Cours Gestion Projet Samuel

7/31/2019 Cours Gestion Projet Samuel

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Project Management

Samuel BASSETTO, W37-07

[email protected]

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


Concurrent to your project: General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project


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




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




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


Ralisation

Logiciel

Manueldutilisateur


Intgrationet tests

Logiciel

Manueldutilisateur


Projet info :Logiciel version 2.0

Managementprojet

Spcificationproduit

Conceptiondtaille

Planification

Runions

Gestion

Logiciel

Manueldutilisateur


Logiciel

Manueldutilisateur


Ralisation

Logiciel

Manueldutilisateur


Intgrationet tests

Logiciel

Manueldutilisateur


Example 1 (in french)


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Exemple 2 (in french)

Systme Rafale



Spcification

Conception

Fabrication

Assemblage

Systme Rafale



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


Concurrent to your project: General project structure

Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project


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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End Start Relation (ES)

Precedent

Next

End-End Relation (EE)

precedent

Next

Start Start Relation (SS)

Precedent

Next



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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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Elaborate an allocation table

Estimate ressources required

Allocate ressources



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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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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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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

Risks and projects


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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

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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

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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

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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

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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

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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?

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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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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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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.


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


Subject 7: World roots travel


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You have to imagine a travel around Indiaand Nepal.
