫ﻛﺎن‬ ‫ﻓﺈن‬ ،‫ﺑﻣﻌﺎﻟﺟﺗﮫ‬recover،
‫ﺑب‬ ‫اﻟﺳ‬ ‫رار‬ ‫ﺗﻛ‬ ‫دم‬ ‫وﻋ‬ ‫ل‬ ‫ﻟﻠﺣ‬ ‫ﺔ‬ ‫ﺧط‬ ‫ﻊ‬ ‫ووﺿ‬corrective action‫ل‬ ‫ﻋﻣ‬ ‫ﺗم‬ ‫ﯾ‬ ‫ﺎ‬ ‫ﻛﻣ‬ ،
action plan‫ﺔ‬‫ﺑدﯾﻠ‬ ‫ط‬‫ﺧط‬ ‫ل‬‫وﻋﻣ‬"What if" scenarios/Plan B, C‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬
‫اﻟﻣﺗوﻗﻌﺔ‬ ‫اﻟطوارئ‬contingency reserve،‫إن‬ ‫ﺎ‬‫أﻣ‬‫ن‬‫ﻋ‬ ‫ﺎرج‬‫ﺧ‬ ‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫ﺎن‬‫ﻛ‬‫إرادة‬
‫وﻟﮫ‬ ‫اﻟﻣﻘﺎول‬‫ﺄﺛﯾر‬‫ﺗ‬‫ﻲ‬‫زﻣﻧ‬time impact‫ﺔ‬‫زﻣﻧﯾ‬ ‫ﺔ‬‫ﻣطﺎﻟﺑ‬ ‫دﯾم‬‫ﺑﺗﻘ‬ ‫وم‬‫ﯾﻘ‬ ‫ﺎول‬‫اﻟﻣﻘ‬ ‫ﺈن‬‫ﻓ‬‫ﺑ‬‫ﮫ‬
EOT Claim (Extension Of Time).

42. 42
•‫اﻟﺗﺄﺧﯾر؟‬ ‫ﻣﻌﺎﻟﺟﺔ‬ ‫ﯾﺗم‬ ‫ﻛﯾف‬‫ﻖ‬‫طرﯾ‬ ‫ﻋن‬ ‫ﯾﺗم‬‫ﻐط‬‫اﻟﺿ‬ ‫ﻠوﺑﻲ‬‫أﺳ‬ ‫د‬‫أﺣ‬Schedule Compression Techniques‫أو‬ ،
‫اﻟﻣﺗﺳ‬ ‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫ﺔ‬‫ﻣﻌﺎﻟﺟ‬ ‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬ ‫أو‬ ‫ﺎﻣﺞ‬‫اﻟﺑرﻧ‬ ‫ﺎء‬‫إﻧﺷ‬ ‫د‬‫ﻋﻧ‬ ‫ذﻟك‬ ‫وﯾﺗم‬ ،‫اﻟﻣﺗوﻗﻌﺔ‬ ‫اﻟﻣﺧﺎطر‬ ‫ﺣﺳﺎب‬ ‫ﻣﻊ‬ ‫ﻣﻌﺎ‬ ‫ﻛﻼھﻣﺎ‬‫ﮫ‬‫ﺑ‬ ‫ﺑب‬
‫وﻋﻣل‬ ‫اﻟﻣﻘﺎول‬recovery schedule‫ھﻣﺎ‬ ‫واﻷﺳﻠوﺑﯾن‬ ،:
•Crashing:‫اﻻﻧﺷطﺔ‬ ‫وﺿﻐط‬ ‫اﻟﻣوارد‬ ‫زﯾﺎدة‬ ‫ﯾﺗم‬ ‫ﺑﺣﯾث‬crashing/crunching‫ﺟدﯾدة‬ ‫ﻋﻣل‬ ‫ﻓرق‬ ‫وﻋﻣل‬.
•Fast Tracking:‫اﻟﺑﻌض‬ ‫ﺑﻌﺿﮭﺎ‬ ‫ﻣﻊ‬ ‫ﻟﻸﻧﺷطﺔ‬ ‫وﺗداﺧل‬ ‫ﺗزاﻣن‬ ‫وﻋﻣل‬ ‫اﻟﻌﻼﻗﺎت‬ ‫ﺗﻌدﯾل‬overlap.
-‫ﺗﺄﺧﯾر‬ ‫أي‬ ‫ﺗﺄﺛﯾر‬ ‫ﻣﻌﺎﻟﺟﺔ‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣﺳﺋوﻟﯾﺔ‬ ‫أﻧﮫ‬ ‫اﻻﻋﺗﺑﺎر‬ ‫ﻓﻲ‬ ‫اﻷﺧذ‬ ‫ﻣﻊ‬Mitigation‫ﺑب‬‫اﻟﻣﺗﺳ‬ ‫و‬‫ھ‬ ‫ﯾﻛن‬ ‫ﻟم‬ ‫وﻟو‬ ‫ﺣﺗﻰ‬
‫ﺣﯾث‬ ،‫ﻓﯾﮫ‬‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻓﻲ‬ ‫زﯾﺎدة‬ ‫دون‬ ‫ذﻟك‬ ‫ﯾﺗم‬no cost impact ‫ن‬‫ﻋ‬ ‫ون‬‫ﯾﻛ‬ ‫د‬‫ﻓﻘ‬ ‫؛‬‫ﻖ‬‫طرﯾ‬‫ﺎﻣﺞ‬‫اﻟﺑرﻧ‬ ‫طﺔ‬‫أﻧﺷ‬ ‫دﯾل‬‫ﺗﻌ‬re‐
sequence‫ﺗﺄﺛﯾر‬ ‫ﻷﻗل‬ ‫اﻟوﺻول‬ ‫أﺟل‬ ‫ﻣن‬ ‫اﻟﻣوﻗﻊ‬ ‫ظروف‬ ‫ﺗﮭﯾﺋﺔ‬ ‫أو‬.
-‫اﻟﻣدة‬ ‫ﺿﻐط‬ ‫اﻟﻣﺎﻟك‬ ‫طﻠب‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫أﻣﺎ‬Acceleration‫ﺗﺣﻖ‬‫اﻟﻣﺳ‬ ‫ﻲ‬‫اﻟزﻣﻧ‬ ‫د‬‫اﻟﻣ‬ ‫ن‬‫ﻋ‬ ‫أو‬ ‫ﺔ‬‫اﻟﺗﻌﺎﻗدﯾ‬ ‫دة‬‫اﻟﻣ‬ ‫ن‬‫ﻋ‬EOT،
‫ﻓﮭذه‬‫اﻟﺗﻛﻠﻔﺔ‬‫اﻟﺗﻌﺎﻗد‬ ‫ﺷروط‬ ‫ﺣﺳب‬ ‫أو‬ ‫اﻟﺗطﺑﯾﻖ‬ ‫ﻓﻲ‬ ‫اﻟﺑدء‬ ‫ﻗﺑل‬ ‫ﻋﻠﯾﮭﺎ‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣﻊ‬ ‫اﻻﺗﻔﺎق‬ ‫ﯾﺗم‬.

43. 43
•‫ﺔ؟‬‫اﻻﻧﺗﺎﺟﯾ‬ ‫ﯾن‬‫ﺗﺣﺳ‬ ‫ن‬‫ﯾﻣﻛ‬ ‫ﻛﯾف‬‫داد‬‫أﻋ‬ ‫ﺎدة‬‫زﯾ‬ ‫دون‬‫ﺑ‬ ‫ك‬‫ذﻟ‬ ‫ل‬‫ﻟﻌﻣ‬ ‫رق‬‫ط‬ ‫دة‬‫ﻋ‬ ‫د‬‫ﯾوﺟ‬‫ﺔ‬‫اﻟﻌﻣﺎﻟ‬‫ﺎ‬‫زﯾ‬ ‫ﺎ‬‫ﻣﻧﮭ‬ ،‫دة‬
‫إﺿﺎﻓﯾﺔ‬ ‫ﻋﻣل‬ ‫ﺳﺎﻋﺎت‬‫أ‬‫و‬‫ﻟﯾﻠﻲ‬ ‫ﻓرﯾﻖ‬ ‫ﻋﻣل‬night shift ‫أو‬‫ﺎج‬‫ﻟﻼﻧﺗ‬ ‫ﺣواﻓز‬ ‫زﯾﺎدة‬intensives‫ﺎ‬‫وأﯾﺿ‬ ،
‫ﺎدة‬‫ﺑزﯾ‬ ‫ﯾﻛون‬ ‫ﻗد‬‫راف‬‫اﻻﺷ‬ ‫ﻖ‬‫ﻓرﯾ‬‫إن‬‫ا‬ ‫ﻊ‬‫ﻣ‬ ‫رات‬‫اﻟﺧﺑ‬ ‫ﺎدل‬‫وﺗﺑ‬ ‫درﯾب‬‫أواﻟﺗ‬ ،‫دد‬‫اﻟﻌ‬ ‫ﻲ‬‫ﻓ‬ ‫ز‬‫ﻋﺟ‬ ‫ﮫ‬‫ﺑ‬ ‫ﺎن‬‫ﻛ‬‫ﺔ‬‫ﻟﻌﻣﺎﻟ‬
‫اﻟﻣﺎھرة‬skilled labors.

44. 44
•‫ﺔ‬‫اﻟﺗﻛﻠﻔ‬ ‫ﻲ‬‫ھ‬ ‫ﺎ‬‫ﻣ‬prolongation cost‫؟‬‫ﺔ‬‫ﻧﺗﯾﺟ‬ ‫ون‬‫ﺗﻛ‬‫ﺔ‬‫أﺣﻘﯾ‬Eligibility ‫ﺔ‬‫ﻧﺗﯾﺟ‬ ‫ﺔ‬‫ﺗﻛﻠﻔ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺎول‬‫اﻟﻣﻘ‬
‫اﻟﺗﺄﺧﯾر‬‫اﻟزﻣﻧﻲ‬time related ‫اﻟﻣﺑﺎﺷرة‬ ‫اﻟﺗﻛﺎﻟﯾف‬ ‫ﻓﻲ‬ ‫زﯾﺎدة‬ ‫ﻣن‬ ‫ﺑﮫ‬ ‫ﯾﺗﺳﺑب‬ ‫ﻟﻣﺎ‬‫أواﻟﻐﯾر‬‫ﻣﺑﺎﺷ‬‫ﺗم‬‫وﯾ‬ ،‫رة‬
‫ﺎ‬‫إﻟﺣﺎﻗﮭ‬‫ﺑ‬ ‫ﺑب‬‫ﺗﺳ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫ﺔ‬‫اﻟﻔﻌﻠﯾ‬ ‫ﺎﻟﯾف‬‫اﻟﺗﻛ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫ط‬‫ﻓﻘ‬ ‫رة‬‫ﻣﻘﺗﺻ‬ ‫ون‬‫وﺗﻛ‬ ‫ﺔ‬‫اﻟزﻣﻧﯾ‬ ‫ﺔ‬‫ﺑﺎﻟﻣطﺎﻟﺑ‬‫د‬‫اﻟﻌﻘ‬ ‫ﺔ‬‫ﻣﺧﺎﻟﻔ‬ ‫ﺎ‬‫ﮭ‬
breach of contract‫ون‬‫ﺗﻛ‬ ‫ﻻ‬ ‫ﺣﺗﻰ‬ ‫ذﻟك‬ ‫ﻓﯾﮭﺎ‬ ‫ﺣدث‬ ‫اﻟﺗﻲ‬ ‫اﻟﻔﺗرة‬ ‫ﻣﻊ‬ ‫ﻣﺗﻧﺎﺳﺑﺔ‬‫ر‬‫أﻛﺛ‬‫أ‬‫و‬‫أ‬‫ل‬‫ﻗ‬‫ﺑ‬‫ن‬‫ﻣ‬ ‫ر‬‫ﻛﺛﯾ‬
‫اﻟﺗﺄﺛﯾر‬‫اﻟﻔﻌﻠﻲ‬.

45. 45
•‫ﻣﻊ‬ ‫اﻟﺗﻌﺎﻣل‬ ‫ﯾﺗم‬ ‫ﻛﯾف‬‫اﻷواﻣر‬‫اﻟﺗﻐﯾﯾرﯾﺔ‬change order‫؟‬‫ﺗﻛون‬‫اﻷواﻣر‬‫ﺔ‬‫اﻟﺗﻐﯾﯾرﯾ‬‫ﻣﻧ‬ ‫ﺑﺎب‬‫اﻷﺳ‬ ‫ض‬‫ﺑﻌ‬ ‫ﺔ‬‫ﻧﺗﯾﺟ‬‫ﺎ‬‫ﮭ‬
‫اﻟﺗﺻﻣﯾم‬ ‫ﻓﻲ‬ ‫ﻣﺷﺎﻛل‬‫اﻟﻧﻘص‬ ‫أو‬ ‫ﺑﺎﻟﺧطﺄ‬lack‫ﺄن‬‫ﺑ‬ ‫ﺎ‬‫أﺣﯾﺎﻧ‬ ‫وﺗظﮭر‬ ،‫ﺎر‬‫اﺳﺗﻔﺳ‬ ‫ﺎول‬‫اﻟﻣﻘ‬ ‫ل‬‫ﯾرﺳ‬RFI: request for
information‫اﻗﺗراح‬ ‫أو‬proposal‫ﯾﻧﺗﺞ‬‫ﻋﻧﮫ‬‫أﻣر‬،‫ﺗﻐﯾﯾري‬‫أن‬ ‫أو‬‫رى‬‫ﯾ‬ ‫رة‬‫ﻓﻛ‬ ‫ﻟﻠﻣﺎﻟك‬ ‫ﯾطرأ‬‫ل‬‫أﻓﺿ‬ ‫ﺎ‬‫أﻧﮭ‬‫وﺗ‬‫ﻲ‬‫ﻠﺑ‬
‫اﺣﺗﯾﺎﺟﺎﺗﮫ‬change of mind،‫ﮫ‬‫ﻋﻧ‬ ‫ﺗﺞ‬‫وﯾﻧ‬ ‫ﺣﺎﻟﺔ‬ ‫ﻛل‬ ‫ﻓﻲ‬ ‫ﻣطﺎﻟﺑﺔ‬ ‫ﻋﻣل‬ ‫وﯾﺗم‬ ‫ﺣﺎﻻت‬ ‫ﻋدة‬ ‫ﻟﮭﺎ‬ ‫ﯾﻛون‬ ‫ﻛﻣﺎ‬revised
programme‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫وﺑﯾﺎﻧﮭﺎ‬ ،:
•‫أن‬‫ﻟﮭﺎ‬ ‫ﻟﯾس‬ ‫ﯾﻛون‬‫ﺗﺄﺛﯾر‬‫زﻣﻧﻰ‬‫أو‬‫ﻣﺎﻟﻲ‬no impact:‫وﯾﺗم‬‫ﺗﻐﯾﯾر‬‫اﻷﻧﺷطﺔ‬‫واﻟﺗ‬ ‫اﻟوﻗت‬ ‫ﻧﻔس‬ ‫ﻣﻊ‬ ‫ﺑﺎﻟﺑرﻧﺎﻣﺞ‬‫ﻛﻠﻔﺔ‬.
•‫أن‬‫ﺎ‬‫ﻟﮭ‬ ‫ون‬‫ﯾﻛ‬‫ﺄﺛﯾر‬‫ﺗ‬‫ط‬‫ﻓﻘ‬ ‫ﺎﻟﻲ‬‫ﻣ‬cost implication :‫ﺗم‬‫وﯾ‬‫دﯾل‬‫ﺗﻌ‬‫أو‬ ‫طﺔ‬‫اﻷﻧﺷ‬‫إ‬‫ﺎﻓﺗﮭﺎ‬‫ﺿ‬‫دة‬‫اﻟﺟدﯾ‬ ‫ﺎ‬‫ﺗﻛﻠﻔﺗﮭ‬ ‫ﻊ‬‫ﻣ‬
‫ط‬ ‫ﻓﻘ‬ ‫ﺔ‬ ‫ﻣﺎﻟﯾ‬ ‫ﺔ‬ ‫اﻟﻣطﺎﻟﺑ‬ ‫ون‬ ‫وﺗﻛ‬ ‫ﺎﻣﺞ‬ ‫ﻟﻠﺑرﻧ‬cost claim ‫ﻣل‬ ‫وﺗﺷ‬‫وب‬ ‫اﻟﻣطﻠ‬ ‫ﺎﻟﻲ‬ ‫اﻟﻣ‬ ‫وﯾض‬ ‫اﻟﺗﻌ‬financial
compensation.
•‫أن‬‫ﻟﮭﺎ‬ ‫ﯾﻛون‬‫ﺗﺄﺛﯾر‬‫ﻓﻘط‬ ‫زﻣﻧﻲ‬time impact:‫ﺑﺄن‬‫اﺳﺗﺑدال‬ ‫ﯾﺗم‬‫أﻧﺷطﺔ‬‫ﻓ‬ ‫ﺎج‬‫ﺗﺣﺗ‬ ‫ن‬‫وﻟﻛ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﺑﻧﻔس‬‫ﺔ‬‫زﻣﻧﯾ‬ ‫رة‬‫ﺗ‬
‫أطول‬‫ﻓﻘط‬ ‫زﻣﻧﯾﺔ‬ ‫اﻟﻣطﺎﻟﺑﺔ‬ ‫ﺗﻛون‬ ‫اﻟﺣﺎﻟﺔ‬ ‫ھذه‬ ‫وﻓﻲ‬extension of time (EOT) claim.
•‫أن‬‫ﻟﮭﺎ‬ ‫ﯾﻛون‬‫ﺗﺄﺛﯾر‬‫وﻣﺎﻟﻲ‬ ‫زﻣﻧﻲ‬:‫ﻣ‬ ‫وﻋﻣل‬ ‫ﻟﻠﺑرﻧﺎﻣﺞ‬ ‫اﻟﺟدﯾدة‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫وﺗﺣﻣﯾل‬ ‫اﻻﻧﺷطﺔ‬ ‫ﺗﻌدﯾل‬ ‫وﯾﺗم‬‫ﻣﺷﺗرﻛﺔ‬ ‫طﺎﻟﺑﺔ‬.
‫ﺑﮫ‬ ‫ﯾﺻدر‬ ‫واﻟزﻣﻧﻲ‬ ‫اﻟﻣﺎﻟﻲ‬ ‫اﻟﺗﺄﺛﯾر‬ ‫ھذا‬ ‫اﻋﺗﻣﺎد‬ ‫وﻋﻧد‬Variation Order.

46. 46
•‫ﺑﯾن‬ ‫اﻟﻔرق‬recovery, revised programme‫؟‬‫وع‬‫اﻟﻧ‬‫اﻷول‬‫و‬‫وھ‬recovery‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬ ‫ون‬‫وﯾﻛ‬
‫ﺗم‬‫وﯾ‬ ، ‫ﮫ‬‫ﺑ‬ ‫ﺑب‬‫اﻟﻣﺗﺳ‬ ‫ھو‬ ‫اﻟﻣﻘﺎول‬ ‫ﺗﺄﺧﯾر‬ ‫وﺟود‬‫ﮫ‬‫ﻓﯾ‬‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫وﯾض‬‫ﺗﻌ‬‫ﻟ‬ ‫ﺎﻣﺞ‬‫ﺑﺎﻟﺑرﻧ‬ ‫وع‬‫واﻟرﺟ‬‫ﺔ‬‫ﻧﮭﺎﯾ‬ ‫ﺎرﯾﺦ‬‫ﺗ‬
‫اﻟﻣﺷروع‬‫اﻷﺻﻠﻲ‬،‫أﻣﺎ‬‫اﻟﺛﺎﻧﻲ‬ ‫اﻟﻧوع‬revised‫ﻰ‬‫ﻋﻠ‬ ‫ﺎءا‬‫ﺑﻧ‬ ‫ون‬‫ﯾﻛ‬ ‫ث‬‫ﺣﯾ‬ ‫ك‬‫ذﻟ‬ ‫ﮫ‬‫ﻓﯾ‬ ‫ﯾﺷﺗرط‬ ‫ﻓﻼ‬‫ر‬‫ﺗﻐﯾﯾ‬‫ﻲ‬‫ﻓ‬
‫اﻟﻣﺷروع‬variation/change‫ﺗﻌدﯾل‬ ‫أو‬ ،‫اﻟﺗﻧﻔﯾذ‬ ‫طرﯾﻘﺔ‬‫ر‬‫اﻟظ‬ ‫ر‬‫ﺗﻐﯾ‬ ‫ﺑب‬‫ﺑﺳ‬ ‫ل‬‫ﻗﺑ‬ ‫ن‬‫ﻣ‬ ‫ﺔ‬‫اﻟﻣﻘدﻣ‬‫أو‬ ‫وف‬
‫ﺣدوث‬Disruption،‫ﺷﺎﺑﮫ‬ ‫وﻣﺎ‬ ‫ﺟدﯾد‬ ‫ﻧﮭﺎﯾﺔ‬ ‫وﺗﺎرﯾﺦ‬ ‫زﻣﻧﻰ‬ ‫ﺗﻣدﯾد‬ ‫اﻋﺗﻣﺎد‬ ‫أو‬.

47. 47
•‫ﻰ‬ ‫ﻣﻌﻧ‬ ‫ﺎ‬ ‫ﻣ‬concurrent delay‫؟‬‫و‬ ‫ھ‬‫أن‬‫س‬ ‫ﻧﻔ‬ ‫ﻲ‬ ‫ﻓ‬ ‫زاﻣن‬ ‫ﻣﺗ‬ ‫ﺄﺧﯾر‬ ‫ﺗ‬ ‫ن‬ ‫ﻣ‬ ‫ر‬ ‫أﻛﺛ‬ ‫ون‬ ‫ﯾﻛ‬
‫ﺎﻟﻲ‬‫ﻣﺗﺗ‬ ‫ﯾس‬‫وﻟ‬ ‫ت‬‫اﻟوﻗ‬serial‫ﻰ‬‫ﺑﻣﻌﻧ‬ ‫؛‬‫ﺛﻼ‬‫ﻣ‬‫أن‬‫دث‬‫ﯾﺣ‬‫ﺄﺧﯾر‬‫ﺗ‬‫ﻧﻔ‬ ‫ﻲ‬‫وﻓ‬ ‫ك‬‫اﻟﻣﺎﻟ‬ ‫ﺑب‬‫ﺑﺳ‬‫س‬
‫ﯾوﺟد‬ ‫اﻟوﻗت‬‫ﺗﺄﺧﯾر‬‫ﺗ‬ ‫ﺎ‬‫ﻣ‬ ‫ن‬‫ﻋ‬ ‫د‬‫ﺗﻣدﯾ‬ ‫ﺎول‬‫اﻟﻣﻘ‬ ‫ﺗﺣﻖ‬‫ﯾﺳ‬ ‫اﻟﺣﺎﻟﺔ‬ ‫ھذه‬ ‫وﻓﻲ‬ ،‫اﻟﻣﻘﺎول‬ ‫ﻋﻧد‬‫ﺑب‬‫ﺳ‬
‫ﺑﮫ‬، ‫ﻓﻘط‬ ‫اﻟﻣﺎﻟك‬‫ﻏﺎﻟﺑﺎ‬ ‫وﻟﻛن‬‫ﻣﺎﻟﻲ‬ ‫ﺗﻌوﯾض‬ ‫ﺑدون‬prolongation cost.
(ERE) exceed (CRE)(CRE) exceed (ERE) (ERE) after completion date
Concurrent Delay

48. 48
•‫ﺗم‬‫ﯾ‬ ‫ﻣﺗﻰ‬‫ﺔ‬‫ﻣطﺎﻟﺑ‬ ‫دار‬‫اﺻ‬claim‫ر‬‫ﺗﻐﯾﯾ‬ ‫ﺎد‬‫أواﻋﺗﻣ‬variation order‫؟‬‫دث‬‫ﺣ‬ ‫ود‬‫وﺟ‬ ‫د‬‫ﻋﻧ‬event‫ﮫ‬‫ﻟ‬
‫ﺗﺄﺛﯾر‬‫زﻣﻧﻰ‬‫أو‬‫ﻣﺎﻟﻲ‬‫ﻣﺛل‬proposalchange order/‫ﯾﻛ‬ ‫د‬‫وﻗ‬ ‫ﺎﻟﻲ‬‫واﻟﻣ‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺗﺄﺛﯾر‬ ‫ﺗﻘدﯾم‬ ‫ﯾﺗم‬ ،‫ون‬
‫ﻣطﺎﻟﺑﺔ‬ ‫طرﯾﻖ‬ ‫ﻋن‬claim‫ﯾﺻدر‬ ‫واﻻﻋﺗﻣﺎد‬ ‫اﻟﻣراﺟﻌﺔ‬ ‫وﺑﻌد‬ ،variation order‫ﺄﺛﯾر‬‫اﻟﺗ‬ ‫ﺎد‬‫اﻋﺗﻣ‬ ‫د‬‫ﯾﻔﯾ‬
‫ﺗ‬ ‫أو‬ ‫ﺔ‬‫ﻣطﺎﻟﺑ‬ ‫دث‬‫ﺗﺣ‬ ‫د‬‫ﻗ‬ ‫د‬‫اﻟﻣﻌﺗﻣ‬ ‫ﺄﺛﯾر‬‫اﻟﺗ‬ ‫ﻋن‬ ‫اﻟﻣﻘﺎول‬ ‫رﺿﺎء‬ ‫ﻋدم‬ ‫وﻋﻧد‬ ، ‫ﻣﺎﻟﯾﺎ‬ ‫أو‬ ‫زﻣﻧﯾﺎ‬ ‫ﻛﺎن‬ ‫ﺳواء‬‫ول‬‫ﺗﺣ‬
‫ﻧزاع‬ ‫إﻟﻰ‬ ‫اﻟﻣطﺎﻟﺑﺔ‬dispute‫واﻟﺗﺣﻛﯾم‬ ‫واﻟوﺳﺎطﺔ‬ ‫اﻟﺗﻔﺎوض‬ ‫ﻣن‬ ‫اﻟﻣﻧﺎزﻋﺎت‬ ‫ﺣل‬ ‫طرق‬ ‫إﻟﻰ‬ ‫وﺗﺣﺗﺎج‬ ،‫أو‬
‫اﻷطراف‬ ‫وإرادة‬ ‫ﻟﻠﻌﻘد‬ ‫طﺑﻘﺎ‬ ، ‫اﻟﻘﺿﺎء‬.

49. 49
•‫ﺔ‬‫زﻣﻧﯾ‬ ‫ﺔ‬‫ﻣطﺎﻟﺑ‬ ‫دﯾم‬‫ﺗﻘ‬ ‫ﺗم‬‫ﯾ‬ ‫ﻛﯾف‬EOT‫؟‬‫دث‬‫ﺣ‬ ‫ود‬‫وﺟ‬ ‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬event‫ل‬‫أﺟ‬ ‫ن‬‫ﻣ‬ ‫ﺔ‬‫ﻣطﺎﻟﺑ‬ ‫دﯾم‬‫ﺗﻘ‬ ‫ﺗم‬‫ﯾ‬ ‫ﻲ‬‫زﻣﻧ‬ ‫ﺎﺛﯾر‬‫ﺗ‬ ‫ﮫ‬‫ﻟ‬
‫زﻣﻧﻲ‬ ‫ﺗﻣدﯾد‬ ‫ﻋﻠﻰ‬ ‫اﻟﺣﺻول‬grant for eot entitlement‫اﻵﺗﻲ‬ ‫ﻋﻠﻰ‬ ‫وﺗﺷﻣل‬:
•‫ﻋﻧﮫ‬ ‫واﻟﻣﺳؤول‬ ‫اﻟﺣدث‬Event, liability (ERE, CRE & Neutral)
•‫اﻟﺗﻌﺎﻗدﯾﺔ‬ ‫واﻟﺗوارﯾﺦ‬ ‫اﻟﺑﻧود‬CONTRACT PARTICULARS, relevant contractual clauses
•‫داث‬‫اﻻﺣ‬ ‫رد‬‫ﺳ‬narrative (Cause & Effect) report to justify the impact & root‐cause with
reference to attached records
•‫اﻟﻣﻌدل‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺑرﻧﺎﻣﺞ‬delay analysis, impacted programme
•‫اﻟﻣطﻠوب‬ ‫اﻟزﻣﻧﻲ‬ ‫اﻟﺗﻣدﯾد‬ ‫ﺧﻼﺻﺔ‬, conclusion: including revised statement of the claim
completion date
•‫ﺗﻧدات‬ ‫اﻟﻣﺳ‬ ‫ﺔ‬ ‫ﺣﺎﻓظ‬contemporary records substantiating cause and effect such as
(correspondence, change request, site instruction, other Exhibits..)
•‫ﺔ‬ ‫ﻏراﻣ‬ ‫ﻖ‬ ‫ﺗطﺑﯾ‬ ‫دم‬ ‫ﻋ‬ ‫و‬ ‫ھ‬ ‫ﻲ‬ ‫اﻟرﺋﯾﺳ‬ ‫دف‬ ‫اﻟﮭ‬ ‫ون‬ ‫ﯾﻛ‬
‫ﺎول‬ ‫اﻟﻣﻘ‬ ‫ﻰ‬ ‫ﻋﻠ‬ ‫ﺄﺧﯾر‬ ‫ﺗ‬LAD:liquidated and
ascertained damages ‫ﺎ‬ ‫ﻟﻣ‬ ‫ذﻟك‬ ‫ﻛ‬ ‫ﻣﻰ‬ ‫وﺗﺳ‬
‫ك‬ ‫ﻟﻠﻣﺎﻟ‬ ‫رار‬ ‫أﺿ‬ ‫ن‬ ‫ﻣ‬ ‫ﺄﺧﯾر‬ ‫اﻟﺗ‬ ‫ﮫ‬ ‫ﺑ‬ ‫ﺑب‬ ‫ﯾﺗﺳ‬‫د‬ ‫وﻗ‬ ،‫ﯾ‬‫ﺗم‬
‫وذ‬ ،‫ﻣﺎن‬ ‫اﻟﺿ‬ ‫ﺎب‬ ‫ﺧط‬ ‫ﯾﯾل‬ ‫ﺗﺳ‬ ‫ﻖ‬ ‫طرﯾ‬ ‫ن‬ ‫ﻋ‬ ‫ﺎ‬‫ﺗطﺑﯾﻘﮭ‬‫ك‬ ‫ﻟ‬
‫ﻲ‬ ‫ﻓ‬ ‫روع‬ ‫اﻟﻣﺷ‬ ‫ﺎء‬ ‫ﺑﺈﻧﮭ‬ ‫ﺎول‬ ‫اﻟﻣﻘ‬ ‫زام‬ ‫اﻟﺗ‬ ‫دم‬ ‫ﻋ‬ ‫ﺎل‬ ‫ﺣ‬ ‫ﻲ‬ ‫ﻓ‬
‫دي‬‫اﻟﺗﻌﺎﻗ‬ ‫و‬‫اﻟﻧﮭ‬ ‫ﺗﺎرﯾﺦ‬‫ﻲ‬‫اﻟزﻣﻧ‬ ‫د‬‫اﻟﺗﻣدﯾ‬ ‫أو‬‫اﻟﻣﻌ‬‫د‬‫ﺗﻣ‬‫إن‬
‫ﺣﺳب‬ ‫زﻣﻧﯾﺔ‬ ‫ﻣراﺣل‬ ‫ﻋﻠﻰ‬ ‫وﺗطﺑﻖ‬ ،‫وﺟد‬‫اﻟﺗﺄﺧﯾر‬‫ﺑ‬‫د‬‫ﺣ‬
‫ﯾﻧص‬ ‫ﻧﺳﺑﺔ‬ ‫اﻗﺻﻰ‬‫ﻋﻠﯾﮭﺎ‬‫اﻟﻌﻘد‬stipulated.

50. 50
•‫اﻟﻣﺷروع‬ ‫ﯾﺻﺑﺢ‬ ‫ﻣﺗﻰ‬Time at large‫؟‬‫ﻰ‬‫ﻋﻠ‬ ‫ﺎق‬‫اﻻﺗﻔ‬ ‫ﻓﯾﮭﺎ‬ ‫ﯾﺗم‬ ‫ﺣﺎﻟﺔ‬ ‫ھﻲ‬‫أن‬‫ﺎول‬‫اﻟﻣﻘ‬ ‫ﻲ‬‫ﯾﻧﮭ‬‫ﺎل‬‫اﻷﻋﻣ‬‫ت‬‫وﻗ‬ ‫ﻲ‬‫ﻓ‬
‫ﺗﻘدﯾري‬reasonable time‫وﺟود‬ ‫ﻣن‬ ‫ﺑﺎﻟرﻏم‬‫ﺗﺄﺧﯾر‬‫د‬‫ﻣﻣﺗ‬protracted delay‫ﺔ‬‫طرﯾﻘ‬ ‫ود‬‫وﺟ‬ ‫دم‬‫ﻋ‬ ‫ﺑب‬‫ﺑﺳ‬ ،
‫ﺗﻌﺎﻗدﯾﺔ‬contractual mechanism‫ﺣﯾث‬ ،‫ﺟدﯾد‬ ‫ﻧﮭو‬ ‫ﺗﺎرﯾﺦ‬ ‫ﻟﺗﺣدﯾد‬‫اﻟﺗﺄﺧﯾر‬ ‫أن‬‫ﺑب‬‫ﺑﺳ‬ ‫ﻟﯾس‬‫ﺎل‬‫إھﻣ‬‫أ‬‫و‬‫ﺗﻘ‬‫ﯾر‬‫ﺻ‬
‫أي‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣن‬‫أﻧﮫ‬‫ﻓﯾﮫ‬ ‫ﻣﺗﺳﺑب‬ ‫ﻏﯾر‬outside his control.

51. 51
•‫اﻟﺗﺎﺧﯾر‬ ‫ﺗﺣﻠﯾل‬ ‫طرق‬delay analysis‫؟‬‫اﻟﻰ‬ ‫ﺗﻧﻘﺳم‬ ‫طرق‬ ‫ﻋدة‬ ‫ﯾوﺟد‬:
‫ﺗﻘﺑﻠﯾﺔ‬ ‫ﻣﺳ‬prospective analysis:‫ﺄﺛﯾر‬ ‫ﻟﻠﺗ‬ ‫ﺎت‬ ‫دراﺳ‬ ‫ن‬ ‫ﻋ‬ ‫ﺎرة‬ ‫ﻋﺑ‬ ‫ون‬ ‫وﺗﻛ‬
‫ﻊ‬‫اﻟﻣﺗوﻗ‬, predictive 'Impacted as planned'looking ‐(contemporaneous, forward
)'time impact analysis'modeling, .
‫ﺔ‬ ‫رﺟﻌﯾ‬retrospective analysis:‫ﻊ‬ ‫ﻣﺗطﻠ‬ ‫ﻲ‬ ‫اﻟﻔﻌﻠ‬ ‫ﺄﺧﯾر‬ ‫اﻟﺗ‬ ‫ﺔ‬ ‫دراﺳ‬ ‫ن‬ ‫ﻋ‬ ‫ﺎرة‬ ‫ﻋﺑ‬ ‫ون‬ ‫وﺗﻛ‬
‫وراء‬ ‫ﻟﻠ‬built delay ‐, asbuilt'‐'collapsed as(forensic, after the fact analysis
modeling)‫ﺔ‬ ‫طرﯾﻘ‬ ‫ﺎ‬ ‫أھﻣﮭ‬ ‫ن‬ ‫وﻣ‬ ،method’ windows‘‫دﯾﺛﺎت‬ ‫ﺗﺣ‬ ‫ل‬ ‫وﻋﻣ‬snapshots ‫رة‬ ‫ﻓﺗ‬ ‫ل‬ ‫ﻛ‬
‫ﻣﺣددة‬ ‫زﻣﻧﯾﺔ‬.
‫ﻖ‬ ‫اﻟﻣطﺑ‬ ‫ﺎم‬ ‫اﻟﻌ‬ ‫ل‬ ‫اﻟﺗﻌﺎﻣ‬ ‫ﻠوب‬ ‫اﺳ‬ ‫ب‬ ‫ﺣﺳ‬ ‫م‬ ‫ﺗﻘﺳ‬ ‫د‬ ‫ﻗ‬ ‫ﺎ‬ ‫ﻛﻣ‬general approach applied ‫ﺔ‬ ‫ﺛﻼﺛ‬ ‫ﻰ‬ ‫إﻟ‬
‫واع‬ ‫أﻧ‬:’subtractive‘, ’additive‘‫ﻲ‬ ‫ھ‬ ‫ﺔ‬ ‫واﻟﺛﺎﻟﺛ‬'analytical'‫ل‬ ‫ﻣﺛ‬‐planned versus as‐'as
built'‫ﺔ‬‫ﺣﺎﻟ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺔ‬‫اﻟطرﯾﻘ‬ ‫ذه‬‫ھ‬ ‫ل‬‫ﻣﺛ‬ ‫ﺗﺧدم‬‫وﺗﺳ‬ ،Global delay claim (total time claim)‫أي‬
‫ﺎﻣﺞ‬‫ﻟﻠﺑرﻧ‬ ‫ﺄﺧﯾر‬‫ﺗ‬ ‫دوث‬‫ﺣ‬overrun‫ن‬ ‫ﻣ‬ ‫ك‬‫اﻟﻣﺎﻟ‬ ‫ﮫ‬‫ﺑ‬ ‫ﺑب‬‫ﺗﺳ‬ ‫ﺎ‬‫ﻣ‬ ‫ﯾن‬‫وﺑ‬ ‫ﺔ‬‫اﻟﻣطﺎﻟﺑ‬ ‫ﯾن‬‫ﺑ‬ ‫ﺎط‬ ‫ارﺗﺑ‬ ‫ود‬ ‫وﺟ‬ ‫دم‬‫ﻋ‬ ‫ﻊ‬ ‫ﻣ‬
‫ﺗﺄﺧﯾر‬.
‫ﺄﺧﯾر‬‫اﻟﺗ‬ ‫ﺗﻣرار‬‫اﺳ‬ ‫ﻊ‬‫ﻣ‬ ‫ﮫ‬‫ﺗوﻗﻌ‬ ‫ﯾﻣﻛن‬ ‫ﻻ‬ ‫ﻟﻠﺣدث‬ ‫اﻟﻛﺎﻣل‬ ‫اﻟﺗﺎﺛﯾر‬ ‫ﯾﻛون‬ ‫وﻗد‬slippage‫دم‬‫وﯾﻘ‬interim claim
‫ﻋﻣل‬ ‫ﯾﺗم‬ ‫ﻛﻣﺎ‬ ‫ﺑﮫ‬notification/notice ‫ﺔ‬‫دورﯾ‬ ‫ﺔ‬‫ﻣراﺟﻌ‬ ‫ل‬‫ﻋﻣ‬ ‫ﺗم‬‫وﯾ‬ ‫د‬‫اﻟﻌﻘ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺑﮭﺎ‬ ‫اﻟﻣﺳﻣوح‬ ‫اﻟﻣدة‬ ‫ﺧﻼل‬
‫ﺎﺛﯾر‬ ‫اﻟﺗ‬ ‫ذﻟك‬ ‫ﻟ‬Incremental review‫رﯾﻘﺗﯾن‬ ‫اﻟط‬ ‫ﺞ‬ ‫دﻣ‬ ‫ﺗم‬ ‫ﯾ‬ ‫د‬ ‫وﻗ‬ ،both prospective and
retrospective methods‫ﺢ‬‫اﻻرﺟ‬ ‫ﺎب‬‫ﻟﺣﺳ‬likely effect of a delay‫ﺗﻘﺑﻠﻲ‬‫اﻟﻣﺳ‬ ‫ﺎﺛﯾر‬‫اﻟﺗ‬ ‫ن‬‫ﻣ‬
‫ﺑﻌﻣل‬ ‫ﻗﺎم‬ ‫اﻟﻣﻘﺎول‬ ‫أن‬ ‫ﯾﺗﺑﯾن‬ ‫وﻗد‬ ‫اﻟرﺟﻌﻲ‬ ‫واﻟﺗﺎﺛﯾر‬acceleration ‫ﯾ‬‫ﺗﻘﯾ‬ ‫وﯾﺗم‬ ‫اﻟﻣﺎﻟك‬ ‫ﺗﺎﺧﯾر‬ ‫ﻣن‬ ‫ﺟزء‬ ‫ﻟﺗﻔﺎدي‬‫م‬
‫ﺗﻌوﯾض‬ ‫ﻣن‬ ‫ﺣدث‬ ‫ﻣﺎ‬recovery.

53. 53
•‫روع؟‬‫اﻟﻣﺷ‬ ‫دم‬‫ﺗﻘ‬ ‫ﺎء‬‫أﺛﻧ‬ ‫ﯾط‬‫اﻟﺗﺧط‬ ‫دس‬‫ﻣﮭﻧ‬ ‫ﺎ‬‫ﻋﻠﯾﮭ‬ ‫ز‬‫ﯾرﻛ‬ ‫اﻟﺗﻲ‬ ‫اﻷﻣور‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺗ‬ ‫ل‬‫ﺑﻌﻣ‬ ‫ﯾط‬‫اﻟﺗﺧط‬ ‫دس‬‫ﻣﮭﻧ‬ ‫وم‬‫ﯾﻘ‬‫ﺎرﯾر‬‫ﻘ‬
‫ﺗﻘدم‬ ‫ﻟﻧﺳب‬‫اﻷﻋﻣﺎل‬‫د‬‫ﯾوﺟ‬ ‫ل‬‫وھ‬ ‫رج‬‫اﻟﺣ‬ ‫ﺎر‬‫اﻟﻣﺳ‬ ‫وﻣﺗﺎﺑﻌﺔ‬ ،‫اﻟﻣﺧطط‬ ‫ﺑﻧﺳﺑﺔ‬ ‫ﺑﺎﻟﻣﻘﺎرﻧﺔ‬‫ﺄﺧﯾر‬‫ﺗ‬‫ﻋ‬ ‫ﺎظ‬‫اﻟﺣﻔ‬ ‫ﻊ‬‫ﻣ‬ ،‫دم‬‫ﻋ‬ ‫ﻰ‬‫ﻠ‬
‫روع‬‫اﻟﻣﺷ‬ ‫ﺎل‬‫ﻣﺟ‬ ‫ن‬‫ﻋ‬ ‫ود‬‫اﻟﺣﯾ‬scope creep‫ﺄﺛﯾرات‬‫وﺗ‬‫أ‬‫ي‬‫ذ‬‫اﻟﺗﻧﻔﯾ‬ ‫ﺔ‬‫طرﯾﻘ‬ ‫ﻲ‬‫ﻓ‬ ‫ر‬‫ﺗﻐﯾﯾ‬sequence of work‐
methodology،‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻓرق‬ ‫دراﺳﺔ‬ ‫ﻣﻊ‬‫وأﻧواع‬‫اﻟﻣﺧﺎطر‬risks‫واﻟﻣﺗوﻗﻌﺔ‬ ‫اﻟﻣوﺟودة‬‫وﺗﺄﺛﯾرھﺎ‬.

54. 54
•‫وﺗﻔﺎﺻﯾﻠﮭﺎ؟‬ ‫اﻟﺗﻘﺎرﯾر‬ ‫ﻣﺳﺗوﯾﺎت‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫ﺑﻣﺳﺗوﯾﺎت‬ ‫ﺷﺑﯾﮭﺔ‬ ‫ھﻲ‬WBS‫ﻛﺎﻟﺗﺎﻟﻲ‬ ‫وﺑﯾﺎﻧﮭﺎ‬:
• Level 1 – Executive Summary Level (Dashboard, Flash report): overall project
plan, progress and current forecast, rate: monthly, quarterly.
• Level 2 – Summary Level (Client presentation): Status reports include selected
activities/major trades which are extracted from the overall Level 2 Master
Programme, rate: monthly, fortnightly.
• Level 3 – Management Level: represent the work sequence and programme, in
detail sufficient to plan and monitor weekly activities at the contractor working
level, ‘look ahead programmes’, rate: weekly, biweekly contains cumulative.
• Level 4 – Site Level (Daily): the daily progress lists or tick‐sheets, which are
developed and maintained by each department, section or trade.

55. 55
•‫ھو‬ ‫ﻣﺎ‬‫اﻟـ‬4D Scheduling‫؟‬‫ﺎد‬‫اﻷﺑﻌ‬ ‫ﺔ‬‫ﺛﻼﺛﯾ‬ ‫ﺔ‬‫ذﻛﯾ‬ ‫ﺎذج‬‫ﻧﻣ‬ ‫ل‬‫وﻋﻣ‬ ‫اﻟﺗﺻﻣﯾم‬ ‫ﺗطور‬ ‫ﻣﻊ‬3D Modeling‫ﻲ‬‫واﻟﺗ‬ ،
‫ﺔ‬‫اﻟﻣﺧﺗﻠﻔ‬ ‫ﺎذج‬‫اﻟﻧﻣ‬ ‫ﯾن‬‫ﺑ‬ ‫ﺎت‬‫واﻟﺗﻘﺎطﻌ‬ ‫داﺧﻼت‬‫اﻟﺗ‬ ‫ﺈدارة‬‫ﺑ‬ ‫ز‬‫ﺗﺗﻣﯾ‬)‫واﻟﻛﮭروﻣﯾﻛﺎﻧ‬ ‫ﺎﺋﯾﺔ‬‫واﻻﻧﺷ‬ ‫ﺔ‬‫اﻟﻣﻌﻣﺎرﯾ‬‫ﺔ‬‫ﯾﻛﯾ‬(clash
management‫ﺔ‬ ‫اﻟﻣطﻠوﺑ‬ ‫واد‬ ‫ﻟﻠﻣ‬ ‫ﺎت‬ ‫اﻟﻛﻣﯾ‬ ‫ﺎب‬ ‫ﺣﺳ‬ ‫ﺔ‬ ‫اﻣﻛﺎﻧﯾ‬ ‫ذﻟك‬ ‫وﻛ‬ ،‫ﻣﯾﺗﮭﺎ‬ ‫ﺗﺳ‬ ‫م‬ ‫وﺗ‬BIM:Building
Information Modeling‫اﻟزﻣ‬ ‫د‬‫اﻟﺑﻌ‬ ‫و‬‫ھ‬ ‫ﻊ‬‫راﺑ‬ ‫د‬‫ﺑﻌ‬ ‫ﺎﻓﺔ‬‫وإﺿ‬ ‫ﻲ‬‫اﻟزﻣﻧ‬ ‫ﺎﻣﺞ‬‫ﺑﺎﻟﺑرﻧ‬ ‫ﺎ‬‫رﺑطﮭ‬ ‫ﺎ‬‫أﯾﺿ‬ ‫م‬‫ﺗ‬ ‫د‬‫ﻓﻘ‬ ،‫ﻲ‬‫ﻧ‬
‫ﺳﻣﻲ‬ ‫ﻟذﻟك‬ ‫ﻟﻠﻧﻣوذج‬4D‫اﻟﺣﺎﺟﺔ‬ ‫ﺣﺳب‬ ‫وﻏﯾرھﺎ‬ ‫ﺧﺎﻣس‬ ‫ﻛﺑﻌد‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻣﺛل‬ ‫أﺧرى‬ ‫أﺑﻌﺎد‬ ‫إﺿﺎﻓﺔ‬ ‫ﯾﺗم‬ ‫وﻗد‬ ،.

56. 56
•‫ھﻲ‬ ‫ﻣﺎ‬PMP‫؟‬‫ﮭﺎدة‬‫ﺷ‬ ‫ﻲ‬‫ھ‬‫إدارة‬‫روﻋﺎت‬‫ﻣﺷ‬project management professional‫د‬‫ﻣﻌﮭ‬ ‫ن‬‫ﻣ‬
‫اﻻدارة‬‫اﻷﻣرﯾﻛﻲ‬PMI: Project Management Institute ‫ﻣﻰ‬‫ﯾﺳ‬ ‫ﺎب‬‫ﻛﺗ‬ ‫وﻟﮭﺎ‬PMBOK‫در‬‫وﺻ‬
‫اﻻدارة‬ ‫م‬‫ﯾﻘﺳ‬ ‫ذي‬‫اﻟ‬ ‫ﺎﻣس‬‫اﻟﺧ‬ ‫اﻻﺻدار‬ ‫ﺣﺗﻰ‬ ‫ﻣﻧﮫ‬‫ﻰ‬‫إﻟ‬10‫ﺎم‬‫أﻗﺳ‬knowledge areas‫ﻖ‬‫طرﯾ‬ ‫ن‬‫ﻋ‬47
‫ﻋﻣﻠﯾﺔ‬process‫ﺧﻼل‬5‫اﻟﺑداﯾﺔ‬ ‫ﻣن‬ ‫ﻟﻠﻣﺷروع‬ ‫ﻣراﺣل‬initiation‫إﻟﻰ‬‫اﻟﻧﮭﺎﯾﺔ‬close out.

58. 58
•‫ول‬ ‫ﺑروﺗوﻛ‬ ‫و‬ ‫ھ‬ ‫ﺎ‬ ‫ﻣ‬SCL‫؟‬‫را‬ ‫اﻧﺟﻠﺗ‬ ‫ﻲ‬ ‫ﻓ‬ ‫ره‬ ‫ﻧﺷ‬ ‫م‬ ‫ﺗ‬ ‫ول‬ ‫ﺑروﺗوﻛ‬ ‫و‬ ‫ھ‬‫وﺑر‬ ‫أﻛﺗ‬2002:Society of
Construction Law Delay and Disruption Protocol‫اﻟﻣوﺿوﻋﺎت‬ ‫ﻓﻲ‬ ‫اﻻﺳﺗرﺷﺎد‬ ‫إﻟﻰ‬ ‫وﯾﮭدف‬ ،
‫وﯾ‬ ،‫ﺎ‬‫ﺑﮭ‬ ‫ﺔ‬‫اﻟﺧﺎﺻ‬ ‫ﺔ‬‫اﻟﻣﺎﻟﯾ‬ ‫ﺎت‬‫واﻟﺗﻌوﯾﺿ‬ ‫ﺔ‬‫اﻟزﻣﻧﯾ‬ ‫ﺎت‬‫اﻟﻣطﺎﻟﺑ‬ ‫ص‬‫ﺗﺧ‬ ‫ﻲ‬‫اﻟﺗ‬ ‫اﻻﻧﺷﺎءات‬ ‫ﻓﻲ‬ ‫اﻟﺷﺎﺋﻌﺔ‬‫ﯾﻠﺔ‬‫وﺳ‬ ‫ر‬‫ﻌﺗﺑ‬
‫رورﯾﺔ‬‫ﺿ‬ ‫ر‬‫اﻟﻐﯾ‬ ‫ﺎت‬‫اﻟﻧزاﻋ‬ ‫ب‬‫وﺗﺟﻧ‬ ‫ل‬‫ﻟﺣ‬resolve these matters and avoid unnecessary
disputes‫ﻣن‬ ‫وﯾﺗﻛون‬ ،21 core statements of principle, four Sections of Guidance.

59. 59
•‫اﻟﻣﺷروﻋﺎت؟‬ ‫ﻋﻘود‬ ‫اﻧواع‬ ‫ھﻲ‬ ‫ﻣﺎ‬‫اﻟﻌﻘود‬ ‫ﻻﺗﻔﺎﻗﯾﺎت‬ ‫اﻧواع‬ ‫ﻋدة‬ ‫ھﻧﺎك‬agreements‫اﺷﮭرھﺎ‬ ‫ﻣن‬:
Cost plus:‫ﻣﺿﺎﻓﺎ‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﺑﺳﻌر‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣﺣﺎﺳﺑﺔ‬ ‫ﻓﯾﮫ‬ ‫وﯾﺗم‬ ‫اﻟﺗﻛﻠﻔﺔ‬ ‫ﻋﻠﻰ‬ ‫ﯾﻌﺗﻣد‬ ‫اﻟﻧوع‬ ‫ھذا‬‫إﻟ‬‫ﮫ‬‫ﯾ‬‫ت‬‫ﺛﺎﺑ‬ ‫د‬‫ﻋﺎﺋ‬‫أو‬
‫ﻗﯾﻣﺔ‬ ‫ﺣﺳب‬ ‫ﻧﺳﺑﺔ‬‫اﻷﻋﻣﺎل‬‫ﺑﺣد‬ ‫ﺗﻛون‬ ‫وﻗد‬‫أﻗﺻﻰ‬‫اﻟﺗﻌﺎﻗد‬ ‫ﺣﺳب‬.
Fixed price / Lump Sum:‫ﻟﻠﻣ‬ ‫ت‬‫ﺛﺎﺑ‬ ‫ﻌر‬‫ﺳ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫ﺎق‬‫واﻻﺗﻔ‬ ‫ﺑﻖ‬‫اﻟﻣﺳ‬ ‫ﻌﯾر‬‫اﻟﺗﺳ‬ ‫ﺗم‬‫ﯾ‬ ‫ﺔ‬‫اﻟﺣﺎﻟ‬ ‫ذه‬‫ھ‬ ‫ﻲ‬‫ﻓ‬‫روع‬‫ﺷ‬
‫ﻣ‬ ‫ﺗﺻﻣﯾﻣﻲ‬ ‫ﺗﻐﯾﯾر‬ ‫ﯾﺣدث‬ ‫ﻟم‬ ‫ﻣﺎ‬ ‫ﻟﻠﻣﺷروع‬ ‫ﺛﺎﺑﺗﺔ‬ ‫ﺑﻘﯾﻣﺔ‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣﺣﺎﺳﺑﺔ‬ ‫وﯾﺗم‬ ،‫ﻛﻣﯾﺎت‬ ‫ﻗواﺋم‬ ‫دون‬‫ﺗم‬‫وﯾ‬ ،‫ك‬‫اﻟﻣﺎﻟ‬ ‫ن‬
‫اﻟﻣﺷروع‬ ‫ﻗﯾﻣﺔ‬ ‫ﺗﻘﺳﯾم‬breakdown‫إﻟﻰ‬‫اﻟﺗﻧﻔﯾذ‬ ‫ﻣراﺣل‬ ‫ﺣﺳب‬ ‫ﻧﺳب‬.
Unit price / Remeasure:‫ﺎت‬‫ﻛﻣﯾ‬ ‫واﺋم‬‫ﺑﻘ‬ ‫ﻌﺎر‬‫أﺳ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫ﺎق‬‫واﻻﺗﻔ‬ ‫ﺑﻖ‬‫اﻟﻣﺳ‬ ‫ﻌﯾر‬‫اﻟﺗﺳ‬ ‫ﯾﺗم‬ ‫اﻟﺣﺎﻟﺔ‬ ‫ھذه‬‫ﺗم‬‫وﯾ‬ ،
‫زادت‬ ‫اﻟﻣﻧﻔذة‬ ‫اﻟﻛﻣﯾﺔ‬ ‫ﻋﻠﻰ‬ ‫اﻟﻣﻘﺎول‬ ‫ﻣﺣﺎﺳﺑﺔ‬‫أو‬‫اﻟﻣﻌﺗﻣد‬ ‫اﻟﺑﻧد‬ ‫ﺳﻌر‬ ‫ﺣﺳب‬ ‫ﻧﻘﺻت‬.
‫واﻟﺗﺳﻠﯾم‬ ‫اﻟﻌﻣل‬ ‫ﻣراﺣل‬ ‫ﺣﺳب‬ ‫ﺗﺧﺗﻠف‬ ‫اﻷﻧواع‬ ‫ﺑﻌض‬ ‫ﯾوﺟد‬ ‫ﻛﻣﺎ‬delivery system :
EPC (Engineering‐Procurement‐Construction):‫ﻣﻰ‬ ‫ﯾﺳ‬ ‫ﺎ‬ ‫ﻣ‬ ‫ﺎ‬ ‫وﻣﺛﻠﮭ‬DESIGN‐BUILD,
Turnkey, ‫وﯾﻛون‬‫ﻓ‬ ‫ﺔ‬‫اﻟﻣطروﺣ‬ ‫ﻣﯾم‬‫اﻟﺗﺻ‬ ‫رة‬‫ﻓﻛ‬ ‫ﻰ‬‫ﻋﻠ‬ ‫ﺎءا‬‫ﺑﻧ‬ ‫ذ‬‫واﻟﺗﻧﻔﯾ‬ ‫اﻟﺗﺻﻣﯾم‬ ‫ﻋن‬ ‫ﻣﺳﺋول‬ ‫اﻟﻣﻘﺎول‬‫ﺎء‬‫اﻟﻌط‬ ‫ﻲ‬
‫اﻟﻣطﻠوﺑﺔ‬ ‫واﻟﻣواﺻﻔﺎت‬ ‫اﻟﻣﺷروع‬ ‫ﻣن‬ ‫اﻟﻣﺎﻟك‬ ‫اﺣﺗﯾﺎﺟﺎت‬ ‫ﺗوﺿﺢ‬ ‫اﻟﺗﻲ‬.
Front‐End Engineering and Design (FEED):‫ﺎﺋﻌﺔ‬ ‫ﺷ‬ ‫ر‬ ‫ﻏﯾ‬ ‫ود‬ ‫ﻋﻘ‬ ‫ﻲ‬ ‫وھ‬‫إﻻ‬‫روﻋﺎت‬ ‫اﻟﻣﺷ‬ ‫ﻲ‬ ‫ﻓ‬
‫ﻣﯾم‬ ‫اﻟﺗﺻ‬ ‫ﺎ‬ ‫ﻣﻧﮭ‬ ‫رض‬ ‫اﻟﻐ‬ ‫ط‬ ‫ﻓﻘ‬ ‫ﻣﯾﻣﯾﺔ‬ ‫ﺗﺻ‬ ‫ود‬ ‫اﻟﻌﻘ‬ ‫ذه‬ ‫ھ‬ ‫ون‬ ‫وﺗﻛ‬ ‫ﺔ‬ ‫اﻟﻌﻣﻼﻗ‬basic (or conceptional)
engineering‫اﻟﻌطﺎء‬ ‫ﺑطرح‬ ‫ﻟﻠﻣﺎﻟك‬ ‫ﯾﺳﻣﺢ‬ ‫ﻛﺎﻓﻲ‬ ‫ﺑﻣﺳﺗوى‬ ‫وﻣﯾزاﻧﯾﺗﮫ‬ ‫اﻟﻣﺷروع‬ ‫ﻣﺟﺎل‬ ‫وﺗﺣدﯾد‬.
BOT (Build‐Operate‐Transfer):‫ﺑﻌﺎ‬ ‫ﺎع‬‫واﻻﻧﺗﻔ‬ ‫اﻟﻣﺷروع‬ ‫ﺑﺗﺷﻐﯾل‬ ‫اﻟﻣﻧﻔذ‬ ‫ﯾﻘوم‬ ‫اﻟﻌﻘود‬ ‫ھذه‬ ‫ﻓﻲ‬‫رة‬‫ﻟﻔﺗ‬ ‫ده‬‫ﺋ‬
‫اﻻﺻﻠﻲ‬ ‫ﻟﻠﻣﺎﻟك‬ ‫اﻟﻣﺷروع‬ ‫ﻣﻠﻛﯾﺔ‬ ‫ﺗﻌود‬ ‫ﺛم‬ ‫اﻟﺗﻧﻔﯾذ‬ ‫ﻧظﯾر‬ ‫ﻣﺎ‬.
Joint venture:‫ﺔ‬‫ﻣؤﻗﺗ‬ ‫ﺷراﻛﺔ‬ ‫ﻋﻘود‬ ‫ھﻲ‬temporary partnership‫ﺎ‬‫ﻣ‬ ‫روع‬‫ﻣﺷ‬ ‫ذ‬‫ﺗﻧﻔﯾ‬ ‫رض‬‫ﺑﻐ‬‫ن‬‫وﻣ‬ ،
‫أھم‬‫ﺷرﯾك‬ ‫ﻛل‬ ‫ﻧظر‬ ‫ھو‬ ‫اﻟﻧوع‬ ‫ﻟﮭذا‬ ‫اﻟﻧﺟﺎح‬ ‫ﻋواﻣل‬co‐venturer‫إﻟﻰ‬‫اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬ ‫اﻟﺷراﻛﺔ‬‫أﻛﺛر‬‫ﺗﻔ‬‫اﻻﺳ‬ ‫ﻣن‬‫ﺎدة‬
‫اﻟوﻗﺗﯾﺔ‬.

60. 60
•‫ﻲ‬‫ھ‬ ‫ﺎ‬‫ﻣ‬‫ﯾﻎ‬‫ﺻ‬ ‫واع‬‫أﻧ‬‫ود‬‫اﻟﻌﻘ‬‫ر‬‫اﻷﻛﺛ‬‫ﺎءات؟‬‫اﻻﻧﺷ‬ ‫ﺎل‬‫ﻣﺟ‬ ‫ﻲ‬‫ﻓ‬ ‫ﺗﺧداﻣﺎ‬‫اﺳ‬‫أ‬‫ر‬‫ﻛﺛ‬‫اﻟﻔﯾ‬ ‫د‬‫ﻋﻘ‬ ‫و‬‫ھ‬ ‫ﯾوﻋﺎ‬‫ﺷ‬ ‫ود‬‫اﻟﻌﻘ‬ ‫ذه‬‫ھ‬‫دﯾك‬
FIDIC‫ذي‬‫واﻟ‬ ،‫م‬‫ﯾﻧﻘﺳ‬‫ﻰ‬‫إﻟ‬‫ر‬‫اﻷﺣﻣ‬ ‫ﺎب‬‫اﻟﻛﺗ‬ ‫ﺎ‬‫ﻣﻧﮭ‬ ‫ود‬‫ﻋﻘ‬ ‫دة‬‫ﻋ‬‫ﺎ‬‫وﻟﮭ‬ ،‫ﯾﯾد‬‫اﻟﺗﺷ‬ ‫ﺎل‬‫ﻷﻋﻣ‬‫دارات‬‫اﺻ‬ ‫دة‬‫ﻋ‬‫ﺎ‬‫آﺧرھ‬‫ﻧﺔ‬‫ﺳ‬
1999،‫ﺎ‬‫ھﻣ‬ ‫ود‬‫اﻟﻌﻘ‬ ‫ن‬‫ﻣ‬ ‫وﻋﯾن‬‫ﻧ‬ ‫ﺗﺧدام‬‫اﺳ‬ ‫ﺗم‬ ‫وﺣدﯾﺛﺎ‬NEC, JCT‫ل‬‫وﻟﻛ‬ ، ‫ﺎ‬‫وﻏﯾرھ‬‫ل‬‫ﻛ‬ ‫ﺎت‬‫اﻟﺗزاﻣ‬ ‫ﻧظم‬‫ﺗ‬ ‫ود‬‫ﺑﻧ‬ ‫ﺎ‬‫ﻣﻧﮭ‬
‫رف‬ ‫ط‬obligation‫ﻲ‬ ‫اﻟزﻣﻧ‬ ‫ﺎﻣﺞ‬ ‫اﻟﺑرﻧ‬ ‫ﻰ‬ ‫ﻋﻠ‬ ‫ﻧص‬ ‫ﯾ‬ ‫ﺎ‬ ‫ﻣ‬ ‫ﺎ‬ ‫ﻣﻧﮭ‬ ‫ود‬ ‫اﻟﺑﻧ‬ ‫ن‬ ‫ﻣ‬ ‫ﺔ‬ ‫ﻣﺟﻣوﻋ‬ ‫ﻖ‬ ‫طرﯾ‬ ‫ن‬ ‫ﻋ‬ ‫روع‬ ‫اﻟﻣﺷ‬ ‫ﻲ‬ ‫ﻓ‬
‫وﺧﻼﻓﮫ‬ ‫واﻟﻣطﺎﻟﺑﺎت‬.
‫ﺎب‬‫اﻟﻛﺗ‬ ‫دﯾك‬‫اﻟﻔﯾ‬ ‫ﻲ‬‫ﻓ‬ ‫ﻲ‬‫اﻟزﻣﻧ‬ ‫ﺑﺎﻟﺑرﻧﺎﻣﺞ‬ ‫اﻟﺧﺎص‬ ‫اﻟﺑﻧد‬ ‫اﻟﻣﺛﺎل‬ ‫ﺳﺑﯾل‬ ‫ﻋﻠﻰ‬‫ر‬‫اﻷﺣﻣ‬Conditions of Contract for
CONSTRUCTION Works‫ھو‬‫رﻗم‬ ‫ﺑﻧد‬clause 14.1‫اﺻدار‬ ‫ﻓﻲ‬1987‫أ‬ ،‫دار‬‫إﺻ‬ ‫ﻓﻲ‬ ‫ﻣﺎ‬1999‫ﺑﺢ‬‫أﺻ‬‫د‬‫ﺑﻧ‬
‫رﻗم‬clause 8.3 .