Planning

Executing

Monitoring & Controlling

Closing

Project Management includes

Identifying Requirements

Address needs, concerns and expectations of Stakeholders

Setup, Maintain and carry out Communication among Stakeholders

Manage Stakeholders to meet project requirements and create project deliverables.

Balance the competing project constraints.

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Projet v/s Operations

Projet

Le but d'un projet est d'atteindre son objectif puis de se terminer.

Le projet est un catalyseur de changement.

Le projet se termine lorsque ses objectifs sp cifiques ont t atteints.

A une date de d but et de fin d finitives.

Examples:

D velopper un nouveau produit ou service.

D ploiement d'un nouveau logiciel.

Operations

Lobjectif dune op ration en cours est de soutenir lactivit business.

L'op ration maintient le statu quo.

Les op rations adoptent de nouveaux objectifs et le travail se poursuit.

Ne pas avoir une date de fin.

Examples:

Services de soutien la production.

Traitement des r clamations.

Pay-roll mensuel.

V rification de nouvelles applications.

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Notes:

Project v/s Operation

Project

The purpose of a project is to attain its objective and then terminate

Project is catalyst for change

Project concludes when its specific objectives have been attained

Does have a definitive start and end date

Examples:

Developing a new product or service

Discovery of a new drug

Operations

The objective of an ongoing operation is to sustain the business

Operation is maintaining status quo

Operations adopt a new set of objectives and the work continues

Does not have a end date

Examples:

Production support services

Claims processing

Monthly Pay-roll

Verification of new applications

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Cycle de vie du projet v/s Cycle de vie du produit

Le cycle de vie d'un projet est la s rie de phases franchies par un projet, de son lancement sa cl ture.

Les phases peuvent tre ventil es par objectifs fonctionnels ou partiels, r sultats interm diaires ou livrables, jalons sp cifiques dans lensemble du travail ou disponibilit financi re.

Un cycle de vie de produit est un ensemble de phases de produit g n ralement s quentielles, ne se chevauchant pas, dont le nom et le nombre sont d termin s par les besoins de fabrication et de contr le de l'organisation.

La derni re phase du cycle de vie dun produit correspond g n ralement son retrait. G n ralement, un cycle de vie de projet est contenu dans un ou plusieurs cycles de vie de produit.

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Notes:

Project Life Cycle

What is a Project life cycle?

A project life cycle is the series of phases that a project passes through from its initiation to its closure.

The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability.

A life cycle can be documented within a methodology.

The life cycle provides the basic framework for managing the project, regardless of the specific work involved.

Characteristics of Project Life cycle include:

Starting the Project

Organizing and preparing

Carrying out the project work

Closing the project.

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Culture de lorganisation

La culture et le style de l'organisation influent sur la mani re dont elle conduit les projets. La culture organisationnelle est fa onn e par l'exp rience commune des membres de l'organisation.

Vision, mission et valeur partag es.

Politiques, processus, proc dures, m thodes, etc.

Syst me de motivation et de r compense.

Tol rance au risque.

Point de vue sur le leadership, la hi rarchie et la relation d'autorit .

Code de conduite, thique de travail et heures de travail.

Environnements d'exploitation.

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Notes:

Organization Culture

Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing

a purpose, which may involve undertaking projects. An organizations culture and style affect how it conducts projects.

Cultures and styles are group phenomena known as cultural norms, which develop over time. The norms include

established approaches to initiating and planning projects, the means considered acceptable for getting the work

done, and recognized authorities who make or influence decisions.

Organizational culture is shaped by the common experiences of members of the organization and most organizations

have developed unique cultures over time by practice and common usage. Common experiences include, but are not

limited to:

Shared vision, mission and value

Policies, Process, Procedure, Methods etc.

Motivation & reward system

Risk tolerance

View of leadership, hierarchy, and authority relationship

Code of conduct, work ethics, and work hours

Operating environments

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Structure de lorganisation


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Notes:

Organizational structure is an enterprise environmental factor, which can affect the availability of resources and

influence how projects are conducted. Organizational structures range from functional to

projectized, with a variety of matrix structures in between.

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Contraintes de projet

Les projets sont ex cut s dans des contraintes. La 6 me dition de PMBOK reconna t de nombreuses contraintes:

Scope - Qu'est-ce que le projet tente d'accomplir?

Temps - Combien de temps faut-il pour terminer?

Co t - combien cela co tera-t-il?

Qualit - Quelles sont les sp cifications de qualit livrer?

Ressources - Quels sont les ressources humaines et mat rielles n cessaires?

Risque - Quels sont les risques potentiels?

Satisfaction client: comment obtenir une grande satisfaction?

Le chef de projet a pour t che d quilibrer ces contraintes souvent concurrentes.

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Notes:

Project Constraint

Projects are executed in constraints. PMBK 5th edition recognize many constraints:

Scope What is the project trying to accomplish?

Time How long should it take to complete?

Cost - What should it cost?

Quality - What are the quality specification to be delivered?

Resource - What man, material and equipment required?

Risk What are the potential risks?

It is the project managers job to balance these often competing constraints

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Groupe de processus: Initiating

Les processus de ce groupe lancent le projet ou une phase de projet.

Les activit s cl s associ es l'initiation incluent:

Identifier les besoins de l'entreprise.

Cr er une description du produit.

Cr er une charte de projet.

S lection d'un chef de projet.

Autorisation formelle pour d marrer le projet / la phase.

Ex cution de chaque phase dans un projet multi-phase.

noncez la port e du projet de haut niveau, les produits livrables, la dur e, le co t, les hypoth ses et les contraintes, etc.

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Notes:

Initiating Process Group

Processes within this group launches the project or a project phase

Key activities associated with Initiation includes:

Creating a feasibility study

Identifying business needs

Creating a Product description

Creating a Project Charter

Selecting a Project Manager

Formal authorization to start project/phase

Carried out of each phase in multi phase project

Articulate the high-level project scope, deliverables, duration, cost, assumption and constrain etc.

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Les Stakeholders du Projet

Un stakeholder est un individu, un groupe ou une organisation qui peut tre affect par la d cision, l'activit ou les r sultats d'un projet.

Example : Client, fournisseur, agences, employ , etc.

Stakeholder positif:

Supporter du projet,

Exemple - Sponsor.

Stakeholder n gatif:

Resister au projet,

Exemple - Une personne qui a perdu son emploi.

Stakeholder neutre:

Ni partisan ni r sistant,

Exemple - Travail journalier sur le projet.

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Notes:

Project Stakeholder

A stakeholder is an individual, group or organization who may be affected by the decision, activity, or outcome of a project.

Example : Customer, Supplier, Agencies, Employee etc.

Positive Stakeholder

Supporter of project

Example - Sponsor

Negative Stakeholder

Resister of project

Example Person loosing job

Neutral Stakeholder

Neither supporter nor resister

Example Daily wage labour on the project

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Notes:

Project Stakeholder

A stakeholder is an individual, group or organization who may be affected by the decision, activity, or outcome of a project.

Example : Customer, Supplier, Agencies, Employee etc.

Positive Stakeholder

Supporter of project

Example - Sponsor

Negative Stakeholder

Resister of project

Example Person loosing job

Neutral Stakeholder

Neither supporter nor resister

Example Daily wage labour on the project

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Comment g rer une partie prenante?


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Stakeholders Register


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Exercice: mission en Afrique

Vous tes des tudiants 2 me ann e cycle ing nieur et a fait 2 ans que chaque t vous faites votre stage d t de dur e dun mois au sein de KASPERA SOFTWARE DEVELOPMENT SERVICES.

En Janvier 2020, KASPERA a t contract e par un ONG qui sappelle DigiAfrica pour le but d quiper 250 coles au C te dIvoire avec des PC HP. Chaque cole contient 2 salles dIT et chaque salle doit avoir 10 PC.

Ce projet commencera le 13 Juin et se terminera le 11 Septembre.

KASPERA vous a choisis pour joindre ce projet et se chargera de toutes vos d penses.

Identifiez les parties prenantes de ce projet.

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Typical Stakeholders

Sponsor

Funding Body

Customer

Suppliers

End User

HSE/Environmental Agency

Maintenance Team

Neighbours/Community/Shareholders

Fusion Community

Interfaces

Notes:

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Exercice: Charte de Projet

OM-ZAD a d cid dentreprendre le projet de mise en place dun site web e-Commerce pour la vente de ses produits. La direction a choisi KASPERA comme prestataire de service.

Avant de commencer le projet, KASPERA a invit Mr. Moncef et sa direction pour la collecte dinformation.

T che: pr parez la charte de projet.

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Project Planning

Adequate planning leads to the correct completion of work

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Notes:

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Planning

Inadequate planning leads to frustration towards the end of the project & poor project performance

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Project Start

Project End

Notes:

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Inclut les processus requis pour garantir que le projet inclut tous les travaux requis, et uniquement les travaux requis, pour mener bien le projet. La gestion de la port e du projet consiste principalement d finir et contr ler ce qui est inclus ou non dans le projet.

Scope du produit:

Les caract ristiques et fonctions qui caract risent un produit, un service ou un r sultat. L'ach vement du domaine d'application du produit est mesur par rapport aux exigences du produit.

Scope du projet :

Travail accomplir pour fournir un produit, un service ou un r sultat avec les caract ristiques et fonctions sp cifi es. L'ach vement de la port e du projet est mesur par rapport au plan de gestion du projet.

Gestion du Scope du Projet

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Notes:

Project Scope Management

Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.

Plan Scope Management

Collect Requirements

Define Scope

Create WBS

Validate Scope

Control Scope

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La collecte des exigences est le processus de d termination, de documentation et de gestion des besoins et des exigences des parties prenantes pour atteindre les objectifs du projet.

L tape suivante est de cr er la WBS (Work Breakdown Structure)

Recueillir les exigences

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Notes:

Collect Requirements

Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

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WBS: Work Break-Down Structure


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Example de structure PBS


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Notes:

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Exercice

Cr ez la PBS/WBS du projet

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Qui fait quoi, quand, comment

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Precedence Diagramming Method


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Notes:

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S quencer les Activities

D termination de la d pendance: La d pendance a quatre attributs, mais deux peuvent tre applicables en m me temps des mani res suivantes:

D pendances obligatoires - Celles qui sont l galement ou contractuellement requises ou qui sont inh rentes la nature du travail.

D pendances discr tionnaires - Identifi es par l' quipe de projet sur la base de la connaissance des meilleures pratiques, m me s'il peut exister d'autres s quences acceptables.

D pendances externes - Ces d pendances sont g n ralement hors du contr le de l quipe du projet. Ex: livraison fournisseur.

D pendances internes - Les d pendances internes impliquent une relation de priorit entre les activit s du projet et sont g n ralement sous le contr le de l quipe du projet. Ex: l' quipe ne peut pas tester une machine avant son assemblage.

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Notes:

Sequence Activities - T&T

Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project teams control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project teams control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

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Critical Path Method

Critical Path Method

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Chemin critique

Chemin critique sur graphe

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Notes:

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Mettre le tableau en PERT

| T ches | T ches ant rieures | Dur e | Effectif |

| --- | --- | --- | --- |

| A | G | 3 jours | 4 |

| B | J | 4 jours | 2 |

| C | B | 6 jours | 4 |

| D | A C K | 3 jours | 2 |

| E | F | 5 jours | 3 |

| F | | 2 jours | 1 |

| G | F | 3 jours | 2 |

| H | G | 2 jours | 1 |

| I | E | 2 jours | 1 |

| J | F | 4 jours | 2 |

| K | H I | 5 jours | 3 |

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Diagramme de GANT


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Notes:

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Valider et contr ler le Scope

Notes:

Validate Scope

Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

The Validate Scope process differs from the Control Quality process in that the former is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables. Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel

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Gestion des Co ts du Projet

La gestion des co ts du projet inclut les processus impliqu s dans la planification, l'estimation, la budg tisation, le financement, le financement, la gestion et le contr le des co ts afin que le projet puisse tre achev dans les limites du budget approuv .

Planifier la gestion des co ts

Co ts estim s

D terminer le budget

Contr le des co ts

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Notes:

Project Cost Management

Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

Plan Cost ManagementThe process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.

Estimate CostsThe process of developing an approximation of the monetary resources needed to complete project activities.

Determine BudgetThe process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

Control CostsThe process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. These processes interact with each other and with processes in other Knowledge Areas as described in detail in Annex A1.

On some projects, especially those of smaller scope, cost estimating and cost budgeting are tightly linked and can be viewed as a single process that can be performed by a single person over a relatively short period of time. These are presented here as distinct processes because the tools and techniques for each are different. The ability to influence cost is greatest at the early stages of the project, making early scope definition critical

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Concept de base de la gestion des co ts

Les b n fices sont les revenus moins les d penses.

Le co t du cycle de vie est le co t total de possession, ou de d veloppement, ainsi que les co ts de support, d'un projet.

L'analyse des flux de tr sorerie d termine les co ts et avantages annuels estim s d'un projet et les flux de tr sorerie annuels qui en r sultent.

Les co ts ou avantages tangibles sont les co ts ou avantages qu'une organisation peut facilement mesurer en dollars.

Les co ts ou avantages intangibles sont des co ts ou avantages difficiles mesurer en termes mon taires.

Les co ts directs sont des co ts qui peuvent tre directement li s la production des produits et services du projet.

Les co ts indirects sont des co ts qui ne sont pas directement li s aux produits ou services du projet, mais sont indirectement li s la r alisation du projet.

Le co t irr cup rable est de l'argent qui a t d pens dans le pass ; lorsque vous d cidez des projets dans lesquels investir ou continuer, vous ne devez pas inclure les co ts irr cup rables

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Notes:

Basic Concept of Cost Management

Profits are revenues minus expenses.

Life cycle costing is the total cost of ownership, or development plus support costs, for a project.

Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow.

Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars.

Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms.

Direct costs are costs that can be directly related to producing the products and services of the project.

Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project.

Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs.

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Components du budget du projet


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Valeur acquise, valeur pr vue et co ts r els


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Risk Management

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La matrice des risques


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Co t du changement et du risque

Le risque et l'incertitude sont tr s lev s au d but. Au fur et mesure que le projet avance, ces incertitudes disparaissent lorsque le risque ne survient pas.

Le co t du changement augmente au fur et mesure que le projet avance, car un stade ult rieur, les changements co teront plus d'argent et de temps.


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Notes:

Cost of Change & Risk

Risk and uncertainty are very high at beginning. As project progress those uncertainties goes away when risk do not occur.

Cost of change becomes higher as project progress as at the later stage changes will cost more money and time.

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Exercice

KASPERA veut entamer un projet sur 2 mois de mise en place du Wi-Fi dans un nouveau b timent. 16000 Dinars sont d di s au projet et une quipe de 5 personnes est charg e de sa r alisation.

Le chef de projet identifie les 6 lots de travail suivants;

A. valuation du co t

B. Installation et configuration du mat riel

C. Commande du mat riel

D. tude des emplacements optimaux

E. tude comparative et choix du mat riel adapt

F. Tests du mat riel

1. Connaissant le d lai allou au projet, affecter des dur es r alistes chaque lots.

2. Proposer le planning de r alisation du projet.

3. Pour chacun des lots, dressez un tableau d crivant l'ensemble des risques qui peuvent

survenir en pr cisant pour chacun:

i. La nature du risque

ii. La probabilit d'apparition (fort, moyenne, faible)

iii. La gravit

iv. Les impacts (ex. sur la faisabilit du projet, les d lais, les co ts, &)

v. Les actions mener

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Planifier la gestion des ressources humaines T&T

Organigrammes et descriptions de poste - Il existe diff rents formats pour documenter les r les et responsabilit s des membres de l' quipe.


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Notes:

Organization Charts and Position Descriptions

Various formats exist to document team member roles and responsibilities. Most of the formats fall into one of

three types: hierarchical, matrix, and text-oriented. Additionally, some project assignments are listed

in subsidiary plans, such as the risk, quality, or communications management plans. Regardless of the method

utilized, the objective is to ensure that each work package has an unambiguous owner and that all team members

have a clear understanding of their roles and responsibilities. For example, a hierarchical format may be used to

Represent high-level roles, while a text-based format may be better suited to document the detailed responsibilities.

Hierarchical-type charts. The traditional organization chart structure can be used to show positions and

relationships in a graphical, top-down format. Work breakdown structures (WBS) designed to show how

project deliverables are broken down into work packages provide a way of showing high-level areas of

responsibility. While the WBS shows a breakdown of project deliverables, the organizational breakdown

structure (OBS) is arranged according to an organizations existing departments, units, or teams with the

project activities or work packages listed under each department. An operational department such as

information technology or purchasing can see all of its project responsibilities by looking at its portion of

the OBS.

Matrix-based charts. A responsibility assignment matrix (RAM) is a grid that shows the project

resources assigned to each work package. It is used to illustrate the connections between work

packages or activities and project team members. On larger projects, RAMs can be developed

at various levels. For example, a high-level RAM can define what a project team group...