cours gestion projet samuel
TRANSCRIPT
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Project Management
Samuel BASSETTO, W37-07
Thanks to Khaled HADJI HAMOU
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projects, projects
Examples? Facility planning
Personnal insurance management methodimplementation
Change of work
Redesign a building
New product development
Commercial introduction of a new product Research partnership development for an
European Project
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Outline
Introduction & concepts
Concurrent to your project:
General project structure Detailed project structure Focus on Projects planning Focus on Projects Quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
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Historic Milestones
Pyramids
Vauban (measure of construction times)
1900 : Taylor/Fayol/Ford
1915 : Gantt
1950 : PERT (Program Evaluation andReview Technic)
1989 : Project management methods
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Normative corporations
AFITEP Association Francophone de Management de Projet.
IPMA International Project Management Association
PMI Project Management Institute
Project Management Body of Knowledge (PMBOK)
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Nowadays context
Why a management based on projects ?
End date Easy overview
Due date & delivrables => goal achievement (not
insured but facilitated)
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Project : a definition
1st definition The project is a response at challenging
constraints (innovation, deadlines, cost) that
enterprises are facing in their global competition The project structures a precise idea, and require
human skills and means for its uniqueconcretization, limited in the time
[Berry 96]
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Project : some definitions
PMBOK Definition
Efforts employed on a defined period for a serviceor product creation
AFITEP Definition
Important realization, with an end, time limited,
with a precise goal, requiring various ressources
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Project some definitions
Notions extracted from thesedefinitions The notion of goal
The notion of time
The notion of organization
The notion of ressources
The notion of structure (?)
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Project : the ASQIMC definition
Finally :
A way of working which
Structures progressively an object driven by Quantitatives goals it
Identified clearly requirements and involves
Multiples skills which are under
Constraints
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Typologies of projects
Characteristics ? Examples ?
(A) (B)
(C) (D)
Entrerprise
Project
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The project management
AFITEP Definition
The project management includes thePlannification, Organization, Progression
Follow up and the master of all aspects of projectin a continuous process for goals achievement.
PMI definition
Knowledge application, skills, tools and methods
employed by activities for achieving successfullygoals of each projects.
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Management
Project dash board Global overview
Project organization
Project status
Finance indicators
Main milestones Delivrables
Risks
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The project managment roots
W : Who ?
W : What
W : Where ? W : When ?
H : How ?
H : How many ? W : WHY ?
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Project management
Answer questions: Origins of the project :
WHY ? MANDATORY for troops motivation
Factor of success :WHAT ?
Identify what is inside the project
WHO? Who leads the project
WHAT, WHO, WHEN, HOW ? Structure and plannify and guide the project
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Project Management
Functionalmanagement
InstitutionmanagementHuman Factors
Tools andtechnics
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Managing the project
Initial State
Final State
Dreamed state
Ideal Path
Followed
path
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In order to avoid
Initial state Final state
Dreamed stated
Designedpath
Followedpath
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Project structure & follow up
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Outline
Introduction & concepts
Concurrent to your project: General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
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Project steering comity / final
eval
Steering comity5 review per project & session One review per project Strenghts and weakness, blocking point
Final eval Presentation 20 + 10 questions & product presentation Prof ranking Peer ranking
Grid /200 pts Nom : Prnom :
Time (/20) Outline (/20)
is it clear?
(/20)
Personal
attitude (/20)
Appropriate ?
(/20)
Understanda
ble ? (/20)
Final result
(/20)Team
Presentation (/80) Support (/60)
Team
Total (/200)Project management (/40)
Answers
(/20)
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Outline
Introduction & concepts
Concurrent to your project: General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
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Project structure
Several structures:
Temporal structure : phases Industrial projects
Information system projects
Operational structure : activities Businesses involved
Suppliers
Organisational structure Project leader (project manager ?), project director,
sponsor(s), project team
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Why a temporal structure
Underline critical activities
Better focus on qualifications during each phase
Measure and insure quality of each phase
Better project overview
Step by step plannification & follow up
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Each phase has to
Have precise inputs
Have a final end
Have explicit and acceptable goals
Identify available ressources
Must be plannified separately
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Example of a project phase
1- Enterprise discussion about researchopportunities (R&D Project)
2- Draft contract
3- R phase (more exploratory)
4- D Phase (more centered on indutrialdevelopment)
5- Thesis write & presentation
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Product
Project
decomposition
Gestion de projet, Ed WEKA
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Project phase and uncertainty
Thesis Building a wall !
In one side: well defined activities and phases
In the other side: not structured activities,
prospective project.
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Project phasing
Several approaches
Cascading management
In V In spiral
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Cascade cycle
Requirement
engineering
Requirement book
System design
Building blocs
Modules
integration
System validation
Payment
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V Cycle
System requirement
engineering
Requirement book
System design
Building blocs
Module
intergration
System validation
Payment
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Spiral Cycle
Risk analyhsisRequirement and
plannnification
DevelopmentCustomer evaluation
Requirment book
Customer
satisfaction
Initial requirements
Requirements revision
Initial risk analysis
Tests
Initial prototype
prototype
Final system
Risk analysis revision
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Contracting Owner
ProjectManagement
Sub Contractor 0
Supplier 0-1 Supplier 0-2
Supplier 1 Supplier2
Project organization ?
Supplier 2-1
Matrise douvrage (fr)
Matrise duvre (fr)partenaire
fournisseur
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Contracting Owner
High level requirements & needs definitions
Finance
Choose the project manager
Agreement on strategic choices and milestone
validation
Strategic choices
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Project Management
Requirement Engineering & General design
Action plan Management
Work management & coordination
Cost control & evolutions
Review with Contracting owner
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Several actors (repetition S3)
Contracting ower Customer
Project Manager Project direction
Project Manager / leader Project Team
Suppliers
Project Board Board Contracting Owner & PM Project Leader
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Outline
Introduction & concepts
Concurrent to your project: General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
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Project and organizations
Functional organization Orgnization by Processus(ISO/ QS) Matricial organization
Functions X processus Function X Project Processus X Project
Project Based organization
The project is a tool for change management: a cubic organization:Function x Processus x Project
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Project structure
Why is it necessary to structure ?
Problems of complex project
During the project design Identify the purpose of the project
Identify its development
Prepare an adapted organization
During the project operations Establish and follow the project plan (costquality- deadlines)
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Goals
Project structure :
Is a shared referential
Allows an analytical analysis of the project(prevision & realization)
Introduces a shared integrated codification@ the enterprise ERP
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Structure project answers
the breakdown structures
What ? product: PBS
What to do ? action: WBS
Who is responsible of what ? responsability: OBS
Who do ? With What ressource: RBS
What is the cost ? cost: CBS
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OBS
Project organization
S l t
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Several actors
Contracting ower Customer
Project Manager Project direction
Project Manager / leader Project Team
Suppliers
Project Board Board Contracting Owner & PM Project Leader
O
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Organization
Direction Steering Comity
Project Steering Comity
Technical Team
Project Management
Month/BiMonth.
Week/Month
Day/Week
Project Team
Cont.
u
10u
100u
Continuous/Day
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A member is
A key person !
Role
Skills and abilities
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The project member: an key
operating link
Project Manager
Project Member
Qualityconstraints
To adapt to projectmethods
CostConstraints
Interface withothers groupmembers
Delayconstraints
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Role of project member
Participate at projectmeeting
Project member
Follows his/herplanning
Animate projectmethods by usingthem
Be focused on qualityconcerns
Share informationwith other projectmembers &collaborate
Achieve itsbudgetobjective
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Abilities of project member:
HR profile
To know how to effect a constraint task(cost, quality, delay) => need to cope
with pression and stress Able to evolve in a coordinated
environment
Keen to Team Working
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Project Manager
An interface actor
Role
Ability and skills
Constraints
Th j t i
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The project manager is a
interface actor
Project Team
Project
Manager
Services
Customer
Functional Board
Chiefexecutivestaff
Quality Structure
Board of direction
Other Teams
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Role of the Project Manager
Find sponsors in theorganization
To be efficient
Study andunderstand
requirements andsatistfy the customer
Plan andexpress
achievablegoals
LET DO by theteam, Improve
ressourceemployment
Drive andcontrol the
progression
ProjectManager
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Role of project manager
Be creative and Charismatic during the1st phase
Be respectfull of the plan
Honnest & review rapidly at the end[Midler]
Skill d biliti f j t
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Skills and abilities of a project
manager
Master methodologies
Knowledge of technics involved during
the project Understanding and create an adhesion
atmosphere in the team
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Project Manager constraints
Standards
Political
Technologies Environment
Limitedressources
ProjectManager Economicaspect
Th j t Di t (if
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The project Director (if
necessary)
Find internalsponsor
Is involved duringcrisis situation
Agree projectstrategicdirections
Follow several projectsand advice each of
them
ProjectDirector Help for
financialaspects
Hire the projectmanager / leader.Gives his authority
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The project board
Finance
Release blockedsituations
Valide strategicorientations
Strategic view ofprojects
ProjectBoard
Involved in strategicdecisions and
operation reviews
Valid milestones
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PBS
Product BreakDown Structure
PBS Prod ct BreakDo n
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A descriptive arborescence of the product
1. level 1 : system
2. level 2 : subsystem3. level 3 : Submodule
4. level 4 : components
5.
The PBS is a configuration anddocumentation management support
PBS- Product BreakDown
Structure
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Exemple
Systme Rafale
Logistique Avion Armement
Carlingue Ailes Motorisation Navigation Pilotage Trains
Rafale air craftSystem
Logistic Plane Arming
Cockpit Wings Motoring Navigation Steering Gear
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WBS
Work BreakDown Structure
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Definition
WBS : The project skeleton Project structure
Operational activities definition Cost follow up
Deadlines Definitions & Reviews
Risk Management Operation management
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The WBS allows to
Define precisely each delivrables
Precise definition of each action
Deep understanding of each memberintervention
Agreement and recognition of everyinvolved (and / or) impacted services
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WBS concepts
A structured decomposition of the project Create every task and subtask necessary for
goals achievement
Each phase is fully decomposed withouttemporal relations (for the moment)
The work requires to be
Complete
Exhaustive Coherent
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How structuring the work
Identify phases and major actions
For each work lot, describe in a fileeach work unit
Dont forget non technical activities
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PROJECT :..................................................... N W.O. :..................... EDITION FROM : ..............................
RESPONSIBLE :.................................... LABEL : .............................................................................. DESCRIPTION :...........................................................................................................................................
BEGINING DATE:................... FINAL DATE :.................... DURATION :......................
MILESTONES :...........................................................................................................
WORK ALLOCATION: :............................................... BUDGET :....................................................
V
I Project Manager :..................Local Manager:........................ Task Resp. :........................S
A Date :....................................... Date :....................................... Date :.....................................S
MAIN ACTIVITIES : .........................................................................................................................................................................................................................................................................INPUT (material, doc,...) :.......................................................................................................
OUTPUT (fournitures, doc,...) :....................................................................................................
EXCLUDED TASK :..................................................................................................................................
A task file
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Component of a WBS
Project
Sub-project
Phase Work Batch
Task
Milestone
Delivrable
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A task
Has a beginning and an end
Consume ressources, which cost andare in limited quantity
Is linked at other tasks by an anteriority
(or precedence) relation (choose one)
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Milestone
Review or decision task Is modelled by :
Has no duration (even if in reality has one)
Do not consume ressources (facing the projectressource consumption)
Is typed : A contractual milestone = Payment
Technical Milestone = intermediate event Interface Milestone = intermediate event when all
projects actors meet
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Finally the WBS is
A Top down and Bottom up tool
Must not be frozen => need revisionduring the project.
Unit building principles
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Unit building principles
Aggregation criterias Same project phase Same Speciality
Same responsability
Same Market
Decomposition Criterias Functional
Product Activity typology
Business type
Geography
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Work description
Each work lot have to be separated fromothers
Interfaced with others
Compatible with enterprise organization Describe completely
Input ouput
With an unique responsible With limited size, cost, duration and work
load.
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Decomposition main issue
Find the balance between
A too wide mesh
A too small mesh
Example 1 (in french)
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Projet info :Logiciel version 2.0
Managementprojet
Spcificationproduit
Conceptiondtaille
Planification
Runions
Gestion
Logiciel
Manueldutilisateur
Documentsde formation
Logiciel
Manueldutilisateur
Documentsde formation
Ralisation
Logiciel
Manueldutilisateur
Documentsde formation
Intgrationet tests
Logiciel
Manueldutilisateur
Documentsde formation
Projet info :Logiciel version 2.0
Managementprojet
Spcificationproduit
Conceptiondtaille
Planification
Runions
Gestion
Logiciel
Manueldutilisateur
Documentsde formation
Logiciel
Manueldutilisateur
Documentsde formation
Ralisation
Logiciel
Manueldutilisateur
Documentsde formation
Intgrationet tests
Logiciel
Manueldutilisateur
Documentsde formation
Example 1 (in french)
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Exemple 2 (in french)
Systme Rafale
Logistique Avion Armement
Carlingue Ailes Motorisation Navigation Pilotage Trains
Spcification
Conception
Fabrication
Assemblage
Systme Rafale
Logistique Avion Armement
Carlingue Ailes Motorisation Navigation Pilotage Trains
Spcification
Conception
Fabrication
Assemblage
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PBS and WBS linkage
Project
Subproject
System
subsystem
Task
PBS
WBSPhase
Work BatchCOHERENCY:
Tasks must realizesubsystem
Subsystem must be builtby tasks
PBS-WBS / OBS
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Need
System
Sub System
Product
Task
Involved agency
Steering comity
Office
Team
People
Flux
PBS-WBS / OBS
PBS-WBS / OBSa big
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Flux
project
Need
System
Sub System
Product
Task
PBS-WBS / OBSa small
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Flux
project
Involved agency
Steering comity
Office
Team
People
Outline
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Outline
Introduction & concepts
Concurrent to your project: General project structure
Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
Pl i
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Planning
A project is constraint by:
A beginning date
An End Date (Due Date) Deadlines & delivrables
The planning is the art of prevision and
follw-up of projects operational goals:time, cost, quality
P j t Pl i
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Project Planning
A 10 Steps planning method1. Analyse the project2. Identify tasks3. Identify tasks linkage
4. Plot the task network5. Evaluate each task duration6. Calculate dates7. Calculate Margins PERT8. Adjust time constraints9. Draw GANTT10.Allocate ressources
M i i
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Main issue
The art of project manager is
Measure, Decide and Act so as reaching goalsdespite of contingency
New planning planning update
Planning
(Idea of the reality)
Real realization
L l f l i
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Level of planning
Steering comity road map (Milestones)
Macro planning Batch of WorkWork BreakDown Structure
Task & ActivitesTime planning
Task & OperationsWorkload planning
Due dates
Chainingconstraints
1 Analyze the project
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Project
FurnitureStudies ToolingFacility layout
1- Analyze the project
Acceptance
MachiningSupplies
AssemblySupplies
Machining
substructure
Machininginstallation
Assemblysubstructur
e
Assemblyinstallation
Acceptancetests
Layout
Studies
Gantycrane
installation
1 Analyze the project
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Project
FurnitureStudies ToolingFacility layout
1- Analyze the project
Acceptance
AMachiningSupplies
BAssemblySupplies
D
Machiningsubstructure
EMachininginstallation
FAssemblysubstructur
e
GAssemblyinstallation
I
Acceptancetests
C
LayoutStudies
HGantycrane
installation
Identify tasks
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N Label
Deb Start
A Purchase & receipt of machining tools
B Purchase & receipt of assembly tool
C Study the facility layout
D Execute the facility layout for machining
E Install machining tools
F Execute the facility layout for assembly
G install assembly toolsH Install the gantry crane
I Perform acceptance tests
Fin End
Identify tasks
Identify tasks
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Deb Start NIL
A Purchase & receipt of machining tools Deb
B Purchase & receipt of assembly tool Deb
C Study the facility layout Deb
D Execute the facility layout for machining C
E Install machining tools A,D
F Execute the facility layout for assembly C
G install assembly tools B,FH Install the gantry crane C
I Perform acceptance tests E,G,H
Fin End I
N Label
Identify tasks
4 Drawn the network
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A
D
C
B
F
E
H
G
I
0
Start End
4- Drawn the network
Rank calculus
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Rank calculus
Problme : which order to choose ?
Start En dtask
1
task3
task2
Task 4
Task 5
Rank calculus
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Rank calculus
Tches Antcdents Dure Tches Antcdents Dure
A / 3 G E-F 9
B A 1 H / 5
C A 5 I H 8
D B 6 J H 2
E B 4 K I 3
F C-I-D 2 L K-J 7
Task
Preceding tasks
Number ofcross =
Nomber of
precedingtasks
Draw the network
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Draw the network
Then (follow eg 91)
A
H
B
C
I
J
D
E
K
F
L
G
5-Estimate duration
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Deb Start / 0
A Purchase & receipt of machining tools Deb 7
B Purchase & receipt of assembly tool Deb 3
C Study the facility layout Deb 5
D Execute the facility layout for machining C 5
E Install machining tools A,D 5
F Execute the facility layout for assembly C 3
G Install assembly tools B,F 3
H Install the gantry crane C 7
I Perform acceptance tests E,G,H 1
Fin End I 0
N Label
5-Estimate duration
To estimate duration
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To estimate duration
Personal experience
Ask experts
(Employ a significative & homogen time unit)
6- Calculate dates
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A
D
C
B
F
E
H
G
I
0
7 5
5
3
5
3
7
3
1
ESDEarliest Start Date EED
Earliest End Date
LEDLatest End DateLSD
Latest Start Date
DurationStart End
6- Calculate dates
7- Margin calculus
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Free margin Duration From which a task can be delayed or
relaxed without affecting another task of theproject
Total margin Duration from which a task can be relaxed or
delayed without affecting the end of the entireproject.
Critical path & tasks
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Critical path & tasks
Critical path Every path which goes from the begining to
the end of the project with the longuest
duration. Its lenght will define the duration minimum of
the project
Critical path A task with margin = 0
Calculate margins
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A
D
C
B
F
E
H
G
I
0
7 5
5
3
5
3
7
3
1
0
0
0
7
5
3
5 10
5 8
10 15
5 12
8 11
15 16
16 16
1615
1510
158
1512
105
129
103
50
0
129
0
0
0
0
3
3
4
49
Calculate margins
PERT Algorithm (in french)
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PERT Algorithm (in french)
Algorithme du chemin critique
Donnes : Digraphe G = (V, E), sans circuits, des activits avec leur dure dik.Rsultat :
i dbut au plus tt des activits correspondant aux arcs (i, k) partant de i,
i fin au plus tard des activits correspondant aux arcs (k, i) arrivant i, dure du chemin critique.
DbutI. Calcul des dates de dbut au plus tt (rcurrence en avanant dans le projet)
1 := 0
Pour k := 2 n faire k := max{j + djk | j P(k)}II. Calcul des dates de fin au plus tard (rcurrence en reculant dans le projet)
n := n
Pour k := n-1 1 faire k := min{j - dkj | j S(k)}Fin.
Notations:P(i) = {k V | (k, i) E}: c'est l'ensemble des sommets prdcesseurs de i.S(i) = {k V | (i, k) E}: c'est l'ensemble des sommets successeurs de i.
8- Adjust durations &t i t
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constraints
Analyse constraints Review (negociate) goals Analyse taks (redefine) Review the technical solution ? Externalize ? Increase the ressources number?
9- Draw Gantt diagram
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Week 1 Week 2
M MT TT TW WF F
Task 1Task 2
Task 3
9- Draw Gantt diagram
Arrowed Gantt
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Arrowed Gantt
Graphical & temporal acitivity sucession
Time (in days)
1 2 3 4 5 6 7
T A
T B
T C
Tasks chaining logics
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Tasks chaining logics
End Start Relation (ES)
Precedent
Next
End-End Relation (EE)
precedent
Next
Start Start Relation (SS)
Precedent
Next
Tasks chaining logics
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Tasks chaining logics
Precedent
Next+d
precedent
Next
+d
precendent
Next+d
End
Start Relation (ES)End-End Relation (EE)
Start Start Relation (SS)
Un exemple ML-MT
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Un exemple ML MT
17 w
5 w
5 w
7 w
Total margin
Free Margin
7 w
2 w
5 w
5 w
Task 1
Task 2
Task 3
Task 4
Task 5 (end milestone)
10- Ressources allocations
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10- Ressources allocations
Definition
Human, material, energetic, informational,geographic or temporal means allocationfor a task operation
Ressources allocation
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Ressources allocation
Elaborate an allocation table
Estimate ressources required
Allocate ressources
Ressources allocation
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THe charge planning is establishconsidering ressources availbility
If overload are discovered, the project
manager must deploy correctiveactions:
Grading (Slip the end of the project)
Smoothind (reorganize so as the end ofdate)
Restructure the project
Loads
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Loads = duration * mobilization rate
Load plan
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t
load
Ressources raised
Ressources availableRessources in
idle mode
p
Undercapacity
Max
Project planning
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Set of tools and methods for creating
Indicators
Operational Balanced Scorecard
For managing the project
Indicators
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Measure a phenomenon
They have to be :
Easy to understand and appropriated
Usefull
Two type of indicators
Results
Process
Examples ?
Balance score card
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Balance score card
Management tool Underline the past performance
Give information about futur steps
Strong and Weak Points Gap analysis toward targets
Each gap need an action plan
Designed during the project first phase
Manage with BSC
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The quality of a BSC: It is focused = Design for customers
It is usefull = Fullfill requirements
It is reliable = regulary reviewed
It help for the action plan = concrete
It is complete = Is operational Q, C, D
It is understandable = visual
g
Outline
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Introduction & concepts
Concurrent to your project: General project structure
Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
Dfinitions
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Do we master indicators ? Can we measure ?
Do we have control limits
How mastering OOC?
How is the indicator distribution ? (normal, bi modal) Which are Cp - Cpk of are key indicators ? (do we
master them)
Audit: Key parameters to an analyse
Indicators vs relevance
Deployement of a systematic indicator review and gap analysis
Follow-up of indicator in team problem solving
How is the management with indicators
Outline
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Introduction & concepts
Concurrent to your project: General project structure
Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project
Cost analysis The project follow-up
Bonus Slides
Risks and projects
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p j
Some definitions: Potentiality that a project doesnt follow its
plan.
Virutal Gaps, unacceptable regarding goal
NO projects without risks
Risks and projects
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p j
Definition in this lesson:
A risk is the triptych:
Unwanted event
Frequency
Gravity
Risks and project
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p j
The fundation of risk analysis: thecontext of the analysis
Context
Fearsome
event
RISK
Fearsomeevent
Frequency
Gravity
Risk and projects
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p j
Risks caracteristics Nature of the risks
financial, human, Law, Commercial, technical
Risk origin
Customer, Supplier, subcontractor, internal Consequences,
Detectability
Gravity
From no consequence to disaster Probabiliy of occurence
Quantitative ? Qualitative (rare, improbable, most likely,common)
Risks and projects
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Risks Management Why implement a risk management?
Prevent Malfunction
Prevent firefighting during the project
In other words
Contribute to a RELEVANT definition of operational goals (cost, due dates, required perf)
Having robust goals regarding disturbing events
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Risks management
Constitute a crisis group or Problem
Solving Team
For the management: employ
KNOWLEDGEABLE & reliable people
Risks and projects
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1. Risk identification
2. Risk ranking
3. Risks classification
4. Risk curring : mitigation
5. Follow-up and control of risks6. Capitalization and risks update
RisksANALYSISprocess -Dysfunctionalanalysis
RiskMANAGEMENTProcess
Management of risks during a project / 6 STEPS
Risks and projects
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1. Risk identification Individual or team analysis => listing of
every potential impacting element:
Have a look at a previous projects post
mortem analyses, project databases
Review a risk checklist
Look at a risk database in the organization Ask experts involved in previous projects
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1. Risk identification Tools for the explicitation:
FMEA
Failure/Fault Tree Analysis
Causes Tree
Bow Ties
Risks and projects
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2. Risks ranking
Affect, for each risk, a value:
Gravity, Occurrence probability, Probability ofnon detection
FMEA formalism => RPN = Sev * Occ * Det
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3. Risk classification Each risk, identified and estimated, must be
classified and prioritized regarding other
risks
The project management evaluate each risk,
determine if it is acceptable or notdepending on PRECISE rules, given by theproject steering commity
Risks and project
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3. Risk classificationLevels of riskProbability can bve replace (in often case) by a
qualitative estimation very weak 1 weak 2
median 3
high 4
very high 5
The criticality is the product: occurance probability* impact
C = I x P
Risks and project
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PROBABILITy
IMPACT1 2 3 4 5
1
2
3
4
5
II
I
IVIII
III
Area I : Acceptable risks
Area II : disturbing risks
Area IV : una cceptable risks
Area III : risks to treat
Mitigation path
4. Risk mitigation
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4. Risk mitigation The declination=>Decline the project
The cure=> Suppress the root cause of the risk Are solution appropriate?
Are goals & constraints negociable?
The mitigation
=> Diminution of the probability of occurrence &/or impact
Risks and projects
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4. Risks Mitigation The countermeasure
Accept the risk and take technical, communicational,organizational, insurances
Preventative actions; decrease its occurrence probability Emergency measures: If the event occurs, prevent thepropagation of the impact
The transfer
Which is the best organization for the risk? Internal services
Subcontractor?
Customer?
Risks and projects
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5. Risks control and follow-up Action plan
Evaluation of final impact of actions
Tracability of action: ACTION PLAN: Responsible
When
The forecast risk rank after treatment
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6. Risks & actions capitalization
A documentary system
Trace of event & action plan
One risk catalog Help the identification of risks for new projects
Standardize risk management
Constitue risks check-lists
Store debriefing analyses
Outline
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Introduction & concepts
Concurrent to your project: General project structure
Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up
Bonus Slides
The Cost control
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Ressource planning
Cost forecast
Budgeting
Cost control
The cost control
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To have a target The Budget at date
Compare its position The previsional cost
Obtain bySum of what has been guaranty & done (done or in the pipe)+Sum of what is still required (to be payed)
GAP analysis
Gap, drift, trends Taking in account
Project modifications & inflation
Technical provisions
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Technical provision are used tocover technical risks due to :
Lack of knowledge during costestimation
Project plan review
skeleton review
Planning review
Often * 2 !
Initial Budget
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Task organization must be coherent with budget line
Each subensembly is decomposed of budget line &technical provision
The sum of all budget line (for all submodule)correspondto the technical cost of the project. There is also thegross margin General provision for the project
Overhead charges Profit margin
Budget Initial
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Budgetline
Budgetline
Budgetline
Sub module Sub moduleSub module Sub module
General provisionfor the projectOverheadcharges
Profit margin
InitialBUDGET
Gross Margin
BCWP Curve
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The BCWP Curve (CBTP in French) Budgeted Cost of Work Planned BCWP
Official, reference curve which translateprevisional cumulated cost respecting the
project planningCost
Time
BCWP
The BDWD curve
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The BCWD curve (CBTE in french) Budgeted Cost of the Work Done Earned Value
Translate the evolution of real evolution ofbudgeted cost for executed works at a particulardate
A curve depending of the planning &the work progress.
Cost
Aquired,planned value
BCWPPlanningdelay
BDWD
TimeDelay
Planning Gap
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Relative Planning Gap :
Gap Planning=
Incur budget
BCWP BDWD=
BCWP
The RCWD
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The RCWD Curve ( CRTE in French) Real cost of Work Done
At a particular date, is the cumulated curve ofwhat has been really spend
rve depending of the planning &the work progress.
Cost
Aquired,
planned value
BCWP
Planningdelay
BDWD
TimeDelay
Real cost
RCWD
Project Controlvariance
Cost Gap
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Performance gap
= BCWP - RCWD
If < 0 More expensive than plannedIf > 0 Less expensive than planned
Cost Variation :
Cost Gap BCWP RCWS= =
BCWP BCWP
Measures analysis (datereview)
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)
Cost realized < Planned cost
Not necessarly a good sign
Cost realized > Planned cost not necessarly a bad sign
Need a new measure :
Work Done (Physical status)
Measure of work
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Planned workload
Used Planned Workload
Real Workload employed
Management with delivrable
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Real date
Planned dates
(or workload)
Delivrable 1
Rencontre des prvisions
avec la ralit
Delivrable 2
D1 delayed
Date of CR review
Management tool
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Real dates
Planned charges
Ideal project; date real = date planned
Pb discovered late in the planning
Earlier pb analysis
Chronical drift of the project
Status meeting
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Gap ANALYSIS Difficulties to plan
Planning = intellectual effort No standard for duration evaluation
Ressources Ressource availability Several qualifications Learning time Ressources are focused on their favorite activities
Modifications From the customer Product improvement
Failures
Outline
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Introduction & concepts
Concurrent to your project: General project structure
Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up
Bonus Slides
Meeting Point
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Who
The project team Duration
1 Hour
When
Regularly and repetitive
What Based on FACTs
Format
Status Report
Tracking Balance Score Card
Follow-up goals
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Help the project manager to take theright decision, so that goals could beachieved the closest possible to the
planning.
Mean: the information system
Graphical tools
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Milestones planning
Status for each milestons
Late
Real Timet1 t2 t3 t4
2
2
1
1
In time
In avance
t0
t= Realized - planned
Graphical tools for the follow-up
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Milestone follow-up
Extension for all milestones
t + (t= time realizedplanned time)
Real timet0 t1 t2 t3 t4
t0
M 2
t1
t2
t3advance
late
M 1 Passedmilestone
Status
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Time Status
Workload Status
Physical Status
Status Follow-up
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3
9 10 11 12 13 1487654321 9 10 11 12 13 1487654321
t0 t0 + 5
4
9
6
4 4
8
5Case 1
5Case 2
Case 3
Case 4
Total Lenght = Real lenght + rest lenghtTime status (%) = Real lenght / Overall lenght
Suivis : example
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Insert 1000 post along a road
Forcasting lenght : 100 days
Mean : 10 men
Follow-up:
Meeting 1 : t0+10d
100 post inserted, Ressource employed : 100 days
Meeting 2 : t0+20d
50 post removed & reinsert 50 insert
10 people more have been affected
Status measures
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1- Declared status
2- Calculated statuds
4- Milestones status
5- Percentage statuts
3- Recognized status
Costforecast
10060
Cost forecast
Stay to bespend
10060 60
10% 40% 60% 100%
60 %
60 %
50 %
40 %
100 %0 %0 %
Done 20 objetcsStill to do 30 objects
40 %
E ample of an order
Follow the status
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0
10
50
95
100
30
80
Send consultation
Supplier choice
Order slip
Expediting at reception
Final customer expedition
Billing
Physical status
Milestones
Tentativerequirements book
Final requirementbook
Benchmark
Delivery slip
Receipt
Example of an order
Order example
Status follow-up
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Physical follow-up - Month 0 to 3
Month event Physical Hours H. dep. / H Tot R.A.F.status Spend Phy. advan planned
0 - 0% 0 - 200 200
1 Envoi des consultations 10% 25 250 200 175
2 Choix du fournisseur 30% 72 240 200 128
3 Emission de la commande 50% 122 244 240 118
Order example
Operational procedures
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Regular review (weekly, monthly,quaterly)
Data loading
By activity
By ressources
Data collection
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Informal manner Status meeting
Interviews
Structured manner
Elapsed time spread sheet systematically
filled Directly in a tool
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Merci pour votre attention
Thank you for your audience
Of quality in lessons
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A little participation
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Votre impression
Points positifs Lesson on: www.g-scop.fr\~bassetts
Pointsdamlioration
SummaryProject Management
http://www.g-scop.fr/~bassettshttp://www.g-scop.fr/~bassettshttp://www.g-scop.fr/~bassettshttp://www.g-scop.fr/~bassettshttp://www.g-scop.fr/~bassettshttp://www.g-scop.fr/~bassetts -
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Several project type A management idea: W5H2 Dicton (Failing to, plan is planning to fail)
PWS / WBS / OBS / CBS / RBS
Uncertainty management => Risks analysis
Project management: temporal review of a project, gap analysis,a REGULAR REVISION
Subject N1: GAZPRAM & EXXOUN
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In a global shrinking market place of fossil energy, GAZPRAM &
EXXOUN joined their efforts for new prospection and developmentactions. This new alliance, named G&E produced a first collaborationproject:the implemantation of the SIN pipline : from Singapore toNepal through the state of Myanmar.
Following with interest your abilities about project management, the
Human Ressources Direction of G&E has decided to promote you asProject Manager of this ambitious project.
You have to do the feseability study of this project in putting a strongemphasis on a meticulus risks analysis.
Your goal is to present to the sterring comity of G&E the validity of thisproject. From your results, the alliance can be renegociated.
Subject N2: HILTSTARSResorts & Travel Agencies
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Following its development strategy, in accordance with Dala Lama, Chinese
government plan to develop touristic aspects of LHASA. LHASA will become thekingdom of meditation and skying. The high altitude will insure a confortable level ofsnow and secure this lucrative activity. In order to supply the lack of hostelsinfrastructure at an international level, Chineese government had launched a worldwidecontract offer of 1B$ for the construction of a 6 buildings, 1500 beds each from 4 to 6stars quality. The HILTSARS Compangy has won the competition. HILTSTARSresorts & Spa are a well reknowned brand of luxe and quality. It have been choosen fortheir knowledge about holidays an luxe facilities.
Following your remarked ability in team and project management, the HR direction ofHILSTARS will entrust you to this ambitious project.
Your participation will start by the preliminary study of this project. You will beresponsible of the general planning for the entire facility layout.
Your goal is to present to HILSTARS steering comity your forcast planning & thesmoothing associated.
Subject 3: National lotery & the kitch
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You are a lucky guy/women! You won to the national lotery ! It is not
the first price, however, you have enough money to buy you a flat inSouth of France. You can realize finally your dream. Your own loft is a820ft^2 to renovate entirely.
Hopefully, you are a do-it yourself person and you plan to start withthe kitchen. Several layout works need to be planned : gaz, painting,
walls
Aware of the good job, you want to do a good job and preserve yournest egg. You decide to plan, buy and install a kitchen from IKEO.They did a super software of cost estimation and kitchen planning.
Now its your turn to play
Subject 3: Practice LessonLeanmanufacturing with LEGO
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You have to imagine a pratical lesson oflean manufacturing.
8 pers. 1 project leader
Subject 5: Building a oenologic progr
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You have to imagine a pratical lesson ofoenology.
8 pers. 1 project leader
Subject 6: sensibilisation of about rismanagement
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You have to imagine a advertising messageto sensibilize to middle and small managersto operational risk management
8 pers. 1 project leader
Subject 7: World roots travel
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You have to imagine a travel around Indiaand Nepal.
8 pers. 1 project leader